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Proposed Budget 2008-2009CUPERTINO Proposed Budget Fiscal Year 2008-09 CITY OF C~;ty Cu~ier~~,vca- 2008-09 CUPERTINO May 15, 2008 To the Citizens of Cupertino, Honorable Mayor and Members of the City Council Subject: Fiscal Year 2008/09 Budget Message Enclosed please find Cupertino's fiscal year 2008/09 operating and capital improvement budgets. In addition, projections for four additional fiscal years are included to aid in long-range financial planning. Proactive Financial Planning For the third consecutive year, Cupertino's financial picture shows a projected positive net operating income after debt service, internal transfers and before funding of capital projects. This positive trend is a major improvement over four years ago when the City was experiencing its fourth year of recessionary trends, which required a hiring freeze, furloughs and deferred maintenance of facilities, streets, trees and equipment. To counter balance economic uncertainties, the City Council adopted a Fiscal Strategic Plan in May 2006. This plan identified revenue and expenditure strategies to improve the City's ability to provide services under fluctuating economic conditions. The City has already seen the benefits of some of those strategies in the areas of business-to-business sales tax and property tax. These proactive measures have kept Cupertino in a positive financial condition at a time when many cities throughout the state are experiencing cuts in services to keep budgets balanced. This year's update of the Fiscal Strategic Plan targets improved retail sales tax, additional property tax, securing the cell phone utility users tax and reducing retiree medical costs. Other recommendations for funding operations and capital projects will be proposed to diversify our revenue sources while maintaining high quality service levels. Fiscal Year 05/06, 06/07 and 07/08 Results The City's audit report for the year ended June 30, 2006, showed the General Fund in a net income position after accounting for operating expenditures, debt service and transfer obligations of approximately $1.2 million with an additional $3.58 million from the sale of surplus property, loan paybacks and park dedication fee paybacks. As for expenditures, all departments came in under budget and the low crime rate contributed to savings under our law enforcement contract for the year. 1 During fiscal year 06/07, revenue trends began to improve, especially in the area of sales and property taxes, charges for services and use of money and property. Sales tax increased as a direct result of high-tech business activities. In addition, outreach efforts brought a new business-to-business sales tax producer to Cupertino. Apple, HP and Insight are now the top three sales tax producers. Another major success was the passage of State legislation, which partially reversed a 1980's decision and restored a portion of the property tax revenue previously lost to the County. City Council members were instrumental in getting this legislation approved. This Tax Equity Allocation (TEA) change provided another $1.35 million in property tax for the fiscal year. Charges for service and construction tax also showed healthy increases this fiscal year. In addition, as our portfolio balance increased, so did interest income. The City's audit report for the year ended June 30, 2007 showed the General Fund in a positive net income position of $.6 million with an additional $2.2 million from the sale of surplus property and loan paybacks. As for expenditures, all departments came in under-budget and the low crime rate again contributed to savings on the law enforcement costs. Trends improved over prior years, but the General Fund still only realized an operating surplus of 1.5% on a $40 million operating budget after adjustments for one-time revenues. The current 07/08 budget provides for full funding of staff positions as well as new positions to accommodate specific customer service level standards and growth in workload. Maintenance has been budgeted at moderate levels and capital projects, deferred for several years, are funded. During the year, Council approved two major capital projects -the Mary Avenue Bicycle Footbridge and the first reach of the Steven's Creek Corridor Project. In addition, Parks and Recreation operations were reviewed and restructured to separate the self-supporting programs in the Enterprise Funds and reflect all of the programs subsidized by the General Fund. Year-to-date revenues through March 31, 2008 are up 6% over a comparable period from last year. Growth in sales taxes, hotel taxes and interest earnings are offset by declines in development-related fees and taxes. We have experienced a slowdown in these areas based on two major factors. First, the economic slowdown is starting to depress development in Silicon Valley and especially in the two revenue categories above. Second, voter referenda over the past few years have limited residential construction. Developers appear to be directing their efforts to other jurisdictions where project approval and build-out have a higher chance of success. Even with this slowdown, revenues are projected to be about 1% above last year's results. The 07/08 operating expenditure budget is currently on track to save 7%. If these revenue and expenditure trends continue, the end of this fiscal year will realize budget savings as well. Fiscal Year 08/09 Highlights This proposed budget results in a break-even financial picture over the next five years, while maintaining reserve policy levels. City service levels have been kept intact and in some areas, such as pavement management, enhanced to address community needs. New capital improvement projects over the next five years are limited because most available funds have already been authorized for projects and project administration capacity has been fully committed. 2 Revenue projections reflect an anticipated economic downturn for Cupertino starting in the Fall of 2008. Although buffered from its current affects, it is only a matter of time until our business- to-business sales tax falls prey to cyclical trends as it did in 2001. In addition, there are still concerns in regards to sales tax point of sale legislation, franchise revenues, court decisions on cell phone utility user tax, maintenance for recently annexed older areas and increased fuel and asphalt costs. Further, the State's budget crisis will surely impact cities as the State Legislature fails to make the hard choices required to live within its means. To ensure Cupertino's financial health, it is imperative that we continue to improve revenue composition, streamline operations, and control costs. To that end, I am recommending the following actions consistent with our Fiscal Strategic Plan: / TEA/ERAF Issue -Work on TEA/ERAF legislation to finish correcting the inequitable distribution of property tax. If successful, this would mean recovering an additional $982,000 to $1,308,000 of our property tax per year; / Enhancing of the Retail Sector -Economic development efforts will concentrate on the retail sector as a hedge against the more volatile business-to-business sales tax. Anew 16-screen AMC theater opened this last year at our regional mall, Cupertino Square, and is performing in the top 10 out of the 90 theater locations in the Bay Area. One-third of all retail space in the City is located in Cupertino Square. Its success means important commercial services for our residents and needed sales tax dollars to fund municipal services. Additional new retailers in the past year include Strike Bowling, a 66,000 square foot Whole Foods and the Merlion Restaurant. Other retail developments under way include a new Japanese Market, Steve and Barry's and several new restaurants; / Utility User Tax Ordinance -The existing City ordinance has not been updated to accommodate current technology, and this has put cell phone utility user tax revenue of approximately $500,000 per year at risk. Recent court cases have ruled that our current, outdated language does not necessarily apply to cell phones. The Ordinance can be taken to the voters in the next municipal election scheduled for November 2009. A successful vote would preserve approximately $500,000 per year in utility tax from this source; / Santa Clara County Library JPA -Approach the JPA in an effort to identify a revenue stream that will provide open libraries throughout the county seven days per week, without city augmentation for excess hours; / Simms Property -Explore the sale of City-owned open space near the Simms property to provide the funding for Phase II of the Steven's Creek Corridor. This endeavor would provide the means to finish a project that will be enjoyed by many; and / Retiree Medical Obligations - Establish a trust fund for our retiree medical obligations. This mechanism could save the City approximately $500,000/year in funding of this long- term obligation. 3 Fiscal Year 08/09 New and Restored Items The adopted budget reflects the second year funding of a three-year salary and benefit package and covers future retiree medical obligations. The following programs have been supplemented or newly added in the adopted 08/09 budget: - New Positions including a new Green Program Environmental Manager, one-half of a Human Resource (HR) Analyst, and a Blackberry Farm Coordinator. Negotiations are currently underway with a neighboring cities to share 50% of the new Green Program position, and savings have been found to offset the additional cost for half of a HR Analyst; and - Consulting Services were added to support the City's housing element ($25,000) and the Crossroads Plan ($130,000). In addition to staffing, the adopted budget includes: Park and Building maintenance requests Estimate of State hits to balance its budget Maintenance of effort funding for pavement management Funding of a City infrastructure reserve Additional County charges to balance its budget Information Technology Storage Project Quinlan Center furniture and equipment needs Blackberry Farm infrastructure start up costs Monday Library Hours - at prior year funding levels only Community Hall/City Channel equipment replacement fund Festival use of facilities, staff, sheriff and special event fees Funding for the hybrid vehicle replacement policy Santa Clara County Interoperability project Public Safety Commission -Safety Fair Supplement to $5,000 total $1,040,000 815,000 750,000 400,000 278,000 200,000 194,000 190,000 120,000 100,000 85,000 28,000 13,500 1,676 The following capital improvement projects have been funded during fiscal year 08/09: Pavement Management (Prop 1 B & Prop 42) Sterling/Barnhart Park Construction Monta Vista Community Building Re-roof Community Hall Fountain Tennis Court Resurfacing -various park locations Wilson Park Irrigation Renovation Service Center Steel Building Rancho Rinconada Street Study $1,420,000 650,000 405,000 400,000 225,000 150,000 100,000 100,000 4 Major capital improvement projects funded for fiscal year 09/10 and beyond include: Lawrence & Mitty Park (Saratoga Creek) Stevens Creek Corridor Park (Phase II) $1,700,000 200,000 Funding for the Mary Avenue Bicycle Footbridge and the Stevens Creek Corridor Park (Phase I) occurred in FY 07/08. Items Requested but not Included: Several requests for funding have not been included in the adopted budget. They include: Additional Library Funding for Monday Hours $130,000 Second School Resource Officer (loss of COPS grant) 110,000 Shortfall in funding for the Housing Element ($100,000 funded) 50,000 Funding for the Community Development permit processing 50,000 review Additional Festival Funding 44,000 Conclusion I am pleased to submit to you a balanced budget for the upcoming fiscal year 2008/09 and beyond. We are currently enjoying a revenue base that is providing us the funding for our anticipated operational and capital needs. However, national economic forces and the fact that our fiscal health is strongly tied to our three business-to-business sales tax producers require that we stay firm to our commitment to implement the Fiscal Strategic Plan. This means supporting economic development, embarking on new revenue sources, and continually seeking ways to deliver high customer service more efficiently. Respect lly submitted, David W. Knapp City Manager 5 BUDGET STRATEGIES FISCAL STRATEGIC PLAN Define the Problem -Analyze the Current Funding Gap Backgzouzzd -Fiscal Years 2000 to 2004 The 2000-2004 recession coupled with significant increases in retirement and medical costs, energy costs, new infrastructure service needs and the State of California take-always severely undermined the ability of the City of Cupertino to continue delivering high quality municipal services. The City weathered the economic storm by cutting service levels, freezing up to 17 staff positions, refinancing debt service, turning to a full cost recovery fee structure for certain services, realizing one-time revenues through sale of surplus property and reducing employee compensation through direct salary cutbacks and work furloughs. Service levels clearly suffered and sacrifices were necessary across the board. The city learned that our fiscal structure left us vulnerable to the whims of economic fluctuations and the ability of the State to raid our revenue sources. Two major revenue sources, sales tax and property tax, were principal weak points in the above scenario. Cupertino is heavily dependent on business-to-business sales taxes and its retail sales tax is significantly under performing due to the condition of older strip shopping centers in the community and the recent loss of several significant revenue producers such as Anderson Chevrolet and Drexel Heritage Furniture. Also, Cupertino is one of four no-low property tax cities frozen by pre-proposition 13 to abnormally low tax rates. The City must evaluate its revenue structure to ensure more reliable, less volatile revenue sources and evaluate its cost structure to ensure we are operating in a cost effective manner. The following fiscal strategic plan defines strategies to reposition the revenue and cost structure of the city to ensure it is not as severely impacted by future changing economic conditions and that we are able to continue funding of existing and new service levels. Fiscal year 2004/05 The city's audit report for the year ended June 30, ?005 showed the General Fund in a strong net income position after operating expenditures, debt service and transfer obligations. Based on this, and the fact that the federal government was estimating inflation in the 3.6% plus levels, one nught say that the goal to achieve financial viability had been achieved. However, the 2004/05 financials were not representative of our true level of service. Vacancies were upwards to 11% of our authorized workforce, maintenance of infrastructure was cut to an all-time low and because of the shortages in staffing, and many budgeted projects were carried over to the next fiscal year. In addition, one-time revenues such as sale of property inflated this bottom line. 6 BUDGET STRATEGIES FISCAL STRATEGIC PLAN To analyze our current funding gap and present a more accurate financial picture, we looked at the actual inflows and outflows to the General Fund and identified one-time, non-reoccurring revenue. In addition, we looked at the latest audit report for fiscal year 0~/OS and added back the salary and benefits, deferred maintenance and deferred projects approved but not spent. Finally, for 04/05, we deducted the non-reoccurring State payback, park dedication fee payback and sale of property. The result was a snapshot of what our financial results would have been at fully approved levels of operation and without one-time revenue sources. 7 The following chart shows total revenue (operating and transfers-in) versus total expenditures (operating and transfers-out) for the fiscal years 02/03 to 07/08. One-time revenues are shown in yellow to visually denote the magnitude of inflows versus outflows in the General Fund. BUDGET STRATEGIES FISCAL STRATEGIC PLAN Although Fiscal Year 04/05 ended with a $5.6 million dollar "profit", once one-time revenues were removed and expenditures were reflected at approved levels, the result was a net loss of $1.1 million dollars. This net loss figure did not reflect concerns in 05/06 in the following areas: - Pending legislation will put $389,000 of cable franchise fees in jeopardy; - Pending court cases may put $350,000 in cell phone utility user tax in jeopardy; - The City is currently spending $1.53 million per year on active and retiree medical premiums and future liability costs. There are 150 active and 81 retired employees receiving benefits. The cost of providing this benefit has fluctuated and it is conceivable that health premiums could increase in excess of 8% per year; - Fuel costs have risen 30% since preparation of the 05/06 budget. The City has approximately 130 rolling stock and vehicles in the fleet. - Asphalt is a petroleum-based product and the cost of street work has risen dramatically this year. A consultant is updating the pavement management plan, and has indicated that street jobs are coming in 25% to 46% higher than a year ago; - The annexation of Monta Vista, Garden Gate and Rancho Rinconada neighborhoods has lowered the overall pavement standard for Cupertino, and a disproportionate amount of funding has gone into these areas to bring streets closer to city standard; - Our current annual $750,000 commitment is minimal for keeping the streets in good order. Keeping pavement in good condition is the most economical maintenance strategy over the long tem; - Library aquarium maintenance reimbursement will be reduced by 50% ($7,500 per year) starting in 2009 and will be the City's full responsibility in 2014. Conclusion of the Committee Besides balancing at the basic level of operating revenues and operating expenses/debt service obligations with the above issues in mind, we will need to fund our reserves at appropriate and/or mandated levels. A healthy "net income" will be required to embark on operational or capital improvement areas that are already being discussed. Some of these projects include: - Additional parks on the east side of the city; - Reserves to accommodate major renovation requirements of our facilities such as the Quinlan Community Center; - Funding for environmental components such as artificial turf and solar energy options for fields, parks and facilities; - Extended library hours; - Improved street standards; - Alternative energy sources; - E-Services; and - Risk reduction efforts. Based on the under-funded current and non-funded future needs, staff recommends that the city reposition its revenue and expenditure base to fund an additional $2.5 million per year. 8 BUDGET STRATEGIES FISCAL STRATEGIC PLAN 2007/08 Note: The Citti~'s audit report for the ~~ear ended June 30, 2007 shore~ed the General Fund irt. a strong net income position after accounting for operating expenditures, debt sen~ice and transfer obligations. Tlzis $2.8 million bottom line, howe~~er, was inflated b~~ one-tinge revenues of $2.2 million from the sale of surplus properh~ anal loan pa~~backs. As for expenditures, all departments came in under-budget and the low crime rate also contributed to bottom-line sa~~ings on our law enforcement costs. Trends improved o>>er prior ~~ears, but the General Fund still onh~ reali~.ed aa~i operating pr-ofzt of $.6 million, or 1.5%, on a $40 million operating budget. Automate and Streamline Service Delivery We currently have 162.75 full-time equivalent positions in our budget.. Although lean for a city of our size, the comiiuttee looked at the structure of our organization and areas to automate or streamline. This task was critical since approximately 70°Io of the general fund operating expenditures are associated with salary and benefit costs. In addition, long-term trends for what we call "hidden'' costs (medical insurance premiums, workers compensation and retiree medical costs) are directly associated with the number of our employees. The more we can streamline or contract out services, the more we can control these current and long-term costs. Our hiring freeze in prior years demonstrated that we couldn"t reduce our workforce and maintain all existing programs for any length of time. Our organization is too lean and too flat to accommodate this option without experiencing declines in customer satisfaction and service level. If we are successful in a workforce reduction, programs impacted by staffing reductions need to be identified and either contracted out, modified or elinunated. 3-~6 ;~= 3-x-1 i-1 i ;~~ 3~1 j~a i i4 -- 33' - ,. ., 'C~03 _~10a 2C~t1~ _'Of-(i ?Q(-' 'C-0~ Rr~i dri-I x Eiiil d ~~~ res 9 BUDGET STRATEGIES FISCAL STRATEGIC PLAN We also need to be cognizant of our future personnel needs. Last year we added afull-time Information Technology Assistant to accommodate the workload associated with our increasing technology base. A Facility Attendant was also approved to staff the new Community Hall and an Economic Development/Redevelopment Agency Manager was added. In early fiscal year 2006/07, we increased law enforcement needs as a result of our annexations and the development of new residential and commercial buildings. 2007/08 Note: Two -2ew positions rill be proposed includii7g i-zcreasi-ig a Code Enforcenie-it Off cer fi~on2 half to full tune, an Assistant Planner, and atwo-~~ear terns Park Plainer for the Stevens Creek Cor--ido--. As an offset, one Recreation Supen>isor position I2as bee-i elimi-iated through streamlini-2g. 2008/09 Note: Two new positions will be proposed - a g-•ee-z coordinator, and a personnel an.ah~st. A parks anal recreation position x~as reclassified to --ecreatio-i coordinator to m.a-zage Blackberry' Farm operations. The Committee identified several areas for potential short term andlor long term savings for Council's consideration. A. Streamline and reposition our workforce as opportunities arise. As future vacancies occur through attrition, we will need to streamline and reposition our workforce whenever feasible. All vacant positions should be reviewed to identify opportunities for automation, level of effort shifts or other cost saving ideas. We will also need to reposition our workforce to meet evolving workload demands, emphasize cross training and career development opportunities, and fill vacancies through internal transfers and promotions. 2007/08 Note: Parks a-zd Recreation Dave reorga-ii~ed resulting in stremnlining and elimination of tu~o fitill-tim.e positions. In addition, hvo vacancies were filled this year through internal promotions. 2008/09 Note: We anticipate a cost sharing agreement with a neighboring cite in conjunction i~~ith our -i.ew green coordinator position. B. Implement E-Services with the goal of bringing city hall to the customer and reducing our cost of service delivery. The City's E-Service budget was eliminated for two fiscal years in an effort to save expenditures. In 2006/07, an E-Services master plan was drafted which addressed automation opportunities of government services. Examples of products currently being assessed include but are not limited to: Permit tracking - Records management/retrieval On-line job applications On-line business licenses Econonuc Development Information Community Outreach Information Code Enforcement Tracking j- Website Revision 10 BUDGET STRATEGIES FISCAL STRATEGIC PLAN C. Pursue artificial turf in our athletic fields to reduce maintenance and risks associated with injury. Utilization of artificial turf is a growing trend to curb the rising costs of maintenance and general liability claims. The committee recommends that we use all future youth sports league fees for refurbishment of the fields and that we pursue utilization of artificial turf and solar energy whenever feasible and cost effective. 2007/08 Note: No activity to date. D. Pursue alternate energy sources for the City's infrastructure and vehicle replacement needs. The committee recommends the City investigate use of alternative energy for application in City facilities and vehicles where it is a proven cost benefit. 2007/08 Note: Adopt a policy to purchased hybrid vehicles where possible. 2008/09 Note: Perform a sustainabiliry study incorporating green building standards and other environmental friendly policies. Modify our solid waste contract to enhance recycling. Allocate $500, D00, for a green project. Stabilize and Reposition Revenue Sources tiales'1'as b}- I!:cf~n~-mir ('ate~ort- 1 _' 111111 II/MI J 11 111.111 111111 Oh u. ~i~.. s 1:. E.,1. ~r~._.. ti IIIIU.UII(1 -- ^~~cr.eral Ke[atl ^F~,od Prdurrs >_l11111.000 ^Transport ah,zn -l !JOII IIUII __ __..._-_ - __-_-_. _ OCs•nstruchon O Ml s~ rtl.u-IP, ,n- 3 J)p(LLIU~ l 1) _1111` J _'l 11 ll~ J _IIIIN _' _Ill lli ~ 'l 11 lli 1 _'1111- 1 'llu- :ull- ~ 'llu' J 1 P:11' f'.JI VIII E 01191'! el' Cupertino has historically been heavily dependent on sales tax as a major general fund revenue source, however trends over the past ten years have changed not only the percentage of revenue received from this source (31.6%) but also the make-up of where the revenue is coming from. Ten years ago, over 50% of our sales tax base came from the retail sector where today 66.5% is from the business-to-business or the high-tech sector. 11 BUDGET STRATEGIES FISCAL STRATEGIC PLAN Our largest sales tax producer, Apple Computer, comprises 26% and given the volatility of the high tech industry, this fact alone has put this revenue source in an "at risk" situation. To add to this concern, the State is continuing it's efforts to change the way Internet sales are reported and, if they are successful, will dramatically affect the amount of sales tax revenue currently received from our top three producers -Apple, Hewlett Packard and Insight, Inc. During the recent years of budget cuts, we have mainly focused our efforts on reduction of expenditures. No new revenue sources per se have been implemented with the only major change resulting from an independent analysis of existing fees to ensure that we are covering our costs of service. The Committee believes that it would be prudent to consider the following revenue strategies: A. Pursue Tax Equity Allocation (TEA) relief with Santa Clara County. When Proposition 13 passed in 1978, it froze property taxes at their current levels. This action created significant problems for cities that at the time had low property tax rates because they couldn't raise those rates to meet their community needs. Four cities, including Cupertino, are significantly below the average. We are actively pursuing an amendment to bring us to par with the TEA rate of 7%n with the County. 2007/08 Note: Du--ing 2006/07, the passage of State legislation reversed a 1980's decisio-z and restored a po-•tion of our property tax revenue, wl~aich had been lost to the Cou.-zt~~. Cite Council was instru-~nental in getting t12is legislatio-- approved. This TEA change provided another $1.35 n-illion in propert)~ tax for th.e fiscal year. 2008/09 Note: This year, we Neill continue to work o-i t12e TEA issue to finish correcti-zg the inequitable distribution of propert>> ta.x. If successful, this would mean between $982,000 to $1,308,000 per yea-- in property tax. B. Re-assess Park Dedication Fees on an ongoing basis to capture rising real estate costs associated with park acquisition. Each time a new development application comes to the City, real estate costs should be researched to ensure that the park dedication fees are current and reflect appropriate costs for property acquisition. This will ensure that our purchasing power is not diminished. 2007/08 Note: Completed and ongoing. C. Negotiate with Hansen regarding future land use rights in exchange for annexation. Hansen currently resides in the County but utilizes Cupertino streets for access to its site. The cement trucks that frequent Foothill Boulevard and Stevens Creek inflict much more street and landscape maintenance needs than the average user. Cupertino has been absorbing the traffic and pavement issues associated with this business, but receives no revenue benefit. It is estimated the utility users tax from this site alone will bring over $1 million per year to the city. The committee recommends pursuit of annexation in exchange for future land use rights. 12 BUDGET STRATEGIES FISCAL STRATEGIC PLAN 2007/08 Note: The City has approached Hansen and opened a dialogue to discuss the benefits of current annexation in exchange for a fixture development agreement. Hansen does not wish to pursue at this time. D. Support Redevelopment/Economic Development for Cupertino Square and other major projects. Analysis shows us that our regional mall is producing well below the average sales tax per square foot that is required to have a strong operation. We currently receive approximately $1.1 million per year from Cupertino Square in sales tax as compared to the Oakridge Mall, which is remitting around $5.4 million per year. In addition, build-out projections on infrastructure will provide about $2 million per year in new tax increment for the project area starting in 09/10 and approximately $23 million for low and very-low housing over the next 30 years. To decrease our dependence on the business-to-business sector, we recommend strong support for the mall redevelopment. In addition, as new developments come before the Planning Commission and City Council, we recommend a quality retail component be incorporated into the project. 2007/08 Note: Sales tax looks promising as our regional mall Cupertino Square sees the impact of the new 16-screen AMC theater and a soon to be opened Strike Bowling center. These changes have sparked ashopping-entertainment buzz that things at the mall are ,finally changing for the better. One-third of all retail space in the city is located in Cupertino Square. Its success means important commercial services ,for our residents and needed sales tax dollars to fund municipal services. Other retail developments under construction include a new Japanese Market, a 68, 000 square foot Whole Foods Market and several new restaurants such as California Pizza Kitchen, Islands and Merlion. 2008/09 Note: Whole Foods Market and Merlion are now open and Cupertino Village has an additional 25,000 sq ft approved. New proposals include the Rose Bowl area, the former HP site on Steven 's Creek and additions to the Oaks Shopping Center. 13 BUDGET STRATEGIES FISCAL STRATEGIC PLAN E. Consider an Entertainment Tax and a modification to our existing Utility User Tax Ordinance in conjunction with the municipal election November, 2007. The Committee recommends that we consider placing on the ballot both an entertainment tax and re-wording of our UUT Ordinance to reflect recent trends in technology and retain existing UUT revenue such as cell phone remittances. 2007/08 Note: We Neill propose takirZg three measures to tl7e voters this fall. The.fr~st x>ould update our utility user ta.x ordina~~ce,for current teclT.nology trends in the effort to retain our existing utilir)~ tax base. The second i~~ould add a new business license category for quarries so that if a quarry annexes to the cite, we have a revenue generator in place to pay for the added service requirements. And third, we x•ill propose a niini~nal tax on theater tickets to be used for exte~aded libra~}~ hours and maintenance, thus providing tlae on-going revenue to open t11.e library seven days a week. 2008/09 Note: The Council voted to not pursue the revenue n~.easures above. However, due to a recent court decision, staff will re-propose an update for our utilit~~ user ta.x ordinance in November ?009 to ensure $00,000/ti~ear in cell phone re~~enues. F. Phase out one-time revenue to the General Fund. Linut park dedication fee payback to the General Fund to $500,000/year for 06/07, decreasing by $100,000 increments each year with additional revenues vesting to the Park Dedication Fund. The Committee believes that the payback of park acquisition costs inflates the General Fund revenue and gives the impression that this is on-aoina revenue from operations. As this funding will eventually "dry up" it is prudent to replace it with true operational and annual revenue streams. 2007/08 Note: Park Dedication fee pa~~back was completely elir~T.inated with this year's budget. G. Consider assessing a sales tax in-lieu fee for discontinuance of retail land use. This concept would assess any developer who proposes taking land use currently zoned for retail/commercial use and replacing the infrastructure with non-sales tax producing product such as housing. 2007/08 Note: T12e City Council reviewed this concept and has decided not to pursue an in-lieu fee. 14 BUDGET STRATEGIES FISCAL STRATEGIC PLAN H. Re-visit the adoption of a County Com~nu~iication fee if our sales tax composition exceeds 50% from the business-to-business sector. Two years ago a 9-1-1 fee for County Communications was deliberated on by the City Council. Estimates showed $1 per line per month would provide approximately $60,000 towards a X750,000 cost of service. Given our high percentage amount of business-to-business sales tax, the committee proposes to re-visit this fee if our sales tax composition exceeds a 50% benchmark. Our current mix of sales tax providers results in a high risk of fluctuation in our largest general fund revenue category, and a 9-1-1 fee would identify a new and stable revenue source to offset this risk. 2007/08 Note: Council did not n•ant to pursue at this time. 2008/09 Note: Santa Clara Counh' has adopted a fee for these cJ2arges. I. Consider a Refuse Vehicle Impact Fee. Several cities in California have successfully levied a street impact fee on their refuse providers to offset the wear and tear on city streets from these oversized vehicles. Such an assessment would pass the cost of street repairs due to heavy usage through to the garbage company and provide needed funds for maintenance, but ultimately result in fee increases to the customer. The Committee was not in agreement on pursuit of this revenue. 2007/08 Note: Council did riot want to pursue at t12is time. Decrease Expenditures and Risk Exposure The Committee looked at our major programs in relation to operating costs and risk exposure associated with general liability claims and workers compensation claims. Currently, claim costs are paid directly by the Risk Management Division, which results in an understatement of the true cost of service of some of our programs. For high-exposure or highly loaded "hidden cost" programs, additional trend analysis was performed to establish what other municipalities are implementing in an effort to decrease expenses and areas of risk. Several suggestions for potential short term and/or long term savings have been identified for your consideration: A. Require developers to maintain new open space associated with their projects. With new parks and open space come the costs associated with maintaining those green spaces throughout our city. The Committee believes that it is in our best interests to use the permit process to require the developer to pay for, or provide for, mechanisms that fund the maintenance of these parks. 15 BUDGET STRATEGIES FISCAL STRATEGIC PLAN Suggestions include the incorporation of a landscape district or homeowners association within the new development. Or, as in the case of Cali Mill Plaza, the property and it's maintenance would stay with the developer. It is estimated that it costs the Public Works Department approximately $40,000 per year for every new acre of parkland that goes on-line. This recommendation would hold the line on our park maintenance and help control future costs in this area. 2007/08 Note: hicluded i~z cirrrenx det~elopnzen.t proposals. B. Require safety enhancements in new developments. The City has experienced an increase in residential burglaries this past year, which increases our sheriff costs. Many of these crimes involved taking jewelry from the homes. We suggest that new housing developments be required to have built-in safes to secure valuables and reduce accessibility of jewelry in an effort to reduce/deter crime. 2007/08 Note: Staff will present this program during,fiscal }'ear 2007/0$. 2008/09 Note: Corti~2ci1 did ~2ot want to pursue at this time. C. Contract School Maintenance In the 1990's, the City issued approximately $5 million in bonds to refurbish 9 school sports fields. The agreement with CUSD provided that we refurbish and maintain the fields in exchange for their use during non-school hours. This provided an excellent partnership by providing CUSD with high-quality fields and the City with expanded parkland. This has resulted however in a duplication of both maintenance equipment and workers between the two organizations. 16 BUDGET STRATEGIES FISCAL STRATEGIC PLAN Currently, our Ground Maintenance Division mows 33.17 acres and edges 24,305 linear feet of turf at these school sites. Transitioning the mowing operation on1X to CUSD would reduce our long-term "hidden costs" and our vehicle and equipment replacement needs. The current cost to provide mowing service to the schools is $137,594 out of $55,000 in total expense per year. 2007/08 Note: Do not pursue at this time. D. Add Capital Improvement Projects only if on-going maintenance funding can be identified (LLD, homeowners association, development maintained/owned). The City is currently using the permit process to incorporate private maintenance of sidewalks, medians and other improvements for new developments. For City projects, all associated budget costs should be considered with the adoption of the original budget for the Capital Improvement Program. 2007/Q8 Note: Completed and ongoing. E. Increase the number of Block Leaders, Neighborhood Watch programs and CERT graduates. Increases in these programs will capitalize on community policing and reduce/maintain sheriff costs. We also encourage commissioners to become involved in these programs. 2007/08 Note: Completed and ongoing. 17 BUDGET STRATEGIES FISCAL STRATEGIC PLAN F. Change accounting for Enterprise Funds The Committee proposes that all Enterprise Fund activity be reflected in the individual fund whereby all costs, including building costs are recognized in one place. In addition, all revenues associated with the complex should be recognized in the fund. The reader could easily ascertain the subsidy from the General Fund and Council could quantify self- supporting percentages for each fund. 2007/08 Note: This has been co»~pleted a~ul is o~i-goi~zg. G. Continue to investigate cost-saving options for medical and retiree medical insurance. The City should analyze the benefits of setting up a trust for the retiree medical reserves to increase investment return and decrease funding obligations. Tii addition, staff should continue to look for ways to reduce medical benefit costs including benefits for City Council. 2007/08 Note: The Cit)• will be pursui~zg legislation this year to provide glow-cost retiree medical option for new ]sires. Employee co~itracts were negotiated irz May, 2007 iti•hic1~ provide for this optio~T if, and -vlTen, a~~ailable. 2008/09 Note: Staff proposes to invest the OPEB retiree medical obligatio~i mof~ies in a separate t~-ust.fund starting this ~•ear, thus savi~zg tl7e city approximately $500,000 each year in funding obligations. ht addition, ~~~e ~~~ill strive to ntaintai~7 the current amounts for medical dw-ing frtiture ~iegotiatio~zs to limit this long-terra liabilit~~. H. Adopt a Sidewalk Liability Ordinance requiring the lando«~ner to be responsible for sidewalk maintenance and claims to third parties from failure to maintain. The City has approximately 250 miles of sidewalk to monitor and maintain. The annual sidewalk, curb and gutter contract is $500,000 plus an additional $150,000 in inspection and contract monitoring costs. It requires 1.25 full time staff per year. Since it is impossible for one worker to cover the miles of sidewalk that we are ultimately responsible for, we are at risk for claims associated with needed repairs. 18 BUDGET STRATEGIES FISCAL STRATEGIC PLAN The landowner however, already has a duty to inspect and maintain the area and is considered the most able to recognize and respond to a potential hazard. Sidewalk falls are ABAG's second most frequent claim with $4.5 million paid during the past 15 years in settlement and attorney fees. The City has paid over $100,000 in costs associated with these claims in the past five years and two new claims this year could equal $100,000. The Committee recommends that we continue to inspect and mark needed repairs, but that the liability for repair and associated claims vest to the property owner. 2007/08 Note: Court.cil did izot wait to pursue at this time. I. Adopt a Tree Maintenance Ordinance requiring the landowner to be responsible for their street trees. The Street Tree Maintenance program provides for maintenance for over 13,000 trees, including safety trimming and clearing for vehicle and pedestrian height clearance. It costs approximately $525,000 per year, which covers 4.2 positions equipment costs of almost $200,000. As per the above suggestion, the Committee considers the landowner the most able to recognize and respond to a potential hazard caused by the tree(s). We recommend that we continue to inspect and notice needed maintenance, but that the liability for maintenance and associated claims should vest to the property owner. 2007/08 Note: Council did riot -ti~ant to pursue at this time. 19 BUDGET STRATEGIES FISCAL STRATEGIC PLAN Implementation Timeline Stabilize and Re osition Re~~enue Sources 2006/07 2007/08 2008/09 2009/10 2010/11 Tax E uity Allocation -Phase UPhase II - Re-assess Park Dedication Fees _' `~~,' ~- "~, Hansen Negotiations Su ort Redevelo meat Pro~ects C Entertainment Tax Phase Out One-Time Revenue to General Fund ~ Modif UUT to Include New TechnoloR ~ '~ Modif Business License Ordinance for Quarries A roach FoothilUDeAnza to Share Sheriff Costs j~ Refuse Vehicle Im act Fee I Sales Tax In-Lieu Fee Count Communications Fee ~ _ ~_ Subdivide & Sell Simms Pro ert for Phase 2 of Stevens Creek Corridor Charge a User Fee at Libra for Monday Hours 2006/07 2007/08 2008/09 2009/10 2010/11 Require Developers to Maintain Open Space Require Safety Enhancements/New Development Contract School Maintenance CIP if On-Going Maintenance Funding Available Increase BL, NW, CERT Graduates Change Accounting for Enterprise Funds Cost Saving Options for MedicaURe~tiree Medical Adopt Sidewalk Liability Ordinance Adopt Tree Maintenance Ordinance ~~ Completed and/or policy in place ~~ In process/to be implemented Not approved at this time 20 Revenue Summary Five Year Budget Forecast 21 Total City Revenue Total City revenue for fiscal year 2008-09 is expected to be $63,346,000. The chart below provides an overview of all City revenue. General Fund revenue is shown on the next page of this summary. Sales Tax represents the City's largest source of revenue. We receive 1 % of the 8.25% collected in the county. Charges for Services includes program and engineering/building fees from Blackberry Farm, the Sports Center, the Senior Center, Quinlan Center and our Community Development and Public Works Departments. Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds, while Use of Money and Property represents rental fees and interest income on the city investment portfolio. Property Tax increased this last year with the passage of the tax equity allocation (TEA) legislation bringing the City to the State's no/low property tax rate of 7%. Other Taxes include park dedication fees, business licenses taxes and property transfer taxes. Total City Revenue $63,346,000 tIfPIISP ~~.' TOT P~lu,ir.',- Capital ~''., ------- - ----__ _ Projects Equi{»Itellt Fllndine,; Deht F'a ; hack s ` Char>es fcrl ~,~ ~ 5`., tier•ices ~;~ W1 ' ~ , h~ ~' r 1 4~ ~ , 1. ~ , ~~~ ~ ~ , ~ 3~ ~ .a ~~~'3~-p€1~4~'>L~ l `~ - 1. Y x.~ , F ~~ .. ~ I l l r'r ' 1` ;~""° --=__ _ '~ Safes Ta. Utility Tr~ ~ ~- -'` ', i 21' 5^.: 1 ' Franclu,.- Ffe'. -t'`„ T'1 tl~lrf t'y Ta.,.es ~IltCl '~~ ~'I111n1'lll,fi 11~',. Taiu. - 1 ', T'.f'if Ill if '. 11tI1t1 ~ ~'.Y Ili ~:~~111 r'. 1" ~ Ta'.:r•: Property 3`' ii I 22 Total City Expenditures Total City expenditures for fiscal year 2008-09 are expected to be $71,557,533. 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 $2.7 for the City-wide garbage collection contract and disposal costs. All other Enterprise fund operations are directed by the Parks and Recreation Department, which spends over $8.7 million annually to provide programs for all ages and to maintain the City's enviable community facilities at the Blackberry Farm Golf Course, Quinlan Community Center, Sports Center, and Senior Center. The majority of funding for Capital Projects, which provides for street projects, sidewalks, facilities and upgrades, and major equipment purchases is designated to the Stevens Creek Corridor Park Project and the Mary Avenue Bicycle Footbridge. Total City Expenditures $71,557,533 f.oun(il': TransterOpEB Connnissions l~,>eratin:=. Transfers to Trust ] , -i(i11111115 b~d [1(111 Z";. Parks>: r a~~ ~y~~~ r rt Re(reatioll 2" ~fi~~ ~~ M~a De• wlupnlrylt ,. 1' . /^ ~ ors, - . ~unnumications ~ !i ~:._ Debt tiel .~i1 t• ` l// - " i'uhlic '~.Yurk•: la';: s ;~~ ~ti+tyR' Enforcement , ~;:, .. 12 , ~ ~ ~~; ' ~F Capital ~~.. h ,t ~~ .tic, thojr(ts ~~.Ilministlati.r b':. tiFr'.:i~ es ] 0".: 23 General Fund Revenue Total General Fund revenue for fiscal year 2008-09 is expected to be $41,743,000. The chart below provides an overview of our revenue. Sales Tax is used for general govermnent expenditures and is therefore accounted for entirely in the General Fund; it represents approximately 30.7% of General Fund revenue. Our sales tax comes from retail sales, business-to-business (largely high tech sector) sales and use tax. Charges for Services within the General Fund is comprised of revenue from zoning, planning and engineering fees. Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. This revenue source represents 11.3% of the budget. Use of Money and Property is received from rental fees and interest income. Property Tax increased this last year with the passage of the tax equity allocation (TEA) legislation bringing the City to the no/low property tax 5% rate. General Fund Revenue $41,743,000 24 General Fund Expenditures Total General Fund expenditures for fiscal year 2008-09 are expected to be $42,481,000. General Fund expenditures, for the general operation and administration of the City, comprise over 63.4% of total expenditures. The General Fund budget allows for all expenditures necessary to carry out the basic activities of the City that are not provided through other funds. It includes the necessary resources to carry out police and emergency preparedness; community development through planning, building and economic development activities; public works operations, engineering and maintenance; recreational programs and park utilization; and other general government functions such as legal, personnel, fmance and administrative services. The City's debt service costs are also borne by the General Fund, as well as funding for capital projects where grant dollars are not available. General Fund Expenditures (Including Transfers) $42,481,000 (01111111 1ti r',(II1111115Lra Li`:e (_011111)ISSIOIIS Ser••;iles 1 ~,. q '•:: Parks :~: Relleatiun F'ublil •v",'ork~. 11), i ( 27",: %}~ ' ~. Debt 5er':'il~ (~ l ~ s~ ~,; ~ ~~- 1 ! ,~ .. (.011111111111 L'y f)eb'eIOI)Illellt (. dI)ILaI 1 ~''.,, ._~s~~i ~'I l/f el LS:` Kehl ?i' t.ledilalr Tramfer~ Q`+., ~.(In InllsLraLl011 3<•:, (J)II1111111111a11U11 `. Enforcement Tn :. 25 REVENUE SUMMARY Property Taxes Property taxes represent approximately 16.8% of total general fund operating revenues. Property tax revenue for the 2008/09 fiscal year is estimated to be $7,270,000. Property tax revenues fluctuate with market conditions from year-to-year; however, they will generally increase in the long-term due to property sales and new construction. In 1978, voters approved the passage of Proposition 13, which froze property tax rates and limited the amount of their increase each year. Cupertino had one of the lowest property tax rates in Santa Clara County receiving $.02 for every $1.00 paid. The County then provided another $.02 as a tax equity allocation (TEA). A major success in fiscal year 2006/07 was the passage of State legislation which reversed a 1980's decision and restored a portion of our property tax revenue which had been lost to the County. City Council was instru- mental in getting this legislation approved. This TEA change provided another $1.35 million in property tax for the fiscal year. $0.243 Cupertino Elementary $0.205 County Bond $0.164 Fremont High School ~~ Maintenance $0. ] 48 Santa Clara County M~ Fire District ~~N $0.065 Mid Peninsula Open Space & Various Agencies ~~~ $0.063 Foothill Community Colle,e Maintenance NN $0.042 County Library Retirerment ®~~~® $0.00 City of Cupertino We are continuing to work on the TEA issue with the three other cities in Santa Clara County to finish correcting the inequitable distribution of property tax. If successful, this would mean between $982,000 to $1,308,000 in additional property tax to the city per year. In accordance with State law, property is assessed at actual full cash value with the maximum levy being 1 % of the assessed valuation. Increases in assessed valuation are linuted to 2% annually if there is no change in property ownership, major improvements or requests for re-assessment. 26 REVENUE SUMMARY Property Taxes (continued) 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: Property Taxes REVENUE BY FUND: General Redevelopment Agency Traffic Impact $6.707,000 $6,968,000 $7.270.000 $7,010,000 223,000 37.000 $7.270.000 27 REVENUE SUMMARY Sales Tax The City's sales and use tax revenues are generated from three principal economic categories: general retail-16.5%, business-to-business-66.5% (includes electronic equipment and software manufacturers and distributors), and other products-17.0%. During fiscal year ?005/06, revenue trends in this area began to turn around as a direct result of two large high-tech firms. In addition, thanks to our outreach efforts, a new business-to-business sales tax producer located in Cupertino. These three companies -Apple, HP and Insight -now represent over 55% of our sales tax. Revenue from this sector has kept the Cupertino sales tax projections in the black, while other municipalities are forecasting declining trends in this area due to the onset of recessionary times. While this means a positive cash flow position for the City, three companies comprising over SSoIo of the tax base puts us at greater risk as far as diversification of this key revenue source. As a result of our high dependence on business-to-business sales, our economic development efforts are concentrating on our retail sector. Anew 16-screen AMC theater opened this last year at our regional mall, Cuperti~io Square, and is performing in the top 10 out of 90 AMC locations in the Bay Area. Additional new retailers in the past year include Strike Bowling, a 66,000 sf Whole Foods and the Merlion Restaurant. Other retail developments under way include a new Japanese Market, Steve and Barry's and several new restaurants. i~.ooU,UC,U ia.ooo,oUU i ~.ooo.ocx, 1 U.000,UUU s.000.U<,o C.000,UUO ~J.000.C,C,O ?,000.UUU U ^ Eu~iue~~ to Pu ^rZi~cellaneous ^ Caustiuction ^ Trauportahou FoodProduct ~ieue~ al Retail 28 'UU~ ~ _'UUti l 'UUu ' 'UU6 3 'UUo'a 'UO- 1 'Ui,- , '00- 3 'Ui,' -1 REVENUE SUMMARY Sales Tax (continued) The following schedule shows a per capita comparison of sales tax for the cities in Santa Clara County. Although Cupertino is one of the highest at $276 per capita, without our strong business-to-business section, we would be one of the lowest at $93 per capita. Sunnyvale Saratoga Santa Clara San Jose Palo Alto Mountain View Morgan Hill Monte Sereno Milpitas Los Gatos Los Altos Gilroy Cupertino Campbell Santa Clara County California 100% Source: Muniservices, LLC ^ Businessto Business ^ General Retail Food Products ^ Transportation e Construction IUliscellaneous In addition, Council has approved 400,000 square feet of new or replacement retail currently planned or in process. The majority of this buildout will occur in fiscal years 2008/09 through 2009/10 and is expected to help balance our retail sales with our business-to-business revenues. Sales and use taxes are the City's largest single source of revenue and are budgeted at $13.89 million for the 2008/09 fiscal year, representing 33.28% of the City's total general fund operating revenues. 2006/07 ?007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: Sales Tax REVENUE BY FUND: General $11,252000 S 14,190,000 S 13,890,000 $13.890.000 29 0% ^5% 50% 75% REVENUE SUMMARY Other Taxes The principal components of Other Taxes include utility, franchise, park, and transient occupancy taxes. The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and telecommunication service provided within the Citys jurisdiction at a rate of 2.4% of user charges. This tax is a general tax and can be used for any purpose. The following chart shows that the City's tax rate and areas of application are generally lower than that of other cities within Santa Clara County. In March 2002, voters approved an extension of the utility tax from a sunset date of 2015 to 2030. This extension will correspond with the extended debt maturity dates as a result of refinancing for capital improvement projects. Utility taxes are budgeted to be $3,300,000, up slightly compared to the previous year's projections. Due to the recent court rulings for applying this tax to cell phone usage, we propose that a measure be placed on the November 2009 ballot to change the antiquated language in our current ordinance and update for new technology in this area. Utility Ta.x Rate Con7pariso~~ Gas/Electric Cable Water Telephone Sunnyvale 2.0% -- -- 2.0% Cupertino 2.4% -- -- 2.4% Mountain View 3.0% -- -- 3.0% Los Altos 3.5% 3.5% 3.5% 3.5% Palo Alto 5.0% -- 5.0% 5.0% Gilroy 5.0°Ic 5.0% -- 5.0% San Jose S.0% 5.0% 5.0% -- Fra~icl2ise fees are received from cable television, garbage, water, gas and electricity franchisees that operate in the City. The fees range from 2°Ic to 10% of the franchisee's gross revenues depending on each particular agreement. Franchise fee revenues for fiscal year 2008/09, estimated to be $2,630,000, are also flat due to the applicability for telecommunication transmission. Park tax is paid by developers on housing development and can vary greatly from year-to-year. Estimated revenue for fiscal year 2008/09 is $300,000 which is generated from new developments within the City. Tra~isient occupmi~cy taxes (TOT) are levied on hotel facilities located in the City at the rate of 10% of room revenues. The taxes in this category amount to $2,660,000 and have been increasing since January 2005 for all four hotels in the city. Although several new hotels have been discussed at the developer level, no additional revenue projections have been included in this document as no approved plans or pernuts have been completed. 30 REVENUE SUMMARY Other Taxes (continued) Other taxes of $1,820,000 reflect business license fees, property transfer tax, construction tax and housing mitigation fees. Tax projections in this category have decreased compared to prior years due to the recessionary trends that are being realized in these areas. 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: Utility Tax Franchise Fees Park Dedication Fee Transient Occupancy Tax Other Taxes $ 3,012,000 $ 3,240,000 $ 3,300,000 2,537,000 2,580,000 2,630,000 253,000 209,000 300,000 2,511,000 2,660,000 2,660,000 2.628.000 1,700.000 1,820,000 $ 10,941..000 $10,389.000 $10.710.000 REVENUE BY FUND: General Housin4 & Community Development Park Dedication Fund $ 10,090,000 320,000 300,000 $10.710,000 31 REVENUE SUMMARY License and Permits Licenses and Permits represent approximately 7.6% of total General Fund operating revenues. This category includes building, plan check and electrical and plumbing permits. In fiscal year 2006/07, a new fee study for building, planning and engineering fees was performed to reflect actual cost of service and to comply with a new court ruling on applications of these fees. Although some fees increased and other decreased, the net effect was a minor increase in regards to~rates. These revenue categories, however, are Rreatly affected by the economy. We have experienced a slowdown in these areas based on two major factors. First is the recession that is starting to show in Silicon Valley and especially in this revenue category. The second is a direct result of voter referendums the past several years which sought to limit setback, height and density of new construction and the building of condonuniums. Developers have also "voted" by not investing their time and efforts in Cupertino for fear that their project will not be approved or will be reversed by voter referendum. 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: License and Permits $3.326.000 $3.030.000 $3.180.000 REVENUE BY FUND: General $3.180.000 32 REVENUE SUMMARY Revenues From Use of Money and Property This revenue category represents approximately 3.9% of total City revenues and is comprised of interest earnings on City funds, facility rents and concession payments on City-owned property, assessment bond interest, and repayment of long-term loans. hwestment earnings are a function of the amount of excess cash available for investment and the current interest rate. A majority of our portfolio, although built up for several years, will be spent in the coming year with the Mary Avenue Bicycle Footbridge and the Steven's Creek Corridor Park projects. 1.11 addition, interest rates have declined this past year by almost 200 basis points. These two facts in tandem represent the lower investment earning projections for 08/09 fiscal year. 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: Investment Earnings Property Rentals Loan Repayment $2,413,000 $2,461,000 $1,565,000 477,000 514,000 501,000 537.000 515.000 43.000 $3.427,000 $3,490,000 X2.109.000 REVENUE BY FUND: General Resource Recovery Transportation Housing and Community Development Other Funds $1,470,000 170,000 100,000 143,000 226.000 $2,109.000 33 REVENUE SUMMARY Intergovernmental Revenues )l~tergovernmental revenues comprise approximately 11.7°Ic~ of the City's total revenues and consist of State motor vehicle license fees (VLF), State gas tax, and various grants from federal, state or county agencies. This revenue fluctuates widely depending on grant awards. As a result of State budget deficits between the years 2003 to 2006, the City has seen many State borrowings, shifts and revenue take-aways. In 2004/05, the State paid back the $885,000 in VLF that it had borrowed in 2003/04. As described in the State Revenue Raid section of this Revenue Summary, in 2004/05 and 2005/06, the City lost $1.2 million in property taxes, sales taxes and VLF to the State, in exchange for die Governor's support of Proposition lA. Finally, to collateralize the State's deficit recovery bonds and to backfill the permanent reduction of VLF, a portion of sales taxes and VLF formerly remitted to the City monthly have been replaced by semi-annual payments of property taxes, which has affected cash flows and interest income. This next fiscal year brings more of the same State take-aways. As we are unsure as to what category of revenues this will affect, an amount has been estimated and will be displayed in a separate category, "State Revenue Raid", to ensure that our revenue projections are not overstated. Cupertino became an entitlement city for housing and community development block grants, which increased our grant allocation from $60,000 to almost $500,000 per year. In addition, our two major capital projects, the Stevens Creek Corridor Park and the Mary Avenue Bicycle Overcrossing are primarily funded by grants. 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: Motor Vehicle in Lieu Transportation Stevens Creek Corridor CIP Mary Avenue CIP Housing & Community Development Other/Grants $4,017,000 $ 4,104,000 $4,280,000 2,005,000 1,355,000 2,478,000 91,000 3,448,000 0 1,222,000 10,187,000 0 189,000 398,000 405,000 838,000 1.300.000 264.000 $8.362.000 $20,792,000 $7,427,000 REVENUE BY FUND: General Fund Transportation Housing & Community Development Capital Improvement Projects Resource Recovery $4,530,000 2,478,000 405,000 0 14.000 34 $7 427,000 REVENUE SUMMARY Charges for Services Due to the nature of the services provided, most of the activity in this category is accounted for separately as enterprise funds. As such, the City attempts to recover the cost of the services provided through user charges. Charges for services, representing approximately 13.49% of total City revenues, are estimated to be $8,535,000 for the 2008/09 fiscal year. With the remodel of our Sports Center, expansion of our youth programs and the update of our buildin4, planning and engineering fees, this category has been one of our largest growing revenue sources. However, in the upconung fiscal year, these revenues will be reflective of recessionary trends and are projected based on the past 12 months of activity. Golf Course rounds are currently down 20% and developers are weary of new construction in Cupertino after the voter referendums in the past several years. 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: Construction and Other Permits Transportation Resource Recovery Blackberry Farm Cupertino Sports Center Fees Recreation -Cultural, Youth and Teen, Physical, Nature and Park Programs Senior and Teen Centers $1,538,000 $890,000 $910,000 16 0 100,000 2,253,000 2,311,000 2,358,000 969,000 559,000 565,000 1,643,000 1,625,000 1,689,000 2,397,000 2,235,000 2,355,000 691,000 260.000 _5j8.000 $9.507.000 $7.880,000 $8,535,000 REVENUE BY FUND: General Transportation Resource Recovery Blackberry Farm Cupertino Spoils Center Recreation Programs $1,468,000 100,000 2,358,000 565,000 1,689,000 2,355,000 $8.535,000 35 REVENUE SUMMARY Fines and Forfeitures Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have decreased over prior years due to an enhanced signage effort by our Code Enforcement and Public Works Departments 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: Fines REVENUE BY FUND: $926.000 X800.000 X820.000 General 820 000 36 REVENUE SUMMARY Miscellaneous Revenues Miscellaneous revenues consist of environmental management fees, property sales and other revenue items that the City receives on anon-consistent basis from year-to-year. Revenues for fiscal 2008/09 are budgeted at $515,000. Non-reoccurring revenues include the sale of surplus property. 2006/07 Actual REVENUE BY CATEGORY: Developer Fees Environmental Management Sale of Property Miscellaneous REVENUE BY FUND: General Fund Storm Drain Environmental Management $100,000 50,000 365.000 $515,000 2007/08 2008/09 Estimate Proposed $ 43,000 $ 50,000 $ 50,000 363,000 365,000 365,000 1,664,000 0 0 15 5.000 116.000 100.000 $2,225.000 $531.000 5515.000 37 REVENUE SUMMARY Interdepartmental Revenues Interdepartmental revenues consist of interdepartmental service charges and operating transfers. Interdepartmental service charges arise from the centralized administration of certain activities the costs of which are allocated to the various City departments benefited. The City uses internal service funds to account for the provision of these services and the related charges. Operating transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are recorded as non-operating revenues in the receiving fund and as non-operating expenditures in the transferring fund. Operating transfers of $7,126,000 are primarily due to the transfer of $3,537,000 in debt service payments and $1,946,000 in GASB #34 retiree medical benefit obligations. 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: Transfer of Funds Interdepartmental Service Charges: Insurance Premiums Equipment Chargebacks TT Chargebacks $ 11,189,000 $20,292,000 $7,126,000 326,000 343,000 358,000 841,000 899,000 1,155,000 883.000 909.000 1.066,000 $13 X39,000 $22 443 000 59,705 000 REVENUE BY FUND: General Fund Capital Improvement Funds Transportation Cupertino Facilities Corporation Information Technology (IT) Equipment Replacement Workers' Compensation Compensated Absence/Long-term Disability Retiree Medical $0 101.,000 775,000 3,537,000 1,388,000 1,200,000 296,000 462,000 1,946,000 59,705,000 38 REVENUE SUMMARY State Revenue Raid This category denotes the beginning of another State budget problem that will be solved by local governments. The League and Governor Schwas-zenegger agreed that the State would take $619,000 and $618,000 for fiscal years 2004/05 and 2005/06 respectively in return for the Governor's endorsement of Proposition lA, which was passed by the voters in 2004. This raid of local revenue represented one-third sales tax, one-third property tax and one-third vehicle license fees and was therefore segregated in this budget as a separate line item. The Proposition instituted protections from future takeaways of these revenue sources and strengthened the State's funding requirements for programs mandated by the State. But, since history repeats itself, the 2008/09 fiscal year sees the State in another budget shortfall of $20 billion as of this writing. Since we have not been informed on exactly where the State will borrow or take monies away from the city, we are establishing this line item in the budget to provide an estimate of what we currently believe to be our obligation. 2006/07 2007/08 2008/09 Actual Estimate Proposed REVENUE BY CATEGORY: State Revenue Raid $ 0 ~ 0 8(815.000) REVENUE BY FUND: General 8 l 5 000 39 NOTES 40 Summary of Employees By Department 80.00 -- 70.00 60.00 50.00 40.00 30.00 --- _ _ .. _. 20.00 ,. '" 10.00 t - ; - ~ -- 0.00 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 ^ Council/Commissions O Administration ^Communications ^Adminiatrative Services BParks and Recreation OCommunity Development ^Public WorAs 41 Employee Summary Trend Analysis Council and Commissions During the 2006-07 budget preparations, City Council requested inclusion of all staff time associated with commissions for consistency in recording purposes. Administration The Administration Department has had minimal increases over the past six years. The Community Outreach Coordinator was decreased to a half-time position in 2001-02, a half-time clerk receptionist was added in 2002-03. Administrative Services From fiscal year 2000-01 to 2007-08 the Administrative Services Department has seen several changes in staffing. The majority of the increase was due to the expansion of the IT Division with the addition of a GIS Coordinator and an IT Assistant. The Finance Division increased an Account Clerk position from apart-time to a full-time position to handle Business Licensing, and a half-time clerk receptionist was added to the City Clerk's office in 2002-03. In 2007-08, the receptionist position will transfer from the City Clerk's office to Communications and apart- time Code Enforcement Officer will go to a full-time position. An Human Resources Analyst will be added in 2008-09. Communications Staffing in the Public Information Department includes taking a 75% position to full time in 2001-02, adding a Media Coordinator position in 2006-07, and adding a receptionist in 2007-08. A green coordinator will be added in 2008-09. Recreation Services Recreation Services has changed staffing due to new programs and restructuring from fiscal year 2000-01 to 2007-08. A Maintenance Worker for Blackberry Farm, a Building Attendant for the Senior Center and two Recreation Coordinators were added in fiscal year 2000-01. Changes for 2001-02 included the reclassification of four positions from part-time to full-time due to increased workload at the Quinlan Center, Senior Center, Blackberry Golf Course and Sports Center. During 2002-03, greens maintenance was contracted out, moving three Maintenance Workers to vacancies in the Public Works Department, two part-time positions were consolidated into a full time, an Assistant Golf Shop Attendant was added, and apart-time position went to 75% time at the Senior Center. Continued consolidation of contract maintenance efforts allowed for the reduction of one (vacant) Maintenance Worker position at Blackberry Farm in 2004-05. In 2005-06 a Facility Attendant was added to service the new Community Hall and in 2006-07 a Recreation Coordinator was eliminated at Blackberry Farm. During 2007-08, the department eliminates a Recreation Supervisor and replaces the position with atwo-year term Park Planner. One position was reclassified to a recreation coordinator to manage Blackberry Farm operations. 42 Community Development The Community Development Department has had variations in staffing over the past eight years. In 2001-02, the department combined two part-time intern positions into afull-time position to increase efficiency. In addition, during 2002-03 the Senior Building Inspector position was vacated as a result of an internal promotion. For fiscal year 2006-07 an Economic Development/RDA Manager was authorized as well as a Counter Specialist. In 2007-08, an Assistant Planner will be added due to the growing workload. Public Works The Public Works Department has had minimal increases over the past seven years. A Traffic Engineer was eliminated and replaced with a City Architect in 2001-02 and an Assistant Director of Public Works was added in 2002-03. The Facilities position count was increased in 2004-OS by one maintenance worker to support the additional maintenance workload required for the library, new Community Hall and City Center Park. In 2006-07 a Traffic Technician was upgraded to a Senior Civil Engineer. Redevelopment Agency (RDA) The Cupertino Square Redevelopment Project Area was approved and existing staff time is allocated each year as appropriate. During fiscal year 2006-07, an Economic Development/RDA Manager was approved and will split their time between the Agency and Community Development. 43 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions 2002-03 2003-04 2004-OS 2005-06 CITY COUNCIL/COMMISSIONS City Council Fine Arts Commission Technology, Information & Communications Commission Parks and Recreation Commission Teen Commission Housing Commission Library Commission Senior Commission Public Safety Commission Bicycle and Pedestrian Commission Planning Commission ADMINISTRATION City Manager Community Outreach City Attorney COMMUNICATIONS Community Relations Cupertino Scene Government Channel City Website Green Program ADMINISTRATIVE SERVICES Administration Accounting Business Licensing City Clerk Duplicating and Printing Human Resources Insurance Administration Code Enforcement Information Technology 0.40 0.40 0.40 0.40 0.10 0.10 0.10 0.10 0.05 0.05 0.05 0.05 0.10 0.10 0.10 0.10 0.15 0.15 0.15 0.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.80 0.80 0.80 0.80 1.45 1.45 1.50 1.50 0.50 0.50 0.50 0.50 2.75 2.70 2.70 2.70 4.70 4.65 4.70 4.70 0.75 0.75 0.75 0.75 0.40 0.40 0.40 0.40 3.25 3.25 2.25 2.25 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 4.40 4.40 4.40 4.40 1.90 1.90 1.95 1.95 4.40 4.40 4.40 4.40 0.50 0.50 0.50 0.50 3.90 3.90 3.90 3.90 0.60 0.60 0.60 0.60 2.70 2.70 2.70 2.70 0.30 0.30 0.30 0.30 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 20.30 20.30 20.35 20.35 44 2006-07 2007-08 2008-09 0.40 0.40 0.40 0.10 0.10 0.10 0.05 0.05 0.10 0.10 0.10 0.10 0.15 0.15 0.15 0.05 0.05 0.05 0.02 0.02 0.02 0.02 0.02 0.01 0.03 0.03 0.00 0.03 0.03 0.02 0.45 0.45 0.45 1.40 1.40 1.40 1.40 1.40 1.40 0.50 0.50 0.50 2.40 2.40 2.95 4.30 4.30 4.85 0.75 1.85 1.90 0.40 0.35 0.35 3.40 3.30 3.30 1.00 1.00 0.90 0.00 0.00 1.00 5.55 6.50 7.45 1.94 1.94 1.94 4.39 4.39 4.40 0.50 0.50 0.50 3.90 2.90 2.90 0.60 0.60 0.60 2.70 2.55 3.54 0.30 0.45 0.45 3.30 4.55 4.00 4.00 4.00 4.00 21.63 21.88 22.33 45 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions 2002-03 2003-04 2004-OS 2005-06 PARKS AND RECREATION Administration Facilities/Community Events Youth & Teen/McClellan Ranch Park Sports & Fitness/Golf Course Senior Center/Stevens Creek Trail Blackberry Farm COMMUNITY DEVELOPMENT Administration Planning Housing Services Building Economic Development/RDA PUBLIC WORKS Administration Environmental Management Engineering Services Service Center Grounds Streets Facilities Transportation General Services 1.90 1.90 1.90 1.90 6.50 7.00 7.00 7.00 3.35 3.35 3.35 3.35 5.50 5.50 5.50 5.50 7.50 7.50 7.50 7.50 7.88 7.88 6.88 6.88 32.63 33.13 32.13 32.13 1.49 1.49 1.49 1.49 6.96 6.96 7.04 7.04 0.90 0.90 0.90 0.90 11.40 11.40 11.40 11.40 0.00 0.00 0.32 0.32 20.75 20.75 21.15 21.15 3.25 3.25 3.25 3.00 2.32 2.17 3.02 3.27 5.75 5.75 5.75 5.75 2.20 2.20 2.20 2.20 18.40 18.40 18.40 18.40 22.55 22.70 22.45 22.45 7.30 7.30 7.60 7.60 4.35 4.35 4.35 4.35 4.10 4.10 4.20 4.20 70.22 70.22 71.22 71.22 TOTAL PERMANENT, BENEFITED POSITIONS 153.80 154.25 154.75 154.75 46 2006-07 2007-08 2008-09 1.89 2.89 1.90 7.55 8.60 9.60 3.35 4.88 4.88 5.50 6.00 6.00 7.69 7.39 7.39 5.98 2.00 1.00 31.96 31.76 30.77 1.39 1.39 1.39 7.76 8.28 7.78 0.81 0.79 0.79 11.90 11.90 11.90 0.92 1.42 1.92 22.78 23.78 23.78 3.23 3.23 3.35 3.02 3.02 3.02 5.68 5.68 6.72 2.20 2.20 2.20 18.40 18.15 18.30 22.45 22.20 21.90 7.60 7.50 7.90 4.35 4.75 4.23 4.20 4.40 4.55 71.13 71.13 72.17 158.75 160.75 162.75 47 FUND BALANCE TRENDS GENERAL FUND Five Year Forecast (in thousands) 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Beginning Balance at July 1 $ 23,635 $ 15,553 $ 14,871 $ 14,764 $ 14,455 $ 14,323 Operating Activity: Estimated Operating Revenues 42,481 41,743 43,354 43,581 45,302 45,424 Estimated Operating Expenditure Savings 1,000 0 0 0 0 0 Use of Public Access Reserve 54 56 58 60 62 64 Estimated Operating Expenditures (34,172) (35,381) (36,531) (37,516) (39,218) (40,313) Net Operating Activity 9,363 6,418 6,881 6,125 6,146 5,175 Debt Service (3,538) (3,537) (3,538) (3,534) (3,534) (3,539) Retiree Medical (1,882) (1,946) (1,900) (1,500) (1,500) (1,500) Net Operating Activity after Long-Term 3,943 935 1,443 1,091 1,112 136 Obligations Transfers Out to Other Funds: Infrastructure Reserve Capital Improvement Reserve Information Technology Fund Compensated Absence Equipment Fund Net Income/(Loss) After Transfers One Time Revenues: Senior Center/Traffic Impact Resource Recovery Income/(Loss) for Capital Projects/Reserves Proposed Capital Projects: Capital Projects Stevens Creek Corridor Park Transportation Projects & Maintenance Capital Improvement Funding Changes Total Capital Projects Ending Balance June 30 Reserves: Economic Uncertainty Economic Uncertainty I Economic Uncertainty II Other Reserves UUT One-Time Revenues Undesignated Total Reserves (100) (100) (l00) (100) (100) (100) (900) 0 0 0 0 0 (184) (322) (300) (300) (300) (100) 0 (400) (300) (200) (100) (100) (44) (45) (50) (50) (50) (50) 2,715 68 693 441 562 (214) 50 0 0 0 56 0 500 0 0 0 0 0 3,265 68 693 441 618 (214) (3,191) 0 (50) 0 0 0 (7,736) 0 0 0 0 0 (750) (750) (750) (750) (750) (750) 330 0 0 0 0 0 (11,347) (750) (800) (750) (750) (750) 15,553 14,871 14,764 14,455 14,323 13,359 Policy 5,000 7,500 5,000 7,500 5,000 7,500 5,000 7,500 5,000 7,500 5,000 7,500 4,259 7,500 l 2,500 12,500 12,500 12,500 12,500 12,500 l l ,759 1,600 1,070 1,600 1,600 1,600 1,600 1,600 1,787 771 664 355 223 0 500 196 0 0 0 0 0 2,100 3,053 2,371 2,264 1,955 1,823 1,600 14,600 15,553 14,871 l 4,764 14,455 14,323 l 3,359 48 FUND BALANCE TRENDS Five Year Forecast (in thousands) SPECIAL REVENUE FUNDS STORM DRAIN Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Capital Projects Transfers Out Ending Balance at June 30 PARK DEDICATION TAX Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfers Out Capital Projects Ending Balance at June 30 ENVIRONMENTAL MANAGEMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfers In Ending Balance at June 30 TRANSPORTATION Beginning Balance at July 1 Estimated Operating Revenues Grants/Bonds Estimated Operating Expenditures Net Operating Activity Transfers In Transfers Out Capital Projects Ending Balance at June 30 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 $ 1,114 $ 65 $ 45 $ 51 $ 57 $ 64 100 80 81 81 82 82 (161) (75) (75) (75) (75) (75) (893) 0 0 0 0 0 (95) (25) 0 0 0 0 $ 65 $ 45 $ 51 $ 57 $ 64 $ 71 $ 150 $ 294 $ 610 $ 134 $ 366 $ 606 217 316 1,224 232 240 248 0 0 0 0 0 0 217 316 1,224 232 240 248 0 0 (1,700) 0 0 0 (73) 0 0 0 0 0 $ 294 $ 610 $ 134 $ 366 $ 606 $ 854 $ 176 $ 128 $ 56 $ 0 $ 0 $ 0 369 369 369 369 369 369 (417) (441) (441) (441) (441) (44]) (48) (72) (72) (72) (72) (72) 0 0 16 72 72 72 $ 128 $ 56 $ 0 $ 0 $ 0 $ 0 $ 3,730 $ 639 $ 194 $ 275 $ 349 $ 409 1,225 1,788 1,680 1,702 1,718 1,734 330 890 0 0 0 0 (747) (824) (848) (878) (908) (940) 808 1,854 832 824 809 794 845 775 750 750 750 750 (645) 0 0 0 0 0 (4,099) (3,075) (1,500) (1,500) (1,500) (1,500) $ 639 $ 194 $ 275 $ 349 $ 409 $ 453 49 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 SPECIAL REVENUE FUNDS HOUSING & COMMUNITY DEVELOPMENT Beginning Balance at July 1 $ 3,423 $ 3,331 $ 3,499 $ 3,678 $ 3,801 $ 3,900 Estimated Operating Revenues 843 868 816 774 763 752 Estimated Operating Expenditures (935) (700) (637) (651) (665) (679) Ending Balance at June 30 $ 3,331 $ 3,499 $ 3,678 $ 3,801 $ 3,900 $ 3,972 REDEVELOPMENT AGENCY Beginning Balance at July 1 $ (85) $ (79) $ (77) $ 216 $ 520 $ 8l5 Estimated Operating Revenues 225 233 530 1,050 2,050 2,450 Estimated Operating Expenditures (219) (231) (238) (246) (255) (264) Capital Projects/Affordable Housing Debt 0 0 0 (500) (1,500) (2,000) Ending Balance at June 30 $ (79) $ (77) $ 216 $ 520 $ 815 $ 1,001 50 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION Beginning Balance at July 1 $ 46 $ 46 $ 46 $ 46 $ 46 $ 46 Transfers In 3,538 3,537 3,538 3,534 3,534 3,539 Debt Service Payments (3,538) (3,537) (3,538) (3,534) (3,534) (3,539) Ending Balance at June 30 $ 46 $ 46 $ 46 $ 46 $ 46 $ 46 TRAFFIC IMPACT Beginning Balance at July 1 $ 119 $ l 19 $ 119 $ 93 $ 56 $ 0 Estimated Operating Revenues 39 37 9 0 0 0 Debt Service Payments/Close-Out (39) (37) (35) (37) (56) 0 Ending Balance at June 30 $ 119 $ l 19 $ 93 $ 56 $ 0 $ 0 51 FUND BALANCE TRENDS Five Year Forecast (in thousands) CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROJECTS Beginning Balance at July 1 Transfers In for Capital Projects Transfers Out Prior Year Grants Authorized Grants/Other Income Capital Projects Ending Balance at June 30 CAPITAL RESERVES Beginning Balance at July 1 Transfers Into Infrastructure Reserves Transfers Into Capital Reserves Transfers Out Grants/Other Income Ending Balance at June 30 Reserves: Infrastructure Capital Improvement Designated projects Total Reserves 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 $ 4,058 $ 688 $ 0 $ 0 $ 0 $ 0 3,191 1 1,750 0 0 0 (1,211) 0 0 0 0 0 520 0 0 0 0 0 289 0 0 0 0 0 X6,159) (689) (1,750) 0 0 0 $ 688 $ 0 $ 0 $ 0 $ 0 $ 0 $ 500 $ 1,576 $ 100 100 900 0 0 (1) 76 0 1,675 $ 1,775 $ 100 100 0 0 0 (200) 0 0 1,675 $ 1,775 100 100 0 0 0 0 0 0 $ 1,576 $ 1,675 $ 1,775 $ 1,675 $ 1,775 $ 1,875 Policy 600 900 1,000 1,100 1,200 1,300 $5,000 900 699 699 499 499 499 76 76 76 76 76 76 1,576 1,675 1,775 1,675 1,775 1,875 STEVENS CREEK CORRIDOR PARK Beginning Balance at July 1 $ 1,110 $ 0 $ 0 $ 0 $ 0 $ 0 Grants/Other Income 809 0 0 0 0 0 Prior Year Grants Authorized 2,639 0 0 0 0 0 Transfers from General Fund & Cap Imprvmt 8,546 0 0 200 0 0 Capital Projects (13,104) 0 0 (200) 0 0 Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 MARY AVENUE BICYCLE FOOTBRIDGE Beginning Balance at July 1 $ 504 $ 0 $ 0 $ 0 $ 0 $ 0 Prior Year Grants Authorized 6,837 0 0 0 0 0 Grants/Other Income 3,350 0 0 0 0 0 Transfers from Transportation & Cap Imprv 716 0 0 0 0 0 Capital Projects (11,407) 0 0 0 0 0 Ending Balance at June 30 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 52 FUND BALANCE TRENDS ENTERPRISE FUNDS RESOURCE RECOVERY Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfers Out--General Fund Ending Balance at June 30 BLACKBERRY FARM GOLF COURSE Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Ending Balance at June 30 CUPERTINO SPORTS CENTER Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Capital Projects Ending Balance at June 30 RECREATION PROGRAMS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Capital Projects Ending Balance at June 30 Reserves: Capital Improvement Workers Compensation Total Reserves Five Year Forecast (in thousands) 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 $ 5,540 $ 4,891 $ 4,986 $ 5,036 $ 5,033 $ 4,987 2,605 2,542 2,569 2,603 2,652 2,702 (2,754) (2,447) (2,518) (2,606) (2,698) (2,792) (149) 95 50 (4) (46) (90) ___(500) 0 0 0 0 0 $ 4,891 $ 4,986 $ 5,036 $ 5,033 $ 4,987 $ 4,897 $ 105 $ 127 $ 138 $ 161 $ 180 $ 191 589 589 618 634 648 662 (567) (578) (595) (616) (637) (660) 22 11 23 18 I1 2 $ 127 $ 138 $ 161 $ 180 $ 191 $ 193 $ 126 $ 90 $ 95 $ 111 $ 126 $ 143 1,652 1,711 1, 772 1, 832 1, 897 1,964 (1,577) (1,706) (1,756) (1,817) (1,881) (1,947) 75 5 16 15 17 18 (111) 0 0 0 0 0 $ 90 $ 95 $ 111 $ 126 $ 143 $ 160 $ 1,155 $ 1,219 $ 628 $ 818 $ 979 $ 1,108 2,415 2,395 2,395 2,442 2,490 2,539 (2,021) (2,336) (2,204) (2,282) (2,361) (2,444) 394 59 191 161 129 95 (330) (650) 0 0 0 0 $ 1,219 $ 628 $ 818 $ 979 $ 1,108 $ 1,203 969 328 518 679 808 903 250 300 300 300 300 300 1,219 628 818 979 1,108 1,203 53 FUND BALANCE TRENDS ENTERPRISE FUNDS SENIOR CENTER (1) Beginning Balance at July 1 Transfers Out -General Fund Ending Balance at June 30 (1) To General Fund in 2007-08 Five Year Forecast (in thousands) 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 $ 50 $ 0 $ 0 $ 0 $ 0 $ 0 (50) 0 0 0 0 0 $ 0$ 0$ 0$ 0$ 0$ 0 54 FUND BALANCE TRENDS INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfer In--General Fund Depreciation Reserve Capital Outlay -New & Replacement Ending Balance at June 30 WORKERS' COMPENSATION Beginning Balance at July ] 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 Transfer In--General Fund Depreciation Reserve Capital Outlay -New & Replacement Ending Balance at June 30 COMPENSATED ABSENCE & LTD Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Transfer In--General Fund Five Year Forecast (in thousands) 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 $ 1,483 $ 1,147 $ 1,265 $ 1,455 $ 1,647 $ 1,841 929 1,086 1,107 1,143 1,181 1,220 (931) (969) (997) (1,032) (1,068) (1,105) (2) 117 110 111 114 115 150 322 300 300 300 100 138 102 80 80 80 80 (622) (423) (300) (300) (300) (300) $ 1,147 $ 1,265 $ 1,455 $ 1,647 $ 1,841 $ 1,835 $ 114 $ 148 $ 161 $ 174 $ 186 $ 198 310 321 330 340 351 363 (276) (308) (317) (328) (340) (351) $ 148 $ 161 $ 174 $ 186 $ 198 $ 209 $ 1,631 $ 1,471 $ 1,301 $ 1,462 $ 1,630 $ 1,805 934 1,190 1,226 1,262 1,300 1,339 (899) (1,034) (1,064) (1,101) (1,140) (1,180) 35 156 162 161 160 160 44 45 50 50 50 50 207 242 249 257 264 272 (446) (613) (300) (300) (300) (300) $ 1,471 $ 1,301 $ 1,462 $ 1,630 $ 1,805 $ 1,986 $ 17 $ 27 $ 39 $ 53 $ 66 $ 80 58 62 65 67 69 71 (48) (450) (351) (253) (155) (157) ]0 (388) (286) (186) (86) (86) 0 400 300 200 100 100 Ending Balance at June 30 $ 27 $ 39 $ 53 $ 66 $ 80 $ 94 $$ INTERNAL SERVICE FUNDS RETIREE MEDICAL Beginning Balance at July 1 Transfers In--General Fund Estimated Operating Expenditures (2) Ending Balance at June 30 (2) Move assets into trust in 2008-09 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 $ 4,785 $ 5,984 $ 0 $ 0 $ 0 $ 0 1,882 1,946 1,900 1,500 1,500 1,500 (683) (7,930) (1,900) (1,500) (1,500) (1,500) $ 5,984 $ 0 $ 0 $ 0 $ 0 $ 0 56 REVENUE ESTIMATE Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (i n thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 GENERAL TAXES: Property Tax 6,480 6,510 6,710 7,010 7,150 7,436 7,734 8,043 Sales Tax 11,252 12,870 14,190 13,890 13,890 14,029 14,309 14,596 Transient Occupancy Tax 2,511 2,550 2,660 2,660 2,740 2,849 2,935 3,023 Utility Users Tax 3,012 2,100 3,240 3,300 3,366 3,501 3,606 3,678 Franchise Fees 2,537 2,580 2,580 2,630 2,630 2,630 2,630 2,630 Other Taxes 2,365 1,770 1,400 1,500 1,725 1,380 1,408 1,436 28,157 28,380 30,780 30,990 31,501 31,825 32,621 33,405 LICENSES AND PERMITS 3,326 3,172 3,030 3,180 3,339 3,172 3,013 3,013 USE OF MONEY AND PROPERTY: Investment Earnings 1,432 1,000 1,617 1,000 800 700 714 728 Property Rentals 332 483 483 470 404 416 424 432 1,764 1,483 2,100 1,470 1,204 1,116 1,138 1,161 INTERGOVERNMENTAL: Motor Vehicle License In-Lieu 4,017 4,250 4,104 4,280 4,360 4,530 4,700 4,880 Grants 202 180 185 50 50 50 50 50 Other Intergovernmental 368 300 216 200 200 200 200 200 4,587 4,730 4,505 4,530 4,610 4,780 4,950 5,130 CHARGES FOR SERVICES: Zoning and Planning Fees 665 747 447 470 494 469 445 445 Engineering Fees 754 704 404 400 420 399 379 379 Senior Center (from Enterprise in 07-08) 0 500 250 500 510 520 531 541 Teen CenterBBF (3) 0 10 ]0 58 300 306 312 318 Other Service Charges 119 105 39 40 41 42 42 43 (3) Nature/Com Gardens 07-08; Picnic 09-10 1,538 2,066 1,150 1,468 1,764 1,736 1,710 1,727 FINES AND FORFEITURES 926 690 800 820 836 853 870 888 MISCELLANEOUS 155 100 116 100 100 100 100 100 STATE PROP lA BORROWING 0 0 0 (815) 0 0 900 0 Subtotal 40,453 40,621 42,481 41,743 43,354 43,581 45,302 45,424 TRANSFERS IN/OTHER REVENUES Sale of Property 1,664 0 0 0 0 0 0 0 Resource Recovery 500 500 500 0 0 0 0 0 Senior Center/Traffic Impact 0 125 50 0 0 0 56 0 RDA Loan Payback 0 275 0 0 0 0 0 0 Capital Improvement-enterprise funded 0 330 330 0 0 0 0 0 Total General Fund 42,617 41,851 43,361 41,743 43,354 43,581 45,358 45,424 57 REVENUE ESTIMATE Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 SPECIAL REVENUE FUNDS STORM DRAIN Investment Earnings 55 30 50 30 31 31 32 32 Developer Fees 43 50 50 50 50 50 50 50 Water District cost share 106 0 0 0 0 0 0 0 204 80 100 80 81 81 82 82 PARK DEDICATION TAX Park Dedication Tax 253 1,100 209 300 1,200 200 200 200 Investment Earnings 7 8 8 16 24 32 40 48 Transfer In -General Fund 50 0 0 0 0 0 0 0 310 1,108 217 316 1,224 232 240 248 ENVIRONMENTAL MANAGEMENT Investment Earnings 1 4 4 4 4 4 4 4 Fees 363 365 365 365 365 365 365 365 Transfer In -General Fund 0 0 0 0 16 72 72 72 364 369 369 369 369 369 369 369 TRANSPORTATION Investment Earnings 196 90 200 100 70 70 70 70 Transfer In -General Fund/Storm Drain 800 845 845 775 750 750 750 750 Sales Tax on Gasoline-Proposition 42 388 0 0 553 564 575 581 587 Federal and State Grants 629 330 330 0 0 0 0 0 Proposition 1B Bonds 0 0 0 890 0 0 0 0 Charges for Services 16 0 0 100 0 0 0 0 Gasoline Tax 988 1,025 1,025 1,035 1,046 1,056 1,067 1,077 3,017 2,290 2,400 3,453 2,430 2,452 2,468 2,484 HOUSING & COMMUNITY DEVELOPMENT Investment Earnings & Rent 132 20 130 100 50 50 50 50 Grants 189 398 398 405 393 381 370 359 Loan Repayments 15 43 15 43 43 43 43 43 Housing Mitigation Fees 263 300 300 320 330 300 300 300 599 761 843 868 816 774 763 752 REDEVELOPMENT AGENCY Investment Earnings 6 0 6 ]0 30 50 50 50 Property Taxes 187 575 219 223 500 1,000 2,000 2,400 193 575 225 233 530 1,050 2,050 2,450 58 REVENUE ESTIMATE DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION Investment Earnings Transfer from General Fund TRAFFIC IMPACT Property Assessment Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 -6 0 0 0 0 0 0 0 3,535 3,538 3,538 3,537 3,538 3,534 3,534 3,539 3,529 3,538 3,538 3,537 3,538 3,534 3,534 3,539 40 39 39 37 9 0 0 0 40 39 39 37 9 0 0 0 59 REVENUE ESTIMATE CAPITAL PROJECTS FUNDS CAPITAL IMPROVEMENT PROJECTS Transfer into Capital Projects Prior Year Grants Authorized Grants/Other Income CAPITAL RESERVES Transfer into Infrastructure Reserve Transfer into Capital Improvement Reserve Grants/Other Income STEVENS CREEK CORRIDOR PARK Transfers from Gen Fd/Pazk Ded/Capital Impr Prior Year Grants Authorized Grants/Other Income MARY AVENUE BICYCLE FOOTBRIDGE Transfers from General Fund Transfers from Transportation Transfers from Capital Improvement Prior Year Grants Authorized Federal and State Grants Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2,272 2,948 3,191 1 1,750 0 0 0 0 0 520 0 0 0 0 0 146 446 289 0 0 0 0 0 2,418 3,394 4,000 1 1,750 0 0 0 500 100 100 100 100 100 100 t00 0 0 900 0 0 0 0 0 0 0 76 0 0 0 0 0 500 100 1,076 100 100 100 100 100 901 6,236 8,546 0 0 200 0 0 0 0 2,639 0 0 0 0 0 91 0 809 0 0 0 0 0 992 6,236 11,994 0 0 200 0 0 1,000 0 0 0 0 0 0 0 0 0 645 0 0 0 0 0 0 0 71 0 0 0 0 0 0 0 6,837 0 0 0 0 0 1,222 0 3,350 0 0 0 0 0 2,222 0 10,903 0 0 0 0 0 60 REVENUE ESTIMATE Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-OS 2008-09 2009-10 2010-11 2011-12 2012-13 ENTERPRISE FUNDS RESOURCE RECOVERY Investment Earnings 282 160 280 170 150 150 150 150 Charges for Services 2,253 2,31 I 2,311 2,358 2,405 2,453 2,502 2,552 Loan Payback for FF&E 22 0 0 0 0 0 0 0 Grants 16 14 14 14 14 0 0 0 2,573 2,485 2,605 2,542 2,569 2,603 2,652 2,702 BLACKBERRY FARM GOLF COURSE Investment Earnings Rent-Golf Course Rent-PicnicB Pheasant (1) Charges for Services-Golf Course Charges for Services-Picnic (1) (1)to General Fund 2007-08 SPORTS CENTER Investment Earnings Rent Tennis Membership RECREATION PROGRAMS Investment Earnings Cultural, Youth, and Teen Programs Physical Recreation and Sports SENIOR CENTER (2) Investment Earnings Charges for Services (2) To General Fund in 2007-08 5 2 11 5 5 5 5 5 20 20 19 19 20 21 23 24 113 0 0 0 0 0 0 0 638 660 559 565 593 608 620 633 331 0 0 0 0 0 0 0 1,107 682 589 589 618 634 648 662 14 7 15 10 10 7 7 7 12 12 12 12 13 14 15 15 1,230 1,310 1,210 1,230 1,267 1,305 1,344 1,384 413 434 415 459 482 506 531 558 1,669 1,763 1,652 1,711 1,772 1,832 1,897 1,964 59 35 60 40 40 40 40 40 1,275 1,235 1,235 1,235 1,235 1,260 1,285 1,311 1,122 1, 000 1,120 1, 12 0 1,120 1,142 1,165 1,189 2,456 2,270 2,415 2,395 2,395 2,442 2,490 2,539 5 691 696 61 REVENUE ESTIMATE Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 INTERNAL SER [DICE FUNDS INFORMATION TECHNOLOGY Investment Earnings 64 20 20 20 20 34 50 66 Service Charges 883 909 909 1,066 1,087 1,109 1,131 1,154 Transfers In 285 150 150 322 300 300 300 100 1,232 1,079 1,079 1,408 1,407 1, 443 1, 481 1,320 WORKERS' COMPENSATION Investment Earnings 71 25 25 25 25 25 25 ZS Premiums 280 285 285 296 305 315 326 338 351 310 310 321 330 340 351 363 EQUIPMENT Investment Earnings 89 35 35 35 36 37 38 39 Service Charges 841 899 899 1,155 1,190 1,225 1,262 1,300 Transfers In 25 44 44 45 50 50 50 50 955 978 978 1,235 1,276 1,312 1,350 1,389 COMPENSATED ABSENCE & LTD Investment Earnings 1 0 0 0 1 1 I 1 Premiums 46 58 58 62 64 66 68 70 Transfers In from General Fund 0 0 0 400 300 200 100 100 47 58 58 462 365 267 169 171 RETIREE MEDICAL Transfers In from General Fund 1,821 1,882 1,882 1,946 1,900 1,500 1,500 1,500 62 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 GENERAL COUNCIL AND COMMISSIONS: 1000 City Council 204 227 227 273 281 291 301 312 1031 Telecommunications Commission 15 18 28 31 32 33 34 35 1040 Library Commission 4 5 5 5 5 5 6 6 1042 Fine Arts Commission 15 15 15 21 22 22 23 24 1050 Public Safety Commission 4 5 5 11 11 12 12 13 1055 Bicycle/Pedestrian Safety Commission 5 5 5 3 3 3 3 3 1060 Recreation Commission 8 10 10 10 10 11 11 11 1065 Teen Commission 12 17 17 15 I S 16 17 17 1067 Senior Commission 2 3 3 2 2 2 2 2 1070 Planning Commission 92 96 96 99 102 105 109 113 1075 Housing Commission 4 6 6 7 7 7 8 8 365 405 415 477 491 508 526 544 ADMINISTRATION: 1200 City Manager 307 410 434 372 383 396 410 424 1201 Community Outreach 58 73 74 76 78 81 84 87 1300 City Manager Discretionary Fund 50 50 50 50 50 50 50 50 415 533 558 498 511 527 544 561 1500 CITY ATTORNEY 507 550 550 644 663 686 710 735 LAW ENFORCEMENT 2100 Law Enforcement 6,871 7,745 7,745 8,302 8,717 9,153 9,611 10,091 2101 Interoperability Project 0 0 0 13 0 0 0 0 2401 Citizens Option for Public Safety 105 120 126 0 0 0 0 0 6,976 7,865 7,871 8,315 8,717 9,153 9,611 10,091 COMMUNICATIONS 3300 Community Relation & Information 232 306 306 294 303 313 324 335 3350 City 50th Anniversary 13 0 0 0 0 0 0 0 3400 Cupertino Scene 110 123 123 142 146 151 157 162 3500 Government Channel 472 495 518 673 693 717 742 768 3501 Gov't Channel--Special Project 99 122 122 71 73 76 78 81 3502 Public Access Support 42 54 54 56 58 60 62 64 3600 City Web Site 153 153 153 167 172 178 184 191 3700 Green Program 0 0 0 148 152 158 163 169 1,121 1,254 1,276 1,551 1,596 1,652 1,710 1,770 ADMINISTRATIVE SERVICES: 4000 Administration 334 342 342 363 374 387 400 414 4010 Leadership Cupertino 1 13 13 13 13 15 16 17 4040 Library Extra Hours 0 240 240 125 129 133 138 143 4050 Neighborhood Watch 30 38 38 42 43 45 46 48 4100 Accounting 751 677 692 705 726 751 777 804 4110 Business Licenses 41 42 42 46 47 49 51 52 4300 City Clerk 419 454 454 418 430 445 461 477 4310 Duplicating and Postage 154 208 220 150 154 160 165 171 4330 Elections 118 305 370 2 300 0 300 0 4400 Disaster Preparedness 128 93 131 96 99 102 106 110 4510 Human Resources 512 575 605 693 713 738 764 791 4511 Human Resources Litigation 31 55 55 30 31 32 33 34 4540 Insurance Administration 557 583 583 571 588 608 629 652 4700 Code Enforcement 640 760 762 726 747 773 800 828 3,716 4,384 4,546 3,980 4,394 4,238 4,687 4,541 63 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 GENERAL (cont.) RECREATION SERVICE: 6100 Recreation Administration 259 461 435 328 338 349 362 374 Quinlan Community Center-Cultural: 6200 Supervision 469 502 502 527 709 734 760 786 6220 Blackberry Farm Picnic Area (1) 0 218 218 652 475 492 509 527 6230 Community Hall Operation 23 30 30 33 34 35 36 38 6248 Cultural Programs 103 193 195 202 208 2 i 5 223 230 6265 Quinlan Community Center 282 394 430 383 394 408 422 437 Monta Vista Recreation Center-Youth: 6300 Administration 230 298 300 306 315 326 337 349 6342 Youth Programs 37 42 42 46 47 49 51 52 6343 Teen Programs 4 8 8 9 9 10 10 10 6344 Teen Center 47 63 63 71 73 76 78 81 6347 Nature Programs 85 101 101 99 102 105 109 113 Cupertino Sports Center-Physical/Recreation 6400 Supervision 227 256 258 259 267 276 286 296 6445 Creekside Park 7 9 9 9 9 10 ] 0 10 6448 Fourth of July 45 0 0 0 0 0 0 0 6460 Monta Vista Recreation Center 6 13 13 13 13 14 14 15 Senior Center: 6500 Senior Adult Programs 524 532 532 555 571 591 612 633 6529 Senior Center Case Manager 55 70 70 78 80 83 86 89 6549 Senior Adult Recreation (1) 0 670 670 803 826 855 885 916 6660 Blue Pheasant Restaurant (1) 0 14 32 13 13 14 14 15 (1) Former Enterprises 2,403 3,874 3,908 4,386 4,485 4,642 4,804 4,973 COMMUNITY DEVELOPMENT: 7200 Planning Administration 195 211 226 265 273 282 292 302 7301 Current Planning 701 899 918 958 986 1,020 1,056 1,093 7302 Mid and Long Range Planning 206 416 435 390 401 415 430 445 7305 Annexations 7 10 10 ] 0 10 I 1 11 11 7306 Economic Development 25 130 141 242 249 258 267 276 7307 North Vallco Study 81 0 19 0 0 0 0 0 7406 Human Service Grants 4 ] 40 40 40 41 43 44 46 7501 General Building 488 689 689 725 746 772 799 827 7502 Construction Plan Checking 1,199 726 726 891 917 949 982 1,017 7503 Building Code Enforcement 542 668 668 725 746 772 799 827 7504 Building Abatements 1 25 25 25 26 27 28 29 3,486 3,814 3,897 4,271 4,395 4,549 4,709 4,873 64 EXPENDITURE ESTIMATES GENERAL (cont.) PUBLIC WORKS: Administration: 8001 Public Works Administration 8005 Environmental Management Engineering: 8101 Engineering Design 8102 Inspection Service Service Center Administration: 8201 Public Works Supervision Grounds: 8302 McClellan Ranch Pazk 8303 Memorial Park 8312 School Site Maintenance 8314 Neighborhood Parks 8315 Sports Fields/Jollyman/Creekside 8321 Civic Center Maintenance Streets: 8402 Street Cleaning 8406 Graffiti Removal 8407 Overpasses & Medians Maintenance 8408 Street Trees Maintenance 8409 Elmwood Program Facilities: 8501 City Hall 8501 City Hall Kitchenette 8502 Library 8503 Service Center 8504 Quinlan Community Center 8505 Senior Center 8506 McClellan Ranch 8507 Monta Vista 8508 Wilson 8509 Portal 8511 Creekside 8512 Community Hall 8513 Teen Center 8830 Street Lighting Traffic Management: 8601 Traffic Engineering 8602 Traffic Signal Maintenance 8603 Traffic Safety Study Long-Term Maintenance after 2008-09 Operating Expenditures Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 456 510 510 544 560 579 600 621 154 144 144 162 167 173 179 185 647 826 860 939 800 828 857 887 128 134 134 142 146 I51 157 162 856 855 855 880 906 937 970 1,004 39 45 45 57 59 61 63 65 518 518 523 548 533 552 571 591 480 655 655 602 550 569 589 609 863 925 935 1,025 996 1,031 1,067 1,105 506 387 387 520 510 528 547 566 166 143 143 157 162 167 173 179 41 81 81 85 87 91 94 97 44 55 55 58 60 62 64 66 579 679 679 794 817 846 875 906 581 821 821 735 756 783 810 839 259 303 303 276 284 294 304 315 480 525 544 503 497 514 532 551 0 50 50 0 0 0 0 0 240 237 253 274 262 272 281 291 311 269 273 328 257 266 276 285 325 334 388 431 374 387 400 414 145 170 170 197 166 171 177 184 59 65 65 65 67 69 72 74 90 122 122 137 110 114 118 122 18 38 38 28 26 27 28 29 23 50 50 32 33 34 35 37 52 63 63 66 58 60 62 64 134 127 157 147 145 ]50 I55 161 25 27 27 26 27 28 29 30 476 486 539 479 452 468 484 501 407 490 500 454 467 484 501 518 400 455 482 568 546 566 549 568 0 300 300 0 0 0 0 0 0 0 0 0 400 300 300 200 9,502 10,888 11,150 11,259 11,279 11,560 11,918 12,224 28,491 33,567 34,172 35,381 36,531 37,516 39,218 40,313 65 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 GENERAL (cont.) Transfers Out: 0100 Debt Service Obligations 3,535 3,538 3,538 3,537 3,538 3,534 3,534 3,539 0100 Capital Improvement Projects 2,272 2,948 3,191 0 50 0 0 0 0100 Infrastructure Reserve 500 100 100 100 100 100 100 100 0100 Capital Improvement Reserve 0 0 900 0 0 0 0 0 0100 Transportation Projects & Maintenance 800 750 750 750 750 750 750 750 0100 Environmental Management 0 0 0 0 16 72 72 72 0100 Park Dedication-McClellan Ranch 50 0 0 0 0 0 0 0 0100 Stevens Creek Corridor Park 701 6,236 7,736 0 0 0 0 0 0100 Mary Ave. Bicycle Footbridge 1,000 0 0 0 0 0 0 0 0100 Equipment Fund 25 44 44 45 50 50 50 50 Ol00Infonnation Technology Fund 285 150 184 322 300 300 300 100 0100 Compensated Absence 0 0 0 400 300 200 100 100 0100 Retiree Medical 1,821 1,882 1,882 1,946 1,900 1,500 1,500 1,500 Non-operating Expenditures 10,989 15,648 18,325 7,100 7,004 6,506 6,406 6,211 TOTAL GENERAL FUND 39,480 49,215 52,497 42,481 43,535 44,022 45,624 46,523 66 EXPENDITURE ESTIMATES SPECIAL REVENUE FUNDS STORM DRAIN 9612 Minor Storm Drain Improvements 9620 CIP -Minor Storm Drain Projects 0100 Transfer to Transportation PARK DEDICATION TAX 0100 Transfers Out 9213 CIP -McClellan Ranch Improvements ENVIRONMENTAL MANAGEMENT 8004 Non Point Source TRANSPORTATION 0100 Transfer to Mary Ave Footbridge 8403 Sidewalk, Curb and Gutter Maint 8404 Street Pavement Maintenance 8405 Street Signs/Markings 9435 CIP -Neighborhood Traffic Calming 9443 CIP -Bollinger Bike Lane/Calabzas Cr Brd 9447 CIP -Mary Ave Gateway 9450 CIP -Pavement Management 9450 CIP -Pavement Management-Prop 1 B 9450 CIP -Pavement Management-Prop 42 9451 CIP -Curb, Gutter and Sidewalk Repairs 9452 CIP -Rancho Rinconada Street Study 9453 CIP -City Monument Signs 945x CIP -Route 85 Soundwall Repairs Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 62 75 161 75 75 75 75 75 120 (120) 893 0 0 0 0 0 0 95 95 25 0 0 0 0 182 50 1,149 100 75 75 75 75 200 0 0 0 1,700 0 0 0 0 0 73 0 0 0 0 0 200 0 73 0 1,700 0 0 0 333 411 417 441 441 441 441 441 333 411 417 441 441 441 441 441 0 0 645 0 0 0 0 0 169 157 160 168 173 179 185 192 238 198 198 204 210 217 225 233 413 387 389 452 465 481 498 516 0 0 55 0 0 0 0 0 89 95 251 25 0 0 0 0 95 0 0 0 0 0 0 0 1,566 1,122 2,893 750 750 750 750 750 0 0 0 890 0 0 0 0 0 0 0 530 0 0 0 0 462 750 900 750 750 750 750 750 0 (100) 0 100 0 0 0 0 0 (50) 0 0 0 0 0 0 0 0 0 30 0 0 0 0 3,032 2,559 5,491 3,899 2,348 2,378 2,408 2,440 HOUSING & COMMUNITY DEVELOPMENT 7401 General Administration 77 77 77 86 89 92 95 98 7402 Rehab Loans & Administration 0 1 1 0 0 0 0 0 7403 Affordable Housing 50 243 658 254 250 250 250 250 7404 Public Service Grants 62 66 66 64 66 68 71 73 7405 Below Market Rate Housing 141 129 133 296 233 241 249 258 330 516 935 700 637 651 665 679 REDEVELOPMENT AGENCY 0100 Transfers to General Fund 0 275 0 0 0 0 0 0 7304 Cupertino Square Project Area 154 219 219 231 238 246 255 264 9xxx CIP/Affordable Housing Debt 0 0 0 0 0 500 1,500 2,000 154 494 219 231 238 746 1,755 2,264 67 EXPENDITURE ESTIMATES DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION 5301 Principal 5301 Interest + Fees TRAFFIC IMPACT 5306 Principal 5306 Interest + Fees Close Out to General Fund VALLCO 1974 ASSESSMENT DISTRICT 5304 District 74-3 Maintenance 5305 District 74-4 Maintenance Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-OS 2008-09 2009-10 2010-11 2011-12 2012-13 1,295 1,355 1,355 1,415 1,460 1,500 1,545 1,600 2,240 2,183 2,183 2,122 2,078 2,034 1,989 1,939 3,535 3,538 3,538 3,537 3,538 3,534 3,534 3,539 25 30 30 30 30 35 0 0 11 9 9 7 5 2 0 0 0 0 0 0 0 0 56 0 36 39 39 37 35 37 56 0 117 0 0 0 0 0 0 0 3 0 0 0 0 0 0 0 120 0 0 0 0 0 0 0 68 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 CAPITAL PROJECTS FUND CAPITAL IMPROVEMENT PROJECTS 9116 San Thomas/Saratoga Creek Trail 3 0 0 0 0 0 0 0 9121 Memorial Park Softball Field Renovation 11 (230) 9 0 0 0 0 0 9122 Sterling/Barnhart Park Acquisition 11 0 1,514 0 0 0 0 0 9123 Library Field Renovation 0 (100) 0 0 0 0 0 0 9124 McClellan Ranch Facility Improvements 0 672 727 0 0 0 0 0 9125 Blue Pheasant/Stocklmeir Preservation 34 0 16 0 0 0 0 0 9126 Sterling/Barnhart Park Construction 0 0 50 650 0 0 0 0 9127 Lawrence & Mitty Park (Saratoga Creek) 0 1,500 975 (810) 1,700 0 0 0 9128 Veteran's Memorial 0 55 55 0 0 0 0 0 9129 Stocklmeir Orchard Rehabilitation 0 0 28 24 0 0 0 0 91xx Wilson Park Irrigation Renovation 0 0 0 150 0 0 0 0 9229 City Hall Emerg Generator/PG&E Upgrd 13 30 399 30 0 0 0 0 9231 Sports Center Upgrade and Pool Demol 0 500 500 0 0 0 0 0 9232 Library Improvements & Upgrades 43 0 40 0 0 0 0 0 9233 Community Hall Improvm & Upgrades 0 0 44 0 0 0 0 0 9234 Monta Vista Park Bldg HVAC 14 0 136 0 0 0 0 0 9235 Service Center Security Gate 0 0 50 0 0 0 0 0 9236 Sports Ctr Tennis Lighting 0 200 250 0 0 0 0 0 9237 Quinlan Center Fountain 8 150 292 0 0 0 0 0 9238 Library Court Yard Modifications 0 50 0 0 0 0 0 0 9239 Library Book Drop Modifications 0 0 60 20 0 0 0 0 9240 Library Stair Seatwall Modifications 0 0 29 0 0 0 0 0 9241 Community Hall Fountain 0 0 25 400 0 0 0 0 9243 Community Develop Office Reconfig 0 0 50 0 0 0 0 0 92xx Community Hall Lighting Upgrade 0 0 0 25 0 0 0 0 92xx City Hall Office Improvements 0 0 0 50 0 0 0 0 92xx Service Ctr Pre-Engineered Steel Bldg 0 0 0 100 0 0 0 0 9544 Safe Routes to School -Cupertino HS 8 0 0 0 0 0 0 0 9545 Traffic Sig Upgrade-Stelling/Greenleaf 0 0 50 0 0 0 0 0 9547 Countdown Ped Heads 55 (28) 16 50 50 0 0 0 9548 Traffic Street Walkability Models 0 0 2 0 0 0 0 0 9549 Safe Routes to School -Garden Gate 0 0 442 0 0 0 0 0 9550 Traffic Signal Battery Power Backup 0 (100) 0 0 0 0 0 0 9551 Lawrence Expwy/ Mitty Crossing 0 75 75 0 0 0 0 0 9555 SVITS Extensions (FO Cable & Boxes) 0 15 50 0 0 0 0 0 9556 Remove Flashing Red LT Arrows 10 0 0 0 0 0 0 0 9557 DeAnza/McClellan/Pacifica Signal Mod 0 200 200 0 0 0 0 0 9558 Various Trf Signal/Intersection Modif 0 75 75 0 0 0 0 0 Capital Projects 210 3,064 6,159 689 1,750 0 0 0 Transfers Out: 0100 Transfer to General Fund 0 330 330 0 0 0 0 0 0100 Trf to Stevens Creek Corridor Park 0 0 810 0 0 0 0 0 0100 Transfer to Mary Av Bridge 0 0 71 0 0 0 0 0 Transfers Out 0 330 1,211 0 0 0 0 0 TOTAL CAPITAL IMPROVEMENT 210 3,394 7,370 689 1,750 0 0 0 CAPITAL RESERVES 0100 Transfer to Capital Improvement 0 0 0 1 0 0 0 0 0100 Trf to Stevens Creek Corridor Park 0 0 0 0 0 200 0 0 Transfers Out 0 0 0 1 0 200 0 0 9222 CIVIC CENTER & LIBRARY 2 0 0 0 0 0 0 0 9112 STEVENS CREEK CORRIDOR PARK 472 6,236 13,104 0 0 200 0 0 9449 MARY AVE. BICYCLE FOOTBRIDGE 937 0 11,407 0 0 0 0 0 69 EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-OS 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 ENTERPRISE FUNDS RESOURCE RECOVERY 8003 Programs 2,123 2,708 2,754 2,447 2,518 2,606 2,698 2,792 0100 Transfers to General Fund 500 500 500 0 0 0 0 0 2,623 3,208 3,254 2,447 2,518 2,606 2,698 2,792 BLACKBERRY FARM GOLF COURSE 6600 Administration (1) 7 0 0 0 0 0 0 0 6620 Park (1) 509 0 0 0 0 0 0 0 6640/6440 Golf Course 453 567 567 578 595 616 637 660 6680 Retreat Center (1) 6 0 0 0 0 0 0 0 (1) to General Fund 2007-08 975 567 567 578 595 616 637 660 SPORTS CENTER 6450 Sports and Physical 8510 Maintenance 9230 CIP -Tennis Court Resurfacing RECREATION PROGRAMS 6249 Cultural Programs 6349 Cultural, Youth and Teen Programs 6449 Sports and Physical 6649 Nature Program 9121 CIP Memorial Pk Softball Field Renovate 9123 CIP Library Field Renovation 91xx CIP Park Tennis Court Resurfacing 92xx CIP Monta Vista Community Bldg Re-roof SENIOR CENTER (2) 6549 Programs 0100 Transfer to General Fund (2) To General Fund in 2007-08 1,438 1,441 1,361 1,474 1,517 1,570 1,625 1,682 186 216 216 232 239 247 256 265 0 0 111 0 0 0 0 0 1,624 1,657 1,688 1,706 1,756 1,817 1,881 1,947 438 0 0 0 0 0 0 0 642 1,116 1,116 1,393 1,234 1,277 1,322 1,368 749 905 905 943 970 1,004 1,040 1,076 1 0 0 0 0 0 0 0 0 230 230 20 0 0 0 0 0 100 100 0 0 0 0 0 0 0 0 225 0 0 0 0 0 0 0 405 0 0 0 0 1,830 2,351 2,351 2,986 2,204 2,282 2,361 2,444 772 0 0 0 0 0 0 0 0 125 50 0 0 0 0 0 772 125 50 0 0 0 0 0 7~ EXPENDITURE ESTIMATES Adopted Revised Actual Budget Budget FIVE YEAR FORECAST (in thousands) 2006-07 2007-08 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY 4800 Operations 686 910 931 969 997 1,032 1,068 1,105 9800 Acquisitions & Projects 241 302 622 423 300 300 300 300 92 7 1,212 1, 553 1,392 1, 297 1,332 1,368 1,405 WORKERS' COMPENSATION 4550 Claims 307 279 276 308 317 328 340 351 EQUIPMENT 8840 Equipment Maintenance 810 841 899 1,034 1,064 1,101 1,140 1,180 9820 Equipment Acquisition 4 298 446 613 300 300 300 300 Loss on Equipment Disposal 6 0 0 0 0 0 0 0 820 1,139 1,345 1,647 1,364 1,401 1,440 1,480 COMPENSATED ABSENCE & LTD 4570 Disability Claims 45 48 48 50 51 53 55 57 4571 Leave Payouts 0 0 0 400 300 200 100 100 45 48 48 450 351 253 155 157 RETIREE MEDICAL 4512 Insurance Payments 615 683 683 820 850 930 1,010 1,080 4512 Long Term Obligation (1) 0 0 0 7,110 1,050 570 490 420 (1) Place into trust in 2008-09 615 683 683 7,930 1,900 1,500 1,500 1,500 TOTAL EXPENDITURES 59,561 77,721 108,055 71,559 66,600 64,218 66,937 68,696 TOTAL REVENUES 69,912 71,849 90,634 63,346 66,832 64,747 67,503 68,059 71 CITY COUNCIL AND COMMISSIONS Expenditures by Division 2005-06 2006-07 2007-08 Actual Actual Adopted CITY COUNCIL 1000 CITY COUNCIL 183,797 203,996 227,152 2008-09 272,417 272,417 183,797 203,996 227,152 COMMISSIONS 1031 TECHNOLOGY, INFORMATION & COMMUNICATIONS COMMISSION 1040 LIBRARY 1042 FINE ARTS 1050 PUBLIC SAFETY 1055 BICYCLE AND PEDESTRIAN 1060 PARKS AND RECREATION 1065 TEEN 1067 SENIOR 1070 PLANNING 1075 HOUSING 60,853 15,556 17,953 309 3,811 4,589 12,335 15,371 14,561 0 4,400 4,600 0 4,626 4,600 8,731 7,317 9,640 12,678 11,947 16,648 0 1,694 2,502 24,852 91,944 96,464 13 3,907 6,482 31,126 4,776 20,928 11,200 3,457 10,040 15,380 1,748 99,180 6,855 TOTAL 119,771 303,568 160,573 364,569 178,039 405,191 204,690 477,107 72 ADMINISTRATION Expenditures by Division 2005-06 2006-07 2007-08 2008-09 Actual Actual Adopted Proposed 1200 CITY MANAGER 334,279 307,415 409,359 372,027 1201 COMMUNITY OUTREACH 46,454 59,494 72,867 75,992 1300 CITY MANAGER DISCRETIONARY FUND 23,050 49,837 50,000 50,000 1500 LEGAL SERVICES 529,040 506,585 550,351 643,780 TOTAL ~ 932,823 923,331 1,082,577 1,141,799 73 COMMUNICATIONS Expenditures by Division 2005-06 2006-07 2007-08 2008-09 Actual Actual Adopted Proposes 3300 COMMUNITY RELATIONS 3400 CUPERTINO SCENE 3500 GOVERNMENT CHANNEL 3501 GOVERNMENT CHANNEL-SPCIAL PROJ 3502 PUBLIC ACCESS SUPPORT 3600 CITY WEBSITE 3700 GREEN PROGRAM 161,879 244,734 306,203 294,309 106,459 109,718 122,563 141,561 356,885 472,167 495,254 673,046 53,697 99,023 122,263 71,103 51,500 42,554 54,000 56,000 126,875 153,242 153,394 166,651 0 0 0 148,302 TOTAL ~ 857,295 1,121,438 1,253,677 1,550,972 74 LAW ENFORCEMENT Expenditures by Division 2005-06 2006-07 2007-08 2008-09 Actual Actual Adopted Proposed 2100 LAW ENFORCEMENT 6,396,074 6,870,725 7,745,455 8,301,556 2101 INTEROPERABILITY PROJECT 0 0 0 13,500 2401 COPS GRANT 103,837 104,792 120,000 0 TOTAL ~ 6,499,911 6,975,517 7,865,455 8,315,056 75 ADMINISTRATIVE SERVICES Expenditures by Division ~ 2005-06 2006-07 2007-08 2008-09 ADMINISTRATIVE SERVICES 4000 ADMINISTRATION 4010 LEADERSHIP CUPERTINO 4040 LIBRARY EXTRA HOURS 4050 NEIGHBORHOOD WATCH FINANCE 4100 ACCOUNTING 4110 BUSINESS LICENSING CITY CLERK 4300 CITY CLERK 4310 DUPLICATING AND MAIL SERVICE 4330 ELECTIONS EMERGENCY PREPAREDNESS 4400 EMERGENCY PREPAREDNESS HUMAN RESOURCES 4510 HUMAN RESOURCES/LITIGATION 4512 RETIREE MEDICAL LIABILITY 4540 INSURANCE ADMINISTRATION CODE ENFORCEMENT 4700 CODE ENFORCEMENT 311,251 331,172 341,901 362,707 0 417 12,500 12,500 0 0 240,000 125,000 25,578 30,145 37,750 42,218 336,829 361,734 632,151 542,425 647,638 751,000 677,131 704,874 40,821 40,612 42,071 46,383 688,459 791,612 719,202 751,257 461,700 418,786 453,547 418,002 142,187 155,739 208,244 150,340 262,862 118,421 305,300 2,000 866,749 692,946 967,091 570,342 85,958 127,845 92,700 96,038 85,958 127,845 92,700 96,038 483,352 543,254 629,780 722,823 1,076,932 614,692 682,500 7,930,000 1,027,584 908,656 908,175 1,329,000 2,587,868 2,066,602 2,220,455 9,981,823 572,377 641,804 760,061 726,467 572,377 641,804 760,061 726,467 76 Expenditures by Division INFORMATION TECHNOLOGY 4800 INFORMATION TECHNOLOGY 9800 EQUIPMENT ACQUISITION TOTAL 2005-06 2006-07 2007-08 2008-09 Actual Actual Adopted Proposed 765,693 686,000 909,883 969,224 116,000 241,000 302,000 423,000 881,693 927,000 6,019,933 5,609,543 1,211,883 1,392,224 6,603,543 14,060,576 77 PARKS AND RECREATION PARKS AND RECREATION 6100 ADMINISTRATION FACILITIES/PARKSBLACKBERRY FARM/ COMMUNITY EVENTS 6200 QUINLAN GC., CULTURAL/SUPRVSN 6220 BLACKBERRY FARM PICNIC AREA 6230 COMMUNITY HALL 6248 CULTURAL PROGRAMS 6265 QUINLAN COMMUNITY CENTER YOUTH & TEEN PROGRAMS/ MC CLELLAN RANCH PARK 6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR 6342 YOUTH PROGRAMS 6343 TEEN PROGRAMS 6344 TEEN CENTER 6347 NATURE PROGRAMS 6349 RECREATION PROGRAMS Expenditures by Division 2005-06 2006-07 2007-08 2008-09 Actual Actual Adopted Proposed 264,751 259,226 461,074 328,392 264,751 259,226 461,074 328,392 469,049 468,359 502,122 527,371 670,293 509,000 218,011 651,698 5,130 23,323 30,110 33,054 77,632 147,913 192,727 201,594 644,032 720,000 393,858 383,000 1,866,136 1,868,595 1,336,828 1,796,717 221,738 34,607 8,303 50,547 86,675 635,335 1,037,205 SPORTS & FITNESS/BLACKBERRY FARM GOLF COURSE/MONTA VISTA REC/ CREEKSIDE PARK BUILDING 6400 PHYSICAL RECREATION/SUPERVISION 6440 BLACKBERRY FARM GOLF COURSE 6445 CREEKSIDE PARK PROGRAMS 6449 RECREATION PROGRAMS 6450 CUPERTINO SPORTS CENTER 6460 MONTA VISTA RECREATION CENTER 231,745 458,859 6,018 732,074 1,205,173 4,714 229,841 37,353 4,347 46,773 85,023 642,170 298,484 42,225 7,610 63,120 101,176 1,116,001 306,539 45,566 9,042 71,026 99,515 1,393,000 1,045,507 1,628,616 1,924,688 227,236 453,183 7,040 749,430 1,438,158 5,778 256,063 566,993 8,500 905,222 1,440,819 12,550 258,601 578,098 9,074 942,902 1,474,174 13,166 2,638,583 2,880,825 3,190,147 3,276,015 78 SENIOR CENTER PROGRAMS/STEVENS CREEK TRAIL/BLUE PHEASANT 6500 SENIOR ADULT PROGRAMS 6529 SENIOR CENTER CASE MANAGER 6549 RECREATION PROGRAMS 6660 BLUE PHEASANT RESTAURANT BLACKBERRY FARM/ NATURE PROGRAMS 6600 BLACKBERRY FARM ADMINISTRATION 6680 BLACKBERRY FARM RETREAT CENTER TOTAL Expenditures by Division 2005-06 2006-07 2007-08 Actual Actual Adopted 509,893 49,948 588,819 7,505 2008-09 Proposed 555,117 77,559 803,170 12,500 524,000 55,092 772,000 0 532,427 70,076 670,553 13,500 1,156,165 1,351,092 1,286,556 143,352 7,000 0 22,845 6,000 0 1,448,346 0 0 166,197 7,129,037 13,000 7,418,245 0 7,903,221 0 8,774,158 79 COMMUNITY DEVELOPMENT Expenditures by Division 2005-06 2006-07 2007-08 Actual Actual Adopted PLANNING 7200 PLANNING ADMINISTRATION CURRENT PLANNING 7301 CURRENT PLANNING 7302 MID AND LONG RANGE PLANNING 7304 VALLCO REDEVELOPMENT 7305 ANNEXATIONS 7306 ECONOMIC DEVELOPMENT 7307 NORTH VALLCO STUDY HOUSING SERVICES 7401 CDBG GENERAL ADMINISTRATION 7402 REHAB LOAN ADMINISTRATION 7403 AFFORDABLE HOUSING 7404 PUBLIC SERVICE GRANTS 7405 BMR HOUSING 7406 HUMAN SERVICE GRANTS BUILDING 7501 GENERAL BUILDING 7502 CONSTRUCTION PLAN CHECKING 7503 BUILDING CODE ENFORCEMENT 7504 BUILDING ABATEMENTS TOTAL 2008-09 209,148 194,606 211,184 265,068 209,148 194,606 211,184 265,068 692,041 701,000 898,813 957,581 259,778 206,000 415,936 389,905 67,114 154,000 219,135 230,666 0 7,000 10,000 10,000 5,628 26,413 130,381 242,276 0 81,000 0 0 1,024,561 1,175,413 1,674,265 1,830,428 88,458 411,636 592,967 70,564 191,379 39,790 76,817 177 50,153 62,193 144,961 41,267 77,170 500 243,404 66,024 128,638 40,092 85,997 200 254,147 64,493 295,624 40,092 1,394,794 375,568 555,828 483,573 488,586 688,646 1,502,761 1,199,100 725,631 434,972 541,846 668,189 17,425 1,200 25,000 740,553 725,281 890,773 724,599 25,000 2,438,731 5,067,234 2,230,732 3,976,319 2,107,466 4,548,743 2,365,653 5,201,702 80 PUBLIC WORKS Expenditures by Division ADMINISTRATION 8001 PUBLIC WORKS ADMINISTRATION 8005 ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL PROGRAMS 8003 RESOURCE RECOVERY 8004 NON POINT SOURCE ENGINEERING SERVICES 8101 ENGINEERING DESIGN 8102 INSPECTION SERVICE SERVICE CENTER 8201 ADMINISTRATION GROUNDS 8302 MCCLELLAN RANCH PARK 8303 MEMORIAL PARK 8304 CITY CENTER PARK 8312 SCHOOL SITE MAINTENANCE 8314 NEIGHBORHOOD PARKS 8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 8321 CIVIC CENTER MAINTENANCE 2005-06 Actual 2006-07 Actual 2007-08 Adopted 2008-09 Proposed 492,995 456,117 510,286 543,611 143,661 153,772 144,057 161,622 636,656 609,889 654,343 705,233 2,101,198 2,123,000 2,707,652 2,447,143 379,048 339,524 410,749 441,131 2,480,246 2,462,524 3,118,401 2,888,274 637,984 127,066 647,000 127,844 826,313 133,964 939,144 141,708 765,050 774,844 960,277 1,080,852 853,997 856,327 854,778 853,997 856,327 854,778 880,012 39,481 38,686 44,551 56,661 527,563 518,000 518,506 548,013 -112 0 0 0 469,349 479,988 654,619 601,945 840,081 863,000 924,621 1,024,680 405,880 505,891 386,601 520,254 125,577 165,697 143,149 157,163 2,407,819 2,571,262 2,672,047 2,908,716 81 880,012 Expenditures by Division STREETS 8402 STREET CLEANING 8403 SIDEWALK CURB AND GUTTER 8404 STREET PAVEMENT MAINTENANCE 8405 STREET SIGNS MARKINGS 8406 GRAFFITI REMOVAL 8407 OVERPASSES AND MEDIANS 8408 STREET TREE MAINTENANCE 8409 ELMWOOD PROGRAM FACILITIES 8501 BUILDING MAINTENANCE CITY HALL 8502 LIBRARY 8503 SERVICE CENTER 8504 QUINLAN COMMUNITY CENTER 8505 SENIOR CENTER 8506 MC CLELLAN RANCH 8507 MONTA VISTA 8508 WILSON 8509 PORTAL 8510 CUPERTINO SPORTS CENTER 8511 CREEKSIDE PARK 8512 COMMUNITY HALL MAINTENANCE 8513 TEEN CENTER BLDG MAINTENANCE TRANSPORTATION 8601 TRAFFIC ENGINEERING 8602 TRAFFIC SIGNAL AND MAINTENANCE 8603 TRAFFIC SAFETY STUDY 2005-06 2006-07 2007-08 2008-09 Actual Actual Adopted Proposes 73,290 41,130 81,181 84,747 275,888 172,016 157,459 167,681 233,640 237,997 197,557 203,531 389,416 415,181 387,341 452,346 49,768 44,489 55,293 57,764 603,898 579,303 679,436 793,958 524,004 581,888 820,579 735,501 248,124 258,785 302,755 276,345 2,398,028 2,330,789 2,681,601 2,771,873 386,077 480,000 575,040 502,746 212,972 240,213 236,943 274,355 262,086 314,647 268,886 327,749 318,662 325,112 334,267 431,458 133,333 144,491 170,008 197,555 47,632 59,297 64,690 65,088 90,475 89,797 122,196 136,688 24,800 17,695 ~ 37,672 27,714 23,666 22,804 49,830 31,366 186,396 185,680 215,922 231,527 48,473 51,867 62,912 66,351 121,580 133,524 126,945 146,751 22,915 25,218 27,357 26,051 1,879,067 2,090,345 2,292,668 2,465,399 274,704 406,822 489,713 454,177 379,544 400,000 455,269 568,593 0 0 300,000 0 654,248 806,822 1,244,982 1,022,770 82 Expenditures by Division GENERAL SERVICES 8830 STREET LIGHTING 8840 EQUIPMENT MAINTENANCE FIXED ASSETS ACQUISITION 9820 FIXED ASSETS ACQUISITION TOTAL 2005-06 Actual 2006-07 Actual 2007-08 Adopted 2008-09 Proposed 429,368 476,000 485,826 478,955 859,440 809,519 899,474 1,034,060 1,288,808 1,285,519 1,385,300 1,513,015 27,626 10,000 349,000 613,000 27,626 10,000 349,000 613,000 13,391,545 13,798,321 16,213,397 16,849,144 83 NON-DEPARTMENTAL INTERFUND TRANSFERS 0100 TRANSFERS OUT GENERAL FUND STORM DRAIN FUND PARK DEDICATION FUND REDEVELOPMENT AGENCY CAPITAL IMPROVEMENT RESOURCE RECOVERY RECREATION PROGRAMS SPORTS CENTER SENIOR CENTER DEBT SERVICE 5301 PUBLIC FACILITIES CORPORATION 5306 TRAFFIC IMPACT 5304 VALLCO ASSESSMENT DISTRICT Expenditures by Division 2005-06 2006-07 2007-08 Actual Actual Adopted 2008-09 TOTAL 7,917,000 10,989,000 15,648,000 7,099,544 0 0 95,000 25,000 657,000 500,000 0 0 0 0 275,000 0 0 0 330,000 0 500,000 500,000 500,000 0 200,000 0 0 0 100,000 0 0 0 0 0 125,000 0 9,374,000 11,989,000 16,973,000 7,124,544 3,532,913 38,237 0 3,534,588 36,363 120,000 3,538,063 39,000 0 3,536,994 37,000 0 3,571,150 12,945,150 3,690,951 15,679,951 3,577,063 20,550,063 3,573,994 10,698,538 84 Five Year Capital Improvements ~o ~a~ Fiscal Years 2008-09 to 2012-13 86 Proposed Five Year Capital Improvement Program Current Fund Description 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 9100 Parks 580-9121 Memorial Park Softball Field Renovation 250,000 580-9123 Library Field Renovation 100,000 420-9124 McClellan Ranch Facility Improvements 717,000 420-9126 Sterling Barnhart Park Design & Construction - 700,000 420-9127 Lawrence&Mitty Park (Saratoga Creek) 165,000 1,700,000 420-9129 Stocklmeir Orchard Rehabilitation 28,000 24,000 New Projects Park Tennis Court Resurfacing 225,000 Wilson Park Irrigation System Renovation 150,000 Total 845,000 1,514,000 1,700,000 0 0 0 9200 Buildings 420-9229 City Hall Emergency Power/Electrical System 40,000 400,000 420-9236 Sports Center Tennis Court Lighting 250,000 420-9239 Library Book Drop Modifications 60,000 20,000 420-9240 Library Stair and Seatwall Modifications 29,500 420-9237 Quinlan Center Fountain Replacement 280,000 420-9231 Sports Center Upgrade & Pool Demo 500,000 New Projects Community Hall Fountain 400,000 Community Hall Lighting Upgrade 25,000 City Hall Office Improvements 50,000 Monta Vista Community Bldg. Re-roof 405,000 Service Center -Pre-Engineered Steel Bldg. 100,000 Total 1,159,500 1,400,000 0 0 0 0 9400 270-9450 Streets Pavement Management 2,450,000 750,000 750,000 750,000 750,000 750,000 270-9450 270-9451 Pavement Management - STP Portion Curb, Gutter and Sidewalk Repairs 330,000 750,000 750,000 750,000 750,000 750,000 750,000 270-9452 Rancho Rinconada Street Study 100,000 New Projects Route 85 Soundwall Repairs 30,000 Pavement Management - Prop. 1 B 890,000 Pavement Management -Prop. 42 530,000 Total 3,530,000 3,050,000 1,500,000 1,500,000 1,500,000 1,500,000 Proposed Five Year Capital Improvement Program Current Fund Description 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 9500 Traffic Facilities 270-9435 Neighborhood Traffic Calming Measures 420-9549 Safe Routes to School-Garden Gate & Sig. Upgrade at Stelling/Greenleaf (Grant Pending) 420-9547 Countdown Ped Heads 420-9551 Lawrence Exppwy./Mitty Xing (Cupertino Share) DeAnzas Blvd./McClellan/Pacifica Signal Modification 420-9558 Various Traffic Signal/Intersection Modifications Total 50,000 442,000 15,500 50,000 50,000 75,000 200,000 75,000 140,500 767,000 50,000 0 0 0 9700 Storm Drainage 210-9612 Minor Storm Drain Improvements 118,000 75,000 75,000 75,000 75,000 75,000 215-9620 Monta Vista Storm Drainage Syst. 134,000 800,000 210-9612 Master Storm Drain Plan Update 30,000 270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge(SCVWD) 50,000 225,000 Total 302,000 1,130,000 75,000 75,000 75,000 75,000 Major Projects 428-9449 Mary Ave. Bicycle Footbridge 9,776,500 4,146,000 427-9112 Stevens Creek Corridor Park (Phase I) 11,730,000 1,810,000 New Projects Stevens Creek Corridor Park (Phase II) 200,000 Total 21,506,500 5,956,000 0 200,000 0 0 Total Capital Improve. Prog. 27,483,500 13,817,000 3,325,000 1,775,000 1,575,000 1,575,000 Total Outside Revenue Share 14,799,541 8,934,000 2,525,000 825,000 825,000 825,000 Net City General Fund Funding 12,683,959 4,883,000 800,000 950,000 750,000 750,000 REVENUE Proposed Five Year Capital Improvement Program Current Fund Description Funding Source 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 9100 Parks 420-9124 McClellan Ranch Facility Improvements Memorial Park Softball Field Renovation 420-9127 Lawrence&Mitty Park (Saratoga Creek) 580-9123 Library Field Renovation Park Tennis Court Resurfacing Total Land8~Water Conservation, Park Bond Recreation Park Dedication Funds Recreation Recreation 285,915 9200 Buildings 420-9239 Library Book Drop Monta Vista Community Bldg. Re-roof Recreation Total 9400 Streets 270-9450 Pavement Management Rancho Rinconada Street Study Curb, Gutter and Sidewalk Repairs Pavement Management Pavement Management New Project Route 85 Soundwall Repairs Total Safe,Accoountable,Flexible,Efficient Transp. Equity Act, A legacy for users-SAFETEA-LU (VTA Local Streets & County Roads) Gas Tax Prop. 1 B Prop. 42 Gas Tax 9500 Traffic Facilities 270-9435 Neighborhood Traffic Calming Measures Gas Tax 420-9549 Safe Routes to School-Garden Gate & SR2S Sig. Upgrade at Stelling/Greenleaf SR2S DeAnzas /McClellan/Pacifica Sig. Mod. Developer Total 9600 Storm Drainage 210-9612 Minor Storm Drain Improvements Storm Drain Account 215-9620 Monta Vista Storm Drainage Syst. Storm Drain Account 215-9612 Master Storm Drain Plan Update Storm Drain Account 270-9443 Bollinger Bike Lanes/Calabazas Cr. Brdg. Storm Drain Account & Gas Tax Total 250,000 1,700,000 100,000 225,000 385,915 475,000 1,700,000 0 0 0 20,000 405,000 20,000 405,000 0 0 0 0 330,000 100,000 750,000 750,000 750,000 890,000 530,000 750,000 750,000 750,000 30,000 1,080,000 2,300,000 750,000 750,000 750,000 750,000 50,000 394,000 45,000 200,000 95,000 594,000 0 0 0 0 118,000 75,000 75,000 75,000 75,000 75,000 134,000 800,000 30,000 50,000 225,000 302,000 1,130,000 75,000 75,000 75,000 75,000 R+lajor Projects 427-9112 Stevens Creek Corridor Park 427-9112 Stevens Creek Corridor Park (EF)" 427-9112 Stevens Creek Corridor Park Stevens Creek Corridor Park 270-9449 Mary Avenue Bicycle Footbridge 270-9449 Mary Avenue Bicycle Footbridge 270-9449 Mary Avenue Bicycle Footbridge 270-9449 Mary Avenue Bicycle Footbridge 270-9449 Mary Avenue Bicycle Footbridge 270-9447 Mary Avenue Bicycle Footbridge 270-9447 Mary Avenue Bicycle Footbridge 428-9449 Mary Avenue Bicycle Footbridge 428-9449 Mary Avenue Bicycle Footbridge 428-9449 Mary Avenue Bicycle Footbridge Total TOTAL OUTSIDE REVENUE SHARE Urban Park Act, Land&Water Conservation, Roberti-Z'Berg-Hams, SCVWD FACHE Settlement, Dept. of Water Resources, SCVWD Collaborative Blackberry Farm Revenue Account Park Dedication Green Projects Fund VTA Measure B/TFCA/TDA City of Sunnyvale Caltrans 304/BTA - 2003/2004 TDA (Non BEP)2004-05:$65,000;2005-06:$38,000 Caltrans 304/BTA - 2005/2006 TDA 06/07 TDA 07/08 VTA Measure B Fund Augmentation Gas Tax Allocation CIP fy 06-07 Savings 4,248,433 680,000 200,000 490,000 6,111,000 110,000 600,000 103,000 300,000 42,193 32,000 80,000 3,350,000 600,000 12,9 6,62 4,030,000 0 0 0 0 14,799,541 8,934,000 2,525,000 825,000 825,000 825,000 0 Unfunded Five Year Capital Improvement Program Current Fund Descri tion 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 9100 Parks Rancho Rinconada Park Construction Stevens Creek Corridor Park (Phase 2) 9200 Buildings City Hall Remodel with Seismic/ADA/ Fire Code Upgrades (Essential Building) 2,000,000 3,500,000 0 0 0 5,500,000 0 0 3,000,000 0 0 3,000,000 0 0 0 9300 Trails 0 0 0 0 0 0 9500 Traffic Facilities `O Memorial Park Sidewalk Enhancements on SCB 150,000 Pedestrian Enhancements on Overpasses 350,000 0 0 0 0 0 500,000 9700 Storm Drainage Bubb/McClellan Storm Sewer Upgrade ~ 750,000 2,000,000 0 0 0 0 750,000 2,000,000 Total Unfunded Projects 0 0 3,000,000 5,500,000 750,000 2,500,000 ~:: iv ~ ~i^Aiz~:~::~:~: :lJI~IIMARY::~ ::::::::::::::::~:::~::::::~:::::::::::::~:~::::::~:::~:::::::::::::::::::::~:~::::::::::::: F1V~:~~AR: PRO~~AM:~:~::::::::::~:~:~:::~:::~:::::~:::~ :::. >; ~ 2 3 O. Ak.::~.::~: SUMMARY OF FUNDING :54~U:R~ES ::......:.......~....... ,................................: ~ ~ ~ ~ ~ ~~~ ~~~ ~~ ~~~~ ~ ~~~~~~~ GF=GENERAL FUND 4,883,000 800,000 950,000 750,000 750,000 8,133,000 RC=RECREATION FUND 880,000 0 0 0 0 880,000 GT=GAS TAX 1,510,000 750,000 750,000 750,000 750,000 4,510,000 EI=ENVIRONMENTAL IMPACT 0 0 0 0 0 0 PD=PARK DEDICATION 0 1,700,000 0 0 0 1,700,000 SD=STORM DRAIN 1,000,000 75,000 75,000 75,000 75,000 1,300,000 RA=RESERVE ACCOUNT 0 0 0 0 0 0 TG=TRANSPORTATION GRANT FUND 5,344,000 0 0 0 0 5,344,000 PG=PARK GRANT 0 0 0 0 0 0 DV=DEVELOPER CONTRIBUTION 200,000 0 0 0 0 200,000 SC=SPORTS CENTER 0 0 0 0 0 0 SP=SALE OF PROPERTY 0 0 0 0 0 TOTALS 13,817,000 3,325,000 1,775,000 1,575,000 1,575,000 22,067,000 F~:PR RAMS:~:~:~:~:::~:~:~:~:~:~:::: S:U M MARY . ()....... 4G ......................... :~:~:~:~:~:~: ~~::::::~:~::::~::~:~:~:~:~:~:~:~: ............................. ::~:~::::~::~::~:~:~:~::~:::~:::~: ....................... ~:::::~:~:~:::~:~:::~::::::~:::~ ....................... :~::~::~:~:::~:~::::::::~:~::~:: ...................... ~:~:~:~:~:~:~::~:::~::~::: ................ ~:~::~::~ ...... ::~:~::~:~:~::~:~:~:::::::: .......... . PARKS 1,514,000 1,700,000 0 0 0 3,214,000 BUILDINGS 1,400,000 0 0 0 0 1,400,000 STREETS 3,050,000 1,500,000 1,500,000 1,500,000 1,500,000 9,050,000 TRAFFIC FACILITIES 767,000 50,000 0 0 0 817,000 STORM DRAIN 1,130,000 75,000 75,000 75,000 75,000 1,430,000 MAJOR PROJECTS 5,956,000 0 200,000 0 0 6,156,000 TOTALS 13,817,000 3,325,000 1,775,000 1,575,000 1,575,000 22,067,000 1'EN~-:NC:~ :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: .::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: SUMMARY :OF::i7PERQT'IIdG::Mi4~N ................................................................................................ . OM=OPERATING MAINTENANCE 0 0 0 0 0 N PARKS TOTAL 1,514,000 1,700,000 U: M I~Y:~C) .~:... M ::::::::::::::::::::::::::::::::::::: S .. IVY .. f# ....... F. PRt)C~R~ .. S ................... ::::::::::::: ....... ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::;:;:;:;:;:;:;:;:;: ....................................................................................................... :;:;:;:;:;:::;:;:;:;:;:;:;:;:;:;:;:;:;:;:: .................... . MEMORIAL PARK SOFTBALL FIELD RENOVATE. 250,000 STERLING BARNHART PARK CONSTRUCTION 700,000 LAWRENCE 8 MITTY PARK (SARATOGA CK.) 165,000 1,700,000 STOCKLMEIR ORCHARD REHABILITATION 24,000 PARK TENNIS COURT RESURFACING 225,000 WILSON PARK IRRIGATION SYSTEM RENOVATION 150,000 TOTAL ~ 1,51a,ooo 1,700,000 Y...F ..PERT T~[G.MAINTE1~ti~k.NGE:~:~:«~:.>.~:~:::::::::'::::";:`::`>::::;:::::';:>.::::::<::::<::~::>:<>.::::~>:::::::::~:~:~:~:~:~:<~»:~:~:<~>::::>:::<~:~:~:<:.>.::;:.:.:.:.` :::.::::::::::::::::..:::.:;:..;»:::>~>:~:~:>.~:~:~:~:<::::::~:::::<~:.>.: SU: ~ :: I ~ ~ ............... ................. .......... MMAR:.~:Ip .:p :. .................................. . OM=OPERATING MAINTENANCE w RA KS~ :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: R . .................................................... ................................................................. .................................................................. ................................................................. ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: ::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::. ::~ .: :::: .......................................... FIVE.1f.~~R::1?Rf~GRAM::~:::~:~:~:::~:~:::~::::::~:~:~:~:~:~:.. ....................................................................................................... ........................................................................................................ ....................................................................................................... :•:~:~:0809:~:.fl~:•:•:•:•::•:•:•:•:• ..:1: :•:. :•: •.:1:.;.F :•:. •:•:•:•}. ;.} :•:~FD:~:•:~:~:•:~:•:~:•:•:12~13:•:~FD : ::::::::::::.......... F ............09.. 9.. FA ..::::::::::::::::::70.7 .... P...:::::::::::.....1..2.......................... .~.~.~.R .::..:....;.~ :.:_ ~ r,P OG.Ry4MM D . . u... .................... ..................... .................... 1;fRRE T•DOLLAR G...... -~ ..........S MEMORIAL PARK SOFTBALL FIELD RENOVATION 9121 Renovation of existing softball field. Project Cost 250,000 RC STERLING BARNHART PARK CONSTRUCTION ConsWction of neighborhood Park. Total Project Cost 700,000 GF LAWRENCE & MITTY PARK (Saratoga Creek) Acquire property and design and construct park at the North end of the San Thomas Aquino Saratoga Creek trail. Total Project Cost 165,000 GF 1,700,000 PD STOCKLMEIR ORCHARD REHABILITATION 9129 Implementation of orchard rehabilitafron plan inducting soli prep, planting new orchard trees, weed/pest management and irrigation. Total Project Cost 24,000 GF PARKS >',,. ' ,,; ', 'FIVE YEAR P:RQ~RAM uHp+~aci~Mnn~a' 'fl&-09 ''fin 09?10 Fb , 10-91 ~D 1'I'-12 ~D 12-13' ~[? GURR~NT p~14,1~Ai2 TENNIS COURT RESURFACING This projed will resurface the 8 tennis courts in Memorial Park and 2 at Varian Park and 2 et Monte Vista. Total Project Cost ~ 225,000 RC PARK IRRIGATION SYSTEM RENOVATION Renovation of existing Irrigation system to keep turf in good condition. Total Project Cost I 150,000 G~ GT=GAS TAX EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION SC=SPORTS CENTER BUILDINGS TOTAL 1,400,000 0 0 0 0 SUMMARY C7F PRO~aRAMS> ,; , ;, CITY HALL EMERGENCY POWER/ELEC. SYS. 400,000 LIBRARY BOOK DROP MODIFICATIONS 20,000 COMMUNITY HALL FOUNTAIN 400,000 COMMUNITY HALL LIGHTING UPGRADES 25,000 CITY HALL OFFICE IMPROVEMENTS 50,000 MONTA VISTA COMMUNITY BLDG. RE-ROOF 405,000 SERVICE CTR. PRE-ENGINEERED STEEL BLDG. 100,000 TOTAL ~ 1,400,000 0 0 0 0 SUMMARY OF-QPERATING MAINTENANCE .: , ::.: ;,,; ;: :; I _: 'I OM=OPERATING MAINTENANCE ...V...... ~NC7S .•.•.• .......................... ._.....-.•.....•.-...•.........-.-.-...•...•.•.•.•.-.-..-.-.F~~G..•.I..~~~.:r.R~uiT-/!1wrt.:•:.......:.......:~:•:UNI?ROGF2aKA~AEb.:.: . ............................ :~::~0.8= . ~.~~ ::::::::::::::::::::':~: 09 .. .. 9-~ :~ ::. :::::::::::::::::::::::...._ ~~~-~-~ ~- ~~~~-~ ~~~~~- -~•~•~-~-~~~-~•~•~~~~~~~•~•:~:•:~:•:~:~:~:~:~:~::~:~:•:•:-:•:•:~:~:~:•:•:•:•:•:~:~:•:~:•:•:•:•:~:~:~:-:~:~ ~ •~•••••-•- .........0 .10. ~D...........t0.t1~:~fD:~:~:~:~:~:~:~:~:~:~::1:~_1F::FD:~::~:::~:~:~:~:~:12:13:~kD: Cl~JF2REN:~:~OLlAF2~ HALL EMERGENCY POWER/ELECTRICAL EM 9229 Modifications of existing building main panel to accept temporary! portable backup emergency generator. Project Cost ~ 400,000 GF LIBRARY BOOK DROP MODIFICATIONS 9239 Installation of County owned automated txwk drops. (4) This is additional money to compete the work. Cost I 20,000 GF MMUNITY HALL FOUNTAIN Modification of pumps and recirculation system to wmply with County Health ordinances. Project Cost ~ 400,000 GF MUNITY HALL LIGHTING UPGRADE Upgrade the existing N broadcast Ighting system to reduce heat and energy consumption. Project Cost ~ 25,000 GF v BUI'LQtM~GS . EVE YEAR' PROGRAM uN~ac~w~~nrn~~ <. 98-t~9 `~C ,. ?'! flJ-1:O: FD ..,'':: :: 1Q-1 t ~D _ t1-~ FC? 12-13:.FD CUEN'1' C~l:LA13S ITY HALL OFFICE IMPROVEMENTS Planning DeparlmenVPublic Counter mod cations. Project Cost ~ 50,000 GF A VISTA COMMUNITY BLDG. RE-ROOF This project will re{oof the main building and the preschool building. Project Cost ~ 405,000 RC CENTER PRE-ENGINEERED STEEL BLDG. Construct a pre~ngineered steel building to replace the current two cargo atorege containers. Project Cost ( 100,000 GF 00 EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND 1,520,000 PG=PARK GRANT DV=DEVELOPER CONTRIBUTION STREETS TOTAL 3,050,000 1,500,000 1,500,000 1,500,000 1,500,000 SU:MMA~RY:~+OR~~:. R©GRAMS:~:~:~:~:~:~:~:~:~:::~:=:~:~:~:~:~ :~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~:~ :~:~:~:~:~:~:~:~:~:~:~:~:~~=:~=:::::~:~:::::: :~:~::=:~~~:~~~:~:~~~~:=::=:~:~:~:~:~:~~~~~~~ ::~~~~:~:~~~:::::: :::::::::::::::::::::::::: :::::::::::::::::::::::::::::::: ::::::::::::::::::::::::::::::::::::::::::: PAVEMENT MANAGEMENT 750,000 750,000 750,000 750,000 750,000 CURB, GUTTER AND SIDEWALK REPAIRS 750,000 750,000 750,000 750,000 750,000 RANCHO RINCONADA STREET STUDY 100,000 ROUTE 85 SOUNDWALL REPAIRS 30,000 PAVEMENT MANAGEMENT -Prop . 1B 890,000 PAVEMENT MANAGEMENT -Prop . 42 530,000 TOTAL ---- 3,050,000 1,500,000 1,500,000 1,500,000 1,500,000 :: ....................................... .............................................................. .............................................................. .............................................................. .......................................FI~f~ .~(F..~R.PR~+G.(~A1VI :~:~:~:::~:~:::~:~:~:~::::~:~:~:. ................................................................................................ ................................................................................................ ................................................................................................ •:~:•:08;~09:•F.D:•:~:~:•:~:~:~:~:~:~09-:iD~:FQ~:~:~:~:~:•:~:~:~:~:10=11~: FL}:~:~:~:~:~:~:~:~:•:~}y~}2:~ FD:~:~:~:~:~:~:•:~:~:~:1:~-:1:3~:FD u~ .ROai~~ii~i~Q~:~:~:~ ...................... ...................... ...................... :CIfRRENT~DOLI:AR&:. PAVEMENT MANAGEMENT 9450 Annual City funding of $750,000 (maintenance of effort). Actual PMS backlog is $1,540,000. Additional Grant Funding will be sought on an annual basis for the short fall in the backlog. Project Cost 750,000 GF 750,000 GF 750,000 GF 750,000 GF 750,000 GF CURB, GUTTER AND SIDEWALK REPAIRS 9451 These funds are for the repair of wrb, gutter and sidewalks when they meet repair criteria. This may indude accessibility upgrades. Project Cost 750,000 GT 750,000 GT 750,000 GT 750,000 GT 750,000 GT RANCHO RINCONADA STREET STUDY VTA Local Streets and County Roads money for the neighborhood street dreulation study, funded by VTA. Project Cost 100,000 TG ROUTE 85 SOUNDWALL REPAIRS To install an unfinished sedion of existing soundwall which is the only residential soundwall gap in Rte. 85 in Cupertino, the wall will shield residents at the at the end of Elderwood Ct. Citys request for outside funding has not been successful to date. Project Cost 30,000 GT PAVEMENT MANAGEMENT - PROP. 1 B Currently allocated funds from local transportation facilities maintenance and improvement Propositan 1 B will be used for pavement maintenance projeds in the Pavement Management Program. Project Cost 890,000 TG ~. 0 0 STREETS , ' , , > ' FIVE YEAR PROGRAM ' 08-~Q9 FD: 09-10 ED 101~:`FD: 11'-1.2 FD'' ' 12-i~ F.D uN~RO~wan~nnEo CURRENT'DOLLARS PAVEMENT MANAGEMENT -PROP. 42 Proposition 42 of gasoline sale tax allocation will be used for pavement maintenance projects in the Pavement Management Program. Project Cost 530,000 TG ~-. O RAF:~IC:~Fi~~1L~71ES::SEIIVI IVIA#~Y ::::::::.::::: ............................................................... ............................................................... :::::: ... ... :::::::::::::::::::::::::::::::::::::::::::::::: ........................... .......................... ::::::::::::::::::::::::::....::::: . ........................ YF~-R::PRQG:i2A~11::::::::::::::::::::::::::::::: ................................................................................. .................... :u~P~o~i~;Mi~~:::: ..................... ................................................................ :.:.:.:.:.:.:.....•.........:...:......:....:.:..:.:.......:.:.:.:..:.:.:.:.:..:.:..:..:.;...:.;.:..:.:. ... ..:.: ........................... ..:.:.:..:.:.:.:.: ~~~~Q8-09 :~::~::~ ~ ~ ................................................................................ ~:~::~ ~:~•~ ~~~0~10 ::::::::::::::•:::•:•:•::: _ :1~:::::::~:::~:~:~:~::~::11-1 :: .......10.1...................... 2 .:~::::~:~::~:~::~:~:~:~:~12=13 ..................... R . . OUR . EfiiT:DOIrLAF2S MMAR1f:~~E~~I~NDIM~ :S :.: R ..E ::~::::~:~:~:~:~::~ ~U OU~S ........... ............................................................... ~:~:~: ... ... ~:::~::::::::~ :::::::::::::::::::::::::::::: ........................... .......................... ::::::::::::::::::::::~:~:::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::: ................................................................................ ................................................................................. ::::::::::::::::::::::::::::::::::::::::: ..................... ..................... GF=GENERAL FUND 173,000 50,000 RC=RECREATION FUND GT=GAS TAX EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND 394,000 PG=PARK GRANT DV=DEVELOPER CONTRIBUTION 200,000 STREETS TOTAL 767,000 50,000 0 0 0 OM=OPERATING MAINTENANCE O N .:A..1:~:: . FDIC .F . C LEl'1~ .~:: 'BRA ~ ~::~ :::~:~::~:::~:~:~::::~:~::~::~::~:•:~:::~::~:~::~:~::~::~:~:::::•:~::~:~::~::~::~:~:~:~:~::~:~::~:~: :::~:~: F~YE: YE1~R #SRO!CRA1Vl::::~:~:~::~:~::::~::~::: ~~ ::~• ::::::::::::::::::::Q ~ •: :•' ~:::: :::::~ ~ ' :F :~:~:~:~:~:~:::08;09...4............& ..0.. p ..~::~::~::::10°1 ~~: F4:~:~:::~::....... 2 ..D............2..3 . W i~i~o~ii~;MME~~::: .CL- . Rk~l . pgX,tARS:= SAFE ROUTES TO SCHOOL -GARDEN GATE 8 SIGNAL UPGRADE AT STEELING/GREENLEAF 9549 Install sidewalks where gaps exist on Stetting Rd., Greenleaf Dr. and on Ann Arbor Ave. to provide a safe route to Garden School. Also includes traffic signal upgrade at StellinglGreenleaf. This is a Grant project yet to be funded. City Share of Project Cost 48,000 GF Grant Share of Project Cost 394,000 TG Total Project Cost 442,000 COUNTDOWN PED HEADS 9547 This project is for the re-tamping of existing pact traffic signal units with LED countdown units throughout the City. The Countdown feature advises pedestrian time provided and/or remaining to cross the street. Currently 5 intersections have been completed. 50 intersections remain to be completed. These funds will complete 20 intersections over 2 years. Cost 50,000 GF 50,000 GF DeANZA BLVD./McCLELLAN SIGNAL MODS. This project would involve relocating two 55' mast arms and poles from the near side to the far side of the intersection, and related electrical, concrete and striping work. Funding from adjacent developments. Project Cost 200,000 DV VARIOUS TRAFFIC SIGNAL/INTERSECTION MODS. This project would involve minor upgrades to various traffic sgnals Citywide. This project would also upgrade 4 existing lighted crosswalks Project Cost 75,000 GF ,..r O W :: F~VE:1rEAF~. PI~QGRAM', ..:. t1NPROGRAMMED SfiC~iRM DRAtN SUMMARY :. , ,,, .:' 98 Q9 ;>: :; 09-10. 10-1'i 11-'I~ 12-13 CURRENT DOLLARS. ,. SUMMARY OF FUNDING SfJURCES ;;< " , - GF=GENERAL FUND RC=RECREATION FUND GT=GAS TAX EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION STREETS TOTAL ARY O~-PKO.C,RAMS>. MINOR STORM DRAIN IMPROVEMENTS MONTA VISTA STORM DRAINAGE SYSTEM MASTER STROM DRAIN PLAN UPDATE BOLLINGER BIKE LANES/CALABAZAS CR. BRIDGE TOTAL ARY OF OPERATIN'Car !MAIN OM=OPERATING MAINTENANCE 130,000 1,000,000 75,000 75,000 1,130,000 75,000 75,000 75,000 75,000 75,000 800,000 30,000 225,000 0 1,130,000 75,000 75,000 75,000 75,000 ~~ 75,000 75,000 75,000 1 0 ...................................................................................... .............F1YE .Y~R~:PR~~:RAMS:~:::~:::~::~:~::~:~:~::::::~:: :::::::fl ._ ..:: fl F ~~~~ .:~:~:~:~:~:.....8 ..8 .. P...=:~:~:~:~:~:~:~:OJ-1fi1:~F~}:~:~:~:~:~:~:~:~:~:~1Q:11:: FD:~:~:~:~:~:~:~:~:~:~ #1~'#2:FD :~:~:~:~:~:~:~:~:~:~1213:~fQ ISNPFtCiGF~AMIv1~D~:~:::: ................... ~:[iRR~MT:DQkLRRS:~: MINOR STORM DRAIN IMPROVEMENTS 9612 Funding for emergency drainage repairs as needed in various locations Project Cost 75,000 SD 75,000 SD 75,000 SD 75,000 SD 75,000 SD MONTA VISTA STORM DRAINAGE SYST. 9620 Installation of stone drelnaga system in Monte Vista Area. Lines to be installed on Orange Avenue and Byme Avenue. Des(gn and Construction 800,000 SD MASTER STORM DRAIN PLAN UPDATE The Master Storm Drain Plan was last updated in 1993, this update would evaluate the existing system and make recommendatana, inducting fee updates. Cost 30,000 SD BOLLINGER BIKE LANES/CALABAZAS CR. BRIDGE 9443 Citys share to widen bridge for bicyde lanes over Calabazas Cr. at Bollinger Rd. in partnership with Santa Clara Valley Water District. Project is being managed by SCVWD. 130,000 GT 95,000 SD ' Total Project Cost 225,000 0 ...................•.•.•.~.~.~.~.•.•.•.•.•.•.~.~.~.~.•.•.•.•.~.~.~.~.~.•.•.•.•.•..•.•.~.• .... ..•.•.,...........•...-.Og-09...-.-.......•...• ._....-.......t19-10::::.:.:.:.:.:.:.::::::::::;:::;::141-9.t::::::::::::::::::::;:;::::::::::~1=12.:::::::::::::::::::::::::::::::.1.~-13 Li[1RFFEfVT:D~I:LAf~S ... GF=GENERAL FUND 1,926,000 200,000 RC=RECREATION FUND GT=GAS TAX 600,000 EI=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT SC=STEVENS CREEK FUND TG=TRANSPORTATION GRANT FUND 3,430,000 PG=PARK GRANT DV=DEVELOPER CONTRIBUTION SP=SALE OF PROPERTY MEDIANS AND OVERPASSES TOTAL 5,956,000 200,000 r t~!k#~~I~ :.:. aumm~. ~rc.x. u . ...K~.7 STEVENS CREEK CORRIDOR PARK (PHASE 1) 1,810,000 MARY AVE. BICYCLE FOOTBRIDGE 4,146,000 STEVENS CREEK CORRIDOR PARK (PHASE II) 200,000 TOTAL 5,956,000 200,000 5 ~ M . .. ~ .~: • .~: ~ ~ .:.. •... R~4TII~ :~ ~ .~ :..: ~ . IV~A RY` F © f-E . ~ .. Cx ~1AAIN OM=OPERATING MAINTENANCE 0 ..... J~~, r~Oa~~C F.7 .......•.•.•.•........~ ................•...•.•.•............................................~~V.~.Y~AR. ~.ItV~1T-fi~:~:~:~:~:~:~:~:~:-:~:~:~:~:~:~:~:~:~:~:~ l1NPR©GRRMMED:~:~:~" :::.;:~:~ ::::::::.:::.:::.:::::::.::::::::•:~:•.~:~:•:~:~:•:~:•:•:•:•:•:•:•::~:•:~:•:~:~:~..:.:.:.:.:.:.:.:.:.:.:.:.:.:....:.:.:.:.:.: ..........OJ-1i3:~FC:~:~:~:~:~:~:~:~:~:~:1:0~:1:1~: Ffl:~:~:~:~:~:~:~:~:~:~:1:1=#2~:~~D:~:~:~:~:~:~:~:~:~:~:~12=1S:~:FD: CLIR: N::.. ..~ .•. .................................... RE T QOLtARS . ................................................................................................... STEVENS CREEK CORRIDOR PARK - PHASE 19112 Restoration of 2,100 L.F. of Stevens Creek in Blackberry Fann, reduced picnic area from 4,000 to 800, install mul8use trail from McClellan Ranch to Blackbeny Farms, reconstruct park amenities and golf course maintenance facilf8es. Cost ~ 1,810,000 GF AVE. BICYCLE FOOTBRIDGE 9449 To complete the Mary Ave. Bicycle Footbridge Project. 3,430,000 TG 600,000 GT 116,000 GF Cost 4,146,000 CREEK CORRIDOR PARK PHASE II Preliminary project development for trail from Blackberry Farm to Stevens Creek Boulevard. COSt 200,000 GF 0 v UNFUNDED PR±~JECI"5 '` ,, FIVE YEAR PR(~~~tAM ,. ;, >. __ DS-09 FD D9-10 F~ 1D=1f F~'. 1:1=1Z FD' 1~-13 FD 'ARKS Rinconada Park Construction Creek Corridor Park (Phase 2) 2,000,000 3,500,000 (BUILDINGS (City Hall Remodel with Seismic/ADA Fire Code Upgrades (Essential Building) 3,000,000 RAFFIC FACILITIES Park Sidewalk Enhancements on SCB n Enhancement on Overpasses TORM DRAINAGE ubblMcClellan Storm Sewer Upgrade 750,000 150,000 350, 000 2,000,000 0 TOTAL BUDGET Proposed Five Year Capital Improvement Program Current Carryover New Total Fund Description 2007-08 2008-09 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 9100 Parks 580-9121 Memorial Park Softball Field Renovation 230,000 20,000 250,000 420-9122 Sterling Barnhart Park Acquisition 1,514,000 580-9123 Library Field Renovation 100,000 420-9124 McClellan Ranch Facility Improvements 717,000 420-9125 Stocklmeir Property Preservation 16,000 420-9126 Sterling Barnhart Park Design & Construction 50,000 650,000 700,000 420-9127 Lawrence & Mitty Park (Saratoga Creek) 975,000 (810,000) 165,000 1,700,000 420-9129 Stocklmeir Orchard Rehabilitation 28,000 24,000 24,000 New Projects 580-91 xx Park Tennis Court Resurfacing 225,000 225,000 420-91xx Wilson Park Irrigation System Renovation 150,000 150,000 Total 2,375,000 1,255,000 259,000 1,514,000 1,700,000 0 0 0 9200 Buildings 420-9229 City Hall Emergency Power/Electrical System 40,000 370,000 30,000 400,000 420-9236 Sports Center Tennis Court Lighting 250,000 420-9234 Monta Vista Park Building Replace HVAC System 136,000 420-9235 Service Center Security Gate 50,000 420-9239 Library Book Drop Modifications 60,000 20,000 20,000 420-9240 Library Stair and Seatwall Modifications 29,500 420-9237 Quinlan Center Fountain Replacement 280,000 420-9231 Sports Center Upgrade and Pool Demolition 500,000 420-9243 Community Development Office Reconfiguration 50,000 New Projects 420-9241 Community Hall Fountain 25,000 400,000 400,000 420-92xx Community Hall Lighting Upgrade 25,000 25,000 420-92xx City Hall Office Improvements 50,000 50,000 580-92xx Monta Vista Community Bldg Re-roof 405,000 405,000 420-92xx Service Center Pre-Engineered Steel Building 100,000 100,000 Total 1,420,500 370,000 1,030,000 1,400,000 0 0 0 0 9400 Streets 270-9450 Pavement Management 2,450,000 750,000 750,000 750,000 750,000 750,000 750,000 270-9450 Pavement Management - STP Portion 372,000 270-9451 Curb, Gutter and Sidewalk Repairs 750,000 750,000 750,000 750,000 750,000 750,000 750,000 270-9452 Rancho Rinconada Street Study 100,000 100,000 New Projects 270-945x Route 85 Soundwall Repairs 30,000 30,000 270-945x Pavement Management -Prop 1 B 890,000 890,000 270-945x Pavement Management -Prop 42 530,000 530,000 o Total 3,572,000 0 3,050,000 3,050,000 1,500,000 1,500,000 1,500,000 1,500,000 Finance Reference Sheet TOTAL BUDGET Proposed Five Year Capital Improvement Program Current Carryover New Total Fund Description 2007-08 2008-09 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 9500 Traffic Facilities 270-9435 Neighborhood Traffic Calming Measures 50,000 420-9545 T/S Upgrade Stelling/Greenleaf 50,000 420-9549 Safe Routes to School-Garden Gate 442,000 442,000 420-9547 Countdown Ped Heads 15,500 50,000 50,000 50,000 420-9551 Lawrence Expwy./Mitty Xing (Cupertino Share) 75,000 420-9555 SVITS Extensions (FO Cable & Boxes) 50,000 420-9557 DeAnza/McClellan/Pacifica Signal Modification 200,000 200,000 420-9558 Various Traffic Signal/Intersection Modifications 75,000 75,000 Total 240,500 717,000 50,000 767,000 50,000 0 0 0 9600 Storm Drainage 210-9612 Minor Storm Drain Improvements 118,000 75,000 75,000 75,000 75,000 75,000 75,000 215-9620 Monta Vista Storm Drainage Syst. 134,000 800,000 800,000 210-9612 Master Storm Drain Plan Update 30,000 30,000 270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge 50,000 200,000 25,000 225,000 Total 302,000 1,030,000 100,000 1,130,000 75,000 75,000 75,000 75,000 Major Projects 428-9449 Mary Avenue Bicycle Footbridge 9,776,500 4,146,000 4,146,000 427-9112 Stevens Creek Corridor Park (Phase I) 11,730,000 1,810,000 1,810,000 New Projects 427-9112 Stevens Creek Corridor Park (Phase II) 200,000 Total 21,506,500 5,956,000 0 5,956,000 0 200,000 0 0 Total Capital Improvement Program 29,416,500 9,328,000 4,489,000 13,817,000 3,325,000 1,775,000 1,575,000 1,575,000 0 Finance Reference Sheet GENERAL FUND PORTION Proposed Five Year Capital Improvement Program Current Carryover New Total Fund Description 2007-08 2008-09 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 9100 Parks 420-9122 Sterling Barnhart Park Acquisition 420-9124 McClellan Ranch Facility Improvements 420-9125 Stocklmeir Property Preservation 420-9126 Sterling Barnhart Park Design & Construction 420-9127 Lawrence & Mitty Park (Saratoga Creek) 420-9129 Stocklmeir Orchard Rehabilitation New Projects 420-91xx Wilson Park Irrigation System Renovation Total 9200 Buildings 420-9229 City Hall Emergency Power/Electrical System 420-9236 Sports Center Tennis Court Lighting 420-9234 Monta Vista Park Building Replace HVAC System 420-9235 Service Center Security Gate 420-9239 Library Book Drop Modifications 420-9240 Library Stair and Seatwall Modifications 420-9237 Quinlan Center Fountain Replacement 420-9231 Sports Center Upgrade and Pool Demolition 420-9243 Community Development Office Reconfiguration New Projects 420-9241 Community Hall Fountain 420-92xx Community Hall Lighting Upgrade 420-92xx City Hall Office Improvements 420-92xx Service Center Pre-Engineered Steel Building Total 9400 Streets 270-9450 Pavement Management 270-9450 Pavement Management-STP Portion Total ~. 1,514,000 431,085 16,000 50,000 650,000 700,000 975,000 (810,000) 165,000 28,000 24,000 24,000 150,000 150,000 1,989,085 1,025,000 14,000 1,039,000 0 0 0 0 40,000 370,000 30,000 400,000 250,000 136,000 50,000 40,000 20,000 20,000 29, 500 280,000 500,000 50,000 25,000 400,000 400,000 25,000 25,000 50,000 50,000 100,000 100,000 1,400,500 370,000 625,000 995,000 0 0 0 0 2,450,000 750,000 750,000 750,000 750,000 750,000 750,000 42,000 2,492,000 0 750,000 750,000 750,000 750,000 750,000 750,000 Finance Reference Sheet GENERAL FUND PORTION Proposed Five Year Capital Improvement Program Current Carryover New Total Fund Description 2007-08 2008-09 2008-09 2008-09 2009-10 2010-11 2011-12 2012-1. 9500 Traffic Facilities 420-9545 T/S Upgrade Stelling/Greenleaf 420-9549 Safe Routes to School-Garden Gate 420-9547 Countdown Ped Heads 420-9551 Lawrence Expwy./Mitty Xing (Cupertino Share) 420-9555 SVITS Extensions (FO Cable & Boxes) 420-9558 Various Traffic Signal/Intersection Modifications Total Major Projects 428-9449 Mary Avenue Bicycle Footbridge 427-9112 Stevens Creek Corridor Park (Phase I) New Projects 427-9112 Stevens Creek Corridor Park (Phase II) Total 5,000 48,000 48,000 15,500 50,000 50,000 50,000 75,000 50,000 75,000 75,000 145,500 123,000 50,000 173,000 50,000 0 0 0 2,478,307 116,000 116,000 6,111,567 1,810,000 1,810,000 200,000 8,589,874 1,926,000 0 1,926,000 0 200,000 0 0 Total Capital Improvement Program 14,616,959 3,444,000 1,439,000 4,883,000 800,000 950,000 750,000 750,000 General Fund Portion N Finance Reference Sheet REVENUE Proposed Five Year Capital Improvement Program Current Carryover New Total Fund Description Funding Source 2007-08 2008-09 2008-09 2008-09 2009-10 2010-11 2011-12 2012-13 9100 Parks 420-9124 McClellan Ranch Facility Improvements 580-9121 Memorial Park Softball Field Renovation 420-9127 Lawrence & Mitty Park (Saratoga Creek) 580-9123 Library Field Renovation 580-91xx Park Tennis Court Resurfacing Total 9200 Buildings 420-9239 Library Book Drop Modifications 580-92xx Monta Vista Community Bldg Re-roof Total 9400 Streets 270-9450 Pavement Management-STP Portion 270-9451 Curb, Gutter and Sidewalk Repairs 270-9452 Rancho Rinconada Street Study New Projects 270-945x Route 85 Soundwall Repairs 270-945x Pavement Management 270-945x Pavement Management Total Land & Water, Rivers Pkwy, Park Bond, 4H Recreation Park Dedication Recreation Recreation County Recreation Safe, Accountable, Flexible, Efficient Transp Equity Act, A Legacy for Users (SAFETEA-LU) Gas Tax VTA Local Streets & County Roads Gas Tax Prop 1 B Prop 42 9500 Traffic Facilities 270-9435 Neighborhood Traffic Calming Measures Gas Tax 420-9545 T/S Upgrade Stelling/Greenleaf SR2S 420-9549 Safe Routes to School-Garden Gate SR2S 420-9557 DeAnza/McClellan/Pacifica Signal Modification Developer Total 9600 Storm Drainage 210-9612 Minor Storm Drain Improvements 215-9620 Monta Vista Storm Drainage Syst. 210-9612 Master Storm Drain Plan Update 270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge Total Storm Drain Account Storm Drain Account Storm Drain Account Storm Drain Account & Gas Tax ~-. w 285,915 230,000 20,000 250,000 1,700,000 100,000 225,000 225,000 385,915 230,000 245,000 475,000 1,700,000 0 0 0 20,000 405,000 405,000 20,000 0 405,000 405,000 0 0 0 0 330,000 750,000 750,000 750,000 750,000 750,000 750,000 750,000 100,000 100,000 30,000 30,000 890,000 890,000 530,000 530.000 1,080,000 0 2,300,000 2,300,000 750,000 750,000 750,000 750,000 50,000 45,000 394,000 394,000 200,000 200,000 95,000 594,000 0 594,000 0 0 0 0 118,000 75,000 75,000 75,000 75,000 75,000 75,000 134,000 800,000 800,000 30,000 30,000 50,000 200,000 25,000 225 000 302,000 1,030,000 100,000 1,130,000 75,000 75,000 75,000 75,000 Finance Reference Sheet REVENUE Proposed Five Year Capital Improvement Program Current Carryover New Total Fund Description Funding Source 2007-08 2008-09 2008-09 2008-09 2009-10 2010-11 2011-12 2012-1: Major Projects 427-9112 Stevens Creek Corridor Park Urban Park Act, Land&Water Conservation, 4,248,433 Roberti-Z'Berg-Hams, SCVWD FACHE Settlement, Dept. of Water Resources, SCVWD Collaborative 427-9112 Stevens Creek Corridor Park Recreation 680,000 427-9112 Stevens Creek Corridor Park Park Dedication 200,000 427-9112 Stevens Creek Corridor Park Green Projects Fund 490,000 428-9449 Mary Avenue Bicycle Footbridge VTA Measure B/TFCA/TDA 6,111,000 428-9449 Mary Avenue Bicycle Footbridge City of Sunnyvale (General Fund &TDA) 110,000 80,000 80,000 428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BTA - 2003/2004 600,000 428-9449 Mary Avenue Bicycle Footbridge TDA (Non BEP)2004-05:$65k;2005-06:$38k 103,000 428-9449 Mary Avenue Bicycle Footbridge Caltrans 304/BTA - 2005/2006 300,000 428-9449 Mary Avenue Bicycle Footbridge TDA 06/07 42,193 428-9449 Mary Avenue Bicycle Footbridge TDA 07/08 32,000 428-9449 Mary Avenue Bicycle Footbridge VTA Measure B Augmentation 3,350,000 3,350,000 428-9449 Mary Avenue Bicycle Footbridge Gas Tax Allocation 600,000 600,000 Total 12,916,626 4,030,000 0 4,030,000 0 0 0 0 TOTAL OUTSIDE REVENUE SHARE 14,799,541 5,884,000 3,050,000 8,934,000 2,525,000 825,000 825,000 825,000 .-. Finance Reference Sheet