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Budget 1998-1999Czty of Cupertino 1998-99 CITY OF CUPERTINO, CALIFORNIA Fiscal Year 1998/99 COMMISSIONS AND COMMITTEES CUPERTINO HOUSING COMMITTEE Sylvia Machamer, Chairperson Cecilia K. Fu Kathy Robinson Richard Schuster FINE ARTS COMMISSION Rita Young, Chairperson Janet Mohr, Vice Chairperson Stephen Beard Hema K. Kundargi Carl Orr Charlene Pai-Brizendine Mary Sievert PUBLIC SAFETY COMMISSION John Drexler, Chairperson Harvey Checkman, Vice Chairperson Charles Corr Charles E. Pickett Andrew Zander RECREATION COMMISSION Frank Jelinch, Chairperson Edye Stein, Vice Chairperson Robert Hopkins Richard Lohmiller Saleem Shaikh AUDIT COMMITTEE Carol Atwood, Chairperson Tom Hall, Vice Chairperson Don Brown Wally Dean Sandra James Emily Wagner TELECOMMUNICATIONS COMMISSION William Mannioia, Chairperson Salvatore Algeri, Vice Chairperson L. T. Guttadauro Ernest Tsui Mike Wincn LIBRARY COMMISSION Charles Pow, Chairperson Yuhfen Diana Wu, Vice Chairperson Jean Bedord Jillian Hamer Mary Minow PLANNING COMMISSION Donna Austin, Chairperson Orrin Mahoney, Vice Chairperson David Doyle Andrea Harris Jerry Stevens ECONOMIC DEVELOPMENT COMMITTEE Carol Atwood Linda Asbury Don Brown Robert Cowan Steve Dowling Sandra James Frank Jelinch Bill Jones Donna Lawler John Statton Dorothy Steenfott Bert Viskovich -- ii CITY OF CUPERTINO, CALIFORNIA Fiscal Year 1998/99 CITY COUNCIL Mayor - Michael Chang Vice Mayor - Wally Dean Councilmember - Don Bumett Councilmember - Sandra James Councilmember - John Statton DIRECTORY OF CITY OFFICIALS Donald D. Brown - City Manager Charles T. Kilian - City Attorney Robert Cowan - Director of Community Development Steve Dowling - Director of Parks and Recreation Carol Atwood - Director of Administrative Services Bert Viskovich - Director of Public Works Donna Krey - Public Information Officer Kimbedy Smith ~ City Clerk Bill Woska - Human Resources Manager ooo nl Citizens of Cupertino I Council Citizen Adivisory Commissions and C~amitlees AdminisWatiVecarol AtwoodSer~ic~s I Bob Cowan City Clerk L Building Kimb~rly Slllith I Jo~ Antonucci Finance Jennifer Chang Mgmt Information Svcs. Mark Henderson Planning Ciddy Wordell City AUomey ] [ City Manager Chuck Kilian Don Brown Recreation Services Steve Dowling Sports Center/ Physical Rec. Don McCm~3ny Blackberry Farm Mike O'Dowd Quinlan Community Ctr/ Cultural Programs Julia Lamy I Carol Atwood I Senior' Center and I I Services Diane ,Saow Monta Vista Recreation Center/ Youth Programs Christine Hanel Traffic Engineer Raymond Chong Service Center Manager Bob Rizzo I I Public Works I Bert Viskovich Lavenia Millar Supervisor Supervisor I Supervisor Jo~ Moore Jim Davis I Diane Mahan Project Management I Carmen Lynaugb I Supervisor Ron Silva California ,So iet1 of Certificate of Award Excellence in Operational Budgeting 1997-98 Presented to City of Cupertino This certificate recognizes the achievement of Excellence in Operational Budgeting and reflects an outstanding budget document and the underlying budgeting process through which the budget is implemented. vice'Chair,"Budgeting & g~slhancial Managemen~ 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 1997-98 annual operating budget. In bestowing this honor, the Society acknowledges the City for its outstanding presentation of financial and budgetary data. Our 1998/99 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 TABLE OF CONTENTS FISCAL YEAR 1998-1999 TITLE PAGE . COMMIS SIONS/~OI~IMiTTkES DIRECTORY OF CITY OFFICIALS' ORGANIZATION CHART ....... EXCELLENCE IN OPERATIONAL BUDGETING 199'/-98 BUDGET MESSAGE BUDGET STRATEGIES Mission Statement Financial Values Statements City Council Goals Proposed New Programs BUDGET GUIDE Elements of the Budget Document Structure of the City's Finances The Annual Budget Process Glossary of Budget Terminology. COMMUNITY PROFILE History of Cupertino Cupertino City Profile. FINANCIAL AND PERSONNEL SUMMARIES Budget Summary . Graphs and Charts. Revenue Summary Personnel Summary Appropriations Limit . Five Year Budget Forecast DEPARTMENTAL OPERATING BUDGETS COUNCIL AND COMMISSIONS City Council . . Library Commission . Fine Arts Commission Audit Committee . Telecommunications Commission Public Safety Commission Recreation Commission Planning Commission. Housing Committee ADMINISTRATION City Manager . Contingencies. Legal Services. PAGE i in iv V 7 8 9 11 13 14 16 17 21 23 31 32 36 47 5O 51 80 82 84 87 88 90 92 94 96 102 104 106 LAW ENFORCEMENT Law Enforcement. PUBLIC INFORMATION Community Relations. Cupertino Scene Government Chanl~el . ADMINISTRATWE SERVICES City Clerk. . . Duplicating anal M~til Service Elections Services. Administration Economic Development Accounting . . Business Licensing . Fixed Assets Acquisition Property Management. Management Information Human Resources. Personnel . Code Enforcement Risk Management. . Disaster Preparedness Animal Control RECREATION SERVICES Administration Cultural Programs: Q~inl~n ~on~u~ty'Ce~ter i Youth and Teen - Monta Vista Recreation Center Sports and Physical Recreation Senior Programs/Senior Center Blackberry Farm - Nature Programs . COMMUNITY DEVELOPMENT Administration Planning . . Housing Services . Building PUBLIC WORKS Administration Environmental Programs Engineering Services . Service Center. Grounds Streets. Facilities . . Transportation. Water Utilities. Capital Projects - l~roject Management PAGE 112 118 120 122 128 130 132 134 136 138 140 142 144 146 148 150 152 154 156 158 166 168 170 172 174 176 182 184 186 188 196 198 200 202 204 206 208 210 212 214 PAGE NON-DEPARTMENTAL OPERATING BUDGETS Interfund Transfers Debt Service CAPITAL IMPROVEMENTS Five Year Capital Improvements Program 220 222 225 Cupertino May 6, 1998 To the Citizens of Cupertino, Honorable Mayor and Members of the City Council Introduction This year our budget theme is Join Our Community Spirit. This theme was chosen to reflect the City's emphasis on fostering a strong sense of community through outreach programs, recreational activities, neighborhood programs and expansion of community events. We are well known for our high tech environment, our great schools and our value on open space, neighborhood parks and community recreation programs. This budget year will continue with an emphasis on these areas as well as more community involvement at both the citizen and corporate levels. The economic climate has been very good to Cupertino this past year and development within the community has provided an increased revenue base that will extend into the next five years. The 1998- 99 budget continues to maintain a city government that prides itself on efficiency, communication and public/private partnerships. Two new positions are proposed to enhance our neighborhood safety and crime prevention programs and to coordinate our growing number of neighborhood-based activities. Our capital improvement budget focuses on continued work on the Stevens Creek Boulevard Plan as well as a Senior Center expansion and a Library expansion. Our future challenge is to continue to accommodate the early 1990 parkland and recreation program growth with our existing City workforce. To that end, self-supporting programs, streamlining and automation have been key focus areas as well as partnerships with the community and other governmental agencies for service delivery. Printed on Recycled Paper General Fund Reserve Trends The General Fund reserve is in a very strong position. This past year, the City leased our water company for 25 years which provided additional reserves of approximately $10 million dollars. This influx of funds will be utilized in our capital improvement program over the next several years. Our current policy requires 75% of our annual operating expenditures and debt service obligations to be held in reserve. While this balance will fluctuate from year to year based on capital expenditures and the dynamics of the economy, the long-term trend is optimistic. The following table shows the undesignated reserve (in thousands) from 1993 - 1997 (actual) and 1998 - 2003 (projected). Undesignated reserve equals fund balance less approximately $3.5 million in designated funds. FISCAL YEARS 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 $16,818 15,430 16,382 17,383 30,857 25,151 11,304 12,812 15,292 18,585 Operating Revenues versus Operating Expenditures One of the "acid tests" of a city's ongoing fiscal condition is whether there is sufficient current revenue to meet current expenses on an operational basis, exclusive of capital and debt service. Cupertino continues to show a good position in this area. With the cooperation of the department directors and every city employee, we have been able to consistently come up with new ways to deliver service more efficiently. During 1997/98, the City added additional staff to return us to our 1992/93 staffing levels. We had drastically increased services during this time with the addition of 100+ acres of parkland and 58,500 sq. ft of recreation building space, and the side effects of these increased service levels had surfaced. We now feel that operations are adequately staffed and that we can provide excellent service to our constituents. This year our focus is on expansion of two major facilities - the Senior Center and the Community Library. Our Senior facility will be designed and constructed this year and the Library needs assessment is currently in progress. At present, we have the highest library circulation in Santa Clara County and the demand continues to grow. In addition, we have proposed two new positions to augment neighborhood based programs. Our economic development efforts have been expanded to encourage local corporate executives to get involved in the Cupertino community. The following table shows our prior and projected financial position of the City: FISCAL YEARS 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 Revenue 18,072 20,732 22,455 21,605 30,717 23.636 24,590 25,437 26,585 28,052 Expenditures 13,514 15,191 14,541 15,578 17,165 19,004 18,35~ 18,925 19,682 20,300 Net 4,558 5,541 7,914 6,027 13,552 4,632 6,235 6,512 6,903 7,752 Employees 118.25 119.25 118.5 126.50 133.75 132.00 132.00 132.00 132.00 132.00 1998/99 Budget For this fiscal year, total operating revenues will exceed operating expenditures in the General Fund by approximately $4.6 million dollars. This is primarily dt~e to additional revenues from the new Hilton Garden Inn Hotel and the new Macy's at Vallco. Net activity for the year is -$4.4 million due to funding of capital projects. A summary of the 1998/99 General Fund budget follows (in thousands): Operating Revenues Operating Expenditures Net Operating Activity $23,636 19,004 4,632 Non-Operating Activity: Transfers In from other fimds Capital Projects Gas Tax Projects Debt Service Technology/Equipment purchases 475 4,300 362 4,631 205 Net Activity for Year -$ 4,391 The following assumptions are included in the 1998/99 budget: · Sales tax revenue will remain flat with the exception of projected increases from a new Macy's at Vallco Mall. · Property tax revenue will grow at 15% (reflects Prop. 13 growth plus turnover). · Transient Occupancy Tax will increase with the addition of a third hotel, the Hilton Garden Inn. · Overall revenue and expenditure growth will be a modest 3%. · Employee compensation will track inflation. · All capital projects will be funded from operations and/or reserves. The following new programs have been incorporated in the 1998/99 budget: · Additional city (versus school district) funding of the new School Resource Officer ($18,333). The City proposes paying this cost out of COPS grant funds. · Continuation of the Public Dialogue Consortium's community outreach efforts ($30,000). The City proposes paying this cost out of Law Enforcement Block Grant Funds. · Addition of a Sergeant to coordinate community programs and traffic supervision and a Community Relations Coordinator ($145,600). · Funding for night and weekend code enforcement for all parks ($15,000). 3 Additional funding for Shakespeare in the Park ($10,000). Funding of the Cupertino Historical Society Museum operating expenses ($30,000). · Additional funding of the Leadership Cupertino program ($5,000). · Funding for the Countywide Green Business Program ($3,000). · Additional funding for the Chamber of Commerce ($3,935). Key Issues for our Future Key issues that the City will need to address both now and in the future include: · Tax Base - Cupertino receives approximately 35% of its general fund revenue from sales tax. This revenue source will continue to be volatile due to leakage to other retail outlets, catalog and Interact shopping and the economic realities of our large technology business base. In addition, future increases in any tax will be difficult due to the new requirement for voter approval under Proposition 218. The City will need to proactively pursue economic development strategies to attract and retain revenue providers. Our economic development focus will be on the revitalization of our regional mall to enhance our retail sales tax and the attraction of new hotels. · Technology - The City needs to continue to embrace the efficiencies of technology to provide information and service to our customers and streamline and automate our operations. Several key installations will take place this year for systems in Finance/Human Resources, Building and GIS. · Master Maintenance Programs - Expansion of our infrastructure requires ongoing maintenance. The City needs to continue to program and fund an adequate level of equipment, park infrastructure, community facility and street improvement maintenance. · State of the Art Infrastructure - The City needs to be proactive in its placement of state of the art infrastructure. New technology opportunities including satellites and fiber optics have been and will continue to be proactively pursued. · Expenditure Base - Governments will need to continue to provide for customer needs with fewer resources in the future. Our challenge will be to provide quality service at a reasonable cost by analyzing all delivery options. · Partnerships - Our community needs to work together to maintain our reputation and quality of life. Our relations with the other governmental agencies serving our community have never been better. To that end, the City will be a key facilitator of the changing needs of our businesses and residents and must educate and communicate in a positive and proactive way. 4 Conclusion Cupertino has traditionally been a fiscally conservatiVe, well-mn city. This budget continues with that philosophy through a realistic expenditure program while providing our employees with the technology to perform their jobs in the most efficient and effective manner possible. The capital projects proposed, especially the expansion of our Senior Center and Library facilities, are considered essential components in maintaining the Cupertino quality of life. In closing, I would like to acknowledge the extra efforts of the Administrative Services staff for the preparation of this year's budget and for their efforts in providing an award winning document to this community. RTfully submitted, City Manager 5 NOTES City of Cupertino MISSION S TA TEMENT 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 individualprofessional growth and innovation to enhance customer service and employee satisfaction. · Create a positive, professional environmental based upon teamwork. · As a team, it is our objective toprovide the highest level of satisfaction in allprograms and services. We are proud to be part of the City of Cupertino team and will strive to provide the best service possible. 7 BUDGET STRATEGIES FINANCIAL VALUES STATEMENTS The City of Cupertino adheres to the following guidelines and principles in preparing its budget and conducting its day-to-day and long-term fiscal affairs. 1. Revenue Levels · Identify and recommend sources of revenue necessary to maintain the services desired by the community and to maintain the City's quality of life. · Perform ongoing evaluations of existing sources of revenue to maximize the City's revenue base. · Recover costs of special services through user fees. · Allocate all internal service charges to appropriate user departments. · Ensure that Enterprise activities remain self-supporting. 2. Expenditure Control · Maintain operating activities at levels which are offset by revenues. · Evaluate expenditures at the department and project levels to ensure control. · Reduce costs and improve productivity through the use of efficiency measures. · Finance capital improvements through the most cost beneficial methods. 3. Long-Term Financial Stability · Pursue consolidation of resources and activities with other agencies and jurisdictions where beneficial. · Ensure financial planning flexibility by maintaining adequate fund balances and reserves. · Provide for major maintenance and repair of City buildings and facilities on a timely basis. · Continually evaluate and implement long-term financial planning including technology automation, multiple year capital improvement programs, revenue and expenditure forecasting. BUDGET STRATEGIES CITY COUNCIL GOALS 1. FOSTER A SENSE OF COMMUNITY · Develop a work plan for the Teen Task Force with objectives to positively impact the youth of our community. · Continue community dialogue on Cupertino's future through the use of focus groups, community forums and the Citizens of Cupertino Cross Cultural Consortium. · Foster a better understanding of cultures within the community through outreach programs, recreational activities, neighborhood programs and expansion of community events. · Create cultural enrichment with the Toyokawa 20th Anniversary Sister City celebration, 4t~ of July daytime activities, outdoor film events and Shakespeare in the Park. · Continue the Leadership Cupertino program in conjunction with the Chamber and DeAnza College to develop future leaders in our community, and expand the program to community youth. 2. ENSURE LAND USE IS COMPATIBLE WITH COMMUNITY CHARACTER · Optimize community benefit with the remaining office, industrial and commercial development approvals. · Evaluate residential building floor area and lot size ratios. · Continue input on annexation of County pockets and pursue annexation if community initiates process. · Aggressively enforce the sign ordinance. 3. PROTECT AND PROMOTE OUR PUBLIC SAFETY · Expand our neighborhood safety/crime prevention program with the addition of one sergeant for coOrdinating community programs (75%) and traffic supervision (25%). · Hire a Community Relations Coordinator to oversee our neighborhood-based activities including disaster preparedness, neighborhood watch and the citywide garage sale. · Explore possible options with the School District to increase kids safety and decrease traffic congestion in conjunction with transportation to/from school. 9 BUDGET STRATEGIES CITY COUNCIL GOALS 4. ENHANCE SER VICES · Perform a needs assessment, alternative analysis and plan preparation for expansion of the community library. · Explore the feasibility of a "rails to trails" linear park. · Design and expand the Senior Center. · Enhance the care and maintenance of street landscape medians throughout the City. · Ensure a smooth transition plan for senior management. · Explore the widening of Stevens Canyon Road. · Continue with the implementation of the Stevens Creek Boulevard Master Plan. · Complete the DeAnza Boulevard bike lanes. · Continue to aggressively implement the graffiti abatement program. 5. ENSURE THE FINANCIAL HEAL TH OF THE COMMUNITY · Continue the economic development plan goals and committee to actively pursue opportunities in this area. · Work with the new owners of Vallco Mall to revitalize the regional center. · Target specific businesses for attraction, retention and community involvement. 6. EFFICIENTLY UTILIZE TECHNOLOGY · Install new systems in Finance/Human Resources, Building and GIS. · Perform a needs assessment for a new Park and Recreation system. · Explore "push technology" for current events to increase communication involvement in the community. · Create a "cultural connection" link on our Web site. and 10 NEW PROGRAMS New programs for the 1998/99 budget include: $18,333 Provides funding of second School Resource Officer from 33% to 50%. Funding Source: COPS Grant. Secondary Funding: General Fund. $48,100 Provides for a permanent Community Outreach Coordinator at V4th time. Funding Source: General Fund. $97,500 Provides for addition of a Sergeant for coordinating community programs (75%) and traffic supervision (25%). Funding Source: General Fund. $30,000 Provides outreach Funding for continuation of the Public Dialogue Consortiums community efforts. Source: Law Enforcement Block Grant. No secondary funding. $15,000 Provides funding of night and weekend code enforcement in all parks. Funding Source: General Fund. $10,000 Provides additional funding of $10,000 for Shakespeare in the Park. Funding Source: General Fund. $30,000 Provides funding of the Cupertino Historical Society Museum operating expenses for one year only. Evaluation due at end of year. Funding Source: General Fund $ 5,000 Provides funding of the Leadership Cupertino program Chamber of Commerce and DeAnza College match. Funding Source: General Fund. contingent upon $ 3,000 Provides funding of the Countywide Green Business Program, which promotes business ventures that employ environmentally sound practices. Funding Source: Resource Recovery Fund. $ 3,933 Provides additional funding of the Chamber of Commerce contract. Funding Source: General Fund. 11 NOTES 12 BUDGET GUIDE The budget is the City's fundamental policy document. It describes the City's goals and details how resources are allocated to achieve these goals. In addition, the budget serves as the annual financial plan, an operations guide and a communications tool. The budget guide provides an overview of the elements of the budget document. It describes the structure of the City's finances and the annual budget process and includes a glossary of budget terminology. ELEMENTS OF THE BUDGET DOCUMENT The budget document includes the following key elements: Budget Message: The Budget Message is the City Manager's transmittal letter submitting the budget to the City Council. The Budget Message summarizes the City's current and long-term financial position, highlights new programs and organizational changes addressed in the budget and outlines both short and long-term goals of our city government. Budget Strategies: The Budget Strategies section includes the City's mission statement, the Financial Values of the City and identified City Council goals for the fiscal year. The 1998- 99 operating budget addresses the implementation of these goals and explores various revenue enhancements and cost reduction measures. Financial Summaries: The Financial Summaries section provides financial information on projected revenues, expenditures, fund balances and reserves. This section includes the Budget Summary of Funds as well as detailed fund descriptions and information on all revenue sources and expenditure projections. In addition to 1998/99 information, this section includes fund balance trends and detailed revenues and expenditures projections for the next five years. Departmental Operating Budgets: The Departmental Operating Budgets section details historical and proposed expenditures by operating department. The City is organized into eight key operating functions, including the City Council and Commissions, Administration, Law Enforcement, Public Information, Administrative Services, Parks and Recreation Services, Community Development and Public Works Services. Each department budget includes a summary narrative, financial information regarding the department and each of its major divisions and personnel information. · 13 BUDGET GUIDE Departmental expenditures are divided into five categories, which include the following charges: Employee Compensation represents permanent full-time and part-time salary costs, overtime, Medicare at 1.45%, PERS retirement at 13.445% and health insurance costs. 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. o Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section details historical and proposed expenditures for the functions of interfund transfers and debt service. o Capital Improvements: The Capital Improvements section details the proposed capital projects for 1998-99 through 2002-03. 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. In addition, unprogrammed capital improvements are also identified and listed. The City Council approves fimding 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 1998-99 budget are grOuped into two major categories, Governmental Funds and Proprietary Funds. The purpose of each of the various fimds 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 Intemal Service Funds. They are accounted for under the full accrual basis of accounting. Enterprise Funds, including the Water, Resource Recovery, Sports Center, Blackberry Farm, Recreation and Senior Center funds, are used to account for operations that are self-supporting with user fees covering expenditures. Internal Service Funds include the Workers Compensation, Management Information Services, Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise Funds, except that fees are charged to user City departments to cover the costs of services provided by the activity. COST ACCOUNTING The City utilizes cost accounting to more accurately reflect all costs associated with each activity center. Charges include direct and indirect support services, equipment and computer charges, and maintenance type allocations. Charges are included in the annual budget and charged monthly to the activity accounts. 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 which 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 Finance and compared to current and prior year trends. The City Manager then reviews the proposals with Finance and departmental staff and makes final adjustments. The proposed budget is then submitted to the City Council in May. During the months of May and June the Council considers the budget proposals at a series of City Council Work Sessions and meetings. At this time, the Council hears from Boards, Commissions and community groups regarding budget requests and recommendations. Prior to June 30, the City Council holds public hearing(s) on the budget and then adopts the final budget by resolution. The adopted budget takes effect on July 1, the first day of the new fiscal year. After the budget is adopted, the City enters the budget monitoring phase. Throughout the year, expenditures are monitored by Finance department staff and department managers to ensure that funds are used in an approved manner. Adjustments to expenditures within or between departmental budgets are accomplished on an as-needed basis administratively throughout the year. City Council approval is required for additional appropriations from fund balances or for new revenue sources. 16 BUDGET GUIDE GLOSSARY OF BUDGET TERMINOLOGY The City's budget contains specialized and technical terminology which is unique to public finance and budgeting. To help the reader understand the terms, a glossary of budgetary terminology has been included in the document. Adopted Budget - Revenues and appropriations approved by the City Council in June for the following fiscal year. Allocated Costs - An expense charged by one department/division to another for services performed or expenditures of a general nature which are charged to one main account and allocated to other departments/divisions by a specified formula. Appropriation - An authorization made by the City Council which permits the City to incur obligations and to make expenditures of resources. Budget - A financial plan for a specific period of time (fiscal year) that matches all planned revenues and expenditures with various municipal services. Budget Amendment - A legal procedure utilized by the City Manager to revise a budget appropriation. Adjustments to expenditures within or between departmental budgets may be accomplished administratively. City Council approval is required for additional appropriations from fund balance or new revenue sources. Capital Improvement Program - A plan for capital expenditures to provide for the acquisition, expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed period of several future years. Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets. Cost Recovery - The establishment of user fees that are 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 which reports to a department. 17 BUDGET GUIDE Enterprise Fund - A fund established to account for activities that are financed and operated in a manner similar to private business enterprises, in which costs of providing services are fully recovered through user fees. Estimated Budget - The status of appropriations between July 1 and June 30. Includes the adopted budget, budget amendments, prior year encumbrances, approved carryforwards, 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 fi.om property and other taxes. Goal - Broad mission statements which define the purpose of a department. Internal Service Fund - A fund used to account for the services provided by one department to other departments on a cost-reimbursement basis. 18 BUDGET GUIDE Operating Budget - A financial plan for the provision of direct service and support functions that provide basic governmental services. The operating budget contains appropriations for such expenditures as employee compensation, materials, contract services, capital outlay and debt service. It does not include Capital Improvement Project expenditures. Reserve - An account used to designate a portion of the fund balance for a specific future use and is, therefore, not available for general appropriation. Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits, and other sources. Section - A unit or organization which reports to a division. Self-Supporting Activity - An enterprise activity where all service costs (including principal and interest debt payments) are covered solely from the earnings of the enterprise. Subsidy - Supplemental resources provided to ensure adequate funding when anticipated expenditures exceed revenues. User Fees - Fees charged to users of a particular service provided by the City. 19 NOTES 20 HISTORY OF CUPERTINO 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, de Anza, 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 Copertino 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 Petms Font. In 1904, the name was applied to the Crossroads and to the post office when the Home Union Store incorporated under the name, The Cupertino Stores, Inc. Many of Cupertino's pioneer European settlers planted their land in grapes. Vineyards and wineries proliferated on Montebello Ridge, on the lower foothills and on the flat lands below. After 1906 a lot more than grape growing was going on in Cupertino. Orchards were thriving and new businesses were being started. 21 HISTORY OF CUPERTINO, continued In the late 1940's Cupertino was swept up in Santa Clara Valley's postwar population explosion. Concemed by unplanned development, higher taxes and piecemeal annexation to adjacent cities, Cupertino's community leaders began a drive in 1954 for incorporation. Cupertino rancher Norman Nathanson, the Cupertino-Monta Vista Improvement Association and the Fact Finding Committee, played important roles in this movement. Incorporation was approved in a 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, 6 sold to Varian Associates, a thriving young electronic firm, founded by Russell Varian, and 2 opted for transplanting farms elsewhere. The name VALLCO was derived from the names of the principal developers: Varian Associates and the Leonard, Lester, Craft and Orlando families. Source: This historical summary was drawn from the "Cupertino Chronical", published by the California History Center. 22 CUPERTINO CITY PROFILE The City of Cupertino was incorporated on Oct. 15,1955 and operates as a general law city with a city council-city manager form of government. Five council members serve four-year, overlapping terms, with elections held every two years. The council meets twice a month, on the first and third Mondays at 6:45 p.m. in City Hall. Donald Brown is Cupertino's city manager and has responsibility for implementing council policy and for managing the municipal services that are provided by the city's 131 full-time employees. City departments include administrative services (finance, human resources, city clerk, MIS and economic development divisions), community development, parks and recreation, public works (engineering, maintenance and environmental divisions) and public information. Police service is contracted through the county and fire service is provided through Central Fire District. Assisting the city council are several advisory boards and commissions: Housing, Telecommunication, Fine Arts, Library, Planning, Audit, Economic Development, Parks and Recreation and Public Safety. Members of the volunteer boards are appointed by the city council and vacancies are announced so that interested residents may apply for positions. Residents are kept informed about city services and programs via a monthly newsletter, the Cupertino Scene, and Cupertino's government access cable TV channel, The City Channel. The city sponsors several special programs throughout the year, including an awards ceremony for community volunteers, a student in government program, holiday recreational activities and a community parade. ECONOMIC PROFILE C upertino ADri11998 vol. xx~ nc 8 mo som Bloom the se.lng for this year's Cher~ Blossom 26. The annual Japanese food, cultural a.s and demonstrations. For complete infomation see page 2. Cupertino, is located 42 miles south of San Francisco and 375 miles north of Los Angeles in Santa Clara County. Cupertino is 13 square miles and is bordered by San Jose, Saratoga, Sunnyvale, Santa Clara and Los Altos. Cupertino's unique location, nestled against the foothills of the Santa Cruz Mountains at the west end of world famous "Silicon Valley," has facilitated its development as a balanced community with a healthy climate for business as well as many lovely residential neighborhoods. Residents of Cupertino have only a short drive to jobs anywhere in the Valley, and businesses which locate here need only to look in their back yards to find attractive housing. How Wot Was It? [ ; Blackberry Farm FJnaing the.ether I Throws a Picnic ~J Food and fun offered See page 3 See page The excellent reputation of Cupertino's schools has also been a magnet for families wishing to settle in close proximity to jobs in the Santa Clara Valley. -- 23 Cupertino is the world headquarters for major corporations such as Apple Computer, Tandem Computers and others. Several key divisions of Palo Alto based Hewlett-Packard are also located in Cupertino. This city of 44,000 residents enjoys shopping at the City's regional shopping mall, Vallco Fashion Park, and its economic climate is further enhanced by the many support industries and retail centers which have grown up around the high technology giants. The Cupertino Chamber of Commerce works closely with the City Council to ensure that the business environment and economic climate of Cupertino are enhanced while maintaining a healthy balance with residential concerns. A unique community spirit exists in Cupertino and all of the leading businesses contribute to this cooperative approach through the many dynamic programs of the Chamber. Because Cupertino is not a community unto itself, it shares with its neighbors, such as San Jose and Sunnyvale, many of the challenges of economic prosperity. Local .community leaders gather together in many different forums to address issues such as transportation, housing and planning for future growth. Economic Growth and Trends (in thousands) 1994 1995 1996 Population in the County 1,583,800 1,607,700 1,612,258 Total Taxable Sales - County 19,633,186 22,561,360 25,257,736 Population in City Limits 42,350 43,489 44,775 Total Taxable Sales - City 601,600 669,480 705,594 Occupied Dwellings - City 15,445 15,665 15,707 School Enrollment Gr K-8 14,091 14,507 14,877 School Enrollment Gr 9-12 7,744 8,199 8,380 Sources: City of Cupertino Union School District, Fremont Union High School District, State Board of Equalization, Association of Bay Area Governments (ABAG), and Santa Clara Finance Department, 1990 Census. The economic outlook for the Santa Clara Valley looks bright. The Valley has a uniquely competitive culture with infinite resources for innovations and new product development. Its special qualities of a suburban community within a thriving high technology center make it particularly attractive for businesses and residents alike. INDUSTRIAL, COMMERCIAL & RESIDENTIAL PROPERTY The total area of incorporated City of Cupertino is approximately 10.4 square miles. In addition, there are approximately 0.96 square miles of unincorporated areas within the City's boundary. Land available for development is as follows: hillside residential 6%, commercial .2%, residential 1%, office and industrial .3%. Commercial land may run as high as $1,200,000 per acre, office space lease rates range from $1.25 to $1.45 per square foot, all services included. R&D space lease rates range from $.75 to $1.55 per square foot, all services extra. Retail space lease rates range from $.90 to $2.55 per square foot, all services extra. The office and R&D vacancy rates range from 0-3%. Fees will be assessed for the following: Street lighting, storm drains, water, plan checking inspection, park (residential only), sewer, construction tax, school district fee. CHARACTERISTICS OF THE LABOR FORCE A large number of companies are not unionized due to progressive employee benefit programs. Wage rates, extent of unionization, fringe benefits, and related information for specific industries and job classifications may be obtained from the State Employment Development Department located at 297 West Hedding, San Jose, CA 95110 or at 800 Capitol Mall, Sacramento, CA 95814. 24 The Santa Clara County Labor Market (ABAG Projection 1995) Employed residents of County: Total County employment: Total civilian labor force: Agriculture, Mining Construction Manufacturing Transportation/Comm/Utilities Retail Trade Wholesale Trade Finance/Real Estate/Insurance Services Government 809,500 827,350 806,917 6,430 28,730 231,590 25,440 120,430 52,240 31,280 278,410 52,800 TRANSPORTATION Rai.1 - Southern Pacific, San Jose to San Francisco, with spur line in Cupertino. Ovemight Delivery_ To - Reno, Sacramento, San Francisco and Los Angeles. 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. Water - 20 miles south of Port of Redwood City. Highways - Interstate Route 280, State Route 85, U.S. 101, Foothill Expressway. WATER Water Service is supplied by San Jose Water, and California Water Service Company. SANITARY DISTRICT Sanitary sewer service is provided by the Cupertino Sanitary District. The District has purchased 8.6 million gallons per day capacity in the San Jose/Santa Clara Pollution Control Plant. The Water Pollution Control Plant is a three stage plant, primary, secondary and tertiary. The current residential service charge is $18.00 per month and the commercial charges, based on water usage discharged, range from $1.474 per 100 cubic feet to $3.685 per 100 cubic feet plus a $3.27 per year charge for each unit of separate occupancy of a commercial or industrial premise. Connection fees, if not previously paid, are payable for all parcels not currently served by the District. STREET IMPROVEMENTS There are City standard dedication requirements. Improvement requirements include half of streets along frontage, plus nearest connection point for storm and water line. UTILITIES Natural gas and electricity is supplied by Pacific Gas and Electric Company, 10900 N. Blaney Avenue, 1-800-743-5000. Telephone service is supplied by Pacific Bell. For residential service hook-up call (408) 811- 5600; for business service call (408) 811-2900. Cable TV service is supplied by TCI Cablevision of California, (408) 257-5388. Garbage collection service is supplied by Los Altos Garbage, (408) 725-4020. 25 FINANCIAL INSTITUTIONS Cupertino has approximately 17 financial institutions, including banks, savings and loans, and thrift organizations. COMMUNITY FACILITIES Medical Care Cupertino is served by the Cupertino Medical Clinic and Camino Health Care. Nearby hospitals include E1 Camino Hospital in Mountain View, O'Connor Hospital in San Jose, San Jose Hospital, Community Hospital and Rehabilitation Center in Los Gatos, Kaiser Permanente Medical Center in Santa Clara, Stanford Hospital in Palo Alto and The Forum at Rancho San Antonio, a continuing care retirement center in Los Altos. Education - Cupertino is served by 14 pre-schools, 19 elementary schools, 4 junior high schools, 5 comprehensive high schools and De Anza community college. Cupertino is also the home of University of San Francisco Extention. Nearby universities are San Jose State University, Santa Clara University, Stanford University and National University. APPROXIMATE RACE/ETHNIC BREAKDOWN FOR CUPERTINO White 74.3%, Black 1.0%, Hispanic 4.8% Asian 23%, American Indian/Eskimo 0.2% Source: ABAG VOTER REGISTRATION AS OF 2/27/96 City 22,660 County 837,927 MAJOR PARTY REGISTRATION City 8,793 (D), 9,362 (R) County 353,109 (D), 255,170 (R) Source: County Registrar of Voters Climate Average Temperature Rain Humidity Period Min Mean Max Inches 8am 5pm JAN 40 49 57 2.82 85 66 APR 46 57 69 1.09 73 56 JULY 54 67 81 Trace 65 54 OCT 49 61 74 .65 62 58 YEAR 47 59 70 14.05 70 58 ELEVATION: 236 FEET Sources: National Weather Service HOTELS The Cupertino Inn, a motor inn of 127 rooms and suites, is located at DeAnza Boulevard and Highway 1-280. Courtyard by Marriott is located in Cupertino Village on Wolfe Road at 1-280. The hotel has approximately 137 rooms and 12 suites. The Hilton Gardens Inn is located next to Cupertino Village on Wolfe Road at 1-280. The hotel has approximately 171 rooms and will be open in the Fall of 1998. CULTURE AND RECREATION Cupertino is served by 30 churches, 1 library, 28 radio stations, 15 TV channels received directly, the computer network system called Citynet, 2 TV cable systems, 11 parks, and 5 theaters, as well as the weekly Cupertino Courier, and World Journal newspapers and 2 daily newspapers: San Jose Mercury News and the San Francisco Chronicle. Cultural events include: The Cupertino Art & Wine Festival, Oktoberfest, Dickens Faire, Cherry Blossom Festival and the Fourth of July Fireworks. 26 Other cultural and recreation facilities include: Flint Center for Performing Arts, Minolta Planetarium, Euphrat Museum of Art, Ice Capades Challet, Deep Cliff Golf Course, Blackberry Farm Golf Course, Quinlan Community Center, a 27,000 sq fi facility for meetings, classses and banquets, Cupertino Senior Center, a 5,500 sq fi facility for senior activities; Cupertino Sports Center which offers tennis, fitness, swimming and racquetball; Community Recreation Center, a 10,100 sq fi facility, 25 lighted tennis courts, 4 swimming pools operated by the school disthcts, 4 health clubs, par courses, 1 racquetball club and a bowling alley. ¢31ltobcrfc6t: Rolling Out Barrels of Fun! HOUSING Rentals for one and two bedroom apartments and duplexes range from $725 to $1,700 per month. Rentals for two and three bedroom houses range from $1,150 to $2,250 per month. The average price of existing single family homes was $493,000 as of December 1996. The average sale price for a condo or townhouse was $244,500. (Source: Contempo Realty) TAX RATES AND GOVERNMENT SERVICES Residential, commercial, and industrial property is appraised at full market values 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 at~er July 1. 2. Industrial and commercial property tax rates per $100 assessed value varies from $1.0448 - $1.0471 depending on the tax rate area. 3. Retail Sales Tax: Santa Clara County Transit Department: .5%, Unincorporated cities, county, city: 1.0%, State 6.00, County Mass Transit: .25%, Measure A/B .50%, Total: 8.25%. 4. Assessed Valuation (secured and unsecured): Cupertino $5,121,536,207 (1995-96), County $115,291,711,830 (1995-96). 5. Government: Cupertino has the Council-Manager type of government. 6. Police Department: Police service is supplied through a contract with the Santa Clara County Sheriff's Department. 27 Fire Department: Fire service is provided by the Santa Clara County Fire District which has three fire stations in the City. The County Fire Protection District covers an area of 116 square miles, has 193 personnel, 11 first line engines, plus a 100-foot ladder and a 55-foot telesquirt, and a hazardous material reserve Unit. There are five reserve engines and two brush patrols for grass and brush fires. The District is augmented by a volunteer force of 44 firefighters. The City of Cupertino has a Fire Insurance Classification of 3. EMPLOYMENT There are over 50 firms engaging in manufacturing or research and development in Cupertino. Leading group classes of products are electronics. The largest firms in Cupertino are: Name of Company Employment Hewlett-Packard 3, 600 Apple Computer 3, 500 Tandem Computers 3, 000 Honeywell-Measurex 500 Symantec 450 Rational Software 400 Behring Diagnostics 232 Siemens 225 Products Personal Computers Computers Computers Process Controls Software Software for Networks Medical Electronic Components Non-Manufacturing Employment Cupertino Union School District 1,200 Foothill/DeAnza Community College District 1,1 O0 Fremont Union High School District 722 Sears 294 dC Penney 280 Pacific Gas and Electric Company 278 Target 220 Mervyn's 150 Education Education Education Retail Retail Utilities Retail Retail PARKS AND RECREATION Cupertino residents have a wealth of recreational and leisure activities available at the many city facilities, parks, and school grounds within the city. The Parks and Recreation Department offers classes and programs year round on a quarterly basis. Schedules of classes are published in the "Recreation Schedule", a quarterly publication that is mailed to all residents in the City. The Parks and Recreation Department also sponsors youth and family excursions, senior activities, tot and teen programs, and a number of clubs. 28 CUPERTINO SPOR TS CENTER Cupertino Sports Center is a great place to meet friends or conduct business meetings. The facility features 17 tennis courts (12 lighted), 5 racquetball courts, a swimming pool, complete locker rooms facilities, saunas, jacuzzis, and a fully equipped cardio fitness center. The center is located at the intersection of Stevens Creek and Stelling. BLA CKBERR Y FARM This 33-acre recreational facility offers group picnics, swimming pools and a 9-hole golf course. The picnic grounds and swimming pools are located at 21975 San Femando Avenue and the Golf Course at 22100 Stevens Creek Boulevard. DEEP CLIFF GOLF COURSE This lovely 52-acre facility offers a number of amenities including a top quality golf course, new practice and teaching center as well as first class dining facilities. The new Deep Cliff Practice Center offers an 8000 sq. fL putting green and 12 station hitting area to hone golf skills. A full service golf shop, lesson programs and clinics are also available. Deep Cliff Golf Course is located at 10700 Clubhouse Lane. McCLELLAN RANCH PARK A horse ranch during the 1930's and 40's, this 18-acre park located at 22221 McClellan Road has the appearance of a working ranch. Preserved on the property are the original ranch house, milk barn, livestock barn and two historic buildings moved fi:om other sites in the city: Baer's Blacksmith Shop, originally located at DeAnza and Stevens Creek Boulevards, and the old water tower fi:om the Parish Ranch, now the site of Memorial Park. Also at McClellan Ranch are corrals where Rolling Hills 4-H Club members raise rabbits, chickens, sheep, swine and cattle, and a Junior Nature Museum, which features small live animal exhibits and dispenses information about bird, animal, and plant species of the area. Community garden (organic) plots are available for city residents to use. Tours of the farm buildings and Junior Museum are conducted for school children. -- 29 MEMORIAL PARK Attractions at the 28-acre park located at Stevens Creek Boulevard at Mary Avenue include acres of lawn, ideal for family picnics; a lake; amphitheater; lighted softball field and six lighted tennis courts, as well as the Senior Center, Quinlan Community Center and the Cupertino Sports Center. Additional City parks and their locations are: Creekside Park - Miller Avenue near Calle De Barcelona Hoover Park - Leed Avenue near Primrose Jollyman Park - Stelling Road near McClellan Road Linda Vista Park - Linda Vista Drive near Columbus Monta Vista Park - Foothill Boulevard and Voss Avenue Portal Park o N. Portal Avenue off Stevens Creek Boulevard Summerset Square Park - Stokes Avenue near Peninsula Drive Three Oaks Park - Candlelight Way near Rainbow Varian Park - Ainsworth Drive at Vista Knoll Wilson Park - S. Portal Avenue near Stevens Creek Boulevard 3O BUDGET SU1VIMARY 1998/99 Fiscal Year Funds General Fund Special Revenue Funds: Storm Drain Park Dedication Tax Environmental Management Gas Tax Housing & Community Development HCD Rehabilitation Loans Leadership Cupertino Fund Totals Debt Service: Cupertino Facilities Corporation Traffic Impact Vallco AD 74-3 Vallco AD 74-4 Fund Totals Capital Projects Funds: Capital Improvement Library Expansion Fund Totals Enterprise Funds: Resource Recovery Water Blackberry Farm Cupertino Sports Facility Recreation Programs Senior Center Fund Totals Internal Service Funds: Information Management Workers' Compensation Equipment Replacement Long-term Disability Fund Totals Estimated Estimated Balance at Operating Operating Non-operating Balance at July 1 Revenues Expenditures Transfers June 30 $ 34,357,000 $ 23,636,000 $ (19,004,000) $ (9,023,000) $ 29,966,000 1,384,000 102,000 (1,500,000) 715,000 - (120,000) 271,000 369,000 (376,000) 863,000 1,111,000 (2,336,000) 1,183,000 68,000 (167,000) 192,000 84,000 (149,000) 16,000 (21,000) $ 4,608,000 $ 1,750,000 $ (4,669,000)$ 4,998,000 325,000 (4,966,000) 75,000 37,000 (38,000) 203,000 131,000 (125,000) 70,000 77,000 (74,000) 362,000 5,000 (14,000) 595,000 264,000 1,084,000 127,000 367,000 $ 2,056,000 $ 5,346,000 $ 570,000 $ (5,203,000) $ 4,631,000 4,988,000 74,000 209,000 73,000 4,631,000 $ 5,344,000 65,000 (360,000) 360,000 65,000 (lO0,O00) lO0,O00 $ 65,000 ~ $ (460,000) $ 460,000 $ 65,000 1,364,000 2,215,000 (1,718,000) 678,000 50,000 (98,000) 552,000 1,605,000 (1,909,000) 207,000 902,000 (1,360,000) 229,000 1,400,000 (1,217,000) 172,000 378,000 (3,333,000) $ 3,202,000 $ 6,550,000 $ (9,635,000) 250,000 365,000 (250,000) 3,000,000 1,861,000 630,000 498,O0O 114,000 162,000 217,000 $ 3,365,000 $ 3,482,000 170,000 498,000 (686,000) 479,000 150,000 (129,000) 543,000 1,212,000 (1,230,000) 36,000 51,000 (53,000) $ 1,228,000 $ 1,911,000 $ (2,098,000)$ 183,000 165,000 - 500,000 17,000 542,000 - 34,000 200,000 $ 1,241,000 31 Charges for Services 18% Capital Projects/ Equipment Funding/ Debt Paybacks 26% Fines 0°,4 Utility Tax 4% Franchise Fees 4% Property Taxes 8% Other Revenues 1% Taxes 5% Use of Money Intergovernmental & Property 7% Sales Tax 20% ITOT^I,, CITY REVENUE, , , , , $43 ,721,0001 32 General Fund Revenue Utility Tax 8% Fines 1% c~ges for Capital Projects/ Services Equipment Funding/ 6% Debt Paybaeks 2% Franchise Fees Sales Tax 7% 35% Taxes 14% Other Taxes Intergov~mental 10% 8% Use of Money ITOT^ GENERAL FUND, , REVENUE $24,111,0001 33 I Expenditures By DepartmentI Council & Commissions 1% Public Information 1% Recreation Services 9% Debt Service 10% Enforcement 10% Capital Projects/ Equipment Funding 33% Public Works 24% Administrative Community Services Development 7% 4% Administration 1% I,TOTAI~, ~ CITY EXPENDITURES, , , $51,042,000[ 34 General Fund Expenditures By Depmment Administrative Sex~ric~s Recreation Council & Services Commissions 4% 2% 16% Community Development 6% Public Information 2% Capital Projects/ ~uipment Funding Law Enforcement 17% Administration 2% Public Works 27% IToTAI. GENERAL FUND EXPENDITuREs $28,5o3,o00,1 35 REVENUE SUMMARY Sales Tax The City's sales and use tax revenues are generated from three principal economic categories: general retail--38.4%, business-to-business--36.8% (includes electronic equipment and software manufacturers and distributors), and food products--13.5%. Cupertino's sales tax has been relatively flat due to the existing vacancies at our regional mall, increased on-line purchasing and price-sensitive shopping. We anticipate sales at our Vallco Fashion Park Mall to increase this next fiscal year as a result of new ownership of the complex. $9,000 ss,ooo $7,000 $6,000 $5,000 $4,0OO $3,0OO $2,000 $1,000 Sales Tax Trend 1991 1992 1993 1994 1995 1996 1997 1998 1999 · ACTUAL I1 ADJ BY CPI ] Sales and use taxes are the City's largest single source of revenue and are budgeted at $8,606,000 for the 1998/99 fiscal year, representing 19.1% of the City's total revenues and an 18.17% increase over fiscal 1997/98 revenues. The increase is attributable to new tenants at Vallco Mall and new high tech sales offices in the City. Because of the importance of this revenue source, the City implemented an economic development plan that focuses on the retention and revitalization of the City's sales tax base. Through this plan, the City hopes to achieve continued positive sales tax growth over the ensuing years. 1996/97 1997/98 1998/99 Actual E stimat e Proposed REVENUE BY CATEGORY: Sales Tax REVENUE BY FUND: General $7,140,000 $7,283,000 $8,606.000 $8.606.000 36 REVENUE gUMMARV Property Taxes Property taxes represent approximately 8.1% of total City revenues. Property tax revenue for the 1998/99 fiscal year is estimated to be $3,635,000, an increase of 33.1% over fiscal 1997 revenue. 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 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. 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 or major improve- ments. YOUR TAX DOLLARS AT WORK CUPERTINO LOS ALTOS HILLS SANTA CLARA LOS GATOS PALO ALTO GILROY MORGAN HILL LOS ALTOS MILPITAS MT VIEW CUPERTINO ONLY RECEIVES 2'/, OF yOUR I% PROPERTY TAX ASSESSMENT. I I ! 1996/97 1997/98 1998/99 Actual Estimate Proposed REVENUE BY CATEGORY: Property Taxes REVENUE BY FUND: General Traffic Impact Vallco Assessments $2,464,000 $2,731,000 $3,635,000 $3,450,000 15,000 170,000 $3,635,000 37 REVENUE SUMMARY Other Taxes The principal components of Other Taxes include utility, franchise, park, and transient occupancy taxes. Utility taxes are budgeted to be $1,964,000 which is down 8% from the previous year's revenues of $2,135,000 due to rate reductions by PG&E. 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. 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. The City receives franchise fees from cable television, garbage, water, gas and electricity franchisees that operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues depending on each particular agreement. Utility Tax Rate Comparison Gas/Electric Cable Water Refuse Telephone 2upertino 2.4% ...... 2.4% Gilroy 5.0% 5.0% .... 5.0% Los Altos 3.5% 3.5% 3.5% -- 3.5% Milpitas .......... Morgan Hill .......... Mountain View 3.0% ...... 3.0% Palo Alto 5.0% -- 5.0% -- 5.0% Saratoga .......... which is $2,100,000 lower than the previous year. This results multi-unit construction projects planned to begin in the fiscal year. Franchise fee revenues for fiscal 1998/99, estimated to be $1,615,000, is up 9.9% from fiscal 1997/98 estimated revenues. Park tax is paid by developers on the amount of development from year-to- year; Estimated revenues for fiscal year 1998/99 are zero from no new residential and Construction taxes are anticipated to be $350,000 for fiscal 1998/99, a decrease of $681,000 over estimated 1997/98 revenues. Again, no major residential and multi-unit construction projects are planned. 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 $1,278,000. Increases this year are due to construction of a third hotel in the City. 38 REVENUE SUMMARY Other Taxes (continued) 1996/97 Actual 1997/98 Estimate 1998/99 Proposed REVENUE BY CATEGORY: Utility Tax Franchise Fees Park Tax Business License Construction Tax Transient Occupancy Tax Documentary Transfer Tax Other Taxes $2,075,000 2,234,000 1,200,000 385,000 350,000 765,000 208,000 21,000 $7,238,000 $2,135,000 1,469,000 2,100,000 417,000 1,031,000 860,000 214,000 22,000 $8,248,000 $1,964,000 1,615,000 -0- 412,000 350,000 1,278,000 258,000 15,000 $5,892,000 REVENUE BY FUND: General Park Dedication Fund $5,892,000 -0- $5,892,000 39 REVENUE SUMMARY Fines Fines result from vehicle code, parking code and other miscellaneous violations. these sources are up from fiscal year 1997/98 by 22 percent. Revenues from 1996/97 1997/98 1998/99 Actual Estimate Proposed REVENUE BY CATEGORY: Fines $147,000 $147,000 $180,000 $!47,000 $147,000 $180,000 REVENUE BY FUND: General $180,000 4O REVENUE SUMMARY Charges for Current Services Due to the nature of the services provided, most of the activity in this category is accounted for separately as enterprise funds. As such, the City attempts to recover the cost of the services provided through user charges. Charges for current services, representing approximately 17.2% of total City revenues, are estimated to be $7,775,000 for the 1998/99 fiscal year, an overall decrease of 15.3% from the previous year. The decrease is attributable to anticipated increases in most areas of service with the exception of construction permits due to lower activity and the elimination of water sales with the long-term lease of the City's water company in October, 1997. 1996/97 1997/98 1998/99 Actual Estimate Proposed REVENUE BY CATEGORY: Construction Permits Enterprise Services Other Service Refuse Services Water Sales Blackberry Farm Park Fees Cupertino Sports Center Fees Recreation- Cultural, Youth and Teen, Physical, Nature and Park Programs Senior Center Excursions REVENUE BY FUND: General Resource Recovery Blackberry Farm Cupertino Sports Center Recreation Programs Senior Center $1,200,000 $1,000,000 $ 800,000 265,000 226,000 233,000 264,000 273,000 370,000 2,164,000 2,229,000 2,163,000 1,936,000 1,994,000 -0- 1,347,000 1,389,000 1,543,000 582,000 611,000 900,000 1,046,000 1,173,000 1,395,000 285,000 285,000 371,000 $9,089,000 $9,180,000 $7,775,000 $1,403,000 2,163,000 1,543,000 900,000 1,395,000 371,000 $7.775.000 41 REVENUE SUMMARY Revenues From Use of Money and Property This revenue category represents approximately 6.7% of total City revenues and is comprised of interest earnings on City funds, facility rents and concession payments on City-owned property, assessment bond interest, and repayment of long-term affordable housing loans. The estimated revenues for fiscal 1998/99 are $3,017,000 which represents an increase of $593,000 from the previous year. Investment earnings are a function of the amount of excess cash available for investment and the current interest rate. For the coming year, interest rates are expected to remain relatively consistent with fiscal 1997/98. 1996/97 1997/98 1998/99 Actual Estimate Proposed REVENUE BY CATEGORY: Investment Earnings Rent/Lease Income City Library Lease Loan Repayment REVENUE BY FUND: General Storm Drain Cupertino Public Facilities Corporation Traffic Vallco Assessments Resource Recovery Water Blackberry Farm Gas Tax Workers' Compensation Equipment Replacement Housing & Community Development HCD Rehabilitation Loans Other Funds $1,977,000 $1,897,000 $2,409,000 235,000 224,000 258,000 281,000 211,000 258,000 92,000 92,000 92,000 $2,585,000 $2,424,000 $3,017,000 $2,157,000 52,000 325,000 22,000 38,000 52,000 50,000 62,000 50,000 50,000 30,000 20,000 84,000 25,000 $3,017,000 42 REVENUE SUMMARY Intergovernmental Revenues Intergovernmental revenues comprise approximately 6.6% of the City's total revenues and consist of State motor vehicle license taxes, State gas tax, and various grants from federal, state or county agencies. Budgeted revenues for fiscal 1998/99 are $2,998,000 which is a decrease of $70,000 fi:om the previous year. Not included are gas tax increases attributable to the passage of Proposition A and B which will provide the City with additional sales tax revenue for street improvements. 1996/97 1997/98 1998/99 Actual Estimate Proposed REVENUE BY CATEGORY: Motor Vehicle in Lieu Homeowner's Exemption Gas Tax Housing & Community Development Other/Grants REVENUE BYFUND: General Fund Gas Tax Housing & Community Development $1,683,000 $1,733,000 $1,813,000 49,000 50,000 26,000 964,000 1,183,000 1,061,000 48,000 48,000 48,000 152,000 54,000 50,000 $2,896,000 $3,068,000 $2,998,000 $1,889,000 1,061,000 48,000 $2,998,000 43 REVENUE SUMMARY Other Revenues Other revenues consist of housing mitigation, 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 1998/99 are budgeted at $488,000, a decrease of $633,000 from the previous year. This decrease is the result of non-reoccurring housing mitigation revenues from the expansion of the Hewlett Packard offices. 1996/97 1997/98 1998/99 Actual Estimate Proposed REVENUE BY CATEGORY: Housing Mitigation Property Sales Developer Fees Environmental Management Miscellaneous $ 275,000 $ 640,000 $ 40,000 35,000 -0- -0- 50,000 50,000 50,000 381,000 381,000 361,000 390,000 50,000 37,000 $1,131,000 $1,121,000 $ 488,000 REVENUE BY FUND: General Fund Storm Drain Environmental Management Leadership Cupertino $ 61,000 50,000 361,000 16,000 $ 488,000 44 REVENUE SUMMARY Interdepartmental Revenues Interdepartmental revenues consist of interdepartmental service charges and operating transfers. Interdepartmental service charges arise from the centralized administration of certain activities whose costs are allocated to the various City departments benefited. The City utilizes internal service funds to account for the provision of the services and the related charges. Operating transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are recorded as non-operating revenues in the receiving fund and as non-operating expenditures in the transferring fund. Operating transfers of $9,973,000 are $2,218,000 higher than the previous fiscal year's transfers due to the expansion of our Senior Center and library complex. 1996/97 1997/98 1998/99 Actual Estimate Proposed REVENUE BY CATEGORY: Transfer of Funds Interdepartmental Service Charges: Insurance Premiums Equipment Chargebacks MIS Chargebacks REVENUE BY FUND: General Fund Capital Improvement Fund Gas Tax Cupertino Facilities Corporation Blackberry Farm Library Sports Center Senior Center Management Information Services (MIS) Equipment Replacement Workers' Compensation Long-term Disability Leadership Cupertino $10,251,000 $ 7,755,000 $ 9,973,000 140,000 144,000 151,000 480,000 495,000 627,000 143,000 296,000 379,000 $7,854,000 $ 8,690,000 $11,130,000 $ 475,000 360,000 362,000 4,631,000 400,000 100,000 440,000 3,000,000 562,000 644,000 100,000 51,000 5,000 $11,130,000 45 Summary of Employees by Department 1998/99 Council/ Commissions O% Recreation Services 19% Public Works 47% Administrative Services 13% Administration 4% Public Information 3% Development 14% I TOTAl, PERMANENT,, BENEFITED POSITIONS, , = 132.001 46 PERSONNEL SUMMARY Summary of employees by Department Permanent, Benefited Positions City Council/Commissions Administration Public Information Administrative Services Recreation Services Community Development Public Works TOTAL PERMANENT, BENEFITED POSITIONS 1996-97 0.49 3.35 4.15 15.90 22.15 16.61 59.85 122.50 1997-98 0.49 4.35 4.15 16.90 23.15 17.86 66.85 133.75 1998-99 0.49 4.85 4.15 16.90 24.65 17.96 63.00 132.00 47 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions CITY COUNCIL/COMMISSIONS City Council Fine Arts Commission Telecommunications Commission Recreation Commission Housing Committee ADMINISTRATION City Manager City Attorney PUBLIC INFORMATION Community Relations Cupertino Scene Government Channel ADMINISTRATIVE SERVICES City Clerk Administrative Services Accounting Business Licensing Management Information Services Human Resources Personnel Code Enforcement Risk Management RECREATION SERVICES Recreation Administration Cultural Programs Youth and Teen Services Sports and Physical Recreation Senior Programs Blackberry Farm 48 1996-97 1997-98 1998-99 0.20 0.20 0.20 0.10 0.10 0.10 0.05 0.05 0.05 0.10 0.10 0.10 0.04 0.04 0.04 0.49 0.49 0.49 1.35 1.35 2.10 2.00 2.75 2.75 3.35 4.10 4.85 0.75 0.75 0.75 0.40 0.40 0.40 3.00 3.00 3.00 4.15 4.15 4.15 3.90 3.90 3.90 2.00 2.00 2.00 3.60 3.75 3.75 0.40 0.25 0.25 ~1.00 2.00 2.00 0.80 0.80 0.80 1.60 1.60 1.70 2.15 2.15 2.15 0.45 0.45 0.35 15.90 16.90 16.90 1.90 1.90 1.90 4.75 5.08 6.50 2.00 2.33 2.00 4.00 4.34 4.00 2.50 2.50 2.75 7.00 7.00 7.50 22.15 23.15 24.65 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions COMMUNITY DEVELOPMENT Planning Administration Planning Housing Services Building PUBLIC WORKS Administration/Environmental Management Engineering Services Service Center Grounds Streets Facilities Transportation Water Utilities Project Management TOTAL PERMANENT, BENEFITED POSITIONS 1996-97 2.22 5.03 0.96 8.40 16.61 4.50 4.75 7.80 22.65 3.15 7.25 5.35 3.90 0.50 59.85 122.50 1997-98 1.49 5.01 0.96 10.40 17.86 4.45 4.75 8.30 24.40 8.15 7.60 5.35 3.35 0.50 66.85 133.75 1998-99 1.49 4.91 0.96 10.60 17.96 4.60 4.75 8.4O 24.70 6.85 8.30 5.35 0.05 0.00 63.00 132.00 49 City of Cupertino Gann Appropriations Limit 1998-99 Budget Article XIIIB of the Califomia State Constitution as enacted by Proposition 4, the Gann initiative of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit government spending by putting a cap on the total proceeds of taxes that may be appropriated each year. The original Article 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. The limit is different for each agency and the limit changes each year. Each year's limit is based on the amount of tax pro- ceeds that were authorized to be spent in fiscal year 1978-79 in each agency, modified for changes in IAppropriations Subject to LimitI 20,000,000 ............................................................................ I-~- Subject lo Limil inflation and population in 0 each subsequent year. Proposition 111 has modified those factors to allow cities to choose either the growth in California Per Capita Income or the growth in non-residential assessed valuation due to new construction in the city. Alternatively, the city could select a population growth factor represented by the population growth in Santa Clara County. Each year the city establishes its appropriations limit for the following fiscal year. The City of Cupertino's appropriation limit for fiscal year 98/99 of $36,515,554 was adopted by Council by Resolution on June 15, 1998. The City's appropriations limit for fiscal year 98/99 of $36,515,554 is $2,851,357 or 8.47%' higher than the fiscal year 97/98 limit of $33,664,197. For fiscal year 98/99, the City's estimated appropriations of proceeds from taxes are $19,523,000. This is $16,992,554 or 46.54% under the legal limit established for fiscal year 98/99. When a city's proceeds of taxes (less statutory exclusions) exceed the legal limit, excess tax revenue must be returned to the State or citizens through a process of refunds, rebates, or other means that may be determined at that time. The City is currently at 39.22% of its limit. As a result, the appropriations limit is not expected to present a restraint on current or furore budget deliberations. 50 Five Year Budget Forecast 51 FUND BALANCE TRENDS GENERAL FUND Five Year Forecast (in thousands) 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 Beginning Balance at July 1 Operating Activity: Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Non-Operating Activity: $ 21,074 $ 34,357 $ 29,966 $ 14,676 $ 16,147 $ 18,583 30,717 23,636 24,590 25,437 26,585 28,052 (17,165) (19,004) (18,457) (19,030) (19,789) (20,411) 13,552 4,632 6,133 6,407 6,796 7,641 Operating Transfers In: Park Dedication 2,100 0 1,500 0 500 500 Water Fund 2,500 0 0 0 0 0 Sports Center 0 75 100 125 150 200 Blackberry Farms 500 150 375 375 375 375 Recreation Programs 200 250 250 250 250 250 Operating Transfers Out: Capital Projects (530) (4,300) (18,000) (100) (100) (100) Gas Tax Projects 0 (362) (731) (671) (634) (701) Debt Service (4,647) (4,631) (4,637) (4,635) (4,621) (4,630) MIS Fund (346) (183) (200) (200) (200) (200) Equipment Fund/Leadership Cupertino (46) (22) (80) (80) (80) (80) Net Non-Operating Activity Net Activity for the Year Ending Balance at June 30 (269) (9,023) (21,423) (4,936) (4,360) (4,386) 13,283 (4,391) (15,290) 1,471 2,436 3,255 $ 34,357 $ 29,966 $ 14,676 $ 16,147 $ 18,583 $ 21,838 Capital Projects: Assumes 100% cash Detail Project List: Park Renovations Blackberry Farm bridges - storm damage Senior Center Expansion Sports Center Fitness Expansion ADA/Street Study Library 150 100 100 100 100 400 0 0 0 0 3,000 0 0 0 0 440 0 0 0 0 210 0 0 0 0 100 17,900 0 0 0 4,300 18,000 100 100 100 52 FUND BALANCE TRENDS SPECIAL REVENUE FUNDS STORM DRAIN Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Capital Projects Ending Balance at June 30 PARK DEDICATION TAX Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers Out - General Fund Capital Projects - McClellan/Portal Ending Balance at June 30 ENVIRONMENTAL MANAGEMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 GAS TAX Beginning Balance at July 1 Estimated Operating Revenues Operating Transfers In - General Fund Estimated Operating Expenditures Net Operating Activity Capital Projects Ending Balance at June 30 Five Year Forecast (in thousands) 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 $ 1,414 $ 1,384 $ (14) $ 91$ 199 $ 310 180 102 105 108 111 114 (210) 0 0 0 0 0 0 (1,500) 0 0 0 0 $ 1,384 $ (14) $ 91 $ 199 $ 310 $ 424 $ 715 $ 715 $ 595 $ 462 $ 202 $ 202 2,100 0 1,500 0 500 500 0 0 0 0 0 0 2,100 0 1,500 0 500 500 (2,100) 0 (1,500) 0 (500) (500) 0 (120) (133) (260) 0 0 $ 715 $ 595 $ 462 $ 202 $ 202 $ 202 $ 355 $ 271 $ 264 $ 256 $ 248 $ 240 358 369 380 391 403 415 (442) (376) (388) (399/ (411) (424) $ 271 $ 264 $ 256 $ 248 $ 240 $ 231 $ 2,642 $ 863 $ 0 $ 0$ 0 $ 0 1,103 1,111 1,118 1,126 1,159 1,194 0 362 731 671 634 701 (2,086) (1,704) (1,699) (1,797) (1,793) (i,895) (983) (231) 150 0 0 0 (796) (632) (150) 0 0 0 s 863 $ o $ o $ o $ o $ o 53 FUND BALANCE TRENDS SPECIAL REVENUE FUNDS Five Year Forecast (in thousands) 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 HOUSING & COMMUNITY DEVELOPMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 HCD REHABILITATION LOANS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 LEADERSHIP CUPERTINO Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 $ 1,168 $ 1,183 68 68 (53) (167) $ 1,183 $ 1,084 195 84 (87) $ 192 0 (10) $ $ 1,084 $ 980 68 68 (172) (177) $ 980 $ 871 $ 871 $ 757 68 68 (182) (188) $ 757 $ 637 192 84 (149) 127 127 121 84 84 (90) (90) 121 $ 115 115 109 84 84 (90) (90) 109 $ 103 0 (20 0 (22) 0 (22) 0 (23) 0 (24) $ - 54 FUND BALANCE TRENDS DEBT SER VICE FUNDS CUPERTINO FACILITIES CORPORATION Beginning Balance at July 1 Investment Earnings Operating Transfers In From General Fund Debt Service Payments Ending Balance at June 30 TRAFFIC IMPACT Beghnning Balance at July 1 Estimated Operating Revenues Debt Service Payments Ending Balance at June 30 VALLCO AD 74-3 Beginning Balance at July 1 Estimated Operating Revenues Debt Service Payments Ending Balance at June 30 VALLCO AD 74-4 Beginning Balance at July 1 Estimated Operating Revenue Debt Service Payments Ending Balance at June 30 Five Year Forecast (in thousands) 199%98 1998-99 1999-00 2000-01 2001-02 2002-03 $ 4,998 $ 4,998 $ 4,988 $ 4,978 $ 4,975 $ 4,965 325 325 325 325 325 325 4,647 4,631 4,637 4,635 4,621 4,630 (4,972) (4,966) (4,972) (4,963) (4,956) (4,964) $ 4,998 $ 4,988 $ 4,978 $ 4,975 $ 4,965 $ 4,956 76 $ 75 $ 74 $ 72 $ 75 $ 74 38 37 36 40 39 37 (39) (38) (38) (37) (40) (39) 75 $ 74 $ 72 $ 75 $ 74 $ 72 191 $ 203 $ 209 $ 214 $ 113 $ 0 133 131 128 19 0 0 (121) (125) (123) (120) (113) 0 203 $ 209 $ 214 $ 113 $ 0 $ 0 $ 67 $ 70 $ 73 $ 76 $ (0) $ (0) 76 77 78 0 0 0 (73) (74) (75) (76) 0 0 $ 70 $ 73 $ 76 $ (0) $ (0) $ '(0) 55 FUND BALANCE TRENDS CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT Beginning Balance at July 1 Operating Revenues Operating Transfers In Capital Projects Ending Balance at June 30 Five Year Forecast (in thousands) 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 $ 574 $ 65 $ 65 $ 65 $ 65 $ 65 758 0 0 0 0 0 175 360 100 100 100 100 Cl,441) C360) (100) (100) el00) (100) $ 65 $ 65 $ 65 $ 65 $ 65 $ 65 STEVENS CREEK STREET IMPROVEMENTS Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 CREEKSIDE PARK Beginning Balance at July 1 Operating Revenues Capital Projects Ending Balance at June 30 LIBRARY Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 lS9 $ (o) $ (o) $ (o) $ (o) $ (o) 150 0 0 0 0 0 C309) 0 0 0 0 0 $ Co) $ Co) $ Co) $ Co) $ (o) $ 2,086 (0) (0) (0) (0) '(0) 102 0 0 0 0 0 (2,188) 0 0 0 0 0 s (o) $ (o) s (o) s (o) s (o) $ (o) 0 0 0 0 0 0 0 100 17,900 0 0 0 0 (100) 07,900) 0 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 0 56 ENTERPRISE FUNDS RESOURCE RECOVERY Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 WATER Beginning Balance at July 1 Estimated Operating Revenues Operating Transfers Out - General Fund Estimated Operating Expenditures Ending Balance at June 30 BLACKBERRY FARM Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers In--General Fund Operating Transfers Out--General Fund Capital Projects/Conference Center Ending Balance at June 30 CUPERTINO SPORTS CENTER Begirmmg Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer In - General Fund Operating Transfer Out--General Fund Capital Project Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 199%98 1998-99 1999-00 2000-01 2001-02 2001-02 $ 971$ 1,364 $ 1,861 $ 2,373 $ 2,900 $ 3,443 2,150 2,215 2,281 2,349 2,420 2,492 (1,757) 0,718) (1,769) (1,822) (1,877) (1,933/ $ 1,364 $ 1,861 $ 2,373 $ 2,900 $ 3,443 $ 4,002 $ 3,273 $ 678 $ 630 $ 579 $ 525 $ 468 935 50 50 50 50 50 (2,500) 0 0 0 0 0 (1,030) (98) (101) (104) (107) (111) $ 678 $ 630 $ 579 $ 525 $ 468 $ 407 $ 957 $ 552 $ 498 $ 389 $ 326 $ 314 1,529 1,605 1,686 1,770 1,859 1,951 (1,073) 0,209) (1,245) (1,283) (1,321) (1,361) 456 396 441 487 538 590 80 400 0 0 0 0 (500) (150) (375) (375) (375) (375) (441) (700) (175) (175) (175) (200) $ 552 $ 498 $ 389 $ 326 $ 314 $ 329 $ 171 $ 207 702 902 (626) (920) 76 (18) 0 440 o (75) (40) (440) 207 $ 114 $ 114 $ 166 $ 207 $ 238 974 1,013 1,053 1,096 (822) (847) (872) (898) 152 166 181 198 0 0 0 0 (100) (125) (150) (200) 0 0 0 0 $ 166 $ 207 $ 238 $ 236 57 ENTERPRISE FUNDS RECREATION PROGRAMS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers Out Ending Balance at June 30 SENIOR CENTER Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer In--General Fund Capital Project Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 $ 261 $ 229 $ 162 $ 129 $ 131 $ 171 1,250 1,400 1,470 1,543 1,620 1,702 (1,082) (1,217) (1,253) (1,291) (1,330) (1,370) 168 183 217 252 290 332 (200) (250) (250) (250) (250) (250) $ 229 $ 162 $ 129 $ 131 $ 171 $ 253 $ 155 $ 172 $ 217 $ 264 $ 313 $ 362 367 378 390 402 414 427 (350) (333) (343) (353) (365) (375) 17 45 47 49 49 52 125 3,000 0 0 0 0 (125) (3,000) 0 0 0 0 $ 172 $ 217 $ 264 $ 313 $ 362 $ 414 58 INTERNAL SER VICE FUNDS MANAGEMENT INFORMATION Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers In Depreciation Reserve Capital Outlay Ending Balance at June 30 WORKERS' COMPENSATION Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 EQUIPMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer In--General Fund Depreciation Reserve Capital Outlay Ending Balance at June 30 LONG-TERM DISABILITY Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 $ 276$ 170$ 165$ 160$ 155$ 150 299 381 392 404 416 429 (296) (386) (397) (409) (421) (434) 3 (5) (5) (5) (5) (5) 346 183 200 200 200 200 97 117 75 75 75 75 (552) (300) (275) (275) (275) (275) $ 170 $ 165 $ 160 $ 155 $ 150 $ 145 $ 479 $ 479 $ 500 $ 500 $ 500 $ 500 150 150 150 150 150 150 (150) (129) (150) (150) (150) (150) $ 479 $ 500 $ 500 $ 500 $ 500 $ 500 $ 639 $ 543 $ 542 $ 541 $ 540 $ 539 525 657 677 697 718 740 (495) (658) (678) (698) (719/ (741) 30 (1) (1) (1) (1) (1) 46 17 75 75 75 75 258 555 125 125 125 125 (430) (572) (200) (200) (200) (200) 543 $ 542 $ 541 $ 540 $ 539 $ 538 $ 36$ 36$ 34$ 31$ 29$ 26 50 51 52 55 55 56 (50) (53) (55) (57) (58) (60) $ 36 $ 34 $ 31 $ 29 $ 26 $ 22 59 REVENUE ESTIMATE GENER.qL Actual 1996-97 Adopted Budget 1997-98 Revised Budget 1997-98 FIVE YEAR FORECAST 1998-99 1999-2000 2000-01 2001-02 2002-03 TAXES: Property Tax 2,857 2,556 3,000 3,450 3,968 4,563 5,247 6,034 Sales Tax 7,546 7,283 8,160 8,606 8,864 9,130 9,404 9,686 Property Transfer Tax 295 214 250 258 265 273 281 290 Construction Tax 216 1,031 1,031 350 361 371 382 394 Transient Occupancy Tax 922 860 925 1,278 1,491 1,536 1,582 1,629 Utility Tax 2,094 2,135 2,135 1,964 2,003 2,044 1,880 1,918 Franchises - P-G & E 552 541 555 572 589 606 625 643 Franchises-Refuse 722 649 725 747 769 792 816 840 Franchises-Water 92 87 95 98 101 104 107 110 Franchises-Cable TV 1,008 192 192 198 204 210 216 223 Business Licenses 356 417 400 412 424 437 450 464 Bicycle & Dog Licenses 14 22 15 15 16 16 17 17 16,674 15,987 17,483 17,947 19,055 20,082 21,008 22,249 USE OF MONEY AND PROPERTY: Investment Earnings 1,325 1,200 1,325 1,740 1,500 1,200 1,300 1,400 County Library 242 211 250 258 265 273 281 290 Rent 156 115 155 160 164 169 174 180 1,723 1,526 1,730 2,157 1,930 1,643 1,756 1,870 INTERGOVERNMENTAL: Motor Vehicle License In-Lieu 1,757 1,733 1,760 1,813 1,867 1,923 1,981 2,040 Grants 113 54 157 50 20 20 20 20 Other Intergovernmental 88 50 25 26 27 27 28 29 1,958 1,837 1,942 1,889 1,914 1,971 2,029 2,089 CHARGES FOR SERVICES: Construction Permits 1,219 1,000 1,200 800 824 849 874 900 Engineering Fees 201 158 275 250 258 265 273 281 Enterprise Services 217 226 226 233 240 247 254 262 Zoning and Planning Fees 70 62 70 72 74 76 79 81 Police Service 20 27 20 21 21 22 23 23 Miscellaneous Services 20 26 26 27 28 28 29 30 FINES AND PENALTIES 1,747 1,499 1,817 1,402 1,444 1,488 1,532 1,578 205 147 175 180 186 191 197 203 MISCELLANEOUS Housing Mitigation 328 640 750 40 40 40 40 40 Sale of Property 38 0 20 0 0 0 0 0 Miscellaneous Revenue 401 50 6,800 21 22 22 23 24 Subtotal Add: Operating Transfers In 767 690 7,570 61 62 62 63 64 23,074 21,686 30,717 23,636 24,590 25,437 26,585 28,052 1,350 2,375 5,300 475 2,225 750 1,275 1,325 Total General Fund 24,424 24,061 36,017 24,111 26,815 26,187 27,860 29,377 60 REVENUE ESTIMATE SPECIAL REVENUE FUNDS STORM DRAIN Investment Earnings Developer Fees Actual 1996-97 PARK DEDICATION TAX Investment Earnings Park Dedication Tax ENVIRONMENTAL MANAGEMENT Investment Earnings Fees GAS TAX Investment Earnings Operating Transfers In - General Fund State Subventions & Other Grants Adopted Revised Budget Budget 1997-98 1997-98 FIVE YEAR FORECAST 1998-99 1999-00 2000-01 2001-02 2002-03 77 50 50 52 53 55 56 58 50 50 130 50 52 53 55 56 127 100 180 102 105 108 111 114 101 0 0 0 0 0 0 0 1,299 2,100 2,100 0 1,500 0 500 500 1,400 2,100 2,100 0 1,500 0 500 500 15 8 8 8 8 9 9 9 331 381 350 361 371 382 394 406 345 389 358 369 380 391 403 415 144 100 73 50 25 0 0 0 0 0 0 362 792 741 699 775 912 1,183 1,030 1,061 1,093 1,126 1,159 1,194 1,056 1,283 1,103 1,473 1,910 1,867 1,858 1,969 HOUSING & COMMUNITY DEVELOPMENT Investment Earnings 5 3 3 3 3 3 3 3 Grants 61 48 48 48 48 48 48 48 Loan Repayments 20 17 17 17 17 17 17 17 HCD REHABILITATION LOANS Investment Earnings Loan Repayments LEADERSHIP CUPERTINO Fees / Other Revenue 86 68 68 68 68 68 68 68 5 9 9 9 9 9 9 9 111 75 75 75 75 75 75 75 116 84 84 84 84 84 84 84 0 10 10 21 22 22 23 24 0 10 10 21 22 22 23 24 61 REVENUE ESTIMATE DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION Investment Earnings Operating Transfer In Adopted Revised Actual Budget Budget 1996-97 1997-98 1997-98 FIVE YEAR FORECAST 1998-99 1999-00 2000-01 2001-02 2002-03 318 325 325 325 325 325 325 325 4,659 4,633 4,647 4,631 4,637 4+635 4,621 4,630 4,977 4,958 4,972 4,956 4,962 4,960 4,946 4,955 TRAFFIC IMPACT Investment Earnings I I 1 I I I I 1 Property Assessment 15 15 15 15 15 20 20 20 Lease Income 23 22 22 21 20 19 18 16 39 38 38 37 36 40 39 37 VALLCO AD 74-3 Investment Earnings 0 2 2 2 2 2 0 0 Property Assessments 90 100 100 105 110 9 0 0 Lease Income 38 31 31 24 16 8 0 0 128 133 133 131 128 19 0 0 VALLCO AD 74-4 Investment Earnings 0 2 2 2 3 0 0 0 Property Assessments 55 60 60 65 70 0 0 0 Lease Income 19 14 14 10 5 0 0 0 74 76 76 77 78 0 0 0 62 REVENUE ESTIMATE CAPITAL PROJECTS FUNDS Actual 1996-97 Adopted Revised Budget Budget 1997-98 1997-98 FIVE YEAR FORECAST 1998-99 1999-00 2000-01 2001-02 2002-03 CAPITAL IMPROVEMENT Operating Transfers In 131 175 175 360 100 100 100 100 Aid in Construction 26 0 0 0 0 0 0 0 Miscellaneous 3 0 758 0 0 0 0 0 STEVENS CREEK STREET IMPROVEMENT Operating Transfers In Reserves CREEKSIDE PARK Operating Revenues Operating Transfers In LIBRARY Operating Revenues Operating Transfers In 160 175 933 360 100 100 100 100 14 150 150 0 0 0 0 0 0 0 0 0 0 0 0 0 14 150 150 0 0 0 0 0 0 0 102 0 0 0 0 0 1,920 0 0 0 0 0 0 0 1,920 0 102 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 I O0 17,900 0 0 0 0 0 0 100 17,900 0 0 0 63 REVENUE ESTIMATE ENTERPRISE FUNDS RESOURCE RECOVERY Investment Earnings Franchise Fees Adopted Revised Actual Budget Budget 1996-97 1997-98 1997-98 FIVE YEAR FORECAST 1998-99 1999=00 2000-01 2001-02 2002-03 48 13 50 52 53 55 56 58 2,052 2,229 2,100 2,163 2,228 2,295 2,364 2,434 2,101 2,242 2,150 2,215 2,281 2,349 2,420 2,492 WATER Investment Earnings 132 64 50 50 50 50 50 50 Water Sales 2,237 1,979 735 0 0 0 0 0 Connection Fees & Other Revenues 3 15 150 0 0 0 0 0 Opertating Transfers In 0 0 0 0 0 0 0 0 2,372 2,058 935 50 50 50 50 50 BLACKBERRY FARM Investment Earnings 15 26 17 18 19 20 21 22 Park 663 576 685 719 755 793 833 874 Golf 724 788 760 798 838 880 924 970 Restaurant Lease 45 42 42 44 46 49 51 54 Retreat Center 0 25 25 26 28 29 30 32 Operating Transfers In 80 80 80 400 0 0 0 0 1,527 1,537 1,609 2,005 1,686 1,770 1,859 1,951 SPORTS CENTER Investment Earnings 3 2 2 2 2 2 2 3 User Fees 722 611 700 900 972 1,011 1,051 1,093 Operating Transfers In 40 0 0 440 0 0 0 0 764 613 702 1,342 974 1,013 1,053 1,096 RECREATION PROGRAMS Investment Earnings 8 7 5 5 6 6 6 7 User Fees 1,187 1,173 1,200 1,395 1,464 1,537 1,614 1,695 1,195 1,180 1,205 1,400 1,470 1,543 1,620 1,702 SENIOR CENTER Investment Earnings 8 7 7 7 8 8 9 9 User Fees 346 285 360 371 382 393 405 417 Operating Transfers In 0 125 125 3,000 0 0 0 0 355 417 492 3,378 390 401 414 426 64 REVENUE ESTIMATE INTERNAL SERVICE FUNDS MANAGEMENT INFORMATION Investment Earnings Service Charges Operating Transfers WORKERS' COMPENSATION Investment Earnings Premiums EQUIPMENT Investment Earnings Service Charge Operating Transfers In LONG TERM DISABILITY Premiums Actual 1996-97 Adopted Budget 1997-98 Revised Budget 1997-98 FIVE YEAR FORECAST 1998-99 1999-00 2000-01 2001-02 2002-03 6 3 3 3 228 296 296 379 175 171 346 183 3 3 3 3 389 401 413 426 200 200 200 200 408 470 645 565 592 604 616 629 49 45 50 50 102 I00 I00 100 50 50 50 50 100 100 100 100 151 145 150 150 150 150 150 150 26 30 30 30 503 495 495 627 0 46 46 17 30 30 30 30 647 667 688 710 75 75 75 75 529 571 571 674 752 772 793 815 49 44 50 51 52 55 55 56 49 44 8 51 52 55 55 56 65 EXPENDITURE ESTIMATES GENER.4L COUNCIL AND COMMISSIONS: City Council Campaign Reform Library Commission Fine Arts Commission Telecommunications Commission Telecommunications/Legal Public Safety Commission Recreation Commission Planning Commission Affordable Housing Committee Division Number Adopted Budget 1997-98 Revised Budget 1997-98 FIVE YEAR FORECAST 1998-99 1999-00 2000-01 2001-02 2002-03 1000 108 138 174 149 153 158 163 1002 60 12 5 60 0 60 0 1100 142 142 110 113 117 120 124 2200 27 27 23 24 24 25 26 3100 34 34 19 20 20 21 21 3101 95 95 97 100 103 106 109 5000 0 0 0 0 0 0 0 6000 22 22 10 1t 11 11 12 7000 29 29 30 31 32 32 33 7101 3 3 3 3 3 4 4 520 502 472 511 464 538 492 ADMINISTRATION: City Manager 1200 203 203 214 220 227 234 241 Community Outreach 1201 0 0 54 55 57 59 60 Contingencies 1300 20 20 20 20 20 20 20 1500 1400 223 223 288 296 304 312 321 371 371 360 371 382 394 406 4,681 4,854 4,883 5,127 5,384 5,653 5,935 3300 145 145 146 150 155 159 164 3400 97 97 97 100 103 106 110 3500 187 187 276 200 206 212 219 3501 18 18 26 27 28 29 29 CITY ATTORNEY LAW ENFORCEMENT 2000 2100 2300 4000 4001 4100 4200 4700 4900 5200 5300 5400 5500 5502 5600 5700 447 447 545 477 491 506 521 279 106 2O 234 27 271 37 4 0 110 328 167 294 8 4 65 279 309 318 328 337 347 126 130 134 138 142 146 20 I 20 0 22 0 234 246 253 261 269 277 27 18 19 19 20 20 271 304 288 296 305 314 37 42 43 44 46 47 5 4 5 5 5 5 0 0 0 0 0 0 110 110 114 117 120 124 328 343 354 364 375 386 167 185 191 196 202 208 294 300 309 318 327 337 8 11 12 12 12 13 4 4 4 5 5 5 65 78 80 83 85 88 PUBLIC INFORMATION: Community Relation & Information Cupertino Scene Government Channel Gov't Channel--Special Project ADMINISTRATIVE SERVICES: City Clerk Duplicating and Postage Elections Administration Economic Development Accounting Business Licenses Property Management Remodeling Human Resources Personnel Code Enforcement Risk Management Unemployment Insurance Disaster Preparedness Animal Control 1,954 1,975 2,084 2,142 2,185 2,272 2,318 66 EXPENDITURE ESTIMATES GENERAL (cont.) Division Number Adopted Budget 1997-98 RECREATION SERVICE: Recreation Administration 6141 190 Quinlan Community Center-Cultural: Supervision 6200 204 Cultural Programs 6248 8 Quinlan Community Center 6265 121 Monta Vista Recreation Center-Youth: Administration 6300 115 Youth Programs 6342 38 Teen Programs 6343 25 Monta Vista Recreation Center 6360 14 Cupertino Sports Center-Physical/Recreation Supervision 6400 154 Youth Programs 6442 3 Creekside Park 6445 0 Fourth of July 6448 35 Senior Center: Senior Center Case Manager 6529 36 Senior Adult Programs 6545 174 Nature Programs 6647 24 1,141 COMMUNITY DEVELOPMENT: Planning Administration Current Planning Mid and Long Range Planning Annexation of County Pockets BMR Housing Maintenance General Building Construction Plan Checking Building Code Enforcement 7200 143 7301 311 7302 146 7303 0 7405 29 7501 239 7502 206 7503 402 1,476 Revised Budget 1997-98 FIVE YEAR FORECAST 1998-99 1999-00 2000=01 2001-02 2002-03 190 200 206 212 219 225 204 230 237 244 252 259 8 22 23 23 24 25 121 170 150 155 159 164 115 119 123 127 131 134 38 45 47 48 50 51 25 24 25 25 26 27 14 12 12 12 13 13 154 160 165 169 175 180 3 4 4 4 4 4 0 6 6 6 6 6 35 49 50 52 53 55 36 39 40 42 43 44 174 181 187 192 198 204 24 19 19 20 21 21 1,141 1,280 1,293 1,332 1,372 1,413 143 148 153 157 162 167 311 334 344 354 365 376 146 194 150 155 159 164 25 0 0 0 0 0 37 33 34 35 36 37 239 297 306 315 325 335 206 204 210 216 223 230 402 430 443 456 470 484 1,509 1,640 1,640 1,689 1,740 1,792 67 EXPENDITURE ESTIMATES GENER.4L (cont.) Adopted Revised Division Budget Budget Number 1997-98 1997-98 Operating Expenditures 1998-99 F I V E 1999-00 YEAR FORECAST 2000-01 2001=02 2002-03 16,957 PUBLIC WORKS: Administration: Public Works Administration 8001 205 205 214 221 227 234 241 Environmental Management 8005 105 105 101 104 107 111 114 Engineering: Engineering Design 8101 395 395 390 395 407 419 432 Inspection Service 8102 90 90 93 96 99 102 105 Service Center Administration: Public Works Supervision 8201 996 996 1,090 1,122 1,156 1,191 1,226 Grounds: McClellan Ranch Park 8302 30 30 56 52 54 55 57 Memorial Park 8303 378 378 538 378 389 401 413 School Site Maintenance 8312 415 415 602 420 433 446 459 Neighborhood Parks 8314 362 362 598 550 567 583 601 Sports Fields/Jollyman/Creekside 8315 201 201 354 320 330 339 350 Civic Center Maintenance 8321 92 92 86 89 92 94 97 Overpasses & Medians Maintenance 8322 462 462 479 493 508 523 539 Street Trees Maintenance 8323 243 243 185 191 196 202 208 Graffiti Removal 8406 0 0 57 59 60 62 64 Facilities: City Hall 8501 341 341 561 350 361 371 382 Library 8502 96 96 119 100 103 106 109 Service Center 8503 341 341 189 194 200 206 212 Quinlan Community Center 8504 235 235 263 271 279 287 296 Senior Center 8505 75 75 80 83 85 88 90 McClellan Ranch 8506 47 47 36 37 38 39 40 Monta Vista 8507 69 69 126 70 72 74 76 Wilson 8508 7 7 14 15 15 16 16 Portal 8509 15 15 37 25 26 27 27 Fremont Older 8511 22 22 61 51 53 54 56 Street Lighting 8530 247 247 299 250 258 265 273 Traffic Management: Traffic Engineering 8601 289 289 353 315 324 334 344 Traffic Signal Maintenance 8602 386 386 470 350 361 371 382 6,144 6,144 7,451 6,600 6,798 7,002 7,212 17,165 19,004 18,457 19,030 19,789 20,411 Operating Transfers Out: Debt Service Obligations Capital Projects Gas Tax Projects Leadership Cupertino Equipment Fund Management Information Non-operating Expenditures TOTAL GENERAL FUND 4307 4,633 4,647 4307 530 530 4307 0 0 4307 0 0 4307 46 46 4307 171 346 5,380 5,569 22,337 22,734 4,631 4,637 4,635 4,621 4,630 4,300 18,000 100 100 100 362 792 741 699 775 5 5 5 5 5 17 75 75 75 75 183 200 200 200 200 9,498 23,709 5,756 5,700 5,785 28,503 42,166 24,786 25,489 26,196 68 EXPENDITURE ESTIMATES SPECL4L REVENUE FUNDS STORM DRAIN Minor Storm Drain Improvements PARK DEDICATION TAX Operating Transfers to General Fund McClellan/Portal Division Number 9620 Adopted Budget 1997-98 Revised Budget FIVE YEAR FORECAST 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 0 210 1,500 0 0 0 0 4308 2,100 2,100 0 1,500 0 500 500 9107 0 0 120 133 260 0 0 2,100 2,100 120 1,633 260 500 500 ENVIRONMENTAL MANAGEMENT Non Point Source 8004 154 154 323 333 343 353 364 Storm Drain 8401 129 129 38 39 41 42 43 Street Cleaning 8402 159 159 15 15 15 16 16 442 442 376 388 399 411 424 GAS TAX Sidewalk, Curb and Gutter 8403 281 306 361 315 372 325 383 Street Pavement Maintenance 8404 856 1,570 1,073 1,105 1,138 1,172 1,208 Street Signs/Markings 8405 210 210 270 279 287 296 304 CIP Various 0 796 632 150 0 0 0 1,347 2,882 2,336 1,849 1,797 1,793 1,895 HOUSING & COMMUNITY DEVELOPMENT General Administration Affordable Housing Development Public Service Grants HCD REHABILITATION LOANS Rehab Loans & Administration LEADERSHIP CUPERTINO Leadership Cupertino 7401 13 13 14 14 14 15 15 7403 5 5 98 101 104 107 111 7404 35 35 55 57 58 60 62 53 53 167 172 177 182 188 7402 87 87 149 90 90 90 90 1010 0 10 21 22 22 23 24 0 10 21 22 22 23 24 69 EXPENDITURE ESTIMATES DEBT SER VICE FUNDS CUPERTINO FACILITY CORPORATION Refunding-City Hall/Library-Principal Refunding-City Hall/Library-lnterest Refunding-Wilson/Mere-Principal Refunding-Wilson/Mem-lnterest Refunding-Open Space-Principal Refunding-Open Space-Interest Fees TRAFFIC IMPACT Principal Interest VALLCO AD 74-3 Principal Interest VALLCO AD 74-4 Principal Interest Division Number Adopted Budget 1997-98 Revised Budget FIVE YEAR FORECAST 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 4301 280 280 295 315 325 345 370 4301 530 530 516 501 484 466 446 4301 645 645 675 710 750 790 840 4301 683 683 649 613 573 531 485 4301 1,030 1,030 1,075 1,130 1,185 1,240 1,305 4301 1,775 1,775 1,726 1,673 1,616 1,554 1,488 4301 29 29 30 30 30 30 30 4,972 4,972 4,966 4,972 4,963 4,956 4,964 4306 15 15 15 15 15 20 20 4306 24 24 23 23 22 20 19 39 39 38 38 37 40 39 4304 85 85 95 100 105 105 0 4304 36 36 30 23 15 8 0 121 121 125 123 . 120 113 0 4305 55 55 60 65 70 0 0 4305 18 18 14 10 6 0 0 73 73 74 75 76 0 0 70 EXPENDITURE ESTIMATES C,4PITAL PROJECTS FUND CAPITAL IMPROVEMENT Capital Outlay STEVENS CREEK, STREET IMPROVEMENT Capital Outlay CREEKSIDE PARK Capital Outlay LIBRARY Capital Outlay Division Number Adopted Budget 1997-98 Revised Budget 1997-98 1998-99 F I V E 1999-00 YEAR FORECAST 2000-01 2001-02 2002-03 Various 175 1,441 360 100 1 O0 1 O0 100 150 309 0 0 0 0 0 9208 44 2,188 0 0 0 0 0 0 0 100 17,900 0 0 0 71 EXPENDITURE ESTIMATES ENTERPRISE FUNDS RESOURCE RECOVERY Programs Division Number Adopted Budget 1997-98 Revised Budget FIVE YEAR FORECAST 1997-98 1998-99 1999-00 2000=01 2001=02 2002-03 8003 1,700 1,757 1,718 1,769 1,822 1,877 1,933 WATER Source of Supplies 8701 1,036 375 4 4 4 5 5 Pumping 8702 159 60 0 0 0 0 0 Treatment 8703 32 15 0 0 0 0 0 Transmission 8704 120 65 0 0 0 0 0 Customer Accounting 8705 126 25 ' 0 0 0 0 0 Administration 8706 442 150 94 97 100 103 106 Asset Acquisition 8707 300 0 0 0 0 0 0 Operating Transfers to General Fund 2,500 0 0 0 0 0 0 4,715 690 98 101 104 107 111 BLACKBERRY FARM Operating Transfers to General Fund 4310 175 500 150 375 375 375 375 Administration 6600 125 125 89 92 95 98 100 Park 6620 601 607 713 734 756 779 802 Golf Course 6640 305 305 356 367 378 389 401 Blue Pheasant Restaurant 6660 16 16 17 18 18 19 19 Retreat Center 6680 20 20 34 35 36 37 38 CIP - Blue Pheasant 9206 80 80 125 0 0 0 0 CIP - Blackberry Farm Picnic Area 9105 175 441 575 175 175 175 200 1,497 2,094 2,059 1,795 1,833 1,871 1,936 SPORTS CENTER Operating Transfers to General Fund 0 0 75 100 125 150 200 Sports and Physical 6450 461 464 665 685 706 727 749 Facilities 8510 122 122 254 137 141 145 150 CIP 9209 0 40 440 0 0 0 0 RECREATION PROGRAMS Cultural Programs Youth and Teen Services Sports and Physical Blackberry Nature Program Operating Transfers to General Fund SENIOR CENTER Programs CIP 583 626 1,435 922 972 1,022 1,098 6249 132 132 193 199 205 211 218 6349 358 358 367 378 389 401 413 6449 562 562 626 644 664 684 704 6649 30 30 31 32 33 34 35 100 200 250, 250 250 250 250 6549 1,182 1,282 1,467 1,503 1,541 1,580 1,620 285 350 333 343 353 364 375 125 125 3,000 0 0 0 0 410 475 3,333 343 353 364 375 72 EXPENDITURE ESTIMATES INTERNAL SERVICE FUNDS MANAGEMENT INFORMATION Operations Equipment Acquisition WORKERS' COMPENSATION Claims EQUIPMENT Equipment Maintenance Equipment Acquisition LONG TERM DISABILITY Claims TOTAL EXPENDITURES Division Number Adopted Budget 1997-98 Revised Budget FIVE YEAR FORECAST 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 4800 296 296 386 397 409 421 434 4800 252 552 300 275 275 275 275 548 848 686 672 684 696 709 5501 114 150 129 150 150 150 150 8540 495 495 658 678 698 719 741 4500 430 430 572 200 200 200 200 925 925 1,230 878 898 919 941 5503 50 50 53 55 57 58 60 43,664 46,558 51,042 77,716 41,241 42,343 43,351 73 NOTES 74 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 Services, Community Development and Public Works. Each departmental operating budget includes the following elements: Department Summary: The department summary includes an organization chart for the department and condensed financial information for each division within the depamnent. It is a "big picture" snapshot of the department's responsibilities and costs. Division Summary: Most departments are organized into smaller units or divisions. A program overview has been presented for each division denoting the key functions of the division. In addition, service objectives are listed to identify for the reader the upcoming goals and objectives of that section. Finally, the budget document includes an expenditure summary which details historical and proposed expenditures by category and funding source and the personnel charged to that division. 75 NOTES 76 City Council 7'/ CITY COUNCIL Citizens of Cupertino City Council Citizen Advisory Groups Housing/Audit/Telecommunications/ Fine Arts/Library/Parks & Recreation Economic Development/Planning/Public Safety 78 CITY COUNCIL AND COMMISSIONS Expenditures by Division CITY COUNCIL 1000 CITY COUNCIL COMMISSIONS 1100 LIBRARY 2200 FINE ARTS 3100 TELECOMMUNICATIONS 5000 PUBLIC SAFETY 6000 RECREATION 7000 PLANNING 7101 HOUSING COMMITTEE TOTAL 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 111,205 168,950 173,895 200,310 49,894 87,770 142,275 110,560 23,124 26,800 27,070 22,950 110,902 126,515 128,325 116,295 0 150 150 150 8,064 9,650 21,600 10,360 17,977 26,645 29,050 29,700 2,746 2,930 3,050 3,270 212,707 280,460 351,520 293,285 323,912 449,410 525,415 493,595 79 ADMINISTRATION 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. In addition, this budget includes funding for: The 1997 campaign reform program. Enforcement of these reforms includes a review of all required filings by an audit finn and the retention of an administrative hearing judge if a violation occurs or a complaint is filed. The Leadership Cupertino Program which was re-established in 1997. The program is sponsored by the City, the Cupertino Chamber of Commerce and DeAnza College. The course is for people of all backgrounds and interests who wish to become involved as leaders in the Cupertino community. Participants learn about a variety of topics and issues, including housing, transportation, law enforcement, environment, technology and diversity. The operating expenses of the Cupertino Historical Society for one year only. The Society was granted funding provided they return to City Council at the end of the fiscal year with a long-term financial strategy for funding of these costs. 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. 80 CITY COUNCIL 1000 ADMINISTRATION Employee Compensation Materials Contract Services Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 57,015 67,209 50,250 75,680 18,590 35,356 35,545 78,830 35,600 22,900 88,100 45,800 General Leadership Cupertino Total 111,205 125,465 173,895 200,310 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 111,205 125,465 167,895 179,410 0 0 6,000 20,900 Full-time Total 111,205 125,465 173,895 200,310 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.20 0.20 0.20 0.20 0.20 0.20 81 ADMINISTRATIVE SERVICES -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 for the City of Cupertino to ensure that quality library services are provided. 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/expanded library. 82 LIBRARY COMMISSION 1100 ADMINISTRATION Expenditures by Category Materials Contract Services Total 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 264 183 675 675 49,630 71,149 141,600 109,885 49,894 71,332 142,275 110,560 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 49,894 71,332 142,275 110,560 49,894 71,332 142,275 110,560 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.00 0.00 0.00 0.00 0.00 0.00 83 ADMINISTRATIVE SERVICES 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, the award of grants to individuals and organizations, and selection of a "Distinguished Artist of the Year." Through the fine arts grant program, the Commission will have awarded $13,000 during the 1997-98 fiscal year to visual and performing artists offering projects benefiting Cupertino residents. This year's grants have provided support for the Chinese Performing Artists of America (CPAA), Cupertino Symphonic Band, The Living Artists' Theater, a television program called "Inside Art", the Cupertino Cherry Blossom Festival, Shanachie, KKUP-FM Radio, the Cupertino Historical Society and Museum, the Iranian Federated Women's Club, and the Euphrat Museum of Art. The Fine Arts Commission also worked on a number of special projects. These included planning for public art at the "Four Seasons" comer of Stevens Creek and DeAnza Boulevards; the third annual music and recital program during the Euphrat Museum's Family Day, and a student art show at the 1998 Cherry Blossom Festival. SERVICE OBJECTIVES Maintain programs and activities which provide a direct cultural benefit to the citizens of Cupertino, with special emphasis on groups not likely to receive regular exposure to the arts. Actively encourage business and community participation in the arts. Pursue methods for obtaining more art throughout Cupertino. 84 FINE ARTS COMMISSION 2200 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 7,510 7,718 7,920 8,800 13,614 13,948 13,150 13,150 2,000 6,000 6,000 1,000 23,124 27,666 27,070 22,950 General Total Full-time Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 23,124 27,666 27,070 22,950 23,124 27,666 27,070 22,950 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.10 0.10 0.10 0.10 0.10 0.10 85 NOTES 86 ADMINISTRATIVE SERVICES AUDIT COMMITTEE PROGRAM OVERVIEW The Audit Committee consists of six members with responsibility for reviewing the internal and external financial reports of the City and recommending enhancements to those reports. SERVICE OBJECTIVES Review Annual Audit Reports. Appoint the City's independent auditors. Review the annual and five year budget formats and make recommendations for improvement. Review the annual investment policy and the internal controls over investments. Review the monthly Treasurer's Report and make recommendations for improvement. 87 PUBLIC INFORMATION TELECOMMUNICATIONS COMMISSION PROGRAM OVERVIEW The Telecommunications Commission advises the City Council and informs the community about issues relating to the rapidly changing field of telecommunications. Earlier this year, the commission developed technical recommendations for TCI's cable rebuild in Cupertino. The board also presented its first Cupertino Outstanding Producer Award. The commission also maintains a grants program, both for public access and educational use. The city's franchise agreement with TCI provides financial support of public, educational and government access programs in Cupertino. This funding is reflected in this year's budget. In addition, funding for the Telecommunications Commission comes from this TCI resource pool. With legislation now in effect encouraging effective competition, the commission will continue to look at new and forthcoming FCC rulings that may alter TCI's impact on the community. SERVICE OBJECTIVES Promote and foster educational programs about technology within the community. Work with city in monitoring and evaluating TCI construction of new fiber-optic cable system. Facilitate understanding in the educational arena about telecommunication options and service providers. Actively promote grants programs, especially encouraging cable television shows that deal with cultural richness and neighborhood safety. 88 TELECOMMUNICATIONS COMMISSION 3100 PUBLIC INFORMATION Expenditures by Category Employee Compensation Materials Contract Services Capital Outlay 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 3,761 3,859 3,965 4,395 12,251 13,798 14,700 14,700 66,932 110,020 94,660 97,200 27,958 0 15,000 0 Total 110,902 127,677 128,325 116,295 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 110,902 127,677 128,325 116,295 110,902 127,677 128,325 116,295 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.05 0.05 0.05 0.05 0.05 0.05 89 ADMINISTRATIVE SERVICES 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. 9O PUBLIC SAFETY COMMISSION 5000 ADMINISTRATIVE SERVICES Materials Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 0 61 150 150 0 61 150 150 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 0 61 150 150 0 61 150 150 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 91 RECREATION SERVICES RECREATION COMMISSION PROGRAM OVERVIEW Five member citizen's committee appointed pertaining to parks and recreation matters. by the City Council to make recommendations SERVICE OBJECTIVES Review annual operating budget for the Recreation Department. Review the park portion of the five year Capital Improvement Program. Utilizing a professional consultant, complete the Stevens Creek Trail feasibility study. Complete the Teen Task Force study and make recommendations to City Council. Complete the Four Seasons Comer plan. 92 RECREATION COMMISSION 6000 RECREATION SERVICES Employee Compensation Materials Contract Services Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 5,482 5,793 6,370 6,360 2,582 3,371 5,230 4,000 0 0 10,000 0 8,064 9,164 21,600 10,360 General Total Full-time Total 1995-96 Acmal Expenditures by Fund 1996-97 1997-98 Actual Adopted 1998-99 Proposed 8,064 9,164 21,600 10,360 8,064 9,164 21,600 10,360 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.10 0.10 0.10 0.10 0.10 0.10 93 COMMUNITY DEVELOPMENT PLANNING COMMISSION PROGRAM OVERVIEW The Planning Commission is a five-member citizen board appointed by the City Council to make or recommend decisions on matters pertaining to land use and physical development. The major work of the Commission is to conduct public hearings on "current planning" applications. The Commission also advises the City Council on land use and development policy through study sessions and formal hearings on issues necessary to maintain the current status of the General Plan. The Commission also undertakes periodic review of implementation ordinances and issues interpretations of these documents. SERVICE OBJECTIVES Conduct public hearings for approximately 150 land development applications. Ensure that decisions are made fairly and expeditiously in accordance with adopted General Plan policies. Prepare specific plans, zoning ordinance amendments and amendments to the General Plan. Consideration of ordinance amendments will include single family residential and historic preservation. General Plan policies related to future development of transition parcels will also be considered. Conduct an annual review of the General Plan in October to evaluate the General Plan implementation schedule. Determine consistency with the General Plan for the City's Capital Improvements program. 94 PLANNING COMMISSION 7000 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 4,896 6,229 5,000 6,000 5,140 4,470 10,000 10,200 7,941 9,064 14,050 13,500 General Total 17,977 19,763 29,050 29,700 1995-96 1996-97 Actual Actual Expenditures byFund 1997-98 Adopted 19,763 29,050 17,977 Full-time Total 1998-99 Proposed 29,700 17,977 19,763 29,050 29,700 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 95 COMMUNITY DEVELOPMENT HOUSING COMMITTEE PROGRAM OVERVIEW The Housing Committee (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 Director of Community Development serves as non-voting CHC member, providing technical assistance to the Committee. 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 Affordable Housing Fund, possible fee waivers or other incentives, the number and type of affordable units and the target groups to be served. 96 HOUSING COMMITTEE 7101 COMMUNITY DEVELOPMENT Employee Compensation Materials Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 2,638 2,730 2,850 3,070 108 200 200 200 General Total 1995-96 Actual 2,746 2,930 3,050 3,270 Expenditures by Fund 1996-97 1997-98 Actual Adopted 1998-99 Proposed Full-time Total 2,746 2,930 3,050 3,270 2,746 2,930 3,050 3,270 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.04 0.04 0.04 0.04 0.04 0.04 97 NOTES 98 Administration ADMINISTRATION City Attorney (2.75) City Manager (2.10) [ City Treasurer 100 1200 CITY MANAGER 1300 CONTINGENCIES 1500 LEGAL SERVICES TOTAL ADMINISTRATION 1995-96 Actual Expenditures by Division 1996-97 1997-98 Actual Adopted 1998-99 Proposed 196,261 194,920 203,410 267,780 7,914 20,000 20,000 20,000 311,596 318,505 370,815 360,360 515,771 533,425 594,225 648,140 101 ADMINISTRATION CITY MANAGER PROGRAM OVERVIEW The City Manager's department is responsible to the City Council for the effective and efficient management of the City. Under the direction of the City Council, the City Manager is responsible for carrying out the primary policy objectives and goals. This year, Council approved the addition of a 3/4th time Community Outreach Coordinator to oversee the City's community outreach and crime prevention programs established within the past two years. SERVICE OBJECTIVES Administer and oversee City operations. Oversee the accomplishment of the City Council's goals as outlined in the financial strategies section of this document. 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. 102 CITY MANAGER 1200 ADMINISTRATION Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 176,719 181,151 178,585 233,290 19,502 20,080 24,825 34,490 40 32 0 0 196,261 201,263 203,410 267,780 General Total Full-time Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 196,261 201,263 203,410 267,780 196,261 201,263 203,410 267,780 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 1.35 1.35 2.10 1.35 1.35 2.10 103 ADMINISTRATION CONTINGENCIES PROGRAM OVERVIEW This account is discretionary fund for the City Manager's use for unexpected occurrences, such as special studies, consultants or other special unplanned needs that may occur during the year. 104 CONTINGENCIES 1300 ADMINISTRATION Contract Services Total 1995-96 Acmal Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 7,914 5,418 20,000 20,000 7,914 5,418 20,000 20,000 General Total 1995-96 Actual Expenditures by Fund 1996-97 1997-98 Actual Adopted 1998-99 Proposed 7,914 5,418 20,000 20,000 7,914 5,418 20,000 20,000 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 105 ADMINISTRATION LEGAL SERVICES PROGRAM OVERVIEW The City Attorney serves as legal counsel to the City Council, City Commissions, and City administrative staff. The City Attorney prepares ordinances and resolutions as requested, prepares or reviews contracts and agreements, conducts research and supports the City in various meetings including some negotiations, prosecution of code violations, and some litigations. Secretarial and support services are provided by the City. SERVICE OBJECTIVES Attend or provide representation at all regularly scheduled City Council meetings to provide procedural and legislative information. Attend commission or staff meetings when requested. Meet with the City administrative staff on a regular basis to provide legal services and advice. 106 LEGAL SERVICES 1500 ADMINISTRATION Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 208,210 264,341 283,415 280,300 17,980 20,862 28,900 32,560 85,406 44,124 53,500 45,500 0 0 5,000 2,000 311,596 329,327 370,815 360,360 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 311,596 329,327 370,815 360,360 311,596 329,327 370,815 360,360 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 2.00 2.75 2.75 2.00 2.75 2.75 107 NOTES 108 Law Enforcement 109 LAW ENFORCEMENT 110 LAW ENFORCEMENT Expenditures by Division 1400 LAW ENFORCEMENT TOTAL 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 4,123,213 4,304,210 4,680,227 4,883,000 4,123,213 4,304,210 4,680,227 4,883,000 LAW ENFORCEMENT LAW ENFORCEMENT PROGRAM OVERVIEW This activity provides for the expenses of law enforcement, emergency communications, the School Resource Officer Program, and the Youth Probation Officer Program. Law Enforcement services are provided by the Santa Clara County Sheriff's Department. Communication services are provided for 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, Fremont Union High School District, and the City of Cupertino. Cupertino also participates in a computerized fingerprinting program funded in this activity. Law Enforcement services include general law enforcement (patrol), supplemental traffic cars and detective services. This year's budget includes additional funding for a sergeant position to coordinate community outreach programs (75%) and traffic supervision (25%). SERVICE OBJECTIVES Law Enforcement officers will respond to emergency situations within an average of less than six minutes. Supplemental traffic cars will enforce the vehicle code with the goal of increasing traffic safety. Crime prevention officers will continue to provide neighborhood watch information and provide public education. The Youth Probation Officer will divert first time/minor youth offenders from the juvenile justice system. The School Resource Officers (SRO) will provide, daily on-site interaction with our youth. 112 LAW ENFORCEMENT 1400 LAW ENFORCEMENT Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 832 13,457 0 0 4,122,381 4,104,570 4,680,227 4,883,000 4,123,213 4,118,027 4,680,227 4,883,000 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 4,123,213 4,118,027 4,680,227 4,883,000 4,123,213 4,118,027 4,680,227 4,883,000 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.00 0.00 0.00 0.00 0.00 0.00 113 NOTES 114 Public Information 115 PUBLIC INFORMATION Public Information (3.75) Governrnent Channel 116 PUBLIC INFORMATION 3300 COMMUNITY RELATIONS 3400 CUPERTINO SCENE 3500 GOVERNMENT CHANNEL TOTAL 1995-96 Actual Expenditures by Division 1996-97 1997-98 Actual Adopted 1998-99 Proposed 118,168 122,495 144,755 145,640 91,930 93,670 96,560 97,310 193,313 190,880 204,895 301,945 403,411 407,045 446,210 544,895 117 PUBLIC INFORMATION COMMUNITY RELATIONS PROGRAM OVERVIEW Functions of this department include informing citizens about programs and services provided by local government, responding to media inquiries and preparing all press information. The office acts as a resource for other city departments, staff and councilmembers. The public information officer actively participates in regional, discussions and workshops involving crisis communications 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 is increased this year to accommodate the 20th anniversary celebration between Cupertino and the city of Toyokawa. Also included is the Chamber of Commerce support item, which shows no change from last year, and the Human Services budget, reflecting a small percentage increase. SERVICE OBJECTIVES Aid in the coordination of city programs designed to draw Cupertino neighborhoods together. Disseminate Cupertino news to wider audience, electronically and through specialized local, state and national publications. 118 COMMUNITY RELATIONS 3300 PUBLIC INFORMATION Employee Compensation Materials Contract Services Total General Total Full-time Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 53,824 56,236 54,570 59,640 11,904 12,930 16,765 16,845 52,440 54,185 73,420 69,155 118,168 123,351 144,755 145,640 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 118,168 123,351 144,755 145,640 118,168 123,351 144,755 145,640 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.75 0.75 0.75 0.75 0.75 0.75 119 PUBLIC INFORMATION CUPERTINO SCENE PROGRAM OVERVIEW The Cupertino Scene is published 11 months out of the year and is distributed to residents and businesses in Cupertino. Information is of general interest to the community and is presented in a straightforward manner which is non-political, non-religious and non-commercial. The publication's two-year printing contract is in its second year, so there will be no increase in the printing budget. The postal rate remains at approximately 12 cents per piece to mail. Approximately 35 percent of the articles appearing in the Scene are regular, monthly features, such as Roots, Commissioner Profile, Community Calendar, Council Actions, Agenda Preview, Library News and Cable News. Another approximately 15 percent of written material includes articles dealing with ongoing citywide issues, i.e. waste stream reduction efforts. The other half of material appearing in the Scene is a mixture of one-time city events, community activities, government services and other city-related information. About 230,000 copies of the Scene are distributed annually. SERVICE OBJECTWES Continue regular production schedule of the Scene, presenting information in a timely, interesting and visually pleasing manner. Focus on information relevant to citizens of all cultural backgrounds. Continue to adhere to regulations imposed by Prop. 73. 120 CUPERTINO SCENE 3400 PUBLIC INFORMATION Employee Compensation Materials Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 28,582 27,712 29,260 32,010 63,348 61,445 67,300 65,300 General Total 91,930 89,157 96,560 97,310 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 91,930 89,157 96,560 97,310 Full-time Total 91,930 89,157 96,560 97,310 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.40 0.40 0.40 0.40 0.40 0.40 121 PUBLIC INFORMATION GOVERNMENT CHANNEL PROGRAM OVERVIEW Approaching its 15th 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 provides assistance and referral for other cities interested in starting their own government channels. In addition to special programs produced for and featured on the City Channel, other programs come from the following sources: PBS, the United Nations, the Learning Channel and The California Channel (CAL-SPAN). Those who are not cable subscribers may check out tapes, including City Council and Planning Commission meeting tapes, from the Cupertino Library. In addition to publishing a monthly schedule, programs on the City Channel are featured on CityNet, Virtual Valley and the City's own web site. Throughout each week, viewers may rune in to the City Channel to learn about city departments and services, special city programs, local points of interest, health and safety tips and upcoming community events. Staff members produce numerous promotions, public service announcements and video bulletin board announcements made specifically for Cupertino residents. These local announcements continue to increase annually and are presented in a timely manner, showcasing an active, involved community. Multimedia advancements have allowed this department to improve and expand many of its services. As a result, services such as locating archival footage and using visuals for presentations are now accessible to both the community and staff. The City Channel also provides audio-visual multimedia services that include tape duplication and viewing, editing, equipment recommendations and design meeting set-ups and presentation enhancements. SERVICE OBJECTIVES Improve City meetings, productions, promotions and website services by incorporating more multimedia technology. Research emerging services, such as webcasting and an intranet system to advance and refine City services. Submit further design and equipment specifications for a future high-tech room at the Library. 122 GOVERNMENT CHANNEL 3500 PUBLIC INFORMATION Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 159,570 159,236 155,575 164,520 29,382 34,257 41,620 45,025 4,361 3,590 7,700 15,400 0 0 0 77,000 193,313 197,083 204,895 301,945 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 193,313 197,083 204,895 301,945 193,313 197,083 204,895 301,945 Full-time Total Personnel Summary 1996-97 1997~98 Actual Adopted 1998-99 Proposed 3.00 3.00 3.00 3.00 3.00 3.00 123 NOTES 124 Administrative Services 125 ADMINISTRATIVE SERVICES Administrative Services (2.0o) I IMgmtlnf°rmati°nServices] [(2.00) Finance(4.00) [ [ CityCierk(3.00) II HumanResources(5.00) 126 ADMINISTRATIVE SERVICES CITY CLERK 2000 CITY CLERK 2100 DUPLICATING AND MAIL SERVICE 2300 ELECTIONS FINANCE 4000 ADMINISTRATION 4001 ECONOMIC DEVELOPMENT 4100 ACCOUNTING 4200 BUSINESS LICENSING 4500 FIXED ASSETS ACQUISITION 4700 PROPERTY MANAGEMENT 4800 MANAGEMENT INFORMATION HUMAN RESOURCES 5200 HUMAN RESOURCES 530O PERSONNEL 5400 CODE ENFORCEMENT 5500 RISK MANAGEMENT 5600 DISASTER PREPAREDNESS 5700 ANIMAL CONTROL TOTAL Expenditures by Division 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 265,332 267,820 279,480 308,705 78,482 88,925 106,340 129,850 11,872 0 20,125 1,125 355,686 356,745 405,945 439,680 218,886 213,880 233,655 245,830 3,695 44,500 26,500 18,000 254,030 250,745 270,820 303,560 29,421 36,475 36,640 41,660 223,000 258,000 429,500 571,500 3,156 3,900 3,900 3,900 159,158 421,000 547,360 685,925 891,346 1,228,500 1,548,375 1,870,375 97,309 103,980 109,825 110,255 285,699 305,450 328,210 343,305 141,012 154,560 167,330 185,345 690,699 494,600 465,590 493,625 2,651 2,300 4,300 4,300 51,733 73,945 65,000 78,000 '1,269,103 1,134,835 1,140,255 1,214,830 2,516,135 2,720,080 3,094,575 3,524,885 127 ADMINISTRATIVE SERVICES CITY CLERK PROGRAM OVERVIEW The City Clerk's Division administers the legislative process which begins with the management of local elections and includes filings of Fair Political Practices Commission documents. Other steps in the legislative process include preparation and posting of agendas and recording the policy and program decisions made by council members. As a support service this division processes incoming and outgoing mail; processes and maintains City records; prepares meeting packets for Council, Planning Commission, and Fine Arts Commission meetings; staffs the Fine Arts Commission; staffs the City Hall reception desk and switchboard; and provides information to the public, Council, Commissions and staff. The division's goal is to administer elections and Fair Political Practices Commission filings in compliance with State law, to continue compliance with the Brown Act and to provide a records management system that enables access to information. SERVICE OBJECTIVES Provide complete, accurate information to citizens, Council, Commissioners 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, the Brown Act, legal notices and Fair Political Practices Commission filings. Conduct a local election in odd-numbered years in compliance with the California Elections Code. Provide support services as needed. 128 CITY CLERK 2000 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 212,096 214,804 216,650 234,150 33,355 25,361 38,630 34,355 19,881 22,551 24,200 40,200 265,332 262,716 279,480 308,705 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 265,332 262,716 279,480 308,705 265,332 262,716 279,480 308,705 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 3.90 3.90 3.90 3.90 3.90 3.90 129 ADMINISTRATIVE SERVICES DUPLICATING AND MAIL SERVICE PROGRAM OVERVIEW The Duplicating and Mail Service Division is a cost center providing reprographic and out-going mail services to all City departments. The 1998/99 goal is to duplicate accurately and in a timely fashion material needed in the day-to-day and long-term operation of City business; to process routine out-going 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 five working days. Duplicate documents accurately and at a quality level suitable for public distribution. Gather out-going mail from each department daily and prepare it with appropriate postage for pick up by the post office at 4:30 p.m. Provide timely and high-quality services the most cost-effective way. 130 DUPLICATING AND MAIL SERVICE 2100 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total General Total Full-time Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 0 6,234 7,500 7,500 78,482 52,783 64,390 63,000 0 19,778 34,450 59,350 78,482 78,795 106,340 129,850 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 78,482 78,795 106,340 129,850 78,482 78,795 106,340 129,850 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 131 ADMINISTRATIVE SERVICES ELECTIONS SERVICES PROGRAM OVERVIEW The City Clerk is responsible for managing the City Council elections, which are held on odd- numbered years. This responsibility includes filing and retention of documents required by the Fair Political Practices Commission, including Nomination Papers, Candidates' Statements, and Statements of Economic interest. The City consolidates its elections with others taking place in the County, and contracts for election services with the County of Santa Clara Registrar of Voters. The Registrar's Office establishes the precincts and voting places, prints and mails ballot information, and collects and counts the ballots. SERVICE OBJECTIVES Continue to ensure timely filing of required documentation by candidates and committees. Continue to contract with the County registrar's office for election services. 132 ELECTIONS 2300 ADMINISTRATIVE SERVICES Expenditures by Category Materials Contract Services Total 1995-96 1996-97 1997-98 1998-99 Acm~ Actu~ Adopted Proposed 125 0 125 125 11,747 0 20,000 1,000 11,872 0 20,125 General Total 1,125 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 11,872 0 20,125 Full-time Total 11,872 0 20,125 Personnel Summary 1996-97 1997-98 Actual Adopted 1,125 1,125 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 133 ADMINISTRATIVE SERVICES ADMINISTRATION PROGRAM OVERVIEW Administration is responsible for the oversight of several divisions and programs including Treasury Management, Fiscal Planning, Management Information Services (MIS), Economic Development, Emergency Preparedness and Finance, which includes Budget Preparation, Accounting, Audit and Licensing. The division is also responsible for overseeing the City Clerk's operations and the Human Resources Division which includes Personnel, Code Enforcement, Employee Development and Risk Management. Staff support is provided to the Audit Committee, the Library Commission, the Fine Arts Commission, Leadership Cupertino, Public Safety Commission and the Economic Development Committee. SERVICE OBJECTIVES Provide administration and support services to the City Clerk, Human Resources, MIS, Emergency Preparedness, and Finance divisions. Manage the City's investment portfolio to obtain safety of funds, liquidity and a rate of return equal to or exceeding the State investment fund. Provide short and long term fiscal planning. Monitor revenue and expenditure trends and analysis of cash flow needs. Work with the business community, Council and Chamber to promote economic development. 134 ADMINISTRATION 4000 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 155,727 181,625 188,095 193,290 18,149 12,433 14,010 18,140 45,010 28,629 31,550 34,400 218,886 222,687 233,655 245,830 General Total Full-time Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 218,886 222,687 233,655 245,830 218,886 222,687 233,655 245,830 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 2.00 2.00 2.00 2.00 2.00 2.00 135 ADMINISTRATIVE SERVICES ECONOMIC DEVELOPMENT PROGRAM OVERVIEW The Economic Development Division was started in fiscal year 1995/96 as a result of the City Council's concerns for the long-term financial health of the City. Staffing consists of the City Manager, four Department Heads, two City Councilmembers and four representatives from the Chamber of Commerce. The division is responsible for the identification and implementation of programs specifically targeted to business retention, expansion and attraction. A detailed workplan is adopted each year to ensure high priority of this program. SERVICE OBJECTIVES Enhance the business environment and economic climate while maintaining a healthy balance with residential concerns. Improve public awareness and promote education of community interdependence. Recruit compatible businesses to the City to increase our tax-generating economic base. Develop a sense of public/private parmership 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. 136 ECONOMIC DEVELOPMENT 4001 ADMINISTRATIVE SERVICES Materials Contract Services Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 930 2,848 21,500 13,000 2,765 2,770 5,000 5,000 3,695 5,618 26,500 18,000 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 3,695 5,618 26,500 18,000 3,695 5,618 26,500 18,000 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 137 ADMINISTRATIVE SERVICES ACCOUNTING PROGRAM OVERVIEW The Accounting Division is responsible for accurate and timely maintenance of all City financial records, collection, disbursement of all monies, and payroll processing. This division prepares all required Federal, State and other agency reports pertaining to the City's financial status. In addition, Accounting conducts research and prepares reports on special fiscal matters for all intemal and extemal customers. SERVICE OBJECTIVES Provide accurate and timely financial information to internal and external customers. Assist the City Manager, City Council and City departments in managing the City's financial resources. Maintain the City's level of professionalism in all financial practices and procedures. Provide a the highest level of service in responding to the needs of customers, vendors and citizens. Respond to inquiries from the public and process customer invoices and deposits, vendor payments, purchase contracts and claims in a timely manner. Provide a high level of service in responding to the needs of City departments. The division will promptly respond to departmental requests for purchases, information and reports. Comply with all applicable laws and regulations to ensure public credibility of our financial records. 138 ACCOUNTING 4100 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 212,218 225,456 226,020 256,570 26,360 33,843 28,000 31,790 15,452 12,243 16,800 15,200 254,030 271,542 270,820 303,560 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 254,030 271,542 270,820 303,560 254,030 271,542 270,820 303,560 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 3.60 3.75 3.75 3.60 3.75 3.75 139 ADMINISTRATIVE SERVICES BUSINESS LICENSING PROGRAM OVERVIEW The Business License Division collects revenue and monitors business activity for compliance with the City Municipal Code. In addition, the division identifies new business licenses to enhance revenue to the City. SERVICE OBJECTIVES Provide businesses with information regarding compliance with the Business License Tax Code and provide useful sources of information related to business activity. Collect appropriate business license fees. Monitor business activity to identify non-compliance with the Municipal Tax Code. Prepare annual business license information for the Franchise Tax Board. 140 BUSINESS LICENSING 4200 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total General Total Full-time Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 27,626 27,370 34,140 36,020 1,795 1,897 2,500 5,640 0 369 0 0 1995-96 Acm~ 29,421 29,636 36,640 41,660 Expenditures by Fund 1996-97 1997-98 Actual Adopted 1998-99 Proposed 29,421 29,636 36,640 41,660 29,421 29,636 36,640 41,660 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.40 0.25 0.25 0.40 0.25 0.25 141 ADMINISTRATIVE SERVICES FIXED ASSETS ACQUISITION PROGRAM OVERVIEW The purchase of equipment having a value greater than $1,000, expected life of more than one year, and used for general government purposes, is financed from this budget. Equipment users are charged for the use of these assets through a depreciation schedule. Equipment used by Special Revenue and Enterprise funds are charged to the respective funds. SERVICE OBJECTWES Obtain quality equipment through competitive bidding. CAPITAL OUTLAY Replacement Fund Purchase Vehicle (76) Legend Truck $75,000 Mowers (3) 65,000 Vehicle (62) 1-Ton Box Truck 30,000 Vehicle (10) Dump truck 28,000 Vehicle (55) Box Truck 28,000 Vehicle (67) Cab & Chassic 26,000 Vehicle (17) 3/4 Ton Truck 21,000 Vehicle (18) 3A Ton Truck 21,000 Vehicle (19) ~ Ton track 21,000 Vehicle (73) ~ Ton Truck 21,000 Vehicle (94) Y4 Ton Truck 21,000 Vehicle (03) Mini-Truck 19,000 Vehicle (13) Mini-Truck 19,000 Vehicle (25) Mini-Truck 19,000 Vehicle (23) Mini-Truck 19,000 Vehicle (74) Mini-Truck 19,000 Vehicle (75) Mini-Truck 19,000 Vehicle (77) Mini-Truck 19,000 Vehicle (85) Building Dept. 19,000 Vehicle (56) P.W. Car 19,000 Vehicle (82) Building Dept. 19,000 Street Legend Grinder 8,000 Total $555,000 New Equipment Purchase Aerator Utility Cart $10,000 6,500 Total $16,500 142 FIXED ASSETS ACQUISITION 4500 ADMINISTRATIVE SERVICES Capital Outlay Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 223,000 258,000 429,500 571,500 Equipment Maintenance Total 223,000 258,000 429,500 571,500 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 223,000 258,000 429,500 571,500 Full-time Total 223,000 258,000 429,500 571,500 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 143 ADMINISTRATIVE SERVICES PROPERTY MANAGEMENT PROGRAM OVERVIEW To pay for the dues and maintenance of city owned property. SERVICE OBJECTIVES Maintain city owned rental housing in good condition. Pay costs associated with the property in a timely manner. 144 Materials Total General Total Full-time Total PROPERTY MANAGEMENT 4700 ADMINISTRATIVE SERVICES 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 3,156 3,900 3,900 3,900 1995-96 Actual 3,156 3,900 3,900 3,900 Expenditures by Fund 1996-97 1997-98 Actual Adopted 1998-99 Proposed 3,156 3,900 3,900 3,900 3,156 3,900 3,900 3,900 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 145 ADMINISTRATIVE SERVICES MANAGEMENT INFORMATION SERVICES PROGRAM OVERVIEW This activity provides for all technology related expenses for the City-wide 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 a technical users committee, assists in training staff and troubleshooting the City's computer information systems, including the City's internet presence via its Web Site. SERVICE OBJECTIVES Establish standards and procedures for replacement and maintenance of all personal computers, printers and peripherals. Maintain and service the City's wide area network (City Hall, Service Center, Quinlan Center, Senior Center, Sports Center and Blackberry Farm). Oversee the implementation of the following key information systems in fiscal year 1998/99: Geographical Information System (GIS), Finance and Human Resources Information System, Sports Center Management System, Records Management (document imaging) System, Web Site Improvements and a new Building system permits. New Equipment Purchases Quantity Amount Hardware Laptops 3 $ 9,000 Video Workstation/Laser Printer/Dar Drive/Application Upgrades 4 10,400 Software Windows NT 4.0/Office 97/Norton Anti-Virus 150 35,000 Intersection Magic 1 1,000 Marking View 1 2,000 Information Systems Sports Center 5,000 Parks & Rec 40,000 Records Management 11,000 Building Database 40,000 GIS/Contract for storm dram and streetlight layers 20,000 Contingency 10,000 Total $183,440 Replacement Equipment Quantity Amount Hardware Workstations 50 $115,000 Video Workstation 1 1,860 Total $116,860 146 MANAGEMENT INFORMATION 4800 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 534 60,719 124,760 143,625 98,153 210,929 146,000 197,000 60,471 99,180 25,000 45,000 0 0 251,600 300,300 159,158 370,828 547,360 685,925 Management Information Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 159,158 370,828 547,360 685,925 159,158 370,828 547,360 685,925 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 1.00 2.00 2.00 1.00 2.00 2.00 147 ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM OVERVIEW The Human Resources Division is responsible for the administration of several programs and/or activities including personnel selection, classification, compensation, labor relations, supplemental benefits, risk management, safety, employee development, affirmative action, code enforcement, and Volunteer Cupertino. Staff support is provided to the Public Safety Commission. The division is also responsible for overseeing the animal services activity which is contracted through the Humane Society of Santa Clara Valley. SERVICE OBJECTIVES Provide administrative and support services for the several programs and/or activities in Human Resources. Provide timely personnel services to departments and divisions. Identify employee development needs of departments and divisions and administer and coordinate the employee development program. Provide assistance to departments and divisions in the administration of the labor relations program. Coordinate and oversee services provided by other agencies including animal control and emergency preparedness. Develop and maintain the volunteer program. 148 HUMAN RESOURCES 5200 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 66,419 68,597 69,560 10,280 11,240 13,013 14,715 17,325 19,650 16,557 25,550 82,650 General Total 97,309 98,167 109,825 110,255 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 97,309 98,167 109,825 110,255 Full-time Total 97,309 98,167 109,825 110,255 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.80 0.80 0.80 0.80 0.80 0.80 149 ADMINISTRATIVE SERVICES PERSONNEL PROGRAM OVERVIEW Personnel Services includes responsibility for several activities including recruitment and selection, classification and compensation, affirmative action, labor relations, employee development, and supplemental benefits. The Personnel Services program has a service orientation designed to address issues in an objective, fair, and equitable manner. SERVICE OBJECTIVES 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. Provide for an ethnic and sexually diverse workforce. Provide for a working environment where respect for the individual is encouraged and safeguarded. Provide personnel services consistent with the operational needs of user departments. 150 PERSONNEL 5300 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total General Total Full-time Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 246,750 276,242 278,920 281,515 21,367 23,261 27,790 38,790 17,582 26,432 21,500 23,000 285,699 325,935 328,210 343,305 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 285,699 325,935 328,210 343,305 285,699 325,935 328,210 343,305 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 1.60 1.60 1.70 1.60 1.60 1.70 151 ADMINISTRATIVE SERVICES CODE ENFORCEMENT PROGRAM OVERVIEW The Code Enforcement program provides for the enforcement of field activities related to the Municipal Code. Code Enforcement staff also provide assistance to the Sheriff's Department by responding to non-emergency calls in lieu of sworn law enforcement personnel. The Code 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, and placement of signs on public property. Assistance is provided to other departments and agencies as related to code enforcement activities. This year Council approved the addition of a part-time Code Enforcement Officer dedicated to night and weekend enforcement in all parks. SERVICE OBJECTIVES Respond to citizen, City department, and SheriWs Department requests for services within 24 hours. Provide services with an emphasis on public relations. Enforce the Municipal Code in a fair, equitable, and objective manner. 152 CODE ENFORCEMENT 5400 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 117,885 122,887 128,810 138,570 20,725 29,930 35,520 33,535 2,402 326 3,000 13,240 141,012 153,143 167,330 185,345 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 141,012 153,143 167,330 185,345 141,012 153,143 167,330 185,345 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 2.15 2.15 2.15 2.15 2.15 2.15 153 ADMINISTRATIVE SERVICES RISK MANAGEMENT PROGRAM OVERVIEW The Risk Management program 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 (with a $100,000 stop-loss policy), and unemployment insurance. SERVICE OBJECTIVES Administer the City's employee safety activities and chair the Safety Committee. Promote a work environment which emphasizes safe work practices. Implement loss control measures including employee training. Coordinate and oversee contractual services responsible for administration of programs. Satisfy administrative and statutory procedures and regulations concerning compensation and unemployment insurance programs. insurance workers' 154 RISK MANAGEMENT 5500 ADMINISTRATIVE SERVICES Employee Compensation Contract Services Total General Long Term Disability Workers Compensation Total Full-time Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 22,671 18,421 30,090 21,215 668,028 356,529 435,500 472,410 690,699 374,950 465,590 493,625 Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 210,816 182,926 301,160 310,925 43,610 46,765 50,000 53,330 436,273 145,259 114,430 129,370 690,699 374,950 465,590 493,625 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.45 0.45 0.35 0.45 0.45 0.35 155 ADMINISTRATIVE SERVICES DISASTER PREPAREDNESS PROGRAM OVERVIEW The Emergency Preparedness Division, staffed by a member of the Santa Clara County Fire Department, is responsible for developing and maintaining the City's Emergency Plan. It ensures the readiness of the Emergency Operations Center (EOC) at City Hall and the Alternate EOC at the Service Center. In addition, the Division conducts emergency preparedness training for Cupertino residents and staff and maintains a Disaster Service Worker Volunteer Program. SERVICE OBJECTIVES Ensure Cupertino's county-wide presence in emergency preparedness through participation in the Santa Clara County Emergency Managers Association, EOC to EOC radio net contact, and other professional groups. Revise the City Emergency Plan as necessary to comply with State or Operational Area guidelines. Conduct exercises for EOC staff to review the functional responsibilities of the EOC and to test the Emergency Plan. Maintain Disaster Service Worker Volunteer Program. Provide CPR/First Aid classes to City employees and Cupertino residents. Provide community emergency response training to Cupertino residents and Disaster Service Worker volunteers. Provide speaker for programs and organizations upon request. Maintain an emergency communications network with redundancy, including EOC to EOC radio, packet radio, ham radio operators through CARES, and cellular phone capability. 156 DISASTER PREPAREDNESS 5600 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 34 224 0 0 2,612 2,861 3,300 3,300 5 0 1,000 1,000 2,651 3,085 4,300 4,300 General Total Full-time Total 1995-96 Actual Expenditures by Fund 1996-97 1997-98 Actual Adopted 1998-99 Proposed 2,651 3,085 4,300 4,300 2,651 3,085 4,300 4,300 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 157 ADMINISTRATIVE SERVICES ANIMAL CONTROL PROGRAM OVERVIEW The City of Cupertino, in coordination with four other West Valley cities, contracts for animal control and licensing services. The Santa Clara Valley Humane Society provides field and rabies control services in addition to medical and sheltering services. SERVICE OBLIGATIONS Provide emergency animal field services including the removal and disposition of dead animals. Provide emergency medical and sheltering services for injured and lost animals. Provide animal licensing services. 158 ANIMAL CONTROL 5700 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 3,359 8,555 0 1,063 1,101 0 1998-99 Proposed 47,311 51,185 65,000 0 0 78,000 51,733 60,841 65,000 78,000 General Total 1995-96 Actual Expenditures by Fund 1996-97 1997-98 Actual Adopted 1998-99 Proposed 51,733 60,841 65,000 78,000 51,733 60,841 65,000 78,000 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 159 NOTES 160 Recreation Services 161 RECREATION SERVICES Recreation Services (~.90) Sports Center/ Physical Rec (4.00) Senior Center and Services (2.75) Monta Vista Rec Center Youth Programs (2.00) I IQuinlan Community Ctr/ Cultural Programs (6.50) Blackberry Farm (7.50) 162 RECREATION SERVICES Expenditures by Division 6141 ADMINISTRATION CULTURAL PROGRAMS/ QUINLAN COMMUNITY CENTER 6200 QUINLAN C.C., CULTURAL/SUPRVSN 6248 CULTURAL PROGRAMS 6249 RECREATION PROGRAMS 6265 QUINLAN COMMUNITY CENTER MONTA VISTA RECREATION CNTR/ YOUTH & TEEN PROGRAMS 6300 YOUTH, TEEN, M.V. REC. CNTR/SUPRV 6342 YOUTH PROGRAMS 6343 TEEN PROGRAMS 6349 RECREATION PROGRAMS 6360 MONTA VISTA RECREATION CENTER SPORTS AND PHYSICAL RECREATION 6400 PHYSICAL RECREATION/SUPERVISION 6442 YOUTH PROGRAMS 6445 CREEKSIDE PARK PROGRAMS 6448 FOURTH OF JULY 6449 RECREATION PROGRAMS 6450 CUPERTINO SPORTS CENTER 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 191,393 182,305 190,370 200,000 190,001 192,795 204,460 229,745 3,536 8,215 8,380 21,965 133,932 115,900 132,095 192,835 103,829 121,145 120,680 170,330 431,298 438,055 465,615 614,875 105,876 107,930 114,815 119,440 29,654 40,010 38,030 45,445 20,040 25,120 25,260 23,935 333,098 339,270 358,075 366,690 6,395 9,180 13,970 11,630 495,063 521,510 550,150 567,140 151,348 141,660 154,240 159,750 1,080 3,950 3,450 3,955 0 0 0 5,600 1,113 15,000 35,000 48,900 459,784 561,550 562,155 625,685 335,751 394,030 461,330 665,255 949,076 1,116,190 1,216,175 1,509,145 163 SENIOR PROGRAMS/SENIOR CNTR 6529 SENIOR CENTER CASE MANAGER 6545 SENIOR ADULT PROGRAMS 6549 RECREATION PROGRAMS BLACKBERRY FARM/ NATURE PROGRAMS 6600 BLACKBERRY FARM ADMINISTRATION 6620 BLACKBERRY FARM PARK 6640 BLACKBERRY FARM GOLF 6647 NATURE PROGRAMS 6649 NATLrRALIST PROGRAMS 6660 BLUE PHEASANT RESTAURANT 6680 BLACKBERRY FARM RETREAT CENTER TOTAL Expenditures by Division 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 44,606 37,795 36,480 39,120 156,249 167,680 173,805 181,220 246,302 282,620 284,660 332,910 447,157 488,095 494,945 553,250 149,657 122,040 124,505 89,280 462,125 537,375 601,390 711,500 307,244 339,980 305,420 355,925 32,101 23,960 24,270 18,880 15,052 32,440 29,640 31,225 85,275 16,000 16,000 17,000 0 0 19,700 33,810 1,051,454 1,071,795 1,120,925 1,257,620 3,565,441 3,817,950 4,038,180 4,702,030 164 NOTES 165 RECREATION SERVICES ADMINISTRATION PROGRAM OVERVIEW Provides overall administration of the recreation division and specific management of park planning and design, department operating policies, activities of the Parks and Recreation Commission and department public information. SERVICE OBJECTIVES Continue to update the department's Policy and Procedure Manual. Prepare annual operating budget. Complete Teen Task Force project. Complete Stevens Creek Trail feasibility study. Manage facility improvements at Blackberry Farm, Quinlan Center, Sports Center. Complete the Four Seasons Comer plan. 166 ADMINISTRATION 6141 RECREATION SERVICES Employee Compensation Materials Contract Services Total General Total Full-time Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 172,528 180,434 169,490 179,300 18,324 20,694 20,630 20,450 541 168 250 250 191,393 201,296 190,370 200,000 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 191,393 201,296 190,370 200,000 191,393 201,296 190,370 200,000 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 1.90 1.90 1.90 1.90 1.90 1.90 167 RECREATION SERVICES CULTURAL PROGRAMS/QUINLAN COMMUNITY CENTER PROGRAM OVERVIEW Manages utilization of the Quinlan Community Center for private permits, community group services and recreation department activities and classes. Cultural programs provided under this section include special events, adult and youth cultural classes, and public concerts. This division will generate approximately $170,000 in user fees. SERVICE OBJECTIVES Continue to provide cultural classes for an introductory level of instruction for self-improvement, cultural skills and crafts that are ethnically diverse and broad in their cultural scope to further enhance the participant's leisure lifestyle. Update and simplify facility procedures, policies and public information about the Quinlan Community Center and group picnic areas to produce consistent and helpful service to the facility customers. Monitor and revise the seasonal class offerings to continue the current cancellation rate of 10%. Continue to investigate new marketing strategies to increase the participation in youth and adult classes. Continue to investigate new marketing strategies for the Summer Concert Series to increase the number of attendance. Continue to research the possibilities of a student art show for the children in our drawing and watercolor classes. Investigate new recreation registration software package that allows telephone registration and Internet registration. Continue to provide the Silicon Valley Shakespeare Festival. 168 CULTURAL PROGRAMS QUINLAN COMMUNITY CENTER 6200 RECREATION SERVICES Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 294,564 316,306 327,435 381,945 74,251 76,912 72,480 92,785 62,483 78,337 63,100 122,475 0 0 2,600 17,670 431,298 471,555 465,615 614,875 General Recreation Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 297,366 331,264 333,520 422,040 133,932 140,291 132,095 192,835 431,298 471,555 465,615 614,875 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 4.75 5.08 6.50 4.75 5.08 6.50 169 RECREATION SERVICES YOUTH & TEEN PROGRAMS/MONTA VISTA RECREATION CENTER PROGRAM OVERVIEW Provides for the operation and programming of the Monta Vista Recreation Center. The Monta Vista Recreation Center is utilized for youth, teen and adult specialty classes, co-sponsored clubs, community meeting space, summer youth programs, and storage for department supplies. Youth organizations conduct meetings and clinics, and De Anza-Cupertino Aquatics (DACA) has an office on site. The Youth/Teen program unit continues to provide noon-time activities during the school year at seven elementary schools, two junior high schools, and one high school, all of which are in Cupertino. In cooperation with the Cupertino Union School District, the City will oversee the Afterschool Enrichment Program at nineteen schools in Cupertino Union School District. The Youth/Teen division will continue to enhance its level of service with the addition of holiday camps, teen activities, and expanded programs for preschoolers. The summer season continues to be the busiest time of year with a total of seven youth/teen camps, three drop-in playground sites, a drop-in teen program, and a variety of special events and excursions that are offered. This division will generate approximately $400,000 in user fees for the 1998/1999 fiscal year. SERVICE OBJECTIVES Continue to provide a nine month Pre-school at the Monta Vista Recreation Center and the Quinlan Community Center, highlighting social development through group activities including: arts and crafts, creative movement, music, story-time, and outdoor games and play. Provide a one-week camp for Junior High students during the Cupertino Union School District's winter recess. Provide additional "day camp" programs on days during the school year that school is not in session. Provide additional evening activities for elementary school age children, to be held at the Quinlan Community Center. Utilize Monta Vista Recreation Center for on-going recreational programs and as facility space for co-sponsored clubs and department supply storage. Provide one additional teen dance during the summer months for students in the sixth to eighth graders. Teach values of conservation of resources through the creative use of recycled materials for crafts as part of the Summer Science Fun and Nature Camp programs. 170 YOUTH AND TEEN SERVICES MONTA VISTA RECREATION CENTER 6300 RECREATION SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 282,646 284,920 344,540 352,310 90,677 44,965 47,990 52,000 121,741 146,253 157,620 162,830 495,064 476,138 550,150 567,140 General Recreation Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 161,966 155,610 192,075 200,450 333,098 320,528 358,075 366,690 495,064 476,138 550,150 567,140 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 2.00 2.33 2.00 2.00 2.33 2.00 171 RECREATION SERVICES SPORTS AND PHYSICAL RECREATION PROGRAM OVERVIEW Provides for the supervision and operation of the Cupertino Sports Center as an enterprise facility. Includes a diverse physical recreation program for all ages including sports leagues, camps, clinics, drop-in activities and special events. Aquatic lessons and specialty classes are offered during the summer season. This division will generate approximately $1,463, 800 in user fees, which represents approximately a 28.4% increase in revenue. The fiscal objective of the Sports Center is to have 100% cost recovery, excluding any significant unforeseen maintenance problems or anticipated large projects such as tennis court resurfacing, facility remodeling or expansion. SERVICE OBJECTIVES Provide management and scheduling for school fields as per contract with C.U.S.D. Provide coordination and supervision of the departments volunteer program. Provide coordination and management of the co-sponsored tennis club. Accommodate 2,000 youths in aquatic lessons during an eight week program. Offer opportunities for 80 adult softball teams to participate in a variety of skill divisions. Provide various sports camps and clinics for 1,500 participants. Continue collection of all revenues and responsibility for operating expenditures maintenance costs at the Sports Center. Accommodate 300 adults in a drop-in recreational volleyball program. Provide for the development and supervision of the 4th of July fireworks display. and 172 SPORTS AND PHYSICAL RECREATION 6400 RECREATION SERVICES Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 323,006 343,854 416,295 427,315 137,298 77,750 121,990 116,490 488,772 667,530 667,390 952,340 0 1,525 10,500 13,000 949,076 1,090,659 1,216,175 1,509,145 Expenditures by Fund General Recreation Sports Center Total 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 153,541 185,247 192,690 218,205 459,784 461,727 562,155 625,685 335,751 443,685 461,330 665,255 949,076 1,090,659 1,216,175 1,509,145 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 4.00 4.34 4.00 4.00 4.34 4.00 173 RECREATION SERVICES SENIOR PROGRAMS/SENIOR CENTER PROGRAM OVERVIEW Provides a central resource in the community for activities, services and information for persons age 50 and over. Sets up, manages and administers center operations, staff, membership, classes, trips and volunteer programs. For community adults 50 to 96+, serves as a focal point for classes, service, travel, recreation and information related to aging resources. Through the case management program serve homebound and/or at risk seniors. Utilization of build!ng/patio includes private permits. This division will generate approximately $290,000 ~n trips, memberships, classes, permits and senior events. SERVICE OBJECTIVES Establish, support and monitor senior programs in satellite buildings during actual center expansion construction. Establish an off site main office. Under the direction and support of the volunteer coordinator, implement the intergenerational program. Solicit, collect and organize ideas fi.om seniors and the community pertaining to expansion of the Senior Center facility, seeking broad input. Keep senior population and community involved and informed throughout the expansion project. Investigate, promote and encourage participation/dialogue with seniors from diverse cultural backgrounds. Work with the desk volunteers through their training program, continue to involve the Volunteer Advisory Council and plan at least one event. Support Volunteer Advisory Council in establishing a new volunteer position to coordinate all Council selected and approved activities. Promote and use the Cupertino Website to better serve our public and to reach isolated seniors. Continue to evaluate, update, and simplify senior program and facility procedures to make our center increasingly inviting to all seniors. Continue our homebound computer program using volunteer support. Add an on-line pilot project in coordination with the MAC User Group. Expand volunteer use of ACCESS database. Create reports from database using a query system. 174 SENIOR PROGRAMS SENIOR CENTER 6500 RECREATION SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 219,851 236,701 221,035 237,310 225,014 316,304 263,310 305,140 2,292 3,474 10,600 10,800 447,157 556,479 494,945 553,250 General Senior Center Total Full-time Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 200,855 213,945 210,285 220,340 246,302 342,534 284,660 332,910 447,157 556,479 494,945 553,250 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 2.50 2.50 2.75 2.50 2.50 2.75 175 RECREATION SERVICES BLACKBERRY FARM/NATURE PROGRAMS PROGRAM OVERVIEW Provide recreational opportunities for residents, non-residents, groups and company picnics. Administer and manage the picnic grounds reservations, catering services, snack bar, swimming pools, softball field, and basketball courts. Administration of the golf course operation and policies, pro shop, tee-off times and course maintenance. Administer and manage the retreat center reservations, food services, marketing and maintenance. Provide recreational nature programs for residents, non-residents, school groups, and gardeners. Administer the McClellan Ranch nature museum, after school classes, educational programs, and community gardens. SERVICE OBYECTWES Continue to manage the picnic grounds operation to ensure customer satisfaction and increased revenue. Continue to provide a quality golf course operation through excellent customer service and a continual grounds maintenance program. Continue to market the Retreat Center to increase facility usage and customer satisfaction. Continue to investigate alternative advertisement and marketing techniques by December 1998. Renovate snack bar to meet all jurisdictions' requirements by April 1999. Evaluate all methods of operation as necessary for improvement in service and amenities by November 1998. Investigate improving the nature museum with quality displays and the facility improvements by February 1999. Implement additional after school nature classes to meet the demand and increase revenue. Continue to administer the community garden program to ensure all of the gardeners are satisfied. This division will generate $1,450,000 in revenue. 176 BLACKBERRY FARM NATURE PROGRAM 6600 RECREATION SERVICES Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 615,542 650,034 610,680 646,445 240,671 321,996 312,445 366,175 106,466 129,806 174,800 183,000 88,775 16,831 23,000 62,000 1,051,454 1,118,667 1,120,925 1,257,620 General Recreation Blackberry Farm Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 32,101 25,140 24,270 18,880 15,052 15,994 29,640 31,225 1,004,301 1,077,533 1,067,015 1,207,515 1,051,454 1,118,667 1,120,925 1,257,620 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 7.00 7.00 7.50 7.00 7.00 7.50 177 NOTES 178 Community Development 179 COMMUNITY DEVELOPMENT I I (0.96) (4.91 ) Community Development (1.49) Building (10.60) 180 COMMUNITY DEVELOPMENT Expenditures by Division PLANNING 7200 PLANNING ADMINISTRATION 7301 CURRENT PLANNING 7302 MID AND LONG RANGE PLANNING HOUSING SERVICES 7401 CDGB GENERAL ADMINISTRATION 7402 REHAB LOAN ADMINISTRATION 7403 AFFORDABLE HOUSING DEV. 7404 PUBLIC SERVICE GRANTS 7405 BMR HOUSING BUILDING 7501 GENERAL BUILDING 7502 CONSTRUCTION PLAN CHECKING 7503 BUILDING CODE ENFORCEMENT TOTAL 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 145,869 131,610 142,795 148,140 300,946 262,100 310,730 334,600 132,849 188,840 146,300 193,670 579,664 582,550 599,825 676,410 13,384 12,450 13,000 13,530 267,217 176,040 86,700 148,500 4,615 4,820 5,010 98,255 35,559 34,820 35,010 55,131 53,707 24,900 29,175 33,135 374,482 253,030 168,895 348,551 217,614 217,130 238,510 297,210 268,347 200,020 206,470 203,980 221,706 249,390 402,115 429,975 707,667 666,540 847,095 931,165 1,661,813 1,502,120 1,615,815 1,956,126 181 COMMUNITY DEVELOPMENT ADMINISTRATION PROGRAM OVERVIEW The primary function of this activity is Administration of the Planning and Building Divisions. SERVICE OBJECTIVES Development of systems to implement General Plan program policies and test their effectiveness via a more effective annual review program. Ensure that the General Plan and Economic Development plan remain in sync. 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 well maintained. Continue to utilize specialized training programs to develop a highly motivated and technically competent staff. Each planner will attend at least one UC extension 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 in a manner to meet the twin objectives of providing a system which is cost effective and open to the public. Continue efforts to create a more effective records management system and land use data system using GIS. 182 ADMINISTRATION 7200 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Total General Total Full-time Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 137,503 170,276 130,940 136,250 8,213 7,064 11,355 11,140 153 538 500 750 145,869 177,878 142,795 148,140 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 145,869 177,878 142,795 148,140 145,869 177,878 142,795 148,140 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 1.47 1.49 1.49 1.47 1.49 1.49 183 COMMUNITY DEVELOPMENT PLANNING PROGRAM OVERVIEW The Planning Division provides professional planning support to the community through a series of programs which interpret and implement the General Plan, as adopted by the City Council. The Current Planning program provides technical processing of applications for land development, including environmental assessment, architectural and landscaping review, and commercial sign requests. The Mid and Long Range program examines the General Plan to ensure that it reflects community values, prepares new and updated ordinances, interprets development policy when applied to specific circumstances, and works with several special purpose agencies to address issues of regional concern such as transportation and air quality. SERVICE OBJECTIVES Provide timely and complete technical processing of approximately 100 applications for discretionary land use entitlements and 80 code enforcement actions. Provide opportunity for public contact 40 hours per week. Check approximately 300 building permit plan sets for compliance with zoning requirements within the time limits set by Planning Division policy. Prepare an ordinance to consolidate newsracks. Process annexations - Rancho Rinconada and Garden Gate areas. Review densities allowed in General Plan. Begin design of next comprehensive General Plan review. Implement Housing programs: housing development; BMR & MCC programs; housing advocacy program. Develop a residential parcel database and Geographic Information System. Assist in reviewing census materials. 184 PLANNING 7300 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 382,326 387,433 394,690 405,950 37,675 35,013 40,540 52,720 13,794 7,061 21,800 69,600 433,795 429,507 457,030 528,270 General Total Full-time Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 433,795 429,507 457,030 528,270 433,795 429,507 457,030 528,270 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 5.78 5.01 4.91 5.78 5.01 4.91 185 COMMUNITY DEVELOPMENT HOUSING SERVICES PROGRAM OVERVIEW The Housing Services Division manages the City's housing programs and related services for residents of 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: Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by March 1999. Present CDBG proposals to the Housing Committee for their recommendation. Conduct mid-year public hearing in November 1998 for setting of CDBG funding priorities and a second hearing in March 1999 for final award of CDBG funds. Develop and quarterly monitor contracts with Cupertino Community Services (Rotating Homeless Shelter and Screening/Placement services) and Senior Adults Legal Services. Present funding applications and coordinate meetings as needed of the Cupertino Housing Committee. Quarterly monitor housing program accounts and affordable housing loan payments and rent payments to the Affordable Housing Fund. Meet with local developers and other property owners to encourage the development of 30 affordable housing units. Provide housing rehabilitation loans and coordinate the rehabilitation process for 5 single family homes. Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures and program income for $800,000 loan portfolio. Provide Mortgage Credit Certificate funding in the amount of $200,000 (8 MCC's). Provide housing to five households at the Simms House. 186 HOUSING SERVICES 7400 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Capital Outlay Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 1998-99 Proposed 62,492 60,057 67,340 72,560 172,191 36,677 70,405 274,691 32,006 1,030 31,150 1,300 107,793 825 0 0 374,482 98,589 168,895 348,551 General Housing Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 53,707 27,245 29,175 33,135 320,775 71,344 139,720 315,416 374,482 98,589 168,895 348,551 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.96 0.96 0.96 0.96 0.96 0.96 187 COMMUNITY DEVELOPMENT B~LD~G PROGRAM OVERVIEW The Building Division of Community Development involves the administration and enforcement of all building codes and ordinances adopted by the City. This includes providing field inspections, plan checking and public information related to new construction and the responsibility for issuing permits and ensuring safe buildings. SERVICE OBJECTIVES As per a new State Law, Building Inspectors must be trained on all new code requirements. Continue to improve expertise through seminars and in-house training program. Implement recommendation of the permit streamlining committee: Organize and implement a self-help counter for residents including informational brochures. 188 BUILDING 7500 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Total General Total Full-time Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 581,505 742,878 767,175 833,765 24,592 36,946 49,120 71,600 101,570 48,882 30,800 25,800 707,667 828,706 847,095 931,165 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 707,667 828,706 847,095 931,165 707,667 828,706 847,095 931,165 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 8.40 10.40 10.60 8.40 10.40 10.60 189 NOTES 190 Public Works 191 PUBLIC WORKS Public Works (2.00) I Transportation (5.35) Service Center (8.40) Environmental Programs (2.60) Engineering (4.75) Building/Water (8.30) Parks Maintenance (24.70) Street Maintenance (6.85) 192 PUBLIC WORKS Expenditures by Division 8001 PUBLIC WORKS ADMINISTRATION 8003 RESOURCE RECOVERY 8004 NON POINT SOURCE ENVIRONMENTAL PROGRAMS 8005 ENVIRONMENTAL MANAGEMENT ENGINEERING SERVICES 8101 ENGINEERING DESIGN 8102 INSPECTION SERVICE SERVICE CENTER 8201 ADMINISTRATION GROUNDS 8302 8303 8312 8314 8315 MCCLELLAN RANCH PARK MEMORIAL PARK SCHOOL SITE MAINTENANCE NEIGHBORHOOD PARKS SPORTS FIELD JOLLYMAN/CREEKSIDE 8321 CIVIC CENTER MAINTENANCE 8322 OVERPASSES AND MEDIANS 8323 STREET TREE MAINTENANCE 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 226,940 203,285 205,170 214,155 1,476,232 1,771,375 1,700,050 1,717,615 171,320 152,010 153,650 323,445 1,874,492 2,126,670 2,058,870 2,255,215 82,143 80,000 104,990 101,320 82,143 80,000 104,990 101,320 332,257 379,085 395,340 390,080 73,324 73,265 89,730 93,165 405,581 452,350 485,070 483,245 874,769 911,745 996,275 1,089,605 874,769 911,745 996,275 1,089,605 19,893 33,590 29,820 55,905 399,008 373,425 377,850 538,535 205,793 414,185 414,960 602,105 292,930 324,400 361,750 596,215 199,090 116,665 200,940 354,055 67,997 77,470 91,750 86,145 319,902 397,265 461,765 478,960 176,397 219,670 243,125 184,995 1,681,010 1,956,670 2,181,960 2,896,915 193 Expenditures by Division STREETS 8401 STORM DRAIN MAINTENANCE 8402 STREET CLEANING 8403 SIDEWALK CURB AND GUTTER 8404 STREET PAVEMENT MAINTENANCE 8405 STREET SIGNS MARKINGS 8406 GRAFFITI REMOVAL FACILITIES 8501 8502 8503 8504 8505 8506 8507 8508 8509 8510 8511 8530 8540 BUILDING MAINTENANCE CITY HALL LIBRARY SERVICE CENTER QUINLAN COMMUNITY CENTER SENIOR CENTER MC CLELLAN RANCH MONTA VISTA WILSON PORTAL CUPERTINO SPORTS CENTER CREEKSIDE PARK STREET LIGHTING EQUIPMENT MAINTENANCE TRANSPORTATION 8601 TRAFFIC ENGINEERING 8602 TRAFFIC SIGNAL AND MAINTENANCE 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 34,273 60,845 128,530 38,395 121,871 156,070 159,450 14,770 227,779 87,550 281,070 360,875 454,715 1,001,740 856,100 1,073,080 198,712 148,015 209,685 270,890 0 0 0 57,510 1,037,350 1,454,220 1,634,835 1,815,520 231,935 225,335 341,250 560,590 95,831 150,745 95,620 118,780 144,545 176,435 341,020 188,505 175,357 237,760 234,580 263,060 66,487 86,365 74,540 80,215 17,123 79,200 46,900 35,895 87,283 74,355 68,855 126,435 4,668 6,690 6,550 14,345 8,475 11,890 15,250 37,055 168,637 173,605 121,530 254,415 462,025 6,030 22,100 61,185 257,787 236,135 246,580 298,530 632,222 402,750 495,130 658,050 2,352,375 1,867,295 2,109,905 2,697,060 227,426 267,780 289,215 353,305 297,535 291,345 386,210 470,130 524,961 559,125 675,425 823,435 194 WATER 8701 SOURCE OF SUPPLIES 8702 PUMPING STATIONS 8703 TREATMENT 8704 TRANSMISSION 8705 CUSTOMER ACCOUNTING 8706 ADMINISTRATION 8707 ASSET ACQUISITION CAPITAL PROJECTS PROJECT MANAGEMENT TOTAL Expenditures by Division 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 988,117 1,035,180 1,036,215 4,150 133,758 179,180 158,990 0 16,094 57,760 32,150 0 89,229 122,085 120,340 0 95,743 62,070 126,350 0 558,217 544,285 442,110 94,030 13,272 0 300,000 0 1,894,430 2,000,560 2,216,155 98,180 44,310 42,140 44,022 0 10,689,278 11,370,775 12,402,517 12,260,495 195 PUBLIC WORKS ADMINISTRATION MANAGEMENT PROGRAM OVERVIEW Administers the different divisions within the Public Works Department -- Engineering, Environmental Programs, Transportation, Facilities, Grounds, Streets and Water Utility. 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. 196 ADMINISTRATION 8000 PUBLIC WORKS Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 Actual Actual Adopted 1998-99 Proposed 363,131 382,512 358,720 377,535 45,613 62,819 57,530 56,380 1,465,748 1,615,211 1,642,620 1,821,300 1,874,492 2,060,542 2,058,870 2,255,215 General Enviromental Management Resource Recovery Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 226,940 222,304 205,170 214,155 171,320 98,755 153,650 323,445 1,476,232 1,739,483 1,700,050 1,717,615 1,874,492 2,060,542 2,058,870 2,255,215 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 2.50 2.45 2.00 2.50 2.45 2.00 197 PUBLIC WORKS ENVIRONMENTAL PROGRAMS PROGRAM OVERVIEW The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff Program Fund and the Environmental Management activity. The Division provides contract management, program development and implementation and public education and information as they relate to solid waste, recycling, household hazardous waste, urban runoff pollution prevention and the employee transportation program. SERVICE OBJECTIVES Comply with State AB939 requirements to divert 50% solid waste to the landfill by the year 2000 by implementing source reduction, recycling and composting programs. Provide contract oversight for solid waste and recyclables collection and hauling, yardwaste 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. 198 ENVIRONMENTAL PROGRAMS 8005 PUBLIC WORKS Employee Compensation Materials Contract Services Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 1,662 2,542 14,990 11,320 49,734 47,920 40,000 40,000 30,747 41,582 50,000 50,000 82,143 92,044 104,990 101,320 General Total Full-time Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 82,143 92,044 104,990 101,320 82,143 92,044 104,990 101,320 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 2.00 2.00 2.60 2.00 2.00 2.60 199 PUBLIC WORKS ENGINEERING SERVICES PROGRAM OVERVIEW The Engineering Division provides design and construction administration for all capital improvement programs including streets, buildings, park 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 OBJECTWES 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. 200 ENGINEERING SERVICES 8100 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Total General Total Full-time Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 280,791 317,368 321,700 336,500 114,810 105,770 129,870 129,245 9,980 39,700 31,500 17,500 0 2,058 2,000 0 405,581 464,896 485,070 483,245 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 405,581 464,896 485,070 483,245 405,581 464,896 485,070 483,245 Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 5.25 4.75 4.75 5.25 4.75 4.75 201 PUBLIC WORKS SERVICE CENTER PROGRAM OVERVIEW Administers 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, school crossing guards, and equipment operating costs, are recorded to this cost center. SERVICE OBJECTIVES Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs, vehicles and equipment, gas consumption's and street lights. Maintain record of all complaints and requests for services by tracking responses through computer program. Maintain productivity units of measure for each task performed by employee and activity center. Administer maintenance of City vehicles and equipment by comparing yearly the cost of performing major tasks with that of the private sector. Asset in the administration of the Elmwood work furlough program to assist in daily cleanup tasks in the City. 202 SERVICE CENTER 8200 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 531,884 655,002 558,690 530,845 330,959 405,022 392,085 531,760 11,926 18,839 37,000 24,000 0 0 8,500 3,000 874,769 1,078,863 996,275 1,089,605 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 874,769 1,078,863 996,275 1,089,605 874,769 1,078,863 996,275 1,089,605 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 7.55 8.30 8.40 7.55 8.30 8.40 203 PUBLIC WORKS GROUNDS PROGRAM OVERVIEW The Grounds Division maintains 13 parks, consisting of approximately 116 acres of community and neighborhood facilities. The park sites include Linda Vista, McClellan, Memorial, Monta Vista, Portal, Somerset Square, Varian, Wilson, Jollyman, Three Oaks, Hoover and Creekside. The City also maintains school sites for recreational activities at Hyde, Eaton, Lincoln, Regnart, Faria, Stevens Creek, Garden Gate, Monta Vista, and Kennedy schools, consisting of approximately 52 acres. SERVICE OBJECTIVES Daily Tasks: restroom maintenance, equipment repair, general cleanup, debris and graffiti removal. Goal to minimize complaints to less than two per month. Weekly Tasks: mowing, edging, maintenance of play equipment and park accessories. Maintenance of tennis courts, where available. Quarterly: landscape maintenance, aerating, fertilizing, weeding, etc. Semi-Annual Tasks: pruning and spraying trees; and as needed, sprinkler repair, replacement of planting material, tennis court nets, etc. Maintain school sites for recreational activities at (Eaton, Regnart, Faria, Stevens Creek, Hyde, Garden Gate, Kennedy, Monta Vista and Lincoln) approximately 52 acres. Utilize Elmwood work furlough program to assist in weekend cleanup programs. This is equal to approximately three (3) full time maintenance workers. BUDGET MODIFICATION Contract restroom cleaning at the following sites: Linda Vista Park, Monta Vista Park, Portal Park, Wilson Park, McClellan Ranch Park, Memorial Park, Jollyman Park, Creekside Park. Full year of maintenance for Creekside Park. Youth Sports increase in usage requires a higher service level. 204 GROUNDS 8300 PUBLIC WORKS Expenditures by Category Employee Compensation Materials Contract Services Capital Outlay Total 1995-96 1996-97 1997-98 1998-99 Actu~ Actual Adopted Proposed 948,940 982,932 1,308,760 1,431,695 498,953 640,181 632,450 770,620 57,514 45,364 22,250 177,100 136,753 72,550 218,500 517,500 1,642,160 1,741,027 2,181,960 2,896,915 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 1,642,160 1,741,027 2,181,960 2,896,915 1,642,160 1,741,027 2,181,960 2,896,915 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 22.65 24.40 24.70 22.65 24.40 24.70 205 PUBLIC WORKS STREETS PROGRAM OVERVIEW The Streets Division maintains all street rights-of-way pavement, including curb, gutter, sidewalks, street signs and markings, storm drain system. Administers the street cleaning program. The division maintains another 31.54 of developed acres of median and overpasses, 21.69 undeveloped acres, and approximately 12,000 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 providin.g future planning for scheduling road improvements and maintaining all the streets in the community. Cleanup of storm drain inlets as needed to respond to citizen requests immediately. Perform mainline cleaning contractual arrangements. The City pays San Jose a fee for use of San Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino. Perform street cleaning every two weeks in residential areas and every week in the commercial and industrial areas. The City presently has approximately 500 curb miles that are swept each month. Annual maintenance of sidewalks, curb and gutters through contractual service. Respond within 24 hours for emergency or temporary repair to alleviate hazardous conditions. Perform maintenance of all streets, traffic signs and markings within 24 hours to minimize liability. Repaint markings and legends once a year prior to the beginning of the school year and centerline striping as needed. Street sweeping funded from the Environmental Management program. Maintenance of street trees: staff performs watering, spraying, staking, pruning, and fertilizing in the commercial areas. Contract for major tree maintenance. Administer the weekday and weekend Elmwood work furlough program. BUDGET MODIFICATION Add additional account number and funds (110-8406-000) assigned exclusively to the graffiti eradication program city wide. 206 STREETS 8400 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 205,934 219,816 295,510 371,360 89,682 76,248 77,325 107,160 738,609 726,236 1,187,000 1,302,000 3,125 0 75,000 35,000 1,037,350 1,022,300 1,634,835 1,815,520 Environmental Management Gas Tax General Fund Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 156,144 171,166 287,980 53,165 881,206 851,134 1,346,855 1,704,845 0 0 0 57,510 1,037,350 1,022,300 1,634,835 1,815,520 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 3.15 8.15 6.85 3.15 8.15 6.85 207 PUBLIC WORKS FACILITIES PROGRAM OVERVIEW Provides maintenance and mechanical services to all public buildings. These include 11 City- owned buildings, 9 single standing restroom facilities. Maintains 3189 City-owned street lights, park lights, and parking lot lights. Maintains all vehicles, rolling and small equipment. Responsible for handling of hazardous waste material and responding to non-point source spills and for most of the special projects implemented. Administers the janitorial contract, alarm system, and the maintenance of building equipment at all City facilities and special projects. Helps maintain pond pumps at 4 park sites, and Vallco/Wolfe Road fountain. 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 the City street light system by responding to bum outs within five working days of first notice. Maintain City vehicles and equipment by comparing yearly the cost of performing major tasks with that of the private sector. Maintain parks and parking lot lights for a safe environment. Maintain City communication system and telephone system. Maintain and operate all City owned fountains. BUDGET MODIFICATION Full year of maintenance for Creekside Park. 208 FACILITIES 8500 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 444,477 467,732 472,260 571,810 780,329 771,606 831,995 1,052,850 353,327 401,008 398,650 453,250 774,242 292,087 407,000 619,150 2,352,375 1,932,433 2,109,905 2,697,060 General Equipment Maintenance Sports Center Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 1,551,516 1,324,987 1,493,245 1,784,595 632,222 433,012 495,130 658,050 168,637 174,434 121,530 254,415 2,352,375 1,932,433 2,109,905 2,697,060 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 7.25 7.60 8.30 7.25 7.60 8.30 209 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. Ensure the safe and efficient movement of people and goods on the streets and highways within our jurisdiction. SERVICE OBJECTIVES Improve 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, street and intersection levels of service annually, and neighborhood traffic issues as needed. Cooperate with neighboring jurisdictions on mutual issues that affect both safety and 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 timing patterns more frequently. 210 TRANSPORTATION 8600 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 339,641 366,330 418,165 429,345 108,657 140,446 121,760 144,590 59,636 37,732 55,500 99,500 17,027 7,338 80,000 150,000 524,961 551,846 675,425 823,435 General Total Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 524,961 551,846 675,425 823,435 524,961 551,846 675,425 823,435 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 5.35 5.35 5.35 5.35 5.35 5.35 211 PUBLIC WORKS WATER UTILITIES PROGRAM OVERVIEW Oversee lease agreement of municipal water utility system. SERVICE OBJECTIVES Maintain integrity of City owned water system. To ensure lease agreement with San Jose Water Company conforms to all Cupertino Utility, State Health Department, and Federal standards. BUDGET MODIFICATION Leased municipal water utility to San Jose Water Company. City to pay share of new water tank installation at the Diocese development ($300,000). 212 WATER UTILITIES 8700 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Expenditures by Category Total Water 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 275,630 236,740 224,210 1,541,979 1,548,827 1,546,145 63,549 78,266 145,800 13,272 0 300,000 1,894,430 1,863,833 2,216,155 8,300 54,880 35,000 0 98,180 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed Total 1,894,430 1,863,833 2,216,155 1,894,430 1,863,833 2,216,155 98,180 98,180 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 3.90 3.35 0.05 3.90 3.35 0.05 213 PUBLIC WORKS CAPITAL PROJECTS PROJECT MANAGEMENT PROGRAM OVERVIEW Project Management provides for City oversight on major capital improvement projects during the construction period. Prior year expenditures included in-house oversight on the Creekside Park Improvement Project scheduled for completion in fiscal year 1997/98. SERVICE OBJECTIVES Provide on-site monitoring of major capital improvement projects to ensure completion on time and within budget. 214 PUBLIC WORKS CAPITAL PROJECTS PROJECT MANAGEMENT Employee Compensation Materials Total 1995-96 Actual Expenditures by Category 1996-97 1997-98 Actual Adopted 44,310 42,140 44,022 0 0 0 44,310 42,140 44,022 1998-99 Proposed Capital Projects Total 1995-96 Actual Expenditures by Fund 1996-97 1997-98 Actual Adopted 1998-99 Proposed 44,310 42,140 42,140 44,310 42,140 42,140 Full-time Total Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0 0 0 0 0 0.50 0.50 0.00 0.50 0.50 0.00 215 NOTES 216 Noll- Departmental 217 NOTES 218 NON-DEPARTMENTAL INTERFUND TRANSFERS 4307 OPERATING TRANSFER OUT 4308 OPERATING TRANSFER OUT 4310 OPERATING TRANSFER OUT 4312 OPERATING TRANSFER OUT 4313 OPERATING TRANSFER OUT 4314 OPERATING TRANSFER OUT DEBT SERVICE 4301 FACILITY LEASE 4303 YOUTH SPORTS FIELD 4304 VALLCO AD 74-3 4305 VALLCO AD 74-4 4306 TRAFFIC IMPACT TOTAL Expenditures by Division 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 6,950,976 6,603,325 5,379,100 9,498,000 510,000 700,000 2,100,000 0 200,000 0 175,000 150,000 0 1,181,000 0 0 0 0 100,000 250,000 0 0 0 75,000 7,660,976 8,484,325 7,754,100 9,973,000 4,958,045 4,960,322 4,972,410 4,966,200 968,232 1,842,000 0 0 124,695 121,525 121,020 124,850 109,953 71,975 73,450 74,500 35,758 41,000 38,920 37,900 6,196,683 7,036,822 5,205,800 5,203,450 13,857,659 15,521,147 12,959,900 15,176,450 219 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 1998-99 fiscal year, budget activity accounts have been established for the following transfers: Funding fi:om the General Fund for capital improvements in the following funds: Capital Project Fund ($360,000) for park renovations and ADA retrofits; Blackberry Farm ($400,000) for bridge replacement fi:om storm damage; and the Sports Center ($440,000) for facility expansion. Funding fi:om the General Fund to the Debt Service Fund in the amount of $4,631,000 which provides for the annual payment of the Certificates of Participation for the City Hall/Library, Wilson Park, Memorial Park and Open Space acquisitions. 3. Funding fi:om the General Fund to the Management Information Systems Fund in the amount of $183,000 which provides for new technology equipment. 4. Funding fi:om the General Fund to the Equipment Fund in the amount of $17,000 to provide for new equipment for park, street and tree maintenance. 5. Funding fi:om the General Fund to the Senior Center Fund in the amount of $3,000,000 to provide for the Center's expansion. 6. Funding from the General Fund to the Gas Tax Fund in the amount of $362,000 to provide for additional costs associated with the Stevens Creek Master Plan and other street projects. 7. Funding fi'om the General Fund to the Library Fund in the amount of $100,000 to provide for design options. 8. Funding fi:om the General Fund to the Leadership Cupertino Fund in the amount of $5,000 to augment the existing program. 9. Funding from the Blackberry Farm Enterprise Fund to the General Fund in the amount of $150,000 to provide for partial payment of debt service. 10. Funding fi:om the Recreation Program Fund to the General Fund in the amount of $250,000 to provide for partial payment of debt service. 11. Funding fi:om the Sports Center Fund to the General Fund in the amount of $75,000 to provide for partial payment of debt service. 22O INTERFUND TRANSFERS 4307-4312 INTERFUND TRANSFERS Operating Transfers Out Total Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 7,660,976 10,170,194 7,754,100 9,973,000 7,660,976 10,170,194 7,754,100 9,973,000 Expenditures by Fund General Park Dedication Blackberry Farm Environmental Impact Sports Center Recreation Fund Total 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 7,660,976 6,603,325 5,379,100 9,498,000 0 700,000 2,100,000 0 0 0 175,000 150,000 0 1,181,000 0 0 0 0 0 75,000 0 0 100,000 250,000 7,660,976 8,484,325 7,754,100 9,973,000 Full-time Total Personnel Summary 1996-97 1997-98 1998-99 Actual Adopted Proposed 0.00 0.00 0.00 0.00 0.00 0.00 221 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: The Public Facility Corporation's annual payments of principal and interest on the City Hall/Library, Wilson/Memorial and Open Space Certificates of Participation (COP). The Corporation's annual principal payment is $2,045,000 towards an outstanding balance of $49,160,000. The COPs were issued in fiscal year 1992/93 to refinance older debt and lock in lower interest rates. The majority of the borrowings occurred in the last five fiscal years to acquire additional park real estate and expand community facilities. A breakdown of the capital acquisitions follows: Increased 90 acres of park real estate to 190 acres, a 111% increase; Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase; Specific purchases included: Blackberry Farm - $18 million, voter approved debt; Creekside Park - $12 million voter approved debt; Sports Center - $8 million; Quinlan Community Center, including park real estate - $6.1 million; Wilson Park and improvements - $5.6 million; Jollyman Park development - $1 million; City Hall renovation/improvements - 1.7 million; Library renovation/improvements - 1.7 million. The annual payment of principal and interest on outstanding special assessment bonds for various assessment districts within the City, including Vallco 74-3 and 74-4 and Traffic impact. The City acts as agent for the property owners of parcels upon which assessments were made for local improvements and therefore is not directly liable for the debt. 222 Debt Service/Other Total DEBT SERVICE 4301-4306 DEBT SERVICE Expenditures by Category 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed 6,196,683 7,125,414 5,205,800 5,203,450 6,196,683 7,125,414 5,205,800 5,203,450 Expenditures by Fund 1995-96 1996-97 1997-98 1998-99 Actual Actual Adopted Proposed Facilities Corp. 4,958,045 4,973,175 4,972,410 Traffic Impact Vallco Park Bond Vallco Park Bond Youth Sports Total 35,758 39,872 38,920 124,695 121,525 121,020 109,953 71,975 73,450 968,232 1,923,264 0 4,966,200 37,900 124,850 74,500 0 Full-time Total 6,196,683 7,129,811 5,205,800 5,203,450 Personnel Summary 1996-97 1997-98 Actual Adopted 1998-99 Proposed 0.00 0.00 0.00 0.00 0.00 0.00 223 NOTES 224 Five Year Capital Improvements Program Fiscal Years 1998-99 to 2002-03 225 GF=GENERAL FUND 4,300,000 18,000,000 100,000 100,0(X) 100,000 22,600,00~ RC=BLACKBERRY FARM 300,000 175,000 175,000 175,000 200,000 1,025,00( GT=GAS TAX 632,000 150.000 0 0 0 782,00( El=ENVIRONMENTAL IMPACT 0 0 0 0 0 PD=PARK DEDICATION 120,000 133,000 260,000 0 0 513,00( SD=STORM DRAIN 1,500,000 0 0 0 0 1,500,00C RA--RESERVE ACCOUNT 0 0 0 0 0 TOTALS 6,852,000 18,458,000 535,000 275,000 300,000 26,420,00C PARKS 550,000 100,000 360,000 100,000 100,000 1,210,00( BUILDINGS 4,120,000 18,208,000 175,000 175,000 200,000 22,878.000 MEDIANS AND OVERPASSES 600,000 150,000 0 0 0 750,000 STREETS 82,000 0 0 0 0 82,000 STORM DRAIN 1,500,000 0 0 0 0 1,500,000 TRAFFIC 0 0 0 0 0 TOTALS 6,852,000 18,458,000 535,000 275,000 300,000 26,420,00(: OM=OPERATING MAINTENANCE 0 233,000 240,100 287,200 302,300 SUMMARY OF.FUNDING.iSOURCES. ::. ~.: GF=GENERAL FUND 550,000 100,000 100,000 100,000 100,000 RC=BLACKBERRY FARM GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION 260,000 SD=STORM DRAIN PARKS TOTAL 550,000 100,000 360,000 100,000 100,000 SUMMARY. ACQUIRE PROP. FRONTING CREEKSIDE PARK 1,600,00C PARK RENOVATION PROGRAM 150,000 100,000 100,000 100,000 100,000 ACQUIRE STOCKLMIER PROPERTY PORTAL PARK EXPANSION 260,000 BLACKBERRY FARM PICNIC AREA BRIDGES 400,000 TOTAL 5so,ooo 100,000 360,000 100,000 100,000 1,600,00(: OM=OPERATING MAINTENANCE 35,000 37,000 ACQUISITION OF PROPERTY FRONTING CREEKSIDE PARK SITE To provide better visual access into the park the homes fronting Mlllar Ava. ~tould be purchased as Ihey become available. Three propedms have been acquired - four remain. Project Cost 1,600,000 F)ARK RENOVATION PROGRAM To program over a span of years renovations of existing playground equipment that is in need of upgrade or to meet currenl acceplab~ standards. Priorities wie be established MONTA VISTNW~LSON PARKS-PROGRAMED FOR 98-99 Project Cost 150,000 GF 100,000 GF 100,000 GF 100,000 GF 100,000 GF ACQUISITION OF STOCKLMEIR PROPERTY 5 Ac~es edjace~ to Blackberry Farm. It is pad of the General Plan Open Space Acquisition Plan. Available for acquisllion and will be negotiated to acquire in either 97-98 or 98-99. TBN PORTAL PARK EXPANSION Expanding Po~tal Pad< would enhance meeting the neighborhood park 260,000 PD · sumdard of 3 acres per 1000 population. This would require Cupertino School District's approval Io utilize said land. The amouof shown reSects physical improvements only. Maintenance Cost 35,000 OM 37,000 OM BLACKBERRY FARM PICNIC AREA BRIDGES 400,000 GF The recent flooding damaged or removed 2 pad. bridges and 2 Iow water vehicular c~'ossings. It is advisable to replace Ihese with 2 permanent pad. and vehicular bridge,, and 1 pad. anly bridge. SUMMAR~OEiFUNDING:::SOURCESi::i?:i::iii::i::iiiii::i::i::iiiiiiiiiiiiii!iiii :::::::::~:::::::::::: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: ..................................... i ................................ : ......................................................................................... GF=GENERAL FUND 3,700,000 17,900,000 RC= BLACKBERRY FARM 300,000 175,000 175,000 175,000 200,000 GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION 120,000 133,000 SD=STORM DRAIN RA=RESERVE ACCOUNT BUILDINGS TOTAL 4,120,000 18,208,000 175,000 175,000 200,000 SENIOR CENTER EXPANSION 3,000,000 BLACKBERRY FARM REPAIRS 300,000 17S,000 175,000 175,000 200,000 SPORTS CENTER FITNESS EXPANSION . 440,000 ADA 91 160,000 MC CLELLAN RANCH 120,000 133,000 LIBRARY: EXPANISION 100,000 17,900,000 TOTAL 4,120,000 18,208,000 175,000 175,000 200,00~ OM=OPERATING MAINTENANCE 202,000 212,000 222,000 233,000 SENIOR CENTER EXPANSION Currer~ programs and Services have maximized building utilization. To respond to the needs o~ this growing populatiort additional program space must be added. Total of approx. 15,000 square feet. Project Cost 3,000,000 GF Maintenance Cost 186,000 OM 195,000 OM 204,000 OM 214,000 OM BLACKBERRY FARM REPAIRS 9t05 In order to bring Blect~ Farm up to corrant codes and remain commercially competitive, significant Improvements to existing stmctoree and facilities must be made over the next several years. Funding comas from excess revenues generated by ~ picnic grounds and golf course. Project Cost 175,000 RC 175,000 RC 175,000 RC 200,000 RC Concession Building Upgrades 175,000 RC Blue Pheasant & Pro Shop Exterior 125,000 RC Modifications SPORTS CENTER FITNESS EXPANSION In response to the growing demand for fitness programs, the Cupedino Sports Center must be remodeled to achieve more space for r~nese equipment areas. Design Services 40,000 GF Project Cost 400,000 GF ADA 91 9206 Ame~ns With DlubilitJes Act - CMl Rights for diubled to h~ve ~ to public f~cilil~. This has been an ongoing program ,,nd st~ff hel Ixioritlzed the vmrk. Sports Center 160,000 GF McCLELLAN RANCH PARK City Council bee endor~d · ~ range ma~ter plan lor utilization of the buildings end grounds for environmental. hi~ed¢~l end agK~ulturel presewal~on. The McClellan Ranch ta~k force is rectxnmending · prioritized building Improvement plan ~sed over2 y~mm. Project Cost 120,000 PD 133,000 PD Maintenance Cost 16,000 OM 17,000 OM 18,000 OM 19,000 LIBRARY The library is in need of ex.sion due to the high circulatfon end u~ of the fatality. Pha~e I - Consultant has been retained to conduct · n®eds esse~mont to ck~ermlne the size needed for the current demand. PHASE II -ALT. ANALYSlSlPLANS & SPECS. 100,000 GF Fundi~ .Sources New B~ilding or Expan$1o~ of Existing Aw,,hit~turel Design Size a.d Act~ Space PHASE III - CON~TRUC?ION 17,g00,000 GE GF=GENERAL FUND RC=BLACKBERRY FARM GT=GAS TAX 600,000 150,000 El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT SC=STEVENS CREEK FUND MEDIANS AND OVERPASSES TOTAL 600,000 150,000 0 0 0 RAINBOW (DE ANZA TO STELLING) 600,00(: STEVENS CREEK SPECIFIC PLAN 300,000 150,000 950,00£ FOOTHILL BOULEVARD LANDSCAPING 200,000 MILLER AVENUE MEDIAN LANDSCAPING 100,000 TOTAL 600,000 150,000 0 0 0 1,550,00(~ OM=OPERATING MAINTENANCE 31,000 28,100 30,200 32,300 RAINBOW (DE ANZA TO STELLING) Rainbow will become a major access into west Cupertino from RI 85 because of Ihe Intm'chango et Rainbow. A median would be dosb'able to p~ovide safety end aesthetic treatment. Project Cost 600,000 STEVENS CREEK BLVD SPECIFIC PLAN 9307 To accomplish major elements of the pro~ec~ it will be necessary to set aside funds yearly to be used to complete a viable segment in c~3peration with development. These are reimbursable sections. Phase I - planting of theme trees has been completed Phase II 200,000 GT Complete up~'edo of ell medians and sJopes off S.C.B. from Foothill Blvd. Io East City Limits MAINTENANCE COST 11,000 OM 12,000 OM 13,000 OM 14,000 OM Phase III - Four Season Corner 100,000 GT Paid by Symantec upon occupancy the amounl of approx. S142,000, MAINTENANCE COST 5,000 OM Phase IV - Install Landmarks - Gateway at 150,000 GT 950,000 DeAnza College FOOTHILL BOULEVARD LANDSCAPING Upgrade landscaping and bTigation on side slopes between 200,000 GT V'~ta Knoll and St®venl Creek Blvd. MAINTENANCE COST 13,000 OM 14,000 OM 15,000 OM 16,000 OM MILLER AVENUE MEDIAN LANDSCAPING Upgrade landscaping end irrigation of medians from Stevens Blvd. 100,000 GT to Phil Lane. MAINTENANCE COST 2,000 OM 2,100 OM 2,200 OM 2,300 OM GF=GENERAL FUND : 50,000 RC=BLACKBERRY FARM GT=GAS TAX 32,000 El=ENVIRONMENTAL IMPACT PD--PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT STREETS TOTAL BOLLINGER RD AT CALABAZAS CREEK 52,50(] MC CLELLAN RD - ORANGE TO LINDA VISTA 1,200,00~ MC CLELLAN RD - STELLING TO DE ANZA 450,50(] STEVENS CREEK I EAST OF TANTAU 63,00~ HOMESTEAD RD WEST OF HWY 85 132,00~ FOREST AVENUE 143,00(] IMPERIAL CUL-DE-SAC 58,00~ STEVENS CREEK - CARMEN TO FOOTHILL 285,00~ STEVENS CREEK CANYON RD. WIDENING 50,000 1,000,00(] BIKEWAY MASTER PLAN 32,000 UNDERGROUND CONVERSION RULE 20A FUNDS TOTAL 3,384,00~ OM=OPERATING MAINTENANCE :. : :..:.: .... " . .....: 9i~;99 FD~i 99~OOFD!::::.ii:.:::i: ~0~ FD i ::i :!01~2 FD: i:: 02~3FDCURRENTDOLLARS i BOLLINGER RD AT CALABAZAS : Street widening to provide bike lanes and sidewalks. Project cannot proceed until Water District replaces culvert. It ia unknown when the Distriot will have funding for this work. Project Cost 52,500 MCCLELLAN RD(ORaNGE TO LINDA VISTA) This area on both the north and south sides of McClellan Road require the installation ~ coco, gutter and sidewalks in o~de~ to provide pedestrian access. Right-of-way acquisition will be necessary. Project Cost 1,200,00(: MCCLELLAN ROADISTELLING TO DEANZA There are pertion~ of Ute north and south aides of McClellan Rd. where widening wo~id be necessary to provide pedestrian access. Cu~o, gutter and sidewalk and right-of-way Project Cost 450,500 STEVENS CREEK I EAST OF TANTAU Installation of sidewalks ia necessary on this portion of the south side of Stevens Creek Blvd in order to provide pedestrian Project Cost 63,000 HOMESTEAD ROAD WEST OF HWY 85 Installation of sidewelks is necessary on this portidn so~th side of Homestead Road in order to provide pedestrian Project Cost 132,000 FOREST AVENUE 'lttis prxlion oo the sQoth side of Fores! Ave remains unimproved CuFo, guttat' and sidewalk provide for pedestrian access. Right-of-way icquisitioo win be requ~'ad. Project Cost 143,00C IMPERIAL AVENUE CUL-DE-SAC As p&'t of the Mona Vista ci~ulatioo element, Impedal Avenue is to be cul-de-saced to separate ~he differer4 lartd uses. Project Cost 58,00(: STEVENS CREEK (CARMEN TO FOOTHILL) Widening of Stevens Creek Blvd fi'om Carmen to Foothill to provide sidewalk end bike lanes oo the no~lh side. 'this would complata the last segment of. 3 phase street improvement project off Stevens Creek. Polential reimbursement by develope{. Project Cost 285,00(: STEVENS CANYON ROAD WIDENING : 1,ooo,ooc The Council has proposed this project during the ennuel goals settings. Pm,ject Is to wkJen toed from Ric~rdo Rd. to Co. Park Entrance to provide mo~'e space for bike~. Substantial amounts of retaining wills would be required. Analysis Study 50,000 GF BIKE WAY MASTER PLAN 8. Stelling Road From McClellan to Prospect 20,000 GT A grant in the amount of S100,000 his be~rl ~ec~4KI, $20,000 II DeAnza Blvd. (rom Hwy 280 to Bollinger 12,000 GT A ~ iff ~ &mourlt o~ S~0,C)(X) hie been received, S12,000 is MONTA VISTA UNDERGROUNDING UmJecgrounding Mtheid utJlitJe~ on Stever~ Creek Blvd. between 0 ~ K end Orange Avenue using PG&E Rule 20 funds. Estimated Coat SI,0GQ,000 SUMMARY OF FUNDiNG. SOURCES ? i GF=GENERAL FUND RC=BLACKBERRY FARM GT=GAS TAX El=ENVIRONMENTAL iMPACT PD=PARK DEDICATION SD=STORM DRAIN 1,500,000 RA=RESERVE ACCOUNT STREETS TOTAL SUMMARYOFPROGRAMS i:.. i ii i STORM DRAIN MASTER PROGRAM 1,500,000 TOTAL 1,500,000 SUMMARY:OF OPERATING MAINTENANCE ~: OM=OPERATING MAINTENANCE STORM DRAIN MASTER PROGRAM MONTA VISTA STORM LINES 500,000 SD Inslafl $lo¢m lines h Orange Avenue end Byme Avenue. MERRIMAN ROAD 100,000 SD Inslall storm lines in Merriman Road VARIOUS STORM DRAIN IMPROVEMENTS 900,000 SD Install City wide storm drain improvements based on defkfiencies. PROJEC PARKS LAND ACQUISITION - PRIVATE LANDS BLESCH 0.66 ACRES This property is adjacent to Blackberry Farm Golf Course and is included in the City's open space element for acquisition. It can be moved for~vard if properdes are offered for sale and if funds are available. OPEN SPACE Although no funding mechanism presently ex~sta, there are several properdties referenced in the general plan which the City may acquire should circumstances wan'ant. MASTER PLAN FOR SPORTS FACILITY The open space element of the general plan states that it would be desirable for the City to provide a gymnasium and swimming pool. The decision regarding location of such a complex will be made at a future date. MASTER PLAN FOR TRAIL SYSTEM AS DEFINED IN GENERAL PLAN Develop a City trail plan which links major employment centers, the Head of the City and major open space areas. The bails are: Calabazas Creek Trail DeAnza National Histodc Trail Stevens Creek Trail Ridge Trail