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Budget 2001-2002City of Cupertino 2001-02 I Adminislrn~iVecarol AtwoodServices City Council CITY OF Citizen Adivisory Commissions and Committees City Attorney Chuck Kallan II Public Information Rick Kitson I I Community Development Sieve Piasecki City Manager Dave Knapp Treasurer Carol Atwood Parks & Recreation Therese Smith CUPERTINO I Public Works Ralph Quails Senior Engineer Traffic Engineer Michael Fuller Vacant Project Management £nvironmenlnl Programs Carmen Lynaugh Lavenia Millm Information City Clerk Technology Kimberly Smith Mariyah Se~Tates Economic Development Human Resources Sandy Abe Community Finance Out~each Vacant Building Joe Antonucci Planning Caddy Wordell Sports Center/ Senior Center and Physical Rec. Services Don McCarthy Diane Snow Monta Vista Blackberry Farm Recreation Center/ Mike O'Dowd Youth Programs Christine Hanel Quinlan Community Cfr/ Cultural Programs Julia Lamy I Parks Supervisor Joe Moore Service Center Manager Bob Rizzo -- I Bqilding/~Vater Supervisor Jim Davis ] Diane Mahnn I Public Works Supervisor Ron Silv~ CITY OF CUPERTINO, CALIFORNIA Fiscal Year 2001/02 CITY COUNCIL Mayor - Sandra James Vice Mayor - Richard Lowenthal Cotmcilmember - Don Burnett Cotmcilmember - Michael Chang DIRECTORY OF CITY OFFICIALS David W. Knapp - City Manager Charles T. Kilian - City Attorney Sandy Abe - Human Resources Manager Carol Atwood - Director of Administrative Services Rick Kitson - Public Information Officer Steve Piaseeki - Director of Community Development Ralph Qualls- Director of Public Works Kimberly Smith - City Clerk Therese Smith - Director of Parks and Recreation 111 CITY OF CUPERTINO, CALIFORNIA Fiscal Year 9001/02 COMMISSIONS AND COMMITTEES HOUSING COMMITTEE Julia Abdala, Chairperson Sarah Hathaway-Felt, Vice Chairperson Cecilia K. Fu Richard Schuster FINE ARTS COMMISSION Carl Orr, Chairperson Hema Kundargi, Vice Chairperson Nancy Canter Shirley Lin Kinoshita Janet Mohr Barbara Phelps Rita Young PUBLIC SAFETY COMMISSION Andrew Zander, Chairperson Emma Darknell, Vice Chairperson Philippe Dor Marc Majewski Bradley Tice PARKS & RECREATION COMMISSION Edye Stein, Chairperson Frank Jelinch, Vice Chairperson Jeanne Bradford Roger Peng Kris Wang BIKE & PEDESTRIAN COMMITTEE David Greenstein Doug Hemck Joe Stem Stuart Chessen Joe Walton Anne Ng TELECOMMUNICATIONS COMMISSION Salvatore Algeri, Chairperson L.T. Guttadauro, Vice Chairperson Reginald Duhe' David Eggleston Ernest Tsui LIBRARY COMMISSION Katherine Stakey, Chairperson Yuhfen Diana Wu, Vice Chairperson Eno Schmidt Sheila Mohan Janet Riddell PLANNING COMMISSION Patrick Kwok, Chairperson Charles Corr, Vice Chairperson Marc Auerbaeh Angela Chen Geoff Patnoe ECONOMIC DEVELOPMENT Carol Atwood Orrin Mahoney Sanclra James Steve Piasecki Bill Jones Ralph Qualls David Knapp Therese Smith Richard Lowenthal Bill Sullivan AUDIT COMMITTEE Carol Atwood Gillian Enos Tom Hall Sandra James Richard Lowenthal - iv Certificate of Award Excellence in Operational Budgeting 2000-2001 Presented to City of Cupertino This certificate recognizes the achieoement of Excellence in Operational Budgeting and reflects an outstanding budget document and the underlying budgeting process through which the budget is implemented. February 26, 2001 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 2000-2001 anhual operating budget. In bestowing this honor, the Society acknowledges the City for its outstanding presentation of financial and budgetary data. Our 2001/02 budget document is intended,to meet the Society's high standards and will be submitted again this year to determine eligibility for another award. v -- RESOLUTION NO. 01-138 A RESOLUTION OF THE CITY COUNCIL OF THECITY OF CUPERTINO ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR FISCAL YEAR 2001-02 BY RATIFYING ESTIMATES OF REVENUES TO BE RECEWED IN EACH FUND AND APPROPRIATING MONIES THEREFROM FOR SPECIFIED ACTWITIES AND ACCOUNTS AND SETTING FORTH CONDITIONS OF ADMINISTERING SAID BUDGET WHEREAS, the orderly administration of municipal government is dependent on the establishment of a sound fiscal policy of maintaining a proper ration of expenditures within anticipated revenues and available monies; and WHEREAS, the extent of any project or program and the degree of its accomplishment, as well as the efficiency of performing assigned duties and responsibilities, is likewise dependent on the monies made available for that purpose; and WHEREAS, the City Manager has submitted his estimates of anticipated revenues and fund balances, and has recommended the allocation of monies for specified program activities; NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the following sections as a part of its fiscal policy: Section 1: Thc estimates of available fund balances and anticipated resources to be received in each of the several funds during fiscal year 2001-02 as submitted by the City Manager in his proposed budget and as have been amended during the budget study sessions are hereby ratified. Section 2. There is appropriated from each of the several funds the sum of money as determined during the budget sessions for the purposes as expressed and estimated for each department. Section 3. The City Manager is hereby authorized to administer and transfer appropriations between Budget Accounts within the Operating Budget when in his opinion such transfers become necessary for administrative purposes. Section 4. The Director of Administrative Services shall prepare and submit to City Council quarterly a revised estimate of Operating Revenues. Section 5. The Director of Administrative Services is hereby authorized to continue unexpended appropriations for Capital Improvement projects. Resolution No. 01-138 Page 2 Section 6. The Director of Administrative Services is hereby authorized to continue appropriations for operating expenditures that are encumbered or scheduled to be encumbered at year end. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 18th day of June 2001, by the following vote: Vote Members of the City Council AYES: Burnett, Chang, James, Lowenthal NOES: None ABSEN~r: None ABSTAIN: None ATTEST: APPROVED: City Clerk Mayor, City of Cupertino TABLE OF CONTENTS FISCAL YEAR 2001-02 TITLE PAGE. ORGANIZATION CHART DIRECTORY OF CITY OFFiCL~S' COMMIS SIONS/COMMITTEES EXCELLENCE IN OPERATIONAL'BD:DG~TI~G'20~0-2'001 ADOPTED BUDGET RESOLUTION BUDGET MESSAGE BUDGET STRATEGIES Mission Statement. R~sul~s Citizen Satisfaction SurveY Financial Values Statements City Council Goals Proposed New Programs . BUDGET GUIDE Elements of thc Budget Document Structure of the City's Finances Thc Annual Budget Process . . Glossary of Budget Terminology COMMUNITY PROFILE History of Cupertino . Cupertino City Profile. FINANCIAL AND PERSONNEL SLrlvIMARIES Budget Summary . Revenue and Expenditure ~n~ts Revenue Summary Personnel Summary . . Five Year Budget Forecast Appropriations Limit . DEPAKTMENTAL OPERATING BUDGETS COUNCIL AND COMMISSIONS City Council ...... Telecommunications Commission Library Commission . Fine Arts Commission Public Safety Commission Parks and Recreation Commission Planning Commission Housing Committee ADMINISTRATION City Manager . . Community Outreach Contingencies. Legal Services. PAGE i III Jv vi I 7 8 9 10 14 17 15 20 21 25 27 37 38 42 52 58 82 88 9O 92 94 96 98 100 102 108 110 112 114 LAW ENFORCEMENT Law Enforcement. PUBLIC INFORMATION Community Relations. Cupertino Scene Government Chan~el . ADMINISTRATWE SERVICES Administration Economic Develol~me~t Leadership Cupertino. Accounting . . Business Licensing City Clerk. Duplicating an~t M~il ~ervice. Elections Services Emergency Preparedness . Human Resources. Code Enforcement Insurance Administration i Information Technology PARKS AND RECREATION Administration Cultural Programs '- Q~tinl~n ~Ormu~ty'Ce~ter' Youth and Teen - Monta Vista Recreation Center Sports and Physical Recreation Senior Programs/Senior Center Blackberry Farm - Nature Programs COMMUNITY DEVELOPIVIENT Administration Planning . . Housing Services . Building PUBLIC WORKS Administration Environmental Programs Engineering Services . Service Center. Grounds Streets. Facilities . . Transportation. General Services Fixed Assets Acquisition PAGE 120 126 128 130 136 138 140 142 144 146 148 150 152 154 156 158 160 168 170 172 174 176 178 184 186 188 190 198 200 202 204 206 208 210 212 214 216 NON-DEPARTMENTAL OPERATING BUDGETS Interfund Transfers Debt Service CAPITAL IMPROVEMENTS Five Year Capital Improvements Program PAGE 222 224 227 (]IH 01: CUPEP TiNO May 18, 2001 To the Citizens of Cupertino, Honorable Mayor and Members of the City Council Introduction This year our budget theme is Our Home, Our Future. This theme was chosen to reflect the City's emphasis on continuing 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 the value we place on open space, neighborhood parks and community recreation programs. This budget year will continue to emphasize these areas and encourage community involvement at both the citizen and corporate levels. The economic climate has been very good to Cupertino over the past few years. It has allowed us to invest in our streets and sidewalks and upgrade our maintenance. In addition, the City opened a new and expanded Senior Center this spring. The 2001-02 budget maintains current services and promotes communication and public/private partnerships. One new Parks and Recreation position was proposed to accommodate our growing number of youth, adult and senior activities. In addition, management has consolidated several part-time positions resulting in a more effective workforce. Our capital improvement program focuses on the new Library and grant funded transportation prtjects. A major challenge this coming year will be to continue a healthy fiscal base in the face of a slowing economy, energy shortages, and the threat of new raids on local revenues by the State. Our goals to enhance revenues include securing new hotels and revitalizing our regional shopping mall. Expenditures will be controlled through streamlining, automation, and partnerships with community groups and government agencies. General Fund Reserve Trends The General Fund reserve has historically been very strong. In 2000, the Council established a $15 million dollar reserve level to be able to respond to economic uncertainties and natural disasters and to take advantage of capital acquisition oppommities. In order to maintain current services during the economic downturn and pay for the new library, it will be necessary to let our reserve fall below the $15 million level. The City Council will be considering the scope and funding of this project, since it directly and immediately impacts both operating and capital expansion efforts in the City. The following table shows the undesignated reserve (in thousands) from 1996-2000 (actual) and 2001-2006 (projected). The undesignated reserve is the fund balance less approximately $3.5 million in designated funds. FISCAL YEARS 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 $17,383 $32,905 $22,714 $21,062 $21,563 $16,162 $17,612 $11,306 $10,865 $11,277 $11,717 The following table shows our prior and projected financial position of the City: FISCAL YEARS 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 Revenue 23,074 25,979 25,544 30,823 30,025 34,230, 35,519 33,133 34,097 35,089 Expenditures 15,345 17,543 19,542 20,551 23,943 25,908 24,975 25,802 26,678 27,630 Debt Service 6,290 4,647 4~641 4,672 4,663 4~671 5~546 5,549 57547 5,598 Net 1,439 3,789 1,361 5,600 1,419 3,651 4,998 1,782 1,872 1,861 Employees 120.50 133.50 132.00 138.00 145.05 154.50 154.50 154.50 154.50 154.50 Operating Revenues versus Operating Expenditures One of the acid tests of a city's ongoing fiscal condition is the extent to which there is sufficient current revenue to meet current expenses on an operational basis, exclusive of capital and debt service. 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. Although revenues appear strong, factors beyond the City's control will place several of our key revenue sources at risk. Council and staff will need to be aware of changing conditions in California to proactively react if any of these revenue sources experience a downturn or cash flow problem. General fund revenues in this category include: 2 Sales Tax - Although the City has not experienced a decline in this area, housing prices are stabilizing/declining and office vac~ey rates in;:reasing. These signs, along with the economic situation of many of our high-tech companies, may result in an economic downturn which could affect this revenue source. Utility Users Tax - This tax is currently collected by PG&E which is in bankruptcy. Although this pass-through money is due the City and is obligated to pay for a portion of our outstanding debt, remittance could be interrupted under the bankruptcy process. Franchise Fees - PG&E pays a fee for conducting business within our city limits. As above, remittance of these payments could be affected by the bankruptcy. Vehicle License Fees (VLF) - Last year the State of California decided to refund tax dollars to its citizens given the large surplus created by the strong economy. Unfortunately, the refund was not given fi:om State revenues but fi.om VLF revenues, which are used to provide local services. The State promised to backfill the reduction with the surplus, however, the energy crisis is rapidly using up this surplus. Our operating budget has increased this year due to our expanded Senior Center and program schedule, expanded library hours, and costs associated with the General Plan update and the Garden Gate annexation. 2001/02 Budget For this fiscal year, total operating revenues will exceed operating expenditures in the General Fund by approximately $8.3 million dollars. This is primarily due to additional revenues fi.om increased sales tax revenue from our high-tech sector. Net activity, after paying for debt service, capital projects and equipment for the year is $1,450,000. A summary of the 2001/02 General Fund budget follows (in thousands): Operating Revenues Operating Expenditures Net Operating Activity $34,230 25~908 8,322 Non-Operating Activity: Transfers In fi:om other funds Capital Projects Gas Tax Projects Debt Service Technology/Equipment purchases 1,925 - 2,081 - 1,722 - 4,671 - 323 Net Activity for Year $ 1,450 -- 3 The following new programs have been incorporated in the proposed 2001/02 budget: Operation and maintenance of the new Senior Center Increase youth program activities Continuation of expanded library hours General Plan revision Annexation of Garden Gate and Monta Vista areas Key Issues for our Future Key issues that the City will need to address include: Tax Base - Cupertino receives approximately 36% of its general fund revenue from sales tax. This revenue source will continue to be volatile due to leakage to other retail outlets, catalog and Intemet shopping and the economic realities of our large technology business base. The City will need to proactively pursue economic development strategies to attract and retain revenue providers. Our economic development focus is on revitalizing our regional mall, amaeting new hotels and sales incentives. Technology - The City needs to continue to embrace the efficiencies of technology to provide information and service to our customers and streamline and automate our operations. Master Maintenance Programs - Expanding our infrastructure requires ongoing maintenance and operating costs. The City needs to continue funding an adequate level of equipment, park infrastructure, community facility and street improvement maintenance. State of the Art Infrastructure - The City needs to be proactive in placing state of the art infrastructure. New technology opportunities have been and will continue to be proactively pursued. In addition, several key facilities are scheduled to be expanded to serve the growing needs of the community. Expenditure Base - Governments will need to continue to provide for customer needs with fewer resources in the future. Our challenge is to provide quality service at a reasonable cost by analyzing all delivery options, especially in the wake of growing inflationary trends. Parmerships - The enormous success of our community is due in large part to the many partnerships between schools, businesses, churches, and community and volunteer organizations. The City will continue to serve as a facilitator of these partnerships. 4 Conclusion Cupertino is a fiscally conservative, well-nm city. This proposed budget continues in that tradition through a realistic expenditure program providing our employees with the tools to perform their jobs in the most efficient and effective manner possible. Our challenge is to maintain a strong revenue base to support and expand city services/facilities as necessary. Our goal is to continue to enhance the quality of life for the citizens of Cupertino. This is our home and our future. In closing, I would like to acknowledge the extra efforts of Carol Atwood and the Administrative Services staff in preparing this year's budget. Respectively submitted, David Knapp City Manager - 5 NOTES City of Cap r ' o MISSION S TA TEMENT The environment within our City is interdependent upon a partnership of CiD' Employees, Elected Officials. and the Community. To further this partnership, the Ci.ty of Cupertino has agreed upon certain basic values within the framework of the City's policies to better serve the Community. · Provide prompt, courteous and equitable service that responds to individual needs. · Treat each customer and employee with respect, dignity, and sensitivity. · Support and encourage individual professional growth and innovation to enhance customer service and employee satisfaction. · Create a positive, professional environment based upon teamwork. · .ds a team, it is our objective to provide the highest level of satisfaction in all programs and services. We are proud to be part of the City of Cupertino team and will strive to provide the best service possible. -- 7 Cupertino Citizen Satisfaction Godbe Research and Analysis May ZOO0 Very 2.0 Satisfied 1.9 1.8 1.7 1.6 1.5 1.4 1.3 1.2 1.1 Median Maintenance · Public Access · Channel · The Govemment Meeting Channel City Website Quinlan ~Sports Fields Street sweeping Street Tree Maintenance Neighborhood · · Economic Programs· Development Pa~ & Picnic Maintenance · ~l~Recreationel Senaces park & picnic Avail. ·Police · Senior Library ·Garbage Programs Traffic · Safety Somewhat 1 Satisfied 0.9 · Sidewalks ~MaPavement intenance. 0.8 1.0 Not too Important Somewhat Important Importance 3 Very Important 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 that 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. 9 BUDGET STRATEGIES CITY COUNCIL GOALS 1. Librar3, Conceptual Design Approval to Council (10/01) Financing mechanism in place (6/02) Automated Checkout- Install and Market (12/01) 2. Trails Plan Stevens Creek Trail · Feasibility study (1/02) · CEQA (1/02) · Funding Plan (1/02) Implement San Tomas/Saratoga Creek Plan · Street segment, signs and striping (9/01) · Bridge and creek segment, through Barrington neighborhood (1/02) Support county-wide adoption of DeAnza Trail · Feasibility study for Union Pacific Trail (11/01) 3. Youth Issues Skateboard Park · Finalize Compaq agxeement, if applicable · Design facility · Complete consmaction documents · Award construction contract · Complete construction Teen Center · Investigate formation of a youth council (10/01) Budget Reference Pages 92, 228 Page 228 Pages 172, 228, 231 10 BUDGET STRATEGIES CITY COUNCIL GOALS 4. Pursue "Downtown "Development Opportunities VALLCO Fashion Park ("Plaza Cupertino") Redevelopment · Negotiate the financial agreement with the property owners · Process the development application(s) when filed Compaq Office Campus and Residential · Applicant to submit request for General Plan Amendment · Process the development application and EIR if authorized by Council · Pursue sales office as part of the agreement Villa Serra Residential · Applicant to submit request for General Plan Amendment · Process application if authorized by Council City Center Apartments and Hotel · Plan check construction drawings · Monitor construction for compliance with approvals 5. Street Safety - Walkable Community Ensure that "walkable city" concept is present in all City development/redevelopment projects 6. Diversity Continue to offer opportunities and programs to address the needs of our diverse community Establish a multi-cultural festival (9/01) 7. Economic Development Encourage healthy environment for retail growth Add revenue enhancement incentive policy component of review for new development Evaluate transit/transportation implications of economic development strategy Budget Reference Pages 138, 186 Page 229 Page 110 Page 138 - 11 BUDGET STRATEGIES CITY COUNCIL GOALS Budget Reference 8. General Plan Page 186 Housing Elemem Administrative Draft (8/01) Housing Elemem Planning Commission and City Council hearings (9/01-11/01) General Plan Administrative Draft (2/02) Planning Commission hearings (4/02) City Council hearings (5/02) Adopt plan (6/02) 9. Public Safety Pages 120, 152, 229 Review traffic safety issues · Safe routes to school program (Monta Vista 9/01) and (Cupertino High Schools TBD) · Review traffic safety for pedestrians · Identify sign obstruction from trees/shrubs Continue emphasis on Neighborhood Watch and Disaster Preparedness · Continue expanding of the CERT program · Evaluate methods for communicating (electronically and in writing) to non-English speaking population regarding crime prevention · Expand volunteer program 10. Affordable Housing Page 188 Provide housing opportunities for Cupertino workers Teacher housing assistance 'programs · Work with school district to develop teacher housing assistance program (11/01) CCS Affordable Housing Project · Review building plans for 24 units (7/01) 12 BUDGET STRATEGIES CITY COUNCIL GOALS 11. Annexation Garden Gate · Hold annexation hearing (7/01) · Hold-election if 25% protests are filed · Complete annexation (10/01) Monta Vista · Annex pockets using island annexation procedures (6/02) Creston · Annex individual contiguous parcels when redevelopment OCCurS 12. Sports Center Building Strategy Consultant agreement to Council (12/01) Conceptual design approval to Council (4/02) Budget Reference Page 186 Page 228 13 PROPOSED PROGRAMS Revenue Enhancements Debt Issuance ~' Analyze debt re-financing options in conjunction certificates of participation. >' Present options to Council and request direction. with issuance of the library Inventory/Sale of Property } Review all property held by the City. ~' Analyze for unnecessary holdings. ~, Proceed with sales of residential lots. ~' Present options to Council and request direction. o Economic Development } Pursue a sales office in conjunction with the Compaq development. ~' Facilitate development of the Vallco Regional Mall utilizing measures. >' Monitor the Kimpton Hotel project. ~' Monitor the Apple sales tax agreement. redevelopment Capital Improvement Projects Library Project - ($22,500,000) Re-scope the library project to include a: new 50,000 square foot library; utilization of the current library annexation, multi-purpose meeting facility, upgrade to the plaza, and continuity with the existing infrastructure. Skate Park - ($450,000) ~' Sports Center; ~' Compaq property. Pursue plans for a skate park at the following site locations: Sports Center - ($4,400,000) ~' Demolish and rebuild the Sports Center. } Present various activity options to Council for the building use and request direction. 14 NOTES 15 NOTES 16 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: o 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 2001- 02 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 2001/02 information, this section includes fund balance trends and detailed revenues and expenditures projections for the next five years. Departmental Operating Budgets: The Departmental Operating Budgets section details historical and proposed expenditures by operating department. The City is organized into eight key operating functions, including the Administration, Law Enforcement, Public Information, Administrative Services, Parks and Recreation, Community Development and Public Works. Each department budget includes a summary narrative, financial information regarding the deparmaent and each of its major divisions and personnel information. - 17 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 7.0% 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. Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section details historical and proposed expenditures for the functions of interfund transfers and debt service. Capital Improvements: The Capital Improvements section details the proposed capital projects for 2001-02 through 2005-06. 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 funding of the Capital Improvements on a yearly basis. STRUCTURE OF THE CITY'S FINANCES The City's finances are structured in a variety of funds that arc the basic accounting and reporting entities in governmental accounting. The funds that comprise the 2001-02 budget are grouped into two major categories, Governmental Funds and Proprietary Funds. The purpose of each of the various funds within these two categories is described below: 18 BUDGET GUIDE GOVERNMENTAL FUNDS Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant Funds. They are accounted for under the modified accrual basis of accounting. Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is the primary operating fund for governmental services, funding traditional tax-supported activities such as law enforcement and community development. The Capital Improvements Fund is utilized for the acquisition or construction of major capital facilities. Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental Management and Leadership Cupertino funds. The use of Special Revenue Fund resources is legally restricted for specific purposes. Federal Grant Funds include the Federal Housing and Community Development Block Grant programs. The Community Development Block Grant is a federally funded program for housing assistance and public improvements. PROPRIETARY FUNDS Proprietary Funds include Enterprise Funds and Internal Service Funds. They are accounted for under the full accrual basis of accounting. Enterprise Funds, including the 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. Intemal Service Funds include the Workers Compensation, Management Information Services, Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise Funds, except that fees are charged to user City departments to cover the costs of services provided by the activity. COST ACCOUNTING By using this financial technique, the City is able to assess the true cost of providing a service and benefits. The Internal Service Funds and Enterprise Funds capture the full cost of a program's activities. Internal users of information management, fleet and equipment, and insurance are assessed rental rates through their programs for the use and eventual replacement of such services and equipment. Employee benefits such as leave usage, retirement and insurances are also recovered as revenue of the funds by charging the programs that use personnel services. - 19 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 depmhnent budgets are reviewed by the Finance Division and compared to current and prior year trends. The City Manager then reviews the proposals with the City Treasurer and departmental staff and makes final adjustments. The proposed budget is then submitted to the City Council in May. During the months of May and June the Council considers the budget proposals at a series of City Council Work Sessions and meetings. At this time, the Council hears from Boards, Commissions and ,community groups regarding budget requests and recommendations. Prior to June 30, the City Council holds public hearing(s) on the budget and then adopts the final budget by resolution. The adopted budget takes effect on July 1, the first day of the new fiscal year. After the budget is adopted, the City enters the budget monitoring phase. Throughout the year, expenditures are monitored by Finance Division staff and department managers to ensure that funds are used in an approved manner. Adjustments to expenditures within or between departmental budgets are accomplished on an as-needed basis admini,'stratively throughout the year. City Council approval is required for additional appropriations from fund balances or for new revenue sources. 20 BUDGET GUIDE GLOSSARY OF BUDGET TERMINOLOGY The City's budget contains specialized and technical terminology that is unique to public finance and budgeting. To help the reader understand the taxns, a glossary of budgetary terminology has been included in the document. Adopted Budget - Revenues and appropriations approved by the City Council in June for the following fiscal year. Allocated Costs An expense charged by one department/division to another for services performed or expenditures of a general nature that are charged to one mare account and allocated to other depamnents/divisions by a specified formula. Appropriation - An authorization made by the City Council that 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 fi.om fund balance or new revenue sources. Capital Improvement Program - A plan for capital expenditures to provide for the acquisition, expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed period of several future years. Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets. Cost Recovery - The establishment of user fees that is equhl to the full cost of providing services. Department - A major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area. Division - A unit of organization that reports to a department. - 21 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 carryovers, and transfers between objects, divisions and depar~ents. 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 - Az 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 plat. ed upon the use of financial resources. Fund Balance - The net effect of assets less liabilities at any given point in time. General Fund - The fund used to account for the major operating revenues and expenditures of the City, except for those financial resources that are required to be accounted for in another fund category. General Fund revenues are derived primarily from property and other taxes. Goal - Broad mission statements th_at define the purpose ora department. Internal Service Fund - A fund used to account for the services provided by one department to other departments on a cost-reimbursement basis. 22 BUDGET GUIDE Operating Budget - A financial plan for the provision of direct service and support functions that provide basic governmental services. The operating budget contains appropriations for such expenditures as employee compensation, materials, contract services, capital outlay and debt service. It does not include Capital Improvement Project expenditures. Reserve - An account used to designate a portion of the fund balance for a specific future use and is, therefore, not available for general appropriation. Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits, and other sources. Section - A unit or organization that reports to a division. Self-Supporting Activity - An enterprise activity where all service costs (including principal and interest debt payments) are 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. - 23 NOTES 24 '. y of Cu p oneer Euro' in With next ~' namegnd e~ i~mti~n in recorded history by ~St~niard Don Juan Bautista San Francisco to : men, women and children in .AnT~, his diarist and cartographer the Santa Clara Valley Font loseph in honor of his pan'on, San Offl~.upertino, e arroyo is now known as Stevem Creek. ' ~ ,~.~ sprang on Sbelow. recognition 1904, the name was when the Home under Cupertino Stores, Inc. - i.: · ~After 1906 a lot m0~'fl~an grape growing was Orchards were thriving and started. In the late 1940'sCupertino was swept up piecemeal annexanon to adja~ a drive in 1954 for ' Fact Finding Committee, 10, 19.55. A creation and 25 ~t a September 27, 1955 County's 13th City development was VALLCO Of the'~2$ VALLCO Park, 6 sold to firm, founded by Russell Var The name ?al developers: Varian Orlando~ fa~'..~: s. the "Cupertino Chronical," Center. mmunj lupertino is famous for the quality, of its schools, particulartly computer education. As a result of a voter approved $144 million bond in April 1998, essential facility improvements at Cupertino, Fremont, Homestead, L.vnbrook, and Monta Vista High Schools are under'ay. Major renovation began last summer with trenching for infrastructure upgrades such as increased electrical service, new gas piping and water systems. All schools have buildings (some sites have three to five buildings) that have been completely gutted and are being remodeled with new interiur wall construction and electrical wiring. Being almost in the heart of Silicon Valley, many Cupertino residents have a short but often sluggish commute. The town is served by Highway 85, Interstate 280 and Lawerence Expressway' with a shuttle bus to CalTrain, which travels up the Peninsula to San Francisco. Buses run from Santa Clara (;ounr,, Transit. The heart nf the town is De Anza Community. College, a lovely campus that includes a planetarium and the Fhnt Center for Performing Arts, which presents top talenb. George W. Bush made a campaign stop at De Anza in June of 2000 and David Copperfield performed at De Anza's Annual Night of Magic that same year. The Kirsh Center for Environmental Studies is going to be built ou campus. It is a $12 million, 34,000 square foot building that is energy efficient and climate responsive. Cupertinn elementary district runs three "alternate" schools, each with a different approach to education: loose structure, traditional structure, mandatoD' parent. In the last school, parents agree to work in schools and take a seven week prep course. Of the remaining schools, some accept children from any address in the district, some restrict to immediate neighborhood. Admission to some schools is determined by lottery.. Cupertino is the headquarters for Apple, Portal Soflware, and Symantec, and has about 50 high tech firms, including Compaq Corp., Hewtett Packard, Honeywell Measurex, and Sun MAcrosystems. The city. is jammed with high-tech parents and the local newspaper reports that the town is famous in the Far East, particularly Taiwan, for the excellence of its schools. The school districts have introduced language classes for the kids, employed translators to prepare materials for parents and worked into the curriculum more information on Asian cultures. A local community-business foundation raises $500,000 annually for schouls. De Anza College offers "College for Kids" in the summer and runs a high school progrmn during the regular school year. Crime rate is low-average for suburban cities. Zero homicides in 1996, 1995, and 1994. Counts for previous years are 1, 0, 3, 0, 0, 1, 2, 1. A farm village for most of its life, Cupertino started in 1950 with fewer than 500 homes, and then was swept up in the great suburban boom. About three uf every four homes and apartments were built between 1950 and 1980, census data shows. The last census noted that three bedroom homes were most popular style, followed closely by four bedruom homes. In the 1980s Cupertino constructed 2,13q residental unit,,;, a sharp drop from previous decades and, t).pical for upper income towns running out of space, found itself becoming more concerned over what should be bttilt on the remaining land. For the older homes, drive the neighborhoods east of De Anza Boulevard. For the newer, cruise Phar Lap Drive and other neighborhoods west of De Anza. Cupertino rises from flatlands to hills, tlill humes command higher prices. With well kept lawns and many trees it is a pleasant looking town in a suburban way'. The town has Vallco Fashion Park which contains 180 shops and restaurants and is anchored by Sears and Penney's. Cupertino offers baseball, .gymanastics, and girls softball; over 200 activities, from painting to karate; soccer draws nver 1,000 kids; after-school music programs; Shakespeare for the kids; thirteen parks, a nature preserve, a wineD; a racquet club. Many classes and events are offered at De Anza, which has an excellent art gallery. There are two golf courses, a newly built senior center, community center, sports center, bowling 'alley, ice skating rink, YlVICA, and a city mnsuem. 26 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 Monda,vs at 6:45 p.m. in City Hail. Municipal services are provided by the city's 122 full time employees. City departments include administrative services (treasury, finance, human resources, city clerk, management information services and economic development divisions), community, development (planning and building), parks and recreation, public works (engineering, maintenance, transportation and environmental divisions) and public itfformation. Police service is contracted through the county and fire service is provided through the Central Fire District, 2001 City Profile Assis~g the city council are several advisory boards and commissions: Housing, Telecommunications, Fine Arts, Library, Planning, Audit, Parks and Recreation and Public Sa£ety. 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, Cupertino's government access cable TV channel, The City Channel, and our on-line service provider, CityNet. An interuet website was estab- lished to promote economic development and information to the community,. COMMUNITY FACILITIES Cupertino is served by the Cupertino Medical Clinic and Camino Health Care. Nearby ~ hospitals include El 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. --HOUSING Rentals for one and two bedroom apartments and duplexes range from $1,350 to . $2,200 per month. Rent for a two bedroom house ranges from $2,000 to $3,500 M per month. The average price of existing single family homes is $1,017,320 as of August 2000. The average sale price for a two bedroom condo is $350,570. (Source: Mark Bums at CentuO' 21/Seville Contempo) INDUSTRIAL, COMMERCIAL, & RESIDENTIAL PROPERTY The total area of incorporated Ci~' of Cupertino is approximately 13 square miles. ~ There are many development opportunities in Cupertino. Call the city. at (408) 777- 3200 for more information. Fees are assessed for the following: street lighting, storm drains, water, plan checking inspection, park t residential only), sewer, construction tax, and a school fee. TAX RATES & GOVERNMENT SERVICES I Residential, commercial, industrial property is appraised at full market ~tlues as it existed on March 1. Ig'~5. with increases limited to a maximum of 2% annually. ~ Prope~ 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 $1.0~) per $100 full ca..,h ~alue plus am tax levied to cover bonded indebtedness for county, city., school, or other ta.xmg agencies. Assessed valuations and tax rates are published annually after 3 Retail S'.tles Tax: S~ta Clara County. District: 1%, Local: 1%, State: 6%, t:(;unn: 2%, To~: 8.25%. ~t -tsses~,ed ~uation: {Secured and Unsecured) ~Cuperlino $~.33-L(D5,101 (20OO) County $172,917,361,122 (2000) TRANSPORTATION · Rail - Sonthern Pacific, San Jose to San Francisco, with spur line in Cupertino. ~ · O~ernighl I)eliven.' To - Reno, Sacramento, San Francisco and Los Angeles. · Air - Se~en miles north of San Jose International Airport; 32 miles south of San Francisco Airport. · Bus- Santa Clara CounG' Transit Systems, Greyhound bus lines. · ~'ater - 20 miles south of Port of Redwood City. · Highways- Interstate Route 280, State Route 85, U.S. 101, Foothill Expressway. 27 SANITARY DISTRICT Sanitary sewer service is provided by the Cupertino Sanitary District for the City of Cupertino, portions of the cities of Saratoga, SunnD'ale and Los Altos and surrounding unicorporated areas. With over 45 years of service, the Cupertino Sanitap.' District provides service to approximately 52,000 persons (21,OO0 homes and businesses). As a Special District, an independently elected five member Board of Directors are directly responsible for providing a safe, effective and economical sewerage .system. The District's single family annual sewer service charge was increased in 1995 for participation in a non-portable water reclamation project to recycle wastewater that would otherwise be discharged to the South Bay. Approximately 70 percent of the District's sewer service charges are paid directly to the San Jose/Santa Clara Water Pollution Control Plant. The District has purchased 8.6 million gallons per day capacity in the 167 million gallon per day San Jose/Santa Clara Water Pollution Control Plant. The Water Pollution Control Plant is a three slage (primary, secondary and tertiary) plant. The current residential service charge is $216.00 per year and the commercial charges, based on water usage and quality of sewage discharged, range from $1,474 per 100 cubic feet to $3.685 per 100 cubic feet plus a $1.14 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: Front footage fees range from $16.50 to $46.20 per foot; acreage fees range from $910 to $1,300 per acres; additional dwelling unit fees are charged for each unit exceeding a density of 3-1/2 units per acre at rates of $325 to $420 per unit; and Commercial/Industrial Density Fees are charged on the estimated sewage discharge per day exceeding 1,120 gallons per day per acre at rates of $ 1.44 to $1.87 per gallon. All fees and charges are due and payable prior to approval and issuance of a District connection permit. Each connector pays a connection permit fee of $76.00 and sewer service charges in advance to June 30, at which time the service charges are collected on the tax roll. UTILITIES · Natural Gas and Electric - Supplied by Pacific Gas and Electric Company, 10900 N. BlaneyAve., Cupertino, (800) 743-5000. · Telephone service is supplied by Pacific Bell. For residential service hook-up call (800) 310-2355; for business service call (800) 750-2355. · Cable TV- AT&T Broadband, (408) 257-5388. · Garbage- Los Altos Garbage. (408) 725-4020. 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. WATER Water Service is supplied by San Jose Water Works and California Water Service Co. Cupertino Schools The class of 2000 graduates of the five high schools of the Fremont Union High School District scored the highest ever districtwide in the Scholastic Aptitude Test (SAT 1). FUHSD students scored above the state and national averages on the SAT 1 with a verbal mean of 553 and a math mean of 620. Seventy percent of the 2000 graduating class took the exam for college eligibiliO, this fall. The percentage of students in this group who speak English as their first language is 44%. There are variations among the schools in the District. The chart below provides school, district, state and national information. % Seniors Verbal Math % English # of Takers Graduating Mean Mean 1st 'Lang CHS 191 60% 526 597 51% FHS 145 50% 473 517 55% HHS 288 65% 547 602 52% DIS 313 84% ' 582 656 29% MVHS 398 83% 578 053 41% DISTRICT 1335 70% 553 620 44% CALIFORNIA 156,145 49% 497 518 63% NATIONAL 1,260,278 44% 505 514 81% APPROXIMATE RA CE/ETHNIC BREAKDOWN FOR CUPERTINO SCHOOLS NUMBER PERCENT WHITE/OTHER AMERICAN 3,642 41.0% AMERICAN INDIAN/ALASKAN NATIVE 46 .5% ASIAN/FILIPINO/PACIHC ISLANDER 3,963 44.0% AFRICAN AMERICAN 227 2.5% HISPANIC 1,093 12.0% Source: Cindy McArthur, Fremont Union High School District Voter Registration as of June 29, 1999: Cit~ 24,1q7 Count~ 7a.0.950 Major Party, Registration: (;it) 9.31}9 (D) 8,$66 (R) {;ounn 241.275 (I)) 23O.88'3 (R) ',ntn'v (.bunO' Rcg~vtrar q ~blc'~v Approximate Race/Ethnic Breakdown for Cupertino: White 43.6% Black 2,0% Hispanic 7.95% Asian 41,48% Filipino 2.08% 5ource: c~lifornm Basic Educational Data SurvO' CLIMATE Average TemperamreRain HumidiW Period Min Mean Max Inches 8am 5pm JAN 40 49 57 2.82 85 66 APR 46 57 69 1.09 73 56 JULY 54 67 81 Trace 65 54 OCT 49 61 74 .65 62 58 YEAR 47 59 70 14.05 70 58 Elevation: 236 Feel 30urces. ~dltonal Il;ca/her .;~rt~ce 28 _ Characteristics of the Labor Force A large number of companies are not unionized due to progressive employee benefitprograms. Wage rates, extent of unionization, fa'nge benefits, and related information for specific industries and job classifications may be obtained from the State Employment Development Department locat- ed at 297 West Hedding, San Jose, CA 95110 or at 800 CapitolMall, Sacramento, CA 95814. __ MANUFACTURING EMPLOYMENT IN CUPERTINO ~ There are over 50firms engaging in manufacturing or research and development in Cupertino. leading group classes are electronics. The largest firms in Cupertino are: NAME of COMPANY EMPLOYMENT PRODUCTS Hewlett-Par 'kard ..................3,5 O0 ....................... Computers Apple Computer .................. 3,000 ......... Personal Home Computers Compaq Computers ............... 3,000 ....................... Computers Symantec Corp .................... 1,300 ........ Personal Computer Software HoneywelI-Measurex Corp ........... 375 ..................Process Controls Rational Software Corp .............. 375 .............. Software Development Demographics Census 2000 443 4.0 1:).6 N O N- MAN UFA CTURIN G EMPLOYMENT Foothill/DeAnza Community. College District ..................3,000 ........ Education Cupertino Union School District ............ 1,4OO ........ Education Fremont Union High School Distrt .......... 443 .......... Education Pacific Gas & Electric ......................... 278 ........ Gas/FJectric V~te A$i~ Hiiol~iC JCPenney ........................................ 250 ............... Retail Target ........................................... 250 ............... Retail Sears ............................................ 230 ............... Retail Mervyns ......................................... 122 ............... Retail THE SANTA CLARA COUNTY LABOR MARKET (ABAG Projection 1995) Emple~'ed Reside~/t,~' of Coup/O': 899. 500. To/a/Coltntl' Employme~lt 917. 700. ~)tal LTt'/lt?ltt Dlbor For~: 946.600. Agriculture, Mining ........................... (~,430 Const~ction .............................. 28.730 M~ufactufing ............................. 231,590 T~spo~fioWComn~fi~fies ................ 25,~0 Re~l Trade ................................ 120,q30 ~olesMe Trade .............................. 52,240 Hn~c~ Es~t~nsur~ce ............... 31,280 ~ces ........................................278,~ IO Government .................................... 52,8~ 29 L IBI 4R Y Cupertino Libra&.' is the largest and most heavily used member of the Santa Clara Count. Library. District with a collection of over 300,000 volumes as well as periodicals, compact discs, audio and video cassettes, and CD-ROMs. In the past twelve months Cupertino Library. staff have checked out over 1,571,106 items to the communi~' and have angered close to 100,000 reference questions. Among the library's strengths are business and art reference and a growing collection of popular materials in a varie~, of international languages. In addition, Cupertino houses the county, library's central reference collection, which includes state and federal legal codes. Cupertino Library"s .Dynix online catalog provides both graphical and text-based access to the World Wide Web and to reference and full-text magazine databases. Beginning lnternet classes are offered for families and for individuals. Adult reference librarians conduct libra, tours and online caulog demonstrations from 1-2 pm on Wednesda~ and from 2-3 pm on Saturda.vs. Santa Clara County.' Library's new Home Page address is: hup://www, santaclaracoun .tylib.org. Children's reference librarians present weekly sro .rytimes for specific age group a semi-annual series of family sto .rytimes in Mandarin Chinese, and a Summer Reading Club with special activities for schoolage children. Summer Reading for Teens is also offered. Awards for both summer programs are funded by The Friends of the Cupertino Library through their memberships and three annual booksales in Febrnan/, May, and October. The Cupertino Libra~. Foundation holds fundraising events to benefit the library. and provides information on planned gifts to the library. An ATLAS (Academy for Teaching Literal' to Adult Students) adult literacy, class, co-sponsored by the libraD, and the Fremont Union High School District Adult Education Program. meets weekly at the library.. The library, provides dial-in access at 287-5590 (South County. at 842-0657) and phone renewals at 1-800-471-0991 for most library., materials. Information on these semces is available in the librar3; or by calling 446-1677 or accounts and billing information at 1-800-286-1991. The library is open seven days a ~eek: Monday' and Thursday 10-9, Friday-Saturday 10-6. and Sunday 12-6. Sunday service and extended hours (Monday-Tuesday 10-12 and Thursda5 0-9) funded by the City.' of Cupertino. THE QUINLAN CENTER The CJI) of Cnpertim)'s Robert ~ Quinlan Community Center is a 27.000 square foot facilitx that pro~fides a varie~' of recreational opportunities. Most prominent is the Cupertnio Room which is a multi-purpose room that can accommodate 300 people in a banquet fnrn~at./~upertino Quinlan (;enter is also home to the Cupertino Historical ~ciet~. a ~mnderful museum of h)cal his(on.; as well as the offices of Cupertino t;ommanip. ,%r~ces. For more information c',dl (408) 777-3120. CUPERTINO SENIOR CENTER The Cupertino Senior (;enter is full of over 50 years of age learning, volunteering and enlosmg thenlseb't.'s. Exercise classes (over 30 hours a week), computer lab and classes, langnage including English as second language, cultural and special interest cl:e;ses. Opporlunitit,'s abound to help the center function, from helping at the desk to specialized ~mrk with the travel coordinator or case manager to serving on the adx]son cuuncil. ~orkshops include "Planning Ahead" and divorce issues, support, discussion gruups, music, book, arts and film groups, plus computer and camcorder interest groups. Itt~alth insurance, tax and legal consultation are available by al)pointment. A fi. ri time social worker work,; with homebound seniors to help keep them in the communib'. The ~nior Center is located 'at 21251 Stevens Creek Boulevard, at Mary., in Memorial Park. Pfume o,08-777-3150, Fax 408-777-3153, Open 8 am to 5 pm. Monday through Friday. III III CAREER ACTION CENTER The Career Action Center is a nonprofit, full-service career development organization -- nationally recognized for thought leadership about career issues and trends. Since 1973, the Career Action Center has provided information, education, coaching and support to individuals to help them achieve career success and satisfaction. Our knowledgeable staff of career counselors and coaches, librarians, instructors and consultants assists individuals who live and work in Silicon Valley -- and beyond. The Career Action Center provides resources and encouragement, helping people understand and address their work-life needs -- committed to actively managing thek worklife in a rapidly changing environment. Learn more about the Center and the sen,ices we have to offer at one of our monthly Free Introductions, held the 1st and 3rd Tuesday and Saturday at 10:30 am and the 2nd and 4th Thursday at 6:00 pm. The Center is located at 10420 Bubb Road in Cupertino, near the intersection of Stevens Creek Boulevard. Call (4(}8) 253-3200 or visit our web site at www. careeraction.org for more information. CUPERTINO COMMUNITY SERVICES People Helping People Cupertino Communin.' Services (CCS) is a nonprofit, charitable, communir?based agent' serving the needs of low-income West Valley residents. CCS prevents hunger by distributing more than 80.00{) pounds of food each year to hundreds of oue less fortunate neighbors. To prevent the eviction of families from their homes and the shut-off of utilities, CCl,; provides rental assistance and help with PG&E bills, ecs volunteer drivers transport senior and disabled members of our community, to critically needed services such as doctor and dental appointments. As a Salvation Army ~rvice Center, CCq provides vouchers for gasoline, prescription drugs and shoes. The CCS Holiday program coordinates the distribution of Thanksgiving, Spring and Summer food baskets and organizes an "Adopt-A-Family- Program in December. CC, S also offers a continuum of care in housing services. The CCS Rotating Shelter Program, in collaboration with local religious congregatiuns and volunteers, helps employable homeless men, woman, and woman with children temporarily' rent h)w-income housing in the CCS Transitional tlousnig program. Through the CCS Affordable Housing Program, qualified families and indMduals in the Cupertinn community mav obtain homes at below market rates. But CCS cannot provide emergem' assistance to the needy' each year without communi~' support. Generous donations of time. sen'ices and money are needed so thru CCS can help our less fortunate neighbors. CCS is located in the Quinian Community. Center at 10185 N. Stetting Road, Cupertino. For more information, or to find out how you can help, call 255-8033 or send emil CCS@accesscom.com CUPERTINO- SUNNYVALE SENIOR DAY SERVICES The purpose of Senior Day Care is to support older adults and their family caregivers in maintaining independence and a quality, lifestyle at affordable cost. Senior Day Services operates two Senior Day Centers for frail and health-impaired seniors. The daily program is designed to help older adults maintain or improve their mental and ph.vsical status. The activities include music, exercise, cra.ft~, word games, travelogues, discussions and nature videos. A hot lunch is served, as well as morning and afternoon snacks. The Cupertino Center is located at Stelling and McClellan Roads, at St. Jude's Episcopal Church. For more information, call (408) 973-0905. 30 Parks Recreation Jwealth of recreational and leisure activities available at the many city facilities, parks, and school grounds within Cupertino. The Parks and Recreation Department offers classes and programs on a quarterly basis, year round. 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. Phone: (408) 777'-3120. 31 Blackberry 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 Fernando Ave. and the Golf Course at 22100 Stevens Creek Blvd. Phone: (408) 777-31/40 Website: www. blackberL3ffarm.org Cupertino Sports Center Cupertino Sports Center is a great place to meet friends. The facility features 17 tennis courts (12 lighted), complete locker rooms facilities, saunas, jacuzzis, and a fully equipped fitness center, featuring free weights, cydesc and cardio equipment. The center is located at the intersection of Stevens Creek and Stelling. Phone: (408) 777-3160. 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. Features include a challenging mid-length golf course that boasts picturesque views of Stevens Creek along with superb maintenance and unique playing challenges. The new Deep Cliff Practice Center offers an 8000 sq. ft. putting green and 12 station hitting area to hone golf skills. A full service golf shop, lesson programs and clinics are also available. The Grill Cafe located at Deep Cliff has the best food in the area with a combination of California-Fresh Cuisine & Barbecue. Deep Cliff Golf Course is located at 10700 Clubhouse Lane. Phone: (408) 253-5357. Mc Clellan Ranch Park 22221 McClellan Road. A horse ranch during the 1930s and 4Os, this 18-acre park has the appearance of a working ranch. Preserved on the property are the original ranch house, milk barn, livestock barn and two historic buildings moved from other sites in the city: Baer's Blacksmith Shop, originally located at DeAnza and Stevens Creek Boulevards, and the old water tower from the Parish Ranch, now the site of Memorial park. Also at McClellan Ranch are corrals where Rolling Hills 4-H Club members raise rabbits, chickens, sheep, swine and cattle, and a Junior Nature Museum, which features small live animal exhibits and dispenses information about bird. animal, and plant species of the area. Communiv:' garden (organic) plots are available for city residents to use. Tours of the farm buildings and Junior Museum are conducted for school children. Phone: (408) 777-3120. Memorial Park Stevens Creek Blvd. at Mary Ave. Attractions at the 28-acre Memorial Park include acres of lawn. ideal fur family picnics; a lake; and six lighted tennis courts, as well as the Senior (',enter. Also an amphitheater; lighted softball field; a' gazebo and picnic areas are available for general en}oyment or rental. (Call for details.) Phone: (,~O8) 7'-3120. Rancho Rinconada Recreation & Park District This beautiful facili~' features a park setting with a pool and creek vista for conferences, special occasions, or fundraising events. Rancho Rinconada is centrally located from 280, Lawrence Expressway and Moorpark/Bollinger. The hall is fully carpeted with a full kitchen, tables, chairs, and chairs for 100-150 people. Rentals range from $50-$100 per hour (3 hour Minimum) until 10 pm. Complementary time for set-up and clean up is provided. Rancho also has swim lessons available and public swimming daily from 1-5 pm starting June 15. Parking is in two locations. 18000 Chelmsford Dr., Cupertino. Phone: (/408) 252-8429 Fax (408) 252-4404. Email: pooltime@worldnet.att.net Northwest YmCa The Northwest YMCA has a variety, of programs for the whole family. Home of the "12 Week Personalized Fitness" program, the modern fitness center has programs specifically for new and returning exercisers for all ages. Other programs include year-round licensed child-care, traditional summer camps along with specialty camps such as golf, skateboard, science camps and much more. There is a teen center, parent child programs, and vear round youth sports. Many volunteer opportunities are available from the YMCA Service Club to coaches for sports or exercise instructors. ~'~ YMCA programs help build strong kids, strong families and strong communities. Location: 20803 Alves Drive, Cupertino, CA 95014 Hours: M-F 5:30 am - 10 pm Sat/Sun 7:00 am - 6:00 pm Phone: (408) 257-7160 Other Cupertino Parks: HOOVER PARK - Leed Ave. near Primrose. JOLLYMm PARK - Stelling Rd. near McClellan Rd. LIMA V~A PARK - Linda Vista Drive near Columbus. Morea VlSXA P~ga~ - Foothill Blvd. and Voss Ave. PORTAL PARK - N. Portal Ave. off Stevens Creek Blvd. SUMMFXSEX SQUARE PAR~ - Stokes Ave. near Peninsula Dr. TaREE O~ PARX - Candlelight Way near Rainbow. VAPaAN PAR~ - Mnsworth Drive at Vista Knoll. WILSON PARK - S. Portal Ave. near Stevens Creek Blvd. CREEmDE PARK - Miller Avenue, between Stevens Creek Blvd. and Bolllnger. 32 K 12 Public Schools Winners of numerous state and national awards for excellence, our city's schools are widely acknowledged to be models of quality instruction. Two public school systems serve Cupertino: The Cupertino Union School District (CUSD) for kindergarten through eighth grade, and the Fremont Union High School District (FUHSD). Cupertino Union School District serves 15,450 students--representing 64 different languages~in a 26-square mile area that includes Cupertino and portions of five other cities. The district has 20 elementary schools and 4 middle schools, including several alternative programs. Eighteen schools have received state and/or national awards for educational excellence. Historically, district test scores have been high, placing Cupertino among the premier public school districts in California. The district is a leading prides tselfon participant in a statewide effort to develop a standards-based system of education and is nationally recoguized for leadership in its excellent the use of technology as an effective tool for learning. The Fremont Union High School public schools District serves over 8,800 students in a 42 square mile area covering all of Cupertino, most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five schools of the District---Cupertino, Fremont, Homestead, L.vnbrook, and Monta Vista have garnered many awards and recognition based on both the achievement of students and the programs designed to support student achievement. Each school is a California Distinguished High School and three of the high schools are federally recognized Blue Ribbon Schools. All five high schools are high achieving, performing well above the state average in test scores, as well as above comparative schools in the State, producing one of the largest number of National Merit Scholar Finalists of any district. In the five high schools, more than half of the students are currently enrolled in one or more courses in music, theater, dance, and visual arts. That engagement in arts programs contributes to a complete, well-rounded education as students learn the joy of creating and the self-confidence that comes from performance. The Fremont High School District's Adult and Community Education Center offers classes in citizenship, English as a Second Language, GED, parent education as well as community interest classes and an extensive senior adult program. Adult and Community Education classes are held at sites in Cupertino, Sunnyvale, and San Jose. 33 £nphrat MllSeum r~Art the highly regarded Euphrat Museum of Art adjacent to the Flint Center on the De Anza College campus trad#ionalO, presenS one-of-a-k~nd exbth#~ons, publication& and ~ents reacting the ~cb div~se be~tage of our area. The Mus~m pd&s itse~on its cbanging exhibitions of natioml and int~ational stature, ~phasizing Bay Area a~ists. Muslin hours am l lam - 4pm, T~s~y. Wednes~y, Thurs~y; 6 - 8pm Tms~3~ and l lam - 2pm Samr~y. lnfo~tion: 408-864-~36. Minolta De Anza Planetarimn Stargazers have a Cupertino facility catering to their interests, the Minolta Planetarium on the DeAnza College campus. It hosts a vari- eO, ofplanetarium shows and events, including educationalprograms for school groups, special laser shows for the public on Friday nights and observance of National Astronomy Day. Information: 408-864-8814. t~lin/ Center The cultural life of the Peninsula and South Bay is enhanced by programs presented at Flint Ceuter for the Performing Arts, located at 21250 Stevens Creek Boulevard at DeAnza College. Opened in 1971, the 2.400 seat center was named in honor of Calvin C. Flin~ first chancellor of the Foothill-DeAnza Community College District. The box office, located on the west side of the center near the main entrance, is open lO:OOam - 4:00pm Monday through Friday, and I 1/2 hoursprior to any Flint Centerperformance. Box ¢~fice: (408) 864-8816. Administrative OJ~ce: (408) 864-8820. I~' hleries Ridge Yin~. ards, Inc. was built in 1886 by a San Francisco physi- cian. His summer home and cellars are still in use as the production u'ineo: Since prohibition, Ridge has produced thirty-seven vintages of its Monte Bello estate Cabernet. Tasting and sales l lam - 3pm Saturday and Sunda): Located at 17100 Montebello Road. Call (408) 867-3233. Ptcchettt Winery, located on the Historic Picchetti land, is one of the oldest wineries in California. The beautiful tasting room and gift shop feature award winning Chardonnay, Zinfandel, Merlot and Cabernet Sauvignon wines. Open Saturday and Sunday from 12-5pm and ~ appointment for private and corporate events. Visit our 370 acres of adjacent Open Space Preserves for hiking and picnics. Located at 13100 Montehello Road, just minutes from downtown Cupertino. Call (408) 741-1310. unvw. picchett£ com Cupertino Historical Society On May Z 1966 the Cupertino Historical Society was founded by a group of residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. On March 30, 1990 the Cupertino Historical Museum opened its doors and hundreds of household objects, furniture, clothing, photographs, and documents of early Cupertino were displayed. The mission of the Cupertino Historical Museum is dedicated to ensuring that the heritage of Cupertino stays alive for all to understand and share. Education is at the center of our public service role. The museum strives through its programs and exhibits to understand, develop and expand the learning opportunities that we offer the communit); he it K-12 school students or community members representing the diversity of Cupertino. Volunteers from the Society display and discuss the significance of the artifacts from the museum by means of a traveling trunk taking it regularly to schools, clubs, senior centers and corporations. Membership meetings are hem monthO, featuring programs of local historical interest. Hours: lOam-4pm Wednesday-Saturda. y. Located in the Quinlan Community Center at 10185 N. Stelling Road. Information: 408-973-1495 Fax: 408-973-8049. California HistoO, Center The California History Center is located on the DeAnza College campus in the restored le Petit Trianon mansion. The History Cent~ to date, has published 35 volumes on California history and stages rotating exhibitions throughout the year. The center's Stocklmeir Library, boasts a large collection of books, a pamphlet file, oral history tapes, video tapes and a couple of thousand student research papers. The library's collection is non-profit, for reference only. Heritage events focusing on California's cultural or natural history are offered by the Center each quart~ For more information call 408-864-8712. The Center is open throughout the school year 8:30am - noon and 1 - 4:30pm Monday - Thursday. Japanese Cultural Festival, Saturda.;; April 21 - Sundaj; April 22. Held at Memorial Park, Stevens Creek Blvd. & Hwy 85 (across from De Anza College). Sponsored by Sister CiO; Toyokawa. Contact: Lucille Honig, (408) 257- 7424. May 18, 19. & 20 at De Anza College. Contact: Jeri Parkeg, (408) 864-5448. wwu:deanzapowwow, org October (TBA). The Cupertino Educational Endowment Foundation's annual Gala will be from 6.'OO pm to midnight, hosted by Hewlett Packard· The festive black tie benefit for the Cupertino Onion School District will feature an elegant buffet suppe~, auction, dancing, casino and entertainment. For more information, please contact Eleanor Watanabe (408) 446-2333. TBA. Amphitheatre - Memorial Park. Contact: San Francisco Shakespeare (415) 422-2309 or 1-800-978-PIAY. ,/,'/,v'l,u:,', lrl ,~- II ~lie Saturd~j: August 11 - Sunday, August 12. Sponsored by the Cupertino Chamber of Commerce. HeM at Memorial Park, Stevens Creek Blvd., at MaO' Avenue. Contact: Chamber Od~ce, (408) 252-7054. Septemher (TPet) in Memorial Park, sponsored by Fine Arts League and Parks & Recreation Dept. Contact: Nancy Bennett, (408) 777-3120. //Iti[ (,UII/UI' World Class Theatre, Music and Dance. Regular performances. Boa' OJ~qce: 864-8816, Administration: (408)864- 5300. For more information, contact: Parks & Recreation, (408) 777-3120. ,,'/'.', September (Ttl4) 5:00pm - 9:00pm. Blackbero' Farm, 21975 San Fernando. Contact: Nano' Bennett, (408) 777-3120. Saturday, October 13 - Sund~); October 14. Sponsored by the Rotary Club of Cupertino. Held at Memorial Park. Stetens Creek Boulevard, at MaO, Avenue. Contact: Richard Lou,enthal (408) 973-8494. Satur~y. October (TB4). Starts 10:00 am along Stevens Creek Blvd. & Torre. FieM Show at 5.'00 pm at Cupertino High School. Contact: Rosalie Hallock. Cupertino High ,School (408) 996-9965. h ',.' ( 7~, ~/~'/ !, d/( ',, Located in the Vallco Shopping Center. 10123 ,~ I~blfe Road, and open seven days a week. lee Chalets, the u,odd's largest chainof ice skating rinks, is open ),ear round for your skating pleasure. ~ varieO, of lessons is offered for botb figure and hocks, skating enthusiasts. For more information, contact Dave Guy at (408) 446- 2906. l/~t' Oa/,'.v lhcntrv Located in the Oaks Shopping Cent~ 21275 Stevens Creek Blvd. Information: (408) 446-0472. ] ~/(11l ('ltll'l'l! Iil Located on the De Anza College Campus. Information: (408) 864-8814. Note: Dates subject to change. Please verify with contact person. 35 NOTES 36 BUDGET SUM1VIARY 200]/02 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 Vallco Redevelopment Fund Totals Estimated Estimated Balance at Operating Operating Non-operating Balance at July 1 Revenues Expenditures Transfers June 30 $ 16,162,000 $ 34,230,000 $ (25,908,000) $ (6,872,000) $ 17,612,000 381,000 120,000 (155,000) 346,000 22,000 1,500,000 (1,500,000) 22,000 86,000 353,000 (353,000) 86,000 2,439,000 (4,161,000) 1,722,000 - 1,011,000 78,000 (230,000) 859,000 313,000 - - 313,000 8,000 36,000 (44,000) - (67,000) 142,000 (75,000) - $ 1,754,000 $ 4,668,000 $ (5,018,000) $ 222,000 $ 1,626,000 Debt Service: Cupertino Facilities Corporation Traffic Impact Vallco AD 74-3 Vallco AD 74-4 Fund Totals Capital Projects Funds: Capital Improvement Fund Totals 5,134,000 285,000 (4,956,000) 4,671,000 5,134,000 78,000 41,000 (41,000) 78,000 119,000 (119,000) $ 5,331,000 $ 326,000 $ (5,116,000) $ 4,671,000 $ 5,212,000 - 2,089,000 (4,171,000) 2,082,000 $ - $ 2,089,000 $ (4,171,000) $ 2,082,000 $ Enterprise Funds: Resource Recovery Blackberry Farm Cupertino Sports Facility Recreation Programs Senior Center Fund Totals 3,423,000 2,616,000 ( 1,908,000) 4,131,000 368,000 1,841,000 (1,675,000) (175,000) 359,000 268,000 1,151,000 (1,147,000) 272,000 64,000 1,795,000 (1,568,000) (200,000) 91,000 267,000 5 l 8,000 (458,000) (50,000) 277,000 $ 4,390,000 $ 7,921,000 $ (6,756,000) $ (425,000) $ 5,130,000 Internal Service Funds: Information Management Workers' Compensation Equipment Replacement Long-term Disability Fund Totals 660,000 909,000 (1,158,000) 270,000 681,000 650,000 120,000 (152,000) 618,000 1,417,000 1,031,000 (1,121,000) 80,000 1,407,000 40,000 62,000 (55,000) 47,000 $ 2,767,000 $ 2,122,000 $ (2,486,000) $ 350,000 $ 2,753,000 ... 37 Revenue Summary Charges for Services 15% Capital Projects/ Equipment Funding/ Debt Paybacks 20% Fines 1% Utility Tax 5% Franchise Fees 3% Property Taxes 6% Other Revel~ues 4% Sales Tax 20% Other Taxes 8% Use of Money & Property Intergovernmental 5% 13% TOTAL CITY REVENUE $60,312,000 38 General Fund Revenue Utility Tax 9% Capital Projects/ Charges for Equipment Funding/ Frees Services Debt Paybacks 1% 4% 6% Franchise Fees Property Taxes 10% Sales Tax 35% ~venues 5% Other Taxes 10% Use of Money & Intergovernmental Property 9% 5% TOTAL GENERAL FUND REVENUE $34,755,000 39 Expenditures By Department Council & Commissions 1% Public Information 1% Parks & Recreation Debt Service 12% 9% Law Enforcement 9% Capital Projects/ Equipment Funding 26% Public Works 26% Administrative Services 8% Administration 1% Community Development 7% TOTAL CITY EXPENDITURES $60,178,000 40 General Fund Expenditures By Department Parks & Council & Recreation Commissions 6% Debt Service 2% 13% Administrative Services 9% Commumty Development 11% Capital Projects/ Equipment Funding 12% Public Information 2% Administration 2% Law Enforcement 16% Public Works 27% TOTAL GENERAL FUND EXPENDITURES $34,705,000 41 REVENUE SUMMARY Sales Tax The City's sales and use tax revenues are generated from three principal economic categories: general retail--30.5%, business-to-business--46.9% (includes electronic equipment and software manufacturers and distributors), and other products--22.6%. Cupertino's retail sales tax has been increasing the past three years due to increases in our high-technology (business to business) section. The proposed budget assumes no growth in this revenue source due to the current economic indicators. Sales Tax Trend $14,000 $12,000 $10,000 $8,000 $4,000 $2,000 $0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 laACTUAL · ADJ BY CPI J Sales and use taxes are the City's largest single source of revenue and are budgeted at $12.3 million for the 2001/02 fiscal year, representing 37% of the City's total general fund revenues. Because of the importance of this revenue source, the City is in the process of establishing a redevelopment project area at its regional mall and has adopted an Internet Sales Incentive policy to encourage high-tech firms to locate their Internet sales presence in Cupertino. 1999/00 2000/01 2001/02 Actual Estimate Proposed REVENUE BY CATEGORY: Sales Tax REVENUE BY FUND: General $!2:530,000 $12:300,000 $12,300,000 $12,300,000 42 REVENUE SUMMARY Property Taxes Property taxes represent approximately 11% of total general fund City revenues. Property tax revenue for the 2001/02 fiscal year is estimated to be $3,625,000. Property tax revenues fluctuate with market conditions fi.om year-to-year, however, they will generally increase in the long-term due to property sales and new construction. In 1978, voters approved the passage of of Proposition 13 which froze property tax rates and limited the mount 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, major improve- ments or requests for re-assessment. ¥O~JIt T~.X DO~ AT 1 I ! ! ! 1 1999/00 2000/01 2001/02 Actual Estimate Proposed REVENUE BY CATEGORY: Property Taxes REVENUE BY FUND: $3.398.000 $3.471.000 $3.625,000 General Traffic Impact $3,585,000 40,000 $3.625.000 - 43 REVENUE SUMMARY Other Taxes The principal components of Other Taxes include utility, franchise, park, and transient occupancy taxes. Utility taxes are budgeted to be $3,270,000 which is up 20% from the previous year's revenues of $2,725,000 due to increases in utility costs for the State of California. The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user charges. This tax is pledged to pay bond obligation for Blackberry Farm and Creekside Park open space. The following chart shows that the City's tax rate and areas of application are generally lower than that of other cities within Santa Clara County. The City receives fi.anchise fees fi.om cable television, garbage, water, gas and electricity fi.anehisees that operate in the City. The fees range from 2% to 10% of the fi.anehisee's gross revenues depending on each particular agreement. Utility Tax Rate Comparison Gas/Electric Cable Water Refuse Telephone Cupertino 2.4% - - - 2.4% Gikoy 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% Pale Alto 5.0% - 5.0% - 5.0% Saratoga ..... Franchise fee revenues for fiscal 2001/02, estimated to be $1,920,000, is up 3% fi.om fiscal 2000/01 estimated revenues. Park tax is paid by developers on the amount of development fi.om year-to- year. Estimated revenues for fiscal year 2001/02 are $1,500,000 due to construction of apartments and other housing, units within the city. Transient occupancy taxes are levied on hotel facilities located in the City at the rate of 10% of room revenues. The taxes in this category amount to $1,960,000. Several hotels are being proposed which would increase this source of revenue in the future. REVENUE SUMMARY Other Taxes (continued) 1999/00 2000/01 2001/02 Actual Estimate Proposed REVENUE BY CATEGORY: Utility Tax Franchise Fees Park Tax Transient Occupancy Tax Other Taxes 5;2,376,000 5;2,725,000 5;3,270,000 1,933,000 .. 1,865,000 1,920,000 408,000 75,000 1,500,000 1,852,000 1,900,000 1,960,000 1,266,000 1,075,000 1,415,000 $7.835.000 $7,640,000 $10,065,000 REVENUE BY FUND: General Park Dedication Fund $ 8,565,000 L500,O00 $10.065.000 - 45 · REVENUE SUMMARY Fines Fines result from vehicle code, parking code and other miscellaneous violations. ONE WAY 1999/00 2000/01 2001/02 Actual Estimate Proposed REVENUE BY CATEGORY: Fines REVENUE BY FUND: General $524~000 $410~000 $450,000 $524.000 $410.000 ~;450,000 $450.000 REVENUE SUNIMARY 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 15% of total City revenues, are estimated to be $8,750,000 for the 2001/02 fiscal year, an overall increase of 12.5% over the previous year. Revenues were affected in 1999/00 with the expansion of the Senior Center, where relocated programs reduced the recreational class offerings. 1999/00 2000/01 2001/02 Actual Estimate Proposed REVENUE BY CATEGORY: Construction Permits Other Service Refuse Services Blackberry Farm Park Fees Cupertino Sports Center Fees Recreation - Cultural, Youth and Teen, Physical, Nature and Park Programs Senior Center Excursions $1,361,000 $1,025,000 $1,075,000 512,000 250,000 275,000 2,425,000 2,295,000 2,425,000 1,468,000 1,510,000 1,700,000 898,000 785,000 1,000,000 1,160,000 1,510,000 1,775,000 479~000 400,000 500,000 $8,303,000 ~;7,630,000 ~;8.750.000 REVENUE BY FUND: General Resource Recovery Blackberry Farm Cupertino Sports Center Recreation Programs Senior Center $1,350,000 2,425,000 1,700,000 1,000,000 1,775,000 500,000 $8.750.000 -- 47 REVENUE SUMMARY Revenues From Use of Money and Property This revenue category represents approximately 5% 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 2001/02 are $2,751,000 which represents a minimal change from the prior year. Investment earnings are a function of the amount of excess cash aVailable for investment and the current interest rate. For the coming year, interest rates are expected to decrease and cash balances will decline due to upcoming capital projects. 1999/00 2000/01 2001/02 Actual Estimate Proposed REVENUE BY CATEGORY: Investment Earnings Property Rentals Loan Repayment $2,567,000 $2,009,000 $2,175,000 552,000 557,000 561,000 147~000 157~000 15,000 $3.266.000 $2,723,000 $2.751.000 REVENLYE BY FUND: General Storm Drain Cupertino Public Facilities Corporation Sports Center Resource Recovery Blackberry Farm Gas Tax Workers' Compensation Housing & Community Development Other Funds $1,800,000 70,000 285,000 86,000 190,000 139,000 50,000 45,000 18,000 68~000 $2.7~1.00Q 48 REVENUE SUMMARY Intergovernmental Revenues Intergovernmental revenues comprise approximately 13% 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 2001/02 are $7,668,000 which is an increase from last year due to additional grants from the State Park Bond Act, VTA and other agencies. 1999/00 2000/01 2001/02 Actual Estimate Proposed REVENUE BY CATEGORY: Motor Vehicle in Lieu Gas Tax Housing & Community Development Other/Grants $2,415,000 $2,650,000 $2,730,000 913,000 1,257,000 1,000,000 49,000 48,000 60,000 1,465,000 3,493~000 3,878,000 $4,842,000 ~;7,448,000 $7.668,000 REVENUE BY FUND: General Fund Gas Tax Housing & Community Development Capital Improvement Projects $3,130,000 2,389,000 60,000 2,089~000 $7.668.000 49 REVENUE SUMMARY Other Revenues Other revenues consist of environmental management fees, property sales and other revenue items that the City receives on a non-consistent basis fxom year-to-year. Revenues for fiscal 2001/02 are budgeted at $2,223,000. 1999/00 2000/01 2001/02 Actual Estimate Proposed REVENUE BY CATEGORY: Developer Fees Environmental Management Miscellaneous 60,000 68,000 50,000 342,000 335,000 345,000 121,000 319,000 1,828,000 $1,614,000 ~;722,000 $2,223,000 REVENUE BY FUND: General Fund Storm Drain Environmental Management Various Funds Leadership Cupertino $1,650,000 50,000 345,000 147,000 31,000 $2,223,000 50 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 fired 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 $10,755,000 are $2,373,000 lower than the previous fiscal year's transfers. 1999/00 2000/01 2001/02 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 Management Information Services (MIS) Equipment Replacement Workers' Compensation Long-term Disability Leadership Cupertino $9,967,000 $13,128,000 $10,755,000 191,000 168,000 135,000 711,000 854,000 895,000 610,000 656,000 695,000 $16,271,000 $14,806,000 $12,480,000 $1,925,000 2,082,000 1,722,000 4,671,000 965,000 975,000 75,000 60,000 5,000 $12,480,000 ,_. 51 Summary of Employees By Department 1995~96 1996~97 1997~98 1998~99 1999~00 2000/01 2001/02 · Council/Commissions · Admimstration · Public Information O Adminiatmtive Services · Recreation Services · Community Development · Public Works 52 Employee Summary Trend Analysis Administration The Administration Department has had minimal increases over the past seven years. The Assistant City Attorney was increased to a full-time position in 1999-2000 and the Community Outreach Coordinator has been decreased to a half-time position in 2001-02. Administrative Services From fiscal year 1995-96 to 2001-02 the Administrative Services Department has seen minimal changes in staffing. Increases occurred in 1995-96, 1997-98 and 1999-00 and were due to the expansion of the IT Division with the addition of an IT Manager, Network Specialist and GIS Coordinator. In 1999-00, the Code Enforcement Division added an additional officer when Rancho Rinconada was annexed to the City, and the Finance Division increased an Account Clerk position fi.om a part-time to a full-time position to handle Business Licensing. Public Information The staffing in the Public Information Department has remained constant over the past seven years. Recreation Services Recreation Services has increased staffing due to new programs fxom fiscal year 1995-96 to 2000-01. Between 1996 and 1999 additions included a Recreation Coordinator for Blackberry Farm and a Clerk Typist for Quinlan registration. A Maintenance Worker for Blackberry Farm, a Building Attendant for the Senior Center and two Recreation Coordinators have been added for fiscal year 2000-01. Changes for 2001-02 include reclassification of four positions from part- time to full-time due to increased workload at the Quinlan Center, Senior Center, Blackberry Golf Course and Sports Center. Community. Development The Community Development Department has had variations in staffing over the past seven years. Decreases occurred in 1995-96 and 1997-98. One Planner II position was eliminated, three Inspector positions were 'eliminated and the GIS Specialist was transferred to Administrative Services. Two Inspector positions were added in fiscal year 1997-98 and one Planner I position was added in 1999-00. In 2001-02, the department has combined two part- time intern positions into a full-time position to increase efficiency. Public Works From fiscal year 1995-96 to 2001-02 numerous staffing changes have occurred. The majority of the increases occurred in 1997-98 with the addition of six and a quarter positions for grounds maintenance. Decreases in 1998-99 were due to the lease of our water utility. Three positions have been added for each of the 1999-00 and 2000-01 fiscal years to increase service in grounds, fleet, median and tree crews. A Senior Engineer w_as also added in 2000-01. - 53 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions CITY COUNCIL/COMMISSIONS City Council Fine Arts Commission Telecommunications Commission Parks and Recreation Commission Housing Committee ADMINISTRATION City Manager Community Outreach City Attorney PUBLIC INFORMATION Community Relations Cupertino Scene Government Channel ADMINISTRATIVE SERVICES Administration Accounting Business Licensing City Clerk Human Resources Code Enforcement Insurance Administration Management Information Services RECREATION SERVICES Administration Cultural Programs Youth and Teen Services Sports and Physical Recreation Senior Programs Blackberry Farm 54 1995-96 0.20 0.10 0.05 0.10 0.04 0.49 1.35 0.00 2.00 3.35 0.75 0.40 3.00 4.15 2.00 3.60 O.40 3.90 0.80 2.15 0.45 1.00 14.30 1.90 4.75 2.00 4.00 2.50 6.00 21.15 1996-97 0.20 0.10 0.05 0.10 0.04 0.49 1.35 0.00 2.00 3.35 0.75 0.40 3.00 4.15 2.00 3.60 0.40 3.90 0.80 2.15 0.45 1.00 14.30 1.90 4.75 2.00 4.00 2.50 7.00 22.15 1997-98 0.20 0.10 0.05 0.10 0.O4 0.49 1.35 0.00 2.75 4.10 0.75 0.40 3.00 4.15 2.00 3.75 0.25 3.90 2.40 2.15 0.45 2.O0 16.90 1.90 5.08 2.33 4.34 2.50 7.00 23.15 1998-99 0.20 0.10 0.05 0.10 0.04 0.49 2.10 0.00 2.75 4.85 0.75 0.40 3.00 4.15 2.00 3.75 0.25 3.90 2.50 2.15 0.35 2.00 16.90 1.90 6.50 2.00 4.00 2.75 7.50 24.65 1999-00 2000-01 2001-02 0.20 0.20 0.20 0.10 0.10 0.10 0.05 0.05 0.05 0.10 0.10 0.10 0.05 0.05 0.05 0.50 0.50 0.50 1.35 1.35 1.35 0.75 0.75 0.50 2.75 2.80 3.00 4.85 4.90 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 2.00 2.00 2.00 3.75 3.75 4.50 0.25 0.25 0.50 3.90 3.90 3.90 2.50 2.50 2.50 3.15 3.15 3.15 0.35 0.35 0.35 3.00 3.00 3.00 18.90 18.90 19.90 1.90 1.90 1.90 6.25 6.25 8.00 2.00 2.00 3.50 4.00 4.00 5.00 3.00 6.00 6.75 7.50 8.50 10.00 24.65 28.65 35.15 - 55 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions COMMUNITY DEVELOPMENT Administration Planning Housing Services Building PUBLIC WORKS Administration/Water Environmental Management Engineering Services Service Center Grounds Streets Facilities Transportation General Services TOTAL PERMANENT, BENEFITED POSITIONS 1995-96 1.39 5,11 0,96 &40 15.86 7.45 2.00 4.75 8.80 17.81 3.92 7.12 5.25 0.50 57.60 116.90 1996-97 2.22 5.03 0.96 8.40 16.61 6.40 2.00 4.75 7.80 22.65 3.15 7.25 5.35 0.50 59.85 120.90 1997-98 1.49 5,01 0.96 10.40 17.86 5.80 2.00 4.75 8.30 24.40 8.15 7.60 5.35 0.50 66.85 133.50 1998-99 1.49 4.91 0.96 10.60 17.96 2.05 2.60 4.75 8.40 24.70 6.85 8.30 5.35 0.00 "63.0~ 132.00 56 1999-00 2000-01 2001-02 1.49 1.49 1.49 5.96 5.96 6.96 1.00 1.00 1.00 10.50 10.50 10.50 18.95 18.95 19.95 2.00 2.00 2.00 2.80 2.35 2.35 4.75 4.75 5.75 2.15 2.20 2.20 19.10 18.50 18.50 19.35 22.35 22.35 7.00 7.40 -7.40 8.85 5.35 5.35 0.00 4.10 4.10 66.00 69.00 70.00 138.00 145.05 154.50 -- 57 Five Year Budget Forecast FUND BALANCE TRENDS GENERAL FUND Beginning Balance at July 1 Operating Activity: Estimated Operating Revenues Estimated Future Revenues - Kimpton Sale of Property/Debt Refinancing Use of BMR Reserve Estimated Operating Expenditures Net Operating Activity Existing Debt Service Net Operating Activity after debt New Library Debt on $10 Million of COPs Net Operating Activity after library debt Five Year Forecast (in thousands) 2000-01 .2,001~,2 2002-03 2003-04 2004-05 200~06 $ 21,563 $ 16,162 $ 17,612 $ 11,306 $ 10,865 $ 11,277 30,025 31,330 31,519 32,133 33,067 34,029 0 0 500 1,000 1,030 1,060 0 1,500 3,500 0 0 0 0 1,400 0 0 0 0 (23,943) (25,908) (24,975) (25,802) (26,678) (27,630) 6,082 8,322 10,544 7,331 7,419 7,459 (4,663) (4,671) (4,679) (4,682) (4,680) (4,731) 1,419 3,651 5,865 2,649 2,739 2,728 0 0 (867) (867) (867) (867) 1,419 3,651 4,998 1,782 1,872 1,861 Operating Transfers In: Park Dedication 500 1,500 1,500 500 500 500 Blackberry Farms 175 175 175 175 175 175 Senior Center 0 50 50 50 50 50 Recreation Programs 200 200 200 200 200 200 Operating Transfers Out: MIS Fund (222) (270) (270) (270) (270) (270) Equipment Fund/Leadership Cupertino (53) (53) (88) (88) (89) (89) Net Income for CIP Projects/Reserves Total General Fund Reserve Less Council Reserve Policy Balance Available for CW Projects Proposed CIP ProjectsOebt Issuance Library COPs Capital Projects Gas Tax Projects 2,019 5,253 6,565 2,349 2,438 2,427 23,582 21,415 24,177 13,655 13,303 13,704 (15,000) (15,000) (15,000) (15,000) (15,000) (15,000) 8,582 6,415 9,177 (1,345) (1,697) (1,296) 0 0 10,000 0 0 0 (6,032) (2,081) (20,585) (S00) 0 0 (1,388) (1,722) (2,286) (1,990) (2,026) (1,987) (7,420) 0,803) (12,871) (2,790) (2,026) (1,987) 16,162 17,612 11,306 10,865 11,277 11,717 1,162 S 2,612 S (3,694) S (4,135) S 0,723) S (3,283) Ending Balance June 30 Reserves below policy level -- 59 FUND BALANCE TRENDS SPECIAL REVENUE FUNDS STORM DRAIN Begirmmg 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/CIP Estimated Operating Expenditures Net Operating Activity Capital Projects Ending Balance at June 30 Five Year Forecast (in thousands) 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 $ 1,361 $ 381 $ 346 $ 293 $ 213 $ 133 124 120 102 75 75 76 0 (80) (80) (80) (80) (80) (1,104) (75) (75) (75) (75) (75) $ 381 $ 346 $ 293 $ 213 $ 133 $ 54 $ 659 $ 22 $ 22 $ 22 $ 22 $ 22 75 1,500 1,500 500 500 500 0 0 0 0 0 0 75 1,500 1,500 500 500 500 (500) (1,500) (1,500) (500) (500) (500) (212) 0 0 0 0 0 $ 22 $ 22 $ 22 $ 22 $ 22 $ 22 98 $ 86 $ 86 $ 86 $ 86 $ 86 343 353 364 375 386 398 (355) (353) (364) (375) (386) (398) $ 86 $ 86 $ 86 $ 86 $ 86 $ 86 $ 1,554 $ 0 $ 0 $ 0 $ 0 $ 0 2,491 2,439 3,970 1,081 1,113 1,146 2,502 1,722 2,286 1,990 2,026 1,987 (2,299) (1,393) (2,181) (2,246) (2,314) (2,383) 2,694 2,768 4,075 825 825 750 (4,248) (2,768) (4,075) (825) (825) (750) S 0 S 0 S 0 $ 0 S 0 $ 0 60 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 SPECIAL REVENUE FUNDS HOUSING & COMMUNITY DEVELOPMENT Beginning Balance at July 1 $ Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 $ HCD REHABILITATION LOANS Begwning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 $ LEADERSHIP CUPERTINO Begirmmg Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 $ VALLCO REDEVELOPMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 ' $ 1,207 $ 1,011 $ 859 $ 702 $ 538 $ 367 68 78 80 80 80 80 (264) (230) (237) (244) (251) (259) 1,01l $ 859 $ 702 $ 538 S 367 $ 188 315 313 313 313 313 313 149 0 0 0 0 0 (151) 0 0 0 0 0 313 $ 313 $ 313 $ 313 $ 313 $ 313 11 $ 0 0 0 0 34 36 46 47 49 51 (37) (44) (46) (47) (49) (50) 8 $ 0 $ 0 S 0 $ 0 $ I (67) (67) 0 0 0 0 50 142 0 0 0 0 (50) (75) 0 0 0 0 (67) $ 0 $ 0 S 0 $ 0 $ 0 - 61 FUND BALANCE TRENDS DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION Beginning Balance at July 1 $ Investment Earnings/Bond Proceeds Operating Transfers In From General Fund Debt Service Payments Ending Balance at June 30 $ TRAFFIC IMPACT Beginning Balance at July 1 $ Estimated Operating Revenues Debt Service Payments Ending Balance at June 30 $ VALLCO AD 74-3 Begwning 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) 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 5,134 $ 5,134 $ 5,134 $ 5,134 $ 5,134 $ 5,134 300 285 285 285 285 285 4,663 4,671 5,546 5,549 5,547 5,498 (4,963) (4,956) (5,831) (5,834) (5,832) (5,783) 5,134 $ 8,134 $ 5,134 $ 5,134 $ 5,134 $ 5,134 75 $ 78 $ 78 $ 78 $ 78 $ 78 40 41 38 37 35 34 (37) (41) (38) (37) (35) (34) 78 S 78 S 78 $ 78 $ 78 $ 78 220 $ 119 $ 0 $ 0$ 0$ 0 19 0 0 0 0 0 (120) (119) 0 0 0 0 119 $ 0 $ 0 $ 0 $ 0 S 0 755 0 $ 0 $ 0 $ 0 $ 0 0 0 0 0 0 0 (75) 0 0 0 0 0 0 S 0 S 0 $ 0 $ 0 S 0 62 CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT Beginning Balance at July 1 Operating Transfers In/Out Other Revenue Capital Projects Ending Balance at June 30 LIBRARY/CMC CENTER Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 FOUR SEASON PLAZA ' Beginning Balance at July 1 Operating Transfers In/Other revenue Capital Projects Ending Balance at June 30 SPORTS CENTER Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 1,499 $ 0 $ 0 $ 0 $ 2,477 282 0 0 1,774 2,089 '0 0 (5,750) (2,371) 0 0 0 $ 0 0 0 0 0 0 0 $ 0S 0S 0S 0S 0S 0 87 0 0 0 2,000 1,800 17,900 800 (2,087) (1,800) (17,900) (800) 0 0 0 0 0 0 $ os o$ os o$ os 0 390 0 0 0 0 0 0 0 0 0 0 0 (390) 0 0 0 0 0 S 0 $ 0 S 0 S 0 $ 0 S 0 435 0 0 0 0 0 1,300 0 2,685 0 0 0 (1,735) 0 (2,685) 0 0 0 S 0 S 0 S 0 S 0 S 0 S 0 - 63 FUND BALANCE TRENDS CAPITAL PROJECT FUNDS STEVENS CREEK TRAIL MASTER PLAN Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 Five Year Forecast (in thousands) 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 0 0 0 0 0 0 150 0 0 0 0 0 (]50) o o o o o $ 0 S 0 $ 0 S 0 $ 0 $ 0 SENIOR CENTER EXPANSION' Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 3,038 0 0 0 0 0 95 0 0 0 0 0 (3,133) 0 0 0 0 0 $ 0 $ 0 S 0 S 0 $ 0 ENTERPRISE FUNDS RESOURCE RECOVERY Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 BLACKBERRY FARM Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers Out-General Fund Capital Projects Ending Balance at June 30 CUPERTINO SPORTS CENTER Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer Out--General Fund Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2000-01 2001-02 2002=03 2003-04 2004-05 2005-06 $ 2,889 $ 3,423 $ 4,131 $ 4,859 $ 5,609 $ 6,381 2,395 2,616 2,693 2,774 2,857 2,943 (1,861) (1,908) (1,965) (2,024) (2,085) (2,147) $ 3,423 $ 4,131 $ 4,859 $ 5,609 $ 6,381 $ 7,177 $ 928 $ 368 $ 359 $ 360 $ 350 $ 350 1,640 1,841 1,896 1,956 2,014 2,075 (1,594) (1,500) (1,545) (1,591) (1,639) (1,688) 46 341 351 365 375 387 (175) (175) (175) (175) (175) (175) (431) (175) (175) (200) (200) (200) S 368 S 359 $ 360 S 350 $ 350 $ 362 $ 261 $ 268 $ 272 $ 277 $ 281 $ 286 885 1,151 1,119 1,152 1,187 1,222 (878) (1,147) (1,114) (1,148) (1,182) (1,218) 7 4 5 4 5 4 0 0 0 0 0 0 $ 268 $ 272 S 277 $ 281 S 286 $ 291 - 65 ENTERPRISE FUNDS RECREATION PROGRAMS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers Out Ending Balance at June 30 SENIOR CENTER Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer Out Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 114 $ 64 $ 91 $ 125 $ 166 $ 214 1,521 1,795 1,849 1,904 1,961 2,020 (1,371) (1,568) (1,615) (1,663) (1,713) (1,765) 150 227 234 241 248 255 (200) (200) (200) (200) (200) (200) $ 64 $ 91 S 125 $ 166 $ 214 $ 269 $ 270 $ 267 $ 277 $ 289 $ 303 $ 319 415 518 534 550 566 583 (418) (458) (472) (486) (500) (515) (3) 60 62 64 66 68 0 (50) (50) (50) (50) (50) $ 267 S 277 $ 289 $ 303 $ 319 $ 337 66 INTERNAL SERVICE FUNDS MANAGEMENT INFORMATION Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers In Depreciation Reserve Capital Outlay Ending Balance at June 30 WORKERS' COMPENSATION Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 EQUIPMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer In--General Fund Depreciation Reserve Capital Outlay Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 $ 812 $ 660 $ 681 $ 712 $ 743 $ 775 666 714 735 756 778 801 (884) (683) (704) (725) (746) (769) (218) 31 31 31 32 32 222 270 270 270 270 270 229 195 100 100 100 100 (385) (475) (370) (370) (370) (370) $ 660 $ 681 $ 712 $ 743 $ 775 $ 807 650 $ 650 $ 618 $ 586 $ 554 $ 522 148 120 120 120 120 120 (148) (152) (152) (152) (152) (152) $ 650 $ 618 $ 586 $ 554 $ 522 $ 490 1,495 $ 1,417 $ 1,407 $ 1,396 $ 1,385 $ 1,373 855 898 925 953 981 1,010 (854) (908) (936) (964) (993) (1,022) 1 (10) (11) (I1) (12) (12) 48 80 75 75 75 75 347 133 125 125 125 125 (474) (213) (200) (200) (200) (200) S 1,417 S 1,407 S 1,396 S 1,385 S 1,373 S 1,361 LONG-TERM DISABILITY BegLnning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 $ 40 $ 40$ 47 $ 54$ 63$ 74 60 62 62 64 66 68 (~0) (55) (55) (55) (55) (55) S 40 S 47 S 54 S 63 S 74 $ 87 67 REVENUE ESTIMATE GENERAL Actual 1999-00 Adopted Budget 200001 Revised Budget 200001 2001-02 FIVE YEAR FORECAST 2002-03 2003=04 2004-05 2005-06 TAXES: Property Tax 3.162 3.100 3,415 3,585 3.693 3.803 3.917 4.035 Sales Tax 12.530 11,000 12.300 12.300 12.669 13.049 13.441 13.844 Transient Occupancy Tax 1.852 2.282 1,900 1.960 2.019 2.079 2.142 2.206 Utility Users Tax 2.376 2.397 2.725 3.270 3.368 3.469 3.573 3.680 Franchise Fees 1.933 1,894 1.865 1,920 ! .978 2.037 2.098 2.161 Other Tax 1,266 1,530 1,075 1,415 1.457 1.200 1,236 1.273 23,118 22,203 23,280 24,450 25,184 25,638 26,407 27,199 LICENSE AND PERMITS: Plan Check and Building Permits Animal and Other 1,351 1,300 1,015 1,065 1,097 1,130 1,164 1,199 10 10 !0 !0 10 I1 11 II 1,361 1.310 1,025 1,075 1,107 1,140 1,175 1,210 1.779 1,470 1,400 1,400 800 800 800 800 382 361 385 400 412 424 437 450 2,161 1,831 1,785 1,800 1,212 1,224 1,237 1,250 USE OF MONEY AND PROPERTY: Investment Earnings Property Rentals INTERGOVERNMENTAL: Motor Vehicle License In-Lieu 2,415 2,369 2,650 2,730 2,812 2,896 2,983 3,073 Grants ~ 242 75 400 300 200 200 200 200 Other Intergovernmental 72 54 100 100 103 106 109 1 i 3 2,729 2,498 3,150 3,130 3,115 3,202 3,292 3~85 CHARGES FOR SERVICES: Zoning and Planning Fees 80 88 65 70 72 74 76 79 Engineering Fees 312 335 115 120 124 127 ! 3 ! 135 Police Services 55 52 50 50 52 53 55 56 Miscellaneous Services 65 75 20 35 36 37 38 39 512 550 250 275 283 292 300 310 524 500 410 450 464 477 492 506 FINES AND FORFEITURES MISCELLANEOUS Miscellaneous Sale of Property/Debt Refinancing Subtotal ,419 100 125 150 155 159 164 169 0 0 0 0 0 0 0 0 419 100 125 150 155 159 164 169 30,824 28,992 30,025 31.330 31~19 32,133. 33,067 34,029 OPERATING TRANSFERS IN Park Dedication Tax 400 1,700 500 1,500 1,500 500 500 500 Blackberry Farm 175 175 175 175 ! 75 175 175 175 Recreation Programs 75 200 200 200 200 200 200 200 Senior Center 75 0 0 50 50 50 50 50 ~1,549 31,067 30,900 33,255 33,444 33,1}58 33,992 34,954 Total General Fund 68 REVENUE ESTIMATE SPECIAL REVENUE FUNDS STORM DRAIN Investment Earnings Developer Fees Actutl 1999-00 Adopted Budget 2000-01 Revised Budget 2000-01 FIVE YEAR FORECAST 2001-02 2002-03 2003-04 2004-05 2005-06 73 56 56 70 50 22 20 20 60 68 68 50 52 53 55 56 133 124 124 120 102 75 75 76 PARK DEDICATION TAX Investment Earnings Park Dedication Tax ENVIRONMENTAL MANAGEMENT Investment Earnings Fees GAS TAX Investment Earnings Operating Transfers In - General Fund Federal and State Grants Highway Users Tax 32 0 0 0 408 1,500 75 1,500 440 1,500 75 1,500 8 8 8 8 342 335 335 345 350 343 343 355 20 15 15 50 1,543 1388 1,388 1,722 925 60 1,219 !~89 913 1,257 1,257 1,000 3,400 2,720 3,879 4,161 HOUSING & COMMUNITY DEVELOPMENT Investment Earnings 4 3 3 3 Grants 49 48 48 60 Loan Repayments 14 17 17 15 67 68 68 78 HCD REHABILITATION LOANS Investment Earnings Loan Repayments LEADERSHIP CUPERTINO Operating Transfer In Fees / Other Revenue VALLCO REDEVELOPMENT Fees / Other Revenue 0 0 0 0 1,500 500 500 500 1,500 S00 8 9 9 9 355 366 377 388 364 375 386 398 20 20 20 20 2,286 1,990 2,026 1,987 2,920 0 0 0 1.030 1,061 1,093 1,126 6,256 3,071 3,139 3,133 3 3 3 3 60 60 60 60 17 17 17 17 80 80 80 80 3 9 9 0 0 0 0 0 133 140 140 0 0 0 0 0 136 149 149 0 0 0 0 0 5 5 5 5 13 13 14 14 22 29 29 31 33 34 35 37 27 34 34 36 46 47 49 51 108 50 50 142 0 0 0 0 108 SO S0 142 0 0 0 0 - 69 REVENUE ESTIMATE DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION Investment Earnings Other Revenue Operating Transfer In TRAFFIC IMPACT Investment Earnings Property Assessment VALLCO AD 74-3 Investment Earnings Property Assessments VALLCO AD 74-4 Investment Earnings Property Assessments Actual 1999OO Adopted Budget 2OOOO1 Revised Budget 2000-01 2001-02 FIVE YEAR FORECAST 2002-03 2003-4)4 2004-05 2005-06 285 300 300 285 285 285 285 285 174 0 0 0 0 0 0 0 4,497 4,663 4,663 4,671 5.546 5.549 5,547 5.498 4,956 4,963 4,963 4,956 5,831 5,834 5,832 5.783 I I 1 1 I I I I 35 39 39 40 37 36 34 33 ,, 36 40 40 41 38 37 35 34 0 2 2 0 0 0 0 0 126 17 17 0 0 0 0 0 126 19 19 0 0 0 0 0 0 0 0 0 0 0 0 0 75 0 0 0 0 0 0 0 75 0 0 O. 0 0 0 0 7O REVENUE ESTIMATE CAPITAL PROJECTS FUNDS CAPITAL IMPROVEMENT Operating Transfers In Aid in Construction/Grants Miscellaneous STEVENS CREEK STREET IMPROVEMENT Operating Transfers In LIBRARY Miscellaneous Operating Transfers In SENIOR CENTER EXPANSION Miscellaneous FOUR SEASONS PLAZA Operating Transfers In SPORTS CENTER Operating Transfers In STEVENS CREEK TRAIL MASTER PLAN Operating Transfers In Adopted Revised Actatl Budget Budget 1999-00 2000-01 2000~01 2001-02 FIVE YEAR FORECAST 2002-03 2003-04 2004-0~ 2,230 1,550 2,477 282 226 50 1,774 2,089 471 0 0 0 2.927 1,600 4,251 2,371 2005.06 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,500 2,000 1,800 17.900 800 0 2.300 2,000 1,800 17,900 800 14 0 95 0 0 0 0 0 57 0 0 0 0 0 0 0 0 2.685 435 1,300 1,300 0 2,685 435 1300 1300 0 lS0 IS0 0 0 0 0 0 - 71 REVENUE ESTIMATE ENTERPRISE FUNDS RESOURCE RECOVERY Investment Earnings Franchise Fees Actunl Adopted Budget 200001 Revised Budget 200001 FIVE YEA~ FORECAST 2001-02 2002-03 2003-04 2004-05 2005-06 187 i 00 100 190 196 202 208 214 2,425 2.295 2,295 2,425 2,498 2.573 2.650 2,729 2,612 2,395 2,395 2,616 2.693 2,774 2,857 2,943 BLACKBERRY FARM Investment Earnings 22 15 15 24 25 28 29 30 Rent 109 113 113 115 1 lg 122 126 129 Charges for Services 1,468 1,490 1,510 1,700 1,751 1,804 1,858 1.913 Miscellaneous I 2 2 2 2 2 2 2 1,599 1,620 1,640 1,841 1,896 1.956 2,014 2,075 SPORTS CENTER Investment Earnings 42 26 26 40 41 42 44 45 Rent 61 59 59 46 47 49 50 52 Equipment Replacement - Depreciation Reserve 0 15 15 65 0 0 0 0 Charges for Service 898 785 785 1,000 1,030 1,061 1,093 i,126 1001 885 885 1,151 1,119 1,152 1,187 1,222 RECREATION PROGRAMS Investment Earnings 24 11 11 20 21 21 22 23 Culture Programs 206 250 250 250 258 265 273 281 Youth and Teen Programs 386 510 510 650 670 690 710 732 Physical Programs 568 750 750 875 901 928 956 985 1,183 1,521 1,521 1,795 1,849 1,904 1,961 2,020 SENIOR CENTER Investment Earnings 16 12 12 15 ! 5 16 16 17 Charges for Services 479 400 400 500 515 530 546 563 Miscellaneous 3 3 3 3 3 3 3 3 498 415 415 518 534 550 566 583 72 REVENUE ESTIMATE INTERN~IL SER VICE FUNDS Actual 1999-00 Adopted Budget 200001 Revised Budget 2000-01 FIVE YEAR FORECAST 2001-02 2002-03 2003-04 2004-05 200506 MANAGEMENT INFORMATION Investment Earnings 19 10 10 19 19 19 ! 9 19 Service Charges 610 656 656 695 716 737 759 782 Operating Transfers 215 182 222 270 270 270 270 270 844 848 888 984 1,005 1.026 1,048 1,071 WORKERS' COMPENSATION Investment Earnings Premiums 50 · 38 38 45 45 45 45 45 132 110 110 75 75 75 75 75 182 148 148 120 120 120 120 120 EQUIPMENT Investment Earnings 0 1 I 3 3 3 3 3 Service Charge 711 854 854 895 922 950 978 !,007 Operating Transfers In 260 48 48 80 75 75 75 75 971 903 903 978 1,000 1.028 1,056 1,085 LONG TERM DISABILITY Investment Earnings Premiums 2 2 2 2 2 2 2 2 59 58 58 60 60 62 64 66 61 60 60 62 62 64 66 68 - 73 EXPENDITURE ESTIMATES GENERAL COUNCIL AND COMMISSIONS: ! 000 City Council 1002 Campaign Reform 1004 Historical Society 1031 Telecommunications Commission 1040 Library Commission 1042 Fine Arts Commission/Apple Art ! 050 Public Safety Commission 1060 Recreation Commission 1070 Planning Commission 1075 Affordable Housing Committee ADMINISTRATION: 1200 City Manager 120 i Community Ouu'each 1300 Contingencies 1 $00 CITY ATTORNEY 2100 LAW ENFORCEMENT PUBLIC INFORMATION: 3300 Community Relation & Information 3400 Cupertino Scene 3500 Government Channel 3501 Gov't Channel--Special Project ADMINISTRATIVE SERVICES: 4000 Administration 4001 Economic Development 4100 Accounting 4200 Business Licenses 4300 City Clerk 4310 Duplicating and Postage 4330 Elections 4400 Disaster Preparedness 4510 Human Resources 4530 Code Enforcement 4540 Insurance Administration Actual 1999-00 Adopted Budget 2000-01 Revised Budget 2000-01 2001-02 FIVE YEAR FORECAST 2002-03 2003-4)4 200405 2005-06 165 227 187 202 208 214 220 227 10 5 5 0 5 0 5 0 0 0 40 0 0 0 0 0 107 123 123 127 131 135 139 143 195 322 262 270 278 286 294 303 21 23 123 27 28 28 29 30 0 0 0 0 0 0 0 0 12 12 12 21 22 22 23 24 25 31 31 33 34 35 36 37 4 5 5 5 5 5 5 5 539 748 787 684 709 726 752 770 234 242 242 266 274 282 290 299 62 67 67 63 65 67 69 71 0 20 0 20 20 20 20 20 295 329 309 349 359 369 380 390 407 429 429 473 487 501 516 $32 4694 5,335 $,S93 $,6S0 5,933 6,229 6,S41 6,868 218 220 225 223 230 237 244 251 94 103 103 108 111 115 !18 122 418 219 241 268 276 284 292 301 67 57 57 59 61 63 65 67 796 599 625 658 678 698 719 741 279 293 293 348 358 308 317 327 35 32 32 31 23 24 24 25 358 528 528 593 611 629 648 668 48 50 50 38 39 40 41 42 322 358 358 440 453 467 '481 495 116 130 130 157 162 167 172 177 32 I ! 27 0 27 0 27 29 40 41 37 38 39 40 41 684 683 690 700 721 743 765 788 314 493 493 567 584 602 620 638 172 303 303 327 337 347 357 36g 2,388 2,911 2,919 3,265 3,326 3,392 3,465 3~96 EXPENDITURE ESTIMATES GENERAL (cont.) RECREATION SERVICE: 6100 Recreation Administration Quinlan Community Center-Cultural: 6200 Supervision 6248 Cultural Programs 6265 Quinlan Community Center Monta Vista Recreation Center-Youth: 6300 Administration 6342 Youth Programs 6343 Teen Programs 6360 Monta Vista Recreation Center Cupertino Sports Center-Physical/Recreation 6400 Supervision 6442 Youth Programs 6445 Creekside Park 6448 Fourth of July Senior Center: 6500 Senior Adult Programs 6529 Senior Center Case Manager 6647 Nature Programs COMMUNITY DEVELOPMENT: 7200 Planning Administration 7301 Current Planning 7302 Mid and Long Range Planning 7305 Monta Vista Annexations 7405 BMR Housing Maintenance 7501 General Building 7502 Construction Plan Checking 7503 Building Code Enforcement 7504 Building Abatements 7505 Oakvalley Development Adopted Revised Actual Budget Budget 1999-00 2000-01 2000-01 222 223 212 296 324 323 32 46 46 207 271 271 129 138 138 31 47 47 26 25 25 9 12 12 181 184 184 0 3 3 7 9 9 63 57 67 265 343 343 31 67 67 37 44 44 1~35 1,793 1,792 172 206 206 453 488 488 142 178 272 3 10 10 50 43 55 416 384 384 362 208 208 442 550 550 0 0 0 35 44 44 2,074 2,111 2,216 2001-02 FIVE YEAR FORECAST 2002-03 2003-04 2004-05 2005-06 202 208 215 221 228 343 353 364 375 386 46 48 49 50 52 257 265 273 281 289 207 213 .219 226 233 47 48 50 51 53 24 24 25 26 27 13 13 13 14 14 191 196 202 208 215 0 0 0 0 0 10 10 10 11 I1 80 82 85 87 90 403 416 428 441 454 71 73 75 77 80 75 77 g0 82 84 1,968 2,027 2,088 2,151 2,215 197 195 201 207 213 562 578 596 614 632 222 142 146 151 155 0 0 0 0 0 1,532 55 57 58 60 481 470 484 499 514 270 250 258 265 273 477 515 530 546 563 3O 0 0 0 0 0 0 0 0 0 3,771 2,206 ~272 2540 2,410 - 75 EXPENDITURE ESTIMATES Actutl 1999-00 Adopted Budget 2000-01 Revised Budget 200001 2001-02 FIVE 2002-03 YEAR FORECAST 2003-04 2004-05 2005-06 4497 4,663 4,663 4,671 5,546 5,549 5,.547 5,598 3058 5,500 6,032 2,081 20,585 800 0 0 1243 1,388 1,388 1,722 2,286 1,990 2,026 1,987 5 5 5 5 13 13 14 14 260 48 48 48 75 75 75 75 197 182 222 270 270 270 270 270 9,260 11,786 12,358 8,797 28,775 8,697 7,932 7,944 29,810 34,811 36,301 34,70~ $3,750 34,499 34,610 35,574 TOTAL GENERAL FUND 76 Operating Transfers Out: 0100 Debt Service Obligations 0100 Capital Projects 0100 Gas Tax Projects/Operation Funding 0100 Leadership Cupertino 0100 Equipment Fund 0100 Management Information Non=operating Expenditures Operating Expenditures 20,550 23,02~ 23,943 25,908 24,975 25,802 26,678 27,630 PUBLIC WORKS: Administration: 8001 Public Works Administration 273 243 243 259 267 275 283 291 8005 Environmental Management 132 121 121 132 136 140 144 148 Engineering: 8101 Engineering Design 413 481 521 507 522 538 554 571 8102 Inspection Service 102 106 106 108 I 1 ! ! 15 118 122 Service Center Administration: 8201 Public Works Supervision 920 835 835 873 899 926 954 983 Grounds: 8302 McClellan Ranch Park 47 59 61 61 63 65 67 69 8303 Memorial Park 543 584 603 594 611 630 649 668 8312 School Site Maintenance 564 523 608 489 504 519 534 550 83 ! 4 Neighborhood Parks 660 627 705 814 839 864 890 916 8315 Sports Fields/Joilyman/Creekside 380 336 350 335 345 355 366 377 8321 Civic Center Maintenance 94 148 148 133 137 141 145 149 Streets: 8401 Storm Drain Maintenance 0 96 96 57 59 60 62 64 8402 Street Cleaning 0 119 119 125 129 132 136 141 8406 Graffiti Removal 50 62 62 34 35 36 37 38 8407 Overpasses & Medians Maintenance 633 523 523 610 629 647 667 687 8408 Street Trees Maintenance 313 541 541 458 471 485 500 515 8409 Eimwood Program 0 157 157 176 181 187 192 198 Facilities: 8501 City Hall 275 638 582 471 400 412 424 437 8502 Library 92 153 153 133 137 141 145 149 8503 Service Center 538 289 471 319 328 338 348 359 8504 Quinlan Community Center 253 363 363 339 350 361 371 382 8505 Senior Center 35 87 87 193 199 205 211 217 8506 McClellan Ranch 25 48 48 60 61 63 65 67 8507 Monta Vista 81 94 94 91 93 96 99 102 8508 Wilson 19 14 14 47 49 50 52 53 8509 Portal 31 34 34 37 38 39 40 4 I 8511 Creekside 40 51 51 64 66 68 70 72 8706 Water Administration 8 50 50 0 0 0 0 0 8830 Street Lighting 404 410 410 469 472 486 501 516 Traffic Management: 8601 Traffic Engineering 405 434 459 464 478 492 507 522 8602 Traffic Signal Maintenance ' 450 524 609 604 623 641 660 680 8603 Bicycle/Pedestrian Safety/Trip Reduc. 42 20 50 35 20 20 21 21 7,821 8,770 9,274 9,090 9,250 9,527 9,813 10,107 EXPENDITURE ESTIMATES SPECIAL REVENUE FUNDS STORM DRAIN 9620 Minor Storm Drain Improvements PARK DEDICATION TAX 0100 Operating Transfers to General Fund 9107 McClellan Ranch Improvements Actual 1 ~-0o ENVIRONMENTAL MANAGEMENT 8004 Non Point Source 8401 Storm Drain 8402 Street Cleaning Adopted Budget 2ooo-ol Revised Budget 2ooo-ol 59 0 1,104 2001-02 FIVE YEAR FORECAST 2002-03 2003-04 2004-05 2005-06 155 155 155 155 155 400 1,700 500 1,500 1,500 500 500 500 21 0 212 0 0 '0 0 0 421 1,700 712 1,500 1.~00 500 $00 $00 413 355 355 353 364 375 386 398 68 0 0 0 0 0 0 0 45 0 0 0 0 0 0 0 526 355 355 353 364 37S 386 398 GAS TAX 8403 Sidewalk, Curb and Gutter 444 506 601 762 785 809 833 858 8404 Street Pavement Maintenance 3,234 827 1,242 131 881 907 935 963 8405 Street Signs/Markings 393 456 456 500 515 530 546 562 9xxx CIP 553 931 4,248 2,768 4,075 825 825 750 4,623 2,720 ~' 6,548 4,161 6,256 3,071 3,139 3,133 18 21 21 19 20 20 21 21 0 27 27 45 46 48 49 50 38 216 217 166 171 176 181 187 56 264 264 230 237 244 251 259 45 151 151 0 0 0 0 0 175 50 50 75 0 0 0 0 HOUSING & COMMUNITY DEVELOPMENT 7401 General Administration 7403 Affordable Housing Development 7404 Public Service Grants HCD REHABILITATION LOANS 7402 Rehab Loans & Administration VALLCO REDEVELOPMENT 7304 Vallco Redevelopment Project Area LEADERSHIP CUPERTINO 4010 Leadership Cupertino 4011 Youth Leadership 13 19 19 19 20 20 21 21 10 18 19 25 26 27 28 29 23 37 37 44 46 47 49 50 _ 77 EXPENDITURE ESTIMATES DEB T SER VICE FUNDS CUPERTINO FACILITY CORPORATION 5301 Refunding-City Hall/Library-Principal 5301 Refunding-City Hall/Library-Interest 5301 Refunding-Wilson/Mere-Principal 5301 Refunding-Wilson/Mem-lnterest 5301 Refunding-Open Space-Principal 5301 Refunding-Open Space-Interest 5301 Library COP Issue 5301 Fees TRAFFIC IMPACT 5306 Principal 5306 Interest VALLCO AD 74-3 5304 Principal 5304 Interest VALLCO AD 74.-4 5305 Principal 5305 Interest Adopted Revised Actual Budget Budget 1999-00 2000-01 2000-01 200~-02 FIVE YEAR FORECAST 2002-03 2003-04 2004.05 2005.06 315 325 325 345 370 390 415 440 501 484 484 466 446 425 403 366 710 750 750 790 840 890 945 I000 613 573 573 531 485 436 383 294 1130 1,185 1,185 1,240 1,305 1380 1,450 1530 1673 1,616 1,616 1,554 1,488 1416 1,339 1256 0 0 0 0 867 867 867 867 11 30 30 30 30 30 30 30 4,953 4,963 4,963 4,956 5,831 5.834 5,832 5,783 15 15 15 20 20 20 20 20 21 22 22 21 18 17 15 14 36 37 37 41 38 37 35 34 100 105 105 105 0 0 0 0 19 15 15 14 0 0 0 0 119 120 120 119 0 0 0 0 65 70 70 0 0 0 0 0 8 6 5 0 0 0 0 0 73 76 75 0 0 0 0 0 78 EXPENDITURE ESTIMATES C~4PITAL PROJECTS FUND Actual 1999-00 Adopted Budget 2000-01 Revised Budget 2000-01 2~1-02 FIVE 2002-03 YEAR FORECAST 2003-04 2004-05 2005-06 CAPITAL IMPROVEMENT 9119 Portal Park 0 0 0 430 9120 Wilson Park 0 0 0 0 9xxx Teen Center 0 0 0 0 9542 Iht Trans System West 0 0 0 0 9543 Iht Traffic Control Station Upgrade 0 0 0 0 93 ! 5 Torre Avenue Median 0 125 0 0 9115 Skate Park 0 350 350 100 9116 San Thomas/Saratoga Creek Trail 0 15 359 281 9118 Union Pacific RR Trail 0 0 202 0 9206 ADA 72 0 ! 34 0 9108 Park Renovation 215 100 243 0 9114 Memorial Park Restrooms 42 0 179 0 9110 Stocklmeir Property 23 0 2 0 92 ! 7 Housing Assistance 483 0 503 0 9220 Varian Park Restrooms 0 150 0 0 9523 85~Stevens Creek Right Lane 0 0 6 0 9524 DeAnza Creek Arterial 447 200 132 0 9525 Homestead Arterial 67 0 14 0 9216 Service Center Renovation 33 160 377 0 9526 Stevens Crk at Saich Signal 138 0 29 0 9527 Homestead Tantau T/S 6 0 65 0 9528 280/Wolfe T/S 5 0 495 0 9529 Wolfe Road Arterial/Misc 11 0 295 0 9530 Phase IIl Homestead Arterial 26 0 120 0 9533 Green LED T/S Lights 0 0 140 260 9534 Advanced ITS DeAnza 0 0 400 500 9535 Adaptive Traffic Corm'oilers 0 0 700 300 9536-9538 Traffic Cooridors 0 0 42 0 9539 Wolf/Prunridge T/S 0 0 15 0 9540 Speed Reduction 0 0 25 0 9541 Safe Routes to School - Monta Vista HS 0 0 400 0 9544 Safe Routes to School - Cupertino HS 0 0 0 500 9310 Stevens Creek Blvd Improvements 53 0 0 0 9208 Creekside Park 6 0 24 0 Animal Control Facility 0 500 500 0 1,627 1,600 $,750 2,371 LIBRARY 9214 Library 9223 Civic Center Improvements 9224 Civic Center Plaza SPORTS CENTER RENOVATION -9209 SENIOR CENTER EXPANSION - 9210 FOUR SEASONS PLAZA - 9313 STEVENS CREEK TRAIL MSTR PLAN -911 34 '2,500 2,087 1,500 15,500 0 0 0 200 i ,500 0 0 0 100 900 0 0 0 800 0 0 0 0 0 34 2,$00 2,087 1,800 17,900 800 0 0 1,300 1,735 0 2,685 0 0 1167 0 3,133 0 0 0 0 7 0 390 0 0 0 0 17 lS0 150 0 0 0 0 79 EXPENDITURE ESTIMATES ENTERPRISE FUNDS RESOURCE RECOVERY 8003 Programs BLACKBERRY FARM 0100 Operating Transfers to General Fund 6600 Administration 6620 Park 6640 Golf Course 6660 Blue Pheasant Restaurant 6680 Retreat Center 9112 CIP - Blackberry Farm Ma~ter Plan 9105 CIP - Blackberry Farm Picnic Area SPORTS CENTER 0100 Operating Transfers to General Fund 6450 Sports and Physical 6450 Equipment Replacement 85 ! 0 Facilities RECREATION PROGRAMS 6249 Cultural Programs 6349 Youth and Teen Services 6449 Sports and Physical 6649 Nature Program 0100 Operating Transfers to General Fund SENIOR CENTER 0100 Operating Transfers to General Fund 6549 Programs Actual Adopted Budget 2000-01 Revised Budget 200001 2001-02 FIVE YEAR FORECAST 2002-03 2003.04 2004-05 2005-06 1660 1,861 1,861 1,908 1.965 2.024 2,085 2.147 175 175 175 175 175 175 175 175 115 104 104 113 116 119 123 127 756 837 877 872 899 926 953 982 361 409 409 461 475 489 504 519 14 19 19 19 20 20 21 21 19 35 35 35 36 37 38 39 0 0 150 0 0 0 0 0 97 275 431 175 175 200 200 200 1~38 1,854 2,200 1,850 1,895 1,966 2,014 2,063 435 0 0 '0 0 0 0 0 762 699 701 899 926 954 982 1,012 0 15 15 65 0 0 0 0 194 156 162 183 188 194 200 206 1,390 870 878 1,147 1,114 1,148 1,182 1,218 310 221 222 217 223 230 237 244 386 449 450 566 583 601 619 637 599 640 677 756 779 802 826 851 17 23 23 29 30 31 32 33 75 200 200 200 200 200 200 200 1386 1,533 1~71 1,768 1,815 1,863 1,913 1,965 75 0 0 50 50 50 50 50 438 412 418 458 472 486 500 515 513 412 418 508 522 536 550 565 80 EXPENDITURE ESTIMATES INTERNAL SER VICE FUNDS MANAGEMENT INFORMATION 4800 Operations 9800 Equipment Acquisition WORKERS' COMPENSATION 4550 Claims EQUIPMENT 8840 Equipment Maintenance 9820 Equipment Acquisition LONG TERM DISABILITY 4570 Claims TOTAL EXPENDITURES Actual 1999-00 Adopted Budget 2000-01 Revised Budget 2000-01 2001~2 FIVE 2002~3 YEAR FORECAST 2003-04 2004-~ 2005..06 565 656 884 683 704 725 746 769 133 412 385 475 370 370 370 370 698 1,068 1,269 1,159 1,074 !,095 1,116 1,139 118 148 148 152 152 152 152 152 721 854 854 908 936 964 993 1,022 582 439 474 213 200 200 200 200 1~03 1,293 1~28 1,121 1,136 1,164 1,193 1,222 58 60 60 55 55 55 55 55 51,269 59,933 70,562 60,178 98,489 54,765 55,217 56,412 - 81 City of Cupertino Gann Appropriations Limit 2001-02 Budget Article XIIIB of the California State Constitution as enacted by Proposition 4, the Gann initiative of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit government spending by putting a cap on the total proceeds of taxes that may be appropriated each year. The original Article XIIIB was further modified by Proposition 111 and SB 88 approved by California voters in June of 1990. Proposition 111 allows cities more flexibility in choosing certain inflation and population factors to calculate the limit. Appropriations Subject to 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 proceeds that were authorized to be spent in fiscal year 1978-79 in each agency, modified for changes in inflation and population in each subsequent year. Proposition 111 has modified those factors to allow cities to choose either the growth in California Per Capita Income or the growth in non-residential assessed valuation due to new construction in the city. Alternatively, the city could select a population growth factor represented by the population growth in Santa Clara County. Ei~ch year the city establishes its appropriations limit for the following fiscal year. The City of Cupertino's appropriation limit for fiscal year 2001/02 of $50,050,285 was adopted by Council by Resolution on June 18, 2001. The City's appropriations limit for fiscal year 2001/02 of $50,050,285 is $4,455,330 or 9.70% lower than the fiscal year 2000/01 limit of $45,594,955. For fiscal year 2001/02, the City's estimated appropriations of proceeds fi.om taxes are $28,058,000. This is $21,992,285 or 43.94% under the legal limit established for fiscal year 2001/02. 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 45.80% of its limit. As a result, the appropriations limit is not expected to present a restraint on current or future budget deliberations. 82 DEPARTMENTAL OPERATING BUDGETS The Dcparuncntal 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, Communiv/ 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 department. It is a "big picture" snapshot of the department's responsibilities and costs. Division Summary: Most dcparuncnts are organized into smaller units or divisions. A program overview has been presented for each division denoting thc key functions of the division. In addition, service objectives are listed to identify for the reader the upcoming goals and objectives of that section. Finally, the budget document includes an expenditure summary that details historical and proposed expenditures by category and funding source and the personnel charged to that division. -- 83 NOTES $4 Council and Commissions ,-- 85 COUNCIL AND COMMISSIONS Citizens of Cupertino Citizen Advisory Groups Telecommunications/Library/ Fine Arts/Recreation/Economic Development/ Planning/l~blic Safety/Bike & Pedestrian c~ Council 86 CITY COUNCIL AND COMMISSIONS Expenditures by Division CITY COUNCIL 1000 CITY COUNCIL 1002 CAMPAIGN REFORM 1004 HISTORICAL SOCIETY COMMISSIONS 1031 TELECOMMUNICATIONS - 1040 LIBRARY 1042 FINE ARTS 1050 PUBLIC SAFETY 1060 PARKS AND RECREATION 1070 PLANNING -- 1075 HOUSING COMMITTEE TOTAL 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 147,227 '164,639 186,843 201,591 0 9,875 5,000 0 30,000 0 40,000 0 177,227 174,514 231,843 201,591 104,489 106,942 122,885 127,314 113,974 195,169 321,500 269,500 26,707 21,462 23,359 26,756 45 208 150 150 3,948 11,861 11,869 21,195 26,584 25,193 30,600 32,600 3,040 4,008 4,628 4,799 278,787 364,843 514,991 482,314 456,014 539,357 746,834 683,905 - 87 COUNCIL AND COMMISSIONS CITY COUNCIL PROGRAM OVERVIEW The Mayor and Councilmembers, acting as the elected representatives of the City of Cupertino, establish public policy to meet community needs and assure orderly development of the City. SERVICE OBfECTIVES The City Council goals are can'ied out by the city staff under the direction of the City Manager. The council goals are listed in the Budget Strategies section. 88 COUNCIL AND COMMISSIONS 1000 CITY COUNCIL Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 73,409. 88,055 91,943 105,371 56,368 44,294 56,400 60,700 35,370 9,875 65,000 20,000 12,080 32,290 18,500 15,520 177,227 174,514 231,843 201,591. General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 177,227 174,514 231,843 201,591 177,227 174,514 231,843 201,591 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.20 0.20 0.20 0.20 0.20 0.20 -- 89 COUNCIL AND COMMISSIONS TELECOMMUNICATIONS COMMISSION PROGRAM OVERVIEW The Telecommunications Commission advises the City Council and informs the community about issues relating to the rapidly changing field of telecommunications. Last year the commission participated in negotiations with the cable company that resulted in TCI paying penalties for missing its upgrade deadline. Commissioners also served as a resource for the Planning Commission in offering technical guidance for antenna sitings. In addition, the commission presented its third annual Cupertino Outstanding Producer Award and disbursed funding for public access and educational grants. The city's franchise agreement with TCI provides financial support of the public access program at De Anza College. The funding, totaling about $93,000, is reflected in this budget. With legislation now in effect encouraging effective competition, the commission will continue to look at new and forthcoming FCC rulings that may alter AT&T's impact on the community. The commission also will continue to monitor cable services to subscribers and to act as a resource for both the Cupertino elementary and high school districts. SERVICE OBJECTIVES Continue to work with appropriate companies in bringing advanced services to interested residents. Monitor the final phase of AT&T's cable upgrade in Rancho Rinconada. Work with the Cupertino Planning Commission in developing a master plan for antenna sites and design. 90 COUNCIL AND COMMIgglONS 1031 TELECOMMUNICATIONS COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 4,219 4,555 4,781 4,540 12,681 12,920 14,700 14,700 86,565 89,467 103,404 108,074 103,465 106,942 122,885 127,314 General Total Full-time Total Expenditures by fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 103,465 106,942 122,885 127,314 103,465 106,942 122,885 127,314 Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted · 0.05 0.05 0.05 0.05 0.05 0.05 -- 91 COUNCIL AND COMMISSIONS LIBRARY COlVIMISSION 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 Admimstrative 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 ac. eess 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. 92 COUNCIL AND COMMISSIONS 1040 LIBRARY COMMISSION Mater/als Contract Services Total 1998-99 Acm~ Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 1,575 363 1,500 1,500 125,584 194,806 320,000 268,000 General Total 127,159 195,169 321,500 269,500 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 127,159 195,169 321,500 269,500 127,159 195,169 321,500 269~00 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 93 COUNCIL AND COMMISSIONS FINE ARTS COMMISSION PROGRAM OVERVIEW The Cupertino Fine Arts Commission is charged with advancing the arts in the City. This is done through several activities and programs, including promoting art in public places, 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 has awarded $12,000 during the 2000-2001 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, the Cherry Blossom Festival, California Youth Symphony, and the Euphrat Museum of Art, including Euphrat Family Day. The Fine Arts Commission also worked on a number of special projects. These included the annual student art show at the 2001 Cherry Blossom Festival and plans for a children's mural in the play school area of the Quinlan Community Center. SERVICE OBJECTIVES Maintain programs and activities that provide a direct cultural benefit to the citizens of Cupertino, with special emphasis on groups not likely to receive regular exposure to the arts. Actively encourage business and community participation in the arts. Pursue methods for obtaining more art throughout Cupertino. 94 COUNCIL AND COMMISSIONS 1042 FINE ARTS COMMISSION Employee Compensation Materials Contract Services Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 8,868 8,899 9,209 9,556 15,983 12,563 13,150 16,200 196 0 1,000 1,000 25,047 21,462 23,359 26,756 General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 25,047 21,462 23,359 26,756 25,047 21,462 23,359 26,756 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.10 0.10 0.10 0.10 0.10 ~10 - 95 COUNCIL AND COMMISSIONS PUBLIC SAFETY COMMISSION PROGRAM OVERVIEW The Public Safety Commission consists of five members with responsibility for reviewing and recommending public safety services and policies for police, fire, emergency planning, and traffic. SERVICE OBJECTIVES Review safety issues and concerns and make recommendations to the City Council. Promote public education programs concerning safety issues. Provide assistance in implementing public safety programs approved by the City Council. 96 COUNCIL AND COMMISSIONS 1050 PUBLIC SAFETY COMMISSION Materials Total 1998-99 Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 47 208 150 150 47 208 150 150 General Total 1998-99 Actual Expenditures by Fund 1999-00 2000-01 Actual Adopted 2001-02 Adopted 47 208 150 150 47 208 150 150 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 97 COUNCIL AND COMMISSIONS PARKS AND RECREATION COMMISSION PROGRAM OVERVIEW Five-member citizen's committee appointed by the City Council to make recommendations pertaining to parks and recreation. SERVICE OBJECTIVES Engage the public in dialog regarding the design of new Parks and Recreation facilities, and make recommendations regarding these projects to the City Council. Work with staff and the public to draft and/or revise policies for use of Parks and Recreation facilities. Consider public input regarding maimenance and operation of Parks and Recreation facilities and make recommendations for their improvement. Participate on a number of special committees dealing with Parks and Recreation. Serve as ambassadors for the Parks and Recreation Department. 98 COUNCIL AND COMMISSIONS 1060 PARKS AND RECREATION COMMISSION Employee Compensation Materials Contract Services Total 1998-99 Actu~ Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 6,067. 6,959 6,769 6,695 2,625 4,902 5,100 14,500 2,148 0 0 0 10,840 11,861 11,869 21,195 General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 10,840 11,861 11,869 21,195 10,840 11,861 11,869 21,195 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.10 0.10 0.10 0.10 0.10 0.10 -- 99 COUNCIL AND COMMISSIONS PLANNING COMMISSION PROGRAM OVERVIEW The Planning Commission is a five-member citizen board appointed by the City Council to make or recommend decisions on matters pertaining to land use and physical development. The major work of the Commission is to conduct public hearings on "current, planning" applications. The Commission also advises the City Council on land use and development policy through study sessions and formal hearings on issues necessary to maintain the current status of the General Plan. The Commission also undertakes periodic review of implementation ordinances and issues interpretations of these documents. SERVICE OBJECTIVES Conduct General Plan annual review. The annual review will test fundamental goals and measure performance of short-term objectives. Conduct public heatings for approximately 100 land development applications. Ensure that decisions are made fairly and expeditiously in accordance with adopted General Plan policies, zoning ordinances, development plans and design guidelines. Prepare specific plans, zoning ordinance amendments and amendments to the General Plan. Serve on the Planning Commission Design Review Committee, the Environmental Review Committee and as an advisory member of the Housing Committee. 100 COUNCIL AND COMMISSIONS 1070 PLANNING COMMISSION Employee Compensation Materials Contract Services Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 7,197 7,497 6,595 6,500 4,669 6,903 9,000 11,000 11,900 10,793 15,100 15,100 23,766 25,193 30,695 32,600 General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 23,766 25,193 30,695 32,600 23,766 25,193 30,695 32,600 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 -- 101 COUNCIL AND COMMISSIONS 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. 102 COUNCIL AND COMMISSIONS 1075 HOUSING COMMITTEE Employee Compensation Materials Total General Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 3,130 3,965 4,428 4,599 118 43 200 200 1998-99 Actual 3,248 4,008 4,628 4,799 Expenditures by Fund 1999-00 2000-01 Actual Adopted 2001-02 Adopted 3,248 4,008 4,628 4,799 3,248 4,008 4,628 4,799 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.04 0.05 0.05 0.04 0.05 0.05 - 103 NOTES 104 Administration ,-- 105 -' ADMINISTRATION City Attorney (3.00) (1.3 5) Outreach (.50) 106 ADMINISTRATION Expenditures by Division 1200 CITY MANAGER 1201 COMMUNITY OUTREACH 1300 CONTINGENCIES 1500 LEGAL SERVICES TOTAL 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 247,614 233,738 242,222 265,838 37,438 61,683 67,044 63,233 0 255 20,000 20,000 377,555 407,277 428,691 472,570 662,607 702,953 757,957 821,641 107 -- 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. SERVICE OBJECTIVES Accomplish the City Council's goals. Administer and oversee City operations. See that all laws and ordinances of the City are duly enforced and that all franchises, permits, licenses, and privileges granted by the City are faithfully performed and observed. Keep the City Council at all times fully advised as to the financial conditions and needs of the City. Investigate all complaints in relation to matters consuming the administration of the government of the City and in regard to the services maintained by public utilities in the City and to see that all franchises, permits and privileges granted by the City are faithfully observed. Supervise the use and condition of buildings, public parks, streets and other public property. Make repons and initiate recommendations as may be desirable or as requested by the City Council. Ensure that the City's policies a~d procedures provide a foundation for a secure financial position. Develop strategies to enhance the City's tax base and to position the City to take advantage of economic opportunities. 108 - CITY MANAGER 1200 ADMINISTRATION Employee Compensation Materials Cost Allocation Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 216,665 200,888 212,272 232,298 21,959 '22,690 24,900 25,400 0 10,160 5,050 8,140 General Total 238,624 233,738 242,222 265,838 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 238,624 233,738 242,222 265,838 Full-time Total 238,624 233,738 242,222 265,838 Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 2.10 1.35 1.35 2.10 1.35 1.35 -- 109 - ADMINISTRATION COMMUNITY OUTREACH PROGRAM OVERVIEW Develop and sustain community-building activities that increase citizen involvement in our diverse community and neighborhoods. SERVICE OBJECTIVES Increase awareness and participation in the city's neighborhood block party program. Work with community groups, such as the Citizens of Cupertino Cross-Cultural Consortium (SCs), on intercultural projects and presentations, and outreach to newcomers. Coordinate public communication activities through "tom" forums and other public dialogue activities. Coordinate outreach efforts and resources with the Emergency Preparedness Office and Sheriffs Office to increase participation in Neighborhood Preparedness, Neighborhood Water and other public safety programs. Produce materials to effectively promote neighborhood programs. Serve as a staff resource and liaison at community meetings. 110 - COMMUNITY OUTRF ACH 1201 ADMINISTRATION Employee Compensation Materials Total 1998-99 Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 35580 55,500 61,044 44,733 1,858 6,183 6,000 18,500 General Total 1998-99 Actual 37,438 61,683 67,044 63,233 Expenditures by Fund 1999-00 2000-01 Actual Adopted 2001-02 Adopted Full-time Total 37,438 61,683 67,044 63,233 37~38 61,683 67,044 63~33 Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.75 0.75 0.50 0.75 0.75 0.50 - 111 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. 112 CONTINGENCIES 1300 ADMINISTRATION Contract Services Total 1998-99 Acmal Expenditures by Category 1999-00 2000-01 Actual Adopted 0 2001-02 Adopted 255 20,000 20,000 General Total 255 20,000 20,000 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 255 20,000 20,000 0 255 20,000 20,000 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.00 0.00 0.00 0 0.00 0.00 0.00 - 113 - ADMINISTRATION LEGAL SERVICES PROGRAM OVERVIEW The City Attorney serves as legal counsel to the City Council, City Commissions, and City administrative staff. The City Attorney prepares ordinances and resolutions as requested, prepares or reviews contracts and agreements, conducts research and supports the City in various meetings including some negotiations, prosecution of code violations, and some litigations. Secretarial and support services are provided by the City. SERVICE OBJECTIVES Attend or provide representation at all regularly scheduled City Council meetings to provide procedural and legislative information. Attend commission or staff meetings when requested. Meet with the City administrative staff on a regular basis to provide legal services and advice. 114 -' LEGAL SERVICES 1500 ADMINISTRATION 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted Employee Compensation 2001-02 Adopted Materials Contract Services Cost Allocation Total 291,764 314,197 320,781 359,010 27,626 22280 32,150 32,350 50,255 52,540 66,600 71,100 7,910 18,260 9,160 10,110 377,555 407,277 428,691 472,570 General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 377,555 407~77 428,691 472,570 377,555 407,277 428,691 472,570 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 2.75 2.75 3.00 2.75 2.75 3.00 115 - NOTES 116 Law Enforcement '"- 117 LAW ENFORCEMENT Law l~.nforccment (Contract) 118 LAW ENFORCEMENT Expenditures by Division 2100 LAW ENFORCEMENT TOTAL 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 4,760,734 4,631,726 5,335,000 5,650,282 4,760,734 4,631,726 5,335,000 5,650,282 - 119 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 Dep~unent, 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 budget includes a sergeant position to coordinate neighborhood watch and community policing. 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. 120 LAW ENFORCEMENT 2100 LAW ENFORCEMENT Materials Contract Services Total 1998-99 Actual Expendintres by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 18,888 21,432 22,000 14,000 4,741,846 4,610,294 5,313,000 5,636,282 General Total 4,760,734 4,631,726 5,335,000 5,650,282 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 4,760,734 4,631,726 5,335,000 5,650,282 4,760,734 4,631,726 5,335,000 5,650,282 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 -- 121 NOTES 122 Public Information 123 PUBLIC INFORMATION Public Information (4.15) I Community Relations (0.75) Cupertino Scene (0.40) I Government Channel (3..00) 124 3300 COMMUNITY RELATIONS 3400 CUPERTINO SCENE 3500 GOVERNMENT CHANNEL TOTAL PUBLIC INFORMATION 1998-99 Actual Expenditures by Division 1999-00 2000-01 Actual Adopted 2001-02 Adopted 183,507 217,760 220,184 223,141 92,655 94,457 102,804 108,016 354,874 484,241 276,071 327,116 631,036' 796,458 599,059 658,273 125 PUBLIC INFORMATION COMMUNITY RELATIONS PROGRAM OVERVIEW Functions of this department include informing citizens about programs and services provided by local government, responding to media inquiries and preparing all press information. The office acts as a resource for other city departments, staff and council members. The public information officer actively participates in regional discussions and workshops involving crisis communications, media relations and cable television regulation. Awards dinners, special events and ceremonial activities also are handled through this department. Examples include the annual Commissioners' Dinner, the CREST Awards, mayoral proclamations and the SWING program. Included in this budget is the Sister City line item, which now encompasses both Toyokawa and the Hsinchu Friendship City. Also included is the Chamber of Commerce support item, which shows no change ~om last year. The Human Services budget reflects the city council's direction to retain last year's level of funding with additional funds for the Cupertino Senior Day Services program and a CPI increase. SERVICE OBJECTIVES Aid in the coordination of city programs designed to draw Cupertino neighborhoods together. Disseminate Cupertino news to a wider audience, electronically and through specialized local, state and national publications. Develop written guidelines for Cupertino sponsorship of international city relationships. 126 COMMUNITY RELATIONS 3300 PUBLIC INFORMATION Employee Compensation Materials Contract Services Cost Allocation Total 1998-99 Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 67,471 69,548 69,444 64,006 25,005 22,855 23,385 27,400 86,211 118,977 123,885 128,885 4,820 6,380 3,470 2,850 General Total 183,507 217,760 220,184 223,141 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 183,507 217,760 220,184 223,141 Full-time Total 183,507 217,760 220,184 223,141 Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.75 0.75 0.75 0.75 0.75 0.75 127 PUBLIC INFORMATION CUPERTINO SCENE PROGRAM OVERVIEW The Cupertino Scene is published 11 months out of the year and is distributed to residents and businesses in Cupertino. Information is of general interest to the community and is presented in a straightforward manner that is non-political, non-religious and non-commercial. The Scene is in the middle of a two-year printing contract this year, so printing costs remain the same as last year. The postal rate has been increased slightly to offset a rise in bulk-rate permit costs. Each issue of The Scene costs approximately 12 cents 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. environmental programs. 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 250,000 copies of the Scene are distributed annually. SERVICE OBJECTIVES Continue regular production schedule of the Scene, presenting interesting and visually pleasing manner. Focus on information relevant to citizens of all cultural backgrounds. Continue to adhere to regulations imposed by Prop. 73. information in a timely, 128 CUPERTINO SCENE 3400 PUBLIC INFORMATION Employee Compensation Materials Total General Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 31,003 33,804 35,018 34,273 61,652 60,653 67,786 73,743 92,655 94,457 102,804 108,016 Expendi~res by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 92,655 94,457 102,804 108,016 92,655 94,457 102,804 108,016 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.40 0.40 0.40 0.40 0.40 0.40 -- 129 PUBLIC INFORMATION GOVERNMENT CHANNEL PROGRAM OVERVIEW Approaching its 17th 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. Multimedia advancements have allowed this department to improve and expand many of its services. New digital equipment received last year fi.om the city's penalty agreement with TCI has allowed the department to replace old and failing pieces with reliable, computer-based equipment. The department creates visual effects using animation and software graphics for both internal and external audiences and uses the equipment in all productions. The City Channel also provides audio-visual services that include tape duplication and viewing, editing, equipment recommendations and design meeting set-ups and multimedia presentations. In addition to special programs produced for and featured on the City Channel, other programs come fi'om the following sources: PBS, the United Nations and The California Channel (CAL- SPAN). Those who are not cable subscribers may check out tapes, including City Council and Planning Commission meeting tapes, fi.oTM the Cupertino Library. In addition to publishing a monthly schedule, programs on the City Channel are featured on the city's web site. Throughout each week, viewers may tune in to the City Channel to learn about city departments and services, special city programs, local points of interest, health and safety tips and upcoming community events. Staff members produce numerous promotions, public service announcements and video bulletin board announcements made specifically for Cupertino residents. These'local announcements continue to increase annually and are presented in a timely manner, showcasing an active, involved community. SERVICE. OBJECTIVES Continue improvements to city meetings, productions, promotions and web site services by incorporating more multimedia technology. Research emerging services, such as webcasting and an intranet system to advance and refine City services. 130 GOVERNMENT CHANNEL 3500 PUBLIC INFORMATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Total Full-time Expenditures by Category Total 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 187,147 222,531 204,996 217,921 21,837 23,986 22,150 22,150 11,398 20,504 18,825 35,600 104,897 162,595 0 25,095 29,595 54,625 30,100 26,350 354,874 484,241 276,071 327,116 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 354,874 484,241 276,071 327,116 354,874 484,241 276,071 327,116 Personnd Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 3.00 3.00 3.00 3.00 3.00 3.00 -- 131 NOTES 132 Administrative Services 133 ADMINISTRATIVE SERVICES I Information Technology (3.oo) Administrative Services (2.00) I Finance (5.00) civ c~ (3.9o) I Human Resources (6.00) 134 4000 ADMINISTRATION 4001 ECONOMIC DEVELOPMENT 4010 LEADERSHIP CUPERTINO FINANCE ADMINISTRATIVE SERVICES 4100 ACCOUNTING 4200 BUSINESS LICENSING CITY CLERK 4300 CITY CLERK 4310 DUPLICATING AND MAIL SERVICE 4330 ELECTIONS EMERGENCY PREPAREDNESS 4400 EMERGENCY PREPAREDNESS HUMAN RESOURCES 4510 HUMAN RESOURCES 4530 CODE ENFORCEMENT 4540 INSURANCE ADMINISTRATION Expenditures by Division 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 262,649 278,569 292,868 347,953 46,369 34,992 32,000 31,000 15,742 23,092 37,000 44,485 302,142 358,241 528,079 593,152 40,264 47,802 50,172 37,606 667,166 742,696 940,119 1,054,196 319,156 321,582 357,970 439,787 117,568 116,188 129,850 157~20 0 31,707 1,125 27,300 436,724 469,477 488,945 624,307 6,704 28,567 40,300 37,860 6,704 28,567 40,300 37,860 MANAGEMENT INFORMATION 4800 MANAGEMENT INFORMATION TOTAL 469,430 684,085 683,195 700,000 250,330 313,549 492,641 567,136 346,052 347,496 511,282 534,271 1,065,812 1,345,130 1,687,118 1,801,407 394,760 564,518 1,068,933 1,158,102 394,760 564,518 1,068,933 1,158,102 2,571,166 3,150,388 4,225,415 4,675,872 -- 135 ADMINISTRATIVE SERVICES ADMI2~STRATION PROGRAM OVERVIEW Administration is responsible for the oversight of several divisions and programs including Treasury Management, Fiscal Planning, Information Teelmology (IT), Economic Development, Emergency Preparedness, and Finance, which includes Budget Preparation, Accounting, Audit and Licensing. The department is also responsible for overseeing the City Clerk's operations and the Human Resources Division which includes Human Resources, Code Enforcement, Employee Development and Insurance Administration. 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. 136 ADMINISTRATION 4000 ADMINISTRATIVE SERVICES Expenditures by Category 1998-99 1999-00 2000-01 Actual Actual Adopted Employee Compensation Materials Contract Services Cost Allocation Total 2001-02 Adopted 199,683 212,208 218,088 225,193 14,493 13,297 19,550 18,850 40,443 45,434 50,250 100,200 8,030 7,630 4,980 3,710 General Total 262,649 278,569 292,868 347,953 F. xpendi~res by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 262,649 278,569 292,868 347,953 Full-time Total 262,649 278,569 292,868 347,953 Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 2.00 2.00 2.00 2.00 2.00 2.00 137 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 Couneilmembers 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 partnership through the development of business and community relationships and improved customer service. Act as a liaison with the Chamber of Commerce, brokers, business associations and individual businesses to assure that business needs are appropriately communicated and considered in City policy formation. Work with existing business to identify and help eliminate any barriers to retention or redevelopment. Enhance and promote a strong local economy to provide municipal services that business and residents desire and need to maintain the community's quality of life. Pursue high tech sales offices as part of the development application process. 138 ECONOMIC DEVELOPMENT 4001 ADMINISTRATIVE SERVICES Materials Contract Services Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 2,279 4,429 7,000 6,000 44,080 30,563 25,000 25,000 General Total 46,359 34,992 32,000 31,000 F. xpendimres by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 46,359 34,992 32,000 31,000 46,359 34,992 32,000 31,000 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.00 0.00 0.00 0.00 0.00 · 0.00 -- 139 ADMINISTRATIVE SERVICES LEADERSHIP CUPERTINO PROGRAM OVERVIEW Leadership Cupertino is a joint training program between the City, the Cupertino Chamber of Commerce, and DeAnza College. Its mission is to develop leaders for the future of our community, to provide participants with knowledge and information on local government, to help participants acquire leadership skills and encourage participation and involvement in the community. Tomorrow's Leaders Today (TLT) is a joint youth training program between the city, the Cupertino Chamber of Commerce, and DeAnza College. Its mission is to familiarize high school sophomores and juniors with local government and other community organizations and encourage participation and involvement in the community. SERVICE OBJECTIVES Educate future leaders about a broad range of current community needs and concerns. Prepare participants for positions on commissions, city council, school boards and non-profit organization boards. Introduce participants to community decision makers and provide opportunities to participate in the decision making process. 140 LEADERSmP CUPERTINO 4010-4011 ADMINISTRATIVE SERVICES Materials Contract Services Total Leadership Cupertino Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 2,192 7,342 15,000 16,500 13,550 15,750 22,000 27,985 1998-99 Actual 15,742 23,092 37,000 44,485 Expenditures by Fund 1999-00 2000-01 Actual Adopted 2001-02 Adopted 15,742 23,092 37,000 44,485 15,742 23,092 37,000 44,485 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 _ 141 ADMINISTRATIVE SERVICES ACCOUNTING PROGRAM OVERVIEW The Accounting Division is responsible for accurate and timely maintenance of all City financial records, collection, disbursement of all monies, and payroll processing. This division prepares 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 internal and external customers. SERVICE OBJECTIVES Provide accurate and timely financial information to internal and external customers. Assist City Manager, City Council and City departments in managing the City's financial resources. Maintain a high level of professionalism in all the City's financial practices and procedures. Provide quality service in responding to the needs of customers, vendors and citizens. Respond to inquiries from the public and City departments. Process invoices, deposits, vendor payments, purchase contracts and claims in a timely manner. Provide accurate financial information for City departments to make sound fiscal decisions. Comply with all applicable laws and regulations to ensure public credibility of our financial records. 142 ACCOUNTING 4100 ADMINISTRATIVE SERVICES Employee Compensation Materials Conwact Services Cost Allocation Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 246,890 261,548 261,829 373,882 31,704 56,577 59,350 30,250 11,478 9,756 24,600 6,600 12,070 30,360 182,300 182,420 302,142 358~41 528,079 593,152 General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 302,142 358,241 528,079 593,152 302,142 358~41 528,079 593,152 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 3.75 3.75 4.50 3.75 3.75 4.50 -- 143 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. 144 BUSINESS LICENSING 4200 ADMINISTRATIVE SERVICES Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Total 1998-99 1999-00 2000-01 2001-02 Aem~ Aetu~ Adopted Adopted 34,788 40,072 42,262 29,855 2,836 4,220 4,100 4,101 0 0 2,500 2,500 2,640 3,510 1,310 1,150 40~64 47,802 50,172 37,606 General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 40,264 47,802 50,172 37,606 40,264 47,802 50,172 37,606 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.25 0.25 0.50 0.25 0.25 0.50 -- 145 ADMINISTRATIVE SERVICES CITY CLERK PROGRAM OVERVIEW The City Clerk's Division administers the legislative process that 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 Aris 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. 146 CITY CLERK 4300 ADMINISTRATIVE SERVICES 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted Employee Compensation 2001-02 Adopted Materials Contract Services Cost Allocation Total 240,691 259,733 268,765 300,097 31247 31,180 35,675 39,100 36,043 15,644 42,400 40,200 11,175 15,025 11,130 60,390 319,156 321~82 357,970 439,787 General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 319,156 321,582 357,970 439,787 319,156 321~82 357,970 439,787 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 3.90 3.90 3.90 3.90 3.90 3.90 -- 147 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 2000/01 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 three working days. Duplicate documents accurately and at a quality level suitable for public distribution. Gather out-going mail from each department daily and prepare it with appropriate postage for pick up by the post office at 4:30 p.m. Provide timely, high-quality services in the most cost-effective way. 148 DUPLICATING AND MAIL SERVICE 4310 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 8,359 9,695 7,500 8,820 50,145 48,033 63,000 89,050 59,064 58,460 59,350 59,350 General Total 117,568 116,188 129,850 157,220 Expenditures by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 2001-02 Adopted Full-time Total 117,568 116,188 129,850 157,220 117,568 116,188 129,850 157,220 Personnel Summary 1999-00 ' 2000-01 2001-02 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 -- 149 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 rcgistrar's office for election services. 150 ELECTIONS 4330 ADMINISTRATIVE SERVICES Materials Contract Services Total 1998-99 Actu~ Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0 336 125 300 0 31,371 1,000 27,000 General Total 1998-99 Actual 0 31,707 1,125 27,300 Expenditures byFund 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0 31,707 1,125 27,300 0 31,707 1,125 27,300 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 -- 151 ADMINISTRATIVE SERVICES EMERGENCY PREPAREDNESS PROGRAM OVERVIEW The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino community and City staff are reasonably protected/prepared from emergencies and/or disasters. The mission is accomplished through a comprehensive emergency preparedness, response, recovery and mitigation program. OES is staffed by a representative of the Santa Clara County Fire Department. SERVICE OBJECTIVES Maintain the City's Emergency Operations Center in a perpetual state of operational readiness. Work with the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio capability in Cupertino in the event of extended power outages or loss of telephone communications. Coordinate first aid and CPR classes to Cupertino city staff with the objective of 100% current certification of city staff. Systematically prepare, test and revise emergency response and recovery policies, plans and procedures in compliance with the California Emergency Services Act and the Standardized Emergency Management System (SEMS). Coordinate training of City staff in personal preparedness, SEMS, RIMS and EOC functions. Coordinate first aid and CPR classes to Cupertino staff with the objective of 100% current certification. Coordinate training of Cupertino residents in CP1L First Aid, and Community Emergency Response Team (CERT) for adults and Kaleidoscope Public Safety Training for Jr. High and High School. Provide guidance to neighborhood prepare&ness organizations through assistance with formation, team training, and drills. Promote emergency preparedness by publishing a monthly column (Simply Safe) in the Cupertino Scene, maintaining an OES website and pwviding pubhc speaking support to community groups, schools, and service clubs. Maintain effective liaison with local, state and national emergency management organizations and/or allied disaster preparedness and response agencies. 152 EMERGENCY PRePAReDNESS 4400 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 216 176 0 0 4,227 8,321 7,800 14,200 2,261 20,070 32,500 22,500 0 0 0 1,160 6,704 28,567 40,300 37,860 General Total 1998-99 Actual Expenditures by Fund 1999-00 2000-01 Actual Adopted 2001-02 Adopted 6,704 28,567 40,300 37,860 6,704 28,567 40300 37,860 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 153 ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM OVERVIEW The Human Resources Division is responsible for the administration of several programs and/or activities including personnel selection, classification, compensation, affirmative action, labor relations, employee development, supplemental benefits, insurance administration, safety, 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 provided through the Silicon Valley Animal Control Authority (JPA). SERVICE OBJECTIVES Provide timely personnel services to departments and divisions in a fair, objective, and equitable mallnero 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. Administer the City's volunteer services pwgram. 154 RESOURCES 4510 ADMINISTRATIVE SERVICES 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted Employee Compensation Materials Contract Sex-ices Cost Allocation Total 2001-02 Adopted 414,526 492,811 469,845 536,080 31,570 100,138 78,100 79,900 22,044 66,876 99,300 56,800 1,290 24,260 35,950 27,220 469,430 684,085 683,195 700,000 General Total Expenditures by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 2001-02 Adopted 469,430 684,085 683,195 700,000 469,430 684,085 683,195 700,000 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 2.50 2.50 2.50 2.50 2.50 2.50 -- 155 ADMINISTRATIVE SERVICES CODE ENFORCEMENT PROGRAM OVERVIEW The Code Enforcement program provides for the enforcement of field activities related to the Municipal Code. Code Enforcement staff also provide assistance to the Sheriffs Department by responding to non-emergency calls in lieu of sworn law enforcement personnel. The Code Enforcement activities include services related to parking enforcement, abandoned vehicles, and ascertaining compliance with Municipal Code provisions concerning health and sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property. Assistance is provided to other departments and agencies as related to code enforcement activities. This budget includes funding for animal control services that are provided by the Santa Clara Valley Humane Society. SERVICE OBJECTIVES Respond to citizen, City department, and Sheriffs Department requests for services within 24 hours. Provide services with an emphasis on public relations. Enforce the Municipal Code in a fair, equitable, and objective manner. 156 CODE ENFORCEMENT 4530 ADMINISTRATIVE SERVICES Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Capital Outlay Total 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 156,235 204,879 234,741 232,876 7,560 7,308 22,000 21,300 49,083 75,717 202,000 281,800 24,685 25,645 33,900 31,160 12,767 0 0 0 250,330 313,549 492,641 567,136 General Total Expendintres by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 2001-02 Adopted 250,330 313,549 492,641 567,136 Full-time Total 250~30 313,549 492,641 567,136 Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 2.15 3.15 3.15 2.15 3.15 3.15 -- 157 ADMINISTRATIVE SERVICES INSURANCE ADMINISTRATION PROGRAM OVERVIEW Insurance Administration includes the coordination of employee safety activities and City insurance policies covering general liability, property, public officials bond, workers' compensation, and unemployment insurance. The City is self-insured for workers' compensation (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 that emphasizes safe work practices. Implement loss control measures including employee training. Coordinate and oversee contractual services responsible for programs. Satisfy administrative and statutory procedures compensation and unemployment insurance programs. administration of insurance and regulations concerning workers' 158 INSURANCE ADMINISTRATION 4540 ADMINISTRATIVE SERVICES Employee Compensation Contract Services Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 27,553 21,795 28,282 21,271 318,500 325,701 483,000 513,000 346,053 347,496 511,282 534,271 General Long Term Disability Workers Compensation Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 103,391 172,381 303,286 327,152 55,714 57,520 60,000 55,000 186,948 117,595 147,996 152,119 346,053 347,496 511,282 534,271 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 0.35 0.35 0.35 0.35 0.35 0.35 -- 159 ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY 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 information systems, including the City's intemet 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 2001/02: Geographical Information System (GIS), Records Management (document imaging) System, Senior Center operations and our network upgrade. New Equipment Purchase Amount Hardware $ 29,000 Software GIS $ 45,000 IT Upgrades $ 52,000 Parks and Recreation $ 10,000 Public Works $ 5,000 City Channel $ 44,500 Community Development $ 58,400 Total $273,900 Amount Replacement Equipment Hardware Network Upgrade $ 80,000 $121,000 Total S201~100 160 INFO TION TECHNOLOGY 4800 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Management Information Total Full-time 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 148,614 203,511 245,735 276,645 56,684 74,459 83,000 92,000 35,997 93,274 70,000 95,000 0 0 413,365 475,000 153,465 193,274 256,833 219,457 Total 394,760 564,518 1,068,933 1,158,102 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 394,760 564,518 1,068,933 1,158,102 394,760 564,518 1,068,933 1,158,102 Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 2.00 3.00 3.00 2.00 3.00 3.00 -- 161 NOTES 162 Parks and Recreation 163 PARKS AND RECREATION Parks and Recreation (1.90) Sports Center/ Physical Rec (5.00) Senior Cemer and Services (6.75) Monta Vista Rec Center Youth Programs (3.50) Quinlan Community Ctr/ Cultural Programs (8.00) Blackberry Farm (lO.OO) 164 P~ AND RECREATION Expenditures by Division 6100 ADMINISTRATION CULTURAL PROGRAMS/ QUINLAN COMMUNITY CENTER 6200 QUINLAN C.C., CU-L~/SUPRVSN 6248 CULTURAL PROGRAMS 6249 RECREATION PROGRAMS 6265 QUINLAN COMMUNITY CENTER MONTA VISTA RECREATION CENTER/ YOUTH & TEEN PROGRAMS 6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR 6342 YOUTH PROGRAMS 6343 TEEN PROGRAMS 6349 RECREATION PROGRAMS 6360 MONTA VISTA RECREATION CENTER SPORTS AND PHYSICAL RECREATION 6400 PHYSICAL RECREATION/SUPERVISION 6442 YOUTH PROGRAMS 6445 CREEKSIDE PARK PROGRAMS 6448 FOURTH OF JULY 6449 RECREATION PROGRAMS 6450 CUPERTINO SPORTS CENTER 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 219,465 222,191 222,720 202,353 259,101 296,074 322,938 343,144 28,391 31,832 45,720 46,120 218,267 309,889 221,165 216,535 178,520 207,346 271,475 257,190 684,279 845,141 861,298 862,989 125,090 128,836 138,474 206,878 42,559 31,367 47,310 46,665 17,645 25,903 24,860 23,570 392,031 385,601 448,154 566,161 11,252 8,727 12,100 12,600 588,577 580,434 670,898 855,874 148,779 180,577 183,892 190,725 1~82 905 2,950 0 5~06 6,724 8,800 9,845 57~28 62,930 56,500 80,000 572,029 598,704 639,896 756,079 627,452 761,553 714,450 964,410 1311,976 1,611,393 1,606,488 2,001,059 165 SENIOR PROGRAMS/SENIOR CNTR 6500 SENIOR ADULT PROGRAMS 6529 SENIOR CENTER CASE MANAGER 6549 RECREATION PROGRAMS BLACKBERRY FARM/ NATURE PROGRAMS 6600 BLACKBERRY FARM ADMINISTRATION 6620 BLACKBERRY FARM PARK 6640 BLACKBERRY FARM GOLF 6647 NATURE PROGRAMS 6649 NATURALIST PROGRAMS 6660 BLUE PHEASANT RESTAURANT 6680 BLACKBERRY FARM RETREAT CENTER TOTAL Expenditures by Division 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 199,808. 264,902 343,433 403,492 40,520 30,832 66,882 70,707 355,146 438,201 411,938 458,006 595,474 ~733,935 822,253 932,205 101,492 114,826 104,322 112,616 697,861 756,494 836,559 872,417 340,611 361,038 409,028 460,959 28,564 37,004 43,993 74,979 25,757 16,694 22,700 29,200 3,405 14,470 19,000 19,000 14,614 19,454 34,572 34,728 1,212,304 1,319,980 1,470,174 1,603,899 4,712,075 5,313,074 5,653,831 6,458,379 166 NOTES - 167 PARKS AND RECREATION ADMINISTRATION PROGRAM OVERVIEW Provides overall department administration, as well as capital improvement project management, community outreach and support to the Parks and Recreation Commission. SERVICE OBJECTIVES Provide overall department administration, budget control, and employee development and evaluation. Complete the Stevens Creek Trail feasibility study and CEQA review. Complete the McClellan Ranch/Blackberry Farm master plan and cost estimate. Master plan improvements for Portal and Wilson Parks, and generate phasing plan to work into the capital improvement program. Provide input regarding public facility needs to the Community Development Department as part of the General Plan update process. Complete planning for the replacement of the Cupertino Sports Center. Develop a strategy for funding the reconstruction of the Cupertino Sports Center. Construct a skatepark on a site leased fxom Compaq Computers. 168 ADMINISTRATION 6100 PARKS AND RECREATION 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted Employee Compensation 2001-02 Adopted Materials Contract Services Cost Allocation Total 199,131 199,085 202,590 183,693 8,894 9,767 10,890 11,000 90 419 3,500 0 11,350 12,920 5,740 7,660 219,465 222,191 222,720 202~53 General Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 219,465 222,191 222,720 202,353 219,465 222,191 222,720 202~53 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 1.90 1.90 1.90 1.90 1.90 1.90 - 169 PARKS AND RECREATION CULTURAL PROGRAMS/QUINLAN COMMUNITY CENTER PROGRAM OVERVIEW Manages utilization of the Quinlan Community Center for private permits, community group services, and recreation department activities and classes. Cultural programs provided under this section include community special events, adult and youth cultural classes and public concerts. This division will generate approximately $300,000 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 bwad in their cultural scope to further enhance the participant's leisure lifestyle. Investigate the feasibility of cultural classes that are held off:site from the Quinlan Community Center. Investigate new marketing strategies to increase the participation in youth and adult classes. Research new training and development conferences for Recreation Supervisor to attend. Investigate and implement upgrading the furnishings in the Conference Room at the Quinlan Community Center. Research and implement new policy for scheduling cornmunity events in Memorial Park. 170 CULTURAl. PROGRAMS QUINLAN COMMUNITY CENTER 6200 PARKS AND RECREATION Expenditures by Category Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total 1998-99 1999-00 2000-01 2001-02 Acmal Actual Adopted Adopted 412,406 ~,502 474,478 498,644 70,293 101,529 101,375 77,125 145,010 216,336 151,335 178,750 12,890 6,074 18,000 0 43,670 76,700 116,110 108,470 684~69 845,141 861,298 862,989 General Recreation Total Full-time Total Expenditures by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 2001-02 Adopted 466,011 535~52 640,133 646,454 218,267 309,889 221,165 216,535 61M~78 845,141 861~98 862,989 Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 6.50 6.25 8.00 6.50 6.25 8.00 -- 171 PARKS AND RECREATION YOUTH & TEEN PROGRAMSflVIONTA VISTA RECREATION CENTER PROGRAM OVERVIEW Provides for the operation and programming of the Monta Vista Recreation Center which is utilized for recreational classes, co-sponsored clubs, community meeting space, summer youth programs, and storage for department supplies. In cooperation with the Cupertino Union School District, the city will oversee the Aftersehool Enrichment Program at school sites. This division will generate approximately $530,000 in user fees for the 2001/2002 fiscal year. SERVICE OBJECTIVES Continue to provide a nine month Pre-school program at the Monta Vista Recreation Center and the Quinlan Community Center. Enhance the program by organizing and implementing one special event for the preschool participants and one evening workshop for the preschool parents. Expand the Parent Tot program to five classes to be offered during the months of September- June. Coordinate facility usage of Monta Vista Recreation Center. Investigate new ways to increase enrollment and revenue in the Afierschool Enrichment program by improving the cooperative working relationship with the school district, investigating new marketing strategies as a means of promoting the program, and hiring two additional contractors. Expand the offering of Teen dances to 12 per year for middle school students. Provide coordination, supervision, and training to the Volunteer program participants. Continue to work on the development of the Skatepark facility design and implementation. Coordinate a steering committee of Teens 'to evaluate and develop the guidelines for a Teen Advisory group, which will move forward with recommendations for expanded Teen services. Create a new web site for Teens that will link to the city web site in an effort to highlight Teen programs. 172 YOUTH AND TEEN SERVICES MONTA VISTA RECREATION CENTER 6300 PARKS AND RECREATION Employee Compensation Materials Contract Services Total 1998-99 Acmfl EocpendituresbyCategory 1999-00 2000-01 Actual Adopted 2001-02 Adopted 371,353 364,084 424,563 558,031 79,995 71,051 66,825 77,848 137229 145299 179,510 219,995 588,577 580~34 670,898 855,874 General Recreation Total Full-time Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 196,546 194,833 222,744 289,713 392,031 385,601 448,154 566,161 588~77 580,434 670,898 855,874 Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 2.0O 2.00 3.50 2.00 2.00 .3.50 -- 173 PARKS AND R_ECREATION 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 $1,746,926 in user fees. 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. General Fund subsidy is estimated at $90,819. SERVICE OBJECTIVES Provide management and scheduling for school fields as per contract with Cupertino Union School District. Provide coordination and management of the co-sponsored tennis club. Accommodate 1,000 youths in aquatic lessons during an eight-week program. Offer opportunities for 80 adult softball teams to participate in a variety of skill divisions. Provide various sports camps and clinics for 1,500 participants. Continue collection of all revenues and responsibility for operating expenditures and maintenance costs at the Sports Center. Provide for the development and supervision of the 4'" of July fireworks display. 174 SPORTS AND PHYSICAl, RECREATION 6400 PARKS AND RECREATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Recreation Sports Center Expenditures by Category Total 1998-99 1999-00 2000-01 2001-02 Acm~ Actual Adopted Adopted 378,994 405,925 444,313 552,781 75,570 62,033 105,935 118,477 931,737 1,135,825 1,017,820 1,246,871 0 0 15,000 65,000 25,675 7,610 23,420 17,930 1,411,976 1,611,393 1,606,488 2,001,059 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 212,496 251,136 252,142 280,570 572,029 598,704 639,896 756,079 627,452 761,553 714,450 964,410 1,411,977 1,611,393 1,606,488 2,001,059 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 4.00 4.00 5.00 4.00 4.00 5.00 - 175 PARKS AND RECREATION 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 50-96% serves as a focal point for classes, service, travel, recreational and intergenerational activities and resources information related to aging. Through the case management program homebound and/or at risk seniors are served. Utilization of building/patio includes Cupertino resident room rentals on weekends when the Senior Center is closed (except during construction). This division will generate approximately $350,000 in trips, memberships, classes, .permits and senior events. SERVICE OBJECTIVES Continue to encourage and promote participation/dialogue with seniors from diverse cultural backgrounds. Work with the Changing Demographics Committee to host at least three multi- cultural events. Post Center programs on the city web site to better serve our public, to contact isolated seniors and to reach seniors not already connected to the Senior Center. Automate senior registration (classes, membership, trips, etc.) through a new software program. 176 SENIOR PROGRAMS SENIOR CENTER 6500 PARKS AND RECREATION Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Total 1998-99 1999-00 2000-01 2001-02 Actual Acmal Adopted Adopted 267,294 295,497 457,883 452,409 313,861 397,802 346,790 417,686 2,979 21,776 5,680 37,000 11,340 18,860 11,900 25,110 595,474 733,935 822,253 932,205 General Senior Center Total Expenditures by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 2001-02 Adopted 240,328 295,734 410,315 474,199 355,146 438,201 411,938 458,006 Full-time Total 595,474 733,935 822,253 932,205 Personnel Summary 1999-00 2000-01 Actual Adopt~l 2001-02 Adopt~l 2.75 3.00 6.75 2.75 3.00 6.75 -- 177 PARKS AND RECREATION BLACKBERRY FARMYNA~ PROGRAMS PROGRAM OVERVIEW Provide recreational oppommities for residents, non-residents, groups and business. Manage the picnic grounds, catering services, the snack bar, swimming pools, softball field, and basketball courts. Manage the golf course operation, pro shop, and course maintenance. Administer and manage the retreat center including food service, marketing and maintenance. Provide recreational nature programs for residents, non-residents, school groups, and gardeners. Administer the McClellan Ranch nature museum, after school classes, educational programs, and community gardens. SERVICE OBJECTIVES Continue to manage the picnic ground's operation to ensure customer satisfaction and increased revenue. Continue to provide a quality golf course operation through excellent customer service and a continual grounds maintenance program. Continue to market the Retreat Center to increase facility usage and customer satisfaction. Continue to investigate alternative advertisement and marketing techniques by December 2001. Evaluate all methods of operation as necessary for improvement in service and amenities by November 2001. Continue improving the nature museum with quality displays by September 2001. 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 $1,500,000 in revenue. 178 BLACKBERRY FARM NATURE PROGRAM 6600 PARKS AND RECREATION Expenditures by Category Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 729,705 740,079 808,264 856,478 351,394 322,432 393,850 338,716 117,135 145,885 182,700 225,600 0 8,685 79,000 93,000 14,070 102,899 6,360 90,105 1,212,304 1,319,980 1,470,174 1,603,899 General Recreation Blackberry Farm Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 28,564 37,003 43,993 74,979 25,757 16,694 22,700 29,200 1,157,985 1,266,283 1,403,481 1,499,720 1,212,306 1,319,980 1,470,174 1,603,899 Full-time Total Personnel Summary 1999-00 2000-01 A~tual AdoPted 2001-02 Adopted 7.50 8.50 10.00 7.50 8.50 10.00 -- 179 NOTES 180 Community Development '"" 181 COMMUNITY DEVELOPMENT Community Development (1.49) Housing Services (1.oo) Building (lo.5o) I Planning (6.96) 182 COMMUNITY DEVELOPMENT F~enditures by Division PLANNING 7200 PLANNING ADM1NIS~TION 7301 7302 7303 7304 7305 CURKENT PLANNING MID AND LONG RANGE PLANNING STELLING ROAD ANNEXATION VALLCO REDEVELOPMENT MONTA VISTA ANNEXATION 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 7504 BUILDING ABATEMENTS 7505 OAK VALLEY DEVELOPMENT TOTAL 1998-00 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 167,970 172,429 205,620 196,651 359,741 452,829 487,905 561,895 146,227 141,696 178,310 222,190 0 0 10,000 0 0 175,085 50,000 75,000 0 3,296 0 0 505,968 772,906 726,215 859,085 14,850 18,081 20,583 19,048 166,573 44,691 151,225 0 5,282 12 26,993 44,833 43,995 37,925 216,707 165,874 50,118 49,886 43,262 1,532,261 280,818 150,595 458,770 1,762,016 288,537 415,536 383,947 480,811 372,227 362,040 207,814 269,812 ~,735 441,645 549,676 477,270 0 0 50,000 30,000 4,043 34,722 44,052 0 1,109,542 1,253,943 1,235,489 1,257,893 1,896,328 2,349,873 2,626,094 4,075,645 -- 183 COMMUNITY DEVELOPMENT ADMINISTRATION PROGRAM OVERVIEW Efficiently manage the daily operations of the Community Development Department. SERVICE OBJECTIVES Development of systems to implement General Plan program policies and test their effectiveness 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 that 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. 184 ADMINISTRATION 7200 COMMUNITY DEVELOPMENT 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted Employee Compensation Materials Contract Services Cost Allocation Total 2001-02 Adopted 156,728 157,298 156,743 168,754 6,789 7,027 35,687 20,437 213 1,254 1,500 1,500 4,240 6,850 11,690 5,960 General Total 167~70 172~29 205,620 196,651 Expenditures by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 2001-02 Adopted Full-time Total 167,970 172,429 205,620 196,651 167,970 172~29 205,620 196,651 Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 1.49 1.49 i.49 1.49 1.49 1.49 -- 185 COMMUNITY DEVELOPMENT PLANNING PROGRAM OVERVIEW Provide efficient and responsive professional planning services to the community and implement city development policies, programs, and regulations. The Mid and Long Range program examines the General Plan to ensure that it reflects community values, prepares new and updated ordinances, prepares and interprets development policy and works with several special purpose agencies to address issues of regional concern such as transportation and air quality. The Current Planning program provides technical processing of applications for land development, including environmental assessment, architectural and landscaping review, and commercial sign requests. SERVICE OBJECTIVES Provide timely and complete technical processing of approximately 150 applications for discretionary land use entitlements and 50 code enforcement actions. Provide oppommity for public contact 40 hours per week. Check approximately 350 building permit plan sets for compliance with zoning requirements within the time limits set by Planning Division policy. Implement the Vallco Redevelopment Plan. Process annexations - Garden Gate, Monta Vista and Creston areas. Review residential design standards for small lot single family, duplex and apartment developments. Complete the comprehensive General Plan review. Implement Housing programs: housing development; BMR & MCC programs, particularly for public employees, teachers; housing advocacy program, revision of Housing Element to reflect State HCD and ABAG requirements. Develop a parcel database and Geographic Information System and pwvide planning resources on Cupertino's web page. 186 PLANNING 7300 COMMUNITY DEVELOPMENT Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Total 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 428,559 515,858 573,604 612,764 21,457 19,703 18,901 24,801 51,448 201,395 116,800 195,500 34,980 35,950 16,910 26,020 53~444 772,906 726~15 859,085 General Redevelopment Ageney Total Full-time Total Expendimres by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 536,~ 597,821 676,215 784,085 0 175,085 50,000 75,000 536,444 772,906 726~15 859,085 Personnel Summary 1999-00 2000-01 2001-02 A~tual Adopted Adopted 5.96 5.96 6.96 5.96 5.96 6.96 -- 187 COMMUNITY DEVELOPMENT HOUSING SERVICES PROGRAM OVERVIEW The Housing Services Division manages the City's housing programs and related services for residents of low to moderate income. The Division's primary goals are (1) to encourage a balanced community by improving the local availability of affordable housing oppommities 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 April 2001. Present CDBG proposals to the Housing Committee for their recommendation. Conduct public hearing in January 2002 for setting of CDBG funding priorities and a second hearing in April 2002 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. Contract with the County of Santa Clara to provide Rehabilitation loans and coordinate the rehabilitation process for five single-family homes. Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures and program income for $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. Continue to work with Cupertino Community Services to develop 24 units of affordable housing on a Santa Clara County Fire District surplus site. Work with school district to develop teacher housing assistance program. 188 HOUSING SERVICES 7400 COMMUNITY DEVELOPMENT Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Total 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 73,165 77,448 87,548 202,595 63,489 367,422 2,174 9,658 3,800 2,885 0 0 280,819 150,595 458,770 83,469 1,619,957 55,800 2,790 1,762,016 General Housing Total Full-time Total Expenditures by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 50,119 49,886 43,262 230,700 100,709 415,508 2001-02 Adopted 1,532,261 229,755 280,819 150,595 458,770 1,762,016 Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 1.00 1.00 1.00 1.00 1.00 1.00 -- 189 COMMUNITY DEVELOPMENT BUILDING PROGRAM OVERVIEW Safeguard the health, safety and welfare of residents, workers and visitors to Cupertino by effective administration and enforcement of building codes and ordinances adopted by the City, and by providing field inspections, plan checking and public information services related to new construction. SERVICE OBJECTIVES Implement automated phone voice response system for inspection requests. Implement the use of Palm Pilots for the inspectors to use in the field for inspection records and information. This,will help the inspectors' performance. Train building inspectors on all new code requirements consistent with State Law and enhance expertise through seminars and in-house training programs. Update handouts and brochures that are used at the counter. Abate unsafe residential units. 190 BUILDING ?500 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 859,246 905,960 929,949 956,273 33,868 33,029 27,960 92,310 168,178 216,600 161,800 143,800 48,250 98,354 65,780 65,510 1,109,542 1,253,943 1,185,489 1,257,893 General Total Expenditures by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 2001-02 Adopted 1,109,542 1,253,943 1,185,489 1,257,893 Full-time Total 1,109,542 1,253,943 1,185,489 1,257,893 Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 10.50 10.50 10.50 10.50 10.50 10.50 191 NOTES 192 Public Works 193 PUBLIC WORKS Public Works (2.00) Transportation (5.35) Service Center (2.20) Environmental Programs (2.35) Engineering (5.75) I Facility Maintenance (7.40) Ground Maintenance OS.S0) Street Maintenance (22.35) General Services (4.10) 194 PUBLIC WORKS Expenditures by Division ADMINISTRATION 8001 PUBLIC WORKS ADMINISTRATION 8003 RESOURCE RECOVERY 8004 NON POINT SOURCE 8706 WATER ADMINISTRATION ENVIRONMENTAL PROGRAMS 8005 ENVIRONMENTAL MANAGEMENT ENGINEERING SERVICES 8101 ENGINEERING DESIGN 8102 INSPECTION SERVICE SERVICE CENTER 8201 ADMINISTRATION GROUNDS 8302 MCCLELLAN RANCH PARK 8303 MEMORIAL PARK 8312 SCHOOL SITE MAINTENANCE 8314 NEIGHBORHOOD PARKS 8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 8321 CIVIC CENTER MAINTENANCE 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 357,025 272,674 243,404 258,831 1,862,711 1,660,258 1,860,814 1,907,860 329,069 412,937 355,340 353,463 4,421 8,092 50,000 0 2,553,226 2,353,961 2,509,558 2,520,154 140,336 132,188 121,283 131,928 140,336 132,188 121,283 131,928 404,880 412,944 480,836 506,743 95,227 102,120 105,543 108,079 500,107 515,064 586,379 614,822 1,383,539 919,565 835,437 873,102 1,383,539 919,565. 835,437 873,102 46,667 47,168 58,705 61,464 430,264 542,729 584,322 593,544 454,753 563,530 523,031 488,857 530,803 660,432 627,153 814,160 378,271 379,783 335,931 335,080 89,744 94,296 148,208 132,753 1,930,502 2,287,938 2,277,350 2,425,858 -- 195 STREETS 8401 8402 8403 8404 8405 8406 8407 8408 8409 STORM DRAIN MAINTENANCE STREET CLEANING SIDEWALK CURB AND GUTTER STREET PAVEMENT MAINTENANCE STREET SIGNS MARKINGS GRAFFITI REMOVAL OVERPASSES AND MEDIANS STREET TREE MAINTENANCE ELMWOOD PROGRAM FACILITIES 8501 8502 8503 8504 8505 8506 8507 8508 8509 8510 8511 BUILDING MAINTENANCE CITY HALL LIBRARY SERVICE CENTER QUINLAN COMMUNI~ CENTER SENIOR CENTER MC CLELLAN RANCH MONTA VISTA WILSON PORTAL CUPERTINO SPORTS CENTER CREEKSIDE PARK T .RANSPORTATION 8601 TRAFFIC ENGINEERING 8602 TRAFFIC SIGNAL AND MAINTENANCE 8603 COMPREHENSIVE BIKE/PEDESTRIAN 8604 ALTRAN K12 TRI? REDUCTION Expenditures by Division 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 69,222 136,614 95,979 56,833 14,460 89,721 119,063 124,840 466,400 443,511 505,659 762,446 730,864 3,233,561 826,948 130,740 271,931 392,569 455,947 499,710 47,489 49,751 61,589 33,500 451,306 633,206 522,539 610,247 167,886 313,236 541,041 457,550 0 0 156,538 176,016 2,219,558 5,292,169 3,285,303 2,851,882 282,233 275,120 638,074 98~20 91,857 153,307 292,015 537,805 288,873 243,595 252,845 362,865 50,546 35,039 87,437 22,949 24,963 47,906 122,681 81,125 93,893 8,354 19,096 14,127 38,974 31,036 33,877 222,153 186,431 155,548 27,260 39,825 51,333 471,268 132,642 318,735 339,163 192,968 59,680 90,690 47,435 36,635 182,927 64,315 1,408,980 1,575,142 1,927,240 1,936,458 360,885 404,691 434,318 463,639 533,936 450,346 524,479 604,438 30 16,817 20,000 20,000 0 25,000 0 15,000 894,851 896,854 978,797 1,103,077 196 GENERAL SERVICES 8830 STREETLIGHTING 8840 GENERAL SERVICES FIXED ASSETS ACQUISITION 9820 FIXED ASSETS ACQUISITION TOTAL Expenditures by Division 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 210,984 403,893 410,300 469,327 600,829 691,074 854,234 908,279 811,813 1,094,967 1,264,534 1,377,606 571,500 582,191 438,500 213,000 571,500 582,191 438,500 213,000 12,414,412 15,650,039 14,224,381 14,047,887 _ 197 PUBLIC WORKS ADMINISTRATION PROGRAM OVERVIEW Administers the different divisions within the Public Works Department -- Engineering, Environmental Programs, Transportation, Facilities, General Services, Grounds, Streets and Water Administration. SERVICE OBJECTIVES Carry out the responsibilities of the Public Works Department in the most efficient and productive manner by continuously assessing current programs. Provide response within 24 hours to the community on complaints and request for services. Represent the City on county and regional issues such as congestion management. 198 ADMINISTRATION 8000 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Environmental Management Resource Recovery Water Administration Total Expenditures by Category Full-time 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 433,513 472,872 440,538 472,854 13,010 15,893 17,200 18,850 1,985,002 1,838,843 2,047,190 2,021,800 113,950 0 0 0 7,751 26,353 4,630 6,650 2,553,226 2,353,961 2,509,558 2,520,154 Expenditures by Fund Total 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 357,026 272,674 243,404 258,831 329,068 412,937 355,340 353,463 1,862,711 1,660,258 1,860,814 1,907,860 4,421 8,092 50,000 0 2,553,226 2,353,961 2,509,558 2,520,154 Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 2.00 2.00 2.00 2.00 2.00 2.00 - 199 PUBLIC WORKS ENVIRO~~ PROGRAMS PROGRAM OVERVIEW The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff Program Fund and the Environmental Management activity. The Division provides contract management, program development and implementation and public education and information as they relate to solid waste, recycling, household hazardous waste, urban runoff pollution prevention and the employee transportation program. SERVICE OBJECTIVES Comply with State AB939 requirements to divert 50% solid waste to the landfill by the year 2000, and maintain 50% diversion by implementing source reduction, recycling and composting programs. Provide contract oversight for solid waste and recyclables collection and hauling, 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. 2OO ENVIRONMENTAL PROGRAMS 8005 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 12,976 13,573 9,113 8,938 84,575 72,160 60,200 60,200 42,785 42,945 50,000 60,000 0 3,510 1,970 2,790 140,336 132,188 121,283 131,928 General Total Expenditures by Fund 1998-99 1999-00 2000-01 Actual Actual Adopted 2001-02 Adopted 140,336 132,188 121,283 131,928 140,336 132,188 121,283 131,928 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 2.80 2.35 2.35 2.80 2.35 2.35 201 PUBLIC WORKS ENGINEERING SERVICES ' PROGRAM OVERVIEW The Engineering Division provides design and construction administration for all capital improvement programs including streets, buildings, parks, utilities, and pavement maintenance. The Division reviews plans for all private developments including residential, commercial and industrial to ensure conformance with City standards. Inspection services ensure compliance with city standards on all public and private projects. SERVICE OBJECTIVES Respond to public inquiries or complaints in a timely manner. Ensure that all public improvements are construct~ in accordance with City standards. Place safety of the general public, City employees and workers as the highest priority on construction sites. Minimization of injury accidents and prevention of fatalities is safety goal. Maintain infrastructure at the least possible cost by selecting the program to yield the best benefit/cost ratio. Continue to expand GIS system. 202 ENGINEERING SERVICES 8100 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Expenditures by Category Total 1998-99 1999-00 2000-01 2001-02 Aem~ Actual Adopted Adopted 360,086 365,864 418,309 420,642 22,15'6 22,595 26,100 24,800 11,399 28,507 85,400 111,400 2,821 0 0 0 103,645 98,098 56,570 57,980 500,107 515,064 586379 614,822 F~cpenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 500,107 515,064 586,379 614,822 500,107 515,064 586379 614,822 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 4.75 4.75 5.75 4.78 4.75 8.75 203 PUBLIC WORKS SERVICE CENTER PROGRAM OVERVIEW Administer the operations of the public works field operations including streets, facilities, and grounds divisions, and provides administration for 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, and streetlights. Maintain record of all complaints and requests for services by tracking responses through computer programs. Maintain productivity units of measure for each task performed by employee and activity center. Asset in the administration of the Elmwood work furlough program to assist in daily cleanup tasks in the City. 2O4 SERVICE CENTER 8200 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted Total 815,636 408,846 373,337 333,097 40,963 46,618 37,500 35,125 19,380 21,506 22,000 113,000 0 0 0 0 507,560 442,595 402,600 391,880 1,383,539 919,565 835,437 873,102 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 1,383,539 919,565 835,437 873,102 1,383,539 919,565 835,437 873,102 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 2.15 2.20 2.20 2.15 2.20 2.20 -- 205 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, 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 Tasks: landscape maintenance, aerating, fertilizing, weeding, etc. Semi-Annual Tasks: priming and spraying trees and shrubs; 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. Contract restroom cleaning at the following sites: Linch Vista, Monta Vista, Portal, Wilson, McClellan Ranch, Memorial, Jollyman, and Creekside Parks. 206 GROUNDS 8300 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Total Full-time Total Expenditures by Category 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 971,464 1,147,674' 1,162,520 1,198,033 537,891 532,101 579,580 635,425 153,678 231,261 150,600 230,000 210,769 296,827 248,200 210,000 56,700 80,075 136,450 152,400 1,930,502 2,287,938 2,277,350 2,425,858 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 1,930,502 2,287,938 2,277,350 2,425,858 1,930,502 2,287,938 2,277,350 2,425,858 Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 19.10 18.50 18.50 19.10 18.50 18.50 _ 207 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 scaling and improving the structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-m- date computerized pavement management program that assists in developing priorities and providing future planning for scheduling road improvements and maintaining all the streets in the community. Cleanup of storm drain inlets 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 526 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 street, 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, priming, and fertilizing in the commercial areas. Contract for major tree maintenance. Administer the weekday and weekend Elmwood work furlough program. 208 STRF ETS 8400 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Expenditures by Category Total 1998-99 1999-00 2000-01 2001-02 Acmal Actual Adopted Adopted 761,350 1,161,300 1,342,603 1,449,322 235,554 308,871 264,150 313,700 1,087,043 3,545,757 1,242,500 746,500 94,131 141,756 212,500 81,500 41,480 134,485 223,550 260,860 2,219,558 5,292,169 3,285,303 2,851,882 Environmental Management Gas Tax General Fund Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 83,683 0 0 0 1,469,195 4,069,641 1,788,554 1,442,896 666,680 1,222,528 1,496,749 1,408,986 2,219,558 5,292,169 3,285,303 2,851,882 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 19.35 22.35 22.35 19.35 22.35 2235 209 PUBLIC WORKS FACILITIES PROGRAM OVERVIEW Provides maintenance and mechanical services to all public buildings. These include 11 City- owned buildings, nine single standing restroom facilities equipment. Administers the janitorial contract, alarm system, and the maintenance of building equipment at all City facilities and special projects. Maintains pond pumps at four 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 City communication system and telephone system. Maintain and operate all City owned fountains. 210 FACILITIES 8500 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Sports Center Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 285,563 391,743 501,890 529,778 352,624 329,421 504,660 603,700 310,546 358,412 393,000 541,600 459,287 495,566 502,400 243,000 420 0 25,290 18,380 1,408,440 1,575,142 1,927,240 1,936,458 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 1,186,827 1,388,711 1,771,692 1,753,531 222,153 186,431 155,548 182,927 1,408,980 1,575,142 1,927,240 1,936,458 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 3.50 7.40 7.40 3.50 7.40 7.40 211 PUBLIC WORKS TRANSPORTA~ON 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 sU'eet improvements. Staff, with support of consultants, is designing and building capital improvements projects for the transportation system. For traffic signals, they are implementing adaptive traffic signals control system, ramp meter-arterial traffic signal intereonneetion, and Silicon Valley Smart Corridor. For bikeways, they are implementing San Tomas Aquino-Saratoga Creek Trail and Foothill Boulevard Bike Lanes, Bollinger Bike Lanes, and Wolfe Road Bike Lanes. They will complete feasibility studies on the Mary Avenue Bicycle Footbridge and the Union Pacific Railroad Trail. SERVICE OBJECTIVES Ensure the efficiency and safety of the street system through continual observation of traffic signals and other traffic control devices. Review traffic collision reports periodically, traffic flow patterns annually, intersection levels of service annually, and neighborhood traffic issues as needed. Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and traffic efficiency at city boundaries. Continue training personnel in traffic engineering by encouraging attendance at classes and seminars at least once a year. Maintain the level of service on the traffic control systems by monitoring traffic volumes at least once per year and updating the traffic signal timing patterns more frequently. 212 TRANSPORTATION 8600 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Total Full-time Total Expenditures by Category 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 451,163 490,076 501,698 525,107 116,482 131,966 143,250 191,250 104,950 142,041 164,495 214,250 206,316 86,906 137,384 140,000 15,940 45,865 31,970 32,470 894,851 896,854 978,797 1,103,077 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 894,851 896,854 978,797 1,103,077 894,851 896,854 978,797 1,103,077 Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 8.85 5~35 5.35 8.85 5.35 5.35 213 PUBLIC WORKS GENERAL SERVICES PROGRAM OVERVIEW Provides maintenance and service to all vehicles (85), rolling stock (30), trailers (12), riding mowers (10), and all power equipment (120). Maintains 3,201 city-owned streetlights, parking lot lights, and park lights. Assets the Facilities Department for outside lighting systems. Responsible for handling of hazardous waste and materials and responding to non-point source spills. Maintains above and below ground fuel tanks. Maintains the complete Service Center yard maintenance. Perform fabrication, welding and repair of metal parts and equipment for city vehicles, apparatus, structures and facilities. Respond to USA underground locates, and mark city owned utilities. Responsible for writing of specifications and bidding process for major purchasing of tmc~, tractors, and other equipment also administration of street sweeping and storm drain contracts. Responsible for all hazardous waste records manifests and reports. SERVICE OBJECTIVES Maintain the city streetlight system for a safe environment and by responding to outages within five working days of first notice. Maintain city vehicles and equipment for general maintenance and safety. Maintain city park and parking lot lights for a safe environment. Strive for a safe and clean working environment for the public and employees at the Service Center Maintenance yard. Repair vandalized, broken and worn metal equipment for safety. 214 GENERAl, SERVICES 8800 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Equipment Maintainence Expenditures by Category Total 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 201,471 255,699 294,447 316,810 476,829 419,729 757,797 467,000 75,983 60,556 129,750 124,000 57,530 60,737 62,000 70,000 0 298,246 20,540 399,796 811,813 1,094,967 1,264,534 1,377,606 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 210,984 403,893 410,300 469,327 600,829 691,074 854,234 908,279 811,813 1,094,967 1,264,534 1,377,606 Full-time Total Personnel Summary 1999-00 2000-01 2001-02 Actual Adopted Adopted 3.50 4.10 4.10 3.50 4.10 4.10 215 PUBLIC WORKS 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 OBYECTIVES Obtain quality equipment through competitive bidding. CAPITAL OUTLAY Replacement Fund Purchase Chipper Truck (26,000 GVWR) Truck ',/, Ton #31 Truck '/i Ton #32 Mini-Truck #58 Stump Grinder Attachment Walk Behind Mower (1) Welding Furnace Wire Feed Welder $60,000 24,000 24,000 19,000 I0,000 6,000 4,000 1,000 Total $148,000 New Equipment Purchase Leaf Machine Carpet Cleaner Truck Mounted Radios (10) Ditch Witch Gofer Air Powered Prtming System Broom Attachment John Deere $46,000 5,500 5,000 4,500 2,500 1,500 Total $65,000 216 FIXED ASSETS ACQUISITION 9820 PUBLIC WORKS Capital Outlay Total 1.998-99 Acm~ Expenditures by Category 1999-00 2000-01 Actual Adopted 2001-02 Adopted 571,500 582,191 438,500 213,000 Equipment Maintenance Total 571300 582,191 438,500 213,000 Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 571,500 582,191 438,500 213,000 Full-time Total 571300 582,191 438300 213,000 Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 217 NOTES 218 Non- Departmental 219 NOTES 220 INTERFUND TRANSFERS 0100 OPERATING TRANSFER OUT GENERAL FUND PARK DEDICATION FUND BLACKBERRY FARM SPORTS CENTER RECREATION PROGRAMS SENIOR CENTER DEBT SERVICE 5301 FACILITY CORP. 5304 VALLCO AD 74-3 5305 VALLCO AD 74-4 5306 TRAFFIC IMPACT TOTAL NON-DEPARTMENTAL Expenditures by Division 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Proposed 18,541,170 9,259,514 11,786,000 8,797,000 375,000 400,000 1,700,000 1,500,000 150,000 175,000 175,000 175,000 0 435,000 0 0 250,000 75,000 200,000 200,000 0 75,000 0 50,000 19,316,170 10,419,514 13,861,000 10,722,000 4,947,333 4,953,361 4,963,000 4,956,000 121,407 119,230 120,000 119,000 72,354 72,733 76,000 0 37,803 36,181 37,000 41,000 5,178,897 5,181,505 5,196,000 5,116,000 24,495,067 15,601,019 19,057}000 15,838,000 -- 221 NONDEPARTMENTAL INTERFUND TRANSFERS PROGRAM OVERVIEW Interfund transfers represent transfers of monies between various funds. These transfers provide additional resources to the receiving fund to support operating and capital project costs. For the 2001-02 fiscal year, budget activity accounts have been established for the following transfers: Funding from the General Fund for capital improvements in the Capital Project Fund: $1000 for park renovations; $131,000 for the San Thomas/Saratoga Creek Trail; $1,800,000 for the library project, $50,000 for safe routes to school and $100,000 for the skatepark Project. Funding from the General Fund to the Debt Service Fund in the amount of $4,671,000 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 from the General Fund to the Management Information Systems Fund in the amount of $270,000 which provides for new technology equipment. 4. Funding from the General Fund to the Equipment Fund in the amount of $48,000 to provide for new equipment for park, street and tree maintenance. 5. Funding from the General Fund to the Gas Tax Fund in the amount of $1,722,000 to provide for costs associated with the street projects. 6. Funding from the Park Dedication Fund to the General Fund in the amount of $1,500,000 to provide for payback of advances on parkland. 7. Funding from the General Fund to the Leadership Cupertino Fund in the amount of $5,000 to augment the existing program. 8. Funding from the Blackberry i:arm Enterprise Fund to the General Fund in the amount of $175,000 to provide for partial payment of debt service. 9. Funding from the Recreation Program Fund to the General Fund in the amount of $200,000 to provide for partial payment of debt service. 10. Funding from the Senior Center Fund to the General Fund in the amount of $50,000 to provide for partial payment of debt service. 222 INTERFUND TRANSFERS 0100 INTERFUND TRANSFERS Operating Transfers Out Total 1998-99 Actual Expenditures by Category 1999-00 2000-01 Actual Adopted 19,316,170 '10,419,514 13,861,000 19,316,170 10,419,514 13,861,000 2001-02 Adopted 10,722,000 10,722,000 General Park Dedication Blackberry Farm Sports Center Recreation Fund Senior Center Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 18,541,170 9,259,514 11,786,000 8,797,000 375,000 400,000 1,700,000 1,500,000 150,000 175,000 175,000 175,000 0 435,000 0 0 250,000 75,000 200,000 200,000 0 75,000 0 50,000 19,316,170 10,419,514 13,861,000 10,722,000 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 223 NONDEPARTMENTAL DEBT SERVICE PROGRAM OVERVIEW The Debt Service Program provides for the payment of principal and interest obligations and associated administrative costs incurred with the issuance of debt instruments for the City and the Public Facility Corporation. The budget includes funding .for the following debt service payments: 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 $2,375,000 towards an outstanding balance of $44,745,000. The COPs were issued in fiscal year 1992/93 to refinance older debt and lock in lower interest rates. The majority of the borrowings occun'ed in early 1990 to acquire additional park real estate and expand community facilities. A breakdown of the capital acquisitions follows: · Increased 90 acres of park real estate to 190 acres, a 111% increase; · Increased 26,031 sq fi of recreation building space to 84,460 sq fi, 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 a guarantee or directly liable for the debt. 224 DEBT SERVICE 5301-5306 DEBT SERVICE Expenditures by Category Debt Service/Other Total 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 5,178,897 5,180,953 5,196,000 5,116,000 5,178,897 5,180,953 5,196,000 5,116,000 Facilities Corp. Traffic Impact Vallco Park Bond 74-3 Vallco Park Bond 74-4 Total Expenditures by Fund 1998-99 1999-00 2000-01 2001-02 Actual Actual Adopted Adopted 4,947,333 4,953,361 4,963,000 4,956,000 37,803 36,181 37,000 41,000 121,407 119,230 120,000 119,000 72,354 72,181 76,000 0 5,178,897 5,180,953 5,196,000 5,116,000 Full-time Total Personnel Summary 1999-00 2000-01 Actual Adopted 2001-02 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 225 NOTES 22~ Five Year Capital Improvements Program Fiscal Years 2001-02 to 2005-06 227 Fund 9100 420-9108 420-9115 560-9112 280-9213 420-9 425-9313 93O0 420-9118 420-9117 420-9116 9200 423-9222 420- 420- 420-9216 560-9105 420-9219 426-9212 9400 270-9430 270- 9600 270-9443 270-9448 270-9449 270-9446 270-9447 270-9440 Description Current 2000-01 Proposed Five Year Capital Improvement Program 2001-02 2002-03 2003-04 2004-05 2005-06 Parks Park Renovation Program Skate Park Blackberry/McClellan Ranch Master Plan McClellan Ranch Park Immprovement Portal Park Improvements Four Seasons Park/Public Art Total 243,000 100,000 150,000 493,000 350,000 212,000 430,000 390,000 t,382,000 0 0 0 0 Trails Union Pacific RR Trail Feasibility/De Anza Stevens Creek Trail Master Plan San Tomas Aquino/Saratoga Creek Trail Total 202,000 150,000 220,000 572,000 420,000 420,000 0 0 0 0 Buildings Library Civic Center Improvements Civic Center Plaza Service Center Expansion Blackberry Farm Improvements Animal Control Facility Sports Center Building Total 2,300,000 1,200,000 15,500,000 200,000 1,500,000 800,000 100,000 900,000 376,000 175,000 175,000 175,000 '200,000 200,000 500,000 20,000 400,000 4,000,000 3,371,000 2,075,000 22,075,000 1,000,000 200,000 200,000 200,000 Streets Stevens Canyon Road Widening Pavement Management Total 100,000 1,200,000 1,500,000 750,000 750,000 750,000 100,000 2,700,000 750,000 750,000 750,000 750,000 750,000 Pedestrian/Bicycle Facilities Bollinger Bike Lanes/Calabazas Cr. Bridge Sidewalk Gaps in Unimproved Areas Foothill Blvd Bike Lanes Mary Avenue Bicycle Footbridge DeAnza/Stev Creek Crosswalk Enhanc. Mary Avenue Crosswalk/Parking Wolfe Bike Faciltiy Improvements Total 365,000 41,000 200,000 13,000 225,000 844,000 243,000 75,000 210,000 400,000 400,000 187,000 1,515,000 75,000 3,100,000 75,000 75,000 3,175,000 75,000 75,000 0 I I I I I I I I I I I I J J J 1 I I Description Fund Current 2000-01 Proposed Five Year Capital Improvement Program 200t -02 2002-03 2003-04 2004-05 2005-06 950O 420-9541 270-9435 270-9444 270-9531 420-9535 420-9534 420-9533 420-9229 420-9528 270-9431 Vadous 420- 9700 210-9612 215-9620 Traffic Facilities Safe Routes to SchooI-Monta Vista Neighborhood Traffic Calming Measures Bubb/McClellan Intersection Modification Ramp Meter DeAnza and 280/85 Adaptive Traffic Signals Control System De Anza Advance Traffic Management System Hazard Elimination Safety Program Projects Arterial Management (Generation 1.5) 280/Wolfe Traffic Safety Improvments Steven Creek BI/Blaney Traffic Signal Mod. Traffic Signal Upgrades Safe Routes to School-Cupertino High Total Storm Drainage Minor Storm Drain Improvements Monta Vista Storm Drainage Syst. Total Total Capital Improve. Prog. TotalOutslde Revenue Shaft 400,000 66,500 50,000 500,000 700,000 400,000 110,000 300,000 135,000 75,000 2,736,500 70,000 150,000 300,000 500,000 290,000 365,000 150,000 360,000 500,000 2,465,000 150,000 0 0 75,000 75,000 75,000 75,000 1,030,000 75,000 70,000 1,105,000 75,000 75,000 75,000 75,000 8,186,500 3,359,000 11,662,000 26,225,000 1,900,000 1,100,000 4,494,000 2,920,000 0 0 1,025,000 0 Net City Funding 4,827,500 7,166,000 23,305,000 1,900,000 1,100,000 1,025,000 Fund 9100 9300 420-9118 420-9116 9400 270-8404 9500 420-9541 270-9531 420-9535 420-9534 420-9533 420-9229 420-9528 Various 9600 270-9443 270-9448 270-9449 270-9440 REVENUE Proposed Five Year Capital Improvement Program Description Funding Source Current 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 Parks Portal Park Improvements Four Seasons Park/Public Art Total Trails Union Pacific RR Trail Feasibility/De Anza San Thomas AquinolSaratoga Trail/Bicycle Ways Total Streets Pavement Management Total Traffic Facilitiee Safe Routes to SchooI-Monta Vista Ramp Meter DeAnza and 280~85 Adaptive Traffic Signals Control System De Anza Advance Traffic Management Sys. Hazard Elimination Safety Program Projects Arterial Management (Generation 1.5) 280/Wolfe Traffic Safety Improvments Traffic Signal Upgrades Safe Routes to School-Cupertino High Total Pedestrian/Bicycle Facilitiee Bollinger Bike Lanes/Calabazas Cr. Bridge Foothill Blvd Bike Lanes Mary Avenue Bicycle Footbridge Wolfe Bike Faciltiy Improvements Total State Bond Act Prop. 12 Developer Measure B & Other Cities Measure B&Trans. Fund for Clean Air(TFCA) Trans. Equity Act for the 21st Century (TEA-21) Safe Routes to School (SRS) Surface Tran. Prog./Congestion Mitigation & Air Quality Improvements (STP/CMAQ) STP/CMAQ STP/CMAQ Hazard Elimination Safety Program (HES) TFCA HES HES SRS TFCA & Transportation Development Act (TDA) TFCA Measure B & Governor TDA/TFCA 429,000 140,000 0 569,000 0 0 0 0 182,000 125,000 305,000 307,000 305,000 0 0 0 0 830,000 0 830,000 0 0 0 0 360,000 500,000 700,000 300,000 400,000 500,000 67,000 293,000 300,000 135,000 365,000 360,000 450,000 2,462,000 2,268,000 0 140,000 57,000 25,000 125,000 200,000 340,000 2,920,000 225,000 590,000 522,000 2,920,000 0 0 TOT," -'JTSI~- -EVE ..... SHA-' 3,3~'' ""0 4,'" '~00 ? '~"'~ 000 (' I I i_ } I I I I ] I I I I I ~ 1 I I I I Fund Description Current 2000-01 Unfunded Five Year Capital Improvement Program 2OOl -02 2002-03 2003-04 2004-05 2005-06 9100 420-9 9200 420- 420- 94O0 9500 420- 420- Parks Wilson Park Improvements Buildings Teen Center City Hall Conference/Lobby Streets McClellan Rd (Orange to Linda Vista) McClellan Rd/Stelling to DeAnza Traffic Facilities Intel. Trans. Sys. West Integrated Traffic Count Sta. Upgrade 800,000 0 0 0 0 0 0 50,000 0 0 0 0 160,000 0 0 0 0 0 0 0 0 0 0 160,000 50,000 0 0 0 0 0 250,000 2,250,000 0 0 150,000 950,000 0 0 0 150,000 1,200,000 2,250,000 0 50,000 0 0 0 0 125,000 0 0 0 0 175,000 0 0 0 0 Total Unfunded Projects 0 1,135,000 200,000 1,200,000 2,250,000 0* SUMMARY FIVE YEAR PROGRAM FIVEYEAR 01-02 02-03 03-04 04-05 05-06 TOTAL SUMMARY OF FUNDING SOURCES GF=GENERAL FUND 3,961,000 22,125,000 875,000 75,000 0 27,036,00(~ RC=BLACKBERRY FARM 175,000 175,000 200,000 200,000 200,000 950,00(] ST--GAS TAX 2.700.000 750,000 750.000 750.000 750.000 5,700,00~ El=ENVIRONMENTAL IMPACT 0 0 0 0 0 (3 PD=PARK DEDICATION 0 0 0 0 0 (; SD=STORM DRAIN 1,105,000 75,000 75,000 75,000 75,000 1.405.00C RA=RESERVE ACCOUNT 0 0 0 0 0 (~ TG=TRANSPORTATION GRANT FUND 3,152,000 3,100,000 0 0 0 6,252,00G PS= PARK GRANT 429,000 DV=DEVELOPER CONTRIBUTION 140,000 TOTALg 11,662,000 26,225,000 1.900,000 t .100.000 t .025.000 41.343.00(] SUMMARY OF PROGRAMS PARKS 1,382,000 0 0 0 0 1,382.000 TRAIL~ 420,000 0 0 0 0 420,000 BUILDINGS 2,075,000 22,075,000 1,000,000 200,000 200,000 25,550,000 STREETS 2,700,000 750,000 750.000 750,000 750,000 5,700,000 TRAFFIC FACILITIE~ 2,465.000 150.000 0 0 0 2,615,000 STORM DRAIN 1,105,000 75,000 75,000 75,000 75,000 1,405,000 PEDESTRIAN/BICYCLES FAClUTI ES 1,515,000 3,175,000 75,000 75,000 0 4,840,000 TOTALS 11,662,000 26,225,000 1,900,000 1,100,000 1,025,000 41,912,00(3 SUMMARY OF OPERATING MAINTENANCE OM--OPERATING MAINTENANCE 0 132,000 136,500 391.000 405,500 PARKS SUMMARY FIVE YEAR PROGRAM U..ROGR^MUEO 01'02 02'03 03'04 04'05 05-06 CURRENT OOLLARE SUMMARY OF FUNDING SOURCES GF--GENERAL FUND 813.000 RC=BLACKBERRY FARM GT=GAS TAX El=ENVIRONMENTAL IMPACT PD--PARK DEDICATION SD---STORM DRAIN RA--RESERVE ACCOUNT TG=TRANSPORTATION GRAND FUND PG= PARK GRANT 429,000 DV=DEVELOPER CONTRIBUTION 140,000 PARKS TOTAL 1,382,000 0 0 0 0 SUMMARY OF PROGRAMS SKATE PARK 350,000 MCCLELLAN RANCH PARK IMPROVEMENTS 212,000 PORTAL PARK IMPROVEMENTS 430,000 FOUR SEASONS PARK/PUBLIC ART 390.000 TOTAL 1,382,000 0 0 0 0 SUMMARY OF OPERATING MAINTENANCE OM--OPERATING MAINTENANCE 130.000 134,000 138,000 142,000 PARKS FIVE YEAR PROGRAM UNPROGRAMMED 01-02 FD 02-03 FD 03-04 FD 04-05 FD 05-06 FD CURRENT DOLLARS SKATE PARK Develop an unllghled fac, lay fo~ ~.ateboarding and in-llne ~,ating with ~ Ind restroom$. P&rking may aWO be needed. Construotlon Cost 350,000 GF Operating & Maintenance Cost 130,000 OM 134,000 OM 138,000 OM 142.000 OM McCLELLAN RANCH PARK IMPROVEMENTS Continuing effod to upgrade fac~llles at McClelan Ranch. Necessery. Impmvemenls will be Idealilied thru the master plan process now underway. Prolect Cost 212,000 GF PORTAL PARK IMPROVEMENTS Renovallona lo ul~Fade 1:4ay area and olher land~oed area~ Io current Project Cost State Bond Act Prop. 12 429,000 PG City's Share 1,000 GF FOUR SEASONS PARK/PUBLIC ART Soulhesl cerner 5'tevana Creek BI. & DeAnza develo~3mant of a Park wtlh public ad and gateway feature In co~uncltlon with Ihs Kknplon Hotel and Prome~'~eul Apertmanl project. Prolect Cost 250,0O0 GF 140,000 DV TRAILS SUMMARY FIVE YEAR PROGRAM UNPROGRAMMED · 01-02 02-03 03-04 04-05 0,5-06 CURRENT DOLLAR--¢ ISUMMARY OF FUNDING SOURCES GF---GENERAL FUND 115.000 RC=BLACKBERRY FARM GT--GAG TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD--STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND 305.000 PAR KS TOTAL 420,000 0 0 0 0 !SUMMARY OF PROGRAMS SAN TOMAS AQUINO/SARATOGA CREEK TRAIL 420,000 TOTAL 420,000 0 0 0 BuMMARY OF OPERATING MAINTENANCE OM--OPERATING MAINTENANCE 2.000 2.500 3.000 3.500 TRAILS FIVE YEAR PROGRAM iUNPROGRAMMED 01-02 FD 02-03 FD 03-04 FD 04-05 FD 05-06 FD CURRENT DOLLARS SAN TOMAS AQUlNO / SARATOGA CREEK TRAIL 9437 Develop reach 5 of regional trail On Tantau and Barnhart and near LawTence Ex~'essway. Phase II In 01-02 Includes; bfk:lge across and path near Saratoga Creek from San~T~gt(m ~dge to Samhan. Project Cost Transportation Grant Fund Sham 305,000 TG City'e Share 115,(300 GF Maintenance Cost 2,000 OM 2,500 OM 3,000 OM 3,500 OM BUILDINGS SUMMARY FIVE YEAR PROGRAM UNPROO.^MM;D '! 01-02 02-03 03-04 04-05 05'06 CURRENT DOLLARS SUMMARY OF FUNDING SOURCES GF=GENERAL FUND 1,900,000 21,900,000 800,000 RC=BLACKBERRY FARM 175,000 175,000 200,000 200,000 200.000 GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND BUILDINGS TOTAL 2,075,000 22,075,000 1,000,000 200,000 200,000 SUMMARY OF PROGRAMS LIBRARY 1,200,000 15,500,000 BLACKBERRY FARM IMPROVEMENTS 175.000 175,000 200,000 200,000 200.000 ~PORT~ CENTER BUILDING 400.000 4,000.000 CIVIC CENTER IMPROVEMENTS 200,000 1,500,000 800,000 CIVIC CENTER PLAZA 100,000 900,000 TOTAL 2,075,000 22,075,000 1,000,000 200,000 200,000 SUMMARY OF OPERATING MAINTENANCE OM--OPERATING MAINTENANCE 250,000 260,00~ BUILDINGS FIVE YEAR PROGRAM UNPROGRAMMED 01-02 FD 02-03 FD 03-04 FD 04-05 FD 05-06 FD CURRENT DOLLARS LIBRARY 9222 Construction of a new 60,000 $.F. Slale o~ the A~t Public Llxery in the Civic Center. Design & Construction Management Cost 1,200,000 GF Construction Co~t 15,500,000 GF Melntenanc® Coat 250,000 OM 260,000 OMI, BLACKBERRY FARM IMPROVEMENTS 910; In order to br~ Blac~ Fam~ up to currant codec ~ re~a~ Oommerclal~ oompelRIv~, Ngnlflcant Im~'ov~me~ta to existing structures and facallles must be made over the nex~ several year~. Funding ~eme~ from excess Prolect Cost 175,000 RC 175,000 RC 200,000 RC 200,000 RC 200,000 RC SPORTS CENTER BUILDING 9212 advilc~/comm~tel will re~mtmend eotteelX Ex' the design and function Design Goat 400,000 GF Construction Cost 4,000,000 GF BUILDINGS FIVE YEAR PROGRAM UNPROGRAMMED 01'02 FD 02-03 FD 03'04 FD 04'05 FD 05'06 FD CURRENT DOLLARS CIVIC CENTER IMPROVEMENTS In a3njunclion w#h new ll~a~/I~ i~ovlde a meel~confemnce facilily for assemblies, meetings and olher community ever, ts as well as cembined use with I~orary and Couacil/C~nmladea publ~ meeting. Probcl incluc~ d~sk~ and eo~slructlon of the m-us~ of e~istin~ Counc'll ~hambers fo~ e~q~anded Cily H~II adminlslmlive lunclto~ in 02.03. Design Cost 200,000 GF Construction Cost 1,500,000 GF 800,000 GF CIVIC CENTER PLAZA As par~ o~ olher Civic Cenl~ Imlxovem~nla, Impfov~menl of curr~l Civic Cente~ lawn inlo a mom lunc~lo~al plaz~ ~ gathe~g plac~ to complement th~ new libm~/e~d mlud3M~ ol City I-~11. Design Cost 100,000 GF Construction Cost 900,000 GF STREETS SUMMARY FIVE YEAR PROGRAM u.P.oo.^,~MEo 01-02 02-03 03-04 04-05 05-06 CURRENT DOLLARS SUMMARY OF FUNDING SOURCES G F-..................~G E N E R AL FUND RC=BLACKBERRY FARM GT---GA$ TAX 2,700,000 750,000 750,000 750,000 750,00(; El=ENVIRONMENTAL IMPACT PD--PARK DEDICATION SD---STORM DRAIN RA=RESERVE ACCOUNT TG--TRANSPORTATION GRANT FUND ~TREET~ TOTAL 2,700,000 750,000 750,050 750,000 750,00(] SUMMARY OF PROGRAMS STEVENS CANYON ROAD WIDENING 1,200,000 PAVEMENT MANAGEMENT 1,500,000 750,000 750,000 750,000 750,000' TOTAL ............................................................................................................ SUMMARY 2.?oo,ooo ?$o,ooo 7so,ooo ?so,ooo ?so,ooo OF OPERATING MAINTENANCE OM--OPERATING MAINTENANCE STREETS FIVE YEAR PROGRAM UNPROGRAMMEO 01'02 FD 02-03 FD 03'04 FD 04'05 FD 05-06 FD CURRENT DOLLARS STEVENS CANYON ROAD WIDENING Pavemeflt Jmprovemoflt$ ofld min~ drainage, cu~os and othm' enhancements to Ioflgthofl the fifo of the roecMy and to peovk:M for a uflifofm street cross-section Irom Sanla Lucia Road Io tho County Park entrance. Project Coot 1,200,000 GT PAVEMENT MANAGEMENT Annual Clly furJding of $750,000. Actual PM$ backlog lo $1,540,000, Addllloflal Omni funding wffl be oought off an annual beale kw tho shod fall In rne backlog, Project Cost 1,500,000 GT 750,000 GT 750,000 GT 750,000 GT 750,000 GT TRAFFIC FACILITIES SUMMARY FIVE YEAR PROGRAM U.PROOR^MMED 01-02 0Z-03 03-04 04-05 05-06 CURRENT DOLLARS SUMMARY OF FUNDING SOURCES CF=GENERAL FUND 200,000 150,000 RC=BLACKBERRY FARM GT--GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND 2,265,000 STREETS TOTAL 2,465,000 150,000 0 0 0 SUMMARY OF PROGRAMS NEIGHBORHOOD TRAFFIC CALMING MEASURES 150,000 150,000 ADAPTIVE TRAFFIC SIGNALS CONTROL SYS. 300,000 DE ANZA ADV. TRAFF MANAGEMENT SYS. S00,000 HAZARD ELIMINATION SAFETY GRANT PROG. PROJ, 290,000 280/WOLFE TRAFF. SAFETY IMPROV. 365,000 TRAFFIC SIGNAL UPGRADE~ 360,000 SAFE ROUTES TO SCHOOL-CUP. HIGH 500,000 TOTAL 2,465,000 t50,000 0 0 0 SUMMARY OF OPERATING MAINTENANCE , OM=OPERATING MAINTENANCE TRAFFIC FACILITIES FIVE YEAR PROGRAM UNPROGRAMMED 01-02 FO 02-03 FD 03-04 FD 04-05 FD 05-06 FD CURRENT DOLLARS NEIGHBORHOOD TRAFFIC CALMING MEASURES 9435 Instaa traffic calming measures In nelghbon'~ood$ at request of residents. Project Cost. 150,000 Gl: 150,000 GF ADAPTIVE TRAFFIC SIGNALS CONTROL SYSTEM Adaptively Impl~m~nl tmfl~ .lgnll tlmlng~ on D~ Anzl, 6l~Jnl Cre~k, Wolfe end Hol'ne~lead. Iml:x'ove~ Irllfflc ftowl, Project Co8ts 300,000 TG DE ANZA ADVANCE TRAFFIC MANAGEMEN'I SYSTEM Depk)y Int®lllgenl Trane&lion Sy. lems (ITS) hardware and Ioftwam for De ,~nza to link wlth Silicon Valley Smart ~. Project Co.t~ 500,000 TG HAZARD ELIMINATION SAFETY GRANT PROGRAMS PROJECTS Improves Irafflc flow and congestion on a~lerlals and Intersections at various Project Costs 290,000 TG TRAFFIC FACILITIES FIVE YEAR PROGRAM U.PROOR^MMED 01-02 FD 02-03 Fl:) 03-04 FD 04-05 FD 05-0§ FD CURRENT DOLLARS 280/WOLFE TRAFFIC SAFETY IMPROVEMENTS 9528 Imlxovemanls fm traffic 0~ aderial and ramps at interchange. Project Cost~ 365,000 TG TRAFFIC SIGNAL UPGRADES Tralf'c signal upgrades at various Iocati~s. Stalling Corridor - 420-9536 Bubb Corridor - 420-9537 Pruneridge Corridor - 420-9538 Wolfe/Pruneridge - 420-9539 SR85/Stevene Creek Blvd. - 270-9532 Projects Costs 360,000 TG BAFE ROUTES TO SCHOOL- CUPERTINO HIGH Implement traffic calming measures near Sedqwlck Elementary, Hyde Middle Sc~xx34 and Cup. High. Improves routes to school for youths. Project Coet~ Transportstion Grant Fund Share 450,000 TG City's Share 50,000 GF