CC 05-27-03CUPE INO
City Hall
10300 Torre Avenue
Cupertino, CA 95014-3255
(408) 777-3354
]:AX (408) 777-3333
PUBLIC WORKS DEPARTMENT
Summary
AGENDAITEM
AGENDA DATE May27,2003
SUBJECT AND ISSUE
Authorize additional construction contingency for the contract for 2002 Annual Overlay, Project
No. 2002-04, in the amount of $85,000.00 to cover the installation of handicap ramps.
BACKGROUND
On February 18, 2003, the City awarded the 2002 Annual Overlay project to Top Grade
Construction, and approved a construction contingency of $40,000.00. The federal Americans
with Disabilities Act (ADA) requires installation of handicap ramps where needed on streets that
are being altered, and applies to this project. In order to comply with the ADA requirements, 42
handicap ramps will need to be installed on this project. We are in negotiations with the
contractor for a price to complete this work. However, the original construction contingency of
$40,000.00 will not cover the anticipated cost and also cover any unforeseen work required to
complete the project. Therefore, staff is requesting that an additional contingency amount of
$85,000.00 be approved to allow the work to be done. The existing pavement maintenance
budget account has enough funds to cover this request.
HSCAL IMPACT
This action would require an appropriation from the approved pavement maintenance budget
account no. 270-9450-7014 in the amount of $ 85,000.00.
STAFF RECOMMENDATION
Authorize additional construction contingency for the contract for 2002 Annual Overlay, Project
No. 2002-04, in the amount of $ 85,000.00 to cover the installation of handicap ramps.
Submitted by: Approved for submission:
~ ~ ~r. David W. Knapp
Director of Public Works City Manager
Pti. tod o. t~ocyclod P~p~r I -- I
DRAFT
RESOLUTION NO. 03-097
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
AUTHORIZING AN ADDITIONAL CONTINGENCY AMOUNT OF $85,000 FOR
THE 2002 ANNUAL OVERLAY, PROJECT NO. 2002-04
WHEREAS, on February 18, 2003, the Cupertino City Council awarded the 2002
Annual Overlay to Top Grade Construction and approved a construction contingency of
$40,000.00; and
WHEREAS, the American with Disabilities Act requires installation of handicap
ramps, where needed, on streets being altered and the regulations are applicable to this
project; and
WHEREAS, the amount needed to comply with the American with Disabilities
Act requirements exceeds the formerly approved contingency amount.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of
Cupertino hereby authorizes the an additional contingency in the amount of $85,000 to
complete the installation of handicap ramps on City streets for the 2002 Annual Overlay,
Project No. 2002-04.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 27th day of May 2003, by the following vote:
Vote
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST:
APPROVED:
City Clerk
Mayor, City of Cupertino
of
Cupertino
2003-04
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2003/04
CITY COUNCIL
Michael Chang
Mayor
Sandra James
Vice Mayor
Patrick Kwok
Councilmember
Richard Lowenthal
Councilmember
Dolly Sandoval
Councilmember
DIRECTORY OF CITY OFFICIALS
David W. Knapp - City Manager
Charles T. Kilian - City Attorney
Carol Atwood - Director of Administrative Services
Rick Kitson - Public Information Officer
Steve Piasecki - Director of Community Development
Ralph Qualls- Director of Public Works
Kimberly Smith - City Clerk
Therese Smith - Director of Parks and Recreation
iii
CITY OF CUPERTINO, CALIFORNIA
Fiscal Year 2003/04
COMMISSIONS AND COMMITTEES
AUDIT COMMITTEE
PARKS & RECREATION COMMISSION
Michael Chang
Gillian Enos
Tom Hall
Dolly Sandoval
Rod Brown
Jeanne Bradford
Frank Jelinch
Roger Peng
Kris Wang
HOUSING COMMISSION
TELECOMMUNICATIONS COMMISSION
Julia Abdala
Richard Abdalah
Sarah Hathaway-Feit
Mahesh Nihalani
Frances Seward
Salvatore Algeri
David Eggleston
L. T. Guttadauro
Steven Ting
Ernest Tsui
FINE ARTS COMMISSION
LIBRARY COMMISSION
Nancy Canter
David Kim
Hema Kundargi
Shirley Lin Kinoshita
Janet Mohr
Carl Orr
Rita Young
Sheila Mohan
Janet Riddell
Eno Schmidt
Katherine Stakey
Yuhfen Diana Wu
PUBLIC SAFETY COMMISSION
PLANNING COMMISSION
Barry Chang
Nolan Chen
Emma Darknell
Philippe Dor
Hugh Riddell
Angela Chen
Chuck Corr
Marty Miller
Taghi Saadati
Gilbert Wong
TEEN COMMISSION
ECONOMIC DEVELOPMENT
Princess Castaneda
Akshita Deora
Patty Fang
Erin Gatley
Piyush Goyal
Christopher Haley
Zack Kolev
Alexander Lee
Kenny Lin
Emily Liu
Kevin Schroeder
Danh Trang
Angelica Zen
Carol Atwood
Keith Dias
Jody Hansen
Sandra James
David Knapp
Richard Lowenthal
Orfin Mahoney
Mark McKenna
Steve Piasecki
Ralph Qualls
BICYCLE PEDESTRIAN COMMISSION
Hua Julia Fu
David Greenstein
Robert Levy
Geoffrey Paulsen
Joseph Walton
iv
Municipal Finance Officers
Certificate of Award
Excellence in Operational Budgeting 2002-2003
Presented to
City of Cupertino
This certificate recognizes tile achievement of Excellence in Operational Budgeting and reflects an outstanding budget document
and the underlying budgeting process through which the budget is implemented.
February 24, 2003
~/ I-
Dedicated to Excellence in Municipal Financial Management I ~~/
The California Society of Municipal Finance Officers issues annual awards for outstanding
achievement and contributions to the profession. The City of Cupertino received the award
shown above for its 2002-03 annual operating budget. In bestowing this honor, the Society
acknowledges the City for its outstanding presentation of financial and budgetary data.
Our 2003/04 budget document is intended to meet the Society's high standards and will be
submitted again this year to determine eligibility for another award.
TABLE OF CONTENTS
FISCAL YEAR 2005-04
PAGE
BUDGET STRATEGIES
Mission Statement .................. 7
Financial Values Statements ............... 8
City Council Goals ................. 9
Change in Program Levels ............... 13
BUDGET GUIDE
Elements of the Budget Document ............. 15
Structure of the City's Finances .............. 16
The Annual Budget Process ............... 18
Glossary of Budget Terminology .............. 19
COMMUNITY PROFILE
History of Cupertino ................. 23
Community Economic Profile ............... 24
FINANCIAL AND PERSONNEL SUMMARIES
Budget Summary .................. 31
Revenue and Expenditure Charts .............. 32
Revenue Summary ................. 36
Personnel Summary ................. 47
Five Year Budget Forecast ............... 54
DEPARTMENTAL OPERATING BUDGETS
COUNCIL AND COMMISSIONS
City Council ................... 84
Telecommunications Commission ............. 86
Library Commission ................. 88
Fine Arts Commission 90
Public Safety Commission ............... 92
Parks and Recreation Commission ............. 94
Teen Commission .................. 96
Planning Commission ................ 98
Housing Commission ................. 100
ADMINISTRATION
City Manager ................... 106
Community Outreach ................. 108
Contingencies ................... 110
Legal Services ................... 112
TITLE PAGE .................... i
ORGANIZATION CHART ................ ii
DIRECTORY OF CITY OFFICIALS ............. iii
COMMISSIONS/COMMITTEES .............. iv
EXCEl J .F. NCE IN OPERATIONAL BUDGETING 2002-2003 ...... v
BUDGET MESSAGE ................. 1
PAGE
LAW ENFORCEMENT
Law Enforcement ..................
118
PUBLIC INFORMATION
Community Relations ................. 124
Cupertino Scene .................. 126
Government Channel ................. 128
ADMINISTRATIVE SERVICES
Administration .................. 134
Economic Development ................ 136
Leadership Cupertino ................. 138
Accounting ................... 140
Business Licensing ................. 142
City Clerk .................... 144
Duplicating and Mail Service ............... 146
Elections Services ................. 148
Emergency Preparedness ................ 150
Human Resources .................. 152
Code Enforcement ................. 154
Insurance Administration ................ 156
Information Technology ................ 158
PARKS AND RECREATION
Administration 166
Cultural Programs - Quinlan Community Center .......... 168
Youth and Teen - Monta Vista Recreation Center ......... 170
Sports and Physical Recreation .............. 172
Senior Programs/Senior Center .............. 174
Blackberry Farm - Nature Programs ............. 176
COMMUNITY DEVELOPMENT
Administration .................. 182
Planning .................... 184
Housing Services .................. 186
Building .................... 188
PUBLIC WORKS
Administration .................. 196
Environmental Programs ................ 198
Engineering Services ................. 200
Service Center ................... 202
Grounds .................... 204
Streets ..................... 206
Facilities .................... 208
Transportation ................... 210
General Services .................. 212
Fixed Assets Acquisition ................ 214
PAGE
NON-DEPARTMENTAL OPERATING BUDGETS
Interfund Transfers ................. 220
Debt Service ................... 222
CAPITAL IMPROVEMENTS
Five Year Capital Improvements Program ........... 225
May 13, 2003
To the Citizens of Cupertino, Honorable Mayor and
Members of the City Council
Introduction
This year's budget theme, Building for a Better Tomorrow, was chosen to celebrate the City's
continued emphasis on community through outreach programs, recreational activities,
neighborhood programs and community events. In addition, this year will see the construction of
a new Library, Community Hall and City Center Plaza as well as the renovation of our Sports
Center. We are well known for our high tech environment, our great schools, rich diversity and
the value we place on open space, neighborhood parks and community recreation programs. This
budget year will continue to emphasize these areas and encourage community involvement at
both the citizen and co~porate levels.
Fiscal year 2003/04 will be a very tough budget year because of the economy and because of
State raids on City revenues. The economy declined dramatically in fiscal year 2001/02, as the
recession eroded our sales, transient occupancy and property transfer tax revenues. Revenues
continued to decline in fiscal year 2002/03 with a continued downward adjustment of over $1
million in sales tax, transient occupancy and utility users tax. In addition, paybacks for General
Fund parkland advances and debt service from other funds did not materialize due to the
recession. For this upcoming year, revenue in the General Fund will remain flat. The City has
continually reduced its operating budget to adjust to this downward trend in revenues, but this
fiscal year those reductions will begin to show in reduced service levels. We expect Silicon
Valley to continue to feel recessionary trends at least through the end of this upcoming fiscal
year.
The major challenge this coming year will be continuing services and projects in the midst of a
recession and the threat of new State raids on local revenues. Expenditures will be controlled
through streamlining, automation, and partnerships with community groups and government
agencies. The City has anticipated up to $2 million in state take-away's, however, if additional
revenues are raided or our trends continue to decline, future service levels and workforce
reductions will be necessary to balance the budget.
Printed on Recycled Paper
General Fund Reserve Trends
Historically, the General Fund reserve has been very strong. In 2000, the Council established a
$15 million reserve level enabling the City to respond to economic uncertainties and natural
disasters and to take advantage of capital acquisition opportunities.
In order to maintain current services during the economic downturn and pay for the new Library,
Council approved the temporary use of our capital project reserve. The City's $5 million CIP
reserve will be used to help fund the five-year capital improvement program, primarily for the
new Library. In addition, any General Fund shortfalls occurring for the 2002/03 fiscal year and
beyond, can be funded from our economic uncertainty reserve. The following table shows the
undesignated reserve (in thousands) from 1997-2002 (actual) and 2003-2008 (projected). The
undesignated reserve is the fund balance minus designated funds.
Undesignated Reserves by Fiscal Year
1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
$22,714 $21,062 $21,563 $17,991 $16,619 $9,120 $8,924 $10,175 $11,004 $12,135 $11,271
The following table shows our prior and projected financial position of the City:
FISCAL YEARS
1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08
Revenue 25,544 30,823 31,710 29,405 30,607 29,695 31,269 31,951 33,320 34,751
Expenditures 19,542 20,551 23,172 25,905 26,505 26,369 27,190 28,404 29,467 30,851
Debt Service 4,641 4,672 4,663 4,711 5,930 3,547 3,548 3,548 3,547 3,549
Net 1,361 5,600 3,875 -1,211 -1,828 -221 531 -1 306 351
Employees 132.00 138.00 145.05 154.50 154.50 155.00 155.00 155.00 155.00 155.00
Operating Revenues versus Operating Expenditures
One of the acid tests of a city's ongoing fiscal condition is the extent to which there is sufficient
current revenue to meet current expenses on an operational basis, exclusive of capital and debt
service. We have retained a good position in this area. Department directors and every city
employee have consistently come up with new ways to reduce expenditures and to deliver service
more efficiently.
As shown in the above chart, the recession has affected our financial position for the current and
proposed fiscal years. We will need to keep abreast of changing conditions in California and
proactively react if any of these revenue sources experience an additional downturn. General
Fund revenues in this category include:
Sales Tax - During 2001/02, the City experienced a decline of over 12% in sales tax.
This fiscal year we are projecting another 4% decline and this budget shows sales tax
revenue trends as flat for the upcoming year. Sales tax represents more than a third of the
General Fund revenue and is the major factor in our ability to provide service to our
customers.
Transient Occupancy Tax - This important tax soume has remained flat for the current
fiscal year only because of the addition of a fourth hotel that opened in July, 2002.
Without the Cypress Hotel, this tax revenue would be approximately 19% below the prior
year levels.
Utility Users Tax - Office vacancy rates have gone from 2% to 26% in the past two
years, and rental of office space has declined from $5.50 per square foot to approximately
$2.00 per square foot. This situation has had a direct impact on the City's utility tax,
which is flat for the current year and projected to increase at only 3% for the upcoming
year.
Vehicle License Fees (VLF) - Two years ago, the State of Caiifomia decided to refund
tax dollars to its citizens given the large surplus created by the strong economy.
Unfortunately, the refund was not given from State revenues but from VLF revenues,
which have always been used to provide municipal services. The State promised to
backfill the reduction with the surplus; however, the recession has eliminated this surplus.
Given the magnitude of the current State budget deficit, this revenue source is at risk.
Our operating budget has been reduced for the 2003/04 fiscal year as the City continues to
respond to the effects of the recession. Department reductions were a result of direct cutbacks,
efficiency measures and deferral of maintenance where possible. The proposed budget does not
fund excess hours of operation for the County Library System this year. In addition, there is a
selective hiring freeze in place, and we have eliminated our high school noontime programs,
reduced our mobile skate park program and eliminated conference and meeting expenses.
Further, a draft agreement has been developed with DeAnza College that will save $57,000 of
our previously budgeted $103,000 commitment to the public access channel. Broadcast time for
public access will not be reduced. Supported production time in the studio will be reduced,
however, the production schedule has been specifically designed not to affect Cupertino-based
producers.
Bottom Line
For this next fiscal year, total expenditures will exceed total revenues in the General Fund by
approximately $196,000. This is due to the funding of capital improvement projects. We expect
to generate year-end savings to cover this shortfall.
In spite of budgeted cutbacks, we have been able to maintain policing service levels and have
increased the Sheriff's presence in town by providing 1,400 square feet at Quinlan to
accommodate eight full time employees.
A summary of the 2003/04 General Fund budget follows (in thousands):
Operating Revenues $29,695
Operating Expenditures 26,369
Net Operating Activity 3,326
Non-Operating Activity:
Transfers In from other funds 1,425
Capital Projects/Gas Tax ~ 1,220
Debt Service - 3,547
Technology/Equipment purchases/Other 180
Net Activity for Year $ - 196
The General Fund is a status quo budget. No new programs have been incorporated in the
adopted 2003/04 budget. Worthy General Fund projects that are not reflected in this budget
include:
Excess Library Hours
Expansion of a second School Resource Officer
from January to June 2004
All American City Application
202,000
70,000
250,000
While some or all of these could be paid for out of the economic uncertainty reserve, however,
given the unknowns of the State budget, it would be wise to keep the reserve intact for now.
Key Issues for our Future
Key issues that the City will need to address include:
Tax Base - Cupertino receives approximately 36% of its General Fund revenue from sales
tax. This revenue source will continue to be volatile due to leakage to other retail outlets,
catalog and Intemet shopping and the economic realities of our large technology business
base. The City will need to proactively pursue economic development strategies to attract
and retain revenue providers. Our economic development focus is on revitalizing our
regional mall, and sales incentives.
Technology - The City needs to continue to embrace the efficiencies of technology to
provide information and service to our customers and streamline and automate our
operations.
Master Maintenance Programs Expanding our infrastructure requires ongoing
maintenance and operating costs. The City needs to continue funding an adequate level
of equipment, park infrastructure, community facility and street improvement
maintenance.
State of the Art Infrastructure - The City needs to be proactive in placing state of the art
infrastructure. New technology opportunities have been and will continue to be
proactively pursued. In addition, several key facilities are scheduled to be
constructed/renovated to serve the growing needs of the community.
Expenditure Base - Governments will need to continue to provide for customer needs
with fewer resoumes in the future. Our challenge is to provide quality service at a
reasonable cost by analyzing all delivery options, especially in the wake of growing
inflationary trends.
Partnerships - The enormous success of our coramunity is due in large part to the many
partnerships between schools, businesses, churches, and community and volunteer
organizations. The City will continue to serve as a facilitator of these partnerships.
Conclusion
Cupertino is a fiscally conservative, well-run city. This proposed budget continues in that
tradition through a realistic expenditure program providing our employees with the tools to
perform their jobs in the most efficient and effective manner possible. Our challenge is to
weather a recession now encompassing three fiscal years and the probability of State take away
and County program delegations. Our goal is to continue to maintain the current quality of life
for the citizens of Cupertino and to make Cupertino a place where everyone feels welcome.
In closing, I would like to acknowledge the extra efforts of Carol Atwood, Carol Ferrell, Jennifer
Chang, and Dorothy Steenfott in preparing this year's budget.
Respectively submitted,
avid Knapp 0 t
City Manager
5
City of Cupertino
MISSION STATEMENT
The environment within our City is interdependent upon a partnership of City Employees,
Elected Officials, and the Community. To further this partnership, the City of Cupertino has
agreed upon certain basic values within the framework of the City's policies to better serve the
Community.
· Provide prompt, courteous and equitable service that responds to individual needs.
· Treat each customer and employee with respect, dignity, and sensitivity.
· Support and encourage individual professional growth and innovation to enhance customer
service and employee satisfaction.
· Create a positive, professional environment based upon teamwork.
· As a team, it is our objective to provide the highest level of satisfaction in all programs and
services.
We are proud to be part of the City of Cupertino team and will strive to provide the best service
possible.
7
BUDGET STRATEGIES
FINANCIAL VALUES STATEMENTS
The City of Cupertino adheres to the following guidelines and principles in preparing its budget
and conducting its day-to-day and long-term fiscal affairs.
1. Revenue Levels
· To the extent possible, maximize investment yield while maintaining a high level of
liquidity for the City's anticipated capital costs.
· Identify and recommend sources of revenue necessary to maintain the services desired by
the community and to maintain the City's quality of life.
· Perform ongoing evaluations of existing sources of revenue to maximize the City's
revenue base.
· Recover costs of special services through user fees.
· Allocate all internal service charges to appropriate user departments.
· Ensure that Enterprise activities remain self-supporting in the long term.
2. Expenditure Control
· Maintain operating activities at levels which are offset by revenues.
· Evaluate expenditures at the department and project levels to ensure control.
· Reduce costs and improve productivity through the use of efficiency measures.
· Structure debt refinancing to provide the necessary capital while minimizing future debt
service costs.
3. Long-Term Financial Stability
· Ensure ongoing productivity through employee training and retention programs.
· Pursue consolidation of resources and activities with other agencies and jurisdictions
where beneficial.
· Ensure financial planning flexibility by maintaining adequate fund balances and reserves.
· Provide for major maintenance and repair of City buildings and facilities on a timely
basis.
· Provide for infrastructure asset preservation that maximizes the performance of these
assets at minimum life-cycle costs.
· Continually evaluate and implement long-term financial planning including technology
automation, multiple year capital improvement programs, revenue and expenditure
forecasting.
BUDGET STRATEGIES
CITY COUNCIL GOALS
1. Library and Civic Center
Construction of the new library and civic center is underway
with the estimated completion date of October, 2004.
2. Trails Plan
Work with the County Parks on the transfer of land from the
O'Brien Group and resubmit applications for funding the
construction of trails in Study Area A.
Conclude the public visioning process and draft the master plan
plan for the Stevens Creek Corridor. One of the council goals
for the project is to provide a trail or trails in the corridor to
accommodate a variety of trail users.
Review, annually, the status of the Union Pacific trail to
determine when the corridor may be open to trail development.
3. Youth Issues
Continue to identify a location and funding for a skateboard
park.
Incorporate a teen center in the Cupertino Sports Center
renovation project.
4. Pursue "Downtown" Opportunities
Develop the Crossroads Streetscape Plan in conjunction with
the update of the General Plan.
Work with the Town Center property owners to design a
mixed-use, walkable development that links with the Civic
Center and City Center.
5. Street Safety - Walkable Community
Ensure that "walkable city" concept is present in all City
development/redevelopment projects.
Budget Reference
Pages 226
Pages 226
Pages 170, 226
Page184
Pages 227
9
BUDGET STRATEGIES
CITY COUNCIL GOALS
6. Building Community/Unity
Continue to offer opportunities and programs to address the
needs of our diverse community.
Continue international film and music series.
Hold public forums in other languages for major capital
improvement projects.
Continue to expand the Neighborhood Leader program.
7. Economic Development
Encourage healthy environment for retail growth.
Continue to work with the owners/developers of Vallco to
redevelop the property.
Add revenue enhancement incentive policy component of
review for new development.
Evaluate transit/transportation implications of economic
development strategy.
8. General Plan
Work with the General Plan Task Force to develop the
General Plan preferred alternative.
Adopt the revised General Plan in the first quarter 2004.
9. Public Safety
Review traffic safety issues.
· Safe routes to school program for Cupertino High School,
and Garden Gate Elementary School. Work to begin
Summer, 2003.
· Review traffic safety for pedestrians
Budget Reference
Pages 108, 126, 138,
168,174
Page 136
Page 184
Pages 118,150, 227,240
10
BUDGET STRATEGIES
CITY COUNCIL GOALS
Continue emphasis on Neighborhood Watch and E-Cap
Programs.
Continue emphasis on Emergency Response (ER) and
preparedness.
· Continue expansion of the CERT program
· Offer ER skills to 6 to 12 grade
· Update Emergency Plan
· Develop city evacuation plan
· Ensure ER training for business/schools
· Expand volunteer program
· Develop high school ER training
· Ensure ER training for city staff
10. Affordable Housing
Provide housing opportunities for Cupertino workers.
Implement the 2003 revisions to the BMR manual.
Implement the teacher housing assistance program that was
adopted by the City Council in May 2003.
The CCS 24 unit affordable housing project and office were
completed in May 2003.
11. Annexation
Annex pockets in the Monta Vista neighborhood using island
annexation procedures.
Annex individual contiguous parcels in the Creston
neighborhood when redevelopment occurs.
12. Sports Center Building Strategy
Proceed with construction to renovate the Cupertino Sports
Center. Bids due May, 2003.
Budget Reference
Page 186
Page 184
Page 172, 226
11
BUDGET STRATEGIES
CITY COUNCIL GOALS
Budget Reference
13. Four Seasons Comer and Intersection "Gateway"
Page 226
Construction of park scheduled to begin in July 2003. Gateway
structure and additional parking on Stevens Creek Blvd. will
be pursued by staff after the park is under construction.
14. School Partnerships
Pages 172,186,227,240
Pursue partner opportunities with the throe school districts
including:
· Teacher housing programs
· Gym
· Traffic and parking
15. Senior Issues
Page 174
Explore Senior Commission.
Continue to expand membership and program offerings at
the Senior Center.
16. Internal Improvement
Provide on-going training to enhance the skills of our workforce. Page 150,152,156,158
12
CHANGE IN PROGRAM LEVELS
This year's budget does not fund several existing programs and new programs that were
proposed over the course of this last year. These programs are listed for your information. To
fund any or all of the following would require an appropriation from the Economic Uncertainty
Reserve or a reduction of another budget item.
New Programs - Unfunded
All American City Award
Second School Resoume Officer-
January to June 2004
$250,000
$82,000
Funding Source: General Fund
Funding Source: General Fund
2002/03 Programs - Unfunded
Leadership Cupertino/TLT -
Additional budget amount needed $8,000
Library Excess Hours $202,000
Travel and Conference - citywide $150,000
E-Gov Phase lI $100,000
DeAnza PEG Channel $60,000
Funding Source: General Fund
Funding Source: General Fund
Funding Source: General Fund
Funding Source: General Fund
Funding Source: General Fund
REVENUE PROPOSALS
1. Bill actual cost for hanging of banners over Stevens Creek Boulevard.
2. Implementation of a Transportation Permit for oversized vehicles.
13
BUDGET GUIDE
The budget is the City's fundamental policy document. It describes the City's goals and details
how resources are allocated to achieve these goals. In addition, the budget serves as the annual
financial plan, an operations guide and a communications tool.
The budget guide provides an overview of the elements of the budget document. It describes the
structure of the City's finances and the annual budget process and includes a glossary of budget
terminology.
ELEMENTS OF THE BUDGET DOCUMENT
The budget document includes the following key elements:
Budget Message: The Budget Message is the City Manager's transmittal letter submitting
the budget to the City Council. The Budget Message summarizes the City's current and long-
term financial position, highlights new programs and organizational changes addressed in the
budget and outlines both short and long-term goals of our city government.
Budget Strategies: The Budget Strategies section includes the City's mission statement, the
Financial Values of the City and identified City Council goals for the fiscal year. The 2003-
04 operating budget addresses the implementation of these goals and explores various
revenue enhancements and cost reduction measures.
Financial Summaries: The Financial Summaries section provides financial information on
projected revenues, expenditures, fund balances and reserves. This section includes the
Budget Summary of Funds as well as detailed fund descriptions and information on all
revenue sources and expenditure projections.
In addition to 2003/04 information, this section includes fund balance trends and detailed
revenues and expenditures projections for the next five years.
Departmental Operating Budgets: The Departmental Operating Budgets section details
historical and proposed expenditures by operating department. The City is organized into
eight key operating functions, including the Administration, Law Enforcement, Public
Information, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each department budget includes a summary narrative, financial information
regarding the department and each of its major divisions and personnel information.
15
BUDGET GUIDE
Departmental expenditures are divided into five categories, which include the following charges:
Employee Compensation represents permanent full-time and part-time salary costs, overtime,
PERS retirement, health insurance costs, and other benefits.
Materials represents items purchased for repair and maintenance, operational activities such
as books, uniforms and recreation supplies, and office supplies.
Contract Services represents legal, consulting and other professional services, contract repair
and maintenance, utility charges, training and memberships, equipment rentals, insurance and
employment services.
Capital Outlay represents expenditures for tangible fixed assets including land, buildings,
furniture, equipment and City vehicles.
Debt Service/Other represents principal and interest payments on outstanding debt and
interfund transfers.
Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section
details historical and proposed expenditures for the functions of interfund transfers and debt
service.
Capital Improvements: The Capital Improvements section details the proposed capital
projects for 2003-04 through 2007-08. These projects are organized into six categories:
Parks, Buildings, Medians and Overpasses, Streets, Traffic and Storm. The five-year budget
denotes funding sources and a description of each project.
The City Council approves funding of the Capital Improvements on a yearly basis.
STRUCTURE OF THE CITY'S FINANCES
The City's finances are structured in a variety of funds that are the basic accounting and reporting
entities in governmental accounting. The funds that comprise the 2003-04 budget are grouped
into two major categories, Governmental Funds and Proprietary Funds. The purpose of each of
the various funds within these two categories is described below:
16
BUDGET GUIDE
GOVERNMENTALFUNDS
Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant
Funds. They are accounted for under the modified accrual basis of accounting.
Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is
the primary operating fund for governmental services, funding traditional tax-supported activities
such as law enforcement and community development. The Capital Improvements Fund is
utilized for the acquisition or construction of major capital facilities.
Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental
Management and Leadership Cupertino funds. The use of Special Revenue Fund resources is
legally restricted for specific purposes.
Federal Grant Funds include the Federal Housing and Community Development Block Grant
programs. The Community Development Block Grant is a federally funded program for housing
assistance and public improvements.
PROPRIETARY FUNDS
Proprietary Funds include Enterprise Funds and Internal Service Funds. They are accounted for
under the full accrual basis of accounting.
Enterprise Funds, including the Water, Resource Recovery, Sports Center, Blackberry Farm,
Recreation and Senior Center funds, are used to account for operations that are self-supporting
with user fees covering expenditures.
Internal Service Funds include the Workers Compensation, Management Information Services,
Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise
Funds, except that fees are charged to user City departments to cover the costs of services
provided by the activity.
COST ACCOUNTING
By using this financial technique, the City is able to assess the true cost of providing a service
and benefits. The Internal Service Funds and Enterprise Funds capture the full cost of a
program's activities. Internal users of information management, fleet and equipment, and
insurance are assessed rental rates through their programs for the use and eventual replacement of
such services and equipment. Employee benefits such as leave usage, retirement and insurances
are also recovered as revenue of the funds by charging the programs that use personnel services.
17
BUDGET GUIDE
THE ANNUAL BUDGET PROCESS
The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. The budget process
is an ongoing process that includes the phases of development, proposal, adoption, and
monitoring.
The budget development phase begins in February with the preparation of budget instructions
and goal setting sessions by the City Council and City Manager. During March, departments
prepare the budgets for which they are responsible. These proposed department budgets are
reviewed by the Finance Division and compared to current and prior year trends. The City
Manager then reviews the proposals with the City Treasurer and departmental staff and makes
final adjustments. The proposed budget is then submitted to the City Council in May.
During the months of May and June the Council considers the budget proposals at a series of
City Council Work Sessions and meetings. At this time, the Council hears from Boards,
Commissions and community groups regarding budget requests and recommendations. Prior to
June 30, the City Council holds public hearing(s) on the budget and then adopts the final budget
by resolution. The adopted budget takes effect on July 1, the first day of the new fiscal year.
After the budget is adopted, the City enters the budget monitoring phase. Throughout the year,
expenditures are monitored by the Finance Division staff and department managers to ensure that
funds are used in an approved manner. Adjustments to expenditures within or between
departmental budgets are accomplished on an as-needed basis administratively throughout the
year. City Council approval is required for additional appropriations from fund balances or for
new revenue sources.
18
BUDGET GUIDE
GLOSSARY OF BUDGET TERMINOLOGY
The City's budget contains specialized and technical terminology that is unique to public finance
and budgeting. To help the reader understand the terms, a glossary of budgetary terminology has
been included in the document.
Adopted Budget - Revenues and appropriations approved by the City Council in June for the
following fiscal year.
Allocated Costs - An expense charged by one department/division to another for services
performed or expenditures of a general nature that are charged to one main account and allocated to
other departments/divisions by a specified formula.
Appropriation - An authorization made by the City Council that permits the City to incur
obligations and to make expenditures of resources.
Budget - A financial plan for a specific period of time (fiscal year) that matches all planned
revenues and expenditures with various municipal services.
Budget Amendment - A legal procedure utilized by the City Manager to revise a budget
appropriation, Adjustments to expenditures within or between departmental budgets may be
accomplished administratively. City Council approval is required for additional appropriations
from fund balance or new revenue sources.
Capital Improvement Program - A plan for capital expenditures to provide for the acquisition,
expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed
period of several future years.
Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets.
Cost Recovery - The establishment of user fees that is equal to the full cost of providing services.
Department - A major administrative segment of the City that indicates overall management
responsibility for an operation or a group of related operations within a functional area.
Division - A unit of organization that reports to a department.
19
BUDGET GUIDE
Enterprise Fund - A fund established to account for activities that are financed and operated in a
manner similar to private business enterprises, in which costs of providing services are fully
recovered through user fees.
Estimated Budget - The status of appropriations between July 1 and June 30. Includes the adopted
budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between
objects, divisions and departments.
Expenditure - Utilization of fund resources. Expenditures include operating expenses, debt
service and capital outlays.
Expenditure Category - A basis for distinguishing types of expenditures. The major expenditure
categories used by the City are: employee compensation, materials, contract services, capital outlay
and debt service.
Fiscal Year - A twelve-month time period signifying the beginning and ending period for recording
financial transactions. The City has specified July 1 through June 30 for its fiscal year.
Fund - A fiscal and accounting entity for which the recording of financial transactions is made for
the purpose of carrying on specific activities in accordance with the requirements placed upon the
use of financial resources.
Fund Balance - The net effect of assets less liabilities at any given point in time.
General Fund - The fund used to account for the major operating revenues and expenditures of the
City, except for those financial resources that are required to be accounted for in another fund
category. General Fund revenues are derived primarily from property and other taxes.
Goal - Broad mission statements that define the purpose of a department.
Infrastructure - Long lived capital assets that normally are stationary in nature and can be
preserved for a significantly greater number of years than most capital assets. Examples include
roadways, bridges, and drainage systems.
Internal Service Fund - A fund used to account for the services provided by one department to
other departments on a cost-reimbursement basis.
20
BUDGET GUIDE
Operating Budget - A financial plan for the provision of direct service and support functions that
provide basic governmental services. The operating budget contains appropriations for such
expenditures as employee compensation, materials, contract services, capital outlay and debt
service. It does not include Capital Improvement Project expenditures.
Reserve - An account used to designate a portion of the fund balance for a specific future use and
is, therefore, not available for general appropriation.
Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits,
and other sources.
Section - A unit or organization that reports to a division.
Self-Supporting Activity - An enterprise activity where all service costs (including principal and
interest debt payments) are covered solely from the earnings of the enterprise.
Subsidy - Supplemental resources provided to ensure adequate funding when anticipated
expenditures exceed revenues.
User Fees - Fees charged to users of a particular service provided by the City.
21
Cupertino owes its name and earliest mention in recorded history to
the 1776 expedition led by the Spaniard, Don Juan Bautista de Anza,
from Sonora, Mexico to the Port of San Francisco to found the
presidio of St. Francis.
Leaving the majority of the party of men, women, and children in
Monterey to rest from their travels, deAnza, his diarist and
cartographer, Petrus Font, and 18 other men pressed on through the
Santa Clara Valley in late March to their San Francisco destination.
With the expedition encamped in what is now Cupertino, Font
christened the creek next to the encampment the Arroyo San Joseph
Cupertino in honor of his patron, San Guiseppe (San Joseph) of
Cupertino, Italy. The arroyo is now known as Stevens Creek.
The village of Cupertino sprang up at the crossroads of Saratoga-
Sunnyvale Road (now DeAnza Boulevard) and Stevens Creek
Boulevard. It was first known as West Side; but, by 1898 the post
office at the Crossroads needed a new name to distinguish it from
other similarly named towns. John T. Doyle, a San Francisco lawyer
and historian, had given the name Cupertino to his winery in
recognition of the name bestowed on the nearby creek by Petrus Font.
In 1904 the name was applied to the Crossroads and to the post office
when the Home Union Store incorporated under the name, The
Cupertino Stores, Inc.
Many of Cupertino's pioneer European settlers planted their land in
grapes. Vineyards and wineries proliferated on Montebello Ridge, on
the lower foothills, and on the flat lands below.
After 1906 a lot more than grape growing was going on in Cupertino. Orchards were thriving and new businesses were
being started. In the late 1940's Cupertino was swept up in Santa Clara Valley's postwar population explosion.
Concerned by unplanned development, higher taxes, and piecemeal annexation to adjacent cities, Cupertino's community
leaders began a drive in 1954 for incorporation. Cupertino rancher Norman Nathanson, the Cupertino - Monta Vista
Improvement Association, and the Fact Finding Committee played important roles in this movement. Incorporation was
approved Incorporation was approved in the September 27, 1955 election. Cupertino officially became Santa Clara
County's 13th City on October 10, 1955.
A major milestone in Cupertino's development was the creation by some of the city's largest landowners of Vallco
Business and Industrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Vallco
Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for
transplanting to farms elsewhere. The name Vallco was derived from the names of the principal developers: Varian
Associates and the Leonard, Lester, Craft, and Orlando families.
23
2003
The City of Cupertino, high-tech heart of Silicon Valley, was
born from a community of farmers. In 1955, when Cupertino
officially became the 13t~ city in Santa Clara County, its
population was about 2,000 and its geographical area
encompassed 3.76 square miles.
Today, with a population numbering more than 50,000 and city
limits stretching across 11 square miles, Cupertino is considered
to be one of the San Francisco Bay Area's most prestigious cities
in which to live and work.
Among the many factors that make Cupertino so desirable are
the city's highly acclaimed educational programs, its vibrant
business environment, its convenient access to major
transportation systems and its attractive well-planned
neighborhoods.
Schools in Cupertino are operated by the Cupertino Union School District (CUSD) that serve students from kindergarten
through 8t~ grade in several different cities, and the Fremont Union High School District (FUHSD), which operates five
high schools in Cupertino and nearby cities. Twenty elementary schools and four middle schools are under the CUSD
umbrella. Nationally recognized for its innovative use of technology to enrich student learning, the district's reputation
reaches around the world.
One of California's premiere community colleges is also located in Cupertino. DeAnza College serves nearly 25,000
students per quarter. The college operates a planetarium and an Advanced Technology Center, where training in math,
physics, computers and programming is offered. In addition, one of the area's leading performing arts facilities, the Flint
Center, is located on the DeAnza College campus.
As home to many well-known high-tech companies, Cupertino offers a dynamic and exciting business climate. Apple
Computer is headquartered in the city along with Portal Software. In addition, key divisions of Hewlett Packard, Sun
Microsystems and Honeywell-Measurex are also located in Cupertino.
The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial
partnerships with local companies. The City strives to retain and attract local companies through policies of balanced
growth and streamlined permitting.
Residents and visitors can browse in a variety of small specialty shops at Vallco Fashion Park. The mall includes Macy's,
Penney's and Sears as anchors and features popular chain stores such as Victoria's Secret, Express and Natural Wonders.
Shoppers can also enjoy iceskating at the mall's ice skating rink.
There's more to a community than its schools, its businesses and its quality of life. A community is people. And,
Cupertino's people come from all over the world. The city prides itself on being a diverse community and appreciates
the cultural differences that make each resident individual and unique. Cupertino has become a place that people are
proud to call home.
24
Force
Economic Growth & Trends
1999 2000 2001 2002
Population in County 1,647,419 1,682,585 1,674,634 1,668,309
Total Taxable Sales - County 27,488,815 35,683,007 37,692,000 40,781,000
Population in City Limits 45,095 50,546 50,546 50,546
Total Taxable Sales - City 1,412,000 1,106,635 1,205,736 1,307,202
Occupied Dwellings - City 17,417 18,204 18,403 18,682
School Enrollment K-8 15,313 15,200 15,313 15,200
School Enrollment 9-12 8,822 9,063 9,100 9,108
Median Income - City 79,213 78,316 77,740
Median Income - County 59,639 62,317 64,136
Median Age 39 38 38
Company
Non-Manufacturing Employment
Employment Product
Cupertino Union School District 1,500 Education
Foothill/DeAnza Community College 1,200 Education
Fremont Union High School District 735 Education
Sears 294 Retail
Target 270 Retail
JC Penney 200 Retail
PG&E 167 Gas/Electric
Mervyns 135 Retail
Manufacturing Employment
Company Employment
Apple Computer 6,000
Hewlett-Packard 4,682
Symantec 400
Honeywell-Measurex 220
Product
Computers
Computers
Software
Process
Controls
25
2003 crx'-y
The City of Cupertino operates as a general law city with a city council-city manager form of government. Five council
members serve four year, overlapping terms, with elections held every two years. The council meets twice a month on the
first and third Mondays at 6:45 p.m. in City Hall.
Municipal services are provided by the City's 154 full time benefited employees. City departments include administrative
services (finance, human resources, IT, city clerk, outreach programs, and economic development); community
development (planning and building); parks and recreation; public works (engineering, maintenance, transportation, and
environmental); and public information. Police service is contracted through the County of Santa Clara and fire service is
provided through Santa Clara County Fire District.
Assisting the city council are several citizen advisory commissions/committees which include housing,
telecommunications, fine arts, library, planning, audit, parks and recreation and public safety. Members of the volunteer
boards are appointed by the city council and vacancies are announced so that interested residents may apply for the
positions. Residents are kept informed about city services and programs through the Cupertino Scene, a monthly
newsletter; Cupertino's government access cable TV channel; The City Channel; and the city's website.
Housing
Rentals for one and two bedroom apartments and duplexes
range from $1,100 to $2,100 per month. Rent for a two
bedroom house ranges from $2,200 to $3,250 per month.
The average price of existing single family homes is
$793,531 as of March 2003. The average
condominium/townhouse sale price is $446,158.
Conununity Health Care Facilities
Cupertino is served by the Cupertino Medical Clinic,
NovaCare Occupational Health Services. Nearby hospitals
include E1 Camino Hospital in Mountain View, O'Connor
Hospital in San Jose, San Jose Hospital, Community
Hospital of Los Gatos, Kaiser Permanente Medical Center
in Santa Clam, Stanford Hospital in Palo Alto, and the
Saratoga Walk-in Clinic in Saratoga.
Utilities
Natural gas and electric - Pacific Gas and Electric
Company, (800) 743-5000.
Telephone - SBC. For residential service call (800) 894-
2355; for business service call (800) 750-2355.
Cable - Comcast, (800) 945-2288.
Garbage - Los Altos Garbage, (408) 725-0420.
Water - San Jose Water Company (408) 279-7900 and
California Water (650) 917-0152.
Sewer Service - Cupertino Sanitary District (408) 253-7071
Tax Rates and Government Services
Residential, commercial, and industrial property is
appraised at full market value as it existed on March 1,
1975, with increases limited to a maximum of 2% annually.
Property created or sold since Mamh 1, 1975 will bear full
cash value as of the time created or sold, plus the 2%
annual increase. The basic tax rate is $1.00 per $100 full
cash value plus any tax levied to cover bonded
indebtedness for county, city, school, or other taxing
agencies. Assessed valuations and tax rates are published
annually after July 1.
Retail Sales Tax: Santa Clara County District: 1%; Local:
1%; State: 6%; County: 25%; Total: 8.25%.
Assessed Valuation: (Secured and Unsecured
Cupertino: $8,072,696,008 (2002)
County: $189,909,033,048 (2002)
Transportation
Rail - Southern Pacific, San Jose to San Francisco, with
spur line in Cupertino.
Air - Seven miles north of San Jose International Airport;
32 miles south of San Francisco airport.
Bus - Santa Clara County Transit Systems, Greyhound bus
lines
Highways - Interstate Route 280, State Route 85, US 101,
26
Library
Blackberry Farm
Cupertino Library has the highest circulation among the
members of the Santa Clara County Library system. It
holds a collection of more than 308,000 volumes, as well
as periodicals, compact discs, audio and video cassettes,
CD-ROM's and DVD's.
The library is currently under construction. A temporary
library is located at 10441 Bandley Drive in Cupertino.
The library is open Monday through Thursday 10-9,
Friday and Saturday 10-6, Sunday 12-6. For more
information call (408) 446-1677.
Cupertino Senior Center
Adults over age 50 can find a full calendar of
opportunities for learning, volunteering, and enjoying
life. There are exercise classes (over 30 hours a week), a
computer lab and classes, language instruction including
English as a second language, and cultural and special
interest classes.
The Senior Center is located at 21251 Stevens Creek
Boulevard at Mary in Memorial Park and is open
Monday through Friday 8 a.m. to 5 p.m.
The Quinlan Community Center
The City of Cupertino's Quinlan Community Center is a
27,000 square foot facility that provides a variety of
recreational opportunities. Most prominent is the
Cupertino Room which is a multi-purpose room that can
accommodate 300 people in a banquet format. The
Quinlan Center is also home to the Cupertino Historical
Society. For more information, call (408) 777-3120.
This 33 acre recreational facility offers two large
swimming pools, softball field, basketball courts,
volleyball courts, horseshoe pits, and a nine hole golf
course. The picnic grounds are located at 21975 San
Femando Avenue and the golf course is located at 22100
Stevens Creek Boulevard. Telephone: (408)777-3140.
Blackberry Farm Retreat
Center is a 2,000 square foot
house that overlooks the
picnic grounds and golf
course. The center has one
large conference room that
will accommodate up to 25
people. The retreat center is
located at 21979 San
Femando Avenue. Telephone:
(408) 777-3140.
McClellan Ranch Park
A horse ranch during the 1930's and 40's, this 18-acre
park has the appearance of a working ranch. Preserved
on the property are the original ranch house, milk barn,
livestock barn, and two historic buildings moved from
other sites in the city: Baer's Blacksmith Shop,
originally located at DeAnza and Stevens Creek, and the
old water tower from the Parish Ranch, now the site of
Memorial Park. Also at McClellan Ranch are corrals
where Rolling Hills 4-H Club members raise rabbits,
chickens, sheep, swine, and cattle and a Junior Nature
Museum, which features small live animal exhibits and
dispenses information about bird, animal, and plant
species of the area. McClellan Ranch is located at 22221
McClellan Road. Telephone: (408) 777-3120.
Cupertino Sports Center
Cupertino Sports Center is a great place to meet friends.
The facility features 17 tennis courts (12 lighted),
complete locker room facilities, saunas, Jacuzzis, and a
fully equipped fitness center featuring free weights,
Cydesc, and cardio equipment. The center is located at
the comer of Stevens Creek Boulevard and Stelling
Road. Telephone: (408) 777-3160.
27
Winner of numerous state and national awards for excellence, our
City's schools are widely acknowledged to be models of quality
instruction.
Cupertino Union School District serves 15,700 students in a 26 square
mile area that includes Cupertino and portions of five other cities. The
district has 20 elementary schools and four middle schools, including
several choice programs. Eighteen schools have received state and/or
national awards for educational excellence.
Student achievement is exceptionally high. Historically, district test
scores place Cupertino among the premier public school districts in
California. The district is a leader
in the development of a standards-
based system of education and is nationally recognized for leadership in the use of
technology as an effective tool for learning. Quality teaching and parent involvement
are the keys to the district's success.
The Fremont Union High School District serves over 9,000 students in a 42 square
mile area covering all of Cupertino, most of Sunnyvale and portions of San Jose, Los
Altos, Saratoga, and Santa Clara. The five high schools of the district have garnered
many awards and recognition based on both the achievement of students and the
programs designed to support student achievement. Student achievement is at an all
time high based on the statewide Academic Performance Index (API). All five high
schools in the district exceeded their state established achievement targets for the 2000
337I. District students are encouraged to volunteer and/or provide service to
organizations within the community. During their senior year, if students complete 80
hours of service to a non-profit community organization,
that may be worn during their graduation ceremonies.
ct bfonccs
they are recognized with a "Community Service Award" meda
Cupertino is served by four local
institutions of higher education:
DeAnza College, the University of San
Francisco, National University and
the UCSC Extension. In addition to
these schools, Cupertino's location
offers easy access to Stanford
University, Santa Clara University and
San Jose State University.
Building on its tradition of excellence and innovation, DeAnza
College challenges students of every background to develop
their intellect, character and abilities; to achieve their
educational goals; and to serve their community in a diverse and
changing world.
DeAnza College offers a wide range of quality programs and
services to meet the work force development needs of our
region. The college prepares current and future employees of
Silicon Valley in traditional classroom settings and through
customized training arranged by employers. Several DeAnza
programs encourage economic development through college
credit courses, short term programs, services for manufacturers,
technical assistance, and/or recruitment and retention services.
28
to $
Euphrat Museum of Art
The highly regarded Euphrat Museum of Art adjacent to the Flint Center on the DeAnza College campus traditionall,
presents one-of-a-kind exhibitions, publications and events reflecting the rich diverse heritage of our area. The Museun
prides itself on its changing exhibitions of national and international stature, emphasizing Bay Area artists. Museun
hours are 11 a.m. - 4 p.m. Tuesday, Wednesday, Thursday; 6-8 p.m. Tuesday and 11 a.m. - 2 p.m. Saturday. Telephone
408-864-8836.
Minolta DeAnza Planetarium
Stargazers have a Cupertino facility catering to their interests, the Minolta Planetarium on the DeAnza College campus.
hosts a variety of planetarium shows and events, including educational programs for school groups and family astronon
evenings on Saturdays at 7:00 p.m. For more information and current schedule of events, visit the website
www.planetarium, deanza.fhda or call 408-864-8814.
Flint Center
The cultural life of the Peninsula and South Bay is enhanced by programs presented at the Flint Center for Performi~
Arts located at 21250 Stevens Creek Boulevard at DeAnza College campus. The center opened in 1971 and was named i
honor of Calvin C. Flint, the first chancellor of the Foothill-DeAnza Community College District. The box office is ope
10 a.m. - 4 p.m. Monday through Friday and one and one half hours prior to any performance. Box office: 408-864
8816; administrative office: 408-864-8820.
Cupertino Historical Society
On May 2, 1966, the Cupertino Historical Society was founded as a non-profit organization by a group of 177 longtim~
residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. Thc
long-term goal of the Society was to develop a museum to preserve the memorabilia that would be so vital
communicating the history to future generations. On March 30, 1990, the Society opened the Cupertino Historic
Museum dedicated to the preservation and exhibition of the city's history. The museum is a growing repository o'
artifacts, documents, photographs, vehicles and equipment of city residents, industries and businesses past and present
The vitality of the changing community is shown through the rotating exhibitions of the museum. Through its exhibits th~
museum attempts to develop and expand the learning opportunities that it offers to the ethnically diverse community o:
the City of Cupertino. The Society continues to build partnerships with the local school districts to ensure that the histor]
of Cupertino is offered as part of the educational curriculum. The Society is located at the Quinlan Community Center
10185N. StellingRoad. Telephone: 408-973-8049.
29
BUDGET SUMMARY
2003/04 Fiscal Year
Funds
General Fund
Special Revenue Funds: Storm Drain
Park Dedication Tax
Environmental Management
Gas Tax
Housing & Community Development
HCD Rehabilitation Loans
Leadership Cupertino
Vallco Redevelopment
Fund Totals
Debt Service:
Cupertino Facilities Corporation
Traffic Impact
Fund Totals
Capital Projects Funds:
Capital Improvement
Fund Totals
Enterprise Funds:
Resource Recovery
B lackbemy Farm
Cupertino Sports Facility
Recreation Programs
Senior Center
Fund Totals
Internal Service Funds:
Information Management
Workers' Compensation
Equipment Replacement
Long-term Disability
Fund Totals
Estimated Estimated
Balance at Operating Operating Non-operating Balance at
July 1 Revenues Expenditures Transfers June 30
$ 9,120,000 $ 29,695,000 $ (26,419~000) $ (3,472,000) $ 8,924,000
296,000 100,000 (106,000) 290,000
2,000 1,200,000 ( 1,200,000) 2,000
91,000 367,000 (354,000) 104,000
49,000 1,785,000 (2,859,000) 1,025,000
1,177,000 494,000 (475,000) 1,196,000
162,000 53,000 (50,000) 165,000
10,000 38,000 (38,000) 10,000
(247,000) 27,000 (232,000) (452,000)
$ 1,540,000 $ 4,064,000 $ (4,114,000) $ (175,000) $ 1,315,000
36,000 (3,547,000) 3,547,000 36,000
79,000 36,000 (36,000) 79,000
$ 115,000 $ 36,000 $ (3,583,000) $ 3,547,000 $ 115~000
(15,000) 595,000 (580,000)
$ (15,000) $ 595,000 $ (580,000) $ - $
5,669,000 2,670,000 (2,103,000) 6,236,000
200,000 1,813,000 (1,747,000) (75,000) 191,000
154,000 853,000 (1,359,000) (352,000)
5,000 2,200,000 (2,053,000) (I00,000) 52,000
135,000 614,000 (547,000) (50,000) 152,000
$ 6,163~000 $ 8,150,000 $ (7,809,000) $ (225~000) $ 6,279,000
964,000 890,000 (1,036,000) 170,000 988,000
556,000 190,000 (209,000) 537,000
1,700,000 1,087,000 (909,000) 1,878,000
22,000 90,000 (90,000) 22,000
$ 3,242,000 $ 2,257,000 $ (2,244,000)$ 170,000 $ 3,425,000
31
Total City Revenue
Total City revenue for fiscal year 2003-04 is expected to be $50,689,000. 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. As this is the third year of economic recession, Capital Projects/Equipment
Funding has been limited to previously committed grant funds. Debt payments have been
reduced with the refinancing of the City's debt in 2002-03. 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.
Approximately 75% of the City's park and recreation programs are self-funded.
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 is small in comparison to our other revenues as Cupertino is a no-low property tax
city, receiving only $.04 on every dollar paid. Other Taxes include park dedication fees,
business licenses taxes and property transfer taxes.
Total City Revenue
$50,689,000
Charges for
TOT
3%
Capital
Projects/Equipment
Funding/Debt Paybacks
16%
Fines
1%
Utility
T~x 5%
Sales Tax
21%
F~s5%
Property
T~xes 8%
T~¢s5%
Use of Money
& Property 4%
12%
32
General Fund Revenue
Total General Fund revenue for fiscal year 2003-04 is expected to be $31,120,000. The chart
below provides an overview of the make up of our revenue components.
Sales Tax is used for general government expenditures and is therefore accounted for entirely in
the General Fund; it represents approximately 34% of General Fund revenue. Our sales tax
comes from retail sales, business-to-business (largely high tech sector) sales and use tax and all
other. Charges for Services within the General Fund is comprised of revenue from licenses and
permits as well as zoning, planning and engineering fees.
Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. The City is
concerned with the possibility that the State of California may not backfill the motor vehicle in-
lieu tax this next year due to their budget deficit. This revenue source represents $3 million
dollars of the budget. Use of Money and Property is received from rental fees and interest
income; yield on the City's investment portfolio has dropped substantially fi.om prior years.
Property Tax, though small in comparison to our other revenues, has remained relatively
consistent throughout the recent recession. The City's Transient Occupancy Tax has not declined
from the prior year, due only to the addition of a four-star hotel at the beginning of 2002-03.
General Fund Revenue
$31,120,000
TOT ~
utmty
33%
12%
33
Total City Expenditures
Total City expenditures for fiscal year 2003-04 are expected to be $51,121,000. This summary
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 $2.1 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 $5.9 million annually to provide programs for all ages and to maintain the City's
enviable community facilities at the Blackberry Farm and Golf Course, Quinlan Community
Center, Sports Center, and Senior Center.
Funding for Capital Projects, which provides for street projects, sidewalks, facilities and
upgrades, and major equipment purchases has been pared down significantly from recent years.
Capital spending must be deferred until economic recovery makes such funding available.
Total City Expenditures
(Including Operating Transfers)
$51,121,000
Debt Service
7%
Law
Enforcement
12%
Parks &
Recreation
15%
Council &
Commissions
1%
Operating
Transfers
12%
Administration
2%
Community
Development
7%
Public
Information
2%
Capital
Projects
5%
Administrative
Semi,es
Public Works
27%
34
General Fund Expenditures
Total General Fund expenditures for fiscal year 2003-04 are expected to be $31,366,000.
General Fund expenditures, for the general operation and administration of the City, comprise
over 62% of total expenditures.
The General Fund budget allows for all expenditures necessary to carry out the basic
governmental 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 engineering activities; public works operations 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. Both operational and capital budgets have been tightened to minimize the effect on the
City's reserve levels.
General Fund Expenditures
(Including Operating Transfers)
$31,366,000
Administrative
Services
13%
Council &
Commissions
l%
Capital Projects/ Public Works
Equip Funding 4% 29%
Debt
Service
11%
Community
Development
9%
Administration
3%
Information
3%
20%
Parks &
Recreation
7%
35
REVENUE SUMMARY
Sales Tax
The City's sales and use tax revenues are generated from three principal economic categories:
general retail 32%, business-to-business 44% (includes electronic equipment and software
manufacturers and distributors), and other products.. 24%. Cupertino's sales tax has continued
to experience declines as a result of the country's recession.
Sales Tax
$14,000
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
$0
· ACTUAL
· ADJ BY CPI
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Sales and use taxes are the City's largest single source of revenue and are budgeted at $10.4
million for the 2003/04 fiscal year, representing 33.4% of the City's total general fund operating
revenues.
Because of the importance of this revenue source, the City has established a redevelopment
project area at its regional mall and has adopted an Imemet Sales Incentive policy to encourage
high-tech firms to locate their Intemet sales presence in Cupertino.
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BY CATEGORY:
Sales Tax
REVENUE BY FUND:
General
$10.429.000
$10.000.000 $10.400.000
$10.400.000
36
REVENUE SUMMARY
Property Taxes
Property taxes represent approximately 12.2% of total general fund operating revenues. Property
tax revenue for the 2003/04 fiscal year is estimated to be $3,862,000. 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
of Proposition 13 which froze property
tax rates and limited the amount of
their increase each year. Cupertino had
one of the lowest property tax rates in
Santa Clara County receiving $.02 for
every $1.00 paid.
In accordance with State law, property
is assessed at actual full cash value
with the 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 improve-
ments or requests for re-assessment.
Our revenue has increased slightly in this
area with recent annexations and housing
development.
$0.247 Cupertino Elementary
$0.240 County Bond
$0.167 Fremont High School
Maintenance
$0.151 Santa Clara County
Fire Dislrict
$0.0667 Mid Peninsula Open
Space & Various Agencies
$0.064 Foothill Community
College Maintenance
$0.043 County Library
Retirement
$0.022 City of Cupertino
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BY CATEGORY:
Property Taxes
REVENUE BY FUND:
General
Vallco RDA
Traffic Impact
$3.623.000 $3.762.000 $3.862.000
$3,800,000
27,000
35,000
$3.862.000
37
REVENUE SUMMARY
Other Taxes
The principal components of Other Taxes include utility, franchise, park, and transient
occupancy taxes.
Utility taxes are budgeted to be $2,750,000 which is up 5 % from the previous year's projections
of $2,620,000.
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 pledged to pay bond obligation for Blackberry Farm and Creekside Park
open space. 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.
The City receives franchise fees 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.
Utility Tax Rate Comparison
Gas/Electric Cable Water Telephone
Cupertino 2.4% .... 2.4%
Gilroy 5.0% 5.0% -- 5.0%
Los Altos 3.5% 3.5% 3.5% 3.5%
Milpitas ........
Morgan Hill ........
Mountain View 3.0% .... 3.0%
Palo Alto 5.0% -- 5.0% 5.0%
Saratoga ........
Franchise fee revenues for
fiscal 2003/04, estimated to
be $2,300,000, up 4.5% from
fiscal 2002/03 estimated
revenues.
Park tax is paid by developers
on housing development and
can vary greatly from year-to-
year. Estimated revenues for
fiscal year 2003/04 are
$1,200,000 from construction
of apartments and other
housing units 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 $1,675,000 and are significantly down as a
result of the economy. The Cypress Hotel which opened July 2002 has helped to offset this
revenue decline by keeping total transient occupancy taxes at the 2001/02 levels.
38
REVENUE SUMMARY
Other Taxes (continued)
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BY CATEGORY:
Utility Tax
Franchise Fees
Park Dedication Fee
Transient Occupancy Tax
Other Taxes
$2,632,000 $2,620,000 $2,750,000
2,274,000 2,200,000 2,300,000
2,339,000 50,000 1,200,000
1,547,000 1,665,000 1,675,000
1,226,000 1,250,000 1,260,000
$10.018.000 $7,785.000 $9.185.000
REVENUE BY FUND:
General
Park Dedication Fund
$ 7,985,000
1,200,000
$9.185.000
39
REVENUE SUMMARY
Fines
Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have
stayed constant despite bail increases and expanded enforcement due to an enhanced signage
effort by our Code Enforcement and Public Works Departments.
INE WAY
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BY CATEGORY:
Fines $616.000 $600.000 $600.000
REVENUE BY FUND:
General $600,000
40
REVENUE SUMMARY
Charges for Current 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 current services, representing approximately 19.3% of total City revenues, are
estimated to be $9,815,000 for the 2003/04 fiscal year. With the opening of our new Senior
Center and expansion of our youth programs, this category has not been negatively affected by
the economy. Our Sports Center, under renovation, will continue to operate tennis and swim
classes and will open for aerobics, teen activities, and weights in Spring 2004.
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BY CATEGORY:
Construction and Other Permits
Refuse Services
Blackberry Farm Park Fees
Cupertino Sports Center Fees
Recreation - Cultural, Youth and Teen,
Physical, Nature and Park Programs
Senior Center Classes, Excursions
$1,766,000 $1,563,000 $2,040,000
2,370,000 2,480,000 2,485,000
1,358,000 1,662,000 1,700,000
1,033,000 1,193,000 800,000
1,689,000 2,087,000 2,190,000
453,000 584,000 600,000
$8.669.000 $9.569.000 $9,815,000
REVENUE BY FUND:
General
Resource Recovery
Blackberry Farm
Cupertino Sports Center
Recreation Programs
Senior Center
$2,040,000
2,485,000
1,700,000
800,000
2,190,000
600,000
$9.815.00~0
41
REVENUE SUMMARY
Revenues From Use of Money and Property
This revenue category represents approximately 4.2% 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 affordable housing loans. The estimated
revenues for fiscal 2003/04 are $2,130,000 which represents a slight increase from the prior year.
Investment earnings are a function of the amount of excess cash available for investment and the
current interest rate. For the coming year, interest rates are expected to remain low and cash
balances will decline due to upcoming capital projects, especially our $22 million library project.
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BYCATEGORY:
Investment Earnings
Property Rentals
Loan Repayment
2,213,000 $1,449,000 $1,477,000
615,000 576,000 588,000
58,000 65,000 65,000
$2.886.000 $2.090.000 $2.130.000
REVENUE BY FUND:
General
Storm Drain
Sports Center
Resource Recovery
Blackberry Farm
Gas Tax
Workers' Compensation
Housing & Community Development
Other Funds
$1,500,000
50,000
53,000
185,000
110,000
70,000
50,000
71,000
41,000
$2.130,000
42
REVENUE gUMMARY
Intergovernmental Revenues
Intergovernmental revenues comprise approximately 11.6% of the City's total revenues and
consist of State motor vehicle license taxes, State gas tax, and various grants from federal, state
or county agencies. This revenue fluctuates widely depending on grant awards and allocations.
With the enormity of the State budget deficit and the overall economy nationwide, this revenue is
classified "at risk". The State has entertained the thought of taking away our backfill for vehicle
in lieu fees and new grant awards will be scarce once the associated capital projects are
completed.
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BY CATEGORY:
Motor Vehicle in Lieu
Gas Tax
Housing & Community Development
Other/Grants
$2,938,000 $3,000,000 $3,180,000
1,003,000 1,050,000 1,075,000
614,000 60,000 476,000
2,556,000 529,800 1,190,000
$7.111.000 $9.408.000 $5.921.000
REVENUE BY FUND:
General Fund
Gas Tax
Housing & Community Development
Capital Improvement Projects
$3,330,000
1,715,000
476,000
400,000
$5.921.000
43
REVENUE SUMMARY
Other Revenues
Other 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
2003/04 are budgeted at $491,000. Two non-reoccurring revenues for fiscal year 2002/03
resulted from a community fund raiser for our new library project in the amount of $1.2 million,
and the issuance of $14.3 million in new debt and a $5 million liquidation from our debt service
reserve.
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BY CATEGORY:
Debt Issuance/Refinance
Developer Fees
Environmental Management
Miscellaneous
$ 0 16,703,000 0
52,000 50,000 50,000
348,000 355,000 366,000
484,000 18,590,000 75,000
$ 884.000 $18.590.000 $491.000
REVENUE BY FUND:
General Fund
Storm Drain
Environmental Management
Various Funds
Leadership Cupertino
$ 40,000
50,000
366,000
7,000
28,000
$491.000
44
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 utilizes
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 recorded as non-operating revenues in the receiving fund and as non-operating
expenditures in the transferring fund.
Operating transfers of $6,597,000 are primarily due to the transfer of $3,547,000 in debt service
payments and to fund capital projects of $1,220,000
2001/02 2002/03 2003/04
Actual Estimate Proposed
REVENUE BY CATEGORY:
Transfer of Funds
Interdepartmental Service Charges:
Insurance Premiums
Equipment Chargebacks
IT Chargebacks
REVENUE BY FUND:
General Fund
Capital Improvement Fund
Gas Tax
Cupertino Facilities Corporation
Management Information Services (MIS)
Equipment Replacement
Workers' Compensation
Long-term Disability
Leadership Cupertino
$12,060,000 $27,688,000 $6,372,000
218,000 200,000 228,000
886,000 902,000 909,000
693~000 829,000 776,000
$13.857.000 $29.619.000 $8.285.00~
$ 1,425,000
195,000
1,025,000
3,547,000
946,000
909,000
140,000
88,000
10,000
$8.285.oo o
45
80
Summary of Employees
By Department
70
50
40
30
20
10
0
1997/98
1998/99 1999/00 2000/01 2001/02 2002/03 2003/04
1Council/Commissions
IAdminJstration
· Public Information
nAdminiatrative Services
· Parks and Recreation
n Community Development
· Public Works
·Redevelopment Agency
Employee Summary
Trend Analysis
Administration
The Administration Department has had minimal increases over the past seven years. The
Assistant City Attorney was increased to a full-time position in 1999-2000, the Community
Outreach Coordinator was decreased to a half-time position in 2001-02, and a half-time clerk
receptionist was added in 2002-03.
Administrative Services
From fiscal year 1995-96 to 2002-03 the Administrative Services Department has seen minimal
changes in staffing. Increases occurred in 1995-96, 1997-98 and 1999-00 and were due to the
creation of the IT Division with the addition of an 1T Manager, Network Specialist and GIS
Coordinator. In 1999-00, the Code Enfomement Division added an additional officer when
Rancho Rinconada was annexed to the City, and the Finance Division increased an Account
Clerk position from a part-time to a full-time position to handle Business Licensing. In 2002-03,
a half-time clerk receptionist was added to the City Clerk's office.
Public Information
The staffing in the Public Information Department has remained constant over the past seven
years. In 2001/02, a 75% position was taken to full time.
Recreation Services
Recreation Services has increased staffing due to new programs from fiscal year 1995-96 to
2000-01. Between 1996 and 1999 additions included a Recreation Coordinator for Blackberry
Farm and a Clerk Typist for Quinlan registration. A Maintenance Worker for Blackberry Farm, a
Building Attendant for the Senior Center and two Recreation Coordinators have been added for
fiscal year 2000-01. Changes for 2001-02 include 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, assistant golf shop attendant and a part-time position
went to 75% time at the Senior Center.
Community Development
The Community Development Department has had variations in staffing over the past seven
years. Decreases occurred in 1995-96 and 1997-98. One Planner II position was eliminated,
three Inspector positions were eliminated and the GIS Specialist was transferred to
Administrative Services. Two Inspector positions were added in fiscal year 1997-98 and one
Planner I position was added in 1999-00. In 2001-02, the department has 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 and
remains as an authorized unfounded position.
48
Public Works
From fiscal year 1995-96 to 2001-02 numerous staffing changes have occurred. The majority of
the increases occurred in 1997-98 with the addition of six and a quarter positions for grounds
maintenance. Decreases in 1998-99 were due to the lease of our water utility. Three positions
have been added for each of the 1999-00 and 2000-01 fiscal years to increase service in grounds,
fleet, median and tree crews. A Traffic Engineer was eliminated and replaced with a Senior
Architect in 2001-02 and an Assistant Director of Public Works was added in 2002-03.
Redevelopment Agency
The Vallco Redevelopment Project Area was approved and existing staff time allocated as
appropriate.
49
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions
CITY COUNCIL/COMMISSIONS
City Council
Fine Arts Commission
Telecommunications Commission
Parks and Recreation Commission
Teen Commission
Housing Commission
ADMINISTRATION
City Manager
Community Outreach
City Attorney
PUBLIC INFORMATION
Community Relations
Cupertino Scene
Government Channel
ADMINISTRATIVE SERVICES
Administration
Accounting
Business Licensing
City Clerk
Duplicating and Printing
Human Resources
Code Enforcement
Insurance Administration
Management Information Services
PARKS AND RECREATION
Administration
Cultural Programs
Youth and Teen Services
Sports and Physical Recreation
Senior Programs
Blackberry Farm
50
1997-98 1998-99
1999-00 2000-01
1.35 2.10 1.35 1.35
0.00 0.00 0.75 0.75
2.75 2.75 2.75 2.80
4.10 4.85 4.85 4.90
0.75 0.75 0.75 0.75
0.40 0.40 0.40 0.40
3.00 3.00 3.00 3.00
4.15 4.15 4.15 4.15
2.00 2.00 2.00 2.00
3.75 3.75 3.75 3.75
0.25 0.25 0.25 0.25
3.90 3.90 3.90 3.90
0.00 0.00 0.00 0.00
2.40 2.50 2.50 2.50
2.15 2.15 3.15 3.15
0.45 0.35 0.35 0.35
1.00 2.00 2.00 3.00
16.90 16.90 18.90 18.90
1.90 1.90 1.90 1.90
5.08 6.50 6.25 6.25
2.33 2.00 2.00 2.00
4.34 4.00 4.00 4.00
2.50 2.75 3.00 6.00
7.00 7.50 7.50 8.50
23.15 24.65 24.65 28.65
0.20 0.20 0.20 0.20
0. I0 0.10 0.10 0.10
0.05 0.05 0.05 0.05
0.10 0.10 0.10 0.10
0.00 0.00 0.00 0.00
0.04 0.04 0.05 0.05
0.49 0.49 0.50 0.50
2001-02 2002-03 2003-04
0.20 0.40 0.40
0.10 0.10 0.10
0.05 0.05 0.05
0.10 0.10 0. I0
0.00 0.15 0.15
0.05 0.00 0.00
0.50 0.80 0.80
1.35 1.45 1.45
0.50 0.50 0.50
3.00 2.95 2.95
4.85 4.90 4.90
O.75 O.75 0.75
0.40 0.40 0.40
3.00 3.25 3.25
4.15 4.40 4.40
2.00 1.90 1.90
4.50 4.40 4.40
0.50 0.50 0.50
3.90 3.90 3.90
0.00 0.60 0.60
2.50 2.70 2.70
3.15 3.00 3.00
0.35 0.30 0.30
3.00 3.00 3.00
19.90 20.30 20.30
1.90 1.90 1.90
8.00 6.50 7.00
3.50 3.35 3.35
5.00 5.50 5.50
6.75 7.50 7.50
10.00 7.88 7.88
35.15 32.63 33.13
51
PERSONNEL SUMMARY
Summary of employees by Division
Permanent, Benefited Positions
COMMUNITY DEVELOPMENT
Administration
Planning
Housing Services
Building
PUBLIC WORKS
Administration/Water
Environmental Management
Engineering Services
Service Center
Grounds
Streets
Facilities
Transportation
General Services
REDEVELOPMENT AGENCY
TOTAL PERMANENT, BENEFITED POSITIONS
1997-98 1998-99 1999-00 2000-01
1.49 1.49 1.49 1.49
5.01 4.91 6.96 5.96
0.96 0.96 1.00 1.00
10.40 10.60 10.50 10.50
17.86 17.96 19.95 18.95
5.80 2.05 2.00 2.00
2.00 2.60 2.80 2.35
4.75 4.75 4.75 4.75
8.30 8.40 2.15 2.20
24.40 24.70 19.10 18.50
8.15 6.85 19.35 22.35
7.60 8.30 7.00 7.40
5.35 5.35 8.85 5.35
0.50 0.00 0.00 4.10
66.85 63.00 66.00 69.00
0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00
133.50 132.00 139.00 145.05
52
2001-02 2002-03 2003-04
1.49 1.49 1.49
6.96 6.96 6.96
1.00 0.90 0.90
10.50 11.40 11.40
19.95 20.75 20.75
2.00 3.00 3.00
2.35 2.57 2.42
5.75 5.75 5.75
2.20 2.20 2.20
18.50 18.40 18.40
22.35 22.55 22.70
7.40 7.30 7.30
5.35 4.35 4.35
4.10 4.10 4.10
70.00 70.22 70.22
0.00 0.00 0.50
0.00 0.00 0.50
154.50 154.50 155.00
53
Five Year
Budget Forecast
54
FUND BALANCE TRENDS
GENERAL FUND
Beginning Balance at July 1
Operating Activity:
Estimated Operating Revenues
Debt Refinancing/Issuance
Sale of Property
Use of BMR Reserve
Estimated Operating Expenditures
Net Operating Activity
Debt Service
Net Operating Activity after debt
Operating Transfers In:
Park Dedication
Blackberry Farm
Senior Center
Recreation Programs
Operating Transfers Out:
MIS Fund
Equipment Fund/Leadership Cupertino
Net Income for CIP Projects/Reserves
Proposed CIP Projects/Debt Issuance
Capital Projects
Gas Tax Projects
Ending Balance June 30
Reserve Policy
Reserves above (below) policy level
Five Year Forecast (in thousands)
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
$ 16,619 $ 9,120 $ 8,924 $ 10,175 $ 11,004 $ 12,135
28,921 29,695 31,269 31,951 33,320 34,751
16,703 0 0 0 0 0
0 0 2,000 2,000 2,000 0
800 50 50 50 50 50
(27,305) (26,419) (27,190) (28,404) (29,467) (30,851)
19,119 3,326 6,129 5,597 5,903 3,950
(5,930) (3,547) (3,548) (3,548) (3,547) (3,549)
13,189 (221) 2,581 2,049 2,356 401
25 1,200 500 500 500 500
75 75 75 75 75 75
50 50 50 50 75 75
100 100 100 100 100 100
(270) (170) (270) (270) (270) (270)
(30) (10) (85) (85) (85) (85)
13,139 1,024 2,951 2,419 2,751 796
(20,137) (195) (140) 0 0 0
(501) (1,025) (1,560) (1,590) (1,620) (1,660)
(20,638) (1,220) (1,700) (1,590) (1,620) (1,660)
%120 8,924 10,175 11,004 12,135 11,271
15,000 15,000 15,000 15,000 15,000 15,000
$ (5,880) $ (6,076) $ (4,825) $ (3,996) $ (2,865) $ (3,729)
55
FUND BALANCE TRENDS
SPECIAL REVENUE FUNDS
STORM DRAIN
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Capital Projects
Ending Balance at June 30
PARK DEDICATION TAX
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfers Out - General Fund
Capital Projects - McClellan/Portal
Ending Balance at June 30
ENVIRONMENTAL MANAGEMENT
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
GAS TAX
Beginning Balance at July 1
Estimated Operating Revenues
Deferred Grants Receivable/Grants
Operating Transfers Out - CIP
Operating Transfers In - General Fund/CIP
Estimated Operating Expenditures
Net Operating Activity
Capital Projects
Ending Balance at June 30
Five Year Forecast (in thousands)
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
1,508 $ 296 $ 290 $ 283 $ 274 $ 264
100 100 100 100 100 100
(213) (31) (32) (34) (35) (36)
(1,099) (75) (75) (75) (75) (75)
$ 296 $ 290 $ 283 $ 274 $ 264 $ 253
1895 25 25 25 25 2
50 1,200 500 500 500 500
0 0 0 0 0 0
50 1,200 500 500 500 500
(25) (1,200) (500) (500) (500) (500)
(212) 0 0 0 0 0
$ 2$ 2$ 2$ 25 25 2
$ 106 $ 91 $ 104 $ 117 $ 131 $ 145
357 367 381 397 412 429
(372) (354) (368) (383) (398) (414)
$ 91 $ 104 $ 117 $ J31 $ ]45 $ 160
$ 3,345 $ 49 $ 0 $ 2 $ 3 $ 1
1,155 1,145 1,168 1,213 1,259 1,308
1,500 640 4,800 0 0 0
(250) 0 0 0 0 0
501 1,025 1,560 1,590 1,620 1,660
(1,444) (1,209) (1,901) (1,977) (2,056) (2,139)
1,462 1,601 5,627 826 823 829
(4,758) (1,650) (5,625) (825) (825) (825)
$ 495 0 $ 25 35 1 $ 5
56
FUND BALANCE TRENDS
2002-03
SPECIAL REVENUE FUNDS
HOUSING & COMMUNITY DEVELOPMENT
Beginning Balance at July 1 $
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
HCD REHABILITATION LOANS
Beginning Balance at July 1
Estima'~:l Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
LEADERSHIP CUPERTINO
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
VALLCO REDEVELOPMENT
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
Five Year Forecast (in thousands)
2003-04 2004-05 2005-06 2006-07 200%08
1,261 $ 1,177 $ 1,196 $ 1,214 $ 1,232 $ 1,250
78 494 513 533 553 575
(162) (475) (495) (515) (535) (557)
$ 1,177 $ 1,196 $ 1,214 $ 1,232 $ 1,250 $ 1,268
269 162 165 168 171 174
53 53 53 53 53 53
(160) (50) (50) (50) (50) (50)
$ 162 $ 165 $ 168 $ 171 $ 174 $ 177
10 10 10 9 8 7
38 38 39 40 42 43
(38) (38) (40) (41) (43) (44)
$ 10 $ 10 $ 9 $ 8 $ 7 $ 6
(91) (247) (452) (663) (612) (520)
25 27 28 300 350 400
(181) (232) (239) (249) (258) (269)
$ (247) $ (452) $ (663) $ (612) $ (520) $ (389)
57
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Beginning Balance at July 1 $
Investmem Earnings/Bond Proceeds
Operating Transfers In From General Fund
Refinance/Utilization of Bond Reserve
Debt Service Payments
Ending Balance at June 30 $
TRAFFIC IMPACT
Beginning Balance at July 1 $
Estimated Operating Revenues
Debt Service Paymems
Ending Balance at June 30 $
5,095 $ 36 $ 36 $ 36 $ 36 $ 36
62 0 0 0 0 0
5,930 3,547 3,548 3,548 3,547 3,547
(5,044) 0 0 0 0 0
(6,007) (3,547) (3,548) (3,548) (3,547) (3,549)
36 $ 36 $ 36 $ 36 $ 36 $ 34
79 $ 79 $ 79 $ 79 $ 79 $ 79
38 36 36 35 38 36
(38) (36) (36) (35) (38) (36)
79 $ 79 $ 79 $ 79 $ 79 $ 79
58
FUND BALANCE TRENDS
CAPITAL PROJECT FUNDS
CAPITAL IMPROVEMENT
Beginning Balance at July 1
Operating Transfers In
Deferred Grants Receivable/Grants
Capital Projects
Ending Balance at June 30
LIBRARY
Beginning Balance at July
Other Revenues
Operating Transfers In
Capital Projects
Ending Balance at June 30
CITY CENTER PLAZA
Beginning Balance at July 1
Operating Transfers In/Other revenue
Capital Projects
Ending Balance at June 30
SPORTS CENTER
Beginning Balance at July 1
Operating Transfers In
Capital Projects
Ending Balance at June 30
Five Year Forecast (in thousands)
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
2,633 $ (15) $ 0 $ 0 $ 0 $
2,934 195 i40 0 0
2,998 400 0 250 0
(8,580) (580) (140) (250) 0
$ (15) $ 0 $ 0 $ 0 $ 0 $
0
0
0
0
3,446 0 0 0 0 0
1,200 0 0 0 0 0
16,400 0 0 0 0 0
(21,046) 0 0 0 0 0
$ o $ o $ o $ o $ o $
556 0 0 0 0 0
662 0 0 0 0 0
(1,218) 0 0 0 0 0
$ o $ o $ o $ o $ o $
1,630 0 0 0 0 0
711 0 0 0 0 0
(2,341) 0 0 0 0 0
$ o $ o $ o $ o $ o $
0
59
FUND BALANCE TRENDS
ENTERPRISE FUNDS
RESOURCE RECOVERY
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
BLACKBERRY FARM
Beginning Balance at July i
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfers Out--General Fund
Capital Projects
Ending Balance at June 30
CUPERTINO SPORTS CENTER
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfer Out--General Fund
Ending Balance at June 30
Five Year Forecast (in thousands)
2002-03 2003-04 2004-05 2005-06 2006-07 2007.08
4,946 $ 5,669 $ 6,236 $ 6,826 $ 7,439 $ 8,076
2,769 2,670 2,777 2,888 3,003 3,124
(2,046) (2,103) (2,187) (2,275) (2,366) (2,460)
$ 5,669 $ 6,236 $ 6,826 $ 7,439 $ 8,076 $ 8,740
882 $ 200 $ 191 $ 185 $ 167 $ 135
1,795 1,813 1,888 1,946 2,004 2,064
(1,725) (1,672) (1,744) (1,814) (1,886) (1,962)
70 141 144 132 118 102
(75) (75) (75) (75) (75) (75)
(677) (75) (75) (75) (75) (75)
200 $ 191 $ 185 $ 167 $ 135 $ 87
437 $ 154 $ (352) $ (304) $ (203) $ (lid
1,267 853 1,255 1,356 1,397 1,439
(1,550) (1,359) (1,207) (1,255) (1,305) (1,358)
(283) (506) 48 101 92 81
0 0 0 0 0 0
$ 154 $ (352) $ (304) $ (203) $ (111) $ (19)
6O
ENTERPRISE FUNDS
RECREATION PROGRAMS
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfers Out
Ending Balance at June 30
SENIOR CENTER
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfer Out
Ending Balance at June 30
FUND BALANCE TRENDS
Five Year Forecast (in thousands)
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
22 $ 5 $ 52 $ 79 $ 90 $ 83
2,098 2,200 2,266 2,335 2,406 2,479
(2,015) (2,053) (2,139) (2,224) (2,313) (2,406)
83 147 127 111 93 73
(100) (100) (100) (100) (100) (100)
$ 5 $ 52 $ 79 $ 90 $ 83 $ 56
$ 115 $ 135 $ 152 $ 165 $ 174 $ 155
600 614 632 651 671 691
(530) (547) (569) (592) (615) (640)
70 67 63 59 56 51
(50) (50) (50) (50) (75) (75)
$ 135 $ 152 $ 165 $ 174 $ 155 $ 131
61
FUND BALANCE TRENDS
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfers In
Depreciation Reserve
Capital Outlay
Ending Balance at June 30
WORKERS' COMPENSATION
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
EQUIPMENT
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Net Operating Activity
Operating Transfer In--General Fund
Depreciation Reserve
Capital Outlay
Ending Balance at June 30
LONG-TERM DISABILITY
Beginning Balance at July 1
Estimated Operating Revenues
Estimated Operating Expenditures
Ending Balance at June 30
Five Year Forecast (in thousands)
2002-03 2003-04 2004-05 2005-06 2006-07 200%08
953 $ 964 $ 988 $ 1,003 $ 1,018 $ 1,033
843 790 822 854 888 923
(832) (766) (807) (839) (873) (908)
11 24 15 15 15 15
270 170 270 270 270 270
197 100 100 100 100 100
(467) (270) (370) (370) (370) (370)
$ 964 $ 988 $ 1,003 $ 1,018 $ 1,033 $ 1,048
$ 548 $ 556 $ 537 $ 510 $ 474 $ 429
190 190 190 190 190 190
(182) (209) (217) (226) (235) (245)
$ 556 $ 537 $ 510 $ 474 $ 429 $ 374
$ 1,818 $ 1,700 $ 1,878 $ 1,881 $ 1,884 $ 1,887
905 912 948 986 1,026 1,066
(904) (909) (945) (983) (1,023) (1,063)
1 3 3 3 3 3
20 0 75 75 75 75
133 175 125 125 125 125
(272) 0 (200) (200) (200) (200)
$ 1,700 $ 1,878 $ 1,881 $ 1,884 $ 1,887 $ 1,890
$ 40 $ 22 $ 22 $ 22 $ 22 $ 22
62 90 94 97 101 105
(80) (90) (94) (97) (101) (105)
$ 22 $ 22 $ 22 $ 22 $ 22 $ 22
62
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2001-02 2002-03 2002-03 2003-04 2004-05 2005-06 2006-07
GENERAL
2007-08
TAXES:
Property Tax 3,560 3,700 3,700 3,800 3,914 4,031 4,152 4,277
Sales Tax 10,429 11,000 10,000 10,400 10,816 11,249 11,699 12,167
Transient Occupancy Tax 1,547 2,365 1,665 1,675 1,776 2,182 2,335 2,498
Utility Users Tax 2,632 2,880 2,620 2,750 2,833 2,917 3,005 3,095
Franchise Fees 2,274 2,320 2,200 2,300 2,438 2,584 2,765 2,959
Other Tax 1,226 1,205 1,250 1,260 2,075 1,200 1,248 1,298
21,668 23,470 21,435 22,185 23,851 24,164 25,204 26,293
LICENSE AND PERMITS:
Plan Check and Building Permits
Animal and Other
USE OF MONEY AND PROPERTY:
Investment Earnings
Property Rentals
INTERGOVERNMENTAL:
Motor Vehicle License In-Lieu
Grants
Other Intergovernmental
1,310 1,150 1,182 1,630 1,695 1,763 1,834 1,907
1 0 0 0 0 0 0 0
1,311 1,150 1,182 1,630 1,695 1,763 1,834 1,907
1,370 1,000 970 1,050 700 800 850 900
434 400 400 450 468 487 506 526
1,804 1,400 1,370 1,500 1,168 1,287 1,356 1,426
2,938 3,000 3,000 3,180 3,307 3,439 3,577 3,720
158 298 596 50 52 54 56 58
343 204 204 100 104 108 112 117
3,439 3,502 3,800 3,330 3,463 3,602 3,746 3,896
CHARGES FOR SERVICES:
Zoning and Planning Fees 79 70 70 85 88 92 96 99
Engineering Fees 258 160 160 200 208 216 225 234
Police Services 66 30 30 85 88 92 96 99
Miscellaneous Services 52 75 121 40 42 43 45 47
455 335 381 410 426 443 461 480
FINES AND FORFEITURES
616 600 600 600 624 649 675 702
MISCELLANEOUS
Miscellaneous 112 150 153 40 42 43 45 47
Sale of Property 0 0 0 0 2,000 2,000 2,000 0
Debt Refinancing/Issuance 0 15,665 16,703 0 0 0 0 0
Subtot~
112 15,815 16,856 40 2,042 2,043 2,045 47
29,405 46,272 45,624 29,695 33,269 33,951 35,320 34,751
OPERATING TRANSFERS IN
Park Dedication Tax 2,400 1,500 25 1,200 500 500 500 500
Blackberry Farm 175 75 75 75 75 75 75 75
Recreation Programs 200 100 100 100 100 100 100 1013
Senior Center 50 50 50 50 50 50 75 75
Total General Fund
32,230 47,997 45,874 31,120 33,994 34,676 36,070 35,501
63
REVENUE ESTIMATE
SPECIAL REVENUE FUNDS
Actual
2001-02
Adopted
Budget
2002-03
Revised
Budget
2002-03
2003-04
FIVE YEAR FORECAST
2004-05 2008-06 2006-07 2007-08
STORM DRAIN
Investment Earnings
Developer Fees
67 50 50 50
52 50 50 50
119 100 100 100
50 50 50 50
50 50 50 50
100 100 100 100
PARK DEDICATION TAX
Investment Earnings
Park Dedication Tax
4 0 0 0
2,339 1,500 50 1,200
2,343 1,500 50 1,200
0 0 0 0
500 500 500 500
500 500 500 500
ENVIRONMENTAL MANAGEMENT
Investment Earnings
Fees
2 2 2 1
348 355 355 366
350 357 357 367
I 1 I 1
380 395 411 428
381 397 412 429
GAS TAX
Investment Earnings
Operating Transfers In - General Fund
Deferred Grants Receivable
Federal and State Grants
Highway Users Tax
Construction Reimbursements
149 100 105
1,817 801 501
0 0 800
1,141 634 700
1,003 1,050 1,050
346 0 0
4,456 2,585 3,156
70 50 50 50 50
1,025 1,560 1,590 1,620 1,660
0 0 0 0 0
640 4,800 0 0 0
1,075 1,118 1,163 1,209 1,258
0 0 0 0 0
2,810 7,528 2,803 2,879 2,968
HOUSING & COMMUNITY DEVELOPMENT
Investment Earnings
Grants
Loan Repayments
4 3 3
614 60 60
20 15 15
638 78 78
3 3 3 3 3
476 495 515 535 557
15 15 15 15 15
494 513 533 553 575
HCD REHABILITATION LOANS
Investment Earnings
Loan Repayments
LEADERSHIP CUPERTINO
Operating Transfer In
Fees / Other Revenue
0 3 3 3 3 3 3 3
38 50 50 50 50 50 50 50
38 53 53 53 53 53 53 53
10 10 10 10 10 10 10 10
15 28 28 28 29 30 32 33
25 38 38 38 39 40 42 43
VALLCO REDEVELOPMENT
Property Assessment
25 300 25 27 28 300 350 400
25 300 25 27 28 300 350 400
64
REVENUE ESTIMATE
Adopted Revised
Actual Budget Budget
2001-02 2002-03 2002-03 2093.04
DEBT SERVICE FUNDS
CUPERTINO FACILITIES CORPORATION
Investment Earnings
Operating Transfer In
TRAFFIC IMPACT
Investment Earnings
Property Assessment
173 0 62 0
4,711 4,539 5,930 3,547
4,884 4,539 5,992 3,547
0 I 1
38 37 37
38 38 38
FIVE YEAR FORECAST
2004.05 2005-06 2006-07 2007-08
0 0 0 0
3,548 3,548 3,547 3,549
3,548 3,548 3~547 31549
1 I 1 1 1
35 35 34 37 35
36 36 35 38 36
65
REVENUE ESTIMATE
CAPITAL PROJECTS FUNDS
CAPITAL IMPROVEMENT
Operating Transfers In
Deferred Grants Receivable
Grants/Other Income
LIBRARY
Miscellaneous
Operating Transfers In
SPORTS CENTER
Operating Transfers In
CITY CENTER PLAZA
Operating Transfers In
Actual
2001-02
Adopted Revised
Budget Budget FIVE YEAR FORECAST
2002-03 2002.03 2003.04 2004.05 2005-06 2006-07
2007-08
433 3,329 2,934 195 140 0 0 0
0 0 2,298 0 0 0 0 0
914 0 700 400 0 250 0 0
1,347 3,329 5,932 595 140 250 0 0
1,200 1,200 0 0 0 0 0
16,400 16,400 0 0 0 0 0
17,600 17,600 0 0 0 0 0
0 711 711 0 0 0 0 0
0 711 711 0 0 0 0 0
0 662 662 0 0 0 0 0
0
1,900
1,900
66
REVENUE ESTIMATE
ENTERPRISE FUNDS
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2001-02 2002.03 2002-03 2003-04 2004-05 2005-06 2006-07 2007.08
RESOURCE RECOVERY
Investment Earnings 259 195 195 185 192 200 208 216
Charges for Services 2,370 2,480 2,480 2,485 2,584 2,688 2,795 2,907
Other Revenue 11 0 94 0 0 0 0 0
BLACKBERRY FARM
Investment Earnings 21 10 10 10 11 12 12 12
Rent 107 120 120 100 122 126 129 133
Charges for Services 1,358 1,662 1,662 1,700 1,751 1,804 1,858 1,913
Miscellaneous 0 3 3 3 4 5 5 5
1,486 1,795 1,795 1,813 11888 1,946 21004 2,064
SPORTS CENTER
Investment Earnings 17 18 18 15 15 16 16 17
Rent 74 56 56 38 39 40 42 43
Charges for Service 1033 1,193 1,193 800 1,200 1,300 1.339 1,379
1124 1,267 1,267 853 1,255 lr356 1,397 1,439
RECREATION PROGRAMS
Investment Earnings 16 11 1 l 10 10 12 13 14
Culture Programs 236 303 303 315 324 334 344 355
Youth and Teen Programs 584 670 858 875 901 928 956 985
Physical Programs 869 926 926 1,000 1,030 1,061 1,093 1,126
1,705 1,910 2,098 2,200 2,266 2,335 2,406 2,479
SENIOR CENTER
Investment Earnings 50 12 12 10 10 11 11 11
Charges for Services 515 584 584 600 618 637 656 675
Miscellaneous 0 4 4 4 4 4 4 5
565 600 600 614 632 651 671 691
67
REVENUE ESTIMATE
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
Investment Earnings
Service Charges
Operating Transfers
WORKERS' COMPENSATION
Investment Earnings
Premiums
EQUIPMENT
Investment Earnings
Service Charge
Operating Transfers In
LONG TERM DISABILITY
Investment Earnings
Premiums
Actual
2001-02
Adopted Revised
Budget Budget FIVE YEAR FORECAST
2002-03 2002.03 2003-04 2004-05 2005-06 2006-07
2007-08
16 14 14 14 15 15 15 15
693 829 829 776 807 839 873 908
274 270 270 170 270 270 270 270
983 1,113 1,113 960 1,092 1,124 1,158 1,193
50 50 50 50 50 50 50 50
151 140 140 140 140 140 140 140
201 190 190 190 190 190 190 190
16 3 3 3 3 3 3 3
886 902 902 909 945 983 1,023 1,063
90 20 20 0 75 75 75 75
992 925 925 912 1,023 1,061 1,101 1,141
1 2 2 2 2 2 2 2
67 60 60 88 92 95 99 103
68 62 62 90 94 97 101 105
68
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget
2001-02 2002-03 2002-03
GENERAL
COUNCIL AND COMMISSIONS:
1000 City Council
1031 Telecommunications Commission
1040 Library Commission
I042 Fine Arts Commission
1050 Public Safety Commission
1060 Recreation Cormmssion
1065 Teen Commission
1070 Planning Commission
1075 Affordable Housing Committee
ADMINISTRATION:
1200 City Manager
1201 Community Outreach
1300 Contingencies
1500 CITY ATTORNEY
2100 LAW ENFORCEMENT
PUBLIC INFORMATION:
3300 Community Relation & Information
3400 Cupertino Scene
3500 Govcrmnent Channel
3501 Gov't Channel--Special Project
ADMINISTRATIVE SERVICES:
4000 Administration
4001 Economic Development
4100 Accounting
4200 Business Liceases
4300 City Clerk
4310 Duplicating and Postage
4330 Elections
4400 Disaster Preparedness
4510 Human Resources
4530 Code Enforcement
4540 Insurance Administration
2003-04
FIVE YEAR FORECAST
2004.05 2005-06 2006-07 2007-08
207 189 209 205 234 243 253 263
116 130 130 72 77 80 83 87
267 214 214 3 212 220 229 238
25 30 36 29 31 32 34 35
0 0 0 0 0 0 0 0
19 15 15 8 11 11 12 12
0 25 25 20 22 23 24 25
16 25 24 19 27 28 29 30
0 0 0 0 0 0 0 0
650 628 653 356 614 639 664 691
275 277 285 281 301 313 326 339
65 67 67 70 75 78 81 84
0 30 29 30 30 30 30 30
340 374 381 381 406 421 437 453
474 517 545 545 570 593 617 641
5765 6,042 6,325 6,371 6,691 7,026 7,377 7,746
272 271 271 275 289 301 313 325
100 108 108 Il6 12l 125 130 136
290 323 342 344 359 373 388 404
46 46 45 56 58 61 63 66
708 748 766 791 827 860 894 930
314 358 358 348 366 308 320 333
3 17 7 14 23 24 25 26
559 615 615 574 601 625 650 676
35 40 40 36 38 40 41 43
404 444 447 446 471 490 509 530
153 178 183 200 208 216 225 234
60 3 3 135 0 135 0 135
57 53 56 63 66 68 71 74
749 867 954 1,077 1,125 1,170 1,217 1,265
530 566 566 541 563 585 609 633
401 451 451 511 451 469 488 507
3~65 3,592 3,680 3)45 3)11 4,130 4,155 4~56
69
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget
2001-02 2002-03 2002-03
GENERAL (cont.)
RECREATION SERVICE:
6100 Recreation Administration
Qdinlan Conununity Center-Cultural:
6200 Supervision
6248 Cultural Programs
6265 Quinlan Community Center
Monta Vista Recreation Center-Youth:
6300 Administration
6342 Youth Programs
6343 Teen Programs/Center
6360 Monta Vista Recreation Center
Cupertino Sports Center-Physical/Recreation
6400 Supervision
6445 Creekside Park
6448 Fourth of July
Senior Center:
6500 Senior Adult Programs
6529 Senior Center Case Manager
6647 Nature Programs
COMMUNITY DEVELOPMENT:
7200 Planning Administration
7301 Current Planning
7302 Mid and Long Range Planning
7305 Monta Vista Annexations
7405 BMR Housing Maintenance
7501 General Building
7502 Construction Plan Checking
7503 Building Code Enforcement
7504 Building Abatements
2003-04
FIVE YEAR FORECAST
2004-05 2005-06 2006-07 2007-08
207 234 234 219 231 240 250 260
355 373 373 396 415 432 449 467
34 69 69 97 101 105 109 113
257 286 286 425 300 312 324 337
170 217 217 226 237 246 256 267
29 54 55 45 47 49 51 53
17 113 36 15 118 123 128 133
7 13 13 17 18 18 19 20
197 233 233 157 165 172 178 186
6 10 10 12 12 13 13 14
58 83 83 57 59 62 64 67
390 491 491 468 495 515 535 557
63 86 86 92 96 100 103 108
68 69 69 74 78 81 84 88
1~58 2330 2,255 2,300 2,372 2~67 2,565 2,668
199 190 190 224 195 203 21l 219
622 622 622 642 671 698 726 755
295 206 247 181 142 148 154 160
0 27 27 0 0 0 0 0
1316 177 972 155 55 57 59 62
437 440 385 462 470 489 508 529
325 399 399 418 250 260 270 281
449 634 634 549 515 536 557 579
4 50 50 50 50 50 50 50
3,647 2,745 3,526 2,681 2,348 2,440 2,536 2,635
70
EXPENDITURE ESTIMATES
Actual
2001-02
Adopted
Budget
2002-03
Revised
Budget
2002-03
2003-04
FIVE YEAR FORECAST
2004-05 2005-06 2006-07 2007-08
PUBLIC WORKS:
Administration:
8001 Public Works Administration 261 398 398 413 438 456 474 493
8005 Environmental Management 135 148 148 157 163 170 177 184
Engineering:
8101 Engineering Design 541 685 685 688 717 746 776 807
8102 Inspection Service 104 106 106 114 119 123 128 133
Service Center Administration:
8201 Public Works Supervision 982 895 895 886 925 962 1.000 1.040
Grounds:
8302 McClellan Ranch Park 47 56 56 64 67 69 72 75
8303 Memorial Park 503 585 585 533 554 576 600 624
8312 School Site Maintenance 486 600 600 554 576 599 623 648
8314 Neighborhood Parks 908 780 780 734 800 832 865 900
8315 Sports Fields/Jollyman/Creekside 355 265 270 284 295 307 319 332
8321 Civic Center Maintenance 129 125 142 123 128 133 138 144
Streets:
8402 Street Cleaning 101 111 111 116 121 125 130 136
8406 Graffiti Removal 6 34 14 19 20 21 21 22
8407 Overpasses & Medians Maintenance 626 582 582 607 631 657 683 710
8408 Street Trees Maintenance 445 490 512 543 565 587 611 635
8409 Elmwood Program 155 197 197 207 215 224 233 242
Facilities:
8501 City Hall 731 442 458 498 450 468 487 506
8502 Library 99 105 I05 68 110 114 119 124
8503 Service Center 478 270 302 264 310 322 335 349
8504 Quinlan Community Center 329 485 467 363 425 442 460 478
8505 Senior Center 156 180 180 190 198 206 214 222
8506 McClellan Ranch 52 57 57 I06 60 62 65 67
8507 Monta Vista 89 88 106 101 105 109 114 118
8508 Wilson 18 34 24 34 35 37 38 40
8509 Portal 29 39 39 32 33 35 36 37
8511 Creeksidc 40 61 61 59 61 64 66 69
8830 Street Lighting 518 484 512 487 490 510 530 551
Traffic Management:
8601 Traffic Engineering 481 385 376 405 424 441 459 477
8602 Traffic Signal Maintenance 370 384 406 400 416 433 450 468
8603 Bicycle/Pedestrian Safety/Trip Reduc. 24 0 0 0 0 0 0 0
9,198 9,074 9,174 9,049 9,451 9,830 10,223 10,632
25,905 26,050 27,305 26,419 27,190 28,404 29,467 30,851
4711 4.539 5,930 3,547 3,548 3,548 3,547 3,549
2303 21.102 20,137 195 140 0 0 0
1817 801 501 1.025 1,560 1.590 1,620 1.660
10 10 10 10 10 10 10 10
48 20 20 0 75 75 75 75
274 270 270 170 270 270 270 270
9,163 26,742 26,868 4,947 5,603 5,493 5,522 5,564
35,068 52,792 54,173 31,366 32,793 33,897 34,989 36,415
Operating Expenditures
Operating Transfers Out:
0100 Debt Service Obligations
0100 Capital Projects
0100 Gas Tax Projects/Operation Funding
0100 Leadership Cupertino
0100 Equipment Fund
0100 Management Information
Non-operating Expenditures
TOTAL GENERAL FUND
71
EXPENDITURE ESTIMATES
SPECIAL REVENUE FUNDS
STORM DRAIN
9612 Minor Storm Drain Improvements
9620 Minor Storm Drain Projects
Actual
2001-02
PARK DEDICATION TAX
0100 Operating Transfers to General Fund
9107 McClellan Ranch Improvements
ENVIRONMENTAL MANAGEMENT
8004 Non Point Source
8402 Street Cleaning
GAS TAX
0100 Operating Transfers to CIP fund
8403 Sidewalk, Curb and Gutter
8404 Street Pavement Maintenance
8405 Street Signs/Markings
9xxx CIP
HOUSING & COMMUNITY DEVELOPMENT
7401 General Administration
7404 Public Service Grants
HCD REHABILITATION LOANS
7402 Rehab Loans & Administration
VALLCO REDEVELOPMENT
7304 Vallco Redevelopment Project Area
LEADERSHIP CUPERTINO
4010Leadership Cupe~ino
4011You~Le~sMp
Adopted Revised
Budget Budget FIVE YEAR FORECAST
2002.03 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
84 72 213 31 32 34 35 36
5 75 1,099 75 75 75 75 75
89 147 1,312 106 107 109 110 155
2,400 1,500 25 1,200 500 500 500 500
0 0 212 0 0 0 0 0
2,400 1,500 237 1,200 500 500 500 500
335 365 372 354 368 383 398 414
0 0 0 0 0 0 0 0
335 365 372 354 368 383 398 414
230 0 250 0 0 0 0 0
674 757 800 561 583 607 631 656
351 219 219 228 881 916 953 99l
462 423 425 420 437 454 472 491
2,639 1,309 4,758 1,650 5,625 825 825 825
4~56 2,708 6,452 2,859 7,526 2,802 2,881 2,964
6 17 17 72 76 79 82 85
614 145 145 403 419 436 453 471
620 162 162 475 495 515 536 557
161 160 160 50 50 50 50 50
34 179 181 232 239 249 258 269
16 19 19 19 20 21 21 22
15 19 19 19 20 21 21 22
31 38 38 38 40 41 43 44
72
EXPENDITURE ESTIMATES
DEBT SERVICE FUNDS
CUPERTINO FACILITY CORPORATION
5301 Principal + 5306 Interest
5301 Fees
TRAFFIC IMPACT
5306 Principal
5306 Interest
Adopted Revised
Actual Budget Budget
2001-02 2002-03 2002-03 2003.04
4,926 4,499 5,992 3,532
9 40 15 15
4,935 4,539 6,007 3,547
FIVE YEAR FORECAST
2004.05 2005-06 2006-07 2007-08
3,533 3,533 3,532 3,534
15 15 15 15
3,548 3z548 3,547 3,549
20 20 20 20 20 20 25 25
19 18 18 16 16 15 13 Il
39 38 38 36 36 35 38 36
73
EXPENDITURE ESTIMATES
Adopted Revised
Actual Budget Budget F I V E Y E A R F O R E C A S T
2001-02 2002-03 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
CAPITAL PROJECTS FUND
CAPITAL IMPROVEMENT
9108 Park Renovation
9xxx DACA Pool/Bathhouse Renovation
9115 Skate park
9116 San Thomas/Saratoga Creek Trail
9117 Stevens Creek Trail Masterplan
9118 Union Pacific RR Trail
9119 Portal/Wilson Park
9121 Memorial Park Softball Fiald
9216 Service Center Renovation
9xxx Space Study
9219 Animal Control Facility - $665,000
9223 Civic Center improvements
9224 Civic Center Plaza
9523/25/26 Various Arterial Projects
9524 DeAnza Creek Arterial
9527 Homestead Tantau T/S
9528 280/Wolfe T/S
9529 Wolfe Road Arterial/Misc
9530 Phase Ill Homestead Arterial
9533 Green LED T/S Lights
9534 Advanced ITS DeAnza
9535 Adaptive Traffic Controllers
9536-9538 Traffic Corridors
9539 Wolf/Prunridge T/S
9540 Speed Reduction
9541 Safe Routes to School - Monta Vista HS
9544 Safe Routes to School - Cupertino HS
xxxx Safe Routes to School - Garden Gate
9703 Apple Public Att
9545 Traffic Signal Upgrades - Various
9546 Traffic Operations Center
9547 Yellow & Ped Head LED Traffic Sig Upg
9548 Traffic Related Street Walkability Mods
xxxx Traffic Signal Battery Power Backup Sys
LIBRARY - 9222
SPORTS CENTER RENOVATION -9212
CITY CENTER PLAZA
9313 City Center Plaza
9314 City Center Plaza Public Art
104 0 73 0 0 0 0 0
0 0 0 0 0 250 0 0
43 -220 182 0 0 0 0 0
117 184 482 0 0 0 0 0
61 0 102 0 0 0 0 0
129 0 4 0 0 0 0 0
68 0 573 0 0 0 0 0
0 25 25 125 0 0 0 0
49 0 110 0 0 0 0 0
0 0 0 50 0 0 0 0
0 -500 0 0 0 0 0 0
0 2,300 2,500 0 0 0 0 0
36 900 964 0 0 0 0 0
0 0 0 0 0 0 0 0
7 0 22 0 0 0 0 0
14 0 4 0 0 0 0 0
35 0 385 0 0 0 0 0
141 0 0 0 0 0 0 0
41 0 43 0 0 0 0 0
15 0 272 0 0 0 0 0
190 0 705 0 0 0 0 0
63 0 936 0 0 0 0 0
15 0 13 0 0 0 0 0
5 0 5 0 0 0 0 0
25 0 0 0 0 0 0 0
260 0 185 0 0 0 0 0
0 0 500 0 0 0 0 0
0 0 0 205 0 0 0 0
0 -100 0 0 0 0 0 0
0 300 150 0 0 0 0 0
0 200 200 0 0 0 0 0
0 140 140 0 140 0 0 0
0 100 5 0 0 0 0 0
0 0 0 200 0 0 0 0
1~18 3,329 8,580 580 140 250 0 0
1,021 17,600 21,046 0 0 0 0 0
59 711 2,341 0 0 0 0 0
26 662 662 0 0 0 0 0
8 0 0 0 0 0 0 0
34 662 662 0 0 0 0 0
74
EXPENDITURE ESTIMATES
ENTERPRISE FUNDS
RESOURCE RECOVERY
8003 Programs
BLACKBERRY FARM
0100 Operating Transfers to General Fund
6600 Administration
6620 Park
6640 Golf Course
6660 Blue Pheasant Restaurant
6680 Retreat Center
9112 CIP - Blackberry Farm Master Plan
9105 CIP - Blackberry Farm Picnic Area
SPORTS CENTER
0100 Operating Transfers to General Fund
6450 Sports and Physical
6450 Equipment Replacement
8510 Facilities
RECREATION PROGRAMS
6249 Cultural Programs
6349 Youth and Teen Services
6449 Sports and Physical
6649 Nature Program
0100 Operating Transfers to General Fund
SENIOR CENTER
0100 Operating Transfers to General Fund
6549 Programs
Actual
2001-02
Adopted Revised
Budget Budget FIVE YEAR FORECAST
2002.03 2002-03 2003.04 2004.05 2005-06 2006-07 2007-08
1727 2,024 2,046 2,103 2,187 2,275 2,366 2,460
175 75 75 75 75 75 75 75
97 122 122 I17 127 132 137 143
739 909 960 921 958 996 1,036 1,077
437 584 583 575 598 622 647 673
14 20 20 20 21 22 22 23
29 40 40 39 41 42 44 46
0 0 150 0 0 0 0 0
38 75 527 75 75 75 75 75
1,529 1,825 2,477 1,822 1,894 1,964 2,037 2,112
0 0 0 0 0 0 0 0
920 1,166 1,344 997 1,037 1,078 1,121 1,166
0 0 0 100 0 0 0 0
167 206 206 262 170 177 184 191
1,087 1,372 1,550 1,359 1,207 1,255 1,305 1,358
301 260 260 295 309 321 334 348
548 610 800 767 799 831 864 899
689 923 936 972 1,011 1,051 1,093 1,137
3 19 19 19 20 21 21 22
242 100 100 100 100 100 100 100
1,783 1,912 2,115 2,153 2,239 2,324 2,413 2,506
2 50 50 50 50 50 75 75
407 530 530 547 569 592 615 640
409 580 580 597 619 642 690 715
75
EXPENDITURE ESTIMATES
INTERNAL SERVICE FUNDS
MANAGEMENT INFORMATION
4800 Operations
9800 Equipment Acquisition
WORKERS' COMPENSATION
4550 Claims
EQUIPMENT
8840 Equipment Maintenance
9820 Equipment Acquisition
LONG TERM DISABILITY
4570 Claims
Adopted Revised
Actual Budget Budget FIVE YEAR FORECAST
2001-02 2002-03 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
707 829 832 766 807 839 873 908
203 354 467 270 370 370 370 370
910 1,183 1~99 1,036 1,177 1~09 1,243 1~78
383 158 182 209 217 226 235 245
810 901 904 909 945 983 1,023 1,063
290 194 272 0 200 200 200 200
1,100 1,095 1,176 909 1,145 11183 1,223 1,263
69 80 80 90 94 97 101 105
59,597 95,158 113,266 51,121 56,622 53,554 54,963 56,995
58,157 90,424 91,485 50,689 58,078 54,884 56,576 56,579
TOTAL EXPENDITURES
TOTAL REVENUES
76
DEPARTMENTAL OPERATING BUDGETS
The Departmental Operating Budgets section provides budget information for each of the City's
eight key operating functions: City Council, Administration, Law Enforcement, Public
Information, Administrative Services, Parks and Recreation, Community Development and
Public Works. Each departmental operating budget includes the following elements:
1. Department Summary: The department summary includes an organization chart for the
department and condensed financial information for each division within the department. It
is a "big picture" snapshot of the department's responsibilities and costs.
2. Division Summary: Most departments are organized into smaller units or divisions. A
program overview has been presented for each division denoting the key functions of the
division. In addition, service objectives are listed to identify for the reader the upcoming
goals and objectives of that section. Finally, the budget document includes an expenditure
summary that details historical and proposed expenditures by category and funding source
and the personnel charged to that division.
79
Council
and
Commissions
81
COUNCIL AND
COMMISSIONS
Citizens
of Cupertino
Citizen Advisory Groups
Telecommunications/Library/Teen/
Fine Arts/Recreation/Economic Development/
Audit/Planning/Public Safety/Bike & Pedestrian
82
CITY COUNCIL AND COMMISSIONS
Expenditures by Division
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
CITY COUNCIL
1000 CITY COUNCIL
1002 CAMPAIGN REFORM
1004 HISTORICAL SOCIETY
157,347 207,353 188,746 204,925
5,000 0 0 0
40,000 0 0 0
202,347 207,353 188,746 204,925
COMMISSIONS
1031 TELECOMMUNICATIONS
1040 LIBRARY
1042 FINE ARTS
1050 PUBLIC SAFETY
1060 PARKS AND RECREATION
1065 TEEN COMMISSION
1070 PLANNING
1075 HOUSING COMMISSION
TOTAL
115,632 115,840 129,585 72,919
241,952 267,162 213,542 2,100
20,544 24,751 29,846 29,000
0 50 150 200
5,266 18,575 14,700 8,929
0 0 25,218 19,647
23,599 16,181 24,500 18,500
34 223 200 200
407,027 442,782 437,741 151,495
609,374 650,135 626,487 356,420
83
COUNCIL AND COMMISSIONS
CITY COUNCIL
PROGRAM OVERVIEW
The Mayor and Councilmembers, acting as the elected representatives of the City of Cupertino,
establish public policy to meet community needs and assure orderly development of the City.
SERVICE OBJECTIVES
The City Council goals are carded out by the city staff under the direction of the City Manager.
The council goals are listed in the Budget Strategies section.
84
COUNCIL AND COMMISSIONS
1000 CITY COUNCIL
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
81,390 91,047 108,506 121,375
49,497 69,139 62,900 40,500
7,960 31,647 5,000 25,000
18,500 15,520 12,340 18,050
157,347 207,353 188,746 204,925
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
157,347 207,353 188,746 204,925
157,347 207,353 188,746 204,925
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
Full-time 0.20 0.40 0.40
Total 0.20 0.40 0.40
85
COUNCIL AND COMMISSIONS
TELECOMMUNICATIONS COMMISSION
PROGRAM OVERVIEW
The Telecommunications Commission advises the City Council and informs the community
about issues relating to the rapidly changing field of telecommunications. Commissioners also
served as a resoume for the Planning Commission in offering technical guidance for antenna
sitings. In addition, the commission presented its third annual Cupertino Outstanding Producer
Award and disbursed funding for public access and educational grants.
With legislation now in effect encouraging effective competition, the commission will continue
to look at new and forthcoming FCC rulings that may alter AT&T's impact on the community.
The commission also will continue to monitor cable services to subscribers and to act as a
resource for both the Cupertino elementary and high school districts.
SERVICE OBJECTIVES
Continue to work with appropriate companies in bringing advanced services to interested
residents.
Monitor the AT&T/Comcast merger and its impact on Cupertino's franchise.
Continue to work with staff and legal counsel to enforce the terms of the current cable franchise
agreement.
Work with the Cupertino Planning Commission in developing a master plan for antenna sites and
design.
86
COUNCIL AND COMMISSIONS
1031 TELECOMMUNICATIONS COMMISSION
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
5,607 4,856 5,245 5,419
10,746 12,218 14,500 14,500
99,279 98,766 109,840 53,000
115,632 115,840 129,585 72,919
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
115,632 115,840 129,585 72,919
115,632 115,840 129,585 72,919
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.05 0.05 0.05
0.05 0.05 0.05
87
COUNCIL AND COMMISSIONS
LIBRARY COMMISSION
PROGRAM OVERVIEW
The Library Commission is a five member commission appointed by the City Council that
reviews and makes recommendations related to the operations and services of the Cupertino
Library. The Cupertino Library is operated by the Santa Clara County Library Services. The
building is provided by the City of Cupertino for which the county pays a rental fee.
County Library staff serve as staff to the commission and the Director of Administrative Services
serves as city liaison.
SERVICE OBJECTIVES
Monitors the various service activities of the library and makes recommendations for
improvements to appropriate bodies.
Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino
Library Foundation.
Advocates library funding and service levels at the city, county, and state levels.
Represents the Cupertino library in the local community.
Participates in state and local library workshops and conferences.
Participates in the long range planning of quality library services for the City.
Develops potential resources to expand volunteer efforts in the library.
Investigates ways to expand access to non-traditional media.
Continues library advocacy in Cupertino activities and with other organizations.
Continues emphasis on integrating additional technology into library services.
Continues proactive efforts to ensure adequate library funding.
Participates on the building committee task force of a new library.
88
COUNCIL AND COMMISSIONS
1040 LIBRARY COMMISSION
Materials
Contract Services
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
250 60 750 2,100
241,702 267,102 212,792 0
241,952 267,162 213,542 2,100
General
Total
Expenditures by Fund
2002-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
241,952 267,162 213,542 2,100
241,952 267,162 213,542 2,100
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
89
COUNCIL AND COMMISSIONS
FINE ARTS COMMISSION
PROGRAM OVERVIEW
The Cupertino Fine Arts Commission is charged with advancing the arts in the City. This is
done through several activities and programs, including promoting art in public places, awarding
grants to individuals and organizations, and selection of a "Distinguished Artist of the Year."
Through the fine arts grant program, the Commission awarded $17,000 in the 2002-2003 fiscal
year to visual and performing artists in programs that benefit Cupertino residents. Grants given in
2002 provided support for the Cherry Blossom Festival, the California Youth Symphony,
musician Judy Gregory's preschool programs, Monta Vista High School Leadership class's
school mural, the San Jose String Quartet/San Jose Chamber Players, a poetry program by
Jennifer Swanton Brown, and the Euphrat Museum of Art, including its Arts in Schools program.
In 2003 a new category of fine arts grants will be offered to high-school age artists.
In the area of public art, the Commission is following the progress of sculptor Roger Berry who
has been commissioned to create an original piece for the City Center Park at the comer of
Stevens Creek and De Anza Boulevards. The commission also adopted criteria for the selection
and placement of public art, as well as standardized contracts, which culminated in the loan of a
sculpture at the comer of the Quinlan Community Center.
The Fine Arts Commission also sponsors an annual student art exhibition at the Cherry Blossom
Festival, and selects a Distinguished Artist of the Year.
SERVICE OBJECTIVES
Maintain programs and activities that provide a direct cultural benefit to the citizens of
Cupertino, with special emphasis on groups not likely to receive regular exposure to the arts.
Actively encourage business and community participation in the arts.
Pursue methods for providing more art throughout the city.
90
COUNCIL AND COMMISSIONS
1042 FINE ARTS COMMISSION
Employee Compensation
Materials
Contract Services
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
9,099 6,787 10,066 10,300
10,545 16,354 18,680 17,700
900 1,610 1,100 1,000
20,544 24,751 29,846 29,000
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
20,544 24,751 29,846 29,000
20,544 24,751 29,846 29,000
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.10 0.10 0.10
0.10 0.10 0.10
91
COUNCIL AND COMMISSIONS
PUBLIC SAFETY COMMISSION
PROGRAM OVERVIEW
The Public Safety Commission consists of five members with responsibility for reviewing and
recommending public safety services and policies for police, fire, emergency planning, and
traffic.
SERVICE OBJECTIVES
Review safety issues and concerns and make recommendations to the City Council.
Promote public education programs concerning safety issues.
Provide assistance in implementing public safety programs approved by the City Council.
92
COUNCIL AND COMMISSIONS
1050 PUBLIC SAFETY COMMISSION
Materials
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
0 50 150 200
0 50 150 200
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
0 50 150 200
0 50 150 200
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
93
COUNCIL AND COMMISSIONS
PARKS AND RECREATION COMMISSION
PROGRAM OVERVIEW
The Parks and Recreation Commission is a five-member citizen's commission appointed by the
City Council to make recommendations pertaining to parks and recreation.
SERVICE OBJECTIVES
Engage the public in dialog regarding the design of new programs and facilities, and make
recommendations regarding these projects to the City Council.
Work with staff and the public to draft and/or revise policies for use of Parks and Recreation
facilities.
Consider public input regarding the operation of Parks and Recreation facilities and make
recommendations for their improvement.
Participate on a number of special committees dealing with Parks and Recreation.
Serve as ambassadors for the Parks and Recreation Department.
94
COUNCIL AND COMMISSIONS
1060 PARKS AND RECREATION COMMISSION
Employee Compensation
Materials
Total
Expenditures by Category
2000-01 2001-02 2002-03
Actual Actual Adopted
2003-04
Proposed
4,109 6,999 7,850 7,229
1,157 11,576 6,850 1,700
5,266 18,575 14,700 8,929
General
Total
2000-01
Actual
Expenditures by Fund
2001-02 2002-03
Actual Adopted
2003-04
Proposed
5,266 18,575 14,700 8,929
5,266 18,575 14,700 8,929
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.10 0.10 0.10
0.10 0.10 0.10
95
COUNCIL AND COMMISSIONS
TEEN COMMISSION
PROGRAM OVERVIEW
The Teen Commission is composed of 13 youths representing grades 8-12. The Teen
Commission advises the City Council and staff on youth issues.
SERVICE OBJECTIVES
Engage the public in dialog regarding the design of new programs and facilities, and make
recommendations regarding these projects to the City Council.
Work with staff and the public to draft and/or revise policies for use of Parks and Recreation
facilities.
Assist staff with the job faire at the Quinlan Community Center that will be offered in March
2004.
Participate in a Ropes course to enhance team building and communication skills among the
Commission members.
Provide input on the operation and d6cor of the Teen Center and assist staff with the grand
opening in April 2004.
96
COUNCIL AND COMMISSIONS
1065 TEEN COMMISSION
Expenditures by Category
Employee Compensation
Materials
Contract Services
Total
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
0 0 12,698 9,927
0 0 6,520 3,720
0 0 6,000 6,000
0 25,218 19,647
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
0 25,218 19,647
0 25,218 19,647
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.15 0.15
0.00 0.15 0.15
97
COMMUNITY DEVELOPMENT
PLANNING COMMISSION
PROGRAM OVERVIEW
The Planning Commission is a five-member citizen board appointed by the City Council to make
or recommend decisions on matters pertaining to land use and physical development. The major
work of the Commission is to conduct public hearings on "current planning" applications.
The Commission also advises the City Council on land use and development policy through
study sessions and formal hearings on issues necessary to maintain the current status of the
General Plan. The Commission also undertakes periodic review of implementation ordinances
and issues interpretations of these documents.
SERVICE OBJECTIVES
Conduct General Plan annual review. The annual review will test fundamental goals and
measure performance of short-term objectives.
Conduct public hearings for approximately 100 land development applications. Ensure that
decisions are made fairly and expeditiously in accordance with adopted General Plan policies,
zoning ordinances, development plans and design guidelines.
Prepare specific plans, zoning ordinance amendments and amendments to the General Plan.
Serve on the Planning Commission Design Review Committee, the Environmental Review
Committee and in an advisory role to the Housing Commission.
98
COUNCIL AND COMMISSIONS
1070 PLANNING COMMISSION
Employee Compensation
Materials
Contract Services
Total
General
Total
Full-time
Expenditures by Category
Total
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
4,818 4,014 6,500 6,500
9,856 4,092 11,000 5,000
8,925 8,075 7,000 7,000
23,599 16,181 24,500 18,500
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
23,599 16,181 24,500 18,500
23,599 16,181 24,500 18,500
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
99
COMMUNITY DEVELOPMENT
HOUSING COMMISSION
PROGRAM OVERVIEW
The Cupertino Housing Commission (CHC) is a five-member board appointed by the City
Council to assist the Planning Commission and the City Council in developing housing policies
and strategies for implementation of General Plan Housing Element goals. The Commission also
oversees the Community Development Block Grant (CDBG) program.
SERVICE OBJECTIVES:
When requested by the Director of Community Development or the City Council, make
recommendations regarding affordable housing proposals including requests for money from the
CDBG and the Affordable Housing Fund, possible fee waivers or other incentives, the number
and type of affordable units and the target groups to be served.
100
COUNCIL AND COMMISSIONS
1075 HOUSING COMMISSION
Employee Compensation
Materials
Total
Expenditures by Category
2000-01 2001-02 2002-03
Actual Actual Adopted
2003-04
Proposed
14 0 0 0
20 223 200 200
34 223 200 200
General
Total
2000-01
Actual
Expenditures by Fund
2001-02 2002-03
Actual Adopted
2003-04
Proposed
34 223 200 200
34 223 200 200
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.05 0.00 0.00
0.05 0.00 0.00
101
Administration
103
ADMINISTRATION
I
City Attorney
(2.95)
I
City Manager
(1.45)
Community
Outreach
(.50)
104
ADMINISTRATION
1200 CITY MANAGER
1201 COMMUNITY OUTREACH
1300 CONTINGENCIES
1500 LEGAL SERVICES
TOTAL
Expenditures by Division
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
251,049 274,957 277,250 281,195
56,529 64,757 67,329 69,944
803 0 30,000 30,000
474,331 474,318 517,481 544,747
782,712 814,032 892,060 925,886
105
ADMINISTRATION
CITY MANAGER
PROGRAM OVERVIEW
The City Manager is responsible to the City Council for the effective and efficient operation of
the City. Under the direction of the City Council, the City Manager cames out the City's
adopted goals and objectives.
SERVICE OBJECTIVES
Accomplish the City's goals.
Manage City operations.
See that all laws and ordinances of the City are duly enforced and that all franchises, permits,
licenses, and privileges granted by the City are faithfully performed and observed.
Keep the City Council advised as to the financial conditions and needs of the City.
Investigate all complaints concerning the operation of the City.
Supervise the use and condition of buildings, public parks, streets and other public property.
Make reports and initiate recommendations as may be desirable or as requested by the City
Council.
Ensure that the City's policies and procedures provide a foundation for a secure financial
position.
Develop strategies to enhance the City's tax base and to position the City to take advantage of
economic opportunities.
106
CITY MANAGER
1200 ADMINISTRATION
Employee Compensation
Materials
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
226,929 236,332 233,370 244,275
19,070 30,485 36,800 28,800
5,050 8,140 7,080 8,120
251,049 274,957 277,250 281,195
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
251,049 274,957
277,250 281,195
251,049 274,957 277,250 281,195
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
1.35 1.45 1.45
1.35 1.45 1.45
107
ADMINISTRATION
COMMUNITY OUTREACH
PROGRAM OVERVIEW
Develop and sustain community-building activities that increase citizen involvement in our
diverse community and neighborhoods.
SERVICE OBJECTIVES
Increase awareness and participation in the City's neighborhood block leader and block party
program.
Work with community groups, such as the Citizens of Cupertino Cross-Cultural Consortium
(5Cs), on intercultural projects and presentations, and outreach to newcomers.
Coordinate public communication activities through "town" forums and other public dialogue
activities.
Coordinate outreach efforts and resources with the Emergency Preparedness Office and Sheriff's
Office to increase participation in Neighborhood Preparedness, Neighborhood Watch and other
public safety programs.
Produce materials to effectively promote neighborhood programs.
Serve as a staff resource and liaison at community meetings.
108
COMMUNITY OUTREACH
1201 ADMINISTRATION
Employee Compensation
Materials
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
52955 47,265 47,329 48,944
3,574 17,492 20,000 21,000
56,529 64,757 67,329 69,944
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
56,529 64,757 67,329 69,944
56,529 64,757 67,329 69,944
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.50 0.50 0.50
0.50 0.50 0.50
109
ADMINISTRATION
CONTINGENCIES
PROGRAM OVERVIEW
This account is discretionary fund for unexpected occurrences, such as special
consultants or other special unplanned needs that may occur during the year.
studies,
110
CONTINGENCIES
1300 ADMINISTRATION
Contract Services
Total
2000-01
Actual
803
803
Expenditures byCategory
2001-02 2002-03 2003-04
Actual Adopted Proposed
0 30,000 30,000
0 30,000 30,000
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
8O3
0 30,000 30,000
803
0 30,000 30,000
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
111
ADMINISTRATION
LEGAL SERVICES
PROGRAM OVERVIEW
The City Attorney serves as legal counsel to the City Council, City Commissions, and City
administrative staff. The City Attorney prepares ordinances and resolutions as requested,
prepares or reviews contracts and agreements, conducts research and supports the City in various
meetings including some negotiations, prosecution of code violations, and some litigations.
Secretarial and support services are provided by the City.
SERVICE OBJECTIVES
Attend or provide representation at all regularly scheduled City Council meetings to provide
procedural and legislative information. Attend commission or staff meetings when requested.
Meet with the City administrative staff on a regular basis to provide legal services and advice.
112
LEGAL SERVICES
1500 ADMINISTRATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
364,104 368,481 369,801 369,977
31,793 30,301 34,550 32,350
60,181 65,426 97,100 127,500
9,093 0 0 0
9,160 10,110 16,030 14,920
474,331 474,318 517,481 544,747
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
474,331 474,318 517,481 544,747
474,331 474,318 517,481 544,747
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
3.00 2.95 2.95
3.00 2.95 2.95
113
Law
Enforcement
115
LAW
ENFORCEMENT
[ ~aw
Enforcement
(Contract)
116
2100 LAW ENFORCEMENT
TOTAL
LAW ENFORCEMENT
Expenditures by Division
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
5,335,000 5,765,208 6,041,685 6,371,237
5,335,000 5,765,208 6,041,685 6,371,237
117
LAW ENFORCEMENT
LAW ENFORCEMENT
PROGRAM OVERVIEW
This activity provides for law enforcement, emergency communications, the School Resource
Officer Program, and the Youth Probation Officer Program.
Law Enforcement services are provided by the Santa Clara County Sheriff's Department.
Communication services are provided by the Santa Clara County General Services
Administration. The Youth Probation Officer Program is provided through a partnership with
Santa Clara County Probation Department, Cupertino Union School District, and the City of
Cupertino. Cupertino also participates in a computerized fingerprinting program funded by this
account.
Law Enforcement services include general law enforcement (patrol), traffic and detective
services.
SERVICE OBJECTIVES
Law Enforcement officers will respond to emergency situations within an average of less than six
minutes.
Traffic officers will enforce the vehicle code with the goal of increasing traffic safety.
The City will enhance "neighborhood policing" through the expansion of its Neighborhood
Watch Program, COPS for Kids Program, Neighborhood Captains Program and its E-Cap
Program.
The Youth Probation Officer will divert first time/minor youth offenders from the juvenile
justice system.
The School Resource Officer (SRO) will provide daily on-site interaction with our youth.
118
LAW ENFORCEMENT
2100 LAW ENFORCEMENT
Materials
Contract Services
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
22,000 58,978 23,000 44,000
5,313,000 5,706,230 6,018,685 6,327,237
5,335,000 5,765,208 6,041,685 6,371,237
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
General 5,335,000 5,765,208 6,041,685 6,371,237
Total 5,335,000 5,765,208 6,041,685 6,371,237
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
119
Public
Information
121
PUBLIC
INFORMATION
I
Community
Relations
(0.75)
Public
Information
(4.40)
Cupertino
Scene
(0.4o)
Government I
Channel
(3.25)
122
3300 COMMUNITY RELATIONS
3400 CUPERTINO SCENE
3500 GOVERNMENT CHANNEL
TOTAL
PUBLIC INFORMATION
Expenditures by Division
2000-01 2001-02 2002-03
Actual Actual Adopted
2003-04
Proposed
205,955 271,693 271,107 275,120
98,524 100,143 107,749 115,907
289,496 336,048 368,746 401,307
593,975 707,884 747,602 792,334
123
PUBLIC INFORMATION
COMMUNITY RELATIONS
PROGRAM OVERVIEW
Functions of this department include informing citizens about programs and services provided by
local government, responding to media inquiries and preparing all press information. The office
acts as a resource for other city departments, staff and council members. The public information
officer actively participates in regional discussions and workshops involving crisis
communications, media relations and cable television regulation.
Awards dinners, special events and ceremonial activities also are handled through this
department. Examples include the annual Commissioners' Dinner, the CREST Awards, mayoral
proclamations and the SWING program.
Included in this budget is the Sister City line item, which now encompasses both Toyokawa and
the Hsinchu Friendship City. This item has been increased to cover some costs of the 25th
anniversary of Cupertino's relationship with Toyokawa. Also included is the Chamber of
Commerce support item, which shows a slight increase from last year due to increased chamber
printing costs. The Human Services budget reflects the city council's direction to retain last
year's level of funding.
SERVICE OBJECTIVES
Aid in the coordination of city programs designed to draw Cupertino neighborhoods together.
Coordinate the dissemination of useful and important information to all Cupertino residents,
electronically and through specialized local, state and national publications.
Coordinate and implement recommendations of city communications audit.
124
COMMUNITY RELATIONS
3300 PUBLIC INFORMATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
49,561 71,951 74,167 75,550
31,987 28,935 31,900 29,600
120,937 161,302 159,550 165,000
0 6,655 0 0
3,470 2,850 5,490 4,970
205,955 271,693 271,107 275,120
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
General 205,955 271,693 271,107 275,120
Total 205,955 271,693 271,107 275,120
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.75 0.75 0.75
0.75 0.75 0.75
125
PUBLIC INFORMATION
CUPERTINO SCENE
PROGRAM OVERVIEW
The Cupertino Scene is published 11 months out of the year and is distributed to residents and
businesses in Cupertino. The Cupertino Scene is the most mad City publication and continues to
be the most important source of community information for residents.
The Scene provides information that is of general interest to the community and is presented in a
straightforward manner that is non-political, non-religious and non-commercial. The postal rate
has been increased slightly to offset a rise in bulk-rate permit costs. Each issue of the Scene costs
approximately 14 cents to mail.
Many of the articles appearing in the Scene are regular, monthly features, such as Roots, Simply
Safe, Community Calendar, Council Actions, Senior Center News, Agenda Preview and Library
News. Another portion of material in the Cupertino Scene includes articles dealing with ongoing
citywide issues, including community outreach, environmental programs and city jobs. Other
material appearing in the Scene is a mixture of one-time city events, community activities,
government services and other city-related information.
About 300,000 copies of the Scene are distributed annually.
SERVICE OBJECTIVES
Provide an electronic subscription option for the Scene.
Continue regular production schedule of the Scene, presenting information in a timely, interesting
and visually pleasing manner.
Focus on information relevant to citizens of all cultural backgrounds.
Continue to adhere to regulations imposed by Prop. 73.
126
CUPERTINO SCENE
3400 PUBLIC INFORMATION
Employee Compensation
Materials
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
40,589 35,706 37,749 38,907
57,935 64,437 70,000 77,000
98,524 100,143 107,749 115,907
General
Total
Expenditures by Fund
2000-01 200!-02 2002-03 2003-04
Actual Actual Adopted Proposed
98,524 100,143 107,749 115,907
98,524 100,143 107,749 115,907
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.40 0.40 0.40
0.40 0.40 0.40
127
PUBLIC INFORMATION
GOVERNMENT CHANNEL
PROGRAM OVERVIEW
Approaching its 20th year of broadcast, the City Channel continues to offer a variety of news and
information for and about the residents of Cupertino. As the first government channel to
broadcast city council meetings in the county, the City Channel continues to set best-practice
service standards including web casting of many city meetings. Demands for City Channel
services continue to increase with frequent coverage of community meetings and study sessions.
Multimedia advancements have allowed this department to improve and expand many of its
services. The City Channel's new web casting service allows Cupertino residents who are not
cable subscribers to see live council meetings, commission meetings and study sessions. Web
casting has also allowed online video archives to be made available to the public on demand at
no cost to the public. The department creates visual effects using animation and software
graphics for city department presentations and productions. The City Channel also provides
audio-video services that include tape duplication, viewing, editing, equipment recommendations
and design meeting set-ups and multimedia presentations.
In addition to special programs produced for and featured on the City Channel, other programs
come from the following sources: PBS, the United Nations and The California Channel (CAL-
SPAN). Those who are not cable subscribers may check out tapes, including City Council
meetings from the Cupertino Library. In addition to publishing a monthly schedule, programs on
the City Channel are featured on the city's website.
Throughout each week, viewers may tune in to the City Channel to learn about city departments
and services, special city programs, local points of interest, health and safety tips and upcoming
community events. Staff members produce numerous promotions, public service announcements
and video bulletin board announcements made specifically for Cupertino residents. These local
announcements continue to increase annually and are presented in a timely manner, showcasing
an active, involved community.
SERVICE OBJECTIVES
Advise Public Works staff and architects to insure that the proposed new Community Meeting
Hall meets the highest standards for technical compatibility and versatility.
Continue improvements to city meetings, productions, promotions and website services by
incorporating more multimedia technology.
Expand new services, such as web casting and intranet system to advance and refine city
services.
128
GOVERNMENT CHANNEL
3500 PUBLIC INFORMATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
221,899 225,533 235,556 266,507
22,073 20,973 27,500 32,000
14,788 31,400 33,000 35,500
0 31,791 15,000 10,000
30,736 26,350 57,690 57,300
289,496 336,047 368,746 401,307
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
289,496 336,047 368,746 401,307
289,496 336,047 368,746 401,307
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
3.00 3.25 3.25
3.00 3.25 3.25
129
Administrative
Services
131
ADMINISTRATIVE
SERVICES
Finance
(4.90)
Administrative
Services
(1,90)
I
Information Technology
(3.00)
Code Enforcement
(3 .iX))
City Clerk
(4.50)
(3.0O)
132
ADMINISTRATIVE SERVICES
4000 ADMINISTRATION
4001 ECONOMIC DEVELOPMENT
4010 LEADERSHIP CUPERTINO
FlNANCE
4100 ACCOUNTING
4200 BUSINESS LICENSING
CITY CLERK
4300 CITY CLERK
4310 DUPLICATING AND MAIL SERVICE
4330 ELECTIONS
EMERGENCY PREPAREDNESS
4400 EMERGENCY PREPAREDNESS
HUMAN RESOURCES
4510 HUMAN RESOURCES
4530 CODE ENFORCEMENT
4540 INSURANCE ADMINISTRATION
INFORMATION TECHNOLOGY
4800 INFORMATION TECHNOLOGY
TOTAL
Expenditures by Division
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
344,808 314,192 358,199 348,383
17,312 3,264 16,700 13,700
32,958 30,637 38,000 38,000
563,962 558,934 614,820 574,841
65,646 34,612 39,738 36,104
1,024,686 941,639 1,067,457 1,011,028
321,800 404,472 444,424 446,067
130,784 153,315 178,213 199,752
117 59,556 3,300 135,300
452,701 617,343 625,937 781,119
16,635 56,657 53,000 63,130
16,635 56,657 53,000 63,130
877,968 748,685 867,161 1,077,458
401,433 529,502 565,857 540,577
453,340 853,310 688,496 809,207
1,732,741 2,131,497 2,121,514 2,427,242
672,911 1,054,663 1,183,321 1,035,548
672,911 1,054,663 1,183,321 1,035,548
3,899,674 4,801,799 5,051,229 5,318,067
133
ADMINISTRATIVE SERVICES
ADMINISTRATION
PROGRAM OVERVIEW
Administration is responsible for the oversight of several divisions including City Clerk, Human
Resources, Code Enforcement, 1T, Animal Control, Community Outreach (Emergency
Preparedness, Leadership Cupertino and Tomorrow's Leaders Today), and Finance (treasury
management, fiscal planning, budget preparation, accounting and business licensing).
Staff support is also provided to the Audit Committee, Library Commission, Fine Arts
Commission, Leadership Cupertino Steering Committee, Public Safety Commission and the
Economic Development Committee.
SERVICE OBJECTIVES
Provide administrative and support services to the City Clerk, Human Resources, IT, Code
Enforcement, Community Outreach, and Finance divisions.
Manage the City's investment portfolio to obtain safety of funds, liquidity and a rate of retum
equal to or exceeding the State investment fund.
Provide short and long term fiscal planning.
Monitor revenue and expenditure trends and analysis of cash flow needs.
Work with the business community, Council and Chamber to promote economic development.
Perform special projects for the City Manager.
134
ADMINISTRATION
4000 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
228,591 227,126 233,019 231,383
27,164 17,416 18,400 10,800
84,073 65,940 100,300 100,300
4,980 3,710 6,480 5,900
344,808 314,192 358,199 348,383
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
344,808 314,192 358,199 348,383
344,808 314,192 358,199 348,383
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
2.00 1.90 1.90
2.00 1.90 1.90
135
ADMINISTRATIVE SERVICES
ECONOMIC DEVELOPMENT
PROGRAM OVERVIEW
The Economic Development Committee was started in fiscal year 1995/96 as a result of the City
Council's concerns for the long-term financial health of the City. Staffing consists of the City
Manager, four Department Heads, two City Councilmembers and four representatives from the
Chamber of Commerce.
The committee is responsible for the identification and implementation of programs specifically
targeted to business retention, expansion and attraction. A detailed workplan is adopted each
year to ensure high priority of this program.
SERVICE OBJECTIVES
Enhance the business environment and economic climate while maintaining a healthy balance
with residential concerns.
Improve public awareness and promote education of community interdependence.
Recruit compatible businesses to the City to increase our tax-generating economic base.
Develop a sense of public/private partnership through the development of business and
community relationships and improved customer service.
Act as a liaison with the Chamber of Commerce, brokers, business associations and individual
businesses to assure that business needs are appropriately communicated and considered in City
policy formation.
Work with existing business to identify and help eliminate any barriers to retention or
redevelopment.
Enhance and promote a strong local economy to provide municipal services that business and
residents desire and need to maintain the community's quality of life.
Pursue high tech sales offices as part of the development application process.
136
ECONOMIC DEVELOPMENT
4001 ADMINISTRATIVE SERVICES
Materials
Contract Services
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
2003-04
Proposed
2,952 2,964 6,700 3,700
14,360 300 10,000 10,000
17,312 3,264 16,700 13,700
General
Total
2000-01
Actual
Expenditures by Fund
2001-02 2002-03
Actual Adopted
2003-04
Proposed
17,312 3,264 16,700 13,700
17,312 3,264 16,700 13,700
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
137
ADMINISTRATIVE SERVICES
LEADERSHIP CUPERTINO
PROGRAM OVERVIEW
Leadership Cupertino is a joint training program between the City and the Cupertino Chamber of
Commerce. Its mission is to develop leaders for the futura of our community, to provide
participants with knowledge and information on local government, and encourage participation
and involvement in the community.
Tomorrow's Leaders Today (TLT) is a joint youth training program between the City and the
Cupertino Chamber of Commerce. Its mission is to familiarize high school sophomores and
juniors with local government and other community organizations and encourage participation
and involvement in the community.
SERVICE OBJECTIVES
Educate future leaders about a broad range of current community needs and concerns.
Prepare participants for positions on commissions, city council, school boards and non-profit
organization boards.
Introduce participants to community decision makers and provide opportunities to participate in
the decision making process.
Provide additional training opportunities to all alumni.
Establish yearly reunions for all alumni.
138
LEADERSHIP CUPERTINO
4010-4011 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
2003-04
Proposed
0 9146 18000 18,000
9,174 12,491 15,000 15,000
23,784 9,000 5,000 5,000
32,958 30,637 38,000 38,000
Leadership Cupertino
Total
2000-01
Actual
32,958
Expenditures byFund
2001-02 2002-03 2003-04
Actual Adopted Proposed
30,637 38,000 38,000
32,958 30,637 38,000 38,000
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
139
ADMINISTRATIVE SERVICES
ACCOUNTING
PROGRAM OVERVIEW
The Accounting Division is responsible for accurate and timely maintenance of all City financial
records, collection, disbursement of all monies, and payroll processing. This division prepares all
required Federal, State and other agency reports pertaining to the City's financial status. In
addition, Accounting monitors budget-to-actual activities for both operational and capital
budgets, analyzes financial alternatives, and conducts research and prepares reports on special
fiscal matters for all internal and external customers.
SERVICE OBJECTIVES
Assist City Manager, City Council and City departments in managing the City's financial
resources.
Maintain a high level of professionalism in all the City's financial practices and procedures.
Provide quality service in responding to the needs of customers, vendors and citizens.
Respond to inquiries from the public and City departments. Process invoices, deposits, vendor
payments, purchase contracts and claims in a timely and accurate manner.
Provide timely and accurate financial information for City departments to make sound fiscal
decisions.
Comply with all applicable laws, regulations and professional standards to ensure public
credibility of our financial records.
Provide quality payroll servicing for the City's full and part-time employees, properly
administering salaries and benefits in a timely and confidential manner.
140
ACCOUNTING
4100 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
248,228 343,804 376,805 375,281
53,746 28,517 29,215 24,950
79,688 3,046 11,800 13,300
0 1,147 0 0
182,300 182,420 197,000 161,310
563,962 558,934 614,820 574,841
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
563,962 558,934 614,820 574,841
563,962 558,934 614,820 574,841
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
4.50 4.40 4.40
4.50 4.40 4.40
141
ADMINISTRATIVE SERVICES
BUSINESS LICENSING
PROGRAM OVERVIEW
The Business License Division collects revenue and monitors business activity for compliance
with the City Municipal Code and applicable state law. In addition, the division identifies new
business licenses to enhance revenue to the City.
SERVICE OBJECTIVES
Provide businesses with information regarding compliance with the Business License Tax Code
and provide useful sources of information related to business activity.
Collect appropriate business license fees.
Monitor business activity to identify non-compliance with the Municipal Tax Code.
142
BUSINESS LICENSING
4200 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
61,967 28,621 33,938 33,404
2,244 3,826 4,800 2,000
125 1,015 1,000 700
1,310 1,150 0 0
65,646 34,612 39,738 36,104
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
65,646 34,612 39,738 36,104
65,646 34,612 39,738 36,104
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.50 0.50 0.50
0.50 0.50 0.50
143
ADMINISTRATIVE SERVICES
CITY CLERK
PROGRAM OVERVIEW
The City Clerk's office administers the legislative process that begins with the management of
local elections and includes filings of Fair Political Practices Commission documents. Other
steps include preparing and posting agendas, and recording the policy and program decisions in
the form of Council minutes.
As a support service this division processes incoming and outgoing mail; processes and
maintains City records; prepares meeting packets for City Council and Fine Arts Commission
meetings; manages the commission appointment process; staffs the Fine Arts Commission; staffs
the City Hall reception desk and switchboard; and provides information to the public, Council,
commissions and staff.
The division's goals are to administer elections and Fair Political Practices Commission filings in
compliance with State law, to insure compliance with the Brown Act open meetings
requirements, to accurately process documents, and to provide a records management system that
facilitates timely access to information.
SERVICE OBJECTIVES
Provide complete, accurate, and timely information to citizens, commissioners, City Council, and
staff.
Respond to routine requests within two working days.
Respond to requests requiring archival research within five working days.
Maintain compliance with State laws regarding elections, records, annexations, commission
appointments, Brown Act public meeting requirements, legal notices, and Fair Political Practices
Commission filings.
Conduct a local election in odd-numbered years in compliance with the California Elections
Code and ballot measure elections as necessary.
Provide support services as needed.
144
CITY CLERK
4300 ADMINISTRATIVE SERVICES
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
Employee Compensation
268,651 288,069 312,174 315,747
Materials
Contract Services
Cost Allocation
Total
28,522 26,829 45,350 37,100
13,495 29,184 18,000 23,000
11,132 60,390 68,900 70,220
321,800 404,472 444,424 446,067
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
321,800 404,472 444,424 446,067
321,800 404,472 444,424 446,067
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
3.90 3.90 3.90
3.90 3.90 3.90
145
ADMINISTRATIVE SERVICES
DUPLICATING AND MAIL SERVICE
PROGRAM OVERVIEW
The Duplicating and Mail Service Division provides reprographic and mail services to all City
departments.
The division's goals are to duplicate accurately and in a timely manner those documents needed
in the day-to-day and long-term operation of City business; to deliver routine incoming and
outgoing mail and packages daily; and to work in cooperation with each department for timely
processing of mass mailings.
SERVICE OBJECTIVES
Duplicate and assemble material within the time requested.
Duplicate routine documents of fewer than twenty pages within one workday.
Duplicate documents that do not require special handling within three working days.
Duplicate documents accurately and at a quality level suitable for public distribution.
Gather out-going mail from each department daily and prepare it with appropriate postage for
pick up by the post office at 4:00 p.m.
Provide timely, high-quality services in the most cost-effective way.
146
DUPLICATING AND MAIL SERVICE
4310 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Total
Expenditures byCategory
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
11,166 11,458 29,863 27,752
46,036 86,568 89,000 102,000
73,582 55,289 59,350 70,000
130,784 153,315 178,213 199,752
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
130,784 153,315 178,213 199,752
130,784 153,315 178,213 199,752
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.60 0.60
0.00 0.60 0.60
147
ADMINISTRATIVE SERVICES
ELECTIONS SERVICES
PROGRAM OVERVIEW
The City Clerk manages the City Council elections, which are held in odd-numbered years, as
well as any ballot measures that are called. The City consolidates its elections with others taking
place in the County, and contracts for election services with the County of Santa Clara Registrar
of Voters. The Registrar's Office establishes the precincts and voting places, prints and mails
ballot information, and collects and counts the ballots.
SERVICE OBJECTIVES
Provide required forms, resource materials, and assistance to candidates and committees.
Facilitate timely filing of required and voluntary documentation from candidates associated with
election costs and candidate information, including Nomination Papers, Candidates' Statements,
and Statements of Economic Interest, as well as candidate biographies and photographs.
Make election-related information available to the public and news media in a timely manner.
Manage the documentation and election processes that are contracted with the County Registrar's
Office, and ensure compliance with the California Elections Code.
148
ELECTIONS
4330 ADMINISTRATIVE SERVICES
Materials
Contract Services
Total
ExpendffuresbyCategory
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
117 179 300 300
0 59,377 3,000 135,000
117 59,556 3,300 135,300
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
117 59,556 3,300 135,300
117 59,556 3,300 135,300
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
149
ADMINISTRATIVE SERVICES
EMERGENCY PREPAREDNESS
PROGRAM OVERVIEW
The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino
community and City staff are reasonably protected/prepared from emergencies and/or disasters.
The mission is accomplished through a comprehensive emergency preparedness, response,
recovery and mitigation program. OES is staffed by a representative of the Santa Clara County
Fire Department.
SERVICE OBJECTIVES
Maintain the City's Emergency Operations Center in a perpetual state of operational readiness.
Support the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio
capability in Cupertino.
Systematically prepare, test and revise emergency response and recovery policies, plans and
procedures in compliance with the California Emergency Services Act and the Standardized
Emergency Management System (SEMS).
Coordinate training of City staff in personal preparedness, SEMS, and EOC functions.
Coordinate training of Cupertino residents in CPR, First Aid, and Community Emergency
Response Team (CERT) for adults and Kaleidoscope Public Safety Training for Jr. High and
High School.
Provide guidance to neighborhood preparedness organizations through assistance with formation,
team training, and drills.
Promote emergency preparedness by publishing a monthly column (Simply Safe) in the
Cupertino Scene, maintaining an OES website and providing public speaking support to
community groups, schools, and service clubs.
Maintain effective liaison with local, state and national emergency management organizations
and/or allied disaster preparedness and response agencies.
Ensure interagency/multi-agency coordination and communication for disaster planning
responses.
150
EMERGENCY PREPAREDNESS
4400 ADMINISTRATIVE SERVICES
Expenditures by Category
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
0 0 0 0
15,407 19,051 16,000 19,000
1,228 34,394 32,500 32,500
0 2,052 650 5,000
0 1,160 3,850 6,630
16,635 56,657 53,000 63,130
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
16,635 56,657 53,000 63,130
16,635 56,657 53,000 63,130
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
151
ADMINISTRATIVE SERVICES
HUMAN RESOURCES
PROGRAM OVERVIEW
The Human Resources Division is responsible for the administration of a full range of human
resource, employee benefit and labor relations programs including personnel selection,
classification, compensation, equal employment opportunity, labor negotiations, employee
relations, employee development, employment benefits, retirements, insurance administration
and safety.
SERVICE OBJECTIVES
Provide timely personnel services to departments and divisions in a fair, objective, and equitable
manner.
Enter into agreements with employee groups concerning terms and conditions of employment.
Provide an employee development program addressing immediate and long-term training needs
of the City.
Provide departments a listing of qualified persons for employment consideration within 60 days
of an authorized vacant position.
Ensure for equal employment opportunity.
Provide for a working environment where respect for the individual is encouraged and
safeguarded.
Provide personnel services consistent with the operational needs of user departments.
152
HUMAN RESOURCES
4510 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
528,733 658,742 689,771 900,318
131,798 37,980 78,100 52,350
181,487 24,743 71,000 97,500
35,950 27,220 28,290 27,290
877,968 748,685 867,161 1,077,458
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
General 877,968 748,685 867,161 1,077,458
Total 877,968 748,685 867,161 1,077,458
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
2.50 2.70 2.70
2.50 2.70 2.70
153
ADMINISTRATIVE SERVICES
CODE ENFORCEMENT
PROGRAM OVERVIEW
The Code Enforcement program provides for the enforcement of field activities related to the
Municipal Code. Code Enforcement staff also provide assistance to the Sheriff's Department by
responding to non-emergency calls in lieu of sworn law enforcement personnel.
The Code Enforcement activities include services related to parking enforcement, abandoned
vehicles, and ascertaining compliance with Municipal Code provisions concerning health and
sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property.
Assistance is provided to other departments and agencies as related to code enforcement
activities.
This budget also includes funding for animal control services. The City of Cupertino, in
conjunction with seven other South Bay cities, formed the Silicon Valley Animal Control
Authority (SVACA) for animal control and licensing services. The SVACA provides field and
rabies control services in addition to medical and sheltering services.
SERVICE OBJECTIVES
Respond to citizen, City department, and Sheriff's Department requests for services within 24
hours.
Provide services with an emphasis on public relations.
Enforce the Municipal Code in a fair, equitable, and objective manner.
154
CODE ENFORCEMENT
4530 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
2003-04
Proposed
222,032 239,592 272,937 246,294
8,621 8,749 18,820 19,233
134,482 250,001 244,000 244,000
36,298 31,160 30,100 31,050
401,433 529,502 565,857 540,577
General
Total
2000-01 2001-02
Actual Actual
401,433
Expenditures byFund
2002-03 2003-04
Adopmd Proposed
529,502 565,857 540,577
401,433 529,502 565,857 540,577
Full-time
Total
Personnel Summary
2001-02 2002-03 2003~04
Actual Adopted Proposed
3.15 3.00 3.00
3.15 3.00 3.00
155
ADMINISTRATIVE SERVICES
INSURANCE ADMINISTRATION
PROGRAM OVERVIEW
Insurance Administration includes the coordination of employee safety activities and City
insurance policies covering general liability, property, public officials bond, workers'
compensation, and unemployment insurance. The City is self-insured for workers' compensation
and unemployment insurance.
SERVICE OBJECTIVES
Administer citywide employee safety activities and chair the Safety Committee.
Promote a work environment that emphasizes safe work practices.
Implement loss control measures including employee training.
Coordinate and oversee contractual services responsible for administration of insurance
programs.
Satisfy administrative and statutory procedures and regulations concerning workers'
compensation and unemployment insurance programs.
Administer general liability claims.
156
INSURANCE ADMINISTRATION
4540 ADMINISTRATIVE SERVICES
Employee Compensation
Contract Services
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
2003-04
Proposed
13,460 20,383 23,337 21,881
439,880 832,927 665,159 787,326
453,340 853,310 688,496 809,207
General
Long Term Disability
Workers Compensation
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
258,321 401,119 450,913 510,318
60,111 68,995 80,012 89,600
134,908 383,196 157,571 209,289
453,340 853,310 688,496 809,207
Full-time
Total
Personnel Summary
2001-02 2002-03
Actual Adopted
2003-04
Proposed
0.35 0.30 0.30
0.35 0.30 0.30
157
ADMINISTRATIVE SERVICES
INFORMATION TECHNOLOGY
PROGRAM OVERVIEW
This activity provides for all technology related expenses for the citywide management of
information services. The Information Technology Manager and staff are responsible for
implementing the City's Technology Master Plan and, with the help of skillful, practiced City
employees, assists in training staff and troubleshooting the City's information systems, which
include: the City web site, Pentamation financial/building systems, Records Management system,
Reservation system, Graphical Information System (GIS) data, Code Enfomement databases and
the specific departmental MS Access databases.
SERVICE OBJECTIVES
Establish standards and procedures for the replacement and maintenance of all personal
computers, printers, and peripherals and systems defined in the Technology Master Plan.
Maintain and service the City's wide area network between eight separate locations.
Oversee the implementation of the following key information systems in fiscal year 2003/04:
GIS maps, workstation and server OS upgrade, IVR system, VPN solutions (Virtual Private
Networking), E-Connect (for internet reservation access) for BBF from customized database,
office automation through electronic forms via an intranet, and network monitoring solutions.
New Equipment Purchase Amount.
Hardware $ 20,000
Software
GIS $ 41,000
Non-Linear Editing System $ 30,000
Security Upgrades $ 17,000
Other $ 62,300
Total $170,300
Replacement Equipment Amount
Hardware $ 86,500
Total $86,500
158
INFORMATION TECHNOLOGY
4800 ADMINISTRATIVE SERVICES
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03
Actual Actual Adopted
2003-04
Proposed
219,808 272,772 291,586 295,848
94,373 67,044 98,235 89,000
170,502 158,164 187,000 200,000
0 347,683 354,500 270,000
188,228 209,000 252,000 180,700
672,911 1,054,663 1,183,321
1,035,548
Information Technology
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
672,911 1,054,663 1,183,321
672,911 1,054,663 1,183,321
1,035,548
1,035,548
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
3.00 3.00 3.00
3.00 3.00 3.00
159
Parks and
Recreation
161
PARKS AND
RECREATION
IParks and Recreation [
(1.90)
Sports Center/
Physical Rec (5.50)
Senior Center and
Services (7.50)
Monta Vista Rec Center
Youth Programs (3.35)
· . Quinlan Community Ctr/
Cultural Programs (7.00)
Blackberry Farm
(7.88)
162
PARKS AND RECREATION
6100 ADMINISTRATION
CULTURAL PROGRAMS/
QUINLAN COMMUNITY CENTER
6200 QUINLAN C.C., CULTURAL/SUPRVSN
6248 CULTURAL PROGRAMS
6249 RECREATION PROGRAMS
6265 QUINLAN COMMUNITY CENTER
MONTA VISTA REC CENTER/
YOUTH & TEEN PROGRAMS
6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR
6342 YOUTH PROGRAMS
6343 TEEN PROGRAMS
6349 RECREATION PROGRAMS
6360 MONTA VISTA RECREATION CENTER
SPORTS AND PHYSICAL
RECREATION
6400 PHYSICAL RECREATION/SUPERVISION
6445 CREEKSIDE PARK PROGRAMS
6448 FOURTH OF JULY
6449 RECREATION PROGRAMS
6450 CUPERTINO SPORTS CENTER
Expenditures by Division
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
206,020 206,885 233,690 219,685
323,404 355,444 372,924 395,907
58,875 34,044 68,907 96,525
217,584 301,364 260,155 295,619
278,445 257,049 285,999 424,950
878,308 947,901 987,985 1,213,001
160,878 169,992 216,918 226,608
34,174 29,166 53,516 45,040
12,530 16,571 113,015 15,055
457,952 547,782 610,432 766,427
6,457 7,062 13,155 17,270
671,991 770,573 1,007,036 1,070,400
223,687 196,839 233,056 157,189
6,997 6,332 10,200 12,250
44,390 58,098 82,900 56,600
671,519 689,108 923,090 972,149
715,394 919,727 1,165,637 1,096,899
1,661,987 1,870,104 2,414,883 2,295,087
163
SENIOR PROGRAMS/SENIOR CNTR
6500 SENIOR ADULT PROGRAMS
6529 SENIOR CENTER CASE MANAGER
6549 RECREATION PROGRAMS
BLACKBERRY FARM/
NATURE PROGRAMS
6600 BLACKBERRY FARM ADMINISTRATION
6620 BLACKBERRY FARM PARK
6640 BLACKBERRY FARM GOLF
6647 NATURE PROGRAMS
6649 NATURALIST PROGRAMS
6660 BLUE PHEASANT RESTAURANT
6680 BLACKBERRY FARM RETREAT CENTER
TOTAL
2000-01
Actu~
Expenditures by Division
2001-02 2002-03
Actual Adopted
2003-04
Proposed
306,963 389,898 490,651 468,268
67,284 62,602 86,103 91,897
406,586 514,550 529,718 547,225
780,833 967,050 1,106,472 1,107,390
124,299 96,647 121,661 117,318
841,399 738,750 909,396 920,754
376,435 437,159 583,526 574,998
44,380 68,357 69,401 74,191
21,086 3,421 19,400 19,400
13,387 14,376 20,000 20,000
22,558 29,446 39,798 39,219
1,443,544
5,642,683
1,388,156
6,150,669
1,763,182 1,765,880
7,513,248 7,674,443
164
PARKS AND RECREATION
ADMINISTRATION
PROGRAM OVERVIEW
Provides overall department administration, as well as capital improvement project management,
community outreach and support to the Parks and Recreation Commission.
SERVICE OBJECTIVES
Provide overall department administration, budget control, and employee development and
evaluation.
Complete the Stevens Creek Corridor Master Plan Visioning process.
Provide input regarding public facility needs to the Community Development Department as part
of the General Plan update process.
Oversee the renovation of the Cupertino Sports Center.
Continue to pursue funding for the Stevens Creek Trail through Study Area A.
166
ADMINISTRATION
6100 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
2003-04
Proposed
190,711 189,760 215,580 207,395
9,477 9,466 9,200 4,000
92 0 2,400 2,400
5,740 7,660 6,510 5,890
206,020 206,886 233,690 219,685
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
206,020 206,886 233,690 219,685
206,020 206,886 233,690 219,685
Full-time
Total
Personnel Summary
2001-02 2002-03
Actual Adopted
2003 -04
Proposed
1.90 1.90 1.90
1.90 1.90 1.90
167
PARKS AND RECREATION
CULTURAL PROGRAMS/QUINLAN COMMUNITY CENTER
PROGRAM OVERVIEW
Manages utilization of the Quinlan Community Center for private permits, community group
services, and recreation department activities and classes. Cultural programs provided under this
section include community special events, adult and youth cultural classes and public concerts.
For the 2003-04 fiscal year this division will generate approximately $306,000 in user fees;
$221,000 from youth, adult, and teen classes and $85,000 from rentals and picnic reservations.
SERVICE OBJECTIVES
Implement procedure to permit public to reserve picnic areas (Memorial and Portal Parks) for the
use of Astro Jumps.
Complete the update of the Quinlan Center Mass Shelter Binder and set up meetings with full
time Parks and Recreation staff to review information.
Update the Quinlan Center informational brochure that is distributed to all residents.
Continue to research the feasibility of a student art show for the children in drawing and
watercolor classes.
Continue to assist the Lunar New Year Parade committee.
Work with the special events groups on the City's fee waiver policy and present information to
the Parks and Recreation Commission.
Complete update of the community festival information packet.
Research and implement new policy for scheduling community events in Memorial Park.
Continue to investigate off-site classes that do not impact the Quinlan Center.
168
CULTURAL PROGRAMS
QUINLAN COMMUNITY CENTER
6200 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
453,954 523,605 552,654 578,264
77,214 75,461 102,179 110,301
212,015 191,443 216,592 286,516
18,243 48,922 0 118,000
116,882 108,470 116,560 119,920
878,308 947,901 987,985 1,213,001
General
Recreation
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
660,726 646,537 727,830 917,382
217,582 301,364 260,155 295,619
878,308 947,901 987,985 1,213,001
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
8.00 6.50 7.00
8.00 6.50 7.00
169
PARKS AND RECREATION
YOUTH & TEEN PROGRAMS/MONTA VISTA RECREATION CENTER
PROGRAM OVERVIEW
Provides for the operation and programming of the Monta Vista Recreation Center which is
utilized for recreation classes, co-sponsored clubs, community meeting space, summer youth
programs, and storage for department supplies. In cooperation with the Cupertino Union School
District, the City will oversee the Afierschool Enrichment Program at school sites and will
continue to expand program offerings. In addition, this division will expand its level of service
by providing new and expanded programs for the teen population. This division will generate
approximately $725,000 in user fees for the 2003/04 fiscal year.
SERVICE OBJECTIVES
Continue to provide a nine-month pre-school program at the Monta Vista Recreation Center and
the Quinlan Community Center. Expand the program by offering an additional afternoon class at
the Monta Vista Recreation Center. Provide more training opportunities to the pre-school staff.
Investigate moving parent tot pre-school from Portal Park to Wilson Park to establish a
designated facility for this growing program.
Offer full day vacation camps in order to increase enrollment and meet the needs of working
parents.
Continue to offer annual training for all staff in CPR and First Aid. Implement a half-day
training for the teen summer volunteers.
Investigate local nature and science facilities in the Bay Area for summer camps to take off-site
excursions and implement one day, all day, off-site excursions for nature camp.
Create a new science camp that allows pre-school age children to be introduced to the world of
science during the summer.
Investigate new ways to market and increase the number of participants in the Special
Recreation/Club Wednesday Program.
Investigate more ways to increase the enrollment and revenue for the Afterschool Enrichment
program through new marketing techniques and continuing to improve the cooperative working
relationship with the school district and offer new classes by hiring two more contractors.
Continue to offer at least nine middle school dances annually in addition to at least one high
school dance.
Implement an opening ceremony/event for the new Teen Center facility. Organize and
coordinate the interior design of the facility with the Teen Commission's assistance.
170
YOUTH AND TEEN SERVICES
MONTA VISTA RECREATION CENTER
6300 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
436,989 502,882 676,931 638,525
83,514 106,744 108,600 105,180
151,488 160,947 217,565 318,465
0 0 3,940 8,230
671,991 770,573 1,007,036 1,070,400
General
Recreation
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
214,039 222,791 396,604 303,973
457,952 547,782 610,432 766,427
671,991 770,573 1,007,036 1,070,400
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
3.50 3.35 3.35
3.50 3.35 3.35
171
PARKS AND RECREATION
SPORTS AND PHYSICAL RECREATION
PROGRAM OVERVIEW
Provides for the supervision and operation of the Cupertino Sports Center as an enterprise
facility. The Sports Center will be closed from approximately May 2003 to February 2004 for
renovation. Staff will be involved during continuing design and construction phases of this
project.
The Sports and Fitness Division includes a diverse physical recreation program for all ages,
including sports leagues, camps, clinics, drop-in activities, and special events. Aquatic lessons
and specialty classes are offered during the summer season. This division will generate
approximately $1,656,360 in user fees.
SERVICE OBJECTIVES
Work with Code Enforcement and Public Works to alleviate neighborhood concerns on Hyde
Avenue regarding use permits.
Plan a grand opening for the Sports Center after renovation.
Work with Sports Center tenants to ensure a smooth transition during renovation and reopening.
Provide management and scheduling for school fields as per contract with Cupertino Union
School District.
Provide coordination and management of the co-sponsored tennis club.
Accommodate 1,000 youths in aquatic lessons during an eight-week program.
Offer opportunities for 80 adult softball teams to participate in a variety of skill divisions.
Provide various sports camps and clinics for 1,500 participants.
Provide a fun run for Cupertino residents.
Provide for the development and supervision of the Fourth of July fireworks display.
172
SPORTS AND PHYSICAL RECREATION
6400 PARKS AND RECREATION
Expenditures by Category
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
447,854 494,597 678,346 642,088
75,916 81,176 124,970 108,325
1,116,292 1,279,298 1,516,207 1,287,924
0 0 72,000 143,000
21,925 15,033 23,360 113,750
1,661,987 1,870,104 2,414,883 2,295,087
General
Recreation
Sports Center
Total
Expend~uresbyFund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
275,074 261,269 326,156 226,039
671,519 689,108 923,090 972,149
715,394 919,727 1,165,637 1,096,899
1,661,987 1,870,104 2,414,883 2,295,087
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
5.00 5.50 5.50
5.00 5.50 5.50
173
PARKS AND RECREATION
SENIOR PROGRAMS/SENIOR CENTER
PROGRAM OVERVIEW
Provides a central resource in the community for activities, classes, travel, recreation,
volunteering, case management and resources information related to aging for persons age 50 and
over. Designs, manages and administers center operations, staff, membership, classes, trips and
volunteers. Through the case management program homebound and/or at risk seniors are served.
Facility used for room rentals on weekends to Cupertino residents when the Senior Center is not
being used for classes and programs.
This division will generate user fees of approximately $400,000 from trips, memberships,
classes, rentals and social events. The Council on Aging of Santa Clara County provides an
annual grant of $19,750 from the Older Americans Act to fund the case management program.
Donations total approximately $2,500 for emergency funds for at risk seniors and the Shorter
Trust for Bingo Program is approximately $85,000.
Over 16,300 hours of volunteer service is provided by Senior Center members to support
programs and services each year.
SERVICE OBJECTIVES
Research and implement a Senior Commission.
Research and implement a Senior Center permit parking lot enforcement program.
Senior Center staff will complete a self-assessment process developed by the National Institute of
Senior Centers. The self-assessment is designed to measure the Senior Center against national
standards and to review and strengthen Senior Center operations and programs.
Prepare and compile a Program Interest Survey completed by Senior Center members. The goal
of the survey is to assist in designing program offerings for social, learning and service needs for
the over 50 population.
Reorganize the flu shot program with the Public Health Department taking the lead with light
volunteer support from the Senior Center.
Develop a transportation plan for the case management program clients. Establish policies and
procedures for the case manager to transport clients using City vehicles and volunteers driving
clients to and from medical appointments in vehicles.
174
SENIOR PROGRAMS
SENIOR CENTER
6500 PARKS AND RECREATION
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
376,265 461,317 544,752 548,350
362,594 467,938 481,280 488,900
30,074 11,903 22,900 17,200
11,900 25,892 57,540 52,940
780,833 967,050 1,106,472 1,107,390
General
Senior Center
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
374,246 452,500 576,754 560,165
406,587 514,550 529,718 547,225
780,833 967,050 1,106,472 1,107,390
Full-time
Total
Pe~onnelSummary
2001-02 2002-03 2003-04
Actual Adop~d Proposed
6.75 7.50 7.50
6.75 7.50 7.50
175
PARKS AND RECREATION
BLACKBERRY FARM/NATURE PROGRAMS
PROGRAM OVERVIEW
Provide recreational opportunities for residents, non-residents, and groups as a self-supporting
operation. Manage the picnic grounds, catering services, the snack bar, swimming pools, softball
field, and basketball courts. Manage the golf course operation, pro shop, and course maintenance.
Administer and manage the retreat center including food service, marketing and maintenance.
Provide recreational nature programs for residents, non-residents, school groups, and gardeners.
Administer the McClellan Ranch nature museum, after school classes, educational programs, and
community gardens.
SERVICE OBJECTIVES
Continue to manage the picnic ground's operation to ensure customer satisfaction and increased
revenue.
Continue to provide a quality golf course operation through excellent customer service and a
continual grounds maintenance program.
Continue to market the Retreat Center to increase facility usage and customer satisfaction.
Continue to investigate alternative advertisement and marketing techniques by December 2003.
Evaluate all methods of operation as necessary for improvement in service and amenities by
November 2003.
Continue improving the nature museum with quality displays.
Implement additional after school nature classes to meet the demand and increase revenue.
Continue to administer the community garden program to ensure all of the gardeners are
satisfied.
This division operates as an "enterprise fund". It is expected to generate $1,700,000 in revenue.
All excess revenue after expenses will be used to pay debt service and to fund facility
improvements.
176
BLACKBERRY FARM
NATURE PROGRAM
6600 PARKS AND RECREATION
Expenditures by Category
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
782,116 751,659 728,622 747,010
361,152 307,106 354,700 361,450
175,393 210,707 444,100 455,100
32,542 30,555 126,000 111,000
92,341 88,129 109,760 91,320
1,443,544 1,388,156 1,763,182 1,765,880
Expenditures by Fund
General
Recreation
Blackberry Farm
Total
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
44,380 68,357 69,401 74, t91
0 3,421 19,400 19,400
1,399,164 1,316,378 1,674,381 1,672,289
1,443,544 1,388,156 1,763,182 1,765,880
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
10.00 7.88 7.88
10.00 7.88 7.88
177
Community
Development
179
COMMUNITY
DEVELOPMENT
Community I
Development
( 1.49)
I
Housing Services
(0.90)
Building
(11.40)
Planning
(6.96)
180
COMMUNITY DEVELOPMENT
Expenditures by Division
PLANNING
7200 PLANNING ADMINISTRATION
7301 CURRENT PLANNING
7302 MID AND LONG RANGE PLANNING
7304 VALLCO REDEVELOPMENT
7305 MONTA VISTA ANNEXATION
HOUSING SERVICES
7401 CDGB GENERAL ADMINISTRATION
7402 REHAB LOAN ADMINISTRATION
7404 PUBLIC SERVICE GRANTS
7405 BMR HOUSING
BUILDING
7501 GENERAL BUILDING
7502 CONSTRUCTION PLAN CHECKING
7503 BUILDING CODE ENFORCEMENT
7504 BUILDING ABATEMENTS
7505 OAK VALLEY DEVELOPMENT
TOTAL
2000-01 2001-02 2002-03 2003-04
Actufl Actufl Adopted Proposed
196,640 198,858 189,552 223,981
545,365 621,958 621,502 641,574
161,550 295,578 206,450 181,296
108,491 34,126 179,358 231,902
9,000 0 27,400 0
824,406 951,662 1,034,710 1,054,772
2,377 6,075 16,639 72,391
1,373 161,002 160,000 50,000
52,902 614,089 145,046 403,350
289,951 1,316,142 177,421 155,669
346,603 2,097,308 499,106 681,410
407,447 436,837 439,707 462,443
393,960 324,882 398,510 418,420
474,834 448,946 634,040 548,550
37,911 3,780 50,000 50,000
19,087 0 0 0
1,333,239 1,214,445 1,522,257 1,479,413
2,700,888 4,462,273 3,245,625 3,439,576
181
COMMUNITY DEVELOPMENT
ADMINISTRATION
PROGRAM OVERVIEW
Efficiently manage the daily operations of the Community Development Department.
SERVICE OBJECTIVES
Development of systems to implement General Plan program policies and test their effectiveness.
Ensure that the General Plan and Economic Development plan are coordinated.
Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement
Program to ensure that buildings are constructed based upon approved codes and that they are
safe and well maintained.
Continue to utilize specialized training programs to develop a highly motivated and technically
competent staff.
Planners are encouraged to attend at least one UC extension course or equivalent course
regarding professional planning topics. The building inspectors will continue to participate in the
certificate program offered by the International Conference of Building Officials.
Continue to streamline the internal application processing system and public review process.
Continue efforts to create a more effective records management system and land use data system
using GIS.
182
COMMUNITY DEVELOPMENT
ADMINISTRATION
PROGRAM OVERVIEW
Efficiently manage the daily operations of the Community Development Department.
SERVICE OBJECTIVES
Development of systems to implement General Plan program policies and test their effectiveness.
Ensure that the General Plan and Economic Development plan are coordinated.
Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement
Program to ensure that buildings are constructed based upon approved codes and that they are
safe and well maintained.
Continue to utilize specialized training programs to develop a highly motivated and technically
competent staff.
Planners are encouraged to attend at least one UC extension course or equivalent course
regarding professional planning topics. The building inspectors will continue to participate in the
certificate program offered by the International Conference of Building Officials.
Continue to streamline the internal application processing system and public review process.
Continue efforts to create a more effective records management system and land use data system
using GIS.
182
ADMINISTRATION
7200 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
155,279 172,323 169,475 173,114
29,671 20,358 10,437 7,237
0 217 1,500 31,500
11,690 5,960 8,140 12,130
196,640 198,858 189,552 223,981
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
196,640 198,858 189,552 223,981
196,640 198,858 189,552 223,981
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
1.49 1.49 1.49
1.49 1.49 1.49
183
COMMUNITY DEVELOPMENT
PLANNING
PROGRAM OVERVIEW
Provide efficient and responsive professional planning services to the community and implement
city development policies, programs, and regulations.
The Mid and Long Range program examines the General Plan to ensure that it reflects
community values, prepares new and updated ordinances, prepares and interprets development
policy and works with several special purpose agencies to address issues of regional concern
such as transportation and air quality.
The Current Planning program provides technical processing of applications for land
development, including environmental assessment, architectural and landscaping review, and
commercial sign requests.
SERVICE OBJECTIVES
Provide timely and complete technical processing of approximately 100 applications for
discretionary land use entitlements and 50 code enforcement actions.
Provide opportunity for public contact 40 hours per week.
Check approximately 300 building permit plan sets for compliance with zoning requirements
within the time limits set by Planning Division policy.
Implement the Vallco Redevelopment Plan.
Process annexations - Monta Vista and Creston areas.
Complete the comprehensive General Plan review.
Implement Housing programs: housing development; BMR & MCC programs, particularly for
public employees, teachers; housing advocacy program.
Develop a parcel database and Geographic Information System and provide planning resources
on Cupertino's web page.
184
PLANNING
7300 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
595,619 0 748,869 788,508
24,047 2,500 42,801 20,644
187,829 31,626 202,900 215,500
16,910 0 40,140 30,120
824,405 34,126 1,034,710 1,054,772
General
Redevelopment Agency
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
715,915 917,536 855,352 822,870
108,490 34,126 179,358 231,902
824,405 951,662 1,034,710 1,054,772
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
6.96 6.96 6.96
6.96 6.96 6.96
185
COMMUNITY DEVELOPMENT
HOUSING SERVICES
PROGRAM OVERVIEW
The Housing Services Division manages the City's housing programs and related services for
residents of very low to moderate income. The Division's primary goals are (1) to encourage a
balanced community by improving the local availability of affordable housing opportunities and
(2) to maintain the existing housing stock by correcting housing deficiencies and building code
violations in existing homes.
The Division provides loans and grants for the development of affordable housing units, the
provision of housing related services, and the rehabilitation of single-family homes. The
Division also conducts research and recommends innovative approaches to the financing and
development of affordable housing options.
SERVICE OBJECTIVES
Submit approved Consolidated Plan to the federal department of Housing and Urban
Development (HUD).
Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by
April 2004. Present CDBG proposals to the Housing Commission for their recommendation.
Conduct public heating in November 2003 for setting CDBG funding priorities and a second
heating in April 2004 for final award of CDBG funds.
Develop and quarterly monitor contracts with all CDBG sub-recipients.
Present funding applications and coordinate meetings as needed of the Cupertino Housing
Commission. Quarterly monitor housing program accounts and affordable housing loan
payments and rent payments to the Affordable Housing Fund. Meet with local developers and
other property owners to encourage the development of 30 affordable housing units.
Contract with the County of Santa Clara to provide Rehabilitation loans and coordinate the
rehabilitation process for five single-family homes. Monitor existing Housing Rehabilitation
Program loan collections, payoffs, foreclosures and program income for $300,000 loan portfolio.
Provide Mortgage Credit Certificate funding in the amount of $100,000 (4 MCC's).
Work with school district to develop teacher housing assistance program.
186
HOUSING SERVICES
7400 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
5,343 5,928 88,190 92,120
339,732 2,066,778 373,786 507,290
1,528 21,812 35,800 80,800
0 2,790 1,330 1,200
346,603 2,097,308 499,106 681,410
General
Housing
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
289,951 1,316,142 177,421 155,669
56,652 781,166 321,685 525,741
346,603 2,097,308 499,106 681,410
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
1.00 0.90 0.90
1.00 0.90 0.90
187
COMMUNITY DEVELOPMENT
BUll .DING
PROGRAM OVERVIEW
Safeguard the health, safety and welfare of residents, workers and visitors to Cupertino by
effective administration and enforcement of building codes and ordinances adopted by the City,
and by providing field inspections, plan checking and public information services related to new
construction.
SERVICE OBJECTIVES
Implement automated phone voice response system for inspection requests.
Train building inspectors on all new code requirements consistent with State Law and enhance
expertise through seminars and in-house training programs.
Update handouts and brochures that are used at the counter.
Abate unsafe residential units.
188
BUILDING
7500 COMMUNITY DEVELOPMENT
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
General
Total
Full-time
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
965,652 944,486 1,106,977 1,068,838
34,867 25,903 30,310 28,035
262,636 174,528 314,800 314,800
0 4,018 0 0
70,084 65,510 70,170 67,740
1,333,239 1,214,445 1,522,257 1,479,413
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
1,333,239 1,214,445 1,522,257 1,479,413
1,333,239 1,214,445 1,522,257 1,479,413
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
10.50 11.40 11.40
10.50 11.40 11.40
189
Public
Works
191
PUBLIC WORKS
Public
Works
(3.00)
Transportation
(4.35)
Service Center
(2.20)
Environmental
Programs (2.42)
Engineering
(5.75)
I
Facility
Maintenance
(7.30)
I
Ground
Maintenance
(18.40)
Street
Maintenance
(22.70)
General
Services
(4.10)
192
PUBLIC WORKS
Expenditures by Division
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
ADMINISTRATION
8001 PUBLIC WORKS ADMINISTRATION
244,893 261,118 398,436 414,082
8003 RESOURCE RECOVERY
8004 NON POINT SOURCE
ENVIRONMENTAL PROGRAMS
8005 ENVIRONMENTAL MANAGEMENT
1,791,593 1,726,524 2,024,243 2,102,909
356,545 334,611 365,312 353,754
2,393,031 2,322,253 2,787,991 2,870,745
113,941 135,038 148,198 157,435
ENGINEERING SERVICES
8 I01 ENGINEERING DESIGN
8102 INSPECTION SERVICE
SERVICE CENTER
8201 ADMINISTRATION
GROUNDS
8302 MCCLELLAN RANCH PARK
8303 MEMORIAL PARK
8312 SCHOOL SITE MAINTENANCE
8314 NEIGHBORHOOD PARKS
8315 SPORTS FIELD JOLLYMAN/CREEKSIDE
8321 CIVIC CENTER MAINTENANCE
113,941 135,038 148,198 157,435
384,831 540,514 684,728 688,182
103,775 104,115 105,855 114,167
488,606 644,629 790,583 802,349
1,075,987 982,142 894,902 886,208
1,075,987 982,142 894,902 886,208
46,872 47,097 55,939 64,377
551,747 502,851 585,344 533,280
526,947 485,968 600,229 553,783
794,199 907,943 780,411 733,878
319,126 355,394 265,160 284,132
110,552 128,755 125,154 123,593
2,349,443 2,428,008 2,412,237 2,293,043
193
STREETS
8401 STORM DRAIN MAINTENANCE
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 MONTA VISTA
8508 WILSON
8509 PORTAL
8510 CUPERTINO SPORTS CENTER
8511 CREEKSIDE PARK
TRANSPORTATION
8601 TRAFFIC ENGINEERING
8602 TRAFFIC SIGNAL AND MAINTENANCE
8603 COMPREHENSIVE BIKE/PEDESTRIAN
8604 ALTRAN K12 TRIP REDUCTION
Expenditures by Division
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
37,297 0 0 0
129,884 101,387 111,334 116,341
605,011 674,348 757,012 561,007
1,008,222 351,197 219,292 227,489
502,202 462,009 422,971 420,359
6,515 5,613 33,500 18,500
553,135 625,923 582,296 607,409
402,739 445,201 490,380 543,298
159,535 155,473 197,072 206,988
3,404,540 2,821,151 2,813,857 2,701,391
472,990 425,869 441,814 497,519
141,488 98,674 104,803 68,102
339,346 478,193 269,715 263,676
353,574 328,995 485,480 363,298
83,215 156,429 179,775 189,679
40,515 52,460 57,303 105,864
78,505 88,709 88,028 100,666
12,979 18,216 34,186 33,912
34,053 28,806 38,516 32,184
145,565 167,043 206,139 261,685
46,879 40,074 60,589 58,626
1,749,109 1,883,468 1,966,348 1,975,211
459,358 480,885 385,201 404,452
530,046 369,802 384,295 399,965
24,429 8,447 0 0
0 15,000 0 0
1,013,833 874,134 769,496 804,417
194
GENERAL SERVICES
8830 STREETLIGHTING
8840 GENERAL SERVICES
FIXED ASSETS ACQUISITION
9820 FIXED ASSETS ACQUISITION
TOTAL
2000-01
Actual
Expenditures by Division
2001-02 2002-03 2003-04
Actual Adopted Proposed
323,932 518,452 484,472 486,707
882,248 810,155 901,320 908,980
1,206,180 1,328,607 1,385,792 1,395,687
331,946
331,946
14,126,616
213,000 193,500 0
213,000 193,500 0
13,632,430 14,162,904 13,886,486
195
PUBLIC WORKS
ADMINISTRATION
PROGRAM OVERVIEW
Administers the different divisions within the Public Works Department -- Engineering,
Environmental Programs, Transportation, Facilities, General Services, Grounds, Streets and
Water Administration.
SERVICE OBJECTIVES
Carry out the responsibilities of the Public Works Department in the most efficient and
productive manner by continuously assessing current programs.
Provide response within 24 hours to the community on complaints and request for services.
Represent the City on county and regional issues such as congestion management.
196
ADMINISTRATION
8000 PUBLIC WORKS
Expenditures by Category
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
444,743 465,141 614,221 639,865
11,322 21,358 23,750 31,950
1,932,338 1,829,104 2,135,000 2,184,800
4,630 6,650 15,020 14,130
2,393,033 2,322,253 2,787,991
2,870,745
General
Environmental Management
Resoume Recovery
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
244,893 261,118 398,436 414,082
356,545 334,611 365,312 353,754
1,791,595 1,726,524 2,024,243 2,102,909
2,393,033 2,322,253 2,787,991
2,870,745
Full-time
Total
Personnel Summary
2001-02 2002-03
Actual Adopted
2.00 3.00
2003-04
Proposed
3.00
2.00 3.00 3.00
197
PUBLIC WORKS
ENVIRONMENTAL PROGRAMS
PROGRAM OVERVIEW
The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff
Program Fund and the Environmental Management activity. The Division provides contract
management, program development and implementation and public education and information as
they relate to solid waste, recycling, household hazardous waste, urban runoff pollution
prevention and the employee transportation program.
SERVICE OBJECTIVES
Comply with State AB939 requirements to divert 50% solid waste to the landfill by the year
2000, and maintain 50% diversion by implementing soume reduction, recycling and composting
programs.
Provide contract oversight for solid waste and recyclables collection and hauling, yard waste
processing, compost hauling, solid waste disposal and household hazardous waste collection.
Comply with Regional Water Quality Control Board permit requirements with regard to urban
runoff pollution prevention.
Coordinate urban runoff pollution prevention activities (street sweeping, catch basin cleaning,
new development and construction best management practices) with other departments and
divisions (e.g. Planning, Building, Engineering, Public Works Service Center).
Represent the City on county and regional issues such as solid waste, urban runoff pollution
prevention and household hazardous waste.
Provide public education and information to the residents, businesses and schools regarding
environmental programs.
198
ENVIRONMENTAL PROGRAMS
8005 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
11,425 11,201 9,676 10,135
57,227 66,355 65,200 65,200
43,318 54,692 65,512 75,000
1,970 2,790 7,810 7,100
113,940 135,038 148,198 157,435
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
113,940 135,038 148,198 157,435
113,940 135,038 148,198 157,435
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
2.35 2.57 2.42
2.35 2.57 2.42
199
PUBLIC WORKS
ENGINEERING SERVICES
PROGRAM OVERVIEW
The Engineering Division provides design and construction administration for all capital
improvement programs including streets, buildings, parks, utilities, and pavement maintenance.
The Division reviews plans for all private developments including residential, commercial and
industrial to ensure conformance with City standards. Inspection services ensure compliance
with city standards on all public and private projects.
SERVICE OBJECTWES
Respond to public inquiries or complaints in a timely manner.
Ensure that all public improvements are constructed in accordance with City standards.
Place safety of the general public, City employees and workers as the highest priority on
construction sites. Minimization of injury accidents and prevention of fatalities is safety goal.
Maintain infrastructure at the least possible cost by selecting the program to yield the best
benefit/cost ratio.
Continue to expand GIS system.
2OO
ENGINEERING SERVICES
8100 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
2003-04
Proposed
370,405 393,686 553,033 571,649
18,317 20,675 22,300 19,300
41,222 168,292 156,400 156,400
58,662 57,980 58,850 55,000
488,606 640,633 790,583 802,349
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
488,606 640,633 790,583 802,349
488,606 640,633 790,583 802,349
Full-time
Total
Personnel Summary
2001-02 2002-03
Actual Adopted
2003-04
Proposed
5.75 5.75 5.75
5.75 5.75 5.75
201
PUBLIC WORKS
SERVICE CENTER
PROGRAM OVERVIEW
Administer the operations of the public works field operations including streets, facilities, and
grounds divisions, and provides administration for the service center and clerical support. Costs
related to non-specific activity functions; such as, sick leave, holiday, vacation, other leaves,
travel time, contract administration for school crossing guards, and equipment operating cost, are
recorded to this cost center.
SERVICE OBJECTIVIES
Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs,
vehicle and equipment, and streetlights.
Maintain records of all complaints and requests for services by tracking responses through
computer programs.
Maintain productivity units of measure for each task performed by employee and activity center.
Asset in the administration of the Elmwood work furlough program to assist in daily cleanup
tasks in the City.
202
SERVICE CENTER
8200 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
537,701 449,177 354,462 360,328
45,214 46,936 50,000 59,500
38,234 94,149 117,650 117,650
454,838 391,880 372,790 348,730
1,075,987 982,142 894,902 886,208
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
1,075,987 982,142 894,902 886,208
1,075,987 982,142 894,902 886,208
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
2.20 2.20 2.20
2.20 2.20 2.20
203
PUBLIC WORKS
GROUNDS
PROGRAM OVERVIEW
The Grounds Division maintains 14 parks, consisting of approximately 117 acres of community
and neighborhood facilities. The park sites include Memorial, Linda Vista, McClellan, Monta
Vista, Portal, Somerset, Varian, Wilson, Jollyman, Throe Oaks, Hoover, Oak Valley 1 & 2 and
Cmekside. The City also maintains school sites for recreational activities at Hyde, Eaton,
Lincoln, Regnart, Faria, Stevens Creek, Garden Gate, Monta Vista, and Kennedy schools
consisting of approximately 52 acres.
SERVICE OBJECTIVES
Daily Tasks: restroom maintenance, equipment repair, general cleanup, debris, and graffiti
removal. Goal to minimize complaints too less than 2 per month.
Weekly Tasks: mowing, edging, maintenance of play equipment and park accessories.
Maintenance of tennis courts, where available.
Quarterly Tasks: landscape maintenance, aerating, fertilizing, weeding, etc.
Semi-Annual Tasks: pruning and spraying trees and shrubs, and as needed, sprinkler repair,
replacement of planting material, tennis court nets, etc.
Maintain school sites for recreational activities for (Eaton, Regnart, Faria, Stevens Creek, Hyde,
Garden Gate, Kennedy, Monta Vista, and Lincoln) approximately 52 acres.
Utilize Elmwood work furlough program to assist in weekend and weekday cleanup programs.
This is equal to approximately three (3) full time maintenance workers.
Contract restroom cleaning at the following sites: Linda Vista, Monta Vista, Portal, Wilson,
McClellan Ranch, Memorial, Jollyman, and Creekside Parks.
2O4
GROUNDS
8300 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
1,060,042 1,206,204 1,261,302 1,297,538
517,131 624,022 633,425 631,925
265,292 177,602 206,000 204,000
350,049 267,781 150,000 7,500
156,930 152,400 161,510 152,080
2,349,444 2,428,009 2,412,237 2,293,043
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
2,349,444 2,428,009 2,412,237 2,293,043
2,349,444 2,428,009 2,412,237 2,293,043
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
18.50 18.40 18.40
18.50 18.40 18.40
205
PUBLIC WORKS
STREETS
PROGRAM OVERVIEW
The Streets Division maintains all street rights-of-way pavement, including curb, gutter,
sidewalks, street signs and markings, storm drain system. Administers the street-cleaning
program. The division maintains another 31.54 of developed acres of median and overpasses,
21.69 undeveloped acres, and approximately 13,000 street trees within the park strip.
SERVICE OBJECTIVES
Provide high-level maintenance of city's infrastructure to protect the City's investment.
Continue annual street maintenance program consisting of slurry sealing and improving the
structural integrity by adding asphalt overlays to existing facilities. The City utilizes an up-to-
date computerized pavement management program that assists in developing priorities and
providing future planning for scheduling road improvements and maintaining all the streets in
the community.
Cleanup of storm drain inlets as needed to respond to citizen requests immediately.
Perform mainline cleaning contractual arrangements. The City pays San Jose a fee for use of
San Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino.
Perform street cleaning every two weeks in residential areas and every week in the commercial
and industrial areas. The City presently has approximately 610 curb miles that are swept each
month.
Annual maintenance of sidewalks curbs and gutters through contractual service. Respond within
24 hours for emergency or temporary repair to alleviate hazardous conditions.
Perform maintenance of all streets, traffic signs and markings within 24 hours to minimize
liability.
Repaint markings and legends once a year prior to the beginning of the school year and
centerline striping as needed.
Street sweeping funded from the Environmental Management program.
Maintenance of street trees: staff performs watering, spraying, staking, pruning, and fertilizing in
the commemial areas. Contract for major tree maintenance.
Administer and schedule the weekday and weekend Elmwood work furlough program.
Maintenance of landscaping medians strips, landscape roadsides and public right of ways: Staff
performs maintenance of irrigation systems, weed control, pruning and fertilizing of plant
material in these areas. Pond Maintenance.
206
STREETS
8400 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
1,319,457 1,269,665 1,491,927 1,572,661
290,516 314,815 308,200 329,200
1,463,790 920,137 746,500 531,500
73,683 55,761 9,500 14,500
257,094 260,770 257,730 253,530
3,404,540 2,821,148 2,813,857 2,701,391
Gas Tax
General Fund
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
1,289,100 1,487,554 1,399,275 1,208,855
2,115,440 1,333,594 1,414,582 1,492,536
3,404,540 2,821,148 2,813,857 2,701,391
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
22.35 22.55 22.70
22.35 22.55 22.70
2O7
PUBLIC WORKS
FACILITIES
PROGRAM OVERVIEW
Provides maintenance and mechanical services to all public buildings. These include 13 City-
owned buildings, 9 single standing restroom facilities equipment.
Administers the janitorial contract, alarm system, and the maintenance of building equipment at
all City facilities and special projects.
SERVICE OBJECTIVES
Maintain City buildings and installations to reflect community pride by responding to citizen
request within 24 hours.
Strive for safe and clean working environment for the public and employees and reduce
complaints to less than 24 requests per year.
Maintain City communication system and telephone system.
208
FACILITIES
8500 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
493,379 506,933 552,758 575,501
433,131 500,820 571,700 626,450
422,186 473,512 542,400 482,500
371,324 383,823 271,500 252,000
29,089 18,380 27,990 38,760
1,749,109 1,883,468 1,966,348 1,975,211
General
Sports Center
Total
Expenditures byFund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
1,603,544 1,716,425 1,760,209 1,713,526
145,565 167,043 206,139 261,685
1,749,109 1,883,468 1,966,348 1,975,211
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
7.40 7.30 7.30
7.40 7.30 7.30
209
PUBLIC WORKS
TRANSPORTATION
PROGRAM OVERVIEW
The Transportation Division develops plans, specifications and estimates for the installation,
operation and maintenance of the traffic signals, the traffic signal intemonnects, traffic signs,
pavement markings, and design standards. The Division assists in the preparation of the General
Plan, street plan lines and capital improvement program related to street improvements.
Staff, with support of consultants, is designing and building capital improvements projects for
the transportation system. For traffic signals, they are implementing adaptive traffic signals
control system, ramp meter-arterial traffic signal interconnection, and Silicon Valley Smtut
Corridor. For bikeways, they are implementing San Tomas Aquino-Saratoga Creek Trail and
Foothill Boulevard Bike Lanes, Bollinger Bike Lanes, and Wolfe Road Bike Lanes. For bicycle
and pedestrian facilities, they are implementing the Mary Avenue Bicycle Footbridge.
SERVICE OBJECTIVES
Ensure the efficiency and safety of the street system through continual observation of traffic
signals and other traffic control devices. Review traffic collision reports periodically, traffic flow
patterns annually, intersection levels of service annually, and neighborhood traffic issues as
needed.
Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and
traffic efficiency at city boundaries. Continue training personnel in traffic engineering by
encouraging attendance at classes and seminars at least once a year.
Maintain the level of service on the traffic control systems by monitoring traffic volumes at least
once per year and updating the traffic signal timing patterns more frequently.
210
TRANSPORTATION
8600 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
Expenditures by Category
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
536,523 536,451 416,776 432,787
77,258 61,382 77,650 79,000
221,394 216,604 236,500 240,000
144,066 27,227 0 0
34,592 32,470 38,570 52,630
1,013,833 874,134 769,496 804,417
General
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
1,013,833 874,134 769,496 804,417
1,013,833 874,134 769,496 804,417
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
5.35 4.35 4.35
5.35 4.35 4.35
211
PUBLIC WORKS
GENERAL SERVICES
PROGRAM OVERVIEW
Provides maintenance and service to all vehicles (91), rolling stock (48), trailers (16), riding
mowers (12), and all power equipment (221). Maintains (3250) City-owned streetlights, parking
lot lights, and park lights. Responsible for inspections of all new street light installations. Assets
the Facilities Department for outside lighting systems. Responsible for handling of hazardous
waste and materials and responding to non-point source spills. Maintains above and below
ground fuel tanks. Maintains the complete Service Center yard maintenance. Perform fabrication,
welding and repair of metal parts and equipment for City vehicles, apparatus, structures and
facilities. Respond to USA underground locates, and mark City owned utilities.
Responsible for writing of specifications and bidding process for major purchasing of trucks,
tractors, and other equipment also administration of street sweeping and storm drain contracts.
Responsible for all hazardous waste records manifests and reports as well as all Service Center
employees training and training records as required by OSHA.
SERVICE OBJECTIVES
Maintain the City streetlight system for a safe environment and by responding to outages within
five working days of first notice.
Maintain City vehicles and equipment for general maintenance and safety.
Maintain City Park and parking lot lights for a safe environment
Strive for a safe and clean working environment for the public and employees at the Service
Center Maintenance yard.
Repair vandalize, broken and worn metal equipment for safety.
212
GENERAL SERVICES
8800 PUBLIC WORKS
Employee Compensation
Materials
Contract Services
Capital Outlay
Cost Allocation
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
2003-04
Proposed
343,363 309,951 320,742 346,817
322,051 521,658 479,500 477,000
158,451 92,825 100,000 124,000
39,742 43,330 93,000 65,000
342,573 360,843 392,550 382,870
1,206,180 1,328,607 1,385,792
1,395,687
General
Equipment Maintainence
Total
. Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
323,932 518,452 484,472 486,707
882,248 810,155 901,320 908,980
1,206,180 1,328,607 1,385,792
1,395,687
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
4.10 4.10 4.10
4.10 4.10 4.10
213
PUBLIC WORKS
FIXED ASSETS ACQUISITION
PROGRAM OVERVIEW
The purchase of equipment having a value greater than $5,000, expected life of more than one
year, and used for general government purposes, is financed from this budget. Equipment users
are charged for the use of these assets through a depreciation schedule. Equipment used by
Special Revenue and Enterprise funds are charged to the respective funds.
SERVICE OBJECTIVES
Obtain quality equipment through competitive bidding.
CAPITAL OUTLAY
Replacement Fund Purchase
No activity for fiscal year 2003-04.
· Skateboard park vehicles (2) will be returned to the general fleet.
· Re-evaluate fleet replacement in fiscal year 2004-05.
New Equipment Purchase
No activity for fiscal year 2003-04.
214
FIXED ASSETS ACQUISITION
9820 PUBLIC WORKS
Capital Outlay
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
331,946 213,000 193,500
331,946 213,000 193,500
2003-04
Proposed
0
Equipment Maintenance
Total
2000-01
Actual
331,946
Expend~uresbyFund
2001-02 2002-03
Actual Adopted
213,000 193,500
2003-04
Proposed
331,946 213,000 193,500 0
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
215
NOEl-
Departmental
217
NON-DEPARTMENTAL
INTERFUND TRANSFERS
0100 OPERATING TRANSFER OUT
GENERAL FUND
PARK DEDICATION FUND
BLACKBERRY FARM
RECREATION PROGRAMS
SENIOR CENTER
GAS TAX
DEBT SERVICE
5301 FACILITY CORPORATION
5304 VALLCO AD 74-3
5306 TRAFFIC IMPACT
TOTAL
Expenditures by Division
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
13,530,000 9,163,000 26,868,000 4,947,000
675,000 2,400,000 25,000 1,200,000
253,000 175,000 75,000 75,000
275,000 242,000 100,000 100,000
2,000 50,000 50,000 50,000
344,000 230,000 250,000 0
15,079,000 12,260,000 27,368,000 6,372,000
4,957,000 4,935,000 6,007,000 3,547,000
123,000 0 0 0
40,000 39,000 38,000 36,000
5,120,000 4,974,000 6,045,000 3,583,000
20,199,000 17,234,000 33,413,000 9,955,000
219
NONDEPARTMENTAL
INTERFLrND TRANSFERS
PROGRAM OVERVIEW
Interfund transfers represent transfers of monies between various funds. These transfers provide
additional resources to the receiving fund to support operating and capital project costs. For the
2003-04 fiscal year, budget activity accounts have been established for the following transfers:
1. Funding from the General Fund for capital improvements in the Capital Project Fund:
$125,000 for Memorial Park softball field; $50,000 for a City Hall space study; $20,000 for
traffic projects.
2. Funding from the General Fund to the Debt Service Fund in the amount of $3,547,000 which
provides for the annual payment of the Certificates of Participation for the City Hall/Library
remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new
animal control facility.
3. Funding from the General Fund to the Management Information Systems Fund in the amount
of $170,000 which provides for new technology equipment.
4. Funding from the General Fund to the Gas Tax Fund in the amount of $1,025,000 to provide
for costs associated with the street projects.
5. Funding from the Park Dedication Fund to the General Fund in the amount of $1,200,000 to
provide for payback of advances on parkland.
6. Funding from the General Fund to the Leadership Cupertino Fund in the amount of $10,000
to augment the existing program.
7. Funding from the Blackberry Farm Enterprise Fund to the General Fund in the amount of
$75,000 to provide for partial payment of debt service.
8. Funding from the Recreation Program Fund to the General Fund in the amount of $100,000
to provide for partial payment of debt service.
9. Funding from the Senior Center Fund to the General Fund in the amount of $50,000 to
provide for partial payment of debt service.
220
INTERFUND TRANSFERS
0100 INTERFUND TRANSFERS
Operating Transfers Out
Total
2000-01
Actual
Expenditures by Category
2001-02 2002-03
Actual Adopted
15,079,000 12,260,000 27,368,000
15,079,000 12,260,000 27,368,000
2003-04
Proposed
6,372,000
6,372,000
General
Park Dedication
Blackberry Farm
Recreation Fund
Senior Center
Gas Tax
Total
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
13,530,000 9,163,000 26,868,000 4,947,000
675,000 2,400,000 25,000 1,200,000
253,000 175,000 75,000 75,000
275,000 242,000 100,000 100,000
2,000 50,000 50,000 50,000
344,000 230,000 250,000 0
15,079,000 12,260,000 27,368,000
6,372,000
Full-time
Total
Personnel Summary
2001-02 2002-03
Actual Adopted
2003-04
Proposed
0.00 0.00 0.00
0.00 0.00 0.00
221
NONDEPARTMENTAL
DEBT SERVICE
PROGRAM OVERVIEW
The Debt Service Program provides for the payment of principal and interest obligations and
associated administrative costs incurred with the issuance of debt instruments for the City and the
Public Facility Corporation. The budget includes funding for the following debt service
payments:
1. The Public Facility Corporation's annual payments of principal and interest on the City
Hall/Library, Wilson/Memorial Open Space and Library Certificates of Participation (COP).
In September, 2002, the City refinanced its $44 million in debt to obtain a lower interest rate
and extend debt maturity. An additional $10 million was issued to ensure adequate funding
of the five year Capital Improvement Program, and primarily the new library project.
The majority of the borrowings occurred in early 1990 to acquire additional park real estate
and expand community facilities. A breakdown of the capital acquisitions follows:
Increased 90 acres of park mai estate to 190 acres, a 111% increase;
Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase;
Specific purchases included:
Blackberry Farm - $18 million, voter approved debt;
Cmekside Park - $12 million voter approved debt;
Sports Center - $8 million;
Quinlan Community Center, including park real estate - $6.1 million;
Wilson Park and improvements - $5.6 million;
Jollyman Park development - $1 million;
City Hall renovation/improvements - $1.7 million;
Library renovation/improvements - $1.7 million.
New library/community center - $10 million.
2. The annual payment of principal and interest on outstanding special assessment bonds for
Traffic Impact. The City acts as agent for the property owners of parcels upon which
assessments were made for local improvements and therefore is not a guarantee or directly
liable for the debt.
222
DEBT SERVICE
5301-5306 DEBT SERVICE
Debt Service/Other
Total
2000-01
Actual
5,120,000
5,120,000
Expenditures by Category
2001-02 2002-03
Actual Adopted
2003-04
Proposed
4,974,000 6,045,000 3,583,000
Facilities Corporation
Traffic Impact
Vallco Park Bond 74-3
Total
4,974,000 6,045,000 3,583,000
Expenditures by Fund
2000-01 2001-02 2002-03 2003-04
Actual Actual Adopted Proposed
4,957,000 4,935,000 6,007,000 3,547,000
40,000 39,000 38,000 36,000
123,000 0 0 0
4,974,000 6,045,000 3,583,000
Full-time
Total
Personnel Summary
2001-02 2002-03 2003-04
Actual Adopted Proposed
0.00 0.00 0.00
0.00 0.00 0.00
5,120,000
223
Five Year
Capital
Improvements
Program
Fiscal Years 2003-04 to 2007-08
225
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EXHIBITS
BEGIN
HERE
]City of Cupertino
Budget Cuts to Date
FY 01/02 FY 02/03 FY 03/04
General Fund Operating Revenue Projections
GF Projected Revenues @ Budget Preparation 31,330,000 30,607,000 31,308,000
GF Actual/Revised Revenues 28,777,000 28,921,000 29,695,00(3
Park Dedication Projected Fees @ Budget 1,500,000 1,500,000
Park Dedication Actual Fees 2,400,000 25,000
Shortfall in Revenue 1,653,000 3,161,000 1,613,000
General Fund Budget Reductions:
1 Accounting Reallocations
Transfer Storm Drain Maint out of General Fund 60,000~ 60,000 60,006
Reallocated salary/benefit to Redevelopment Fund 145,000 145,000
Reallocated salary/benefit to CDBG Fund 55,000
2 Budget Reductions
Mid-Year budget reductions from all departments 761,553
Contact services for graffiti removal 20,000 10,000
Janitorial services at Wilson Park 10,000
Traffic contractual services 50,000
No new vehicle pumhases for the fleet 30,000 75,000
E-Govt Phase II 100,000
Conference and Meeting budgets city-wide 150,000
3 Program Reductions
Eliminate second school resource officer 164,000 82,000
Park the skate park 20,000 50,000
Eliminate noontime program 10,000 30,000
Reduce contribution to DeAnza PEG channel 60,000
Library Extra Hours 202,000
4 Selective Hiring Freeze ~ Salary/Benefit Savings
Senior building inspector 55,000 110,000
Webmaster 88,452
Maintenance Worker II 39,230 67,252
Maintenance Worker II 39,230 67,252
5 CIP Reductions
CIP - Gas Tax Programs 200,000
CIP - various projects 100,000
CIP - San Tomas Aquino Saratoga Creek Trail 150,000
CIP - Traffic Signal Upgrades 150,000 100,000
CIP - Street Walkability Modifications 95,000 100,000
CIP - Traffic Calming 25,000
Sidewalk Contact 200,000
6 Debt savings from refinancing/extension 300,000 300,000
Total 821,553 1,637,460 2,076,956
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Budget Study Session Results
2003/2004 Budget
May 27, 2003
Reductions to the Proposed Budget:
Teen Commission
Telecommunication Commission
Fine Arts Commission
City Manager Contingencies
Quinlan Community Center - Fixed Assets
Fourth of July - 2002/03
Fourth of July - 2003/04
Festival Support
Chamber of Commeme
Memberships (LCC/ABAG/SCCCA)
Total Reductions
Additions to the Proposed Budget:
Leadership Cupertino/'rLT
Sunday Library Hours - 4 hrs - all year
DeAnza PEG Channel
2nd School Resoume Officer - one full yr
Bike/Pedestrian Safety Program
Total Additions
Current
Budget
19,647
72,919
29,000
30,000
118,000
33,629
56,600
37,500
15,000
28,000
10,000
0
45,000
82,000
0
Proposed
Reductions/
Additions
5,000
12,000
16,500
15,000
80,000
30,629
50,600
0
0
0
209,729
8,000
84,000
0
82,000
5,000
179,000
Remaining
Budget
14,647 Uisc
60,919 Grants
12,500 Grants
15,000 Misc
38,000 Furniture
3,000 Firework~
6,000 Fireworks
37,500
15,000
28,000
18,000
84,000
45,000~
164,000
5,000
Net Budget Savings 30,729
EXHIBITS
END
HERE