AC 06-24-2024 Amended Agenda PacketCITY OF CUPERTINO
AUDIT COMMITTEE
AGENDA
10185 North Stelling Road, Quinlan Conference Room
Monday, June 24, 2024
3:00 PM
Amended - Special Meeting
Amended on 6/21/2024 at 3 :45 p.m. to update Item #1 Attachment A and to update Item #4 subject and
recommended action.
Amended on 6/20/2024 at 5:15 p.m. to add attachments A & B for Agenda Item #4.
Members of the public wishing to observe the meeting may do so in one of the following
ways:
1) Attend in person at Quinlan Community Center, 10185 North Stelling Road
2) The meeting will also be streamed live on and online at
https://youtube.com/@cupertinocitycommission
Members of the public wishing to comment on an item on the agenda may do so in the
following ways:
1) Appear in person at Quinlan Community Center.
2) E-mail comments by 3:00 p.m. on Monday, June 24 to the legislative body at
auditcommittee@cupertino.gov. These e-mail comments will also be posted to the City’s
website after the meeting.
Oral public comments may be made during the public comment period for each agenda
item.
Members of the audience who address the legislative body are requested to complete a
Speaker Card and identify themselves. Completion of Speaker Cards and identifying
yourself is voluntary and not required to attend the meeting or provide comments .
NOTICE AND CALL FOR A SPECIAL MEETING OF THE CUPERTINO AUDIT
COMMITTEE
NOTICE IS HEREBY GIVEN that a special meeting of Cupertino Audit Committee is
hereby called for Monday June 24, 2024, commencing at 3:00 p.m. at the Quinlan
Community Center Conference Room, 10185 North Stelling Road, Cupertino, California
95014. Said special meeting shall be for the purpose of conducting business on the subject
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Audit Committee Agenda June 24, 2024
matters listed below under the heading, "Special Meeting."
SPECIAL MEETING
ROLL CALL
ORDERS OF THE DAY
APPROVAL OF MINUTES
1.Subject: Approve Minutes of Regular Meeting on April 22, 2024
Recommended Action: Approve Minutes of Regular Meeting on April 22, 2024
A - Amended Draft Minutes
POSTPONEMENTS
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the Committee on any matter
within the jurisdiction of the Committee and not on the agenda. Speakers are limited to three (3)
minutes. In most cases, State law will prohibit the Commission from making any decisions with respect
to a matter not on the agenda.
OLD BUSINESS
NEW BUSINESS
2.Subject: ACTION ITEM Receive the Enterprise Risk Assessment Final Report and FY
2024-25 Internal Audit Work Plan
Recommended Action: 1. Receive the Enterprise Risk Assessment Final Report and
Forward to City Council
2. Receive the FY 2024-25 Internal Audit Work Plan and Forward to City Council
Presenter: Thomas Leung, Budget Manager and Moss Adams
3:15(10)
Staff Report
A – City of Cupertino Enterprise Risk Assessment Final Report
B – FY 2024-25 Internal Audit Work Plan
3.Subject: ACTION ITEM Status update for prior Internal Audit Work Plans in Fiscal
(FY) 2021-22 and FY 2022-23
Recommended Action: Receive status update report for prior Internal Audit Work
Plans in FY 2021-22 and FY 2022-23 and forward to City Council
Presenter: Toni Oasay-Anderson
3:25(10)
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Audit Committee Agenda June 24, 2024
Staff Report
A – Procurement Operational Review - Audit Recommendation Update
B – Fiscal Policy Inventory & Gap Analysis - Audit Recommendation Update
C – Capital Program Effectiveness - Audit Recommendation Update
D – Fraud, Waste, and Abuse Program - Audit Recommendation Update
E – Budget Process Review - Audit Recommendation Update
F – Enterprise Leadership Assessment - Audit Recommendation Update
G – Library Expansion Construction - Audit Recommendation Update
4.Subject: ACTION ITEM Receive the FY 2022-23 Annual Comprehensive Financial
Report (ACFR)
Recommended Action: Receive the FY 2022-23 ACFR and forward to City Council
Presenter: Jonathan Orozco, Finance Manager and The Pun Group
3:35(25)
A - ACFR Memo
B - Draft FY 2022-23 Annual Comprehensive Financial Report (ACFR)
5.Subject: INFORMATIONAL ITEM Receive the proposed Audit Committee 2024
Schedule and Workplan
Recommended Action: Receive the proposed Audit Committee 2024 Schedule and
Workplan
Presenter: Jonathan Orozco, Finance Manager and The Pun Group
4:00(10)
A - Proposed Audit Committee 2024 Schedule and Work Plan
STAFF AND COMMITTEE REPORTS
FUTURE AGENDA SETTING
ADJOURNMENT
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this
meeting who is visually or hearing impaired or has any disability that needs special assistance should
call the City Clerk's Office at 408-777-3223, at least 48 hours in advance of the meeting to arrange for
assistance. In addition, upon request, in advance, by a person with a disability, meeting agendas and
writings distributed for the meeting that are public records will be made available in the appropriate
alternative format.
Any writings or documents provided to a majority of the members after publication of the agenda will
be made available for public inspection. Please contact the City Clerk’s Office in City Hall located at
10300 Torre Avenue, Cupertino, California 95014, during normal business hours.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code section
2.08.100 written communications sent to the Cupertino City Council, Commissioners or City staff
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Audit Committee Agenda June 24, 2024
concerning a matter on the agenda are included as supplemental material to the agendized item. These
written communications are accessible to the public through the City’s website and kept in packet
archives. Do not include any personal or private information in written communications to the City
that you do not wish to make public, as written communications are considered public records and will
be made publicly available on the City website.
Members of the public are entitled to address the members concerning any item that is described in the
notice or agenda for this meeting, before or during consideration of that item. If you wish to address the
members on any other item not on the agenda, you may do so during the public comment .
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CITY OF CUPERTINO
Agenda Item
24-13239 Agenda Date: 6/24/2024
Agenda #: 1.
Subject: Approve Minutes of Regular Meeting on April 22, 2024
Approve Minutes of Regular Meeting on April 22, 2024
CITY OF CUPERTINO Printed on 6/20/2024Page 1 of 1
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City of Cupertino
Audit Committee Regular Meeting
Minutes
April 22, 2024
CALL TO ORDER
At 4:00 p.m., Chair Chen Schmidt called the special regular meeting to order in the City of
Cupertino Conference Room A, 10300 Torre Avenue.
ROLL CALL
Committee Members Present: Chair Eno Schmidt, Mayor Sheila Mohan, Committee member
Hanyan Wu, Councilmember Hung Wei
City Staff Present: Kristina Alfaro, Thomas Leung, Janet Liang, Matt Morley, Jonathan Orozco
Absent: Committee member Angela Chen
Guests: Carlos Oblites (Chandler), Haile Garcia (Moss Adams), Ryan Maxey (U.S. Bank), Jennifer
Meza (PARS), Will Rogers (PARS), Dennis Mullins (PFM Asset Management), Rick Rosenthal
(PFM Asset Management)
ORDERS OF THE DAY
1. APPROVE MINUTES OF SPECIAL MEETING ON MARCH 21, 2024
Mayor Mohan motioned; Committee member Wei seconded. No public comment. The motion
passes unanimously.
Chair Schmidt motioned an amendment to edit future minutes so that the Audit Committee
members that are on the City Council should be addressed as Council member in the minutes
instead of Committee member. The motion passes as amended unanimously.
POSTPONEMENTS
ORAL COMMUNICATIONS
Rhoda Fry provided comments. Brooke Ezzat provided comments.
OLD BUSINESS
NEW BUSINESS
2. Receive the Internal Audit and Fraud, Waste, and Abuse programs update
Garcia provided an update. Chair Schmidt asked if committee members were interested in seeing
the Fraud, Waste and Abuse reports, would it be available to view. Garcia noted that the reports
are confidential and is a requirement of State law and City policy.
No public comment.
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Mayor Mohan motioned to receive the report, Committee member Wu seconded. The motion
passes unanimously.
3. Receive OPEB & Pension Section 115 Trust Performance Report for Quarter Ending
December 31, 2023 and March 31, 2024
Meza provided an overview of the report. Rosenthal provided an overview of the report. Chair
Schmidt asked what the process is for eliminating certain stocks and if they are in communication
with city staff. Rosenthal noted that they do not communicate trades directly with the City, it is
included in the statements and the report shows the top 5 and bottom 5 contributors. Chair
Schmidt asked if they are worried about regional banking failures. Rosenthal noted that they have
not seen much of it in the last year. Commmittee member Wu asked if they have any
recommendations on the market trend. Rosenthal noted that they do not as they did a through
review not too long ago.
No Public Comment.
Councilmember Wei motioned to receive the report, Committee member Wu seconded. The
motion passes unanimously.
4. Receive the Treasurerʹs Investment Report for the Quarter Ending December 31, 2023 and
March 31, 2024
Orozco provided an overview. Oblites provided an overview. Chair Schmidt asked if we should
expect the portfolio to vary from the index in the future because of the duration. Oblites noted
yes, particularly on the front end because of the benchmark. Chair Schmidt asked if this leads
into the cash management issue for the City. Oblites noted yes and that there is a liquidity
component at the bank and at the State Pool ‐ LAIF to cover expenditures, payroll runs and AP
runs.
Committee member Wu asked about the $45 million LAIF transfer. Orozco noted that the City
transferred funds out and withholding the funds until then was driven by the unknown of the
CDTFA audit and a few other outstanding liabilities.
Mayor Mohan asked if it is common to move funds to LAIF. Orozco noted that the City
historically has maintained approximately $20 million but with clarity in the CDTFA audit and
repayment portion of it, funds were moved. Alfaro noted that staff looks at it on a regular basis
and make a decision on what we know at a given point in time. Mayor Mohan asked one of our
priorities is liquidity, how does LAIF play into it. Orozco noted that it is relatively liquid and that
it is around 4% return.
Committee member Wu asked what is the composition of the LAIF fund. Orozco noted that LAIF
is administered by the State of California and they set the restrictions and baseline. Oblites noted
that LAIF invests in money market securities and longer treasuries.
Rhoda Fry provided public comment.
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Councilmember Wei motioned to receive the report, Committee member Wu seconded. The
motion passes unanimously.
5. Annual Review of the City’s Investment Policy
Orozco provided an overview. Chair Schmidt asked about the initial allocation of $56.5 million
that was set aside for disputed sales tax revenue, how does it get into the investment policy.
Orozoco noted that the funds are set aside in the City’s accounting software and is unaffected or
may be affected by the investment policy as the City wants to shorten the maturity date.
Rhoda Fry provided public comment.
Mayor Mohan motioned to accept the report and forward to the City Council for approval,
Committee member Wu seconded. The motion passes unanimously.
6. Update on FY 2022‐23 ACFR and Supplemental Reports
Orozco provided an overview.
Rhoda Fry provided public comment.
7. Receive the proposed Audit Committee 2024 Schedule and Workplan
Orozco provided an overview.
Govind Tatachari and Rhoda Fry provided public comment.
STAFF AND COMMITTEE REPORTS
COMMITTEEMEMBER ATTENDANCE AT UPCOMING MEETINGS AND EVENTS
FUTURE AGENDA SETTING
ADJOURNMENT
The meeting adjourned at 5:56 p.m.
Recording Secretary:
Janet Liang, Management Analyst
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CITY OF CUPERTINO
Agenda Item
24-13240 Agenda Date: 6/24/2024
Agenda #: 2.
Subject:ACTION ITEM Receive the Enterprise Risk Assessment Final Report and FY 2024-25 Internal
Audit Work Plan
1. Receive the Enterprise Risk Assessment Final Report and Forward to City Council
2. Receive the FY 2024-25 Internal Audit Work Plan and Forward to City Council
Presenter: Thomas Leung, Budget Manager and Moss Adams
3:15(10)
CITY OF CUPERTINO Printed on 6/20/2024Page 1 of 1
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AUDIT COMMITTEE STAFF REPORT
Meeting: June 24, 2024
Subject
Receive the Enterprise Risk Assessment Final Report and FY 2024-25 Internal Audit Work Plan
Recommended Action
1. Receive the Enterprise Risk Assessment Final Report and Forward to City Council
2. Receive the FY 2024-25 Internal Audit Work Plan and Forward to City Council
Reasons for Recommendation
Background
As of FY 2021-22, Moss Adams LLP (“Moss Adams”) serves as the designated Internal Auditor
for the City of Cupertino (the City) and conducts projects focusing on:
Risks
Internal controls
Efficiency and effectiveness
Best practices
Compliance
As described in the internal audit charter, the Internal Auditor is appointed by and reports to the
Audit Committee and City Council. The Audit Committee and City Council approve the annual
audit work plan, review audit report findings and recommendations, and monitor the
implementation of recommendations.
2024 Enterprise Risk Assessment
As part of their internal audit work plan, Moss Adams conducted a triennial enterprise risk
assessment for the City. An enterprise risk assessment provides a snapshot of the risk landscape
at a specific point in time, reflecting current threats and vulnerabilities faced b y the City. It is a
recommended practice to regularly update an enterprise risk assessment to ensure that the City
maintains an accurate and up-to-date understanding of its risk environment.
This enterprise risk assessment provides a way for the leadership of the City to measure
uncertainty related to the City’s ability to achieve defined strategic objectives and operate
effectively. Risks are identified, analyzed, and measured by the level of inherent vulnerability,
10
the level of preparedness to mitigate them, and the impact such negative events could have on
the City should they occur. This assessment evaluates risk across 19 categories. This engagement
took place between December 2023 and May 2024 and is a point-in-time assessment. Additionally,
as stated in the report, the results of this ERA were largely impacted by views of the City’s
financial future; however, currently, management believes there is now a more optimistic outlook
on the City’s finances.
The previous Enterprise Risk Assessment was conducted in 2020 and presented to the Audit
Committee on February 22, 2021 and May 24, 2021 (continued from previous meeting), and to the
City Council on July 20, 2021.
Compared to 2020, the 2024 risk assessment results show that 42% of the City’s risk categories
have remained flat in their risk rating. There has been an increase in risk rating for 32% of
categories, and 26% of categories have decreased in their risk rating. Increased risk ratings are
largely driven by the change in the City’s financial situation, while decreased risk is due to the
City’s efforts in the intervening years to deploy risk mitigation strategies. This has involved
additional studies over the past three years to address areas of risk, including an Enter prise
Leadership Assessment, Budget Review, Capital Program Effectiveness Study, and Procurement
Operational Review.
Internal Audit Work Plan
The Internal Audit Work Plan, developed by Moss Adams, outlines the projects to be undertaken
in FY 2024-25. The Audit Committee and City Council prioritize the projects included in the work
plan.
The Audit Committee and City Council approved the following internal audit work plans in prior
years:
FY 2021-22:
o Procurement Operational Review
o Policy Inventory (Fiscal) and Plan
o Capital Program Effectiveness Study Fraud, Waste, and Abuse Program
FY 2022-23:
o Budget Process Review
o Enterprise Leadership Effectiveness Study
o Library Construction Audit
FY 2023-24:
o Enterprise Risk Assessment
o City Policy Inventory
For FY 2024-25, Moss Adams recommended the following internal audit work plan:
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Grants Management Internal Controls Review: Assess the internal controls in place over
the City’s grants management activities (including applications, review, administration,
and reporting). (16 weeks, $25,000)
Special Revenue Funds Process Review: Document the process used for special revenue
fund accounting, identify gaps compared to best practices, and conduct testing of prior
years’ accounting. (16 weeks, $18,000)
Recommendation Validation Process Establishment: Inventory prior internal and external
audit recommendations, collaborate with City staff to develop a tracking mechanism and
process to report and validate recommendation implementation (20 weeks, $10,000)
Ongoing Internal Audit Services Attend Audit Committee and Council meetings, prepare
status reports, manage internal audit program, and monitor FWA hotline. ($7,000)
Next Steps
From the risk assessment results, Moss Adams prioritized and recommended an internal audit
plan for FY 2024-25. If the City Council approves the recommended internal audit work plan,
Moss Adams will complete the recommended projects and present the audit reports to the Audit
Committee for review and the City Council for acceptance. The audit reports will be available on
the City’s website at cupertino.org/finance under Internal Audit.
Sustainability Impact
No sustainability impact.
Fiscal Impact
In the FY 2024-25 Adopted Budget, the City has budgeted $60,000 for the internal audit contract
in the contracts category of the accounting program (GL 100-41-405 700-702). No additional
appropriations are requested.
California Environmental Quality Act
Not applicable.
_____________________________________
Prepared by: Thomas Leung, Budget Manager
Reviewed by: Kristina Alfaro, Director of Administrative Services
Approved for Submission by: Pamela Wu, City Manager
Attachments:
A – City of Cupertino Enterprise Risk Assessment Final Report
B – FY 2024-25 Internal Audit Work Plan
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Proprietary & Confidential
FINAL REPORT
City of Cupertino
ENTERPRISE RISK ASSESSMENT
May 23, 2024
Moss Adams LLP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500
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Enterprise Risk Assessment Report
Table of Contents
Executive Summary 1
A. Project Scope 1
B. Risk Assessment Framework 1
C. Risk Assessment Results 2
Introduction 4
A. Project Scope 4
B. Methodology 4
Risk Assessment Framework 5
Definition of Risk Levels 6
C. External Environment 8
D. Comparison to 2020 Risk Assessment 9
E. Risk Assessment Employee Survey Results 10
Risk Assessment Results 12
A. High Risk Categories 12
Funding and Economics 12
B. Moderate to High Risk Categories 15
Capital Improvement Program 15
Compliance and Financial Reporting 17
Human Resources 20
Planning and Strategy 25
C. Moderate Risk Categories 27
Asset Management 27
Governance 29
Internal Controls 32
Management and Leadership 33
Operations and Service Delivery 35
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Table of Contents – Continued
Enterprise Risk Assessment Report
Organization and Staffing 38
Policies and Procedures 40
Procurement and Contracting 41
Reputation and Public Perception 44
Risk Programs 46
D. Low to Moderate Risk Categories 49
Accounting and Finance 49
Ethics and Fraud, Waste, and Abuse 51
Information Technology 54
Public Safety and Security 58
Appendix A: Employee Survey Results 61
A. Survey Respondent Profile 61
B. Risk Category Ratings 61
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EXECUTIVE SUMMARY
As part of our internal audit workplan, Moss Adams LLP (Moss Adams) conducted a triennial
enterprise risk assessment for the City of Cupertino (the City). An enterprise risk assessment
provides a snapshot of the risk landscape at a specific point in time, reflecting current threats and
vulnerabilities faced by the City. It is a recommended practice to regularly update an enterprise risk
assessment to ensure that the City maintains an accurate and up-to-date understanding of its risk
environment.1
This enterprise risk assessment provides a way for the leadership of the City to measure uncertainty
related to the City’s ability to achieve defined strategic objectives and operate effectively. Risks are
identified, analyzed, and measured by the level of inherent vulnerability, the level of preparedness to
mitigate them, and the impact such negative events could have on the City should they occur. This
assessment evaluates risk across 19 categories. This engagement took place between December
2023 and May 2024.
For each risk category, our assessment includes an overview of each risk condition, including the
current risk level, likelihood, impact, preparedness, and trajectory (defined in the table below). Risk
mitigation identifies potential strategies to reduce overall risk for each category. The residual risk level
represents the probable risk exposure after mitigation efforts are implemented. These elements make
up the risk assessment framework, which is guided by the Committee of Sponsoring Organizations of
the Treadway Commission’s (COSO) Enterprise Risk Management (ERM) methodology. The COSO
framework is supported by the Institute of Internal Auditors (IIA), American Institute of Certified Public
Accountants (AICPA), and American Accounting Association (AAA).
RISK LEVEL Level of uncertainty that could impair functions and processes, in the absence of
any actions taken to alter either the risk’s likelihood or impact.
LIKELIHOOD Qualitative assessment of the probability of a negative event occurring, given
the current risk conditions.
IMPACT Level of potential impact of a negative event on strategy, people, operations,
systems, and resources.
PREPAREDNESS Level of preparedness through activities and resources to manage risks and
minimize and limit potential losses.
TRAJECTORY Trajectory of the risk level, given the current risk conditions.
1 Committee of Sponsoring Organizations of the Treadway Commission. 2012. “Risk Assessment in Practice.” Accessed April
8, 2024: https://www.coso.org/_files/ugd/3059fc_cdb2016e5bf64213a5ca726b7846856d.pdf
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RISK MITIGATION Potential strategies for reducing risk.
RESIDUAL RISK Possible remaining exposure after known risks have been mitigated through
specific actions.
The assessment evaluates the City’s risks across 19 categories. The table below presents the
summary results of the assessment.
RISK CATEGORY IMPACT LIKELIHOOD PREPAREDNESS TRAJECTORY
High Risk
Funding and Economics High High Moderate to High Flat
Moderate to High Risk
Capital Improvement
Program Moderate to High Moderate Low to Moderate Increasing – Low
Compliance and
Financial Reporting Moderate Moderate to High Low to Moderate Flat
Human Resources High Moderate to High Moderate Increasing – Low
Planning and Strategy Moderate Moderate to High Moderate Increasing – Low
Moderate Risk
Asset Management Moderate to High Moderate Moderate Flat
Governance Moderate to High Moderate Moderate Decreasing – Low
Internal Controls Moderate Moderate Moderate Flat
Management and
Leadership Moderate Moderate to High Moderate Flat
Operations and Service
Delivery Moderate to High Moderate Moderate Flat
Organization and
Staffing Moderate to High Moderate Moderate Increasing – Low
Policies and Procedures Moderate Moderate Moderate Flat
Procurement and
Contracting Moderate Moderate to High Moderate Decreasing – Low
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RISK CATEGORY IMPACT LIKELIHOOD PREPAREDNESS TRAJECTORY
Reputation and Public
Perception Moderate Moderate Moderate Increasing – Low
Risk Programs Moderate to High Moderate Moderate Flat
Low to Moderate Risk
Accounting and Finance Moderate Low to Moderate Moderate Flat
Ethics and Fraud,
Waste, Abuse Moderate Low to Moderate Moderate to High Decreasing – Low
Information Technology Moderate to High Low to Moderate Moderate to High Flat
Public Safety and
Security Moderate Low to Moderate Moderate Flat
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INTRODUCTION
The City engaged its internal auditor, Moss Adams LLP (Moss Adams), to conduct an independent
enterprise risk assessment to analyze the City’s overarching areas of risk. Periodically conducting an
enterprise risk assessment enables the City to monitor risk over time, as well as identify emerging
risks, and prioritize the implementation of mitigation strategies to address the most critical areas. The
enterprise risk assessment process followed conventional ERM methodology as defined by COSO
and embraced by IIA.
The Moss Adams team evaluated 19 categories of risk that collectively comprise operations across
the organization. Risk assessment procedures include identifying the current levels of risk, the
likelihood of a negative event occurring, the impact of a negative event, and the level of preparedness
in terms of mitigating negative events. All City departments were included in the risk assessment
process. This assessment incorporates information provided by City Council members, senior
leadership, managers, supervisors, and staff.
The enterprise risk assessment process reflects a specific point in time. This engagement was
conducted between December 2023 to May 2024. Both the overall risk ratings and trajectory levels
are directly connected to this timing.
The enterprise risk assessment process consists of four phases: 1) planning, 2) fact finding,
3) analysis, and 4) reporting. Planning included requesting documents, identifying which individuals to
interview, and timing the all-staff survey. Fact finding encompassed document review, analysis of
existing data, interviews, and an online survey sent to City employees. Analysis included assessment
of the level of uncertainty associated with each risk factor, including the potential for impact on the
City’s operations. Reporting entailed the development of draft and final deliverables as well as follow-
up discussions with management and presentation to key stakeholders.
The activities and goals for each phase are described in detail below.
PLANNING
We began planning our assessment by requesting a standard set of
documents and data from the City, including (but not limited to) prior risk
assessments, audits, public website documents, and financial reports. We
used these documents to identify individuals to interview and additional
document needs based on business processes and functional areas.
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FACT FINDING
Fact finding encompassed reviewing documents received, interviewing
employees and City Council members, and soliciting employee feedback
via an online survey. During this phase, we gathered information to gain a
clear understanding of the City’s processes and the way it operates to
achieve its goals and purpose.
ANALYSIS
With the information collected and compiled, we performed a risk analysis
that included a comprehensive review and evaluation of the various
categories of risks. This analysis included assessing current risk
conditions and trajectory, the level of preparedness efforts to mitigate
risks, and the probability and potential impact a negative event may have
on the City’s ability to achieve its mission, vision, and strategic goals.
REPORTING
During the reporting phase, we developed preliminary observations to
verify facts. Preliminary observations were reviewed with City leadership
and feedback incorporated into the draft report. The draft report was
developed and submitted to City leadership for review. Based on
feedback, we finalized the report for delivery to City leadership and
presentation to the Audit Committee.
The enterprise risk assessment process relies on data and documents obtained from the City. By
design, the assessment process requires access to all senior leadership and many department and
division managers. Full disclosure of information has been assumed in this process.
The process to identify and assess risks considers both internal and external factors. As part of this
risk assessment, Moss Adams used a variety of techniques, both qualitative and quantitative, to
identify external and internal factors that contribute to risk. Risk assessments involve a dynamic and
iterative process to identify and analyze risks to the City’s ability to achieve its objectives, forming a
basis for determining how risks should be managed.
For each of the risk categories assessed, our risk assessment includes an overview of the risk
condition at the City, including the current risk level, likelihood, impact, preparedness, and trajectory
(defined in the table below). Risk mitigation identifies potential strategies to reduce overall risk for
each category, and residual risk represents the probable risk exposure after risk mitigation efforts
have been implemented. The elements outlined below make up the risk assessment framework and
are industry standard as defined by COSO’s ERM methodology.
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RISK LEVEL
Level of uncertainty that could impair functions and
processes, in the absence of any actions taken to
alter either the risk’s likelihood or impact.
● Low
● Low to Moderate
● Moderate
● Moderate to High
● High
IMPACT
Level of potential impact of a negative event on
strategy, people, operations, systems, and
resources.
● Low
● Low to Moderate
● Moderate
● Moderate to High
● High
LIKELIHOOD
Qualitative assessment of the probability of a
negative event occurring, given the current risk
conditions.
● Low
● Low to Moderate
● Moderate
● Moderate to High
● High
PREPAREDNESS
Level of preparedness through activities and
resources to manage risks and minimize and limit
potential losses.
● Low
● Low to Moderate
● Moderate
● Moderate to High
● High
TRAJECTORY
Trajectory of the risk level, given the current risk
conditions.
● Decreasing – High
● Decreasing – Low
● Flat
● Increasing – Low
● Increasing – High
RISK MITIGATION
Potential strategies for reducing risk. Based on the current risk
conditions
RESIDUAL RISK
Possible remaining exposure after known risks have
been mitigated through specific actions.
● Low
● Low to Moderate
● Moderate
● Moderate to High
● High
For each risk factor category, Moss Adams assigned an overall risk rating. The risk levels are
intended to provide City leadership with a means of prioritizing remediation efforts. Definitions of each
level of risk, impact, likelihood, preparedness, and trajectory are provided in the following tables.
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RISK LEVEL DEFINITIONS
Risk Significance
High Represents significant risks that should be addressed immediately.
Moderate to High Represents serious risks that should be addressed expeditiously.
Moderate Represents moderate risks that should be addressed as soon as reasonably
possible.
Low to Moderate Represents ordinary risks that should be addressed during the next review
cycle.
Low Represents a minor threat to the organization.
IMPACT LEVEL DEFINITIONS
Impact Significance
High Threatens the success of the organization/service delivery.
Moderate to High Substantial impact on time, cost, or quality.
Moderate Notable impact on time, cost, or quality.
Low to Moderate Minor impact on time, cost, or quality.
Low Negligible impact.
LIKELIHOOD LEVEL DEFINITIONS
Likelihood Significance
High Almost certain to occur with current risk conditions.
Moderate to High Very likely to occur with current risk conditions.
Moderate Likely to occur with current risk conditions.
Low to Moderate May occur with current risk conditions.
Low Unlikely to occur with current risk conditions.
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PREPAREDNESS LEVEL DEFINITIONS
Preparedness Significance
Low Minimal risk preparedness activity.
Low to Moderate Preliminary risk preparedness efforts have been initiated, though few, if any,
have been implemented.
Moderate Deliberate risk preparedness efforts are underway; important gaps remain.
Moderate to High Risk preparedness efforts are well-established, documented, and stable.
High Risk preparedness activities are robust and likely to be sustained, with readily
available evidence attesting to this level of achievement.
TRAJECTORY DEFINITIONS
Trajectory Significance
Increasing – High Inherent risk is increasing significantly in current conditions.
Increasing – Low Inherent risk is increasing somewhat in current conditions.
Flat Inherent risk is holding steady in current conditions.
Decreasing – Low Inherent risk is decreasing somewhat in current conditions.
Decreasing – High Inherent risk is decreasing significantly in current conditions.
The external environment can have a significant impact on the City's enterprise risk profile by
introducing risks and uncertainties that may affect the City's operations and goals; however, these
factors are not necessarily within the City’s ability to control or influence. For example, some of the
key factors that may influence the external environment and, therefore, the enterprise risk
assessment for the City include:
• Economic Conditions: Prevailing economic conditions, such as inflation, interest rates, and
market fluctuations, can impact financial health, revenue streams, and investment opportunities.
• Political Climate: The political climate can also affect risk exposure. For example, changes in
local, state, or federal laws and regulations can create new compliance obligations or financial
penalties.
• Natural Disasters and Climate Change: Natural disasters, such as floods, hurricanes, or
earthquakes, can significantly impact the infrastructure and operations.
• Social and Demographic Changes: Changes in population demographics and social trends can
also affect the risk assessment. For example, an aging population may require more health care
services, and changes in consumer preferences may impact the City's tourism industry.
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Several significant trends have emerged at the national level that influence the City’s risk profile.
Economically, inflation rates have risen steadily, driven by global supply chain disruptions and
increased consumer demand, posing challenges for cities in managing budgets and funding priorities.
Additionally, legislative and regulatory changes have been notable, with new environmental
regulations and infrastructure investment initiatives impacting planning and compliance requirements.
Extreme weather events, including hurricanes, wildfires, and floods, have intensified due to climate
change, emphasizing the urgency to invest in infrastructure resilience and emergency response
capabilities. Demographic shifts have continued, characterized by ongoing urbanization and an aging
population, influencing service demand for health care, housing, and social services within cities.
These national trends underscore the importance for cities to regularly update their risk assessments
to account for evolving external factors and develop adaptive strategies to mitigate potential risks and
capitalize on emerging opportunities. Prominent at the time of this report was the revenue shortfall
resulting from a state audit (see Funding and Economics).
Compared to 2020, the 2024 risk assessment results show that 42% of the City’s risk categories have
remained flat in their risk rating. There has been an increase in risk rating for 32% of categories, and
26% of categories have decreased in their risk rating. Increased risk ratings are largely driven by the
change in the City’s financial situation, while decreased risk is due to the City’s efforts in the
intervening years to deploy risk mitigation strategies. This has involved additional studies over the
past three years to address areas of risk, including an Enterprise Leadership Assessment, Budget
Review, Capital Program Effectiveness Study, and Procurement Operational Review.
The following table presents the results from the 2020 assessment alongside the 2024 results.
SUMMARY OF RISK LEVEL RATING CHANGES
RISK CATEGORY 2020 RISK LEVEL 2024 RISK LEVEL CHANGE
Funding and Economics Moderate High
Capital Improvement Program Moderate Moderate to High
Compliance and Financial Reporting Moderate Moderate to High
Human Resources Moderate to High Moderate to High
Planning and Strategy Moderate to High Moderate to High
Asset Management Low to Moderate Moderate
26%42%32%
Decreasing Flat Increasing
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RISK CATEGORY 2020 RISK LEVEL 2024 RISK LEVEL CHANGE
Governance High Moderate
Internal Controls Moderate Moderate
Management and Leadership Low to Moderate Moderate
Operations and Service Delivery Moderate Moderate
Organization and Staffing Moderate Moderate
Policies and Procedures Moderate to High Moderate
Procurement and Contracting High Moderate
Reputation and Public Perception Low to Moderate Moderate
Risk Programs Moderate Moderate
Accounting and Finance Low to Moderate Low to Moderate
Ethics and Fraud, Waste and Abuse Moderate Low to Moderate
Information Technology Moderate to High Low to Moderate
Public Safety and Security Low to Moderate Low to Moderate
Distribution of a risk assessment survey offers staff the opportunity to identify perceived strengths and
weaknesses of the City, which helps us assess potential opportunities for improvement and identify
areas of specific vulnerability. The survey poses a variety of statements to employees, including
rating scale questions as well as open-ended questions for each risk category. The confidential
questionnaire was distributed to employees and was open for submission between January 29 and
February 8, 2024. Out of the 198 full-time employees invited to take the survey, 92 individuals
submitted responses to the survey (a participation rate of 46%). Survey responses are noted in each
section, while respondent demographics and overall risk ratings are included in Appendix A of this
report.
While survey responses were considered as part of the overall context for each category, staff ratings
for each category are not used as a formal component of the final risk rating. Rather, they provide
additional context, a means to understand staff sentiment, and a method to identify trends occurring
across departments.
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RISK CATEGORY RISK ASSESSMENT
EMPLOYEE SURVEY
RESULTS
Accounting and Finance Low to Moderate Moderate
Asset Management Moderate Low
Capital Improvement Program Moderate to High Low to Moderate
Compliance and Financial Reporting Moderate to High Low to Moderate
Ethics and Fraud, Waste, Abuse Low to Moderate Low
Funding and Economics High Moderate to High
Governance Moderate Moderate
Human Resources Moderate to High Low
Information Technology Low to Moderate Low
Internal Controls Moderate Not Surveyed
Management and Leadership Moderate Moderate to High
Operations and Service Delivery Moderate Low to Moderate
Organization and Staffing Moderate Moderate
Planning and Strategy Moderate to High Moderate
Policies and Procedures Moderate Moderate
Procurement and Contracting Moderate Moderate
Public Safety and Security Low to Moderate Low
Reputation and Public Perception Moderate Low
Risk Programs Moderate Low
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RISK ASSESSMENT RESULTS
For each of the risk categories assessed, our risk assessment includes an overview of the risk
condition, including the levels of overall risk, impact, likelihood, preparedness, and trajectory of the
risk conditions. We identified potential risk mitigation strategies intended to reduce overall risk for
each category. The residual risk level represents the probable risk exposure after risk mitigation
efforts are implemented.
Results are grouped by overall risk level, in order of highest to lowest. The levels and corresponding
color coding for each risk condition, impact, likelihood, preparedness, and trajectory are represented
in the table below. Definitions of the risk category components are addressed in the Risk Assessment
Framework section of this report.
Impact
Likelihood
Preparedness
Trajectory
High High Low Increasing – High
Moderate to High Moderate to High Moderate to High Increasing – Low
Moderate Moderate Moderate Flat
Low to Moderate Low to Moderate Moderate to High Decreasing – Low
Low Low High Decreasing – High
OVERALL RISK LEVEL: HIGH
Impact
Likelihood
Preparedness
Trajectory
HIGH HIGH MODERATE TO HIGH FLAT
Risk Mitigation
● Continue to pursue expenditure and service reductions to achieve a balanced
budget for fiscal year (FY) 2025 without the use of reserve funds.
● Continue to explore opportunities to diversify revenues and optimize the City’s
revenue strategy.
● Create a Citywide grant strategy to fully leverage grant funding opportunities
(see also Capital Improvement Program).
RESIDUAL RISK: MODERATE
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Risk Areas: Risks associated with revenue sources, funding levels, cash management, liquidity, expenditure
rates and commitments, debt management, and inter-organizational business.
Scope: The funding and economic factors that impact the organization’s ability to maintain operations and
deliver programs and services. Whether within the organization’s realm of influence (or outside of their
control), the funding and economic factors impact the organization’s long-term fiscal stability as well as its
ability to mitigate the negative impacts of extraordinary risk such as regional changes and national economic
volatility.
The City has historically maintained a structurally sound budget, with revenues surpassing
expenditures in most FYs. Additionally, the City has several controls in place to reduce funding and
economic risks, including the following:
• The City develops medium-term and long-term financial forecasts as part of the budget process
to help identify potential structural budget issues in advance and adjust as needed. The City also
has a long-term financial stability policy that sets requirements for long-term financial planning for
technology automation, revenue and expenditure forecasting, and decreasing expenditure and
risk exposures.
• The City has an established reserves policy that requires a set dollar amount of reserves be
maintained for various needs, including economic uncertainty, pension obligations, capital
projects, sustainability, and other unassigned needs. Reserves reduce risks associated with
unexpected revenue shortfalls or expenses.
• The City’s budget includes contingency funds that cover maintenance and operational funding for
Public Works, as well as contingency funds for disaster response.
Based on the City’s FY24 budget, the City’s General Fund revenues are primarily reliant on property
tax (40%), charges for service (15%), sales tax (14%), and transient occupancy tax (9%). Estimated
sales tax revenues decreased 64.2% from FY23 when they represented 34% of the City’s General
Fund revenues. This shift was due to a 2023 audit by the California Department of Tax and Fee
Administration (CDTFA) that altered the sales tax revenue received by the City. As a result of the
CDFTA’s audit decision, the City is estimated to experience an ongoing 73% ($30 million/year)
decline in sales tax revenue. In addition to the annual decline in sales tax revenue, the CDTFA audit
may call for the City to return sales tax revenue.
The City was able to manage the revenue shortfall resulting from the CDTFA audit in the short term
by relying on its reserves. In FY24 the City’s adopted general fund budget of $86.1 million was funded
with about $5.8million in one-time funds. However, based on the FY24 budget, the ongoing drop in
sales tax revenue has put the City in a structural deficit, meaning ongoing expenses are projected to
exceed ongoing revenue. The use of reserves to close the structural deficit is not sustainable in the
long term. Additionally, the City’s Balanced Budget Policy requires the City to only deploy reserves
with a plan to return to structural balance.
Balanced Budget Plan
To return to structural balance, the City plans to cover 85% of the expected $30 million in reduced
annual sales tax revenue through expenditure reductions, including $15 million in reductions through
the selective elimination of vacant positions, decreased transfers from the General Fund to other
funds, use of the City’s Section 115 Trust to fund Other Post-Employment Benefits/Retiree Health
(OPEB) costs, and other expenditure decreases. The remaining $15 million in reductions is expected
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to be achieved through service-level reductions, such as reductions to operations and maintenance,
infrastructure, technology improvements, community events, and potential revenue generation
measures or fee increases. The strategies to fully address the structural deficit are actively in
development, meaning that the budget deficit has not yet been resolved. This is the main driver of the
increased risk rating in this area compared to the 2020 risk assessment.
To address the structural deficit, the City also explored opportunities to diversify and optimize its
revenue sources, specifically increased taxes. After community polling indicated limited community
support for increased taxes, the City Council unanimously voted to stop exploring ways to create new
taxes or increase taxes in February 2024.
The City also completed a fee study in January 2024, which determined the City was under-
recovering its costs by approximately 12%. In May 2024, City Council adopted a revised fee schedule
for FY25 to better recover costs. Several interviewed staff also noted there may be opportunities for
the City to explore additional grant opportunities to support financial needs, such as those related to
capital improvements (see also Capital Improvement Program); however, the City does not have a
Citywide grant strategy in place to fully capitalize on potential grant opportunities.
Staff Perceptions
The impacts of the CDTFA audit have somewhat impacted employees’ outlook on the City’s financial
future. Most survey respondents (64%) rated the current trajectory of the City’s financial future as
poor (54%) or terrible (10%). Survey responses reflect staff’s attitudes at a particular moment in time
in early 2024, when the revenue shortfall was relatively new information. At the time of this report’s
finalization, management shared the belief that there is now reason to be cautiously optimistic
because the full monetary impact of the CDTFA audit on the City’s budget is now clear and the City is
actively developing strategies to adapt its budget to the new reality (see also Accounting and
Finance).
Q: How would you rate the current trajectory of the City's financial future?
7%29%54%10%
Excellent Good Average Poor Terrible
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OVERALL RISK LEVEL: MODERATE TO HIGH
Impact
Likelihood
Preparedness
Trajectory
MODERATE TO HIGH MODERATE LOW TO MODERATE INCREASING – LOW
Risk Mitigation
● Develop a long-range Capital Improvement Program (CIP) to strategically guide
capital improvement investments.
● Develop a standardized and transparent process to prioritize CIP projects.
● Create a Citywide grant strategy to fully leverage grant funding opportunities,
including for CIP projects (see also Funding and Economics).
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with CIP, including planning, financing, construction, close-out, and capital
asset management (including preservation and maintenance), tracking, reporting, accountability, and
inventory.
Scope: In construction, issues of risk are closely tied to schedule, site unknowns, and budget issues. In
addition, construction contracts must be monitored to ensure full compliance with equal employment
opportunity, discrimination, prevailing wage, and fair labor standards laws.
The CIP Division plans, manages, and implements improvements to City land, parks, buildings, and
infrastructure, and ensures that all public improvements are designed and constructed in alignment
with community expectations and City standards. The CIP Division is within the City’s Public Works
department and includes a budgeted staff of 5.8 full-time equivalent (FTE) positions (as of FY24).
Each year, the CIP Division develops a schedule of proposed capital improvement projects ranked by
priority that includes an estimate of project costs and financing sources. The annual CIP plan and
budget are reviewed and approved by the City Council.
In 2022, a Capital Program Review found that although the City’s capital planning process is well-
defined, it lacks two industry-standard best practices: 1) a long-range CIP plan and 2) a standardized
project prioritization process. These two conditions still exist and are the main drivers of risk in this
area.
• Long-Range CIP Plan: The Annual CIP Budget document focuses on the current FY. While it
includes existing projects with multi-year funding that are intended to be in progress or completed
over the course of the next five years, the plan does not provide a clear view of the City’s planned
capital improvements beyond the upcoming year. The document does not include planning for
projects starting in later years and does not maintain future estimates of CIP project impacts on
the City’s operating budget.
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It is industry best practice for municipalities to develop a long-term (three to five years) CIP plan 2.
A long-term CIP plan enables the City to be more strategic when prioritizing and planning for
upcoming projects and is designed to be amended on an annual basis. The lack of a long-term
CIP plan can make it challenging for the City to develop a comprehensive long-range estimate of
its unfunded CIP projects. Additionally, it may be more difficult to establish a strategic direction for
capital spending, efficiently use resources, and identify opportunities to leverage funding from
external sources, such as grants or partnerships. City staff shared the intention to eventually
move to the development of a multi-year CIP; however, the budget shortfall has made multi-year
budgeting exceptionally difficult.
• Standardized Project Prioritization Process: The selection of CIP projects is informed by
needs identified in various planning documents and an annual process by which individual
departments submit project requests. Projects are then prioritized by the CIP Division staff who
evaluate various factors, including health and safety, available funding and grant opportunities,
and political and community interest. High-priority projects are then submitted to City Council for
approval. While the CIP Budget document lists several principles for project evaluation, the City
has not yet adopted a standardized or quantitative set of evaluative criteria to guide the
prioritization process. Over half of survey respondents rated the processes used to identify and
prioritize CIP projects as average (39%), poor (16%), or terrible (3%).
• Without a clear process in place for prioritization, the City may not be able to effectively prioritize
critical infrastructure needs or maintenance projects that could extend the life of the City’s current
assets. In light of future constraints to City resources, including staff and funds, it will become
more important for the City to develop a robust project prioritization process.
Q: How would you rate the processes the City uses to identify and prioritize capital improvement
projects?
The 2022 Capital Program Review also noted that the City had not yet developed a comprehensive
grant strategy to take advantage of CIP funding opportunities outside of City revenues. While grant
funding is currently being used on CIP projects, developing a standard approach would enable the
City to take advantage of large multi-year grant funding sources and would add stability to CIP
funding.
2 Government Finance Officers Association. 2008. “Master Plans and Capital Improvement Planning.” Accessed April 25, 2024:
https://www.gfoa.org/materials/master-plans-and-capital-improvement-planning
42%39%16%3%
Excellent Good Average Poor Terrible
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OVERALL RISK LEVEL: MODERATE TO HIGH
Impact
Likelihood
Preparedness
Trajectory
MODERATE MODERATE TO HIGH LOW TO MODERATE FLAT
Risk Mitigation
● Continue efforts to update policies and procedures to reduce compliance-
related risks.
● Continue efforts to improve compliance-related training.
● Review financial reporting and related processes to identify opportunities for
streamlining and improving processes.
● Implement improved grants management controls, including documented
policies and procedures, increased training, and effective tracking processes.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with compliance with laws, regulations, and requirements. Also, risks
associated with financial reporting (content, distribution, assembly, utilization, frequency, formatting, accuracy,
and reliability).
Scope: Risks organizations face when they are unable to follow internal policies, government laws, and
regulations, which may be subjected to legal penalties and financial fines. Financial reporting includes
deliverables such audited annual financial statements. Reliable financial information is fundamental to
planning, budgeting, pricing, evaluating vendor performance, assessing partnerships, and a range of other
operational and strategic activities.
Cities are expected to remain in compliance with a large and growing number of laws and regulations,
including but not limited to requirements related to financial statements, labor, health and safety, and
the environment. Failure to meet compliance regulations can lead to a variety of consequences
ranging from legal penalties to financial loss to reputational damage. As is common in most
organizations, compliance at the City is managed by a combination of departments and individuals
depending on the specific area of compliance. Key departments involved in ensuring the City remains
compliant with laws and regulations include the City Attorney’s Office, Finance, HR, and IT.
Effective compliance management requires both clearly defined and up-to-date policies and
procedures and regular staff training and education. While the City has taken action to improve its
policy and procedure environment since 2020 (see also Policies and Procedures), there are key
policy and procedure gaps that are important to reduce compliance-related risks, including the
following:
• The City’s Administrative Rules and Regulations of the Personnel Code have not been updated
since 2013, though staff reported updates have been drafted and are under review (see also
Human Resources).
• The City adopted a City Council Grant Policy that does establishes Council authority for the
application, acceptance, and reporting of grants. However, the City has not yet adopted
comprehensive grants management policies and procedures to ensure that grants are managed
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efficiently, effectively, and in compliance with relevant rules and regulations. Staff is currently
working on documenting grants management policies and procedures, but these have not yet
been finalized. Grants management policies and procedures are important to promote
compliance with grants and other financial reporting requirements.
In addition to policies and procedures, regular training and education can help increase awareness
and understanding of compliance requirements and reduce the risk of unintentional violations. Staff
reported the City recently improved processes for tracking staff completion of required compliance-
related training, such as mandatory safety training. However, 34% of surveyed employees reported
that the quality of training and resources provided to stay abreast of compliance concerns was
average. Since all employees share responsibility for compliance and any employee’s actions or
decisions can have compliance implications, it is important for compliance-related training to be
comprehensive and high quality. Surveyed employees suggested that training could be improved by
expanding the training offered internally rather than from regional or state sources and offering
guidance and training related to grant management and adherence to grant requirements.
Q: How would you rate the quality of resources/training provided at the City about how to remain in
compliance with laws, regulations, and requirements?
Total equals 101% due to rounding.
Of survey respondents, only 36% of employees reported confidence that the City is unlikely to
experience an issue with compliance in the next year. This indicates there may be a lack of
confidence among some employees in the City’s compliance management process or that staff are
not fully aware of compliance management processes. It can also be attributed to the changing
regulatory environment at the federal and state levels, which is outside of the City’s control.
Uncertainty is often a driver of heightened feelings of risk. As noted above, awareness is a critical
component of effective compliance management.
Q: What are the chances that the City will experience any issue with compliance (late or missed
reporting, noncompliance with safety requirements, breach of sensitive data, etc.) in the next year?
Financial Reporting
Cities are subject to a variety of laws and regulations that are designed to ensure transparency,
accuracy, and accountability in financial reporting. The City’s most recent published Single Audit
(FY22) found the City did not have proper internal controls in place to ensure appropriate segregation
7%42%34%16%2%
Excellent Good Average Poor Terrible
11%25%38%23%3%
Extremely unlikely Somewhat unlikely Uncertain Somewhat likely Extremely likely
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of duties between report preparation and approval or timely filing of financial reports in compliance
with federal regulations for American Rescue Plan Act (ARPA) funding. Such issues can lead to the
City being noncompliant with laws, regulations, and the terms and conditions of federal grant awards.
In response to this finding, the City added additional staff to the Treasury COVID-19 Relief Hub to
address segregation of duties and staffing needs and began a Finance team group email to ensure
that staff receive reminder emails on reporting deadlines. Strengthening grant management policies
and procedures and using a consistent grant management tracking system would also strengthen
controls in this area.
Some employees also reported that the City’s financial system limits the effectiveness of the City’s
financial reporting. The system is not intuitive and there is not sufficient training available to navigate
it, which can make financial reporting a more difficult process. A system replacement was planned but
has been postponed due to budget cuts. The Finance Department is working on updated Standard
Operating Procedures for financial reporting to improve challenges in this area.
Timeliness of financial reporting is also important for cities to reduce risks related to compliance and
to support informed decision-making. Overall, survey respondents rated the timeliness of financial
information as excellent (10%), good (35%), or average (38%).
Q: How would you rate the timeliness of the financial information you receive (e.g., reports, response time to requests, etc.)?
Total equals 99% due to rounding.
Grant Management
As discussed in Funding and Economics, although grant funding is not a significant portion of the
City’s overall revenue, it is likely that it will become an increasingly important source of revenue as
the City aims to achieve a balanced budget in the future.
Grant management in the City is decentralized. Grant management, including identification,
application, and administration, is tracked by individual departments. Reporting on program
performance and grant compliance is conducted by individual departments. Financial reporting on
grants is conducted by the Finance Division. Successful decentralization relies on comprehensive,
accessible, and updated policies and procedures in addition to strong internal controls.
As noted above, the City does not have documented grants management policies and procedures,
which are important to promote compliance with grants and other financial reporting requirements.
The City also lacks a grant management tracking system to support effective tracking of grant
activities and compliance with grant requirements. Staff also reported concerns over individuals with
limited experience in grant management being called upon to manage increasingly complex grants.
10%35%38%11%5%
Excellent Good Average Poor Terrible
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To mitigate risk in this area the City can implement improved grants management controls, including
documented policies and procedures, increased training, and effective tracking processes. Staff note
that access to in-house grant management training would be extremely helpful.
OVERALL RISK LEVEL: MODERATE TO HIGH
Impact
Likelihood
Preparedness
Trajectory
HIGH MODERATE TO HIGH MODERATE INCREASING – LOW
Risk Mitigation
● Maintain a one- to three-year schedule for updates to the Administrative Rules
and Regulations of the Personnel Code.
● Continue to prioritize steps to mitigate turnover, including at the manager level.
● Develop the performance appraisal process to incorporate employee goals and
growth plans and to move away from a paper-based process.
● Continue pursuing formal opportunities for employees to provide upstream or
360 evaluations.
● Prioritize retaining professional development opportunities.
● Provide formal management training to new managers and supervisors.
● Consider using a centralized training management system to track training
requirements, schedules, and completions throughout the City.
● Develop formal cross-training and succession planning guidance.
● Develop strategies for diversifying the City’s workforce.
RESIDUAL RISK: MODERATE
Risk Areas: Risks associated with labor management/contracts, employee performance, training,
compensation, benefits, turnover, grievances, overtime, resource availability, and communication.
Scope: Human capital and resource practices can span functions, including hiring, orientation, training,
evaluating, counseling, career planning, compensation and benefits, and housing the policies that define an
organization’s expected levels of integrity, ethical behavior, and competence.
Human Resources (HR) has 5.3 budgeted FTEs in FY24, including an HR Manager, two HR
Analysts, and two HR Technicians. HR is responsible for the administration of all personnel-related
programs, employee benefits, labor relation programs, risk management, safety and wellness, and a
self-insured workers’ compensation program. Most survey respondents (76%) reported HR customer
service as excellent or good, indicating high levels of satisfaction with the team.
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Q: How would you rate the quality of internal customer service provided to staff by the HR
Department?
Total equals 99% due to rounding.
Personnel Policies and Procedures
The Administrative Rules and Regulations of the Personnel Code contain key personnel policies and
procedures, including but not limited to those related to classification, recruitment, performance,
discipline, grievances, and equal opportunity. The policies were last updated in 2013, though staff
reported updates were recently drafted and are being reviewed. It is best practice that policies and
procedures be updated every one to three years (see Policies and Procedures).
Recruiting and Retention
The City’s overall turnover rate decreased from 14.9% in 2022 to 10.5% in 2023 (turnover data by
department was not provided). The 2023 national average turnover rate for state and local
governments (excluding education) was 1.6%.3 While a turnover rate around 10% is considered
reasonable, the City’s 2023 turnover rate is higher than the national average. Staff shared that recent
turnover may be due to concerns about layoffs in some departments due to budget reductions. As
previously noted in the Funding and Economics section, the impacts of the CDTFA audit have
impacted employees’ outlook on the City’s financial future. Employees who are concerned about
organizational financial stability may be less engaged in their work and may be more motivated to
seek employment elsewhere.
Retaining manager-level employees has reportedly been a particularly difficult challenge. The City’s
management turnover rate is higher than its overall turnover rate, though it also decreased from 18%
to 13% in 2023. Management-level turnover can have a significant impact in a relatively small
organization where backup is usually limited. HR is taking steps to mitigate manager-level turnover,
including recently working with the City Manager’s Office to conduct listening sessions with mid-level
managers to discuss employee engagement, morale, and how to better support them.
The average recruitment timeline for all positions in 2023 was 88.2 days and the average recruitment
timeline for manager-level positions and above was 81.8 days. This is comparable to other local
governments. Still, just over half (52%) of surveyed employees rated the City’s recruitment processes
and support as average or poor, though respondents did not provide additional detail as to why they
responded this way. However, recruitment is an ongoing challenge for local governments nationally.
3 U. S. Bureau of Labor Statistics. Economic News Release, Table 20, Annual Average Total Separations Rates by Industry
and Region, Not Seasonally Adjusted. Accessed April 25, 2024: https://www.bls.gov/news.release/jolts.t20.htm
43%33%21%2%
Excellent Good Average Poor Terrible
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Q: How would you rate the City’s recruitment processes and support?
Compensation and Benefits
Approximately two-thirds (64%) of survey respondents report that the City’s compensation and
benefits competitiveness was excellent or good. In the most recent compensation study that was
completed in May 2022, the City was 2% above median total compensation on average. This
suggests that the City’s pay scale may help recruit and retain highly qualified candidates, which
provides a cascading benefit to the community.
Q: How would you rate the competitiveness of the City’s compensation and benefits?
Total equals 99% due to rounding.
Interviewed and surveyed staff shared their concern that the budget adjustments may impact
employee compensation and benefits. If compensation and benefits were to stagnate, or the working
environment became more difficult while trying to do more with less resources, many employees feel
that the City would not be a competitive place to work. However, staff reported City leadership has
prioritized funding additional compensation and benefits in the midst of financial uncertainty, including
funding employee salary increases and covering increased employee medical insurance costs.
External factors are also affecting risk in this area. Insurance rates are rising industry-wide, making it
difficult to maintain affordable rates. Employee medical fees sharply increased last year, though the
City covered the cost for employees. Both changes may cause an increasing financial burden on
employees to cover their own health benefits. As personnel-related costs rise and costs are shifted to
employees, there is an increasing risk that turnover at the City may increase.
Performance Management and Accountability
We identified the following concerns related to the City’s performance management process:
• The City uses digital forms (in Adobe), but the process is not automated or supported by software
that uses a seamless performance management environment. An automated performance
management system can streamline the process, promote confidentiality, and improve
transparency and accountability.
17%29%32%20%2%
Excellent Good Average Poor Terrible
19%45%19%12%4%
Excellent Good Average Poor Terrible
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• Performance appraisals do not incorporate a process for employees and supervisors to set goals
and support employees’ accountability and growth. While many survey respondents reported the
effectiveness of the performance evaluation process was at least moderately effective (66%),
about one-third (34%) rated the process as only slightly effective or not effective at all. Without
clear goals and expectations, employees may not know what is expected of them or how they can
improve their performance, which can lead to employee disengagement and a loss of
productivity.
• There are no formal opportunities to provide upstream or 360 evaluations, so management may
not receive feedback from the staff they supervise. Some survey respondents mentioned that the
City would benefit from the opportunity to provide upstream evaluations. Administrative Services
is piloting a 360-degree evaluation program this year.
Q: How would you rate the effectiveness of the current performance evaluation system?
Training
The City provides mandatory training to all new employees and additional ongoing annual required
training. City-provided training includes fraud, waste, and abuse; anti-harassment; cybersecurity; and
required Occupational Safety and Health Administration (OSHA) training for Public Works Service
Center employees. The City does not provide formal management training to new supervisors or
managers, which is important to support new supervisors in understanding policies, policies, and
legal requirements. Some efforts are being made to support the development of future leadership,
including the City’s involvement with the San Mateo County Next Gen Committees and the
Leadership Academy of Santa Clara.
The FY24 adopted budget included the reduction of professional development opportunities as an
expenditure-cutting measure, including reduced Citywide training and conference attendance.
Surveyed employees had mixed responses when asked to rate their access to training and
professional development resources needed to grow their careers. Limited training and development
opportunities can lead to decreased employee morale and job satisfaction, which can ultimately
impact employee retention and productivity.
Q: How would you rate your access to the training and professional development resources you
need to grow your career?
23%43%27%7%
Extremely effective Very effective Moderately effective Slightly effective Not effective at all
14%33%32%13%8%
Excellent Good Average Poor Terrible
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Training compliance is also contributing to the risk rating in this area. HR is currently developing a
process to track mandatory compliance-related training Citywide. It is ideal to use a centralized
training management system to track training requirements, schedules, and completions throughout
the City. Such a system could be particularly helpful to support the City in tracking these trainings
given the small size and limited resources of the HR team. Without such a system, the City is more
susceptible to potential noncompliance with legal and regulatory requirements.
Succession Planning
As of January 2024, 36.4% (71) of the FTEs at the City were eligible for retirement in five years.
While eligibility for retirement does not necessarily indicate the likelihood of retiring, it’s important to
continually monitor this metric. A growing proportion of retirement-eligible employees can present an
increased risk to the City’s staffing and operational continuity. The City has not yet institutionalized
succession planning or cross-training efforts, contributing to risk in this area. Without a deliberate,
institutionalized program for effective knowledge management and transfer, a significant amount of
institutional knowledge and technical expertise Citywide is at increased risk of being lost.
The recent slowdown in hiring personnel and possible future reductions to services have highlighted
the importance of succession planning, cross-training, and ensuring that essential documentation is in
place. Cross-training is currently at the discretion of individual managers.
Staff Demographics
Existing staff demographics tend to be somewhat reflective of the local community, but ideally, staff
demographics would more closely mirror community demographics. Given the small size of the City’s
staff, the percentage of staff diversity can be easily influenced by the hiring or departure of a small
number of employees. A diverse staff can help to build trust and understanding between the City and
the community and help ensure the City is providing equitable services to all residents. The data
presented below is from the City’s website and the U.S. Census Bureau.4
REPORTED GENDER COUNT PERCENTAGE SANTA CLARA
COUNTY
Female 71 37.6% 48.9%
Male 118 62.4% 51.1%
REPORTED RACE
COUNT
(MALE)
COUNT
(FEMALE)
COUNT
(TOTAL) PERCENTAGE
SANTA CLARA
COUNTY
Asian 22 27 49 25.9% 41.4%
Black 3 0 3 1.6% 2.9%
Decline to Answer 4 3 7 3.7% Not available
4 U.S. Census Bureau, Quick Facts Santa Clara County, California. Accessed May 22, 2024:
https://www.census.gov/quickfacts/fact/table/santaclaracountycalifornia,CA/SEX255222#SEX255222
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Hispanic 31 12 43 22.8% 24.7%
Two or More Races 4 1 5 2.6% 4.3%
White 54 28 82 43.4% 28.3%
Source: FY2024 Adopted Budget
OVERALL RISK LEVEL: MODERATE TO HIGH
Impact
Likelihood
Preparedness
Trajectory
MODERATE MODERATE TO HIGH MODERATE INCREASING – LOW
Risk Mitigation
● Develop a multi-year strategic plan to identify long-term objectives, align
resources, and provide greater organizational direction to both employees and
residents.
● Promote tenure and stability in key leadership positions.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with how the organization plans for operations, strategy, and the future,
including both short-term and long-range planning.
Scope: A comprehensive planning framework builds upon the strategic goals, and dives into the next layer of
planning, which looks at the strategic objectives for not only the enterprise, but sets objectives for the
departments, divisions, programs, and individual roles.
Planning documents are critical tools for guiding growth and development in a way that meets the
needs of current residents while also preserving resources and opportunities for the future. The City
has developed several guiding planning documents, including the City Work Program, which informs
the major efforts of the City in any given year and the following year and the City’s General Plan
2015–2040, which describes the long-term goals for the City’s future related to land use and
community design, transportation, housing, environmental resources, and health and safety. The City
also has several emergency management-related plans, which include an Innovation Technology
Disaster Recovery Plan, Emergency Operations Plan (EOP), and Local Hazard Mitigation Plan.
These plans provide the City with multi-year guidance and direction to help achieve Citywide goals,
initiatives, and strategies.
To clarify priorities and inform decision-making, the City Council establishes overarching City goals
every two years. Departments then develop associated work programs that supports those goals.
These work programs serve as guiding plans for departments, and outline project scopes, next steps,
timelines, budgets, and responsibilities. In March 2023, City Council held a Goal Setting Workshop to
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discuss Citywide goals and priorities that would be used as a roadmap for the next two years. At this
workshop, Council reaffirmed their commitment to the following five goals first adopted in February
2020: Public Engagement and Transparency, Sustainability and Fiscal Strategy, Housing,
Transportation, and Quality of Life.
Council goals are meant to lead Citywide strategic thinking. However, staff report there is not a strong
sense of strategic direction and there is a lack of clarity on Citywide initiatives. In the 2020 ERA, the
City’s lack of a multi-year strategic plan was identified as a significant gap in planning and strategy.
The City still has not developed a strategic plan that encompasses long-term initiatives, goals, and
strategic decision-making. This limits the City’s ability to effectively plan and allocate resources and
achieve its long-term vision; it also creates a risk that priorities will shift dramatically while medium-
and long-term initiatives are still in progress. In a resource-constrained environment, careful strategic
planning is even more important. Without a multi-year strategic plan, the City may be more vulnerable
to short-term thinking and competing priorities, which can make it difficult to achieve its goals and
objectives over the long term.
While the current City Manager has been in their role since August 2022 and the City is working
toward increased leadership stabilization, turnover of key leadership positions can impact the
effectiveness of planning efforts and disrupt the continuity of projects. Without stable leadership and a
consistent vision, there is a heightened risk of strategic drift, where the City gradually veers off course
from its long-term goals. This may lead to inefficiencies, missed opportunities, and a lack of alignment
with community needs. When asked to rate the quality of organizational planning that happens at the
City, responses varied with most participants responding average (40%). This may reflect a desire
from staff to strengthen the City’s organizational planning environment.
Q: How would you rate the quality of organizational planning (strategic planning, annual operations
planning, financial planning, etc.) that happens at the City?
Total equals 101% due to rounding.
Key Performance Indicators
The City has key performance indicators (KPIs) for each department. These KPIs include an overall
goal, the effects of that goal, and the purpose that goal may serve for residents. The City reports on
these KPIs annually in the mid-year report and provides data comparison for two prior years. KPIs are
crucial for cities in reducing risks because they enable early issue detection and data-driven decision-
making. By monitoring KPIs, the City can efficiently allocate resources, hold departments
accountable, and proactively address risks.
13%28%40%13%7%
Excellent Good Average Poor Terrible
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OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE TO HIGH MODERATE MODERATE FLAT
Risk Mitigation
● Continue to encourage standard use of Cityworks for asset management.
● Develop a plan to address deficiencies for facilities that received a poor rating
in the Facility Condition Assessment.
● Develop a plan to address City Hall’s seismic deficiency, or to otherwise
mitigate the risk of a seismic event.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with the ongoing maintenance, management, tracking, reporting, accountability,
accounting, and physical safeguarding of assets, including the organization’s assets used in support of
business processes (i.e., vehicles, mobile devices, IT equipment, etc.).
Scope: Asset management includes the supply, deployment, and maintenance of the organization’s
resources. It also includes physical or logical access to data and locations (offices, warehouses, etc.). Asset
management is inclusive of the connected strategies, processes, people, and technology that make up the
foundation of enabling the organization to meet service levels and minimize the overall cost of asset
ownership.
Asset Management
City operational divisions use Cityworks for asset management, based on a GIS-centric approach.
Although the tracking of small items such as tools and equipment was a concern in the 2020 ERA,
staff report that progress has been made in this area, particularly the Citywide adoption of its asset
management system. Improvements are ongoing and the focus has now moved to standardizing the
asset and maintenance information that is being tracked and modifying the data input process to
simplify operations.
Surveyed employees generally feel the City’s assets are well-tracked and accounted for and rated the
condition and management of non-IT equipment highly.
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Q: How well do you feel the assets of the City are tracked and accounted for?
Total equals 99% due to rounding.
Q: How would you rate the condition of the non-IT equipment you use for your job?
To reduce expenditures, staff are exploring options to defer non-essential asset management
activities, such as increasing the standard fleet replacement schedule and reducing the level of
sidewalk maintenance. While these changes may be necessary to balance the City’s budget,
strategies like these may also put the City at risk for increased maintenance costs, decreased asset
reliability, and public safety concerns, if the appropriate balance is not maintained.
Facility Conditions
The City’s facility conditions are the primary driver of the risk rating for this area. The City contracted
with Kitchell Corporation to conduct a Facility Condition Assessment of City-owned and operated
buildings in 2022. The assessment identified $4.8 million in Priority 1 capital renewal costs and
$2.3 million in Priority 2 costs. This represented about 21% of the total capital renewal costs identified
($34.3 million). Included in the Priority 1 projects are $1.6 million in projects at City Hall, which
received a poor condition rating, and $1 million in projects at the library.
City Hall received a poor condition rating in the 2022 assessment described above, and as noted in
the 2020 ERA, previous engineering studies have indicated that City Hall’s structure is deficient in
seismic force resistance. Additionally, concerns about the seismic safety of City Hall were a major
theme in the staff survey. The City is in a seismically active region with several active earthquake
faults. One of the longest and most active faults in the world, the San Andreas fault, crosses the
western portion of the City. Interviewed City leadership reported that awareness of this issue is high,
but building replacement is estimated between $60 million and $80 million, and a seismic upgrade is
estimated between $20 million and $30 million. There are no projects planned to address the seismic
deficiency, which impacts the City’s preparedness rating in this area.
City pavement and sidewalks are generally kept in good condition. The City inspects sidewalks
regularly and catalogs required maintenance, which is addressed through an annual sidewalk
maintenance program.
8%39%39%13%
Extremely well Very well Moderately well Slightly well Not well at all
30%50%20%
Excellent Good Average Poor Terrible
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Deferred maintenance contributes to the risk rating in this area. The City reportedly has $63 million in
deferred maintenance projects, but this may not include all deferred maintenance needs due to the
City’s lack of a long-term CIP (see Capital Improvement Program). Over time, the total cost of
deferred maintenance will grow proportional to inflation and increased cost of goods and services.
This will make it more difficult for the City to effectively reduce its deferred maintenance.
OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE TO HIGH MODERATE MODERATE DECREASING – LOW
Risk Mitigation
● Uphold implementation of recently developed or revised governance-related
documents, including the City Council Procedures Manual and the new ethics
code.
● Continue implementing recommendations from the 2022 Grand Jury Report
and 2023 Enterprise Leadership Assessment.
● Continue work to improve effectiveness and productivity of City Council
meetings.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with ongoing oversight; ethics and values; control environment; policy
management; risk management; accountability; performance management; coordination and communication;
and defined roles, responsibilities, and authorities.
Scope: Governance incorporates all governance-related groups, processes, policies, and operations.
City residents elect officials to provide community leadership and govern the administration of public
services. The City operates under a Council-Manager form of government, directed by a five-member
City Council. Under this form of government, the City Council sets policy, while a professional City
manager is responsible for implementing those policies and managing day-to-day operations of the
City.
Council elections take place every two years, with Council members serving staggered four-year
terms. The City established a City Council Procedures Manual (the Manual) in 2023 to define bylaws
and procedures related to Council operations and activities. The Manual supports clarity in Council
processes, roles, and responsibilities and reflects the City’s ongoing efforts to enhance governance.
The City Council approved additional revisions to the Manual in March 2024 to clarify procedures
related to attendance, reporting, consent calendar, and Council questions and deliberations.
The duration of City Council meetings has historically been a challenge for Council members, City
staff, and community participants alike. Long meetings, characterized as those extending greater than
five hours, or past midnight, that impact staff capacity and productivity, are less accessible to
members of the public, and may signal a governing body that operates at a tactical level rather than
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in a strategic or policy level. Between 2021 and 2023, the average City Council meeting lasted
between 4 and 5.7 hours.
YEAR
TOTAL # OF
MEETINGS
AVERAGE MEETING
LENGTH
# OF MEETINGS PAST
MIDNIGHT
2021 59 5.7 hours 1
2022 64 5.2 hours 5
2023 37 4.0 hours 2
To address the strain of the length of meetings and focus the Council on priorities and policy, the
Manual referenced above included supplementary guidance for the conduct of City Council meetings.
In Section 8.9, meeting length is addressed. The Manual asserts that City Council meetings are to
adjourn by 11:00 p.m., unless a motion to extend is passed. In the event of a meeting extension,
further guidelines are provided. Interviewed staff report that the implementation of additional policies
and procedures regarding City Council meetings has contributed to an improvement in the overall
length of the meetings.
Grand Jury Report
Historically, relationships between Council and City staff have been strained. In 2022, following a
series of complaints regarding the behavior and practices of City Council members, the Santa Clara
County Civil Grand Jury (Civil Grand Jury) conducted an investigation of City Council, A House
Divided: Cupertino City Council and City Staff. This report “confirmed the existence of adversarial and
dysfunctional behavior toward City staff exhibited by some City councilmembers,” and suggested that
“the behavior of councilmembers may need to be reviewed and good government practices
implemented to remediate the dysfunction that currently exists.” Following these findings, the City
undertook an independent investigation and conducted an Enterprise Leadership Assessment as part
of its internal audit program. Several of the recommendations in the Enterprise Leadership
Assessment were already in progress at the time of the study. As a result of these reports and a
commitment to improve City governance, the City has taken several actions to improve governance:
• A new ethics code was adopted and implemented.
• As previously noted, the Manual was created and implemented.
• The City updated qualifications for certain Commissioner appointments to improve the
recruitment process and increase accessibility for interested, eligible community members.
• Continued efforts are underway to revise the Commission Handbook.
While the City has acted quickly to improve the governance environment, trust and relationship
building takes time, which contributes to the moderate risk rating in this category. As trust continues
to build, the risk rating will likely decrease.
Commissions
The City has established various committees and commissions to address specific areas of focus.
There are 10 commissions tasked with advising the City Council in the formation of policy. With the
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exception of the Planning Commission, all other commissions function in a strictly advisory role to the
City Council, as is appropriate and consistent with best practices. Commissions include:
• Arts and Culture Commission
• Bicycle Pedestrian Commission
• Housing Commission
• Library Commission
• Parks and Recreation Commission
• Planning Commission
• Public Safety Commission
• Sustainability Commission
• Technology, Information, and Communications Commission
• Teen Commission
The City also has three bodies that review specific topics affecting the City and make
recommendations to City Council: the Audit Committee, Disaster Council, and Sister City Committee.
In addition, the Administrative Hearings Committee reviews select planning and zoning actions.
Generally, one or two Council members are assigned as members, and the committees may include
members from the public or staff.
As outlined in the 2023 Enterprise Leadership Assessment, while the foundational duties of most
governance groups are codified in the City’s Municipal Code, the City has not yet established the
process of developing individual charters to outline each group’s purpose and member roles and
responsibilities. It was frequently reported that certain group members believe they have the authority
to direct staff on administrative matters or assign work tasks. This is a breach of the group’s actual
authority and can create tension when staff members are put in a position to deny or redirect the work
requests. The report also notes that several groups often do not have significant volumes of work,
which can create challenges to keeping members productively engaged.
To address risks in this area, the City should work collaboratively to further review, adopt, and
implement relevant recommendations from the Enterprise Leadership Assessment.
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OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE MODERATE MODERATE FLAT
Risk Mitigation
● Conduct targeted internal controls reviews and testing to assess compliance
with updated policies and procedures.
● Ensure that decentralized accounting and finance processes are accompanied
by clear procedures and adequate training.
● Continue efforts to update policies and procedures.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with preventive controls (e.g., tone at the top, policies and procedures, and
passwords), detective controls (e.g., segregation of duties, reconciliations, and variance reports), and
corrective controls (e.g., changes to policies and procedures, training, and loss of privileges).
Scope: Control activities are the processes and procedures that help ensure that management’s risk
responses are carried out; they are not performed simply for their own sake or because it seems to be the
“right” or “proper” thing to do. Control activities occur throughout the organization, at all levels and in all
functions. They include a range of activities as diverse as approvals, authorizations, verifications,
reconciliations, reviews of operating performance, security of assets, and segregation of duties.
Internal controls are processes, procedures, and mechanisms implemented within an organization to
ensure the achievement of objectives, safeguard assets, maintain accurate financial reporting, and
ensure compliance with laws and regulations. The City’s internal control environment represents the
processes designed to provide reasonable assurance about the reliability of financial reporting,
efficiency and effectiveness of operations, and compliance with applicable laws and regulations.
Internal controls also safeguard the City’s assets from unauthorized acquisition, use, or disposition.
An external firm conducted an internal controls review prior to the establishment of the City’s internal
audit function. As noted in the Accounting and Finance section of this report, many financial
transactions are somewhat decentralized, which can impact the effectiveness of internal controls.
While decentralization has some benefits, it increases risks of inconsistent financial practices,
noncompliance with laws and regulations, fraud, errors, and monitoring difficulty.
In a decentralized environment, strong policies and procedures are particularly important. It is
recommended that policies and procedures are updated every one to three years. In accordance with
best practices, the City’s financial and procurement policies have been updated within the last year.
As noted in other sections throughout this report, the City has policy gaps related to Human
Resources and IT. Policy gaps represent internal control deficiencies and increased risks of waste,
financial impact, and legal consequences (see also Policies and Procedures).
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In 2022, the City underwent a single audit as required by the federal government, which assessed the
City’s internal controls and compliance for the prior FY (FY22) related to federal funding. The audit
did not uncover any internal control deficiencies within the City that would meet the criteria for
material weaknesses, as defined in the report, but did note that unidentified deficiencies or material
weaknesses may exist. As a result of the audit, it was recommended that the City revisit its control
design and revise its procedures to ensure proper controls over preparation, review, and submission
of ARPA reports and to ensure timely submission of all reports (see also Compliance and Financial
Reporting). In response, the City developed the following plan:
• Added an additional staff person
• Filed its late report
• Added a Finance team group email to ensure various staff would receive reminder emails on
reporting to support improved reporting compliance
OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE MODERATE TO HIGH MODERATE FLAT
Risk Mitigation
● Continue to promote stability and tenure in management positions (see also
Human Resources).
● Provide formal management training to new managers and supervisors (see
also Human Resources).
● Continue to solicit feedback from staff on communication practices and use the
results to strengthen internal communication practices.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with organizational leadership, management practices, leadership strategic
activities, and operating styles.
Scope: Management's philosophy and operating style affect the way an organization is managed, including
the kinds of risks accepted. The attitude and daily operating style of top management affect the extent to
which actions are aligned with risk philosophy and appetite.
Strong management structures and leadership help ensure that a city operates efficiently and
effectively. Leaders are responsible for decision-making that provides clear direction as well as
providing a foundation for governance, policies, and programs. Good leadership within a city
promotes stability for employees, residents, and stakeholders.
The City has experienced changes in senior management personnel in recent years, including
frequent turnover in the City Manager role. As noted previously, the City Manager’s Office has made
a concerted effort to stabilize leadership. Change in management-level positions can create a sense
of instability throughout the organization and impede the continuity of Citywide initiatives and actions.
In 2021, the City’s management level turnover rate was 7%. In 2022, it was 18%, and in 2023, it was
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13%. While the City’s recent turnover rate has largely aligned with industry averages, staff reported
that directives, goals, and expectations have changed over time as each leader has their own unique
leadership style. Constant changes in directives, goals, and expectations due to shifting leadership
styles can create confusion among staff members. This inconsistency can lead to a lack of clarity
regarding priorities and objectives, hindering productivity and effectiveness.
When asked how confident they were in senior leadership, the majority of staff (53%) responded
moderately confident. Notably, 38% said either slightly confident or not confident at all with only 9%
saying very confident or extremely confident. Staff also note that there is a rise in stability among
leadership and a clearer understanding of expectations with the growing tenure in pivotal leadership
roles.
Q: How confident are you in the senior leadership team of the City?
Given recent turnover in leadership roles, there's an increased need for robust and standardized
management onboarding and training procedures (see also Human Resources). When new leaders
enter positions, it is important to have strong management onboarding and training procedures in
place to ensure they can quickly adapt to their roles, understand organizational processes, and
effectively lead their teams. Robust and standardized training helps to mitigate the negative impacts
of turnover by enabling new leaders to become productive and efficient in their positions more
quickly, thus reducing disruptions and maintaining continuity in operations. When managers were
asked to rate the quality of training they received, the majority (71%) said either average (44%), poor
(21%), or terrible (6%).
Q: How would you rate the quality of the management training you have received?
Total equals 101% due to rounding.
Internal Communication
Communication remains a perennial challenge for the City as people, processes, and technology
continue to change. In interviews and the all-staff survey, manager-level staff reported feeling
disconnected and uninformed, experiencing challenges staying in the right communication loops.
Staff reported a lack of clarity in internal communication regarding the City’s budget challenges due to
the CDTFA audit, particularly concerning its implications for staffing and service delivery. The City
uses several methods to communicate information to staff, including department meetings, leadership
6%3%53%16%22%
Extremely confident Very confident Moderately confident Slightly confident Not confident at all
6%24%44%21%6%
Excellent Good Average Poor Terrible
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team meetings, email distributions lists, and posts through the City’s intranet. While having a variety
of communication modalities is encouraged, there are some associated challenges and risks to
having an abundance of communication modalities. As staff reported, it is difficult ensure that
information is updated across all channels, and there are challenges for newer individuals to
effectively use established channels, either to distribute or receive information.
When asked how they would rate the quality of communication received from leadership, only 36% of
respondents said excellent (9%) or good (27%), with the remaining 63% responding average (33%),
poor (21%), or terrible (9%).
Q: How would you rate the quality of the communication you receive from leadership?
Total equals 99% due to rounding.
Effective internal communication is important as it facilitates coordination and collaboration among
different departments, teams, and individuals. This enables employees to work together seamlessly,
share information, and coordinate efforts to achieve common goals. More communication is not
always the most effective method to mitigate risk related to communication, rather evaluating each
modality for quality and effectiveness can help keep individuals informed of important updates.
OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE TO HIGH MODERATE MODERATE FLAT
Risk Mitigation
● Make proper adjustments and preparations for anticipated reductions on
operations and service delivery.
● Provide staff with necessary information and guidance to prepare for future
constraints on operations and service delivery.
● Commit to consistent, recurring resident satisfaction surveys.
RESIDUAL RISK: MODERATE
9%27%33%21%9%
Excellent Good Average Poor Terrible
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Risk Areas: Risks associated with community expectations, level of service commitments, scheduling,
program/service delivery, sustainability, quality, process efficiencies, and resource allocation.
Scope: Day-to-day operations across the organization, and efficient and effective delivery of the
organization’s programs and services in alignment with goals, vision, and mission.
Operations and service delivery in a city refer to the day-to-day activities and functions that municipal
governments undertake to provide essential services and maintain the functioning of a city. A city’s
general plan provides a framework and guidance for how these services are planned, delivered, and
maintained. As defined in the City’s 2015–2040 General Plan, the City aspires to be a balanced
community with quiet and attractive residential neighborhoods; exemplary parks and schools;
accessible open space areas, hillsides, and creeks; and a vibrant mixed-use “Heart of the City.”
The mission of the City 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.
At the most fundamental level, the City’s mission is to direct the efficient and effective delivery of
municipal services. The City provides a broad range of services to residents, including:
• Community Development (planning, building permits and plans, code enforcement)
• Finance (billing and payment processing)
• Public Works (infrastructure and streets maintenance)
• Recreation and Senior Services
• Public Information
City planning documents, especially ones that are designed with consideration of residents, enable
cities to be responsive and transparent in action. Using a general plan as a guide, the City can help
inform decisions that align with community priorities and goals, leading to outcomes that resonate
with residents and enhance their satisfaction.
Staffing Levels
As noted in Organization and Staffing section, staffing concerns were noted in both interviews and
survey responses in Community Development, Parks and Recreation, and Public Works, all
departments who provide resident-facing services. Understaffing in these areas can impact the
quality and availability of services provided to the community. If staffing levels are insufficient to meet
the demand for services, there may be longer wait times, reduced service hours, or a decrease in the
quality of services provided, which can lead to decreased resident satisfaction and a negative impact
on the City’s reputation.
Service Delivery
The City’s staffing reductions will impact service delivery in the future as community expectations
often do not keep up with resource constraints in cities. However, few issues related to service
delivery were reported in interviews. The main challenge noted was related to permitting delays due
to limited staff resources and a high volume of applications. In addition to reducing economic activity
in the City or delaying construction projects, which can lead to frustration from residents and
businesses, permitting delays can negatively impact the City’s reputation (see also Reputation and
Public Perception).
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Staff report that City residents are often vocal, with high expectations for the services the City
provides, which can make it difficult to fulfill all demands. When staff were asked to rate how well the
City is able to deliver core services to the public, the majority of survey respondents (73%) said either
excellent or good. While this is a large majority, it is a notable 14% decrease from 2020. In 2020,
when asked to rate how well the City is able to deliver core services to the public, 87% of
respondents said either excellent or good. This decrease may be in anticipation of the City’s
impending budgetary restrictions. A risk associated with the reduction in revenue is that the City
anticipates the need to adjust levels of service accordingly. City staff report that levels of service
provided to the community are high and that changes to service levels are likely to be noticed.
Q: How would you rate the City's overall ability to deliver core services to the public in an effective
manner?
2020
2024
Total equals 101% due to rounding.
To gain further insight into resident satisfaction, the City conducts a resident satisfaction survey every
few years. The City did not conduct a resident satisfaction survey in 2020 due to the COVID-19
pandemic and conducted a Community Budget Survey in 2023 instead of the resident satisfaction
survey. The City is currently working to relaunch the community satisfaction survey, which will provide
more recent insight into community member satisfaction with City services.
35%52%13%1%
Excellent Good Average Poor Terrible
35%38%25%1%1%
Excellent Good Average Poor Terrible
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OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE TO HIGH MODERATE MODERATE INCREASING – LOW
Risk Mitigation
● Evaluate staffing in Community Development, Parks and Recreation, and
Public Works and ensure the staffing model is adequate for the services
provided.
● Review and update job descriptions, and the associated roles and
responsibilities, to improve clarity.
RESIDUAL RISK: MODERATE
Risk Areas: Risks associated with how personnel are organized, as well as staffing levels and skills.
Scope: An entity’s organizational structure provides the framework to plan, execute, control, and monitor its
activities. Organization and staffing encompass hierarchy, chain of command, span of control, and staffing
levels. Staffing includes specific positions, counts, and capacity. A relevant organizational structure includes
defining key areas of authority and responsibility and establishing appropriate lines of reporting.
The City’s organizational structure is composed of six main departments: Administration (City
Manager’s Office, City Attorney’s Office), Administrative Services, Community Development,
Innovation and Technology, Parks and Recreation, and Public Works. Span of control typically varies
depending on the function 5; however, based on a review of organizational charts, span of control
appears to be appropriate across the organization. Additionally, no concerns about organizational
structure were identified in interviews.
The ratio of City staff to residents has increased since FY20, meaning there are now fewer residents
per City staff member. This is because both the City’s population has decreased, and the total
number of staff has increased. In FY20, Cupertino had a population of 66,762 with a total of 203.75
authorized positions. This is a ratio of one City staff for every 327.7 residents. In FY24, Cupertino has
a population of 60,869 with 212 authorized positions. This is a ratio of one City staff for every 287.1
residents.
5 McKinsey & Company. “How to Identify the Right ‘Spans of Control’ for Your Organization.” Accessed April 25, 2024:
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/how-to-identify-the-right-spans-of-
control-for-your-organization
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FISCAL YEAR FTE POPULATION
RATIO OF CITY STAFF
TO RESDIENTS
2020 203.75 66,762 327.7
2024 212 60,869 287.1
Overall, staff reported adequate staffing in most areas. However, staffing concerns were noted in both
interviews and survey responses in Community Development, Parks and Recreation, and Public
Works (see also Operations and Service Delivery). To address the City’s budget deficit, a total of 14
positions were cut in FY24, including staffing in these three departments and Administrative Services.
When vacant positions are removed or not filled, the responsibilities of that position are often
transferred onto existing positions. This can result in increased workloads, fear of burnout, and
confusion regarding roles and responsibilities, which are all concerns that are likely to increase. While
eliminating vacant positions may be necessary to address the City’s structural deficit, the City must
continue to practice responsible workload management, such as through reassigning tasks, adjusting
deadlines, or streamlining processes to reduce risks in this area. As positions change and
responsibilities shift, clarity surrounding job descriptions has decreased. When asked to rate the
quality of job descriptions, staff reported varying levels of satisfaction. While 49% reported the quality
of job descriptions as either excellent (6%) or good (43%), 52% reported either average (34%), poor
(11%), or terrible (7%). When job descriptions are inadequate and roles and responsibilities are
unclear, risks related to process inefficiency, poor staff performance, and low employee morale
increase.
Q: How would you rate the quality of the current job descriptions used by the City in terms of
defining roles, responsibilities, qualification criteria, and position goals?
Total equals 101% due to rounding.
6%43%34%11%7%
Excellent Good Average Poor Terrible
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OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE MODERATE MODERATE FLAT
Risk Mitigation
● Continue efforts to update personnel policies and procedures.
● Prioritize addressing other key policy gaps in IT and grants management, as
well as implementation of recommendations from the Citywide policy review
and gap analysis.
● Develop and implement a policy on policies to promote a centralized and
standardized approach to reviewing and updating policies and procedures.
● Establish a centralized location for policies and procedures to make them more
easily accessible to staff.
● Ensure staff are provided training when policies and procedures are
implemented or updated.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with policies, processes, and procedures, including efficiency, effectiveness,
and level of documentation.
Scope: Policies and procedures play a critical role in providing the guidance required to ensure all functions
operate efficiently, effectively, safely, and consistently across the organization. A policy establishes what
should be done, and procedures affect the policy. Policies and procedures also play an important role in
protecting against the loss of institutional knowledge.
Policies and procedures guide internal operations and help ensure that every employee knows the
rules and expectations. Policies and procedures should be dynamic documents that employees can
reference with regularity. Keeping policies and procedures up to date is an essential part of risk
mitigation as policies and procedures help ensure that management’s directives to mitigate risks are
carried out consistently at all levels of the organization and at various stages within different business
processes.
In the City’s 2020 ERA, the City’s outdated policies and procedures were identified as a risk area.
Since then, the City has updated some policies and procedures, including several financial policies
and procedures as well as policies and procedures related to purchasing. Additionally, the City has
committed to incremental updates to policies and procedures and has undertaken a Citywide policy
review and gap analysis in the current internal audit program. This review will provide a more
comprehensive and detailed analysis of the current state of the City’s policy and procedure
environment.
As noted in other sections throughout this report, the City has key policy gaps related to the following:
• Personnel policies and procedures have not been updated since 2013, though they are in the
process of being updated (see Human Resources).
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• The City is in the process of documenting grants management policies and procedures (see
Compliance and Financial Reporting).
• Key information technology policies and procedures have not been updated since 2018 (see
Information Technology).
According to best practice, the City should review policies and procedures to ensure they are
consistent with laws, regulations, advances in technology, and operating practices at least every
three years. Outdated policies and procedures can contribute to reduced efficiency and effectiveness
as well as communication and accountability challenges. In the absence of up-to-date documented
policies, staff rely on historical practices and verbal directions, which requires significant institutional
knowledge to perform and could be inconsistent with management expectations over time. To date,
policy and procedure updates have largely been led by managers at the individual department level.
While many updates have been made, the lack of a consistent, standardized Citywide policy update
process creates a gap in the review process as there is limited assurance that regular reviews and
updates will be conducted.
Additionally, the City has yet to establish a centralized location for policies and procedures making it
difficult for staff to locate the most up-to-date guidance. A key component to effectively adopt updated
policies and procedures is ensuring that they are communicated and accessible to staff. This may
also lead to different departments or individuals maintaining their own versions of policies and
procedures, leading to inconsistencies across the organization. This can also result in confusion and
errors in implementation. Policies and procedures should be stored centrally in a searchable format.
When new versions are published, alerts should be communicated, and training should be provided.
OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE MODERATE TO HIGH MODERATE DECREASING – LOW
Risk Mitigation
● Continue to plan and provide training related to updated procurement and
contracting policies and procedures.
● Formalize procurement card (P-Card) training requirements and establish rules
for who may carry a P-Card.
● Consider providing contract-related training for employees who manage their
department’s contracts.
● Continue to plan for an eventual transition to centralized procurement and
contracting functions.
RESIDUAL RISK: LOW TO MODERATE
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Risk Areas: Risks associated with purchasing processes and contract administration for goods and services,
including cost-savings, efficiencies and effectiveness, transparency, adherence to laws and regulations,
monitoring costs and vendor payments, supply chain risks, and vendor performance and service delivery.
Scope: Procurement and contracting includes purchasing processes (e.g., purchase requisitions, due
diligence, approvals, purchase orders, and receiving) and contract administration (e.g., compliance with terms
and conditions, payments, and change orders) for goods and services.
In any public organization, procurement processes are the means through which critical and strategic
services, supplies, and construction are purchased to support essential functions. The City’s risk
profile in this area has decreased since the 2020 risk assessment due to the City’s work on updating
policies and procedures and committing resources to updating the City’s approach to procurement.
That work is still in progress, which is what largely informs the City’s moderate risk rating.
A Procurement Operational Review conducted in 2022 found that the City’s decentralized
procurement activities led to inefficiencies as departments created customized processes for common
procurement practices. To address this, the City has recently begun the process of moving toward a
hybrid procurement model (where policies, procedures, and systems are centralized but operations
are decentralized), and eventually will move to a centralized model. A full-time procurement manager
was hired in 2023.
To support a hybrid procurement model and move toward an overall more strategic approach to
procurement, the Purchasing Manager has started an interdepartmental effort to begin updating
related policies, procedures, and templates and strengthening internal controls. For example, the
City’s Purchasing Policy and accompanying Purchasing Matrix was updated in February 2024. This
effort has decreased the likelihood of risk and increased the City’s preparedness for risk in this area.
Updating policies is important, but it represents change for the employees who are responsible for
departmental purchasing tracking and reporting. Most surveyed staff felt positive about the upcoming
change and were looking forward to additional clarity and stabilization around the purchasing
process, but some shared that the procurement process feels like it is in a constant state of change.
While training for City staff on new purchasing policies is in development for this calendar year, there
is an inherent risk of creating confusion or encountering resistance to change when updating a
significant process or policy.
Q: How easy is it to acquire the goods and services your division/department needs?
11%19%36%32%2%
Extremely easy Somewhat easy Neither easy nor difficult Somewhat difficult Extremely difficult
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Q: How would you rate the usefulness of documented policies and procedures in terms of providing
adequate guidance on purchasing?
P-Cards
The P-Card program also contributes to risk in this area. The Finance Division currently administers
the P-Card program and is responsible for ensuring only current employees have active cards. The
2020 risk assessment noted that the City did not have clear policy requirements or an accountability
mechanism to ensure that individuals in positions with purchasing-related responsibilities attend both
initial training and ongoing refresher courses. Therefore, credit card use, including users and
approvals of purchases, was noted as being occasionally unclear for staff. Although Finance has
since developed a Credit Card Policy that governs the credit card request process, proper use, and
internal controls, this is still an issue as P-Card training requirements have not yet been formalized
and rules for who may carry a P-Card have not been determined. Finance staff intend to develop
guidelines about who may carry a City P-Card this year.
Contracting
Contract management remains decentralized and departmental staff are responsible for managing
contracts, which is driving the City’s preparedness rating in this area. Oversight of the contracting
process was a concern in the 2020 risk assessment, and some progress has been made since then,
including the following:
• The City recently reduced the competitive procurement threshold from $60,000 to $5,000, since
most City contracts are relatively small.
• The City Attorney’s Office developed standardized templates that staff can choose from to
support contracting activities.
• The IT team developed a bid management application for publishing City RFPs and bids and
providing the capability for vendors to submit bids electronically.
Surveyed employees identified the need for more contract management-related training as well as a
desire for more detailed guidance on contracting processes. Because the City outsources a variety of
functions and activities, it is essential that employees have sufficient training and guidance to carry
out contracting processes consistently and in compliance with regulatory requirements and
standards.
15%28%38%17%2%
Excellent Good Average Poor Terrible
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Q: How would you rate the usefulness of documented policies and procedures in terms of providing
adequate guidance on contracting?
Total equals 99% due to rounding.
Finally, the City uses CobbleStone, an electronic contract processing software and document
repository. CobbleStone does not easily integrate with New World, the City’s Enterprise Resource
Planning (ERP) system. This results in duplicative and manual efforts between the two systems and
puts the City at risk of reporting errors. As mentioned in Accounting and Finance, the City was
previously pursuing an ERP update but deprioritized that effort as an expenditure-saving measure.
OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE MODERATE MODERATE INCREASING – LOW
Risk Mitigation
● Strengthen proactive communication to the public, specifically concerning the
City’s budget and subsequent effects on service delivery.
● Clarify roles and responsibilities regarding communication from the City to
public.
● Continue to re-establish the resident satisfaction survey to track public
perception over time and engage a broader portion of the community.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with the organization’s reputation and the public’s perception of the
organization, including its competency (financial performance, safety and security, and responsiveness),
transparency (openness and integrity), and guardianship (demonstrating care and consideration).
Scope: The reputation of an organization refers to how a broad group of stakeholders perceive the
accumulated decisions, actions, and behaviors of the people within an organization. This social judgement is
influenced both directly and indirectly by interactions with employees, with programs and services, and by
commentary in the public domain (e.g., news stores, press release, and social media).
The operations of a local government like the City are complex, multifaceted, and impact the lives of
residents, either directly or indirectly, every single day. In essence, the City’s reputation directly
influences the effectiveness of the City’s governance overall function, and ability to recruit and retain
employees.
17%28%37%15%2%
Excellent Good Average Poor Terrible
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Recent challenges at the City have created obstacles in preserving a strong and positive public
reputation, including challenges related to:
• The relationship between the City Council and staff (see also Governance)
• The CDTFA audit decision and its expected impact on City services (see also Funding and
Economics and Operations and Service Delivery)
• Affordable housing, including the City’s delayed Housing Element (see also Planning and
Strategy)
• Permitting process delays due to a high volume of permit applications and limited staff resources
Such challenges can impact the City’s reputation and attractiveness to residents, businesses, and
investors.
It is important for cities to take proactive steps to manage their reputation, including investing in public
relations and marketing efforts and promoting transparency and accountability. The City hired a new
Communications Coordinator to fill a longstanding vacancy in the beginning of 2024. This position is
intended to improve proactive communication to the public, as well as refine the City’s approach to
branding.
Resident Perception and Satisfaction
As noted in Operations and Service Delivery, the City did not conduct its regularly planned resident
satisfaction survey in 2020 due to the COVID-19 pandemic. Revitalizing the community satisfaction
survey will be an important mechanism as the City navigates community response to changes in
services and expectations. In general, staff report that the City has a good relationship with the City’s
residents. When asked what type of reputation they felt the City had within the community, the
majority (51%) of respondents said good, with a notable 10% saying excellent. In interviews, staff
reinforced this sentiment referencing a long-standing history of providing quality services and
attentiveness to the community. However, the City faces increased risk trajectory in this area given
the potential friction between service delivery expectations and the reality of what the City can provide
and fund. There is an increased risk that diminished service levels and staffing will contribute to a
poor perception of the City, which can impact residents, businesses, local economy, and recruitment
and retention efforts.
Q: What kind of reputation do you think the City has within the community?
The majority of survey respondents (70%) also reported that the City’s overall consistency of
communication with the public was either good or excellent. Moreover, when asked how responsive
the City is to resident feedback, 47% said the City is appropriately responsive and 30% said slightly
responsive. This feedback reflects the sentiment that a majority of respondents view the City's
communication with the public positively.
10%51%31%8%
Excellent Good Average Poor Terrible
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Q: How would you rate the City’s overall consistency of communication with the public?
Q: How responsive is the City to resident feedback?
OVERALL RISK LEVEL: MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE TO HIGH MODERATE MODERATE FLAT
Risk Mitigation
● Continue efforts to update the City’s EOP.
● Prioritize regular updates to the City’s Continuity of Operations Plan (COOP).
● Increase staff participation in and awareness of available emergency response
training, particularly related to staff roles and responsibilities in emergencies.
● Consider strategies to increase employee’s feeling of physical safety at work,
such as proactive plans to protect public-facing employees in the event of a
security threat.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with the organization’s formal/structured risk management programs, such as
employee health and safety programs, operational risk management programs, and incident response and
emergency management efforts.
Scope: Risk programs include administration of the general liability, workers’ compensation, safety, disability
management, and property programs. Risk efforts also include contract/insurance certificate review, insurance
procurement, emergency preparedness programs, and continuity of operations planning.
HR is responsible for administering the City’s risk management, safety, and wellness programs. HR
also oversees the City’s workers’ compensation program, unemployment insurance program, OSHA
20%50%26%3%
Excellent Good Average Poor Terrible
47%30%1%22%
Appropriate level Slightly responsive Slightly too unresponsive Far too unresponsive
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safety and training programs, and the Risk Management Committee. The City Attorney’s Office works
with HR to administer the City’s general liability and property insurance programs.
Insurance Premiums
Insurance claims have been steady for the past three years, while workers’ compensation claims
have decreased. There have been 31 workers’ compensation claims in the past three years. Of those
claims, 21 were in 2021, and the number of claims dropped sharply in 2022 and 2023. There have
been 39 insurance claims in the past three years, at relatively flat rates. This contributes to the flat
risk trajectory in this area.
As mentioned in the Human Resources section, insurance premiums are rising industry-wide for
general liability, excess workers’ compensation, and employment practices liability, making it difficult
to maintain affordable rates. In addition, employee medical fees were sharply increased last year, and
the City covered the cost.
Emergency Management and Business Continuity
The Office of Emergency Management (OEM) is staffed with two full-time positions, including an
Emergency Manager who is responsible for leading and directing the City in prevention, preparation,
mitigation, response, and recovery activities and a Management Analyst who is primarily dedicated to
emergency planning. The office is also staffed with two part-time positions.
OEM is responsible for maintaining, reviewing, and updating the City’s EOP, which was last published
in June 2019. The EOP should be reviewed on a regular basis (every two to three years) to ensure it
remains relevant and effective and should be updated more often if there are significant changes to
the emergency management landscape (such as high turnover at the City Manager position, which
the City has experienced in recent years). The City is currently finalizing an assessment and revision
of the existing plan.
The City’s COOP, which is a core component of business continuity planning, was last updated in
June 2021. The COOP outlines how the City will continue to provide services in the event of an
emergency until full operations are restored. The Federal Emergency Management Agency (FEMA)
recommends COOPs be updated at least annually, or whenever there is a significant change in the
organization’s structure, mission, or operating environment to ensure the plan remains current and
relevant to the organization’s needs and capabilities.
The City offers several emergency-related trainings for staff. OEM provided training to 25 City staff
with roles in staffing disaster emergency shelters in 2023, recently initiated a new training program for
City Emergency Operations staff and set completion dates for Disaster Service Worker training for all
staff. Planned training updates are underway as well. OEM hopes to provide Citywide training
covering roles and responsibilities during emergency protocols in 2024.
Most employees (83%) report that they have received training related to emergency preparedness
within the last year, and most employees (89%) report that they feel extremely (8%), very (43%), or
somewhat (38%) prepared to respond to or handle an emergency situation within their department or
office. It is important that all employees receive training on emergency preparedness to create a
culture of safety and preparedness and ensure everyone is equipped to handle emergencies when
they arise. Many surveyed employees mentioned confusion surrounding a recent incident at City Hall
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involving a phoned-in security threat; this may indicate a need to require that employees attend
training related to roles and responsibilities and communication during emergencies.
Q: Have you received training focused on emergency preparedness provided by the City within the
last year?
Q: How prepared do you feel to respond to or handle an emergency situation within your department or office?
The City developed an Alert, Warning, and Notification (AWN) Program to provide critical alert and
warning to the public while also allowing for effective information sharing across City departments and
partner agencies. The AWN Program provides the framework for alert, warning, and notifications
before, during, and after any emergency or situation. The framework documents the recommended
criteria for issuing public alerts and warnings, types of alerts and warnings, governance, training, and
technical requirements for activating alerts. This document provides best practices for crafting
effective alert and warning messages, choosing appropriate alerting technology, and providing public
education to ensure the people understand how to obtain, use, and respond to information from the
City. This is a strong control to promote effective communication during a crisis or emergency and
reduce associated reputational risks.
Employee Safety
About one-third of surveyed employees (29%) reported they have experienced an incident where they
felt physically unsafe while working at the City in the last two years, a 20% increase from the 2020
ERA. Over half of surveyed employees (60%) rated the physical security of their workplace as
average (39%), poor (13%), or terrible (8%). This is driven by ongoing concerns over the physical
structure of City Hall and a one-time acute threat. The safety of employees, and their perception of
safety, can have significant impacts on City operations. It is important for the City to consider
strategies to increase each employee’s feeling of physical safety at work, such as proactive plans to
protect public-facing employees in the event of a security threat.
32%29%22%17%
Yes, online Yes, in-person Yes, both No
8%43%38%8%3%
Extremely prepared Very prepared Somewhat prepared
Slightly prepared Not prepared at all
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Q: In the last two years, have you experienced an incident or time where you’ve felt physically at
risk or unsafe while working at the City?
Q: How would you rate the overall level of physical security within the facility and/or location in
which you work?
OVERALL RISK LEVEL: LOW TO MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE LOW TO MODERATE MODERATE FLAT
Risk Mitigation
● Ensure that updated accounting procedures are accompanied by clear
communications to staff about the changes.
● Ensure that decentralized accounting and finance processes are accompanied
by clear procedures and adequate training.
● Prioritize continuing to address the recommendations for improvement in budget
development and monitoring training, document storage efficiency, and budget
review communications contained in the 2022 Budget Process Review.
● Continue to prioritize improvements to the City’s financial systems to increase
process efficiency where possible.
RESIDUAL RISK: LOW TO MODERATE
29%66%5%
Yes No Decline to Answer
8%32%39%13%8%
Excellent Good Average Poor Terrible
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Risk Areas: Risks associated with fiscal control, budgeting, ongoing information tracking and management,
revenue capture, and transaction processing.
Scope: The role of accounting and financial functions in risk mitigation is focused on recordkeeping and
compliance through recording, classifying, summarizing, and reporting financial transactions. Financial
reporting includes deliverables such as the Annual Comprehensive Financial Report (ACFR), monthly
financials for budgetary comparison, and other compliance reports such as an organization’s Single Audit.
Reliable financial information is fundamental to planning, budgeting, pricing, evaluating vendor performance,
assessing partnerships, and a range of other operational and strategic activities.
The City’s Finance Division operates under the Administrative Services department. The Finance
Division has a total staffing of 11.4 FTEs and is responsible for overseeing all financial accounting
and treasury functions for the City. Administrative Services also houses a Budget Manager and
Purchasing Manager outside of Finance who are involved in the accounting and finance function.
Because the structure and functions of the Finance Division can vary significantly among jurisdictions,
there is not a one-size fits all suggested staffing ratio. However, almost all survey respondents in the
Finance Division rated staffing levels in the department as either good or excellent. Additionally, over
two-thirds of surveyed employees (71%) rated the quality of internal customer service provided by the
Finance team as excellent or good, suggesting there are not significant gaps in services.
Q: How would you rate the quality of the internal customer service provided by the Finance team?
Total equals 102% due to rounding.
The City updated its financial policies and procedures in 2023. Policies and procedures are in place
pertaining to accounting and financial reporting, capital assets, budgeting, cash receipts and
handling, City Council grants, payroll, accounts payable, and revenue and accounts receivable. Up-
to-date policies and procedures reduce risks of noncompliance, increase accountability, and promote
consistency and efficiency. However, some staff shared that Finance employees sometimes give
inconsistent direction to outside departments regarding policies and procedures. Recent updates to
most accounting procedures are likely the driver of this feedback. Procedure changes often make it
difficult for staff to understand which information is most up to date.
Staff report several accounting and financial processes are decentralized at the City. As noted in
Internal Controls, there are concerns about financial transactions such as deposits and refunds being
handled in a decentralized manner and non-Finance staff, who may lack financial expertise to
process transactions without effective oversight or clear procedures. While decentralization can have
some benefits, it increases risks of inconsistent financial practices, noncompliance with laws and
regulations, fraud, errors, and monitoring difficulty. Clear procedures and a strong training
environment can help mitigate these risks.
The City typically aims to complete its Annual Comprehensive Financial Report (ACFR) within six
months after the close of each FY (i.e., by December). However, the City’s ACFR has been delivered
33%38%23%8%
Excellent Good Average Poor Terrible
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between March and May in the last three years. The City switched auditors this year and is hoping to
deliver more timely ACFR’s moving forward.
Budgeting
The City’s annual budget is prepared on a July 1 to June 30 FY, with ongoing processes throughout
the year, including budget development, proposals, adoption, monitoring, amendments, and resident
participation.
Overall, the City’s budget process is well-established and runs smoothly. The City maintains budget
policies aligned with best practices in the adopted budget book, including a Balanced Budget Policy,
Pension and Retirement Funding Policy, and Investment Policy. The City received the Operating
Budget Excellence Award from the California Society of Municipal Finance Officers and the
Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA)
for its FY23 budget. A review of the budget process conducted in 2022 as part of the City’s internal
audit program found that the City was in alignment with most budget best practices developed by the
GFOA, but that there were opportunities for improvement in budget development and monitoring
training, document storage efficiency, and budget review communications. The City is currently
working with a consultant to validate its budget forecasting processes. Such validation can help
promote the accuracy of budget projections and support the City’s decision-making moving forward.
Financial Systems
There are some shortcomings to New World, the City’s current ERP system. The system does not
easily integrate with the City’s other systems, including CobbleStone, ACTIVENet, and Accela. This
has contributed to process inefficiencies and a high level of manual intervention to effectively manage
data and reporting across systems. The City had initially planned to replace its ERP; however, this
initiative was paused while the City focused on balancing its budget. Instead, the Innovation &
Technology (IT) Department is now working to improve the functionality of New World. This will not be
a permanent solution. The City will need to eventually replace its ERP, but this should help ease the
burden of data management and reporting across unintegrated systems.
OVERALL RISK LEVEL: LOW TO MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE LOW TO MODERATE MODERATE TO HIGH DECREASING – LOW
Risk Mitigation
● Continue ongoing activities that support a robust fraud, waste, and abuse
program, including regular training and consistent reporting.
● Update the City’s Harassment, Discrimination, Retaliation, and Workplace
Violence Policy.
● Clearly communicate and enforce non-retaliation policies.
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RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with misappropriation of funds, extravagant spending, using one’s position to
accomplish a specific outcome, the intent to deceive, or behavior that is not aligned with the organization’s
ethical values and policies.
Scope: The employees of the organization have a duty to use funds economically, efficiently, effectively, and
ethically. When employees do not honor this obligation, it could result in instances of fraud, waste, abuse, or
unethical behavior.
All City employees share the common purpose of serving the public in an ethical and transparent
manner. Fraud, waste, and abuse are defined as:
• Fraud: A dishonest and deliberate course of action that results in obtaining money, property, or
an advantage to which employees or an official committing the action would not normally be
entitled
• Waste: The needless, careless, or extravagant expenditure of funds; incurring of unnecessary
expenses; or mismanagement of resources or property
• Abuse: The intentional, wrongful, or improper use or destruction of resources, or highly improper
practices that do not involve prosecutable fraud
The City’s 2020 ERA noted the absence of a robust fraud, waste, and abuse program was an area of
risk for the City. Even without a robust program in place, the 2020 ERA rated the likelihood of an
incident occurring as low to moderate. Meaning that it is unlikely that an incident of fraud, waste, or
abuse will occur. Since 2020, the City has implemented measures to further mitigate risk by
establishing a Fraud, Waste, and Abuse Program in October 2022. This program includes a Fraud,
Waste, and Abuse Policy; confidential reporting mechanisms; a whistleblower policy; and mandatory
training for all staff.
According to the Fraud, Waste, and Abuse Policy, reporting methods include a toll-free number, mail,
phone, or in-person reporting, and several methods are available 24 hours a day, seven days a week,
365 days a year. This hotline is coordinated by the City’s internal auditor and administered by third-
party vendor Lighthouse through an off-site reporting system. By offering a confidential reporting
mechanism, the program encourages open communication and allows staff and the public to share
sensitive information without fear of retaliation or judgment. This program signifies the City’s ongoing
commitment to strengthening its ethics infrastructure and environment, as well as providing staff with
the appropriate resources. When asked if they know what action(s) to take if they were to become
aware of unethical or fraudulent activity, 77% of survey respondents said yes compared to 65% of
respondents in 2020.
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Q: Do you know what action(s) to take if you were to become aware of unethical or fraudulent
behavior?
2020
2024
Total equals 99% due to rounding.
While the program is a notable contribution to the City’s ethics environment, it is important to note that
the City’s Harassment, Discrimination, Retaliation, and Workplace Violence Policy, which is a section
of the City’s overarching Administrative Rules and Regulations of the Personnel Code, has not been
updated since July 2013. Regularly updating and reviewing ethics policies and procedures are
imperative to guarantee that the City’s infrastructure adequately promotes ethical integrity.
Having confidence in the City’s ethics and reporting framework is essential for staff in building trust,
promoting compliance, enabling risk management, and detecting and preventing misconduct. The
majority of respondents (76%) responded management definitely or probably would make an effort to
stop wrongdoing if reported.
Q: What are the chances that management above you would make efforts to stop wrongdoing if you
reported it?
Total equals 99% due to rounding.
While there is a strong sense of confidence in how a reported incident would be handled, there is
hesitancy related to potential retaliation. Only 29% of respondents to the survey indicated they would
definitely be protected from retaliation if they reported wrongdoing, which is similar to the 2020 survey
results. Both actual and perceived retaliation erode trust, discourage reporting, and can make it more
challenging to realize the full benefit of the robust program in place.
65%29%6%
Yes - I know what I would do Maybe - I would have to research a bit No, not really sure
77%17%5%
Yes - I know what I would do Maybe - I would have to research a bit No, not really sure
49%27%18%1%4%
Definitely would Probably would Might or might not Probably not Definitely not
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Q: What are the chances that you would be protected from retaliation if you reported wrongdoing?
2020
2024
OVERALL RISK LEVEL: LOW TO MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE TO HIGH LOW TO MODERATE MODERATE TO HIGH FLAT
Risk Mitigation
● Continue to prioritize cybersecurity resiliency efforts, including employee
training and collaboration with other local government agencies.
● Ensure IT policies and procedures are updated at least every three years.
● As the City explores expenditure mitigation strategies, consider developing a
feedback mechanism to track employee satisfaction with technology and
prioritize opportunities for improvement.
● When possible, prioritize the adoption of a new ERP.
● Consider adopting key systems that would increase efficiency and
effectiveness like an HR information system, learning management system,
grants management, and performance management system. Prioritize system
interoperability between these systems and the City’s ERP.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with the design, development, implementation, administration, operations, and
maintenance of information systems, including change management and system development life cycle. Also
includes risks to infrastructure, system performance, data architecture and management, integration, backup,
security, and controls.
Scope: The importance and pervasiveness of information technology and information systems continues to
rapidly expand, regardless of organization.
29%41%20%6%3%
Definitely would be protected Probably would be protected Might or might not be protected
Probably not protected Definitely not protected
29%43%22%4%2%
Definitely would be protected Probably would be protected Might or might not be protected
Probably not protected Definitely not protected
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The City’s IT Department consists of 14 full-time positions, four part-time positions, and one intern
position. There are three divisions within the department: Applications, GIS, and Infrastructure. The
Applications Division supports the City’s enterprise applications like its ERP, Land Management
System, Recreation System, Laserfiche, as well as the many e-services custom applications like bid
management, permit parking, business licenses, and the City’s mobile apps. The GIS Division builds
web applications for staff and the public to use as a tool in their daily workflows. The Infrastructure
Division is responsible for the acquisition, maintenance, and support of all computer hardware
necessary for the City's network (server, storage, switch, security, and appliance) and end user
services (PC, tablet, VoIP devices, and smartphones).
The City has a history of being technologically forward and progressive, and its focus on technology
translates to an overall low to moderate risk rating in this category. The IT Department is considered
the root of that reputation and is critical to the continued optimization and efficiency of service delivery
Citywide. The risk in this area is largely driven by the inherent cybersecurity risks to any public-facing
organization, the acknowledged need to replace the City’s ERP, some outdated policies and
procedures, and opportunities to systematize HR, including training and performance management,
as well as grants to further support operational efficiency and effectiveness.
IT Internal Service
Staff are generally pleased with IT internal service. Employees across the City consistently rated the
IT Department highly and highlighted that the department is a model for other cities. Staff reported
that trust and communication is high between IT and other departments. This is likely driven in part by
frequent cross-departmental collaboration. For example, the Applications Division meets with
departments monthly to discuss needs, and recently worked with the CIP team to build an application
that tracks day-to-day operations.
Q: How would you rate the quality of the internal customer service provided to staff by the IT team?
Total equals 99% due to rounding.
The internal management of the department appears strong. The Chief Technology Officer plans to
retire at the end of this FY and has accordingly prioritized succession planning efforts.
IT adheres to a department-specific standard replacement schedule as defined by the Information
Technology Replacement and Capitalization Policy. Though there is not a dedicated IT replacement
fund, IT budgets for replacements according to the life cycles of hardware. Generally, laptops are
replaced every four years and cell phones every three years.
The likelihood of risk occurring with regard to internal service and hardware is driven by current and
future impacts to the budget. Among the strategies to reduce expenditures identified in the FY24
budget are reductions to technology purchases and pursuing fewer pilots of technology in the future.
The IT team has already cut some of the applications that were previously procured from a third
63%31%3%1%
1%
Excellent Good Average Poor Terrible
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party. While surveyed employees were generally satisfied with the quality of the information
technology hardware provided by the City, there were some concerns that extending equipment life
cycles due to budget cuts would cause equipment to become outdated.
Q: How would you rate the quality of the information technology hardware (computers, accessories,
etc.) that you currently have and use in your role?
IT Security
The likelihood of risk in this area is driven by the inherent risk related to cybersecurity in any modern
organization. In addition, the City does not have control over the rising cost of cybersecurity
insurance. As that cost continues to increase, there is an associated risk that more of the City’s
resources will need to be allocated to this area.
Cybersecurity was identified as a high-risk area in the 2020 risk assessment. Since then, the IT
Department has made investments to mitigate that risk, including the following:
• The City providing end user education through semi-annual training. The focus on training is
reflected by 100% of survey respondents reporting that they received high-quality cybersecurity
training within the past year. Because of the growing complexity of cyberattacks, it will remain
imperative that the City continue to prioritize its cybersecurity resiliency efforts.
• The City continues to focus on strengthening the IT Disaster Recovery Plan and other
contingency efforts, including the Business Continuity Flow Chart and EOP (a unified cyber
command incident response process that clarifies processes and roles and responsibilities for
cyber incidents).
• The City works with a contractor to monitor the cyber environment 24/7 and isolate anomalies
that occur at night to prevent viruses or encryption from spreading throughout the environment.
The City maintains the following IT Security policies and procedures:
• A detailed EOP Annex with processes to respond to cyber incidents (last updated in 2021)
• An Innovation Technology Disaster Recovery Plan and Business Continuity Flow Chart for IT
response to natural disasters, hardware failures, and cybersecurity events (undated)
• A Technology Use Policy setting acceptable use of City technology resources that covers data
and information security and cybersecurity (last updated in 2018)
• A Photo Identification Policy governing acceptable photo use (last updated in 2018)
• A Redaction Policy concerning private information in public records (last updated in 2018)
While these policies and procedures are important controls for the City to reduce IT-related risks, they
fall outside of the recommended review cycle of three years. All policies and procedures should
37%43%15%3%
1%
Excellent Good Average Poor Terrible
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include the date they were created as well as revision or review dates to ensure policies are kept up
to date and provide clarity to staff.
The City takes a hybrid approach to data storage, with some data stored on premises and some
stored in the Cloud. In alignment with best practice, the on-premises environment and applications
are backed up in an off-site location. Though on-site storage typically presents greater risks, the on-
premises environment is being updated within the coming months after a recent audit noted that the
server room is shared with the Finance Division and is accessible by non-IT personnel.
City Systems
The City uses Zendesk as its CRM and New World as its ERP. Although these are commonly used
systems, City staff report integration challenges between New World and other major systems as
described in Accounting and Finance.While staff generally reported that New World’s inefficiencies
were frustrating, they shared that the workarounds that have been developed are ultimately
operational. One of the needs employees identified related to IT was a desire for IT to continue to
strengthen system integration and data flow automation to reduce manual processes.
The City lacks some key systems that would contribute to increased efficiency and effectiveness.
Examples include a comprehensive HR information system, learning management system, grants
management, and a performance management system to automate performance evaluations.
Otherwise, employees rated the quality of the hardware and software systems currently in use at the
City highly.
Q: How would you rate the quality of the information technology systems (software, applications,
programs, etc.) that you currently have and use in your role?
IT Governance
IT governance plays an important role in local governments to optimize technology purchases,
systems integration, and access to information to support decision-making. The City has established
an Innovation & Technology IT Governance Framework, which is responsible for the strategic
planning, governance, and policy-setting related to the use of digital services for the City. In
accordance with industry standards, asset decision-making is centralized—the IT Department
approves all software and hardware purchases.
33%51%11%4%
1%
Excellent Good Average Poor Terrible
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OVERALL RISK LEVEL: LOW TO MODERATE
Impact
Likelihood
Preparedness
Trajectory
MODERATE LOW TO MODERATE MODERATE FLAT
Risk Mitigation
● Explore opportunities to establish a formal agreement with the Santa Clara
County Fire Department for fire services.
● Work with the Santa Clara County Sherriff’s Department to understand why
some types of crime have been increasing and jointly develop mitigation
strategies.
● Consider allocating resources to the Unhoused Task Force to support proactive
public communication around the City’s efforts to address homelessness in the
community.
RESIDUAL RISK: LOW TO MODERATE
Risk Areas: Risks associated with public safety services, including level of services, funding, and community
issues.
Scope: Public safety includes emergency services such as law enforcement, fire, dispatch, and community
disaster response programs.
The City’s public safety and security environment is relatively strong, but there are risks associated
with the City’s lack of direct control over its contracted and outsourced police and fire services. In
addition, the City does not currently dedicate any money to homelessness related issues or services.
Public Safety
The OEM leads and directs the City in prevention, preparation, mitigation, response, and recovery
from all emergencies, hazards, incidents, and events. OEM also maintains the City’s contract for law
enforcement services with the Santa Clara County Sheriff’s Office.
The City contracts its law enforcement with the Santa Clara County Sherriff’s Department, and its fire
services are provided by the Santa Clara County Fire Department. Outsourcing law enforcement and
fire services can result in cost savings for the City and reduce administrative burdens on the City,
such as those related to hiring, training, and managing law enforcement and fire service personnel.
However, there are also some risks to this approach:
• The City has less control over law enforcement and fire services and less input into how services
are provided and how resources are allocated.
• Santa Clara County may have other priorities, which can impact responsiveness or limit the
customizability of services to local needs.
While the City has a formal contract with Santa Clara County for law enforcement services, the City
does not have a formal agreement for fire services and staff reported they were not able to
meaningfully participate in Santa Clara County’s Fire Department’s strategic planning efforts last
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year. This represents risk for the City because if the City notices deficiencies in fire services, there is
not a defined process to address those concerns. However, the likelihood of this occurring is
relatively low, and services appear to be sufficient. This is evidenced by positive responses to the
employee survey (respondents did not report any significant concerns regarding the effectiveness of
the public safety services delivered to the City and the sense of safety was reported as good or
excellent by 82% of respondents) and by Sheriff and Fire response data:
• The average County Sheriff response time in 2022 (the most recent year available) in the City
was 5.33 minutes for Priority 1 calls, 6.94 minutes for Priority 2 calls, and 11.73 minutes for
Priority 3 calls—all well under the established target response times for the department.6
• The average Fire response time for emergency events in the City in December 2023 was 4:47
minutes in urban areas and 5:49 minutes in rural areas. Incidents responded to by Fire in the City
decreased slightly during the COVID-19 pandemic and have been climbing back to pre-pandemic
levels, which leveled off in 2023. Most responses are EMS (63%) or service (17%).
Q: How would you rate the effectiveness of the public safety services delivered to the City?
Q: How would you rate the overall feeling of safety in the community?
Total equals 99% due to rounding.
The risk level in this area is also informed by crime rates. Crime rates in the City have fluctuated
between 2021 and 2023, most recently decreasing between 2022 and 2023. However, some types of
crime have been increasing between 2021 and 2023, including simple and aggravated assaults
(50%), identity theft and forgery fraud (22%), commercial burglary (33%), and robbery (22%). The
2022 relative crime rate (the most recent comparison available) within the Santa Clara County
Sheriff’s Office jurisdiction is among the highest between California agencies that shared data. Crime
rates are another area that the City has limited control over due to its contractual service relationship
with the Sheriff’s Office.
Public safety and security is also influenced by the public’s perception of homelessness in the
community. Homelessness is not as prominent an issue in the City as it is in surrounding areas, and
6 Santa Clara County Sheriff’s Office. 2022 Annual Statistics. Accessed April 25, 2024:
https://countysheriff.sccgov.org/sites/g/files/exjcpb406/files/reports/2022%20SCCSO%20Report%20ToC.pdf.
27%53%18%
1%
1%
Excellent Good Average Poor Terrible
29%53%14%3%
Excellent Good Average Poor Terrible
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the number of people experiencing homelessness in the City appears to be decreasing (the City’s
2022 Point-In-Time count observed 102 people experiencing homelessness, a 36% decrease from
the 2019 count).7 However, staff report a sense of increased public concern about the unhoused
population in the City and the management of encampments, evidenced by a reported 20 to 30
encampment-related complaints that are received per week. To address concerns in this area, the
City created the Unhoused Task Force, comprising multiple City departments. The task force’s
primary purpose is to track encampments and ensure that services are provided to people who are
unhoused in the City, as well as to communicate with the public and coordinate encampment
resolutions with Sheriff, Fire, Public Works, and the City Attorney’s Office. The cost of addressing
homelessness is absorbed into standard operating costs across departments, including Public Works.
Code Enforcement
The City employs three FTE Code Enforcement Officers who enforce non-emergency and
preventative life-safety issues around zoning, building, housing, and fire code compliance. Code
enforcement functions serve a critical role and are responsible for supporting the health, safety, and
economic well-being of the community. Code enforcement is budgeted for 4 FTE, and staff shared
that vacancies are currently unfilled due to budget conditions, which has impacts on service delivery
in this area.
Community Emergency Preparedness
The City has developed community emergency preparedness programs. Such programs are helpful
to reduce risks related to disasters and emergencies by helping promote community preparedness.
The City runs a Community Emergency Response Team Program, which is sponsored by FEMA. The
City provides ongoing community preparedness training through the Personal and Neighborhood
Emergency Preparedness Program, which is operated through the Neighborhood Block Leader
Public Safety Program.
7 County of Santa Clara. 2022 Point-In-Time Report on Homelessness. Accessed April 25, 2024:
https://osh.sccgov.org/sites/g/files/exjcpb671/files/documents/2022%20PIT%20Report%20Santa%20Clara%20County.pdf
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APPENDIX A: EMPLOYEE SURVEY RESULTS
We distributed a confidential online questionnaire to City employees on January 2, 2024, and
collected data through February 8, 2024. Out of the 198 full-time employees invited to take the
survey, 92 individuals submitted responses, a participation rate of 46%. Some totals may not equal
100 due to rounding.
Years of Tenure
Employee Level8
How would you rate the organization’s level of overall risk?
A ccounting and Finance
8 Only management-level employees were asked to rate overall level of risk for each category.
14%
8%
26%
15%
28%
18%
22%
30%
4%
10%
5%
18%
Tenure in Position
Tenure with Organization
Less than 1 1 to 2 3 to 5 6 to 10 11 to 15 More than 15
46%54%Management
Yes No
16%27%38%16%3%
Low Low to Moderate Moderate Moderate to High High
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Asset Management
Capital Improvement Program and Infrastructure
Compliance and Financial Reporting
Ethics and Fraud, Waste, Abuse
Funding and Economics
33%39%25%3%
Low Low to Moderate Moderate Moderate to High High
23%37%20%14%6%
Low Low to Moderate Moderate Moderate to High High
7%17%50%7%2%17%
Low Low to Moderate Moderate Moderate to High High N/A
24%36%31%7%2%
Low Low to Moderate Moderate Moderate to High High
10%30%50%10%
Low Low to Moderate Moderate Moderate to High High
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Governance
Human Resources
Information Technology
Management and Leadership
Operations and Service Delivery
11%26%42%18%3%
Low Low to Moderate Moderate Moderate to High High
30%33%30%8%
Low Low to Moderate Moderate Moderate to High High
48%33%15%5%
Low Low to Moderate Moderate Moderate to High High
15%33%30%13%10%
Low Low to Moderate Moderate Moderate to High High
26%31%40%2%
Low Low to Moderate Moderate Moderate to High High
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Organization and Staffing
Planning and Strategy
Policies and Processes
Procurement and Contracting
Public Safety and Security
17%14%36%21%12%
Low Low to Moderate Moderate Moderate to High High
13%30%38%15%5%
Low Low to Moderate Moderate Moderate to High High
23%30%35%13%
Low Low to Moderate Moderate Moderate to High High
16%39%32%10%3%
Low Low to Moderate Moderate Moderate to High High
30%45%15%8%3%
Low Low to Moderate Moderate Moderate to High High
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Reputation and Public Perception
Risk Programs
30%30%35%5%
Low Low to Moderate Moderate Moderate to High High
8%36%33%21%3%
Low Low to Moderate Moderate Moderate to High High
80
81
City of Cupertino
FY 24-25 Internal Audit Program
Audit Committee Meeting
June 2024
82
• The City retained Moss Adams to serve as the
designated Internal Auditor and conduct projects
focusing on:
• Risks
• Internal controls
• Efficiency and effectiveness
• Best practices
• Compliance
• Work is being completed under appropriate industry
standards (IIA, GAGAS, AICPA)
Internal Audit Overview
2
83
Role of Internal
Audit
3
Source: IIA
84
Holistic Internal Audit Program Components
Tracking &
ReportingCOpportunitiesBProgram InputsA
• Enterprise
Assessments
• Employees and
Residents
• Performance
Metrics
• Risks
• Controls
• Compliance
• Performance
• Findings &
Recommendations
• Fraud, Waste, and
Abuse Hotline
• Corrective Actions
• Implementation
• Validation
4
85
5
Internal Audit Program Components
5
Internal Audit Plan
Risks Internal
Controls Compliance Performance
Accounting and financial reporting, asset management, capital programs,
compliance, economics and funding, fraud, governance, human resources, internal
controls, maintenance and operations, management, operations and service
delivery, organization and staffing, processes and procedures, procurement, public
safety, risk management, and technologyFu
n
c
t
i
o
n
s
Co
m
p
o
n
e
n
t
s
Pl
a
n
Ci
t
y
In
t
e
r
n
a
l
Au
d
i
t
An
n
u
a
l
86
6
Program Review
Focus Accomplishments
•Enterprise Risk Assessments 2021
•Internal Controls Projects Completed 2
•Performance/Efficiency Projects Completed 5
•Policies Reviewed 133
•Recommendations Delivered 52
•Ethics Hotline Reports Received 21 reports
•Recommendations Validated To Come
6
87
7
Departments Covered
ProjectsDepartment
Procurement (22)
Finance P&Ps (22)
Budget Process Review (23)
Administrative Services
City Clerk
FWA Program (22)City Manager’s Office
Community Development
Communications
Innovation & Technology
Parks & Recreation
Capital Program (22)
Library Construction Audit (23)
Public Works
Enterprise Projects: Risk Assessment (21, 24), Enterprise Leadership (23),
Policies and Procedures (24)
88
1. Grants Management Internal Controls Review Assess the
internal controls in place over the City’s grants management
activities (including applications, review, administration, and
reporting). (16 weeks, $25,000)
2. Special Revenue Fund Process Review Document the
process used for special revenue fund accounting, identify
gaps compared to best practices, and conduct testing of prior
years’ accounting. (16 weeks, $18,000)
3. Recommendation Validation Process Establishment
Inventory prior internal and external audit recommendations,
collaborate with City staff to develop a tracking mechanism
and process to report and validate recommendation
implementation. (20 weeks, $10,000)
4. Ongoing Internal Audit Services Attend Audit Committee
and Council meetings, prepare status reports, manage
internal audit program, and monitor FWA hotline. ($7,000)
Recommended Internal Audit
Projects
8
89
The material appearing in this presentation is for informational purposes
only and is not legal or accounting advice. Communication of this information
is not intended to create, and receipt does not constitute, a legal relationship,
including, but not limited to, an accountant-client relationship. Although
these materials may have been prepared by professionals, they should not be
used as a substitute for professional services. If legal, accounting, or other
professional advice is required, the services of a professional should be
sought.
9
9
90
• Government Finance Officer’s Association (GFOA)
•GFOA Best Practices Guide on Audit Committees
• Institute of Internal Auditors
•IIA Publication “The Audit Committee: Internal Audit Oversight”
• U.S. Government Accountability Office (GAO)
• American Institute of Certified Public Accountants
• Association of Certified Fraud Examiners
10
Resources
91
CITY OF CUPERTINO
Agenda Item
24-13241 Agenda Date: 6/24/2024
Agenda #: 3.
Subject:ACTION ITEM Status update for prior Internal Audit Work Plans in Fiscal (FY)2021-22 and
FY 2022-23
Receive status update report for prior Internal Audit Work Plans in FY 2021-22 and FY 2022-23 and
forward to City Council
Presenter: Toni Oasay-Anderson
3:25(10)
CITY OF CUPERTINO Printed on 6/20/2024Page 1 of 1
powered by Legistar™92
AUDIT COMMITTEE STAFF REPORT
Meeting: June 24, 2024
Subject
Status update for prior Internal Audit Work Plans in Fiscal (FY) 2021-22 and FY 2022-23
Recommended Action
Receive status update report for prior Internal Audit Work Plans in FY 2021-22 and FY
2022-23 and forward to City Council
Discussion
Background
In Fiscal Year FY 2019-20, the City began an internal audit program and issued a Request
for Proposal (RFP) for internal audit services. After reviewing the proposals, the
evaluation committee, which was a subcommittee of consisting of staff and audit
committee members selected Moss Adams as the City’s Internal Auditor. Moss Adams
serves as the City’s designated Internal Auditor and conducts projects focusing on:
Risks
Internal controls
Efficiency and effectiveness
Best practices
Compliance
Moss Adams serves as the City’s Internal Auditors and presents annual audit plans and
final audit reports to the Audit Committee. Once reviewed by Audit Committee the plans
and audits are forwarded to the City Council who approves the annual internal audit
work plan and receives the final completed audits. The City is in contract with Moss
Adams until June 2026.
In 2020, Moss Adams conducted an Enterprise Risk Assessment (ERA) to analyze the
City’s risk areas. For each risk category assessed, the risk assessment included an
overview of the risk condition in the City, including the current risk level, likelihood,
impact, preparedness, and trajectory. This assessment was used as a guide to the internal
audits recommended in FY 2022-24.
93
Prior Year Internal Audit Work Plans
Moss Adams recommended staff begin updating both Audit Committee and City Council
on the status of audit recommendations about two to three years after the first audit was
completed. This would provide staff enough time to work through recommendations and
provide a meaningful update. After this initial update, Moss Adams recommends
updating Audit Committee and City Council on an annual basis.
In 2021, 2022, and 2023, Moss Adams developed an Internal Audit Work Plan to guide
activities for each respective fiscal year. All prior year internal audits can be found online
at https://www.cupertino.org/our-city/departments/finance/internal-audit.
The chart below provides a summary of each Internal Audit Work Plan. The FY 2023-24
Audit Work Plan was approved by City Council on July 24, 2023. It is anticipated that
final audits from the current fiscal year’s work plan will be presented to City Council in
July and September 2024.
Fiscal
Year
Internal Audit Work Plan and Items Internal Audit
Work Plan and
Final Audits
Received by Audit
Committee
Internal Audit
Work Plan
Approved and
Final Audits
Received by City
Council
FY 2021-
22
Internal Audit Work Plan:
Procurement Operational
Review
Policy Inventory and Plan
(Fiscal)
Capital Program
Effectiveness Study
Fraud, Waste, and Abuse
Program
May 24, 2021
February 24, 2022
May 23, 2022
May 23, 2022
June 27, 2022
July 2020, 2021
April 19, 2022
July 19, 2022
July 19, 2022
July 19, 2022
FY 2022-
23
Internal Audit Work Plan:
Budget Process Review
Enterprise Leadership
Effectiveness Study
Library Construction Audit
June 27, 2022
February 27, 2023
July 24, 2023
April 24, 2023
September 6, 2022
March 21, 2023
September 6, 2023
May 16, 2023
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Attachments A through G of this staff report provide further information including the
internal auditor’s specific observations, recommendations, and status of all prior year
audit recommendations as of June 30, 2024.
Each of the internal audits and recommendations are at different stages of completion.
The following internal audits and recommendations are fully completed:
Fiscal Policy Inventory and Plan (100% completion of high-risk policy areas)
Fraud, Waste, and Abuse
Budget Process Review
Library Construction Audit
The other internal audits and recommendations are currently in progress and/or ongoing.
Administrative Services staff will begin annual reporting of statuses of internal audits and
recommendations beginning in FY 2024-25, which will include FY 2023-24 Internal Audit
Work Plan recommendations.
Next Steps
The status of prior year internal audits are expected to be included in the July 2, 2024 City
Council Meeting Agenda.
Sustainability Impact
No sustainability impact.
Fiscal Impact
Internal Audit is budgeted in 100-41-405 700-702. To date the City has spent
approximately $392,000 in internal audit costs since FY 2020-21. In FY 2024-25, $60,000 is
budgeted down from the previously budgeted amount of $100,000 due to a service level
reduction approved as part of the final budget.
California Environmental Quality Act
Not applicable.
_____________________________________
Prepared by: Toni Oasay-Anderson, Senior Management Analyst
Reviewed by: Kristina Alfaro, Director of Administrative Services
Approved for Submission by: Pamela Wu, City Manager
Attachments:
A – Procurement Operational Review - Audit Recommendation Update
B – Fiscal Policy Inventory & Gap Analysis - Audit Recommendation Update
C – Capital Program Effectiveness - Audit Recommendation Update
D – Fraud, Waste, and Abuse Program - Audit Recommendation Update
E – Budget Process Review - Audit Recommendation Update
F – Enterprise Leadership Assessment - Audit Recommendation Update
G – Library Expansion Construction - Audit Recommendation Update
95
Audit Report
Received by Audit
Committee
Audit Report
Received by
City Council
Moss Adams Observations Moss Adams Recommendations Did the City
Agree?
Status Completion Date/
Estimated Completion Date
The City’s current procurement activities are highly
decentralized, leading to increased inefficiencies as
departments create customized processes for
common procurement practices.
Take steps towards greater centralization of procurement activities and
elevate procurement to a strategic function with the installation of a
Procurement Officer or Procurement Division.
Yes Completed 5/1/23 ‐ hired Purchasing Manager and developed Purchasing
Division
Procurement roles and responsibilities are not
clearly understood among City staff and the
Council, which can hinder organizational
effectiveness.
Develop a matrix outlining the roles and responsibilities for all
stakeholders engaged in procurement at various levels.
Yes Completed 2/14/24 ‐ Purchasing Policy and Purchasing Matrix approved.
2/21/24 ‐ CMC Ordinance 3.22 & 3.23 approved by Council
4/5/24 ‐ Ordinance revised formally into CMC
The City does not provide consistent, regular
training on purchasing activities to all
employees engaged in purchasing activities.
A. Develop an onboarding program for staff who are responsible for
procurement within the City.
B. Supplement the current training catalog published by Human Resources
(HR) with procurement‐specific training opportunities.
C. Evaluate the current training program content, audience, and frequency
to maximize the impact of current training activities.
Yes In progress A. Est. Comp. Date ‐ 1/1/25
B. Est. Comp. Date ‐ 11/1/24
C. Est. Comp. Date ‐ 11/1/24
The City’s procurement processes often rely on a
single individual to maintain continuity of
operations. This places the City at an increased risk
of institutional knowledge loss if those individuals
are not present.
Establish and document backups for processes managed by a single
individual. Conduct cross‐training among employees to ensure adequate
and consistent coverage of key functions and duties.
Yes Ongoing There is a current policy and procedure on stretch assignments
for current staff to become cross‐trained in other areas for
growth and support. Estimated completion date 6/30/25
There are gaps in the City’s ability to effectively
manage and communicate change related to
procurement within the organization.
Adopt a standardized change management process to promote
communication, adoption, and accountability.
Yes Completed 2/1/2024. The revised Purchasing Policy, new PW Purchasing
Policy and City Council approval of Municipal Code
improvements will standardize process and these changes
were discussed with each department. In addition monthly
meetings with the Purchasing Manager and department
purchasing liaisons were initiated in July 2023 and continue to
occur. Future trainings on conducting a solicitation and
contract development are planned for citywide staff.
There are instances where procurement practices
do not align with established policies or City values
regarding inclusion and sustainability.
Standardize and communicate assistance opportunities for small
businesses to meet the City’s insurance requirements; where possible,
update templates to modify insurance requirements for small business
contracts.
Yes Completed 8/1/23 ‐ Guidance provided to staff for when and how
insurance requirements can be modified. Recreation day
vendors have unique contracts and insurance requirements.
New contract templates for small businesses specifically were
not developed.
Increased complexity within the operating
environment, along with the COVID‐19
pandemic, have presented the City with an
opportunity to evaluate and modernize
its procurement processes to suit its current
operating conditions.
A. Explore and implement modern procurement processes and supporting
technologies.
B. Conduct robust training with all employees and establish annual
refresher training for employees who are highly involved with these
business processes.
C. Formalize and develop procurement toolkits and comprehensive self‐
service guidance for all business functions.
D. Establish targeted coordination meetings for employees who are highly
involved in specific functions to proactively resolve issues and support
continuous improvement.
Yes In progress A. In progress ‐ 9/1/24 ‐ City's Business Opportunity Website;
4/1/25 ‐ Enterprise Resource Planning (ERP) efficiencies
B. In progress ‐ 11/1/24
C. In progress ‐ 1/1/25
D. Completed. 7/20/23
The City’s procurement methods and thresholds
have not been updated since 2013.
A. Review and update City purchasing method guidance as appropriate.
B. Assess the efficacy of the current purchasing methods and thresholds;
assess opportunities to streamline processes and generate clarity.
Yes Completed 2/14/24 ‐ Purchasing Policy, with Purchasing Matrix, and
Public Work Purchasing Policy approved.
2/21/24 ‐ CMC Ordinance 3.22 & 3.23 approved by Council
2022 Procurement Operational Review
Update as of 6/2024As of 4/19/2022
2/24/2022 4/19/2022
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Audit Report
Received by Audit
Committee
Audit Report
Received by
City Council
Moss Adams Observations Moss Adams Recommendations Did the City
Agree?
Status Completion Date/
Estimated Completion Date
2022 Procurement Operational Review
Update as of 6/2024As of 4/19/2022
Although procurement data, including budget data,
is generally available to City staff, some users
report difficulty in properly accessing and/or
interpreting this data. Additionally, some
procurement‐related data is inconsistently named.
Consider surveying staff to determine common and essential project
information and create improved self‐serve options, such as report
templates or user training guides. Ensure ongoing data accuracy,
completeness, and consistency through developing a data management
strategy and processes.
Yes (response not
included the original
staff report).
In progress 1/1/2025. The approved Purchasing Policy (February 2024)
includes details and expectations for standardization and
consistency. Beginning July 2023, the Purchasing Manager
approves all PO's. A Business Analyst Report for identifying PO
and invoice information was created and distributed to
citywide analysts in March 2024.
Ongoing efforts include revising SOP's for purchase orders,
developing solicitation documents with guidance for staff,
revising finance‐related citywide policies (p‐card, travel and
gifts/gratuities) and creating and administering training for
purchasing activities and contract development.
Many procurement processes at the City are not
well documented and are subsequently performed
inconsistently across City departments. Current
purchasing policies and procedures are out of date,
hindering a consistent employee understanding of
requirements, processes, and protocols.
Develop a prioritization plan for updating or developing comprehensive,
clear, and concise procurement policies and procedures.
Yes (response not
included the original
staff report).
Completed 6/15/24 ‐ Purchasing Manager established plan for identifying,
coordinating and communicating citywide updates to policy
and procedures for procurement‐related activities. Monthly
purchasing meetings were established to communicate, train
and implement ongoing improvements.
2/24/2022 4/19/2022
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Audit Report
Received by Audit
Committee
Audit Report
Received by City
Council
Moss Adams Recommendations Did the
City
Agree?
Status Completion Date/
Estimated Completion Date
Accounting and Financial Reporting Yes Completed July 2023.
Accounts Payable Yes Completed April 2023.
Budgeting Yes Completed April 2023.
Capital Assets Yes Completed April 2023.
Cash Management Yes Completed April 2023.
Payroll and Timekeeping Yes Completed April 2023.
Procurement Yes Completed February 2024.
Revenue and Accounts Receivable Yes Completed April 2023.
Debt Management/Tax Bond Compliance Yes In progress Estimated completion September 30, 2024.
Gifts and Donations Yes Completed Estimated completion June 30, 2024.
Grant Management Yes Completed City Council adopted the Council Grants Policy
on July 6, 2023.
Investment Management Yes Completed Adopted by Council on May 14, 2024.
Credit Cards Yes In progress Estimated completion September 30, 2024.
Revised policy currently in development.
Inventory Yes In progress Estimated completion September 30, 2024.
Initial review process began in January 2024.
Travel and Expense Reimbursement Yes In progress Estimated Completion September 30, 2024.
Implementation will occur in FY25 due to meet
and confer requirements with bargaining
units.
5/23/2022 7/19/2022
As of 7/19/2022
2022 Fiscal Policy Inventory & Gap Analysis Report
Update as of 6/2024
Update or Create Policies for the following areas:
High‐Risk Areas: Inherently high risk area where full or major gaps are identified and area is a high priority for the City's operations
and structure
Medium‐Risk Areas: Inherently medium risk area where full or major gaps are identified and area is a high priority for the City's
operations and structure
Low‐Risk Areas: Inherently low risk area where minor gaps are identified and area is a low priority for the City's operations and
structure
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Audit Report
Received by Audit
Committee
Audit Report
Received by City
Council
Moss Adams Observations Moss Adams Recommendations Did the City
Agree?
Status Completion Date/
Estimated Completion Date
The City primarily relies on the Annual CIP Budget
document to guide yearly operations but has not
yet developed a long‐range CIP plan.
A. Develop long‐range CIP plan to strategically guide capital
improvement investments.
B. Increase the standardization and transparency of the CIP
project prioritization process.
Yes Completed Multi‐year forecasts for the CIP plan
are proposed annually. Annually,
the prioritization of each project is
noted, using standardized
categories. (ongoing item)
The CIP financial forecasting process is short‐term
and prone to yearly variability. Long‐term planning
and stability in the program are hindered by
fluctuations in annual budget allocation and City
priorities.
A. Implement a multi‐year financial forecast for CIP projects to
analyze CIP and budget implications for future operating years.
B. Create a citywide grant strategy to fully leverage grant
funding opportunities.
Yes Completed Multi‐year forecasts for the CIP plan
are proposed annually.
Grant administration and
management staffing is under
consideration. (ongoing item)
A Facility Condition and Use Efficiency Assessment
was completed in December 2018 and identified
more than $78 million dollars of required
maintenance. However, this assessment is not
meeting current needs and is out of date.
Continue efforts to commission a new facility conditions
assessment.
Yes Completed The Assessment report was
updated. (12/2/2022)
The City’s CIP team is sufficiently staffed to meet
the needs of its current workload. However, the
team is not staffed to provide backup for key roles
and relies heavily on select individuals for essential
institutional knowledge.
Consider the following staffing changes:
A. Pursue retaining the two limited‐term project managers as
full‐time City employees.
B. Immediately hire support for the Public Works senior
management analyst.
C. Establish a senior project manager position.
D. Hire a grant management position to support City operations.
Yes In progress Senior staff was added to CIP. Other
positions are being considered.
However, there have been
recruitment issues in finding
candidates with the necessary
skillsets.
The CIP team has yet to develop updated and
comprehensive policies and procedures, hindering
the team’s ability to execute operational activities
quickly and consistently.
Inventory current policies and procedures and create a
prioritized schedule for policy and procedure development.
Yes Ongoing Policies are under review.
The CIP Division has strong expertise in managing
procurements and contracts. However, as a result
of the City’s decentralized procurement model, the
CIP team is experiencing similar challenges within
their purchasing processes as other departments
across the City.
Maintain strong collaboration with the City’s Finance
department to remain up to date on procurement changes
resulting from the 2022 Procurement Operational Review.
Yes Completed The City created the Purchasing
Manager position in 2023.
Purchasing Manager meets with CIP
team monthly and on an as‐needed
basis.
The CIP Division’s systems are insufficient to meet
the team’s need for comprehensive project and
budget management.
Continue current efforts to develop a comprehensive CIP
Management solution and clarify expectations for use of the
current systems until the new solution is implemented.
Yes Ongoing The CIP system is in use and
continually updated. (ongoing item)
While the CIP Division uses a variety of tools to
report project progress, staff note that there are
barriers to effectively communicating program
needs and trade‐offs to City leadership.
A. Establish an annual CIP report detailing project progress, prior
year expenditures, and CIP accomplishments to effectively
communicate opportunities and challenges to stakeholders,
including City leaders, internal staff, and the public.
B. Correct the data accuracy issues in the community‐facing
dashboard to ensure public information is always current and
accurate.
Yes Ongoing Quarterly reports are included as an
attachment to the City's Q1, Mid‐
Year, and Q3 financial reports.
Annual reports have been included
as part of the CIP study session item.
(ongoing item)
2022 Capital Program Effectiveness Study
As of 7/19/2022 Update as of 6/2024
7/19/20225/23/2022
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Audit Report
Received by Audit
Committee
Audit Report
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Council
Moss Adams Observations Moss Adams Recommendations Did the
City
Agree?
Status Completion Date/
Estimated Completion Date
The City has not implemented a
robust fraud, waste, and abuse program to educate
employees on potential red flags or a
whistleblower hotline to report allegations of
wrongdoing that could detect issues sooner.
Develop and implement a comprehensive fraud,
waste, and abuse program.
Yes Completed October 2022. The City has a policy in
place and conducted a recorded training
on the FWA program including the
anonymous hotline. All new hires are
required to view the training and policy.
Employees must sign a document to
confirm.
The City needs an anonymous method for
employees or members of the public to submit
complaints.
Implement an anonymous whistleblower hotline
and standardized complaint management
processes.
Yes Completed September 2022. The City entered into
contract with a FWA hotline provider.
The City needs to have regular ethics or fraud,
waste, and abuse training. Training is imperative to
a robust ethics and fraud, waste, and abuse
program by reinforcing the City’s values, describing
suspicious activity, and providing information on
the organization’s reporting environment (i.e., how
to report concerns, complainant protections,
complaint responses).
Develop and schedule fraud, waste, and abuse
training to all City employees, including
mechanisms in place to protect employees from
retaliation.
Yes Completed In October 2022, all employees were
required to attend or view the recorded
training. Employees had to sign a
document to confirm. All new hires are
required to view the training and policy.
2022 Fraud, Waste, Abuse Program (FWA)
As of 7/19/2022 Update as of 6/2024
6/27/2022 7/19/2022 (first
reading)
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0
Audit Report
Received by Audit
Committee
Audit Report
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Council
Moss Adams Observations Moss Adams Recommendations Did the City
Agree?
Status Completion Date/
Estimated Completion Date
Cupertino’s budget process acts in accordance with
the significant majority of budget best practices
developed by the GFOA (76 of 80 criteria in total);
however, there are four elements of the City’s
budget process that lacked documentation to
support alignment with best practices:
1) Develop policy on balancing the operating
budget
2) Performance measures are linked to financial
outcomes
3) Monitor, measure, and evaluate stakeholder
satisfaction
4) Adjust broad goals, if appropriate (The City may
have an informal process for evaluating and, if
necessary, adjusting its goals and/or performance
measures during the budget cycle. However, there
is not a written policy or procedure that defines
how the City would adjust these goals).
Develop a prioritized implementation plan to support progress
towards full alignment with GFOA best practices in the four
categories that are not aligned.
Yes Completed 1) May 2023 Added balanced budget policy.
2) Performance measures linked to financial
outcomes in FY 2023‐24 budget document.
3) City Manager's Office to explore conducting a
community survey within the next 6‐12 months.
(ongoing item)
4) In early 2023, Council re‐affirmed five strategic
goals to provide a framework for city's priorities.
These goals have been prominently displayed on
the city's website here:
https://www.cupertino.org/our‐city/city‐
council/city‐council‐goals. As part of the Council
Prioritization and FY 25‐27 Work Program Adoption
Workshop that will take place in early 2025,
Council will have an opportunity to review existing
strategic goals, and either re‐affirm, or adopt new
ones. After the workshop, staff will update the
website to reflect newly adopted strategic goals.
The new goals will also be included in the budget
document.
Although budget development and monitoring
training is provided by Finance during onboarding
and revisited at a high level during budget kick‐offs,
departmental staff engaged in budgeting desire
more in‐depth and regular training to keep up with
continuous changes within the City.
Develop regular training and refresher courses for staff engaged in
budget development and monitoring across City departments.
Yes Completed May 2023 Budget training added to the HUB.
Annual training will be required for staff working
on the budget each July. Continue to provide
regular training for base, proposed, and quarterly
budgets as part of quarterly kick‐off meetings.
Finance has developed several guides, tools, and
instructions to support staff across all phases of the
development process that are stored in several
places across the City’s systems. This has led to
inefficiencies finding and using the most updated
documents.
A. Create a dedicated space on the HUB to consolidate budget
guides, instructions, and tools.
B. Create a budget lifecycle overview outlining each phase of the
budget development and monitoring process with links to tutorials
or systems used to support deliverables across each phase.
Yes Completed Jan 2023 Budget page added to Hub with budget
guides, instructions, tools and budget calendar. In
addition, short Budget 101 videos have been
created and uploaded to the City's website.
The City uses OpenGov to submit, review, and
approve budgets; however, the status of budget
reviews and approvals occurs via email, leading to
challenges effectively communicating budget
progress.
Evaluate opportunities to provide more relevant status indicators in
OpenGov, and train staff on OpenGov' s budget status and
notifications features
Yes Completed Jan 2023 OpenGov automatically sends email
notifications to staff when budget status is
updated.
As of 3/21/2023 Update as of 6/2024
2022 Budget Process Review
2/27/2023 3/21/2023
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1
Audit Report
Received by Audit
Committee
Audit Report
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City Council
Moss Adams Observations Moss Adams Recommendations Did the City Agree? Status Completion Date/
Estimated Completion Date
While the City has established many policies that
are aligned with best practices, there are
opportunities to increase the effectiveness of
current policies.
Continue current efforts to implement the City Council Procedures Manual and
hold meeting participants accountable.
Yes Completed Council Procedure Manual (Resolution No. 24‐
024) reviewed/updated in March 2024
With the adoption of the City Council Procedures
Manual and other recent changes, the City has
made positive progress toward increasing the
effectiveness of City Council meetings. However,
ongoing challenges remain to ensure that meetings
are productive and timely.
Continue current efforts to implement the City Council Procedures
Manual and hold meeting participants accountable.
Yes Ongoing Council Procedures Manual (Resolution No. 24‐
024) reviewed/updated in March 2024.
Implemented 5 minutes per item per Council
member for discussion and deliberation.
(Procedures Manual Section 8.83)
There is a well‐documented history of mistrust and
poor communication between the Council and
management.
A. Continue current efforts to implement recommendations from the 2023
Internal Review, with a focus on expanding the use of 1:1 pre‐meetings with
Council members
B. In alignment with Municipal Code guidelines, consider developing and
implementing a set of practical criteria to determine when requests for
information will require a significant allocation of staff time or otherwise
exceed the code guidelines.
C. Continue current efforts to clarify roles and responsibilities and build
productive working relationships by providing regular governance trainings and
retreats.
Yes Ongoing Recommendation A: City Manager has Bi‐Weekly
one‐on‐one meetings with each Council member.
In addition, significant Council reports City
Manager and City Staff have Council briefings on
the Friday before each Council meeting to review
the items and answer questions.
Recommendation B: currently in the muni code
section 2.17.043 Timely Response; and the
Council Procedures Manual Section 6.6
Councilmember Access to Information.
Recommendation C: City Council Procedure
Manual adopted in February 2023 and
reviewed/updated in March 2024 (Resolution No.
24‐024) addresses Council‐staff relations. City
Council Training Session 1/12/24 and Council
Governance Workshop 11/14/23.
The City Council onboarding and orientation
process has recently been updated to increase its
effectiveness. This process could be further
strengthened by focusing additional attention on
roles, responsibilities, and practical application of
guidelines.
Take steps to expand and strengthen the orientation process for new Council
members.
Yes. City staff prepared a more in‐depth onboarding
process as part of the onboarding of Council
members in 2023. Staff will continue to review this
process and make changes as necessary.
Ongoing Implemented after 2022 election; conducted full
2‐day orientation in 12/13/22 for incoming and
sitting Councilmembers.
The City has established many best practice
elements of a comprehensive ethics program.
However, there are gaps in the City’s compliance
enforcement.
Strengthen internal processes for tracking and holding elected and appointed
individuals accountable to timely completion of Form 700 Disclosures.
Yes. City staff will work toward strengthening the
internal process for tracking and holding elected
and appointed individuals accountable.
Completed Revised Ethics Code adopted in November 2023;
Resolution No. 24‐022 Governing Recruitment of
Advisory Bodies which mandates legally required
training or reporting requirements.
A core function of any governing body is to set and
monitor the strategic direction of the organization.
While the City Council has adopted a two‐year
Work Program to prioritize annual initiatives, it has
not yet developed a long‐range strategic plan.
A. Consider developing a long‐range strategic plan to increase the City’s
ability to strategically plan and advance initiatives.
B. Continue current efforts to utilize and refine the annual Work Program
prioritization practice.
C. Consider expanding the City’s reporting processes to more effectively track
progress toward strategic goals over time
Yes. The City will explore creating a long‐range
strategic plan and continue current efforts on the
work plan.
In progress City Manager's Office will lead the council
prioritization workshop in early 2025. This will
provide an opportunity for Council to revisit
strategic goals. Following this, the City Manager's
Office will engage with the Council to develop a
long‐term strategic plan for the City and a
mechanism to track progress.
As of 9/6/2023 Update as of 6/2024
2023 Enterprise Leadership Assessment
7/24/2023 9/6/2023
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Audit Report
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City Council
Moss Adams Observations Moss Adams Recommendations Did the City Agree? Status Completion Date/
Estimated Completion Date
As of 9/6/2023 Update as of 6/2024
2023 Enterprise Leadership Assessment
While the City has established some strong
community engagement practices, interviewees
noted that Council members may have an
overreliance on anecdotal evidence and/or public
comment that may not be representative of the
wider community perspective.
A. Consider setting clearer expectations for the intended scope of community
engagement at the start of City initiatives.
B. Continue current efforts to implement a statistically significant,
representative community survey.
C. Consider providing media and crisis communication training to all Council
members.
Yes. As recommended in the report on compliance
with the recommendations in the May 2023 Fact
Finding Report, Council may consider additional
procedural measures to attempt to focus
Councilmembers on their policy and decision‐
making responsibilities, as well as considering
procedural provisions or improvements to public
engagement processes to ensure community
engagement is more representative. In addition,
staff will be conducting a community survey in late
fall/early winter timeframe.
In progress City Manager's Office to lead the development of
community engagement standards for
departments to follow. This is underway through
the Citywide Communications Group. City
Manager's Office to explore conducting a
community survey within the next 6‐12 months.
Media training was provided to all council
members and the executive team in November
2023.
The City utilizes multiple commissions and
committees to support Council decision‐making.
There are opportunities to increase the
effectiveness of some of these groups.
A. Establish charters, including clear roles and responsibilities, for each
commission and committee that outline the group’s purpose and member roles
and responsibilities.
B. Review additional opportunities to streamline governance groups.
C. Consider reviewing the names of governance groups to introduce a
consistent naming convention for commission versus committee.
Yes. City staff will bring recommendations regarding
commissions and committees to increase their
effectiveness.
In progress Revisions to Commissioners' Handbook and
updates to commissioner appointment process
adopted in March 2024; A. Resolution No. 24‐022
Governing Recruitment of Advisory Bodies and
2024 Commissioners’ Handbook. (Resolution No.
24‐023)
The City has documented processes to select and
appoint community members to governance
groups. This process could be strengthened by
adding relevant qualification criteria.
Review and establish the qualification criteria for each commission and
committee member to determine if the City would benefit from adjustments
Yes In progress Per Council direction in March 2024, City
Manager's Office to develop qualifications
criteria for commission appointments, consistent
with March 2024 policy changes.
Commission and committee operations including
onboarding, meeting procedures, work plans, and
reporting—are not always consistent or effective
A. Continue efforts to expand and formalize onboarding and training
expectations for both commissions and committees.
B. Clarify the process and expectation for cancelling unnecessary meetings.
C. Consider adopting the practice of requiring annual work plans for each
commission and committee
Management agrees with the observation and
recommendations A and B and will continue efforts
were recommended and work toward clarifying
meeting cancellation procedures.
City staff does not agree with (recommendation C)
that adopting annual work plan for the committees
and commissions would be effective. As previously
the City did have this process and it led to confusion
and misalignment with the Council workplan.
Ongoing Recommendation A: 2024 Commissioners’
Handbook (Resolution No. 24‐023) page 5
Quorum, Attendance, training, and reporting.
Recommendation B: 2024 Commissioners’
Handbook (Resolution No. 24‐023) page 6
Regular Meetings cancellation provision.
The staff time used to support governance groups
represents a significant investment of City
resources.
A. Review the practice of requesting department directors attend commission
and committee meetings.
B. Provide training for staff liaisons annually and when a new individual takes on
the liaison role.
Department directors play a critical role in the
function of their department and necessarily need
to understand the recommendations of
Commissions and Committees on department
functions.
Staff agrees with recommendation B (added for
clarity as it was not clearly identified in the original
staff report).
In progress Implemented annual/semiannual training for
staff liaisons conducted by the City Clerk/City
Attorney/City Manager.
7/24/2023 9/6/2023
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Audit Report
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Moss Adams Observations Moss Adams Recommendations Did the City Agree? Status Completion Date/
Estimated Completion Date
As of 9/6/2023 Update as of 6/2024
2023 Enterprise Leadership Assessment
7/24/2023 9/6/2023 City staff continue to experience a high degree of
organizational change and uncertainty. Within this
context, it is critical for the City’s management
team to provide active communication and change
management to increase support of staff.
Identify and implement expanded communication and change management
practices to improve workplace culture
Yes. Management will begin discussions on
strategies for active communication and change
management as part of the Department Head
retreat on August 30, 2023.
Ongoing Implemented with quarterly all employee town
halls with CM. Leadership Team meets every
month for strategic conversations around
organizational development and communication.
DCM and department heads are meeting with
department staff on a regular basis. Citywide
employee appreciation events have been
planned and executed. HR is bringing mid‐
managers together each quarter.
10
4
Audit Report
Received by Audit
Committee
Audit Report
Received by City
Council
Moss Adams Observations Moss Adams Recommendations Did the City
Agree?
Status Completion Date/
Estimated Completion Date
Questioned Non‐Compliant Change Order, Foreman
Rate
The City should implement change order management controls to prevent charging change order labor rates in
excess of contractually allowable amounts, as required by the Contract terms. The City should consider seeking
credit for excess labor charges.
Yes Completed The City implemented change order
cost management controls that align
with the City’s assessment of risk.
September 2023.
Contract Compliance – Excessive Change Order
Markups
The City should review change order management controls and associated contract language to prevent
incurring excessive fee markups. The City should consider whether it is worthwhile to pursue cost recovery of
markups associated with the PCOs identified.
No City not in
agreement
The change orders expenses were in
alignment with the agreement
between the contractor and the City
and thus no additional exchange of
funds is warranted.
Contract Compliance – Skilled Labor Documentation
Control
The design build entity should implement billing controls to ensure adequate skilled labor documentation, as
required by the Contract terms. For example, the City should ensure that all Skilled and Trained Workforce
documentation is consistently reported in the monthly application for payment with the appropriate level of
detail required to ensure compliance with Public Contract Code. Compliance with this requirement should be
tracked by the City and Project Management for compliance.
Yes Completed Compliance with California
Department of Industrial Relations
requirements lies with the design
build entity. CIP has implemented
the practice of requesting/filing the
monthly certified payroll throughout
the life of the project to confirm
compliance. (ongoing item)
Contract Compliance – Select payment applications
reviewed were not fully executed
The design build entity should implement billing controls to ensure adequate sign‐offs, as required by the
Contract terms. The City and its project managers should require the design build entity to fully execute all
payment applications prior to submission.
Yes Completed All payment applications are fully
executed with signatures by
Construction Manager and City
(Capital Improvement Program
Manager or Director of Public
Works). (ongoing item)
Contract Compliance – Inadequate Conditional
Waiver Controls
As a best practice and consistent with contractual language, the design build entity should obtain and provide to
the City conditional waivers from each subcontractor and material supplier once payment is made to support
the City ensuring all parties are being paid timely and there are payment issues which may be an indicator of
performance issues. At the end of a subcontractor’s work, or at the Project’s completion, conditional waivers for
all subcontractors should be obtained to validate full payment for performance of the Contract and mitigate
potential exposures for the City. Additionally, the City should consider updating policies and procedures to
develop a methodology with project management personnel to determine which subcontractors are required to
provide conditional waivers based on initial subcontracting plan including attributes such as contract size and or
scope complexity.
Yes Completed As part of CIP's payment approval
procedure, CIP requests conditional
waiver releases and final waiver
releases throughout the payment
process. (ongoing item)
Contract Compliance – Flow Down Contract
Provisions Not Included in Subcontracts
The City should consider implementing contract administration controls to ensure flow down contract
provisions, are included within contracts, as required by the Contract terms. For example, the City should
request a copy of a typical subcontract agreement template ahead of the design build entity’s buyout process to
confirm compliance with flow down requirements.
Yes Completed As part of CIP procedures, City
requests a copy of design build
entity's typical subcontract
agreement template to confirm
compliance with flow down
requirements. (ongoing item)
Contract Compliance Self‐Performed Work Change
Order Delivery Method
The City should evaluate the time and materials and allowance use within the change orders identified for cost
substantiation and reasonableness as required by the Contract. The City should consider developing change
order forms and update as needed to include information such as change type (e.g., cost plus not to exceed,
time and materials, lump sum, unit price, etc.), itemized change amounts, percentages, descriptions, change
responsibilities, schedule impacts, dates of approval, subtotals, and totals to enhance internal change order
controls and to support contract compliance.
Yes Completed The City implemented change order
cost management control
procedures that align with the City’s
assessment of risk. September 2023.
Contract Compliance – Drawing Rights Secured
Confirmation
The City should consider including more specific contract language regarding the right of use and ensuring that
all parties involved in the Project’s design understand their responsibilities regarding their design documents. If
deemed necessary at this point in the Project, the City should request that the design build entity obtain the
necessary documentation from its subcontractors and subconsultants to secure the rights of use for the City.
No City not in
agreement
Section 2.3(D) of the General
Conditions broadly confers that all
ownership rights, including
copyrights and possessory rights, in
the Design Documents as well as
additional documents accrue to the
City.
Contract Compliance – Incorrect Payment
Application Calculations
Billing controls should be implemented to ensure accurate calculations within payment application submissions,
as required by the Contract terms payment applications with material calculation errors should be revised prior
to finalization and processing to avoid overbillings and overpayment.
Yes Completed The City implemented cost
management controls that align with
the City’s assessment of risk.
September 2023.
2023 Library Expansion Construction Audit
This Capital Improvement Project was a design build project which is not a typical approach for the City.
Update as of 6/2024As of 5/16/2023
5/16/20234/24/2023
10
5
CITY OF CUPERTINO
Agenda Item
24-13242 Agenda Date: 6/24/2024
Agenda #: 4.
Subject: ACTION ITEM Receive the FY 2022-23 Annual Comprehensive Financial Report (ACFR)
Receive the FY 2022-23 ACFR and forward to City Council
Presenter: Jonathan Orozco, Finance Manager and The Pun Group
3:35(25)
CITY OF CUPERTINO Printed on 6/21/2024Page 1 of 1
powered by Legistar™106
Memo
To: Audit Committee
From: Kristina Alfaro, Director of Administrative Services
Subject: Annual Comprehensive Financial Report Update
Date: June 20, 2024
The City and The Pun Group (TPG) have been diligently working on completing the
ACFR, and the draft financial section is attached to this item. The reconciliation of
the City records and the changes proposed by TPG is a meticulous but necessary
process to ensure accuracy. Once this is completed, the City can draft the
Management Discussion and Analysis and the Staff report. In the meantime, the
draft financials are provided for your review, as this constitutes the detailed portion
of the report.
Please note that the report structure and content has remained largely the same with
the exception of the following three key points:
1. Prior Period Adjustment: This adjustment is necessary to record interest
receivable due to two housing development loans that the City has historically
not recorded. This adjustment ensures that all financial activities are accurately
reflected in the City's financial statements. Information on the Loan Receivable
can be found in Note 3 – Loans Receivable, and details of the adjustment are
provided in Note 14 – Prior Period Adjustment. This adjustment aims to improve
transparency and accuracy in our financial reporting.
2. GASB 96 – Subscription-Based Information Technology Arrangements: This
standard, which became effective for the City in Fiscal Year (FY) 2022-23, defines
and establishes the accounting and financial reporting guidelines for
subscription-based IT arrangements. It includes the recognition of the right-to-
use subscription assets and corresponding liabilities, capitalization criteria, and
required note disclosures. Implementing GASB 96 ensures that the City's
107
financial statements accurately reflect these modern technology arrangements
and their financial impact.
3. GASB 77 – Tax Abatement Disclosures: Although this statement was effective
for the City beginning with FY 2015-16, the City did not disclose information on
the lopsided tax-sharing agreement. This decision was made by the City’s
auditors at that time, Crowe, after discussions with HdL, the City’s sales tax
consultants. After discussions with TPG and HdL, appropriate language was
proposed and agreed upon to meet the reporting requirements. This ensures that
the City complies with disclosure requirements, providing transparency about
tax abatements and their effects on the City's revenue.
During the June 24th meeting, we will briefly discuss these three points and what to
expect in the coming weeks regarding the completion of the ACFR and its
presentation, tentatively scheduled for July 8th. Your feedback and insights during
this meeting will be invaluable to ensure the accuracy and completeness of our
financial reporting.
108
CITY OF CUPERTINO, CALIFORNIA
ANNUAL COMPREHENSIVE
FINANCIAL REPORT
WITH REPORTS ON AUDIT
BY INDEPENDENT
CERTIFIED PUBLIC ACCOUNTANTS
FOR THE YEAR ENDED
JUNE 30, 2023
Prepared by:
The City of Cupertino Administrative Services Department
Finance Division
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City of Cupertino
Annual Comprehensive Financial Report
For the Year Ended June 30, 2023
Table of Contents
Page
INTRODUCTORY SECTION (Unaudited)
Letter of Transmittal ...................................................................................................................................................... i
City Council and Directory of City Officials ............................................................................................................... vi
Organizational Chart ................................................................................................................................................... vii
Commissions and Committees ................................................................................................................................... viii
GFOA Certificate of Achievement for Excellence in Financial Reporting ................................................................. ix
FINANCIAL SECTION
Independent Auditors’ Report on Financial Statements ......................................................................................... 1
Management’s Discussion and Analysis (Required Supplementary Information) (Unaudited) ......................... 5
Basic Financial Statements:
Government-Wide Financial Statements:
Statement of Net Position .............................................................................................................................. 20
Statement of Activities ................................................................................................................................... 22
Fund Financial Statements:
Governmental Fund Financial Statements:
Balance Sheet .......................................................................................................................................... 26
Reconciliation of the Governmental Funds Balance Sheet
to the Government-Wide Statement of Net Position ......................................................................... 29
Statement of Revenues, Expenditures, and
Changes in Fund Balances ................................................................................................................ 30
Reconciliation of the Governmental Funds Statement of Revenues,
Expenditures, and Changes in Fund Balances to the Government-Wide
Statement of Activities ...................................................................................................................... 32
Proprietary Fund Financial Statements:
Statement of Net Position ........................................................................................................................ 34
Statement of Revenues, Expenses, and Changes in Net Position ............................................................ 38
Statement of Cash Flows ......................................................................................................................... 40
Notes to the Basic Financial Statements ........................................................................................................... 49
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City of Cupertino
Annual Comprehensive Financial Report
For the Year Ended June 30, 2023
Table of Contents (Continued)
Page
FINANCIAL SECTION (Continued)
Required Supplementary Information (Unaudited)
Budgetary Comparison Schedule:
General Fund .................................................................................................................................................. 95
Transportation Special Revenue Fund ........................................................................................................... 96
Housing Development Special Revenue Fund ............................................................................................... 97
Notes to the Budgetary Comparison Schedules .................................................................................................. 99
Schedule of Changes in the Net Pension Liability and Related Ratios– Last Ten Fiscal Years
Agent Multiple Employer Defined Benefit Retirement Plan - Miscellaneous Plan ..................................... 100
Schedule of Plan Contributions - Pension – Last Ten Fiscal Years
Agent Multiple Employer Defined Benefit Retirement Plan - Miscellaneous Plan ..................................... 102
Schedule of Changes in the Net OPEB Liability and Related Ratios – Last Ten Fiscal Years ...................... 104
Schedule of Plan Contributions - Other postemployment Benefits ................................................................. 106
Supplementary Information:
Other than the General Fund and Special Revenue Funds ................................................................................. 109
Schedule of Revenues, Expenditures, and Changes in Fund Balance – Budget and Actual:
Public Facilities Corporation Debt Service Fund ......................................................................................... 111
Capital Improvement Projects Capital Projects Fund .................................................................................. 112
Nonmajor Governmental Funds:
Description of Nonmajor Governmental Funds ........................................................................................... 113
Combining Balance Sheet ............................................................................................................................ 114
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances .................................... 116
Schedule of Revenues, Expenditures, and Changes in Fund Balance – Budget and Actual:
Storm Drain Improvement Special Revenue Fund ................................................................................ 118
Park Dedication Special Revenue Fund ................................................................................................ 119
Environmental Management/Clean Creeks Special Revenue Fund ...................................................... 120
Traffic Impact Special Revenue Fund ................................................................................................... 121
Stevens Creek Corridor Park Capital Projects Fund .............................................................................. 122
Nonmajor Enterprise Funds:
Combining Statement of Net Position.......................................................................................................... 125
Combining Statement of Revenues, Expenses and Changes in Net Position .............................................. 126
Combining Statement of Cash Flows ........................................................................................................... 127
Internal Service Funds:
Combining Statement of Net Position.......................................................................................................... 130
Combining Statement of Revenues, Expenses, and Changes in Net Position ............................................. 132
Combining Statement of Cash Flows ........................................................................................................... 134
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City of Cupertino
Annual Comprehensive Financial Report
For the Year Ended June 30, 2023
Table of Contents (Continued)
Page
STATISTICAL SECTION (Unaudited)
Description of Statistical Section Contents ............................................................................................................... 173
Financial Trends:
Net Position By Component - Last Ten Fiscal Years ............................................................................................ 174
Changes in Net Position - Last Ten Fiscal Years .................................................................................................. 176
Fund Balances of Governmental Funds - Last Ten Fiscal Years ........................................................................... 180
Changes in Fund Balances of Governmental Funds - Last Ten Fiscal Years ........................................................ 182
Revenue Capacity:
Sales Tax by Category - Last Eleven Fiscal Years ................................................................................................ 184
Sales Tax Rates - Last Ten Fiscal Years ................................................................................................................ 186
Principal Sales Tax Producers – Last Fiscal Year and Nine Years Ago ................................................................ 187
Citywide Assessed Value and Estimated Actual Value of Taxable Property - Last Ten Fiscal Years .................. 188
Assessed Value of Property by Use Code - Last Five Fiscal Years ...................................................................... 189
Direct and Overlapping Property Tax Rates - Last Ten Fiscal Years .................................................................... 190
Principal Property Taxpayers – Last Fiscal Year and Nine Fiscal Years Ago ...................................................... 192
Property Tax Levies, and Tax Collections, and Delinquency - Last Ten Fiscal Years ......................................... 193
Debt Capacity:
Ratios of Outstanding Debt by Type - Last Ten Fiscal Years ............................................................................... 194
Ratio of General Bonded Debt Outstanding - Last Ten Fiscal Years .................................................................... 196
Schedule of Direct and Overlapping Bonded Debt ................................................................................................ 197
Legal Debt Margin Information - Last Ten Fiscal Years ....................................................................................... 198
Wastewater System – Historical Debt Service Coverage Last Seven Fiscal Years ............................................... 200
Demographic and Economic Information:
Demographic and Economic Statistics – Last Ten Fiscal Years ........................................................................... 203
Principal Employers – Last Fiscal Year and Eight Years Ago .............................................................................. 204
Operating Information:
Full-Time Equivalent City Employees By Function/Program – Last Ten Fiscal Years ........................................ 205
Operating Indicators by Function / Program – Last Ten Fiscal Years ................................................................... 206
Capital Assets By Function – Last Ten Fiscal Years ............................................................................................. 208
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Government Finance Officers Association
Certificate of
Achievement
for Excellence
in Financial
Reporting
Presented to
City of Cupertino
California
For its Annual Comprehensive
Financial Report
For the Fiscal Year Ended
June 30, 2022
Executive Director/CEO
ix
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INDEPENDENT AUDITORS’ REPORT
To the Honorable Mayor and the Members of the City Council
of the City of Cupertino
Cupertino, California
Report on the Audit of the Financial Statements
Opinions
We have audited the accompanying financial statements of the governmental activities, the business-type activities,
each major fund, and the aggregate remaining fund information of City of Cupertino, California (the “City”) as of and
for the year ended June 30, 2023, and the related notes to the basic financial statements, which collectively comprise
the City’s basic financial statements as listed in the table of contents.
In our opinion, the financial statements referred to above present fairly, in all material respects, the respective
financial position of the governmental activities, the business-type activities, each major fund, and the aggregate
remaining fund information of the City, as of June 30, 2023, and the respective changes in financial position, and,
where applicable, cash flows thereof for the year then ended in accordance with accounting principles generally
accepted in the United States of America.
Basis for Opinions
We conducted our audit in accordance with auditing standards generally accepted in the United States of America and
the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller
General of the United States. Our responsibilities under those standards are further described in the Auditors’
Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of
the City and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements relating to
our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
audit opinions.
Other Matters
Change in Accounting Principle - Implementation of GASB 96
As discussed in Note 1 to the basic financial statements, the City adopted new accounting guidance, Governmental
Accounting Standards Board (“GASB”) Statement No. 96, Subscription-based Information Technology
Arrangements. Our opinion is not modified with respect to this matter.
Prior Period Adjustments
As discussed in the Note 14 to the basic financial statements, the City also recorded prior period adjustment in the
governmental activities in the amount of $1,562,736 due to correction of recording loans related interest receivable.
The City also recorded prior period adjustments in the General Fund and the Housing Development Special Revenue
Fund in the amount of $509,278 and $4,725,458, respectively, due to correction of recording loans related interest
receivable and the restatement of unavailable revenue related to the loans receivable to the fund balance.
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To the Honorable Mayor and the Members of the City Council
of the City of Cupertino
Cupertino, California
Page 2
2
Responsibilities of Management for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial statements in accordance with
accounting principles generally accepted in the United States of America, and for the design, implementation, and
maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free
from material misstatement, whether due to fraud or error.
In preparing the financial statements, management is required to evaluate whether there are conditions or events,
considered in the aggregate, that raise substantial doubt about the City’s ability to continue as a going concern for
twelve months beyond the financial statement date, including any currently known information that may raise
substantial doubt shortly thereafter.
Auditors’ Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from
material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our opinions.
Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an
audit conducted in accordance with auditing standards generally accepted in the United States of America and
Government Auditing Standards will always detect a material misstatement when it exists. The risk of not detecting a
material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion,
forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered
material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment
made by a reasonable user based on the financial statements.
In performing an audit in accordance with auditing standards generally accepted in the United States of America and
Government Auditing Standards, we:
• Exercise professional judgment and maintain professional skepticism throughout the audit.
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or
error, and design and perform audit procedures responsive to those risks. Such procedures include examining,
on a test basis, evidence regarding the amounts and disclosures in the financial statements.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
City’s internal control. Accordingly, no such opinion is expressed.
• Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting
estimates made by management, as well as evaluate the overall presentation of the financial statements.
• Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise
substantial doubt about the City’s ability to continue as a going concern for a reasonable period of time.
We are required to communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit, significant audit findings, and certain internal control-related matters that we identified
during the audit.
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To the Honorable Mayor and the Members of the City Council
of the City of Cupertino
Cupertino, California
Page 3
3
Required Supplementary Information
Accounting principles generally accepted in the United States of America require that Management’s Discussion and
Analysis, the Budgetary Comparison Schedules – General Fund and Major Special Revenue Funds, the Schedule of
Changes in Net Pension Liability and Related Ratios, the Schedules of Contributions – Pensions, the Schedules of
Changes in Net Other Postemployment Benefits Liability and Related Ratios, and the Schedules of Contributions –
Other Postemployment Benefits as listed in the table of contents be presented to supplement the basic financial
statements. Such information is the responsibility of management and, although not a part of the basic financial
statements, is required by the Governmental Accounting Standards Board who considers it to be an essential part of
financial reporting for placing the basic financial statements in an appropriate operational, economic, or historical
context. We have applied certain limited procedures to the required supplementary information in accordance with
auditing standards generally accepted in the United States of America, which consisted of inquiries of management
about the methods of preparing the information and comparing the information for consistency with management’s
responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the
basic financial statements. We do not express an opinion or provide any assurance on the information because the
limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance.
Supplementary Information
Our audit was conducted for the purpose of forming opinions on the financial statements that collectively comprise
the City’s basic financial statements. The accompanying combining and individual nonmajor fund financial
statements are presented for purposes of additional analysis and are not a required part of the basic financial
statements. Such information is the responsibility of management and was derived from and relates directly to the
underlying accounting and other records used to prepare the basic financial statements. The information has been
subjected to the auditing procedures applied in the audit of the basic financial statements and certain additional
procedures, including comparing and reconciling such information directly to the underlying accounting and other
records used to prepare the basic financial statements or to the basic financial statements themselves, and other
additional procedures in accordance with auditing standards generally accepted in the United States of America. In
our opinion, the combining and individual nonmajor fund financial statements are fairly stated, in all material
respects, in relation to the basic financial statements as a whole.
Other Information
Management is responsible for the other information included in the annual report. The other information comprises
the Introductory Section and the Statistical Section are presented for purposes of additional analysis and are not a
required part of the basic financial statements. Our opinions on the basic financial statements do not cover the other
information, and we do not express an opinion or any form of assurance thereon.
In connection with our audit of the basic financial statements, our responsibility is to read the other information and
consider whether a material inconsistency exists between the other information and the basic financial statements, or
the other information otherwise appears to be materially misstated. If, based on the work performed, we conclude that
an uncorrected material misstatement of the other information exists, we are required to describe it in our report.
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To the Honorable Mayor and the Members of the City Council
of the City of Cupertino
Cupertino, California
Page 4
4
Other Reporting Required by Government Auditing Standards
In accordance with Government Auditing Standards, we have also issued our report dated NEED DATE, 2024, on our
consideration of the City’s internal control over financial reporting and on our tests of its compliance with certain
provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is solely
to describe the scope of our testing of internal control over financial reporting and compliance and the results of that
testing, and not to provide an opinion on the effectiveness of the City’s internal control over financial reporting or on
compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards
in considering the City’s internal control over financial reporting and compliance.
Santa Ana, California
NEED DATE, 2024
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BASIC FINANCIAL STATEMENTS
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GOVERNMENT-WIDE
FINANCIAL STATEMENTS
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Governmental Business-Type
Activities Activities Total
ASSETS
Current assets:
Cash and investments 205,571,569$ 11,372,546$ 216,944,115$
Receivables:
Accounts 15,591,022 267,136 15,858,158
Interest 732,160 39,832 771,992
Leases, due within one year 221,644 - 221,644
Inventories 21,383 - 21,383
Prepaid items 8,243 - 8,243
Other assets 3,884 - 3,884
Total current assets 222,149,905 11,679,514 233,829,419
Noncurrent assets:
Restricted cash and investments 19,088,859 - 19,088,859
Lease receivable, due in more than one year 2,271,395 - 2,271,395
Loans receivable, net 6,373,278 - 6,373,278
Capital assets:
Capital assets, not being depreciated 112,996,509 358,231 113,354,740
Capital assets, being depreciated and amortized 106,171,455 1,751,361 107,922,816
Total noncurrent assets 246,901,496 2,109,592 249,011,088
Total assets 469,051,401 13,789,106 482,840,507
DEFERRED OUTFLOWS OF RESOURCES
Deferred charges on refunding 159,478 - 159,478
Related to pensions 17,294,067 831,986 18,126,053
Related to other postemployment benefit liability 5,858,718 311,282 6,170,000
Total deferred outflows of resources 23,312,263 1,143,268 24,455,531
City of Cupertino
Statement of Net Position
June 30, 2023
See accompanying Notes to the Basic Financial Statements
20
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Governmental Business-Type
Activities Activities Total
LIABILITIES
Current liabilities:
Accounts payable and accruals 8,094,159 475,433 8,569,592
Accrued payroll and benefits 602,421 289 602,710
Deposits payable 8,645,547 - 8,645,547
Interest payable 53,550 - 53,550
Unearned revenues 167,673 1,097,879 1,265,552
Compensated absences, due within one year 501,158 10,492 511,650
Claims payable, due within one year 382,000 - 382,000
Subscription liabilities, due within one year 783,067 - 783,067
Long-term debt, due within one year 2,035,000 - 2,035,000
Total current liabilities 21,264,575 1,584,093 22,848,668
Noncurrent liabilities:
Compensated absences, due in more than one year 4,580,402 209,749 4,790,151
Claims payable, due in more than one year 1,840,786 - 1,840,786
Subscription liabilities, due more than one year 1,244,223 - 1,244,223
Long-term debt, due in more than one year 16,814,711 - 16,814,711
Aggregate net pension liabilities 53,277,801 2,563,097 55,840,898
Net other postemployment benefit liability 552,638 29,362 582,000
Total noncurrent liabilities 78,310,561 2,802,208 81,112,769
Total liabilities 99,575,136 4,386,301 103,961,437
DEFERRED INFLOWS OF RESOURCES
Leases 2,379,733 - 2,379,733
Related to pensions 131,066 6,305 137,371
Related to other postemployment benefit liability 2,168,769 115,231 2,284,000
Total deferred inflows of resources 4,679,568 121,536 4,801,104
NET POSITION
Net investment in capital assets 198,450,441 2,109,592 200,560,033
Restricted for:
Public works 35,408,750 - 35,408,750
Affordable housing 11,492,607 - 11,492,607
Pension trust 19,088,859 - 19,088,859
Other postemployment benefit 3,137,311 166,689 3,304,000
Debt service 1,750 - 1,750
Total restricted 69,129,277 166,689 69,295,966
Unrestricted 120,529,242 8,148,256 128,677,498
Total net position 388,108,960$ 10,424,537$ 398,533,497$
June 30, 2023
Statement of Net Position (Continued)
City of Cupertino
See accompanying Notes to the Basic Financial Statements
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Capital Grants
Charges for Operating Grants and
Expenses Services and Contributions Contributions
Functions/Programs
Governmental Activities:
Administration 8,947,709$ 3,098,916$ 6,125,745$ -$
Law enforcement 15,716,299 612,993 1,255,790 -
Public and environmental affairs 1,955,038 - - -
Administrative services 6,241,443 5,419,347 - -
Recreation services 6,020,526 621,587 - -
Community development 12,463,257 5,361,837 407,090 -
Public works 38,696,234 3,290,506 3,092,813 1,593,910
Interest and fiscal charges 369,502 - - -
Total Governmental Activities 90,410,008 18,405,186 10,881,438 1,593,910
Business-Type Activities:
Resource recovery 2,038,313 1,772,252 - -
Cupertino sports center 3,456,539 3,117,580 - -
Recreation programs 1,661,686 1,742,442 - -
Blackberry farm 799,168 616,461 - -
Total Business-Type Activities 7,955,706 7,248,735 - -
Total Primary Government 98,365,714$ 25,653,921$ 10,881,438$ 1,593,910$
City of Cupertino
Statement of Activities
For the Year Ended June 30, 2023
Program Revenues
See accompanying Notes to the Basic Financial Statements
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Governmental Business-Type
Activities Activities Total
Functions/Programs
Governmental Activities:
Administration 276,952$ -$ 276,952$
Law enforcement (13,847,516) - (13,847,516)
Public and environmental affairs (1,955,038) - (1,955,038)
Administrative services (822,096) - (822,096)
Recreation services (5,398,939) - (5,398,939)
Community development (6,694,330) - (6,694,330)
Public works (30,719,005) - (30,719,005)
Interest and fiscal charges (369,502) - (369,502)
Total Governmental Activities (59,529,474) - (59,529,474)
Business-Type Activities:
Resource recovery - (266,061) (266,061)
Cupertino sports center - (338,959) (338,959)
Recreation programs - 80,756 80,756
Blackberry farm - (182,707) (182,707)
Total Business-Type Activities - (706,971) (706,971)
Total Primary Government (59,529,474) (706,971) (60,236,445)
General Revenues:
Taxes:
Property taxes 21,807,628 - 21,807,628
Property tax in lieu of motor vehicle fee 10,082,011 - 10,082,011
Sales taxes 35,328,620 - 35,328,620
Transient occupancy tax (TOT) 7,062,150 - 7,062,150
Utility user tax (UUT) 4,103,906 - 4,103,906
Franchise tax 3,995,018 - 3,995,018
Other taxes 2,363,292 - 2,363,292
Motor vehicle license fee 62,072 - 62,072
Investment earnings 2,801,930 155,921 2,957,851
Miscellaneous 444,339 - 444,339
Total General Revenues 88,050,966 155,921 88,206,887
Transfers (296,481) 296,481 -
Changes in Net Position 28,225,011 (254,569) 27,970,442
Net Position - Beginning, as restated (Note 14)359,883,949 10,679,106 370,563,055
Net Position - Ending 388,108,960$ 10,424,537$ 398,533,497$
Net (Expense) Revenue and Changes in Net Position
City of Cupertino
Statement of Activities (Continued)
For the Year Ended June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Capital Improvement Projects Capital Projects Fund -This fund accounts for activities related to the acquisition or
construction of major capital facilities.
GOVERNMENTAL FUND
FINANCIAL STATEMENTS
General Fund - This fund is the general operating fund of the City and is used to pay for core services such as public safety, parks
and recreation, 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 sales tax, property tax, franchise fees, charges for services, and a variety of other
discretionary sources. It also accounts for activities related to the City’s investment portfolio. It is used to account for all financial
resources except those that are required to be accounted for in another fund.
Transportation Special Revenue Fund - This fund accounts for the City's gas tax, vehicle registration fees, and grant revenues and
expenditures related to the maintenance and construction of City streets. All revenue in this fund is restricted exclusively for street
and road purposes, including related engineering and administrative expenditures.
Housing Development Special Revenue Fund - This fund accounts for the Federal Housing and Community development
Grant Program activities administered through the County, including rehabilitation loans. Monies collected from developers
that mitigate the impact of housing needs are also included. Monies in this fund are governed by the program's rules.
Public Facilities Corporation Debt Service Fund -This fund accounts for the payments of principal and interest on certificates of
participation issued to provide for the financing of the Civic Center, Library, Wilson Park, Memorial Park, and other City facilities.
In the Fund Financial Statements only individual major funds are presented, while nonmajor funds are combined in a single column.
Major funds are defined generally as having significant activities or balances in the current year.
The funds described below were determined to be Major Funds by the City for the fiscal year 2022-23. Individual nonmajor funds
can be found in the Supplementary Section.
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Housing
General Transportation Development
ASSETS
Cash and investments 116,051,281$ 11,425,764$ 6,095,719$
Restricted cash and investments 19,088,859 - -
Receivables:
Accounts 13,762,883 255,483 97,332
Interest 550,744 40,067 21,334
Loans, net 970,962 - 5,402,316
Leases 2,493,039 - -
Due from other funds 1,395,657 - -
Advances to other funds 3,000,000 - -
Inventories 21,383 - -
Prepaid items 8,243 - -
Other assets 3,884 - -
Total assets 157,346,935 11,721,314 11,616,701
LIABILITIES, DEFERRED INFLOWS OF
RESOURCES, AND FUND BALANCES
Liabilities:
Accounts payable and accruals 6,206,007 1,134,640 124,094
Accrued payroll and benefits 602,349 - -
Advances from other funds - - -
Deposits 8,645,547 - -
Unearned revenue 158,400 - -
Total liabilities 15,612,303 1,134,640 124,094
Deferred inflows of resources:
Leases 2,379,733 - -
Unavailable revenue 798,561 - -
Total deferred inflows of resources 3,178,294 - -
Fund balances:
Nonspendable 4,000,588 - 5,402,316
Restricted 19,088,859 10,586,674 6,090,291
Committed 34,127,891 - -
Assigned 9,735,187 - -
Unassigned 71,603,813 - -
Total fund balances 138,556,338 10,586,674 11,492,607
Total liabilities, deferred inflows
of resources, and fund balances 157,346,935$ 11,721,314$ 11,616,701$
(Continued)
Special Revenue Funds
City of Cupertino
Balance Sheet
June 30, 2023
Governmental Funds
See accompanying Notes to the Basic Financial Statements
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Public Capital
Facilities Improvement
Corporation Projects Nonmajor Total
Debt Capital Governmental Governmental
Service Fund Projects Fund Funds Funds
ASSETS
Cash and investments 1,750$ 38,141,292$ 24,916,749$ 196,632,555$
Restricted cash and investments - - - 19,088,859
Receivables:
Accounts - 74,431 15,134 14,205,263
Interest - - 87,221 699,366
Loans, net - - - 6,373,278
Leases - - - 2,493,039
Due from other funds - - - 1,395,657
Advances to other funds - - - 3,000,000
Inventories - - - 21,383
Prepaid items - - - 8,243
Other assets - - - 3,884
Total assets 1,750 38,215,723 25,019,104 243,921,527
LIABILITIES, DEFERRED INFLOWS OF
RESOURCES, AND FUND BALANCES
Liabilities:
Accounts payable and accruals - 364,825 114,116 7,943,682
Accrued payroll and benefits - - - 602,349
Advances from other funds - 3,000,000 - 3,000,000
Deposits - - - 8,645,547
Unearned revenue - 9,273 - 167,673
Total liabilities - 3,374,098 114,116 20,359,251
Deferred inflows of resources:
Leases - - - 2,379,733
Unavailable revenue - 74,431 - 872,992
Total deferred inflows of resources - 74,431 - 3,252,725
Fund balances:
Nonspendable - - - 9,402,904
Restricted 1,750 - 24,747,645 60,515,219
Committed - - - 34,127,891
Assigned - 34,767,194 157,343 44,659,724
Unassigned - - - 71,603,813
Total fund balances 1,750 34,767,194 24,904,988 220,309,551
Total liabilities, deferred inflows
of resources, and fund balances 1,750$ 38,215,723$ 25,019,104$ 243,921,527$
(Concluded)
City of Cupertino
Balance Sheet (Continued)
Governmental Funds
June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Total Fund Balances - Total Governmental Funds 220,309,551$
Nondepreciable, net of $119,408 reported in the Internal Service Fund 112,877,101$
Depreciable and amortizable,
net of $2,789,976 reported in the Internal Service Fund 103,381,479 216,258,580
Bonds payable (16,065,000)
Premium on bonds payable (2,784,711)
Deferred charges on refunding 159,478
(1,828,796)
Interest payable (53,550)
(4,692,670)
Claims liability, net of $1,654,000 reported in the Internal Service Funds (568,786) (25,834,035)
16,081,434$
(49,542,045)
(121,876) (33,582,487)
5,448,074$
(513,903)
(2,016,757) 2,917,414
872,992
7,166,945
Net Position of Governmental Activities 388,108,960$
City of Cupertino
Reconciliation of the Governmental Funds Balance Sheet to the
June 30, 2023
Government-Wide Statement of Net Position
Amounts reported for governmental activities in the Statement of Net Position were reported differently because:
Long-term liabilities are not due and payable in the current period and accordingly are not reported as fund liabilities. All
liabilities, both current and long-term, are reported in the Statement of Net Position:
Capital assets used in governmental activities were not current financial resources. Therefore, they were not reported in
the Governmental Funds Balance Sheet.
Internal Service Funds were used by management to charge the costs of certain activities, such as insurance and equipment
replacement to individual funds. The assets and liabilities of the Internal Service Funds were included in the
governmental activities in the Government-Wide Statement of Net Position.
Revenue reported as unavailable revenue in the governmental funds when it is not received soon enough after year-end to
be considered available. The availability criteria does not apply to the Government-Wide Financial Statements and,
therefore, the revenue is recognized when eligibility requirements are met and earned.
Net pension liabilities and the related deferred outflows of resources and deferred inflows of resources are not due and
payable in the current period or not available for current expenditures and are not reported in the governmental fund
financial statements:
Net other postemployment benefit liability and the related deferred outflows of resources and deferred inflows of
resources are not due and payable in the current period or not available for current expenditures and are not reported in the
governmental fund financial statements:
Pension related deferred outflows of resources, net of $1,212,633 reported in the Internal
Service Funds
Pension related deferred inflows of resources, net of $9,190 reported in the Internal
Service Funds
Aggregate net pension liability, net of $3,735,756 reported in the Internal Service Funds
Subscription liabilities, net of $198,494 reported in the Internal Services Funds
Compensated absences, net of $388,890 reported in the Internal Service Fund
Other postemployment benefits related deferred outflows of resources, net of $410,644
reported in the Internal Service Funds
Other postemployment benefits related deferred inflows of resources, net of $152,012
reported in the Internal Service Funds
Net Other postemployment benefits liability, net of $38,735 reported in the Internal
Service Funds
See accompanying Notes to the Basic Financial Statements
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Housing
General Transportation Development
Revenues:
Taxes 83,341,842$ -$ 170,824$
Use of money and property 3,033,683 211,271 194,096
Intergovernmental 7,771,411 3,385,823 196,616
Licenses and permits 4,093,631 - -
Charges for services 11,113,598 34,012 1,640
Fines and forfeitures 303,573 - -
Other revenue 1,306,455 2,000 28,082
Total revenues 110,964,193 3,633,106 591,258
Expenditures:
Current:
Administration 7,716,525 - -
Law enforcement 15,276,950 - -
Public and environmental affairs 1,829,867 - -
Administrative services 5,857,808 - -
Recreation services 5,432,183 - -
Community development 10,666,834 - 1,026,720
Public works 23,879,927 2,726,550 -
Capital outlay 1,263,412 4,950,786 -
Debt service:
Principal 626,181 - -
Interest and fiscal charges 18,540 - -
Total expenditures 72,568,227 7,677,336 1,026,720
Excess of revenues over
expenditures - 38,395,966 (4,044,230) (435,462)
Other financing sources (uses):
Inception of subscription liability 964,745 - -
Transfers in 861,140 3,000,000 25,000
Transfers out (12,344,345) (197,491) -
Total other financing sources (uses)(10,518,460) 2,802,509 25,000
Net Change in Fund Balances 27,877,506 (1,241,721) (410,462)
Fund balances:
Beginning of year 110,678,832 11,828,395 11,903,069
End of year 138,556,338$ 10,586,674$ 11,492,607$
(Continued)
Special Revenue Funds
City of Cupertino
Statement of Revenues, Expenditures, and Changes in Fund Balances
Governmental Funds
For the Year Ended June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Public Capital
Facilities Improvement
Corporation Projects Nonmajor Total
Debt Capital Governmental Governmental
Service Fund Projects Fund Funds Funds
Revenues:
Taxes -$ -$ 720,679$ 84,233,345$
Use of money and property (5,100) (326,691) 314,847 3,422,106
Intergovernmental - 515,814 - 11,869,664
Licenses and permits - - - 4,093,631
Charges for services - 51,675 1,541,027 12,741,952
Fines and forfeitures - - 23,371 326,944
Other revenue - 56,522 - 1,393,059
Total revenues (5,100) 297,320 2,599,924 118,080,701
Expenditures:
Current:
Administration 1,500 - - 7,718,025
Law enforcement - - - 15,276,950
Public and environmental affairs - - - 1,829,867
Administrative services - - - 5,857,808
Recreation services - - - 5,432,183
Community development - - - 11,693,554
Public works - - 1,615,379 28,221,856
Capital outlay - 4,417,593 1,901,525 12,533,316
Debt service:
Principal 1,955,000 - - 2,581,181
Interest and fiscal charges 720,800 - - 739,340
Total expenditures 2,677,300 4,417,593 3,516,904 91,884,080
Excess of revenues over
expenditures (2,682,400) (4,120,273) (916,980) 26,196,621
Other financing sources (uses):
Inception of subscription liability - - - 964,745
Transfers in 2,675,800 4,788,757 - 11,350,697
Transfers out - (823,600) (1,711,140) (15,076,576)
Total other financing sources (uses)2,675,800 3,965,157 (1,711,140) (2,761,134)
Net Change in Fund Balances (6,600) (155,116) (2,628,120) 23,435,487
Fund balances:
Beginning of year 8,350 34,922,310 27,533,108 196,874,064
End of year 1,750$ 34,767,194$ 24,904,988$ 220,309,551$
(Concluded)
City of Cupertino
Statement of Revenues, Expenditures, and Changes in Fund Balances (Continued)
Governmental Funds
For the Year Ended June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Net Change in Fund Balances - Total Governmental Funds 23,435,487$
Capital outlay, net of $527,793 reported in Internal Service Fund 11,622,819$
Depreciation amortization, net of $904,610 reported in Internal Service Funds (8,327,056)
Net effect on disposal of capital assets (476,537) 2,819,226
872,992
Bonds payable 1,955,000$
Subscription liabiltiies, net of $109,339 reported in the Internal Service Funds 626,181 2,581,181
(53,550)
424,249
(964,745)
(322,269)
(568,786)
(1,244,041)
(4,686)
1,249,953
Change in Net Position of Governmental Activities 28,225,011$
Internal Service Funds are used by management to charge the costs of certain activities, such as insurance and equipment
replacement, to individual funds. The net revenue of the Internal Service Funds is reported in governmental activities.
Certain pension expenses reported in the Statement of Activities do not require the use of current financial resources and,
therefore, are not reported as expenditures in governmental funds, net of $325,644 reported in Internal Service Funds.
Certain OPEB expenses reported in the Statement of Activities do not require the use of current financial resources and,
therefore, are not reported as expenditures in governmental funds net of $21,395 reported in Internal Service Funds.
Compensated absences were reported in the Government-Wide Statement of Activities,but they did not require the use of
current financial resources. Therefore, compensated absences were not reported as expenditures in the governmental
funds. Compensated absences is net of $68,970 reported in the Internal Service Funds.
Net change in revenues that was considered unavailable in the governmental funds. These items have been reported as
revenue in the Statement of Activities.
Amortization of bond premium and deferred charges were recognized in interest expense on the Government-Wide
Statement of Activities, but did not require the use of current financial resources. Therefore amortization of bond discount
was not reported as an expenditure in the governmental funds.
Interest accrued on long-term debt is reported in the Statement of Activities, but does not require the use of current
financial resources. Therefore, accrued interest is not reported as an expenditure in governmental funds. This amount
represents the change in accrued interest from the prior year.
Certain claims expenses reported in the Statement of Activities do not require the use of current financial resources and,
therefore, are not reported as expenditures in governmental funds net of $85,000 reported in Internal Service Funds.
Inception of subscription liability, net of $24,865 reported in the Internal Service Funds.
Capital assets used in governmental activities are not financial resources and therefore are not reported in governmental
funds.
Governmental activities in the Statement of Activities were reported differently because:
City of Cupertino
Reconciliation of the Governmental Funds Statement of Revenues, Expenditures, and Changes
For the Year Ended June 30, 2023
in Fund Balances to the Government-Wide Statement of Activities
See accompanying Notes to the Basic Financial Statements
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PROPRIETARY FUND
FINANCIAL STATEMENTS
Resources Recovery Fund -This fund accounts for activity related to the collection, disposal, and recycling of solid waste.A
private company has been issued an exclusive franchise to perform these services.
Recreation Programs Fund - This fund accounts for activities of the City's community centers and park facilities.
Cupertino Sports Center Fund: This fund accounts for the operation and maintenance of the Cupertino Sports Center.
Proprietary funds account for City operations financed and operated a in manner similar to a private business enterprise. The intent
of the City is that the cost of providing goods and services be financed primarily through user charges.
The City has identified the funds below as major proprietary funds for fiscal year 2022-2023.
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Cupertino
Resources Recreation Sports
Recovery Programs Center
ASSETS
Current assets:
Cash and investments 5,351,316$ 3,484,602$ 1,639,687$
Accounts receivable 222,326 41,981 1,000
Interest receivable 18,754 12,210 5,732
Total current assets 5,592,396 3,538,793 1,646,419
Noncurrent assets:
Capital assets:
Nondepreciable - 220,888 -
Depreciable and amortizable, net - 492,149 1,241,170
Total noncurrent assets - 713,037 1,241,170
Total assets 5,592,396 4,251,830 2,887,589
DEFERRED OUTFLOWS OF RESOURCES
Related to pensions 326,269 241,077 163,134
Related to other postemployment benefit liability 104,839 106,877 81,087
Total deferred outflows of resources 431,108 347,954 244,221
Business-Type Activities - Enterprise Funds
City of Cupertino
Statement of Net Position
Proprietary Funds
June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Governmental
Activities
Nonmajor Internal
Enterprise Service
Fund Total Funds
ASSETS
Current assets:
Cash and investments 896,941$ 11,372,546$ 8,939,014$
Accounts receivable 1,829 267,136 1,385,759
Interest receivable 3,136 39,832 32,794
Total current assets 901,906 11,679,514 10,357,567
Noncurrent assets:
Capital assets:
Nondepreciable 137,343 358,231 119,408
Depreciable and amortizable, net 18,042 1,751,361 2,789,976
Total noncurrent assets 155,385 2,109,592 2,909,384
Total assets 1,057,291 13,789,106 13,266,951
DEFERRED OUTFLOWS OF RESOURCES
Related to pensions 101,506 831,986 1,212,633
Related to other postemployment benefit liability 18,479 311,282 410,644
Total deferred outflows of resources 119,985 1,143,268 1,623,277
Business-Type Activities
Enterprise Funds
City of Cupertino
Statement of Net Position (Continued)
Proprietary Funds
June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Cupertino
Resources Recreation Sports
Recovery Programs Center
LIABILITIES
Current liabilities:
Accounts payable and accruals 98,762 244,711 112,984
Accrued payroll and benefits 289 - -
Due to other funds - - -
Compensated absences 3,062 4,623 2,349
Claims payable
Unearned revenue - 488,175 517,481
Subscription liabilities - - -
Total current liabilities 102,113 737,509 632,814
Noncurrent liabilities:
Compensated absences 61,214 92,416 46,962
Claims payable - - -
Net pension liability 1,005,136 742,684 502,568
Net other postemployment benefit liability 9,889 10,081 7,649
Subscription liabilities - - -
Total noncurrent liabilities 1,076,239 845,181 557,179
Total liabilities 1,178,352 1,582,690 1,189,993
DEFERRED INFLOWS OF RESOURCES
Related to pensions 2,473 1,827 1,236
Related to other postemployment benefit liability 38,809 39,564 30,017
Total deferred inflows of resources 41,282 41,391 31,253
NET POSITION
Net investment in capital assets - 713,037 1,241,170
Restricted 56,141 57,232 43,421
Unrestricted 4,747,729 2,205,434 625,973
Total net position 4,803,870$ 2,975,703$ 1,910,564$
(Continued)
Business-Type Activities - Enterprise Funds
City of Cupertino
Statement of Net Position (Continued)
Proprietary Funds
June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Governmental
Activities
Nonmajor Internal
Enterprise Service
Fund Total Funds
LIABILITIES
Current liabilities:
Accounts payable and accruals 18,976 475,433 150,477
Accrued payroll and benefits - 289 72
Due to other funds - - 1,395,657
Compensated absences 458 10,492 38,354
Claims payable - - 292,000
Unearned revenue 92,223 1,097,879 -
Subscription liabilities - - 125,990
Total current liabilities 111,657 1,584,093 2,002,550
Noncurrent liabilities:
Compensated absences 9,157 209,749 350,536
Claims payable - - 1,362,000
Net pension liability 312,709 2,563,097 3,735,756
Net other postemployment benefit liability 1,743 29,362 38,735
Subscription liabilities - - 72,504
Total noncurrent liabilities 323,609 2,802,208 5,559,531
Total liabilities 435,266 4,386,301 7,562,081
DEFERRED INFLOWS OF RESOURCES
Related to pensions 769 6,305 9,190
Related to other postemployment benefit liability 6,841 115,231 152,012
Total deferred inflows of resources 7,610 121,536 161,202
NET POSITION
Net investment in capital assets 155,385 2,109,592 2,789,976
Restricted 9,895 166,689 410,644
Unrestricted 569,120 8,148,256 3,966,325
Total net position 734,400$ 10,424,537$ 7,166,945$
(Concluded)
Business-Type Activities
Enterprise Funds
City of Cupertino
Statement of Net Position (Continued)
Proprietary Funds
June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Cupertino
Resources Recreation Sports
Recovery Programs Center
OPERATING REVENUES:
Charges for services 1,673,401$ 1,591,303$ 2,756,264$
Other 98,851 151,139 361,316
TOTAL OPERATING REVENUES 1,772,252 1,742,442 3,117,580
OPERATING EXPENSES:
Salaries and benefits 487,020 482,651 355,109
Materials and supplies 284,671 261,484 448,263
Contractual services 1,266,109 870,494 2,541,729
Insurance and claims and premium - - -
Depreciation 513 47,057 111,438
TOTAL OPERATING EXPENSES 2,038,313 1,661,686 3,456,539
OPERATING INCOME (LOSS)(266,061) 80,756 (338,959)
NONOPERATING REVENUES (EXPENSES):
Investment income (loss) 58,933 45,346 14,356
Gain on sale of capital assets - - -
Interest expense - - -
Total Nonoperating Income (Expenses)58,933 45,346 14,356
NET INCOME (LOSS) BEFORE TRANSFERS
AND CAPITAL CONTRIBUTIONS (207,128) 126,102 (324,603)
TRANSFERS AND CAPITAL CONTRIBUTIONS:
Transfers in - 376,000 -
Transfers out - (103,119) -
TOTAL TRANSFERS AND
CAPITAL CONTRIBUTIONS - 272,881 -
CHANGES IN NET POSITION (207,128) 398,983 (324,603)
NET POSITION:
Beginning of year 5,010,998 2,576,720 2,235,167
End of year 4,803,870$ 2,975,703$ 1,910,564$
(Continued)
Business-Type Activities - Enterprise Funds
City of Cupertino
Statement of Revenues, Expenses, and Changes in Net Position
Proprietary Funds
For the Year Ended June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Activities
Nonmajor Internal
Enterprise Service
Fund Total Funds
OPERATING REVENUES:
Charges for services 570,038$ 6,591,006$ 4,606,283$
Other 46,423 657,729 1,385,759
TOTAL OPERATING REVENUES 616,461 7,248,735 5,992,042
OPERATING EXPENSES:
Salaries and benefits 233,013 1,557,793 4,289,604
Materials and supplies 208,348 1,202,766 1,279,946
Contractual services 354,975 5,033,307 617,432
Insurance and claims and premium - - 1,086,999
Depreciation 2,832 161,840 904,610
TOTAL OPERATING EXPENSES 799,168 7,955,706 8,178,591
OPERATING INCOME (LOSS)(182,707) (706,971) (2,186,549)
NONOPERATING REVENUES (EXPENSES):
Investment income (loss)37,286 155,921 (22,193)
Gain on sale of capital assets - - 30,158
Interest expense - - (861)
Total Nonoperating Income (Expenses)37,286 155,921 7,104
NET INCOME (LOSS) BEFORE TRANSFERS
AND CAPITAL CONTRIBUTIONS (145,421) (551,050) (2,179,445)
TRANSFERS AND CAPITAL CONTRIBUTIONS:
Transfers in 23,600 399,600 3,429,398
Transfers out - (103,119) -
TOTAL TRANSFERS AND
CAPITAL CONTRIBUTIONS 23,600 296,481 3,429,398
CHANGES IN NET POSITION (121,821) (254,569) 1,249,953
NET POSITION:
Beginning of year 856,221 10,679,106 5,916,992
End of year 734,400$ 10,424,537$ 7,166,945$
(Concluded)
Enterprise Funds
City of Cupertino
Statement of Revenues, Expenses, and Changes in Net Position (Continued)
Proprietary Funds
For the Year Ended June 30, 2023
See accompanying Notes to the Basic Financial Statements
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CASH FLOWS FROM OPERATING ACTIVITIES
Cash received from customers and users 1,596,163$ 1,795,593$ 3,099,825$
Cash paid to suppliers for goods and services (1,553,924) (1,121,474) (2,939,258)
Cash paid to employees for services (664,327) (705,749) (491,404)
Recovery for insurance claims - - -
Net Cash Provided by (Used in) Operating
Activities (622,088) (31,630) (330,837)
CASH FLOWS FROM NONCAPITAL
FINANCING ACTIVITIES:
Cash received from (paid to) other funds - 272,881 -
Net Cash Provided by (Used in)
Noncapital Financing Activities - 272,881 -
CASH FLOWS FROM CAPITAL AND
RELATED FINANCING ACTIVITIES:
Acquisition of capital assets - (36,220) (8,300)
Principal paid - - -
Interest paid - - -
Proceed from sale of capital assets - - -
Net Cash (Used in) Capital and
Related Financing Activities - (36,220) (8,300)
CASH FLOWS FROM INVESTING
ACTIVITIES:
Investment income (loss) 40,179 33,136 8,624
Net Cash (Used in) Provided by
Investing Activities 40,179 33,136 8,624
Net Change In Cash and Cash
Equivalents (581,909) 238,167 (330,513)
CASH AND CASH EQUIVALENTS:
Beginning of year 5,933,225 3,246,435 1,970,200
End of year 5,351,316$ 3,484,602 1,639,687$
CASH AND CASH EQUIVALENTS:
Cash and investments 5,351,316$ 3,484,602$ 1,639,687$
Total cash and cash equivalents 5,351,316$ 3,484,602$ 1,639,687$
(Continued)
Business-Type Activities - Enterprise Funds
City of Cupertino
Statement of Cash Flows
Proprietary Funds
For the Year Ended June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Governmental
Activities
Nonmajor Internal
Enterprise Service
Fund Total Funds
CASH FLOWS FROM OPERATING ACTIVITIES
Cash received from customers and users 612,394$ 7,103,975$ 4,606,283$
Cash paid to suppliers for goods and services (582,924) (6,197,580) (2,952,729)
Cash paid to employees for services (245,311) (2,106,791) (3,873,595)
Recovery for insurance claims - - 85,000
Net Cash Provided by (Used in) Operating
Activities (215,841) (1,200,396) (2,135,041)
CASH FLOWS FROM NONCAPITAL
FINANCING ACTIVITIES:
Cash received from (paid to) other funds 23,600 296,481 4,285,851
Net Cash Provided by (Used in)
Noncapital Financing Activities 23,600 296,481 4,285,851
CASH FLOWS FROM CAPITAL AND
RELATED FINANCING ACTIVITIES:
Acquisition of capital assets (137,343) (181,863) (527,793)
Principal paid - - (109,339)
Interest paid - - (861)
Proceed from sale of capital assets - - 30,158
Net Cash (Used in) Capital and
Related Financing Activities (137,343) (181,863) (607,835)
CASH FLOWS FROM INVESTING
ACTIVITIES:
Investment income (loss) 34,150 116,089 (54,987)
Net Cash (Used in) Provided by
Investing Activities 34,150 116,089 (54,987)
Net Change In Cash and Cash
Equivalents (295,434) (969,689) 1,487,988
CASH AND CASH EQUIVALENTS:
Beginning of year 1,192,375 12,342,235 7,451,026
End of year 896,941$ 11,372,546$ 8,939,014$
CASH AND CASH EQUIVALENTS:
Cash and investments 896,941$ 11,372,546$ 8,939,014$
Total cash and cash equivalents 896,941$ 11,372,546$ 8,939,014$
(Concluded)
Enterprise Funds
Business-Type Activities
City of Cupertino
Statement of Cash Flows (Continued)
Proprietary Funds
For the Year Ended June 30, 2023
See accompanying Notes to the Basic Financial Statements
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Recovery Programs Center
Reconciliation of Operating Income (Loss) to
Net Cash Provided by (Used in) Operating Activities:
Operating income (loss) (266,061)$ 80,756$ (338,959)$
Adjustments to reconcile to net cash provided by
Operating activities:
Depreciation and amortization 513 47,057 111,438
Changes in assets and liabilities:
(Increase)/decrease in accounts receivables (92,396) (41,423) -
(Increase)/decrease in deferred outflows of resources
related to pensions (113,387) (65,682) (44,533)
(Increase)/decrease in deferred outflows of resources
related to OPEB (8,356) (39,534) (2,110)
Increase/(decrease) in accounts payable (3,144) 10,504 50,734
Increase/(decrease) in unearned revenue (83,693) 94,574 (17,755)
Increase/(decrease) in compensated absences 4,740 5,528 2,627
Increase/(decrease) in claims payable - - -
Increase/(decrease) in net pension liabilities 123,045 2,046 17,988
Increase/(decrease) in other postemployment benefit liabilities 14,890 46,933 64,861
Increase/(decrease) in deferred inflows of resources
related to pensions (186,791) (150,417) (128,578)
Increase/(decrease) in deferred inflows of resources
related to OPEB (11,448) (21,972) (46,550)
Net Cash Provided by (Used in) Operating Activities (622,088)$ (31,630)$ (330,837)$
(Continued)
City of Cupertino
For the Year Ended June 30, 2023
Business-Type Activities - Enterprise Funds
Statement of Cash Flows (Continued)
Proprietary Funds
See accompanying Notes to the Basic Financial Statements
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Governmental
Activities
Nonmajor Internal
Enterprise Service
Fund Toals Funds
Reconciliation of Operating Income (Loss) to
Net Cash Provided by (Used in) Operating Activities:
Operating income (loss) (182,707)$ (706,971)$ (2,186,549)$
Adjustments to reconcile to net cash provided by
Operating activities:
Depreciation and amortization 2,832 161,840 904,610
Changes in assets and liabilities:
(Increase)/decrease in accounts receivables (1,659) (135,478) (1,385,759)
(Increase)/decrease in deferred outflows of resources
related to pensions (42,810) (266,412) (693,504)
(Increase)/decrease in deferred outflows of resources
related to OPEB (5,380) (55,380) (64,342)
Increase/(decrease) in accounts payable (19,601) 38,493 31,648
Increase/(decrease) in unearned revenue (2,408) (9,282) -
Increase/(decrease) in compensated absences (9,290) 3,605 68,970
Increase/(decrease) in claims payable - - 85,000
Increase/(decrease) in net pension liabilities 62,474 205,553 1,809,813
Increase/(decrease) in other postemployment benefit liabilities 1,743 128,427 119,864
Increase/(decrease) in deferred inflows of resources
related to pensions (25,876) (491,662) (790,665)
Increase/(decrease) in deferred inflows of resources
related to OPEB 6,841 (73,129) (34,127)
Net Cash Provided by (Used in) Operating Activities (215,841)$ (1,200,396)$ (2,135,041)$
(Concluded)
City of Cupertino
For the Year Ended June 30, 2023
Business-Type Activities
Enterprise Funds
Statement of Cash Flows (Continued)
Proprietary Funds
See accompanying Notes to the Basic Financial Statements
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NOTES TO THE BASIC FINANCIAL STATEMENTS
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City of Cupertino
Index to the Notes to the Basic Financial Statements
For the Year Ended June 30, 2023
47
Page
Note 1 – Summary of Significant Accounting Policies ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 45
A. Financial Reporting Entity ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 49
B. Basis of Presentation ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 50
C. Measurement Focus, Basis of Accounting and Financial Statements Presentation ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 50
D. Cash, Cash Equivalents, and Investments ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 53
E. Fair Value Measurements ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 54
F. Receivables ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 54
G. Leases Receivables ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 54
H. Inventories ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 55
I. Prepaid Items ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 55
J. Interfund Transactions ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 55
K. Capital Assets ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 55
L. Deferred Outflows of Resources and Deferred Inflows of Resourcesꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 56
M. Interest Payable ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 56
N. Unearned Revenue ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 56
O. Compensated Absences ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 57
P. Claims and Judgement Payable ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 57
Q. Subscription Liabilities ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 57
R. Long-Term Debt ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 57
S. Pensions ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 58
T. Other Postemployment Benefits (“OPEB”) Plan ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 58
U. Net Position ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 59
V. Fund Balancesꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 59
W. Property Taxes ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 60
X. Use of Estimates ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 60
Y. Implementation of New GASB Pronouncements ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 61
Z. Upcoming New GANB Pronouncements ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 61
Note 2 – Cash and Investments ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 62
A. Deposits ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 63
B. Investments Authorized by the California Government Code and the City’s Investment Policy ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 64
C. Investments Authorized by Debt Agreements ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 65
D. Risk Disclosures ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 65
E. Fair Value Measurement Disclosure ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 68
F. Investment in Local Agency Investment Fund (LAIF) ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 68
Note 3 – Loans Receivable ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 69
Note 4 – Leases Receivable and Lease-Related Deferred Inflows of Resources ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 69
Note 5 – Interfund Transactions ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 69
A. Advances ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 70
B. Due from and To other Funds ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 71
C. Transfers in and Out ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 71
DRAF
T
06.20.
2
0
2
4
151
City of Cupertino
Index to the Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
48
Page
Note 6 – Capital Assets ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 72
A. Governmental Activities ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 72
B. Business-Type Activities ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 73
Note 7 – Long-Term Liabilities ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 74
A. Governmental Activities ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 74
B. Business-Type Activities ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 76
Note 8 – Defined Benefit Pension Plan ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 76
A. General Information about the Pension Plan ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 76
B. Net Pension Liability ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 78
C. Changes in the Net Pension Liability ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 80
D. Changes in the Net Pension Liability ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 81
Note 9 – Other Post Employment Benefits (OPEB) ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 82
A. General Information about the OPEB Plan ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 82
B. Net OPEB Liability ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 83
C. Change in Net OPEB Liability ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 86
D. OPEB Expense and Deferred Inflows of Resources Related to OPEB ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 87
Note 10 – Liabilities Under Self-Insurance and Risk Management ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 87
Note 11 – Net Position and Fund Balances ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 88
A. Net Investment in Capital Assets ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 88
B. Fund Balance Classifications ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 89
Note 12 – Commitments and Contingencies ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 89
A. Federal and State Grant ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 89
B. Encumbrances ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 90
C. Consulting Agreement for Sales Taxes ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 90
D. Santa Clara County Vehicle Registration Fee (VRF) ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 90
E. Unasserted Claim ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 91
Note 13 – Concentration Risk ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 91
Note 14 – Prior Period Adjustment ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 91
A. Government-Wide Financial Statements ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 91
B. Governmental Fund Financial Statements ꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏꞏ 91
DRAF
T
06.20.
2
0
2
4
152
City of Cupertino
Notes to the Basic Financial Statements
For the Year Ended June 30, 2023
49
Note 1 – Summary of Significant Accounting Policies
A. Financial Reporting Entity:
The City of Cupertino, California (the “City”) was incorporated on October 3, 1955, under the laws of the State of
California. The City operates under a Council - City Manager form of government and provides services through
the following departments: Administrative Services, Community Development, City Manager, Parks and
Recreation, Public and Environmental Affairs, and Public Works. Fire services are provided by the Santa Clara
County Fire District, and the City contracts with the Santa Clara County Sheriff’s Department for police services,
and with Recology for garbage and recycling services.
The accompanying basic financial statements include all funds and boards and commissions that are controlled by
the City Council. The basic financial statements include the City's blended component unit entity for which the City
is considered to be financially accountable. A blended component unit, although a legally separate entity, is in
substance, part of the City's operations and so data from this unit is combined with the City.
Blended Component Unit
In evaluating how to define the City for financial reporting purposes, management has considered all potential
component units. The primary criteria for including a potential component unit within the reporting entity are the
governing body’s financial accountability and a financial benefit or burden relationship and whether it is misleading
to exclude. A primary government is financially accountable and shares a financial benefit or burden relationship,
if it appoints a voting majority of an organization’s governing body and it is able to impose its will on the
organization, or if there is a potential for the organization to provide specific financial benefits to, or impose specific
financial burdens on the primary government. A primary government may also be financially accountable if an
organization is fiscally dependent on the primary government regardless of whether the organization has a
separately elected governing board, a governing board appointed by a higher level of government, or a jointly
appointed board, and there is a potential for the organization to provide specific financial benefits to, or impose
specific financial burdens on the primary government.
Management determined that the following component unit should be blended based on the criteria above:
Although the following is legally separate from the City, it has been “blended” as though it is part of the City
because the component unit’s governing body is substantially the same as the City’s and there is a financial benefit
or burden relationship between the City and the component unit; management of the City has operational
responsibilities for the component unit; and/or the component unit provides services entirely, or almost entirely, to
the City or otherwise exclusively, or almost exclusively, benefits the City, even though it does not provide services
directly to it.
The Cupertino Public Facilities Corporation (the “Corporation”) – The Corporation was incorporated in May
1986, under the Nonprofit Public Benefit Corporation Law of the State of California. The Corporation was
organized as a nonprofit corporation solely for the purpose of assisting the City in the acquisition, construction, and
financing of public improvements which are of public benefit to the City. The Corporation, after acquiring certain
properties from the City, leases these back to the City. The lease money provides the funds for the debt service for
the Certificates of Participation issued by the Corporation to acquire the properties. The Corporation does not issue
separate financial statements, since it is reported separately in the City's basic financial statements.
The City had no discretely presented component units.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
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Note 1 – Summary of Significant Accounting Policies (Continued)
B. Basis of Presentation
Financial statement presentation follows the recommendations promulgated by the Governmental Accounting
Standards Board (“GASB”) commonly referred to as accounting principles generally accepted in the United States
of America (“U.S. GAAP”). GASB is the accepted standard-setting body for establishing governmental accounting
and financial reporting standards.
C. Measurement Focus, Basis of Accounting and Financial Statements Presentation
The accounts of the City are organized on the basis of funds, each of which is considered a separate accounting
entity. The operations of each fund are accounted for by providing a separate set of self-balancing accounts that
comprise its assets, liabilities, fund equity, revenues and expenditures or expenses, as appropriate. Fund accounting
segregates funds according to their intended purpose and is used to aid management in demonstrating compliance
with finance-related legal and contractual provisions. The minimum number of funds is maintained in accordance
with legal and managerial requirements.
Government-wide Statements
The City’s Government-Wide Financial Statements include a Statement of Net Position and a Statement of
Activities. These statements present summaries of governmental and business-type activities for the City
accompanied by a total column. Fiduciary activities of the City are not included in these statements.
These financial statements are presented on an “economic resources” measurement focus and the accrual basis of
accounting. Accordingly, all of the City’s assets, deferred outflows of resources, liabilities, and deferred inflows of
resources, including capital assets, as well as infrastructure assets, and long-term liabilities, are included in the
accompanying Statement of Net Position. The Statement of Activities presents changes in net position. Under the
accrual basis of accounting, revenues are recognized in the period in which they are earned while expenses are
recognized in the period in which the liability is incurred.
Certain types of transactions are reported as program revenues for the City in three categories:
Charges for services
Operating grants and contributions
Capital grants and contributions
Certain eliminations have been made in regards to interfund activities, payables and receivables. All internal
balances in the Statement of Net Position have been eliminated except those representing balances between the
governmental activities and the business-type activities, which are presented as internal balances and eliminated in
the total primary government column. In the Statement of Activities and Changes in Net Position, internal service
fund transactions have been eliminated; however, those transactions between governmental and business-type
activities have not been eliminated. The following interfund activities have been eliminated:
Due to/from other funds
Transfers in/out
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
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Note 1 – Summary of Significant Accounting Policies (Continued)
C. Measurement Focus, Basis of Accounting and Financial Statements Presentation (Continued)
Governmental Fund Financial Statements
Governmental Fund Financial Statements include a Balance Sheet and a Statement of Revenues, Expenditures and
Changes in Fund Balances for all major governmental funds and nonmajor funds aggregated. An accompanying
schedule is presented to reconcile and explain the differences in net position as presented in these statements to the
net position presented in the Government-Wide Financial Statements. The City has presented all major funds that
met the applicable criteria.
All governmental funds are accounted for on a spending or "current financial resources" measurement focus and
the modified accrual basis of accounting. Accordingly, only current assets and current liabilities are included on the
Balance Sheet. The Statement of Revenues, Expenditures and Changes in Fund Balances presents increases
(revenues and other financing sources) and decreases (expenditures and other financing uses) in net current assets.
Under the modified accrual basis of accounting, revenues are recognized in the accounting period in which they
become both “measurable” and “available” to finance expenditures of the current period.
Revenues are recognized as soon as they are both “measurable” and “available”. Revenues are considered to be
available when they are collectible within the current period as soon enough thereafter to pay liabilities of the
current period. For this purpose, the City considers revenues to be available if they are collected within 60 days of
the end of the current fiscal period. The primary revenue sources, which have been treated as susceptible to accrual
by the City, are property taxes, sales tax, intergovernmental revenues and other taxes. Expenditures are recorded in
the accounting period in which the related fund liability is incurred.
The Reconciliation of the Fund Financial Statements to the Government-Wide Financial Statements is provided to
explain the differences.
The City reports the following major Governmental Funds:
General Fund – The General Fund is the general operating fund of the City. It is used to account for all financial
resources except those that are required to be accounted for in another fund.
Housing Development Special Revenue Fund – The Housing Development Special Revenue Fund accounts for
the Federal Housing and Community Development Grant Program activities administered through the County.
Monies collected from developers that mitigate the impact of housing needs are also included. Monies in this
fund are governed by the program's rules. Management considers this fund qualitatively major and has elected
to present this fund as such, even if mathematically it does not qualify per applicable GASB requirements.
Transportation Special Revenue Fund – The Transportation Special Revenue Fund accounts for the City's gas
tax, vehicle registration fees and grant revenues and expenditures related to the maintenance and construction
of City streets. All revenue in this fund is restricted exclusively for street and road purposes including related
engineering and administrative expenses. Management considers this fund qualitatively major and has elected
to present this fund as such, even if mathematically it does not qualify per applicable GASB requirements.
Public Facilities Corporation Debt Service Fund – The Public Facilities Corporation Debt Service Fund
accounts for the payments of principal and interest on certificates of participation issued to provide for the
financing of City Hall, Library, Wilson Park, Memorial Park, and other City facilities. Management considers
this fund qualitatively major and has elected to present this fund as such, even if mathematically it does not
qualify per applicable GASB requirements.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
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Note 1 – Summary of Significant Accounting Policies (Continued)
C. Measurement Focus, Basis of Accounting and Financial Statements Presentation (Continued)
Governmental Fund Financial Statements (Continued)
Capital Improvement Projects Capital Projects Fund – The Capital Improvement Projects Capital Projects
Fund Accounts for activities related to the acquisition or construction of major capital facilities.
Proprietary Fund Financial Statements
Proprietary Fund Financial Statements include a Statement of Net Position, a Statement of Revenues, Expenses and
Changes in Fund Net Position, and a Statement of Cash Flows for each major Proprietary Fund.
A separate column representing internal service funds is also presented in these statements. However, internal
service balances and activities have been combined with the governmental activities in the Government-Wide
Financial Statements. The City’s internal service funds include two individual funds which provide services directly
to other City funds. These areas of service include Central Garage and Print Shop.
Proprietary funds are accounted for using the "economic resources" measurement focus and the accrual basis of
accounting. Accordingly, all assets and liabilities (whether current or noncurrent) are included on the Statement of
Net Position. The Statement of Revenues, Expenses and Changes in Fund Net Position presents increases (revenues)
and decreases (expenses) in total net position. Under the accrual basis of accounting, revenues are recognized in
the period in which they are earned while expenses are recognized in the period in which the liability is incurred.
In these funds, receivables have been recorded as revenue and provisions have been made for uncollectible amounts.
Operating revenues in the proprietary funds are those revenues that are generated from the primary operations of
the fund. All other revenues are reported as nonoperating revenues. Operating expenses are those expenses that are
essential to the primary operations of the fund. All other expenses are reported as nonoperating expenses.
The City reports the following major proprietary funds:
Resources Recovery Enterprise Fund - The Resources Recovery Enterprise Fund accounts for activity related
to the collection, disposal, and recycling of solid waste. A private company has been issued an exclusive
franchise to perform these services.
Recreation Programs Enterprise Fund - The Recreation Programs Enterprise Fund accounts for activities of
the City's community centers and park facilities.
Cupertino Sports Center Enterprise Fund - The Cupertino Sports Center Enterprise Fund accounts for activities
of the City’s sports center facility.
The City also reports the following fund as proprietary fund type:
Internal Service Funds. These funds account for management information systems maintenance and
replacement, workers' compensation, equipment maintenance and replacement, accrued leave payouts, and
long-term disability, retiree health costs, coverage which are provided to other departments on a cost-
reimbursement basis.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
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Note 1 – Summary of Significant Accounting Policies (Continued)
C. Measurement Focus, Basis of Accounting and Financial Statements Presentation (Continued)
Basis of Accounting
The government-wide and proprietary financial statements are reported using the economic resources measurement
focus and the full accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the
time liabilities are incurred, regardless of when the related cash flows take place.
Governmental funds are reported using the current financial resources measurement focus and the modified accrual
basis of accounting. Under this method, revenues are recognized when measurable and available. The City considers
all revenues reported in the governmental funds to be available if the revenues are collected within sixty days after
year-end. Expenditures are recorded when the related fund liability is incurred, except for principal and interest on
long-term debt which are recognized as expenditures to the extent the City has provided financial resources to a
debt service fund for payment of these liabilities that mature early in the following year. General capital asset
acquisitions are reported as expenditures in governmental funds. Proceeds from long-term debt and acquisitions
under capital leases are reported as other financing sources.
Unearned revenues are considered on a full accrual basis, while unavailable revenues are based on the modified
accrual measure.
Property taxes, transient occupancy taxes, utility taxes, franchise taxes, interest and special assessments are
susceptible to accrual. Other receipts and taxes are recognized as revenue when the cash is received. Sales taxes
collected and held by the state at year end on behalf of the City are also recognized as revenue. Sales tax consultant
payments which are contingent on revenues collected are netted against the related revenues.
Under the terms of grant agreements, the City may fund certain programs with a combination of cost reimbursement
grants, categorical block grants, and general revenue. The City's policy is to first apply restricted grant resources to
such programs, followed by general revenues if necessary. Grant revenues are recognized after eligibility and billing
occurs, but may be a deferred inflow if not received within sixty days of year-end. Because of the cost-
reimbursement and recognition nature of some grants, certain capital project funds may carry deficit fund balances
until billing and receipt of grants. The City may also front the capital outlays with cash advances from other funds.
Non-exchange transactions, in which the City gives or receives value without directly receiving or giving equal
value in exchange, include property taxes, grants, entitlements, and donations. On the accrual basis, revenue from
property taxes is recognized in the fiscal year for which the taxes are levied or assessed. Revenue from grants is
recognized as described above. Entitlement and donation revenues are recognized when cash is received.
D. Cash, Cash Equivalents, and Investments
The City pools its cash resources, consisting of cash and investments, of all funds for investment except for
restricted funds generally held by an outside fiscal agent. Cash amounts are reported net of outstanding warrants.
Investments are stated at fair value, except for money market mutual funds which are reported at amortized cost.
Adjustments to fair value, as well as dividend and interest income received is recorded by the City in its
governmental funds in the Use of money and property caption while proprietary funds report these items as
Investment income.
The statement of cash flows requires presentation of “cash and cash equivalents”. For the purposes of the statement
of cash flows, the City considers all proprietary fund pooled cash and investments as “cash and cash equivalents”,
as such funds are available to the various funds as needed.
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Note 1 – Summary of Significant Accounting Policies (Continued)
D. Cash, Cash Equivalents, and Investments (Continued)
Certain disclosure requirements, if applicable, for Deposits and Investment Risks in the following areas:
Interest Rate Risk
Credit Risk
- Overall
- Custodial Credit Risk
- Concentration of Credit Risk
Foreign Currency Risk
In addition, other disclosures are specified including use of certain methods to present deposits and investments,
highly sensitive investments, credit quality at year-end and other disclosures.
E. Fair Value Measurements
U.S. GAAP defines fair value, establishes a framework for measuring fair value and establishes disclosures about
fair value measurement. Investments, unless otherwise specified, recorded at fair value in the financial statements,
are categorized based upon the level of judgment associated with the inputs used to measure their fair value. Levels
of inputs are as follows:
The three levels of the fair value measurement hierarchy are described below:
Level 1 - Inputs are unadjusted, quoted prices for identical assets or liabilities in active markets at the
measurement date.
Level 2 - Inputs, other than quoted prices included in Level 1, that are observable for the assets or liabilities
through corroboration with market data at the measurement date.
Level 3 - Unobservable inputs that reflect management’s best estimate of what market participants would use
in pricing the assets or liabilities at the measurement date.
If the fair value of an asset or liability is measured using inputs from more than one level of the fair value hierarchy,
the measurement is considered to be based on the lowest priority level input that is significant to the entire
measurement.
F. Receivables
Receivables include such items as taxes, intergovernmental revenues, charges for services, miscellaneous accounts
receivable, and interest receivable. No allowance for doubtful accounts has been established, as the City believes
all amounts are considered to be collectible in the normal course of business.
G. Leases Receivables
The City is a lessor for leases of buildings and land and recognizes leases receivable and deferred inflows of
resources in the financial statements. Variable payments based on future performance or usage of the underlying
asset are not included in the measurement of the lease receivable.
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City of Cupertino
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Note 1 – Summary of Significant Accounting Policies (Continued)
G. Leases Receivables (Continued)
At the commencement of a lease, the lease receivable is measured at the present value of payments expected to be
received during the lease term. Subsequently, the lease receivable is reduced by the principal portion of lease
payments received. The deferred inflows of resources are initially measured as the initial amount of the lease
receivable, adjusted for lease payments received at or before the lease commencement date. Subsequently, the
deferred inflows of resources are recognized as revenue over the life of the lease term in a systematic and rational
method.
Key estimates and judgments include how the City determines (1) the discount rate it uses to discount the expected
lease receipts to present value, (2) lease term, and (3) lease receipts.
The City uses the incremental borrowing rate (IBR) provided by the City’s financial institution for existing
leases or the current rate at the time a new lease is executed.
The lease term includes the noncancelable period of the lease plus any option periods that are likely to be
exercised.
Lease receipts included in the measurement of the lease receivable is composed of fixed payments from the
lessee.
The City monitors changes in circumstances that would require a remeasurement of its lease and will remeasure the
lease receivable and deferred inflows of resources if certain changes occur that are expected to significantly affect
the amount of the lease receivable.
H. Inventories
Inventories consist of fuel.
I. Prepaid Items
Prepaid items are reported under the consumption method, which recognizes the expenditures/expense in the period
associated with the service rendered or goods consumed.
J. Interfund Transactions
Activity between funds that are representative of lending/borrowing arrangements outstanding at the end of the
fiscal year are referred to as either “due to/from other funds” or “advances to/from other funds” (i.e., the current
portion of interfund loans). Any residual balances outstanding between the governmental activities and business-
type activities are reported in the Government-Wide Financial Statements as “internal balances”.
K. Capital Assets
Capital assets are recorded at cost or estimated historical cost if purchased or constructed. Donated capital assets
are recorded at their estimated acquisition value on the date donated. Public domain (infrastructure) capital assets
consisting of roads, bridges, curbs, gutters, medians, sidewalks, drainage and lighting systems have been capitalized
and depreciated. Capital assets are defined as assets with an initial individual cost of more than $5,000 for general
capital assets and $100,000 for intangible assets.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
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Note 1 – Summary of Significant Accounting Policies (Continued)
K. Capital Assets (Continued)
Depreciation is recorded using the straight-line method over the following useful lives:
Buildings 15 – 25 years
Improvements 10 – 15 years
Vehicles 4 – 10 years
Street equipment 3 – 20 years
Water equipment 3 – 50 years
Office equipment 3 – 5 years
Road, curbs, gutters, sidewalks, medians and bridges 30 – 40 years
Streetlights 20 years
Storm drain structure and mains 40 years
Traffic signals 20 years
Major outlays for capital assets and improvements are capitalized as projects are constructed. For enterprise funds,
interest incurred during the construction phase is reflected in the capitalized value of the asset constructed, net of
interest earned on the invested proceeds over the same period. Some capital assets may be acquired using federal
and state grant funds, or they may be contributed by developers or other governments. These contributions are
accounted for as revenues at the time the capital assets are contributed.
Right-of-Use Subscription Assets
Subscription assets are recorded at the amount of the initial measurement of the SBITA liabilities (“subscription
liabilities”) and adjusted by any subscription payments to the SBITA vendor at or before the commencement of the
subscription term, less any incentives received from the SBITA vendor at or before the commencement of the
subscription term along with subscription implementation costs. Subscription assets are amortized over the shorter
of the subscription term or the useful life of the underlying information technology assets.
L. Deferred Outflows of Resources and Deferred Inflows of Resources
The Statement and Net Position and the Balance Sheet report separate sections for deferred outflows of resources,
and deferred inflows of resources, when applicable.
Deferred Outflows of Resources represent a consumption of net assets that applies to future periods.
Deferred Inflows of Resources represent an acquisition of net assets that applies to future periods.
M. Interest Payable
In the government-wide financial statements, interest payable on long-term debt is recognized as the liability is
incurred for governmental activities and business-type activities.
N. Unearned Revenue
Unearned revenue is reported for transactions for which revenue has not yet been earned. Typical transactions
recorded as unearned revenues are prepaid charges for services.
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City of Cupertino
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Note 1 – Summary of Significant Accounting Policies (Continued)
O. Compensated Absences
Compensated absences comprise vested accumulated vacation and sick leave. The City's liability for compensated
absences is recorded in governmental or business-type activities as appropriate. The liability for compensated
absences is determined annually. For all governmental funds, amounts expected to be "permanently liquidated,"
such as what is due to be paid because of a realized employment action, are recorded as fund liabilities; the long-
term portion is recorded in the Statement of Net Position.
Compensated absences are liquidated by the fund that has recorded the liability. The long-term portion of
governmental activities compensated absences are liquidated primarily by the General Fund, using the
Compensated Absences and Long-Term Disability internal service fund to account for termination payouts.
P. Claims and Judgement Payable
Claims and judgments payable are accrued when the liability is incurred and the amount can be reasonably
estimated. Claims and judgments payable are recorded in an internal service fund for workers' compensation and
long-term disability, and other claims and judgments are recorded in the General Fund or enterprise funds, as
appropriate.
Q. Subscription Liabilities
The City recognizes subscription liabilities with an initial, individual value of $5,000 or more with a subscription
term greater than one year in the government-wide and proprietary fund financial statements. Variable payments
based on future performance of the City, usage of the underlying information technology assets, or number of user
seats are not included in the measurement of the subscription liability.
At the commencement of a subscription, the City initially measures the subscription liability at the present value of
payments expected to be made during the subscription term. Subsequently, the subscription liability is reduced by
the principal portion of subscription payments made.
Key estimates and judgments related to subscription liabilities include how the City determines (1) the discount
rate it uses to discount the expected subscription payments to present value, (2) subscription term, and (3)
subscription payments.
The City uses incremental borrowing rate provided by the financial institution at July 1, 2022 for
existing subscription or the current rate at the time a new subscription is executed.
The subscription term includes the noncancellable period of the SBITA. Subscription payments
included in the measurement of the subscription liability are composed of fixed payments.
The City monitors changes in circumstances that would require a remeasurement of its SBITA and will remeasure
any subscription asset and liability if certain changes occur that are expected to significantly affect the amount of
the subscription liability.
R. Long-Term Debt
Government-Wide Financial Statements
Long-term debt and other financial obligations are reported as liabilities in the statement of net position.
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Note 1 – Summary of Significant Accounting Policies (Continued)
R. Long-Term Debt (Continued)
Government-Wide Financial Statements (Continued)
Bond premiums and discounts, as well as gains and losses on refunding, are deferred and amortized over the life of
the bonds using the effective interest method. Bonds payable are reported net of the applicable premium or discount.
Issuance costs are expensed in the year of issuance.
Fund Financial Statements
The fund financial statements do not present long-term debt but are shown in the Reconciliation of the
Governmental Funds Balance Sheet to the Government-Wide Statement of Net Position.
S. Pensions
For purposes of measuring the net pension liability, deferred outflows of resources and deferred inflows of resources
related to pensions, and pension expense, information about the fiduciary net position of the plans and additions
to/deductions from the plans’ fiduciary net position have been determined on the same basis as they are reported
by the plans. For this purpose, benefit payments (including refunds of employee contributions) are recognized when
due and payable in accordance with benefit terms. Investments are reported at fair value.
The following timeframes are used for pension reporting:
Valuation Date June 30, 2021
Measurement Date June 30, 2022
Measurement Period July 1, 2021 to June 30, 2022
Gains and losses related to changes in total pension liability and fiduciary net position are recognized in pension
expense systematically over time. The first amortized amounts are recognized in pension expense for the year the
gain or loss occurs. The remaining amounts are categorized as deferred outflows and deferred inflows of resources
related to pensions and are to be recognized in future pension expense. The amortization period differs depending
on the source of the gain or loss. The difference between projected and actual earnings is amortized straight-line
over 5 years. All other amounts are amortized straight-line over the average expected remaining service lives of all
members that are provided with benefits (active, inactive, and retired) as of the beginning of the measurement
period.
General Fund is typically used to liquidate pension liabilities to governmental funds.
T. Other Postemployment Benefits (“OPEB”) Plan
For purposes of measuring the net OPEB liability, deferred outflows of resources and deferred inflows of resources
related to OPEB, and OPEB expense, information about the fiduciary net position of the City’s OPEB Plan and
additions to/deductions from the OPEB Plans’ fiduciary net position have been determined on the same basis as
they are reported by the plans. For this purpose, benefit payments (including refunds of employee contributions)
are recognized when due and payable in accordance with benefit terms. Investments are reported at fair value.
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City of Cupertino
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Note 1 – Summary of Significant Accounting Policies (Continued)
T. Other Postemployment Benefits (“OPEB”) Plan (Continued)
The following timeframes are used for OPEB reporting:
Valuation Date June 30, 2023
Measurement Date June 30, 2023
Measurement Period July 1, 2022 to June 30, 2023
Gains and losses related to changes in total OPEB liability and fiduciary net position are recognized in OPEB
expense systematically over time. The first amortized amounts are recognized in OPEB expense for the year the
gain or loss occurs. The remaining amounts are categorized as deferred outflows and deferred inflows of resources
related to OPEB and are to be recognized in future OPEB expense. The amortization period differs depending on
the source of the gain or loss. The difference between projected and actual earnings is amortized straight-line over
5 years. All other amounts are amortized straight-line over the average expected remaining service lives of all
members that are provided with benefits (active, inactive, and retired) as of the beginning of the measurement
period.
General Fund is typically used to liquidate OPEB liabilities to governmental funds.
U. Net Position
In governmental-wide and proprietary fund financial statements, net positions are categorized as follows:
Net Investment in Capital Assets – This category consists of capital assets, net of accumulated
depreciation/amortization, reduced by the outstanding balances of debt that are attributable to the acquisition,
construction, or improvement of those assets and retention payable.
Restricted – This category represents net position that has external restrictions imposed by creditors, grantors,
contributors or laws or regulations of other governments and restrictions imposed by law through constitutional
provisions or enabling legislation.
Unrestricted – This category represents net position of the City that do not meet the definition of "net investment
in capital assets" or "restricted."
When expenses are incurred for purposes for which both restricted and unrestricted net position are available, the
City’s policy is to apply restricted net position first, then unrestricted net position as they are needed.
V. Fund Balances
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 followings:
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.
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Note 1 – Summary of Significant Accounting Policies (Continued)
V. Fund Balances (Continued)
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. Only the
General Fund reports unassigned positive fund balance. A governmental fund other than the General Fund may
report a negative unassigned fund balance if expenditures incurred for a specific purpose exceed the amounts that
are restricted, committed or assigned to those purposes.
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.
W. Property Taxes
Property Tax Calendar - All property taxes are levied and collected by the County of Santa Clara. Secured taxes
are levied on July 1, are due in two installments on November 1 and February 1 and become delinquent after
December 10 and April 10. Unsecured taxes are levied on July 1 and become delinquent on August 31. The lien
date for secured and unsecured property taxes is January 1.
The City, in fiscal year 1993-94, adopted an alternative method of property tax distribution (the "Teeter Plan").
Under this method, the City receives 100 percent of its secured property tax levied in exchange for foregoing any
interest and penalties collected on delinquent taxes. The City receives remittances as a series of advances made by
the County during the year.
X. Use of Estimates
The preparation of the basic financial statements in accordance with U.S. GAAP requires management to make
estimates and assumptions that affect certain reported amounts and disclosures. Accordingly, actual results could
differ from those estimates.
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Note 1 – Summary of Significant Accounting Policies (Continued)
Y. Implementation of New GASB Pronouncements
GASB Statement No. 91 In May 2019, GASB issued Statement No. 91, Conduit Debt Obligations (GASB
Statement No. 91), to provide a single method of reporting conduit debt obligations by issuers and eliminate
diversity in practice associated with (1) commitments extended by issuers, (2) arrangements associated with conduit
debt obligations, and (3) related note disclosures. This statement achieves those objectives by clarifying the existing
definition of a conduit debt obligation; establishing that a conduit debt obligation is not a liability of the issuer;
establishing standards for accounting and financial reporting of additional commitments and voluntary
commitments extended by issuers and arrangements associated with conduit debt obligations; and improving
required note disclosures. Implementation of this Statement did not have a significant effect on the City’s financial
statements for the fiscal year ended June 30, 2023.
GASB Statement No. 94 In March 2020, GASB issued Statement No. 94, Public-Private and Public-Public
Partnerships and Availability Payment Arrangements (GASB Statement No. 94) to improve financial reporting by
addressing issues related to public-private and public-public partnership arrangements (PPPs). This Statement also
provides guidance for accounting and financial reporting for availability payment arrangements (APAs).
Implementation of this Statement did not have a significant effect on the City’s financial statements for the fiscal
year ended June 30, 2023.
GASB Statement No. 96 In May 2020, GASB issued Statement No. 96, Subscription-Based Information
Technology Arrangements (GASB Statement No. 96), to provide guidance on the accounting and financial reporting
for subscription based information technology arrangements (SBITAs) for government end users (governments).
This Statement (1) defines a SBITA; (2) establishes that a SBITA results in a right-to-use subscription asset- -an
intangible asset and a corresponding subscription liability: (3) provides the capitalization criteria for outlays other
than subscription payments, including implementation costs of a SBITA; and (4) requires note disclosures regarding
a SBITA. Implementation of this Statement had a significant effect on the City’s financial statements for the fiscal
year ended June 30, 2023.
GASB Statement No. 99 - In April 2022, the GASB issued Statement No. 99, Omnibus 2022. The objectives of this
Statement are to enhance comparability in accounting and financial reporting and to improve the consistency of
authoritative literature by addressing (1) practice issues that have been identified during implementation and
application of certain GASB Statements and (2) accounting and financial reporting for financial guarantees. The
Statement is effective immediately for the requirements related to extension of the use of LIBOR, accounting for
SNAP distributions, disclosures of nonmonetary transactions, pledges of future revenues by pledging governments,
clarification of certain provisions in Statement 34, as amended, and terminology updates related to Statement 53
and Statement 63. The Statement is effective for fiscal year years beginning after June 15, 2022 for requirements
related to leases, PPPs, and SBITAS. Implementation of this Statement did not have a significant effect on the
City’s financial statements for the fiscal year ended June 30, 2023.
Z. Upcoming New GANB Pronouncements
The City is currently evaluating its accounting practices to determine the potential impact on the financial
statements for the following GASB Statements:
In June 2022, GASB issued Statement No. 100, Accounting Changes and Error Corrections – an Amendment of
GASB Statement No. 62. The primary objective of this Statement is to enhance accounting and financial reporting
requirements for accounting changes and error corrections to provide more understandable, reliable, relevant,
consistent, and comparable information for making decisions or assessing accountability. Application of this
statement is effective for the City’s fiscal year ending June 30, 2024.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
62
Note 1 – Summary of Significant Accounting Policies (Continued)
Z. Upcoming New GANB Pronouncements (Continued)
In June 2022, GASB issued Statement No. 101, Compensated Absences. The objective of this Statement is to better
meet the information needs of financial statement users by updating the recognition and measurement guidance for
compensated absences. That objective is achieved by aligning the recognition and measurement guidance under a
unified model and by amending certain previously required disclosures. Application of this statement is effective
for the City’s fiscal year ending June 30, 2025.
In December 2023, GASB issued Statement 102, Certain Risk Disclosures. The objective of this Statement is to
provide users of government financial statements with essential information about risks related to a government’s
vulnerabilities due to certain concentrations or constraints. That objective is achieved by requiring governments to
assess whether a concentration or constraint makes the primary government reporting unit or other reporting units
that report a liability for revenue debt vulnerable to the risk of a substantial impact. The statement also requires a
government to assess whether an event or events associated with a concentration or constraint that could cause the
substantial impact have occurred, have begun to occur, or are more likely than not to begin to occur within 12
months of the date the financial statements are issued. Application of this statement is effective for the City’s fiscal
year ending June 30, 2025. Earlier application is encouraged.
In April 2024, GASB issued Statement 103, Financial Reporting Model Improvements - The objective of this
Statement is to improve key components of the financial reporting model.1 The purposes of the improvements are
to (a) enhance the effectiveness of the financial reporting model in providing information that is essential for
decision making and assessing a government’s accountability and (b) address certain application issues identified
through pre-agenda research conducted by the GASB. Application of this statement is effective for the City’s fiscal
year ending June 30, 2027. Earlier application is encouraged.
Note 2 – Cash and Investments
The City had the following cash and investments at June 30, 2023:
Governmental Business-Type
Activities Activities Total
Cash and investments 205,571,569$ 11,372,546$ 216,944,115$
Restricted cash and investments:
Held by fiscal agent for pension 19,088,859 - 19,088,859
Total cash and investments 224,660,428$ 11,372,546$ 236,032,974$
Government-Wide
Statement of Net Position
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
63
Note 2 – Cash and Investments (Continued)
The City’s cash and investments at June 30, 2023, in more detail:
Cash on hand 3,586$
Deposits with financial institutions 47,281,611
Total cash 47,285,197
Investments 169,658,918
Investments with PARS 19,088,859
Total investments 188,747,777
Total cash and investments 236,032,974$
A. Deposits
The carrying amounts of the City’s demand deposits were $47,281,612 at June 30, 2023. Bank balances at that date
were $48,018,306 the total amount of which was collateralized or insured with accounts held by the pledging
financial institutions in the City’s name as discussed below.
Cash and Investments with PARS were related to the City’s Pension Trust.
The California Government Code requires California banks and savings and loan associations to secure the City’s
cash deposits by pledging securities as collateral. This Code states that collateral pledged in this manner shall have
the effect of perfecting a security interest in such collateral superior to those of a general creditor. Thus, collateral
for cash deposits is considered to be held in the City's name.
The market value of pledged securities must equal at least 110% of the City's cash deposits. California law also
allows institutions to secure City deposits by pledging first trust deed mortgage notes having a value of 150% of
the City’s total cash deposits. The City may waive collateral requirements for cash deposits, deposits, which are
fully insured up to $250,000 by the Federal Deposit Insurance Corporation (“FDIC”). The City did not waive the
collateral requirement for deposits insured by FDIC.
The City follows the practice of pooling cash and investments of all funds, except for funds required to be held by
fiscal agents under the provisions of bond indentures. Interest income earned on pooled cash and investments is
allocated on an accounting period basis to the various funds based on the period-end cash and investment balances.
Interest income from cash and investments with fiscal agents is credited directly to the related fund.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
64
Note 2 – Cash and Investments (Continued)
B. Investments Authorized by the California Government Code and the City’s Investment Policy
The following table identifies the investment types that are authorized for the City by the California Government
Code (or the City’s investment policy, where more restrictive). The table also identifies certain provisions of the
California Government Code (or the City’s investment policy, where more restrictive) that address interest rate risk,
credit risk, and concentration of credit risk. This table does not address investments of debt proceeds held by bond
trustees that are governed by the provisions of debt agreements of the City, rather than the general provisions of the
California Government Code or the City’s investment policy: This does not include the City's investments of debt
proceeds held by fiscal agents that are governed by the provisions of debt agreements of the City.
Authorized Investment Type
Maximum
Maturity
Minimum Credit
Quality
Maximum
Percentage of
Portfolio
Maximum Investment in
One Issuer
U.S. Treasury Obligations 5 years N/A None None
U.S. Agency Securities* 5 years N/A None None
California Local Agency Investment Fund (LAIF) N/A N/A Up to $65 million None
Non-negotiable Certificates of Deposits (time deposits) 5 years N/A 30%***
10% of portfolio;
5% of issuer's net worth **
State of California registered state
warrants, treasury notes, or bonds 5 years N/A None None
California local agency bonds, notes,
warrants, or other obligations 5 years N/A None None
Bond issued by the local agency 5 years N/A None None
Bankers' Acceptances 180 days N/A 40% None
Commercial Paper
270 days A-1+P-1 25% 10% of portfolio; 5% of issuer's
net worth; 10% of outstanding
paper of Issuer. **
Negotiable Certificates of Deposit 5 years N/A 30%
10% of portfolio; 5% of issuer's
net worth. **
Repurchase Agreements 1 year N/A None
10% of portfolio; 5% of issuer's
net worth. **
Medium Term Corperate Notes 5 years A or better 25%
10% of portfolio; 5% of issuer's
net worth. **
Money market mutual funds investing
in U.S. Treasury, Government Agency
securities or repurchase agreements
collateralized by U.S. Treasury or
Government Agency securities 5 years Aaa/AAA 20% None
Supernationals 5 years AA or better 30% 10% of portfolio
*** 30% maximum percent of portfolio if using a private sector entity to assist in the placement of the time deposits. No maximum
*Securities issued by agencies of the federal government such as the Government National Mortgage Association (GNMA),
** Represents restriction in which the City's investment policy is more restrictive than the California Government Code.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
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Note 2 – Cash and Investments (Continued)
C. Investments Authorized by Debt Agreements
The City must maintain required amounts of cash and investments with trustees or fiscal agents under the terms of
certain debt issues. These funds are unexpended bond proceeds or are pledged reserves to be used if the City fails
to meet its obligations under these debt issues. The California Government Code requires these funds to be invested
in accordance with City ordinances, bond indentures or State statutes. The City's Investment Policy allows
investments of bond proceeds to be governed by provisions of the related bond indentures. The following identifies
the investment types that are authorized for investments held by fiscal agents under the terms of the bond indentures
of the related debt issue:
Authorized Investment Type
Maximum
Maturity
Minimum Credit
Quality
Maximum
Percentage of
Portfolio
Cash or obligations of the U.S. including U.S. Treasury obligations N/A N/A None
Federal agencies obligations which represent
full faith and credit of the U.S. N/A N/A None
Direct federal agencies obligations which are not
fully guaranteed by the full faith and credit of the U.S. N/A N/A None
U.S. dollar denominated deposit accounts, federal funds and
bankers' acceptances with domestic commercial banks 360 days P-1, A-1+, A-1 None
Commercial Paper 270 days P-1, A-1 None
Money market funds N/A Aaam or AAAm-G None
Pre-refunded municipal obligations that are not callable prior
to maturity or as to which irrevocable instructions have been Highest
given to call on the date specified in the notice N/A Rating Category None
Municipal obligations or General obligations of states N/A Aaa, AAA, A2, A None
California Local Agency Investment Fund (LAIF) N/A N/A Up to $65 million
Shares in a California common law trust established pursuant
to Title 1, Division 7, Chapter 5 of the California Government
Code which invests exclusively in investments permitted by
Section 53635 of Title 5, Division 2, Chapter of the California
Government Code, as it may be amended. N/A N/A None
D. Risk Disclosures
Disclosures Relating to Interest Rate Risk
Interest rate risk is the risk that changes in market interest rates will adversely affect the fair value of an investment.
Generally, the longer the maturity of an investment, the greater the sensitivity of its fair value to changes in market
interest rates. One of the ways that the City manages its exposure to interest rate risk is by purchasing a combination
of shorter term and longer term investments and by timing cash flows from maturities so that a portion of the
portfolio is maturing or coming close to maturity evenly over time as necessary to provide the cash flow and
liquidity needed for operations.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
66
Note 2 – Cash and Investments (Continued)
D. Risk Disclosures (Continued)
Disclosures Relating to Interest Rate Risk (Continued)
Information about the sensitivity of the fair values of the City's investments (including investments held by bond
trustee) to market interest rate fluctuations is provided by the following table that shows the distribution of the
City's investments by maturity:
Investment Type
12 Months of
less 13 to 24 Months
More than 24
Months Total
U.S. Treasury Securities 4,588,328$ 12,214,180$ 36,160,305$ 52,962,813$
Corporate Notes 1,454,667 19,059,694 19,537,835 40,052,196
U.S. Agency Notes:
Federal Home Loan Mortgage Corporation 836,535 2,232,499 3,408,904 6,477,938
Federal National Mortgage Association - 8,574,094 4,540,665 13,114,759
Federal Home loan Banks 1,463,544 1,943,320 - 3,406,864
Municipal Bonds - 726,121 - 726,121
Asset-Backed Securities 329,142 4,647,343 11,558,949 16,535,434
Supranationals 2,747,746 - 6,683,579 9,431,325
Collateralized Mortgage Obligations - 1,261,927 4,392,528 5,654,455
Local Agency Investment Fund 21,099,954 21,099,954
Money Market Mutual Funds 197,059 - - 197,059
Restricted investment with PARS 19,088,859 - - 19,088,859
Total investments 51,805,834$ 50,659,178$ 86,282,765$ 188,747,777
Cash in banks and on hand 47,285,197
Total Cash and Investments 236,032,974$
Remaining Maturity (In Months)
Disclosures Relating to Credit Risk
Generally, credit risk is the risk that an issuer of an investment will not fulfill its obligation to the holder of the
investment. This is measured by the assignment of a rating by a nationally recognized statistical rating organization.
Presented below is the minimum rating required by (where applicable) the California Government Code, the City's
investment policy, or debt agreements, and the actual rating, by Standard and Poor’s or Moody’s’, as of
June 30, 2023 for each investment type:
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
67
Note 2 – Cash and Investments (Continued)
D. Risk Disclosures (Continued)
Disclosures Relating to Credit Risk (Continued)
Investment Type Total AAA AA A Not Required
U.S. Treasury Securities 52,962,813$ 52,962,813$ -$ -$ -$
Corporate Notes 40,052,196 - 12,415,464 27,636,732 -
U.S. Agency Notes
Federal Home Loan Mortgage Corporation 6,477,938 6,477,938 - - -
Federal National Mortgage Association 13,114,759 13,114,759 - - -
Federal Home Loan Banks 3,406,864 3,406,864 - - -
Municipal Bonds 726,121 726,121 - - -
Asset-Backed Securities 16,535,434 16,535,434 - - -
Supranationals 9,431,325 9,431,325 - - -
Collateralized Mortgage Obligations 5,654,455 5,654,455 - - -
Local Agency Investment Fund 21,099,954 - - - 21,099,954
Money Market Mutual Funds 197,059 197,059 - - -
Restricted investment with PARS 19,088,859 - - - 19,088,859
Total Investments 188,747,777$ 108,506,768$ 12,415,464$ 27,636,732$ 40,188,813$
Disclosures Relating to Concentration of Credit Risk
The investment policy of the City contains no limitations on the amount that can be invested in any one issuer
beyond that stipulated by the California Government Code. At June 30, 2023, the following investment represent
5% or more of total City investments:
Issuer Investment Type Amount Percentage
Federal National Mortgage Association (FNMA) U.S. Agency Notes 13,114,759$ 7%
Disclosures Relating to Custodial Credit Risk
Custodial credit risk is the risk that, in the event of the failure of the counter party, the City will not be able to
recover the value of its investments or collateral securities that are in the possession of an outside party. All
securities, with the exception of LAIF and other pooled investments, are held by a third-party custodian.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
68
Note 2 – Cash and Investments (Continued)
E. Fair Value Measurement Disclosure
At June 30, 2023, investments are reported at fair value. The following table presents the fair value measurement
of investments on a recurring basis and the levels within GASB 72 fair value hierarchy in which the fair value
measurements fall at June 30, 2023:
Investments by Fair Value Level
Quoted Prices
in Active
Markets for
Identical Assets
(Level 1)
Significant
Other
Observable
Inputs
(Level 2) Total
U.S. Treasury Securities 52,962,813$ -$ 52,962,813$
Corporate Notes - 40,052,196 40,052,196
U.S. Agency Notes
Federal Home Loan Mortgage Corporation - 6,477,938 6,477,938
Federal National Mortgage Association - 13,114,759 13,114,759
Federal Home Loan Banks - 3,406,864 3,406,864
Asset-Backed Securities - 16,535,434 16,535,434
Collateralized Mortgage Obligations - 5,654,455 5,654,455
Supranationals - 9,431,325 9,431,325
Municipal Bonds - 726,121 726,121
Total Investments 52,962,813$ 95,399,092$ 148,361,905
Investments Measured at Amortized Cost:
Money Markel Mutual Funds - Restricted for Pension (PARS) 19,088,859
Money Markel Mutual Funds 197,059
Investments Exempt from Fair Value Hierarchy:
Local Agency Investment Fund 21,099,954
Cash in banks and on hand 47,285,197
Total Cash and Investments 236,032,974$
F. Investment in Local Agency Investment Fund (LAIF)
The City is a participant in LAIF which is regulated by California Government Code Section 16429 under the
oversight of the Treasurer of the State of California. The City’s investments in LAIF at June 30, 2023 included a
portion of pool funds invested in Structure Notes and Asset-Backed Securities:
Structured Notes are debt securities (other than asset-backed securities) whose cash-flow characteristics
(coupon rate, redemption amount, or stated maturity) depend upon one or more indices and/or that have
embedded forwards or options.
Asset-Backed Securities, the bulk of which are mortgage-backed securities, entitle their purchasers to receive a
share of the cash flows from pool of assets such as principal and interest repayments from a pool of mortgages
(such as Collateralized Mortgage Obligations) or credit card receivables.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
69
Note 2 – Cash and Investments (Continued)
F. Investment in Local Agency Investment Fund (LAIF) (Continued)
As of June 30, 2023, the City had $21,099,954 invested in LAIF, which had invested 2.78% of the pool investment
funds in Structured Notes and Asset-Back Securities. LAIF determines fair value on its investment portfolio based
on market quotations for those securities where market quotations are readily available and based on amortized cost
or best estimate for those securities where market value is not readily available. LAIF is reported at amortized cost,
which approximates fair value.
Note 3 – Loans Receivable
Housing Program Loans
On June 30, 1995, the City loaned $821,000 to Community Housing Developers, a California nonprofit public benefit
corporation. The note bears interest at three percent per annum, compounded annually, payable to the extent of surplus
cash, and all unpaid principal and interest due June 30, 2035. As of June 30, 2023, the balance remaining on the loan
was $1,057,389 including principal and interest in the amounts of $821,000 and $236,389, respectively. The loan was
issued using resources in the amount of $417,000 and $404,000 in the General Fund and the Housing Development
Special Revenue Fund, respectively and is considered governmental activities.
On June 6, 1996, the City loaned $320,000 to Cupertino Community Services, a California nonprofit public benefit
corporation. The note bears interest at three percent per annum and due on July 14, 2026. As of June 30, 2023, the
balance on the loan was $135,871. The loan was issued using resources in the Housing Development Special Revenue
Fund and is considered governmental activities.
On September 11, 2017 the City loaned $3,672,000 to Stevens Creek, L.P., a California limited partnership. The note
bears interest at three percent per annum for 55 years. After the completion of construction of the development, no later
than April 30th of each calendar year, the Developer shall make repayments of the loan in an amount equal to the City
loan percentage of the lenders’ share of residual receipts. The payments shall be credited first against accrued interest
and then against outstanding principal of the loan, and shall be accompanied by the developer’s report of residual
receipts. As of June 30, 2023, the balance remaining on the loan was $4,359,019 including principal and interest in the
amounts of $3,672,000 and $687,019, respectively in the Housing Development Special Revenue Fund and is
considered as governmental activities.
Note 4 – Leases Receivable and Lease-Related Deferred Inflows of Resources
The City leases various City assets to other entities via contractual arrangements under the provisions of GASB
Statement No. 87, Leases. The leases include land leases utilized for cell phone towers as well as property leases of the
McClellan Ranch House and the Cupertino Public Library. The City receives fixed payments from the lessees, with a
total of $220,308 recognized as rental revenue and $31,333 recognized as interest revenue on the lease for the year
ended June 30, 2023 and a receivable for the remaining payments under the leases of $2,493,039.
A summary of changes in lease receivable for the year ended June 30, 2023 is as follows:
Balance
July 1, 2022 Additions Retirements
Balance
June 30, 2023
Current
Portion
Long-term
Portion
2,495,226$ 218,121$ (220,308)$ 2,493,039$ 221,644$ 2,271,395$
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
70
Note 4 – Leases Receivable and Lease-Related Deferred Inflows of Resources (Continued)
At June 30, 2023, the required payments for these leases, including interest, are:
Year Ending
June 30,
NPV Leases
Receivable Interest
Total Lease
Payment
2024 221,644$ 29,203$ 250,847$
2025 215,649 27,022 242,671
2026 216,753 24,745 241,498
2027 227,844 22,348 250,192
2028 238,976 19,832 258,808
2029-2033 930,850 60,105 990,955
2034-2038 335,529 17,807 353,336
2039-2041 105,794 1,720 107,514
Total 2,493,039$ 202,782$ 2,695,821$
At June 30, 2023, the amounts reported as deferred inflows of resources related to leases will be recognized as lease
revenue as follows:
Year Ending
June 30, Amount
2024 263,427$
2025 248,416
2026 236,054
2027 236,054
2028 236,054
2029-2033 822,454
2034-2038 259,170
2039-2041 78,104
Total 2,379,733$
Note 5 – Interfund Transactions
A. Advances
Interfund advances are balances between funds that are not expected to be repaid within the current fiscal year. As
of June 30, 2023, the General Fund advanced $3,000,000 to the Capital Improvement Projects Capital Projects Fund
for advance funding of planned projects that will be repaid in subsequent years.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
71
Note 5 – Interfund Transactions (Continued)
B. Due from and To other Funds
At June 30, 2023, the City has the following due from and to other funds:
Internal Service
Funds Total
Due From Other Funds
Governmental Funds:
General Fund 1,395,657$ 1,395,657$
1,395,657$ 1,395,657$
Due to Other Funds
These interfund balances represent routine short-term cash flow assistance.
C. Transfers in and Out
Transfers between funds during the fiscal year ended June 30, 2023 were as follows:
Capital
Housing Public Facilities Improvement Recreation
Transportation Development Corporation Projects Program Nonmajor Internal
Special RevenueSpecial Revenue Debt Capital Project Enterprise Enterprise Service
Transfers Out General Fund Fund Fund Service Fund Fund Fund Fund Funds Total
Governmental Funds:
General Fund -$ 3,000,000$ 25,000$ 2,675,800$ 2,838,147$ 376,000$ -$ 3,429,398$ 12,344,345$
Transportation
Special Revenue Fund - - - - 197,491 - - - 197,491
Capital Improvement Projects
Capital Projects Fund 800,000 - - - - - 23,600 - 823,600
Nonmajor Governmental Funds 61,140 - - - 1,650,000 - - - 1,711,140
Proprietary Funds:
Recreation Programs Enterprise Fund - - - - 103,119 - - - 103,119
861,140$ 3,000,000$ 25,000$ 2,675,800$ 4,788,757$ 376,000$ 23,600$ 3,429,398$ 15,179,695$
Proprietary Funds
Transfers In
Governmental Funds
Transfers provided funding for operating subsidies, capital projects, capital acquisitions, internal service funds
personnel costs associated with staff special project, compensated absences and retiree health, and debt service.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
72
Note 6 – Capital Assets
A. Governmental Activities
A summary of changes in capital assets of the governmental activities for the year ended June 30, 2023 is as follows:
Balance
July 1, 2022 Balance
(As Restated) Additions Deletions Transfers June 30, 2023
Governmental Activities:
General Government Capital Asset:
Capital assets not being depreciated:
Land 64,786,669$ -$ -$ -$ 64,786,669$
Easements 19,615,039 - - - 19,615,039
Construction in progress 23,398,649 10,658,074 (476,537) (5,104,793) 28,475,393
Total general government capital assets not being depreciated 107,800,357 10,658,074 (476,537) (5,104,793) 112,877,101
Capital assets being depreciated:
Buildings 47,763,913 - - - 47,763,913
Improvements other than buildings 61,263,926 - - 359,435 61,623,361
Machinery and equipment 4,529,929 - - 45,697 4,575,626
Roads, curbs, gutters, sidewalks, medians
and bridges 183,534,212 - - 4,275,603 187,809,815
Streetlights 9,302,437 - - 402,243 9,704,680
Storm drain structure and mains 37,373,158 - - - 37,373,158
Traffic signals 6,418,246 - - 21,815 6,440,061
Total capital assets being depreciated 350,185,821 - - 5,104,793 355,290,614
Less accumulated depreciation for:
Buildings (33,646,294) (1,612,633) - - (35,258,927)
Improvements other than buildings (45,859,016) (2,390,853) - - (48,249,869)
Machinery and equipment (3,306,110) (218,247) - - (3,524,357)
Roads, curbs, gutters, sidewalks, medians and bridges (115,601,625) (2,839,730) - - (118,441,355)
Streetlights (8,031,745) (431,927) - - (8,463,672)
Storm drain structure and mains (33,682,048) (149,952) - - (33,832,000)
Traffic signals (5,910,218) (109,425) - - (6,019,643)
Total accumulated depreciation (246,037,056) (7,752,767) - - (253,789,823)
Total capital assets being depreciated, net 104,148,765 (7,752,767) - 5,104,793 101,500,791
Intangible assets, being amortized
Right-to-use subscription assets 1,490,232 964,745 - - 2,454,977
Total intangible assets, being amortized 1,490,232 964,745 - - 2,454,977
Less accumulated amortization for:
Right-to-use subscription assets - (574,289) - - (574,289)
Total accumulated amortization - (574,289) - - (574,289)
Total intangible assets, being amortized, net 1,490,232 390,456 - - 1,880,688
Total general government capital asset, net 213,439,354 3,295,763 (476,537) - 216,258,580
Internal Service Fund Capital Assets:
Capital assets not being depreciated:
Construction in progress 7,828 527,792 - (416,212) 119,408
Total internal fund capital
assets not being depreciated 7,828 527,792 - (416,212) 119,408
Capital assets being depreciated:
Machinery and equipment 12,769,434 - (118,475) 416,212 13,067,171
Less accumulated depreciation (9,798,894) (798,599) 118,475 - (10,479,018)
Total internal fund capital
assets being depreciated, net 2,970,540 (798,599) - 416,212 2,588,153
Intangible assets, being amortized
Right-to-use subscription assets 282,968 24,866 - - 307,834
Total intangible assets, being amortized 282,968 24,866 - - 307,834
Less accumulated amortization for:
Right-to-use subscription assets - (106,011) - - (106,011)
Total accumulated amortization - (106,011) - - (106,011)
Total intangible assets, being amortized, net 282,968 (81,145) - - 201,823
Total internal service fund capital assets, net 3,261,336 (351,952) - - 2,909,384
Governmental activities capital assets, net 216,700,690$ 2,943,811$ (476,537)$ -$ 219,167,964$
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
73
Note 6 – Capital Assets (Continued)
A. Governmental Activities (Continued)
Depreciation and amortization expenses were charged to functions and programs based on their usage of the related
assets. Depreciation and amortization expenses were charged to governmental activities as follows:
Governmental Activities Depreciation Amortization
Administration 189,942$ 49,676$
Public and environment affairs 16,281 -
Administrative services 29,461 16,138
Parks and recreation 169,010 63,689
Community development - 147,707
Public works 7,348,073 297,079
Subtotal 7,752,767 574,289
Internal Service Allocation
Administration 247,725 9,170
Public and environment affairs 21,642 -
Administrative services 55,264 2,979
Parks and recreation 73,072 11,757
Community development 27,266
Public works 400,896 54,839
Subtotal 798,599 106,011
B. Business-Type Activities
A summary of changes in capital assets of the business-type activities for the year ended June 30, 2023 is as follows:
Balance Balance
July 1, 2022 Additions Deletions Transfers June 30, 2023
Business-type activities:
Capital assets not being depreciated:
Construction in progress 184,667$ 181,863$ (8,299)$ -$ 358,231$
Total capital assets not being depreciated 184,667 181,863 (8,299) - 358,231
Capital assets being depreciated:
Buildings 2,073,689 - - 2,073,689
Improvements other than buildings 2,175,914 - - 2,175,914
Machinery and equipment 743,453 - 8,299 751,752
Total capital assets being depreciated 4,993,056 - 8,299 - 5,001,355
Less accumulated depreciation for:
Buildings (573,223) (81,796) - - (655,019)
Improvements other than buildings (1,860,740) (51,912) - - (1,912,652)
Machinery and equipment (654,191) (28,132) - - (682,323)
Total accumulated depreciation (3,088,154) (161,840) - - (3,249,994)
Total capital assets being depreciated, net 1,904,902 (161,840) 8,299 - 1,751,361
Business-type activity capital assets, net 2,089,569$ 20,023$ -$ -$ 2,109,592$
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
74
Note 6 – Capital Assets (Continued)
B. Business-Type Activities (Continued)
Depreciation expense was charged to the business-type activities as follows:
Business-Type Activities Depreciation
Cupertino sports center 111,438$
Recreation program 47,057
Blackberry farm 2,832
Resources recovery 513
Total 161,840$
Note 7 – Long-Term Liabilities
A. Governmental Activities
A summary of changes in long-term liabilities for governmental activities for the year ended June 30, 2023 is as
follows:
Balance
July 1, 2022
(As Restated) Additions Retirements
Balance
June 30, 2023
Current
Portion
Long-term
Portion
2020A Certificates of Participation 18,020,000$ -$ (1,955,000)$ 16,065,000$ 2,035,000$ 14,030,000$
Issuance Premium 3,248,829 - (464,118) 2,784,711 - 2,784,711
Subscription liabilities 1,773,200 989,611 (735,521) 2,027,290 783,067 1,244,223
Claims payable 1,569,000 765,116 (111,330) 2,222,786 382,000 1,840,786
Compensated absences 4,690,321 797,673 (406,434) 5,081,560 501,158 4,580,402
Total long-term liabilities 29,301,350$ 2,552,400$ (3,672,403)$ 28,181,347$ 3,701,225$ 24,480,122$
2020 A Certificates of Participation
The Cupertino Public Facilities Corporation issued Certificates of Participation to provide financing for the
construction of the Community Center, improvements of the City Hall and the Library in July 1986; purchase of
Wilson Park in 1989; finance the Memorial Park Expansion in 1990; and purchase the Blackberry Farm and
Fremont Older site in 1991. The Cupertino Public Facilities Corporation, as lessor, leased real property to the City
(under the Lease Agreement with the lessee) and assigned the base rental payments to the trustee for the benefit of
the owners of the certificates of participation. The rental payments which represent the pledged revenues are
scheduled to be sufficient in both time and amount, when the principal and interest of the certificates are due, which
was the case for the year ended June 30, 2023.
On May 9, 2012, $43,940,000 principal amount of 2012 Refinancing Certificates of Participation (2012 COPs)
were issued to refund the 2002 COPs, to fund a reserve fund for the 2012 COPs, and pay costs incurred in connection
with issuance.
On September 29, 2020, $22,040,000 principal amount of 2020A Certificates of Participation (2020 COPs) were
issued to refund the 2012 COPs and pay costs incurred in connection with issuance. The proceeds were placed into
an escrow account, along with funds from the City’s 2012 COPs Reserve and on October 30, 2020, the 2012 COPS
were prepaid, resulting no amounts outstanding as of June 30, 2023 for the 2012 COPs. The result of the transaction
was an economic gain of $3,133,819.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
75
Note 7 – Long-Term Liabilities (Continued)
A. Governmental Activities (Continued)
2020 A Certificates of Participation (Continued)
The 2020A COPs are payable by a pledge of revenues from the lease payments payable by the City pursuant to the
Lease Agreement between the Cupertino Public Facilities Corporation and the City for the use and possession of
the Site and Facility as described in the Lease Agreement. The City also covenanted in the Lease Agreement to
include all lease payments in its annual budget. Total debt service payments remaining on the 2020 COPs is
$18,736,200 payable through June 1, 2030. For the year ended June 30, 2023, the bonds had $1,955,000 of principal
and $720,800 interest due. The annual debt service requirements on these certificates are as follows:
Year Ending
June 30, Principal Interest Total
2024 2,035,000$ 642,600$ 2,677,600$
2025 2,115,000 561,200 2,676,200
2026 2,200,000 476,600 2,676,600
2027 2,285,000 388,600 2,673,600
2028 2,380,000 297,200 2,677,200
2029-2030 5,050,000 305,000 5,355,000
Total 16,065,000$ 2,671,200$ 18,736,200$
Subscription Liabilities
The City has entered into subscriptions for information technology arrangements. The terms of the arrangements
range from 24 to 63 months with implicit rates used between 1.710% to of 3.331%. Principal and interest to
maturity are as follows:
Year Ending
June 30, Principal Interest Total
2024 783,067$ 43,045$ 826,112$
2025 710,777 26,433 737,210
2026 481,502 11,133 492,635
2027 51,944 1,424 53,368
Total 2,027,290$ 82,035$ 2,109,325$
Compensated Absences
The long-term portion of compensated absences payable has been accrued for the Governmental Activities on the
Government-Wide Financial Statements. In prior years, the General Fund has typically been used to liquidate the
liability. The balance outstanding at June 30, 2023 was $5,081,560.
Claims Payable
Refer to Note 10 for more details.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
76
Note 7 – Long-Term Liabilities (Continued)
B. Business-Type Activities
The following is a summary of changes in long-term liabilities for business-type activities for the year ended
June 30, 2023:
Balance
July 1, 2022 Additions Retirements
Balance
June 30, 2023
Current
Portion
Long-term
Portion
Compensated absences 216,636$ 52,873$ (49,268)$ 220,241$ 10,492$ 209,749$
Total long-term liabilities 216,636$ 52,873$ (49,268)$ 220,241$ 10,492$ 209,749$
Compensated Absences
All vested vacation and compensatory leave time is recognized as an expense and as a liability in the business-type
funds at the time the liability vests. All of the enterprise funds of the City have been used to liquidate the liability.
The balance outstanding at June 30, 2023 was $220,241.
Note 8 – Defined Benefit Pension Plan
Below is a summary of the deferred outflows of resources, net pension liabilities and deferred inflows of resources by
Plan at June 30, 2023:
Deferred Outflows of
Resources Net Pension Liability
Deferred Inflows of
Resources
Miscellaneous Plan 18,126,053$ 55,840,898$ 137,371$
A. General Information about the Pension Plan
Plan Description
The City contributes to the California Public Employees’ Retirement System (“CalPERS”), an agent multiple-
employer public employee defined benefit pension plan. CalPERS acts as a common investment and administrative
agent for participating public entities within the State of California. Benefit provisions and all other requirements
are established by state statute and City ordinance. A full description of the pension plan regarding number of
employees covered, benefit provisions, assumptions (for funding, but not accounting purposes), and membership
information are listed in the Annual Actuarial Valuation Report. This report and CalPERS’ audited financial
statements are publicly available reports that can be obtained at CalPERS’ website at www.calpers.ca.gov under
Forms and Publications.
Benefit Provided
CalPERS provides service retirement and disability benefits, annual cost of living adjustments and death benefits
to plan members, who must be public employees and beneficiaries. Benefits are based on years of credited service,
equal to one year of full time employment. Members with five years of total service are eligible to retire at age 50
with statutorily reduced benefits. All members are eligible for non-duty disability benefits after 10 years of service.
The cost of living adjustments for each plan are applied as specified by the Public Employees' Retirement Law.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
77
Note 8 – Defined Benefit Pension Plan (Continued)
A. General Information about the Pension Plan (Continued)
Benefit Provided (Continued)
The Pension Reform Act of 2013 (PEPRA), Assembly Bill 340, is applicable to employees new to CalPERS and
hired after December 31, 2012. The Plans' provisions and benefits in effect at June 30, 2023, are summarized as
follows:.
Prior to January 1 ,
2013
On or after January 1,
2013
Benefit formula 2.7%@55 2.0%@62
Benefit vesting schedule 5 years service 5 years service
Benefit payments monthly for life monthly for life
Minimum retirement age 50 52
Monthly benefits, as a% of eligible compensation 2% to 2.7% 1% to 2%
Required employee contribution rates 8.00% 7.00%
Required employer contribution rates 9.74% 9.74%
Hire date
Participant is eligible for non-industrial disability retirement if becomes disabled and has at least 5 years of credited
service. There is no special age requirement. The standard non-industrial disability retirement benefit is a monthly
allowance equal to 1.8 percent of final compensation, multiplied by service. Industrial disability benefits are not
offered.
An employee's beneficiary may receive the basic death benefit if the employee dies while actively employed. The
employee must be actively employed with the City to be eligible for this benefit. An employee's survivor who is
eligible for any other pre-retirement death benefit may choose to receive that death benefit instead of this basic
death benefit. The basic death benefit is a lump sum in the amount of the employee's accumulated contributions,
where interest is currently credited at 7.5 percent per year, plus a lump sum in the amount of one-month salary for
each completed year of current service, up to a maximum of six-months salary. For purposes of this benefit, one
month's salary is defined as the member's average monthly full-time rate of compensation during the 12 months
preceding death.
Upon the death of a retiree, a one-time lump sum payment of $500 will be made to the retiree's designated
survivor(s), or to the retiree's estate.
Benefit terms provide for annual cost-of-living adjustments to each employee’s retirement allowance. Beginning
the second calendar year after the year of retirement, retirement and survivor allowances will be annually adjusted
on a compound basis by 2 percent.
Employees Covered by Benefit Terms
As of the June 30, 2021 actuarial valuation date (most current), the following employees were covered by the benefit
terms of the Plan:
Active employees 205
Transferred and terminated employees 169
Retired Employees and Beneficiaries 273
Total 647
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
78
Note 8 – Defined Benefit Pension Plan (Continued)
A. General Information about the Pension Plan (Continued)
Contributions
Section 20814(c) of the California Public Employees' Retirement Law requires that the employer contribution rates
for all public employers be determined on an annual basis by the actuary and shall be effective on the July 1
following notice of a change in the rate. Funding contributions for both Plans are determined annually on an
actuarial basis as of June 30 by CalPERS. The actuarially determined rate is the estimated amount necessary to
finance the costs of benefits earned by employees during the year, with an additional amount to finance any
unfunded accrued liability. The City is required to contribute the difference between the actuarially determined rate
and the contribution rate of employees.
B. Net Pension Liability
Actuarial Methods and Assumptions Used to Determine Total Pension Liability
The June 30, 2021 valuation was rolled forward to determine the June 30, 2022 total pension liability, based on the
following actuarial methods and assumptions:
Actuarial Cost Method
Actuarial Assumptions:
Discount Rate 6.90%
Inflation 2.30%
Salary Increases
Mortality Rate Table1
Post Retirement Benefit Increase
1 The mortality table used was developed based on CalPERS-specific data. The probabilities of mortality are based on
the 2021 CalPERS Experience Study for the period from 2001 to 2019. Pre-retirement and Post-retirement mortality rates
include generational mortality improvement using 80% of Scale MP-2020 published by the Society of Actuaries. For
more details on this table, please refer to the CalPERS Experience Study and Review of Actuarial Assumptions report
from November 2021 that can be found on the CalPERS website.
Entry Age Normal in accordance with the requirement of GASB
Statement No. 68
Varies by Entry Age and Service
Derived using CalPERS’ Membership Data for all Funds.
The lesser of contract COLA or 2.30% until Purchasing Power
Protection Allowance floor on purchasing power applies, 2.30%
thereafter
Change of Assumptions
Effective with the June 30, 2021 valuation date (2022 measurement date), the accounting discount rate was reduced
from 7.15% to 6.90%. In determining the long-term expected rate of return, CalPERS took into account long-term
market return expectations as well as the expected pension fund cash flows. Projected returns for all asset classes
are estimated, combined with risk estimates, and are used to project compound (geometric) returns over the long
term. The discount rate used to discount liabilities was informed by the long-term projected portfolio return. In
addition, demographic assumptions and the inflation rate assumption were changed in accordance with the 2021
CalPERS Experience Study and Review of Actuarial Assumptions.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
79
Note 8 – Defined Benefit Pension Plan (Continued)
B. Net Pension Liability (Continued)
Long-term Expected Rate of Return
The long-term expected rate of return on pension plan investments was determined using a building-block method
in which expected future real rates of return (expected returns, net of pension plan investment expense and inflation)
are developed for each major asset class.
In determining the long-term expected rate of return, CalPERS took into account both short-term and long-term
market return expectations. Using historical returns of all of the funds’ asset classes, expected compound
(geometric) returns were calculated over the next 20 years using a building-block approach. The expected rate of
return was then adjusted to account for assumed administrative expenses of 10 Basis points. The expected real rates
of return by asset class are as follows:
Asset Class1
Assumed
Asset
Allocation Real Return
1,2
Global Equity - Cap-weighted 30.00%4.54%
Global Equity - Non-Cap-weighted 12.00%3.84%
Private Equity 13.00%7.28%
Treasury 5.00%0.27%
Mortgage-backed Securities 5.00%0.50%
Investment Grade Corporates 10.00%1.56%
High Yield 5.00%2.27%
Emerging Market Debt 5.00%2.48%
Private Debt 5.00%3.57%
Real Assets 15.00%3.21%
Leverage -5.00%-0.59%
100.00%
1An expected inflation of 2.30% used for this period.
2 Figures are based on the 2021 Asset Liability Management study.
Discount Rate
The discount rate used to measure the total pension liability was 6.90%. The projection of cash flows used to
determine the discount rate assumed that contributions from plan members will be made at the current member
contribution rates and that contributions from employers will be made at statutorily required rates, actuarially
determined. Based on those assumptions, the Plan’s fiduciary net position was projected to be available to make all
projected future benefit payments of current plan members. Therefore, the long-term expected rate of return on plan
investments was applied to all periods of projected benefit payments to determine the total pension liability.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
80
Note 8 – Defined Benefit Pension Plan (Continued)
C. Changes in the Net Pension Liability
The following table shows the changes in net pension liability for the City’s Miscellaneous Plan recognized over
the measurement period.
Total Pension
Liability (a)
Plan Fiduciary Net
Position (b)
Net Pension Liability
(c) = (a) - (b)
Balance at June 30, 2021 (Valuation Date) 161,180,149$ 127,121,572$ 34,058,577$
Changes in the year:
Service cost 3,614,486 - 3,614,486
Interest on the total pension liability 11,312,835 - 11,312,835
Change of Benefit Terms - - -
Change of Assumptions 5,380,881 - 5,380,881
Differences between actual and expected experien (188,249) - (188,249)
Contribution - employer - 6,396,030 (6,396,030)
Contribution - employee - 1,632,861 (1,632,861)
Net investment income - (9,612,070) 9,612,070
Administrative expenses - (79,189) 79,189
Other miscellaneous income/(expenses) - - -
Benefit payments, including refunds of employee
contributions (8,451,800) (8,451,800) -
Net Changes during July 1, 2021 to June 30, 2022 11,668,153 (10,114,168) 21,782,321
Balance at June 30, 2022 (Measurement Date) 172,848,302$ 117,007,404$ 55,840,898$
Miscellaneous Plan
Increase (Decrease)
Sensitivity of the Net Pension Liability to Changes in the Discount Rate
The following presents the net pension liability of the plans as of the measurement date, calculated using the
discount rate of 6.90%, as well as what the net pension liability would be if it were calculated using a discount rate
that is 1 percentage-point lower (5.90%) or 1 percentage-point higher (7.90%) than the current rate:
Discount Rate Current Discount Discount Rate
- 1% (5.90%) Rate (6.90%) + 1% (7.90%)
Miscellaneous Plan 79,168,477$ 55,840,898$ 36,670,370$
Plan's Net Pension Liability/(Asset)
Pension Plan Fiduciary Net Position
Detailed information about the plan’s fiduciary net position is available in the separately issued CalPERS financial
report.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
81
Note 8 – Defined Benefit Pension Plan (Continued)
D. Changes in the Net Pension Liability
Pension Expense (Credit) and Deferred Outflows and Deferred Inflows of Resources Related to Pensions
For the year ended June 30, 2023, the City recognized pension expense of $8,200,508. As of June 30, 2023, the
City reported deferred outflows of resources and deferred inflows of resources related to pensions from the
following sources:
Deferred outflows Deferred inflows
of Resources of Resources
Pension contribution made after measurement date 7,183,364$ -$
Changes of assumptions 3,926,589 -
Difference between expected and actual experience 1,057,512 (137,371)
Net difference between projected and actual earning on
pension plan investments 5,958,588 -
Total 18,126,053$ (137,371)$
Miscellaneous Plan
The amounts above are net of outflows and inflows recognized in the 2021-22 measurement period expense.
The expected average remaining service lifetime (“EARSL”) is calculated by dividing the total future service years
by the total number of plan participants (active, inactive, and retired). The EARSL for the miscellaneous plan for
the 2021-22 measurement period is 3.7 years, which was obtained by dividing the total service years of 2,275 (the
sum of remaining service lifetimes of the active employees) by 612 (the total number of participants: active,
inactive, and retired).
The $7,183,364 of contributions for the fiscal year ended June 30, 2023 reported as deferred outflows of resources
related to contributions subsequent to the measurement date will be recognized as a reduction of the net pension
liability in the year ending June 30, 2024.
Other amounts reported as deferred inflows of resources related to pensions will be recognized as pension expense
as follows:
Measurement
Period
Ending June 30
2023 3,069,776$
2024 2,637,405
2025 1,426,385
2026 3,671,752
2027 -
Thereafter -
Total 10,805,318$
Deferred
Outflows/(Inflows)
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
82
Note 9 – Other Post Employment Benefits (OPEB)
A. General Information about the OPEB Plan
Plan Description
Permanent employees who retire under the City's CalPERS retirement plan are, pursuant to their respective
collective bargaining agreements, eligible to have their medical insurance premiums paid by the City. Retirees
receive the amount necessary to pay the cost of his/her enrollment, including the enrollment of his/her family
members, in a health benefit plan provided by CalPERS up to the maximum received by active employees in their
respective bargaining unit.
The City contracts with CalPERS for this insured-benefit plan established under the state Public Employees'
Medical and Hospital Care Act (PEMHCA). The plan offers employees and retirees three CalPERS' self-funded
options, setup as insurance risk pools, or offers various third-party insured health plans. The plan's medical benefits
and premium rates are established by CalPERS and the insurance providers. The City contribution is established by
City resolution. Retirees and active employees pay the difference between the premium rate and the City's
contribution. Premiums and City contributions are based on the plan and coverage selected by actives and retirees,
with the City's potential contribution ranging from zero to $1,605 per month per employee or retiree. The
responsibility for benefit payments has transferred to the insurers and the City does not guarantee the benefits in
the event of default by the insurers. A comprehensive annual financial report of CalPERS, inclusive of their benefit
plans, is available at www.calpers.ca.gov.
The City participates in the Public Agency Retirement System (PARS) Public Agencies Post Retirement Health
Care Plan Trust Program (PARS Trust), an agent-multiple employer irrevocable trust established to fund other
postemployment benefits. The City Council adopted the PARS Public Agencies Post-Retirement Health Care Plan
Trust, including the PARS Public Agencies Post-Retirement Health Care Plan, to fund medical insurance costs for
its retired employees, effective February 17, 2010. The City Council appointed the City Treasurer, or his/her
successor or his/her designee as the City’s plan administrator. The plan administrator is authorized to execute the
PARS legal documents on behalf of the City and to take whatever additional actions necessary to maintain the
City’s participation in the Program and to maintain compliance of any relevant regulation issued or as may be
issued; therefore, authorizing him/her to take whatever additional actions are required to administer the City’s
PARS Plan. The PARS Trust is approved by the Internal Revenue Code Section 115 and invests funds in equity,
bond, and money market mutual funds. Copies of PARS Trust annual financial report is available at the City's
Finance Department.
An employee is eligible for lifetime medical benefits under the OPEB Plan, along with his/her spouse or declared
domestic partner at the time of retirement, if all criteria listed below are met:
The employee was hired or the City Council member was elected prior to August 1, 2004, and the employee
has five or more full-time years of service and the City Council member has five or more years of elected
service with the City of Cupertino; or
The employee was hired or the City Council member was elected on or after August 1, 2004, and the employee
has ten or more full-time and/or elected years of CalPERS service, five years of which must be from the City
of Cupertino; and
The employee is eligible for retirement as defined under the CalPERS retirement system; and the employee
retires from the City of Cupertino.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
83
Note 9 – Other Post Employment Benefits (OPEB) (Continued)
A. General Information about the OPEB Plan (Continued)
Plan Description (Continued)
In addition, the eligible employee's dependent children at the time of retirement who are under 23 years old are
eligible for medical benefits. In addition to extending the eligibility of dependents from age 23 to age 26 in
accordance with the recent healthcare reform act, effective July 1, 2010, employees that retire or resign from service
with the City of Cupertino and who are not eligible for retiree medical benefits can continue on the City's medical
and dental plans provided that they pay the premiums in full.
Plan Members Covered by Benefit Terms
At June 30, 2023 (the latest information available), Plan membership consisted of the following:
Inactive plan members or beneficiaries currently receiving benefit payments 156
Inactive plan members entitled to but not yet receiving benefit payments 0
Active plan members 171
327
Contributions
OPEB Plan contributions are set by the adopted budget. The cost of the benefits provided by the OPEB Plan is
currently being paid by the City on a fully pre-funded basis. Based on the actuarial valuation date of June 30, 2023,
the annual required contribution rate is 7.3 percent of annual covered payroll. For the year ended June 30, 2023, the
City paid $1,753,000 in healthcare premium payments including implied subsidy. Plan members are not required
to contribute to the plan.
B. Net OPEB Liability
The City’s net OPEB liability was measured as of June 30, 2023 and the total OPEB liability used to calculate the
net OPEB liability was determined by an actuarial valuation as of July 1, 2023. Standard actuarial update procedures
were used to project/discount from valuation to measurement dates.
Investment Rate of Return
The long-term expected rate of return on OPEB plan investments was determined using a building-block method
in which best-estimate ranges of expected future real rates of return (expected returns, net of investment expense
and inflation) are developed for each major asset class. These ranges are combined to produce the long-term
expected rate of return by weighting the expected future real rates of return by the target asset allocation percentage
and by adding expected inflation. Best estimates of geometric real rates of return for each major asset class included
in the target asset allocation as of June 30, 2023 (see the discussion of the Plan’s investment policy) are summarized
in the following table:
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
84
Note 9 – Other Post Employment Benefits (OPEB) (Continued)
B. Net OPEB Liability (Continued)
Investment Rate of Return (Continued)
Asset Class
Long-Term
Expected Real Rate
of Return
Fixed income - core 5.17%
Fixed income - high yield 8.06%
Equities - domestic 6.96%
Equities - developed foreign 9.94%
Equities - emerging foreign 11.22%
Real estate 7.67%
Cash 2.95%
Investment Policy
The Plan’s policy in regard to the allocation of invested assets is established and may be amended by the City
Council by a majority vote of its members. It is the policy of the City Council to pursue an investment strategy that
reduces risk through the prudent diversification of the portfolio across a broad selection of distinct asset classes.
The Plan’s investment policy discourages the use of cash equivalents, except for liquidity purposes, and aims to
refrain from dramatically shifting asset class allocations over short time spans. The following was the City Council’s
adopted asset allocation policy as of June 30, 2023:
Asset Class Target Allocation
Fixed income 29.00%
Equities 63.00%
Real estate 5.00%
Commodities 2.00%
Cash 1.00%
Total 100.00%
Concentrations
The Plan did not have investments outside of mutual funds that comprise five percent or more of the Plan’s total
fiduciary net position.
Rate of Return
For the year ended June 30, 2023, the annual money-weighted rate of return on investments, net of investment
expense, was 10.94 percent. The money-weighted rate of return expresses investment performance, net of
investment expense, adjusted for the changing amounts actually invested.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
85
Note 9 – Other Post Employment Benefits (OPEB) (Continued)
B. Net OPEB Liability (Continued)
Actuarial Assumptions
The total OPEB liability was determined by an actuarial valuation as of July 1, 2023, using the previously listed
actuarial assumptions, applied to all periods included in the measurement, unless otherwise specified. Mortality
rates were based on the CalPERS mortality assumptions.
Projections of benefits for financial reporting purposes are based on the substantive plan (the plan as understood by
the employer and the plan members) and include the types of benefits provided at the time of each valuation and
the historical pattern of sharing of benefit costs between the employer and plan members to that point. The actuarial
methods and assumptions used include techniques that are designed to reduce effects of short-term volatility in
actuarial accrued liabilities and the actuarial value of assets, consistent with long-term perspective of the
calculations.
The other significant actuarial assumptions used to prepare the City's June 30, 2023 actuarial valuation include the
following:
Valuation date:June 30, 2023
Measurement date:June 30, 2023
Actuarial Cost Method:Entry Age Normal
Amortization Method:Level percent of pay closed, 5.5 years as of June 30, 2023
Amortization Period:10 year
Asset Valuation Method:Market value of Assets
Actuarial Assumptions:
Discount Rate 6.50%
Amortization growth rate 2.75%
Ultimate Rate of Medical Inflation 4.25%
Salary increases 2.75% plus merit component based on years of service
Mortality CalPERS mortality assumptions
Discount Rate
The discount rate used to measure the total OPEB liability was 6.5 percent. The projection of cash flows used to
determine the discount rate assumed that City contributions will be made at rates equal to the actuarially determined
contribution rates. Based on those assumptions, the OPEB plan’s fiduciary net position was projected to be available
to make all projected future benefit payments of current plan members. Therefore, the long-term expected rate of
return on OPEB plan investments was applied to all periods of projected benefit payments to determine the total
OPEB liability.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
86
Note 9 – Other Post Employment Benefits (OPEB) (Continued)
C. Change in Net OPEB Liability
Changes in the Net OPEB Liability: The changes in the City’s net OPEB liability (asset) are:
Total OPEB
Liability (a)
Plan Fiduciary Net
Position (b)
Net OPEB Liability
(Asset)
(c) = (a) - (b)
Balance at June 30, 2022 29,871,000$ 31,340,000$ (1,469,000)$
Changes in the year
Service cost 1,260,000 - 1,260,000
Interest on the total OPEB liability 1,967,000 - 1,967,000
Change of assumptions (492,000) - (492,000)
Differences between actual and
expected experience 4,437,000 - 4,437,000
Contribution - employer - 1,753,000 (1,753,000)
Contribution - employee - - -
Net investment income - 3,484,000 (3,484,000)
Administrative expenses - (116,000) 116,000
Benefit payments, including refunds of
Employee contributions (1,753,000) (1,753,000) -
Net Changes during July 1, 2021 to June 30, 2022 5,419,000 3,368,000 2,051,000
Balance at June 30, 2023 (Measurement Date) 35,290,000$ 34,708,000$ 582,000$
Net Increase (Decrease)
Sensitivity of the net OPEB Liability (Asset) to Changes in the Discount Rate
The following presents the net OPEB asset of the City, as well as what the City’s net OPEB liability would be if it
were calculated using a discount rate that is one-percentage-point lower (5.5 percent) or one-percentage-point
higher (7.5 percent) than the current discount rate:
1% Decrease
5.50%
Current Discount
Rate 6.50%
1% Increase
7.50%
4,827,000$ 582,000$ (2,959,000)$
Plan's Net OPEB Liability/(Asset)
Sensitivity of the Net OPEB Liability (Asset) to Changes in the Health Care Cost Trend Rates
The following presents the net OPEB asset of the City, as well as what the City’s net OPEB liability would be if it
were calculated using healthcare cost trend rates that are one-percentage-point lower (decreasing to 3.5 percent) or
one-percentage-point higher (increasing to 5.5 percent) than the current healthcare cost trend rates:
1% Decrease
Current Healthcare
Cost Trend Rate 1% Increase
(3,119,000)$ 582,000$ 5,110,000$
Plan's Net OPEB Liability/(Asset)
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
87
Note 9 – Other Post Employment Benefits (OPEB) (Continued)
D. OPEB Expense and Deferred Inflows of Resources Related to OPEB
For the year ended June 30, 2023, the City recognized OPEB expense of $1,779,000. As of June 30, 2023, the City
reported deferred inflows of resources related to OPEB from the following sources:
Deferred Outflows
of Resources
Deferred Inflows of
Resources
Net difference between projected and actual
earnings on investments 1,864,000$ -$
Differences between expected and actual experience 3,697,000 1,874,000
Changes in assumption 609,000 410,000
6,170,000$ 2,284,000$
OPEB Plan
The difference between projected OPEB plan investment earnings and actual earnings is amortized over a five-year
period. The remaining gains and losses are amortized over the expected average remaining service life. The
expected average remaining service life is 6 years, which was determined as of June 30, 2022, the beginning of the
measurement period, for employees covered by the OPEB plan benefit terms.
Amounts reported as deferred inflows of resources related to OPEB will be recognized as OPEB expense as follows
Measurement
Period
Ending June 30
2024 696,000$
2025 (8,000)
2026 2,176,000
2027 367,000
2028 655,000
Thereafter -
Total 3,886,000$
Deferred
Outflows/(Inflows)
Note 10 – Liabilities Under Self-Insurance and Risk Management
General and Property Liability: The City is self-insured for the first $250,000 of general and property liability for each
occurrence, and the excess (up to $10,000,000 for each occurrence and annual aggregate) is covered through the City's
participation in the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA – formerly the Association
of Bay Area Governments Pooled Liability Assurance Network or ABAG PLAN). The risk pool consists of 28 agencies
within the San Francisco Bay Area. The stated purpose of the PLAN JPA is to provide certain levels of liability
insurance coverage, claims management, risk management services, and legal defense to its participating members.
PLAN JPA is governed by a Board of Directors, which comprises officials appointed by each participating member.
Premiums paid to PLAN JPA are subject to possible refund based on the results of actuarial studies and approval by the
Board of Directors. Complete financial statements for PLAN JPA may be obtained from their offices at the following
address: PLAN JPA, c/o Sedgwick, 1750 Creekside Oaks Drive Suite 200, Sacramento, CA, 95833. Premiums are
revised each year based on the City's claims experience and risk exposure. For the year ended June 30, 2023, the City
paid the PLAN JPA premiums of $1,263,191.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
88
Note 10 – Liabilities Under Self-Insurance and Risk Management (Continued)
Workers' Compensation Liability: The City belongs to the CSAC Excess Insurance Authority (EIA), a joint power
authority which provides excess workers' compensation liability claims coverage above the City's self-insured retention
of $500,000 per occurrence. Losses above the self-insured retention are pooled with excess reinsurance purchased to a
$50,000,000 statutory limit. EIA was established in 1979 for the purpose of creating a risk management pool for all
California public entities. EIA is governed by a Board of Directors consisting of representatives of its member public
entities. Complete financial statements for ETA may be obtained from their offices at the following address: CSAC
Excess Insurance Authority, Finance Department, EIA 75 Iron Point Circle, Suite 200, Folsom, CA 95630. For the year
ended June 30, 2023, the City paid premiums of $158,781.
It is the City's practice to obtain biennial actuarial studies for the self-insured workers' compensation liability. The
claims liabilities included in the workers' compensation internal service fund is based on the results of actuarial studies
and include amounts for claims incurred but not reported and loss adjustment expenses. Claim liabilities are calculated
considering the effects of inflation, recent claim settlement trends, including frequency and amount of payouts, and
other economic and social factors. Inflation of 2.5 percent, annual rate of return of two percent, claim severity increase
at 2.5 percent were assumed. In the current year, management used actuarial estimates based on a 90 percent confidence
level.
Settlements have not exceeded insurance coverage in the past three years.
Changes in the balances of workers' compensation and general claims liabilities during the years ended June 30 are as
follows:
2023 2022
Claims liability, beginning of year 1,569,000$ 1,374,000$
Incurred claims and changes in estimate 1,122,626 671,344
Claim payments and credits (468,840) (476,344)
Total claims liability, end of year 2,222,786 1,569,000
Less current portion (382,000) (282,000)
Non-current portion 1,840,786$ 1,287,000$
Note 11 – Net Position and Fund Balances
A. Net Investment in Capital Assets
The following is the calculation of net investment in capital assets at June 30, 2023:
Governmental Business-Type
Activities Activities
Capital assets, net of accumulated depreciation and amortization 219,167,964$ 2,109,592$
Add: deferred charges on refunding 159,478 -
Less: outstanding principal on capital related debts (16,065,000) -
Less: bond premium (2,784,711) -
Less: subscription liabilities (2,027,290) -
Net investment in capital assets 198,450,441$ 2,109,592$
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
89
Note 11 – Net Position and Fund Balances (Continued)
B. Fund Balance Classifications
At June 30, 2023, fund balances are classified in the governmental funds as follows:
General Transportation
Housing
Development
Public Facilities
Corporation
Debt Service
Fund
Capital
Investments
Projects
Capital Projects
Fund
Nonmajor
Governmental
Funds Total
Nonspendable:
Loans receivable 970,962$ -$ 5,402,316$ -$ -$ -$ 6,373,278$
Advances to other funds 3,000,000 - - - - - 3,000,000
Inventories 21,383 - - - - - 21,383
Prepaid items 8,243 - - - - - 8,243
Subtotal 4,000,588 - 5,402,316 - - - 9,402,904
Restricted for:
Public access television - - - - - - -
Debt service - - - - - - -
PARS Section 115 Trust 19,088,859 - - - - - 19,088,859
Public safety power shutoff - - - - - - -
Debt services - - - 1,750 - - 1,750
Storm drain system - - - - - 3,993,672 3,993,672
Parks and open space - - - - - 18,763,732 18,763,732
Environmental management - - - - - 1,220,134 1,220,134
Streets and road projects - 10,586,674 - - - 770,107 11,356,781
Housing programs - - 6,090,291 - - - 6,090,291
Subtotal 19,088,859 10,586,674 6,090,291 1,750 - 24,747,645 60,515,219
Committed for:
Economic uncertainty 24,000,000 - - - - - 24,000,000
Sustainability reserve 127,891 - - - - - 127,891
Capital project reserve 10,000,000 - - - - - 10,000,000
Subtotal 34,127,891 - - - - - 34,127,891
Assigned to:
Encumbrances 9,735,187 - - - - - 9,735,187
Capital projects - - - - 34,767,194 157,343 34,924,537
Subtotal 9,735,187 - - - 34,767,194 157,343 44,659,724
Unassigned 71,603,813 - - - - - 71,603,813
Total 138,556,338$ 10,586,674$ 11,492,607$ 1,750$ 34,767,194$ 24,904,988$ 220,309,551$
Note 12 – Commitments and Contingencies
A. Federal and State Grants
The City participates in a number of federal and state grant programs subject to financial and compliance audits by
the grantors or their representatives. Audits of certain grant programs, including those for the year ended
June 30, 2023, have yet to be conducted. The amount, if any, of expenditures that may be disallowed by the granting
agencies cannot be determined at this time. Management believes that such disallowances, if any, would not have
a material effect on the financial statements.
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
90
Note 12 – Commitments and Contingencies (Continued)
B. Encumbrances
The City uses encumbrances to control expenditure commitments for the year. Encumbrances represent
commitments related to executor contracts not yet performed and purchase orders not yet filled. Commitments for
such expenditure of monies are encumbered to reserve a portion of applicable appropriations. Encumbrances still
open at year end are not accounted for as expenditures and liabilities, but as restricted, or assigned fund balance.
As of June 30, 2023, the City had the following encumbrances outstanding:
Governmental Funds:
General Fund 9,735,187$
Transportation Special Revenue Fund 1,998,991
Capital Improvements Projects Capital Projects Fund 1,994,887
Housing Development Special Revenue Fund 3,666
Nonmajor Governmental Funds 2,106,625
Proprietary Funds:
Resource Recovery Enterprise Fund 284,540
Cupertino Sports Center Enterprise Fund 7,925
Nonmajor Enterprise Fund 5,858
Internal Service Funds 1,001,388
Total Encumbrances 17,139,067$
C. Consulting Agreement for Sales Taxes
The City entered into agreements (commitments) with two companies to provide services consisting of the
assessment and creation of new sales and use tax revenue sources for the City. The City agreed to pay the companies
based on a sliding scale payment schedule dependent on the level of new sales tax revenue realized by the City as
defined in the consulting agreements. These agreements qualify as tax abatements under the provisions of GASB
Statement 77. For the year ended June 30, 2023, the City abated taxes totaling $9,056,208.
D. Santa Clara County Vehicle Registration Fee (VRF)
The City is required to report VRF revenues, expenditures and fund balances for the year ended June 30, 2023:
VRF Balance as of July 1, 2022 -$
VRF Revenue 343,735
VRF Interest -
VRF Expended (343,735)
VRF Balance as of June 30, 2023 -$
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City of Cupertino
Notes to the Basic Financial Statements (Continued)
For the Year Ended June 30, 2023
91
Note 12 – Commitments and Contingencies (Continued)
E. Unasserted Claim
The City is aware of a probable reallocation of sales and use tax revenues pursuant to Revenue and Taxation Code
Section 7209. Given the limited information available about this matter, the City is not able to predict the likelihood
of an unfavorable outcome or the amount or the range of any potential loss. However, the City had $56.5 million
reserved for the potential reallocation.
Note 13 – Concentration Risk
The City has an economic dependency on revenues generated directly or indirectly from one company. For the year
ended June 30, 2023, more than 10 percent of the City General Fund's total revenues are derived from the company.
The City's operations would be adversely impacted if there are any significant declines in taxes received from the
company.
Note 14 – Prior Period Adjustment
A. Government-Wide Financial Statements
The beginning net position was restated as following:
Governmental
Activities
Net position at July 1, 2022, as previously reported 358,321,213$
Correction on the interest receivable related to loans 1,562,736
Net position at July 1, 2022, as restated 359,883,949$
B. Governmental Fund Financial Statements
The beginning fund balance was restated as following:
Housing
Development
Special
General Fund Revenue Fund Total
Fund balances at July 1, 2022, as previously reported 110,169,554$ 7,177,611$ 117,347,165$
Interest receivable related to loans 509,278 1,053,458 1,562,736
Restatement of unavailable revenue from loan receivable to fund balance - 3,672,000 3,672,000
Fund balances at July 1, 2022, as restated 110,678,832$ 11,903,069$ 121,019,165$
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REQUIRED SUPPLEMENTARY
INFORMATION (UNAUDITED)
93
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Original Final Variance with
Budget Budget Actual Final Budget
REVENUES:
Taxes 74,956,859$ 75,956,859$ 83,341,842$ 7,384,983$
Use of money and property 1,275,113 1,275,113 3,033,683 1,758,570
Intergovernmental 1,434,491 7,946,051 7,771,411 (174,640)
Licenses and permits 3,541,012 34,057,523 4,093,631 (29,963,892)
Charges for services 11,798,652 14,427,740 11,113,598 (3,314,142)
Fines and forfeitures 427,000 427,000 303,573 (123,427)
Other revenue 1,160,437 1,182,892 1,306,455 123,563
Total revenues 94,593,564 135,273,178 110,964,193 (24,308,985)
EXPENDITURES:
Current:
Administration 11,046,406 10,274,851 7,716,525 2,558,326
Law enforcement 16,814,519 16,814,519 15,276,950 1,537,569
Public and environmental affairs 3,396,862 2,778,946 1,829,867 949,079
Administrative services 7,209,458 7,163,840 5,857,808 1,306,032
Recreation services 7,461,888 7,663,132 5,432,183 2,230,949
Community development 11,348,827 12,781,783 10,666,834 2,114,949
Public works 25,580,835 27,184,374 23,879,927 3,304,447
Capital outlay 306,000 287,292 1,263,412 (976,120)
Debt service:
Principal - - 626,181 (626,181)
Interest and fiscal charges - - 18,540 (18,540)
TOTAL EXPENDITURES 83,164,795 84,948,737 72,568,227 12,380,510
EXCESS OF REVENUES OVER
EXPENDITURES 11,428,769 50,324,441 38,395,966 (11,928,475)
OTHER FINANCING SOURCES (USES):
Inception of subscription liability - - 964,745 964,745
Transfers in 61,140 861,140 861,140 -
Transfers out (11,996,300) (12,453,213) (12,344,345) 108,868
Total other financing sources (uses)(11,935,160) (11,592,073) (10,518,460) 1,073,613
NET CHANGE IN FUND BALANCE (506,391)$ 38,732,368$ 27,877,506 (10,854,862)$
FUND BALANCE:
Beginning of year 110,678,832
End of year 138,556,338$
City of Cupertino
Required Supplementary Information
Budgetary Comparison Schedule - General Fund
For the Year Ended June 30, 2023
95
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Original Final Variance with
Budget Budget Actual Final Budget
REVENUES:
Use of money and property -$ -$ 211,271$ 211,271$
Intergovernmental 3,008,043 3,008,043 3,385,823 377,780
Charges for services 1,654 1,654 34,012 32,358
Other revenue - - 2,000 2,000
Total revenues 3,009,697 3,009,697 3,633,106 623,409
EXPENDITURES:
Current:
Public works 4,181,513 3,031,021 2,726,550 304,471
Capital outlay 3,217,800 4,944,938 4,950,786 (5,848)
TOTAL EXPENDITURES 7,399,313 7,975,959 7,677,336 298,623
EXCESS OF REVENUES OVER
EXPENDITURES (4,389,616) (4,966,262) (4,044,230) 922,032
OTHER FINANCING SOURCES (USES):
Transfers in 3,000,000 3,000,000 3,000,000 -
Transfers out - (197,491) (197,491) -
Total other financing sources (uses)3,000,000 2,802,509 2,802,509 -
NET CHANGE IN FUND BALANCE (1,389,616)$ (2,163,753)$ (1,241,721) 922,032$
FUND BALANCE:
Beginning of year 11,828,395
End of year 10,586,674$
City of Cupertino
Required Supplementary Information
Budgetary Comparison Schedule - Transportation Special Revenue Fund
For the Year Ended June 30, 2023
96
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Original Final Variance with
Budget Budget Actual Final Budget
REVENUES:
Taxes 8,002,202$ 8,002,202$ 170,824$ (7,831,378)$
Use of money and property 3,300 3,300 194,096 190,796
Intergovernmental 492,181 492,181 196,616 (295,565)
Charges for services - - 1,640 1,640
Other revenue - - 28,082 28,082
Total revenues 8,497,683 8,497,683 591,258 (7,906,425)
EXPENDITURES:
Current:
Community development 1,777,397 2,058,310 1,026,720 1,031,590
TOTAL EXPENDITURES 1,777,397 2,058,310 1,026,720 1,031,590
EXCESS OF REVENUES OVER
EXPENDITURES 6,720,286 6,439,373 (435,462) (6,874,835)
OTHER FINANCING SOURCES:
Transfers in 25,000 25,000 25,000 -
Total other financing sources 25,000 25,000 25,000 -
NET CHANGE IN FUND BALANCE 6,745,286$ 6,464,373$ (410,462) (6,874,835)$
FUND BALANCE:
Beginning of Year 11,903,069
End of Year 11,492,607$
City of Cupertino
Required Supplementary Information
Budgetary Comparison Schedule - Housing Development Special Revenue Fund
For the Year Ended June 30, 2023
97
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The budget of the City is a detailed operating plan which identifies estimated costs and results in relation to estimated revenues.
The budget includes (1) the programs, projects, services and activities to be provided during the fiscal year; (2) estimated
revenue available to finance the operating plan; and (3) the estimated spending requirements of the operating plan. The budget
represents a process through which policy decisions are made, implemented and controlled. The City prohibits expending funds
for which there is no legal appropriation. Operating appropriations lapse at fiscal year end.
In May of each year, the City Manager submits to the City Council a proposed budget for the fiscal year beginning July 1. Public
hearings on the proposed budget are held during the month of June and the budgets for all fund types are legally adopted by
Resolution prior to June 30. Original budget amounts are presented on the accompanying budgetary statements include these
legally adopted amounts.
The City's legal level of budgetary control is at the functional level for the general fund and at the fund level for other funds. The
City Manager is responsible for controlling the City's expenditures in accordance with the adopted budget. The City Manager is
authorized to administer and transfer appropriations between budget accounts within the operating budget when in his opinion
such transfers become necessary for administrative purposes. Any revision which increases total appropriations must be
approved by the City Council. Requests for additional personnel or capital outlay also require the approval of the City Council.
Budgets for governmental funds are adopted on a basis consistent with accounting principles generally accepted in the United
States of America.
City of Cupertino
Required Supplementary Information
Notes to the Budgetary Comparison Schedules
For the Year Ended June 30, 2023
Budget and Budgetary Accounting
99
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Measurement period 2021-22 2020-21 2019-20 2018-19 2017-18
Total pension liability
Service cost 3,614,486$ 3,392,942$ 3,241,719$ 3,324,361$ 3,058,629$
Interest 11,312,835 10,907,002 10,302,395 9,800,245 9,065,322
Changes of benefit terms - - - - -
Changes of assumptions 5,380,881 - - - (847,606)
Differences between expected and actual experience (188,249) 2,212,836 444,188 4,144,384 1,184,340
Benefit payments, including refunds of employee
contributions (8,451,800) (7,937,592) (6,815,494) (6,193,271) (6,051,845)
Net change in total pension liability 11,668,153 8,575,188 7,172,808 11,075,719 6,408,840
Total pension liability - beginning 161,180,149 152,604,961 145,432,153 134,356,434 127,947,594
Total pension liability - ending (a)172,848,302$ 161,180,149$ 152,604,961$ 145,432,153$ 134,356,434$
Pension fiduciary net position
Contributions - employer 6,396,030$ 5,957,595$ 5,308,579$ 4,654,841$ 4,263,020$
Contributions - employee 1,632,861 1,560,532 1,429,446 1,364,731 1,506,888
Net investment income (9,612,070) 23,553,078 4,975,822 6,096,968 7,347,936
Benefit payments, including refunds of employee
contributions (8,451,800) (7,937,592) (6,815,494) (6,193,271) (6,051,845)
Net Plan to Plan Resource Movement - - - - (216)
Administrative expense (79,189) (103,981) (140,036) (66,707) (135,263)
Other Miscellaneous Income/(Expense)2 - - - 216 (256,867)
Net change in plan fiduciary net position (10,114,168) 23,029,632 4,758,317 5,856,778 6,673,653
Plan fiduciary net position - beginning 3 127,121,572 104,091,940 99,333,623 93,476,845 86,803,192
Plan fiduciary net position - ending (b)117,007,404$ 127,121,572$ 104,091,940$ 99,333,623$ 93,476,845$
Plan net pension liability - ending (a) - (b)55,840,898$ 34,058,577$ 48,513,021$ 46,098,530$ 40,879,589$
Plan fiduciary net position as a percentage 67.69%78.87%68.21%68.30%69.57%
of the total pension liability
Covered payroll4 20,455,494$ 20,427,103$ 18,662,748$ 18,461,490$ 16,809,349$
Plan net pension liability as a percentage of covered
payroll 272.99% 166.73% 259.95% 249.70% 243.20%
Notes to Schedule:
3 Includes any beginning of year adjustment.
Changes of Benefit Terms: The figures above generallyinclude any liability impact that may have resulted from voluntary benefit changes that occurre d on or before
the Measurement Date. However, offers of Two Years Additional Service Credit (a.k.a. Golden Handshakes) that occurred after the Valuation Date are not included
in the figures above, unless the liability impact is deemed to be material by the plan actuary.
4 Includes one year’s payroll growth using 2.80% payroll growth assumption for fiscal year ended June 30, 2022; 2.75% payroll growth assumption for fiscal years
ended June 30, 2018-21; 3.00% payroll growth assumption for fiscal years ended June 30, 2014-17.
City of Cupertino
Required Supplementary Information (Unaudited)
Schedule of Changes in the Net Pension Liability and Related Ratios
For the Year Ended June 30, 2023
Last Ten Fiscal Years 1
1Historical information is presented only for periods after GASB 68 was implemented in 2013-14. Additional years of information will be displayed as it becomes
available.
Changes of Assumptions: Effective with the June 30, 2021 valuation date (2022 measurement date), the accounting discount rate was reduced from 7.15% to
6.90%. In determining the long-term expected rate of return, CalPERS took into account long-term market return expectations as well as the expected pension fund
cash flows. Projected returns for all asset classes are estimated, combined with risk estimates, and are used to project comp ound (geometric) returns over the long
term. The discount rate used to discount liabilities was informed by the long-term projected portfolio return. In addition, demographic assumptions and the inflation
rate assumption were changed in accordance with the 2021 CalPERS Experience Study and Review of Actuarial Assumptions. The accounting discount rate was
7.15% for measurement dates 2017 through 2021, 7.65% for measurement dates 2015 through 2016, and 7.50% for measurement date 2014.
Agent Multiple Employer Defined Benefit Retirement Plan - Miscellaneous Plan
2 During Fiscal Year 2017-18, as a result of Governmental Accounting Standards Board Statement (GASB) No. 75, Accounting and Financial Reporting for
Postemployment Benefit Plans Other than Pensions (GASB 75), CalPERS reported its proportionate share of activity related to postemployment benefits for
participation in the State of California’s agent OPEB plan. Accordingly, CalPERS recorded a one-time expense as a result of the adoption of GASB 75. Additionally,
CalPERS employees participate in various State of California agent pension plans and during Fiscal Year 2017 -18, CalPERS recorded a correction to previously
reported financial statements to properly reflect its proportionate share of activity related to pensions in accordance with GASB Statement No. 68, Accounting and
Financial Reporting for Pensions (GASB 68).
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Measurement period 2016-17 2015-16 2014-15 2013-14
Total pension liability
Service cost 2,895,549$ 2,525,314$ 2,444,939$ 2,504,228$
Interest 8,619,588 8,253,983 7,789,134 7,349,943
Changes of benefit terms - - - -
Changes of assumptions 7,125,558 - (1,883,633) -
Differences between expected and actual experience (182,397) 696,347 372,917 -
Benefit payments, including refunds of employee
contributions (5,346,890) (5,151,298) (4,637,005) (4,351,614)
Net change in total pension liability 13,111,408 6,324,346 4,086,352 5,502,557
Total pension liability - beginning 114,836,186 108,511,840 104,425,488 98,922,931
Total pension liability - ending (a)127,947,594$ 114,836,186$ 108,511,840$ 104,425,488$
Pension fiduciary net position
Contributions - employer 4,183,822$ 3,659,170$ 3,301,642$ 2,891,986$
Contributions - employee 1,236,052 1,169,921 1,149,894 1,061,884
Net investment income 8,749,288 466,704 1,724,204 11,379,985
Benefit payments, including refunds of employee
contributions (5,346,890) (5,151,298) (4,637,005) (4,351,614)
Net Plan to Plan Resource Movement - - - -
Administrative expense2 (115,304) (47,536) (87,780) -
Other Miscellaneous Income/(Expense)2 - - - -
Net change in plan fiduciary net position 8,706,968 96,961 1,450,955 10,982,241
Plan fiduciary net position - beginning 3 78,096,224 77,999,263 76,548,308 65,566,067
Plan fiduciary net position - ending (b)86,803,192$ 78,096,224$ 77,999,263$ 76,548,308$
Plan net pension liability - ending (a) - (b)41,144,402$ 36,739,962$ 30,512,577$ 27,877,180$
Plan fiduciary net position as a percentage 67.84% 68.01% 71.88% 73.30%
of the total pension liability
Covered payroll4 15,595,136$ 14,336,969$ 13,504,966$ 13,080,327$
Plan net pension liability as a percentage of covered
payroll 263.83% 256.26% 225.94% 213.12%
City of Cupertino
Required Supplementary Information (Unaudited)
Schedule of Changes in the Net Pension Liability and Related Ratios (Continued)
For the Year Ended June 30, 2023
Last Ten Fiscal Years
Agent Multiple Employer Defined Benefit Retirement Plan - Miscellaneous Plan
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Fiscal Year End 2022-23 2021-22 2020-21 2019-20 2018-19
Actuarially determined contribution1 7,183,364$ 6,396,030$ 5,957,595$ 5,308,579$ 4,654,841$
Contributions in relation to the actuarially
determined contribution1 (7,183,364) (6,396,030) (5,957,595) (5,308,579) (4,654,841)
Contribution deficiency (excess) -$ -$ -$ -$ -$
Covered payroll2 21,028,248$ 20,455,494$ 20,427,103$ 18,662,748$ 18,461,490$
Contributions as a percentage of covered
payroll2 34.16% 31.27% 29.17% 28.44% 25.21%
Notes to Schedule:
Methods and assumptions used to determine contribution rates:
Actuarial cost method Entry Age Actuarial Cost Method
Amortization method Level percentage of payroll, closed
Asset valuation method Fair Value of Assets
Inflation 2.50%
Salary increases Varies by entry age and service
Payroll Growth 2.75%
Investment rate of return
Retirement age
Mortality
7.00% net of pension plan investment and administrative expenses; includes inflation.
The probabilities of retirement are based on the 2017 CalPERS Experience study for the
period from 1997 to 2015.
The probabilities of mortality are based on the 2017 CalPERS Experience Study for the
period from 1997 to 2015. Pre-retirement and post-retirement mortality rates include 15 years
of projected mortality improvement using 90% of Scale MP-2016 published by the Society of
Actuaries .
2 Includes one year’s payroll growth using 2.80% payroll growth assumption for fiscal year ended June 30, 2022; 2.75% payroll growth assumption
for fiscal years ended June 30, 2018- 21; 3.00% payroll growth assumption for fiscal years ended June 30, 2014-17.
1 Employers are assumed to make contributions equal to the actuarially determined contributions. However, some employers may choose to make
additional contributions towards their unfunded liability. Employer contributions for such plans exceed the actuarially determined contributions.
City of Cupertino
Required Supplementary Information (Unaudited)
Schedule of Plan Contributions - Pension
For the Year Ended June 30, 2023
Last Ten Fiscal Years
Agent Multiple Employer Defined Benefit Retirement Plan - Miscellaneous Plan
The actuarial methods and assumptions used to set the actuarially determined contributions for Fiscal Year 2022-23 were derived from the June 30,
2020 funding valuation report.
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Fiscal Year End 2017-18 2016-17 2015-16 2014-15 2013-14
Actuarially determined contribution 4,263,020$ 4,183,822$ 3,659,170$ 3,301,642$ 2,891,986$
Contributions in relation to the actuarially
determined contribution1 (4,263,020) (4,183,822) (3,659,170) (3,301,642) (2,891,986)
Contribution deficiency (excess) -$ -$ -$ -$ -$
Covered payroll2 16,809,349$ 15,595,136$ 14,336,969$ 13,504,966$ 13,080,327$
Contributions as a percentage of covered
payroll2 25.36% 26.83% 25.52% 24.45% 22.11%
City of Cupertino
Required Supplementary Information (Unaudited)
Schedule of Plan Contributions - Pension (Continued)
For the Year Ended June 30, 2023
Last Ten Fiscal Years
Agent Multiple Employer Defined Benefit Retirement Plan - Miscellaneous Plan
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Measurement period 2022-23 2021-22 2020-21 2019-20
Total OPEB liability
Service cost 1,260$ 1,015$ 844$ 1,009$
Interest 1,967 1,921 2,042 1,985
Changes of benefit terms - - - -
Difference between expected vs actual experience 4,437 - (4,688) -
Changes of assumptions (492) - 640 1,412
Benefit payments, including refunds of employee contributions (1,753) (1,691) (1,550) (1,141)
Net change in total OPEB liability 5,419 1,245 (2,712) 3,265
Total OPEB liability - beginning 29,871 28,626 31,338 28,073
Total OPEB liability - ending (a)35,290$ 29,871$ 28,626$ 31,338$
Contributions - employer 1,753 1,691 1,550 1,141
Net investment income 3,484 (6,568) 8,776 219
Benefit payments (1,753) (1,691) (1,550) (1,141)
Administrative expense (116) (117) (121) (67)
Net change in fiduciary net position 3,368 (6,685) 8,655 152
Plan fiduciary net position - beginning 31,340 38,025 29,370 29,218
Plan fiduciary net position - ending (b)34,708$ 31,340$ 38,025$ 29,370$
Net OPEB liability (asset) - ending (a-b) 582$ (1,469)$ (9,399)$ 1,968$
Plan fiduciary net position as a percentage 98.35% 104.92% 132.83% 93.72%
of the total OPEB liability
Covered employee-payroll 3 27,344$ 24,015$ 23,082$ 21,643$
Plan OPEB liability as a percentage of covered payroll 2.13% -6.12% -40.72%9.09%
Notes to Schedule:
* Fiscal year 2017 was the 1st year of implementation, therefore only seven (7) years are shown.
For the Year Ended June 30, 2023
Schedule of Changes in the Net Other postemployment Benefits Liability and Related Ratios
Required Supplementary Information (Unaudited)
City of Cupertino
Single Employer Defined Benefit Other Post Employment Benefit Plan
Last Ten Fiscal Years*
Expressed in thousands
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Measurement period 2018-19 2017-18
2016-17 *
Total OPEB liability
Service cost 865$ 1,008$ 908$
Interest 2,005 1,876 1,781
Changes of benefit terms - - -
Actual vs. expected experience (1,808) - -
Changes of assumptions (37) - -
Benefit payments, including refunds of employee contributions (1,423) (1,419) (1,333)
Net change in total OPEB liability (398) 1,465 1,356
Total OPEB liability - beginning 28,471 27,006 25,650
Total OPEB liability - ending (a)28,073$ 28,471$ 27,006$
Contributions - employer 1,423 1,419 1,333
Net investment income 1,259 2,365 2,960
Benefit payments (1,423) (1,419) (1,333)
Administrative expense (97) (54) (49)
Net change in fiduciary net position 1,162 2,311 2,911
Plan fiduciary net position - beginning 28,056 25,745 22,834
Plan fiduciary net position - ending (b)29,218$ 28,056$ 25,745$
Net OPEB liability (asset) - ending (a-b) (1,145)$ 415$ 1,261$
Plan fiduciary net position as a percentage 104.08% 98.54% 95.33%
of the total OPEB liability
Covered employee-payroll 3 20,086$ 19,153$ 17,255$
Plan OPEB liability as a percentage of covered payroll -5.70%2.17%7.31%
Notes to Schedule:
* Fiscal year 2017 was the 1st year of implementation, therefore only seven (7) years are shown.
Single Employer Defined Benefit Other Post Employment Benefit Plan
Expressed in thousands
City of Cupertino
Required Supplementary Information (Unaudited)
Schedule of Changes in the Net Other postemployment Benefits Liability and Related Ratios (Continued)
For the Year Ended June 30, 2023
Last Ten Fiscal Years*
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2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17
Actuarially determined contribution 147$ 129$ 124$ 1,401$ 1,300$ 1,362$ 1,117$
Contributions in relation to the actuarially
determined contribution 1,753 1,691 1,550 1,141 1,423 1,419 1,333
Contribution deficiency (excess) (1,606)$ (1,562)$ (1,426)$ 260$ (123)$ (57)$ (216)$
Covered payroll 27,344$ 24,015$ 23,082$ 21,643$ 20,086$ 19,153$ 17,255$
Contributions as a percentage of covered
payroll -6.41% -7.04% -6.72% -5.27% -7.08% -7.41% -7.73%
Notes to Schedule:
Valuation Date 7/1/2023
Timing
Methods and assumptions used to determine contribution rates:
Actuarial cost method Entry Age
Amortization method Level Percent of Pay, Closed, 5.5 years as of 7/1/2023
Asset valuation method Market value of assets
Discount rate 6.50%
Amortization growth rate 2.75%
Ultimate rate of medical inflation 4.250%
Salary increases
Mortality
Single Employer Defined Benefit OPEB Plan
* - Fiscal year 2017 was the 1st year of implementation, therefore only seven (7) years are shown.
City of Cupertino
Required Supplementary Information (Unaudited)
Schedule of Plan Contributions - Other postemployment Benefits
For the Year Ended June 30, 2023
Last Ten Fiscal Years*
2.75% plus merit component based on years of service
CalPERS mortality assumptions
Actuarially determined contributions are calculated based on the most recently performed actuarial valuation, which for
the fiscal year end 2023, was the 7/1/2023
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SUPPLEMENTARY
INFORMATION
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City of Cupertino
Major Governmental Funds
Other than the General Fund and Special Revenue Funds
This section is provided for the presentation of budget-to-actual schedules for the Public Facilities Corporation Debt Service Fund
and the Capital Improvement Projects Capital Projects Fund. Although the funds are considered to be major government funds, budget- to-
actual information in the required supplementary information is limited to the General Fund and major Special Revenue Funds. All other
major governmental fund schedules with such information are therefore included as Supplemental Information.
Public Facilities Corporation Debt Service Fund -This fund accounts for the payments of principal and interest on certificates of
participation issued to provide for the financing of the Civic Center, Library, Wilson Park, Memorial Park, and other City facilities.
Capital Improvement Projects Capital Projects Fund - This fund accounts for activities related to the acquisition or construction of
major capital facilities.
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Original Final Variance with
Budget Budget Actual Final Budget
REVENUES:
Use of money and property -$ -$ (5,100)$ (5,100)$
Total revenues - - (5,100) (5,100)
EXPENDITURES:
Current:
Administration - - 1,500 (1,500)
Debt service:
Principal 1,955,000 1,955,000 1,955,000 -
Interest and fiscal charges 720,800 720,800 720,800 -
Total expenditures 2,675,800 2,675,800 2,677,300 (1,500)
EXCESS OF REVENUES OVER
(UNDER) EXPENDITURES (2,675,800) (2,675,800) (2,682,400) (6,600)
OTHER FINANCIN SOURCES:
Transfers in 2,675,800 2,675,800 2,675,800 -
Total other financing sources 2,675,800 2,675,800 2,675,800 -
NET CHANGE IN FUND BALANCE -$ -$ (6,600) (6,600)$
FUND BALANCE:
Beginning of Year 8,350
End of Year 1,750$
City of Cupertino
Schedule of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual
Public Facilities Corporation Debt Service Fund
For the Year Ended June 30, 2023
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Original Final Variance with
Budget Budget Actual Final Budget
REVENUES:
Use of money and property -$ -$ (326,691)$ (326,691)$
Intergovernmental - 5,320,973 515,814 (4,805,159)
Charges for services - - 51,675 51,675
Other revenue - 610,931 56,522 (554,409)
Total revenues - 5,931,904 297,320 (5,634,584)
EXPENDITURES:
Capital outlay 3,610,000 5,831,818 4,417,593 1,414,225
TOTAL EXPENDITURES 3,610,000 5,831,818 4,417,593 1,414,225
EXCESS OF REVENUES OVER
EXPENDITURES (3,610,000) 100,086 (4,120,273) (4,220,359)
OTHER FINANCING SOURCES (USES):
Transfers in 2,500,000 6,454,311 4,788,757 (1,665,554)
Transfers out (23,600) (2,489,154) (823,600) 1,665,554
Total other financing sources (uses)2,476,400 3,965,157 3,965,157 -
NET CHANGE IN FUND BALANCE (1,133,600)$ 4,065,243$ (155,116) (4,220,359)$
FUND BALANCE:
Beginning of Year 34,922,310
End of Year 34,767,194$
City of Cupertino
Schedule of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual
Capital Improvement Projects Capital Projects Fund
For the Year Ended June 30, 2023
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Traffic Impact - This fund accounts for development impact fees and related that ensure that new development and
redevelopment projects pay their "fair share" to mitigate traffic impacts.
CAPITAL PROJECTS FUNDS
Capital Projects Funds account for the financial resources committed to the construction or improvement of major facilities.
Stevens Creek Corridor Park Capital Projects Fund -This fund accounts for the design and construction of the Stevens Creek
Corridor Park projects.
Environmental Management I Clean Creeks - This fund accounts for all activities related to operating the non-point source
pollution program. A parcel tax provides revenues.
NONMAJOR GOVERNMENTAL FUNDS
All funds not considered as major funds on the Fund Financial Statements are consolidated in one column entitled "Other
Governmental Funds." These non-major funds are identified and included in this supplementary section and includes the
City's Special Revenue Funds and Capital Project Funds.
Storm Drain Improvement - This fund accounts for the construction and maintenance of storm drain facilities including drainage
and sanitary sewer facilities. Revenues were collected from developers as a result of connections to the storm drainage sewer
Park Dedication - This fund accounts 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. Revenues of this fund are restricted for
the acquisition, improvement, expansion and implementation of the City's parks and recreation facilities.
SPECIAL REVENUE FUNDS
The Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted to
expenditures for specified purposes.
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Storm Environmental
Drain Park Management/ Traffic
Improvement Dedication Clean Creeks Impact
ASSETS
Cash and investments 3,985,841$ 18,778,647$ 1,227,519$ 767,399$
Accounts receivable - - 15,134 -
Interest receivable 14,071 66,271 4,171 2,708
Total assets 3,999,912 18,844,918 1,246,824 770,107
LIABILITIES AND FUND BALANCES
Liabilities:
Accounts payable and accruals 6,240 81,186 26,690 -
Total liabilities 6,240 81,186 26,690 -
Fund balances:
Restricted 3,993,672 18,763,732 1,220,134 770,107
Assigned - - - -
Total fund balances 3,993,672 18,763,732 1,220,134 770,107
Total liabilities and fund balances 3,999,912$ 18,844,918$ 1,246,824$ 770,107$
Special Revenue Funds
City of Cupertino
Combining Balance Sheet
Nonmajor Governmental Funds
June 30, 2023
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Capital Projects
Fund
Total Nonmajor
Stevens Creek Governmental
Corridor Park Funds
ASSETS
Cash and investments 157,343$ 24,916,749$
Accounts receivable - 15,134
Interest receivable - 87,221
Total assets 157,343 25,019,104
LIABILITIES AND FUND BALANCES
Liabilities:
Accounts payable and accruals - 114,116
Total liabilities - 114,116
Fund balances:
Restricted - 24,747,645
Assigned 157,343 157,343
Total fund balances 157,343 24,904,988
Total liabilities and fund balances 157,343$ 25,019,104$
City of Cupertino
Combining Balance Sheet (Continued)
Nonmajor Governmental Funds
June 30, 2023
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Storm Environmental
Drain Park Management/ Traffic
Improvement Dedication Clean Creeks Impact
Revenues:
Taxes 73,912$ 646,767$ -$ -$
Use of money and property 21,801 277,663 4,476 11,710
Charges for services - 4,810 1,498,017 38,200
Fines and forfeitures - - 23,371 -
Total revenues 95,713 929,240 1,525,864 49,910
Expenditures:
Current:
Public works - - 1,615,379 -
Capital outlay 135,840 1,757,252 - -
Total expenditures 135,840 1,757,252 1,615,379 -
Revenues over (under)
expenditures (40,127) (828,012) (89,515) 49,910
Other financing sources (uses):
Transfers out - (1,711,140) - -
Total other financing sources (uses)- (1,711,140) - -
Net Change in Fund Balances (40,127) (2,539,152) (89,515) 49,910
Fund balances:
Beginning of year 4,033,799 21,302,884 1,309,649 720,197
End of year 3,993,672$ 18,763,732$ 1,220,134$ 770,107$
Special Revenue Funds
City of Cupertino
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances
Nonmajor Governmental Funds
For the Year Ended June 30, 2023
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Capital Projects
Fund
Total Nonmajor
Stevens Creek Governmental
Corridor Park Funds
Revenues:
Taxes -$ 720,679$
Use of money and property (803) 314,847
Charges for services - 1,541,027
Fines and forfeitures - 23,371
Total revenues (803) 2,599,924
Expenditures:
Current:
Public works - 1,615,379
Capital outlay 8,433 1,901,525
Total expenditures 8,433 3,516,904
Revenues over (under)
expenditures (9,236) (916,980)
Other financing sources (uses):
Transfers out - (1,711,140)
Total other financing sources (uses)- (1,711,140)
Net Change in Fund Balances (9,236) (2,628,120)
Fund balances:
Beginning of year 166,579 27,533,108
End of year 157,343$ 24,904,988$
City of Cupertino
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances (Continued)
Nonmajor Governmental Funds
For the Year Ended June 30, 2023
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Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Revenues:
Taxes 201,229$ 201,229$ 73,912$ (127,317)$
Use of money and property - - 21,801 21,801
Total revenues 201,229 201,229 95,713 (105,516)
Expenditures:
Capital outlay - 135,840 135,840 -
Total expenditures - 135,840 135,840 -
Net Change in Fund Balance 201,229$ 65,389$ (40,127) (105,516)$
Fund balance:
Beginning of year 4,033,799
End of year 3,993,672$
Budgeted Amounts
City of Cupertino
Schedule of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual
Storm Drain Improvement Special Revenue Fund
For the Year Ended June 30, 2023
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Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Revenues:
Taxes -$ -$ 646,767$ 646,767$
Use of money and property - - 277,663 277,663
Charges for services - - 4,810 4,810
Total Revenues - - 929,240 929,240
Expenditures:
Capital outlay - 1,832,007 1,757,252 74,755
Total Expenditures - 1,832,007 1,757,252 74,755
REVENUE OVER
(UNDER) EXPENDITURES - (1,832,007) (828,012) 1,003,995
Other Financing Sources (Uses):
Transfers out - (1,650,000) (1,711,140) (61,140)
Total Other Financing Sources (Uses)- (1,650,000) (1,711,140) (61,140)
NET CHANGE IN FUND BALANCE -$ (3,482,007)$ (2,539,152) 942,855$
FUND BALANCE:
Beginning of Year 21,302,884
End of Year 18,763,732$
City of Cupertino
Schedule of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual
For the Year Ended June 30, 2023
Budgeted Amounts
Park Dedication Special Revenue Fund
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Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Revenues:
Use of money and property 2,248$ 2,248$ 4,476$ 2,228$
Charges for services 1,510,555 1,510,555 1,498,017 (12,538)
Fines and forfeitures 68,669 68,669 23,371 (45,298)
Total Revenues 1,512,803 1,512,803 1,525,864 (10,310)
Expenditures:
Current:
Public works 2,067,399 1,724,715 1,615,379 109,336
Total Expenditures 2,067,399 1,724,715 1,615,379 109,336
NET CHANGE IN FUND BALANCE (554,596)$ (211,912)$ (89,515) 122,397$
FUND BALANCE:
Beginning of Year 1,309,649
End of Year 1,220,134$
Budgeted Amounts
City of Cupertino
Schedule of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual
Environmental Management/Clean Creeks Special Revenue Fund
For the Year Ended June 30, 2023
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Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Revenues:
Use of money and property -$ -$ 11,710$ 11,710$
Charges for services - - 38,200 38,200
Total Revenues - - 49,910 49,910
NET CHANGE IN FUND BALANCE -$ -$ 49,910 49,910$
FUND BALANCE:
Beginning of Year 720,197
End of Year 770,107$
Budgeted Amounts
City of Cupertino
Schedule of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual
Traffic Impact Special Revenue Fund
For the Year Ended June 30, 2023
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Variance with
Final Budget
Actual Positive
Original Final Amounts (Negative)
Revenues:
Use of money and property -$ -$ (803)$ (803)$
Total Revenues - - (803) (803)
Expenditures:
Capital outlay - 8,543 8,433 110
Total Expenditures - 8,543 8,433 110
NET CHANGE IN FUND BALANCE -$ (8,543)$ (9,236) (693)$
FUND BALANCE:
Beginning of Year 166,579
End of Year 157,343$
Budgeted Amounts
City of Cupertino
Schedule of Revenues, Expenditures, and Changes in Fund Balance - Budget and Actual
Stevens Creek Corridor Park Capital Projects Fund
For the Year Ended June 30, 2023
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NONMAJOR ENTERPRISE FUND
Proprietary funds account for City operations financed and operated in a manner similar to a private business enterprise.
The intent of the City is that the cost of providing goods and services be financed primarily through user charges.
The City has identified the fund below as a nonmajor proprietary fund for fiscal 2022-23.
Blackberry Farm Fund - This fund accounts for activities related to operating the City-owned golf course.
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Blackberry
Farm
ASSETS
Current assets:
Cash and investments 896,941$
Accounts receivable 1,829
Interest receivable 3,136
Total current assets 901,906
Noncurrent assets:
Capital assets:
Nondepreciable 137,343
Depreciable, net 18,042
Total capital assets 155,385
Total noncurrent assets 155,385
Total assets 1,057,291
DEFERRED OUTFLOWS OF RESOURCES
Related to pensions 101,506
Related to other postemployment benefit 18,479
Total deferred outflows of resources 119,985
LIABILITIES
Current Liabilities:
Accounts payable and accruals 18,976
Compensated absences, current portion 458
Unearned revenue 92,223
Total current liabilities 111,657
Noncurrent liabilities:
Compensated absences 9,157
Net pension liability 312,709
Net other postemployment benefit liability 1,743
Total noncurrent liabilities 323,609
Total liabilities 435,266
DEFERRED INFLOW OF RESOURCES
Related to pensions 769
Related to other postemployment benefit 6,841
Total deferred inflows of resources 7,610
NET POSITION:
Investment in capital assets 155,385
Unrestricted 579,015
Total net position 734,400$
City of Cupertino
Combining Statement of Net Position
Nonmajor Enterprise Fund
June 30, 2023
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Blackberry
Farm
OPERATING REVENUES:
Charges for services 570,038$
Others 46,423
Total operating revenues 616,461
OPERATING EXPENSES:
Salaries and benefits 233,013
Materials and supplies 208,348
Contractual services 354,975
Depreciation 2,832
Total operating expenses 799,168
OPERATING INCOME (LOSS)(182,707)
NONOPERATING REVENUES:
Investment income 37,286
Total nonoperating revenues 37,286
INCOME (LOSS) BEFORE TRANSFERS (145,421)
TRANSFERS:
Transfers in 23,600
Total transfers 23,600
CHANGES IN NET POSITION (121,821)
NET POSITION:
Beginning of year 856,221
End of year 734,400$
City of Cupertino
Combining Statement of Revenues, Expenses, and Changes in Net Position
Nonmajor Enterprise Fund
For the Year Ended June 30, 2023
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Blackberry
Farm
CASH FLOWS FROM OPERATING ACTIVITIES
Cash received from customers 612,394$
Cash paid to suppliers for goods and services (582,924)
Cash paid to employees for services (245,311)
Net cash (used in) operating activities (215,841)
CASH FLOWS FROM NONCAPITAL
FINANCING ACTIVITIES:
Cash received from other funds 23,600
Net cash provided by noncapital financing activities 23,600
CASH FLOWS FROM CAPITAL AND
RELATED FINANCING ACTIVITIES:
Acquisition of capital assets (137,343)
Net cash (used in) capital and related
financing activities (137,343)
CASH FLOWS FROM INVESTING ACTIVITIES:
Interest received 34,150
Net cash provided by investing activities 34,150
Net change in cash and cash equivalents (295,434)
RECONCILIATION OF CASH AND CASH EQUIVALENTS
TO STATEMENTOF NET POSITION:
Beginning of year 1,192,375
End of year 896,941$
CASH AND CASH EQUIVALENTS:
Cash and investments 896,941$
Total cash and cash equivalents 896,941$
Reconciliation of Operating Income (Loss)
to Net Cash (used in) Operating Activities:
Operating income (loss)(182,707)$
Adjustments to reconcile operating income (loss)
to net cash provided by (used in) operating activities:
Depreciation 2,832
Changes in assets and liabilities:
(Increase)/decrease in accounts receivables (1,659)
(Increase)/decrease in deferred outflows of resources pension related (42,810)
(Increase)/decrease in deferred outflows of resources OPEB related (5,380)
Increase/(decrease) in accounts payable (19,601)
Increase/(decrease) in unearned revenue (2,408)
Increase/(decrease) in compensated absences (9,290)
Increase/(decrease) in net pension liability 62,474
Increase/(decrease) in OPEB 1,743
Increase/(decrease) in deferred inflows of resources pension related (25,876)
Increase/(decrease) in deferred inflows of resources OPEB related 6,841
Net cash (used in) operating activities (215,841)$
For the Year Ended June 30, 2023
City of Cupertino
Combining Statement of Cash Flows
Nonmajor Enterprise Fund
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Compensated Absences and Long-Term Disability -Accounts for accrued leave payouts and the City's long term disability
insurance program.
Retiree Medical - Accounts for funds set-aside for other post-employment retirement benefits.
Equipment Revolving -Accounts for the activities related to the maintenance and replacement of the City's vehicle fleet and other
equipment.
INTERNAL SERVICE FUNDS
These funds account for goods or services provided to other departments of the City where the intent of the City is that the costs of
these goods or services are to be recovered through interdepartmental charges at the time that the goods are delivered or the services
rendered to those departments.
The concept of major funds does not extend to internal service funds because they do not do business with outside parties. For the
Statement of Activities, the net revenues or expenses of each internal service fund are eliminated by netting them against the
operations of the City departments that generated them. The remaining balance sheet items are consolidated with these same funds
in the Statement of Net Position. However, internal service funds are still presented separately in the Fund financial statements.
Information Technology -Accounts for the activities related to the maintenance and replacement of the City's technology
infrastructure.
Workers’ Compensation - This fund is used to account for all expenses relating to workers’ compensation (i.e., injury claims,
insurance premiums, etc.). The costs are recovered through an annual “user fee” which is charged to all departments/funds that have
employees.
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Information Workers' Equipment
Technology Compensation Revolving
ASSETS
Current assets:
Cash and investments 3,437,113$ 3,841,250$ 941,189$
Accounts receivable - - -
Interest receivable 11,734 13,429 4,870
Total current assets 3,448,847 3,854,679 946,059
Noncurrent assets:
Capital assets:
Nondepreciable - - 119,408
Depreciable and amortizable, net 764,856 - 2,025,120
Total capital assets 764,856 - 2,144,528
Total noncurrent assets 764,856 - 2,144,528
Total assets 4,213,703 3,854,679 3,090,587
DEFERRED INFLOW OF RESOURCES
Related to pensions 935,304 23,564 253,765
Related to other postemployment benefit liability 311,746 3,328 95,570
Total deferred outflows of resources 1,247,050 26,892 349,335
Current Liabilities:
Accounts payable and accruals 71,950 - 78,527
Accrued payroll and benefits - - 72
Due to other funds - - -
Compensated absences 32,052 1,285 5,017
Claims payable - 292,000 -
Subscription liabilities 125,990 - -
Total current liabilities 229,992 293,285 83,616
Noncurrent liabilities:
Compensated absences 292,942 11,742 45,852
Claims payable - 1,362,000 -
Subscription liabilities 72,504 - -
Net pension liability 2,881,390 72,593 781,773
Net other postemployment benefit liability 29,406 314 9,015
Total noncurrent liabilities 3,276,242 1,446,649 836,640
Total liabilities 3,506,234 1,739,934 920,256
DEFERRED INFLOW OF RESOURCES
Related to pensions 7,088 179 1,923
Related to other postemployment benefit liability 115,402 1,232 35,378
Total deferred inflows of resources 122,490 1,411 37,301
NET POSITION:
Net investment in capital assets 566,362 - 2,144,528
Restricted 166,938 1,782 51,177
Unrestricted (deficit) 1,098,729 2,138,444 286,660
Total net position 1,832,029$ 2,140,226$ 2,482,365$
City of Cupertino
Combining Statement of Net Position
Internal Service Funds
June 30, 2023
LIABILITIES
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Compensated
Absences and
Long-Term Retiree
Disability Medical Total
ASSETS
Current assets:
Cash and investments 709,564$ 9,898$ 8,939,014$
Accounts receivable - 1,385,759 1,385,759
Interest receivable 2,761 - 32,794
Total current assets 712,325 1,395,657 10,357,567
Noncurrent assets:
Capital assets:
Nondepreciable - - 119,408
Depreciable and amortizable, net - - 2,789,976
Total capital assets - - 2,909,384
Total noncurrent assets - - 2,909,384
Total assets 712,325 1,395,657 13,266,951
DEFERRED INFLOW OF RESOURCES
Related to pensions - - 1,212,633
Related to other postemployment benefit liability - - 410,644
Total deferred outflows of resources - - 1,623,277
Current Liabilities:
Accounts payable and accruals - - 150,477
Accrued payroll and benefits - - 72
Due to other funds - 1,395,657 1,395,657
Compensated absences - - 38,354
Claims payable - - 292,000
Subscription liabilities - - 125,990
Total current liabilities - 1,395,657 2,002,550
Noncurrent liabilities:
Compensated absences - - 350,536
Claims payable - - 1,362,000
Subscription liabilities - - 72,504
Net pension liability - - 3,735,756
Net other postemployment benefit liability - - 38,735
Total noncurrent liabilities - - 5,559,531
Total liabilities - 1,395,657 7,562,081
DEFERRED INFLOW OF RESOURCES
Related to pensions - - 9,190
Related to other postemployment benefit liability - - 152,012
Total deferred inflows of resources - - 161,202
NET POSITION:
Net investment in capital assets - - 2,710,890
Restricted - - 219,897
Unrestricted (deficit) 712,325 - 4,236,158
Total net position 712,325$ -$ 7,166,945$
LIABILITIES
City of Cupertino
Combining Statement of Net Position (Continued)
Internal Service Funds
June 30, 2023
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Information Workers' Equipment
Technology Compensation Revolving
OPERATING REVENUES:
Charges for services 2,485,218$ 436,462$ 1,568,633$
Other - - -
Total operating revenues 2,485,218 436,462 1,568,633
OPERATING EXPENSES:
Salaries and benefits 2,309,184 42,636 556,909
Materials and supplies 867,945 28,369 357,803
Contractual services 530,557 - 86,875
Insurance and claims and premium - 470,630 -
Depreciation and amortization 327,470 - 577,140
Total operating expenses 4,035,156 541,635 1,578,727
OPERATING INCOME (LOSS)(1,549,938) (105,173) (10,094)
NONOPERATING REVENUES (EXPENSES):
Investment income (30,819) 18,646 12,099
Gain on sale of capital assets - - 30,158
Interest expense (861) - -
Total nonoperating revenues (31,680) 18,646 42,257
(1,581,618) (86,527) 32,163
TRANSFERS:
Transfers in 2,537,500 - -
Total transfers 2,537,500 - -
CHANGES IN NET POSITION 955,882 (86,527) 32,163
NET POSITION:
Beginning of year 876,147 2,226,753 2,450,202
End of year 1,832,029$ 2,140,226$ 2,482,365$
INCOME (LOSS) BEFORE TRANSFERS
City of Cupertino
Combining Statement of Revenues, Expenses, and Changes in Net Position
Internal Service Funds
For the Year Ended June 30, 2023
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Compensated
Absences and
Long-Term Retiree
Disability Medical Total
OPERATING REVENUES:
Charges for services 115,970$ -$ 4,606,283$
Other - 1,385,759 1,385,759
Total operating revenues 115,970 1,385,759 5,992,042
OPERATING EXPENSES:
Salaries and benefits - 1,380,875 4,289,604
Materials and supplies 11,047 14,782 1,279,946
Contractual services - - 617,432
Insurance and claims and premium 616,369 - 1,086,999
Depreciation and amortization - - 904,610
Total operating expenses 627,416 1,395,657 8,178,591
OPERATING INCOME (LOSS)(511,446) (9,898) (2,186,549)
NONOPERATING REVENUES (EXPENSES):
Investment income 4,435 (26,554) (22,193)
Gain on sale of capital assets - - 30,158
Interest expense - - (861)
Total nonoperating revenues 4,435 (26,554) 7,104
(507,011) (36,452) (2,179,445)
TRANSFERS:
Transfers in 882,000 9,898 3,429,398
Total transfers 882,000 9,898 3,429,398
CHANGES IN NET POSITION 374,989 (26,554) 1,249,953
NET POSITION:
Beginning of year 337,336 26,554 5,916,992
End of year 712,325$ -$ 7,166,945$
INCOME (LOSS) BEFORE TRANSFERS
City of Cupertino
Combining Statement of Revenues, Expenses, and Changes in Net Position (Continued)
Internal Service Funds
For the Year Ended June 30, 2023
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Information Workers' Equipment
Technology Compensation Revolving
CASH FLOWS FROM OPERATING ACTIVITIES
Cash received from customers and users 2,485,218$ 436,462$ 1,568,633$
Cash paid to suppliers for goods and services (1,397,669) (498,999) (413,863)
Cash paid to employees for services (1,974,702) (42,379) (475,639)
Cash paid for insurance claims - 85,000 -
Net cash provided by (used in) operating activities (887,153) (19,916) 679,131
CASH FLOWS FROM NONCAPITAL
FINANCING ACTIVITIES:
Cash received (paid) from other funds 2,537,500 - (539,204)
Net cash provided by (used in) noncapital financing activities 2,537,500 - (539,204)
CASH FLOWS FROM CAPITAL AND
RELATED FINANCING ACTIVITIES:
Acquisition of capital assets (173,813) - (353,980)
Principal paid (109,339) - -
Interest paid (861) - -
Proceeds from sale of capital assets - - 30,158
Net cash (used in) capital and related
financing activities (284,013) - (323,822)
CASH FLOWS FROM INVESTING ACTIVITIES:
Interest earnings (42,553) 5,217 7,229
Net cash provided by (used in) investing activities (42,553) 5,217 7,229
Net change in cash and cash equivalents 1,323,781 (14,699) (176,666)
CASH AND CASH EQUIVALENTS:
Beginning of year 2,113,332 3,855,949 1,117,855
End of year 3,437,113$ 3,841,250$ 941,189$
Reconciliation of Operating Income (Loss) to
to Net Cash Provided by (Used in) Operating Activities:
Operating income (loss)(1,549,938)$ (105,173)$ (10,094)$
Adjustments to reconcile operating income (loss)
to net cash provided by (used in) operating activities:
Depreciation and amortization 327,470 - 577,140
Changes in assets and liabilities:
(Increase)/decrease in accounts receviables - - -
(Increase)/decrease in deferred outflows of resources related to pensions (551,497) (10,154) (131,853)
(Increase)/decrease in deferred outflows of resources related to OPEB (49,897) 618 (15,063)
Increase/(decrease) in accounts payable 833 - 30,815
Increase/(decrease) in compensated absences 40,142 616 28,212
Increase/(decrease) in claims payable - 85,000 -
Increase/(decrease) in net pension liabilities 1,448,629 23,775 337,409
Increase/(decrease) in other postemployment benefit liabilities 88,291 1,052 30,521
Increase/(decrease) in deferred inflows of resources related to pensions (621,047) (15,019) (154,599)
Increase/(decrease) in deferred inflows of resources related to OPEB (20,139) (631) (13,357)
Net cash provided by (used in) operating activities (887,153)$ (19,916)$ 679,131$
(Continued)
City of Cupertino
Combining Statement of Cash Flows
Internal Service Funds
For the Year Ended June 30, 2023
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Compensated
Absences and
Long-Term Retiree
Disability Medical Total
CASH FLOWS FROM OPERATING ACTIVITIES
Cash received from customers and users 115,970$ -$ 4,606,283$
Cash paid to suppliers for goods and services (627,416) (14,782) (2,952,729)
Cash paid to employees for services - (1,380,875) (3,873,595)
Cash paid for insurance claims - - 85,000
Net cash provided by (used in) operating activities - (511,446) (1,395,657) (2,135,041)
CASH FLOWS FROM NONCAPITAL
FINANCING ACTIVITIES:
Cash received (paid) from other funds 882,000 1,405,555 4,285,851
Net cash provided by (used in) noncapital financing activities 882,000 1,405,555 4,285,851
CASH FLOWS FROM CAPITAL AND
RELATED FINANCING ACTIVITIES:
Acquisition of capital assets - - (527,793)
Principal paid - - (109,339)
Interest paid - - (861)
Proceeds from sale of capital assets - - 30,158
Net cash (used in) capital and related
financing activities - - (607,835)
CASH FLOWS FROM INVESTING ACTIVITIES:
Interest earnings 1,674 (26,554) (54,987)
Net cash provided by (used in) investing activities 1,674 (26,554) (54,987)
Net change in cash and cash equivalents 372,228 (16,656) 1,487,988
CASH AND CASH EQUIVALENTS:
Beginning of year 337,336 26,554 7,451,026
End of year 709,564$ 9,898$ 8,939,014$
Reconciliation of Operating Income (Loss) to
to Net Cash Provided by (Used in) Operating Activities:
Operating income (loss)(511,446)$ (9,898)$ (2,186,549)$
Adjustments to reconcile operating income (loss)
to net cash provided by (used in) operating activities:
Depreciation and amortization - - 904,610
Changes in assets and liabilities:
(Increase)/decrease in accounts receviables - (1,385,759) (1,385,759)
(Increase)/decrease in deferred outflows of resources related to pensions - - (693,504)
(Increase)/decrease in deferred outflows of resources related to OPEB - - (64,342)
Increase/(decrease) in accounts payable - - 31,648
Increase/(decrease) in compensated absences - - 68,970
Increase/(decrease) in claims payable - - 85,000
Increase/(decrease) in net pension liabilities - - 1,809,813
Increase/(decrease) in other postemployment benefit liabilities - - 119,864
(Increase)/decrease in deferred inflows of resources related to pensions - - (790,665)
Increase/(decrease) in deferred inflows of resources related to OPEB - - (34,127)
Net cash provided by (used in) operating activities (511,446)$ (1,395,657)$ (2,135,041)$
(Concluded)
City of Cupertino
Combining Statement of Cash Flows (Continued)
Internal Service Funds
For the Year Ended June 30, 2023
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CITY OF CUPERTINO
Agenda Item
24-13243 Agenda Date: 6/24/2024
Agenda #: 5.
Subject:INFORMATIONAL ITEM Receive the proposed Audit Committee 2024 Schedule and
Workplan
Receive the proposed Audit Committee 2024 Schedule and Workplan
Presenter: Jonathan Orozco, Finance Manager and The Pun Group
4:00(10)
CITY OF CUPERTINO Printed on 6/20/2024Page 1 of 1
powered by Legistar™241
January 29, 2024 March 21,2024 April 22, 2024 June 24, 2024 July XX, 2024 July 22, 2024 October 28, 2024 Nov/Dec XX, 2024
Appoint Audit Committee Chair and
Vice Chair
Approve Prior Meeting Minutes Approve Prior Meeting Minutes Approve Prior Meeting Minutes Approve Prior Meeting Minutes Approve Prior Meeting Minutes Approve Prior Meeting Minutes
Receive the committee’s roles and
responsibilities (CMC 2.88.100)
OPEB & Pension Trust Performance
Report for Quarter Ending December
31, 2023 and March 31, 2024
FY 2022‐23 ACFR and Supplemental
Reports Review
FY 2022‐23 ACFR and Supplemental
Reports Review
OPEB & Pension Trust Performance
Report for Quarter Ending June 30,
2024
OPEB & Pension Trust Performance
Report for Quarter Ending
September 30, 2024
Review of FY 2023‐24 ACFR and
Supplemental Reports (tentative)
Receive PARS Presentation Quarterly Treasurerʹs Investment
Report for Quarter Ending December
31, 2023 and March 31, 2024
GANN Limit Agreed Upon
Procedures (AUP) Review
Quarterly Treasurerʹs Investment
Report for Quarter Ending June 30,
2024
Quarterly Treasurerʹs Investment
Report for Quarter Ending
September 30, 2024
Receive Chandler Investments
Presentation
Internal Audit and Fraud, Waste, and
Abuse Programs Update
Investment Policy Agreed Upon
Procedures (AUP) Review
Internal Audit and Fraud, Waste, and
Abuse Program Update
Internal Audit and Fraud, Waste, and
Abuse Program Update
Receive The Pun Group Presentation Annual Review of City Investment
Policy
Storm Drain Agreed Upon
Procedures (AUP) Review
Moss Adams ‐ Citywide Policy
Review report
Annual Review of OPEB and Pension
Trust Investment Policies
Receive Moss Adams Presentation Review of FY 2022‐23 ACFR and
Supplemental Reports (tentative)
Moss Adams ‐ Enterprise Risk
Assessment Report
Moss Adams ‐ Enterprise Risk
Assessment Report
Receive Budget Feedback on the
City’s current recommended Service
Level Reductions (SLRs)
Internal Audit Program Internal Audit Program
Budget Format Review Internal Audit Status Update
Receive the proposed Audit
Committee 2024 Schedule and
Workplan
GANN Limit Agreed Upon
Procedures (AUP) Review
Investment Policy Agreed Upon
Procedures (AUP) Review
Storm Drain Agreed Upon
Procedures (AUP) Review
Source: Cupertino, CA Municipal Code, Chapter 2.88.100: Audit Committee
The powers and functions of the Audit Committee shall be as follows:
A: To review the annual audit report and management letter;
B: To recommend appointment of auditors;
C. To review the quarterly Treasurer’s Investment report;
D. To recommend a budget format;
E. To review City investment policies and internal controls of such policies.
F. To recommend appointment of internal auditors;
G. To review internal audit reports.
H. To review quarterly Fraud, Waste, and Abuse Program reports. (Ord. 22-2243 § 1, 2023; Ord. 20-2208, § 1, 2020; Ord. 1679, § 1 (part), 1995)
CITY OF CUPERTINO ‐ AUDIT COMMITTEE 2024 SCHEDULE AND WORK PLAN
Summary of Duties – Powers – Responsibilities of
Cupertino Audit Committee
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