Budget 2004-2005
City
0C
Cupertino
2004-05
Citizens
of Cupertino
City
Councî
F
CUPEIU1NO
Citizen Adivisory
Commissions and
Committees
Treasurer
Carol Alwood
City Manager
David Knapp
City Attorney
Charles Kilian
Public Information
Rick Kitson
Public Works
Ralph Qualls
Parks & Recreation
Therese Smilh
Community Development
StevePiasedi
Administrative Service'
Carol Atwood
AssislantDÎrector
of Public Works
Glenn Goepfert
Senior ArchÎlect
TeITyGreene
,od
Senior Center
Services
Julia Lamy
Sports Centerl
Physical Rec.
Don McCarthy
Building
Greg Casteel
CilyClerk
Kimberly Smith
Infonnation
Technology
MariyahSerratos
-
-
Environmental Programs
LaveniaMillar
Project Managemem
Carmen Lynaugh
Manta Vista
Recreation Centerl
Youth Programs
Christine Hanel
Blackberry Farm
Mike O'Dowd
Planning
Ciddy Warde!
Human Resource:
Sandy Abe
Economic
Development
Service Center Manage.-
Bob Rizzo
QuÎnlan Community CtJl
Cultural Programs
Tom Walters
Finance
Carol Augustine
Code
Enforcement
Public Works
Supervisor
Ron Silva
Streets
Supervisor
Diane Mahan
Facilitie~
Supervisor
Jim Davis
Parks
SupervÎsor
Joe Moore
Community
Outreach
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2004/05
CITY COUNCIL
Sandra James
Mayor
Patrick Kwok
Vice Mayor
Richard Lowenthal
Councilmember
Dolly Sandoval
Councilmember
Kris Wang
Councilmember
DIRECTORY OF CITY OFFICIALS
David W. Knapp - City Manager
Charles T. Kilian - City Attorney
Carol Atwood - Director of Administrative Services
Rick Kitson - Public Infonnation Officer
Steve Piasecki - Director of Community Development
Ralph Qualls - Director of Public Works
Kimberly Smith - City Clerk
Therese Smith - Director of Parks and Recreation
1tt
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2004/05
COMMISSIONS AND COMMITTEES
AUDIT COMMITTEE
PARKS & RECREATION COMMISSION
Gillian Enos
Myoung Kang
Dolly Sandoval
Garrett Wade
Kris Wang
Rod Brown
Jeanne Bradford
Cary Chien
Frank Jelinch
Roger Peng
HOUSING COMMISSION
TELECOMMUNICATIONS COMMISSION
Richard Abdalah
Kim Dovel
Sarah Hathaway-Feit
Mahesh Nihalani
Frances Seward
Salvatore Algeri
David Eggleston
L. T. Guttadauro
Charlon McIntosh
Steven Ting
FINE ARTS COMMISSION
LIBRARY COMMISSION
Nancy Canter
Hema Kundargi
Shirley Lin Kinoshita
Janet Mohr
Carl Orr
Sheila Mohan
Janet Riddell
Eno Schmidt
Katherine Stakey
Yuhfen Diana Wu
PUBLIC SAFETY COMMISSION
PLANNING COMMISSION
Charles Caldwell
Jay Cena
Barry Chang
Nolan Chen
Hugh Riddell
TEEN COMMISSION
Angela Chen
Lisa Giefer
Marty Miller
Taghi Saadati
Gilbert Wong
ECONOMIC DEVELOPMENT
Princess Castaneda
Alexander Cohn
Page Dickson
Piyush Goyal
Christopher Haley
Cosmo Jiang
Alexander Lee
Irem Mertol
Raviv Rotem
Kevin Schroeder
Utsav Sohoni
Danh Trang
Katherine Weng
Carol Atwood
Jody Hansen
Sandra James
David Knapp
Richard Lowenthal
Omn Mahoney
Mark McKenna
Steve Piasecki
Ralph Qualls
Gilbert Wong
BICYCLE PEDESTRIAN COMMISSION
SENIOR COMMISSION
Hua Julia Fu
David Greenstein
May Koski
Geoffrey Paulsen
Joseph Walton
Estelle Incociati
Christine Pierce
Mavis Smith
Linda Walker
Frank Yap
IV
CaÛfornia Society of
Municipa[ ~inance Officers
Certificate of Award
Excellence in Operational Budgeting 2003-04
Presented to
City of Cupertino
-----Ð==-
This certificate recognizes Meritorious Achievement in Operational Budgeting and reflects a IJighly professional budget document
and the underlying budgeting process through which the budget ;s implemented.
March 1, 2004
Cbalr, Budgeting & Financial Management
Dedicated to Excellence in Municipal Financial Management
The California Society of Municipal Finance Officers issues annual awards for outstanding
achievement and contributions to the profession. The City of Cupertino received the award
shown above for its 2003-04 annual operating budget. In bestowing this honor, the Society
acknowledges the City for its outstanding presentation offinancial and budgetary data.
Our 2004/05 budget document is intended to meet the Society's high standards and will be
submitted again this year to determine eligibility for another award.
v
RESOLUTION NO. 04-342
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2004-05 BY RATIFYING ESTIMATES OF REVENUES TO BE
RECEIVED IN EACH FUND AND APPROPRIATING MONIES THEREFROM FOR
SPECIFIED ACTNITIES AND ACCOUNTS AND SETTING FORTH
CONDITIONS OF ADMINISTERING SAID BUDGET
WHEREAS, the orderly administration of municipal government is dependent on the
establishment of a sound fiscal policy of maintaining a proper ration of expenditures within
anticipated revenues and available monies; and
WHEREAS, the extent of any project or program and the degree of its accomplishment,
as well as the efficiency of performing assigned duties and responsibilities, is likewise dependent
on the monies made available for that purpose; and
WHEREAS, the City Manager has submitted his estimates of anticipated revenues and
fund balances, and has recommended the allocation of monies for specified program activities;
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the
following sections as a part of its fiscal policy:
Section I: The estimates of available fund balances and anticipated resources to be
received in each of the several funds during fiscal year 2003-04 as submitted by the City
Manager in his proposed budget and as have been amended during the budget study sessions are
hereby ratified.
Section 2. There is appropriated trom each ofthe several funds the sum of money as
determined during the budget sessions for the purposes as expressed and estimated for each
department.
Section 3. The City Manager is hereby authorized to administer and transfer
appropriations between Budget Accounts within the Operating Budget when in his opinion such
transfers become necessary for administrative purposes.
Section 4. The Director of Administrative Services shall prepare and submit to City
Council quarterly a revised estimate of Operating Revenues.
Section 5. The Director of Administrative Services is hereby authorized to continue
unexpended appropriations for Capital Improvement projects.
vi
Resolution No. 04-342
Page 2
Section 6. The Director of Administrative Services is hereby authorized to continue
appropriations for operating expenditures that are encumbered or scheduled to be encumbered at
year end.
PASSED AND ADOPTED at a regular adjourned meeting of the City Council of the City
of Cupertino this 21st day of June 2004, by the following vote:
Vote
Members ofthe City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
James, Kwok, Lowenthal, Sandoval
Wang
None
None
~ ~
City Clerk ~
Vll
TABLE OF CONTENTS
FISCAL YEAR 2004-05
PAGE
TITLE PAGE.
ORGANIZATION CHART
DIRECTORY OF CITY OFFICIALS
COMMISSIONS/COMMITTEES
EXCElLENCE IN OPERATIONAL BUDGETING 2002-2003
ADOPTED BUDGET RESOLUTION
BUDGET MESSAGE
I
ii
111
IV
V
VI
1
BUDGET STRATEGIES
Mission Statement.
Financial Values Statements
City Council Goals
Change in Program Levels
5
6
7
12
BUDGET GUIDE
Elements of the Budget Document
Structure of the City's Finances .
The Annual Budget Process . .
Glossary of Budget Terminology.
13
14
16
17
COMMUNITY PROFILE
History of Cupertino. . .
Community Economic Profile.
21
22
FINANCIAL AND PERSONNEL SUMMARIES
Budget Summary .
Revenue and Expenditure Charts .
Revenue Summary
Personnel Summary .
Five Year Budget Forecast
Appropriations Limit .
29
30
34
47
55
78
DEPARTMENTAL OPERATING BUDGETS
COUNCIL AND COMMISSIONS
City Council . ...
Telecommunications Commission
Library Commission .
Fine Arts Commission
Public Safety Commission . .
Bicycle and Pedestrian Commission
Parks and Recreation Commission
Teen Commission. .
Senior Commission .
Planning Commission
Housing Commission.
84
86
88
90
92
94
96
98
100
102
104
PAGE
ADMINISTRATION
City Manager .
Community Outreach.
City Manager Discretionary Fund.
Legal Services.
LAW ENFORCEMENT
Law Enforcement .
110
112
114
116
122
PUBLIC INFORMATION
Community Relations.
Cupertino Scene .
Government Channel .
City Website .
128
130
132
134
ADMINISTRATIVE SERVICES
Administration
Economic Development
Leadership Cupertino.
Accounting
Business Licensing
City Clerk.
Duplicating and Mail Service .
Elections .
Emergency Preparedness .
Human Resources.
Code Enforcement
Insurance Administration .
Information Technology .
140
142
144
146
148
150
152
154
156
158
160
162
164
PARKS AND RECREATION
Administration
Cultural Programs/Quinlan Center/Community Hall. .
Youth and TeenIMonta Vista Recreation Centerrreen Center.
Sports and Physical Recreation
Senior Programs/Senior Center .
Blackberry Farm - Nature Programs
172
174
176
178
180
182
COMMUNITY DEVELOPMENT
Administration
Planning .
Housing Services
Building .
188
190
192
194
PUBLIC WORKS
Administration
Environmental Programs
Engineering Services
Service Center.
Grounds
Streets .
Facilities
Transportation.
General Services
Fixed Assets Acquisition .
202
204
206
208
210
212
214
216
218
220
PAGE
NON-DEPARTMENTAL OPERATING BUDGETS
Interfund Transfers
Debt Service .
226
228
CAPITAL IMPROVEMENTS
Five Year Capital Improvements Program
231
r~\
tj\~,
,/-
.
CUPEIQ1NO
May 12, 2004
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
The ongoing recession, continuing State revenue raids and higher costs have conspired to make
this upcoming budget year one of the most difficult in the City's 50-year history.
>- Sales tax, roughly one third of our operating budget, is down 33%, or $4,130,000, from it's
1999-00 high.
>- The hotel tax (transient occupancy tax) remains flat ($1,560,000) into 2004-05, 33% below
the 2000-01 level. This is in spite of the fact that a large, new hotel has been added to the
inventory.
>- Utility Users Tax - Office vacancy rates have gone from 2% to 26% in the past two years.
This has had a direct impact on the City's utility tax, which is flat for the current year (2004-
05), and projected to increase only 3% for the following year.
>- Vehicle License Fees (VLF) - Two years ago, the State of California decided to reduce
taxes due to the large surplus created by a strong economy. Unfortunately, the refund was not
given from State revenues but from vehicle license fee revenues, which have been dedicated
to municipal services since the fee was initiated. The State promised to backfill the reduction
with the surplus; however, the recession eliminated the surplus. So far, the State has taken
$780,000 of our vehicle license fee.
>- Interest earnings are down approximately $800,000, or 57% from 1999-00, as the money
set aside for construction projects has been spent on those projects, and interest rates have
declined.
>- State Raids - In addition to the $780,000 of our vehicle license fee which the State has
"borrowed," the latest infonnation is that the State will take another $633,000 in fiscal year
2004-05, and again in 2005-06, with a partial pay back in fiscal year 2006-07. This will be
accomplished by the State's keeping portions of our property tax, sales tax and vehicle
license fee.
While several cuts have been made in the past two years, other expenses are up.
>- The employer's share of the PERS retirement program is up 6.42%, increasing costs by
$626,000 over last year.
I
Printed on Recycled Paper
~ The Sheriff's Office has identified additional costs to the City for current services, as their
benefits have increased by $1,100,000. We are currently negotiating with the Sheriff to lower
this increase.
~ The cost for staffing and maintaining the new Teen Center will be $89,000.
~ In addition, other expanded facilities coming on line next year, including the Library, new
Community Hall and City Center Park will raise our maintenance costs $395,000.
In order to contain our costs within the projected revenue and reserve, several more cuts are
necessary.
Sheriff Contract -
While up until now we have been able to maintain the service level under our contract with the
Sheriff, given the available revenue and a substantial increase in the cost of the same basic
service, it is now necessary to make some service cuts in this area. The adopted budget does not
include:
· Community Resources Sergeant
. DARE Program
. I School Resource Officer - 9 months
$140,000
70,000
129,000
Vacant Positions-
Anticipating the declining economy and inevitable State revenue grabs, I have left eleven
positions vacant over the past year and half. The General Fund pays for eight and one half of
these positions. These positions have remained authorized but not funded for the fiscal years
2004/05 and 2005/06 in order to balance this budget. By not funding salary and benefits, General
Fund expenses are reduced by approximately $500,000 in each of the fiscal years.
Other Cuts -
In addition to the hiring freeze, it has been necessary to cut the following programs in the current
year 2003/04:
· Red Light Program
· New Vehicle Purchases
· E-Govemment Phase II
· Social Service Agency Grants
· City-wide Conference and Meeting Expense
· Cupertino Day at Blackberry Farm
· Traffic Signal Upgrades
· Walkability Modifications
· Traffic Calming
· Skate Park CIP and Operating Funds
· Memorial Ball Field Refurbishment
· Sidewalk Contract Funds
2
In addition to these cuts and the cuts to the Sheriff's contract mentioned above, it was necessary
to make several other cuts to balance next year's budget. These include:
· Suspension of Leadership Cupertino and Tomorrow's Leaders Today
· Use the Library Excess Hours to pay back the FF&E Loan
· Reduction of the Summer Concert Series, Cinema at Sundown and Shakespeare in the
Park
· Change in Animal Service Providers
· Elimination of contracting out for various services
· Reduction of Noontime and After-School Programs
· Elimination of mailings for the Senior Newsletter, Evening Programs and Health and
Safety Fair.
· General service reductions resulting from a seven percent reduction in staffing
· Festival out-of-pocket expenditures
I am hopeful that the negotiations now underway with our employee groups will soon be
concluded and result in additional savings to the budget.
In addition, the fiscal crisis created by the State has reached significant enough levels to force a
change in leadership and serious consideration of structural changes in the ability of the State to
balance its budget on the backs of local government.
However, even with past cuts and cuts proposed in this budget, unless the economy rebounds in
the next year and a half, our fiscal position over the next five years will be difficult. The
proposed budget uses the sale of excess property and a refund to the General Fund by the Solid
Waste Fund to maintain our Economic Uncertainty Reserve. In the long run, absent a vigorous
economic recovery, we will have to find new revenue sources or curtail service levels.
Respectfully submitted,
~~pp~
City Manager
3
City of Cupertino
MISSION STATEMENT
The environment within our City is interdependent upon a partnership of City Employees,
Elected Officials, and the Community. To further this partnership, the City of Cupertino has
agreed upon certain basic values within the framework of the City's policies to better serve the
Community.
· Provide prompt, courteous and equitable service that responds to individual needs.
· Treat each customer and employee with respect, dignity, and sensitivity.
· Support and encourage individual professional growth and innovation to enhance customer
service and employee satisfaction.
· Create a positive, professional environment based upon teamwork.
· As a team, it is our objective to provide the highest level of satisfaction in all programs and
services.
We are proud to be part of the City of Cupertino team and will strive to provide the best service
possible.
5
BUDGET STRATEGIES
FINANCIAL VALVES STATEMENTS
The City of Cupertino adheres to the following guidelines and principles in preparing its budget
and conducting its day-to-day and long-term fiscal affairs.
1. Revenue Levels
· To the extent possible, maximize investment yield while maintaining a high level of
liquidity for the City's anticipated capital costs.
· Identify and recommend sources of revenue necessary to maintain the services desired by
the community and to maintain the City's quality of life.
· Perform ongoing evaluations of existing sources of revenue to maximize the City's
revenue base.
· Recover costs of special services through user fees.
· Allocate all internal service charges to appropriate user departments.
· Ensure that Enterprise activities remain self-supporting in the long term.
2. Expenditure Control
· Maintain operating activities at levels which are offset by revenues.
· Evaluate expenditures at the department and project levels to ensure control.
· Reduce costs and improve productivity through the use of efficiency measures.
· Structure debt refinancing to provide the necessary capital while minimizing future debt
service costs.
3. Long-Term Financial Stability
· Ensure ongoing productivity through employee training and retention programs.
· Pursue consolidation of resources and activities with other agencies and jurisdictions
where beneficial.
· Ensure financial planning flexibility by maintaining adequate fund balances and reserves.
· Provide for major maintenance and repair of City buildings and facilities on a timely
basis.
· Provide for infrastructure asset preservation that maximizes the performance of these
assets at minimum life-cycle costs.
· Continually evaluate and implement long-term financial planning including technology
automation, multiple year capital improvement programs, revenue and expenditure
forecasting.
6
BUDGET STRATEGIES
CITY COUNCIL GOALS
1. Library and Civic Center
~ Open in October 2004.
~ Incorporate coffee shop in the Library.
~ Increase use of automated checkout machines.
2. Trails Plan
~ Stevens Creek Corridor Plan
· Continue to work on the corridor plan including:
.:. Year-round use.
.:. Incorporating a multi-use trail.
.:. Working with the Cupertino Historical Society on the Center
for Living History.
.:. Reducing the size of the picnic grounds.
.:. Changing the fee collection system.
~ Complete the master plan and seek funding to implement it.
~ Manage San Tomas/Saratoga Creek Trail.
3. Parks
~ Stevens Creek Corridor Park
· Complete the Stevens Creek Corridor Master Plan.
· Complete the environmental review for the Stevens Creek
Corridor Master Plan including a review of alternative trail
alignments.
· Support the Cupertino Historical Society in its efforts to create
a Center for Living History.
· Work with the Santa Clara Valley Water District on a
Partnership to complete the riparian planning and
restoration for Stevens Creek Corridor Park.
· Apply for grant funding.
7
Budget Reference
Pages 60, 232
Pages 232, 240
Pages 172,232,240
BUDGET STRATEGIES
CITY COUNCIL GOALS
¡.. Rancho Rinconada Park
· Realign the city boundaries so that the park is within the City
of Cupertino. Once this has occurred, the next steps will be to:
.:. Do community outreach to detennine what the park should be.
.:. Budget for said project.
.:. Begin to pursue funding.
¡.. Explore the possibility of a neighborhood park in the Homestead
area.
¡.. Explore the possibility of a Vallco Neighborhood park.
4. Youth Issues
¡.. Skateboard Park
. Identify location and funding.
¡.. Support the Teen Commission.
¡.. Operate the Teen Center.
5. Pursue "Downtown" Opportunities
¡.. Encourage Vallco to create a main street feel along Wolfe and
Vallco Parkway.
¡.. Develop a Streetscape plan for the Crossroads block of Stevens
Creek Boulevard from DeAnza Boulevard to Stelling Road.
¡.. Develop pedestrian connection plan to create downtown feel for
Civic Centerffown Center/City Center.
¡.. Work with the Town Center developer to plan a mixed use
walkable plan.
8
Budget Reference
Page 235
Page 176,177
Pages 190,191
BUDGET STRATEGIES
CITY COUNCIL GOALS
6. Street Safety - Walkable Community
~ Ensure that "walkable city" concept is present in all City
development/redevelopment projects.
7. Building Community/Unity
~ Continue to offer opportunities and programs to address the
needs of our diverse community.
~ Continue international film and music series.
~ Continue to identify translation needs in our community.
~ Hold public forums in other languages for major capital
improvement projects as needed.
~ Evaluate methods for communicating (electronically and in
writing) to non-English speaking population regarding crime
prevention, emergency preparedness and civic activities.
~ Implement a bi-lingual pay program.
8. Economic Development
~ Encourage, retain and support healthy environment for retail growth.
~ Assist Valleo Fashion Park redevelopment.
~ Add revenue enhancement incentive policy component of
review for new development.
~ Evaluate transit/transportation implications of economic
development strategy.
9. General Plan
~ Complete the General Plan update.
9
Budget Reference
Pages 190,191,232
Page 112,128,158,
174
Page 142,188
Page 188,190
BUDGET STRATEGIES
CITY COUNCIL GOALS
10. Public Safety
~ Review traffic safety issues.
· Complete Safe Routes to School Program.
· Review traffic safety for pedestrians
~ Continue emphasis on Neighborhood Watch.
~ Provide red light education.
~ Continue emphasis on emergency response and preparedness.
· Continue expanding the CERT program.
· Develop high school emergency response training.
· Ensure emergency response training for City staff.
· Offer emergency response skills to 6th to 12th grade.
· Develop City evacuation plan.
· Develop emergency response training for business/schools.
· Expand volunteer program.
11. Affordable Housing
~ Provide housing opportunities for Cupertino workers.
~ Review Below Market Rate Program criteria.
~ Make teacher housing assistance program successful.
12. Annexation
~ Annex individual contiguous parcels when redevelopment
occurs.
~ Pursue annexation of the land under San Tomas/Saratoga Creek
trail.
13. Sports Center Building Strategy
~ Market Sports Center memberships and increase usage.
10
Budget Reference
Pages 112,122,156,
160,233
Page 192
Page 190
Page 178
BUDGET STRATEGIES
CITY COUNCIL GOALS
14. School Partnerships
~ Pursue partner opportunities with the three school districts.
15.1nternal1mprovements
~ Implement Access Cupertino to enhance customer service
response times.
~ Notify Council of major events/activities including block parties.
~ Consolidate CDBG and Human Service funding processes.
11
Budget Reference
Page 122,192
Pages 128,134,194
CHANGE IN PROGRAM LEVELS
This year's budget does not fund several eXlstmg programs and new programs that were
proposed over the course of this last year. These programs are listed for your infonnation. To
fund any or all of the following would require an appropriation from the Economic Uncertainty
Reserve or a reduction of another budget item.
NewlExistinl! Prol!rams - Unfunded
Vacant Positions
Leadership CupertinoffLT
Travel and Conference - citywide
E-Gov Phase II
Community Resource Sergeant
DARE Officers
School Resource Officers (2)
\12 Patrol Officer - Midnight Shift
50th Anniversary Celebration
VTA - proposed increase (22%)
Cupertino Day at BBF
Y outhffeen Program Reductions
Senior Center Program Reductions
Summer Concert Series Reductions
CIP - See CIP Unfunded List
$511,000 Funding Source: General Fund
20,000 Funding Source: General Fund
150,000 Funding Source: General Fund
100,000 Funding Source: General Fund
140,000 Funding Source: General Fund
70,000 Funding Source: General Fund
220,000 Funding Source: General Fund
230,000 Funding Source: General Fund
50,000 Funding Source: General Fund
12,620 Funding Source: General Fund
9,000 Funding Source: BBF
47,600 Funding Source: General Fund
56,600 Funding Source: General Fund
3,000 Funding Source: General Fund
Funding Source: General Fund
NewlExistinl! Prol!rams - Funded
Library Extra Hours
Fourth of July Fireworks
Social Service Agency Grants
Community Festivals
$120,000 Funding Source: General Fund
60,000 Funding Source: General Fund
40,000 Funding Source: General Fund
35,701 Funding Source: General Fund
REVENUE PROPOSALS
1. Adopt a 9-1-1 Emergency Communication System Response Fee to help offset the cost of
County Communications.
12
CHANGES TO THE PROPOSED BUDGET
The City Council has made the following changes to the 2004/05 proposed budget based on their
budget study session and several budget public hearings.
Programs not in Proposed Council Proposal for General Fund
Budget Amount 2004/05 Impact
VT A increased dues $12,620 Fund for additional cost $12,620
Case Manager 55,000 Fund partially with fees 55,000
School Resource Officer #1 110,000 Fund for additional cost 110,000
School Resource Officer #2 110,000 No funding available °
Addt'l Cost #1 w/o COPS 40,000 Fund for additional cost 40,000
DARE Officers 70,000 No funding available 0
\/2 Patrol Officer - Midnight 230,000 Fund for additional cost 230,000
Shift
Sheriff Office benefit 114,000 Fund for additional cost 114,000
increase
Sheriff Office rent increase 100,000 Fund for additional cost 100,000
CIP - Tennis Court 150,000 TBD (Sports Center 150,000
Resurfacing Fund)
Total General Fund 661,620
Total all Funds 811,620
New Revenues Amount Council Proposal for General Fund
2004/05 Impact
Adopt a 9-1-1 Fee 300,000 No - revisit at midyear if $0
necessary
Raise Senior Center Fees 30,000 Yes - For Case Worker 30,000
Raise Golf Fees 50,000 Yes 50,000
Raise Sports Center Fees 50,000 Yes 50,000
Raise Adult Sports Fees 1,500 Yes 1,500
Raise Teen Center Fees 1,000 No 0
Nature Museum Summer 6,375 Yes 6,375
Tour Fees
Raise Teen Dance Fees 6,800 Yes 6,800
Raise After school 13,250 Yes 13,250
Enrichment Fees
Raise Community Garden 1,700 Yes 1,700
Fees
Charge Rent for Historical 12,887 No 0
Society
Charge for Bingo Room 4,440 Yes 4,440
Rental
Charge for tree lighting 2,000 New Proposal 2,000
Subtotal New Revenue 166,065
City Attorney Loan Prepay 330,000 Yes - fees & pts 50/50 326,000
Total One-timelNew 12-1 492,065
PROGRAM CUTS
Programs in Proposed Amount Council Proposal for General Fund
Budget 2004/05 Impact
Cut 250 Teen Center Hours $5,500 No $0
Cut Teen Programs 10,000 No 0
Cut one issue of the Scene 6,000 Yes 6,000
Cut Cinema at Sundown 20,000 Yes 20,000
Cut 5 C's Support 2,000 Yes 2,000
Cut Attorney Contract Srvs 20,000 Yes 20,000
Cut Festival Out of Pocket Ex 35,700 Yes 35,700
Cut Mary A venue Crosswalk 91,000 Yes - pursue grant 91,000
Cut Public Works Budget 100,000 Yes 100,000
Cut Youth Special Events 2,000 Yes 2,000
Cut Block Party Rec Leaders 500 Yes 500
Keep Skate Park at Creekside 6,500 Yes 6,500
Reduce Rec Staff Uniforms 2,500 Yes 2,500
Reduce Teen Volunteer 1,500 Yes 1,500
Program Sup
Cut Trailblazer Children's 800 Yes 800
Races
Reduce Shakespeare 10,000 Yes 10,000
Reduce Summer Concert 1,500 Yes 1,500
Series
Cut Holiday Tree Lighting 3,500 Yes 1,500
Cut Saturday Drop in Nature 6,000 Yes 6,000
Museum
Reduce Translation Services 15,000 Yes 15,000
Total 322,500
12-2
BUDGET GUIDE
The budget is the City's fundamental policy document. It describes the City's goals and details
how resources are allocated to achieve these goals. In addition, the budget serves as the annual
financial plan, an operations guide and a communications tool.
The budget guide provides an overview of the elements of the budget document. It describes the
structure of the City's finances and the annual budget process and includes a glossary of budget
terminology.
ELEMENTS OF THE BUDGET DOCUMENT
The budget document includes the following key elements:
I. Budget Message: The Budget Message is the City Manager's transmittal letter submitting
the budget to the City Council. The Budget Message summarizes the City's current and long-
term financial position, highlights new programs and organizational changes addressed in the
budget and outlines both short and long-term goals of our city government.
2. Budget Strategies: The Budget Strategies section includes the City's mission statement, the
Financia] Values of the City and identified City Council goals for the fiscal year. The 2003-
04 operating budget addresses the implementation of these goals and explores various
revenue enhancements and cost reduction measures.
3. Financial Summaries: The Financial Summaries section provides financial information on
projected revenues, expenditures, fund balances and reserves. This section includes the
Budget Summary of Funds as well as detailed fund descriptions and information on all
revenue sources and expenditure projections.
In addition to 2004/05 information, this section includes fund balance trends and detailed
revenues and expenditures projections for the next five years.
This section includes an analysis of all City revenues by category. Our major revenue
projections are based on trends, current economic indicators and other agency input. Sales
tax projections are based on input from our sales tax consultants, industry trends and major
company forecasts. Property tax revenues are projected by the county and adjusted by staff
based on known trends. Park dedication fees are estimated based on current development
projects and other taxes are reviewed monthly and budgets are based on this trend analysis.
4. Departmental Operating Budgets: The Departmental Operating Budgets section details
historical and proposed expenditures by operating department. The City is organized into
eight key operating functions, including the Administration, Law Enforcement, Public
Information, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each department budget includes a summary narrative, financial information
regarding the department and each of its major divisions and personnel information.
J3
BUDGET GUIDE
Expenditures for employee compensation are based on negotiated contracts. The materials
category of expenditures are based on trends. Contract services and capital outlay are
justified each year by the departments.
Departmental expenditures are divided into five categories, which include the following charges:
Employee Compensation represents permanent full-time and part-time salary costs, overtime,
PERS retirement, health insurance costs, and other benefits.
Materials represents items purchased for repair and maintenance, operational activities such
as books, uniforms and recreation supplies, and office supplies.
Contract Services represents legal, consulting and other professional services, contract repair
and maintenance, utility charges, training and memberships, equipment rentals, insurance and
employment services.
Capital Outlay represents expenditures for tangible fixed assets including land, buildings,
furniture, equipment and City vehicles.
Debt Service/Other represents principal and interest payments on outstanding debt and
interfund transfers.
5. Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section
details historical and proposed expenditures for the functions of interfund transfers and debt
service.
6. Capital Improvements: The Capital Improvements section details the proposed capital
projects for 2004-05 through 2008-09. These projects are organized into six categories:
Parks, Buildings, Medians and Overpasses, Streets, Traffic and Storm. The five-year budget
denotes funding sources and a description of each project.
The City Council approves funding of the Capital Improvements on a yearly basis.
STRUCTURE OF THE CITY'S FINANCES
The City's finances are structured in a variety of funds that are the basic accounting and reporting
entities in governmental accounting. The funds that comprise the 2004-05 budget are grouped
into two major categories, Governmental Funds and Proprietary Funds. The purpose of each of
the various funds within these two categories is described below:
14
BUDGET GUIDE
GOVERNMENTAL FUNDS
Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant
Funds. They are accounted for under the modified accrual basis of accounting.
Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is
the primary operating fund for governmental services, funding traditional tax-supported activities
such as law enforcement and community development. The Capital Improvements Fund is
utilized for the acquisition or construction of major capital facilities.
Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental
Management and Leadership Cupertino funds. The use of Special Revenue Fund resources is
legally restricted for specific purposes.
Federal Grant Funds include the Federal Housing and Community Development Block Grant
programs. The Community Development Block Grant is a federally funded program for housing
assistance and public improvements.
PROPRIETARY FUNDS
Proprietary Funds include Enterprise Funds and Internal Service Funds. They are accounted for
under the full accrual basis of accounting.
Enterprise Funds, including the Resource Recovery, Sports Center, Blackberry Farm, Recreation
and Senior Center funds, are used to account for operations that are self-supporting with user fees
covering expenditures.
Internal Service Funds include the Workers Compensation, Management Information Services,
Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise
Funds, except that fees are charged to user City departments to cover the costs of services
provided by the activity.
COST ACCOUNTING
By using this financial technique, the City is able to assess the true cost of providing a service
and benefits. The Internal Service Funds and Enterprise Funds capture the full cost of a
program's activities. Internal users of information management, fleet and equipment, and
insurance are assessed rental rates through their programs for the use and eventual replacement of
such services and equipment. Employee benefits such as leave usage, retirement and insurances
are also recovered as revenue of the funds by charging the programs that use personnel services.
15
BUDGET GUIDE
THE ANNUAL BUDGET PROCESS
The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. The budget process
is an ongoing process that includes the phases of development, proposal, adoption, and
monitoring.
The budget development phase begins in February with the preparation of budget instructions
and goal setting sessions by the City Council and City Manager. During March, departments
prepare the budgets for which they are responsible. These proposed department budgets are
reviewed by the Finance Division and compared to current and prior year trends. The City
Manager then reviews the proposals with the City Treasurer and departmental staff and makes
final adjustments. The proposed budget is then submitted to the City Council in May.
During the months of May and June the Council considers the budget proposals at a series of
City Council Work Sessions and meetings. At this time, the Council hears from Boards,
Commissions and community groups regarding budget requests and recommendations. Prior to
June 30, the City Council holds public hearing(s) on the budget and then adopts the final budget
by resolution. The adopted budget takes effect on July 1, the first day ofthe new fiscal year.
After the budget is adopted, the City enters the budget monitoring phase. Throughout the year,
expenditures are monitored by the Finance Division staff and department managers to ensure that
funds are used in an approved manner. Adjustments to expenditures within or between
departmental budgets are accomplished on an as-needed basis administratively throughout the
year. The City Manager and Department Heads can transfer funds between their line items
and/or divisions as needed. City Council approval is required for additional appropriations from
fund balances or for new revenue sources.
16
BUDGET GUIDE
GLOSSARY OF BUDGET TERMINOLOGY
The City's budget contains specialized and technical tenninology that is unique to public finance
and budgeting. To help the reader understand the tenns, a glossary of budgetary tenninology has
been included in the document.
Adopted Budget - Revenues and appropriations approved by the City Council in June for the
following fiscal year.
Allocated Costs - An expense charged by one department/division to another for services
perfonned or expenditures of a general nature that are charged to one main account and allocated to
other departments/divisions by a specified fonnula.
Appropriation - An authorization made by the City Council that pennits the City to incur
obligations and to make expenditures of resources.
Budget - A financial plan for a specific period of time (fiscal year) that matches all planned
revenues and expenditures with various municipal services.
Budget Amendment - A legal procedure utilized by the City Manager to revise a budget
appropriation. Adjustments to expenditures within or between departmental budgets may be
accomplished administratively. City Council approval is required for additional appropriations
from fund balance or new revenue sources.
Capital Improvement Program - A plan for capital expenditures to provide for the acquisition,
expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed
period of several future years.
Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets.
Cost Recovery - The establishment of user fees that is equal to the full cost of providing services.
Department - A major administrative segment of the City that indicates overall management
responsibility for an operation or a group of related operations within a functional area.
Division - A unit of organization that reports to a department.
17
BUDGET GUIDE
Enterprise Fund - A fund established to account for activities that are financed and operated in a
manner similar to private business enterprises, in which costs of providing services are primarily
recovered through user fees.
Estimated Budget - The status of appropriations between July I and June 30. Includes the adopted
budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between
objects, divisions and departments.
Expenditure - Utilization of fund resources. Expenditures include operating expenses, debt
service and capital outlays.
Expenditure Category - A basis for distinguishing types of expenditures. The major expenditure
categories used by the City are: employee compensation, materials, contract services, capital outlay
and debt service.
Fiscal Year - A twelve-month time period signifying the beginning and ending period for recording
financial transactions. The City has specified July 1 through June 30 for its fiscal year.
Fund - A fiscal and accounting entity for which the recording of financial transactions is made for
the purpose of carrying on specific activities in accordance with the requirements placed upon the
use of financial resources.
Fund Balance - The net effect of assets less liabilities at any given point in time.
General Fund - The fund used to account for the major operating revenues and expenditures of the
City, except for those financial resources that are required to be accounted for in another fund
category. General Fund revenues are derived primarily from property and other taxes.
Goal - Broad mission statements that define the purpose of a department.
Infrastructure - Long lived capital assets that normally are stationary in nature and can be
preserved for a significantly greater number of years than most capital assets. Examples include
roadways, bridges, and drainage systems.
Internal Service Fund - A fund used to account for the services provided by one department to
other departments on a cost-reimbursement basis.
18
BUDGET GUIDE
Operating Budget - A financial plan for the provision of direct service and support functions that
provide basic governmental services. The operating budget contains appropriations for such
expenditures as employee compensation, materials, contract services, capital outlay and debt
service. It does not include Capital Improvement Project expenditures.
Reserve - An account used to designate a portion of the fund balance for a specific future use and
is, therefore, not available for general appropriation.
Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits,
and other sources.
Section - A unit or organization that reports to a division.
Self-Supporting Activity - An enterprise activity where all service costs (including principal and
interest debt payments) are primarily covered solely from the earnings of the enterprise.
Subsidy - Supplemental resources provided to ensure adequate funding when anticipated
expenditures exceed revenues.
User Fees - Fees charged to users of a particular service provided by the City.
19
Cupertino owes its name and earliest mention in
recorded history to the 1776 expedition led by the
Spaniard, Don Juan Bautista de Anza, from Sonora,
Mexico to the Port of San Francisco to found the
presidio of St. Francis.
Leaving the majority of the party of men, women, and
children in Monterey to rest from their travels, deAnza,
his diarist and cartographer, Petrus Font, and 18 other
men pressed on through the Santa Clara Valley in late
March to their San Francisco destination.
With the expedition encamped in what is now
Cupertino, Font christened the creek next to the
encampment the Arroyo San Joseph Cupertino in honor
of his patron, San Guiseppe (San Joseph) of Copertino,
Italy. The arroyo is now known as Stevens Creek.
The village of Cupertino sprang up at the crossroads of
Saratoga-Sunnyvale Road (now DeAnza Boulevard) and
Stevens Creek Boulevard. It was first known as West
Side; but, by 1898 the post office at the Crossroads
needed a new name to distinguish it from other similarly
named towns. John T. Doyle, a San Francisco lawyer
and historian, had given the name Cupertino to his
winery in recognition of the name bestowed on the
nearby creek by Petrus Font. In 1904 the name was
applied to the Crossroads and to the post offIce when the
Home Union Store incorporated under the name, The
Cupertino Stores, Inc.
fl Uitory
Many of Cupertino's pioneer European settlers planted their land in grapes. Vineyards and wineries proliferated on
Montebello Ridge, on the lower foothills, and on the flat lands below.
After 1906 a lot more than grape growing was going on in Cupertino. Orchards were thriving and new businesses were
being started. In the late 1940's Cupertino was swept up in Santa Clara Valley's postwar population explosion.
Concerned by unplanned development, higher taxes, and piecemeal annexation to adjacent cities, Cupertino's community
leaders began a drive in 1954 for incorporation. Cupertino rancher Norman Nathanson, the Cupertino - Monta Vista
Improvement Association, and the Fact Finding Conunittee played important roles in this movement. Incorporation was
approved in the September 27, 1955 election. Cupertino officially became Santa Clara County's 13th City on October 10,
1955.
A major milestone in Cupertino's development was the creation by some of the city's largest landowners of Vallco
Business and Industrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Vallco
Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for
transplanting to farms elsewhere. The name Vallco was derived from the names of the principal developers: Varian
Associates and the Leonard, Lester, Craft, and Orlando families.
Community Profile Source: Cupertino Chamber of Commerce
21
2004 C~E~Pv~
The City of Cupertino, high-tech heart of Silicon Valley, was
born from a community of farmers. In 1955, when Cupertino
officially became the 13"' city in Santa Clara County, its
population was about 2,000 and its geographical area
encompassed 3.76 square miles.
Today, with a population numbering of 52,000 and city limits
stretching across 11 square miles, Cupertino is considered to be
one of the San Francisco Bay Area's most prestigious cities in
which to live and work.
Among the many factors that make Cupertino so desirable are
the city's highly acclaimed educational programs, its vibrant
business environment, its convenient access to major
transportation systems and its attractive well-planned
neighborhoods.
Schools in Cupertino are operated by the Cupertino Union School District (CUSD) that serve students from kindergarten
through 8"' grade in several different cities, and the Fremont Union High School District (FUHSD), which operates five
high schools in Cupertino and nearby cities. Twenty elementary schools and four middle schools are under the CUSD
umbrella. Nationally recognized for its innovative use of technology to enrich student learning, the district's reputation
reaches around the world.
One of California's premiere community colleges is also located in Cupertino. DeAnza College serves nearly 25,000
students per quarter. The college operates a planetarium and an Advanced Technology Center, where training in math,
physics, computers and programming is offered. In addition, one of the area's leading performing arts facilities, the Flint
Center, is located on the DeAnza College campus.
As home to many well-known high-tech companies, Cupertino offers a dynamic and exciting business climate. Apple
Computer is headquartered in the city along with Symantec and Portal Software. In addition, key divisions of Hewlett
Packard, Sun Microsystems and Borland are also located in Cupertino.
The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial
partnerships with local companies. The City strives to retain and attract local companies through policies of balanced
growth and streamlined permitting.
Residents and visitors can browse in a variety of small specialty shops at Vallco Fashion Park. The mall includes Macy's,
Penney's and Sears as anchors and features popular chain stores such as Victoria's Secret, Express and Natural Wonders.
Shoppers can also enjoy iceskating at the mall's ice skating rink. The mall is expected to undergo major changes in the
next two years with the addition of a 16-screen movie theater and many new shops and restaurants.
There's more to a community than its schools, its businesses and its quality of life. A community is people. And,
Cupertino's people come from all over the world. The city prides itself on being a diverse community and appreciates
the cultural differences that make each resident individual and unique. Cupertino has become a place that people are
proud to call home.
22
c~ Sta:t'L4K~
Facts and Figures
Population in City Limits
Median Household Income
Median Age
Sales Tax Rate
Registered Voters
Democrats
Republicans
Independent
Other
52,000
$100,411
38
8.25%
25,590
9,543
8,217
342
4,140
Anderson Chevrolet
Apple Computer
Benihana's
BI's Bar and Grill
Chevron Service Station
Chili's Grill & Bar
Clean Scene Car Wash
Crossroads Chevron Station
Cupertino Beacon
DeAnza College Campus Center
DeAnza Shell Service Station
Dental Arts of California
Hewlett-Packard
Jade Galore
Top 40 Sales Tax Producers
Third Quarter 2003
(In Alphabetical Order)
JC Penney
Joy Luck Place
Longs Drug Store
Macy's
Marina Foods
Mervyn's
Michael's Arts & Crafts
Outback Steakhouse
PW Supermarket
Rational Software
Rite Aid Drug Store
Rotten Robbie Service Station
Sears
Shane Diamond Jewelers
Suburban House
Symantec
Tadpole Technology
Target
Telocity
TGI Friday's
TJ Maxx
Todai Restaurant
Verizon Wireless
Whole Foods Market
Woodworks Furniture
Yarnagami's Nursery
Demographic Informaiion
White
Asian
Hispanic
Black
American Indian
Native Hawaiian
50.1%
44.4%
4.0%
0.7%
0.2%
0.1%
23
200'+ CUy f'Y'~
The City of Cupertino operates as a general law city with a city council-city manager fonn of government. Five council
members serve four year, overlapping tenns, with elections held every two years. The council meets twice a month on the
first and third Mondays at 6:45 p.m. in City Hall.
Municipal serVices are provided by the City's 142 full time benefited employees. City departments include administrative
services (finance, human resources, IT, city clerk, outreach programs, code enforcement, and economic development);
community development (planning and building); parks and recreation; public works (engineering, maintenance,
transportation, and environmental); and public infonnation. Police service is contracted through the County of Santa
Clara and fire service is provided through Santa Clara County Fire District.
Assisting the city council are several citizen advisory commissions/committees which include housing,
telecommunications, fine arts, library, planning, audit, parks and recreation, bicycle and pedestrian, teen, senior, and
public safety. Members of the volunteer boards are appointed by the city council and vacancies are announced so that
interested residents may apply for the positions. Residents are kept infonned about city services and programs through
the Cupertino Scene, a monthly newsletter; Cupertino's government access cable TV channel; The City Channel; and the
city's website.
Housing
Rentals for one and two bedroom apartments and duplexes
range from $1,100 to $2,100 per month. Rent for a two
bedroom house ranges from $2,200 to $3,250 per month.
The average price of existing single family homes is
$942,875 as of March 2004. The average condo-
minium/townhouse sale price is $597,742.
Community Health Care Facilities
Cupertino is served by the Cupertino Medical Clinic,
NovaCare Occupational Health Services. Nearby hospitals
include EI Camino Hospital in Mountain View, O'Connor
Hospital in San Jose, San Jose Hospital, Community
Hospital of Los Gatos, Kaiser Pennanente Medical Center
in Santa Clara, Stanford Hospital in Palo Alto, and the
Saratoga Walk-in Clinic in Saratoga.
Utilities
Natural gas and electric - Pacific Gas and Electric
Company, (800) 743-5000.
Telephone - SBC. For residential service call (8oo) 894-
2355; for business service call (800) 750-2355.
Cable - Comcast, (800) 945-2288.
Garbage - Los Altos Garbage, (408) 725-0420.
Water - San Jose Water Company (408) 279-7900 and
California Water (650) 917-0152.
Sewer Service - Cupertino Sanitary District (408) 253-7071
Tax Rates and Government Services
Residential, commercial, and industrial property is
appraised at full market value as it existed on March 1,
1975, with increases limited to a maximum of 2% annually.
Property created or sold since March 1, 1975 will bear full
cash value as of the time created or sold, plus the 2%
annual increase. The basic tax rate is $1.00 per $100 full
cash value plus any tax levied to cover bonded
indebtedness for county, city, school, or other taxing
agencies. Assessed valuations and tax rates are published
annually after July I.
Retail Sales Tax: Santa Clara County: I %; Local: 1 %;
State: 6%; County: .25%; Total: ~8.25%.
Assessed Valuation: (Secured and Unsecured)
Cupertino: $8,685,515,766 (2003)
County: $210,596,589,070 (2003)
Transportation
Rail- Southern Pacific, San Jose to San Francisco, with
spur line in Cupertino.
Air - Seven miles north of San Jose International Airport;
32 miles south of San Francisco airport.
Bus - Santa Clara County Transit Systems, Greyhound bus
lines Highways - Interstate Route 280, State Route 85.
24
c~ ~'RecyecLt"WWSet"\lÚAW
Library
The exciting, new two story Cupertino Library is now
under construction and is scheduled to open in October,
2004. A temporary library is located at 10441 Bandley
Drive in Cupertino. Before moving into its smaller
building, the Library had the highest circulation among
the members of the Santa Clara County Library system.
Despite its temporary location, library staff members
checked out 1,737,447 items to the community in fiscal
year 2002-03. For more information call (408) 446-
1677.
Cupertino Senior Center
Adults over age 50 can find a full calendar of
opportunities for learning, volunteering, and enjoying
life. There are exercise classes (over 30 hours a week), a
computer lab and classes, language instruction including
English as a second language, and cultural and special
interest classes.
The Senior Center is located at 21251 Stevens Creek
Boulevard at Mary in Memorial Park and is open
Monday through Friday 8 a.m. to 5 p.m.
The Quinlan Community Center
The City of Cupertino's Quinlan Community Center is a
27,000 square foot facility that provides a variety of
recreational opportunities. Most prominent is the
Cupertino Room which is a multi-purpose room that can
accommodate 300 people in a banquet format. The
Quinlan Center is also home to the Cupertino Historical
Society. For more information, call (408) 777-3120.
Cupertino Sports Center
The newly renovated Sports Center is a great place to
meet friends. The facility features 17 tennis courts (12
lighted), complete locker room facilities, saunas,
Jacuzzis, and a fully equipped fitness center featuring
free weights, Cydesc, and cardio equipment. A new teen
center was added as well as a child watch center. The
center is located at the corner of Stevens Creek
Boulevard and Stelling Road. Telephone: (408) 777-
3160.
Blackberry Farm
This 33 acre recreational facility offers two large
swimming pools, softball field, basketball courts,
volleyball courts, horseshoe pits, and a nine hole golf
course. The picnic grounds are located at 21975 San
Fernando Avenue and the golf course is located at 22100
Stevens Creek Boulevard. Telephone: (408) 777-3140.
Blackberry Farm Retreat
Center is a 2,000 square foot
house that overlooks the
picnic grounds and golf
course. The center has one
large conference room that
will accommodate up to 25
people. The retreat center is
located at 21979 San
Fernando Avenue. Telephone: (408) 777-3140.
McClellan Ranch Park
A horse ranch during the 1930's and 40's, this 18-acre
park has the appearance of a working ranch. Preserved
on the property are the original ranch house, milk barn,
livestock barn, and two historic buildings: Baer's
Blacksmith Shop, originally located at DeAnza and
Stevens Creek, and the old water tower from the Parish
Ranch, now the site of Memorial Park. Rolling Hills 4-
H Club members raise rabbits, chickens, sheep, swine,
and cattle and a Junior Nature Museum, which features
small live animal exhibits and dispenses information
about bird, animal, and plant species of the area.
McClellan Ranch is located at 22221 McClellan Road.
Telephone: (408) 777-3120.
25
E~LàVV
Winner of numerous state and national awards for excellence, our
City's schools are widely acknowledged to be models of quality
instruction.
Cupertino Union School District serves 15,700 students in a 26 square
mile area that includes Cupertino and portions of five other cities. The
district has 20 elementary schools and four middle schools, including
several choice programs. Eighteen schools have received state and/or
national awards for educational excellence.
Student achievement is exceptionally high. Historically, district test
scores place Cupertino among the premier public school districts in
California. The
district is a leader in
the development of a standards-based system of education and is
nationally recognized for leadership in the use of technology as an
effective tool for learning. Quality teaching and parent involvement are
the keys to the district's success.
2004 mtÑYk.vthe,· 20'"'
~ev~ of the,.
Cu:pevt'lA'\.& Ed..uaæ'~
E ndcw I'J'WY1.t' FOUI'\.CÙ;t.t'WY\;
(CEEf). Two-~of
.I«ÇCeo;W [.yv br~the,.
,It"Ctt"e- ~ ~ wíßv $8
ma..l..t:aw [.yv ffY~ (;0-
~a..(,yv ~ ~ CL+'"f: [.yv
the,. clct-w-0'C>mI.
The Fremont Union High School District serves over 9,000 students in a
42 square mile area covering all of Cupertino, most of Sunnyvale and
portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high
schools of the district have garnered many awards and recognition based
on both the achievement of students and the programs designed to support
student achievement. Student achievement is at an all time high based on
the statewide Academic Performance Index (API). All five high schools
in the district exceeded their state established achievement targets for the
2000 API. District students are encouraged to volunteer and/or provide service to organizations within the community.
During their senior year, if students complete 80 hours of service to a non-profit community organization, they are
recognized with a "Community Service Award" medal that may be worn during their graduation ceremonies.
Cupertino is served by four local
institutions of higher education:
DeAnza College, the University of San
Francisco, National University and
the UCSC Extension. In addition to
these schools, Cupertino's location
offers easy access to Stanford
University, Santa Clara University and
San Jose State University.
Building on its tradition of excellence and innovation, DeAnza
College challenges students of every background to develop their
intellect, character and abilities; to achieve their educational
goals; and to serve their community in a diverse and changing
world.
DeAnza College offers a wide range of quality programs and
services to meet the work force development needs of our region.
The college prepares current and future employees of Silicon
Valley in traditional classroom settings and through customized
training arranged by employers. Several DeAnza programs
encourage economic development through college credit courses,
short term programs, services for manufacturers, technical
assistance, and/or recruitment and retention services.
26
~t()-dc-~s~
Euphrat Museum of Art
The highly regarded Euphrat Museum of Art adjacent to the Flint Center on the DeAnza College campus traditionally
presents one-of-a-kind exhibitions, publications and events reflecting the rich diverse heritage of our area. The Museum
prides itself on its changing exhibitions of national and international stature, emphasizing Bay Area artists. Museum
hours are II a.m. - 4 p.m. Tuesday, Wednesday, Thursday; 6-8 p.m. Tuesday and 11 a.m. - 2 p.m. Saturday. Telephone:
408-864-8836.
Minolta DeAnza Planetarium
Stargazers have a Cupertino facility catering to their interests, the Minolta Planetarium on the DeAnza College campus. It
hosts a variety of planetarium shows and events, including educational programs for school groups and family astronomy
evenings on Saturdays at 7:00 p.m. For more information and current schedule of events, visit the website at
www.planetarium.deanza.thda or call 408-864-8814.
Flint Center
The cultural life of the Peninsula and South Bay is enhanced by programs presented at the Flint Center for Performing
Arts located at 21250 Stevens Creek Boulevard at DeAnza College campus. The center opened in 1971 and was named in
honor of Calvin C. Flint, the first chancellor of the Foothill-DeAnza Community College District. The box office is open
10 a.m. - 4 p.m. Monday through Friday and one and one half hours prior to any performance. Box office: 408-864-
8816; administrative office: 408-864-8820.
Cupertino Historical Society
On May 2, 1966, the Cupertino Historical Society was founded as a non-profit organization by a group of 177 longtime
residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. On
March 30, 1990, the Society opened the Cupertino Historical Museum dedicated to the preservation and exhibition of the
city's history. Through its exhibits the museum attempts to develop and expand the learning opportunities that it offers to
the ethnically diverse community of the City of Cupertino. The Society continues to build partnerships with the local
school districts to ensure that the history of Cupertino is offered as part of the educational curriculum. The Society is
located at the Quinlan Community Center, 10185 N. Stelling Road. Telephone: 408-973-8049.
California History Center
Farmers' Market
Residents and visitors can visit the farmers' market every Friday from 9:00 a.m. to
1:00 p.m. The market is located at the Valko Fashion Park behind Macy's.
The California History Center is located on the DeAnza College campus. The
center has published 39 volumes on California history and has a changing exhibit
program. The center's Stocklmeir Library Archives boasts a large collection of books, a pamphlet file, oral history tapes,
video tapes and a couple thousand student research papers. The library's collection is for reference only. Heritage events
focusing on California's cultural or natural history are offered by the center each quarter. For more information, call 408-
864-8712. The center is open September through June 8:30 a.m. to noon and 1:00 p.m. to 4:30 p.m. Monday through
Thursday.
27
BUDGET SUMMARY
2004/05 Fiscal Year
Estimated Estimated
Balance at Operating Operating Non-operating Balance at
Funds July 1 Revenues Expenditures Transfers June 30
General Fund $ 9,669,000 $ 27,055,000 $ (27,026,000) $ (1,635,000) $ 8,063,000
Special Revenue Funds:
Stonn Drain 292,000 75,000 (102,000) 265,000
Park Dedication Tax 1,000 1,800,000 (1,800,000) 1,000
Environmental Management 161,000 361,000 (403,000) 119,000
Gas Tax 6,100,000 (6,841,000) 750,000 9,000
Housing & Community Development 1,733,000 507,000 (459,000) 1,781,000
Leadership Cupertino 28,000 (28,000)
Vallco Redevelopment (362,000) 38,000 (204,000) (528,000)
Fund Totals $ 1,853,000 $ 8,881,000 $ (8,009,000) $ (1,078,000) $ 1,647,000
Debt Service:
Cupertino Facilities Corporation 1,000 (3,547,000) 3,547,000 1,000
Traffic Impact 79,000 36,000 (35,000) 80,000
Fund Totals $ 80,000 $ 36,000 $ (3,582,000) $ 3,547,000 $ 81,000
Capital Projects Funds:
Capital Improvement 17,000 243,000 (690,000) 430,000
Fund Totals $ 17,000 $ 243,000 $ (690,000) $ $
Enterprise Funds:
Resource Recovery 6,290,000 2,585,000 (2,188,000) (500,000) 6,187,000
Blackberry Fann 54,000 1,707,000 (1,613,000) (127,000) 21,000
Cupertino Sports Facility 268,000 1,360,000 (1,460,000) (100,000) 68,000
Recreation Programs 312,000 2,000,000 (1,997,000) (131,000) 184,000
Senior Center 14,000 505,000 (47],000) (34,000) 14,000
Fund Totals $ 6,938,000 $ 8,157,000 $ (7,729,000) $ (892,000) $ 6,474,000
Internal Service Funds:
Information Management 970,000 735,000 (837,000) 120,000 988,000
Workers' Compensation 472,000 140,000 (229,000) 383,000
Equipment Replacement 1,878,000 907,000 (892,000) 1,893,000
Long-term Disability 33,000 94,000 (94,000) 33,000
Fund Totals $ 3,353,000 $ 1,876,000 $ (2,052,000) $ 120,000 $ 3,297,000
29
Total City Revenue
Total City revenue for fiscal year 2004-05 is expected to be $55,347,000. The chart below
provides an overview of all City revenue. General Fund revenue is shown on page 32 of this
summary.
Sales Tax represents the City's largest source ofrevenue. We receive 1% of the 8.25% collected
in the county. As this is the third year of economic recession, Capital Projects/Equipment
Funding has been limited to previously committed grant funds. Debt payments have been
reduced with the refinancing of the City's debt in 2002-03. Charges for Services includes
program and engineering/building fees trom Blackberry Fann, the Sports Center, the Senior
Center, Quinlan Center and our Community Development and Public Works Departments.
Approximately 75% (exclusive of debt service) of the City's park and recreation programs are
self-funded.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds, while Use of
Money and Property represents rental fees and interest income on the city investment portfolio.
Property Tax is small in comparison to our other revenues as Cupertino is a no-low property tax
city, receiving only $.04 on every dollar paid. Other Taxes include park dedication fees,
business license taxes and property transfer taxes.
Total City Revenue
$55,347,000
TOT
3%
License &
Pennits 3%
Utility Tax
5%
Capital
ProjectslEquipment
FundingIDebt paybacks
17%
Sales Tax
15%
Franchise Fees
4%
Other
Revenues
4%
Intergovernmental
17%
Use of Money &
Property 3%
30
Total City Expenditures
Tota] City expenditures for fiscal year 2004-05 are expected to be $56,919,000. This summary
chart provides a quick overview of all the City's operating and capita] expenditures.
Many of the Special Revenue fund activities, such as the Gas Tax, Storm Drain, Park Dedication
and Environmenta] Management funds, are administered by the Public Works Department. The
Public Works Department also oversees the Resource Recovery operations, with expenditures of
over $2.] for the City-wide garbage collection contract and disposal costs.
All other Enterprise fund operations are directed by the Parks and Recreation Department, which
spends over $5.9 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at the B]ackberry Farm and Go]f Course, Quin]an Community
Center, Sports Center, and Senior Center.
Funding for Capita] Projects, which provides for street projects, sidewalks, facilities and
upgrades, and major equipment purchases has been pared down significantly from recent years.
Capita] spending must be deferred until economic recovery makes such funding available.
Tota] City Expenditures
$56,9]9,000
Capital
Projects
12%
Council &
Commissions
1%
Debt
Service
6%
Administration
2%
Community
Development
6%
Law
Enforcement
11%
Public
Infonnation
1%
Public Works
26%
31
General Fund Revenue
Total General Fund revenue for fiscal year 2004-05 is expected to be $31,291,000. The chart
below provides an overview of our revenue.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund; it represents approximately 26.32% of General Fund revenue. Our sales tax
comes from retail sales, business-to-business (largely high tech sector) sales and use tax.
Charges for Services within the General Fund is comprised of revenue from zoning, planning
and engineering fees.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. This revenue
source represents $10.4 % of the budget. Use of Money and Property is received from rental
fees and interest income. Yield on the City's investment portfolio has dropped substantially from
prior years. Property Tax, though small in comparison to our other revenues, has remained
relatively consistent throughout the recent recession. The City's Transient Occupancy Tax has
not declined from the prior year, due only to the addition of a four-star hotel at the beginning of
2002-03.
General Fund Revenue
$31,291,000
Franchise
Fees
7%
License &
Permits 5%
Operating
Transfers In
13%
Utility Tax
9%
Sales Tax
26%
Miscellaneous
Revenue 1 %
Use of Money &
Property 4%
Intergovernmental
10%
32
General Fund Expenditures
Total General Fund expenditures for fiscal year 2004-05 are expected to be $31,890,000.
General Fund expenditures, for the general operation and administration of the City, comprise
over 56% of total expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic activities of
the City that are not provided through other funds. It includes the necessary resources to carry
out police, and emergency preparedness; community development through planning, building
and engineering activities; public works operations and maintenance; recreational programs and
park utilization; and other general government functions such as legal, personnel, finance and
administrative services.
The City's debt service costs are also borne by the General Fund, as well as funding for capital
projects. Both operational and capital budgets have been tightened to minimize the effect on the
City's reserve levels.
General Fund Expenditures
(Including Operating Transfers)
$31,890,000
Administrative
Services
13%
Council &
Commissions 1 %
Community
Development
8%
Public Works
31%
Capital Projects/Equip
Funding
4%
Debt Service
11%
Law Enforcement
20%
33
REVENUE SUMMARY
Property Taxes
Property taxes represent approximately 13.5% of total general fund operating revenues. Property
tax revenue for the 2004/05 fiscal year is estimated to be $3,818,000. Property tax revenues
fluctuate with market conditions from year-to-year; however, they will generally increase in the
long-term due to property sales and new construction.
In 1978, voters approved the passage of
Proposition 13 which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid. The County then
provides another $.02 as a tax equity
allocation.
In accordance with State law, property
is assessed at actual full cash value
with the maximum levy being 1 % of
the assessed valuation. Increases in
assessed valuation are limited to 2%
annually if there is no change in
property ownership, major improve-
ments or requests for re-assessment.
Our revenue has increased slightly in
this area with recent armexations and
housing development.
............
............
............
............
............
....
............
...
.......
......
....
....
$0.243 Cupertino Elementary
$0.236 County Bond
$0.164 Fremont High School
Maintenance
$0.148 Santa Clara County
Fire DIstrict
$0.065 Mid Peninsula Open
Space & Various
Agencies
$0.063 Foothill Community
College Maintenance
$0.042 County Library
Retirerment
$0.040 City of Cupertino
2002/03
Actual
2003/04
Estimate
2004/05
Proposed
REVENUE BY CATEGORY:
Property Taxes
REVENUE BY FUND:
General
Val1co RDA
Traffic Impact
$3.773.000
34
$3.862.000
$3.818.000
$3,748,000
35,000
35.000
$3.818.000
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated trom three principal economic categories:
general retail-32.5%, business-to-business--41.4% includes electronic equipment and software
manufacturers and distributors), and other products-26.l %. Cupertino's sales tax has continued
to experience declines as a result of the country's recession.
Sales Tax
$12,000
$8,000
. ACTUAL
61 ADJ BY CPl
$10,000
$6.000
$4,000
$2,000
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Sales and use taxes are the City's largest single source of revenue and are budgeted at $8.4
million for the 2004/05 fiscal year, representing 30.4% of the City's total general fund operating
revenues.
Because of the importance of this revenue source, the City has established a redevelopment
project area at its regional mall and has adopted an Internet Sales Incentive policy to encourage
high-tech firms to locate their Internet sales presence in Cupertino.
2002/03
Actual
2003/04
Estimate
2004/05
Proposed
REVENUE BY CATEGORY:
Sales Tax
$8.844.000
$8.780.000
$8.400.000
REVENUE BY FUND:
General
$8.400.000
35
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, franchise, park, and transient
occupancy taxes.
The utility tax, which was approved by voters in 1990, is assessed on gas, electricity .and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user
charges. This tax is pledged to pay bond obligation for Blackberry Farm and Creekside Park
open space. The following chart shows that the City's tax rate and areas of application are
generally lower than that of other cities within Santa Clara County. In March 2002, voters
approved an extension of the utility tax from a sunset date of2015 to 2030. This extension will
correspond with the extended debt maturity dates as a result of refinancing for capital
improvement projects. Utility taxes are budgeted to be $2,740,000 which is flat compared'to the
previous year's projections due to the high commercial vacancy rates as a result of the recession.
Utility Tax Rate Comparison
GaslElectric Cable Water Telephone
Cupertino 2.4% 2.4%
Gilroy 5.0% 5..0% 5.0%
Los Altos 3.5% 3.5% 3.5% 3.5%
Mountain View 3.0% 3.0%
Palo Alto 5.0% 5.0% 5.0%
Franchise fees are received from cable television, garbage, water, gas and electripity franchis~s
that operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues
depending on each particular agreement. Franchise fee revenues for fiscal year 2004/05,
estimated to be $2,312,000, are also flat due to the recession.
Park tax is paid by developers on housing development and can vary greatly from year-t¡;¡-year.
Estimated revenue for fiscal year 2004/05 is $1,800,000 which is generated from fo\\~ new
developments within the City.
Transient occupancy taxes are levied on hotel facilities located in the City at the rate of 10% of
room revenues. The taxes in this category amount to $1,560,000 and are significantly down as a
result of the economy. The Cypress Hotel which opened July 2002 has helped to offset this
revenue decline by keeping total transient occupancy taxes at the 2001/02 levels.
36
REVENUE SUMMARY
Other Taxes (continued)
Other taxes of $1,435,000 reflect business license fees, property transfer tax, construction tax and
housing mitigation fees.
2002/03 2003/04 2004/05
Actual Estimate Proposed
REVENUE BY CATEGORY:
Utility Tax $2,566,000 $2,750,000 $2,740,000
Franchise Fees 2,176,000 2,300,000 2,312,000
Park Dedication Fee 47,000 190,000 1,800,000
Transient Occupancy Tax 1,679,000 1,500,000 1,560,000
Other Taxes 1,133,000 1.365,000 1.435,000
$7,601.000 $8.105,000 $9.847,000
REVENUE BY FUND:
General
Park Dedication Fund
$ 8,047,000
1.800.000
$9,847.000
37
REVENUE SUMMARY
License and Permits
Licenses and Permits represent approximately 5.8% of total General Fund operating revenues.
This category includes building, plan check and electrical and plumbing pennits. This year, the
City reviewed all building, planning and engineering fees and adopted fees to reflect full cost
recovery of services.
2002/03 2003/04 2004/05
Actual Estimate Proposed
REVENUE BY CATEGORY:
License and Pennits $1.411.000 $1.285.000 $1.600.000
REVENUE BY FUND:
General
$1.600.000
38
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 2.9% of total City revenues and is comprised of
interest earnings on City funds, facility rents and concession payments on City-owned property,
assessment bond interest, and repayment of long-tenn affordable housing loans.
Investment earnings are a function of the amount of excess cash available for investment and the
current interest rate. For the coming year, interest rates are expected to remain low and cash
balances will decline due to upcoming capital projects, especially our $22 million library project.
2002/03 2003/04 2004/05
Actual Estimate Proposed
REVENUE BY CATEGORY:
Investment Earnings $1,688,000 $1,079,000 $1,036,000
Property Rentals 555,000 607,000 601,000
Loan Repayment * 154,000 65,000 15,000
$2.397,000 $1.751.000 $1.652,000
REVENUE BY FUND:
General
Stonn Drain
Sports Center
Resource Recovery
Blackberry Farm
Gas Tax
Housing & Community Development
Other Funds
$1,187,000
25,000
57,000
100,000
146,000
50,000
31,000
56,000
$1.652,000
* Loan repayments associated with the City's executive housing assistance program are not
included as revenue in the operating budget.
39
REVENUE SUMMARY
Intergovernmental Revenues
Intergovernmental revenues comprise approximately 18.2% of the City's total revenues and
consist of State motor vehicle license taxes, State gas tax, and various grants from federal, state
or county agencies. This revenue fluctuates widely depending on grant awards and allocations.
With the enormity of the State budget deficit and the overall economy nationwide, this revenue is
classified "at risk". The State borrowed $780,000 of vehicle license fees in 2003/04 with the
promise to pay them back in 2006. It is highly probable that this revenue stream will again be
taken away this year.
In 2003/04, Cupertino became an entitlement city for housing and community development block
grants, which increased our grant allocation from $60,000 to almost $500,000 per year.
2002/03 2003/04 2004/05
Actual Estimate Proposed
REVENUE BY CATEGORY:
Motor Vehicle in Lieu $3,216,000 $2,380,000 $3,320,000
Gas Tax 1,217,000 1,075,000 1,200,000
Housing & Community Development 60,000 476,000 476,000
Other/Grants 2,695.000 3,893.000 5,217.000
$7.188,000 $7.824,000 $10.213.000
REVENUE BY FUND:
General Fund
Gas Tax
Housing & Community Development
Capital Improvement Projects
$3,444,000
6,050,000
476,000
243.000
$10.213.000
40
REVENUE SUMMARY
Charges for Services
Due to the nature of the services provided, most of the activity in this category is accounted for
separately as enterprise funds. As such, the City attempts to recover the cost of the services
provided through user charges.
Charges for services, representing approximately 15.05% of total City revenues, are estimated to
be $8,330,065 for the 2004/05 fiscal year. With the opening of our new Sports Center and
expansion of our youth programs, this category has not been negatively affected by the economy.
2002/03 2003/04 2004/05
Actual Estimate Proposed
REVENUE BY CATEGORY:
Construction and Other Pennits $ 504,000 $ 410,000 $ 492,000
Resource Recovery 2,436,000 2,485,000 2,485,000
Blackberry Farm Park/Golf Fees 1,351,000 1,183,000 1,560,700
Cupertino Sports Center Fees 1,082,000 1,172,000 1,303,000
Recreation - Cultural, Youth and Teen,
Physical, Nature and Park Programs 1,873,000 1,897,000 1,987,925
Senior Center Classes, Excursions 484,000 610,000 501.440
$7.730.000 $7,757,000 $8.330,065
REVENUE BY FUND:
General
Resource Recovery
Blackberry Farm
Cupertino Sports Center
Recreation Programs
Senior Center
$ 492,000
2,485,000
1,560,700
1,303,000
1,987,925
501.440
$8,330,065
41
REVENUE SUMMARY
Fines and Forfeitures
Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have
stayed constant despite bail increases and expanded enforcement due to an enhanced signage
effort by our Code Enforcement and Public Works Departments.
m
ONE WAY
2002/03 2003/04 2004/05
Actual Estimate Proposed
REVENUE BY CATEGORY:
Fines $541.000 $640.000 $600.000
REVENUE BY FUND:
General
$600.000
42
REVENUE SUMMARY
Interdepartmental Revenues
Interdepartmental revenues consist of interdepartmental service charges and operating transfers.
Interdepartmental service charges arise from the centralized administration of certain activities
the costs of which are allocated to the various City departments benefited. The City uses internal
service funds to account for the provision of these services and the related charges. Operating
transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are
recorded as non-operating revenues in the receiving fund and as non-operating expenditures in
the transferring fund.
Operating transfers of $7,601,365 are primarily due to the transfer of $3,547,000 in debt service
payments and to fund capital projects of $1,197,000
2002/03 2003/04 2004/05
Actual Estimate Proposed
REVENUE BY CATEGORY:
Transfer of Funds $25,311,000 $5,828,000 $7,601,365
Interdepartmental Service Charges:
Insurance Premiums 228,000 228,000 232,000
Equipment Chargebacks 901,000 909,000 892,000
IT Chargebacks 829,000 776,000 717,000
$27.269.000 $7,741.000 $9.442,365
REVENUE BY FUND:
General Fund
Capital Improvement Fund
Gas Tax
Cupertino Facilities Corporation
Information Technology (IT)
Equipment Replacement
Workers' Compensation
Long-term Disability
$2,737,365
447,000
750,000
3,547,000
837,000
892,000
140,000
92,000
$9,442.365
43
REVENUE SUMMARY
Miscellaneous Revenues
Miscellaneous revenues consist of environmental management fees, property sales and other
revenue items that the City receives on a non-consistent basis from year-to-year. Revenues for
fiscal 2004/05 are budgeted at $2,070,000. Non-reoccurring revenues for fiscal year 2003/04
represents a community fund raiser for our new library project in the amount of $1.2 million, and
2002/03 actuals reflect the refinance/issuance of City debt.
2002/03
Actual
2003/04
Estimate
2004/05
Proposed
REVENUE BY CATEGORY:
Debt Issuance/Refinance $57,677,000 $ 0 $ 0
Developer Fees 61,000 386,000 50,000
Environmental Management 352,000 366,000 360,000
Sale of Property 0 0 1,500,000
Miscellaneous 26.000 1.264.000 160,000
$58.116.000 $2.016.000 $2.070.000
REVENUE BY FUND:
General Fund
Storm Drain
Environmental Management
$1,660.000
50,000
360.000
$2.070.000
44
REVENUE SUMMARY
State Revenue Raid
This category denotes the 2004/05 through 2006/07 negotiated League of California Cities'
agreement with the State. The League and Governor Schwarzenagger have agreed that the State
will take $623,313 for fiscal years 2004/05 and 2005/06 in return for a payback of $989,093 in
fiscal year 2006/07 (79%) and the guarantee that local revenue will not be raided in future years.
This raid of local revenue represents one third sales tax, one third property tax and one third
vehicle license fees and is therefore segregated in this budget as a separate line item.
2002/03*
Actual
2003/04*
Estimate
2004/05
Proposed
REVENUE BY CATEGORY:
State Revenue Raid
$
o
$
o
($623.313)
REVENUE BY FUND:
General
($623.313)
* Not restated for prior year revenue raids.
45
Summary of Employees
By Department
80
70
60
50
40
30
20
10
o
1998/99
1999/00
2000/01
2001/02
2002/03
2003/04
· Council/Commissions
III Administration
· Public Information
III Adminiatrative Services
· Parks and Recreation
III Community Development
.Public Works
III Redevelopment Agency
47
2004/05
Employee Summary
Trend Analysis
Administration
The Administration Department has had minimal increases over the past seven years. The
Assistant City Attorney was increased to a full-time position in 1999-2000, the Community
Outreach Coordinator was decreased to a half-time position in 2001-02, and a half-time clerk
receptionist was added in 2002-03.
Administrative Services
From fiscal year 1995-96 to 2002-03 the Administrative Services Department has seen minimal
changes in staffing. Increases occurred in 1995-96, 1997-98 and 1999-00 and were due to the
creation of the IT Division with the addition of an IT Manager, Network Specialist and GIS
Coordinator. In 1999-00, the Code Enforcement Division added an additional officer when
Rancho Rinconada was annexed to the City, and the Finance Division increased an Account
Clerk position from a part-time to a full-time position to handle Business Licensing. In 2002-03,
a half-time clerk receptionist was added to the City Clerk's office.
Public Information
The staffing in the Public Information Department has remained constant over the past seven
years except for a 75% position that was taken to full time in 2001102.
Recreation Services
Recreation Services has increased staffing due to new programs rrom fiscal year 1995-96 to
2000-01. Between 1996 and 1999 additions included a Recreation Coordinator for Blackberry
Farm and a Clerk Typist for Quinlan registration. A Maintenance Worker for Blackberry Farm, a
Building Attendant for the Senior Center and two Recreation Coordinators have been added for
fiscal year 2000-01. Changes for 2001-02 include reclassification of four positions from part-
time to full-time due to increased workload at the Quinlan Center, Senior Center, Blackberry
Golf Course and Sports Center. During 2002-03, greens maintenance was contracted out,
moving three maintenance workers to vacancies in the Public Works Department, two part-time
positions were consolidated into a full time, assistant golf shop attendant and a part-time position
went to 75% time at the Senior Center. Continued consolidation of contract maintenance efforts
allowed for the reduction of one (vacant) maintenance worker position at Blackberry Farm in
2004-05.
Community Development
The Community Development Department has had variations in staffing over the past seven
years. Decreases occurred in 1995-96 and 1997-98. One Planner II position was eliminated,
three Inspector positions were eliminated and the GIS Specialist was transferred to
Administrative Services. Two Inspector positions were added in fiscal year 1997-98 and one
Planner I position was added in 1999-00. In 2001-02, the department has combined two part-
time intern positions into a full-time position to increase efficiency. In addition, during 2002-03
the Senior Building Inspector position was vacated as a result of an internal promotion.
48
Public Works
From fiscal year 1995-96 to 2001-02 numerous staffing changes have occurred. The majority of
the increases occurred in 1997-98 with the addition of six and a quarter positions for grounds
maintenance. Decreases in 1998-99 were due to the lease of our water utility. Three positions
have been added for each of the 1999-00 and 2000-01 fiscal years to increase service in grounds,
fleet, median and tree crews. A Traffic Engineer was eliminated and replaced with a Senior
Architect in 2001-02 and an Assistant Director of Public Works was added in 2002-03. The
Facilities position count was increased in 2004-05 by one maintenance worker to support the
additional maintenance workload required for the library, new Community Hall and City Center
Park.
Redevelopment Al!encv
The ValIco Redevelopment Project Area was approved and existing staff time is allocated each
year as appropriate.
Authorized Positions
Due to current budget constraints, funding for vacant positions has been removed from the
2004-05 General Fund budget (salaries and benefits.) The Personnel Summary schedule which
follows shows the placement of all authorized positions, whether or not they are funded. The
total position count for 2004-05 includes eleven vacancies.
49
PERSONNELS~RY
Summary of employees by Division
Permanent, Benefited Positions 1998-99 1999-00 2000-01 2001-02
CITY COUNCIL/COMMISSIONS
City Council 0.20 0.20 0.20 0.20
Fine Arts Commission 0.10 0.10 0.10 0.10
Telecommunications Commission 0.05 0.05 0.05 0.05
Parks and Recreation Commission 0.10 0.10 0.10 0.10
Teen Commission 0.00 0.00 0.00 0.00
Housing Commission 0.04 0.05 0.05 0.05
0.49 0.50 0.50 0.50
ADMINISTRATION
City Manager 2.10 1.35 1.35 1.35
Community Outreach 0.00 0.75 0.75 0.50
City Attorney 2.50 2.75 2.75 2.75
4.60 4.85 4.85 4.60
PUBLIC INFORMATION
Community Relations 0.75 0.75 0.75 0.75
Cupertino Scene 0.40 0.40 0.40 0.40
Government Channel 3.00 3.00 3.00 3.00
City Web site 0.00 0.00 0.00 0.00
4.15 4.15 4.15 4.15
ADMINISTRATIVE SERVICES
Administration 2.00 2.00 2.00 2.00
Accounting 3.75 3.75 3.75 4.50
Business Licensing 0.25 0.25 0.25 0.50
City Clerk 3.90 3.90 3.90 3.90
Duplicating and Printing 0.00 0.00 0.00 0.00
Human Resources 2.50 2.50 2.50 2.50
Code Enforcement 2.15 3.15 3.15 3.15
Insurance Administration 0.35 0.35 0.35 0.35
Infonnation Technology 2.00 2.00 2.00 3.00
16.90 17.90 17.90 19.90
PARKS AND RECREATION
Administration 1.90 1.90 1.90 1.90
Cultural Programs 6.50 6.25 6.25 8.00
Youth and Teen Services 2.00 2.00 2.00 3.50
Sports and Physical Recreation 4.00 4.00 4.00 5.00
Senior Programs 2.75 3.00 6.00 6.75
Blackberry Pann 7.50 7.50 8.50 10.00
24.65 24.65 28.65 35.15
50
2002-03 2003-04 2004-05
0.40 0.40 0.40
0.10 0.10 0.10
0.05 0.05 0.05
0.10 0.10 0.10
0.15 0.15 0.15
0.00 0.00 0.00
0.80 0.80 0.80
1.45 1.45 1.50
0.50 0.50 0.50
2.75 2.70 2.70
4.70 4.65 4.70
0.75 0.75 0.75
0.40 0.40 0.40
3.25 3.25 2.25
0.00 0.00 1.00
4.40 4.40 4.40
1.90 1.90 1.95
4.40 4.40 4.40
0.50 0.50 0.50
3.90 3.90 3.90
0.60 0.60 0.60
2.70 2.70 2.70
3.00 3.00 3.00
0.30 0.30 0.30
3.00 3.00 3.00
20.30 20.30 20.35
1.90 1.90 1.90
6.50 7.00 7.00
3.35 3.35 3.35
5.50 5.50 5.50
7.50 7.50 7.50
7.88 7.88 6.88
32.63 33.13 32.13
51
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 1998-99 1999-00 2000-01 2001-02
COMMUNITY DEVELOPMENT
Administration 1.49 1.49 1.49 1.49
Planning 4.91 6.96 5.96 6.96
Housing Services 0.96 1.00 1.00 1.00
Building 10.60 10.50 10.50 10.50
17.96 19.95 18.95 19.95
PUBLIC WORKS
Administration 2.05 2.00 2.00 2.00
Environmental Management 2.60 2.80 2.35 2.35
Engineering Services 4.75 4.75 4.75 5.75
Service Center 8.40 2.15 2.20 2.20
Grounds 24.70 19.10 18.50 18.50
Streets 6.85 19.35 22.35 22.35
Facilities 8.30 7.00 7.40 7.40
Transportation 5.35 8.85 5.35 5.35
General Services 0.00 0.00 4.10 4.10
63.00 66.00 69.00 70.00
REDEVELOPMENT AGENCY 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00
TOTAL PERMANENT, BENEFITED POSITIONS 131.75 138.00 144.00 154.25
* As of 7/1104, 11 of these positions are frozen and unfunded through 6/30/06.
52
2002-03 2003-04 2004-05
1.49 1.49 1.49
6.96 6.96 7.04
0.90 0.90 0.90
11.40 11.40 11.40
20.75 20.75 20.83
3.00 3.00 3.00
2.57 2.42 3.27
5.75 5.75 5.75
2.20 2.20 2.20
18.40 18.40 18.40
22.55 22.70 22.45
7.30 7.30 7.60
4.35 4.35 4.35
4.10 4.10 4.20
70.22 70.22 71.22
0.00 0.50 0.32
0.00 0.50 0.32
153.80 154.75 154.75
53
Five Year
Budget Forecast
55
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
GENERAL FUND
Beginning Balance at Jnly I $ 13,805 $ 9,669 $ 9,563 $ 7,981 $ 8,051 $ 5,020
Operating Activity:
Estimated Operating Revenues 26,560 27,055 28,551 30,888 31,156 32,501
Use of BMR Reserve 386 162 168 175 182 189
Estimated Operating Expenditures (26,539) (27,026) (28,210) (29,827) (31,229) (32,551)
Net Operating Activity 407 191 509 1,236 109 139
Debt Service (3,547) (3,547) (3,548) (3,548) (3,547) (3,549)
Net Operating Activity after debt (3,140) (3,356) (3,039) (2,312) (3,438) (3,410)
Transfers In (Out) from/to Other Funds:
Park Dedication 190 1,800 500 500 500 500
Blackberry Fann 75 127 127 127 127 75
Senior Center/Sports Center/LC/CIP 232 179 134 134 159 75
Recreation Programs 100 131 131 131 131 131
MIS Fund (170) (120) (170) (170) (170) (170)
Equipment FundlLeadership Cupertino (18) 0 (90) (90) (90) (90)
Net Income for CIP ProjectslReserves (2,731) (1,239) (2,407) (1,680) (2,781) (2,889)
One Time Loan Prepayment 0 330 0 0 0 0
One Time Revenues:
Sale of Property 0 1,500 1,500 2,000 0 0
Resource Recovery Cleanup Payback 0 500 500 500 500 0
Income for CIP ProjectslReserves (2,731) 1,091 (407) 820 (2,281) (2,889)
Proposed C1P ProjectslDebt Issuance
Capital Projects (761) (447) (425) 0 0 0
Gas Tax Projects (644) (750) (750) (750) (750) (750)
(1,405) (1,197) (1,175) (750) (750) (750)
Ending Balance June 30 9,669 9,563 7,981 8,051 5,020 1,381
Reserve: Policy
Captiallmprovement Projects $5,000 0 0 0 0 0 0
Economic Uncertainty I 2,500 2,169 2,063 481 551 0 0
Economic Uncertainty II 7,500 7,500 7,500 7,500 7,500 5,020 1,381
9,669 9,563 7,981 8,051 5,020 1,381
56
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
SPECIAL REVENUE FUNDS
STORM DRAIN
Beginning Balance at July I $ 1,321 $ 292 $ 265 $ 242 $ 222 $ 210
Estimated Operating Revenues 436 75 80 90 100 100
Estimated Operating Expenditures (140) (27) (28) (35) (37) (38)
Capital Projects (1,325) (75) (75) (75) (75) (75)
Ending Balance at June 30 .$ 292 $ 265 $ 242 $ 222 $ 210 $ 197
PARK DEDICATION TAX
Beginning Balance at July I $ 213 $ $ $ $ $
Estimated Operating Revenues 190 1,800 500 500 500 500
Estimated Operating Expenditures 0 0 0 0 0 0
Net Operating Activity 190 1,800 500 500 500 500
Operating Transfers Out - General Fund (190) (1,800) (500) (500) (500) (500)
Capital Projects - McClellan/Portal (212) 0 0 0 0 0
Ending Balance at June 30 $ I $ I $ I $ I $ 1 $ I
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July I $ 157 $ 161 $ 119 $ 113 $ 107 $ 101
Estimated Operating Revenues 367 361 375 390 406 422
Estimated Operating Expenditures (363) (403) (381) (396) (412) (428)
Ending Balance at June 30 $ 161 $ 119 $ 113 $ 107 $ 101 $ 95
GAS TAX
Beginning Balance at July I $ 2,536 $ 0 $ 9 $ 27 $ 44 $ 60
Estimated Operating Revenues 1,145 1,250 1,298 1,348 1,400 1,454
Deferred Grants Receivable/Grants 991 4,850 0 0 0 0
Operating Transfers In - General Fund/CIP 644 750 750 750 750 750
Estimated Operating Expenditures (1,116) (1,230) (1,280) (1,331) (1,384) (1,440)
Net Operating Activity 1,664 5,620 768 767 766 764
Capital Projects (4,200) (5,611) (750) (750) (750) (750)
Ending Balance at June 30 $ 0 $ 9 $ 27 $ 44 $ 60 $ 74
57
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July I $ 1,712 $ 1,733 $ 1,781 $ 1,830 $ 1,880 $ 1,930
Estimated Operating Revenues 547 507 526 546 566 588
Estimated Operating Expenditures (526) (459) (477) (496) (516) (537)
Ending Balance at June 30 $ 1,733 $ 1,781 $ 1,830 $ 1,880 $ 1,930 $ 1,981
LEADERSHIP CUPERTINO
Beginning Balance at July I 28 28 0 0 0 0
Estimated Operating Revenues 38 0 30 30 30 30
Operating Transfer Out 0 (28) 0 0 0 0
Estimated Operating Expenditures (38) 0 (30) (30) (30) (30)
Ending Balance at June 30 $ 28 $ 0 $ 0 $ 0 $ 0 $ 0
V ALLCO REDEVELOPMENT
Beginning Balance at July I (157) (362) (528) (700) (616) (491)
Estimated Operating Revenues 27 38 39 303 353 403
Estimated Operating Expenditures (232) (204) (211) (219) (228) (237)
Ending Balance at June 30 $ (362) $ (528) $ (700) $ (616) $ (491) $ (325)
58
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Beginning Balance at July 1 $ $ $ $ $ $
Operating Transfers In 3,547 3,547 3,548 3,548 3,547 3,549
Debt Service Payments (3,547) (3,547) (3,548) (3,548) (3,547) (3,549)
Ending Balance at June 30 $ I $ I $ I $ I $ I $ I
TRAFFIC IMPACT
Beginning Balance at July 1 $ 79 $ 79 $ 80 $ 79 $ 82 $ 80
Estimated Operating Revenues 36 36 35 38 36 36
Debt Service Payments (36) (35) (36) (35) (38) (36)
Ending Balance at June 30 $ 79 $ 80 $ 79 $ 82 $ 80 $ 80
59
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginning Balance at July I $ 4,885 $ 0 $ 0 $ 0 $ 0 $ 0
Operating Transfers In 318 447 425 0 0 0
Deferred Grants Receivable/Grants 2,317 243 410 0 0 0
Capital Projects (7,520) (690) (835) 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
LIBRARY
Beginning Balance at July I 17,043 17 0 0 0 0
Other Revenues 1,200 0 0 0 0 0
Operating Transfers In/Out 0 (17) 0 0 0 0
Capital Projects (18,226) 0 0 0 0 0
Ending Balance at June 30 $ 17 $ 0 $ 0 $ 0 $ 0 $ 0
CITY CENTER PLAZA
Beginning Balance at July I 1,063 0 0 0 0 0
Operating Transfers In 131 0 0 0 0 0
Capital Projects (1,194) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
SPORTS CENTER
Beginning Balance at July I 1,965 0 0 0 0 0
Operating Transfers In 130 0 0 0 0 0
Capital Projects (2,095) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
60
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July I $ 5,776 $ 6,290 $ 6,687 $ 7,099 $ 7,528 $ 7,975
Estimated Operating Revenues 2,670 2,585 2,688 2,796 2,908 3,024
Estimated Operating Expenditures (2,156) (2,188) (2,276) (2,367) (2,461) (2,560)
Net Operating Activity 6,290 6,687 7,099 7,528 7,975 8,439
Operating Transfers OutnGeneraI Fund 0 (500) (500) (500) (500) 0
Ending Balance at June 30 $ 6,290 $ 6,687 $ 7,099 $ 7,528 $ 7,975 $ 8,439
BLACKBERRY FARM
Beginning Balance at July I $ 801 $ 54 $ 21 $ 57 $ 92 $ 162
Estimated Operating Revenues 1,302 1,707 1,792 1,882 1,976 2,075
Estimated Operating Expenditures (1,326) (1,613) (1,629) (1,645) (1,678) (1,712)
Net Operating Activity (24) 94 163 237 298 363
Operating Transfers OutnGeneral Fund (75) (127) (127) (127) (127) (127)
Capital Projects (648) 0 0 (75) (100) (125)
Ending Balance at June 30 $ 54 $ 21 $ 57 $ 92 $ 162 $ 273
CUPERTINO SPORTS CENTER
Beginning Balance at July I $ 441 $ 268 $ 68 $ 47 $ 52 $ 90
Estimated Operating Revenues 1,225 1,360 1,428 ],494 ],569 1,647
Estimated Operating Expenditures (1,398) (1,460) (1,349) (1,389) (1,431) (1,471)
Net Operating Activity (173) (]OO) 79 105 138 176
Operating Transfer Out--GeneraI Fund 0 (]OO) (100) (100) (100) (100)
Ending Balance at June 30 $ 268 $ 68 $ 47 $ 52 $ 90 $ 127
61
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
ENTERPRISE FUNDS
RECREATION PROGRAMS
Beginning Balance at July 1 $ 257 $ 312 $ 184 $ 193 $ 207 $ 226
Estimated Operating Revenues 1,909 2,000 2,197 2,264 2,332 2,403
Estimated Operating Expenditures (1,754) (1,997) (2,057) (2,119) (2,182) (2,248)
Net Operating Activity 155 3 140 145 150 155
Operating Transfers Out (100) (131) (131) (131) (131) (131)
Ending Balance at June 30 $ 312 $ 184 $ 193 $ 207 $ 226 $ 250
SENIOR CENTER
Beginning Balance at July 1 $ (13) $ 14 $ 14 $ 31 $ 60 $ 72
Estimated Operating Revenues 624 505 536 563 585 609
Estimated Operating Expenditures (547) (471) (485) (500) (515) (530)
Net Operating Activity 77 34 51 63 71 79
Operating Transfer Out (50) (34) (34) (34) (59) (59)
Ending Balance at June 30 $ 14 $ 14 $ 31 $ 60 $ 72 $ 91
62
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July I $ 1,051 $ 970 $ 988 $ 1,003 $ 1,018 $ 1,033
Estimated Operating Revenues 790 735 760 790 821 853
Estimated Operating Expenditures (779) (717) (745) (775) (806) (838)
Net Operating Activity II 18 15 15 15 15
Operating Transfers In 170 120 170 170 170 170
Depreciation Reserve 100 73 100 100 100 100
Capital Outlay - New & Replacement (362) (193) (270) (270) (270) (270)
Ending Balance at June 30 $ 970 $ 988 $ 1,003 $ 1,018 $ 1,033 $ 1,048
WORKERS' COMPENSATION
Beginning Balance at July 1 $ 491 $ 472 $ 383 $ 285 $ 177 $ 109
Estimated Operating Revenues 190 140 140 140 190 190
Estimated Operating Expenditures (209) (229) (238) (248) (258) (268)
Ending Balance at June 30 $ 472 $ 383 $ 285 $ 177 $ 109 $ 31
EQUIPMENT
Beginning Balance at July I $ 1,875 $ 1,878 $ 1,893 $ 1,903 $ 1,913 $ 1,923
Estimated Operating Revenues 912 907 937 974 1,013 1,053
Estimated Operating Expenditures (909) (892) (927) (964) (1,003) (1,043)
Net Operating Activity 3 15 10 10 10 10
Operating Transfer In--General Fund 0 0 75 75 75 75
Depreciation Reserve 0 155 125 125 125 125
Capital Outlay - New & Replacement 0 (155) (200) (200) (200) (200)
Ending Balance at June 30 $ 1,878 $ 1,893 $ 1,903 $ 1,913 $ 1,923 $ 1,933
LONG-TERM DISABILITY
Beginning Balance at July 1 $ 33 $ 33 $ 33 $ 33 $ 33 $ 33
Estimated Operating Revenues 90 94 97 101 105 107
Estimated Operating Expenditures (90) (94) (97) (101) (105) (109)
Ending Balance at June 30 $ 33 $ 33 $ 33 $ 33 $ 33 $ 31
63
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002·03 2003·04 2003·04 2004·05 2005·06 2006·07 2007·08 2008·09
GENERAL
TAXES:
Property Tax 3,705 3,800 3,800 3,748 3,860 3,976 4,096 4,218
Sales Tax 8,844 10,400 8,780 8,400 8,736 9,085 9,449 9,827
Transient Occupancy Tax 1,679 1,675 1,500 1,560 1,654 2,182 2,335 2,498
Utility Users Tax 2,566 2,750 2,750 2,740 2,822 2,907 2,994 3,084
Franchise Fees 2,176 2,300 2,300 2,312 2,451 2,598 2,780 2,974
Other Tax 1,133 1,260 1,365 1,435 2,075 1,200 1,248 1,298
20,103 22,185 20,495 20,195 21,598 21,948 22,901 23,899
LICENSE AND PERMITS 1,411 1,630 1,285 1,600 1,664 1,731 1,800 1,872
USE OF MONEY AND PROPERTY:
Investment Earnings 1,103 1,050 650 780 730 830 850 900
Property Rentals 395 450 460 407 423 440 458 476
1,498 1,500 1,110 1,187 1,153 1,270 1,308 1,376
INTERGOVERNMENTAL:
Motor Vehicle License In-Lieu 3,216 3,180 2,380 3,320 3,453 3,591 3,735 3,884
Grants 238 50 100 50 52 54 56 58
Other Intergovernmental 191 100 100 74 77 80 83 87
3,645 3,330 2,580 3,444 3,582 3,725 3,874 4,029
CHARGES FOR SERVICES:
Zoning and Planning Pees 79 85 85 110 114 119 124 129
Engineering Fees 134 200 200 200 208 216 225 234
Miscellaneous Services 291 125 125 182 189 197 205 213
504 410 410 492 512 532 553 576
FINES AND FORFEITURES 541 600 640 600 624 649 675 702
MISCELLANEOUS 16 40 40 160 42 44 45 47
STATE TAKE A WAY (sales! property/ VLF) 0 0 0 (623) (623) 989 0 0
Subtotal 27,717 29,695 26,560 27,055 28,551 30,888 31,156 32,501
TRANSFERS IN/OTHER REVENUES
Sale of Property 0 0 0 1,500 1,500 2,000 0 0
Debt Refinancing/Issuance 17,305 0 0 0 0 0 0 0
Park Dedication Tax 25 1,200 190 1,800 500 500 500 500
Resource Recovery 0 0 0 500 500 500 500 0
Blackberry Farm 75 75 75 127 127 127 127 127
Recreation Programs 100 100 100 131 131 131 131 131
Senior Center/Sports CenterlLClCIP 50 50 232 179 134 134 159 159
Total General Fund 45,272 31,120 27,157 31,291 31,443 34,280 32,573 33,418
64
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
SPECIAL REVENUE FUNDS
STORM DRAIN
Investment Earnings 48 50 50 25 30 40 50 50
Developer Fees 61 50 386 50 50 50 50 50
109 100 436 75 80 90 100 100
PARK DEDICATION TAX
Investment Earnings I 0 0 0 0 0 0 0
Park Dedication Tax 47 1,200 190 1,800 500 500 500 500
49 1,200 190 1,800 500 500 500 500
ENVIRONMENTAL MANAGEMENT
Investment Earnings 2 I 1 1 1 1 I I
Fees 352 366 366 360 374 389 405 421
354 367 367 361 375 390 406 422
GAS TAX
Investment Earnings 108 70 70 50 50 50 50 50
Operating Transfers In - General Fund 501 1,025 644 750 750 750 750 750
Deferred Grants Receivable 809 49 260 0 0 0 0 0
Federal and State Grants 478 640 731 4,850 0 0 0 0
Highway Users Tax 1,217 1,075 1,075 1,200 1,248 1,298 1,350 1,404
Construction Reimbursements 0 0 0 0 0 0 0 0
3,113 2,859 2,780 6,850 2,048 2,098 2,150 2,204
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings 24 6 6 16 16 16 16 16
Grants 60 476 476 476 495 515 535 557
Loan Repayments 154 65 65 15 15 15 15 15
238 547 547 507 526 546 566 588
LEADERSHIP CUPERTINO
Operating Transfer In 16 18 18 0 15 15 15 15
Fees I Other Revenue 9 20 20 0 15 15 15 15
26 38 38 0 30 30 30 30
V ALLCO REDEVELOPMENT
Investment Earnings 2 0 0 3 3 3 3 3
Property Assessment 32 27 27 35 36 300 350 400
34 27 27 38 39 303 353 403
65
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings 73 0 0 0 0 0 0 0
Bond Proceeds 40,372 0 0 0 0 0 0 0
Operating Transfer In 3,547 3,547 3,547 3,547 3,548 3,548 3,547 3,549
43,993 3,547 3,547 3,547 3,548 3,548 3,547 3,549
TRAFFIC IMPACT
Investment Earnings 0 1 1 1 I I 1 1
Property Assessment 36 35 35 35 34 37 35 35
36 36 36 36 35 38 36 36
66
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Operating Transfers In 2,934 195 500 447 425 0 0 0
Deferred Grants Receivable 0 0 1,917 0 0 0 0 0
Grants/Other Income 919 400 400 243 410 0 0 0
3,853 595 2,817 690 835 0 0 0
LIBRARY
Miscellaneous 0 0 1,200 0 0 0 0 0
Operating Transfers In 16,400 0 0 0 0 0 0 0
16,400 0 1,200 0 0 0 0 0
SPORTS CENTER
Operating Transfers In 711 0 130 0 0 0 0 0
711 0 130 0 0 0 0 0
CITY CENTER PLAZA
Operating Transfers In 662 0 131 0 0 0 0 0
67
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings 186 185 185 100 104 108 112 117
Charges for Services 2,436 2,485 2,485 2,485 2,584 2,688 2,795 2,907
Other Revenue 105 0 0 0 0 0 0 0
2,727 2,670 2,670 2,585 2,688 2,796 2,908 3,024
BLACKBERRY FARM
Investment Earnings 12 10 10 0 2 2 2 2
Rent 128 100 109 146 154 161 169 178
Charges for Services 1,351 1,700 1,183 1,561 1,635 1,716 1,801 1,891
Miscellaneous 0 3 0 0 2 3 3 3
1,491 1,813 1,302 1,707 1,792 1,883 1,976 2,075
SPORTS CENTER
Investment Earnings 21 15 15 9 9 10 11 11
Rent 32 38 38 48 50 52 55 57
Charges for Service 1082 800 1,172 1,303 1,367 1,432 1,504 1,579
1135 853 1,225 1,360 1,426 1,494 1,569 1,647
RECREATION PROGRAMS
Investment Earnings 17 10 12 12 13 14 15 16
Culture Programs 273 315 280 280 306 315 325 334
Youth and Teen Programs 690 875 693 745 818 843 868 894
NaturaVPark Programs 0 0 0 28 31 32 33 34
Physical Programs 909 1,000 924 935 1,029 1,059 1,091 1,124
1,890 2,200 1,909 2,000 2,197 2,263 2,332 2,402
SENIOR CENTER
Investment Earnings 7 10 10 4 4 4 4 5
Charges for Services 484 600 610 501 532 558 580 604
Miscellaneous 1 4 4 0 0 0 0 0
493 614 624 505 536 563 584 609
68
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Investment Earnings 21 14 14 18 15 15 15 15
Service Charges 829 776 776 717 745 775 806 838
Operating Transfers 270 170 170 120 170 170 170 170
1,120 960 960 855 930 960 991 1,023
WORKERS' COMPENSATION
Investment Earnings 40 50 50 0 0 0 50 50
Premiums 156 140 140 140 140 140 140 140
196 190 190 140 140 140 19() 190
EQUIPMENT
Investment Earnings 22 3 3 15 10 10 10 10
Service Charge 901 909 909 892 927 964 1,003 1,043
Operating Transfers In 20 0 0 0 75 75 75 75
943 912 912 907 1,012 1,049 1,088 1,128
LONG TERM DISABILITY
Investment Earnings 1 2 2 2 2 2 2 2
Premiums 72 88 88 92 95 99 103 105
74 9() 90 94 97 101 105 107
69
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002·03 2003-04 2003·04 2004-05 2005·06 2006·07 2007-08 2008·09
GENERAL
COUNCIL AND COMMISSIONS:
1000 City Council 196 205 195 193 201 209 217 226
1031 Telecommunications Commission 129 60 56 79 82 85 89 92
1040 Library Commission 215 87 86 121 126 131 136 142
1042 Fine Arts Commission 28 12 12 12 13 13 14 14
1050 Public Safety Commission 0 0 0 0 0 0 0 0
1060 Recreation Commission 11 8 9 8 9 9 10 10
1065 Teen Commission 16 15 15 16 16 17 18 18
1070 Planning Commission 23 19 19 18 18 19 20 20
I08x Bicycle/Pedestrian Commission 0 5 5 0 0 0 0 0
617 411 397 447 465 483 503 523
ADMINISTRATION:
1200 City Manager 280 281 281 313 326 339 352 366
1201 Community Outreach 56 70 70 56 59 61 64 66
1300 City Manager Discretionary Fund 10 15 15 15 16 16 17 18
346 366 366 385 400 416 433 450
1500 CITY ATTORNEY 512 545 545 528 549 571 594 618
2100 LAW ENFORCEMENT 6019 6,453 6,697 6,723 7,060 7,412 7,783 8,172
PUBLiC INFORMATION:
3300 Community Relation & Information 277 275 180 153 160 166 173 180
3400 Cupertino Scene 97 116 117 114 119 124 129 134
3500 Government Channel 297 344 327 295 307 319 332 345
3501 Gov't Channel~~Special Project 33 56 56 44 45 47 49 51
3600 City Web Site 0 0 0 112 117 121 126 131
703 791 680 718 747 777 808 840
ADMINISTRATIVE SERVICES:
4000 Administration 310 348 327 295 307 319 332 345
4001 Economic Development 5 14 14 13 13 14 14 15
4100 Accounting 593 574 575 689 717 745 775 806
4200 Business Licenses 34 36 36 41 42 44 46 47
4300 City Clerk 429 446 446 465 483 503 523 544
4310 Duplicating and Postage 198 200 200 202 210 218 227 236
4330 Elections 0 135 225 95 135 0 135 135
4400 Disaster Preparedness 49 63 115 109 114 118 123 128
4510 Human Resources 873 1,027 1,047 1,032 1,073 1,116 1,161 1,207
4511 Human Resources Litigation 40 50 50 50 52 54 56 58
4530 Code Enforcement 535 541 541 513 533 555 577 600
4540 Insurance Administration 383 511 590 591 615 639 665 692
3,450 3,945 4,166 4,095 4,294 4,326 4,634 4,814
70
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005·06 2006-07 2007-08 2008·09
GENERAL (cont.)
RECREA nON SERVICE:
6100 Recreation Administration 215 219 220 241 251 261 271 282
Quinlan Community Center-Cultural:
6200 Supervision 384 396 396 435 452 470 489 509
6230 Community Hall Operation 0 0 0 28 29 31 32 33
6248 Cultural Programs 55 97 87 47 49 51 53 55
6265 Quinlan Community Center 266 325 332 273 284 295 307 319
Manta Vista Recreation Center+ Y Duth:
6300 Administration 228 226 227 211 219 265 275 286
6342 Youth Programs 42 45 45 41 42 44 46 47
6343 Teen Programs 28 35 82 12 12 13 13 14
6344 Teen Center 0 0 0 62 65 67 70 73
6360 Manta Vista Recreation Center 10 17 17 14 14 15 16 16
Cupertino Sports Center-Physical/Recreation
6400 Supervision 197 157 157 215 224 233 242 252
6445 Creekside Park 6 12 12 12 13 13 14 14
6448 Fourth of July 42 6 66 66 69 71 74 77
Senior Center:
6500 Senior Adult Programs 481 468 455 467 486 505 526 547
6529 Senior Center Case Manager 82 92 50 58 60 80 83 86
6647 Natrne Programs 69 74 74 73 76 79 82 85
2,104 2,169 2,220 2,255 2,345 2,493 2,592 2,696
COMMUNITY DEVELOPMENT:
7200 Planning Administration 191 224 224 209 217 226 235 245
7301 Current Planning 616 642 642 566 589 722 751 781
7302 Mid and Long Range Planning 216 181 212 211 219 228 237 246
7305 Annexations/Saratoga Creek Boundary 10 0 18 15 16 16 17 18
7405 BMR Housing Maintenance 800 155 386 162 168 175 182 189
7406 Human Service Grants 0 0 17 40 41 43 45 46
7501 General Building 318 462 462 437 455 473 492 511
7502 Construction Plan Checking 317 418 418 420 437 455 473 492
7503 Building Code Enforcement 554 549 460 487 506 637 663 689
7504 Building Abatements 0 50 50 50 52 54 56 58
3,022 2,681 2,889 2,596 2,700 3,028 3,149 3,275
71
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
PUBLIC WORKS:
Administraûon;
8001 Public Works Administration 405 413 414 453 471 490 510 530
8005 Environmental Management 143 157 158 188 195 203 211 220
Engineering:
8101 Engineering Design 662 688 615 717 746 776 807 839
8102 Inspection Service III 114 114 123 128 133 138 144
Service Center Administration:
8201 Public Works Supervision 969 886 886 850 884 919 956 994
Grounds:
8302 McClellao Ranch Park 58 64 47 50 52 54 56 58
8303 Memorial Park 509 533 526 543 565 588 611 635
8304 City Center Park 0 0 0 35 36 37 39 41
8312 School Site Maintenance 540 554 470 527 548 570 593 616
8314 Neighborhood Parks 721 734 754 711 739 841 874 909
8315 Sports Fields/JollymanlCreekside 284 284 282 391 407 423 440 458
8321 Civic Center Maintenance 135 123 127 125 130 135 140 146
Streets:
8402 Street Cleaning 108 116 113 34 35 37 38 40
8406 Graffiti Removal 6 19 7 57 59 61 64 66
8407 Overpasses & Medians Maintenance 585 607 557 590 614 686 714 742
8408 Street Trees Maintenance 501 543 496 546 568 639 664 691
8409 Elmwood Program 201 207 206 202 210 244 254 264
Facilities:
8501 City Hall 476 498 424 449 467 486 505 525
8502 Library 82 68 68 301 313 326 339 352
8503 Service Center 313 264 253 241 250 260 271 282
8504 Quinlan Community Center 393 363 334 374 389 405 421 438
8505 Senior Center 175 190 185 187 194 202 210 218
8506 McClellan Ranch 50 106 88 51 53 55 57 59
8507 Monta Vista 114 101 99 101 105 109 113 118
8508 Wilson 13 34 16 26 27 28 29 30
8509 Portal 30 32 31 30 31 33 34 35
8511 Creekside 38 59 56 80 83 87 90 94
8512 Community Hall 0 0 0 59 61 64 66 69
8513 Teen Center 0 0 0 27 28 29 30 31
8830 Street Lighting 468 487 446 476 495 515 535 557
Traffic Management:
8601 Traffic Engineering 336 405 404 334 347 452 470 489
8602 Traffic Signal Maintenance 371 400 400 403 419 436 453 471
8603 Bicyc1e1Pedestrian SafetylTrip Reduc. I 0 0 0 0 0 0 0
8,797 9,049 8,578 9,279 9,650 10,321 10,734 11,163
Operating Expenditures 25,569 26,410 26,539 27,026 28,210 29,827 31,229 32,551
Operating Transfers Out:
0100 Debt Service Obligations 3,532 3,547 3,547 3,547 3,548 3,548 3,547 3,549
0100 Capital Projects 20,457 195 761 447 425 0 0 0
0100 Gas Tax Projects/Operation Funding 501 1,025 644 750 750 750 750 750
0100 Leadership Cupertino 16 18 18 0 15 15 15 15
0100 Equipment Fund 20 0 0 0 75 75 75 75
0100 Management Information 270 170 170 120 170 170 170 170
Non-operating Expenditures 24,796 4,955 5,140 4,864 4,983 4,558 4,557 4,559
TOTAL GENERAL FUND 50,365 31,365 31,679 31,890 33,193 34,385 35,786 37,110
72
EXPENDITURE ESTIMA TES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 Minor Storm Drain Improvements 179 31 140 27 28 35 37 38
9620 Minor Storm Drain Projects 117 75 1,325 75 75 75 75 75
296 106 1,465 102 103 110 112 155
PARK DEDICATION TAX
0100 Operating Transfers to General Fund 25 1,200 190 1,800 500 500 500 500
9107 McClellan Ranch Improvements 0 0 212 0 0 0 0 0
25 1,200 402 1,800 500 500 500 500
ENVIRONMENTAL MANAGEMENT
8004 Non Point Source 351 354 363 398 375 390 406 422
8402 Street Cleaning 0 0 0 6 6 6 6 6
352 354 363 403 381 396 412 428
GAS TAX
0100 Operating Transfers to CIP fund 250 0 0 0 0 0 0 0
8403 Sidewalk, Curb and Gutter 654 561 466 597 621 646 672 699
8404 Street Pavement Maintenance 220 228 227 236 246 255 266 276
8405 Street SignsIMarkings 437 420 423 397 413 430 447 465
9xxx CIF 1,553 1,650 4,200 5,611 750 750 750 750
3,113 2,859 5,316 6,842 2,030 2,081 2,134 2,190
HOUSING & COMMUNITY DEVELOPMENT
7401 General Administration 17 72 97 96 100 104 108 112
7402 Rehab Loans & Administration 1 50 50 0 0 0 0 0
7404 Public Service Grants/Affordable Housing 37 403 379 363 377 393 408 425
56 525 526 459 477 496 516 537
VALLCO REDEVELOPMENT
7304 VaIleo Redevelopment Project Area 100 232 232 204 211 219 228 237
LEADERSHIP CUPERTINO
xxxx Operating Transfer Out 0 0 0 28 0 0 0 0
4010 Leadership Cupertino 13 19 19 0 15 15 15 15
4011 Youth Leadership 12 19 19 0 15 15 15 15
26 38 38 28 30 30 30 30
73
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
DEBT SERVICE FUNDS
CUPERTINO FACILITY CORPORATION
5301 Principal + 5306 Interest 49,059 3,532 3,532 3,532 3,533 3,533 3,532 3,534
5301 Fees 15 15 15 15 15 15 15 15
49,074 3,547 3,547 3,547 3,548 3,548 3,547 3,549
TRAFFIC IMPACT
5306 Principal 20 20 20 20 20 20 25 25
5306 Interest 18 16 16 15 16 15 13 11
38 36 36 35 36 35 38 36
74
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
CAPITAL PROJECTS FUND
CAPITAL IMPROVEMENT
xxxx Operating Transfer Out 0 0 182 0 0 0 0 0
9108 Park Renovation 73 0 0 0 0 0 0 0
9xxx DACA PoollBathhouse Renovation 0 0 0 0 0 0 0 0
9116 San Thomas/Saratoga Creek Trail 386 0 97 0 0 0 0 0
9117 Stevens Creek Corridor Trail 59 0 43 0 0 0 0 0
9119 PortaVWilson Park 224 0 334 0 0 0 0 0
9121 Memorial Park Softball Field 0 125 0 0 0 0 0 0
9216 Service Center Renovation 22 0 88 0 0 0 0 0
9xxx Space Study 0 50 50 0 0 0 0 0
9219 Animal Control Facility - $500,000 0 0 500 0 0 0 0 0
9223 Civic Center Improvements 46 0 2,471 0 0 0 0 0
9224 Civic Center Plaza 27 0 937 0 0 0 0 0
9528 280/Wo1fe TIS 257 0 128 0 0 0 0 0
9530 Phase III Homestead Arterial 0 0 44 0 0 0 0 0
9533 Green LED TIS Lights 10 0 261 0 0 0 0 0
9534 Advanced ITS DeAnza 23 0 683 0 0 0 0 0
9535 Adaptive Traffic Controllers 291 0 645 0 0 0 0 0
9541 Safe Routes to School - Manta Vista HS 138 0 48 0 0 0 0 0
9544 Safe Routes to School - Cupertino HS 0 0 500 0 0 0 0 0
9549 Safe Routes to School ~ Garden Gate 0 205 205 270 0 0 0 0
9545 Traffic Signal Upgrades - Various 0 0 20 100 50 0 0 0
9546 Traffic Operations Center 46 0 63 0 0 0 0 0
9547 Yellow & Ped Head LED Traffic Sig Upg 0 0 200 60 0 0 0 0
xxxx Lawrence ExpwylMitty Xing 0 0 0 0 0 0 0 0
xxxx Regnart Creek Trail, Blaney to Pacifica 0 0 0 0 410 0 0 0
9226 Sports Center AIC unit replacement 0 0 0 50 0 0 0 0
9227 Blue Pheasant Re-Roof 0 0 0 125 0 0 0 0
9228 City Hall Council Chamber Remodel 0 0 0 75 0 0 0 0
9229 City Hall Emerg GeneratorlPG&E Upgra 0 0 0 10 375 0 0 0
xxxx Sports Center Tennis Court Resurface 0 0 0 0 0 0 0 0
xxxx Quinlan Fountain Repair 0 0 0 0 0 0 0 0
xxxx PW Service Center Security Gate 0 0 0 0 0 0 0 0
9548 Traffic Related Street Walkability Mods 0 0 5 0 0 0 0 0
xxxx Traffic Signal Battery Power Backup Sys 0 200 200 0 0 0 0 0
1,602 580 7,702 690 835 0 0 0
LIBRARY - 9222 2,803 0 18,226 17 0 0 0 0
SPORTS CENTER RENOV AnON -9212 376 0 2,095 0 0 0 0 0
CITY CENTER PLAZA
9313 City Center Plaza 133 0 1,072 0 0 0 0 0
9314 City Center Plaza Public Art 22 0 122 0 0 0 0 0
154 0 1,194 0 0 0 0 0
SENIOR CENTER EXPANSION 14 0 0 0 0 0 0 0
75
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Programs 1897 2,103 2,156 2,188 2,276 2,367 2,461 2,560
0100 Operating Transfers to General Fund 0 0 0 500 500 500 500 0
1897 2103 2156 2688 2776 2867 2961 2560
BLACKBERRY FARM
0100 Operating Transfers to General Fund 75 75 75 127 127 127 127 127
6600 Administration 110 117 117 120 121 122 125 127
6620 Park 803 921 715 892 901 910 928 947
6640 Golf Course 445 575 452 540 546 551 562 574
6660 Blue Pheasant Restaurant 14 20 15 23 23 23 24 24
6680 Retreat Center 22 39 26 38 38 38 39 41
9112 CIP - Blackberry Farm Master Plan 68 0 82 0 0 0 0 0
9112 CIP - Blackberry Farm Picnic Area 35 75 566 0 0 75 100 125
1,573 1,822 2,049 1,740 1,756 1,847 1,905 1,964
SPORTS CENTER
0100 Operating Transfers to General Fund 0 0 0 100 100 100 100 100
6450 Sports and Physical 934 997 1,136 1,080 1,110 1,142 1,173 1,202
6450 Equipment Replacement 0 100 0 0 0 0 0 0
8510 Facilities/Tennis Court Resurfacing 196 262 262 380 239 249 259 269
1,131 1,359 1,398 1,560 1,449 1,491 1,532 1,571
RECREATION PROGRAMS
6249 Cultural Programs 261 295 319 311 324 337 350 364
6349 Youth and Teen Services 621 767 601 733 762 793 825 858
6449 Sports and Physical 663 972 819 931 949 966 983 1,001
6649 Nature Program 11 19 15 22 23 24 25 26
0100 Operating Transfers to General Fund 100 100 100 131 131 131 131 131
1,655 2,153 1,854 2,128 2,189 2,250 2,313 2,379
SENIOR CENTER
0100 Operating Transfers to General Fund 50 50 50 34 34 34 59 59
6549 Programs 570 547 547 471 485 500 515 530
620 597 597 506 520 534 574 590
76
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2002-03 2003-04 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
4800 Operations 762 766 779 717 745 775 806 838
9800 Equipment Acquisition 260 270 362 193 270 270 270 270
1,022 1,036 1,141 910 1,015 1,045 1,076 1,108
WORKERS' COMPENSATION
4550 Claims 254 209 209 229 238 248 258 268
EQUIPMENT
8840 Equipment Maintenance 885 909 909 892 927 964 1,003 1,043
9820 Equipment Acquisition 0 0 0 155 200 200 200 200
885 909 909 1,047 1,127 1,164 1,203 1,243
LONG TERM DISABILITY
4570 Claims 80 90 90 94 97 101 105 109
TOTAL EXPENDITURES 117,511 51,120 83,223 56,919 52,512 53,349 55,231 56,565
TOTAL REVENUES 124,917 50,738 49,285 55,347 50,279 53,072 52,004 53,455
77
City of Cupertino
Gann Appropriations Limit
2004-05 Budget
Article XIIIB of the California State Constitution as enacted by Proposition 4, the Gann initiative
of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments
can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit
government spending by putting a cap on the total proceeds of taxes that may be appropriated
each year. The original Article XIIIB was further modified by Proposition 111 and SB 88
approved by California voters in June of 1990. Proposition 111 allows cities more flexibility in
choosing certain inflation and population factors to calculate the limit.
Appropriations Subiect to Limit
60,000,000
. ---+
50,000,000 -- ---~ .
40,000,000 ---
-~ ----
30,000,000 - . "..;.;.:.;------.-- -+- Appropriation Limit
r--/ ____ Subject to Limit
20,000,000 - -
-
10,000,000 ----- --
0
98/99 99/00 00/01 01/02 02/03 03/04 04105
The limit is different for each agency and the limit changes each year. Each year's limit is based
on the amount of tax proceeds that were authorized to be spent in fiscal year 1978-79 in each
agency, modified for changes in inflation and population in each subsequent year. Proposition
111 has modified those factors to allow cities to choose either the growth in California Per Capita
Income or the growth in non-residential assessed valuation due to new construction in the city.
Alternatively, the city could select a population growth factor represented by the population
growth in Santa Clara County. Each year the city establishes its appropriations limit for the
following fiscal year. The City's appropriation limit for fiscal year 2003/04 was $52,253,046 and
was adopted by Council.
The City's appropriations limit for fiscal year 2004/05 of $54,717,086 is $2,464,040 or 4.72%
higher than the fiscal year 2003/04 limit of $52,253,046. For fiscal year 2004/05, the City's
estimated appropriations of proceeds from taxes are $26,308,000. This is $28,409,086 or
51.92% under the legal limit established for fiscal year 2004/05. When a city's proceeds of taxes
(less statutory exclusions) exceed the legal limit, excess tax revenue must be returned to the State
or citizens through a process of refunds, rebates, or other means that may be detennined at that
time. The City is currently at 41.53% of its limit. As a result, the appropriations limit is not
expected to present a restraint on current or future budget deliberations.
78
DEPARTMENTAL OPERATING BUDGETS
The Departmental Operating Budgets section provides budget information for each of the City's
eight key operating functions: City Council, Administration, Law Enforcement, Public
Information, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each departmental operating budget includes the following elements:
1. Department Summary: The department summary includes an organization chart for the
department and condensed financial information for each division within the department. It
is a "big picture" snapshot of the department's responsibilities and costs.
2. Division Summary: Most departments are organized into smaller units or divisions. A
program overview has been presented for each division denoting the key functions of the
division. In addition, service objectives are listed to identify for the reader the upcoming
goals and objectives of that section. Finally, the budget document includes an expenditure
summary that details historical and proposed expenditures by category and funding source
and the personnel charged to that division.
79
Council
and
Commissions
81
COUNCIL AND
COMMISSIONS
Citizens
of Cupertino
City
Council
Citizen Advisory Groups
T elecommunicationslLibraryfT een/ r-
Fine Art&IRecreationÆconomic Development! AuditIPlanning/HousinglPublic Safety/Bike & Pedestrian/Senior
82
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
CITY COUNCIL
1000 CITY COUNCIL 207,353 195,528 204,925 192,830
207,353 195,528 204,925 192,830
COMMISSIONS
1031 TELECOMMUNICATIONS 115,840 129,414 60,919 78,871
1040 LIBRARY 267,162 214,767 86,100 121,100
1042 FINE ARTS 24,751 27,898 12 ,500 12,267
1050 PUBLIC SAFETY 50 57 200 200
1055 BICYCLE AND PEDESTRIAN 0 0 5,000 0
1060 PARKS AND RECREATION 18,575 10,560 8,929 8,469
1065 TEEN 0 15,559 14,647 15,568
1067 SENIOR 0 0 0 200
1070 PLANNING 16,181 22,914 18,500 17,500
1075 HOUSING 223 80 200 200
442,782 421,249 206,995 254,375
TOTAL 650,135 616,777 411,920 447,205
83
COUNCIL AND COMMISSIONS
CITY COUNCIL
PROGRAM OVERVIEW
The Mayor and Councilmembers, acting as the elected representatives of the City of Cupertino,
establish public policy to meet community needs and assure orderly development of the City.
SERVICE OBJECTIVES
The City Council goals are carried out by the city staff under the direction of the City Manager.
The council goals are listed in the Budget Strategies section.
84
COUNCIL AND COMMISSIONS
1000 CITY COUNCIL
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 91,047 109,030 121,375 118,760
Materials 69,139 68,242 40,500 46,000
Contract Services 31,647 5,916 25,000 15,000
Cost Allocation 15,520 12,340 18,050 13,070
Total 207,353 195,528 204,925 192,830
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 207,353 195,528 204,925 192,830
Total 207,353 195,528 204,925 192,830
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.40 0.40 0.40
Total 0.40 0.40 0.40
85
COUNCIL AND COMMISSIONS
TELECOMMUNICA TrONS COMMISSION
PROGRAM OVERVIEW
The Telecommunications Commission advises the City Council and informs the community
about issues relating to the rapidly changing field of telecommunications. Commissioners also
served as a resource for the Planning Commission in offering technical guidance for antenna
sitings.
With legislation now in effect encouraging effective competition, the commission will continue
to look at new and forthcoming FCC rulings that may alter Comcast's impact on the community.
The commission also will continue to monitor cable services to subscribers and to act as a
resource for both the Cupertino elementary and high school districts.
SERVICE OBJECTIVES
Continue to work with appropriate companies In bringing advanced services to interested
residents.
Monitor Comcast services.
Negotiate with public access provider KMVT to ensure maximum programming value for
Cupertino residents.
Continue to work with staff and legal counsel to enforce the terms of the current cable franchise
agreement.
Work with the Cupertino Planning Commission in developing an antenna ordinance.
86
COUNCIL AND COMMISSIONS
1031 TELECOMMUNICATIONS COMMISSION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 4,856 5,131 5,419 5,871
Materials 12,218 13,036 13,000 13,000
Contract Services 98,766 111,247 42,000 60,000
Total 115,840 129,414 60,419 78,871
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Ado ted
General 115,840 129,414 60,419 78,871
Total 115,840 129,414 60,419 78,871
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.05 0.05 0.05 .
Total 0.05 0.05 0.05
87
COUNCIL AND COMMISSIONS
LIBRARY COMMISSION
PROGRAM OVERVIEW
The Library Commission is a five member commission appointed by the City Council that
reviews and makes recommendations related to the operations and services of the Cupertino
Library. The Cupertino Library is operated by the Santa Clara County Library Services. The
building is provided by the City of Cupertino for which the county pays a rental fee.
County Library staff serve as staff to the commission and the Director of Administrative Services
serves as city liaison.
SERVICE OBJECTIVES
Monitors the various service activitIes of the library and makes recommendations for
improvements to appropriate bodies.
Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino
Library Foundation.
Advocates library funding and service levels at the city, county, and state levels.
Represents the Cupertino library in the local community.
Participates in state and local library workshops and conferences.
Participates in the long range planning of quality library services for the City.
Develops potential resources to expand volunteer efforts in the library.
Investigates ways to expand access to non-traditional media.
Continues library advocacy in Cupertino activities and with other organizations.
Continues emphasis on integrating additional technology into library services.
Continues proactive efforts to ensure adequate library funding.
Participates on the building committee task force of a new library.
88
COUNCIL AND COMMISSIONS
1040 LIBRARY COMMISSION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Materials 60 775 2,100 1,100
Contract Services 267,102 213,992 84,000 120,000
Total 267,162 214,767 86,100 121,100
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 267,162 214,767 86,100 121,100
Total 267,162 214,767 86,100 121,100
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
89
COUNCIL AND COMMISSIONS
FINE ARTS COMMISSION
PROGRAM OVERVIEW
The Cupertino Fine Arts Commission is charged with advancing the arts in the City. This is
done through several activities and programs, including promoting art in public places, making
recommendations to City Council regarding arts opportunities, awarding grants to individuals
and organizations, and selection of a "Distinguished Artist of the Year."
Budget constraints resulted in the elimination of fine arts grants for fiscal year 2003-04. In prior
years, grants had been awarded to a diverse group of individuals and organizations, including the
Cherry Blossom Festival, local performing arts groups, sculptors, artists, and the Euphrat
Museum of Art and its Arts in Schools program. In 2003 a new category of fine arts grants for
high school age artists was developed but was also unfunded.
In the area of public art, the Commission is following the progress of sculptor Roger Berry who
has been commissioned to create an original piece titled "Perspectives", located in the City
Center Park at the comer of Stevens Creek and De Anza Boulevards. The Fine Arts Commission
also provided a recommendation to the City Council to accept sculptures donated by Dick and
Caroline Randall, to be placed in the Library/Civic Center plaza.
The Fine Arts Commission revised its Public Art Program General Guidelines to include
guidelines on the acceptance of gifts and loans of art. In addition, the commission will again
sponsor an annual student art exhibition at the Cherry Blossom Festival, select a Distinguished
Artist of the Year, and provide arts information to the community in the form of an Arts and
Recreation brochure and an arts related article in the Cupertino Scene.
SERVICE OBJECTIVES
Promote programs and activities that provide a direct cultural benefit to the citizens of Cupertino,
with special emphasis on groups not likely to receive regular exposure to the arts.
Actively encourage business and community participation in the arts.
Pursue methods for providing more art throughout the city.
90
COUNCIL AND COMMISSIONS
1042 FINE ARTS COMMISSION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 6,787 9,750 10,300 11,267
Materials 16,354 16,848 1,200 1,000
Contract Services 1,610 1,300 1,000 0
Total 24,751 27,898 12,500 12,267
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
ActuaJ Actual Ado ted Ado ted
GeneraJ 24,751 27,898 12,500 12,267
Total 24,751 27,898 12,500 12,267
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
91
COUNCIL AND COMMISSIONS
PUBLIC SAFETY COMMISSION
PROGRAM OVERVIEW
The Public Safety Commission consists of five members with responsibility for reviewing and
recommending public safety services and policies for police, fire, emergency planning, and
traffic.
SERVICE OBJECTIVES
Review safety issues and concerns and make recommendations to the City Council.
Promote public education programs concerning safety issues.
Provide assistance in implementing public safety programs approved by the City Council.
92
COUNCIL AND COMMISSIONS
1050 PUBLIC SAFETY COMMISSION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Materials 50 57 200 200
Total 50 57 200 200
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 50 57 200 200
Total 50 57 200 200
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
93
COUNCILS AND COMMISSIONS
BICYCLE AND PEDESTRIAN COMMISSION
PROGRAM OVERVIEW
The Cupertino Bicycle and Pedestrian Commission (BPC) is a five-member board appointed by
the City Council to assist the Council by reviewing, monitoring, and making recommendations
on City transportation matters, including, but not limited to bicycle and pedestrian traffic,
parking, education, and recreation within Cupertino.
SERVICE OBJECTIVES
Review City transportation infrastructure, development standards, public and private
development projects, and citizen outreach and education efforts as they affect bicycle and
pedestrian traffic in the City of Cupertino.
Promote safe, efficient, and enjoyable travel for bicycle and pedestrian traffic within Cupertino.
94
COUNCIL AND COMMISSIONS
1055 BICYCLE AND PEDESTRIAN COMMISSION
Total
ExpendiJures by CaJegory
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
0 0 0 0
0 0 5,000 0
0 0 0 0
0 0 5,000 0
Employee Compensation
Materials
Contract Services
ExpendiJures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 0 0 5,000 0
Total 0 0 5,000 0
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
95
COUNCIL AND COMMISSIONS
PARKS AND RECREATION COMMISSION
PROGRAM OVERVIEW
The Parks and Recreation Commission is a five-member citizen's commission appointed by the
City Council to make recommendations pertaining to parks and recreation.
SERVICE OBJECTIVES
Engage the public in dialog regarding the design of new programs and facilities, and make
recommendations regarding these projects to the City Council.
Work with staff and the public to draft and/or revise policies for use of Parks and Recreation
facilities.
Consider public input regarding the operation of Parks and Recreation facilities and make
recommendations for their improvement.
Participate on a number of special committees dealing with Parks and Recreation.
Serve as ambassadors for the Parks and Recreation Department.
96
COUNCIL AND COMMISSIONS
1060 PARKS AND RECREATION COMMISSION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 6,999 7,208 7,229 7,919
Materials 11,576 3,352 1,700 550
Total 18,575 10,560 8,929 8,469
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 18,575 10,560 8,929 8,469
Total 18,575 10,560 8,929 8,469
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
97
COUNCIL AND COMMISSIONS
TEEN COMMISSION
PROGRAM OVERVIEW
The Teen Commission is composed of 13 youths representing grades 8-12. The Teen
Commission advises the City Council and staff on youth issues.
SERVICE OBJECTIVES
Engage the public in dialog regarding the design of new programs and facilities, and make
recommendations regarding these projects to the City Council.
Work with staff and the public to draft and/or revise policies for use of Parks and Recreation
facilities.
Assist staff with the programming of the Teen Center.
Assist staff with the evaluation of teen programming.
98
COUNCIL AND COMMISSIONS
1065 TEEN COMMISSION
ExpendiJures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 0 9,476 9,927 10,848
Materials 0 2,268 3,720 3,720
Contract Services 0 3,815 1,000 1,000
Total 0 15,559 14,647 15,568
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 0 15,559 14,647 15,568
Total 0 15,559 14,647 15,568
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.15 0.15 0.15
Total 0.15 0.15 0.15
99
COUNCIL AND COMMISSIONS
SENIOR COMMISSION
PROGRAM OVERVIEW
The Senior Commission is a five member commission appointed by the City Council that advises
the Council on senior issues. The commission meets quarterly. The Senior Center Manager
serves as staff liaison to the commission.
SERVICE OBJECTIVES
Provide a forum for the discussion of issues important to senior citizens in the community and a
conduit to city staff and the City Council.
Provide a forum where issues can be explored and links to other agencies can be established.
Commissioners serve as ambassadors for the senior population.
100
COUNCIL AND COMMISSIONS
1067 SENIOR COMMISSION
Total
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
0 0 0 0
0 0 0 200
0 0 0 0
0 0 0 200
Employee Compensation
Materials
Contract Services
Expenditures by Fund
2001-02
Actual
2002-03
Actual
2003-04
Ado ted
2004-05
Ado ted
General
o
o
o
200
Total
o
o
o
200
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
IOJ
COUNCIL AND COMMISSIONS
PLANNING COMMISSION
PROGRAM OVERVIEW
The Planning Commission is a five-member citizen board appointed by the City Council to make
or recommend decisions on matters pertaining to land use and physical development. The major
work of the Commission is to conduct public hearings on "current p]anning" applications.
The Commission also advises the City Council on land use and development policy through
study sessions and formal hearings on issues necessary to maintain the current status of the
General Plan. The Commission also undertakes periodic review of implementation ordinances
and issues interpretations of these documents.
SERVICE OBJECTIVES
Conduct periodic reviews of the General Plan. These reviews test the fundamental goals and
measure performance of short-term objectives.
Conduct public hearings for approximately \00 land development applications. Ensure that
decisions are made fairly and expeditiously in accordance with adopted General Plan policies,
zoning ordinances, development plans and design guidelines.
Prepare specific plans, zoning ordinance amendments and amendments to the General Plan.
Serve on the Planning Commission Design Review Committee, the Environmenta] Review
Committee and in an advisory role to the Housing Commission.
]02
COUNCIL AND COMMISSIONS
1070 PLANNING COMMISSION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 4,014 4,710 6,500 6,500
Materials 4,092 10,779 5,000 5,000
Contract Services 8,075 7,425 7,000 6,000
Total 16,181 22,914 18,500 17,500
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 16,181 22,914 18,500 17,500
Total 16,181 22,914 18,500 17,500
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
103
COUNCIL AND COMMISSIONS
HOUSING COMMISSION
PROGRAM OVERVIEW
The Cupertino Housing Commission (CHC) is a five-member board appointed by the City
Council to assist the Planning Commission and the City Council in developing housing policies
and strategies for implementation of General Plan Housing Element goals. The Commission also
oversees the Community Development Block Grant (CDBG) program.
SERVICE OBJECTIVES:
When requested by the Director of Community Development or the City Council, make
recommendations regarding affordable housing proposals including requests for money from the
CDBG and the Affordable Housing funds, possible fee waivers or other incentives, the number
and type of affordable units and the target groups to be served.
104
COUNCIL AND COMMISSIONS
1075 HOUSING COMMISSION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Materials 223 80 200 200
Total 223 80 200 200
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 223 80 200 200
Total 223 80 200 200
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.05 0.00 0.00
Total 0.05 0.00 0.00
105
Administration
107
ADMINISTRA TION
I I I
City Attomey City Manager COITIIlluni ty
(2.70) (1.50) Outreach
(.50)
108
ADMINISTRA TION
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
1200 CITY MANAGER 274,957 280,266 281,195 313,161
1201 COMMUNITY OUTREACH 64,757 55,604 69,944 56,459
1300 CITY MANAGER DISCRETIONARY FUND 0 10 ,000 15,000 15,000
1500 LEGAL SERVICES 474,318 512,279 544,747 528,250
TOTAL 814,032 858,149 910,886 912,870
109
ADMINISTRA nON
CITY MANAGER
PROGRAM OVERVIEW
The City Manager is responsible to the City Council for the effective and efficient operation of
the City. Under the direction of the City Council, the City Manager carries out the City's
adopted goals and objectives.
SERVICE OBJECTNES
Accomplish the City Council's goals.
Manage City operations.
See that all laws and ordinances of the City are duly enforced and that all franchises, permits,
licenses, and privileges granted by the City are faithfully perfonned and observed.
Keep the City Council advised as to the financial conditions and needs of the City.
Investigate all complaints concerning the operation of the City.
Supervise the use and condition of buildings, public parks, streets and other public property.
Make reports and initiate recommendations as may be desirable or as requested by the City
Council.
Ensure that the City's policies and procedures provide a foundation for a secure financial
position.
Develop strategies to enhance the City's tax base and to position the City to take advantage of
economic opportunities.
110
CITY MANAGER
1200 ADMINISTRATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 236,332 247,216 244,275 276,011
Materials 30,485 25,970 28,800 30,300
Cost Allocation 8,140 7,080 8,120 6,850
Total 274,957 280,266 281,195 313,161
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 274,957 280,266 281,195 313,161
Total 274,957 280,266 281,195 313,161
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 1.45 1.45 1.50
Total 1.45 1.45 1.50
111
ADMINISTRATION
COMMUNITY OUTREACH
PROGRAM OVERVIEW
Develop and sustain community-building activities that increase citizen involvement in our
diverse community and neighborhoods.
SERVICE OBJECTIVES
Increase awareness and participation in the City's neighborhood block leader and block party
program.
Work with community groups, such as the Citizens of Cupertino Cross-Cultural Consortium
(5Cs), on intercultural projects and presentations, and outreach to newcomers.
Coordinate public communication activities through "town" forums and other public dialogue
acti vities.
Coordinate outreach efforts and resources with the Emergency Preparedness Office and Sheriffs
Office to increase participation in Neighborhood Preparedness, Neighborhood Watch and other
public safety programs.
Produce materials to effectively promote neighborhood programs.
Serve as a staff resource and liaison at community meetings.
112
COMMUNITY OUTREACH
1201 ADMINISTRATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 47,265 35,368 48,944 52,459
Materials 17,492 20,236 21,000 4,000
Total 64,757 55,604 69,944 56,459
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Ado ted
General 64,757 55,604 69,944 56,459
Total 64,757 55,604 69,944 56,459
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.50 0.50 0.50
Total 0.50 0.50 0.50
113
ADMINISTRATION
CITY MANAGER DISCRETIONARY FUND
PROGRAM OVERVIEW
This account is discretionary fund for unexpected occurrences, such as special studies,
consultants or other special unplanned needs that may occur during the year.
114
CITY MANAGER DISCRETIONARY FUND
1300 ADMINISTRATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Contract Services 0 10,000 15,000 15,000
Total 0 10,000 15,000 '15,000
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 0 10,000 15,000 15,000
Total 0 10,000 15,000 15,000
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
115
ADMINISTRATION
LEGAL SERVICES
PROGRAM OVERVIEW
The City Attorney serves as legal counsel to the City Council, City Commissions, and City
administrative staff. The City Attorney prepares ordinances and resolutions as requested,
prepares or reviews contracts and agreements, conducts research and supports the City in various
meetings including some negotiations, prosecution of code violations, and some litigations.
Secretarial and support services are provided by the City.
SERVICE OBJECTIVES
Attend or provide representation at all regularly scheduled City Council meetings to provide
procedural and legislative infonnation. Attend commission or staff meetings when requested.
Meet with the City administrative staff on a regular basis to provide legal services and advice.
116
LEGAL SERVICES
1500 ADMINISTRATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 368,481 373,956 369,977 404,050
Materials 30,301 34,783 32,350 32,350
Contract Services 65,426 87,510 127,500 79,500
Cost Allocation 10,110 16,030 14,920 12,350
Total 474,318 512,279 544,747 528,250
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 474,318 512,279 544,747 528,250
Total 474,318 512,279 544,747 528,250
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 2.75 2.70 2.70
Total 2.75 2.70 2.70
117
Law
Enforcement
]]9
LAW
ENFORCEMENT
Law
Enforcement
(Contract)
120
LA W ENFORCEMENT
Expenditures by Division
2001-02
Actual
2002-03
Actual
2003-04
Adopted
2004-05
Adopted
2100 LAW ENFORCEMENT
5,765,208
5,826,902
6,453,237
6,723,153
TOTAL
5,765,208
5,826,902
6,453,237
6,723,153
121
LAW ENFORCEMENT
LAW ENFORCEMENT
PROGRAM OVERVIEW
This activity provides for law enforcement, emergency communications, the School Resource
Officer, and the Youth Probation Officer Programs.
Law Enforcement services are provided by the Santa Clara County Sheriff's Department.
Communication services are provided by the Santa Clara County General Services
Administration. The Youth Probation Officer Program is provided through a partnership with
Santa Clara County Probation Department, Cupertino Union School District, and the City of
Cupertino.
Law Enforcement servIces include general law enforcement (patrol), traffic and detective
services.
SERVICE OBJECTIVES
Law Enforcement officers will respond to emergency situations within an average of less than six
minutes.
Traffic officers will enforce the vehicle code with the goal of increasing traffic safety.
The City will enhance "neighborhood policing" through the expansion of its Neighborhood
Watch Program, Neighborhood Captains Program and its E-Cap Program.
The Youth Probation Officer will divert first time/minor youth offenders from the juvenile
justice system.
The School Resource Officer (SRO) will provide daily on-site interaction with our youth.
122
LA W ENFORCEMENT
2100 LAW ENFORCEMENT
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Materials 58,978 37,685 44,000 44,000
Contract Services 5,706,230 5,789,217 6,409,237 6,679,153
Total 5,765,208 5,826,902 6,453,237 6,723,153
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actua] Actua] Ado ted Ado ted
General 5,765,208 5,826,902 6,453,237 6,723,153
Tota] 5,765,208 5,826,902 6,453,237 6,723,153
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
]23
Public
Information
125
PUBLIC
INFORMATION
Public
Infonnation
(4.40)
I
r I I I
Community Cupertino Government City
Relations Scene Channel Website
(0.75) (0.40) (2.25) (1.00)
126
PUBLIC INFORMATION
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
271,693 277,112 275,120 153,445
100,143 96,530 115,907 114,345
336,048 329,788 401,307 338,431
0 0 0 112,134
707,884 703,430 792,334 718,355
3300 COMMUNITY RELATIONS
3400 CUPERTINO SCENE
3500 GOVERNMENT CHANNEL
3600 CITY WEBSITE
TOTAL
127
PUBLIC INFORMA nON
COMMUNITY RELATIONS
PROGRAM OVERVIEW
Functions of this department include informing citizens about programs and services provided by
local government, responding to media inquiries and preparing all press information. The office
acts as a resource for other city departments, staff and council members. The public information
officer actively participates in regional discussions and workshops involving crisis
communications, media relations and cable television regulation.
Awards dinners, special events and ceremonial activities also are handled through this
department. Examples include the annual Commissioners' Dinner, the CREST Awards, mayoral
proclamations and the SWING program.
Included in this budget is the Sister City line item, which now encompasses both Toyokawa and
the Hsinchu City. Also included is the Chamber of Commerce membership.
SERVICE OBJECTIVES
Aid in the coordination of city programs designed to draw Cupertino neighborhoods together.
Coordinate and disseminate useful and important information to all Cupertino residents through
appropriate local, state and national communications channels.
Coordinate and implement recommendations of city communications audit including customer
service software.
128
COMMUNITY RELATIONS
3300 PUBLIC INFORMATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 71,951 73,425 75,550 81,755
Materials 28,935 34,209 29,600 29,600
Contract Services 161,302 163,988 165,000 40,000
Capital Outlay 6,655 0 0 0
Cost Allocation 2,850 5,490 4,970 2,090
Total 271,693 277,112 275,120 153,445
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 271,693 277,112 275,120 153,445
Total 271,693 277,112 275,120 153,445
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.75 0.75 0.75
Total 0.75 0.75 0.75
129
PUBLIC INFORMATION
CUPERTINO SCENE
PROGRAM OVERVIEW
The Cupertino Scene is published 10 months out of the year and is distributed to residents and
businesses in Cupertino. The Cupertino Scene is the most read City publication and continues to
be the most important source of community information for residents.
The Scene provides information that is of general interest to the community and is presented in a
straightforward manner that is non-political, non-religious and non-commercial. The postal rate
has been increased slightly to offset a rise in bulk-rate permit costs. Each issue of the Scene costs
approximately 14 cents to mail.
Many of the articles appearing in the Scene are regular, monthly features, such as Roots, Simply
Safe, Community Calendar, Council Actions, and Library News. Another portion of material in
the Cupertino Scene includes articles dealing with ongoing citywide issues, including community
outreach, environmental programs and city jobs. Other material appearing in the Scene is a
mixture of one-time city events, community activities, government services and other city-related
information.
About 300,000 copies of the Scene are distributed annually.
SERVICE OBJECTIVES
Provide an electronic subscription option for the Scene.
Continue regular production schedule of the Scene, presenting information in a timely, interesting
and visually pleasing manner.
Focus on information relevant to citizens of all cultural backgrounds.
Continue to adhere to regulations imposed by Proposition 73 and other legislation that regulates
public communications by the city.
130
CUPERTINO SCENE
3400 PUBLIC INFORMATION
ExpendiJures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 35,706 36,795 38,907 42,291
Materials 64,437 59,735 77,000 72,054
Total 100,143 96,530 115,907 114,345
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 100,143 96,530 115,907 114,345
Total 100,143 96,530 115,907 114,345
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.40 0.40 0.40
Total 0.40 0.40 0.40
131
PUBLIC INFORMATION
GOVERNMENT CHANNEL
PROGRAM OVERVIEW
Approaching its 20th year of broadcast, the City Channel continues to offer a variety of news and
information for and about the residents of Cupertino. As the first government channel to
broadcast city council meetings in the county, the City Channel continues to set best-practice
service standards including web casting of many city meetings. Demands for City Channel
services continue to increase with frequent coverage of community meetings and study sessions.
Multimedia advancements have allowed this department to improve and expand many of its
services. The City's new webcasting service allows Cupertino residents who are not cable
subscribers to see live council meetings, commission meetings and study sessions. Webcasting
has also allowed online video archives to be made available to the public on demand at no cost to
the public. The department creates visual effects using animation and software graphics for city
department presentations and productions.
The City Channel also provides audio-video services that include tape duplication, viewing,
editing, equipment recommendations and design meeting set-ups and multimedia presentations.
Throughout each week, viewers may tune in to the City Channel to learn about city departments
and services, special city programs, local points of interest, health and safety tips and upcoming
community events.
SERVICE OBJECTIVES
Advise Public Works staff and architects to ensure that the proposed new Community Meeting
Hall meets the highest standards for technical compatibility and versatility.
Continue improvements to city meetings, productions, promotions and website servIces by
incorporating more multimedia technology.
132
GOVERNMENT CHANNEL
3500 PUBLIC INFORMATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 225,533 195,855 266,507 189,461
Materials 20,973 27,156 32,000 32,000
Contract Services 31,400 19,785 35,500 35,500
Capital Outlay 31,791 29,302 10,000 10,000
Cost Allocation 26,350 57,690 57,300 71,470
Total 336,047 329,788 401,307 338,431
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 336,047 329,788 401,307 338,431
Total 336,047 329,788 401,307 338,431
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 3.25 3.25 2.25
Total 3.25 3.25 2.25
133
PUBLIC INFORMA nON
CITY WEBSITE
PROGRAM OVERVIEW
The Web Specialist position works within the Public Information Department. The Web
Specialist works closely with department heads, managers and members of the community to
ensure that the City's website is both timely and relevant.
SERVICE OBJECTIVES
Ensure the clear, comprehensive and accurate presentation of the City's online presence on the
Internet by designing, developing and maintaining the City's website.
Incorporate new web technology, features and functionalities into the site based on the needs of
the community and current trends.
Maintain all related documents for the usage and policies of the site.
Implement and maintain the City's Intranet site.
Continue work on the e-government initiatives.
134
PUBLIC INFORMATION
3600 WEBSITE
Total
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
0 0 0 83,704
0 0 0 3,000
0 0 0 25,430
0 0 0 112,134
Employee Compensation
Materials
Contract Services
Expenditures by Fund
Total
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
0 0 0 112,134
0 0 0 112,134
General
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 1.00
Total 0.00 0.00 1.00
135
Administrative
Services
137
ADMINISTRA TIVE
SERVICES
Administrative
Services
(1.95)
I
Finance Code Enforcement Information Technology City Cleric Human Resources
(4.90) (3.00) (3.00) (4.50) (3.00)
138
ADMINISTRA TIVE SERVICES
Expenditures by Division
2001-02 2002-03 2003 -04 2004-05
Actual Actual Adopted Adopted
4000 ADMINISTRATION 314,192 310,083 348,383 295,327
4001 ECONOMIC DEVELOPMENT 3,264 4,715 13,700 12,700
4010 LEADERSHIP CUPERTINO 30,637 25,536 38,000 0
FINANCE
4100 ACCOUNTING 558,934 593,012 574,841 689,033
4200 BUSINESS LICENSING 34,612 34,198 36,104 40,566
941,639 967,544 1,011,028 1,037,626
CITY CLERK
4300 CITY CLERK 404,472 429,073 446,067 464,939
4310 DUPLICATING AND MAIL SERVICE 153,315 198,028 199,752 201,741
4330 ELECTIONS 59,556 143 135,300 95,300
617,343 627,244 781,119 761,980
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS 56,657 49,334 63,130 108,530
56,657 49,334 63,130 108,530
HUMAN RESOURCES
4510 HUMAN RESOURCES 748,685 913,278 1,077 ,458 1,081,989
4530 CODE ENFORCEMENT 529,502 535,371 540,577 512,542
4540 INSURANCE ADMINISTRATION 853,310 717,240 809,207 913,987
2,131,497 2,165,889 2,427,242 2,508,518
INFORM A TION TECHNOLOGY
4800 INFORMATION TECHNOLOGY 1,054,663 761,744 1,035,548 909,499
1,054,663 761,744 1,035,548 909,499
TOTAL 4,801,799 4,571,755 5,318,067 5,326,153
139
ADMINISTRATIVE SERVICES
ADMINISTRATION
PROGRAM OVERVJEW
Administration is responsible for the oversight of several divisions including City Clerk, Human
Resources, Code Enforcement, IT, Community Outreach (Emergency Preparedness, Leadership
Cupertino), and Finance (treasury management, fiscal planning, budget preparation, accounting
and business licensing).
Staff support is also provided to the Audit Committee, Library Commission, Fine Arts
Commission, and the Economic Development Committee. The department also oversees the
contracts for Sheriff services and animal control.
SERVICE OBJECTIVES
Provide administrative and support services to the City Clerk, Human Resources, IT, Code
Enforcement, Community Outreach, and Finance divisions.
Manage the City's investment portfolio to obtain safety of funds, liquidity and a rate of return
equal to or exceeding the State investment fund.
Provide short and long tenn fiscal planning.
Monitor revenue and expenditure trends and analysis of cash flow needs.
Work with the business community, Council and Chamber to promote economic development.
Perfonn special projects for the City Manager.
)40
ADMINISTRATION
4000 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 227,126 226,690 231,383 267,547
Materials 17,416 15,694 10,800 14,800
Contract Services 65,940 61,219 100,300 8,800
Cost Allocation 3,710 6,480 5,900 4,180
Total 314,192 310,083 348,383 295,327
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 314,192 310,083 348,383 295,327
Total 314,192 310,083 348,383 295,327
Personnel Summary
2003-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 1.90 1.90 1.95
Total 1.90 1.90 1.95
141
ADMINISTRATIVE SERVICES
ECONOMIC DEVELOPMENT
PROGRAM OVERVIEW
The Economic Development Committee was started in fiscal year 1995/96 as a result of the City
Council's concerns for the long-term financial health of the City. Staffing consists of the City
Manager, three Department Heads, two City Councilmembers and four representatives from the
Chamber of Commerce.
The committee is responsible for the identification and implementation of programs specifically
targeted to business retention, expansion and attraction. A detailed workplan is adopted each
year to ensure high priority of this program.
SERVICE OBJECTIVES
Enhance the business environment and economic climate while maintaining a healthy balance
with residential concerns.
Improve public awareness and promote education of community interdependence.
Recruit businesses to the City to increase our tax-generating economic base.
Develop a sense of public/private partnership through the development of business and
community relationships and improved customer service.
Act as a liaison with the Chamber of Commerce, brokers, business associations and individual
businesses to assure that business needs are appropriately communicated and considered in City
policy formation.
Work with existing business to identify and help eliminate any barriers to retention or
redevelopment.
Enhance and promote a strong local economy to provide municipal services that business and
residents desire and need to maintain the community's quality of life.
Pursue high tech sales offices as part of the development application process.
142
ECONOMIC DEVELOPMENT
4001 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Materials 2,964 2,715 3,700 2,700
Contract Services 300 2,000 10,000 10,000
Total 3,264 4,715 13,700 12,700
Expenditures by Fund
2001-02 2002-03 2003-05 2004-05
Actual Actual Ado ted Ado ted
General 3,264 4,715 13,700 12,700
Total 3,264 4,715 13,700 12,700
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
143
ADMINISTRATIVE SERVICES
LEADERSHIP CUPERTINO
PROGRAM OVERVIEW
Leadership Cupertino is a trammg program designed to introduce residents to volunteer
opportunities in the community. Its mission is to develop leaders for the future of our
community, to provide participants with knowledge and information on local government, and
encourage participation and involvement in the community.
SERVICE OBJECTNES
Educate future leaders about a broad range of current community needs and concerns.
Prepare participants for positions on commissions, city council, school boards and non-profit
organization boards.
Introduce participants to community decision makers and provide opportunities to participate in
the decision making process.
Provide additional training opportunities to all alumni.
144
LEADERSHIP CUPERTINO
4010-4011 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 9,146 15,243 18,000 0
Materials 12,491 8,553 15,000 0
Contract Services 9,000 1,740 5,000 0
Total 30,637 25,536 38,000 0
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Leadership Cupertino 30,637 25,536 38,000 0
Total 30,637 25,536 38,000 0
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
145
ADMINISTRATIVE SERVICES
ACCOUNTING
PROGRAM OVERVIEW
The Accounting Division is responsible for accurate and timely maintenance of all City financial
records, collection, disbursement of all monies, and payroll processing. This division prepares all
required Federal, State and other agency reports pertaining to the City's financial status. In
addition, Accounting monitors budget-to-actual activities for both operational and capital
budgets, analyzes financial alternatives, and conducts research and prepares reports on special
fiscal matters for all internal and external customers.
SERVICE OBJECTIVES
Assist City Manager, City Council and City departments in managing the City's financial
resources.
Maintain a high level of professionalism in all the City's financial practices and procedures.
Provide quality service in responding to the needs of customers, vendors and citizens.
Respond to inquiries from the public and City departments. Process invoices, deposits, vendor
payments, purchase contracts and claims in a timely and accurate manner.
Provide timely and accurate financial information for City departments to make sound fiscal
decisions.
Comply with all applicable laws, regulations and professional standards to ensure public
credibility of our financial records.
Provide quality payroll servicing for the City's full and part-time employees, properly
administering salaries and benefits in a timely and confidential manner.
146
ACCOUNTING
4100 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 343,804 365,136 375,281 406,958
Materials 28,517 17,706 24,950 18,475
Contract Services 3,046 13,170 13,300 98,200
Capital Outlay 1,147 0 0 0
Cost Allocation 182,420 197,000 161,310 165,400
Total 558,934 593,012 574,841 689,033
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 558,934 593,012 574,841 689,033
Total 558,934 593,012 574,841 689,033
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 4.40 4.40 4.40
Total 4.40 4.40 4.40
147
ADMINISTRATIVE SERVICES
BUSINESS LICENSING
PROGRAM OVERVIEW
The Business License Division collects revenue and monitors business activity for compliance
with the City Municipal Code and applicable state law. In addition, the division identifies new
business licenses to enhance revenue to the City.
SERVICE OBJECTNES
Provide businesses with infonnation regarding compliance with the Business License Tax Code
and provide useful sources of infonnation related to business activity.
Collect appropriate business license fees.
Monitor business activity to identify non-compliance with the Municipal Tax Code.
148
BUSINESS LICENSING
4200 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 28,621 31,437 33,404 37,566
Materials 3,826 2,077 2,000 2,000
Contract Services 1,015 684 700 1,000
Cost Allocation 1,150 0 0 0
Total 34,612 34,198 36,104 40,566
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 34,612 34,198 36,1 04 40,566
Total 34,612 34,198 36,104 40,566
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.50 0.50 0.50
Total 0.50 0.50 0.50
149
ADMINISTRATIVE SERVICES
CITY CIERK
PROGRAM OVERVIEW
The City Clerk's office administers the legislative process that begins with the management of
local elections and includes filings of Fair Political Practices Commission documents. Other
responsibilities include preparing and posting agendas, and recording the City Council policy and
program decisions in the form of minutes.
As a support service this division processes incoming and outgoing mail; processes and
maintains City records, including resolutions, ordinances, agreements, and maps; prepares
meeting packets for City Council and Fine Arts Commission meetings; manages the appointment
process for twelve commissions and committees; staffs the Fine Arts Commission; staffs the City
Hall reception desk and switchboard; oversees the codification of ordinances; and provides
information to the public, Council, commissions and staff by telephone, Internet, and in person.
The division's goals are to administer elections and Fair Political Practices Commission filings in
compliance with State law, to ensure compliance with the Brown Act open meetings
requirements, to accurately process documents, and to maintain a records management system
that facilitates timely access to information.
SERVICE OBJECTIVES
Provide complete, accurate, and timely information to citizens, commissioners, City Council, and
staff.
Respond to routine requests within two working days.
Respond to requests requiring archival research within five working days.
Maintain compliance with State laws regarding elections, records, annexations, commISSIOn
appointments, Brown Act public meeting requirements, legal notices, and Fair Political Practices
Commission filings.
Conduct a local election in odd-numbered years in compliance with the California Elections
Code and ballot measure elections as necessary.
Provide support services as needed.
150
CITY CLERK
4300 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 288,069 301,978 315,747 340,879
Materials 26,829 29,914 37,100 29,000
Contract Services 29,184 28,281 23,000 23,000
Cost Allocation 60,390 68,900 70,220 72,060
Total 404,472 429,073 446,067 464,939
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 404,472 429,073 446,067 464,939
Total 404,472 429,073 446,067 464,939
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 3.90 3.90 3.90
Total 3.90 3.90 3.90
151
ADMINISTRATIVE SERVICES
DUPLICATING AND MAIL SERVICE
PROGRAM OVERVIEW
The Duplicating and Mail Service Division provides reprographic and mail services to all City
departments.
The division's goals are to duplicate accurately and in a timely manner those documents needed
in the day-to-day and long-tenn operation of City business; to deliver routine incoming and
outgoing mail and packages daily; and to work in cooperation with each department for timely
processing of mass mailings.
SERVICE OBJECTIVES
Duplicate and assemble material within the time requested.
Duplicate routine documents of fewer than twenty pages within one workday.
Duplicate documents that do not require special handling within three working days.
Duplicate documents accurately and at a level of quality suitable for public distribution.
Gather out-going mail from each department daily and prepare it with appropriate postage for
pick up by the post office at 4:00 p.m.
Provide timely, high-quality services in the most cost-effective way.
152
DUPLICA TING AND MAIL SERVICE
4310 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 11,458 26,369 27,752 31,741
Materials 86,568 96,771 102,000 100,000
Contract Services 55,289 74,888 70,000 70,000
Total 153,315 198,028 199,752 201,741
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 153,315 198,028 199,752 201,741
Total 153,315 198,028 199,752 201,741
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.60 0.60 0.60
Total 0.60 0.60 0.60
153
ADMINISTRATIVE SERVICES
ELECTIONS
PROGRAM OVERVIEW
The City Clerk manages the City Council elections, which are held in odd-numbered years, as
well as any ballot measure elections that occur. The City consolidates its elections with others
taking place in the County, and contracts for election services with the County of Santa Clara
Registrar of Voters. These services include establishing voting precincts, providing voting
machines and absentee ballots, and counting and certifying the election results.
SERVICE OBJECTIVES
Provide required forms, resource materials, and assistance to candidates and committees.
Facilitate timely filing of required and voluntary documentation from candidates associated with
election costs and candidate information, including Nomination Papers, Candidates' Statements,
and Statements of Economic Interest, as well as candidate biographies and photographs.
Make election-related information available to the public and news media in a timely manner.
Manage the documentation and election processes that are contracted with the County Registrar's
Office, and ensure compliance with the California Elections Code.
154
ELECTIONS
4330 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Materials 179 143 300 300
Contract Services 59,377 0 135,000 . 95,000
Total 59,556 143 135,300 95,300
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 59,556 143 135,300 95,300
Total 59,556 143 135,300 95,300
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
155
ADMINISTRATIVE SERVICES
EMERGENCY PREPAREDNESS
PROGRAM OVERVIEW
The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino
community and City staff are reasonably protected/prepared from emergencies and/or disasters.
The mission is accomplished through a comprehensive emergency preparedness, response,
recovery and mitigation program. OES is staffed by a representative of the Santa Clara County
Fire Department.
SERVICE OBJECTIVES
Maintain the City's Emergency Operations Center in a perpetual state of operational readiness.
Support the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio
capability in Cupertino.
Systematically prepare, test and revise emergency response and recovery policies, plans and
procedures in compliance with the California Emergency Services Act and the Standardized
Emergency Management System (SEMS).
Coordinate training of City staff in personal preparedness, SEMS, and EOC functions.
Coordinate training of Cupertino residents in CPR, First Aid, and Community Emergency
Response Team (CERT) for adults and Kaleidoscope Public Safety Training for Ir. High and
High School.
Provide guidance to neighborhood preparedness organizations through assistance with fonnation,
team training, and drills.
Promote emergency preparedness by publishing a monthly column (Simply Safe) in the
Cupertino Scene, maintaining an OES website and providing public speaking support to
community groups, schools, and service clubs.
Maintain effective liaison with local, state and national emergency management organizations
and/or allied disaster preparedness and response agencies.
Ensure interagency/multi-agency coordination and communication for disaster planning and
responses.
]56
EMERGENCY PREPAREDNESS
4400 ADMINISTRATIVE SERVICES
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 0 0 25,000 1,550
Materials 19,051 20,30 I 19,000 74,000
Contract Services 34,394 25,183 7,500 27,500
Capital Outlay 2,052 0 5,000 0
Cost Allocation 1,160 3,850 6,630 5,480
Total 56,657 49,334 63,130 108,530
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 56,657 49,334 63,130 108,530
Total 56,657 49,334 63,130 108,530
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
157
ADMINISTRATIVE SERVICES
HUMAN RESOURCES
PROGRAM OVERVIEW
The Human Resources Division is responsible for the administration of a full range of human
resource, employee benefit and labor relations programs including personnel selection,
classification, compensation, equal employment opportunity, labor negotiations, employee
relations, employee development, employment benefits, retirement, insurance administration and
safety. Employee compensation has increased dramatically due to increases in retirement and
retiree medical costs.
SERVICE OBJECTIVES
Provide timely personnel services to departments and divisions in a fair, objective, and equitable
manner.
Enter into agreements with employee groups concerning terms and conditions of employment.
Provide an employee development program addressing immediate and long-term training needs
of the City.
Provide departments a listing of qualified persons for employment consideration within 60 days
of an authorized vacant position.
Ensure for equal employment opportunity.
Administer classification plan.
Provide for a working environment where respect for the individual IS encouraged and
safeguarded.
Provide personnel services consistent with the operational needs of user departments.
l5'ß
HUMAN RESOURCES
4510 ADMINISTRATIVE SERVICES
ExpendiJures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 658,742 785,396 900,318 954,419
Materials 37,980 46,373 52,350 36,500
Contract Services 24,743 53,219 97,500 68,500
Cost Allocation 27,220 28,290 27,290 22,570
Total 748,685 913,278 1,077,458 1,081,989
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 748,685 913,278 1,077 ,458 1,081,989
Total 748,685 913,278 1,077,458 1,081,989
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 2.70 2.70 2.70
Total 2.70 2.70 2.70
159
ADMINISTRATIVE SERVICES
CODE ENFORCEMENT
PROGRAM OVERVIEW
The Code Enforcement program provides for the enforcement of field activities related to the
Municipal Code. Code Enforcement staff also provide assistance to the Sheriff's Department by
responding to non-emergency calls in lieu of sworn law enforcement personnel.
The Code Enforcement activities include services related to parking enforcement, abandoned
vehicles, and ascertaining compliance with Municipal Code provisions concerning health and
sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property.
Assistance is provided to other departments and agencies as related to code enforcement
activities.
This budget also includes funding for animal control contract. The City of Cupertino contracts
with the City of San Jose for field, medical, licensing, and sheltering services
SERVICE OBJECTIVES
Respond to citizen, City department, and Sheriff's Department requests for services within 24
hours.
Provide services with an emphasis on public relations.
Enforce the Municipal Code in a fair, equitable, and objective manner.
Provide support for Neighborhood Watch, E-Cap Program, and other community outreach.
160
CODE ENFORCEMENT
4530 ADMINISTRATIVE SERVICES
Expenditures by CaJegory
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 239,592 274,823 246,294 299,022
Materials 8,749 9,381 19,233 14,200
Contract Services 250,001 221,067 244,000 179,000
Cost Allocation 31,160 30,100 31,050 20,320
Total 529,502 535,371 540,577 512,542
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 529,502 535,371 540,577 512,542
Total 529,502 535,371 540,577 512,542
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 3.00 3.00 3.00
Total 3.00 3.00 3.00
161
ADMINISTRATIVE SERVICES
INSURANCE ADMINISTRA nON
PROGRAM OVERvæw
Insurance Administration includes the coordination of employee safety activities and City
insurance policies covering general liability, property, public officials bond, workers'
compensation, and unemployment insurance. The City is self-insured for workers' compensation
and unemployment insurance.
SERVICE OBJECTIVES
Administer citywide employee safety activities and chair the Safety Committee.
Promote a work environment that emphasizes safe work practices.
Implement loss control measures including employee training.
Coordinate and oversee contractual services responsible for administration of insurance
programs.
Satisfy administrative and statutory procedures and regulations concerning workers'
compensation and unemployment insurance programs.
Administer general liability claims.
162
INSURANCE ADMINISTRATION
4540 ADMINISTRATIVE SERVICES
ExpendiJures by Caiegory
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 20,383 18,144 21,881 24,669
Contract Services 832,927 699,096 787,326 889,318
Total 853,310 717,240 809,207 913,987
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 401,119 383,220 510,318 591,201
Long Tenn Disability 68,995 80,453 89,600 93,600
Workers Compensation 383,196 253,567 209,289 229,186
Total 853,310 717,240 809,207 913,987
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.30 0.30 0.30
Total 0.30 0.30 0.30
163
PROGRAM OVERVIEW
ADMINISTRATIVE SERVICES
INFORMATION TECHNOLOGY
This activity provides for all technology related expenses for the citywide management of
information services. The Information Technology Manager and staff are responsible for
implementing the City's Technology Master Plan and, with the help of skillful, practiced City
employees, assists in training staff and troubleshooting the City's information systems, which
include: the Pentamation financiallbuilding systems, Records Management system, Reservation
system, Graphical Information System (GIS) data, Code Enforcement databases and the specific
departmental MS Access databases.
SERVICE OBJECTIVES
Establish standards and procedures for the replacement and maintenance of all personal
computers, printers, and peripherals and systems defined in the Technology Master Plan.
Maintain and service the City's wide area network between eight separate locations.
Oversee the implementation of the following key information systems in fiscal year 2004/05:
GIS maps, workstation replacement, IVR system, network printer replacement, systems payment
module for Econnect, Pentamation databases upgrade, infrastructure of Community Hall and GIS
internet application.
New Equipment Purchase
Hardware
Software
GIS
Finance
Parks and Recreation
Public Works
Other
Total
Amount
Replacement Equipment
Amount
$ 29,500 Hardware
$ 73,300
$ 24,515
$ 20,000
$ 10,000
$ 4,000
$31,985
$120,000 Total
$73,300
164
INFORMATION TECHNOLOGY
4800 ADMINISTRATIVE SERVICES
Expenditures by CaJegory
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 272,772 287,353 295,848 353,999
Materials 67,044 93,973 89,000 89,000
Contract Services 158,164 159,606 200,000 143,000
Capital Outlay 347,683 0 270,000 193,000
Cost Allocation 209,000 220,812 180,700 130,500
Total 1,054,663 761,744 1,035,548 909,499
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Infonnation Technology 1,054,663 761,744 1,035,548 909,499
Total 1,054,663 761,744 1,035,548 909,499
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 3.00 3.00 3.00
Total 3.00 3.00 3.00
165
Parks and
Recreation
167
PARKS AND
RECREA TION
Parks and Recreation
(1.90)
Sports Center! Quinlan Community Ctrl
Physical Rec (5.50) Cultural Programs (7.00)
Senior Center and Blackberry Farm
- -
Services (7.50) (6.88)
Monta Vista Rec Center
I--
Youth Programs (3.35)
168
PARKS AND RECREATION
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
6100 ADMINISTRATION 206,885 215,311 219,685 241,162
CULTURAL PROGRAMS/QUINLAN
CENTER/COMMUNITY HALL
6200 QUINLAN C.c., CULTURAL/SUPRVSN 355,444 384,028 395,907 434,848
6230 COMMUNITY HALL 0 0 0 28,364
6248 CULTURAL PROGRAMS 34,044 54,888 96,525 49,253
6249 RECREATION PROGRAMS 301,364 261,104 295,619 311,190
6265 QUINLAN COMMUNITY CENTER 257,049 265,600 324,950 272,638
947,901 965,620 1,113,001 1,096,293
MONTA VISTA REC CENTER/YOUTH &
TEEN PROGRAMSrrEEN CENTER
6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR 169,992 227,641 226,608 211,619
6342 YOUTH PROGRAMS 29,166 41,653 45,040 40,045
6343 TEEN PROGRAMS 16,571 27,800 35,055 12,405
6344 TEEN CENTER 0 0 0 62,135
6349 RECREATION PROGRAMS 547,782 620,603 766,427 732,998
6360 MONT A VISTA RECREATION CENTER 7,062 10,142 17 ,270 13,840
770,573 927,839 1,090,400 1,073,042
SPORTS AND PHYSICAL RECREA nON
6400 PHYSICAL RECREATION/SUPERVISION 196,839 197,404 157,189 215,230
6445 CREEKSIDE PARK PROGRAMS 6,332 6,380 12,250 12,150
6448 FOURTH OF JULY 58,098 41,616 6,000 66,000
6449 RECREATION PROGRAMS 689,108 662,535 972,149 930,953
6450 CUPERTINO SPORTS CENTER 919,727 934,264 1,096,899 1,078,413
1,870,104 1,842,199 2,244,487 2,302,746
169
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
SENIOR PROGRAMS/SENIOR CENTER
6500 SENIOR ADULT PROGRAMS 389,898 480,892 468,268 467,175
6529 SENIOR CENTER CASE MANAGER 62,602 82,084 91,897 58,300
6549 RECREATION PROGRAMS 514,550 570,411 547,225 471,275
967,050 1,133,387 1,107,390 996,750
BLACKBERRY FARM!
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMINISTRATION 96,647 110,187 117,318 120,044
6620 BLACKBERRY FARM PARK 738,750 802,766 920,754 891,855
6640 BLACKBERRY FARM GOLF 437,159 445,264 574,998 540,411
6647 NATURE PROGRAMS 68,357 68,728 74,191 72,846
6649 NATURALIST PROGRAMS 3,421 10,592 19,400 22,000
6660 BLUE PHEASANT RESTAURANT 14,376 14,392 20,000 23,000
6680 BLACKBERRY FARM RETREAT CENTER 29,446 21,786 39,219 37,551
1,388,156 1,473,715 1,765,880 1,707,707
TOTAL 6,150,669 6,558,071 7,540,843 7,417,700
170
PARKS AND RECREA nON
ADMINISTRATION
PROGRAM OVERVIEW
Provides overall department administration, as well as project management, community outreach
and support to the Parks and Recreation Commission.
SERVICE OBJECTIVES
Provide overall department administration, budget control, and employee development and
evaluation.
Complete the Stevens Creek Corridor Park Master Plan.
Complete the environmental review of the Stevens Creek Corridor Master Plan.
Work with the Santa Clara Valley Water District on a restoration plan for Stevens Creek.
Apply for an administer grants in support of facility improvements and program development.
Work with the Community Development Department to annex property along Lawrence
Expressway into the City for development as a neighborhood park.
172
ADMINISTRA TION
6100 PARKS AND RECREATION
Expenditures by Category
2001-02 2002-03
Actual Actual
Employee Compensation 189,760 200,806 207,395 230,672
Materials 9,466 5,436 4,000 4,600
Contract Services 0 2,559 2,400 2,400
Cost Allocation 7,660 6,510 5,890 3,490
Total 206,886 215,311 219,685 241,162
Expenditures by Fund
2001-02 2002-03
Actual Actual
General 206,886 215,311 219,685 241,162
Total 206,886 215,311 219,685 241,162
Personnel Summary
2002-03
Actual
Full-time 1.90 1.90 1.90
Total 1.90 1.90 1,90
173
P ARKS AND RECREATION
CULTURAL PROGRAMS/QUINLAN CENTER/COMMUNITY HALL
PROGRAM OVERVIEW
Manages utilization of the Quinlan Community Center for private permits, community group
services, and recreation department activities and classes. Cultural programs provided under this
section include community special events, adult and youth cultural classes and public concerts.
For the 2004-05 fiscal year, this division will generate approximately $306,000 in user fees;
$221,000 from youth, adult, and teen classes and $85,000 from rentals and picnic reservations.
The scheduling and management of the new Community Hall, Civic Center Plaza, and City
Center Park will fall under this division.
SERVICE OBJECTIVES
Complete the update of the Quinlan Center Mass Shelter Binder and set up meetings with full
time Parks and Recreation staff to review information.
Develop policies and procedures for use of the new Community Hall, new Civic Plaza, and City
Center Park, which will include use for by for-profits and non-profits.
Encourage special event sponsors to use new downtown venues for their events.
Continue to investigate off-site classes that do not impact the Quinlan Center, consider the uses
of City Center Park for classes that can be held outdoors.
This division will be the lead for the City of Cupertino's 50th birthday celebration.
174
CULTURAL PROGRAMS
QUINLAN CENTER/COMMUNITY HALL
6200 PARKS AND RECREATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 523,605 544,030 578,264 646,395
Materials 75,461 75,594 110,301 95,760
Contract Services 191,443 228,117 286,516 252,268
Capital Outlay 48,922 1,319 18,000 0
Cost Allocation 108,470 116,560 119,920 10 1,870
Total 947,901 965,620 1,113,001 1,096,293
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 646,537 704,516 817,382 785,103
Recreation 301,364 261,104 295,619 311,190
Total 947,901 965,620 1,113,001 1,096,293
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 6.50 7.00 7.00
Total 6.50 7.00 7.00
175
PARKS AND RECREATION
YOUTH & TEEN PROGRAMS/MONTA VISTA RECREATION CENTERffEEN CENTER
PROGRAM OVERVIEW
Provides for the operation and programming of the Monta Vista Recreation Center, which is
utilized for recreation classes, co-sponsored clubs, community meeting space, summer youth
programs, and storage for department supplies. In cooperation with the Cupertino Union School
District, the City will oversee the Afterschool Enrichment Program at school sites and will
continue to expand program offerings. In addition, this division will expand its level of service
by providing new and expanded programs for teens. This division will generate approximately
$725,000 in user fees for the 2004/05 fiscal year.
SERVICE OBJECTIVES
Continue to provide a nine-month pre-school program at the Monta Vista Recreation Center and
the Quinlan Community Center. Expand the program by offering an additional afternoon class at
the Monta Vista Recreation Center, entitled Lunch Bunch. Provide more training opportunities
to the pre-school staff.
Investigate moving parent tot pre-school from Portal Park to Wilson Park to establish a
designated facility for this growing program.
Coordinate the annual Volunteer/Staff Summer Recognition event.
Investigate new ways to market and increase the number of participants In the Special
Recreation/Club Wednesday program.
Investigate more ways to increase the enrollment and revenue for the Afterschool Enrichment
program through new marketing techniques and continuing to improve the cooperative working
relationship with the school district and offer new classes by hiring two more contractors.
Evaluate and review policies and guidelines of the Teen Center and implement appropriate
programming changes.
Increase enrollment at the Teen Center by enhancing the publicity and by implementing new
activities, offering guest speakers on topics for teens, and providing special events.
Provide 11 middle school dances annually, in addition to at least one high school dance.
Participate in discussions regarding the development of new programming for Stevens Creek
Conidor Park.
Evaluate divisional programs and make changes and improvements as needed to maintain
adequate levels of revenue, while maintaining service to the community.
176
YOUTH AND TEEN SERVICES
MONT A VISTA RECREATION CENTER!
TEEN CENTER
6300 PARKS AND RECREATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 502,882 587,049 638,525 670,647
Materials 106,744 81,884 125,180 96,150
Contract Services 160,947 254,965 318,465 298,375
Cost Allocation 0 3,941 8,230 7,870
Total 770,573 927,839 1,090,400 1,073,042
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 222,791 307,236 323,973 340,044
Recreation 547,782 620,603 766,427 732,998
Total 770,573 927,839 1,090,400 1,073,042
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 3.35 3.35 3.35
Total 3.35 3.35 3.35
177
PARKS AND RECREATION
SPORTS AND PHYSICAL RECREA nON
PROGRAM OVERVIEW
Provides for the supervision and operation of the Cupertino Sports Center as an enterprise
facility.
The Sports and Fitness Division includes a diverse physical recreation program for all ages,
including sports leagues, camps, clinics, drop-in activities, and special events. Aquatic lessons
and specialty classes are offered during the summer season. This division will generate
approximately $2,025,701 in user fees.
SERVICE OBJECTIVES
Supervise the annual Fourth of July fireworks display.
Aggressively market the Sports Center to attract new members.
Work with Sports Center tenants to ensure a smooth transition during renovation and reopening.
Explore new program offerings at Cupertino High School and other school district venues.
Institute a fee for field use program with youth sports groups.
Explore options for facilitating a cricket program.
Assist with the planning of the City of Cupertino's 50th birthday celebration to be held in October
2005.
Continue the successful operation of ongoing division programs.
Work with Public Works staff on the resolution of the Court 17 issue and needed tennis court
resurfacing.
178
SPORTS AND PHYSICAL RECREATION
6400 PARKS AND RECREATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 494,597 523,382 641,088 655,395
Materials 81,176 71,599 105,725 106,529
Contract Services 1,279,298 1,236,856 1,240,924 1,488,582
Capital Outlay 0 0 143,000 20,000
Cost Allocation 15,033 10,362 113,750 32,240
Total 1,870,104 1,842,199 2,244,487 2,302,746
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 261,269 245,400 175,439 293,380
Recreation 689,1 08 662,535 972,149 930,953
Sports Center 919,727 934,264 1,096,899 1,078,413
Total 1,870,104 1,842,199 2,244,487 2,302,746
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 5.50 5.50 5.50
Total 5.50 5.50 5.50
179
PARKS AND RECREA nON
SENIOR PROGRAMS/SENIOR CENTER
PROGRAM OVERVIEW
The Senior Center provides a welcoming and friendly environment for everyone 50 years and
older, and enhances a healthy lifestyle through quality education, recreation, services, travel,
socials and volunteer opportunities. A Case Manager supports homebound and/or at risk seniors
and the facility is used for room rentals on weekends when the Senior Center is not being used
for classes and programs.
This division will generate user fees of approximately $434,000 from trips, memberships,
classes, rentals and social events. The Council on Aging of Santa Clara County provides an
annual grant of $19,750 from the Older Americans Act to fund the case management program.
Over 18,000 hours of volunteer service is given by Senior Center members to support programs
and services each year.
SERVICE OBJECTIVES
Support the new Senior Citizens Commission.
Reinstate the Case Management Programs.
Continue to develop fee based classes and events to fund the Senior Center enterprise account.
180
SENIOR PROGRAMS
SENIOR CENTER
6500 PARKS AND RECREATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 461,317 534,885 548,350 536,125
Materials 467,938 525,130 488,900 401,600
Contract Services 11,903 15,831 17,200 8,865
Cost Allocation 25,892 57,541 52,940 50,160
Total 967,050 1,133,387 1,107,390 996,750
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 452,500 562,976 560,165 525,475
Senior Center 514,550 570,411 547,225 471,275
Total 967,050 1,133,387 1,107,390 996,750
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 7.50 7.50 7.50
Total 7.50 7.50 7.50
181
PARKS AND RECREATION
BLACKBERRY FARNUNATURE PROGRAMS
PROGRAM OVERVIEW
Provides for the management of Blackberry Fann Picnic Grounds, Blackberry Fann Golf Course,
and nature and environmental educational programs at McClellan Ranch Park.
The Blackberry Fann Picnic Grounds offers recreational opportunities, including picnicking,
swimming, softball, volleyball, and basketball. Catering is available for large groups and the
snack bar is also available for food purchases.
The Blackberry Farm Golf Course is popular with golfers of all abilities. The department
manages the pro shop and the course maintenance contract.
The nature and environmental programs at McClellan Ranch provide recreational and
educational opportunities for residents, non-residents, gardeners, schools, and community
groups.
SERVICE OBJECTIVES
Continue to manage the picnic ground operation to ensure customer satisfaction and increased
revenue.
Continue to provide a quality golf course operation through excellent customer service and an
excellent turf and landscape maintenance program.
Plan for deferred maintenance at the Blue Pheasant Restaurant, including re-roofing the building.
Evaluate all methods of the operation as necessary for improvement in service and amenities by
November 2004.
Continue improving the nature museum with quality displays.
Increase the nature and environmental educational offerings at McClellan Ranch and increase the
communities' awareness of them. Initiate new youth programs in the Fall of 2004.
Continue to administer the community garden program.
Manage the Simms house as a rental property.
This division operates as an "enterprise fund". It is expected to generate $1,600,000 in revenue.
All excess revenue, after expenses, will be used to pay down the debt service and to fund facility
improvements.
182
BLACKBERRY FARM
NATURE PROGRAM
6600 PARKS AND RECREATION
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 751,659 658,591 747,010 721,097
Materials 307,106 295,139 361,450 327,850
Contract Services 210,707 360,129 455,100 468,700
Capital Outlay 30,555 67,087 111,000 111,000
Cost Allocation 88,129 92,769 91,320 79,060
Total 1,388,156 1,473,715 1,765,880 1,707,707
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 68,357 68,728 74,191 72,846
Recreation 3,421 10,592 19,400 22,000
Blackberry Farm 1,316,378 1,394,395 1,672,289 1,612,861
Total 1,388,156 1,473,715 1,765,880 1,707,707
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 7.88 7.88 6.88
Total 7.88 7.88 6.88
183
Community
Development
185
COMMUNITY
DEVELOPMENT
Community
Development
(1.49)
I
I I I
Housing Services Building Planning
(0.90) (11.40) (7.04)
186
COMMUNITY DEVELOPMENT
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
PLANNING
7200 PLANNING ADMINISTRATION 198,858 191,016 223,981 209,045
7301 CURRENT PLANNING 621,958 616,477 641,574 565,755
7302 MID AND LONG RANGE PLANNING 295,578 215,677 181,296 210,575
7304 V ALLCO REDEVELOPMENT 34,126 93,539 231,902 204,474
7305 ANNEXATION/SARATOGA CREEK 0 9,692 0 15,000
BOUNDARY
951,662 935,385 1,054,772 995,804
HOUSING SERVICES
7401 CDBG GENERAL ADMINISTRATION 6,075 17,429 72,391 96,101
7402 REHAB LOAN ADMINISTRATION 161,002 723 50,000 0
7403 AFFORDABLE HOUSING 0 0 290,990
7404 PUBLIC SERVICE GRANTS 614,089 37,418 403,350 71,910
7405 BMR HOUSING 1,316,142 799,582 155,669 161,631
7406 HUMAN SERVICE GRANTS 0 0 0 39,582
2,097,308 855,152 681,410 660,214
BUILDING
7501 GENERAL BUILDING 436,837 318,166 462,443 437,129
7502 CONSTRUCTION PLAN CHECKING 324,882 317,272 418,420 420,417
7503 BUILDING CODE ENFORCEMENT 448,946 553,954 548,550 487,557
7504 BUILDING ABATEMENTS 3,780 0 50,000 50,000
1,214,445 1,189,392 1,479,413 1,395,103
TOTAL 4,462,273 3,170,945 3,439,576 3,260,166
187
COMMUNITY DEVELOPMENT
ADMINISTRATION
PROGRAM OVERVIEW
Efficiently manage the daily operations of the Community Development Department.
SERVICE OBJECTIVES
Development of systems to implement General Plan program policies and test their effectiveness.
Ensure that the General Plan and Economic Development plan are coordinated.
Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement
Program to ensure that buildings are constructed based upon approved codes and that they are
safe and well maintained.
Continue to utilize specialized training programs to develop a highly motivated and technically
competent staff.
Planners are encouraged to attend at least one DC extension course or equivalent course
regarding professional planning topics. The building inspectors will continue to participate in the
certificate program offered by the International Conference of Building Officials.
Continue to streamline the internal application processing system and public review process.
Continue efforts to create a more effective records management system and land use data system
using GIS.
188
ADMINISTRATION
7200 COMMUNITY DEVELOPMENT
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 172,323 173,441 173,114 184,068
Materials 20,358 9,161 7,237 7,237
Contract Services 217 274 31,500 6,500
Cost Allocation 5,960 8,140 12,130 11,240
Total 198,858 191,016 223,981 209,045
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 198,858 191,016 223,981 209,045
Total 198,858 191,016 223,981 209,045
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 1.49 1.49 1.49
Total 1.49 1.49 1.49
189
COMMUNITY DEVELOPMENT
PLANNING
PROGRAM OVERVIEW
Provide efficient and responsive professional planning services to the community and implement
city development policies, programs, and regulations.
The Mid and Long Range program examines the General Plan to ensure that it reflects
community values, prepares new and updated ordinances, prepares and interprets development
policy and works with several special purpose agencies to address issues of regional concern
such as transportation and air quality.
The Current Planning program provides technical processing of applications for land
development, including environmental assessment, architectural and landscaping review, and
commercial sign requests.
SERVICE OBJECTIVES
Provide timely and complete technical processing of approximately 100 applications for
discretionary land use entitlements and 50 code enforcement actions.
Provide opportunity for public contact 40 hours per week.
Check approximately 400 building pennit plan sets for compliance with zoning requirements
within the time limits set by Planning Division policy.
Implement the Vallco Redevelopment Plan.
Complete the comprehensive General Plan review.
Implement Housing programs: housing development; BMR & MCC programs, particularly for
public employees, teachers; housing advocacy program.
Maintain a parcel database, a project database, develop a Geographic Infonnation System and
provide planning resources on Cupertino's web page.
Pursue annexation of the land under the San Tomas/Saratoga Creek trail and other individual
parcels when redevelopment occurs.
190
PLANNING
7300 COMMUNITY DEVELOPMENT
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 677,087 757,610 788,508 724,560
Materials 17,088 15,657 20,644 38,644
Contract Services 231,467 121,977 215,500 209,300
Cost Allocation 26,020 40,141 30,120 23,300
Total 951,662 935,385 1,054,772 995,804
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 917,536 832,154 822,870 791,330
Redevelopment Agency 34,126 103,231 231,902 204,474
Total 951,662 935,385 1,054,772 995,804
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 6.96 6.96 7.04
Total 6.96 6.96 7.04
191
COMMUNITY DEVELOPMENT
HOUSING SERVICES
PROGRAM OVERVIEW
The Housing Services Division manages the City's housing programs and related services for
residents of very low to moderate income. The Division's primary goals are (1) to encourage a
balanced community by improving the local availability of affordable housing opportunities and
(2) to maintain the existing housing stock by correcting housing deficiencies and building code
violations in existing homes.
The Division provides loans and grants for the development of affordable housing units, the
provision of housing related services, and the rehabilitation of single-family homes. The
Division also conducts research and recommends innovative approaches to the financing and
development of affordable housing options.
SERVICE OBJECTIVES
Submit approved Consolidated Plan to the federal department of Housing and Urban
Development (HUD).
Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by
April 2005. Present CDBG proposals to the Housing Commission for their recommendation.
Conduct public hearing in November 2004 for setting CDBG funding priorities and a second
hearing in April 2005 for final award of CDBG funds.
Develop and quarterly monitor contracts with all CDBG sub-recipients.
Present funding applications and coordinate meetings as needed of the Cupertino Housing
Commission. Quarterly monitor housing program accounts and affordable housing loan
payments and rent payments to the Affordable Housing Fund. Meet with local developers and
other property owners to encourage the development of 30 affordable housing units.
Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures and
program income for $100,000 loan portfolio.
Provide Mortgage Credit Certificate funding in the amount of $100,000 (4 MCC's).
Work with school district to develop teacher housing assistance program.
192
HOUSING SERVICES
7400 COMMUNITY DEVELOPMENT
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 5,928 90,969 92,120 99,892
Materials 2,066,778 706,348 507,290 449,940
Contract Services 21,812 56,505 80,800 110,382
Cost Allocation 2,790 1,330 1,200 0
Total 2,097,308 855,152 681,410 660,214
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 1,316,142 55,570 155,669 201,213
Housing 781,166 799,582 525,741 459,001
Total 2,097,308 855,152 681,410 660,214
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.90 0.90 0.90
Total 0.90 0.90 0.90
193
COMMUNITY DEVELOPMENT
BUILDING
PROGRAM OVERVIEW
Safeguard the health, safety and welfare of residents, workers and visitors to Cupertino by
effective administration and enforcement of building codes and ordinances adopted by the City,
and by providing field inspections, plan checking and public information services related to new
construction.
SERVICE OBJECTIVES
Train building inspectors on all new code requirements consistent with State Law and enhance
expertise through seminars and in-house training programs.
Update handouts and brochures that are used at the counter.
Abate unsafe residential units.
194
BUILDING
7500 COMMUNITY DEVELOPMENT
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 944,486 926,449 1,068,838 994,818
Materials 25,903 27,461 28,035 28,035
Contract Services 174,528 165,310 314,800 315,800
Capital Outlay 4,018 0 0 0
Cost Allocation 65,510 70,172 67,740 56,450
Total 1,214,445 1,189,392 1,479,413 1,395,103
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 1,214,445 1,189,392 1,479,413 1,395,103
Total 1,214,445 1,189,392 1,479,413 1,395,103
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 11.40 11.40 11.40
Total 11.40 11.40 11.40
195
Public
Works
197
PUBLIC WORKS
Public
Works
(3.00)
I
I I I I
Transportation Service Center Environmental Engineering
(4.35) (2.20) Programs (3.27) (5.75)
I
I I I I
Facility Ground Street General
Maintenance Maintenance Maintenance Services
(7.60) (18.40) (22.45) (4.20)
198
PUBLIC WORKS
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
ADMINISTRA nON
8001 PUBLIC WORKS ADMINISTRATION 261,118 405,097 414,082 452,661
8003 RESOURCE RECOVERY 1,726,524 1,897,424 2,102,909 2,188,234
8004 NON POINT SOURCE 334,611 351,219 353,754 397,807
2,322,253 2,653,740 2,870,745 3,038,702
ENVIRONMENTAL PROGRAMS
8005 ENVIRONMENTAL MANAGEMENT 135,038 142,585 157,435 187,873
135,038 142,585 157,435 187,873
ENGINEERING SERVICES
8101 ENGINEERING DESIGN 540,514 662,335 688,182 717,197
8102 INSPECTION SERVICE 104,115 111,472 114,167 122,709
644,629 773,807 802,349 839,906
SERVICE CENTER
8201 ADMINISTRATION 982,142 968,663 886,208 849,628
982,142 968,663 886,208 849,628
GROUNDS
8302 MCCLELLAN RANCH PARK 47,097 58,279 64,377 49,879
8303 MEMORIAL PARK 502,851 509,204 533,280 543,214
8304 CITY CENTER PARK 0 0 0 34,647
8312 SCHOOL SITE MAINTENANCE 485,968 540,123 553,783 526,787
8314 NEIGHBORHOOD PARKS 907,943 720,653 733,878 710,758
8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 355,394 284,290 284,132 391,403
8321 CIVIC CENTER MAINTENANCE 128,755 135,280 123,593 124,879
2,428,008 2,247,829 2,293,043 2,381,567
199
STREETS
8402 STREET CLEANING
8403 SIDEWALK CURB AND GUTTER
8404 STREET PAVEMENT MAINTENANCE
8405 STREET SIGNS MARKINGS
8406 GRAFFITI REMOVAL
8407 OVERPASSES AND MEDIANS
8408 STREET TREE MAINTENANCE
8409 ELMWOOD PROGRAM
FACILITIES
8501 BUILDING MAINTENANCE CITY HALL
8502 LIBRARY
8503 SERVICE CENTER
8504 QUINLAN COMMUNITY CENTER
8505 SENIOR CENTER
8506 MC CLELLAN RANCH
8507 MONTA VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
8512 COMMUNITY HALL MAINTENANCE
8513 TEEN CENTER BLDG MAINTENANCE
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAINTENANCE
8603 COMPREHENSIVE BIKElPEDESTRIAN
8604 ALTRAN K12 TRIP REDUCTION
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
101,387 113,167 116,341 39,167
674,348 654,216 561,007 597,448
351,197 219,635 227,489 236,135
462,009 436,757 420,359 397,167
5,613 5,708 18,500 56,743
625,923 584,713 607,409 589,704
445,201 500,525 543,298 545,785
155,473 201,131 206,988 202,437
2,821,151 2,715,852 2,701,391 2,664,586
425,869 461,092 497,519 449,171
98,674 81,522 68,1 02 301,027
478,193 312,545 263,676 240,806
328,995 392,536 363,298 374,031
156,429 175,262 189,679 186,712
52,460 49,781 105,864 50,859
88,709 113,823 100,666 100,625
18,216 12,863 33,912 26,032
28,806 30,112 32,184 30,284
167,043 196,281 261,685 229,793
40,074 37,694 58,626 80,141
0 0 0 59,104
0 0 0 26,566
1,883,468 1,863,511 1,975,211 2,155,151
480,885 336,156 404,452 334,481
369,802 370,976 399,965 403,345
8,447 0 0 0
15,000 0 0 0
874,134 707,132 804,417 737,826
200
Expenditures by Division
200 1-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
GENERAL SERVICES
8830 STREETLlGHTING 518,452 468,059 486,707 475,846
8840 EQUIPMENT MAINTENANCE 810,155 885,342 908,980 891,517
1,328,607 1,353,401 1,395,687 1,367,363
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION 213,000 193,500 0 155,000
213,000 193,500 0 155,000
TOTAL 13,632,430 13,620,020 13,886,486 14,377,602
201
PUBLIC WORKS
ADMINISTRATION
PROGRAM OVERVIEW
Administers the different divisions within the Public Works Department -- Engineering,
Environmental Programs, Transportation, Facilities, General Services, Grounds, and Streets.
SERVICE OBJECTIVES
Carry out the responsibilities of the Public Works Department in the most efficient and
productive manner by continuously assessing current programs.
Provide response within 24 hours to the community on complaints and request for services.
Represent the City on county and regional issues such as congestion management.
202
ADMINISTRATION
8000 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 465,141 605,173 639,865 734,392
Materials 21,358 23,375 31,950 41,950
Contract Services 1,829,104 2,010,172 2,184,800 2,249,400
Cost Allocation 6,650 15,020 14,130 12,960
Total 2,322,253 2,653,740 2,870,745 3,038,702
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 261,118 405,097 414,082 452,661
Environmental Management 334,611 351,219 353,754 397,807
Resource Recovery 1,726,524 1,897,424 2,102,909 2,188,234
Total 2,322,253 2,653,740 2,870,745 3,038,702
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 3.00 3.00 3.00
Total 3.00 3.00 3.00
203
PUBLIC WORKS
ENVffiONMENTALPROGRAMS
PROGRAM OVERVIEW
The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff
Program Fund and the Environmental Management activity. The Division provides contract
management, program development and implementation and public education and information as
they relate to solid waste, recycling, household hazardous waste, urban runoff pollution
prevention and the employee transportation program.
SERVICE OBJECTIVES
Comply with State AB939 requirements to divert 50% solid waste to the landfill by the year
2000, and maintain 50% diversion by implementing source reduction, recycling and composting
programs.
Provide contract oversight for solid waste and recyclables collection and hauling, yard waste
processing, compost hauling, solid waste disposal and household hazardous waste collection.
Comply with Regional Water Quality Control Board permit requirements with regard to urban
runoff pollution prevention.
Coordinate urban runoff pollution prevention activities (street sweeping, catch basin cleaning,
new development and construction best management practices) with other departments and
divisions (e.g. Planning, Building, Engineering, Public Works Service Center).
Represent the City on county and regional issues such as solid waste, urban runoff pollution
prevention and household hazardous waste.
Provide public education and information to the residents, businesses and schools regarding
environmental programs.
204
ENVIRONMENTAL PROGRAMS
8005 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 11,201 9,631 10,135 21,573
Materials 66,355 55,492 65,200 66,500
Contract Services 54,692 69,652 75,000 95,620
Cost Allocation 2,790 7,810 7,100 4,180
Total 135,038 142,585 157,435 187,873
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 135,038 142,585 157,435 187,873
Total 135,038 142,585 157,435 187,873
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 2.57 2.42 3.27
Total 2.57 2.42 3.27
205
PUBLIC WORKS
ENGINEERING SERVICES
PROGRAM OVERVIEW
The Engineering Division provides design and construction administration for all capital
improvement programs including streets, buildings, parks, utilities, and pavement maintenance.
The Division reviews plans for all private developments including residential, commercial and
industrial to ensure conformance with City standards. Inspection services ensure compliance
with city standards on all public and private projects.
SERVICE OBJECTIVES
Respond to public inquiries or complaints in a timely manner.
Ensure that all public improvements are constructed in accordance with City standards.
Place safety of the general public, City employees and workers as the highest priority on
construction sites. Minimization of injury accidents and prevention of fatalities is safety goal.
Maintain infrastructure at the least possible cost by selecting the program to yield the best
benefit/cost ratio.
Continue to expand GIS system.
206
ENGINEERING SERVICES
8100 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 393,686 554,629 571,649 627,396
Materials 20,675 15,841 19,300 19,300
Contract Services 168,292 144,487 156,400 156,400
Cost Allocation 57,980 58,850 55,000 36,810
Total 640,633 773,807 802,349 839,906
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 640,633 773,807 802,349 839,906
Total 640,633 773,807 802,349 839,906
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 5.75 5.75 5.75
Total 5.75 5.75 5.75
207
PUBLIC WORKS
SERVICE CENTER
PROGRAM OVERVIEW
Administer the operations of the public works field operations including streets, facilities, and
grounds divisions, and provides administration for the service center and clerical support. Costs
related to non-specific activity functions; such as, sick leave, holiday, vacation, other leaves,
travel time, contract administration for school crossing guards, and equipment operating cost, are
recorded to this cost center.
SERVICE OBJECTIVIES
Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs,
vehicle and equipment, and streetlights.
Maintain records of all complaints and requests for services by tracking responses through
computer programs.
Maintain productivity units of measure for each task performed by employee and activity center.
Administer the Elmwood work furlough program to assist in daily cleanup tasks in the City.
208
SERVICE CENTER
8200 PUBLIC WORKS
Expenditures by CaJegory
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 449,177 424,968 360,328 344,798
Materials 46,936 52,959 59,500 59,500
Contract Services 94,149 117,946 117,650 119,000
Cost Allocation 391,880 372,790 348,730 326,330
Total 982,142 968,663 886,208 849,628
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 982,142 968,663 886,208 849,628
Total 982,142 968,663 886,208 849,628
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 2.20 2.20 2.20
Total 2.20 2.20 2.20
209
PUBLIC WORKS
GROUNDS
PROGRAM OVERVIEW
The Grounds Division maintains 15 parks, consisting of approximately 118 acres of community
and neighborhood facilities. The park sites include Memorial, Linda Vista, McClellan, Monta
Vista, Portal, Somerset, Varian, Wilson, Jollyman, Three Oaks, Hoover, Canyon Oak, Little
Rancho, and Creekside. The City also maintains school sites for recreational activities at Hyde,
Eaton, Lincoln, Regnart, Faria, Stevens Creek, Garden Gate, and Kennedy schools consisting of
approximately 52 acres. Establish a new maintenance program for one year for the City Center
Park.
SERVICE OBJECTIVES
Daily Tasks: restroom maintenance, equipment repair, general cleanup, debris, and graffiti
removal. Goal to minimize complaints to less than two per month.
Weekly Tasks: mowing, edging, maintenance of play equipment and park accessories.
Maintenance of tennis courts, where available.
Quarterly Tasks: landscape maintenance, aerating, fertiJizing, weeding, etc.
Semi-Annual Tasks: pruning and spraying trees and shrubs, and as needed, sprinkler repair,
replacement of planting material, tennis court nets, etc.
Maintain school sites for recreational activities for (Eaton, Regnart, Faria, Stevens Creek, Hyde,
Garden Gate, Kennedy, and Lincoln) approximately 52 acres.
UtiJize Elmwood work furlough program to assist in weekend and weekday cleanup programs.
This is equal to approximately three (3) full time maintenance workers.
Contract restroom cleaning at the following sites: Linda Vista, Monta Vista, Portal, Wilson,
McClellan Ranch, Memorial, Jollyman, and Creekside Parks.
210
GROUNDS
8300 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 1,206,204 1,200,589 1,297,538 1,328,472
Materials 624,022 604,727 631,925 651,175
Contract Services 177,602 194,888 204,000 217,500
Capital Outlay 267,781 86,115 7,500 14,750
Cost Allocation 152,400 161,510 152,080 169,670
Total 2,428,009 2,247,829 2,293,043 2,381,567
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 2,428,009 2,247,829 2,293,043 2,381,567
Total 2,428,009 2,247,829 2,293,043 2,381,567
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 18.40 18.40 18.40
Total 18.40 18.40 18.40
211
PUBLIC WORKS
STREETS
PROGRAM OVERVIEW
The Streets Division maintains all street rights-of-way pavement, including curb, gutter,
sidewalks, street signs and markings, stonn drain system. Administers the street-cleaning
program. The division maintains another 31.54 developed acres of median and overpasses,
21.69 undeveloped acres, and approximately 13,000 street trees within the park strip.
SERVICE OBJECTIVES
Provide high-level maintenance of city's infrastructure to protect the City's investment.
Continue annual street maintenance program consisting of slurry sealing and improving the
structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-to-
date computerized pavement management program that assists in developing priorities and
providing future planning for scheduling road improvements and maintaining all the streets in
the community.
Cleanup of stonn drain inlets and respond to citizen requests immediately.
Perfonn mainline cleaning contractual arrangements. The City pays San Jose a fee for use of
San Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino.
Perfonn street cleaning every two weeks in residential areas and every week in the commercial
and industrial areas. The City presently has approximately 610 curb miles that are swept each
month.
Annual maintenance of sidewalks, curbs, and gutters through contractual service. Respond
within 24 hours for emergency or temporary repair to alleviate hazardous conditions.
Perfonn maintenance of all streets, traffic sIgns and markings within 24 hours to minimize
liability.
Repaint markings and legends once a year prior to the beginning of the school year and
centerline striping as needed.
Maintenance of street trees: staff perfonns watering, spraying, staking, pruning, and fertilizing in
the commercial areas. Contract for major tree maintenance.
Administer and schedule the weekday and weekend Elmwood work furlough program.
Maintenance of landscaping medians strips, landscape roadsides and public right of ways: Staff
perfonns maintenance of irrigation systems, weed control, pruning and fertilizing of plant
material in these areas. Pond Maintenance.
Cleanup of graffiti on City property within 48 hours.
212
STREETS
8400 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 1,269,665 1,488,249 1,572,661 1,572,616
Materials 314,815 319,253 329,200 326,200
Contract Services 920,137 618,378 531,500 483,000
Capital Outlay 55,761 32,241 14,500 18,500
Cost Allocation 260,770 257,731 253,530 264,270
Total 2,821,148 2,715,852 2,701,391 2,664,586
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Gas Tax 1,487,554 1,310,608 1,208,855 1,230,750
General Fund 1,333,594 1,405,244 1,492,536 1,433,836
Total 2,821,148 2,715,852 2,701,391 2,664,586
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 22.55 22.70 22.45
Total 22.55 22.70 22.45
213
PUBLIC WORKS
FACILITIES
PROGRAM OVERVIEW
Provides maintenance and mechanical services to all public buildings. These include 15 City-
owned buildings and nine single standing restroom facilities.
Administers the janitorial contract, alarm system, and the maintenance of building equipment at
all City facilities and special projects.
SERVICE OBJECTIVES
Maintain City buildings and installations to reflect community pride by responding to citizen
request within 24 hours.
Strive for safe and clean working environment for the public and employees and reduce
complaints to less than 24 requests per year.
Maintain City communication system and telephone system.
214
FACILITIES
8500 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 506,933 544,831 575,501 629,471
Materials 500,820 592,067 626,450 664,850
Contract Services 473,512 497,359 482,500 729,900
Capital Outlay 383,823 201,265 252,000 93,500
Cost Allocation 18,380 27,989 38,760 37,430
Total 1,883,468 1,863,511 1,975,211 2,155,151
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 1,716,425 1,667,230 1,713,526 1,925,358
Sports Center 167,043 196,281 261,685 229,793
Total 1,883,468 1,863,511 1,975,211 2,155,151
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 7.30 7.30 7.60
Total 7.30 7.30 7.60
215
PUBLIC WORKS
TRANSPORTATION
PROGRAM OVERVIEW
The Transportation Division develops plans, specifications and estimates for the installation,
operation and maintenance of the traffic signals, the traffic signal interconnects, traffic signs,
pavement markings, and design standards. The Division assists in the preparation of the General
Plan, street plan lines and capital improvement program related to street improvements.
Staff, with support of consultants, is designing and building capital improvements projects for
the transportation system. For traffic signals, they are continuing to implement the adaptive
traffic signals control system, and Silicon Valley Smart Corridor. For bicycle and pedestrian
facilities, they are implementing the Mary Avenue Bicycle Footbridge.
SERVICE OBJECTIVES
Ensure the efficiency and safety of the street system through continual observation of traffic
signals and other traffic control devices. Review traffic collision reports periodically, traffic flow
patterns annually, intersection levels of service annually, and neighborhood traffic issues as
needed.
Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and
traffic efficiency at city boundaries. Continue training personnel in traffic engineering by
encouraging attendance at classes and seminars at least once a year.
Maintain the level of service on the traffic control systems by monitoring traffic volumes at least
once per year and updating the traffic signal timing patterns more frequently.
216
TRANSPORTATION
8600 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 536,451 435,942 432,787 376,686
Materials 61,382 65,454 79,000 75,500
Contract Services 216,604 151,714 240,000 228,500
Capital Outlay 27,227 15,452 0 0
Cost Allocation 32,470 38,570 52,630 57,140
Total 874,134 707,132 804,417 737,826
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 874,134 707,132 804,417 737,826
Total 874,134 707,132 804,417 737,826
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 4.35 4.35 4.35
Total 4.35 4.35 4.35
217
PUBLIC WORKS
GENERAL SERVICES
PROGRAM OVERVIEW
Provides maintenance and service to all vehicles (91), rolling stock (48), trailers (16), riding
mowers (12), and all power equipment (221). Maintains 3,250 City-owned streetlights, parking
lot lights, and park lights. Responsible for inspections of all new street light installations.
Responsible for handling of hazardous waste and materials and responding to non-point source
spills. Maintains above and below ground fuel tanks. Maintains the complete Service Center yard
maintenance. Perfonn fabrication, welding and repair of metal parts and equipment for City
vehicles, apparatus, structures and facilities. Respond to USA underground locates, and mark
City owned utilities.
Responsible for writing of specifications and bidding process for major purchasing of trucks,
tractors, and other equipment, in addition to administration of street sweeping and stonn drain
contracts. Responsible for all hazardous waste records, manifests, and reports, as well as all
Service Center employees training and training records as required by OSHA.
SERVICE OBJECTNES
Maintain the City streetlight system for a safe environment and by responding to outages within
five working days of first notice.
Maintain City vehicles and equipment for general maintenance and safety.
Maintain City Park and parking lot lights for a safe environment
Strive for a safe and clean working environment for the public and employees at the Service
Center Maintenance yard.
Repair vandalized, broken and worn metal equipment for safety.
218
GENERAL SERVICES
8800 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Employee Compensation 309,951 318,140 346,817 371,183
Materials 521,658 464,980 477,000 457,000
Contract Services 92,825 109,092 124,000 122,000
Capital Outlay 43,330 92,549 65,000 70,000
Cost Allocation 360,843 368,640 382,870 347,180
Total 1,328,607 1,353,401 1,395,687 1,367,363
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 518,452 468,059 486,707 475,846
Equipment Maintainence 810,155 885,342 908,980 891,517
Total 1,328,607 1,353,401 1,395,687 1,367,363
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 4.10 4.10 4.20
Total 4.10 4.10 4.20
219
PUBLIC WORKS
FIXED ASSETS ACQUISITION
PROGRAM OVERVIEW
The purchase of equipment having a value greater than $5,000, expected life of more than one
year, and used for general government purposes, is financed from this budget. Equipment users
are charged for the use of these assets through a depreciation schedule. Equipment used by
Special Revenue and Enterprise funds are charged to the respective funds.
SERVICE OBJECTIVES
Obtain quality equipment through competitive bidding.
CAPITAL OUTLA Y
Replacement Fund Purchase
#108 Street Stripper Machine $65,000
#65 One Ton Pickup 25,000
#101 Riding Mower 72" Deck 19,000
#102 Riding Mower 72" Deck 19,000
#103 Riding Mower 72" Deck 19,000
#125/126 Mower Trailers 8,000
Total: $155,000
New Eouipment Purchase
No activity for fiscal year 2004-05.
220
FIXED ASSETS ACQUISITION
9820 PUBLIC WORKS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Capital Outlay 213,000 193,500 0 155,000
Total 213,000 193,500 0 155,000
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Equipment Maintenance 213,000 193,500 0 155,000
Total 213,000 193,500 0 155,000
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
221
Non-
Departmental
223
NON-DEPARTMENTAL
Expenditures by Division
2001-02 2002-03 2003-04 2004-05
Actual Actual Adopted Adopted
INTERFUND TRANSFERS
0100 OPERATING TRANSFER OUT
GENERAL FUND 9,163,000 25,503,100 5,231,000 4,864,000
PARK DEDICATION FUND 2,400,000 25,000 190,000 1,800,000
BLACKBERRY FARM 175,000 75,000 75,000 127,000
RECREATION PROGRAMS 242,000 100,000 100,000 131,365
SENIOR CENTER/SPORTS CENTER 50,000 50,000 50,000 134,000
OTHER 230,000 250,000 182,000 45,000
RESOURCE RECOVERY 0 0 0 500,000
12,260,000 26,003,100 5,828,000 7,601,365
DEBT SERVICE
5301 FACILITY CORPORATION 4,935,000 9,866,000 3,547,000 3,547,000
5306 TRAFFIC IMPACT 39,000 38,000 36,000 35,000
4,974,000 9,904,000 3,583,000 3,582,000
TOTAL 17,234,000 35,907,100 9,411,000 11,183,365
225
NONDEPARTMENTAL
INTERFUND TRANSFERS
PROGRAM OVERVIEW
Interfund transfers represent transfers of monies between various funds. These transfers provide
additional resources to the receiving fund to support operating and capital project costs. For the
2004-05 fiscal year, budget activity accounts have been established for the following transfers:
1. Funding from the General Fund for capital improvements in the Capital Project Fund:
$27,000 for Safe Routes to School; $75,000 for a City Hall space study; $160,000 for traffic
projects; $125,000 for the Blue Pheasant re-roof; $10,000 for the City Hall Emergency
Generator and $50,000 for the Sports Center air conditioning unit.
2. Funding from the General Fund to the Debt Service Fund in the amount of $3,547,000 which
provides for the annual payment of the Certificates of Participation for the City Hall/Library
remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new
animal control facility.
3. Funding from the General Fund to the Infonnation Technology Systems Fund in the amount
of $120,000 which provides for new technology equipment.
4. Funding from the General Fund to the Gas Tax Fund in the amount of $750,000 to provide
for costs associated with the street projects.
5. Funding from the Park Dedication Fund to the General Fund in the amount of $1,800,000 to
provide for payback of advances on parkland.
6. Funding from the Leadership Cupertino Fund to the General Fund to the in the amount of
$28,000 to close out the existing program.
7. Funding from the Blackberry Fann Enterprise Fund to the General Fund in the amount of
$127,000 to provide for partial payment of debt service.
8. Funding from the Recreation Program Fund to the General Fund in the amount of $131,365
to provide for partial payment of debt service.
9. Funding from the Sports Center Fund to the General Fund in the amount of $100,000 to
provide for partial payment of debt service.
10. Funding from the Library CIP to the General Fund in the amount of $17,000 to close out the
fund.
11. Funding from the Resource Recovery Fund to the General Fund in the amount of $500,000
representing the first of four payments to reimburse costs for waste cleanup.
12. Funding from the Senior Center Fund to the General Fund in the amount of $34,000 to
provide for partial payment of debt service.
226
INTERFUND TRANSFERS
0100 INTERFUND TRANSFERS
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Operating Transfers Out 12,260,000 26,003,100 5,828,000 7,601,365
Total 12,260,000 26,003,100 5,828,000 7,601,365
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
General 9,163,000 25,503,100 5,231,000 4,864,000
Park Dedication 2,400,000 25,000 190,000 1,800,000
Blackberry Farm 175,000 75,000 75,000 127,000
Recreation Fund 242,000 100,000 100,000 131,365
Senior Center/Sports Center 50,000 50,000 50,000 134,000
Other 230,000 250,000 182,000 45,000
Resource Recovery 0 0 0 500,000
Total 12,260,000 26,003,100 5,828,000 7,601,365
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
227
NONDEPARTMENTAL
DEBT SERVICE
PROGRAM OVERVIEW
The Debt Service Program provides for the payment of principal and interest obligations and
associated administrative costs incurred with the issuance of debt instruments for the City and the
Public Facility Corporation. The budget includes funding for the following debt service
payments:
1. The Public Facility Corporation's annual payments of principal and interest on the City
Hall/Library, WilsonlMemorial Open Space and Library Certificates of Participation (COP).
In September, 2002, the City refinanced its $44 million in debt to obtain a lower interest rate
and extend debt maturity. An additional $10 million was issued to ensure adequate funding
of the five year Capital Improvement Program, and primarily the new library project.
The majority of the borrowings occurred in early 1990 to acquire additional park real estate
and expand community facilities. A breakdown of the capital acquisitions follows:
· Increased 90 acres of park real estate to 190 acres, a III % increase;
· Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase;
. Specific purchases included:
Blackberry Farm - $18 million, voter approved debt;
Creekside Park - $12 million voter approved debt;
Sports Center - $8 million;
Quinlan Community Center, including park real estate - $6.1 million;
Wilson Park and improvements - $5.6 million;
Jollyman Park development - $1 million;
City Hall renovation/improvements - $1.7 million;
Library renovation/improvements - $1.7 million.
New library/community center - $10 million.
2. The annual payment of principal and interest on outstanding special assessment bonds for
Traffic Impact. The City acts as agent for the property owners of parcels upon which
assessments were made for local improvements and therefore is not a guarantee or directly
liable for the debt.
228
DEBT SERVICE
5301-5306 DEBT SERVICE
Expenditures by Category
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Debt Service/Other 4,974,000 9,904,000 3,583,000 3,582,000
Total 4,974,000 9,904,000 3,583,000 3,582,000
Expenditures by Fund
2001-02 2002-03 2003-04 2004-05
Actual Actual Ado ted Ado ted
Facilities Corporation 4,935,000 9,866,000 3,547,000 3,547,000
Traffic Impact 39,000 38,000 36,000 35,000
Total 4,974,000 9,904,000 3,583,000 3,582,000
Personnel Summary
2002-03 2003-04 2004-05
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
229
Five Year
Capital
Improvements
Program
Fiscal Years 2004-05 to 2008-09
231
Proposed Five Year Capital Improvement Program
2008-09
2007-08
2006-07
2005-06
2004-05
Current
2003-04
o
41,000
211,000
133,000
o
Plan
Description
Parks
Skate Park
BlackberrylMcClellan Ranch Master
McClellan Ranch Park Improvement
City Center Park
City Center Park Public Art
Memorial Park Softball Field Renovation
Fund
9100
420-9115
560-9112
280-9213
425-9313
425-9314
420-9121
o
o
o
o
410,000
410,000
o
o
385,000
Blaney to Pacifica
Trails
NEW PROJECT:
Regnart Creek Trai
Total
9300
o
o
o
o
o
2,980,000
,000
,000
Buildings
Library
Civic Center Improvements
Civic Center Plaza
125,000
00,000
75,000
550,000
,000
o
o
Blackberry Farm Improvements (EF)*
Sports Center Building
City Hall Electrical Capacity and Space Study
Traffic Operations Center Relocation
NEW PROJECTS
9200
423-9222
420-9223
420-9224
560-9105
426-9212
420-9225
420-9546
N
u.¡
N
375,000
375,000
50,000
125,000
75,000
10,000
150,000
410,000
1. Sports Center AlC Unit Replacement
2. Blue Pheasant Re-Roof
3. City Hall Council Chamber Remodel
4. City Hall Emergency Generator/PG&E Upgrade
5. Sports Center Tennis Court Resurfacing (EF)*
Total
125,000
100,000
75,000
3,533,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
750,000
692,000
692,000
* EF = Enterprise Fund
Management
9400 Streets
270-9450 Pavement
Total
o
o
o
o
4,850,000
100,000
4,950,000
156,000
30,000
498,000
684,000
Pedestrian/Bicycle Facilities
Bollinger Bike Lanes/Calabazas Cr. Bridge
Sidewalk Gaps in Unimproved Areas
Mary Avenue Bicycle Footbridge
Mary Avenue Crosswalk/Parking
Total
9600
270-9443
270-9701
270-9449
270-9447
Proposed Five Year Capital Improvement Program
2008-09
2007-08
2006-07
2005-06
50,000
2004.()5
5,000
100,000
270,000
20,000
40,000
56,000
Current
2003-04
1,600
20,000
500,000
205,000
200,000
5,000
o
Description
9500 Traffic Facilities
270-9435 Nei9hborhood Traffic Calmin9 Measures
420-9545 Traffic Signal Upgrade at DeAnzalProspect
420-9545 Traffic Signal Upgrade at Stellin9/Greenleaf
420-9544 Safe Routes to School-Cupertino High
420-9549 Safe Routes to School-Garden Gate
420-9547 Yellow & Ped Head LED& Traffic Si9nal
Battery Backup System
420-9547 Countdown Ped Heads
420-9548 Street Safety Education Program
270-9432 Homestead/Barranca TS
(Signal Payment to Sunnyvale)
Fund
o
75,000
o
75,000
o
75,000
50,000
75,000
491,000
75,000
931,600
71,000
600,000
671,000
Total
9700 Stonn Drainage
210-9612 Minor Storm Drain Improvements
215-9620 Manta Vista Storm Drainage Syst
Total
N
v.>
v.>
75,000
75,000
75,000
75,000
75,000
950,000
925,000
900,000
1,660,000
6,676,000
6,896,600
Total Capital Improve. Prog.
125,000
100,000
75,000
410,000
5,342,500
3,427,350
Total Outside Revenue Share
825,000
825,000
825,000
1,250,000
1,333,500
3,469,250
Note: Revised CIP GF requirement is reduced in 2004-05 by $880,000
Net City General Fund Funding
REVENUE
Proposed Five Year
Current
2003-04
Program
Capital Improvement
2008-09
2007-08
2006-07
2005-06
2004-05
Funding Source
Description
Fund
Parks
9100
o
125,000
o
100,000
o
75,000
o
o
50,000
150,000
o
,200,000
Library Friends Fundraising Campaign
Blackberry Farm Revenue Account
Sports Center Revenue Account
Total
9200 Buildings
423-9222 Library
560-9105 Blackberry Farm Improvements (EFt
570-9230 Sports Center Tennis Court Resurfacing (EFt
Total
125,000
100,000
75,000
o
410,000
410,000
1,200,000
SCVWD, Streams, Trails & Open Spaces
Blaney to Pacifica
Trails
Regnart Creek Trai
Total
9300
o
o
o
o
o
TBD
Trans. Equity Act for the 21 st Century (TEA-21)
9400 Streets
270-8404 Pavement Management
Total
o
o
o
o
o
242,500
242,500
o
405,000
185,000
37,350
627,350
SR2S
SR2S
California Energy Commission
9500 Traffic Facilities
420-9544 Safe Routes to School-Cupertino High
420-9549 Safe Routes to School-Garden Gate
420-9547 Traffic Signal Battery Power Backup Sys.
Total
o
o
o
o
4,140,000
110,000
600,000
100,000
4,950,000
100,000
500,000
VT A Measure BfTFCAfTDA
State (Sher)
City of Sunnyvale
Caltrans 304/BTA
Clean Air Gran
9600 Pedestrian/Bicycle Facilities
270-9449 Mary Avenue Bicycle Footbridge
270-9449 Mary Avenue Bicycle Footbridge
270-9449 Mary Avenue Bicycle Footbridge
270-9449 Mary Avenue Bicycle Footbridge
270-9447 Mary Avenue Crosswalk/Parking
Total
o
125,000
o
100,000
o
75,000
o
410,000
5,342,500
1,600,000
3,427,350
TOTAL OUTSIDE REVENUE SHARE
N
VJ
.þ.
Unfunded Five Year Capita mprovement Program
2004-05 2005-06 2006-07 2007-08 2008-09
-
1,000,000 1,000,000
150,000
250,000
400,000 0 1,000,000 1,000,000 0
150,000
50,000
850,000
1,050,000 0 0 0 0
110,000 0 0 0 0
75,000 0 0 0 0
-
185,000 0 0 0 0
250,000 500,000 2,000,000
-
250,000 500,000 2,000,000
1,635,000 0 1,250,000 1,500,000 2,000,000
Current
2003-04
Description
Parks
Rancho Rinconada Park
Fields
Fund
9100
Memorial Park Softbal
DACA Pool House
o
Buildings
Quinlan Fountain
9200
Security Gate-Service Center
City Hall Remodel
o
Traffic Facilities
Phase II Battery Backup Sys.lLED
Lawrence Expy/Mitty Xing (Cup. Share)
9500
N
u.¡
U>
o
Upgrade
Storm Drainage
Bubb/McClellan Storm Sewer
9700
o
Total Unfunded Projects
FIVÈ:'fÈM
08'09.. . TOT.4.L
-
0 872,500
125,000 300,000
750,000 3,811,000
0 0
0 0
75,000 375,000
0 0
0 5,502,500
0 0
,
0 01
01
I
---- ~,86;~~~~1
950,000 I
0 0
0 410,000
125,000 935,000
750,000 3,750,000
0 491,000
0 125,000
75,000 5,150,000
----- .--------
950,000 0,861,000
~
-
3,500
...... FIY¡:)'eARPROGRAl'vt..
05c06 . ·>0ì5'01 . .07'08
....... ~ ~
~ - ...............
425,000 0 0
0 75,000 100,000
750,000 750,000 750,000
0 0 0
0 0 0
75,000 75,000 75,000
0 0 0
410,000 0 0
0 0 0
0 0 0
-- -- -----
,660,000 900,000 925,000
~ ~
- -
0 0 0
410,000 0 0
375,000 75,000 100,000
750,000 750,000 750,000
0 0 0
50,000 0 0
75,000 75,000 75,000
------ ----- -----
,660,000 900,000 925,000
.. - -
- - -
0 2,500 3,000
....
SUMMARY
04'05
.. .......
SUMMARV.OFFUNOINGSOURCES· ~
GF=GENERAL FUND 447,500
RC=BLACKBERRY FARM 0
GT =GAS TAX 811,000
EI=ENVIRONMENTAL IMPACT 0
PD=PARK DEDICATION 0
SD=STORM DRAIN 75,000
RA=RESERVE ACCOUNT 0
TG=TRANSPORTATION GRANT FUND 5,092,500
PG=PARK GRANT 0
DV=DEVELOPER CONTRIBUTION 0
SC=SPORTS CENTER 0
---
TOTALS 6,426,000
SlJMM.ARV.O¡:.ÞROGRAMS...·······
PARKS 0
TRAI LS 0
BUILDINGS 260,000
STREETS 750,000
TRAFFIC FACILITIES 491,000
STORM DRAIN 75,000
PEDESTRIAN/BICYCLES FACILITIES 4,850,000
-----
TOTALS 6,426,000
- ..
SlJMMARY.OFOPISR.ð..nNG·I\IIAINT1EIIIANCE:..··.···· -
OM=OPERATING MAINTENANCE 0
-
IV
W
'"
08-09Ib¿=~â~8r¿ks
<........ -<»1
FIVE YEAR PROGRAM ..
<>01~i!
06'01
.........-.-...
....-_....
œ'{)j¡
....."
_ø___________
----_-----1
-
------
---------
..
...
PÂRK$$l.Il\/lI\IIARY
04-05
IIIÍIIIIiIIIiII
SUMMARVOF.FUNDING.SOURCES - -
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
-------
PARKS TOTAL 0
SUMMARVOFPROGRAMS« .
----
TOTAL 0
SUMMARV.OF.OPERATING.MAINTENANCe:.·.··
OM=OPERA TING MAINTENANCE
-
N
W
-.)
TRAII..S SUMMARY ........... FIVE ¥i:;ARÞR()GMM .----- .....-....".
...._d........____·· .
......... UNPRÖGAAMMèP"
..--_......------ .
.... ---....--'"
d4,Òi; œ;:Ó6 ......ùi5'O?<..· .. ·.....ri7-ria oa~o~ CURRENTÓÖLLARS
. -. ----....--.-- ..
$UMMARYOFFUNPINGSQURC¡:;S·.······
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND 410,000
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
------ ------- .------- ------------ -------- --------------
BUILDINGS TOTAL
$UMIVIARYOFP~Ù$RAIVIS" .
REGNART CREEK TRAIL, BLANEY to PACIFICA 410,000
----- --- ------- ----- --------- -----------------
TOTAL 410,000 0 0 0
SUNlMARYÙF.OPERA1"lNG.MJ,ÜNTENANcE......·.············
OM=OPERATING MAINTENANCE 2,500 3,000 3,500
N
w
00
·1··············· ......
... ...... UNPROGRAMMED..·
o8coiÚ¿ CUR~¡;t'rrlJ()lJ.RŠ
........... ....FIVEYEARPROGRAIIII
\l5'Q6 FD ............. .06col"FD ·"07'06FD.
04-05 I'D
REGNART CREEK TRAil, BLANEY TO PACIFICA
This item anticipates trail development along the portion of Regnart
Creek between Blaney Ave. and Pacifica Dr., pending the aCQuisition
of grants from the SCVWD to plan, design, and construct trail
improvements, with the City supplying any required match funds.
3,500 OM
3,000 OM
2,500 OM
410,000 TG
Cost
Maintenance Cost
Project
N
u.>
v::>
UNPROGRAMMED
08-09 CURRENT DOLLARS
125,000
--------.--
125,000
-
-
125,000
---------
125,000
-
-
0
FIVE YEAR PROGRAM
05-OS OS-07 07-08
- -
- -
375,000
75,000 100,000
-----.--- ------- ___u__________
375,000 75,000 100,000
- -
- -
75,000 100,000
375,000
--------- ------ -----------
375,000 75,000 100,000
- -
- -
0 0
BUILDINGS SUMMARY
04-05
260,000
150,000
SUMMARY OF FUNDING SOURCES
GF=GENERAL FUND
RC=BLACKBERRYFARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
410,000
BUILDINGS TOTAL
50,000
125,000
75,000
10,000
SUMMARY OF PROGRAMS
BLACKBERRY FARM IMPROVEMENTS
SPORTS CENTER AlC UNIT REPLACEMENT
BLUE PHEASANT RE-ROOF
CITY HALL COUNCIL CHAMBER REMODEL
CITY HALL EMERGENCY GENERATOR UPGRADE
& PG&E TRANSFOR&SERV. UPGRADE
SPORTS CENTER TENNIS COURT RESURFACING
150,000
410,000
TOTAL
SUMMARY OF OPERATING MAINTENANCE
OM=OPERATING MAINTENANCE
N
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o
EU.JIl.bINGS >< ......FI,,~XEAR PR()(2RAIIn ....-- .. ......-.---....-
...-- ... ...--- ... ~NI'R()(;RAMMED
...--- ..
04'05 F!) 05:06 I'Ó . ·0i);Ö:(I'ÓÖ7:ö8.I'O 0¡¡':Ö9 I'D dURRENToollÄRS
BLACKBERRY FARM IMPROVEMENTS 9105
!r\ order to bring Blackberry Farm up to current codes
and remain oommerciaUy oompetitlve, significant Improvements
to exisling struclures and facililies muslbe made over
the next several years. Funding comes from excess
revenues generated by the picnic grounds and golf oourse.
Project Cost 75,000 RC 100,000 RC 125,000 RC
SPORTS CENTER AlC UNIT REPLACEMENT
The exist. AlC unit is failing, it was not replaced with the remodel
because no roofing wort. was completed. This unit was on the building
when the City purchased the Sports Center. Funding is avaiable in the
Sports Center enterprise fund balance.
Project Cost 50,000 GF
BLUE PHEASANT RE-ROOF
The City acquired the Blue Pheasant in 1991, the roofs age is unknown.
Patching of the roof in no longer effective and damage to the structure
is likely if the roof is not made watertight. Project includes removal of
HVAC and replacement with new equipment.
Project Cost 125,000 GF
CITY HALL COUNCIL CHAMBER REMODEL
Remodel existing Council space and building infrastructure to
accommodate new intemal uses in accordance with current codes.
Design Cost 75,000 GF
tv
.¡:.,
-
UNPROGRAMMED
08-09 FD ICURRENT DOLLARSI
BUILDINGS FIVE YEAR PROGRAM
04-05 FD 05-06 FD 06-07 FD 07-08 FD
CITY HALL EMERGENCY GENERATOR UPGRADE
PG&E UPGRADE
Remove the existing emergency generator, at the end of its useful life, from the
City Hall basement and replace it with a new generator mounted on a pad outside
Also remove the existing out of dale and undersized transformer and replace rt
with an efficient and increased size transformer in conjunction with an increase
in electrical service capacity and an upgrade of the main electrical panel
Project Cost 10,000 GF 375,000 GF
rpORTS CENTER TENNIS COURT RESURFACING
N 9230
.þ. The courts are currently 28 years old the hfe expectancy of a tenms court
N
is 2510 35 years with maintenance. The project will repair structural problems
and provide for coloring/resurfacing on some courts_ Failure 10 complet this
mainlencance may cause the deterioration to accelerate maKing courts
unusable and loss of revenue tolhe sports cenler
Project Cost 150,000 SC
... . --.-..
IÜNPROGRAMMW...
()8~9CURR~1fT ¡¡61TIIR5
750,000
750,000
750,000
750,000
.FI\fE·YEAR.PROGRANI
05'06 >06coi . .Q7'Q8
.......... .<::::::::} -
-
750,000 750,000 750,000
--- -~-- -~----
750,000 750,000 750,000
::::::::«: :::.::»:: ~
-
750,000 750,000 750,000
----- ------ -----
750,000 750,000 750,000
04'0.5.·
~
-
750,000
---
750,000
«<:::
750,000
-----~
750,000
$TREETSSljMNlÄRY
SUMNlAR'I'OF'.FIJI\IPI(IJC;.SOURC~S
GF=G~N~RAL FUND
RC=BLACKBERRY FARM
GT=GASTAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
STREETS TOTAL
SlJNlIIIIARYOF.PR()GRAMS
PAVEMENT MANAGEMENT
TOTAL
-
N
.¡:.
UJ
·. .... .......,"
,:: ¡UNPRoGRAMMED
08"09 I'D C\JRf¡ENT6QÜÅ,RS
. ........ FIVE Y'E:j).¡:{PROGRAII.4
Q!;'OOFP 06;iJ7PD ... .. ·07'08·FP
04-05:: PD
STREETS
9450
Annual City funding of $750,000. Actual PMS backlog is $1,540,000.
Additional Grant Funding wm be sought on an annual basis for the
shortfaU În the backlog.
PAVEMENT MANAGEMENT
750,000 GT
750,000 GT
750,000 GT
750,000 GT
750,000 GT
Project Cost
N
...
...
fIV~.Y~,l\~.PR-()GRAfg1
0&;07> > 01,0~
. UNPROGRAMMED:
08~~ çJRR~NTM,LA~$
Ö$:09
PI:D~$TRI,l\NIEUCYCl..~ FAC l..mE$$UMI\II,l\RY
SUMMARY»> ·<04-0:>
SUIIIILVlA.RV.OF.FUNPING.SOURCES. ........... I
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
SC=STEVENS CREEK FUND
TG=TRANSPORTATION GRANT FUND 4,850,000
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
----
MEDIANS AND OVERPASSES TOTAL 4,850,000
SULVlLVlARYOFÞROGRALVlS···· ........ ........ ... ..........
. ',::, ': ".:':.>,:.,:::. '.- '<:"<'"":"" ,".",:.,' '- -":::<,. :::-:::::::<:::::<:»
MARY AVENUE BICYCLE FOOTBRIDGE 4,850,000
--
TOTAL 4,850,000
SlJMLVlARYOF.pPERATING.MAINTENANCE
OM=OPERATING MAINTENANCE
-
N
...
U>
.1.' . . . ,....
. . . . . UNPRÒGRAMMED .
08-a9<FO CURRENTbOLl.ARS
. <...........<.. FIVE¥EARPRQC;RAI\II
05'08 .Fi} .. < < < < < De'OT .Fo. 07'08 PO
Q4,o5.PO
PEPE$TRIANtBICYCLE..FACILlTIE$·
.... ....).
MARY AVENUE BICYCLE FOOTBRIDGE 9449
Construction of a Bicycle Footbridge on Mary Avenue alignment
over Route 280. Additional funding needed $3.5 million.
4,850,000 GT
Construction Cost
N
...
0\
TRAfF C FAC LITIE$SUMMARY <>< FiVe YISAR.PR.OGRAI\II ....-. .-.............--,..
....------.-.........-..
............ i.iNPRÞGWiMM~Þ
64:05 05:j)6 . »>Q6.0(}7> . ·07::oa oa:(}9 CUi<RENTDOLl.ARS
SOMMARYOF.FONQING·SOURCES.········ .
GF=GENERAL FUND 187,500 50,000
RC=BLACKBERRY FARM
GT=GASTAX 61,000
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND 242,500
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
------ ------------------ ----------------- ------- -------------
STREETS TOTAL 491,000 50,000 0 0 0
Si.JMMARYOFPROGRAIVIS .
NEIGHBORHOOD TRAFFIC CALMING MEASURES 5,000
TRAFFIC SIGNAL UPGRADES VAR LOCATIONS 100,000
SAFE ROUTES TO SCHOOL-GARDEN GATE 270,000 50,000
YELLOW LED TRAF. SIGNAL&BATTERY BACKUP 20,000
COUNTDOWN PED HEADS 40,000
HOMESTEAD/BARRANCA TS (SUNNYVALE PMT.) 56,000
---- ------------------ ----------------- ----- ----------
TOTAL 491,000 50,000 0 0 0
Si.JIVIMARY·OFOpERATING.MAlNTENANC.E.········
OM=OPERATING MAINTENANCE
tv
.¡..
--1
. __d."
. IUNPROOAAMMED
Ö1H¡e. FP CUR~E \frO!)l(Å~s
... ..... ........ FIVEYEARPR()$~I\II
œ>'ÒGFD . 01HJ7FÖÖj;Ö8FD
ö4~œ>.FD
TRAFFIC.FÄCIU11ES.
NEIGHBORHOOD TRAFFIC CALMING MEASURES
Establish new fund for neighborhood traffic calming which requires
modifications of the roadway. Certain criteria must be met before funds
are used. Funding for as needed during year.
5,000 GT
Project Cost
100,000 GF
TRAFFIC SIGNAL UPGRADES VARIOUS
LOCATIONS 9545
variouslocalions.
at Prospect
joint project with Saratoga)
Traffic signal upgrades at
1. DeAnza BI
(possible
50,000 GF
Drive
2. Stelling Rd. at Greenleaf
GARDEN GATE
Inslall sidewalks where gaps exist on Stelling Rd., Greenleaf Dr. and
on Ann Arbor Ave. to provide a safe route to Garden School
This is a Grant project yet to be funded.
-
SAFE ROUTES TO SCHOOL
242,500 TG
27,500 GF
Project Cost
Transportation Grant Fund Share
City's Share
YELLOW & PED HEAD LED TRAFFIC SIGNAL UPGRADE
This project would re-lamp an of the yellow & pad head indicators
with light emitting diode or LED in all of the traffic signals. This is the
last phase of changing all of the indicators to LED. This phase would
be completed over 2 years.
20,000 GF
Project Cost
N
.¡:.
00
·...... ......... UNPRQQItAMr0Eb]
08CòS.·FDlcURR1õNTDbu'þ'R$
FIV¡:.YEtAR·ÞROGRAM
. ·Q$'!)7FD W;Q$i"þ
0;Q$ Ft>
(r4,0Fb
Tf{ÄFFICFACIÜI1ES
COUNTDOWN PED HEADS
This project would re-Iamp existing pad traffic signal units with LED
countdown units aJong DeAnza 81., Wolfe Rd. and Stevens Creek BI
The Countdown feature advises pedestrian time provided andlol
remaining to cross the streel.
40,000 GF
9432
Project Cost
HOMESTEAD/BARRANCA TS
(SIGNAL PAYMENT TO SUNNYVALE)
completed
This funds the remainder of Cupertino's share of a recently
traffic signal construded on Homestead Rd. at Barranca Dr.
through a cooperative traffic signal project with Sunnyvale
56,000 GT
Project Cost
N
...
\D
ärORIIII bFV\INSÜMMARY .......... FIVe y~AApR.OGFV\fv1 ..", . . ,.. ---,,-.
.-.-...... ---"....-...
... ...... UNPRQffiA14MIOÞ>
. ........... .....·..00:61.·· ··()7-œ 08-09 CURRENT DOLLARS
SUMMARYOF.FUNDING·SOURCES·.····· .
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT =GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN 75,000 75,000 75,000 75,000 75,000
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
-------- ----- ------------------ ----------------- --------- -----------
STREETS TOTAL 75,000 75,000 75,000 75,000 75,000
SUMMARYOf..¡:>ROGRAMS" .
MINOR STORM DRAIN IMPROVEMENTS 75,000 75,000 75,000 75,000 75,000
----- ----- .---------------- ----------------- ------ -----------------
TOTAL 75,000 75,000 75,000 75,000 75,000
St.JMMARYdFdPEAATINGMAlNTËNANCË" .
OM=OPERATING MAINTENANCE
IV
VI
o
08-ÐGD¡~ ::~~rribr~s
75,000 SD
- --- - -
·········..··FI···E·Y·E··A· ·R· ·RO·G·RA····M··
.......... - .
..................·.·.·.·V...·.·.......·...p.·.·..·.............
05'06FD . < < < i08-Ð:r .~ ) . . ·O:r'OIi~D
75,000 SD
75,000 SD
75,000 SD
04'05FØ
75,000 SD
$tORIV1DRÂIN
MINOR STROM DRAIN IMPROVEMENTS 9612
Funding for emergency drainage repairs 8J:; needed in various
locations
Project Cost
-
N
U\
-
FIVE YEAR PROGRAM
05-06 FD 06-07 FD 07-08 FD 08-09 FD
. -
1,000,000 1,000,000
250,000 500,000 2,000,000
04-05 FD
150,000
250,000
UNFUNDED PROJECTS
PARKS
Rancho Rinconada Park (9)
Memorial Park Softball Fields (4)
DACA Pool House (2)
150,000
50,000
850,000
BUILDINGS
Quinlan Fountain (8)
Security Gate - Service Center (3)
City Hall Remodel (5)
110,000
75,000
TRAFFIC FACILITIES
Phase II Battery Backup System/LED (1)
Lawrence Expy/Mitty Xing (Cup. Share) (6)
N
U.
N
10)
Upgrade
)
STORM DRAINAGE
Bubb/McClellan Storm Sewer
Note: Priority for Funding in
(