Budget 2021-2022 Table of Contents
Table of Contents 1
Introduction 7
City Organizational Chart 8
Directory of City Officials 10
Commissions and Committees 11
GFOA Distinguished Budget Presentation Award 12
CSMFO Operating Budget Excellence Award 13
Resolutions 14
Budget Message 23
Budget Message 25
Strategic Goals 28
Notable Accomplishments 31
New Initiatives 39
Budget Overview 43
Budget Guide 57
Our Mission 59
Elements of the Budget Document 60
Glossary of Budget Terminology 62
Commonly Used Acronyms 65
Revenues, Expenditures, and Fund Balance Table 67
Community Profile 69
History 71
Community Economic Profile 73
City Profile 75
Education 78
Programs and Applications 80
Community Statistics 83
Community and Recreation Services 85
Things To Do and See 87
Financial Policies 89
Annual Budget Process 91
Structure of City Finances 93
Fund Structure 95
FY 2021-22 Adopted Budget Table of Contents 1
Revenue Policies 98
Expenditure Policies 99
Capital Improvement Policy 100
Information Technology Replacement and Capitalization Policy 101
Pension and Retirement Funding Policy 103
Long Term Financial Stability Policies 104
Committed,Unassigned Fund Balance, and Use of One Time Funds Policy 105
Investment Policy 108
Community Funding Policy 109
Appropriations and Legal Debt Limit Margin I I I
Financial Schedules 113
Financial Overview by Fund 114
Flow of Funds Chart(Sankey) 115
General Fund Contribution Schedule 117
Fund Balance Report 121
General Fund Summary 122
General Fund Revenues 123
General Fund Revenue Comparisons with Other Jurisdictions 139
General Fund Expenditures 142
General Fund Transfers 145
General Fund Fund Balance 146
All Funds Summary 148
General Fund Forecast 155
All Funds Forecast Schedules 179
Council and Commissions 189
Department Overview 191
City Council 197
Community Funding 199
Sister Cities 202
Technology, Information&Communications Commission 204
Library Commission 206
Fine Arts Commission 208
Public Safety Commission 210
Bicycle and Pedestrian Commission 212
Parks and Recreation Commission 214
Teen Commission 216
FY 2021-22 Adopted Budget Table of Contents 2
Planning Commission 218
Housing Commission 220
Sustainability Commission 222
Audit Committee 224
Administration 227
Department Overview 229
City Manager 243
Sustainability 246
Office of Communications 249
Multimedia 251
Public Access Support 254
Community Outreach and Neighborhood Watch 256
Office of Emergency Management 259
Economic Development 262
City Clerk 264
Duplicating and Mail Services 266
Elections 268
City Manager Contingency 270
City Attorney 272
Law Enforcement 275
Department Overview 277
Law Enforcement 283
Interoperability Project 285
Code Enforcement 287
Innovation and Technology 289
Department Overview 291
Innovation&Technology Administration 301
Video 304
Public Access Support 306
Applications 308
Infrastructure 312
GIS 315
Administrative Services 319
Department Overview 321
Administrative Services Administration 329
Accounting 331
FY 2021-22 Adopted Budget Table of Contents 3
Business Licenses 333
Human Resources 335
Retiree Benefits 338
Insurance Administration 340
Workers Compensation Insurance 342
Short Term and Long Term Disability 344
Compensated Absences 346
Parks and Recreation 349
Department Overview 351
Recreation Administration 358
Park Planning and Restoration 362
Library Services 364
Administration 366
Cultural Events 368
Facilities 370
Community Outreach and Neighborhood Watch 372
Administration 374
Youth Teen Recreation 376
Senior Center 378
Teen Programs 380
Neighborhood Events 382
Park Facilities 384
Administration 387
Blackberry Farm Golf Course 389
Outdoor Recreation 391
Sports Center Operations 393
Disaster Preparedness 395
Community Development 397
Department Overview 399
Community Development Administration 407
Current Planning 410
Mid and Long Term Planning 413
Annexations 417
Economic Development 419
CDBG General Admin 422
CDBG Capital/Housing Projects 424
FY 2021-22 Adopted Budget Table of Contents 4
CDBG Public Service Grants 426
BMR Affordable Housing Fund 428
Human Service Grants 431
General Building 433
Building Plan Review 436
Building Code Enforcement 439
Muni Code Enforcement 442
Code Enforcement 444
Public Works 447
Department Overview 449
Public Works Administration 465
Resource Recovery 468
Non-Point Source 472
Storm Drain Maintenance 475
Plan Review 477
CIP Administration 481
Service Center Administration 483
McClellan Ranch Park 486
Memorial Park 488
BBF Ground Maintenance 490
School Site Maintenance 493
Neighborhood Parks 496
Sport Fields Jollyman, Creekside 499
Civic Center Maintenance 502
Storm Drain Maintenance 504
Sidewalk Curb and Gutter 506
Street Pavement Maintenance 508
Street Sign Marking 511
Street Lighting 513
Equipment Maintenance 516
Environmental Materials 518
Overpasses and Medians 520
Street Tree Maintenance 522
Sheriff Work Program 525
City Hall Maintenance 527
Library Maintenance 530
FY 2021-22 Adopted Budget Table of Contents 5
Service Center Maintenance 532
Quinlan Community Center Maintenance 535
Senior Center Maintenance 537
McClellan Ranch Maintenance 539
Monta Vista Community Center Maintenance 541
Wilson Park Maintenance 543
Portal Park Maintenance 545
Sports Center Maintenance 547
Creekside Park Maintenance 550
Community Hall Maintenance 552
Teen Center Maintenance 555
Park Bathrooms Maintenance 557
Blackberry Farm Maintenance 559
Franco Traffic Operations Center 562
Traffic Engineering 564
Traffic Signal Maintenance 567
Safe Routes 2 School 569
Minor Storm Drain Improvement 572
Fixed Assets Acquisition 574
Non-Departmental 577
Department Overview 579
General Fund Transfers Out 583
Tree Fund Transfers Out 585
Capital Reserve Transfers Out 587
Facility Lease Debt Service 589
Appendix 593
Personnel Schedule 595
CIP Schedule 597
FY 2021-22 Adopted Budget Table of Contents 6
Introduction
FY 2021-22 Adopted Budget Introduction 7
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FY 2021-22 Adopted Budget Introduction 8
City Organizational Chart
Citizens of
Cupertino
City Council
Committees and
Commissions
City Treasurer
City Attorney City Manager's (Director of
Office Administrative
services)
Disaster Sustainability Community Outreach City Clerk Office of
and Neighborhood
Preparedness Programs watch Communications
Law Enforcement Administrative CommunityParks and Innovation and
Santa Clara Count Public Works Multimedia
Sheriffs-Contract) Services Development Recreation Technology
Recreation and Development Capital
inance and Budge Building Education Services Improvement Infrastructure GIS
Program
Human Resources Planning Sports,Safety,and Environmental Transportation Applications
utdoorRecreatio Programs
Business and
Code Enforcement Community Service Center
Services
Housing Facilities and Fleet Trees and ROW Streets Grounds
Economic
Development
Directory of City Officials
City Council
1
I
Darcy Paul Liang Chao
Mayor Vice Mayor
J
Kitty Moore Hung Wei Jon Willey
Council member Council member Council member
Directory of City Officials
Deborah L.Feng—City Manager
Dianne Thompson—Assistant City Manager
Heather Minner—City Attorney(Contract)
Kristina Alfaro—Director of Administrative Services
Ben Fu—Director of Community Development
Roger Lee—Director of Public Works
Joanne Magrini—Director of Parks and Recreation
Bill Mitchell—Chief Technology Officer
FY 2021-22 Adopted Budget Introduction 10
Commissions and Committees
BICYCLE PEDESTRIAN PLANNING COMMISSION TECHNOLOGY,
COMMISSION INFORMATION&
R"Ray"Wang COMMUNICATIONS
Gerhard Eschelbeck Vikram Saxena COMMISSION
Erik Lindskog Sanjiv Kapil
Jack Carter Muni Madhdhipatla Eliza Du
Maanya Condamoor Steven Scharf Mukesh Garg
Ilango Ganga Naidu Bollineni
PUBLIC SAFETY COMMISSION
FINE ARTS COMMISSION Rajaram Soundararajam
Eric Shan Prabir Mohanty
Diana Matley Hymanand Nellore AUDIT COMMITTEE
Janki Chokshi Lakshminarasimha
Satish Tare Ankireddipally Angela Chen
Esha Rao Tiffany Wang Mingming(Daisy)Liang
Sudha Kasamsetty Yvonne Chao Yan(Sophie)Song
HOUSING COMMISSION SUSTAINABILITY Liang Chao
COMMISSION Kitty Moore
Govind Tatachari
DESIGN REVIEW COMMITTEE
Tess Parish Anna Weber
Sue Bose Gary Latshaw Steven Scharf
Connie Cunningham Meera Ramanathan Vikram Saxena
Siva Gandikota Ram Mohan Muni Madhdhipatla
LIBRARY COMMISSION Vignesh Swaminathan ENVIRONMENTAL REVIEW
TEEN COMMISSION COMMITTEE
Archana Panda
Liyan Zhao Arya Srivastava Kitty Moore
Sheela Sreekanth Alden Gu R'Ray"Wang
Qin Pan Rushil Jayant Dianne Thompson
Rahul Vasanth Maple Leung Ben Fu
PARKS AND RECREATION Zehra Naqvi Chad Mosley
COMMISSION Samikshaa Natarajan LEGISLATIVE REVIEW
Anagaa Nathan
COMMITTEE
Carol Stanek Jay Yeung
Xiangchen"Minna"Xu Alex Zhang Liang Chao
Gopal Kumarappan Kitty Moore
Neesha Tambe
Sashikala Begur
FY 2021-22 Adopted Budget Introduction 11
GFOA Distinguished Budget Presentation Award
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Cupertino
California
For the Fiscal Year Beoiniine
July 1,2020
Executive Director
FY 2021-22 Adopted Budget Introduction 12
CSMFO Operating Budget Excellence Award
CaCfornia Society of
-tunicipaCFinance Officers
Cernficate a,f Award
Operating Budget Excellence Award
Fiscal Year 2020-2021
P•esewted to the
Cite of Cupertino
For meeting the criteria established to achieve the C:SMFo Excellence Award in Budgeting
�•,�i Jamiary'31,2021
L—
31-arcu5 Pituextel Michael 3fanno,Chair
CSbiFU President Recognition Catutuittee
Dedicated Excellence in lfnnicipal Financial Reporting
FY 2021-22 Adopted Budget Introduction 13
Resolutions
RESOLUTION NO.21-052
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING AN OPERATING BUDGET FOR
FISCAL YEAR 2021-22 BY RATIFYING THE ADEQUACY OF ESTIMATED
REVENUES AND FUND BALANCES IN EACH FUND TO COVER
APPROPRIATED MONIES,APPROPRIATING MONIES THEREFROM FOR
SPECIFIED ACTIVITIES AND ACCOUNTS,AND SETTING FORTH
CONDITIONS OF ADMINISTERING SAID BUDGET
WHEREAS,the orderly administration of municipal government is dependent on
the establishment of a sound fiscal policy of maintaining a proper ratio of expenditures
within anticipated revenues and available monies;and
WHEREAS, the extent of any project or program and the degree of its
accomplishment, as well as the efficiency of performing assigned duties and
responsibilities, is likewise dependent on the monies made available for that purpose;
and
WHEREAS,the City Manager has submitted her estimates of anticipated revenues
and fund balances, has determined that estimated revenues and fund balances are
adequate to cover appropriations, and has recommended the allocation of monies for
specified program activities;
NOW,THEREFORE,BE IT RESOLVED that the City Council does hereby adopt
the following sections as a part of its fiscal policy:
Section 1: The estimates of available fund balances and anticipated resources
to be received in each of the several funds during Fiscal Year 2021-22,as submitted by the
City Manager in her proposed budget and amended during the budget study sessions,
are sufficient to cover appropriations.
Section 2. There is appropriated from each of the several funds the sum of
money set forth as expenditures for the funds named in the Fiscal Year 2021-22 Proposed
Budget Financial Overview by Fund(Exhibit A),as amended during the budget sessions,
and stated for the purposes as expressed and estimated for each department.
Section 3. The City Manager is hereby authorized to administer and transfer
appropriations between Budget Accounts within the Operating Budget when in her
opinion such transfers become necessary for administrative purposes.
FY 2021-22 Adopted Budget Introduction 14
Resolution No.21-052
Page 2
Section 4. The Director of Administrative Services shall prepare and submit to
City Council quarterly a revised estimate of Operating Revenues.
I
Section 5. 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 15th day of June,2021,by the following vote:
Vote Members of the City Council
AYES: Paul,Chao,Moore,Wei,Willey
NOES: None
ABSENT: None
i
ABSTAIN: None
SIGNED:
Darcy Paul,Mayor Date
City of Cupertino
ATTEST: /
Kirsten Squarcia,City Clerk Date
r,
A
i,
S
ti
FY 2021-22 Adopted Budget Introduction 15
Resolution No. 21-052
Page 3
FISCAL YEAR 2021-22 ADOPTED BUDGET
FINANCIAL OVERVIEW BY FUND
SaI-Tax $ 27,855,559 $ - $ - $ - $ - $ - $ 27855,559
Property T- § 27,840,341 $ - $ - $ $ - $ - $ 27,840,341
Transient Occupancy § 3,000,000 $ - $ - $ $ - $
Utility Tax $ 3,245,447 $ - $ - $ $ $ - $ 3,245,447
Franchise Fees $ 3.380,966 $ - $ $ - $ - $ - $ 3,360,986
Other Tames $ 1,248.720 $ 3.691,092 $ $ $ $ - $ 4,939,812
Umnses&Permits $ 3.140.195 $ - $ - $ - $ - $ - $ 3.140,195
Use of Momey&Property $ 1.249.220 $ 4,205 $ - $ $ 693,000 $ $ 1,946,428
Intergovernmental $ 5,093,946 $ 3,468,030 $ - $ - $ 14,000 $ - $ 8,575.9176
Cl-ges for Services $ 12047,922 $ 1,547,078 $ - $ - $ 5.217,578 3 4,678,201 $ 23,490,779
Fines&Forfeitures $ 225,000 $ 10,000 $ $ - $ - $ - $ 235,040
Wi Vane- $ 1,000.555 $ 87,057 $ $ - $ 10,000 $ - $, L097,612
Transfers l n%_Fina ncing U scs $ 320,000 $ 6,457,SM $ L621,000 $ $ 886,801 $ 2,009,198 $ 14294,823
TOTAL REVENUE$ 09,647,091 $ 15,265,209 $ 2,621M $ - $ 6,B21,379 $ 6,687,399 $ 121,042,958
Sp.121 Revenue Debt Straka Capital Projat Emleaprise Inleamal Smift 2021-22.Adopted
Employee Compensation $ 21,806,721 $ 1,772.223 $ - $ - $ 1.971.811 $ 1,736.052 $ 27,186,807
Employee Benefits $ 10,154,044 $ 905,260 $ - $ - $ 647,092 $ 2,015,467 $ 13,721,863
Materials $ 6,639,523 $ 959,847 $ $ - $ 417,242 $ 1,093.356 $ 9,109,968
C-L-t5ezv1ces $ 23,773,121 $ 1,451,016 $ $ 175,000 $ 4,303,179 $ 1,431,641 3 31,688,957
Cost At..tiun $ 11,948,062 $ 1,325,945 $ - $ - 3 1,034,107 $ 60,817 $ lC368,931
Capital Outlays $ - $ 1000,000 $ $ $ - $ - $ 1,000,000
Special Frgects $ 3,221,800 $ 3,900,000 $ - $ - $ 229,000 $ 1,418,300 $ B,769.100
Contingencies $ 426,779 $ 36,733 $ $ - $ 134,527 $ 72,910 $ 670,949
Transfers Out $ 11,251,984 $ 381,000 $ - $ - $ - $ - $ 11,632,984
U.bt Scrvicc/Oh Ucs $ 545,000 $ $ 4676,000 $ $ 275,159 $ %9,469 $ 4,465,628
TOTALEWENDITUKE5$ 89,767,0334 $ 11,732p24 $ 2,676,$00 $ 175,$00 $ 9,417,117 $ 8,848,012 $ 122,615,137
Net Increase SDecreasel In Fund$ M9,143) $ 3,523,265 $ I5 bm $ a75,M) $ (2,595,738)$ 12,160,613)$ 11,572,229)
Balance/Retained Earnings
FY 2021-22 Adopted Budget Introduction 16
RESOLUTION NO.21-053
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING A CAPITAL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2021-22 BY RATIFYING THE ADEQUACY OF ESTIMATED
REVENUES AND FUND BALANCES IN EACH FUND TO COVER
APPROPRIATED MONIES,APPROPRIATING MONIES THEREFROM FOR
SPECIFIED ACTIVITIES AND ACCOUNTS,AND SETTING FORTH
CONDITIONS OF ADMINISTERING SAID BUDGET
WHEREAS,the orderly administration of municipal government is dependent on
the establishment of a sound fiscal policy of maintaining a proper ratio of expenditures
within anticipated revenues and available monies;and
WHEREAS, the extent of any project or program and the degree of its
accomplishment, as well as the efficiency of performing assigned duties and
responsibilities, is likewise dependent on the monies made available for that purpose;
and
WHEREAS, the City has independently studied the Proposed CIP and has
determined that the CIP is exempt from environmental review pursuant to the exemption
in Title 14-California Code of Regulations,§15061(b)(3),and§15378,in that it can be seen
with certainty that there is no possibility that this CIP budget action will have a significant
effect on the environment due to the approval of the budget, and does not involve
approval of any specific project that may have a significant effect on the environment.
Each project of the Proposed CIP projects will be evaluated for the application of CEQA
to it and,as applicable,each project will conduct the appropriate level of environmental
analysis.
i
WHEREAS, the City Council, using its independent judgment, before taking
action on this Resolution,determines that the CIP is exempt from CEQA as stated above;
NOW,THEREFORE,BE IT RESOLVED that the City Council does hereby adopt
the following sections as a part of its fiscal policy:
Section 1: The estimates of available fund balances and anticipated resources
to be received in each of the several funds during Fiscal Year 2021-22,as submitted by the
City Manager in the proposed budget and amended during the budget study sessions,
are sufficient to cover appropriations.
FY 2021-22 Adopted Budget Introduction 17
Resolution No.21-053
Page 2
Section 2. The Director of Administrative Services shall prepare and submit to
City Council quarterly a revised estimate of Capital Improvement projects.
Section 3. The Director of Administrative Services is hereby authorized to carry
over, from the prior fiscal year, unexpended appropriations for Capital Improvement
projects. f
Section 4. 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 1511,day of June,2021,by the following vote:
Vote Members of the City Council
AYES: Paul,Chao,Moore,Wei,Willey
NOES: None
ABSENT: None
ABSTAIN: None
SIGNED:
713 lzo z/
Darcy Paul,Mayor Date
City of Cupertino
ATTEST:
Kirsten Squarcia,City Clerk Date
FY 2021-22 Adopted Budget Introduction 18
Resolution No.23-053
Page 3
FISCAL YEAR 2021-22 ADOPTED BUDGET
FINANCIAL OVERVIEW BY FUND
Revenue Categorim Ge—�I I nd Fund Fu nd Funds Funds fund, Budgel Total
Sales Tax
Property Tax $ - $ It $ $ - $ $
Transient Occupancy $ - $ - $ $ $ - Ii - $
utility Tas $ - $ - $ - $ - $ $ $
Fra—hise Fees $ - $ - $ - $ - $ - $ - $ -
011—Taxes
Licenses&Permits
Use of Money&Property $ - $ $ - $ - $ - $ - g
Intergovernmental $ $ $ $ 385,952 $ - $ - $ 385,952
C'I ages for Services $ - $ - $ - $ - $ - -$ - $ -
Fmes&Forfeitures $ - $ - $ - $ - $
Miso=llaneous
Transf—]Zhcr Financixiv 11scs $ $ 3.865.000 $ $ 7,557,048 $ $ $ 11,422,043
TOTAL REVENUE $ - $ 3,865,000 $ - It 7,943,000 $ - Ii - $ 11,808,000
Apijuopriadon Calegorin General Fund Fund Fund F—d, Fund, Fun ds Budget ro!.�
Employee Compensation $ $ $ . $ - $ - $ - $
Errployee8—flits $ $ $ . It $ - $ - $
M a tcrials $ $ $ - $ - $ - $ $ _
Contract Services It - $ - $ - 8 615,000 $ _ $ g 615,000
Cost Allocation $ - $ $ - $ -
Capital Outlays $ $ 6,865,000 $ $ 7,328,000
Special Projects $ - $ $ $ - $
Crntingencies $ - $ $ - $
Transcess Our $ - $ $ - $ 11,422,048 $ - $ $ 11,422,d18
❑cht Sc-io,/Otlmr uses It $ $ 1 5 $ $
TOTAL EXPENDITURES$ - $ 6,84000 $ - $ 19,365,048 $ - $ - $ 2b,230,048
Net Increase{Decrease)in Fund
$ $ 43,000,0001$ - $ 471,422,0981$ $ - S {141,422,04K
8a1_eelRetained Earnings
FY 2021-22 Adopted Budget Introduction 19
RESOLUTION NO.21-054
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ESTABLISHING AND ADOPTING THE APPROPRIATION
LIMIT IN THE AMOUNT OF$114,666,491 FOR FISCAL YEAR 2021-22
WHEREAS, the State of California has adopted legislation requiring local
jurisdictions to calculate their appropriation limits in complying with Article XIII B of the
State Constitution;and
I
i
WHEREAS, pursuant to Proposition 111, passed by the voters of California on
June 5,1990,said limits are determined by an adjustment formula based upon change in
population, (either city or county), combined with either the change in inflation j
(California per capita income) or the change in the local assessment roll due to local
nonresidential construction;and
i
WHEREAS,the local governing body is required to set an appropriation limit each
year by adoption of a resolution;and
WHEREAS,the city/county population percentage change over the prior year is
.99%/-.56%respectively,and the California per capita personal income change is
5.73%;and
WHEREAS, In computing the 2021-22 limit based upon the adjustment factors
provided pursuant to Proposition 111, the City Council has elected to use the county
population percentage change along with the California per capita income change,but
the Council expressly reserves the right to use the non-residential assessed valuation
percentage change when the figure is available.
I
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Cupertino hereby approves a 2021-22 fiscal appropriation limit of$114,666,491,based on
Proposition 111 guidelines allowing for use of the county population percentage change
along with the California Per Capita Personal Income change to adjust base year
appropriations.
BE IT FURTHER RESOLVED that the City Council of the City of Cupertino hereby
reserves the right to use the non-residential assessed valuation percentage change when
the figure is available.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 151h day of June,2021,by the following vote:
FY 2021-22 Adopted Budget Introduction 20
Resolution No.21-054
Page 2
Vote Members of the City Council
AYES: Paul,Chao,Moore,Wei,Willey
NOES: None
ABSENT: None
ABSTAIN: None
SIGNED:
-7l-7I-Z.z /
Darcy Paul,Mayor Date
City of Cupertino
ATTEST:
July 15, 2021
Kirsten Squarcia,City Clerk Date
I
FY 2021-22 Adopted Budget Introduction 21
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FY 2021-22 Adopted Budget Introduction 22
Budget Message
FY 2021-22 Adopted Budget Budget Message 23
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FY 2021-22 Adopted Budget Budget Message 24
Budget Message
May 1,2021
To the Residents of Cupertino,Honorable Mayor,and Members of the City Council:
The cover of this budget depicts a cherry blossom tree.I chose this image for a specific reason.
Years ago, our Sister City in Toyokawa, Japan gifted the City of Cupertino with numerous cherry blossom
trees. They were planted in Memorial Park where quite a few can still be found today. An homage to
friendship,collaboration,and the human spirit.
Cherry blossom trees bloom in the spring,their petals floating through the air like snow,painting the ground
with color. The trees are symbols of the beauty and fragility of life. I cannot think of a more apt
representation of what we all have experienced during the pandemic. The last year and a half not only
upended our personal lives,it upended this organization's budget,services, and programs.Everything and all
of it.
But we've persevered. The budget stabilized, services continued, and programs returned. Vaccines are here
and some shades of normalcy are expected to return. But life may not look like it did before the pandemic
began and that will be reflected in everything we do,including this budget.
Cherry blossom trees also represent a time of renewal. As we put the worst of the pandemic behind us, and
as we begin to look forward,we are left with one question:What comes next?
I am pleased to present the City Council with a balanced budget for Fiscal Year 2021-2022. The Adopted
Budget presents a General Fund with revenues of$89.6 million and expenditures of$89.8 million.
I am proud of the tremendous efforts our City has and continues to put forth toward mitigating the impacts
of the COVID-19 pandemic. Although the City remains fiscally well-positioned, there is much uncertainty as
we move toward a recovery.
This organization has a long history of cautious budgeting. It has worked to our benefit over the years and I
see no reason to change our approach. For example, the City went into the FY 2020-21 budget process with
eyes wide open. Although we could not pinpoint the exact spots where the pandemic would affect our
budget,we knew that proactive steps needed to be taken. So the City's FY 2020-21 Adopted Budget included
budget reductions to mitigate the expected financial impacts of the pandemic. These strategies, along with
unexpected increases in sales tax revenues, have allowed the City's General Fund to maintain healthy
reserves and enabled the opportunity to recommend projects that were deferred in last year's budget.
While we move forward with optimism, it will take some time before we can see the full picture of our
revenue stream with the effects of the pandemic. The City's top three revenue sources have historically been
property, sales, and transient occupancy taxes.While this will continue to be true for both property and sales
tax, transient occupancy taxes have been significantly impacted by the lack of travel and the effects of the
telework environment.
FY 2021-22 Adopted Budget Budget Message 25
Sales tax revenues experienced tremendous growth during FY 2020-21 due to increases in business-to-
business and online sales. However, we believe this to be a one-time experience due to statewide shelter-in-
place orders. Property taxes are anticipated to remain stable in the near-term, but we have yet to identify
how potential telework structures might impact these revenues in the long-term. Transient occupancy taxes
rely heavily on local business' employees being at the workplace. As a result, potential telework structures
will also have a significant impact on these revenues.
What does this mean? It's likely that we will see a slight drop in revenue as other cities hit much harder
financially begin to recover.
The slight drop is expected for a few reasons:
• Sales tax revenue will decline as business begin to open and online sales decrease.
. Property tax--while stable currently--could be affected as new telecommute policies impact property
values in the Bay Area.
• Transient occupancy tax is not expected to fully recover until FY 2023-24. And the extent of a "full
recovery"is unknown.Like property taxes,we do not fully understand how telecommute policies will
impact the demand for City hotels.
In short,we are optimistic about a recovery but are aware that it will take time.Patience will be essential.
The COVID-19 pandemic has presented challenges for every community and while we focus on addressing
these challenges,it is also important to reflect upon the successes along the way. Here is a highlight of two of
them:
Long-Term Financial Planning
The foresight of the City in previous years to focus on investing in healthy reserves is paying off in full.
Increases in sales tax revenues and budget reductions in FY 2020-21 have contributed to this planning
strategy and will provide additional resources for the City into the future.
The City's Economic Uncertainty Reserve remains intact, with $19 million, and may be used to mitigate
potential shortfalls in future fiscal years. The City's Section 115 Pension Trust ($18.5 million) also could be
used to mitigate potential increases to Ca1PERS' annual required contribution rate or further reductions in the
discount rate as set by Ca1PERS. The City's unassigned fund balance remains healthy and will be able to
assist in addressing funding gaps.
COVID-19 Relief
The Coronavirus Aid, Relief, and Economic Security (CARES) Act, passed on March 27, 2020, granted the
City with $735,259 to be used to mitigate the financial burden of the pandemic. Additionally, $553,939 in
Community Development Block Grant (also known as CDBG) Coronavirus funding was authorized to assist
small businesses and tenants at risk of eviction.
Effective March 11, 2021, Congress signed the American Rescue Plan Act of 2021 which is estimated to result
in additional relief funding of approximately $9.7 million for the City over the next two fiscal years. Most
notably, these dollars may be used to backfill revenues that were "lost" due to COVID-19. The City
anticipates being able to fully allocate these funds immediately.
FY 2021-22 Adopted Budget Budget Message 26
While we continue on the road to recovery and return to some type of normal, the City will monitor the
situation and adjust when necessary.I intend on keeping the City Council and our residents fully informed.I
understand that having the latest information and up-to-date data will allow for informed decision making.
Respectfully Submitted,
Deborah L.Feng
City Manager
FY 2021-22 Adopted Budget Budget Message 27
Strategic Goals
On an annual basis, the City Council reviews goals as part of the City's strategic planning process. The City
Council's goals for FY 2021-22 are:
• Public Engagement and Transparency
o Creating and maintaining key conversations and interactions with the Cupertino Community.
• Sustainability and Fiscal Strategy
o Continuing Cupertino's commitment to building a sustainable and resilient community for
future generations.
• Housing
o Contributing meaningfully and in a balanced manner to the housing inventory in support of
our community needs, including affordable housing (from extremely low-income to moderate-
income level housing)and addressing homelessness.
• Transportation
o Providing access to an efficient, safe multi-modal transportation system for our community,
and advocating for effective,equitable mass transit in the greater region.
. Improving Traffic Flow and Alleviating Congestion
• Quality of Life
o Furthering the health and well-being of all Cupertino community members.
• Air Quality
. Public Safety
• Recreation
. Access to Goods and Services
The strategic planning process and City Council goal setting are paramount as they drive the City's annual
Work Program. In FY 2021-22, City Council adopted the City Work Program items listed below. The City has
created an online dashboard to show status and performance of the City Work Program in real time
(gis.cupertino.org/webmap/CityWorkProgram/). Those with budgetary impacts can also be found classified
as "special projects" in the item's respective Department narrative section. Some City Work Program items
may be from previous fiscal years in which the budgeted amounts will be carried forward into FY 2021-22.
Strategic Goal Name Description Department Budget
Explore the potential of locating Cupertino
store and public incubator center at
Public Engagement Cupertino Store at Chamber of Chamber of Commerce or other locations City Manager's
and Transparency Commerce with a mutually beneficial agreement, Office/Community
unity
including potential Cupertino store Development
merchandise.
Address the needs of seniors in collaboration
with the City Council and Commissions.
Public Engagement Needs to address include technology
and Transparency Senior Strategy resources,housing.food supply, Parks&Recreation $34,000
transportation,and mental and physical
health and wellbeing.
Explore possibility of additional commissions
Public Engagement Consider New Commissions and or committees to address City needs such as
and Transparency Committees senior,traffic,transportation,and economic City-wide
development. imi
Revamping the program to encourage and
Public Engagement Revamping Block Leader and allow broad participation,and consider City Manager's Office $1,500
and Transparency Neighborhood Watch Program
neighborhood councils.
FY 2021-22 Adopted Budget Budget Message 28
Strategic Goal Name Description Department Budget
Public Engagement Personal Preparedness Campaign Providing personal preparedness kits to the City Manager's Office $10,000
and Transparency community. J`
Public Engagement Roadmap Project Publish process flow chart for public facing Innovation and $0
and Transparency online applications. Technology
10455 Torre Avenue Program,plan,and build facility
Sustainability and Improvements-Programming improvements,including seismic,utility, Public Works $3,000,0
Fiscal Strategy and Feasibility(Capital and ADA upgrades for the long-term use of
Improvement Program(CIP)) this facility.
Sustainability and Single-Use Plastics Ordinance and Adopt an ordinance to address single use Public Works $70,000
Fiscal Strategy Mayor's Cup Challenge Event food service ware items.
Encourage compliance by existing
Sustainability and Encouraging Dark Sky commercial properties and other Community $10,000
Fiscal Strategy Compliance Development
organizations,including school sites.
Assess costs,benefits,and opportunities of
Sustainability and City Light Transition Assessment transitioning the City's streetlight Public Works $50,000
Fiscal Strategy (CIP) infrastructure from induction to LED
fixtures.
Sustainability and Climate Action Plan Engage a consultant and commit staff time City Manager's Office $78,000
Fiscal Strategy to development a Climate Action Plan 2.0
L a&
Sustainability and Seismic Retrofits and Upgrades to Examine seismic retrofits,upgrades,and Public Works $500,000
Fiscal Strategy Existing City Hall(CIP) remodels to existing City Hall
Analyze and recommend options for the
Sustainability and Municipal Water System continued operation of the system current Public Works $100,000
Fiscal Strategy and at the end of the lease term with San
4
Jose Water Company.
Review preliminary RHNA numbers.Look
Housing RHNA related General Plan at strategies for RHNA compliance including Community $295,000
updates and rezoning evaluating sites for potential upzoning,and Development
jobs-housing ratio and statistics.
rm� Consider options to develop ELI
and BMR housing units for Identify ways to build ELI and BMR housing Community
Housing Developmentally Disabled $100,000
individuals on City-owned units for developmentally disabled. Development
property.
Create a jobs program for up to 2 individuals
Housing Homeless Jobs Program for 6 months.Could involve a job in City-wide $200,000
maintenance of parks or in Public Works.
Draft an Implementation Plan to the Santa
Housing City Plan to End Homelessness Clara County Community Plan to End Community $300,000
Homelessness 2020-25 to create a roadmap Development
for addressing homelessness in Cupertino.
Community shuttle bus 18-month pilot
Shuttle Bus Pilot Program program to increase connectivity throughout
Transportation Implementation the City,nearby medical locations,and Public Works $1,750,000
Caltrain in Sunnyvale.
Work to advance theTMMTfhg projects as
submitted to MTC as Transformative
Regional Transformative Transit Transportation Projects:1.Stevens Creek
Transportation Projects Initiative Corridor High Capacity Transit 2.Highway Public Works
85 Transit Guideway 3.Silicon Valley High
Capacity Transit Loop 4.Transit update and
` Funding Strategies.
Develop a Vision Zero Policy and Action
Transportation Vision Zero Plan to guide policies and programs with the Public Works $0
goal of eliminating fatalities on Cupertino
roadways.
Utilize the City's Traffic Management
Transportation Pilot-Adaptive Traffic Signaling System to test impact of enhanced adaptive Public Works $0
traffic signaling.
FY 2021-22 Adopted Budget Budget Message 29
Strategic Goal Name Description Department Budget
Utilize the City's Traffic Management
Transportation Pilot-Multimodal Traffic Count System and/or IOT equipment to provide Public Works $0
the number of vehicles,pedestrians and bike
traffic that moved through a given area.
Quality of Life Sign Ordinance Update Update existing provisions,particularly in Community $25,000
the temporary sign regulations. Development
Council review existing 5G policy and make
alterations as they deem fit.Suggested areas
Quality of Life Revisit 5G to explore:1)Spacing between small cell Public Works $250,000
sites and 2)Study the City's ability to
mandate multi-tenant small cells.
= Monitor and report on Lehigh and Stevens Public
Quality of Life Lehigh and Stevens Creek Quarry Creek Quarries.Includes noise and pollution Works/Innovation and $17,500
monitoring for these locations. Technology
Memorial Park Improvements Pond Repurposing,Amphitheater
Quality of Life Public Works $4,650,000
(CIP) Improvements,Specific Plan Design.
Acquire a parcel at Lawrence Expressway
and Mitty Ave for trail expansion and park
Quality of Life Lawrence Mitty(CIP) development.Development project Public Works $8,270,994
including programming,outreach and
design. _
Analyze methods to limit the
Community
Quality of Life Development Accountability implementation timeline for entitled/future i Development $10,000
projects and encourage development.
Amend GP and Code and zoning code td�
provide objective standards as identified in
Quality of Life Review and Update General Plan 2019-2020 evaluation.Rev-evaluate the Heart Community $ 000,000
(GP)and Municipal Code of the City Specific Plan for sections of the Development
plan that could be clarified and updated
easily with objective standards.
Provide a dedicated webpage with resources
Quality of Life Mental Health Support for mental health and emphasize mental Parks&Recreation $10,000
health programming in class offerings.
r
Create objective design standards for
residential and mixed-use residential
Residential and Mixed Use Community
Quality of Life Residential Design Standards Projects,including ensuring adequate buffers Development $40,000
from neighboring low-density residential
development.
Quality of Life Study Session on Regulating Identify ways to encourage retail diversity Community $5,000
Diversified Retail Use and vital services. Development
mmmll
Blackberry Farm Golf Course Determine short-term and long-term
Needs Assessment
Quality of Life improvements to the golf course and Parks&Recreation
amenities. 1W �:Identify additional areas suitable for
Quality of Life Dogs Off Leash Area(DOLA) permitting dogs to be off leash and establish Parks&Recreation $5,000
one such area.
FY 2021-22 Adopted Budget Budget Message 30
Notable Accomplishments
Administration Department
Reduce Secondhand Smoke Exposure -In March 2021, Council approved the first reading of an ordinance to
reduce secondhand smoke exposure in multi-unit housing, entryways, public events, service areas, and
outdoor worksites. This demonstrates the City's commitment to protecting the health of its residents. The
ordinance is expected to be adopted by July 2021.
Work Program Dashboard -In 2020, the City rolled out its City Work Program Dashboard, which includes
progress updates for the FY 2020-2021 City Work Program items. This effort, with the support and
collaboration of the City's Innovation & Technology Department, accomplishes the City's goals to increase
public engagement and transparency. This Dashboard is updated quarterly and is available on the City
Council's webpage(cupertino.org/cityworkprogram).
COVID-19 Response and Coordination -In partnership with the County of Santa Clara, the City has provided
regular COVID-19 testing, vaccine registration. Cupertino has maintained the lowest rate of cases in the
County in part to the community's adherence to social distancing protocols and the City's adaptation to
technology.
• Regular COVID-19 Test Clinics—1st and 3rd Wednesday of the Month—21 clinic days
• Vaccine Registration Fair for those 75 and older
. Coordinated Vaccine Appointments for Essential Workers
Response to Emergencies-
• CZU Fire Complex — August 2020 — The City established a Temporary Evacuation Point (TEP) at
Quinlan Community Center to support those evacuated from their homes.
• Excessive Heat-Based upon the forecast,the City of Cupertino activated a cooling center at Cupertino
Senior Center on September 6 — 9, 2020 from 1:00 p.m. through 8:00 p.m. each day. 100 community
members utilized the Cooling Center over four days.
Wolfe Road Encampment Resolution - The Cupertino Homelessness Taskforce coordinated an encampment
resolution and provided the primary members of the encampment shelter in a motel and storage for personal
items for up to six months. Additionally, the City of Cupertino established a temporary, alternate outdoor
site for the remaining encampment members to relocate during the COVID-19 shelter in place orders. The
members at the temporary outdoor site elected to move to the Abode Services motel. The temporary outdoor
site was removed on March 2,2021.
Climate Victory Gardens Pilot Program -This City Work Program item involved launching a pilot program to
help residents install drought-tolerant gardens, providing direct install services and professional support.
The pilot is on track with 29 landscape designs provided to property owners and making progress towards
the goal of 20 new gardens by the fall of 2022.
Statewide Recognition for Climate Leadership -The City of Cupertino was one of six cities recognized with a
Beacon Vanguard Award from the Institute for Local Government (ILG) for achievements in climate action.
This is the highest honor a city can achieve in the Beacon Program. The Mayor accepted the award virtually
on October 8,2020 at the League of California Cities'Annual Conference.
FY 2021-22 Adopted Budget Budget Message 31
Administrative Services Department
Virtual Benefits Fair — Implemented with City staff and vendors as well as transitioned to an online open
enrollment process.
HR Hub —Intranet Hub & Training Management Application - built out this internal City application that
provides Organization, Finance, and HR sites. This project also included digitizing 16 high priority HR and
Payroll forms,as well as developing the training management system.
BEST Training—Transitioned to online registration and training platform. Offered a semester based program
with a variety of training programs to assist employees with their professional growth, health and wellness
as well as retirement and financial planning.
COVID-19—
• Provided employee support, coordination, communication, and collaboration across all City
Departments through creation of COVID website,all City Town Hall meetings and communications.
. Researched, analyzed and implemented Federal, State and local rules and regulations such as contract
tracing,creation of new OSHA policies,and related trainings
Diversity, Equity, and Inclusion (DED —Brought in key-note speaker, virtual trainings and book club to City
staff to increase cultural awareness,knowledge,and communication.
CARES Act Funding —The City received $735,259 in CARES Act funding during FY 2020-21. These dollars
were strategically allocated toward eligible public safety costs which allowed for additional appropriations
allocated for COVID-19 related expenses such as cleaning and sanitation, personal protective equipment,
telework equipment,virtual programming,senior meal delivery, and facility enhancements.
Certificates of Participation Refinancing —On September 29, 2020, the City's 2020A Certificates of Participation
(2020 COPS) were successfully sold in order to refund the City's 2012 Certificates of Participation for debt
service savings. The refunding generated net present value savings of approximately$3.14 million, 11.61%of
refunded par and a True Interest Cost of 0.72%. Savings to the City's General Fund amounts to
approximately$494,000 per year for the next 10 years,or almost$5 million in total savings.
Internal Audit Function — the City commenced its internal audit program in the fall of 2020. The City's
internal audit, Moss Adams, conducted a City-wide enterprise risk assessment which resulted in the
identification of key and/or high risk areas for which opportunities of improvements and increased efficiency
were present. The internal audit work program will commence in FY 21-22 and correspond to the results of
the enterprise risk assessment.
Community Engagement and Resident Tax Calculator — In FY 2019-20, the City's Budget Team hosted an in-
person Budget & Bites event open to the Community. Noting the event's success and great participation
among all age groups,the Team was excited to host a second annual event.Although an in-person event was
not possible during the pandemic, the Budget Team decided to take the event virtual and hosted an event
that included information on the City's financial forecasting, a highly relevant topic given the times.
Additionally, the Budget Team created and published a Resident Tax Calculator tool on its website that
enables residents not only to estimate the amount of sales and property they contribute to the City on an
annual basis, but how those specific revenue dollars are spent in the City
(https:Hstories.opengov.com/cupertino/published/zRi2B8NVg).
Utility Billing Audit -The Finance and Sustainability divisions partnered to perform a comprehensive utility
bill audit, aiming to secure cost savings. Some small savings opportunities were discovered, but overall, the
audit revealed that the City has captured most of the low-hanging utility expense reductions. A live
FY 2021-22 Adopted Budget Budget Message 32
dashboard of the City's utility consumption can be viewed at the Environment Open Data Hub.
Community Development Department
Leaf Blower Ordinance update - Completed the update to the Community Noise Control Ordinance of the
Municipal Code to implement a FY19/20 City Work Program item. Beginning Nov. 6,2022, only certified leaf
blowers(those with a rating of 65dB or less)may be used.
City of Cupertino Emergency Assistance Funds for Cupertino Tenants Impacted by COVID-19 -The City
contributed $200,000 in emergency assistance funds to support low- and moderate-income tenants through
partnerships with Earnin,Meriwest Credit Union,and West Valley Community Services.
City of Cupertino Housing Program for De Anza Students -The City contributed $25,000 to help create two new
programs for qualified De Anza students. These new programs are administered by the college in
partnership with West Valley Community Services and Catholic Charities of Santa Clara County.
City of Cupertino Homelessness Task Force - To assist with the needs of Cupertino's unhoused residents, the
City created a task force comprised of staff from the City Manager's Office, Community Development, and
Public Works. The Task Force developed and launched an Emergency Assistance Funds program to assist
unhoused members of the encampments located along Wolfe Road near Interstate 280 with a pathway to
housing.
Emergency Assistance Funds to assist unhoused members of the encampments located along Wolfe Road near Interstate
280(Wolfe Road)to mitigate safety hazards including COVID-19-The City's Homeless Task Force developed and
launched the program to provide weekly outreach and a pathway to housing for encampment members.
Safe Park Program - The City partnered with the West Valley Rotating Safe Car Park (RSCP) program, an
emergency homeless program made up of a network of local city governments, service organizations, and
volunteer faith-based host sites that provide temporary overnight parking for homeless individuals/families
living out of their cars.The City created a website and application process for the RSCP program.
Study Session on Regional Housing Needs Allocation (RHNA) -Conducted five study sessions and hearings on
the draft RHNA methodology and Plan Bay Area 2050. This will evolve into the Housing Element update
process for the FY21/22.
Bird Safe and Dark Sky Regulations -Adopted Bird Safe and Dark Sky regulations with a new Chapter 19.102,
Glass and Lighting Standards in the Municipal Code.
CA Dept. Of Housing and Community Development (HCD) Local Early Action Planning Grants Program (LEAP) -
Successfully applied for and received $300,000 in LEAP funds to assist with the Housing Element 2023-2031
update process.
Innovation & Technology Department
Due to the COVID-19 pandemic, FY 2020-21, was a year full of adversity and challenges. Innovation
Technology(IT), like other City departments,lived the adage, "out of adversity comes opportunity." IT took
the opportunity to enhance City digital services, increase transparency into City operations and streamlined
work processes. The City's ability to move forward despite COVID-19 was highlighted in a Forbes Magazine
article "Silicon Valley City Agency Goes Digital After The State Orders Everyone To Work From Home."
Providing transparency to City Operations continues to be a very high priority. Cupertino prides itself in this
area,but we can always do more.This year we expanded our transparency applications to include:
CampaignDocs-an application which provides access to the city's campaign statements electronically,
FY 2021-22 Adopted Budget Budget Message 33
and campaign disclosure statements for filers who have filing requirements with the City.
Additionally, City staff developed a Campaign Finance Report which is searchable by candidate or by
the committee and can be exported.
. City Work Program Dashboard—Provides the public insight into City projects assigned by Council—
project objective,status,category,and fiscal impact.
• Environmental Hub tells the environmental story of Cupertino in a quick and easy, digestible fashion
—through numbers,charts,and maps.
• GovDelivery, the new e-notification platform. This service help residents and other City customers to
subscribe to email notifications on city news, events, meetings, and projects. The new systems have
consolidated the design and delivery of citywide electronic communications, including email
notifications and city electronic newsletters under this new platform.
The following applications were added or significantly enhanced:
• ProjectDox is the electronic plan check system which manages plans submission,review,and approval
process for the City. ProjectDox is integrated with Accela, the City's land-use management system
and Laserfiche the city's digital records system. These applications have brought seamless integration
for the city staff and customers in the way permits and plan checks are processed by the Building
department staff. During shelter in place, the permitting and plan check review services delivery
continued without any impacts even after the physical permit counter was closed. The goal of this
upgrade is to extend these plan check services to the Planning, Public Works and Environmental
Services divisions.
• Climate Victory Garden. Aligns with City's green initiative of converting Cupertino residents hard-to-
maintain green turf into a sustainable easy to maintain drought resistant landscape thus lowering
City's carbon footprint. Again, this application moved digitally from resident request to City
approval/denial.
• Implemented an online commission intake solution where aspiring Teen Commissioner applicants can
submit their teen commission application, supplemental questions with their guardian's electronic
signatures. The system is fully automated and digitally moves thru applicant, guardian, and City
Clerk for approval.
. Paperless Encroachment Permits. The solution based on an Adobe-Sign based e-signature digital
workflow. The process integrates the data from the Accela permit information and populates the
Encroachment Permit Application document template in Adobe Sign and sends to the staff/applicant
for E-Signature.The status of the Accela permit is integrated with the status of the signature and email
notifications throughout the process are automated.
. Open Enrollment platform through which the city staff can fill medical, dental, vision and other
benefits updates in the digital forms configured on the Microsoft Power platform. The City's HR
department can manage the new open enrollment and updates by the city staff.
. Safe Routes to School-This new interactive map allows a resident to select a mode of transportation,
it then calculates the optimal route and provides an estimated travel times and distance to get to
school.The purpose of the map is to help families identify their own safe,routes to school!
. Intranet Hub & Training Management Application - built out this internal City application that
provides Organization,Finance,and HR sites.This project also included digitizing 16 high priority HR
and Payroll forms,as well as developing the training management system.
. ARTour - In a truly collaborative effort by the GIS Division, the Fine Arts Commission, and the
Communication Division Cupertino brings you the ARTour app, an exciting way to explore
Cupertino's Public Art with Augmented Reality.
FY 2021-22 Adopted Budget Budget Message 34
Maintaining a secure, resilient, and cost-effective compute infrastructure is another high priority for
Innovation Technology.This year the following major projects were completed.
. Al Cybersecurity Tools — Implementation of AI powered network detection and response security
solution. Allows security based artificial intelligence and machine learning to automatically respond
to network level threats IT staff may not be readily available to respond with threats that occur during
off-business hours.
• Network Access Control—Implementation of network access control tools to ensure devices accessing
the City's network are properly authenticated and if not, are placed in a restricted access mode. This
ensures the City continues to evolve and adapt to industry best practices for physical device access
controls.
. Multi-Factor Authentication (MFA) —Rollout MFA across all staff with computer access for assigned
computer equipment on online productivity suite to continue to ensure City follows best practices
security access controls.
• Traffic Operations Center (TOC) Network Infrastructure Foundation Refresh — Refreshed the TOC
network infrastructure with enterprise grade networking hardware and reconfigured network to
follow configuration best practices;implemented firewall controls to separate City and TOC networks.
. Traffic Operations Center Cabinet Upgrade—Updated controller and networking equipment at traffic
intersections to provide standard Ethernet based communications for upcoming applications and IoT
devices.Below is a picture of the TOC Cabinet.
. AT&T ASE Fiber Point-to-Point—Improve reliability of services between sites that use Cable Internet
to City Network by adding point to point network connections to remote locations including
Blackberry Farm,Blackberry Farm Golf Course,McClellan Ranch,and Monte Vista.
• SD-WAN VoIP - Improved reliability and resiliency of VoIP (phone system) circuit by implementing
SD-WAN based services for voice traffic.
. Surveillance System Cameras—Installed cameras at Service Yard to replace aging legacy system.
• Zoom Room — Deployed additional web conferencing solutions at smaller facility sites such as
Blackberry Farm and McClellan Ranch.
. SaaS Cloud Audit—Auditing of Cloud hosted services for best practices and security.
Parks & Recreation Department
#CupertinoCares -#CupertinoCares is an initiative to help foster positive and healthy community connections
during the current times of staying at home and socially distancing. Notable programs include giveaways,
such as the Fourth of July Celebration Boxes, Back-to-School tote bags, and Halloween buckets, holiday
events including the Deck the Doors and Shine Bright Cupertino, and community engagement, which
includes the Take the Pledge initiative and sharing stories of frontline workers through Hidden Heroes.
Art in Unexpected Places-The Fine Arts Commission announced the completion of the inaugural project of the
Art in Unexpected Places program. This pilot program was created by the commission to beautify public
spaces, surprise and delight passers-by, and encourage the community to reflect on themes and imagery that
represent the heritage,natural beauty,diversity,and creativity of our city.Artist Sarabjit Singh was chosen by
the Fine Arts Commission and completed a mural at Blackberry Farm in early April.
Big Bunny 5k Virtual Run -The Big Bunny 5K went virtual in April. Over 200 participants, including some
from Las Vegas, Reno, and Minnesota, ran, walked, or hopped from their home, local park, or favorite trail
between April 3 to 11. Each registration included a t-shirt, race bib, water bottle stickers, and bunny ears.
Participants picked up their race packets at the Quinlan Community Center on April 1 and 2, or had their
packet mailed to their home.
FY 2021-22 Adopted Budget Budget Message 35
Community Funding Policy- The Community Funding Grant Policy was adopted in Fiscal Year 2012-2013 and
was recently updated with new requirements and procedures, following best practices, and
recommendations from the Parks and Recreation Commission.Adjustments included the establishment of an
earlier deadline, a funding cap per applicant and a tiered funding evaluation structure for all applications.
The establishment of an earlier deadline provides more time for applications to be vetted and reviewed by
the Commission and City Council, prior to the budget approval meeting in June. The establishment of the
funding range for the entire program provides a budgetary consideration during the evaluation process. The
remaining adjustments clarify the Commission's role in ranking the applications, while providing City
Council the opportunity to review all applications for consideration. The Community Funding website was
also updated, and a new web page was created to share historical data on the City's support of non-profit
organizations through Community Festival Fee Waivers,the Community Funding Grant Program,Sister City
Funding,and In Budget and Out of Cycle City Council Fee Waivers.
CPRS Awards-California Parks and Recreation Society District 4 recognized outstanding accomplishments of
Parks and Recreation Professionals and Departments in February 2021 with their "Keys to the Community"
Awards. The Teen Division's TEDxYouth@Torre Ave program won the Award of Excellence, through the
Volunteer and Sponsor Citation, Maria Lopez,Jim Cunningham, and Tim Petersen were recognized of their
volunteer efforts at the Cupertino Senior Center, #CupertinoCares received the Key to the Community
Award, and Barbara Banfield received a Professional Merit Award for her significant contribution to the field
of parks,recreation,and human services.
Holiday Programs -The Parks and Recreation Department brought the holidays to the community in a safe
and socially distanced set of events, including The Santa Stop, Holidays in Hawai i, and Zoom with Santa.
Participants in "The Santa Stop" were able to greet Santa from a safe distance in a drive-thru event at the
Quinlan Community Center. Every participant received a hot chocolate packet and candy cane, and each car
was given a collectible City of Cupertino themed ornament. Holidays in Hawai'i, an annual tradition at the
Senior Center, was converted to Zoom-based format this year. Volunteers from the Lei Nani Hula group
danced from their homes to prerecorded music performed by the Pila Ho'Okani band. The Department
brought holiday cheer to many Cupertino homes with the Zoom with Santa program. Santa and his elf called
in from the North Pole's Cupertino branch and hosted Zoom calls for Cupertino families since Santa was
unable to make his annual in-person visits to Cupertino.
Senior Care Cards -The Cupertino Senior Center has partnered with local youth to write letters to senior
residents,Block Leaders, and Senior Center volunteers with limited social contact due to the current Stay-At-
Home order. To date this partnership has mailed over 800 letters with uplifting messages and short
stories. The intent of this program is to bring generations together and create a positive, connected
community.
Senior Meal Delivery Program -The Senior Meal Delivery Program provides meals to seniors in need while
supporting local business. The meals are scheduled twice week and currently provides relief for seniors who
are at high risk due to health or mobility reasons and to follow the stay-at-home orders. More than 2,500
senior meals have been served to date.
Teen Programming - Teen programming continued thriving despite the challenges imposed by the ongoing
COVID-19 pandemic. Annual, in-person events such as the TEDxYouth@TorreAve, <hack> Cupertino, and
Pizza and Politics were re-imagined for a virtual setting and served over 1,900 participants. The Cupertino
Youth Activity Board (YAB) created InfoTeeno, a new virtual workshop series to provide teens with virtual
educational and enrichment opportunities. Workshop's topics included college preparations, financial
literacy, and mental health coping skills. YAB members also collaborated with the City of Saratoga and City
of Campbell to offer #TeenKindnessWeek, a region-wide social media campaign to inspire goodwill and
FY 2021-22 Adopted Budget Budget Message 36
foster kindness during the pandemic. New programs introduced included the Drafting Cupertino's Future
essay contest and Cupertino Esports,an intramural league where participants compete in their favorite video
games.
Tennis Reservations-The Cupertino Sports Center went live with online tennis court reservations for members
on January 1, 2021. The reservation process can be done through the City's reg4rec.org registration webpage.
The tennis court reservations online allow members two ways to reserve including the former process of
calling the Sports Center directly.The new process for tennis court reservations has been well received by the
members and reduces the incoming phone call volume for staff during the morning rush to reserve tennis
courts.
The 50+ Scene: Shelter-in-Place Edition - The 50+ Scene, Cupertino Senior Center's typically bi-monthly
production, has been running in a digital-only format in response to the stay-at-home orders. To keep
Cupertino's senior population active and engaged, the publication contains information about virtual
programs and classes, sudoku and crossword puzzles, a human-interest article, and upcoming events. Also
included are links to Santa Clara County's website providing seniors the most up to date information on
COVID-19 vaccinations and testing dates. The newsletter is sent out to about 1300 senior center members
each month.
Virtual Recreation - Throughout the year, the Parks and Recreation Department has curated indoor and
outdoor activities to engage our positive, healthy, connected community. From the advent of the pandemic,
the Department has provided free online fitness classes for the community, as well as crafts, educational
activities,outdoor games and more to keep minds and bodies moving.The free fitness classes include cardio,
strength, flexibility, and balance training and average about 260 attendees per week. The Virtual Recreation
team has also worked to bring Cupertino's community events into the virtual space, including a virtual
scavenger "egg hunt" complete with poetic clues to lead participants on a week-long search through
Cupertino parks.
Public Works Department
Response and effectiveness through COVID- Effectively maintained minimal staffing immediately after initial
shelter in place. Quick implementation of protocols allowed full staffing in May 2020, significantly in
advance of other public work agencies. Actions allowed for a timely response to a twofold increase in 311
requests.
Small Cell Guidelines - Revised small cell guidelines to include site preference lists and other objective
standards for review and permitting of small cell facilities in the public right of way.
Lawrence-Mitty Acquisition - Negotiated and purchased, from the County of Santa Clara, approximately 7
acres of land needed to develop a neighborhood park along the easterly edge of Saratoga Creek, near the
intersection of Lawrence Expressway and Mitty Avenue.
Street Light Installation-Randy Lane &Larry Way-Successfully installed infill street lighting along Randy Lane
and Larry Way with extensive outreach and coordination with the neighboring residents.
Civic Center Parking Mitigation Plan-Feasibility report analyzing the parking requirement for the Civic Center
and proposed Library Expansion,is complete.Multiple mitigation measures in place.
Competitive Measure B funds for Junipero Serra Trail (Approved by VTA for$6.12M competitive Measure B grant for
the eastern and central sections) -The Junipero Serra Trail east and central segments, were competitively
recommended by VTA to be on the 10-year priority funding list, for a total funding allocation of $6.12
FY 2021-22 Adopted Budget Budget Message 37
million. These segments parallel the Junipero Serra channel south of Interstate 280 between De Anza Blvd
and Calabazas Creek,and along Calabazas Creek from Interstate 280 to Vallco Parkway.
Level of Service(LOS) to Vehicle Miles Traveled(VMT)-Develop City policies to transition from LOS to VMT for
the determination of transportation impacts under CEQA,in conformance with SB 743.
Bollinger Road Safety Study - Perform an operational and safety evaluation of Bollinger Road, and develop
recommendations for improvements to enhance vehicle,bicycle and pedestrian safety.
Bollinger Road Paving Project (joint project with City of San Jose) - Place asphalt overlay on Bollinger Rd
between Miller Ave and Lawrence Expressway. The project also included a rubberized cape seal on
McClellan Rd between Bubb Rd and Stelling Rd.
2016 Bicycle Plan -McClellan Road Separated Bike Corridor, Phase 2 -Design and construct separated bike lanes
on McClellan Road from Stelling Road to De Anza, and Pacifica Avenue between De Anza and Torre
Avenue.
2016 Bicycle Plan - McClellan Road Sidewalk Improvements, Phase 2 - Design and construct sidewalk
improvements along McClellan Road between Byrne Avenue and San Leandro Avenue.
2016 Bicycle Plan - Stevens Creek Boulevard Class IV Bikeway Installation, Phase 1 - Design and construct a
separated bikeway along Stevens Creek Blvd from Tantau to Wolfe Rd. Improvements include traffic signal
modifications at Wolfe Road and Finch Avenue to provide separate bicycle phasing.
Linda Vista Trail-Design and construct a pedestrian trail between Linda Vista Park and McClellan Ranch.
Library Expansion Project Initiation - Using a design option from the Civic Center Master Plan, develop a
design and construct a 5600 SF addition to the existing Library building for multi-function program rooms
that serve as flexible meeting spaces for library events.
McClellan Ranch Preserve Community Garden -Reconstruct the existing community garden to better serve the
community by providing better accessibility and more sustainable garden features/infrastructure.The project
included reconfiguration of the garden plots, improved ADA accessibility to and within the garden,
installation of new perimeter fencing,irrigation distribution system and informal meeting area.
McClellan West Parking Lot Improvements-Design and construct a new"green' meadow-style parking lot that
is compatible with the creek environment at McClellan Ranch West and designed to have minimal impact to
the site.
Sports Center Seismic Retrofit -Design and construct structural upgrades to the Sports Center for increased
resiliency in the event of an earthquake.
Solid Waste Franchise Agreement Negotiations-Successful negotiation of new 10-year franchise agreement with
Recology for recyclable materials, organic materials, and solid waste collection, recyclable materials and
organic materials processing services,and transport for disposal.
FY 2021-22 Adopted Budget Budget Message 38
New Initiatives
Administration Department
Climate Action & Adaptation Plan 2.0 -As approved in the Fiscal Year 2020-2021 City Work Program, the
Sustainability Division has been working diligently on the foundational work to update this major City
strategic document. The community can expect to see an exciting public engagement process beginning in
June 2021 and extending into the following winter, when a final plan will be presented to Council. The
community can expect multiple ways to interact with the process to create a plan for reaching a carbon-
neutral and zero-waste Cupertino.
Administrative Services Department
Labor Negotiations -As the City enters its third and final year of its negotiated labor contract, the City will
commence the negotiation process for the period effective July 1,2022.
Workforce Planning -Administration and Human Resource Divisions staff are implementing a Workforce
Planning program to use data in the City's enterprise resource planning system and several City documents
such as the budget, Capital Improvement Program, and City Work Program to identify key positions needed
and how to attract,retain,and train staff to ensure the availability of those positions when needed.
OpenGov Stories -The City utilizes OpenGov, an online financial transparency tool, to communicate financial
and budgetary information with not only internal users, but external users as well. Stories is a product of
OpenGov that bridges the intellectual gap between the financial data and the meaningful narrative sides of
the story. The Budget Team,in coordination with the CIP team,will be converting the Capital Improvement
Program (CIP) budget document to a story, allowing users to look at individual project information in real-
time.
Forecasting Transparency Tool - The Budget Team, with members of the Teen Commission, hosted the City's
second annual Budget & Bites event, this time virtually. The topic of the event was City forecasting and
included an exercise allowing attendees to build their own forecast and gain a better understanding for the
various factors to consider and the decisions to be made. City staff will be exploring the use of this Microsoft
BI tool to potentially incorporate into its regular quarterly reporting.
ERP Planning and Analysis -In coordination with the Innovation & Technology Department, Administrative
Services is beginning the exploration of a new enterprise resource planning (ERP) system. Having
implemented and operated Tyler's New World System since January 2015, staff are aware of the importance
to remain up with the times and to ensure the system that allows us to provide excellent services to the
public is up to date and functioning optimally.
Post-Pandemic Return to Work Planning- Significant planning is required to develop an effective return to
work policy. Balancing the necessary safety precautions and County and State Orders with best practices for
transitioning back into the work place requires coordination amongst all Departments and employees. The
City's conversion to a telework environment was relatively smooth given the City's continued investment in
Innovation and Technology and has provided the City the ability to consider potential hybrid models.
FY 2021-22 Adopted Budget Budget Message 39
Community Development Department
ProjectDox Expansion and Upgrade -ProjectDox is an on-premise application that provides for electronic plan
submission and review.ProjectDox is integrated with the City's land management system,Accela.These two
applications have brought significant improvements (for both staff and customers) in the way permits are
processed by the Building Division. The goal of this request is to extend these improvements to the Planning
Division and Public Works Engineering. Additionally, ProjectDox will be migrated to a cloud-based
application allowing for enhanced business continuity and disaster recovery.
Affordable Housing Strategies -As a part of the City's Work Program, explore the development of strategies
that provides a variety of products across the affordability levels including housing for the developmentally
disabled,as well as those with moderate,low,very low,and extremely low income.
City Plan on Homelessness -Prepare an Implementation Plan to the Santa Clara County Community Plan to
End Homelessness 2020-25 to create a roadmap for addressing homelessness in Cupertino.
Extremely-Low Income (ELI) Housing for the Developmentally Disabled Community-Consider options to develop
ELI housing units on City-owned properties.
Residential Development and Mixed-use Development Design Standards -Ensure that the City adopts objective
design standards for townhomes,rowhomes,attached multi-family and mixed-use developments.
Clarify objective standards in General Plan and Municipal Code-Clarify standards in General Plan to be objective.
Also adopt objective standards for environmental protection and concerns.
Update the Housing Element of the General Plan and concurrent rezoning -Update the Housing Element goals,
policies and strategies to address housing needs, constraints,both governmental and non-governmental, and
identify Priority Housing sites to accommodate the cty's Regional Housing Needs Allocation, as required by
state law. Also, complete the concurrent rezoning of the Priority Housing sites to ensure sites are
appropriately rezoned to allow the planned growth/capacity.
Innovation & Technology Department
Under the heading"Prepare for the Future"the following initiatives will be completed in FY21/22
• Develop a three-year IT strategic plan. The plan will provide infrastructure and application direction
through July 2025.
• Develop a security framework and audit existing systems. The framework is a documented policies,
procedures and processes that define how information is managed to lower risk and vulnerability.
• Data Governance, Classification, and Warehouse. Over the past 4 years, Cupertino has replaced or
enhanced almost every computer application utilized by the City. The result of these changes has
significantly improved City response,process,and reporting. One major challenge has resulted-data
governance. Data governance includes data integrity, integration, security, and data normalization
(same value and format for the same info across all applications).As the City's data continues to grow
due to artificial intelligence, machine learning, Internet of things technologies — this project will
provide a roadmap to ensure data quality as add and integrate applications.
• ERP Needs Analysis. Tyler's New World, our current ERP, was implemented over six years ago and
the City should review current options that overcome existing operational and security limitations.
Innovation Technology will continue to enhance or add new applications.Included in this list are:
In collaboration with the City's Environmental Division provide process automation in managing
construction recycling. The application will provide city an effective waste management plan that
FY 2021-22 Adopted Budget Budget Message 40
implements city's waste recycling mandate.
. The City currently struggles in managing the plethora of requests that come in via in-person visit,
email, phone call or web application. The management of assigning, tracking, following-up and
reporting on the various requests is a difficult process at best. IT will implement a proven solution
that will aggregate multichannel (voice, onsite, email....) requests into one application for staff and
customers.
. Lobbyist Registration System.Per City Council directive develop a solution to track lobbyist activity as
it pertains to the City of Cupertino.
• Redesign City Website. Redesigning the city's main communication platform will result in improving
city's website traffic as well as site content and information. Typically, during the redesign process all
the site content will get audited that will enable in aligning the city main communication platform to
city's strategic initiatives and restructuring of website content for usability and relevance.
. Augmented Reality (AR) at McClellan Ranch. Bring the Cupertino native wildlife to life in a fun
interactive AR environment for the visitors,classes,and tours at McClellan Ranch Preserve.
Under the areas of emergency management and compute environment the following projects are scheduled.
. Satellite Emergency Response System. Provide redundant Internet access in the event both traditional
fiber optic and cell communication services are down.Internet connectivity is limited to City facilities.
• In collaboration with the Office of Emergency Services(OES)to improve accessibility of the City's OES
vehicle to City facilities.To accomplish this,a wireless bridge will be implemented to solve this issue.
• A drone coupled with autonomous flight planning software.This application will be used to automate
flights (limits pilot intervention) and mapping, create accurate, high-resolution maps, reports, and 3D
models,as well as real-time 2D Live Maps for immediate analysis.
• Add Wi-Fi to Park and Recreation facilities. To enhance public outreach and services, IT is working
with Parks &Recreation to expand Wi-Fi network services to selected parks throughout the City. The
end goal is to provide members of the public Wi-Fi internet services at three parks(Wilson,Portal, and
Creekside).
Parks & Recreation Department
Implementation of the Strategic Plan-Implement the immediate and short-term improvements to local parks in
Cupertino through Park Amenity Upgrades as well as Playground Equipment Replacement and additional
CIP projects for Fiscal Year 2021-2022.
Implementation of the Revised Field Use Policy -Implement the revised field use policy and maximize the
efficiency of field use.
Collaboration with Public Works on Proposed CIP Projects for Fiscal Year 2021-2022
Memorial Park—Specific Plan Design - Design and construct Memorial Park improvements as indicated in the
Parks and Recreation System Master Plan.
Lawrence-Mitty Park — Programming, Outreach, and Design - Develop a Master Plan for a proposed
neighborhood park located on the parcel at Lawrence Expressway and Mitty Ave for trail expansion and park
development.
FY 2021-22 Adopted Budget Budget Message 41
Public Works Department
City Hall & 10445 Torre—programming and feasibility: Programming, Feasibility and Community Outreach to
form the basis of a renovation strategy for the buildings.
City light transition assessment - Assess the costs, benefits, and opportunities and develop a strategy to
transition the City's streetlight infrastructure, and other City operated lights, from induction to LED fixtures
to meet the"Dark Sky'requirements and reduce light pollution.
Vision Zero: Develop programs and policies for a City of Cupertino Vision Zero Program with emphasis near
schools.
FY 2021-22 Adopted Budget Budget Message 42
Budget Overview
The Adopted Budget reflects a total City budget of$148.8 million, an increase of$38.3 million or 25.7%when
compared to the FY 2020-21 Adopted Budget. The City's General Fund is adopted at $89.8 million,
representing a $9.2 million, or 10.3% increase over the FY 2020-21 Adopted Budget. The General Fund is
funded by General Fund revenue of $89.6 million and is projected to end FY 2021-22 with approximately
$35.7 million in unassigned fund balance that may be transferred to the Capital Reserve per the Reserve and
One Time Use Policy as part of the City's FY 2021-22 Mid Year Financial Report. The transfer is not reflected
in the Adopted Budget.
Total Adopted Total Adopted Change in r
Fund .•
Expenditures
Position
Gener $ 89,767,034 $ J_ 89,647,891 $ (119,143).d
Special Revenue $ 18,597,024 $ 19,130,289 $ 533,265
"676,000 $ 0 $ (55,00(�
Capital Projects $ 19,540,048 $ 7,943,000 $ (11,597,048)
Enterprise 9,417,117 6,821,379 $ (2,595,738)
Internal Service $ 8,848,012 $ 6,687,399 $ (2,160,613)
tat $ 148,845,235 $ 132,850,958 $ _Jfi�,994,277)
As shown in the chart below,the Adopted Budget's largest fund is the General fund at 60%.
FY 2021-22Adopted Budget by Fund
Internal Service
Enterprise $8,848,012
$9,417,117 6%
6%
Capital Projects
$19,540,049 _
13%
Debt Service
$2,676,OOD
2%
General
$89,767,034
Sped al Revenue 60%
$18,597,024
13%
FY 2021-22 Adopted Budget Budget Message 43
The graph below summarizes the changes in the City's General Fund for a five-year period:
General Fund Revenues Expenditures and Transfers Out
$1.20.0 $120.0
$100.0 $100.0
$so.0 5W.0
C $60.0 $60.0
a
e
$40.0 $40.0
$20.0 $20.0
FY21 FY22
FY17Actuals FY18Actuals FY19Actuals FMActuak Adopted Adopted
Budget Budget
One-Time Special Projects $8.9 $9.8 $4.2 $2.2 $1.4 $3.2
6;-. General Fund Transfers Out $29.0 $24.1 $19.4 $30.9 $9.9 $11.3
11111111111IGeneral Fund Expenditures $56.2 $55.4 $59.8 $62.4 $69.2 $75.3
MONDGeneral Fund Revenue $95.2 4%.2 $88.8 $111.2 $79.1 $89.6
A total of 208.75 positions(including Councilmembers)are adopted in FY 2021-22.Prior to COVID-19,the
City was anticipating bringing a number of new position requests to the City Council over a three-year
period.While the City has experienced increases in sales tax and total revenues,much financial uncertainty
surrounding a post-pandemic environment remains.The City is cautiously optimistic as it adds six new full-
time employees and City staff will bring forward requests for City Council approval as more information
becomes available for purposes of making informed decisions.
FY 2020-21 Adopted Budget 203.75
Limited Term Recreation Coordinator -1.00
FY 1 Adopted Budget
Emergency Management Analyst 1.00
Environmental Programs Assistant 1.00
Senior Planner 1.00
Plan Check Engineer 1.00
Permit Technician 1.00
CIP Project Manager 1.00
FY 2021-22 Benefitted Positions 208.75
FY 2021-22 Adopted Budget Budget Message 44
Changes to the Budget and Policies
Revised Fees
City Council approved the fee schedules effective for FY 2021-22 on May 4,2021. The increases to the various
fee schedules are estimated to result in increased revenues of approximately$531,000 over the previous fiscal
year; however, the timing of services to be provided and revenues to be collected may be impacted by
COVID-19 throughout FY 2021-22.
Investment Policy
The City Council annually updates and adopts a City Investment Policy that is in compliance with State
statutes on allowable investments.By policy,the Audit Committee reviews the policy and acts as an oversight
committee on investments. The policy directs that an external auditor perform agreed-upon procedures to
review City compliance with the policy. The full policy will be available on the City website as part of the
May 18,2021 City Council agenda packet.
GANN Appropriations Limit
The City's appropriations limit for FY 2021-22 is$114,666,491,$5.6 million or 5.1%higher than the FY 2020-21
limit of $109,062,934. If a city exceeds 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. For FY
2021-22, the City's estimated appropriations of proceeds from taxes, less statutory exclusions, do not appear
to exceed the limit and are not expected to present a constraint on current or future deliberations.
Revised Community Funding Policy
The first Community Funding policy was adopted by City Council in FY 2012-13, and the most recent policy
was adopted as part of the FY 2015-16 Adopted Budget. At the Budget Adoption hearing in June 2018, City
Council requested that the Community Funding Program be updated in order to assure that all applications
received due consideration and that City Council is provided with all information necessary to make final
funding decisions. At that meeting, City Council requested that the Parks and Recreation Commission
evaluate all grant applications, and provide funding recommendations to Council for consideration. An
updated policy with minimal substantive changes was approved by City Council in 2021.
Budget by Fund
General Fund
The General Fund pays for core services such as public safety, recreation and community services, planning
and community development, streets and trees, and a host of other vital services. The revenue used to pay
for these services comes primarily from local taxes such as property tax and sales tax, transient occupancy
tax,charges for service,and a variety of other discretionary sources.
General Fund revenue is estimated at $89.8 million in the FY 2021-22 Adopted Budget. This is an overall
increase of $9.2 million (10.3%) when compared to the FY 2020-21 Adopted Budget. FY 2020-21 anticipated
significant declines in sales tax and transient occupancy tax due to COVID-19 and shelter-in-place mandates.
While transient occupancy taxes were severely impacted, sales tax revenues experienced an unprecedented
increase. This was due to increased demand for computer equipment for telework conversion and increases
in State-wide online sales. FY 2021-22 is expected to see declines in sales tax, relative to the previous year's
actuals. Transient occupancy taxes will continue to be heavily impacted as it builds toward recovery.
Property tax revenues appear to be moderately impacted. For the first time in over a decade, the County
Assessor's Office is using an inflation escalator less than the 2%CPI maximum(1.036%).
FY 2021-22 Adopted Budget Budget Message 45
Significant budget reduction strategies were implemented in FY 2020-21 which contributed to increased
unassigned fund balance in the General Fund.With the General Fund's fiscal condition remaining strong,the
City is bringing back budget proposals that were previously deferred due to the uncertainty brought on by
COVID-19. As the City continues to move towards a recovery and "new normal," staff will continue to
monitor the financial impacts of COVID-19 and ensure City Council is informed on a regular basis.
The following chart shows four years of total revenue, expenditures and changes to fund balance for the
General Fund:
General Fund Revenues, Expenditures and Changes in Fund
Balance
$120.0
$100.0
H $80.0
0
2 $60.0
$40.0
$20.0
$(20.0)
FY18 FY19 FY20 FY21 FY22
ACTUALS ACTUALS ACTUALS ADOPTED ADOPTED
BUDGET BUDGET
�Expenditures
enue $88.2 $88.8 $111.2 $79.1 $99.6$89.3 $92.4 $95.5 $80.5 $89.8
$[1.1] $6.4 $15.7
The General Fund unassigned fund balance is projected to decrease from the current year estimate of $37.8
million to $35.7 million in FY 2021-22. As shown in the chart below, the FY 2021-22 ending fund balance is
estimated to be $83.1 million, or 0.1% lower than the FY 2020-21 year-end estimate. This is primarily
attributable to increases in full-time staffing and one-time special projects.
GENERAL FUND FUND BALANCE
FY 18-19 FY i FY 20-21
Classification Actual Actual Estimated AdNted Chan
Unassigned I $ —7,896,128 $ 34,426,942 $ 39,125,447 $ 35,697,647 9°a
All Other Classification $ 31,026,457 $ 40,078,871 $ 41,134,009 $ 47,442,666 7
Total FLaid Balance $ 58,922,585 $ 74,505,813 $ 83,259,456 $ 83,140,313 -0.1%
FY 2021-22 Adopted Budget Budget Message 46
As shown in the graph below, the majority of General Fund resources are used to support Public Works
(29%), Non-Departmental expenditures (13%), Law Enforcement (18%), Parks and Recreation (8%),
Administration(8%),and Community Development(14%).
Expenditures by Department-General Fund
Parks and Recreation Administration
$7,348,805 $7 629 629 Administrative Services
8% 8% $5,378,147
Public works 6%
$25,909,192
291A_ Community
Development
$12,871,834
14%
Council and
Commissions
$1,334,303
1%
i Innovation
and
Technology
$2,369,297
3%
_Law Enforcement
Non-Departmental_ $15,756,350
$11,269,487 18%
13%
Special Revenue Funds
Special Revenue Funds are a fund type used to account for the proceeds of specific revenue sources that are
legally restricted to expenditures for specific purposes. Special Revenue Funds account for 13% of the
citywide expenditure budget. The largest Special Revenue Fund accounts for streets, roads, and
transportation. Other funds account for storm drain management, affordable housing programs, and park
development. The Adopted Budget for Special Revenue Funds for FY 2021-22 is $18.6 million, which is a
$10.8 million, or 58.2%, increase from FY 2020-21 Adopted Budget primarily due to increases in annual
pavement maintenance costs as well as the inclusion of new capital improvement program projects.
Budgets within the Special Revenue Funds are funded by$8.8 million in restricted department revenue, and
$10.3 million in transfers, bringing total funding sources for the fund to $19.1 million. This will result in a
projected increase to fund balance of$0.5 million. The Special Revenue Funds are projected to end the year
with fund balances of$32.2 million.
FY 2021-22 Adopted Budget Budget Message 47
Debt Service Funds
The Public Facilities Corporation Debt Service Fund provides for the payment of principal, interest, and
associated administrative costs incurred with the issuance of debt instruments. On September 29, 2020, the
City's 2020A Certificates of Participation (2020 COPS) were successfully sold in order to refund the City's
2012 Certificates of Participation for debt service savings. The refunding generated net present value savings
of approximately $3.14 million, 11.61% of refunded par and a True Interest Cost of 0.72%. Savings to the
City's General Fund amounts to approximately$494,000 per year for the next 10 years,or almost$5 million in
total savings.
Capital Projects Funds
The Capital Improvement Project Fund, Stevens Creek Corridor Park Fund, and Capital Reserve Fund are
currently in the Capital Projects Fund type category. This fund type is typically used to account for financial
resources that are used for the acquisition or construction of major capital facilities or to provide facilities for
City departments,and are identified in the five-year Capital Improvement Program(CIP).
The Adopted Budget for the Capital Projects Funds for FY 2021-22 is $19.5 million which is $15.8 million or
80.7%higher than the previous fiscal year.This increase is due to an accumulation of General Fund subsidies
to the Capital Reserve that are used to fund FY 2021-22 CIP projects.
Enterprise Funds
Enterprise Funds are set up for specific services that are funded directly by fees charged for goods or
services. Enterprise Funds consist of Resource Recovery for the solid waste collection franchise, Blackberry
Farm for the City-owned golf course, the Cupertino Sports Center, and Recreation Programs for cultural,
youth,teen,sports,and physical recreation programs.
The Adopted Budget for Enterprise Funds for FY 2021-22 is$9.4 million, an increase of$1.7 million from the
FY 2020-21 Adopted Budget. Budgets within the Enterprise Funds are funded by $5.9 million in program
revenue and $887,000 in transfers from the General Fund. The Enterprise Funds also rely on $2.5 million of
prior year fund balance,bringing total funding sources for the funds to$9.3 million.The Enterprise Funds are
projected to begin the fiscal year with$6.9 million in retained earnings and are projected to end the year with
retained earnings of $4.4 million. Impacts to Enterprise Fund revenues as a result of COVID-19 have been
significant,particularly while shelter-in-place orders remained in effect.While we anticipate moving towards
a recovery in FY 2021-22, the timing and extent of the recovery is difficult to measure. As a result,
conservative revenue estimates are programmed for the Enterprise Funds.
Internal Service Funds
Internal Service Funds are used for areas where goods or services are provided to other City departments or
governments on a cost-reimbursement basis. Internal Service Funds include funds and programs for
information technology,workers'compensation, equipment, compensated absence, long-term disability, and
retiree medical insurance.
The Adopted Budget for the Internal Service Funds is $8.8 million, which is $1.2 million higher than the FY
2020-21 Adopted Budget. Budgets within Internal Service Funds are funded by $5.0 million in department
revenue,$1.7 million in transfers from the General Fund,and$2.1 million from a combination of depreciation
reserves and retained earnings. The Internal Service Funds are projected to begin the fiscal year with $5.2
million in retained earnings and are projected to end the year with retained earnings of$3.1 million.
FY 2021-22 Adopted Budget Budget Message 48
Special Projects
The FY 2021-22 Adopted Budget includes funding for several one-time Special Projects. These projects are
identified as part of the Special Project section within each program and are summarized in the following
table. These Special Projects correspond and can be found in each of the respective Department's narrative
section in this document.
FY 2021-22 Special Projects
ExpenditureProgramBudget Project Name 122 Sustainability CWP Cate Action Plan 2.0 $ 78,000 General Fund Yes Program Climate Sustainability and Fiscal Strafe
300I&T Administration CWP Lehigh and Stevens Creek Quarry $ 17,500 General Fund Yes Quality of Life
601 Administration _CWP Mental Health Support $ 10,000 General Fund Yes Quality of Life
601 Administration CWP Senior Strategy $ 34,000 General Fund Yes Public Engagement and Tr�
bill Administration CWP Dogs Off Leash Area $ 5,000 General Fund Yes Quality of Life
632 Comm Outreach&Neighborhood Watch CWP Revamping Block Lead 1,500 General Fund Yes Public Engagement and Tr
633 Office of Emergency Management CWP Personal Preparedness C $ 10,000 General Fund Yes Public En gement and Trans aren
700 Community Development Admin CWP Homeless Jobs Pro 0,000 General Fund Hous
702 Mid Long Tenn Planning CWP Encouraging Dark Sky Compliance $ 10,000 General Fund Yes Sustainability and Fiscal Strate
702 Mid Long Term Plannur9 CWP Development Accountability 10,000 General Fund 'ty of
�
702 Mid Long Term Planning CWP General Plan and Muni Code U date $ 250,000 General Fund Yes Quality of Life
702 Mid Long Term Planniq& CWP RHNA and General Plan Upd 95,000 General Fund Ye
702 Mid Long Term Planning CWP Sign Ordinance Update $ 25,000 General Frmd Yes Quality of Life
705 Economic Development CWP Regulating Diversified Retail Use W5,000 General Fund 'ty of�
711 BMR Affordable Housing Fund CWP City Plan to End Homelessness $ 300,000 BMR Housing Yes Housing
711 BMR Affordable Housing Fund CWP Consider Options to Develop ELI 100,000 BMR Housing Yes Housin�
800 PW Administration CWP Municipal Water System $ 100,000 General Fund Yes Sustainability and Fiscal Sir to
801 Resource Recovery CWP Single-Use Plastics O 70,000 Resource Recovery Yes Sustainability,and Fiscal Str�
804 Plan Review CWP Revisit 5G $ 250,000 General Fund Yes Quality of Life
TOTAL CITY COUNCIL WORK PROGRAM 1,771,
122 Sustainability Electric Cooking Workshop Series $ 6,400 General Fund
300 I&IRRIMMImflo. Security Framework and Audit ® 60,000Internall
305 Multimedia EOC Control System Upgrade $ 15,000 General Fund
305 Multimedia Radio Windows 10 Replacement $ 10,000 General Fund
308 Applications Accela Business License $ 25,000 General Fund
308 Applications Campaign Does $ 3,500 General Fund
308 Applications City Data Services $ 1,500 General Fund
308 Applications Community Climate Solutions $ 4,000 General Fund
308 Applications Customer Service Solution for CDD $ 65,000 Genera]Fund
308 Applications ERP Exploration $ 50,000 General Fund
308 Applications Esports $ 1,700 General Fund
308 Applications Green $ 7,860 General Fund
308 Applications Intranet Hub Consulting Services $ 20,000 General Fund
308 Applications Lobbyist Re $ 15,000 General Fund
308 Applications Performance Management Application $ 32,000 General Fund
308 Applications Pre-Employment Assessment and Tests $ 5,000 General Fund
308 Applications Public Engagement $ 20,000 General Fund
308 Applications Redesign of City Website $ 45,000 General Fund
310 Infrastructure ActiveNet Additional Readers $ 9,000 Internal Service
310 Infrastructure Council Voting System and Timer $ 32,000 Internal Service
310 Infrastructure DUO MFA $ 19,500 Internal Service
310 Infrastructure Interactive Projector System with Games $ 7,000 Internal Service
310 Infrastructure Line Locator with GPS $ 15,000 Internal Service
310 Infrastructure Redundant Satellite Network �$ 10,000 Internal Service
310 Infrastructure Senior Center Access Controls $ 16,000 Internal Service
3101nfrastructn*a Skydio Drone $ 18,000 Internal Service
310 Infrastructure Wireless Bridge $ 12,400 Internal Service
310 Infrastructure Wireless Netw $ 20,500 Internal Service
601 Recreation Administration kCupertinoCams $ 75,000 General Fund
612 Park Facilities Environmental Educati 1,000 General Fund
701 Current Planning Legal Fees $ 500,000 General Fund
702 Mid and Long Tenn Planning Laserfische planning 30,000 General Fund
705 Economic Development Targeted Marketing Program to Assist Small Business $ 9,100 General Fund
801 Resource Recovery SB1383 Procure $ 50,000 Enterprise
808 McClellan Ranch Grounds 4H Perimeter Fence Re la cement $ 30,000 Genera]Fund
811 Blackberry Farm Grounds Maintenance finish Arbors $ 15,000 General Fund
812 School Site Maintenance Backflow Prevention Device Replacements $ 6,000 General Fund
813 Neighborhood Parks Backflow Prevention Device Replacements = $ 15,000 General Fund
813 Neighborhood Parks Basketball Court Resurfacing $ 20,000 General Fund
814 Sport Fields Jollyman,Creekside Basketball Court Resurfacing ]JW $ 10,000 General Fund
814 Sport Fields Jollyman,Creekside Backflow Prevention Device Replacements $ 4,000 General Fund
820 Sidewalk Curb and Gutter Annual Sidewalk Curb&Gutter ' $ 1,300,000 Special Revenue
820 Sidewalk Curb and Gutter Annual Sidewalk Grinding $ 100,000 Special Revenue
821 Street Parent Maintenance i Streets,Parking Lots,and Park Pathways = $ 2,100,000 Special Re
FY 2021-22 Adopted Budget Budget Message 49
825 Street Tree Maintenance Cage conversion to Rope Shop $ 10,000 General Fund
825 Street Tree Maintenance Foothill Blvd Median Tree Work $ 30,000 General Fund
827 Building Maintenance City Hall Electrical Preventive Maintenance $ 25,000 General Fund
827 Building Maintenance City Hall Fascia Repair and Painting $ 60,000 General Fund
827 Budding Maintenance City Hall Lower Floor Recarpeting $ 70,000 General Frmd
827 Building Maintenance City Hall Boiler Preventive Maintenance $ 5,000 General Fund
828 Budding Maintenance Library Boiler Preventive Maintenance $ 5,000 General Fund
828 Building Maintenance Library Exterior Door Paint- $ 6,000 General Fund
829 Building Maintenance Service Center Emergency Power Upgrades $ 28,000 General Fund
829 Building Maintenance Service Center Shop Building Roof Recoating $ 50,000_General Fund
829 Building Maintenance Service Center Storage Shed Replacement $ 7,000 General Fund
829 Building Maintenance Service Centel �ocksmith Training 3 4,000 General Fund
830 Quinlan Community Center Maintenance Boiler Preventive Maintenance $ 5,000 General Fund
832 Building Maintenance McClellan Ranch_Gift Shop Exterior Pahrting 20,000 General Fund
836 Building Maintenance Sports Center Exterior Lighting Improvements $ 24,000 Enterprise Fund
836 Building Maintenance Sports Center Exterior Paintln 45,000 Enterprise Fund
836 Building Maintenance Sports Center Multipurpose Room Hardwood Floor Refinishing $ 20,000 Enterprise Fund
836 Building Maintenance Sports Center Door Refimshm $ 15,000 Enterprise Fund
836 Budding Maintenance Sports Center Locker Room Bench Refinishin $ 5,000 Enterprise Fund
838 Building Maintenance Community Hall Exterior Door Pafrrting $ 4,000 General Fund
838 Budding Maintenance Community Hall Water Bottle Filling Installation $ 13,000 General Fund
641 BBF Facilities Maintenance Pool Water Bottle Filling Station Installation $ 13,000 General Fund
841 BBF Facilities Maintenance Pool Cover Replacement $ 11,000 General Fund
841 BBF Facilities Maintenance Uninterrupted Power Supply Installation $ 5,000 General Fund
844 Traffic Engineering VMT to LOS Standards $ 130,000 General Fund
846 Safe Routes to School Pedestrian Education $ 44,240 General Fund
846 Safe Routes to School Riding for Focus Program $ 49,000 General Fund
848 Street Lighting Civic Center/Library Atrium LED Light Upgrade $ 47,000 General Fund
848 Street Lighting Don Burnett Bridge LED Light Replacement $ 47,000 General Fund
848 Street Lighting Street Light Pole Replacement $ 208,000 General Fund
985 Fixed Asset Acquisition Vactor Truck $ 366,000 Internal Service
985 Fixed Asset Acquisition Vehicle Replacement $ 626,200 Internal Service
986 CIS AR McClellan Ranch $ 40,000 Internal Service
986 GIS_ Data Governance and Data Warehouse $ 75,000 Internal Service
986 GIS Drone Deploy $ 18,000 Internal Service
986 GIS ESRI Web Editor Licenses $ 10,000 Internal Service
986 GIS Online Services Subscription Fees $ 2,200 Internal Service
986 GIS Quinlan Touch Screen $ 40,000 Internal Service
986 GIS Rapid Plan $ 4,000 Internal Service
TOTAL NON-CITY WORK PROGRAM $ 6,998,100
TOTAL CITY SPECIAL PROJECTS $ 8,769,100
Current Economic Update
National and State Economic Conditions
Through the fourth quarter of 2020,the U.S. economy continued to show steady growth.U.S. Gross Domestic
Product (GDP) increased by 4.0% in 2020 according to the Bureau of Economic Analysis, compared with an
increase of 2.1%in 2019. The increase in fourth quarter GDP reflected both the continued economic recovery
from the sharp declines earlier in the year and the ongoing impact of the COVID-19 pandemic,including new
restrictions and closures that took effect in some areas of the United States. The full economic effects of the
COVID-19 pandemic cannot be quantified in the GDP estimate for the fourth quarter of 2020 because the
impacts are generally embedded in source data and cannot be separately identified.
Economic growth is poised to accelerate meaningfully in the current quarter as vaccine distribution becomes
more widespread in the U.S. amid an ongoing backdrop of robust fiscal support, low interest rates, and
accommodative monetary policy. The vaccine rollout has been faster than expected and roughly 20% of the
U.S. population is now fully vaccinated, and more than one-third has received at least one dose. Meanwhile,
robust fiscal spending along the Federal Reserve's highly accommodative monetary policy continues to
provide support for the economic and financial markets.The Federal Open Market Committee kept monetary
policy unchanged at their March 2021 meeting as expected,with the fed funds target rate in the range of 0.0%
to 0.25%. The Fed intends to remain accommodative until the labor market has made a strong recovery and
inflation is sustainably on track to achieve their 2.0% longer-run target. The majority of Fed policymakers
expect to keep the fed funds rates unchanged through 2023. Through inflation rates are likely to increase in
the coming months, the Fed believes the increase will be transitory and the Fed intends to remain on the
sidelines. Fed Chair Powell emphasized that policymakers will clearly telegraph their outlook for monetary
FY 2021-22 Adopted Budget Budget Message 50
policy well in advance of any future policy changes. The yield curve has steepened. Year-to-date, the yield
on 2-year Treasuries is about four basis points higher while the yield on 10-year Treasuries is nearly 83 basis
points higher, as of March month-end. In April, we have seen a modest retreat in longer-term Treasury
yields. Nevertheless, it is believed the Treasury yield curve is poised to modestly steepen further as the year
progresses, which would be consistent with an improving economic outlook, more widespread vaccine
distribution,the anticipation of ongoing fiscal spending, and a moderate pick-up inflation.
U5 Unemployment Rate
7
6
5
w
i�
. 4
W
v
E
0
0
a
E 3
m
2
1
0
Mar-16 Mar-17 Mar-18 Mar-19 Mar-20 Mar-21
COVID-19 is having significant impacts on the nation's unemployment.The U.S.unemployment rate stood at
6.0% in March 2021, down from 6.2% in the previous month. The participation rate increased to 61.5% from
61.4%. A broader measure of unemployment called the U-6, which includes those who are marginally
attached to the labor force and employed part-time for economic reasons,decreased to 10.7%from 11.1%.
FY 2021-22 Adopted Budget Budget Message 51
Monthly Employment-San Jose/Santa Clara MSA
1,200,000
1,000,000
v
roc 800,000
-
0
600,000
0
N
400,000
E
z
Z
200,000
0
Mar 16 Mar 17 Mar 18 Mar-19 Mar-20 Mar-21
Consumer confidence, as reflected by the Conference Board Consumer Confidence Index, decreased over the
previous year and stands at 109.7 as of March 2021, including a 19.3 point increase over the previous month.
Consumer Confidence increased to its highest level since the onset of the pandemic in March 2020.
Consumers' assessment of current conditions and their short-term outlook improved significantly, an
indication that economic growth is likely to strengthen further in the coming months. Consumers'renewed
optimism boosted their purchasing intentions for homes, autos, and several big-ticket items. However,
concerns of inflation in the short-term rose, most likely due to rising prices at the pump, and may temper
spending intentions in the months ahead.
California's unemployment rate improved to 8.5% in March 2021, a significant decrease compared to last
year's unemployment rate of 5.3%. Per capita personal income increased 7.1% in 2020 over 2019, mostly due
to faster growth in wages; however, it is reasonable to anticipate declines in income in 2021 as a result of
COVID-19. Growth in the housing market continued over the prior year with the prices of single-family
homes up 23.9%and sales up 19.7%compared to March of last year according to the California Association of
Realtors (CAR). Growth in Santa Clara County also increased over the prior year with the prices of single-
family homes up 14.3%and sales up 44.3%.
Cupertino Economic Conditions
Employment in the San Jose/Sunnyvale/Santa Clara Metropolitan Statistical Area (MSA) continues to
improve since the onset of the COVID-19 pandemic.The preliminary estimate of the March 2021 employment
level in the MSA was 990,000, representing an approximately 55,000 drop from the March 2020 level. The
March 2021 preliminary unemployment rate of 8.2%has increased from the 5.1%rate experienced a year ago,
but decreased from the 9.2% rate as of January 2021. Our local unemployment rate is lower than the national
unemployment rate of 4.2%.
FY 2021-22 Adopted Budget Budget Message 52
Housing prices remain strong compared to the same period in 2020. As of March 2020, single-family homes
sold for a median home price of $2.5 million, a notable increase over the past year. The increase in the
median home prices correlates with property tax revenue being expected to increase slightly compared to last
year due to reassessments of development projects. Due to the timing of property appraisals entering the
assessor's role, the City did not anticipate significant impacts to property tax revenues in FY 2020-21. While
growth has continued,the County Assessor's Office,for the first time in years,has elected to use a lower rate
(1.036%)than the maximum 2%CPI annual inflator for the FY 2021-22 property tax roll.
Key Budget Assumptions
Revenue Assumptions
The FY 2021-22 Adopted Budget is heavily reliant on the General Fund's top three revenue producers, sales
tax, property tax, and transient occupancy tax. Although sales tax has experienced unanticipated increases,
staff believe this to be a one-time experience and for sales tax to decrease in FY 2021-22 before increasing
annually thereafter. Property taxes remain stable and although positive growth is anticipated in FY 2021-22,
the impacts of a potential long-term and even permanent telework environment on property values remains
to be seen. Transient occupancy taxes are expected to increase over the FY 2020-21 estimate; however, they
are expected to be significantly less than historical highs experienced in FY 18-19. Although a full-recovery in
FY 23-24 is anticipated, the extent of that recovery and long-term and/or permanent telework impacts has
also yet to be seen.
Personnel Assumptions
The City is entering the third year of its currently effective labor agreements which assume 3.0% cost of
living adjustment increases. Equity adjustments, and increases for retirement and health were also included
in the increase for compensation and benefits.
In addition, budgeted personnel expenditures factor in salary step increases for approximately 43% of
employees who have yet to reach the top step in their classification's salary range.Typically,a step increase is
equivalent to a five percent increase in salary with a range of five salary steps.
Non-Personnel Assumptions
Non-Personnel budgets were developed based on actual expenditures in prior years, and then adjusted for
FY 2021-22 funding needs.In addition,one-time projects have been separated out in FY 2021-22 to ensure that
expenditure trends reflect ongoing expenditure needs. Contingency budgets remained to be reduced by 50%
since FY 2019-20. Contingencies are calculated at 2.5% of the total General Fund budget for contractual
services and supplies and materials for operating programs.Consistent with past budgets, an additional 2.5%
is allocated to the City Manager's discretionary budget to cover unanticipated program expenses.
Ongoing Challenges
Retirement Benefits
Cupertino provides retirement benefits for its employees through the California Public Employee's
Retirement System(Ca1PERS). Poor investment returns during the Great Recession and actuarial assumption
changes have increased the gap between the pension system's assets and liabilities, resulting in the overall
funded status of the system falling significantly. The funded status as of June 30, 2019 is estimated at 66.9%,
down from 66.3%over the prior year due to lower than expected investment returns.
FY 2021-22 Adopted Budget Budget Message 53
As a result, the Ca1PERS Board has adopted revised actuarial policies to improve the financial sustainability
of the system. In February 2018, the Ca1PERS board voted to decrease the amortization period for new
pension liabilities from 30 years to 20 years,effective July 1,2019.In addition,in December 2016,the CalPERS
Board voted to reduce the discount rate, also known as the assumed rate of return for investments, by 0.5
percentage points to 7.0%. The result of this change is significant and will result in considerable increases in
retirement costs well above what the City had previously forecasted for retirement expenses as noted in the
table below. As of March 2020, Ca1PERS year-to-date earnings on investments were at 4%. Assuming
Ca1PERS ends the year in a similar position, or in a position below the 7% desired target, the City can expect
to see continued spikes in annual required contributions. The impacts from Ca1PERS investment earnings
would not be included in the City's actuarial reports until FY 2022-23 and would be smoothed over a five-
year period.As part of the FY 2018-19 Adopted Budget, City Council approved the creation of a Pension Rate
Stabilization Program (PRSP), a Section 115 Trust that will act to stabilize pension rate volatility and
minimize the impact on the General Fund's operating budget from year to year. During FY 2018-19, the City
contributed an initial investment of $8.0 million to the trust. The FY 2021-22 Adopted Budget includes this
$8.0 million as well as an additional $6 million in contributions made since inception. The trust's estimated
fund balance is reported as restricted fund balance to provide stabilization through the following ramp-up
period as necessary:
Projected Employer Contributions
Projected Payroll $ 19,703,312 $20,245,154 $20,801,895 $21,373,947 $21,961,731 $22,565,678
Normal Cost(%) -10.4�10.1%M 9.8%� 9.4%& 9.1
Normal Cost $ 2,057,026 $ 2,044,761 $ 2,038,586 $ 2,009,151 $ 1,998,518 $ 1,985,780
UAL Payment 111IW4,107,747 $ 4,513,000 $ 4,803,000 $ 5,093,000 $ 4,881,000 $ 5,039,000
Total Contribution $ 6,164,773 $ 6,557,761 $ 6,841,586 $ 7,102,151 $ 6,879,518 $ 7,024,780
Total Contribution(%) W31.3% 32.4% 32.9% 33.2% 31.3% 31.1%
Revenue Volatility
The City's revenue mix is heavily reliant on volatile business-to-business sales tax, which makes up a large
portion of the City's annual General Fund revenues. Business-to-business sales taxes are very sensitive to
economic fluctuations as evidenced by Cupertino's experience during the dot-com bust from 2000-2004. Our
heavy reliance on the volatile high-tech industry also makes us vulnerable. The loss of one of our top three
sales tax producers in FY 2013-14 only made the City more reliant on a single tax producer, making us more
vulnerable to its business volatility. The City's sales and transient occupancy tax revenues experienced great
fluctuation since the outbreak of COVID-19 in 2020. While restaurants and hotels, general consumer goods,
and automotive industry groups were severely impacted, the City's business-to-business and County pool
allocation share increased substantially. This was brought on by shelter-in-place mandates throughout the
State which reduced the sales tax revenue for restaurants and brick and mortar retail; thereby increasing
online sales. Additionally,the conversion to a telework environment increased the demand for computer and
electronics equipment, which also increased the City's sales tax revenues. In total, the City's sales tax
revenues spiked to historic highs in both FY 2019-20 and FY 2020-21;however, the City is considering this to
be a one-time experience. As the State continues toward a recovery and businesses continue their opening,it
is anticipated the City's restaurant and hotels, general consumer goods, and automotive industry groups will
recover and increase as well. However, these increases will only slightly mitigate the anticipated declines in
FY 2021-22 Adopted Budget Budget Message 54
the City's business-to-business and County pool share allocation as online sales fall from recent historic highs.
Transient occupancy remains devastated and although a recovery is anticipated by FY 2023-24,we're unsure
about the extent of the recovery and what the"new normal"will look like.
FY 2021-22 Adopted Budget Budget Message 55
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FY 2021-22 Adopted Budget Budget Message 56
Budget Guide
FY 2021-22 Adopted Budget Budget Guide 57
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FY 2021-22 Adopted Budget Budget Guide 58
Our Mission
The mission of the City of Cupertino is to provide exceptional service,encourage all members of the
community to take responsibility for one another, and support the values of education,innovation,and
collaboration.
FY 2021-22 Adopted Budget Budget Guide 59
Elements of the Budget Document
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 includes a glossary of
budget terminology. The budget document includes the following key elements:
Budget Message: This section includes the City Manager's transmittal letter submitting the budget to the
City Council. The Budget Message also summarizes the City's current and long-term financial position,
highlights new programs and organizational changes addressed in the budget and outlines both short and
long-term goals of our city government.
Fiscal Strategic Plan: The Fiscal Strategic Plan Committee was formed to analyze current funding gaps and
present a more accurate financial picture.The committee identifies one-time,non-recurring revenue.
Budget Guide: This section includes the City's Mission and other tools to assist the reader in identifying key
terminology in the budget document.
Community Profile: This section describes Cupertino's history, the economic and city profiles, community
statistics,recreation and community services,education,and additional areas of interest in the city.
Financial Policies and Schedules:This section provides financial information on projected revenues,
expenditures,fund balances and reserves. It includes the Budget Summary of Funds as well as detailed fund
descriptions and information on all revenue sources and expenditure projections.
This section also includes fund balance trends and detailed revenue and expenditure projections for the next
five years.
Additionally,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 quarterly and budgets are based on this
trend analysis.
Departmental Operating Budgets: This section details historical and proposed expenditures by operating
department. The City is organized into seven key operating functions, including Administration, Law
Enforcement, Innovation Technology, Administrative Services, Parks and Recreation, Community
Development, and Public Works. Each department budget includes a summary narrative, financial
information regarding the department and each of its major divisions,and personnel information.
Expenditures for employee compensation and benefits are based on negotiated contracts. The materials
categories of expenditures are based on trends. Contract services and capital outlay are justified each year by
the departments.Special Projects include any one-time projects or costs.
Departmental expenditures are divided into the following categories:
. Employee Compensation represents permanent full-time and part-time salary costs and overtime.
• Employee Benefits represents 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.
FY 2021-22 Adopted Budget Budget Guide 60
• Contract Services represents legal, consulting and other professional services, contract repair and
maintenance, utility charges, training and memberships, equipment rentals, insurance and
employment services.
• Cost Allocation represents Cost Allocation and Internal Service charges to user departments
. Contingencies represent 2.5% of total budgeted materials and contract costs and is designed for
unexpected expenditures and/or emergencies.
• Capital Outlay represents expenditures for tangible fixed assets including land, buildings, furniture,
equipment and City vehicles.
• Special Projects represent any one-time projects or costs.
• Debt Service/Other represents principal and interest payments on outstanding debt and interfund
transfers.
Non-Departmental Operating Budgets: This section details historical and proposed expenditures for the
functions of interfund transfers and debt service.
Capital Improvements: The Capital Improvements section is in a separate document called Capital
Improvement Program that details the proposed capital projects for the next five fiscal years. These projects
are organized into five categories: Parks, Buildings, Streets, Traffic Facilities, and Storm Drainage. The five-
year budget denotes funding sources and a description of each project.The City Council approves funding of
Capital Improvements on a total project basis.The project may expend the funds over multiple years.
FY 2021-22 Adopted Budget Budget Guide 61
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 is found below.
Accrual-A basis of accounting in which revenues are recognized in the accounting period in which they are
earned and expenses are recognized in the period in which they are incurred.
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.
Balanced Budget-A balanced budget requires that the amount of budgeted expenditures be equal to or less
than the amount of projected revenues for the budget year.
Budget - A financial plan for a specific period of time (fiscal year) that matches all planned revenues and
expenditures with various municipal services.
Budget Amendment - A legal procedure utilized by the City Manager to revise a budget appropriation.
Adjustments to expenditures within or between departmental budgets may be accomplished
administratively.City Council approval is required for additional appropriations from fund balances or from
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 Allocation Plan - A plan that details how indirect costs are calculated and allocated to user
departments.
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.
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 1 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.
FY 2021-22 Adopted Budget Budget Guide 62
Expenditure Category—A basis for distinguishing types of expenditures. The major expenditure categories
used by the City are employee compensation, employee benefits, materials, contract services, appropriations
for contingency,special projects,capital outlay and debt service.
Fiscal Year—A twelve-month time period signifying the beginning and ending period for recording financial
transactions.The City has specified July 1 through June 30 for its fiscal year.
Full-Time Equivalent(FTE)—The ratio of a position in comparison to the amount of time a regular,full-time
employee normally works in a year. A full-time employee (1.00 FTE) is paid for 2,080 hours a year. Positions
budgeted to work less than full-time are expressed as a percent of full-time.
Fund — A fiscal and accounting entity for which the recording of financial transactions is made for the
purpose of carrying on specific activities in accordance with the requirements placed upon the use of
financial resources.
Fund Balance—The net effect of assets less liabilities at any given point in time.
General Fund — The fund used to account for the major operating revenues and expenditures of the City,
except for those financial resources that are required to be accounted for in another fund category. General
Fund revenues are derived primarily from property and other taxes.
Goal—Broad mission statements that define the purpose of a department.
Governmental Fund—Account for activities that are primarily tax-supported operations or other mandatory
payments. Reported using the current financial resources measurement focus and the modified accrual basis
of accounting.
Infrastructure—Long lived capital assets that normally are stationary in nature and can be preserved for a
significantly greater number of years than most capital assets. Examples include roadways, bridges, and
drainage systems.
Internal Service Fund — A fund used to account for the services provided by one department to other
departments on a cost-reimbursement basis.
Modified Accrual—Under the modified accrual basis of accounting, revenues are recognized in the period in
which they become available and measurable, and expenditures are recognized at the time a liability is
incurred pursuant to appropriation authority.
Operating Budget —A financial plan for the provision of direct service and support functions that provide
basic governmental services. The operating budget contains appropriations for such expenditures as
employee compensation, materials, contract services, capital outlay and debt service. It does not include
Capital Improvement Project expenditures.
Reserve — An account used to designate a portion of the fund balance for a specific future use and is,
therefore,not available for general appropriation.
Revenue — Increases in fund resources. Revenues include income from user fees, taxes, permits, and other
sources.
Section—A unit or organization that reports to a division.
Self-Supporting Activity — An enterprise activity where all service costs (including principal and interest
debt payments)are primarily covered solely from the earnings of the enterprise.
FY 2021-22 Adopted Budget Budget Guide 63
Subsidy — Supplemental resources provided to ensure adequate funding when anticipated expenditures
exceed revenues.
Transfer Out — Amounts transferred from one fund to another to assist in financing the services for the
recipient fund.
User Fees—Fees charged to users of a particular service provided by the City.
FY 2021-22 Adopted Budget Budget Guide 64
Commonly Used Acronyms
ABAG Association of Bay Area Governments
ACFR Annual Comprehensive Financial Report
AYSO American Youth Soccer Organization
B/PAC Bicycle/Pedestrian Advisory Committee
BAAQMD Bay Area Air Quality Management District
BMR Below Market Rate
CAP Cost Allocation Plan
CMTA California Municipal Treasures Association
CPI Consumer Price Index
CPUC California Public Utilities Commission
CSMFO California Society of Municipal Finance
CYSA California Youth Soccer Association
EAP Employee Assistance Program
EIR Environmental Impact Statement
EOC Emergency Operations Center
ERAF Education Revenue Augmentation Fund
FEMA Federal Emergency Management Agency
FLSA Fair Labor Standards Act
FPPC Fair Political Practices Commission
FSA Flexible Spending Account
GASB Governmental Accounting Standards Board
GFOA Governmental Finance Officers Association
HVAC Heating Ventilation and Air Conditioning
FY 2021-22 Adopted Budget Budget Guide 65
IPM Integrated Pest Management
JPA Joint Powers Authority
LTD Long Term Disability
MOU Memorandum of Understanding
MTC Metropolitan Transportation Commission
OES Office of Emergency Services
OPEB Other-Post Employment Benefits
PC Planning Commission
PEMHCA Public Employees'Medical and Hospital Care Act
PERS (aka Ca1PERS)Public Employees'Retirement Systems
PIO Public Information Officer
PTA Parent Teacher Association
RDA Redevelopment Agency
RFP Request for Proposals
RFQ Requests for Qualifications
RHNA Regional Housing Needs Allocation
RMS Records Management System
RWQCB Regional Water Quality Control Board
UBC Uniform Building Code
YAC Youth Advisory Commission
VSP Vision Service Plan
FY 2021-22 Adopted Budget Budget Guide 66
Revenues, Expenditures, and Fund Balance Table
2019 2020 2021 Adopted 2022 Adopted
Category Actual Actual Budget Budget
Revenues
Taxes - - - -
Licenses and Permits - - - -
Use of Money and Property - - - -
Intergovernmental Revenue - - - -
Charges for Services - - - -
Fines and Forfeitures - - - -
Miscellaneous Revenue - - - -
Interdepartmental Revenue - - - -
Total Revenues - - - -
Expenditures
Employee Compensation - - - -
Employee Benefits - - - -
Materials - - - -
Contract Services - - - -
Cost Allocation - - - -
Capital Outlay - - - -
Special Projects - - - -
Contingencies - - - -
Total Expenditures - - - -
Fund Balance (Usage) - - - -
General Fund Costs - - - -
Taxes—Money received from tax revenue
Licenses and Permits—Money received from license and permit fees
Use of Money and Property—Interest earnings,facility and concession rents
Intergovernmental Revenue—Funds received from Federal,State or Local government such as grants
Charges for Services—Fees collected for services provided by the department
Fines and Forfeitures—Money received from fines and penalties
Miscellaneous Revenue — Money received from various sources such as donations, salvage and legal
settlement
Interdepartmental Revenue—Interdepartmental service charges and transfers
Total Revenues—Total of all revenue categories
Employee Compensation—Full-time and part-time salaries
Employee Benefits—Employee benefits including health insurance and retirement
Materials—All material, conference and training costs
FY 2021-22 Adopted Budget Budget Guide 67
Contract Services-All contracted goods and services
Cost Allocation-Cost of services from other City departments and depreciation expenses
Capital Outlay-Land,buildings,vehicles,infrastructure and assets used in operation beyond one year
Special Projects-One-time projects or costs
Contingencies-Funds for unexpected expenses and emergencies
Total Expenditures-Total of all expenditure categories
Fund Balance-The net effect of assets less liabilities at any given point in time
General Fund Contribution-Total Expenditures minus Total Revenues minus Fund Balance
The inclusion of current and historical "actual" and "budget" information is a necessary component of the
Government Finance Officer's Association (GFOA) reporting requirements. Due to the extensive amount of
financial data, it is important to understand the meaning of these tables. "Actual" data represents actual
revenues or expenditures that have been recognized or incurred in the respective fiscal year. Although
amounts were budgeted in those years, these actual amounts are irrespective of the budget which should be
taken into account when comparing historical actuals with current budgeted figures. The City's website
includes an appendix showing historical budget versus actual information for the last 4 fiscal years at the
account detail level(cupertino.org/our-city/departments/finance/budget-reports).
FY 2021-22 Adopted Budget Budget Guide 68
Community Profile
FY 2021-22 Adopted Budget Community Profile 69
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FY 2021-22 Adopted Budget Community Profile 70
History
"This place of San Joseph Cupertino has good water and much firewood, but nothing suitable for a settlement because it
is among the hills very near to the range of cedars which I mentioned yesterday,and lacks level lands."
When Spanish explorer San Juan Bautista De Anza traveled through California in 1776, he and his party
documented these words about the land surrounding Stevens Creek,named back then as Arroyo San Joseph
Cupertino.However,first impressions can often be misleading.Underneath the spiny,overgrown bush was a
completely different land waiting to be uncovered. During this time, the area was populated by Native
Americans who hunted and gathered,prospering from the abundant resources the land had to offer.
It wasn't until 1848 when the first American settler,Elijah Stephens,a blacksmith from South Carolina,moved
to the area—at this time, named simply'West Side'and primarily owned by the government. After crossing
over the Sierra Nevada in wagons, he discovered the true value of the land underneath the bush, and
proceeded to purchase over 300 acres of farmland to grow grapes and blackberries. Stephens pioneered the
way for farmers, which established West Side as an agricultural hot spot. The land Stephens owned
eventually became Blackberry Farm, and the road, creek, and reservoir were all named after him, although
misspelled.
In early West Side,many of the newest advances in agriculture were being developed.Settlers were drawn to
the land because of its rich earth,where they were able to grow products that competed on the world market.
Once the bush had been cleared,they grew grapes,which covered the West Valley area with vineyards by the
late 1800s. By the 1900s, a plant louse called Phylloxera spread throughout the vineyards, attacking the roots
of the grape vines, killing the grapes and putting a halt to wine production. As a solution, nearly everything
was replanted with fruit orchards. When the fruit trees blossomed, visitors would come to the orchards for
"The Valley of Heart's Delight" festivals, which celebrated the prosperous agriculture of the West Valley
area.
Apart from the farmland,West Side was primarily known as a crossroads, an intersection between Saratoga-
Sunnyvale Road and Stevens Creek. This served as a way station for travelers to pass through while going
from town to town. As more people came to West Side to take advantage of the rich farm land, more family
holdings gathered around the cross-roads. Starting off as just a post office and home union store,West Side's
humble cross-roads brought many diverse communities, all attracted by the preferable climate and profitable
market for crops.
As more people were drawn to the area around the cross-roads, the orchards were gradually replaced with
modern houses for workers.The population steadily grew, and the face of West Side changed,progressing to
a more modern town.The community wanted to rename the city,as to not confuse it with other cities,as well
as establish a unique identity.John T.Doyle,a lawyer from San Francisco,and writer of historical anthologies
on the area,chose the name"Cupertino" after the original name of the creek.
After the post-World War II population boom, the growing community petitioned for Cupertino to become
an incorporated town. Members of the community were worried that the alternative to incorporation was to
have parts of Cupertino annexed by surrounding cities, splitting up the community and erasing the local
culture. To preserve the rural atmosphere, lower taxes for farmers, start a local government, and prepare for
growth, Cupertino voted for incorporation. In 1955, Cupertino officially became the 13th city in Santa Clara
County.
FY 2021-22 Adopted Budget Community Profile 71
By the 1970s, Cupertino once again began to undergo dramatic changes. The growing community attracted
several large technology corporations. Lockheed Martin, HP, Intel, and many other big names established
themselves in the Silicon Valley.Apple Inc.was founded in Cupertino in 1976 and quickly grew into the tech
giant it's known for today.
In the late 20th century, Cupertino and the surrounding areas experienced another surge in population
growth, this time due to the immigration of people from Asian countries. Immigration laws at the time were
in the favor of families looking to move to the Silicon Valley.People immigrated here for a variety of reasons
—whether they were aspiring for career prospects with major tech companies, or striving for a quality
education for their children, everyone who immigrated here had a common goal: to find opportunities to
work hard for a better life for themselves and their families.
FY 2021-22 Adopted Budget Community Profile 72
Community Economic Profile
Cupertino,with a population of 66,274 and City limits stretching across 13 square miles, is considered one of
the most prestigious cities to live and work in the Bay Area.
Economic health is an essential component to maintaining a balanced city, 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 so that success as a partnership is a direct reflection of success as a
community. The cornerstone of this partnership is a cooperative and responsive government that fosters
residential and business prosperity and strengthens working relationships among all sectors of the
community.
Because Cupertino is a mature, 93% built-out city, the City of Cupertino focuses on business retention and
revitalization. Cupertino is world renowned as the home to high-tech giant Apple, Inc., and as a community
with stellar public schools. De Anza College, one of the largest single-campus community colleges in the
country, is another major employer and a magnet for attracting local and international students. The City's
proactive economic development efforts have resulted in an innovative environment for start-ups and
growing companies to thrive, including Bromium, DURECT, SugarCRM, Panasonic Venture Group, Altia
Systems,Mirapath,Aemetis Inc,Mist Systems,and Plus.The City strives to retain and attract local companies
through active outreach and a responsive and customer-oriented entitlement process.
Cupertino is excited to have a number of new mixed-use development projects offering more retail and
dining options, as well as provide additional housing opportunities to meet the needs of the growing
community.
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The Main Street and Nineteen800 mixed-use developments have created a vibrant downtown area for
Cupertino,offering a large selection of restaurants and retailers,including Alexander's Steakhouse,Eureka!,
Oreri s Hummus,Lazy Dog,Ippudo,Pasta Armellino,HaiDiLao Hot Pot Restaurant,Pineapple Thai,Pressed
FY 2021-22 Adopted Budget Community Profile 73
Juicery,Orangetheory,85 Degree Bakery,SomiSomi,Sul&Beans,Kura Sushi,Vitality Bowls,La Pizzeria,
Tan-cha,Koja Kitchen,Bishops Cuts&Colors,Capezio,Howard's Shoes,and Meet Fresh.Housing,office,
and the Residence Inn by Marriott are available to support the thriving area.
Serving as a long-time retail anchor for the community, The Marketplace has a variety of stores and
restaurants popular with students, families, and working professionals. They include Galpao Gaucho, Daiso,
Marukai Groceries, Harumi Sushi, La Patisserie Bakery, Beard Papa's, Legend's Pizza, Icicles, Kong's Tofu &
BBQ,Rori Rice,One Pot Shabu Shabu,Olarn Thai,and Erik's DeliCafe to name a few.
Cupertino Village is undergoing renovations to upgrade existing buildings, construct new buildings,
parking, and open-courtyard space. The shopping center is home to 99 Ranch Market, Duke of Edinburgh
Pub&Restaurant,JSJ Street Kitchen, Kira Kira Beauty,MOD Pizza,Ten Ren Tea, Fantasia Coffee &Tea, Kee
Wah Bakery, Happy Lemon, and many other Asian restaurants, bakeries, and shops. The property owners
have received approval to construct a new full-service boutique hotel with 185 rooms to accommodate
business and leisure travelers.
Cupertino features many other retail opportunities, including TJ Maxx and Home Goods, Whole Foods,
Target, Party City, and over 180 restaurants to serve residents and the local workforce. There are now seven
hotels providing over 1,000 rooms, to serve the area: The Aloft Cupertino, Cupertino Hotel, Hilton Garden
Inn,Hyatt House,Juniper Hotel operated by Curio,Marriott Courtyard,and Residence Inn by Marriott.
Another longtime retail anchor in north Cupertino is Homestead Square Shopping Center, located at
Homestead Road and De Anza Boulevard. This shopping center includes a 24-hour Safeway, Ulta Beauty,
Ross Stores, Pet Club, Michael's, Rite Aid, FedEx, and numerous restaurants, such as Fish's Wild, Pho Hoa
Noodle Soup,Yayoi Teishoku Japanese Restaurant,Starbucks,Chipotle,and financial institutions.
Recently approved is the redevelopment of The Oaks Shopping Center site, located off of State Route 85
freeway and across from De Anza College. The Westport Cupertino project will be a mixed-used
development consisting of 267 housing units (Rowhouse/Townhomes, senior apartments, memory care
rooms)and 20,000 square feet of commercial space.
Apple Park,Apple's newest corporate campus,features approximately 2.8 million square feet of office and
R&D space north of Highway 280 between Wolfe Road and Tantau Avenue.A state-of-the-art Visitors
Center,Observation Deck,flagship retail store and cafe are open to the public.
FY 2021-22 Adopted Budget Community Profile 74
City Profile
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 Cupertino Community Hall. The meeting
schedule is available on the City's website, and currently public participation in the Council meetings is
available through online remote access.
The City has 202.75 authorized full-time benefited employee positions.Departments include:
• City Council&Commissions
• Administration(City Manager,City Clerk,City Attorney)
• Innovation Technology(GIS,Infrastructure,Applications)
. Administrative Services(Finance,Human Resources)
• Parks and Recreation (Business and Community Services, Recreation and Education, Sports, Safety,
and Outdoor Recreation)
. Community Development (Planning, Building, Housing Services, Code Enforcement, Economic
Development)
• Public Works (Environmental Programs, Developmental Services, Service Center, Grounds, Streets,
Trees and Right of Way,Facilities and Fleet,Transportation,Storm Drain Management)
• Public Safety services are provided by the Santa Clara County Sheriff's Department and the Santa
Clara County Fire District.
Assisting the City Council are several citizen advisory commissions and one committee including:
• Audit Committee
• Fine Arts Commission
. Housing Commission
• Library Commission
. Parks and Recreation Commission
• Planning Commission
• Public Safety Commission
. Sustainability Commission
• Teen Commission
• Technology,Information and Communication Commission
The Commissioners are appointed by Council and vacancies are announced so that interested residents can
apply for the positions.For more information,visit cupertino.org/commissions.
Housing
Based on data from Corelogic the median sales price for an existing single-family home was $2,185,000 in
February 2021.For housing programs in Cupertino,please see"Programs&Applications."
Community Health Care Facilities
Cupertino is served by a number of private medical practitioners and El Camino Health Urgent Care.Nearby
hospitals include Kaiser Permanente Medical Center in Santa Clara, Valley Health Center in Sunnyvale, El
Camino Hospital in Mountain View, O'Connor Hospital in San Jose, Community Hospital of Los Gatos,
Stanford Hospital in Palo Alto,and the Saratoga Walk-in Clinic in Saratoga.
FY 2021-22 Adopted Budget Community Profile 75
Utilities
Utility Company Phone Number
Gas&Electric Pacific Gas and Electric 800-743-5000
Phone AT&T residential service 800-894-2355
Phone AT&T business service 800-750-2355
Cable Comcast 800-945-2288
Solid Waste&Recycling Recology 408-588-7200
Water San Jose Water Company 408-279-7900
Water California Water Service 650-917-0152
Sewer Service Cupertino Sanitary District 408-253-7071
Tax Rates and Government Services
Residential, commercial, and industrial property is appraised at full market value as it existed on March 1,
1975,with increases limited to a maximum of 2%annually.Property created or sold since March 1, 1975 bears
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, and other taxing
agencies.Assessed valuations and tax rates are published annually after July 1.
Assessed Valuation(Secured and Unsecured)as reported in the Santa Clara County 2020-2021 Annual Report:
Cupertino:$27,821,316,543
County:$551,542,708,166
Retail Sales Tax Distribution
Agency Sales Tax Distribution
State 6.000%
VTA 1.125%
City of Cupertino 1.000%
County General Purpose 0.625%
County Transportation 0.250%
Total 9.000%
Transportation
Rail:The CalTrain station is four miles north of Cupertino.The Amtrak station is 10 miles south.
Air: The San Francisco International Airport is located roughly 30 miles north, and the Mineta San Jose
International Airport is located approximately 11 miles south.
FY 2021-22 Adopted Budget Community Profile 76
Bus: Cupertino is served by the Santa Clara Valley Transportation Authority. The routes listed below pass
through the City.For Cupertino-specific schedules and maps visit their online website:
• Route 23 San Jose—Mountain View/Palo Alto
• Route 25 San Jose—De Anza College
. Route 26 Eastridge—Lockheed
• Route 36 East San Jose—Vallco
• Route 51 Vallco—Moffett/Ames
. Route 53 Westgate—Sunnyvale
• Route 55 De Anza—Great America
• Route 81 East San Jose—Vallco
• Express 101 Camden/Branham—Palo Alto
• Express 501 Palo Alto—I.B.M Bailey
Car: The City of Cupertino is in the heart of the world-renowned Silicon Valley. The major highway
transportation facilities are Interstate Route 280 and State Route 85 freeways. The City is linked internally by
several principal arterials and Santa Clara County expressways. Principal arterials are De Anza Boulevard,
Stevens Creek Boulevard, and Wolfe Road. Nearby expressways are Lawrence Expressway and Foothill
Expressway.
Sister Cities
City of Cupertino recognizes the value of developing people-to-people contacts by strengthening the
partnerships between the city and its four sister cities of Copertino, Italy; Hsinchu, Taiwan; Toyokawa,
Japan, and Bhubaneswar, India. Cupertino's Sister City partnerships have proven successful in fostering
educational, technical, economic, and cultural exchanges. Over the years, there have been many delegations
visiting both the cities as well as many local students participating in annual student exchange programs.
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FY 2021-22 Adopted Budget Community Profile 77
Education
Winners of numerous state and national awards for excellence, Cupertino's schools are widely
acknowledged as models of quality instruction.
Cupertino Union School District serves over 18,000 students in a 26 square mile area that includes Cupertino
and portions of five other cities. The district has 20 elementary schools and five 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 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 10,000 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 achievements. Many high schools in the district
exceed their established achievement targets for the State Academic Performance Index. District students are
encouraged to volunteer and 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 at their graduation ceremonies.
Building on its tradition of excellence and innovation, De Anza 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.
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De Anza 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 customized training arranged by employers.Several De Anza programs encourage
economic development through college credit courses,short-term programs,services for manufacturers,
technical assistance,and/or recruitment and retention services.De Anza College is the top Silicon Valley
FY 2021-22 Adopted Budget Community Profile 78
college in numbers of students transferring to four-year schools,and is always at or near the top statewide,
earning it the distinction of, "Tops in Transfer."
FY 2021-22 Adopted Budget Community Profile 79
Programs and Applications
Community Outreach Programs
Leadership 95014
Leadership 95014 is a program designed by the City of Cupertino, Wilfred Jarvis Institute, and other local
sponsors to offer an exciting adult program that is guaranteed to enhance the participants'leadership skills.
The ten full-day sessions feature inside looks at local governments, the social sector, local non-profit
organizations, and educational institutions. This 9-month program is offered annually, September to May,
and applications can be found online.
Neighborhood Block Leader Program
Good neighborhoods are those where neighbors work together on common issues and look out for each
other. Block leaders take extra steps to connect neighbors and build community, making our neighborhoods
safer and more harmonious. The Block Leader Program teaches residents how to get to know their neighbors
and how to organize activities so neighbors can more easily communicate with each other. Block leaders are
vital links between City Hall and the neighborhoods, and leaders gain the inside track on neighborhood
development activities.
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Neighborhood Watch
Neighborhood Watch is a crime prevention program that enlists the active participation of citizens in
cooperation with law enforcement to reduce crime in our communities. The program involves: neighbors
getting to know each other and working together in a program of mutual assistance; citizens being trained to
recognize and report suspicious activities in their neighborhoods; and implementation of crime prevention
techniques such as home security and operation identification. To organize a Neighborhood Watch program
in your neighborhood,please contact the Neighborhood Watch Coordinator at 408-777-3177.
eCAP
Email Community Alert Program (eCAP) was created by the Santa Clara County Sheriff's Office to prevent
and reduce crime by raising community awareness, minimizing opportunities for crime, and increasing the
possibility of solving crimes with the public's help. Cupertino residents may voluntarily register their email
addresses with the Sheriff's Office for community alert messages. Citizens can sign-up at a Neighborhood
Watch meeting or log-on to the City of Cupertino's eCAP online registration.
FY 2021-22 Adopted Budget Community Profile 80
Affordable Housing:BMR(Below Market Rate)Program
The City of Cupertino requires 15% of all new construction be affordable to households below 120% of the
County median income.Rental units are affordable to very low and low-income households while ownership
units are affordable to median and moderate-income households.
The City of Cupertino contracts with Hello Housing to screen and place qualified households in most of the
city's BMR units. Hello Housing maintains a waiting list of interested persons for these BMR units. For more
information, visit the website at www.hellohousing.org/stewardship/cupertino/faq or call (415) 863-3036
(messages returned within 36-48 hours).
Smart Phone Applications
Mobile 95014
City of Cupertino's Mobile 95014 app offers latest listing of Cupertino news and events as well as local parks,
schools, and recreation offerings in the city.This app showcases environmental services and community
services such as Block Leaders and Neighborhood Watch programs.Users can learn about public safety and
contact City Council members and City officials.The app also offers links to Cupertino's social media sites.
CUPERTIN
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95014.
CITY OF CUPERTINO CITY SERVICES
Trees 95014
Trees 95014 is an iPhone/iPad and Android app which provides details about the city-planted trees in
Cupertino. Users can search for trees by street name or by current location. The search results show the
picture of the tree and details such as location, height, diameter, and species. Cupertino residents can also
sign up their tree,name their tree,and request tree service through this app.
Eats 95014
Eats 95014 is the local restaurant app that showcases Cupertino's dining options such as restaurants, grocery
stores, farmers'markets, and vineyards. The app provides information on the services offered at such eating
places including store hours,parking information,noise level,directions,and website link.
Ready 95014
FY 2021-22 Adopted Budget Community Profile 81
Ready 95014 is an app that puts safety information into the hands of Cupertino residents. Steps to prepare
and respond to emergencies including earthquakes, floods, fires, and pandemics are outlined in an easy-to-
understand format.The app also streams Cupertino's own AM radio station(1670 AM) and has a map of the
City's Area Resource Centers,satellite locations opened after disasters to provide public assistance.
READY
95014
Website Applications
Cupertino.orglShopAndDi ne
This interactive website app offers users mapping features of current Cupertino businesses and restaurants.
FY 2021-22 Adopted Budget Community Profile 82
Community Statistics
Facts and Figures 1
Population in City Limits 66,274
Average Household Income $259,061
Average Age 40.6
Registered Voters 33,080
Democrats 14,832
Republicans 4,498
American Independent 465
Other 334
No Political Party Designated 12,951
1 Claritas 2021 Estimates and County of Santa Clara Registrar of Voters as of April 8,2021
Top 25 Sales Tax Producers:Fourth Quarter 2020 in Alphabetical Order
. 99 Ranch Market
• Alexander's Steak House
. Apple
• Argonaut Window&Door
• Benihana
. California Dental Arts
• Chevron
• Insight Direct
. Insight Public Sector
• Jo Ann Fabrics&Crafts
• Keysight Technologies
. Michaels Arts&Crafts
• Mirapath
• Precor Home Fitness
. Ross
• Rotten Robbie
• Safeway
• Seagate Technology
• Shane Company
. Target
• TJ Maxx
• Trail Head Cyclery
• Valero
• Whole Foods Market
. World Wide Technology
FY 2021-22 Adopted Budget Community Profile 83
Population by Single-Classification Race
■Asian 69.7%
■ White, non-Hispanic 24.3%
Hispanic or Latino 3.4%
Black or African American 0.6%
■American Indian/Alaska Native
0.2%
■ Native Hawaiian/Other Pacific
Islander 0.1%
■ Other 1.7%
Source:Claribm 2021 Estinx tes
FY 2021-22 Adopted Budget Community Profile 84
Community and Recreation Services
Blackberry Farm
Blackberry Farm has been upgraded and restored to improve the natural habitat for native trees, animals,
and fish. Improvements to the park include construction of a new ticket kiosk, re-plastered pools, a new
water slide, bocce ball, horseshoe courts, and numerous upgrades to the west bank picnic area. The park is
located at 21979 San Fernando Avenue.Telephone:408-777-3140.
The Blackberry Farm Golf Course is located at 22100 Stevens Creek Boulevard. Telephone:408-253-9200.
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 format.
Telephone: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 and a child-watch center are also included. The center is located at the corner of Stevens Creek
Boulevard and Stelling Road.Telephone:408-777-3160.
Cupertino Senior Center
The Senior Center provides a welcome and friendly environment for adults over age 50. There is a full
calendar of opportunities for learning, volunteering, and enjoying life. There are exercise classes, computer
lab classes, and English as a second language classes, and cultural and special interest classes.The center also
coordinates trips and socials.
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.
Civic Center and Library
The complex has a 6,000 square foot Community Hall, plaza with fountain, trees, and seating areas. City
Council meetings,Planning Commission sessions,and Parks and Recreation Commission sessions are held in
the Community Hall.
The 54,000 square foot library continues to be one of the busiest libraries in the Santa Clara County Library
system.For more information,call 408-446-1677.
McClellan Ranch Park
A horse ranch during the 1930's and 40's, this 18-acre park has the appearance of a working ranch. Preserved
on the property are the original ranch house, milk barn, livestock barn, and two historic buildings: Baer's
Blacksmith Shop, originally located at DeAnza and Stevens Creek, and the old water tower from the Parish
Ranch, now the site of Memorial Park. Rolling Hills 4-H Club members raise rabbits, chickens, sheep, swine,
and cattle. The Junior Nature Museum, which features small live animal exhibits and dispenses information
FY 2021-22 Adopted Budget Community Profile 85
about bird, animal, and plant species of the area, is also located at the ranch. The newly opened
Environmental Education Center has Open House hours on Friday, Saturday, and Sunday. McClellan Ranch
is located at 22221 McClellan Road.Telephone:408-777-3120.
FY 2021-22 Adopted Budget Community Profile 86
Things To Do and See
Euphrat Museum of Art
The highly regarded Euphrat Museum of Art,at its new location next to the new Visual Arts and
Performance Center at De Anza College,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 10 a.m.—3 p.m.Monday
through Thursday.Telephone:408-864-5464
Apple Park Visitor Center,Store&Cafe
A state-of-the-art Visitors Center,Observation Deck,flagship retail store and cafe are open to the public seven
days a week.The Visitor Center is located at 10600 N Tantau Avenue.
Free parking is available.For more information,visit the website at
www.apple.com/retail/appleparkvisitorcenter or call 408-961-1560.
Fujitsu Planetarium
The Fujitsu Planetarium on the De Anza College campus is a must-visit Cupertino facility for stargazers.It
hosts a variety of planetarium shows and events,including educational programs for school groups and
family astronomy evenings.For more information,visit the website at http://planetarium.deanza.edu or call
408-864-8814.
Cupertino Historical Society
The Cupertino Historical Society was founded in 1966 by a group of 177 longtime residents and is dedicated
to the preservation and exhibition of the city's history.Their museum,located at the Quinlan Community
Center,develops and expands the learning opportunities that it offers to the ethnically diverse community of
the City of Cupertino.Telephone:408-973-1495.
Farmers'Markets
There are two farmers'markets located in the City of Cupertino.One is held on Fridays from 8:30 a.m.to 1:00
p.m.at Creekside Park located at 10455 Miller Avenue,and the other is held every Sunday from 9:00 a.m.to
1:00 p.m.at the Senior Center/Memorial Park parking lot,behind 21251 Stevens Creek Blvd.
FY 2021-22 Adopted Budget Community Profile 87
California History Center
The California History Center and Foundation is located on the De Anza College campus.The center has
published 37 volumes on California history and has a changing exhibit program.The center's Stocklmeir
Library Archives boast a large collection of books,pamphlet files,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 and/or natural history are offered by the center each quarter.For more information,call
408-864-8987.The center is open September through June,Tuesday through Thursday,from 9:30 a.m.to noon
and 1:00 p.m.to 4:00 p.m.
Local Wineries
The Santa Cruz Mountains has played a pivotal role in the history of winemaking in California, with roots
going back over 100 years,and including legendary winemakers such as Paul Masson,Martin Ray,David
Bennion(Ridge),and David Bruce.The Santa Clara Valley Wine Trail features wineries in the southern
portion of Santa Clara County,including Cupertino.
Take some time to enjoy Cupertino-based wineries:Fellom Ranch Vineyards,Naumann Vineyards,Picchetti
Winery,R&W Vineyards,Ridge Vineyards,and Vidovich Vineyards,as well as the breathtaking scenery of
the surrounding foothills.
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Photo courtesy of Ridge Vineyards
FY 2021-22 Adopted Budget Community Profile 88
Financial Policies
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FY 2021-22 Adopted Budget Financial Policies 90
Annual Budget Process
The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. However, the budget process is
an ongoing process that occurs throughout the year and includes the phases of development, proposal,
adoption,monitoring,and amendment.
The budget development phase begins in December with the preparation of budget instructions and work
program development 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 using current and prior year trends data. The City Manager then reviews the proposals with the
Director of Administrative Services and departmental staff and makes final decisions which form the basis of
the City Manager's Proposed Budget.The proposed budget is then submitted to the City Council in May.
During the months of May and June, the City Council considers the budget proposals at a study session and
public hearing. At these times, the Council hears from Boards, Commissions, community groups, and the
public regarding budget requests and recommendations. The adopted budget is adopted by resolution in
June and takes effect on July 1.
The following chart illustrates the City's budget reporting cycle. Staff reports to Council on a quarterly basis
in addition to the annual proposed and adopted budget. Should amendments to the budget be required
outside of this cycle,staff will bring budget amendments as separate Council staff reports.
Proposed Budget
May
Third Quarter Final Budget
May June/July
Mid-Year First Quarter
February/March November
Budget Amendment Process
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.
FY 2021-22 Adopted Budget Financial Policies 91
City Council approval is required for additional appropriations from fund balances or from new revenue
sources.
FY 2021-22 Adopted Budget Financial Policies 92
Structure of City Finances
Cost Accounting
The City of Cupertino has five internal service funds that account for innovation & technology, equipment
replacement, workers'compensation, long-term disability and compensated absence, and retiree health costs
experienced by City departments. Fund costs are allocated to user departments or operating funds based on
salaries, equipment and software purchase price, actuarial studies and actual and projected service level.
Please view the Cost Allocation Plan and Changes to the Internal Service Fund section of this document for
details.
Other employee fringe benefits such as medical, dental, life insurance, and pensions are directly added to
department costs as a percentage of salaries. Staff salary and benefit costs are split among departments and
related funds based on the anticipated percentage of time spent working in various departments.
Overhead Cost Allocation
All overhead costs are allocated to the appropriate program within the limits of local, State and federal laws.
The City utilizes a two-step method (double step down method) where costs are first allocated among the
central service department support programs to arrive at the total costs of central service programs.
Beginning in FY 2013-14, overhead/indirect costs associated with service departments in the General Fund
were allocated based on a Cost Allocation Plan(CAP).
These total costs are then allocated to the departments and funds that are benefiting from these expenses.The
corresponding revenue is collected by the General Fund for indirect/overhead costs associated with the Cost
Allocation Plan (CAP) and Internal Service Funds and allocated directly to the department providing the
service.
Basis of Budgeting
Basis of Budgeting refers to the method used to recognize revenues and expenditures in the budget. For the
City of Cupertino, the basis of budgeting is the same basis used for accounting. The modified accrual basis is
followed in the Governmental Funds, including the General, Capital, Debt Service, and Special Revenue
funds. Under this basis, revenues are recognized when they become "susceptible to accrual", which means
they are both measureable and available.Measurable means the transaction can be determined.
The budget is split into nine Departments: City Council and Commissions, Administration, Law
Enforcement, Innovation and Technology, Administrative Services, Parks and Recreation, Planning and
Community Development,Public Works,Non Departmental(includes budget that are not attributable to any
specific division) and Capital Projects. These departments are further split into divisions then programs. The
programs within the divisions are balanced at the department level within a given fund.
Annual Comprehensive Financial Report(ACFR)
The Annual Comprehensive Financial Report (ACFR) is prepared by Crowe, LLP, the City's Auditors and
according to"Generally Accepted Accounting Principles" (GAAP).
Citizen Participation
The budget study session and budget hearings are public meetings where citizens are given the opportunity
to comment on the budget. The public can also provide feedback to two Council sub-committees, the Fiscal
Strategic Planning and Audit Committees. Additionally, the City utilizes OpenGov, an online financial
FY 2021-22 Adopted Budget Financial Policies 93
transparency tool that provides visitors the opportunity to review the City's financial and budgetary
information in real time.
FY 2021-22 Adopted Budget Financial Policies 94
Fund Structure
For accounting purposes, a state or local government is not treated as a single, integrated entity. Rather, a
government is viewed as a collection of smaller separate businesses known as'funds'. Fund accounting is an
accounting system emphasizing accountability rather than profitability. In this system, a fund is a self-
balancing set of accounts,segregated for specific purposes in accordance with laws and regulations or special
restrictions and limitations.
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 FY 2020-21 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:
Governmental Funds
Governmental Funds are those through which most governmental functions of the City are financed. The
acquisition, use, and balances of the City's expendable financial resources and the related liabilities (except
those accounted for in the proprietary funds) are accounted for through governmental funds. Governmental
funds include Tax Supported Funds, Special Revenue Funds and Federal Grant Funds. They are accounted
for under the modified accrual basis of accounting.
Tax Supported Funds
Tax Supported Funds include the General and Capital Improvement Funds.The General Fund is the primary
operating fund for governmental services. The Capital Improvement Fund is utilized for the acquisition or
construction of major capital facilities.
Tax Supported Funds Purpose
General The General Fund is used to pay for core services such as public safety,parks
and recreation,planning and community development,public works, and a
host of other vital services.The revenue used to pay for these services comes
primarily from local taxes such as property tax and sales tax,franchise fees,
charges for services,and a variety of other discretionary sources.
Capital Improvement
Capital Improvement This fund pays for the acquisition and/or construction of major capital
Projects facilities.
Stevens Creek Corridor Park This fund pays for the design and construction of the Stevens Creek Corridor
Capital Projects Park projects.
FY 2021-22 Adopted Budget Financial Policies 95
Special Revenue Funds
Special Revenue Funds are a fund type used to account for the proceeds of specific revenue sources that are
legally restricted to expenditures for specific purposes. Special Revenue Funds include the Park Dedication,
Transportation, Storm Drain, Environmental Management/ Clean Creeks funds and Housing and
Community Development.
Special Revenue Funds Purpose
Storm Drain Improvement This fund pays for the construction and maintenance of storm drain facilities,
including drainage and sanitary sewer facilities.
Park Dedication This fund pays for the activity granted by the business and professions code
of the State of California in accordance with the open space and conservation
element of the City's General Plan.
Environmental This fund pays for all activities related to operating the Non-Point Source
Management/Clean pollution program.
Creek/Storm Drain
Transportation This fund pays for expenditures related to the maintenance and construction
of City streets.
Housing&Community This fund pays for the Federal Housing and Community Development Grant
Development Program activities administered by the City.This fund also pays for activities
related to the Below Market Rate Housing Program.
Federal Grant Funds
Federal Grant Funds include the Community Development Block Grant program. The Community
Development Block Grant is a federally funded program for housing assistance and public improvements.
Federal Grant Funds Purpose
Community Development This fund pay for activities related to the Community Development Block
Block Grant Grant(CDBG).
Proprietary Funds
Proprietary Funds are used to account for "business-type" activities. Proprietary Funds include Enterprise
Funds and Internal Service funds.They are accounted for under the full accrual basis of accounting.
Enterprise Funds
Enterprise Funds are set up for specific services that are funded directly by fees charged for goods or
services. Enterprise Funds include the Resource Recovery, Sports Center, Blackberry Farm Golf Course and
Recreation funds.
FY 2021-22 Adopted Budget Financial Policies 96
Enterprise Fund Purpose
Resource Recovery This fund pays for operating costs related to the collection,disposal,and
recycling of solid waste performed under a franchise agreement with
Recology.
Blackberry Farm Golf Course This fund pays for operating costs related to the Blackberry Farm Golf
Course.
Sports Center This fund pays for operating costs related to the Sports Center.
Recreation Programs This fund pays for operating costs related to the City's community centers
and park facilities.
Internal Service Funds
Internal Service Funds are used for areas where goods or services are provided to other departments or
governments on a cost-reimbursement basis. Internal Service Funds include the Innovation & Technology,
Equipment, Workers' Compensation, Long Term Disability/Compensated Absence, and Retiree Medical
funds.
Internal Service Funds Purpose
Innovation&Technology This fund pays for all technology related expenses for the citywide
management of information services.This fund pays for the replacement of
existing hardware and software and the funding of new hardware and
software needs city-wide.Equipment is depreciated based on the acquisition
or historical costs for the useful life of the asset using the straight line method.
Workers'Compensation This fund pays for claims and insurance premiums related to workers'
compensation.
Vehicle/Equipment This fund pays for the purchase and maintenance of fleet and general
Replacement equipment having a value greater than$5,000 and expected life of more than
one year.Assets are depreciated based on the acquisition or historical costs
for the useful life of the asset and using the straight line method.
Compensated Absences& This fund pays for liabilities associated with employees retiring or leaving
Long Term Disability service and claims and premiums associated with long term disability.
Retiree Medical This fund pays for Retiree Medical costs.
FY 2021-22 Adopted Budget Financial Policies 97
Revenue Policies
PURPOSE
To establish revenue polices that assist the City in striving for and maintaining a diversified and stable
revenue system to prevent undue or unbalanced reliance on any one source of funds. This revenue diversity
will shelter the City from short-run fluctuations in any one revenue source.
SCOPE
All revenue sources across all funds.
POLICY
To the extent possible, maximize investment yield while maintaining a high level of liquidity for the City's
anticipated capital costs.
Identify and recommend sources of revenue necessary to maintain the services desired by the community
and to maintain the City's quality of life.
Perform ongoing evaluations of existing sources of revenue to maximize the City's revenue base.
Recover costs of special services through user fees.
Pursue full cost recovery and reduce the General Fund fee subsidy to the degree feasible.
Allocate all internal service and Cost Allocation Plan charges to appropriate user departments and
Monitor Enterprise activities remain self-supporting in the long term.
FY 2021-22 Adopted Budget Financial Policies 98
Expenditure Policies
PURPOSE
To establish expenditure control polices through the appropriate internal controls and procedures.
Management must ensure expenditures comply with the legally adopted or amended budget.
SCOPE
All expenditure categories across all funds.
POLICY
Each Department or Division Manager will be responsible for the administration of their department/division
budget. This includes accomplishing the goals and objectives incorporated into the budget and monitoring
each department/division budget for compliance with spending limits.
Accurately charge expenditures to the appropriate chart of accounts;
Maintain operating activities at levels which are offset by revenues;
The City will make every effort to control expenditures to ensure City services and programs provided to its
citizens and tax payers are cost effective and efficient;
Evaluate expenditures at the department and project levels to ensure control;
Before the City purchases any major asset or undertakes any operating or capital arrangements that create
fixed assets or ongoing operational expenses,the implications of such purchases or arrangements will be fully
determined for current and future years;
All compensation planning and collective bargaining will include analysis of total cost of compensation
which includes analysis of salary increases, health benefits, pension contributions, fringe benefits and other
personnel costs. The City will only propose operating personnel costs which can be sustained by on-going
operating revenues;
Reduce costs and improve productivity through the use of efficiency and effective measures.
Structure debt financing to provide the necessary capital while minimizing future debt service costs.
FY 2021-22 Adopted Budget Financial Policies 99
Capital Improvement Policy
PURPOSE
To establish a Capital Improvement Policy to assist in future planning.
SCOPE
All anticipated Capital Improvement Projects for the current fiscal year plus four additional fiscal years.
POLICY
The City will prepare and update a five year Capital Improvement Plan(CIP)encompassing all City facilities.
Projects included in the CIP will have complete information on the need for the project(project justification),
description and scope of work, total cost estimates, future cost estimates, future operating and maintenance
costs and how the project will be funded.
An objective process for evaluating CIP projects with respect to the overall needs of the City will be
established through a priority ranking of CIP projects. The ranking of projects will be used to allocate
resources to ensure priority projects are completed effectively and efficiently.
Changes to the CIP such as addition of new projects, changes in scope and costs of a project or
reprioritization of projects will require City Manager and City Council approval.
The City will maintain its physical assets at a level adequate to protect the City's capital investment and to
minimize future operating maintenance and replacement costs. The City recognizes that deferred
maintenance increases future capital costs, thus placing a burden on future residents. Therefore, the budget
will provide for adequate maintenance and the orderly replacement of capital plant and equipment from
current revenues when possible.
The City will determine the least costly funding method for its capital projects and will obtain
grants,contributions and low cost state or federal loans whenever possible.
The City will utilize "pay-as-you-go" funding for capital improvement expenditures considered recurring,
operating or maintenance in nature. The City may also utilize "pay-as-you-go" funding for capital
improvements when current revenues and adequate fund balances are available or when issuing debt would
adversely affect the City's credit rating.
The City will consider the use of debt financing for capital projects under the following circumstances:
• When the project's useful life will exceed the terms of the financing
• When resources are deemed sufficient and reliable to service the long-term debt
• When market conditions present favorable interest rates for City financing
• When the issuance of debt will not adversely affect the City's credit rating and debt coverage ratios.
FY 2021-22 Adopted Budget Financial Policies 100
Information Technology Replacement and
Capitalization Policy
PURPOSE
The purpose of this policy is to establish guidelines for replacing and capitalizing technology equipment and
systems. Replacement is indicated when a product has run its useful life and updating/upgrading is no
longer an option. Capitalization of equipment requires the set aside of funding for future replacement.
Generally,technology equipment with a life expectancy of at least 5 years and a total cost of over$5,000 shall
be capitalized. Software with an expected life of at least 7 years or a cost of over $10,000 shall also be
capitalized.Software-as-a-Service(SaaS)contracts are not capitalizable and are expensed as incurred.
Technology upgrades are determined by the Innovation Technology Department and user departments based
on functionality,vendor support,and industry standards.
SCOPE
This policy covers the City of Cupertino:
. network infrastructure(routers,switches,firewalls,security appliances);
• server infrastructure(files servers, database servers,mail servers,web servers,etc);
• user laptops and workstations; mission-critical systems, telephone system (telephone equipment not
already listed previously);
• desktop software;
• enterprise software;
. workgroup software;and
. broadcast video and audiovisual equipment.
Cell phones, printers, and tablet devices are not covered by this policy as these items do not meet the
minimum criteria for capitalization. Replacement of these items are at the discretion of the Innovation
Technology Department in concert with the user Department.
POLICY
All technology shall be replaced according to the following:
Network infrastructure (routers, switches, firewalls) shall be replaced when no longer functional, as
determined by the Innovation Technology Department Division(IT), or when parts or support are no longer
available from the manufacturer. Replacement needs will be determined by IT annually as part of the
operating budget process. Network infrastructure with a life expectancy of at least 5 years and a total cost of
over$5,000 shall be capitalized.
Server infrastructure shall be replaced when it is no longer functional (defined as not being able to meet its
intended purpose), or when parts or support are no longer available from the manufacturer. These needs are
evaluated annually by IT and user departments as part of the operating budget process. Servers are
evaluated as they approach 3 years in service,and placed on the schedule accordingly.Server lifetime may be
extended by the purchase of additional memory or disk. Server infrastructure with a life expectancy of at
least 5 years and a total cost of over$5,000 shall be capitalized.
FY 2021-22 Adopted Budget Financial Policies 101
User workstations shall be replaced, on average, after 4 years as is industry standard. Zero Client work
stations shall be replaced, on average, every 8 years. IT will determine the need for specific replacements.
User workstations shall not be capitalized as they do not meet the minimum criteria for capitalization.
Interoperable systems are defined as a group of interdependent and/or interoperable components that
together form a single functional unit. These components may be interconnected by their structural
relationships, their common functional behavior, or by both. Generally, for a system to be eligible for
capitalization, the cumulative value of its components should be at least$5,000 and have a life expectancy of
five years or more. A common example of such system would be a telephone system or network. Individual
component or replacement costs are not capitalizable unless they are greater than $5,000 and increase the
value of the asset.
Enterprise Software replacement shall be determined individually by IT and the end users. Only those large
enterprise systems (on-site or on premise) with an expected life of at least 7 years or a cost of over $10,000
shall be capitalized.SaaS contracts are not capitalizable and are to be expenses as incurred.
Desktop Software is replaced/updated according to Microsoft's releases of Windows and Office. Software
shall not be more than one version out of date to ensure functionality and vendor support. IT will generally
wait at least 90 days after a new release to roll out new versions. Only software with an expected life of at
least 7 years or a cost of over $10,000 shall be capitalized. Desktop software generally does not meet this
criterion.
Broadcast Video and Audiovisual Equipment/Systems shall be repaired or replaced when determined no
longer functional. Replacement will occur on average after 10 years. Broadcast video and audiovisual
equipment/systems with a life expectancy of at least 5 years and a total cost of over $5,000 shall be
capitalized. Equipment that does not meet these criteria may still be capitalized if the item is a component of
interoperable systems.
FY 2021-22 Adopted Budget Financial Policies 102
Pension and Retirement Funding Policy
PURPOSE
To establish a policy for the funding of Retirement and Retiree health.
SCOPE
Retirement and Retiree Health costs citywide,across all funds.
POLICY
Fund all current pension liabilities on an annual basis.
Monitor certain health and dental care benefits for retired employees. Funding the liability for future retiree
benefits will be determined by City Council action.
FY 2021-22 Adopted Budget Financial Policies 103
Long Term Financial Stability Policies
PURPOSE
To establish a policy for Long Term Financial Stability
SCOPE
All programs across all funds
POLICY
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, automating and streamlining
service delivery, stabilizing and repositioning revenue sources, and decreasing expenditures and risk
exposure.
FY 2021-22 Adopted Budget Financial Policies 104
Committed, Unassigned Fund Balance, and Use of
One Time Funds Policy
PURPOSE
To establish assigned and unassigned fund balance and one time use policies.
SCOPE
The General Fund and Capital Funds.
POLICY
To maintain sufficient committed and unassigned fund balance (general fund only) in each fund for the
ability to meet following economic uncertainties:
Economic Uncertainty— $19,000,000 and represents two months of General Fund (GF) expenditures
excluding transfers out plus a two year drop in total general fund revenue of 13% or approximately 1.5
months, excluding the use of reserves. Transfers out are primarily used to fund Capital Projects and do not
represent on-going expenditures. This assignment will change from year to year based on budgeted general
fund expenditures and revenues.
. Mitigate short-term economic downturns and volatility in revenues(2 years or less)
• Sustain city services in the event of an emergency
• Meet requirements for debt reserves
. Meet operating cash flow requirements as a result of delay in the receipt of taxes, grant proceeds and
other operating revenues
PERS— $20,491,004 and represents the initial investment into the City's Pension Rate Stabilization Program
(PRSP). As a result of the significant increase in retirement costs based on the most recent actuarial forecast,
the City elects to establish and fund a secondary pension trust to assist in stabilizing the potential impact of
pension cost volatility on the City's operating budget. Annual contributions subsequent to the initial funding
are determined by calculating the difference between Ca1PERS' current discount rate and a more
conservative rate determined by the City. This difference is to be transferred to the pension trust and to be
used solely for the benefit of members in the plan.
Sustainability Reserve—Cupertino's Sustainability Division oversees the City's Climate Action Plan (CAP),
which defines strategies to reduce greenhouse gas emissions, and provides residents,businesses and schools
with programs and services focused on energy efficiency, renewable energy, water conservation, alternative
transportation and other sustainable actions. The City receives rebates for projects that successfully meet the
eligibility requirements such as energy or water efficiency. If the rebates were not initially budgeted,they are
categorized as committed fund balance in the General Fund. The purpose of this reserve is to help support
future sustainability projects/programs.
Unassigned—$500,000 and represents 1% of the total general fund operating budget. This assignment may
change from year to year based on budgeted general fund expenditures.
• Absorb unanticipated operating needs that arise during the fiscal year that were not anticipated
during the budget process
. Absorb unexpected claims or litigation settlements
FY 2021-22 Adopted Budget Financial Policies 105
Capital Improvement—$5,000,000 and represents average dollars spent for capital projects in the last three
fiscal years. This assignment may change from year to year based on actuals dollars spent on capital projects
and anticipated future capital project needs.
Meet future capital project needs so as to minimize future debt obligations
The City shall not use fund balances/reserves in lieu of revenues to pay for ongoing expenses except as
specifically provided in the City's reserve policy.
The chart below summarizes reserve policy levels as described above:
Funding Priority Reserve Reserve Level Escalator' Description
GENERAL FUND
1 Economic Uncertainty $19,000,000 GF Budgeted For economic
Operating downturns and major
Expenditures2 GF revenue changes.
Budget Revenue3
2 PERS $20,491,004 Budgeted For pension cost
Citywide increases.
Retirement Costs
3 Sustainability Reserve $127,891 GF Budget For future
Revenue3 sustainability
projects/programs.
4 Unassigned $500,000 Budgeted GF For mid-year budget
Operating adjustments and
Expenditures2 redeployment into the
five year budget.
CAPITAL PROJECTS FUNDS
5 Capital Improvement $5,000,000 None Reserves set aside for
future capital
projects.
'Rounded to the nearest hundred thousand
2 Excludes Transfers Out
3 Excludes the use of reserves
Changes to Committed Fund Balance— All reserves listed in this policy are classified as Committed Fund
Balance under Government Accounting Standards Board (GASB) Statement 54. Committed fund balance is
comprised of amounts that can be used only for the specific purposes determined by a formal action of the
FY 2021-22 Adopted Budget Financial Policies 106
government's highest level of decision-making authority. Changes to committed fund balances must be
approved by City Council. This policy will be reviewed annually as part of the budget process.
Replenishment process —Should the City need to utilize any of the committed fund balances listed in this
policy, recommendation will be brought to City Council for approval and a plan to replenish the committed
balance will be developed in conjunction with its use.
Excess— Funding of these reserves will come generally from one-time revenues, annual net income, and
transfers from other reserves that exceed policy levels. They will be funded in the following priority order
with any remaining funds to be placed in the Capital Reserve:
1)Economic Uncertainty
2)PERS
3)Sustainability Reserve
4)Unassigned
FY 2021-22 Adopted Budget Financial Policies 107
Investment Policy
The City Council annually updates and adopts a City Investment Policy that is in compliance with State
statutes on allowable investments.By policy,the Audit Committee reviews the policy and acts as an oversight
committee on investments. The policy directs that an external auditor perform agreed-upon procedures to
review City compliance with the policy. The full policy is available on the City website as part of the May 18,
2021 City Council agenda packet.
FY 2021-22 Adopted Budget Financial Policies 108
Community Funding Policy
PURPOSE
The City of Cupertino currently provides funding to local non-profit organizations in the areas of social
services, fine arts and other programs for the general public. The policy provides a framework for the City's
Community Funding Grant Program and guides the administration of the program and decision-making
process. It also provides guidance on key aspects of the City's Community Funding Grant Program processes
including: Eligibility,Evaluation Criteria,Restrictions/Guidelines,and Procedure.
SCOPE
All requests for funding must comply with this policy.
POLICY
The City has established the Community Funding Grant Program, subject to availability of funds, with a
range of$70,000 to$90,000 in total funding available. Community Funding Grants shall not exceed$20,00 per
applicant, per year. City Council will determine the organizations to be awarded funds through the
Community Funding Grant Program. City Staff shall review applications for completeness and review the
qualifications and accuracy based upon the eligibility criteria set forth below. In all cases, the City reserves
the right to reject any and all applications in the event staff identifies a potential conflict of interest or the
appearance of a conflict of interest. Submission of an application in no way obligates the City to award a
grant and the City reserves the right to reject any or all applications,for any reason, at any time.
Eligibility
To receive consideration for a Community Funding Grant,grant requests must:
• Be made or sponsored by a 501(c)(3) non-profit organization with experienced members capable of
implementing and managing the program/project/event.
• Identify how the funds will be used to benefit the Cupertino community.
• Be awarded only once per project
. For specific needs,not ongoing,operational costs.
• Have more than 75% of the requested funds allocated for direct service costs versus administrative
costs.
• Be complete and submitted by the application deadline.
Evaluation Criteria
. Impact on and benefit to the Cupertino community
• Community need for the program/project/event
• Alignment with City mission and values
. Uniqueness of the program/project/event
• Qualifications and experience of the organization and its members
• Reasonable cost
. Demonstrated effort to secure funding from other sources and/or establishing
• partnerships with other community or city organizations
• Clarity,completeness,and accuracy of grant application
. Past performance and compliance with requirements if a recurring applicant
FY 2021-22 Adopted Budget Financial Policies 109
Applications will be sorted into two categories:
. New applicants
• Past recipients
Applications in each category will be evaluated using a tiered structure based on the dollar amount requested for award
as follows:
<$999.99
$1,000.00-$4,999.99
. $5,000.00—$9,999.99
$10,000.00-$20,000.00
Restrictions/Guidelines
. An organization that is applying for multiple grants shall only submit one application.
• Proceeds generated from the funded activity may only be used for the conducted activity.
• If requested,recipients must provide full financial statements for the organization.
. Admission to or participation in the event must be "free of charge" for Cupertino residents unless
stated in the application and approved by Parks&Recreation Commission.
. If an applicant makes a grant request directly to a member of the City Council, whether individually
or as a group,the Council shall refer the applicant to the Parks and Recreation Department for a Grant
application to be reviewed in accordance with this policy.
• Grant recipients shall acknowledge the City contribution in formal promotional materials and efforts
related to the funded activity. Any use of the City logo must be approved by the City's
Communications Officer.
Procedure
1.Applicants submit timely and complete grant applications by February 1.
2.City Staff reviews application for completeness and compliance eligibility.
3. Applications will then be forwarded to the Parks and Recreation Commission to be evaluated and sorted
into the tiered funding structure. All applicants will be notified and invited to attend the Parks and
Recreation Commission Meeting where their applications will be discussed. This meeting typically takes
place in Spring.
4. City Council will make the final decision on grant amounts for each applicant as part of the budget
adoption which typically happens in June. All applicants will be notified and invited to attend the City
Council Meeting where their applications will be discussed.
5. Grant recipients shall submit a written report to the Parks and Recreation Department to show proof that
the grant funds have been spent in the manner and for the purposes stated on the application, including
information about the number of persons served and other results that benefit Cupertino.
• Due by the 15th business day of July following the Fiscal Year in which grant funds are disbursed.
• Failure to submit a written report by the July deadline could result in the loss of grant funding
eligibility in the future.
• Applicants will be expected to reimburse the City any funding awarded and not used for their
program/project/event.
FY 2021-22 Adopted Budget Financial Policies 110
Appropriations and Legal Debt Limit Margin
Gann Appropriations Limit
Fiscal Year 2021-22
Article XIIIB of the California State Constitution as enacted by Proposition 4, the Gann initiative of 1979,
mandates a limit on the amount of proceeds of taxes that state and local governments can receive and
appropriate (authorize to spend) each year. The purpose of this law is to limit government spending by
putting a cap on the total proceeds of taxes that may be appropriated each year. The original Article XIIIB
was further modified by Proposition 111 and SB 88 approved by California voters in June of 1990.
Proposition 111 allows cities more flexibility in choosing certain inflation and population factors to calculate
the limit.
Appropriations Subject to Limit
Appropriations(Gann Limit)
140,000,000
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
0
FY12/13 FY13/14 FY14/15 FY15/16 FY16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22
—Appropriations Limit Appropriation Subject to Limit
The limit is different for each agency and the limit changes each year. Each year's limit is based on the
amount of tax proceeds that were authorized to be spent in fiscal year 1978-79 in each agency, modified for
changes in inflation and population in each subsequent year. Proposition 111 has modified those factors to
allow cities to choose either the growth in California Per Capita Income or the growth in non-residential
assessed valuation due to new construction in the city. Alternatively, the city could select a population
growth factor represented by the population growth in Santa Clara County. Each year the city establishes its
appropriations limit for the following fiscal year.
The City's appropriations limit for FY 2021-22 was$114,666,491,$5.6 million or 5.1%higher than the FY 2020-
21 limit of$109,062,934.
FY 2021-22 Adopted Budget Financial Policies 111
Legal Debt Margin
Fiscal Year 2021-22
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed
valuation. However, this provision was enacted when assessed valuation was based upon 25% of market
value. Effective with the 1981-82 fiscal year, each parcel is now assessed at 100% of market value (as of the
most recent change in ownership for that parcel). The computation shown below reflects a conversion of
assessed valuation data for fiscal year 2019-20 from the current full valuation perspective to the 25%level that
was in effect at the time that the legal debt margin was enacted by the State of California for local
governments located within the State.
Description Amount Formula
Secured Property Assessed Value,Net of Exempt Real Property(1) $25,397,331,860
Adjusted Valuation-25%of Assessed Valuation(2) $6,349,332,965 (1)*25%
Debt Limit-15%of Adjusted Valuation $952,399,944 (2)*15%
Total City Bonded Debt(3) $22,040,000
Less:Certificates of Participation Not Subject to Debt Limit(4) $(22,040,000)
Amount of Debt Subject to Limit - (3)-(4)
Legal Debt Margin $952,399,944
FY 2021-22 Adopted Budget Financial Policies 112
Financial Schedules
FY 2021-22 Adopted Budget Financial Schedules 113
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FY 2021-22 Adopted Budget Financial Schedules 114
Financial Overview by Fund
Special Revenue Debt Service Capital Project Enterprise Internal Service 1Adopted
Revenue Categories General Fund Fund Fund Funds Funds Funds Budget Total
Sales Tax $ 27,855,559 $ $ $ - $ $ $ 27,855,559
Property Tax $ 27,840,341 $ $ $ - $ - $ $ 27,840,341
Transient Occupancy $ 3,000,000 $ $ - $ - $ - $ - $ 3,000,000
Utility Tax $ 3,245,447 $ $ - $ - $ - $ - $ 3,245,447
Franchise Fees $ 3,380,986 $ - $ - $ - $ - $ - $ 3,380,986
Other Taxes $ 1,248,720 $ 3,691,092 $ - $ - $ - $ - $ 4,939,812
Licenses&Permits $ 3,140,195 $ - $ - $ - $ - $ - $ 3,140,195
Use of Money&Property $ 1,249,220 $ 4,208 $ - $ - $ 693,000 $ - $ 1,946,428
Intergovernmental $ 5,093,946 $ 3,468,030 $ - $ 385,952 $ 14,000 $ - $ 8,961,928
Charges for Services $ 12,047,922 $ 1,547,078 $ - $ - $ 5,217,578 $ 4,678,201 $ 23,490,779
Fines&Forfeitures $ 225,000 $ 10,000 $ - $ - $ - $ - $ 235,000
Miscellaneous $ 1,000,555 $ 87,057 $ - $ - $ 10,000 $ - $ 1,097,612
Transfers In/Other Financing Uses $ 320,000 $ 10,322,824 $ 2,621,000 $ 7,557,048 $ 886,801 $ 2,009,198 $ 23,716,871
TOTAL REVENUE $ 89,647,891 $ 19,130,289 $ 2,621,000 $ 7,943,000 $ 6,821,379 $ 6,687,399 $ 132,850,938
Special Revenue Debt Service Capital Project Enterprise Internal Service 1Adopted
Appropriation
Employee Compensation $ 21,806,721 $ 1,772,223 $ $ $ 1,871,811 $ 1,736,052 $ Budget 27,186,807
Employee Benefits $ 10,154,044 $ 905,260 $ $ - $ 647,092 $ 2,015,467 $ 13,721,863
Materials $ 6,639,523 $ 959,847 $ - $ - $ 417,242 $ 1,093,356 $ 9,109,968
Contract Services $ 23,773,121 $ 1,451,016 $ - $ 790,000 $ 4,808,179 $ 1,481,641 $ 32,303,957
Cost Allocation $ 11,948,062 $ 1,325,945 $ - $ - $ 1,034,107 $ 60,817 $ 14,368,931
Capital Outlays $ - $ 7,865,000 $ - $ 7,328,000 $ - $ - $ 15,193,000
Special Projects $ 3,221,800 $ 3,900,000 $ - $ - $ 229,000 $ 1,418,300 $ 8,769,100
Contingencies $ 426,779 $ 36,733 $ - $ - $ 134,527 $ 72,910 $ 670,949
Transfers Out $ 11,251,984 $ 381,000 $ - $ 11,422,048 $ - $ - $ 23,055,032
Debt Service/Other Uses $ 545,000 $ - $ 2,676,000 $ - $ 275,159 $ 969,469 $ 4,465,628
TOTAL EXPENDITURES $ 89,767,034 $ 18,597,024 $ 2,676,000 $ 19,540,048 $ 9,417,117 $ 8,848,012 $ 148,845,235
Net Increase(Decrease)in Fund $ (119,143) $ 533,265 $ (55,000) $ (11,597,048) $ (2,595,738) $ (2,160,613) $ (15,994,277)
Balance/Retained Earnings
Flow of Funds Chart (Sankey)
City Council and Commissions:$1,334,303
Administration:$7,629,629'
Law Enforc $15,756,350
Taxes:$70,262,145
Innovation Technology:$6,266,270
General Fund:$89,767,034
% Administrative Services:$7,771,115
Parks and Recreation:$13,920,774 I
■Licenses&Permits:$3,140,195
■Use of Money&Property:$1,946,428 Community Development:$14,689,938
Intergovemmental:$8,961,928
.!� Special Revenue:$19,130,289
Charges for Services:$23,490,779 -- Public Works:$41,111,321
- Debt Service:$2,676,000■
—Fines&Forfeitures:$235,000
Miscellaneous:$1,097,612 Capital Project Funds:$19,540,048
4
Transfers In:$23.360,032 Nan Departmental:$25,382,535
Enterprise Funds:$9,417,117
Other Financing Sources:$356,839 - internal Service:$8,848,012
Capital Projects:$14,983,000
General Fund Contribution Schedule
Adopted Adopted Budget
Fund Type Budget Adopted Budget Fund Balance/ Adopted General
Expenditures Revenues Retained Earnings Fund Contribution
General Fund
10 City Council M
100 City Cotmcil 479,750 1,054,877 (575,127)
101 Community Funding 118,659 -
110 Sister Cities 77,582 77,582
11 Commissions
131 Telecommunication Commission 37,125 37,125
140 Library Coni;Ts-sic 48,341 18,341
142 Fine Arts Conmussion 66,468 66,468
150 Public Safety Commission 35,606 35,606
155 Bike/Ped Safety Conmussion 47,731 47,731
'160 Recreation Commission 57,463 -� 57,463
165 Teen Conmussion 81,078 81,078
1170 Planning Commission 131,245 131,245
175 Housing Conmussion 62,761 62,761
180 Sustainability Commission 63,038 63,038
190 Audit Committee 27,456 27,456
12 City Manager
120 City Manager 11521,821 637,444 884,377
122 Sustainability Division 866,420
126 Office of Communications 708,955 - 708,955
305 Multimedia Division 916,347 414,
307 Public Access Support 79,531 79,531
632 o.Meach&Neigh Watch I 1,75VI -
633 Disaster Preparedness 694,734 - 694,734
13 City Clerk
130 City Clerk 603,333 144,551 458,782
13cating/Mail Services 47,794 -
133 Elections 147 147
14 City Manager Discretion
123 City Manager Contingency 75,000 75,000
15 City Attorney -
141 City Attorney 1,943,655 542,945 1,400,710
20 Law Enforcement -
200 Law Enforcement SC Sherif 15,706,972 887,259 14,819,713
201 Interoperability Proj 49,378
32 I&T Applications 1,613,055 (1,613,055)
308 Applications 1,613,055 756,232
40 Administrative Services -
400 Admin Services A 926,303 183,169 743,134
41 Finance
405 Accounting 1,603,000 2,175,347
406 Business Licenses 404,377 104,377
44 Human Resources
412 Human Resources 1,479,115 2,122,380 (643,265)
NNEEP77-d-stration 965,352 - -
FY 2021-22 Adopted Budget Financial Schedules 117
60 Recreation&Community Service
601 Rec&Comm Svcs Administration 1,452,256 1,452,256
634 Park Planning and Restoration - -
636 Library Services 605,528 605,528
61 Business and Community Services
602 Administratio 722,137 - 722,137
605 Cultural Events 433,137 31,000 402,137
630 Facilities 366,893 168,395 198,498
62 Recreation and Education -
608 Adstration 722,159 12,500 709,659
623 Youth,Teen and Senior Adult Rec 1,117,651 164,000 953,651
639 Youth and Teen Proyams 367,838 3,000 838
640 Neighborhood Events 163,119 - 163,119
63 Sports,Safety Outdoor Rec
612 Park Facilities 1,280,136 162,000 1,118,136
615 Administration -
70 Planning&Community Development
700 Community Development Admin 1,123,490 - 'VL3,490
71 Planning
701 Current Planning AL 3,581,582 1,037,500 2,544,082
702 Mid Long Term Planning 1,721,869 138,750 1,583,119
704 Annexatf
705 Econonuc Development 332,074 332,074
72 Housing Services
712 Gen Fund Human Services Grants 124,062 - 124,062
73 Building
713 General Building 1,019,751 315,000 704,751
714 Construction Plan Check 1,300,000
715 Building Inspection 1,481,425 1,500,000 (18,575)
718 Muni-Bldg Code Enforcement 86,618 - '86,618
74 Code Enforcement
202 Code Enforcement 1,202,392 225,000 977,392
80 PW Admin
800 Public Works Admin 966,732 - 966,732
82 Developmental Services
804 Plan Revie 1,858,551 870,193
806 CIF Administration 1,755,849 1,755,849
83 Service Cent
807 Service Center Administration 1,254,725 98,674 1,156,051
84 Grounds
808 McClellan Ranch Park 187,822 187,822
809 Memorial Park iiiiiiiiiiii
977
811 BBF Ground Maurtenance 273,791 273,791
812 School Site Maintenance 1,599,983 149,448 1,450,535
813 Neighborhood Parks 2,647,280 2,647,280
874 Snnrt Field.joll--CRK 925,750 - 925,750
815 Civic Center Ground Mamt 515,160 299,961 215,199
85 Streets
848 Street Lighting 988,320 - 988,320
850 Environmental Materials 217,696
86 Trees and Right of Way
824 Overpasses and Medians 1,651,835
825 Street Tree Maintenance 1,930,432 61,210 1,869,222
826 Weekend Work Program 572,015
FY 2021-22 Adopted Budget Financial Schedules 118
87 Facilities and Fleet
827 Bldg Maint City Hall 655,463 452,294 203,169
828 Bldg Maint Library 646,923 469,694 177,229
829 Bldg Maint Service Center 410,725 - 410,725
830 Bldg Maint Qhrii-dan Center 561,259 561,259
831 Bldg Maint Senior Center 401,923 - 401,923
832 Bldg Maint McClellan Ranch 234,438 874 233,564
833 Bldg Maint Monta Vista Ct 194,762 - 194,762
834 Bldg Maint Wilson 101,531 101,531
835 Bldg Maint Portal 60,736 60,736
837 Bldg Maint Creekside 106,935 106,935
Comm 259,761 259,761
839 Teen Center Bldg Maim 48,987 48,987
MW Park Bathrooms 126,256 126,256
841 BBF Facilities Maintenance 542,039 542,039
852 Franco Traffic Operations Center 6,658 6,658
857 City Hall Annex 63,376 63,376
88 Transportation
844 Traffic Engineering 1,514,399 1,514,399
845 Traffic Signal Maintenance 11,832
846 Safe Routes 2 School 846,271 846,271
90 Citywide-Non Departmental
001 No Department 11,269,487 11,269,487
502 EE Housing Loan
GENERAL FUND SUBTOTAL I $ 89,767,034 $ 18,965,946 $ - $ 70,801,088
General Fund Revenue/Fund Balance
General Fund Revenu 70,681,945
Unassigned Fund Balance - S (119,143) (119,143)
GENERAL FUND SUBTOTAL Fl $ $ 70,681,945 $ (119,143) $ (�
TOTAL GENERAL FUND $ 89,767,034 $ 89,647,891 $ (119,143) $
Special Revenue Fund
Non Point Source 1,185,579 1,553,100 367,521
Storm Drain Maintenance i 779,504 ,
HCD General Administration 124,376 79,439 (44,937)
CDBG-Capital Grants 321,484 324,745 3,261
Public Service Grants 63,112 63,112 -
Belnw Market Rate 1,309,132 3,611,855 NEL302,723 -
Sidewalk,Curb and Gutter Maint 1,868,903 (1,868,903)
Street Pavement Maintenance 4,797,069 1,624,285 (3,172,784)
Street Signs/Markings 901,865 (901,865)
Non-Departmental 381,000 1,550,929 7,627,753 6,457,824
CIP-Memorial Park-Amphitheater Improvements 11150,000 1,150,000
CIP-Memorial Park-Pond Resurfacing - 3,000,000 2,000,000 (1,000,000)
Cl?-Memorial Park-Specific Plan Design 500,000 500,000
CIP-Pumpkin Fisesta Storm Drain Ph 1� 2,000,000 - (2,000,000)
CIP-Homestead/De Pizza Signal Update 215,000 215,000
TOTAL SPECIAL REVENUE FUNDS $ 18,597,024 $ 12,672,465 $ 533,265 $ 6,457,824
Debt Service
Public Facilities Corporation 2,676,000 (55,000) 2,621,000
TOTAL DEBT SERVICE - $ (55,000) $ 2,621,000
FY 2021-22 Adopted Budget Financial Schedules 119
C"ital Projects Funds
CIP-CIP Prelim Plarming&Design 125,000 125,000)
C'lP-C'anital Pmiart Support - (50,000) -
CIP-ADA Improvements 90,000 90,000
CIP-2016 Bike Plan Implementation 2,000,000 2,000,000
CIP-Street Light Install-Annual Infill 75,000 75,000
CIP-Blackberry Farm Pool Improvements 750,000 750,000
CIP-Playground EQ(Creekside&Varian) 300,000 300,000
CIP-Various Park Amenities 200,000 200,000
Cl?-10445 Tone Ave Improvements 3,000,000 3,000,000
CIP-Carmen Road Bridge Right-f--Way 75,000 75,000
CIP-City Hall&Community Hall Improvements 500,000 500,000
CIP-EV Parking Expansi 1 408,000 408,000
Cl?-Full-sized Outdoor Basketball Court 350,000 350,000
CIP-Stelling/Alves Crosswalk Install 80,000 80,00()
Cl?-City Lighting LED Transition Assessment 50,000 50,000
CIP-Tree Inventory Stevens Creek Corridor 65,000 65,000
Non-Departmental Transfer Cart(CIP) 11,422,048 -
TOTAL CAPITAL PROJECTS FUNDS $ 19,540,048 $ 7,943,000 $ AU175,000)
Enterprise Funds
Resources Recovery 2,222,096 1,494,578 (727,519)
Golf Course 60,050 340,000 (260,058) 79,992
Sports Center 2,902,360 2,701,000 (201,360)
Sports Center Mainte 624,673 624,673)
Youth Teen Recreation 1,828,845 742,000 (1,086,845) -
Outdoor Recre IL1,159,093 657,000�304,716 806,809
TOTAL ENTERPRISE FUNDS $ 9,417,117 $ 5,934,578 $ (2,595,738) $ 886,801
Internal Service Funds
Information Services Admin 269,624 (269.624) -
Information Technology 2,202,453 1,882,195 (128,180) 192,078
GI 1,424,906 1,077,408 (347,498)
Equipment Maintenance 1,557,044 2,084,598 527,554
Equipment Fixed Asset Acquisition 1,001,017 (1,001,017) -
Workers'Compensation Claims 434,840 356,839 (78,001) -
�ihty Claims 95,612 5.612)
Leave Payouts 620,590 - (599,020) 21,570
Medical Insurance 1,241,926 (169,215)
TOTAL INTERNAL SERVICE FUNDS $ 8,848,012 $ 5,401,040 $ (2,160,613) $ 1,286,359
TOTAL ALL FUNDS $ 148,845,235 $ 121,598,974 $ (4,572,229) $ 11,251,984
FY 2021-22 Adopted Budget Financial Schedules 120
Fund Balance Report
AdoptedFund Projected Fund Adopted Budget
,Fund Balance 7/1/2020 Balance 7/1/2021 Revenue Expenditures Balance 6/30/20Q
100 GENERAL FUND $ 74,505,822 $ 83,259,456 $ 89,647,891 $ 89,767,034 $ 83,140,313
SPECIAL REVENUE FUNDS
215 Storm Domain Improvement $ 4,093,795 $ 79,237 $ 2,000,000 $ 2�, 2
230 Environmental Management/Clean 1,780,980 1,440,606 1,554,008 2,331,083 663,531
Creek/Storm Drain
k60, 8,459,127 10,398,317 4,079,151 1,818,104 12,659,364
61 Housing&Community Development
65 A1111111111111k AL
29 Transportation 5,415,633 8,686,304 9,767,893 7,782,837 10,671,360
,Park Dedication 12,345,427 4,269,293 3,650,000
28 4,665,000
TOTAL SPECIAL REVENUE FUNDS $ 31,995,174 $ 28,888,315 $ 19,130,289 $ 18,597,024 $ 29,421,580
DEBT SERVICE FUND
EmifiPublic Facilities Corporation $ 1,685,872 $ 55,016 $ 2,621,000 $ 2,676,000 $ 16
TOTAL DEBT SERVICE FUND $ 1,685,872 $ 55,016 $ 2,621,000 $ 2,676,000 $ 16
CAPITAL PROJECTS FUNDS
IW420 Capital Improveme 32,265,236 28,163,299 7,943,000 8,118,000 27,988,299
427 Stevens Creek Corridor Park 197,045 121,648 - - 121,648
429 Capital Reser 088,854 11,099,405 11,422,048 (322,643)
TOTAL CAPITAL PROJECTS FUNDS $ 40,551,134 $ 39,384,351 $ 7,943,000 $ 19,540,048 $ 27,787,303
ENTERPRISE FUNDS
520 Resource Recove 5,333,668 $ 4,389,772 $ 1,494,578 $ 2,222,096 $ 3,662,254
560 Blackberry Farm 291,097 534,743 419,992 680,050 274,685
0b c...,._i.,r.._...._ w 2,573,194 1,228,814 d ffh" .000
580 Recreation Programs 1,055,863 782,620 2,205,809 2,987,938 491
TOTAL ENTERPRISE FUNDS $ 9,253,822 $ 6,935,949 6,821,379
�NTERNAL SERVICE FUNDS
610 Information Technology $ 1,529,263 $ 727,802 $ 3,151,681 $ 3,896,983 $ (17,500)
620 Workers'Compensation 2,252, 6, 434,844� 2,174,303
630 Equipment 1,533,983 1,139,207 2,084,598 2,558,061 665,744
Absence<D 703,2�1,530111111 J JW 8,569
642 Retiree Medical 1,334,793 372,206 1,072,711 1,241,926 202,991
OTAL INTERNAL SERVICE FUNDS $ 7,959,449 $ 5,194,719 $ 6,687,399 $ 8,848,012 $ 3,034,106
TOTAL ALL FUNDS $ 165,951,274 $ 163,717,807 $ 132,850,958 $ 148,845,235 $ 147,723,530
FY 2021-22 Adopted Budget Financial Schedules 121
General Fund Summary
The General Fund is the City's primary operating fund. It accounts for basic services such as public safety,
public works, planning and development, park maintenance, code enforcement, and the administrative
services required to support them. The fund generates revenue from the City's discretionary funding sources
(e.g., property tax, sales tax, transient occupancy tax, and utility tax). As a rule, general fund resources are
used only to fund operations that do not have other dedicated (restricted) funding sources. Operations that
rely heavily upon non-general fund resources, such as street maintenance, solid waste collection, and
recreation are accounted for in other funds. Information on these funds may be found in the Other Funds
section of this document.
For FY 2021-22, General Fund revenue estimates (excluding fund balance) total $89.6 million, representing a
$10.6 million, or 13.4% increase from the FY 2020-21 Adopted Budget, mostly due to an increase in sales tax
and intergovernmental revenues.
General Fund expenditure estimates total$89.8 million,which is slightly higher than the FY 2020-21 Adopted
Budget. The General Fund's ending fund balance is projected to increase by 0.14% from FY 2020-21
estimated ending fund balance. This is due to a projected increase in sales tax and intergovernmental
revenues, offset by a continued decrease in transient occupancy tax revenues as uncertainty remains as part
of the COVID-19 pandemic.
OPERATINGGENERAL FUND
1 I I 1 12021-22 Percent
Estimated Adopted Change
Beginning Fund Balance 52,510,547 58,922,585 74,505,813 83,259,456
Operating Revenue 88,829,941 111,179,073 97,137,077 89,647,891 -8%
Operating Expenditures (82,390,187) (95,481,452) (89,629,944) (89,767,034) 0%
Net Revenue/Expenditures IF 6,439,754 15,697,621 7,507,133 (119,143) -102%
Committed/Other 31,026,457 40,078,871 45,447,666 47,442,666 4%
Unassigned 27,896,128 34,426,942 37,811,790 35,697,647 -6%
Tot�ding Fund Balance 83,259,456 83,140,313 0%
FY 2021-22 Adopted Budget Financial Schedules 122
General Fund Revenues
Estimates for the FY 2021-22 beginning fund balance and General Fund revenue sources are based upon a
careful examination of collection history and patterns as they relate to such factors as seasonality and
performance in the economic environment that the City is most likely to encounter in the coming year. FY
2021-22 revenue estimates are based on the anticipated increase or decrease in activity and receipts over the
current year. Each source of revenue can be influenced by external (outside of the City's control) and/or
internal factors. The FY 2021-22 revenue estimates are built on the assumption of conservative economic
decline due to the impact of the COVID-19 pandemic.
As shown in the chart below,FY 2021-22 revenues are estimated at$89.6 million,a 13.4%increase over the FY
2020-21 Adopted Budget.
GENERAL FUND REVENUE SUMMARY
2018-19 i i
Adopted
Sales Tax 24,901,779 35,657,215 20,910,889 27,855,559 33.2%
Property Tax 25,301,094 26,606,844 25,353,783 27,840,341 M
Transient Occupancy 8,901,337 7,286,083 7,546,884 3,000,000 -60.2%
Utility Ta 3,089,921 3,182,087 3,223,712 3,245,447
Franchise Fees 3,445,253 3,418,909 3,280,447 3,380,986 3.1%
er Taxes 1,659,916 1,2 1,248,720 2.911
Licenses&Permits 4,102,665 4,692,845 3,139,473 3,140,195 0.0%
se of Money&Prope� 2,680,997 4,189,877 1,246,510 1,249,220 0.2%
Intergovernmental 473,942 747,942 335,567 5,093,946 1418.0%
Urges for Servic 1 n_977.805 11,98628 11 4 12,047,922 8.6%
Fines&Forfeitures 511,472 327,833 425,000 225,000 -47.1%
FvEscellaneous 2,783,761 11,681,108 1,293,857 1,320,555 2.1%
TOTAL REVENUES 88,829,941 111,179,073 79,060,125 89,647,891 13.4%
The majority of Cupertino's General Fund operating revenues are generated by property taxes (31%) and
sales taxes (31%), followed by charges for services (13%) and intergovernmental (6%). The chart on the next
page illustrates the sources of General Fund revenue by category.
FY 2021-22 Adopted Budget Financial Schedules 123
General Fund Revenues By Category
Fines&Forfeitures
Charges for Services 0.3% Miscellaneous
13.4% 5
Intergovernmental Sales Tax
5.7%
Use of Money&Property
1.4%
Licenses&Permits
3.5%
Other Taxes
1.4%
Franchise Fees
3.9%
Utility Tax
3.6% Property Tax
Transient Occupancy 31.1%
3.3%
The FY 2021-22 General Fund revenue estimates are discussed by category in the material that follows.
SALES &USE TAX
FY 19-20 Actual 35,657,215
FY 20-21 Adopted 20,910,889
FY 20-21 Estimate 33,522,890
FY 21-22 Adopted 27,855,559
%of General Fund 31.07%
%Change from FY 20-21 Adopted 33.21%
Agency Sales Tax Distribution
State 6.000%
1.125%
City of Cupertino 1.000%
County General Purpose
County Transportation 0.250%
Total:
FY 2021-22 Adopted Budget Financial Schedules 124
Sales and Use Tax, commonly referred to as just the "sales tax," has two components: (1) an excise tax
imposed on retailers for the privilege of selling tangible personal property, and(2)an excise tax imposed on a
person and applies to purchases from out-of-state vendors that are not required to collect tax on their sales.
The proceeds of sales and use taxes imposed within the boundaries of Cupertino are distributed by the State
to various agencies,with the City of Cupertino receiving one percent, as shown in the chart above. Staff will
continue to monitor competing interests for the City's 1/4 cent sales tax imposed on local governments as a
potential new source of revenue for affordable housing and transportation. Should the City decide to
include a similar measure on the ballot in November 2020, and subject to voter approval, the City has an
opportunity to retain local control over the additional sales tax proceeds.
The City's sales tax revenues are generated from five principal economic categories: business-to-business
65.0% (includes electronic equipment and software manufacturers and distributors), state and county pools
20%,restaurants and hotels 6%,general retail 4%,and fuel and service stations and other 6%.
Our two largest sales taxpayers in the business-to-business category represent a large part of that sector and
therefore, can significantly affect sales tax trends. The top tax payer's corporate and business technology
spending has driven growth in this sector. Sales tax activity has decreased across most sectors.This decrease
is attributed to the COVID-19 pandemic that has impacted spending overall. Given these trends, the City's
FY 2020-21 sales tax revenue is projected to show an immediate, significant decline with conservative
increases throughout the pandemic and recessionary period to follow. Historically, sales tax receipts
increased by 26.1%in FY 2016-17 due to a one-time$3.5 million payment related to the closeout of the triple
flip and took a slight dip of 2.8%in FY 2017-18. Additionally, the City's sales tax revenues spiked to historic
highs in both FY 2019-20 and FY 2020-21; however, the City is considering this to be a one-time experience.
Sales tax revenues are estimated to generate $27.9 million in FY 2021-22, which is up 33.2% from the FY
2020-21 Adopted Budget.
Sales Tax Collection Historical Trend
$40
$35
$30
o $25
E
fi $20
a
d $15
$10
$5
$o
FY II- FY 12- FY 13- FY 14 FY 15- FY 16- FY 17- FY IS- FY 19- FY 20- FY 21-
12 13 14 15 16 17 18 19 20 21 22
The swift reaction by consumers and businesses to the outbreak of COVID-19 in 2020 created significant
fluctuations for the City's industry groups. While restaurants and hotels, general consumer goods, and
automotive industry groups were severely impacted, the City's business-to-business and County pool
FY 2021-22 Adopted Budget Financial Schedules 125
allocation share increased substantially. This was brought on by shelter-in-place mandates throughout the
State, which reduced the sales tax revenue for restaurants and brick and mortar retail, thereby increasing
online sales. Additionally,the conversion to a telework environment increased the demand for computer and
electronics equipment, which also increased the City's sales tax revenues. As the State continues toward
recovery and businesses continue their opening, it is anticipated the City's restaurant and hotels, general
consumer goods,and automotive industry groups will recover and increase as well.However,these increases
will only slightly mitigate the anticipated declines in the City's business-to-business and County pool share
allocation as online sales fall from recent historic highs. Although much uncertainty about where the City's
new sales tax base will land at the end of the recovery period, the City anticipates positive annual sales tax
increases into the future.As information and data continue to become available,staff will bring forth updates
and adjustments on a regular basis as necessary.
PROPERTY
FY 19-20 Actual 26,606,844
FY 20-21 Adopted 25,353,783
FY 20-21 Estimate 25,353,783
FY 21-22 Adopted 27,840,341
% of General Fund 31.06%
% Change from FY 20-21 Adopted 9.81%
Under current law, property is assessed at actual full cash value, with the maximum levy being 1% of the
assessed valuation. The assessed value of real property that has not changed ownership can be adjusted by
the change in the California Consumer Price Index (CCPI) up to a maximum of 2%per year. Property which
changes ownership, property which is substantially altered, newly-constructed property, State-assessed
property, and personal property are assessed at the full market value in the first year and subject to the two
percent cap, thereafter. The Property Tax Historical Trend indicates a slight dip in FY 2020-21,which reflects
budgeted amounts rather than actuals.
FY 2021-22 Adopted Budget Financial Schedules 126
Property Tax Historical Trend
$30
c
$25
$20
$15
$10
$5
$0
FY 11- FY 12- FY 13- FY 14- FY 15- FY 16- FY 17- FY 18- FY 19- FY 20- FY 21-
12 13 14 15 16 17 18 19 20 21 22
In 1978, voters approved the passage of Proposition 13, which froze property tax rates and limited the
amount that rates could increase each year. Cupertino had one of the lowest property tax rates in Santa Clara
County receiving only $0.02 for every $1.00 paid. Subsequent legislation required Counties to provide
11no/low tax' cities with a Tax Equity Allocation (TEA) equal to 7% of the property tax share, however, the
property tax distribution for the no/low tax cities in Santa Clara County was limited to 55% of what other
TEA cities in the state received.
FY 2021-22 Adopted Budget Financial Schedules 127
Property Tax Allocation FY 21-22
ERAF
Mid-Peninsula Regonal Open_ Santa Clara Valley Water 7.2% .-City of Cupertino
1.7%
Space 7.0%
p
1.6%
Fremont Union Hi
16.7%
_Santa Clara Cou my
34.5%
Foothill 0eAnza Commu
College
6.4%
Bay Area Air Quality
Management
0.2%
Cupertino Union Elementary
24.7%
In FY 2006-07 West Valley cities won the passage of State legislation which restored a portion of TEA
property tax revenue. This TEA change provided an additional $1.35 million in property tax annually and
increased the City's share of property taxes to 5.6%. Cupertino, in conjunction with three other West Valley
cities, continued legislative efforts to gain parity with other no/low property tax cities in the state. In FY
2015-16, Governor Brown agreed to restore TEA revenues over a five-year period. TEA will be fully restored
and Cupertino will keep 7.0% of property tax revenues in FY 2019-20 compared to 6.72% in FY 2018-19.
Additionally,the Educational Revenue Augmentation Fund (ERAF), a mechanism,enacted in July of 1992 by
the State Legislature to shift local tax revenues from cities, counties, and special districts to a State control
ERAF,absorbs the shift-back of the TEA.
The City experienced a net taxable value increase of 6.95%for the 2020-2021 tax roll.The bulk of the increase
was due to increases in residential properties by$802 million,or 5%. This category makes up 60.3%of the net
taxable value. Unsecured property tax increased by$782 million, or 47.6%. This category makes up 8.7% of
the net taxable value. Lastly,increases in commercial property values increased by$169 million,or 2.3%.This
category makes up 27.2% of the net taxable value. The effects of COVID-19 on housing prices in Cupertino
and the Bay Area have yet to be felt. Although values continue to increase, staff will monitor the potential
impact of long-term and even permanent telework environments in the City and region.
FY 2021-22 Adopted Budget Financial Schedules 128
OCCUPANCYTRANSIENT
FY 19-20 Actual 7,286,083
FY 20-21 Adopted 7,546,884
FY 20-21 Estimate 2,046,884
FY 21-22 Adopted 3,000,000
% of General Fund 3.35%
% Change from FY 20-21 Adopted -60.25%
Transient occupancy taxes (TOT) are levied on hotels and short-term room rentals located in the City at the
rate of 12% of room revenues. In November 2011, 83% of voters approved increasing the rate from 10% to
12%. This rate increase contributed to the upward trend shown in the TOT Historical Trend graph to the
right. TOT is expected to end FY 2020-21 lower than the adopted budget mainly due to the shelter-in-place
order Santa Clara County Public Health Department put into effect mid-March 2020 to control the COVID-19
pandemic. Until COVID-19 impacts are tempered and employees begin returning to their places of work,
TOT will suffer greatly.
Transient Occupancy Tax Historical Trend
N $10
c
0
$9
$8
$7
$6
$5
$4
$3
$2
$1
$0
FY 11- FY 12- FY 13- FY 14- FY 15- FY 16- FY 17- FY 18- FY 19- FY 20- FY 21-
12 13 14 15 16 17 18 19 20 21 22
TOT is projected to decrease 60.3%in FY 2021-22. The City anticipates a "full-recovery" of TOT by FY 23-24;
however, the extent of the recovery is uncertain as the decision for long-term and even permanent telework
environments remain to be determined. Currently, a recovery to a$7.5 million level is anticipated by FY 23-
24. With an Adopted Budget amount in FY 21-22 of $3 million, it is clear the recovery will not take place
overnight; however, staff is cautiously optimistic that this recovery could be accelerated through the
continued roll-out of COVID-19 vaccinations. Staff will continue to monitor these activities and bring
forward adjustments and recommendations as necessary.
FY 2021-22 Adopted Budget Financial Schedules 129
UTILITY TAX
FY 19-20 Actual 3,182,087
FY 20-21 Adopted 3,223,712
FY 20-21 Estimate 3,223,712
FY 21-22 Adopted 3,245,447
% of General Fund 3.62%
% Change from FY 20-21 Adopted 0.67%
The utility user tax (UUT), approved by voters in 1990, is assessed on gas,electricity, and telecommunication
services provided within the City's jurisdiction at a rate of 2.4% of billed charges. Revenues generated from
this tax can be used for general City purposes.
Utility Tax Historical Trend
H $4.0
0
$3.5
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0
FY 11- FY 12- FY 13- FY 14 FY 15- FY 16- FY 17- FY 18 FY 19- FY 20- FY 21-
12 13 14 15 16 17 18 19 20 21 22
Utility User Tax Comparison
TelecomGas/Electric Cable Water
Sunnyvale 2.0% - - 2.0%
Cupertino 2.41 i -
Mountain View 3.0% - - 3.0%
os Alto 3.
Palo Alto 5.0% - 5.0% 5.0%
Gilr hL 5.
San Jose 5.0% - 5.0% 4.5%
The City's tax rate is generally lower than that of other cities within Santa Clara County, as shown in the
chart above. In March 2002, voters approved extending the utility tax's sunset date from 2015 to 2030. This
extension corresponded with the extended debt maturity date resulting from the refinancing of debt for
FY 2021-22 Adopted Budget Financial Schedules 130
capital improvement projects. To maintain tax revenues currently received from telecom services, voters
passed a measure in 2009 to update the ordinance to the changing technology in this area.
In FY 2019-20,UUT revenues increased by 2.9%compared to FY 2018-19 and are estimated to increase 1.3%in
FY 2020-21. Budgeted revenues are expected to remain at $3.2 million for FY 2021-22 and beyond. This
revenue source will be monitored closely as the fiscal year progresses.
FRANCHISE FEES
FY 19-20 Actual 3,418,909
FY 20-21 Adopted 3,280,447
FY 20-21 Estimate 3,280,447
FY 21-22 Adopted 3,380,986
% of General Fund 3.77%
% Change from FY 20-21 Adopted 3.06%
Franchise fees are received from cable, solid waste, water, gas and electricity franchisees that operate in the
City. The fees range from 1% to 12% of the franchisee's gross revenues depending on each particular
agreement. As shown in the graph below,these revenues are relatively steady and not sensitive to economic
fluctuations.
Franchise Fee Collection Historical Trend
H $4.0
c
0
$3.5
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0
FY 11- FY 12- FY 13- FY 14- FY 15- FY 16- FY 17- FY 18- FY 19- FY 20- FY 21-
12 13 14 15 16 17 18 19 20 21 22
Franchise fee revenues decreased by 0.8% in FY 2019-20 from the prior year. In FY 2020-21, franchise fee
revenues are trending down 4.0%partially due to the winding down of development resulting in lower solid
waste revenues. Budgeted revenues are expected to remain at approximately $3 million for FY 2021-22.
This revenue source will be monitored closely as the fiscal year progresses.
FY 2021-22 Adopted Budget Financial Schedules 131
OTHER
FY 19-20 Actual 1,402,002
FY 20-21 Adopted 1,212,939
FY 20-21 Estimate 1,212,939
FY 21-22 Adopted 1,248,720
% of General Fund 1.39%
% Change from FY 20-21 Adopted 2.95%
Other taxes are comprised mainly of business license taxes, construction taxes, and property transfer taxes.
As shown in the graph,business license and property transfer taxes are relatively steady while construction
taxes are extremely volatile and sensitive to economic fluctuations.
Other General Fund Taxes Historical Trend
—CONSTRUCTION TAX —BUSINESS LICENSETAX —PROPERTY TRANSFER TAX
N $9
C
O
$7 If 1
$6
$5
$4
$3
$z
$1
$a
,yA 1h 'y(0
,yti yti y'Y tip` y5' y�o ,y'1 y�' ,y0' ytio' �.yti
With the influx of several major construction projects beginning in 2012, revenues began increasing. The
largest of the projects included the Apple Park and Main Street developments. These projects coupled with a
strong housing recovery created a record year for revenues in FY 2013-14. These revenues have since
returned to historic levels.In FY 2021-22,these revenues are expected to remain at$1.2 million.
CHARGES •
FY 19-20 Actual 11,986,328
FY 20-21 Adopted 11,091,064
FY 20-21 Estimate 13,392,301
FY 21-22 Adopted 12,047,922
% of General Fund 13.44%
% Change from FY 20-21 Adopted 8.63%
FY 2021-22 Adopted Budget Financial Schedules 132
This category accounts for charges to users of City services funded by the General Fund as well as internal
City-wide overhead. The City attempts to recover the cost of the services, including planning, zoning, and
engineering permit processing for new property development as well as some recreation-related fees. As
such, this revenue source is sensitive to economic fluctuations, as shown in the graph below. Apple Park and
other large developments generated large one-time revenues in FY 2013-14 as well as FY 2015-16 and FY
2016-17.
In addition, beginning in FY 2013-14, enterprise funds, internal service funds, and special funds began
charging for overhead services previously subsidized by the General Fund. Some internal strategic support
services (HR, Finance, City Clerk, etc.) also began charging internal departments for their services to
accurately capture the true cost of providing various programs and services within City operations. After a
comprehensive cost allocation plan (CAP) was approved by Council in April 2016, new CAP charges were
included to capture internal strategic support services that were previously excluded (City Council,
Facilities, Maintenance, etc.). In FY 2015-16, the City's administration changed its methodology for tracking
developer deposits driven by increased developer activity and, as a result, both budgets for revenues and
expenses were increased by anticipated deposit amounts leading to another large increase in revenue.
Charges for Services Historical Trend
H $20
0
$Is
$16
$14
$12
$10
$8
$6
$4
$2
$0
'y'1' ,y'3 ,yR 1y ti� ti1 ;yPo ti� :ti0 .L1 ,y`1.
yti yti y3' NV by y� y1 ti$ ti� ti0' yti
F� Fy F� Fa F� F� F� 1�
Current year actuals will come in higher compared to budgeted levels due to the uncertainty of the COVID-
19 pandemic impact causing the City's recreation facilities to shut down by way of the shelter-in-place orders
of the Santa Clara County Public Health Department. Increases to the City fees (effective July 3, 2021)would
represent additional revenues of approximately $551,000. As the City moves toward a recovery, growth in
charges for services revenues is anticipated in FY 2021-22,with a full recovery achieved in FY 2022-23.
FY 2021-22 Adopted Budget Financial Schedules 133
LICENCES AND PERMITS
FY 19-20 Actual 4,692,845
FY 20-21 Adopted 3,139,473
FY 20-21 Estimate 33,123,003
FY 21-22 Adopted 3,140,195
% of General Fund 3.50%
% Change from FY 20-21 Adopted 0.02%
Licenses and permits include fees for reviewing building plans, building inspections, construction, tenant
improvements, and commercial/residential installations for compliance with state and municipal building
codes.
Licenses&Permits Historical Trend
H $35.0
c
0
$25.0
$20.0
$15.0
$10.0
$5.0
$0.0
FY 11- FY 12- FY 13- FY 14- FY 15- FY 16- FY 17- FY 18 FY 19- FY 20- FY 21-
12 13 14 15 16 17 18 19 20 21 22
The Apple Park project and large residential projects (Rosebowl, Biltmore expansion, Main Street) generated
significant permitting revenues in FY 2013-14.Since then, activity has slowed until FY 2018-19 when revenues
came in 48.8% higher. Although this revenue source is relatively consistent from year to year, fluctuations
may occur depending on the timing of projects being completed. The $33.1 million estimated amount in FY
2020-21 is due to Vallco Town Center and its scheduled commencement in FY 2020-21 and FY 2021-22. These
revenues will be carried forward and recognized as the project progresses to completion. This revenue
category is expected to remain at$3.1 million in FY 2021-22.
FY 2021-22 Adopted Budget Financial Schedules 134
USE OF • PROPERTY
FY 19-20 Actual 4,189,877
FY 20-21 Adopted 1,246,510
FY 20-21 Estimate 1,246,510
FY 21-22 Adopted 1,249,220
% of General Fund 1.39%
% Change from FY 20-21 Adopted 0.22%
The use of money and property category is comprised of General Fund interest earnings as well as facility
and concession rental income of City-owned property. The City's portfolio is approximately $154.9 million.
Fluctuations in this revenue category are a result of investment earnings,as rental income is fairly steady.
Use of Money and Property Historical Trend
$3,000 F
a
m
0
r $2,500 -
$2,000
$1,500
$1,000
$500
$0
FY 11- FY 12- FY 13- FY 14 FY 15- FY 16- FY 17- FY 18 FY 19- FY 20 FY 21-
12 13 14 15 16 17 18 19 20 21 22
Investment earnings are a function of the amount of excess cash available for investment, current interest
rates, and composition of investments. The City's investment policy requires investments to be made in this
order of priority: safety, liquidity, and yield. The Federal Open Market Committee kept monetary policy
unchanged at their March 2021 meeting as expected, with the fed funds target rate in the range of 0.0% to
0.25%. The Fed intends to remain accommodative until the labor market has made a strong recovery and
inflation is sustainably on track to achieve their 2.0% longer-run target. The majority of Fed policymakers
expect to keep the fed funds rates unchanged through 2023. Through inflation rates are likely to increase in
the coming months, the Fed believes the increase will be transitory and the Fed intends to remain on the
sidelines. Fed Chair Powell emphasized that policymakers will clearly telegraph their outlook for monetary
policy well in advance of any future policy changes. The yield curve has steepened. Year-to-date, the yield
on 2-year Treasuries is about four basis points higher while the yield on 10-year Treasuries is nearly 83 basis
points higher, as of March month-end. In April, we have seen a modest retreat in longer-term Treasury
yields. Nevertheless, it is believed the Treasury yield curve is poised to modestly steepen further as the year
progresses, which would be consistent with an improving economic outlook, more widespread vaccine
FY 2021-22 Adopted Budget Financial Schedules 135
distribution, the anticipation of ongoing fiscal spending, and a moderate pick-up inflation. City staff will
continue to monitor interest rates as well as economic factors in both the local as well as the national
economy.
FORFEITURESFINES AND
FY 19-20 Actual 327,833
FY 20-21 Adopted 425,000
FY 20-21 Estimate 425,000
FY 21-22 Adopted 225,000
% of General Fund 0.25%
% Change from FY 20-21 Adopted -47.06%
Fines&Forfeitures Historical Trend
-CITY FINES -PARKING FINES -ADMIN CITATIONS
$500
$450
$400
$350
$300
v
$250
0
r $200
$150
$100
$50
$0
FY 11- FY 12- FY 13- FY 14- FY 15- FY 16- FY 17- FY 18- FY 19- FY 20- FY 21-
12 13 14 15 16 17 19 19 20 21 22
Fines and forfeitures account for revenues generated from vehicle,parking,and miscellaneous code violations
issued by the County Sheriff and the City's Code Enforcement officers. Fines and forfeiture revenue is
projected to remain relatively flat in FY 2020-21. In FY 2021-22 revenues are expected to decrease by 47%
based on a trending decrease in city fines.
INTERGOVERNMENTAL
FY 19-20 Actual 747,942
FY 20-21 Adopted 335,567
FY 20-21 Estimate 1,079,033
FY 21-22 Adopted 5,093,946
% of General Fund 5.68%
% Change from FY 20-21 Adopted 1418.01%
FY 2021-22 Adopted Budget Financial Schedules 136
Intergovernmental revenues are made up of federal, state, and regional grants, including miscellaneous
intergovernmental revenue. In FY 2021-22,revenues of$5,093,946 are anticipated.This significant increase in
revenue is due to the receipt of COVID-19 relief dollars as part of the American Rescue Plan Act of 2021. The
City is receiving$4,852,301 in FY 2020-21 and$4,852,301 in FY 2021-22.
MISCELLANEOUS
FY 19-20 Actual 1,217,670
FY 20-21 Adopted 1,003,857
FY 20-21 Estimate 1,507,457
FY 21-22 Adopted 1,000,555
% of General Fund 1.12%
% Change from FY 20-21 Adopted -0.33%
Miscellaneous revenues account for unanticipated revenues such as donations and administrative fees. FY
2021-22 miscellaneous revenue remains relatively consistent with FY 2020-21 Adopted Budget. FY 2020-21
miscellaneous revenue is estimated to come in higher than budgeted due to a $500,000 increase in
administrative fees for Community Development Department projects. The majority of the General Fund's
miscellaneous revenues are due to Apple's annual donation for additional sheriff services at Apple Park.
OTHER FINANCING SOURCES
FY 19-20 Actual 451,439
FY 20-21 Adopted 275,000
FY 20-21 Estimate 1,839,432
FY 21-22 Adopted 275,000
% of General Fund 0.31%
% Change from FY 20-21 Adopted 0.00%
Other Financing Sources generally account for refundable deposit revenues within the Community
Development Department. With significant fluctuations year-over-year, staff conservatively estimate these
revenues.This revenue source is expected to remain at$275,000 in FY 2021-22.
FY 2021-22 Adopted Budget Financial Schedules 137
TRANSFERS IN
FY 19-20 Actual 10,012,000
FY 20-21 Adopted 15,000
FY 20-21 Estimate 507,832
FY 21-22 Adopted 45,000
% of General Fund 0.05%
% Change from FY 20-21 Adopted 200.00%
Transfers In represent the movement of funds from one City fund to another; the General Fund in this case.
The City estimates between $15,000 and $45,000 in transfers in from the City's Tree Fund into the General
Fund to support ongoing tree maintenance operations. In FY 2019-20, and as part of the Mid Year Financial
Report,staff recommended and Council approved a$20 million transfer to the Capital Reserve to fund future
capital projects. Immediately subsequent to this transfer, the COVID-19 pandemic sparked unprecedented
uncertainty and as part of the FY 2019-20 3rd Quarter Financial Report, staff recommended and Council
approved $10 million of the$20 million be transferred back to the General Fund. The FY 2020-21 estimate of
$507,832 is unusually higher due to the refinancing of the City's certificates of participation in the fall of 2020.
Savings in the first year of approximately $492,000 were transferred back to the General Fund as part of the
Mid-Year Financial Report.
FY 2021-22 Adopted Budget Financial Schedules 138
General Fund Revenue Comparisons with Other
Jurisdictions
The table below shows General Fund Revenue Comparisons with neighboring jurisdictions for FY 2017-18
through FY 2021-22.It shows general fund revenue totals and population.
Adopted Adopted
Actual Actual Actual Budget Budget
city r r r r rr2021-22
Cupertino
General Fund-Rev $ 88,243,646 $ 89,788,444 $ 80,104,468 $ 80,528,492 $ 89,767,034
Population 60,572 64,127 64,344 66,762 -
Milpitas
General Fund-Rev $ 105,323,121 $ 112,751,530 $ 105,104,426 $ 117,049,988 $ 110,729,648
Population 77,874 80,208 84,196 86,399 88,660
Campbell
General Fund-Rev $ 51,149,304 $ 54,364,113 $ 50,606,793 $ 53,827,394 57,130,551
Population 42,567 42,243 41,793 11,92012 42,047
Fremont
General Fund-Rev $ 197,187,000 5 207,266,000 $ 201,589,000 5 206,605,000 $ 208,579,000
Population 234,544 237,811 241,110 244,257 247,445
Hayward
General Fund-Rev $ 158,401,000 $ 181,803,935 $ 170,106,989 $ 166,314,726 $ 178,634,398
Population 160,324 159,760 159,203 160,885 162,585
Mountain View
General Fund-Rev $ 136,376,999 $ 146,010,075 $ 142,667,193 $ 144,162,250 $ 146,412,350
Population 81,189 83,168 82,739 83,742 84,757
Palo Alto
General Fund-Rev $ 193,888,000 $ 205,600,846 $ 188,947,000 $ 175,115,000 $ 181,599,000
Population 66,960 66,258 65,364 65,457 65,550
San Jose
General Fund-Rev $ 1,297,914,684 $ 1,394,877,114 $ 1,204,729,056 $ 1,154,798,152 $ 1,218,643,055
Population 1,032,335 1,028,020 1,021,795 1,029,506 1,037,276
San Leandro
General Fund-Rev $ 111,589,270 $ 118,797,274 $ 17,510,313 $ 122,070,679 $ 123,102,300
Population 90,118 89,713 88,815 89,235 89,657
Santa Clara
General Fund-Rev $ 237,819,010 $ 284,451,230 $ 242,422,504 $ 233,115,437 $ 250,335,420
Population 126,709 129,085 130,365 131,971 133,597
Sunnyvale
General Fund-Rev $ 207,403,434 $ 212,294,815 $ 197,073,210 $ 216,278,805 $ 202,415,809
Population 153,217 152,807 152,703 154,127 155,565
The chart below shows FY 2021-22 Property Tax dollars per capita comparison with other jurisdictions.
FY 21-22 Property Tax Per Capita
Sao
600
400
a
V
a 200
0..E
v}
0
'C o� a0
�o
The chart below shows FY 2021-22 Sales Tax dollars per capita comparison with other jurisdictions.
FY 2021-22 Adopted Budget Financial Schedules 139
FY 21-22 Sales Tax Per Capita
600
500
400
300
Qw
U 200
py 160
v}
0
aim b r` °F -, 01,
The chart below shows FY 2021-22 Transient Occupancy Tax dollars per capita comparison with other
jurisdictions.
FY 21-22 Transient Occupancy Tax Per Capita
150
100
U 50
a
v}
0
y= 4a� ea
�o
The chart below shows FY 2021-22 Franchise Fee dollars per capita comparison with other jurisdictions.
FY 21-22 Franchise Fees Per Capita
100
80
60
40
U
T.
20
0
Sufi° 4W�e�
6 4P ya
*Only cable franchise fees are included.Franchise fees are not part of the General Fund but is included for comparison purposes.
The chart below shows FY 2021-22 Building Permit dollars per capita comparison with other jurisdictions.
FY 2021-22 Adopted Budget Financial Schedules 140
FY 21-22 Building Permits Per Capita
100
so
b
60
40
U
20
ua
0 s7AP 41
41 yi y� ya CP
moo`
*Building permit revenues are not part of the General Fund,but is included for comparison purposes.
FY 2021-22 Adopted Budget Financial Schedules 141
General Fund Expenditures
Estimates for the FY 2021-22 General Fund expenditures are based upon anticipated personnel and non-
personnel cost increases. This year, department budgets reflect a base budget with justified ongoing
expenses, accounting for changes in personnel costs and any other anticipated/known increased costs in FY
2021-22. In addition, most budgets were given additional funds for any unexpected expenditures that are
accounted for in the contingency account, which remained at 2.5% of base materials and contract services.
Lastly, per the City's Reserve policy, an unassigned General Fund balance above the $500,000 maximum
balance will be recommended for transfer to the Capital Reserve Fund for future capital and infrastructure
projects, after year-end close and as part of the mid-year financial report.
With a projected increase in unassigned fund balance for FY 2021-22 and an unexpected increase in revenues
during FY 2019-20 and FY 2020-21,the Adopted Budget is recommending to add back a number of prior year
materials and contract services requests that were deferred to mitigate the impacts of COVID-19.
Additionally, financial updates will be provided on a quarterly basis to effectively communicate the City's
progress toward a financial recovery from COVID-19.
As shown in the chart on the next page, FY 2021-22 expenditures are estimated at $89.8 million, which
represents an 11% increase compared to the adopted budget from the prior year. This budget reflects an
increase in Employee Compensation and Benefits due to negotiated salary and benefit changes as well as
increased retirement costs. There is also an increase in Materials primarily attributed to an increase in
software expenses, electrical, and water service charges in FY 2021-22. Additionally, there is an increase in
Contract Services primarily attributed to the annual increase to the City's Law Enforcement contract with
Santa Clara County Sheriff.Part of the increase in Contract Services is due to the inclusion of one-time special
projects that will be broken out and reported in the special project classification as part of the Adopted
Budget. These one-time projects are driven by the add-back of previously deferred items as a result of
COVID-19 as well as an increase in City Work Program items compared to the previous year.
GENERAL FUND EXPENDITURE SUMMARY
1 ' 1 ' 1 1 12021-22 Percent
AdoptedEXPENDITURES Actual Actual •o•
Employee Compensation 17,232,957 18,153,833 20,295,000 21,806,721 7%
Employee Benefits 6,963,384 7,732,290 8,903,632 10,154,044 14%
otal Personnel Costs 24,196,341 29,198,632 31,960,765
Non-Personnel Costs
Materials 4,494,677 4,860,223 6,058,121 6,639,523 10%
Contract Services 20,361,957 21,528,698 22,051,314 23,773,121 8%
Cost Allocation 9,368,223 9,786,477 10,473,534 11,948,062 14%
Capital Outlay&Special Projects 4,211,639 2,245,576 1,448,852 3,221,800 122%
Contingencies - 40 824,350 426,779 -48%
Other Uses 381,262 282,038 525,000 545,000 4%
Total Non-Personnel 38,817,758 38,703,053 41,381,171 46,554,285 1
Transfers 19,376,087 30,892,276 9,948,689 11,251,984 13%
TOTAL EXPENDITURES 82,390,187 95,481,452 80,528,492 89,767,034 11%
FY 2021-22 Adopted Budget Financial Schedules 142
The largest General Fund operating expenditure categories include Employee Compensation and Benefits
(35%), Contract Services (27%), Cost Allocation (13%), and Transfers Out (13%) as illustrated in the FY 2021-
22 General Fund Expenditures by Category chart.
General Fund Expenditures by Category
Other Uses
545,000
1%
Contingencies
426,779
0%
Transfers
11,251,984
Capital Outlay&Special Projects 13% Employee Compensation
3,221,800 21,806,721
4%° 24%
Cost Allocation
11,949,062
13%
Employee Benefits
10,154,044
11%
Materials
61639,523
Contract Services 7%
23,773,121
27%
Personnel Costs
Personnel costs total $32 million in FY 2021-22, comprising 35% of General Fund expenditures. These costs
are made up of salaries and compensation for benefitted and part-time staff(68%), retirement benefits (20%),
and other fringe benefits(11%),including health coverage.
Costs were calculated by taking an extract of payroll system information. This individual position-level
information was then reviewed,corrected, and updated by each department to include current vacancies and
filled positions,accurate salary step status, as well as any position reallocations. Also, all categories of benefit
costs in the coming year were projected. The most recent retirement plan and health plan information for
each position was also updated from the payroll system. Not included in personnel costs is the ongoing
contribution for retiree healthcare which is included in the transfers category. Costs in salary and benefits are
up primarily due to equity adjustments and negotiated salary and benefit changes.
CalPERS retirement rates are projected to increase 6.1%, as per the most recent actuarial valuation report
from CalPERS. In addition, the CalPERS discount rate is projected to remain at 7% as the CalPERS board has
not made any additional changes since December 2017. Future actuarial assumptions project changes to the
FY 2021-22 Adopted Budget Financial Schedules 143
discount rate and these projections are reflected in the General Fund forecast section of the budget.
A total of 208.75 FTEs are budgeted in FY 2021-22, up from 203.75 in FY 2020-21. The increase of 5.0 FTEs
represents a 2.5%increase in staffing.The change in positions is summarized below:
FY 1 1 Adopted Budget 203.75
Limited Term Recreation Coordinator -1.00
FY 121-22 Adopted Budget
Emergency Management Analyst 1.00
Environmental Programs Assistant 1.00
Senior Planner 1.00
Plan Check Engineer 1.00
Permit Technician 1.00
CIP Project Manager 1.00
FY 2021-22 Benefitted Positions
Non-Personnel
Non-personnel costs total $46.6 million in FY 2021-22, comprising 52% of General Fund budgeted
appropriations. These costs are primarily made up of Contract Services (27%), Cost Allocation charges (13%),
Materials (7%), Capital Outlays and Special Projects (4%). Costs were developed from the base budget
created in FY 2020-21 with justified ongoing expenses and adjustments for any other anticipated/known
increased costs in FY 2021-22. One-time projects were moved to a separate category in FY 2013-14 to ensure
that expenditure trends reflect ongoing expenditure needs. In FY 2017-18, a concerted effort was made to
differentiate costs related to special projects and capital outlays that are required to be depreciated. A special
projects series was created in the contracts section of accounts for any new special projects going forward.
With a projected increase in total unassigned fund balance for FY 2021-22, the City is able to add back a
number of FY 2020-21 materials and contract services that were cut due to COVID-19 which is reflected in the
13% increase in non-personnel costs compared to the prior year. Although program contingencies will
remain reduced from 5% of budgeted General Fund materials and contract services to 2.5%. Program
contingencies have been allocated proportionately among operating programs based on each program's share
of General Fund budget for materials and contract services. The City Manager Contingency is a second level
of contingency established for unexpected expenditures that may occur over the program contingency. In FY
2020-21, the City Manager Contingency was reduced from 2.5% of budgeted General Fund materials and
contract services to $75,000. This brings total contingencies for the General Fund to approximately 2.5% of
budgeted materials and contract services. This percentage is lower than the best practices adopted by the
Governmental Accounting Standards Board (GASB) which recommended 5-15% contingency. Program
contingency budgets may be used to cover unanticipated program expenses at the department's discretion,
while use of the City Manager Contingency will require City Manager approval. The Sheriff's and City
Attorney services contracts are excluded from the contingency calculation.
FY 2021-22 Adopted Budget Financial Schedules 144
General Fund Transfers
Transfers out represent transfers of monies out of the General Fund to various other funds. These transfers
provide resources to the receiving fund to support operating and capital project costs. For FY 2021-22,
budgets have been established for the following transfers.
Transfer Out oiAmount
Special Revenue Funds Sidewalk, Curb and Gutter $6,457,824
Maintenance
Debt Service Funds= JJJ§F�nnual Debt PaymenJllllllllllllllll` $2,621,000
Blackberry Farm Golf Course,
Enterprise Funds $886,801
Outdoor Recreation
IT Infrastructure,Meral Fund =
IS ice Funds Subsidy of Compensated Absences $1,286,359
and Retiree Medical
TOTAL $11,251,984
FY 2021-22 Adopted Budget Financial Schedules 145
General Fund Fund Balance
As prescribed by GASB Statement No. 54, governmental funds report fund balance in classifications based
primarily on the extent to which the City is bound to honor constraints on the specific purposes for which
amounts in the funds can be spent.Fund balances for governmental funds are made up of the following:
Nonspendable Fund Balance — includes amounts that are (a) not in spendable form, or (b) legally or
contractually required to be maintained intact. The "not in spendable form" criterion includes items that are
not expected to be converted to cash, for example: prepaid items, property held for resale and long-term
notes receivable.
Restricted Fund Balance — includes amounts that can be spent only for the specific purposes stipulated by
external resource providers, constitutionally or through enabling legislation. Restrictions may effectively be
changed or lifted only with the consent of resource providers.
Committed Fund Balance—includes amounts that can only be used for the specific purposes determined by
a formal action of the City's highest level of decision-making authority,the City Council. Commitments may
be changed or lifted only by the City taking the same formal action (resolution) that imposed the constraint
originally.
Assigned Fund Balance— comprises amounts intended to be used by the City for specific purposes that are
neither restricted nor committed. Intent is expressed by the City Council or official to which the City Council
has delegated the authority to assign amounts to be used for specific purposes.Through the adopted budget,
the City Council establishes assigned fund balance policy levels and also sets the means and priority for the
City Manager to fund these levels.
Unassigned Fund Balance—is the residual classification for the General Fund and includes all amounts not
contained in the other classifications.Unassigned amounts are technically available for any purpose.
In circumstances when an expenditure may be made for which amounts are available in multiple fund
balance classifications, the fund balance in General Fund will generally be used in the order of restricted,
unassigned, and then assigned reserves. In other governmental funds, the order will generally be restricted
and then assigned.
FY 2021-22 Adopted Budget Financial Schedules 146
General Fund Classification of Fund Balance
Adopted
AdoptedActuals Actuals Budget Projection
Non Spendable
Loans Receiva le 454,188 449,341 446,000 446,000 441,000
Advance to Other Funds - 3,000,000 - 3,000,000 3,000,000
Total Non Spendable 454,188 3,449,341 446,000 3,446,000 3,441,000
Restricted a A
Public Safety Power Shutoff - 217,551 - - -
CASp Certification and Training i 13,982,MllMW,193 X3,982 1113,982 = 13,982
PRSP Section 115 Trust 8,109,521 12,725,224 12,000,000 18,491,004 20,491,004
Public Access Televisi 1,346,16 ,368,789 1,346,167 1,368,789 1,368,789
Total Restricted 9,469,670 14,324,757 13,360,149 19,873,775 21,873,775
Committed
Economic Uncertainty 19,000,000 19,000,000 19,000,000 19,000,000 19,000,000
Sustainability Reserve 123,397 127,891 123,397 127,891 127,891
MMM�llllllllllllTota1 Committed 19,123,397 19,127,891 19,123,397 19,127,891 19,127,891
Assi�yne
Reserve for Encumbrances 1,979,202 3,176,882 3,000,000 3,000,000 3,000,000
Total Assigned 1,979,20 ,176,882 3,000,000
Total Unassigned 27,896,128 34,426,942 16,040,633 37,811,790 35,697,647
TOTAL FUND BALANCIW 58,922,5 ! 74,505,813 51,970,179 83,259,45 83,140,31
FY 2021-22 Adopted Budget Financial Schedules 147
All Funds Summary
This section provides information on the FY 2021-22 Special Revenue,Debt Service,Capital Project,
Enterprise and Internal Service Funds budgets including,expenditure and revenue highlights,transfers to
other funds,reserve funds and the financial forecast.
Revenue Estimates
Estimates for FY 2021-22 fund balance and individual revenue accounts are based upon a careful
examination of the collection history and patterns as they relate to such factors as seasonality and
performance in the economic environment that the City is most likely to encounter in the coming year. Each
source of revenue can be influenced by external (outside of the City's control) and/or internal factors. The FY
2021-22 revenue estimates are built on the assumption that the economy will experience conservative growth
toward a recovery from COVID-19.
Special Revenue Funds
Special Revenue Funds account for the proceeds of specific revenue sources that are legally restricted to
expenditures for specific purposes. Special Revenue Funds include the Park Dedication, Transportation,
Storm Drain,and Environmental Management/Clean Creeks funds.
Revenue
Revenue sources for special revenue funds are summarized in the table below and discussed in greater detail
following the table:
i i
REVENLTE SOURCES
Actuals. Projected Adopted Budget
Other Taxes 372,233 3,102,882 3,691,092
LIse of Money&Property 1,246,997 M
Intergovernmental 3,296,199 4,331,834 3,468,030
Charges for Services 1,501,776 W557,384 1,547,078
Miscellaneous Revenue 704,734 1,443,723 87,097
Fines and Forfeitures 16,1Aimm 10,000 10,000
Transfers In 1,318,792 4,200,000 10,322,824
Total Revenue Sources $8,456,905 $15,150,028 $19,130,289
Revenues are projected to increase$4.0 million over the previous fiscal year.This is largely due to an increase
in transfers into the Transportation Fund offset with declines in non-discretionary revenue sources.
Qualifying projects in the Capital Improvement Program Capital Projects Fund will be using Measure B
funds. A reduction in miscellaneous revenues is due to one-time capital project donations from Apple Inc.,
that will be carried over from previous fiscal years until the project is completed and the revenues are
recognized.
Expenditures
Expenditure uses for special revenue funds are summarized in the table below and discussed in greater detail
following the table:
FY 2021-22 Adopted Budget Financial Schedules 148
EXPENDITURE
Actuals Projected Adopted Budget
Employee Compensation 1,172,476 1,576,185 1,772,223
Employee Benefits 559,156 780,434 EL 905,260
Materials 724,637 1,416,338 959,847
Fontract Services 597,338 1,848,259 1,451,016
Cost Allocation 486,532 1,046,834 1,325,945
Capital Outlays 3,612,522 5,514,354 7,365,000
Special Projects 3,572,148 5,995,259 3,900,000
Contingencies 34,044 36,733
Transfers Out 12,000 15,000 381,000
Total Expenditures Uses $10,736,810 $18,226,707 $18,597,024
Expenditures are projected to increase by$0.4 million primarily due to an increase in funding allocation for
streets and road maintenance. FY 19-20 experienced declines due to uncertainty brought on by COVID-19;
however, with the City's financial position remaining strong, transportation and streets pavement
maintenance are anticipated to increase.
Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the
difference between revenue and expenditures to arrive at the ending fund balance.
CHANGES TO FUND BALANCE 2019-20 : :
Actuals Projected Adopted Budget
Beginning Balance 34,275,079 31,995,174 29,918,495
Net Increase(Decrease)in Fund Balance (2,279,905) (3,076,679) ' 533,265
Ending Balance $31,995,174 $28,919,495 $29,451,760
Debt Service Fund
The Debt Service Fund provides for the payment of principal, interest, and associated administrative costs
incurred with the issuance of debt instruments for the City's Public Facilities Corporation. The budget funds
the Corporation's annual payment of principal and interest on the City Hall/Community Hall/Library
Certificates of Participation(COP)that will be paid off by July 1,2030.
On September 29, 2020, the City's 2020A Certificates of Participation (2020 COPs) were successfully sold in
order to refund the City's 2012 Certificates of Participation for debt service savings.The refunding generated
net present value savings of approximately$3.14 million, 11.61% of refunded par and a True Interest Cost of
0.72%. Savings to the City's General Fund amounts to approximately$494,000 per year for the next 10 years,
or almost$5 million in total savings.
Revenue
FY 2021-22 Adopted Budget Financial Schedules 149
Revenue sources for the Debt Service Funds are summarized in the table below and discussed in greater
detail following the table:
REVENUE SOURCES i i i i2021-22
AdoptedActuals Projected . ,
Use of Money&Property 26,611 332
Other Finandng Sources 918,704 -
Transfers hi 3,172,838 3,1.69,138 2,621,OW
Total Revenue Sources $3,199,449 $29,088,174 $2,621,000
Revenues experienced significant increased activity in FY 2020-21 due to the refinancing. Annual transfers
in from the General Fund are anticipated to decrease as a result of the savings from the refinancing.
Expenditures
Expenditure uses for Debt Service Funds are summarized in the table below and discussed in greater detail
following the table:
EXPENDITUREi i ii2021-22
Actuals Projected Adopted
Debt Service 3,174,337 30,719,030 2,67 6,000
Transfers Out - 492,832 -
Total Expenditures Uses $3,174,337 $30,719,030 $2,676,000
Expenditures experienced significant increased activity in FY 2020-21 due to the refinancing. Annual debt
service payments are expected to decrease in respect to years past as a result of the savings achieved from the
refinancing.
Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the
difference between revenue and expenditures to arrive at the ending fund balance.
CHANGES TO D BALANCE 2019-20 ii2021-22
Actuals Projected Adopted Budget
Beg-iming Balance 1,660,760 1,685,872 -7,016
Net Increase(Decrease)in Fund Balance- 25,112 (1,630,956) (55,000)
Ending Balance $1,685,872 $59,016 $16
Capital Project Funds
This fund pays for the acquisition of major capital facilities and/or construction of major capital projects.
FY 2021-22 Adopted Budget Financial Schedules 150
Revenue
Revenue sources for Capital Project Funds are summarized in the table below and discussed in greater detail
following the table:
i i ii2021-22
SOURCESREVENUE
AdoptedActuals Projected
Use of Money and Property 907,854 - -
h-Ltergovenunental 55,000 1,460,000 385,952
urges for Services
Miscellaneous 2,789,450 4,967,967 -
Transfers In 35,363,157 6,430,000 T 7,557,048
Total Revenue Sources $ 39,115,461 $ 12,857,967 $ 7,943,000
Revenue is projected to decrease by $4.9 million. This decrease is primarily due to one-time Apple funded
project donations carried over from FY 2019-20.
Expenditures
Expenditure uses for Capital Project Funds are summarized in the table below and discussed in greater detail
following the table:
EXPENDrrURE USES 2019-20 i i2021-22
Actuals Projected Adopted
Einployee Compensation 280,911
Ernpinyee Benefits 107,386 -
Contract Services 127,856 4,130,320 790,000
LapitalOutlays IN 5,202,398 9,165,790 7,328,000
Cost Allocation - 168,274 -
Transfers Out . 26,057,719 1,989,449 11,422,048
Total Expenditures Uses $ 31,776,270 $ 15,453,933 $ 19,540,048
Expenditures are projected to increase by $4.1 million dollars due to an increase in Capital Improvement
Program projects in FY 21-22.
Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the
difference between revenue and expenditures to arrive at the ending fund balance.
FY 2021-22 Adopted Budget Financial Schedules 151
CRANGES TO FUND BALANCE 2019-20 I I2021-22
BudgetActuals Projected Adopted
Beguvvi2g Balance 33,211,943 40,551,134 37,955,26E
Net Increase(Decrease)u1 Fund Balance 0=7,339,191 (2,595,866) (11,597,048)
Ending Balance $40,551,134 $37,955,268 $26,358,220
Enterprise Funds
Enterprise Funds are set up for the provision of specific services that are funded directly by fees charged for
those goods or services. Enterprise Funds include the Resource Recovery, Sports Center, Blackberry Farm
Golf Course and Recreation funds.
Revenue
Revenue sources for Enterprise Funds are summarized in the table below and discussed in greater detail
following the table:
i i ii2021-22
BudgetREVENUE SOURCES
Actuals Projected Adopted
Use of Money&Property Wr WM 824,304 290,UUU 693,UUU
Intergovenunental 14,950 15,000 14,000
Charges For Services 5,727,442 5,217,578
Miscellaneous Revenue 9,819 10,00U
Transfers WW 3,523,000 2,849," sm'so1
Total Revenue Sources SIQ,Q99,5I5 57,594,333 56,82I,379
Revenue is projected to decrease by $773,000; however, the adopted revenues are consistent with the FY
2020-21 Adopted Budget. Although revenues are projected to outperform estimates in FY 2020-21,the timing
and extent of recovery from COVID-19 is difficult to measure.As a result, conservative revenue estimates are
being applied to the FY 2021-22 Adopted Budget.
Expenditures
Expenditure uses for Enterprise Funds are summarized in the table below and discussed in greater detail
following the table:
FY 2021-22 Adopted Budget Financial Schedules 152
ii2021-22
Actuals Projected Adopted Budget
Emplovee Compensation 1,663,896 1,601,475 1,871,811
Emplovee Benefits 647,092
hiateiials 328,368 389,036 417,242
Contract Services 4,348,470 4,808,179
Contingencies - 128,141 134,527
Cast Allocation 923,089 1,034,107
Special Projects 267,823 2,288,9a9 229,QQQ
Transfers Out 275,158 291,445 275,159
Total Expense Uses $8,902,199 $10,502,095 $9,417,117
Expenditures are projected to decrease by approximately $1.1 million, largely in part to a reduction in one-
time special projects in FY 2020-21 that are not included in FY 2021-22.
Retained Earnings
Enterprise funds carry retained earnings instead of fund balance. Retained earnings are calculated by taking
the beginning balance and then adding the difference between revenue and expenditures to arrive at the
ending retained earnings.However, some of these resources are not liquid and represent capital assets.These
monies are generally accumulated to support capital replacement and/or expansion needs.
CHANGES TO RETAINED EARNINGS i i i i2021-22
Actuals Projected Adopted Budget
Beginning Balance 8,056,5% 9,253,822 6,346,060
Ut Increase(Decrease)in Retained Earnings 1,197,316 (2,907,762) (2,595,738)
Ending Balance $9,253,822 $6,346,060 $3,750,322
Internal Service Funds
Internal Service Funds are used for areas where goods or services are provided to other departments or
governments on a cost-reimbursement basis. Internal Service Funds include the Information Technology,
Equipment, Workers Compensation, Long-Term Disability/Compensated Absence, and Retiree Medical
funds.
Revenue
Revenue sources for Internal Service Funds are summarized in the table below and discussed in greater detail
following the table:
FY 2021-22 Adopted Budget Financial Schedules 153
I ' I I I2021-22
REVENUE SOURCES
Actuals Projected Adopted Budget
Use of Money&Property 367,522 -
Charges for Services 4,264,832 4,340,868 4,678,201
Transfers 3,573,000 490,OOQ 1,652,359
Other Finnancing Uses 307,569 246,385 356,839
Total Revenue Sources $8,512,923 $5,277,253 $6,687,399
Revenues are projected to increase by $1.4 million due to increased transfers from the General Fund for
equipment replacement,compensated absence,and retiree medical payments for FY 2021-22.
Expenditures
Expenditure uses for Internal Service Funds are summarized in the table below and discussed in greater
detail following the table:
I I2021-22
Actlaals Projected Adopted Budget
Employee Compennsation 1,523,779 1,636,794 1,736,052
Employee Benefits 2,013,354 1,8%,6% 2,015,467
Materials 658,289 1,061,810 1,220,956
Contract Services 1,220,98M1,549,979 1,696,641
Contingencies - 39,947 72,910
Cast Allocation 1,816,928 52,343 60,817
Special Projects (29,696) 886,730 1,Q58,20Q
Transfers Out 897,684 %9,469
Total Expenditures Uses $7,403,653 $8,041,983 $8,830,512
Total expenditures is projected to increase approximately $789,000 as a result of negotiated labor increases
and additional I&T-related one-time special projects slated for FY 2021-22.
Retained Earnings
Internal Service Funds carry retained earnings instead of fund balance. Retained earnings are calculated in
the same manner as fund balance, taking the beginning balance and then adding the difference between
revenue and expenditures to arrive at the ending retained earnings. However, some of the resources are not
liquid and represent capital assets. These monies are generally accumulated to support capital replacement
and/or expansion needs.
CHANGES TO RETAINED EARNINGS 2DI9-2D I I2021-22
Actuals Projected Adopted Budget
Beginning Baluice 6,850,179 7,959,449 3,194,719
Net Increase(decrease)in Retained Earnings 1,109,270 (2,764,730) (2,143,113)
Ending Balance 57,959,449 55,194,719 53,Q5I,6Q6
FY 2021-22 Adopted Budget Financial Schedules 154
General Fund Forecast
Overview
City staff develops medium-term (5-year) and long-term (20-year) forecasts as part of the budget process.
While long-term projections are inherently less reliable than short-term projections, they can help detect
structural budget issues early. As shown in the following chart, projections show increasing operating
deficits in the next 20 years due to revenues growing slower than expenditures.
20-Year General Fund Financial Forecast
$ia000000a
GG
120.3�^122.1M1R�'�'4 125.7M
$1za,00a,00a o 15.s
118.Shf
5 1�8.3 M1A5].79.5M 112.4
51�3.3M1+51�3.3 NY�5,8
$100.7 M
$45.5M$45.5M$48.2M_
$84.5M S90 SM -
$84,900,I7U0
$94,900,400
$24,900,400
n, '14 '1°' 30 „�'v �ry 33 ,niA ,ni`''
10 o� d� "I'll ry o1 � o� a''ti del' off' of o� I'll a 41 o�
'4 '� 'L ti61" tio''� '6o 'IV 'L I'll ti ti ry ti ti ti ti ti
Revenues Expenditures
Revenue growth is primarily driven by sales,property,and transient occupancy taxes.Revenues are expected
to decrease in FY 2021-22 for a few reasons:
• Sales tax revenues experienced tremendous growth in FY 2019-20 and FY 2020-21 due to increases in
business-to-business and online sales. In FY 2021-22, sales tax revenue is expected to decline as
businesses begin to open and online sales decrease.
• Property tax--while stable currently--could be affected as new telecommute policies impact property
values in the Bay Area.
• Transient occupancy tax is not expected to fully recover until FY 2023-24. And the extent of a "full
recovery" is unknown. Like property taxes, we do not fully understand how telecommuting policies
will impact the demand for City hotels.
FY 2021-22 Adopted Budget Financial Schedules 155
Expenditure growth is primarily driven by increases in pension liability costs and the City's Law
Enforcement contract with the Santa Clara County Sheriff's Office. To mitigate the impacts of COVID-19, the
City is continuing to maintain reduced contingency amounts,which the City reduced by 50%in FY 2020-21.
Since revenues grow at a slower pace than expenditures, annual operating deficits are projected to increase,
as shown in the following chart.
$s,nonann
20-Year General Fund ❑peratingSurpluses/Deficits
$4,0o0,ao0
$2000900
$03M
S03M 1M
5 ,
$O.OM I
-50.6 r,1
$(4,000,000) -$3.6M -$3.GM
-$4.2M
-$4.9M
$I6,000,000� -S55M
-$6.7M
-5a.0M
-S6.6M
-59.2M
5llu,nuo,000l
yAy y0 I'D' L�� L L01� 'LORD � `00, Illy 4;1 YO�ti LO'� I'll 41 40 I'll' le
Although it is difficult to estimate the full impacts of COVID-19 into the near and long-term, the City's fiscal
foundation remains strong. With the General Fund's Economic Uncertainty Reserve intact and a healthy
unassigned fund balance, the City is poised to withstand the impacts of COVID-19 into the future. While we
continue on the road to recovery and return to a "new normal," staff will continue to monitor the situation
and adjust when necessary. Staff fully intend on keeping the City Council and community informed with
regular updates.Having the latest information and up-to-date data will allow for informed decision-making.
FY 2021-22 Adopted Budget Financial Schedules 156
Forecast Methodology
A financial forecast is a planning tool that helps staff identify trends and anticipate the long-term
consequences of budget decisions. The forecast is instrumental in modeling the effects of retirement costs,
employee compensation,and revenues on the City's budget.
The forecast is not a plan but a model based on cost and revenue assumptions updated regularly as new
information becomes available. Of these components, cost projections, which are based on known costs, are
relatively reliable. On the other hand,revenue forecasts are based on assumptions related to future economic
conditions, which are fraught with uncertainty. Economic forecasts change frequently and demonstrate the
difficulties of committing to a particular prediction of the future. For this reason, staff updates the forecast
regularly.
While economic conditions are the primary drivers for economically sensitive revenues such as sales tax and
property tax,performance is primarily driven by other factors for non-economically sensitive categories such
as the utility user tax and franchise fees. These revenue categories are more heavily impacted by utility rate
changes, energy prices, and consumption levels. Collections from local, state, and federal agencies are
primarily driven by grant and reimbursement funding available from these agencies. As a result, these
revenues experience no significant net gain or loss during economic expansions or slowdowns. All revenue
projections are based upon a careful examination of the collection history and patterns related to seasonality
and the economic environment the City is most likely to encounter in the future. Staff also considered
potential COVID-19 impacts in determining the most reasonable estimated figures.
A discussion of both the national and local economic outlooks used to develop the revenue estimates for the
FY 2020-21 forecast is included below. To create the revenue forecasts, the City reviewed national, state, and
regional economic forecasts from multiple sources, including the Congressional Budget Office, California's
Legislative Analyst's Office (LAO), and the Center for Continuing Study of the California Economy(CCSCE).
To develop the sales tax, property tax, and transient occupancy tax (TOT) revenue projections, the City
worked with HdL Companies, a tax consultant. In February 2019, the City began working with UFI (Urban
Futures,Inc.), a financial advisory and consulting firm,to:
. review,update,and enhance the City's baseline financial forecast;
• evaluate fiscal strategies including potential local revenue measures;
• develop capital financing options,structures,and estimates for identified projects;and
• prepare an analysis of city charter costs/benefits related to fiscal activities.
This forecast includes the updates and enhancements that UFI has made to the City's baseline financial
forecast.
National Economic Outlook
Through the fourth quarter of 2020,the U.S. economy continued to show steady growth.U.S. Gross Domestic
Product (GDP) increased by 4.0% in 2020 according to the Bureau of Economic Analysis, compared with an
increase of 2.1%in 2019. The increase in fourth quarter GDP reflected both the continued economic recovery
from the sharp declines earlier in the year and the ongoing impact of the COVID-19 pandemic,including new
restrictions and closures that took effect in some areas of the United States.
Economic growth is poised to accelerate meaningfully in the current quarter as vaccine distribution becomes
more widespread in the U.S. amid an ongoing backdrop of robust fiscal support, low interest rates, and
accommodative monetary policy. The vaccine rollout has been faster than expected, and roughly 20% of the
FY 2021-22 Adopted Budget Financial Schedules 157
U.S. population is now fully vaccinated, and more than one-third has received at least one dose. Meanwhile,
robust fiscal spending along the Federal Reserve's highly accommodative monetary policy continues to
provide support for the economic and financial markets.
As we move forward through the pandemic and more information becomes available,staff will bring forward
updates and adjustments to City Council regularly as necessary.
Cupertino Economic Outlook
Despite strong economic performance continuing in Silicon Valley and Cupertino pre-COVID, data from the
State of California Employment Development Department indicates significant impacts resulting from the
virus.
Due to the timing of property appraisals entering the assessor's role, the City does not anticipate significant
impacts to property tax revenues in FY 2021-22. Property tax, while stable currently, could be affected as
new telecommute policies impact property values in the Bay Area. Although strong in previous years,
construction activity will continue to flatten out as recent large development projects,notably Apple Park,are
now complete. Given the level of volatility surrounding COVID-19 and the uncertainty of recovery time, it is
difficult to estimate the timing of significant projects that could positively impact the City's general revenue
bases.
FY 2021-22 Adopted Budget Financial Schedules 158
Revenues
The City's top three revenue sources continue to be property tax, sales tax, and transient occupancy tax
(TOT).While this will continue to be true,the City will not see the same level of revenue as in recent years.
As shown in the chart below, General Fund revenues are expected to decrease from$96.3 million in FY 2020-
21 to$89.6 million in FY 2021-22 and increase each year in the forecast. Sales tax is projected to decrease from
the highs of FY 2020-21.Transient occupancy tax is projected to recover to a new normal gradually. Property
tax is anticipated to be stable in FY 2021-22. Other revenue sources consider assumptions ranging from no
growth to conservative growth.
20-Year General Fund Revenue Forecast by Category
si�aooaooa e 55
5115.9 M511 fi.8M5118.S4120.3 M$122.1 A.r 123.94126.7M
S 120•000•�� a 113.2 MS
S 103.3 M'1�96
`111.4MS
SSOS.S �
143.3Ma1O3.3M
$98.2MS190.7 — — �
$100,860,000 596.6M$96.5M
589.6M S90.5M
1 �
g eaaoaooa
g za aoo OW
$-
tiry ti3 L1k by -P ;L, Y4 P 36 3~ Iry .p �b
by 6 P bra b1 6p 6 b 69 b� bey 6f b�� 6� dp b* b 1
'4 '� 'ti ti ti ti ti ti ti ti ti ti ti ti 'L `Y 'L '4 `L 'Y
■SalesTax ■Property Tax ■Transient Occupancy Tax ■Utility Tax
■Franchise Fees ■Other Taxes ■Licenses and Permits ■Use of Money and Property
■Intergovernmental Chargesfor Services ■Fines an d F orfe it u res ■Miscellaneous
■Tra nsfers In Other Financing Sources
FY 2021-22 Adopted Budget Financial Schedules 159
FORECASTFIVE-YEAR GENERAL FUND REVENUES
i i i i i 042025-26
Estimate Adopted Forecast Forecast Forecast Forecast
REVENUES
Sales Tax 33,089,302 27,855,559 28,887,849 29,496,684 29,496,684 30,115,742
Property Tax 27,821,317 27,840,341 28,773,396 29,875,736 29,875,736 31,041,188
Transient Occupancy Tax 2,000,000 3,000,000 5,000,000 7,500,000 7,500,000 7,750,155
Utility Tax 3,223,712 3,245,448 3,267,283 3,289,218 3,289,218 3,311,208
Franchise Fees 3,280,447 3,380,985 3,481,524 3,582,062 3,582,062 3,679,856
Other Taxes 1,849,167 1,248,720 1,284,309 1,323,480 1,323,480 1,359,876
Licenses and Permits 3,139,473 3,140,195 3,155,896 3,171,675 3,171,675 3,187,534
Use of Money and Property 1,246,510 1,249,220 2,454,050 2,585,328 2,585,328 2,762,255
Intergovernmental 5,906,902 5,093,946 242,853 244,067 244,067 245,288
Charges for Services 13,392,301 12,047,922 12,704,896 13,065,634 13,065,634 13,401,909
Fines and Forfeitures 150,000 225,000 225,000 225,000 225,000 225,000
Miscellaneous 1,085,482 1,000,555 1,050,635 1,101,679 1,101,679 1,152,918
Transfers In 15,000 45,000 - - - -
Other Financing Sources 100,000 275,000 - - - -
TOTAL REVENUES 96.2.2&13 89,647,891 90,527,691 95,460,564 95,460,564 98,232,928
Sales Tax
Currently, sales tax is the City's largest revenue source. Sales taxes are collected at the point of sale and
remitted to the California Department of Tax and Fee Administration (formerly the Board of Equalization),
which allocates tax revenue owed to the City in monthly payments.
S-Year Sales Tax Forecast
$33.1M
$28,9M
$29.5M $29.SM $30.1M
$27.9M
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
Sales tax revenues increased significantly in FY 2019-20 and FY 2020-21 due to increases in the City's
business-to-business industry group and online sales. This is directly related to COVID-19 and State-wide
efforts to convert to a remote work environment. Additionally, with Shelter-in-Place orders in effect, there
was a reduction in brick and mortar retail sales, resulting in increased online sales that also increased the
City's tax base. However, we believe this to be a one-time experience due to State-wide shelter-in-place
mandates.
FY 2021-22 Adopted Budget Financial Schedules 160
In FY 2021-22, sales tax is projected to be $28.9 million in FY 2021-22, a decrease from the highs achieved in
FY 2019-20 and FY 2020-21. Sales tax is projected to grow by an average annual growth rate of 1.4% in the
forecast. Staff used conservative estimates for business and industry, general consumer goods, restaurants
and hotels,and state and county pools.
Business-to-business (13213) revenue is the largest portion of the City's sales tax base, so the City's sales tax
revenue is sensitive to economic forces. In particular, the City's two largest sales tax sources—both
technology companies—account for a large portion of the City's total sales tax base. Sales tax revenue is
reported two quarters in arrears, providing the City with about six months to react if this revenue source
starts to decline.
Given the volatility of B2B revenue, which accounts for the majority of the City's sales tax revenue, a key
goal of the City's long-term fiscal strategic plan is to diversify its sales tax base. Recently completed
development projects such as Nineteen800 and Main Street are expected to boost retail sales and reduce the
City's reliance on B2B revenue.
Property Tax
Property taxes are anticipated to remain stable in the near term, but we have yet to identify how potential
telework structures might impact these revenues in the long term.
5-Year Property Tax Forecast
$31,OM
$29.9M $29.9M
$27.8M $27.8M $28.8M
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
Property tax revenues are projected to increase by an average annual growth rate of 2% in our forecast. This
moderate forecast is based on various factors, including historical trends for the City and projections for the
region. Historically, property tax has increased at an average annual growth rate of 11%. However, this
moderate forecast projects a much lower growth rate because no major development projects are expected in
the City. The reduction in development activity will reduce the City's property tax growth in the future.
Major development projects, such as Main Street and Apple Park, were a significant contributor to the
historical growth in property tax revenues.
Transient Occupancy Tax
Transient occupancy tax (TOT) revenues experienced a significant decrease due to reduced travel and
increased remote work during the pandemic. TOT revenues were$8.9 million in FY 2018-19 and $7.3 million
in FY 2019-20. TOT revenues are projected to be $2.0 million in FY 2020-21 and $3.0 million in FY 2021-22.
FY 2021-22 Adopted Budget Financial Schedules 161
Transient occupancy taxes rely heavily on local business' employees being at the workplace. As a result,
potential telework structures will also have a significant impact on these revenues.
The City anticipates a recovery of TOT revenues by FY 2023-24; however, the extent of the recovery is
uncertain as decisions regarding long-term teleworking remain to be determined. This forecast assumes that
TOT revenues will recover to 75% of pre-COVID levels, or$7.5 million, in FY 2023-24 and gradually increase
from the new normal. Until COVID-19 impacts are reduced and employees begin returning to their
workplaces, TOT revenues will suffer greatly. Staff is cautiously optimistic that the continued roll-out of
COVID-19 vaccinations could accelerate the recovery.
5-Year Transient Occupancy Tax Forecast
57 $7.8M
5M 575M
85,OM
$3.OM
$2.OM
411111
2020-21 2021-22 2022-23 2023-24 2024-25 202526
In the forecast, TOT is projected to increase at an average annual growth rate of 4.4%. Beginning in FY 2023-
24, the City used a moderate forecast based on historical tax collections. This moderate forecast assumes
slower growth than historical trends,given that no additional hotels are expected to open.De Anza Hotel and
Cupertino Village Hotel are not included in the forecast as they have not been permitted yet.
TOT revenues are impacted by the tax rate charged on hotels in the City,the occupancy rate of the hotels,and
the average daily room rates (ADR) of the hotels. TOT revenues are highly correlated with B2B revenue, as
TOT revenues in Cupertino are primarily driven by business travel. Occupancy rates are currently at record
levels given our strong local economy.However,given a large amount of business travel in the City,a decline
in the economy could significantly impact this revenue source.
Licenses and Permits
FY 2021-22 Adopted Budget Financial Schedules 162
5-Year Licenses&Permits Forecast
$3.1M 53.1M 53,2M 53.2M $3.2M $3,2M
2020-21 2021-22 2022-23 2023-24 202425 2025-26
Licenses and permits are forecasted to decrease in FY 2020-21 due to reduced development activity but
increase slightly in the out-years. Licenses and permits revenue is projected to grow at a rate of 0.5% each
year in the out-years. The forecasts were based on forecasts of California residential building permits, non-
residential building permits, and construction payrolls from the UCLA Anderson Forecasts for the Nation
and California. Out of prudence, this forecast does not reflect any major development projects that are
awaiting approval.If new development projects are approved,staff will update this forecast accordingly.
Charges for Services
Revenues from charges for services have decreased from their FY 2016-17 levels, primarily due to a decrease
in development activity.
5-Year Charges for Services Forecast
$13AM 513.1M 513.1M $13AM
$1L7M
$12.OM
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
In FY 2020-21, revenues from charges for services will decrease due to Parks & Recreation Department's
programs being affected by the COVID-19 pandemic. During the COVID-19 pandemic, the City's recreation
facilities have been shut down due to the Stay-at-Home order issued by the Santa Clara County Public Health
FY 2021-22 Adopted Budget Financial Schedules 163
Department in mid-March 2020. As COVID-19 vaccinations become available to more groups, the City hopes
to resume these programs and events safely.
After FY 2020-21, revenue is projected to increase at an average annual growth rate of 1.98%. Other Service
Fees, Cost Allocation Plan Charges for Services, General Service Fees, and Enterprise Service Fees are
projected to increase by 2.5%based on full-time salary growth. Planning Fees and Engineering Fees are based
on construction and development factors, including California residential building permits, non-residential
building permits, and construction payrolls from the UCLA Anderson Forecasts for the Nation and
California.This forecast does not assume any major development projects that are awaiting approval.
Other Revenue
Utility taxes are forecasted to increase by 0.8%each year based on historical trends. In recent years, increases
in rates have been offset by decreases in consumption.
Franchise fees are projected to increase by an average annual growth rate of 2.2% based on a trend of
historical data.
Other taxes are made up of construction, property transfer, and business license tax revenue. Revenue is
projected to increase by an average of State and County CPI.
Use of money and property is expected to grow at a rate of 0.5% each year based on the City's current
conservative investment strategy and low-interest rates.
Intergovernmental revenues are projected to grow at a rate of 0.5%each year.
Fines and Forfeitures are forecasted to remain constant in the forecast.
Miscellaneous revenues are forecasted to increase by CPI each year.
Non-operational revenues(Transfers and Other Financing Sources)are not assumed in the forecast.
FY 2021-22 Adopted Budget Financial Schedules 164
Expenditures
For FY 2021-22, the City developed a zero-base budget for which departments were asked to justify all
expenses. The process started from a "zero base," and staff analyzed every function of the City for its needs
and costs. Staff then built the budget around what was needed for the upcoming period, regardless of the
previous fiscal year's budget.This best practice resulted in base budget savings from the prior year.
The forecast was developed based on actual expenditures in prior years and then adjusted for FY 2021-22
funding needs. The forecast also included the following factors: State and County CPI, construction and
development activity,and Ca1PERS Normal Cost and Unfunded Liability projections.The forecast is adjusted
to account for one-time changes and budget adjustments throughout the year.
To mitigate the impacts of COVID-19, the City is taking steps to reduce expenditures by increasing vacancy
levels through attrition, reducing materials and contract services spending, reducing contingency amounts,
and reducing the number of special projects and capital outlay spending.
20-Year General Fund Expenditure Forecast by Category
$194'ODO'400 5132.SM 134.9M
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■Employee Compensation■Employee Benefits ■Materials ■Contract Services
■Cost Allocation ■Capital Outlays ■Special Projects ■Contingencies
■Transfers out Othe r Fin an c ing U ses 05alarVSavings
FY 2021-22 Adopted Budget Financial Schedules 165
FORECASTFIVE-YEAR GENERAL FUND EXPENDITURES
Estimate Adopted Forecast Forecast Forecast Forecast —
EXPENDITURES
Employee Compensation 20,430,826 21,806,721 23,082,726 23,714,075 24,362,669 25,029,026
Employee Benefits 8,903,632 10,154,044 9,488,134 10,254,606 10,775,034 11,187,462
Salary Savings - (800,000) (800,000) (800,000) (800,000) (800,000)
Personnel Costs 29,334,458 31,160,765 31,770,861 3 1 34,337,703 35,416,488
Materials 6,058,121 6,639,523 6,828,749 7,037,026 7,237,582 7,436,615
Contract Services 24,638,571 23,708,121 24,763,197 25,852,752 26,958,019 28,086,251
Cost Allocation 10,473,540 11,948,062 12,652,998 13,000,955 13,358,481 13,725,840
Capital Outlay 4,643,350 - - - - -
Special Projects 3,000,000 3,286,800 2,117,682 2,182,271 2,244,466 2,306,188
Contingencies 721,559 426,779 451,891 465,674 478,945 492,116
Other Uses 611,656 545,000 - - - -
Non-Personnel Costs 50,146,797 46,554,285 46,814,516 48,538,678 50,277,492 52,047,010
Transfers 10,148,689 11,251,984 10,099,747 10,343,509 10,519,676 10,680,976
TOTAL EXPENDITURES 89,629,944 88,967,034 88,685,124 92,050,867 95,134,872 98,144,475
Note: In FY 2021-22, forecasted expenditures are$800,000 lower than budgeted because the forecast includes
$800,000 in vacancy savings.The City expects to realize the vacancy savings due to attrition.
As displayed in the chart above, General Fund expenditures are projected to decrease slightly from $89.6
million in FY 2020-21 to$89.0 million in FY 2021-22 and increase throughout the forecast.The main drivers of
expenditure growth are employee benefits and contract services due to rising retirement rates and Law
Enforcement costs. The following discussion focuses on the assumptions used for estimating each of the
expenditure categories in the General Fund Forecast.
Personnel Expenditures
Salaries
The forecast includes equity adjustments, cost of living increases, step increases, and known benefit increases
in retirement and health insurance. During FY 2018-19, the City negotiated new labor agreements with its
bargaining groups, CEA and OE3, as the previous labor agreements were scheduled to expire on June 30,
2019. On July 16, 2019, City Council approved new contracts for CEA, OE3, and Unrepresented employees.
The contracts, which are effective from July 1, 2019 to June 30, 2022, include equity adjustments for positions
below the median of the market and cost of living adjustments(COLAs)for all positions.
Koff and Associates conducted a salary study to determine if equity adjustments were necessary. If the base
salary of a position were below the market's median, the position would receive an adjustment, from 1% to
15%, until the base salary is aligned with the market's median. The adjustments will be phased in over the
three-year agreement at a maximum of 5%per year.
The contracts also include cost-of-living adjustments of 3.0%effective the first full pay period in July 2021.
Step increases are due to employees below Step 5 progressing to higher salary steps. Full-time salaries are
projected to grow at a rate of 2.5% per year, based on historical trends in step increases. It is slightly lower
than the presumed rate of growth by Ca1PERS. Part-time salaries are forecasted to grow at a rate of 1.5% as
FY 2021-22 Adopted Budget Financial Schedules 166
they generally grow slower than full-time salaries.
Health Benefits
In FY 2021-22,health benefits account for about 8% of all personnel costs in the General Fund, primarily due
to health insurance costs. The City pays employees a fixed amount for health and dental insurance costs
instead of covering a percentage of premiums. In October 2016, City Council approved labor contracts that
significantly increased the City's health insurance contributions to align the City with the median offerings of
our comparator cities. For the duration of the contract, cost increases in health and dental premiums above
the negotiated amounts are fully absorbed by employees. The City is expected to be in negotiations with its
bargaining groups,CEA and OE3,in the Fall and Winter of FY 2021-22.
Retirement Benefits
Rising retirement costs are driving the increase in employee benefits. Cupertino provides retirement benefits
for its employees through the California Public Employee's Retirement System(CalPERS).
In December 2016, the CalPERS Board of Administration lowered the discount rate from 7.5% to 7.0%with a
three-year phase-in beginning in FY 2018-19. This change will result in significant increases in retirement
costs but was implemented to improve the financial stability of the pension system. As a result of the
discount rate reduction, the City's CalPERS costs are projected to increase to $7.5 million in FY 2024-25, as
shown in the table below.
Projected CalPERS Contributions
Projected Payroll $ 19,703,312 $ 20,245,154 $ 20,801,895 $ 21,373,947 $ 21,961,731 $ 22,565,678
Normal Cost M) 10.4% 10.1% 9.8% 9.4% 9.1% 8.8%
Normal Cost $ 2,057,026 $ 2,044,761 $ 2,038,586 $ 2,009,151 $ 1,998,518 $ 1,985,780
UAL Payment $ 4,107,747 $ 4,513,000 $ 4,803,000 $ 5,093,000 $ 4,881,000 $ 5,039,000
Total Contribution $ 6,164,773 $ 6,557,761 $ 6,841,586 $ 7,102,151 $ 6,879,518 $ 7,024,780
Total Contribution M) 31.3% 32.4% 32.9% 33.2% 31.3% 31.1%
The City's retirement rates are based on a blend of all three tiers(2.7%@ 55,2%@ 60,and 2%@ 62).Although
employees pay a different rate depending on their tier, the City's costs are the same for all three tiers. The
table below shows the current breakdown of City employees amongst the three retirement tiers.The majority
of employees in the City are currently covered under Tier 3. Savings from the lower-cost Tier 2 and Tier 3
plans are not expected to be substantial for several years.
BreakdownCalPERS Plan
Tier #Employees Benefit Formula Compensation Basis Employer Share Employee Share Total Rate
1 88 2.7%@ 55 Highest Year 31.29% 8.00% 39.29%
I1 14 2%@ 60 Highest 3 Year Average 31.29% 7.00% 38.29%
ill 95 2%@ 62 Highest 3 Year Average 31.29% 7.00% 38.29%
Other Benefits
FY 2021-22 Adopted Budget Financial Schedules 167
The forecast assumes health insurance, dental insurance, and vision insurance increase at CPI. No increases
were forecasted for the following benefits: internet allowance, standby pay, Employee Assistance Program,
and Deferred Compensation.Rec Bucks are assumed to increase at a 0.5%growth rate.
Non-Personnel Expenditures
Non-Personnel budgets were developed based on actual expenditures in prior years and then adjusted for FY
2020-21 funding needs. In addition, one-time projects have been excluded to ensure that expenditure trends
reflect ongoing expenditure needs. The City is continuing to maintain reduced contingency amounts, which
the City reduced by 50%in FY 2020-21 as a cost-saving measure.
For the out-years of the forecast,a growth rate based on an average of State and County CPI is assumed from
the baseline. The average growth rate for State and County CPI is 3.00%. The CPI estimates are based on the
following forecasts:
. UCLA Anderson Forecast for the Nation and California and
• California Department of Transportation's California County-Level Economic Forecast.
Materials costs are forecasted to increase by CPI in the out-years of the forecast.
Contract Services costs are projected to grow by CPI in the out-years of the forecast except for the Law
Enforcement contract with the Santa Clara County Sheriff's Office. Increases to the City's Law Enforcement
costs are a primary driver in the City's expenditure growth. Law Enforcement costs are projected to grow by
CPI plus 2%. Increases in CalPERS costs drive increases to contracts with the Santa Clara County Sheriff's
Office that they then pass on to the City per the contract's terms.
Cost Allocation is projected to grow by 2.5% in the out-years. This estimate is conservative as savings may
materialize in department budgets that may drive these costs down.
Capital Outlays and Special Projects are projected to increase by CPI in the forecast.In the last five years,the
City has spent about $2 million per year in capital outlay and special project costs, excluding development
projects that include pass-through revenue.
Contingencies are projected to increase by CPI in the forecast. Contingencies for each program have been cut
in half to 2.5%, whereas, in prior years, contingency totals were 5% of the total General Fund and 5% of
Material and Contract budgets. The City has historically underspent in this category, and use of these funds
would require pre-approval by the City Manager or his/her designee.
Transfers represent the General Fund's contributions to other City funds to support debt payments, pay
retiree health costs, finance capital projects, replenish capital project reserves, acquire new equipment, and
subsidize enterprises and operations. With the implementation of the full cost allocation plan in FY 2015-16,
General Fund expenses have been shifted to other City funds, causing some of those funds'revenues to fall
short of expenses and necessitating the use of fund balances to cover expenses. The General Fund benefits in
the near term with the cost shift; however, after fund balances in those other funds are drawn down to
minimum levels and absent aggressive revenue or cost actions in those other funds, General Fund subsidies
are necessary to maintain those fund balance minimums.
Projected General Fund subsidies to each fund are based on the following assumptions:
• Special Revenue Funds:increases at a rate of 2.12%per year;
• Debt Service Funds:2012 COPS debt service schedule;
. Retiree Medical Fund:projected OPEB contribution schedule;
• Compensated Absences Fund:increases at a rate of 2.5%per year;
FY 2021-22 Adopted Budget Financial Schedules 168
• Innovation and Technology Fund:increases at CPI per year;
• Vehicle and Equipment Replacement Fund:increases at CPI per year;and
• Enterprise Funds:increases at CPI per year.
In FY 2029-30, the City will finish paying off its debt for city facilities. Until FY 2029-30, the City is scheduled
to pay approximately $2.6 million per year in principal and interest on the City Hall/Library,
Wilson/Memorial Open Space, and Library Certificates of Participation. These funds are transferred from the
City's General Fund to the City's Debt Service Funds.
FY 2021-22 Adopted Budget Financial Schedules 169
Pension
CAPERS
The City provides a defined benefit pension to its employees through the California Public Employees'
Retirement System (CalPERS). Retirement benefits are calculated using a formula based on an employee's
age, earnings, and years of service. These are funded by a combination of investment earnings (58%),
employer contributions(29%),and employee contributions(13%).
Each year,CalPERS determines an employer's contributions based on actual investment returns and actuarial
assumptions,including expected investment returns(discount rates),inflation rates, salaries,retirement ages,
and life expectancies.
CAPERS Discount Rate
The City's pension plan is sensitive to the discount rate assumption set by CalPERS. The discount rate is the
expected rate of return of the plan's assets over the long term. It depends on the plan's size, asset allocation,
time horizon, and other considerations. From the City's perspective, the discount rate is important. It is used
to determine the City's annual contributions to the plan,its unfunded liability,and its funded status.
The discount rate is important in assessing whether a plan has enough assets to meet its future obligations.
The discount rate must be realistic to allow the City to foresee funding issues that may impact future
operating budgets and future generations of retirees and plan members. If the discount rate assumption is
too high and investments earn less than expected, the City or CalPERS members may need to make greater
contributions than expected to account for the shortfall.
CaIPERS Investment Earnings
Since investment earnings fund nearly 60% of retirement benefits, the City's pension plan is sensitive to the
investment returns of the CalPERS fund. Investment returns affect how much of the retirement benefits can
be funded by investment earnings rather than contributions.If investment returns are lower than the discount
rate, contributions must increase to make up the difference. As a result, pension plans need accurate return
assumptions to ensure fiscal sustainability.
Currently, CalPERS assumes it will earn investment returns of 7% each year. As illustrated in the following
chart,over the last 20 years,CalPERS has earned investment returns below the 7%assumption approximately
half of the time. Individual fiscal year investment returns have ranged between -24.0% and +21.7%. In
particular, CalPERS earned negative investment returns in 2001 and 2002 due to the dot-corn crash and 2008
and 2009 due to the Great Recession.
FY 2021-22 Adopted Budget Financial Schedules 170
CalPERS Historical Annual Investment Returns
30.00%
2'70s
16.60%
12.30% 11.80%
10.00% ' ' ' 11.20% abo%
6.70%
3.70%
O.00%
J ,
:oY.
6.10%
20%
50.00%
-20.00%
24.OD%
-30.00%
IIIIIIIIIIIIIIII
ti ti ti ti ti ti 1- ti ti ti ti ti 1, ti ti ti ti ti ti ti
Annual Investment Return -Current Discount Rate
Note:Beginning in 2002,investment returns are reported as gross of fees.
For FY 2019-20, Ca1PERS reported an investment return of 4.7%, bringing the average investment return to
6.3% for five years, 8.5%for ten years, 5.5% for 20 years, and 8.0% for 30 years. Given that returns in a given
year are volatile,it can be more instructive to look at returns over longer time horizons.
PeriodTime Total Investment Return
1 Year 4.7%
5 Year 6.3%
10 Year 8.5%
20 Year 5.5%
30 Year 8.0%
For FY 2020-21, Ca1PERS reported a preliminary investment return of 21.3%. Under the Funding Risk
Mitigation Policy, approved by the Ca1PERS Board of Administration in 2015, the double-digit return will
trigger a reduction in the discount rate used to calculate employer and Public Employees' Pension Reform
Act (PEPRA) member contributions. The discount rate, or assumed rate of return, will drop to 6.8%, from its
current level of 7%.
Ca1PERS Plan Status
As of the most recent actuarial valuation on June 30, 2019, the City's pension plan had assets of$99.4 million
and liabilities of $148.5 million, resulting in an unfunded liability of $49.2 million and a funded ratio of
66.9%. The unfunded liability is the difference between assets and liabilities, while the funded ratio is the
ratio of assets to liabilities.
FY 2021-22 Adopted Budget Financial Schedules 171
The City also funds a Section 115 Trust, or pension rate stabilization program, which has a balance of$17.2
million.When we factor in the City's balance in the Section 115 Trust,the funded status of the City's pension
fund is closer to 78.5%.
CalPERS Plan Status
June 1 2018 June 30,2019
Present Value of Projected Benefits $ 167,128,950 $ 174,248,022
Entry Age Normal Accrued Liability $ 141,033,621 $ 148,525,073
Market Value of Assets $ 93,550,299 $ 99,363,109
Unfunded Accrued Liability $ 47,483,322 $ 49,161,964
Funded Ratio 66.3% 66.9%
A defined-benefit plan is considered adequately funded if its assets equal or exceed the value of its future
liabilities. When the funded ratio is lower than 100%, the plan has insufficient assets to pay all future
liabilities. Poor investment returns during the Great Recession significantly decreased the plan's assets. In
addition, enhanced benefits and actuarial assumption changes due to increased life expectancies increased
the plan's liabilities. These two factors increased the gap between the plan's assets and liabilities,resulting in
the overall funded status of the system falling significantly. After a thorough analysis, Ca1PERS actuaries
determined that the retirement system was at significant risk of falling to dangerously low funded status
levels under existing actuarial policies.
Over the past few years, Ca1PERS has taken steps to improve the long-term financial sustainability of the
system. In December 2016, the Ca1PERS board voted to reduce the discount rate, also known as the assumed
rate of return for investments,from 7.5%to 7.0%over three years from FY 2018-19 to FY 2020-21.In February
2018, the Ca1PERS board also voted to decrease the amortization period for new pension liabilities from 30
years to 20 years, effective July 1, 2019. While these changes will provide long-term benefits to the pension
plan,they will also increase the City's pension contributions.
Impacts of Ca1PERS Investment Returns
The financial market volatility in FY 2019-20 is projected to impact the City's pension costs significantly.
Since FY 2019-20 investment returns are reported as of June 30, 2020, they reflect both the bull market in the
first half of FY 2019-20 and the COVID-19-related volatility in the second half.
Ca1PERS assumes it will earn investment returns of 7%each year. Because the investment return for FY 2019-
20 was below the 7%discount rate,the City's required pension contributions will increase to make up for the
difference. Due to the timing of actuarial valuations, the annual investment return for FY 2019-20 will affect
the City's pension contributions starting in FY 2022-23. The contribution increase will be amortized over 20
years and phased in over five years.
In FY 2019-20, the investment return was 4.7%, 2.3 percentage points lower than the 7% discount rate. As a
result,the City's pension contributions are projected to increase according to the following schedule:
FY 2021-22 Adopted Budget Financial Schedules 172
ImpactFiscal Year Estimated Contribution
FY 2022-23 $0.06 million
FY 2023-24 $0.12 million
FY 2024-25 $0.18 million
FY 2025-26 $0.24 million
FY 2026-27 to FY 2041-42 $0.30 million
The impact is estimated to be $0.06 million in FY 2022-23 and increase to $0.30 million in FY 2026-27,
continuing until FY 2041-42.
For FY 2020-21, CalPERS reported a preliminary investment return of 21.3%, 14.3 percentage points higher
than the 7% discount rate. The strong investment performance is expected to decrease the City's pension
contributions starting in FY 2023-24. Because the investment return outperformed the discount rate by more
than two percentage points,the 21.3%investment return also triggers a reduction in the discount rate to 6.8%.
The discount rate reduction will partially offset the decrease in pension contributions resulting from the
21.3%investment return.
Impacts of CAPERS Discount Rate Changes
While CalPERS currently uses a discount rate of 7%,market experts project lower returns for the next several
decades due to lower-than-historical interest rates and economic growth. The Pew Research Center forecasts
a long-term investment return of 6.4%, while J.P. Morgan and Wilshire Associates forecast a long-term
investment return of 6.5%for typical pension fund portfolios.
If the discount rate is less than 7%, the City's CalPERS contributions will increase. If CalPERS lowers the
discount rate by 0.5 percentage points, the City's contributions will increase by up to$1.2 million per year in
the City's forecast.
This analysis would show the potential contribution impacts if CAPERS lowered the discount rate based on
lower expected investment returns.
Section 115 Trust
A Section 115 Trust is a tax-exempt investment tool that allows local governments to pre-fund pension and
retiree health costs.Once contributions are placed into the trust,the City can only use assets from the trust for
retirement plan purposes.The City may make withdrawals to either reimburse the City for retirement system
contributions or to pay CalPERS directly.The benefits of a Section 115 Trust include the following:
• Local control over assets: The City controls the contributions, withdrawals, investment strategy, and
risk level of assets in the Trust.
. Pension rate stabilization: Assets can be transferred to CalPERS at the City's discretion to pay for
Normal Cost or UAL contributions and can be used to reduce or eliminate large fluctuations in the
City's pension costs.
• Potential for higher investment returns than General Fund: Investment requirements applicable to the
City's General Fund assets under Government Code 53601 do not apply to Trust assets.
. Diversification:Trust assets will be diversified from CalPERS investments.
City Strategies
Given that pension obligations are one of the City's largest financial obligations, the City has taken proactive
steps to reduce the impacts of pension cost volatility. In March 2018, the City provided options to Council to
FY 2021-22 Adopted Budget Financial Schedules 173
address rising pension costs. In April 2018, the City presented a long-term pension funding strategy to the
Fiscal Strategic Plan Committee. In May 2018, the City implemented a Pension Rate Stabilization Program
(PRSP), also known as a Section 115 Trust, to reduce pension rate volatility on the City's budget. The City
contributed $8 million in FY 2018-19, $4 million in FY 2019-20, and $2 million in FY 2020-21, bringing total
contributions to$14.0 million.The Section 115 Trust has a balance of$17.2 million.
As a fiscal sustainability measure, the City funds the Section 115 Trust using a more conservative discount
rate of 6.25%. The City plans to accumulate sufficient funds in the Section 115 Trust to fund the difference
between a 6.25% and a 7% discount rate. The funding strategy proposed $8 million in initial funding to
achieve this goal, along with additional funding of $10 million over the first five years. Using a more
conservative discount rate than Ca1PERS,the City can allocate more towards pension funding each year than
required by Ca1PERS.
Given this strategy and the $17.2 million currently set aside for pension funding, the City is in a solid
position to withstand the effects of pension cost increases. If CalPERS investment returns fall short of
assumptions,the City will be better prepared for future pension cost increases.If the discount rate is lowered
in the future,which is a distinct possibility,the City will be better prepared to absorb these costs.
FY 2021-22 Adopted Budget Financial Schedules 174
Fund Balance
The foresight of the City Council and staff in previous years to focus on ensuring healthy reserves is paying
off in full. Increases in sales tax revenues and budget reductions in FY 2020-21 have contributed to this
planning strategy and will provide additional resources for the City into the future.
The City's Economic Uncertainty Reserve remains intact, with $19.0 million, and may be used to mitigate
potential shortfalls in future fiscal years. The City's Section 115 Pension Trust ($17.2 million) could also be
used to mitigate potential increases to Ca1PERS's annual required contribution rate or further reductions in
the discount rate set by Ca1PERS. The City's unassigned fund balance remains healthy and will be able to
assist in addressing funding gaps.
The General Fund's fund balance is projected to be $83.1 million in FY 2021-22. It is projected to increase to
$88.2 million in FY 2023-24 and then decrease due to increasing operating deficits.
20-Year General Fund Fund Balance Forecast
$100,OOO,0OO
$90 000 000 $Z3.2 M$Z5.7 M$33.9M$89.OM$Z9.6M
$84.7M $86.7M
83.3 M$83.1 M $82.2 M
$84.SM
$90 000,000 $77.2 M
72.9M
$70,000,000 68.1 M
62.6M
$60 000.00Q 56.5M
49.SM
$50,000,000
2.4M
$40,000,000
4.5M
$30,060,000 5.9M
$20,060,000 6.7 M
$IQOOO,0OO
FY 2021-22 Adopted Budget Financial Schedules 175
FORECASTFIVE-YEAR GENERAL FUND FUND BALANCE
AdoptedEstimate
Beginning Fund Balance 74,505,813 82,012,946 82,693,803 84,660,181 88,197,465 88,650,744
Operating Revenue 96,299,613 89,647,891 90,527,691 95,460,564 95,460,564 98,232,928
Operating Expenditures 89,629,944 88,967,034 88,685,124 92,050,867 95,134,872 98,144,475
Net Revenues-Expenditures 6,669,669 680,857 1,842,511�3,409,697 325,692 88,453
Unassigned 37,811,790 35,697,647 39,542,172 41,761,872 40,814,843 39,546,189
All Other Classifications 45,447,666 47,442,666 45,118,009 46,435,593 47,835,901 49,324,104
TOTAL FUND BALANCE 83,259,456 83,140,313 84,660,181 88,197,465 88,650,744 88,870,293
FORECASTFIVE-YEAR GENERAL FUND FUND BALANCE
i i i
AdoptedEstimate
Non-Spendable
Loans Receivable 446,000 441,000 430,000 424,000 418,000 412,000
Prepaid Items 3,000,000 3,000,000 - - - -
Total Non-Spendable 3,446,000 3,441,000 430,000 424,000 418,000 412,000
Restricted
Debt Service 13,982 13,982 13,982 13,982 13,982 13,982
Section 115 Trust 18,491,004 20,491,004 21,177,347 22,500,931 23,907,239 25,401,442
Public Access Television 1,368,789 1,368,789 1,368,789 1,368,789 1,368,789 1,368,789
Total Restricted 19,873,775 21,873,775 22,560,118 23,883,702 25,290,0101F 26,784,213
Committed
Economic Uncertainty 19,000,000 19,000,000 19,000,000 19,000,000 19,000,000 19,000,000
Sustainabilit Reserve 127,891 127,891 127,891 127,891 127,891 127,891
Total Committed 19,127,891 19,127,891 19,127,891—W19,127,891,
Assigned
Reserve for Encumbrances 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000
Total Assigned 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000
Total Unassigned 37,811,790 35,697,647 39,542,172 41,761,872 40,814,843 39,546,189
TOTAL FUND BALANCE 83,259,456 83,140,313 84,660,181 88,197,465 88,650,744 88,870,293
Note: In FY 2021-22, forecasted fund balance is $800,000 higher than budgeted because the forecast includes
$800,000 in vacancy savings.The City expects to realize the vacancy savings due to attrition.
It is anticipated that the City will transfer any unassigned fund balance over the $500,000 threshold to the
Capital Reserve,the Ca1PERS Reserve, or the Section 115 Trust. In FY 2018-19, the City adopted a Section 115
as part of a long-term strategy to improve the financial sustainability of the City's pension system and reduce
the effect of pension rate volatility on the City's operating budget. The City can use funds from the Section
115 Trust to offset unexpected increases in retirement contributions. Funds in the Section 115 Trust are
restricted and can only be used to pay Ca1PERS or reimburse the City for pension contributions.
FY 2021-22 Adopted Budget Financial Schedules 176
Budget-Balancing Strategies
Historically, the City's budget has been structurally sound, with revenues exceeding expenditures in most
years. When revenues have exceeded expenditures, the City has transferred the excess fund balance to the
Capital Reserve per the City's One Time Use and Reserve Policy. The current 5-year and 20-year forecasts
anticipate operating deficits beginning in FY 2026-27. The operating deficits are projected to increase as
revenues grow at a slower pace than expenditures. As a result, the following strategies may be used to assist
in balancing the budget over the next 20 years.
Strategy Description Potential Impact
Expenditures
The City established a Section 115 Trust,or Pension
Rate Stabilization Program,to reduce pension rate
volatility when CalPERS investment returns are below The fund is
Section 115 Trust the discount rate or when CalPERS changes currently at$17
assumptions. million.
The City can also use it to offset pension costs in any
given year.
Economic Uncertainty The City has$19 million in its Economic Uncertainty The fund is
Reserve Reserve(General Fund). currently at$19
million.
Additional Potential Strategies
Although not recommended at this time, the City may consider the following potential strategies in future
years if sharp declines in revenues or increases in expenditures cause large structural deficits.
Potential Strategy Description Potential Impact
Revenues
Transaction and Use Tax(1/4 Voter approval required,could bring sales tax from
$4 million
cent) 9%to 9.25%for the City.
•$1.7M @$10M base
Transient Occupancy Tax Voter approval required,could bring rate from 12%to 9$1.25M at$7.5M
Measure 14% base
•$833k at$5M base
FY 2021-22 Adopted Budget Financial Schedules 177
•$3.5M flat rate per
parcel
Parcel Tax Voter approval required
•$3.6M variable rate
per SF
Expenditures
Salary and benefit savings Keep non-essential positions unfilled as they become Approximately
through attrition vacant. $180,000 per
position on average
Employee cost-sharing of Negotiate to share costs of increases to Ca1PERS $250,000
increases to Ca1PERS employer rates with employees. approximate based
on 5%rate increase
No new positions Cost containment strategy $0
Employees would take up to 20 hours or the $300,000
Furloughs equivalent of a 1%decrease in pay in exchange for 2.5 approximate based
unpaid furlough days on 1%decrease
The City has negotiated a 3.5%increase effective the
Deferring or eliminating first pay period in July 2020 and a 3%increase $300,000
negotiated increases
effective the first pay period in July 2021.Deferring or approximate based
eliminating negotiated increases would require on 1%decrease
agreement from the bargaining units.
The City would identify what positions could be Approximately
Reduction in force reduced(laid off)based on provisions in the MOUs $180,000 per
where appropriate and service level needs in the City. position on average
Reduction in capital outlays
Cost containment strategy Up to$1.5 million
and special projects
Reduction in contingencies Cost containment strategy Up to$850,000
FY 2021-22 Adopted Budget Financial Schedules 178
All Funds Forecast Schedules
General Fund Revenues
Classification 2019-20 0 , 0 ,
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
Sales Tax 35,657,215 20,910,889 33,089,302 27,855,559 28,887,849 29,496,684 29,496,684 30,115,742
Property Tax 26,606,844 25,353,783 27,821,317 27,840,341 28,773,396 29,875,736 29,875,736 31,041,188
Transient Occupancy Tax 7,286,083 7,546,884 2,000,000 3,000,000 5,000,000 7,500,000 7,500,000 7,750,155
Utility Tax 3,182,087 3,223,712 3,223,712 3,245,448 3,267,293 3,289,218 3,289,218 3,311,208
Franchise Fees 3,418,909 3,280,447 3,280,447 3,380,985 3,481,524 3,582,062 3,582,062 3,679,856
Other Taxes 1,402,002 1,212,939 1,849,167 1,248,720 1,284,309 1,323,480 1,323,480 1,359,876
Licenses and Permits 4,692,845 3,139,473 3,139,473 3,140,195 3,155,896 3,171,675 3,171,675 3,187,534
Use of Money and Property 4,189,877 1,246,510 1,246,510 1,249,220 2,454,050 2,585,328 2,585,328 2,762,255
Intergovernmental 747,942 335,567 5,906,902 5,093,946 242,853 244,067 244,067 245,288
Charges for Services 11,986,328 11,091,064 13,392,301 12,047,922 12,704,896 13,065,634 13,065,634 13,401,909
Fines and Forfeitures 327,833 425,000 150,000 225,000 225,000 225,000 225,000 225,000
Miscellaneous 1,217,670 1,003,857 1,085,482 1,000,555 1,050,635 1,101,679 1,101,679 1,152,918
Transfers In 10,012,000 15,000 15,000 45,000 - - - -
Other Financing Sources 451,439 275,000 100,000 275,000 - - - -
TOTAL REVENUES 111,179,073 79,060,125 96,299,613 89,647,891 90,527,691 95,460,564 95,460,564 98,232,928
General Fund Expenditures
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
Employee Compensation 18,153,833 20,295,000 20,430,826 21,806,721 23,082,726 23,714,075 24,362,669 25,029,026
Employee Benefits 7,732,290 8,903,632 8,903,632 10,154,044 9,488,134 10,254,606 10,775,034 11,187,462
Salary Savings - - - (800,000) (800,000) (800,000) (800,000) (800,000)
29,334,458 31,770,86�33,168,681 34,337,JJMJJffW16,488
Materials 4,860,223 6,058,121 6,058,121 6,639,523 6,828,749 7,037,026 7,237,582 7,436,615
Contract Services 21,528,698 22,051,314 24,638,571 23,708,121 24,763,197 25,852,752 26,958,019 28,086,251
Cost Allocation 9,786,477 10,473,534 10,473,540 11,948,062 12,652,998 13,000,955 13,358,481 13,725,840
Capital Outlays - - 4,643,350 - - - - -
Special Projects 2,245,576 1,448,852 3,000,000 3,286,800 2,117,682 2,182,271 2,244,466 2,306,188
Contingencies 40 824,350 721,559 426,779 451,891 465,674 478,945 492,116
Other Financing Uses 282,038 525,000 611,656 545,000 - - - -
Non-Personnel Costs 38,703,053 41,381,171 50,146,797 46,554,285 46,814,516 48,538,678 50,277,492 7,010
Transfers 30,892,276 9,948,689 10,148,689 11,251,984 10,099,747 10,343,509 10,519,676 W,680,976
TOTAL EXPENDITURES 95,481,452 80,528,492 89,629,944 88,967,034 88,685,124 92,050,867 95,134,872 98,144,4
Note: In FY 2021-22, forecasted expenditures are$800,000 lower than budgeted because the forecast includes
$800,000 in vacancy savings.The City expects to realize the vacancy savings due to attrition.
General Fund Fund Balance
Classification t t 00 00 t
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
Beginning Balance 58,922,585 74,505,813 74,505,813 82,012,946 82,693,803 84,660,181 88,197,465 88,650,744
Unassigned 34,426,942 16,040,633 37,811,790 35,697,647 39,542,172 41,761,872 40,814,843 39,546,189
All Other Classifications 40,078,871 35,929,546 45,447,666 47,442,666 45,118,009 46,435,593 47,835,901 49,324,104
Moor Ending Balance 74,505,813 51,970,179 83,259,456 83,140,313 84,660,181 88,197,465 88,650,744 88,870,293
Note: In FY 2021-22, forecasted fund balance is $800,000 higher than budgeted because the forecast includes
$800,000 in vacancy savings.The City expects to realize the vacancy savings due to attrition.
FY 2021-22 Adopted Budget Financial Schedules 179
Special Revenue Fund Revenues
Classification 2019-20 0 , 0 , 2025-26
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
STORM DRAI li it MPROVEMENT(FU,)SDS 210,215) _
406-Taxes 87,233 76,984 76,984 79,237 79,237 79,237 79,237 79,237
420-Use of Money 152,482 - - - - - - -
421-Transfer In 437,000 - - - - - - -
TOTAL 676,715 76,984 76,984 79,237 79,237 79,237 79,237 79,237
'ENVIRON.MGMT./CLEAN CREEKS/STORM DRAIN(FUND 230)
420-Use of Money 57,035 905 905 908 - - - -
421-Transfer In 660,000 - - - - - - -
430-Fines and Forfeitures 16,175 10,000 10,000 10,000 10,000 10,000 10,000 10,000
450-Charges for Services 1,403,738 1,522,493 1,522,493 1,543,100 1,543,100 1,543,100 1,543,100 1,543,100
TOTAL 2,136,948 1,533,398 1,533,398 1,554,008 1,553,100 1,553,100 1,553,100 1,553,100
HOUSING&COMMUNITY DEVELOPMENT(FUNDS 260,261,265
406-Taxes 39,000 3,025,898 3,025,898 3,611,855 3,611,855 3,611,855 3,611,855 3,611,855
420-Use of Money 311,905 3,300 3,300 3,300 3,300 3,300 3,300 3,300
421-Transfer In - - 200,000 - - - - -
440-Intergovernmental 357,527 397,270 951,209 463,996 463,996 463,996 463,996 463,996
450-Charges for Services 650 - - - - - - -
460-Refundable Deposit Revenue 792 - - - - - - -
480-Miscellaneous Revenue 1,515 - - - - - - -
TOTAL 711,389 3,426,468 4,180,407 4,079,151 4,079,151 4,079,151 4,079,151 4,079,151
SPORTATI
420-Use of Money 243,244 - - - - - - -
421-Transfer In 221,000 4,000,000 4,000,000 6,672,824 4,500,000 4,651,304 4,740,293 4,813,689
440-Intergovernmental 2,938,672 2,898,325 3,880,625 3,004,034 3,165,000 3,165,000 3,165,000 3,165,000
450-Charges for Services 61,900 3,978 3,978 3,978 - - - -
480-Miscellaneous Revenue 703,218 87,057 1,443,723 87,057 - - - -
TOTAL 4,168,034 6,989,360 9,328,326 9,767,893 7,665,000 7,816,304 7,905,293 7,978,689
PARK DEDICATION(FUND 280)
406-Taxes 246,000 - - - - - - -
420-Use of Money 467,000 - - - - - - -
421-Transfer In - 3,650,000
TOTAL 713,000 - - 3,650,000 - - - -
TREE(FUND -90
420-Use of Money 6,384 -
450-Charges for Services 900 - - - - - - -
TOTAL 7,284 - - - - - - -
TOTAL SPECIAL REVENUE FUNDS 8,413,370 12,026,210 15,119,115 19,130,289 13,376,488 13,527,792 13,616,781 13,690,177
FY 2021-22 Adopted Budget Financial Schedules 180
Special Revenue Fund Expenditures
Program 2019-20 0 , 2025-26
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
M DRAIN IMPROVEMENT(FUND 210,215)
210-90-978 Minor Storm Drain Impv 4,000 - - - - - - -
210-90-980 SD Master Plan Update - 707 707 -
210-99-042 Strm Dm Improv-Fthill&Cup Rd - 248 248 - - - - -
210-99-071 Storm Drain MP Implementation - 45 45 - - - - -
210-99-256 Pumpkin/Fiesta Storm Drain Phl&2 - - - 2,000,000 - - - -
TOTAL 4,000 1,000 1,000 2,000,000 - - - -
IRON.MGMT. E.EC C STORM DRAIN(FUND 230
230-81-802 Non Point Source 773,967 1,041,170 1,073,920 1,185,579 1,185,579 1,185,579 1,185,579 1,185,579
230-81-853 Storm Drain Fee - - 25,000 196 - - - -
230-81-854 General Fund Subsidy 838 - 21,868 401 - - - -
230-81-855 Storm Drain Maintenance - 752,984 752,984 778,907 - - - -
230-90-001 No Department - - - 366,000 366,000 366,000 366,000 366,000
TOTAL 774,805 1,794,154 1,873,772 2,331,083 1,551,579 1,551,579 1,551,579 1,551,579
MUNITY DEVELOPMENT(FUND 260,261,265)
260-72-707 CDBG General Admin 84,686 97,195 651,134 124,376 124,376 124,376 124,376 124,376
260-72-709 CDBG Capital/Housing Projects 227,111 260,000 260,000 321,484 321,484 321,484 321,484 321,484
260-72-710 CDBG Public Service Grants 54,974 65,000 65,000 63,112 63,112 63,112 63,112 63,112
265-72-711 BMR Affordable Housing Fund 520,756 661,071 1,265,083 1,309,132 1,309,132 1,309,132 1,309,132 1,309,132
TOTAL 887,527 1,083,266 2,241,217 1,818,104 1,818,104 1,818,104 1,818,104 1,818,104
ENERSPORTATION(FUND 270)
270-85-820 Sidewalk Curb and Gutter 1,328,675 1,511,071 1,628,008 1,868,903 1,868,903 1,868,903 1,868,903 1,868,903
270-85-821 Street Pavement Maintenance 4,343,750 2,247,004 7,826,290 4,797,069 4,797,069 4,797,069 4,797,069 4,797,069
270-85-822 Street Sign Marking 687,366 854,135 854,135 901,865 901,865 901,865 901,865 901,865
270-90-954 Monument Gateway Sign - 90 25,949 - - - - -
270-90-958 Orange and Byrne Sidewalk Impv 2,165,426 12,725 2,540,282 - - - - -
270-90-960 Bridge Rehab Minor 43,794 10,068 527,927 - - - - -
270-90-961 St Median Irrg Plant Repl 316,037 20,501 20,501 - - - - -
270-90-962 Bicycle Ped Facility Impr - 135 135 - - - - -
270-90-976 Ph 2 Mcl Sidewalk Improv 122,398 19,871 2,652,348 - - - - -
270-99-087 Traffic Calming - 200,000 200,000 - - - -
270-99-856 Homestead/DeAnza Signal Upgrade - - 213,300 215,000 - - - -
TOTAL 9,007,446 4,875,600 16,488,875 7,782,837 7,567,837 7,567,837 7,567,837 7,567,837
PARK DEDICATION(FUND
280-99-009 Lawrence-Mitty Park 48,720 90 8,178,469 - - - - -
280-99-066 MRP Community Grdn Improv-Const 2,314 8,158 41,058 - - - - -
280-99-067 MRP EEC Aquatic Habitat - 1,293 1,293 - - - - -
280-99-253 Memorial Park-Amphitheater Impry - - - 1,150,000 - - - -
280-99-254 Memorial Park-Pond Repurposing - - - 3,000,000 - - - -
280-99-255 Memorial Park-Specific Plan Des - - - 500,000 - - - -
TOTAL 51,034 9,541 8,220,820 4,650,000 - - - -
IDE FUND(FUND 281)'�
281-90-001 No Department 12,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000
TOTAL 12,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000
TOTAL SPECIAL REVENUE FUNDS 10,736,812 7,778,561 28,840,684 18,597,0241 10,952,520 10,952,520 10,952,520 10,952,520
FY 2021-22 Adopted Budget Financial Schedules 181
Debt Service Fund Revenues
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
PUBLIC FACILITIES CORPORATION(FUND 365)
420-Use of Money 26,611 - - - - - - -
421-Transfer In 3,172,838 3,169,138 3,169,138 2,621,000 2,675,800 2,677,600 2,676,200 2,676,600
490-Other Sources - - 25,918,704 - - - - -
TOTAL 3,1",449 3,169,138 29,087,842 2,621,000 2,675,800 2,677,600 2,676,200 2,676,600
AL DEBT SERVICE FU ,449 3,169,138 29,087,842 2,621,
Debt Service Fund Expenditures
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
PUBLIC FACILITIES CORPORATION(FUND 365)
365-90-001 No Department - - 27,279,118 - - - - -
365-90-500 Facility Lease 3,174,337 3,169,138 3,439,912 2,676,000 2,675,800 2,677,600 2,676,200 2,676,600
TOTAL 3,174,337 3,169,138 3,439,912 2,676,000 2,675,800 2,677,600 2,676,200 2,676,600
TOTAL DEBT SERVICE FUNDS 3,174,337 3,169,138 3 2,676,200 2,676,600
FY 2021-22 Adopted Budget Financial Schedules 182
Capital Project Fund Revenues
Classification 2019-20 , 0 , 0
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
CAPITAL IMPROVEMENT PROJECTS(FUND 420)
420-Use of Money 736,375 - - -
421-Transfer In 15,010,438 1,430,000 1,430,000 7,557,048
440-Intergovemmental 55,000 - 1,460,000 385,952
480-Miscellaneous Revenue 2,789,450 - 4,967,967 -
TOTAL 18,591,263 1,430,000 7,857,967 7,943,000
420-Use of Money 167,380 - - -
421-Transfer In 20,352,719 51000,000
TOTAL 20,352,719 5,000,000 -
TOTAL CAPITAL PROJECT FUNDS 38,943,9 1,430,000 12,857,967 7,943,000
FY 2021-22 Adopted Budget Financial Schedules 183
Capital Project Fund Expenditures
I- Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
CAPITAL IMPROVEMENT PRqJWJ&fffiV 420)
420-90-880 Env Edu Facility - 185 185
420-90-898 SCCP Chain MP-MCLN TO SCB 405 204,132
420-90-904 Spt Ctr Resurf Tennis Cts 45 45
420-90-938 Pub Bldg Solar Service Center 180 25,535
420-90-969 DeAnza/McClellan Signal Maint 90 90
420-90-971 STLG/280 Ped Bridge Lighting (8,017) 252 46,701
420-90-999 Green Bike Lanes - 90 90
420-99-003 MR Construct Trash Enclosure 5,098 1,601 1,601
420-99-004 MR Community Garden Improvements 158,956 6,622 1,200,392 -
420-99-007 ADA Improvements 109,887 84,984 170,745 90,000
420-99-014 Stevens Crk Bank Repair Concept - 90 100,090 -
420-99-017 Sports Canter Exterior Upgrades 20,863 21,201 21,201 -
420-99-018 Sports Canter Interior Upgrades - 358 358 -
420-99-023 QCC Fire Alarm Control Panel Upg 4,697 5,626 5,626 -
420-99-030 McClellan West-Parking Lot Impro 376,164 17,406 124,442 -
420-99-031 Rec Facilities Monument Signs - 3,609 3,609 -
420-99-033 City Hall-Turf Reduction - 1,838 1,838 -
420-99-034 Svc Ctr-Shed No.3Improvement - 10,921 10,921 -
420-99-036 2016 Bike Plan Implementation 3,907,891 785,782 13,202,096 2,000,000
420-99-040 Retaining Wall Repair-Cordova Rd - 27,837 27,837 -
420-99-041 Retaining Wall Repl-Regnart Rd - 180 180
420-99-045 Citywide Park&Recreation MP 60,341 3,321 3,321 -
420-99-047 CIP Prelim Planning&Design 12,380 128,039 128,039 125,000
420-99-048 Capital Project Support 25,855 50,145 4,309 50,000
420-99-051 Inclusive Play Area-Planning 32,237 652 5,474,914 -
420-99-054 Senior Ctr Walkway Replacement - 270 16,303 -
420-99-056 St Light Install-Annual Infill 81,584 75,536 128,952 75,000
420-99-057 McClellan Sdwlk-RB to Hwy85 Over - 45 45 -
420-99-058 St Light Install-Randy&Larry 11,328 3,896 3,896
420-99-059 Senior Center Repairs - 10,297 10,297
420-99-063 CW Bldg Condition Assess Impl 169,282 6,470 829,057
420-99-064 Creek Infall/Outfall Restoration - 1,605 1,605
420-99-065 DeAnza Med Islnd Landscaping Ph2 23,719 14,867 14,867
420-99-068 Regnart Road Improvements 32,846 3,646 1,173,125
420-99-069 School Walk Audit Implementation 5,691 654 1,216,825
420-99-070 SCB/Bandley Signal&Median Imps 7,053 90 143,036
420-99-072 St Light Replacement CW(labor) - 90 200,090 -
420-99-073 BBF Park Pool Improvements 446 446 750,000
420-99-074Interim City Hall - 1,162 466,174 -
420-99-075 New City Hall 1,349 90 3,498,740
420-99-077 Library Expansion 463,231 - 8,242,208
420-99-078 Civic Center Parking Analysis 71,517 928,483
420-99-079 Mary Ave Protected Bikeway 5,800 159,200
420-99-080 Bubb Rd Separated Bikeway Improv 71,114 1,909,441
420-99-083 Citywide Community Garden 17,493 282,507
420-99-084 Linda Vista Trail 40,954 574,546 -
420-99-085 Playground EQ(Creekside&Varian) - 300,000 300,000 300,000
420-99-086 Various Park Amenities 200,000 200,000 200,000
420-99-24810445 Torre Ave Improvements - - 3,000,000
420-99-249 Carmen Road Bridge Right-of-Way 75,000
420-99-250 City Hall&Community Hall Impry 500,000
420-99-251 EV Parking Expansion 408,000
420-99-252 Full-Sized Outdoor Basketball Ct 350,000
420-99-257 Stelling/Alves Crosswalk Install 80,000
420-99-258 City Lighting LED Transition Ass - - - 50,000
420-99-259 Tree Inventory-Stevens Creek Cor - - - 65,000
TOTAL 5,709,313 1,770,623 41,058,140 8,118,000 - - - -
WVENS CRPBFCORRIDOR PARK(FUND 427)
427-90-870 SC Corridor Park Ph 1 - 626 38,741 - - - - -
427-90-881 Phs II SC Corridor Park 9,240 2,025 36,656 - - - - -
TOTAL 9,240 2,651 75,397 - - - - -
CAPITAL RESERVE
429-90-001 No Department 26,057,719 1,989,449 1,989,449 11,422,048 - - - -
TOTAL 26,057,719 1,989,449 1,989,449 11,422,048 - - - -
TOTAL CAPITAL PROJECT FUNDS 31,776,272 3,762,723 43,122,986 19,540,048 - - - -
FY 2021-22 Adopted Budget Financial Schedules 184
Enterprise Fund Revenues
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
RESOURCE RECOVERY(FUND 520)
420-Use of Money 239,701 - - - - - - -
440-Intergovernmental 14,950 15,000 15,000 14,000 - - - -
450-Charges for Services 1,796,907 1,420,188 1,420,188 1,470,578 1,470,578 1,470,578 1,470,578 1,470,578
480-Miscellaneous Revenue 9,819 - - 10,000 - - - -
TOTAL 2,061,377 1,435,188 1,435,188 1,494,578 1,470,578 1,470,578 1,470,578 1,470,578
OURSE(FUND 560)
420-Use of Money 55,527 30,000 30,000 30,000 30,000 30,000 30,000 30,000
421-Transfer In 610,000 500,000 500,000 79,992 79,992 79,992 79,992 79,992
450-Charges for Services 305,524 180,000 180,000 310,000 310,000 310,000 310,000 310,000
TOTAL 971,051 710,000 710,000 419,992 419,992 419,992 419,992 419,992
SPORTS CENTER(FUND 570)
420-Use of Money 386,592 120,000 120,000 351,000 351,000 351,000 351,000 351,000
421-Transfer In 2,223,000 685,000 685,000 - - - - -
450-Charges for Services 2,099,161 761,112 761,112 2,350,000 2,350,000 2,350,000 2,350,000 2,350,000
TOTAL 4,708,753 1,566,112 1,566,112 2,701,000 2,701,000 2,701,000 2,701,000 2,701,000
RECREATION PROGRAMS f=D 580)
420-Use of Money 142,485 140,000 140,000 312,000 312,000 312,000 312,000 312,000
421-Transfer In 690,000 1,664,000 1,664,000 806,809 806,809 806,809 806,809 806,809
450-Charges for Services 1,525,850 1,451,742 1,451,742 1,087,000 1,087,000 1,087,000 1,087,000 1,087,000
TOTAL 2,358,335 3,255,742 3,255,742 2,205,809 2,205,809 2,205,809 2,205,809 2,205,809
OTAL ENTERPRISE FUNDS 10,099,516 6,967,042 6,967,042 6,821,37 6,797,379 6,797,379 6,797,379
Enterprise Fund Expenditures
Program 2019-20 0 , 0 ,
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
RESOURCE RECOVERY(FUND 520)
520-81-801 Resources Recovery 2,213,403 1,700,225 2,379,084 2,222,096 2,222,096 2,222,096 2,222,096 2,222,096
TOTAL 2,213,403 1,700,225 2,379,084 2,222,096 2,222,096 2,222,096 2,222,096 2,222,096
BLACKBERRY FARM GOLF COURSE(FUND 560)
560-63-616 BBF Golf Course 585,904 684,232 688,030 679,646 679,646 679,646 679,646 679,646
560-90-001 No Department - - - 404 - - - -
560-99-061 BBF Entmc Rd Improv-Feasibility 77,761 2,002 3,263 - - - - -
560-99-088 BBF Golf Renovation/Alt use - 50,000 50,000 - - - - -
TOTAL 663,665 736,234 741,293 680,050 679,646 679,646 679,646 679,646
SPORTS CENTER(FUND 570�
570-63-621 Sports Center Operation 2,421,886 1,356,862 1,392,755 2,902,360 2,902,360 2,902,360 2,902,360 2,902,360
570-87-836 Bldg Maint Sports Center 444,572 487,440 585,497 623,052 623,052 623,052 623,052 623,052
570-90-001 No Department - - - 1,621 - - - -
570-99-081 Sports Center Seismic Retrofit 17,447 - 1,259,592 -
570-99-089 Spt Ctr Community Needs Analysis - 25,000 25,000 - - - - -
TOTAL 2,883,905 1,869,302 3,262,844 3,527,033 3,525,412 3,525,412 3,525,412 3,525,412
RECREATION-PROGRAMS-(FUND 580
580-62-613 Youth Teen Recreation 2,209,085 1,963,790 1,963,790 1,828,845 1,828,845 1,828,845 1,828,845 1,828,845
580-63-620 Outdoor Recreation 932,140 907,695 938,195 1,158,012 1,158,012 1,158,012 1,158,012 1,158,012
580-90-001 No Department - - - 1,081 - - - -
580-99-082 Quinlan Preschool Shade Structur - 125,000 -
580-99-090 QCC Sustainable Infrastructure - 502,000 502,000 - - - - -
TOTAL 3,141,225 3,373,485 3,528,985 2,987,938 2,986,857 2,986,857 2,986,837 2,986,857
TOTAL ENTERPRISE FUNDS 8,902,198 7,679,246 9,912,206 9,417,117 9,414,011 9,414,011 9,414,011 9,4
FY 2021-22 Adopted Budget Financial Schedules 185
Internal Service Fund Revenues
Classification 2019-20 0 , , 0
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
INFORMATIOIUECHNOLOGY(FUND 610)
420-Use of Money 109,150 - - - - - - -
421-Transfer In 72,000 245,000 245,000 192,078 415,801 422,142 428,157 434,045
450-Charges for Services 2,731,701 2,681,431 2,681,431 2,959,603 2,959,603 2,959,603 2,959,603 2,959,603
TOTAL 2,912,851 2,926,431 2,926,431 3,151,681 3,375,404 3,381,745 3,387,760 3,393,648
WORKERS'COMPENSATION(FUND 620)
420-Use of Money 150,548 - - - - - - -
450-Charges for Services 7,000 - - - - - - -
490-Other Sources 230,706 246,385 246,385 356,839 356,839 356,839 356,839 356,839
TOTAL 388,254 246,385 246,385 356,839 356,839 356,839 356,839 356,839
VEHICLE/EQUIPMENT REPLACEMENT(FUND
421-Transfer In - 6,000 6,000 366,000 24,241 24,362 24,484 24,606
450-Charges for Services 1,352,200 1,633,518 1,633,518 1,718,598 1,718,598 1,718,598 1,718,598 1,718,598
490-Other Sources 76,863 - - - - - - -
TOTAL 1,429,063 1,639,518 1,639,518 2,084,598 1,742,839 1,742,960 1,743,082 1,743,204
COMPENSATED ABSENCE&LONG-TERM DISABILITY(FUND
420-Use of Money 48,647 - - - - - - -
421-Transfer In 1,109,000 193,000 193,000 21,570 22,843 23,471 24,116 24,779
450-Charges for Services 173,931 - - - - - - -
TOTAL 1,331,578 193,000 193,000 21,570 22,843 23,471 24,116 24,779
RETIREE MEDICAL(FUND 642
420-Use of Money 59,177 - - - - - - -
421-Transfer In Z392,000 46,000 46,000 1,072,711 1,402,222 1,453,495 1,504,193 1,554,163
TOTAL 2,451,177 46,000 46,000 1,072,711 1,402,222 1,453,495 1,504,193 1,554,163
TOTAL INTERNAL SERVICE FUNDS 8,512,923 5,051,334 5,051,334 6,687,399 6,900,146 6,958,509 7,015,991 7,072,633
Internal Service Fund Expenditures
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
INFORMATION TECHNOLOGY(FUND 610)
610-30-300 Administration 238,010 356,506 448,906 269,624 269,624 269,624 269,624 269,624
610-34-310Infrastructure 2,379,194 2,076,714 2,182,717 Z20Z453 Z20Z453 2,202,453 2,202,453 2,202,453
610-35-986 GIS 1,259,293 1,081,259 1,114,248 1,424,906 1,424,906 1,424,906 1,424,906 1,424,906
TOTAL 3,876,497 3,514,479 3,745,871 3,896,983 3,896,983 3,896,983 3,896,983 3,896,983
RKEIOMPENSATION(FUND 620)
620-44-418 Workers Compensation Insurance 229,053 276,223 276,223 434,840 434,840 434,840 434,840 434,840
TOTAL 229,053 276,223 276,223 434,840 434,840 434,840 434,840 434,840
VEHICLEIEQUIPMENT REPLACEMENT(FUND 630)
630-85-849 Equipment Maintenance 1,596,207 1,495,116 1,522,542 1,557,044 1,557,044 1,557,044 1,557,044 1,557,044
630-90-985 Fixed Assets Acquisition - 384,022 511,752 1,001,017 1,001,017 1,001,017 1,001,017 1,001,017
TOTAL 1,596,207 1,879,138 2,034,294 2,558,061 2,558,061 2,558,061 2,558,061 2,558,061
COMPENSATED ABSENCE&LONG-TERM
641-44-419 Long Tenn Disability 168,953 171,837 171,837 95,612 95,612 95,612 95,612 95,612
641-44-420 Compensated Absence 383,888 620,055 620,055 620,590 620,590 620,590 620,590 620,590
TOTAL 552,841 791,892 791,892 716,202 716,202 716,202 716,202 716,202
642-44-414 HR Retiree Benefits 1,149,055 1,211,333 1,211,333 1,241,926 1,241,926 1,241,926 1,241,926 1,241,926
TOTAL 1,149,055 1,211,333 1,211,333 1,241,926 1,241,926 1,241,926 1,241,926 1,241,926
TOTAL INTERNAL SERVICE FUNDS 7,403,653 7,673,065 8,059,613 8,848,0W 8,848,012 8,848,012 8,848,012�Illlllllllllllllllllll
FY 2021-22 Adopted Budget Financial Schedules 186
All Funds Fund Balance
Actual Adopted Estimate Adopted Forecast Forecast Forecast Forecast
GENERALFUNDS
Beginning Balance 58,922,585 74,505,813 74,505,813 82,012,946 82,693,803 84,660,181 88,197,465 88,650,744
Assigned 34,426,942 16,040,633 37,811,790 35,697,647 39,542,172 41,761,872 40,814,843 39,546,189
Unassigned 40,078,871 35,929,546 45,447,666 47,442,666 45,118,009 46,435,593 47,835,901 49,324,104
Ending Balance 74,505,813 51,970,179 83,259,456 83,140,313 84,660,181 88,197,465 88,650,744 88,870,293
SPECIAL REVENUE FUNDS
Beginning Balance 34,275,079 23,397,927 31,995,174 28,888,315 32,221,580 34,645,548 37,220,820 39,885,081
Assigned 34,275,080 27,645,576 28,888,315 32,221,580 34,645,548 37,220,820 39,885,081 42,622,738
Unassigned - - - - - - - -
Ending Balance 34,275,080 27,645,576 28,888,315 32,221,580 34,645,548 37,220,820 39,885,081 42,622,738
DEBT SERVICE FUN
Beginning Balance 1,660,760 1,660,760 1,685,872 55,016 16 16 16 16
Assigned 1,685,872 1,660,760 1,660,760 16 16 16 16 16
Unassigned - - - - - - - -
Ending Balance 1,685,872 1,660,760 1,660,760 16 16 16 16 16
CAPITAL PROJECT FUNDS
Beginning Balance 33,211,943 38,538,113 40,551,134 39,384,351 39,209,351 39,209,351 39,209,351 39,209,351
Assigned 40,551,134 36,205,390 39,384,351 39,209,351 39,209,351 39,209,351 39,209,351 39,209,351
Unassigned - - - - - - - -
Ending Balance 40,551,134 36,205,390 39,384,351 39,209,351 39,209,351 39,209,351 39,209,351 39,209,351
E�RISE FUNDS
Beginning Balance 8,056,506 5,001,676 9,253,822 6,935,949 4,410,211 1,793,579 (823,053) (3,439,685)
Assigned 9,253,822 4,289,472 6,935,949 4,410,211 1,793,579 (823,053) (3,439,685) (6,056,317)
Unassigned - - - - - - - -
Ending Balance 9,253,822 4,289,472 6,935,949 4,410,211 1,793,579 (823,053) (3,439,685) (6,056,317)
INTERNAL SERVICE FUNDS
Beginning Balance 6,850,179 6,825,172 7,959,449 5,194,719 3,051,606 1,103,740 (785,763) (2,617,785)
Assigned 7,959,449 4,203,441 5,194,719 3,051,606 1,103,740 (785,763) (2,617,785) (4,393,164)
Unassigned - - - - -
Ending Balance 7,959,449 4,203,441 5,194,719 3,051,606 1,103,740 (785,763) (2,617,785) (4,393,164)
TOTAL ALL FUNDS 168,231,169 125,974,818 165,323,549 162,033,076 161,412,414 163,018,835 161,687,722 160,252,917
FY 2021-22 Adopted Budget Financial Schedules 187
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FY 2021-22 Adopted Budget Financial Schedules 188
Council and Commissions
FY 2021-22 Adopted Budget Council and Commissions 189
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FY 2021-22 Adopted Budget Council and Commissions 190
Department Overview
Budget Units
Budget Unit Program 2022 Adopted Budget
City Council $675,991
100-10-100 City Council $479,750
100-10-101 Community Funding $ 118,659
100-10-110 Sister Cities $77,582
Commissions $658,312
100-11-131 Technology,Information&Communications Commission $37,125
100-11-140 Library Commission $48,341
100-11-142 Fine Arts Commission $66,468
100-11-150 Public Safety Commission $35,606
100-11-155 Bicycle and Pedestrian Commission $47,731
100-11-160 Parks and Recreation Commission $57,463
100-11-165 Teen Commission $81,078
100-11-170 Planning Commission $ 131,245
100-11-175 Housing Commission $62,761
100-11-180 Sustainability Commission $63,038
100-11-190 Audit Committee $27,456
Total $1,334,303
FY 2021-22 Adopted Budget Council and Commissions 191
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,054,877
Total Expenditures $1,334,303
Fund Balance $-
General Fund Costs $279,426
%Funded by General Fund 20.9%
Total Staffing 7.6 FTE
Organization
Darcy Paul,Mayor
Liang Chao,Vice Mayor
Kitty Moore,Council Member
Hung Wei,Council Member
Jon Willey,Council Member
FY 2021-22 Adopted Budget Council and Commissions 192
Citizens of Cupertino
City Council
Technology,
Teen Commission Information,and
Communications
Commission
Parks and Recreation Library Commission
Commission
Planning Commission Bicycle and Pedestrian
Commission
Fine Arts Commission Public Safety
Commission
Housing Commission Sustainability
Commission
Audit Committee
Adopted Budget
On June 15,City Council approved a budget of$1,334,303 for the Council and Commissions department.This
represents an increase of$133,492(11.1%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 193
Adopted Expenditures by Division
■ City Council
'. Commissions
Department Expenditure History
$1.33M
$1.20M
$867k $896k
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Council and Commissions 194
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $406,858 $586,473 $954,826 $ 1,054,877
Total Revenues $406,858 $586,473 $954,826 $1,054,877
Expenditures
Employee Compensation $289,947 $280,409 $354,463 $376,429
Employee Benefits $165,047 $ 158,895 $217,629 $259,737
Materials $145,182 $ 128,444 $248,300 $246,912
Contract Services $109,238 $ 147,776 $ 166,133 $ 182,053
Cost Allocation $157,166 $ 150,923 $206,675 $260,845
Special Projects $- $29,202 $- $-
Contingencies $- $40 $7,611 $8,327
Total Expenditures $866,580 $895,689 $1,200,811 $1,334,303
Fund Balance $- $- $- $-
General Fund Costs $459,723 $309,217 $245,985 $279,426
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 195
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0.05 0.10 0.25 0.50
ASSISTANT CITY MANAGER 0.05 0 0 0
ASST DIR RECREATION COMM 0.05 0 0 0.05
SVCS
CHIEF TECHNOLOGY OFFICER 0 0 0.02 0.02
CLIMATE AND UTILITIES ANALYST 0 0 0.10 0.10
COMMUNICATIONS OFFICER 0.25 0.25 0.15 0.15
COMMUNITY OUTREACH 0.10 0.10 0.10 0.10
SPECIALIST
COUNCIL MEMBER 5.00 5.00 5.00 5.00
DEPUTY BOARD CLERK 0.25 0.25 0.25 0
DEPUTY CITY MANAGER 0.05 0 0 0
DIRECTOR OF COMM 0.06 0.06 0.06 0.06
DEVELOPMENT
DIRECTOR OF PARKS REC 0.05 0.05 0.05 0.05
EMERGENCY MANAGER 0 0 0.05 0.05
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
FINANCE MANAGER 0 0 0.05 0.05
PLANNING MANAGER 0.10 0.10 0.10 0.10
RECREATION COORDINATOR 0.30 0.30 0.45 0.45
RECREATION SUPERVISOR 0 0 0.05 0.05
SENIOR PLANNER 0.10 0.10 0 0
SR OFFICE ASSISTANT 0.30 0.40 0.20 0.20
SUSTAINABILITY MANAGER 0.10 0.10 0.05 0.05
TRANSPORTATION MANAGER 0 0 0.10 0.10
Total 7.31 7.31 7.53 7.58
FY 2021-22 Adopted Budget Council and Commissions 196
City Council
Budget Unit 100-10-100
General Fund-City Council-City Council
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,054,877
Total Expenditures $479,750
Fund Balance $-
General Fund Costs $(575,127)
%Funded by General Fund -119.9%
Total Staffing 5.9 FTE
Program Overview
The Mayor and councilmembers, acting as the elected representatives of the residents of Cupertino, establish
public policies to meet the community needs of the City.
Service Objectives
The City Council objectives are carried out by City staff under the sole direction of the City Manager.
Adopted Budget
On June 15, City Council approved a budget of $479,750 for the City Council program. This represents an
increase of$27,999(6.2%)from the FY 2020-21 Adopted Budget.
This increase is primarily due to increases in pension insurance costs and changes in health insurance
selections.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 197
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $406,858 $586,473 $954,826 $1,054,877
Total Revenues $406,858 $586,473 $954,826 $1,054,877
Expenditures
Employee Compensation $138,405 $123,015 $139,932 $137,839
Employee Benefits $104,507 $100,030 $117,270 $142,382
Materials $98,283 $91,900 $170,671 $175,529
Contract Services $23,185 $12,416 $19,133 $19,133
Cost Allocation $54,145 $39,560 $- $-
Special Projects $- $29,202 $- $-
Contingencies $- $- $4,745 $4,867
Total Expenditures $418,525 $396,123 $451,751 $479,750
Fund Balance $- $- $- $-
General Fund Costs $11,668 $ (190,350) $(503,075) $(575,127)
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
COMMUNICATIONS OFFICER 0.15 0.15 0.10 0.10
COMMUNITY OUTREACH 0.10 0.10 0.10 0.10
SPECIALIST
COUNCIL MEMBER 5.00 5.00 5.00 5.00
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
SR OFFICE ASSISTANT 0.30 0.10 0.15 0.15
Total 6.05 5.85 5.85 5.85
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 198
Community Funding
Budget Unit 100-10-101
General Fund-City Council-Community Funding
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $118,659
Fund Balance $-
General Fund Costs $118,659
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The Community Funding program provides funding for various community activities and community-based
organizations throughout the fiscal year.
Service Objectives
• Provide funding to local non-profit organizations in the areas of social services, fine arts and other
programs for the general public.
• Grant funding requests in a fair and equitable manner.
• Grant funding requests per the updated Community Funding Policy adopted by City Council on
December 1,2020.
Adopted Budget
On June 15, City Council approved a budget of $118,659 for the Community Funding program. This
represents an increase of$7,419(6.7%)from the FY 2020-21 Adopted Budget.
Non-Profit FY 20-21 FY 21-22
FY 20-21 Funding FY 21-22 Funding
Organization Program/Project/Event Program/Project/Event
West Valley
Community Gift of Hope Holiday
Services of Santa $20,000 Building Expansion $10,000 Program
Clara County,Inc.
Cupertino Library N/Al N/Al $15,000 Empower and Connect
Foundation Seniors Program
Buddhist Tzu Chi
Medical N/A1 N/Al $7,400 Community Health
Fair
Foundation
FY 2021-22 Adopted Budget Council and Commissions 199
Santa Clara Valley Wildlife&Harvest Wildlife&Harvest
Audubon Society $7,500 Day $8,500 Festival Video
Production
Friends of Deer White Barn Enclosed Garden
Hollow Farm $15,000 Renovation $7,000 Space
Chinese American
Coalition for Starting the Starting the
Compassionate $6,000 Conversation $12,000 Conversation and
Mindful Self-Care
Care
Valkyrie Robotics N/Al N/A1 $3,000 Mini-Robot
Competition
Tian Hong N/Al N/Al $3,000 Cross-cultural Art
Foundation Contest
Rotary Club of
$12,000 Fall Festival $12,000 Fall Festival
Cupertino
Euphrat Museum $10 Exhibition,Events, Exhibition,Events,
of Art ,000 Community Outreach $15,000 Community Outreach
Monta Vista High
School Speech N/Al N/A1 $3,000 Program Staffing and
Materials Support
Boosters Inc
Cupertino Museum and Archive
Historical Society $20,000 Museum Exhibits $20,000 Support
Breathe California $4,000 Seniors Breathe Easy N/A2 N/A2
Bhubaneswar $7 500 Festival and N/A2 N/A2
Sister City Exchanges
Elevate the Future $3,000 Project Falcon N/A2 N/A2
Cupertino
Silicon Valley
Jewish Film $5,000 Jewish Film Festival N/A2 N/A2
Festival
Total $110,000 $115,900
1 Organization did not apply for or receive a Community Funding Grant in FY 20-21.
2 Organization did not apply for or receive a Community Funding Grant in FY 21-22.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 200
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Contract Services $52,400 $ 114,800 $110,000 $ 115,900
Cost Allocation $ 1,031 $787 $ 1,240 $2,259
Contingencies $- $- $- $500
Total Expenditures $53,431 $115,587 $111,240 $118,659
Fund Balance $- $- $- $-
General Fund Costs $53,431 $115,587 $111,240 $118,659
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Council and Commissions 201
Sister Cities
Budget Unit 100-10-110
General Fund-City Council-Sister Cities
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $77,582
Fund Balance $-
General Fund Costs $77,582
%Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
Cupertino has four active sister cities registered with Sister Cities International; Toyokawa, Japan; Hsinchu,
Taiwan;Copertino,Italy;and Bhubaneswar,India.
Service Objectives
• To further international communication and understanding through the Sister City Program
. To foster educational,technical,economic and cultural exchanges
• To encourage student exchange programs to promote communication and understanding among
people of different cultures
Adopted Budget
On June 15, City Council approved a budget of $77,582 for the Sister Cities program. This represents a
decrease of$4,013(4.9%)from the FY 2020-21 Adopted Budget.
Activities in this budget program remain relatively unchanged over the previous fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 202
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $13,702 $17,141 $ 12,317 $13,229
Employee Benefits $5,189 $6,767 $5,732 $5,956
Materials $3,019 $5,016 $5,773 $5,830
Contract Services $20,570 $9,560 $20,000 $20,000
Cost Allocation $9,094 $11,398 $37,129 $31,921
Contingencies $- $- $644 $646
Total Expenditures $51,574 $49,882 $81,595 $77,582
Fund Balance $- $- $- $-
General Fund Costs $51,574 $49,881 $81,595 $77,582
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
COMMUNICATIONS OFFICER 0.10 0.10 0.05 0.05
SR OFFICE ASSISTANT 0 0.30 0.05 0.05
Total 0.10 0.40 0.10 0.10
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 203
Technology, Information & Communications
Commission
Budget Unit 100-11-131
General Fund-Commissions-Technology,Information&Communications Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $37,125
Fund Balance $-
General Fund Costs $37,125
%Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Technology, Information & Communications Commission (TICC) advises the City Council and informs
the community about issues relating to the rapidly changing fields of communication and technology.
Commissioners also serve as a resource for the Planning Commission in offering technical guidance for
antenna sightings. The Chief Technology Officer serves as staff liaison. The commission also supports public
and educational access to cable services.
Service Objectives
• Continue to work with appropriate companies in bringing advanced services to interested residents.
. Monitor AT&T and Comcast services and revenue.
. Negotiate and manage public access provider KMVT to ensure maximum programming value for
Cupertino residents.
• Work with Community Development and Public Works regarding antenna placement and negotiate
agreements for communication services that serve Cupertino.
Adopted Budget
On June 15, City Council approved a budget of$37,125 for the Technology, Information & Communications
Commission program.This represents an increase of$13,061 (54.3%)from the FY 2020-21 Adopted Budget.
Increases in this budget unit are due to cost allocation charges as a result of increased one-time I&T
expenditures.
FY 2021-22 Adopted Budget Council and Commissions 204
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $- $4,171 $9,824 $10,116
Employee Benefits $- $1,889 $4,229 $4,580
Materials $687 $107 $1,206 $1,218
Contract Services $- $- $5,000 $5,000
Cost Allocation $5,852 $1,207 $3,650 $16,056
Contingencies $- $- $155 $155
Total Expenditures $6,539 $7,374 $24,064 $37,125
Fund Balance $- $- $- $-
General Fund Costs $6,539 $7,374 $24,064 $37,125
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0 0.05 0.05 0.05
CHIEF TECHNOLOGY OFFICER 0 0 0.02 0.02
Total 0 0.05 0.07 0.07
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 205
Library Commission
Budget Unit 100-11-140
General Fund-Commissions-Library Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $48,341
Fund Balance $-
General Fund Costs $48,341
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Library Commission is a five-member commission appointed by the City Council to review and make
recommendations related to the operations and services of the Cupertino Library. The Cupertino Library is
operated by Santa Clara County Library Services.The building is provided by the City of Cupertino. County
Library management serve as Commission staff and Parks and Recreation personnel serve as City liaison.
Service Objectives
• Monitor the various service activities of the library and make recommendations for improvements to
appropriate bodies.
• Support library advocacy groups, including Friends of the Cupertino Library and Cupertino Library
Foundation.
• Advocate library funding and service levels at the City,County,and state levels.
. Represent the Cupertino library in the local community.
• Participate in state and local library workshops and conferences.
• Participate in the long-range planning of quality library services for the City.
• Develop potential resources to expand volunteer efforts in the library.
• Investigate ways to expand access to non-traditional media.
• Continue library advocacy in Cupertino activities and with other organizations.
• Coordinate and implement the annual Cupertino Poet Laureate program and provide staff support
and City resources to sustain the program.
• Continue emphasis on integrating additional technology into library services.
Adopted Budget
On June 15, City Council approved a budget of$48,341 for the Library Commission program. This represents
an increase of$16,632(52.5%)from the FY 2020-21 Adopted Budget.
The increase is primarily due increases in Employee Compensation and Benefits from the partial reallocation
of staff time into this program.
FY 2021-22 Adopted Budget Council and Commissions 206
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $8,601 $5,892 $9,915 $20,220
Employee Benefits $3,558 $840 $5,228 $10,136
Materials $46 $589 $380 $344
Contract Services $- $- $2,000 $2,020
Cost Allocation $9,870 $11,479 $14,126 $15,562
Contingencies $- $- $60 $59
Total Expenditures $22,075 $18,800 $31,709 $48,341
Fund Balance $- $- $- $-
General Fund Costs $22,075 $18,801 $31,709 $48,341
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0 0 0.05 0.05
ASST DIR RECREATION COMM 0.05 0 0 0.05
SVCS
RECREATION SUPERVISOR 0 0 0.05 0.05
Total 0.05 0 0.10 0.15
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Council and Commissions 207
Fine Arts Commission
Budget Unit 100-11-142
General Fund-Commissions-Fine Arts Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $66,468
Fund Balance $-
General Fund Costs $66,468
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Fine Arts Commission is a five member commission appointed by the City Council to foster, encourage
and assist the realization, preservation and advancement of fine arts for the benefit of the citizens of
Cupertino.A Parks and Recreation Department Recreation Coordinator serves as the staff liaison.
Service Objectives
. Act as a catalyst for the promotion of fine arts activities and provide liaison and coordination between
fine arts activities,groups,and facilities.
• Enhance the interaction between arts and businesses through personal outreach.
. Review and approve public art proposals.
• Encourage and facilitate"art in unexpected places"throughout the City.
Adopted Budget
On June 15, City Council approved a budget of $66,468 for the Fine Arts Commission program. This
represents an increase of$12,958(24.2%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to the proposed establishment of the Art in Unexpected Places program with a
recurring annual budget of$10,000 per fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 208
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $16,704 $17,260 $ 14,486 $14,920
Employee Benefits $6,209 $6,589 $8,712 $9,309
Materials $2,554 $3,258 $7,341 $6,673
Contract Services $- $- $- $10,000
Cost Allocation $11,810 $12,688 $22,787 $25,149
Contingencies $- $40 $184 $417
Total Expenditures $37,277 $39,835 $53,510 $66,468
Fund Balance $- $- $- $-
General Fund Costs $37,276 $39,836 $53,510 $66,468
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
DEPUTY BOARD CLERK 0.05 0.05 0 0
RECREATION COORDINATOR 0 0 0.15 0.15
SENIOR PLANNER 0.10 0.10 0 0
Total 0.15 0.15 0.15 0.15
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 209
Public Safety Commission
Budget Unit 100-11-150
General Fund-Commissions-Public Safety Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $35,606
Fund Balance $-
General Fund Costs $35,606
%Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Public Safety Commission(PSC),a five-member board appointed by the City Council, assists the Council
by advising on matters pertaining to safety, traffic, police, fire and other areas wherein the matter of public
safety may be of concern.
Service Objectives
. Advise the City Council on safety issues and concerns.
• Promote public education programs concerning safety issues.
• Provide assistance in implementing public safety programs approved by the City Council.
Adopted Budget
On June 15, City Council approved a budget of $35,606 for the Public Safety Commission program. This
represents an increase of$4,789(15.5%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to normal increases in salary and benefits.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 210
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $3,236 $1,141 $4,848 $7,785
Employee Benefits $1,304 $591 $2,643 $4,030
Materials $2,477 $1,460 $4,451 $4,496
Contract Services $10,000 $10,000 $10,000 $10,000
Cost Allocation $1,941 $993 $8,514 $8,933
Contingencies $- $- $361 $362
Total Expenditures $18,958 $14,185 $30,817 $35,606
Fund Balance $- $- $- $-
General Fund Costs $18,958 $14,185 $30,817 $35,606
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
DEPUTY CITY MANAGER 0.05 0 0 0
EMERGENCY MANAGER 0 0 0.05 0.05
Total 0.05 0 0.05 0.05
There are no changes to the current level of staffing
FY 2021-22 Adopted Budget Council and Commissions 211
Bicycle and Pedestrian Commission
Budget Unit 100-11-155
General Fund-Commissions-Bicycle and Pedestrian Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $47,731
Fund Balance $-
General Fund Costs $47,731
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Bicycle and Pedestrian Commission(BPC)is a five-member board appointed by the City Council, which
assists the Council by reviewing, monitoring, and making recommendations on City transportation matters
pertaining to bicycle and pedestrian traffic, parking, education, and recreation within Cupertino. The City's
Transportation Manager serves as staff liaison.
Service Objectives
• Review and make recommendations on 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.
Adopted Budget
On June 15, City Council approved a budget of$47,731 for the Bicycle and Pedestrian Commission program.
This represents an increase of$12,493(35.5%)from the FY 2020-21 Adopted Budget.
Increases to this program are due to increased cost allocation charges.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 212
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $- $- $23,985 $24,606
Employee Benefits $- $- $10,223 $12,212
Materials $- $- $200 $202
Cost Allocation $1,763 $807 $825 $10,706
Contingencies $- $- $5 $5
Total Expenditures $1,763 $807 $35,238 $47,731
Fund Balance $- $- $- $-
General Fund Costs $1,763 $807 $35,238 $47,731
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0 0 0.05 0.05
TRANSPORTATION MANAGER 0 0 0.10 0.10
Total 0 0 0.15 0.15
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 213
Parks and Recreation Commission
Budget Unit 100-11-160
General Fund-Commissions-Parks and Recreation Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $57,463
Fund Balance $-
General Fund Costs $57,463
%Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Parks and Recreation Commission is a five-member commission appointed by the City Council to make
recommendations pertaining to parks, recreation, and community services. The Director of Parks and
Recreation serves as staff liaison.
Service Objectives
• Engage the public in dialog regarding the design of new facilities.
• 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 in special committees dealing with Parks and Recreation.
. Serve as ambassadors for the Parks and Recreation Department.
Adopted Budget
On June 15, City Council approved a budget of$57,463 for the Parks and Recreation Commission program.
This represents an increase of$6,567(12.9%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to changes in cost allocation methodology.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 214
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $14,415 $17,828 $15,942 $17,280
Employee Benefits $5,059 $3,765 $7,185 $7,610
Materials $2,154 $1,207 $8,188 $7,442
Cost Allocation $9,282 $12,165 $19,376 $24,945
Contingencies $- $- $205 $186
Total Expenditures $30,910 $34,965 $50,896 $57,463
Fund Balance $- $- $- $-
General Fund Costs $30,909 $34,965 $50,896 $57,463
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0.05 0.05 0.05 0.05
DIRECTOR OF PARKS REC 0.05 0.05 0.05 0.05
Total 0.10 0.10 0.10 0.10
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 215
Teen Commission
Budget Unit 100-11-165
General Fund-Commissions-Teen Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $81,078
Fund Balance $-
General Fund Costs $81,078
%Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
The Teen Commission is comprised of nine teens representing grades 8-11.The Teen Commission advises the
City Council and staff on teen issues. A Parks and Recreation Department Recreation Coordinator serves as
the staff liaison.
Service Objectives
• Engage the public in dialogue regarding the design of new teen programs and make recommendations
regarding these projects to City staff.
• Assist staff with the programming and promotion of the Teen Center.
. Assist staff with the evaluation of teen programming.
• Work with staff and the public to create new avenues to interact with teens.
Adopted Budget
On June 15, City Council approved a budget of$81,078 for the Teen Commission program. This represents a
decrease of$222(-0.3%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 216
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $26,638 $29,503 $28,971 $29,840
Employee Benefits $11,167 $12,360 $13,635 $14,640
Materials $8,282 $5,556 $9,995 $4,514
Contract Services $405 $- $- $-
Cost Allocation $16,596 $16,728 $28,449 $31,971
Contingencies $- $- $250 $113
Total Expenditures $63,088 $64,147 $81,300 $81,078
Fund Balance $- $- $- $-
General Fund Costs $63,088 $64,147 $81,300 $81,078
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
RECREATION COORDINATOR 0.30 0.30 0.30 0.30
Total 0.30 0.30 0.30 0.30
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 217
Planning Commission
Budget Unit 100-11-170
General Fund-Commissions-Planning Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $131,245
Fund Balance $-
General Fund Costs $131,245
%Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
The Planning Commission is a five-member citizen board appointed by the City Council.The functions of the
Planning Commission are as follows:
• Advise the City Council on land use and development policy related to the General Plan;
. Implement the General Plan through review and administration of specific plans and related
ordinances;
• Review land use applications for conformance with the General Plan and ordinances;and
• Promote the coordination of local plans and programs with regional and other agencies.
Service Objectives
• Conduct periodic reviews of the General Plan. These reviews test the fundamental goals and measure
the performance of short-term objectives.
. Conduct public hearings for approximately 80 land development applications every year. Ensure that
decisions are made fairly and expeditiously in accordance with adopted General Plan policies,zoning
ordinances,development plans,and design guidelines.
. Review specific plans,zoning ordinance amendments, and amendments to the General Plan and make
recommendations to Council.
• Serve on the Planning Commission Design Review Committee,the Environmental Review Committee,
and in an advisory role to the Housing Commission and Economic Development Committee.
Adopted Budget
On June 15, City Council approved a budget of $131,245 for the Planning Commission program. This
represents an increase of$11,682(9.8%)from the FY 2020-21 Adopted Budget.
Increases in this budget program are due to negotiated salary and benefit increases as well as cost allocation
charges.
FY 2021-22 Adopted Budget Council and Commissions 218
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $42,998 $32,741 $38,684 $40,557
Employee Benefits $15,292 $11,231 $15,948 $18,610
Materials $22,078 $18,766 $33,381 $33,715
Contract Services $2,678 $- $- $-
Cost Allocation $19,241 $ 18,624 $30,715 $37,520
Contingencies $- $- $835 $843
Total Expenditures $102,287 $81,362 $119,563 $131,245
Fund Balance $- $- $- $-
General Fund Costs $102,287 $81,362 $119,563 $131,245
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0 0 0 0.20
ASSISTANT CITY MANAGER 0.05 0 0 0
DEPUTY BOARD CLERK 0.15 0.15 0.20 0
DIRECTOR OF COMM 0.06 0.06 0.06 0.06
DEVELOPMENT
Total 0.26 0.21 0.26 0.26
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 219
Housing Commission
Budget Unit 100-11-175
General Fund-Commissions-Housing Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $62,761
Fund Balance $-
General Fund Costs $62,761
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
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
. Assist the Planning Commission and the City Council in developing housing policies and strategies
for implementation of general plan housing element goals;
. Recommend policies for implementation and monitoring of affordable housing projects;
• Facilitate innovative approaches to affordable housing development and to generate ideas and interest
in pursuing a variety of housing options;
• When requested by the Director of Community Development or the City Council, to make
recommendations to the Planning Commission and the City Council regarding affordable housing
proposals in connection with applications for development.
. Make recommendations regarding requests for money from the CDBG and Affordable Housing
Funds;
• Provide information about affordable housing;
• Meet with neighborhood, community, regional and business groups as necessary to receive input and
assist in generating affordable housing;
• Help identify sources of funds to develop and build affordable housing;and
• Perform any other advisory functions authorized by the City Council.
Adopted Budget
On June 15, City Council approved a budget of $62,761 for the Housing Commission program. This
represents an increase of$6,659(11.9%)from the FY 2020-21 Adopted Budget.
Increases in this budget program are due to negotiated labor increases.
FY 2021-22 Adopted Budget Council and Commissions 220
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $14,055 $ 19,925 $22,801 $24,668
Employee Benefits $7,025 $9,156 $10,688 $12,241
Materials $495 $244 $979 $989
Cost Allocation $11,937 $12,510 $21,610 $24,838
Contingencies $- $- $24 $25
Total Expenditures $33,512 $41,835 $56,102 $62,761
Fund Balance $- $- $- $-
General Fund Costs $33,513 $41,835 $56,102 $62,761
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0 0 0 0.05
DEPUTY BOARD CLERK 0.05 0.05 0.05 0
PLANNING MANAGER 0.10 0.10 0.10 0.10
Total 0.15 0.15 0.15 0.15
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 221
Sustainability Commission
Budget Unit 100-11-180
General Fund-Commissions-Sustainability Commission
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $63,038
Fund Balance $-
General Fund Costs $63,038
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Sustainability Commission is a five-member board appointed by the City Council to serve in an advisory
capacity by providing expertise and guidance on major policy and programmatic areas related to the
environmental, economic and societal goals noted within Cupertino's Climate Action Plan and General Plan
Environmental Resources/Sustainability Element.
Service Objectives
• Monitor and update the CAP based upon quantified metrics to measure and evaluate mitigated
impacts and community benefits.
• Suggest recommendations, review, and monitor the City's General Plan Environmental
Resources/Sustainability Element and its intersections with the CAP.
• Advise the City Council how to strategically accelerate Cupertino's progress towards sustainability
and recommend priorities to promote continued regional leadership in sustainability.
• Periodically review policies governing specific practices and programs, such as greenhouse gas
emissions reduction, water conservation, renewable energy,energy efficiency,materials management,
and urban forestry. Illustrative examples include the creation of infrastructure for low emissions
vehicles, installation of renewable energy or energy efficiency technologies, drafting of water
conservation or waste reduction policies, delivery of habitat restoration and conservation programs,
design and roll-out of pollution prevention campaigns,etc.
• Make recommendations regarding the allocation of funds for infrastructure and technology
improvements to elevate the operational performance of City facilities, businesses, educational
institutions,and homes by reducing costs,improving public health,and serving community needs.
• Accept public input on the subject areas noted above and advise the City Council on ways to drive
community awareness,behavior change, education and participation in City programs modeled upon
the field's best practices.
• Review and make recommendations to the City Council on Federal, State and regional policies related
to sustainability that have the potential to impact City Council's goals and policies.
. Pursue any other activity or scope that may be deemed appropriate and necessary by the City Council.
FY 2021-22 Adopted Budget Council and Commissions 222
Adopted Budget
On June 15, City Council approved a budget of $63,038 for the Sustainability Commission program. This
represents an increase of$10,256(19.4%)from the FY 2020-21 Adopted Budget.
This increase is largely due to increases in cost allocation expenses due to increased cost of internal services.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- $- $- $-
Expenditures
Employee Compensation $11,193 $11,792 $18,678 $20,618
Employee Benefits $5,737 $5,674 $9,972 $11,189
Materials $5,107 $341 $5,735 $5,960
Contract Services $- $1,000 $- $-
Cost Allocation $4,604 $11,977 $18,254 $25,122
Contingencies $- $- $143 $149
Total Expenditures $26,641 $30,784 $52,782 $63,038
Fund Balance $- $- $- $-
General Fund Costs $26,642 $30,784 $52,782 $63,038
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
CLIMATE AND UTILITIES 0 0 0.10 0.10
ANALYST
SUSTAINABILITY MANAGER 0.10 0.10 0.05 0.05
Total 0.10 0.10 0.15 0.15
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 223
Audit Committee
Budget Unit 100-11-190
General Fund-Commissions-Audit Committee
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $27,456
Fund Balance $-
General Fund Costs $27,456
%Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Audit Committee, consisting of two City Council members and a minimum of two and a maximum of
three at large members, hold the following powers and functions: A. To review the annual audit report and
management letter;B. To recommend appointment of auditors; C. To review the monthly Treasurer's report;
D. To recommend a budget format; and E. To review City investment policies and internal controls of such
policies. F. To recommend appointment of internal auditors; and G. To review internal audit reports. The
Audit Committee meets at least quarterly. The Finance Manager serves as staff liaison.
Service Objectives
• To review the annual audit report and management letter;
• To recommend appointment of auditors;
• To review the monthly Treasurer's report;
. To recommend a budget format;
• To review City investment policies and internal controls of such policies.
Adopted Budget
On June 15, City Council approved a budget of$27,456 for the Audit Committee program.This represents an
increase of$7,212(35.6%)from the FY 2020-21 Adopted Budget.
Increases in this budget unit are due to cost allocation charges not being applied in previous years.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Council and Commissions 224
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $- $- $14,080 $14,751
Employee Benefits $- $3 $6,164 $6,842
Cost Allocation $- $- $- $5,863
Total Expenditures $- $3 $20,244 $27,456
Fund Balance $- $- $- $-
General Fund Costs $- $3 $20,244 $27,456
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0 0 0.05 0.05
FINANCE MANAGER 0 0 0.05 0.05
Total 0 0 0.10 0.10
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Council and Commissions 225
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FY 2021-22 Adopted Budget Council and Commissions 226
Administration
FY 2021-22 Adopted Budget Administration 227
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FY 2021-22 Adopted Budget Administration 228
Department Overview
Budget Units
Budget Unit Program 2022 Adopted Budget
City Manager $4,959,700
100-12-120 City Manager $1,521,821
100-12-122 Sustainability $866,420
100-12-126 Office of Communications $708,955
100-12-305 Multimedia $916,347
100-12-307 Public Access Support $79,531
100-12-632 Community Outreach and Neighborhood Watch $171,892
100-12-633 Office of Emergency Management $694,734
100-12-705 Economic Development $-
City Clerk $651,274
100-13-130 City Clerk $603,333
100-13-132 Duplicating and Mail Services $47,794
100-13-133 Elections $147
City Manager Discretionary $75,000
100-14-123 City Manager Contingency $75,000
City Attorney $1,943,655
100-15-141 City Attorney $1,943,655
Total $7,629,629
FY 2021-22 Adopted Budget Administration 229
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,739,136
Total Expenditures $7,629,629
Fund Balance $-
General Fund Costs $5,890,493
%Funded by General Fund 77.2%
Total Staffing 18.9 FTE
Organization
Deborah L.Feng,City Manager
Dianne Thompson,Assistant City Manager
Heather Minner,City Attorney(Contract)
Kirsten Squarcia,City Clerk
FY 2021-22 Adopted Budget Administration 230
City Manager's Office
City Manager
Executive Assistan
Assistant City Assistant to the Communications City Clerk
Manager City Manager Officer
Management Sustainability Emergency Community
Department Heads Analyst Manager Manager Outreach Deputy City Clerk
Specialist(2)
IH
Emergency
Climate and Senior Office Senior Office
Utilities Analyst Management Assistant Assistant
Analyst
Community
Coordinator P/T
Community
Relations
Coordinator
Multimedia
Communications
Specialist(3)
City Attorney's Office
City Attorney
(Contracted)
Legal Services
Manager
FY 2021-22 Adopted Budget Administration 231
Performance Measures
City Clerk Division
Goal: Streamline information processing for Council, staff and community members for compliance with
State requirements and facilitate independent and transparent access to public information.
Benefit:All can fully participate in local government to achieve the community&organizational goals.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
City Council minutes for regular
meetings presented for Council 94% 100%o 100/°° 100/°°
approval by the following regular
meeting
Adopted City Council resolutions and
ordinances processed and scanned to
Laserfiche within a week of Clerk's 99% 60% 67% 100%
office receipt of final,signed
document
Public Record Act requests responded
100% 100% 100% 100%
to by the Statutory deadline date
Office of Communications
Goal: Promote and increase interest and participation in City services, programs, initiatives, and projects
while building community pride and positive identification with the City among its residents.
Benefit:Residents have access to timely,engaging,and important information.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Social media engagement:total
number of followers including City 10%annual
27,074 31,906 32,987
Hall Nextdoor,Facebook,Twitter,and increase
Instagram accounts
Social media engagement:average
number of engagements(reactions, 10%annual
67.2 72.3 44.7
comments,shares,and clicksl)per increase
post on City Hall Facebook account
Cupertino 311:Average response time Average Close Average Close Average Close Average
to customers organization-wide(in Time Time Time Close Time
days)2: 3.1 Days 2.8 Days 2.65 Days 5 days
1 Clicks have now been added to the engagement metric,which will bump up the average number.
FY 2021-22 Adopted Budget Administration 232
2 The performance measure for Access Cupertino: Average response time to customers organization-wide
was revised as Access Cupertino was replaced by Cupertino 311 in September 2017. The Cupertino 311
Application is administered through the IT Department, but each individual department is responsible for
responding to its own requests.Response times are organized by request category.
Sustainability Division
Goal: Implement Cupertino's Climate Action Plan and General Plan Sustainability Element to achieve
quantifiable emissions reductions, conserve finite resources, and achieve utility cost avoidance and savings
across municipal operations and community partners.
Benefit: Cupertino is a healthy,resilient, environmentally-vibrant city for current and future residents to live,
work,learn and play.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
%community-wide emissions 15%reduction
reduced from baseline of 307,288 MT 2018 inventory:24%decrease in emissions from by 2020(261,195
CO2e/yr 1 baseline(258,659 MT CO2e/yr) MT CO2e/yr)
Initiate and implement all Climate
Action Plan near-term measures:
x%initiated 100% 100% 100% 100%
x%complete or ongoing 45% 79% 79% 100%
%municipal operations emissions
reduced from baseline of 1,865 MT 2018 inventory: 66%reduction in emissions from 15%reduction
baseline:642 MTCO2e by 2020
CO2e/yr
Projects
5%utility cost savings identified each identified to
year
New performance measure proposed for FY2021 exceed 5%new
utility savings
each year
Offset 10%of
Pursue grant and incentive funding special projects
for special projects and base New performance measure proposed for FY2021
expenses with
operations grants,rebates,
or avoided utility
expenses.
1 Cupertino's GHG inventories are conducted roughly every 3-5 years.
Economic Development Division
Goal: To actively pursue opportunities in the areas of business attraction, retention, and expansion as a
means of promoting economic vitality, and strengthening the City's sales tax base to support Cupertino's
excellent quality of life for its residents,businesses,and daytime population.
FY 2021-22 Adopted Budget Administration 233
Benefit: Cupertino's economy and sales tax revenue base are diversified to further enhance the City's
financial stability and its ability to provide quality amenities to the community.
Performance Measure FY 2019 FY 2020 FY2021 Ongoing
July-June July-June July-Dec Target
Economic Development Business Buzz 1442 2,000 2,500 2,800
Subscribers
Economic Development Business
16 11 3 12 per year
Workshops&Events
Multimedia Division
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Percentage of total video productions 176% 145% 900%*
performed vs scheduled productions 100%
(city meetings excluded) 60/34 32/22 18/2
Percentage of total engineering 112% 233% 260%
100%
projects vs scheduled projects 9/8 7/3 13/5
Total video views on Youtube and 5%annual
135,716 215,607 156,677
Granicus platforms combined increase
iThe Multimedia Division is responsible for producing videos for both city staff as well as the general
Cupertino public. Typically, dozens of video productions are completed every year. Video productions
range in scope from relatively simple 30-second public service announcements to major projects like CREST
that require more than two months of on-going field production, post-production editing, and a live awards
program telecast. This specific Workload Indicator clearly indicates that a large percentage of annual video
projects are unscheduled or unanticipated. The main reason is that video productions are oftentimes
evaluated and prioritized on the basis of their immediate organizational value, impact and/or
newsworthiness. Oftentimes, these unanticipated projects are identified and assigned with only a few days
or weeks of advanced notice. As such,there is an on-going need within the division for workflow and work
schedule adaptability when it comes to evaluating video productions and completing them on time and on
budget. The measurements here are tracked in the "milestones" document located in our City Channel
documentation folder. The milestones document is a comprehensive dataset of all the video division
projects--both large and small--and is maintained by the entire Multimedia Division staff. City meeting
telecasts are not included in this particular dataset.
2Multimedia staff is responsible for designing, managing, and maintaining the many audiovisual and
broadcast systems located within the organization. These include systems within the conference and
multipurpose rooms, office and huddle spaces, as well as the complex broadcast systems within the video
control room at Community Hall. Engineering projects differ from simple repairs, tasks, and modifications
in that projects, as defined, require a phased-in approach with advanced planning, design, budgeting,
resource acquisition, and implementation. Most engineering projects are scheduled well in advance;
occasionally, however, Multimedia Division staff may need to implement unanticipated projects if staff or
council priorities require as such. The Workload Indicator here measures the number of projects completed
FY 2021-22 Adopted Budget Administration 234
vs. the number of scheduled projects. These measurements are tracked in the "engineering milestones"
document located in our City Channel documentation folder. This document is maintained by Pete
Coglianese,who is the broadcast engineer for the division.
sMultimedia staff historically tracks viewership data within our primary online video platforms—YouTube
and Granicus. We continue to see an upward trend in viewership of our videos which are used to promote
city meetings, city programs, and city services. Our target is to increase viewership by 5% annually. Both
YouTube and Granicus provide advanced reporting modules that allow us to accurately track the number of
views over a given date range. The numbers here indicate total views rather than total unique views. Other
online platforms were considered as part of this dataset;however,because we do not consistently post videos
to our other social media sites such as Facebook, Twitter, Instagram, and Nextdoor, those statistics were not
included as part of this specific performance measure. Similarly, we do have accurate viewership data for
the City Channel,our government access television channel,so that platform was excluded as well.
*Percentage skewed due to the pandemic
FY 2021-22 Adopted Budget Administration 235
Workload Indicators
City Clerk Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
City Council minutes for regular meetings
presented for Council approval by the 18/18 22/22 11/11
following regular meeting
Adopted City Council resolutions and
ordinances processed and scanned to 124/124 resos; 182/272 resos; 27/55 resos;
Laserfiche within a week of Clerk's office 10/10 ords 12/18 ords 6/12 ords
receipt of final,signed document
Public Record Act requests responded to by 131/131 104/104 68/68
the Statutory deadline date
Office of Communications
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Social Media Engagement:Post per year 890 1182 818
(Facebook,Nextdoor,Twitter,Instagram)
Number of Media Inquiries N/A N/A N/A
Number of Topics initiated via Online
Community Engagement Feedback with N/A N/A N/A
Open City Hall
Number of Community Information and
Outreach Program products provided N/A N/A N/A
(newsletters,press releases,website postings,
flyers,etc.)
Sustainability Division
Staff plans to update workload indicators and performance measures as part of CAP 2.0 development in
FY2021.
FY 2021-22 Adopted Budget Administration 236
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of local businesses visited/reached
out to as part of GreenBiz program outreach 50 36 5
(est)
Events related to increasing awareness of
reducing greenhouse gas emissions(staff 14 10 3
organized or staff tabled) (est)
Sustainability related metrics tracked and/or
90 90 85
analyzed(est)
Climate Action Plan action steps initiated or 55 64 69
implemented(est)
$value of utility savings projects and
New workload indicator proposed for FY2021.
opportunities identified.
Monitor all major utility spend accounts
New workload indicator proposed for FY2021.
(water,gas,electricity)
FY 2021-22 Adopted Budget Administration 237
Economic Development Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Meetings with large groups/organizations;
appointments with brokers,prospective 275
business owners,business owners and
operators,City staff,etc.
Special events,including small business
workshops and seminars,ICSC conferences
and events,ribbon cuttings and grand 24
openings,networking events,and Small
Business Saturday Celebration event and/or
activities
Presentations to local organizations and 12
visiting delegations
Respond to calls and email inquires 250
Multimedia Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Percentage of total video productions 145% °
performed vs scheduled productions(city 60/ 4 918 2
meetings excluded) 60/34 32/22 18/2
Percentage of total engineering projects vs 112% 233% 260%
scheduled projects 9/8 7/3 13/5
Total video views on Youtube and Granicus
platforms combined s 135,716 215,607 156,677
iThe Multimedia Division is responsible for producing videos for both city staff as well as the general
Cupertino public. Typically, dozens of video productions are completed every year. Video productions
range in scope from relatively simple 30-second public service announcements to major projects like CREST
that require more than two months of on-going field production, post-production editing, and a live awards
program telecast. This specific Workload Indicator clearly indicates that a large percentage of annual video
projects are unscheduled or unanticipated. The main reason is that video productions are oftentimes
evaluated and prioritized on the basis of their immediate organizational value, impact and/or
newsworthiness. Oftentimes, these unanticipated projects are identified and assigned with only a few days
or weeks of advanced notice. As such,there is an on-going need within the division for workflow and work
schedule adaptability when it comes to evaluating video productions and completing them on time and on
budget. The measurements here are tracked in the "milestones" document located in our City Channel
documentation folder. The milestones document is a comprehensive dataset of all the video division
projects--both large and small--and is maintained by the entire video staff. City meeting telecasts are not
FY 2021-22 Adopted Budget Administration 238
included in this particular dataset.
2Multimedia staff is responsible for designing, managing, and maintaining the many audiovisual and
broadcast systems located within the organization. These include systems within the conference and
multipurpose rooms, office and huddle spaces, as well as the complex broadcast systems within the video
control room at Community Hall. Engineering projects differ from simple repairs, tasks, and modifications
in that projects, as defined, require a phased-in approach with advanced planning, design, budgeting,
resource acquisition, and implementation. Most engineering projects are scheduled well in advance;
occasionally, however, video staff may need to implement unanticipated projects if staff or council priorities
require as such. The Workload Indicator here measures the number of projects completed vs.the number of
scheduled projects. These measurements are tracked in the "engineering milestones" document located in
our City Channel documentation folder. This document is maintained by Pete Coglianese, who is the
broadcast engineer for the division.
3Multimedia staff historically tracks viewership data within our primary online video platforms—YouTube
and Granicus. We continue to see an upward trend in viewership of our videos which are used to promote
city meetings, city programs, and city services. Our target is to increase viewership by 5% annually. Both
YouTube and Granicus provide advanced reporting modules that allow us to accurately track the number of
views over a given date range. The numbers here indicate total views rather than total unique views. Other
online platforms were considered as part of this dataset;however,because we do not consistently post videos
to our other social media sites such as Facebook, Twitter, Instagram, and Nextdoor, those statistics were not
included as part of this specific performance measure. Similarly, we do have accurate viewership data for
the City Channel,our government access television channel,so that platform was excluded as well.
*Percentage skewed due to pandemic
Adopted Budget
On June 15, City Council approved a budget of $7,629,629 for the Administration department. This
represents a decrease of$388,215(4.8%)from the FY 2020-21 Adopted Budget.
This increase is primarily due to a request to add a full-time Emergency Management Analyst and the
following City Work Program items: Personal Preparedness Campaign, and the Climate Action Plan update.
This increase is offset by the reorganization of Economic Development into the Community Development
Department.
FY 2021-22 Adopted Budget Administration 239
Adopted Expenditures by Division
■ City Manager
City Attorney
■ City Clerk
City Manager Discretionary
Department Expenditure History
$8.02M
$7.63M
$6.06M
$5.43M
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Administration 240
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $1,300 $33,209 $- $-
Charges for Services $712,070 $1,137,815 $1,388,254 $ 1,739,136
Miscellaneous Revenue $20,506 $14,494 $27,592 $-
Total Revenues $733,876 $1,185,518 $1,415,846 $1,739,136
Expenditures
Employee Compensation $1,820,343 $1,860,354 $2,524,754 $2,944,170
Employee Benefits $653,296 $699,664 $1,019,993 $1,288,316
Materials $361,441 $297,319 $452,399 $425,135
Contract Services $1,998,612 $2,702,604 $2,782,757 $2,237,070
Cost Allocation $537,762 $469,747 $481,712 $513,713
Special Projects $59,291 $31,841 $175,092 $120,900
Contingencies $- $- $581,137 $ 100,325
Total Expenditures $5,430,745 $6,061,529 $8,017,844 $7,629,629
Fund Balance $- $- $- $-
General Fund Costs $4,696,869 $4,876,011 $6,601,998 $5,890,493
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 241
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSISTANT CITY MANAGER 1.17 1.00 1.00 1.00
ASSIST TO THE CITY MNGR 0.75 1.00 1.00 1.00
CITY CLERK 1.00 1.00 1.00 1.00
CITY MANAGER 1.00 1.00 1.00 1.00
CLIMATE AND UTILITIES ANALYST 0 0.70 0.70 0.70
COMMUNICATIONS OFFICER 0.75 0.75 0.85 0.85
COMMUNITY OUTREACH SPECIALIST 1.20 1.20 1.20 1.20
COMMUNITY RELATIONS COORD 0.75 0.75 0.75 0.75
DEPUTY CITY CLERK 1.00 1.00 1.00 1.00
DEPUTY CITY MANAGER 0.95 0 0 0
ECONOMIC DEVELOPMENT 1.00 1.00 1.00 0
MANAGER
EMERGENCY MANAGEMENT 0 0 0 1.00
ANALYST
EMERGENCY MANAGER 1.00 1.00 0.95 0.95
ENVIRONMENTAL PROGRAMS 0 0 0.35 0.35
ASSISTANT
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
LEGAL SERVICES MANAGER 1.00 1.00 1.00 1.00
MANAGEMENT ANALYST 0 0 0 1.00
MULTIMEDIA COMMUNICATIONS 0 0 3.00 3.00
SPEC
SR OFFICE ASSISTANT 1.70 1.60 1.80 1.80
SUSTAINABILITY MANAGER 0.70 0.70 0.75 0.75
Total 14.47 14.20 17.85 18.85
FY 2021-22 Adopted Budget Administration 242
City Manager
Budget Unit 100-12-120
General Fund-City Manager-City Manager
Budget at a Glance
2022 Adopted Budget
Total Revenues $637,444
Total Expenditures $1,521,821
Fund Balance $-
General Fund Costs $884,377
%Funded by General Fund 58.1%
Total Staffing 4.9 FTE
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 goals and
objectives.
Service Objectives
. Accomplish the Council-approved City Work Program.
• Manage City operations.
• Ensure all laws and ordinances of the City are duly enforced and that all franchises, permits, licenses,
and privileges granted by the City are faithfully performed and observed.
• Advise the City Council on policy,and the financial conditions and needs of the City.
• Investigate all complaints concerning the operation of the City.
. Prepare 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.
Adopted Budget
On June 15, City Council approved a budget of$1,521,821 for the City Manager program. This represents an
increase of$192,967(14.5%)from the FY 2020-21 Adopted Budget.
This increase is primarily due to the conversion of a full-time vacancy in Parks and Recreation to a
Management Analyst in the City Manager's Office. This increase in full-time salary and benefit costs was
partially offset by a decrease in part-time compensation.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 243
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergoverrunental Revenue $- $33,209 $- $-
Charges for Services $332,342 $401,525 $452,422 $637,444
Miscellaneous Revenue $3,145 $- $27,592 $-
Total Revenues $335,487 $434,734 $480,014 $637,444
Expenditures
Employee Compensation $450,190 $760,394 $843,072 $964,238
Employee Benefits $120,510 $269,702 $293,674 $402,900
Materials $52,935 $37,468 $43,830 $49,338
Contract Services $62,307 $91,435 $117,400 $101,572
Cost Allocation $55,273 $40,423 $- $-
Special Projects $- $- $27,592 $-
Contingencies $- $- $3,286 $3,773
Total Expenditures $741,215 $1,199,422 $1,328,854 $1,521,821
Fund Balance $- $- $- $-
General Fund Costs $405,728 $764,687 $848,840 $884,377
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSISTANT CITY MANAGER 1.17 1.00 1.00 1.00
ASSIST TO THE CITY MNGR 0.40 1.00 1.00 1.00
CITY MANAGER 1.00 1.00 1.00 1.00
DEPUTY CITY MANAGER 0.85 0 0 0
EXEC ASST TO THE CITY 0 0 0 0.50
COUNCIL
MANAGEMENT ANALYST 0 0 0 1.00
SR OFFICE ASSISTANT 0.20 0.40 0.40 0.40
Total 3.62 3.40 3.40 4.90
FY 2021-22 Adopted Budget Administration 244
A full-time vacancy in Parks and Recreation was converted to a Management Analyst in the City Manager's
Office in FY 2020-21.
FY 2021-22 Adopted Budget Administration 245
Sustainability
Budget Unit 100-12-122
General Fund-City Manager-Sustainability
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $866,420
Fund Balance $-
General Fund Costs $866,420
%Funded by General Fund 100.0%
Total Staffing 1.8 FTE
Program Overview
The Sustainability Division works to implement the City's Climate Action Plan, and work across departments
in building public good through activities that reduce greenhouse gas emissions, help to mitigate financial
and regulatory risk, provide utility cost assurances, conserve scarce resources, prioritize public health and
prepare for the impacts of climate change. In this capacity, the program teams with regional partners and
adjacent jurisdictions, and seeks grant funding to develop collective approaches to implement the City's
ambitious Climate Action Plan.
Service Objectives
• Collect and analyze relevant data to demonstrate municipal compliance with current and burgeoning
state and federal regulations.
• Serve as a technical resource on sustainability initiatives by preparing staff reports, developing local
policies and ordinances, coordinating educational events, and making presentations to Council, City
departments,and applicable outside organizations.
• Coordinate municipal and community-wide greenhouse gas emissions inventories, develop emissions
targets, execute a community-wide climate action plan, and track progress to achieve emissions
reductions over time.
• Expand existing compliance-focused environmental services to offer innovative energy, water, and
resource conservation programs that effectively engage employees and community members.
• Evaluate existing departmental programs and benchmark environmental achievements on an ongoing
basis.
• Research tools and best practices for efficient utility management and conservation and adapt these to
the City's organizational culture,operations, and budgets.
. Manage or perform resource audits, identify energy conservation and renewable energy generation
opportunities,calculate feasibility and develop projects that are cost-effective and conserve resources.
• Work with schools to expand successful municipal programs into educational institutions through
effective partnerships that empower students as environmental leaders.
FY 2021-22 Adopted Budget Administration 246
Adopted Budget
On June 15, City Council approved a budget of $866,420 for the Sustainability program. This represents an
increase of$65,069(8.1%)from the FY 2020-21 Adopted Budget.
This increase is largely due to increases in cost allocation expenses due to increased cost of internal services
provided by Human Resources and IT. This proposed budget also includes a request for$78,000 to complete
phase 2 of the City Work Program item Climate Action&Adaptation plan update.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description Strategic Goal
City Work
Program:A
proposed
increase in
funding to
complete phase
2 of the update
to the Cupertino
Climate Action
Plan(Work
Program item
Climate Action approved for FY Sustainability
&Adaption Plan $78,000 $78,000 General Fund 2020-21).This and Fiscal
update(phase 2) funding will Strategy
allow staff to
complete phase
2 of the project
which includes
additional
community
engagement as
well as
completion of
the required
CEQA
documentation.
Electric Cooking Cooking class
Workshop Series $6,400 $6,400 General Fund for Cupertino N/A
residents
Total $84,400 $84,400
FY 2021-22 Adopted Budget Administration 247
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Miscellaneous Revenue $5,963 $ 14,494 $- $-
Total Revenues $5,963 $14,494 $- $-
Expenditures
Employee Compensation $172,616 $161,002 $244,755 $273,730
Employee Benefits $90,645 $80,086 $118,784 $131,482
Materials $14,035 $10,204 $20,687 $29,955
Contract Services $109,918 $60,747 $94,074 $94,379
Cost Allocation $155,255 $116,846 $208,182 $249,106
Special Projects $33,423 $20,174 $ 112,000 $84,400
Contingencies $- $- $2,869 $3,368
Total Expenditures $575,892 $449,059 $801,351 $866,420
Fund Balance $- $- $- $-
General Fund Costs $569,929 $434,564 $801,351 $866,420
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSIST TO THE CITY MNGR 0.35 0 0 0
CLIMATE AND UTILITIES ANALYST 0 0.70 0.70 0.70
ENVIRONMENTAL PROGRAMS 0 0 0.35 0.35
ASSISTANT
SUSTAINABILITY MANAGER 0.70 0.70 0.75 0.75
Total 1.05 1.40 1.80 1.80
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Administration 248
Office of Communications
Budget Unit 100-12-126
General Fund-City Manager-Office of Communications
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $708,955
Fund Balance $-
General Fund Costs $708,955
%Funded by General Fund 100.0%
Total Staffing 3.0 FTE
Program Overview
The Office of Communications is responsible for community outreach to ensure that residents have access to
timely, useful, and important information. The Office of Communications oversees and maintains many of
the City's lines of communication with residents, including the City's website, social media accounts,
monthly newsletter, videos, event tabling, flyers, and press releases. The Office of Communications also acts
as a liaison between various City departments and the community when it comes to communicating
information about projects and events.
Service Objectives
• Serve as the communications link between the City of Cupertino and residents
• Ensure that the community has easy access to important, useful, and timely information through
various forms of media including print,online,and video
. Build community pride and positive identification with the City among residents
• Increase interest and participation in City services,projects,and activities
• Promote City Council and departmental goals,initiatives,programs,and services
. Assist in creating better internal and external communication
• Enhance the City's relationship with the news media
Adopted Budget
On June 15, City Council approved a budget of $708,955 for the Office of Communications program. This
represents an increase of$23,113(3.4%)from the FY 2020-21 Adopted Budget.
This budget unit remains relatively unchanged over the previous fiscal year.
FY 2021-22 Adopted Budget Administration 249
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $121,818 $260,873 $- $-
Total Revenues $121,818 $260,873 $- $-
Expenditures
Employee Compensation $249,333 $266,759 $360,868 $347,178
Employee Benefits $95,524 $103,636 $144,494 $160,426
Materials $112,689 $97,245 $153,222 $154,755
Contract Services $33,926 $34,762 $22,856 $39,856
Cost Allocation $70,741 $28,441 $- $-
Contingencies $- $- $4,402 $6,740
Total Expenditures $562,213 $530,843 $685,842 $708,955
Fund Balance $- $- $- $-
General Fund Costs $440,394 $269,970 $685,842 $708,955
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
COMMUNICATIONS OFFICER 0.75 0.75 0.85 0.85
COMMUNITY OUTREACH 1.20 1.20 1.20 1.20
SPECIALIST
DEPUTY CITY MANAGER 0.10 0 0 0
SR OFFICE ASSISTANT 1.10 0.70 0.90 0.90
Total 3.15 2.65 2.95 2.95
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Administration 250
Multimedia
Budget Unit 100-12-305
General Fund-City Manager-Multimedia
Budget at a Glance
2022 Adopted Budget
Total Revenues $414,196
Total Expenditures $916,347
Fund Balance $-
General Fund Costs $502,151
%Funded by General Fund 54.8%
Total Staffing 3.0 FTE
Program Overview
In FY 2020-21, this program transferred from Innovation Technology to the City Manager's Office. Historical
data can be found under Budget Unit 100-31-305. The primary goal of the Multimedia Division is to increase
public awareness, interest, understanding, and participation in the issues, programs, and services presented
by the City of Cupertino. The staff promotes City services and programs through its 24/7 government access
channel, radio station, digital signage network, City website, and numerous online video platforms. In
addition, the video staff provides multimedia production services and technical support for all City
departments.Multimedia staff also oversees the design,maintenance,and engineering of the City's broadcast
and audiovisual systems.
Service Objectives
Multimedia staff works together to manage and maintain the following city services:
. City Channel,the government access television channel which provides 24/7 information to Cupertino
residents, includes full coverage of city meetings, community events, town hall forums, press
conferences,election coverage, and local speaker series, as well as educational programming and state
government affairs programming
• Webcasting and video on demand services for live streaming city meetings, events and other
programs of interest
• Radio Cupertino for emergency and community information for public service announcements,traffic
alerts, and weather forecasts
. Digital signage to promote city programs and events via electronic displays in city facilities
• Multimedia production services and maintenance of city video equipment
Adopted Budget
On June 15, City Council approved a budget of $916,347 for the Multimedia program. This represents an
increase of$150,891 (19.7%)from the FY 2020-21 Adopted Budget.
FY 2021-22 Adopted Budget Administration 251
The increase in employee compensation is due to part-time multimedia staff.The increase in contract services
is due to an EOC control system upgrade and an upgrade to the Radio Cupertino computer system (PC)that
manages the software for both recording and on-air playback. The upgrade to the Radio Cupertino computer
system can be 100% funded from the City's PEG fund as it also relates to the City's City Channel playback
audio system.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Emergency
EOC Control 000 General Fund operations center
System Upgrade $15,000 $15, technology
enhancement
Radio Windows 10 Radio Cupertino
Replacement $10,000 $10,000 General Fund system upgrade
Total $25,000 $25,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $- $- $293,110 $414,196
Total Revenues $- $- $293,110 $414,196
Expenditures
Employee Compensation $- $- $397,965 $500,123
Employee Benefits $- $- $ 178,244 $215,203
Materials $- $- $55,769 $60,521
Contract Services $- $- $94,228 $110,597
Special Projects $- $- $35,500 $25,000
Contingencies $- $- $3,750 $4,903
Total Expenditures $- $- $765,456 $916,347
Fund Balance $- $- $- $-
General Fund Costs $- $- $472,346 $502,151
FY 2021-22 Adopted Budget Administration 252
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
MULTIMEDIA COMMUNICATIONS 0 0 3.00 3.00
SPEC
Total 0 0 3.00 3.00
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Administration 253
Public Access Support
Budget Unit 100-12-307
General Fund-City Manager-Public Access Support
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $79,531
Fund Balance $-
General Fund Costs $79,531
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City assists in the funding of the KMVT Community Access Television Program.
Service Objectives
• Encourage Cupertino-based individuals and groups to use the community television production
facilities for the purpose of expressing their interests, concerns, and ideas in a socially responsible
manner.
• Provide professional training in hands-on video production by providing access to television
equipment,computers,and software that would be otherwise out of reach of the average person.
. Provide workshops on all aspects of television production--including how to run a video camera,
photography,editing,visual effects,social media,podcasting,and video blogging.
• Assist individuals and community groups to develop and produce programs for broadcast on the
community access channel.
Adopted Budget
On June 15, City Council approved a budget of $79,531 for the Public Access Support program. This
represents a decrease of$489(-0.6%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 254
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Contract Services $- $- $75,120 $75,120
Cost Allocation $- $- $3,022 $2,533
Contingencies $- $- $ 1,878 $1,878
Total Expenditures $- $- $80,020 $79,531
Fund Balance $- $- $- $-
General Fund Costs $- $- $80,020 $79,531
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Administration 255
Community Outreach and Neighborhood Watch
Budget Unit 100-12-632
General Fund-City Manager-Community Outreach and Neighborhood Watch
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $171,892
Fund Balance $-
General Fund Costs $171,892
%Funded by General Fund 100.0%
Total Staffing 0.8 FTE
Program Overview
Community Outreach programs facilitate communication and enhance cultural understanding in Cupertino
neighborhoods. Block Leaders are instrumental in building connected communities, delivering timely and
pertinent information to neighbors, and providing input to the City. Neighborhood Watch enhances public
safety by providing crime prevention information to local businesses and residents. The program promotes
an active relationship between the community and the Sheriff's Office.
Service Objectives
• Aid in the development,implementation,and coordination of City programs and community-building
activities designed to bring Cupertino neighborhoods together.
• Coordinate and disseminate useful and important information to Cupertino residents through regular
meetings and communications that build relationships and strengthen neighborhoods.
. Facilitate collaboration with Emergency Preparedness and Neighborhood Watch programs.
• Train residents to connect and organize neighbors and neighborhoods.
• Get Block Leaders involved in the Parks and Recreation System Master Plan.
. Create and implement Neighborhood Watch meetings and groups.
• Disseminate important City news and safety information.
. Organize and conduct annual National Night Out initiative.
Adopted Budget
On June 15, City Council approved a budget of $171,892 for the Community Outreach and Neighborhood
Watch program.This represents a decrease of$19,931 (-10.4%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Administration 256
Special Project Appropriation Revenue Funding Source Description Strategic Goal
City Work
Program:
Revamping Revamping the
Block Leader program to Public
and $1,500 $1,500 General Fund encourage and Engagement and
Neighborhood allow broad Transparency
Watch Program participation,
and consider
neighborhood
councils.
Total $1,500 $1,500
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- $- $- $-
Expenditures
Employee Compensation $68,853 $104,593 $90,970 $55,908
Employee Benefits $21,550 $37,535 $32,425 $34,044
Materials $9,450 $3,346 $11,272 $11,386
Cost Allocation $29,357 $43,100 $56,874 $68,769
Special Projects $- $- $- $1,500
Contingencies $- $- $282 $285
Total Expenditures $129,210 $188,574 $191,823 $171,892
Fund Balance $- $- $- $-
General Fund Costs $129,210 $1881574 $191,823 $171,892
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 257
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
COMMUNITY RELATIONS 0.75 0.75 0.75 0.75
COORD
Total 0.75 0.75 0.75 0.75
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Administration 258
Office of Emergency Management
Budget Unit 100-12-633
General Fund-City Manager-Office of Emergency Management
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $694,734
Fund Balance $-
General Fund Costs $694,734
%Funded by General Fund 100.0%
Total Staffing 2.0 FTE
Program Overview
The mission of the Office of Emergency Management is to lead and direct the City in prevention,preparation,
mitigation,response,and recovery from all emergencies,hazards,incidents,and events.
Service Objectives
• Develop and implement the goals and objectives of Cupertino's Office of Emergency Management.
. Maintain the City's Emergency Operations Center(EOC)in a perpetual state of operational readiness.
• Support Citizen Corps including the Block Leader Program, Neighborhood Watch, Community
Emergency Response Team (CERT), Cupertino Amateur Radio Emergency Service (CARES), and
Medical Reserve Corps(MRC).
• Prepare, test, and revise emergency response and recovery policies, plans, and procedures in
compliance with the California Emergency Services Act, the Standardized Emergency Management
System(SEMS),and the National Incident Management System(NIMS).
• Coordinate training of City staff in personal preparedness,SEMS/NIMS,and EOC functions.
. Maintain effective liaison with local, state, and national emergency management organizations and/or
allied disaster preparedness and response agencies.
Adopted Budget
On June 15, City Council approved a budget of$694,734 for the Office of Emergency Management program.
This represents an increase of$299,131 (75.6%)from the FY 2020-21 Adopted Budget.
This increase in compensation and benefits expenses is primarily due to a request to add a full-time
Emergency Services Analyst. This better reflects the time needed to develop a comprehensive emergency
management program for all hazards, including earthquakes, wildfires, flooding, and COVID-19.
Additionally, this proposed budget includes the proposed City Work Program item, Personal Preparedness
Campaign.
FY 2021-22 Adopted Budget Administration 259
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description Strategic Goal
City Work
Personal Program: Public
Preparedness $10,000 $10,000 General Fund Personal Engagement and
Campaign preparedness Transparency
kits
Total $10,000 $10,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $1,300 $- $- $-
Total Revenues $1,300 $- $- $-
Expenditures
Employee Compensation $80,231 $126,289 $165,751 $305,225
Employee Benefits $24,121 $37,900 $52,268 $139,281
Materials $15,746 $27,158 $40,475 $42,799
Contract Services $- $320 $7,100 $7,139
Cost Allocation $60,802 $106,193 $128,820 $188,792
Special Projects $- $- $- $10,000
Contingencies $- $- $1,189 $1,498
Total Expenditures $180,900 $297,860 $395,603 $694,734
Fund Balance $- $- $- $-
General Fund Costs $179,600 $297,860 $395,603 $694,734
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 260
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
EMERGENCY MANAGEMENT 0 0 0 1.00
ANALYST
EMERGENCY MANAGER 1.00 1.00 0.95 0.95
Total 1.00 1.00 0.95 1.95
An Emergency Services Analyst was added in FY 2021-22. The additional position will enhance the City of
Cupertino's ability to conduct comprehensive emergency management planning and response to all hazards.
This position will primarily assist with planning processes and training to address a whole community
approach and engage with others within the City,external partner agencies,and the general public.
FY 2021-22 Adopted Budget Administration 261
Economic Development
Budget Unit 100-12-705
General Fund-City Manager-Economic Development
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2021-22, this program was transferred to the Community Development Department. A complete
discussion of this program can be found under Budget Unit 100-71-705. This program will remain in order to
maintain historical data, however once all prior year data as listed in the table below is$0, this program will
be removed.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 262
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $63,749 $40,726 $- $-
Employee Benefits $18,332 $14,011 $1,221 $-
Materials $20,163 $42,055 $54,995 $-
Contract Services $45,272 $213,350 $316,900 $-
Cost Allocation $25,257 $32,159 $50,406 $-
Special Projects $2,500 $11,667 $- $-
Contingencies $- $- $6,972 $-
Total Expenditures $175,273 $353,968 $430,494 $-
Fund Balance $- $- $- $-
General Fund Costs $175,272 $353,968 $430,494 $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ECONOMIC DEVELOPMENT 1.00 1.00 1.00 0
MANAGER
Total 1.00 1.00 1.00 0
In FY 2021-22, the Economic Development Manager position was transferred to the Community
Development Department.
FY 2021-22 Adopted Budget Administration 263
City Clerk
Budget Unit 100-13-130
General Fund-City Clerk-City Clerk
Budget at a Glance
2022 Adopted Budget
Total Revenues $144,551
Total Expenditures $603,333
Fund Balance $-
General Fund Costs $458,782
%Funded by General Fund 76.0%
Total Staffing 2.5 FTE
Program Overview
The City Clerk's office responsibilities include administrative duties associated with the City Council's
agenda and actions; publishing legal notices; posting notice of all commission vacancies; processing
codification of City's Municipal Code; records management; compliance with Public Records Act requests;
and provides partial mail service for all City Departments.
Service Objectives
• Ensure compliance with the Brown Act open meetings requirements,Maddy Act Commission vacancy
requirements and the Public Records Act, to accurately process documents and maintain a records
management system that facilitates timely access to information, including digital access to City
records.
• Provide complete,accurate and timely information to the public,staff and City Council.
. Respond to internal routing requests within two working days;respond to internal requests requiring
archival research within five working days.
. Respond to Public Record Act requests within the time specified by State law.
. Provide a digital City Council packet to members of the City Council and staff for use on mobile
devices.
• Process and sort routine incoming and outgoing mail and packages daily for each department.
Adopted Budget
On June 15, City Council approved a budget of $603,333 for the City Clerk program. This represents an
increase of$89,566(17.4%)from the FY 2020-21 Adopted Budget.
Increases in employee compensation are primarily due to part-time staffing and negotiated salary increases.
FY 2021-22 Adopted Budget Administration 264
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $63,559 $65,544 $91,584 $144,551
Total Revenues $63,559 $65,544 $91,584 $144,551
Expenditures
Employee Compensation $347,154 $294,834 $311,593 $384,695
Employee Benefits $118,002 $107,721 $ 141,916 $143,987
Materials $23,452 $37,326 $24,609 $35,382
Contract Services $42,893 $44,336 $34,179 $37,448
Cost Allocation $47,103 $34,341 $- $-
Contingencies $- $- $1,470 $1,821
Total Expenditures $578,604 $518,558 $513,767 $603,333
Fund Balance $- $- $- $-
General Fund Costs $515,045 $4531015 $422,183 $458,782
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
CITY CLERK 1.00 1.00 1.00 1.00
DEPUTY CITY CLERK 1.00 1.00 1.00 1.00
EXEC ASST TO THE CITY 0.50 0.50 0.50 0
COUNCIL
SR OFFICE ASSISTANT 0 0.50 0.50 0.50
Total 2.50 3.00 3.00 2.50
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Administration 265
Duplicating and Mail Services
Budget Unit 100-13-132
General Fund-City Clerk-Duplicating and Mail Services
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $47,794
Fund Balance $-
General Fund Costs $47,794
%Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
The Duplicating and Mail budget provides paper, envelope, and postage supplies Citywide, and is
responsible for the maintenance costs of the postage and folder-inserter machines.
Service Objectives
Supply paper, envelope, and postage Citywide and maintain postage and folder-inserter machines.
Adopted Budget
On June 15, City Council approved a budget of$47,794 for the Duplicating and Mail Services program. This
represents a decrease of$28,018(-37.0%)from the FY 2020-21 Adopted Budget.
The decrease is due to a decrease in cost allocation expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 266
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $25,683 $- $- $-
Employee Benefits $10,028 $216 $- $-
Materials $36,055 $30,750 $36,050 $36,410
Contract Services $8,121 $6,065 $5,900 $5,959
Cost Allocation $21 $- $32,813 $4,366
Special Projects $23,368 $- $- $-
Contingencies $- $- $1,049 $ 1,059
Total Expenditures $103,276 $37,031 $75,812 $47,794
Fund Balance $- $- $- $-
General Fund Costs $103,277 $37,032 $75,812 $47,794
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
SR OFFICE ASSISTANT 0.40 0 0 0
Total 0.40 0 0 0
FY 2021-22 Adopted Budget Administration 267
Elections
Budget Unit 100-13-133
General Fund-City Clerk-Elections
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $ 147
Fund Balance $-
General Fund Costs $147
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City Clerk's office administers the legislative process including management of local elections and filings
of Fair Political Practices Commission documents.
Service Objectives
• Administer elections and Fair Political Practices Commission filings in compliance with State law.
• Conduct a local election in even-numbered years and ballot measure elections as necessary, in
compliance with the California Elections Code.
• Facilitate timely filing of required and voluntary documentation from candidates and election
committees, including Nomination Papers, Candidate Statements of Qualification, Campaign
Financial Disclosure 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.
Adopted Budget
On June 15, City Council approved a budget of$147 for the Elections program. This represents a decrease of
$160,444(-99.9%)from the FY 2020-21 Adopted Budget.
The decrease is because there are no elections this fiscal year.Elections occur every 2 years.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 268
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Miscellaneous Revenue $ 11,398 $- $- $-
Total Revenues $11,398 $- $- $-
Expenditures
Materials $6,766 $58 $6,947 $-
Contract Services $ 101,710 $- $150,000 $-
Cost Allocation $- $- $1,595 $147
Contingencies $- $- $2,049 $-
Total Expenditures $108,476 $58 $160,591 $147
Fund Balance $- $- $- $-
General Fund Costs $97,078 $58 $160,591 $147
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Administration 269
City Manager Contingency
Budget Unit 100-14-123
General Fund-City Manager Discretionary-City Manager Contingency
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $75,000
Fund Balance $-
General Fund Costs $75,000
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City Manager Contingency program was established to meet citywide unexpected expenses that may
occur during the year. In FY 2013-14, a Contingencies expenditure category was added to each General Fund
program to serve as a contingency for any unexpected expenditures that might occur during the year. In FY
2020-21, program contingencies were reduced from 5% of budgeted General Fund materials and contract
services to 2.5%. Program contingencies have been allocated proportionately among operating programs
based on each program's share of General Fund budget for materials and contract services.The City Manager
Contingency is a second level of contingency established for unexpected expenditures that may occur over
the program contingency. In FY 2020-21, City Manager contingencies were also reduced from 5% of
budgeted General Fund materials and contract services to 2.5%. In FY 2021-22, City Manager contingencies
were further reduced to$75,000. This brings total contingencies for the General Fund to approximately 2.5%
of budgeted materials and contract services. This percentage is below best practices adopted by the
Governmental Accounting Standards Board (GASB) which recommended 5-15% contingency. Program
contingency budgets may be used to cover unanticipated program expenses at the department's discretion,
while use of the City Manager Contingency will require City Manager approval. The Sheriff's and City
Attorney services contracts are excluded from the contingency calculation.
Adopted Budget
On June 15, City Council approved a budget of $75,000 for the City Manager Contingency program. This
represents a decrease of$476,827(-86.4%)from the FY 2020-21 Adopted Budget.
The City Manager Contingency budget is decreasing to better align with historic use.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administration 270
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Materials $45,320 $743 $- $-
Contingencies $- $- $551,827 $75,000
Total Expenditures $45,320 $743 $551,827 $75,000
Fund Balance $- $- $- $-
General Fund Costs $45,320 $743 $551,827 $75,000
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Administration 271
City Attorney
Budget Unit 100-15-141
General Fund-City Attorney-City Attorney
Budget at a Glance
2022 Adopted Budget
Total Revenues $542,945
Total Expenditures $1,943,655
Fund Balance $-
General Fund Costs $1,400,710
%Funded by General Fund 72.1%
Total Staffing 1.0 FTE
Program Overview
The City Attorney is appointed by the City Council to manage the legal affairs of the City, including the
operation of the City Attorney's Office. The City Attorney's Office provides all legal services that are needed
to support the City Council,City Commissions,City Manager,department directors,and City staff.
Service Objectives
The mission of the City Attorney's Office is to protect and defend the City by all legal and ethical means and
to provide the municipal corporation with high-quality legal service and advice. These legal services include
the following:
• Prosecute and defend the City in any legal action such as civil matters involving personal injury or
property damage,code enforcement,or any administrative action arising out of City business.
• Manage all liability claims filed against the City including investigation and disposition.
. Attend City Council,Planning Commission,and other public meetings as requested.
• Prepare and review proposed legislation including ordinances and resolutions.
• Draft and/or review contracts,agreements,and other legal documents.
. Conduct legal research and analysis,and prepare legal memoranda.
• Provide legal support for special projects,among other things.
Adopted Budget
On June 15, City Council approved a budget of$1,943,655 for the City Attorney program. This represents a
decrease of$92,749(4.6%)from the FY 2020-21 Adopted Budget.
The following table shows contract attorney service for fiscal year.
FY 2021-22 Adopted Budget Administration 272
Legal Services Appropriation
General City Attorney Services $1,095,000
Specialized Attorney Services $480,000
Litigation and Related Services $190,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $ 194,351 $409,873 $551,138 $542,945
Total Revenues $194,351 $409,873 $551,138 $542,945
Expenditures
Employee Compensation $362,534 $ 105,757 $ 109,780 $ 113,073
Employee Benefits $154,584 $48,857 $56,967 $60,993
Materials $24,830 $10,966 $4,543 $4,589
Contract Services $1,594,465 $2,251,589 $ 1,865,000 $ 1,765,000
Cost Allocation $93,953 $68,244 $- $-
Contingencies $- $- $114 $-
Total Expenditures $2,230,366 $2,485,413 $2,036,404 $1,943,655
Fund Balance $- $- $- $-
General Fund Costs $2,036,016 $2,075,540 $1,485,266 $1,400,710
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
LEGAL SERVICES MANAGER 1.00 1.00 1.00 1.00
Total 1.00 1.00 1.00 1.00
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Administration 273
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FY 2021-22 Adopted Budget Administration 274
Law Enforcement
FY 2021-22 Adopted Budget Law Enforcement 275
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FY 2021-22 Adopted Budget Law Enforcement 276
Department Overview
Budget Units
Budget Unit Program 2022 Adopted Budget
Law Enforcement $15,756,350
100-20-200 Law Enforcement $15,706,972
100-20-201 Interoperability Project $49,378
100-20-202 Code Enforcement $-
Total $15,756,350
FY 2021-22 Adopted Budget Law Enforcement 277
Budget at a Glance
2022 Adopted Budget
Total Revenues $887,259
Total Expenditures $15,756,350
Fund Balance $-
General Fund Costs $14,869,091
%Funded by General Fund 94.4%
Total Staffing FTE
Organization
Captain Rich Urena,Office of the Sheriff
Law Enforcement
(Contracted)
FY 2021-22 Adopted Budget Law Enforcement 278
Performance Measures
Goal:Maintain a safe environment to live,work,learn and play.
Benefit:All members of the community are safe,informed,empowered and supported.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Response time for emergency calls
Priority 1 4.39 3.51 3.1 5 minutes
Priority 2 6.23 6.37 5.96 9 minutes
Priority 3 12.11 11.96 12.05 20 minutes
%programs maintaining minimum
attendance
Teen Academy 72% 83% 0% 80%
Citizen Academy
92% 65% 0% 80%
FY 2021-22 Adopted Budget Law Enforcement 279
Workload Indicators
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Total Priority 1 Calls 67 57 12
Total Priority 2 Calls 4,185 3,917 1,524
Total Priority 3 Calls 5,014 4,909 2,228
Total Teen/Community Academy 41 76 0
Participants
Adopted Budget
On June 15, City Council approved a budget of $15,756,350 for the Law Enforcement department. This
represents an increase of$963,902(6.5%)from the FY 2020-21 Adopted Budget.
FY 2021-22 Adopted Budget Law Enforcement 280
Adopted Expenditures by Division
■ Law Enforcement
11 1'.
hh,ML
Department Expenditure History
$15.8M
$14.8M
$14.2 M
$13.1M
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Law Enforcement 281
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $148,747 $155,948 $100,000 $-
Charges for Services $352,944 $753,798 $- $-
Fines and Forfeitures $320,922 $200,105 $200,000 $-
Miscellaneous Revenue $561,271 $796,826 $837,328 $887,259
Total Revenues $1,383,884 $1,906,677 $1,137,328 $887,259
Expenditures
Employee Compensation $81,099 $- $- $-
Employee Benefits $38,072 $- $- $-
Materials $54,519 $43,729 $53,357 $53,891
Contract Services $12,884,671 $14,049,296 $14,614,029 $15,534,026
Cost Allocation $50,370 $58,388 $123,731 $168,433
Contingencies $- $- $1,331 $-
Total Expenditures $13,108,731 $14,151,413 $14,792,448 $15,756,350
Fund Balance $- $- $- $-
General Fund Costs $11,724,848 $12,244,735 $13,655,120 $14,869,091
Staffing
There is no staffing associated with this department.
FY 2021-22 Adopted Budget Law Enforcement 282
Law Enforcement
Budget Unit 100-20-200
General Fund-Law Enforcement-Law Enforcement
Budget at a Glance
2022 Adopted Budget
Total Revenues $887,259
Total Expenditures $15,706,972
Fund Balance $-
General Fund Costs $14,819,713
%Funded by General Fund 94.4%
Total Staffing FTE
Program Overview
The Law Enforcement program provides law enforcement, emergency communications, School Resource
Officers, and the Youth Probation Program. Law enforcement services are provided by the Santa Clara
County Sheriff's Office, while communications services are provided by the Santa Clara County General
Services Administration. The County's Youth Probation Program, also managed by the Sheriff's Office, is
funded through a partnership with the Cupertino Union School District and the City of Cupertino. Other
services include general law enforcement (patrol), traffic enforcement and investigation, detective services,
and additional resources from specialized units.
The State allocates the Citizens Option for Public Safety(COPS) grant to cities and counties for front-line law
enforcement purposes. Funding is allocated proportionately based on population size with a minimum
allocation of $100,000 per jurisdiction. This grant will be used to partially offset the cost of a second School
Resource Officer that was added in the FY 2017 school year.
Service Objectives
• Protect life and property through innovative and progressive policing methods.
• Respond to Priority 1 emergency situations within an average of fewer than five minutes.
• Enforce the vehicle code with the goal of increasing traffic safety.
. Divert first time/minor youth offenders from the juvenile justice system.
• Provide daily on-site interaction with our youth.
Adopted Budget
On June 15, City Council approved a budget of $15,706,972 for the Law Enforcement program. This
represents an increase of$963,791 (6.5%)from the FY 2020-21 Adopted Budget.
This budget program increases annually based on the effective contract with Santa Clara County Sheriff's
Office.The contract services increases by consumer price index(CPI)+2%+retirement cost increases.
FY 2021-22 Adopted Budget Law Enforcement 283
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $148,747 $155,948 $ 100,000 $-
Charges for Services $352,631 $753,798 $- $-
Fines and Forfeitures $255,217 $200,105 $200,000 $-
Miscellaneous Revenue $561,271 $796,826 $837,328 $887,259
Total Revenues $1,317,866 $1,906,677 $1,137,328 $887,259
Expenditures
Materials $50,703 $43,729 $53,357 $53,891
Contract Services $12,805,201 $14,049,296 $14,565,490 $15,485,487
Cost Allocation $41,818 $57,618 $123,003 $167,594
Contingencies $- $- $1,331 $-
Total Expenditures $12,897,722 $14,150,643 $14,743,181 $15,706,972
Fund Balance $- $- $- $-
General Fund Costs $11,579,857 $12,243,965 $13,605,853 $14,819,713
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Law Enforcement 284
Interoperability Project
Budget Unit 100-20-201
General Fund-Law Enforcement-Interoperability Project
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $49,378
Fund Balance $-
General Fund Costs $49,378
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The Silicon Valley Regional Interoperability Authority (SVRIA) was formed under the Joint Exercise of
Powers Act (JPA) to provide interoperable communications solutions to its members. The SVRIA represents
the interests of all public safety agencies in Santa Clara County through its members. It services the Santa
Clara Operational Area which includes the County of Santa Clara, its fifteen cities and towns, and all special
districts.
Service Objectives
SVRIA exists to identify, coordinate, and implement communications interoperability solutions to its
member agencies. The purpose of these projects is to seamlessly integrate voice and data
communications between law enforcement, the fire and rescue service, emergency medical services,
and emergency management for routine operations, critical incidents, and disaster response and
recovery.
Adopted Budget
On June 15, City Council approved a budget of $49,378 for the Interoperability Project program. This
represents an increase of$111 (0.2%)from the FY 2020-21 Adopted Budget.
This budget program is remaining relatively unchanged over the previous fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Law Enforcement 285
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Contract Services $- $- $48,539 $48,539
Cost Allocation $ 1,059 $770 $728 $839
Total Expenditures $1,059 $ 770 $49,267 $49,378
Fund Balance $- $- $- $-
General Fund Costs $1,059 $ 770 $49,267 $49,378
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Law Enforcement 286
Code Enforcement
Budget Unit 100-20-202
General Fund-Law Enforcement-Code Enforcement
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
In FY 2018-19, this program was transferred to a new Code Enforcement division in Planning and
Community Development as part of a department reorganization. A complete discussion of this program
can be found under Budget Unit 100-74-202. This program will remain in order to maintain historical data.
Once all prior year data as listed in the table below is$0,this program will be removed.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Law Enforcement 287
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $313 -
Fines and Forfeitures $65,705 -
Total Revenues $66,018 -
Expenditures
Employee Compensation $81,099 -
Employee Benefits $38,072 -
Materials $3,816 -
Contract Services $79,470 -
Cost Allocation $7,493 -
Total Expenditures $209,950 -
Fund Balance $- -
General Fund Costs $143,932
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Law Enforcement 288
Innovation and Technology
FY 2021-22 Adopted Budget Innovation and Technology 289
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FY 2021-22 Adopted Budget Innovation and Technology 290
Department Overview
Budget Units
Budget Unit Program 2022 Adopted Budget
I&T Administration $269,624
610-30-300 Innovation&Technology Administration $269,624
Video $-
100-31-305 Video $-
100-31-307 Public Access Support $-
Applications $2,369,287
100-32-308 Applications $2,369,287
Infrastructure $2,202,453
610-34-310 Infrastructure $2,202,453
GIS $1,424,906
610-35-986 GIS $ 1,424,906
Total $6,266,270
FY 2021-22 Adopted Budget Innovation and Technology 291
Budget at a Glance
2022 Adopted Budget
Total Revenues $4,572,658
Total Expenditures $6,266,270
Fund Balance $(745,302)
General Fund Costs $948,310
%Funded by General Fund 15.1%
Total Staffing 11.9 FTE
Organization
Bill Mitchell,Chief Technology Officer
Chief Technology
Officer
Administrative
Assistant
Applications GIS Infrastructure
Manager Manager Manager
Business Systems Business Systems Network Specialist
Analyst(2) Analyst
Applications Asset Management IT Technician
Specialist P/T(2) Technician (2)
FY 2021-22 Adopted Budget Innovation and Technology 292
Performance Measures
Goal: Provide superior delivery of information and technology services to city employees and constituents
while continually enhancing levels of engagement.
Benefit: Integrated information services enable customer access to the tools and information they need,when
and where they need it.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
GIS:Increase Open Data average site visits 210 1504 895 300
per month
GIS: %of time spent Developing
Applications/%of time Maintaining Not tracked 10%/90% 11%/89% 35%/65%
applications
GIS:Met Requests within SLA(map,data,
Web maps,Cityworks,schema,other) Not Tracked 287 130 300
completed
GIS:Increase Property Information
(Internal/External)site visits per month 420/383 665/2671 369/1588 610/440
GIS:Cityworks utilization-#of assets
Cupertino maintains vs#of assets
maintained in Cityworks.Also the% 40/27 40/31 40/31 40/40
increase of work units completed(WOs, -3% 70% 20% 20%
INSP,SRs)
Infrastructure:Percentage based upon ° o
number of scheduled projects/Number of Not tracked 4/5 13/3° 100%
projects completed on time
Infrastructure:Percentage based upon
number of HelpDesk tickets/SLA Not tracked 93% 92% 90%
measurements
Infrastructure:%Customer satisfaction 99.1/°° 100%
based upon Satisfaction Rate from helpdesk Not tracked 110/111 50/50 85%
tickets
Infrastructure:%of network uptime(not
Not tracked 99.9% 100% 99%
including planned maintenance)
Applications:%of citywide-enterprise
application project management performed 95% 96% 95% 95%
on time and on budget
Applications:Number of website visits/hitsl 1,615,799 1,624,377 800,164 1,500,000
FY 2021-22 Adopted Budget Innovation and Technology 293
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Applications:Number of support request for
the applications support per month Not tracked 45 65 20
Video2
1 Corrected to include total number of visits/hits
2 Video Division Performance Measures can be found in the Administration Department
FY 2021-22 Adopted Budget Innovation and Technology 294
Workload Indicators
Applications Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Enterprise Programs Support&
Not tracked 2,500 hours 1,900 hours
Maintenances
Application Developmentz Not tracked 1,500 hours 800 hours
Percentage of Project Management
Performed on Time and Budget for Citywide 96% 95% 95%
Applications
iThe Application division is responsible for supporting enterprise business platforms like ERP, Land
Management System,Recreation System, City Digital Records, City Website and many programs like Admin
Services digital transformation, citywide permitting,licensing and enforcement solutions.All these programs
and services require constant enhancements, support and maintenance. The related tasks may range from
providing staff user access to these platforms to issues that may require intensive programming and
configurations to resolve. Troubleshooting existing or building new application configuration rules and
parameters based on the current business process or new requirements. Creating custom application
workflows in back office enterprise platforms like Accela, and New World to configuring business processes
and integrating these enterprise software systems. Some issues require working and coordinating with
software vendors to identify and resolve business workflows and other operational related problems.
Application integrations is a big solution in providing end to end business solutions. Coordinating the
scheduling of corrective patches and upgrades between vendors and staff.
2Applications division creates custom software solutions like Bid Management solution and Permit Parking
software solutions. Application development for these kind of software solution goes through all stages of
Software Development Life Cycle (SDLC) of Requirement-gathering, Analysis, Designing, Coding, Testing
and Deployment of these custom software solutions. The Application team works with various city
department and other key stakeholders during phases of SDLC. Application staff gather business
requirements,participate in a variety of system user and work groups to identify user needs and operational,
programmatic, and or regulatory changes affecting application requirements and other related issues.
Perform software application coding, building system integration and interfaces between applications.
Perform end user application tests for functionality and usability. Writing test scripts based on business
processes.Perform system tests,integration test and performance(volume)tests.
3This measure involves the task of project research and communications, project charter creation, creating or
reviewing statement of work, contractor research and selection process, activity and resource planning,
creation of work breakdown structure,team building,time management, deliverable management, customer
satisfaction,risk management,communication management,project closeout process and documentation.
FY 2021-22 Adopted Budget Innovation and Technology 295
Infrastructure Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Percentage of helpdesk requests completed
93% 92% 92%
48 hours or lessi
%of network uptime2 99.9% 99.9% 100%
% 167%
Number of IT Projects Completeds 4/5 80% 100 00 5/3
lInfrastructure is responsible for the acquisition, maintenance and support of all computer hardware
necessary for the City's leading edge network(server, storage, switch, security, appliance) and end user(PC,
tablet,VoIP Devices,Smartphones)services. Exemplary customer service coupled with highly skilled staff is
the trademark of this team.
2Ensuring the City's vast network environment meets Business Continuity and Disaster Recovery
requirements is a major responsibility of Infrastructure. Two geographically diverse data centers connected
with a high speed Ethernet connection that traverses over 1000 miles provides this much needed service.
24x7 monitoring is done via a plethora of tools and contract services managed by Infrastructure.
sPC based applications such as Microsoft Office, Team Collaboration, Adobe, Softphone, Antivirus,
Teleconferencing and many more are procured,configured,maintained and supported. Citywide education
of these products as well as end user security is the responsibility of Infrastructure which ensures a skilled
City staff that know how to utilize software efficiently and securely.
GIS Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
460/tracking is still 250/tracking is
Hours Spent Web Application Developments Not tracked being refined.This still being refined.
is not an accurate This is not an
account. accurate account
Map,Data,Analysis,Report,Application
Configuration Requests,Workflow Not tracked 422 176
Enhancements Completed Requests2
Number of I&T workplan projects 100% 70%
completeds Not tracked 11/11 7/10
GIS Training staff on all things GIS-GIS
capabilities,how to use applications,
demoing the GIS tools City staff have Not tracked Not tracked Not tracked
available to them,etc.
FY 2021-22 Adopted Budget Innovation and Technology 296
iThe GIS Division builds web applications for staff to use as a tool in their daily workflows. The web
application Property Info is a great example of this. Staff use it to review properties for development-select
a property see all the associated layers of data, and access any related laserfiche documents. Property info is
the main web mapping application staff use so we are constantly making improvements based on requests or
new advancements in web development, or available widgets. We also create a number of web applications
for the public https://www.cupertino.org/online-services/open-government-data/city-maps/web-maps-and-
applications everything from the service finder that give residents a one stop shop of all City services to the
CIP story map that give the public a visually appealing way to quickly interpret what capitol improvement
projects are scheduled this year,where the project is located,what the project entails,and current status.
2GIS receives requests from staff and sometimes Commissioners, Sheriffs office, City Council members...
These requests range from hard copy maps(ex. Update a zoning designation and print all new zoning maps)
to interactive web maps (ex. PW had a consultant evaluate a section of Regnart Rd and Chad asked us to
create a web map with the data point locations and associate photos), data request(ex.how many Trees were
trimmed this year), Data changes (ex. can I see this layer symbolized by status and added to property info
application), crystal report requests (ex. fleet wants a report that shows how many times each vehicle has a
repair work order based on a dynamic timeframe), to application modifications (ex. the Tree Division is
tasked with mediating a tree virus issue and they would like a new work order type so they can track the
problem over time or Planning had us create a layer for private trees and then add it to the Property info
application.) Evaluating staff use of an application and implementing ways to streamline that workflow.
Reduce the number of steps to performing a task by configuring/coding an application in a way that
eliminates redundancies. We are also asked to configure GIS for enterprise applications such as Accela and
ActiveNet.
sProject research and communications, project charter creation, SOW creation, contractor research and
selection process, activity & resource planning/work breakdown structure, team building and motivation,
time management, deliverable management, ensuring customer satisfaction, risk management,
communication management,project closeout process,documentation
Multimedia Division
Multimedia Division Workload Indicators can be found in the Administration Department
Adopted Budget
On June 15, City Council approved a budget of $6,266,270 for the Innovation and Technology department.
This represents an increase of$770,492(14.0%)from the FY 2020-21 Adopted Budget.
FY 2021-22 Adopted Budget Innovation and Technology 297
Adopted Expenditures by Division
•. ■ Applications
Infrastructure
■ GIS
I&T Administration
Video
Department Expenditure History
$7.43M
$6.52M
$6.27M
$5.50M
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Innovation and Technology 298
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $13,496 $- $- $-
Charges for Services $3,765,092 $2,739,704 $3,989,234 $4,572,658
Total Revenues $3,778,588 $2,739,704 $3,989,234 $4,572,658
Expenditures
Employee Compensation $2,060,331 $2,193,929 $1,935,740 $2,072,164
Employee Benefits $818,248 $1,039,353 $786,454 $857,214
Materials $1,200,801 $1,611,936 $1,700,226 $1,716,016
Contract Services $917,642 $839,759 $458,179 $523,600
Cost Allocation $1,295,911 $1,437,210 $246,932 $303,672
Special Projects $230,769 $310,676 $320,000 $721,660
Contingencies $- $- $48,247 $71,944
Total Expenditures $6,523,702 $7,432,863 $5,495,778 $6,266,270
Fund Balance $257,917 $(1,072,796) $ (588,048) $ (745,302)
General Fund Costs $3,003,035 $3,620,365 $918,496 $948,310
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Innovation and Technology 299
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 1.00 0.95 0.95 0.95
APPLICATIONS MANAGER 1.00 1.00 1.00 1.00
ASSET MANAGEMENT TECHNCIAN 1.00 1.00 1.00 1.00
BUSINESS SYSTEMS ANALYST 2.00 3.00 3.00 3.00
CHIEF TECHNOLOGY OFFICER 1.00 1.00 0.98 0.98
FACILITY ATTENDANT 0.05 0 0 0
GIS ANALYST 1.00 1.00 1.00 1.00
GIS MANAGER 1.00 1.00 1.00 1.00
INFRASTRUCTURE MANAGER 1.00 1.00 1.00 1.00
I.T.ASSISTANT 3.00 2.00 2.00 2.00
MULTIMEDIA COMMUNICATIONS 3.00 3.00 0 0
SPEC
Total 15.05 14.95 11.93 11.93
FY 2021-22 Adopted Budget Innovation and Technology 300
Innovation & Technology Administration
Budget Unit 610-30-300
Information Technology-I&T Administration-Innovation&Technology Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $269,624
Fund Balance $(269,624)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 0.5 FTE
Program Overview
The Innovation&Technology Department Administration Division is responsible for the strategic planning,
governance, policy setting, and leadership in the use of digital services for the City. The services include a
state of the art network which provides transport for best of class business applications, e.g., financial, land
management, recreation, asset management, HR, e-commerce and work order management. Additionally,
Administration ensures oversight of budget, tactical plans, succession planning, partnership development
(internal/external) and staffing. Procurement and budget monitoring are also responsibilities of
Administration.
Service Objectives
• Develop a roadmap to effectively leverage existing technology and adopt emerging technology to
meet business needs.
. Create and sustain a workplace atmosphere that promotes a balance between employee innovation,
accountability and business needs.
• Ensure two-way communication between and among the City organization and stakeholders.
• Improve user experience including ease of use, availability, and accessibility within the context of
compliance with industry standards.
• Ensure transparent and easy access to City information and services via multiple technologies, e.g.
social media,TV,web,and radio.
Adopted Budget
On June 15, City Council approved a budget of $269,624 for the Innovation & Technology Administration
program.This represents a decrease of$86,882(-24.4%)from the FY 2020-21 Adopted Budget.
Increases in Compensation and Benefits are due to negotiated salary and benefits changes.
FY 2021-22 Adopted Budget Innovation and Technology 301
The decrease is primarily due to a reduction of Special Projects from FY20-21. The projects completed
included pilot adaptive traffic signaling, pilot multi-modal traffic count, pilot noise measurement, and pilot
pollution monitoring.
For FY21-22, staff will be focusing on building a Security Framework and Audit.This proposal is two-fold: 1)
Staff will utilize outside assistance in creating a security framework and 2) Conduct a in-depth cyber and
physical security penetration test to identify current weaknesses in the City's security posture.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description Strategic Goal
City Work
Program:
Monitor and
report on
Lehigh and Lehigh and
Stevens Creek $17,500 $17,500 Internal Service Fund Stevens Creek Quality of Life
Quarry Quarries.
Includes noise
and pollution
monitoring for
these locations.
Security Cyber security
Internal Service
Framework and $60,000 $60,000 Fund posture N/A
Audit enhancements
Total $77,500 $77,500
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Innovation and Technology 302
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $359,741 $235,631 $- $-
Total Revenues $359,741 $235,631 $- $-
Expenditures
Employee Compensation $95,800 $93,426 $112,457 $115,790
Employee Benefits $39,116 $42,452 $45,468 $49,027
Materials $9,900 $11,456 $7,450 $9,878
Contract Services $21,329 $1,440 $5,800 $15,300
Cost Allocation $85,954 $89,236 $- $-
Special Projects $- $- $185,000 $77,500
Contingencies $- $- $331 $2,129
Total Expenditures $252,099 $238,010 $356,506 $269,624
Fund Balance $107,642 $ (2,379) $ (356,506) $(269,624)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0.45 0.30 0.15 0.15
CHIEF TECHNOLOGY OFFICER 0.25 0.25 0.38 0.38
Total 0.70 0.55 0.53 0.53
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Innovation and Technology 303
Video
Budget Unit 100-31-305
General Fund-Video-Video
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2020-21, this program will be transferred to the City Manager's Office. A complete discussion of this
program can be found under Budget Unit 100-12-305. This program will remain in order to maintain
historical data, however once all prior year data as listed in the table below is $0, this program will be
removed.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Innovation and Technology 304
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $13,496 $- -
Charges for Services $11,164 $8,003 -
Total Revenues $24,660 $8,003 -
Expenditures
Employee Compensation $493,401 $505,578 -
Employee Benefits $177,043 $210,977 -
Materials $38,380 $43,830 -
Contract Services $103,565 $77,271 -
Cost Allocation $344,883 $280,610 -
Special Projects $188,879 $340,362 -
Total Expenditures $1,346,151 $1,458,628 -
Fund Balance $- $- -
General Fund Costs $1,321,493 $1,450,626
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0 0.10 0 0
CHIEF TECHNOLOGY OFFICER 0.15 0.15 0 0
FACILITY ATTENDANT 0.05 0 0 0
MULTIMEDIA COMMUNICATIONS 3.00 3.00 0 0
SPEC
Total 3.20 3.25 0 0
In FY 2020-21,this program will be transferred to the City Manager's Office.
FY 2021-22 Adopted Budget Innovation and Technology 305
Public Access Support
Budget Unit 100-31-307
General Fund-Video-Public Access Support
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
In FY 2020-21, this program will be transferred to the City Manager's Office. A complete discussion of this
program can be found under Budget Unit 100-12-307. This program will remain in order to maintain
historical data, however once all prior year data as listed in the table below is $0, this program will be
removed.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Contract Services $70,301 $73,850 -
Cost Allocation $ 1,961 $1,828
Total Expenditures $72,262 $75,678 -
Fund Balance $- $-
General Fund Costs $72,262 $75,678
FY 2021-22 Adopted Budget Innovation and Technology 306
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Innovation and Technology 307
Applications
Budget Unit 100-32-308
General Fund-Applications-Applications
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,613,055
Total Expenditures $2,369,287
Fund Balance $-
General Fund Costs $756,232
%Funded by General Fund 31.9%
Total Staffing 3.5 FTE
Program Overview
The Applications Division manages business requirements gathering, design, development, procurement,
project management, implementation and ongoing maintenance and support of all enterprise-wide business
systems and programs. These systems include Financial Enterprise Resource Planning (ERP), Land-use
Management System,Recreation Management System and their related customer facing portals.Additionally
Applications division is responsible for electronic content management (records retention) system and city's
procurement management system.
The Applications Division manages the City's website, Intranet, and mobile apps development. The division
staff supports e-service programs and services like permitting, licensing and enforcement. Applications
division is responsible for creating custom SaaS software platforms like bid management solution and
residential parking permits solution.They are also responsible for application integrations so critical business
data can flow between enterprise platforms. Applications division staff also generate critical business
analytics and reports to aid city staff in getting insight through data visualization and helps department
supervisors and managers in decision making and measurements of key performance index and goals.
Service Objectives
• Deliver business solutions that meet customer requirements and integrate within the City's application
framework.
• Assist departments in developing streamlined and effective business processes that are easy to
understand and translate into existing and new enterprise applications.
• Work closely with City staff and members of the community to ensure that the City's enterprise
application platforms are relevant and provide value to all the stakeholders.
• Collaborate with various City departments to determine that the City's enterprise software solutions
meet the functional requirements and long-term application implementation strategy of the
organization.
• Create and maintain effective online and mobile user access to municipal information and services.
. Enable and facilitate the use of communication and technical resources by nontechnical staff and
FY 2021-22 Adopted Budget Innovation and Technology 308
customers.
Generate business data dashboards to city staff and external stakeholders.
Adopted Budget
On June 15, City Council approved a budget of$2,369,287 for the Applications program. This represents an
increase of$387,988(19.6%)from the FY 2020-21 Adopted Budget.
Increases in Compensation and Benefits are due to negotiated salary and benefits changes.
During the last fiscal year, the Application Division implemented large business critical enterprise
applications as well as various other mid-size and smaller application solutions to solve the organizational
business need.
For FY21-22, the Applications team will support and maintain programs and enterprise application systems
by continuing with implementation of new business solutions, enterprise applications integrations and by
building custom reporting to help run the City's business processes smoothly and seamlessly. Applications
team will work on various projects including migration of Business License administration from the New
World ERP to Accela, city's land-use management system, ERP need analysis, implementation of the
customer services solution,redesigning of city's website,HR performance management solution and Intranet
hub. The applications staff will focus on using Business Intelligence tools to perform data analysis and
building custom dashboards thus developing the data analysis functionality layer on top of the citywide
application systems.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Accela Business Conversion to new
License $25,000 $25,000 General Fund Business License
system
Campaign
Campaign Docs $3,500 $3,500 General Fund disclosure
enhancements
Community
City Data Services $1,500 $1,500 General Fund Funding Grant
Program data
management
Community Climate Community
Solutions $4,000 $4,000 General Fund engagement efforts
for CAP
Request and data
Customer Service management for
Solution for CDD $65,000 $65,000 General Fund CDD customer
communications
FY 2021-22 Adopted Budget Innovation and Technology 309
ERP Exploration $50,000 $50,000 General Fund Exploration of new
financial system
Esports $1,700 $1,700 General Fund Parks&Recreation
app programming
Construction
Green Halo $7,860 $7,860 General Fund recycling
management
Intranet Hub $20000 $20000 General Fund Intranet revamp
Consulting Services , , and enhancement
Lobbyist Lobbyist
Registration System $15,000 $15,000 General Fund management and
in Netfile monitoring system
Performance System for
Management $32,000 $32,000 General Fund employee
Application performance and
coaching
Pre-Employment System for pre-
Assessment and $5,000 $5,000 General Fund employment
Tests enhancements
Public Engagement $20,000 $20,000 General Fund Public engagement
enhancements
Redesign of City Redesign of City
Website $45,000 $45,000 General Fund website
Total $295,560 $295,560
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Innovation and Technology 310
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $- $- $1,307,803 $1,613,055
Total Revenues $- $- $1,307,803 $1,613,055
Expenditures
Employee Compensation $488,649 $471,362 $623,650 $671,629
Employee Benefits $167,895 $153,882 $225,939 $242,843
Materials $510,914 $981,919 $958,682 $928,372
Contract Services $298,617 $236,801 $124,833 $195,400
Cost Allocation $143,205 $178,096 $- $-
Special Projects $- $- $25,000 $295,560
Contingencies $- $- $23,195 $35,483
Total Expenditures $1,609,280 $2,022,060 $1,981,299 $2,369,287
Fund Balance $- $- $- $-
General Fund Costs $1,609,280 $2,022,061 $673,496 $756,232
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0.15 0.15 0.30 0.30
APPLICATIONS MANAGER 1.00 1.00 1.00 1.00
BUSINESS SYSTEMS ANALYST 2.00 2.00 2.00 2.00
CHIEF TECHNOLOGY OFFICER 0.30 0.30 0.20 0.20
Total 3.45 3.45 3.50 3.50
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Innovation and Technology 311
Infrastructure
Budget Unit 610-34-310
Information Technology-Infrastructure-Infrastructure
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,882,195
Total Expenditures $2,202,453
Fund Balance $(128,180)
General Fund Costs $192,078
%Funded by General Fund 8.7%
Total Staffing 4.5 FTE
Program Overview
The IT Infrastructure Division is responsible for technology-related expenses for the citywide management of
information technology services. The Infrastructure Manager and staff are responsible for computer
helpdesk, network availability, and performance, security and compliance, incident response, disaster
recovery and business continuity, project management of implementations and upgrades, purchasing and
inventory control,technical training, and maintenance of systems. Infrastructure is also tasked with ensuring
that the City continues to follow best practices in technology adoption and security practices.
Service Objectives
. Provide and continuously improve helpdesk support as this function is often the face of IT that staff
interacts with on a daily basis.
. Maintain standards and procedures for the replacement, support, and maintenance of all City-owned
computing devices,printers,networks,peripherals and systems defined by City policy.
• Continue innovation and outreach to ensure the City follows best IT practices relating to equipment,
policy,and security practices.
Adopted Budget
On June 15, City Council approved a budget of$2,202,453 for the Infrastructure program. This represents an
increase of$125,739(6.1%)from the FY 2020-21 Adopted Budget.
Increases in Compensation and Benefits are due to negotiated salary and benefits changes.
Over the past year(s), the Infrastructure Division has has re-engineered the compute and applications
infrastructure for the City. Improvements include the rebuild of the City's wired/wireless network, server,
telephone, and storage environments. Additionally, Disaster Recovery solutions and Active Network Threat
remediation.
FY 2021-22 Adopted Budget Innovation and Technology 312
For FY21-22, IT will move forward with additional Active Net Payment Card Readers, updating the Council
Voting system infrastructure, Multi Factor Authorization, Interactive Projector System, a Redundant Satellite
network System, multi-factor authentication, Line Locator with GPS, Access Controls for the Senior Center
Facility, a Skydio UAV Done, Wireless Bridge for the OES Vehicle, and WiFi network Expansion in City
Parks.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
ActiveNet Internal Service Payment processing
Additional Readers $9,000 $9,000 Fund machines
Council Voting Internal Service Council voting and
System and Timer $32,000 $32,000 Fund meeting
enhancements
Multi-Factor $19,500 $19,500 Internal Service Dual authentication
Authentication Fund network security
Interactive Projector Internal Service Projector and
System with Games $7'000 $7,000 Fund gaming
Line Locator with Internal Service Underground
GPS $15,000 $15,000 Fund power lines
mapping
Redundant Satellite Internal Service Reliable
Network $10,000 $10,000 Fund communications
during emergency
Senior Center Internal Service Building access
Access Controls $16,000 $16,000 Fund controls
Drone for image
Skydio Drone $18,000 $18,000 Internal Service Fund capture and disaster
assessment
City's OES vehicle
Wireless Bridge $12,400 $12,400 Internal Service Fund connection with
facilities
Wireless Network
Internal Service
and Internet Park $20,500 $20,500 Fund Willi expansion
Expansion
Total $159,400 $159,400
FY 2021-22 Adopted Budget Innovation and Technology 313
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $2,284,031 $1,629,376 $1,767,098 $1,882,195
Total Revenues $2,284,031 $1,629,376 $1,767,098 $1,882,195
Expenditures
Employee Compensation $537,277 $605,073 $645,656 $657,676
Employee Benefits $248,851 $353,426 $283,050 $307,679
Materials $516,478 $445,355 $544,670 $559,969
Contract Services $300,142 $303,138 $247,546 $192,900
Cost Allocation $553,720 $701,888 $246,932 $303,672
Special Projects $41,890 $(29,686) $90,000 $159,400
Contingencies $- $- $18,860 $21,157
Total Expenditures $2,198,358 $2,379,194 $2,076,714 $2,202,453
Fund Balance $85,672 $ (677,818) $(64,616) $(128,180)
General Fund Costs $- $ 72,000 $245,000 $192,078
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0.30 0.30 0.30 0.30
BUSINESS SYSTEMS ANALYST 0 1.00 1.00 1.00
CHIEF TECHNOLOGY OFFICER 0.20 0.20 0.20 0.20
INFRASTRUCTURE MANAGER 1.00 1.00 1.00 1.00
I.T.ASSISTANT 3.00 2.00 2.00 2.00
Total 4.50 4.50 4.50 4.50
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Innovation and Technology 314
GIS
Budget Unit 610-35-986
Information Technology-GIS-GIS
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,077,408
Total Expenditures $1,424,906
Fund Balance $(347,498)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 3.4 FTE
Program Overview
The Geographic Information Systems (GIS) program captures, manages, analyzes, and displays all forms of
geographically referenced information for the City of Cupertino. Through maps, reports, dashboards, and
charts we provide ways to view, understand, question, interpret, and visualize, our City in ways that reveal
relationships, patterns, and trends. The GIS Program works to help our staff, citizens, business, and
development communities answer questions and solve problems by looking at our data in a way that is
quickly understood and easily shared—on a map!
Service Objectives
• Cupertino GIS works to provide and support state-of-the-art GIS mapping services and applications in
the rapidly evolving and expanding field of geospatial technology.
• Create,collect,maintain,and distribute high quality,up-to-date,and complete geospatial data.
• Ensure that the City's GIS systems and data are available for day-to-day City and regional purposes.
• Share the City's GIS data and services as widely as possible.
. Raise the awareness of GIS.
• Integrate spatial technology into Cupertino's business processes and applications.
• Support emergency planning,response,and recovery.
Adopted Budget
On June 15, City Council approved a budget of$1,424,906 for the GIS program. This represents an increase of
$343,647(31.8%)from the FY 2020-21 Adopted Budget.
Increases in Compensation and Benefits are due to negotiated salary and benefits changes.
Last Fiscal year, GIS implemented telematics for City vehicles. Telematics has enabled fleet managers to
download engine performance, and vehicle operations data for City vehicles. This data will help improve
preventative maintenance,operator safety,fuel efficiency,vehicle utilization,and reduce vehicle downtime.
FY 2021-22 Adopted Budget Innovation and Technology 315
For FY21-22, GIS will move forward with bringing Augmented Reality to McClellan Ranch, develop Data
Governance and Data Warehouse, Drone Deploy, and replacing the static display at Quinlan Community
Center with a state of the art interactive displays.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue FundingDescription
Source
Augmented reality bringing the
AR McClellan Ranch $40,000 $40,000 Internal Service Fund native wildlife to life at McClellan
Ranch
Data Governance and $75,000 $75,000 Internal Migrate data from existing
Data Warehouse Service Fund applications to a common database.
Drone Deploy $18,000 $18,000 Internal Process drone data with survey
Service Fund grade accuracy.
Continue to build and deploy web
ESRI Web Editor Internal maps and apps used by Cupertino
Licenses
$10,000 $10,000 Service Fund residents and staff,but have better
security,quicker deployment,and
single sign-on behind the scenes.
Online Services Internal Subscription fees for building and
Subscription Fees $2,200 $2,200 Service Fund deploying web maps and apps.
Quinlan Touch Screen $40,000 $40,000 Internal Interactive touch screen for visitors
Service Fund at Quinlan Community Center.
Software for designing and creating
Rapid Plan $4,000 $4,000 Internal Service Fund high level traffic plans for roadway
shutdowns.
Total $189,200 $189,200
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Innovation and Technology 316
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $1,110,156 $866,694 $914,333 $1,077,408
Total Revenues $1,110,156 $866,694 $914,333 $1,077,408
Expenditures
Employee Compensation $445,204 $518,490 $553,977 $627,069
Employee Benefits $185,343 $278,616 $231,997 $257,665
Materials $125,129 $129,376 $189,424 $217,797
Contract Services $123,688 $147,259 $80,000 $120,000
Cost Allocation $166,188 $185,552 $- $-
Special Projects $- $- $20,000 $189,200
Contingencies $- $- $5,861 $13,175
Total Expenditures $1,045,552 $1,259,293 $1,081,259 $1,424,906
Fund Balance $64,603 $ (392,599) $(166,926) $(347,498)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0.10 0.10 0.20 0.20
ASSET MANAGEMENT 1.00 1.00 1.00 1.00
TECHNCIAN
CHIEF TECHNOLOGY OFFICER 0.10 0.10 0.20 0.20
GIS ANALYST 1.00 1.00 1.00 1.00
GIS MANAGER 1.00 1.00 1.00 1.00
Total 3.20 3.20 3.40 3.40
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Innovation and Technology 317
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FY 2021-22 Adopted Budget Innovation and Technology 318
Administrative Services
FY 2021-22 Adopted Budget Administrative Services 319
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FY 2021-22 Adopted Budget Administrative Services 320
Department Overview
Budget Units
Budget Unit Program 2022 Adopted Budget
Administrative Services $926,303
100-40-400 Administrative Services Administration $926,303
Finance $2,007,377
100-41-405 Accounting $ 1,603,000
100-41-406 Business Licenses $404,377
Human Resources $4,837,435
100-44-412 Human Resources $ 1,479,115
642-44-414 Retiree Benefits $ 1,241,926
100-44-417 Insurance Administration $965,352
620-44-418 Workers Compensation Insurance $434,840
641-44-419 Short Term and Long Term Disability $95,612
641-44-420 Compensated Absences $620,590
Total $7,771,115
FY 2021-22 Adopted Budget Administrative Services 321
Budget at a Glance
2022 Adopted Budget
Total Revenues $4,837,735
Total Expenditures $7,771,115
Fund Balance $(941,848)
General Fund Costs $1,991,532
%Funded by General Fund 25.6%
Total Staffing 16.9 FTE
Organization
Kristina Alfaro,Director of Administrative Services
Director of
Administrative
Services/Treasurer
Administrative
Assistant
Finance Human Resources Senior Management
Manager/Deputy Manager Analyst
Treasurer
Senior Accountant Senior Management Human Resources
Analyst Analyst II(2)
Accountant II(2) Accounting Technician HR Technician(2)
Account Clerk II(3) Account Clerk II P/T
FY 2021-22 Adopted Budget Administrative Services 322
Performance Measures
Finance Division
Goal: Financial Stability - Provide a sustainable level of core services that are funded from ongoing and
stable revenue sources.
Benefit:Citizens can enjoy high quality of services that meet community priorities.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-Jun July-Jun July-Dec Target
General fund balance as a%of 70% 69% 67/° 35/�°
budgeted appropriations
Credit Rating AA+ AA+ AA+ AA+
Funding allocated to high priority
services(Public Works,Community 48% 43% 24% 63%
Development,Law Enforcement)
Actual revenue vs.budget(within x% 5% 12% -23% 10%
budget)
Actual expenditures(%below
10% 17% 8% 5%
budget)
Human Resources Division
Goal:To create a thriving organization with meaningful careers in public service.
Benefit: The agency supports a professional and engaged workforce offering diverse and quality community
services.
FY 2021-22 Adopted Budget Administrative Services 323
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
#of Worker's Compensation Cases 12 15 2 0
Total Recordable Injury Rate YTD 4.6% 5.7% 0.8% 0%
%absenteeism(%of total annual
w 2% 3% 2% 2%
work hours)
•turnover rate 7% 3% 1% 1%
•employee satisfaction N/A N/A N/A 100%
•employee participation in wellness 63% 47/°° 26/°° 75/°°activities
Average#of applications received 37 41 88 50
per recruitment
Recruitment timeline-#days from
68 85 74 60
hiring request to offer letter
#of employees using the Telework 16 N/A N/A 17
program
%utilization of full-service employee 100/°° N/A N/A 100%
portal
FY 2021-22 Adopted Budget Administrative Services 324
Workload Indicators
Finance Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
#of vendor checks processed 6,536 5,668 2,306
#of payroll checks processed 10,301 9,953 3,978
#of business license applications 1,154 14,204 4,560
#of business license renewals 2,893 2,842 906
#of journal entries posted 4,521 4,637 1,847
#of purchase orders approved 600 495 305
#of receipts processed 13,913 14,204 4,560
Human Resources Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
#of regular recruitments 21 20 11
#of regular new hires 16 20 12
#of temporary new hires 105
#of personnel payroll changes 938 1104 470
#of full-time employee exits processed 21 14 10
#of mandated training classes offered* 1 2 2
#of employees participating in the wellness 119 91 51
program
*some trainings mandated every other year,however not on the same annual schedule
Adopted Budget
On June 15, City Council approved a budget of$7,771,115 for the Administrative Services department. This
represents an increase of$536,099(7.4%)from the FY 2020-21 Adopted Budget.
Increases in compensation and benefits are due to the addition of a Human Resources Technician. Increases
in contract services are due to expenses for 2022 labor negotiations.
FY 2021-22 Adopted Budget Administrative Services 325
Adopted Expenditures by Division
■ Human Resources
Finance
• ■ Administrative Services
,6h,�—
Department Expenditure History
$7.77M
$7.24M
$6.55M
$6.17M
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Administrative Services 326
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $3,324,380 $3,898,699 $4,156,788 $4,837,735
Miscellaneous Revenue $60,999 $35,060 $- $-
Total Revenues $3,385,379 $3,933,759 $4,156,788 $4,837,735
Expenditures
Employee Compensation $1,759,429 $2,028,226 $2,129,859 $2,259,659
Employee Benefits $1,865,631 $2,096,913 $2,181,294 $2,321,303
Materials $140,482 $184,873 $160,639 $166,641
Contract Services $2,104,076 $1,972,395 $2,360,978 $2,612,344
Cost Allocation $299,513 $266,331 $341,705 $341,693
Contingencies $- $- $60,541 $69,475
Total Expenditures $6,169,131 $6,548,738 $7,235,016 $7,771,115
Fund Balance $105,210 $1,807,757 $(1,794,063) $(941,848)
General Fund Costs $2,888,963 $4,422,735 $1,284,165 $1,991,532
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administrative Services 327
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ACCOUNTANT II 2.00 2.00 2.00 2.00
ACCOUNT CLERK II 2.00 2.00 3.00 3.00
ACCOUNTING TECHNICIAN 0 1.00 1.00 1.00
ADMINISTRATIVE ASSISTANT 1.00 1.00 0.95 0.95
DIRECTOR OF ADMIN SERVICES 1.00 1.00 1.00 1.00
FINANCE MANAGER 1.00 1.00 0.95 0.95
HUMAN RESOURCES ANALYST 1.00 1.00 2.00 2.00
II
HUMAN RESOURCES MANAGER 1.00 1.00 1.00 1.00
HUMAN RESOURCES TECH 1.00 1.00 1.00 2.00
MANAGEMENT ANALYST 1.00 0 0 0
SENIOR ACCOUNTANT 1.00 1.00 1.00 1.00
SENIOR MANAGEMENT 1.00 2.00 2.00 2.00
ANALYST
Total 13.00 14.00 15.90 16.90
FY 2021-22 Adopted Budget Administrative Services 328
Administrative Services Administration
Budget Unit 100-40-400
General Fund-Administrative Services-Administrative Services Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $183,169
Total Expenditures $926,303
Fund Balance $-
General Fund Costs $743,134
%Funded by General Fund 80.2%
Total Staffing 3.8 FTE
Program Overview
The Administrative Services Administration program oversees and coordinates the Human Resources/Risk
Management, Finance, Budget, and Treasury divisions. Staff support is provided to the Fiscal Strategic and
Audit Committees,as well as the Santa Clara County Leadership Academy.
Service Objectives
• Manage the City's investment portfolio to obtain safety of funds, liquidity and a reasonable rate of
return.
• Provide short and long-term fiscal planning including the implementation of the Fiscal Strategic Plan.
• Perform special projects for the City Manager.
• Manage the City's Contract for Law Enforcement Services with the Santa Clara County Sheriff's Office.
• Manage the City's budget process.
• Provide staff support to the Santa Clara County Leadership Academy
Adopted Budget
On June 15, City Council approved a budget of $926,303 for the Administrative Services Administration
program.This represents an increase of$38,920(4.4%)from the FY 2020-21 Adopted Budget.
Increases in this budget program are due to negotiated labor increases in salaries and benefits.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administrative Services 329
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $52,182 $69,263 $185,799 $183,169
Miscellaneous Revenue $51,504 $- $- $-
Total Revenues $103,686 $69,263 $185,799 $183,169
Expenditures
Employee Compensation $586,160 $541,196 $576,540 $594,796
Employee Benefits $242,161 $239,759 $260,866 $280,580
Materials $48,002 $76,682 $45,140 $46,067
Contract Services $14,179 $- $3,618 $3,618
Cost Allocation $47,985 $35,067 $- $-
Contingencies $- $- $1,219 $ 1,242
Total Expenditures $938,487 $892,704 $887,383 $926,303
Fund Balance $- $- $- $-
General Fund Costs $834,801 $823,441 $701,584 $743,134
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 0.95 0.95
DIRECTOR OF ADMIN SERVICES 0.80 0.80 0.80 0.80
MANAGEMENT ANALYST 1.00 0 0 0
SENIOR MANAGEMENT 1.00 1.00 2.00 2.00
ANALYST
Total 3.80 2.80 3.75 3.75
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Administrative Services 330
Accounting
Budget Unit 100-41-405
General Fund-Finance-Accounting
Budget at a Glance
2022 Adopted Budget
Total Revenues $2,175,347
Total Expenditures $1,603,000
Fund Balance $-
General Fund Costs $(572,347)
%Funded by General Fund -35.7%
Total Staffing 6.9 FTE
Program Overview
The Finance Division oversees all financial accounting and treasury functions for the City. Accurate and
timely maintenance of all City financial records, including financial reporting, revenue collection, banking
and investments, disbursement of all funds, and payroll processing are handled by the Finance Division. All
required Federal, State and other regulatory reporting with respect to the City's financial condition are
prepared in the Accounting program of Finance. In addition, Finance monitors the City's two investment
policies, manages budget-to-actual activities for both operational and capital budgets, performs all financial
analyses, conducts research, and prepares reports on all fiscal matters of the City for internal and external
customers.
Service Objectives
• Process all financial transactions of the City of Cupertino, including general ledger accounting, cash
management and investment of City funds, payroll, accounts payable, revenue collections, banking,
and miscellaneous billing.
. Record all City financial transactions prudently and within all regulatory requirements.
• Produce timely and accurate financial reports.
• Maintain a high level of professionalism when fulfilling the City's financial policies, processing its
financial transactions,and representing the City to its residents.
• Respond promptly to inquiries from the public and other City departments.
Adopted Budget
On June 15, City Council approved a budget of $1,603,000 for the Accounting program. This represents an
increase of$1,762(0.1%)from the FY 2020-21 Adopted Budget.
Activities in this budget program are remaining relatively unchanged over the previous fiscal year.
FY 2021-22 Adopted Budget Administrative Services 331
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $1,197,426 $1,673,028 $2,114,792 $2,175,347
Miscellaneous Revenue $9,495 $35,060 $- $-
Total Revenues $1,206,921 $1,708,088 $2,114,792 $2,175,347
Expenditures
Employee Compensation $631,541 $730,307 $824,704 $831,742
Employee Benefits $282,102 $320,800 $377,877 $401,927
Materials $35,726 $16,564 $22,903 $23,131
Contract Services $260,518 $188,162 $368,470 $337,192
Cost Allocation $80,706 $58,882 $- $-
Contingencies $- $- $7,284 $9,008
Total Expenditures $1,290,593 $1,314,715 $1,601,238 $1,603,000
Fund Balance $- $- $- $-
General Fund Costs $83,672 $(393,373) $(513,554) $(572,347)
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ACCOUNTANT II 1.90 1.90 1.90 1.90
ACCOUNT CLERK 11 1.50 1.50 2.00 2.00
ACCOUNTING TECHNICIAN 0 1.00 1.00 1.00
FINANCE MANAGER 1.00 1.00 0.95 0.95
SENIOR ACCOUNTANT 1.00 1.00 1.00 1.00
Total 5.40 6.40 6.85 6.85
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Administrative Services 332
Business Licenses
Budget Unit 100-41-406
General Fund-Finance-Business Licenses
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $404,377
Fund Balance $-
General Fund Costs $404,377
%Funded by General Fund 100.0%
Total Staffing 1.1 FTE
Program Overview
The Business Licenses program monitors business licensing activity for compliance with the City Municipal
Code and applicable state law.
Service Objectives
• Issue business licenses to entities conducting business within the city limits of Cupertino.
• Collect appropriate business license fees.
• Monitor compliance with the Business License Tax Code and provide useful information related to
business activity to City departments.
. Identify non-compliant business activity.
Adopted Budget
On June 15, City Council approved a budget of$404,377 for the Business Licenses program. This represents a
decrease of$3,721 (-0.9%)from the FY 2020-21 Adopted Budget.
Activities in this budget program remain relatively unchanged over the previous fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administrative Services 333
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $75,264 $86,146 $95,622 $101,611
Employee Benefits $37,305 $46,954 $60,442 $62,881
Materials $416 $179 $- $-
Contract Services $6,508 $9,003 $- $-
Cost Allocation $75,257 $95,029 $252,034 $239,885
Total Expenditures $194,750 $237,311 $408,098 $404,377
Fund Balance $- $- $- $-
General Fund Costs $194,750 $237,311 $408,098 $404,377
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ACCOUNTANT II 0.10 0.10 0.10 0.10
ACCOUNT CLERK 11 0.50 0.50 1.00 1.00
Total 0.60 0.60 1.10 1.10
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Administrative Services 334
Human Resources
Budget Unit 100-44-412
General Fund-Human Resources-Human Resources
Budget at a Glance
2022 Adopted Budget
Total Revenues $2,122,380
Total Expenditures $1,479,115
Fund Balance $-
General Fund Costs $(643,265)
%Funded by General Fund -43.5%
Total Staffing 4.9 FTE
Program Overview
The Human Resources Division is responsible for the administration of human resource, employee benefits,
and labor relation programs including personnel selection, classification, compensation, equal employment
opportunity, labor negotiations, employee relations, employee training and development, benefits, and
retirement.In addition,Human Resources administers risk management,safety and wellness programs,and a
self-insured workers' compensation program. Funding for retiree medical insurance is also covered in the
Human Resources budget.
Service Objectives
• Provide a working environment where respect for the individual is encouraged and safeguarded.
• Provide timely personnel services to departments and divisions in a fair, objective, and equitable
manner.
• Enter into agreements with employee groups concerning terms and conditions of employment.
• Provide an employee development program addressing immediate and long-term training needs.
• Provide departments a listing of qualified persons for employment consideration within sixty days of
an authorized vacant position.
• Ensure equal employment opportunities.
. Administer classification plan.
• Administer employee benefits.
• Provide personnel services consistent with the operational needs of the user department.
Adopted Budget
On June 15,City Council approved a budget of$1,479,115 for the Human Resources program.This represents
an increase of$344,219(30.3%)from the FY 2020-21 Adopted Budget.
Increases in compensation and benefits are due to the conversion of a full-time vacancy in Parks and
Recreation to a Human Resources Technician. Increases in contract services represent estimated expenses for
2022 labor negotiations with OE3 and CEA/Local 21 including total compensation surveys,legal advice/Chief
FY 2021-22 Adopted Budget Administrative Services 335
Negotiator. Additional increases are estimates for services such as personnel investigations and executive
recruitments.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $788,243 $959,351 $ 1,609,812 $2,122,380
Total Revenues $ 788,243 $959,351 $1,609,812 $2,122,380
Expenditures
Employee Compensation $436,100 $623,303 $585,422 $683,904
Employee Benefits $214,096 $321,161 $280,114 $327,828
Materials $56,335 $84,975 $92,596 $97,443
Contract Services $389,069 $463,988 $170,194 $358,540
Cost Allocation $57,838 $42,307 $- $-
Contingencies $- $- $6,570 $11,400
Total Expenditures $1,153,438 $1,535,734 $1,134,896 $1,479,115
Fund Balance $- $- $- $-
General Fund Costs $365,195 $576,383 $(474,916) $(643,265)
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
DIRECTOR OF ADMIN SERVICES 0.20 0.20 0.20 0.20
HUMAN RESOURCES ANALYST 0.80 0.80 1.70 1.70
11
HUMAN RESOURCES MANAGER 1.00 1.00 1.00 1.00
HUMAN RESOURCES TECH 0.95 0.95 0.95 1.95
SENIOR MANAGEMENT 0 0.90 0 0
ANALYST
Total 2.95 3.85 3.85 4.85
FY 2021-22 Adopted Budget Administrative Services 336
A full-time vacancy in Parks and Recreation was converted to a Human Resources Technician in Human
Resources in FY 2020-21.
FY 2021-22 Adopted Budget Administrative Services 337
Retiree Benefits
Budget Unit 642-44-414
Retiree Medical-Human Resources-Retiree Benefits
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $1,241,926
Fund Balance $(169,215)
General Fund Costs $1,072,711
%Funded by General Fund 86.4%
Total Staffing FTE
Program Overview
The Retiree Benefits program administers the City's Other Post Employment Benefits(OPEB).
Service Objectives
Provide investment oversight and appropriate funding for the City's retiree medical liability.The City
established a trust account with Public Agency Retirement Services (PARS) that will fund the future
liability. Annual contributions from the City are deposited into the trust and invested in a portfolio of
equity,bond,and money market funds.
Adopted Budget
On June 15, City Council approved a budget of$1,241,926 for the Retiree Benefits program. This represents
an increase of$30,593(2.5%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administrative Services 338
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Benefits $ 1,075,908 $ 1,142,793 $1,179,851 $ 1,227,045
Contract Services $- $- $20,000 $-
Cost Allocation $5,745 $6,262 $10,982 $14,881
Contingencies $- $- $500 $-
Total Expenditures $1,081,653 $1,149,055 $1,211,333 $1,241,926
Fund Balance $49,821 $1,242,945 $(1,165,333) $(169,215)
General Fund Costs $1,131,474 $2,392,000 $46,000 $1,072,711
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Administrative Services 339
Insurance Administration
Budget Unit 100-44-417
General Fund-Human Resources-Insurance Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $965,352
Fund Balance $-
General Fund Costs $965,352
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Insurance Administration program manages Risk Management safety programs and self-insured
Workers'Compensation and General Liability programs.
Service Objectives
• Satisfy statutory regulations regarding Workers'Compensation and employee safety.
• Promote work environment that emphasizes safe work practices.
Adopted Budget
On June 15, City Council approved a budget of $965,352 for the Insurance Administration program. This
represents an increase of$41,399(4.5%)from the FY 2020-21 Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administrative Services 340
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $788,243 $959,351 $- $-
Total Revenues $788,243 $959,351 $- $-
Expenditures
Employee Compensation $11,054 $18,312 $19,372 $19,005
Employee Benefits $5,186 $8,734 $9,623 $8,730
Materials $3 $2 $- $-
Contract Services $593,373 $602,487 $827,910 $866,155
Cost Allocation $10,698 $7,789 $46,350 $49,808
Contingencies $- $- $20,698 $21,654
Total Expenditures $620,314 $637,324 $923,953 $965,352
Fund Balance $- $- $- $-
General Fund Costs $(167,929) $ (322,027) $923,953 $965,352
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
HUMAN RESOURCES ANALYST 0.05 0.05 0.10 0.10
II
HUMAN RESOURCES TECH 0.05 0.05 0.05 0.05
SENIOR MANAGEMENT 0 0.05 0 0
ANALYST
Total 0.10 0.15 0.15 0.15
FY 2021-22 Adopted Budget Administrative Services 341
Workers Compensation Insurance
Budget Unit 620-44-418
Workers'Compensation-Human Resources-Workers Compensation Insurance
Budget at a Glance
2022 Adopted Budget
Total Revenues $356,839
Total Expenditures $434,840
Fund Balance $(78,001)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 0.2 FTE
Program Overview
This program provides oversight of the Workers' Compensation program, including claims, proactive Risk
Management,return to work accommodations and excess workers compensation insurance.
Service Objectives
• Manage employee personal injuries and illnesses and provide proactive risk management for
disability avoidance.
• Monitor costs associated with claims.
• Analyze and implement proactive measures to curtail costs.
. Implement a return to work policy.
Adopted Budget
On June 15, City Council approved a budget of$434,840 for the Workers Compensation Insurance program.
This represents an increase of$158,617(57.4%)from the FY 2020-21 Adopted Budget.
Increase related to reclassification of CSAC and workers compensation excess insurance premiums and
unemployment insurance from 44-412 to 44-418
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administrative Services 342
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $498,286 $237,706 $246,385 $356,839
Total Revenues $498,286 $237,706 $246,385 $356,839
Expenditures
Employee Compensation $19,310 $28,962 $28,199 $28,601
Employee Benefits $8,873 $16,712 $12,521 $12,312
Materials $- $6,471 $- $-
Contract Services $235,169 $160,237 $205,786 $356,839
Cost Allocation $16,896 $16,672 $24,572 $28,167
Contingencies $- $- $5,145 $8,921
Total Expenditures $280,248 $229,054 $276,223 $434,840
Fund Balance $218,037 $8,653 $(29,838) $ (78,001)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
HUMAN RESOURCES ANALYST 0.15 0.15 0.20 0.20
II
SENIOR MANAGEMENT 0 0.05 0 0
ANALYST
Total 0.15 0.20 0.20 0.20
There are no changes to the current level of staffing
FY 2021-22 Adopted Budget Administrative Services 343
Short Term and Long Term Disability
Budget Unit 641-44-419
Compensated Absence/LTD-Human Resources-Short Term and Long Term Disability
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $95,612
Fund Balance $(95,612)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program oversees claims and premiums associated with Long and Short Term Disability.
Service Objectives
• Obtain and manage insurance policies
• Negotiate rates
• Coordination of claims
Adopted Budget
On June 15, City Council approved a budget of $95,612 for the Short Term and Long Term Disability
program.This represents a decrease of$76,225(44.4%)from the FY 2020-21 Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administrative Services 344
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Contract Services $156,540 $ 167,319 $165,000 $90,000
Cost Allocation $ 1,616 $1,634 $2,712 $3,362
Contingencies $- $- $4,125 $2,250
Total Expenditures $158,156 $168,953 $171,837 $95,612
Fund Balance $(158,156) $ (168,953) $(171,837) $ (95,612)
General Fund Costs $- $- $- $-
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Administrative Services 345
Compensated Absences
Budget Unit 641-44-420
Compensated Absence/LTD-Human Resources-Compensated Absences
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $620,590
Fund Balance $(599,020)
General Fund Costs $21,570
%Funded by General Fund 3.5%
Total Staffing FTE
Program Overview
This program provides for payment of liabilities associated with employees retiring or leaving service.
Service Objectives
Properly account and disburse benefits as set forth in the employee contracts.
Adopted Budget
On June 15, City Council approved a budget of $620,590 for the Compensated Absences program. This
represents an increase of$535(0.1%)from the FY 2020-21 Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Administrative Services 346
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Contract Services $448,720 $381,199 $600,000 $600,000
Cost Allocation $2,772 $2,689 $5,055 $5,590
Contingencies $- $- $15,000 $15,000
Total Expenditures $451,492 $383,888 $620,055 $620,590
Fund Balance $ (4,492) $725,112 $(427,055) $(599,020)
General Fund Costs $447,000 $1,109,000 $193,000 $21,570
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Administrative Services 347
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FY 2021-22 Adopted Budget Administrative Services 348
Parks and Recreation
FY 2021-22 Adopted Budget Parks and Recreation 349
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FY 2021-22 Adopted Budget Parks and Recreation 350
Department Overview
Budget Units
Budget Unit Program 2022 Adopted
Budget
Parks and Recreation $2,057,784
100-60-601 Recreation Administration $1,452,256
100-60-634 Park Planning and Restoration $-
100-60-636 Library Services $605,528
Business and Community Services $1,522,167
100-61-602 Administration $722,137
100-61-605 Cultural Events $433,137
100-61-630 Facilities $366,893
100-61-632 Community Outreach and Neighborhood Watch $-
Recreation and Education $4,199,612
100-62-608 Administration $722,159
580-62-613 Youth Teen Recreation $1,828,845
100-62-623 Senior Center $1,117,651
100-62-639 Teen Programs $367,838
100-62-640 Neighborhood Events $163,119
Sports,Safety and Outdoor Recreation $6,138,105
100-63-612 Park Facilities $1,280,136
100-63-615 Administration $117,951
560-63-616 Blackberry Farm Golf Course $679,646
580-63-620 Outdoor Recreation $1,158,012
570-63-621 Sports Center Operations $2,902,360
100-63-633 Disaster Preparedness $-
Total $13,917,668
FY 2021-22 Adopted Budget Parks and Recreation 351
Budget at a Glance
2022 Adopted Budget
Total Revenues $4,980,895
Total Expenditures $13,917,668
Fund Balance $(1,242,062)
General Fund Costs $7,694,711
%Funded by General Fund 55.3%
Total Staffing 27.9 FTE
Organization
Joanne Magrini,Director of Parks and Recreation
Di rector
Parks and
Recreation
Assistant Administrative
Director Assistant
Community Management
Outreach
Analyst
Specialist
Recreation Recreation Recreation Recreation
Supervisor Supervisor Supervisor Supervisor
Recreation Recreation Recreation Recreation
Coordinator Coordinator[3) Coordinator(3) Coordinator[5]
Senior Office Senior Office Office Assistant
Assistant(2) IH Assistant
Office Assistant Facility Attendan
Facility Attendant
(2)
FY 2021-22 Adopted Budget Parks and Recreation 352
Performance Measures
Goal:Create a positive,healthy and connected community.
Benefit:Cupertino has an exceptional system of parks&services that align with community values.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
%of Parks and Recreation
Department customers surveyed who 98% 98% 95% 85%
rate services as good or excellent
%of programs maintaining minimum
70% 62% 32% 80%
registration
%Department's total cost recovery for 44% 37/°° °35/° °40%
all(direct and indirect)costs
#of new programs or events offered 105 89 24 50
%change in participants 1 -7% -16% -63% +1%
1 Decrease due to building closures and reduced programs offered due to COVID
FY 2021-22 Adopted Budget Parks and Recreation 353
Workload Indicators
Business and Community Services Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of reservations at Quinlan Center 402 321 8
Number of festival applications received 10 11 6
Recreation and Education Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of registrations 9,165 7,142 552
Number of survey respondents 2187 1,615 75
Number of Senior Center classes offered 320 289 55
Number of Senior Center trips offered 45 26 0
Sports,Safety,and Outdoor Recreation Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of programs offered 567 724 419
Number of picnic reservations at BBF 154 227 0
Number of rounds of golf at BBF Golf Course 27,205 26,747 21,943
Number of Sports Center Memberships 1,829 4,094 1,337
Adopted Budget
On June 15, City Council approved a budget of $13,917,668 for the Parks and Recreation department. This
represents an increase of$2,200,321 (18.8%)from the FY 2020-21 Adopted Budget.
FY 2021-22 Adopted Budget Parks and Recreation 354
Adopted Expenditures by Division
■ Sports, Safety and Outdoor Recreation
Recreation and Education
■ Parks and Recreation
Business and Community Services
Department Expenditure History
$15.2M
$13.8M $13.9M
$11.7M
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Parks and Recreation 355
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $617,779 $562,335 $546,520 $878,500
Charges for Services $5,503,172 $4,821,021 $2,663,809 $4,071,395
Miscellaneous Revenue $- $(7,245) $31,000 $31,000
Total Revenues $6,120,951 $5,376,111 $3,241,329 $4,980,895
Expenditures
Employee Compensation $4,276,261 $3,954,752 $4,415,056 $4,481,811
Employee Benefits $1,346,670 $1,445,922 $1,504,047 $1,547,823
Materials $766,499 $475,640 $630,587 $764,765
Contract Services $4,382,802 $3,362,305 $2,814,526 $4,627,455
Cost Allocation $4,327,431 $4,527,709 $2,229,446 $2,243,403
Special Projects $79,258 $71,628 $- $125,000
Contingencies $- $- $123,685 $127,411
Total Expenditures $15,178,921 $13,837,956 $11,717,347 $13,917,668
Fund Balance $(1,535,531) $266,437 $42,275 $(1,242,062)
General Fund Costs $7,522,438 $8,728,282 $8,518,293 $7,694,711
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 356
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 1.95 1.95 0.90 0.90
ASST DIR RECREATION COMM SVCS 0.95 1.00 1.00 0.95
CASE MANAGER 2.00 2.00 2.00 0
COMMUNITY OUTREACH 0.70 0.70 0.70 0.70
SPECIALIST
DIRECTOR OF PARKS REC 0.95 0.95 0.95 0.95
FACILITY ATTENDANT 2.95 3.00 3.00 3.00
MANAGEMENT ANALYST 1.00 1.00 1.00 1.00
OFFICE ASSISTANT 2.00 2.00 2.00 2.00
RECREATION COORDINATOR 11.55 12.55 12.40 11.43
RECREATION COORDINATOR LTD 1.00 1.00 1.00 0
TERM
RECREATION SUPERVISOR 4.00 4.00 3.95 3.95
SR OFFICE ASSISTANT 3.00 3.00 3.00 3.00
Total 32.05 33.15 31.90 27.88
FY 2021-22 Adopted Budget Parks and Recreation 357
Recreation Administration
Budget Unit 100-60-601
General Fund-Parks and Recreation-Recreation Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $1,452,256
Fund Balance $-
General Fund Costs $1,452,256
%Funded by General Fund 100.0%
Total Staffing 4.5 FTE
Program Overview
The Recreation Administration program provides overall department administration, project management,
community outreach, support to the Parks and Recreation and Library Commissions, and administration of
recreation management software.
Service Objectives
• Provide overall department administration, budget control, contract support, policy development,
administration of recreation management software,and employee development and evaluation.
• Support the Planning and Public Works Departments in the development, renovation, and
improvements of parks and open spaces.
• Implementation of recommendations from the Parks and Recreation System Master Plan.
. Monitor and facilitate partnerships in regards to Library and other community organizations.
• Outreach to the community in conjunction with programs and the Parks and Recreation System
Master Plan.
• Promote partnerships with Cupertino Union School District, Fremont Union High School District, and
De Anza College.
Adopted Budget
On June 15, City Council approved a budget of$1,452,256 for the Recreation Administration program. This
represents an increase of$235,408(19.3%)from the FY 2020-21 Adopted Budget.
Increases in Compensation and Benefits are due to negotiated salary and benefits changes. The increases in
Materials is mainly due to the addition of funds for Community Outreach efforts ($26,800). Much of this
budget's increase is driven by one-time special projects including City Work Program items.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 358
Special Project Appropriation Revenue Funding Source Description Strategic Goal
Connectivity
and engagement
#CupertinoCares $75,000 $75,000 General Fund activities and N/A
events with
residents during
the pandemic.
City Work
Program:
Address the
needs of seniors
in collaboration
with the City
Council and
Commissions.
Public
Senior Strategy $34,000 $34,000 General Fund Needs to Engagement and
address include
Transparency
technology
resources,
housing,food
supply,
transportation,
and mental and
physical health
and wellbeing.
City Work
Program:
Provide a
dedicated
Mental Health webpage with
Support $10,000 $10,000 General Fund resources for Quality of Life
mental health
and emphasize
mental health
programming in
class offerings.
City Work
Program:
Identify
Dogs Off Leash additional areas
Area(DOLA) $5,000 $5,000 General Fund suitable for Quality of Life
permitting dogs
to be off leash
and establish
one such area.
FY 2021-22 Adopted Budget Parks and Recreation 359
Total $124,000 $124,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- -
Expenditures
Employee Compensation $450,419 $609,735 $686,212 $712,741
Employee Benefits $166,122 $211,543 $305,203 $316,133
Materials $51,321 $103,613 $146,553 $209,446
Contract Services $1,618 $62,355 $74,629 $80,805
Cost Allocation $35,426 $27,563 $- $-
Special Projects $- $- $- $124,000
Contingencies $- $- $4,251 $9,131
Total Expenditures $ 704,906 $1,014,809 $1,216,848 $1,452,256
Fund Balance $- $- $- $-
General Fund Costs $ 704,906 $1,014,809 $1,216,848 $1,452,256
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0.95 0.95 0.90 0.90
ASST DIR RECREATION COMM 0.95 1.00 1.00 0.95
SVCS
COMMUNITY OUTREACH 0 0.70 0.70 0.70
SPECIALIST
DIRECTOR OF PARKS REC 0.95 0.95 0.95 0.95
MANAGEMENT ANALYST 1.00 1.00 1.00 1.00
Total 3.85 4.60 4.55 4.50
FY 2021-22 Adopted Budget Parks and Recreation 360
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 361
Park Planning and Restoration
Budget Unit 100-60-634
General Fund-Parks and Recreation-Park Planning and Restoration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
In FY 2018-19, this program was transferred to Public Works. A complete discussion of this program can be
found under Budget Unit 100-82-806.This program will remain in order to maintain historical data,however
once all prior year data as listed in the table below is$0,this program will be removed.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 362
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $55,606 -
Employee Benefits $24,386 -
Materials $22 -
Cost Allocation $6,796
Total Expenditures $86,810 -
Fund Balance $-
General Fund Costs $86,810
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Parks and Recreation 363
Library Services
Budget Unit 100-60-636
General Fund-Parks and Recreation-Library Services
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $605,528
Fund Balance $-
General Fund Costs $605,528
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
This budget augments the existing library service currently provided to our community through the Santa
Clara County(SCC)Library Joint Powers Authority.
Service Objectives
. Provide increased library service for our constituents through support of the Go Go Biblio Program.
• Explore partnerships with the SCC Library for recreation and community programs.
Adopted Budget
On June 15, City Council approved a budget of$605,528 for the Library Services program. This represents an
increase of$287,188(90.2%)from the FY 2020-21 Adopted Budget.
Due to the COVID-19 Pandemic, the Go Go Biblio Program was suspended in FY 2020-21. In anticipation of
the program's return next fiscal year, the unspent funds will be proposed to carry forward into FY 2021-22.
Revenues and contract services will are increasing due to a recently executed lease amendment with the Santa
Clara County Library JPA.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 364
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Contract Services $468,023 $ 117,000 $117,000 $371,738
Cost Allocation $501,482 $681,040 $198,415 $233,790
Contingencies $- $- $2,925 $-
Total Expenditures $969,505 $798,040 $318,340 $605,528
Fund Balance $- $- $- $-
General Fund Costs $969,505 $798,040 $318,340 $605,528
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Parks and Recreation 365
Administration
Budget Unit 100-61-602
General Fund-Business and Community Services-Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $722,137
Fund Balance $-
General Fund Costs $722,137
%Funded by General Fund 100.0%
Total Staffing 3.6 FTE
Program Overview
The Business Division supports department programs and services through the provision of customer service
and analytical support, development, and administration of policies. The division is also responsible for the
department's community outreach programs, including community festivals and City events at a variety of
parks.This division also manages Quinlan Community Center(QCC)and Community Hall,as well as facility
and park picnic rentals.
Service Objectives
. Provide first-rate customer service through the implementation of consistent policies,procedures, and
performance standards.
• Administer recreation software system for customer registration, memberships, point-of-sale, and
facility rentals.
• Collect and analyze data from customer satisfaction surveys and program and revenue reports to
improve programs and services.
. Increase participation at City events including 4th of July, Summer Concerts, Cinema at Sundown,
Shakespeare in the Park, and the Tree Lighting Ceremony.
• Issue parks and facilities permits for individual customers as well as community festivals and events
that promote our diverse culture and connected community.
• Maintain a positive relationship with neighborhoods adjacent to our facilities and parks.
Adopted Budget
On June 15, City Council approved a budget of $722,137 for the Administration program. This represents a
decrease of$40,477(-5.3%)from the FY 2020-21 Adopted Budget.
The decrease is mainly due to a change in cost allocation methodology.
FY 2021-22 Adopted Budget Parks and Recreation 366
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $407,471 $336,728 $323,637 $309,384
Employee Benefits $204,778 $176,722 $182,434 $183,164
Materials $12,607 $1,159 $2,390 $2,315
Contract Services $3,934 $- $- $-
Cost Allocation $135,290 $147,895 $254,093 $227,216
Contingencies $- $- $60 $58
Total Expenditures $764,080 $662,504 $762,614 $722,137
Fund Balance $- $- $- $-
General Fund Costs $ 764,080 $6621503 $762,614 $722,137
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 0 0
COMMUNITY OUTREACH 0.45 0 0 0
SPECIALIST
OFFICE ASSISTANT 1.00 1.00 1.00 1.00
RECREATION COORDINATOR 0.50 0.50 0.35 0.35
RECREATION SUPERVISOR 0.50 0.50 0.40 0.20
SR OFFICE ASSISTANT 2.00 2.00 2.00 2.00
Total 5.45 5.00 3.75 3.55
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 367
Cultural Events
Budget Unit 100-61-605
General Fund-Business and Community Services-Cultural Events
Budget at a Glance
2022 Adopted Budget
Total Revenues $31,000
Total Expenditures $433,137
Fund Balance $-
General Fund Costs $402,137
%Funded by General Fund 92.8%
Total Staffing 0.5 FTE
Program Overview
The Business and Community Service Division's events program produces the City's special events including
4th of July festivities and Big Bunny 5K, and those hosted at Memorial Park and Quinlan Community Center
including the Summer Concert Series, Cinema at Sundown, Shakespeare in the Park, and Tree Lighting. This
staff also serves as liaison and issues permits for community and cultural events at Memorial Park including
the Cherry Blossom Festival, World Journal Festival, Kids 'N Fun Festival, Fall Festival, Veteran's Day
Memorial Ceremony,Diwali Festival,and more.
Service Objectives
• Provide a summer concert series at Memorial Park.
• Produce a summer movie series at Memorial Park.
• Partner with the San Francisco Shakespeare Company to produce Free Shakespeare in the Park in
Cupertino.
• Organize and facilitate the 4th of July Independence Day celebration and fireworks show.
• Organize and facilitate the Big Bunny 5K fun run.
• Bring the community together with the annual Tree Lighting celebration.
• Serve as liaison and issue special event permits to nonprofit organization event producers to ensure
successful community and cultural festivals in Memorial Park.
Adopted Budget
On June 15, City Council approved a budget of$433,137 for the Cultural Events program. This represents an
increase of$73,874(20.6%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to the return of the Summer Events for FY 2021-22, which was reduced in FY
2020-21 due to the COVID-19 Pandemic and State-mandated orders in effect at that time.
FY 2021-22 Adopted Budget Parks and Recreation 368
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Miscellaneous Revenue $- $(8,595) $31,000 $31,000
Total Revenues $- $ (8,595) $31,000 $31,000
Expenditures
Employee Compensation $71,232 $77,563 $104,897 $88,433
Employee Benefits $29,846 $29,605 $39,342 $31,624
Materials $7,925 $18,199 $36,860 $34,737
Contract Services $179,672 $122,202 $115,410 $219,004
Cost Allocation $45,209 $43,037 $58,947 $52,995
Contingencies $- $- $3,807 $6,344
Total Expenditures $333,884 $290,606 $359,263 $433,137
Fund Balance $- $- $- $-
General Fund Costs $333,884 $2991202 $328,263 $402,137
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
COMMUNITY OUTREACH 0.07 0 0 0
SPECIALIST
RECREATION COORDINATOR 0.50 0.50 0.50 0.50
Total 0.57 0.50 0.50 0.50
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Parks and Recreation 369
Facilities
Budget Unit 100-61-630
General Fund-Business and Community Services-Facilities
Budget at a Glance
2022 Adopted Budget
Total Revenues $168,395
Total Expenditures $366,893
Fund Balance $-
General Fund Costs $198,498
%Funded by General Fund 54.1%
Total Staffing 2.2 FTE
Program Overview
Community Hall provides space for City Council meetings and various Commission meetings, as well as
facility rental space available for a variety of activities including business meetings, community events, and
Cupertino Library programs. The Quinlan Community Center houses the administrative office of the Parks
and Recreation Department and serves as facility space for rentals and a variety of recreational, social, and
community activities.
Service Objectives
• Provide a rental facility for community meetings, business functions, social events, and other similar
activities.
• Provide a facility for City Channel programming, and City Council, Planning Commission, Parks and
Recreation Commission and other City meetings.
. Offer in-person and online registration for recreation programs.
• Schedule facility space for contractual and staff-run classes and camps.
• House the Cupertino Historical Society.
• Serve as an Emergency Operations Shelter in case of disasters.
Adopted Budget
On June 15,City Council approved a budget of$366,893 for the Facilities program.This represents a decrease
of$100,083(-21.4%)from the FY 2020-21 Adopted Budget.
The decrease is primarily due to staff time being reallocated to other programs.
Proposed revenues have been reduced to account for current restrictions due to the COVID-19 Pandemic.
FY 2021-22 Adopted Budget Parks and Recreation 370
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $213,102 $118,874 $170,000 $115,000
Charges for Services $458,471 $404,343 $36,455 $53,395
Total Revenues $671,573 $523,217 $206,455 $168,395
Expenditures
Employee Compensation $244,541 $255,932 $307,331 $237,255
Employee Benefits $68,225 $89,831 $127,096 $93,053
Materials $33,778 $13,486 $26,379 $28,121
Contract Services $12,060 $19,164 $5,376 $7,572
Cost Allocation $151,524 $58,657 $- $-
Contingencies $- $- $794 $892
Total Expenditures $510,128 $437,070 $466,976 $366,893
Fund Balance $- $- $- $-
General Fund Costs $ (161,445) $ (86,147) $260,521 $198,498
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
COMMUNITY OUTREACH 0.18 0 0 0
SPECIALIST
FACILITY ATTENDANT 1.95 2.00 2.00 2.00
RECREATION SUPERVISOR 0.50 0.50 0.50 0.20
Total 2.63 2.50 2.50 2.20
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 371
Community Outreach and Neighborhood Watch
Budget Unit 100-61-632
General Fund-Business and Community Services-Community Outreach and Neighborhood Watch
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
In FY 2018-19, this program was transferred to the City Manager's Office. A complete discussion of this
program can be found under Budget Unit 100-12-632. This program will remain in order to maintain
historical data, however once all prior year data as listed in the table below is $0, this program will be
removed.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 372
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $40,485 -
Employee Benefits $13,650 -
Materials $4,179 -
Contract Services $91 -
Cost Allocation $9,786 -
Total Expenditures $68,191 -
Fund Balance $- -
General Fund Costs $68,190
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Parks and Recreation 373
Administration
Budget Unit 100-62-608
General Fund-Recreation and Education-Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $12,500
Total Expenditures $722,159
Fund Balance $-
General Fund Costs $709,659
%Funded by General Fund 98.3%
Total Staffing 3.1 FTE
Program Overview
This program includes administrative support of senior programs offered at the Senior Center.
Administrative duties support the facility and senior programs that focus on enhancing a healthy lifestyle
through quality education, recreation, travel, socials, community resources, volunteer opportunities, and
facility rentals.
Service Objectives
• Provide management and supervision of all programs, activities, personnel, and facilities within the
senior services division.
• Establish program goals and priorities.
• Ensure operational hours accommodate community desires.
• Provide first-rate customer service and manage customer registration,memberships,point-of-sale,and
facility rentals at the Senior Center.
Adopted Budget
On June 15, City Council approved a budget of $722,159 for the Administration program. This represents a
decrease of$62,352(-7.9%)from the FY 2020-21 Adopted Budget.
The decrease is primarily due to changes in cost allocation methodology.
Revenues have been reduced to account for current restrictions due to the COVID-19 Pandemic.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 374
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $28,134 $17,816 $25,000 $12,500
Total Revenues $28,134 $17,816 $25,000 $12,500
Expenditures
Employee Compensation $323,242 $329,984 $377,605 $360,823
Employee Benefits $114,270 $135,429 $147,638 $148,586
Materials $22,426 $7,627 $15,880 $16,039
Contract Services $3,836 $431 $2,800 $3,640
Cost Allocation $690,664 $311,932 $240,121 $192,579
Contingencies $- $- $467 $492
Total Expenditures $1,154,438 $785,403 $784,511 $722,159
Fund Balance $- $- $- $-
General Fund Costs $1,126,305 $ 767,588 $759,511 $709,659
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
CASE MANAGER 0.10 0.10 0.10 0
FACILITY ATTENDANT 1.00 1.00 1.00 1.00
RECREATION COORDINATOR 0.25 0.30 0.30 0.30
RECREATION COORDINATOR LTD 0.10 0 0 0
TERM
RECREATION SUPERVISOR 0.75 0.95 0.95 0.75
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
Total 3.20 3.35 3.35 3.05
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 375
Youth Teen Recreation
Budget Unit 580-62-613
Recreation Program-Recreation and Education-Youth Teen Recreation
Budget at a Glance
2022 Adopted Budget
Total Revenues $742,000
Total Expenditures $1,828,845
Fund Balance $(1,086,845)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 1.7 FTE
Program Overview
This program encompasses fee-based youth and teen programs such as academic and enrichment classes,
STEAM programming, recreational camps, preschool, and special events, enrichment classes for adults, and
special interest programming.
Service Objectives
• Provide a preschool program, summer camps, and an extensive variety of contract classes for youth,
teens, and adults, while collaborating with the Cupertino Union School District and Fremont Union
High School District on select program offerings.
. Promote programs through social media to increase community awareness and interest in programs.
• Increase the number of youth and teen Science Technology Engineering Art, and Math (STEAM)
programs offered.
• Expand all-day summer camp offerings to meet daycare needs of working families.
• Provide family-oriented programs designed to increase community engagement.
• Provide safe, fun, life-long learning activities that promote the foundations of self-confidence, skill
development,and personal growth.
• Provide programs that enhance cultural awareness to youth and teens.
Adopted Budget
On June 15, City Council approved a budget of $1,828,845 for the Youth Teen Recreation program. This
represents a decrease of$134,945(-6.9%)from the FY 2020-21 Adopted Budget.
The decrease is primarily due to a reduction in Contract Services due to the COVID-19 Pandemic.
Revenues have also been reduced to account for the current restrictions due to the pandemic.
FY 2021-22 Adopted Budget Parks and Recreation 376
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $1,222,219 $1,195,694 $1,108,517 $742,000
Total Revenues $1,222,219 $1,195,694 $1,108,517 $742,000
Expenditures
Employee Compensation $392,428 $332,247 $444,713 $470,409
Employee Benefits $78,652 $97,533 $83,645 $102,897
Materials $68,662 $15,732 $32,030 $31,437
Contract Services $844,453 $695,551 $1,125,286 $918,285
Cost Allocation $346,668 $1,068,022 $250,857 $282,074
Contingencies $- $- $27,259 $23,743
Total Expenditures $1,730,863 $2,209,085 $1,963,790 $1,828,845
Fund Balance $ (508,644) $(1,013,391) $(855,273) $(1,086,845)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
RECREATION COORDINATOR 1.35 1.35 1.35 1.35
RECREATION SUPERVISOR 0.25 0.25 0.25 0.35
Total 1.60 1.60 1.60 1.70
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 377
Senior Center
Budget Unit 100-62-623
General Fund-Recreation and Education-Senior Center
Budget at a Glance
2022 Adopted Budget
Total Revenues $164,000
Total Expenditures $1,117,651
Fund Balance $-
General Fund Costs $953,651
%Funded by General Fund 85.3%
Total Staffing 3.0 FTE
Program Overview
This program includes the coordination and delivery of program services for seniors at the Senior Center.
Staff coordinates a well-maintained Senior Center for adults age 50+ including senior adult recreation
programs such as enrichment classes, educational presentations, group trips and tours, and social events. In
addition, the Senior Center team leverages members to support programs and services through more than
24,000 hours of volunteer service annually.Staff provides referrals for resources available to seniors.
Service Objectives
• Enhance partnerships with Fremont Union High School District Adult Education, the Santa Clara
County Library District,De Anza College,and other local nonprofit agencies.
• Provide appreciation events for senior volunteers who support the Parks and Recreation Department
throughout the year.
• Offer fitness and enrichment courses, educational presentations, group trips and tours, and
socialization opportunities to adults age 50+.
• Provide volunteer service opportunities for adults age 50+.
• Provide a senior-focused annual health fair and senior resource referrals.
Adopted Budget
On June 15, City Council approved a budget of $1,117,651 for the Senior Center program. This represents a
decrease of$46,387(40%)from the FY 2020-21 Adopted Budget.
The decrease is primarily due to the reallocation of staff funds to other programs in the City and a change in
cost allocation methodology. This is mostly offset by increases in Materials and Contract Services from the
return of the Travel Program to the budget, which was reduced in FY 2020-21 in response to the COVID-19
Pandemic and State-mandated orders in effect at that time.
Revenues have been reduced to account for the current restrictions due to the pandemic.
FY 2021-22 Adopted Budget Parks and Recreation 378
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $3,846 $252 $ - $-
Charges for Services $388,892 $361,427 $167,000 $ 164,000
Miscellaneous Revenue $- $1,350 $- $-
Total Revenues $392,738 $363,029 $167,000 $164,000
Expenditures
Employee Compensation $528,003 $470,472 $542,283 $418,283
Employee Benefits $194,515 $177,296 $100,391 $155,952
Materials $129,906 $85,075 $80,860 $116,815
Contract Services $255,290 $199,364 $80,280 $126,280
Cost Allocation $415,210 $357,244 $356,195 $294,244
Contingencies $- $- $4,029 $6,077
Total Expenditures $1,522,924 $1,289,451 $1,164,038 $1,117,651
Fund Balance $- $- $- $-
General Fund Costs $1,130,186 $926,421 $997,038 $953,651
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
CASE MANAGER 1.90 1.90 1.90 0
RECREATION COORDINATOR 1.80 2.70 2.70 2.70
RECREATION COORDINATOR LTD 0.90 0 0 0
TERM
RECREATION SUPERVISOR 0.25 0.05 0.05 0.25
Total 4.85 4.65 4.65 2.95
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 379
Teen Programs
Budget Unit 100-62-639
General Fund-Recreation and Education-Teen Programs
Budget at a Glance
2022 Adopted Budget
Total Revenues $3,000
Total Expenditures $367,838
Fund Balance $-
General Fund Costs $364,838
%Funded by General Fund 99.2%
Total Staffing 0.8 FTE
Program Overview
This program supports teen programs and services for the Recreation and Education Division.It provides for
the supervision and operation of the Cupertino Teen Center, the Youth Activity Board, the Cupertino Teen
Leadership Academy,and the teen summer volunteer program.
Service Objectives
• Empower youth by creating enriching and stress-free programs that foster physical,mental,and social
development.
. Provide an exclusive space for Cupertino Teens to de-stress,create,study,and to socially develop.
• Create opportunities for youth and teens to build their leadership abilities by creating activities,
events,and programs by teens for teens.
• Create reciprocal engagement and outreach efforts between the City of Cupertino and Cupertino
teens.
• Develop teen leadership skills and career growth opportunities by providing an interactive teen
leadership program.
• Provide the opportunity for teens to gain applied skills and develop leadership abilities by
participating in the Leader in Training or Junior Swim Instructor programs.
• Create programs that support mental health and wellness in youth and teens.
Adopted Budget
On June 15, City Council approved a budget of$367,838 for the Teen Programs program. This represents an
increase of$94,925(34.8%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to the reallocation of staff time and a change in cost allocation methodology for
this program. This budget now includes expenses for the Hack Cupertino Event ($5,000) which was moved
from 100-11-165.
FY 2021-22 Adopted Budget Parks and Recreation 380
Revenues have been reduced to account for current restrictions due to the COVID-19 Pandemic.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $210 $2,030 $2,520 $ 1,000
Charges for Services $962 $2,388 $2,500 $2,000
Total Revenues $1,172 $4,418 $5,020 $3,000
Expenditures
Employee Compensation $113,823 $117,060 $173,684 $208,032
Employee Benefits $14,299 $16,625 $30,452 $44,515
Materials $23,870 $18,747 $38,595 $45,616
Contract Services $1,761 $145 $800 $800
Cost Allocation $- $- $28,397 $67,715
Contingencies $- $- $985 $1,160
Total Expenditures $153,753 $152,577 $272,913 $367,838
Fund Balance $- $- $- $-
General Fund Costs $152,581 $148,159 $267,893 $364,838
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
RECREATION COORDINATOR 0.35 0.35 0.35 0.35
RECREATION SUPERVISOR 0 0 0.20 0.40
Total 0.35 0.35 0.55 0.75
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 381
Neighborhood Events
Budget Unit 100-62-640
General Fund-Recreation and Education-Neighborhood Events
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $163,119
Fund Balance $-
General Fund Costs $163,119
%Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Neighborhood Programs provide a varied schedule of summer events in neighborhood parks. Events
include outdoor concerts, outdoor movies, performances, and free arts and fitness programs in the parks.
These programs are designed to engage new customers and to promote current programs.
Service Objectives
• To provide outdoor summer concerts in neighborhood parks.
• To provide outdoor summer movies in neighborhood parks.
. To provide outdoor summer fitness opportunities in neighborhood parks.
• To provide outdoor summer arts opportunities in neighborhood parks.
• To provide an array of outdoor cultural special events in neighborhood parks.
. To provide activities for kids and families of all ages.
Adopted Budget
On June 15, City Council approved a budget of $163,119 for the Neighborhood Events program. This
represents a decrease of$2,061 (-1.2%)from the FY 2020-21 Adopted Budget.
The decreases in Employee Compensation and Benefits are due to the reallocation of staff budget to a
different program. This is offset by increases in Materials, Contract Services, and Cost Allocation due to the
return of the Neighborhood Events program, which was reduced in FY 2020-21 in response to the COVID-19
Pandemic and State-mandated orders in effect at that time.
FY 2021-22 Adopted Budget Parks and Recreation 382
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $61,618 $55,145 $86,072 $52,384
Employee Benefits $2,667 $4,065 $21,325 $6,904
Materials $41,809 $11,693 $7,500 $14,756
Contract Services $66,096 $45,920 $36,500 $59,800
Cost Allocation $- $- $12,683 $27,411
Contingencies $- $- $1,100 $1,864
Total Expenditures $172,190 $116,823 $165,180 $163,119
Fund Balance $- $- $- $-
General Fund Costs $172,190 $1161823 $165,180 $163,119
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
RECREATION SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.10 0.10 0.10 0.10
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Parks and Recreation 383
Park Facilities
Budget Unit 100-63-612
General Fund-Sports,Safety and Outdoor Recreation-Park Facilities
Budget at a Glance
2022 Adopted Budget
Total Revenues $162,000
Total Expenditures $1,280,136
Fund Balance $-
General Fund Costs $1,118,136
%Funded by General Fund 87.3%
Total Staffing 2.7 FTE
Program Overview
Blackberry Farm provides the community with recreational space to swim,picnic, enjoy ranger-led activities,
and the Stevens Creek Trail. McClellan Ranch Preserve offers environmental education classes/creek tours to
school groups, nature programs, and is the location of the Community Garden program and non-profit
operations such as Grassroots Ecology, Santa Clara Valley Audubon Society, UCCE Master Gardeners, and
Rolling Hills 4-H Club. The Creekside Park building provides community members with facility space which
can be used for a variety of activities. The Monta Vista Recreation Center is home to a diverse array of
recreational activities including gymnastics classes and preschool.
Service Objectives
Blackberry Farm Picnic Grounds and Pools:
• Provide the community with two recreational pools for drop-in use and swim lessons.
• Continue to offer a Junior Lifeguard course for teens, ages 13-15.
• Engage and provide the community with annual 4th of July and Pooch Plunge events.
• Partner with the Audubon Society to provide Wildlife&Harvest Day at Blackberry Farm.
• Increase residential usage of the facility.
• Continue to offer Park Ranger-led activities such as interpretive walks, star-gazing events, and
implement a Stevens Creek Corridor volunteer program.
McClellan Ranch Preserve:
• Continue to offer drop-in visitor hours at the Environmental Education Center and Blacksmith Shop
on Saturdays,Sundays,and some school holidays.
• Develop park management internship opportunities in partnership with the West Valley Community
College Park Management Program.
• Partner with SCVAS, Grassroots Ecology, Watershed Stewardship Program Members, Santa Clara
Valley Audubon Society,Rolling Hills 4H and UCCE Master Gardeners in providing public education
programs.
FY 2021-22 Adopted Budget Parks and Recreation 384
. Expand programming opportunities for teens.
• Increase volunteer/docent opportunities at McClellan Ranch.
• Develop and increase community garden programming.
Creekside Park Building:
• Rent facility for nonprofit board meetings, birthday parties, school group picnics, and other similar
activities.
• Provide contract and staff-run classes and camps.
. Provide space for year-round farmers'market.
Monta Vista Recreation Center:
• Provide gymnastics,preschool programming,classes,and camps.
• Make space available for co-sponsored clubs and rentals.
Adopted Budget
On June 15, City Council approved a budget of$1,280,136 for the Park Facilities program. This represents an
increase of$96,251 (8.1%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to increases in Employee Compensation for part-time staff from the reopening
of Blackberry Farm Cafe and Pool for summer of 2021 and adjustments to cost allocation methodology.
Revenues have been reduced to account for current restrictions due to the COVID-19 Pandemic.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Environmental
Education Center $1,000 $1,000 General Fund EEC animal display
enhancements
Animal Displays
Total $1,000 $1,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 385
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $203,590 $61,446 $59,000 $57,000
Charges for Services $176,470 $122,328 $65,000 $105,000
Total Revenues $380,060 $183,774 $124,000 $162,000
Expenditures
Employee Compensation $663,199 $556,910 $600,364 $685,551
Employee Benefits $145,783 $142,660 $177,586 $149,233
Materials $107,451 $56,796 $85,053 $91,460
Contract Services $17,946 $13,937 $86,926 $87,380
Cost Allocation $1,277,319 $1,202,972 $229,792 $261,016
Special Projects $74,498 $71,628 $- $1,000
Contingencies $- $- $4,164 $4,496
Total Expenditures $2,286,196 $2,044,903 $1,183,885 $1,280,136
Fund Balance $- $- $- $-
General Fund Costs $1,906,136 $1,861,129 $1,059,885 $1,118,136
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
RECREATION COORDINATOR 2.68 2.68 2.93 2.18
RECREATION COORDINATOR LTD 0 1.00 1.00 0
TERM
RECREATION SUPERVISOR 0.75 0.60 0.50 0.50
Total 3.43 4.28 4.43 2.68
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 386
Administration
Budget Unit 100-63-615
General Fund-Sports,Safety and Outdoor Recreation-Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $117,951
Fund Balance $-
General Fund Costs $117,951
%Funded by General Fund 100.0%
Total Staffing 0.5 FTE
Program Overview
This program supports all facets of the Sports, Safety, and Outdoor Recreation Division. It provides for the
supervision and operation of the Cupertino Sports Center, Blackberry Farm Golf Course, Blackberry Farm
picnic area and swimming pools, McClellan Ranch Preserve, Monta Vista Recreation Center and Creekside
Park building. The Sports, Safety, and Outdoor Recreation Division includes a diverse offering of recreation
programs for all ages including sports leagues, camps/classes, nature programs, volunteer opportunities,
drop-in activities,special events,aquatics,golf,and specialty classes.
Service Objectives
• Efficiently manage the Cupertino Sports Center,Blackberry Farm Golf Course,Blackberry Farm picnic
sites and swimming pools, McClellan Ranch Preserve, Monta Vista Recreation Center, Creekside Park
building,and field use permitting for nine school sites and various City fields.
• Continue to improve coordination among staff within the Stevens Creek Corridor in order to enhance
customer service and the experience for park visitors.
• Oversee marketing,budget development,and program plans for all locations.
• Continue to expand the aquatics program.
Adopted Budget
On June 15, City Council approved a budget of$117,951 for the Administration program. This represents an
increase of$7,751 (7.0%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to changes in cost allocation methodology.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 387
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $49,338 $38,405 $54,067 $55,657
Employee Benefits $18,936 $14,462 $24,066 $24,944
Materials $2,600 $475 $270 $273
Contract Services $412 $20 $- $-
Cost Allocation $108,578 $43,392 $31,790 $37,070
Contingencies $- $- $7 $7
Total Expenditures $179,864 $96,754 $110,200 $117,951
Fund Balance $- $- $- $-
General Fund Costs $179,864 $96,755 $110,200 $117,951
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
RECREATION SUPERVISOR 0.40 0.40 0.45 0.45
Total 0.40 0.40 0.45 0.45
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Parks and Recreation 388
Blackberry Farm Golf Course
Budget Unit 560-63-616
Blackberry Farm-Sports,Safety and Outdoor Recreation-Blackberry Farm Golf Course
Budget at a Glance
2022 Adopted Budget
Total Revenues $340,000
Total Expenditures $679,646
Fund Balance $(259,654)
General Fund Costs $79,992
%Funded by General Fund 11.8%
Total Staffing 1.2 FTE
Program Overview
Blackberry Farm Golf Course provides a nine-hole golf facility to the community that serves all ages.
Service Objectives
. Increase the golfer base through private golf instruction, family events, high school golf team
partnerships,leagues,and camps.
• Continue to operate a golf course pro shop where customers may purchase golfing accessories and
concessions.
Adopted Budget
On June 15, City Council approved a budget of$679,646 for the Blackberry Farm Golf Course program. This
represents a decrease of$4,586(-0.7%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 389
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $28,489 $32,687 $30,000 $30,000
Charges for Services $288,128 $305,524 $180,000 $310,000
Total Revenues $316,617 $338,211 $210,000 $340,000
Expenditures
Employee Compensation $ 148,832 $101,209 $170,410 $ 175,778
Employee Benefits $41,855 $53,912 $58,778 $60,543
Materials $93,667 $96,060 $108,003 $105,045
Contract Services $258,580 $252,429 $248,885 $274,845
Cost Allocation $91,476 $82,294 $89,471 $53,938
Contingencies $- $- $8,685 $9,497
Total Expenditures $634,410 $585,904 $684,232 $679,646
Fund Balance $ (317,793) $362,307 $(24,232) $(259,654)
General Fund Costs $- $610,000 $450,000 $79,992
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
RECREATION COORDINATOR 0.90 1.00 1.00 1.00
RECREATION SUPERVISOR 0 0.15 0.15 0.15
Total 0.90 1.15 1.15 1.15
There no changes to the current level of staffing.
FY 2021-22 Adopted Budget Parks and Recreation 390
Outdoor Recreation
Budget Unit 580-63-620
Recreation Program-Sports,Safety and Outdoor Recreation-Outdoor Recreation
Budget at a Glance
2022 Adopted Budget
Total Revenues $657,000
Total Expenditures $1,158,012
Fund Balance $305,797
General Fund Costs $806,809
%Funded by General Fund 69.7%
Total Staffing 1.9 FTE
Program Overview
This program encompasses the coordination and delivery of a wide range of sports, fitness, and outdoor
activities for youth and adults.
Service Objectives
• Operate a summer learn-to-swim program for infants,children,teens,and adults.
• Coordinate spring,summer,and fall adult softball leagues.
• Provide sports,dance,fitness,and wellness classes for youth,teens,and adults.
. Manage user group field rentals under the Cupertino Union School District/City Joint Use Agreement.
. Increase nature,blacksmithing, and environmental classes for parent/child,teens,and adults.
• Provide a summer nature and science program.
• Offer fee-based gardening programs for youth and adults.
Adopted Budget
On June 15, City Council approved a budget of $1,158,012 for the Outdoor Recreation program. This
represents an increase of$250,317(27.6%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to increases in Employee Compensation for part-time staff from the return of
the Learn-to-Swim program and Contract Services from the return of outdoor contractual camps and classes,
which were reduced and canceled in FY 2020-21 in response to the COVID-19 Pandemic and the State-
mandated orders in effect at that time.
Revenues have been reduced to account for the current restrictions due to the pandemic.
FY 2021-22 Adopted Budget Parks and Recreation 391
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $ 139,590 $62,726 $140,000 $312,000
Charges for Services $624,377 $330,156 $343,225 $345,000
Total Revenues $763,967 $392,882 $483,225 $657,000
Expenditures
Employee Compensation $305,646 $309,752 $234,270 $309,653
Employee Benefits $ 111,674 $156,600 $97,848 $93,440
Materials $ 120,385 $14,874 $24,153 $21,969
Contract Services $409,487 $187,681 $254,261 $444,888
Cost Allocation $245,281 $263,234 $281,896 $276,391
Contingencies $- $- $15,267 $11,671
Total Expenditures $1,192,473 $932,141 $907,695 $1,158,012
Fund Balance $(428,506) $25,742 $737,530 $305,797
General Fund Costs $- $565,000 $1,162,000 $806,809
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
RECREATION COORDINATOR 2.20 2.17 1.92 1.70
RECREATION SUPERVISOR 0.25 0.25 0.15 0.15
Total 2.45 2.42 2.07 1.85
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 392
Sports Center Operations
Budget Unit 570-63-621
Sports Center-Sports,Safety and Outdoor Recreation-Sports Center Operations
Budget at a Glance
2022 Adopted Budget
Total Revenues $2,701,000
Total Expenditures $2,902,360
Fund Balance $(201,360)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 2.5 FTE
Program Overview
The Cupertino Sports Center offers a variety of health and wellness activities including a full fitness center,
and a wide assortment of fitness classes, youth sports classes, and a variety of racquet sports, including
tennis,table tennis,pickle ball,and badminton classes,camps,and programs.
Service Objectives
• Increase memberships,participation in fitness classes, and enrollment in contract camps and classes.
• Market programs through social media, the recreation schedule, a new electronic sign on Stevens
Creek Blvd.,and the City website.
. Collaborate with Public Works to ensure successful implementation of Capital Improvement Projects.
• Explore new program offerings.
Adopted Budget
On June 15, City Council approved a budget of $2,902,360 for the Sports Center Operations program. This
represents an increase of$1,545,498(113.9%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to the return of Contract Services for tennis and exercise programs, camps, and
classes, which were reduced and canceled in FY 2020-21 in response to the COVID-19 Pandemic and State-
mandated orders in effect at that time and the Sports Center closure from the seismic retrofit construction in
the fall of 2020.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 393
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $818 $266,504 $120,000 $351,000
Charges for Services $2,343,653 $2,099,161 $761,112 $2,350,000
Total Revenues $2,344,471 $2,365,665 $881,112 $2,701,000
Expenditures
Employee Compensation $373,687 $363,610 $309,511 $397,428
Employee Benefits $99,189 $139,639 $108,243 $136,835
Materials $41,425 $32,104 $26,061 $46,736
Contract Services $1,859,543 $1,646,106 $666,373 $2,032,418
Cost Allocation $246,455 $240,427 $196,789 $236,964
Special Projects $4,760 $- $- $-
Contingencies $- $- $49,885 $51,979
Total Expenditures $2,625,059 $2,421,886 $1,356,862 $2,902,360
Fund Balance $ (280,588) $891,779 $184,250 $(201,360)
General Fund Costs $- $948,000 $660,000 $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
OFFICE ASSISTANT 1.00 1.00 1.00 1.00
RECREATION COORDINATOR 1.02 1.00 1.00 1.00
RECREATION SUPERVISOR 0.25 0.25 0.25 0.45
Total 2.27 2.25 2.25 2.45
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Parks and Recreation 394
Disaster Preparedness
Budget Unit 100-63-633
General Fund-Sports,Safety and Outdoor Recreation-Disaster Preparedness
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
In FY 2018-19, this program was transferred to the City Manager's Office. A complete discussion of this
program can be found under Budget Unit 100-12-633. This program will remain in order to maintain
historical data, however once all prior year data as listed in the table below is $0, this program will be
removed.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Parks and Recreation 395
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $46,691 -
Employee Benefits $17,823 -
Materials $4,466 -
Cost Allocation $20,267
Total Expenditures $89,247 -
Fund Balance $-
General Fund Costs $89,246
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Parks and Recreation 396
Community Development
FY 2021-22 Adopted Budget Community Development 397
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FY 2021-22 Adopted Budget Community Development 398
Department Overview
Budget Units
Budget Unit Program 2022 Adopted Budget
Community Development $1,123,490
100-70-700 Community Development Administration $1,123,490
Planning $5,635,525
100-71-701 Current Planning $3,581,582
100-71-702 Mid and Long Term Planning $1,721,869
100-71-704 Annexations $-
100-71-705 Economic Development $332,074
Housing Services $1,942,166
260-72-707 CDBG General Admin $124,376
260-72-709 CDBG Capital/Housing Projects $321,484
260-72-710 CDBG Public Service Grants $63,112
265-72-711 BMR Affordable Housing Fund $1,309,132
100-72-712 Human Service Grants $124,062
Building $4,786,365
100-73-713 General Building $1,019,751
100-73-714 Building Plan Review $2,198,571
100-73-715 Building Code Enforcement $1,481,425
100-73-718 Muni Code Enforcement $86,618
Code Enforcement $1,202,392
100-74-202 Code Enforcement $1,202,392
Total $14,689,938
FY 2021-22 Adopted Budget Community Development 399
Budget at a Glance
2022 Adopted Budget
Total Revenues $8,595,401
Total Expenditures $14,689,938
Fund Balance $2,261,047
General Fund Costs $8,355,584
%Funded by General Fund 56.9%
Total Staffing 33.5 FTE
Organization
Benjamin Fu,Director of Community Development
Director of Community
Development
Assistant Director of
Economic Development Communit
Housing Manager Planning Manager Manager Management Y
Analyst Development/Building
(part-time) Official
Senior Code Administrative Permit Center Deputy Building
Senior Planner Senior Planner(3) Enforcement
Officer(2) Assistant(2) Manager Official
Associate Planner Code Enforcement Plan Check Senior Building
(3) Officer Office Assistant Engineer(2) Inspector
Assistant Planner Permit Technician Building Inspector
(2) (3) (4)
Permit Technician
FY 2021-22 Adopted Budget Community Development 400
Performance Measures
Goal: Review and guide development activity to ensure compliance with relevant codes and policies, and
alignment with community values to promote and enhance Cupertino's community-wide quality of life.
Benefit:Cupertino is a thriving city to live,work,learn and play.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Building permit applications plan N/A 92% °94/° 80%
reviewed within 15 business days
Customer/Applicants visiting the
Building Permit Counter shall be N/A 93% **0% 80%,
assisted within 15 minutes
Applicants visiting the Planning N/A 91% **0/° 50/°°
Counter shall be assisted
Building permit applications
68% 63% **0% 75%
reviewed over-the-counter(OTC)
Average number of days to initiate
1.35 0.21 0.05 <7
investigation of code complaints
Code enforcement cases resolved
88.63% 85%° 98% 80%
without issuance of citations
Landlord-tenant counseling and
55 29 21 100 per year
dispute resolution cases provided
Below market rate rental and
11 12 6 15 per year
purchase vacancies filled
Housing resources and referrals 1040 600 300 400 per year
provided
Complimentary/courtesy prelim app N/A 83% 72/° 80/°°
reviews completed within 4 weeks2
Public Outreach Events N/A 4 2 12 per year
*Data provided from July 2019-February 2020 due to the shelter-in-place mandate.
**No data due to closure of city hall.
FY 2021-22 Adopted Budget Community Development 401
Workload Indicators
Planning Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of preliminary reviews 90 112 75
Number of planning applications received 138 198 132
Number of planning counter inquiries N/A 2284* 0**
Housing Services Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of housing resources and referrals 1040 139 77
Number of BMR rental and ownership 11 12 6
vacancies filled
Number of landlord tenant counseling and
55 29 21
dispute cases received
Number of annual HUD documents(CAPER,
Action Plan,Consolidated Plan, 2 2 2
Affirmatively Furthering Fair Housing)
completed
Housing and Human Services Grant Funds 35 9 25
inquiries
Building Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of permits received 2,321 2,133 1,159
Number of inspections requested 13,625 19,331 5,891
Number of building counter inquiries N/A 5,571* 0**
*Data provided from July 2019-February 2020 due to the shelter-in-place mandate.
**No data due to closure of city hall.
Adopted Budget
On June 15, City Council approved a budget of $14,689,938 for the Community Development department.
This represents an increase of$3,805,223(35.0%)from the FY 2020-21 Adopted Budget.
FY 2021-22 Adopted Budget Community Development 402
The increase is primarily due to General Plan update and City Work Plan contract services.
FY 2021-22 Adopted Budget Community Development 403
Adopted Expenditures by Division
. •• ■ Planning
Building
■ Housing Services
Code Enforcement
Community Development
Department Expenditure History
$14.7M
$10.9M
$9.84M
$9.35M
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Community Development 404
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Taxes $159,179 $39,000 $3,025,898 $3,611,855
Licenses and Permits $4,072,243 $4,665,560 $3,115,000 $3,115,000
Use of Money and Property $2,659 $2,581 $3,300 $3,300
Intergovernmental Revenue $344,323 $357,527 $397,270 $463,996
Charges for Services $3,387,551 $1,169,345 $ 1,135,000 $1,135,000
Fines and Forfeitures $190,550 $127,723 $225,000 $225,000
Miscellaneous Revenue $302,940 $62,014 $48,750 $41,250
Total Revenues $8,459,445 $6,423,750 $7,950,218 $8,595,401
Expenditures
Employee Compensation $3,132,061 $3,520,711 $3,866,430 $4,647,828
Employee Benefits $1,271,121 $1,498,384 $1,699,406 $2,136,332
Materials $714,672 $696,404 $873,685 $1,029,806
Contract Services $334,768 $525,498 $586,888 $893,725
Cost Allocation $2,490,593 $2,440,524 $3,592,758 $4,214,034
Special Projects $1,895,890 $664,235 $250,000 $1,734,100
Contingencies $- $- $15,548 $34,113
Total Expenditures $9,839,105 $9,345,756 $10,884,715 $14,689,938
Fund Balance $ (269,573) $ (485,463) $2,343,202 $2,261,047
General Fund Costs $1,110,087 $2,436,544 $5,277,699 $8,355,584
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 405
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.75
ASSISTANT CITY MANAGER 0.78 0 0 0
ASSISTANT PLANNER 2.00 2.00 2.00 2.00
ASSIST DIR OF COMMITY DEV 1.00 1.00 1.00 1.00
ASSOCIATE PLANNER 3.00 3.00 3.00 3.00
BUILDING INSPECTOR 3.92 3.92 3.92 3.92
CODE ENFORCEMENT OFFICER 0 0 0 1.00
DEPUTY BOARD CLERK 0.75 0.75 0.75 0
DEPUTY BUILDING OFFICIAL 0 1.00 1.00 1.00
DIRECTOR OF COMM 0.94 0.94 0.94 0.94
DEVELOPMENT
ECONOMIC DEVELOPMENT 0 0 0 1.00
MANAGER
MANAGEMENT ANALYST 1.00 1.00 1.00 1.00
OFFICE ASSISTANT 1.00 1.00 1.00 1.00
PERMIT CENTER MANAGER 1.00 1.00 1.00 1.00
PERMIT TECHNICIAN 3.00 3.00 3.00 4.00
PLAN CHECK ENGINEER 2.00 2.00 1.00 2.00
PLANNING MANAGER 1.90 1.90 1.90 1.90
SENIOR PLANNER 1.90 1.90 2.00 4.00
SR BUILDING INSPECTOR 0.98 0.98 0.98 0.98
SR CODE ENFORCEMENT OFFICER 3.00 3.00 3.00 2.00
Total 29.17 29.39 28.49 33.49
FY 2021-22 Adopted Budget Community Development 406
Community Development Administration
Budget Unit 100-70-700
General Fund-Community Development-Community Development Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $1,123,490
Fund Balance $-
General Fund Costs $1,123,490
%Funded by General Fund 100.0%
Total Staffing 0.5 FTE
Program Overview
The Community Development Administration program manages general office and oversight functions for
the Community Development Department.
Service Objectives
• Coordinate and direct general office affairs related to community development functions.
. Manage professional and administrative staff.
• Prepare and implement the department budget.
• Coordinate as necessary with other departments in the City.
. Review and evaluate City and department goals and objectives.
Adopted Budget
On June 15, City Council approved a budget of$1,123,490 for the Community Development Administration
program.This represents an increase of$392,907(53.8%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to a one-time special project for Homeless Jobs Program and an increase in cost
allocation resulting from a change in methodology.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Community Development 407
Special Project Appropriation Revenues Funding Source Description Strategic Goal
City Work
Program:Create
a jobs program
for up to 2
Homeless Jobs individuals for 6
Program $200,000 $200,000 General Fund months.Could Housing
involve a job in
maintenance of
parks or in
Public Works.
Total $200,000 $200,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Miscellaneous Revenue $20 $180 $- $-
Total Revenues $20 $180 $- $-
Expenditures
Employee Compensation $79,223 $98,923 $112,188 $101,876
Employee Benefits $30,403 $32,218 $37,199 $39,243
Materials $5,596 $7,719 $24,674 $23,726
Contract Services $1,843 $66,498 $103,380 $103,380
Cost Allocation $498,053 $454,929 $449,941 $652,087
Special Projects $- $- $- $200,000
Contingencies $- $- $3,201 $3,178
Total Expenditures $615,118 $660,287 $730,583 $1,123,490
Fund Balance $- $- $- $-
General Fund Costs $615,098 $660,108 $730,583 $1,123,490
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 408
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSISTANT CITY MANAGER 0.25 0 0 0
DIRECTOR OF COMM 0.30 0.30 0.30 0.30
DEVELOPMENT
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
Total 0.75 0.50 0.50 0.50
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Community Development 409
Current Planning
Budget Unit 100-71-701
General Fund-Planning-Current Planning
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,037,500
Total Expenditures $3,581,582
Fund Balance $-
General Fund Costs $2,544,082
%Funded by General Fund 71.0%
Total Staffing 8.6 FTE
Program Overview
The Current Planning program serves to review projects and implement City ordinances, land use plans and
the General Plan goals and objectives through the planning review and building plan check processes.
Service Objectives
• Maintain a high level of customer service.
• Provide assistance at the public counter,over the telephone,or via email.
• Implement the City's General Plan,land use plans and Zoning Ordinance.
• Evaluate Planning applications for consistency with City ordinance, General Plan goals, and
applicable State and Federal regulations.
• Coordinate internal review of Planning applications with other City departments.
• Conduct environmental review of projects in compliance with California Environmental Quality Act
(CEQA)and applicable regional,State and Federal regulations.
• Provide technical analysis and recommendations to the Council, Planning Commission and Design
Review Committee.
• Review building permits to ensure implementation of zoning requirements, environmental mitigation
measures and planning entitlement conditions of approval.
Adopted Budget
On June 15, City Council approved a budget of$3,581,582 for the Current Planning program. This represents
an increase of$834,287(30.4%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to a one-time special project for estimated legal fees as well as an increase in
cost allocation resulting from a change in methodology.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Community Development 410
Special Project Appropriations Revenues Funding Source Description
Legal fee estimate
Legal Fees $500,000 $500,000 General Fund for current planning
projects in FY 21-22.
Total $500,000 $500,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $1,534,193 $1,129,604 $ 1,000,000 $1,000,000
Miscellaneous Revenue $70,846 $57,522 $45,000 $37,500
Total Revenues $1,605,039 $1,187,126 $1,045,000 $1,037,500
Expenditures
Employee Compensation $875,109 $860,832 $1,003,612 $ 1,157,235
Employee Benefits $326,246 $337,398 $407,829 $498,374
Materials $31,711 $10,225 $32,374 $30,910
Contract Services $2,334 $9,983 $- $1,464
Cost Allocation $729,234 $731,686 $1,252,671 $1,392,790
Special Projects $388,463 $306,761 $50,000 $500,000
Contingencies $- $- $809 $809
Total Expenditures $2,353,097 $2,256,885 $2,747,295 $3,581,582
Fund Balance $- $- $- $-
General Fund Costs $748,056 $1,069,758 $1,702,295 $2,544,082
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 411
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0 0 0 0.60
ASSISTANT CITY MANAGER 0.23 0 0 0
ASSISTANT PLANNER 2.00 2.00 2.00 2.00
ASSOCIATE PLANNER 2.40 2.40 2.40 2.40
DEPUTY BOARD CLERK 0.60 0.60 0.60 0
DIRECTOR OF COMM 0.28 0.28 0.28 0.28
DEVELOPMENT
MANAGEMENT ANALYST 0.40 0.40 0.40 0.40
PERMIT TECHNICIAN 0 0 0 1.00
PLANNING MANAGER 0.50 0.50 0.50 0.50
SENIOR PLANNER 1.25 1.25 1.30 1.40
Total 7.66 7.43 7.48 8.58
A Permit Technician was added to this budget unit in FY 21-22.
FY 2021-22 Adopted Budget Community Development 412
Mid and Long Term Planning
Budget Unit 100-71-702
General Fund-Planning-Mid and Long Term Planning
Budget at a Glance
2022 Adopted Budget
Total Revenues $138,750
Total Expenditures $1,721,869
Fund Balance $-
General Fund Costs $1,583,119
%Funded by General Fund 91.9%
Total Staffing 3.5 FTE
Program Overview
The Mid- and Long-Term Planning program assists the community in preparing, reviewing and amending
documents including the General Plan, Specific Plans, Conceptual Plans, and the Municipal Code, including
the Zoning Ordinance. Additionally, the program anticipates and evaluates trends, and develops strategies
and plans to help the City address change.
Service Objectives
• Review and amend the City's General Plan, Housing Element, and Municipal Code, including the
Zoning Ordinance,Specific,Conceptual and Master Plans.
• Ensure City processes and regulations are in compliance with State and Federal regulations,including
the California Environmental Quality Act(CEQA).
. Review and implement policies in the General Plan, Housing Element, Zoning Ordinance, Specific,
Conceptual and Master Plans.
• Coordinate with various local,regional,State and Federal agencies on projects.
• Facilitate the planning and implementation of the City Council's annual community development
goals and objectives.
Adopted Budget
On June 15, City Council approved a budget of $1,721,869 for the Mid and Long Term Planning program.
This represents an increase of$707,486(69.7%)from the FY 2020-21 Adopted Budget.
The increase is due to City Work Plan contract services,primarily the RHNA and General Plan Update items
noted in the Special Projects table below.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Community Development 413
Special Project Appropriation Revenue Funding Source Description Strategic Goal
City Work
Program:
Analyze methods
to limit the
implementation
timeline for
entitled/future
projects and
encourage
Development development.
$10,000 $10,000 General Fund Quality of Life
Accountability Monitor
implementation
of development
agreements and
conditions of
approval.Review
and establish
accountability in
the project
approval process.
City Work
Program:Update
Sign Ordinance existing
Update $25,000 $25,000 General Fund provisions Quality of Life
particularly in
the temporary
sign regulations.
City Work
RHNA and Program:
General Plan Housing Element
Update update and
$295,000 $295,000 General Fund associated Housing
rezoning/possible
Specific Plan
updates
FY 2021-22 Adopted Budget Community Development 414
City Work
Program:Amend
GP and Code and
zoning code to
provide objective
standards as
Review and identified in
Update General
2019-2020
Plan(GP)and $250,000 $250,000 General Fund evaluation.Rev- Quality of Life
Municipal evaluate the
Code Heart of the City
Specific Plan for
sections of the
plan that could
be clarified and
updated easily
with objective
standards.
Scanning files
Laserfiche into laserfiche to
planning map $30,000 $30,000 General Fund assist with N/A
scanning mapping services
for residents
City Work
Program:
Encourage
compliance by
Encouraging existing Sustainability
Dark Sky $10,000 $10,000 General Fund commercial and Fiscal
Compliance properties and Strategy
other
organizations,
including school
sites.
Total $620,000 $620,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 415
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $1,415,725 $17,930 $135,000 $135,000
Miscellaneous Revenue $160,835 $- $3,750 $3,750
Total Revenues $1,576,560 $17,930 $138,750 $138,750
Expenditures
Employee Compensation $282,913 $333,541 $386,265 $529,702
Employee Benefits $103,392 $125,704 $151,978 $223,676
Materials $2,417 $2,307 $4,224 $14,260
Contract Services $847 $8,911 $7,500 $7,500
Cost Allocation $157,674 $170,561 $264,123 $317,062
Special Projects $920,313 $270,101 $200,000 $620,000
Contingencies $- $- $293 $9,669
Total Expenditures $1,467,556 $911,125 $1,014,383 $1,721,869
Fund Balance $- $- $- $-
General Fund Costs $(109,004) $893,195 $875,633 $1,583,119
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0 0 0 0.15
ASSISTANT CITY MANAGER 0.20 0 0 0
ASSOCIATE PLANNER 0.60 0.60 0.60 0.60
DEPUTY BOARD CLERK 0.15 0.15 0.15 0
DIRECTOR OF COMM 0.24 0.24 0.24 0.24
DEVELOPMENT
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
PLANNING MANAGER 0.60 0.60 0.60 0.60
SENIOR PLANNER 0.65 0.65 0.70 1.70
Total 2.64 2.44 2.49 3.49
A Senior Planner was added to this budget unit in FY 21-22.
FY 2021-22 Adopted Budget Community Development 416
Annexations
Budget Unit 100-71-704
General Fund-Planning-Annexations
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The Annexations program was created in FY 2014-15 to account for annexations of property from outside city
limits.
Service Objectives
. Identify and process annexations
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Cost Allocation $903 $- $727 $-
Total Expenditures $903 $- $727 $-
Fund Balance $- $- $- $-
General Fund Costs $903 $- $727 $-
FY 2021-22 Adopted Budget Community Development 417
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Community Development 418
Economic Development
Budget Unit 100-71-705
General Fund-Planning-Economic Development
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $332,074
Fund Balance $-
General Fund Costs $332,074
%Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
The Economic Development program specifically targets business retention, expansion, and attraction with a
focus on small business development,in order to support the City's financial stability.
Service Objectives
• Provide assistance and support to businesses to enable job creation, new business formation, private
investment, and industry evolution.
• Conduct outreach to existing small businesses to create strong working relationships.
• Collaborate with internal city team members to keep the needs of businesses in the forefront when
reviewing applications and projects.
• Partner with local business associations, agencies, and organizations to create a strong and cohesive
network offering business support and assistance.
• Provide the public with current data and information easily accessible online or in printed format.
• Assist with policy formation to align with business and community goals.
Adopted Budget
On June 15,City Council approved a budget of$332,074 for the Economic Development program.
This function was located in the Administration Department, within the City Manager's Division in FY 2020-
21. It was adopted at$430,494, representing a$98,420 decrease or 22.9%. This decrease is primarily due to a
reduction in contract serves as a result of the function likely to be carried out by City staff.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Community Development 419
Special Project Appropriation Revenue Funding Source Description Strategic Goals
City Work
Regulating Program:
Diversified $5,000 $5,000 General Fund Research, Quality of Life
Retail analysis,and
outreach
Additional
Targeted funding to align
Marketing with increased
Program to $9,100 $9,100 General Fund demand for N/A
Assist Small small local
Businesses business
assistance
Total $14,100 $14,100
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $37,374 $- $- $-
Employee Benefits $11,075 $- $- $-
Materials $5,887 $- $- $53,848
Contract Services $10,327 $- $- $243,000
Cost Allocation $8,419 $- $- $13,227
Special Projects $16,728 $- $- $14,100
Contingencies $- $- $- $7,899
Total Expenditures $89,810 $- $- $332,074
Fund Balance $- $- $- $-
General Fund Costs $89,810 $- $- $332,074
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 420
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ECONOMIC DEVELOPMENT 0 0 0 1.00
MANAGER
Total 0 0 0 1.00
In FY 2021-22, the Economic Development Manager position was transferred from the Administration
Department to the Community Development Department.
FY 2021-22 Adopted Budget Community Development 421
CDBG General Admin
Budget Unit 260-72-707
CDBG-Housing Services-CDBG General Admin
Budget at a Glance
2022 Adopted Budget
Total Revenues $79,439
Total Expenditures $124,376
Fund Balance $(44,937)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 0.5 FTE
Program Overview
The General Administration of the Community Development Block Grant (CDBG) federal entitlement
program is reserved for program administration costs to cover salary and benefits of staff who operate the
CDBG program. The CDBG program is a federal entitlement program which serves low- and moderate-
income Cupertino residents. CDBG program administration costs represent 20% of the City's annual federal
CDBG allocation plus prior year program income.
Service Objectives
• Prepare and submit an Annual Plan to the US Department of Housing and Urban Development
(HUD).
• Prepare and submit annual Consolidated Annual Performance and Evaluation Report (CAPER) to
HUD.
• Prepare and submit a five-year Consolidated Plan to HUD.
• Meet quarterly with Santa Clara County CDBG Coordinators.
• Conduct four-eight public hearings per year to allocate CDBG funding, review Annual Plan, CAPER,
and Consolidated Plan.
. Provide technical assistance to grantees and applicants.
. Monitor grantees for compliance with federal regulations.
Adopted Budget
On June 15, City Council approved a budget of $124,376 for the CDBG General Admin program. This
represents an increase of$27,181 (28.0%)from the FY 2020-21 Adopted Budget.
The increase is primarily due to an increase in negotiated salary and benefits.
FY 2021-22 Adopted Budget Community Development 422
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $48,691 $75,442 $79,450 $ 79,439
Total Revenues $48,691 $75,442 $ 79,450 $79,439
Expenditures
Employee Compensation $36,624 $57,144 $65,674 $84,330
Employee Benefits $20,011 $27,543 $31,521 $40,046
Total Expenditures $56,635 $84,687 $97,195 $124,376
Fund Balance $(7,944) $(9,245) $(17,745) $(44,937)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
PLANNING MANAGER 0.39 0.39 0.39 0.39
SENIOR PLANNER 0 0 0 0.10
Total 0.39 0.39 0.39 0.49
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Community Development 423
CDBG Capital/Housing Projects
Budget Unit 260-72-709
CDBG-Housing Services-CDBG Capital/Housing Projects
Budget at a Glance
2022 Adopted Budget
Total Revenues $324,745
Total Expenditures $321,484
Fund Balance $3,261
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This portion of the Community Development Block Grant (CDBG) federal entitlement program is reserved
for grants and loans to non-profit developers and agencies for eligible activities such as public improvements,
property acquisition for affordable housing, rehabilitation of affordable units, and development of affordable
housing. CDBG Capital/Housing costs represent 65%of the City's annual federal CDBG allocation plus prior
year program income.
Service Objectives
• Issue Requests for Proposals(RFPs)on an annual basis for Capital/Housing Projects.
. Review applications and make funding recommendations to Housing Commission and City Council.
• On a quarterly basis, monitor grants, disburse funding, and collect demographic information from
each grantee.
• Review quarterly reports and reimbursements requests from agencies and enter data into HUD IDIS
program.
• Coordinate entitlement process with the Planning Division for affordable development projects.
• Monitor project progress of grantees through the construction phase.
• Coordinate CEQA/NEPA environmental review processes for all affordable developments.
• Coordinate preparation of all grant and loan agreements, Deeds of Trust, Promissory Notes, and
Regulatory Agreements.
• On an annual basis,prepare grant agreements or amendments for each grantee.
• Provide technical assistance to grantees and applicants.
• Monitor grantees for compliance with federal regulations.
Adopted Budget
On June 15, City Council approved a budget of $321,484 for the CDBG Capital/Housing Projects program.
This represents an increase of$61,484(23.6%)from the FY 2020-21 Adopted Budget.
This increase is due to additional materials and grant support for the Capital/Housing Projects program.
FY 2021-22 Adopted Budget Community Development 424
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $2,659 $2,581 $3,300 $3,300
Intergovernmental Revenue $240,201 $227,111 $258,232 $321,445
Total Revenues $242,860 $229,692 $261,532 $324,743
Expenditures
Materials $240,201 $227,111 $260,000 $321,484
Total Expenditures $240,201 $227,111 $260,000 $321,484
Fund Balance $2,659 $2,581 $1,532 $3,261
General Fund Costs $- $- $- $-
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Community Development 425
CDBG Public Service Grants
Budget Unit 260-72-710
CDBG-Housing Services-CDBG Public Service Grants
Budget at a Glance
2022 Adopted Budget
Total Revenues $63,112
Total Expenditures $63,112
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This portion of the Community Development Block Grant (CDBG) federal entitlement program is reserved
for grants to nonprofit agencies serving low- and moderate-income Cupertino residents. The agencies
provide services such as food assistance,job training, emergency housing, legal assistance, etc. CDBG Public
Services costs represent 15%of the City's annual federal CDBG allocation plus prior year program income.
Service Objectives
• Issue Requests for Proposals(RFPs)on a bi-or tri-annual basis for public services programs.
. Review applications and make funding recommendations to Housing Commission and City Council.
. On a quarterly basis, monitor grants, disburse funding, and collect demographic information from
each grantee.
. Review quarterly reports and reimbursements requests from agencies and enter data into HUD IRIS
program.
• On an annual basis,prepare grant agreements or amendments for each grantee.
• Provide technical assistance to grantees and applicants.
• Monitor grantees for compliance with federal regulations.
Adopted Budget
On June 15, City Council approved a budget of $63,112 for the CDBG Public Service Grants program. This
represents a decrease of$1,888(-2.9%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged since last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 426
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $55,431 $54,974 $59,588 $63,112
Total Revenues $55,431 $54,974 $59,588 $63,112
Expenditures
Materials $55,431 $54,974 $65,000 $63,112
Total Expenditures $55,431 $54,974 $65,000 $63,112
Fund Balance $- $- $ (5,412) $-
General Fund Costs $- $- $- $-
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Community Development 427
BMR Affordable Housing Fund
Budget Unit 265-72-711
BMR Housing-Housing Services-BMR Affordable Housing Fund
Budget at a Glance
2022 Adopted Budget
Total Revenues $3,611,855
Total Expenditures $1,309,132
Fund Balance $2,302,723
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 1.2 FTE
Program Overview
This program covers administration of the Below Market Rate(BMR)Housing program.
Service Objectives
• Contract with BMR Program Administrator annually for services relating to rental and ownership
units.
• Prepare and monitor agreement, process monthly reimbursement requests, and provide technical
assistance to BMR Program Administrator.
• Review and maintain the Policy and Procedures Manual for Administering Deed Restricted
Affordable Housing Units(BMR Manual).
• Review and maintain the BMR Housing Mitigation Program Procedural Manual (Housing Mitigation
Manual)
Adopted Budget
On June 15, City Council approved a budget of$1,309,132 for the BMR Affordable Housing Fund program.
This represents an increase of$648,061 (98.0%)from the FY 2020-21 Adopted Budget.
The increase is due to one-time special projects and cost allocation resulting from a change in methodology.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Community Development 428
Special Project Appropriation Revenue Funding Source Description Strategic Goal
Consider
Options to
Develop ELI and City Work
Program:
BMR Housing
Units for Identify ways to
build ELI and
Developmentally
Disabled BMR housing
units for
Individuals on $100,000 $100,000 General Fund Housing
City-owned developmentally
disabled.
Property along
Investigate
Mary Avenue as
well as the additional sites
Outback for BMR or ELI
Steakhouse housing.
Location
City Work
Program:Draft
an
Implementation
Plan to the Santa
Clara County
City Plan to End Community
$300,000 $300,000 General Fund Housing
Homelessness Plan to End
Homelessness
2020-25 to create
a roadmap for
addressing
homelessness in
Cupertino.
Total $400,000 $400,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 429
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Taxes $159,179 $39,000 $3,025,898 $3,611,855
Charges for Services $29,145 $1,442 $- $-
Miscellaneous Revenue $901 $1,515 $- $-
Total Revenues $189,225 $41,957 $3,025,898 $3,611,855
Expenditures
Employee Compensation $37,739 $58,884 $67,674 $170,709
Employee Benefits $20,648 $28,396 $32,480 $80,982
Materials $227,955 $257,581 $310,786 $330,371
Contract Services $78,934 $174,121 $201,288 $226,588
Cost Allocation $- $28 $48,843 $100,482
Special Projects $88,236 $1,746 $- $400,000
Total Expenditures $453,512 $520,756 $661,071 $1,309,132
Fund Balance $(264,288) $(478,799) $2,364,827 $2,302,723
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
PLANNING MANAGER 0.41 0.41 0.41 0.41
SENIOR PLANNER 0 0 0 0.80
Total 0.41 0.41 0.41 1.21
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Community Development 430
Human Service Grants
Budget Unit 100-72-712
General Fund-Housing Services-Human Service Grants
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $124,062
Fund Balance $-
General Fund Costs $124,062
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City of Cupertino sets aside$100,000 from its General Fund for non-profit agencies providing services to
low-and moderate-income Cupertino residents. Eligible programs include senior services,homeless services,
and others that serve low-and moderate-income residents.
Service Objectives
. Issue Requests for Proposals(RFPs)on a bi-or tri-annual basis for public services programs.
• Review applications and make funding recommendations to Housing Commission and City Council.
• On a quarterly basis, monitor grants, disburse funding, and collect demographic information from
each grantee.
• Review quarterly reports and reimbursements requests from agencies.
• On an annual basis,prepare grant agreements or amendments for each grantee.
. Provide technical assistance to grantees and applicants.
• Monitor grantees for compliance.
Adopted Budget
On June 15, City Council approved a budget of $124,062 for the Human Service Grants program. This
represents an increase of$17,132(16.0%)from the FY 2020-21 Adopted Budget.
The increase is due to an increase in grant funding allocation.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 431
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Materials $83,599 $83,600 $100,000 $115,780
Cost Allocation $3,010 $2,840 $4,430 $5,387
Contingencies $- $- $2,500 $2,895
Total Expenditures $86,609 $86,440 $106,930 $124,062
Fund Balance $- $- $- $-
General Fund Costs $86,609 $86,440 $106,930 $124,062
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Community Development 432
General Building
Budget Unit 100-73-713
General Fund-Building-General Building
Budget at a Glance
2022 Adopted Budget
Total Revenues $315,000
Total Expenditures $1,019,751
Fund Balance $-
General Fund Costs $704,751
%Funded by General Fund 69.1%
Total Staffing 3.1 FTE
Program Overview
The General Building program establishes the minimum requirements to safeguard the public health, safety
and general welfare through structural strength, means of egress facilities, stability, accessibility, sanitation,
adequate lighting and ventilation and energy conservation; safety to life and property from fire and other
hazards attributed to the built environment; and to provide safety to fire fighters and emergency responders
during emergency operations.
Service Objectives
• Provide efficient and friendly service that will assist customers with their building permit goals and
objectives.
• Continue to streamline the workflow process to provide efficient and friendly customer service.
• Work proactively to enhance the public interface and information systems.
• Continue efforts to create a more effective records management system and land use data system using
Geographic Information System(GIS).
. Increase staff knowledge through in-house training,meetings,and seminars
Adopted Budget
On June 15, City Council approved a budget of$1,019,751 for the General Building program. This represents
an increase of$120,013(13.3%)from the FY 2020-21 Adopted Budget.
The increase is due to an increase in negotiated salary and benefits and cost allocation resulting from a
change in methodology.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 433
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Licenses and Permits $396,662 $277,460 $315,000 $315,000
Charges for Services $2,466 $- $- $_
Miscellaneous Revenue $158 $- $- $_
Total Revenues $399,286 $277,460 $315,000 $315,000
Expenditures
Employee Compensation $322,821 $390,103 $410,670 $465,040
Employee Benefits $133,281 $161,280 $179,641 $210,336
Materials $17,328 $8,745 $18,479 $17,603
Contract Services $1,011 $- $- $_
Cost Allocation $270,495 $258,746 $290,486 $326,332
Special Projects $8,292 $16,837 $- $_
Contingencies $- $- $462 $440
Total Expenditures $ 753,228 $835,711 $899,738 $1,019,751
Fund Balance $- $- $- $-
General Fund Costs $353,941 $558,252 $584,738 $704,751
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 434
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 0.50 0.50 0.50 0.50
ASSISTANT CITY MANAGER 0.10 0 0 0
ASSIST DIR OF COMMITY DEV 0.60 0.60 0.60 0.60
DEPUTY BUILDING OFFICIAL 0 0.20 0.20 0.20
DIRECTOR OF COMM 0.12 0.12 0.12 0.12
DEVELOPMENT
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
OFFICE ASSISTANT 0.50 0.50 0.50 0.50
PERMIT CENTER MANAGER 0.20 0.20 0.20 0.20
PERMIT TECHNICIAN 0.60 0.60 0.60 0.60
SR BUILDING INSPECTOR 0.20 0.20 0.20 0.20
Total 3.02 3.12 3.12 3.12
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Community Development 435
Building Plan Review
Budget Unit 100-73-714
General Fund-Building-Building Plan Review
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,300,000
Total Expenditures $2,198,571
Fund Balance $-
General Fund Costs $898,571
%Funded by General Fund 40.9%
Total Staffing 6.7 FTE
Program Overview
The Building Plan Review program is responsible for the timely and accurate review and approval of
construction drawings for all residential, commercial and industrial permit applications for buildings and
structures to ensure the proposed design meets or exceeds the minimum life safety, plumbing, mechanical,
electrical, accessibility, energy and structural safety standards of the California Building Code and all
governing local amendments.
Service Objectives
• Provide a streamlined building plan review system that will ensure plans comply with all applicable
state and local codes and ordinances.
• Continue to streamline the internal application processing system and permit review process.
• Confer with design professionals on project application and pre-application meetings.
• Provide general code information for property owners, design professionals, developers, contractors
and the general public.
. Assist building inspectors in difficult or unusual code interpretation as it applies to various buildings
and structures.
. Assist in training of building inspectors and permit technicians in conducting residential and minor
commercial plan review.
Adopted Budget
On June 15, City Council approved a budget of $2,198,571 for the Building Plan Review program. This
represents an increase of$540,323(32.6%)from the FY 2020-21 Adopted Budget.
Increase in compensation and benefits due to negotiated salary and benefit changes. Also increased costs in
cost allocation are due to a change in allocation methodology.
FY 2021-22 Adopted Budget Community Development 436
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Licenses and Permits $1,505,039 $2,689,605 $1,300,000 $1,300,000
Charges for Services $110,007 $15,287 $- $-
Miscellaneous Revenue $26,501 $2,276 $- $-
Total Revenues $1,641,547 $2,707,168 $1,300,000 $1,300,000
Expenditures
Employee Compensation $630,862 $704,699 $743,419 $1,027,832
Employee Benefits $281,577 $324,457 $356,239 $517,937
Materials $19,815 $10,454 $7,189 $17,455
Contract Services $6,305 $985 $- $-
Cost Allocation $436,132 $382,304 $551,221 $634,911
Special Projects $110,860 $49,149 $- $-
Contingencies $- $- $180 $436
Total Expenditures $1,485,551 $1,472,048 $1,658,248 $2,198,571
Fund Balance $- $- $- $-
General Fund Costs $ (155,995) $(1,235,121) $358,248 $898,571
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0.25 0.25 0.25 0.25
ASSIST DIR OF COMMITY DEV 0.20 0.20 0.20 0.20
DEPUTY BUILDING OFFICIAL 0 0.80 0.80 0.80
OFFICE ASSISTANT 0.25 0.25 0.25 0.25
PERMIT CENTER MANAGER 0.80 0.80 0.80 0.80
PERMIT TECHNICIAN 2.40 2.40 2.40 2.40
PLAN CHECK ENGINEER 2.00 2.00 1.00 2.00
Total 5.90 6.70 5.70 6.70
FY 2021-22 Adopted Budget Community Development 437
A Plan Check Engineer was added to this budget unit in FY 2021-22.
FY 2021-22 Adopted Budget Community Development 438
Building Code Enforcement
Budget Unit 100-73-715
General Fund-Building-Building Code Enforcement
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,500,000
Total Expenditures $1,481,425
Fund Balance $-
General Fund Costs $(18,575)
%Funded by General Fund -1.3%
Total Staffing 5.2 FTE
Program Overview
The Building Inspection program is established to enforce certain minimum standards pursuant to the
California Building Code and all local amendments for all new and existing buildings and structures within
the City of Cupertino jurisdiction. These minimum standards include public safety, health and general
welfare through structural strength, stability, sanitation, adequate light and ventilation, and safety to life and
property from fire,hurricane, and other hazards attributed to the built environment.These include alteration,
repair, removal, demolition, use, and occupancy of buildings, structures or premises. The Building
Inspections Division also regulates the installation and maintenance of all electrical, gas, mechanical and
plumbing systems, which may be referred to as service systems. The program also responds to stormwater
pollution protection, emergency situations and complaints of unsafe structures, work without permits, and
prepares Notices of Violation as necessary.Unabated cases are referred to the Code Enforcement Division for
further action.
Service Objectives
. Build and maintain a positive working relationship with co-workers, other city employees and the
general public using principles of quality customer service.
• Build and maintain a partnership with property owners, developers, and contractors to help our
customers meet their building occupancy goals.
• Perform building inspections within 48 hours of receiving the request.
• Consistently and accurately document non-complying code issues to ensure proper and safe
installation of routine and complex building systems.
• Ensure that minimum building code safety requirements are met in all phases of construction for
structural,electrical,plumbing,mechanical and accessibility installations.
• Educate community members about life and safety inspection issues as they occur before and during
the construction process.
• Work with owners, developers, and contractors to implement principles of green building as required
in the CALGreen Building Code and Cupertino green building requirements.
FY 2021-22 Adopted Budget Community Development 439
Adopted Budget
On June 15, City Council approved a budget of$1,481,425 for the Building Code Enforcement program. This
represents an increase of$78,507(5.6%)from the FY 2020-21 Adopted Budget.
Increase in compensation and benefits due to negotiated salary and benefit changes. Also increased costs in
cost allocation are due to a change in allocation methodology.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Licenses and Permits $2,170,542 $1,698,495 $1,500,000 $1,500,000
Charges for Services $292,735 $- $- $-
Miscellaneous Revenue $43,679 $- $- $-
Total Revenues $2,506,956 $1,698,495 $1,500,000 $1,500,000
Expenditures
Employee Compensation $536,891 $614,038 $643,621 $675,434
Employee Benefits $224,832 $280,247 $306,336 $326,593
Materials $17,411 $22,485 $32,750 $22,867
Contract Services $71,494 $6,659 $- $-
Cost Allocation $299,990 $277,818 $419,429 $455,997
Special Projects $362,998 $19,641 $- $-
Contingencies $- $- $782 $534
Total Expenditures $1,513,616 $1,220,888 $1,402,918 $1,481,425
Fund Balance $- $- $- $-
General Fund Costs $(993,339) $ (477,606) $(97,082) $ (18,575)
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 440
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
ADMINISTRATIVE ASSISTANT 0.25 0.25 0.25 0.25
ASSIST DIR OF COMMITY DEV 0.20 0.20 0.20 0.20
BUILDING INSPECTOR 3.72 3.72 3.72 3.72
OFFICE ASSISTANT 0.25 0.25 0.25 0.25
SR BUILDING INSPECTOR 0.73 0.73 0.73 0.73
Total 5.15 5.15 5.15 5.15
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Community Development 441
Muni Code Enforcement
Budget Unit 100-73-718
General Fund-Building-Muni Code Enforcement
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $86,618
Fund Balance $-
General Fund Costs $86,618
%Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
The Community Development Code Enforcement program provides enforcement of various provisions of
the municipal code relating to nonconforming land use and building code compliance. These activities
include building without permits, unpermitted removal of protected trees, nonconforming accessory
structures, various use permit violations, private residential fence height/setback violations, and
nonconforming signs. Assistance is provided to Planning and Building Division staff in the resolution of
different code violations and land use concerns,which are contrary to the municipal code.
Service Objectives
• Respond to citizen,City department,or outside agency referrals within 48 hours.
• Provide services with an emphasis on community education and customer service.
• Enforce the codes in a fair,equitable,and objective manner.
Adopted Budget
On June 15, City Council approved a budget of $86,618 for the Muni Code Enforcement program. This
represents an increase of$3,591 (4.3%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged since last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 442
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $62,523 $30,013 $31,201 $32,750
Employee Benefits $29,045 $13,691 $14,868 $15,815
Materials $3,134 $1,084 $80 $80
Contract Services $764 $- $- $-
Cost Allocation $64,205 $56,117 $36,878 $37,973
Total Expenditures $159,671 $100,905 $83,027 $86,618
Fund Balance $- $- $- $-
General Fund Costs $159,671 $1001905 $83,027 $86,618
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
BUILDING INSPECTOR 0.20 0.20 0.20 0.20
SR BUILDING INSPECTOR 0.05 0.05 0.05 0.05
Total 0.25 0.25 0.25 0.25
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Community Development 443
Code Enforcement
Budget Unit 100-74-202
General Fund-Code Enforcement-Code Enforcement
Budget at a Glance
2022 Adopted Budget
Total Revenues $225,000
Total Expenditures $1,202,392
Fund Balance $-
General Fund Costs $977,392
%Funded by General Fund 81.3%
Total Staffing 3.0 FTE
Program Overview
The Code Enforcement program provides enforcement of various provisions of the municipal code relating
to parking citations, noise, animal control, zoning and building, and other compliance areas. Assistance is
provided to the Sheriff Department in the areas of traffic control and other complaint responses.
Service Objectives
. Respond to resident,City department,or outside agency referrals within 48 hours.
• Provide services with an emphasis on community education and customer service.
• Enforce the codes in a fair,equitable,and objective manner.
• Manage the animal control services contract with the City of San Jose.
Adopted Budget
On June 15, City Council approved a budget of $1,202,392 for the Code Enforcement program. This
represents an increase of$44,792(3.9%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged since last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Community Development 444
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $3,280 $5,082 $- $-
Fines and Forfeitures $190,550 $127,723 $225,000 $225,000
Miscellaneous Revenue $- $521 $- $-
Total Revenues $193,830 $133,326 $225,000 $225,000
Expenditures
Employee Compensation $229,982 $372,534 $402,106 $402,920
Employee Benefits $90,611 $167,450 $181,315 $183,330
Materials $4,187 $10,119 $18,129 $18,310
Contract Services $160,909 $258,341 $274,720 $311,793
Cost Allocation $22,478 $105,495 $274,009 $277,786
Contingencies $- $- $7,321 $8,253
Total Expenditures $508,167 $913,939 $1,157,600 $1,202,392
Fund Balance $- $- $- $-
General Fund Costs $314,337 $780,613 $932,600 $977,392
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
CODE ENFORCEMENT OFFICER 0 0 0 1.00
SR CODE ENFORCEMENT 3.00 3.00 3.00 2.00
OFFICER
Total 3.00 3.00 3.00 3.00
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Community Development 445
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FY 2021-22 Adopted Budget Community Development 446
Public Works
FY 2021-22 Adopted Budget Public Works 447
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FY 2021-22 Adopted Budget Public Works 448
Department Overview
Budget Units
Budget Unit Program 2022 Adopted Budget
Public Works Administration $966,732
100-80-800 Public Works Administration $966,732
Environmental Programs $4,186,582
520-81-801 Resource Recovery $2,222,096
230-81-802 Non-Point Source $1,185,579
230-81-855 Storm Drain Maintenance $778,907
Developmental Services $3,614,400
100-82-804 Plan Review $1,858,551
100-82-806 CIP Administration $1,755,849
Service Center $1,254,725
100-83-807 Service Center Administration $1,254,725
Grounds $7,018,763
100-84-808 McClellan Ranch Park $187,822
100-84-809 Memorial Park $868,977
100-84-811 BBF Ground Maintenance $273,791
100-84-812 School Site Maintenance $1,599,983
100-84-813 Neighborhood Parks $2,647,280
100-84-814 Sport Fields Jollyman,Creekside $925,750
100-84-815 Civic Center Maintenance $515,160
Streets $10,330,897
100-85-818 Storm Drain Maintenance $-
270-85-820 Sidewalk Curb and Gutter $1,868,903
270-85-821 Street Pavement Maintenance $4,797,069
270-85-822 Street Sign Marking $901,865
100-85-848 Street Lighting $988,320
630-85-849 Equipment Maintenance $1,557,044
100-85-850 Environmental Materials $217,696
Trees and Right of Way $4,154,282
Total $40,681,348
FY 2021-22 Adopted Budget Public Works 449
Budget Unit Program 2022 Adopted Budget
100-86-824 Overpasses and Medians $1,651,835
100-86-825 Street Tree Maintenance $1,930,432
100-86-826 Sheriff Work Program $572,015
Facilities and Fleet $4,981,448
100-87-827 City Hall Maintenance $655,463
100-87-828 Library Maintenance $646,923
100-87-829 Service Center Maintenance $410,725
100-87-830 Quinlan Community Center Maintenance $561,259
100-87-831 Senior Center Maintenance $401,923
100-87-832 McClellan Ranch Maintenance $234,438
100-87-833 Monta Vista Community Center Maintenance $194,762
100-87-834 Wilson Park Maintenance $101,531
100-87-835 Portal Park Maintenance $60,736
570-87-836 Sports Center Maintenance $623,052
100-87-837 Creekside Park Maintenance $106,935
100-87-838 Community Hall Maintenance $259,761
100-87-839 Teen Center Maintenance $48,987
100-87-840 Park Bathrooms Maintenance $126,256
100-87-841 Blackberry Farm Maintenance $542,039
100-87-852 Franco Traffic Operations Center $6,658
Transportation $3,172,502
100-88-844 Traffic Engineering $1,514,399
100-88-845 Traffic Signal Maintenance $811,832
100-88-846 Safe Routes 2 School $846,271
Non-Departmental $1,001,017
210-90-978 Minor Storm Drain Improvement $-
630-90-985 Fixed Assets Acquisition $ 1,001,017
Total $40,681,348
FY 2021-22 Adopted Budget Public Works 450
Budget at a Glance
2022 Adopted Budget
Total Revenues $8,866,084
Total Expenditures $40,681,348
Fund Balance $(8,178,971)
General Fund Costs $23,681,293
%Funded by General Fund 58.2%
Total Staffing 92.1 FTE
Organization
Roger Lee,Director of Public Works
Director of Public
Works
Assistant Director of Assistant Director of
Administrative Capital Improvement Environmental Senior Management Transportation
Public Works:City Public Works:
Assistant Engineer Operations Program Manager Programs Manager Analyst Manager
Administrative Environmental Program
Engineering Technician Assistant Assistant Engineer Compliance Technician Assistant Engineer
Facilities&Fleet 4:7iW.rk�
Project Environmental Safe Routes 2 School
Public Works Inspector Supervisor Manager(5) Programs Assistant(3) Community
Coordinator
Public Works Project Environmental Senior Transportation
Senior Civil Engineer(2) Grounds Supervisor Manager Limited Term programs Specialist Planner
(2)
Senior Office Assistant Iraffic Signal Technician
Streets Supervisor raffic Signal Technician
Apprentice
Trees&Right of Way
Supervisor
FY 2021-22 Adopted Budget Public Works 451
Performance Measures
Capital Project Delivery
Goal: Develop and deliver projects on time and within budget that serve the resident's needs and supports
the City's stability and growth.
Benefit: Residents and businesses are assured their community is being improved by insightful, targeted and
efficient use of taxes and fees towards maintaining and improving the City's facilities and assets.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Percentage of projects completed on 70% 95/°° 93 95/°/°° °
budget
Percentage of construction projects
62% 78% 81% 95%
completed on time
**FY2021 on-budget:93%=39 of 42 projects,FY 2020 figures are approximate
Environment
Goal:Protect our natural environment for current and future generations.
Benefit:Current and future residents enjoy a healthy,sustainable environment.
FY 2021-22 Adopted Budget Public Works 452
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Respond to reports of actual or
potential discharge the same 90% 89% 99% 95%
business day
Percent of businesses in compliance
during annual proactive stormwater 93% 96% N/A* 75%
pollution prevention inspections
Diversion rate from all single-family,
multi-family,and commercial CY 2018 CY 2019 CY 2020 55%
accounts as reported by Recology 53% 54% 54%
tonnage reports
Percent of non-exempt businesses CY 2018 CY 2019 CY 2020 100%by
and multi-family accounts 56% 64% 67% 7/1/2022
separating organics (SB1383)
Percent trash/litter reduction
achieved to meet Stormwater Permit 90% 92% N/A** 100%by
7/1/2022
requirements
Percent of plan reviews completed
79% 83% 90% 100%
in required number of days
Cubic yards of compost distributed 788 CY 740 CY 545 CY 1000 CY
via compost site
Percent of vegetation obstructions
resolved within 15 days from time of 57% 38% 28% 100%
report
*Inspections begin March 2021
**Calculated for Annual Report in September
Development Services
Goal: Provide timely review and permitting of privately completed improvements within the public right of
way.
Benefit: Customers can expect quality reviews and permitting on a defined schedule, and the community can
expect quality public facilities.
FY 2021-22 Adopted Budget Public Works 453
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Respond to complete plan submittals N/A 95% 98/° 90/>°
or applications within two(2)weeks
Respond to complete encroachment 93% 93/°° 94 90/�/°° "
permit applications within(2)weeks
Respond to public inquiries at the
Public Works counter in City Hall N/A 95% N/A* 95%
within 15 minutes.
*In-person counter closed starting March 2020
Grounds Division
Goal: Provide well maintained, clean, and safe areas for the community's recreational use and enjoyment at
optimal life cycle costs.
Benefit: Cupertino has a well maintained public park system that meets the needs of the community and is
beneficial to personal wellness.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Percent of 311 requests that are
responded to and closed within 3 83% 72% 94% 80%
business days
Percent of the 2964 park inspections,
including play grounds,performed 3 100% 100% 100% 100%
times weekly
Percent of Backflow Prevention
Devises inspected,tested and 100% 100% 100% 100%
repaired annually
Streets Division
Goal: Timely maintenance of public sidewalks, streets, streetlights and storm drain system in good condition
to ensure safe, environmentally compliant, and accessible infrastructure that minimizes liability and has an
optimal life cycle cost.
Benefit:Cupertino has well maintained street and storm drain systems that meet the needs of the community.
FY 2021-22 Adopted Budget Public Works 454
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Pavement condition index(PCI)>or
e 85 85 84 82
equal to 82
Percent of the 2199 storm drain inlets 42%
94% 8% 100%
inspected and cleaned in fiscal year
Percent of Inlets with Trash Capture
Screens inspected and cleaned twice 100% 100% 100% 100%
yearly
Percent of roadway regulatory&
street name signs repaired or 8.9% 5.1% 5.5% 7`%
replaced
Percent of trip and fall complaints
investigated and mitigated within 2 100% 100% 95% 98%
business days
Percent of reported streetlight
outages investigated and repaired in 86% 89% 90% 90%
3 business days
Trees and Right of Way Division
Goal:Maintain and enhance the City's street trees and medians to ensure a safe,healthy and environmentally
conscious Urban Forest.
Benefit: Cupertino has a healthy and safe urban forest and medians provide good aesthetic and
environmental value.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Percent of 311 requests that are
responded to and closed within 3 96% 96% 95% 95%
business days
Percent of trees inspected and
maintained in the yearly maintenance 66% 76% 42% 100%
zone(8 year maintenance cycle)
Percent of trees planted versus trees
removed 124% 76% 73% 101%
#planted/#removed 192/155 69/91 74/102
FY 2021-22 Adopted Budget Public Works 455
Facilities and Fleet Division
Goal: Timely maintain City Facilities and City Fleet to meet staff, community and environmental
requirements at an optimal life cycle cost.
Benefit: Cupertino has well maintained,usable, and safe facilities and fleet in order to meet the needs of staff
and the community.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Percent of preventative maintenance
work orders completed for Fleet 64% 82% 81% 85%
assets within 14 days of the due date.
Percent of facilities maintenance 99% 90%° 90/°N/A(Due to °
requests closed within 30 days. COVID-19)
Transportation Division
Goal: Ensure the efficiency and safety of the transportation system for all modes of travel.
Benefit:Having a safe and efficient transportation system that is inviting for all modes of travel.
Performance Measure FY 2019 FY 2020 FY 2021 Ongoing
July-June July-June July-Dec Target
Percent of non-emergency traffic
signal requests addressed within 72 90% 90% 90% 100%
hours.
Percent of emergency traffic signal
100% 100% 100% 100%
requests addressed within 2 hours.
Percent of traffic engineering requests
98% 95% 90% 95%
responded to within 72 hours
Annual mileage increase of separated
0 0.72 0.65 1 mile
bicycle lanes and pedestrian paths.
FY 2021-22 Adopted Budget Public Works 456
Workload Indicators
Capital Improvement Program
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of projects started in the first year 8/13 N/A 9/9
funded
Number of active projects vs total number of 29/40 N/A 42/48
projects
Environmental Programs Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of actual or potential discharges 72 actual 75 actual 36 actual
8 potential 4 potential 3 potential
Number of storm water pollution prevention 125 155 N/A*
industrial commercial inspections
Number of building and demolition permits 114 495 304
reviewed
Number of non-exempt businesses and
multi-family accounts required to separate 475 463 459
organics
Tons of waste entering landfill from single-
family,multi-family,and commercial 21,108 21,368 9,887
accounts as reported by Recology
Number of visitors to compost site 1639 1333 1284
Number of vegetation obstructions reported 21 80 76
*Inspections begin annually in March
Developmental Services Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of development permit applications
136 105 61
received
Number of encroachment permit applications
434 418 336
received
Number of customers service visits Not Tracked 1139 N/A
FY 2021-22 Adopted Budget Public Works 457
Grounds Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Maintain city grounds(#)with total acreage
(SF) 27 sites/148 AC 27 sites/148 AC 28 sites/151 AC
Maintain school sites(#)with total acreage 9 sites/46 AC 9 sites/46 AC 9 sites/46 AC
(SF)
Total Number of 311 Requests 29 53 34
Total number of play grounds maintained 37 37 37
Total number of irrigation controllers 74 74 74
maintained
Total number of park trees maintained 4132 4132 4132
Total number of park furniture maintained 429 431 432
(tables and benches)
Total number of city trash receptacles 420 420 420
maintained
Total number of backflow preventers 174 174 174
maintained
Streets Division
FY 2021-22 Adopted Budget Public Works 458
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Total roadway miles 138 138 138
Total concrete sidewalk miles 196 196 196
Total number of unique sidewalk repair sites
785 1770 290
addressed
Total square footage of sidewalk,curb and
73,894 43,411 3,692
gutter repaired/replaced
Total number of storm drain inlets 2,199 2,199 2,199
Total number of drain inlets with trash 146 146 162
capture devices
Total number of streetlights 3287 3287 3287
Total number of roadway signs 9,979 9,979 9,979
Total miles of storm drain pipe maintained 104.7 104.7 104.7
Total number of crosswalks maintained 694 694 694
Total miles of pavement striping maintained 161 161 161
Total number of street miles swept monthly 696 696 696
Trees and Right of Way Division
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Total number of street trees 20,158 20,136 20,108
Total acreage of medians maintained 40 AC 40 AC 40 AC
Total number of median islands maintained 286 286 286
Total square feet of median landscape
converted or installed to water efficient 35,875 47,319 17,574
landscaping
Total number of irrigation controllers 44 44 44
maintained
Total number of 311 Requests for tree 180 197 168
maintenance
Miles of pedestrian and bicycle trails
0.85 0.85 0.85
maintained
Facilities and Fleet Division
FY 2021-22 Adopted Budget Public Works 459
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Total number of city facilities maintained 49/210,000 SF 49/210,000 SF 49/210,000 SF
Total number of Fleet vehicles maintained 104 104 104
Total number of special equipment
maintained(tractors,trailers,chippers,riding 129 129 129
mowers,club car,forklift,generator)
Total number of small equipment maintained 516 516 516
668 Facilities 1580 Facilities 622 Facilities
Total number of work orders completed 581 Fleet 628 Fleet 295 Fleet
Fleet vehicles replaced with hybrid and/or 16 17 19
electric models
Annual number of site visits to ensure 848 848 848
janitorial compliance
Transportation
Workload Indicator FY 2019 FY 2020 FY 2021
July-June July-June July-Dec
Number of signalized intersections 60 60 60
Adopted Budget
On June 15, City Council approved a budget of$40,681,348 for the Public Works department. This represents
an increase of$7,182,565(21.4%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in salary and benefits for currently funded full-time positions, a
change in methodology for cost allocations,and special projects.
FY 2021-22 Adopted Budget Public Works 460
Adopted Expenditures by Division
■ Streets
Grounds
■ Facilities and Fleet
•'. Environmental Programs
Trees and Right of Way
■ Developmental Services
Transportation
■ Service Center
■ Non-Departmental
Public Works Administration
Department Expenditure History
$40.7M
$33.5M
$30.6M
$28.6M
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Public Works 461
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $216,483 $362,504 $238,442 $309,466
Intergovernmental Revenue $1,693,844 $1,678,791 $1,638,826 $1,696,698
Charges for Services $6,889,754 $8,770,453 $6,979,000 $6,711,817
Fines and Forfeitures $22,541 $16,175 $10,000 $10,000
Miscellaneous Revenue $197,736 $139,467 $146,244 $138,103
Total Revenues $9,020,358 $10,967,390 $9,012,512 $8,866,084
Expenditures
Employee Compensation $7,865,671 $8,616,476 $9,861,882 $10,404,746
Employee Benefits $3,528,882 $4,114,572 $4,703,469 $5,311,138
Materials $3,212,328 $3,333,096 $4,216,133 $4,622,817
Contract Services $3,705,523 $3,609,577 $4,291,920 $4,903,684
Cost Allocation $3,838,768 $4,947,624 $6,911,037 $8,112,169
Capital Outlays $4,000 $982,379 $800,000 $1,000,000
Special Projects $6,490,496 $4,947,393 $2,505,960 $6,067,440
Contingencies $- $- $208,382 $259,354
Total Expenditures $28,645,668 $30,551,117 $33,498,783 $40,681,348
Fund Balance $871,138 $(4,264,817) $(4,294,807) $(8,178,971)
General Fund Costs $20,506,452 $15,318,915 $20,206,464 $23,681,293
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 2.00 2.00 1.95 1.95
ASSISTANT ENGINEER 1.00 3.00 3.00 2.00
ASSIST DIR OF PW ENGINEER 1.00 1.00 1.00 1.00
ASSIST DIR PUBLIC WORKS OPS 0 0 0 1.00
FY 2021-22 Adopted Budget Public Works 462
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSIST TO THE CITY MNGR 0.25 0 0 0
ASSOCIATE CIVIL ENGINEER 1.00 0 0 0
BUILDING INSPECTOR 0.08 0.08 0.08 0.08
CIP MANAGER 1.00 1.00 1.00 1.00
CLIMATE AND UTILITIES ANALYST 0 0.30 0.20 0.20
DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00
ENVIRONMENTAL PROGRAM MGR 1.00 1.00 1.00 1.00
ENVIRONMENTAL PROGRAMS 2.00 2.00 1.65 2.65
ASSISTANT
ENV.PROG.COMPLIANCE 1.00 1.00 1.00 1.00
TECHNICIAN
ENV.PROGRAMS SPECIALIST 1.00 1.00 1.00 1.00
EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
MAINTENANCE WORKER I/II 43.00 45.00 45.00 45.00
MAINTENANCE WORKER III 7.00 7.00 7.00 7.00
PARK RESTOR&IMPROV MNGR 1.00 1.00 1.00 0
PUBLIC WORKS INSPECTOR 2.00 2.00 2.00 2.00
PUBLIC WORKS PROJECT MANAGER 3.00 3.00 3.00 5.00
PUBLIC WORKS PROJECT MANAGER 1.00 1.00 1.00 2.00
LT
PUBLIC WORKS SUPERVISOR 4.00 4.00 4.00 4.00
RECREATION COORDINATOR 0.15 0.15 0.15 0.12
SAFE ROUTES TO SCHOOL 1.00 1.00 1.00 1.00
COORDINATOR
SENIOR CIVIL ENGINEER 1.00 2.00 2.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00 1.00 1.00
SERVICE CENTER SUPERINTENDENT 1.00 1.00 1.00 0
SR BUILDING INSPECTOR 0.02 0.02 0.02 0.02
SR OFFICE ASSISTANT 0 1.00 1.00 1.00
STREET LIGHTING WORKER 1.00 1.00 1.00 1.00
FY 2021-22 Adopted Budget Public Works 463
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
SUSTAINABILITY MANAGER 0.20 0.20 0.20 0.20
TRAFFIC SIGNAL TECHNICIAN 2.00 1.00 1.00 1.00
TRAFFIC SIGTECH APRNTICE 0 1.00 1.00 1.00
TRANSIT&TRANSPORTATION 1.00 1.00 1.00 1.00
PLANNER
TRANSPORTATION MANAGER 1.00 1.00 0.90 0.90
Total 85.70 90.75 90.15 92.12
FY 2021-22 Adopted Budget Public Works 464
Public Works Administration
Budget Unit 100-80-800
General Fund-Public Works Administration-Public Works Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $966,732
Fund Balance $-
General Fund Costs $966,732
%Funded by General Fund 100.0%
Total Staffing 3.1 FTE
Program Overview
The Public Works Department is comprised of the following eight divisions:
• Development Services(including inspection services)
• Capital Improvement Program Administration
• Environmental Programs
• Transportation
• Facilities and Fleet
. Trees and Right-of-Way
• Grounds
• Streets
Service Objectives
• Provide capital project delivery, development plan check, permitting and inspection, solid waste and
recycling services, stormwater quality compliance, and public works maintenance services in a
responsive and efficient manner by continuously adapting programs and resources to meet the
community's expectations.
• Provide a response within 24 hours to the community on complaints and requests for services. Plan
and program maintenance of the City's public facilities and infrastructure.
• Program and deliver Capital Improvement Projects in a timely and cost-efficient manner. Work with
operating departments and the community to ensure projects meet expectations.
• Collaborate with Community Development to efficiently deliver predictable, responsive and efficient
development services.
. Represent the City on county and regional issues such as congestion management, and mobility and
transit planning.
• Manage and adapt traffic operations to efficiently move traffic and protect neighborhoods.
• Oversee and manage stormwater,solid waste and recycling programs.
FY 2021-22 Adopted Budget Public Works 465
Adopted Budget
On June 15, City Council approved a budget of$966,732 for the Public Works Administration program. This
represents an increase of$83,053(9.4%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to increase in salary and benefits for currently funded full-time positions.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description Strategic Goal
City Work
Municipal Water Program: Sustainability
System $100,000 $100,000 General Fund Municipal Water and Fiscal
Strategy
System
Total $100,000 $100,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $- $ 111,092 $ 120,000 $-
Charges for Services $728 $- $ - $-
Total Revenues $728 $111,092 $120,000 $-
Expenditures
Employee Compensation $435,895 $585,438 $588,451 $607,834
Employee Benefits $139,533 $203,702 $232,171 $244,422
Materials $18,685 $13,326 $12,739 $14,123
Contract Services $7,319 $15,620 $- $-
Cost Allocation $72,830 $52,945 $- $-
Special Projects $- $- $50,000 $100,000
Contingencies $- $- $318 $353
Total Expenditures $674,262 $871,031 $883,679 $966,732
Fund Balance $- $- $- $-
General Fund Costs $673,534 $ 759,938 $763,679 $966,732
FY 2021-22 Adopted Budget Public Works 466
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 0.95 0.95
ASSIST DIR OF PW ENGINEER 0.05 0.05 0.10 0.10
DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
SENIOR MANAGEMENT 1.00 1.00 1.00 1.00
ANALYST
Total 3.05 3.05 3.05 3.05
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 467
Resource Recovery
Budget Unit 520-81-801
Resource Recovery-Environmental Programs-Resource Recovery
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,494,578
Total Expenditures $2,222,096
Fund Balance $(727,518)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 3.5 FTE
Program Overview
The Resource Recovery program manages the City's garbage and recycling franchised hauler contract and
provides garbage and recycling customer service for residents and business owners; develops and
implements programs and policy to comply with State source reduction and recycling mandates;oversees the
free compost giveaway at the compost site; and represents the City on countywide committees. The public
education and outreach programs led by this division include visits to businesses and apartment complexes
to provide recycling instruction,kitchen containers, and visual materials;presentations at events and schools
and employee training for businesses on-site as needed. The program coordinates many complimentary
activities with the Sustainability program in the Office of the City Manager.
Service Objectives
• Meet State requirements to divert recyclables and organics from landfill. Help businesses implement
the City's Mandatory Organics Recycling ordinance (6.24.037) which ensures compliance with AB
1826.Provide landlords and property owners with support and educational materials for their tenants.
Conduct waste characterization studies to determine future services.
• Provide contract oversight and customer service for garbage and recycling collection, yard waste
processing, composting and household hazardous waste. Manage community events such as the
citywide Garage Sale and free compost giveaway for residents. Assist CUSD and high school teachers
and students with student recycling and composting projects related to teachers' curriculum and the
City's environmental initiatives.
Adopted Budget
On June 15, City Council approved a budget of $2,222,096 for the Resource Recovery program. This
represents an increase of$521,871 (30.7%)from the FY 2020-21 Adopted Budget.
This increase is mainly due to an increase in salary and benefits for currently funded full-time positions,
changes to the solid waste, recycling, organics collection, and disposal franchise agreement, and the addition
of one full-time position.
FY 2021-22 Adopted Budget Public Works 468
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description Strategic Goal
SB1383 SB1383
Procurement $50,000 $50,000 Resource Procurement N/A
Recovery
Requirements Requirements
Single-Use City Work
Program:Adopt
Plastics Sustainability
Ordinance and $70,000 $70,000 Resource an ordinance toand Fiscal
Mayor's Cup Recovery address single Strategy
Challenge Event use food service
ware items.
Total $120,000 $120,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 469
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $101,341 $110,972 $- $-
Intergovernmental Revenue $30,023 $14,950 $15,000 $14,000
Charges for Services $1,658,612 $1,796,907 $1,420,188 $1,470,578
Miscellaneous Revenue $61,643 $9,819 $- $10,000
Total Revenues $1,851,619 $1,932,648 $1,435,188 $1,494,578
Expenditures
Employee Compensation $486,937 $473,539 $371,232 $444,991
Employee Benefits $236,592 $272,876 $144,051 $211,635
Materials $42,135 $45,987 $52,258 $68,701
Contract Services $780,363 $972,827 $803,608 $1,011,051
Cost Allocation $186,630 $182,836 $275,854 $337,474
Special Projects $3,228 $265,338 $32,500 $120,000
Contingencies $- $- $20,722 $28,244
Total Expenditures $1,735,885 $2,213,403 $1,700,225 $2,222,096
Fund Balance $115,735 $(280,756) $(265,037) $(727,518)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSIST DIR OF PW ENGINEER 0.25 0.25 0 0
CLIMATE AND UTILITIES ANALYST 0 0.15 0.05 0.05
ENVIRONMENTAL PROGRAM MGR 0.65 0.65 0.50 0.50
ENVIRONMENTAL PROGRAMS 1.65 1.65 1.30 2.30
ASSISTANT
ENV.PROG.COMPLIANCE 0.65 0.65 0.05 0.05
TECHNICIAN
ENV.PROGRAMS SPECIALIST 0.65 0.65 0.40 0.40
SUSTAINABILITY MANAGER 0.20 0.20 0.20 0.20
Total 4.05 4.20 2.50 3.50
FY 2021-22 Adopted Budget Public Works 470
One additional staff position added for SB1383 compliance.
FY 2021-22 Adopted Budget Public Works 471
Non-Point Source
Budget Unit 230-81-802
Env Mgmt Cln Creek Storm Drain-Environmental Programs-Non-Point Source
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,553,100
Total Expenditures $1,185,579
Fund Balance $367,521
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 2.8 FTE
Program Overview
The Non-Point Source program manages the City's compliance with its State-mandated Municipal Regional
Stormwater NPDES Permit. Compliance activities include program and policy development and
implementation of state-mandated complaint response and enforcement programs as well as annual
interdepartmental staff training; and scheduled business and construction site inspections. The program
reviews private development plans to ensure compliance with low impact development (LID); and new
Green Infrastructure Plan development requirements.The program is responsible for calculating storm drain
fees annually to submit to the County for collection on property tax bills, writing an annual report to the
Regional Water Quality Control Board to verify and document the City's compliance with Clean Water Act
mandates, and engaging and educating the public via City communication channels, visits to businesses and
presentations at local schools, De Anza College and community events. Public participation events in a
typical year include two or more annual volunteer creek cleanup days, a water quality monitoring day at
Blackberry Farm, Earth Day and various countywide collaborative events. Implementation and annual
progress assessment of the City's eight-year litter reduction plan are among the requirements of the City's
Non-Point Source program.
Service Objectives
• Oversee the City's compliance with the Municipal Regional Stormwater Permit(MRP 2.0)with regard
to water pollution prevention, erosion control, conserving water as a resource (e.g. infiltration rather
than runoff), and low impact development (LID) via the City's permit application process and
conditions of approval.
• Coordinate urban runoff pollution and erosion prevention activities with other departments,divisions,
and private businesses. Mandated activities include: catch basin cleaning; post-construction oversight
of permanent stormwater treatment measures installed at private new and redeveloped sites;
implementation of, and annual progress assessments for the eight-year litter reduction plan;oversight
of construction best management practices during private and public construction; inspection of
grease-generating and wet-waste food facilities and other businesses to prevent water-polluting
discharges; complaint response and investigation to protect water quality; and education of staff and
FY 2021-22 Adopted Budget Public Works 472
local businesses on best management practices for outdoor storage and activities.
Represent the City on county and regional committees to prevent creek and San Francisco Bay
pollution,erosion,and illegal dumping.
Adopted Budget
On June 15, City Council approved a budget of$1,185,579 for the Non-Point Source program.This represents
an increase of$144,409(13.9%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in salary and benefits for currently funded full-time positions and a
change in methodology for cost allocations.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $524 $651 $- $-
Charges for Services $369,014 $1,403,738 $1,522,493 $1,543,100
Fines and Forfeitures $22,541 $16,175 $10,000 $10,000
Total Revenues $392,079 $1,420,564 $1,532,493 $1,553,100
Expenditures
Employee Compensation $221,636 $277,260 $319,706 $350,885
Employee Benefits $96,764 $119,595 $156,579 $175,214
Materials $27,812 $28,350 $31,415 $32,103
Contract Services $239,633 $277,836 $384,248 $361,611
Cost Allocation $73,001 $70,925 $136,205 $255,923
Special Projects $- $- $2,500 $-
Contingencies $- $- $10,517 $9,843
Total Expenditures $658,846 $ 773,966 $1,041,170 $1,185,579
Fund Balance $169,232 $1,306,597 $491,323 $367,521
General Fund Costs $436,000 $660,000 $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 473
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSIST DIR OF PW ENGINEER 0.20 0.20 0 0
BUILDING INSPECTOR 0.08 0.08 0.08 0.08
ENVIRONMENTAL PROGRAM MGR 0.35 0.35 0.50 0.50
ENVIRONMENTAL PROGRAMS 0.35 0.35 0.35 0.35
ASSISTANT
ENV.PROG.COMPLIANCE 0.35 0.35 0.95 0.95
TECHNICIAN
ENV.PROGRAMS SPECIALIST 0.35 0.35 0.60 0.60
MAINTENANCE WORKER I/II 0 1.00 0 0
MAINTENANCE WORKER III 0.05 0.05 0.10 0.10
PUBLIC WORKS INSPECTOR 0 0 0.10 0.10
RECREATION COORDINATOR 0.15 0.15 0.15 0.12
SR BUILDING INSPECTOR 0.02 0.02 0.02 0.02
Total 1.90 2.90 2.85 2.82
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Public Works 474
Storm Drain Maintenance
Budget Unit 230-81-855
Env Mgmt Cln Creek Storm Drain-Environmental Programs-Storm Drain Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $778,907
Fund Balance $(778,907)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 2.2 FTE
Program Overview
The Storm Drain Maintenance program manages the City's storm drainage collection system, which is
comprised of approximately 90 miles of pipe, 2215 drain inlets, and storm outfalls to local waterways. An
inspector and on-call staff provide emergency response to pollutant discharges, and crews perform general
system maintenance including annual cleanout of drain inlets. and trash capture devices. Collection and
management of storm water for the City is regulated under the terms of a Bay Area-wide National Pollutant
Discharge Elimination System(NPDES)and the Municipal Separate Storm Sewer System(MS4)Permit.
Service Objectives
• Provide effective and timely inspection and maintenance of the storm drain system including inlet and
outfall structures and collection system.
• Provide annual cleaning and inspection of all inlets and full trash capture devices.
Adopted Budget
On June 15, City Council approved a budget of $778,907 for the Storm Drain Maintenance program. This
represents an increase of$25,923(3.4%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 475
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $- $- $223,786 $234,075
Employee Benefits $- $- $101,262 $112,087
Materials $- $- $23,332 $23,332
Contract Services $- $- $302,762 $252,762
Cost Allocation $- $- $92,340 $149,749
Special Projects $- $- $2,600 $-
Contingencies $- $- $6,902 $6,902
Total Expenditures $- $- $752,984 $778,907
Fund Balance $- $- $(752,984) $(778,907)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0 0 1.75 1.75
MAINTENANCE WORKER III 0 0 0.20 0.20
PUBLIC WORKS SUPERVISOR 0 0 0.25 0.25
Total 0 0 2.20 2.20
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 476
Plan Review
Budget Unit 100-82-804
General Fund-Developmental Services-Plan Review
Budget at a Glance
2022 Adopted Budget
Total Revenues $988,368
Total Expenditures $1,858,551
Fund Balance $-
General Fund Costs $870,183
%Funded by General Fund 46.8%
Total Staffing 4.3 FTE
Program Overview
The Development Services Division is comprised of two areas:
• Development Services - reviews plans for private developments and utility encroachments to ensure
conformance with City standards and policies.
. Inspection Services - ensures compliance with City standards and approved plans on all public and
private developments and utility projects.
Service Objectives
. Ensure that private development projects provide necessary supporting infrastructure and potential
impacts on the community are mitigated.
• Place safety of the general public, City employees and construction workers as the highest priority on
construction sites.
• Inspect utility encroachment permits for work within the City right-of-way and return streets and
sidewalks to City standards.
• Ensure compliance with stormwater permits and prevent runoff from polluting nearby watersheds.
Work closely with the Environmental Programs Division to continue inspecting job sites before,
during and after each rain event and conduct annual inspections of all Post Construction Treatments
and Stormwater Pollution Prevention Plan(SWPPP)compliance.
• Respond to public inquiries or complaints in a timely manner.
• Provide aid and information to other City Divisions and Departments, including Community
Development,Building,Capital Improvements,City Attorney's Office,Public Works Maintenance and
Operations and Parks and Recreation as needed to facilitate private developments and public
infrastructure projects.
FY 2021-22 Adopted Budget Public Works 477
Adopted Budget
On June 15, City Council approved a budget of$1,858,551 for the Plan Review program. This represents an
increase of$196,118(11.8%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description Strategic Goal
City Work
Program:
Council review
existing 5G
policy and make
alterations as
they deem fit.
Revisit 5G $250,000 $250,000 General Fund Suggested areas Quality of Life
to explore: 1)
Spacing between
small cell sites
and 2)Study the
City's ability to
mandate multi-
tenant small
cells.
Total $250,000 $250,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 478
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $31,233 $77,209 $31,500 $44,804
Charges for Services $667,697 $970,777 $688,144 $939,133
Miscellaneous Revenue $11,411 $5,365 $11,845 $4,431
Total Revenues $710,341 $1,053,351 $731,489 $988,368
Expenditures
Employee Compensation $726,468 $752,058 $804,380 $743,036
Employee Benefits $283,463 $298,223 $322,042 $337,402
Materials $9,501 $3,567 $9,568 $9,654
Contract Services $195,943 $50,198 $173,040 $117,289
Cost Allocation $171,369 $177,337 $323,847 $398,005
Special Projects $97,297 $74,622 $25,000 $250,000
Contingencies $- $- $4,556 $3,165
Total Expenditures $1,484,041 $1,356,005 $1,662,433 $1,858,551
Fund Balance $- $- $- $-
General Fund Costs $773,701 $302,655 $930,944 $870,183
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSISTANT ENGINEER 0.25 0.50 0.50 0
ASSIST DIR OF PW ENGINEER 0 0 0.35 0.35
ASSOCIATE CIVIL ENGINEER 0.25 0 0 0
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00
PUBLIC WORKS INSPECTOR 1.00 1.00 0.90 0.90
PUBLIC WORKS PROJECT 1.00 1.00 0.25 0
MANAGER
SENIOR CIVIL ENGINEER 0.90 2.00 2.00 2.00
TRANSPORTATION MANAGER 0.10 0 0 0
Total 4.50 5.50 5.00 4.25
FY 2021-22 Adopted Budget Public Works 479
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Public Works 480
CIP Administration
Budget Unit 100-82-806
General Fund-Developmental Services-CIP Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $ 1,755,849
Fund Balance $-
General Fund Costs $1,755,849
%Funded by General Fund 100.0%
Total Staffing 7.5 FTE
Program Overview
The Capital Improvement Program (CIP) Division plans, manages, and implements improvements to city
land, parks,building and infrastructure. These projects are derived from resident input, master plans, needs
assessments, interdepartmental requirements, maintenance of the City's facilities, and innovations in our
understandings of how the facilities can best serve our population. The division undertakes all aspects of
project implementation, including contract administration for design, construction, and overall project
management. Project types include, but are not limited to streets, sidewalks, storm drainage, buildings,
parks, bicycle and pedestrian improvements and other public facilities. Responsibilities also include claims
avoidance, environmental and regulatory compliance and monitoring, and the development of the annual
budget and program scope.
Service Objectives
• Ensure that all public improvements are designed and constructed in accordance with community
expectations and City standards.
• Place safety of the general public,City employees and workers as the highest priority in the delivery of
capital projects.
. Respond to public inquiries or complaints in a timely manner.
Adopted Budget
On June 15, City Council approved a budget of $1,755,849 for the CIP Administration program. This
represents an increase of$294,324(20.1%)from the FY 2020-21 Adopted Budget.
The increase is due to an additional Project Manager and staffing reallocations in FY 21-22.
FY 2021-22 Adopted Budget Public Works 481
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $468,286 $485,581 $1,003,803 $1,186,046
Employee Benefits $164,939 $209,583 $443,986 $554,709
Materials $8,268 $6,553 $13,401 $14,726
Contract Services $368 $3,950 $- $-
Cost Allocation $74,624 $72,239 $- $-
Contingencies $- $- $335 $368
Total Expenditures $716,485 $777,906 $1,461,525 $1,755,849
Fund Balance $- $- $- $-
General Fund Costs $ 716,484 $777,906 $1,461,525 $1,755,849
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSISTANT ENGINEER 0 1.00 1.00 0.50
ASSIST DIR OF PW ENGINEER 0 0 0.20 0.20
CIP MANAGER 1.00 1.00 1.00 1.00
PARK RESTOR&IMPROV MNGR 1.00 1.00 1.00 0
PUBLIC WORKS PROJECT MANAGER 2.00 2.00 2.00 4.25
PUBLIC WORKS PROJECT MANAGER 1.00 1.00 1.00 1.50
LT
Total 5.00 6.00 6.20 7.45
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Public Works 482
Service Center Administration
Budget Unit 100-83-807
General Fund-Service Center-Service Center Administration
Budget at a Glance
2022 Adopted Budget
Total Revenues $98,674
Total Expenditures $1,254,725
Fund Balance $-
General Fund Costs $1,156,051
%Funded by General Fund 92.1%
Total Staffing 3.5 FTE
Program Overview
The Service Center Administration program manages Public Works maintenance operations that include the
major divisions of streets, grounds, trees and medians, facilities and fleet, as well as the minor divisions of
signs/markings, storm drain, sidewalk, curb and gutter, overpasses and storm water; provides customer
service to the general public; provides administrative support for maintenance staff, supervisors, and
management; general training prioritization; assignment of service calls; provides oversight of various
contracted services including street sweeping,janitorial and a wide variety of maintenance and minor public
works contracts;manages the sheriff's work furlough program 7 days per week;and collaborates with Public
Works Engineering for asset improvements beyond routine maintenance.
Service Objectives
• Create a positive environment that fosters efficiency and innovation for service center employees.
• Ensure proper documentation and inventory of trees, sidewalk repair, striping and legends, street
signs,vehicle and equipment,streetlights and stormwater pollution.
. Maintain records of all complaints and requests for services by tracking responses through computer
programs and written service request forms.
• Process the payments for all services and materials generated through the Service Center.
. Maintain productivity units of measure for key tasks performed.
• Support Public Works Engineering in the collection of field data, review of improvement drawings
and development of capital improvement projects.
• Timely manage completion of employee performance reviews, as well as provide timely progressive
discipline per City policy when necessary.
. Maintain,lead and implement all elements of the Injury and Illness Prevention Program.
. Maintain positive,accountable relations with employee bargaining groups.
FY 2021-22 Adopted Budget Public Works 483
Adopted Budget
On June 15, City Council approved a budget of $1,254,725 for the Service Center Administration program.
This represents an increase of$10,950(0.9%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $61,075 $39,462 $62,933 $62,933
Miscellaneous Revenue $34,669 $68,832 $35,741 $35,741
Total Revenues $95,744 $108,294 $98,674 $98,674
Expenditures
Employee Compensation $367,372 $423,063 $476,257 $448,436
Employee Benefits $148,076 $178,211 $197,380 $228,399
Materials $63,001 $225,982 $122,327 $150,357
Contract Services $22,436 $9,442 $17,973 $92,973
Cost Allocation $339,672 $482,408 $331,330 $328,477
Special Projects $457,010 $112,112 $95,000 $-
Contingencies $- $- $3,508 $6,083
Total Expenditures $1,397,567 $1,431,218 $1,243,775 $1,254,725
Fund Balance $- $- $- $-
General Fund Costs $1,301,823 $1,322,924 $1,145,101 $1,156,051
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 484
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00
ASSIST DIR OF PW ENGINEER 0.50 0.50 0.35 0.35
ASSIST DIR PUBLIC WORKS OPS 0 0 0 1.00
ASSIST TO THE CITY MNGR 0.25 0 0 0
CLIMATE AND UTILITIES 0 0.15 0.15 0.15
ANALYST
SERVICE CENTER 1.00 1.00 1.00 0
SUPERINTENDENT
SR OFFICE ASSISTANT 0 1.00 1.00 1.00
Total 2.75 3.65 3.50 3.50
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 485
McClellan Ranch Park
Budget Unit 100-84-808
General Fund-Grounds-McClellan Ranch Park
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $187,822
Fund Balance $-
General Fund Costs $187,822
%Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
McClellan Ranch Park is one of 19 parks and open space areas managed by the Grounds Division of the
Public Works Department.
Service Objectives
. The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest
and safest recreational areas to enjoy in the Bay Area.
• Provide daily general clean up,trash removal,and graffiti removal.
• Provide twice annually the mowing of fire breaks per Fire Marshal request in a manner in which
wildlife is least impacted.
• Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup
programs of garden plots.
• Provide logistical support to the Parks&Recreation Department for all of the City's special events.
Adopted Budget
On June 15, City Council approved a budget of $187,822 for the McClellan Ranch Park program. This
represents an increase of$42,008(28.8%)from the FY 2020-21 Adopted Budget.
The increase is mainly due to an increase in salary and benefits for currently funded full-time positions and a
special project.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 486
Special Project Appropriation Revenue Funding Source Description
McClellan Ranch
Fence Replacement $30,000 $30,000 General Fund Preserve 4H Fence
Replacement
Total $30,000 $30,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- $- $- $-
Expenditures
Employee Compensation $30,076 $34,057 $40,975 $41,060
Employee Benefits $13,992 $15,752 $20,753 $22,844
Materials $15,214 $10,150 $33,106 $20,289
Contract Services $15,200 $12,100 $8,240 $16,242
Cost Allocation $11,786 $18,545 $42,081 $55,724
Special Projects $- $- $- $30,000
Contingencies $- $- $659 $1,663
Total Expenditures $86,268 $90,604 $145,814 $187,822
Fund Balance $- $- $- $-
General Fund Costs $86,268 $90,603 $145,814 $187,822
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0 0 0.20 0.20
MAINTENANCE WORKER III 0.20 0.20 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.30 0.30 0.40 0.40
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 487
Memorial Park
Budget Unit 100-84-809
General Fund-Grounds-Memorial Park
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $868,977
Fund Balance $-
General Fund Costs $868,977
%Funded by General Fund 100.0%
Total Staffing 2.5 FTE
Program Overview
Memorial Park is one of 19 parks and open space areas managed by the Grounds Division of the Public
Works Department.Memorial Park is the largest and most utilized park in Cupertino.
Service Objectives
• The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest
and safest recreational areas to enjoy in the Bay Area.
• Provide daily general clean up, trash removal,graffiti removal,irrigation adjustments and repairs and
basic play structure inspections and maintenance.
• Provide weekly maintenance that may include mowing and edging of turf areas,tennis court cleaning
and general maintenance, basketball court maintenance and programmed play structure inspections
and maintenance.
• Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top
dressing,and pruning of trees and shrubs.
• Provide semi-annual maintenance that may include replacement of planting material, pre-emergent
applications,playground woodchip replenishing and preparation of athletic fields for seasonal use.
• Maintain all playgrounds in accordance with California playground safety requirements.
• Minimize the negative effects of waterfowl to park patrons.
• Reduce water consumption wherever practicable.
• Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
• Provide logistical support to the Parks&Recreation Department for all the City's special events.
Adopted Budget
On June 15, City Council approved a budget of$868,977 for the Memorial Park program. This represents an
increase of$72,495(9.1%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in benefits for currently funded full-time positions and a change in
methodology for cost allocations.
FY 2021-22 Adopted Budget Public Works 488
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $261,346 $235,356 $209,464 $209,111
Employee Benefits $128,154 $112,387 $109,320 $120,481
Materials $141,858 $154,553 $182,937 $209,660
Contract Services $22,633 $20,681 $30,584 $30,146
Cost Allocation $83,673 $153,681 $258,949 $293,608
Contingencies $- $- $5,228 $5,971
Total Expenditures $637,664 $676,658 $796,482 $868,977
Fund Balance $- $- $- $-
General Fund Costs $637,664 $676,657 $796,482 $868,977
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 2.40 2.40 2.20 2.20
MAINTENANCE WORKER 111 0.40 0.40 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.10 0.10
Total 3.00 3.00 2.50 2.50
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 489
BBF Ground Maintenance
Budget Unit 100-84-811
General Fund-Grounds-BBF Ground Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $273,791
Fund Balance $-
General Fund Costs $273,791
%Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
Blackberry Farm is managed by the Grounds Division of the Public Works Department.
Service Objectives
• The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest
and safest recreational areas to enjoy in the Bay Area.
• Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and
basic play structure inspections and maintenance.
• Provide weekly maintenance that may include mowing and edging of turf areas and programmed
play structure inspections and maintenance.
• Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top
dressing, and pruning of trees and shrubs.
• Provide semi-annual maintenance that may include replacement of planting material, pre-emergent
applications,playground woodchip replenishing and preparation of athletic fields for seasonal use.
. Maintain all playgrounds in accordance with California playground safety requirements.
• Reduce water consumption wherever practicable.
• Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
• Provide logistical support to the Parks&Recreation Department for all the City's special events.
Adopted Budget
On June 15, City Council approved a budget of $273,791 for the BBF Ground Maintenance program. This
represents an increase of$100,320(57.8%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in salary and benefits for currently funded full-time positions, the
addition of cost allocations,and budgeting of contract services for the first year in this new program.
FY 2021-22 Adopted Budget Public Works 490
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Refinishing Arbors $15,000 $15,000 General Fund Refinishing arbors
Total $15,000 $15,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $- $- $120,076 $123,044
Employee Benefits $- $- $49,884 $55,199
Materials $- $- $360 $992
Contract Services $- $- $3,106 $32,323
Cost Allocation $- $- $- $46,025
Special Projects $- $- $- $15,000
Contingencies $- $- $45 $1,208
Total Expenditures $- $- $173,471 $273,791
Fund Balance $- $- $- $-
General Fund Costs $- $- $173,471 $273,791
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER 1/11 0 0 0.80 0.80
MAINTENANCE WORKER 111 0 0 0.10 0.10
PUBLIC WORKS SUPERVISOR 0 0 0.10 0.10
Total 0 0 1.00 1.00
FY 2021-22 Adopted Budget Public Works 491
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 492
School Site Maintenance
Budget Unit 100-84-812
General Fund-Grounds-School Site Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $149,448
Total Expenditures $1,599,983
Fund Balance $-
General Fund Costs $1,450,535
%Funded by General Fund 90.7%
Total Staffing 4.2 FTE
Program Overview
Under a joint use agreement with Cupertino Union School District, nine athletic fields and landscape areas,
constituting approximately 52 acres, are managed by the Grounds Division of the Public Works Department.
These sites include Hyde and Kennedy Middle Schools,Collins,Eaton,Lincoln,Regnart,Faria,Stevens Creek
and Garden Gate Elementary Schools.
Service Objectives
• The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest
and safest recreational areas/athletic fields in the Bay Area.
• Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and
other maintenance.
• Provide weekly maintenance that may include mowing and edging of turf areas and other
maintenance.
• Provide quarterly maintenance that may include fertilization,aerating,over-seeding,top dressing,and
pruning of trees and shrubs.
• Provide semi-annual maintenance that may include replacement of planting material, pre-emergent
applications and preparing athletic fields for seasonal use.
. Maintain school sites for recreational activities including soccer, baseball, cricket, track and field,
softball and a variety of other sports.
. Reduce water consumption wherever practicable.
• Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
• Provide logistical support to the Park and Recreation Department for all the City's special events.
Adopted Budget
On June 15, City Council approved a budget of $1,599,983 for the School Site Maintenance program. This
represents an increase of$36,010(2.3%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
FY 2021-22 Adopted Budget Public Works 493
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Backflow
Prevention Device $6,000 $6,000 General Fund Backflow prevention
device replacements
Replacements
Total $6,000 $6,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $143,707 $138,336 $ 143,700 $149,448
Total Revenues $143,707 $138,336 $143,700 $149,448
Expenditures
Employee Compensation $327,671 $356,085 $367,561 $367,708
Employee Benefits $163,835 $185,109 $206,910 $222,111
Materials $286,591 $322,980 $475,709 $553,569
Contract Services $19,433 $15,655 $3,605 $14,816
Cost Allocation $106,639 $206,111 $346,605 $421,419
Special Projects $- $- $151,600 $6,000
Contingencies $- $- $11,983 $14,360
Total Expenditures $904,169 $1,085,940 $1,563,973 $1,599,983
Fund Balance $- $- $- $-
General Fund Costs $760,462 $947,604 $1,420,273 $1,450,535
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 494
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 3.70 3.70 3.40 3.40
MAINTENANCE WORKER III 0.40 0.40 0.60 0.60
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 4.30 4.30 4.20 4.20
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 495
Neighborhood Parks
Budget Unit 100-84-813
General Fund-Grounds-Neighborhood Parks
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $2,647,280
Fund Balance $-
General Fund Costs $2,647,280
%Funded by General Fund 100.0%
Total Staffing 8.6 FTE
Program Overview
Neighborhood Parks include 13 of the 19 parks and open space areas managed by the Grounds Division of
the Public Works Department. Neighborhood park sites include Linda Vista, Mary Avenue Dog Park,Monta
Vista, Portal, Somerset, Varian, Wilson, Three Oaks, Hoover, Canyon Oak (Little Rancho), Franco Park,
Sterling/Barnhart, and Oak Valley.
Service Objectives
• The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest
and safest recreational areas to enjoy in the Bay Area.
• Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and
basic play structure inspections and maintenance.
• Provide weekly maintenance that may include mowing and edging of turf areas,tennis court cleaning
and general maintenance, basketball court maintenance and programmed play structure inspections
and maintenance.
• Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top
dressing,and pruning of trees and shrubs.
• Provide semi-annual maintenance that may include replacement of planting material, pre-emergent
applications,playground woodchip replenishing and prepare athletic fields for seasonal use.
• Maintain all playgrounds in accordance with California playground safety requirements.
• Reduce water consumption wherever practicable.
. Utilize Weekend Work furlough program as needed to assist in weekend and weekday cleanup.
• Provide logistical support to the Parks&Recreation Department for all the City's special events.
Adopted Budget
On June 15, City Council approved a budget of $2,647,280 for the Neighborhood Parks program. This
represents an increase of$287,936(12.2%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in benefits for currently funded full-time positions, a change in
FY 2021-22 Adopted Budget Public Works 496
methodology for cost allocations and Special Projects.
Special Projects
The following table shows the special projects for the fiscal year.
Special Projects Appropriation Revenue Funding Source Description
Backflow Backflow
Prevention Device $15,000 $15,000 General Fund prevention device
Replacement replacement
Refinish Basketball $20000 $20000 General Fund Refinish basketball
Courts , , courts
Total $35,000 $35,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- $- $- $-
Expenditures
Employee Compensation $576,364 $595,490 $668,743 $688,772
Employee Benefits $295,279 $320,719 $368,546 $406,276
Materials $312,131 $330,612 $486,847 $540,771
Contract Services $105,127 $180,951 $26,933 $138,407
Cost Allocation $165,814 $363,239 $619,768 $820,200
Special Projects $65,700 $33,610 $176,000 $35,000
Contingencies $- $- $12,507 $17,854
Total Expenditures $1,520,415 $1,824,621 $2,359,344 $2,647,280
Fund Balance $- $- $- $-
General Fund Costs $1,520,415 $1,824,621 $2,359,344 $2,647,280
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 497
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 7.70 7.70 7.80 7.80
MAINTENANCE WORKER III 0.40 0.40 0.60 0.60
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 8.30 8.30 8.60 8.60
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 498
Sport Fields Jollyman, Creekside
Budget Unit 100-84-814
General Fund-Grounds-Sport Fields Jollyman,Creekside
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $925,750
Fund Balance $-
General Fund Costs $925,750
%Funded by General Fund 100.0%
Total Staffing 2.5 FTE
Program Overview
The sports fields at Jollyman and Creekside parks are among the 19 parks and open space areas managed by
the Grounds Division of the Public Works Department. Sports fields at these two parks are heavily used and
enjoyed by the community.
Service Objectives
• The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest
and safest recreational areas and sports fields in the Bay Area.
• Provide daily general clean up, trash removal, graffiti removal,irrigation adjustments and repairs and
other maintenance.
• Provide weekly maintenance that may include mowing and edging of turf areas, programmed play
structure inspections,and other maintenance.
• Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top
dressing,and pruning of trees and shrubs.
• Provide semi-annual maintenance that may include replacement of planting material, pre-emergent
applications and preparing sports fields for seasonal use.
• Maintain sports fields for recreational activities including soccer, baseball, cricket, track and field,
softball and a variety of other sports.
• Maintain all playgrounds in accordance with California playground safety requirements.
• Reduce water consumption wherever practicable.
. Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
• Provide logistical support to the Parks&Recreation Department for all the City's special events.
Adopted Budget
On June 15, City Council approved a budget of$925,750 for the Sport Fields Jollyman, Creekside program.
This represents an increase of$120,334(14.9%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in salary and benefits for currently funded full-time positions, a
FY 2021-22 Adopted Budget Public Works 499
change in methodology for cost allocations,and special projects.
Special Projects
The following table shows the special projects for the fiscal year.
Special Projects Appropriation Revenue Funding Source Description
Backflow Backflow
Prevention Device $4,000 $4,000 General Fund prevention device
Replacements replacements
Refinish Basketball $10000 $10000 General Fund Refinish basketball
Courts , , courts
Total $14,000 $14,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $212,260 $217,222 $198,684 $211,813
Employee Benefits $106,205 $108,278 $103,383 $110,638
Materials $164,048 $165,762 $250,074 $278,783
Contract Services $15,014 $31,539 $8,871 $7,335
Cost Allocation $66,998 $149,449 $238,074 $295,678
Special Projects $9,300 $10,000 $- $14,000
Contingencies $- $- $6,330 $7,503
Total Expenditures $573,825 $682,250 $805,416 $925,750
Fund Balance $- $- $- $-
General Fund Costs $573,824 $682,250 $805,416 $925,750
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 500
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 2.50 2.50 2.00 2.00
MAINTENANCE WORKER III 0.40 0.40 0.30 0.30
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 3.10 3.10 2.50 2.50
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 501
Civic Center Maintenance
Budget Unit 100-84-815
General Fund-Grounds-Civic Center Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $299,961
Total Expenditures $515,160
Fund Balance $-
General Fund Costs $215,199
%Funded by General Fund 41.8%
Total Staffing 0.8 FTE
Program Overview
The Civic Center grounds are one of 19 parks and open space areas managed by the Grounds Division of the
Public Works Department. Due to the close proximity to City Hall, Community Hall, and the Library, the
Civic Center grounds are well utilized.Civic Center maintenance includes the adjacent Library Field.
Service Objectives
. The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest
and safest recreational areas to enjoy in the Bay Area.
• Provide daily general clean up, trash removal,graffiti removal,irrigation adjustments and repairs and
other maintenance.
• Provide weekly maintenance that may include mowing and edging of turf areas and general
maintenance.
• Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top
dressing,and pruning of trees and shrubs.
• Provide semi-annual maintenance that may include replacement of planting material and pre-
emergent applications.
• Maintain Library Field for recreational activities including soccer,cricket and a variety of other sports.
. Reduce water consumption wherever practicable.
• Provide logistical support to all City Departments for special events.
Adopted Budget
On June 15, City Council approved a budget of $515,160 for the Civic Center Maintenance program. This
represents a decrease of$5,948(-1.1%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
FY 2021-22 Adopted Budget Public Works 502
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $196,807 $204,590 $253,880 $299,961
Total Revenues $196,807 $204,590 $253,880 $299,961
Expenditures
Employee Compensation $87,113 $92,926 $77,106 $77,090
Employee Benefits $43,952 $48,044 $43,943 $45,689
Materials $54,924 $60,600 $309,633 $375,634
Contract Services $- $- $80,675 $7,184
Cost Allocation $22,078 $43,997 $- $-
Contingencies $- $- $9,751 $9,563
Total Expenditures $208,067 $245,567 $521,108 $515,160
Fund Balance $- $- $- $-
General Fund Costs $11,261 $40,977 $267,228 $215,199
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.70 0.70 0.60 0.60
MAINTENANCE WORKER 111 0.20 0.20 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 1.00 1.00 0.80 0.80
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 503
Storm Drain Maintenance
Budget Unit 100-85-818
General Fund-Streets-Storm Drain Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2020-21,this program was transferred to the Environmental Programs Division.A complete discussion
of this program can be found under Budget Unit 230-81-855. This program will remain in order to maintain
historical data, however once all prior year data as listed in the table below is $0, this program will be
removed.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 504
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $108,311 $113,012 -
Employee Benefits $43,589 $54,182 -
Materials $14,044 $5,591 -
Contract Services $24,293 $209,335 -
Cost Allocation $43,770 $47,104
Total Expenditures $234,007 $429,224 -
Fund Balance $- $-
General Fund Costs $234,007 $429,225
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.75 0.75 0 0
MAINTENANCE WORKER III 0.20 0.20 0 0
PUBLIC WORKS SUPERVISOR 0.25 0.25 0 0
Total 1.20 1.20 0 0
FY 2021-22 Adopted Budget Public Works 505
Sidewalk Curb and Gutter
Budget Unit 270-85-820
Transportation Fund-Streets-Sidewalk Curb and Gutter
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $1,868,903
Fund Balance $(1,868,903)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 1.4 FTE
Program Overview
Maintain sidewalks, curb and gutter to a standard that is functional and improves accessibility and
minimizes liability.Optimize the use of available funds by coordinating with other improvement projects.
Service Objectives
Timely maintain concrete improvements in response to citizen complaints and coordinate with
programmed asphalt improvements.
Adopted Budget
On June 15, City Council approved a budget of $1,868,903 for the Sidewalk Curb and Gutter program. This
represents an increase of$357,832(23.7%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in salary and benefits for currently funded full-time positions and
increased costs for pavement repair.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Annual Sidewalk 1,300,000 1,300,000 Transportation Annual Sidewalk
Curb&Gutter Fund/General Fund Curb &Gutter
Annual Sidewalk 100,000 100,000 Transportation Annual Sidewalk
Grinding Project Fund/General Fund Grinding Project
Total $1,400,000 $1,400,000
FY 2021-22 Adopted Budget Public Works 506
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $3,765 $- $- $-
Total Revenues $3,765 $- $- $-
Expenditures
Employee Compensation $123,763 $139,588 $161,978 $173,207
Employee Benefits $61,597 $71,386 $85,044 $87,647
Materials $4,730 $9,110 $10,873 $16,320
Contract Services $90 $30,000 $30,900 $30,900
Cost Allocation $62,753 $69,677 $141,232 $159,648
Special Projects $898,000 $1,008,913 $ 1,080,000 $1,400,000
Contingencies $- $- $1,044 $1,181
Total Expenditures $1,150,933 $1,328,674 $1,511,071 $1,868,903
Fund Balance $(347,168) $(1,107,675) $(1,511,071) $(1,868,903)
General Fund Costs $800,000 $221,000 $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER 1/11 0.30 0.30 0.30 0.30
PUBLIC WORKS INSPECTOR 0.90 0.90 1.00 1.00
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 1.30 1.30 1.40 1.40
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 507
Street Pavement Maintenance
Budget Unit 270-85-821
Transportation Fund-Streets-Street Pavement Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,624,285
Total Expenditures $4,797,069
Fund Balance $(3,172,784)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 4.0 FTE
Program Overview
This program maintains streets to a standard that balances preventative maintenance with stop-gap
measures while minimizing liability.
Service Objectives
• Perform preventative maintenance activities of fog seal and crack fill.
• Perform stop-gap maintenance of arterial,collector and residential streets.
• Oversee and manage contracted pavement maintenance projects.
Adopted Budget
On June 15, City Council approved a budget of $4,797,069 for the Street Pavement Maintenance program.
This represents an increase of$2,550,065(113.5%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in salary and benefits for currently funded full-time positions and
the increased cost of the Annual Asphalt,Fog Seal and Crack Seal Projects.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Pavement
Maintenance Transportation Annual Asphalt
(includes capital $3,100,000 $3,100,000 Fund/General Project
Fund/SB1
outlay)
Total $3,100,000 $3,100,000
FY 2021-22 Adopted Budget Public Works 508
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $1,520,114 $1,515,323 $1,480,126 $1,533,250
Charges for Services $3,862 $- $3,978 $3,978
Miscellaneous Revenue $84,521 $24,291 $87,057 $87,057
Total Revenues $1,608,497 $1,539,614 $1,571,161 $1,624,285
Expenditures
Employee Compensation $266,381 $301,014 $421,137 $449,590
Employee Benefits $122,979 $143,054 $204,518 $226,523
Materials $29,731 $21,445 $33,577 $36,591
Contract Services $120,699 $115,322 $428,750 $552,632
Cost Allocation $174,145 $223,884 $347,464 $417,002
Capital Outlays $- $978,379 $800,000 $1,000,000
Special Projects $3,515,876 $2,560,653 $- $2,100,000
Contingencies $- $- $11,558 $14,731
Total Expenditures $4,229,811 $4,343,751 $2,247,004 $4,797,069
Fund Balance $2,378,685 $(2,804,136) $ (675,843) $(3,172,784)
General Fund Costs $5,000,000 $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 509
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
MAINTENANCE WORKER I/II 2.65 2.65 2.65 2.65
MAINTENANCE WORKER III 0.30 0.30 0.25 0.25
PUBLIC WORKS INSPECTOR 0.05 0.05 0 0
PUBLIC WORKS PROJECT 0 0 0.75 0.75
MANAGER
PUBLIC WORKS SUPERVISOR 0.30 0.30 0.30 0.30
STREET LIGHTING WORKER 0.05 0.05 0 0
Total 3.35 3.35 3.95 3.95
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 510
Street Sign Marking
Budget Unit 270-85-822
Transportation Fund-Streets-Street Sign Marking
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $901,865
Fund Balance $(901,865)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 3.4 FTE
Program Overview
This program maintains street regulatory and informational signs, street striping, markings, and legends, as
well as removes graffiti within street right-of-way in a timely manner.
Service Objectives
• Respond to regulatory and informational sign issues in a timely manner.
• Coordinate and respond to work orders from the Traffic Engineer.
• Maintain street sign and traffic marking assets in compliance with the Manual of Uniform Traffic
Control Devices.
• Remove graffiti in a timely manner.
Adopted Budget
On June 15,City Council approved a budget of$901,865 for the Street Sign Marking program. This represents
an increase of$47,730(5.6%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 511
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $9,566 $505 $- $-
Miscellaneous Revenue $- $594 $- $-
Total Revenues $9,566 $1,099 $- $-
Expenditures
Employee Compensation $259,861 $290,588 $316,230 $309,427
Employee Benefits $128,668 $148,667 $169,030 $182,761
Materials $115,311 $126,033 $126,683 $136,534
Contract Services $11,044 $60 $25,750 $26,523
Cost Allocation $115,555 $122,018 $206,819 $242,544
Special Projects $- $- $5,600 $-
Contingencies $- $- $4,023 $4,076
Total Expenditures $630,439 $687,366 $854,135 $901,865
Fund Balance $(620,873) $ (686,268) $(854,135) $ (901,865)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER 1/11 3.00 3.00 3.00 3.00
MAINTENANCE WORKER III 0.20 0.20 0.20 0.20
PUBLIC WORKS INSPECTOR 0.05 0.05 0 0
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
STREET LIGHTING WORKER 0.05 0.05 0 0
Total 3.50 3.50 3.40 3.40
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 512
Street Lighting
Budget Unit 100-85-848
General Fund-Streets-Street Lighting
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $988,320
Fund Balance $-
General Fund Costs $988,320
%Funded by General Fund 100.0%
Total Staffing 1.1 FTE
Program Overview
Maintain city-owned streetlights(2,950),parking lot lights and park lighting.
Service Objectives
• Respond to outages in a timely manner.
• Conserve electricity through the conversion of older less efficient light technology to current and
tested technologies.
• Replace direct buried wiring with wiring in conduits as failures occur.
Adopted Budget
On June 15, City Council approved a budget of$988,320 for the Street Lighting program. This represents an
increase of$164,794(20.0%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in salary and benefits for currently funded full-time positions and
Special Projects.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 513
Special Project Appropriation Revenue Funding Source Description
Street Light Pole 208,000 208,000 General Fund Street light pole
Replacement replacement
Don Burnett Bridge
LED Light Upgrade 47,000 47,000 General Fund Don Burnett Bridge
LED light upgrade
Project
Civic Civic
Center/Library 47,000 47,000 General Fund Center/Library
Atrium LED Light Atrium LED light
Upgrade Project upgrade
Total $302,000 $302,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Miscellaneous Revenue $- $3,990 $- $-
Total Revenues $- $3,990 $- $-
Expenditures
Employee Compensation $124,003 $150,344 $124,061 $122,335
Employee Benefits $53,055 $73,691 $55,232 $59,797
Materials $286,924 $298,228 $292,672 $295,599
Contract Services $101,339 $110,632 $63,232 $63,329
Cost Allocation $39,199 $49,730 $127,431 $136,287
Special Projects $197,959 $150,551 $152,000 $302,000
Contingencies $- $- $8,898 $8,973
Total Expenditures $802,479 $833,176 $823,526 $988,320
Fund Balance $- $- $- $-
General Fund Costs $802,480 $829,187 $823,526 $988,320
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 514
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
PUBLIC WORKS SUPERVISOR 0.05 0.05 0.05 0.05
STREET LIGHTING WORKER 0.90 0.90 1.00 1.00
Total 0.95 0.95 1.05 1.05
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 515
Equipment Maintenance
Budget Unit 630-85-849
Vehicle/Equip Replacement-Streets-Equipment Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $1,718,598
Total Expenditures $1,557,044
Fund Balance $527,554
General Fund Costs $366,000
%Funded by General Fund 23.5%
Total Staffing 3.0 FTE
Program Overview
The Fleet Division maintains all fleet equipment, including small power equipment. Equipment includes
vehicles (103) and all power equipment (681). Equipment includes trailers, mowers and other equipment
required to maintain the City's infrastructure. The division also manages above ground fuel storage tank at
Service Center.
Service Objectives
• Maintain all city vehicles and equipment to reduce operating costs and increase safety.
• Fabricate, weld and repair equipment that includes vehicles, apparatus, structures, facilities for
function and safety.
• Develop specifications and bid per City policy the purchases of trucks, tractors and other significant
equipment.
• Maintain surplus vehicles and other equipment per City policy.
• Ensure all vehicles conform to State of California emission regulations.
. Maintain/inspect above ground fuel tanks as required.
• Maintain accurate inventory of fleet/equipment assets.
• Maintain a safe and clean working environment be approved for the equipment mechanics and
welding.
Adopted Budget
On June 15, City Council approved a budget of $1,557,044 for the Equipment Maintenance program. This
represents an increase of$61,928(4.1%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
FY 2021-22 Adopted Budget Public Works 516
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $ 1,056,968 $ 1,352,200 $ 1,633,518 $ 1,718,598
Total Revenues $1,056,968 $1,352,200 $1,633,518 $1,718,598
Expenditures
Employee Compensation $225,658 $277,828 $275,235 $306,916
Employee Benefits $112,056 $ 179,355 $ 143,809 $ 161,739
Materials $267,065 $265,631 $302,698 $305,712
Contract Services $82,733 $60,398 $ 103,497 $ 106,602
Cost Allocation $791,875 $812,995 $650,752 $665,797
Special Projects $(10,950) $- $9,000 $-
Contingencies $- $- $10,125 $10,278
Total Expenditures $1,468,437 $1,596,207 $1,495,116 $1,557,044
Fund Balance $(411,469) $(244,007) $144,402 $527,554
General Fund Costs $- $- $6,000 $366,000
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
MAINTENANCE WORKER I/II 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 517
Environmental Materials
Budget Unit 100-85-850
General Fund-Streets-Environmental Materials
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $217,696
Fund Balance $-
General Fund Costs $217,696
%Funded by General Fund 100.0%
Total Staffing 0.7 FTE
Program Overview
This program manages Service Center solid waste disposal, Service Center safety inspections,
handling/disposal/reporting of City generated hazardous waste and materials—including waste that may be
illegally deposited upon the right-of-way. Provide street cleaning for unforeseen events such as debris from
trucks or other sources.
Service Objectives
• Coordinate disposal of solid waste.
• Adhere to the requirements of hazardous waste/materials storage,handling and reporting.
• Comply with Fire Marshal safety inspection requirements for Service Center facilities.
• Inspect and maintain below ground fuel tanks as required.
• Clean up traffic debris that may become deposited on streets while reducing traffic hazards.
Adopted Budget
On June 15, City Council approved a budget of $217,696 for the Environmental Materials program. This
represents an increase of$22,806(11.7%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to the increased costs of hazardous waste disposal.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 518
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $60,442 $60,650 $64,688 $66,061
Employee Benefits $26,976 $28,786 $32,575 $35,191
Materials $32,367 $36,039 $32,730 $48,706
Contract Services $2,157 $3,575 $6,773 $_
Cost Allocation $58,129 $53,909 $57,136 $66,520
Contingencies $- $- $988 $1,218
Total Expenditures $180,071 $182,959 $194,890 $217,696
Fund Balance $- $- $- $-
General Fund Costs $180,071 $182,959 $194,890 $217,696
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.30 0.30 0.30 0.30
MAINTENANCE WORKER III 0.25 0.25 0.25 0.25
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.65 0.65 0.65 0.65
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 519
Overpasses and Medians
Budget Unit 100-86-824
General Fund-Trees and Right of Way-Overpasses and Medians
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $1,651,835
Fund Balance $-
General Fund Costs $1,651,835
%Funded by General Fund 100.0%
Total Staffing 6.3 FTE
Program Overview
The Overpasses and Medians program maintains 31.67 developed acres of median island hardscapes and
softscapes as well as 21.69 undeveloped acres of city right-of-way, the landscaped area of the Lawrence trail,
and the landscaped area of the Don Burnett Bridge.
Service Objectives
• Maintain and improve median islands,landscape strips, trails, landscaped roadsides and public right-
of-ways.
• Maintain and improve water efficient programming of irrigation systems.
• Meet all Department of Pesticide Regulation requirements for weed and pest control.
• Timely pruning of plant material to promote plant health, maximize aesthetics and to reduce future
maintenance requirements.
• Plant and care for new plant stock to help ensure future plant health and reduce future maintenance
requirements.
• Conserve water through the planting of appropriate plant stock.
Adopted Budget
On June 15, City Council approved a budget of $1,651,835 for the Overpasses and Medians program. This
represents an increase of$173,178(11.7%)from the FY 2020-21 Adopted Budget.
This increase is mainly due to the increase in salary and benefits for full-time positions.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 520
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $- $54 $- $-
Miscellaneous Revenue $4,652 $25,151 $10,761 $-
Total Revenues $4,652 $25,205 $10,761 $-
Expenditures
Employee Compensation $463,208 $459,097 $506,867 $542,333
Employee Benefits $233,368 $238,883 $274,057 $296,529
Materials $188,138 $ 186,681 $ 186,715 $208,572
Contract Services $97,752 $ 142,709 $14,343 $55,731
Cost Allocation $227,651 $273,248 $491,649 $542,062
Contingencies $- $- $5,026 $6,608
Total Expenditures $1,210,117 $1,300,618 $1,478,657 $1,651,835
Fund Balance $- $- $- $-
General Fund Costs $1,205,465 $1,275,412 $1,467,896 $1,651,835
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER 1/11 5.00 5.00 5.00 5.00
MAINTENANCE WORKER III 1.00 1.00 1.00 1.00
PUBLIC WORKS SUPERVISOR 0.30 0.30 0.30 0.30
Total 6.30 6.30 6.30 6.30
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 521
Street Tree Maintenance
Budget Unit 100-86-825
General Fund-Trees and Right of Way-Street Tree Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $16,210
Total Expenditures $1,930,432
Fund Balance $-
General Fund Costs $1,959,222
%Funded by General Fund 101.5%
Total Staffing 8.4 FTE
Program Overview
The Trees Division maintains the safety, health and appearance of approximately 23,300 Street and Right-of-
Way trees,as well as promotes disease-free trees to enhance the City's urban forest.
Service Objectives
• Proactively perform the activities of trimming,staking,pest management and other tree health-related
functions.
• Respond to citizen requests to perform the trimming or other tree health-related services in a timely
manner.
. Remove diseased and damaged trees as needed.
• Plant replacement trees for trees removed due to disease and damage.
• Continue activities to maintain standing as a Tree City USA program.
. Update the forestry work plan as needed to establish goals and objectives of the tree maintenance
program for the City.
• Oversee street tree maintenance and removal contracts.
Adopted Budget
On June 15, City Council approved a budget of $1,930,432 for the Street Tree Maintenance program. This
represents an increase of$243,598(14.4%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to increase in salary and benefits for currently funded full-time positions and
special projects.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 522
Special Projects Appropriation Revenue Funding Source Description
Cage Conversion to Convert cage to
Rope Shop $10,000 $10,000 General Fund rope shop
Tree Maintenance Tree maintenance
for Foothill Blvd $30,000 $30,000 General Fund contract for Foothill
Median Boulevard median
Total $40,000 $40,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $16,879 $7,737 $ 10,761 $ 16,210
Total Revenues $16,879 $7,737 $10,761 $16,210
Expenditures
Employee Compensation $473,588 $588,720 $652,491 $713,778
Employee Benefits $253,771 $305,112 $362,736 $422,520
Materials $90,695 $53,262 $112,892 $114,663
Contract Services $19,975 $2,325 $9,078 $9,792
Cost Allocation $232,296 $274,584 $531,588 $625,568
Special Projects $113,347 $20,876 $15,000 $40,000
Contingencies $- $- $3,049 $4,111
Total Expenditures $1,183,672 $1,244,879 $1,686,834 $1,930,432
Fund Balance $- $- $- $-
General Fund Costs $1,176,794 $1,237,142 $1,691,073 $1,959,222
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 523
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 6.00 7.00 7.00 7.00
MAINTENANCE WORKER III 1.00 1.00 1.00 1.00
PUBLIC WORKS SUPERVISOR 0.40 0.40 0.40 0.40
Total 7.40 8.40 8.40 8.40
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 524
Sheriff Work Program
Budget Unit 100-86-826
General Fund-Trees and Right of Way-Sheriff Work Program
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $572,015
Fund Balance $-
General Fund Costs $572,015
%Funded by General Fund 100.0%
Total Staffing 2.3 FTE
Program Overview
The Sheriff Work Program supplements existing Service Center staffing with individuals in a sentencing
alternative program. Participants of the program perform manual labor type duties. The work performed by
this program reduces the number of full-time maintenance workers required.
Service Objectives
• Efficiently administer and schedule the Sheriff Work Program for a variety of non-skilled activities,
including trash pick-up,weed control,right-of-way maintenance and sandbag filling.
• Offset manual work currently performed by skilled labor so as to increase overall productivity at the
Service Center.
Adopted Budget
On June 15, City Council approved a budget of $572,015 for the Sheriff Work Program program. This
represents an increase of$6,632(1.2%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 525
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Employee Compensation $203,981 $180,870 $233,440 $245,009
Employee Benefits $80,549 $87,481 $100,848 $115,968
Materials $11,490 $5,106 $9,873 $9,971
Contract Services $22 $- $- $-
Cost Allocation $93,211 $119,669 $220,975 $200,818
Contingencies $- $- $247 $249
Total Expenditures $389,253 $393,126 $565,383 $572,015
Fund Balance $- $- $- $-
General Fund Costs $389,253 $393,126 $565,383 $572,015
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 2.00 2.00 2.00 2.00
PUBLIC WORKS SUPERVISOR 0.30 0.30 0.30 0.30
Total 2.30 2.30 2.30 2.30
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 526
City Hall Maintenance
Budget Unit 100-87-827
General Fund-Facilities and Fleet-City Hall Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $452,294
Total Expenditures $655,463
Fund Balance $-
General Fund Costs $203,169
%Funded by General Fund 31.0%
Total Staffing 1.0 FTE
Program Overview
Maintain City Hall building to ensure efficient operations,employee satisfaction,and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and city employees.
. Respond to requests made by City Hall staff.
• Manage and responsibly coordinate work completed by contractors.
• Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $655,463 for the City Hall Maintenance program. This
represents an increase of$183,974(39.0%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to special projects.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 527
Special Projects Appropriations Revenue Funding Source Description
Lower Floor Carpet 000 General Fund Lower floor carpet
Replacement $70, $70,000 replacement
Facia Repair and Facia repair and
Repainting $60,000 $60,000 General Fund repainting
Electrical Electrical
Preventative $25,000 $25,000 General Fund preventative
Maintenance maintenance
Boiler Preventative $5000 $5000 General Fund Boiler preventative
Maintenance , , maintenance
Total $160,000 $160,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $303,250 $459,503 $500,394 $452,294
Total Revenues $303,250 $459,503 $500,394 $452,294
Expenditures
Employee Compensation $97,313 $106,601 $110,447 $108,611
Employee Benefits $45,179 $50,159 $53,019 $56,238
Materials $183,154 $162,358 $199,247 $213,109
Contract Services $197,252 $94,289 $101,271 $105,547
Cost Allocation $52,555 $81,746 $- $-
Special Projects $14,389 $20,342 $- $160,000
Contingencies $- $- $7,505 $11,958
Total Expenditures $589,842 $515,495 $471,489 $655,463
Fund Balance $- $- $- $-
General Fund Costs $286,591 $55,992 $(28,905) $203,169
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 528
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.10 0.10 0.10 0.10
MAINTENANCE WORKER III 0.70 0.70 0.70 0.70
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 1.00 1.00 1.00 1.00
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 529
Library Maintenance
Budget Unit 100-87-828
General Fund-Facilities and Fleet-Library Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $469,694
Total Expenditures $646,923
Fund Balance $-
General Fund Costs $177,229
%Funded by General Fund 27.4%
Total Staffing 0.8 FTE
Program Overview
Maintain Library building to ensure public and employee satisfaction and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and County employees.
. Respond to requests made by County staff.
. Manage and responsibly coordinate work completed by contractors.
• Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $646,923 for the Library Maintenance program. This
represents an increase of$58,928(10.0%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in building maintenance costs.
Special Projects
The following table shows the special projects for the fiscal year.
Special Projects Appropriations Revenue Funding Source Description
Exterior Door $6000 $6000 General Fund Exterior door
Repainting , , repainting
Boiler Preventative Boiler preventative
Maintenance $5,000 $5,000 General Fund maintenance
Total $11,000 $11,000
FY 2021-22 Adopted Budget Public Works 530
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $22,310 $23,118 $24,009 $201,729
Charges for Services $377,363 $614,222 $263,745 $267,965
Total Revenues $399,673 $637,340 $287,754 $469,694
Expenditures
Employee Compensation $68,183 $72,491 $75,343 $73,584
Employee Benefits $33,798 $37,072 $40,244 $41,650
Materials $9,030 $8,502 $9,854 $9,951
Contract Services $292,334 $282,294 $370,074 $408,245
Cost Allocation $23,259 $45,986 $82,239 $91,770
Special Projects $- $60,539 $- $11,000
Contingencies $- $- $ 10,241 $10,723
Total Expenditures $426,604 $506,884 $587,995 $646,923
Fund Balance $- $- $- $-
General Fund Costs $26,930 $(130,455) $300,241 $177,229
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER 1/11 0.60 0.60 0.60 0.60
MAINTENANCE WORKER 111 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.80 0.80 0.80 0.80
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 531
Service Center Maintenance
Budget Unit 100-87-829
General Fund-Facilities and Fleet-Service Center Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $410,725
Fund Balance $-
General Fund Costs $410,725
%Funded by General Fund 100.0%
Total Staffing 0.7 FTE
Program Overview
This program maintains the Service Center buildings to ensure employee satisfaction and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Service Center staff.
• Manage and responsibly coordinate work completed by contractors.
• Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $410,725 for the Service Center Maintenance program. This
represents an increase of$121,495(42.0%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to special projects.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 532
Special Projects Appropriation Revenue Funding Source Description
Shop Building Roof $50000 $50000 General Fund Shop building roof
Recoating , , recoating
Emergency Power Emergency power
Upgrades $28,000 $28,000 General Fund upgrades
Storage Shed $7 000 General Fund Storage shed
Replacement ,000 $7, replacement
Locksmith Training $4,000 $4,000 General Fund Locksmith training
Total $89,000 $89,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $323,466 $262,382 $- $-
Total Revenues $323,466 $262,382 $- $-
Expenditures
Employee Compensation $60,845 $66,132 $68,702 $69,623
Employee Benefits $29,789 $32,976 $35,903 $38,473
Materials $54,732 $52,604 $41,783 $43,259
Contract Services $52,806 $54,038 $44,995 $76,636
Cost Allocation $21,652 $40,518 $80,684 $88,518
Special Projects $- $- $15,000 $89,000
Contingencies $- $- $2,163 $5,216
Total Expenditures $219,824 $246,268 $289,230 $410,725
Fund Balance $- $- $- $-
General Fund Costs $(103,642) $(16,114) $289,230 $410,725
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 533
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.40 0.40 0.40 0.40
MAINTENANCE WORKER III 0.20 0.20 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.70 0.70 0.70 0.70
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 534
Quinlan Community Center Maintenance
Budget Unit 100-87-830
General Fund-Facilities and Fleet-Quinlan Community Center Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $561,259
Fund Balance $-
General Fund Costs $561,259
%Funded by General Fund 100.0%
Total Staffing 0.8 FTE
Program Overview
This program maintains Quinlan Community Center building to ensure efficient operations, employee
satisfaction,user satisfaction and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
• Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $561,259 for the Quinlan Community Center Maintenance
program.This represents an increase of$921 (0.2%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Boiler Preventative $5000 $5000 General Fund Boiler preventative
Maintenance , , maintenance
Total $5,000 $5,000
FY 2021-22 Adopted Budget Public Works 535
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $181,950 $385,272 $- $-
Total Revenues $181,950 $385,272 $- $-
Expenditures
Employee Compensation $71,650 $76,220 $78,511 $77,783
Employee Benefits $30,438 $33,819 $35,976 $38,658
Materials $130,641 $138,323 $158,272 $170,310
Contract Services $195,601 $104,831 $145,295 $150,922
Cost Allocation $32,352 $55,406 $99,702 $110,437
Special Projects $83,678 $20,450 $35,000 $5,000
Contingencies $- $- $7,582 $8,149
Total Expenditures $544,360 $429,049 $560,338 $561,259
Fund Balance $- $- $- $-
General Fund Costs $362,411 $43,777 $560,338 $561,259
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.70 0.70 0.70 0.70
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.80 0.80 0.80 0.80
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 536
Senior Center Maintenance
Budget Unit 100-87-831
General Fund-Facilities and Fleet-Senior Center Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $401,923
Fund Balance $-
General Fund Costs $401,923
%Funded by General Fund 100.0%
Total Staffing 0.8 FTE
Program Overview
Maintain Senior Center building to ensure efficient operations, employee satisfaction, user satisfaction and
community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
• Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $401,923 for the Senior Center Maintenance program. This
represents an increase of$22,276(5.9%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 537
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $181,950 $262,630 $- $-
Total Revenues $181,950 $262,630 $- $-
Expenditures
Employee Compensation $57,894 $64,182 $69,883 $73,337
Employee Benefits $30,160 $35,232 $40,208 $44,062
Materials $83,535 $75,855 $85,080 $92,977
Contract Services $77,775 $102,474 $95,794 $102,137
Cost Allocation $13,387 $35,231 $78,167 $84,539
Special Projects $136 $12,500 $6,000 $-
Contingencies $- $- $4,515 $4,871
Total Expenditures $262,887 $325,474 $379,647 $401,923
Fund Balance $- $- $- $-
General Fund Costs $80,937 $62,845 $379,647 $401,923
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.70 0.70 0.70 0.70
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.80 0.80 0.80 0.80
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 538
McClellan Ranch Maintenance
Budget Unit 100-87-832
General Fund-Facilities and Fleet-McClellan Ranch Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $874
Total Expenditures $234,438
Fund Balance $-
General Fund Costs $233,564
%Funded by General Fund 99.6%
Total Staffing 0.6 FTE
Program Overview
This program maintains McClellan Ranch buildings to ensure efficient operations,employee satisfaction,user
satisfaction and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15,City Council approved a budget of$234,438 for the McClellan Ranch Maintenance program.This
represents an increase of$29,865(14.6%)from the FY 2020-21 Adopted Budget.
This increase is mainly due to a change in methodology for cost allocation and special projects.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Audubon Building $20000 $20000 General Fund Audubon building
Exterior Repainting , , exterior repainting
Total $20,000 $20,000
FY 2021-22 Adopted Budget Public Works 539
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $- $95,425 $- $-
Miscellaneous Revenue $840 $840 $840 $874
Total Revenues $840 $96,265 $840 $874
Expenditures
Employee Compensation $51,152 $55,872 $58,549 $54,471
Employee Benefits $23,337 $25,955 $28,211 $28,720
Materials $15,168 $14,761 $17,126 $18,405
Contract Services $43,066 $41,526 $40,974 $46,903
Cost Allocation $12,832 $26,690 $58,140 $63,811
Special Projects $37,657 $15,061 $- $20,000
Contingencies $- $- $1,573 $2,128
Total Expenditures $183,212 $179,865 $204,573 $234,438
Fund Balance $- $- $- $-
General Fund Costs $182,373 $83,600 $203,733 $233,564
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/11 0.50 0.50 0.50 0.50
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.60 0.60 0.60 0.60
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 540
Monta Vista Community Center Maintenance
Budget Unit 100-87-833
General Fund-Facilities and Fleet-Monta Vista Community Center Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $194,762
Fund Balance $-
General Fund Costs $194,762
%Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
This program maintains Monta Vista Community Center and adjacent buildings to ensure efficient
operations,employee satisfaction,user satisfaction and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15,City Council approved a budget of$194,762 for the Monta Vista Community Center Maintenance
program.This represents a decrease of$46,571 (-19.3%)from the FY 2020-21 Adopted Budget.
This decrease is mainly due to the completion of special projects.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 541
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $121,300 $118,070 $- $-
Total Revenues $121,300 $118,070 $- $-
Expenditures
Employee Compensation $35,405 $37,832 $39,284 $40,132
Employee Benefits $16,507 $18,486 $20,390 $21,495
Materials $26,460 $19,606 $28,805 $30,938
Contract Services $42,834 $38,079 $44,217 $45,053
Cost Allocation $9,984 $22,103 $49,814 $55,247
Special Projects $18,062 $27,610 $57,000 $-
Contingencies $- $- $1,823 $1,897
Total Expenditures $149,252 $163,716 $241,333 $194,762
Fund Balance $- $- $- $-
General Fund Costs $27,952 $45,647 $241,333 $194,762
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.30 0.30 0.30 0.30
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.40 0.40 0.40 0.40
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 542
Wilson Park Maintenance
Budget Unit 100-87-834
General Fund-Facilities and Fleet-Wilson Park Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $101,531
Fund Balance $-
General Fund Costs $101,531
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
This program maintains Wilson Park Ceramics Center to ensure efficient operations, user satisfaction, and
community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $101,531 for the Wilson Park Maintenance program. This
represents an increase of$33,004(48.2%)from the FY 2020-21 Adopted Budget.
This increase is mainly due to the addition of contract maintenance services and a change in methodology for
cost allocations.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 543
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $- $77,225 $- $-
Total Revenues $- $77,225 $- $-
Expenditures
Employee Compensation $19,077 $19,820 $20,105 $20,323
Employee Benefits $10,108 $11,011 $11,723 $12,622
Materials $13,002 $13,135 $80 $12,794
Contract Services $22,414 $12,330 $- $16,465
Cost Allocation $8,158 $12,432 $36,619 $38,598
Contingencies $- $- $- $729
Total Expenditures $72,759 $68,728 $68,527 $101,531
Fund Balance $- $- $- $-
General Fund Costs $72,759 $ (8,497) $68,527 $101,531
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER III 0.20 0.20 0.20 0.20
Total 0.20 0.20 0.20 0.20
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 544
Portal Park Maintenance
Budget Unit 100-87-835
General Fund-Facilities and Fleet-Portal Park Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $60,736
Fund Balance $-
General Fund Costs $60,736
%Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
This program maintains Portal Park building to ensure user efficient operations, satisfaction, and community
pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
• Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $60,736 for the Portal Park Maintenance program. This
represents a decrease of$23,754(-28.1%)from the FY 2020-21 Adopted Budget.
This decrease is due mainly to the completion of special projects.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 545
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $- $41,483 $- $-
Total Revenues $- $41,483 $- $-
Expenditures
Employee Compensation $9,372 $9,778 $9,938 $10,162
Employee Benefits $5,016 $5,464 $5,861 $6,311
Materials $4,823 $5,078 $19,540 $8,717
Contract Services $3,862 $3,122 $22,021 $5,922
Cost Allocation $5,416 $8,466 $26,092 $29,259
Contingencies $- $- $1,038 $365
Total Expenditures $28,489 $31,908 $84,490 $60,736
Fund Balance $- $- $- $-
General Fund Costs $28,489 $ (9,576) $84,490 $60,736
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
Total 0.10 0.10 0.10 0.10
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 546
Sports Center Maintenance
Budget Unit 570-87-836
Sports Center-Facilities and Fleet-Sports Center Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $623,052
Fund Balance $(623,052)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing 0.7 FTE
Program Overview
This program maintains Sport Center facilities to ensure efficient operations, employee satisfaction, user
satisfaction,and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $623,052 for the Sports Center Maintenance program. This
represents an increase of$135,612(27.8%)from the FY 2020-21 Adopted Budget.
This increase is mainly due to special projects.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 547
Special Projects Appropriation Revenue Funding Source Description
Exterior Repainting $45,000 $45,000 General Fund Exterior repainting
Exterior Lighting $24,000 $24,000 General Fund Exterior lighting
Improvements improvements
Multipurpose Room Multipurpose room
Floor Refinishing $20,000 $20,000 General Fund hardwood floor
refinishing
Door Refinishing $15,000 $15,000 General Fund Door refinishing
Locker Room Bench $5000 $5000 General Fund Locker room bench
Refinishing , , refinishing
Total $109,000 $109,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $4,998 $- $- $-
Total Revenues $4,998 $- $- $-
Expenditures
Employee Compensation $75,404 $72,404 $71,339 $73,552
Employee Benefits $34,804 $48,861 $38,965 $41,742
Materials $115,245 $123,610 $128,792 $140,248
Contract Services $104,227 $107,593 $124,356 $126,692
Cost Allocation $81,296 $89,668 $117,665 $122,425
Special Projects $- $2,435 $- $109,000
Contingencies $- $- $6,323 $9,393
Total Expenditures $410,976 $444,571 $487,440 $623,052
Fund Balance $(405,979) $ (444,572) $(487,440) $(623,052)
General Fund Costs $- $- $- $-
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 548
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.10 0.10 0.10 0.10
MAINTENANCE WORKER III 0.50 0.50 0.50 0.50
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.70 0.70 0.70 0.70
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 549
Creekside Park Maintenance
Budget Unit 100-87-837
General Fund-Facilities and Fleet-Creekside Park Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $106,935
Fund Balance $-
General Fund Costs $106,935
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
This program maintains Creekside Park building to ensure efficient operations, user satisfaction, and
community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of$106,935 for the Creekside Park Maintenance program. This
represents an increase of$3,774(3.7%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 550
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $60,650 $47,545 $- $-
Total Revenues $60,650 $47,545 $- $-
Expenditures
Employee Compensation $19,703 $21,033 $23,189 $22,585
Employee Benefits $9,311 $9,948 $10,576 $10,911
Materials $14,631 $10,486 $15,989 $17,167
Contract Services $18,948 $11,152 $14,638 $14,895
Cost Allocation $8,509 $17,199 $38,004 $40,576
Special Projects $96,486 $- $- $-
Contingencies $- $- $765 $801
Total Expenditures $167,588 $69,818 $103,161 $106,935
Fund Balance $- $- $- $-
General Fund Costs $106,938 $22,274 $103,161 $106,935
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.20 0.20 0.20 0.20
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 551
Community Hall Maintenance
Budget Unit 100-87-838
General Fund-Facilities and Fleet-Community Hall Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $259,761
Fund Balance $-
General Fund Costs $259,761
%Funded by General Fund 100.0%
Total Staffing 0.5 FTE
Program Overview
This program maintains Community Hall and interactive fountain to ensure efficient operations, employee
satisfaction,user satisfaction,and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Community Hall users.
• Manage and responsibly coordinate work completed by contractors.
• Ensure water quality and functionality of interactive fountain.
• Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of$259,761 for the Community Hall Maintenance program. This
represents an increase of$28,818(12.5%)from the FY 2020-21 Adopted Budget.
This increase is due mainly to an increase in salary and benefits for currently funded full-time positions and
special projects.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 552
Special Projects Appropriations Revenue Funding Source Description
Exterior Door
Painting $4,000 $4,000 General Fund Paint exterior doors
Water Bottle Filler $13000 $13000 General Fund Install water bottle
Installation , , filler
Total $17,000 $17,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $202,167 $233,028 $- $-
Total Revenues $202,167 $233,028 $- $-
Expenditures
Employee Compensation $37,845 $40,280 $42,926 $44,689
Employee Benefits $20,231 $23,022 $25,778 $28,262
Materials $42,681 $39,846 $45,110 $49,734
Contract Services $81,152 $34,725 $51,445 $53,580
Cost Allocation $14,384 $28,215 $63,275 $63,493
Special Projects $43,378 $- $- $17,000
Contingencies $- $- $2,409 $3,003
Total Expenditures $239,671 $166,088 $230,943 $259,761
Fund Balance $- $- $- $-
General Fund Costs $37,505 $(66,940) $230,943 $259,761
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.40 0.40 0.40 0.40
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
Total 0.50 0.50 0.50 0.50
FY 2021-22 Adopted Budget Public Works 553
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 554
Teen Center Maintenance
Budget Unit 100-87-839
General Fund-Facilities and Fleet-Teen Center Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $48,987
Fund Balance $-
General Fund Costs $48,987
%Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
This program maintains the Teen Center area below the Sports Center to ensure efficient operations,
employee satisfaction,user satisfaction,and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
. Respond to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
• Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of $48,987 for the Teen Center Maintenance program. This
represents an increase of$1,113(2.3%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 555
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $80,867 $21,469 $- $-
Total Revenues $80,867 $21,469 $- $-
Expenditures
Employee Compensation $9,594 $10,939 $11,741 $10,162
Employee Benefits $5,077 $5,717 $5,861 $6,311
Materials $5,285 $5,427 $6,299 $6,875
Contract Services $8,800 $- $- $-
Cost Allocation $3,951 $5,587 $23,817 $25,468
Special Projects $16,740 $- $- $-
Contingencies $- $- $156 $171
Total Expenditures $49,447 $27,670 $47,874 $48,987
Fund Balance $- $- $- $-
General Fund Costs $(31,420) $6,201 $47,874 $48,987
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
Total 0.10 0.10 0.10 0.10
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 556
Park Bathrooms Maintenance
Budget Unit 100-87-840
General Fund-Facilities and Fleet-Park Bathrooms Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $126,256
Fund Balance $-
General Fund Costs $126,256
%Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
This program maintains park restrooms to ensure efficient operations, user satisfaction, and community
pride.
Service Objectives
• Provide clean and functioning restrooms at various park locations.
. Respond to requests made by the users of the park.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of$126,256 for the Park Bathrooms Maintenance program. This
represents an increase of$5,575(4.6%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 557
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $- $85,967 $- $-
Total Revenues $- $85,967 $- $-
Expenditures
Employee Compensation $16,658 $17,348 $17,667 $17,930
Employee Benefits $8,405 $9,057 $9,615 $10,374
Materials $15,364 $13,036 $21,166 $21,478
Contract Services $57,344 $29,736 $35,399 $35,954
Cost Allocation $8,402 $14,572 $35,422 $39,086
Special Projects $15,115 $- $- $-
Contingencies $- $- $1,412 $1,434
Total Expenditures $121,288 $83,749 $120,681 $126,256
Fund Balance $- $- $- $-
General Fund Costs $121,288 $ (2,218) $120,681 $126,256
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.20 0.20 0.20 0.20
Total 0.20 0.20 0.20 0.20
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 558
Blackberry Farm Maintenance
Budget Unit 100-87-841
General Fund-Facilities and Fleet-Blackberry Farm Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $542,039
Fund Balance $-
General Fund Costs $542,039
%Funded by General Fund 100.0%
Total Staffing 0.9 FTE
Program Overview
This program maintains Blackberry Farm buildings and facilities to ensure efficient operations, employee
satisfaction,user satisfaction,and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for the public and employees.
• Timely response to requests made by Parks&Recreation Department staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15, City Council approved a budget of$542,039 for the Blackberry Farm Maintenance program. This
represents an increase of$12,907(2.4%)from the FY 2020-21 Adopted Budget.
This budget is relatively unchanged from last fiscal year.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 559
Special Project Appropriation Revenue Funding Source Description
Pool Building Pool building
Hydration Station $13,000 $13.000 General Fund hydration station
Pool Cover Pool cover
Replacement $11,000 $11,000 General Fund replacement
Pool
Uninterruptible Pool power supply
Power Supply $5,000 $5,000 General Fund installation
Installation
Total $29,000 $29,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $444,766 $322,155 $- $-
Total Revenues $444,766 $322,155 $- $-
Expenditures
Employee Compensation $68,144 $73,858 $77,428 $67,730
Employee Benefits $38,086 $42,193 $45,760 $45,507
Materials $93,040 $98,579 $131,429 $119,316
Contract Services $71,882 $56,939 $81,053 $81,618
Cost Allocation $83,822 $122,841 $188,709 $193,129
Special Projects $26,242 $1,972 $- $29,000
Contingencies $- $- $4,753 $5,739
Total Expenditures $381,216 $396,382 $529,132 $542,039
Fund Balance $- $- $- $-
General Fund Costs $ (63,549) $ 74,227 $529,132 $542,039
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 560
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
MAINTENANCE WORKER I/II 0.90 0.90 0.90 0.90
Total 0.90 0.90 0.90 0.90
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 561
Franco Traffic Operations Center
Budget Unit 100-87-852
General Fund-Facilities and Fleet-Franco Traffic Operations Center
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $6,658
Fund Balance $-
General Fund Costs $6,658
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
This program maintains the Traffic Operations Center on Franco Court to ensure efficient operations, user
satisfaction,and community pride.
Service Objectives
• Provide a safe,clean and productive working environment for city employees.
. Respond to requests made by Traffic Operations Center staff.
• Manage and responsibly coordinate work completed by contractors.
. Perform improvements that responsibly conserve the resources of water,electricity,and gas.
Adopted Budget
On June 15,City Council approved a budget of$6,658 for the Franco Traffic Operations Center program.This
represents a decrease of$922(-12.2%)from the FY 2020-21 Adopted Budget.
This decrease is due mainly to a change in methodology for cost allocation.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 562
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Materials $414 $434 $134 $135
Contract Services $23,117 $2,192 $1,883 $1,930
Cost Allocation $35,633 $26,737 $5,513 $4,541
Special Projects $22,164 $- $- $-
Contingencies $- $- $50 $52
Total Expenditures $81,328 $29,363 $7,580 $6,658
Fund Balance $- $- $- $-
General Fund Costs $81,328 $29,362 $7,580 $6,658
Staffing
There is no staffing associated with this program.
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 563
Traffic Engineering
Budget Unit 100-88-844
General Fund-Transportation-Traffic Engineering
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $1,514,399
Fund Balance $-
General Fund Costs $1,514,399
%Funded by General Fund 100.0%
Total Staffing 3.9 FTE
Program Overview
The Transportation Division oversees traffic operations, traffic studies, transportation planning, and
transportation capital improvements to safely and efficiently manage all modes of travel within the City's
street and trail network. This includes responding to citizen requests and concerns regarding traffic issues,
developing plans for the installation of traffic signals, traffic signs, and pavement markings, and developing
design standards. The Division assists in the preparation of the General Plan, street plan lines and the capital
improvement program related to street improvements. Division staff are active on Santa Clara Valley
Transportation Authority (VTA) subcommittees and working groups and keeps abreast regarding current
developments in the field as well as grant funding opportunities for large projects.
The Transportation Division also participates in the review of private development proposals to identify
potential traffic impacts and to require necessary mitigations to maintain levels of service and safe and
efficient traffic operations.
Service Objectives
• Ensure the efficiency and safety of the street system for all modes of travel through continual
observation of traffic patterns,traffic signals and other traffic control devices.
. Review traffic collision reports, traffic flow patterns, and neighborhood traffic issues and respond as
needed.
• Cooperate with neighboring jurisdictions on regional 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.
• Encourage the use of alternate modes of transportation to the single occupancy vehicle through the
implementation of recommendations from the Bicycle and Pedestrian Transportation Plans.
• Supports transit initiatives,ride-share programs, carpool programs, and transportation planning work
for all modes of transportation.
FY 2021-22 Adopted Budget Public Works 564
Adopted Budget
On June 15, City Council approved a budget of $1,514,399 for the Traffic Engineering program. This
represents an increase of$285,370(23.2%)from the FY 2020-21 Adopted Budget.
This increase is primarily due to a one-time special project for VMT to LOS standards in the amount of
$130,000.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
VMT to LOS Updating standards
Standards $130,000 $130,000 General Fund to level of service
Total $130,000 $130,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Charges for Services $623,129 $3,903 $681,899 $-
Miscellaneous Revenue $- $585 $- $-
Total Revenues $623,129 $4,488 $681,899 $-
Expenditures
Employee Compensation $429,522 $452,447 $505,506 $598,026
Employee Benefits $165,357 $187,475 $213,982 $277,673
Materials $13,810 $18,202 $18,751 $20,232
Contract Services $216,177 $151,312 $252,914 $203,821
Cost Allocation $106,461 $126,644 $233,018 $275,796
Special Projects $766,657 $530,233 $- $130,000
Contingencies $- $- $4,858 $8,851
Total Expenditures $1,697,984 $1,466,313 $1,229,029 $1,514,399
Fund Balance $- $- $- $-
General Fund Costs $1,074,854 $1,461,825 $547,130 $1,514,399
FY 2021-22 Adopted Budget Public Works 565
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
ASSISTANT ENGINEER 0.75 1.50 1.50 1.50
ASSOCIATE CIVIL ENGINEER 0.75 0 0 0
PUBLIC WORKS PROJECT MANAGER 0 0 0 0.50
LT
SENIOR CIVIL ENGINEER 0.10 0 0 0
TRANSIT&TRANSPORTATION 1.00 1.00 1.00 1.00
PLANNER
TRANSPORTATION MANAGER 0.90 1.00 0.90 0.90
Total 3.50 3.50 3.40 3.90
Staff time is being reallocated to better reflect actual time spent in this program.
FY 2021-22 Adopted Budget Public Works 566
Traffic Signal Maintenance
Budget Unit 100-88-845
General Fund-Transportation-Traffic Signal Maintenance
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $811,832
Fund Balance $-
General Fund Costs $811,832
%Funded by General Fund 100.0%
Total Staffing 2.0 FTE
Program Overview
The Traffic Signal Maintenance Division oversees the operation and maintenance of the City's 60 traffic
signals,including eight traffic signals owned by the State of California.The Division also maintains the traffic
signal communication infrastructure,such as the fiber optic network and the traffic operation center hub.
Service Objectives
• Ensure the continuous and safe operation of the City's traffic signal system on a continuous 24-hour
basis with full-time and on-call staff, which is accomplished by regularly performing preventative
maintenance, diagnosing malfunctions and repairs, investigating citizen complaints, replacing or
upgrading obsolete hardware, inspecting the work of contractors, responding to knockdowns and
power outages,and adjusting signal timing parameters.
• Continue training, maintaining proficiency of traffic signal technicians and on-call staff by
encouraging attendance at classes and seminars.
Adopted Budget
On June 15, City Council approved a budget of $811,832 for the Traffic Signal Maintenance program. This
represents a decrease of$86,782(-9.7%)from the FY 2020-21 Adopted Budget.
This decrease is due to the completion of one-time special projects in the previous fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 567
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Intergovernmental Revenue $- $10,182 $- $-
Charges for Services $- $3,666 $- $-
Total Revenues $- $13,848 $- $-
Expenditures
Employee Compensation $128,810 $217,978 $229,892 $252,216
Employee Benefits $49,213 $92,420 $104,817 $114,015
Materials $185,601 $135,471 $156,848 $158,596
Contract Services $51,337 $17,500 $46,025 $47,406
Cost Allocation $84,404 $81,649 $175,960 $234,449
Special Projects $- $19,576 $180,000 $-
Contingencies $- $- $5,072 $5,150
Total Expenditures $499,365 $564,594 $898,614 $811,832
Fund Balance $- $- $- $-
General Fund Costs $499,365 $550,747 $898,614 $811,832
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
Position Title 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
TRAFFIC SIGNAL TECHNICIAN 2.00 1.00 1.00 1.00
TRAFFIC SIGTECH APRNTICE 0 1.00 1.00 1.00
Total 2.00 2.00 2.00 2.00
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 568
Safe Routes 2 School
Budget Unit 100-88-846
General Fund-Transportation-Safe Routes 2 School
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $846,271
Fund Balance $-
General Fund Costs $846,271
%Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
Safe Routes 2 School seeks to engage local schools, school districts, parent organizations, community groups,
and the Santa Clara County Sheriff's Office in the mission of reducing Singular Occupancy Vehicle (SOV)
travel to and from school in order to reduce carbon emission and car traffic and increase student safety. The
program seeks to achieve these objectives through education, encouragement, enforcement, and engineering
infrastructure changes in and around Cupertino schools.
Service Objectives
• Help to improve the health and well-being of children by increasing the number of students who walk
or bike to school.
• Develop partnerships with school administrators,staff,parents,and children.
• Encourage and empower more students and families to walk, bike, carpool, and take alternative
transit to school.
• Adjust signage and infrastructure surrounding Cupertino schools to facilitate a safer environment for
bicycle and pedestrian travel.
• Educate students and families about the benefits of walking and bicycling to school; health,
environmental protection,academic improvements,community building and more.
. Minimize gaps in communication between City, School Districts, and Schools and collaborate on
efforts to increase student safety.
. Enhance bicyclist and pedestrian student safety through coordination of skills classes and distribution
of educational material.
Adopted Budget
On June 15, City Council approved a budget of $846,271 for the Safe Routes 2 School program. This
represents an increase of$241,601 (40.0%)from the FY 2020-21 Adopted Budget.
The increase is due primarily to one-time special projects as well as an increase in crossing guard services.
FY 2021-22 Adopted Budget Public Works 569
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Pedestrian
Pedestrian education
Education $44,240 $44,240 General Fund supplementing
CUSD's curriculum
Riding for Focus Bicycle life skills
Program $49,000 $49,000 General Fund program
Total $93,240 $93,240
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- $- $- $-
Expenditures
Employee Compensation $98,480 $111,475 $125,081 $127,273
Employee Benefits $36,674 $42,629 $48,521 $52,333
Materials $21,049 $22,235 $19,409 $23,214
Contract Services $261,022 $200,290 $293,598 $452,310
Cost Allocation $18,613 $85,404 $69,076 $83,682
Special Projects $- $- $41,160 $93,240
Contingencies $- $- $7,825 $14,219
Total Expenditures $435,838 $462,033 $604,670 $846,271
Fund Balance $- $- $- $-
General Fund Costs $435,837 $462,032 $604,670 $846,271
Staffing
The following table lists full-time equivalents (FTE)by position. It includes actuals for two prior fiscal years,
the Adopted Budget for the prior fiscal year,and the Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Public Works 570
Position Title 2019 2020 2021 Adopted 2022 Adopted
Actual Actual Budget Budget
SAFE ROUTES TO SCHOOL 1.00 1.00 1.00 1.00
COORDINATOR
Total 1.00 1.00 1.00 1.00
There are no changes to the current level of staffing.
FY 2021-22 Adopted Budget Public Works 571
Minor Storm Drain Improvement
Budget Unit 210-90-978
Storm Drain Improvement-Non-Departmental-Minor Storm Drain Improvement
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $-
Fund Balance $-
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program provides funding for drainage repairs as needed in various locations.
Service Objectives
Provide storm drain repairs throughout the City on an annual basis.
Adopted Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues -
Expenditures
Capital Outlays $4,000 $4,000 $- $_
Total Expenditures $4,000 $4,000 $- $_
Fund Balance $ 0,000) $0,000) $- $-
General Fund Costs $- $- $- $-
FY 2021-22 Adopted Budget Public Works 572
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Public Works 573
Fixed Assets Acquisition
Budget Unit 630-90-985
Vehicle/Equip Replacement-Non-Departmental-Fixed Assets Acquisition
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $1,001,017
Fund Balance $(1,001,017)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program purchases vehicles and equipment having a value greater than$5,000 and expected life of more
than one year. 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.
• Purchase energy efficient vehicles whenever practical.
• Purchase quiet,ergonomic and environmentally friendly equipment whenever practical.
Adopted Budget
On June 15, City Council approved a budget of $1,001,017 for the Fixed Assets Acquisition program. This
represents an increase of$616,995(160.7%)from the FY 2020-21 Adopted Budget.
This increase is due to the new request for a Vac-Con Combination Sewer and Storm Drain Cleaner.
Special Projects
The following table shows the special projects for the fiscal year.
FY 2021-22 Adopted Budget Public Works 574
Special Project Appropriation Revenue Funding Source Description
Vehicle Annual vehicle
Replacement $626,200 $626,200 General Fund replacement
Storm drain
Vactor Truck $366,000 $366,000 Special Revenue Fund maintenance vactor
truck
Total $992,200 $992,200
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- $- $- $-
Expenditures
Cost Allocation $- $- $9,022 $8,817
Special Projects $3,025 $- $375,000 $992,200
Total Expenditures $3,025 $- $384,022 $1,001,017
Fund Balance $ (3,025) $- $(384,022) $ (1,001,017)
General Fund Costs $- $- $- $-
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Public Works 575
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FY 2021-22 Adopted Budget Public Works 576
Non - Departmental
FY 2021-22 Adopted Budget Non-Departmental 577
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FY 2021-22 Adopted Budget Non-Departmental 578
Department Overview
Budget Units
Budget Unit Program 2022 Adopted Budget
Non-Departmental $25,382,535
100-90-001 General Fund Transfers Out $11,269,487
281-90-001 Tree Fund Transfers Out $15,000
429-90-001 Capital Reserve Transfers Out $11,422,048
365-90-500 Facility Lease Debt Service $2,676,000
Total $25,382,535
FY 2021-22 Adopted Budget Non-Departmental 579
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $25,382,535
Fund Balance $(14,113,048)
General Fund Costs $11,269,487
%Funded by General Fund 44.4%
Total Staffing FTE
Adopted Budget
On June 15, City Council approved a budget of $25,382,535 for the Non-Departmental department. This
represents an increase of$10,260,259(67.8%)from the FY 2020-21 Adopted Budget.
This increase is due to an increase in Capital Improvements Program projects in FY 21-22.
FY 2021-22 Adopted Budget Non-Departmental 580
Adopted Expenditures by Division
■ Non-Departmental
11 1'.
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Department Expenditure History
$60.1M
$35.4M
$25.4M
$15.1M
2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
FY 2021-22 Adopted Budget Non-Departmental 581
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $ 126,433 $ 173,764 $- $_
Charges for Services $ 10,087 $900 $- $_
Total Revenues $136,520 $174,664 $- $_
Expenditures
Materials $9 $43 $- $17,503
Contract Services $- $1,500 $- $_
Cost Allocation $35,358,525 $60,134,832 $15,122,276 $25,365,032
Total Expenditures $35,358,534 $60,136,375 $15,122,276 $25,382,535
Fund Balance $ (325,730) $ (8,716,673) $(5,173,587) $ (14,113,048)
General Fund Costs $34,896,284 $51,245,038 $9,948,689 $11,269,487
Staffing
There is no staffing associated with this department.
FY 2021-22 Adopted Budget Non-Departmental 582
General Fund Transfers Out
Budget Unit 100-90-001
General Fund-Non-Departmental-General Fund Transfers Out
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $ 11,269,487
Fund Balance $-
General Fund Costs $11,269,487
%Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
Transfers represent transfers of monies between various funds. These transfers provide subsidies and
resources and to the receiving fund to support operating, debt service, and capital project costs. General
Fund subsidies to other funds and funding of capital projects are included in transfers.
Service Objectives
Transfers out are evaluated each year to ensure funds outside of the General Fund remain with a minimum
fund balance of 15% of budgeted operating expenses. These transfers are normally for Special Revenue and
Enterprise funds requiring a subsidy due to revenues falling short of full program costs. In addition, the City
has reoccurring transfers to fund the total budget costs associated with Annual Debt Payment, Compensated
Absences,and Retiree Health.
Adopted Budget
On June 15, City Council approved a budget of $11,269,487 for the General Fund Transfers Out program.
This represents an increase of$1,320,798(13.3%)from the FY 2020-21 Adopted Budget.
General Fund Transfers Out are as follows:
FY 2021-22 Adopted Budget Non-Departmental 583
Receiving Fund Description Amount
Storm Drain,Non-Point Source,
Special Revenue Funds Sidewalk,Curb and Gutter $6,457,824
Maintenance
Debt Service Funds Annual Debt Payment $2,621,000
Blackberry Farm Golf Course,
Enterprise Funds Sports Center Operation,Outdoor $886,801
Recreation
Internal Service Funds IT Infrastructure,Compensated $1,286,359
Absences,and Retiree Medial
Total $11,269,487
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- $- $- $_
Expenditures
Materials $9 $43 $- $17,503
Cost Allocation $19,376,087 $30,892,276 $9,948,689 $11,251,984
Total Expenditures $19,376,096 $30,892,319 $9,948,689 $11,269,487
Fund Balance $- $- $- $_
General Fund Costs $19,376,096 $30,892,319 $9,948,689 $11,269,487
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Non-Departmental 584
Tree Fund Transfers Out
Budget Unit 281-90-001
Tree Fund-Non-Departmental-Tree Fund Transfers Out
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $15,000
Fund Balance $(15,000)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
Transfers represent transfers of monies between various funds. These transfers provide subsidies and
resources and to the receiving fund to support operating, debt service, and capital project costs. General
Fund subsidies to other funds and funding of capital projects are included in transfers.
Adopted Budget
On June 15, City Council approved a budget of $15,000 for the Tree Fund Transfers Out program. This
budget is unchanged from the prior year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
FY 2021-22 Adopted Budget Non-Departmental 585
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $4,317 $6,384 $- $-
Charges for Services $ 10,087 $900 $- $-
Total Revenues $14,404 $7,284 $- $-
Expenditures
Cost Allocation $ 10,000 $12,000 $15,000 $15,000
Total Expenditures $10,000 $12,000 $15,000 $15,000
Fund Balance $4,404 $(4,716) $(15,000) $(15,000)
General Fund Costs $- $- $- $-
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Non-Departmental 586
Capital Reserve Transfers Out
Budget Unit 429-90-001
Capital Reserve-Non-Departmental-Capital Reserve Transfers Out
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $11,422,048
Fund Balance $(11,422,048)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
Transfers represent transfers of monies between various funds. These transfers provide subsidies and
resources and to the receiving fund to support operating, debt service, and capital project costs. General
Fund subsidies to other funds and funding of capital projects are included in transfers.
Service Objectives
Transfers out from the Capital Reserve vary from year to year depending on the projects selected in the
Capital Improvement Plan. In addition, funding sources for each project are reviewed and then allocated
appropriately. After this review, the remaining balance of the project left to fund is then transferred from the
Capital Reserve Fund.
Adopted Budget
On June 15, City Council approved a budget of $11,422,048 for the Capital Reserve Transfers Out program.
This represents an increase of$9,432,599(474.1%)from the FY 2020-21 Adopted Budget.
Capital Reserve Transfers Out are as follows:
FY 2021-22 Adopted Budget Non-Departmental 587
Receiving Fund Description Amount
Special Revenue Funds Memorial Park and Pumpkin and $3,650,000
Fiesta Storm Drain Project
10445 Torre Avenue
Improvements,Blackberry Farm
Pool Improvements,Carmen Road
Bridge Right-of-Way,City Hall
and Community Hall
Improvements,Electric Vehicle
Parking Expansion,Full-sized
Capital Projects Funds Outdoor Basketball Court, $7,772,048
Homestead/De Anza,Stelling and
Alves Crosswalk Installation,
Stevens Creek Boulevard Class IV
Bikeway,City Lighting LED
Transition Assessment,Tree
Inventory-Stevens Creek
Corridor
Total $11,422,048
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Use of Money and Property $122,116 $167,380 $- $-
Total Revenues $122,116 $167,380 $- $_
Expenditures
Cost Allocation $12,801,500 $26,057,719 $1,989,449 $11,422,048
Total Expenditures $12,801,500 $26,057,719 $1,989,449 $11,422,048
Fund Balance $(328,634) $(5,537,620) $(1,989,449) $ (11,422,048)
General Fund Costs $12,350,750 $20,352,719 $- $-
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Non-Departmental 588
Facility Lease Debt Service
Budget Unit 365-90-500
Public Facilities Corp-Non-Departmental-Facility Lease Debt Service
Budget at a Glance
2022 Adopted Budget
Total Revenues $-
Total Expenditures $2,676,000
Fund Balance $(2,676,000)
General Fund Costs $-
%Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The Debt Service Program provides for the payment of principal and interest and associated administrative
costs incurred with the issuance of debt instruments for the City's Public Facilities Corporation. The budget
funds the Corporation's annual payment of principal and interest on the City Hall/Library,Wilson/Memorial
Open Space and Library Certificates of Participation(COP)that will be paid off by the year 2030.
Service Objectives
The majority of the borrowings occurred in early 1990 to acquire additional park real estate and expand
community facilities.A breakdown of the capital acquisitions follows:
• Increased 90 acres of park real estate to 190 acres,a 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.
In May 2012, the Corporation refinanced its $44 million in outstanding debt to lower the interest rate and
save approximately$350,000 per year in debt payments. On September 29, 2020,the City's 2020A Certificates
of Participation (2020 COPS) were successfully sold in order to refund the City's 2012 Certificates of
Participation for debt service savings. The refunding generated net present value savings of approximately
$3.14 million, 11.61% of refunded par and a True Interest Cost of 0.72%. Savings to the City's General Fund
FY 2021-22 Adopted Budget Non-Departmental 589
amounts to approximately$494,000 per year for the next 10 years,or almost$5 million in total savings.
FY 2021-22 Adopted Budget Non-Departmental 590
Schedule of Lease Payments
Bond Year(Ending
Principal Interest Annual Lease Payment
June 1)
2021 2,140,000.00 536,306.67 2,676,306.67
2022 1,880,000.00 796,000.00 2,676,000.00
2023 1,955,000.00 720,800.00 2,675,800.00
2024 2,035,000.00 642,600.00 2,677,600.00
2025 2,115,000.00 561,200.00 2,676,200.00
2026 2,200,000.00 476,600.00 2,676,600.00
2027 2,285,000.00 388,600.00 2,673,600.00
2028 2,380,000.00 297,200.00 2,677,200.00
2029 2,475,000.00 202,000.00 2,677,000.00
2030 2,575,000.00 103,000.00 2,678,000.00
Total $22,040,000.00 $4,724,306.67 $26,764,306.67
Adopted Budget
On June 15, City Council approved a budget of$2,676,000 for the Facility Lease Debt Service program. This
represents a decrease of$493,138 (-15.6%)from the FY 2020-21 Adopted Budget.
The decrease is attributed to the savings achieved as a result of the refinancing completed in the fall of 2020.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by
category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the
Adopted Budget for the current fiscal year.
Category 2019 Actual 2020 Actual 2021 Adopted Budget 2022 Adopted Budget
Revenues
Total Revenues $- $- $- $_
Expenditures
Contract Services $- $ 1,500 $- $_
Cost Allocation $3,170,938 $3,172,837 $3,169,138 $2,676,000
Total Expenditures $3,170,938 $3,174,337 $3,169,138 $2,676,000
Fund Balance $ (1,500) $(3,174,337) $ (3,169,138) $(2,676,000)
General Fund Costs $3,169,438 $- $- $-
FY 2021-22 Adopted Budget Non-Departmental 591
Staffing
There is no staffing associated with this program.
FY 2021-22 Adopted Budget Non-Departmental 592
Appendix
FY 2021-22 Adopted Budget Appendix 593
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FY 2021-22 Adopted Budget Appendix 594
Personnel Schedule
CITY COUNCIL/COMMISSIONS
City Council 0.45 0.30 1.15 1.05 0.85 0.85 0.00 0.85
Sister Cities 0.05 0.05 0.10 0.10 0.40 0.10 0.00 0.10
Technology,Information&Communications Commission 0.10 0.10 0.00 0.00 0.05 0.07 0.00 0.07
Library Commission 0.05 0.05 0.05 0.05 0.03 0.10 0.05 0.15
Fine Arts Commission 0.15 0.15 0.15 0.15 0.15 0.15 0.00 0.15
Public Safety Commission 0.00 0.00 0.00 0.05 0.05 0.05 0.00 0.05
Bicycle and Pedestrian Commission 0.00 0.00 0.00 0.00 0.00 0.15 0.00 0.15
Parks and Recreation Commission 0.10 0.10 0.10 0.10 0.12 0.10 0.00 0.10
Teen Commission 0.25 0.30 0.30 0.30 0.30 0.30 0.00 0.30
Planning Commission 0.30 0.25 0.25 0.30 0.31 0.26 0.00 0.26
Housing Commission 0.15 0.15 0.15 0.15 0.15 0.15 0.00 0.15
Sustainability Commission 0.00 0.10 0.10 0.10 0.10 0.15 0.00 0.15
Audit Committee 0.00 0.00 0.00 0.00 0.00 0.10 0.00 0.10
1.60 1.55 2.35 2.35 2.51 2.53 0.05 2.58
City Manager 3.30 3.02 3.37 3.62 4.90 3.90 1.00 4.90
Sustainability 1.55 1.55 1.80 1.80 1.40 1.80 0.00 1.80
Office of Communications 0.00 0.00 1.85 2.15 2.65 2.95 0.00 2.95
Video 0.00 0.00 0.00 0.00 0.00 3.00 0.00 3.00
Community Outreach&Neighborhood Watch 0.00 0.00 0.00 0.00 0.75 0.75 0.00 0.75
Office of Emergency Management 0.00 0.00 0.00 0.00 0.95 0.95 1.00 1.95
Economic Development 0.00 0.00 0.00 0.00 1.00 1.00 -1.00 0.00
City Clerk 3.00 3.00 3.10 2.90 2.50 2.50 0.00 2.50
City Attorney 3.00 3.00 4.00 5.00 1.00 1.00 0.00 1.00
10.85 10.57 14.12 15.47 15.15 17.85 1.00 18.85
INNOVATION&TE_CHNOLOGY
Administration 1.15 2.45 0.85 0.70 0.55 0.53 0.00 0.53
Cupertino Scene 0.35 0.30 0.00 0.00 0.00 0.00 0.00 0.00
Video 2.95 3.40 3.25 3.20 3.25 0.00 0.00 0.00
Applications 0.95 0.80 3.20 3.45 3.45 3.50 0.00 3.50
Infrastructure 4.00 4.70 4.60 4.50 4.50 4.50 0.00 4.50
GIS 2.00 2.30 2.65 3.20 3.20 3.40 0.00 3.40
11.40 13.95 14.55 15.05 14.95 11.93 0.00 11.93
JLDMINISTRATI
Administration 2.50 2.50 2.80 3.80 3.80 3.75 0.00 3.75
Accounting 5.20 5.75 5.40 6.40 6.90 6.85 0.00 6.85
Business Licensing 1.10 0.55 0.60 0.60 1.10 1.10 0.00 1.10
Human Resources 3.15 3.15 2.85 2.85 3.85 3.85 1.00 4.85
Insurance Administration 0.35 0.35 0.35 0.35 0.35 0.35 0.00 0.35
12.30 12.30 12.00 14.00 16.00 15.90 1.00 16.90
PARKS AND RECREATION
Administration 2.95 2.85 2.90 3.85 4.55 4.55 -0.05 4.50
Business and Community Services 8.85 9.55 10.60 10.30 8.00 7.45 -1.20 6.25
Recreation and Education 5.58 11.85 10.70 10.00 10.05 10.55 -2.00 8.55
Sports,Safety and Outdoor Recreation 6.00 8.83 10.93 10.65 9.50 9.35 -0.77 8.58
Senior Center/Stevens Creek Trail/Blue Pheasant 8.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Community Outreach 0.70 0.00 0.00 0.00 0.00 0.00 0.00 0.00
32.18 33.08 35.13 34.80 32.10 31.90 -4.02 27.88
FY 2021-22 Adopted Budget Appendix 595
i FY 20-21i
COMMUNITY DEVELOPMEN
Administration 0.90 0.55 0.55 0.55 0.60 0.50 0.00 0.50
Planning 8.60 10.63 10.63 10.58 9.67 9.97 3.10 13.07
Housing Services 0.80 0.80 0.80 0.80 0.80 0.80 0.90 1.70
Building 13.30 13.95 13.85 13.95 13.97 14.22 1.00 15.22
Economic Development/RDA Successor Agency 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00
Muni/Building Code Enforcement 2.70 1.25 1.25 1.25 0.25 0.00 0.00 0.00
Code Enforcement 0.00 0.00 0.00 0.00 3.00 3.00 0.00 3.00
27.30 28.18 28.08 28.13 28.29 28.49 5.00 33.49
PUBLIC WORKS
Administration 3.25 3.25 3.25 3.25 2.05 3.05 0.00 3.05
Environmental Programs 6.22 6.22 6.27 6.20 6.10 7.55 0.97 8.52
Development Services 7.40 7.40 7.50 8.50 11.50 11.20 0.50 11.70
Service Center 2.70 3.70 3.05 2.55 3.65 3.50 0.00 3.50
Grounds 19.75 19.75 19.60 20.00 20.00 20.00 0.00 20.00
Streets 13.65 13.65 13.95 13.95 13.95 13.45 0.00 13.45
Trees and Right of Way 16.40 16.40 16.40 16.00 17.00 17.00 0.00 17.00
Facilities and Fleet 8.15 8.15 8.00 8.00 8.00 8.00 0.00 8.00
Transportation 4.60 5.60 6.50 6.50 6.50 6.40 0.50 6.90
82.12 84.12 84.52 84.95 88.75 90.15 1.97 92.12
Code Enforcement 2.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00
2.00 2.00 2.00 2.00 0.00 0.00 0.00 0.00
Total Benefitted Positions 170W85.75 192.75 196.75 197.75 198.75 5.00 203.75
Total Benefitted Positions(including Councilmembers) 184.75 190.75 197.75 201.75 202.75 203.75 5.00 208.75
FY 2021-22 Adopted Budget Appendix 596
CIP Schedule
.Project Program Amount
Category 1-New Projects
10445 Torre Avenue Improvements 420-99-248 $ 3,000,000
Blackberry Farm Pool Improvements 420-99-073 $ 750,000
Carmen Road Bridge Right-of-Way 420-99-249 $ 75,000
City Hall and Community Hall Improvements-Programming and Feasibility 420-99-250 $ 500,000
Electric Vehicle Parking Expansion 420-99-251 $ 408,000
Full-sized Outdoor Basketball Court 420-99-252 $ 350,000
Homestead/De Anza-Construction 420-99-856 $ 215,000
Memorial Park-Amphitheater Improvements 280-99-253 $ 1,150,000
Memorial Park-Pond Repurposing 280-99-254 $ 3,000,000
Memorial Park-Specific Plan Design 280-99-255 $ 500,000
Pumpkin and Fiesta Storm Drain Project,Phase 1 &2 210-99-256 $ 2,000,000
Stelling and Alves Crosswalk Intallation 420-99-257 $ 80,000
Stevens Creek Boulevard Class IV Bikeway Phase 2-Construction 420-99-036 $ 2,000,000
City Lighting LED Transition Assessment 420-99-258 $ 50,000
Tree Inventory-Stevens Creek Corridor 420-99-259 $ 65,000
Total Category 1 $14,143,000
Category 2-Existing Projects-Multi-Year Funding
ADA Improvements 420-99-007 $ 90,000
Annual Playground Replacement 420-99-085 $ 300,000
Park Amenity Improvements 420-99-086 $ 200,000
Street Light Installation-Annual Infill 420-99-056 $ 75,000
Total Category 2 111111ff $ 665,000
Total $14,808,000
FY 2021-22 Adopted Budget Appendix 597
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FY 2021-22 Adopted Budget Appendix 598