Budget 2000-2001 C :y
Cuper i
-
2000-01
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2000/01
- COMMISSIONS AND COMMITTEES
_ CUPERTINO HOUSING COMMITTEE TELECOMMUNICATIONS COMMISSION
Cecilia K. Fu, Chairperson Salvatore Algeri, Chairperson
Linda Asbury, Vice Chairperson L.T. Guttadauro, Vice Chairperson
- Julia Abdala Reginald Duhe'
Kathy Robinson David Eggleston
Richard Schuster Ernest Tsui
FINE ARTS COMMISSION LIBRARY COMMISSION
_ Charlene Pai, Chairperson Sheila Mohan, Chairperson
Carl Orr, Vice Chairperson Mary Minow
Stephen Beard Charles Pow
Herna K. Kundargi Katherine Stakey
- Janet Mohr Yuhfen Diana Wu
Mary Sivert
Rita Young
PUBLIC SAFETY COMMISSION PLANNING COMMISSION
_ Emma Darknell Andrea Harris, Chairperson
Anclr~w Zander, Vice Chairperson Jerry Stevens, Vice Chairperson
Philippe Dor Charles Corr
Mare Majewski David Doyle
-- Bradley Tice Patrick Kwok
RECREATION COMMISSION ECONOMIC DEVELOPMENT
Kris Wang, Chairperson Carol Atwood Bill Jones
Edye Stein, Vice Chairperson Linda Asbury Richard Lowenthal
Terri Cook Don Brown Steve Piasecki
- Frank Jelinch Paula Davis Dorothy Steenfott
Roger Peng Steve Dowling Bill Sullivan
Sandra James Bert Viskovich
BIKE & PEDESTRIAN COMMITTEE AUDIT COMMITTEE
_ David Oreenstein Carol Atwood, Chairperson
Doug Heifick Tom Hall, Vice Chairperson
Chris Klein Don Brown
Phil Underwood Sandra James
-- Joe Walton Richard Lowenthal
Emily Wagner
ii
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2000/01
· ' CITY COUNCIL
Mayor- John Statton
Vice Mayor- Sandra James
Councihnernber - Don Burnett
Councilmember - Michael Chang
Councihnember- Richard Lowenthal
DIRECTORY OF CITY OFFICIALS
Donald D. Brown ~ City Manager
Charles T. Kilian - City-Attorney
Steve Piasecki - Director of Community Development
Steve Dowling - Director of Parks and Recreation
Carol Atwood - Director of Administrative Services
Ben Viskovich - Director of Public Works
Donna Krey - Public Information Officer
Kimberly Smith - City Clerk
Bill Woska - Human Resources Manager
iii
I I I I I I I I I I I I I I I I I I I
I Citizens
I CiTY OF
I CUPEP TINO
Commi~io~ ~ld
C'nuck Kilim Don Brown C~ol Atvmod
PublicDom~ K.~ey Inlb~mation F
I I I I
I~rly ~ i~ ~n~ ~ ~ ~1~ ~m~ ~on8 L~cnia ~11~
fl~ ~ ~i~ BI~ F~ ~tim ~te~ ~r ~ject
Bill Wm~ ~ W~D ~ke ~ Y~ ~ B~ ~ Ca~n Lynau~,
I
,,.= ~,.. C~ ~, / P~rks B~ldi~Wat~ Streets ~lic WorK~
J~ M~ Run Silva
Jim ~v
Certificate of Award
Excellence in Operational Budgeting 1999-2000
Presented to
City of Cupertino
This certi~caw t~ognize~ rI~ ~c. hi~v~ent o~Excetl~ in ~d~ ~ ~ w~ ~ ou~ ~t
Febr~ 28, 2000
Dedicated to Excellence in Municipal Financial Management
The California Society of Municipal Finance Officers issues annual awards for outstanding
achievement and contributions to the profession. The City of Cupertino received the award
shown above for its 1999-2000 annual operating budget. In bestowing this honor, the Society
acknowledges the City for its outstanding presentation of financial and budgetary data.
Our 2000/01 budget document is intended to meet the Society's high standards and will be
submitted again this year to determine eligibility for another award.
V
-- RESOLUTION NO. 00-189
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
-- ADOPTING AN OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR
FISCAL YEAR 2000-01 BY RATIFYING BSTIMATES OF RBVENUES TO BE
RECBIVBD IN EACH FUND AND APPROPRIATING MONIES THEREFROM FOR
SPBCIFIED AcrIV1TIES AND ACCOUNTS AND SETTING FORTH
CONDITIONS OF ADMINISTERING SAn3 BUDGET
WHEREAS, the orderly administration of municipal government is dependent on the
establishment of a sound fiscal policy of maintaiui.g a proper ration of expenditures within
- anticipated revenues and available monies; and
WHBRBAS, the extent of any pwject or pwgram and the degree of its accomplishment,
- as well as the efficiency ofperfoiu~ug assigned duties and responsibilities, is likewise dependent
on the monies made available for that purpose; and
- WHEREAS, the City Manager has submitted his estimates of anticipated revenues and
fund balances, and has recommended the allocation of monies for specified program activities;
NOW, THEREFORE, BB IT RESOLVED that the City Council does hereby adopt the
following sections as a part of its fiscal policy:
Section 1: The estimates of available fund balances and anticipated resources to be
received in each of the several funds during fiscal year 2000-01 as submitted by the City
- Manager in his proposed budget and as have been amended during the budget study sessions are
hereby ratified.
-- Section 2. There is appropriated from each of the several funds the sum of money as
determined during the budget sessions for the purposes as expressed and estimated for each
department.
Section 3. The City Manager is hereby authorized to administer and transfer
_ appropriations between Budget Accounts within the Operating Budget when in his opinion such
transfers become necessary for a~tmi.istrative purposes.
_ Section 4. The Director of Administrative Services shall prepare and submit to City
Council quarterly a revised estimate of Operating Revenues.
-- Section 5. The Director of Administrative Services is hereby authorized to continue
unexpended appropriations for Capital Improvement pwjects.
-- Section 6. The Director of Adml.istrative Services is hereby authorized to continue
appwpriations for operating expenditures that are encumbered or scheduled to be encumbered at
year end.
Resolution No. 00-189 Page 2
PASSED AND ADOPTED at a regular mecfing of the City Council of the City of
Cupertino this 19th day of June 2000, by the following vote:
Vote Members of the City Council
AYES: BurneR, Chang, Lowenthal, Statton
NOES: James
ABSENT: None
ABSTAIN: None
ATTEST: ~~
Ci /-/Mayor, City of Cupertino
vii
TABLE OF CONTENTS
FISCAL YEAR 2000-01
PAGE
_ TITLE PAGE ....................
COMMISSIONS/COMMITTEES .............. ii
DIRECTORY OF CITY OFFICIALS ............. iii
ORGANIZATION CHART ................ iv
- EXCELLENCE IN OPERATIONAL BUDGETING 1999-2000 ...... v
ADOPTED BUDGET RESOLUTION ............. vi
BUDGET MESSAGE ................. 1
BUDGET STRATEGIES
Mission Statement ..................
Financial Values Statements ............... 6
City Council Goals ................. 7
Proposed New Programs ................. 14
-- BUDGET GUIDE
Elements of the Budget Document ............. 15
Structure of the City's Finances .............. 16
- The Annual Budget Process ............... 18
Glossary of Budget Terminology .............. 19
COMMUNITY PROFILE
- History of Cupertino ................. 23
Cupertino City Profile .................
-- FINANCIAL AND PERSONNEL SUMMARIES
Budget Sumrua~y .................. 35
Revenue and Expenditure Clmrts ............... 36
_ Revenue Summary ................. 40
Personnel Surmnary ................. 50
Five Year Budget Forecast ............... 56
Appropriations Limit ................. 80
DEPARTMENTAL OPERATING BUDGETS
-- COUNCIL AND COMMISSIONS
City Council ................... 86
Telecommunications Commission ............. 88
_ Library Commission ................. 90
Fine Arts Commission 92
Public Safety Commission ............... 94
Recreation Commission ................ 96
-- Planning Comruission ................ 98
Housing Committee ................. 100
-- ADMINISTRATION
City Manager ................... !06
Community Outreach ................. 108
Contingencies ................... 110
- Legal Services ................... 112
PAGE
LAW ENFORCEMENT
Law Enfomement .................. 118
PUBLIC INFORMATION
Community Relations ................ 124
Cupertino Scene .................. 126
Government Channel ................. 128
ADMI2qISTRATIVE SERVICES
Administration .................. 134
Economic Development ................ 136
Leadership Cupertino ................. 138
Accounting ................... 140
Business Licensing ................. 142
City Clerk ....................
Duplicating and Marl Service ............... 146
Elections Services ................. 148
Emergency Preparedness ................ 1
Human Resources .................. 152
Code Enforcement ................. 154
Insurance Administration ................ 1
Management Information ................ 158
RECREATION SERVICES
Administration .................. 166
Cultural Programs - Quinlan Community Center .......... 168
Youth and Teen - Monta Vista Recreation Center ......... 170
Sports and Physical Recreation .............. 172
Senior Pror~ams/Senior Center .............. ! 74
Blackberry Farm - Nature Programs ............. 176
COMMUNITY DEVELOPMENT
Administration .................. 182
Planning .................... 184
Housing Services .................. 186
Building .................... 188
PUBLIC WORKS
Administration .................. 196
Environmental Programs ................ 198
Engineering Services ................. 200
Service Center ................... 202
Grounds ............ · ...... 204
Streets ..................... 206
Facilities .................... 208
Tran~ortation ................... 210
General Services ................ 212
Capital Projects - Project Management .......... i i 214
Fixed Assets Acquisition ................ 216
PAGE
NON-DEPARTMENTAL OPERATING BUDGETS
Interfund Transfers ................. 222
-- Debt Service ................... 224
CAPITAL IMPROVEMENTS
-- Five Year Capital Improvements Program ........... 227
CUPER TINO
May 19,2000
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
Introduction
Since this will be the last budget that I will present to the City Council prior to my
retirement, I would like to give you a little background on the city's changing fiscal
'- position over the past 10 or so years. During this time I have had the pleasure of working
along side a great group of employees who have shared a very simple goal: Prov/d/ng ~
highest quality municipal services to our citizens in the most eJ~'tclent and cost effecilve
I became Cupertino's third City Manager in Jan~mry of 1989. In the imervening years it
has been my pleasure to work with 15 different council members. While coming from a
wide variety of backgrounds and interests, I can say, without exception, that their
common goal was to make Cupert/no the best place to live, work and recreat& Over the
years the various city councils have given me two important things: 1) The resources to
hire the very best staff and 2) The fiw, xlom to operate in a positive and supportive work
environment. As City Manager, I could not have asked for more.
Revenue Diversification
One of the first challenges that was presented to me as the new City Manager in 1989,
was to look for ways to diversify the City's revenue base. The City Council correctly
perceived that the city was overly reliant on sales tax. Sales tax can be more volatile than
other revenues due to external economic forces. The following table compares the
various revenue sources in the1989/90 fiscal year to the current 1999/00 fiscal year.
General Fund Revenue Trends
1989.90 % of total 1999=00 % of total
Property taxes $860,055 6.14% $3,512,000 13.47%
Sales taxes $6,211,500 44.35% $9,497,000 36.43%
TOT $507,580 3.62% $1,840,000 7.06%
Franchise fees $847,355 6.05% $1,804,000 6.92%
Utility tax $0 0.00% $2,308,000 8.85%
Other taxes $1,267,900 9.05% $959,000 3.68%
Use of money and property $1,208,000 8.62% $1,930,000 7.40%
Intergovernmental $1,833,305 13.09% $2,331,000 8.94%
Charges for services $838,295 5.98% $1,465,000 5.62%
Fines $282,150 2.01% $361,000 1.38%
Miscellaneous $150,500 1.07% $61,000 0.23%
Total General Fund $14,006,640 100.00% $26,068,000 100.00%
The goal to reduce reliance on sales tax was achieved in three .categories. First, a new
revenue source, the Utility Tax, was approved by the voters in 1990 to help p~y for the
acquisition of Blackberry Fs.m and the property at Creekside Park. Second, Transient
Occupancy Tax (TOT) has increased through the development of the Hilton Garden Inn,
and the increased demand for hotel rooms in Cupertino. Third, Cupertino's assessed
valuation has shown very strong growth resulting in the increased importance of Property
Tax.
2
I believe the trends of more TOT and more ~rowth in Property Taxes will continue in the
next several years as additional hotels are .buiR and redevelopmem opportunities presem
themselves throughout our community. Cupertino is currently experiencing a high level
of economic interest in the redevelopment of a number of older properties.
Expenditure Control
Along with the goal of diversifying revenues comes the ongoing commih-~ent to control
expenditure growth. Cupertino's department managers have consistently demonstrated
prudent control of costs. Since 1989/90, the city's operating expenditures have grown/ess
than 4% per year, compounded. The consol of expenditures comes primarily from the
fact that Cupertino operates with relatively few employees. We are known as a very
"flat" organization with few layers. This allows us to operate in a "task mode" versus a
"bureaucratic mode". In other words, the appropriate people work together to get things
done regardless of department or level in the organization.
General Fund Expenditure Trends
. IJ IJ
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3
Our Future
Cupertino is in excellent condition to face the future. In addition to the revenue
diversification and expenditure control outlined above, the City Council has.identified the
critical community issues that will be addressed in future years. With the continued
clarity of policy direction and confident decision making by the City Council the city's
employees are prepared to provide effective and creative actions to accomplish the
community's goals.
Conclusion
There is no better community than Cupertino. To have been enmasted to play a role in
this community's continuing improwment over the past eleven years has been my great
honor.
January 30, 1989-June 30, 2000
4
- City of Cuperti#o
- MISSION STATEMENT
-- The environment within our City is interdependent upon a partnership of City Employees,
Elected OJ~'tcials, and the Community. To further this partnership, the City of Cupertino has
agreed upon certain basic values within the framework of the City's policies to better serve the
Community.
· Provideprompt, courteous and equitable service that responds to individual needs.
· Treat each customer and employee with respect, dignity, and sensitivity.
· Support and encourage individual professional growth and innovation to enhance customer
service and employee satisfaction.
- · Create a positive, professional environment based upon teamwork
· As a team, it is our objective to provide the highest level ofsatirfaction in allprograms and
services.
We are proud to be part of the City of Cupertino team and will strive to provide the be, st service
possible.
5
BUDGET STRATEGIES
FINANCIAL VALUES STATEMENTS
The City of Cupertino adheres to the following guidelines and principles in preparing its budget
and conducing its day-to-day and long-term fiscal affairs.
1. Revenue Levels
· Identify and recommend sources of revenue necessary to maintain the services desired by
the community and to maintain the City's quality of life.
· Perfo,~ ongoing evaluations of existing sources of revenue to maximize the City's
revenue base.
· Recover costs of special services through user fees.
· Allocate all internal service charges to appropriate user departments.
· Ensure that Enterprise activities reaiain self-supporting.
2. Expenditure Control
· Maintain operating activities at levels which are offset by revenues.
· Evaluate expenditures at the depa~h~ent and project levels to ensure control.
· Reduce costs and improve productivity through the use of efficiency measures.
· Finance capital improvements through the most cost beneficial methods.
3. Long-Term Financial ~tability
· Pursue consolidation of resources and activities with other agencies and jurisdictions
where beneficial.
· Ensure financial planning flexibility by maintaining adequate fund balances and reserves.
· Provide for major maintenance and repair of City buildings and facilities on a timely
basis.
· Continually evaluate and implement long-t~.u fiuancial planning including technology
automation, multiple year capital improvement programs, revenue and expenditure
forecasting. '6
-- BUDGET STRATEGIES
-- CITY COUNCIL GOALS
1. Library
~ Prcsentation/agreomeat on process for selecting site, architect, and timclincs (3/00)
~ Libr~y Commission to set up pwcess to ensure that citizens are able to use automatic
checkout technology (6/00)
}~ Continue to publicize library expansion topic, create dialogue, and tell people about the
_ advisory vote (completed)
Commission processes:
~, Attend meetings of library support groups, and continue the exchange of agendo.~ and
minutes among library support Groups
- ~ Continue to support and foster the library exchange projects, such as with the sister
library in I-Isinchu, Taiwan
P Continue to monitor library funding efforts and other important library legislation, and
keep the community infoimed
2. Trails Plan
P Stevens Creek Trail
-- * Feasibility ~mdy (8/~0)
· CEQA (12/00)
· Funding Plan (12/00)
· Integrate trail plan with McClellan Ranch/Blackberry Farm Plan (1/01)
~ Implementation of San Tomas/Saratoga Creek Plan (Spring, 01)
- · Street so~cxment, signage and ~trlping
· Creek segment, through Barrington neighborhood
· Bridge (Spring, 01)
-- P Support county-wide adoption of De.a,n:,a Trail
· Resolution has been adopted
_ · County decision about taking the lead (4/00)
· Feasibility study (Spring, 02)
~ Add tra/ls near Regnart Creek (SCVWD) to plan
- · Make this a "spur" mute on DeAnza trail study (Spring, 02)
~ McClellan Runch/Blackberry Farm Master Plan
_ * RFP (Spring, 00)
· Award Contract (Summer, 00)
· Study Session (6/00)
-- · Complete (Summer, 01)
7
BUDGET STRATEGIES
CITY COUNCIL GOALS
3. Youth Issues
~' Break ground on skateboard park (12/31/00)
P Teen Center Implementation plan (Options include: Library or Blue Pheasant) (12/00)
· Report to Council (12/00)
· Report on alternatives for a pilot youth program (Sunnyvale-Lc Boulanger) (6/00)
· Investigate fo..ation of a Youth Commission (8/00)
· Look at models from three cities
· Present options and recommendations
4. Pursue "Downtown" Development Opportunities
P Ensure that "walkable city" concept is present in all City development/redevelopment
projects
~' VALLCO
· Develop Plan B with the Economic Development Committee (3/00)
· Complete the redevelopment process (6/00)
P Compaq
· Lan'y Cannon presentation to council (3/00)
· Council meets with Compaq (5/00)
* Include property backing onto 280
· Plant canopy trees (Compaq or City at Compaq's expense) (8/00)
~' Pegasus/Villa SeL~,
· Tour housing sites (3/00)
· Brainstorm ideas (6/00)
· City Center
· Continue the development process
· Application filed (2/00)
1~ Begin discussion of"Civic/Town Center" downtown (3/00)
5. Street Safety- Walk, able Community
~ Plan for street safety/traffic calming in Bubb/McClellan area · Technical traffic solutions are all in place
· Need direction from council on pursuing social/human behavior solutions
· Add crossing guard at Bubb Rd./Hyannisport Drive (2000/01 Budget)
_ BUDGET STRATEGIES
-- CITY COUNCIL GOALS
~ Hold a community wide forum (Community Congress) to include this topic (Fall, 00)
~ Install Portal Traffic Calming (6/00)
~ Remove devices at Pacifica (gate), Torte/Stevens Creek (porkchop), Kim Street (gate)
· Klm Street: Evaluate post Home Depot opening (5/00)
· Pacifica and Torte (2000)
~ Develop alternate approach to getting neighborhood traffic calming approved. (After
_ neighborhood meetings, if requested by council member, a noticed public hearing could
be held in lieu of a petition.) (Completed)
-- 6. Diversity
} Highlight and show trends in staff diversity (Report on changes on staffand commissions
-'- over past 5 years) (Completed)
P Have a Community Congress this year (5Cs, PDC, et al) (Fall, 00)
P Add "language-specific" programs at new Senior Center
· Program development based on needs survey 02/00)
· Begin programs (3/01)
-- ~ Sustain SCs through new city manager, staff, and PDC presence and continued support.
Fifty thousand in budget for PDC support (Completed)
~ Have the Fine Arts, Parks & Recreation, and 5Cs look at holding a multi-cultural festival
-- · Plan event (2000)
· Hold event(Spring/Summer, 2001)
_ · Assign Laura D. Lee and Julia Lamy as staffto support; Lead fi'om 5 C's
7. Economic Development
P Encourage healthy environment for retail growth
P Identify tools to revitalize retail (7/00)
-- · Exploring an incentive plan
· Small focus groups with small commercial centers to determine incentives
_ 3. Continue to market Intemet incentive policy; add as a component of review for new
development
)* Evaluate transit/transportation implications of economic development strategy
8. Policy on International/Global Participation
-- ~ Clarify city policy regarding sister city/friendship cities
1~ Recommended city guidelines will be developed for Council appwval and publication
(9/oo)
9
BUDGET STRATEGIES
CITY COUNCIL GOALS
9. General Plan ·
}~ Council to review scope of General Plan update with new City Manager and Public
Works Director (12/00)
~ Have a joint session with Planning Commission, Council and senior staffon land use
(target areas: mixed use, transportation, walkability) (11/00)
1~ Evaluate transit vs. higher densities on Stevens Creek and DeAnza (6/01)
· Update Stevens Creek - Heart of the City Plan -- attention to densities needed to
make walksbility work.
~ Develop criteria for conversion of commercial land use to office (9/00)
~ Retail Plan as part of Economic Development/fiscal element (6/01)
Commission Processes:
P Conduct a comprehensive five year review of the General Plan (6/01) · Evaluate traffic improvement options
Compare development standards with other cities
· Shift industrial potential to oflice/reta/l/commercial
· Evaluate flooding solutions
· Look at park needs
· Evaluate impacts of development on infrastructure such as store, drains, sewage,
traffic
· Revisit compact car parking allowance
10. Residential Development
~ Review FAR for multi-family (4/01)
Commission Processes:
Single family/duplex/multifamily (4/01)
· Lot size/setbacks/design for small lot square footage
· Review RI FAR
· R2/R3 zoning and development issues
· Review hillside exception pwcess
· Evaluate in-fill housing densities
· Review housing policy imPact oftradifioual lot sizes versus small lot sizes
10
-- BUDGET STRATEGIES
- CITY COUNCIL GOALS
11. Public Safety
~ Review traffic safety issues
· Implement turning restrictions from Home Depot into neighborhood (4/01)
· Continue work on traffic safety around schools (Use Bubb/McClellan study as
possible framework for city-wide use.)
-- * Traffic safety commission to refer specific items to staff for impleiiientation
· Imple~-~-~ent red light violation cameras (9/00)
· Review traffic safety for pedestrians
· Identify sign obstruction fi~m trees/shrubs
· Refer items to Public Works for maintenance program inclusion
-- · Review timed signals at Highway 85/Stevens Creek Boulevard (9/00)
~ Continue emphasis on Neighborhood Watch and Disaster Preparedness
· Emergency preparedness coordinator transition in place
· Evaluate expansion of the CERT program with a contractor
~ Review Emergency Plan (9/00)
_ 1~ Evaluate pros and cons of booth at art & wine festival
P Develop a residential burglary impact & prevention program
· Home Safety Handbook
-- · Letter to victims of burglary
· Flyer on getting to know your neighbor
· Specific personal safety brochures
· Evaluate methods for communicating (electronically and in writing) to non-English
speaking population regarding crime prevention
12. Affordable Housing
-- ~, Provide housing opportunities for Cupertino workers
P Evaluate results of current policy on targeted groups (6/01)
~ Look at other communities' housing assistance programs for teachers
· Evaluate and make recommendations (11/00)
· Working with school district on Vallco redevelopment regarding housing assistance
_ (9/O0)
· Pursue TCAA Teacher Program for all Cupertino Apartments
· Number to date
-- · Approach other Apartment complex owners about participation (9/00)
ll
BUDGET STRATEGIES
CITY COUNCIL GOALS
Commission processes:
Increase the supply of affordable units
Prorh0te creation of employer assisted housing
Preserve existing stock of affordable units
13. Telecommunications
Telecommunications Commission to encourage broadband access throughout the
community (DSL, etc.)
Integrate Rancho into main system (4/00)
Promote thc use of video and media arts in schools through the grant awards process
(12/00)
Do a wireless facilities master plan
· Schedule a meeting of key PC and TC members to go over plan (6/00)
14. Fine Arts
Make specific recommendations about events that support visual end performing arts,
including cross cultural events (11/00)
Report on propbsed per~aanent art placement policy for public and private spaces (2/01)
Oversee selection of artist and installation of public art at Four Seasons Plaza
· Selection (9/00)
· Install aRer apa~haents and hotel are completed
Commission Processes:
Evaluate a children's mural class and project at Quinlan Community Center
Outreach to other community arts organizations
Continue Fine Arts grants pwgrams
Continue Distinguished Artist award
Continue student art at Ch~ay Blossom Festival
Increase community awareness of city's role in supporting arts
15. Annexation
Garden Gate: Follow process used in Rancho Rinconada (12/00)
Monta Vista: Use island ~mnexation procedures; proc~c,d with community
notiee/meoting(s) (6/01)
Creston: Col~tinue city policy (when contiguous, anm~X one lot at a time)
-12
- BUDGET STRATEGIES
- CITY COUNCIL GOALS
16. Human Services Funding
~ If available, concentrate additional human services funding on affordable housing
proigams
~ Commit to current funding levels with annual CPI increase (Completed)
~. Increase Senior Day Services to reflect Cupertino client base (10/00)
17. Building Strategy for Sports Center
-- P Present alternatives to council (3/00) }~ Adopt composition of Design Committee (5/00)
~, Present building alternatives to council (6/00)
~ Begin Master Plan phase (7/00)
}~ Adopt Master Plan (3/01)
18. Technology
_ P Update five-year Technology Master Plan (9/00)
· Evaluate GIS, IT, and video integration (6/01)
~ Complete GIS study and.plan (6/00)
* Develop eiectronic tracking system for p~mit applications (6/01)
· Complete City Channel rewiring (4/00)
~, Train employees on Finance/HR system (4/00)
P Implement records management system (6/01)
P Evaluate automated building inspection request system (12/00)
19. Digital Time Capsule
- ~ Collect video, stories, etc. for'the year 2000 as a separate page on city's web page (1/01)
Photo history of Senior Center, festivals, development projects, etc.
· Captions of key happenings
Historical society contribution
· Ask for "Year in Review" summaries (e.g. Courier)
13
PROPOSED PROGRAMS
Proposed Programs for the 2000/O1 budget include:
$200,000 Provides funding for DeAnza Trail feasibility study.
Funding Source: General Fund.
$125,000 Provides funding for Stevens Creek Trail CEQA.
Funding Source: General Fund.
$ 80,000 Provides funding for new chairs for the Council Chambers.
Funding Source: General Fund.
$ 50,000 Provides additional funding for operating a joint animal shelter.
Funding Source: General Fund.
$ 50,000 Provides funding for a revolving fund for dangerous.building abatements. Monies
will be replenished over time as liens are paid back to the city.
Funding Source: General Fund.
$ 50,000 Provides funding for a plan cheek contract- stafftransition.
Funding Source: General Fund
$ 40,000 Provides funding for one year of operations for the Historical Society.
Funding Source: General Fund.
$ 25,000 Provides funding for Stevens Creek Trail feasibility study.
Funding Source: General Fund.
$ 23,888 Provides funding for a part-time recreation coordinator for the new teen program.
Funding Source: General Fund.
$ 20,000 Provides funding for a bike program.
Funding Source: General Fund.
$ 10,000 Provides funding for a retail analysis.
Funding Source: General Fund.
14
-- BUDGET GUIDE
-- The budget is the City's fundamental policy document. It describes the City's goals and details
how resources are allocated to achieve these goals. In addition, the budget serves as the annual
financial plan, an operations guide and a communications tool.
The budget guide provides an overview of the elements of the budget document. It describes the
structure of'the City's finances and the ano~AI budget process and includes a glossary of budget
terminology.
_ ELEMENTS OF THE BUDGET DOCUMENT
The budget document includes the following key elements:
1. Budget Message: Thc Budget Message is the City Manager's transmittal letter submitting
the budget to the City Council. The Budget Message summarizes the City's current and
- long-term financial position, highlights new program.s and organizational changes addressed
in the budget and outlines both short and long-term goals of our city government.
-- 2. Budget Strategies: The Budget Strategies section includes thc City's mission statement, the
Financial Values of the City and identified City Council goals for thc fiscal year. The 2000-
01 operating budget addresses the implementation of these goals and explores various
revenue enhancements and cost reduction measures.
3. Financial Summaries: The Financial Summaries section provides financial information on
projected revenues, expenditures, fund balances and reserves. This section includes the
Budget Summary of Funds as well as detailed fund descriptions and information on all
-- revenue sources and expenditure projections.
In addition to 2000/01 information, this section includes fund balance trends and detailed
-- revenues and expenditures projections for the next five years.
4. Departmental Operating Budgets: The Depa~huental Operating Budgets section details
-- historical and proposed expenditures by operating depa~'~uent. The City is organized into
eight key operating functions, including the City Council and Commissions, Admini~h-,aion,
Law Enforcement, Public Information, Administrative Services, Recreation Services,
Conununity Development and Public Works. Each deparimeni budget includes a summary
narrative, financial info. mation regarding the department and each of its major divisions and
_ personnel information.
15
BUDGET GUIDE
Departmental expenditures are divided into five categories, which include the following charges:
Employee Compensation represents permanent full-time and part-time salary costs, overtime,
Medicare at 1.45%, PERS retirement at 7.0% and health insurance costs.
Materials represents items purchased for repair and maintenance, operational activities such
as books, uniforms and recreation supplies, and office supplies.
Contract Services represents legal, consulting and other professional services, contract repair
and maintenance, utility charges, training and memberships, equipment rentals, insurance and
employment services.
Capital Outlay represents expenditures for tangible fixed assets including land, buildings,
furniture, equipment and City vehicles.
Debt Service/Other represents principal and interest payments on outstanding debt and
interfund transfers.
5. Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section
details historical and proposed expenditures for the functions of intcrfund transfers and debt
service.
6. Capital Improvements: The Capital Impwvements section details the proposed capital
pwjects for 2000-01 through 2004-05. These projects are organized into six categories:
Parks, Buildings, Medians and Overpasses, Streets, Traffic and Storm. The five-year budget
denotes funding sources and a description of each project. In addition, unprogrammed
capital improvements are also identified and listed.
The City Council approves funding of the Capital Improwwents on a yearly basis.
STRUCTURE OF THE CITY'S FINANCES
The City's finances are structured in a variety of funds that are the basic accounting and
reporting entities in governmental accounting. The funds that comprise the 2000-01 budget are
grouped into two major categories, Governmental Funds and Proprietary Funds. The purpose of
each of thc various funds within these two categories is described below:
16
-- BUDGET GUIDE
-- GOVERNMENTAL FUNDS
Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant
-- Funds. They are accounted for under the modified accrual basis of accounting.
Tax Supported Funds include the General and Capital Improvement Funds. Thc General Fund is
the primary operating fund for governmental services, funding traditional tax-supported activities
such as law enforcvment and community development. The Capital Improvements Fund is
utilized for the acquisition or construction of major capital facilities.
Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental
-- Management and Leadership Cupertino funds. The use of Special Revenue Fund resources is
legally restricted for specific purposes.
- Federal Grant Funds include the Federal Housing and Community Development Block Grant
programs. The Community Development Block Grant is a federally funded program for housing
assistance and public improv~Luents.
PROPIHETARY FUNDS
Proprietary Funds include Ent~,prise Funds and Internal Service Funds. They are accounted for
under the full accrual basis of accounting.
Enterprise Funds, including thc Water, Resource Recovery, Sports Center, Blackbv~ly Farm,
Recreation and Senior Center funds, are used to account for operations that are self-supporting
- with user fees covering expenditures.
Internal Service Funds include the Workers Compensation, Management Information Services,
- Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise
Funds, except that fees are charged to user City departments ~o cover the costs of services
provided by the activity.
COST ACCOUNTING
The City utilizes cost accounting to more accurately reflect all costs associated with each activity
center. Charges include direct and indirect support services, equipment and computer charges,
_. and maintenance type allocations. Charges arc included in thc annual budgci and charged
monthly to the activity accounts.
17
BUDGET GUIDE
THE ANNUAL BUDGET PROCESS
The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. The budget process
is an ongoing process which includes the phases of development, proposal, adoption, and
monitoring.
The budget development phase begins in February with the preparation of budget instructions
and goal setting sessions by the City Council and City Manager. During March, depath~ents
prepare the budgets for which they are responsible. These proposed department budgets are
reviewed by Finance and compared to current and prior year trends. The City Manager then
reviews the proposals with Finance and departmental staff and makes final adjustments. The
proposed budget is then submitted to the City Council in May.
During the months of May and June the Council considers the budget proposals at a series of
City Council Work Sessions and meetings. At this time, the Council hears fi'om Boards,
Commissions and community groups regarding budget requests and recommendations. Prior to
June 30, the City Council holds public hearing(s) on the budget and then adopts the final budget
by resolution. The adopted budget takes effect on July 1, the first day of the new fiscal year.
After the budget is adopted, the City enters the budget monitoring phase. Throughout the year,
expenditures are monitored by Finance department staff and depathnent managers to ensure that
funds are used in an approved manner. Adjustments to expenditures within or between
departmental budgets-are accomplished on an as-needed basis administratively throughout the
year. City Council approval is required for additional appropriations fi, om fund balances or for
new re. venuo sour~e8.
18
-- BUDGET GUIDE
-- GLOSSARY OF BUDGET TERMINOLOGY
The City's budget contains specialized and technical terminology which is unique to public finance
and budgeting. To help the reader understand the terms, a glossary of budgetary terminology has
been included in the document.
Adopted Budget - Revenues and appropriations approved by the City Council in June for the
following fiscal year.
Allocated Costs - An expense charged by one dep~,utwent/division to another for services
perforated or expenditures of a general nature which are charged to one main account and allocated
-- to other dep~u hssents/divisions by a specified formula.
Appropriation - An authorization made by the City Council which p~mits the City to incur
obligations and to make expenditures of resources.
Budget - A financial plan for a specific period of time (fiscal year) that matches all planned
-- revenues and expenditures with various municipal services.
Budget Amendment - A legal procedure utilized by the City Manager to revise a budget
appropriation. AdjusU-aents to expenditures within or between departmental budgets may be
accomplished administratively. City Council approval is required for additional appropriations
_ from fund balance or new revenue sources.
Capital Improvement Program - A plan for capital expenditures to provide for the acquisition,
- expansion or rehabilitation of an el~-ent of the City's physical plant to be incurred over a fixed
period of several future years.
-- Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets.
Cost Recovery - The establishment of user fees that are equal to the full cost of providing services.
Department - A major admires' trative sequent of the City that indicates overall management
responsibility for an operation or a group of related operations within a functional area.
Divisiou - A unit of organiTntlon which reports to a depadmenL
19
BUDGET GUIDE
Enterprise Fund - A fund established to account for activities that'are financed and operated in a
manner similar to private business enterprises, in which costs of providing services are fully
recovered through user fees.
Estimated Budget - The s~ams of appropriations between July 1 and June 30. Includes the adopted
budget, budget amendments, prior year encumbrances, approved carryforwards, and transfers
between objects, divisions and deparunents.
Expenditure - Utilization of fund resources. Expenditures include operating expenses, debt service
and capital outlays.
Expenditure Category - A basis for distinguishing types of expenditures. The major expenditure
categories used by the City are: employee compensation, mat~ials, conlract services, capital outlay
and debt service.
Fiscal Year - A twelve-month time period signi~ing the beginning and ending period for
recording financial Wansactious. The City has specified July 1 through June 30 for its fiscal year.
Fund - A fiscal and accounting entity for which the recording of financial transactions is made for
the purpose of carrying on specific activities in accordance with the requirements placed upon the
use of financial resources.
Fund Balance - The net effect of assets less liabilities at any given point in time.
General Fund - The fund used to account for the major operating revenues and expenditures of the
City, except for those financial resources that are required to be accounted for in another fund
category. General Fund revenues are derived primarily from property and other taxes.
Goal = Broad mission statr, ments which define the purpose of a department.
Internal Service Fund - A fund used to account for the services provided by one dep~uhucnt to
other departments on a cost-reimbursement basis.
20
-- BUDGET GUIDE
-- Operating Budget - A financial plan for the provision of direct service and support fimctions that
provide basic governmental services. The operating budget contains appropriations for such
expenditures as employee compensation, materials, contract services, capital outlay and debt
-- service. It does not include Capital Improvement Project expenditures.
Reserve - Ah account used to designate a portion of the fund balance for a specific future use and
is, therefore, not available for general appropriation.
_ Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits,
and other sources.
Section - A unit or organization which reports to a division.
Self-Supporting Activity - An enterprise activity where all service costs (including principal and
- interest debt payments) are covered solely from the earnings of the entexprise.
Subsidy - Supplemental resources provided to ensure adequate funding when anticipated
-- expenditures exceed revenues.
User Fees - Fees charged to users of a particular service provided by the City.
NOTES
22
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· ..~ · ~ ;.~k~.. '~:.. ,.~' .~_ , ~
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"'e': ....: ' '"' '"' "' ~'- ~o, I~; ~'~ ~ ~ b~ ~ S~s Cr~k.
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¢,. , .., .:,. ........ m ~.:~, ~
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· ..,. ~ont. In 19~. ~e
~e
,....... ~.~:'.. ..: ~ .. '...,.',..,..
.... · ' owes its ~me'.~ earliest
..,. .... ·
".'.': ."":.~'"'. .... '. "' .... " eCo t~e 1776
:. ~..,... ~?~ ..' ... ?...~,~.~ ":' :~ " ........ 0~0~
...... ~ i ~' ', '~ ~ ~ }~' "~'
~ .-~*~,~..',.~ ..........~..,,; .... :.:}C ... .. ~.., ~:~..
......... ~. ' r phm~ their hnd
~g
.. ~ · ' ...... ',,~",'. S~m Cica
· ~' .1955 election.
'"~ ' , on Octobe~
:.. 10, 1955.
creation I~ Business
· ~ .... ' i~ and Indusu'i~l i owners,
· ..: .~. ~' ....~.'?~ .... 17 derided to lx/ol i 6 sold to Varian
: ;?. As~:iates, a thriving :1 by RuaseU Varian,
:": : l: Varian
....... · " ........ ~t'.~ '? ~.,'.?' '~'~: '~~s~. - ~ .~,
Associates and t
" '?"*::" ""'""~"'?'~ ' ~ Tbis~ psd~
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~ · ~.:. :!.. .;:: ... .: .. ":~,~.~. '.i!..:.~:"::.:~ '..:!~!:,~.:~..=.,:-/~.'?~
1999
Co. mmuni, ty
'conq .m c
Pro
·
he ciO, of Cupertino, bigh-tech heart of training'in math, physics, computers and programming is offered. In addition,
Silicon Valley, was born from a communiO, one of the area's leading performing arts facilities, the Flint Center, is located
of farmers. In 1955, when Cupertino on the De Anza College campus.
o.O?ckdly became the 13th c#y in Santa Students and residents interested in higher education may also attend
Clara CounO; itspopulatton was about classes at National University in Cupertino and at satellite campuses for the
~,000 and its geographtcalarea University of San Francisco and University of California, Santa Cruz.
encompassed3. 76 square miles. As home to many well-known high-tech companies, Cupertino offers a
dynamic and exciting business climate. Apple Computer, Inc. is headquartered
Today, with a population numbering more than 50,000 and city limits in the city, along with Symantec Corporallon. In addition, key divisions of
stretching over 11 square miles, Cupertino is considered to be one of th{ San Compaq Computer Corporation, Hewlett-Packard, Honeywell-Measurex and
Francisco Bay Area's most prestigious cities in which to live and to work. Sun Microsystems, Inc. are located in Cupertino.
Among the many factors that make Cupertino so desirable are: the city's The city's proactive economic development efforts have resulted in a
highly acclaimed educational programs, its vibrant business environment, its number of innovative, mutually beneficial partnerships with local companies.
convenient access to major transportation systems and its attractive, The city strives to retain and attract local companies through policies of
well-planned neighborhoods, balanced growth and streamlined permitting.
Schools in Cupertino are operated by the Cupeflino Union School District Cupertino residents who work for many of these companies have a very
(CIJSD), which serves students from kindergarten through 8th grade in several short commute to their jobs. Others, outside of the city, use transportation
different cities, and the Fremont Union High School District (FUF, SD), which corridors that serve the area, such as Highway 85, Interstate 280 and Lawrence
operates five high schools in Cupertino and nearby cities. Expressway.
Twenty elementary schools and four middle schools are under the CUSD On the retail side, residents and visitors can browse in a variety of small
umbrella, along with several alternative educational programs. Nalionally specialty shops or at Cupertino's Vallco Fashion Park mall. The mall features
recognized for its innorative use of lechnology to enrich student learning, the large department stores~Macy*s, Penney's and Sears~along with popular
district's reputation reaches around the world. Many of its schools have chain stores, such as Victoria's Secret, Express and Natural Wonders. Weary
individually been honored by state and federal programs recognizing shoppers can take a breal~ and watch skaters at the mall's ice skating rink, or,
educational excellence, ff there's energy enough, try a mm on the ice themselves.
The high school district, too, has received numerous honors. Two of its Ice skating is one way Cupertino residents and their families stay active.
schools have been selected to participate in California's Digital High School But, ff that doesn't appeal to you, the city's parks and recreation department
project, and will benelit from state funding for technology programs. With the provides between 400 and 600 recreational classes and acrid'ties each quartm'.
recent passage of a $144 million bond measure, the FUIISD has plans for Among those offerings, there's something for everyone, from aerobics to
major facility improvements at each of Its high schools, including renovations aquatics, computers to karate, belly dancing to bowling. The departmeat also
and new construction projects, operams a sports tenter, a community center and a senior center, which is
School bond measures usually fare better in Cupertino than in other being rebuilt and expanded to accommod~t,, the increasing number of people
communities, because business and civic leaders, as well as Cupertino citizens, who participate in its outstanding programs and services.
ar. lively support both school districts. Whether it's through financial donations Of course, a community is more than its schools, its businesses and its
or participation in fund-raising events, this citywide interest and involvement in quality of life. A community is its people. And, Cupertino's people come from
education is one of the key ingredients behind the success of the elementary all over the world, from all walks of life. The city prides itself on being a
and high school districts in sm'ving Cupertino students, diverse community and appreciates the cultural differences that make each
One of California's premiere community colleges also is located in resident individual and unique. Leaders in government, business and within the
Cupertino. De Anza College, named "tnost wired community college in the community have made strong commitmmts to promote and enhance cultural
U.S." by Yahoo Internet Life, serves nearly 25,000 students per quarter. The richness in the city. As a result, Cupertino has become a place --
college operates a planetarium and an Advanced Technology Center, where a community -- that people are proud to call home.
1999 CITY PROFILE
The City. of Cupertino was incorporated on Oct. 15, 1955 and operates as a general law Assisting the city. council are several advisor, boards and conunissinus: Affordable
city with a city council-chy manager form of government Five council members serve Housing, Taleconunonications, Fine Arts. Library, Planning, Audit, Parks and Recreation
four. year, overispping terms, with electioas hein every, two yeass. The councli meets twice and Publin S~lety.. Members of the voinnteer boacds are appointed by the city cooncll and
-- a month, on the first and third Mondays at 6:45 p.m. in City. Hall. vacancies are announced so that interested residents may. apply for positions.
Municipal services are provided by the city's 122 full lime employees. City depart-Reatdeats are kept informed about city sen~ces and programs via a month~.'
ments include administrative services (treasury, finance, human resources, city clerk, newsletter, the Cupertino Scene, Cupertino's government access cable TV channel, The
management ioformalon se~ces and economic development divisions), conunonity City C~onnel, and our on-line sen'ice provider, CityNet This yeas, an Intemet Web site was
_ development (planning and building), parks and recreation, public worlds (co~tneerin8, established to promote economic development and information to the community.
maintenance, transportation and emirunmeotal divisions) and public informatinn. Police The city sponsors several special programs throughout the yeas, including an
service is contracted through the county and fire sen, ice is provided through the Central economic development summit, awards ceremony for community volunteers, a student in
Fire District. govermnent program, holiday m:mational activities and a 4th of July llreworks display..
COMMUNITY FACILITIES TRANSPORTATION
Cuper, inolssetvedbytheCoperllnoMedlcalClinicondCaminoHealthCare. NendF · Ra//-- Southern Pacific, SanJose to San Francisco, MthspurlineinCupertino.
hospitals include El Camino Hospital in Mountain View, O'Connor Hospital in San Jose, · Oarmtght Delivery to -- Reno, Sacramento, San Francisco and Los Angeles.
San Jose Hospital, Community Hospital of Los Gatos, Kaiser Permanente Medical Center · Air-- Seven miles north of San Jose International Airport; 32 miles south of
in Santa Clara, Stanford Hnspiul in Palo Alto, and The Forum at Rancho San Antonio, a San Francisco Airport.
continuing care retirement ccoter in Los Altos. · Bm-- Santa Clara County Transit S~tems, Gt'eyhunnd bus lines.
· Water -- 20 miles south of Port of Redwund City.
HOUSING · H~gtna~ys -- Interstate Rom 280, Statel{oute 8S,~J.S. 101, Foothflltxptessvay.
Rentals for one and two bedrootn apartments ami doplexes range from $1,025 to INDUSTRIAL, COMMERCIAL,
$2,086 per month. Rent for a three bedrunm honse ranges from $1,500 to $3,050 per
month. & RESIDENTIAL PROPERTY
The average pt'Ice of existing single family humes was $621,807 as of July 1999. The totel ar~a of incorporated City of Cupertino is approximately 10.4 squnre miles. In
The average sale price for a condo or townhonse was $350,570. (Source: Silicon Valle), addition, there are approximately 0.96 square miles of unincorporated areas within the
~ ~CReallors) City's boundasy. Lafld avatlab[e ~ developmeot is as follov,~: hillnlde re~idellflnl 556
(395 acres), commercial .2% (21 acres), residential 1% (26 acres), office and induatri-
TAX RATES & GOVERNMENT SERVICES al .3% (69 ac~s). Commercad and may nm as ~ as $1,500,000 per acre, office
space lease rates range from $1.70 to $3.00 per square foot, aH sen'icus included. Retail
1. Residential, commercial, indostrial property is appraised at foil market values ns itspane lease rates tnmge from $1.20 to $2.55 per square runt, ell services extra. The
existed un March 1, 1975, with inereases limited to a muslmum of 2% anunally, office ond R&D vacuncy rates range from 0-3%.
Prope~. created or sold since March 1, 1975 will bear fall cash value as of the Fees are assessed for the following: Street lighting, storm drains, water, plan
time created or sold, plus the 2% annonl inerease. The basic tex rate is $1.00 per checking inspectinn, park (residential only), sever, coostmction tax, and a sehunl
$100 foli cash value plus any tax levied to cover bonded indebtedoem for county, district fee.
city, school, or other taxing agencies. Assessed valuations and tax rates are
publtshedaunanllyaHerJuly 1st. SANITARY DISTRICT
2. Industrial and commercinl property tax rotas per $100 nssessed value varies Sanitary sewer service i~ provided by the Cupertino Sanitary District The District hns
from $1.0448 - $1,0471 depending on the tax rate ase~ pursUer, ed 8.6 million gallons per day capacity in the 167 million gallon per day San
Jose, namin (~ara Poll~on Control rant The water Pollution Control Plant is a three
~.,ansacttous & Use Tax: .5%, Point of Sale: 1%, 8tare: 6%, County:..25%, $216.00 per year and the commercial ehan3us, based on water usage discharged, range
Total: 8.25%. from $1.474 per 100 cubic feet to $3.685 per 100 cubic feet plus a $1.14 per year
~ br ~e~ unit of separate occupancy of a commercal or Indusu'lal prentise.
4. Asse~-M Valuation: (,%hah'ed and Unsecured) Connection fees, ff not predousiy pnid, are payable br aH parcds not currently
Eopertino $6,043,942,654 (1998-99) served bythe District:
County $147,074,863,200(1998-99) Front funtage leas range from $16.50 to $46.20 per foot; acreage fees range from
$910 to $1,300 per acre; additional dwelling unit fees are ~ for each unit
UTILITIES exceeding a density of 3.1/2 unlis per acre at rates of $325 to $420 per unit; and
· Natural Gas and Electric -- Supplled by Pacific Gan and Electflc company, perday exc__,n'd~l,120gallensperdayperacrenirates$1.44toSL87pergallon.
10900 N. Baney Ave., Coperdno, (800) 743-5000. All k, es and ~ are due and .payable prior to approral and issuance of a District
· Telephune service is supplied by Pacific BaH. POt rusidenlinl service hunk-up call coonecclun permit. Each connector par~ a connection permit fee of $76.00 and sewer
(800) 310-2355; for business service call (800) 750-2355. sen'Ice charges in advance to June 30, at which time the service charges are collected
· Cable'fV--TCICablevisiunofCalffomin, (408) 257-5388. un the tax mll.
· Carl:age -- LosAltos Garbage. (4O8) 725-4O20.
STREET IMPROVEMENTS WATER
There are City standard dedication requirements. Improvement reqniremants include. Water Service is supplied by San Jose water Works and caltfornin Water Service CO.
half of streets along frontage, plus nearest connec~on point br storm and water line.
_ 25
- Cupertino. . &
Sdhools ' ' %ofCrad,,~..g Verbal Math %English
# of Takers Seniors Mean Meall lit 'Lallg
Districtwitle l127 students or 71% of tlm claas of1997 C~SH 1994 118 49% 517 554 59%
tn ttm fiv~ high schools of the Frernont Union High 1995 124 45% 516 570 54%
Scbool Distn'ct scored an m~age of 547 on tim verbal 1996 130 49% 551 607 59%
masontng section of the SclnRcts'tic Aptitttde Test (S~ 1997 152 61% 510 565 47%
cornt~n~ u~th tlw Ca,fotura average of 4,~ and tl~
national average of 505. Local stud~nts substanti~ly
outscoredtl~n'rstateandmaionMp~ersin l:l-I S 1994 132 32% 504 540 57%
ma#mmattctdmasoningu*itbanavtmug~ofC09. Tl~e 1995 116 45% 487 534 46%
math average in California is 514, and tt~ na#onal
at~mg~ fbr math is 511. Students ~ tills ea~m as
APPROXIMATE RACE/ETHNIC
junior or senior year of h~b scbooL
BREAKDOWN FOR CUPERTINO SCHOOLS
four-ya~r lm, lod ugng the movntm~ norms. Onrndl,
tie scores have continual to climb owr recent yetrm 1991-92 ASIAN HISPANIC BLACK WHITE OTHER
ewn as tim percentag~ of test takers who speak Fremont Union High School District 30% 11% 3% 52% 4%
English as thetrflrst ktngttage has dec~. The Cupertino Union High School Dlatrlet 30.8% 4.5% 1.7% 62.2 .8%
tncrettse in tl~e CdT ~coms coincides with an increaae
tnthenumberandpercenttg~ofstttdtrntstakingthe Average 30.4% 7.75% 2.35% 57.1% 2.4%
. most rigoroua currlctdum as ua~l $ tn the number 1996-97
and tn~,centt~ of stu&rnt$ m~ctlng advanced Fremont Union High School District 36% 12% 3% 43% 6%
placement courses in the junior and sentorym~ of Cugertino High School District 39.7% 3.8% .5% 54.2% .8%
h/gb school Loea/average stmabnt ~ on Average 37.85% 7.9% 2.25% 48.6% 3.4%
this ea~rn is consistent with otl~r nmaeums of ~t ._~ ~~
aclrlevement adrntn~mrted by ti~ school district. Source.. Carol ~ Cupertino City Planner~ Office
Voter Registration Approximate t'~'~
CLIMA
~ 2~,~ Breakdown for
co~ m,~2 Cupertino: tverage Temperature Rain Humidity
Maior?arty ~'~ Period ~ Mean Max Inches 8am
Registration: ~ J~ 40 'i9 57 2.82 85 66
~ ~,o~ {~) ~ ~ ~R 46 57 69 1.09 73 56
~,s=s (.o~.n~) s~-c~c~a~ JULY 54 67 81 Trace 65 54
~oua~ ~7,,9o m) a~o~o~ OCT 49 61 74 .65 62 58
231,155(R)1~0,414 (I~-l'a.,mm) -.,,~~~--\ YEAR 47 59 70 14.05 70 58
so~. ¢ounty R~arar yrot~ Elevation.. 236Feet sou,~. ~
E CO OMI6 GR 0 WTH TRENDS
19~5 I~t96 1997 1
Populltliml in tile Connty 16U7,700 1612,258 1671,400 1,659908
lot;ti Taxzil~ln ~;ah~s; Cotmty' 22,501.360~ 25.257.736' 25,793.716' ;twill ill Oct.
P~)l]tlhdinrq irq (hly Drafts ,13.489 47,.627 44.800 50,868
Occ~ q~md Bw~lliml~ - City 15,665 15,707 17,065 17417
S(;hool E~rollm~rd gr K S 14.507 14 ~¢77 ~5,240 15,313
School Enr olhnefqt 6r 9 12 ~, 199 8,380 8762 8.822
26
Characteristics of Labor Force
A large number of companies are not unionized due toprogressite empko~ benefitprograms. Wage rotes, extent of unionization, fringe benefits,
ami related information for specific industries and job classifications may be obtained from the State fmploj~nt Development Department locat-
ed at 297 ~est Hedding, San Jose, CA 95110 or at 800 CapitoI Mall, &~ramento, CA 95814.
MANUFACTURING EMPLOYMENT NON-MANUFACTURING
- IN CUPERTINO EMPLOYMENT
~ ar~ o~r 50firr~ ~ngag~ng ~ man#facturtng or re, arch ~ de~loprt~nt tn ~ootlfdl~ean~
,- Cn/~,rt~o./ead~g group c/~es ar~ ~,ctrom'cs. The/ar~tfir~ in C~rt~no ar,: Communi .~ College I~trict .................. 3,000 ........ ~uca~on
~ of C_~OI~ FMPLO~.'G PRODUCTS tupelo Union School Dls~'lct ............1,400 ........ Educallon
Fmmom IJnlon High School Distrt .......... ~45 .......... F~lucalion
~ ltewlett-Parkard .................. ~300 ....................... ~mputers
Pacl~c Ga, & ~-Iectrl¢ ......................... 278 ........ Gas~ectric
tpple ~mputer .................. 3,000 ......... Personal ltome ~mputers JCPenney. ........................................ 250 ...............
~ Iandem Compute~ ............... 3,000 ....................... ~mpute~ Target ........................................... 250 ............... Retail
Se~ ............................................ 2~0 ............... Retail
$.~mantec Co~p .................... 1300 ........ Personal Computer Software
Mer~.s ......................................... 122 ............... Re~
~ Itoneywell-Measurex Corp ...........375 .................. Process
llallonal Software Corp .............. 575 .............. Software 12~elopmmt
- ~~ THE
SANTA CLARA
7 }-. ,~ COUNTY LABOR
~ (ABA{; Projection 1995)
~ ~ EmployedR~idents of CounO.:. 899,500.
Total CounO, E~ployment 917.700.
?- ~ Total Civilian Labor Force: 946..600.
~,~ -.~'~ Agriculture, Mining ........................... 6,430
· . ~ Construction ................................... 28,730
Mam,facturing ................................. 231,590
~ Trampor talion/C~mm/Utilitiea ................ 25,440
! Retail Trade .................................... 120,430
'~" Wholea$1e Trade ............................... 52,240
'~' ~ ~ ' ~ Finance/Real Estate/Insurance ............... 31,280
r-- '~ Se~iees ........................................ 278,410
i ~ Caernmeat ................................... 52,800
27
Community Services
LIBRARY THE QUINLAN CENTER
Cupe~ino Library is the largest and most heavily u.,ed member of the Santa Clara ~he City of Cupertinojs Robe~ W. Quinlan Communi~. Center is a 27,000 ~uare foot
~unty Library. District with a colleclion of over 235,000 volumes as we~ as {ac~i~y that provides a varie~., of recreational oppommities. Most prominent is the
periodicals, compact discs, audio and video cassettes, and ~)-ROMs. In the pm Cupertino Room which is a multi-purpose room that can accommodate 300 people in
Cupertino Library is the largest and mo~t heavily used member of ~he Santa Clara a banquet formal Cupertino Quinlan C~,nler is also home to the Cupertino Historical
~unty Libra~/District with a colleclion of over 235,000 volumes as well a~ So~ety, a wonden%l muse~ of local histon.; as well :ts the offices of Cupertino
periodicals, compact discs, audio and video ca.v, ettes, and CD-ROMs. Community. ~rviees. For more information call (408) 777-3120.
In the p:~ twdve months Cupertino I. ibmy s~aff have checked out over ~ ~
,S: , te,nsto ecommu, md e: swer dc o 00,000, e ce CUPERTINO SENIOR CENTER
questions. Among the libra~. 's strengths are business and art regerenee and a growing ~ The Cupertino Senior Center is full of adults over 50 years of
collection of popular materials in a variety, of intemalional languages. In addition, age learning, volunteering, and enj .oying themselves. Exercise
Cuper~no houses the county library's central reference collection, which includes a
cla&~s (over 30 hours a week), computer lab and cla~es,
partial depo~to~y of California state documents and s~ate and federal legal codes, la~guage including English a~ second language, cultural and
Cupertino Library's .Dynix online catalog provides both graphical and text-based special intem-:t dashes. Oppo~ni~ies abound to help the center
access to the World Wide Web and to reference and full-text ~ine rl~hases, function, from helping al the desk to speciahz' ed work with the
Beginning Interact classes are offered for families and for individuals, travel coordinator or ease manager to sen~g on lhe advisory council. Workshops
A~uh ,Merence libraria~ conduct library tours and online catalog demonstra- include "Planning ~ead" and divorce issues, support, discussion groups, music,
lions from 1-2 pm on W~lnesdays and fi, om 2-3 pm on Saturd~. Santa Clara County book, arts and film groupa, plus computer and camcorder intea'est groups. Health
Library's new Home Page address is: h~'.//www, santac~untylib.org, insurance, tax aad legal eonsultalion are a~ilnhle by. appoilltlllellt. A full time social
{~hildren's regerence ~ presei~t weekly storytimes for specific age worker works ~th homebound seniors to help keep them in ~he community.
groups, a senti-annual series of [amily StOl?times in Mandarill Clfinese, and a Summer The Senior C~enter is located at 21251 Stevens Creek Boulevard, al Mal~, ~n
Reading Club with special activities for sch°°lage children. Summer i~.eading for Teens Memorial Parle Phone z~8-777.3150, Fax 408-777.3153. Open 8 a.m. to 5 p.m.,
is also offered. Awards for both summer programs are funded by The Friends of the Monday through Friday.
Cuper~no Library through their memberships and three annual booksales in Februa,-y,
CUPERTINO COMMUNITY SERVICES
Peopl Helping Peopl
tn ~ Oc~_. a~_~ for ~ I~terao/to tdult Smdem) adult literacy d~, ~perdno Oamunit~ S~c~ (~) ~ a nonprofit, charitable, con~nnni .ty-I~t~l
cO-~l~Omored by the library and ~he Fr~aont IJ~on I~ School ll~'ict Muir agmcy ~w~ng the nee~ of low:income ~ Yalle~ r~d~. O~S prt~ hunger
r~lucalion Pro~n, mee~ weeldy ~ the llbra~, by dim'll~$ more than 80,000 po~nd~ of f~l ~eh y~ar to h~ndr~ of our 1~
The library pro~l~ dial-In ~ at 287-5590 (8outh ~unt~ 818~-O657) fornm~ n~t~om 'to p~t ~e ~ion of fanfili~ from ~h~r hom~ and the
and phone r~als at 1-800471-0991 for m~t libra~'y n~qtefi~. Ir~onn~lon on shnt.~ of u~fl~'~, I~ pro~d~ re~l ~ and help ~h 1~ I~. 028
~h~e se~c~ i~ a~l~hle In ~he llbn~, or by ~ 25~-6'212 (flffo recordS, ~olunt~ drl*e~ mm~l s~or and disabled m~l~ of o~ com~ity ~o
hff~rmafion at 1-800-286-1~91, or li§tl~ adminis~on and ~'elllllfion at 446-16'/7. Semite ~ter, ~ Im~d~ ~olldll~ [or gasoline, pr~cfll~loll dm~ ~ ~11o~.
The libra~ ~ olden se~ d~ a w~ek: Monday and ll~,day 1:~-9, ~n~ lhe ~S Holiday p~'a~ coordln~ the d~ib~on of ~, ~ri~ and
of ~tlpe2tino) 12-6. O2S ~ ~ a con~ntnn of {:are tn ho~ ~,i~. ~ ~ Rotting
Shdter l~osr~n, in coll~on~lon wl~ Io~ rdlglom ~ongregatlom and volun~n,
CAREER ACTION CENTER helps emplorable homeless men, womaa, andwow~wlthchlldrentemporafllynmt
low-income house8 in Ihe {~C$ Transitional ltousi~ pro~. Through the COS
Cupe~lno
thought leadership al~out career issues and tn~ds. Since But (ES cannot provide emergency ass~ce to the needy each year without
197~, the Career ~io~ C~nter has provided info--n, community support Generous donations of time, services and money are needed so
¢ ^ ~ ~ £ ~ education, co~chingandsupporttoindividu~tohdpthm lhat~C~canhelpourlessfimunatenetghbors. CCSislocatedmtheQ~inlan
^ c 'r ~ o ~ achieve career succe~ and ~,~toa. Community Center at10185 N. Ste~ngRoad, Euper~lno. For more information, orto
c ~ ~ ~' ~ a Our knowledgeable staff of career counselots and find out how you can hdp, cal1255-8033orsendemailt~CSOaccesscom.com.
s con V ey -- b yo d. C UP£R TINO - $IYNNYVALE
SENIO DAY $£ VIC£S
people undemand and address ~eir work-life needs -- comml~ed to actively
maaaging lh~ worldife in a rapidly chang~ envlronmmt. The purp°se of Seni°r Day Care is t° mPp°rt °lder adults and their hmily caresivers
I~am more al~out the Center and the se~ices we have to offer at one of our in maintaining independence and a quality lifestyle at a~ordable cost Senior Day
Free lntroduc~ons, hdd ~esdag, Wednesday and Saturday at 9:50 ~m. aad Thursday Services operates two Senior Day Cemers for fi'ail and health-impaired seniors. The
at 6:00 p.m. The Eenter is located at 10420 Bubb I~d in Cupert~o, near ~he daily program is deigned to hdp older adults maintain or improve their mental and
intersection of Steveas Creek Bouleeard. Our address is 10420 Bubb Road, Suite 100, physical status. The activilies include music, e~erctse, u~, word games, travelogues,
Cupertino, CA 95014. Call (408) 253-~200 or visit our we~ site at discussions and nature videos. A hot lunch is ~ as well as morning aad
www. careera~ion.org for more information, afternoon ~n~c~. ~e Cupertino Center is Iocaled at S~,~I!~ and McClellan I~ls,
at St. Jude~ Episcopal Church. For more Information, call (408) 97~0905.
28
Par_cs &
Recreation
the many aly f~i~s, ~r~, a~ sc~ ~ ~thin
C~. T~ P~ ~ f~n ~t o~
c~ ~ ~ on a ~ ~, ~r ~ ~d~ of c~es
~ ~l~d in t~ "R~on ~d~," a ~ ~l~ t~ ~
~i~ to ~ m~ in t~ Ci~ ~ Par~ a~ R~at~ ~~t
B ckber Fa
ms 33-acre rec~mon~ ~
offm ~up pieMm, ~g poo~
~a · 9-hole go~ course.
PicMc grounds ~d
s~ng pools ~ ~o=~ ~
21975 ~ Fe~do Ave. ~d ~e
~ff Coupe at 221~ S~s Cr~k Blvd.
P~one- (408) 777-31~
Cupertino Sports Center Other Cupertino Parks
Cupertino Sports Center is a g~oat place to meet Mends. The facility featuresHooch PAR~ - Leed Ave. near Primrose.
17 tennis courts (12 lighted), complete locker rooms facilities, saunas, jaeuzzis, Jo~ PAm~ - Stelling Rd. near McClellan Rd.
and a fully equipped fitness center, featuring free weights, cydesc and cardio L~A V~s'rn PAas- Linda Vista Drive near Columbus.
equipment. The center is located at the lnte~,ection of Stevens C~'ek and Mo~'u V~rA Pt,~ - Ffothill Blvd. and Voss Ave.
Stelling. Phone: (408) 777-3160 Pogr~ PA~ - N. Poml Ave. off Stevens Creek Blvd.
Suse,~t'r ~ PARg - Stokes Ave. near Peninsula Dr.
Yta~ Paas- Ktn~vorth Drive at ¥~$Ia ~o11.
Tlfi~ lovely 52-acre fadlity otters a number of ameni~es ineludin§ a top quality ~nso~ P~t - $. ?oral Ave. near S~ens ~reek Blvd.
golf course, new practice and teaching center as well as first class dining Ct~SmE P~ - Miller Avenue, between Stevens Creek Blvd. and Bollinger.
facilities. Features include a challenging mid-length golf course that boasts pic-
turesque views of Stevens Creek along with superb maintenance and unique play- Northwest
ing challen~. The new Deep O11t lh'actice ~nter o~ an 8000 ~1. ft. potting
gre~ and 12 s~aliun hitting ama to hone golf ~ill~. t foil ~mce golf shop, le.~an The Northwest I~ICA has a variety o~ programs for the whole family., itome of the
progra~ and clini~ are also available. The Grill CMe located at IL~ ~ ha~ the "12 Wcek Pe~onalize~l Fime~C' progn~n, ~he modem titne~ center has programs
be~t food in ~he area wi~h a combination of Califom~-Fr~ e~e & l~'l~zue. ~itically for new and reinming exercisers ~ur all a~.
Dcep ~ Golf {;ourse is located at 10700 Cluhho~e lane. Othe~ programs Include year-round licmsed child-care, sun~ner adveninre
Phone: (,i08) 253-5357. camping programs and day camps like ~olf, leam-to-swi~ and miler
There i~ a drop-in te~ cen~er, lin, eot child program~, .v~ round yonth
c¢l llan Ranch Park
22221 Mel21ellan Road. A boise ranch during file 1930s and ,ills, ~1~ 18-acre
t~'k 1~ the ~l~arance of a wurl~ ~anch. l~=,erved on the prOl~ty tre the YMCA prosra~ help build ~,a~'oog Idds, strong
ori~tnal tach house, ndik barn, Ii~lock barn and two I~tori¢ hufldin~ moved ~!1~ and ~ng
f~em o~aer ~t~ in the ~ty: liner'~ ~l~¢l~nith 8hop, ori~diy lomted at
and St~* Creek Boule~nt~, and the old water tower fro~ the l~ish Ranch, Locathin:
now the ~ite of Memorial park. ~ at McOellan Ranch are conals ~d~ere 2080~ ~ Drive,
Rolling Hills 4-H Club members raise rabbits, chickens, sheep, swine and Cupertino, CA 95014
cattle, and a Junior Nature Museum, which ~ small live animal era'llbits
and dispenses information about bird, animal, and plant species of the area. Hours:
Community garden (organic) phits are available for city residents to use. M-F 5:30 am- 10 pm
Tours of the farm buildings and Junior Museum are eunducted for school Sat/Sun 7:00 am - 6:00 pm
children. Phone: (408) 777-3120.
Phone: ~ -
Memorial Park 257-,,
Stevens Creek Blvd. at Mary Ave. Attractions at the 28-acre Memorial Park include
acres of lawn, ideal for family picnics; a lake; and six lighted tmnis courts, as well
as the Senior Center. Also an amphitheater;, lighted softlrall field; a gazebo and pic-
nic areas are available for general enjoyment or rental. (Call for details.)
Phone: (408) 777-3120
Rancho Rinconada
Recreation & Park District
This beautiful f~rillt.y features a park setting with a pool and erenk vista for
confermces, special occssions, or fundralsing ~ve~ls. Rsncho Rinconada is
centrally located from 280, Lawrence Expressvtay and Moorpark/Bolllnger.
The hall is fully carpeted with a full kitcken, tables, chairs, and chairs for
100-150 people. Rentals ran.~,e fi'om $50-$100 per hour (3 hour Minimum)
un~il 10 pm. Cumplementaty time for set-up and clean up is provided. Rancho
also has swim lessons arailable and public swin~ daily from 1-5 pm starling
June 15. Parking is in two locations. 18000 C, helm~fford Dr., Cupertino.
Phone: (408) 252-8429 Fax (408) 252-4404 Entail: poollimeLi~orldnetatt.net
30
K-12 Pub' ic Schools
" " national awards for excellence,
----' ..... -- .. e quality, ia~truoion. ~wo public
,~. , :~.'~--~'~x'~'~ ' ~ school ~ems serve Cupertino:
~ ,: · ~,~ l'he ~upe~uo Union School
~.~ '~ " District (CUSD) for
grade, and the 1¥emont Union
High SchoolDis~ct
Cupertino Union School
0 ~dade~ ~l~mino and por~on~ of ~e o~aer ~ie~. Ihe dim'~ lm 20 elmemr~,:hools and 4 ~ddle
schools, including several altema~ programs. Eighteen schools have received state :md/or national awards
for ~duca~nal exc&ence.
districts in C~ornia. The disuict is ~ leading pmicipaat in ~ statevide effort to develop ~ standards-based
,system of educalion and ~, nationally recognized for l~__nahip in the use of technology as an effecti~ tool
for lear~
~ ~S The Fremont Union High School District serves over 8300 students in a 42 squat~ mile area covering
of Caln~ino, most of Sunnyvale and ponioaa of San Jose, Las Altos, ~ar, aoga, and Santa C.~lara. The five high
achool~ of the District ~ ~upertino, Fremont, Home~tead, Ly~brook, and Monta Vim ~ have garnered many
~dm achie,'emmt. K~ch school is a California Distinguished ~ School and three of the high schools are
state average In test scores, as well as above compara~ ~ls in the S~tte, producing one of the 1~
e~agetaent in arts programs contribute$ to a complete, well-mantled education aa stud~ts learn the joy
Schools
parent education as well as community interest
classes and an extensive senior adult program.
Adult and Community Education classes are held
31
Eupbrat Musetif of Art :. Flint Center
The highly regarded Euphmt M~eum of Art The cultural life of the Peninsula and sauth B~.i, is
adjacent to the Flint Center on the De Anza H o u r ~ ' '~ ~ ;2id ~':i" :' ' '~' enhanced by programs presented at ~lint Center
College campus traditionally presents one-of-a- ~i'.f for the Perfomang Arts. located at 21250 Stevens
kind exhibitions, publications, and events ~ ~ _ ! Creek Boulecard at DeAnza College: Opened tu
reflecH~lg
the
diverse
heritage
of
area.
~ . ~, ~ : . 1971, the 2.400 seat center u'as named in honor
The Muaz~m prides itself on its changing ~
exbibitiom of national and international stature, . y _~.~; , ~ - ~ DeAnza ¢ommuniO, College District. The box
Hum - 4pm, r#esda~; ~rednesd~o; rhars~,,. .,,~ ~ ~. ~ ., ~ " ~ ~4~' the matu entrance, is open lO:OOam 4:00pm
6-Spm Tuesdto; and l lam - 2pm Saturdaj: t,~ ~f~. ~,~...... Mondq. l, throngh Frtday, and l l/2 hours prior to '
Information: 408-864-883K .... ·
' ~'~ ~--~-9 ~ ~L~-* ~, any Flint Centerperformance.
Otpertino Historical Societ;.,. --.. ,~,?(:.:~ ~ ~_.,~l~t,~_.,,: ~ ;x.. ~ ~"~ Administrative Office: (408) 864-8820.
On Mal, 2,1966theCupom'notlistoricalsacietr ~i~'~
u~s founded by a group of residents concerned 7, ."
~tdge Viwey~rd$, 1~c. u~s built in 1886 by a
aheut the rapid grou,tb in the area and its impact '- ~' ' '-~ .-- ~
oa the quickO' vanishing Cupertino ~,~ San Francisco phya~cian. His summer home and
hundreds of household objects, furniture, ~~ vintnges of its monte Bello estate Cabernet. Tasting
clothing, pbotngrapbs, and documents of eadj, I ,. and sales l lam - Spin Saturdqr and Sunday.
Cupertino uere dispk~. The missiou'of the ~~.r ;~.~ .~: , , , Located at 17100 Montehello Road.
Cupe~'no ttistorical Museum is dedicated to ~~(.- ~' ,},:'~ '.. Call (408) 867-3233.
ensuring that the heritage of Cupertino sta)~ : ...~¢~
alive.for all to understand and share. Education . ~ Plcchetti Winery, located on the Historic
is at the center of our public semice role. The " Picchetti land, is one of the oMest wineries in
mm~tm strives through its prograras and California. The benutifid tasting room and gifl
exhibits to understand, dowlop and expand the shop feature au~rd winning Chardonnaj;
lenming opportunities that we offer the ~,~ Ztufandel, Merlat and Cahemet Souvignon wines.
community, be it K-12 school students or · ' ~ Open Saturday and Sund~, from 12-5pm and
community members representing the diversity ~ by appointment for private and corporate events.
of Cupertino. Volunteers from the saciety dispkO, Visit our 370 acres of ndjacent Open ,~ace
and discuss the stgnificance of the artifocts from the museum by means of Preserves for blking and plcnics. Locatad at13100 Montebello Road,,just
a Raveling trunk taking it regularly to schools, clubs, senior centers and minutes from downtou~ Cupertino. Call (408) 741-1310. wu~v.picche#i, com
corporations. Membership meetings are held monthly featuring programs
of~t ~sto~ infest, nours: lOam4~ rednes~-Sa~d~y. California History Center
Located in the Quinlan Community Center at 10185 N.. Stelk'ng Road The California History Center is located on the De.4nza College campus in the
Information: 408-973-1495 Fax: 408073-8049. restored le Petit Trfimon mamiou. The Histoo, Cant~ to date, has published
35 volumes on C, olifornta history and st~es rotating exblbltiom throughout
Minolta De Anza Planetarium ee y~. the ~t~'~ s~oc~m~r Ubmo; hoasts a ~:~ coUection of ~s, a
5Zcwgazers have a Cupertino facility catering to their interests, the Minolta pampblet flle, oral btstoty tapes, tgden tapes and a couple of thoasand student
Planetarium on the DeAnza College campus. It hosts a variety of pkraetarium msearch papers. The library's collection is non-profit, for reference ouO~.
shou~ and events, inclading educational prograras for.school groups, special Hertiage ecents focusing on CMifomia's cultural or natural lgstory aro offered
laser shows for the public on Friday nights and obsenmnce of Natioual by the Center each quarter. For more information call 408-864-8712.
Astronomy Da): Information: 408-864-8814. The Center is open tlrroughout the school year &3Oam - noon and
1- 4:3opm ~ouduy - rharsd~o,,
32
_ C&,m.' Blossom Fes'timl ~ ~ Independence Day Festival
~/~a~ Ctdhtml F~tit~l For mo~ i~o~ation. ~ntact:
,~tu~}~ ~1 ~-~)' , ~130. P~ & R~ation. ( 4(~) 7~120.
Held at Memo~al P~k. Stuns Cmk
-- & Huy 85 (a~'s ~m ~ A~a C~). CCS ~tr&,cne
S~n~ ~l' Stst~ 6'10~ Tql~u~. ,~ptem~ (T~) 5:~pm O:~pm
Contact: ~t~lle Hontg.(4~) 257-7424. ~c~' Faint. 21975 ,~n F~naado.
Contact: ,~nqr ~nnett. (4~) ~-31~.
-- American Indian Poll' Wow
& Arts Festival Okto~est
M~' 5, 6 a~ 7 at ~ A~ C~. ~ ~ 4 ,~tu~l~ ,~ptem~r 30 - Son~;~ ~t~r 1.
__ Contact: J~ Par~ (4~) ~-54~ ~ ~ - '~% ~' ~n~ ~r t~ Rot~' ~ub of Cu~ino.
,~ Held at Memorial P~k. Stuns Cmk ~u~.
~f Gala ; at maO' ~ne,
,~tu~)~ Mqr ~, ~ ~ Contact: Ric~M ~uent~l (~) 973~.
-- T~ Cu~Mo ~tional E~u~t
on ~m~ May ~ ~ 6'~pm to midnight. . ~ X ,~m~l: ~t~r (T~)
~t~
~ ~fit~r t~ Cu~ino Uni~ ~ Dis~t ~ . ~ & ~ en$ at Cu~lno High ~.
u,i~ f~m ~ ~nt buff~ su~ ~on, FieM S~. at 5:~pm at C~no H~h ~.
~n~, ~i~
~ in~ffon, ~ ~n~ct E~nor ~ ~ '~ (4~) 3~-73~.
(~) 446-~.
Ice C~let Vg~o
S~kez~am Festival ~ ~ ~t~ in t~ raU~ ~ing ~t~
~ r~ ~ ~ ~ -" 101~ A~. W~ R~, and o~ ~ ~),s a
Am~it~ - M~o~M PaM. ~ . ~ I~ C~$, t~ u~dd's ~t c~in of i~
Conta~: ~ ~n~ ~m ' s~Hng ~tt~. Is ~ ~r ~ for )~ur ~ti~
(415) 4~-23~ or ! ~-9~-~
~ ~ ~ ~'~ ~ ~ fi~m and ~, s~tt~ ~t~l$ts.
Cu~ino A~ & Wi~ Festi~ ~ ~ff¢ ~' ~ ~ ~r m~ tn~non, ~n~ct ~ auj, at
~, ~t 12 - ~ A~t 13. ~ - ~ (4~) ~6-~.
_ ~ ~ t~ c~i~ ~ of
~. ~ ~ ~ ~, ~ ~ ~, Flint ~t~
at ~ A~. C~: ~ ~, (4~) ~- 7~4. ~ ~ ~, M~c ~ ~. R~ ~.
-- A~ in t~ P~k
~ Am
~:
lgote: Dat~ subject to change. ~ wrify with contact person.
33
NOTES
34
BUDGET SUMMARY
2000/01 Fiscal Year
~ Estimated Estimated
Balance at Operating Operating Non-operating Balance at
Funds Iuly ! Revenues Expenditures Transfers Sune 30
GeneraI Fund $ 23,852,000 $ 28,990,000 $ (23,025,000)$ (9,711,000)$ 20,106,000
,-- Special Revenue Funds:
Storm Drain 374,000 124,000 498,000
Park Dedication Tax 507,000 1,500,000 (1,700,000) 307,000
Environmental Managoment 131,000 343,000 (355,000) 119,000
Gas Tax 1,332,000 (2,720,000) 1,388,000
Housing & Co~,~,unity Development 1,097,000 68,000 (264,000) 901,000
HCD Rehabilitation Loans 224,000 149,000 (151,000) 222,000
'-' Leadership Cupertino 3,000 29,000 (37,000) 5,000
Vallco Redevelopment 50,000 (50,000)
~ Fund Totals $ 2,336,000 $ 3,595,000 $ (3,577,000) $ (307,000) $ 2,047,000
Debt Service:
,-- Cupertino Facilities Corporation 4,997,000 300,000 (4,963,000) 4,663,000 4,997,000
Traffic Impact 74,000 40,000 (37,000) 77,000
Vallco AD 74-3 217,000 19,000 ( ! 20,000) 116,000
Vailco AD 74-4 76,000 (76,000)
FtmdTotals $ 5,364,000 $ 359,000 S (5,196,000) $ 4,663,000 S 5,190,000
Capital Projects Funds:
; Capital Improvement 50,000 (5,550,000) 5,500,000
'-- Fund Totals $ $ 50,000 $ (5,550,000) $ 5,500,000 $ -
EnteFpFise Funds:
r- Resource Recovery 2,481,000 2,396,000 (1,861,000) 3,016,000
Blackberry Farm 760,000 1,621,000 (1,679,000) (175,000) 527,000
Cupertino Sports Facility 164,000 884,000 (870,000) 178,000
· -- Recreation Programs 225,000 1,521,000 (1,333,000) (200,000) 213,000
Senior Center 293,000 415,000 (412,000) 296,000
Fund Totals $ 3,923,000 $ 6,837,000 $ (6,155,000) $ (375,000) $ 4,230,000
Internal SeFvice Funds:
Information Management 681,000 895,000 (1,068,000) 182,000 690,000
Workers' Compensation 561,000 148,000 (148,000) 561,000
Equipment Replacement 1,249,000 1,246,000 (1,293,000) 48,000 1,250,000
Long-term Disability 39,000 60,000 (60,000) 39,000
Fond Totals $ 2,530,000 $ 2,349,000 S (2,569,000) $ 230,000 $ 2,540,000
35
Revenue Summary
15%
Capital Ptoj~ots/Equiprnent
Fiu~ 28%
1%
Utility Tax
4%
F~
1%
~ T~s
10%
~ T~
2~
TOTAL CITY REVENUE $55,421,000
36
- General Fund Revenue
Cheez for Capil~l
~- Services Projects/gqu~mem
6% F~din~ ~b~
F~
U~ T~
8%
Franchise ~
6% ~, ~
35%
Taxes
12% ~ "
Use of Money & Intergovernmental
6%
- TOTAL GENERAL FUND REVENUE $31,065,000
37
Expenditures By Department
Scrvices Debt Service
Council & 1 O%
Commissi~s J - ~ -
1%
Public
1%
Capital
Equipn~t
34%
Public Works
TOTAL CITY EXPENDITURES $59,933,000
38
- General Fund Expenditures
By Department
-- ~ 13%
,._ :2% ~
S~vic~
8%
6%
Public Projects/
In forty.on Equipn~nt
2% F. ndln~
20°/0
L4~w
16%
Public Worl~
,-- 26%
_ TOTAL GENERAL FUND EXPENDITURES $34,811,000
39
Sales Tax
The City's sales and use tax revenues are generated from three principal economic categories:
general retail 33.5%, business-to-busines~ ~,4.3% (includes electronic equipment and
soib0vare manufacturers and distributors), and other products 22.2%. Cupertino's retail sales
tax has been relatively fiat due to the existing vacancies at our regional mall, increased on-line
purchasing and price-sensitive shopping. We anticipate sales at our Vallco Fashion Park Mall to
increase this next fiscal year as a result of redevelopment.
Sales Tax Trend
$12,000
$10,000 --
$4,000
_ _ _ _
o 111111111_
o llllllll!.
1~2 1~ 1994 1~5 1~6 1~7 1~8 1~ 20ffi 2ffil
Sales and use taxes are the City's largest single source of revenue and are budgeted at $11
million for the 2000/01 fiscal year, representing 35.4% of the City's total general fund revenues.
Because of the importance of this revenue source, the City is in the process of establishing a
redevelopment project area at its regional mall and has adopted an Intemet Sales Incentive
policy to encourage high-tech firms to locate their intemet sales presence, in Cupertino.
1998/99 1999/00 2000/01
Actual Estimate Proposed
REVENUE BY CATEGORY:
Sales Tax $8.646.000 $10,000.000 $11,00Q~000
REVENUE BY FUND:
General $ ! L000.000
40
- REVENUE SUMMARY
Property Taxes
_ Property taxes represent approximately 9.98% of total general fund City r~venues. Property tax
revenue for the 2000/01 fiscal year is estimated to be $3,156,000. This estimate is lower than
normal as the County calculation of the city's Tax Equity Allocation amount (TEA) will be
-- reduced by approximately $200,000 this year. Property tax revenues fluctuate with market
conditions from year-to-year; however, they will generally increase in the long-term due to
property sales and new construction..
In 1978, voters approved the passage of
of Proposition 13 which froze property
-- tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in ,=.~.~ .
Santa Clara County receiving $.02 for
every $1.00 paid.
In accordance with State law, property ~ .
is assessed at actual full cash value ~..~ .
- with the maxim-m levy being 1% of '='"= '
the assessed valuation. Increases in =...~. ,
assessed valuation are limited to 2%
- annually if there is no change in .-.=.. ,
property ownership, major impwve-
ments or requests for re-assessment.
-- 1998/99 1999/00 2000/01
Actual Estimate Proposed
REVENUE BY CATEGORY:
-- Property Taxes $3,025,000 $3~236,000 $3,156,000
REVENUE BY FUND:
General $3,100,000
Traffic Impact 39,000
-- Vallco Assessments 17,000
$3,156,000
41
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, franchise, park, and ~ransient
occupancy taxes.
Utility taxes are budgeted to be $2,397,000 which is up 2% from thc previous year's revenues of
$2,350,000 due to a general increase in usage.
The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user
charges. The following chart shows that thc City's tax rate and areas of application are generally
lower than that of other cities within Santa Clara County.
The City receives fianchisc fees from cable television, garbage, water, gas and electricity
franchisees that operate in thc City. The fees range from 2% to 10% of the fi~nchisee's gross
revenues depending on each particular agreement.
Franchise fee revenues for
UtiliO~ Tax RateComparison fiSCal 2000/01, estimated to
be $1,894,000, is up 4.9%
Gas/Electric Cable Water Refuse Telephone f~om fiscal 1999/00 estimated
Cupertino 2.4% ...... 2.4%
Gilroy 5.0% 5.0% - - 5.0% Park tax is paid by
Los Altos 3.5% 3.5% 3.5% - 3.5%
Milpitas ..... developers on the amount of
Morgan Hill ....... development from year-to-
Mountain View 3.O% ..... 3.0% year. Estimated revenues for
Palo Alto $.0% - 5.O% - 5.0% fiscal year 2000/01 are
Saratoga ..... $1,500,000 due to
construction of apartments
and other housing units
within the city.
Transient occupancy taxes are levied un hotel facilities located in the City at the rate of 10% of
room revenues. The taxes in this category amount to $2,282,000. S~v~ral hotels are being
proposed which would increase this source of revenue in the future.
REVENUE SUMMARY
Other Taxes (continued)
1998/99 1999/00 2000/01
Actual Estimate Proposed
_ REVENUE BY CATEGORY:
Utility Tax $2,341,000 $2,350,000 $2,397,000
Franchise Fees 1,676,000 1,804,000 1,894,000
-- Park Tax 331,000 500,000 1,500,000
Transient Occupancy Tax 1,481,000 1,840,000 2,282,000
Other Taxes 1,139,000 1,150,000 1,530,000
$6,968,000 $7,644,000 $9,603,000
REVENUE BY FUND:
_ General $8,103,000
Park Dedication Fund 1,500,000
-- $9,6O3,OOO
43
REVENUE SUMMARY
Fines
Fines result from vehicle code, parking code and other miscellaneous violations. Revenues from
these sources have increased considerably since 1997/98 due to the addition of one-and-a-half
code enforcement officers.
1998/99 1999/00 2000/01
Actual Estimate Proposed
REVENUE BY CATEGORY:
Fincs $503,000 $~.~.0,000 $500,000
$503,000 $440,000 $500,000
REVENUE BY FUND:
General $500,000
-- REVENUE SUMMARY
-- Charges for Current Services
Duc to thc nature of the services provided, most of the activity in this category is accounted for
separately as enterprise funds. As such, the City attempts to recover the cost of the services
provided through user charges.
Charges for current services, representing approximately 15.2% of total City revenues, are
estimated to be $8,354,000 for the 2000/01 fiscal year, an overall increase of 9.4% over the
-- previous year. Revenues were affected in 1999/00 with the expansion of the Senior Center,
where relocated programs reduced the recreational class offerings.
- 1998/99 . 1999/00 2000/01
Actual Estimate Proposed
-- REVENUE BY CATEGORY:
Construction P~mdts $1,526,000 1,010,000 $1,310,000
Other Service 731,000 520,000 549,000
Refuse Services 2,316,000 2,228,000 2,295,000
_ Blackberry Farm Park Fees 1,365,000 1,446,000 1,490,000
Cupertino Sports Center Fees 803,000 805,000 800,000
Recreation - Cultural, Youth and Teen,
-- Physical, Nature and Park Programs 1,410,000 1,266,000 1,510,000
Senior Center Excursions 334,000 355,000 400,000
-- $8,485,000 $?,630,000 $8,354,000
REV-E2qUE By FUND:
General $1,859,000
Resource Recovery 2,295,000
Blackberry Farm 1,490,000
Cupertino Sports Center 800,000
Recreation Programs 1,510,000
Senior Center 400,000
$8,354,000
45
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 5.0% of total City revenues and is comprised of
interest earnings on City funds, facility rents and concession payments on City-owned property,
assessment bond interest, and repayment of long-t~ssi affordable housing loans. The estimated
revenues for fiscal 2000/01 are $2,769,000 which represents a minimal change from the prior
year.
Investment earnings are a function of the amount of excess cash available for investment and thc
current interest rate. For thc coming year, interest rates are expected to rca~ain relatively
consistent with fiscal 1999/00.
1998/99 1999/00 2000/01
Actual Estimate Pwposed
REVENUE BY CATEGORY:
Investment Earnings $2,816,000 $2,071,000 $2,079,000
Property Rentals 523,000 517,000 533,000
Loan Repayment 155,000 157,000 157,000
$3,494,000 $2,745,000 $2,769,000
REVENUE BY FUND:
General $1,831,000
Storm Drain 56,000
Cupertino Public Facilities Corporation 300,000
Sports Center 85,000
Resource Recovery 100,000
Blackb=,~y Farm 128,000
Gas Tax 15,000
Workers' Compensation 38,000
Housing & Community Development 20,000
HCD Rehabilitation Loans 149,000
Other Funds 47,000
$2,769,000
- REVENUE SUMMARY
Intergovernmental Revenues
_ Intergovernmental revenues comprise approximately 7.0% of the City's total revenues and
consist of State motor vehicle license taxes, St~ate gas. tax, and various grants from federal, state
or county agencies.
Budgeted revenues for fiscal 2000/01 are $3,863,000 which is a decrease from last year due to
$2,000,000 from MeaSure A funds received in 1999/00 for street improvements.
1998/99 1999/00 2000/01
Actual Estimnte Proposed
REVENUE BY CATEGORY:
- Motor Vehicle in Lieu $2,138,000 $2,300,000 $2,369,000
Gas Tax 887,000 1,220,000 1,257,000
Housing & Community Development 63,000 48,000 48,000
- Other/Grants 2,712,000 2,262,000 189,000
$5,800,000 $5,830,000 $3,863,000
REVENUE BY FUND:
General Fund $2,498,000
Gas Tax 1,317,000
_ Housing & Community Development 48,000
$3,863,000
REVENUE SUMMARY
Other Revenues
Other revenues consist of environmental manageiiient fees, property sales and other revenue
items that the City receives on a non-consistent basis from year-to-year. Revenues for fiscal
2000/01 are budgeted at $637,000.
1998/99 1999/00 2000/01
Actual Estimate Proposed
REVENUE BY CATEGORY:
Developer Fees 329,000 66,000 118,000
Enviwnmental Management 322,000 325,000 335,000
Miscellaneous 481,000 303,000 184,000
$1,132,000 $694,000 $637,000
REVENUE BY FUND:
General Fund $100,000
Storm Drain 68,000
Environmental Management 335,000
Various Funds 105,000
Leads~,hip Cup~dno 29,000
$637~000
48
Interdepartmental Revenues
Interdepa~h~ental revenues consist of interdepartmental service charges and operating trausfers.
Interdcpa[hx~ental service charges arise from the centralized administration of certain activities
whose costs are allocated to the various City depa[hnents benefited. The City utilizes internal
service funds to account for thc provision of thc services and the related charges. Operating
transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are
recorded as non-operating revenues in the receiving fund and as non-operating expenditures in
the transferring fund.
Operating transfers of $13,861,000 are $4,595,000 higher than the previous fiscal year's
· - transfers.
1998/99 1999/00 2000/01
Actual Estimate Proposed
REVENUE BY CATEGORY:
Transfer of Funds $15,057,000 $9,266,000 $13,861,000
Interdepartmental Service Charges:
Insurance Premiums 173,000 137,000 168,000
Equipment Chargebacks 657,000 711,000 854,000
MIS Chargebacks 384,000 610,000 656,000
$16,271,000 $10,724,000 $15,539,000
REVENUE BY FUND:
General Fund $2,075,000
Capital Improvement Fund 5,500,000
Gas Tax 1,388,000
Cupertino Facilities Corporation 4,663,000
Management Information Services (MIS) 838,000
Equipment Replacement 902,000
Workers' Compensation 110,000
Long-term Disability 58,000
Leadership Cupertino 5,000
$15,539,000
49
Summary of Employees
By Department
80
7O
~o · I
I I
~o
2o I I I · · ' '
10--
0 ~ ~ ~ ,
1994/95 199~t06 1996/97 1997/98 1998/99 1999/00 2000/01
· Counc'd/Comr~s~ons
[] Adm~sUafion
· Public Information
· Ad~rdaUafive Settees
· Recreation Ser~ces
· Comnn~ty Development
I Public Works
5O
-- Employee Summary
Tread Analysis
-- Administration
The Administration Department has had minimal increases over the past seven years. In fiscal
- year 1997-98 the City added an Assistant City Attorney and in 1998-99 a Public Outreach
Coordinator.
-- Administrative Services
From fiscal year 1994-95 to 2000-01 the Administrative Services Department has seen minimal
-- changes in staffing. Increases occurred in 1995-96, 1997-98 and 1999-00 and w~re due to the
expansion of the IT Division with the addition of an IT Manager, Network Specialist and GIS
Coordinator. In 1999-00, the Code Enforcement Division added an additional officer when
- Rancho Rinconada was annexed to thc City.
Pubfic Infomation ·
The Public Information Depaxtment has relTmined fiat over tho past seven years.
Recreation Services
Recreation Services has increased staffing due to new programs fi'om fiscal year 1994-95 to
2000-01. Between 1996 and 1999 additions included a Recreation Coordinator for Blackbr~zy
Faii~ and a Clerk Typist for Quinlan registration. A Maintenance Worker for Blackbe~zy Farm, a
Building Attendant for the Senior Center and two Recreation Coordinators have been added for
fiscal year 2000-01.
_ Community Development
The Community Development Department has had shifts in staffing over the past seven years.
_ Decreases occurred in 1994-95, 1995-96 and 1997-98. One Planner il position was eliminntea.
three Inspector positions were eliminated and the GIS Specialist was Uansferred to
Administrative Services. Two In~ector positions were added in fiscal year 1997-98 and one
-- Planner I position was added in 1999-00.
Public Works
From fiscal year 1994-95 to 2000-01 numerous staffing challges have occurr~. The majority of
thc increases occurred in 1997-98 with the addition of six and a qu~ner positions for grounds
-- maintenance. Decreases in 1998-99 were due to the lease of our water utility. Three positions
have been added for each of the 1999-00 and 200001 fiscal years to increase service in grounds,
fleet, median and tree crews.
51
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 1994-95 1995-96 1996-97 199%98
CITY COUNCIL/COMMISSIONS
City Council 0.20 0.20 0.20 0.20
Fine Arts Commission 0.10 0.10 0.10 0.10
Telecommunications Commission 0.05 0.05 0.05 0.05
Recreation Commission 0.10 0.1 0 0. I 0 0.1 0
Housing Committee 0.04 0.04 0.04 0.04
0.49 0.49 0.49 0.49
ADMINISTRATION
City Manager 1.35 1.35 1.35 1.35
Community Outreach 0.00 0.00 0.00 0.00
City Attorney 2.00 2.00 2.00 2.75
3.35 3.35 3.35 4.10
PUBLIC INFORMATION
Community Relations 0.95 0.75 0.75 0.75
Cupertino Scene 0.40 0.40 0.40 0.40
Government Channel 2.75 3.00 3.00 '3.00
4.10 4.15 4.15 4.15
ADMINISTRATIVE SERVICES'
City Clerk 3.90 3.90 3.90 3.90
Administration 2.00 2.00 2.00 2.00
Accounting 3.60 3.60 3.60 3.75
Business Licensing 0.40 0.40 0.40 0.25
Management Information Services 0.00 1.00 1.00 2.00
Human Resources 0.80 0.80 0.80 2.40
Code Enforcoiaent 2.15 2.15 2.15 2.15
Insurance Admini.4salion 0.45 0.45 0.45 0.45
14.90 15.90 15.90 16.90
RECREATION SERVICES
Administration 1.90 1.90 1.90 1.90
Cultural Program.~ 4.75 4.75 4.75 5.08
Youth and Teen Services 2.00 2.00 2.00 2.33
Sports and Physical Recreation 4.00 4.00 4.00 4.34
Senior lh-ograms 2.50 2.50 2.50 2.50
Blaekbra~y Farm 6.00 6.00 7.00 7.00
21.15 21.15 22.15 23.15
52
1998-99 1999-00 2000/01
-- 0.20 0.20 0.20
0.10 0.10 0.10
0.05 0.05 0.05
-- 0.10 0.10 0.10
0.04 0.05 0.05
_ 0.49 0.50 0.50
2.10 1.35 1.35
0.00 0.75 0.75
2.75 2.75 2.80
4.85 4.85 4.90
0.75 0.75 0.75
0.40 0.40 0.40
3.00 3.00 3.00
4.15 4.15 4.15
3.90 3.90 3.90
2.00 2.00 2.00
3.75 3.75 3.75
0.25 0.25 0.25
2.00 3.00 3.00
2.50 2.50 2.50
2.15 3.15 3.15
0.35 0.35 0.35
16.90 18.90 18.90
1.90 1.90 1.90
6.50 6.25 6.25
2.00 2.00 2.00
4.00 4.00 4.00
2.75 3.00 6.00
7.50 7.50 8.50
24.65 24.65 28.65
53
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 1994-95 1995-96 1996-97 1997-98
COMMUNITY DEVELOPMENT
Administration 1.39 1.39 2.22 1.49
Planning 5.94 5.11 5.03 5.01
Housing Services 1.13 0.96 0.96 0.96
Building 8.40 8.40 8.40 10.40
16.86 15.86 16.61 17.86
PUBLIC WORKS
Administration/Water 7.25 7.45 6.40 5.80
Environmental Management 2.00 2.00 2.00 2.00
Engineering Services 4.75 4.75 4.75 4.75
Service Center 8.80 8.80 7.80 8.30
Grounds 18.81 17.81 22.65 24.40
Streets 3.92 3.92 3.15 8.15
Facilities 7.12 7.12 7.25 7.60
Transportation 5.25 5.25 5.35 5.35
Gen~ Services 0.50 0.50 0.50 0.50
58.40 ~7.60 59.8~ 66.85
TOTAL PERMANENT, BENEFITED POSITIONS 119.25 118.50 122.50 133.50
54
1998-99 1999-00 2000/01
1.49 1.49 1.49
4.91 5.96 5.96
- 0.96 1.00 1.00
10.60 10.50 10.50
17.96 18.95 18.95
2.05 2.00 2.00
- 2.60 2.80 2.35
4.75 4.75 4.75
8.40 2.15 2.20.
24.70 19.10 18.50
6.85 19.35 22.35
_ 8.30 7.00 7.40
5.35 8.85 5.35
0.00 0.00 4.10
-- 63.00 66.00 69.00
132.00 '138.00 145.05
55
Five Year
Budget Forecast
FUND BALANCE TRENDS
Five Ysar Forecast (in thousands)
199900. 2000-01 2001-02 2002-03 2003-04 2004-05
GENERAL FUND
Beginning Balonee at July l $ 25,771 $ 23,852 $ 20,106 $ 10,743 $ 11,241 $ II,$77
-- Operating Activity:
Es~imnted Operating Revenues 26,676 28,990 29,296 30,017 30,917 31,848
Estimated Operating Expenditures (21,329) (23,025) (23,357) (24,1)43) (24,959) (25,750)
Net Operating Activity 8,347 8,965 8,939 8,974 8,958 6,098
Debt Issuance 0 0 10,000 0 0 0
Debt Service (4,672) (4,663) (5,523) (5,531) (5,535) (5,532)
Net Operating Activity after debt 675 1,302 10,416 443 423 566
Operating Transfers In:
Park Dedication 500 1,700 600 500 500 500
Sports Center 100 0 0 0 0 0
-- Blackberry Farms 175 175 175 175 150 150
Senior Center 25 0 0 0 0 0
Recreation Programs 200 200 200 200 200 200
-- Operating Transfers Out:
Capital Projects ' (2,237) (5,500) (19,625) 0 0 0
Gas Tax Projects (991) (1,388) (849) (540) (657) (675)
-- MIS Fund (190) (182) (200) (200) (200) (200)
Equipment Fund/Leadership Cupertino (176) (53) (80) (80) (80) (80)
Net Non-Operating Activity (2,594) (5,048) (19,779) 55 (87) (105)
Net Activity for the Year (1,919) (3,746) (9,363) 498 336 461
~ Ending Balance at June 30 $ 23,852 $ 20,106 $ 10,743 $ 11,241 $ 11,S77 $ 12,038
Total Capital Project Costs:
Sports Center Renovation 0 1,300 0 0 0 0
-- Stevens Canyon Widening 1,000 0 0 0 0 0
Tone Avenue Median ($50K Symantec) 0 125 0 0 0 0
Skate Park 0 350 0 0 0 0
_ San Thomas/Saratoga Creek Trail 0 15 125 0 0 0
ADA 400 0 0 0 0 0
Park Renovation/Trail Master Plans 330 450 0 0 0 0
_ Memorial/Varian Park Restrooms 200 150 0 0 0 0
Service Center Renovation · 250 160 0 0 0 0
Animal Control Facility 0 500 0 0 0 0
Four Seasons Plaza 57 0 0 0 0 0
L~rary ($10 million debt funding) 0 2,500 19,500 0 0 0
2,237 5,550 19,625 0 0 0
57
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
1999-00 2000-01 2001.4)2 2002-03 2003-04 2004-05
SPECIAL REVENUE FUNDS
STORM DRAI~
Beginning Balance at July 1 $ 1,288 $ 374 $ 498 $ 598 $ 690 $ 784
Estimated Operating Revenues 120 124 100 92 94 97
Eslimated Operating Expenditures 0 0 0 0 0 0
Capital Projects (1,034) 0 0 0 0 0
E~din5 Balance at June 30 $ 374 $ 498 $ 598 $ 690 $ 784 $ 881
PARK DEDICATION TAX
Begi~ning Balance at July l $ 640 $ 507 $ 307 $ 207 $ 207 $ 207
Estimated Operating Revenues 500 1,500 500 500 900 500
Estimated Operating Expenditures 0 0 0 0 0 0
Net Operating Activity 500 1,500 500 500 900 500
Operating Transfers Out - General Fund (500) (1,700) (600) (500) (500) (500)
Capital Projects - McClellan/Portal (133) 0 0 0 (400) 0
Eoding Balance at June 30 $ $07 $ 307 $ 207 $ 207 $ 207 $ 207
ENV~ONMENTAL MANAGEMENT
Beginning Balance at July l $ 273 $ 131 $ 119 $ 106 $ 93 $ 80
Estimated Operating Revenues 333 343 353 364 375 386
Estimated Operating Expenditures (475) (355) (366) (377) (388) (4OO)
~l?din~ Balance at June 30 $ 131 S 119 $ 106 $ 93 S 80 $ 66
GAS 'FAX'
Be~oinnlng Balance at July l $ 89 $ 0 $ 0 $ 0 S 0 $ 0
Estimated Operating Revenues 3,235 1,332 1,294 1,583 1,373 1,414
Operating Transfers In - General Fund 991 1,388 849 540 657 675
Estimated Operating Expenditures (1,785) (1,789) (1,843) (1,898) (1,955) (2,014)
Net Operating Aclivity 2,441 931 300 225 75 75
Capi~ Projects (2,530) (931) (3OO) (225) (75) (75)
Evdlnoo Balan¢¢ at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
58
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
1999.00 200001 2001-02 2002-03 2003..04 2004-0~
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July 1 $ 1,195 $ 1,097 $ 901 $ 697 $ 485 $ 265
Estimated Operating Revenues 68 68 68 68 68 68
Estimated Operating Expenditures (166) (264) (272) (280) (288) (297)
F,~aing Bal.nce at June 30 S 1,097 $ 901 $ 697 $ 4115 $ 265 $ 36
HCD RgHABILITATION LOANS
Beginning Balance at July I 224 224 222 222 222 222
Estimated Operating Revenues 149 149 150 150 150 150
Estimated Operal~ng Expenditures (149) (1SD (150) (150) (150) (150)
Ending Balance at June 30 S 224 S 222 S 222 $ 222 S 222 S 222
LEADEILq~rlP CUI~RTINO
Begi.ning Balance at July 1 8 3 0 0 0 0
Estimated Operating Revenues 28 34 38 39 40 42
Estimated Operating Expenditures (33) (37) (38) (39) (40) (42)
Ending Balance at June 30 $ 3 $ 0 S 0 $ 0 S 0 $ 0
VAt.T.CO REDEVELOPMENT
Beginning Balance at July 1 0 0 0 0 0 0
Estimated Opea-ating Revenues 125 50 0 0 0 0
Es~-,.ted op~raang Expenditures (125) (50) 0 0 0 0
Ending Balance at June 30 $ 0 S 0 $ 0 $ 0 $ 0 $ 0
FUND B.AI,ANCE TRENDS
Five Year Forecast (in thousands)
1999-00 2000-01 2001-02 2002-03 2003-04 2004-05
DEBT SERVICE FUNDS
CU'PERTINO FACILITIES CORPORATION
Beginning Balance at July 1 $ 4,997 $ 4,997 $ 4,997 $ 4,997 $ 4,997 $ 4,997
Inveslment Earnings/Bond Proceeds 300 300 300 300 300 300
Operating Transfers In From General Fund 4,672 4,663 5,523 5,531 5,535 5,532
Debt Service Payments (4,972) (4,963) (5,823) (5,831) (5,835) (5,832)
Ending BalanceatJune30 $ 4,997 $ 4,997 $ 4,997 $ 4,997 $ 4,997 $ 4,997
TRAFFIC: IMI'ACT
Beginning Balance at July 1 $ 75 $ 74 $ 77 $ 78 $ 78 $ 79
Estimated Operatin~ Revenues 36 40 39 37 36 35
Debt Service Payments (37) (37) (38) (37) (35) (34)
Ending Balance at June 30 $ 74 $ 77 $ 78 $ 78 $ '79 $ g0
v~Lt.cO AD 74-3
Beginning Balance at July l $ 212 $ 217 $ 116 $ 0 $ 0 $ 0
F_~ima~d Operating Revenuea 128 19 0 0 0 0
Debt Service Payments (123) (120) (116) 0 0 0
Ending BalanceatJune30 $ 217 $ 116 $ 0 $ 0 $ 0 S 0
v~t,T~O AD 74-4
Beginnlng Balance at July l $ 73 $ 76 $ 0 $ 0 $ 0 $ 0
F. ztlmated Operating R~venue 78 0 0 0 0 0
Debt Service Payments (75) (76) 0 0 0 0
Ending Balance at June 30 $ 76 $ 0 $ 0 $ 0 $ 0 $ 0
60
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
199900 2000-01 2001-02 2002-03 2003-04 2004-05
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginni-§ Balance at July l $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Operating Transfers In 2,180 1,550 125 0 0 0
Other R~vmue 0 50
Capilal Projects (2,180) (1,600) (125) 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
LIBRARY
Beginning Balance at July 1 0 0 0 0 0 0
Operating Tr~n.~¢ers In 0 2,500 19,500 0 0 0
Capital Projects 0 (2,500) (19,500) 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
FOUR SEASON PLAZA
Beginning Balance at July 1 343 0 0 0 0 0
Operating Transfers I~JOther revenue 57 0 0 0 0 0
Capital Projects (400) 0 0 0 0 0
Ending BalanceatJune30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
SPORTS CEN'r~R
Beginning Balance at July 1 440 0 0 0 0 0
Operating Trsnsfers In 0 1,300 0 0 0 0
Capital Projects (440) (1,300) 0 0 0 0
E~dingBalanceatlune30 S O $ 0 S 0 $ 0 $ 0 $ O
61
FUND BAI,ANCE TRENDS
Five Year Forecast (in thousands)
199900 2000-01 2001-02 2002-03 2003-414 200405
CAPITAL PROJECT FUNDS
STEVENS CREEK TI~,H. MASTER PLAN
Be~,inning Balance at July 1 0 0 0 0 0 0
Operating Transfers In 80 150 0 0 0 0
Capital Projects (80) (150) 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
62
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
-- 199900 2000-01 2001-02 2002-03 2003-04 2004-05
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July 1 $ 1,966 $ 2,481 $ 3,016 $ 3,566 $ 4,133 $ 4,716
-- Estlm-ted Operating Revenues 2,282 2,396 2,467 2,541 2,617 2,695
Estimated Operating Expenditures (1,767) (1,861) (1,917) (1,974) (2,034) (2,095)
-- Ending Balance at June 30 $ 2,481 S 3,016 $ 3,566 $ 4,133 $ 4,716 $ 5,316
BLACi~ERRY FARM
-- Beginning Balance at July l $ 870 $ 760 $ 527 $ 400 $ 280 $ 167
Estimated Operating Revenuea 1,573 1,621 1,669 1,720 1,771 1,824
-- Estimated Operating Expeditors (1,283) (1,404) (1,446) (1,490) (1,534) (1,580)
Net Operating Activity 290 217 223 230 237 244
Operating Transfers Out--General Fund (175) (175) (175) (175) (150) (150)
Capital Projects (225) (275) (175) (175) (200) (225)
Ending BalanceatJunc30 $ 760 $ S27 $ 400 $ 280 $ 167 $ 36
-- CUPER'rJ~TO SPORTS CEI~R
Beglnnln~ Balance at July 1 $ 215 $ 164 $ 178 $ 192 $ 207 $ 222
-- Estimated Opera~ng Revenues 887 884 911 938 966 995
Estimated operating Expenditures (838) (870) (897) (923) (951) (980)
-- Net Operating Activity 49 14 14 15 15 15
Olm~ling Trannfer Out-General Fund (100) 0 0 0 0 0
E~ding Balance at June 30 $ 164 $ . 178 $ 192 $ 207 $ 222 $ 237
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
199900 200001 2001.4}2 2002-4}3 2003-04 2004-05
ENTERPRISE FUNDS
RECREATION PROGRAMS
Beginning Balance at July 1 $ 322 $ 225 $ 213 $ 207 $ 207 $ 212
Estimated Operating Revenues 1,277 1,521 1,567 1,614 1,662 1,707
Estimated Operating Expenditures (1,174) (1,333) (1,373) (1,414) (1,457) (1,500)
Net Operating Activity 103 188 194 200 205 207
Operating Transfers Out (200) (200) (200) (200) (200) (200)
Ending Balance at June 30 $ 225 $ 213 $ 207 $ 207 $ 212 $ 219
SENIOR CENTER
Begln.lng Balance at July 1 $ 287 $ 293 $ 296 $ 300 $ 304 $ 308
Es~imnted Operating Revenues 370 415 428 441 454 468
Estimated Operating Expenditures (339) (412) (424) (437) (450) (464)
Net Operating Activity 31 3 4 4 4 4
Operating Trnn-~fer Out (25) 0 0 0 0 0
Ending Balance at June 30 $ 293 $ 296 S 300 $ 304 $ 308 $ 312
FUND BAI,ANCE TRE~S
Five Year Forecast (in thousands)
1999"00 2000~01 2001-02 2002-03 2003-04 2004-05
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July 1 $ 666 $ 681 $ 691 $ 694 $ 697 $ 700
Estimated Operating Revenues 625 666 679 699 720 741
Estimated Operating Expenditures (610) (656) (676) (696) (717) (738)
Net Operating Activity 15 10 3 3 3 3
Operating Transfen In 190 182 200 200 200 200
Depreciation Reserve 100 229 75 75 75 75
Capital Outlay (290) (412) (275) (275) (275) (275)
Ending Balance at June 30 S 681 $ 691 $ 694 $ 697 $ 700 $ 703
WORKERS' COMI'ENSATION
BeginningBalanccat~uly 1 $ 586 $ 561 $ 561 $ 531 $ 501 $ 471
Estimated Operating Revenues 120 148 120 120 120 120
Estimated Operating Expenditures (145) (148) (150) (150) (la0) (150)
Ending Balance at June 30 S S61 S S61 S .~1 $ S01 S 471 $ 441
EQUll'MENT
Beginnin~BninnceatJulyl $ 1,244 $ 1,249 $ 1,250 $ 1,251 $ 1,252 $ 1,253
Estimated Operatin~ Revenues 712 855 881 907 934 962
Estimated Operating F. xpenditu~'s (711) (854) (880) (906) (933) (961)
Net Operating Activity I I I 1 1 1
Operating Trnngfe~ In--General Fund 171 45 75 75 75 75
Depreciation Reserve 347 391 125 125 125 125
Capilal Outlay (515) (439) (200) (200) (200) (200)
Ending Balance at June 30 $ 1,249 $ 13S0 S 1,2S1 $ 1,2S2 $ 1,2~3 S 1,254
LONG-TERM DISAI~H.FrY
Beginnin~ Balance at July I $ 37 $ 39 $ 39 $ 39 $ 39 $ 39
Estimated Operating Revenues 57 60 62 64 66 68
Estimated Operating ~-xpendittues (55) (60) (62) (64) (66) (68)
Ending Balan~atJunc30 $ 39 $ 39 $ 39 $ 39 $ 39 $ 39
65
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
199899 1999-00 1999-00 200001 2001=02 2002-03 2003.04 2004-05
~ENERAL
TAXES:
Properly Tax 2,784 3,512 3,000 3,100 3,162 3,225 3,290 3,356
Sales Tax 8,646 9,497 10,000 11,000 ! 1,330 11,670 12,020 12,381
Transient Occupancy Tax 1,481 1,840 !,840 2,282 2,396 2,516 2,642 2,774
Utility Users Tax 2,341 2,308 2,350 2,397 2,445 2,494 2,544 2.595
Franchise Fecs 1,676 1,804 !,804 1,894 1,989 2,088 2,193 2,302
Other Tax 1,140 949 1,150 1.530 1,250 1,288 1.326 1,366
18,067 19,910 20,144 22,203 22,572 23,281 24,014 24,773
LICENSE AND PERMITS:
Plan Check and Building Permits 1,516 1,000 1,000 !,300 1,339 1,379 1,421 !,463
Animal and Other 10 10 10 10 I 1 I I I I 12
1,526 1,010 1,010 1,310 1,350 1,390 1,432 1,475
USE OF MONEY AND PROPERTY:
Investment Earnings 2,040 1,500 1,500 1,470 1,250 1,100 !,100 1,100
Property Rentals 377 430 350 361 371 382 394 406
2,417 1,930 1,850 1,831 1,621 1,482 1,494 1,S06
INTERGOVERNMENTAL:
Motor Vehicle License In-Lieu 2,138 2,229 2,300 2,369 2,440 2,513 2,589 2,666
Grants 414 50 210 75 75 75 75 75
Other Intergovernmental 211 52 52 54 55 57 59 60
2,763 2,331 2,562 2,498 2,570 2,645 2,722 2,802
CHARGES FOR SERVICES:
Zoning and Planning Fees 64 74 85 88 90 93 96 99
Engineering Fees 533 300 325 335 345 355 366 377
Police Service 134 3 ! 50 52 53 55 56 58
Miscellaneous Services 0 60 60 75 77 80 82 84
731 46~ 520 $49 565 S82 600 618
FINES AND FORF~-ri'ORES 503 361 440 SO0 SIS 530 S46 S63
MISCELLANEOUS 146 61 IS0 100 103 106 109 113
Subtotal 26,153 26,068 26,676 28,990 29,296 30,017 .30,917 31,848
OPERATING TRANSFERS IN 1,116 725 1,000 2,075 97S 87S 8S0 8S0
Total General Fund 2%269 26,793 27,676 31,06~ 30,271 30,892 31,767 32,698
66
REVENUE ESTIMATE
Adopted Revised -
Actual Budget Bildget FIVE YEAR FORECAST
1998-99 1999-00 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05
-- SPECL4£ REVENUE FUNDS
STORM DRAIN
Invesl~ent Earnings 75 54 54 56 30 20 20 20
Developer Fees 198 I 18 66 68 70 72 '/4 77
272 172 120 124 100 92 94 97
PARK DEDICATION TAX
lnvesunent Earnings 45 0 0 0 0 0 0 0
Perk Dedication Tax. 331 500 500 !.~00 500 500 900 500
376 SOO SO0 I,SO0 SO0 SO0 900 S00
ENVIRONMENTAL MANAGEMENT
Investment Earnings 12 8 8 8 8 9 9 9
F~ 322 391 325 335 345 3~$ 366 377
333 399 333 343 3S3 364 37S 386
GAS TAX
InvesUnent hrnings 81 ~0 I $ 1 ~ 0 0 0 0
Opcra~n~ Tnns~ers In - oener~ Fund 62 991 991 1,388 849 540 657 675
Federal and State Grants 1,806 2,000 2,000 60 0 250 0 0
Highway Users Tax 887 1,220 1,220 i,257 1,294 1,333 !.373 1,414
2,836 4,261 4,226 2,720 2,143 2,123 2,030 2,089
HOUSING & COMMUNITY DEVELOPMENT
Inveslment Earnings 18 3 3 3 3 3 3 3
Grants 63 48 48 48 48 48 48 48
Loan Repayments 0 17 17 17 17 17 17 17
81 68 68 68 68 68 68 68
HCD RF_.HABILIT&TION LOANS
Investment Earnings 0 9 9 9 9 9 9 9
Loan Repayments 155 140 140 140 141 141 141 141
ISS 149 149 149 ISO ISO ISO !~0
Operating Tren~fer In 5 5 5 5 5 $ $ 5
Fees / Other Revenue 17 23 23 29 33 34 35 37
22 28 28 34 38 39 40 42
VALLCO REDEVELOPMENT
Fees / Other Revenue 0 0 125 50 0 0 0 0
0 0 125 SO 0 0 0 0
67
REVENUE ESTIMATE
Adopted Revised
Aetuul Budget Budget FIVE YEAR FORECAST
1998-99 199900 199900 200001 2001-02 2002-03 2003-04 2004~)5
DEB T SER VICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings 312 300 300 300 300 300 300 300
Operating Transfer In 4,633 4.672 4,672 4,663 5,523 5,531 5.535 5,532
4,945 4,972 4,972 4,963 5,823 5.831 5.835 5,832
TRAFFIC IMPACT
Investment Earnings I I I I I I I 1
Property Assessment 36 35 35 39 38 36 35 34
37 36 36 40 39 37 36 35
VALLCOAD74=3
InvestmentEarnings 0 2 2 2 0 0 0 0
PropertyAssessmen~ 129 126 126 17 0 0 0 0
129 128 128 19 0 0 0 0
VALLCO AD 74=4
Investment Earnings 0 3 3 0 0 0 0 0
Property Assessments 76 75 75 0 0 0 0 0
76 78 78 0 0 0 0 0
68
REV~NUE.ESTI~L~I'E
Adopted Reviml
Actual Budget Budget FIVE YEAR FORECAST
1998-99 1999.00 199900 2000-01 2001.02 2002-03 2003-04 2004-05
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Opernting Transfers In- . 8,200 2,100 2,100 1,550 125 0 0 0
Aid in ComUuction/G-rants 131 0 0 50 0 0 0 0
Miscellaneous 0 0 0 0 0 0 0 0
8~31 2,100 2,100 1,600 125 0 0 0
STEVENS CREEK ST~.F.T IMPROVEMENT
Opernting Transfers In 200 0 0 0 0 0 0 0
LIBRARY
Miscellaneous 68 0 0 0 0 0 0 0
Operating Transfers In 100 0 0 2,500 19,500 0 0 0
168 0 0 2,500 19~00 0 0 0
SENIOR CENTER EXPANSION
Operating Transfers In 4,400 0 0 0 0 0 0 0
FOUR SEASONS PLAZA
Miscellaneous 243 0 0 0 0 0 0 0
Operating Transfers In 100 57 57 0 0 0 0 0
343 5'/ 5'/ 0 0 0 0 0
SPORTS CEN'r ~'.R
Operating Trnnsfers In 440 0 0 1,300 0 0 0 0
440 0 0 1~300 0 0 0 0
STEVENS CREEK TRAIL MASTER PLAN
Operating Transfers In 0 80 80 150 0 0 0 0
69
REVENUE ESTIMATE
Adop~d Revimi
Actuel Budget Budget FIVE YEAR FORECAST
1998-99 1999-00 1999-00 2000.0l 2001.02 2002-03 2002-03 2003-04
ENiI'ERPR. ISE FUNDS
RESOURCE RECOVERY
lnvesUnent Earnings 90 54 54 100 103 106 109 I 13
Franchise Fees 2.316 2,228 2.228 2.295 2.364 2.435 2.508 2.583
2,405 2.282 2.282 2,396 2,46? 2,841 2.617 2,695
BLACKBERRY FARM
InvesUnent Earnings 29 18 15 15 16 16 17 17
Rent 89 55 I l0 113 117 120 124 128
Charges for S~rvices 1,365 1.446 1.446 1,490 !,535 1,581 i.628 1.677
Miscellaneous 0 2 2 2 2 2 2 2
1~484 1,521 1,$73 1,621 1,669 1,720 !,771 1,824
SPORTS CENTER
Investment Eamings 25 I ! 25 26 27 27 28 29
Rent 57 0 57 59 60 62 64 66
Charges ~r S~vic¢ 803 798 805 800 824 849 874 900
884 809 887 884 911 938 966 995
RECREATION PROGRAMS
lnvesm~ent Earnings 14 $ I I I 1 12 12 12 7
Cultura Programs 177 200 200 250 258 265 273 281
Youth and Teen Programs 488 430 450 510 525 541 557 574
Physical Programs 745 616 616 750 773 796 820 844
1,424 1,251 1,277 1,~21 1~67 1,614 1,662 1,707
SENIOR CENTER
Investment Earnings 16 19 12 12 13 13 14 14
Charges for Services 334 350 355 400 412 424 437 450
Miscellaneous 3 0 3 3 3 3 3 3
353 369 370 415 428 441 4~4 468
70
REVENUE ESTIMATE
Adopted Re. vised
Actual Budget Budget FIVE YEAR FORECAST
1998-99 199900 1999=00 2000-01 2001-02 2002-03 2002-03 2003-04
-- INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Investment Earnings 4 3 15 10 3 3 3 3
Service Charges 384 610 610 656 676 6~6 717 738
Miscellaneous 4 0 0 0 0 0 0 0
Operating Transfers 358 190 190 182 200 200 200 200
749 803 815 848 879 899 920 942
WORKERS' COMPENSATION
Investment EaminBs 50 45 38 38 38 38 38 38
Premiums 119 100 82 110 82 82 82 82
169 145 120 148 120 120 120 120
EQUIPMENT
InveStment Earnings I 30 I I ! I I I
Grants 75 0 0 0 0 0 0 0
Service Charge 657 711 711 854 880 906 933 ~6]~
Operalin$ Transfers In 43 171 171 48 75 75 75 75
776 912 883 903 9~6 982 1,009 1,037
LONG TERM DISABILITY
Investment Earnings 3 0 2 2 2 2 2 2
Premiums 54 55 55 58 60 62 64 66
$6 55 57 60 62 64 66 68
71
EXPENDITURE E~TIMATES
Adopted Revised
Division Budget Budget FIVE YEAR FORECAST
Number 1999-00 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05
GENER,4L
COUNCIL AND COMMISSIONS:
City Council 1000 170 170 227 193 199 205 211
Campaign Reform 1002 50 60 5 60 5 60 5
Telecommunications Commission 103 ! 119 l 19 123 127 130 134 138
Library Commissiun 1040 128 213 322 332 342 352 352
Fine Aris Commission 1042 23 23 23 24 24 25 26
Public Safety Commission 1050 0 0 0 0 0 0 0
Recreation Commission 1050 14 14 12 ! 2 13 13 14
Planning Commission 1070 29 31 31 32 33 34 35
Affordable Housing Commi~ee 1075 4 4 $ 5 5 5 5
$47 634 748 784 7Sl 829 797
ADMINISTRATION:
City Manager 1200 224 224 242 249 257 264 272
Community Outreach 1201 59 60 57 59 71 73 75
Contingencies 1300 20 20 20 20 20 20 20
303 304 329 338 348 358 368
CITY A~FORNEY 1500 390 390 429 442 455 469 483
LAW ENFORCEMENT 2100 5,091 5,091 5~335 5,602 5,882 6,176 6,485
PUBLIC INFORMATION:
Community Rela1~un & Informat/on 3300 184 213 220 227 233 240 248
Cupertino Scene 3400 101 101 103 106 109 113 116
Government Cbeunel 3500 222 378 219 226 232 239 246
Gov't Channel--Special Project 3501 45 45 57 59 60 62 64
551 737 599 617 635 6~5 674
ADMINISTRATIVE SERVICES-'
Administration 4000 256 256 293 302 311 320 330
Economic Development 4001 65 65 32 23 24 24 25
Accounting 4100 326 338 528 544 560 577 594
Business Licenses 4200 45 45 50 52 53 55 56
City Clerk 4300 321 321 358 369 380 391 403
Duplica~ng and Postage 4310 130 130 130 134 138 142 146
Elections 4330 26 26 I 22 0 23 0
Disnster F~,aredness 4400 26 26 40 41 42 44 45
Human Resources 45 i 0 563 588 683 703 725 746 769
Code Enforcement 4530 368 368 493 508 523 539 555
Insurance Adminislration 4540 316 316 303 312 321 331 341
2,443 2,479 2,911 3,009 3,077 3,192 3,264
EXPENDITUI~ ESTIMATES
Adopted Revised
Division Budget . Budget . FIVE YEAR FORECAST
Number 1999-00 199900 2000-01 2001-02 2002-03 2003-04 2004-05
GENERAL (cont.)
RECREATION SERVICE:
Recreation Adminislration 6100 214 214 223 230 237 244 251
Quinlan Community Center-Cultural:
Supervision 6200 282 282 324 334 344 354 365
Cultural Programs 6248 34 34 46 47 49 50 52
Quinian Community Center 6265 201 201 271 279 288 296 305
Monta Vista Recreation Center-Youth:
Administration 6300 127 127 138 142 146 15 ! 155
Youth Programs 6342 45 45 47 48 50 51 53
Teen Programs 6343 31 31 25 26 27 27 28
Monta Vista Recreation Center 6360 12 12 12 12 13 13 14
Cupertino Sports Center-Physieal/Recrealion
Supervision 6400 ! 61 161 184 190 195 201 207
Youth Programs 6442 4 4 3 3 3 3 3
Creekside Park 6445 6 6 9 9 10 10 10
Fourth of July 6448 66 89 57 59 60 62 64
Senior Center:
Senior Adult Programs 6500 225 225 343 353 364 375 386
Senior Center Case Mannger 6529 47 47 67 69 71 73 75
Nature Programs 6647 38 38 44 45 47 48 50
1,494 1,516 1,793 1,847 1,902 1,959 2,018
COMMUINI'I'Y DEVELOPMENT:
Planning Administration 7200 156 ! 56 206 212 219 225 232
Current Planning .7301 503 503 488 503 518 533 549
Mid and Long Range Planning 7302 230 272 178 183 189 i 95 200
Stelling Rd Annexation 7303 0 4 10 10 11 11 1 I
BMR Housing Maintenance 7405 37 40 43 44 46 47 48
General Building 7501 326 388 384 396 407 420 432
Conslruction Plan Checking 7502 239 177 208 214 221 227 234
Building Code Enforcement 7503 455 455 550 515 530 546 563
Oakvalley Development 7505 0 0 44 45 0 0 0
1,945 1,995 2,111 2,123 2,140 2,204 2,270
· 73
EXPENDITURE ESTIMATES
Adopted Revised
Division Budget Budget F l V E Y F. A R F O R E C A S T
Number 199900 199900 2000-01 2001-02 2002-03 2003-04 2004-05
PUBLIC WORKS:
Administration:
Public Works Administration 8001 245 245 243 250 258 266 273
Environmental Menagcment 8005 105 105 121 125 128 132 136
En~incering:
Engineering Design 8101 417 420 481 444 457 471 485
Inspection Service 8102 98 98 106 109 112 ! 16 119
Service Center Administration:
Public Works Supervision 8201 731 730 835 860 886 912 940
Grounds:
McClellan Ranch Park 8302 60 60 59 61 63 64 66
Memorial Park 8303 541 623 584 602 620 638 657
School Site Maintenance 8312 514 643 523 539 555 571 589
Neighborhood Parks 8314 577 647 627 64§ 665 685 706
Sports Ficlds/Jollyman/Creckside 8315 379 379 336 346 356 367 378
C~vic Center Main~ancc 8321 98 98 148 128 132 136 140
Streets:
Storm Drain Maintenance 8401 0 0 96 99 102 105 108
Street Cleaning $402 0 0 l 19 123 ! 26 130 134
Graffiti R~noval 8406 103 103 62 64 66 68 70
Overpasecs & Medians Maintenance 8407 570 570 523 539 555 571 589
Street Trees Maintenance 8408 443 443 54! 557 574 591 609
Elmwood Program 8409 0 0 157 162 167 ! 72 177
Facilities:
City Hall 8501 346 394 638 400 412 424 437
Library 8502 107 107 153 ! 58 162 167 172
Service Center 8503 219 543 289 298 307 316 325
Quinlen Community Center 8504 279 320 363 329 339 349 360
Senior Center 8505 79 39 87 90 92 95 98
McClellan Ranch 8506 34 34 48 49 51 52 54
Monta Vista 8507 84 84 94 97 100 103 106
Wilson 8508 26 26 14 14 15 15 16
Portal 8509 39 39 34 35 36 37 38
Fremont Older 851 ! 50 57 $ l 53 54 56 57
Water Administration 8706 0 4 50 52 53 55 56
Strcct Lightin$ 8830 346 347 410 382 393 405 417
Traffic Management:
Traffic Ending-ring 8601 428 440 434 447 460 474 488
Traffic Signal Maintenance 8602 497 538 524 540 556 573 590
Bicycle/Pedesuien Safety 8603 0 47 20 0 0 0 0
7,416 8,183 8,770 8,S94 8,852 9,118 9,391
Operating Expenditures 20,180 21,329 23,025 2.t,357 24,043 24,959 25,750
Operating Transfers Out:
Debt S~rvice Obli0ations 0100 4,672 4,672 4,663 5,~23 5,531 5,535 5,532
Capital Projects 0100 2,237 2,237 5,500 19,625 0 0 0
Gas Tax Projects/Operation Funding 0100 991 991 1,388 849 540 657 675
Leadership Cupertino 0100 5 5 $ 5 5 5 5
Equ~..ent Fund 0100 171 171 48 75 75 75 75
Management Information 0100 190 190 182 200 200 · 200 200
Non-operating Expenditures 8,266 8,266 11,786 26,277 6,351 6,472 6,487
TOTAL GENERAL FUND 28,446 29.59~ 34,811 49,634 30,394 31,431 32,237
74
EXPENDITURE ESTIMATES
Adopted Revised
Division Budget Bndget F I V E. Y E A R F O R E C A S T
Numl~r 1999-00 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05
SPECIAL REVENUE FUNDS
STORM DRAIN
Minor Storm Drain lmprOv~menm 9620 0 0 0 0 0 0 0
PARK DEDICATION TAX
Operating Transfers to C~nerai Fund 0100 400 $00 !,700 600 $00 $00 500
McClellan/Portal 9107 133 133 0 0 0 400 0
S33 633 1,700 600 SO0 900 SOO
ENVIRONMENTAL MANAGEMENT
Non Point Source .8004 347 347 355 366 377 388 400
Storm Drain 8401 87 87 0 0 0 0 0
Street Cleaning 8402 41 41 0 0 0 0 0
475 475 35S 366 377 388 400
GAS TAX
Sidewalk, Curb and Gutter 8403 481 535 506 521 537 553 570
Streat Pavement Maintenance 8404 904 904 827 852 877 904 931
Street Signs/Markings 8405 346 346 456 470 484 408 513
CI~ Various 2,530 2,530 931 300 225 75 75
4,261 4,31S 2,720 2,143 2,123 2,030 2,089
HOUSING & COMMUNI'I'H DEVELOPMENT
General Administra~on 7401 17 17 2 ! 22 22 23 24
Affordable Housing l~)ewiopment 7403 76 76 27 28 29 30 30
Public Service Grants 7404 73 73 216 222 229 236 243
166 166 264 272 280 288 297
HCD REHABILITATION LOANS
Relmb Loam & Administration 7402 149 149 ISI IS0 150 IS0 IS0
VAI.I.CO REDEVELOPMENT
Yalleo Redevelopment Project Area 7304 0 12S SO 0 0 0 0
LEADERSHIP CUPERTINO
Leadership Cupertino 4010 28 19 19 20 20 21 21
Youth Leadership 4011 0 14 18 19 19 20 20
28 33 37 38 39 40 42
75
EXPENDITURE ESTIMATES
Adopted Revised
Division Budget Budget F ! V E Y E A R F O R E C A S T
Numl~r 199900 1999-00 200001 2001-02 2002-03 2003-04 2004.0~
DEB T SER VICE FUNDS
CUPERTINO FACILITY CORPORATION
Refunding-City Hall/Library-Principal 5301 3 ! 5 315 325 345 370 390 415
Refunding-City Hall/Libra~-lnterest 5301 501 501 ' 484 466 446 425 403
Refunding-Wilson/Mm-Principal 5301 710 710 750 790 840 890 945
Refunding-Wilson/Mm-Interest 5301 613 613 573 531 485 436 383
Refunding-Open Space-Principal. 5301 1,130 1,130 !,185 1,240 1,305 1.380 1.450
Refunding-Open Space-lnterest 5301 1,673 1,673 i,616 1,554 1,488 1,416 1,339
Library COP Issue 5301 0 0 0 867 867 867 867
Fees 5301 30 30 30 30 30 30 30
4,972 4,972 4,963 S,823 ~831 S,83S S,832
TRAFFICLMPACT
P~ncipal 5306 lS 15 15 20 20 20 20
Interest 5306 22 22 22 18 17 15 14
37 37 37 38 37 35 34
VALLCOAD74-3
Principal 5304 100 100 105 105 0 0 0
Interest 5304 23 23 15 !1 0 0 0
123 123 120 116 0 0 0
VALLCO AD 74-4
Principal 5305 65 65 70 0 0 0 0
Interest 5305 10 10 6 0 0 0 0
7S 7S 76 0 0 0 0
76
EXPENDITURE ESTIMATES
.~diopted Revised
Division Budget Budaet F I V E Y E A R F O R E C A S T
Nmber 199900 1999-00 2000-01 2001-02 ' 2002-03 2003-04 2004-0S
CAPITAL PROJECTS FUND
CAPITAL IMPROVEMENT
Stevens Canyon Widening 9430 1,000 1,000 0 0 0 0 0
Tone Avenue Median TBA 0 0 125 0 0 0 0
Skate Park TBA 0 0 350 0 0 0 0
San Thomas/Saratoga Creek Trail TBA 0 0 15 125 0 0 0
ADA 9206 400 400 0 0 0 0 0
Park Renovation 9108 250 250 100 0 0 0 0
Memorial Park Rastrooms 9114 200 200 0 0 0 0 0
Varien Park Restrooms TBA 0 0 150 0 0 0 0
DeAnza Trail Feasibility Study TBA 0 0 200 0 0 0 0
Service Center Renovation 9216 250 2~0 160 0 0 0 0
Animal Control Facility TBA 0 0 500 0 0 0 0
2,100 2~100 1,600 12S 0 0 0
LIBRARY
Capital Outlay 9214 0 0 2,S00 · 19,S00 0 0 0
SPORTS CENTI~R RENOVATION
Capital Outlay 9209 0 0 1,300 0 0 0 0
FOUR SEASONS PLAZA
Capital Outlay S7 S7 0 0 0 0 0
STEVENS CREEK TRAIL MASTER PLAN
Capital Outlay 9113 80 80 IS0 0 0 0 0
77
EXPENDITURE ESTIM~S
Adopted Revised
Division Budget Budget F l V E ¥ E A R F O R £ C A S T
Number 1999.00 199900 2000.0I 2001=02 2002-03 200304 2004-05
ENZ'ERPRISE .FUNDS
RESOURCE RECOVERY
Programs 8003 1,765 1,767 1,861 1,917 1,974 2,034 2,095
BLACKBERRY FARM
Operating Transfers to General Fund 0100 175 175 175 i 75 175 150 150
Administretion 6600 101 I 01 104 107 I i 0 I 14 I 17
Park 6620 743 755 8:]7 862 888 915 942
Golf Course 6640 370 377 409 421 4~4 447 460
Blue Pheasant Restaurant 6660 19 19 19 20 20 21 21
Retreat Centc~ 6680 31 31 35 36 37 38 39
CIP - Blue Pheasant 9206 0 0 0 0 0 0 0
CIP - Blackberry Farm Picnic Area 9105 225 225 275 175 175 200 225
1,(~2 1,683 1,854 1,796 1,840 1,884 1,9~5
SPORTS CE~T~:R
Operating Transfers to General Fund 0100 0 100 0 0 0 0 0
Spore and Physical 6450 678 678 714 736 758 78 i 804
Facilities 8510 160 160 156 161 166 170 176
838 938 870 897 923 9S1 980
RECREATION PROGRAMS
Cultural Programs 6249 159 159 221 228 234 241 249
Youth and Teen Service~ 6349 364 364 449 462 476 491 505
Sports and Physical 6449 632 632 640 659 679 699 720
Nature Program 6649 19 19 23 24 24 25 26
Operating Trunsfm to General Fund 0100 75 200 200 200 200 200 200
1,2S0 1,374 1,S33 1,S73 1,614 1,6~7 1,700
SENIOR CEN'I'~:R
Operating Transfers to General Fund 0100 75 25 0 0 0 0 0
Programs 6549 339 339 412 424 437 450 464
414 354 412 424 43'/ 4~0 464
78
EXPENDITURE ESTIMATES
Adopted Revised
Division Budget Budget F I V E ¥ E A R F O R E C A S T
Number 199900 199900 2000-01 2001-02 200203 2003-04 2004-05
INTERNAL SERPTCE FUND~
MANAGEMENT INFORMATION
Operations 4800 610 610 656 6?§ 696 '/17 ?~8
Equipm~ Acquisition 4800 2~0 290 412 2'/5 2?$ 2?$ 2?$
900 ~00 1,068 9~1 971 992 !,013
WORKEI~' COMPENSATION
Claims 4~50 14~ 14~ 148 1~0 1~0 150 1~0
EQUIPMENT
Equipment Maintenance 8840 71 ! 711 854 880 906 933 961
Eq ulpmem Acquisition 9820 $1 $ 617 439 200 200 200 200
1,226 1,328 1,293 1,080 1,106 1,133 1,161
LONG TERM DISABILITY
Claims 4570 ~5 55 60 62 64 66 68
TOTAL EXPENDITURES 49,755 51,489 58,933 87,601 48,756 50,358
TOTAL REVENUES 47,968 48,940 5~,071 68,169 49,41~ 50,882
City of Cupertino
Gann Appropriations Limit
2000-01 Budget
Article XIIIB of the California State Constitution as enacted by Proposition 4, the Gann initiative
of 1979, mandates a limit on the amount of proceeds of taxes that state and local governments
can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit
government spending by putting a cap on the total proceeds of taxes that may be appropriated
each year. The original Article XIIIR was further modified by Proposition 111 and SB 88
approved by California voters in June of 1990. Proposition 111 allows cities more flexibility/n
choosing certain inflation and population factors to calculate the limit.
The limit is different for each agency and the limit changes each year. ~.ach year's limit is based
on the amount of tax pro-c~ls that were authorized to be spent in fiscal year 1978-79 in each
agency, modified for changes in inflation and population in each subsequent year. Proposition
111 has modified those factors to allow cities to choose either the growth in California Per
Capita Income or the growth in non-residential assessed valuation due to new construction in the
city. Alternatively, the city could select a population growth factor represented by the population
growth in Santa Clara County. Each year the city establishes its appropriations limit for the
following fiscal year. The City of Cupertino's appropriation limit for fiscal year 2000/01 of
$45,594,955 was adopted by Council by Resolution on June 19, 2000.
The City's appropriations limit for fiscal year 2000/01 of $45,594,955 is $6,535,892 or 16.73%
higher than the fiscal year 99/00 limit of $39,059,063. For fiscal year 2000/01, the City's
estimated appropriations of proceeds from taxes are $25,345,000. This is $20,249,955 or
44.41% under the legal limit established for fiscal year 99/00. When a city's proceeds of taxes
(less statutory exclusions) exceed the legal limit, excess tax revenue must be returned to the State
or citizens through a process of refunds, rebates, or other means that may be det~,,,ined at that
time. The City is currently at 41.70% of its limit. As a result, the appropriations limit is not
expected to present a restraint on current or future budget deliberations.
80
DEPARTMENTAL OPERATING BUDGETS
The Depa~h~,ental Operating Budgets section provides budget information for each of the City's
eight key operating functions: City Council, Administration, Law Enforcement, Public
-- Info~'lixation, Administrative Services, Recreation Services, Community Development and Public
Works. Each depa~h~ental operating budget includes the following eleiiients:
1. Department Summary: The department summary includes an organization chart for the
department and condensed financial information for each division within the depa~h~ent. It
_ is a "big picture" snapshot of the department's responsibilities and costs.
2. Division Summary: Most departments are organized into smaller units or divisions. A
-- program overview has been presented for each division denoting the key functions of the
division. In addition, service objectives are listed to identify for the reader the upcoming
goals and objectives of that section. Finally, the budget document includes an expenditure
-- summary which details historical and proposed expenditures by category and funding source
and the personnel charged to that division.
81
NOTES
82
- Council
and
Commissions
COUNCIL AND
COMMISSIONS
Citizens
of Cupertino
I
City
Council
Citizen Advisory Groups
Telecomnmnications/Library/
Fine Arts/Recreation/Economic Development/
Planning/Public Safety/Bike & Pedestrian
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- CITY COUNCIL
_ 1000 CITY COUNCIL 133,030 147,227 169,865 186,843
1002 CAMPAIGN REFORM 0 0 60,000 5,000
1004 HISTORICAL SOCIETY 0 30,000 0 40,000
-- 133,030 177,227 229,865 231,843
COMMISSIONS
1031 TELECOMMU~CATIONS 104,489 103,465 118,702 122,885
_ 1040 LIBRARY 113,974 !27,159 127,575 321,500
1042 FINE ARTS 26,707 25,047 23,225 23,359
1050 PUBLIC SAFETY 45 47 150 150
-- 1060 RECREATION 3,948 10,840 13,945 11,869
1070 PLANNING 26,584 23,766 29,095 30,600
1075 HOUSING COMMITTEE 3,040 3,248 4,165 4,628
278,787 293,572 316,857 514,991
-- TOTAL 411,817 470,799 546,722 746,834 ·
85
COUNCIL AND COMMISSIONS
CITY COUNCIL
PROGRAM OVERVIEW
The Mayor and Councilmembers, acting as the elected representatives of the City of Cupertino,
establish public policy to meet community needs and assure orderly development of the City.
SERVICE OBJECTIVES
The City Council goals are carried out by the city staff under the direction of the City Manager.
The council goals are listed in the Budget Strategies section.
86
COUNCIL AND COMMISSIONS
- 1000 CITY COUNCIl.
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 74,083 73,409 78,475 91,943
Materials 35,658 56,368 54,100 56,400
Cor~t~act Services 23,289 35,370 65,000 65,000
Cost Allocation 0 12,080 32,290 18,500
-- Total 133,030 177,227 229,865 231,843
-- Expenditures by Fund
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- General 133,030. 177,227 229,865 231,843
Total 133,030 177,227 229,865 231,843
_ Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 0.20 0.20 0.20
Total 0.20 0.20 0.20
COUNCIL AND COMMISSIONS
TELECOMMUNICATIONS COMMISSION
PROGRAM OVERVIEW
The Telecommunications Commission advises the City Council and informs the community
about issues relating to the rapidly changing field of telecommunications. Last year the
commission participated in negotiations with the cable company that resulted m TCI paying
penalties for missing its upgrade deadline. Commissioners also served as a resource for the
Planning Commission in offering technical guidance for antenna sitings. In addition, the
commission presented its third annual Cupertino Outstanding Producer Award and disbursed
funding for public access and educational grants.
The city's franchisc agreement with TCI provides financial support of the public access program
at De Anza College. The funding, totaling about $93,000, is reflected in this budget.
With legislation now in effect encouraging effective competition, the commission will continue
to look at new and forthcoming FCC rulings that may alter AT&T's impact on the community.
The commission also will continue to monitor cable services to subscribers and to act as a
resource for both the Cupertino elementary and high school districts.
SERVICE OBJECTIVES
Continue to work with appropriate companies in bringing advanced services to interested
residents.
Monitor the final phase of AT&T's cable upgrade in Rancho Rinconada.
Work with the Cupertino Planning Commission in developing a master plan for antenna sites and
design.
88
COUNCIL AND COMMISSIONS
__ 1031 TELECOMMUNICATIONS coMMISSION
-- Expenditures by Category
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 4,313 4,219 4,535 4,781
Materials 15,516 12,681 14,700 14,700
Contract Services 84,660 86,565 99,467 103,404
Capital Outlay 0 0 0 0
Total 104,489 103,465 118,702 122,885
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 104,489 103,465 118,702 122,885
-- Total 104,489 103,465 118,702 122,885
Personnel Summary
_ 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 0.05 0.05 0.05
Total 0.05 0.05 0.05
COUNCIL AND COMMISSIONS
LIBRARY COMMISSION
PROGRAM OVERVIEW
The Library Commission is a five member commission appointed by the City Council that
reviews and makes recommendations related to the operations and services of the Cupertino
Library. The Cupertino Library is operated by the Santa Clara County Library Services. The
building is provided by the City of Cupertino for which the county pays a rental fee.
County Library staff serve as staff to the commission and the Director of Administrative Services
serves as city liaison.
SERVICE OBJECTIVES
Monitors the various service activities of the library, and makes recommendations for
improvements to appropriate bodies.
Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino
Library Foundation.
Advocates library funding and service levels at the city, county, and state levels.
Represents the Cupertino library in the local community.
Participates in state and local library workshops and conferences.
Participates in the long range planning for the City of Cupertino to ensure that quality library
services are provided.
Develops potential resources to expand volunteer efforts in the library.
Investigates ways to expand access to non-traditional media.
Continues library advocacy in Cupertino activities and with other organizations.
Continues emphasis on integrating additional technology into library services.
Continues proactive efforts to ensure adequate library funding.
Participates on the building committee task rome ora new/expanded library.
9O
COUNCIL AND COMMISSIONS
__ 1040 LIBRARY COMMISSION
Expenditures by Category
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Materials 100 1,575 1,325 1,500
Contract Services 113,874 125,584 126,250 320,000
Total 113,974 127,159 127,575 321,500
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 113,974 127,159 127,575 321,500
-- Total 113,974 127,159 127,575 321,500
Personnel Summary
_ 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
91
COUNCIL AND COMMISSIONS
FINE ARTS COMMISSION
PROGRAM OVERVIEW
The Cupertino Fine Arts Commission is charged with advancing the arts in the City. This is
done through several activities and programs, including promoting art in public places, the award
of grants to individuals and organizations, and selection of a "Distinguished Artist of the Year."
Through the fine arts grant program, the Commission has awarded $12,000 during the 1999-2000
fiscal year to visual and perfoLsuing artists offering projects benefiting Cupertino residents. This
year's llcants have provided support for the Cupertino Symphonic Band, the Cherry Blossom
Festival, Mr. Kenneth Young for his Living Artists Theater, the Peninsula Symphony Orchestra,
the San Jose Chamber Players, the South Bay Guitar Society, and the Euphrat Museum of Art,
including Family Day.
The Fine Arts Commission also worked on a number of special projects. These included the
process of recommending an artist for the "Four Seasons" comer at Stevens Creek and DeAnza
Boulevarcls; the fifth annual music and recital program during the Euphrat Museum's Family
Day, and the annual student art show at the 1999 Cherry Blossom Festival.
SERVICE OBJECTIVES
Maintain programs and activities which provide a direct cultural benefit to the citizens of
Cupertino, with special emphasis on groups not likely to receive regular exposure to the arts.
Actively encourage business and community participation in the arts.
Pursue methods for obtaining more art throughout Cupertino.
COUNCIL AND COMMISSIONS
__ 1042 FINE ARTS COMMISSION
Expenditures by Category
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adoptod Adopted
- Employee Compensation 8,627 8,868 9,075 9,209
Materials 12,675 15,983 13,150 13,150
Contract Services 5,405 196 1,000 1,000
Total 26,707 25,047 23,225 23,359
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
_ Actual Actual Adopted Adopted
General 26,707 25,047 23,225 23,359
Total 26,707 25,047 23,225 23,359
Personnel Summary
1998-99 1999-00 2000-01
AcO~al Adopted Adopted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
93
COUNCIL AND COMMISSIONS
PUBLIC SAFETY COMMISSION
PROGRAM OVERVIEW
The Public Safety Commission consists of five members with responsibility for reviewing and
recommending public safety services and policies for police, fire, emergency planning, and
traffic.
SERVICE OBIECTIVES
Review safety issues and concerns and make recommendations to the City Council.
Promote public education programs concerning safety issues.
Provide assistance in implementing public safety programs approved by the City Council.
COUNCIL AND COMMISSIONS
- 1050 PUBLIC SAFETY COMMISSION
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Materials 45 47 150 150
Total 45 47 150 150
-- Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
-- Actual Actual Adopted Adopted
_ General 45 47 150 150
Total 45 47 150 150
Personnel Summary
1998-99 1999-00 2000-01
_ Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
COUNCIL AND COMMISSIONS
RECREATION COMMISSION '
PROGRAM OVERVIEW
Five member citizen's committee appointed by the City Council to make recommendations
pertaining to parks and recreation matters.
SERVICE OBJECTIVES
Review annual operating budget for the Recreation Depafi~ent.
Review the park portion of the Five Year Capital Improvement Program.
Complete the Skate Facility Master Plan.
Complete the Sports Center Building Master Plan.
Develop an implementation strategy for the Stevens Creek Trail Plan.
96
COUNCIL AND COMMISSIONS
- 1060 RECREATION COMMISSION
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actnal Adopted Adopted
Employee Compensation 1,512 6,067 6,545 6,769
Materials 2,436 2,625 7,400 5,100
Contract Services 0 2,148 0 0
Total 3,948 10,840 13,945 11,869
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
_ Actual Actual Adopted Adopted
General 3,948 10,840 13,945 11,869
Total 3,948 10,840 13,945 11,869
Personnel Summary
1998-99 1999-00 2000-01
Acm.1 Adopted Adopted
Full-time 0.10 0.10 0.10
Total 0.10 0.10 0.10
97
COUNCIL AND COMMISSIONS
PLANNING COMMISSION
PROGRAM OVERVIEW
The Planning Commission is a five-member citizen board appointed by the City Council to make
or recommend decisions on matters pertaining to land use and physical development. The major
work of the Commission is to conduct public hearings on "current planning" applications.
The Commission also advises the City Council on land use and development policy through
study sessions and formal hearings on issues necessary to maintain the current status of the
General Plan. The Commission also undertakes periodic review of implementation ordinances
and issues interpretations of these documents.
SERVICE OBJECTIVES
Conduct General Plan annual review. The annual review will test fundamental goals and
measure performance of short-term objectives.
Conduct public hearings for appwximately 150 land development applications. Ensure that
decisions are made fairly and expeditiously in accordance with adopted General Plan policies,
zoning ordinances, de~,elopment plans and design guidelines.
Prepare specific plans, zoning ordinance amendments and amendments to the General Plan.
Continue effort to modify the Planning Commission meeting schedule to provide more time for
intergovernmental planning topics and locally important long range planning issues. The
modifications can occur throughout the use of the Planning Commission subcommittee.
Serve on the Planning Commission Design Review Committee.
98
COUNCIL AND COMMISSIONS
_ 1070 PLANNING COMMISSION
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 6,337 7,197 6,595 6,500
Materials 4,893 4,669 9,000 9,000
Contract Services 15,354 11,900 13,500 15,100
Total 26,584 23,766 29,095 30,600
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
_ Actual Actual Adopted Adopted
General 26,584 23,766 29,095 30,600
Total 26,584 23,766 29,095 30,600
Personnel Summary
1998-99 1999-00 2000-01
Act~ml Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
99
COUNCIL AND COMMISSIONS
HOUSING COMMITTEE
PROGRAM OVERVIEW
The Housing Committee (CHC) is a five-meiiiber board appointed by the City Council to assist
the Planning Commission and the City Council in developing housing policies and strategies for
implementation of General Plan Housing Element goals. The Director of Community
Development serves as non=voting CHC m~mber, providing technical assistance to the
Committee.
SERVICE OBJECTIVES
When requested by the Director of Community Development or the City Council, make
recommendations regarding affordable housing proposals including requests for money from the
Affordable Housing Fund, possible fee waivers or other incentives, the number and type of
affordable units and the target groups to be served.
100
COUNCIL AND COMMISSIONS
- 1075 HOUSING COMMITTEE
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 3,024 3,130 3,965 4,428
Materials 16 118 200 200
Total 3,040 3,248 4,165 4,628
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 3,040 3,248 4,165 4,628
_ Total 3,040 3,248 4,165 4,628
-- Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 0.04 0.05 0.05
Total 0.04 0.05 0.05
NOTES
102
Administration
103
ADMINISTRATION
City Attorney City Manager Comiiitmity
(2.80) (1.3 5) Outreach
(.75)
104
ADMINISTRATION
Expenditures by Division
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
1200 CITY MANAGER 233,883 247,614 223,795 242,222
1201 COMMUNITY OUTREACH 0 37,438 59,365 67,044
-- 1300 CONTINGENCIES 0 0 20,000 20,000
1500 LEGAL SERVICES 360,679 377,555 389,805 428,691
TOTAL 594,562 662,607 692,965 757,957
105
ADMINISTRATION
CITY MANAGER
PROGRAM OVERVIEW
The City Manager's department is responsible to the City Council for the effective and efficient
manag,ment of the City. Under ~he direction of the City Council, the City Manager is
responsible for carrying out the primary policy objectives and goals.
SERVICE OBJECTIVES
Administer and oversee City operations.
Oversee the accomplishment of the City Council's goals as outlined in the financial strategies
section of this document.
Ensure that the City's policies and procedures provide a foundation for a .secure financial
position.
Develop slxategies to enhance the City's tax base and to position the City to take advantage of
economic 'opportunities.
106
CITY MANAGER
1200 ADMINISTRATION
Expenditures by Category
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- Employee Compensation 197,212 216,665 190,335 212,272
Materials 21,639 21,959 23,300 24,900
Contract Services 15,032 0 0 0
Cost Allocation 0 8,990 10,160 5,050
-- Total 233,883 247,614 223,795 242,222
-- Expenditures by Fund
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- General 233,883 247,614 223,795 242,222
Total 233,883 247,614 223,795 242,222
_ Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 2.10 1.35 1.35
Total 2.10 1.35 1.35
107
ADMINISTRATION
COMMUNITY OUTREACH
PROGRAM OVERVIEW
Instimtional'ize and sustain community involvement by coordinating groups such as the 5Cs,
neighborhood outreach programs and various agencies.
SERVICE OBJECTIVES
Develop and implement a comprehensive neighborhood outreach program that increases
participation and public awareness.
Serve as a staff resource and liaison at community meetings.
Produce materials to effectively promote neighborhood programs.
108
COMMUNITY OUTREACH
1201 ADMINISTRATION
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- Employee Compensation 0 35,580 53,865 61,044
Materials 0 1,858 5,500 6,000
Total 0 37,438 59,365 67,044
F~enditures by Fund
- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 0 37,438 59,365 67,044
- Total 0 37,438 59,365 67,044
Personnel Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 0.75 0.75 0.75
Total 0.75 0.75 0.75
109
ADMINISTRATION
CONTINGENCIES
PROGRAM OVERVIEW
This account is discretionary fund for the City Manager's use for unexpected occurrences, such
as special studies, consultants or other special unplanned needs that may occur during the year.
110
CONTINGENCIES
- 1300 ADMINISTRATION
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
Contract Services 0 0 20,000 20,000
Total 0 0 20,000 20,000
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 0 0 20,000 20,000
Total 0 0 20,000 20,000
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
ADMINISTRATION
LEGAL SERVICES
PROGRAM OVERVIEW
The City Attorney serves as legal counsel to the City Council, City Commissions, and City
administrative staff. The City Attorney prepares ordinances and resolutions as requested,
prepares or reviews contracts and agreements, conducts research and supports the City in various
meetings including some negotiations, prosecution of code violations, and some litigations.
Secretarial 'and support services are provided by the City.
SERVICE OBJECTIVES
Attend or provide representation at all regularly scheduled city Council meetings to provide
procedural and legislative information. Attend commission or staff meetings when requested.
Meet with the City administrative staff on a regular basis to provide legal services and advice.
112
LEGAL SERVICES
1500 ADMINISTRATION
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Act~ml Actual Adopted Adopted
-- Employee Compensation 279,180 291,764 291,395 320,781
Materials 34,656 27,626 27,150 32,150
Contract Services 46,843 50,255 53,000 66,600
Cost Allocation 0 7,910 18,260 9,160
-- Total 360,679 377,~55 389,805 428,691
-- Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- General 360,679 377,555 389,805 428,691
Total 360,679 377,555 389,805 428,691
._ Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 2.75 2.75 2.80
Total 2.75 2.75 2.80
113
NOTES
114
- Enforcement
LAW
.. ENFORCEMENT
[ .aw
F. nforcement
(Contract)
116
LAW ENFORCEMENT
Expenditures by Division
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
2100 LAW ENFORCEMENT 4,191,467 4,760,734 5,091,252 5,335,000
TOTAL 4,191,467 4,760,734 5,091,252 5,335,000
117
LAW ENFORCEMENT
LAW ENFORCEMENT
PROGRAM OVERVIEW
This activity provides for the expenses of law enforcement, emergency communications, the
School Resource Officer Pwgram, and the Youth Pwbation Officer Pwgram.
Law Enforcement services are provided by the Santa Clara County Sheriff's Department.
Communication services are provided for Santa Clara County General Services Administration.
The Youth Probation Officer Program is provided through a partnership with Santa Clara County
Probation Depa~h~aent, Cupertino Union School District, Fremont Union High School District,
and the City of Cupertino. Cupertino also participates in a computerized fingerprinting program
funded in this activity.
Law Enforcement services include general law enforcement (patrol), supplemental traffic cars
and detective services.
This budget includes a sergeant position to coordinate neighborhood watch and community
policing.
SERVICE OBJECTIVES
Law Enforc=a~ent officers will respond to ecaergency situations within an average of less than six
minutes.
Suppl~xaental traffic cars will enforce the vehicle code with the goal of increasing traffic safety.
Crime prevention officers will continue to provide neighborhood watch info,x~ation and provide
public education.
The Youth Probation Officer will divert first time/minor youth offenders from the juvenile
justice system.
The School Resource Officers (SRO) will provide daily on-site interaction with our youth.
118
LAW ENFORCEMENT
__ 2100 LAW ENFORCEMI~N;I'
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Materials 1,8~.~. 18,888 23,000 22,000
Contract Services 4,189,623 4,741,846 5,068,252 5,313,000
-- Total 4,191,467 4,760,734 5,091,252 5,335,000
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 4,191,467 4,760,734 5,091,252 5,335,000
_ Total 4,191,467 4,760,734 5,091,252 5,335,000
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
- Full-time 0.00. 0.00 0.00
Total 0.00 0.00 0.00
119
NOTES
120
- Public
_ Information
121
PUBLIC
INFORMATION
Public
Infoxxxsatima
(4.15)
Comnaunity Cupertino Goverr,.x~ent
Relations Scene Channel
(0.75) (0.40) (3.00)
122
PUBLIC INFORMATION
Expenditures by Division
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- 3300 COMMUNITY RELATIONS 164,401 183,507 183,500 220,184
3400 CUPERTINO SCENE 93,571 92,655 100,611 102,804
3500 GOVERNMENT CHANNEL 221,887 354,874 267,360 276,071
TOTAL 479,859 631,036 551,4'/1 599,059
123
PUBLIC INFORMATION
C05~VIUNITY RELATIONS
PROGRAM OVERVIEW
Functions of this department include info, ming citizens about programs and services provided by
local government, responding to media inquiries and preparing all press information. The office
acts as a resource for other city deparhaents, staff and council members. The public information
officer actively participates in regional discussions and workshops involving crisis
communications, media relations and cable television regulation.
Awards dinners, special events and ceremonial activities also are handled through this
department. Examples include the annual Commissioners' Dinner, the CREST Awards, mayoral
proclamations and the SWING program.
Included in this budget is the Sister City line item, which now encompasses both Toyokawa and
the Hsinchu Friendship City. Also included is the Chamber of Commerce support item, which
shows no change from last year. The Human Services budget reflects the city council's direction
to retain last year's level of funding with additional funds for the Cupertino Senior Day Services
program and a CPI increase.
SERVICE OBJECTIVES
Aid in the coordination of city programs designed to draw Cupertino neighborhoods together.
Disseminate Cupertino news to a wider audience, electronically and through specialized local,
state and national publications.
Develop written guidelines for Cupertino sponsorship of international city relationships.
124
COMMUNITY RELATIONS
3300 PUBLIC INFORMATI(~N
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
_ Employee Compensation 67,607 67,471 61,445 69,444
Materials 15,160 25,005 23,405 23,385
Contract Services 81,634 86,211 92,270 123,885
-- Cost Allocation 0 4,820 6,380 3,470
Total 164~401 183~07 183,500 220,184
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 164,401 183,507 183,500 220,184
Total 164,401 183~07 183~00 220,184
Personnel Summary
1998-99 1999-00 2000-01
_ Actual Adopted Adopted
Full-time 0.75 0.75 0.75
Total 0.75 0.75 0.75
125
PUBLIC INFORMATION
CUPERTINO SCENE
PROGRAM OVERVIEW
The Cupertino Scene is published 11 months out of the year and is distributed to residents and
businesses in Cupertino. Information is of general interest to the community and is presented in
a straightforward manner that is non-political, non-religious and non-commercial. The Scene is
in the middle of a two-year printing contract this year, so printing costs remain the same as last
year. The postal rate has been increased slightly to offset a rise in bulk-rate permit costs. Each
issue of The Scene costs approximately 12 cents to mall.
Approximately 35 percent of the articles appearing in the Scene are regular, monthly features,
such as Roots, Commissioner Profile, Community Calendar, Council Actions, Agenda Preview,
Library News and Cable News.
Another approximately 15 p¢ccent of written material includes articles dealing with ongoing
citywide issues, i.e. environmental programs.
The other half of material appearing in the Scene is a mixture of one-time city events, community
activities, gov~ttu-nent services and other city-related information.
About 250,000 copies'of the Scene are distributed annually.
SERVICE OBJECTIVES
Continue regular production schedule of the Scene, presenting infott,,ation in a timely,
interesting and visually pleasing manner.
Focus on infoitaation relevant to citizens of all cultural backgrounds.
Continue to adhere to regulations imposed by Prop. 73.
126
CUPERTINO SCENE
_ 3400 PUBLIC INFORMATION
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Act~jal Adopted Adopted
-- Employee Compensation · 34,076 31,003 32,975 35,018
Materials 59,495 61,652 67,636 67,786
-- Total 93,571 92,655' 100,611 102,804
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Act~_al Adopted Adopted
General 93,571 92,655 100,611 102,804
_ Total 93,571 92,655 100,611 102,804
-- Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 0.40 0.40 0.40
Total 0.40 0.40 0.40
127
PUBLIC INFORMATION
GOVERNMENT CHANNEL
PROGRAM OVERVIEW ·
Approaching its 17th year of broadcast, The City Channel cominues to offer a variety of news
and info,.ation for and about the residents of Cupertino. As the first government channel to
broadcast city council meetings in the county, the City Channel provides assistance and referral
for other cities interested in starting their own government channels.
Multimedia advancements have allowed this department to improve and expand many of its
services. New digital equipment received last year from the city's penalty agreement with TCI
has allowed the department to replace old and failing pieces with reliable, computer-based
equipment. The department creates visual effects using animation and software graphics for both
internal and external audiences and uses the equipment in all productions. The City Channel also
provides audio-visual services that include tape duplication and viewing, editing, equipment
recommendations and design meeting set-ups and multimedia presentations.
In addition to special programs produced for and featured on the City Channel, other programs
come i~om the following sources: PBS, the United Nations and The California Channel (CAL-
SPAN). Those who are not cable subscribers may check out tapes, including City Council and
Planning Commission meeting tapes, fi'om the Cupertino Library. In addition to publishing a
monthly schedule, programs on the City Channel are featured on the city's web site.
Throughout each week, viewers may tune in to the City Channel to learn about city departments
and services, special city programs, local points of interest, health and safety tips and upcoming
community events. Staff m~mbers produce numerous promotions, public service announcements
and video bulletin board announc~wents made specifically for Cupertino residents. These local
announc~i.~ents continue to increase annually and arc presented in a timely manner, showcasing
an active, involved community.
SERVICE OBJECTIVES
Continue improvements to city meetings, productions, promotions and web site services by
incorporating more multimedia technology.
Research emerging services, such as webcasting and an intranet system to advance and refine
City services.
128
GOVERNMENT CHANNEL
__ 3500 PUBLIC INFORMATION
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 175,132 187,147 172,255 204,996
Materials 42,164 21,837 21,880 22,150
Contract Services 4,591 11,398 18,600 18,825
-- Capital Outlay 0 104,897 0 0
Cost Allocation 0 29,595 54,625 30,100
Total 221,887 354,874 267,360 276,071
Expenditures by Fund
1997-98 1998-99 1999~00 2000-01
Actual Actual Adopted Adopted
General 221,887 354,874 267,360 276,071
-- Total 221,887 354,874 267,360 276,071
Personnd Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
- Full-time 3.00 3.00 3.00
Total 3.00 3.00 3.00
129
NOTES
130
Administrative
Services
131
ADMINISTRATIVE
SERVICES
Administrativ~
Services
(2.00)
Man,ernest ~om~iou
Sen'vices F'mance City CI~ Human Reso~a'ces
0.00) (4.00) (3,9O) (6.00)
132
ADMINISTRATIVE SERVICES
Expenditures by Division
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
FINANCE
-- 4000 ADMINISTRATION 240,944 262,649 255,905 292,868
4001 ECONOMIC DEVELOPMENT 11,700 46,369 65,000 32,000
4010 LEADERSHIP CUPERTINO 10,104 15,742 28,000 37,000
- 4100 ACCOUNTING 290,297 302,142 326,150 528,079
4200 BUSINESS LICENSING 38,174 40,264 45,355 50,172
_ 591,219 667,166 720,410 940,119
CITY CLERK
- 4300 CITY CLERK 292,608 3~9,156 321,390 357,970
4310 DUPLICATING AND MAIl. SERVICE 117,209 117,568 129,960 129,850
4330 ELECTIONS 19,741 0 25,625 1,125
429,558 436,724 476,975 488,945
- EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS 3,511 6,704 25,800 40,300
3,511 6,704 25,800 40,300
_ HUMAN RESOURCES
4510 HUMAN RESOURCES 438,035 469,430 563,283 683,195
-- 4530 CODE ENFORCEMENT 168,894 250,330 367,680 492,641
4540 INSURANCE ADMINISTRATION 316,192 346,052 515,620 511,282
923,121 1,065,812 1,446,583 1,687,118
MANAGEMENT INFORMATION
-- 4800 MANAGEMENT INFORMATION 362,803 394,760 899,360 1,068,933
362,803 394,760 899,360 1,068,933
TOTAL 2,310,212 2,571,166 3,569,128 4~225,415
133
ADMINISTRATIVE SERVICES
ADMINISTRATION
PROGRAM OVERVIEW
Administration is responsible for the oversight of several divisions and programs including
Treasury Management, Fiscal Planning, Management Infoimation Services (MIS), Economic
Development, Emergency Preparedness and Finance, which includes Budget Preparation,
Accounting, Audit and Licensing.
The division is also responsible for overseeing the City Clerk's operations and the Human
Resources Division which includes Human Resources, Code Enforcement, Employee
Development and Insurance AdminisWation. Staff support is provided to the Audit Committee,
the Library Commission, the Fine Arts Commission, Leadership Cupertino, Public Safety
Commission and the Economic Development Committee.
SERVICE OB/ECTIVES
Provide administration and suppon services to the City Clerk, Human Resources, MIS,
Emergency Preparedness, and Finance divisions.
Manage the City's investment portfolio to obtain safety of funds, liquidity and a rate of return
equal to or exceeding the State investment fund.
Provide short and long term fiscal planning.
Monitor revenue and expenditure trends and analysis of cash flow needs.
Work with the business community, Council and Chamber to promote economic development.
134
ADMINISTRATION
4000 ADMINISTRATIVE SERVICES
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- Employee Compensation 193,859 199,683 198,925 218,088
Materials 14,080 14,493 14,100 19,550
Contract Services 33,005 40,443 35,250 50,250
-- Cost Allocation 0 8,030 7,630 4,980
Total 240,944 262,649 255,905 292,868
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 240,944 262,649 255,905 292,868
Total 240,944 262,649 255,905 292,868
Personnel Summary
1998-99 1999-00 2000-01
- Actual Adopted Adopted
Full-time 2.00 2.00 2.00
Total 2.00 2.00 2.00
135
ADMINISTRATIVE SERVICES
ECONOMIC DEVELOPMENT
PROGRAM OVERVIEW
The Economic Development Division was started in fiscal year 1995/96 as a result of the City
.Council's concerns for the long-term financial health of the City. Staffing consists of the City
Manager, four Department Heads, two City Councilmembers and four representatives fi'6m the
Chamber of Commerce.
The division is responsible for the identification and implementation of programs specifically
targeted to business retention, expansion and attraction. A detailed workplan is adopted each
year to ensure high priority of this program.
SERVICE OBJECTIVES
Enhance the business environment and economic climate while maintaining a healthy balance.
with residential concerns. Improve public awareness and promote education of community
interdependence,
Recruit compatible businesses to the City to increase our tax-generating economic base.
Develop a sense of public/private partnership through the development of business and
community relationships and improved customer service.
Act as a liaison with the Chamber of Commerce, brokers, business associations and individual
businesses to assure that business needs are appropriately communicated and considered in City
policy formation.
Work with existing business to identify and help eliminate any barriers to r~tention or
redevelopment.
Enhance and promote a strong local economy to provide municipal services that business and
residents desire and need to maintain the community's quality of life.
136
ECONOMIC DEVELOPMENT
_ 4001 ADMINISTRATIVE SERVICES
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Act~ml Adopted Adopted
-- Materials 3,969 2,279 10,000 7,000
Contract Services 7,731 44,080 55,000 25,000
Total 11,700 46,359 65,000 32,000
Expenditures by Fund
-- 1997-98 1995-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 11,700 46,359 65,000 32,000
-- Total 11,700 46,359 65,000 32,000
Personnel Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
137
ADMINISTRATIVE SERVICES
LEADERSHIP CUPERTINO
PROGRAM OVERVIEW
Leadership Cupertino is a joint training program between the City, the Cupertino Chamber of
Commerce, UCSC Extension, and DeAnza College. Its mission is to develop leaders for the
future of our community, to pwvide participants with knowledge and information on local
government, to help participants acquire leadership skills and encourage participation and
involvement in the community.
Tomorrow's Leaders Today (TLT) is a joint youth Raining program between the city, the
Cupertino Chamber of Commerce, UC$C Extension, and DeAnza College. Its mission is to
familiarize high school sophomores and juniors with local govc~Lrnent and other community
organizations and encourage participation and involvement in the community.
SERVICE OBJECTIVES
Teach leadership skills and offer opportunities for their application.
Introduce participants to commnnity decision makers and provide opportunities to participate in
thc decision making process.
Educate future leaders about a broad range of current community needs and conc=~us.
Prepare participants for positions on commissions, city council, school boards and non-pwfit
organization boards.
138
LEADERSHIP CUPERTINO
_ 4010-4011 ADMINISTRATIVE SERVICES
Expenditures by Category
- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- Materials 3,952 2,192 10,000 15,000
Contract Services 6,152 13,550 18,000 22,000
Total 10,104 15,742 28,000 37,000
Expenditures by Fund
- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
Leadership Cupertino 10,104 15,742 28,000 37,000
-- Total 10,104 15,742 28,000 37,000
Personnel Summary
_ 1998-99 1999-00 2000-01
Actual Adopted Adopted
- Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
139
ADMINISTRATIVE SERVICES
ACCOUNTING
PROGRAM OVERVIEW
The Accounting Division is responsible for accurate and timely maintenance of all City financial
records, collection, disbursement of all monies, and payroll processing. This division prepares all
required Federal, State and other agency reports pertaining to the City's financial status. In
addition, Accounting conducts research and prepares reports on special fiscal matters for all
internal and external customers.
SERVICE OBJECTIVES
Provide accurate and timely financial information to internal and external customers.
Assist City Manager, City Council and City departments in managing the City's financial
resources.
Maintain a high level of professionalism in all the City's financial practices and procedures.
Provide quality service in responding to the needs of customers, vendors and citizens.
Respond to inquiries from the public and City departments. Process invoices, deposits, vendor
payments, purchase contracts and claims in a timely manner.
Pwvide accurate financial information for City depal'huents to make sound fiscal decisions.
Comply with all applicable laws and regulations to ensure public credibility of our financial
records.
140
ACCOUNTING
- 4100 ADMINISTRATIVE SERVICES
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 236,788 246,890 235,040 261,829
Materials 41,006 31,704 34,250 59,350
Contract Services 12,503 11,478 26,500 24,600
Cost Allocation 0 12,070 30,360 182,300
_ Total 290,297 302,142 326,150 528,079
-- Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- General 290,297 302,142 326,150 528,079
Total 290,297 302,142 326,150 528,079
_ Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 3.75 3.75 3.75
Total 3.75 3.75 3.75
141
ADMINISTRATIVE SERVICES
BUSINESS LICENSING
PROGRAM OVERVIEW
The Business License Division collects revenue and monitors business activity for compliance
with the City Municipal Code. In addition, the division identifies new business licenses to
enhance revenue to the City.
SERVICE OBJECTIVES
Provide businesses with information regarding compliance with the Business License Tax Code
and provide useful sources of information related to business activity.
Collect appropriate business license fees.
Monitor business activity to identify non-compliance with the Municipal Tax Code.
142
BUSINESS LICENSING
__ 4200 ADMINISTRATIVE SERV~ICES
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- Employee Compensation 34,510 34,788 38,245 42,262
Materials 3,539 2,836 3,600 4,100
Contract Services 125 0 0 2,500
- Cost Allocation 0 2,640 3,510 1,310
Total 38,174 40,264 45,355 $0,172
-- Expenditures by Fund
1997-98 1998-99 1999-00 2000-91
AcW_a! Actual Adopted Adopted
_ General 38,174 40,264 45,355 50,172
Total 38,174 40,264 45,355 50,172
Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 0.25 0.25 0.25
Total 0.25 0.25 0.25
143
ADMINISTRATIVE SERVICES
CITY CLERK
PROGRAM OVERVmW
The City Clerk's Division administers the legislative process which begins with the management
of local elections and includes filings of Fair Political Practices Commission documents.
Other steps in the legislative process include preparation and posting of agendas and recording
the policy and program decisions made by council members.
As a support service this division processes incoming and outgoing mail; processes and
maintains City records; prepares meeting packets for Council, Planning Commission, and Fine
Aris Commission meetings; staffs .the Fine Arts Commission; staffs the City Hall reception desk
and switchboard; and provides information to the public, Council, Commissions and staff.
The division's goal is to administer elections and Fair Political Practices Commission filings in
compliance with State law, to continue compliance with the Brown Act and to provide a records
management system that enables access to information.
SERVICE OBJECTIVES
Provide complete, accurate information to citizens, Council, Commissioners and staff.
Respond to routine requests within two working days.
Respond to requests requiring archival research within five working days.
Maintain compliance with State laws regarding elections, records, annexations, the Brown Act,
legal notices and Fair Political Practices Commission filings.
Conduct a local election in odd-numbered years in compliance with the California Elections
Code.
Provide support services as needed.
144
CITY CLERK
__ 4300 ADMINISTRATIVE SERVICES
Expenditures by Category
' ' 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- Employee Compensation 228,792 240,691 243,985 268,765
Materials 34,257 31,247 22,180 35,675
Contract Services 29,559 36,043 40,200 42,400
-- Cost Allocation 0 11,175 15,025 11,130
_ Total 292,608 319,156 321,390 357,970
-- Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Ac0ml Adopted Adopted
-- General 292,608 319,156 321,390 357,970
Total 292,608 319,156 321,390 357,970
Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 3.90 3.90 3.90
Total 3.90 3.90 3.90
145
ADMINISTRATIVE SERVICES
DUPLICATING AND MAIL SERVICE
PROGRAM OVERVIEW
The Duplicating and Mail Service Division is a cost center providing reprographic and out-going
mail services to all City departments. The 2000/01 goal is to duplicate accurately and in a timely
fashion material needed in the day-to-day and long-term operation of City business; to process
routine out-going mail and packages daily; and to work in cooperation with each department for
timely processing of mass mailings.
SERVICE OBJECTIVES
Duplicate and assemble material within the time requested.
Duplicate routine documents of fewer than twenty pages within one workday.
Duplicate documents that do not require special handling within five working days.
Duplicate documents accurately and at a quality level suitable for public distribution.
Gather out-going mall from each department daily and prepare it with appropriate postage for
pick up by the post office at 4:30 p.m.
Provide timely, high-quality services in the most cost-effective way.
146
DUPLICATING AND MAIL SERVICE
- 4310 ADMINISTRATIVE SERVICES
Expenditures by Category
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 6,697 8,359 7,610 7,500
Materials 59,738 50,145 63,000 63,000
Contract Services 50,774 59,064 59,350 59,350
Total 117,209 117,568 129,960 129,850
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
_ Actual Actual Adopted Adopted
General 117,209 117,568 129,960 129,850
Total 117,209 117,568 129,960 129,850
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
147
ADMINISTRATIVE SERVICES
ELECTIONS SERVICES
PROGRAM OVERVIEW
The City Clerk is responsible for managing the City Council elections, which are held on odd-
numbered years. This responsibility includes filing and retention of documents required by the
Fair Political Practices Commission, including Nomination Papers, Candidates' Statements, and
Statements of Economic interest.
The City consolidates its elections with others taking place in the County, and contracts for
election services with the County of Santa Clara Registrar of Voters. The RegisU~'s Office
establishes the precincts and voting places, prints and mails ballot information, and collects and
counts the ballots.
SERVICE OBJECTIVES
Continue to ensure timely filing of required documentation by candidates and committees.
Continue to contract with the County registrar's office for election services.
148
ELECTIONS
- 4330 ADMINISTRATIVE SERVICES
Expenditures by Category
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Materials 0 0 125 125
Conlxact Services 19,741 0 25,500 1,000
Total 19,741 0 25,625 1,125
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 19,741 0 25,625 1,125
- Total 19,741 0 25,625 1,125
Personnel Summary
_ 1998-99 1999-00 2000-01
Actual Adopted Adopted
- Full-thxie 0.00 0.00 0.00
Total 0.00 0.00 0.00
149
ADMINISTRATIVE SERVICES
EMERGENCY PREPAREDNESS
PROGRAM OVERVIEW
The Emergency Preparedness Division, staffed by a member of the Santa Clara County Fire
Department, is responsible for all aspects of disaster preparedness and response in Cupertino.
This includes compliance with State requirements for an cnaergency plan, incorporation of the
Standardized Emergency Management System (SEMS) into preparedness efforts, and training of
residents and city staff. The Emergency Operations Center (EOC) readiness and staffing is
included in this division.
SERVICE OBJECTIVES
Maintain a Cupertino Emergency Plan in compliance with the California Emergency Services
Act and the Standardized Emergency Management System (SEMS). Conduct EOC exercises as
needed to ensure readiness to respond to a local disaster.
Coordinate training of Cupertino residents to care for themselves within their neighborhoods
during the first 72 hours following a major disaster through a 20-hour Cupertino Emergency
Response Training course (CERT), as well as through neighborhood preparedness organizations.
Coordinate first aid and CPR classes to Cupertino city staffwith the objective of 100% current
certification of city staff.
Provide guidance to neighborhood preparedness organizations through assistance with formation,
team training, and drills.
Work with thc Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio
capability in Cupertino in the event of extended power outages or loss of telephone
communications.
Provide public speaking support to community groups, schools, and service clubs who desire
more information on disaster preparedness.
Publish a disaster pr~aredness newsletter (Disaster Doings) twice a year to generate interest and
disseminate infomJation on preparedness activities in Cupertino.
Act as liaison to groups such as California Emergency Services Association, Santa Clara County
Emergency Manager's Association, and thc Emergency Preparedness Council.
150
EMERGENCY PREPAREDNESS
- 4400 ADMINISTRATIVE SERVICES
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
AcW~I Actual Adopted Adopted
Employee Compensation 266 216 20,000 0
Materials 3,245 4,227 3,300 7,800
_ Contract Services 0 2,261 2,500 32,500
Total 3,Sll 6,704 25,800 40,300
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
- Acl~m! Actual Adopted Adopted
General 3,511 6,704 25,800 40,300
Total 3,511 6,704 25,800 40,300
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
151
ADMINISTRATIVE SERVICES
HUMAN RESOURCES
PROGRAM OVERVIEW
The Human Resources Division is responsible for the administration of several programs and/or
activities including p~,~onnel selection, classification, compensation, affirmative action, labor
relations, employee development, supplemental benefits, insurance administration, safety, code
enforcement, and Volunteer Cupertino. Staff support is provided to the Public Safety
Commission.
The division is also responsible for overseeing the animal services activity which is contracted
through the Humane Society of Santa Clara Valley.
SERVICE OB/ECT/VES
Provide timely p=,~ounel services to departments and divisions/n a fair, objective, and equitable
maimer.
Enter into agreements with employee groups concerning terms and conditions of =mployment.
Provide an employee development program addressing hnmediate and long term training needs
of the City.
Provide departments a listing of qualified persons for eusployment consideration within 60 days
of an authorized vacant position.
Provide for an ethnic and sexually diverse workforce.
Provide for a working environment where respect for the individual is encouraged and
safeguarded.
Provide personnel services consistent with the operational ncc& of user departments.
Administer the City's volunteer services program.
152
HUMAN R~SOURCES
- 4510 ADMINISTRATIVE SERVICES
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 348,480 414,526 374,875 469,845
Materials 42,505 31,570 103,100 78,100
_ Contract Services 47,050 22,044 61,048 99,300
Cost Allocation 0 1,290 24,260 35,950
- Total 438,035 469,430 563,283 683,195
Expenditures by Fund
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- General 438,035 469,430 563,283 683,195
Total 438,035 469,430 563,283 683,195
Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
_ Full-time 2.50 2.50 2.50
Total 2.50 2.50 2.50
153
ADMINISTRATIVE SERVICES
CODE ENFORCEMENT
PROGRAM OVERVIEW
The Code Enforcement program provides for the enforcement of field activities related to the
Municipal Code. Code Enforcement staff also provide assistance to the Sheriff's Depa~huent by
responding to non-emergency calls in lien of sworn law enforcement personnel.
The Code Enforcca~ent activities include services related to parking enforcement, abandoned
vehicles, and ascertaining compliance with Municipal Code provisions concerning health and
sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property.
Assistance is provided to other departments and agencies as related to code enforcement
activities.
This budget includes funding for animal control services which are provided by the Santa Clara
Valley Humane Society.
SERVICE OBJECTIVES
Respond to citizen, City depaxt?ent, and Sheriff's Department requests for services within 24
hours.
Provide services with an =mphaais on public relations.
Enforce the Municipal Code in a fair, equitable, and objective manner.
154
CODE ENFORCEMENT
_ 4530 ADMINISTRATIVE SERVICES
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 133,310. 156,235 2i4,335 234,741
Materials 33,768 7,560 22,200 22,000
Contract Services 1,816 49,083 105,500 202,000
- Cost Allocation 0 24,685 25,645 33,900
Capital Outlay 0 12,767 0 0
Total 168,894 250~30 367,680 492,641
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 168,894 250,330 367,680 492,641
-- Total 168,894 250,330 367,680 492,641
Personnel Summary
-- 1998-99 1999-00 2000-01
· Actual Adopted Adopted
-- Full-time 2.15 3.15 3.15
Total 2.15 3.15 3.15
155
ADMINISTRATIVE SERVICES
INSURANCE ADMINISTRATION
PROGRAM OVERVIEW
Insurance Administration includes the coordination of employee safety activities and City
insurance policies covering general liability, property, public officials bond, workers'
compensation, and unemployment insurance. The City is self-insured for workers' compensation
(with a $100,000 stop-loss policy), and unemployment insurance.
SERVICE OBJECTIVES
Administer the City's employee safety activities and chair the Safety Committee.
Promote a work environment which emphasizes safe work practices.
Impl=ment loss control measures including employee training.
Coordinate and oversee contractual services responsible for administration of insurance
prorgmns.
Satisfy administrative and statutory procedures and regulations conc=,z,ing workers'
compensation and unemployment insurance programs.
156
INSURANCE ADMINISTRATION
_ 4540 ADMINISTRATIVE SERVICES
- Expenditures by Category
' ' 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 28,568 27,553 35,720 28,282
Contract Services 287,624 318,500 479,900 483,000
-- Total 316,192 346,053 515,620 511,282
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 225,120 103,391 315,800 303,286
Long Tv. il Disability 52,717 55,714 55,000 60,000
_ Workers Compensation 38,355 186,947 144,820 147,996
Total 316,192 346,052 515,620 511,282
Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 0.35 0.35 0.35
Total 0.35 0.35 0.35
157
ADMINISTRATIVE SERVICES
MANAGEMENT INFORMATION SEI~VICES
PROGRAM OVERVIEW
This activity provides for all technology related expenses for the City-wide management of
information services. The Infogmation Technology Manager and staff are responsible for
implementing the City's Technology Master Plan and, with the help of a technical users
committee, assists in training staff and troubleshooting the City's infommtion systems, including
the City's interact presence via its Web Site.
SERVICE OBJECTIVES
Establish standards and procedures for replacement and maintenance of all personal computers,
printers and peripherals.
Maintain and service the City's wide ar~a network (City Hall, Service Center; Quinlan Center,
Senior Center, Sports Center and Blackberry Farm).
Oversee the implementation of the following key information systems in fiscal year 2000/01:
Geographical Information System (GIS), Records Management (document imaging) System,
Senior Center operations and our network upgrade.
New Equipment Purchase Amount
Hardware $32,920
Software
GIS $ 70,000
System Conversions $ 63,500
Parks and Recreation $ 9,700
Engineering $ 2,500
City Channel $ 2,500
Planning/Building $ 1,000
Total $182,120
Replacement Equipment Amount
Hardware $139,480
Network Upgrnde $ 65,000
Software $ 25,000
Total $229,480
158
MANAGEMENT INFORMATION
__ 4800 ADMINISTRATIVE SERVICES
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 52,636 148,614 218,145 245,735
Materials 181,895 56,684 83,000 83,000
Contract Sorvices 128,272 35,997 65,000 70,000
- Capital Outlay 0 0 173,820 413,365
Cost Allocation 0 153,465 359,395 256,833
Total 362,803 394,760 899,360 1,068,933
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
Management Info.-ation 362,803 394,760 899,360 1,068,933
-- Total 362,803 394,760 899,360 1,068,933
Personnel Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 2.00 3.00 3.00
Total 2.00 3.00 3.00
159
NOTES
160
- Recreation
- Services
161
RECREATION
.. SERVICES
Recreation Services
(1.90)
Sports Center/ Quinlan Community Ctr/
Physical Rec (4.00) -- Cultural Programs (6.25)
Senior Center and Blackberry Farm
Services (6.00) (8.50)
Monta Vista Ree Center
Youth Programs (2.00) --
162
RECREATION SERVICES
Expenditures by Division
-- 1997-98 1998-99 1999-00 2000-01
Act-a! Actual Adopted Adopted
6100 ADMRqISTRATION 203,182 219,465 213,825 222,720
- CULTURAL PROGRAMS/
QUINLAN COMMUNITY CENTER
6200 QUINLAN C.C., CULTURAL/SUPRVSN 184,157 259,101 281,929 322,938
6248 CULTURAL PROGRAMS 10,378 28,391 33,515 45,720
- 6249 RECREATION PROGRAMS 193,448 218,267 159,222 221,165
6265 QUINLA_N COMMU~TY CENTER 126,206 178,520 201,150 271,475
514,189 684,279 675,816 861,298
MONTA VISTA RECREATION CENTER/
YOUTH & TEEN PROGRAMS
6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR 118,504 125,090 127,010 138,474
-- 6342 YOUTH PROGRAMS 36,744 42,559 45,420 47,310
6343 TEEN PROGRAMS 16,526 17,645 31,355 24,860
6349 RECREATION PROGRAMS 310,467 392,031 364,330 448,154
6360 MONTA VISTA RECREATION CENTER 10,051 11,252 11,700 12,100
492,292 588,577 579,815 670,898
SPORTS AND PHYSICAL RECREATION
-- 6400 PHYSICAL RECREATION/SUPERVISION 158,651 148,779 161,105 183,892
6442 YOUTH PROGRAMS 389 1,282 4,410 2,950
6445 CREEKSIDE PARK PROGRAMS 913 5,206 6,130 8,800
6448 FOURTH OF JULY 40,790 57,228 65,950 56,500
6449 RECREATION PROGRAMS 474,680 572,029 632,314 639,896
- 6450 CUPERTINO SPORTS CENTER 586,600 627,452 677,725 714,450
1,262,023 1,411,976 1,547,634 1,606,488
163
Expenditures by Division
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
SENIOR PROGRAMS/SENIOR CNTR
6500 SENIOR ADULT PROGRAMS 190,048 199,808 225,395 343,433
6529 SENIOR CENTER CASE MANAGER 38,527 40,520 46,6~.~. 66,882
6549 RECREATION PROGRAMS 381,745 355,146 338,985 411,938
610,320 595,474 611,024 822,253
BLACKBERRY FARM/
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMINISTRATION 111,234 101,492 100,565 104,322
6620 BLACKBERRY FARM PARK 616,509 697,861 742 590 836,559
6640 BLACKBERRY FARM GOLF 302,748 340,611 369 735 409,028
6647 NATURE PROGRAMS 26,729 28,564 37 865 43,993
6649 NATURALIST PROGRAMS 19,044 25,757 19 120 22,700
6660 BLUE PHEASANT RESTAURANT 12,761 3,405 19 000 19,000
6680 BLACKBERRY FARM RETREAT CENTER 7,725 14,614 30 525 34,572
1,096,750 1,212,304 1,319,400 1,470,174
TOTAL 4,178,756 4,712,075 4,947,514 5,653,831
164
- NOTES
165
RECREATION SERVICES
ADMINISTRATION
PROGRAM OVERVIEW
Provides overall administration of the recreation division and specific management of park
planning and design, department operating policies, activities of the Parks and Recreation
Commission and department public information.
SERVICE OBJECTIVES
Continue to update the department's Policy and Procedure Manual.
Prepare annual operating budget.
Manage facility improvements at Blackberry Farm, Quinlan Center, Sports Center.
Refine the General Citywide Trail System.
Update the Open Space Element of the General Plan.
Complete the Sports Center Building Master Plan.
Complete construction of the new Senior Center building.
166
ADMINISTRATION
__ 6100 RECREATION SERVICES
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 183,117 199,131 185,825 202,590
Materials 19,916 8,894 11,830 10,890
Contract Services 149 90 250 3,500
-- Capital Outlay 0 0 3,000 0
Cost Allocation 0 11,350 12,920 5,740
Total 203,182 219,465 213,825 222,720
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 203,182 219,465 213,825 222,720
-- Total 203,182 219,465 213,825 222,720
Personnel Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 1.90 1.90 1.90
Total 1.90 1.90 1.90
167
RECREATION SERVICES
CULTURAL PROGRAMS/QUINLAN COMMU~TY CENTER.
PROGRAM OVERVIEW
Manages utilization of the Quinlan Community Center for private permits, community group
services and recreation department activities and classes. Cultural programs provided under
this section includes special events, adult and youth cultural classes and public conccn~s. This
division will generate approximately $275,000 in user fees.
SERVICE OBJECTIVES
Continue to provide cultural classes for an introductory level of instruction for self-
improvement, cultural skills and craRs that are ethnically diverse and broad in their cultural
scope to further enhance the participant's leisure lifestyle.
Continue the temporary relocation of the Senior Center programs to the Quinlan Community
Center during construction of the new Senior Center facility.
Investigate new sound system for the Cupertino Room at the Quinlan Community Center.
Implement annual funding for Community Festivals and the Treelighting Event in the
division's budget.
Continue developing the catering and vending machine program at the Quinlan Community
Center.
Investigate the feasibility cultural classes that are held off site from the Quinlan Community
Center.
Investigate new marketing strategies to increase thc participation in youth and adult classes.
Investigate new marketing strategies, like adding promotional item for children, and changing
the foxmat of the Summer Concert Series to increase the number in attendance.
Research the possibilities of a student art show for the children in the deparlment's drawing
and watercolor classes.
168
CULTURAL PROGRAMS
- QUINLAN COMMUNITY CENTER
6200 RECREATION SERVICES
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
_ Actual Actual Adopted Adopted
Employee Compensation 331,036 412,406 401,211 474,478
-- Materials 84,894 70,293 51,705 101,375
Contract Services 95,163 1.45,010 126,200 151,335
Capital Outlay 3,096 12,890 20,000 18,000
Cost Allocafon 0 43,670 76,700 116,110
_ Total 514,189 684,269 675,816 861,298
-- Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- General 320,741 466,011 516,594 640,133
Recreation 193,448 218,267 159,222 221,165
-- Total 514,189 684,278 675,816 861,298
Personnel Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 6.50 6.25 6.25
Total 6.50 6.25 6.25
169
RECREATION SERVICES
YOUTH & TEEN PROGRAMS/MONTA VISTA RECREATION CENTER
PROGRAM OVERVIEW
Provides for the operation and programming of the Monta Vista Recreation Center. The
Monta Vista Recreation Center is utilized for youth, teen and adult specialty classes, co-
sponsored clubs, community meeting space, summer youth programs, and storage for
department Supplies. Youth organizations conduct meetings and clinics, and De Anza-
Cupertino Aquatics (DACA) has an office on site. The Youth/Teen program unit continues to
provide noontime activities during the school year at seven elementary schools, two junior
high schools, and one high school, all of which are in Cupertino, during the school year. In
cooperation with the Cupertino Union School District, the city will oversee the Afterschool
Enrichment Program at nineteen schools in Cupertino Union School District. The Youth/Teen
division will continue to enhance its level of service with the addition of holiday camps, teen
activities, and expanded programs for preschoolers. The summer season continues to be the
busiest time of the year with a total of seven youth/teen camps, four drop-in playground sites,
a drop-in teen program, and a variety of special events and excursions that are offered. This
division will generate approximately $500,000 in user fees for the 2000/2001 fiscal year.
SERVICE OBJECTIVES
Continue to provide a nine month Pre-school program at the Monta Vista Recreation Center
and the Quinlan Community Center, highlighting social development through group activities,
including: arts and crafts, creative movement, music, story-time, and outdoor games and play.
Provide additional "day camp" programs on days during the school year that school is not in
session.
Provide additional evening activities for elementary school age children, to be held at the
Quinlan Community Center.
Utilize Monta Vista Recreation Center for on-going recreational programs and as facility
space for co-sponsored clubs, and department supply storage.
Provide a total of nine Teen dances throughout the year in addition to offering four evenings
of special activities for teens.
Teach values of conservation of resources through the creative use of recycled materials for
crafts as pan of the camp programs throughout the year.
Provide a total of three Parent/Tot classes to be offered during the months of September-June.
170
YOUTH AND TEEN SERVICES
- MONTA VISTA RECRF. ATION CENTER
6300 RECREATION SERVICES
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Act~ml~ Adopted Adopted
Employee Compensation 305,407 371,353 392,990 424,563
-- Materials 58,471 79,995 63,325 66,825
Contract Services 128,414 137,229 123,500 179,510
-- Total 492,292 588,577 579,815 670,898
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 181,825 196,546 215,485 222,744
Recreation 310,467 392,031 364,330 448,154
Total 492,292 588,577 579,815 670,898
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 2.00 2.00 2.00
-- Total 2.00 2.00 2.00
171
RECREATION SERVICES
SPORTS AND PHYSICAL RECREATION
PROGRAM OVERVIEW
Provides for the supervision and operation of the Cupertino Sports Center as an enterprise
facility. Includes a diverse physical recreation program for all ages including sports leagues,
camps, clinics, drop-in activities and special events. Aquatic lessons and specialty classes are
offered during the summer season. This division will generate approximately $1,486,451 in
user fees.
The fiscal objective of the Sports Center is to have 100% cost recovery, excluding any
significant unforeseen maintenance problems or anticipated large projects such as tennis court
resurfacing, facility remodeling or expansion. General Fund subsidy is estimated at $49,812.
SERVICE OBJECTIVES
Provide management and scheduling for school fields as per contract with C.U.S.D.
Provide coordination and supervision of the departments volunteer program.
Provide coordination and management of the co-sponsored tennis club.
Accommodate 1,000 youths in aquatic lessons during an eight-week program.
Offer opportunities for 80 adult softball teams to participate in a variety of skill divisions.
Provide various sports camps and clinics for 1,500 participants.
Continue collection of all revenues and responsibility for operating expenditures and
maintenance costs at the Sports Center.
Provide for the development and supervision of the 4th of July fireworks display.
172
SPORTS AND PHYSICAL RECREATION
- 6400 RECREATION SERVICES
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 378,798 378,994 446,589 444,313
Materials 94,401 75,570 103,090 105,935
_ Contract Services 788,824 931,737 973,845 1,017,820
Capital Outlay 0 0 15,000 15,000
Cost Allocation 0 25,675 9,110 23,420
Total 1,262,023 1,411,976 1,547,634 1,606,488
Expenditures by Fund
1997-98 199~t-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 200,743 212,496 237,595 252,142
Recreation 474,680 572,029 632,314 639,896
Sports Center 586,600 627,452 677,725 714,450
-- Total 1,262,023 1,411,977 1,547,634 1,606,488
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 4.00 4.00 4.00
Total 4.00 4.00 4.00
173
RECREATION SERVICES
SENIOR PROGRAMS/SENIOR CENTER
PROGRAM OVERVIEW
Provides a central resource in the community for activities, services and info,-mation for
persons age 50 and over. Sets up, manages and administers center operations, staff,
membership, classes, trips and volunteer programs. For community adults 50-96% serves as a
focal point for classes, service, travel, recreational and intergenerational activities and
resources information related to aging. Through the case management program homebound
and/or at risk seniors are served. Utilization of building/patio includes Cupertino resident
room rentals on weekends when the Senior Center is closed (except during construction). This
division will generate approximately $350,000 in trips, memberships, classes, permits and
senior events.
SERVICE OBJECTIVES
Participate in construction process and furnishing/equipment procurement for the new Senior
Center building.
Plan facility management and senior programs for the new Senior Center building.
Administer and manage programs and services at Quinlan Community Center during the
construction of the new Senior Center.
Plan and execute transition into the new Senior Center building with miniraum interruption of
service to seniors. Keep senior population and community involved and informed during the
transition.
Continue to encourage and promote participation/dialogue with seniors from diverse cultural
backgrounds. Work with the Changing Demographics Committee to host at least three multi-
cultural events.
Post progress on the new Senior Center construction and on Center programs on the city web
site to better serve our public, to contact isolated seniors and to reach seniors not already
connected to the Senior Center.
Automate senior registration (classes, m~aibership, trips, etc.) through a new software
program.
174
SENIOR PROGRAMS
- SENIOR CENTER
6500 RECREATION SERVICES
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
Employee Compensation 246,971 267,294 257,464 457,883
-- Materials 357,944 313,861 299,320 346,790
Contract Services 5,405 2,979 35,380 5,680
Cost Allocation 0 11,340 18,860 11,900
Total 610,320 595,474 611,024 822,253
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Acla~a! Actual Adopted Adopted
Genexal 228,575 240,328 272,039 410,315
_ Senior Center 381,745 355,146 338,985 411,938
Total 610,320 595,474 611,024 822,253
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 2.75 3.00 6.00
Total 2.75 3.00 6.00
175
RECREATION SERVICES
BLACK.BERRY FARM/NATURE PROGRAMS
PROGRAM OVERVIEW
Provide recreational opportunities for residents, non-residents, groups and company picnics.
Administer and manage the picnic grounds reservations, catering services, snack bar,
swimming pools, softball field, and basketball courts. Administration of the golf course
operation and policies, pro shop, tee-off times and course maintenance. Administer and
manage the retreat center reservations, food services, marketing and maintenance. Provide
recreational nature programs for residents, non-residents, school groups, and gardeners.
Administer the McClellan Ranch nature museum, after school classes, educational programs,
and community gardens.
SERVICE OBJECTIVES
Continue to manage the picnic ground's operation to ensure customer satisfaction and
increased revenue.
Continue to provide a quality golf course operation through excellent customer service and a
continual grounds maintenance pwgram.
Continue to market the Retreat Center to increase facility usage and customer satisfaction.
Continue to investigate alternative advertiseiiient and' marketing techniques by December
2000.
Evaluate all methods of operation as necessary for improwment in service and amenities by
November 2000.
Continue improving the nature museum with quality displays by September 2000.
Implement additional aRer school nature classes to meet the demand and iilcrease revenue.
Continue to administer the community garden pro,gram to ensure all of the gardeners are
satisfied.
This division will generate $1,500,000 in revenue.
BLACKBERRY FARM
- NATURF PROGRAM
6600 RECREATION SERVICES
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
Employee Compensation 620,332 729,705 677,125 808,264
Materials 338,776 351,394 357,285 393,850
-- Contract Services 132,912 117,135 201,000 182,700
Capital Outlay 4,730 0 68,000 79,000
Cost Allocation 0 14,070 15,990 6,360
Total 1,096,750 1,212,31M 1,319,400 1,470,174
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 26,729 28,564 37,865 43,993
_ Recreation 19,044 25,757 19,120 22,700
Blackberry Farm 1,050,977 1,157,985 1,262,415 1,403,481
Total 1,096,750 1,212,306 1,319,400 1,470,174
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 7.50 7.50 8.50
Total 7.50 7.50 8.50
177
NOTES
178
Community
Development
179
COMMUNITY
DEVELOPMENT
Community
Development
(1.49)
Housing Services Building Planning
(1.00) (10.50) (5.96)
180
COMMUNITY DEVELOPMENT
Expenditures by Division
- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
PLANNING
7200 PLANNING ADMINISTRATION 160,100 167,970 156,167 205,620
7301 CURRENT PLANNING 359,741 374,075 502,510 487,905
7302 MID AND LONG RANGE PLANNING 146,227 162,369 229,647 178,310
7303 STELLING ROAD ANNEXATION 0 0 0 10,000
7304 VALLCO REDEVELOPMENT 0 0 0 50,000
505,968 536,444 732,157 726,215
- HOUSING SERVICES
-- 7401 CDGB GENERAL ADMINISTRATION 12,341 14,850 16,515 20,583
7402 REHAB LOAN ADMINISTRATION 78,438 166,573 148,674 151,225
7403 AFFORDABLE HOUSING DEV. 5,294 5,282 76,169 26,993
-- 7404 PUBLIC SERVICE GRANTS 43,053 43,995 72,949 216,707
7405 BMR HOUSING 45,089 50,118 36,895 43,262
184,215 280,818 351,202 458,770
-BUILDING
__ 7501 GENERAL BUILDING 254,522 288,537 325,728 383,947
7502 CONSTRUCTION PLAN CHECKING 277,711 372,227 238,998 207,814
7503 BUILDING CODE ENFORCEMENT 428,243 444,735 455,061 549,676
-- 7505 OAK VALLEY DEVELOPMENT 0 4,043 0 44,052
960,476 1,109,542 1,019,787 1,185,489
TOTAL 1,650,659 1,926,804 2,259,313 2,~76,094
181
COMMUNITY DEVELOPMENT
ADMINISTRATION
PROGRAM OVERVIEW
Efficiently ~/anage the daily operations of the Community Development Depmtment.
SERVICE OBJECTIVES
Development of systems to implement General Plan program policies and test their effectiveness
via a more effective annual review program. Ensure that the General Plan'and Economic
Development plan remain in sync.
Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement
Program to ensure that buildings are conslructed based upon approved codes and that they are
well maintained.
Continue to utilize specialized training pwgrams to develop a highly motivated and technically
competent staff.
Each planner will attend at least one UC extension course regarding professional planning topics.
The building inspectdrs will continue to participate in the certificate program offered by the
International Conference of Building Officials.
Continue to streamline the internal application pwcessing system and public review process in a
manner to meet the twin objectives of providing a system which is cost effective and open to the
public.
Continue efforts to create a more effective records management system and land use data system
using GIS.
182
ADMINISTRATION
-. 7200 COMMUNITY DEVELOPMENT
- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 151,588 156,728 140,185 156,743
Materials 7,922 6,789 7,632 35,687
Contract Services 590 213 1,500 1,500
Cost Allocation 0 4,240 6,850 11,690
_ Total 160,100 167,970 156,167 205,620
-- Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- General 160,100 167,970 156,167 205,620
Total 160,100 167,970 156,167 205,620
Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 1.49 1.49 1.49
Total 1.49 1.49 1.49
183
COMMUNITY DEVELOPMENT
PLANNING
PROGRAM OVERVIEW
Provide efficient and responsive professional planning services to the community and implement
city development policies, programs, and regulations.
The Mid and Long Range program examines the General Plan to ensure that it reflects
community values, prepares new and updated ordinances, prepares and interprets development
policy and works with several special purpose agencies to address issues of regional concern
such as transportation and air quality.
The Current Planning program provides technical processing of applications for land
development, including environmental assessment, architectural and landscaping review, and
commercial sign requests.
SERVICE OBJECTIVES
Provide timely and complete technical processing of approximately 200 applications for
discretionary land use entitlements and 50 code enforcement actions.
Provide opportunity for public contact 40 hours per week.
Check approximately 300 building permit plan sets for compliance with zoning requirements
within the time limits set by Plarming Division policy.
Adopt the Vallco Redevelopment Plan and its implementation.
Process annexations'- Garden Gate, Monta Vista and Creston areas.
Review residential design standards for small lot single family, duplex and apa~huent
developments.
Begin design of next comprehensive General Plan review.
Implement Housing programs: housing development; BMR & MCC programs, particularly for
public employees, teachers; housing advocacy program, revision of Housing El~iient to reflect
State HCD and ABAB requirements.
Develop a residential parcel database and Geographic Infoanation System.
Assist in reviewing census materials.
Review construction noise regulations. 184
PLANNING
- 7300 COMMUNITY DEVELOPMENT
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- Employee Compensation 427,397 428,559 523,613 573,604
Materials 45,457 21,457 17,144 18,901
_ Contract Services 33,114 51,448 155,450 116,800
Cost Allocation 0 34,980 35,950 16,910
-- Total 505,968 536,444 732,157 726,215
Expenditures by Fund
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- General 505,968 536,a. a.~. 732,157 676,215
Redevelopment Agency 0 0 0 50,000
Total 505,968 536,444 732,157 726,215
Personnel Summary
- 1998-99 1999-00 2000-01
Ac~! Adopted Adopted
Full-time 4.91 5.96 5.96
Total 4.91 5.96 5.96
185
COMMUNITY DEVELOPMENT
HOUSING SERVICES
PROGRAM OVERVIEW
The Housing Services Division manages the City's housing programs and related services for
residents of low to moderate income. The Division's primary goals are (1) to encourage a
balanced community by improving the local availability of affordable housing opportunities and
(2) to maintain the existing housing stock by correcting housing deficiencies and building code
violations in existing homes.
The Division provides loans and grants for the development of affordable housing units, the
provision of housing related services, and the rehabilitation of single family homes. The Division
also conducts research and recommends innovative approaches to the financing and development
of affordable housing options.
SERVICE OBJECTIVES:
Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by
March 2000. Present CDBG proposals to the Housing Committee for their recommendation.
Conduct public hearing in January 2001 for setting of CDBG funding priorities and a second
hearing in March 20001 for final award of CDBG funds.
Develop and qnarterly monitor contracts with Cupertino Community Services (Rotating
Homeless Shelter and Screening~Plac¢iiient services) and Senior Adults Legal Services.
Present funding applications and coordinate meetings as needed of the Cupertino Housing
Committee. Quarterly monitor housing program accounts and affordable housing loan payments
and rent payments to the Affordable Housing Fund. Meet with local developers and other
property owners to encourage the development of 30 affordable housing units.
Contract with the County of Santa Clara to provide Rehabilitation loans and coordinate the
rehabilitation process for five single family homes. Monitor existing Housing Rehabilitation
Program loan collections, payoffs, foreclosures and program income for $800,000 loan portfolio.
Provide Mortgage Credit Certificate funding in the amount of $200,000 (8 MCC's).
Provide housing to five households at the Simms House.
186
HOUSING SERVICES
- 7400 COMMUNITY DEVELOPMENT
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- Employee Compensation 69,678 73,165 77,090 87,548
Materials 112,333 202,595 270,312 367,422
_ Contract Services 2,204 2,174 3,800 3,800
Cost Allocation 0 2,885 0 0
- Total 184,215 280,819 351,202 458,770
Expenditures by Fund
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- General 45,089 50,119 36,895 43,262
Housing 139,126 230,700 314,307 415,508
Total 184,215 280,819 351,202 458,770
Personnel Summary
-- 1998-99 1999-00 2000-01
Acmn! Adopted Adopted
Full-time 0.96 1.00 1.00
-- Total 0.96 1.00 1.00
187
COMMUNITY DEVELOPMENT
BUILDING
PROGRAM OVERVIEW
Safeguard the health, safety and welfare of residents, workers and visitors to Cupertino by
effective administration and enforcement of building codes and ordinances adopted by the City,
and by providing field inspections, plan checking and public information services related to new
construction.
SERVICE OBJECTIVES
Implement automated phone voice response system for inspection rcqucsts.
Perform a test for the use of a mobile computing system, two inspectors will have lap top
computers.
Train building inspectors on all new codc requirements consistent with State Law and enhance
cxpcrtisc through seminars and in-house training programs.
Update handouts and brochures that are used at the counter.
Abate unsafe residential units.
188
BUILDING
- 7500 COMMUNITY DEVELOPMlZ. NT
Expenditures by Category
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 826,179 859,246 864,260 929,949
Materials 58,903 33,868 26,873 27,960
Contract Services 75,394 168,178 30,300 161,800 '
Cost Allocation 0 48,250 98,354 65,780
- Total 960,476 1,109,542 1,019,787 1,185,489
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
- General 960,476 1,109,542 1,019,787 1,185,489
Total 960,476 1,109,542 1,019,787 1,185,489
_ Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full4ime 10.60 10.50 10.50
Total 10.60 10.50 10.50
189
NOTES
190
- Public
- Works
191
PUBLIC WORKS
Public
Works
(2.00)
I
I
Transportation Service Center Enviro~a~ental Engineering
(5.35) (2.20) Programs (2.35) (4.75)
Facility Ground Street General
Maintenance Maintenance Maintenance Services
(7.40) (18.50) (22.35) (4.10)
192
PUBLIC WORI~
Expenditures by Division
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
ADMINISTRATION
8001 PUBLIC WORKS ADMINISTRATION 283,318 357,025 248,903 · 243,404
_ 8003 RESOURCE RECOVERY 1,719,918 1,862,711 1,765,345 1,860,814
8004 NON POINT SOURCE 228,964 329,069 346,510 355,340
8706 WATER ADMINISTRATION 2,216,155 4,421 0 50,000
4,448,355 2,553,226 2,360,758 2,509,558
ENVIRONMENTAL PROGRAMS
8005 ENVIRONMENTAL MANAGEMENT 106,736 140,336 105,205 121,283
106,736 140,336 105,205 121,283
ENGINEERING SERVICES
8101 ENGINEERING DESIGN 403,105 404,880 417,268 480,836
-- 8102 INSPECTION SERVICE 92,810 95,227 97,595 105,543
495,915 500,107 514,863 586,379
- SERVICE CENTER
__ 8201 ADMINISTRATION 1,143,377 1,383,539 726,820 835,437
1,143,377 1,383,539 726,820 835,437
- GROUNDS
__ 8302 MCCLELLAN RANCH PARK 31,558 46,667 59,910 58,705
8303 MEMORIAL PARK 404,589 430,264 540,600 584,322
8312 SCHOOL SITE MAINTENANCE 291,178 454,753 514,465 523,031
-- 8314 NEIGHBORHOOD PARKS 420,980 530,803 577,405 627,153
8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 167,091 378,271 378,850 335,931
8321 CMC CENTER MAINTENANCE 76,991 89,744 98,335 148,208
1,392,387 1,930,502 2,169,565 2,277,350
193
Expenditures by Division
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
STREETS
8401 STORM DRAIN MAI1N'TENANCE 88,360 69,222 87,165 95,979
8402 STREET CLEANING 113,733 14,460 41,105 119,063
8403 SIDEWALK CURB AND GUTTER 262,420 466,400 481,080 505,659
8404 STREET PAVEMENT MAINTENANCE 1,257,143 730,864 903,930 826,948
8405 STREET SIGNS MARKINGS 295,964 271,931 346,060 455,947
8406 GRAFFITI REMOVAL 0 47,489 102,655 61,589
8407 OVERPASSES AND MEDIANS 409,896 451,306 570,445 522,539
8408 STREET TREE MAINTENANCE 232,092 167,886 442,565 541,041
8409 ELMWOOD PROGRAM 0 0 0 156,538
2,659,608 2,219,558 2,975,005 3,285,303
FACILITIES
8501 BUILDING MAINTENANCE CITY HALL 322,141 282,233 345,690 638,074
8502 LIBRARY 85,981 98,220 107,355 153,307
8503 SERVICE CENTER 238,184 292,015 219,430 288,873
8504 QUINLAN COMMUNITY CENTER 235,047 243,595 278,655 362,865
8505 SENIOR CENTER 57,104 50,546 79,480 87,437
8506 MC CLELLAN RANCH 68,950 22,949 34,020 47,906
8507 MONTA VISTA 59,422 122,681 83,905 93,893
8508 WILSON 8,219 8,354 26,465 14,127
8509 PORTAL 17,222 38,974 38,765 33,877
8510 CUPERTINO SPORTS CENTER 119,217 222,153 160,105 155,548
8511 CREEKSIDE PARK 12,256 27,260 49,840 51,333
1,223,743 1,408,980 1,423,710 1,927,240
TRANSPORTATION
8601 TRAFFIC ENGINEERING 320,533 360,885 428,345 434,318
8602 TRAFFIC SIGNAL AND MAINTENANCE 333,777 533,936 497,210 524,479
8603 COMPREHENSIVE BIKE/PEDES~ 0 30 0 20,000
654,310 894,851 925,555 978,797
194
Expenditures by Division
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
GENERAL SERVICES
- 8830 STREETLIGHTING 525,659 210,984 345,560 410,300
8840 GENERAL SERVICES 547,636 600,829 710,900 854,234
1,073,295 811,813 1,056,460 1,264,534
CAPITAL PROJECTS
PROJECT MANAGEMENT 17,456 0 0 0
-- 17,456 0 0 0
__ FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION 429,500 571,500 514,650 438,500
429,500 571,500 514,650 438,500
TOTAL 13,644,682 12,414,412 12,772,$91 14,224,381
195
PUBLIC WORKS
ADMINISTRATION
PROGRAM OVERVIEW
Administers the different divisions within the Public Works Department -- Engineering,
Environmental Programs, ' Transportation, Facilities, General Services, Grounds, Streets and
Water Administration.
SERVICE OBJECTIVES
Carry out the responsibilities of the Public Works Department in the most efficient and
productive manner by continuously assessing current programs.
Provide response within 24 hours to the community on complaints and request for services.
Represent the City on county and regional issues such as congestion management.
196
ADMINISTRATION
8000 PUBLIC WORKS
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 692,981 433,513 411,955 440,538
Materials 1,608,690 13,010 12,441 17,200
Contract Services 1,846,684 1,985,002 1,9i0,009 2,047,190
-- Capital Outlay 300,000 113,950 0 0
Cost Allocation 0 7,751 26,353 4,630
Total 4,448,355 2,553,226 2,360,758 2,509,558
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 283,318 357,026 241,899 243,404
Environmental Management 228,964 329,068 347,219 355,340
Resource Recovery 1,719,918 1,862,711 1,767,345 1,860,814
Water Administration 2,216,155 4,421 4,295 50,000
Total 4,448,355 2,553,226 2,360,758 2,509,558
Personnel Summary
-- 1998-99 1999-00 2000-01
Aema! Adopted Adopted
Full-time 2.05 2.00 2.00
-- Total 2.05 2.00 2.00
197
PUBLIC WORKS
ENVIRONMENTAL PROGRAMS
PROGRAM OVERVIEW
The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff
Program Fund and the Environmental Management activity. The Division provides contract
management, program development and implementation and public education and infos'mation as
they relate to solid waste, recycling, household hazardous waste, urban runoff pollution
prevention and the employee transportation program.
SERVICE OBJECTIVES
Comply with State AB939 requirements to divert 50% solid waste to the landfill by the year
2000 by implei~ienting source reduction, recycling and composting programs.
Provide contract oversight for solid waste and recyclables collection and hauling, yardwaste
processing, compost hauling, solid waste disposal and household hazardous waste collection.
Comply with Regional Water Quality Control Board permit requirements with regard to urban
runoff pollution prevention.
Coordinate urban runoff pollution prevention activities (street sweeping, catch basin cleaning,
new development and construction best management practices) with other departments and
divisions (e.g. Planning, Building, Engineering, Public Works Service Center).
Represent the City on county and regional issues such as solid waste, urban runoff pollution
prevention and household hazardous waste.
Provide public education and information to the residents, businesses and schools regarding
enviwnmental pwgrarns.
198
ENVIRONMENTAI PROGRA1VIS
8005 PUBLIC WORKS
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 11,559 12,976 11,695 9,113
Materials 52,465 84,575 40,000 60,200
Contract Sec'vices 42,712 42,785 50,000 50,000
Cost Allocation 0 0 3,510 1,970
_ Total 106,736 140,336 105,205 121,283
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Act-al Actual Adopted Adopted
-- Gen~r'al 106,736 140,336 105,205 121,283
Total 106,736 140,336 105,205 121,283
_ Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 2.60 2.80 2.35
Total 2.60 2.80 2.35
199
PUBLIC WORKS
ENGINEERING SERVICES
PROGRAM OVERVIEW
The Engin.eering Division provides design and construction administration for all capital
improvement programs including streets, buildings, parks, utilities, and pavement maimenance.
The Division reviews plans for all private developments including residential, comm~reial and
industrial to ensure conformance with City standards. Inspection services ensure compliance
with city standards on all public and private projects.
SERVICE OBJECTIVES
Respond to public inquiries or complaints in a timely manner.
Ensure that all public improvements are constructed in accordance with City standards.
Place safety of the general public, City employees and workers as the highest priority on
conslruction sites. Minimization of injury accidents and prevention of fatalities is safety goal.
Maintain infra~iracture at the least possible cost by selecting the program to yield the best
benefit/cost ratio.
Continue to expand GIS system.
200
ENGINEERING SERVICES
_ 8100 PUBLIC WORKS
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Act~ml Actual Adopted Adopted
-- Employee Compensation 336,094 360,086 365,065 418,309
Materials 132,515 22,156 26,200 26,100
Contract Services 13,341 11,399 25,500 85,400
-- Capital Outlay 13,965 2,821 0 0
Cost Allocation 0 103,645 98,098 56,570
Total 495,915 500,107 514,863 586,379
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
'Actual Acbml Adopted Adopted
Gen~ 495,915 500,107 514,863 586,379
- Total 495,915 500,107 514,863 586,379
Personnel Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 4.75 4.75 4.75
Total 4.75 4.75 4.75
201
PUBLIC WORKS
SERVICE CENTER
PROGRAM OVERVIEW
Administer the operations of the public works field operations including streets, facilities, and
grounds divisions, and provides administration for the service center and clerical support. Costs
related to non-specific activity functions; such as, sick leave, holiday, vacation, other leaves,
travel time, school crossing guards and equipment operating costs, are recorded to this cost
center.
SERVICE OBJECTIVES
Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs,
vehicles and equipment, and streetlights.
Maintain record of all complaints and requests for services, by tracking responses through
computer programs.
Maintain productivity units of measure for each task performed by employee and activity center.
Asset in the administration of the Elmwood work furlough program to assist in daily cleanup
tasks in the City.
2O2
SERVICE CENTER
_ 8200 PUBLIC WORKS
-- Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 701,637 815,636 227,725 373,337
Materials 411,336 40,963 32,500 37,500
Contract Services 24,069 19,380 24,000 22,000
- Capital Outlay 6,335 0 0 0
Cost Allocation 0 507,560 442,595 402,600
Total 1,143,377 1,383,539 726,820 835,437
Expenditures by Fund
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 1,143,377 1,383,539 726,820 835,437
-- Total 1,143,377 1,383,539 726,820 835,437
Personnel Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 8.40 2.15 2.20
Total 8.40 2.15 2.20
203
PUBLIC WORKS
GROUNDS
PROGRAM OVERVIEW
The Grounds Division maintains 13 parks, consisting of approximately 116 acres of community
and neighborhood facilities. The park sites include Linda Vista, McClellan, Monta Vista, Portal,
Somerset Square, Varian, Wilson, Jollyman, Three Oaks, Hoover and Creekside. The City also
maintains school sites for recreational activities at Hyde, Eaton, Lincoln, Regnart, Faria, Stevens
Creek, Garden Gate, Monta Vista, and Kennedy schools, consisting of approximately 52 acres.
SERVICE OBJECTIVES
Daily Tasks: restroom maintenance, equipment repair, general cleanup, debris and graffiti
removal. Goal to minimize complaints to less than two per month.
Weekly Tasks: mowing, edging, maintenance of play equipment and park accessories.
Maintenance of tennis courts, where available.
Quarterly Tasks: landscape maintenance, aerating, fertilizing, weeding, etc.
Semi-Annual Tasks: pruning and spraying trees and shrubs; and as needed, sprinkler repair,
replacement of planting material, tennis court nets, etc.
Maintain school sites for recreational activities at (Eaton, Regnart, Faria, Stevens Creek, Hyde,
Garden Gate, Kennedy, Monta Vista and Lincoln) approximately 52 acres.
Utilize Elmwood work furlough program to assist in weekend cleanup programs. This is equal
to approximately three (3) full time maintenance workers.
Contract restroom cleaning at the following sites: Linda Vista, Monta Vista, Portal, Wilson,
McClellan Ranch, Memorial, Jollyman, and Creekside Parks.
BUDGET MODIFICATION
Increase service levels for this program due to increase in Youth Sport Actitivities at both Sport
Fields and School Site Maintenance. Increase one (1) full man-year to be split between Sport
Field Maintenance (.50) and School Site Maintenance (.50).
2O4
GROUNDS
_ 8300 PUBLIC WORKS
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
Employee Compensation 742,104 971,464 1,134,110 1,162,520
Materials 431,401 537,891 487,972 579,580
Contract Services 21,333 153,678 115,000 150,600
Capital Outlay 197,549 210,769 352,408 248,200
Cost Allocation 0 56,700 80,075 136,450
Total 1,392,387 1,930,502 2,169,565 2,277,350
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 1,392,387 1,930,502 2,169,565 2,277,350
Total 1,392,387 1,930,502 2,169,565 2,277,350
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 24.70 19.10 18.50
Total 24.70 19.10 18.$0
205
PUBLIC WORKS
STREETS
PROGRAM OVERVIEW
The Streets Division maintains all street rights-of-way pavement, including curb, gutter,
sidewalks, street signs and markings, storm drain system. Administers the street cleaning
program. T~e division maintains another 31.54 of developed acres of median and overpasses,
21.69 undeveloped acres, and approximately 12,000 street trees within the park strip.
SERVICE OBJECTIVES
Provide high level maintenance of city's infrastructure to protect the City's investment.
Continue annual street maintenance program consisting of slurry sealing and improving the
structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-to-
date computerized pavement management program that assists in developing priorities and
providing future planning for scheduling road improvcaients and maintaining all the streets in the
community.
Cleanup of stomi drain inlets as needed to respond to citizen requests immediately.
Perform mainline cleaning contractual arrangements. The City pays San Jose a fee for use of San
Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino.
Perform street cleaning every two weeks in residential areas and every week in the commercial
and industrial areas. The City presently has approximately 526 curb miles that are swept each
month.
Annual maintenance of sidewalks, curb and gutters through contractual service. Respond within
24 hours for emergency or temporary repair to alleviate'hazardous conditions.
Perform maintenance of all streets, traffic signs and markings within 24 hours to minimize
liability.
Repaint markings and legends once a year prior to the beginning of the school year and
centerline striping as needed.
Street sweeping funded from the Environmental Management program.
Maintenance of street tre~s: staff perfo, ms watering, spraying, staking, pruning, and fertilizing in
the commercial areas. Contract for major tree maintenance.
Administer the weekday and weekend Elmwood work furlough program.
BUDGET MODIFICATION
Increase service levels for this program due to increases in Street Tree Maintenance and Median
Maintenance activities; maintenance of over 2000 recently planted street trees and maintenance
of newly renovated landscape medians. Increase one (1) full man-year to be split between Street
Tree Maintenance (.50) and Median Maintenance (.50).
Add an additional account number and funds (110-8409-0000) assigned exclusively to
administer and schedule the seven (7) day a week Elmwood Program. No increase in service
levels. 206
STREETS
_ 8400 PUBLIC WORKS
Expenditures by Category
1997-98 1998=99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 779,026 761,350 1,135,015 1,342,603
Materials 251,065 235,554 255,600 264,150
Contract Serviccs 1,614,795 1,087,043 1,272,500 1,242,500
Capital Outlay 14,722 94,131 198,300 212,500
Cost Allocation 0 41,480 113,590 223,550
Total 2,659,608 2,219,558 2,975,005 3,285~03
Expenditures by Fund
1997-98 1998-99 1999-00 2000-0'1
Actual Actual Adopted Adopted
En 'vu'onmental Management 202,093 83,683 128,270 0
Gas Tax 1,815,527 1,469,195 1,731,070 1,788,554
General Fund 641,988 666,680 1,115,665 1,496,749
_ Total 2,659,608 2,219,558 2,975,005 3,285~303
-- Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 6.85 19.35 22.35
Total 6.85 19.35 22.35
2O7
PUBLIC WORKS
FACILITIES
PROGRAM OVERVIEW
Provides maintenance and mechanical services to all public buildings. These include 11 City-
owned buildings, nine single standing restroom facilities equipment.
Administers the janitorial contract, alarm system, and the maintenance of building equipment at
all City facilities and special projects.
Maintains pond pumps at four park sites, and VallcoAVolfe Road fountain.
SERVICE OBJECTIVES
Maintain City buildings and installations to reflect community pride by responding to citizen
request within 24 hours.
Strive for safe and clean working environment for the public and employees and reduce
complaints to less than 24 requests per year.
Maintain City communication system and telephone system.
Maintain and operate all City owned fountains.
BUDGET MODIFICATION
Move Street Lighting Maintenance (110-8530-0000) and Equipment Maintenance (110-8540-
0000) to newly established General Services (110-8800-0000) budget pwgram.
208
FACII,ITIES
- 8~00 PUBLIC WORKS
Expenditures by Category
-- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
~ Employee Compensation 308,605 285,563 451,010 501,890
Materials 402,448 352,624 169,340 504,660
Contract Services 286,345 310,546 364,450 393,000
Capital Outlay 226,345 459,827 438,910 502,400
Cost Allocation 0 420 0 25,290
Total 1,223,743 1,408,980 1,423,710 1,927,240
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 1,104,526 1,186,827 1,263,605 1,771,692
Equipment Maintenance 0 0 0 0
Sports Center 119,217 222,153 160,105 155,548
-- Total 1,223,743 1,408,980 1,423,710 1,927,240
-- Personnel Summary
1998~99 1999-00 2000-01
Actual Adopted Adopted
-- Full-time 4.80 3.50 7.40
Total 4.80 3.50 7.40
209
PUBLIC WORKS
TRANSPORTATION
PROGRAM OVERVIEW
The Transportation Division develops plans, specifications and estimates for the installation,
operation and maintenance of the traffic signals, the traffic signal interconnects, traffic signs,
pavement markings, and design standards. The Division assists in the preparation of the General
Plan, street plan lines and capital improvement program related to street improvements.
Ensure the safe and efficient movement of people and goods on the streets and highways within
our jurisdiction.
SERVICE OBJECTIVES
Improve the efficiency and safety of the street systeai through continual observation of traffic
signals and other traffic control devices. Review traffic collision reports periodically, traffic flow
patterns annually, street and intersection levels of service annually, and neighborhood traffic
issues as needed.
Cooperate with neighboring jurisdictions on mutual issues that affect both safety and efficiency
at city boundaries. Continue training personnel in traffic engineering by encouraging attendance
at classes and seminars at least once a year.
Maintain the level of service on the traffic control systems by monitoring traffic volumes at least
once per year and updating the timing pattraus more frequently.
210
TRANSPORTATION
_ 8600 PUBLIC WORKS
Expenditures by Category
_ 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 423,647 451,163 465,740 501,698
Materials 158,993 116,482 170,783 143,250
Contract Services 52,269 i'04,950 103,337 164,495
Capital Outlay 19,401 206,316 139,830' 137,384
Cost Allocation 0 15,940 45,865 31,970
Total 654,310 894,851 925,555 978,797
Expend~uresbyFund
1997-98- 1998-99 1999-00 2000-01
Actual Acmal Adopted Adopted
General 654,310 894,851 925,555 978,797
Total 654,310 894,851 925,555 978,797
Personnel Summary
-- 1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 5.35 8.85 5.35
-- Total 5.35 8.85 5.35
211
PUBLIC WORKS
GENERAL SERVICES
PROGRAM OVERVIEW
Provides maintenance and service to all vehicles (85), rolling stock (30), trailers (12), riding
mowers (10), and all power equipment (120). Maintains 3,201 city-owned streetlights, parking
lot lights, and park lights. Assets the Facilities Department for outside lighting systems.
Responsible for handling of hazardous waste and materials and responding to non-point source
spills. Maintains above and below ground fuel tanks. Maintains the complete Service Center
yard maintenance. Perform fabrication, welding and repair of metal parts and equipment for city
vehicles, apparatus, structures and facilities. Respond to USA underground locates, and mark
city owned utilities.
Responsible for writing of specifications and bidding process for major purchasing of trucks,
tractors, and other equipment also administration of street sweeping and storm drain contracts.
Responsible for all hazardous waste records manifests and reports.
SERVICE OBJECTIVES
Maintain the city streetlight system for a safe environment and by responding to outages within
five working days of first notice.
Maintain city vehicles and equipment for general maintenance and safety.
Maintain city park and parking lot lights for a safe environment.
Strive for a safe and clean working environment for the public and employees at the Service
Center Maintenance yard.
Repair vandalized, broken and worn metal equipment for safety.
212
GENERAL SERVICES
_ 8800 PUBLIC WORKS
Expenditures by Category
- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
-- Employee Compensation 199,748 201,471 248,725 294,447
Materials 488,216 476,829 664,410 757,797
Contract Servicea 97,772 75,983 78,250 129,750
Capital Outlay 287,559 57,530 50,000 62,000
Coat Allocation 0 15,075 20,540
Total 1,073,295 811,813 1,056,460 1,264,534
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 525,659 210,984 345,560 410,300
Equipment Maintainence 547,636 600,829 710,900 854,234
Total 1,073,295 811,813 1,056,460 1,264,534
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopt~ Adopted
Full-time 3.50 3.50 4.10
Total 3.50 3.50 4.10
213
PUBLIC WORKS
CAPITAL PROJECTS
PROJECT MANAGEMENT
PROGRAM OVERVIEW
Project Management provides for City oversight on major capital improvement projects during
the construction per/od. Pr/or year expenditures included in-house oversight on the Senior
Center project scheduled for completion in fiscal year 2000-01.
SERVICE OBJECTIVES
Provide on-site monitoring of major capital impwvement projects to ensure completion on time
and within budget.
.214
PUBLIC WORKS
- CAPITAI, PROJECTS
PROJECT MANAGEMENT
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
_ Act. al At,mi Adopted Adopted
Employee Compensation 17,456 0 0 0
-- Materials 0 0 0 0
Total 17,456 0 0 0
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
-- Actual Actual Adopted Adopted
_ Capital Projects 17,456 0 0 0
Total 17,456 0 0 0
Personnel Summary
1998-99 1999-00 2000-01
_ Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
'215
PUBLIC WORKS
FIXED ASSETS ACQUISITION
PROGRAM OVERVIEW
The purchase of equipment having a value greater than $1,000, expected life of more than one
year, and used for general government purposes, is financed from this budget. Equipment users
are charged for the use of these assets through a depreciation schedule. Equipment used by
Special Revenue and Enterprise funds are charged to the respective funds.
SERVICE OBJECTIVES
Obtain quality equipment through competitive bidding.
CAPITAL OUTLAY
Re~lac=u~ent Fund Purchase
Gang Mower 16 foot $80,000 Walk Behind Mower 36" (2) 12,000
Vehicle (79) Ton Utility 44,000 Shop Compressor 6,500
Emergency Generator 35,000 Paint Shaker 6,500
Vehicle (61) 1 Ton Utility 31,000 Line Remover Streets 5,000
Vehicle (15) 12 Passenger Van 31,000 F~tfilizer Spreader 4,000
Vehicle (88) Utility 4 x 4 25,000 Commercial Mower 21" (2) 4,000
Vehicle (54) Pool Car 20,000 Button Applicator Streets 3,600
Emergency 6" Trash Pump 20,000 Sod Cutter 4 WD 3,500
Riding Mower 72" 20,000 Emergency 3" Trash Pump 3,000
Vehicle (68) Mini Track 19,000 Over Seeder 1,500
Trailer & Compressor 15,000 Lawn Comber Catcher 1,400
Totsl
New Equil~ment Purchase
Turf Vacuum Cleaner $20,000 Solar Arrow Board Medians 4,500
Riding Mower Medians 10,000 Chisel Scalar Streets 2,000
Sign Plotter Streets 9,000 Truck Mounted Compressor 2,000
Total $47,~00
216
I I I I I I I I I I. 1 I I I I I I I
NEIGHBORHOOD TRAFFIC CALMING MEASURE8
To f~d n.~hba,t~d m.m ad.d.e p,.i..~.
Pmflmldoe 'd 'TmllU Rgumklbgut 200,,000
· ..m~..i, _~.~,___ cd,.~=..m 150,000 GT 150,--n~- eT 150~_n~__ GT
BOUJNGER RD. BICYCLE FACIUTY IMPROVEMENT8
I~ GeM 236,0OO GT
BUBB RD. AT MCCLELLAN INTER8ECTION
MODIFICATION8
~ ~ 50,000 GT
TRAFFIC 81GNAL HARDWARE UPGRADE
upgraded to me m .trod, md fe~ ungmm qN~aan & nWMenenee.
DP-4NZA BLVD. AT 8TEVEN8 CREEK BLVD.
CROS8W.4J.K ENHANCEMENT
Imm
ENHANCED WALKWAY8 IN UNIMPROVED AREAS
1hem me ~ In the C~/~ mbaf modlkmllms c4mkl Im~a~
ProJe~ CoM TS,GOO GT 75,(]00 QT 7S,OOO GT 75,£-_-~ GT
FOOTHILL BLVD. BIKE LANES
Gw,d Idu I.,,.~ m FoaNI md. B,mma~ m.,aa Cm.k BkL 310.(X]0
md M~bl~t I~.
IMPERIAL AVENUE CUL-DE-SAC
thedll~ Imdmee. R~Md~V~e(qul~lmvdlbemq~
MARY AVE. BICY¢I.E FOOTBRIDGE
Edt q,dh D.&an ¢hllq,. P~U~ no. 1 In Cmne~ h' Idtp~ hndq
Esllm~nd-,-I S~.7 mlllian
PnlJlcl CaM. ClTY'1811AIIE 740,_flf~_
I I I I I 1 I I I 1 I I I I I I I I
NOTES
244
STEVEN8 CREEK BLVD 8PECIFI¢ PLAN
lh.m m.y Im dmlm4 .mNli~.ml them~ t~ Im .,mitnml~ t~
TORRE AVENUE MEDIAN
medlln. ~W
~ ~ 1~,~ GT
M'~t~ ~ t0,~ ~ tl,~ OM 12~ ~ 13,~ ~
GF=GENE~L FUND
RC-B~ERRY FARM
EI~E~RON~AL ~T
D~8~ CREEK CR08~ EN~NC. t~,~
~P~L A~NUE CUL~C
~L~ RD.(~GE TO LIN~ ~A) 2~,~
OM=OPERATING MAINTENANCE
COMMUNITY GYMNASIUM
TEEN CEHTER
TBD
LIBRARY
Amhlteet 2,500,000 OF
ConMnmllan t g,,~Xl,~' GF
GF'GENE~ FUND 1 ~,~
RCe~C~ FARM
E~O~NT~ ~P~T
P~PARK DE~
~'RESER~ ~OU~
~STE~N8 CREEK ~ND
~INB~ ~ ~ TO 8TELUNG) ~
8TE~N8 CR~K BL~. 8PECIFIC P~N ~,~
TORRE A~NUE MED~N 1 ~,~
OM"OPERATING MAINTENANCE t0.000 11.0oo 12,o0o 13,om
ANIMAL CONTROL FACIUTY
VARIAN PARK RE8TROOM FACILITY
I i { I I I I I I I I i I I' I I I I I
......................... ~-'"'~S~ .................... ~'"-:~ ............... ~-"-~-~-""~ ........................................ ~ ............................. ~ .......... ~' ~ ....... ~'~"~ ........... ~. ~.' ~ ......~ .....~ ........................ ~'-"~ ........................................
GF-GENE~ FUND 4,6t0,~ t9,~
R~B~C~ERRY FARM 1~,~ 1~,~ 1~ ~,~ ~,~
B-E~RONME~AL NP~T
~'P~K ~N
8~T~M
~ESE~ A~OU~
.................. L. . : .. .......... .... .. .... .: ........ -~.:::.:.~:~:.~:~:..~ :~1:~¥~.~?~~.~.~:~x~~.~:~:~:~:~:~ ':':~:~:':~:: :::::::::::::::::::::::::::::
8E~E CE~ER ~810N 1~.~
B~ERRY FA~ REPAIR8 1 ~,~ 1 ~,~ 17~ ~.~
ANI~ CO~ROL F~ ~,~
V~N PARK RESTR~ FACIU~ t~,~
~T8 CENTER BUILDING t~,~
C~UNI~ ~Sl~ 2.~.~
TE~ C~TER TBD
L~Y Z~.C~ 19,~,~ ~,~
OM-OPE~TING ~I~NCE 15,~ ~ ~,~
FIXED ASSETS ACQUISITION
9820 PUBLIC WORKS
Expenditures by Category
- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adoptcd Adopted
-- Capital Outlay 429,500 571,500 514,650 438,500
~ Total 429,500 571,500 514,650 438,$00
-- Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
_ Equipment Maintenance 429,500 571,500 514,650 438,500
Total 429,500 571,500 514,650 438,$00
Personnel Summary
1998-99 1999-00 2000-01
-- Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0~00 0.00
217
NOTES
218
Non-
Departmental
219
NOTES
220
NON-DEPARTMENTAL
Expenditures by Division
- 1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
INTERFUND TRANSFERS
0100 OPERATING TRANSFER OUT 5,461,100 18,541,170 8,266,000 11,786,000
- 0100 OPERATING TRANSFER OUT 2,197,323 375,000 400,000 1,700,000
0100 OPERATING TRANSFER OUT 175,000 150,000 175,000 175,000
0100 OPERATING TRANSFER OUT 0 266,350 0 0
- 0100 OPERATING TRANSFER OUT 100,000 250,000 75,000 200,000
0100 OPERATING TRANSFER OUT 0 75,000 0 0
_ 0100 OPERATING TRANSFER OUT 0 0 75,000 0
7,933,423 19,657,520 8,991,000 13,861,000
- DEBT SERVICE
5301 FACILITY CORP. 4,972,410 4,947,333 4,971,900 4,963,000
5304 VALLCO AD 74-3 121,020 121,407 122,880 120,000
5305 VALLCO AD 74-4 73,450 72,354 75,055 76,000
-- 5306 TRAFFIC IMPACT 38,920 37,803 36,656 37,000
5,205,800 5,178,897 5,206,491 5,196,000
TOTAL 13,139,223 24,836,417 14,197,491 19,0~7,000
221
NONDEPARTMENTAL
INTER.FUND TRANSFERS
PROGRAM OVERVIEW
Intei-fand U-ansfers represent transfers of monies between various funds. These transfers provide
additional resources to thc receiving fund to support operating and capital project costs. For the
2000-01 fiscal year, budget activity accounts have been established for the following transfers:
1. Funding from the General Fund for capital improvements in the following funds: Capital
Project Fund ($100,000) for park renovations; $125,000 for Torre Avenue/Stevens Creek
median; $160,000 for the Service Center renovation; $350,000 for skate park; $500,000 for
an animal control facility; $15,000 for the San Thomas/Saratoga Creek Trail; $150,000 for
the Varian Park restrooms; $2,500,000 for the library, $1,300,000 for the Sports Center
renovation, $150,000 for Stevens Creek Trail, and $200,000 for DeAnza Trail.
2. Funding from the General Fund to the Debt Service Fund in the amount of $4,663,000 which
provides for the annual payment of the Certificates of Participation for the City Hall/Library,
Wilson Park, Motnorial Park and Open Space acquisitions.
3. Funding from the General Fund to the Management Information Systems Fund in the amount
of $182,000 which provides for new technology equipment.
4. Funding fi'om the General Fund to the Equipment Fund in the amount of $48,000 to provide
for new equipment for park, street and tree maintenance.
5. Funding from the General Fund to the Gas Tax Fund in the amount of $1,388,000 to provide
for additional costs associated with the Stevens Creek Master Plan and other street projects.
6. Funding from the Park Dedication Fund to the General Fund 'in the amount of $1,700,000 to
provide for payback of advances on parkland.
7. Funding from the General Fund to the Leadership Cupertino Fund in the amount of $5,000 to
augment the existing program.
8. Funding fi'om the Blackberry Farm Enterprise Fund to the General Fund in the amount of
$175,000 to provide for partial payment of debt service.
9. Funding from the Recreation Program Fund to the General Fund in the amount of $200,000
to provide for partial payment of debt service.
~22
INTERFUND TRANSFERS
_ 0100 INTERFUND TRANSFERS
Expenditures by Category
1997-98 ' 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
Operating Transfers Out 7,933,423 19,657,520 8,991,000 13,861,000
Total 7,933,423 19,657,520 8,991,000 13,861,000
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adopted Adopted
General 5,461,100 18,541,170 8,266,000 11,786,000
Capital Improvoiiient 0 266,350 0 0
Park Dedication 2,197,323 375,000 400,000 1,700,000
Blackberry Farm 175,000 150,000 175,000 175,000
Sports Center 0 75,000 0 0
Recreation Fund 100,000 250,000 75,000 200,000
Senior Center 0 0 75,000 0
Total 7,933,423 19,657~520 8,991,000 13,861,000
Personnd Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
223
NONDEPARTMENTAL
DEBT SERVICE
PROGRAM OVERVIEW
The Debt Service Program provides for the payment of principal and interest obligations and
associated administrative costs incurred with the issuance of debt instruments for the City and
the Public Facility Corporation. The budget includes funding for the following debt service
payments:
1. The Public Facility Corporation's ~nnual payments of principal and interest on the City
Hall/Library, Wilson/Memorial and Open Space Certificates of Participation (COP). The
Corporation's annual principal payment is $2,260,000 towards an outstanding balance of
$47,110,000. The COPs were issued in fiscal year 1992/93 to refinance older debt and lock
in lower interest rates.
Thc majority of the borrowings occurred in the last five fiscal years to acquire additional park
real estate and expand community facilities. A breakdown of the capital acquisitions follows:
· Increased 90 acres of park real estate to 190 acres; a 111% increase;
· Increased 26,031 sq fl of recreation building space to 84,460 sq fl, a 224% increase;
· Specific purcb~-~es included:
Blackberry Fs,m - $18 million, voter approved debt;
Creekside Park - $12 million voter approved debt;
Spots Center - $8 million;
Quinlan Community Center, including park real estate - $6.1 million;
Wilson Park and improvements - $5.6 million;
lollyman Park development - $1 million;
City Hall renovation/improvements - 1.7 million;
Library renovation/improvements - 1.7 million.
2. The annual payment of principal and interest on outstanding special assessment bonds for
various assessment districts within the City, including Vallen 74-3 and 744 and Traffic
impact. The City acts as agent for the property owners of parcels upon which assessments
were made for local improv~iients and therefore is not directly liable for the debt.
224
DEBT SERVICE
- 5301-$306 DEBT SERVICE
Expenditures by Category
1997-98 1998-99 1999-00 2000-01
_ Actual Actual Adopted Adopted
Debt Servic~Other 5,193,242 5,178,897 5,206,491 5,196,000
Total 5,193,242 5,178,897 5,206,491 5,196,000
Expenditures by Fund
1997-98 1998-99 1999-00 2000-01
Actual Actual Adoptod Adopted
Facilities Corp. 4,972,410 4,947,333 4,971,900 4,963,000
._ Traffic Impact 38,920 37,803 36,656 37,000
Valleo Park Bond 74-3 121,020 121,407 122,880 120,000
Vallco Park Bond 74-4 73,450 72,354 75,055 76,000
Total 5~05,800 5,178,897 5,206,491 5,196,000
Personnel Summary
1998-99 1999-00 2000-01
Actual Adopted Adopted
Full-time 0.00 0.00 0.00
Total 0.00 0.00 0.00
225
NOTES
226
I I I I I I I I I I I I I I 1 I I I ~
STEVENS CREEK T~IC IMPLEMENTATION
~ 8~Y -~ V~ ~ ~E~ ~,~ OF
8AN THOM~ ~QUINO 18~TOG~ CREEK T~IL
BICYCLE F~CILI~ IMPROVEMEN~
~1: T~l~Te~b ~~ ~ (~
~n C~ 15,~ OF
~J~ C~ 1~,~ GF
Malmn~ ~ 2,~ OM 2,~ OM ~,~ OM
UNION PACIFIC ~ILROAD T~IL F~IBILI~ &
IMPLEMENTATION
F~ 8~DY ~,~ ~
MCCLEL~ WCH P~K IMPROVEMEN~
LAND ACQUISITION - PRIVATE LAND8
mLF. mC# L~ ACRF~
Imemmmml I immqm~ m dbml be m mmml I h~Mb m ~m~dmb~ TBD
- Five Year
_ Capital
- Improvements
- Program
Fiscal Years 2000-01 to 2004-05
227
Proposed Five Year Capital Improvement Program
PHor Not
Fund Description Approval 20004)1 20014)2 20024)3 20034)4 20044)5 Funded
9100 Perks/Trails
420-9108 Park Renovation Program Ongoing 100,000
420-9115 Skate Park 350,000
560-9112 Blackberry/McClellan Ranch Master Plan 50,000 100,050
420-9116 San Thomas/Saratoga Trail Improvement 15,000 125,000
280-TBA Porlal Park Expansion 400,000
TBA Acquire Fronting Prop. Creekside Park 2,000,000
TBA Stevens Creek Trail Master Plan Study 150,000 2,350,000
'rBA Union Pacific RR Trail Feasibility 3,400,000
TBA McClellan Ranch Perk Immprovament 200,000
TBA De.N~za Trail Feasibility 200,000
Total 50,050 9t5,000 125,000 0 400,000 0 7,950,000
9200 Buildings
420-9216 Sewice Center Expansion 250,000 160,000
560-9105 Blackberry Farm Improvements Ongoing 175,000 175,000 175,500 200,000 225,000
420-9219 Animal Control Facility 500,000
420-9220 Vadan Park Restroom Facility 150,000
420-9221 Sports Center Building 1,300,000
420-9222 Library 2,500.000 19,500,000 5,000,000
TBA community Gymnasium 2,000,000
Total 250,500 4,785,000 19,675,500 175,000 200,000 225,000 7,000,000 '
9300 Medians and Overpasses
420-9315 Term Avenue Median 125,000
TBA Rainbow (De Anza to Stelling) 700,000
TBA Stevens Creek Bird Specific Plan 950,000
Total 0 t25,000 0 0 0 0 1,650,000
I I I I I I I I I I I I I I I I I I I
Proposed Five Year Capital Improvement Program
Prior Not
Fund Description Approval 20004)1 2001 4)2 2002-03 20034)4 20044)5 Funded
9400 Streets
270-9435 Neighborhood Traffic Calming Measures 100,000 150,000 150,000 150,000 550,000
270-9443 Bollinger Rd Bike Facility Improvement 175,000 236,000
2709444 Bubb/McClellan Intersection Modification 50,000
270-9445 Traffic Signal Hardware Upgrade 125,000
270-9446 DeAnza/Stev Creek Crosswalk Enhanc. 120,000
270-9430 Stevens Canyon Road Widening 1,000,000 · 250,000
TBA Foothill Blvd/Voss Signal Replacement 75,000
TBA Enhanced Walkway In Unimproved Areas 75.000 75,000 75,000 75,000
TBA Foothill Blvd Bike Lanes 310,000
TBA Imperial Avenue Cul-De-Sac 400,000
TBA Mary Avenue Bicycle Footbridge 740,000
TBA McClellan Rd (Orange to Linda Vista) 2,500.000
'rBA McClellan RdlStelling to DeAnza 1,000,000
Total 1,275,000 .931,000 300,000 225,000 75,000 75,000 5,500,000
Total Capital Improvement Program 1,575,000 6,750,050 20,100,500 400,000 675,000 300,000 22,100,000
SUMMARY FIVE YEAR PROGRAM ~vE ~AR
00-01 01-02 02-03 03-04 04-05 TOTAL
SUMMARY OF FUNDING SOURCES
GF=GENERAL FUND 5,550,000 19,625,000 0 0 0 25,175,000
RC=BLACKBERRY FARM 275,000 175,000 175,000 200,000 225,000 1,050,000
GT=GAS TAX 931,000 300,000 225,000 75,000 75,000 1,606,000
El=ENVIRONMENTAL IMPACT 0 0 0 0 0 0
PD=PARK DEDICATION 0 0 0 400,000 0 400,000
SD=STORM DRAIN 0 0 0 0 0 0
RA=RESERVE ACCOUNT 0 0 0 0 0 0
TOTALS 6,756,000 20,100,000 400,000 675,000 300,000 28,231,000
SUMMARY OF PROGRAMS
PARKS I TRAILS 915,000 125,000 0 400,000 0 1,440,000
BUILDINGS 4,785,000 19,675,000 175,000 200,000 225,000 25,060,000
MEDIANS AND OVERPASSES 125,000 0 0 0 0 125,000
STREETS 931,000 0 0 0 0 931,000
STORM DRAIN 0 300,000 225,000 75,000 75,000 675,000
TRAFFIC 0 0 0 0 0 ' 0
TOTALS 6,756,000 20,100,000 400,000 675,000 300,000 28,231,000
SUMMARY OF OPERATING MAINTENANCE
OM=OPERATING MAINTENANCE 0 92,000 340,000 356,500 413,000
I ] I I I I I I I I 1 I I ] ] 1 I I
........ ......
.:::~:~.~:--.,:..:::::. [~::~::~ ..~¥.. . .:::.....:¥~ .~...
.... : ...... ~ ..... : .~ ...... ~:~:~: -.::: ~:~:::~; ....... ~ .............. ~::~:~ ' ~:~:c~;~:~::::::..~::::~.:~:::::..::~:::::::::~.~::.~.~.~::~:~:¥:::::~::::~ ........ ~:~ .............. ¥::~...~.¥::::::::.-~ ................ ~- ::::::::::::::::::::::::::::::::::::::::::: .~
OF~ENE~L FUND
RC-B~C~ERRY FARM 1
GT~ T~
EI-E~RONME~AL IMPACT
PD"P~K DEDI~N ~,~
~D-STORM D~IN
PARK~ TOTAL 915,000 125,000 400,000
ACQUIRE PROP. FRONTING CREEl(SIDE PARK 2~OO0,000
PARK RENOVATION PROGRAM 100,000
8KATE PARK ~_"~0_,500
PORTAL PARK EXPANSION 400,500
BLACKBERRY I MCCLELLAN RANCH M/~STER PLAN 100,000
STEVENS CREEK TRAIL MASTER PLAN STUDY t50,000 2,350,000
8AN THOMAS/SARATOGA CREEK TRAIL IMPROVE. 15,000 t 25,000
UNION PACIFIC RR TRAIL FEA$1BIUTY&IMPLEM. 200,000 ~ $,250,000
MCCLELLAN RANCH PARK IMPROVEMENTS 20~. ,000
LAND ACQUISmON$ - PRIVATE LANDS TBD
TOTAL ~s,ooo ~25,050 400,000 7,750,000
OM~)PERATING MAINTENANCE 67,500 '/'3,000 77,500 t 22,000
:, ,:,:.:,:,,:,,,:.-,:,:.::, ;, :,,~::.:,. · . ~. :::::::::::::::::::::::::::::::::::::::: ~.:,:.., ,,,~ ~,:. ~,:., ~, .,~... :.~ .,~ ., ,,~.. ,,~.......,~ .... ~ .... ,... ~, ~.,,,~ ,, ., .... ~.,~ . ,,,, ...... ,,.,. ,,,,.,~.,..,,,,,,,... .......... ~. ,-,,
A~UISI~ ~ PROPER~ FRONTING
CREE~IDE PARK 81TE
P~K RELATION PR~
8~TE P~K
PORT~ PARK ~AN810N
B~CKBERRY F~M I MC~E~ ~NCH
~TER P~
~~~ 1~,~ RC