Budget 2005-2006
City
0C
Cupertino
2005-06
CITY OF
CUPEIQ1NO
Citizens
of Cupertino
City
Counei
Citizen Adivisory
Commissions and
Committee:
City Treasurer
Carol Atwood
City Manager
David Knapp
City Attorney
Charles Kilian
Public Infonnaåon Officer
Rick Kitson
DÎrectoro[
Public Works
Ralph Qualls
DÎrectorof
Parks and Recreation
Therese Smilh
Director of
Community Development
Steve Piasecki
Director of
Administrative Service
Carol Atwood
:::
Assistant Director
of Public Works - Eng.
Glenn Goepfert
CityArchitecl
TenyGreene
Recreation Supervisor
Senior Center
Julia Lamy
Recreation Supervisor
Sports Center
Don McCarthy
Building Official
Greg Casteel
City Clerk
Kimberly Smith
IT Manager
Mariyah Serratos
Environmenta
Programs Manager
LaveniaMillar
Public Works
Project Manager
Cannen Lynaugh
Recreation Supervisol
Youth Programs
Christine Hanel
Recreation Supervisor
Blackberry Fann
Mike Q'Dowd
City Planner
CiddyWordel
Human Resources
Director
Sandy Abe
Emergency
Preparedness
Marsha Hovey
Assistant Director
of Public Works· Maint
Bob Rizzo
Recreation Superviso
Quinlan Center
Tom Walters
Finance Director
David Woo
Code
Enforcement
Pub tic Works
Supervisor
Ron Silva
Streets
Supervisor
Diane Mahan
Facilitie~
Supervisor
Jim Davis
Parks
Supervisor
John Bisely
Economic
Development
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2005/06
CITY COUNCIL
-'
Richard Lowenthal
Vice Mayor
Sandra James
Councilmember
Patrick Kwok
Mayor
Dolly Sandoval
Councilmember
Kris Wang
Councilmember
DIRECTORY OF CITY OFFICIALS
David W. Knapp - City Manager
Charles T. Kilian - City Attorney
Carol Atwood - Director of Administrative Services
Rick Kitson - Public Infonnation Officer
Steve Piasecki - Director of Community Development
Ralph Qualls - Director of Public Works
Kimberly Smith - City Clerk
Therese Smith - Director of Parks and Recreation
iii
AUDIT COMMITTEE
Myoung Kang
Dolly Sandoval
Garrett Wade
Kris Wang
Jim Weber
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2005/06
COMMISSIONS AND COMMITTEES
HOUSING COMMISSION
Richard Abdalah
Sarah Hathaway-Feit
Kim Mosleh
Mahesh Nihalani
Frances Seward
FINE ARTS COMMISSION
Martha Bills
Nancy Canter
Robert Harrison
Hema Kundargi
Janet Mohr
PUBLIC SAFETY COMMISSION
Charles Caldwell
Jay Cena
Barry Chang
Nolan Chen
Hugh Riddell
TEEN COMMISSION
Nathaniel Fung
Andrew Grossman
Vrinda Gupta
Cordelia Jiang
Diane Keng
June Kim
Benjamin Lin
N atasha Pradhan
Roya Rahgozar
Apoorva Rajagopal
Rukmani Sahay
Ana Yglesias
Sinan Zafar
BICYCLE PEDESTRIAN COMMISSION
David Greenstein
May Koski
Geoffrey Paulsen
Joseph Walton
James Wiant
PARKS & RECREATION COMMISSION
Rod Brown
Jeanne Bradford
Cary Chien
Frank Jelinch
Roger Peng
TELECOMMUNICATIONS COMMISSION
L. T. Guttadauro
Eric Klein
Charlon McIntosh
Andrew Radle
Steven Ting
LIBRARY COMMISSION
Ronald Miller
Sheila Mohan
Janet Riddell
Katherine Stakey
Susanna Tsai
PLANNING COMMISSION
Angela Chen
Lisa Giefer
Marty Miller
Taghi Saadati
Gilbert Wong
ECONOMIC DEVELOPMENT
Carol Atwood
Angela Chen
Christine Giusiana
Shawna Holmes
Jack Hubby
Sandra James
David Knapp
Richard Lowenthal
Mark McKenna
Steve Piasecki
Ralph Qualls
SENIOR CITIZENS COMMISSION
Estelle Incociati
Christine Kennedy Pierce
Mavis Smith
Linda Walker
Frank Yap
IV
~California Society of
~unicipal Jinance Officers
Certificate of Award
Excellence in Operational Budgeting 2004-05
Presented to
City of Cupertino
This certificate recognizes Excellent Achievement in Operational Budgeting and reflects an outstanding budget document
and the underlying budgeting process through which the budget is implemented.
February 24, 2005
Þ J. tJ~
Agnes Walker
Cbalr, Budgeting & Financial Management
Dedicated to Excellence in Municipal Financial Management
The California Society of Municipal Finance Officers issues annual awards for outstanding
achievement and contributions to the profession. The City of Cupertino received the award
shown above for its 2004-05 annual operating budget. In bestowing this honor, the Society
acknowledges the City for its outstanding presentation of financial and budgetary data.
Our 2005/06 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.05-103
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2005-06 BY RATIFYING ESTIMATES OF REVENUES TO BE
RECEIVED IN EACH FUND AND APPROPRlA TING MONIES THEREFROM FOR
SPECIFIED ACTIVITIES AND ACCOUNTS AND SETTING FORTH
CONDITIONS OF ADMINISTERING SAID BUDGET
WHEREAS, the orderly administration of municipal government is dependent on the
establishment of a sound fiscal policy of maintaining a proper 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 perfonning assigned duties and responsibilities, is likewise dependent
on the monies made available for that purpose; and
WHEREAS, the City Manager has submitted his estimates of anticipated revenues and
fund balances, and has recommended the allocation of monies for specified program activities;
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby adopt the
following sections as a part of its fiscal policy:
Section I: The estimates of available fund balances and anticipated resources to be
received in each of the several funds during fiscal year 2005-06 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.
vi
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 21st day of June 2005, by the following vote:
Vote
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
Kwok, Sandoval, Wang, James
None
Lowenthal
None
ATTEST:
~'~7L
City Clerk I¡-.
THIS IS TO CEFrrIF'I THATiHé WITHIN
INSTRUMENT IS A TRUE AND CORRECT COpy
OF THE ORIGINAL ON FILE IN THIS OFFICE
ATTEST .:::fVy~:Lr .20 Or-
CITY CLERK OF THE CI1Y CUPERTIN
BY
~
vii
TABLE OF CONTENTS
FISCAL YEAR 2005-06
PAGE
TITLE PAGE .
ORGANIZATION CHART. .
DIRECTORY OF CITY OFFICIALS
COMMISSIONS/COMMITTEES
EXCELLENCE IN OPERATIONAL BUDGETING 2004-05
ADOPTED BUDGET RESOLUTION
BUDGET MESSAGE
BUDGET STRATEGIES
Mission Statement.
Financial Values Statements. .
City Council GoalslWork Program.
Services vs. Resources .
Change in Program Levels
Performance Measures
I
11
111
IV
V
VI
I
3
4
5
10
11
12
BUDGET GUIDE
Elements of the Budget Document
Structure of the City's Finances .
The Annual Budget Process . .
Glossary of Budget Terminology .
COMMUNITY PROFILE
History of Cupertino. . .
Community Economic Profile.
15
16
18
19
23
24
FINANCIAL AND PERSONNEL SUMMARIES
Budget Summary. . . . .
Revenue and Expenditure Charts .
Revenue Summary .
Personnel Summary .
Five Year Budget Forecast
Appropriations Limit .
31
32
36
49
57
81
DEPARTMENTAL OPERATING BUDGETS
COUNCIL AND COMMISSIONS
City Council . . . . . .
Telecommunications Commission
Library Commission .
Fine Arts Commission .
Public Safety Commission .
Bicycle and Pedestrian Commission
Parks and Recreation Commission
Teen Commission. .
Senior Commission .
Planning Commission
Housing Commission .
88
90
92
94
96
98
100
102
104
106
108
PAGE
ADMINISTRATION
City Manager .
Community Outreach. .
City Manager Discretionary Fund.
Legal Services.
114
116
118
120
LAW ENFORCEMENT
Law Enforcement .
126
PUBLIC INFORMATION
Community Relations.
Cupertino Scene. .
Government Channel .
City Web site .
132
134
136
138
ADMINISTRATIVE SERVICES
Administration
Economic Development
Accounting
Business Licensing
City Clerk .
Duplicating and Mail Service .
Elections .
Emergency Preparedness .
Human Resources.
Retiree Medical Liability .
Code Enforcement
Insurance Administration .
Information Technology .
144
146
148
ISO
152
154
156
158
160
162
164
166
168
PARKS AND RECREATION
Administration . . .
Cultural Programs/Quinlan Center/Community Hall. . .
Youth and Teen/Monta Vista Recreation Center/Teen Center.
Sports and Physical Recreation
Senior Programs/Senior Center .
Blackberry Farm - Nature Programs
176
178
180
182
184
186
COMMUNITY DEVELOPMENT
Administration
Planning .
Housing Services
Building .
192
194
196
198
PUBLIC WORKS
Administration .
Environmental Programs
Engineering Services
Service Center.
Grounds
Streets .
Facilities .
Transportation.
General Services ..
Fixed Assets Acquisition .
206
208
210
212
214
216
218
220
222
224
PAGE
NON-DEPARTMENT AL OPERATING BUDGETS
Interfund Transfers
Debt Service .
230
232
CAPITAL IMPROVEMENTS
Five Year Capital Improvements Program
235
fml~
____J
.
F
CUPElQ1NO
May 31, 2005
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
As with many parts of the nation that have begun to recover from the recession, Cupertino's
recovery continues to be very slow. Our current fiscal year has shown moderate increases in
sales tax, transient occupancy tax and property tax. However, these monies will be offset by
declines in utility users tax and investment earnings. The State, also recovering slowly, will be
taking another $623,000 from our General Fund.
The budget before you is a "hold the line" budget, which provides the fiscal year 2004/05 level
of service to our community. General Fund operating revenues are still not keeping pace with
our operating expenditures and debt service obligations by approximately $1.5 million per year.
This shortfall will be offset with one-time revenues each of the next three years.
Highlights of the 2005/06 budget include:
:¡.. The mandatory employer's share of the PERS retirement program is up 4.08%, increasing
costs by approximately $400,000 per year;
:¡.. The Sheriff's Office will continue to operate without a DARE program. The Community
Resources Sergeant in charge of our Neighborhood Watch program will be replaced next
month by a non-sworn, part-time coordinator to save the city $140,000 per year. The
second school resource officer funding is contingent on award of the State COPS grant,
with the salary augmented by CUSD and FUHSD;
:¡.. Expanded facilities coming on line for the full year (including the Library and
Community Hall) increasing our maintenance costs by $281,000.
:¡.. Eleven positions are currently frozen with four of these positions unfunded for the next 5
years. This represents a savings of $350,000 per year, which was instrumental in
balancing the budget. I will continue to leave positions vacant wherever it is feasible to
do so. I am filling some vacant positions in the Community Development Department to
restore service levels there.
:¡.. The SCC Library System is working on a plan to stay open six days per week, including
four hours on Saturday and four hours on Sunday. This will ensure that the Library
Excess Hours budget can be used to pay back the FF &E Loan to the Resource Recovery
Fund.
I
Printed on Recycled Paper
~ The savings of $300,000 from the Library Capital Project was transferred back to the crp
reserve and then used to fund the cost of a City Hall Emergency Generator in the
upcoming fiscal year.
In order to provide the high level of service the community expects within the revenues we have
available, we will be presenting to you a city-wide Strategic Plan with your goal setting session
next January. The plan will propose both revenue enhancements/goals and expenditure/program
reductions aimed at providing a balanced budget that can accommodate planned growth for
maintenance of facilities, appropriate staffing levels for high customer service and funding for
future capital projects.
R~'''''J)mi''''
~·~.Knap~
City Manager
2
City of Cupertino
MISSION STATEMENT
The environment within our City is interdependent upon a partnership of City Employees,
Elected Officials, and the Community. To jitrther this partnership, the City of Cupertino has
agreed upon certain basic values within the framework of the City's policies to better serve the
Community.
· Provide prompt, courteous and equitable service that responds to individual needs.
· Treat each customer and employee with respect, dignity, and sensitivity.
· Support and encourage individual professional growth and innovation to enhance customer
service and employee satisfaction.
· Create a positive, professional environment based upon teamwork.
· As a team, it is our objective to provide the highest level of satisfaction in all programs and
services.
We are proud to be part of the City of Cupertino team and will strive to provide the best service
possible.
3
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.
I. Revenue Levels
· To the extent possible, maximize investment yield while maintaining a high level of
liquidity for the City's anticipated capital costs.
· Identify and recommend sources ofrevenue necessary to maintain the services desired by
the community and to maintain the City's quality oflife.
· Perform ongoing evaluations of existing sources of revenue to maximize the City's
revenue base.
· Recover costs of special services through user fees.
· Allocate all internal service charges to appropriate user departments.
· Ensure that Enterprise activities remain self-supporting in the long term.
2. Expenditure Control
· Maintain operating activities at levels which are offset by revenues.
· Evaluate expenditures at the department and project levels to ensure control.
· Reduce costs and improve productivity through the use of efficiency measures.
· Structure debt refinancing to provide the necessary capital while minimizing future debt
service costs.
3. Long-Term Financial Stability
· Ensure ongoing productivity through employee training and retention programs.
· Pursue consolidation of resources and activities with other agencies and jurisdictions
where beneficial.
· Ensure financial planning flexibility by maintaining adequate fund balances and reserves.
· Provide for major maintenance and repair of City buildings and facilities on a timely
basis.
· Provide for infrastructure asset preservation that maximizes the performance of these
assets at minimum life-cycle costs.
· Continually evaluate and implement long-term financial planning including technology
automation, multiple year capital improvement programs, revenue and expenditure
forecasting.
4
BUDGET STRATEGIES
CITY COUNCIL GOALS & WORK PROGRAM
1. Library and Civic Center
);- Refurbish and relocate the Morion to the Civic Center Complex.
);- Design and install the Memorial Grove.
);- Convert Old Council Chamber to conference room.
2. Trails Plan
);- Stevens Creek Corridor Plan
· Continue to work on the corridor plan including:
.:. Pursuing Year-round use.
.:. Incorporating a multi-use trail.
.:. Working with the Cupertino Historical Society on the Center
for Living History.
.:. Reducing the size of the picnic grounds.
.:. Changing the fee collection system.
. Complete the master plan and seek funding to implement it.
);- Regnart Creek Trail.
);- Mary Avenue Pedestrian Footbridge.
3. Parks
);- Stevens Creek Corridor Park
· Complete the Stevens Creek Corridor Master Plan.
· Complete the environmental review for the Stevens Creek
Corridor Master Plan including a review of alternative trail
alignments.
· Support the Cupertino Historical Society in its efforts to create
a Center for Living History.
· Work with the Santa Clara Valley Water District on a
Partnership to complete the riparian planning and
restoration for Stevens Creek Corridor Park.
· Apply for grant funding.
5
Budget Reference
Pages 60, 238
Pages 61,238
Pages 61,238,240
BUDGET STRATEGIES
CITY COUNCIL GOALS & WORK PROGRAM
~ Rancho Rinconada Park
Commence work on a park for the Rancho Rinconada area.
.:. Do community outreach to determine what the park should be.
.:. Budget for the project.
.:. Pursue funding options.
~ Explore the possibility of a neighborhood park in the Homestead
area.
~ Explore the possibility of a Vallco Neighborhood park.
~ Explore the possible purchase of the Sterling Barnhart parcels.
4. Youth Issues
~ Continue to support the Teen Commission.
~ Operate the Teen Center.
5. Pursue "Downtown" Opportunities
~ Implement the streetscape plan for the Crossroads block of
Stevens Creek Boulevard from DeAnza Boulevard to Stelling
Road.
~ Work with the Town Center developer to plan a mixed use
walkable plan.
6. Street Safety - Walkable Community
~ Ensure that "walkable city" concept is present in all City
development/redevelopment projects.
~ Design and build the Mary Avenue Pedestrian Crossing.
6
Budget Reference
Page 237
Page 178,179
Pages 192,193
Pages 192,193,238
BUDGET STRATEGIES
CITY COUNCIL GOALS & WORK PROGRAM
7. Building Community/Unity
~ Continue to offer opportunities and programs to promote
cultural understanding and address the needs of our
diverse community.
~ Continue to identify translation needs in our community.
~ Hold public forums in other languages for major capital
improvement projects as needed.
~ Evaluate methods for communicating (electronically and in
writing) to non-English speaking population regarding crime
prevention, emergency preparedness and civic activities.
~ Plan and implement the Golden Jubilee celebration.
8. Economic Development
~ Encourage, retain and support healthy environment for retail growth.
~ Assist Valleo Fashion Park in their redevelopment efforts.
~ Investigate a revenue enhancement incentive policy component of
review for new development and means to supplement
revenues for non-sales tax generating developments.
~ Evaluate transit/transportation implications of an economic
development strategy.
9. General Plan
~ Complete the General Plan update.
7
Budget Reference
Page 114,130,132,
176
Page 144,190
Page 190,192
BUDGET STRATEGIES
CITY COUNCIL GOALS & WORK PROGRAM
10. Public Safety
~ Review traffic safety issues.
· Complete Safe Routes to School Program.
· Install a traffic signal at McClellan and DeAnza.
· Implement the Street Smarts Program.
· Study the traffic impact of removing the gate at Kim A venue.
· Install the pedestrian crossing at Alves and Stelling.
~ Continue emphasis and expansion of Neighborhood Watch.
~ Establish an eCap Merchant Watch Program.
~ Provide education on red light runners.
~ Continue emphasis on emergency response and preparedness.
· Continue expanding the CERT program.
· Develop high school emergency response training.
· Cupertino Amateur Radio Emergency Services.
· Offer emergency response skills to 6th to Ith grade.
· Develop City evacuation plan.
· Develop emergency response training for business/schools.
· Expand volunteer program.
· Develop and conduct Code Red training for the school
districts in Cupertino.
· Hold a Mandarin CER T .infonnation class to assess interest
in a Mandarin CERT program.
11. Affordable Housing
~ Provide housing opportunities for Cupertino workers.
~ Review Below Market Rate Program criteria.
~ Develop teacher housing assistance program.
~ Perfonn a Nexus study for housing mitigation fees.
~ Pursue an affordable housing project on Cleo Avenue.
8
Budget Reference
Pages 114,124,156,
162,238
Page 194
BUDGET STRATEGIES
CITY COUNCIL GOALS & WORK PROGRAM
12. Annexation
~ Annex individual contiguous parcels when redevelopment
occurs in the Creston neighborhood.
~ Pursue annexation of the land under San Tomas/Saratoga Creek
trail.
~ Develop a comprehensive annexation strategy.
13. Sports Center Building Strategy
~ Work with DACA on a strategy for upgrading the pool and
bath house.
14. School Partnerships
~ Pursue partnership opportunities with the three school districts.
15. Other
~ Provide weekly recycling.
~ Pursue a community shredding/recycling day.
~ Sell surplus City lots.
9
Budget Reference
Page 192
Page 180,237
Page 124,194
Pages 204,206
BUDGET STRATEGIES
SERVICES VS. RESOURCES
The following chart shows how service levels have changed over the past five years. The City's
population has grown from 50,000 to approximately 54,000 and program demand has risen to
106% while there has been a decline in the number of employees available to meet the increased
service levels.
Additional impacts to service levels include a selective hiring freeze, three to three and a half
percent salary cut, unpaid furlough days, deferred maintenance, increased retirement and medical
costs, and new community issues.
Despite these challenges, the overall customer satisfaction rate has remained at 84 to 86%
between 2002 and 2004. Should Cupertino's economic vitality decline and demand for services
continues to increase, it will not be possible to maintain the current satisfaction levels. It is with
this in mind that the City is embarking on a strategic plan to ensure that community needs are
met while maintaining adequate staffing to provide quality services.
TRENDS: SERVICE V. RESOURCES
Program
Demand
106%
Staff
Population
100%
54,000
. 105%
Optimal Base FY 2000
50,000
--------------------------------------------
150
140
1 per 400
130
2000
2001
2002
2003
2004
2005
10
BUDGET STRATEGIES
CHANGE IN PROGRAM LEVELS
The fiscal year 04/05 budget did not fund several new/existing programs. These programs are
listed for your infonnation. To fund any or all of the following would require a reduction of
another budget item. Staff recommends that these programs not be reinstated at this time.
New/Existinl! Prol!rams - Unfunded
Vacant Positions
Leadership Cupertino/TL T
Travel and Conference - citywide
E-Gov Phase II
Community Resource Sergeant
DARE Officers
Cut one issue of the Scene
Cut Cinema at Sundown
Cut 5 C's Support
Cut Attorney Contract Services
Cupertino Day at BBF
Youth/Teen Program Reductions
Senior Center Program Reductions
Summer Concert Series Reductions
CIP - See CIP Unfunded List
Cut Festival Out of Pocket Expense
Cut Public Works Budget
Cut Youth Special Events
Cut Block Party Rec Leaders
Keep Skate Park at Creekside
Reduce Rec StaffUnifonns
Reduce Teen Volunteer Program Support
Cut Trailblazer Children's Races
Reduce Shakespeare
Cut Holiday Tree Lighting
Cut Saturday Drop in Nature Museum
Reduce Translation Services
$511,000 II positions vacant with new budget
20,000
150,000 Funded in FY 05/06
100,000 Funded in FY 05/06
140,000
70,000
6,000
20,000
2,000
20,000
9,000
47,600
56,600
4,500
35,700
100,000 Funded in FY 05/06
2,000
500
6,500
2,500
1,500
800
10,000
1,500
6,000
15,000 $5,000 added back in FY 05/06
II
BUDGET STRATEGIES
PERFORMANCE MEASURES
Department/Description Goal/Objective Actual
Public Information
Access Cupertino Response Time 3 Davs 3 Days
Law Enforcement
Sheriff Response Time Priority I: 5 Minutes Priority I: 5.37
Priority 2: 9 Minutes Priority 2: 8.61
Priority 3: 20 Minutes Prioritv 3: 18.92
Administrative Services
Investment Portfolio Rate of Retum (ROR) Greater than LAIF ROR Greater than LAIF ROR
Accounts Payable Processing 5 Days 1-5 Days
Archival Research Requests 5 Days 1-5 Days
Duplication Requests Routine: I Day I Day
Special: 3 Days 1-3 Days
Recruitments: Qualification Lists to Depts. 60 Days 45-60 Days
Parks and Recreation
Cultural Programs Revenue - 2004/05 $306,000 $372,000*
Youth & Teen Programs Revenue - 2004/05 $725,000 $715,000*
Provide Middle School Dances 8 Dances 10 Dances
Teen Center Membership 274 441
Sports Center Revenue - 2004/05 $2,025,700 $2,426,000*
Sports Center Membership 850 916
Senior Center Revenue - 2004/05 $434,000 $465,000*
Senior Center Membership 3,100 Members 5,004 Members**
Senior Center Volunteer Service 14,000 Hours 15,290 Hours**
Senior Trips 90 36** .
Community Development
Planning Applications 130 165
Building Pennit Applications 1,990 2,252
Building Inspections 17,020 19,243
* Revenues through 6/28/05
** January 2005 through June 2005
12
BUDGET STRATEGIES
PERFORMANCE MEASURES
DepartmentJDescription
Goal/Obiective
Public Works
Street Sweeping
Street Maintenance
Sidewalk Repair/Maintenance
Graffiti Cleanup
Streetli ts Maintenance
696 Curb Miles/Month
W/in 24 Hours of Call
Emergencies: 24 Hours
48 Hours of Call
5 Da s of Call
Community Outreach
Block Leader Captains
Block Parties
Active Neighborhood Watch Groups
Trained Emer enc Res onse Team Members
102
21
73 Groups
634
13
Actual
696 Curb Miles/Month
W/in 24 Hours of Call
Within 24 Hours
48 Hours of Call
5 Da s of Call
160
25
85 Groups
668
NOTES
14
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
tenninology.
ELEMENTS OF THE BUDGET DOCUMENT
The budget document includes the following key elements:
I. Budget Message: The Budget Message is the City Manager's transmittal letter submitting
the budget to the City Council. The Budget Message summarizes the City's current and long-
tenn financial position, highlights new programs and organizational changes addressed in the
budget and outlines both short and long-tenn goals of our city government.
2. 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 2005-
06 operating budget addresses the implementation of these goals and explores various
revenue enhancements and cost reduction measures.
3. Financial Summaries: The Financial Summaries section provides financial infonnation on
projected revenues, expenditures, fund balances and reserves. This section includes the
Budget Summary of Funds as well as detailed fund descriptions and infonnation on all
revenue sources and expenditure projections.
In addition to 2005/06 infonnation, this section includes fund balance trends and detailed
revenues and expenditures projections for the next five years.
This section includes an analysis of all City revenues by category. Our major revenue
projections are based on trends, current economic indicators and other agency input. Sales
tax projections are based on input from our sales tax consultants, industry trends and major
company forecasts. Property tax revenues are projected by the county and adjusted by staff
based on known trends. Park dedication fees are estimated based on current development
projects and other taxes are reviewed monthly and budgets are based on this trend analysis.
4. Departmental Operating Budgets: The Departmental Operating Budgets section details
historical and proposed expenditures by operating department. The City is organized into
eight key operating functions, including the Administration, Law Enforcement, Public
Infonnation, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each department budget includes a summary narrative, financial infonnation
regarding the department and each of its major divisions and personnel infonnation.
15
BUDGET GUIDE
Expenditures for employee compensation are based on negotiated contracts. The materials
category of expenditures are based on trends. Contract services and capital outlay are
justified each year by the departments.
Departmental expenditures are divided into five categories, which include the following charges:
Emplovee Compensation represents pennanent full-time and part-time salary costs, overtime,
PERS retirement, health insurance costs, and other benefits.
Materials represents items purchased for repair and maintenance, operational activities such
as books, uniforms and recreation supplies, and office supplies.
Contract Services represents legal, consulting and other professional services, contract repair
and maintenance, utility charges, training and memberships, equipment rentals, insurance and
employment services.
Capital Outlav represents expenditures for tangible fixed assets including land, buildings,
furniture, equipment and City vehicles.
Debt Service/Other represents principal and interest payments on outstanding debt and
interfund transfers.
5. Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section
details historical and proposed expenditures for the functions of interfund transfers and debt
service.
6. Capital Improvements: The Capital Improvements section details the proposed capital
projects for 2005-06 through 2009- I O. These projects are organized into six categories:
Parks, Buildings, Medians and Overpasses, Streets, Traffic and Storm. The five-year budget
denotes funding sources and a description of each project.
The City Council approves funding of the Capital Improvements on a yearly basis.
STRUCTURE OF THE CITY'S FINANCES
The City's finances are structured in a variety of funds that are the basic accounting and reporting
entities in governmental accounting. The funds that comprise the 2005-06 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:
16
BUDGET GUIDE
GOVERNMENTAL FUNDS
Goven1mental 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, Stonn Drain, Environmental
Management and Leadership Cupertino funds. The use of Special Revenue Fund resources is
legally restricted for specific purposes.
Federal Grant Funds include the Federal Housing and Community Development Block Grant
programs. The Community Development Block Grant is a federally funded program for housing
assistance and public improvements.
PROPRIETARY FUNDS
Proprietary Funds include Enterprise Funds and Internal Service Funds. They are accounted for
under the full accrual basis of accounting.
Enterprise Funds, including the Resource Recovery, Sports Center, Blackberry Fann, Recreation
and Senior Center funds, are used to account for operations that are self-supporting with user fees
covering expenditures.
Internal Service Funds include the Workers Compensation, Management Infonnation Services,
Equipment and Long-Tenn 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 infonnation 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.
17
BUDGET GUIDE
THE ANNUAL BUDGET PROCESS
The City's annual budget is prepared on a July I to June 30 fiscal year basis. The budget process
is an ongoing process that includes the phases of development, proposal, adoption, and
monitoring.
The budget development phase begins in February with the preparation of budget instructions
and goal setting sessions by the City Council and City Manager. During March, departments
prepare the budgets for which they are responsible. These proposed department budgets are
reviewed by the Finance Division and compared to current and prior year trends. The City
Manager then reviews the proposals with the City Treasurer and departmental staff and makes
final adjustments. The proposed budget is then submitted to the City Council in May.
During the months of May and June the Council considers the budget proposals at a series of
City Council Study Sessions and meetings. At this time, the Council hears ITom 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 I, 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 the Finance Division staff and department managers to ensure that
funds are used in an approved manner. Adjustments to expenditures within or between
departmental budgets are accomplished on an as-needed basis administratively throughout the
year. The City Manager and Department Heads can transfer funds between their line items
and/or divisions as needed. City Council approval is required for additional appropriations ITom
fund balances or for new revenue sources.
18
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 terms, a glossary of budgetary terminology has
been included in the document.
Adopted Budget - Revenues and appropriations approved by the City Council in June for the
following fiscal year.
Allocated Costs - An expense charged by one department/division to another for services
performed or expenditures of a general nature that are charged to one main account and allocated to
other departments/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
ITom fund balance or new revenue sources.
Capital Improvement Program - A plan for capital expenditures to provide for the acquisition,
expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed
period of several future years.
Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets.
Cost Recovery - The establishment of user fees that is equal to the full cost of providing services.
Department - A major administrative segment of the City that indicates overall management
responsibility for an operation or a group of related operations within a functional area.
Division - A unit of organization that reports to a department.
19
BUDGET GUIDE
Enterprise Fund· A fund established to account for activities that are financed and operated in a
manner similar to private business enterprises, in which costs of providing services are primarily
recovered through user fees.
Estimated Budget· The status of appropriations between July I and June 30. Includes the adopted
budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between
objects, divisions and departments.
Expenditure . Utilization of fund resources. Expenditures include operating expenses, debt
service and capital outlays.
Expenditure Category· A basis for distinguishing types of expenditures. The major expenditure
categories used by the City are: employee compensation, materials, contract services, capital outlay
and debt service.
Fiscal Year - A twelve-month time period signifying the beginning and ending period for recording
financial transactions. The City has specified July I through June 30 for its fiscal year.
Fund· A fiscal and accounting entity for which the recording of financial transactions is made for
the purpose of carrying on specific activities in accordance with the requirements placed upon the
use of financial resources.
Fund Balance - The net effect of assets less liabilities at any given point in time.
General Fund - The fund used to account for the major operating revenues and expenditures ofthe
City, except for those financial resources that are required to be accounted for in another fund
category. General Fund revenues are derived primarily from property and other taxes.
Goal - Broad mission statements that define the purpose of a department.
Infrastructure - Long lived capital assets that nonnally are stationary in nature and can be
preserved for a significantly greater number of years than most capital assets. Examples include
roadways, bridges, and drainage systems.
Internal Service Fund . A fund used to account for the services provided by one department to
other departments on a cost-reimbursement basis.
20
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, pennits,
and other sources.
Section - A unit or organization that reports to a division.
Self-Supporting Activity - An enterprise activity where all service costs (including principal and
interest debt payments) are primarily covered solely from the earnings of the enterprise.
Subsidy - Supplemental resources provided to ensure adequate funding when anticipated
expenditures exceed revenues.
User Fees - Fees charged to users of a particular service provided by the City.
21
NOTES
22
.Hístory
Cupertino owes its name and earliest mention in recorded history
to the 1776 expedition led by the Spaniard, Don Juan Bautista de
Anza, from Sonora, Mexico to the Port of San Francisco to found
the presidio of St. Francis.
Leaving the majority of the party of men, women, and children in
Monterey to rest from their travels, deAnza, his diarist and
cartographer, Petrus Font, and 18 other men pressed on through
the Santa Clara Valley in late March to their San Francisco
destination.
With the expedition encamped in what is now Cupertino, Font
christened the creek next to the encampment the Arroyo San
Joseph Cupertino in honor of his patron, San Guiseppe (San
Joseph) of Cupertino, Italy. The arroyo is now known as Stevens
Creek.
The village of Cupertino sprang up at the crossroads of Saratoga-
Sunnyvale Road (now DeAnza Boulevard) and Stevens Creek
Boulevard. It was first known as West Side; but by 1898 the post
office at the Crossroads needed a new name to distinguish it from
other similarly named towns. John T. Doyle, a San Francisco lawyer and historian, had given the name Cupertino to his
winery in recognition of the name bestowed on the nearby creek by Petrus Font. In 1904 the name was applied to the
Crossroads and to the post office when the Home Union Store incorporated under the name, The Cupertino Stores, Inc.
Many of Cupertino's pioneer European settlers planted their
land in grapes. Vineyards and wineries proliferated on
Montebello Ridge, on the lower foothills, and on the flat
lands below.
After 1906 a lot more than grape growing was going on in
Cupertino. Orchards were thriving and new businesses
were being started. In the late 1940' s Cupertino was swept
up in Santa Clara Valley's postwar population explosion.
Concerned by unplanned development, higher taxes, and
piecemeal annexation to adjacent cities, Cupertino's
community leaders began a drive in 1954 for incorporation.
Cupertino rancher Norman Nathanson, the Cupertino -
Monta Vista Improvement Association, and the Fact
Finding Committee played important roles in this
movement. Incorporation was approved in the September
27,1955 election. Cupertino officiallyhecame Santa Clara County's 13th City on October 10,1955.
A major milestone in Cupertino's development was the creation by some of the city's largest landowners of Valleo
Business and Industrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Valleo
Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for
transplanting to farms elsewhere. The name Valleo was derived from the names of the principal developers: Varian
Associates and the Leonard, Lester, Craft, and Orlando families.
23
2005 CðmmUntJ;y ECòYIòWÚl/Pr~
Cupertino, with a population just over 52,000 and city limits stretching across II square miles, is considered to be one of
the San Francisco Bay Area's most prestigious cities in which to live and work.
Economic health is an essential component to maintaining a balanced environment, which provides high-level
opportunities, and services that create and help sustain a sense of community and quality of life. Public and private
interests must be mutual in that our success as a partnership is a direct reflection of our success as a community. The
cornerstone of this partnership is that of a cooperative and responsive government that provides an environment for
business and residential prosperity and fosters strong working relationships with all sectors of the community.
Our economic development strategies are tailored to address the specific needs of the community. As the City of
Cupertino is a mature city with over 90% buildout, our focus concentrates more on business retention and revitalization.
Business recruitment is site specific and targeted to industries that enhance, rather than draw from, our existing business
base.
Town Center Complex 2004
As home to many well-known high-tech companies, Cupertino offers a dynamic and exciting business climate. Apple
Computer is headquartered in the city along with Symantec and Portal Software. In addition, key divisions of Hewlett
Packard, Sun Microsystems and Borland are also located in Cupertino.
The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial
partnerships with local companies. The City strives to retain and attract local companies through policies of balanced
growth and streamlined pennitting.
Valleo Fashion Park, includes Macy's, Penney's and Sears as anchors and features popular chain stores such as Victoria's
Secret, Express and Natural Wonders. Shoppers can also enjoy iceskating at the mall's ice skating rink or a nice meal at
Todai Restaurant. The mall is undergoing major changes in the next two years with the addition of a 16-screen movie
theater and many new shops and restaurants. Valleo Mall is becoming a vibrant, exciting place for residents and visitors
to enjoy.
The City of Cupertino has a history of providing high-level municipal services to complement the sense of community
and quality of life enjoyed by our constituents. The City will continue to enhance and promote a strong local economy to
provide municipal services that make Cupertino a place that people are proud to call home.
24
2005 CUy py~
The City of Cupertino 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 Tuesday at 6:45 p.m. in the Community Hall.
The City has 155 authorized full-time benefited employees. Due to a hiring freeze, 138 full-time employees provide
municipal services for the community. City departments include administrative services (finance, human resources, IT,
city clerk, emergency preparedness, code enforcement, and economic development); community development (planning
and building); parks and recreation; public works (engineering, maintenance, transportation, and enviromnental); and
public informàtion. Police service is provided by the Santa Clara County Sheriffs Department, and fire service is
provided through the Santa Clara County Fire District.
Assisting the city council are several citizen advisory commissions/committees which include housing,
telecommunications, fme arts, library, planning, audit, parks and recreation, bicycle and pedestrian, teen, senior, and
public safety. Members of the volunteer boards are appointed by the city council and vacancies are announced so that
interested residents may apply for the positions. Residents are kept informed about city services and programs through
the Cupertino Scene, a monthly newsletter; Cupertino's government access cable TV channel; The City Channel; and the
city's website.
Housing
Rentals for one and two bedroom apartments and duplexes
range from $1,100 to $2,100 per month. Rent for a two
bedroom house ranges from $2,200 to $3,250 per month.
The average price of existing single family homes is
$950,000 as of June 2004. The average condo-
minimum/townhouse sale price is $597,742.
Community Health Care Facilities
Cupertino is served by the Cupertino Medical Clinic,
NovaCare Occupational Health Services. Nearby hospitals
include El Camino Hospital in Mountain View, O'Connor
Hospital in San Jose, San Jose Hospital, Community
Hospital of Los Gatos, Kaiser Permanente Medical Center
in Santa Clara, Stanford Hospital in Palo Alto, and the
Saratoga Walk-in Clinic in Saratoga.
Utilities
Natural gas and electric - Pacific Gas and Electric
Company, (800) 743-5000.
Telephone - SBC. For residential service call (800) 894-
2355; for business service call (800) 750-2355.
Cable - Comcast, (800) 945-2288.
Garbage - Los Altos Garbage, (408) 725-0420.
Water - San Jose Water Company (408) 279-7900 and
California Water (650) 917-0152.
Sewer Service - Cupertino Sanitary District (408) 253-7071
Tax Rates and Government Services
Residential, commercial, and industrial property is
appraised at full market value, as it existed on March 1,
1975, with increases limited to a maximum of2% annually.
Property created or sold since March 1, 1975 will bear full
cash value as of the time created or sold, plus the 2%
annual increase. The basic tax rate is $1.00 per $100 full
cash value plus any tax levied to cover bonded
indebtedness for county, city, school, or other taxing
agencies. Assessed valuations and tax rates are published
annually after July 1.
Retail Sales Tax: Santa Clara County: 1.25%; City: 1 %;
State General Fund: 5%; State Local Public Safety Fund:
0.50%; State Local Revenue Fund: 0.25%; County
Transportation Fund: 0.25%. Total: 8.25%.
Assessed Valuation: (Secured and Unsecured)
Cupertino: $9,526,841,379 (2004)
County: $222,166,528,031 (2004)
Transportation
Rail- Southern Pacific, San Jose to San Francisco, with
spur line in Cupertino.
Air - Seven miles north of San Jose International Airport;
32 miles south of San Francisco airport.
Bus - Santa Clara County Transit Systems, Greyhound bus
lines
Highways - Interstate Route 280, State Route 85.
25
C~S~I4K~
Facts and Figures
Population in City Limits
Median Household Income
Median Age
Sales Tax Rate
Registered Voters
Democrats
Republicans
Independent
Other
Did Not State
52,600
$100,411
38
8.25%
26,128
9,685
8,188
357
533
7,365
Anderson Chevrolet
Apple Computer
Benihana's
BJ's Bar and Grill
Chevron Service Station
Crossroads Chevron Station
Cupertino Clean Scene
Cupertino US Gas Car Wash
Cypress Hotel & Park Place
DeAnza College Campus Center
DeAnza Shell Service Station
Dental Arts of California
Hewlett-Packard
IBM Rational Software
Top 40 Sales Tax Producers
First Quarter 2005
(In Alphabetical Order)
Jade Galore
J C Penney
Joann Fabrics
Joy Luck Place
Long's Drug Store
Macy's
Marina Foods
Mervyn's
Michael's Arts & Crafts
Outback Steakhouse
PW Supennarket
Rite Aid Drug Store
Rotten Robbie Service Station
Sears
Shane Diamond Jewelers
Sodexho Marriott Management
Suburban House
Target
TGI Friday's
TJ Maxx
T odai Restaurant
Union 76 Service Station
Valero Service Station
Verizon Wireless
Whole Foods Market
Yamagami's Nursery
Demographic Information
White
Asian
Hispanic
Black
American Indian
Native Hawaiian
50.1%
44.4%
4.0%
0.7%
0.2%
0.1%
26
c011U1UU'Út)/ ~Recreatt:ðtvSe#V~
Civic Center and Library
The new Civic Center complex opened in October 2004.
The complex boasts a new 6,000 square foot Community
Hall, plaza with fountain, trees and seating areas. City
Council meetings are now held in the Community Hall as
well as Planning Commission and Parks and Recreation
Commission. A covered walkway connects City Hall with
the Community Hall and Library.
The new 54,000 square foot library, despite reduced hours
due to budget cuts, continues to be one of the busiest in the
Santa Clara County Library system. During the first two
months, circulation reached nearly 200,000 and demand
continues to increase. For more infonnation call (408) 446-
1677.
Cupertino Senior Center
Adults over age 50 can find a full calendar of
opportunities for learning, volunteering, and enjoying
life. There are exercise classes, a computer lab and
classes, language instruction including English as a
second language, and cultural and special interest
classes.
The Senior Center is located at 21251 Stevens Creek
Boulevard and is open Monday through Friday 8 a.m.
to 5 p.m. Telephone: (408) 777-3150.
The Quinlan Community Center
The City of Cupertino's Quinlan Community Center is
a 27,000 square foot facility that provides a variety of
recreational opportunities. Most prominent is the
Cupertino Room - a multi-purpose room that can
accommodate 300 people in a banquet fonnat. For
more infonnation, call (408) 777-3120.
Cupertino Sports Center
The Sports Center is a great place to meet friends. The
facility features 17 tennis courts, complete locker room
facilities, and a fully equipped fitness center featuring
free weights, Cybex, and cardio equipment. A teen
center is also included as well as a child watch center.
The center is located at the corner of Stevens Creek
Boulevard and Stelling Road. Telephone: (408) 777-
3160.
Blackberry Farm
This 33-acre recreational facility offers two large swimming
pools, softball field, basketball courts, volleyball courts,
horseshoe pits, and a nine-hole golf course. The picnic
grounds are located at 21975 San Fernando Avenue and the
golf course is located at 22100 Stevens Creek Boulevard.
Telephone: (408) 777-3140.
Blackberry Fann Retreat Center is a 2,000 square foot house
that overlooks the picnic grounds and golf course. The
center has one large conference room that will accommodate
up to 25 people. The retreat center is located at 21979 San
Fernando Avenue. Telephone: (408) 777-3140.
McClellan Ranch Park
A horse ranch during the 1930'and 40's, this 18-acre park
has the appearance of a working ranch. Preserved on the
property are the original ranch house, milk barn, livestock
barn, and two historic buildings: Baer's Blacksmith Shop,
originally located at DeAnza and Stevens Creek, and the old
water tower from the Parish Ranch, now the site of
Memorial Park. Rolling Hills 4-H Club members raise
rabbits, chickens, sheep, swine, and cattle and a Junior
Nature Museum, which features small live animal exhibits
and dispenses infonnation about bird, animal, and plant
species of the area. McClellan Ranch is located at 22221
McClellan Road. Telephone: 777-3120.
27
Etiucatt:uw
Winner of numerous state and national awards for excellence, our
city's schools are widely acknowledged to be models of quality
instruction.
Cupertino Union School District serves 15,700 students in a 26 square
mile area that includes Cupertino and portions of five other cities. The
district has 20 elementary schools and four middle schools, including
several choice programs. Eighteen schools have received state and/or
national awards for educational excellence.
Student achievement is exceptionally high. Historically, district test
scores place Cupertino among the premier public school districts in
California. The district is a leader in the development of a standards-
based system of education and is nationally recognized for leadership
in the use of technology as an effective tool for learning. Quality teaching and parent involvement are the keys to the
district's success.
The Fremont Union High School District serves over 9,000 students in a 42 square mile area covering all of Cupertino,
most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high schools of the district
have garnered many awards and recognition based on both the achievement of students and the programs designed to
support student achievement. Student achievement is at an all time high based on the statewide Academic Performance
Index (API). All five high schools in the district exceeded their state established achievement targets for the 2000 API.
District students are encouraged to volunteer and/or provide service to organizations within the community. During their
senior year, if students complete 80 hours of service to a non-profit community organization, they are recognized with a
"Community Service Award" medal that may be worn during their graduation ceremonies.
Building on its tradition of excellence and innovation, DeAnza
College challenges students of every background to develop their
intellect, character and abilities; to achieve their educational
goals; and to serve their community in a diverse and changing
world.
DeAnza College offers a wide range of quality programs and
services to meet the work force development needs of our region.
The college prepares current and future employees of Silicon
Valley in traditional classroom settings and through customized
training arranged by employers. Several DeAnza programs
encourage economic development through college credit courses,
short-term programs, services for manufacturers, technical
assistance, and/or recruitment and retention services.
28
Cupertino is served by four local
institutions of higher education:
DeAnza College, the University of San
Francisco, National University and
the UCSC Extension. In addition to
these schools, Cupertino's location
offers easy access to Stanford
University, Santa Clara University and
San Jose State University.
~to-do-~S8e'
Euphrat Museum of Art
The highly regarded Euphrat Museum of Art adjacent to the Flint Center on the DeAnza College campus traditionally
presents one-of-a-kind exhibitions, publications and events reflecting the rich diverse heritage of our area. The Museum
prides itself on its changing exhibitions of national and international stature, emphasizing Bay Area artists. Museum
hours are II a.m. - 4 p.m. Tuesday, Wednesday, Thursday; 6-8 p.m. Tuesday and II a.m. - 2 p.m. Saturday. Telephone:
408-864-8836.
Minolta DeAnza Planetarium
Stargazers have a Cupertino facility catering to their interests, the Minolta Planetarium on the DeAnza College campus. It
hosts a variety of planetarium shows and events, including educational programs for school groups and family astronomy
evenings on Saturdays at 7:00 p.m. For more information and current schedule of events, visit the website at
www.planetarium.deanza.fhda or call 408-864-8814.
Flint Center
The cultural life of the Peninsula and South Bay is enhanced by programs presented at the Flint Center for Performing
Arts located at 21250 Stevens Creek Boulevard at DeAnza College campus. The center opened in 1971 and was named in
honor of Calvin C. Flint, the first chancellor of the Foothill-DeAnza Community College District. The box office is open
10 a.m. - 4 p.m. Monday through Friday and one and one half hours prior to any performance. Box office: 408-864-
8816; administrative office: 408-864-8820.
Cupertino Historical Society
On May 2, 1966, the Cupertino Historical Society was founded as a non-profit organization by a group of 177 longtime
residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. On
March 30,1990, the Society opened the Cupertino Historical Museum dedicated to the preservation and exhibition of the
city's history. Through its exhibits the museum attempts to develop and expand the learning opportunities that it offers to
the ethnically diverse community of the City of Cupertino. The Society continues to build partnerships with the local
school districts to ensure that the history of Cupertino is offered as part of the educational curriculum. The Society is
located at the Quinlan Community Center, 10185 N. Stelling Road. Telephone: 408-973-8049.
California History Center
Farmers' Market
Residents and visitors can visit the farmers' market every Friday from 9:00 a.m. to
I :00 p.m. The market is located at the Vallco Fashion Park behind Macy's.
The California History Center is located on the DeAnza College campus. The
center has published 39 volumes on California history and has a changing exhibit
program. The center's Stocklmeir Library Archives boasts a large collection of books, a pamphlet file, oral history tapes,
videotapes and a couple thousand student research papers. The library's collection is for reference only. Heritage events
focusing on California's cultural or natural history are offered by the center each quarter. For more information, call 408-
864-8712. The center is open September through June 8:30 a.m. to noon and 1:00 p.m. to 4:30 p.m. Monday through
Thursday.
29
NOTES
30
BUDGET SUMMARY
2005/06 Fiscal Year
Estimated Estimated
Balance at Operating Operating Non-operating Balance at
Funds July 1 Revenues Expenditures Transfers June 30
Geoeral Fuod $ 14,175,000 $ 31,999,000 $ (29,025,000) $ (3,081,000) $ 14,068,000
Special Revenue Funds:
Storm Drain 186,000 75,000 (142,000) 119,000
Park Dedication Tax 4,000 500,000 (500,000) 4,000
Environmental Management 88,000 375,000 (393,000) 70,000
Gas Tax 934,000 1,380,000 (2,371,000) 755,000 698,000
Housing & Community Development 1,111,000 485,000 (435,000) 1,161,000
Vallco Redevelopment (328,000) 60,000 (57,000) (325,000)
Fund Totals $ 1,995,000 $ 2,875,000 $ (3,398,000) $ 255,000 $ 1,727,000
Debt Service:
Cupertino Facilities Corporation 10,000 (3,548,000) 3,548,000 10,000
Traffic Impact 115,000 36,000 (40,000) 111,000
Fund Totals $ 125,000 $ 36,000 $ (3,588,000) $ 3,548,000 $ 121,000
Capital Projects Foods:
Capital Improvement 45,000 (385,000) 340,000
Library 300,000 (300,000)
Stevens Creek Corridor Park 1,652,000 (1,652,000)
Mary Ave Bicycle Footbridge (4) 2,165,000 (2,416,000) 255,000 3,996
Fund Totals $ 299,996 $ 3,862,000 $ (4,453,000) $ 295,000 $ 3,996
Enterprise Funds:
Resource Recovery 5,292,000 2,710,000 (2,585,000) (500,000) 4,917,000
Blackberry Farm 17,000 1,237,000 (1,362,000) (108,000)
Cupertino Sports Facility 129,000 1,472,000 (1,387,000) (100,000) 114,000
Recreation Programs 196,000 2,180,000 (2,045,000) (200,000) 131,000
Senior Center (1,000) 503,000 (495,000) 7,000
Fund Totals $ 5,633,000 $ 8,102,000 $ (7,874,000) $ (800,000) $ 5,061,000
Internal Service Funds:
Information Management 841,000 735,000 (717,000) 859,000
Workers' Compensation 315,000 (315,000)
Equipment Replacement 974,000 870,000 (862,000) 982,000
Long-term Disability 5,000 52,000 (44,000) 13,000
Fund Totals $ 1,820,000 $ 1,972,000 $ (1,938,000) $ $ 1 ,854,000
31
Total City Revenue
Total City revenue for fiscal year 2005-06 is expected to be $55,564,000. The chart below
provides an overview of all City revenue. General Fund revenue is shown on the next page of
this summary.
Sales Tax represents the City's largest source of revenue. We receive 1% of the 8.25% collected
in the county. As this is the fourth year of economic recession, Capital Projects/Equipment
Funding has been limited to previously committed grant funds. Debt payments have been
reduced with the refinancing of the City's debt in 2002-03. Charges for Services includes
program and engineeringlbuilding fees £Tom Blackberry Farm, the Sports Center, the Senior
Center, Quinlan Center and our Community Development and Public Works Departments.
Approximately 75% (exclusive of debt service) of the City's park and recreation programs are
self-funded.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds, while Use of
Money and Property represents rental fees and interest income on the city investment portfolio.
Property Tax is small in comparison to our other revenues as Cupertino is a no-low property tax
city, receiving only $.04 on every dollar paid. Other Taxes include park dedication fees,
business licenses taxes and property transfer taxes.
Total City Revenue
$55,564,000
TOT
License
& Permits
5%
Operating
Transfers In
15%
Utility Tax
5%
Charges for
Services
16%
Fines
1%
Sales Tax
16%
Property
Taxes
7%
Intergovernmental
16%
32
Total City Expenditures
Total City expenditures for fiscal year 2005-06 are expected to be $57,324,000. This summary
chart provides a quick overview of all the City's operating and capital expenditures.
Many of the Special Revenue fund activities, such as the Gas Tax, Storm Drain, Park Dedication
and Environmental Management funds, are administered by the Public Works Department. The
Public Works Department also oversees the Resource Recovery operations, with expenditures of
over $2.6 for the City-wide garbage collection contract and disposal costs.
All other Enterprise fund operations are directed by the Parks and Recreation Department, which
spends over $5.6 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at the Blackberry Farm and Golf Course, Quinlan Community
Center, Sports Center, and Senior Center.
Funding for Capital Projects, which provides for street projects, sidewalks, facilities and
upgrades, and major equipment purchases has been pared down significantly from recent years.
Capital spending must be deferred until economic recovery makes such funding available.
Total City Expenditures
$57,324,000
Parks &
Recreation
13%
Council &
Commissions
)%
Operating
Transfers
12%
Debt
Service
6%
Administration
2%
Law
Enforcement
12%
Public
Information
1%
Capital
Projects
11%
Administrative
Services
10%
33
General Fund Revenue
Total General Fund revenue for fiscal year 2005-06 is expected to be $33,599,000. The chart
below provides an overview of our revenue.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund; it represents approximately 26.6% of General Fund revenue. Our sales tax
comes from retail sales, business-to-business (largely high tech sector) sales and use tax.
Charges for Services within the General Fund is comprised of revenue from zoning, planning
and engineering fees.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. This revenue
source represents $10.3 % (net of State take aways) of the budget. Use of Money and Property is
received from rental fees and interest income. Yield on the City's investment portfolio has
dropped substantially from prior years. Property Tax, though small in comparison to our other
revenues, has remained relatively consistent throughout the recent recession. The City's
Transient Occupancy Tax has not declined from the prior year, due only to the addition of a four-
star hotel at the beginning of 2002-03.
General Fund Revenue
$33,599,000
Charges for
Services 2%
Operating
License & Transfers In
Permits 5% 12%
Fines
2%
Sales Tax
26%
Utility Tax
9%
Franchise
Fees
7%
Miscellaneous
Revenue 1 %
Other
Taxes
5%
Use of Money & Property
4%
34
General Fund Expenditures
Total General Fund expenditures for fiscal year 2005-06 are expected to be $34,143,000.
General Fund expenditures, for the general operation and administration of the City, comprise
over 59.5% of total expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic activities of
the City that are not provided through other funds. It includes the necessary resources to carry
out police, and emergency preparedness; community development through planning, building
and engineering activities; public works operations and maintenance; recreational programs and
park utilization; and other general government functions such as legal, personnel, finance and
administrative servi ces.
The City's debt service costs are also borne by the General Fund, as well as funding for capital
projects. Both operational and capital budgets have been tightened to minimize the effect on the
City's reserve levels.
General Fund Expenditures
(Including Operating Transfers)
$34,143,000
Administrative
Services
13%
Council &
Commissions
1%
Administration
3%
Public Works
29%
Capital ProjectslEquip
Funding
5%
Debt Service
10%
Community Development
10%
Law Enforcement
20%
35
REVENUE SUMMARY
Property Taxes
Property taxes represent approximately 11.8% (net of State take aways) of total general fund
operating revenues. Property tax revenue for the 2005/06 fiscal year is estimated to be
$4,252,000. Property tax revenues fluctuate with market conditions from year-to-year; however,
they will generally increase in the long-term due to property sales and new construction.
In 1978, voters approved the passage of
Proposition 13 which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid. The County then
provides another $.02 as a tax equity
allocation.
In accordance with State law, property
is assessed at actual full cash value
with the maximum levy being I % of
the assessed valuation. Increases in
assessed valuation are limited to 2%
annually if there is no change in
property ownership, major improve-
ments or requests for re-assessment.
Our revenue has increased slightly in
this area with recent annexations and
housing development.
.. n..II...J $0.243 Cupertino Elementary
......111.....
II ......... $0.236 County Bond
........... ..
........~It&. $0.164 Fremont High School
.... Maintenance
........... $0.148 Santa Clara County
- Fire District
...... $0.065 Mid Peninsula Open
Space & Various
Agencies
--.... $0.063 Foothill Community
College Maintenance
..... $0.042 County Library
Retirennent
_.t.. $0.040 City of Cupertino
2003/04
Actual
2004/05
Estimate
2005/06
Proposed
REVENUE BY CATEGORY:
Property Taxes
REVENUE BY FUND:
General
Vallco RDA
Traffic Impact
$4.000.000
$3.818.000
$4.252.000
$4,157,000
60,000
35.000
$4.252.000
36
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated from three principal economic categories:
general retail-27.0%, business-to-business-50.9% includes electronic equipment and software
manufacturers and distributors), and other products-22.1 %. Cupertino's sales tax has continued
to experience declines as a result of the recessionary impacts in our area and is just starting to
show signs of recovery.
$14.000
$12.000 -
------
-.--------.-
- -------
$2,000
¡_ACTUALIEST·1
$10,000
$8,000
$6,000
$4,000
$0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Sales and use taxes are the City's largest single source of revenue and are budgeted at $9.15
million for the 2005/06 fiscal year, representing 26.6% (net of State take aways) of the City's
total general fund operating revenues. With sales tax so dependent on a vital economy, the City
must focus its efforts on finding other stable revenue sources or embark on a more aggressive
economic development effort to ensure health in this area.
Towards that end, the City has approved 330,000 square feet of new or replacement retail in the
last five years. The majority of this buildout will occur in fiscal year 2008/09 and is reflected in
our five-year projections.
2003/04
Actual
2004/05
Estimate
2005/06
Proposed
REVENUE BY CATEGORY:
Sales Tax
$8.654.000
$8.400.000
$9.150.000
REVENUE BY FUND:
General
$9.150.000
37
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, tranchise, park, and transient
occupancy taxes.
The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user
charges. This tax is a general tax and can be used for any purpose. The following chart shows
that the City's tax rate and areas of application are generally lower than that of other cities within
Santa Clara County. In March 2002, voters approved an extension of the utility tax trom a sunset
date of 2015 to 2030. This extension will correspond with the extended debt maturity dates as a
result of refinancing for capital improvement projects. Utility taxes are budgeted to be
$2,675,000 which is down compared to the previous year's projections due to the high
commercial vacancy rates as a result of the recession.
Utility Tax Rate Comparison
GaslElectric Cable Water Telephone
Cupertino 2.4% 2.4%
Mountain View 3.0% 3.0%
Los Altos 3.5% 3.5% 3.5% 3.5%
Palo Alto 5.0% 5.0% 5.0%
Gilroy 5.0% 5.0% 5.0%
San Jose 5.0% 5.0% 5.0%
Franchise fees are received trom cable television, garbage, water, gas and electricity tranchisees
that operate in the City. The fees range trom 2% to 10% of the tranchisee's gross revenues
depending on each particular agreement. Franchise fee revenues for fiscal year 2005/06,
estimated to be $2,300,000, are also flat due to the continuing recession in our area.
Park tax is paid by developers on housing development and can vary greatly trom year-to-year.
Estimated revenue for fiscal year 2005/06 is $500,000 which is generated trom new
developments within the City.
Transient occupancy taxes are levied on hotel facilities located in the City at the rate of 10% of
room revenues. The taxes in this category amount to $1,730,000 and have been increasing since
January 2005 for all four hotels in the city.
38
REVENUE SUMMARY
Other Taxes (continued)
Other taxes of $1 ,550,000 reflect business license fees, property transfer tax, construction tax and
housing mitigation fees.
2003/04 2004/05 2005/06
Actual Estimate Proposed
REVENUE BY CATEGORY:
Utility Tax $2,636,000 $2,740,000 $2,675,000
Franchise Fees 2,195,000 2,312,000 2,300,000
Park Dedication Fee 278,000 1,800,000 500,000
Transient Occupancy Tax 1,633,000 1,560,000 1,730,000
Other Taxes L582,000 1 ,435,000 L550,000
$8.324.000 $9.847.000 $8.755.000
REVENUE BY FUND:
General
Park Dedication Fund
$ 8,255,000
500,000
$8.755.000
39
REVENUE SUMMARY
License and Permits
Licenses and Permits represent approximately 8.3% of total General Fund operating revenues.
This category includes building, plan check and electrical and plumbing permits. With the
adoption of a new fee study for building, planning and engineering fees to reflect full cost
recovery of services, the City has seen an increase in these revenue sources.
2003/04 2004/05 2005/06
Actual Estimate Proposed
REVENUE BY CATEGORY:
License and Permits $1.541.000 $1.600.000 $2.800.000
REVENUE BY FUND:
General
$2.800.000
40
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 2.8% 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 oflong-term affordable housing loans.
Investment earnings are a function of the amount of excess cash available for investment and the
current interest rate. For the coming year, interest rates are expected to rise and cash balances
should increase due to the completion of our $22 million library project.
2003/04 2004/05 2005/06
Actual Estimate Proposed
REVENUE BY CATEGORY:
Investment Earnings $ 743,000 $1,036,000 $ 898,000
Property Rentals 488,000 601,000 620,000
Loan Repayment 41.000 15,000 30,000
$2.272,000 $1.652,000 $1,548,000
REVENUE BY FUND:
General
Storm Drain
Sports Center
Resource Recovery
Blackberry Farm
Gas Tax
Housing & Community Development
Other Funds
$1,075,000
25,000
72,000
120,000
82,000
50,000
50,000
74,000
$1.548,000
41
REVENUE SUMMARY
Intergovernmental Revenues
Intergovernmental revenues comprise approximately 16.4% (net of State take aways) of the
City's total revenues and consist of State motor vehicle license fees (VLF), State gas tax, and
various grants rrom federal, state or county agencies. This revenue fluctuates widely depending
on grant awards and allocations.
With the enonnity of the State budget deficit and the overall economy nationwide, this revenue is
classified "at risk". The State borrowed $780,000 of vehicle license fees in 2003/04 with the
promise to pay them back in 2006. In 2005, the State "borrowed" property tax, sales tax and
VLF with final payback over an 18 month period. This "triple flip" has affected our cash flows
and thus our interest income. It is highly probable that this revenue stream will again be sought
after this year.
On a positive note, Cupertino became an entitlement city for housing and community
development block grants, which increased our grant allocation ITom $60,000 to almost $500,000
per year. In addition, our two new major capital projects, the Stevens Creek Corridor Park and
the Mary Avenue Bicycle Overcrossing are primarily funded by grants.
2003/04 2004/05 2005/06
Actual Estimate Proposed
REVENUE BY CATEGORY:
Motor Vehicle in Lieu $2,460,000 $ 3,320,000 $3,450,000
Gas Tax 986,000 1,200,000 1,000,000
Housing & Community Development 201,000 476,000 435,000
Other/Grants 3292,000 5217,000 4.417,000
$6,939,000 $10,213,000 $9.302.000
REVENUE BY FUND:
General Fund
Gas Tax
Housing & Community Development
Capital Improvement Projects
$3,675,000
1,330,000
435,000
3,862,000
$9.302,000
42
REVENUE SUMMARY
Charges for Services
Due to the nature of the services provided, most of the activity in this category is accounted for
separately as enterprise funds. As such, the City attempts to recover the cost of the services
provided through user charges.
Charges for services, representing approximately 16.1 % of total City revenues, are estimated to
be $8,950,000 for the 2005/06 fiscal year. With the opening of our new Sports Center and
expansion of our youth programs and the update of our building, planning and engineering fees,
this category has been one of our largest growing revenue sources.
2003/04 2004/05 2005/06
Actual Estimate Proposed
REVENUE BY CATEGORY:
Construction and Other Pennits $ 616,000 $ 492,000 $1,285,000
Resource Recovery 2,469,000 2,485,000 2,450,000
Blackberry Fann Park/Golf Fees 1,170,000 1,561,000 1,150,700
Cupertino Sports Center Fees 1,156,000 1,303,000 1,400,000
Recreation - Cultural, Youth and Teen,
Physical, Nature and Park Programs 1,911,000 1,988,000 2,165,000
Senior Center Classes, Excursions 473.000 501.000 500.000
$7.795.000 $8.330.000 $8.950.000
REVENUE BY FUND:
General
Resource Recovery
Blackberry Farm
Cupertino Sports Center
Recreation Programs
Senior Center
$1,285,000
2,450,000
1,150,000
1,400,000
2,165,000
500.000
$8.950.000
43
REVENUE SUMMARY
Fines and Forfeitures
Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have
slightly declined due to an enhanced signage effort by our Code Enforcement and Public Works
Departments and the temporary transfer of a Code Enforcement Officer into our Neighborhood
Watch Program.
am
fotiE WAY~
2003/04 2004/05 2005/06
Actual Estimate Proposed
REVENUE BY CATEGORY:
Fines $700.000 $600.000 $625.000
REVENUE BY FUND:
General
$625.000
44
REVENUE SUMMARY
Interdepartmental Revenues
Interdepartmental revenues consist of interdepartmental service charges and operating transfers.
Interdepartmental service charges arise from the centralized administration of certain activities
the costs of which are allocated to the various City departments benefited. The City uses internal
service funds to account for the provision of these services and the related charges: Operating
transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are
recorded as non-operating revenues in the receiving fund and as non-operating expenditures in
the transferring fund.
Operating transfers of $6,218,000 are primarily due to the transfer of $3,548,000 in debt service
payments and to fund capital projects of $1 ,350,000
2003/04 2004/05 2005/06
Actual Estimate Proposed
REVENUE BY CATEGORY:
Transfer of Funds $4,503,000 $7,056,000 $6,718,000
Interdepartmental Service Charges:
Insurance Premiums 223,000 232,000 345,000
Equipment Chargebacks 905,000 892,000 855,000
IT Chargebacks 774,000 717,000 717,000
$6.405.000 $8.897.000 $8.635.000
REVENUE BY FUND:
General Fund
Capital Improvement Fund
Gas Tax
Cupertino Facilities Corporation
Infonnation Technology (IT)
Equipment Replacement
Workers' Compensation
Long-tenn Disability
$1,600,000
595,000
755,000
3,548,000
937,000
855,000
295,000
50,000
$8.635.000
45
REVENUE SUMMARY
Miscellaneous Revenues
Miscellaneous revenues consist of environmental management fees, property sales and other
revenue items that the City receives on a non-consistent basis from year-to-year. Revenues for
fiscal 2005/06 are budgeted at $2,670,000. Large, non-reoccurring revenues include a
community fundraiser for our new library project and sale of surplus property.
2003/04
Actual
2004/05
Estimate
2005/06
Proposed
REVENUE BY CATEGORY:
Developer Fees
Environmental Management
Sale of Property
Miscellaneous
$ 341,000
354,000
o
1.023,000
$ 50,000
360,000
1,500,000
1.671.000
$ 50,000
374,000
1,500,000
246,000
$1.718,000
$3,581.000
$2.170,000
REVENUE BY FUND:
General Fund
Storm Drain
Environmental Management
Other
$1,600,000
50,000
374,000
146,000
$2.170.000
46
REVENUE SUMMARY
State Revenue Raid
This category denotes the 2004/05 through 2006/07 negotiated League of California Cities'
agreement with the State. The League and Governor Schwarzenagger have agreed that the State
will take $623,313 for fiscal years 2004/05 and 2005/06 in return for a payback of $989,093 in
fiscal year 2006/07 (79%) and the guarantee that local revenue will not be raided in future years.
This raid of local revenue represents one-third sales tax, one-third property tax and one-third
vehicle license fees and is therefore segregated in this budget as a separate line item.
2003/04*
Actual
2004/05*
Estimate
2005/06
Proposed
REVENUE BY CATEGORY:
State Revenue Raid
$
o
($623.313)
($623.313)
REVENUE BY FUND:
General
($623.313)
* Not restated for prior year revenue raids.
47
NOTES
48
80
70 -~-
60
50
40
30 - ~-~
20 ---
10
o
Summary of Employees
By Department
----.- --------
...-----.--.-.
--..-----
1999/00
2000/01
2001/02
2002/03
2003/04
49
2004/05
2005/06
· CounciVCommissions
[] Administration
IJ Public Information
· Adminiatrative Services
[] Parks and Recreation
· Community Development
C Public Works
· Redevelopment Agency
Employee Summary
Trend Analysis
Administration
The Administration Department has had minimal increases over the past seven years. The
Assistant City Attorney was increased to a full-time position in 1999-2000, the Community
Outreach Coordinator was decreased to a half-time position in 2001-02, and a half-time clerk
receptionist was added in 2002-03.
Administrative Services
From fiscal year 1995-96 to 2002-03 the Administrative Services Department has seen minimal
changes in staffing. Increases occurred in 1995-96, 1997-98 and 1999-00 and were due to the
creation of the IT Division with the addition of an IT Manager, Network Specialist and GIS
Coordinator. In 1999-00, the Code Enforcement Division added an additional officer when
Rancho Rinconada was annexed to the City, and the Finance Division increased an Account
Clerk position from a part-time to a full-time position to handle Business Licensing. In 2002-03,
a half-time clerk receptionist was added to the City Clerk's office.
Public Information
The staffing in the Public Information Department has remained constant over the past seven
years except for a 75% position that was taken to full time in 2001/02.
Recreation Services
Recreation Services has increased staffing due to new programs from fiscal year 1995-96 to
2000-01. Between 1996 and 1999 additions included a Recreation Coordinator for Blackberry
Farm and a Clerk Typist for Quinlan registration. A Maintenance Worker for Blackberry Farm, a
Building Attendant for the Senior Center and two Recreation Coordinators have been added for
fiscal year 2000-01. Changes for 2001-02 include reclassification of four positions from part-
time to full-time due to increased workload at the Quinlan Center, Senior Center, Blackberry
Golf Course and Sports Center. During 2002-03, greens maintenance was contracted out,
moving three maintenance workers to vacancies in the Public Works Department, two part-time
positions were consolidated into a full time, assistant golf shop attendant and a part-time position
went to 75% time at the Senior Center. Continued consolidation of contract maintenance efforts
allowed for the reduction of one (vacant) maintenance worker position at Blackberry Farm in
2004-05.
Community Development
The Community Development Department has had variations in staffing over the past seven
years. Decreases occurred in 1995-96 and 1997-98. One Planner II position was eliminated,
three Inspector positions were eliminated and the GIS Specialist was transferred to
Administrative Services. Two Inspector positions were added in fiscal year 1997-98 and one
Planner I position was added in 1999-00. In 2001-02, the department has combined two part-
time intern positions into a full-time position to increase efficiency. In addition, during 2002-03
the Senior Building Inspector position was vacated as a result of an internal promotion.
50
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
maintemince. 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 2000-0 I fiscal years to increase service in grounds,
fleet, median and tree crews. A Traffic Engineer was eliminated and replaced with a Senior
Architect in 2001-02 and an Assistant Director of Public Works was added in 2002-03. The
Facilities position count was increased in 2004-05 by one maintenance worker to support the
additional maintenance workload required for the library, new Community Hall and City Center
Park.
Redevelopment Al!encv
The Val1co Redevelopment Project Area was approved and existing staff time is allocated each
year as appropriate.
Authorized Positions
Due to current budget constraints, funding for vacant positions has been removed from the
2004-05 General Fund budget (salaries and benefits.) The Personnel Summary schedule which
follows shows the placement of all authorized positions, whether or not they are funded. The
total position count for 2005-06 includes eleven vacancies.
51
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 1999-00 2000-0 I 2001-02 2002-03
CITY COUNCIL/COMMISSIONS
City Council 0.20 0.20 0.20 0.40
Fine Arts Commission 0.10 0.10 0.10 0.10
Telecommunications Commission 0.05 0.05 0.05 0.05
Parks and Recreation Commission 0.10 0.10 0.10 0.10
Teen Commission 0.00 0.00 0.00 0.15
Housing Commission 0.05 0.05 0.05 0.00
0.50 0.50 0.50 0.80
ADMINISTRATION
City Manager 1.35 1.35 1.35 1.45
Community Outreach 0.75 0.75 0.50 0.50
City Attorney 2.75 2.75 2.75 2.75
4.85 4.85 4.60 4.70
PUBLIC INFORMATION
Community Relations 0.75 0.75 0.75 0.75
Cupertino Scene 0.40 0.40 0.40 0.40
Government Channel 3.00 3.00 3.00 3.25
City Website 0.00 0.00 0.00 0.00
4.15 4.15 4.15 4.40
ADMINISTRATIVE SERVICES
Administration 2.00 2.00 2.00 1.90
Accounting 3.75 3.75 4.50 4.40
Business Licensing 0.25 0.25 0.50 0.50
City Clerk 3.90 3.90 3.90 3.90
Duplicating and Printing 0.00 0.00 0.00 0.60
Human Resources 2.50 2.50 2.50 2.70
Code Enforcement 3.15 3.15 3.15 3.00
Insurance Administration 0.35 0.35 0.35 0.30
Infonnation Technology 2.00 2.00 3.00 3.00
17.90 17.90 19.90 20.30
PARKS AND RECREATION
Administration 1.90 1.90 1.90 1.90
Cultural Programs 6.25 6.25 8.00 6.50
Youth and Teen Services 2.00 2.00 3.50 3.35
Sports and Physical Recreation 4.00 4.00 5.00 5.50
Senior Programs 3.00 6.00 6.75 7.50
Blackberry Fann 7.50 8.50 10.00 7.88
24.65 28.65 35.15 32.63
52
2003-04 2004-05 2005-06
0.40 0.40 0.40
0.10 0.10 0.10
0.05 0.05 0.05
0.10 0.10 0.10
0.15 0.15 0.15
0.00 0.00 0.00
0.80 0.80 0.80
1.45 1.50 1.50
0.50 0.50 0.50
2.70 2.70 2.70
4.65 4.70 4.70
0.75 0.75 0.75
0.40 0.40 0.40
3.25 2.25 2.25
0.00 1.00 1.00
4.40 4.40 4.40
1.90 1.95 1.95
4.40 4.40 4.40
0.50 0.50 0.50
3.90 3.90 3.90
0.60 0.60 0.60
2.70 2.70 2.70
3.00 3.00 3.00
0.30 0.30 0.30
3.00 3.00 3.00
20.30 20.35 20.35
1.90 1.90 1.90
7.00 7.00 7.00
3.35 3.35 3.35
5.50 5.50 5.50
7.50 7.50 7.50
7.88 7.88 7.88
33.13 33.13 33.13
53
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 1999-00 2000-01 2001-02 2002-03
COMMUNITY DEVELOPMENT
Administration 1.49 1.49 1.49 1.49
Planning 6.96 5.96 6.96 6.96
Housing Services 1.00 1.00 1.00 0.90
Building 10.50 10.50 10.50 11.40
19.95 18.95 19.95 20.75
PUBLIC WORKS
Administration 2.00 2.00 2.00 3.00
Environmental Management 2.80 2.35 2.35 2.57
Engineering Services 4.75 4.75 5.75 5.75
Service Center 2.15 2.20 2.20 2.20
Grounds 19.10 18.50 18.50 18.40
Streets 19.35 22.35 22.35 22.55
Facilities 7.00 7.40 7.40 7.30
Transportation 8.85 5.35 5.35 4.35
General Services 0.00 4.10 4.10 4.10
66.00 69.00 70.00 70.22
REDEVELOPMENT AGENCY 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00
TOTAL PERMANENT, BENEFITED POSITIONS 131.75 138.00 144.00 153.80
* As of7/1/05, 11 of these positions are frozen and four unfunded through fiscal year 2009/10.
54
2003-04 2004-05 2005-06
1.49 1.49 1.49
6.96 7.04 7.04
0.90 0.90 0.90
11.40 11.40 11.40
20.75 20.83 20.83
3.00 3.00 3.00
2.42 3.27 3.27
5.75 5.75 5.75
2.20 2.20 2.20
18.40 18.40 18.40
22.70 22.45 22.45
7.30 7.60 7.60
4.35 4.35 4.35
4.10 4.20 4.20
70.22 71.22 71.22
0.00 0.32 0.32
0.00 0.32 0.32
154.25 155.75 155.75
55
NOTES
56
Five Year
Budget Forecast
57
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
GENERAL FUND
Beginning Balance at July I $ 12,632 $ 14,175 $ 14,068 $ 16,374 $ 15,205 $ 14,179
Operating Activity:
Estimated Operating Revenues 29,648 30,499 33,332 33,924 35,758 37,316
Use ofBMR Reserve 529 387 403 419 436 453
Use of Public Access Reserve 50 50 50 50 50 50
Estimated Operating Expenditures (28,037) (29,025) (29,911) (32,415) (33,631) (35,205)
Net Operating Activity 2,190 1,911 3,874 1,978 2,613 2,614
Debt Service (3,547) (3,548) (3,548) (3,547) (3,549) (3,549)
Net Operating Activity after debt (1,357) (1,637) 326 (1,569) (936) (935)
Transfers In (Out) from/to Other Funds:
Park Dedication 1,800 500 500 500 500 500
Senior Center/LC/Library CIP 8 300 0 20 30 40
Sports Center 100 100 150 200 200 200
Blackberry Fann 0 0 0 0 0 100
Recreation Programs 400 200 200 175 175 175
MIS Fund (120) (220) (170) (170) (170) (170)
Equipment FundIW orkers Compensation (300) 0 (75) (75) (75) (75)
Net Income for CIP Project.lReserve. 531 (757) 931 (919) (276) (165)
One Time Revenues:
One Time Loan Prepayment 330 0 0 0 0 0
Sale of Property 1,500 1,500 2,000 0 0 0
Resource Recovery Cleanup Payback 500 500 500 500 0 0
Income for CIP Project.lReserve. 2,861 1,243 3,431 (419) (276) (165)
Proposed CIP Projects:
Capital Projects (459) (595) (375) 0 0 0
Gas Tax Projects (859) (755) (750) (750) (750) (909)
(1,318) (1,350) (1,125) (750) (750) (909)
Ending Balance June 30 14,175 14,068 16,374 15,205 14,179 13,105
Reserve: Policy
Capital Improvement Projects $5,000 1,974 1,379 1,004 254 0 0
PERS Reserve 1,000 1,000 600 600 600 600 600
Retiree Medical Liability 1,151 1,151 1,151 1,151 2,262 3,384 4,487
Economic Uncertainty I 2,500 2,550 3,438 6,119 4,589 2,695 518
Economic Uncertainty II 7,500 7,500 7,500 7,500 7,500 7,500 7,500
14,175 14,068 16,374 15,205 14,179 13,105
58
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
SPECIAL REVENUE FUNDS
STORM DRAIN
Beginning Balance at July 1 $ 1,126 $ 186 $ 119 $ 53 $ II $ 18
Estimated Operating Revenues 75 75 77 79 81 83
Estimated Operating Expenditures (75) (142) (143) (121) (74) (76)
Capital Projects (940) 0 0 0 0 0
Ending Balance at June 30 $ 186 $ 119 $ 53 $ 11 $ 18 $ 25
PARKDEDICATlON TAX
Beginning Balance at July 1 $ 216 $ 4 $ 4 $ 4 $ 4 $ 4
Estimated Operating Revenues 1,800 500 500 500 500 500
Estimated Operating Expenditures 0 0 0 0 0 0
Net Operating Activity 1,800 500 500 500 500 500
Operating Transfers Out - General Fund (1,800) (500) (500) (500) (500) (500)
Capital Projects - McClellan/Portal (212) 0 0 0 0 0
Ending Balance at June 30 $ 4 $ 4 $ 4 $ 4 $ 4 $ 4
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July 1 $ 134 $ 88 $ 70 $ 65 $ 61 $ 57
Estimated Operating Revenues 361 375 390 406 422 439
Estimated Operating Expenditures (407) (393) (395) (410) (426) (442)
Ending Balance at June 30 $ 88 $ 70 $ 65 $ 61 $ 57 $ 54
GAS TAX
Beginning Balance at July I $ 2,644 $ 934 $ 698 $ 470 $ 251 $ 41
Estimated Operating Revenues 1,060 1,050 1,090 1,132 1,175 1,220
Prior Year Grants Receivable 0 0 0 0 0 0
Grants/Other Income 0 330 0 0 0 0
Operating Transfers In - General Fund/ClP 859 755 750 750 750 909
Estimated Operating Expenditures (754) (786) (818) (851) (885) (920)
Net Operating Activity 1,165 1,349 1,022 1,031 1,040 1,209
Capital Projects (2,875) (1,585) (1,250) (1,250) (1,250) (1,250)
Ending Balance at June 30 $ 934 $ 698 $ 470 $ 251 $ 41 $ 0
59
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July I $ 1,771 $ 1,111 $ 1,161 $ 1,193 $ 1,207 $ 1,202
Estimated Operating Revenues 547 485 485 485 485 485
Estimated Operating Expenditures (1,207) (435) (453) (471) (490) (509)
Ending Balance at June 30 $ 1,111 $ 1,161 $ 1,193 $ 1,207 $ 1,202 $ 1,178
LEADERSHIP CUPERTINO
Beginning Balance at July 1 8 0 0 0 0 0
Estimated Operating Revenues 0 0 0 0 0 0
Operating Transfer Out (8) 0 0 0 0 0
Estimated Operating Expenditures 0 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
V ALLCO REDEVELOPMENT
Beginning Balance at July I (179) (328) (325) (319) (80) 7
Estimated Operating Revenues 55 60 65 300 350 400
Estimated Operating Expenditures (204) (57) (59) (61) (263) (316)
Ending Balance at June 30 $ (328) $ (325) $ (319) $ (80) $ 7 $ 91
60
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Beginning Balance at July I $ 10 $ 10 $ 10 $ 10 $ 9 $ II
Operating Transfers In 3,547 3,548 3,548 3,547 3,549 3,549
Debt Service Payments (3,547) (3,548) (3,548) (3,548) (3,547) (3,549)
Ending Balance at June 30 $ 10 $ 10 $ 10 $ 9 $ 11 $ 11
TRAFFIC IMPACT
Beginning Balance at July 1 $ 114 $ 115 $ 111 $ 106 $ 104 $ 102
Estimated Operating Revenues 36 36 35 38 36 36
Debt Service Payments (35) (40) (40) (40) (38) (36)
Ending Balance at June 30 $ 115 $ 111 $ 106 $ 104 $ 102 $ 102
61
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginning Balance at July I $ 1,889 $ 0 $ 0 $ 0 $ 0 $ 0
Operating Transfers In 459 340 375 0 0 0
Prior Year Grants 385 0 0 0 0 0
Grants/Other Income 243 45 0 0 0 0
Capital Projects (2,976) (385) (375) 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
LIBRARY
Beginning Balance at July I 8,066 300 0 0 0 0
Other Revenues 591 0 0 0 0 0
Operating Transfers Out 0 (300) 0 0 0 0
Loan for FF &E 380 0 0 0 0 0
Capital Projects (8,737) 0 0 0 0 0
Ending Balance at June 30 $ 300 $ 0 $ 0 $ 0 $ 0 $ 0
CITY CENTER PLAZA
Beginning Balance at July I 82 0 0 0 0 0
Operating Transfers In 0 0 0 0 0 0
Capital Projects (82) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
SPORTS CENTER
Beginning Balance at July I I 0 0 0 0 0
Operating Transfers In 0 0 0 0 0 0
Capital Projects (I) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
62
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
CAPITAL PROJECT FUNDS
STEVENS CREEK CORRIDOR PARK
Beginning Balance at July I 0 0 0 0 0 0
Grants/Other Income 1,453 1,652 0 0 0 0
Operating Transfers In 89 0 0 0 0 0
Capital Projects (J ,542) (J ,652) 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
MARY A VENUE BICYCLE FOOTBRIDGE
Beginning Balance at July I $ (10) $ (4) $ 0 $ 0 $ 0 $ 0
Prior Year Grants Authorized 1,260 0 0 0 0 0
Grants/Other Income 4,850 2,165 0 0 0 0
Operating Transfers In - General Fund 0 255 0 0 0 0
Capital Projects (6,104) (2,416) 0 0 0 0
Ending Balance at June 30 $ (4) $ 0 $ 0 $ 0 $ 0 $ 0
63
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July I $ 6,546 $ 5,292 $ 4,917 $ 4,531 $ 4,060 $ 4,033
Estimated Operating Revenues 2,592 2,590 2,683 2,780 2,881 2,986
Estimated Operating Expenditures (3,466) (2,585) (2,689) (2,796) (2,908) (3,025)
Net Operating Activity (874) 5 (6) (16) (27) (39)
Loan for FF &E (380) 0 0 0 0 0
Loan Payback 120 120 120 45 0 0
Operating Transfers Out--General Fund (500) (500) (500) (500) 0 0
Ending Balance at June 30 $ 5,292 $ 4,917 $ 4,531 $ 4,060 $ 4,033 $ 3,994
BLACKBERRY FARM
Beginning Balance at July 1 $ 681 $ 17 $ (108) $ (191) $ (84) $ 124
Estimated Operating Revenues 1,219 1,237 1,332 752 1,417 1,488
Estimated Operating Expenditures (1,303) (1,362) (1,415) (645) (1,209) (1,246)
Net Operating Activity (84) (125) (83) 107 208 242
Operating Transfers Out (48) 0 0 0 0 (100)
Capital Projects (532) 0 0 0 0 0
Ending Balance at June 30 $ 17 $ (108) $ (191) $ (84) $ 124 $ 266
CUPERTINO SPORTS CENTER
Beginning Balance at July 1 $ 279 $ 129 $ 114 $ 79 $ 50 $ 42
Estimated Operating Revenues 1,465 1,472 1,548 1,625 1,705 1,790
Estimated Operating Expenditures (1,515) (1,387) (1,433) (1,479) (1,538) (1,600)
Net Operating Activity (50) 85 115 146 167 190
Operating Transfer Out--General Fund (100) (100) (150) (175) (175) (175)
Ending Balance at June 30 $ 129 $ 114 $ 79 $ 50 $ 42 $ 34
64
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
ENTERPRISE FUNDS
RECREA TlON PROGRAMS
Beginning Balance at July 1 $ 485 $ 196 $ 131 $ 92 $ 82 $ 103
Estimated Operating Revenues 2,160 2,180 2,288 2,402 2,521 2,647
Estimated Operating Expenditures (2,049) (2,045) (2,127) (2,212) (2,300) (2,392)
Net Operating Activity III 135 161 190 221 255
Operating Transfers Out (400) (200) (200) (200) (200) (200)
Ending Balance at June 30 $ 196 $ 131 $ 92 $ 82 $ 103 $ 158
SENlOR CENTER
Beginning Balance at July 1 $ (32) $ (I) $ 7 $ 30 $ 45 $ 56
Estimated Operating Revenues 502 503 533 560 582 605
Estimated Operating Expenditures (471) (495) (510) (525) (541) (557)
Net Operating Activity 31 8 23 35 41 48
Operating Transfer Out 0 0 0 (20) (30) (40)
Ending Balance at June 30 $ (1) $ 7 $ 30 $ 45 $ 56 $ 64
65
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July 1 $ 883 $ 841 $ 859 $ 873 $ 888 $ 903
Estimated Operating Revenues 735 735 760 790 821 853
Estimated Operating Expenditures (745) (717) (746) (775) (806) . (839)
Net Operating Activity (10) 18 14 15 15 14
Operating Transfers In 120 220 170 170 170 170
Depreciation Reserve 73 80 100 100 100 100
Capital Outlay - New & Replacement (225) (300) (270) (270) (270) (270)
Ending Balance at June 30 $ 841 $ 859 $ 873 $ 888 $ 903 $ 917
WORKERS' COMPENSATION
Beginning Balance at July I $ 9 $ 0 $ 0 $ 0 $ 0 $ 0
Estimated Operating Revenues 160 315 327 340 354 368
Operating Transfers In 300 0 0 0 0 0
Estimated Operating Expenditures (469) (315) (327) (340) (354) (368)
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
EQUIPMENT
Beginning Balance at July 1 $ 1,102 $ 974 $ 982 $ 985 $ 988 $ 991
Estimated Operating Revenues 919 870 899 935 972 1,010
Estimated Operating Expenditures (892) (862) (896) (932) (969) (1,008)
Net Operating Activity 27 8 3 3 3 2
Operating Transfer In--General Fund 0 0 75 75 75 75
Depreciation Reserve 0 28 125 125 125 125
Capital Outlay - New & Replacement (155) (28) (200) (200) (200) (200)
Ending Balance at June 30 $ 974 $ 982 $ 985 $ 988 $ 991 $ 993
LONG- TERM DISABILITY
Beginning Balance at July 1 $ 13 $ 5 $ 13 $ 21 $ 29 $ 38
Estimated Operating Revenues 52 52 54 56 58 60
Estimated Operating Expenditures (60) (44) (46) (48) (49) (51)
Ending Balance at June 30 $ 5 $ 13 $ 21 $ 29 $ 38 $ 47
66
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
GENERAL
TAXES:
Property Tax 3,908 3,748 3,950 4,157 4,365 4,583 4,812 5,053
Sales Tax 8,654 8,400 8,900 9,150 9,516 9,897 10,793 11,375
Transient Occupancy Tax 1,633 1,560 1,675 1,730 1,799 2,182 2,269 2,360
Utility Users Tax 2,636 2,740 2,650 2,675 2,755 2,838 2,923 3,011
Franchise Fees 2,195 2,312 2,200 2,300 2,369 2,440 2,513 2,589
Other Tax 1,582 1,435 1,500 1,550 1,597 1,644 1,694 1,745
20,608 20,195 20,875 21,562 22,401 23,584 25,004 26,132
LICENSE AND PERMITS 1,541 1,600 2,775 2,800 2,912 3,028 3,150 3,276
USE OF MONEY AND PROPERTY:
Investment Earnings 515 780 550 600 624 649 675 702
Property Rentals 328 407 450 475 494 514 534 556
843 1,187 1,000 1,075 1,118 1,163 1,209 1,258
INTERGOVERNMENTAL:
Motor Vehicle License In-Lieu 2,460 3,320 3,320 3,450 3,588 3,732 3,881 4,036
Grants 202 50 165 125 130 135 141 146
Other Intergovernmental 203 74 140 100 104 108 112 117
2,865 3,444 3,625 3,675 3,822 3,975 4,\34 4,299
CHARGES FOR SERVICES:
Zoning and PlaMing Fees 128 110 485 510 530 552 574 597
Engineering Fees 221 200 650 675 702 730 759 790
Miscellaneous Services 227 182 85 100 104 108 112 117
576 492 1,220 1,285 1,336 1,390 1,445 1,503
FINES AND FORFEITURES 700 600 600 625 650 676 703 731
MISCELLANEOUS 37 160 176 100 104 108 112 117
STATE TAKE A WAY (salesl propertyl VLF) 0 (623) (623) (623) 989 0 0 0
Subtotal 27,170 27,055 29,648 30,499 33,332 33,924 35,758 37,316
TRANSFERS IN/OTHER REVENUES
Sale of Property 0 1,500 1,500 1,500 2,000 0 0 0
Park Dedication Tax 25 1,800 1,800 500 500 500 500 500
Resource Recovery Loan Payback 0 500 500 500 500 500 0 0
Loan Payment - Kilian 0 0 330 0 0 0 0 0
Library CIP savings 0 0 0 300 0 0 0 0
Blackberry Farm 75 127 0 0 0 0 0 100
Sports Center 0 100 100 100 150 175 175 175
Recreation Programs 100 131 400 200 200 200 200 200
Senior Center 0 34 8 0 0 20 30 40
Total General Fund 27,370 31,247 34,286 33,599 36,682 35,319 36,663 38,331
67
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
SPECIAL REVENUE FUNDS
STORM DRAIN
Investment Earnings 16 25 25 25 27 29 31 33
Developer Fees 341 50 50 50 50 50 50 50
357 75 75 75 77 79 81 83
PARK DEDICATION TAX
Park Dedication Tax 278 1,800 1,800 500 500 500 500 500
278 1,800 1,800 500 500 500 500 500
ENVIRONMENTAL MANAGEMENT
Investment Earnings 0 1 1 1 I 1 I 1
Fees 354 360 360 374 389 405 421 438
354 361 361 375 390 406 422 439
GAS TAX
Investment Earnings 32 50 60 50 50 50 50 50
Operating Transfers In - General Fund 484 750 859 755 750 750 750 909
Prior Year Grants Receivable 0 0 0 0 0 0 0 0
Federal and State Grants 340 0 0 330 0 0 0 0
Highway Users Tax 986 1,200 1,000 1,000 1,040 1,082 1,125 1,170
Construction Reimbursements 23 0 0 0 0 0 0 0
1,865 2,000 1,919 2,135 1,840 1,882 1,925 2,129
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings 7 16 21 20 20 20 20 20
Grants 201 476 476 435 435 435 435 435
Loan Repayments 41 15 30 30 30 30 30 30
249 507 527 485 485 485 485 485
LEADERSHIP CUPERTINO
Operating Transfer In 18 0 0 0 0 0 0 0
Fees I Other Revenue 17 0 0 0 0 0 0 0
35 0 0 0 0 0 0 0
V ALLCO REDEVELOPMENT
Investment Earnings 0 3 0 0 0 0 0 0
Property Assessment 57 35 55 60 65 300 350 400
57 38 55 60 65 300 350 400
68
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings 1 0 0 0 0 0 0 0
Operating Transfer In 2,841 3,547 3,547 3,548 3,548 3,547 3,549 3,549
2,842 3,547 3,547 3,548 3,548 3,547 3,549 3,549
TRAFFIC IMPACT
Investment Earnings 39 I I 1 I 1 1 I
Property Assessment 35 35 35 35 34 37 35 35
74 36 36 36 35 38 36 36
69
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Operating Transfers In 369 447 459 340 375 0 0 0
Prior Year Grants Receivable 0 0 385 0 0 0 0 0
Grants/Other Income 2,047 243 243 45 0 0 0 0
2,416 690 1,087 385 375 0 0 0
LIBRARY
Miscellaneous 325 0 41 0 0 0 0 0
Donations 638 1,011 550 0 0 0 0 0
Loan for the FF&E 0 0 380 0 0 0 0 0
963 1,011 971 0 0 0 0 0
SPORTS CENTER
Operating Transfers In 130 0 0 0 0 0 0 0
130 0 0 0 0 0 0 0
CITY CENTER PLAZAl4 SEASONS PARK
Operating Transfers In 131 0 0 0 0 0 0 0
STEVENS CREEK CORRIDOR PARK
Operating Transfers In 0 0 89 0 0 0 0 0
Grants/Other Income 0 0 1,453 1,652 0 0 0 0
0 0 1,542 1,652 0 0 0 0
MARY AVENUE BICYCLE FOOTBRIDGE
Operating Transfers In w General Fund 160 0 0 255 0 0 0 0
Prior Year Grants Authorized 0 0 1,260 0 0 0 0 0
Federal and State Grants 500 4,850 4,850 2,165 0 0 0 0
660 4,850 6,110 2,420 0 0 0 0
70
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings 77 100 140 120 115 110 105 100
Charges for Services 2,469 2,485 2,435 2,450 2,548 2,650 2,756 2,866
Other RevenuelLoan Payback for FF&E 17 0 137 140 140 65 20 20
2,563 2,585 2,712 2,710 2,803 2,825 2,881 2,986
BLACKBERRY FARM
Investment Earnings 3 0 4 2 2 2 2 2
Rent 132 146 110 80 121 0 110 116
Charges for Services 1,170 1,561 1,100 1,150 1,204 750 1,300 1,365
Miscellaneous 5 0 5 5 5 0 5 5
1,309 1,707 1,219 1,237 1,332 752 1,417 1,488
SPORTS CENTER
Investment Earnings 6 9 9 7 8 9 10 11
Rent 28 48 63 65 70 72 74 78
Charges for Service 1,156 1,303 1,393 1,400 1,470 1,544 1,621 1,702
1,191 1,360 1,465 1,472 1,548 1,625 1,705 1,790
RECREATION PROGRAMS
Investment Earnings 7 12 20 15 15 15 15 15
Culture Programs 281 280 375 385 404 424 446 468
Youth and Teen Programs 685 745 775 780 819 860 903 948
NaturallPark Programs 0 28 0 0 0 0 0 0
Physical Programs 945 935 990 1,000 1,050 1,103 1,158 1,216
1,918 2,000 2,160 2,180 2,288 2,402 2,521 2,647
SENIOR CENTER
Investment Earnings 1 4 2 2 2 2 2 2
Charges for Services 473 501 500 500 530 557 579 602
Miscellaneous I 0 0 I 1 I I 1
475 505 502 503 533 560 582 605
71
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Investment Earnings II 18 18 18 15 15 15 15
Service Charges 774 717 717 717 745 775 806 838
Operating Transfers 170 120 120 220 170 170 170 170
955 855 855 955 930 960 991 1,023
WORKERS' COMPENSATION
Investment Earnings 15 0 20 20 20 20 20 20
Operating Transfers 0 0 300 0 0 0 0 0
Premiums 153 140 140 295 307 320 334 348
168 140 460 315 327 340 354 368
EQUIPMENT
Investment Earnings 13 15 27 15 10 10 10 10
Service Charge 905 892 892 855 889 925 962 1,000
Operating Transfers In 0 0 0 0 75 75 75 75
918 907 919 870 974 1,010 1,047 1,085
LONG TERM DISABILITY
Investment Earnings 0 2 2 2 2 2 2 2
Premiums 70 92 50 50 52 54 56 58
70 94 52 52 54 56 58 60
72
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
GENERAL
COUNCIL AND COMMISSIONS:
1000 City Council 181 193 193 195 203 211 220 228
1031 Telecommunications Commission 44 79 79 63 65 68 71 73
1040 Library Commission 84 121 121 121 126 131 137 142
1042 Fine Arts Commission II 12 12 13 13 14 15 15
1050 Public Safety Commission 0 0 0 0 0 0 0 0
1055 BicycleIPedestrian Commission 0 5 5 0 0 0 0 0
1060 Recreation Commission 9 8 8 10 10 10 II 11
1065 Teen Commission 13 16 16 16 17 17 18 19
1067 Senior Commission 0 0 0 I 0 0 0 0
1070 Planning Commission 15 18 18 21 22 23 24 25
1075 Housing Commission 0 0 0 0 0 0 0 0
356 452 452 440 457 475 494 514
ADMINISTRATION:
1200 City Manager 279 313 313 330 344 357 372 386
1201 Community Outreaçh 60 56 56 47 48 50 52 54
1300 City Manager Discretionary Fund 6 15 15 15 15 15 15 15
345 385 385 392 407 423 439 456
1500 CITY AITORNEY 521 528 532 513 534 555 578 601
2100 LAW ENFORCEMENT 5951 6,723 6,976 6,969 7,318 7,684 8,068 8,471
PUBLIC INFORMATION:
3300 Community Relation & Infonnation 186 153 153 184 191 199 207 215
330x City 50th Anniversary 0 0 25 57 0 0 0 0
3400 Cupertino Scene 105 114 114 99 103 107 III 116
3500 Government Channel 300 295 295 319 332 345 359 374
3501 Gov't Channel--Special Project 43 44 44 48 50 52 54 56
3600 City Web Site 53 112 112 127 132 137 143 149
687 718 743 834 808 840 874 909
ADMINISTRATIVE SERVICES:
4000 Administration 324 295 295 316 328 342 355 369
4001 Economic Development 2 13 13 15 15 16 16 17
4100 Accounting 588 689 689 687 714 743 772 803
4200 Business Licenses 39 41 41 41 43 44 46 48
4300 City Clerk 436 465 465 475 494 514 535 556
4310 Duplicating and Postage 166 202 202 218 227 236 245 255
4330 Elections 124 95 148 300 0 150 0 150
4400 Disaster Preparedness 85 109 179 103 107 61 63 66
4510 Human Resources 444 432 448 486 505 526 547 569
451 x Retiree Medical/Other 502 600 600 595 648 1,817 1,890 1,965
4511 Human Resources Litigation 27 50 34 30 31 32 34 35
4530 Code Enforcement 555 513 513 589 612 637 662 689
4540 Insurance Administration 465 591 691 710 738 767 798 830
3,758 4,095 4,317 4,563 4,463 5,885 5,964 6,352
73
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
GENERAL (cont)
RECREATION SERVICE:
6100 Recreation Administration 215 241 241 263 273 284 296 307
Quinlan Community Center-Cultural:
6200 Supervision 415 435 435 474 493 512 533 554
6230 Community Hall Operation 0 28 28 19 20 20 21 22
6248 Cultural Programs 51 47 49 52 54 56 59 61
6265 Quinlan Community Center 303 273 276 279 290 302 314 326
Monta Vista Recreation Center-Youth:
6300 Administration 205 211 212 261 272 283 294 306
6342 Youth Programs 38 41 40 40 42 43 45 47
6343 Teen Programs 52 12 12 13 13 14 14 15
6344 Teen Center 0 62 62 64 66 69 72 75
6360 Monta Vista Recreation Center 6 14 14 13 13 14 14 15
Cupertino Sports Center-PhysicallRecreation
6400 Supervision 213 215 215 23 I 240 250 260 270
6445 Creekside Park 7 12 12 12 12 13 13 14
6448 Fourth of July 44 66 66 68 70 73 76 79
Senior Center:
6500 Senior Adult Programs 479 467 467 494 513 534 555 578
6529 Senior Center Case Manager 40 58 58 48 50 52 54 57
6647 Nature Programs 71 73 73 78 81 85 88 92
2,141 2,255 2,261 2,407 2,504 2,604 2,708 2,816
COMMUNITY DEVELOPMENT:
7200 Planning Administration 214 209 209 234 244 253 264 274
7301 Current Planning 611 566 566 735 765 795 827 860
7302 Mid and Long Range Planning 165 211 244 262 272 283 295 306
7305 Annexations/Saratoga Creek Boundary 10 15 15 0 0 0 0 0
7405 BMR Housing Maintenance 141 162 529 387 403 419 436 453
7406 Human Service Grants 17 40 40 40 42 43 45 47
750 I General Building 357 437 437 529 550 572 595 619
7502 Construction Plan Checking 261 420 420 602 626 651 678 705
7503 Building Code Enforcement 498 487 488 531 552 575 598 621
7504 Building Abatements 0 50 50 25 25 25 25 25
2,274 2,596 2,997 3,347 3,479 3,618 3,761 3,911
74
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
PUBLIC WORKS:
Administration:
8001 Public Works Administration 397 453 453 480 499 519 540 561
8005 Environmental Management 15 188 170 147 153 159 165 172
Engineering: 139
8101 Engineering Design 596 717 728 755 786 817 850 884
8102 Inspection Service 113 123 123 127 133 138 143 149
Service Center Administration:
820 I Public Works Supervision 913 850 850 825 858 893 928 966
Grounds:
8302 McClellan Ranch Park 52 50 50 42 44 45 47 49
8303 Memorial Park 483 543 545 543 565 587 611 635
8304 City Center Park 0 35 35 27 28 29 30 31
8312 School Site Maintenance 493 527 527 510 531 552 574 597
8314 Neighborhood Parks 737 711 711 857 891 927 964 1,003
8315 Sports Fieldsllollyrnan/Creekside 273 391 391 368 382 398 414 430
8321 Civic Center Maintenance 126 125 125 140 145 151 157 163
Streets:
8402 Street Cleaning 105 34 84 79 82 85 89 92
8406 Graffiti Removal I 57 59 61 64 66 69 71
8407 Overpasses & Medians Maintenance 547 590 590 636 661 688 715 744
8408 Street Trees Maintenance 425 546 544 545 567 589 613 638
8409 Elmwood Program 222 202 204 241 251 261 271 282
Facilities:
8501 City Hall 385 449 463 459 478 497 517 537
8502 Library 64 301 312 193 201 209 217 226
8503 Service Center 252 241 241 245 255 265 276 287
8504 Quinlan Community Center 309 374 374 390 406 422 439 456
8505 Senior Center 146 187 193 183 190 198 206 214
8506 McClellan Ranch 72 51 51 52 54 56 58 61
8507 Manta Vista 82 101 101 100 104 108 113 117
8508 Wilson 12 26 26 28 30 31 32 33
8509 Portal 25 30 30 32 33 34 36 37
8511 Creekside 50 80 80 62 64 67 69 72
8512 Community Hall 0 59 59 116 120 125 \30 135
8513 Teen Center 0 27 27 32 33 35 36 37
8830 Street Lighting 192 476 491 397 412 429 446 464
Traffic Management:
8601 Traffic Engineering 255 334 334 425 442 452 470 489
8602 Traffic Signal Maintenance 329 403 406 462 480 499 519 540
7,809 9,279 9,374 9,559 9,941 10,332 10,745 11,175
Operating Expenditures 23,843 27,031 28,037 29,025 29,911 32,415 33,631 35,205
Operating Transfers Out:
DIDO Debt Service Obligations 2,841 3,547 3,547 3,548 3,548 3,547 3,549 3,549
0100 Capital Projects 630 447 459 595 375 0 0 0
0100 Gas Tax Projects/Operation Funding 644 750 859 755 750 750 750 750
0100 Leadership Cupertino/W orkers Comp 18 0 300 0 0 0 0 0
0100 Equipment Fund 0 0 0 0 75 75 75 75
0100 Management Information 170 120 120 220 170 170 170 170
Non-operating Expenditures 4,303 4,864 5,285 5,118 4,918 4,542 4,544 4,544
TOTAL GENERAL FUND 28,146 31,895 33,322 34,143 34,829 36,957 38,175 39,749
75
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 Minor Storm Drain Improvements 92 27 75 142 143 121 74 76
9620 (IP - Minor Storm Drain Projects 459 75 940 0 0 0 0 0
551 102 1,015 142 143 121 74 76
PARK DEDICATION TAX
o I 00 Operating Transfers to General Fund 275 1,800 1,800 500 500 500 500 500
9107 McClellan Ranch Improvements 0 0 2]2 0 0 0 0 0
275 1,800 2,012 500 500 500 500 500
ENVIRONMENTAL MANAGEMENT
8004 Non Point Source 378 398 407 394 395 4]0 426 442
8402 Street Cleaning 0 6 0 0 0 0 0 0
378 403 407 394 395 410 426 442
GAS TAX
8403 Sidewalk, Curb and Gutter 60 97 97 148 154 160 167 173
8404 Street Pavement Maintenance 202 236 260 246 256 267 277 288
8405 Street Signs/Markings 431 397 397 392 408 424 441 459
9xxx CIP - Curb, Gutter and Sidewalk 363 500 540 500 500 500 500 500
9xxx CIP 851 75] 2,335 1,085 750 750 750 750
1,906 1,981 3,629 2,372 2,068 2,101 2,135 2,170
HOUSING & COMMUNITY DEVELOPMENT
7401 General Administration 111 96 98 87 91 95 98 102
7402 Rehab Loans & Administration 0 0 473 0 0 0 0 0
7404 Public Service Grants/Affordable Housing 79 363 636 348 362 376 391 407
190 459 1,207 435 453 471 490 509
V ALLCO REDEVELOPMENT
7304 Valleo Redevelopment Project Area 99 204 204 57 59 61 263 316
LEADERSHIP CUPERTINO
xxxx Operating Transfer Out 0 28 8 0 0 0 0 0
4010 Leadership Cupertino 14 0 0 0 0 0 0 0
4011 Youth Leadership \J 0 0 0 0 0 0 0
27 28 8 0 0 0 0 0
76
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
DEBT SERVICE FUNDS
CUPERTINO FACILITY CORPORATION
5301 Principal + 5306 Interest 3,532 3,532 3,532 3,533 3,533 3,532 3,534 3,534
530 I Fe.e' 6 15 15 15 15 15 15 15
3,538 3,547 3,547 3,548 3,548 3,548 3,547 3,549
TRAFFIC IMPACT
5306 Principal 20 20 20 25 25 30 30 30
5306 Interest 18 15 15 15 15 10 8 6
38 35 35 40 40 40 38 36
77
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
CAPITAL PROJECTS FUND
CAPITAL IMPROVEMENT
xxxx Operating Transfer Out 182 0 41 0 0 0 0 0
xxxx Lawrence Expwy/ Mitty Exchange 0 0 0 75 0 0 0 0
9xxx DACA PoollBathhouse Renovation 0 0 0 0 0 0 0 0
9116 San Thomas/Saratoga Creek Trail 43 0 54 0 0 0 0 0
9117 Stevens Creek Corridor Trail 2 0 41 0 0 0 0 0
9119 PortallWilson Park 334 0 0 0 0 0 0 0
xxxx Upgrade City Gateway Signage 0 0 0 0 0 0 0 0
9216 Service Center Renovation 52 0 36 0 0 0 0 0
9xxx Space Study 14 0 36 0 0 0 0 0
9219 Animal Control Facility - $500,000 0 0 500 0 0 0 0 0
9223 Civic Center Improvements 2466 0 3 0 0 0 0 0
9224 Civic Center Plaza 936 0 0 0 0 0 0 0
9528 280/Wolfe T/S 0 0 129 0 0 0 0 0
9530 Phase III Homestead Arterial 4 0 40 0 0 0 0 0
9533 Green LED T/S Lights 0 0 261 0 0 0 0 0
9534 Advanced ITS DeAnza 648 0 35 0 0 0 0 0
9535 Adaptive Traffic Controllers 644 0 0 0 0 0 0 0
9541 Safe Routes to School - Manta Vista HS 0 0 48 0 0 0 0 0
9544 Safe Routes to School ~ Cupertino HS 26 0 474 0 0 0 0 0
9549 Safe Routes to School - Garden Gate 0 270 475 0 0 0 0 0
9545 Traffic Signal Upgrades - Var/Greenleaf 0 100 120 50 0 0 0 0
9546 Traffic Operations Center 63 0 0 0 0 0 0 0
9547 Yellow & Ped Head LED Traffic Sig Upg 0 60 260 10 0 0 0 0
xxxx Lawrence Expwy/Mitty Xing 0 0 0 0 0 0 0 0
xxxx Regnart Creek Trail, Blaney to Pacifica 0 0 0 0 0 0 0 0
9226 Sports Center AlC unit replacement 0 50 50 0 0 0 0 0
9227 Blue Pheasant Re~Roof 0 125 125 0 0 0 0 0
9228 City Hall Council Chamber Remodel 0 75 75 0 0 0 0 0
9229 City Hall Emerg Generator/PG&E Upgra 0 10 10 250 375 0 0 0
xxxx Sports Center Tennis Court Resurface 0 0 0 0 0 0 0 0
xxxx Quinlan Fountain Repair 0 0 0 0 0 0 0 0
xxxx PW Service Center Security Gate 0 0 0 0 0 0 0 0
9548 Traffic Related Street Walkability Mods 0 0 5 0 0 0 0 0
xxxx Traffic Signal Battery Power Backup Sys 0 0 200 0 0 0 0 0
5,412 690 3,017 385 375 0 0 0
LIBRARY - 9222 9,940 17 8,737 300 0 0 0 0
SPORTS CENTER RENOVATION -9212 2093 0 0 0 0 0 0
CITY CENTER PLAZA
9313 City Center Plaza 990 0 0 0 0 0 0 0
9314 City Center Plaza Public Art 122 0 82 0 0 0 0 0
1112 0 82 0 0 0 0 0
STEVENS CREEK CORRIDOR PARK 0 0 1,542 1,652 0 0 0 0
MARY A VENUE BICYCLE FOOTBRIDGE 520 4,850 6,104 2,416 0 0 0 0
78
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Programs 1793 2,188 3,466 2,585 2,689 2,796 2,908 3,025
xxxx Loan to Library FF&E 0 0 380 0 0 0 0 0
0100 Operating Transfers to General Fund 0 500 500 500 500 500 0 0
1793 2688 3966 3085 3189 3296 2908 3025
BLACKBERRY FARM
0100 Operating Transfers Out 75 127 48 0 0 0 0 100
6600 Administration 124 120 120 132 136 141 145 149
6620 Park 698 892 700 728 757 0 505 520
6640 Golf Course 431 540 431 448 466 480 494 509
6660 Blue Pheasant Restaurant 15 23 23 23 24 24 25 26
6680 Retreat Center 17 38 30 31 32 0 40 41
9112 CIP - Blackberry Fann Master Plan 34 0 0 0 0 0 0 0
9112 CIP - Blackberry Farm Picnic Area 35 0 532 0 0 0 0 0
1,428 1,740 1,883 1,363 1,415 645 1,209 1,346
SPORTS CENTER
0100 Operating Transfers to General Fund 0 100 100 100 150 175 175 175
6450 Sports and Physical 1122 1,080 1,080 1,127 1,173 1,219 1,268 1,319
6450 Equipment Replacement 0 0 0 0 0 0 0 0
8510 Facilitiestrennis Court Resurfacing 231 380 436 259 260 260 270 281
1,353 1,560 1,615 1,487 1,583 1,654 1,714 1,775
RECREATION PROGRAMS
6249 Cultural Programs 279 311 351 329 342 356 370 385
6349 Youth and Teen Services 568 733 733 760 790 822 855 889
6449 Sports and Physical 737 931 942 934 972 1,011 1,051 1,093
6649 Nature Program 6 22 22 22 23 24 25 26
0100 Operating Transfers to General Fund 100 131 400 200 200 200 200 200
1,690 2,128 2,449 2,245 2,327 2,412 2,500 2,592
SENIOR CENTER
0100 Operating Transfers to General Fund 0 34 0 0 0 20 30 40
6549 Programs 493 471 471 495 510 525 541 557
493 506 471 495 510 545 571 597
79
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2003-04 2004-05 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
4800 Operations 697 717 745 717 746 775 806 839
9800 Equipment Acquisition 209 193 225 300 270 270 270 270
906 910 970 1,017 1,016 1,045 1,076 1,109
WORKERS' COMPENSATION
4550 Claims 650 229 469 315 327 340 354 368
EQUIPMENT
8840 Equipment Maintenance 809 892 892 862 896 932 969 1,008
9820 Equipment Acquisition 0 155 155 28 200 200 200 200
809 1,047 1,047 890 1,096 1,132 1,169 1,208
LONG TERM DISABILITY
4570 Claims 90 94 60 44 46 48 49 51
TOTAL EXPENDITURES 63,438 56,913 77,799 57,323 53,918 55,327 57,199 59,419
TOTAL REVENUES 47,346 56,314 62,659 55,563 54,786 53,084 55,566 58,003
80
City of Cupertino
Gann Appropriations Limit
2005-06 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 III allows cities more flexibility in
choosing certain inflation and population factors to calculate the limit.
Appropriations Subiect to Limit
70,000,000
60.000,000 ....
. I
50.000.000 _n____' I
-~
40,000.000 ...... Appropriation Limit
-- --
30,000,000 ___ Subject to Limit
20,000,000 -.----
10.000,000
0
99/00 00/01 01/02 02/03 03/04 04/05 05/06
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
III has modified those factors to allow cities to choose either the growth in California Per Capita
Income or the growth in non-residential assessed valuation due to new construction in the city.
Alternatively, the city could select a population growth factor represented by the population
growth in Santa Clara County. Each year the city establishes its appropriations limit for the
following fiscal year. The City's appropriation limit for fiscal year 2004/05 was $54,717,086 and
was adopted by Council.
The City's appropriations limit for fiscal year 2005/06 of $58,240,271 is $3,523,185 or 6.43%
higher than the fiscal year 2004/05 limit of $54,717,086. For fiscal year 2005/06, the City's
estimated appropriations of proceeds from taxes are $27,936,000. This is $30,304,271 or
52.03% under the legallimit established for fiscal year 2005/06. When a city's proceeds oftaxes
(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 41.87% of its limit. As a result, the appropriations limit is not
expected to present a restraint on current or future budget deliberations.
81
NOTES
82
DEPARTMENTAL OPERATING BUDGETS
The Departmental Operating Budgets section provides budget infonnation for each of the City's
eight key operating functions: City Council, Administration, Law Enforcement, Public
Infonnation, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each departmental operating budget includes the following elements:
I. Department Summary: The department summary includes an organization chart for the
department and condensed financial infonnation for each division within the department. It
is a "big picture" snapshot of the department's responsibilities and costs.
2. Division Summary: Most departments are organized into smaller units or divisions. A
program overview has been presented for each division denoting the key functions of the
division. In addition, service objectives are listed to identifY for the reader the upcoming
goals and objectives of that section. Finally, the budget document includes an expenditure
summary that details historical and proposed expenditures by category and funding source
and the personnel charged to that division.
83
NOTES
84
Council
and
Commissions
85
COUNCIL AND
COMMISSIONS
Citizens
of Cupertino
I
City
Council
Citizen Advisory Groups
TelecommunicationslLibraryrreenl
Fine ArtslRecreation/Economic Development!
Audit/Planning'lHousing/Public Safety/Bike & Pedestrian/Senior
86
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
CITY COUNCIL
1000 CITY COUNCIL 192,528 181,238 192,830 195,258
192,528 181,238 192,830 195,258
COMMISSIONS
1031 TELECOMMUNICATIONS 129,414 44,164 78,871 62,734
1040 LIBRARY 214,767 83,528 121,100 121,350
1042 FINE ARTS 27,898 10,523 12,267 12,930
1050 PUBLIC SAFETY 57 0 200 200
1055 BICYCLE AND PEDESTRIAN 0 58 0 200
1060 PARKS AND RECREATION 10,560 8,631 8,469 9,509
1065 TEEN 15,559 13,324 15,568 15,976
1067 SENIOR 0 0 200 500
1070 PLANNING 22,914 14,886 17,500 21,000
1075 HOUSING 80 0 200 200
421,249 175,114 254,375 244,599
TOTAL 613,777 356,352 447,205 439,857
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 OBJECTIVES
The City Council goals are carried out by the city staff under the sole direction of the City
Manager. The council goals are listed in the Budget Strategies section.
88
COUNCIL AND COMMISSIONS
1000 CITY COUNCIL
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 109,030 121,375 118,760 123,138
Materials 68,242 40,500 46,000 46,500
Contract Services 5,916 25,000 15,000 15,000
Cost Allocation 12,340 18,050 13,070 10,620
Total 195,528 204,925 192,830 195,258
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 195,528 204,925 192,830 195,258
Total 195,528 204,925 192,830 195,258
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.40 0.40 0.40
Total 0.40 0.40 0.40
89
COUNCIL AND COMMISSIONS
TELECOMMUNICA nONS COMMISSION
PROGRAM OVERVIEW
The Telecommunications Commission advises the City Council and infonns the community
about issues relating to the rapidly changing field of telecommunications. Commissioners also
served as a resource for the Planning Commission in offering technical guidance for antenna
sitings.
With legislation now in effect encouraging effective competition, the commission will continue
to look at new and forthcoming FCC rulings that may alter Comcast's impact on the community.
The commission also will continue to monitor cable services to subscribers and to act as a
resource for both the Cupertino elementary and high school districts.
SERVICE OBJECTNES
Continue to work with appropriate companies III bringing advanced servIces to interested
residents.
Monitor Com cast services.
Negotiate with public access provider KMVT to insure maximum programming value for
Cupertino residents.
Continue to work with staff and legal counsel to enforce the terms of the current cable franchise
agreement.
Work with the Cupertino Planning Commission in developing an antenna ordinance.
90
COUNCIL AND COMMISSIONS
1031 TELECOMMUNICATIONS COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 5,131 5,419 5,871 6,234
Materials 13,036 13,000 13,000 1,500
Contract Services 111,247 42,000 60,000 55,000
Total 129,414 60,419 78,871 62,734
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 129,414 60,419 78,871 62,734
Total 129,414 60,419 78,871 62,734
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.05 0.05 0.05
Total 0.05 0.05 0.05
91
COUNCIL AND COMMISSIONS
LIBRARY COMMISSION
PROGRAM OVERVIEW
The Library Commission is a five member commission appointed by the City Council that
reviews and makes recommendations related to the operations and services of the Cupertino
Library. The Cupertino Library is operated by the Santa Clara County Library Services. The
building is provided by the City of Cupertino for which the county pays a rental fee.
County Library staff serve as staff to the commission and the Director of Administrative Services
serves as City liaison.
SERVICE OBJECTIVES
Monitors the various service activities of the library and makes recommendations for
improvements to appropriate bodies.
Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino
Library Foundation.
Advocates library funding and service levels at the city, county, and state levels.
Represents the Cupertino library in the local community.
Participates in state and local library workshops and conferences.
Participates in the long range planning of quality library services for the City.
Develops potential resources to expand volunteer efforts in the library.
Investigates ways to expand access to non-traditional media.
Continues library advocacy in Cupertino activities and with other organizations.
Continues emphasis on integrating additional technology into library services.
Continues proactive efforts to ensure adequate library funding.
92
COUNCIL AND COMMISSIONS
1040 LIBRARY COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Materials 775 2,100 1,100 1,350
Contract Services 213,992 84,000 120,000 120,000
Total 214,767 86,100 121,100 121,350
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Ado ted
General 214,767 86,100 121,100 121,350
Total 214,767 86,100 121,100 121,350
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 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, making
recommendations to City Council regarding arts opportunities, awarding grants to individuals
and organizations, and selection of a "Distinguished Artist of the Year."
Budget constraints resulted in the elimination of fine arts grants since fiscal year 2003-04. In
prior years, grants had been awarded to a diverse group of individuals and organizations,
including the Cherry Blossom Festival, local perfonning arts groups, sculptors, artists, and the
Euphrat Museum of Art and its Arts in Schools program. In 2003 a new category of fine arts
grants for high school age artists was developed but has remained unfunded.
This fiscal year the Commission is working to encourage adoption of a One Percent for Art
Program; reviewing public art required for a new development by Menlo Equities at the comer of .
Stevens Creek and Wolfe Roads; and monitoring the progress of public art to be incorporated
into the Mary Avenue Pedestrian Footbridge. The Commission will again sponsor an annual
student art exhibition at the Cherry Blossom Festival, select a Distinguished Artist of the Year,
and provide arts infonnation to the community in the fonn of an Arts and Recreation brochure
and occasional arts-related articles in the Cupertino Scene.
SERVICE OBJECTIVES
Promote programs and activities that provide a direct cultural benefit to the citizens of Cupertino,
with special emphasis on groups not likely to receive regular exposure to the arts.
Actively encourage business and community participation in the arts.
Pursue methods for providing more art throughout the city.
94
COUNCIL AND COMMISSIONS
1042 FINE ARTS COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 9,750 10,300 11,267 11 ,930
Materials 16,848 1,200 1,000 1,000
Contract Services 1,300 1,000 0 0
Total 27,898 12,500 12,267 12,930
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 27,898 12,500 12,267 12,930
Total 27,898 12,500 12,267 12,930
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
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
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Materials 57 200 200 200
Total 57 200 200 200
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 57 200 200 200
Total 57 200 200 200
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
97
COUNCILS AND COMMISSIONS
BICYCLE AND PEDESTRIAN COMMISSION
PROGRAM OVERVIEW
The Cupertino Bicycle and Pedestrian Commission (BPC) is a five-member board appointed by
the City Council to assist the Council by reviewing, monitoring, and making recommendations
on City transportation matters, including, but not limited to bicycle and pedestrian traffic,
parking, education, and recreation within Cupertino.
SERVICE OBJECTIVES
Review City transportation infrastructure, development standards, public and private
development projects, and citizen outreach and education efforts as they affect bicycle and
pedestrian traffic in the City of Cupertino.
Promote safe, efficient, and enjoyable travel for bicycle and pedestrian traffic within Cupertino.
98
COUNCIL AND COMMISSIONS
1055 BICYCLE AND PEDESTRIAN COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 0 0 0 0
Materials 0 5,000 0 200
Contract Services 0 0 0 0
Total 0 5,000 0 200
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 0 5,000 0 200
Total 0 5,000 0 200
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
99
COUNCIL AND COMMISSIONS
PARKS AND RECREATION COMMISSION
PROGRAM OVERVIEW
The Parks and Recreation Commission is a five-member citizen's commission appointed by the
City Council to make recommendations pertaining to parks and recreation.
SERVICE OBJECTIVES
Engage the public in dialog regarding the design of new programs and facilities, and make
recommendations regarding these projects to the City Council.
Work with staff and the public to draft and/or revise policies for use of Parks and Recreation
facilities.
Consider public input regarding the operation of Parks and Recreation facilities and make
recommendations for their improvement.
Participate on a number of special committees dealing with Parks and Recreation.
Serve as ambassadors for the Parks and Recreation Department.
100
COUNCIL AND COMMISSIONS
1060 PARKS AND RECREATION COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 7,208 7,229 7,919 8,409
Materials 3,352 1,700 550 1,100
Total 10,560 8,929 8,469 9,509
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
General 10,560 8,929 8,469 9,509
Total 10,560 8,929 8,469 9,509
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Ado ted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
101
COUNCIL AND COMMISSIONS
TEEN COMMISSION
PROGRAM OVERVIEW
The Teen Commission is composed of I3 youths representing grades 8-12. The Teen
Commission advises the City Council and staff on youth issues.
SERVICE OBJECTIVES
Engage the public in dialog regarding the design of new programs and facilities, and make
recommendations regarding these projects to the City Council.
Work with staff and the public to draft and/or revise policies for use of Parks and Recreation
facilities.
Assist staff with the programming of the Teen Center.
Assist staff with the evaluation of teen programming.
102
COUNCIL AND COMMISSIONS
1065 TEEN COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 9,476 9,927 10,848 11,626
Materials 2,268 3,720 3,720 3,350
Contract Services 3,815 1,000 1,000 1,000
Total 15,559 14,647 15,568 15,976
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 0 14,647 15,568 15,976
Total 0 14,647 15,568 15,976
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.15 0.15 0.15
Total 0.15 0.15 0.15
103
COUNCIL AND COMMISSIONS
SENIOR CITIZENS COMMISSION
PROGRAM OVERVIEW
The Senior Citizens Commission is a five-member commission appointed by the City Council
that advises the Council on senior issues. The commission meets quarterly. The Senior Center
Manager serves as staff liaison to the commission.
SERVICE OBJECTIVES
Provide a forum for the discussion of issues important to senior citizens in the community and a
conduit to city staff and the City Council.
Commissioners serve as ambassadors for the senior population.
The Commission has formed subcommittees in the areas offood and nutrition, health and fitness,
volunteer opportunities, multi-service agencies, housing, day programs and transportation.
Subcommittees will investigate and report on issues in their respective areas.
104
COUNCIL AND COMMISSIONS
1067 SENIOR COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
Employee Compensation 0 0 0 0
Materials 0 0 200 500
Contract Services 0 0 0 0
Total 0 0 200 500
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 0 0 200 500
Total 0 0 200 500
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
105
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 fonnal hearings on issues necessary to maintain the current status of the
General Plan. The Commission also undertakes periodic review of implementation ordinances
and issues interpretations of these documents.
SERVICE OBJECTIVES
Conduct periodic reviews of the General Plan. These reviews test the fundamental goals and
measure perfonnance of short-term objectives.
Conduct public hearings 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 in an advisory role to the Housing Commission.
106
COUNCIL AND COMMISSIONS
1070 PLANNING COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 4,710 6,500 6,500 6,500
Materials 10,779 5,000 5,000 7,500
Contract Services 7,425 7,000 6,000 7,000
Total 22,914 18,500 17,500 21,000
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 22,914 18,500 17,500 21,000
Total 22,914 18,500 17,500 21,000
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0,00 0,00 0.00
107
COUNCIL AND COMMISSIONS
HOUSING COMMISSION
PROGRAM OVERVIEW
The Cupertino Housing Commission (CHC) is a five-member board appointed by the City
Council to assist the Planning Commission and the City Council in developing housing policies
and strategies for implementation of General Plan Housing Element goals. The Commission also
oversees the Community Development Block Grant (CDBG) program.
SERVICE OBJECTIVES:
When requested by the Director of Community Development or the City Council, make
recommendations regarding affordable housing proposals including requests for money ITom the
CDBG and the Affordable Housing funds, possible fee waivers or other incentives, the number
and type of affordable units, and the target groups to be served.
108
COUNCIL AND COMMISSIONS
1075 HOUSING COMMISSION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Materials 80 200 200 200
Total 80 200 200 200
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 80 200 200 200
Total 80 200 200 200
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
109
NOTES
110
Administration
III
ADMINISTRA TION
I I I
City Attomey City Manager Community
(2.70) (1.50) Outreach
(.50)
112
ADMINISTRA nON
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
1200 CITY MANAGER 280,266 278,811 313,161 330,352
1201 COMMUNITY OUTREACH 55,604 59,903 56,459 46,586
1300 CITY MANAGER DISCRETIONARY FUND 10,000 6,300 15,000 15,000
1500 LEGAL SERVICES 512,279 521,216 528,250 513,440
TOTAL 858,149 866,230 912,870 905,378
113
ADMINISTRA nON
CITY MANAGER
PROGRAM OVERVIEW
The City Manager is responsible to the City Council for the effective and efficient operation of
the City. Under the direction of the City Council as a whole, the City Manager carries out the
City's adopted goals and objectives.
SERVICE OBJECTIVES
Accomplish the City Council's goals and work program.
Manage City operations.
See that all laws and ordinances of the City are duly enforced and that all franchises, pennits,
licenses, and privileges granted by the City are faithfully perfonned and observed.
Keep the City Council advised as to the financial conditions and needs of the City.
Investigate all complaints concerning the operation of the City.
Supervise the use and condition of buildings, public parks, streets and other public property.
Make reports and initiate recommendations as may be desirable or as requested by the City
Council.
Ensure that the City's policies and procedures provide a foundation for a secure financial
position.
Develop strategies to enhance the City's tax base and to position the City to take advantage of
economic opportunities.
114
CITY MANAGER
1200 ADMINISTRATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 247,216 244,275 276,0 II 291,322
Materials 25,970 28,800 30,300 34,700
Cost Allocation 7,080 8,120 6,850 4,330
Total 280,266 281,195 313,161 330,352
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 280,266 281,195 313,161 330,352
Total 280,266 281,195 313,161 330,352
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 1.45 150.00 1.50
Total 1.45 150.00 1.50
1I5
ADMINISTRA nON
COMMUNITY OUTREACH
PROGRAM OVERVIEW
Develop and sustain community-building activities that increase citizen involvement in our
diverse community and neighborhoods.
SERVICE OBJECTIVES
Increase awareness and participation in the City's neighborhood block leader and block party
program.
Coordinate public communication activities through "town" forums and other public dialogue
activities.
Coordinate outreach efforts and resources with the Emergency Preparedness Office and Sheriff's
Office to increase participation in Neighborhood Preparedness, Neighborhood Watch and other
public safety programs.
Produce materials to effectively promote neighborhood programs.
Serve as a staff resource and liaison at community meetings.
Develop public education materials for the environmental programs division (citywide garage
sale, recycling, compost, household hazardous waste, etc.).
116
COMMUNITY OUTREACH
1201 ADMINISTRATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 35,368 48,944 52,459 42,086
Materials 20,236 21,000 4,000 4,500
Total 55,604 69,944 56,459 46,586
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 55,604 69,944 56,459 46,586
Total 55,604 69,944 56,459 46,586
Personnel Summary
2003-04 2004-05 2005-06
Actual Ado ted Adopted
Full-time 0.50 0.50 0.50
Total 0.50 0.50 0.50
117
ADMINISTRA nON
CITY MANAGER DISCRETIONARY FUND
PROGRAM OVERVIEW
This account is discretionary fund for unexpected occurrences, such as special studies,
consultants or other special unplanned needs that may occur during the year.
Il8
CITY MANAGER DISCRETIONARY FUND
1300 ADMINISTRATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Contract Services 10,000 15,000 15,000 15,000
Total 10,000 15,000 15,000 15,000
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 10,000 15,000 15,000 15,000
Total 10,000 15,000 15,000 15,000
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
119
ADMINISTRA nON
LEGAL SERVICES
PROGRAM OVERVIEW
The City Attorney serves as legal counsel to the City Council, City Commissions, and City
administrative staff. The City Attorney's Office prepares ordinances and resolutions as
requested, prepares or reviews contracts and agreements, conducts research and supports the City
in litigation and some negotiations. The City Attorney's Office prosecutes code violations and
currently supervises the Code Enforcement Division. Secretarial and support services are
provided to the City Attorney's Office by the City.
SERVICE OBJECTIVES
Attend or provide legal representation at all regularly scheduled City Council meetings, provide
procedural and legislative information to the Council, and attend commission and staff meetings
as requested.
Meet with the City administrative staff on a regular basis to provide legal services and advice.
Oversee the City's Code Enforcement Division and prosecute municipal code violations as
necessary.
120
LEGAL SERVICES
1500 ADMINISTRATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
Employee Compensation 373,956 369,977 404,050 400,160
Materials 34,783 32,350 32,350 35,900
Contract Services 87,510 127,500 79,500 66,000
Cost Allocation 16,030 14,920 12,350 11,380
Total 512,279 544,747 528,250 513,440
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 512,279 544,747 528,250 513,440
Total 512,279 544,747 528,250 513,440
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 2.70 2.70 2.70
Total 2.70 2.70 2.70
121
NOTES
122
Law
Enforcement
123
LAW
ENFORCEMENT
Law
Enforcement
(Contract)
124
LAW ENFORCEMENT
Expenditures by Division
2002-03
Actual
2003-04
Actual
2004-05
Adopted
2005-06
Adopted
2100 LAW ENFORCEMENT
5,826,902
5,724,101
6,723,153
6,969,223
TOTAL
5,826,902
5,724,101
6,723,153
6,969,223
125
LAW ENFORCEMENT
LAW ENFORCEMENT
PROGRAM OVERVIEW
This activity provides for law enforcement, emergency communications, the School Resource
Officer, and the Youth Probation Officer Programs.
Law Enforcement services are provided by the Santa Clara County Sheriffs Department.
Communication services are provided by the Santa Clara County General Services
Administration. The Youth Probation Officer Program is provided through a partnership with
Santa Clara County Probation Department, Cupertino Union School District, and the City of
Cupertino.
Law Enforcement services include general law enforcement (patrol), traffic and detective
services.
SERVICE OBJECTIVES
Law Enforcement officers will respond to emergency situations within an average ofless than six
minutes.
Traffic officers will enforce the vehicle code with the goal of increasing traffic safety.
The City will enhance "neighborhood policing" through the expansion of its Neighborhood
Watch Program, Neighborhood Captains Program and its E-Cap Program.
The Youth Probation Officer will divert first time/minor youth offenders ITom the juvenile
justice system.
The School Resource Officers (SRO) will provide daily on-site interaction with our youth.
126
LAW ENFORCEMENT
2100 LAW ENFORCEMENT
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Materials 37,685 44,000 44,000 44,000
Contract Services 5,789,217 6,409,237 6,679,153 6,925,223
Total 5,826,902 6,453,237 6,723,153 6,969,223
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 5,826,902 6,453,237 6,723,153 6,969,223
Total 5,826,902 6,453,237 6,723,153 6,969,223
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
127
NOTES
128
Public
Information
129
PUBLIC
INFORMATION
Public
Infonnation
(4.40)
I
I I I I
Community Cupertino Government City
Relations Scene Channel Website
(0.75) (0.40) (2.25) (1.00)
130
PUBLIC INFORMATION
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
3300 COMMUNITY RELATIONS/50th 277,112 186,280 153,445 241,174
3400 CUPERTINO SCENE 96,530 104,999 114,345 98,886
3500 GOVERNMENT CHANNEL 329,788 342,666 338,43 I 367,224
3600 CITY WEBSITE 0 52,853 112,134 127,102
TOTAL 703,430 686,798 718,355 834,386
131
PUBLIC INFORMATION
COMMUNITY RELATIONS
PROGRAM OVERVIEW
Functions of this department include infonning citizens about programs and services provided by
local government, responding to media inquiries and preparing all press infonnation. The office
acts as a resource for other city departments, staff and council members. The public infonnation
officer actively participates in regional discussions and workshops involving crisis
communications, media relations and cable television regulation.
A wards 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
Hsinchu City. Also included is the Chamber of Commerce membership.
SERVICE OBJECTNES
Coordinate the City's 50th Anniversary event.
Aid in the coordination of City programs designed to draw Cupertino neighborhoods together.
Coordinate and disseminate useful and important infonnation to all Cupertino residents through
appropriate local, state and national communications channels.
Coordinate and implement recommendations of city communications audit including customer
service software.
132
COMMUNITY RELATIONS
3300 PUBLIC INFORMATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
Employee Compensation 73,425 75,550 81,755 99,114
Materials 34,209 29,600 29,600 77,300
Contract Services 163,988 165,000 40,000 63,000
Cost Allocation 5,490 4,970 2,090 1,760
Total 277,112 275,120 153,445 241,174
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 277,112 275,120 153,445 241,174
Total 277,112 275,120 153,445 241,174
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.75 0.75 0.75
Total 0.75 0.75 0.75
133
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. The Cupertino Scene is the most read City publication and continues to
be the most important source of community infonnation for residents.
The Scene provides infonnation that is of general interest to the community and is presented in a
straightforward manner that is non-political, non-religious and non-commercial. The postal rate
has been increased slightly to offset a rise in bulk-rate pennit costs. Each issue of the Cupertino
Scene costs approximately 14 cents to mail.
Many of the articles appearing in the Scene are regular, monthly features, such as Roots, Simply
Safe, Community Calendar, Council Actions and Library News. Another portion of material in
the Cupertino Scene includes articles dealing with ongoing citywide issues, including community
outreach, environmentaJ programs and city jobs. Other material appearing in the Scene is a
mixture of one-time city events, community activities, govemment services and other city-related
infonnation.
About 300,000 copies of the Scene are distributed annually.
SERVICE OBJECTIVES
Provide an electronic subscription option for the Scene.
Continue regular production schedule of the Scene, presenting infonnation in a timely, interesting
and visually pleasing manner. .
Focus on infonnation relevant to citizens of all culturaJ backgrounds.
Continue to adhere to regulations imposed by Proposition 73 and other legislation that regulates
public communications by the city.
134
CUPERTINO SCENE
3400 PUBLIC INFORMATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 36,795 38,907 42,291 38,686
Materials 59,735 77,000 72,054 60,200
Total 96,530 115,907 114,345 98,886
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 96,530 115,907 114,345 98,886
Total 96,530 115,907 114,345 98,886
Personnel Summary
2003-04 2004-05 2005-06
Actual Ado ted Adopted
Full-time 0.40 0.40 0.40
Total 0.40 0.40 0.40
135
PUBLIC INFORMATION
GOVERNMENT CHANNEL
PROGRAM OVERVIEW
The City Channel continues to offer a variety of news and information for and about the residents
of Cupertino. As the first government channel to broadcast city council meetings in the county,
the City Channel continues to set best-practice service standards including web casting of many
city meetings. Demands for City Channel services continue to increase with frequent coverage of
community meetings and study sessions.
The fulltime web specialist position also works within the Public Information Department. The
Web Specialist works closely with department heads, managers and members of the community
to ensure that the City of Cupertino's web site is both timely and relevant.
Multimedia advancements have allowed this department to improve and expand many of its
services. The City's new webcasting service allows Cupertino residents who are not cable
subscribers to see live council meetings, commission meetings and study sessions. Webcasting
has also allowed online video archives to be made available to the public on demand at no cost to
the public. The department creates visual effects using animation and software graphics for city
department presentations and productions.
The City Channel also provides audio-video services that include tape duplication, viewing,
editing, equipment recommendations and design meeting set-ups and multimedia presentations.
In addition to special programs produced for and featured on the City Channel, other programs
come from the following sources: PBS, the United Nations and The California Channel (CAL-
SPAN). Those who are not cable subscribers may check out tapes from the Cupertino Library,
including City Council meetings. In addition to publishing a monthly schedule, programs on the
City Channel are featured on the city's website.
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 OBJECTNES
Maintain a timely and relevant web site in response to city needs.
Continue improvements to city meetings, productions, promotions and website services by
incorporating more multimedia technology.
136
GOVERNMENT CHANNEL
3500 PUBLIC INFORMATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 195,855 266,507 189,461 209,264
Materials 27,156 32,000 32,000 34,000
Contract Services 19,785 35,500 35,500 45,500
Capital Outlay 29,302 10,000 10,000 10,000
Cost Allocation 57,690 57,300 71,470 68,460
Total 329,788 401,307 338,431 367,224
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 329,788 401,307 338,431 367,224
Total 329,788 401,307 338,431 367,224
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 3.25 3.25 2.25
Total 3.25 3.25 2.25
137
PUBLIC INFORMA nON
CITY WEBSITE
PROGRAM OVERVIEW
The Web Specialist position works within the Public Infonnation Department. The Web
Specialist works closely with department heads, managers and members of the community to
ensure that the City's website is both timely and relevant.
SERVICE OBJECTIVES
Ensure the clear, comprehensive and accurate presentation of the City's online presence on the
Internet by designing, developing and maintaining the City's website.
Incorporate new web technology, features and functionalities into the site based on the needs of
the community and current trends.
Maintain all related documents for the usage and policies of the site.
Implement and maintain the City's Intranet site.
Continue work on the e-government initiatives.
138
PUBLIC INFORMATION
3600 WEBSITE
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 0 0 83,704 87,972
Materials 0 0 3,000 3,400
Contract Services 0 0 25,430 35,730
Total 0 0 112,134 127,102
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 0 0 112,134 127,102
Total 0 0 112,134 127,102
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 1.00 1.00
Total 0.00 1.00 1.00
139
NOTES
140
Administrative
Services
141
ADMINISTRA TIVE
SERVICES
Administrative
Services
(1.95)
Finance Code Enforcement Infannation Technology City Clerk Human Resources
(4.90) (3.00) (3.00) (4.50) (3.00)
142
ADMINISTRATIVE SERVICES
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
4000 ADMINISTRATION 310,083 324,289 295,327 315,742
4001 ECONOMIC DEVELOPMENT 4,715 2,105 12,700 14,500
314,798 326,394 308,027 330,242
FINANCE
4100 ACCOUNTING 593,012 588,190 689,033 686,591
4200 BUSINESS LICENSING 34,198 38,812 40,566 40,949
627,210 627,002 729,599 727,540
CITY CLERK
4300 CITY CLERK 429,073 436,247 464,939 474,346
4310 DUPLICATING AND MAIL SERVICE 198,028 166,413 201,741 217,994
4330 ELECTIONS 143 123,906 95,300 300,300
627,244 726,566 761,980 992,640
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS 49,334 84,530 108,530 102,600
49,334 84,530 108,530 102,600
HUMAN RESOURCES
4510 HUMAN RESOURCES 485,967 471,961 481,989 515,963
4512 RETIREE MEDICAL LIABILITY 427,311 501,568 600,000 595,000
4540 INSURANCE ADMINISTRATION 717,240 1,204,996 913,987 1,068,151
1,630,5 I 8 2,178,525 1,995,976 2,179,114
CODE ENFORCEMENT
4530 CODE ENFORCEMENT 535,371 555,310 512,542 588,891
535,371 555,310 512,542 588,891
INFORMA nON TECHNOLOGY
4800 INFORMATION TECHNOLOGY 761,744 697,243 717,000 716,892
761,744 697,243 717,000 7 I 6,892
TOTAL 4,497,087 5,195,570 5,133,654 5,637,919
143
ADMINISTRATIVE SERVICES
ADMINISTRATION
PROGRAM OVERVIEW
Administration is responsible for the oversight of several divisions including City Clerk, Human
Resources, Code Enforcement, IT, Emergency Preparedness, and Finance (treasury management,
fiscal planning, budget preparation, accounting and business licensing).
Staff support is also provided to the Audit Committee, Library Commission, Fine Arts
Commission, and the Economic Development Committee. The department also oversees the
contracts for Sheriff services and animal control.
SERVICE OBJECTIVES
Provide administrative and support services to the City Clerk, Human Resources, IT, Code
Enforcement, 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.
Perform special projects for the City Manager.
144
ADMINISTRATION
4000 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 226,690 231,383 267,547 283,592
Materials 15,694 10,800 14,800 18,250
Contract Services 61,219 100,300 8,800 8,800
Cost Allocation 6,480 5,900 4,180 5,100
Total 310,083 348,383 295,327 315,742
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
General 310,083 348,383 295,327 315,742
Total 310,083 348,383 295,327 315,742
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 1.95 1.95 1.95
Total 1.95 1.95 1.95
145
ADMINISTRATIVE SERVICES
ECONOMIC DEVELOPMENT
PROGRAM OVERVIEW
The Economic Development Committee was started in fiscal year 1995196 as a result of the City
Council's concerns for the long-term financial health of the City. Staffing consists of the City
Manager, three Department Heads, two City Councilmembers and four representatives from the
Chamber of Commerce.
The committee is responsible for the identification and implementation of programs specifically
targeted to business retention, expansion and attraction. A detailed workplan is adopted each
year to ensure high priority of this program.
SERVICE OBJECTIVES
Enhance the business environment and economic climate while maintaining a healthy balance
with residential concerns.
Improve public awareness and promote education of community interdependence.
Recruit businesses to the City to increase our tax-generating economic base.
Develop a sense of public/private partnership through the development of business and
community relationships and improved customer service.
Act as a liaison with the Chamber of Commerce, brokers, business associations and individual
businesses to assure that business needs are appropriately communicated and considered in City
policy formation.
Work with existing business to identify and help eliminate any barriers to retention or
redevelopment.
Enhance and promote a strong local economy to provide municipal services that business and
residents desire and need to maintain the community's quality oflife.
Pursue high tech sales offices as part of the development application process.
146
ECONOMIC DEVELOPMENT
4001 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Materials 2,715 3,700 2,700 4,500
Contract Services 2,000 10,000 10,000 10,000
Total 4,715 13,700 12,700 14,500
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 4,715 13,700 12,700 14,500
Total 4,715 13,700 12,700 14,500
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
147
ADMINISTRATIVE SERVICES
ACCOUNTING
PROGRAM OVERVIEW
The Accounting Division is responsible for accurate and timely maintenance of aU City financial
records, coUection, disbursement of aU funds, and payroU processing. This division prepares aU
required Federal, State and other agency reports pertaining to the City's financial status. In
addition, Accounting monitors budget-to-actual activities for both operational and capital
budgets, analyzes financial altematives, and conducts research and prepares reports on special
fiscal matters for aU internal and external customers.
SERVICE OBJECTIVES
Assist City Manager, City Council and City departments In managing the City's financial
resources.
Maintain a high level of professionalism in aU the City's financial practices and procedures.
Provide quality service in responding to the needs of customers, vendors and citizens.
Respond to inquiries from the public and City departments. Process invoices, deposits, vendor
payments, purchase contracts and claims in a timely and accurate manner.
Provide timely and accurate financial infonnation for City departments to make sound fiscal
decisions.
Comply with aU applicable laws, regulations and professional standards to ensure public
credibility of our financial records.
Provide quality payroll servicing for the City's full and part-time employees, properly
administering salaries and benefits in a timely and confidential manner.
148
ACCOUNTING
4100 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 365,136 375,281 406,958 424,886
Materials 17,706 24,950 18,475 20,475
Contract Services 13,170 13,300 98,200 84,700
Capital Outlay 0 0 0 500
Cost Allocation 197,000 161,310 165,400 156,030
Total 593,012 574,841 689,033 686,591
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
General 593,012 574,841 689,033 686,591
Total 593,012 574,841 689,033 686,591
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 4.40 4.40 4.40
Total 4.40 4.40 4.40
149
ADMINISTRATIVE SERVICES
BUSINESS LICENSING
PROGRAM OVERVIEW
The Business License Division collects revenue and monitors business activity for compliance
with the City Municipal Code and applicable state law. In addition, the division identifies new
business licenses to enhance revenue to the City.
SERVICE 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.
Actively pursue non-compliant businesses, such as landscaping, realtors and home based
businesses.
ISO
BUSINESS LICENSING
4200 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
Employee Compensation 31,437 33,404 37,566 37,449
Materials 2,077 2,000 2,000 2,000
Contract Services 684 700 1,000 1,500
Total 34,198 36,104 40,566 40,949
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 34,198 36,104 40,566 40,949
Total 34,198 36,104 40,566 40,949
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.50 0.50 0.50
Total 0.50 0.50 0.50
151
ADMINISTRATIVE SERVICES
CITY CLERK
PROGRAM OVERVIEW
The City Clerk's office administers the legislative process including management of local
elections and filings of Fair Political Practices Commission documents. Other responsibilities
include administrative and clerical duties associated with the City Council's actions.
This division provides the following services:
· Attend all meetings of the City Council, prepare agendas, meeting packets, and minutes.
· Attend all meetings of the Fine Arts Commission, provide infonnation and resources, and
prepare agendas and minutes.
· Create, record, process, maintain, and retrieve City records, including resolutions, ordinances,
agreements, appeals, notices of negative declaration, and maps.
· Provide reception and switchboard services for City Hall, including answering all calls to the
"one-stop shop" number of 408-777 -CITY.
· Manage the annual appointment process for 12 commissions and any unscheduled vacancies.
· Oversee the codification of ordinances adopted by the City Council.
· Provide Notary Public services for staff and the public.
The division's goals are to administer elections and Fair Political Practices Commission filings in
compliance with State law, to ensure compliance with the Brown Act open meetings
requirements, to accurately process documents, and to maintain a records management system
that facilitates timely access to infonnation.
SERVICE OBJECTIVES
Provide complete, accurate, and timely infonnation to the public, staff, and City Council.
Respond to routine requests within two working days; respond to requests requiring archival
research within five working days.
Maintain compliance with State laws regarding elections, records, annexations, commISSIOn
appointments, Brown Act public meeting requirements, legal notices, and Fair Political Practices
Commission filings.
Conduct a local election in odd-numbered years in compliance with the California Elections
Code and ballot measure elections as necessary.
Provide support services as needed.
152
CITY CLERK
4300 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
Employee Compensation 301,978 315,747 340,879 359,106
Materials 29,914 37,100 29,000 30,000
Contract Services 28,281 23,000 23,000 23,000
Cost Allocation 68,900 70,220 72,060 62,240
Total 429,073 446,067 464,939 474,346
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 429,073 446,067 464,939 474,346
Total 429,073 446,067 464,939 474,346
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 3.90 3.90 3.90
Total 3.90 3.90 3.90
153
ADMINISTRATIVE SERVICES
DUPLICATING AND MAIL SERVICE
PROGRAM OVERVIEW
The Duplicating and Mail Service Division provides repro graphic and mail services to all City
departments.
The division's goals are to duplicate accurately and in a timely manner those documents needed
in the day-to-day and long-term operation of City business; to deliver routine incoming and
outgoing mail and packages daily; and to work in cooperation with each department for timely
processing of mass mailings.
SERVICE OBJECTIVES
Duplicate and assemble material within the time requested.
Duplicate routine documents of fewer than twenty pages within one workday.
Duplicate documents that do not require special handling within three working days.
Duplicate documents accurately and at a level of quality suitable for public distribution.
Gather out-going mail from each department daily and prepare it with appropriate postage for
pick up by the post office at 4:00 p.m.
Provide weekly delivery service of documents to board members including City Council,
Planning Commission, Parks & Recreation, and Design Review Committee, plus additional
special deliveries as needed.
Provide timely, high-quality services in the most cost-effective way.
154
DUPLICATING AND MAIL SERVICE
4310 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 26,369 27,752 31,741 36,994
Materials 96,771 102,000 100,000 100,000
Contract Services 74,888 70,000 70,000 81,000
Total 198,028 199,752 201,741 217,994
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 198,028 199,752 201,741 217,994
Total 198,028 199,752 201,741 217,994
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.60 0.60 0.60
Total 0.60 0.60 0.60
155
ADMINISTRATIVE SERVICES
ELECTIONS
PROGRAM OVERVIEW
The City Clerk manages the City Council elections, which are held in odd-numbered years, as
well as any ballot measure elections that occur. The City consolidates its elections with others
taking place in the County, and contracts for election services with the County of Santa Clara
Registrar of Voters. These contracted services include establishing voting precincts, providing
voting machines and absentee ballots, and counting and certifying the election results.
SERVICE OBJECTIVES
Provide required forms, resource materials, and assistance to candidates and committees.
Facilitate timely filing of required and voluntary documentation from candidates and committees
associated with election costs and candidate information, including Nomination Papers,
Candidates' Statements, and Statements of Economic Interest, as well as candidate biographies
and photographs.
Make election-related information available to the public and news media in a timely manner.
Manage the documentation and election processes that are contracted with the County Registrar's
Office, and ensure compliance with the California Elections Code.
156
ELECTIONS
4330 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
Materials 143 300 300 300
Contract Services 0 135,000 95,000 300,000
Total 143 135,300 95,300 300,300
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 143 135,300 95,300 300,300
Total 143 135,300 95,300 300,300
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
157
ADMINISTRATIVE SERVICES
EMERGENCY PREPAREDNESS
PROGRAM OVERVIEW
The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino
community and City staff are reasonably protected/prepared from emergencies and/or disasters.
The mission is accomplished through a comprehensive emergency preparedness, response,
recovery and mitigation program. OES is staffed by a representative of the Santa Clara County
Fire Department.
SERVICE OBJECTIVES
Maintain the City's Emergency Operations Center in a perpetual state of operational readiness.
Support the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio
capability in Cupertino.
Systematically prepare, test and revise emergency response and recovery policies, plans and
procedures in compliance with the California Emergency Services Act and the Standardized
Emergency Management System (SEMS).
Coordinate training of City staff in personal preparedness, SEMS, and EOC functions.
Coordinate training of Cupertino residents in CPR, First Aid, Community Emergency Response
Team (CERT), and Personal Emergency Preparedness workshops for adults and Kaleidoscope
Public Safety Training for Jr. High and High School.
Provide guidance to neighborhood preparedness organizations through assistance with fonnation,
team training, and drills.
Promote emergency preparedness by publishing a monthly column (Simply Safe) in the
Cupertino Scene, maintaining an OES website and providing public speaking support to
community groups, schools, and service clubs.
Maintain effective liaison with local, state and national emergency management organizations
and/or allied disaster preparedness and response agencies.
Ensure interagency/multi-agency coordination and communication for disaster planning and
responses.
Facilitate monthly school preparedness meetings to encourage planning and preparedness.
Develop City volunteer disaster response capability through development of a Medical Reserve
Corps and City CERT teams.
158
EMERGENCY PREPAREDNESS
4400 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 0 25,000 1,500 0
Materials 20,301 19,000 74,000 71,000
Contract Services 25,183 7,500 27,500 27,500
Capital Outlay 0 5,000 0 0
Cost Allocation 3,850 6,630 5,480 4,100
Total 49,334 63,130 108,480 102,600
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
General 49,334 63,130 108,480 102,600
Total 49,334 63,130 108,480 102,600
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
159
ADMINISTRATIVE SERVICES
HUMAN RESOURCES
PROGRAM OVERVIEW
The Human Resources Division is responsible for the administration of a fun range of human
resource, employee benefit and labor relations programs including personnel selection,
classification, compensation, equal employment opportunity, labor negotiations, employee
relations, employee development, employment benefits, retirement, insurance administration and
safety. Employee compensation has increased dramatically due to increases in retirement and
retiree medical costs.
SERVICE OBJECTIVES
Provide timely personnel services to departments and divisions in a fair, objective, and equitable
manner.
Enter into agreements with employee groups concerning tenns and conditions of employment.
Provide an employee development program addressing immediate and long-tenn training needs
ofthe City.
Provide departments a listing of qualified persons for employment consideration within 60 days
of an authorized vacant position.
Ensure for equal employment opportunity.
Administer classification plan.
Provide for a working environment where respect for the individual is encouraged and
safeguarded.
Provide personnel services consistent with the operational needs of user departments.
160
HUMAN RESOURCES
4510 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 785,396 900,318 954,419 380,693
Materials 46,373 52,350 36,500 48,500
Contract Services 53,219 97,500 68,500 66,000
Cost Allocation 28,290 27,290 22,570 20,770
Total 913,278 1,077,458 1,081,989 515,963
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 913,278 1,077,458 1,081,989 515,963
Total 913,278 1,077,458 1,081,989 515,963
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Ado ted
Full-time 2.70 2.70 2.70
Total 2.70 2.70 2.70
161
ADMINISTRATIVE SERVICES
RETIREE MEDICAL LIABILITY
PROGRAM OVERVIEW
Permanent employees who retire under the City's retirement plan (PERS) are, pursuant to their
respective collective bargaining agreements, eligible to have their medical insurance premiums
paid by the City. Retirees receive the amount necessary to pay the cost of his/her enrollment,
including the enrollment of his /her family members, in a health benefit plan up to the maximum
received by active employees in their respective bargaining unit. The cost of retiree medical
insurance premiums are recognized as an expenditure when benefits are paid. There were 78
retirees participating in the plan as of June 30, 2004. The City has established a designation of
General Fund Balance to fund the liabilities associated with this retiree medical benefit.
Also in the current fiscal year, GASB finalized its Statement #45, establishing standards for the
measurement, recognition and display of Other Post Employment Benefit expenses (OPEB),
liabilities and note disclosures in the financial reports of state and local governmental employers.
The standard requires that the cost of OPEB be accrued as an expense for financial reporting
purposes as benefits are earned by employees. Although the reporting requirements are not
effective for Cupertino until fiscal year 2009, the City pro-actively commissioned an actuarial
analysis of its retiree medical benefit program, an OPEB that the City has traditionally accounted
for and financed on a pay-as-you-go basis. Council then approved a designation of the City's
General Fund balance to begin funding the estimated liability along with the current cost of this
program each year. Reporting compliance for GASB 45 will be implemented prior to the
required effective date of the statement.
SERVICE OBJECTIVES
Provide funding for retiree medical each year.
162
RETIREE MEDICAL LIABILITY
4512 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
Employee Compensation 427,311 501,568 600,000 595,000
Total 427,311 501,568 600,000 595,000
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 427,311 501,568 600,000 595,000
Total 427,311 501,568 600,000 595,000
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
163
ADMINISTRATIVE SERVICES
CODE ENFORCEMENT
PROGRAM OVERVIEW
The Code Enforcement program provides for the enforcement of field activities related to the
Municipal Code. Code Enforcement staff also provide assistance to the Sheriff's Department by
responding to non-emergency calls in lieu of sworn law enforcement personnel.
The Code Enforcement activities include services related to parking enforcement, abandoned
vehicles, and ascertaining compliance with Municipal Code provisions concerning health and
sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property.
Assistance is provided to other departments and agencies as related to code enforcement
acti vi ti es.
This budget also includes funding for the animal control contract. The City of Cupertino
contracts with the City of San Jose for field, medical, licensing, and sheltering services
SERVICE OBJECTIVES
Respond to citizen, City department, and Sheriff's Department requests for services within 24
hours.
Provide services with an emphasis on public relations.
Enforce the Municipal Code in a fair, equitable, and objective manner.
Provide support for Neighborhood Watch, E-Cap Program, and other community outreach.
164
CODE ENFORCEMENT
4530 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
Employee Compensation 274,823 246,294 299,022 351,891
Materials 9,381 19,233 14,200 14,700
Contract Services 221,067 244,000 179,000 188,000
Cost Allocation 30,100 31,050 20,320 34,300
Total 535,371 540,577 512,542 588,891
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 535,371 540,577 512,542 588,891
Total 535,371 540,577 512,542 588,891
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 3.00 3.00 3.00
Total 3.00 3.00 3.00
165
ADMINISTRATIVE SERVICES
INSURANCE ADMINISTRA nON
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
and unemployment insurance.
SERVICE OBJECTIVES
Coordinate and oversee contractual services responsible for administration of msurance
programs.
SatisfY administrative and statutory procedures and regulations concemmg workers'
compensation and unemployment insurance programs.
Administer general liability claims.
Administer citywide employee safety activities and chair the Safety Committee.
Promote a work environment that emphasizes safe work practices.
Implement loss control measures including employee training.
166
INSURANCE ADMINISTRATION
4540 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 18,144 21,881 24,669 29,151
Contract Services 699,096 787,326 889,318 1,039,000
Total 717,240 809,207 913,987 1,068,151
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
General 383,220 510,318 591,201 709,588
Long Term Disability 80,453 89,600 93,600 44,000
Workers Compensation 253,567 209,289 229,186 314,563
Total 717,240 809,207 913,987 1,068,151
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.30 0.30 0.30
Total 0.30 0.30 0.30
167
ADMINISTRATIVE SERVICES
INFORMATION TECHNOLOGY
PROGRAM OVERVIEW
This activity provides for all technology related expenses for the citywide management of
infonnation services. The Infonnation Technology Manager and staff are responsible for
implementing the City's Technology Master Plan and assists in training staff and troubleshooting
the City's infonnation systems. These sytems include: the Pentamation financiallbuilding
systems, Records Management system, CLASS Reservation System, Graphical Infonnation
System (GIS) data, Code Enforcement databases and the specific departmental MS Access
databases.
SERVICE OBJECTIVES
Establish standards and procedures for the replacement and maintenance of all personal
computers, printers, peripherals and systems defined in the Technology Master Plan.
Maintain and service the City's wide area network between eight separate locations.
Oversee the implementation of the following key infonnation systems in fiscal year 2005/06:
workstation replacement, network printer replacement, Code Enforcement upgrades, Pentamation
databases upgrade, phase two of E-Government and GIS internet application.
New Equipment Purchase
Amount
Replacement Equipment
Amount
Hardware
Software
Building
Code Enforcement
E-Gov
Other
$ 62,500 Hardware
$ 80,000
Total
$ 10,000
$ 20,000
$100,500
$ 27,500
$220,000 Total
$80,300
168
INFORMATION TECHNOLOGY
4800 ADMINISTRATIVE SERVICES
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 287,353 295,848 353,999 377,892
Materials 93,973 89,000 89,000 56,000
Contract Services 159,606 200,000 143,000 180,000
Capital Outlay 0 270,000 193,000 0
Cost Allocation 220,812 180,700 130,500 103,000
Total 761,744 1,035,548 909,499 716,892
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
Infonnation Technology 761,744 1,035,548 909,499 716,892
Total 761,744 1,035,548 909,499 716,892
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 3.00 3.00 3.00
Total 3.00 3.00 3.00
169
NOTES
170
Parks and
Recreation
171
PARKS AND
RECREATION
Parks and Recreation
(1.90)
Sports Center/ Quinlan Community Ctr/
Physical Rec (5.50) Cultural Programs (7.00)
Senior Center and Blackberry Farm
Services (7.50) (7.88)
Monta Vista Rec Center
-
Youth Programs (3.35)
172
PARKS AND RECREA nON
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
6100 ADMINISTRATION 215,311 214,956 241,162 262,813
CULTURAL PROGRAMS/QUINLAN
CENTER/COMMUNITY HALL
6200 QUINLAN C.C., CULTURALlSUPRVSN 384,028 415,435 434,848 473,580
6230 COMMUNITY HALL 0 0 28,364 18,848
6248 CULTURAL PROGRAMS 54,888 51,308 49,253 52,224
6249 RECREATION PROGRAMS 261,104 279,032 311,190 329,007
6265 QUINLAN COMMUNITY CENTER 265,600 303,214 272,638 279,025
965,620 1,048,989 1,096,293 1,152,684
MONTA VISTA REC CENTER/YOUTH &
TEEN PROGRAMS/TEEN CENTER
6300 YOUTH, TEEN, M.V. REC. CNTRJSUPVR 227,641 205,214 211,619 261,298
6342 YOUTH PROGRAMS 41,653 38,276 40,045 40,045
6343 TEEN PROGRAMS 27,800 52,435 12,405 12,550
6344 TEEN CENTER 0 0 62,135 63,690
6349 RECREATION PROGRAMS 620,603 567,976 732,998 759,708
6360 MONTA VISTA RECREATION CENTER 10,142 5,971 13,840 12,700
927,839 869,872 1,073,042 1,149,991
SPORTS AND PHYSICAL RECREA nON
6400 PHYSICAL RECREATION/SUPERVISION 197,404 212,736 215,230 230,826
6445 CREEKSIDE PARK PROGRAMS 6,380 6,899 12,150 11,650
6448 FOURTH OF JULY 41,616 44,200 66,000 67,600
6449 RECREATION PROGRAMS 662,535 736,851 930,953 934,351
6450 CUPERTINO SPORTS CENTER 934,264 1,121,922 1,078,413 . 1,127,496
1,842,199 2,122,608 2,302,746 2,371,923
173
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
SENIOR PROGRAMS/SENIOR CENTER
6500 SENIOR ADULT PROGRAMS 480,892 478,961 467,175 493,730
6529 SENIOR CENTER CASE MANAGER 82,084 40,339 58,300 48,412
6549 RECREATION PROGRAMS 570,411 493,244 471,275 495,104
1,133,387 1,012,544 996,750 1,037,246
BLACKBERRY FARM/
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMINISTRATION 110,187 124,265 120,044 132,490
6620 BLACKBERRY FARM PARK 802,766 697,566 891,855 728,000
6640 BLACKBERRY FARM GOLF 445,264 430,976 540,411 448,000
6647 NATURE PROGRAMS 68,728 71,485 72,846 78,331
6649 NATURALIST PROGRAMS 10,592 6,443 22,000 21,900
6660 BLUE PHEASANT RESTAURANT 14,392 14,991 23,000 23,000
6680 BLACKBERRY FARM RETREAT CENTER 21,786 16,617 37,551 31,368
1,473,715 1,362,343 1,707,707 1,463,089
TOTAL 6,558,071 6,631,312 7,417,700 7,437,746
174
NOTES
175
PARKS AND RECREATION
ADMINISTRATION
PROGRAM OVERVIEW
Provides overall department administration, as well as project management, community outreach
and support to the Parks and Recreation Commission.
SERVICE OBJECTIVES
Provide overall department administration, budget control, and employee development and
evaluation.
Complete the Stevens Creek Corridor Park Master Plan.
Complete the environmental review of the Stevens Creek Corridor Master Plan.
Work with the Santa Clara Valley Water District on a restoration plan for Stevens Creek.
Apply for an administer grants in support offacility improvements and program development.
Work with the Community Development Department to annex property along Lawrence
Expressway into the City for development as a neighborhood park.
176
ADMINISTRATION
6100 PARKS AND RECREATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 200,806 207,395 230,672 251,403
Materials 5,436 4,000 4,600 8,300
Contract Services 2,559 2,400 2,400 0
Cost Allocation 6,510 5,890 3,490 3,110
Total 215,311 219,685 241,162 262,813
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 215,311 219,685 241,162 262,813
Total 215,311 219,685 241,162 262,813
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Ado ted
Full-time 1.90 1.90 1.90
Total 1.90 1.90 1.90
177
PARKS AND RECREATION
CULTURAL PROGRAMS/QUINLAN CENTER/COMMUNITY HALL
PROGRAM OVERVIEW
Manages the Quinlan Community Center for private events, community group events, and
recreation department activities and classes. Cultural programs provided under this section
include community special events, adult and youth cultural classes and public concerts. For the
2005-06 fiscal year, this division will generate approximately $426,000 in user fees: $320,000
ITom youth, adult, and teen classes and $106,000 ITom rentals and picnic reservations.
The scheduling and management of the Community Hall, Civic Center Plaza, and City Center
Park is also done by this division.
SERVICE OBJECTIVES
Complete stafftraining on the Quinlan Center Mass Shelter Binder and set up meetings with full
time Parks and Recreation staff to review information.
Encourage special event sponsors to use new downtown venues for their events.
Implement a marketing plan for the Community Hall.
Program a variety of classes in the Music Room ofthe Quinlan Community Center (formerly the
Sheriffs Office.)
This division will be the lead for the City of Cupertino's Golden Jubilee celebration.
178
CULTURAL PROGRAMS
QUINLAN CENTER/COMMUNITY HALL
6200 PARKS AND RECREATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
Employee Compensation 544,030 578,264 646,395 680,210
Materials 75,594 110,301 95,760 95,234
Contract Services 228,117 286,516 252,268 268,800
Capital Outlay 1,319 18,000 0 12,500
Cost Allocation 116,560 119,920 101,870 95,940
Total 965,620 1,113,001 1,096,293 1,152,684
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 704,516 817,382 785,103 823,677
Recreation 261,104 295,619 311,190 329,007
Total 965,620 1,113,001 1,096,293 1,152,684
Personnel Summary
2003-04 2004-05 2005-06
Actual Ado ted Ado ted
Full-time 7.00 7.00 7.00
Total 7.00 7.00 7.00
179
PARKS AND RECREATION
YOUTH & TEEN PROGRAMSIMONTA VISTA RECREATION CENTER
PROGRAM OVERVIEW
Provides for the operation and programming of the Monta Vista Recreation Center, which is
utilized for recreation classes, co-sponsored clubs, community meeting space, summer youth
programs, and storage for department supplies. In cooperation with the Cupertino Union School
District, the city will oversee the After School Enrichment Program at school sites and will
continue to expand program offerings. In addition, this division will expand its level of service
by providing new and expanded programs for the Teen population with the ongoing operation of
the Teen Center and through the efforts of the Teen Commission. The Youth/Teen division will
generate approximately $780,000 in user fees for the 2005-06 fiscal year.
SERVICE OBJECTIVES
Continue to provide a nine-month Preschool program at the Monta Vista Recreation Center and
the Quinlan Community Center. Expand the program by offering an additional afternoon Tiny
Tot class at the Monta Vista Recreation Center.
Coordinate the annual Volunteer/Staff Summer Recognition event, Almost Anything Goes,
Country Fair, Bunny Brunch, and Breakfast with Santa.
Investigate more ways to increase the emollment and revenue for the Afterschool Enrichment
program through new marketing techniques and continuing to improve the cooperative working
relationship with the school district and offer new classes by hiring new contractors.
Create a new science camp that shows children the science behind recreational activities such as
bowling, miniature golf and rock climbing as well as the science behind the everyday lives that
they lead and offer a new camp that takes children to historical areas of California where they
can learn state history while having a good time.
Provide a Leader In Training program in place of the current summer volunteer program in an
effort to enhance skills for future employment opportunities.
Increase enrollment at the Teen Center by enhancing the publicity and by implementing new
activities, offering at least three guest speakers on topics for teens as well as providing summer
excursions.
Provide I I middle school dances annually in addition to hosting one "Battle of the Bands" event
for teens.
Participate in discussions regarding the development of new programming for Stevens Creek
Corridor Park.
Evaluate divisional programs and make changes and improvements as needed to maintain
adequate levels of revenue while maintaining service to the community.
180
YOUTH AND TEEN SERVICES
MONTA VISTA RECREATION CENTER!
TEEN CENTER
6300 PARKS AND RECREATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
Employee Compensation 587,049 638,525 670,647 729,796
Materials 81,884 125,180 96,150 108,295
Contract Services 254,965 318,465 298,375 305,000
Cost Allocation 3,941 8,230 7,870 6,900
Total 927,839 1,090,400 1,073,042 1,149,991
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 307,236 323,973 340,044 390,283
Recreation 620,603 766,427 732,998 759,708
Total 927,839 1,090,400 1,073,042 1,149,991
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 3.35 3.35 3.35
Total 3.35 3.35 3.35
181
PARKS AND RECREATION
SPORTS AND PHYSICAL RECREATION
PROGRAM OVERVIEW
Provides for the supervision and operation of the Cupertino Sports Center as an enterprise
facility.
The Sports and Fitness Division includes a diverse physical recreation program for all ages
including sports leagues, camps, clinics, drop-in activities, and special events. Aquatic lessons
and specialty classes are offered during the summer season. This division will generate
approximately $2,131,442 in user fees.
SERVICE OBJECTIVES
Supervise the annual Fourth of July fireworks display.
Aggressively market the Sports Center to attract new members.
Supervise the Cupertino Sports Center operation.
Operate one high school pool during the summer to facilitate a community aquatics program.
Work closely with Cupertino High School staff to secure facilities to conduct recreation
programs.
Supervise the field-use program with youth sports groups.
Evaluate the current cricket program to determine changes that may be needed.
Conduct and supervise the Big Bunny Fun Run.
Continue the successful operation of ongoing division programs.
182
SPORTS AND PHYSICAL RECREATION
6400 PARKS AND RECREATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 523,382 641,088 655,395 661,704
Materials 71,599 105,725 106,529 109,450
Contract Services 1,236,856 1,240,924 1,488,582 1,560,399
Capital Outlay 0 143,000 20,000 17,000
Cost Allocation 10,362 113,750 32,240 23,370
Total 1,842,199 2,244,487 2,302,746 2,371,923
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
General 245,400 175,439 293,380 310,076
Recreation 662,535 972,149 930,953 934,351
Sports Center 934,264 1,096,899 1,078,413 1,127,496
Total 1,842,199 2,244,487 2,302,746 2,371,923
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 5.50 5.50 5.50
Total 5.50 5.50 5.50
183
PARKS AND RECREATION
SENIOR PROGRAMS/SENIOR CENTER
PROGRAM OVERVIEW
Provide a welcoming and fiiendly Senior Center for adults age 50 years and older. Enhance a
healthy lifestyle through quality education, recreation, services, travel, socials and volunteer
opportunities. Design, manage and administer center operations, staff, membership, classes, trips
and volunteers. Offer case management to homebound and/or at risk seniors. Manage facility
rentals on weekends when the Senior Center is not being used for classes and programs.
This division will generate user fees of approximately $400,000 from trips, memberships,
classes, rentals and social events. Council on Aging of Santa Clara County provides an annual
grant of $19,750 from the Older Americans Act to fund the case management program.
Annually, over 18,000 hours of volunteer service is given by Senior Center members to support
programs and services.
SERVICE OBJECTIVES
Continue to develop fee based classes and events to fund the Senior Center enterprise account.
Investigate other revenue sources to support Senior Center programs.
Investigate a rewards program for frequent users of the Senior Center programs.
184
SENIOR PROGRAMS
SENIOR CENTER
6500 PARKS AND RECREATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 534,885 548,350 536,125 575,121
Materials 525,130 488,900 401,600 405,870
Contract Services 15,831 17,200 8,865 8,865
Cost Allocation 57,541 52,940 50,160 47,390
Total 1,133,387 1,107,390 996,750 1,037,246
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 562,976 560,165 525,475 988,834
Senior Center 570,411 547,225 471,275 48,412
Total 1,133,387 1,107,390 996,750 1,037,246
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Ado ted
Full-time 7.50 7.50 7.50
Total 7.50 7.50 7.50
185
P ARKS AND RECREATION
BLACKBERRY FARMINATURE PROGRAMS
PROGRAM OVERVIEW
Provides for the management of Blackberry Fann Picnic Grounds, Blackberry Fann Golf
Course, and nature and envirqnmental education programs at McClellan Ranch Park.
The Blackberry Fann Picnic Grounds offer recreational opportunities, including picnicking,
swimming, softball, volleyball, and basketball. Catering is available for groups and the snack
bar is available for food purchase.
The Blackberry Fann Golf Course is popular with golfers of all abilities. The department
manages the pro shop and the course maintenance contract.
The nature and environmental programs at McClellan Ranch provide recreational and
educational opportunities for residents, non-residents, gardeners, schools, and community
groups.
SERVICE OBJECTIVES
Manage the picnic ground operation through excellent customer service to ensure customer
satisfaction and increased revenue.
Provide a quality golf course operation through excellent customer service and an excellent turf
and landscape maintenance program.
Evaluate all phases of the Blackberry Fann operation for improvement in service and amenities
by November 2005.
Continue improving the nature museum with quality displays.
Offer quality nature and environmental educational programs at McClellan Ranch; increase the
communities' awareness of them.
Administer the community garden program.
Manage the Blue Pheasant Restaurant, Simms house and McClellan Ranch house as rental
property.
This division operates as an "enterprise fund". It is expected to generate $1,600,000 in revenue.
All excess revenue, after expenses, will be used to fund facility improvements.
186
BLACKBERRY FARM
NATURE PROGRAM
6600 PARKS AND RECREATION
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 658,591 747,010 721,097 719,483
Materials 295,139 361,450 327,850 285,948
Contract Services 360,129 455,100 468,700 377,878
Capital Outlay 67,087 111,000 111 ,000 1,000
Cost Allocation 92,769 91,320 79,060 78,780
Total 1,473,715 1,765,880 1,707,707 1,463,089
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
General 68,728 74,191 72,846 78,331
Recreation 10,592 19,400 22,000 21,900
Blackberry Farm 1,394,395 1,672,289 1,612,861 1,362,858
Total 1,473,715 1,765,880 1,707,707 1,463,089
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 6.88 6.88 6.88
Total 6.88 6.88 6.88
187
NOTES
188
Community
Development
189
COMMUNITY
DEVELOPMENT
Community
Development
( 1.49)
I I
Housing Services Building Planning
(0.90) (11040) (7.04)
190
COMMUNITY DEVELOPMENT
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
PLANNING
7200 PLANNING ADMINISTRATION 191,016 214,257 209,045 234,295
7301 CURRENT PLANNING 616,477 610,885 565,755 735,411
7302 MID AND LONG RANGE PLANNING 215,677 165,378 210,575 261,964
7304 V ALLCO REDEVELOPMENT 93,539 85,388 204,474 56,828
7305 ANNEXA nON/SARA TOGA CREEK 9,692 10,379 15,000 0
BOUNDARY
935,385 872,030 995,804 1,054,203
HOUSING SERVICES
7401 CDBG GENERAL ADMINISTRA nON 17,429 110,967 96,101 87,497
7402 REHAB LOAN ADMINISTRATION 723 27,128 0 0
7403 AFFORDABLE HOUSING 0 45,000 290,990 282,625
7404 PUBLIC SERVICE GRANTS 37,418 61,000 71,910 65,221
7405 BMR HOUSING 799,582 140,728 161,631 387,496
7406 HUMAN SERVICE GRANTS 0 16,575 39,582 40,000
855,152 401,398 660,214 862,839
BUILDING
7501 GENERAL BUILDING 318,166 357,322 437,129 528,797
7502 CONSTRUCTION PLAN CHECKING 317,272 260,618 420,417 602,321
7503 BUILDING CODE ENFORCEMENT 553,954 498,212 487,557 531,245
7504 BUILDING ABATEMENTS 0 0 50,000 25,000
1,189,392 1,116,152 1,395,103 1,687,363
TOTAL 3,170,945 2,603,837 3,260,166 3,838,700
191
COMMUNITY DEVELOPMENT
ADMINISTRA nON
PROGRAM OVERVIEW
Efficiently manage the daily operations of the Community Development Department.
SERVICE OBJECTIVES
Development of systems to implement General Plan program policies and test their effectiveness.
Ensure that the General Plan and Economic Development plan are coordinated.
Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement
Program to ensure that buildings are constructed based upon approved codes and that they are
safe and well maintained.
Continue to utilize specialized training programs to develop a highly motivated and technically
competent staff.
Planners are encouraged to attend at least one UC extension course or equivalent course
regarding professional planning topics. The building inspectors will continue to participate in the
certificate program offered by the International Conference of Building Officials.
Continue to streamline the internal application processing system and public review process.
Continue efforts to create a more effective records management system and land use data system
using GIS.
192
ADMINISTRATION
7200 COMMUNITY DEVELOPMENT
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 173,441 173,114 184,068 193,945
Materials 9,161 7,237 7,237 9,700
Contract Services 274 31,500 6,500 21,000
Cost Allocation 8,140 12,130 11,240 9,650
Total 191,016 223,981 209,045 234,295
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 191,016 223,981 209,045 234,295
Total 191,016 223,981 209,045 234,295
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 1.49 1.49 1.49
Total 1.49 1.49 1.49
193
COMMUNITY DEVELOPMENT
PLANNING
PROGRAM OVERVIEW
Provide efficient and responsive professional planning services to the community and implement
city development policies, programs, and regulations.
The Mid and Long Range program examines the General Plan to ensure that it reflects
community values, prepares new and updated ordinances, prepares and interprets development
policy and works with several special purpose agencies to address issues of regional concern
such as transportation and air quality.
The Current Planning program provides technical processing of applications for land
development, including environmental assessment, architectural and landscaping review, and
commercial sign requests.
SERVICE OBJECTIVES
Provide timely and complete technical processing of approximately 100 applications for
discretionary land use entitlements and 50 code enforcement actions.
Provide opportunity for public contact 40 hours per week.
Check approximately 400 building pennit plan sets for compliance with zoning requirements
within the time limits set by Planning Division policy.
Implement the Vallco Redevelopment Plan.
Complete the comprehensive General Plan review.
Implement Housing programs: housing development; BMR & MCC programs, particularly for
public employees, teachers; housing advocacy program.
Maintain a parcel database, a project database, develop a Geographic Information System and
provide planning resources on Cupertino's web page.
Pursue annexation of the land under the San Tomas/Saratoga Creek trail and other individual
parcels when redevelopment occurs.
194
PLANNING
7300 COMMUNITY DEVELOPMENT
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 757,610 788,508 724,560 892,203
Materials 15,657 20,644 38,644 69,800
Contract Services 121,977 215,500 209,300 63,500
Cost Allocation 40,141 30,120 23,300 28,700
Total 935,385 1,054,772 995,804 1,054,203
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 832,154 822,870 791,330 997,375
Redevelopment Agency 103,231 231,902 204,474 56,828
Total 935,385 1,054,772 995,804 1,054,203
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 6.96 7.04 7.04
Total 6.96 7.04 7.04
195
COMMUNITY DEVELOPMENT
HOUSING SERVICES
PROGRAM OVERVIEW
The Housing Services Division manages the City's housing programs and related services for
residents of very low to moderate income. The Division's primary goals are (I) to encourage a
balanced community by improving the local availability of affordable housing opportunities and
(2) to maintain the existing housing stock by correcting housing deficiencies and building code
violations in existing homes.
The Division provides loans and grants for the development of affordable housing units, the
provision of housing related services, and the rehabilitation of single-family homes. The
Division also conducts research and recommends innovative approaches to the financing and
development of affordable housing options.
SERVICE OBJECTIVES
Submit approved Consolidated Plan to the federal department of Housing and Urban
Development (HUD).
Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by
April 2006. Present CDBG proposals to the Housing Commission for their recommendation.
Conduct public hearing in November 2005 for setting CDBG funding priorities and a second
hearing in April 2006 for final award ofCDBG funds.
Develop and monitor contracts with all CDBG sub-recipients on a quarterly basis.
Present funding applications and coordinate meetings as needed of the Cupertino Housing
Commission. Quarterly monitor housing program accounts and affordable housing loan
payments and rent payments to the Affordable Housing Fund. Meet with local developers and
other property owners to encourage the development of 30 affordable housing units.
Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures and
program income for $100,000 loan portfolio.
Provide Mortgage Credit Certificate funding in the amount of$IOO,OOO (4 MCC's).
Work with school district to develop teacher housing assistance program.
196
HOUSING SERVICES
7400 COMMUNITY DEVELOPMENT
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 90,969 92,120 99,892 105,246
Materials 706,348 507,290 449,940 581,986
Contract Services 56,505 80,800 110,382 175,607
Cost Allocation 1,330 1,200 0 0
Total 855,152 681,410 660,214 862,839
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 55,570 155,669 201,213 427,496
Housing 799,582 525,741 459,001 435,343
Total 855,152 681,410 660,214 862,839
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.90 0.90 0.90
Total 0.90 0.90 0.90
197
COMMUNITY DEVELOPMENT
BUILDING
PROGRAM OVERVIEW
Safeguard the health, safety and welfare of residents, workers and visitors to Cupertino by
effective administration and enforcement of adopted codes and ordinances, which regulate the
design, construction, use, occupancy, location and maintenance of all buildings and structures.
SERVICE OBJECTIVES
Provide a fuendly, efficient department that assists customers in meeting their deadlines and
objectives.
Increase the knowledge of staff through in-house training, meetings, and seminars.
Provide useful and infonnative data on the City's web site.
198
BUILDING
7500 COMMUNITY DEVELOPMENT
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 926,449 1,068,838 994,818 1,064,183
Materials 27,461 28,035 28,035 26,200
Contract Services 165,310 314,800 315,800 550,800
Cost Allocation 70,172 67,740 56,450 46,180
Total 1,189,392 1,479,413 1,395,103 1,687,363
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
General 1,189,392 1,479,413 1,395, I 03 1,687,363
Total 1,189,392 1,479,413 1,395,103 1,687,363
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 11.40 11.40 11.40
Total 11.40 11.40 11.40
199
NOTES
200
Public
Works
201
PUBLIC WORKS
Public
Works
(3.00)
I
I I I I
Transportation Service Center Environmental Engineering
(4.35) (2.20) Programs (3.27) (5.75)
I
I I T I
Facility Ground Street General
Maintenance Maintenance Maintenance Services
(7.60) (18.40) (22.45) (4.20)
202
PUBLIC WORKS
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
ADMINISTRA nON
8001 PUBLIC WORKS ADMINISTRATION 405,097 397,414 452,661 479,963
8003 RESOURCE RECOVERY 1,897,424 1,793,084 2,188,234 2,585,435
8004 NON POINT SOURCE 351,219 377,372 397,807 394,116
2,653,740 2,567,870 3,038,702 3,459,514
ENVIRONMENTAL PROGRAMS
8005 ENVIRONMENTAL MANAGEMENT 142,585 138,871 187,873 147,075
142,585 138,871 187,873 147,075
ENGINEERING SERVICES
8101 ENGINEERING DESIGN 662,335 595,678 717,197 755,342
8102 INSPECTION SERVICE 111,472 112,528 122,709 127,468
773,807 708,206 839,906 882,810
SERVICE CENTER
8201 ADMINISTRATION 968,663 912,627 849,628 825,378
968,663 912,627 849,628 825,378
GROUNDS
8302 MCCLELLAN RANCH PARK 58,279 51,668 49,879 42,055
8303 MEMORIAL PARK 509,204 482,504 543,214 543,169
8304 CITY CENTER PARK 0 0 34,647 26,716
8312 SCHOOL SITE MAINTENANCE 540,123 492,685 526,787 510,444
8314 NEIGHBORHOOD PARKS 720,653 736,847 710,758 857,206
8315 SPORTS FIELD lOLL YMAN/CREEKSIDE 284,290 272,858 391,403 367,717
8321 CIVIC CENTER MAINTENANCE 135,280 126,445 124,879 139,606
2,247,829 2,163,007 2,381,567 2,486,913
203
STREETS
8402 STREET CLEANING
8403 SIDEWALK CURB AND GUTTER
8404 STREET PAVEMENT MAINTENANCE
8405 STREET SIGNS MARKINGS
8406 GRAFFITI REMOVAL
8407 OVERPASSES AND MEDIANS
8408 STREET TREE MAINTENANCE
8409 ELM WOOD PROGRAM
FACILITIES
8501 BUILDING MAINTENANCE CITY HALL
8502 LIBRARY
8503 SERVICE CENTER
8504 QUINLAN COMMUNITY CENTER
8505 SENIOR CENTER
8506 MC CLELLAN RANCH
8507 MONTA VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
8512 COMMUNITY HALL MAINTENANCE
8513 TEEN CENTER BLDG MAINTENANCE
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAINTENANCE
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
113,167 105,327 39,167 78,730
654,216 423,251 597,448 148,291
219,635 201,643 236,135 246,444
436,757 430,767 397,167 391,990
5,708 1,462 56,743 61,103
584,713 546,624 589,704 635,636
500,525 425,491 545,785 544,960
201,131 222,311 202,437 241,287
2,715,852 2,356,876 2,664,586 2,348,441
461,092 385,465 449,171 459,226
81,522 64,038 301,027 193,349
312,545 252,008 240,806 245,075
392,536 308,686 374,031 389,915
175,262 146,378 186,712 183,087
49,781 71,588 50,859 51,979
113,823 81,988 100,625 100,211
12,863 11,585 26,032 28,445
30,112 24,900 30,284 31,645
196,281 230,587 229,793 259,185
37,694 50,340 80,141 61,674
0 0 59,104 115,576
0 0 26,566 32,031
1,863,511 1,627,563 2,155,151 2,151,398
336,156 254,667 334,481 424,685
370,976 328,826 403,345 461,757
707,132 583,493 737,826 886,442
204
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
GENERAL SERVICES
8830 STREETLlGHTING 468,059 192,271 475,846 396,573
8840 EQUIPMENT MAINTENANCE 885,342 808,837 891,517 861,802
1,353,40 I 1,001,108 1,367,363 1,258,375
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISlTlON 193,500 0 0 28,000
193,500 0 0 28,000
TOTAL 13,620,020 12,059,621 14,222,602 14,474,346
205
PUBLIC WORKS
ADMINISTRATION
PROGRAM OVERVIEW
Administers the different divisions within the Public Works Department -- Engineering,
Environmental Programs, Transportation, Facilities, General Services, Grounds, and Streets.
SERVICE OBJECTIVES
Carry out the responsibilities of the Public Works Department In the most efficient and
productive manner by continuously assessing current programs.
Provide response within 24 hours to the community on complaints and request for services.
Represent the City on county and regional issues such as congestion management.
206
ADMINISTRATION
8000 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 605,173 639,865 734,392 738,634
Materials 23,375 31,950 41,950 48,350
Contract Services 2,010,172 2,184,800 2,249,400 2,642,100
Cost Allocation 15,020 14,130 12,960 30,430
Total. 2,653,740 2,870,745 3,038,702 3,459,514
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 405,097 414,082 452,661 479,963
Environmental Management 351,219 353,754 397,807 394,116
Resource Recovery 1,897,424 2,102,909 2,188,234 2,585,435
Total 2,653,740 2,870,745 3,038,702 3,459,514
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 3.00 3.00 3.00
Total 3.00 3.00 3.00
207
PUBLIC WORKS
ENVIRONMENTAL PROGRAMS
PROGRAM OVERVIEW
The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff
Program Fund and the Environmental Management activity. The Division provides contract
management, program development and implementation and public education and information as
they relate to solid waste, recycling, household hazardous waste, urban runoff pollution
prevention and the employee transportation program.
SERVICE OBJECTIVES
Comply with State AB939 requirements to divert 50% solid waste to the landfill by the year
2000, and maintain 50% diversion by implementing source reduction, recycling and composting
programs.
Provide contract oversight for solid waste and recyclables collection and hauling, yard waste
processing, compost hauling, solid waste disposal and household hazardous waste collection.
Comply with Regional Water Quality Control Board permit requirements with regard to urban
runoff pollution prevention.
Coordinate urban runoff pollution prevention activities (street sweeping, catch basin cleaning,
new development and construction best management practices) with other departments and
divisions (e.g. Planning, Building, Engineering, Public Works Service Center).
Represent the City on county and regional issues such as solid waste, urban runoff pollution
prevention and household hazardous waste.
Provide public education and information to the residents, businesses and schools regarding
environmental programs.
208
ENVIRONMENTAL PROGRAMS
8005 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
Employee Compensation 9,631 10,135 21,573 31,555
Materials 55,492 65,200 66,500 36,000
Contract Services 69,652 75,000 95,620 76,000
Cost Allocation 7,810 7,100 4,180 3,520
Total 142,585 157,435 187,873 147,075
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 142,585 157,435 187,873 147,075
Total 142,585 157,435 187,873 147,075
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 2.42 3.27 3.27
Total 2.42 3.27 3.27
209
PUBLIC WORKS
ENGINEERING SERVICES
PROGRAM OVERVIEW
The Engineering Division provides design and construction administration for all capital
improvement programs including streets, buildings, parks, utilities, and pavement maintenance.
The Division reviews plans for all private developments including residential, commercial and
industrial to ensure conformance with City standards. Inspection services ensure compliance
with city standards on all public and private projects.
SERVICE OBJECTIVES
Respond to public inquiries or complaints in a timely manner.
Ensure that all public improvements are constructed in accordance with City standards.
Place safety of the general public, City employees and workers as the highest priority on
construction sites. Minimization of injury accidents and prevention of fatalities is safety goal.
Maintain infrastructure at the least possible cost by selecting the program to yield the best
benefit/cost ratio.
Continue to expand GIS system.
210
ENGINEERING SERVICES
8100 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 554,629 571,649 627,396 670,280
Materials 15,841 19,300 19,300 24,300
Contract Services 144,487 156,400 156,400 156,400
Cost Allocation 58,850 55,000 36,810 31,830
Total 773,807 802,349 839,906 882,810
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 773,807 802,349 839,906 882,810
Total 773,807 802,349 839,906 882,810
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 5.75 5.75 5.75
Total 5.75 5.75 5.75
211
PUBLIC WORKS
SERVICE CENTER
PROGRAM OVERVIEW
Administer the operations of the public works field operations including streets, facilities, and
grounds divisions, and provides administration for the service center and clerical support. Costs
related to non-specific activity functions; such as, sick leave, holiday, vacation, other leaves,
travel time, contract administration for school crossing guards, and equipment operating cost, are
recorded to this cost center.
SERVICE OBJECTIVIES
Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs,
vehicle and equipment, and streetlights.
Maintain records of all complaints and requests for services by tracking responses through
computer programs.
Maintain productivity units of measure for each task performed by employee and activity center.
Administer the Elmwood work furlough program to assist in daily cleanup tasks in the City.
212
SERVICE CENTER
8200 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
Employee Compensation 424,968 360,328 344,798 332,408
Materials 52,959 59,500 59,500 63,500
Contract Services 117,946 117,650 119,000 133,000
Cost Allocation 372,790 348,730 326,330 296,470
Total 968,663 886,208 849,628 825,378
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 968,663 886,208 849,628 825,378
Total 968,663 886,208 849,628 825,378
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 2.20 2.20 2.20
Total 2.20 2.20 2.20
213
PUBLIC WORKS
GROUNDS
PROGRAM OVERVIEW
The Grounds Division maintains IS parks, consisting of approximately 118 acres of community
and neighborhood facilities. The park sites include Memorial, Linda Vista, McClellan, Monta
Vista, Portal, Somerset, Varian, Wilson, Jollyman, Three Oaks, Hoover, Canyon Oak, Little
Rancho and Creekside. The City also maintains school sites for recreational activities at Hyde,
Eaton, Lincoln, Regnart, Faria, Stevens Creek, Garden Gate, and Kennedy schools consisting of
approximately 52 acres.
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 accessones.
Maintenance of tennis courts, where available.
Quarterly Tasks: landscape maintenance, aerating, fertilizing, weeding, etc.
Semi-Annual Tasks: pruning and spraying trees and shrubs, and as needed, sprinkler repair,
replacement of planting material, tennis court nets, etc.
Maintain school sites for recreational activities for (Eaton, Regnart, Faria, Stevens Creek, Hyde,
Garden Gate, Kennedy, and Lincoln) approximately 52 acres.
Utilize Elmwood work furlough program to assist in weekend and weekday cleanup programs.
This is equal to approximately three (3) full time maintenance workers.
Contract restroom cleaning at the following park sites: Linda Vista, Monta Vista, Portal, Wilson,
McClellan Ranch, Memorial, Jollymari, Creekside Park, also Kennedy Sports Field restrooms.
214
GROUNDS
8300 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 1,200,589 1,297,538 1,328,472 1,452,598
Materials 604,727 631,925 651,175 599,625
Contract Services 194,888 204,000 217,500 173,500
Capital Outlay 86,115 7,500 14,750 95,000
Cost Allocation 161,510 152,080 169,670 166,190
Total 2,247,829 2,293,043 2,381,567 2,486,913
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 2,247,829 2,293,043 2,381,567 2,486,913
Total 2,247,829 2,293,043 2,381,567 2,486,913
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 18.40 18.40 18.40
Total 18.40 18.40 18.40
215
PUBLIC WORKS
STREETS
PROGRAM OVERVIEW
The Streets Division maintains all street rights-of-way pavement, including curb, gutter,
sidewalks, street signs and markings, stonn drain system. Administers the street-cleaning
program. The division maintains another 31.54 developed acres of median and overpasses,
21.69 undeveloped acres, and approximately 13,000 street trees within the park strip.
SERVICE OBJECTIVES
Provide high-level maintenance of city's infTastructure to protect the City's investment.
Continue annual street maintenance program consisting of slurry sealing and improving the
structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-to-
date computerized pavement management program that assists in developing priorities and
providing future planning for scheduling road improvements and maintaining all the streets in
the community.
Cleanup of stonn drain inlets and respond to citizen requests immediately.
Perfonn mainline cleaning contractual arrangements. The City pays San Jose a fee for use of
San Jose's facilities in the area that was de-annexed fTom San Jose and annexed to Cupertino.
Perfonn street cleaning every two weeks in residential areas and every week in the commercial
and industrial areas. The City presently has approximately 610 curb miles that are swept each
month.
Annual maintenance of sidewalks, curbs, and gutters through contractual service. Respond
within 24 hours for emergency or temporary repair to alleviate hazardous conditions.
Perfonn maintenance of all streets, traffic signs and markings within 24 hours to minimize
liability.
Repaint markings and legends once a year prior to the beginning of the school year and
centerline striping as needed.
Maintenance of street trees: staff perfonns watering, spraying, staking, pruning, and fertilizing in
the commercial areas. Contract for major tree maintenance.
Administer and schedule the weekday and weekend Elmwood work furlough program.
Maintenance of landscaping medians strips, trails, landscape roadsides and public right of ways:
Staff perfonns maintenance of irrigation systems, weed control, pruning and fertilizing of plant
material in these areas. Pond Maintenance.
Cleanup of graffiti on city property, to respond within 48 hours.
216
STREETS
8400 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 1,488,249 1,572,661 1,572,616 1,710,971
Materials 319,253 329,200 326,200 339,700
Contract Services 618,378 531,500 483,000 33,000
Capital Outlay 32,241 14,500 18,500 18,500
Cost Allocation 257,731 253,530 264,270 246,270
Total 2,715,852 2,701,391 2,664,586 2,348,441
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Gas Tax 1,310,608 1,208,855 1,230,750 786,725
General Fund 1,405,244 1,492,536 1,433,836 1,561,716
Total 2,715,852 2,701,391 2,664,586 2,348,441
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Ado ted
Full-time 22.70 22.45 22.45
Total 22.70 22.45 22.45
217
PUBLIC WORKS
FACILITIES
PROGRAM OVERVIEW
Provides maintenance and mechanical services to all public buildings. These include 16 City-
owned buildings and nine single standing restroom facilities for a total of 171,274 square feet.
The Facilities Maintenance Division currently has five (5) Maintenance Workers who each
maintain an average of 34,255 square feet.
Administers the janitorial contract, alann system, and the maintenance of building equipment at
all City facilities and special projects. Daily maintenance tasks include wood working projects,
plumbing, electrical, fountain maintenance, heating and air conditioning maintenance.
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.
218
FACILITIES
8500 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 544,831 575,50 I 629,471 671,748
Materials 592,067 626,450 664,850 657,950
Contract Services 497,359 482,500 729,900 643,400
Capital Outlay 20 I ,265 252,000 93,500 93,000
Cost Allocation 27,989 38,760 37,430 85,300
Total 1,863,511 1,975,211 2,155,151 2,151,398
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Ado ted Adopted
General 1,667,230 1,713,526 1,925,358 1,892,213
Sports Center 196,281 261,685 229,793 259,185
Total 1,863,511 1,975,211 2,155,151 2,151,398
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 7.30 7.60 7.60
Total 7.30 7.60 7.60
219
PUBLIC WORKS
TRANSPORTATION
PROGRAM OVERVIEW
The Transportation Division develops plans, specifications and estimates for the installation,
operation and maintenance of the traffic signals, the traffic signal interconnects, traffic signs,
pavement markings, and design standards. The Division assists in the preparation of the General
Plan, street plan lines and capital improvement program related to street improvements.
Staff, with support of consultants, is designing and building capital improvements projects for
the transportation system. For traffic signals, they are continuing to implement the adaptive
traffic signals control system, and Silicon Valley Smart Corridor. For bicycle and pedestrian
facilities, they are implementing the Mary Avenue Bicycle Footbridge.
SERVICE OBJECTIVES
Ensure the efficiency and safety of the street system through continual observation of traffic
signals and other traffic control devices. Review traffic collision reports periodically, traffic flow
patterns annually, intersection levels of service annually, and neighborhood traffic issues as
needed.
Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and
traffic efficiency at city boundaries. Continue training personnel in traffic engineering by
encouraging attendance at classes and seminars at least once a year.
Maintain the level of service on the traffic control systems by monitoring traffic volumes at least
once per year and updating the traffic signal timing patterns more frequently.
220
TRANSPORTATION
8600 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 435,942 432,787 376,686 482,832
Materials 65,454 79,000 75,500 72,500
Contract Services 151,714 240,000 228,500 276,500
Capital Outlay 15,452 0 0 0
Cost Allocation 38,570 52,630 57,140 54,610
Total 707,132 804,417 737,826 886,442
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 707,132 804,417 737,826 886,442
Total 707,132 804,417 737,826 886,442
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 4.35 4.35 4.35
Total 4.35 4.35 4.35
221
PUBLIC WORKS
GENERAL SERVICES
PROGRAM OVERVIEW
Provides maintenance and service to all vehicles (91), rolling stock (48), trailers (16), riding
mowers (12),and all power equipment (221). Maintains (3250) City-owned streetlights, parking
lot lights, and park lights. Responsible for inspections of all new street light installations.
Responsible for handling of hazardous waste and materials and responding to non-point source
spills. Maintains above and below ground fuel tanks. Maintains the complete Service Center yard
maintenance. 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 trucks,
tractors, and other equipment, also administration of street sweeping and storm drain contracts.
Responsible for all hazardous waste records, manifests, and reports, as well as all Service Center
employees training and training records as required by OSHA.
SERVICE 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.
222
GENERAL SERVICES
8800 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Employee Compensation 318,140 346,817 371,183 413,385
Materials 464,980 477,000 457,000 410,000
Contract Services 109,092 124,000 122,000 112,000
Capital Outlay 92,549 65,000 70,000 65,000
Cost Allocation 368,640 382,870 347,180 257,990
Total 1,353,401 1,395,687 1,367,363 1,258,375
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
General 468,059 486,707 475,846 394,806
Equipment Maintainence 885,342 908,980 891,517 855,208
Total 1,353,401 1,395,687 1,367,363 1,250,014
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 4.10 4.20 4.20
Total 4.10 4.20 4.20
223
PUBLIC WORKS
FIXED ASSETS ACQUISITION
PROGRAM OVERVIEW
The purchase of equipment having a value greater than $5,000, expected life of more than one
year, and used for general government purposes, is financed trom this budget. Equipment users
are charged for the use of these assets through a depreciation schedule. Equipment used by
Special Revenue and Enterprise funds are charged to the respective funds.
SERVICE OBJECTIVES
Obtain quality equipment through competitive bidding.
Pursue the purchase of energy efficient vehicles whenever possible.
CAPn AL OUTLAY
Replacement Fund Purchase
Vehicle #
DescriDtion
Amount
36
I Ton Pick-up & Bed Insert (1988)
$28,000
Total
$28,000
224
FIXED ASSETS ACQUISITION
9820 PUBLIC WORKS
Expenditures by Category
2002-03 2003-04 2004c05 2005-06
Actual Actual Adopted Ado ted
Capital Outlay 193,500 0 155,000 28,000
Total 193,500 0 155,000 28,000
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Equipment Maintenance 193,500 0 155,000 28,000
Total 193,500 0 155,000 28,000
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
225
NOTES
226
Non-
Departmental
227
NOTES
228
NON-DEPARTMENTAL
Expenditures by Division
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
INTERFUND TRANSFERS
0100 OPERATING TRANSFER OUT
GENERAL FUND 25,503, I 00 5,231,000 4,864,000 5,118,000
PARK DEDICATION FUND 25,000 190,000 1,800,000 500,000
BLACKBERRY FARM 75,000 75,000 127,000 0
RECREATION PROGRAMS 100,000 100,000 131,365 200,000
SENIOR CENTER/SPORTS CENTER 50,000 50,000 134,000 100,000
OTHER 250,000 182,000 45,000 0
RESOURCE RECOVERY 0 0 500,000 500,000
LIBRARY 0 0 0 300,000
26,003, I 00 5,828,000 7,601,365 6,718,000
DEBT SERVICE
5301 FACILITY CORPORATION 9,866,000 3,547,000 3,547,000 3,548,000
5306 TRAFFiC IMPACT 38,000 36,000 35,000 40,000
9,904,000 3,583,000 3,582,000 3,588,000
TOTAL 35,907,100 9,411,000 11,183,365 10,306,000
229
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
2005-06 fiscal year, budget activity accounts have been established for the following transfers:
1. Funding !Tom the General Fund for capital improvements in the Capital Project Funds:
$255,000 for Mary Avenue Bicycle Footbridge; $75,000 for a City Hall space study; $90,000
for traffic projects; and $250,000 for the City Hall Emergency Generator.
2. Funding !Tom the General Fund to the Debt Service Fund in the amount of$3,548,000 which
provides for the annual payment of the Certificates of Participation for the City Hall/Library
remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new
animal control facility.
3. Funding !Tom the General Fund to the Information Technology Systems Fund in the amount
of $220,000 which provides for new technology equipment and Phase Two of E-
Government.
4. Funding !Tom the General Fund to the Gas Tax Fund in the amount of $755,000 to provide
for costs associated with the street projects.
5. Funding !Tom the Park Dedication Fund to the General Fund in the amount of $500,000 to
provide for payback of advances on parkland.
6. Funding !Tom the Library Capital Project Fund to the General Fund In the amount of
$300,000 to close out the fund.
7. Funding !Tom the Recreation Program Fund to the General Fund in the amount of $200,000
to provide for partial payment of debt service.
8. Funding !Tom the Sports Center Fund to the General Fund in the amount of $100,000 to
provide for partial payment of debt service.
9. Funding !Tom the Resource Recovery Fund to the General Fund in the amount of $500,000
representing the second of four payments to reimburse costs for waste cleanup.
230
INTERFUND TRANSFERS
0100 INTERFUND TRANSFERS
Expenditures by Category
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
Operating Transfers Out 26,003,100 5,828,000 7,60 I ,365 6,718,000
Total 26,003,100 5,828,000 7,601,365 6,718,000
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
General 25,503, I 00 5,231,000 4,864,000 5,118,000
Park Dedication 25,000 190,000 1,800,000 500,000
Blackberry Farm 75,000 75,000 127,000 0
Recreation Fund 100,000 100,000 131,365 200,000
Senior Center/Sports Center 50,000 50,000 134,000 100,000
Other 250,000 182,000 45,000 0
Resource Recovery 0 0 500,000 500,000
Library 0 0 0 300,000
Total 26,003,100 5,828,000 7,601,365 6,718,000
Personnel Summary
2003-04 2004-05 2005-06
Actual Ado ted Ado ted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
231
NONDEP ARTMENT AL
DEBT SERVICE
PROGRAM OVERVIEW
The Debt Service Program provides for the payment of principal and interest obligations and
associated administrative costs incurred with the issuance of debt instruments for the City and the
Public Facility Corporation. The budget includes funding for the following debt service
payments:
1. The Public Facility Corporation's annual payments of principal and interest on the City
Hall/Library, Wilson/Memorial Open Space and Library Certificates of Participation (COP).
In September, 2002, the City refinanced its $44 million in debt to obtain a lower interest rate
and extend debt maturity. An additional $10 million was issued to ensure adequate funding
of the five year Capital Improvement Program, and primarily the new library project.
The majority of the borrowings occurred in early 1990 to acquire additional park real estate
and expand community facilities. A breakdown ofthe capital acquisitions follows:
· Increased 90 acres of park real estate to 190 acres, a 111 % increase;
· Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase;
· Specific purchases included:
Blackberry Farm - $18 million, voter approved debt;
Creekside Park - $12 million voter approved debt;
Sports Center - $8 million;
Quinlan Community Center, including park real estate - $6.1 million;
Wilson Park and improvements - $5.6 million;
Jollyman Park development - $1 million;
City Hall renovation/improvements - $1.7 million;
Library renovation/improvements - $1.7 million.
New library/community center - $10 million.
2. The annual payment of principal and interest on outstanding special assessment bonds for
Traffic Impact. The City acts as agent for the property owners of parcels upon which
assessments were made for local improvements and therefore is not a guarantee or directly
liable for the debt.
232
DEBT SERVICE
5301-5306 DEBT SERVICE
Expenditures by Category
Total
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Adopted
9,904,000 3,583,000 3,582,000 3,588,000
9,904,000 3,583,000 3,582,000 3,588,000
Debt Service/Other
Expenditures by Fund
2002-03 2003-04 2004-05 2005-06
Actual Actual Adopted Ado ted
Facilities Corporation 9,866,000 3,547,000 3,547,000 3,548,000
Traffic Impact 38,000 36,000 35,000 40,000
Total 9,904,000 3,583,000 3,582,000 3,588,000
Personnel Summary
2003-04 2004-05 2005-06
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
233
NOTES
234
Five Year
Capital
Improvements
Program
Fiscal Years 2005-06 to 2009-10
235
Proposed Five Year Capital Improvement Program
2009-10
2008-09
2007-08
2006-07
2,177,000
2,177,000
2005-06
1,222,000
1,222,000
Current
2004-05
235,000
235,000
Description
Parks
Stevens Creek Corridor Pari<
Fund
9100
560-9112
o
o
o
325,000
300,000
100,000
50,000
75,000
10,000
112,000
347,000
Buildings
Civic Center
Sports Center AlC Unit Replacement
City Hall Council Chamber Remodel
City Hall Emergency Power/Electrical System
Sports Center Tennis Court Resurfacing (EF)*
Total
9200
423-9222
420-9226
420-9228
420-9229
570-9230
o
o
o
325,000
300,000
750,000
500,000
1,250,000
750,000
500,000
1,250,000
750,000
500,000
1,250,000
750,000
500,000
1,250,000
1,080,000
500,000
1,580,000
1,157,000
* EF = Enterprise Fund
Streets
Pavement Management
Curb, Gutter and Sidewalk Repairs
Total
9400
270-9450
156,000
7,750,000
7,906,000
1,157,000
30,000
1,300,000
100,000
1,430,000
Pedestrian/Bicycle Facilities
Bollinger Bike LaneslCalabazas Cr. Bridge(SCVWD)
Sidewalk Gaps in Unimproved Areas
Mary Avenue Bicycle Footbridge
Mary Avenue CrosswalklParl<ing
Total
9600
270-9443
270-9701
270-9449
270-9447
N
'"
0\
o
o
o
o
5,000
50,000
75,000
675,000
50,000
475,000
20,000
5.000
94,000
20,000
2,500
239,000
9500 Traffic Facilities
270-9435 Neighborhood Traffic Calming Measures
420-9545 Traffic Signal Upgrade at DeAnzalProspect
420-9545 Traffic Signal Upgrade at Stelling/Greenleaf
420-9544 Safe Routes to School-Cupertino High
420-9549 Safe Routes to School-Garden Gate
420-9547 Yellow & Ped Head LED& Traffic Signal
Battery Backup System
420-9547 Countdown Ped Heads
420-9548 Street Safety Education Program
NEW PROJECT
Lawrence Exppwy.lMitty Xing (Cupertino Share)
Total
o
75,000
75,000
o
75,000
75,000
o
75,000
75,000
o
75,000
75,000
75,000
913,000
988,000
360,500
47,000
10,000
57,000
Storm Drainage
Minor Stonn Drain Improvements
Monta Vista Stonn Drainage Syst.
Total
9700
210-9612
215-9620
Proposed Five Year Capital Improvement Program
Current
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
3,586,500 12,671,000 3,827,000 1,325,000 1,325,000 1,325,000
1,974,000 9,209,500 1,567,000 0 0 0
1,612,500 3,461,500 2,260,000 1,325,000 1,325,000 1,325,000
Description
Total Capital Improve. Prog.
Fund
Total Outside Revenue Share
City General Fund Funding
Net
N
v.>
-..
REVENUE
Proposed Five Year
Current
2004-05
Capital Improvement Program
2009-10
2008-09
2007-08
2006-07
1,567,000
2005-06
452,000
680,000
1,132,000
185,000
Fundingßource
Urban Park Act, Land&Water Conservation,
Roberti-l'Berg-Harris, SCVWD FACHE Settlement,
Dept. of Water Resources, SCVWD Collaborative
Blackberry Farm Revenue Account
Description
Stevens Creek Corridor Park (EF)*
Total
Parks
Stevens Creek Corridor Park
Fund
9100
o
o
o
o
o
1,567,000
185,000
150,000
150,000
Sports Center Revenue Account
9200 Buildings
570-9230 Sports Center Tennis Court Resurfacing (EF)"
Total
o
o
o
330,000
330,000
Trans. Equity Act for the 21st Century (TEA-21)
9400 Streets
270-8404 Pavement Management
Total
o
o
o
o
45,000
427,500
472,500
o
239,000
239,000
SR2S
SR2S
SR2S
9500 Traffic Facilities
420-9544 Safe Routes to School-Cupertino High
420-9545 Traffic Signal Upgrade at Stelling/Greenleaf
420-9549 Safe Routes to School-Garden Gate
Total
o
o
o
o
6,000,000
110,000
600,000
65,000
200,000
300,000
800,000
500,000
100,000
1,400,000
VT A Measure BrrFCAfTDA
State (Sher)
City of Sunnyvale
Caltrans 304/BT A - 2003/2004
TDA (Non BEP)
Caltrans 304/BT A - 2005/2006
EEM/OTHER
Clean Air Grant
9600 Pedestrian/Bicycle Facilities
270-9449 Mary Avenue Bicycle Footbridge
270-9449 Mary Avenue Bicycle Footbridge
270-9449 Mary Avenue Bicycle Footbridge
270-9449 Mary Avenue Bicycle Footbridge
Mary Avenue Bicycle Footbridge
Mary Avenue Bicycle Footbridge
Mary Avenue Bicycle Footbridge
270-9447 Mary Avenue Crosswalk/Parking
Total
o
o
o
o
o
o
o
1,567,000
7,275,000
9,209,500
1,974,000
TOTAL OUTSIDE REVENUE SHARE
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Unfunded Five Year Capital Improvement Program
2005-06 2006-07 2007-08 2008-09 2009-10
1,000,000 1,000,000
150,000
1,300,000
1,450,000 0 1,000,000 1,000,000 0
150,000
50,000
850,000
1,050,000 0 0 0 0
400,000
400,000
110,000 0 0 0 0
110,000 0 0 0 0
250,000 500,000 2,000,000
0 0 250,000 500,000 2,000,000
2,610,000 400,000 1,250,000 1,500,000 2,000,000
Current
2004-05
o
o
o
o
o
Fund Descri ption
9100 Parks
Rancho Rinconada Park (8)
Memorial Park Softball Fields (4)
Sports Center Pool and Bathhouse
9200 Buildings
Quinlan Fountain (7)
Security Gate-Service Center (3)
City Hall Remodel (5)
9300 Trails
Regnart Creek Trail - Pacifica to Blaney
IV
'"
'"
9500 Traffic Facilities
Phase II Battery Backup Sys./LED (1)
9700 Storm Drainage
Bubb/McClellan Storm Sewer Upgrade (9)
Total Unfunded Projects
:FlilIOYEAR
09'00 _ < TOTAL
- ......
...............
0 1,233,501
0
,250,000 6,255,001
0
0
75,000 1,288,001
0
0 8,297,501
0 3,399,001
0
-- ------
,325,000 20,473,001
0 3,399,001
0
0 625,001
,250,000 6,580,001
0 675,001
75,000 1,288,00'
0 7,906,00
-- --
,325,000 20,473,00
#REF!
:fIVE.YEAR..PROGRAM
06-01- 07-,00 <08-01}
-
-
325,000 0 0
0 0 0
,250,000 ,250,000 ,250,000
0 0 0
0 0 0
75,000 75,000 75,000
0 0 0
0 0 0
2,177,000 0 0
0 0 0
---- --- --
3,827,000 ,325,000 ,325,000
2,177,000 0 0
0 0 0
325,000 0 0
1,250,000 ,250,000 ,250,000
0 0 0
75,000 75,000 75,000
0 0 0
-- --
3,827,000 ,325,000 ,325,000
- ~ II!IIII!I!IIIII
- - -
#REF! #REF! #REF!
SUMMARY
05-06
~
SUMMARV.OF.FUNDING-SOURCES: -----..........
GF=GENERAL FUND 908,500
RC=BLACKBERRYFARM 0
GT=GAS TAX ,255,000
EI=ENVIRONMENTAL IMPACT 0
PD=PARK DEDICATION 0
SD=STORM DRAIN 988,000
RA=RESERVE ACCOUNT 0
TG=TRANSPORTATION GRANT FUND 8,297,500
PG=PARK GRANT 1,222,000
DV=DEVELOPER CONTRIBUTION 0
SC=SPORTS CENTER 0
----
TOTALS 12,671,000
SUMMARV.OFPROGAAMS:
PARKS 1,222,000
TRAILS 0
BUILDINGS 300,000
STREETS 1,580,000
TRAFFIC FACILITIES 675,000
STORM DRAIN 988,000
PEDESTRIAN/BICYCLES FACILITIES 7,906,000
---
TOTALS 12,671,000
- -
$UMMARY.OFC)!>ERATlfIIG.MAlfIITENAI\ICE:- -
OM=OPERATING MAINTENANCE 0
-
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0
06'07
~
...............
0
2,177,000
2,177,000
2,177,000
--
2,177,000
..¡UNPRåGRAMMED
09-® GÙRRENTDOlik$
F1VEYEARPROGRAM
ò1-01! ... ..~.~ 08-09
PARKS$UMMARY
.05-06
, IIIiIiIiIiIIiIi
SUMNlARY·OF.FUNOIN~.SOURCES··· -
GF=GENERALFUND 0
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT 1,222,000
DV=DEVELOPER CONTRIBUTION
PARKS TOTAL 1,222,000
SUMMARY OF PROGRAMS
STEVENS CREEK CORRIDOR PARK 1,222,000
----
TOTAL 1,222,000
-
SUMMARy·OF.OPERATING·MAINTENANCe·.··
OM=OPERATING MAINTENANCE
-
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FoI60:~W06~t
09-00
FlVEYEARÞR()~MM
> 07cb~"D. · > ... Ø8;þ9 >1'0
ØB;9t .f'I}
05~f'I}
STEVENS CREEK CORRIDOR PARK
,222,000 PG 2,177,000 PG
o GF 0 GF
Restoration of Stevens Creek, Stevens Creek Blvd. to McClellan Rd
with SCVWD, reduced piCT1ìckîng from 4,000 to 800, install
multiuse trail through the length of the parldand, construct and
environmental dassroom at McClellan Ranch and reconstruc park
amenities and par1c. maintenance facilities
Project Cost
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IUNÞRDGRAMMÈD
g9-00 ¿1J~RE!!T()qLLARS
····.·FJVEYEAR·PROGRAM.·.·.·
iJ6J}I JJ'l-08. ~> 08c09
o
01
o
o
o
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TRAILS SUMMARY
··»>05c06
........... ""1iI
aUMMAAY·OFFUNPIIIlG·SOURces - -
GF=GENERAL FUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORTATION GRANT FUND 0
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
- -
TRAILS TOTAL 0
~ -
SUMMARYOF.PROGRAMS. - -
-- --
TOTAL 0
-
SUMMARYOF·OPERATING·MAINTENANCE·.·
OM=OPERATING MAINTENANCE
-
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.ftvE.YEAR.PROGRÄ.M UJljpROGRAMMED
06'01 .... 111'11S: . ·:::.rnH}9· :09'00 cURRENIDÓMRS
~ - - -
- - - -
325,000
---- - - -- - -
325,000 0 0 0
~ - - - .
- - - - - ~
325,000
- --- - -- -- -
325,000 0 0 0
- - ~ .
- - - -
#REF! #REF! #REF!
BUILDlNGS.SUMMARY.:
0&-08
SUMNIA~Y' ()FFUNDJN.G:SOU iCES -
-
GF=GENERALFUND 300,000
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPDRTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
--
BUILDINGS TOTAL 300,000
SUMMARYOF.PROG~MS...:··
CITY HALL EMERGENCY GENERATOR UPGRADE 300,000
& PG&E TRANSFOR&SERV. UPGRADE
TOTAL 300,000
-
SUMMARYOFOPERATINGMAINreNANCË .. . . ..
OM=OPERATING MAINTENANCE
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BUIL.[)1NGS FI\lEYI:A~PRÖC3RANI ..---------.-
UNPR()GRAMMED
05;U6 fÖ OO'OTFD Q7'Ô8FfJ Ö8'og FD Q9'QOFJ} bURROOOOlLIIRS
CITY HALL EMERGENCY GENERATOR UPGRADE
PG&E UPGRADE
Remove the existing emergency generator. at the end of its useful life, from the
City Hall basement and replace it with a new generator mounted on a pad outside
Also remove the existing out of date and undersized transformer and replace it
with an effICient and inçreased size vaulted transformer in conjunction with an
increase in electriæl service capacity and an upgrade of the main electrical panel.
Project Cost 300,000 GF 325,000 GF
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IlJNPR()GAAMIIIIED
09..{J0 bURRENTDOlLARS
FI\lE.YEAR.PRÖ(;R)).M
06;07 07~08 . > > 08-09
,250,000
,250,000
750,000
500,000
----
,250,000
,250,000
,250,000
,250,000
,250,000
750,000
500,000
,250,000
,250,000
,250,000
750,000
500,000
,250,000
750,000
500,000
,250,000
05-06
-
-
,250,000
330,000
--
,580,000
-
-
,080,000
500,000
---
,580,000
S"fREEJ$ SUMMARY
SUMMARYOF.FUNPIt..tß.SOURCIES
GF=GENERALFUND
RC=BLACKBERRY FARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
STREETS TOTAL
SUIIIINlARYOF.PROGRAMS
PAVEMENT MANAGEMENT
CURB, GUTTER AND SIDEWALK REEPAIRS
TOTAL
-
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. FJVEY'EÄRPROGRAM uNPROORAMMèi:J
:~,œFÖ: PQ'OT .I'D . :07;08:FO· ·Oå.O!ÍFÖ . O~ÒÓFÖ Ç~RENTI)Öl(AßS
330,000 TG
750,000 GT 750,000 GT 750,000 GT 750,000 GT 750,000 GT
500,000 GT 500,000 GT 500,000 GT 500,000 GT 500,000 GT
STREETS
PAVEMENT MANAGEMENT 9450
Annual City funding of $750,000. Actual PMS backlog is $1 ,540,000.
AdditiOnal Grant Funding will be sought on an annual basis for the
short fall in the backlog. $330,000 from TEA-21
Project Cost
CURB, GUTTER AND SIDEWALK REPAIRS
These funds are for the repair of curb, gutter and sideewalks
when they meet repair criteria
Project Cost
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...--_..,-- .
i:JNI?f'{Qi$RAt,u,¡1eD.
Og.:oO:IC\jRBENTDOLLARS
o
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FIVE YEAR PROGRAM .
01"O¡¡~ »>..08-09
o
o
o
o
..
06~
o
o
o
OS:06
~
-
197,500
5,000
472,500
-
675,000
-
5,000
50,000
475,000
20,000
50,000
75,000
--
675,000
TRAFF C fACII..ITIE$$UMMARY
SµMMARYQF.fUNI)ING.SOURCES..·
GF=GENERAL FUND
RC=BLACKBERRYFARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
STREETS TOTAL
&UIll1MARYOfPROGRAIII1S.····
NEIGHBORHOOD TRAFFIC CALMING MEASURES
TRAFFIC SIG. UPGRADES STELLING/GREENLEAF
SAFE ROUTES TO SCHOOL-GARDEN GATE
YELLOW LED TRAF. SIGNAL&BATTERY BACKUP
COUNTDOWN PED HEADS
LAWRENCE EXPPWYJMITTY XING - CITY SHARE
TOTAL
SUMMARY.OfOPERATING.MA1NTENANCE
OM=OPERATING MAINTENANCE
-
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ó9~<FOI~z:~rff:RS
FIVEYEARPRÖ(;RAM
!YI.fJ8 FÒ PII'P9 FÒ
PtHiT
1'0
TRAJ=fICFACILfTlES
FP
.~
NEIGHBORHOOD TRAFFIC CALMING MEASURES
Establish new fund for neighborhood traffic calming which requires
modifications of the roadway. Certain criteria must be met before funds
are used. Funding for as needed during year
Project Cost
5,000 GT
TRAFFIC SIGNAL UPGRADES AT
STELLING RD. AT GREENLEAF DR.
9545
45,000 TG
5,000 GF
T raffle signal upgrades al various locations.
Transportation Grant Fund Share
City's Share
GARDEN GATE
Install sidewalks where gaps exist on Stelling Rd.. Greenleaf Dr. and
on Ann Arbor Ave. to provide a safe rowe 10 Garden School
This is a Grant project yet to be funded.
-
SAFE ROUTES TO SCHOOL
427,500 TG
47,500 GF
Transportation Grant Fund Share
City's Share
YELLOW & PED HEAD LED TRAFFIC SIGNAL UPGRADE
This project would re-lamp all of the yellow & ped head indicators
with light emitting diOde or LED in all of the traffic signals. This is the
last phase of changing all of the indicators to LED This phase would
be completed over 2 years.
20,000 GF
Project Cost
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TRAFFIC FACILItiES « ...... FIVE YEAR Þ~()ØRAM UNPRöG~MMl;õb<
05-1)6 FD Q6;þ7 FÙ (J7:I)6FD :Q8;Q8:FI) Q8~ f'D t::t,JRRENtbþL1;ARì;
. .. ......
COUNTDOWN PED HEADS
This protect would re-lamp existing ped traffic signal units with LED
countdown units along DeAnza BI., Wolfe Rd. and Stevens Creek BI.
The Countdown feature advises pedestlian time proVided and/or
remaining to cross the street.
Project Cost 50,000 GF
LAWRENCE EXPPWY.lMITTY XING
(CUPERTINO'S SHARE)
City's share of project ìclentified from the County-wide E){pwy. Study
to upgrade the pedestrian Crossing at Mitty and Lawrence Expwy
to connect to the City's recently completed San Tomas Aquino-
Saratoga Creek Trail. The majority of the funding will be provided by
the County with a similar share from the City of San Jose.
Project Cost 75,000 GF
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I···· ...
..: UNPRöGAAMMED
09-0t) (;LJ~ߧNl'[)OUARS
75,000
75,000
75,000
75,000
FIVEEYEAA<PROGRAM
D6'b7< 07:00 :0&09
~ ~ ~
............... ~
75,000 75,000 75,000
- -- -------
75,000 75,000 75,000
~ - -
- -
75,000 75,000 75,000
- ---- ----
75,000 75,000 75,000
05-06
988,000
988,000
75,000
913,000
988,000
stoRM·PRAIN.SVMMAR¥
SUMMARYOF·fUNOING.SOURCES:
GF=GENERAL FUND
RC=BLACKBERRYFARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
STREETS TOTAL
SUMMARY OF PROGRAMS:·:
MINOR STORM DRAIN IMPROVEMENTS
MONT A VISTA STORM DRAINAGE SYSTEM
TOTAL
SUMMARY.OF·OPERATING:MAlNTENANCE
OM=OPERATING MAINTENANCE
-
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IUNPROGRAMMED
09:-00FO CURRENTIJOLLAR$
75,000 SD
... .... ...FIV'EYEARPROGRAM
O&'Ç7FO OlCOlnO OaC09FtL
75,000 SD
75,000 SD
75,000 SD
05-~F )
75,000 SD
913,000 SD
STORM DRAIN
MINOR STROM DRAIN IMPROVEMENTS 9612
Funding for emergency drainage œpa.irs as needed in various
locations
Project Cost
MONTA VISTA STORM DRAINAGE SYST.
9620
Instatlation of storm drainage system in Monla Vista Area
Lines 10 be installed on Ûfange Avenue and Byrne Avenue.
Desing and Construction
-
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WNPROGRAMMÇD
ÇI)RRÈI\IT ()t>LIJ\RS·
FWE.VEAR.PROGRAM
PEDESTRIAN/BICYCLE FAC LlTIESSUMMARY
sUMMARY' O!>.¡)6
SUNlMÄRY()F.FUNDINGSOURCES....·.·· .... ..........
GF=GENERAL FWND 411,000
RC=BLACKBERRYFARM
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
SC=STEVENS CREEK FUND
TG=TRANSPORTATION GRANT FUND 7,495,000
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
--
MEDIANS AND OVERPASSES TOTAL 7,906,000
SUNlMARYOF.PROGRAMS·· ..........
MARY AVENUE BICYCLE FOOTBRIDGE 7,750,000
BOLLINGER BIKE LANES/CABALAZAS CR BRDG. 156,000
--
TOTAL 7,906,000
SUMNlARY·OF·Qj)ERATING·MAINTENANCE
OM=OPERATING MAINTENANCE
-
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PE:PE$'TRIANt$I¢YCI...EFAC 1..1"I1E5 . .... FIVE YEÄR PRoc;AAM ".----... .----_..,.--_..--.
....-.---_......-.-.
..,.....-"....-.
..,---_.. UNPROGRAMMED <
Os:.o6fD oo:.riiFfl · oi'Q8Ffl·· . . ·!JS'!J9fD O!HJo>fD CURRENI.DOLLARS
MARY AVENUE BICYCLE FOOTBRIDGE 9449
Construction of a Bicycle Footbridge on Mary Avenue alignment
over Route 280. Additional funding needed $3.5 million.
Construction Cost 7,495.000 TG
255.000 GF
BOLLINGER BIKE LANES/CALABAZAZ CR.
BRIDGE 9443
City's share to widen bridge for bicycle lanes over Calabazas Cr.
at Bollinger Rd. in partnership with Santa Clara Valley Water District
Project to be managed by SCVWD.
Project Cost 156.000 GF
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UNFUNDED PROJECTS .......... < FrVEXE.ARPR()GRAM
Q5-llir I'D 0i>'07FD ··<07"08"1"0" . ··08'091"0 OO:óoÌ'o
PARKS
Rancho Rinconada Park (8) 1,000,000 1,000,000
Memorial Park Softball Fields (4) 150,000
DACA Pool House (2) 1,300,000
BUILDINGS
Quinlan Fountain (7) 150,000
Security Gate· Service Center (3) 50,000
City Hall Remodel (5) 850,000
TRAFFIC FACILITIES
Phase II Battery Backup System/LED (1) 110,000
STORM DRAINAGE
Bubb/McClellan Storm Sewer Upgrade (9) 250,000 500,000 2,000,000
TRAILS
Regnart Creek Trail· Blaney to Pacifica (10) 400,000
Note: Priority for Funding in ( )
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