CC 10-03-03CITY OF
CUPEP TINO
City Hall
10300 Torre Avenue
Cupertino, CA 95014
Tel: (408) 777-3212
FAX: (408) 777-3366
davek~cupertino.org
OFFICE OF THE CITY MANAGER
September 29, 2003
TO:
FROM:
SUBJECT:
The Hon. Mayor and Members of the City Council
City Manager
Goals Update and City Manager Evaluation
This will confirm our session as follows:
Friday, October 3, 2003
Blackberry Farm Retreat Center
1:00 p.m.
The following documents are attached for your review prior to the meeting:
1. Agenda
2. Performance appraisal form
3. Thoughts on evaluating your appointed official
4. Goals update
5. Annual Report
DWK:lml
Printed on Recycled Paper
CITY OF
CUPER TINO
AGENDA
CUPERTINO CITY COUNCIL
Regular Adjourned Meeting
Blackberry Farm Retreat Center, 21975 San Femando Ave.
Friday, October 3, 2003
1:00 p.m.
ROLL CALL
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the council on any matter
not on the agenda. Speakers are limited to three (3) minutes. In most cases, State law will
prohibit the council from making any decisions with respect to a matter not listed on the agenda.
1. Status of City Council goals.
CLOSED SESSION
2. Closed session regarding performance evaluation pursuant to Government Code Section
54957 regarding evaluation of the City Manager.
ADJOURNMENT
CITY OF CUPERTINO
CITY MANAGER PERFORMANCE APPRAISAL
Appraisal Period:
Rate the City Manager's performance on a 1 to 10 basis (10 being excellent) in the following areas:
1. MANAGEMENT SKILLS
a) Goals Achievement: The Manager should effectively implement Council policy by
accomplishing the annual Council Goals.
Rating:
Comments:
b) Budget and Finance: The City Manager should prudently manage the finances of the City
within Council policies, prepare realistic budget proposals, keep the Council informed of the
City's present and anticipated financial status and find innovative solutions to financing City
services.
Rating:
Comments:
c) Community Relations: The City Manager should represent the City well to the public and
to other organizations and agencies, gain the trust and confidence of the public, be sensitive to
individual and community needs, and foster contact and cooperation among citizens and
community organizations. There should be timely response to citizen inquiries and complaints.
Rating:
Comments:
d) Personnel Management: The Manager should develop the competency and capabilities of
the City staff, ensure capable and competent people are selected to fill City positions and foster
the personal and professional development of replacements for known staff vacancies.
Rating:
Comments:
e) Operational Management: The Manager should plan, organize and supervise the ongoing
programs and services.
Rating:
Comments:
f) Overall Performance: Taking into consideration all of the above management dimensions,
please rate the Manager's overall performance for the appraisal period.
Rating:
Comments:
II. PERSONAL SKILLS
a) Communication: The written and oral communications fi.om the Manager should be
effective, clear, concise and understandable.
Rating:
Comments:
b) Council Relations: The Manager should maintain effective communications and working
relationships with the Council as a whole and individual Councilmembers. The Manager
should inform Councilmembers of city activities.
Rating:
Comments:
c) Initiative and Innovation: The Manager should continually examine current methods and
operations looking for new ways to achieve improvements and efficiencies. The Manager
should encourage the City staff to be creative, to take hsks in trying new ideas.
Rating:
Comments:
d) Judgment: The Manager should have well thought out reasons for recommendations and
decisions. The pros and cons should be reviewed and advice solicited when appropriate.
Rating:
Comments:
c) Planning: The Manager should anticipate the changing needs of the community and
organization, identify potential problems in the community before they occur and bring
solutions and alternatives to the Council on how to plan for the future and avoid problems.
Rating:
Comments:
f) Follow-Up: The Manager should carry out actions and activities in accordance with
assigned Council direction. This should be accomplished in a timely fashion with a minimal
amount of prompting from the Council.
Rating:
Comments:
g) Plan for Personal/Professional Development: The Council and Manager should agree on
any skills to be improved, knowledge to be acquired or other things to be done to help in the
continued development of the Manager. The Manager should maintain a healthy balance
between the job and his personal/family life.
Rating:
Comments:
Date:
Mayor City Manager
October 13, 1997
Presentation To Personnel and Employee Relations Department
of the League of California Cities
IEvaluating Your Appointed Official
In a former career, I did some work for the Air Force Inspector General. We used to joke in the
business that all evaluations begin with two great lies. The leader of the evaluation group says
"We're here to help" and the leader of the group being evaluated says "We're glad you're here".
Why does everyone's stomach muscles tighten up whenever we hear the word evaluation. After
all, it is a fairly simple process - comparing performance against a standard. Let me suggest six
complicating factors which discourage Councils from evaluating appointed officials:
The single biggest problem in performing evaluations is the lack of a standard against
which to measure performance. Without describing ahead of time the goals and
objectives for the appointed official, there is no standard against which to measure
performance. If you haven't decided where you are going, it's very hard to tell when you
get there. Most people want desperately to please, but if you don't know what will please,
it is easy to become frustrated.
This problem is compounded when you consider that the appointed official works for 5,
7, 9, or even 11 different individuals with different ideas about what the appointed
official should be doing. In fact, it is not always clear what government should be doing
at all. In fact, when it becomes clear to you what government should be doing, you
become one of "them", and change is just around the comer. Success moving in one
direction always generates pressure to move in the other direction. It tums out Hagel was
right. In Boulder, the community worded about sprawl (building at the edges of the
community) and systematically set out to avoid it. The cormnurfity was extremely
successful in not building at the edges but rather in-filling within the existing service
area. This is much more efficient and avoids the problems of air pollution and costs
associated with extending water and sewer lines, roads, etc. In-fill also reduces police
and fire costs.
However, successfully in-filling generated problems of noise, traffic, and density which,
while more desirable than the problems of sprawl, were a source of great dissatisfaction.
People tend not to compare the problems they have to the problems they avoided but
rather the problems they have against perfection.
MGRI22 A:LMISC~LEAGUE.pRE
Accurately perceiving the appointed official's performance is complicated by the fact
Council Members, who have lives, only see small patches of performance and, more
often than not, small patches of only a few of the areas in ~vhich the appointed official
works. Indeed, many Council Members and not a few Managers have only a vague
notion of what the Manager's job entails. That is, until something goes wrong. And
besides the appointed official and the Council, there is a third player - the public. Hard as
it may be to believe, not everybody out there likes government. As a result, when
Council sides with or compliments the Manager, it runs the risk of estranging a number
of its constituents. "I don't like government, so if you think the Manager is doing a good
job, you must be part of the problem." Or, the public may decide that the Manager is
leading the Council around by the nose.
This problem is compounded by the fact that performance is tied to compensation. The
simplest way to deal with this problem is to separate the evaluation process from the
compensation process.
The public nature of the process complicates the evaluation process. Council usually
needs to discuss specific issues (very often land use issues). And while individually, each
Council Member knows what he or she wants, unless there is a group discussion there is
no agreement as to the goals and objectives which the appointed official is expected to
meet. If the Council as a group doesn't know what should be expected of the Manager,
there is not much chance the Manager will.
Even when the Council is clear about what it wants, there is always a gap between
Council's desire and the policies in place. Remember Hagel? Let me give an exarnple.
A historic building is demolished. This leads, of course, to public outrage. Council
responds by implementing a tough new preservation ordinance. This works well for a
wb2!e, but eventually someone is harmed or seriously inconvenienced by the process, and
when this happens a few times, you guessed it, public outrage. Council responds to the
public Outrage by weakening the preservation ordinance which eventually leads to the
destruction of a historic building. So what happens is that the public opinion of what
should be, and Council desire to accommodate this public opinion is always just ahead of
where the existing policies direct the staff to go. In the final analysis, the only good laws
are those which apply to other people.
Every job requires a peculiar set of skills and experience. Every person possesses a peculiar set
of skills and experiences. In this business, happiness is a good match between the skills and
experience of the appointed official and the job. Endurance occurs when there is a slow rate of
change in the job requirements or a fast rate of change in the appointed official's ability to adapt.
The mechanics of the evaluation process usually involve some sort of evaluation instrument,
coupled with a process. The process can involve a self-evaluation, interviews and surveys with
Council, staff, or the public, an evaluation committee, a face-[o-face encounter with the
MGR122 A:XMISC~LEAGUE.PRE 2
appointed official, or the use of an outsider to mediate the process. Most of the instruments test
some common skills: planing, organizing, budget/financial management, program development
and follow through, relationship with Council, staff, public, and the media; communication; staff
development; performance under pressure. There are lots of good evaluation instruments out
there. Ask your reference library to get you some good examples.
IfI were going to evaluate a Manager, I would ask: Can I trust the Manager? Can I trust the data
he/she provides? Does he or she do what he or she says? If you don't get a positive answer to
these questions, you need go no further. Initiate the termination process immediately. Integrity
is the bedrock of all effective government. Without it, there can be no effective government.
Does the Manager provide me with lots of exciting surprises? Do I get enough good information
to make the decisions I am called upon to make? The Manager may not be able to make your
decisions easy but he or she should be making the issues, the criteria, and the consequences clear.
Are there recurrent, persistent problems over which the Manager should have control? Are
Council programs and directions being carried out? Is the CIP getting done? Does everyone in
the organization know exactly how what he or she does fits into the organization's overall goals
and objectives. Does the staff work well together? How are employee relations? How does the
public feel about the organization? Are finances being managed properly? How many citizen
complaints/compliments are you getting? How does the community look? How about the
government offices? What's it like to call the municipal office?
A regular, frank discussion of performance, preceded by a rigorous process of identifying
specific expectations is crucial for an effective municipal government. A good evaluation
process will energize performance, recognize and reinforce positive accomplishments, identify
and allow the organization to learn from setbacks and crises preventing them in the future,
strengthen the working relationship among the players, clarify feelings about performance,
establish goals for the upcoming year, and develop an environment which supports
accomplishing goals and improving performance. You owe it to yourselves and to your
appointed officials to go through this process at least annually.
MGR 122 A:~4ISOLEAGUE.PRE 3
(D
(D
~0
~0
t::
Annual Report
City of Cupertino
Fiscal Year 2002-03
Table of Contents
Introduction .............................................................................................. 4
State Budget Crisis ...................................................................................................................... 4
Capital Project Financing ............................................................................................................ 4
Corridor Master Planning ........................................................................................................... 4
Building Community .................................................................................................................. 5
Communications ......................................................................................................................... 5
Santa Clara Valley Water District (SCVWD) Collaborative ...................................................... 5
Commissions ............................................................................................................................... 6
Customer Service ........................................................................................................................ 6
Community Development Block Grants ..................................................................................... 7
Accolades .................................................................................................................................... 7
Conclusion .................................................................................................................................. 7
Parks and Recreation Department ............................................................ 8
Senior Center .............................................................................................................................. 8
Activities ................................................................................................................................. 8
Services ................................................................................................................................... 8
Volunteers ............................................................................................................................... 9
Facility Use ............................................................................................................................. 9
Youth/Teen Division ................................................................................................................... 9
Summer Camps ....................................................................................................................... 9
Playgrounds ............................................................................................................................. 9
After School Enrichment Program ........................................................................................ 10
Teen Programs ...................................................................................................................... 10
Preschool Programs .............................................................................................................. 10
Sports and Fitness Division ...................................................................................................... 10
Blackberry Farm ....................................................................................................................... 11
Blackberry Farm Picnic Grounds .......................................................................................... 11
Blackberry Farm Golf Course ............................................................................................... 11
McClellan Ranch Park .......................................................................................................... 11
Quinlan Community Center/Cultural Division ......................................................................... 11
Quinlan Community Center .................................................................................................. 1 I
Cultural Division ................................................................................................................... 11
Administration .......................................................................................................................... 11
Parks and Recreation Connnission ........................................................................................... 12
Teen Commission ..................................................................................................................... 12
Public Works Department ...................................................................... 14
Capital Improvement Program .................................................................................................. 14
Maintenance Achievements ...................................................................................................... 15
Community Development Department .................................................. 16
Planning Conunission ............................................................................................................... 16
Current Planning/Development Review ................................................................................... 16
Advanced Planning ................................................................................................................... 17
G:\City Mmmger\Annual Report~Annua[ Report 2002-03 v7.doc Page 2 of 41
Housing Programs ..................................................................................................................... 18
Redevelopment Program ........................................................................................................... 18
Building Division ...................................................................................................................... 18
Administrative Services ............................................................................................................ 18
Sheriff' s Department .............................................................................. 20
Criminal Activity ...................................................................................................................... 20
Traffic ....................................................................................................................................... 21
Response Times ........................................................................................................................ 21
Other Activities ......................................................................................................................... 21
Department Improvements/Programs ....................................................................................... 22
School Resource Officers ......................................................................................................... 23
Public Information Office ......................................................................25
Communications Audit Committee .......................................................................................... 25
AccessCupertino ....................................................................................................................... 25
Community Communications Survey ....................................................................................... 25
Community Meeting Hall ......................................................................................................... 25
Webcasting ................................................................................................................................ 25
Cupertino Scene ........................................................................................................................ 26
Public Access ............................................................................................................................ 26
Telecommunications Commission ............................................................................................ 26
Library .................................................................................................... 27
Library Commission ................................................................................................................. 27
Administrative Services Department ..................................................... 28
Finance ...................................................................................................................................... 28
Information Technology ........................................................................................................... 29
Human Resources ..................................................................................................................... 30
City Clerk .................................................................................................................................. 32
Fine Arts Commission .............................................................................................................. 33
Code Enforcement .................................................................................................................... 33
Public Safety Commission ........................................................................................................ 34
Emergency Preparedness .......................................................................................................... 34
Cupertino Amateur Radio Emergency Services (CARES) ....................................................... 36
Community Outreach ................................................................................................................ 37
Economic Development ............................................................................................................ 38
Treasury .................................................................................................................................... 38
City Attorney's Office ............................................................................ 39
Index .................................................................................................... 41
G:\City Manager\Annual ReporfiAnnual Report 2002-03 v7.doc Page 3 of 41
Introduction
State Budget Crisis
As with all California cities, Cupertino expended a great deal of effort this past year preparing
for the impacts of the chaotic state budget process and the inevitable resulting revenue loss. In
hard economic times, local governments experience lower revenues, but these losses are
compounded as the State balances its budget on the backs of cities, counties, schools and special
districts. In Cupertino, the largest of these cuts is to the Vehicle License Fee (VLF). When the
State had a nine billion dollar surplus, it decided to give taxpayers a break. Unfortunately, rather
than refunding any of its own revenues, the State generously gave back VLF money-city
revenue. The VLF has been dedicated exclusively to city services since its inception in 1935 and
has accounted for approximately 10% of our city's general fund.
Capital Proiect Financing
At the same time, Cupertino has embarked upon a very aggressive capital improvement program,
including a $25.5 million library and civic center project. The voters supported this project, in
part, through a 15-year extension of the utility users tax. This enabled the City to refinance
outstanding capital debt at a much lower rate of interest. The resulting savings will produce $1.4
million annually through 2015, the original sunset of our utility tax and debt obligations. The
transaction provided us the ability to fund the library and civic center.
Corridor Master Planning
Over the past several years, the residents of Cupertino acquired approximately 66 acres of land
along Stevens Creek, between Stevens Creek Boulevard and McClellan Road. This past year the
Parks and Recreation Department began developing a master plan for this land through an
unprecedented public participation process. The process included a series of focus groups, a
citywide survey, and "visioning" kits for everyone interested. These kits included maps and
templates for various uses (e.g. ball fields, parking, swimming pools, etc.). A videotape or DVD
was included showing the area and explaining the environmental and historical aspects of the
land along with its current uses. The video also explained City Council's criteria to be used in
developing a master plan for the corridor.
The visioning kits were approved for distribution in December. Requests for kits came from as
far away as Ontario, Canada, and by February, individuals, organizations, and classes (from 6th
grade to college-level) had reserved 320 kits. Three kick-off meetings were held to accommodate
the large number of participants needing initial instruction on how to use the kits. Six teclmical
support meetings were held to assist participants. One hundred and eight written and drawn
submittals were received by the April 25 deadline, several of them professional quality and all
containing creative and useful ideas Following a reception for participants, the Council and Parks
and Recreation Commission received presentations from approximately half of the participating
groups and individuals. Throughout the summer, groups continued to meet and compromise on
plans for the corridor. The Parks and Recreation Commission took public comment on elements
to be included a several meetings, and their input is being refined for Council review. The result
will be a thoroughly worked master plan in which a great many residents had a substantial role.
G:\City Manager\Annual ReportXAnnual Report 2002-03 v7.doc Page 4 of 41
Building Community
The City continues to pursue a multi-faceted initiative toward building stronger relationships
with and among Cupertino residents. Improvements have been seen at every level. Participation
in the Block Leader Program has doubled to sixty-four residents. During the year, the City
provided basic training and advanced communications and facilitation training for new and
established leaders. A block leader recognition ceremony and Fall gathering event were held to
honor leaders and provide oppommities to stay connected with and among leaders. Block leaders
are now included in the City's Mapguide program for specific neighborhood development and
programs. A comprehensive block leader binder containing program information (such as tips on
how to meet your neighbors and details on how to start a block party and form a Neighborhood
Watch group) was distributed to each leader.
Communications
While some e-government initiatives have been postponed due to budget constraints, we
continue to work to improve the quality, efficiency, and effectiveness of city communications.
The Cupertino website now has active links to City Council and Planning Commission minutes
and staff report packets, as well as links to minutes archives and current agendas. The City
Clerk's staff is continuing to scan documents into the automated records management system,
which will make all resolutions, ordinances, and minutes available to the public on demand.
Webcasting continues to increase both in number of users and quality of service. With recently
completed upgrades, this 24-hour-a-day video library of local government decision-making will
put five years of video records, with a higher quality image, at the fingertips of the 91% of our
residents with intemet access at home. Webcasting makes this information available anywhere in
the world.
City Channel staff has been working closely with the Public Works Department, architects, and
consultants on the engineering for the Community Meeting Hall. The in-house expertise and
design work done by City Channel staff last year has saved the project tens of thousands of
dollars.
Santa Clara Valley Water District (SCVWD) Collaborative
The Council's adoption of the Resolution supporting the consensus of the SCVWD Collaborative
advances the principle that local control in land use planning and permitting is the primary
responsibility of cities and that such local control includes watershed protection. Ralph Qualls
presented the Council's Resolution to the SCVWD Board of Directors at its regular meeting on
August 5, 2003 and the Board adopted its own version of the same resolution supporting the
same principles and continuing to hold the revised ordinance in abeyance.
The Board recognized Cupertino's role in initiating this Collaborative process, and all the Board
members specifically recognized and thanked Ralph Qualls for his leadership in proposing and
leading the effort over the last six months. Board member Greg Zlotnick noted that this effort is
becoming recognized nationally as a model for similar types of conflict resolution.
G:\City Manager\Annual Report~Annual Report 2002-03 v7,doc Page 5 of 4I
Commissions
A major study of the City's nine commissions was completed in June. The result is a stronger
link between City Council and commission goals, clarified roles for commissioners and staff,
better reporting on commission accomplishments, and a new Commissioners Handbook,
published in August.
Customer Service
Simplifying and streamlining service delivery to constituents continues as a priority. As part of
this on-going effort, the City has established 777-CITY as a single, easy-to-remember point of
contact. This service was reade possible with the help of Cupertino Union School District, which
gave this unused phone number to the City. Our philosophy is that it is not the resident's
responsibility to learn City organization and which phone number goes with a particular service
or office. Rather, it is the City's responsibility to receive the request and route it to the
appropriate person.
Resident concerns, questions, and complaints are further served by a new channel of
communications we have implemented. Developed last year, AccessCupertino, collects, directs,
records, and reports resident contacts and assures responsiveness to community issues. This
service not only allows city employees a more robust and seamless environment for service
requests, but AccessCupertino also allows the City to directly contact a resident, or groups of
residents, regarding issues about which they have contacted the city. AccessCupertino will also
poll customers regarding their service satisfaction and on a variety of other issues determined by
each department.
This year, the City has done more surveys than any other. The biennial community survey is the
most rigorous survey done of the entire community. The most recent survey was completed in
September 2002. This survey shows that 87 percent of Cupertino residents were either "very" or
"somewhat" satisfied with the City's overall effort to provide municipal services. Less than five
percent of Cupertino residents stated they were either "very" or "somewhat" dissatisfied with
park and recreation services offered by the City.
As it was two years ago, race and ethnic relations remain an important issue within the City of
Cupertino. The overall perception of race relations has not changed significantly with over 80
percent of Cupertino residents stating that race and ethnic relations in the City were "excellent"
or "good." The proposal to establish a network of paths and roads for walking and biking within
the City as well as the creation of a downtown area along Stevens Creek Boulevard were well
received. Over 80 percent of residents initially supported the idea of establishing the network of
trails. This level of support only dropped by about 15 percent when it was added that this
network of paths would take space away designated for automobiles. Support for a newly created
downtown area received similar levels of support with three out of every four residents
supporting the proposal.
In addition to the biennial comprehensive community wide survey, the City also conducted many
targeted surveys. A scientific parks and recreation survey also found that 80 percent of City
residents support a trail network along Stevens Creek.
G:\City Manager~Annual ReportkAnnual Report 2002-03 vT.doc Page 6 of 41
A first-ever communications survey of city residents was also conducted this past year. This
survey of six hundred residents found that the Cupertino Scene continues to be a more important
source of community information than either the Cupertino Courier or San Jose Mercury News.
The survey showed an increasing use of the City website as a source of information. Surveys on
the Heart of the City Plan, and library services were also conducted this year in order to provide
staff direct resident input on current City projects.
Community Development Block Grants
The City of Cupertino is now an entitlement community. The City will deal directly with the
Department of Housing and Urban Development, although the City will continue to coordinate
with the County. Along with some additional reporting requirements, an additional $138,000 is
expected each year, with a total allocation of $313,000.
Other significant successes in the City's efforts to support affordable housing include one of the
first approved General Plan Housing elements in the state and the completion of Vista Village,
Cupertino's multimillion dollar collaboration with the County and Cupertino Community
Services. This effort was well documented in an article in the May 2003, edition of Western City
Magazine, "Affordable Housing Isn't an Oxymoron in Cupertino Anymore."
Accolades
This past year saw continued awards, recognition, and leadership for the City and its staff. For
the second year in a row, Cupertino was designated a "Very Low-Cost City" by the Kosmont
Cost of Doing Business Survey. The City Finance Department also again received the
Government Finance Officer's Association's Awards of ExceIlence for the City's budget and
annual financial reports, confirming that City finances and reports continue to meet the highest
standards. The Community Development Department received a Helen Putnam Award for
Excellence Honorable Mention in the category of Planning and Environmental Quality for the
innovative General Plan Community Congress.
In addition to the usually high level of support for local service organizations, other staff are also
leaders in statewide organizations. Public Works Director, Ralph Qualls, joined the Board of the
League of California Cities. Public Information Officer, Rick Kitson, was President of the
California Association of Public Information Officials.
Conclusion
The excellence of our City services and organization is built on the integrity and excellence of
our staff. The economic outlook may be diminished, but the needs of the community and the
commitment of our staff has not. Even though economic storm clouds continue to hang over
Sacramento, our organization has not lost sight, nor waivered, from the priorities and high
standards set by the City Council and community.
G:\City Manager\Annual Report~Annual Repor12002-03 v7.doc Page 7 of 41
Parks and Recreation Department
There are five divisions within the Parks and Recreation Department. They include the Senior
Center, Youth and Teen Division, Fitness and Sports Division, Blackberry Farm/McClellan
Ranch, and Quinlan Community Center/Special Events. The following are highlights from last
year.
Senior Center
This area provides centralized services for people aged 50 and over, including recreational
activities, social services, educational programs and information on health insurance,
immigration, housing, and other issues of interest. The Senior Center has 2,780 members this
year. Forty-five percent of the members are between the ages of 50 to 69, fifty-one percent are
aged 70 to 89, and four percent are over 90 years of age.
Activities
The Senior Center offered 9,300 hours of prograrmning for fiscal year 2002-03 an increase from
8,000 hours last year. More than 62,000 seniors participants attended classes, socials, special
events, and trips producing $527,000 in revenue.
As of January 2003, the Senior Center offered programs and classes on Monday through
Thursday evenings. The evening programs include 12 classes and socials held over four nights.
The Gathering is a new social program where senior members meet for an evening of Ieaming
Persian culture, music, and dance. The program is conducted in Farsi and English.
During the year, the Senior Center offered six citizenship classes. Two hundred and forty
students attended the program and, from it, 40 students became U.S. citizens. Sixteen different
English as a Second Language (ESL) classes were held at the Senior Center over the fiscal year
in which 622 students participated.
The City sponsored "Safety & Health Fair Day" was held in August 2002. Over 35 vendors from
non-profit health and safety agencies participated. Free health screenings were conducted along
with information on various health and safety topics were provided. For the afternoon session,
four bilingual health lectures were conducted. Over 400 seniors participated in the fair and
seniors said the event was well organized and they obtained useful information.
The Travel Program had 90 days of seni0r travel this year, up from 79 days last year. Twenty-
two day trips and six extended tours were offered.
Services
The Case Management Program works with frail elders and their families to reduce risk of
illness, death, or institutionalization by linking them with the services they need. By April 30,
2003, the Case Manager had met and exceeded client numbers and client contact hours required
by the $19,750 grant from the Council on Aging, Silicon Valley.
The Case Manager offered two multi-session workshops for the Senior Center membership in the
past fiscal year: Writing an Ethical Will and Planning Ahead. In addition, she presented two
G:\City Manager\Annual Report~Annua[ Report 2002-03 v7.doc Page 8 of 41
informational sessions to the membership: Long Term Care Insurance and Controlling Nursing
Home Costs. The Case Manager also expanded drop-in office hours to two mornings per week.
There is Chinese translation and interpretation available every Tuesday morning.
Eleven client households continue to benefit from weekly visits by Friendly Visitor volunteers.
At least 10 isolated elders per week receive monitoring phone calls from a Friendly Visitor who
works from the Senior Center.
As of September 2002, the Case Manager began supervising two paid social work interns for the
case management program. Each intern brought an additional language to the Senior Center
staff: Chinese and Vietnamese. In addition to assisting with the case management clients, they
also covered and assisted with translation and interpretation during open office hours and
housing consultations, and provided almost weekly outreach about services to other community
agencies serving Cupertino seniors such as the West Valley Nutrition Site, Cupertino
Community Services, and the Cupertino Senior Day Program.
Volunteers
The Senior Center greatly benefited from having 235 Senior Center member volunteers. The
different assignments for volunteers are front desk, translation and interpretation, hosting,
instruction, kitchen crew, performing groups, newsletter, speciaI events, and social services.
There were over 18,000 volunteer hours logged this year, 2,000 more than last year.
A new Emergency Box Program started this year for students looking for community service
hours. Volunteer students are responsible for filling a box of emergency supplies for seniors in
the community and the case manager distributes the boxes to home bound seniors.
The volunteer translation and interpretation capabilities have expanded. The Senior Center can
now provide volunteer translators and interpreters for many guest speaker presentations and
services. In September 2002, the center began offering basic computer classes with volunteer
interpreters.
Facility Use
The Senior Center had 64 rental contracts that generated $26,825 in revenue. Additionally, the
City of Cupertino used the Senior Center 16 times for public meetings this past year.
Youth/Teen Division
Summer Camps
In addition to the six regular camp programs that are offered for youth, ages 4 to 15, a new
science camp, Adventurous Atoms, is being offered at Creekside Park for four one-week
sessions. This class is offered to preschoolers, ages 4 to $ years. Currently, there are 70 children
enrolled, very high for a first-time program.
Playgrounds
310 youth registered for the free, drop-in playground program, offered at five playground sites:
Creekside Park, Jollyman Park, Portal Park, Memorial Park, and Monta Vista Recreation Center.
G:\City Manager\Annual ReportkAnnual Report 2002-03 v7.doc Page 9 of 41
Additional free programs offered to our camp and playground participants include the annual
Country Fair, Almost Anything Goes, Talent Show, and the annual Playground Challenge.
After School Enrichment Program
The After School Earichment program offered classes in the areas of: art, music, foreign
language, science, karate, and dance. New classes offered included: chess, ceramics,
cheerleading, public speaking, debate, maimers, and comedy workshops. The total number of
participants for the year was 1,443. (There were 754 participants in the fall 2002 and 689 in
spring 2003). The total armual revenue generated for the program was $221,579.
Teen Programs
Eleven middle school dances were provided this past year serving 3,214 participants. Based on a
Teen Commission recommendation, a high school dance was offered in January and was
attended by 116 high school students. The first-ever Skate Fest was held on October 11,2002, at
Creekside Park. Approximately 45 teens enjoyed music, pizza, and of course, skate boarding.
The Teen Volunteer program continues to be successful with 40 teen volunteers already signed
up to work in our 2003 summer camp and aquatic programs. This year's volunteers were
integrated into the staff in-service training that was held during the week of June 16. In addition,
volunteers received a two-hour training session that will include policies and procedures.
Preschool Programs
The Parent-Tot program continues to grow with the addition of another class, which now
includes six classes that are all taught at the Portal Park building. This program generated
$49,662 in revenue this year. Based on past evaluations/recotmmendations from parents, the
preschool program enjoyed the addition of some new special events: ice cream social, family
barbecue, and a puppet show that was funded by the Fine Arts Commission. In addition, out-of-
town excursions were incorporated into the curriculum, which greatly enhanced the program.
The preschool program generated $205,989 and served over 150 students throughout the school
year.
Sports and Fitness Division
The Sports and Fitness Division includes the operation of the Cupertino Sports Center. This past
year, 8,000 tennis lessons were given to youth and 1,500 to adults. Last year's total lesson
revenue exceeded $761,000.
The Sports Center, including pass holder base of 800, generated over $1 million in revenue last
year.
The Summer Learn to Swim Program provided instruction to 1,650 participants last summer with
revenue of $84,500.
There were 1,500 participants on 86 teams that played adult softball generating $43,000.
G:\City Manager~Annual Repo~t~Annual Report 2002-03 v7.doc Page 10 of 41
Blackberry Farm
Blackberry Farm Picnic Grounds
More than 70,000 customers visited the Blackberry Farm Picnic Grounds during another
successful season. Over 500 reservations were taken for groups, companies, and family
gatherings. Staff catered 50 events serving 11,174 meals. One hundred and two full-season
passes and 1 O-day passes were purchased with 67% purchased by Cupertino residents. Total
revenue from picnic grounds operations was over $700,000.
Blackberry Farm Golf Course
The Blackberry Farm Golf Course enjoyed a very successful year. The maintenance of the golf
course has continued to improve with many customers expressing satisfaction. The golf course
accommodated 75,000 rounds of golf last year generating over $665,000.
McClellan Ranch Park
The Parks and Recreation Department's naturalist programs at McClellan Ranch were very well
attended. More than 3,000 elementary school children participated in the creek education
program. Nature camp and after school classes attracted over 500 participants. More than 900
visitors attended the Saturday drop-in Nature Museum for family programs, which are free. In
addition, 120 high school students participated in field studies at McClellan Ranch.
Quinlan Community Center/Cultural Division
Quinlan Community Center
There were 359 Quinlan Community Center rentals in the last fiscal year, generating $89,305.50.
The 128 rentals for Memorial Park facilities generated $6,580. Linda Vista Park was rented 66
times, generating $4,350. Twenty-six rentals for Portal Park produced $1,490 in revenue.
Cultural Division
In the last fiscal year, 447 cultural classes were offered for total revenue of $266,449.60. Of the
447 classes offered, 88 were for adults, 26 were for teens, and 333 were for youth. The total
number of participants in cultural classes was 3,441.
Administration
The following planning and analysis was done in addition to day-to-day operations:
· Completed the Stevens Creek Trail Feasibility Study, through review by the City Council
and County Board of Supervisors
· Completed the CEQA document for Study Area A of the Stevens Creek Trail. The City
Council and the Board of Supervisors also approved it.
Submitted two grant applications for Study Area A funding in partnership with the
County of San Mateo for trail construction. Construction has commenced on Study Area
A trails.
G:\City Manager\Annual Report~Annual Report 2002-03 v7,doc Page 11 of 41
Produced design kits for the Stevens Creek Corridor master plan project and distributed
320. One hundred and eight visions were received and presented to the City Council/
Parks and Recreation Commission on May 12. The master plan project is ongoing.
· Completed the programming and design for the Cupertino Sports Center remodel project.
· Obtained grant funding for the renovation work at Portal and Wilson parks. The
renovation projects are underway.
Parks and Recreation Commission
The following are the accomplishments of the Parks and Recreation Commission:
· Completed review of the Stevens Creek Trail Feasibility Study and made
recommendations to the City Council.
· Reviewed Memorial Park use policies.
Received a report from the Public Dialogue Consortium on stakeholders' visions for the
Stevens Creek Corridor. Also received a report from Godbe Research on community
attitudes regarding use of the Stevens Creek Corridor parklands. Continues to work with
the Steven Creek Corridor visionaries on refining visions for presentation to the City
Council in September.
· Took public comment on the relocation of the 4th of July fireworks from De Anza
College to Cupertino High School.
· Met with the City Manager on the role of commissions.
Teen Commission
The following are the accomplishments of the Teen Commission:
· The commission collected over 40 barrels of goods for the Canned Food Drive for
Cupertino Community Services.
· Two commissioners participated in City-made commercials promoting the Stevens Creek
Master Plan and the visioning kit. They also submitted two vision kits for Stevens Creek
Corridor Master Plan; the plans incorporated a permanent skate park, focused on
improving appeal to youth, and retained and improved trails.
· The commission held a public forum to gather input and opinions from skaters on the
Mobile Skate Park. Through this forum, it was determined that the skate park should be
parked according to the following schedule: Creekside Park Monday through Thursday
and Valley Church Friday through Sunday.
· The commission developed the annual teen job faire that was scheduled for the Quinlan
Center. Due to the economy, lack of employers, and job openings, the faire was
cancelled.
· With the assistance of the Parks and Recreation Department, the commission plarmed and
executed the first community dance for high school students at the Quinlan Community
G:\City Mmmger\Annual Report~Annual Report 2002-03 v7,doc Page 12 of 41
Center. The successful event was publicized in Monta Vista, Homestead, and Cupertino
high schools.
Other activities included: a ropes course to help current and new commissioners get
acquainted, met with the Fine Arts Commission regarding Teen Art Grants, and met with
the Teen Librarian on the library project.
G:\Ciiy Manager\Annual ReportXAnnual Report 2002-03 v7.doc Page 13 of 41
Public Works Department
The Public Works Department provides services in tlzree program areas involving:
· Engineering2: general municipal engineering of infrastructure, traffic engineering and
signal systems operations and maintenance for 55 fully actuated traffic signals,
architecture, and development review;
· Capital Improvements: design and construction of approximately $40 million of capital
projects including the Cupertino Public Library project, the Sports Center Renovation,
the Mary Avenue Pedestrian Footbridge, Four Seasons Plaza, Park renovations and other
like facilities;
· Environmental Management: the management of environmental programs including
the $1.75 million annual solid waste contract, storm water runoff permits and recycling of
waste materials.
Currently there are four managers and 11 staff professionals responsible for this entire program
and its workload.
In addition the Department operates the Municipal Service Center and provides maintenance
services through four Divisions associated with:
· Facilities: the maintenance of all City owned facilities including such major buildings as
City Hall, Library, Quinlan Center, Senior Center, along with the Cmekside, Monta Vista
and Wilson Park Rec. Centers and other minor facilities;
· Grounds: ail parks and grounds, including Memorial Park and ten neighborhood parks as
well as 52 acres of school playgrounds and related facilities;
· Streets: maintenance of all streets and facilities and equipment in the public right of way
including almost 450 lane miles of public streets, all sidewalks, curbs, gutters, signs and
markings, along with the storm drain system, over 13,000 street trees and approximately
32 acres of median and overpass landscaping;
· General Services: maintenance and installation of over 3,250 street lights, 155 pieces of
motorized or wheeled equipment, 200 power tools, the maintenance of the entire service
center yard are including storage of materials and hazardous waste and material disposal.
There are five managers and 50 field personnel responsible for this major workload and its
demands.
Capital Improvement Program
In implementing the largest and most aggressive capital improvement program ever, the Public
Works staff, working with the other departments and a team of consultants, has successfully
completed design and Phase I of the $24.3 million Civic Center and Library project including the
relocation of the existing Library, the $2.4 million Sports Center Renovation Project, and the $ 1
million City Center Park project. All three projects have been successfully bid and construction
contracts have been awarded within the adopted budget and all are under construction on
schedule.
G:\Cit~ Manager\Annual Report~Annual Report 2002-03 v7.doc Page 14 of 41
In addition to completing the feasibility study on the $6.8 million Mary Avenue Pedestrian
Footbridge, the Public Works staff has secured funding for design, a consultant contract for the
design of the bridge has been awarded, and work is underway. Staff continues to work with VTA
and Caltrans to ensure full grant funding for the project.
Aggressive management by Public Works staff on the San Tomas Aquino Trail project with the
many other agencies involved has maintained the project schedule and budget such that it was
advertised on time for construction bids in June and the project was completed and opened to the
public in March of 2003.
The following the success of the first Safe Routes to School (SRS) grant project completed in the
Monta Vista-Kennedy-Lincoln school area the staff has successfully pursued and received
approval for a second SRS grant for improvements to sidewalks, pedestrian crossings,
accessibility, loading and unloading areas at Cupertino High.
Maintenance Achievements
The most visible accomplishments by the Service Center continues to be the project for
upgrading and replacing all the City street signs with the newer, larger, more readable and
durable signs at the major street intersections and larger, more attractive signs at regular
intersections. Approximately 30% of the street signs on all city streets have been replaced with
the newer version and it is expected that over the next few years, all major streets will have been
changed over and a few years after that most residential areas will be complete.
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 15 of 41
Community Development Department
The Community Development Department is responsible for all current and advanced planning
and development related activities of the City. The current planning function reviews all
development applications. The long-range planning function prepares the City's General Plan
and plans for special planning areas such as Heart of the City and Monta Vista. The department
also performs Redevelopment Agency and Economic Development functions and prepares the
City's Community Development Block Grant Program. It also provides inspection and plan
check services for all building permits and issues those permits upon compliance with building
codes and local approvals and ordinances. Department staff provides daily front counter,
telephone, and Intemet coverage for direct business questions and general information services.
The Community Development Department also assisted other departments with development
projects including the Library, Community Room and Civic Plaza, the Sports Center, the Bicycle
and Pedestrian Guidelines, and environmental review for the trails master plans and the Capital
Improvement Program.
The Department also provides staff support for the City Council and the Planning Commission,
Design Review Committee, Housing Commission, Environmental Review Committee, and
Economic Development Committee.
Piannin~ Commission
The Planning Commission consists of five residents appointed to four-year terms by the City
Council to hear and make recommendations on all current planning and advanced planning
applications described in the following sections. The five members currently include Chairperson
Angela Chen, Vice-Chairperson Taghi Saadati, and Commissioners Chuck Corr, Mar~y Miller,
and Gilbert Wong.
Current Planning/Development Review
The number of current plarming applications increased from 100 last year, to 130 applications
this year. Many of the more complex projects, for example the Town Center/Civic Park and the
Extended Stay Hotel (ESA), have gone through several study sessions or several rounds of
development review. The Planning Division continues to incorporate walk-ability (trails, paths,
public access) into all development projects (e.g. ESA, Town Center and Saron Gardens). The
current plarming function also assists with zoning code enforcement for illegal uses or failure to
comply with conditions of approval.
The Planning Division worked on the following complex projects: · Villa Serra (preliminary application)
· Hewlett Packard site on Stevens Creek Boulevard and Finch Avenue (initiated General
Plan Amendment for housing and staff discussed development options with prospective
purchasers of the property)
· Verona Apartments (building plan check and inspection)
· Biltmore Apartments (building plan check and inspection)
· CCS 24 unit affordable project (building plan check and inspection)
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 16 of 41
· Tra Vigne 56 Townhomes and Commercial/Office building on Blaney Avenue and
Stevens Creek Boulevard (building plan check and inspection)
· Kelly Gordon eight single-family homes on Orion Lane (building plan check and
inspection)
· Town Center/Civic Park
· Astoria 46 Townhomes on Imperial Avenue in Monta Vista
· Campo de Lozano eight Townhomes on Rodrigues Avenue
· YMCA children's playground
· Temporary Library
· Oakmont Square Remodel (Homestead and Blaney)
· Oaks Shopping Center proposal to add residential units to an existing retail center
(preliminary application and study session)
· Forum at Rancho San Antonio, expansion of the assisted living care facility
· De Anza College Expansion, EIR review and comments
· City of Sunnyvale Moffett Park, EIR review and comments
· Capital Improvement Program Environmental Review'
· Bottegas 11,000 square foot commercial development at the Target Shopping Center
(halted pending Crossroads Streetscape Plan)
· Marketplace Shopping Center 38,000 square foot expansion and remodel
· BJ's Restaurant and Brewery replacing the Peppermill Restaurant on De Anza Boulevard
· Saron Gardens demolition of an existing 40 unit apartment and replace with 55 town
house units
· Wolf Camera, add six condominiums and 1,800 square foot commercial expansion to an
existing commemial building site on South De Anza Boulevard
· Extended Stay America 120-room Hotel to replace the Santa Barbara Grill building
Advanced Planning
The major focus of the Advanced Planning program has been the General Plan Update. The
Planning Division also worked on the other long range planning projects listed below.
· General Plan Update:
· Held several GP study sessions with the City Council and Planning Commission.
· Introduced the GP update to the other commissions
· Completed administrative draft of the plan
· Held community meeting at De Anza College
· Coordinated staff work on the General Plan Task Force appointments
· Working with Santa Clara County on the Monta Vista Annexation
· Crossroads Streetscape Plan draft completed (deferred to General Plan Task Force
discussion)
· Vallco Fashion Park (discussions with prospective purchasers and study session
with the City Council)
G:\City Manager\Annual ReportkAnnual Report 2002-03 v7.doc Page 17 of 41
· City Center/Civic Center Pedestrian Access Plan (draft being reviewed by Public
Works)
Environmental Assessment for the Mary Avenue Bicycle/Pedestrian Bridge
Noise Ordinance update
Randy Lane and Larry Way Zoning Plan (Linwood Acres)
Housing Programs
The Planning Division focused on several important housing related programs including the
following:
· Implemented the 2002/2003 Community Development Block Grant (CDBG) Program
· Transitioned from an Urban County CDBG Program to an Entitlement CDBG Program
· Adopted the CDBG Citizen Participation Plan
· Participated in a HUD pilot program for preparation of a Consolidated Plan
· Adopted the Consolidated Plan
· Awarded CDBG sub-recipient grants for the 2003/04 program year
Redevelopment Program
Planning Division staff met with, responded to inquiries from the purchasers of Vallco Fashion
Park, and coordinated a study session with the City Council.
Building Division
The level of activity in the Building Division increased significantly from the prior year.
· Building staff processed and plan checked 1,990 building permit applications compared
to 1,610 in 2001/02 (24% increase).
· The Building Division conducted 17,020 building inspections in 2002/03 compared to
12,650 in 2001/02 (35% increase).
· Building valuation equaled $224,300,000 in FY 02/03 up from 84,400,000 in FY 01/02
(165% increase).
Administrative Services
The Administrative Services Division processes all of the building and planning permits and
staffs the front counter and telephones. In addition to day-to-day activities the Administrative
Services staff worked on the following special projects:
· Development Activity Report
· Building Permit, Inspection and Valuation Statistics
· Assisted with organizing and preparing of materials for the General Plan community
meeting and Task Force meetings
· Prepared 2003/04 budget
· Monitored and implemented the 2002/03 budget expenditures
G:\Ci~ Manager\Annual Rcport~Annual Report 2002-03 v7.doc Page 18 of 41
· Added batch inspection feature to the Building Department Computer tracking system
(Encompass)
· Attended 2-day training seminar for Building Computer system (Pentamation-Encompass
Module)
· Provided Public Information services for Planning and Building Divisions
· Application forms are now on-line for minor building permits (e.g. signs, temporary
power, repipe/sewers/main service, swimming pools, furnace, re-roof and water heater)
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 19 of 41
SherifFs Department
The Sheriff's Office is dedicated to preserving public safety by providing innovative and
progressive services in partnership with citizens. The principal mission of the office is to protect
of life and property. This service is provided by contract with the County Sheriff.
The Sheriff' s Office Euro helicopter was delivered in September of 2002 and was in service by
February of 2003. The helicopter is assisting with patrol functions, search and rescue, traffic
monitoring, and other areas as needed.
Criminal Activity
In fiscal year 2002-2003, Cupertino experienced a 15% increase in crimes against persons
(homicide, rape, assault, and robbery) compared to the same period last year. The national trend
for crimes against persons is an increase of 4.7%. This 15% increase reflects 13 additional
events. Some of the 13 events included: the death of a woman on June 25, 2003, investigated as a
homicide on Kingsbury Court with a suspect in-custody, and eight related sexual assaults over a
course of several months with a suspect arrested on June 6, 2003. Property crimes (burglary,
theft, and auto theft) showed an increase of two-tenths of one percent. The majority of the
increase in property crimes was auto thefts, with a 14% increase. There was an increase of five
reported auto thefts from the previous fiscal year. The national trend is an increase of
approximately 8% for property crimes. In response to these trends, we have conducted patrol
checks, undercover and special surveillance operations, initiated special news alerts, and
explored the expanding of the eCap system to Cupertino merchants. During this fiscal year,
patrol deputies and West Valley detectives have arrested over 63 subjects on follow-up
investigations, who were associated with felony property crimes in the West Valley area. The
Office has a "Cold Case Detective" following up on "serious" crimes against persons. This
detective submitted DNA evidence to the National Database for a 1995 rape of a 14-year-old girl
at a Cupertino park restroom. The DNA was matched to a sexual registrant living in Phoenix,
Arizona. He committed suicide and the case was closed.
Percent
Person Crimes 01-02 02-03 Change Difference
Homicide 0 1 + 1 + 100%
Rape 4 4 N/C N/C
Assault 66 73 +7 +11%
Robbery 1__~_5 20 +_~5 +33%
TOTALS 85 98 +13 +15%
Percent
Property Crimes 01-02 02-03 Change Difference
Burglary 516 493 (-23) (-4%)
Theft 625 645 +20 +3%
Auto Theft 3_.~6 4..~1 +._~5 + 14%
TOTALS 1177 1179 +2 +.2%
G:\City Manager\Annual Repor~Annual Report 2002-03 v7.doc Page 20 of 41
Traffic
In fiscal year 2002-2003, there were 798 traffic accidents, a decrease of 243 from the previous
year. There were two fatal accidents during the year, and injury accidents increased by 14%.
There was a decrease in bicycle accidents by 60% and an increase in pedestrian accidents by
100%. The two fatal traffic accidents were at Stevens Creek at Camino Vista, and Rodrigues at
Torre.
Percent
Traffic Collisions 01-02 02-03 Change Difference
Fatal 1 2 + 1 + 100%
Injury 160 183 +23 +14%
Property Damage 880 613 (-267) (-30%1
TOTALS 1041 798 (-243) (-23%)
Pedestrian Involved Accident 0
Bicycle Involved Accident 5
TOTALS 5
4 +4 + 100%
2 (-3) (-60°,/0)
6 1 +20%
Percent
Traffic Citations Issued 01-02 02-03 Change Difference
Moving Citations 3600 3560 (-40) (-1%)
Non-moving Citations 2789 1863 (-926) (-33%)
Courtesy Citations 3375 2995 (-380) (-11%)
TOTALS 9764 8418 (-1346) (-14%)
Response Times
The Sheriff's Office responded to 13,871 calls for service during the year. This was an increase
of 808 calls for service from the previous fiscal year. The following chart shows response times
for the year compared to last year. Response times start when County Communications receives
the call and obtains the purpose for the call. The information is relayed to a field deputy. The
time stops when the deputy arrives at the scene. We continue to strive to meet our goal of five
minutes for Priority l, nine minutes for Priority 2, and twenty minutes for Priority 3 calls.
Response Times 01-02 # of Calls 02-03 # of Calls
Priority 1 5.93 92 5.21 111
Priority 2 9.34 6966 9.57 7526
Priority 3 19.36 6005 19.33 6234
Overall 11.54 13,063 11.37 13,871
Other Activities
In September 2002, deputies assisted County Fire with a major gas leak at De Anza Blvd. and
Stevens Creek Blvd. Deputies evacuated several buildings and conducted traffic control in the
area. On May 7, 2003, deputies assisted County Fire with a gas explosion, which destroyed a
home on Imperial Avenue. Deputies secured the scene for County Fire and conducted traffic
control, as did one of our CERT graduates who was the owner of the destroyed house.
G:\City Mmmger\Annual ReportXAnnuaI Report 2002-03 v7.doc Page 21 of 41
Cupertino Motorcycle Deputies S. Evans and B. Davis placed second overall in the 2003 Annual
Pacific Grove Police Motorcycle Competition.
The City of Cupertino recognized Deputies D. Aulman, J. Post, and L. Valdez for locating and
saving the life of an elderly woman who became disoriented and fell into Regnart Creek below
the roadway on Bubb Road.
Department Improvements/Programs
In fiscal year 2002-03, the City of Cupertino and The Sheriff's Office hosted the Second Child
Safety Fair in cooperation with the office of Santa Clara County Board of Supervisor Liz Kniss,
Vallco Shopping Center, the De Anza Kiwanis Club, Cupertino Rotary, and numerous other
public and volunteer organizations. Several bicycle helmets were given away, and numerous
gunlocks were distributed.
During the last twelve months, the Neighborhood Watch program in Cupertino saw its highest
rise in participation since it's inception in 19861 The jump in participation has brought the total
number of active Watch groups in the City to 37. Those groups are comprised of 762 residents
representing 135 residential streets. Likewise, the Email Community Alert Program (eCAP) has
grown to over 1,500 subscribers. Through this program detectives developed numerous tips and
leads from citizens for crimes occurring in Cupertino. This year, an arrest was made on a suspect
wanted for annoying children at a local park when an eCAP subscriber alerted us to his
whereabouts.
On June 23, 2003, the Sheriff's Office and the City of Cupertino hosted a "Merchant Watch"
crime prevention seminar at tl~e Quinlan Community Center, in the Cupertino Room. The
Cupertino Chamber of Commerce and the Sheriff's Office mailed approximately 1,400 flyers to
business owners/merchants in the City of Cupertino. The seminar offered prevention tips for
fraud, burglaries/thefts, and the investigation process. There was an introduction to the new
Merchant Email Alert Program concept.
School Resource Officers continued their involvement in youth programs aimed at education,
prevention, and intervention. The School Resource Officers organized and participated in the
Youth Court Program, Teen Academy, Cupertino Teen Forums, Sheriff's Summer Camp, De-
Anza College APALI 03 Class, numerous "Stranger Danger," and youth violence prevention
seminars. School Resource Officers also worked closely with school officials in offering
assistance, guidance, and intervention.
The Sheriff's Office Community Services Division hosted D.A.R.E. Programs, in cooperation
with the Cupertino Union School District and some private schools. Six hundred twenty-five
students in nine schools in the City participated in this program. Students were provided with
information and tools to help prevent alcohol and drug use, violence, gangs, and build students'
self esteem.
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 22 of 41
School Resource Officers
In cooperation with the high school and elementary school districts and sheriff's office,
Cupertino contracts for a sheriffs presence in our schools. This presence provides real-time
intervention in potential and developing problems and prevents them from happening or lessons
their impacts. The school resource officer also provides a role model for young people and an
approachable representative of law enforcement to help with the real problems our young people
face everyday.
During this past year, our collaboration provided two school resource officers. They provided
immeasurable support through their dedication to our youth and their ability to prevent problems
and provide an alternative to the criminal justice system when problems occurred. The school
resource officers meet with teachers, administrators, and students to discuss issues and concerns
in the schools. They also work with students to solve personal problems. They also meet with
parents groups and parents individually.
Last year they conducted the Cupertino youth court, held at the Los Gatos mtmicipal court
facility. This program allows actual diversion by having defendants judged by a court of their
peers. They held to training sessions in which 75 new students were educated on our court
procedures and their responsibilities as prosecutors, defense attorneys, and injury members. The
youth court handled 15 cases last year.
In the middle schools, they conducted a social concerns and awareness program to at-risk
students entering high school the next year. This program helped middle school students
understand what behavior is acceptable and provides strategies for success during their high
school years. In addition, they conducted presentations on the problem of bullying with the entire
student population at Kennedy middle school, approximately 1400 students.
Other activities included monthly meetings with other Westside police agencies, probation, and
school officials and participation in the Student Wellness Committee (formerly known as
D.A.T.E. -Drug, Alcohol and Tobacco Education Advisory Committee), the annual "Cops and
Teens" program sponsored by the City of Cupertino and PDC (Public Dialogue Consortium), the
countywide Truancy Abatement Collaborative, and the "Safe Kids" Firearms Safety
subcommittee. The "SafeKids" Firearms Safety subcommittee participated in four major safety
events where we handed out free gunlocks to interested citizens. Our officers conducted
presentations to the Cupertino Quota Club, the Republican Women's Association, and the
parents of the Abundant Life Church in Cupertino. They also conducted presentations to several
local parent groups on trends that law enforcement is seeing in the community involving children
teens. SROs participated in the second annual Cupertino Safety Fair, as well as the annual
holiday shopping trip for needy students sponsored by the Rotary and Quota clubs.
They also participated in the S.A.V.E. (Safe Alternatives and Violence Education) program by
assisting with the facilitation and teaching. The class includes students throughout the County
who have been in trouble for possessing weapons, making threats, or who have been involved in
other forms of violence on or near school campuses. There have been numerous students from
Cupertino referred to the program. The S.A.V.E. class is held every Saturday and participation
involved approximately one Saturday a month. SROs also assisted the Community Services Unit
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 23 of 41
with the annual Sheriff's Office camp held at Vasona Park. This year we accommodated
approximately 150 students.
G:\City Mtmagcr\Annual Repor~Amlual Report 2002-03 v7.doc Page 24 of 41
Public Information Office
Continuing to build on the effort begun in the spring of 2001, Public information staff has been
implementing a strategic reassessment of City communications. Priority projects have focused on
greater capacity and coordination of communications so that the City will be better able to
communicate with, and to serve, the public. Enhanced coordination, higher standards, and more
effective and targeted means of communication with city residents will continue to be a high
priority.
Communications Audit Committee
The PIO convened and chairs the Communications Audit Committee (CAC), an employee
committee working to implement the recommendations of last year's communications audit.
Accomplishments to date include, recommending and implementing a customer management
system (AccessCupertino), distribution of resource guide to all departments and creating
designated display areas in city facilities.
AccessCupertino
Community congresses, surveys, and staff have been unanimous in identifying communications
between city departments and the public as a priority. To address this need, the CAC has
evaluated and recommended a customer management system. Branded locally as
AccessCupertino, the PIO has conducted and coordinated staff trainings and is managing the
product rollout. AccessCupertino has been implemented for staff use in July and will be
available to the public this September.
Community Communications Survey
A survey specifically designed to assess the City's communication practices was mailed to 600
random city residents. We received an outstanding response rate of nearly thirty percent.
Responses confirmed previous findings that the single most important source of information
about city services was the Cupertino Scene. The communications link identified most
consistently as needing improvement was the website.
Community Meetin~ Hall
Public information staff has played a significant role in the design of the audio/visual systems in
the new community meeting hall. At the same time as a thirty percent staff reduction at the City
Channel, staff has spent hundreds of hours working on re-engineering and redesign of the
Community Meeting Hall and city channel control room. The in-house expertise and design
work done by City Channel staff last year has save the project tens of thousands of dollars.
Webcasting
Working toward better integration and coordination of city communication resources, City
Channel staff implemented web-streaming January of last year. This service continues to grow in
popularity. During, or immediately following council meetings, as many as 18 people may be
viewing at any one time. One hundred hits have been registered in a single day. Use of
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 25 of 41
webcasting continues to expand as an important research and documentation resource for the
public, media, and city staff.
Cupertino Scene
Multiple surveys confirm that this publication remains the single most important source of city
information for the community. A new priming agreement has enabled us to print 8 of the
Scene's 16 pages in four-color process for the same cost to the City as had been spent for two-
colors in 1998.
Public Access
With no service reduction to resident producers, the City has negotiated an agreement to provide
public access services to Cupertino through KMVT. A savings of $57 thousand will be realized
annually.
Telecommunications Commission
The Telecommunications Commission has been working closely with the Planning Commission
and Planning Department staff regarding the Wireless Services Master Plan. In spite of the recent
economic slow down, all indications are that pressure will increase to place more antermas closer
to residential neighborhoods. The draft Wireless Services Master Plan places the City ahead of
the legal and regulatory
G:\Ciiy Manager\Annual Report~Annual Report 2002-03 v7.doc Page 26 of 41
Library
The Cupertino Library is a member of the Santa Clara County (SCC) Library system. The City
supplements the system's budget by $213,000 for 10 additional hours of operation. From July 1,
2002 through June 30, 2003, the Cupertino Library checked out 1,737,447 items to the
community, an average of 601 items per hour. There were 417,224 visits to the library during
that same time. This year, the library was closed for almost one and one-half months while staff
moved to a new temporary facility about one-third the size. Even with this situation, circulation
remained close to the prior year average of 624 items checked out per hour. During fiscal year
2002/03, library staff encouraged patrons to utilize the four automated check out machines. As a
result, annual check out rose from 227,278 items in the prior fiscal year to 412,000 this year, or
approximately 24% of the items checked through the system. This rate is the highest automated
checkout volume of any County library.
Library Commission
The Library Commission participated in an exchange program of books with our friendship city
Hsin Chu, Taiwan, this year. The Commission recently sponsored a very successful book review
of a popular Chinese author, and formed sub-committees that made recommendations on the
relocation to a temporary site, adequacy of parking, and items of importance for the new library
building.
G:\Ciiy Manager\Annual ReportXAnnual Report 2002-03 v7.doc Page 27 of 41
Administrative Services Department
The Administrative Services Department is comprised of eight divisions including Finance,
Information Technology, Human Resources, City Clerk, Code Enforcement, Community
Outreach (Emergency Preparedness, Leadership Cupertino and Tomorrow's Leaders Today),
Economic Development, and Treasury.
Finance
The Finance Division provides accurate and timely maintenance of all City financial records,
collection, disbursement of all monies and payroll processing. It prepares all required Federal,
State and other agency reports, prepares the budget and audit reports, and monitors the budget
activities for both operational and capital budgets. Business licenses are also processed out of
this section. Specific accomplishments this year include:
· Implemented budget cuts for the 2002/03 and 2003/04 fiscal years, while substantially
maintaining current service levels.
· Proposed and implemented the refinancing and additional debt issuance of all City debt
obligations which resulted in an annual debt service savings of $700,000 per year and the
ability to finance our five-year capital improvement program.
· Provided financial and trend information for the official statement and other disclosures
required for the 2002 debt refinancing and bond rating; coordinated appraisal contract for
bonded properties; worked with escrow agent on payoff of refunded issues and
development of new project construction fund; and established account with LAIF to
hold trustee bond proceeds.
· Finalized the City financing/debt issuance for the CCS affordable housing project and
monitored compliance for city funding to completion of project.
· Prepared financial systems to allow for implementation of GASB 34 for the 2002-03
annual financial reports in collaboration with the City's external auditor and the cities of
Campbell and Los Gatos. This included examination and appropriate modifications of our
accounting structure, revamping reporting schedules, and providing an inventory and
classification methodology for infrastructure reporting
· Worked with Public Works Department asset managers for each infrastructure category
that must be reported in the annual financial statements under GASB 34, to develop a
framework for the inventory and valuation of these assets at June 30, 2003.
· Obtained GFOA's Award of Excellence for the City's budget and annual financial
reports.
· Assisted in the development of on-line business forms and processes and incorporated
on-line Business License submittals and payments with on-site processing and issuance.
· Implemented on-line payments for retirement and healthcare benefit payments to
CalPERS.
· Implemented and proposed new revenue sources to augment the budget in the areas of
business licenses, miscellaneous services, and oversized vehicle permit fees.
· Analyzed our existing SVACA animal control contract and recommended cost cutting
measures in the areas of operating and capital shelter costs. Currently soliciting Requests
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 28 of 41
for Proposals to ensure a cost/beneficial animal contract for fiscal year 2004/05 and
beyond.
· Provided bi-monthly financial update reports to the City Council.
· Implemented the Version 3.1 update for the Pentamation Fund Accounting System
including parallel testing of the new system in the areas of payroll and accounts payable.
· Drafted guidelines for purchasing approvals needed in the City, and developed final
matrix for departmental use.
· Assisted departments through a difficult budget year by providing both revenue and
expenditure projections via account and trend analyses.
· Processed over 8,000 accounts payable checks, 1,000 purchase order requests, and 7500
paychecks; prepared 3,700 business license renewals and processed over 750 new
business license applications; approximately 700 false alarm invoices.
· Negotiated the 2003/04 Youth Probation Officer contract.
· Procured alternate-year contract for actuarial services for Worker's Compensation
liabilities and reserves review.
· Drafted RFP for the City's first actuarial analysis of the City's retiree medical benefit,
required for the future accrual and reporting of post-employment costs.
· Provided pre-award audit for design consultant for Mary Avenue Bicycle Footbridge,
required by Caltrans for federally funded projects.
· Provided staff support for the audit committee.
· Provided staff training on COGNOS - Pentamation's report writer program.
· Advanced cross-training efforts amongst accounting personnel.
Information Technology
This division provides and manages citywide information technology. The IT Manager and her
staff implement the City's Technology Master Plan, assist in training staff and troubleshoot
information systems including the web site, Finance and Building systems, the Records
Management system, Recreation Reservation systems, GIS data, Code Enforcement databases
and the specific departmental MS Access databases. The focus of this year's projects was to
streamline processes for both residents and employees of the City of Cupertino. With a more
robust and restructured backbone to the City's computer network, we are able to offer faster
assistance to customers and finish projects more efficiently. Extending our network outside of
City Hall allows staff to view email and even work from home.
Specific accomplislunents this year included:
· Implemented Phase I of the E-government project, which expanded accessibility to city
residents via the web even after hours, and completed the planning for Phase II including
creation of the RFP, vendor meetings and department need assessments.
· Planned, trained on and implemented the new Windows 2000 operating system.
· Managed DSL setup and implementation for the City Hall Library Project, Monta Vista
Recreation Center, and dial up at the Sports Center.
G:\City Manager\Annual Report~Annual Report 2002-03 v7doc Page 29 of 41
· Upgraded/added from 8 to 20 servers to our network including additional power
protection for all major equipment.
· Upgraded the Finance, Code Enforcement, Laserfiche, and Weblink software packages.
· Evaluated new systems for permitting and inspections and for Blackberry Farm
reservations.
· Installed SPAM e-mail filtering, upgraded the network security systems, upgraded the
checkpoint firewall system, and identified and installed new antivirus programs for server
and desktop deployment.
· Identified and implemented network analysis tools including Fluke's OPV, Track It, and
WebEx.
· Designed and built an Information Technology Lab. '
· Installed network lines for the Sheriff's Department, Library Trailer, Sports Center
Trailer and other department relocations.
· Performed updates to our website on an ongoing basis and provided website training to
Park & Recreation, City Channel and Planning staff.
· Updated the GIS base map with over eight additional information layers in conjunction
with the GIS Master Plan.
· Continued enhancement of the MapGuide Project to provide easy access to maps and
reports.
· Deployed ArcView 8.2 software upgrades and provided training and support for ali
ArcView and Mapguide users.
· Continued to implement the GIS system with FEMA map updates, zoning maps, and
annexation maps. Performed troubleshooting, installation and maintenance for 150 city
employees including upgrades to software applications and hardware drivers and 20
networked servers.
· Maintained contractual agreements with over two-dozen hardware/software vendors.
· Participated in the Countywide GIS Partnership project.
Human Resources
Human Resources is responsible for the administration of a full range of personnel and risk
management services. The scope of human resource functions includes employee relations,
recruitment and selection, classification, compensation, labor negotiations, training and
organizational development, employee benefits, retirement, workers compensation, insurance
administration, and safety. Although recruitments were cut back as a result of a city-wide hiring
freeze this year, the division focused a great deal of attention on employee performance and
acceptable job standards. Special accomplishments are described below:
· Negotiated the 2003/04 employment contract with the City Employees Association.
Conducted county-wide salary and benefit surveys for 19 classifications; prepared new
and amended contract language; amended the Personnel Code, Administrative Procedures
and the Unrepresented Employees Compensation Program; and executed MOUs.
· Established an Administrative Procedure on recruitment sources to provide a broad
spectrum of notification including public service announcements, job announcements,
G:\City ManagerXAnnual Repori~mnual Report 2002-03 v7.doc Page 30 of 41
advertising, and utilization of employment websites, minority recruitment publications,
local colleges and universities and neighboring cities and counties.
· Reorganized Human Resources identifying a contact for each department. Provided cross
training for staff, better coverage during staff vacations and absences, & greater service
continuity.
· Prepared and executed an Agency Shop agreement with Operative Engineers, Local #3
(OE3). Met with OE3 and State Mediations Services for coordination of agency shop
petition and election. Implemented procedures for agency fee/fair share deductions.
· Conducted recruitments for full-time management, professional, clerical & maintenance
positions. Filled 58 part-time positions.
· Chief Negotiator for labor management committees and Municipal Employee Relations
Officer resolving grievances, conducting investigations, and providing consultation on
progressive discipline.
· Negotiated lower long-term disability and life insurance premiums for the same level of
coverage.
· Negotiated new dental insurance rates within 1% of the existing premium costs.
· Implemented first stage compliance measures for the new Health Insurance Portability
and Accountability Act (HIPAA) including staff training, agency compliance
requirements and deadlines, HIPAA business associate agreements and privacy notices.
· Renegotiated and updated general liability, property, errors and omissions and earthquake
insurance policies.
· Received and analyzed quotes from medical insurance brokers for comparison with
existing CalPERS medical insurance options.
· Developed job selection instruments, administered qualifications appraisal boards and
written exams, and established eligible lists. Conducted new employee orientation and
exit interviews.
· Prepared quarterly reporting of new hires and tracked temporary employee hours.
· Established three new job classifications conducting job analysis, establishing minimum
qualifications, preparing class specifications, and making salary recommendations.
· Coordinated 19 BEST training classes and hosted two of five annual Bay Area
Consortium training events.
· Automated and streamlined OSHA reporting.
· Administered workers' compensation program including ergonomic evaluations for
employee workstations.
· Implemented major enhancements to deferred compensation programs and updated plan
documents pursuant to IRS Code amendments.
· Staged an employee wellness and benefits fair.
· Processed 21 liability claims and established a monitoring system to ensure timely
responses.
· Appointed to the Association of Bay Area Governments Plan Board of Directors,
Executive Committee.
· Staff liaison to the Safety Committee.
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 31 of 41
· Developed written procedure and provided staff training on systems salary
administration.
· Scheduled and monitored results of fingerprinted criminal history records checks, pre-
employment medical evaluations, and TB testing.
City Clerk
The City Clerk prepares the Council agenda and minutes, keeps an accurate record of ail City
Council proceedings, maintains official copies of all city ordinances, administers oaths to City
officials, and is the custodian of the City seal. The Clerk's office also administers the local
elections and Fair Political Practices Commission filings. Weekly duties include preparation,
distribution and posting of a variety of agendas and minutes, scanning City Council and Planning
Commission packets into an automated system which makes them available to the public on the
Internet, writing and submitting legal ads, and processing Council action items including
resolutions, ordinances, correspondence, maps, etc. The Clerk's Office also responds to records
requests, answers telephones for the Office and for City Hall reception, processes and distributes
in-house and postal mail, and provides much of the City's photocopying services. The City Clerk
staffs the Fine Arts Conm~ission. In this fiscal year, the following tasks were completed:
· Participated in the Communications Audit Committee working on customer
communications, including and document preparation associated with a Customer
Response Tracking System to be implemented in 2003-2004.
· Processed City Council agendas, packets, and minutes for 37 meetings totaling over 129
hours
· Processed 180 legal ads, 140 resolutions, 24 ordinances, 23 claims, 7 annexations, and 6
appeals.
· Received and responded to (or forwarded to the appropriate department) approximately
40-50 e-mails per day from the City web site.
· Issued RFP and selected vendor to recodify the municipal code
· Researched, tested, and installed two replacement copiers for the City Clerk's Office
· Scanned into the Laserfiche Records Management program the packets and exhibits for
37 Council meetings and 18 Planning Commission meetings, as well as continuing to
scan in current and prior year resolutions, ordinances, and minutes of other commissions.
The Laserfiche database now contains 1804 documents totaling 37,192 pages that are
available to the public online.
· Arranged for microfilming of 1,535 files and permanent destruction of 86 files.
· Updated the candidate's handbook and the elections information page on the City's Web
site in preparation for November 2003 Council elections.
· Collected and reviewed statements of economic interest and campaign disclosure
statements required by the Fair Political Practices Commission.
· Recruited for all board and commission vacancies in January as well as four unscheduled
vacancy recruitments. There were 26 appointments made.
· Participated in regularly scheduled meetings totaling about 160 hours.
G:\City Manager\Annual Repori~Annual Repor~ 2002-03 v7.doc Page 32 of 41
· Responded to miscellaneous record requests by the public and other agencies
approximately two to four times per week.
· Participated in an Emergency Operations Center tabletop exercise, received specialized
training related to City Clerk responsibilities and specific computer training in
PowerPoint and Excel software.
Fine Arts Commission
The Fine Arts Commission is composed of seven members who meet the second Tuesday at 7:30
p.m. at City Hall. This year's accomplishments included:
· Received nominations and awarded the Distinguished Artist of the Year 2002 to ceramic
artist Mahoko Dahte.
· Sponsored a student art exhibition at the Cupertino Cherry Blossom Festival. The theme
was "Stevens Creek, Naturally," and featured 2- and 3-dimensional art representing the
indigenous plant, animal, and insect life of the creek.
· Distributed fine arts grants totaling $16,500 to a variety of artists and groups.
· Developed and promoted a new teen art grant program.
· Created informational brochures and flyers about art and recreation opportunities in 2003,
for distribution at an April 5 flea market event and the Cupertino Art and Wine festival.
· Continue to follow the progress of sculptor Roger Berry, who has been commissioned to
create a sculpture for the City Center Park.
· Amended criteria and contracts for selecting and placing public art, which culminated in
the loan of the sculpture "Torque" at the Quinlan Community Center.
· Submitted a request for a "1 Percent for Art" policy to be included in the General Plan as
a means to create a funding source for future permanent acquisitions.
· Participated in the screening of films for the annual Cinema at Sundown, a series of
multicultural movies shown outdoors in Memorial Park.
Code Enforcement
This division enforces the municipal code, including parking enforcement, abandoned vehicles,
health and safety violations, and neighbor disputes. Staffalso assists the Sheriff's Department by
responding to non-emergency calls in lieu of sworn law enforcement personnel improving
service and saving money. Specific accomplishments this year included:
· Expanded Division hours to increase customer service, cover specific athletic field use,
and monitor neighborhood concerns.
· Established Division office hours to provide increased customer service for walk-in
customers.
· Proposed the reconfiguration of the Sheriff, Code Enforcement and Disaster Preparedness
staff areas resulting in facility upgrades and enhanced customer service opportunities.
· Responded to 899 law enforcement calls for service totaling 1057.5 hours; a savings to
the City's law enforcement contract of $109,950 this year.
· Investigated and obtained compliance of 1192 code violation cases.
G:\City Manage6Annual Report~Annual Report 2002-03 v7.doc Page 33 of 41
· Implemented an automated parking citation program for increased efficiency in parking
enforcement.
· Marked 130 abandoned vehicles, receiving reimbursement revenue from state AVASA
funds totaling $13,881 (represents 2 of 4 quarter receipts to date).
· Issued 3,I27 parking citations totaling $100,754.
· Increased the bail schedule for municipal code violations and for parking violations.
· Provided increased street cleaning parking enforcement.
· Updated and amended the graffiti ordinance for increased cost recovery.
· Updated and amended the massage ordinance to address changing needs within the
massage profession.
· Streamlined the process for issuing taxi permits.
· Continued City participation is the State of California AVASA program, which provides
state reimbursement for the removal of abandoned vehicles.
· Educated the Leadership Cupertino and Tomorrow's Leader's Today (TLT) participants
on Code Enforcement functions.
Public Safetx Commission
· Assisted the Public Safety Commission in identifying goals and objectives for the
2003/04 fiscal year. Facilitated and prepared a work plan for the commission to ensure
completion of those goals.
· Identified seven storage containers (8' x 20') at below-market prices to be used for Arks
housing emergency supplies throughout the City.
· Enrolled 20% of the commissioners in the CERT program to enhance their understanding
of the emergency response training course.
Emergency Preparedness
The mission of the division is to facilitate disaster readiness/preparedness of residents,
employees, government, businesses, special districts, and agencies within the City of Cupertino.
This is done through public education, training, exercises, and information exchange. Specific
accomplishments this year include:
· Expanded the Citizens Emergency Response Training (CERT) Program from four to five
classes, training approximately 35 citizens per class. The city now has 500 residents
trained in CERT.
· Implemented the Disaster Council / Citizen Corps Council concept which will enable all
community members who will be part of a disaster response to participate in the
emergency planning process.
· Conducted three Kaleidoscope Public Safety Camps for grades 6-12. To date, 150
students have completed the program.
· Facilitated the organization of two new neighborhood CERT teams, bringing the total to
ten.
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 34 of 41
· Organized and implemented the Regional CERT concept whereby graduates assemble at
local elementary schools and organize to help the surrounding area.
· Supported and participated in numerous neighborhood and school disaster drills.
· Purchased five emergency storage cargo containers for community disaster supplies.
· Continued facilitating monthly Cupertino Unified School District and Fremont Unified
School District emergency preparedness meetings to heighten disaster preparedness
efforts at our schools by coordinating parents, teachers and school administrators to
proactively discuss and implement emergency plans, disaster drills, etc. Provided disaster
training to the staff of two schools.
· Participated in School Outreach Career Days for the three career days offered to our
elementary/middle school students.
· Provided a volunteer first aid station and communications for Cupertino Unity Parade
that involved CERT graduates and CARES communicators.
· Marketed Disaster Preparedness by meeting with management from the Vallco Regional
Mall, Apple Computer, Sunnyview Convalescent, Symantec, and churches and discussed
their internal plans. Offered employee training through existing CERT program.
· Partnered with Vallco Mall and Apple Computer to hold CERT, CPR, and First Aid
classes, that were open to the public as well as their own employees.
· Conducted 5 first aid and 5 CPR classes, training over 200 citizens.
· Provided on-site fire extinguisher service to Cupertino residents to encourage
preparedness and make it easier for them to have extinguishers serviced.
· Provided Disaster Preparedness Community Outreach through public presentations on a
regular basis for our community festivals, Health and Safety fairs and block parties.
· Provided Disaster Preparedness information brochures, throughout the community, to
keep this important subject matter in view at public buildings such as the library, city
hall, senior center, and community center.
· Published Monthly Tips through articles on preparedness to our citizens via the City's
monthly newsletter, the Scene, and our website.
· Provided support for the Cupertino Amateur Radio Emergency System (CARES) group
by participating in monthly meetings and emergency drills. In addition, she has assisted
in upgrading their mobile receiver unit and computers.
· Conducted two BEST new employee orientation trainings in SEMS/Emergency
Preparedness, fire safety, terrorism, earthquake preparedness, CPR and First Aid.
· Informed administration and our Public Safety Commission on current events in the areas
of Disaster Preparedness.
· Conducted one EOC terrorism functional exercise involving City Staff and community
volunteers.
· Coordinated a full-scale decontamination exercise with County Fire, twenty student
volunteers, Nova Care Clinic and CARES to improve communication and coordination
between groups.
· Acted as Vice-President to the Santa Clara County Emergency Managers Association and
Secretary to the California Emergency Services Association and Bay Area Neighborhood
Emergency Teams.
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 35 of 41
Cupertino Amateur Radio Emergency Services (CARES)
During 2002, CARES ran weekly nets, held its monthly training meetings, coordinated
communications drills, and participated in community events.
With the tragedy of September 11 still fresh, CARES started the year with a sense of anxiety that
prompted a hard look at our response readiness.
CARES entered 2002 with three objectives: focus on response effectiveness, address training
qualifications, and further explore community service opportunities. Here is how we did.
Response Effectiveness: CARES operationalized several procedures, methods, and other
information into Version 3.0 of the Cupertino ARES Standard Operating Procedures (SOP). New
topics included Emergency Net Logistics, a standard frequency channel line-up, adoption of the
Anderson PowerPole power connector, and finalizing specific operational management forms.
CARES also completed defining and incorporating a set of checklists into the SOP. These
checklists cover tasks and operations not regularly performed, but would need to be executed
quickly and effectively when required.
Training Qualifications: CARES developed its Training and Certification Program This program
describes how CARES will conduct the training operations required to build member skilI
proficiency required to support our mission. With its first re-release in September 2002, the
initial focus of this program was on the Field Responder Certification for all interested members.
Other positions that require certification include Net Control Station Operator, EOC Radio Room
Operator, and Emergency Shift Supervisor.
Community Service: CARES participated in the 2002 ARRL Field Day and the Cupertino Art &
Wine Festival, with both venues featuring staffed infomlation booths. Additionally, CARES
teamed up with Cupertino CERT (Community Emergency Readiness Training) volunteers during
the City's Oktoberfest Event to provide functional communications support for CERT's First Aid
rrfission. Because of a very positive experience from that partnership, we hope to repeat this
model in future events.
CARES membership was up 8% year over last year and we retired seven members from the
roster while adding 13 new members. Cupertino's CERT program continues to be a good source
of members who learn the value of communications needed to support their neighborhood.
Several of these new members are also affiliated with the Monta Vista High School Emergency
Response Team (MVERT). With support from Cupertino's Office of Emergency Services (OES),
these enthusiastic new members are working with their school to build awareness of emergency
preparedness and help support the school in the event of a disaster.
CARES members logged 1065 hours of volunteer hours. While this was 15% fewer hours than
last year, it tracked closely to 13% fewer events (an event is: checking into a radio net, attending
a meeting, responding to a drill, activation, or community event, or supporting an organized
neighborhood).
G:\City Manager\Annual Report~Annual Report 2002-03 v7.doc Page 36 of 41
It is also worth noting that the 2002 volunteer hours were only 1% off the 2000 level, thereby
further attributing the 2001 spike to membership commitment and willingness to serve during the
events of 9/1 I.
Training activities continued to re-enforce the fundamental knowledge and skills that ail
members are required to have for any emergency response, regardless of the cause.
Training: To understand hazards that could naturally or accidentally occur in Cupertino, CARES
hosted presentations from the Union Pacific Railroad and the California Department of Forestry.
Presentations Orientation Training Sessions in 2002 were also made on Message Handling,
Operating in an Open Net, radio checks, and operating procedures. Additionally, we began to
look at man-made and technological disasters. CARES members heard from the Disaster
Medical Assistance Team (DMAT) CA-6 stationed in the San Francisco Bay Area. This was an
excellent presentation on how DMAT uses amateur radio and prepares for an urban disaster
response. We also received an introduction to the types of terrorist threats that potentially we
could encounter.
Drills: In 2002, CARES was re-aligned under the Planning/Intelligence Section of the City of
Cupertino's Standardized Emergency Management System (SEMS) organization structure.
Instead of acting as a logistical support service (when previously aligned to the Logistics
Section), CARES has been assigned a roll in Information Gathering. To this end, we continued to
refine and practice our Preliminary Damage Assessment procedures, thereby acknowledging that
we are potentially the first source of citywide status and information in the event of a wide-area
disaster.
CARES also participated in several City and County drills, including the City's Decontamination
Drill. This drill allowed the Santa Clara County Fire Department to practice their Decon
procedures on simulated casualties. These casualties were then triaged and processed at the City's
local Medical Center.
CARES completed and signed a Memorandum of Understanding with the Cupertino Sanitary
District (CUSD). Because of new, strict California standards for accidental discharge, CUSD
sees the partnership with CARES as valuable and a key resource during an emergency. While
still being refined, its role would be to provide additional communications and observer support
at critical CUSD facilities.
With preparedness being the primary operational state in which it operates, CARES will continue
to maintain a high level of preparedness on the part of its members through orientation sessions
and drills that align with its mission.
Community Outreach
Community outreach consists of two leadership programs and emergency preparedness
activities. These programs are offered by the City in an effort to encourage more citizen
involvement in government leadership roles and provide citizens with valuable skills to help
G:\City Manager\Annual Rcport~Annual Report 2002-03 v7.doc Page 37 of 41
protect themselves during emergencies. In addition, this area also includes ongoing contact with
the Cupertino community. Accomplishments include:
· Completed the 2002/03 Leadership Cupertino (LC) and Tomorrows Leaders Today
(TLT) programs.
· Provided instruction in leadership skills, teambuilding, and economic development for
Leadership Cupertino.
· Held an alumni breakfast to encourage continued participation of the graduates for
Leadership Cupertino.
· Offered attendance in our BEST programs to LC participants to enhance their leadership
training opportunities.
Economic Development
The Economic Development section is responsible for identifying and implementing programs
specifically targeted to business retention, expansion, and attraction. Specific accomplishments
this year include:
· Contacted our top business leaders to enhance dialogue between business, the City and
the Chamber.
· Performed exit interviews for all businesses leaving Cupertino.
· Coordinated monthly presentations from developers, retailers, and economic
development consultants.
· Attended ribbon cutting ceremonies and issued congratulation notes for individual
promotions within our business community.
Treasury
This function is responsible for investing a $43 million dollar portfolio based on cash flow needs,
the City's investment policy, and State guidelines. This year we achieved a higher return on
investment than the LAIF benchmark for 12 months. In an environment of continued interest rate
decline, investments with slightly longer maturities, some with callable features, were procured
for higher yield. With conservative, short-term investments, the City is properly positioned for a
return to higher interest rates. Investment maturities correspond with our cash flow needs for the
Library/Civic Center projects. All policy/investment reports required by State Law and our City
ordinance were completed on a timely basis.
G:\City Manager\Annual Reporl~Annual Report 2002-03 v7 doc Page 38 of 41
City Attorney's Office
The City Attorney's Office provides ongoing legal advice to the Council, the City's
Redevelopment Agency, commissions, committees, and staff; conducts litigation involving the
City; and enforces City ordinances.
During the past year, the City Attorney's Office has conducted the following litigation:
Civil Litigation
· International Disposal Corporation v. Cupertino.
A contract dispute with IDC led the City to withhold payment as an offset. This case
was settled in September 2002.
· Bianchiv. Cupertino.
Bianchi claimed that his properties in Inspiration Heights were damaged when the
City allowed a neighboring property owner to make road improvements on San Jacinto Road.
City made a motion for Summary Adjudication in which two of the three causes of action
against the City were dismissed. This case was settled at a settlement conference in
November 2002, just before trial.
Schmidt v. City of Cupertino.
Schmidt filed Writ of Mandate to prevent City from enforcing City Council
resolution to disallow extension of use permit for vehicle storage. The City prevailed at
trial in October 2002.
Criminal Actions
· City v. Lai Yam.
A citation was issued for violation of the massage ordinance. A reduced charge was
offered when defendant expressed a wish to return to China. On July 24, 2002, the court was
offered proof that the defendant had, in fact, returned to China. The City dismissed the
charges.
· City v. Xing Wu.
A citation was issued for violation of the massage ordinance. No plea was entered.
While case was pending, Mr. Wu continued to operate a massage parlor. He was cited again.
One charge was dropped in an exchange for a guilty plea on the other. In October 2002, he
was sentenced to a fine and four days in jail, and probation.
· Cityv. Carla Morales.
A citation was issued for violation of the massage ordinance. City reduced
misdemeanor to infraction based upon defendant's no contest plea. Ms. Morales received a
fine and suspended sentence.
· City v. Ellis.
G:\CiW Manager\Annual Report~Annual Report 2002-03 v7doc Page 39 o£41
A citation was issued for violation of the noise ordinance for a nighttime delivery
track. At the arraignment in January 2003, the trucking company appeared for Mr. Ellis. The
City reduced the misdemeanor to an infraction based upon defendant's no contest plea. Mr.
Ellis was fined.
The City Attorney's Office appeared in court on numerous misdemeanor violations of the
Animal Control ordinances including the following:
· City v. Lillian Wang. After a two-year attempt to get compliance, misdemeanor citation
for a barking dog violation.
· City v. Hsiao Ping Wu. Misdemeanor citation for an unlicensed dog running at large.
· City v. Jacobson. Misdemeanor citation for unlicensed, unvaccinated dog.
· CiD' v. Strong. Misdemeanor citation for dog running at large.
· City v. Prabhakear. Misdemeanor citation for dog running at large.
· City v. Bracero. Misdemeanor citation of unrestrained dog.
· City v. Martinez. Misdemeanor citation for unlicensed, unrestrained dog.
G:\City Manager\Annual ReportXAnnual Report 2002-03 v7.doc Page 40 of 41
Index
AccessCupertino ................................... 6, 25
Administrative Services .................... 18, 28
Advanced Planning ................................. 17
Award .................................................... 7, 28
Blackberry Farm ............................. 8, 11, 30
Block Leader Program ................................ 5
Building Division ..................................... 18
Capital improvement ............................. 4, 28
CARES .......................................... 35, 36, 37
Case Management Program ........................ 8
CDBG ....................................................... 18
City Attorney's Office ........................ 39, 40
City Charmel ................................... 5, 25, 30
City Clerk .................................. 5, 28, 32, 33
City Council4, 5, 6, 7, 11, 12, 16, 17, 18, 29,
32, 39
Civic center ................................................. 4
Code Enforcement ............ 28, 29, 30, 33, 34
Commissioners Handbook .......................... 6
Communications ... 5, 6, 7, 25, 32, 35, 36, 37
Communications Audit Committee .... 25, 32
Community Development ............... 7, 16, 18
Community Meeting Hall ..................... 5, 25
Criminal Activity ...................................... 20
Cupertino Courier ....................................... 7
Cupertino Scene .............................. 7, 25, 26
Economic Development ................ 16, 28, 38
Finance ...................................... 7, 28, 29, 30
Fine Arts Commission ............ 10, 13, 32, 33
General Plan ........................ 7, 16, 17, 18, 33
Housing ........................................... 7, 16, 18
Human Resources ......................... 28, 30, 31
Information Technology
IT ........................................................... 29
Leadership programs ................................. 37
Library4, 5, 7, 13, 14, 16, 17,27,29,30,35,
38
Mapguide .............................................. 5, 30
Mary Avenue Pedestrian Footbridge .. 14, 15
Neighborhood Watch ............................ 5, 22
Parks and Recreation Commission ....... 4, 12
Parks and Recreation Department4, 8, 11, 12
Planning Commission .........5, 16, 17, 26, 32
Planning Division .......................... 16, 17, 18
Public Access ............................................ 26
Public Information ................ 7, 19, 25
Public Safety Commission .................. 34, 35
Public Works Department ............... 5, 14, 28
Quinlan Community Center 8, 11, 13, 22, 33
Safe Routes to School ............................... 15
San Jose Mercury News .............................. 7
San Tomas Aquino Trail ........................... 15
School Resource Officer ........................... 23
Senior Center .................................... 8, 9, 14
Sheriff ......................... 20, 21, 22, 24, 30, 33
Sports Center ............................................. 12
Sports Center ................... 10, 14, 16, 29, 30
State budget ................................................. 4
Stevens Cmek ......4, 6, 11, 12, 16, 17, 21, 33
Survey ........................................... 4, 6, 7, 25
Teen ................................. 8, 9, 10, 12, 13, 22
Telecommunications Commission ...... ~..... 26
Traffic ....................................................... 21
Trail ........................................... 6, 11, 12, 16
Treasury .............................................. 28, 38
Vallco ...................................... 17, 18, 22, 35
Vehicle License Fee .................................... 4
Volunteer ............................. 9, 22, 35, 36, 37
Webcasting ............................................ 5, 25
Western City Magazine ............................... 7
Youth ........................................... 8, 9, 22, 29
G:\City Manager\Almual Report~Annual Report 2002-03 v7.doc Page 41 of 41