B. Proposed budget
CITY 0 F
CUPERTINO
Proposed Budget
Fiscal Year 2007 -08
CITY OF
CUPERTINO
Proposed Budget
Fiscal Year 2007 -08
City
Cupertino
2007-08
CUPERTINO
May 12, 2007
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
Enclosed please fmd Cupertino's Fiscal-Year 2007/08 operating and capital improvement
budgets. In addition, projections for four additional fiscal years are included to aid in long-range
financial planning.
For the second consecutive year, Cupertino's financial picture shows increased revenues while
expenses are being held down. This positive trend is a major improvement over two years ago
when the city was experiencing its fourth year of recessionary trends, which required freezing 17
positions (11 % of our workforce) and deferring maintenance of facilities, streets, trees and
equipment. Last year, the Council adopted the Fiscal Strategic Plan, which identified revenue
and expenditure strategies to improve the City's ability to provide services under changing
economic conditions. We are now seeing the results of some of those strategies, specifically in
the areas of business-to-business sales tax and property tax. Additional efforts this year under
that plan should improve retail sales, business license and utility users taxes. Charges for
services and interest income have also contributed to a healthier financial position due to the
upturn in the economy.
Fiscal Year 05/06 and 06/07 Results
The City's audit report for the year ended June 30, 2006 showed the General Fund in a strong net
income position after accounting for operating expenditures, debt service and transfer
obligations. This $4.6 million bottom line, however, was inflated by one-time revenues of $3.58
million from the sale of surplus property, loan paybacks and park dedication fee paybacks. As
for expenditures, all departments carne in under-budget. The low crime rate also contributed to
bottom-line savings on our law enforcement contract for the year.
During fiscal year 06/07, revenue trends began to turn around, especially in the area of sales and
property taxes, charges for services and use of money and property. Sales tax increased as a
direct result of two large high-tech firms. In addition, thanks to our outreach efforts, a new
business-to-business sales tax producer located in Cupertino.
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These three companies - Apple, HP and Insight - now represent our top three sales tax
producers. Another major success was the passage of State legislation which reversed a 1980's
decision and restored a portion of our property tax revenue which had been lost to the County.
City Council was instrumental in getting this legislation approved. This Tax Equity Allocation
(TEA) change provided another $1.35 million in property tax for the fiscal year. Charges for
service and construction tax, also showed healthy increases this fiscal year. In addition, as our
portfolio balance increased, so did interest income.
Because of the increases in our revenues, frozen positions have been released for recruitment and
various deferred maintenance items and capital projects were funded at mid-year. In addition, we
added an Economic Development/Redevelopment Agency (RDA) Manager, a Counter specialist
in Planning and a Media Coordinator. One Recreation Coordinator position has been eliminated
through streamlining. We expect to end the fiscal year in a strong financial position for the
second year in a row.
Fiscal Year 07/08 Highlights
This proposed budget provides for full staffing as well as new positions to accommodate specific
customer service level standards and growth in workload. Maintenance is budgeted at moderate
levels and most capital improvement projects that had been deferred for several years are now
funded. In addition, we have reviewed our parks and recreation operations and have restructured
the department to separate the self-supporting programs in the enterprise funds and reflect all of
the subsidized programs in the General Fund.
Although enjoying net income in our General Fund for two years now, we are still concerned
about sales tax point of sale legislation, franchise revenues, court decisions on cell phone utility
tax, maintenance for newly annexed older areas and increasing fuel and asphalt costs. To address
these concerns, Council approved the Fiscal Strategic Plan in May 2006, which is incorporated as
an integral part of this budget. Based on its recommendations, we will continue to take steps to
improve revenue composition, streamline operations, and control costs.
Our five-year projections no longer include one-time revenue sources such as park and loan fee
paybacks and provide a clear picture of our funding capacity. This year, we will continue to work
on the TEA issue to finish correcting the inequitable distribution of property tax. If successful,
this would mean another $600,000 a year. Sales tax looks promising as high-tech, business-to-
business firms rebound, and our regional mall Cupertino Square sees the impact of the new 16-
screen AMC theater and a soon to be opened Strike Bowling center. These changes have sparked
a shopping-entertainment buzz that things at the mall are finally changing for the better. One-
third of all retail space in the city is located in Cupertino Square. Its success means important
commercial services for our residents and needed sales tax dollars to fund municipal services.
Other retail developments under construction include a new Japanese Market, a 68,000 square
foot Whole Foods Market and several new restaurants such as California Pizza Kitchen, Islands
and Merlion.
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Finally, as part of the Fiscal Strategic Plan, we will propose taking three measures to the voters
this fall. The first would update our utility user tax ordinance for current technology trends in the
effort to retain our existing utility tax base. The second would add a new business license
category for quarries so that if a quarry annexes to the city, we have a revenue generator in place
to pay for the added service requirements. And third, we will propose a minimal tax on theater
tickets to be used for extended library hours and maintenance, thus providing the on-going
revenue to open the library seven days a week.
Work needs to continue in these areas because, while the business-to-business and retail sales
taxes are very strong now, they are highly volatile revenues. As we saw in 2000, dramatic
reversals in the high tech arena and resulting retail sales slumps, are a regular pattern in Silicon
Valley. We appear to be approaching the peak of the up cycle, and history has proven that a
down cycle will surely follow.
Fiscal Year 07/08 New and Restored Items
The proposed budget reflects our recently negotiated, three-year salary and benefit package and
covers future retiree medical obligations. The following programs have been re-instated or added
in the proposed 07/08 budget:
~ New positions including increasing a Code Enforcement Officer from half to full time,
an Assistant Planner, and a two-year term Park Planner (to work on the Stevens Creek
Corridor Park). As an offset, one Recreation Supervisor position has been eliminated
through streamlining;
~ Consultant budgets to support the City's sustainability project ($100,000) and housing
element ($75,000);
~ Pavement Management funding at the fiscal year 2001/02 levels ($750,000); and
~ E-Services funding for upgrades to our Website and other systems ($100,000).
In addition to staffing, the proposed budget includes:
Red Light Running Prevention
Monday Library Hours
Commission Projects
Technology, Information & Communication Commission - Senior TV
Public Safety Commission - Safety Fair
Public Safety Commission - Public Safety Survey
Teen Commission - Music in the Plaza
Teen/Senior Commission - Intergenerational Event
Fine Arts Commission - Two Distinguished Artists Grants
Fine Arts Commission - Euphrat Museum of Art Grant
Fine Arts Commission - Jubilee Juried Art Show
Housing Trust Fund Contribution
$250,000
120,000
1,650
6,500
2,500
7,700
5,000
1,000
4,000
250
25,000
With the above additions, this budget covers our operational needs for this upcoming fiscal year.
However, several requests for funding have not been incorporated into this document. A list of
those items is listed below.
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The following major capital improvement projects have been included for fiscal year 07/08:
Stevens Creek Corridor Park (Phase I)
McClellan Ranch Facility Improvements
Sports Center Tennis Court Lighting
Sports Center Upgrade and Pool Demolition
Quinlan Fountain Replacement
Library Courtyard Improvements
$6,727,000
181,000
200,000
500,000
220,000
50,000
Major capital improvement projects funded for fiscal year 08/09 include:
Stevens Creek Corridor Park (Phase I)
SterlingIBamhart Park Construction
Sports Center Sound wall Replacement
Lawrence area Park land purchase
$1,000,000
800,000
350,QOO
1,000,000
This budget does not include additional funding for the Mary Avenue Bicycle Footbridge. This
project is currently on hold until we can re-bid the construction work.
Items Requested but not Included:
Several requests for funding have not been included in the proposed budget. They include:
North Area Vallco Study - Phase II ($100,000 funded in 06/07)
Cupertino Day
Stocklmeir Orchard - Initial study and rehab
Additional Festival Funding
Joint Venture Silicon Network Membership
$250,000
20,000
52,000
43,932
5,000
Conclusion
I am pleased to submit to you a balanced budget for the upcoming fiscal year 2007/08 and
beyond. Weare currently enjoying a healthy economy, which is providing us the funding for
both operational and capital improvement project needs. This is our short-term situation. Since
we know that economic trends are cyclical, we also need to consider long-term financial
probabilities. In order to continue the high level of service the community is receiving and
ensure a stable and diverse revenue stream, we will need to stay firm to our commitment to
implement the Fiscal Strategic Plan. This means supporting economic development, embarking
on new revenue sources, and continually asking ourselves how we can deliver high customer
service more efficiently.
Respectfully submitted,
J)wJ c..:>. K.-W-
David W. Knapp
City Manager
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Derme the Problem - Analyze the Current Funding Gap
The 2000-2005 recession coupled with significant increases in retirement and medical costs,
energy costs, new infrastructure service needs and the State of California take-always severely
undermined the ability of the City of Cupertino to continue delivering high quality municipal
services. The City weathered the economic storm by cutting service levels, freezing up to 17
staff positions, refinancing debt service, turning to a full cost recovery fee structure for certain
services, realizing one-time revenues through sale of surplus property and reducing employee
compensation through direct salary cutbacks and work furloughs. Service levels clearly suffered
and sacrifices were necessary across the board.
The city learned that our fiscal structure left us vulnerable to the whims of economic fluctuations
and the ability of the State to raid our revenue sources. Two major revenue sources, sales tax
and property tax, were principal weak points in the above scenario. Cupertino is heavily
dependent on business-to-business sales taxes and its retail sales tax is significantly under
performing due to the condition of older strip shopping centers in the community and the recent
loss of several significant revenue producers such as Anderson Chevrolet and Drexel Heritage
Furniture. Also, Cupertino is one of four no-low property tax cities frozen by pre-proposition 13
to abnormally low tax rates.
The City must evaluate its revenue structure to ensure more reliable, less volatile revenue
sources and evaluate its cost structure to ensure we are operating in a cost effective manner. The
following fiscal strategic plan defines strategies to reposition the revenue and cost structure of
the city to ensure it is not as severely impacted by future changing economic conditions and that
we are able to continue funding of existing and new service levels.
The city's audit report for the year ended June 30, 2005 shows the General Fund in a strong net
income position after operating expenditures, debt service and transfer obligations. Based on
this, and the fact that the federal government is estimating inflation next year in the 3.6% plus
levels, one might say that the goal to achieve financial viability is already won. However, the
2004/05 financials are not representative of our true level of service. Vacancies were upwards to
11 % of our authorized workforce, maintenance of infrastructure was cut to an all-time low and
because of the shortages in staffing, many budgeted projects were carried over to the current
fiscal year. In addition, one-time revenues such as sale of property inflated this bottom line.
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
To analyze our current funding gap and present for you a more accurate financial picture, we
looked at the actual inflows and outflows to the General Fund and identified one-time, non-
reoccurring revenue. In addition, we looked at the latest audit report for fiscal year 04/05 and
added back the salary and benefits, deferred maintenance and deferred projects approved but not
spent. Finally, for 04/05, we deducted the non-reoccurring State payback, park dedication fee
payback and sale of property. This provides you a snapshot of what our financial results would
have been at fully approved levels of operation and without one-time revenue sources.
The following chart shows total revenue (operating and transfers-in) versus total expenditures
(operating and transfers-out) for the fiscal years 02/03 to 07/08. One-time revenues are shown in
yellow to visually denote the magnitude of inflows versus outflows in the General Fund.
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Although Fiscal Year 04/05 ended with a $5.6 million dollar "profit", once one-time revenues
are removed and expenditures are reflected at approved levels, the result is a net loss of $1.1
million dollars. This net loss figure does not reflect future concerns in the following areas:
~ Pending legislation will put $389,000 of cable franchise fees in jeopardy;
~ Pending court cases may put $350,000 in cell phone utility user tax in jeopardy;
~ The City is currently spending $1.53 million per year on active and retiree medical
premiums and future liability costs. There are 150 active and 81 retired employees
receiving benefits. The cost of providing this benefit has fluctuated and it is conceivable
that health premiums could increase in excess of 8% per year;
~ Fuel costs have risen 30% since preparation of the 05/06 budget. The City has
approximately 130 rolling stock and vehicles in the fleet.
~ Asphalt is a petroleum-based product and the cost of street work has risen dramatically
this year. A consultant is updating the pavement management plan, and has indicated.
that street jobs are coming in 25% to 46% higher than a year ago;
~ The annexation of Monta Vista, Garden Gate and Rancho Rinconada neighborhoods has
lowered the overall pavement standard for Cupertino, and a disproportionate amount of
funding has gone into these areas to bring streets closer to city standard;
~ Our current annual $750,000 commitment is minimal for keeping the streets in good
order. Keeping pavement in good condition is the most economical maintenance strategy
over the long tem;
~ Library aquarium maintenance reimbursement will be reduced by 50% ($7,500 per year)
starting in 2009 and will be the City's full responsibility in 2014.
Besides balancing at the basic level of operating revenues and operating expenses/debt service
obligations with the above issues in mind, we will need to fund our reserves at appropriate and/or
mandated levels. A healthy "net income" will be required to embark on operational or capital
improvement areas that are already being discussed. Some of these projects include:
~ Additional parks on the east side of the city;
~ Reserves to accommodate major renovation requirements of our facilities such as the
Quinlan Community Center;
~ Funding for environmental components such as artificial turf and solar energy options for
fields, parks and facilities;
~ Extended library hours;
~ Improved street standards;
~ Alternative energy sources;
~ E-Services; and
~ Risk reduction efforts.
Based on the under-funded current and non-funded future needs, staff recommends that the city
reposition its revenue and expenditure base to fund an additional $2.5 million per year.
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BUDGET STRATEGIES
fiSCAL STRATEGIC PLAN
2007/08 Note: The City's audit report for the year ended June 30, 2006 showed the General
Fund in a strong net income position after accounting for operating expenditures, debt service
and transfer obligations. This $4.6 million bottom line, however, was inflated by one-time
rellenues of $3.58 million from the sale of surplus property, loan paybacks and park dedication
fee paybacks. As for expenditures, qll departments came in under-budget and the low crime rate
also contributed to bottom-line savings on our law enforcement costs. Trends improved over
prior years, but the General Fund still only realized an operating profit of $1.02 million on a
$39,196,000 operating budget.
Automate and Streamline Service Delivery
We currently have 160.75 full-time equivalent positions in our budget. Although lean for a city
of our size, the committee looked at the structure of our organization and areas to automate or
streamline. This task was critical since approximately 70% of the general fund operating
expenditures are associated with salary and benefit costs. In addition, long-term trends for what
we call "hidden" costs (medical insurance premiums, workers compensation and retiree medical
costs) are directly associated with the number of our employees. The more we can streamline or
contract out services, the more we can control these current and long-term costs.
Our hiring freeze last year demonstrated that we couldn't reduce our workforce and maintain all
existing programs for any length of time. Our organization is too lean and too flat to
accommodate this option without experiencing declines in customer satisfaction and service
level. If we are successful in a workforce reduction, programs impacted by staffing reductions
need to be identified and either contracted out, modified or eliminated. In addition, previously
"frozen" maintenance positions needed to be filled to support infrastructure added during the last
five years and to address mounting workload demands associated with deferred maintenance.
2004 2005 2006 2007
I [jI'j)Residents/Employees I
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
We also need to be cognizant of our future personnel needs. Last year we added a full-time
Information Technology Assistant to accommodate the workload associated with our increasing
technology base. A Facility Attendant was also approved to staff the new Community Hall and
an Economic Development/Redevelopment Agency Manager was added. In early fiscal year
2006/07, we increased law enforcement needs as a result of our annexations and the development
of new residential and commercial buildings.
2007/08 Note: In this fiscal year, two new positions will be proposed including increasing a
Code Enforcement Officer from half to full time, an Assistant Planner, and a two-year term Park
Planner (to work on the Stevens Creek Corridor Park). As an offset, one Recreation Supervisor
position has been eliminated through streamlining.
The Committee identified several areas for potential short term and/or long term savings for
Council's consideration.
A. Streamline and reposition our workforce as opportunities arise.
As future vacancies occur through attrition, we will need to streamline and reposition our
workforce whenever feasible. All vacant positions should be reviewed to identify
opportunities for automation, level of effort shifts or other cost saving ideas. We will
also need to reposition our workforce to meet evolving workload demands. Greater
emphasis will be placed on employee cross training and career development opportunities
and on filling vacancies through internal transfers and promotions. Repositioning will
provide staffing where it's needed most while reducing our long-term need for additional
positions.
2007/08 Note: Parks and Recreation have reorganized resulting in streamlining and
elimination of two full-time positions. In addition, two vacancies were filled this year
through internal promotions.
B. Implement E-Services with the goal of bringing city hall to the customer and
reducing our cost of service delivery.
The City's E-Service budget was eliminated for two fiscal years in an effort to save
expenditures. In 2006/07, an E-Services master plan was drafted which addressed
automation opportunities of government services. Examples of products currently being
assessed include but are not limited to:
~ Permit tracking
~ Records management/retrieval
~ On-line job applications
~ On-line business licenses
~ Economic Development Information
~ Community Outreach Information
~ Code Enforcement Tracking
~ Website Revision
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
C. Pursue artificial turf in our athletic fields to reduce maintenance and risks
associated with injury.
Utilization of artificial turf is a growing trend to curb the rising costs of maintenance and
general liability claims. The committee recommends that we use all future youth sports
league fees for refurbishment of the fields and that we pursue utilization of artificial turf
and solar energy whenever feasible and cost effective.
2007/08 Note: No activity to date.
D.
Pursue alternate energy sources for the City's infrastructure and vehicle
replacement needs.
The committee recommends the City investigate use of alternative energy for application
in City facilities and vehicles where it is a proven cost benefit.
2007/08 Note: Purchased hybrid vehicles where possible.
Stabilize and Reposition Revenue Sources
Sales Tax by Economic Category
3,000,000
2,000,000
1,000,000
II Business to Business
. General Retail
III Food Products
EiI Transportation
. Construction
[] Miscellaneous
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
o
2004/4 2005/1 2005/2 2005/3 2005/4 2006/1 2006/2 2006/3 2006/4
Year Ending Quarter
Cupertino has historically been heavily dependent on sales tax as a major general fund revenue
source, however trends over the past ten years have changed not only the percentage of revenue
received from this source (31.6%) but also the make-up of where the revenue is coming from.
Ten years ago, over 50% of our sales tax base came from the retail sector where today 59.2% is
from the business-to-business or the high-tech sector.
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Our largest sales tax producer, Apple Computer, comprises 26% and given the volatility of the
high tech industry, this fact alone has put this revenue source in an "at risk" situation. To add to
this concern, the State is continuing it's efforts to change the way Internet sales are reported and,
if they are successful, will dramatically affect the amount of sales tax revenue currently received
from our top three producers - Apple, Hewlett Packard and Insight, Inc.
During the recent years of budget cuts, we have mainly focused our efforts on reduction of
expenditures. No new revenue sources per se have been implemented with the only major
change resulting from an independent analysis of existing fees to ensure that we are covering our
costs of service. The Committee believes that it would be prudent to consider the following
revenue strategies:
A. Pursue Tax Equity Allocation (TEA) relief with Santa Clara County.
When Proposition 13 passed in 1978, it froze property taxes at their current levels. This
action created significant problems for cities that at the time had low property tax rates
because they couldn't raise those rates to meet their community needs. Four cities,
including Cupertino, are significantly below the average. Weare actively pursuing an
amendment to bring us to par with the TEA rate of 7% with the County.
2007/08 Note: During 2006/07, the passage of State legislation reversed a 1980's
decision and restored a portion of our property tax revenue which had been lost to the
County. City Council was instrumental in getting this legislation approved. This TEA
change provided another $1.35 million in property tax for the fiscal year. This year, we
will continue to work on the TEA issue to finish correcting the inequitable distribution of
property tax. If successful, this would mean another $600,000.
B. Re-assess Park Dedication Fees on an ongoing basis to capture rising real estate
costs associated with park acquisition.
Each time a new development application comes to the City, real estate costs should be
researched to ensure that the park dedication fees are current and reflect appropriate costs
for property acquisition. This will ensure that our purchasing power is not diminished.
2007/08 Note: Completed and ongoing.
C. Negotiate with Hansen regarding future land use rights in exchange for annexation.
Hansen currently resides in the County but utilizes Cupertino streets for access to its site.
The cement trucks that frequent Foothill Boulevard and Stevens Creek inflict much more
street and landscape maintenance needs than the average user. Cupertino has been
absorbing the traffic and pavement issues associated with this business, but receives no
revenue benefit. It is estimated the utility users tax from this site alone will bring over $1
million per year to the city. The committee recommends pursuit of annexation in
exchange for future land use rights.
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
2007/08 Note: The City has approached Hansen and opened a dialogue to discuss the
benefits of current annexation in exchange for a future development agreement. To aid
in this planning, staff will propose a modification to the existing business license
ordinance this November to add the new category of quarries.
D. Support Redevelopment/Economic Development for Cupertino Square and other
major projects.
Analysis shows us that our
regional mall is producing well
below the average sales tax per
square foot that is required to
have a strong operation. We
currently receive approxi-
mately $1.1 million per year
from Cupertino Square in sales
tax as compared to the
Oakridge Mall which is
remitting around $5.4 million
per year.
In addition, build-out projections on infrastructure will provide about $2 million per year
in new tax increment for the project area starting in 07/08 and approximately $23 million
for low and very-low housing over the next 30 years.
To decrease our dependence on the business-to-business sector, we recommend strong
support for the mall redevelopment. In addition, as new developments come before the
Planning Commission and City Council, we recommend a quality retail component be
incorporated into the project. .
2007/08 Note: Sales tax looks promising as our regional mall Cupertino Square sees the
impact of the new 16-screen AMC theater and a soon to be opened Strike Bowling center.
These changes have sparked a shopping-entertainment buzz that things at the mall are
finally changing for the better. One-third of all retail space in the city is located in
Cupertino Square. Its success means important commercial services for our residents
and needed sales tax dollars to fund municipal services. Other retail developments under
construction include a new Japanese Market, a 68,000 squarefoot Whole Foods Market
and several new restaurants such as California Pizza Kitchen, Islands and Merlion.
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BUDGET STRATEGIES
TISCAL STRATEGIC PLAN
E. Consider an Entertainment Tax and a modification to our existing Utility User Tax
Ordinance in conjunction with the municipal election November, 2007.
The Committee recommends that we consider placing on the ballot both an entertainment
tax and re-wording of our PUT Ordinance to reflect recent trends in technology and
retain existing UUT revenue such as cell phone remittances.
2007/08 Note: We will propose taking three measures to the voters this fall. The first
would update our utility user tax ordinance for current technology trends in the effort to
retain our existing utility tax base. The second would add a new business license
category for quarries so that if a quarry annexes to the city, we have a revenue generator
in place to pay for the added service requirements. And third, we will propose a minimal
tax on theater tickets to be used for extended library hours and maintenance, thus
providing the on-going revenue to open the library seven days a week.
F. Phase out one-time revenue to the General Fund.
Limit park dedication fee payback to the General Fund to $500,000/year for 06/07,
decreasing by $100,000. increments each year with additional revenues vesting to the
Park Dedication Fund. The Committee believes that the payback of park acquisition
costs inflates the General Fund revenue and gives the impression that this is on-going
revenue from operations. As this funding will eventually "dry up" it is prudent to replace
it with true operational and annual revenue streams.
2007/08 Note: Park Dedication fee payback was completely eliminated with this year's
budget.
G. Consider assessing a sales tax in-lieu fee for discontinuance of retail land use.
This concept would assess any developer who proposes taking land use currently zoned
for retail/commercial use and replacing the infrastructure with non-sales tax producing
product such as housing.
2007/08 Note: The City Council reviewed this concept and has decided not to pursue an
in-lieu fee.
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
H. Re-visit the adoption of a County Communication fee if our sales tax composition
exceeds 50% from thebusiness-to-business sector.
Two years ago a 9-1-1 fee f.or County Communications was deliberated on by the City
Council. Estimates showed $1 per line per month would provide approximately
$650,000 towards a $750,000 cost of service. Given our high percentage amount of
business-to-business sales tax, the committee proposes to re-visit this fee if our sales tax
composition exceeds a 50% benchmark. Our current mix of sales tax providers results in
a high risk of fluctuation in our largest general fund revenue category, and a 9-1-1 fee
would identify a new and stable revenue source to offset this risk.
2007/08 Note: Council did not want to pursue at this time.
I. Consider a Refuse Vehicle Impact Fee.
Several cities in California have successfully levied a street impact fee on their refuse
providers to offset the wear and tear on city streets from these oversized vehicles. Such
an assessment would pass the cost of street repairs due to heavy usage through to the
garbage company and provide needed funds for maintenance, but ultimately result in fee
increases to the customer. The Committee was not in agreement on pursuit of this
revenue.
2007/08 Note: Council did not want to pursue at this time.
Decrease Expen~itures and Risk Exposure
The Committee looked at our major programs in relation to operating costs and risk exposure
associated with general liability claims and workers compensation claims. Currently, claim costs
are paid directly by the Risk Management Division, which results in an understatement of the
true cost of service of some of our programs. For high-exposure or highly loaded "hidden cost"
programs, additional trend analysis was performed to establish what other municipalities are
implementing in an effort to decrease expenses and areas of risk.
Several suggestions for potential short term and/or long term savings have been identified for
your consideration:
A. Require developers to maintain new open space associated with their projects.
With new parks and open space come the costs associated with maintaining those green
spaces throughout our city. The Committee believes that it is in our best interests to use
the permit process to require the developer to pay for, or provide for, mechanisms that
fund the maintenance of these parks.
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Suggestions include the incorporation of a landscape district or homeowners association
within the new development. Or, as in the case of Cali Mill Plaza, the property and it's
maintenance would stay with the developer.
It is estimated that it costs the Public Works Department approximately $40,000 per year
for every new acre of parkland that goes on-line. This recommendation would hold the
line on our park maintenance and help control future costs in this area.
2007/08 Note: Included in current development proposals.
B. Require safety enhancements in new developments.
The City has experienced an increase in residential burglaries this past year, which
increases our sheriff costs. Many of these crimes involved taking jewelry from the
homes. We suggest that new housing developments be required to have built-in safes to
secure valuables and reduce accessibility of jewelry in an effort to reduce/deter crime.
2007/08 Note: Staffwill present this program duringfiscal year 2007/08.
C. Contract School Maintenance
In the 1990's, the City issued approximately $5 million in bonds to refurbish 9 school
sports fields. The agreement with CUSD provided that we refurbish and maintain the
fields in exchange for their use during non-school hours. This provided an excellent
partnership by providing CUSD with high-quality fields and the City with expanded
parkland. This has resulted however in a duplication of both maintenance equipment and
workers between the two organizations.
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BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Currently, our Ground Maintenance Division mows 33.17 acres and edges 24,305 linear
feet of turf at these school sites. Transitioning the mowing operation only to CUSD
would reduce our long-term "hidden costs" and our vehicle and equipment replacement
needs. The current cost to provide mowing service to the schools is $137,594 out of
$555,000 in total expense per year.
2007/08 Note: Do not pursue at this time.
D. Add Capital Improvement Projects only if on-going maintenance funding can be
identified (LLD, homeowners association, development maintained/owned).
The City is currently using the permit process to incorporate private maintenance of
sidewalks, medians and other improvements for new developments. For City projects, all
associated budget costs should be considered with the adoption of the original budget for
the Capital Improvement Program.
2007/08 Note: Completed and ongoing.
E. Increase the number of Block Leaders, Neighborhood Watch programs and CERT
graduates.
Increases in these programs will capitalize on community policing and reduce/maintain
sheriff costs. We also encourage commissioners to become involved in these programs.
2007/08 Note: Completed and ongoing.
16
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
F. Change accounting for Enterprise Funds
The Committee proposes that all Enterprise Fund activity be reflected in the individual
fund whereby all costs, including building costs are recognized in one place. In addition,
all revenues associated with the complex should be recognized in the fund. The reader
could easily ascertain the subsidy from the General Fund and Council could quantify self-
supporting percentages for each fund.
Senior Center Programs
'. IT'"I
'.i''-.. -",
-,'-,.:'"1,-, ',' - k~
!~ · _C~" d .~!>_,
'-"'-'TT'~
.......,' /1 .~
~~. .i:! A""-' ~
.,~. "~'~.'?J."".'...:i!:"?""',~~,',"',- :",4.,
'...,.~.~"": .". ,., --
',~ "II.
: ~ ;~ ,,",.-. i :
.-- ) ! ,
~,
2007/08 Note: We have reviewed our parks and recreation operations and have
restructured the department to separate the self-supporting programs in the enterprise
funds and reflect all of the subsidized programs in the General Fund.
G. Continue to investigate cost-saving options for medical and retiree medical
insurance.
The City should analyze the benefits of setting up a trust for the retiree medical reserves
to increase investment return and decrease funding obligations. In addition, staff should
continue to look for ways to reduce medical benefit costs including benefits for City
Council.
2007/08 Note: The City will be pursuing legislation this year to provide a low-cost
retiree medical option for new hires. Employee contracts were negotiated in May, 2007
which provide for this option if, and when, available.
H. Adopt a Sidewalk Liability Ordinance requiring the landowner to be responsible for
sidewalk maintenance and claims to third parties from failure to maintain.
The City has approximately 250 miles of sidewalk to monitor and maintain. The annual
sidewalk, curb and gutter contract is $500,000 plus an additional $150,000 in inspection
and contract monitoring costs. It requires 1.25 full time staff per year. Since it is
impossible for one worker to cover the miles of sidewalk that we are ultimately
responsible for, we are at risk for claims associated with needed repairs.
17
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
The landowner however, already has a duty to inspect and maintain the area and is
considered the most able to recognize and respond to a potential hazard.
Sidewalk falls are ABAG's second most frequent claim with $4.5 million paid during the
past 15 years in settlement and attorney fees. The City has paid over $100,000 in costs
associated with these claims in the past five years and two new claims this year could
equal $100,000. The Committee recommends that we continue to inspect and mark
needed repairs, but that the liability for repair and associated claims vest to the property
owner.
2007/08 Note: Council did not want to pursue at this time.
I. Adopt a Tree Maintenance Ordinance requiring the landowner to be responsible for
their street trees.
The Street Tree Maintenance program provides for maintenance for over 13,000 trees,
including safety trimming and clearing for vehicle and pedestrian height clearance. It
costs approximately $525,000 per year, which covers 4.2 positions equipment costs of
almost $200,000. As per the above suggestion, the Committee considers the landowner
the most able to recognize and respond to a potential hazard caused by the tree(s). We
recommend that we continue to inspect and notice needed maintenance, but that the
liability for maintenance and associated claims should vest to the property owner.
2007/08 Note: Council did not want to pursue at this time.
18
BUDGET STRATEGIES
FISCAL STRATEGIC PLAN
Implementation Timeline
Stabilize and Re sition Revenue Sources
Decrease Ex nditures and Risk Ex
2006/07 2007108 2008/09 2009/10 2010/11
_ Completed and/or policy in place
I In process/to be implemented
_ Not approved at this time
19
Revenue Summary
&
Five Year
Budget Forecast
20
BUDGET SUMMARY
2007/08 Fiscal Year
Estimated Estimated
Balance at Operating Operating Non-operating Balance at
Funds July 1 Revenues Expenditures Transfers June 30
General Fund $ 21,447,000 $ 40,621,000 $ (32,962,000) $ (13,169,000) $ 15,937,000
Special Revenue Funds: .
Storm Drain 87,000 200,000 (75,000) (95,000) 117,000
Park Dedication Tax 18,000 1,108,000 1,126,000
Environmental Management 114,000 369,000 (411,000) 72,000
Gas Tax 857,000 1,445,000 (2,559,000) 845,000 588,000
Housing & Community Development 3,228,000 761,000 (516,000) 3,473,000
Vallco Redevelopment 18,000 575,000 (219,000) (275,000) 99,000
Fund Totals $ 4,322,000 $ 4,458,000 $ (3,780,000) $ 475,000 $ 5,475,000
Debt Service:
Cupertino Facilities Corporation 52,000 (3,538,000) 3,538,000 52,000
Traffic Impact 118,000 39,000 (39,000) 118,000
Fund Totals $ 170,000 $ 39,000 $ (3,577,000) $ 3,538,000 $ 170,000
Capital Projects Funds:
Capital Improvement 500,000 281,000 (1,208,000) 1,027,000 600,000
Stevens Creek Corridor Park (6,727,000) 6,727,000
Mary Ave Bicycle Footbridge
Fund Totals $ 500,000 $ 281,000 $ (7,935,000) $ 7,754,000 $ 600,000
Enterprise Funds:
Resource Recovery 4,778,000 2,486,000 (2,708,000) (500,000) 4,056,000
Blackberry Farm (275,000) 682,000 (567,000) (160,000)
Cupertino Sports Facility 64,000 1,863,000 (1,757,000) 170,000
Recreation Programs 791,000 2,270,000 (2,351,000) 71 0,000
Senior Center 125,000 (125,000)
Fund Totals $ 5,483,000 $ 7,301,000 $ (7,383,000) $ (625,000) $ 4,776,000
Internal Service Funds:
Information Management 976,000 930,000 (1,060,000) 150,000 996,000
Workers' Compensation 109,000 310,000 (279,000) 140,000
Equipment Replacement 1,648,000 934,000 (943,000) 44,000 1,683,000
Long-term Disability 23,000 58,000 (48,000) 33,000
Retiree Medical Insurance 4,660,000 (682,000) 1,882,000 5,860,000
Fund Totals $ 7,416,000 $ 2,232,000 $ (3,012,000) $ 2,076,000 $ 8,712,000
22
Total City Revenue
Total City revenue for fiscal year 2007-08 is expected to be $70,583,000. The chart below
provides an overview of all City revenue. General Fund revenue is shown on the next page of
this summary.
Sales Tax represents the City's largest source of revenue. We receive 1 % of the 8.25% collected
in the county. Charges for Services includes program and engineering/building fees from
Blackberry Farm, the Sports Center, the Senior Center, Quinlan Center and our Community
Development and Public Works Departments.
Intergovernmental Revenue inCludes motor vehicle in-lieu fees and grant funds, while Use of
Money and Property represents rental fees and interest income on the city investment portfolio.
Property Tax increased this last year with the passage of the tax equity allocation (TEA)
legislation bringing the City to the State's no/low property tax rate of 7%. Other Taxes include
park dedication fees, business license taxes and property transfer taxes.
Total City Revenue
$70,583,000
Charges for
Services
13%
License &
Permits 5%
Capital
Projects/Equipment
FundingnDebtPaybacks
23%
Fines
1%
Utility Tax
3%
Franchise
Fees
4%
Property
Taxes
10%
Misc.
Revenues
1%
Use of Money
& Property 3%
Intergovernmental
10%
23
Total City Expenditures
Total City expenditures for fiscal year 2007-08 are expected to be $74,760,000. This SUI11P1ary
chart provides a quick overview of all the City's operating and capital expenditures.
Many of the Special Revenue fund activities, such as the Gas Tax, Storm Drain, Park Dedication
and Environmental Management funds, are administered by the Public Works Department. The
Public Works Department also oversees the Resource Recovery operations, with expenditures of
over $2.7 for the City-wide garbage collection contract and disposal costs.
All other Enterprise fund operations are directed by the Parks and Recreation Department, which
spends over $8.7 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at the B.lackberry Farm Golf Course, Quinlan Community Center,
Sports Center, and Senior Center.
The majority of funding for Capital Projects, which provides for street projects, sidewalks,
facilities and upgrades, and major equipment purchases is designated to the Stevens Creek
Corridor Park Project and the Mary Avenue Bicycle Footbridge.
Total City Expenditures
$74,760,000
Debt Service
7%
Administrative
Services
9%
Council &
Commissions
1%
Public Works
21%
Capital Projects/Retiree
Medical/Transfers
24%
Parks &
Recreation
7%
Law
Enforcement
20%
Public
Information
2%
Administration
2%
24
General Fund Revenue
Total General Fund revenue for fiscal year 2007-08 is expected to be $41,851,000. The chart
below provides an overview of our revenue.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund; it represents approximately 30.7% of General Fund revenue. Our sales tax
comes from retail sales, business-to-business (largely high tech sector) and sales and use tax.
Charges for Services within the General Fund is comprised of revenue from zoning, planning
and engineering fees.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. This revenue
source represents 11.3% of the budget. Use of Money and Property is received from rental fees
and interest income. Property Tax, increased this last year with the passage of the tax equity
allocation (TEA) legislation bringing the City to the no/low property tax 5% rate.
General Fund Revenue
$41,851,000
License &
Pennits
8%
Transfers In
3%
Franchise
Fees
6%
Sales Tax
30%
Utility Tax
5%
Property
Taxes
15%
Intergovernmental
11%
Misc.
Revenue
1%
Other
Taxes
4%
Use of Money & Property
4%
25
General Fund Expenditures
Total General Fund expenditures for fiscal year 2007-08 are expected to be $47,410,000.
General Fund expenditures, for the general operation and administration of the City, comprise
over 63.4% of total expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic activities of
the City that are not provided through other funds. It includes the necessary resources to carry
out police, and emergency preparedness; community development through planning, building
and economic development activity; public works operations, engineering and maintenance;
recreational programs and park utilization; and other general government functions such as legal,
personnel, finance and administrative services.
The City's debt service costs are also borne by the General Fund, as well as funding for capital
projects where grant dollars are not available.
General Fund Expenditures
(Including Transfers)
$47,410,000
Debt Service
7%
Administrative
Services
9%
Council &
Commissions
1%
Public Works
21%
Capital ProjectslRetiree
Medicalffransfers
24%
Parks &
Recreation
7%
Law
Enforcement
20%
Public
Information
2%
Administration
2%
26
REVENUE SUMMARY
Property Taxes
Property taxes represent approximately 16% of total general fund operating revenues. Property
tax revenue for the 2007/08 fiscal year is estimated to be $7,124,000. Property tax revenues
fluctuate with market conditions from year-to-year; however, they will generally increase in the
long-term due to property sales and new construction.
In 1978, voters approved the passage of
Proposition 13 which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid. The County then
provided another $.02 as a tax equity
allocation (TEA).
A major success in fiscal year 2006/07
was the passage of State legislation
which reversed a 1980's decision and
restored a portion of our property tax
revenue which had been lost to the
County. City Council was instru-
mental in getting this legislation
approved. This TEA change provided
another $1.3 5 million in property tax
for the fiscal year.
............
............
$0.243 Cupertino Elementary
............
............
............
....
............
...
.......
......
....
....
$0.205 County Bond
$0.164 Fremont High School
Maintenance
$0.148 Santa Clara County
Fire District
$0.065 Mid Peninsula Open
Space & VariollS
Agencies
$0.063 Foothill Community
College Maintenance
$0.042 County Library
Retirerment
$0.070 City of Cupertino
This year, we will continue to work on the TEA issue to finish correcting the inequitable
distribution of property tax. If successful, this would mean another $600,000 a year.
In accordance with State law, property is assessed at actual full cash value with the maximum
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 improvements or requests for
re-assessment.
27
REVENUE SUMMARY
Property Taxes (continued)
2005/06
Actual
2006/07
Estimate
2007/08
Proposed
REVENUE BY CATEGORY:
Property Taxes
$4.914.000
REVENUE BY FUND:
General
Redvelopment Agency
Traffic Impact
28
$6f688.000
$7,124.000
$6,510,000
575,000
39.000
$7.124.000
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated from three principal economic categories:
general retail-20.5%, business-to-business-59.2% (includes electronic equipment and
software manufacturers and distributors), and other products-20.3%.
During fiscal year 2006/07, revenue trends began to turn around. Sales tax increased as a direct
result of two large high-tech firms. In addition, thanks to our outreach efforts, a new business-to-
business sales tax producer located in Cupertino. These three companies - Apple, HP and
Insight - now represent our top three sales tax producers. Sales tax looks promising as high-tech,
business-to-business firms rebound, and our regional mall Cupertino Square sees the impact of
the new 16-screen AMC theater and a soon to be opened Strike Bowling center. These changes
have sparked a shopping-entertainment buzz that things at the mall are finally changing for the
better. One third of all retail space in the city is located in Cupertino Square. Its success means
important commercial services for our residents and needed sales tax dollars to fund municipal
services. Other retail developments under construction include a new Japanese Market, a 68,000
square foot Whole Foods Market and several new restaurants such as California Pizza Kitchen,
Islands and Merlion.
$14,000
$8,000
I ~ ACTUAL/EST. I
$12,000
$10,000
$6,000
$4,000
$2,000
$0
199920002001 2002200320042005200620072008
Sales and use taxes are the City's largest single source of revenue and are budgeted at $12.8
million for the 2007/08 fiscal year, representing 31.68% of the City's total general fund operating
revenues. With sales tax so dependent on a vital economy, the City must focus its efforts on
finding other stable revenue sources or embark on a more aggressive economic development
effort to ensure health in this area.
29
REVENUE SUMMARY
Sales Tax (continued)
Towards that end, the City has approved 330,000 square feet of new or replacement retail in the
last five years. The majority of this buildout will occur in fiscal year 2008/09 and is reflected in
our five-year projections.
2005/06
Actual
2006/07
Estimate
2007/08
Proposed
REVENUE BY CATEGORY:
Sales Tax
$10.672.000 $11.575.000 $12,870.000
REVENUE BY FUND:
General
$17.870.000
30
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, franchise, park, and transient
occupancy taxes.
The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and
telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user
charges. This tax is a general tax and can be used for any purpose. The following chart shows
that the City's tax rate and areas of application are generally lower than that of other cities within
Santa Clara County. In March 2002, voters approved an extension of the utility tax from a sunset
date of 2015 to 2030. This extension will correspond with the extended debt maturity dates as a
result of refinancing for capital improvement projects. Utility taxes are budgeted to be
$2,100,000 which is down compared to the previous year's projections due to new court rulings
for applying this tax to cell phone usage.
Utility Tax Rate Comparison
Gas/Electric Cable Water Telephone
Cupertino. 2.4% 2.4%
Mountain View 3.0% 3.0%
Los Altos 3.5% 3.5% 3.5% 3.5%
Palo Alto 5.0% 5.0% 5.0%
Gilroy 5.0% 5.0% 5.0%
San Jose 5.0% 5.0% 5.0%
Franchise fees are received from cable television, garbage, water, gas and electricity franchisees
that operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues
depending on each particular agreement. Franchise fee revenues for fiscal year 2007/08,
estimated to be $2,580,000, are also flat due to the applicability for telecommunication
transmission.
Park tax is paid by developers on housing development and can vary greatly from year-to-year.
Estimated revenue for fiscal year 2007/08 is $1,100,000 which is generated from new
developments within the City.
Transient occupancy taxes are levied on hotel facilities located in the City at the rate of 10% of
room revenues. The taxes in this category amount to $2,550,000 and have been increasing since
January 2005 for all four hotels in the city.
31
REVENUE SUMMARY
Other Taxes (continued)
Other taxes of $2,070,000 reflect business license fees, property transfer tax, construction tax and
housing mitigation fees.
2005/06 2006/07 2007/08
Actual Estimate Proposed
REVENUE BY CATEGORY:
Utility Tax $ 2,810,000 $ 2,392,000 $ 2,100,000
Franchise Fees 2,353,000 2,500,000 2,580,000
Park Dedication Fee 657,000 200,000 1,100,000
Transient Occupancy Tax 2,055,000 2,363,000 2,550,000
Other Taxes 2.154.000 2.558.000 2.070.000
$ 10.029.000 $10.013.000 $10.400.000
REVENUE BY FUND:
General
Housing & Community Development
Park Dedication Fund
$ 9,000,000
300,000
1.100.000
$10.400.000
32
REVENUE SUMMARY
License and Permits
Licenses and Permits represent approximately 7.8% of total General Fund operating revenues.
This category includes building, plan check and electrical and plumbing permits. With the
adoption of a new fee study for building, planning and engineering fees to reflect actual cost
recovery of services, and a large demand for construction. The Cityhas seen steady increases in
revenue since fiscal year 2004/05.
In fiscal year 2006/07, a new fee study for building, planning and engineering fees was
performed to reflect actual cost of service and to comply with a new court ruling on applications
of these fees. Although some fees increased and other decreased, we expect only minor overall
increases in this revenue category.
2005/06
Actual
2006/07 .
Estimate
2007/08
Proposed
REVENUE BY CATEGORY:
License and Permits
$3.615.000
$3.050.000
$3.172.000
REVENUE BY FUND:
General
$3.172.000
33
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 3.9% 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-term loans.
Investment earnings are a function of the amount of excess cash available for investment and the
current interest rate.
2005/06 2006/07 2007/08
Actual Estimate Proposed
REVENUE BY CATEGORY:
Investment Earnings $1,240,000 $1,488,000 $1,436,000
Property Rentals 502,000 514,000 515,000
Loan Repayment 855.000 555.000 818.000
$2.597.000 $2.557.000 $2.769.000
REVENUE BY FUND:
General
Resource Recovery
Transportation
Other Funds
$2,258,000
160,000
90,000
261.000
$2.769.000
34
REVENUE SUMMARY
IntergovernrnoentalFlevenues
Intergovernmental revenues comprise approximately 10% of the City's total revenues and consist
of State motor vehicle license fees (VLF), State gas tax, and various grants from federal, state or
county agencies. This revenue fluctuates widely depending on grant awards and allocations.
As a result of State budget deficits between the years 2003 to 2006, the City has seen many State
borrowings, shifts and revenue take-aways. In 2004/05, the State paid back the $885,000 in VLF
that it had borrowed in 2003/04. As described in the State Revenue Raid section of this Revenue
Summary, in 2004/05 and 2005/06, the City lost $1.2 million in property taxes, sales taxes and
VLF to the State, in exchange for the Governor's support of Proposition lA. Finally, to
collateralize the State's deficit recovery bonds and to backfill the permanent reduction ofVLF, a
portion of sales taxes and VLF formerly remitted to the City monthly have been replaced by
semi-annual payments of property taxes, which has affected cash flows and interest income.
Cupertino became an entitlement city for housing and community development block grants,
which increased our grant allocation from $60,000 to almost $500,000 per year. In addition, our
two major capital projects, the Stevens Creek Corridor Park and the Mary Avenue Bicycle
Overcrossing are primarily funded by grants.
2005/06 2006/07 2007/08
Actual Estimate Proposed
REVENUE BY CATEGORY:
Motor Vehicle in Lieu $3,888,000 $ 4,123,000 $4,250,000
Transportation 1,221,000 1,985,000 1,355,000
Stevens Creek Corridor CIP 138,000 2,731,000 0
Mary Avenue CIP 0 7,946,000 0
Housing & Community Development 902,000 398,000 398,000
Other/Grants 840.000 602.000 775.000
$6.989.000 $17.785.000 $6.778.000
REVENUE BY FUND:
General Fund $4,730,000
Transportation 1,355,000
Housing & Community Development 398,000
Capital Improvement Projects 295.000
$6.778.000
35
REVENUE SUMMARY
Charges for Services
Due to the nature of the services provided, most of the activity in this category is accounted for
separately as enterprise funds. As such, the City attempts to recover the cost of the services
provided through user charges.
Charges for services, representing approximately 12.9% of total City revenues, are estimated to
be $9,117,000 for the 2007/08 fiscal year. With the remodel of our Sports Center, expansion of
our youth programs and the update of our building, planning and engineering fees, this category
has been one of our largest growing revenue sources.
2005/06 2006/07 2007/08
Actual Estimate Proposed
REVENUE BY CATEGORY:
Construction and Other Permits $1,776,000 $1,482,000 $1,557,000
Resource Recovery 2,200,000 2,266,000 2,311,000
Blackberry Farm 1,061,000 970,000 660,000
Cupertino Sports Center Fees 1,368,000 1,550,000 1,844,000
Recreation - Cultural, Youth and Teen,
Physical, Nature and Park Programs 2,331,000 2,235,000 2,235,000
Senior and Teen Centers 710,000 566,000 510,000
$9.446.000 $9.069.000 $9.117.000
REVENUE BY FUND:
General
Resource Recovery
Blackberry Farm
Cupertino Sports Center
Recreation Programs
$2,067,000
2,311,000
660,000
1,844,000
2.235,000
$9.117.000
.36
REVENUE SUMMARY
Fines and Forfeitures
Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have
only slightly increased due to an enhanced signage effort by our Code Enforcement and Public
Works Departments
m
lONE WAY~
2005/06
Actual
2006/07
Estimate
2007/08
Proposed
REVENUE BY CATEGORY:
Fines
$630.000
$680.000
$690.000
REVENUE BY FUND:
General
$690.000
37
REVENUE SUMMARY
Miscellaneous Revenues
Miscellaneous revenues consist of environmental management fees, property sales and other
revenue items that the City receives on a non-consistent basis from year-to-year. Revenues for
fiscal 2007/08 are budgeted at $515,000. Non-reoccurring revenues include the sale of surplus
property.
2005/06
Actual
2006/07
Estimate
2007/08
Ptoposed
REVENUE BY CATEGORY:
Developer Fees
Environmental Management
Sale of Property
Miscellaneous
$ 37,000
358,000
2,423,000
232.000
$3.050.000
REVENUE BY FUND:
General Fund
Storm Drain
Environmental Management
38
$ 50,000
365,000
1,600,000
141.000
$2.156.000
$ 50,000
365,000
o
100.000
$515.000
$100,000
50,000
365.000
$515.000
REVENUE SUMMARY
Interdepartmental Revenues
Interdepartmental revenues consist of interdepartmental service charges and operating transfers.
Interdepartmental service charges arise from the centralized administration of certain activities
the costs of which are allocated to the various City departments benefited. The City uses internal
service funds to account for the provision of these services and the related charges. Operating
transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are
rec.orded as non-operating revenues in the receiving fund and as non~operating expenditures in
the transferring fund.
Operating transfers of $14,998,000 are primarily due to the transfer of $3,538,000 in debt service
payments, $8,084,000 to fund capital projects, and $1,882,000 in GASB #34 retiree medical
benefit obligations.
2005/06 2006/07 2007/08
Actual Estimate Proposed
REVENUE BY CATEGORY:
Transfer of Funds $ 8,929,000 $11,715,000 $14,998,000
Interdepartmental Service Charges:
Insurance Premiums 381,000 356,000 343,000
Equipment Chargebacks 855,000 841,000 899,000
IT Chargebacks 717.000 883.000 909 .000
$10.882.000 $13.476.000 $17.149.000
REVENUE BY FUND:
General Fund
Capital Improvement Funds
Transportation
Cupertino Facilities Corporation
Information Technology (In
Equipment Replacement
Workers' Compensation
Long-term Disability
Retiree Medical
$455,000
8,084,000
845,000
3,538,000
1,059,000
943,000
285,000
58,000
1.882.000
$17.149.000
39
REVENUE SUMMARY
State Revenue Raid
This category denotes the end of the negotiated League of California Cities' agreement with the
State. The League and Governor Schwarzenegger agreed that the State would take $619,000 and
$618,000 for fiscal years 2004/05 and 2005/06 respectively in return for the Governor's
endorsement of Proposition lA, which was passed by the voters in 2004.
This raid of local revenue represented one-third sales tax, one-third property tax and one-third
vehicle license fees and was therefore segregated in this budget as a separate line item. The
Proposition instituted protections from future takeaways of these revenue sources and
strengthened the State's funding requirements for programs mandated by the State.
2005/06
Actual
2006/07
Estimate
2007/08
Proposed
REVENUE BY CATEGORY:
State Revenue Raid
~
($618.000)
$
o
$
o
REVENUE BY FUND:
General
SQ
40
Summary of Employees
By Department
80.00
Jj] 11 11
JI] ~I HI ...1
.J'WI .--1 -
70.00
60.00
50.00
40.00
30.00
20.00
10.00
0.00
2001/02
2002/03
2006/07
2007/08
2003/04
2004/05
2005/06
[J CounciVCommissions
f:I Administration
IJ Public Information
EI Adminiatrative Services
121 Parks and Recreation
!!I Community Development
IZlPublic Works
. Redevelopment Agency
42
Employee Summary
Trend Analysis
Coundl and Commissions
During the 2006-07 budget preparations. City Council requested inclusion of all staff time
associated with commissiOlis for consistency in recording purposes.
Administration
The Administration Department has had minimal increases over the past six years. The
Community Outreach Coordinator was decreased to a half-time position in 2001-02, a half-time
clerk receptionist was added in 2002-03.
Administrative Services
From fiscal year 2000-01 to 2007-08 the Administrative Services Department has seen several
changes in staffmg. The majority of the increase was due to the expansion of the IT Division
with the addition of a GIS Coordinator and an IT Assistant. The Finance Division increased an
Account Clerk position from a part-time to a full-time position to handle Business Licensing, and
a half-time clerk receptionist was added to the City Clerk's office in 2002-03. In 2007-08, the
receptionist position will transfer from the City Clerk's office to Public Information and a part-
time Code Enforcement Officer will go to a full-time position.
Public Information
Staffing in the Public Information Department includes taking a 75% position to full time in
2001-02, adding a Media Coordinator position in 2006-07, and adding a receptionist in 2007-08.
Recreation Services
Recreation Services has changed staffing due to new programs and restructuring from fiscal year
2000-01 to 2007-08. A Maintenance Worker for Blackberry Farm. a Building Attendant for the
Senior Center and two Recreation Coordinators were added in fiscal year 2000-01. Changes for
2001-02 included the reclassification of four positions from part-time to full-time due to
increased workload at the Quinlan Center, Senior Center, Blackberry Golf Course and Sports
Center. During 2002-03, greens maintenance was contracted out, moving three Maintenance
Workers to vacancies in the Public Works Department, two part-time positions were
consolidated into a full time, an Assistant Golf Shop Attendant was added, and a part-time
position went to 75% time at the Senior Center. Continued consolidation of contract
maintenance efforts allowed for the reduction of one (vacant) Maintenance Worker position at
Blackberry Farm in 2004-05. In 2005-06 a Facility Attendant was added to service the new
Community Hall and in 2006-07 a Recreation Coordinator was eliminated at Blackberry Farm.
During 2007-08, the department eliminates a Recreation Supervisor and replaces the position
with a two-year term Park Planner.
43
Community Development
The Community Development Department has had variations in staffing over the past eight
years. In 2001-02, the department combined two part-time intern positions into a full-time
position to increase efficiency. In addition, during 2002-03 the Senior Building Inspector
position was vacated as a result of an internal promotion. For fiscal year 2006-07 an Economic
DevelopmentJRDA Manager was authorized as well as a Counter Specialist. In 2007-08, an
Assistant Planner will be added due to the growing workload.
Public Works
The Public Works Department has had minimal increases over the past seven years. A Traffic
Engineer was eliminated and replaced with a City Architect in 2001-02 and an Assistant Director
of Public Works was added in 2002-03. The Facilities position count was increased in 2004-05
by one maintenance worker to support the additional maintenance workload required for the
library, new Community Hall and City Center Park. In 2006-07 a Traffic Technician was
upgraded to a Senior Civil Engineer.
Redevelopment Ae:encv (RDA)
The Cupertino Square Redevelopment Project Area was approved and existing staff time is
allocated each year as appropriate. During fiscal year 2006-07, an Economic DevelopmentJRDA
Manager was approved and will split their time between the Agency and Community
Development.
44
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2001-02 2002-03 2003-04 2004-05
CITY COUNCIL/COMMISSIONS
City Council 0.20 0.40 0.40 0.40
Fine Arts Commission 0.10 0.10 0.10 0.10
Technology, Information & Communications Commission 0.05 0.05 0.05 0.05
Parks and Recreation Commission 0.10 0.10 0.10 0.10
Teen Commission 0.00 0.15 0.15 0.15
Housing Commission 0.05 0.00 0.00 0.00
Library Commission 0.00 0.00 0.00 0.00
Senior Commission 0.00 0.00 0.00 0.00
Public Safety Commission 0.00 0.00 0.00 0.00
Bicycle and Pedestrian Commission 0.00 0.00 0.00 0.00
Planning Commission 0.00 0.00 0.00 0.00
0.50 0.80 0.80 0.80
ADMINISTRATION
City Manager 1.35 1.45 1.45 1.50
Community Outreach 0.50 0.50 0.50 0.50
City Attorney 2.75 2.75 2.70 2.70
4.60 4.70 4.65 4.70
PUBLIC INFORMATION
Community Relations 0.75 0.75 0.75 0.75
Cupertino Scene 0.40 0.40 0.40 0.40
Government Channel 3.00 3.25 3.25 2.25
City Website 0.00 0.00 0.00 1.00
4.15 4.40 4.40 4.40
ADMINISTRATIVE SERVICES
Administration 2.00 1.90 1.90 1.95
Accounting 4.50 4.40 4.40 4.40
Business Licensing 0.50 0.50 0.50 0.50
City Clerk 3.90 3.90 3.90 3.90
Duplicating and Printing 0.00 0.60 0.60 0.60
Human Resources 2.50 2.70 2.70 2.70
Insurance Administration 0.35 0.30 0.30 0.30
Code Enforcement 3.15 3.00 3.00 3.00
Information Technology 3.00 3.00 3.00 3.00
19.90 20.30 20.30 20.35
45
2005-06 2006-07 2007-08
0.40 0.40 0.40
0.10 0.10 0.10
0.05 0.05 0.05
0.10 0.10 0.10
0.15 0.15 0.15
0.00 0.05 0.05
0.00 0.02 0.02
.0.00 0.02 0.02
0.00 0.03 0.03
0.00 0.03 0.03
0.00 0.45 0.45
0.80 1.40 1.40
1.50 1.40 1.40
0.50 0.50 0.50
2.70 2.40 2.40
4.70 4.30 4.30
0.75 0.75 1.85
0.40 0.40 0.35
2.25 3.40 3.30
1.00 1.00 1.00
4.40 5.55 6.50
1.95 1.94 1.94
4.40 4.39 4.39
0.50 0.50 0.50
3.90 3.90 2.90
0.60 0.60 0.60
2.70 2.70 2.55
0.30 0.30 0.45
3.00 3.30 4.55
3.00 4.00 4.00
20.35 21.63 21.88
46
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions 2001-02 2002-03 2003-04 2004-05
PARKS AND RECREATION
Administration 1.90 1.90 1.90 1.90
Cultural Programs 8.00 6.50 7.00 7.00
Youth and Teen Services 3.50 3.35 3.35 3.35
Sports and Physical Recreation 5.00 5.50 5.50 5.50
Senior Programs 6.75 7.50 7.50 7.50
Blackberry Farm 10.00 7.88 7.88 6.88
35.15 32.63 33.13 32.13
COMMUNITY DEVELOPMENT
Administration 1.49 1.49 1.49 1.49
Planning 6.96 6.96 6.96 7.04
Housing Services 1.00 0.90 0.90 0.90
Building 10.50 11.40 11 .40 11.40
Economic DevelopmentlRDA 0.00 0.00 0.00 0.32
19.95 20.75 20.75 21.15
PUBLIC WORKS
Administration 2.00 3.00 3.00 3.00
Environmental Management 2.35 2.57 2.42 3.27
Engineering Services 5.75 5.75 5.75 5.75
Service Center 2.20 2.20 2.20 2.20
Grounds 18.50 18.40 18.40 18.40
Streets 22.35 22.55 22.70 22.45
Facilities 7.40 7.30 7.30 7.60
Transportation 5.35 4.35 4.35 4.35
General Services 4.10 4.10 4.10 4.20
70.00 70.22 70.22 71.22
TOTAL PERMANENT, BENEFITED POSITIONS
154.25 153.80 154.25 154.75
47
2005-06 2006-07 2007-08
1.90 1.89 2.89
7.00 7.55 8.60
3.35 3.35 4.88
5.50 5.50 5.00
7.50 7.69 7.39
6.88 5.98 3.00
32.13 31.96 31.76
1.49 1.39 1.39
7.04 7.76 8.28
0.90 0.81 0.79
11.40 11.90 11.80
0.32. 0.92 1.42
21.15 22.78 23.68
3.00 2.98 2.98
3.27 3.27 3.37
5.75 5.68 5.68
2.20 2.20 2.20
18.40 18.40 18.15
22.45 22.45 22.20
7.60 7.60 7.50
4.35 4.35 4.75
4.20 4.20 4.40
71.22 71.13 71.23
154.75 158.75 160.75
48
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
GENERAL FUND
Beginning Balance at July 1 $ 20,378 $ 21,447 $ 15,937 $ 13,222 $ 14,598 $ 15,036
Operating Activity:
Estimated Operating Revenues 38,708 40,621 41,362 43,604 43,985 44,717
Estimated Operating Expenditure Savings 1,800 0 0 0 0 0
Use of Public Access Reserve 50 50 50 50 50 50
Estimated Operating Expenditures (30,633) (32,962) (33,897) (35,309) (36,363) (38,071)
Net Operating Activity 9,925 7,709 7,516 8,345 7,671 6,696
Debt Service (3,535) (3,538) (3,534) (3,536) (3,532) (3,532)
Net Operating Activity after debt 6,390 4,171 3,982 4,809 4,139 3,164
Transfers Out to Other Funds:
Infrastructure Reserve (500) (100) (100) (100) (100) (100)
MIS Fund (272) (150) (220) (220) (220) (220)
Retiree Medical - GASB #34 (1,821) (1,882) (1,946) (2,013) (2,082) (2,090)
Equipment Fund (25) (44) (50) (50) (50) (50)
Net Income for CIP Projects/Reserves 3,772 1,994 1,666 2,426 1,687 704
One Time Revenues:
RDA Loan Payback 0 275 0 0 0 0
Sale of Property 1,600 0 0 0 0 0
Senior Center/ Assmt District Close-Outs 120 125 0 0 0 55
Resource Recovery Cleanup Payback 500 500 0 0 0 0
Income for CIP Projects/Reserves 5,992 2,894 1,666 2,426 1,687 759
Proposed CIP Projects:
Capital Projects (2,422) (1,257) (2,630) (300) 0 0
Stevens Creek Corridor Park (701) (6,727) (1,000) 0 (500) 0
Mary Ave Bicycle Footbridge (1,000) 0 0 0 0 0
Transportation Projects & Operations (800) (750) (750) (750) (750) (750)
Capital Improvement Funding Changes 0 330 0 0 0 0
(4,923) (8,404) (4,380) (1,050) (1,250) (750)
Ending Balance June 30 21,447 15,937 13,222 14,598 15,036 15,045
Reserve: Policy
Capital Improvement Projects $5,000 5,000 4,937 2,222 3,598 4,036 4,045
One Time Revenue Reserves 775 0 0 0 0 0
PERS Reserve 1,000 1,000 1,000 1,000 1,000 1,000 1,000
Economic Uncertainty I 2,500 2,500 2,500 2,500 2,500 2,500 2,500
Economic Uncertainty IT 7,500 7,500 7,500 7,500 7,500 7,500 7,500
Undesignated 4,672 0 0 0 0 0
$16,000 21,447 15,937 13,222 14,598 15,036 15,045
49
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
SPECIAL REVENUE FUNDS
STORM DRAIN
Beginning Balance at July 1 $ 1,091 $ 87 $ 117 $ 98 $ 104 $ 111
Estimated Operating Revenues 276 80 81 81 82 82
Estimated Operating Expenditures (148) (75) (75) (75) (75) (75)
Capital Projects (1,132) 120 0 0 0 0
Transfers Out 0 (95) (25) 0 0 0
Ending Balance at June 30 $ 87 $ 117 $ 98 $ 104 $ 111 $ 118
PARK DEDICATION TAX
Beginning Balance at July 1 $ 41 $ 18 $ 1,126 $ 1,442 $ 1,766 $ 2,098
Estimated Operating Revenues 200 1,108 316 324 332 340
Estimated Operating Expenditures 0 0 0 0 0 0
Net Operating Activity 200 1,108 316 324 332 340
Transfers Out (200) 0 0 0 0 0
Transfers In 50 0 0 0 0 0
Capital Projects - McClellanlPortal (73) 0 0 0 0 0
Ending Balance at June 30 $ 18 $ 1,126 $ 1,442 $ 1,766 $ 2,098 $ 2,438
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July 1 $ 145 $ 114 $ 72 $ 72 $ 72 $ 73
Estimated Operating Revenues 366 369 369 369 369 369
Estimated Operating Expenditures (397) (411) (369) (369) (369) (369)
Ending Balance at June 30 $ 114 $ 72 $ 72 $ 72 $ 73 $ 73
TRANSPORTATION
Beginning Balance at July 1 $ 3,746 $ 857 $ 588 $ 683 $ 813 $ 931
Estimated Operating Revenues 1,483 1,115 1,818 1,680 1,696 1,712
Grants/Other Income 582 330 0 0 0 0
Estimated Operating Expenditures (860) (742) (773) (800) (828) (857)
Net Operating Activity 1,205 703 1,046 880 868 855
Transfers In 800 845 775 750 750 750
Capital Projects (4,894) (1,817) (1,725) (1,500) (1,500) (1,500)
Ending Balance at June 30 $ 857 $ 588 $ 683 $ 813 $ 931 $ 1,037
50
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July 1 $ 3,154 $ 3,228 $ 3,473 $ 3,689 $ 3,895 $ 4,091
Estimated Operating Revenues 763 761 750 750 750 750
Estimated Operating Expenditures (689) ( 516) (534) (544) (554) (565)
Ending Balance at June 30 $ 3,228 $ 3,473 $ 3,689 $ 3,895 $ 4,091 $ 4,277
REDEVELOPMENT AGENCY
Beginning Balance at July 1 $ (125) $ 18 $ 99 $ 371 $ 635 $ 790
Estimated Operating Revenues 360 575 1,000 2,000 2,400 2,400
Estimated Operating Expenditures (217) (219) (228) (236) (244) (253)
Capital Projects/Affordable Housing Debt 0 0 (500) (1,500) (2,000) (2,000)
Transfers Out - General Fund 0 (275) 0 0 0 0
Ending Balance at June 30 $ 18 $ 99 $ 371 $ 635 $ 790 $ 937
51
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Beginning Balance at July 1 $ 52 $ 52 $ 52 $ 52 $ 52 $ 52
Transfers In 3,535 3,538 3,534 3,536 3,532 3,532
Debt Service Payments (3,535) (3,538) (3,534) (3,536) (3,532) (3,532)
Ending Balance at June 30 $ 52 $ 52 $ 52 $ 52 $ 52 $ 52
TRAFFIC IMPACT
Beginning Balance at July 1 $ 116 $ 118 $ 118 $ 118 $ 92 $ 55
Estimated Operating Revenues/Close-out 38 39 37 9 0 (55)
Debt Service Payments (36) (39) (37) (35) (37) 0
Ending Balance at June 30 $ 118 $ 118 $ 118 $ 92 $ 55 $ 0
V ALLCO 1974 ASSESSMENT DISTRICT
Beginning Balance at July 1 $ 120 $ 0 $ 0 $ 0 $ 0 $ 0
Estimated Operating Revenues 0 0 0 0 0 0
Transfers Out - General Fund (120) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
52
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginning Balance at July 1 $ 1,650 $ 500 $ 600 $ 700 $ 800 $ 900
Transfers In for Projects 2,372 1,257 2,630 300 0 0
Transfers for Reserves 500 100 100 100 100 100
Transfers Out 0 (330) 0 0 0 0
Prior Year Grants Authorized 259 0 0 0 0 0
Grants/Other Income 112 281 0 0 0 0
Capital Projects (4,393) (1,208) (2,630) (300) 0 0
Ending Balance at June 30 $ 500 $ 600 $ 700 $ 800 $ 900 $ 1,000
Reserve:
Infrastructure 500 600 700 800 900 1,000
CIVIC CENTER & LIBRARY
Beginning Balance at July 1 $ 2 $ 0 $ 0 $ 0 $ 0 $ 0
Capital Proj ects (2) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
STEVENS CREEK CORRIDOR PARK
Beginning Balance at July 1 $ 590 $ 0 $ 0 $ 0 $ 0 $ 0
Grants/Other Income 0 0 0 0 0 0
Prior Year Grants Authorized 2,731 0 0 0 0 0
Transfers In 901 6,727 1,000 0 500 0
Capital Projects (4,222) (6,727) (1,000) 0 (500) 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
MARY A VENUE BICYCLE FOOTBRIDGE
Beginning Balance at July 1 $ (781) $ 0 $ 0 $ 0 $ 0 $ 0
Prior Year Grants Authorized 7,808 0 0 0 0 0
Federal and State Grants/Other Income 138 0 0 0 0 0
Operating Transfers In - General Fund 1,000 0 0 0 0 0
Capital Projects (8,165) 0 0 0 0 0
Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
53
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July 1 $ 5,611 $ 4,778 $ 4,056 $ 3,759 $ 3,396 $ 2,979
Estimated Operating Revenues 2,440 2,485 2,522 2,555 2,603 2,652
Estimated Operating Expenditures (2,798) (2,708) (2,819) (2,917) (3,019) (3,125)
Net Operating Activity (358) (222) (297) (363) (417) (473)
Loan Payback 25 0 0 0 0 0
Transfers Out--General Fund (500) (500) 0 0 0 0
Ending Balance at June 30 $ 4,778 $ 4,056 $ 3,759 $ 3,396 $ 2,979 $ 2,506
BLACKBERRY FARM
Beginning Balance at July 1 $ (59) $ (275) $ (160) $ (60) $ 63 $ 183
Estimated Operating Revenues 1,105 682 695 730 746 762
Estimated Operating Expenditures (1,321 ) (567) (595) (607) (625) (644)
Net Operating Activity (216) 115 100 123 121 117
Ending Balance at June 30 $ (275) $ (160) $ (60) $ 63 $ 183 $ 301
CUPERTINO SPORTS CENTER
Beginning Balance at July 1 $ 87 $ 64 $ 170 $ 269 $ 372 $ 478
Estimated Operating Revenues 1,569 1,863 1,928 1,995 2,065 2,136
Estimated Operating Expenditures (1,481 ) (1,757) (1,829) (1,893) (1,959) (2,028)
Net Operating Activity 88 106 99 103 106 109
Capital Projects (111) 0 0 0 0 0
Ending Balance at June 30 $ 64 $ 170 $ 269 $ 372 $ 478 $ 587
RECREATION PROGRAMS
Beginning Balance at July 1 $ 528 $ 791 $ 710 $ 593 $ 821 $ 1,044
Estimated Operating Revenues 2,270 2,270 2,337 2,406 2,477 2,551
Estimated Operating Expenditures (2,007) (2,021) (2,104) (2,178) (2,254) (2,333)
Net Operating Activity 263 249 233 228 223 218
Capital Projects 0 (330) (350) 0 0 0
Ending Balance at June 30 $ 791 $ 710 $ 593 $ 821 $ 1,044 $ 1,262
54
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
ENTERPRISE FUNDS
SENIOR CENTER
Beginning Balance at July 1 $ 125 $ 125 $ 0 $ 0 $ 0 $ 0
Estimated Operating Revenues 568 0 0 0 0 0
Estimated Operating Expenditures (568) 0 0 0 0 0
Net Operating Activity 0 0 0 0 0 0
Transfers Out - General Fund 0 (125) 0 0 0 0
Ending Balance at June 30 $ 125 $ 0 $ 0 $ 0 $ 0 $ 0
55
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July 1 $ 1,128 $ 976 $ 996 $ 996 $ 996 $ 997
Estimated Operating Revenues 903 929 947 980 1,015 1,050
Estimated Operating Expenditures (841 ) (910) (947) (979) (1,014) (1,049)
Net Operating Activity 62 20 0 0 1 1
Operating Transfer In--General Fund 272 150 220 220 220 220
Depreciation Reserve 99 152 80 80 80 80
Capital Outlay - New & Replacement (585) (302) (300) (300) (300) (300)
Ending Balance at June 30 $ 976 $ 996 $ 996 $ 996 $ 997 $ 998
WORKERS' COMPENSATION
Beginning Balance at July 1 $ 70 $ 109 $ 140 $ 170 $ 201 $ 233
Estimated Operating Revenues 329 310 322 332 343 354
Estimated Operating Expenditures (290) (279) (291) (301 ) (312) (322)
Ending Balance at June 30 $ 109 $ 140 $ 170 $ 201 $ 233 $ 264
EQUIPMENT
Beginning Balance at July 1 $ 1,614 $ 1,648 $ 1,683 $ 1,708 $ 1,730 $ 1,748
Estimated Operating Revenues 876 934 962 991 1,021 1,051
Estimated Operating Expenditures (842) (899) (936) (969) (1,003) (1,038)
Net Operating Activity 34 35 26 22 18 13
Operating Transfer In--General Fund 25 44 50 50 50 50
Depreciation Reserve 298 305 125 125 125 125
Capital Outlay - New & Replacement (323) (349) (175) (175) (175) (175)
Ending Balance at June 30 $ 1,648 $ 1,683 $ 1,708 $ 1,730 $ 1,748 $ 1,761
LONG- TERM DISABILITY
Beginning Balance at July 1 $ 15 $ 23 $ 33 $ 43 $ 54 $ 65
Estimated Operating Revenues 52 58 61 63 65 67
Estimated Operating Expenditures (44) (48) (50) (52) (54) (56)
Ending Balance at June 30 $ 23 $ 33 $ 43 $ 54 $ 65 $ 76
56
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
INTERNAL SERVICE FUNDS
RETIREE MEDICAL INSURANCE
Beginning Balance at July 1 $ 3,489 $ 4,660 $ 5,860 $ 6,944 $ 8,002 $ 9,030
Transfers In--General Fund 1,821 1,882 1,946 2,013 2,082 2,090
Estimated Operating Expenditures (650) (683) (862) (955) (1,054) (1,159)
Ending Balance at June 30 $ 4,660 $ 5,860 $ 6,944 $ 8,002 $ 9,030 $ 9,961
57
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
GENERAL
TAXES:
Property Tax 4,692 4,850 6,290 6,510 6,640 6,773 6,976 7,185
Sales Tax 10,672 10,400 11,575 12,870 13,127 14,021 14,301 14,587
Transient Occupancy Tax 2,055 2,226 2,363 2,550 2,601 2,861 2,918 2,977
Utility Users Tax 2,810 2,392 2,392 2,100 2,184 2,271 2,362 2,433
Franchise Fees 2,353 2,200 2,500 2,580 2,632 2,684 2,684 2,684
Other Taxes 1,838 1,390 2,308 1,770 1,805 2,076 1,765 1,800
24,420 23,458 27,428 28,380 28,989 30,687 31,007 31,667
LICENSES AND PERMITS 3,615 3,050 3,050 3,172 3,331 3,497 3,322 3,156
USE OF MONEY AND PROPERTY:
Investment Earnings 670 510 1,010 1,000 800 700 714 728
Property Rentals 355 370 370 483 471 404 412 420
1,025 880 1,380 1,483 1,271 1,104 1,126 1,149
INTERGOVERNMENTAL:
Motor Vehicle License In-Lieu 3,888 4,220 4,123 4,250 4,330 4,410 4,530 4,650
Grants 182 180 185 180 180 180 180 180
Other Intergovernmental 183 185 360 300 300 300 300 300
4,253 4,585 4,668 4,730 4,810 4,890 5,010 5,130
CHARGES FOR SERVICES:
Zoning and Planning Fees 855 500 712 748 785 801 825 849
EngineeringFees 813 600 670 704 739 753 776 799
Senior Center (from Enterprise in 07-08) 0 0 0 500 515 530 546 563
Teen Center/BBF (3) 6 0 0 10 10 411 423 436
Other Service Charges 108 100 100 105 109 113 117 121
(3) Nature/Com Gardens 07-08; Picnic 09-10 1,782 1,200 1,482 2,066 2,158 2,608 2,687 2,768
FINES AND FORFEITURES 630 560 680 690 704 718 732 747
MISCELLANEOUS 232 120 140 100 100 100 100 100
STATE TAKE AWAY (Taxes) (618) 0 0 0 0 0 0 0
Subtotal 35,339 33,853 38,828 40,621 41,362 43,604 43,985 44,717
TRANSFERS IN/OTHER REVENUES
Sale of Property 2,423 1,750 1,600 0 0 0 0 0
Park Dedication Tax 657 500 0 0 0 0 0 0
Resource Recovery 500 500 500 500 0 0 0 0
Library/Senior CenterfTraffic Impact 3 0 0 125 0 0 0 55
Sports Center/RDA Loan Payback 100 0 0 275 0 0 0 0
Capital Improvement 0 0 0 330 0 0 0 0
Recreation Programs 200 0 0 0 0 0 0 0
Total General Fund 39,222 36,603 40,928 41,851 41,362 43,604 43,985 44,772
58
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
SPECIAL REVENUE FUNDS
STORM DRAIN
Investment Earnings 33 26 26 30 31 31 32 32
Developer Fees 37 50 50 50 50 50 50 50
Water District cost share 0 200 200 0 0 0 0 0
70 276 276 80 81 81 82 82
PARK DEDICATION TAX
Park Dedication Tax 657 500 200 1,100 300 300 300 300
Investment Earnings 10 0 0 8 16 24 32 40
Transfer In - General Fund 0 0 50 0 0 0 0 0
667 500 250 1,108 316 324 332 340
ENVIRONMENTAL MANAGEMENT
Investment Earnings 3 I I 4 4 4 4 4.
Fees 358 365 365 365 365 365 365 365
361 366 366 369 369 369 369 369
TRANSPORT AnON
Investment Earnings 84 80 80 90 80 70 70 70
Transfer In - General Fund/Storm Drain 1,353 800 800 845 775 750 750 750
Traffic Congestion Relief - Proposition 42 239 200 388 0 553 564 570 575
Federal and State Grants 0 100 582 330 0 0 0 0
Charges for Services 4 50 0 0 ISO 0 0 0
Gasoline Tax 982 1,015 1,015 1,025 1,035 1,046 1,056 1,067
2,662 2,245 2,865 2,290 2,593 2,430 2,446 2,462
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings & Rent 82 85 85 20 20 20 20 20
Grants 902 398 398 398 400 400 400 400
Loan Repayments 17 30 30 43 30 30 30 30
Housing Mitigation Fees 316 250 250 300 300 300 300 300
1,317 763 763 761 750 750 750 750
REDEVELOPMENT AGENCY
Property Taxes 186 90 360 575 1,000 2,000 2,400 2,400
186 90 360 575 1,000 2,000 2,400 2,400
59
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings 14 0 0 0 0 0 0 0
Transfer In 3,548 3,535 3,535 3,538 3,534 3,536 3,532 3,532
3,562 3,535 3,535 3,538 3,534 3,536 3,532 3,532
TRAFFIC IMPACT
Property Assessment 36 38 38 39 37 9 0 0
36 38 38 39 37 9 0 0
60
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Transfers In for Capital Projects 390 2,172 2,372 1,257 2,630 300 0 0
Transfer for Infrastructure Reserve 0 0 500 100 100 100 100 100
Grants/Other Income 339 112 112 281 0 0 0 0
729 2,284 2,984 1,638 2,730 400 100 100
CIVIC CENTER & LIBRARY
Miscellaneous 0 0 0 0 0 0 0 0
Donations 13 0 0 0 0 0 0 0
Transfers In 40 0 0 0 0 0 0 0
53 0 0 0 0 0 0 0
STEVENS CREEK CORRIDOR PARK
Transfers In 0 500 901 6,727 1,000 0 500 0
Prior Year Grants Authorized 0 0 2,731 0 0 0 0 0
Grants/Other Income 138 0 0 0 0 0 0 0
138 500 3,632 6,727 1,000 0 500 0
MARY A VENUE BICYCLE FOOTBRIDGE
Transfers In from General Fund 755 250 1,000 0 0 0 0 0
Prior Year Grants Authorized 0 0 7,808 0 0 0 0 0
Federal and State Grants 0 138 138 0 0 0 0 0
755 388 8,946 0 0 0 0 0
61
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
ENTERPRISE FUNDS
RESOURCE RECOVERY
Investment Earnings 160 160 160 160 ISO ISO 150 ISO
Charges for Services 2,200 2,150 2,266 2,311 2,358 2,405 2,453 2,502
Loan Payback for FF &E 238 25 25 0 0 0 0 0
Grants 136 125 14 14 14 0 0 0
2,734 2,460 2,465 2,485 2,522 2,555 2,603 2,652
BLACKBERRY FARM
Investment Earnings 4 2 2 2 2 2 2 2
Rent-Golf Course 20 20 20 20 20 21 23 24
Rent-PicnicIB Pheasant (I) 75 60 112 0 0 0 0 0
Charges for Services-Golf Course 587 640 640 660 673 707 721 735
Charges for Services-Picnic (I) 474 355 330 0 0 0 0 0
Miscellaneous 0 1 I 0 0 0 0 0
(I) to General Fund 2007-08 1,160 1,078 1,105 682 695 730 746 762
SPORTS CENTER
Investment Earnings 6 7 7 7 7 7 7 7
Rent 52 53 12 12 13 14 IS IS
Tennis 1,037 1,150 1,150 1,410 1,452 1,496 1,541 1,587
Membership 331 317 400 434 456 478 502 528
1,426 1,527 1,569 1,863 1,928 1,995 2,065 2,136
RECREA nON PROGRAMS
Investment Earnings 27 20 35 35 35 35 35 35
Cultural Programs 431 375 460 360 371 382 393 405
Youth and Teen Programs 747 775 775 875 901 928 956 985
Physical Recreation and Sports 1,153 975 1,000 1,000 1,030 1,061 1,093 1,126
2,358 2,145 2,270 2,270 2,337 2,406 2,477 2,551
SENIOR CENTER (2)
Investment Earnings 4 2 2 0 0 0 0 0
Charges for Services 704 566 566 0 0 0 0 0
Miscellaneous 0 0 0 0 0 0 0 0
(2) To General Fund in 2007-08 708 568 568 0 0 0 0 0
62
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
INTERNAL SERVICE FUNDS
MANAGEMENT IN FORMA TlON
Investment Earnings 31 20 20 20 20 34 50 66
Service Charges 717 883 883 909 927 946 965 984
Transfers In 220 137 272 150 220 220 220 220
968 1,040 1,175 1,079 1,167 1,200 1,235 1,270
WORKERS' COMPENSATION
Investment Earnings 36 25 25 25 25 25 25 2j
Premiums 339 304 304 285 297 307 318 329
375 329 329 310 322 332 . 343 354
EQUIPMENT
Investment Earnings 46 35 35 35 36 37 38 39
Service Charge 855 841 841 899 926 954 982 1,012
Transfers In 0 0 25 44 50 50 50 50
901 876 901 978 1,012 1,041 1,071 1,101
LONG TERM DISABILITY
Investment Earnings 0 0 0 0 I I I I
Premiums 42 52 52 58 60 62 64 66
42 52 52 58 61 63 65 67
RETIREE MEDICAL
Transfers In from General Fund 1,763 1,821 1,821 1,882 1,946 2,013 2,082 2,090
63
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
GENERAL
COUNCIL AND COMMISSIONS:
1000 City Council 184 220 220 227 236 245 253 262
1031 Telecommunications Commission 61 13 13 18 19 19 20 21
I 040 Library Commission 0 5 5 5 5 5 5 5
1042 Fine Arts Commission 12 17 17 15 15 16 16 17
1050 Public Safety Commission 0 4 4 5 5 5 5 5
1055 BicyclelPedestrian Safety Commission 0 5 5 5 5 5 5 5
1060 Recreation Commission 9 10 10 10 10 10 II II
1065 Teen Commission 13 15 15 17 17 18 19 19
1067 Senior Commission 0 3 3 3 3 3 3 3
I 070 Planning Commission 25 96 97 96 100 104 108 III
1075 Housing Commission 0 7 7 6 7 7 7 7
304 395 396 405 422 437 452 468
ADMINISTRATION:
1200 City Manager 334 350 350 410 384 397 411 425
1201 Community Outreach 46 57 57 73 76 79 81 84
1300 City Manager Discretionary Fund 23 20 20 50 50 50 50 50
403 427 427 533 510 526 542 560
1500 CITY ATIORNEY 529 524 524 550 573 593 614 635
2100 LAW ENFORCEMENT 6,500 7,269 7,466 7,865 8,259 8,672 9,105 9,561
PUBLIC INFORMATION:
3300 Community Relation & Infonnation 162 161 211 306 319 330 341 353
3350 City 50th Anniversary 48 23 23 0 0 0 0 0
3400 Cupertino Scene 106 105 117 123 128 132 137 141
3500 Government Channel 357 460 547 495 516 534 552 572
3501 Gov't Channel--Special Project 53 49 49 122 127 132 136 141
3502 Public Access Support 0 52 52 54 56 58 60 62
3600 City Web Site 127 137 137 153 160 165 171 177
853 987 1,136 1,254 1,305 1,351 1,398 1,447
ADMINISTRATIVE SERVICES:
4000 Administration 317 329 342 342 356 368 381 395
40 10 Leadership Cupertino 0 22 22 13 13 15 16 17
4040 Library Extra Hours 0 120 0 240 125 129 134 139
4100 Accounting 648 738 764 677 705 730 755 782
4200 Business Licenses 41 42 42 42 44 45 47 49
4300 City Clerk 462 509 509 454 472 489 506 523
4310 Duplicating and Postage 142 211 216 208 217 224 232 240
4330 Elections 263 215 215 305 0 300 0 300
4400 Disaster Preparedness 86 87 87 93 97 100 103 107
4510 Human Resources 471 524 545 575 598 619 641 663
4511 Human Resources Litigation 12 25 76 55 57 59 61 63
4530 Code Enforcement 572 643 643 760 791 819 848 877
4540 Insurance Administration 526 576 626 583 607 629 651 673
4600 Neighborhood Watch 25 34 34 38 39 41 42 44
3,565 4,074 4,121 4,384 4,121 4,567 4,417 4,872
64
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 . 2007-08 2008-09 2009-10 2010-11 2011-12
GENERAL (cont.)
RECREATION SERVICE:
6100 Recreation Administration 265 284 284 461 480 300 311 321
Quinlan Community Center-Cultural:
6200 Supervision 469 460 460 502 523 541 560 580
6220 Blackberry Fann Picnic Area 0 0 0 218 227 235 243 252
6230 Community Hall Operation 5 27 27 30 31 32 34 35
6248 Cultural Programs 35 100 100 173 180 186 193 199
6265 Quinlan Community Center 294 297 299 394 410 424 439 455
Monta Vista Recreation Center-Youth:
6300 Administration 222 278 278 298 311 322 333 345
6342 Youth Programs 35 40 40 42 44 45 47 49
6343 Teen Programs 8 13 13 8 8 8 8 9
6344 Teen Center 50 69 71 63 66 68 70 73
6347 Nature Programs 75 86 86 101 105 109 113 117
Cupertino Sports Center-Physical/Recreation
6400 Supervision 232 237 237 256 267 276 286 296
6445 Creekside Park 6 9 9 9 9 9 9 10
6448 Fourth ofJuly 42 68 73 0 0 0 0 0
6360 Monta Vista Recreation Center 5 13 13 13 13 13 14 14
Senior Center:
6500 Senior Adult Programs 510 528 528 532 554 574 594 615
6529 Senior Center Case Manager 50 52 52 70 73 76 78 81
6549 Senior Adult Recreation 0 0 0 670 697 722 747 773
6660 Blue Pheasant Restaurant 0 0 0 14 14 15 15 16
2,303 2,561 2,570 3,854 4,012 3,955 4,094 4,237
COMMUNITY DEVELOPMENT:
7200 Planning Administration 209 285 243 211 220 228 236 244
7301 Current Planning 692 757 757 899 936 968 1,002 1,037
7302 Mid and Long Range Planning 260 273 273 416 433 448 464 480
7305 Annexations 0 12 12 10 10 10 10 10
7306 Economic Development 0 105 105 130 136 140 145 150
7307 North Vallco Study 0 100 100 0 0 0 0 0
7406 Human Service Grants 40 42 42 40 42 43 45 46
7501 General Building 483 662 662 689 717 742 768 795
7502 Construction Plan Checking 1,503 718 718 726 755 782 809 838
7503 Building Code Enforcement 435 655 655 668 696 720 745 771
7504 Building Abatements 17 25 25 25 26 27 28 29
3,639 3,634 3,592 3,814 3,970 4,108 4,252 4,400
65
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
PUBLIC WORKS:
Administration:
8001 Public Works Administration 493 488 488 510 531 550 569 589
8005 Environmental Management 144 140 140 144 150 155 161 166
Engineering:
8101 Engineering Design 638 736 776 826 860 890 921 954
8102 Inspection Service 127 130 130 134 139 144 149 155
Service Center Administration:
8201 Public Works Supervision 854 857 857 855 890 921 953 987
Grounds:
8302 McClellan Ranch Park 39 44 44 45 46 48 50 51
8303 Memorial Park 528 558 563 298 311 321 333 344
8312 School Site Maintenance 469 544 544 655 681 705 730 756
8314 Neighborhood Parks 840 942 953 925 963 996 1,031 1,067
8315 Sports Fields/Jollyman/Creekside 406 472 472 387 402 417 431 446
8321 Civic Center Maintenance 126 165 165 143 149 154 160 165
Streets:
8402 Street Cleaning 73 59 59 81 85 87 91 94
8406 Graffiti Removal 50 54 54 55 58 60 62 64
8407 Overpasses & Medians Maintenance 604 763 763 679 707 732 758 784
8408 Street Trees Maintenance 524 564 564 821 854 884 915 947
8409 Elmwood Program 248 291 291 303 315 326 338 349
Facilities:
8501 City Hall 386 455 459 525 547 566 585 606
8501 City Hall Remodel 0 60 60 0 0 0 0 0
8502 Library 213 206 223 222 231 239 247 256
8503 Service Center 262 299 359 269 280 290 300 310
8504 Quinlan Community Center 319 366 366 334 348 360 373 386
8505 Senior Center 133 163 170 170 177 183 190 196
8506 McClellan Ranch 48 59 59 65 67 70 72 75
8507 Monta Vista 90 97 97 122 127 132 136 141
8508 Wilson 25 25 25 38 39 41 42 43
8509 Portal 24 30 30 50 52 54 56 58
8511 Creekside 49 57 57 63 65 68 70 73
8512 Community Hall 122 154 154 127 132 137 142 147
8513 Teen Center 23 27 27 27 28 29 31 32
8830 Street Lighting 429 436 505 486 506 523 542 561
Traffic Management:
8601 Traffic Engineering 275 454 508 490 510 528 546 565
8602 Traffic Signal Maintenance 380 413 439 455 474 491 508 525
8,941 10,110 10,402 10,303 10,725 11,101 11,489 11,892
Operating Expenditures 27,037 29,981 30,633 32,962 33,897 35,309 36,363 38,071
Transfers Out:
0100 Debt Service Obligations 3,548 3,535 3,535 3,538 3,534 3,536 3,532 3,532
01 00 Capital Projects 430 2,172 2,372 1,257 2,630 300 0 0
0100 Infrastructure Reserve 0 0 500 100 100 100 100 100
0100 Transportation Projects & Maintenance 1,255 800 800 750 750 750 750 750
0100 Park Dedication-McClellan Ranch 0 0 50 0 0 0 0 0
0100 Stevens Creek Corridor Park 0 500 701 6,727 1,000 0 500 0
0100 Mary Ave. Bicycle Footbridge 755 250 1,000 0 0 0 0 0
0100 Equipment Fund 0 0 25 44 50 50 50 50
0100 Management Information 220 137 272 150 220 220 220 220
0100 Retiree Medical 1,763 1,821 1,821 1,882 1,946 2,013 2,082 2,090
Non-operating Expenditures 7,971 9,215 11,076 14,448 10,230 6,969 7,234 6,742
TOTAL GENERAL FUND 35,008 39,196 41,709 47,410 44,127 42,278 43,597 44,813
66
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 Minor Stonn Drain Improvements 133 105 148 75 75 75 75 75
9620 CIP - Minor Stonn Drain Projects 1 203 1,132 (120) 0 0 0 0
0100 Transfer to Transportation 0 0 0 95 25 0 0 0
134 308 1,280 50 100 75 75 75
PARK DEDICATION TAX
0100 Transfers Out 657 500 200 0 0 0 0 0
9213 CIP - McClelJan Ranch Improvements 151 0 73 0 0 0 0 0
808 500 273 0 0 0 0 0
ENVIRONMENTAL MANAGEMENT
8004 Non Point Source 379 391 397 411 369 369 369 369
379 391 397 411 369 369 369 369
TRANSPORT A TION
8403 Sidewalk, Curb and Gutter Maint 276 160 169 157 164 170 176 182
8404 Street Pavement Maintenance 234 262 277 198 206 213 220 228
8405 Street SignslMarkings 389 412 414 387 403 417 432 447
9430 CIP - Stevens Cyn Rd Widening 52 0 0 0 0 0 0 0
9435 CIP - Neighborhood Traffic Calming 0 50 55 0 0 0 0 0
9436 CIP - Stevens Crk Trail Bike Facilities 0 0 30 0 0 0 0 0
9443 CIP - BolJinger Bike Lane/Calabzas Cr Brd 10 0 246 95 25 0 0 0
9447 CIP - Mary Ave Crosswalk/Parking 3 0 104 0 0 0 0 0
9451 CIP - Curb, Gutter and Sidewalk Repairs 398 500 602 750 750 750 750 750
9450 CIP - Pavement Management 153 750 3,337 1,122 750 750 750 750
9531 CIP - Ramp Meter Signal 280/85 9 0 291 0 0 0 0 0
9532 CIP - 85/Stevens Crk Traffic Signal Modif 0 0 49 0 0 0 0 0
9701 CIP - Sidewalk Gaps Unimproved Areas 0 0 30 0 0 0 0 0
9452 CIP - Rancho Rinconada Street Study 0 100 100 (100) 100 0 0 0
9453 CIP - City Monument Signs 0 50 50 (50) 100 0 0 0
1,524 2,284 5,754 2,559 2,498 2,300 2,328 2,357
HOUSING & COMMUNITY DEVELOPMENT
7401 General Administration 88 83 83 77 80 83 86 89
7402 Rehab Loans & Administration 0 1 1 1 I 1 I 1
7403 Affordable Housing 390 285 285 243 250 250 250 250
7404 Public Service Grants 71 62 62 66 69 71 74 76
7405 Below Market Rate Housing 191 231 258 129 134 139 143 148
740 662 689 516 534 544 554 565
REDEVELOPMENT AGENCY
0100 Transfers to General Fund 0 0 0 275 0 0 0 0
Capital Projects/Affordable Housing Debt 0 0 0 0 500 1,500 2,000 2,000
7304 Cupertino Square Project Area 88 217 217 219 228 236 244 253
88 217 217 494 728 1736 2244 2253
67
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
5301 Principal 1,270 1,295 1,295 1,355 1,415 1,460 1,500 1,545
5301 Interest + Fees 2,263 2,240 2,240 2,183 2,119 2,076 2,032 1,987
3,533 3,535 3,535 3,538 3,534 3,536 3,532 3,532
TRAFFIC IMPACT
5306 Principal 25 25 25 30 30 30 35 0
5306 Interest + Fees 13 11 II 9 7 5 2 0
Close Out to General Fund 0 0 0 0 0 0 0 55
38 36 36 39 37 35 37 55
V ALLCO 1974 ASSESSMENT DISTRICT
5304 District 74-3 Maintenance 0 117 117 0 0 0 0 0
5305 District 74-4 Maintenance 0 3 3 0 0 0 0 0
0 120 120 0 0 0 0 0
68
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
CAPITAL PROJECTS FUND
CAPITAL IMPROVEMENT
9116 San Thomas/Saratoga Creek Trail 2 0 52 0 0 0 0 0
9121 Memorial Park Softball Field Renovation 0 250 250 (230) 0 0 0 0
9122 SterlingIBarnhart Park Acquisition 0 1,000 1,000 0 0 0 0 0
9123 Library Field Renovation 0 100 100 (100) 0 0 0 0
9124 McClellan Ranch Facility Improvements 0 45 45 181 0 0 0 0
9125 Blue Pheasant/Stocklmeir Preservation 0 50 50 0 0 0 0 0
9126 SterlingIBarnhart Park Construction 0 0 50 0 800 0 0 0
9225 City Hall Space Study 15 0 10 0 0 0 0 0
9228 City Hall Council Chamber Remodel 23 0 24 0 0 0 0 0
9229 City Hall Emerg GeneratorlPG&E Upgrd 28 100 382 30 0 0 0 0
9232 Library Improvements & Upgrades 0 120 120 0 0 0 0 0
9233 Community Hall bnprovrn & Upgrades 0 90 90 0 0 0 0 0
9234 Monta Vista Park Bldg HV AC 0 150 150 0 0 0 0 0
9235 Service Center Security Gate 0 50 50 0 0 0 0 0
9236 Sports Ctr Tennis Lighting Design 0 50 50 200 0 0 0 0
9237 Quinlan Center Fountain 0 0 150 90 0 0 0 0
9528 I-280/Wolfe Traffic Safety Improvement 0 0 129 0 0 0 0 0
9530 Phase III Homestead Arterial 0 0 40 0 0 0 0 0
9533 Green LED TIS Lights 0 0 261 0 0 0 0 0
9541 Safe Routes to School - Monta Vista HS 0 0 48 0 0 0 0 0
9544 Safe Routes to School - Cupertino HS 89 0 160 0 0 0 0 0
9545 Traffic Signal Upgrades - Various 1 0 143 0 0 0 0 0
9547 Ped Heads and Signal Battery Backup 4 90 98 (28) 30 0 0 0
9548 Traffic Related Street Walkability Mods 0 0 2 0 0 0 0 0
9549 Safe Routes to School - Garden Gate 0 0 475 0 0 0 0 0
9550 Traffic Signal Battery Power Backup 0 0 200 (100) 50 50 0 0
9551 Lawrence Expwyl Mitty Crossing 0 (75) 0 75 0 0 0 0
9552 Stvns Crk Blvd I 85 On-Ramp & Walk 0 75 75 0 0 0 0 0
9553 Collins Sch Zone Beacons & Lights 0 44 44 0 0 0 0 0
9554 Count Sta. (DeAnza/LazaneolProspect) 0 50 50 0 0 0 0 0
9555 SVITS Extensions (Fa Cable & Boxes) 0 35 35 15 0 0 0 0
9556 Remove Flashing Red L T Arrows 0 60 60 0 0 0 0 0
Library Court Yard Modifications 0 0 0 50 0 0 0 0
9231 Sports Center Upgrade and Pool Demol 0 0 0 500 0 0 0 0
Lawrence & Mitty Park (Saratoga Crk) 0 0 0 0 1,500 0 0 0
DeAnza/McClellan/Pacifica Signal Mod 0 0 0 200 0 0 0 0
Red Light Runner Program 0 0 0 250 250 250 0 0
. Various Trf SignaVIntersection Modif 0 0 0 75 0 0 0 0
0100 Transfer Out to General Fund 0 0 0 330 0 0 0 0
162 2,284 4,393 1,538 2,630 300 0 0
CIVIC CENTER & LIBRARY
9222 CIP-Civic Center & Library 53 0 2 0 0 0 0 0
0100 Transfers Out 40 0 0 0 0 0 0 0
93 0 2 0 0 0 0 0
9313 CALI MILL PLAZA 3 0 0 0 0 0 0 0
9112 STEVENS CREEK CORRIDOR PARK 275 500 4,222 6,727 1,000 0 500 0
9449 MARY AVE. BICYCLE FOOTBRIDGE 1,438 388 8,165 0 0 0 0 0
69
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
ENTERPRISE FUNDS
RESOURCERECOVERY
8003 Programs 2,101 2,730 2,798 2,708 2,819 2,917 3,019 3,125
01 00 Transfers to General Fund 500 500 500 500 0 0 0 0
2,601 3,230 3,298 3,208 2,819 2,917 3,019 3,125
BLACKBERRY FARM
6600 Administration (I) 143 132 132 0 0 0 0 0
6620 Park (1) 670 610 649 0 0 0 0 0
6640/6440 Golf Course 459 458 498 567 595 607 625 644
6660 Blue Pheasant Restaurant (1) 8 14 14 0 0 0 0 0
6680 Retreat Center (I) 23 28 28 0 0 0 0 0
(1) to General Fund 2007-08 1,303 1,242 1,321 567 595 607 625 644
SPORTS CENTER
0100 Transfer to General Fund 100 0 0 0 0 0 0 0
6450 Sports and Physical 1,205 1,257 1,257 1,541 1,604 1,660 1,718 1,778
8510 Maintenance 186 202 224 216 225 233 241 249
9230 CIP - Tennis Court Resurfacing 0 0 III 0 0 0 0 0
9231 CIP - Pool House ADA Upgrade 57 0 0 0 0 0 0 0
1,548 1,459 1,592 1,757 1,829 1,893 1,959 2,028
RECREATION PROGRAMS
6249 Cultural Programs 350 373 373 0 0 0 0 0
6349 Youth and Teen Services 635 707 707 1,116 1,162 1,202 1,245 1,288
6449 Sports and Physical 732 890 910 905 942 975 1,009 1,045
6649 Nature Program 12 17 17 0 0 0 0 0
9121 CIP Memorial Pk Softball Field Renov 0 0 0 230 0 0 0 0
9123 CIP Library Field Renovation 0 0 0 100 0 0 0 0
91xx CIP Sports Center Soundwall Replacemnt 0 0 0 0 350 0 0 0
0100 Transfer to General Fund 200 0 0 0 0 0 0 0
1,929 1,987 2,007 2,351 2,454 2,178 2,254 2,333
SENIOR CENTER (2)
6549 Programs 589 568 568 0 0 0 0 0
0100 Transfer to General Fund 0 0 0 125 0 0 0 0
(2) To General Fund in 2007-08 589 568 568 125 0 0 0 0
70
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST (in thousands)
2005-06 2006-07 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
4800 Operations 766 821 841 910 947 979 1,014 1,049
9800 Equipment Acquisition 116 300 585 302 300 300 300 300
882 1,121 1,426 1,212 1,247 1,279 1,314 1,349
WORKERS' COMPENSATION
4550 Claims 461 290 290 279 291 301 312 322
EQUIPMENT
8840 Equipment Maintenance 859 841 842 899 936 969 1,003 1,038
9820 Equipment Acquisition 0 298 323 349 175 175 175 175
859 1,139 1,165 1,248 1,111 1,144 1,178 1,213
LONG TERM DISABILITY
4570 Claims 41 44 44 48 50 52 54 56
RETIREE MEDICAL
4512 Retiree Medical Pay-As-You-Go 538 650 650 683 862 955 1,054 1,159
TOTAL EXPENDITURES 54,974 62,151 83,153 74,760 66,815 62,500 65,005 66,248
TOTAL REVENUES 62,193 59,484 77,198 70,583 65,762 65,838 67,182 67,790
71
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
CITY COUNCIL
1000 CITY COUNCIL 171,886 183,797 219,835 227,152
171,886 183,797 219,835 227,152
COMMISSIONS
1031 TECHNOLOGY, INFORMATION
& COMMUNICATIONS COMMISSION 8,950 60,853 13,059 17,953
1040 LIBRARY 306 309 4,758 4,589
1042 FINE ARTS 11,193 12,335 16,503 14,561
1050 PUBLIC SAFETY 0 0 4,769 4,600
1055 BICYCLE AND PEDESTRIAN 0 0 4,769 4,600
1060 PARKS AND RECREATION 8,416 8,731 10,353 9,640
1065 TEEN 12,853 12,678 15,208 16,648
1067 SENIOR 244 0 2,664 2,502
1070 PLANNING 12,966 24,852 96,615 96,464
1075 HOUSING 199 13 6,619 6,482
55,127 119,771 175,317 178,039
TOTAL 227,013 303,568 395,152 405,191
73
ADMINISTRA TION
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Proposed
1200 CITY MANAGER 308,229 334,279 350,050 409,359
1201 COMMUNITY OUTREACH 49,587 46,454 57,222 72,867
1300 CITY MANAGER DISCRETIONARY FUND 4,148 23,050 20,000 50,000
1500 LEGAL SERVICES 523,518 529,040 524,309 550,351
TOTAL 885,482 932,823 951,581 1,082,577
74
PUBLIC INFORMATION
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
3300 COMMUNITY RELA nONS 178,037 209,569 184,153 306,203
3400 CUPERTINO SCENE 99,827 106,459 104,736 122,563
3500 GOVERNMENT CHANNEL 324,167 356,885 460,466 495,254
3501 GOVERNMENT CHANNEL-SPCIAL PROJ 47,146 53,697 48,695 122,263
3502 PUBLIC ACCESS SUPPORT 49,603 0 51,500 54,000
3600 CITY WEBSITE 109,136 126,875 137,257 153,394
TOTAL 807,916 853,485 986,807 1,253,677
75
LAW ENFORCEMENT
21 00 LAW ENFORCEMENT
2401 COPS GRANT
TOTAL
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
6,144,695 6,396,074 7,148,593 7,745,455
100,000 100,000 120,000 120,000
6,244,695 6,496,074 7,268,593 7,865,455
76
ADMINISTRATIVE SERVICES
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Proposed
ADMINISTRATIVE SERVICES
4000 ADMINISTRATION 289,273 316,879 328,623 341,901
4010 COMMUNITY LEADERSHIP ACADEMY 0 0 21,500 12,500
4040 LIBRARY EXTRA HOURS 0 0 120,000 240,000
4600 NEIGHBORHOOD WATCH 0 25,578 33,750 37,750
289,273 342,457 503,873 632,151
FINANCE
4100 ACCOUNTING 607,721 647,638 737,920 677,131
4200 BUSINESS LICENSING 39,339 40,821 42,225 42,071
647,060 688,459 780,145 719,202
CITY CLERK
4300 CITY CLERK 458,365 461,700 508,887 453,547
4310 DUPLICATING AND MAIL SERVICE 162,894 142,187 211,183 208,244
4330 ELECTIONS 59,379 262,862 215,000 305,300
680,638 866,749 935,070 967,091
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS 144,175 85,958 87,240 92,700
144,175 85,958 87,240 92,700
HUMAN RESOURCES
4510 HUMAN RESOURCES/LITIGATION 426,407 483,352 548,547 629,780
4512 RETIREE MEDICAL LIABILITY 536,000 538,466 650,000 682,500
4540 INSURANCE ADMINISTRATION 817,870 1,027,584 909,714 908,175
1,780,277 2,049,402 2,108,261 2,220,455
CODE ENFORCEMENT
4530 CODE ENFORCEMENT 501,522 572,377 642,673 760,061
501,522 572,377 642,673 760,061
18
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
INFORMATION TECHNOLOGY Actual Actual Adopted Proposed
4800 INFORMATION TECHNOLOGY 675,115 765,693 821,058 909,883
9800 EQUIPMENT ACQUISITION 189,136 116,000 300,000 . 302,000
864,251 881,693 1,121,058 1,211 ,883
TOTAL 4,907,196 5,487,095 6,178,320 6,603,543
79
PARKS AND RECREATION
Expenditures by Division
2004-05 2005-06 2006-07 2007 -08
Actual Actual Adopted Proposed
PARKS AND RECREATION
6100 ADMINISTRATION 236,005 264,751 284,038 461,074
236,005 264,751 284,038 461,074
F ACILITIES/P ARKSIBLACKBERRY F ARM/
COMMUNITY EVENTS
6200 QUINLAN c.c., CULTURALlSUPRVSN 444,260 469,049 460,159 502,122
6220 BLACKBERRY FARM PARK 734,804 670,293 610,450 218,011
6230 COMMUNITY HALL 3,537 5,130 27,024 30,110
6248 CULTURAL PROGRAMS 78,720 77,632 168,250 172,727
6265 QUINLAN COMMUNITY CENTER 581,538 644,032 671,684 393,858
1,842,859 1,866,136 1,937,567 1,316,828
YOUTH & TEEN PROGRAMS/
MC CLELLAN RANCH PARK
6300 YOUTH, TEEN, M.V. REC. CNTRlSUPVR 21 0,~73 221,738 277,701 298,484
6342 YOUTH PROGRAMS 33,225 34,607 39,555 42,225
6343 TEEN PROGRAMS 9,538 8,303 12,500 7,610
6344 TEEN CENTER 55,081 50,547 68,540 63,120
6347 NATURE PROGRAMS 81,205 86,675 103,109 101,176
6349 RECREATION PROGRAMS 599,762 635,335 707,174 1,116,001
989,084 1,037,205 1,208,579 1,628,616
SPORTS & FITNESSIBLACKBERRY FARM
GOLF COURSE/MONT A VISTA REC/
CREEKSIDE PARK BUILDING
6400 PHYSICAL RECREATION/SUPERVISION 217,143 231,745 237,276 256,063
6440 BLACKBERRY FARM GOLF 443,196 458,859 458,068 566,993
6445 CREEKSIDE PARK PROGRAMS 6,175 6,018 8,500 8,500
6449 RECREATION PROGRAMS 753,038 732,074 889,656 905,222
6450 CUPERTINO SPORTS CENTER 1,208,490 1,205,173 1,256,408 1,540,819
6460 MONTA VISTA RECREATION CENTER 5,731 4,714 13,200 12,550
2,633,773 2,638,583 2,863,108 3,290,147
80
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
SENIOR CENTER PROGRAMS/STEVENS
CREEK TRAIL/BLUE PHEASANT
6500 SENIOR ADULT PROGRAMS 464,106 509,893 528,423 532,427
6529 SENIOR CENTER CASE MANAGER 3 1 ,464 49,948 52,220 70,076
6549 RECREATION PROGRAMS 438,440 588,819 568,314 670,553
6660 BLUE PHEASANT RESTAURANT 11,334 7,505 13.,500 13,500
945,344 1,156,165 1,162,457 1,286,556
BLACKBERRY FARM/
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMINISTRATION 132,122 143,352 131,731 0
6680 BLACKBERRY FARM RETREAT CENTER 17,006 22,845 28,574 0
149,128 166,197 160,305 0
TOTAL 6,796,193 7,129,037 7,616,054 7,983,221
81
COMMUNITY DEVELOPMENT
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
PLANNING
7200 PLANNING ADMINISTRATION 206,193 209,148 285,124 211,184
206,193 209,148 285,124 211,184
CURRENT PLANNING
7301 CURRENT PLANNING 558,078 692,041 757,254 898,813
7302 MID AND LONG RANGE PLANNING 230,906 259,778 272,586 415,936
7304 V ALLCO REDEVELOPMENT 62,000 88,162 217,438 219,000
7305 ANNEXATIONS 0 0 12,000 10,000
7306 ECONOMIC DEVELOPMENT 3,432 0 105,058 130,381
7307 NORTH V ALLCO STUDY 0 0 100,000 0
854,416 1,039,981 1,464,336 1,674,130
HOUSING SERVICES
7401 CDBG GENERAL ADMINISTRATION 85,386 88,458 83,127 77,170
7402 REHAB LOAN ADMINISTRATION 61,857 0 500 500
7403 AFFORDABLE HOUSING 45,000 389,967 285,392 243,404
7404 PUBLIC SERVICE GRANTS 71,848 70,564 62,116 66,024
7405 BMR HOUSING 290,046 191,379 23 1 ,3 15 128,638
7406 HUMAN SERVICE GRANTS 39,582 39,790 42,000 40,092
593,719 780,158 704,450 555,828
BUILDING
7501 GENERAL BUILDING 351,590 483,573 661,986 688,646
7502 CONSTRUCTION PLAN CHECKING 853,430 1,502,761 717,873 725,631
7503 BUILDING CODE ENFORCEMENT 433,038 434,972 654,708 668,189
7504 BUILDING ABATEMENTS 291 17,425 25,000 25,000
1,638,349 2,438,731 2,059,567 2,107,466
TOTAL 3,292,677 4,468,018 4,513,477 4,548,608
82
PUBLIC WORKS
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
ADMINISTRATION
8001 PUBLIC WORKS ADMINISTRATION 426,180 492,995 487,546 510,286
8003 RESOURCE RECOVERY 2,927,059 2,101,198 2,730,395 2,707,652
8004 NON POINT SOURCE 332,856 379,048 390,351 410,749
3,686,095 2,973,241 3,608,292 3,628,687
ENVIRONMENTAL PROGRAMS
8005 ENVIRONMENTAL MANAGEMENT 145,434 143,661 139,855 144,057
145,434 143,661 139,855 144,057
ENGINEERING SERVICES
8101 ENGINEERING DESIGN 599,604 637,984 735,963 826,313
8102 INSPECTION SERVICE 118,591 127,066 129,942 133,964
718,195 765,050 865,905 960,277
SERVICE CENTER
8201 ADMINISTRATION 826,999 853,997 857,087 854,778
826,999 853,997 857,087 854,778
GROUNDS
8302 MCCLELLAN RANCH PARK 38,393 39,481 43,610 44,551
8303 MEMORIAL PARK 474,625 527,563 558,483 298,306
8304 CITY CENTER PARK 25,776 -112 0 0
8312 SCHOOL SITE MAINTENANCE 431,352 469,349 543,543 654,619
8314 NEIGHBORHOOD PARKS 653,859 840,081 941,989 924,621
8315 SPORTS FIELD lOLL YMAN/CREEKSIDE 320,445 405,880 472,184 386,601
8321 CIVIC CENTER MAINTENANCE 111,688 125,577 164,694 143,149
2,056,138 2,407,819 2,724,503 2,451,847
83
STREETS
8402 STREET CLEANING
8403 SIDEWALK CURB AND GUTTER
8404 STREET PAVEMENT MAINTENANCE
8405 STREET SIGNS MARKINGS
8406 GRAFFITI REMOVAL
8407 OVERPASSES AND MEDIANS
8408 STREET TREE MAINTENANCE
8409 ELMWOOD PROGRAM
FACILITIES
8501 BUILDING MAINTENANCE CITY HALL
8502 LIBRARY
8503 SERVICE CENTER
8504 QUINLAN COMMUNITY CENTER
8505 SENIOR CENTER
8506 MC CLELLAN RANCH
8507 MONT A VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
8512 COMMUNITY HALL MAINTENANCE
8513 TEEN CENTER BLDG MAINTENANCE
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAINTENANCE
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
84,171 73,290 59,114 87,181
498,102 275,888 159,476 157,459
263,941 233,640 262,170 197,557
405,614 389,416 412,568 387,341
38,551 49,768 54,138 55,293
573,897 603,898 763,220 679,436
448,725 524,004 564,065 820,579
215,099 248,124 291,383 302,755
2,528,100 2,398,028 2,566,134 2,687,601
398,517 386,077 514,987 525,040
215,926 212,972 206,378 221,943
223,773 262,086 298,839 268,886
311 ,665 318,662 366,215 334,267
150,335 133,333 162,717 170,008
41,580 47,632 59,029 64,690
91,258 90,475 97,405 122,196
16,050 24,800 25,156 37,672
25,802 23,666 30,302 49,830
205,917 186,396 202,098 215,922
60,150 48,473 57,385 621912
38,261 121,580 154,268 126,945
23,806 22,915 27,126 27,357
1,803,040 1,879,067 2,201,905 2,227,668
248,443 274,704 453,665 489,713
317,544 379,544 412,710 455,269
565,987 654,248 866,375 944,982
84
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
GENERAL SERVICES
8830 STREET LIGHTING 192,271 429,368 436,392 485,826
8840 EQUIPMENT MAINTENANCE 808,837 859,440 841,509 899,474
1,001,108 1,288,808 1,277,901 1,385,300
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION 140,324 27,626 298,000 349,000
140,324 27,626 298,000 349,000
TOTAL 13,471,420 13,391,545 15,405,957 15,634,197
85
NON-DEPARTMENTAL
Expenditures by Division
2004-05 2005-06 2006-07 2007-08
Actual Actual Adopted Proposed
INTERFUND TRANSFERS
0100 OPERATING TRANSFER OUT
GENERAL FUND 8,742,000 7,917,000 9,215,000 14,448,000
PARK DEDICATION FUND 1,761,000 657,000 500,000 0
RECREATION PROGRAMS 888,000 200,000 0 0
SPORTS CENTER 0 100,000 0 0
CAP IT AL IMPROVEMENT 41,000 0 0 330,000
STORM DRAIN FUND 0 0 0 95,000
REDEVELOPMENT AGENCY 0 0 0 275,000
SENIOR CENTER 0 0 0 125,000
RESOURCE RECOVERY 500,000 500,000 500,000 500,000
11,932,000 9,374,000 10,215,000 15,773,000
DEBT SERVICE
5301 FACILITIES CORPORATION 3,534,526 3,532,913 3,534,588 3,538,063
5306 TRAFFIC IMP ACT 34,925 38,237 36,363 39,000
5304 V ALLCO ASSESSMENT DISTRICT 0 0 120,000 0
3,569,451 3,571,150 3,690,951 3,577,063
TOTAL 15,501,451 12,945,150 13,905,951 19,350,063
86
Five Year
Capital
Improvements
Program
Fiscal Years 2007-08 to 2011-12
87
Proposed Five Year Capital Improvement Program
Current
Fund Description 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
9100 Parks
420-9121 Memorial Park Softball Field Renovation 20,000 230,000
420-9122 Sterling Barnhart Park Acquisition 1,000,000
420-9123 Library Field Renovation 100,000
420-9114 McClellan Ranch Facility Improvements 226,000
420-9125 Stocklmeir Property Preservation 35,000 15,000
New Project
420-9126 Sterling Barnhart Park Construction 10,000 40,000 800,000
Sports Center Soundwall Replacement 350,000
Lawrence&Mitty Park (Saratoga Creek) 1,500,000
Total 65,000 1,611,000 2,650,000 0 0 0
9200 Buildings
420-9229 City Hall Emergency Power/Electrical System 40,000 400,000
420-9236 Sports Center Tennis Court Lighting 250,000
420-9232 Library Improvements & Upgrades 20,000 100,000
420-9234 Monta Vista Park Building Replace HV AC System 60,000 90,000
420-9235 Service Center Security Gate 50,000
New Projects
420-9237 Quinlan Center Fountain Replacement 20,000 220,000
Q() Library Court Yard Improvements 50,000
Q()
570-9231 Sports Center Upgrade & Pool Demo 500,000
Total 140,000 1,660,000 0 0 0 0
* EF = Enterprise Fund
9400 Streets .
270-9450 Pavement Management 2,808,000 750,000 750,000 750,000 750,000 750,000
270-9450 Pavement Management - STP Portion 529,000 372,000
270-9451 Curb, Gutter and Sidewalk Repairs 500,000 750,000 750,000 750,000 750,000 750,000
270-9453 City Monument Signs Replacement (4) 100,000
270-9452 Rancho Rinconada Street Study 100,000
Total 3,837,000 1,872,000 1,700,000 1,500,000 1,500,000 1,500,000
Proposed Five Year Capital Improvement Program
Current
Fund Description 2006-07 . 2007 -08 2008-09 2009-10 2010-11 2011-12
9500 Traffic Facilities
270-9435 Neighborhood Traffic Calming Measures 5,000 50,000
420-9549 Safe Routes to School-Garden Gate & Sig. Upgrade 475,000
at Stelling/Greenleaf (Grant Pending)
420-9547 Yellow & Ped Head LED& Traffic Signal 65,000 55,000 30,000
Battery Backup System
420-9547 Countdown Ped Heads 50,000 50,000 50,000
420-9551 Lawrence Exppwy.lMitty Xing (Cupertino Share) 75,000
420-9552 Stevens Cr. Blvd.lSR85 on Ramp x Walk Improv. (HES) 75,000
420-9555 SVITS Extensions (FO Cable & Boxes) 35,000 15,000
420-9556 Remove Traffic Sig. Flashing Red L T Arrows(4 Locations: 60,000
New Projects
DeAnzas Blvd.lMcClellan/Pacifica Signal Modification 200,000
Various Traffic Signal/Intersection Modifications 75,000
Red Light Runner Program 250,000 250,000 250,000
Total 165,000 1,320,000 330,000 300,000 0 0
9700 Storm Drainage
210-9612 Minor Storm Drain Improvements 118,000 75,000 75,000 75,000 75,000 75,000
215-9620 Monta Vista Storm Drainage Syst. 134,000 800,000
215-9612 Master Storm Drain Plan Update 30,000
00 270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge(SCVWD) 90,000 250,000 25,000
\0
Total 342,000 1,155,000 100,000 75,000 75,000 75,000
Major Projects
428-9449 Mary Ave. Bicycle Footbridge 8,165,000
.427-9112 Stevens Creek Corridor Park (Phase I) 1,800,000 9,300,000 1,000,000 500,000
1,800,000 17,465,000 1,000,000 0 500,000 0
Total Capital Improve. Prog. 6,349,000 25,083,000 5,780,000 1,875,000 2,075,000 1,575,000
Total Outside Revenue Share 2,105,000 14,704,358 1,350,000 825,000 825,000 825,000
Net City General Fund Funding 4,244,000 10,378,642 4,430,000 1,050,000 1,250,000 750,000
REVENUE
Proposed Five Year Capital Improvement Program
Current
Fund Description Funding Source 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
9100 Parks
420-9124 McClellan Ranch Facility Improvements Land&Water Conservation 81,165
420-9122 Sterling Barnhart Park Acquisition Sale of City Owned Property 1,000,000
Memorial Park Softball Field Renovation Recreation 230,000
Library Field Renovation 100,000
Sports Center Soundwall Replacement 350,000
Total 0 1,411,165 350,000 0 0 0
9400 Streets
270-9450 Pavement Management Safe,Accoountable,Flexible,Efficient Transp. 468,000 330,000
Equity Act, A legacy for users-SAFETEA-LU
City Monument Signs Replacement (2) Developer and Insurance Settlement 50,000
Rancho Rinconada Street Study (VTA Local Streets & County Roads) 100,000
Curb, Gutter and Sidewalk Repairs Gas Tax 500,000 750,000 750,000 750,000 750,000 750,000
Total 968,000 1,080,000 900,000 750,000 750,000 750,000
9500 Traffic Facilities
420-9549 Safe Routes to School-Garden Gate & SR2S 427,500
Sig. Upgrade at Stelling/Greenleaf
420-9552 SCB/SR85 on Ramp x walk Improvements (Hazard Elimination Safety Pgm - Hes Caltrans) 67,500
DeAnzas /McClellan/Pacifica Sig. Mod. Developer 200,000
Total 0 695,000 0 0 0 0
9600 Storm Drainage
210-9612 Minor Storm Drain Improvements Storm Drain Account 47,000 75,000 75,000 75,000 75,000 75,000
215-9620 Monta Vista Storm Drainage Syst. Storm Drain Account 10,000 800,000
215-9612 Master Storm Drain Plan Update Storm Drain Account 30,000
270-9443 Bollinger Bike Lanes/Calabazas Cr. Brdg. Storm Drain Account 95,000 25,000
Total 57,000 1,000,000 100,000 75,000 75,000 75,000
Major Projects
427-9112 Stevens Creek Corridor Park Urban Park Act, Land&Water Conservation, 400,000 2,520,000
Roberti-Z'Berg-Harris, SCVWD FACHE Settlement,
Dept. of Water Resources, SCVWD Collaborative
427-9112 Stevens Creek Corridor Park (EF)* Blackberry Farm Revenue Account 680,000 200,000
427-9112 Stevens Creek Corridor Park Sale of City Owned Property 500,000
270-9449 Mary Avenue Bicycle Footbridge VT A Measure BITFCAlTDA 6,111,000
270-9449 Mary Avenue Bicycle Footbridge City of Sunnyvale 110,000
270-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A - 2003/2004 600,000
270-9449 Mary Avenue Bicycle Footbridge TDA (Non BEP)2004-05:$65,000;2005-06:$38,000 103,000
270-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A - 2005/2006 300,000
270-9447 Mary Avenue Bicycle Footbridge TDA 06/07 42,193
270-9447 Mary Avenue Bicycle Footbridge TDA 07/08 32,000
Total 1,080,000 10,518,193 0 0 0 0
\0
0 TOTAL OUTSIDE REVENUE SHARE 2,105,000 14,704,358 1,350,000 825,000 825,000 825,000
Unfunded Five Year Capital Improvement Program
Current
Fund Description 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
9100 Parks
Rancho Rinconada Park Construction 2,000,000
Stevens Creek Corridor Park (Phase 2) 3,000,000
0 0 0 5,000,000 0 0
9200 Buildings
City Hall Remodel with Seismic/ADA! 3,000,000
Fire Code Upgrades (Essential Building)
0 0 3,000,000 0 0 0
9300 Trails
0 0 0 0 0 0
9500 Traffic Facilities
Memorial Park Sidewalk Enhancements on SCB 150,000
\0 Pedestrian Enhancements on Overpasses 350,000
-
0 0 0 0 0 500,000
9700 Storm Drainage
Bubb/McClellan Storm Sewer Upgrade 750,000 2000000
0 0 0 0 750,000 2,000,000
Total Unfunded Projects 0 0 3,000,000 5,000,000 750,000 2,500,000
SU.M.MARY.... .
. . ... ..".
. . .. . . . . . .
.. . ... ...
. .. .... ....
. .. . '. ,.
.................... ....
$tlMtJlA~Y:()F::flJND.IN.(;::$QlJ~C:E.$::::::::
GF=GENERAL FUND
RC=RECREATION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
SP=SALE OF PROPERTY
TOTALS
SUMI'iIIAIiY:Of::PROGAAI'iIIS::::::::::<:
PARKS
BUILDINGS
STREETS
TRAFFIC FACILITIES
STORM DRAIN
MAJOR PROJECTS
TOTALS
......... O' '7"0' '8'.
:-:.:.:-: . . ...... .
. . . . . . . . . . ::::::< :FIVE::YEAR:PROG:RAM:::::::::::::::<:::
.. . . . . .. . ..:-:-.... '.-:'.-:',':-.'.-:':- ,'. . . ..... . ,", ,',', . . . . -:......-:..-:..... . ...:...:-:-.-:-:..........
::::::::::::::::::::: :06;09.::::::::::::::::::::::::::::::::: U9~1:0:::::::::::::::::::::::: :::::::::: io~i:{:::::::::::::
:>)::<tl.t2 //.:t'i:8+it~:
17,579,335 4,455,000 1,050,000 1,250,000 750,000 25,084,335
530,000 350,000 0 0 0 880,000
847,500 750,000 750,000 750,000 750,000 3,847,500
0 0 0 0 0 0
0 0 0 0 0
1,000,000 75,000 75,000 75,000 75,000 1,300,000
0 0 0 0 0 0
825,000 100,000 0 0 0 925,000
2,601,165 0 0 0 0 2,601,165
200,000 50,000 0 0 0 250,000
0 0 0 0 0
1,500,000 0 0 0 0
25,083,000 5,780,000 1,875,000 2,075,000 1,575,000
1,611,000 2,650,000 0
1,660,000 0 0
1,872,000 1,700,000 1,500,000
1,320,000 330,000 300,000
1,155,000 100,000 75,000
17,465,000 1,000,000 0
--- --
25,083,000 5,780,000 1,875,000
. 500,000
o
1,500,000
o
75,000
o
4,761,000
1,660,000
8,072,000
1,950,000
1,480,000
18,465,00
o
o
1,500,000
o
75,000
o
2,075,000
1,575,000
36,388,00
SUMMA'RY'OF' O' 'ERATING' 'MAlNTENANC'E .. .. .. . ...... . . . .. .... '" .. . . . .. .... . . . . . .
: : : . .' :..::.' "::,,.p. ":.: :: .' .......: .:. :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::
...............".......... ....... ........... ............... ..... ....... ... ...... ..... ..,... ... .............
OM=OPERATING MAINTENANCE
IS
. .
..... ..
........ .
,-. .........
........... ..
o
o
o
o
o
GF=GENERAL FUND
RC=RECREATION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SP=SALE OF PROPERTY
199,835
330,000
2,300,000
350,000
81,165
1,000,000
PARKS TOTAL
1,611,000
2,650,000
SU.MMARY.OF P.ROGRAMS................. .............................................................................. .......
. . . .. . .. .... ..... .................. ..-....... ....... .................. ............. ..,.. ..-."...... .......,....
......:..... ,',:. .:. ::: .....-:::.-::....: ........ ,_...,: :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::'::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::.
MEMORIAL PARK SOFTBALL FIELD RENOVATE.
STERLING BARNHART PARK ACQUISITION
LIBRARY FIELD RENOVATION
MCCLELLAN RANCH FAC. IMPROVEMENTS
. STOCKLMEIR PROPERTY PRESERVATION
STERLING BARNHART PARK CONSTRUCTION
SPORTS CENTER SOUNDWALL REPLACEMENT
LAWRENCE & MITTY PARK (SARATOGA CK.)
230,000
1,000,000
100,000
226,000
15,000
40,000
800,000
350,000
1,500,000
TOTAL
1,611,000
2,650,000
SV!VJMA~~(:QF:()PI::~ T:JN.:G:: I\t1AI~:rE:NAN.:GE::::::: :::::::::::::: :::::::::::::::::: ::::: ::: ::::::::::::::::: ::::::::::::::: :::: ::::::::::::::: :::: ::::::: ::::::: ::::::::::::: ::::::::::::::::::::::::::::::::::::::::
................ .
. . . . .
OM=OPERATING MAINTENANCE
'-0
VJ
:f.>>ARKS:
MEMORIAL PARK SOFTBALL FIELD
RENOVATION 9121
Renovation of existing softball field. This project may need to be deferred to
accommodate the Veterans Memonal Construction.
Project Cost
STERLING BARNHART PARK ACQUISITION 9122
Purchase the existing vacant San Jose Water
parcels located at Stenlng and Barnhart for future
neighborhood park.
Purchase Cost
LIBRARY FIELD RENOVATION 9123
Renovation of existing play field, with Irrigation and turf restoration.
Project Cost
MCCLELLAN RANCH FACILITY IMPROVEMENTS
9124
Reconfigure 4-H facilities and constructlrail from McClellan
parldng lotto 4-H. Demo & reconstruct Blacksmith shop. fencing and
drainage improvements.
land &Water Conservation Grant
Total Project Cost
':f
FIVIS::YISAR PROG:RAM: l:J~fi:{@~M~~tf:
.. .. ....... ... ..... ................. ................... ................... ...:.:.:...1....1...~.:1.....;:.:..::.f.....O...... :r.-..:..t.l..:R....R....c....N....T..:.....p...O.....L:.:l;':A".:R':;;;
::::::::::Q7~QIVfO:::::::: :::::::::::::O~,09::::F:O: ::::::::::::::::::O~10:::Fp: ::::::::::::::::::1~F:1:l:)::P: ~ ~ .VY.... ~~
230,000 RC
1,000,000 SP
100,000 RC
81,165 PG
144,835 GF
226,000
:PARi:($:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: :::::::::::::::::::::::::::f:IVEE::VI;A~::f:'.~9GAAI\II (JNP.ROGRAMM~O::::
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. ::::::::::::::::::OV.:.QtC:FO:::::::::::::::: ::::oa:,:09::::F.b.:::::::::::::::::::::09.~1o.:::F:D::::::::::::::::::::::1o~:1{::fi:i :::::::::::::::::1:'i:12::::F.D:: cURRENfDOLlAR~
STOCKLMEIR PROPERTY PRESERVATION 9125
Various restoration and preservation projects.
Total Project Cost
STERLING BARNHART PARK CONSTRUCTION
Construction of neighborhood Park.
Total Project Cost
SPORTS CENTER SOUNDWALL REPLACEMENT
Wall continues to shift as a result of the 1989 earthquake and adjacent large
pine tree on private property.
Total Project Cost
LAWRENCE & MITTY PARK (Saratoga Creek)
Construct park a the North end of the San Thomas Aquino Saratoga Creek
Trail.
Total Project Cost
\C
Vl
15,000 GF
40,000 GF
800,000 GF
350,000 RC
1,500.000 GF
BUILDINGS. SUM.MARY.................. ............................................ .FIVE.YEAR. PROGRAM....
. .' ......... . . . . . . . . . . . . . . . . . . .... ....... ........ .... ...... ............... ..... . ...,.. WNP.~PGlV\~M~~f: ::
.. . ,.. .. .. .. . ..... ...... .... .... ......-.... ............. ...... ,- ............. ... ... ... ....
.. .. .... . . ..... .............. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..' .... . . .. . . . .
. . ... ..... .. ........ ........... . .......... ...... ...... ...... ,....... .... .... . .. .... . .. .' ....
. .' . . . ...... ............. ..... ,_.... ........................-. ....-.... . .. . .... . . . ....
....-........................... ........ ........ ........... .. ,.. ............ ......... ,-.........- ... .... .......... .... .............................
::::::::::::::::::::::::::::::: :o:1:~oo::::::::::::::::::::::::::::::::: Qfj~Qa::::::::::::::::::::::::::::::::: :Q~i Q:::::::::::::::::::::::::::::::::: :i:04~: :::::::;:::;::::::::::::tH~ QURR~r-;r(oo~l;.A.R$:
SUII/IMARV::OF:FUNPl:NG::souRces:::::::::::::::::::::::::::::: 27::::::::::::::.
GF=GENERAL FUND 1,660,000
RC=RECREA TION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORT A TION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
SC=SPORTS CENTER
--- ----- ------- -_..---------- - ---.........---
BUILDINGS TOTAL 1,660,000 0 0 0 0
SUMMARY .OFPROGRAMS. . . . . . . . . . . . . . . . . .
.. . ....,. ... .... ..............
. .... .... .......... ........
. .... ... . ..................
.. .. ... .. .. ... ....... ........
.............................. ... .......... ................
CITY HALL EMERGENCY POWERlELEC. SYS. 400,000
SPORTS CENTER TENNIS COURT LIGHTING 250,000
LIBRARY IMPROVEMENTS & UPGRADES 100,000
MONTA VISTA PARK BLDG. HVAC REPLACE 90,000
SERVICE CENTER SECURITY GATE 50,000
QUINLAN CENTER FOUNTAIN REPLACEMENT 220,000
LIBRARY COURT YARD MODIFICATIONS 50,000
SPORTS CENTER UPGRADE & POOL DEMO 500,000
-- -...............-- ....-..................----- -...............----- ---...-...-----
TOTAL 1,660,000 0 0 0 0
SUMMARY::OF.:OPERATIN:G..MAINTENANCE::.............:.......:.........................................................:...............:.:.:.......................................:.....:.......:.:.:....
. . .... .. ... . . . . . ....... . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...'
. .... . .. . ..... .', .. . ". ..... . '.' .... .............:..........................................................................................:...:...........:...:.:.......:.:...:.......:.:.:.:.:...:.'.'
OM=OPERATING MAINTENANCE
\0
0'\
.' .., . .. . ~'OG'"
" . .. .......,...............".................... .... .... ............. ..- ......, ........ .. .. .... . ..
~:q~~I?:~:~~~:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: :::\:::::\:::::.::~t~::m:::::::::::::::::::~81~\::JJ.::~:IY:~::~~~~:::::::~::'::::1~~W
CITY HALL EMERGENCY POWER/ELECTRICAL
SYSTEM
Remove the existing emergency generator, at the end of its useful life. from the
City Hall basement and replace It with a new generator mounted on a pad outside.
Also remove the existing out of date and underslzed transformer and replace It
with an efficient and Increased size vaulted transformer In conjunction with an
Increase In electrical service capacity and an upgrade of the main electrical panel.
Project Cost
400,000 GF
SPORTS CENTER TENNIS COURT LIGHTING
Install lighting on sports center tennis courts for night use
and additional revenue. May require transformer replacement (cost unknown).
Project Cost
250,000 GF
LIBRARY IMPROVEMENTS & UPGRADES
Chlldren's Book Area Ughtlng Upgrade
Children's Story Time Area Ughting Upgrade
50,000 GF
50,000 GF
Project Cost
100,000 GF
QUINLAN CENTER FOUNTAIN REPLACEMENT 9237
Damolltion and removal of nonfunctional fountain behind the Quinlan Community
Center, with reconfiguration of the space for community events and private rentals.
Project Cost
220,000 GF
\0
o".J
1)N~~~~~(>::::
::::::::::::::fi:12:>j:;jj: CUAAEN:(OOLlARS
MONTA VISTA PARK BUILDING REPLACE HVAC
SYSTEM
This project would replace exiting HVAC system which Is unusable.
Project Cost
90,000 GF
SERVICE CENTER SECURITY GATE
This project would Install a more secure automatic gate at the Service Center.
Project Cost
50,000 GF
LIBRARY COURT YARD IMPROVEMENTS
Install upgraded landscaping and shade areas In the existing court yerd.
Project Cost
50,000 GF
SPORTS CENTER UPGRADE & POOL DEMO 9231
Removal of the existing pool and bathhouse occupying approximately 7.000 S.F.
of the site. Replace with an all weather multipurpose court for volleyball. badminton,
basketball, etc. and a small prefabricated restroom.
Project Cost
500,000 GF
1.0
OQ
::;:::::::::::::: :;::::: U~~~!j,@l'0.M~i:(::
::::::1:1~1:i fO: CURREriJi::o.oLtARS
. S:~HUU ~R' .. :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::f~YIEA~:I?R'::.:..:..:..:..:~:Nt::::::::::: YN~~Q$~fI,i~~b.:<:
I~J~~:F}\:::\:L.::::::::::::::~:<:r:..U./::-.UUUU:.U:: ::::::::::::::::::::::::::::::: :o:i~08::::::::::::::::::::::::::::::::: 08~09::::::::::::::::::::::::::::::::: :o9:do:::::::::::::::::::::::::::::::::: :1U~:1:1::::: ::: ::::::::: ::1:j~1:2 CURRENT: ooi.iARs:
s.LJJ\II:I\IIA~~( PI=::: F: LJN 1):1""(3:: ~~llJ R..c:.E: $::::::::::
GF=GENERAL FUND 792,000 800,000 750,000 750,000 750,000
RC=RECREA TION FUND
GT=GAS TAX 750,000 750,000 750,000 750,000 750,000
EI=ENVIRONMENT AL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
TG=TRANSPORT A TION GRANT FUND 330,000 100,000
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION 50,000
---- ......---...--....- -- ------
STREETS TOTAL 1,872,000 1,700,000 1,500,000 1,500,000 1,500,000
SUMMARY OF. PROGRAMS. . . . . . . . . . . . . . . . .
.. ., ... . . . . . . . . . . . . . . . .
. . . . -:.;.' . .-:' " .', . . . -:.:-:-:-:.:-:-:-:-:<.:-:-:-:-:-:
...........,... ... ......... .... ..........................
PAVEMENT MANAGEMENT 750,000 750,000 750,000 750,000 750,000
PAVEMENT MANAGEMENT - STP PORTION 372,000
CURB, GUTTER AND SIDEWALK REPAIRS 750,000 750,000 750,000 750,000 750,000
CITY MONUMENT SIGNS REPLACEMENT (4) 100,000
RANCHO RINCONADA STREET STUDY 100,000
TOTAL - -.......--- ------- ---- -----..._...----...
1,872,000 1,700,000 1,500,000 1,500,000 1,500,000
\0
\0
S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . FIVe. YEA.R. .PROGRA.M
. ..... .. .................. .... ............ ........ ..,... .... ,- .... ...... .....".. . . .
. . ....... .. ... ............... ................. . ...... ....... ....... .,.... .... ..-.... . ......- . . .
:~t~73T:::::::::.:::: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: :::::::::::::::::::~i~~~::~b::::::::::::::::::::~J~~~::#b::::::::::::::::::::6~~d::~8::::::::::::::::::::~~;~}::~::::
PAVEMENT MANAGEMENT 9450
Annual City funding of $750,000 (maintenance of effort). Actual PMS
backlog Is $1,540,000. Additional Grant Funding will be sought on an
annual basis for the short fall In the backlog. $330,000 from TEA-21
Project Cost
750,000 GF
PAVEMENT MANAGEMENT - STP PORTION
Funding for pavement maintenance from Safe,
Accountable, Flexible, Efficient Transp. Equity
Act, A legacy for users - SAFETEA-LU.
Grant Share of Project Cost
City Share of Project Cost
Total Project Cost
330,000 TG
42,000 OF
372,000
CURB, GUTTER AND SIDEWALK REPAIRS
9451
These funds are for the repair of curb, gulter and sidewalks
when they meet repair criteria. This Is a Council directed increase
of $250,000 I yr.
Project Cost
750,000 GT
CITY MONUMENT SIGN REPLACEMENT (2)
Replace 2 City monuments signs, one on Foothill Blvd. to be moved
to Stevens Creek Blvd. at Hwy 85 and paid for by Insurance claim.
Replace one on Stevens Creek Blvd. at Tantau, to be paid for by
developers fees.
Developers and Insurance Contribution
City Share of Project Cost
Project Cost
RANCHO RINCONADA STREET STUDY
VT A Local Streets and County Roads money for the neighborhood
street circulation study.
Project Cost
.....
o
o
750,000 GF
750,000 GF
750,000 GT
750,000 GT
50,000 DV
50,000 GF
100,000
100,000 TG
750,000 GF
750,000 GT
:}<:::<:::::: UNPROGAAMMED.:::::
\i~1:~)6 cij~~~Nf66(tj~$:
750,000 GF
750,000 GT
RA. F.FIC. .FAC.JLIT1.ES. .SU.M.M.ARY...... .......... FIVE. YEA. R .PROG.RA.M...
. . ....... .... .. .... ... . ..' .... ... . .. .. ....
.' ...... .. .... ..... ...... ........... .. . . ........
T.:..:..:.:..:::.:::..:.:.::::.:::..:.....:...:.:::..:..:..:.:.::....::.....:.:..:.....: .....:..:.:.....::.:::::::::::::: ::::::::::::::::::::::::::::::: 07:00:::::::::::::::::::::::: :::::::: ~J:~J::::::::::::::::::::::::::::::::: ~~~1:6::::::::::::::::::::::::::::::::: \O~l~
SUMMARY. O.F FU.NDING. SOURceS. . ....... .
.' .' .., ....... ,..
.. . .. . .. ..-.. ..... ,..
. . .... ..... . .. ..... ....
, .. .... .. ......... ..'
... ." .... ... .. ,...... .. ..,...,... ..... ..,........,'
GF=GENERAL FUND
RC=RECREATION FUND
GT=GAS TAX
EI=ENVIRONMENTAL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVEACCOUNT
TG=TRANSPORTATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
527,500
330,000
300,000
97,500
495,000
200,000
STREETS TOTAL
1,320,000
330,000
300,000
mMNCA,R'Y. . o~. .............................
. . .-:r:....:.J.I!IiI... . . ..........................................................
. ..1liI'.....I....~, .............................
NEIGHBORHOOD TRAFFIC CALMING MEASURES
SAFE ROUTES TO SCHOOL-GARDEN GATE & SIG.
YELLOW LED TARFF. SIGNAL&BATTERY BACKUP
COUNTDOWN PED HEADS
LAWRENCE EXPPWY.lMITTY XING - CITY SHARE
STEVENS CR. BL./SR85 RAMP X WALK IMPROV.
SVITS EXTENSIONS (FO CABLE & BOXES)
VARIOUS TRAFFIC SIGNAUINTERSECTION MODS.
DeANZA BL./McCLELLAN SIGNAL MODS.
RED LIGHT RUNNER PROGRAM
50,000
475,000
55,000
50,000
75,000
75,000
15,000
75,000
200,000
250,000
250,000
250,000
30,000
50,000
o
50,000
TOTAL
1,320,000
330,000
300,000
~V~MA~Y::()F.:QP~AATIN~::~AI~fT:E;NANq~::::::::::::::::::
OM=OPERATING MAINTENANCE
......
o
......
ljN~p~FiAMM~Q.:: ::
-:.:.:-:.:-:.:-:-:-:.:f1-:f..; .C. URR. ."'N"f"p. .n:r:':-A:R. .S.
...................... . .". .~ .~. .y.-.0.0.
o
o
o
o
TAAF::FlC::fACl~ITU:~;t::::>>>>>::::::::>::::::::::::::::::: >::::>>:::::::<<<::<:::::>:::::::::<::::::<::J~~JV~?(~R:::I?R()QRAJ'~:::::>::: ..:: ::::::::::: ~~~~Q~~J0M~p'>::
::::::: ::::::::::::::::::: ::::::::::::::: ::::: ::::::::::::::::::::::: ::::::::::::::::::::::: ::::::::::::::::: \ ::::::::: ::::::::: : \::::: ::::: ::::Qi,;Q~ :fP\::::: :::::: :\Q~~Q~::F.ii ::::::::::::: :::: ::o~~1:6::fO:: :::::::::::::::: )~1 i: :~o:::::::::::.... · :11:~1i:pp OVRRgNr: :pollJi.R:$::
NEIGHBORHOOD TRAFFIC CALMING MEASURES
9435
Re-establish fund for neighborhood traffic calming which requires
modifications of the roadway. Certain criteria must be met before funds
are used. Funding as needed during year. This restores the program which
was not funded as a budget savings.
Project Cost
50,000 GT
SAFE ROUTES TO SCHOOL - GARDEN GATE &
SIGNAL UPGRADE AT STELLING/GREENLEAF
9549
Install sidewalks where gaps exist on Stelling Rd., Greenleaf Dr. and
on Ann Arbor Ave. to provide a safe route to Garden School.
Also Includes traffic signal upgrade at Stelling/Greenleaf.
This Is a Grant project yet to be funded.
City Share of Project Cost
Grant Share of Project Cost
Total Project Cost
47,500 GT
427,500 TG
475,000
YELLOW & PED HEAD LED TRAFFIC SIGNAL
UPGRADE 9547
This project would re~amp all of the yellow & ped head Indicators
with light emitting diode or LED in all of the traffic signals. This is the
last two years of the four-year plan for changing all of the Indicators to LED.
Project Cost
55,000 GF
30,000 GF
COUNTDOWN PED HEADS 9547
This project is for the re-Iamplng of existing ped traffic signal
units with LED countdown units throughout the City.
The Countdown feature advises pedestrian lime provided and/or
remaining to cross the street. Currenlly 5 intersections have been completed.
50 Intersections remain to be completed. These funds will complete 20
intersections.
Project Cost
50,000 GF
50,000 GF
50,000 GF
.....
o
N
..................................................................................................... FIVE. YEA.R. .PROGRA.M
IRA.. .FF.IC..FA.C.IL.ITle.S............................................................ .............................................................................. . . .... . ... . . ... . .... ....
. .... . . ................'... ..... ..... .. ........... ..... ......... ............ ..... ..' .
. . .. .- . . ...... ........ ........ ... ....... ..... ,.. ........ ... ...... ...........- . .. ... .... .' .
. .,. ...... .. .... ........ ....... ..... .... .... ". .., ... ....... ....... ............ .. .., .............
. . . . . . . . . . . . . . . . . . . . . . . . . . . - . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
:::::::::::::::::: :oi;os:: :~b:::::::::::::::::::: 08~ri9:: FO::::::::::::::::::: :O~~t6:: FQ:::::::::::::::::::: 16i1 :1:: :i=ri:::::
... ...."..... ..'.... .........."........,.-........'...... ..... ,_.........,...
STEVENS CR. BLVD./SR 85 ON RAMP X WALK
9552
This project would Improve the crosswalks at the Stevens Creek 81. And
SR 85 NB off ramp. this Is part of a Hazard Elimination Safety progrem lhru
Caltrans.
City's Share of Project Cost
Grant Share of Project Cost
Total Project Cost
LAWRENCE EXPPWY./MITTY XING
(CUPERTINO'S SHARE) 9551
City's share of project Identified from the County-wide Expwy. Study
to upgrade the pedestrian Crossing at Milly and Lawrence Expwy.
to connect to the City's recentiy completed San Tomas Aquino-
Saratoga Creek Trail. The majority of the funding will be provided by
the County with a similar share from the City of San Jose.
Project Cost
DeANZA BLVD.JMcCLELLAN SIGNAL MODS.
This project would involve relocating two 55' mast arms and poles from the
near side to the far side of the intersection, and related electrical,
concrete and striping work.
Project Cost
......
o
w
7,500 GF
67,500 TG
75,000
75,000 GF
200,000 DV
~f:4~i;{~~M~Eii::::
:::::1:~~1:~::P~ ~M~i\it~o~i.;j1;~$
tAAfF:fg::F:Ac;IQ1JE.$:::::::::
SVITS EXTENSIONS (FO CABLE & BOXES) 9555
This project would install cable and boxes to connect City traffic
facilities to Regional Intelligent Transportation System. (ITS)
Total Project Cost
VARIOUS TRAFFIC SIGNAUINTERSECTION MODS.
This project would involve minor upgrades to various traffic signals Citywide.
This project would also upgrade 4 existing lighted crosswalks
Project Cost
RED LIGHT RUNNER PROGRAM
A new technology RLC enforcerrent system will be installed at one test
site in 2007~8. The program will use existing sheriffs personnel for
up to three signalized intersections. City will receive approx. 60% of the citation
proceeds; at this point no estirrate has been rrade.
Project Cost
~
o
.J;:o.
........ . IV. E.YS........... O.S.RA.. .M........
.....F .. .. .. AR.PR... ... . ............. .....................
Oi~08:: FD:::::::: :::::::::: :O~O~. :Fr>:.::.:::::::::::::: :~9W,: :~(}:::::::::::.::::::: :tii~~. j:~rJ:::::::: :::::::::::: 1:~j2: :F.O: ~0~~~~~0fJ
15,000 GF
75,000 GF
250,000 GF
250,000 GF
250,000 GF
STORM. DRAIN. SUMMARY. ............ ......................... ................. . FIVE. YEAR. PROGRAM.....
:::::::::::::::::::::::::::::::::::::::;:::::::::;:::::::::::;::::::::::::::::::::::::::::::::::::::::::::::::::::::: .. ................,....'...... ............... . .. . . . ..... ~NP.~Q~~r.;;MeR::::::
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . - . . . . ... . . . .. .. ... . ... . .
.. ....... -........... ....... ............ ..... .... . . .....
.. ............... .......... .......... ..,. .... . . . -" .. ..... ......
.. .......... -,.. ...... .... .............. ..... . .... . . . ......
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . , . . . . . . . . . . . . . . . . . . . . . . . . . . .
:::::::::::::::::::::::::::::::: Q7.~Q8::::::::::::::::::::::::::::::::: :oa:.:oe::::::::::::::::::::::::::::::::: :09~1U::::::::::::::::::::::::::::::::: :1:0~1:j:: ................... .11. .ji CURRENi::b.6i;.i;ARS: :
:-:-:-:':-:-:-:-:':-. .:-.
M . N . . R:.ES
. .. . . .. . . . . . . .
. ARY.OF:FU: .IDING:SO:~1 . C .. ::::;:::::::
GF=GENERAL FUND 155,000 25,000
RC=RECREA TION FUND
GT=GAS TAX
EI=ENVIRONMENT AL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN 1,000,000 75,000 75,000 75,000 75,000
RA=RESERVE ACCOUNT
TG=TRANSPORT ATION GRANT FUND
PG=PARK GRANT
DV=DEVELOPER CONTRIBUTION
-- ----------------- ----------------- ------- ---..---...-
STREETS TOTAL 1,155,000 100,000 75,000 75,000 75,000
SUMMARY.::OF:P.ROGRAMS::::::::::::::::::::::::::::::::::::::::::::::::::
MINOR STORM DRAIN IMPROVEMENTS 75,000 75,000 75,000 75,000 75,000
MONTA VISTA STORM DRAINAGE SYSTEM 800,000
MASTER STROM DRAIN PLAN UPDATE 30,000
BOLLINGER BIKE LANES/CALABAZAS CR. BRIDGE 250,000 25,000
- ----- ------------------ ----------------- -----------
TOTAL 1,155,000 100,000 75,000 75,000 75,000
SUMMARY.::OF:Q:PeRATlNG::MA.INTfNANCJ~:::::::.:. ... .
OM=OPERATING MAINTENANCE
.....
o
VI
STORM-:ORAIN:-:-:.:.:.:.:.:-:.:-:-:.:-:.:.:-:.:-:-:.:.:.:-:.:.:.:-:.:-:.:.:.:. .:-:.:.:.:-:.:.:-:-:-:.:.:.:-:.:-:-:.:.:-:.:.:-:-:.:-:.:-:.:.:-:.:-:-:.:-:-:.:FIVE-:YEAR.:PROGRAM.:.:.:.:.:.:.:-:.:.:.: UNPROG.RAM . El}. .
.. .-: .:. .....: . . ..:- ...-: ......... .:... ::-:::::::-:::::-:-:-:::::::-:::::::-:::::-:::-:::::::-:-:-::::::: <<<<%i.~J~%6):<<<%i.bf~j~{:::<::\j~~{Q::~b::\>:::<:::iQ;~(f.6:::Y://::-:1:~:~1P.O ~0~R~N+:86th~-:
MINOR STROM DRAIN IMPROVEMENTS 9612
Funding for emergency drainage repairs es needed In verlous
locations
Project Cost
MONTA VISTA STORM DRAINAGE SYST.
9620
Instellatlon of storm drainage system In Manta Vista Area.
Unes to be Installed on Orange Avenue and Byrne Avenue.
Design and Construction
MASTER STORM DRAIN PLAN UPDATE
The Master Storm Drain Plan was last updated In 1993, this update
would avaluate the existing system and make recommendations,
including fee updates.
Design and Construction
BOLLINGER BIKE LANES/CALABAZAS CR.
BRIDGE 9443
City's share to widen bridge for bicycle lanes over Calabazas Cr.
at Bollinger Rd. in partnership with Santa Clara Valley Water District.
Project to be managed by SCVWD.
Total Project Cost
.....
o
0'1
75,000 SD
75,000 SD
75,000 SD
75,000 SD
75,000 SO
800,000 SD
30,000 SD
155,000 GF
95,000 SD
250,000
25,000 GF
MAJ:OR::PROJECT$:::::::::::::::::::::: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::F~V~::Y~A~::P~Q<?MM::::::... :\j,~~9~MM~~::::
. ...... .... ...... ............. ,', .... ............ ........................
SUMMARy...................................................
. . ... .... ,-,... .... ... ...... ... ::::::::::::::::: :07~08::::::::::::::::::::::::::::::::: :O8~9::::::::::::::::::::::::::::::::: :ii9~10::::::::::::::::::::::::::::::::: :10~11. :::::: :::::::::::::::::: :1:1~i2 :Cl1R~ENi:: p6~LARS.
. .. .... ...... ..... ... ........
. . ...... .... ...... ......... ...
............ ..... ...........
. . .. ..... ...... ............. ..,
.....,..... ..... '.'. ............... .... ...... ....... ....... ..,...................... ,. ... ...... .... .................-.......... ....... ...........
SUMMARY:OF:::FUNO'NG::SOURces::::::::::::::: ::::::::: .... -:.:- :-:- ::::::::::::::::::::::::::: .:::::.\::::::
GF=GENERAL FUND 14,245,000 1,000,000 500,000
RC=RECREA TION FUND 200,000
GT=GAS TAX
EI=ENVIRONMENT AL IMPACT
PD=PARK DEDICATION
SD=STORM DRAIN
RA=RESERVE ACCOUNT
SC=STEVENS CREEK FUND
TG=TRANSPORTA TION GRANT FUND
PG=PARK GRANT 2,520,000
DV=DEVELOPER CONTRIBUTION
SP=SALE OF PROPERTY 500,000
----------- -- -
MEDIANS AND OVERPASSES TOTAL 17,465,000 1 ,000,000
SOMMARY::OF.::PROGRAMS:::::::::::::::::::::::::::::::::::::::
. . .. .. .. . ..... ... ... ........ .........
STEVENS CREEK CORRIDOR PARK (PHASE 1) 9,300,000 1 ,000,000 500,000
MARY AVE. BICYCLE FOOTBRIDGE 8,165,000
---- ------- - ---
TOTAL 17,465,000 1 ,000,000
$tJ:MMA~Y:QF:::(lP::I:AAT:IN~:""AIN.T:E.NANCe.:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::. ~
OM=OPERATING MAINTENANCE
.....
o
--..J
MAJ.OR.P.ROJECT$............................ ....................................... FIVE. YEAR .PRO.GRAM
......:.: .::::.:..:....:.. :::..:::.:. .:.:::.::..:..:... ::.::..:... ..:::::: ~:::::::::::: :::::::::::::: ::: ::::: ::::::: ::::::::: .[:: .:j:::j. .:j.: ::~;_~j:~::j:::.:.::: ::::::.:6~O~::~~:j:::::: :::: :::::::: (}9~1:0:: :~D. ::::::::::.:: :::.::: :1:ti-i1::: ~p: .:..::::::::::::::: :1:1:~1:2:: :F.p: ~0:~~~ra~:. j
STEVENS CREEK CORRIDOR PARK 9112
Restoration of Stevens Creek, Stevens Creek Blvd. to McClellan Rd
with SCVWD, reduced picnicking from 4,000 to 600, install
multiuse trail through the length of the par1<Jand. construct and
environmental classroom at McClellan Ranch and reconstruct pari<
amenRles and pari< maintenance facilities.
Grant Share of Project Cost
Blackberry Farm Account
Sale of Property
City Share of Project Cost
Total Project Cost
MARY AVE. BICYCLE FOOTBRIDGE 9449
The bridge will be underconstructlon, these funds will be necessary
for items such as special testing, PG&E design and electrical connection,
Pac Bell line relocation, and other cost associated with
the construction and project close out.
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o
00
2,520,000 PG
200,000 RC
500,000 SP
6,080,000 GF
9,300,000
1,000,000 GF
500,000 GF
8,165,000 GF
.u. NFUN. .O.E.D...PRO.J. E.CTS........
. .. . .... .. . .. . . . .
. . . .. .. ... ....
. .. .. .. . .. . ..... . . .
.. . . .... .. . ....
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
PARKS
Rancho Rinconada Park Construction
Stevens Creek Corridor Park (Phase 2)
BUILDINGS
City Hall Remodel with Seismic/ADA
Fire Code Upgrades (Essential Building)
TRAFFIC FACILITIES
Memorial Park Sidewalk Enhancements on SCB
Pedestrian Enhancement on Overpasses
STORM DRAINAGE
Bubb/McClellan Storm Sewer Upgrade
TRAILS
.-
o
\0
............................. .FIVE .YE.. .R. PROG.RA.. M
................................. A... ....
....... ,.,.. ... ............. ,.. .. .. .. ....
-:-:-:-:-:.:-:-:-:-:-:-:-:-:-:-:-:.:-:-:.:-:-:.:-:-:-:-:-:. .-:: ," -:-:. : ..'. ", '-: ',' .' ,'.', '. . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
o.i~o.8:: FP::::::::::::::::::: :oa:;OIJ: fP::::::::::::::::::: :oe:;, 0:: :f;Q: :.::::::::::::::::: :1:Q;t':: FO:::::
2,000,000
3,000,000
3,000,000
750,000
:t, ~t~( fP:
150,000
350,000
2,000,000
New and Carryover Budget Version Proposed Five Year Capital Improvement Program
Current Carryover New Total
Fund Description 2006-07 2007-08 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12
9100 Parks
580-9121 Memorial Park Softball Field Renovation 20,000 230,000 230,000
420-9122 Sterling Bamhart Park Acquisition 1,000,000 1,000,000
580-9123 Library Field Renovation 100,000 100,000
420-9124 McClellan Ranch Facility Improvements 45,000 181,000 226,000
420-9125 Stocklmeir Property Preservation 35,000 15,000 15,000
New Projects
420-9126 Sterling Barnhart Park Construction 10,000 40,000 40,000 800,000
580-91 xx Sports Center Soundwall Replacement 350,000
420-91 xx Lawrence & Mitty Park (Saratoga Creek) 1,500,000
Total 65,000 1,430,000 181,000 1,611,000 2,650,000 0 0 0
9200 Buildings
420-9229 City Hall Emergency Power/Electrical System 40,000 370,000 30,000 400,000
420-9236 Sports Center Tennis Court Lighting 50,000 200,000 250,000
420-9232 Library Improvements & Upgrades 20,000 100,000 100,000
420-9234 Monta Vista Park Building Replace HV AC System 60,000 90,000 90,000
420-9235 Service Center Security Gate 50,000 50,000
- New Projects
- 420-9237 Quinlan Center Fountain Repair 20,000 130,000 90,000 220,000
- Library Court Yard Modifications 50,000 50,000
420-9231 Sports Center Upgrade and Pool Demolition 500,000 500,000
Total 140,000 790,000 870,000 1,660,000 0 0 0 0
9400 Streets
270-9450 Pavement Management 2,808,000 750,000 750,000 750,000 750,000 750,000 750,000
270-9450 Pavement Management - STP Portion 529,000 372,000 372,000
270-9451 Curb, Gutter and Sidewalk Repairs 500,000 750,000 750,000 750,000 750,000 750,000 750,000
270-9453 City Monument Signs Replacement 50,000 (50,000) 0 100,000
270-9452 Rancho Rinconada Street Study 100,000 (100,000) 0 100,000
Total 3,837,000 150,000 1,722,000 1,872,000 1,700,000 1,500,000 1,500,000 1,500,000
Finance Department Reference Sheet
New and Carryover Budget Version Proposed Five Year Capital Improvement Program
Current Carryover New Total
Fund Description 2006-07 2007-08 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12
9500 Traffic Facilities
270-9435 Neighborhood Traffic Calming Measures 5,000 50,000 50,000
420-9549 Safe Routes to School-Garden Gate & Signal Upgrade 475,000 475,000
at Stelling/Greenleaf (Grant Pending)
420- Yellow and Ped Head LED & Traffic Signal Battery
9547/9550 Backup System 65,000 83,000 (28,000) 55,000 30,000
420-9547 Countdown Ped Heads 150,000 (100,000) 50,000 50,000 50,000
420-9551 Lawrence Expwy.lMitty Xing (Cupertino Share) 75,000 75,000
420-9552 Stevens Cr. Blvd/SR85 on Ramp x Walk Improv(HES) 75,000 75,000
420-9555 SVITS Extensions (FO Cable & Boxes) 35,000 15,000 15,000
420-9556 Remove Traffic Sig. Flashing Red L T Arrows(4 Lctns) 60,000
New Projects
420-95xx DeAnzalMcClellan/Pacifica Signal Modification 200,000 200,000
420-95xx Various Traffic Signal/Intersection Modifications 75,000 75,000
420-95xx Red Light Runner Program 250,000 250,000 250,000 250,000
Total 165,000 833,000 487,000 1,320,000 330,000 300,000 0 0
9600 Storm Drainage
210-9612 Minor Storm Drain Improvements 118,000 75,000 75,000 75,000 75,000 75,000 75,000
- 215-9620 Monta Vista Storm Drainage Syst. 134,000 920,000 (120,000) 800,000
-
tv 210-9612 Master Storm Drain Plan Update 30,000 30,000
270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge 90,000 155,000 95,000 250,000 25,000
Total 342,000 1,105,000 50,000 1,155,000 100,000 75,000 75,000 75,000
Major Projects
428-9449 Mary Avenue Bicycle Footbridge 8,165,000 8,165,000
427-9112 Stevens Creek Corridor Park (Phase I & Ii) 1,800,000 2,573,000 6,727,000 9,300,000 1,000,000 500,000
Total 1,800,000 10,738,000 6,727,000 17,465,000 1,000,000 . 0 500,000 0
Total Capital Improvement Program 6,349,000 15,046,000 10,037,000 25,083,000 5,780,000 1,875,000 2,075,000 1,575,000
Total Outside Revenue Share 2,105,000 13,113,193 1,591,165 14,704,358 1,350,000 825,000 825,000 825,000
Net City General Fund Funding 4,244,000 1,932,807 8,445,835 10,378,642 4,430,000 1,050,000 1,250,000 750,000
Finance Department Reference Sheet
REVENUE
New and Carryover Budget Version Proposed Five Year Capital Improvement Program
Current Carryover New Total
Fund Description Funding Source 2006-07 2007-08 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12
9100 Parks
420-9124 McClellan Ranch Facility Improvements Land and Water Conservation 81,165 81,165
420-9122 Sterling Barnhart Park Acquisition Sale of City Owned Property 1,000,000 1,000,000
580-9121 Memorial Park Softball Field Renovation Recreation 230,000 230,000
580-9123 Library Field Renovation Recreation 100,000 100,000
580-91xx Sports Center Soundwall Replacement Recreation 350,000
Total 0 1,000,000 411,165 1,411,165 350,000 0 0 0
9400 Streets
270-9450 Pavement Management Safe, Accountable, Flexible, Efficient Transp 468,000 330,000 330,000
Equity Act, A Legacy for Users (SAFETEA-LU)
270-9453 City Monument Signs Replacement (2) Developer and Insurance Settlement 50,000 (50,000) 0 50,000
270-9452 Rancho Rinconada Street Study (VTA Local Streets & County Roads) 100,000 (100,000) 0 100,000
270-9451 Curb, Gutter and Sidewalk Repairs Gas Tax 500,000 750,000 750,000 750,000 750,000 750,000 750,000
Total 968,000 150,000 930,000 1,080,000 900,000 750,000 750,000 750,000
9500 Traffic Facilities
420-9549 Safe Routes to School-Garden Gate & Signal SR2S 427,500 427,500
Upgrade at Stelling/Greenleaf
420-9552 SCB/SR85 on Ramp x walk Improvements Hazard Elimination Safety Pgm - HES Caltrans 67,500 67,500
DeAnza/McClellan/Pacifica Signal Modification Developer 200,000 200,000
Total 0 495,000 200,000 695,000 0 0 0 0
9600 Storm Drainage
210-9612 Minor Storm Drain Improvements Storm Drain Account 47,000 75,000 75,000 75,000 75,000 75,000 75,000
215-9620 Monta Vista Storm Drainage Syst. Storm Drain Account 10,000 920,000 (120,000) 800,000
210-9612 Master Storm Drain Plan Update Storm Drain Account 30,000 30,000
270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge Storm Drain Account 95,000 95,000 25,000
Total 57,000 950,000 50,000 1,000,000 100,000 75,000 75,000 75,000
Major Projects
427-9112 Stevens Creek Corridor Park Urban Park Act, Land&Water Conservation, 400,000 2,520,000 2,520,000
Roberti-Z'Berg-Harris, SCVWD FACHE Settlement,
Dept. of Water Resources, SCVWD Collaborative
427-9112 Stevens Creek Corridor Park Recreation/Park Ded ication 680,000 200,000 200,000
427-9112 Stevens Creek Corridor Park Sale of City Owned Property 500,000 500,000
428-9449 Mary Avenue Bicycle Footbridge VTA Measure BrrFCAffDA 6,111,000 6,111,000
428-9449 Mary Avenue Bicycle Footbridge City of Sunnyvale (General Fund & TDA) 110,000 110,000
428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BTA - 2003/2004 600,000 600,000
428-9449 Mary Avenue Bicycle Footbridge TDA (Non BEP)2004-05:$65k;2005-06:$38k 103,000 103,000
428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BT A - 2005/2006 300,000 300,000
428-9449 Mary Avenue Bicycle Footbridge TDA 06/07 42,193 42,193
428-9449 Mary Avenue Bicycle Footbridge TDA 07/08 32,000 32,000
Total 1,080,000 10,518,193 o 10,518,193 0 0 0 0
TOTAL OUTSIDE REVENUE SHARE 2,105,000 13,113,193 1,591,165 14,704,358 1,350,000 825,000 825,000 825,000
...... Finance Department Reference Sheet
......
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