20. Annual Report
CITY OF
CUPEIQ"INO
City Hall
10300 Torre Avenue
Cupertino, CA 95014-3255
Telephone: (408)777-3212
FAX: (408) 777-3366
davek@cupertino.org
OFFICE OF THE CITY MANAGER
STAFF REPORT
Agenda Item Number ()Q
Agenda Date: August 15, 2006
SUBJECT AND ISSUE
Accept Annual Report from July 1,2005 to June 30, 2006.
BACKGROUND
The attached annual report recounts City activities over the past fiscal year. It is provided for your
information and to create a history of the City's efforts on behalf of our residents.
The City of Cupertino is blessed with engaged residents, generous volunteers, dedicated commission
and committee members, an energetic and talented staff and a City Council dedicated to improving the
quality of life in our community.
In the crush of daily activities, it is helpful from time to time to step back and see just how much has
been accomplished.
RECOMMENDATION
Accept Annual Report from July 1, 2005 to June 30, 2006.
Respectfully submitted:
~
David W. Knapp, City Manager
Printed on Recycled Paper
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Annual Report
City of Cupertino
Fiscal Year 2005-06
CUPERTINO
Submitted to Council
August 15, 2006
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Introduction
Families and innovation
Looking back over fifty years of our city's existence, we can see some fundamental truths about
our community. Our community is one where families have come from all over the world to
enjoy the economic prosperity made possible by innovation. Last year we saw innovation as the
core value that has allowed the city to better serve its residents in good times and bad.
Financial Stability
The economic uncertainties of our nation and state have been a fundamental concern for our city.
Long-term fiscal stability, i.e. balancing the revenue in each year with the expenditures in that
year, is the single most important factor determining our ability to meet the needs of our
community in the future. In the past, the negative impacts of economic uncertainties have been
exacerbated by the financial irresponsibility of the state. Adopted at the end of 2004, Proposition
1 A has gone a long way to prevent continued state takeaways. This in itself is a cause for
optimism, but Cupertino has much more to celebrate in this area.
Strate2ic Plan
The sustainability of our community can be measured by the extent to which the city lives within
its means. Toward this end, the importance of the council's adoption of the Strategic Financial
plan cannot be underestimated. As with any financially sound organization, we must live within
our means. This plan is a commitment to the continued effectiveness and prosperity of our city
and community.
Economic Development
In concert with the Strategic Financial Plan, council also provided funding for a
Redevelopment/Economic Development Manager. This new position will communicate and
build strong relationships with the business community, to attract and maintain businesses by
creating a business-friendly environment that is consistent with quality of life concerns.
Apple Computer also continues to be the source of good news for the city. Steve lobs'
announcement of Apple's new campus in town bodes well for that Cupertino's continuing as a
center for innovation for many years to come.
Trends
Apple Computer's growth has helped Cupertino maintain high office space occupancy levels
according to the San Jose Mercury News. As of July 1, Cupertino had less than 250,000 square
feet of available space, or just 7 percent of all office space in the city. It has the third-highest
average asking lease rate of any Silicon Valley office market and is one of only two, along with
the Mountain View/Los Gatos market, that is asking higher rates now than three years ago. In
spite of a tight office space market, housing is the preferred project for most developers. As a
result, the city can continue to expect to receive development applications for new homes. Given
the general lack of undeveloped lots in the city, development applications will tend toward the
redevelopment of functionally obsolete structures. The new home of Whole Foods and the
proposed new campus of Apple Computer are examples of this type of activity.
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Nowhere is the city facing a greater challenge than the controversy surrounding housing. As
demonstrated by the failed initiatives of last November, and the referenda on Toll Brothers and
Vallco condominium projects, housing continues to be an issue for the community and Silicon
Valley. While some residents are opposed to new housing, especially multifamily housing, state
law requires that our General Plan provide for enough housing to accommodate the number of
jobs in the community as determined by the square feet of commercial space.
In recognition of this dynamic, economic development efforts have been focused on existing
retail space. Vallco continues to represent the most significant opportunity to develop retail
within Cupertino without significant negative impacts on traffic or neighborhoods.
Local discord surrounding housing and economic development is in stark contrast to regional,
state and national perspectives on how well the city is doing.
Continuous Effort
The city continues to maximize leverage of local funds through grants. Last year $12,130,000 in
grants were realized for projects ranging from the medical reserve corpse to the Mary Avenue
Footbridge. The city has been notified by the Department of Water Resources that the grant
application scored highly, and was awarded full funding in the amount of $401,000. The Water
District is matching this with an additional $401,000 improving our stream restoration budget by
$802,000.
By taking a series of steps to improve our outreach programs, hazard analysis, assistance to
residents, open space protection and drainage system maintenance, and record keeping, we have
improved our flood insurance rating, thereby lowering our FEMA flood insurance rates by 10%.
This was made possible by using a large number of volunteer hours.
The city channel and web staff has implemented a kiosk pilot project in the lobby of city hall.
The only major acquisition required for this prototype project was the display monitor. Using
existing software and equipment, staff was able to develop custom content and digital signage.
Multimedia and interactive touch screen provides information on commonly asked questions in
city hall. This technology enables placement of similar kiosks throughout the city with content
specific to each location.
Based on employee ideas and requests for career development training, the city launched its first
supervisory training academy. Nineteen employees from the Service Center graduated on July
20. Classes included the supervisor's job, effective communication, coaching and motivating,
team building, time management and delegation. Considering the highly favorable participant
feedback, another academy will be offered this winter.
This year the city reinstated its budget for e-services and implemented several new programs in
this area to continue our goal of bringing city hall to the customer. These include Access
Cupertino, city public record access, and web casting improvements, geographical information
search engines, information on city projects and bids and on-line job applications, election
information and municipal code information. In addition, funding has been provided for the
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upcoming fiscal year, and staff is currently working on economic development information and
on-line permits and business licenses.
Awards and ReCo2nition
The city won another Helen Putnam A ward last fall for the design of the community hall. The
facility won statewide recognition for having state of the art filming and broadcasting capability
while also serving as the seat of city government. In addition, the National League of Cities
recognized the city of Cupertino for excellence in internal administration.
Once again, Cupertino was designated a "Very Low-Cost City" by the Kosmont Cost of Doing
Business Survey, and the city received the Government Finance Officers' Association Award of
Excellence for the city's annual financial report and the California Society of Municipal
Financial Officers Excellence Award for the city's annual budget.
In January 2006, the International City Manager's Association presented David Knapp the
association's Award for the Advancement of Diverse Communities in recognition of the
Cupertino Block Leader Program. "The resulting trust, mutual understanding, shared values, and
behaviors make cooperative action possible and help neighbors see past cultural differences and
build community."
Cupertino has also garnered other significant regional and national recognition. Last fall, San
Francisco ranked Cupertino the third best community in the San Francisco Bay Area for families.
Behind only Piedmont and Monte Sereno respectively, the city's high ranking was based on the
percentage of households with children, low crime, and the educational "bang for the buck."
Confirming that innovation is second only to families in Cupertino, the Wall Street Journal
ranked Cupertino as the seventh most innovative city in the nation based on the number of
copyrights applied for annually by Cupertino-based companies.
Conclusion
While the city continues to be confronted with structural financial challenges, our organization
has not lost sight of the priorities and high standards set by city council and the community.
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Parks and Recreation Department
There are five divisions within the Parks and Recreation Department. They include the Senior
Center, Youth and Teen Division, Fitness and Sports Division, Blackberry Farm/McClellan
Ranch, and Quinlan Community Center/Special Events. The following are highlights from last
year.
Administration
The following were the major projects undertaken by the division:
· Concluded the planning and environmental review for the Stevens Creek Corridor
Project.
· Commenced discussion with Santa Clara County Roads and Airports RE: park at
Lawrence Expressway.
· Worked with the Planning Department on entitlement review - specifically parks in the
Toll Brothers and Summerhill Homes projects.
Parks and Recreation Commission
· Continued to review community input regarding Stevens Creek Corridor public access.
· Received community input regarding a veteran's memorial.
· Recommended use of the revised Field Use Policy that had concluded it's one-year pilot
period.
. Discussed ideas for a new 3.5-acre city park located on the Toll Brother's site
development.
Blackberry Farm
Blackberry Farm Picnic Grounds
Blackberry Farm Picnic Grounds is in its final season of operation, and full-time staffing has
been reduced by 75% as we transition into closure and reconstruction.
Design Process History
The most significant changes to park operation were deliberated by the city council in a series of
public meetings. They included:
· The decision regarding whether or not to retain the golf course
· Whether or not to build an entry drive from Stevens Creek Blvd.
· The size and intensity of the Blackberry Farm picnic operation
· Location of the trail and type of trail use
· Stocklmeir property use by the Cupertino Historical Society
· Simms property rental
· Neighborhood access points
These design decisions were considered in light of the condition of the physical environment
(such as the eroding creek banks along the golf course) and sensitivity of habitats (such as the
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brown bat maternity tree, kite nest). Information gathered informed the design development as it
progressed. In this manner, some ofthe potential project impacts were avoided through careful
design.
The city council reviewed the entire project and proposed creek alignment on January 5, 2006
prior to the consultant beginning work on the environmental report, so that what was being
analyzed would be consistent with council direction.
This year we collected $300,000 in gate admissions, $99,000 in catering services and $36,000 in
snack bar sales. The retreat center had close to $2000 worth of rentals. The season pass program
sold 106 passes with 65% purchased by Cupertino Residents.
Blackberry Farm Golf Course
The contractual maintenance of the golf course continues to be outstanding with many customers
expressing their satisfaction on the condition of the course. The golf course accommodated over
50,000 rounds of golf last fiscal year generating over $594,000.
McClellan Ranch Park
The Department's naturalist programs at McClellan Ranch were very well attended. More than
2,000 elementary school children participated in the creek education program. Nature camp and
after school classes attracted over 500 participants. A three-day mini-camp during spring break
was piloted and proved popular. In addition, 260 students from Monta Vista High School and De
Anza College participated in field studies at McClellan Ranch. Two hundred volunteers worked
on projects at McClellan Ranch including native plant propagation, invasive plant removal,
habitat restoration, and painting of bleachers. The Community Garden program remained
popular with over 68 plots being reserved with a small waiting list for new gardeners.
The Rolling Hills 4-H Club, UC Cooperative Extension Master Gardeners, and the Santa Clara
Valley Audubon continue to be valuable components to the ranch experience. The Santa Clara
Valley's Wildlife Education Day attracted 500 participants to their annual event. The 4-H Club
has added horses and ducks to the goat, swine, poultry and honeybee projects at McClellan
Ranch Park and visits to these animals are included on many of the naturalist led tours.
Quinlan Community Center/ Cultural Division
Quinlan Community Center
There were 297 Quinlan Community Center rentals in the last fiscal year, generating $92,201.
Community Hall had 99 rentals, generating $19,391. Conference Room 100 had 18 rentals,
generating $400. The 110 rentals for Memorial Park facilities generated $4,695. Linda Vista Park
was rented 61 times, generating $3,460. Fifty-three rentals for Portal Park produced $2,985 in
revenue.
Cultural Division
In the last fiscal year, 428 cultural classes were offered for total revenue of $398,191. Of the 428
classes offered, 37 were for adults, 23 were for teens, and 368 were for youth. The total number
of participants in cultural classes was 3,533.
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Senior Center
This area provides centralized services for people aged 50 and over, including recreational
activities, social services, educational programs, as well as information on health insurance,
immigration, housing, and other issues of interest. The Senior Center annual membership is at
2075 members. Baby Boomers (50-60 year olds) make up 18% of the membership. The Junior
Mature group (61-69 years old) makes up 30% of the membership and the Senior Mature group
(70 years plus) makes up 52% of the membership.
Activities
More than 50,000 seniors participants attended classes, socials, special events, and trips offered
by the Senior Center.
Services
The Case Management Program links frail elders and their families with the services they need
to reduce the risk of illness, death, or institutionalization. The Case Manager has provided
services for 106 homebound clients.
Volunteers
The Senior Center greatly benefited from 120 Senior Center member volunteers. The different
opportunities for volunteers include the front desk, translation and interpretation, hosting,
instruction, kitchen crew, performance groups, newsletter, special events, and social services.
There were more than 12,000 volunteer hours logged this year.
Senior Citizens Commission
· Took public comment and made a recommendation to city council on the Toll Brothers
Project - Senior Housing Element
· Review of services available to Cupertino senior citizens
· Began work on senior services link for the city's website
Sports and Fitness Division
The Sports and Fitness Division includes the operation of the Cupertino Sports Center. This past
year, 8,000 tennis lessons were given to youth and 1,000 to adults. The Sports Center enjoyed a
successful year offering a variety of fitness classes and team programs. Revenue generated was
in excess of $1,300,000. The Summer Learn to Swim Program provided instruction to 1,200
participants last summer with revenue of $79,000. There were 1,200 participants on 70 teams
that played adult softball generating $37,000.
Youth and Teen Division
Summer Camps
Currently, the Youth/Teen division offers 10 camps for youths, 4-12 years. These camps are
mostly half-day programs, however, the Junior Day Camp and Day Camp programs are offered
daily from 8:30 am - 5:30 pm, which meets the daycare need for many working parents. To date
(thru July 27, 2006) there are 697 participants enrolled in the camp programs, which have
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generated $168,398 in revenue, which is a 12% revenue increase from last year. Registration will
continue to be accepted until spaces are filled.
Playgrounds
There are currently 188 youths registered for the drop-in playground program which is offered at
five playground sites: Creekside Park, Jollyman Park, Portal Park, Memorial Park, and Monta
Vista Recreation Center. This is the third year in which a registration fee is being charged for
residents and non-residents to participate in this program. Thus far, $14,565 has been generated
in revenue. The Friday Adventure Get-Away program, which are day trips offered to youths 7-12
years, has generated $5764 with 131 youths enrolled. Subsidized special event programs that are
offered to our camp and playground participants include the annual Country Fair, Almost
Anything Goes, Talent Show, and the annual Playground Challenge.
After School Enrichment Program
The After School Enrichment program offered classes in the areas of: art, music, foreign
language, science, karate, dance, chess, math, theater, public speaking and debate. The total
number of participants for the year was 1719 (800 participants enrolled in fall 2005 and 919
participants enrolled in spring 2006). The enrollment for this program increased 19% from last
year. The total annual revenue generated for the program was $251,588.
Teen Programs
The Teen Center has maintained its level of service and to date (thru 7/12/06) there are 462 teens
registered at the center. Activities at the center include: air hockey, Play Station games, foosball,
pinball, movies, pool, computer games/use, and special events. Ten middle school dances were
offered this past year serving 3,134 participants and generating $19,970. The Teen Commission
sponsored a candle lighting ceremony in conjunction with the Organization of Special Needs
Families (OSF).
The teen volunteer program was restructured last year and is now referred to as the Leader in
Training (LIT) program. The application process requires a written application and an interview.
Once accepted into the program, a registration fee is collected to cover training expenses. There
are currently 24 teens enrolled in the program. Additional training and certifications in CPR and
First Aid were issued in an effort to better prepare the teens for future employment opportunities
with the Parks and Recreation Department. There are currently six employees working in our
summer camp programs that were part of the LIT program last year.
The Mobile Skate Park continues to operate at Creekside Park.
Preschool Programs
The Parent-Tot preschool program is offered each weekday at Portal Park for children ages 18
months-4 years. This program is designed to prepare parents and toddlers for an independent
preschool program. There were 254 participants who enrolled in this popular program that
generated $41,947 in revenue.
The Preschool program is offered to 3-5 year old students at two locations: Quinlan Community
Center and Monta Vista Recreation Center during the months of September-June. Kindergarten
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readiness activities are included in the curriculum: arts and crafts, music, motor movement,
science and nature, group games, sharing, cooking and more. The Preschool program serves an
average of 146 students per session. Students generally register for all three sessions during the
school year and the program generated $236,979 in revenue.
Overall, 75% of the operating costs of the department are covered by user fees and rentals.
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Public Works Department
The Public Works Department provides services in three program areas:
En2ineerin2
General municipal engineering of infrastructure, traffic engineering and signal systems
operations and maintenance for 55 fully actuated traffic signals, architecture, and development
reView.
Capital Improvements
Design and construction of approximately $20 million of capital projects including the Mary
Avenue Pedestrian Footbridge, Stevens Creek Corridor Project including work at Blackberry
farm and McClellan Ranch, some Park renovations and other like facilities; also completed this
year was an increased effort in Street maintenance projects of over $2 Million. Several traffic
signal modification projects, and a number facilities upgrades that have been deferred for several
years, including a new emergency generator for City Hall are other highlights of the CIP
program in 2005-2006.
Environmental Mana2ement
The management of environmental programs including the $7.6 million annual solid waste
contract, storm water runoff permits and recycling of waste materials.
Currently there are four managers and 10 staff professionals responsible for this entire program
and its workload.
In addition, the Department operates the Municipal Service Center and provides maintenance
services through four Divisions associated with:
Facilities
The maintenance of all city owned facilities including such major buildings as City Hall, the
Library, Quinlan Center, and the Senior Center, along with the Creekside, Monta Vista and
Wilson Park Recreation Centers and other minor facilities.
Grounds
All parks and grounds, including Memorial Park and ten neighborhood parks, as well as 52 acres
of school playgrounds and related facilities.
Streets
Maintenance of all streets and facilities and equipment in the public right of way, including
almost 450 lane miles of public streets, all sidewalks, curbs, gutters, signs and markings, along
with the storm drain system, over 13,000 street trees and approximately 32 acres of median and
overpass landscaping.
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General Services
Maintenance and installation of over 3,250 streetlights, 155 pieces of motorized or wheeled
equipment, 200 power tools, the maintenance of the entire service center yard including storage
of materials and hazardous waste and material disposal.
There are five supervisors and 50 field personnel responsible for this major workload and its
demands. This group is currently operating with five unfilled vacancies.
The seven vacancies currently unfilled represent a workforce reduction of 10% in the Public
Works Department. Concurrently, the department is faced with an increase in infrastructure
responsibility through annexations in Garden Gate, Monta Vista and Rancho Rinconada.
Capital Improvement Pro2ram
In implementing a $20 Million aggressive capital improvement program, the Public Works staff,
working with the other departments and a team of consultants, is preparing for construction of
the Mary Avenue Pedestrian Footbridge project. The first construction project for the clearing,
grading and security fences was completed earlier in 2006. Final reviews, Caltrans permits,
bidding, and contract award for the main bridge structure over Interstate 280 is scheduled for
early spring of2007.
The Stevens Creek Corridor Project which has been assigned to the Public Works Department
following council approval of the environmental documents in June 2006 is proceeding with
budget and funding evaluations and design for the first phase of construction. It is expected that
with council approval in fall of 2006, construction on the first elements of this phase would
begin in late spring of 2007.
As noted above the street maintenance capital program completed almost $2 million in street
overlays, pavement and curb and gutter and sidewalk repairs in 2005-2006.
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Community Development Department
The Community Development Department is responsible for the long range and current planning
functions of the city. The long-range planning function prepares the city's General Plan, which is
the city's "blueprint for growth." The comprehensive General Plan review started in 2001 and
the final plan was approved by the city council in November 2005. The long range planning
function also prepares specific plans such as the Heart of the City Plan; guideline documents
such as the Monta Vista Design Guidelines and the Crossroads Streetscape Plan; and zoning
ordinance updates such as the Rl (Single Family) Ordinance. The collection of long-range
planning documents establishes the policy structure directing growth and change in the city. The
current planning function implements the long-range policy structure through design and land
use reviews of proposed development applications. The department also performs
Redevelopment Agency and Economic Development functions and prepares the city's
Community Development Block Grant Program.
The department encompasses the Building Division, which provides plan check and inspection
services for all building activity and issues building permits upon determining compliance with
building codes and land use approvals and ordinances. The Community Development
Department provides daily front counter, telephone, and Internet coverage for direct business
questions and general information services relating to planning and building inquires.
The department directly supports six committees and commissions including the city council,
Planning Commission, Design Review Committee, Housing Commission, Environmental
Review Committee, and the Economic Development Committee. Additionally, the department
supports other departments by providing development and environmental reviews for city
initiated projects such as the library and community hall, the Mary A venue Bicycle Pedestrian
Bridge, the Stevens Creek corridor project and the Capital Improvement Program.
Plannint! Commission
The Planning Commission consists of five residents appointed to alternating four-year terms by
the city council to hear and make recommendations on all advanced planning policy documents
and current planning applications described in the following sections. The five members
currently include Chairperson Marty Miller, Vice-Chairperson Lisa Giefer, and Commissioners
Cary Chien, Gilbert Wong and Taghi Saadati.
Current Plannin2lDevelopment Review
The number of current planning applications increased 13% from 174 last year, to 196
applications this year. This includes residential design review of 48 single-family residences. The
current planning function coordinates review of major projects such as Vallco Fashion Park and
the Hewlett Packard/Toll Bros. application and communicates and implements all city
development-related policies in new developments that help to build a strong sense of
community, such as encouraging walk-ability and providing exterior visible activity such as
outdoor dining areas. The current planning function also assists with zoning code enforcement
for illegal uses or failure to comply with conditions of approval.
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The Planning Division worked on the following major projects:
.
Hewlett Packard/Toll Bros. construction of 380 residential units, 115,000 square feet of
retail and a 3.5 acre park on Stevens Creek Boulevard and Finch Avenue
Extension of the Vallco Development Agreement.
Menlo Equities 107 residential units and 6,500 commercial square feet.
Vallco Fashion Park approval for 204 residential units and 150,000 square feet of retail
on and near the "Rosebowl" site.
Vallco's 137 condominiums north ofMacy's.
Construction of a three level parking garage north ofMacy's
Approval of California Pizza Kitchen and Islands restaurants in the Sears parking lot on
Stevens Creek Blvd.
Rockwell Homes demolition of 15 apartments and construction of 15 town homes.
Vallco Fashion Park 16 screen AMC theaters (due to be completed in December 2006)
Town Center/Civic Park residential and commercial mixed-use to construct three office
buildings totaling 141,850 square feet, two residential buildings totaling 131 units and
19,100 square feet of retail/restaurant space on a 12.3 acre site. The development is under
construction
A 39,000 square foot retail/office building at the Marketplace Shopping Center.
Approval of 130 residential units at the 8.5-acre Sobrato site on Pruneridge.
Taylor Woodrow proposal to construct 94 homes on the former Measurex site on Results
Way at Bubb Road
Construction of 46 condominiums at the former Santa Barbara Grill property on De Anza
Blvd. at Highway 280.
Public Storage redevelopment
Former "Any Mountain" demolition of 27,000 square feet and construction of a three-
story office building consisting of 60,000 square feet.
Whole Foods demolition of former Anderson Chevrolet and construction of a new 63,000
square foot market.
Capital Improvement Program Environmental Review
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Lon2 Ran2e Plannin2
The major focus of the Advanced Planning program has been the General Plan Update. The
General Plan update was approved in November 2005. The Planning staff also updated the sign
Ordinance, Fence Ordinance and is working on preparation of the North Vallco Master Plan
study.
Community Development Block Grant (CDBG) Proe:ram
The city of Cupertino is entering its fourth year as an entitlement city under the Community
Development Block Grant Program. The city receives its entitlement grant directly from the
Department of Housing and Urban Development, although the city continues to coordinate with
the Urban County and the other entitlement communities in the County of Santa Clara.
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For the 2005/06 fiscal year, the city's entitlement was $434,807, which is reduced about
$24,200 from 2004/06 when it was $459,000. In May 2004, the city council awarded funds to
CDBG sub-recipients. The funds were used to support public service activities such as senior
adult day care, legal assistance for seniors, housing placement for the low and very-low income,
and a rotating homeless shelter.
Housin2 Pro2rams
The Planning Division focused on the following housing-related programs:
· Implemented the 2005/2006 Community Development Block Grant (CDBG) Program
· Adopted the CDBG Citizen Participation Plan
· Adopted the Consolidated Plan
· Awarded CDBG sub-recipient grants for the 2006/07 program year
· Nexus study update proposed fee increases for the housing mitigation program
Redevelopment/Economic Development
The Community Development Department plays a key role in the redevelopment and economic
development functions of the city. During the 2005/06 fiscal year Planning Division and
Building Division staff worked extensively with the property owners of Vallco Fashion Park to
facilitate the extensive private redevelopment currently underway.
The property owners are moving forward with six separate center expansions or renovations
including 1) the AMC 16 screen theaters (under construction); 2) Rose Bowl mixed-use building
with 204 residential units and 105,000 square feet of retail; 3) retail shops and a parking garage
adjacent to Penny's (under construction); 4) 137 residential condominiums and a parking garage
in the north parking lots adjacent to Macy's; 5) a possible hotel to be located in the parking lot
north of Penny's; and 6) California Pizza Kitchen and Islands Restaurants located on new
restaurant pads in the Sears parking lot on Stevens Creek Blvd. The 137 -unit condominium
project is subject to a referendum vote in November 2006. Additionally, Vallco Fashion Park has
attracted major new tenants including Dynasty Restaurant and Alexander's Steak House
Restaurant. The "Strike" bowling center located on the lower level next to Penny's is under
construction.
All of this activity necessitated numerous and frequent meetings to coordinate issues of fire
access, sanitary sewer enhancements and numerous planning and building issues. The
Community Development Department is committed to highly responsive and efficient processing
of all permits at Vallco fashion Park.
Buildinl! Division
· Building staff processed and plan checked 2,366 building permit applications compared
to 2,155 in 2004/05 (a 10 % increase).
· The Building Division conducted 22,848 building inspections in 2004/05 compared to
19,300 in 2004/05 (a 18% increase).
· Building valuation equaled $176 million in FY 05/06 up from $148 million in FY 04/05
(a 19% increase).
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Sheriff's Department
The principal mission of the Sheriffs Office West Valley Division is to protect life and property.
The Sheriffs Office is dedicated to the preservation of public safety by providing innovative and
progressive services in partnership with the community.
Criminal Activitv
erson Crimes
omicide
a e
ssault
obbery
OT ALS
60
14
76
Y 05/06
o
1
76
12
89
ercent Difference
%
-50%
26%
-14%
17%
In FY 05/06, the city of Cupertino experienced a 17% increase in crimes against persons.
The increase in assaults was related to juveniles and domestic violence.
There was a 50% decrease in sexual assaults (Rape). The one reported sexual assault involved an
alleged date rape. The suspect was identified and the case is currently being reviewed by the
District Attorney's Office.
There was a 14% decrease in robberies. Four of the 12 reported robberies involved the use of a
handgun. Handguns were displayed during the robberies at the 76 Gas Station on Homestead
Rd., 76 Gas Station on De Anza Blvd., M&M Food Mart on Blaney Ave., and the 7-11 Store on
McClellan Rd. There were four demand note bank robberies.
The husband who was arrested for the homicide of his wife on June 25, 2003 went to trial this
fiscal year. The trial ended with a hung jury (10 jurors voted guilty). He was released from
custody pending the District Attorney's decision to re-prosecute the case.
Y 04/05
28
03
39
870
Y 05/06
79
26
30
935
ercent Difference
11%
5%
-23%
7%
In FY 05/06, property crimes (burglary, theft, and auto theft) showed an increase of 7%. There
was a 29% increase in commercial burglaries and a 15% increase in auto burglaries. There was a
slight .05% decrease in the residential burglaries.
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Traffic Activitv
raffic Collisions
atal
Y 05/06
o
90
570
660
ercent Difference
0%
-14%
7%
3%
edestrian Involved
ccident
icycle Involved Accident 3
OTALS 6
3
3
8
11
167%
83%
ercent Difference
18%
-01%
-06%
07%
In FY 05/06, there were 671 traffic collisions. This indicates an increase of 27 collisions from the
previous year, however, there was a 14% increase in the number of injuries. Bicyclists were
found at fault for five of the eight bike vs. auto accidents. There were five adult and three
juvenile bicyclists involved with these collisions.
Response Times
!FY 04/05 FY 05/06
~ vg Time # of Calls A vg Time # of Calls
Priority 1 5.18 103 5.23 119
Priority 2 8.46 5650 7.90 5,191
Priority 3 18.86 5724 17.10 5,484
Overall ~ vg 10.83 11,477 Avg 10.07 10,794
The Sheriffs Office responded to 10,794 calls for service during FY 05/06. This was a decrease
of 683 calls for service. We continue to strive to meet our goal of five minutes for Priority 1,
nine minutes for Priority 2, and twenty minutes for Priority 3 calls.
Other Activities
The Sheriff s Office applied for and received two grants from the California Office of Traffic
Safety (OTS). One grant funded the overtime costs to operate Driving Under the Influence
Checkpoints (DUI Checkpoint) on September 3, 2005 and December 16, 2005. The DUI
Checkpoints were located on northbound De Anza Blvd. near Lazaneo Drive on September 3,
2005 and eastbound Stevens Creek Blvd. near Finch Avenue on December 16, 2005. One DUI
arrest was made at each checkpoint. There were 2,100 vehicles stopped and 14 vehicles were
towed for unlicensed drivers during the campaign.
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The other grant funded the overtime costs to operate special Traffic Enforcement Units to
enforce "Click-It or Ticket" (seat belt laws) in the city. The additional units conducted
enforcement from May 15 to June 4, 2006. There were 323 citations issued for seatbelt
violations.
On November 17, 2005, the Sheriffs Office hosted a community crime prevention forum on
burglary prevention at the Community Hall. Approximately 50 community members attended the
forum. Victims of the suspected Dinner Time Burglaries were mailed surveys. The survey
attempted to establish a link between the victims to develop a possible profile for a suspect(s).
The victims also received invitations to the Nov. 17 forum. There was a 30% response to the
surveys.
West Valley Patrol provided an additional 270 hours of surveillance, undercover, and increased
patrol presence to address the Dinner Time Burglaries. West Valley Patrol facilitated a Reward
Program with Fugitive Watch for information leading to the arrest of the suspect(s) responsible
of the Dinner Time break-ins.
The Stevens Canyon Dam Evacuation Plan was completed this fiscal year, and is currently being
reviewed by the Cupertino Disaster Council.
Department Proe:rams
The two School Resource Officers continued their involvement in youth programs aimed at
education, prevention, and intervention. These deputies have also worked closely with school
officials in offering assistance and guidance. They participated in the Youth Court Program,
Teen Academy, and the School Attendance Review Board (SARB).
The School Resource Officers provide presentations on the following: bullying, fighting, drugs,
alcohol, stealing, cheating, stranger / danger, and youth violence prevention. Over 10,000
Cupertino students participated in these presentations provided by the deputies.
The School Resource Officers also helped facilitate one "Every 15 Minute Program" at
Homestead High School. According to the California Highway Patrol, in 1997 one person was
killed in an alcohol related traffic collision every 15 minutes. Today, that number is one in every
23 minutes. Teen drivers are responsible for a highly disproportionate number of auto collisions,
injuries, and deaths. The Every 15 Minute Program is a two-day program focusing on junior and
senior high school students, which challenges them to think about drinking, driving, personal
safety, and the responsibility of making mature decisions and the impact their decisions have on
family, friends, and the community. The program's primary objective is proactive education for
high school students.
The School Resource Officers developed a new Internet Safety Program for students, parents,
and school staff. The presentation was provided to 600 students, several school staff meetings,
and PT A meetings.
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Public Information Office
One of the great challenges facing local government is the rapidly changing media landscape
where traditional media are abandoning the public sphere for more profitable sectors. While
Cupertino was once host to its own beat reporter from the Mercury News, this is no longer the
case. Likewise, Knight Ridder has acquired all the local weeklies including the Cupertino
Courier. In the meantime, the Mercury News has been sold twice in the last 9 months. Cupertino
has weathered these seismic changes to the local media market remarkably well for several
reasons, three in particular.
First, the cultural diversity of the community has also created a diversity of media outlets. The
World Journal, Sing Tao Daily, and a wide array of publications cover Cupertino events.
Cupertino is typical for most communities where circulation in English-language publications is
declining while the circulation of non-English-language publications is increasing.
Second, as the first government channel in Santa Clara County, Cupertino has a tradition of
maintaining an active and direct link with its residents. This high value of communication
continues as a core value and function of city staff. The city was one of the first to webcast its
council meetings. Webcasting receives an average of 3,000 viewer requests per month, over.
22,000 when Steve Jobs makes an announcement. The city is in a strong position to continue to
take advantage of new communication technology as younger residents and families move away
from print publications.
Third, the city's specifically targeted development of community programs has created, among
other things, an important communication network. Groups such as CERT, Block Leaders,
Neighborhood Watch, eCAP, and others, by definition represent opinion leaders in our
community who have taken the time to become informed and involved with their neighbors
around one, or many issues. From burglaries to earthquake preparedness, these groups have
proven themselves an effective way to communicate with the community.
A high priority for the Public Information Office continues to be the planning and implementing
a coordinated and comprehensive internal and external communication program for the city.
Priority projects have focused on greater capacity and coordination of communication so that the
city will be better able to communicate with, and serve, the public.
Communication Proiects
There were a number of projects that deserve special mention as part oflast year's efforts. These
include:
· Putnam A ward for Community Hall Design
o In it's most recent demonstration of statewide excellence, the city won a Putnam
award for the new community hall. In this new building the community has a meeting
rental space with state of the art tapinglwebcastinglbroadcasting infrastructure that
furthers the goals of the city's communications program, while providing attractive
meeting rental space for seminars and conferences
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· Kiosk pilot program
o The city channel and web staff has implemented a kiosk pilot project in the lobby of
city hall. The only major acquisition required for this prototype was the display
monitor. Using existing software and equipment, staff was able to develop custom
content and digital signage. Multimedia and interactive touch screen provides
information on commonly asked questions in city hall. This signage
technology enables placement of similar kiosks throughout the city with content
specific to each location.
· Granicus
o This webcasting solution was initiated by the Public Information Office to meet the
growing demand for online resources. This webcast technology enables the city clerk
to fully integrate council minutes and agendas with video of the same. The final
integrated multimedia product is one of the most popular destinations on the city web
site, with both city staff and members of the public.
· Podcasting
City podcasts are the most recent instance of leveraging digital infrastructures and
best practice public services to provide digital access to government services for
Cupertino in a format most convenient for the resident.
· Video Franchise
o Franchise fees are expected to be significantly reduced or terminated in the next year
or two due to state and federal legislation. Phone companies are eager to enter the
residential video market without having to obtain a local franchise. State and federal
legislators are eager to accommodate them. Franchise fees represent approximately
$300,000 in revenue to the city each year.
· WiFi
o Continuing its tradition of innovation, Cupertino is one of the few cities in the nation
to have had a citywide WiFi network for several years. Beginning in January of 2006,
this service was available free with advertising.
· SVRIP
o The city manager and public information officer are active in the Silicon Valley
Regional Interoperability Project. This regional collaborative is working to develop
the next generation of 9-1-1 services.
· 61 Proclamations
o Recognition of the public remains an important ceremonial function and high point of
many council meetings.
· Election coverage
o Ballot initiatives and council elections combined for an unprecedented level of
interest. The city channel covered and rebroadcast all possible nonpartisan election
forms, including the only live election night coverage of Cupertino initiatives and
candidates.
· Golden Jubilee
o The city celebrated its golden jubilee in an unprecedented collaboration with the
chamber of commerce and rotary. The success of this event has realigned the festival
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season in Cupertino with the Jubilee becoming an ongoing collaboration with the
chamber and rotary.
Websites
The city web specialist coordinates with the all departments to make sure that the city's website
is up-date and current. Weare constantly looking to add more service-oriented functionality to
the site. The Webmaster also is in process of designing/implementing the city's Intranet. The
staff is also responsible for managing teen commission, blackberry farm and the Cupertino-
library websites. The web site staff overseas the overall hosting, deployment and content updates
for the web platform.
The web specialist also collaborates with the City Channel to support and expand webcasting.
This is the fastest growing means for residents to get information about the city council. One
hundred hits have been registered in a single day. Use of webcasting continues to expand as an
important research and documentation resource for the public, media, and city staff. At the end
of the fiscal year, the city entered into an agreement with Granicus to create an online one-stop-
shop for council video, packets and minutes.
Online surveys and electronic notification programs were put into operation by the web
specialist. These programs had nominal costs to acquire and have little or no costs to maintain.
Currently, e-mail notification has 1,500 subscribers. The web specialist has also been central to
the successful creation of a virtual community garage sale process.
The City Channel
In spite of staffing shortages and record duration and frequency of city meetings, city channel
staff broadcast all city council, planning commission, and parks and recreation commission
meetings. Staff also produced an economic development video, the state of the city, the CREST
Awards and several training videos. The city channel also covered community events, festivals
and forums. Concurrent with other projects, emergency communication improvements were
made with the installation of satellite communications and WiFi for city hall and for the
Emergency Operations Center.
Access Cupertino
City council, community congresses, surveys, and staff has been unanimous in identifying
communications between city departments and the public as a priority. To address this need, a
customer management system was implemented. Branded locally as Access Cupertino, the PIO
has conducted and coordinated staff trainings and is managing the system. Access Cupertino has
gone through many improvements and provides detailed information on city response times,
service levels, and community approval ratings.
Cupertino Scene
This publication remains an important source of city information for the community and for the
media. Consistent with the rest of the nation, print publications are decreasing in readership.
However, as a multimedia document the Scene is a cue for weekly newspapers that frequently
use stories and topics from the publication. The Scene has also become an information-rich
destination on the website. It is expected that the city web site will soon eclipse the Scene as the
most important source of community information.
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Public Access
The city provides public access services to Cupertino through KMVT. A savings of $57,000
continues to be realized annually. Due to its relationship with KMVT, video classes are offered
as part of the recreation schedule and local high schools are exploring the possibility of coverage
of high school sports in Cupertino.
Technolo2V Information and Communication Commission
The Technology Information and Communication Commission (TICC) has been working closely
with the Planning Commission and Planning Department staff regarding the Wireless Services
Master Plan. One of the few cities with a planning document of this type, with the rapid change
of technology, the commission has made a priority of updating the document. The TICC has also
taken a leadership role dealing with community concerns regarding WiFi and cellular
technology. All indications are that pressure will increase to place more antennas closer to
residential neighborhoods. Commissioners are Chairperson Steve Ting, Vice Chair Andy Radle,
Charlie Ahern, Bill Allen, and Eric Klein.
Community Relations
More than 200 residents participate in the Cupertino Neighborhood Block Leader program.
During the year, city staff coordinated two orientations for new leaders and one communications
session for all. The program also worked in conjunction with the Cupertino OES and Sheriffs
office to provide disaster response and Search and Rescue trainings. Block leaders have been key
in delivering timely and pertinent information to their neighbors about building activities and
new citywide programs. About 30 percent of the block leaders are CERT-trained. More than 60
percent of Neighborhood Watch leaders also serve as block leaders.
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Library
Cupertino Library is a member of the Santa Clara County Library. For the fifth consecutive year,
Santa Clara County Library has been listed as one of the top 100 public libraries in the U.S. in an
annual survey conducted by Hennen's American Public Library Ratings. For four years running,
the Santa Clara County Library garnered the number one spot for its population category and in
2005 the number two spot; only two other libraries in California made the list: the St. Helena
Public Library and the Santa Clara City Library.
From July 1,2005 through June 30, 2006, Cupertino Library users checked out 2,354,702 items,
an average of 938 items per hour, and a 7.8% increase over FY 2004-05. Nearly 700,000 people
visited the library during the year, a 32% increase over the previous year. Since the new library
opened, Cupertino Library once again has consistently had the highest circulation of the Santa
Clara County member Libraries.
Cupertino Library users have made great use of self-checkout, self-help holds, and a newly
instituted drop-slot for payment of fines and fees. The enthusiasm of Cupertino Library patrons
for all of these self-service options has enabled the Cupertino Library to re-open for four hours
on Sundays.
Library Commission
The Cupertino Library Commission successfully petitioned, in a coordinated effort with the
Public Safety Commission, for a pay phone in the Civic Center plaza.
In addition, upgraded lighting in the children's reading area was budgeted for next year because
of Commission concerns.
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Administrative Services Department
The Administrative Services Department is comprised of eight divisions including Finance,
Information Technology, Human Resources, City Clerk, Code Enforcement (temporarily
transferred in January 2005), Community Outreach (Emergency Preparedness, Neighborhood
Watch and Leadership Cupertino), Economic Development, and Treasury.
Finance
The Finance Division provides accurate and timely maintenance of all city financial records,
collection, disbursement of all monies and payroll processing and supports the Audit Committee.
It prepares all required Federal, State and other agency reports, prepares the budget and audit
reports, and monitors the budget activities for both operational and capital budgets. Business
licenses are also processed out of this section. Specific accomplishments this year include:
· Prepared a budget for fiscal years 2006/07 through 2010/11 that demonstrated a gap in
ongoing expenditures and revenues.
· Presented a fiscal strategic plan to remedy the ongoing shortfall by diversifying revenue
sources, protecting revenues from legislative changes, streamlining expenditures and
reducing risk exposure areas.
· Prepared Comprehensive Annual Financial Report for the fiscal year 2004-05 with
expanded information on investment holdings.
· Obtained GFOA's Award of Excellence for the city's annual financial report and the
CSMFO Excellence Award for the city's annual budget.
· Completed independent annual financial audit.
· Provided monthly financial and treasury update reports to the city council.
· Appointed a new Finance Director/Deputy Treasurer and promoted a City Clerk staff
member into Finance's payroll position.
· Implemented online tracking and payments of credit card bills to allow more efficient use
of credit.
· Processed 6,800 accounts payable checks, approximately 800 purchase order requests,
and 6,200 paychecks; prepared 3,500 business license renewals and processed over 1,025
new business license applications; approximately 600 invoices for false alarms and
miscellaneous billings.
· Procured contract to upgrade the financial accounting, permit system and E-Government
website.
· Negotiated the 2005/06 Youth Prevention Services contract.
o Contractor provides education, training and preventative services to minors and
families residing in the city and the CUSD boundaries. These services include
meeting with the individual school, CUSD, City and Sheriff to provide prevention
and intervention strategies and resources for at risk students and families, and
conducting in-service presentations on school safety, conflict resolution and violence
prevention.
· Prepared/reviewed fiscal analysis on several major development projects.
· Performed an analysis of the Sports Center profit and loss by major program.
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Treasurv
This function is responsible for investing a $48 million dollar portfolio with the goals of safety,
liquidity and rate of return. During the fiscal year, all investments complied with our own policy
and state law and provided adequate cash flow to meet operational and capital project
obligations.
City Clerk
The City Clerk prepares the council agenda and minutes, keeps an accurate record of all city
council proceedings, maintains official copies of all city ordinances, administers oaths to city
officials, and is the custodian of the city seal. The City Clerk prepared agendas and minutes, and
printed and distributed packets for 32 city council meetings, lasting 110 hours, which generated
281 pages of minutes. This is a 40% increase over the regular 23 -meeting schedule. The Clerk's
office also administers the local elections and is the filing officer for Fair Political Practices
Commission reports. Weekly duties include preparation, distribution and posting of a variety of
agendas and minutes, scanning city council and Planning Commission packets to make them
available on the Internet, preparing legal advertisements, and processing council actions,
including resolutions, ordinances, correspondence, maps, etc. The Clerk's Office staff also
responds to requests for records, answers telephones for the Office and for City Hall reception,
processes and distributes in-house and postal mail, and provides much of the city's photocopying
services. The City Clerk staffs the Fine Arts Commission.
Elections/Initiatives
The City Clerk's office has dealt with several elections/initiatives:
. Dealt with three initiative petitions that qualified for the November 2005 election
including providing initial signature count of 14,413 signatures.
. Managed the city council election process for three vacancies including updating the
candidates' handbooks and required forms, accepting campaign disclosure filings and
updating the city web page.
· Responded to public records requests.
. Managed the referenda process for two measures that qualified for the November 2006
ballot including accepting official documents such as arguments, rebuttals and campaign
disclosure statements, and updating the city's Web page regarding elections.
Information Services
The City Clerk's Office continues to provide the most up-to-date information available regarding
city council meetings and action, including:
. Updated the city's on-line records weekly, including city council agendas, minutes, staff
reports, resolutions and ordinances.
. Provided on-line access to historical documents, including agreements, budgets, and
annual reports through the ongoing imaging program. The city web site now has all city
council minutes back to the incorporation date of 1955, and resolutions back to 1973.
. Provided documents to the city's web site, integrated with agendas and staff reports.
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Internal enhancements
· Selected and trained a full-time employee to replace a series of temporary workers in the
Administrative ClerklMail Clerk position
· Provided assistance to Public Works and Community Development staff in setting up
document scanning stations, templates, and best practices
· Implemented new software that provides integration of streaming video with physical
documents such as agendas, staff reports, PowerPoint slide shows, etc.
Routine tasks
· Processed 49 legal ads, 245 resolutions, 20 ordinances, 16 negative declarations, 11
claims, 10 appeals, 4 and petitions for reconsideration. Recorded approximately 40
miscellaneous documents and 16 negative declarations with the Santa Clara County
Recorder.
· Scanned packets and exhibits for 35 city council meetings; continued scanning current
and prior year resolutions, ordinances, other commission minutes, budget documents, etc.
The Laserfiche database now contains approximately 12,000 documents that are available
to the public online.
· Prepared and microfilmed 919 files and destroyed 300 obsolete files.
· Collected and reviewed 88 economic interest forms and 72 campaign disclosure
statements required by the Fair Political Practices Commission.
· Recruited for all board and commission vacancies in January and nine unscheduled
vacancies. There were 22 appointments made.
· Responded to miscellaneous requests by the public. and other agencies.
· Compiled information for State of California mandate reimbursement claims
Fine Arts Commission
This year's accomplishments for the Fine Arts Commission include:
· Began development on policy and procedure documents for the adopted "One-Quarter
Percent for Art" program including in the city's General Plan. This program requires
public art in new developments and major remodels.
· Sponsored a student art exhibition at the Cupertino Cherry Blossom Festival.
· A warded the Distinguished Artist ofthe Year 2005 to visual artist Corinne Okada Takara
Emere:encv Services
The Office of Emergency Services provides technical expertise to facilitate and coordinate the
disaster preparedness, through disaster planning, public education, training, exercises, and
information exchange. Specific accomplishments this year include:
· Awarded third year grant funding ($50,000) for Medical Reserve Corps (MRC).
· Continued the Disaster Council/Citizen Corps Council concept, which will enable all
community members who will be part of a disaster response to participate in the
emergency planning process.
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· Continued development of citywide community disaster reporting process using CERT,
CARES and Block Leaders. Conducted two training exercises.
· Conducted bi-monthly meetings of the Citizen Corps Working Group to allow
representatives of CER T, CARES and MRC to become more involved in city emergency
planning and community events.
· Provided support for the Cupertino Amateur Radio Emergency System (CARES) group
by conducting training and participating in monthly meetings, emergency drills and the
annual field day.
· Provided first aid stations and communications by MRC, CERT and CARES for
Cupertino Unity Parade, 4th of July, Golden Jubilee and Tournament of Bands.
· Continued Community Emergency Response Team (CERT) Program. The city now has
739 residents trained in CERT. Continued assisting neighborhood CERT teams with
planning and exercises.
· Conducted three Kaleidoscope Public Safety Camps for grades 6-12 and trained 44
students. To date, 305 students have completed the program.
· Conducted monthly Personal Emergency Preparedness Workshops - a three-hour course
in household emergency preparedness. To date, 141 people have attended the training.
· Conducted six first aid (155 students) and seven CPR classes (129 students).
· Provided emergency preparedness briefings to all council members.
· Continued facilitating monthly Cupertino Unified School District and Fremont Unified
School District emergency preparedness meetings to heighten disaster preparedness
efforts at our schools by coordinating parents, teachers and school administrators to
proactively discuss and implement emergency plans, disaster drills, etc. Continued the
effort to organize high school students for school emergency response.
· Supported and participated in numerous neighborhood and school disaster drills.
· Provided Disaster Preparedness community outreach through public presentations on a
regular basis for our community festivals, Health and Safety fairs, block parties and
school career days.
· Provided Disaster Preparedness information brochures, throughout the community, to
keep this important subject matter in view at public buildings such as the library, city
hall, senior center, and community center.
· Published Monthly Tips through articles on preparedness to our citizens via the city's
monthly newsletter, the Scene, and our website.
· Conducted one EOC functional exercise involving city staff and community volunteers
and recruited two people to function as backup/second shift emergency services
coordinators.
· Acted as Vice President of the California Emergency Services Association.
· Participated on the County Mass Prophylaxis Committee, Vulnerable Populations
Committee, and Convergent Volunteer Committee.
· Hired half-time Community Preparedness Program Coordinator to provide more support
to Volunteer Group.
· Collaborated with Americorps to provide volunteer staffing for Emergency Training
Center at Vallco allowing it to be open to the public more frequently.
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· Recruited additional medical professionals and CERT graduates into Medical Reserve
Corps bringing their number to 65.
· Updated Emergency Plan to incorporate new requirements of the National Incident
Management System. Conducted IS700 training for city staff and CARES members.
· Obtained donations from Cupertino Rotary and San Jose Water Company to assemble 50
Search & Rescue backpacks for CERT City Response Teams
· Added "Emergency Information" link to Cupertino website as a "one stop shop" for
information related to city emergencies.
· Obtained donation of panel van from San Jose State University that is being developed
into a mobile emergency operations and communications center.
Human Resources
Human Resources provides a full range of personnel and risk management services including
employee relations, labor negotiations, recruitment, selection, classification, compensation,
training, organizational development, employee benefits, retirement, workers compensation,
insurance administration, and safety. With the hiring freeze recently lifted and an
uncharacteristically high number of retirements, recruitment activity has been at an all time high.
Special accomplishments are described below:
· Conducted 20 recruitments for full-time administrative & maintenance positions. Filled
60 part-time positions. Administered qualification appraisal boards, written exams, and
established eligible lists. Scheduled and monitored results of fingerprinted criminal
history records checks, pre-employment medical evaluations, and TB testing. Prepared
offer letters and conducted new employee orientation.
· Fully automated on-line job applications, applicant tracking and interest cards.
Participated in the CalOpps public sector job board to provide "one stop shopping" for
job applicants. Increased the candidate pool and reduced recruitment timeframes.
· Launched a new training academy for lead workers and supervisors based on employee
ideas and requests for career development training. Nineteen employees from the Service
Center successfully completed the academy. Classes included the supervisor's job,
effective communication, coaching and motivating, team building, time management,
delegation and interviewing skills.
· Updated the city's policy against harassment and discrimination. Provided employee and
supervisor training.
· Developed and implemented a new administrative procedure for alcohol and substance
abuse testing. Provided employee and supervisor training. Updated random drug testing
program in compliance with DOT regulations.
· Renegotiated the employee assistance program premium lowering costs by over $5,000
annually.
· Achieved a 9% cost savings for property insurance by updating property appraisals that
were fully grant funded.
· Updated general liability, property and errors and omissions insurance.
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· Processed 22 general liability claims, represented city in mediation, completed
interrogatories, located and provided subpoenaed documents, coordinated investigations,
and ensured the timely response to requests for claims information.
· Conducted quarterly labor management meetings with OE3 and CEA.
· Served as Municipal Employee Relations Officer resolving grIevances, conducting
investigations, and administering progressive discipline.
· Administered health benefits open enrollment.
· Noticed employees of changes to deferred compensation programs. Scheduled quarterly
informational meetings with 457 plan program representatives.
· Established two new job classifications. Conducted job analysis, set minimum
qualifications, prepared class specifications, and made salary recommendations.
· Prepared and submitted EEOC employment data reports.
· Conducted 10 citywide BEST training classes.
· Administered performance evaluation program scheduling evaluations, providing
supervisory training and tracking timely completion.
· Coordinated 12 ergonomic evaluations and implemented recommendations.
· Applied and qualified for a $5,000 ABAG Plan sidewalk improvement grant.
· Monitored and reported temporary employee hours.
· Administered a voluntary work furlough program for budget savings.
· Processed 25 workers' compensation claims.
· Processed nine employee retirements and four separations.
· Conducted quarterly safety committee meetings, served as staff liaison, automated and
streamlined CALOSHA reporting.
Economic Development
The Economic Development function is a coordination of efforts between the City Manager's
Office, the Community Development Department, and the Department of Administrative
Services. The city's economic development function seeks to identify and implement programs
targeted at business retention, expansion, attraction and development. The 2006/07 budget has
added a Redevelopment and Economic Development Manager position that will be responsible
for developing a list of available office and retail space and a marketing brochure/strategy to
attract specific businesses and outreach to the business community. In addition, this position will
facilitate the Economic Development website project which will provide available properties,
user-defined demographic information by site and "drivable" streetscape views. This site will
interface with our GIS system for further information. The Human Resources Department and
Community Development are actively recruiting for the Redevelopment and Economic
Development Manager position and hope to have it filled by late September 2006.
The three departments work with local developers and property owners to encourage specific
businesses to locate in the city, including restaurants, theaters and bookstores. These efforts are
specifically aimed at projecting a business friendly environment throughout the organization.
The Community Development Department continues to develop and maintain a contact list to
target specific business.
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· The Administrative Services Director coordinates the quarterly meetings of the Economic
Development Committee and works with the Cupertino Chamber of Commerce to
promote ribbon-cutting ceremonies and send congratulation notes for individual
promotions within our business community. The Economic Development Committee
seeks to promote and understand the current economic climate in Cupertino and promote
business development. The Administrative Services Director also regularly updates the
city council on the retail sales and property tax performance in the city.
Information Technolo2V
This division provides and manages citywide information technology. The IT Manager and her
staff implement the city's Technology Master Plan, assist in training staff and troubleshoot
information systems including the Finance and Building systems, Records Management system,
Recreation Reservation systems, GIS databases, Code Enforcement databases, and Community
Development databases. Extending our network outside of City Hall allows staff to view email
and even work from home. This year's focus was about continuing to improve customer service,
aiding staff in moving toward a paperless environment to expedite requests, furthering our E-
services goals, providing growth for our expanding network, standardizing the last of our home-
grown applications to Enterprise standards, and strengthening security parameters for better
network protection.
Specific accomplishments this year included:
· Upgraded/added from 26 to 32 servers to our network.
o Further developments require new hardware for Mapguide applications, extending
web filtering capabilities, increased disaster recovery needs, emergency services
solution, Building Inspector Palm Server, graphical arts repository,
Laserfiche/records retention system, Help-desk server and increased performance for
current payment processing needs.
· Maintained and developed imaging packages for faster build and delivery of servers and
workstations; customized each install and delivery to specific user needs; incorporated
new Image Server for mobile access.
· Maintained all software applications to Windows 2000/xP standard.
· Maintained Teen Center networks that include support for two separate networking
environments. Setup monitoring tools for teen Internet usage, Cybersitter upgraded,
Image creation updates.
· Upgraded and Maintained all Networked Servers with latest security vulnerability
patches, critical updates, hot fixes, antivirus, and optimization tools, including two-factor
authentication for VPN access upgrade.
· Maintained security first level verification with Verisign certificates and seals of all web
servers.
· Maintained network environment to Community Hall, including new application
development for FTP site and video archiving.
· Updated Disaster Recovery Plan with backup rotation and tape retention, and tested
during the year with complete recovery successful within 24 hours.
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· Upgraded SP AM e-mail filtering, Internet filtering, the network security systems, disaster
recovery system, the checkpoint firewall system, and antivirus programs for server and
desktop deployment.
· Upgraded network analysis tools including, Bindview, Track It, and VNC.
· Maintained contractual agreements with over two-dozen hardware/software vendors.
· Participated in the Countywide GIS Partnership Project, including building the
Assessor's Office relationship and updates to Regional County-wide basemap project.
· Installed SAN (Storage Area Networking) System to provide up to 1 TB of storage space
for end user data and disaster recovery needs.
· Coordinated department needs to major system upgrade of the Pentamation Project
Management to be completed end of 2006 with all related vendor departments including
hardware, software, customizations, Q/ A testing, and training.
· Extended Laserfiche and records retention systems to Planning and Public Works
departments including training and configuration for each department's needs.
· Upgraded the Network Room installing new rack, additional power protection for all new
equipment, and updated centralized control unit for server access.
· Researched and developed Economic Development site commercial real estate
information research and user-defined demographic information.
· Recruited and trained a new full time Staff member for network maintenance.
· Trained Staff on advancements is Server OS, Email systems, Security
systems/applications, and database administration.
· Installed a Broadband test connection for troubleshooting, which allows IT to support
off-campus issues and is used as alternate line for Internet connection.
· Migrated the Planning and Building Databases and CIP Project Pavement Application
including full migration to SQL server backend while maintaining current forms needs.
· Upgraded the Planning database with Laserfiche linking records management tools with
upgraded database applications.
· Upgraded the Mobile Workstation including new systems for staff access to laptops and
accessories, and wireless capabilities for off-campus access to network resources.
· Upgraded E-services applications.
· Maintained all equipment and software inventories.
GIS Master Plan Document (Geoe:raphical Information System)
The city of Cupertino's LT. Division has made great strides towards the development and
application of a Geographic Information System (GIS). The objective of this Master plan is
to provide a framework for describing the scope, approach and intended activities to move
GIS deployment to the next stage where more projects are implemented.
This GIS Master Plan is intended to present an overview of GIS in Cupertino, including its
definition history with organizational factors, and departments involved in the GIS
implementation. This "living" document is expected to evolve and expand as projects are
implemented and solutions and issues arise.
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Specific projects included:
· Master Address Database Updated
· Naming Standards Policy created for linked databases to GIS applications
· Bridges and Freeway Access Traveled Ways
· New Land Use Map Project (General Plan Update)
· Digital Orthophoto Project
· Cupertino GIS Website (http://www.cupertino.org/gis)
· AutoDesk MapGuide Internet Application developments
· Further development of additional Mapguide intranet applications.
· Garage Sale Map
· Scope of work for Mapguide Community Outreach project
Community Outreach
This division encompasses the city's Neighborhood Watch Program and Leadership Cupertino.
This year the city hired a part-time Neighborhood Watch Coordinator to exclusively administer
this program. This move saved the city approximately $110,000 per year in staffing costs. In
addition, the Leadership Cupertino program will be reinstated after a two-year budget hiatus.
· Updated the Neighborhood Watch database to ensure active watch groups.
· Assisted in the design of a customized software program service Disaster Preparedness,
Neighborhood Captains and Sheriff Department needs.
· Scheduled neighborhood watch meetings.
· Prepared and implemented a monthly marketing plan.
· Began planning and recruitment for Leadership Cupertino's 2006-07 program year.
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City Attorney's Office
The City Attorney's Office provides ongoing legal advice to the council, the city's
Redevelopment Agency, commissions, committees, and staff; conducts litigation involving the
city; drafts legal documents and enforces city ordinances.
Lawsuits
In addition to advising the council regarding potential lawsuits, the City Attorney participates in
both formal and informal negotiations including arbitration, mediation, meet and confer, and any
other alternative dispute resolution process that may resolve the conflict prior to a lawsuit. When
the occasional lawsuit occurs, the office either pursues the suit vigorously (city initiated lawsuits)
or responds with Answer, Demurrer, Mandamus, Cross-Complaint, or other appropriate
instrument.
During the complicated course of any lawsuit, the City Attorney pursues every opportunity to
reach a mutually satisfactory settlement before trial. Very few lawsuits in the city of Cupertino
have gone to trial.
During the past year, the City Attorney's Office has been involved in the following:
· Critzer v. City of Cupertino - The Critzers, residents of a planned development of
townhomes, have filed a Writ of Mandate to force the city to withdraw a building permit
for a bathroom window in a neighboring unit, claiming it interferes with their privacy.
· Helgerson v. City of Cupertino, Apple Computer and California Water Service Company
- Cathy and Dale Helgerson filed a lawsuit against the city, Apple Computer and
California Water Service Company, which was triggered by a small development on the
Water Company property on Greenleaf Drive. Plaintiffs contend the defendants'
negligence has damaged them due to environmental contaminants. A hearing to
reconsider the demurrer of the city will be held on August 31, 2006.
· Britt v. City of Cupertino - The CCC initiative petitioners sued the city council 1)
alleging Brown Act violations and 2) demanding a special election be held for the
initiatives. In two separate rulings the court ruled against Britt. Britt has now appealed to
a higher court. This lawsuit is ongoing.
· Stow v. City Clerk and city council of Cupertino (Referenda Litigation) - A hearing was
held June 29, 2006 before Judge William J. Elfving who ruled on the merits. The petition
to set aside the referenda was denied. The referenda will proceed barring any further legal
action.
· Honda v. City Clerk - Measure ABC proponents filed an action regarding the City
Clerk's refusal to certify a ballot argument signed by non-residents. Court ruled that any
person may sign. The Ballot went forward as submitted.
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Code Enforcement
On February 1, 2005, the City Attorney's Office took over the supervlSlon of the Code
Enforcement Division. Assistant City Attorney, the city's prosecutor, is the direct supervisor of
Code Enforcement.
A new part-time Code Enforcement Officer, Kevin Nguyen, has been hired to replace Glenn Lee.
Kevin started work on March 9,2006.
In the 2005-2006 period Code Enforcement Division engaged in the following:
· Investigated and obtained compliance in 1,291 code violation cases.
· Responded to 775 law enforcement calls for service totaling 876 hours; a savings to the
city's law enforcement contract of$101,186 (876 X 115.51/hr.)
· Marked/Towed 186 abandoned vehicles (public and private property), receiving
reimbursement revenue from state A VASA funds totaling $22,398.90 (quarters 1,2, and 3
funds received, quarter 4 not received as of this date).
· Issued 4,172 parking citations totaling $152,945.
· Annual Division Revenue Summary.
o Total revenue generated by Code Enforcement, FY 05/06: $177,636
o Total revenue savings from Code Enforcement, FY 05/06: $101,186
· Maintained part-time weekend hours to cover specific athletic field use and neighborhood
concerns.
· As of April 2006, Part-time Code Enforcement Officer now devotes approximately 6
hours per week to Temporary sign enforcement.
· Continued city participation in the aforementioned State of California A VASA program,
which provides state reimbursement for the removal of abandoned vehicles from private
and public property.
Prosecutions
Code violations, while appearing minor on their face, have a tremendously negative effect on the
citizens of Cupertino. Most common code violations prosecuted include dangerous dogs,
destruction of protected trees, sign violations, graffiti removal, massage establishment violations,
home occupation violations, and noise abatement. A few examples this year include:
· Several tree-cutting incidents have occurred in the past year. The unsightly, stripped trees
surrounding the Drexel site on Stevens Creek are an example of a tree cutting stopped
midstream by a Code Enforcement officer. The property owner has since applied for a
permit.
· Code Enforcement arrived a little too late to save the tree on Brookwell Drive. The
homeowners have been notified that they must obtain a permit to remove the grotesque
stump. Likewise, two protected trees on Lindy Lane were cut without a permit. The
property owner is currently scheduled to appear at the Planning Commission to apply
retroactively.
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· Noise violations appear to be on the upswing. These include nighttime and early morning
truck deliveries, power washing at local restaurants, barking dogs, early morning
construction, loud music from an exercise facility adjacent to residential zones.
· One unlawful storm drain discharge violation was prosecuted this year.
Abatements
The City Attorney's Office works closely with Code Enforcement and the Building Department
to handle nuisance abatements, which range from cutting weeds to demolishing substandard
buildings. Inspection and abatement warrants are necessary when the officers or contractors must
enter private property without the owner's permission.
Resolutions
Over the course of a year, the city council passes an average of 240 resolutions. Most, if not all,
of the resolutions are either drafted by, or reviewed by the City Attorney. This involves both
factual and legal research and writing.
City policies
City policies are drafted or reviewed by the City Attorney for legal sufficiency. Recent examples
of city policies include the naming policy, city web site policy, purchasing policy, and e-mail
policy.
City Ordinances
Cupertino passes 20 to 25 new or amended ordinances each year. The City Attorney's Office
drafts or reviews new and amended ordinances for legal conformity and plain meaning. In
addition, the City Attorney's Office reviews the existing city ordinances on an ongoing basis for
conformance to current law and practice.
Contracts
In the course of business, the city enters into dozens of contracts each year. The City Attorney
either drafts or reviews contracts and analyzes specific terms for legal conformance and to
protect the best interests of the city. Contracts drafted or reviewed include consultant contracts,
contracts for public works, telecommunication agreements, purchasing agreements, development
agreements, housing documents, building contracts and many others.
The City Attorney's Office is an active participant in contract negotiation when requested by the
city staff and handles all contract claims filed against the city.
Elections
Regarding elections and ballot measures, the City Attorney advises the City Clerk and city
council in addition to providing legal analysis and draft summaries. Upon request, the City
Attorney consults with the Fair Political Practices Commission to resolve campaign questions. In
recent years the City Attorney's Office has been actively involved in several election related
lawsuits including Britt, Stow and Honda (cited above).
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Conflicts of Interest
The City Attorney also keeps the city council, staff and commissions apprised of changes in laws
regarding conflicts of interest, contributions, incompatible offices, ethics and election
prohibitions.
Biddine: Procedures
The City Attorney's Office advises on all bidding procedures in regards to current law and
procedural regulations. The city engages in a wide range of bid activities from contacts on large
public works to bids for the purchase of surplus lands, each having its own legal procedure.
Leases
The City Attorney drafts or reviews all city leases, both leases for city property and leases
entered into by the city for the lease of property of another. In regards to leases of city property,
the City Attorney's Office also initiates and prosecutes unlawful detainer actions in the case of
hold over tenants.
Redevelopment Ae:encv
The City Attorney is a member of the Redevelopment Agency and, as such, a portion of the City
Attorney salary is paid by that agency. It is the responsibility of the City Attorney to keep abreast
of current redevelopment law, activities within the agency and advising the city council
regarding any redevelopment item before them.
Land Use Documents
The City Attorney's Office drafts, reviews or approves myriad land use documents including
easements, development agreements, conditions on use permits, conditions in CC&Rs,
covenants, deed restrictions, shared parking agreements, dedications and dozens of other legal
documents regarding the use of land.
Housine: and BMR Proe:ram
The City Attorney's office reviews documents related to the Housing and BMR Programs
including lease and purchase agreements for legal compliance and compliance with the BMR
manual.
CBG Grant Proe:ram
The City Attorney's Office participates on the CBG Grant Advisory Committee.
Bankruptcies. claims
The City Attorney reviews any bankruptcy where the city is or may be a claimant and files the
appropriate documents.
Lee:al Research and Interpretation
A large and time-consuming part of the City Attorney's job is legal research and interpretation of
the law for other departmental staff, the city council and commissions. This can include a review
of statutes, their legislative history and the legislative intent, case law in state lower and appellate
courts, federal law and federal case law, Attorney General Opinions, law review articles and
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legal opinions as well as drafting a legal opinion applying the legal findings to the question at
hand.
Franchise Ae:reements
The city enters into and maintains a variety of franchise agreements including agreements for
garbage service, cable television, utilities, fiber optics and telecommunications. All such
agreements are drafted or reviewed by the City Attorney's Office to protect the best interest of
the city.
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