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CC 05-28-02CITY OF CUPEI INO AGENDA Cupertino City Council, Regular Adjourned Meeting Conference Room C, 10300 Torre Avenue Tuesday, May 28, 2002 5:00 p.m. PLEDGE OF ALLEGIANCE 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 minutes. In most cases, State law will prohibit the Council from making any decisions with respect to a matter not listed on the agenda. CLOSED SESSION Significant Exposure to Litigation - Government Code Section 54956.9Co)(1), Settlement of dispute over payment of Housing Mitigation Fees at 10460 Bubb Road (Mission West Properties, Carl Berg). Purpose of closed session is to meet with the City Attorney and Director of Community Development. Labor negotiations -Govemment Code Section 54957.6. The purpose of the closed session is to consult with City's management representatives David Knapp, Carol Atwood, Ralph Qualls, Carol Ferrell, and Sandy Abe, concerning labor negotiations with Operating Engineer's Local No. 3 and Cupertino City Employee's Association. STUDY SESSION City Council study session on 2002-2003 budget. This meeting will include discussion of the overall financial picture, Capital Improvement Projects (CIP), "at-risk" revenues, debt f'mancing, and program options. ADJOURNMENT CITY OF CUPE INO PARKS AND RECREATION ADMINISTRATION DEPARTMENT OF PUBLIC WORKS STAFF REPORT Agenda Item Number Agenda Date: May 28~ 2002 SUBJECT AND ISSUE Approval to establish the Budget for the Sports Center Project in the amount of $2,400,000 BACKGROUND: In July of 2001, the City Council received a recommendation from the Sports Center Advisory Committee to demolish the existing structure and replace it. The recommendation was based on the program's history of operating as a city enterprise and a projection of its: future revenue generating potential. The committee concluded that increasing maintenance costs and declining revenues were beginning to negatively affect the bottom line. Closing the building for a year, without offering customers something new to return to, would result in a loss of a significant portion of the membership base. $4.4 million was included within the 2001/02 capital improvement program for replacement of the Sports Center. Public input was taken and a building program generated from July through November 2001. Program options were analyzed for potential revenue generation. The Parks and Recreation and Teen Commissions forwarded recommendations to the City Council and the Council reviewed the recommended program at a regular meeting in December. Council opined that the proposed project had too much emphasis on revenue generation and not enough emphasis on community. Council asked staff to look at different program components, including providing space for teens and table tennis. Racquetball was also listed as a desirable component of the center. The Council asked for a study session for further discussion and so new members could have an opportunity to get up to speed. The City Council held its first study session on January 25, 2002. The City Council asked staff to cut at least $2 million from the project budget and to serve more residents with activities not offered elsewhere in Cupertino, including racquetball. On April 1, 2002, staff returned to Council with options that ranged from remodeling the existing building to leveling it and constructing a small facility now that could be added to in the future. Printed on Recycled Paper Establish the Budget for the Sports Center Project May 28, 2OO2 Page 2 of 4 One version included leveling the building and building a small tennis office with multipurpose room that could be expanded in the future with the addition of a gynmasium. Council expressed no enthusiasm for the phased proposals and asked staffto refine the budget for the remodel of the facility. Mark Schatz, an architect with Field-Paoli and Associates, who were retained by the City to evaluate the program and potential altemative project scenarios, has been working with staff and a construction estimator to come up with a realistic budget for the project. The requested amount is $2.4 million, including the following: Construction cost: $1,623,000 Soft costs: 405,750 Fumiture and Equipment: 75,000 Temporary facilities and moving: 100,000 Contingencies: 194,700 Total: $2,398,450 In previous discussions council members expressed concern that more work was being proposed for reuse of the building than was absolutely necessary to meet the court order for ADA compliance. ANALYSIS The proposed budget for the Sports Center improvements falls into two categories of work: technical improvements and program enhancements. The need to address the technical conditions is driven exclusively by the failure of the building to comply with the Americans with Disabilities Act (ADA), a federal law enacted by Congress in 1990 and fully adopted in 1991, which required all owners of public facilities to develop a "transition plan" to make their buildings accessible by the public within a specific time period. The City of Cupertino did prepare a transition plan in accordance with the law, however, year after year, previous administrations failed to appropriate the necessary funds to make the changes, partly because the changes needed to bring the structure up to code were so extensive. The Sports Center building was built in the early 1970's with low quality materials, poor workmanship, and little or no quality control by a private entity, before disabled access was considered important or necessary. The building has had various improvements made to it over the years since it was constructed, most extensively in 1977 when the previous private owner created a racquet club. In 1999 under City ownership an ADA compliant lift and speaker access system was added to mitigate a formally filed ADA complaint. The accessibility issues are complicated by the fact that it is a two-story structure, which is neither built "on grade" nor fully "below grade". The main "floor" of the building is now, and has always been, the second level, just a few feet above the parking lot. Establish the Budget for the Sports Center Project May 28, 2002 Page 3 of 4 An ADA retrofit of the Sports Center is complicated further by the fact that the current building codes of California require the owner to upgrade certain portions of appurtenant building systems if those owners disturb any of those systems in the course of upgrading portions of the building for other reasons. In this particular instance, it would be impossible to make some of the necessary changes to the building to provide disabled access without disturbing adjacent structural members. For example, if one had to install an elevator in an existing two-story building, the elevator would require an elevator pit below the floor slab, a shaft through the upper floor, and an attachment to the roof. The three horizontal systems of floor slab, upper floor and roof would require an analysis of the effect of the holes needed in them to accommodate the elevator. The holes, necessary for the elevator to work, typically weaken the floors and roof, which then need to be strengthened. Ironically, it is possible to strengthen the floors and roof too much. To prevent that, a structural engineer has to mathematically review each system's structural integrity and its influence on the whole structure. If any of the localized structural requirements are exceeded, structural alterations then have to be made in those areas. Additionally, if the floors and roof systems are stiffened to accommodate new openings, their connections to the walls are also affected and these sometimes have to be adjusted as well. Naturally, interior walls, ceilings, and carpet hide most of these structural connections. Access to these connections, and to improve them, almost always includes tearing out interior materials and finishes, which must then be put back when the work is complete. What at first appears to be a simple ADA issue can quickly turn into a retrofit of several structural components and interior finishes. If the interior finishes have exceeded their useful life, are incorrect color schemes, in the wrong location, or otherwise dysfunctional, it is often judged appropriate to replace them with new materials. It is the opinion of Public Works staff that, while the ADA deficiencies can be technically corrected for less cost, it would be unwise to limit one's efforts to those deficiencies alone in this particular structure at this time. Of the total amount recommended, approximately half of the money will be necessary to pay for reasonable construction costs for ADA upgrades, related structural upgrades and related interior repairs. The other half is needed to make additional functional changes to the building to broaden its flexibility and use for a wider range of public participation. Establish the Budget for the Sports Center Project May 28, 2002 Page 4 of 4 Attached to this memorandum are conceptual drawings that illustrate how interior spaces may be organized to reflect Council's desire for community use in the building. Once the budget is established, staffwill work with the architect on design refinements. It is expected that this project will be ready for bidding in May 2003. RECOMMENDATION Staff recommends that Council approve the amount of $2.4 million as the budget for the remodeling of the Cupertino Sports Center in the 2002/03 Capital Improvement Budget. SUBMITTED BY: Therese Ambrosi Smith, Director Parks and Recreation Department Public Works Department APPROVED FOR SUBMISSION David W. Knapp City Manager ~-~ LO~BY IF TEI'tN~S OFFICE OPE~I 1-0 BELOW \ OPEN TO B~OW / \ LOU MEEIINC, ROOk~ oPDi TO BELOW CUPERTINO SPORTS CENTER RENOVATION NEW MAIN FLOOR PLAN ~,iESS CENTER sTot-'~Nc£ & JAN. CLOSET MECH, ~,CQUET COURT RACQU~ COURT CUPERTINO SPORTS CENTER RENOVATION NEW GROUND FLOOR PLAN MAY 13, 2002 THE FOLLOWING ITEMS WERE PRESENTED AT THE MEETING Cityof Cupe !' '~' Budget Study Session Fiscal Year 2002-2003 Study Session Goals- ecti · Reserve Policy of $15 Million · Budget Projections 2002-03 · Assumptions for 2002-03 Re-assess revenue/debt/CIP strategy Budget Projections 2001-02 Expenditure budgets reduced by $800,000 Revenue budgets reduced by $3 million Sale of Proper~ postponed until the market rebounds · Shortfall funded with the economic uncertainty reserve Reserve Policy Illalmm Economic Uncertainty Disaster Preparedness 12-17-01 $7.5 CIP- Future AcquisitiOllS $5.0 Less: Library Funding New CIP Reserve [4.0] $1.0 Million POliCy on CIP Staff to replenish the CIP reserve with general fund savings. Once replenished, new CIP projects can be approved. Budget Proje 200 i =02 2002-03 2003-04 ' 2004-05~' '20~5~6'~=I 2006=07 aRer debt Transfers in: park DedlCation Senior Center Recreation Prograrm Transfers Out: MIS Fund ~ment Fund/Leadership _C~_pertino Neiiac°~'fo~' CiP prOjects/ReserVes ~mpg~e~d. ~ Projc.c_ts_/~ebt Issuance .__c~_p !~l_~ro~_e~t s .............................. 17,991 i $ 15,054 $ 1~_~183 !$ 9,$14 $ ~.~721 ~ $ 10,140 (26,857)J (26,038) ~':5~0i~ ' '::~: 5 9023 175 75" 75 1~ 125 125 1,i83 17,090 1~45 2,027 2a71 2,603 (2,303) (20,7~)' (265)~ 0 0 0 ..... (~,[~.~) .... (~.~.,9.~D ....... (~ !~)I_ ..... .(~,82~) Q,SSZ) 0,884) 15,084 10,183 9~14 9~721 1 15,000 lS,0OO- i~}~b~' ' 15,000 -' '15~000 Budget Assumptions Economic Downturn Continues No New Revenue Sources Construction Escalation Factor Revenues "At Risk" General Fund Revenues Individual Analysis Property Tax +3% Sales Tax- 11% TOT +20% Investment Income- 22% Debt financing Revenues "At Risk" · Sales Tax · Vehicle License Fees · Property Tax Revenue Strategies Debt Refinancing Debt Issuance · Sale of Property Fee Waivers Enforcement Department Operating Budgets Admin/Law Enforcement/PlO · Administrative Services Parks and Recreation Community Development · Public Works General Fund Expenditures Salary/Benefit Increase-4% '-' All Other- zero based budgeting New debt- at ~ Million Major CIP funding - Library - Sports Center - Mary Avenue Bicycle Over crossing - Grant Projects Proposed Programs · See Budget-Page 12 - New Programs - Funded - New Programs- Not Funded - Existing Program Changes " ' 'Revisiting CIP Project SCOpe '~FUNDED PROJECTS. Lib rary & Civic Center/Plaza Sports Center Skate park Mary Avenue Bicycle Footbridge UNFUNDED PROJECTS: City Center Plaza POliCY Direction ~'~,"'~ New Programs Debt Financing · Revenue Policy · Reserve Policy · 5 Year CIP City of Cup ' ilnb Memorial Park PROPOSED BUDGET 2002-03 Cupertino- A Place for Everyone www.cupertino.org of Cup ' er zno 2002-03 1 I I } I I } ] I I I I I I I I 1 I Admmistrati~ e Scrx ices Carol ln£ormation Cit'a Clerk Technology Kimberly Smith Mariyah Serratos Development } { utllan Resources S a n dy .A be Outreach Carol Ferrell ('iIx \ltmne5 Chiu les Kilian ('it,, ( 'mmcil l Citizen ,-\di~ ism3 U ('ounnissit ns and ('ity Mauager David Knapp ]('omnnluil) l)evelopment 5, lex e P aseck lhlilding Joe fitntonllCCi Treasurer Carol Atwood t'lanning Ciddy Wordell I Therese Smith Physical Rec Don McCarthy I ] Blackherry Farm Mike O'Dowd ]Quinlan Community ('lfi ('ultural Programs Fora Wailers Senior Center and Services Julia Lamy Monla Visla Recreation Center/ Youth Programs Christine Ilaoel I Parks Superxisor Joe Moore CITY OF CUPEr,.TINO I Public Works Ralph QuaIls Senior Archilect Terry Greene Project Management Carmen l.ynaugh Service Center Manager Bob Rizzo I Facilities SIreels Supervisor Supen isor Jim Da,,is Diane Mahan Assistant Director of Public Works Vacanl l_avenia Millar I JPublic Winks Superxism Ron Silva CITY OF CUPERTINO, CALIFORNIA Fiscal Year 2002/03 CITY COUNCIL Richard Lowenthal Mayor Patrick Kwok Councilmember Michael Chang Vice Mayor Sandra James Councihnember Dolly Sandoval Councilmember DIRECTORY OF CITY OFFICIALS David W. Knapp - City Manager Charles T. Kilian - City Attorney Carol Atwood - Director of Administrative Services Rick Kitson - Public Information Officer Steve Piasecki - Director of Community Development Ralph Qualls- Director of Public Works Kimberly Smith - City Clerk Therese Smith - Director of Parks and Recreation iii CITY OF CUPERTINO, CALIFORNIA Fiscal Year 2002/03 COMMISSIONS AND COMMITTEES AUDIT COMMITTEE Carol Atwood Michael Chang Gillian Enos Tom Hall Dolly Sandoval HOUSING COMMISSION Julia Abdala, Chairperson Richard Abdalah Sarah Hathaway-Feit Richard Schuster Frances Seward FINE ARTS COMMISSION Nancy Canter Hema Kundargi Shirley Lin Kinoshita Janet Mohr Carl Orr Barbara Phelps Rita Young PUBLIC SAFETY COMMISSION Barry Chang Emma Darknell Philippe Dor Marc Majewski Hugh Riddell TEEN COMMISSION Kevin Busch Akshita Deora Erin Gatley Zoravko Kolev Emily Liu Angelica Zen Jacki Colloton Patty Fang Drew Golkar Kenny Lini Maurice Noon BICYLC PEDESTRIAN COMMISSION Stuart Chessen David Greenstein Anne Ng Joe Walton PARKS & RECREATION COMMISSION Jeanne Bradford Rod Brown Frank Jelinch Roger Peng Kris Wang TELECOMMUNICATIONS COMMISSION Salvatore Algeri Reginald Duhe' David Eggleston L. T. Guttadauro Ernest Tsui LIBRARY COMMISSION Sheila Mohan Janet Riddell Eno Schmidt Katherine Stakey Yuhfen Diana Wu PLANNING COMMISSION Marc Auerbach Angela Chen Chuck Corr Taghi Saadati Gilbert Wong ECONOMIC DEVELOPMENT Carol Atwood Keith Dias Jody Hansen Sandra James Bill Jones Richard Lowenthal Orrin Mahoney Steve Piasecki Ralph Qualls Therese Smith i Municipal Finance Officers Certificate of Award Excellence in Operational Budgeting 2001-2002 Presented to City of Cupertino This certificate recognizes the achievement of Excellence itt Operational Budgeting and reflects an outstanding budget document and the underlying budgethtg process through which the budget is implemented. February 21, 2002 Chair,/B6~ting & Financial Management/.-/ Vice-Clair, Budgeting & Financial Management Dedicated to Excellence in Municipal Financial Management ~~~ The California Society of Municipal Finance Officers issues annual awards for outstanding achievement and contributions to the profession. The City of Cupertino received the award shown above .for its 2001-2002 annual operating budget. In bestowing this honor, the Society acknowledges the City for its outstanding presentation of financial and budgetary data. Our 2002/03 budget document is intended to meet the Society's high standards and will be submitted again this year to determine eligibility for another award. V CITY OF CUPEP TINO May 18, 2002 To the Citizens of Cupertino, Honorable Mayor and Members of the City Council Introduction This year our budget theme is Cupertino - A Place for Everyone. This theme was chosen to celebrate the City's diverse demographics and its continued emphasis on community through outreach programs, recreational activities, neighborhood programs and community events. We are well known for our high tech environment, our great schools and the value we place on open space, neighborhood parks and community recreation programs. This budget year will continue to emphasize these areas and encourage community involvement at both the citizen and corporate levels. Fiscal year 2002/2003 will be a very tough budget year. The economic climate changed dramatically with fiscal year 2001/02 as the recession eroded our sales, transient occupancy and property transfer tax revenues. We anticipate a shortfall of approximately $1.8 million from these revenue sources in the current year, and have adjusted our projections for the 2002/03 budget accordingly. In addition, with the State of California facing an enormous deficit, revenue sources such as vehicle license fees are at high risk of being raided. We expect Silicon Valley to continue to feel recessionary trends at least through the end of this calendar year. In spite of expenditure reductions, our 2002-03 budget maintains current services and proposes a few new programs, primarily as a result of our new Senior Center and Teen Commission projects. Our capital improvement program remains focused on the new Library and grant- funded transportation projects. A major challenge this coming year will be continuing services and projects in the midst of a recession, an energy crisis, and the threat of new raids on local revenues by the State. Revenues will be enhanced with the opening of a new, four-star hotel. Expenditures will be controlled through streamlining, automation, and partnerships with community groups and government agencies. Printed on Recycled Paper General Fund Reserve Trends Historically, the General Fund reserve has been very strong. In 2000, the Council established a $15 million dollar reserve level enabling the City to respond to economic uncertainties and natural disasters and to take advantage of capital acquisition oppommities. In order to maintain current services during the economic downtum and pay for the new library, it will be necessary to let our reserves fall below the $15 million level. The City's $5 million dollar CIP reserve will be utilized for the five-year capital improvement program and primarily for the new library. In addition, any General Fund shortfalls occurring for the 2001/02 fiscal year will be funded from our economic uncertainty reserve. The following table shows the undesignated reserve (in thousands) from 1996-2001 (actual) and 2002-2007 (projected). The undesignated reserve is the fund balance minus designated funds. Undesignated Revenue by Fiscal Year 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 $32,905 $22,714 $21,062 $21,563 $17,991 $15,054 $10,183 $ 9,514 $ 9,721 $10,140 $10,859 The following table shows our prior and projected financial position of the City: FISCAL YEARS 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 Revenue 25,979 25,544 30,823 31,710 28,777 30,527 31,226 32,457 33,643 34,877 Expenditures 17,543 19,542 20,551 23,172 26,857 26,038 26,257 27,056 28,048 28,975 Debt Service 4,647 4,641 4,672 4,663 4,671 4,539 3,844 3,844 3,844 3,844 Net 3,789 1,361 5,600 3,875 -2,751 -50 1,125 1,557 1,751 2,058 Employees 133.50 132.00 138.00 145.05 154.50 154.50 154.50 154.50 154.50 154.50 Operating Revenues versus Operating Expenditures One of the acid tests of a city's ongoing fiscal condition is the extent to which there is sufficient current revenue to meet current expenses on an operational basis, exclusive of capital and debt service. We have retained a good position in this area. Department directors and every city employee have consistently come up with new ways to reduce expenditures and to deliver service more efficiently. As shown in the above chart, the recession has affected our financial position for the cun'ent and proposed fiscal years. We will need to keep abreast of changing conditions in California and proactively react if any of these revenue sources experience an additional downturn. General Fund revenues in this category include: Sales Tax - During 2001/02, the City experienced a decline of over 12% in sales tax. Office vacancy rates have gone from 2% to 20% in the past year and rental of office space has declined from $5.50 per square foot to less than $2.00 per square foot. Housing prices have also declined, and it is estimated that there are more than 75,000 engineers without jobs in Silicon Valley. These trends must be carefully monitored to project effects on city revenue sources. Utility Users Tax - This tax is currently collected by PG&E. Although this pass-through money is due the City and is obligated to pay for a portion of our outstanding debt, remittance could be interrupted under the bankruptcy process. Franchise Fees - PG&E pays a fee for conducting business within our city limits. As above, remittance of these payments could be affected by the bankruptcy. Vehicle License Fees (VLF) - Two years ago, the State of California decided to refund tax dollars to its citizens given the large surplus created by the strong economy. Unfortunately, the refund was not given from State revenues but from VLF revenues, which have always been used to provide municipal services. The State promised to backfill the reduction with the surplus; however, the energy crisis and the recession rapidly eliminated any surplus. With the State facing a budget deficit of $22 billion dollars, this revenue source is at risk of take-away. Our operating budget was reduced for the 2002/03 fiscal year as the City is still experiencing the effects of the recession. Department reductions were a result of direct cutbacks, efficiency measures and deferral of maintenance where possible. Several new programs have been proposed as a result of our expansion in the areas of senior and youth activities. These programs, however, require minimal funding. 2002/03 Budget For this fiscal year, total expenditures will exceed total revenues in the General Fund by approximately $4.9 million dollars. This is primarily due to the funding of major capital improvement projects, including the City's new library. These projects will be accomplished through debt refinancing, new debt issuance and the use of reserves. A summary of the 2002/03 General Fund budget follows (in thousands): Operating Revenues Operating Expenditures Net Operating Activity $30,527 26,038 4,489 Non-Operating Activity: Debt Refinancing/Issuance Transfers In from other funds Capital Projects Gas Tax Projects Debt Service Technology/Equipment purchases/Other 15,665 1,725 - 20,760 - 1,201 - 4,539 - 250 Net Activity for Year $- 4,871 3 The following new General Fund programs have been incorporated in the proposed 2002/03 budget: Mobile Skatepark Operations $ 88,600 Translation Services 30,000 Walkability Modifications 100,000 Teen Commission 13,000 Teen Website 3,000 Worthy General Fund projects that are not reflected in this budget include: Bilingual Interns - Senior Center 12,000 Senior Center Shakespeare Camp 8,500 Multilingual Health Fair 4,000 Jazz Bands for Concerts 2,400 We Value Youth Program 7,500 Lunar New-Year Parade 2,560 Some or all of these could be paid for out of the reserve or traded for currently budgeted programs. The High School has informed the city that it is no longer able to pay its share of the second · School Resource Officer (SRO) and the Youth Probation Officer. As a result, this budget funds one SRO and one Youth Probation Officer. Key Issues for our Future Key issues that the City will need to address include: Tax Base - Cupertino receives approximately 36% of its General Fund revenue from sales tax. This revenue source will continue to be volatile due to leakage to other retail outlets, catalog and Interact shopping and the economic realities of our large technology business base. The City will need to proactively pursue economic development strategies to attract and retain revenue providers. Our economic development focus is on revitalizing our regional mall, attracting new hotels and sales incentives. Technology - The City needs to continue to embrace the efficiencies of technology to provide information and service to our customers and streamline and automate our operations. Master Maintenance Programs - Expanding our infrastructure requires ongoing maintenance and operating costs. The City needs to continue funding an adequate level of equipment, park infrastructure, community facility and street improvement maintenance. 4 State of the Art Infrastructure - The City needs to be proactive in placing state of the art infrastructure. New technology opportunities have been and will continue to be proactively pursued. In addition, several key facilities are scheduled to be expanded to serve the growing needs of the community. Expenditure Base - Governments will need to continue to provide for customer needs with fewer resources in the future. Our challenge is to provide quality service at a reasonable cost by analyzing all delivery options, especially in the wake of growing inflationary trends. Partnerships - The enormous success of our community is due in large part to the many parmerships between schools, businesses, churches, and community and volunteer organizations. The City will continue to serve as a facilitator of these parmerships. Conclusion Cupertino is a fiscally conservative, well-mn city. This proposed budget continues in that tradition through a realistic expenditure program providing our employees with the tools to perform their jobs in the most efficient and effective manner possible. Our challenge is to maintain a strong revenue base to support and expand city services/facilities as necessary. Our goal is to continue to enhance the quality of life for the citizens of Cupertino and to make Cupertino a place where everyone feels welcome. In closing, I would like to acknowledge the extra efforts of Carol Atwood, Carol Ferrell, Jennifer Chang, and Dorothy Steenfott in preparing this year's budget. Respectively submitted, David Knapp City Manager _ 5 NOTES 6 City of Cupertino MISSION STATEMENT The environment within our City is interdependent upon a partnership of City Employees, Elected Officials, and the Community. To further this partnership, the City of Cupertino has agreed upon certain basic values within the framework of the City's policies to better serve the Community. · Provide prompt, courteous and equitable service that responds to individual needs. · Treat each customer and employee with respect, dignity, and sensitivity. · Support and encourage individual professional growth and innovation to enhance customer service and employee satisfaction. · ('reate a positive, prq/kssional environment based upon teamwork. · As a team, it is our objective to provide the highest level of satisfaction in all programs and services. We are proud to be part of the City oj' Cupertino team and will strive to provide the best service possible. 7 BUDGET STRATEGIES FINANCIAL VALUES STATEMENTS The City of Cupertino adheres to the following guidelines and principles in preparing its budget and conducting its day-to-day and long-term fiscal affairs. 1. Revenue Levels · To the extent possible, maximize investment yield while maintaining a high level of liquidity for the City's anticipated capital costs. · Identify and recommend sources of revenue necessary to maintain the services desired by the community and to maintain the City's quality of life. · Perform ongoing evaluations of existing sources of revenue to maximize the City's revenue base. · Recover costs of special services through user fees. Allocate all internal service charges to appropriate user departments. · Ensure that Enterprise activities remain self-supporting. 2. Expenditure Control · Maintain operating activities at levels which are offset by revenues. · Evaluate expenditures at the department and project levels to ensure control. · Reduce costs and improve productivity through the use of efficiency measures. · Structure debt refinancing to provide the necessary capital while minimizing future debt service costs. 3. Long-Term Financial Stability · Ensure ongoing productivity through employee training and retention programs. · Pursue consolidation of resources and activities with other agencies and jurisdictions where beneficial. · Ensure financial planning flexibility by maintaining adequate fund balances and reserves. · Provide for major maintenance and repair of City buildings and facilities on a timely basis. · Continually evaluate and implement long-term financial planning including technology automation, multiple year capital improvement programs, revenue and expenditure forecasting. BUDGET STRATEGIES CITY COUNCIL GOALS 1. Library Conceptual Design Approval to Council (10/01) Financing mechanism in place (6/02) Automated checkout - install and market (12/01) 2. Trails Plan Stevens Creek Trail · Feasibility study (6/02) CEQA (6/02) · Funding Plan Implement San Tomas/Saratoga Creek Plan · Street segment, signage and striping (9/01) · Bridge and creek segment, through Barrington neighborhood (1/02) Support county-wide adoption of DeAnza Trail · Feasibility study for Union Pacific Trail (11/01) 3. Youth Issues Skateboard Park Identify location Teen Commission · Review Teen Commission selection process · Launch the Teen Website Teen Center · Incorporate teen spaces in Sports Center plan We Value Youth · Work with the Teen Commission, Chamber & other organizations in support of youth 4. Pursue"Downtown"Opportunities Develop a plan for a Downtown Village in the Crossroads block of Stevens Creek Boulevard from DeAnza Boulevard to Stelling Road Work with the Town Center developer to plan a mixed use walkable plan 5. Street Safety- Walkable Community Ensure that "walkable city" concept is present in all City development/redevelopment projects 9 BUDGET STRATEGIES CITY COUNCIL GOALS 6. Building Community/Unity Continue to offer opportunities and programs to address the needs of our diverse community Continue international film and music series Hold public forums in other languages for major capital improvement projects Assist ad-hoc committee with first annual New Year Festival (2/03) Evaluate methods for communicating (electronically and in writing) to non-English speaking population regarding crime prevention, emergency preparedness and civic activities 7. Economic Development Encourage healthy environment for retail growth Vallco Fashion Park ("Plaza Cupertino") Redevelopment Add revenue enhancement incentive policy component of review for new development Evaluate transit/transportation implications of economic development strategy 8. General Plan General Plan Administrative Draft (6/02) Adopt plan (9/02) 9. Public Sq/kty Review traffic safety issues · Safe routes to school program (Monta Vista 9/01) and (Cupertino High Schools TBD) · Review traffic safety for pedestrians Continue emphasis on Neighborhood Watch and Disaster Preparedness Continue expansion of the CERT program · Evaluate methods for communicating (electronically and in writing) to non-English speaking population regarding crime prevention · Expand volunteer program 10. Affordable Housing Provide housing opportunities for Cupertino workers Review below market rate program criteria Teacher housing assistance programs · Work with school district to develop teacher housing assistance program (9/02) CCS affordable housing project 10 BUDGET STRATEGIES CITY COUNCIL GOALS ! 1. Annexation ~' Monta Vista · Annex pockets using island annexation procedures (6/02) ~- Creston · Annex individual contiguous parcels when redevelopment occurs 12. Sports Center Building Strategy ~ Complete ADA requirements ~ Come to consensus on Sports Center use and budget 13. Four Seasons Corner and Intersection "Gateway" Feb/March 2002: Complete design concept. March/April 2002: Review of preliminary plans by Fine Arts Commission, Parks & Recreation Commission and approval by City Council. April: Prepare construction drawings and bid documents. April/May 2002: City Council award bid for construction. May/June 2002: Remove construction equipment. June 2002: Begin construction. September 2002: Complete substantial construction coordinated with Cypress Hotel opening. 2003: Complete final construction coordinated with Verona Apartments completion. 14. School Partnerships Pursue partner opportunities with the three school districts including: · Pool Gym · Traffic and parking · Teacher housing PROPOSED PROGRAMS Proposed programs for the 2002/03 budget include: New Programs - Funded Walkability Modifications Mobile Skatepark Translations Services Teen Commission Teen Website $100,000 $88,585 $3O,OOO $12,218 $3,000 Funding New Programs - Not Yet Funded Funding Source: Funding Source: Funding Source: Funding Source: Source: CUSD Field House Sharing Sports Center Child Watch Program Parks & Recreation Citizen Survey Senior Center Bilingual Interns Senior Shakespeare Camp We Value Youth Program Multi-Lingual Health Fair Lunar New Year Parade Sheriff Costs Jazz Bands for Jazz Concerts Teacher/Senior Housing Rental Program $100,000 $28,000 $2O,O00 $12,100 $8,5OO $7,500 $4,000 $2,560 $2,400 STBD Sheriff Substation at Quinlan Center STBD General Fund General Fund General Fund General Fund General Fund Funding Source: Funding Source: Funding Source: General Fund Sports Center General Fund Funding Source: General Fund Funding Source: General Fund Funding Source: General Fund Funding Source: General Fund Funding Source: General Fund Funding Source: General Fund Funding Source: RDA Housing Set-Aside Funding Source: General Fund Existinu Programs - Not Funded Youth Probation Officer 2/3rd's Second School Resource Officer 2/3rd's $40,000 $91,668 12 Funding Source: General Fund Funding Source: General Fund BUDGET GUIDE The budget is the City's fundamental policy document. It describes the City's goals and details how resources are allocated to achieve these goals. In addition, the budget serves as the annual financial plan, an operations guide and a communications tool. The budget guide provides an overview of the elements of the budget document. It describes the structure of the City's finances and the annual budget process and includes a glossary of budget terminology. ELEMENTS OF THE BUDGET DOCUMENT The budget document includes the following key elements: Budget Message: The Budget Message is the City Manager's transmittal letter submitting the budget to the City Council. The Budget Message summarizes the City's current and long- term financial position, highlights new programs and organizational changes addressed in the budget and outlines both short and long-term goals of our city government. Budget Strategies: The Budget Strategies section includes the City's mission statement, the Financial Values of the City and identified City Council goals for the fiscal year. The 2002- 03 operating budget addresses the implementation of these goals and explores various revenue enhancements and cost reduction measures. o Financial Summaries: The Financial Summaries section provides financial information on projected revenues, expenditure3, fund balances and reserves. This section includes the Budget Summary of Funds as well as detailed fund descriptions and information on all revenue sources and expenditure projections. In addition to 2002/03 information, this section includes fund balance trends and detailed revenues and expenditures projections for the next five years. Departmental Operating Budgets: The Departmental Operating Budgets section details historical and proposed expenditures by operating department. The City is organized into eight key operating functions, including the Administration, Law Enforcement, Public Information, Administrative Services, Parks and Recreation, Community Development and Public Works. Each department budget includes a summary narrative, financial information regarding the department and each of its major divisions and personnel information. 13 BUDGET GUIDE Departmental expenditures are divided into five categories, which include the following charges: Employee Compensation represents permanent full-time and part-time salary costs, overtime, PERS retirement, health insurance costs, and other benefits. Materials represents items purchased for repair and maintenance, operational activities such as books, uniforms and recreation supplies, and office supplies. Contract Services represents legal, consulting and other professional services, contract repair and maintenance, utility charges, training and memberships, equipment rentals, insurance and employment services. Capital Outlay represents expenditures for tangible fixed assets including land, buildings, furniture, equipment and City vehicles. Debt Service/Other represents principal and interest payments on outstanding debt and interfund transfers. Non-Departmental Operating Budgets: The Non-Departmental Operating Budgets section details historical and proposed expenditures for the functions of interfund transfers and debt service. Capital Improvements: The Capital Improvements section details the proposed capital projects for 2002-03 through 2006-07. These projects are organized into six categories: Parks, Buildings, Medians and Overpasses, Streets, Traffic and Storm. The five-year budget denotes funding sources and a description of each project. The City Council approves fimding of the Capital Improvements on a yearly basis. STRUCTURE OF THE CITY'S FINANCES The City's finances are structured in a variety of funds that are the basic accounting and reporting entities in governmental accounting. The funds that comprise the 2002-03 budget are grouped into two major categories, Govemmental Funds and Proprietary Funds. The purpose of each of the various funds within these two categories is described below: 14 BUDGET GUIDE GOVERNMENTAL FUNDS Governmental Funds include Tax Supported Funds, Special Revenue Funds and Federal Grant Funds. They are accounted for under the modified accrual basis of accounting. Tax Supported Funds include the General and Capital Improvement Funds. The General Fund is the primary operating fund for governmental services, funding traditional tax-supported activities such as law enforcement and community development. The Capital Improvements Fund is utilized for the acquisition or construction of major capital facilities. Special Revenue Funds include the Park Dedication, Gas Tax, Storm Drain, Environmental Management and Leadership Cupertino funds. The use of Special Revenue Fund resources is legally restricted for specific purposes. Federal Grant Funds include the Federal Housing and Community Development Block Grant programs. The Community Development Block Grant is a federally funded program for housing assistance and public improvements. PROPRIETARY FUNDS Proprietary Funds include Enterprise Funds and Internal Service Funds. They are accounted for under the full accrual basis of accounting. Enterprise Funds, including the Water, Resource Recovery, Sports Center, Blackberry Farm, Recreation and Senior Center funds, are used to account for operations that are self-supporting with user fees covering expenditures. Internal Service Funds include the Workers Compensation, Management Information Services, Equipment and Long-Term Disability funds. Internal Service Funds are similar to Enterprise Funds, except that fees are charged to user City departments to cover the costs of services provided by the activity. COST ACCOUNTING By using this financial technique, the City is able to assess the true cost of providing a service and benefits. The Internal Service Funds and Enterprise Funds capture the full cost of a program's activities. Internal users of information management, fleet and equipment, and insurance are assessed rental rates through their programs for the use and eventual replacement of such services and equipment. Employee benefits such as leave usage, retirement and insurances are also recovered as revenue of the funds by charging the programs that use personnel services. 15 BUDGET GUIDE THE ANNUAL BUDGET PROCESS The City's annual budget is prepared on a July 1 to June 30 fiscal year basis. The budget process is an ongoing process that includes the phases of development, proposal, adoption, and monitoring. The budget development phase begins in February with the preparation of budget instructions and goal setting sessions by the City Council and City Manager. During March, departments prepare the budgets for which they are responsible. These proposed department budgets are reviewed by the Finance Division and compared to current and prior year trends. The City Manager then reviews the proposals with the City Treasurer and departmental staff and makes final adjustments. The proposed budget is then submitted to the City Council in May. During the months of May and June the Council considers the budget proposals at a series of City Council Work Sessions and meetings. At this time, the Council hears from Boards, Commissions and community groups regarding budget requests and recommendations. Prior to June 30. the City Council holds public hearing(s) on the budget and then adopts the final budget by resolution. The adopted budget takes effect on July 1, the first day of the new fiscal year. After the budget is adopted, the City enters the budget monitoring phase. Throughout the year, expenditures are monitored by the Finance Division staff and department managers to ensure that funds are used in an approved manner. Adjustments to expenditures within or between departmental budgets are accomplished on an as-needed basis administratively throughout the year. City Council approval is required for additional appropriations from fund balances or for new revenue sources. 16 BUDGET GUIDE GLOSSARY OF BUDGET TERMINOLOGY The City's budget contains specialized and technical terminology that is unique to public finance and budgeting. To help the reader understand the terms, a glossary of budgetary terminology has been included in the document. Adopted Budget - Revenues and appropriations approved by the City Council in June for the following fiscal year. Allocated Costs - An expense charged by one department/division to another for services performed or expenditures of a general nature that are charged to one main account and allocated to other departments/divisions by a specified formula. Appropriation - An authorization made by the City Council that permits the City to incur obligations and to make expenditures of resources. Budget - A financial plan for a specific period of time (fiscal year) that matches all planned revenues and expenditures with various municipal services. Budget Amendment - A legal procedure utilized by the City Manager to revise a budget appropriation. Adjustments to expenditures within or between departmental budgets may be accomplished administratively. City Council approval is required for additional appropriations from fund balance or new revenue sources. Capital Improvement Program - A plan for capital expenditures to provide for the acquisition, expansion or rehabilitation of an element of the City's physical plant to be incurred over a fixed period of several future years. Capital Outlay - Expenditures relating to the purchase of equipment, land and other fixed assets. Cost Recovery. - The establishment of user fees that is equal to the full cost of providing services. Department - A major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area. Division - A unit of organization that reports to a department. 17 BUDGET GUIDE Enterprise Fund - A fund established to account for activities that are financed and operated in a manner similar to private business enterprises, in which costs of providing services are fully recovered through user fees. Estimated Budget - The status of appropriations between July 1 and June 30. Includes the adopted budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between objects, divisions and departments. Expenditure - Utilization of fund resources. Expenditures include operating expenses, debt service and capital outlays. Expenditure Category - A basis for distinguishing types of expenditures. The major expenditure categories used by the City are: employee compensation, materials, contract services, capital outlay and debt service. Fiscal Year - A twelve-month time period signifying the beginning and ending period for recording financial transactions. The City has specified July 1 through June 30 for its fiscal year. Fund - A fiscal and accounting entity for which the recording of financial transactions is made for the purpose of can'ying on specific activities in accordance with the requirements placed upon the use of financial resources. Fund Balance - The net effect of assets less liabilities at any given point in time. General Fund - The fund used to account for the major operating revenues and expenditures of the City, except for those financial resources that are required to be accounted for in another fund category. General Fund revenues are derived primarily from property and other taxes. Goal - Broad mission statements that defme the purpose of a department. Internal Service Fund - A fund used to account for the services provided by one department to other departments on a cost-reimbursement basis. 18 BUDGET GUIDE Operating Budget - A financial plan for the provision of direct service and support functions that provide basic governmental services. The operating budget contains appropriations for such expenditures as employee compensation, materials, contract services, capital outlay and debt service. It does not include Capital Improvement Project expenditures. Reserve - An account used to designate a portion of the fund balance for a specific future use and is, therefore, not available for general appropriation. Revenue - Increases in fund resources. Revenues include income from user fees, taxes, permits, and other sources. Section - A unit or organization that reports to a division. Self-Supporting Activity - An enterprise activity where all service costs (including principal and interest debt payments) are covered solely from the earnings of the enterprise. Subsidy - Supplemental resources provided to ensure adequate funding when anticipated expenditures exceed revenues. User Fees - Fees charged to users of a particular service provided by the City. NOTES 20 Cupertino owes its name and earliest mention in recorded history to the 1776 expedition led by the Spaniard, Don Juan Bautista de Anza, from Sonora, Mexico to the Port of San Francisco to found the presidio of St. Francis. Leaving the majority of the party of men, women, and children in Monterey to rest from their travels, deAnza, his diarist and cartographer, Petrus Font, and 18 other men pressed on through the Santa Clara Valley in late March to their San Francisco destination. With the expedition encamped in what is now Cupertino, Font christened the creek next to the encampment the Arroyo San Joseph Cupertino in honor of his patron, San Guiseppe (San Joseph) of Cupertino, Italy. The arroyo is now known as Stevens Creek. The village of Cupertino sprang up at the crossroads of Saratoga-Sunnyvale Road (now DeAnza Boulevard) and Stevens Creek Boulevard. It was first known as West Side; but, by 1898 the post office at the Crossroads needed a new name to distinguish it from other similarly named towns. John T. Doyle, a San Francisco lawyer and historian, had given the name Cupertino to his winery in recognition of the name bestowed on the nearby creek by Petrus Font. In 1904 the name was applied to the Crossroads and to the post office when the Home Union Store incorporated under the name, The Cupertino Stores, Inc. Manx' of Cupertino's pioneer European settlers planted their land in grapes. Vineyards and wineries proliferated on Montebello Ridge, on the lower foothills, and on the flat lands below. 21 After 1906 a lot more than grape growing was going on in Cupertino. Orchards were thriving and new businesses were being started. In the late 1940's Cupertino was swept up in Santa Clara Valley's postwar population explosion. Concerned by unplanned development, higher taxes, and piecemeal annexation to adjacent cities, Cupertino's community leaders began a drive in 1954 for incorporation. Cupertino rancher Norman Nathanson, the Cupertino - Monta Vista Improvement Association, and the Fact Finding Committee played important roles in this movement. Incorporation was approved Incorporation was approved in the September 27, 1955 election. Cupertino officially became Santa Clara County's 13th City on October 10, 1955. A major milestone in Cupertino's development was the creation by some of the city's largest landowners of Valico Business and Industrial Park in the early 1960's. Of the 25 property owners, 17 decided to pool their land to form Vallco Park, six sold to Varian Associates, a thriving young electronics firm, founded by Russell Varian, and two opted for transplanting to farms elsewhere. The name Vallco was derived t~om the names of the principal developers: Varian Associates and the Leonard, Lester, Craft, and Orlando families. 22 2002 Ecortom(o The City of Cupertino, highotech heart of Silicon Valley, was bom from a community of farmers. In 1955, when Cupertino officially became the 13t~ city in Santa Clara County, its population was about 2,000 and its geographical area encompassed 3.76 square miles. Today, with a population numbering more than 50,000 and city limits stretching across 11 square miles, Cupertino is considered to be one of the San Francisco Bay Area's most prestigious cities in which to live and work. Among the many factors that make Cupertino so desirable are the city's highly acclaimed educational programs, its vibrant business environment, its convenient access to major transportation systems and its attractive well-planned neighborhoods. Schools in Cupertino are operated by the Cupertino Union School District (CUSD) that serve students from kindergarten through 8th grade in several different cities, and the Fremont Union High School District (FUHSD), which operates five high schools in Cupertino and nearby cities. Twenty elementary schools and four middle schools are under the CUSD umbrella. Nationally recognized for its innovative use of technology to enrich student learning, the district's reputation reaches around the world. One of California's premiere community colleges is also located in Cupertino. DeAnza College serves nearly 25,000 students per quarter. The college operates a planetarium and an Advanced Technology Center, where training in math, physics, computers and programming is offered. In addition, one of the area's leading performing arts facilities, the Flint Center, is located on the DeAnza College campus. As home to many well-known high-tech companies, Cupertino offers a dynamic and exciting business climate. Apple Computer is headquartered in the city along with Portal Software. In addition, key divisions of Compaq Computer, Hewlett-Packard, Sun Microsystems and Honeywell-Measurex are also located in Cupertino. The City's proactive economic development efforts have resulted in a number of innovative, mutually beneficial parmerships with local companies. The City strives to retain and attract local companies through policies of balanced growth and streamlined permitting. Residents and visitors can browse in a variety of small specialty shops at Valico Fashion Park. The mall includes Macy's, Penney's and Sears as anchors and features popular chain stores such as Victoria's Secret, Express and Natural Wonders. -- Shoppers can also enjoy iceskating at the mall's ice skating rink. There's more to a community than its schools, its businesses and its quality of life. A community is people. And, -- Cupertino's people come from all over the world. The city prides itself on being a diverse community and appreciates the cultural differences that make each resident individual and unique. Cupertino has become a place that people are proud to call home. 23 of Forc Economic Growth & Trends 1997 Population in County 1,612,258 Total Taxable Sales - County 25,257,736 Population in City Limits 43,627 Total Taxable Sales - City 8,218,233 Occupied Dwellings - City 15,707 School Enrollment K-8 14,877 School Enrollment 9-12 8,380 Median Income - County Median Income - State Median Age 1998 1999 2000 1,671,400 1,647,419 1,682,585 25,793,716 27,488,815 35,683,007 44,800 45,095 50,546 7,546,163 1,412,000 1,106,635 17,065 17,417 18,204 15,240 15,313 15,200 8,762 8,822 9,063 59,639 39,595 39 Company Cupertino Union School District Foothill/DeAnza Community College Fremont Union High School District Sears Target JC Penney PG&E Mervyns Non-Manufacturing Employment Employment 1,500 1,200 735 294 270 200 167 135 Product Education Education Education Retail Retail Retail Gas/Electric Retail Manufacturine Employment Company Employment Product Apple Computer 6,000 Hewlett-Packard 4,682 Compaq 2,500 Symantec 400 Honeywell-Measurex 220 Computers Computers Computers Software Process Controls 24 2002 Profaw The City of Cupertino operates as a general law city with a city council-city manager form of government. Five council members serve four year, overlapping terms, with elections held every two years. The council meets twice a month on the first and third Mondays at 6:45 p.m. in City Hall. Municipal services are provided by the City's 154 full time benefited employees. City departments include administrative services (finance, human resources, rr, city clerk, outreach programs, and economic development); community development (planning and building); parks and recreation; public works (engineering, maintenance, transportation, and environmental); and public information. Police service is contracted through the County of Santa Clara and fire sere/ce is provided through Santa Clara County Fire District. Assisting the city council are several citizen advisory commissions/committees which include housing, telecommunications, fine arts, library, planning, audit, parks and recreation and public safety. Members of the volunteer boards are appointed by the city council and vacancies are announced so that interested residents may apply for the positions. Residents are kept informed about city services and programs through the Cupertino Scene, a monthly newsletter; Cupertino's government access cable TV channel; The City Channel; and the city's website. Itousing Rentals for one and two bedroom apartments and duplexes range from $1,100 to $2,100 per month. Rent for a two bedroom house ranges from $2,200 to $3,250 per month. The average price of existing single family homes is $946,485 as of June 2001. The average condominium/townhouse sale price is $509,390. Community Health Care Facilities Cupertino is served by the Cupertino Medical Clinic, NovaCare Occupational Health Services. Nearby hospitals include E! Camino Hospital in Mountain View, O'Connor Hospital in San Jose, San Jose Hospital, Community Hospital of Los Gatos, Kaiser Permanente Medical Center in Santa Clara, Stanford Hospital in Palo Alto, and the Saratoga Walk-in Clinic in Saratoga. Utilities Natural gas and electric - Pacific Gas and Electric Company, (800) 743-5000. Telephone - Pacific Bell. For residential service call (800) 894-2355; for business service call (800) 750-2355. Cable - AT&T Broadband, (800) 945-2288. Garbage - Los Altos Garbage, (408) 725-0420. Water - San Jose Water Company (408) 279-7900 and California Water (650) 917-0152. Sewer Service - Cupertino Sanitary District (408) 253-7071 Tax Rates and Government Services Residential, commercial, and industrial property is appraised at full market value as it existed on March 1, 1975, with increases limited to a maximum of 2% annually. Property created or sold since March 1, 1975 will bear full cash value as of the time created or sold, plus the 2% annual increase. The basic tax rate is $1.00 per $100 full cash value plus any tax levied to cover bonded indebtedness for county, city, school, or other taxing agencies. Assessed valuations and tax rates are published annually after July 1. Retail Sales Tax: Santa Clara County District: 1%; Local: 1%; State: 6%; County: 25%; Total: 8.25%. Assessed Valuation: (Secured and Unsecured) Cupertino: $7,332,095,101 (2000) County: $172,917,361,122 (2000) Transportation Rail - Southern Pacific, San Jose to San Francisco, with spur line in Cupertino. Air - Seven miles north of San Jose International Airport; 32 miles south of San Francisco airport. Bus - Santa Clam County Transit Systems, Greyhound bus lines Highways- Interstate Route 280, State Route 85, US 101, 25 Library Blackberry Farm Cupertino Library has the highest circulation among the members of the Santa Clara County Library system. It holds a collection of more than 308,000 volumes, as well as periodicals, compact discs, audio and video cassettes, CD-ROM's and DVD's. The library is open seven days a week: Monday through Thursday 10-9, Friday and Saturday 10-6, Sunday 12-6. For more information call (408) 446-1677. Cupertino Library is located at 10400 Torre Avenue, next to City Hall. Cupertino Senior Center This 33 acre recreational facility offers two large swimming pools, softball field, basketball courts, volleyball courts, horseshoe pits, and a nine hole golf course. The picnic grounds are located at 21975 San Fernando Avenue and the golf course is located at 22100 Stevens Creek Boulevard. Telephone: (408) 777-3140. Blackberry Farm Retreat Center is a 2,000 square foot house that overlooks the picnic grounds and golf course. The center has one large conference room that will accommodate up to 25 people. The retreat center is located at 21979 San Femando Avenue. Telephone: (408) 777-3140. Adults over age 50 can find a full calendar of opportunities for learning, volunteering, and enjoying life. There are exercise classes (over 30 hours a week), a computer lab and classes, language instruction including English as a second language, and cultural and special interest classes. The Senior Center is located at 21251 Stevens Creek Boulevard at Mary in Memorial Park and is open Monday'through Friday 8 a.m. to 5 p.m. The Quinlan Community Center The City of Cupertino's Quinlan Community Center is a 27,000 square foot facility that provides a variety of recreational opportunities. Most prominent is the Cupertino Room which is a multi-purpose room that can accommodate 300 people in a banquet format. The Quinlan Center is also home to the Cupertino Historical Society. For more information, call (408) 777-3120. Cupertino Sports Center Cupertino Sports Center is a great place to meet friends. The facility features 17 tennis courts (12 lighted), complete locker room facilities, saunas, Jacuzzis, and a fully equipped fitness center featuring free weights, Cydesc, and cardio equipment. The center is located at the comer of Stevens Creek Boulevard and Stelling Road. Telephone: (408) 777-3160. Memorial Park Attractions at the 28-acre park include acres of lawn ideal for family picnics, a lake, and six lighted tennis courts, as well as the Senior Center. Also, an amphitheater, lighted softball field, gazebo, and picnic areas are available for general enjoyment or rental. The park is located at Stevens Creek Boulevard and Mary Avenue. Telephone: (408) 777-3120. McClellan Ranch Park A horse ranch during the 1930's and 40's, this 18-acre park has the appearance of a working ranch. Preserved on the property are the original ranch house, milk barn, livestock barn, and two historic buildings moved from other sites in the city: Baer's Blacksmith Shop, originally located at DeAnza and Stevens Creek, and the old water tower from the Parish Ranch, now the site of Memorial Park. Also at McClellan Ranch are corrals where Rolling Hills 4-H Club members raise rabbits, chickens, sheep, swine, and cattle and a Junior Nature Museum, which fca .tures small live animal exhibits and dispenses information about bird, animal, and plant species of the area. McClellan Ranch is located at 22221 McClellan Road. Telephone: (408) 777-3120. 26 Winner of numerous state and national awards for excellence, our City's schools are widely acknowledged to be models of quality instruction. Cupertino Union School District serves 15,700 students in a 26 square mile area that includes Cupertino and portions of five other cities. The district has 20 elementary schools and four middle schools, including several choice programs. Eighteen schools have received state and/or national awards for educational excellence. Student achievement is exceptionally high. Historically, district test scores place Cupertino among the premier public school districts in California. The district is a leader in the development of a standards-based system of education and is nationally recognized for leadership in the use of technology as an _effective tool for learning. Quality teaching and parent involvement are the keys to the district's success. _The 'Fremont Union High School District serves over 9,000 students in a 42 square mile area covering all of Cupertino, most of Sunnyvale and portions of San Jose, Los Altos, Saratoga, and Santa Clara. The five high schools of the district have garnered _many awards and recognition based on both the achievement of students and the programs designed to support student achievement. Student achievement is at an all time high based on the statewide Academic Performance Index (A.PI). All five high schools in the district exceeded their state established achievement targets for the 2000 --API. District students are encouraged to volunteer and/or prov/de service to organizations within the community. During their senior year, if students complete 80 hours of service to a non-profit community organization, they are recognized with a --~'Community Service Award" medal that may be worn during their graduation ceremonies. Cupertino is served by four local institutions of higher education: DeAnza College, the University of San Francisco, National University and the UCSC Extension. In addition to these schools, Cupertino's location offers easy access to Stanford University, Santa Clara University and San Jose State University. Building on its tradition of excellence and innovation, DeAnza College challenges students of every background to develop their intellect, character and abilities; to achieve their educational goals; and to serve their community in a diverse and changing world. DeAnza College offers a wide range of quality programs and services to meet the work force development needs of our region. The college prepares current and future employees of Silicon Valley in traditional classroom settings and through customized training arranged by employers. Several DeAnza programs encourage economic development through college credit courses, short term programs, services for manufacturers, technical assistance, and/or recruitment and retention services. 27 Euphrat Museum of Art The highly regarded Euphrat Museum of Art adjacent to the Flint Center on the DeAnza College campus traditionally presents one-of-a-kind exhibitions, publications and events reflecting the rich diverse heritage of our area. The Museum prides itself on its changing exhibitions of national and international stature, emphasizing Bay Area artists. Museum hours are ! 1 a.m. - 4 p.m. Tuesday, Wednesday, Thursday; 6-8 p.m. Tuesday and ! 1 a.m. - 2 p.m. Saturday. Telephone: 408-864-8836. Minolta DeAnza Planetarium Stargazers have a Cupertino facility catering to their interests, the Minolta Planetarium on the DeAnza College campus. It hosts a variety of planetarium shows and events, including educational programs for school groups and family astronomy evenings on Saturdays at 7:00 p.m. For more information and current schedule of events, visit the website at www.pIanetarium.deanza.fhda or call 408-864-8814. Flint Center The cultural life of the Peninsula and South Bay is enhanced by programs presented at the Flint Center for Performing Arts located at 21250 Stevens Creek Boulevard at DeAnza College campus. The center opened in 1971 and was named in honor of Calvin C. Flint, the first chancellor of the Foothill-DeAnza Community College District. The box office is open 10 a.m. - 4 p.m. Monday through Friday and one and one half hours prior to any performance. Box office: 408-864-8816; administrative office: 408-864-8820. Cupertino Historical Society On May 2, 1966, the Cupertino Historical Society was founded as a non-profit organization by a group of 177 longtime residents concerned about the rapid growth in the area and its impact on the quickly vanishing Cupertino heritage. The long-term goal of the Society was to develop a museum to preserve the memorabilia that would be so vital in communicating the history to future generations. On March 30, 1990, the Society opened the Cupertino Historical Museum dedicated to the preservation and exhibition of the city's history. The museum is a growing repository of artifacts, documents, photographs, vehicles and equipment of city residents, industries and businesses past and present. The vitality of the changing community is shown through the rotating exhibitions of the museum. Through its exhibits the museum attempts to develop and expand the learning opportunities that it offers to the ethnically diverse community of the City of Cupertino. The Society continues to build partnerships with the local school districts to ensure that the history of .Cupertino is offered as part of the educational curriculum. The Society is located at the Quinlan Community Center, 10185 N. Stelling Road. Telephone: 408-973-8049. 28 BUDGET SUMMARY 2002/03 Fiscal Year Funds General Fund Special Revenue Funds: Storm Drain Park Dedication Tax Environmental Management Gas Tax Housing & Community Development HCD Rehabilitation Loans Leadership Cupertino Vallco Redevelopment Fund Totals Debt Service: Cupertino Facilities Corporation Traffic Impact Vallco AD 74-3 Vallco AD 74-4 Fund Totals Capital Projects Funds: Capital Improvement Fund Totals Enterprise Funds: Resource Recovery. Blackberry. Farm Cupertino Sports Facility Recreation Programs Senior Center Fund Totals Internal Service Funds: Information Management Workers' Compensation Equipment Replacement Long-term Disability Fund Totals Estimated Estimated Balance at Operating Operating Non-operating Balance at July 1 Revenues Expenditures Transfers June 30 $ 15,054,000 $ 30,527,000 $ (26,038,000) $ (9,360,000) $ 10,183,000 343,000 100,000 (147,000) 296,000 34,000 1,500,000 (1,500,000) 34,000 91,000 357,000 (365,000) 83,000 123,000 1,784,000 (3,108,000) 1,201,000 - 1,483,000 78,000 (162,000) 1,399,000 145,000 53,000 (160,000) 38,000 38,000 (38,000) - (10,000) 300,000 (177,000) 113,000 2,209,000 $ 4,210,000 $ (4,157,000) $ (299,000) $ 1~963,000 102,000 (4,539,000) 4,539,000 102,000 79,000 38,000 (38,000) 79,000 $ 181,000 $ 38,000 $ (4,577,000) $ 4,539,000 $ 181,000 $ $ 1,200,000 (21,960,000) 20,760,000 1,200,000 $ (21,960,000)$ 20,760,000 $ 4,498,000 2,676,000 (2,024,000) 5,150,000 224,000 1,795,000 (1,750,000) (75,000) 194,000 265,000 1,274,000 (1,344,000) 195,000 48,000 1,906,000 (1,811,000) (100,000) 43,000 188,000 600,000 (530,000) (50,000) 208,000 5,223,000 $ 8,251,000 $ (7,459,000) $ (225,000) $ 5,790,000 781,000 928,000 (1,184,000) 270,000 795,000 699,000 190,000 (158,000) 731,000 1,065,000 1,080,000 (1,095,000) 20,000 1,070,000 48,000 62,000 (80,000) 30,000 $ 2,593,000 $ 2,260~000 $ (2,517,000) $ 290,000 $ 2,626,000 29 Total City Revenue Total City revenue for fiscal year 2002-03 is expected to be $90,371,000. The chart below provides an overview of all City revenue. General Fund revenue is shown on the next page of this summary. Sales Tax represents the city's largest source of revenue. We receive 1% of the 8.25% collected in the county. This year, Capital Projects/Equipment Funding/Debt is higher than normal due to the refinancing/new debt associated with our Library project. Charges for Services includes program and engineering/building fees from Blackberry Farm, the Sports Center, the Senior Center, Quinlan Center and our Community Development and Public Works Departments. Approximately 77% of the city's park and recreation programs are self-funded. Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds, while Use of Money and Property represents rental fees and interest income on the city investment portfolio. Property Tax is small in comparison to our other revenues as Cupertino is a no-low property tax city, receiving only $.02 on every dollar paid. Other Taxes are comprised of hotel tax and park dedication fees. Total City Revenue 90,371,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 · Cap Proj/Equip Fund/Debt Payback · Debt Issuance/Refunding FI Sales Tax r'l Charges for Services · Intergovernmental · Property Taxes · Utility Tax [] Other Taxes · TOT · Franchise Fees Fl Use of Money & Property · Other Revenues · Fines 30 General Fund Revenue Total General Fund revenue for fiscal year 2002-03 is expected to be $47,917,000. The chart below provides an overview of the make up of our revenue components. Sales Tax is used for general government expenditures and is therefore accounted for entirely in the General Fund. This represents approximately 35% of our revenue in a normal budget year and has decreased due to the recession. Our sales tax comes from retail sales, business-to- business (high tech sector) sales and use tax and all other. This year, the city is refinancing its existing debt and issuing new debt to fund major capital projects, including the new library. Therefore, non-reocurring revenue of approximately $15.5 million is included in this budget. Intergovernmental Revenue includes motor vehicle in-lieu fees and grant funds. The city is concerned with the possibility that the State of California may not backfill the motor vehicle in- lieu tax this next year as a way to balance their budget deficit. This revenue source represents $3 million dollars of the budget. Use of Money and Property is received from rental fees and interest income on the city investment portfolio. Property Tax is small in comparison to our other revenues as Cupertino is a no-low property tax city, receiving only $.02 on every dollar paid. Other Taxes includes hotel tax of approximately $2.4 million. 18,000,000 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000,000 0 General Fund Revenue $47,917,000 · Debt Issuance/Refunding · Sales Tax I'l Property Taxes FI Intergovernmental · Utility Tax · TOT · Franchise Fees m Operating Transfers In · Charges for Services · Use of Money & Property FI Other Taxes · Fines · Other Revenues Total City Expenditures Total City expenditures for fiscal year 2002-03 are expected to be $95,233,000. This summary chart provides a quick overview of all the City's operating and capital expenditures. Many of the Special Revenue fund activities, such as the Gas Tax, Storm Drain, Park Dedication and Environmental Management funds, are administered by the Public Works Department. The Public Works Department also oversees the Resource Recovery operations, with expenditures of over $2.2 for the City-wide garbage collection contract and disposal costs. All other Enterprise fund operations are directed by the Parks and Recreation Department, which spends over $5 million annually to provide programs for all ages and to maintain the City's enviable community facilities at the Blackberry Farm and Golf Course, Quinlan Community Center, Sports Center, and Senior Center. Funding for Capital Projects ($21.6 million) will provide for street projects, sidewalks, facilities and upgrades, and major equipment. Over $17 million alone is appropriated for a new library next to Cupertino's Civic Center. Total City Expenditures (Including Operating Transfers) $95,233,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 · Operating Transfers · Cap Proj/Equip Funding FI Public Works [] Parks & Recreation · Law Enforcement · Administrative Services · Debt Service · Community Development · Administration · Public Information 32 General Fund Expenditures Total General Fund expenditures for fiscal year 2002-03 are expected to be $52,838,000. General Fund expenditures, for the general operation and administration of the City, comprise over 55% of total expenditures. The General Fund budget allows for all expenditures necessary to carry out the basic governmental activities of the City that are not provided through other funds. It includes the necessary resources to carry out police, and emergency preparedness; community development through planning, building and engineering activities; public works operations and maintenance; recreational programs and park utilization; and other general government functions such as legal, personnel, finance and administrative services. The City's debt service costs are also borne by the General Fund, as well as funding for an aggressive capital projects plan. 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 General Fund Expenditures (Including Operating Transfers) $52,838,000 · Cap Proj/Equip Funding · Public Works [] Law Enforcement [] Debt Service · Administrative Services · Community Development I Parks & Recreation [] Administration · Public Information · Council & Commissions 33 REVENUE SUMMARY Sales Tax The City's sales and use tax revenues are generated from three principal economic categories: general retail--32%, business-to-business--44% (includes electronic equipment and software manufacturers and distributors), and other products--24%. Cupertino's sales tax has experienced a decline of approximately 12% this year as a result of the country's recession. The City's decrease in sales tax has been better than our neighboring municipalities due to our industry mix. Sales Tax $14,000 $12,000 $10,000 $8,000 $6,0O0 $4,000 $2,O00 $0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 I1 ACTUAL · ADJ BY CPI Sales and use taxes are the City's largest single source of revenue and are budgeted at $11 million for the 2002/03 fiscal year, representing 36% of the City's total general fund operating revenues. Because of the importance of this revenue source, the City is in the process of establishing a redevelopment project area at its regional mall and has adopted an Internet Sales Incentive policy to encourage high-tech firms to locate their Intemet sales presence in Cupertino. 2000/01 2001/02 2002/03 Actual Estimate Proposed REVENUE BY CATEGORY: Sales Tax REVENUE BY FUND: General $! 1,834,000 $10,348,000 $11,000,000 $11,000.000 34 REVENUE SUMMARY Property Taxes Property taxes represent approximately 12% of total general fund operating revenues. Property tax revenue for the 2002/03 fiscal year is estimated to be $4,037,000. Property tax revenues fluctuate with market conditions from year-to-year; however, they will generally increase in the long-term due to property sales and new construction. In 1978, voters approved the passage of of Proposition 13 which froze property tax rates and limited the amount of their increase each year. Cupertino had one of the lowest property tax rates in Santa Clara County receiving $.02 for every $1.00 paid. In accordance with State law, property is assessed at actual full cash value with the maximum levy being 1% of the assessed valuation. Increases in assessed valuation are limited to 2% annually if there is no change in property ownership, major improve- ments or requests for re-assessment. Our revenue has increased in this area with recent annexations and housing development. $0.247 Cupertino Elementary $0.240 County Bond $0.167 Fremont High School Maintenance $0.151 Santa Clara County Fire District $0.0667 Mid Peninsula Open Space & Various Agencies $0.064 Foothill Community College Maintenance $0.043 County Library Retirerment $0.022 City of Cupertino 2000/01 2001/02 2002/03 Actual Estimate Proposed REVENUE BY CATEGORY: Property Taxes REVENUE BY FUND: $3,298,000 $3.789,000 $4,037,000 General Vallco RDA Traffic Impact $3,700,000 300,000 37,000 $4.037.00O 35 REVENUE SUMMARY Other Taxes The principal components of Other Taxes include utility, franchise, park, and transient occupancy taxes. Utility taxes are budgeted to be $2,880,000 which is up 6.7 % from the previous year's projections of $2,699,000. The utility tax, which was approved by voters in 1990, is assessed on gas, electricity and telecommunication service provided within the City's jurisdiction at a rate of 2.4% of user charges. This tax is pledged to pay bond obligation for Blackberry Farm and Creekside Park open space. The following chart shows that the City's tax rate and areas of application are generally lower than that of other cities within Santa Clara County. In March 2002, voters approved an extension of the utility tax from a sunset date of 2015 to 2030. This extension will correspond with the extended debt maturity dates as a result of refinancing for capital improvement projects. The City receives franchise fees from cable television, garbage, water, gas and electricity franchisees that operate in the City. The fees range from 2% to 10% of the franchisee's gross revenues depending on each particular agreement. Utility Tax Rate Comparison Gas/Electric Cable Water Telephone Cupertino 2.4% .... 2.4% Gilroy 5.0% 5.0% -- 5.0% Los Altos 3.5% 3.5% 3.5% 3.5% Milpitas ........ Morgan Hill ........ Mountain View 3.0% .... 3.0% Palo Alto 5.0% -- 5.0% 5.0% Saratoga ...... Franchise fee revenues for fiscal 2002/03, estimated to be $2,320,000, up 4.8% from fiscal 2001/02 estimated revenues. Park tax is paid by developers on the mount of develop- ment from year-to-year. Estimated revenues for fiscal year 2002/03 are $1,500,000 due to construction of apartments and other housing traits within the city. Transient occupancy taxes are levied on hotel facilities located in the City at the rate of 10% of room revenues. The taxes in this category amount to $2,350,000 and are significantly down as a result of the economy. The Cypress Hotel, by Kimpton Hotel and Restaurant Group, will open in July 2002 to help offset this revenue decline. 36 REVENUE SUMMARY Other Taxes (continued) 2000/01 Actual 2001/02 Estimate REVENUE BY CATEGORY: Utility Tax Franchise Fees Park Dedication Fee Transient Occupancy Tax Other Taxes $2,908,000 1,979,000 408,000 2,325,000 i,253,000 $8.873.000 $2,699,000 2,214,000 2,400,000 1,460,000 1,120,000 $9,893.000 REVENUE BY FUND: General Park Dedication Fund 2002/03 Proposed $2,880,000 2,320,000 1,500,000 2,350,000 1,140,000 $10.190.000 $ 8,690,000 1,500,000 $10,190,000 37 REVENUE SUMMARY Fines Fines result from vehicle code, parking code and other miscellaneous violations. Our fines have increased slightly as a result of an expanded code enforcement effort and the installation of a new red light runner program which utilizes technology to capture red light offenders as they proceed through the intersection. 2000/01 2001/02 2002/03 Actual Estimate Proposed REVENUE BY CATEGORY: Fines $471.000 $600,000 $600,000 REVENUE BY FUND: General $600,000 38 REVENUE SUMMARY Charges for Current Services Due to the nature of the services provided, most of the activity in this category is accounted for separately as enterprise funds. As such, the City attempts to recover the cost of the services provided through user charges. Charges for current services, representing approximately 12.4% of total City revenues, are estimated to be $9,271,000 for the 2002/03 fiscal year. With the opening of our new Senior Center and expansion of our youth programs, this category has not been negatively affected by the economy. 2000/01 2001/02 2002/03 Actual Estimate Proposed REVENUE BY CATEGORY: Construction and Other Permits Refuse Services Blackberry Farm Park Fees Cupertino Sports Center Fees Recreation - Cultural, Youth and Teen, Physical, Nature and Park Programs Senior Center Excursions $1,561,000 $1,603,000 $1,485,000 2,598,000 2,430,000 2,480,000 1,579,000 1,500,000 1,662,000 922,000 1,101,000 1,165,000 1,594,000 1,780,000 1,895,000 293,000 533,000 584,000 $8,547,000 $9,279,000 $9,271.000 REVENUE BY FUND: General Resource Recovery Blackberry Farm Cupertino Sports Center Recreation Programs Senior Center $1,485,000 2,480,000 1,662,000 1,165,000 1,895,000 584,000 $9,271,000 39 REVENUE SUMMARY Revenues From Use of Money and Property This revenue category represents approximately 2.8% of total City revenues and is comprised of interest earnings on City funds, facility rents and concession payments on City-owned property, assessment bond interest, and repayment of long-term affordable housing loans. The estimated revenues for fiscal 2002/03 are $2,115,000 which represents a decrease from the prior year. Investment earnings are a function of the amount of excess cash available for investment and the current interest rate. For the coming year, interest rates are expected to remain low and cash balances will decline due to upcoming capital projects, especially our $22 million library project. 2000/01 2001/02 2002/03 Actual Estimate Proposed REVENUE BY CATEGORY: Investment Earnings Property Rentals Loan Repayment $3,375,000 $1,882,000 $1,474,000 598,000 600,000 576,000 94,000 65,000 65,000 $4,067,000 $2,547,000 $2,115,000 REVENUE BY FUND: General Storm Drain Sports Center Resource Recovery Blackberry Farm Gas Tax Workers' Compensation Housing & Community Development Other Funds $1,400,000 50,000 74,000 195,000 130,000 100,000 50,000 71,000 45,000 $2,115,000 40 REVENUE SUMMARY Intergovernmental Revenues Intergovernmental revenues comprise approximately 7% of the City's total revenues and consist of State motor vehicle license taxes, State gas tax, and various grants from federal, state or county agencies. This revenue fluctuates widely depending on grant awards and allocations. With the enormity of the State budget deficit, one of our revenues at risk is motor vehicle in lieu fees. Although this revenue rests with the cities, the state utilized this funding source to give tax rebates to the citizens of California in good budget years with the promise to backfill the rebates to the municipalities. 2000/01 2001/02 2002/03 Actual Estimate Proposed REVENUE BY CATEGORY: Motor Vehicle in Lieu Gas Tax Housing & Community Development Other/Grants $2,851,000 $2,730,000 $3,000,000 999,000 1,058,000 1,050,000 71,000 487,000 60,000 1,964,000 6,468,000 1,136,000 $5,885,000 $10,743,000 $5.246.000 REVENUE BY FUND: General Fund Gas Tax Housing & Community Development Capital Improvement Projects $3,502,000 1,684,000 60,000 0 $5,246.000 41 REVENUE SUMMARY Other Revenues Other revenues consist of environmental management fees, property sales and other revenue items that the City receives on a non-consistent basis from year-to-year. Revenues for fiscal 2002/03 are budgeted at $17,455,000. Two non-reoccurring revenues for this fiscal year results from a community fund raiser for our new library project in the amount of $1.2 million, and the issuance of $10 million in new debt and a $5 million liquidation from our debt service reserve. 2000/01 2001/02 2002/03 Actual Estimate Proposed REVENUE BY CATEGORY: Debt Issuance/Refinance Developer Fees Environmental Management Miscellaneous $ 0 $ 0 $15,665,000 18,000 50,000 50,000 348,000 345,000 355,000 162,000 119,000 1,385,000 $528,000 $5~4,000 $17,455,000 REVENUE BY FUND: General Fund Library Storm Drain Environmental Management Various Funds Leadership Cupertino $15,815,000 1,200,000 50,000 355,000 7,000 28,000 $17,455,000 42 REVENUE SUMMARY Interdepartmental Revenues Interdepartmental revenues consist of interdepartmental service charges and operating transfers. Interdepartmental service charges arise from the centralized administration of certain activities whose costs are allocated to the various City departments benefited. The City utilizes internal service funds to account for the provision of the services and the related charges. Operating transfers are, in essence, subsidies of one fund to another fund whereby monetary resources are recorded as non-operating revenues in the receiving fund and as non-operating expenditures in the transferring fund. Operating transfers of $30,456,000 are primarily due to the transfer of $16,400,000 for our new library and $5,896,000 for other capital projects. 2000/01 2001/02 2002/03 Actual Estimate Proposed REVENUE BY CATEGORY: Transfer of Funds Interdepartmental Service Charges: Insurance Premiums Equipment Chargebacks IT Chargebacks REVENUE BY FUND: General Fund Capital Improvement Fund Gas Tax Cupertino Facilities Corporation Management Information Services (MIS) Equipment Replacement Workers' Compensation Long-term Disability Leadership Cupertino $15,761,000 $11,861,000 $28,525,000 199,000 135,000 200,000 966,000 895,000 902,000 655,000 695,000 829,000 $17,581.000 $13,586,000 $30,456,000 $ 1,725,000 20,760,000 1,201,000 4,539,000 1,099,000 922,000 140,000 60,000 10,000 $30,456,000 43 NOTES 44 80 70 60 50 40 30 20 10 Summary of Employees By Department 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 [] Council/Commissions · Administration [] Public Information · Adminiatrative Services [] Parks and Recreation [] Community Development · Public Works · Redevelopment Agency 45 Employee Summary Trend Analysis Administration The Administration Department has had minimal increases over the past seven years. The Assistant City Attorney was increased to a full-time position in 1999-2000 and the Community Outreach Coordinator has been decreased to a half-time position in 2001-02. This fiscal year, a part-time position has been added to assist with the City Manager and City Council activities. Administrative Services From fiscal year 1995-96 to 2001-02 the Administrative Services Department has seen minimal changes in staffing. Increases occurred in 1995-96, 1997-98 and 1999-00 and were due to the expansion of the IT Division with the addition of an IT Manager, Network Specialist and GIS Coordinator. In 1999-00, the Code Enforcement Division added an additional officer when Rancho Rinconada was annexed to the City, and the Finance Division increased an Account Clerk position from a part-time to a full-time position to handle Business Licensing. Public Information The staffing in the Public Information Department has remained constant over the past seven years. In 2001/02, a 75% position was taken to full time. Recreation Services Recreation Services has increased staffing due to new programs from fiscal year 1995-96 to 2000-01. Between 1996 and 1999 additions included a Recreation Coordinator for Blackberry Farm and a Clerk Typist for Quinlan registration. A Maintenance Worker for Blackberry Farm, a Building Attendant for the Senior Center and two Recreation Coordinators have been added for fiscal year 2000-01. Changes for 2001-02 include reclassification of four positions from part- time to full-time due to increased workload at the Quinlan Center, Senior Center, Blackberry Golf Course and Sports Center. During 2002-03, greens maintenance was contracted out, moving three maintenance workers to vacancies in the Public Works Department, two part-time positions were consolidated into a full time, assistant golf shop attendant and a part-time position went to 75% time at the Senior Center. Community Development The Community Development Department has had variations in staffing over the past seven years. Decreases occurred in 1995-96 and 1997-98. One Planner II position was eliminated, three Inspector positions were eliminated and the GIS Specialist was transferred to Administrative Services. Two Inspector positions were added in fiscal year 1997-98 and one Planner I position was added in 1999-00. In 2001-02, the department has combined two part- time intern positions into a full-time position to increase efficiency. 46 Public Works From fiscal year 1995-96 to 2001-02 numerous staffing changes have occurred. The majority of the increases occurred in 1997-98 with the addition of six and a quarter positions for grounds maintenance. Decreases in 1998-99 were due to the lease of our water utility. Three positions have been added for each of the 1999-00 and 2000-01 fiscal years to increase service in grounds, fleet, median and tree crews. A Senior Engineer was also added in 2000-01. Redevelopment Agency The Vallco Redevelopment Project Area was approved and existing staff time allocated as appropriate. 47 PERSONNEL SUMMARY Summ'ary of employees by Division Permanent, Benefited Positio, ns CITY COUNCIL/COMMISSIONS City Council Fine Arts Commission Telecommunications Commission Parks and Recreation Commission Teen Commission Housing Commission ADMINISTRATION City Manager Community Outreach City Attorney PUBLIC INFORMATION Community Relations Cupertino Scene Government Channel ADMINISTRATIVE SERVICES Administration Accounting Business Licensing City Clerk Duplicating and Printing Human Resources Code Enforcement Insurance Administration Management Information Services PARKS AND RECREATION Administration Cultural Programs Youth and Teen Services Sports and Physical Recreation Senior Programs Blackberry Farm 48 1996-97 0.20 0.10 0.05 0.10 0.00 0.04 0.49 1.35 0.00 2.00 3.35 0.75 0.40 3.00 4.15 2.00 3.60 0.40 3.90 0.00 0.80 2.15 0.45 1.00 14.30 1.90 4.75 2.00 4.00 2.50 7.00 22.15 1997-98 0.20 0.10 0.05 0.10 0.00 0.04 0.49 1.35 0.00 2.75 4.10 0.75 0.40 3.00 4.15 2.00 3.75 0.25 3.90 0.00 2.40 2.15 0.45 2.00 16.90 1.90 5.08 2.33 4.34 2.50 7.00 23.15 1998-99 0.20 0.10 0.05 0.10 0.00 0.04 0.49 2.10 0.00 2.75 4.85 0.75 0.40 3.00 4.15 2.00 3.75 0.25 3.90 0.00 2.50 2.15 0.35 2.00 16.90 1.90 6.50 2.00 4.00 2.75 7.50 24.65 1999-00 0.20 0.10 0.05 0.10 0.00 0.05 0.50 1.35 0.75 2.75 4.85 0.75 0.40 3.00 4.15 2.00 3.75 0.25 3.90 0.00 2.50 3.15 0.35 3.00 18.90 1.90 6.25 2.00 4.00 3.00 7.50 24.65 2000-01 2001-02 2002-03 0.20 0.20 0.40 0.10 0.10 0.10 0.05 0.05 0.05 0.10 0.10 0.10 0.00 0.00 0.15 0.05 0.05 0.00 0.50 0.50 0.80 1.35 1.35 1.45 0.75 0.50 0.50 2.80 3.00 2.95 4.90 4.85 4.90 0.75 0.75 0.75 0.40 0.40 0.40 3.00 3.00 3.25 4.15 4.15 4.40 2.00 2.00 1.90 3.75 4.50 4.40 0.25 0.50 0.50 3.90 3.90 3.90 0.00 0.00 0.60 2.50 2.50 2.70 3.15 3.15 3.00 0.35 0.35 0.30 3.00 3.00 3.00 18.90 19.90 20.30 1.90 1.90 1.90 6.25 8.00 6.50 2.00 3.50 3.35 4.00 5.00 5.50 6.00 6.75 7.50 8.50 10.00 7.88 28.65 35.15 32.63 49 PERSONNEL SUMMARY Summary of employees by Division Permanent, Benefited Positions COMMUNITY DEVELOPMENT Administration Planning Housing Services Building PUBLIC WORKS Administration/Water Environmental Management Engineering Services Service Center Grounds Streets Facilities Transportation General Services REDEVELOPMENT AGENCY TOTAL PERMANENT, BENEFITED POSITIONS 1996-97 2.22 5.03 0.96 8.40 16.61 6.40 2.00 4.75 7.80 22.65 3.15 7.25 5.35 0.50 59.85 0.00 0.00 120.90 1997-98 1.49 5.01 0.96 10.40 17.86 5.80 2.00 4.75 8.30 24.40 8.15 7.60 5.35 0.50 66.85 0.00 0.00 133.50 1998-99 1.49 4.91 0.96 10.60 17.96 2.05 2.60 4.75 8.40 24.70 6.85 8.30 5.35 0.00 63.00 0.00 0.00 132.00 1999-00 1.49 5.96 1.00 10.50 18.95 2.00 2.80 4.75 2.15 19.10 19.35 7.00 8.85 0.00 66.00 0.00 0.00 138.00 50 2000-01 2001-02 2002-03 1.49 1.49 1.49 5.96 6.96 6.96 1.00 1.00 0.90 10.50 10.50 11.40 18.95 19.95 20.75 2.00 2.00 3.00 2.35 2.35 2.57 4.75 5.75 5.75 2.20 2.20 2.20 18.50 18.50 18.40 22.35 22.35 22.55 7.40 7.40 7.30 5.35 5.35 4.35 4.10 4.10 4.10 69.00 70.00 70.22 0.00 0.00 0.50 0.00 0.00 0.50 145.05 154.50 154.50 51 Five Year Budget Forecast 52 GENERAL FUND Beginning Balance at July I Operating Activity: Estimated Operating Revenues Debt Refinancing/Issuance Use of BMR Reserve Estimated Operating Expenditures Net Operating Activity Debt Service Net Operating Activity after debt FUND BALANCE TRENDS Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 $ 17,991 $ 15,054 $ 10,183 $ 9,514 $ 9,721 $ 10,140 28,777 30,527 31,226 32,457 33,643 34,877 0 15,665 0 0 0 0 1,532 50 0 0 0 0 (26,857) (26,038) (26,257) (27,056) (28,048) (28,975) 3,452 20,204 4,969 5,401 5,595 5,902 (4,671) (4,539) (3,844) (3,844) (3,844) (3,844) (1,219) 15,665 1,125 1,557 1,751 2,058 Operating Transfers In: Park Dedication 2,400 1,500 500 500 500 500 Blackberry Farms 175 75 75 100 125 125 Senior Center 50 50 50 50 50 75 Recreation Programs 100 100 150 175 200 200 Operating Transfers Out: MIS Fund (270) (270) (270) (270) (270) (270) Equipment Fund/Leadership Cupertino (53) (30) (85) (85) (85) (85) Net Income for CIP Projects/Reserves Proposed CIP Projects/Debt Issuance Capital Projects Gas Tax Projects Ending Balance June 30 Reserve Policy Reserves above (below) policy level 1,183 17,090 1,545 2,027 2,271 2,603 (2,303) (20,760) (265) 0 0 0 (1,817) (1,201) (1,949) (1,820) (1,852) (1,884) (4,120) (21,961) (2,214) (1,820) (1,852) (1,884) 15,054 10,183 9,514 9,721 10,140 10,859 15,000 15,000 15,000 15,000 15,000 15,000 $ 54 $ (4,817) $ (5,486) $ (5,279) $ (4,860) $ (4,141) 53 SPECIAL REVENUE FUNDS STORM DRAIN Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Capital Projects Ending Balance at June 30 PARK DEDICATION TAX Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers Out - General Fund Capital Projects - McClellan/Portal Ending Balance at June 30 ENVIRONMENTAL MANAGEMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 GAS TAX Beginning Balance at July 1 Estimated Operating Revenues Operating Transfers In - General Fund/CIP Estimated Operating Expenditures Net Operating Activity Capital Projects Ending Balance at June 30 FUND BALANCETRENDS Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 $ 1,478 $ 343 $ 296 $ 247 $ 196 $ 142 120 100 100 100 100 100 (226) (72) (74) (76) (79) (81) (1,029) (75) (75) (75) (75) (75) $ 343 $ 296 $ 247 $ 196 $ 142 $ 86 $ 246 $ 34$ 34$ 34$ 34$ 34 2,400 1,500 500 500 500 500 0 0 0 0 0 0 2,400 1,500 500 500 500 500 (2,400) (1,500) (500) (500) (500) (500) (212) 0 0 0 0 0 $ 34 $ 34 $ 34 $ 34 $ 34 5 34 91 $ 91$ 83$ 75$ 67$ 58 353 357 368 379 390 402 (353) (365) (376) (387) (399) (411) $ 91 $ 83 $ 75 $ 67 $ 58 $ 49 $ 3,244 $ 123 $ 0 $ 0 $ 0 $ 0 5 2,854 1,784 1,772 5,964 1,197 1,232 1,817 1,201 1,949 1,820 1,852 1,884 (1,606) (1399) (2,096) (2,159) (2,224) (2,291) 3,065 1,586 1,625 5,625 825 825 (6,186) (1,709) (1,625) (5,625) (825) (825) 1235 0 $ 0 $ 0 $ 0 $ 0 54 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 SPECIAL REVENUE FUNDS HOUSING & COMMUNITY DEVELOPMENT Beginning Balance at July I $ 1,635 $ 1,483 $ 1,399 $ 1,563 $ 1,723 $ 1,879 505 78 331 332 333 334 (657) (162) (167) (172) (177) (182) Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 $ 1,483 $ 1,399 $ 1,563 $ 1,723 $ 1,879 $ 2,031 HCD REHABILITATION LOANS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 315 145 38 41 44 47 50 53 53 53 53 53 (220) (160) (50) (50) (50) (50) $ 145 $ 38 $ 41 $ 44 $ 47 $ 50 LEADERSHIP CUPERTINO Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 5 0 0 0 0 0 39 38 39 40 42 43 (44) (38) (39) (40) (42) (43) $ o $ o $ os o $ o $ o VALLCO REDEVELOPMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 (77) (10) 113 291 463 630 142 300 360 360 360 360 (75) (177) (182) (188) (193) (199) $ (10) $ 113 $ 291 $ 463 $ 630 $ 791 55 FUND BALANCE TRENDS DEBT SER VICE FUNDS Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 CUPERTINO FACILITIES CORPORATION Beginning Balance at July I $ 5,146 $ 102 $ 102 $ 102 $ 102 $ 102 Investment Earnings/Bond Proceeds Operating Transfers In From General Fund 285 0 0 0 0 0 4,671 4,539 3,844 3,844 3,844 3,844 (5,044) 0 0 0 0 0 (4,956) (4,539) (3,844) (3,844) (3,844) (3,844) Refinance/Utilization of Bond Reserve Debt Service Payments Ending Balance at June 30 TRAFFIC IMPACT Beginning Balance at July 1 Estimated Operating Revenues Debt Service Payments Ending Balance at June 30 VALLCO AD 74-3 Beginning Balance at July 1 Estimated Operating Revenues Debt Service Payments Ending Balance at June 30 VALLCO AD 74-4 Beginning Balance at July 1 Estimated Operating Revenue Debt Service Payments Ending Balance at June 30 $ 102 $ 102 $ 102 $ 102 $ 102 $ 102 $ 79 $ 79 $ 79 $ 79 $ 79 $ 79 41 38 36 35 38 36 (41) (38) (36) (35) (38) (36) $ 79 $ 79 $ 79 $ 79 $ 79 $ 79 $ 118 $ 0 (118) $ 0 $ o $ o $ o $ o $ o 0 0 0 0 0 0 0 0 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 3 $ 0 $ 0 $ 0 $ 0 $ 0 0 0 0 0 0 0 (3) 0 0 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 56 CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT Beginning Balance at July 1 Operating Transfers In Other Revenue Capital Projects Ending Balance at June 30 LIBRARY Beginning Balance at July 1 Other Revenues Operating Transfers In Capital Projects Ending Balance at June 30 CITY CENTER PLAZA Beginning Balance at July 1 Operating Transfers In/Other revenue Capital Projects Ending Balance at June 30 SPORTS CENTER Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 $ 2,704 $ 0 $ 0 $ 0 $ 0 $ 0 433 3,649 265 0 0 0 4,133 0 0 0 0 0 (7,270) (3,649) (265) 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 2,568 0 0 0 0 0 0 1,200 0 0 0 0 1,900 16,400 0 0 0 0 (4,468) (17,600) 0 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 390 0 0 0 0 0 200 0 0 0 0 0 (590) 0 0 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 1,689 0 0 0 0 0 0 711 0 0 0 0 (1,689) (711) 0 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 57 FUND BALANCE TRENDS CAPITAL PROJECT FUNDS STEVENS CREEK TRAIL MASTER PLAN Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 0 0 0 0 0 0 150 0 0 0 0 0 (150) 0 0 0 0 0 $ 0 $ 0 $ 0 $ 0 5; 0 $ 0 SENIOR CENTER EXPANSION Beginning Balance at July 1 Operating Transfers In Capital Projects Ending Balance at June 30 332 0 0 0 0 0 0 0 0 0 0 0 (332) 0 0 0 0 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 58 FUND BALANCE TRENDS ENTERPRISE FUNDS RESOURCE RECOVERY Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 BLACKBERRY FARM Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers Out--General Fund Capital Projects Ending Balance at June 30 CUPERTINO SPORTS CENTER Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer Out--General Fund Ending Balance at June 30 Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 4,033 $ 4,498 $ 5,150 $ 5,820 $ 6,511 $ 7,222 2,620 2,676 2,755 2,838 2,923 3,011 (2,155) (2,024) (2,085) (2,147) (2,212) (2,278) $ 4,498 $ 5,150 $ 5,820 $ 6,511 $ 7,222 $ 7,955 925 $ 224 $ 194 $ 203 $ 190 $ 156 1,641 1,795 1,885 1,963 2,046 2,134 (1,527) (1,675) (1,726) (1,776) (1,830) (1,885) 114 120 159 187 216 (175) (75) (75) (100) (125) (640) (75) (75) (100) (125) 224 $ 194 $ 203 $ 190 $ 156 $ 249 (125) (125) 155 399 $ 265 $ 195 $ 87 $ (24) $ (139) 1,198 1,274 1,276 1,315 1,354 1,395 (1,332) (1,344) (1,384) (1,426) (1,469) (1,513) (134) (70) (108) (111) (115) (118) 0 0 0 0 0 0 265 $ 195 $ 87 $ (24) $ (139) $ (254) 59 ENTERPRISE FUNDS RECREATION PROGRAMS Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers Out Ending Balance at June 30 SENIOR CENTER Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer Out Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 100 $ 48 $ 43 $ 37 $ 51 $ 88 1,790 1,906 2,011 2,111 2,217 2,327 (1,742) (1,812) (1,866) (1,922) (1,980) (2,039) 48 94 145 189 237 288 (100) (100) (150) (175) (200) (200) $ 48 $ 43 $ 37 $ 51 $ 88 $ 176 178 $ 188 $ 208 $ 230 $ 254 $ 281 551 600 618 637 656 675 (491) (530) (546) (562) (579) (597) 60 70 72 75 77 78 (50) (50) (50) (50) (50) (75) $ 188 $ 208 $ 230 $ 254 $ 281 $ 284 60 INTERNAL SER VICE FUNDS MANAGEMENT INFORMATION Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfers In Depreciation Reserve Capital Outlay Ending Balance at June 30 WORKERS' COMPENSATION Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 EQUIPMENT Beginning Balance at July 1 Estimated Operating Revenues Estimated Operating Expenditures Net Operating Activity Operating Transfer In--General Fund Depreciation Reserve Capital Outlay Ending Balance at June 30 LONG-TERM DISABILITY Beginning Balance at July ! Estimated Operating Revenues Estimated Operating Expenditures Ending Balance at June 30 FUND BALANCE TRENDS Five Year Forecast (in thousands) 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 881 $ 781$ 795$ 810$ 825$ 840 714 843 869 894 921 948 (764) (829) (854) (879) (906) (933) (50) 14 15 15 15 15 270 270 270 270 270 270 195 85 100 100 100 100 (515) (354) (370) (370) (370) (370) $ 781 $ 795 $ 810 $ 825 $ 840 $ 855 731 $ 699 $ 731 $ 769 $ 807 $ 845 120 190 190 190 190 190 (152) 058) (152) (152) (152) (152) $ 699 $ 731 $ 769 $ 807 $ 845 $ 883 1,253 $ 1,065 $ 1,070 $ 1,074 $ 1,078 $ 1,082 898 905 932 960 989 1,018 (912) (901) (928) (956) (985) (1,014) (14) 4 4 4 4 4 48 20 75 75 75 75 133 175 125 125 125 125 (355) (194) (200) (200) (200) (200) $ 1,065 $ 1,070 $ 1,074 $ 1,078 $ 1,082 $ 1,086 $ 41 $ 48 $ 30 $ 37 $ 46 $ 57 62 62 62 64 66 68 (55) (80) (55) (55) (55) (55) $ 48 $ 30 $ 37 $ 46 $ 57 $ 70 _ 61 REVENUE ESTIMATE GENERAL Adopted Revised Actual Budget Budget 2000-01 2001-02 2001-02 FIVE YEAR FORECAST 2002-03 2003-04 2004-05 2005-06 2006-07 TAXES: Property Tax 3,298 3,585 3,789 3,700 3,811 3,925 4,043 4,164 Sales Tax 11.834 12,300 10,348 11,000 11,550 12,128 12,734 13,371 Transient Occupancy Tax 2,325 1,960 1,460 2,350 2.421 2.493 2,568 2,645 Utility Users Tax 2,908 3,270 2,699 2,880 2.966 3,055 3,147 3,241 Franchise Fees 1,979 1,920 2,214 2,320 2.390 2,461 2,535 2,61 ! Other Tax 1,253 1,415 1,120 1.140 IA74 1,200 1,236 1,273 LICENSE AND PERMITS: Plan Check and Building Permits Animal and Other USE OF MONEY AND PROPERTY: Investment Earnings Property Rentals INTERGOVERNMENTAL: Motor Vehicle License In-Lieu Grants Other Intergovernmental 23,596 24,450 21,630 23,390 24,312 25,263 26,263 27,306 1,220 1,065 1,164 1,150 1.185 1,220 1,257 1,294 10 10 10 0 0 0 0 0 1,230 1,075 1,174 1,150 1,185 1,220 1,257 1,294 2,283 1,400 1,145 1,000 700 800 800 800 411 400 400 400 412 424 437 450 2,694 1,800 1,545 1,400 1,112 1,224 1,237 1,250 2,851 2,730 2,730 3,000 3,090 3,183 3,278 3,377 244 300 489 298 200 200 200 200 161 100 100 204 210 216 223 230 3,255 3,130 3,319 3,502 3,500 3,599 3,701 3,806 CHARGES FOR SERVICES: Zoning and Planning Fees 76 70 70 70 72 74 76 79 Engineering Fees 177 120 238 160 165 170 175 180 Police Services 56 50 35 30 31 32 33 34 Miscellaneous Services 22 35 86 75 77 80 82 84 FINES AND FORFEITURES MISCELLANEOUS Miscellaneous Debt Refinancing/Issuance Subtotal 331 275 429 335 345 355 366 377 471 450 600 600 618 637 656 675 133 150 80 150 155 159 164 169 0 0 0 15.665 0 0 0 0 133 150 80 15,815 155 159 164 169 31,710 31,330 28,777 46,192 31,226 32,457 33,643 34,877 OPERATING TRANSFERS IN Park Dedication Tax 675 1,500 2,400 1,500 500 500 500 500 Blackberry Farm 250 175 175 75 75 100 125 125 Recreation Programs 275 200 100 ! 00 150 175 200 200 Senior Center 0 50 50 50 50 50 50 75 Total General Fund 32,910 33,255 31,502 47,917 32,001 33,282 34,518 35,777 62 REVENUE ESTIMATE SPECIAL REVENUE FUNDS STORM DRAIN Investment Earnings Developer Fees Actual 2000-01 PARK DEDICATION TAX Investment Earnings Park Dedication Tax ENVIRONMENTAL MANAGEMENT Investment Earnings Fees Adopted Revised Budget Budget 2001-02 2001-02 FIVE YEAR FORECAST 2002-03 2003-04 2004-05 2005-06 2006-07 99 70 70 50 50 50 50 50 18 50 50 50 50 50 50 50 117 120 120 100 100 100 100 100 17 0 0 0 0 0 0 0 245 1,500 2,400 1,500 500 500 500 500 262 1,500 2,400 1,500 500 500 500 500 2 8 8 2 2 2 2 2 348 345 345 355 366 377 388 400 350 353 353 357 368 379 390 402 GAS TAX Investment Earnings 131 50 50 100 50 50 50 50 Operating Transfers In - General Fund 2,536 1,722 1,817 1,201 1,949 1,820 1,852 1,884 Federal and State Grants 1,168 1,389 1,746 634 640 4,800 0 0 Highway Users Tax 999 1,000 1,058 1,050 1,082 1,114 1,147 1,182 4,834 4,161 4,671 2,985 3,721 7,784 3,049 3,116 HOUSING & COMMUNITY DEVELOPMENT Investment Earnings 5 3 3 3 3 3 3 3 Grants 71 60 487 60 313 314 315 316 Loan Repayments 15 15 15 15 15 15 15 15 ItCD REHABILITATION LOANS Investment Earnings Loan Repayments LEADERSHIP CUPERTINO Operating Transfer In Fees / Other Revenue VALLCO REDEVELOPMENT Fees / Other Revenue 91 78 505 78 331 332 333 334 0 0 0 3 3 3 3 3 79 0 50 50 50 50 50 50 79 0 50 53 53 53 53 53 5 5 5 10 10 I0 10 10 22 31 34 28 29 30 32 33 27 36 39 38 39 40 42 43 98 142 142 300 360 360 360 360 98 142 142 300 360 360 360 360 _ 63 REVENUE ESTIMATE DEBT SERVICE FUNDS CUPERTINO FACILITIES CORPORATION Investment Earnings Operating Transfer In TRAFFIC IMPACT Investment Earnings Property Assessment VALLCO AD 74-3 Investment Earnings Property Assessments VALLCO AD 74-4 Investment Earnings Property Assessments Adopted Revised Actual Budget Budget 2000-01 2001-02 2001-02 FIVE YEAR FORECAST 2002-03 2003-04 2004-05 2005-06 2006-07 294 285 285 0 0 0 0 0 4,663 4,671 4,663 4,539 3,844 3,844 3,844 3,844 4,957 4,956 4,948 4,539 3,844 3,844 3,844 3,844 I I 1 ! I I I 1 39 40 40 37 35 34 37 35 40 41 41 38 36 35 38 36 0 0 0 0 0 0 0 0 123 0 0 0 0 0 0 0 123 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 REVENUE ESTIMATE CAPITAL PROJECTS FUNDS CAPITAL IMPROVEMENT Operating Transfers In Aid in Construction/Grants LIBRARY Miscellaneous Operating Transfers In SPORTS CENTER Operating Transfers In SENIOR CENTER EXPANSION Miscellaneous CITY CENTER PLAZA Operating Transfers In Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2,791 282 433 3,649 265 0 0 0 391 2,089 4,133 0 0 0 0 0 3,182 2371 4,566 3,649 265 0 0 0 0 0 0 1,200 0 0 0 0 2q500 1,800 1,900 16,400 0 0 0 0 2,500 1,800 1,900 17,600 0 0 0 0 1,300 0 0 711 0 0 0 0 1,300 0 0 711 0 0 0 0 92 0 0 0 0 0 0 0 390 0 0 0 0 0 0 0 _ 65 REVENUE ESTIMATE ENTERPRISE FUNDS RESOURCE RECOVERY Investment Earnings Charges for Services Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 338 190 190 195 201 207 213 219 2,598 2,425 2.430 2,480 2.554 2.631 2,710 2,791 2,936 2,615 2,620 2,676 2,755 2,838 2,923 3,011 BLACKBERRY FARM Investment Earnings 37 24 24 10 11 12 12 ! 2 Rent 124 115 115 120 122 126 129 133 Charges for Services 1,579 1,700 1,500 1,662 1,748 1,820 1,900 1,983 Miscellaneous 0 2 2 3 4 5 5 5 1,740 1,841 1,641 1,795 1,885 1,963 2,046 2,134 SPORTS CENTER Investment Earnings 14 40 ! 2 18 19 19 20 20 Rent 63 46 85 56 58 59 61 63 Equipment Replacement - Depreciation Reserve 0 65 0 35 0 0 0 0 Charges for Service 922 1~000 1,101 1,165 1.200 1.236 1,273 1,311 999 1,151 1,198 1,274 1,276 1,315 1,354 1,395 RECREATION PROGRAMS Investment Earnings 24 20 10 11 12 12 ! 3 14 Culture Programs 236 250 285 303 320 336 352 370 Youth and Teen Programs 542 650 625 666 703 738 775 813 Physical Programs 816 875 870 926 977 1.026 1,077 1,131 1,618 1,795 1,790 1,906 2,011 2,111 2,217 2,328 SENIOR CENTER Investment Earnings 17 15 15 12 12 13 13 14 Charges for Services 293 500 533 584 602 620 638 657 Miscellaneous 7 3 3 4 4 4 4 5 316 518 551 600 618 637 656 675 66 REVENUE ESTIMATE INTERNAL SERVICE FUNDS Actual 2000-01 Adopted Revised Budget Budget 2001-02 2001-02 FIVE YEAR FORECAST 2002-03 2003-04 2004-05 2005-06 2006-07 MANAGEMENT INFORMATION Investment Earnings 29 19 19 14 15 15 15 15 Service Charges 655 695 695 829 854 879 906 933 Operating Transfers 236 270 270 270 270 270 270 270 WORKERS' COMPENSATION Investment Earnings Premiums 920 984 984 1,113 1,139 1,164 1,191 1,218 74 45 45 50 50 50 50 50 141 75 75 140 140 140 140 140 215 120 120 190 190 190 190 190 EQUIPMENT Investment Earnings 7 3 3 3 3 3 3 3 Service Charge 966 895 895 902 929 957 986 1,015 Operating Transfers In 48 80 48 20 75 75 75 75 LONG TERM DISABILITY Investment Earnings Premiums 1,021 978 946 925 1,007 1,035 1,064 1,093 3 2 2 2 2 2 2 2 58 60 60 60 60 62 64 66 61 62 62 62 62 64 66 68 _ 67 EXPENDITURE ESTIMATES GENERAL COUNCIL AND COMMISSIONS: 1000 City Council 1004 Historical Society ! 031 Telecommunications Commission 1040 Library Commission 1042 Fine Arts Commission 1050 Public Safety Commission 1060 Recreation Commission 1065 Teen Commission 1070 Planning Commission 1075 Affordable Housing Committee Actual 2000-01 Adopted Budget 2001-02 Revised Budget FIVE YEAR FORECAST 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 157 202 226 189 195 201 207 213 4O 0 0 0 0 0 0 0 116 127 118 130 134 138 142 146 242 270 270 214 220 227 234 241 21 27 34 30 31 32 33 34 0 0 0 0 0 0 0 0 5 21 21 15 15 16 16 17 0 0 0 25 26 27 27 28 24 33 33 25 26 27 27 28 0 5 5 0 0 0 0 0 605 685 707 628 647 666 - 686 707 ADMINISTRATION: 1200 City Manager 251 266 266 277 285 294 303 312 1201 Community Outreach 57 63 63 67 69 71 73 75 1300 Contingencies 0 20 10 30 30 30 30 30 1500 CITY ATTORNEY 308 349 339 374 384 395 406 417 474 473 470 517 533 548 565 582 5352 5,650 6,123 6,023 6,324 6,640 6,972 7,321 206 223 226 271 279 288 296 305 99 108 101 108 I11 115 118 122 277 268 267 324 334 344 354 365 36 59 59 45 46 48 49 51 618 658 653 748 770 794 817 842 2100 LAW ENFORCEMENT PUBLIC INFORMATION: 3300 Community Relation & Information 3400 Cupertino Scene 3500 Government Channel 3501 Gov't Channel--Special Project ADMINISTRATIVE SERVICES: 4000 Administration 345 348 333 347 357 308 317 327 4001 Economic Development 17 31 16 17 23 24 24 25 4100 Accounting 565 593 593 615 633 652 672 692 4200 Business Licenses 66 38 38 40 41 42 44 45 4300 City Clerk 322 440 420 444 457 471 485 500 4310 Duplicating and Postage 131 157 157 178 183 189 195 200 4330 Elections 0 27 51 3 50 0 50 0 4400 Disaster Preparedness 17 37 56 53 55 56 58 60 4510 Human Resources 878 700 700 867 893 920 947 976 4530 Code Enforcement 40 i 567 591 566 583 600 618 637 4540 Insurance Administration 258 327 392 451 451 465 478 493 3,000 3,265 3,347 3,581 3,727 3,727 3,889 3,954 68 EXPENDITURE ESTIMATES GENERAL (cont.) RECREATION SERVICE: 6100 ReCreation Administration Quinlan Community Center-Cultural: 6200 Supervision 6248 Cultural Programs 6265 Quinlan Community Center Monta Vista Recreation Center-Youth: 6300 Administration 6342 Youth Programs 6343 Teen Programs 6360 Monta Vista Recreation Center Cupertino Sports Center-Physical/Recreation 6400 Supervision 6445 Creekside Park 6448 Fourth of July Senior Center: 6500 Senior Adult Programs 6529 Senior Center Case Manager 6647 Nature Programs COMMUNITY DEVELOPMENT: 7200 Planning Administration 7301 Current Planning 7302 Mid and Long Range Planning 7305 Monta Vista Annexations 7405 BMR Housing Maintenance 7501 General Building 7502 Construction Plan Checking 7503 Building Code Enforcement 7504 Building Abatements 7505 Oakvalley Development Actual 2000-01 Adopted Revised Budget Budget FIVE YEAR FORECAST 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 206 202 202 216 222 229 236 243 323 343 343 373 384 396 408 420 59 46 46 59 61 63 64 66 278 257 265 286 295 303 313 322 161 207 207 217 224 230 237 244 34 47 47 54 56 57 59 61 13 24 24 113 116 120 123 127 6 13 13 13 13 14 14 15 224 191 191 196 202 208 214 221 7 10 10 10 10 11 11 11 45 80 80 83 85 88 91 93 307 403 373 486 501 516 531 547 67 71 71 74 76 79 81 83 44 75 75 69 71 73 75 78 1,774 1,969 1,947 2,249 2,316 2,386 2,458 2,531 197 197 196 185 195 201 207 213 545 562 562 623 642 661 681 701 162 222 357 204 142 146 151 155 9 0 0 27 0 0 0 0 290 1,532 1,532 177 55 57 58 60 407 481 479 440 470 484 499 514 394 270 386 399 250 258 265 273 475 477 452 634 515 530 546 563 38 30 33 50 50 50 50 50 19 0 0 0 0 0 0 0 2,536 3,771 3,997 2,739 2,319 2,387 2,457 2,529 69 EXPENDITURE ESTIMATES PUBLIC WORKS: Administration: 8001 Public Works Administration 8005 Environmental Management Engineering: 8101 Engineering Design 8102 Inspection Service Service Center Administration: 8201 Public Works Supervision Grounds: 8302 McClellan Ranch Park 8303 Memorial Park 8312 School Site Maintenance 8314 Neighborhood Parks 8315 Sports Fields/Jollyman/Creekside 8321 Civic Center Maintenance Streets: 8401 Storm Drain Maintenance 8402 Street Cleaning 8406 Graffiti Removal 8407 Overpasses & Medians Maintenance 8408 Street Trees Maintenance 8409 Elmwood Program Facilities: 8501 City Hall 8502 Library 8503 Service Center 8504 Quinlan Community Center 8505 Senior Center 8506 McClellan Ranch 8507 Monta Vista 8508 Wilson 8509 Portal 8511 Creekside 8830 Street Lighting Traffic Management: 8601 Traffic Engineering 8602 Traffic Signal Maintenance 8603 Bicycle/Pedestrian Safety/Trip Reduc. Operating Expenditures Operating Transfers Out: 0100 Debt Service Obligations 0100 Capital Projects 0100 Gas Tax Projects/Operation Funding 0100 Leadership Cupertino 0 ! 00 Equipment Fund 0100 Management Information Non-operating Expenditures TOTAL GENERAL FUND Actual 2000-01 245 114 385 104 1076 47 552 527 794 319 111 37 129 7 554 404 160 473 141 339 354 83 41 79 13 34 47 324 459 530 24 Adopted Budget 2001-02 Revised Budget 2001-02 2002-03 FIVE YEAR FORECAST 2003-04 2004~05 2005-06 2006-07 259 132 507 108 873 61 594 489 814 335 133 57 125 34 610 458 176 471 133 319 339 193 60 91 47 37 64 469 464 604 35 259 132 502 108 889 41 577 541 847 335 152 0 125 24 624 458 176 467 144 510 361 193 60 93 47 37 64 486 455 531 36 408 148 696 108 900 56 593 609 789 267 127 0 113 34 592 500 201 445 106 273 487 181 58 89 34 39 61 486 390 389 0 420 433 446 459 152 157 162 167 717 738 761 783 111 115 118 122 927 955 983 1,013 58 59 61 63 611 629 648 667 627 646 665 685 813 837 862 888 275 283 292 301 131 135 139 143 0 0 0 0 116 120 123 127 35 36 37 38 610 628 647 666 515 530 546 563 207 213 220 226 400 412 424 437 109 112 116 119 281 290 298 307 350 361 371 382 186 192 198 204 60 62 63 65 92 94 97 I00 35 36 37 38 40 41 43 44 63 65 67 69 472 486 501 516 402 414 426 439 401 413 425 438 20 20 21 21 8,506 9,091 9,274 9,179 9,236 9,512 9,798 10,092 23,172 25,911 26,857 26,038 26,257 27,056 28,048 28,975 4663 4,671 4,671 4,539 3,844 3,844 3,844 3,844 6390 2,081 2,303 20,760 265 0 0 0 2194 !,722 !,817 1,201 1,949 1,820 1,852 1,884 5 5 5 10 l0 10 10 10 48 48 48 20 75 75 75 75 230 270 270 270 270 270 270 270 13,530 8,797 9,114 26,800 6,413 6,019 6,051 6,083 36,702 34,708 35,971 52,838 32,670 33,075 34,099 35,058 70 EXPENDITURE ESTIMATES SPECIAL REVENUE FUNDS STORM DRAIN 96 i 2 Minor Storm Drain Improvements 9620 Minor Storm Drain Projects Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 PARK DEDICATION TAX 0100 Operating Transfers to General Fund 9107 McClellan Ranch Improvements ENVIRONMENTAL MANAGEMENT 8004 Non Point Source 8401 Storm Drain 8402 Street Cleaning GAS TAX 0100 Operating Transfers to C1P fund 8403 Sidewalk, Curb and Gutter 8404 Street Pavement Maintenance 8405 Street Signs/Markings 9xxx CIP HOUSING & COMMUNITY DEVELOPMENT 7401 General Administration 7403 Affordable Housing Development 7404 Public Service Grants HCD REHABILITATION LOANS 7402 Rehab Loans & Administration VALLCO REDEVELOPMENT 7304 Vallco Redevelopment Project Area LEADERSHIP CUPERTINO 4010 Leadership Cupertino 4011 Youth Leadership 0 155 226 72 74 76 79 81 0 0 1,029 75 75 75 75 75 0 155 1,255 147 149 151 154 155 675 1,500 2,400 1,500 500 500 500 500 0 0 212 0 0 0 0 0 675 1,500 2,612 1,500 500 500 500 500 357 353 353 365 376 387 399 411 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 357 353 353 365 376 387 399 411 344 0 30 0 0 0 0 0 605 762 687 757 780 803 827 852 1,008 131 389 219 881 907 935 963 502 500 500 423 436 449 462 476 684 2,768 6,186 1,709 i,625 5,625 825 825 3,143 4,161 7,792 3,108 3,721 7,784 3,049 3,116 2 19 19 17 18 18 19 19 0 45 45 0 0 0 0 0 54 166 593 145 149 154 158 163 56 230 657 162 167 172 177 182 0 0 220 160 50 50 50 50 108 75 75 177 182 188 193 199 16 19 19 19 20 20 21 21 17 25 25 19 20 20 21 21 33 44 44 38 39 40 42 43 EXPENDITURE ESTIMATES DEBT SERVICE FUNDS CUPERTINO FACILITY CORPORATION 5301 Principal + 5306 Interest 5301 Fees TRAFFIC IMPACT 5306 Principal 5306 Interest VALLCO AD 74-3 5304 Principal 5304 Interest VALLCO AD 74-4 5305 Principal 5305 lnterest Actual 2000-01 Adopted Budget 2001-02 Revised Budget FIVE YEAR FORECAST 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 4933 4,926 4926 4499 3,804 3804 3,804 3804 12 30 30 40 40 40 40 40 4,945 4,956 4,956 4,539 3,844 3,844 3,844 3,844 15 20 20 20 20 20 25 25 20 21 21 18 16 15 13 II 35 41 41 38 36 35 38 36 210 105 105 0 0 0 0 0 15 14 13 0 0 0 0 0 225 119 118 0 0 0 0 0 70 0 0 0 0 0 0 0 3 0 3 0 0 0 0 0 73 0 3 0 0 0 0 0 72 EXPENDITURE ESTIMATES C~4PITAL PROJECTS FUND CAPITAL IMPROVEMENT 0100 Operating Transfers 9 ! 08 Park Renovation 9110 Stocklmeir Property 9115 Skate Park 9116 San Thomas/Saratoga Creek Trail 91 ! 7 Stevens Creek Trail Masterplan 9118 Union Pacific RR Trail 9119 Portal Park 9120 Wilson Park 9208 Creekside Park 9216 Service Center Renovation 92 ! 7 Housing Assistance 92 ! 9 Animal Control Facility - $665,000 9223 Civic Center Improvements 9224 Civic Center Plaza 9523/25/26 Various Arterial Projects 9524 DeAnza Creek Arterial 9527 Homestead Tantau T/S 9528 280/Wolfe T/S 9529 Wolii: Road Arterial/Misc 9530 Phase III Homestead Arterial 9533 Green LED T/S Lights 9534 Advanced ITS DeAnza 9535 Adaptive Tra£fic Controllers 9536-9538 Tra£fic Corridors 9539 WoltTPrunridge T/S 9540 Speed Reduction 9541 Safe Routes to School - Monta Vista HS 9544 Safe Routes to School - Cupertino HS xxxx Safe Routes to School - Garden Gate 9703 Apple Public Art xxxx Memorial Park Softball Field Renovation xxxx Tra~'fic Signal Upgrades - Various xxxx Traffic Operations Center xxxx Yellow & Ped Head LED Traffic Sig Upg xxxx Tra£fic Related Street Walkability Mods xxxx Traffic Signal Battery Power Backup Sys LIBRARY - 9222 SPORTS CENTER RENOVATION -9212 SENIOR CENTER EXPANSION - 9210 CITY CENTER PLAZA 9313 City Center Plaza 9314 City Center Plaza Public Art Actual 2000-01 Adopted Revised Budget Budget FIVE YEAR FORECAST 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 200 0 0 0 0 0 0 0 6 0 177 0 0 0 0 0 6 0 0 0 0 0 0 0 5 100 445 0 0 0 0 0 74 281 566 184 0 0 0 0 50 0 150 0 0 0 0 0 68 0 134 0 0 0 0 0 0 430 430 0 0 0 0 0 0 0 211 0 0 0 0 0 24 0 0 0 0 0 0 0 218 0 158 0 0 0 0 0 730 0 0 0 0 0 0 0 0 0 500 -500 0 0 0 0 0 200 200 2,300 0 0 0 0 0 100 100 900 0 0 0 0 50 0 0 0 0 0 0 0 103 0 29 0 0 0 0 0 58 0 18 0 0 0 0 0 75 0 419 0 0 0 0 0 154 0 142 0 0 0 0 0 36 0 84 0 0 0 0 0 114 260 286 0 0 0 0 0 4 500 896 0 0 0 0 0 I 300 999 0 0 0 0 0 15 0 40 0 0 0 0 0 5 0 10 0 0 0 0 0 0 0 25 0 0 0 0 0 6 0 446 0 0 0 0 0 0 500 500 0 0 0 0 0 0 0 205 0 0 0 0 0 0 100 100 0 0 0 0 0 0 0 0 25 125 0 0 0 0 0 0 300 0 0 0 0 0 0 0 200 0 0 0 0 0 0 0 140 140 0 0 0 0 0 0 100 0 0 0 0 0 0 0 0 0 0 0 0 2,002 2,771 7,270 3,649 265 0 0 0 19 1,500 4,468 17,600 0 0 0 0 46 0 1,689 711 0 0 0 0 2798 301 301 0 0 0 0 0 0 438 438 0 0 0 0 0 0 152 152 0 0 0 0 0 0 590 590 0 0 0 0 0 73 EXPENDITURE ESTIMATES ENTERPRISE FUNDS RESOURCE RECOVERY 8003 Programs BLACKBERRY FARM 0100 Operating Transfers to General Fund 6600 Administration 6620 Park 6640 Golf Course 6660 Blue Pheasant Restaurant 6680 Retreat Center 9112 CIP - Blackberry Farm Master Plan 9105 CIP - Blackberry Farm Picnic Area SPORTS CENTER 0100 Operating Transfers to General Fund 6450 Sports and Physical 6450 Equipment Replacement 8510 Facilities RECREATION PROGRAMS 6249 Cultural Programs 6349 Youth and Teen Services 6449 Sports and Physical 6649 Nature Program 0100 Operating Transfers to General Fund SENIOR CENTER 0100 Operating Transfers to General Fund 6549 Programs Actual 2000-01 Adopted Budget 2001-02 Revised Budget FIVE YEAR FORECAST 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 1792 1,908 2,155 2,024 2,085 2,147 2,212 2,278 253 175 175 75 75 100 125 125 124 Il3 113 122 126 129 133 137 841 872 897 909 936 964 993 1,023 376 461 463 584 602 620 638 657 14 19 19 20 21 21 22 23 23 35 35 40 41 42 44 45 0 0 150 0 0 0 0 0 112 175 490 75 75 100 125 125 1,743 1,850 2,342 1,825 1,875 1,977 2,080 ' ~,135 0 0 0 0 0 0 0 0 715 899 1,149 1,138 1,172 1.207 1,244 1,281 0 65 0 0 0 0 0 0 146 183 183 206 212 219 225 232 861 1,147 1,332 1,344 1,384 1,426 1,469 1,513 217 217 295 260 268 276 284 293 458 566 567 610 628 647 667 687 672 756 851 923 951 979 1,009 1,039 21 29 29 19 20 20 21 21 275 200 100 100 150 175 200 200 1,643 1,768 1,842 1,912 2,016 2,097 2,180 2,239 2 50 50 50 50 50 50 75 407 458 491 530 546 562 579 597 409 508 541 580 596 612 629 672 74 EXPENDITURE ESTIMATES INTERNAL SER VICE FUNDS MANAGEMENT INFORMATION 4800 Operations 9800 Equipment Acquisition Adopted Revised Actual Budget Budget FIVE YEAR FORECAST 2000-01 2001-02 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 673 683 764 829 854 879 906 933 179 475 515 354 370 370 370 370 852 1,158 1,279 1,183 1,224 1,249 1,276 1,303 WORKERS' COMPENSATION 4550 Claims 135 152 152 158 152 152 152 152 EQUIPMENT 8840 Equipment Maintenance 882 908 912 901 928 956 985 i ,014 9820 Equipment Acquisition 332 213 355 194 200 200 200 200 1,214 1,121 1,267 1,095 1,128 1,156 1,185 1,214 LONG TERM DISABILITY 4570 Claims 60 55 55 80 55 55 55 55 TOTAL EXPENDITURES 59,927 61,171 79,380 95,233 52,515 57,099 53,782 55,156 TOTAL REVENUES 61,177 58,877 61,149 90,406 52,561 58,026 54,935 56,677 75 NOTES 76 DEPARTMENTAL OPERATING BUDGETS The Departmental Operating Budgets section provides budget information for each of the City's eight key operating functions: City Council, Administration, Law Enforcement, Public Information, Administrative Services, Parks and Recreation, Community Development and Public Works. Each departmental operating budget includes the following elements: Department Summary: The department summary includes an organization chart for the department and condensed financial information for each division within the department. It is a "big picture" snapshot of the department's responsibilities and costs. Division Summary: Most departments are organized into smaller units or divisions. A program overview has been presented for each division denoting the key functions of the division. In addition, service objectives are listed to identify for the reader the upcoming goals and objectives of that section. Finally, the budget document includes an expenditure summary that details historical and proposed expenditures by category and funding source and the personnel charged to that division. _ 77 NOTES 78 Council and Commissions 79 COUNCIL AND COMMISSIONS Citizens of Cupertino I City Council Citizen Advisory Groups Telecommunications/Library/Teen/ Fine Arts/Recreation/Economic Development/ Planning/Public Safety/Bike & Pedestrian 80 CITY COUNCIL AND COMMISSIONS Expenditures by Division CITY COUNCIL 1000 CITY COUNCIL 1002 CAMPAIGN REFORM 1004 HISTORICAL SOCIETY COMMISSIONS 1031 1040 1042 1050 1060 1065 1070 1075 TELECOMMUNICATIONS LIBRARY FINE ARTS PUBLIC SAFETY PARKS AND RECREATION TEEN COMMISSION PLANNING HOUSING COMMISSION TOTAL 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 164,639 157,347 9,875 5,000 0 40,000 201,591 0 0 188,746 0 0 174,514 202,347 201,591 188,746 106,942 115,632 127,314 129,585 195,169 241,952 269,500 213,542 21,462 20,544 26,756 29,846 208 0 150 150 11,861 5,266 21,195 14,700 0 0 0 25,218 25,193 23,599 32,600 24,500 4,008 34 4,799 200 364,843 407,027 482,314 437,741 539,357 609,374 683,905 626,487 81 COUNCIL AND COMMISSIONS CITY COUNCIL PROGRAM OVERVIEW The Mayor and Councilmembers, acting as the elected representatives of the City of Cupertino, establish public policy to meet community needs and assure orderly development of the City. SERVICE OBJECTIVES The City Council goals are carried out by the city staff under the direction of the City Manager. The council goals are listed in the Budget Strategies section. 82 COUNCIL AND COMMISSIONS 1000 CITY COUNCIL Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Total 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 88,055 81,390 105,371 108,506 44,294 49,497 60,700 62,900 9,875 7,960 20,000 5,000 32,290 18,500 15,520 12,340 174,514 157,347 201,591 188,746 General Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 174,514 157,347 201,591 188,746 174,514 157,347 201,591 188,746 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.20 0.20 0.40 0.20 0.20 0.40 _ 83 COUNCIL AND COMMISSIONS TELECOMMUNICATIONS COMMISSION PROGRAM OVERVIEW The Telecommunications Commission advises the City Council and informs the community about issues relating to the rapidly changing field of telecommunications. Commissioners also served as a resource for the Planning Commission in offering technical guidance for antenna sitings. In addition, the commission presented its third annual Cupertino Outstanding Producer Award and disbursed funding for public access and educational grants. The city's franchise agreement with AT&T provides financial support of the public access program at De Anza College. The funding, totaling about $101,000, is reflected in this budget. With legislation now in effect encouraging effective competition, the commission will continue to look at new and forthcoming FCC rulings that may alter AT&T's impact on the community. The commission also will continue to monitor cable services to subscribers and to act as a resource for both the Cupertino elementary and high school districts. SERVICE OBJECTIVES Continue to work with appropriate companies in bringing advanced services to interested residents. Monitor the AT&T/Comcast merger and its impact on Cupertino's franchise. Continue to work with staff and legal counsel to enforce the terms of the current cable franchise agreement. Work with the Cupertino Planning Commission in developing a master plan for antenna sites and design. 84 COUNCIL AND COMMISSIONS 1031 TELECOMMUNICATIONS COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 4,555 5,607 4,540 5,245 12,920 10,746 14,700 14,500 89,467 99,279 108,074 109,840 106,942 115,632 127,314 129,585 General Total Full-time Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 106,942 115,632 127,314 129,585 106,942 115,632 127,314 129,585 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.05 0.05 0.05 0.05 0.05 0.05 _ 85 COUNCIL AND COMMISSIONS LIBRARY COMMISSION PROGRAM OVERVIEW The Library Commission is a five member commission appointed by the City Council that reviews and makes recommendations related to the operations and services of the Cupertino Library. The Cupertino Library is operated by the Santa Clara County Library Services. The building is provided by the City of Cupertino for which the county pays a rental fee. County Library staff serve as staff to the commission and the Director of Administrative Services serves as city liaison. SERVICE OBJECTIVES Monitors the various service activities of the library and makes recommendations for improvements to appropriate bodies. Supports library advocacy groups, including Friends of the Cupertino Library and Cupertino Library Foundation. Advocates library funding and service levels at the city, county, and state levels. Represents the Cupertino library in the local community. Participates in state and local library workshops and conferences. Participates in the long range planning of quality library services for the City. Develops potential resources to expand volunteer efforts in the library. Investigates ways to expand access to non-traditional media. Continues library advocacy in Cupertino activities and with other organizations. Continues emphasis on integrating additional technology into library services. Continues proactive efforts to ensure adequate library funding. Participates on the building committee task force of a new library. 86 COUNCIL AND COMMISSIONS 1040 LIBRARY COMMISSION Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 363 250 1,500 750 194,806 241,702 268,000 212,792 General Total 195,169 241,952 269,500 213,542 Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 195,169 241,952 269,500 213,542 195,169 241,952 269,500 213,542 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 87 COUNCIL AND COMMISSIONS FINE ARTS COMMISSION PROGRAM OVERVIEW The Cupertino Fine Arts Commission is charged with advancing the arts in the City. This is done through several activities and programs, including promoting art in public places, awarding grants to individuals and organizations, and selection of a "Distinguished Artist of the Year." Through the fine arts grant program, the Commission has awarded $15,000 during the 2000-2002 fiscal year to visual and performing artists offering projects benefiting Cupertino residents. This year's grants have provided support for the Cherry Blossom Festival, Jennifer Swanton Brown, Monta Vista High School, the San Jose String Quartet, and the Euphrat Museum of Art, including Euphrat Family Day. The Fine Arts Commission also sponsored its first public art project, which was the creation and installation of decorative ceramic tiles created by children. Other special projects include the annual student art show at the Cherry Blossom Festival and development of criteria for the selection and installation of public an. SERVICE OBJECTIVES Maintain programs and activities that provide a direct cultural benefit to the citizens of Cupertino, with special emphasis on groups not likely to receive regular exposure to the arts. Actively encourage business and community participation in the arts. Pursue methods for obtaining more art throughout the city. 88 COUNCIL AND COMMISSIONS 1042 FINE ARTS COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 8,899 9,099 9,556 10,066 12,563 10,545 16,200 18,680 0 900 1,000 1,100 21,462 20,544 26,756 29,846 General Total Full-time Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 21,462 20,544 26,756 29,846 21,462 20,544 26,756 29,846 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.10 0.10 0.10 0.10 0.10 0.10 _ 89 COUNCIL AND COMMISSIONS PUBLIC SAFETY COMMISSION PROGRAM OVERVIEW The Public Safety Commission consists of five members with responsibility for reviewing and recommending public safety services and policies for police, fire, emergency planning, and traffic. SERVICE OBJECTIVES Review safety issues and concerns and make recommendations to the City Council. Promote public education programs concerning safety issues. Provide assistance in implementing public safety programs approved by the City Council. 90 Materials Total General Total Full-time Total COUNCIL AND COMMISSIONS 1050 PUBLIC SAFETY COMMISSION Expenditures by Category 1999-00 2000-01 200!-02 Actual Actual Adopted 2002-03 Adopted 208 0 150 150 1999-00 Actual 208 0 150 150 Expenditures by Fund 2000-01 2001-02 Actual Adopted 2O02-O3 Adopted 208 0 150 150 208 0 150 150 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 91 COUNCIL AND COMMISSIONS PARKS AND RECREATION COMMISSION PROGRAM OVERVIEW The Parks and Recreation Commission is a five-member citizen's commission appointed by the City Council to make recommendations pertaining to parks and recreation. SERVICE OBJECTIVES Engage the public in dialog regarding the design of new programs and facilities, and make recommendations regarding these projects to the City Council. Work with staff and the public to draft and/or revise policies for use of Parks and Recreation facilities. Consider public input regarding the operation of Parks and Recreation facilities and make recommendations for their improvement. Participate on a number of special committees dealing with Parks and Recreation. Serve as ambassadors for the Parks and Recreation Department. 92 COUNCIL AND COMMISSIONS 1060 PARKS AND RECREATION COMMISSION Employee Compensation Materials Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 6,959 4,109 6,695 7,850 4,902 1,157 14,500 6,850 11,861 5,266 21,195 14,700 General Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 11,861 5,266 21,195 14,700 11,861 5,266 21,195 14,700 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.10 0.10 0.10 0.10 0.10 0.10 93 COUNCIL AND COMMISSIONS TEEN COMMISSION PROGRAM OVERVIEW The Teen Commission is composed of 13 youths representing grades 8-12. Commission advises the City Council and staff on youth issues. The Teen SERVICE OBJECTIVES Engage the public in dialog regarding the design of new programs and facilities, and make recommendations regarding these projects to the City Council. Work with staff and the public to draft and/or revise policies for use of Parks and Recreation facilities. Assist staff with the Stress Free Night at the Quinlan Community Center that Will be offered in January 2003. Participate in a Ropes course to enhance team building and communication skills among the Commission members. 94 COUNCIL AND COMMISSIONS 1065 TEEN COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 0 0 0 0 0 0 0 0 0 0 0 0 2002-03 Adopted 12,698 6,520 6,000 25,218 General Total 1999-00 Actual Expenditures by Fund 2000-01 2001-02 Actual Adopted 0 0 0 0 2002-03 Adopted 0 25,218 0 25,218 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.15 0.00 0.00 0.15 95 COMMUNITY DEVELOPMENT PLANNING COMMISSION PROGRAM OVERVIEW The Planning Commission is a five-member citizen board appointed by the City Council to make or recommend decisions on matters pertaining to land use and physical development. The major work of the Commission is to conduct public hearings on "current planning" applications. The Commission also advises the City Council on land use and development policy through study sessions and formal hearings on issues necessary to maintain the current status of the General Plan. The Commission also undertakes periodic review of implementation ordinances and issues interpretations of these documents. SERVICE OBJECTIVES Conduct General Plan annual review. The annual review will test fundamental goals and measure performance of short-term objectives. Conduct public hearings for approximately 100 land development applications. Ensure that decisions are made fairly and expeditiously in accordance with adopted General Plan policies, zoning ordinances, development plans and design guidelines. Prepare specific plans, zoning ordinance amendments and amendments to the General Plan. Serve on the Planning Commission Design Review Committee, the Environmental Review Committee and as an advisory to the Housing Commission. 96 COUNCIL AND COMMISSIONS 1070 PLANNING COMMISSION Employee Compensation Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 7,497 4,818 6,500 6,500 6,903 9,856 11,000 11,000 10,793 8,925 15,100 7,000 25,193 23,599 32,600 24,500 General Total Full-time Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 25,193 23,599 32,600 24,500 25,193 23,599 32,600 24,500 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 97 COMMUNITY DEVELOPMENT HOUSING COMMISSION PROGRAM OVERVIEW The Cupertino Housing Commission (CHC) is a five-member board appointed by the City Council to assist the Planning Commission and the City Council in developing housing policies and strategies for implementation of General Plan Housing Element goals. SERVICE OBJECTIVES: When requested by the Director of Community Development or the City Council, make recommendations regarding affordable housing proposals including requests for money from the Affordable Housing Fund, possible fee waivers or other incentives, the number and type of affordable units and the target groups to be served. Work with school district to develop teacher housing assistance program. 98 COUNCIL AND COMMISSIONS 1075 HOUSING COMMISSION Employee Compensation Materials Total General Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 3,965 14 4,599 0 43 20 200 200 1999-00 Actual 4,008 34 4,799 200 Expenditures by Fund 2000-01 2001-02 Actual Adopted 2OO2-O3 Adopted 4,008 34 4,799 200 4,008 34 4,799 200 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.04 0.05 0.00 0.04 0.05 0.00 99 NOTES 100 Administration _ 101 ADMINISTRATION City Attorney (2.95) City Manager (1.45) Community Outreach (.50) 102 ADMINISTRATION Expenditures by Division 1200 CITY MANAGER 1201 COMMUNITY OUTREACH 1300 CONTINGENCIES 1500 LEGAL SERVICES TOTAL 1999-00 2000-01 2001-02 2002-03 Acm~ Actual Adopted Adopted 233,738 251,049 265,838 277,250 61,683 56,529 63,233 67,329 255 803 20,000 30,000 407,277 474,331 472,570 517,481 702,953 782,712 821,641 892,060 -- 103 ADMINISTRATION CITY MANAGER PROGRAM OVERVIEW The City Manager is responsible to the City Council for the effective and efficient operation of the City. Under the direction of the City Council, the City Manager carries out the City's adopted goals and objectives. SERVICE OBJECTIVES Accomplish the City's goals. Manage City operations. See that all laws and ordinances of the City are duly enforced and that all franchises, permits, licenses, and privileges granted by the City are faithfully performed and observed. Keep the City Council advised as to the financial conditions and needs of the City. Investigate all complaints concerning the operation of the City. Supervise the use and condition of buildings, public parks, streets and other public property. Make reports and initiate recommendations as may be desirable or as requested by the City Council. Ensure that the City's policies and procedures provide a foundation for a secure financial position. Develop strategies to enhance the City's tax base and to position the City to take advantage of economic opportunities. 104 CITY MANAGER 1200 ADMINISTRATION Employee Compensation Materials Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 200,888 226,929 232,298 233,370 22,690 19,070 25,400 36,800 10,160 5,050 8,140 7,080 233,738 251,049 265,838 277,250 General Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 233,738 251,049 265,838 277,250 233,738 251,049 265,838 277,250 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 1.35 1.35 1.45 1.35 1.35 1.45 105 ADMINISTRATION COMMUNITY OUTREACH PROGRAM OVERVIEW Develop and sustain community-building activities that increase citizen involvement in our diverse community and neighborhoods. SERVICE OBJECTIVES Increase awareness and participation in the City's neighborhood block leader and block party program. Work with community groups, such as the Citizens of Cupertino Cross-Cultural Consortium (5Cs), on intercultural projects and presentations, and outreach to newcomers. Coordinate public communication activities through "town" forums and other public dialogue activities. Coordinate outreach efforts and resources with the Emergency Preparedness Office and Sheriff's Office to increase participation in Neighborhood Preparedness, Neighborhood Watch and other public safety programs. Produce materials to effectively promote neighborhood programs. Serve as a staff resource and liaison at community meetings. 106 COMMUNITY OUTREACH 1201 ADMINISTRATION Employee Compensation Materials Total General Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 55500 52,955 44,733 47,329 6,183 3,574 18,500 20,000 61,683 56,529 63,233 67,329 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 61,683 56,529 63,233 67,329 61,683 56,529 63,233 67,329 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.75 0.50 0.50 0.75 0.50 0.50 107 ADMINISTRATION CONTINGENCIES PROGRAM OVERVIEW This account is discretionary fund for unexpected occurrences, such as special studies, consultants or other special unplanned needs that may occur during the year. 108 CONTINGENCIES 1300 ADMINISTRATION Contract Services Total 1999-00 Acm~ 255 255 Expenditures by Category 2000-01 2001-02 Actual Adopted 2002-03 Adopted 803 20,000 30,000 General Total 1999-00 Actual 803 20,000 30,000 255 Expenditures by Fund 2000-01 2001-02 Actual Adopted 255 2002-03 Adopted Full-time Total 803 20,000 30,000 803 20,000 30,000 Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 _ 109 ADMINISTRATION LEGAL SERVICES PROGRAM OVERVIEW The City Attorney serves as legal counsel to the City Council, City Commissions, and City administrative staff. The City Attorney prepares ordinances and resolutions as requested, prepares or reviews contracts and agreements, conducts research and supports the City in various meetings including some negotiations, prosecution of code violations, and some litigations. Secretarial and support services are provided by the City. SERVICE OBJECTIVES Attend or provide representation at all regularly scheduled City Council meetings to provide procedural and legislative information. Attend commission or staff meetings when requested. Meet with the City administrative staff on a regular basis to provide legal services and advice. 110 LEGAL SERVICES 1500 ADMINISTRATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Total Full-time Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 314,197 364,104 359,010 369,801 22,280 31,793 32,350 34,550 52,540 60,181 7i,100 97,100 0 9,093 0 0 18,260 9,160 10,110 16,030 407,277 474,331 472,570 517,481 Expenditures by Fund 199%00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 407,277 474,331 472,570 517,481 407,277 474,331 472,570 517,481 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 2.75 3.00 2.95 2.75 3.00 2.95 _ 111 NOTES 112 Law Enforcement 113 LAW ENFORCEMENT Law E nforcem ent (Contract) 114 LAW ENFORCEMENT Expenditures by Division 2100 LAW ENFORCEMENT TOTAL 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 4,631,726 5,335,000 5,650,282 6,022,881 4,631,726 5,335,000 5,650,282 6,022,881 115 LAW ENFORCEMENT LAW ENFORCEMENT PROGRAM OVERVIEW This activity provides for the expenses of law enforcement, emergency communications, the SchoOl Resource Officer Program, and the Youth Probation Officer Program. Law Enforcement services are provided by the Santa Clara County Sheriff's Department. Communication services are provided by the Santa Clara County General Services Administration. The Youth Probation Officer Program is provided through a partnership with Santa Clara County Probation Department, Cupertino Union School District, Fremont Union High School District, and the City of Cupertino. Cupertino also participates in a computerized fingerprinting program funded by this account. Law Enforcement services include general law enforcement (patrol), supplemental traffic cars and detective services. SERVICE OBJECTIVES Law Enforcement officers will respond to emergency situations within an average of less than six minutes. Supplemental traffic cars will enforce the vehicle code with the goal of increasing traffic safety. The City will enhance "neighborhood policing" through the expansion of its Neighborhood Watch Program, COPS for Kids Program, Neighborhood Captains Program and its E-Cap Program. The Youth Probation Officer will divert first time/minor youth offenders from the juvenile justice system. The School Resource Officers (SRO) will provide daily on-site interaction with our youth. 116 LAW ENFORCEMENT 2100 LAW ENFORCEMENT Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 21,432 22,000 14,000 23,000 4,610,294 5,313,000 5,636,282 5,999,881 4,631,726 5,335,000 5,650,282 6,022,881 General Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 4,631,726 5,335,000 5,650,282 6,022,881 4,631,726 5,335,000 5,650,282 6,022,881 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 0.00 0.00 0.00 0.00 0.00 0.00 _ 117 NOTES 118 Public Information 119 PUBLIC INFORMATION I Community Relations (0.75) Public Information (4.40) Cupertino Scene (0.40) I Channel (3.25) 120 3300 COMMLrNITY RELATIONS 3400 CUPERTINO SCENE 3500 GOVERNMENT CHANNEL TOTAL PUBLIC INFORMATION 1999-00 Actual Expenditures by Division 2000-01 2001-02 Actual Adopted 2002-03 Adopted 217,760 205,955 223,141 271,107 94,457 98,524 108,016 107,749 484,241 289,496 327,116 368,746 796,458 593,975 658,273 747,602 _ 121 PUBLIC INFORMATION COMMUNITY RELATIONS PROGRAM OVERVIEW Functions of this department include informing citizens about programs and services provided by local government, responding to media inquiries and preparing all press information. The office acts as a resource for other city departments, staff and council members. The public information officer actively participates in regional discussions and workshops involving crisis communications, media relations and cable television regulation. Awards dinners, special events and ceremonial activities also are handled through this department. Examples include the annual Commissioners' Dinner, the CREST Awards, mayoral proclamations and the SWING program. Included in this budget is the Sister City line item, which now encompasses both Toyokawa and the Hsinchu Friendship City. This item has been increased to cover some costs of the 25th anniversary of Cupertino's relationship with Toyokawa. Also included is the Chamber of Commerce support item, which shows a slight increase from last year due to increased chamber printing costs. The Human Services budget reflects the city council's direction to retain last year's level of funding. SERVICE OBJECTIVES Aid in the coordination of city programs designed to draw Cupertino neighborhoods together. Coordinate the dissemination of useful and important information to all Cupertino residents, electronically and through specialized local, state and national publications. Coordinate and implement recommendations of city communications audit. 122 COMMUNITY RELATIONS 3300 PUBLIC INFORMATION Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 69,548 49,561 64,006 74,167 22,855 31,987 27,400 31,900 118,977 120,937 128,885 159,550 6,380 3,470 2,850 5,490 217,760 205,955 223,141 271,107 General Total Expenditures by Fund 199%00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 217,760 205,955 223,141 271,107 217,760 205,955 223,141 271,107 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.75 0.75 0.75 0.75 0.75 0.75 _ 123 PUBLIC INFORMATION CUPERTINO SCENE PROGRAM OVERVIEW The Cupertino Scene is published 11 months out of the year and is distributed to residents and businesses in Cupertino. The Cupertino Scene is the most read City publication and continues to be the most important source of community information for residents. The Scene provides information that is of general interest to the community and is presented in a straightforward manner that is non-political, non-religious and non-commercial. The Scene is being re-bid this year so costs are expected to be higher. The postal rate has been increased slightly to offset a rise in bulk-rate permit costs. Each issue of the Scene costs approximately 14 cents to mail. Many of the articles appearing in the Scene are regular, monthly features, such as Roots, Simply Safe. Community Calendar, Council Actions, Senior Center News, Agenda Preview and Library News. Another portion of material in the Cupertino Scene includes articles dealing with ongoing citywide issues, including community outreach, environmental programs and city jobs. Other material appearing in the Scene is a mixture of one-time city events, community activities, government services and other city-related information. About 300,000 copies of the Scene are distributed annually. SERVICE OBJECTIVES Provide an electronic subscription option for the Scene. Continue regular production schedule of the Scene, presenting information in a timely, interesting and visually pleasing manner. Focus on information relevant to citizens of all cultural backgrounds. Continue to adhere to regulations imposed by Prop. 73. 124 CUPERTINO SCENE 3400 PUBLIC INFORMATION Employee Compensation Materials Total General Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 33,804 40,589 34,273 37,749 60,653 57,935 73,743 70,000 94,457 98,524 108,016 107,749 Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 94,457 98,524 108,016 107,749 '94,457 98,524 108,016 107,749 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.40 0.40 0.40 0.40 0.40 0.40 _ 125 PUBLIC INFORMATION GOVERNMENT CHANNEL PROGRAM OVERVIEW Approaching its 20th year of broadcast, the City Channel continues to offer a variety of news and information for and about the residents of Cupertino. As the first government channel to broadcast city council meetings in the county, the City Channel continues to set best-practice service standards including web casting of many city meetings. Demands for City Channel services continue to increase with frequent coverage of community meetings and study sessions. Multimedia advancements have allowed this department to improve and expand many of its services. The City Channel's new web casting service allows Cupertino residents who are not cable subscribers to see live council meetings, commission meetings and study sessions. Web casting has also allowed online video archives to be made available to the public on demand at no cost to the public. The department creates visual effects using animation and software graphics for city department presentations and productions. The City Channel also provides audio-video services that include tape duplication, viewing, editing, equipment recommendations and design meeting set-ups and multimedia presentations. In addition to special programs produced for and featured on the City Channel, other programs come from the following sources: PBS, the United Nations and The California Channel (CAL- SPAN). Those who are not cable subscribers may check out tapes, including City Council meetings from the Cupertino Library. In addition to publishing a monthly schedule, programs on the City Channel are featured on the city's website. Throughout each week, viewers may tune in to the City Channel to learn about city departments and services, special city programs, local points of interest, health and safety tips and upcoming community events. Staff members produce numerous promotions, public service announcements and video bulletin board announcements made specifically for Cupertino residents. These local announcements continue to increase annually and are presented in a timely manner, showcasing an active, involved community. SERVICE OBJECTIVES Advise Public Works staff and architects to insure that the proposed new Community Meeting Hall meets the highest standards for technical compatibility and versatility. Continue improvements to city meetings, productions, promotions and website services by incorporating more multimedia technology. Expand new services, such as web casting and intranet system to advance and refine city services. 126 GOVERNMENT CHANNEL 3500 PUBLIC INFORMATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Expenditures by Category Total 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 222,531 221,899 217,921 235,556 23,986 22,073 22,150 27,500 20,504 14,788 35,600 33,000 162,595 0 25,095 15,000 54,625 30,736 26,350 57,690 484,241 289,496 327,116 368,746 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 484,241 289,496 327,116 368,746 484,241 289,496 327,116 368,746 Full-time Total Personnel Summary 2001-01 2001-02 2002-03 Actual Adopted Adopted 3.00 3.00 3.25 3.00 3.00 3.25 127 NOTES 128 Administrative Services 129 ADMINISTRATIVE SERVICES I Finance (4.90) I Administrative I Services (1.90) I Code Enforcement (3.00) Informmiion Technology ] (3.00) I City Clerk (3.90) I Human Resources (2.70) 130 ADMINISTRATIVE SERVICES Expenditures by Division 4000 ADMINISTRATION 4001 ECONOMIC DEVELOPMENT 4010 LEADERSHIP CUPERTINO FINANCE 4100 ACCOUNTING 4200 BUSINESS LICENSING CITY CLERK 4300 CITY CLERK 4310 DUPLICATING AND MAIL SERVICE 4330 ELECTIONS EMERGENCY PREPAREDNESS 4400 EMERGENCY PREPAREDNESS HUMAN RESOURCES 4510 HUMAN RESOURCES 4530 CODE ENFORCEMENT 4540 INSURANCE ADMINISTRATION INFORMATION TECHNOLOGY 4800 INFORMATION TECHNOLOGY TOTAL 1999-00 2000-01 2001-02 2002-03 Acmal Acmal Adopted Adopted 278,569 344,808 347,953 346,513 34,992 17,312 31,000 16,700 23,092 32,958 44,485 38,000 358,241 563,962 593,152 614,820 47,802 65,646 37,606 39,738 742,696 1,024,686 1,054,196 1,055,771 321,582 321,800 439,787 444,424 116,188 130,784 157,220 178,213 31,707 117 27,300 3,300 469,477 452,701 624,307 625,937 28,567 16,635 37,860 53,000 28,567 16,635 37,860 53,000 684,085 877,968 700,000 867,161 313,549 401,433 567,136 565,857 347,496 453,340 534,271 688,496 1,345,130 1,732,741 1,801,407 2,121,514 564,518 672,911 1,158,102 1,184,221 564,518 672,911 1,158,102 1,184,221 3,150,388 3,899,674 4,675,872 5,040,443 131 ADMINISTRATIVE SERVICES ADMINISTRATION PROGRAM OVERVIEW Administration is responsible for the oversight of several divisions including City Clerk, Human Resources, Code Enforcement, IT, Emergency Preparedness, and Finance (treasury management, fiscal planning, budget preparation, accounting and business licensing). The department is also responsible for overseeing the Leadership Cupertino and Tomorrow's Leaders Today programs. Staff support is also provided to the Audit Committee, Library Commission. Fine Arts Commission, Leadership Cupertino Steering Committee, Public Safety Commission and the Economic Development Committee. SERVICE OBJECTIVES Provide administration and support services to the City Clerk, Human Resources, IT, Code Enforcement, Emergency Preparedness, and Finance divisions. Manage the City's investment portfolio to obtain safety of funds, liquidity and a rate of return equal to or exceeding the State investment fund. Provide short and long term fiscal planning. Monitor revenue and expenditure trends and analysis of cash flow needs. Work with the business community, Council and Chamber to promote economic development. 132 ADMINISTRATION 4000 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 212,208 228,591 225,193 221,333 13,297 27,164 18,850 18,400 45,434 84,073 100,200 100,300 7,630 4,980 3,710 6,480 278,569 344,808 347,953 346,513 General Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 278,569 344,808 347,953 346,513 278,569 344,808 347,953 346,513 Personnel Summary Full-time Total 2000-01 2001-02 2002-03 Actual Adopted Adopted 2.00 2.00 1.90 2.00 2.00 1.90 133 ADMINISTRATIVE SERVICES ECONOMIC DEVELOPMENT PROGRAM OVERVIEW The Economic Development Commiuee was started in fiscal year 1995/96 as a result of the City Council's concerns for the long-term financial health of the City. Staffing consists of the City Manager, four Department Heads, two City Councilmembers and four representatives from the Chamber of Commerce. The committee is responsible for the identification and implementation of programs specifically targeted to business retention, expansion and attraction. A detailed workplan is adopted each year to ensure high priority of this program. SERVICE OBJECTIVES Enhance the business environment and economic climate while maintaining a healthy balance with residential concerns. Improve public awareness and promote education of community interdependence. Recruit compatible businesses to the City to increase our tax-generating economic base. Develop a sense of public/private partnership through the development of business and community relationships and improved customer service. Act as a liaison with the Chamber of Commerce, brokers, business associations and individual businesses to assure that business needs are appropriately communicated and considered in City policy formation. Work with existing business to identify and help eliminate any barriers to retention or redevelopment. Enhance and promote a strong local economy to provide municipal services that business and residents desire and need to maintain the community's quality of life. Pursue high tech sales offices as part of the development application process. 134 ECONOMIC DEVELOPMENT 4001 ADMINISTRATIVE SERVICES Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 4,429 2,952 6,000 6,700 30,563 14,360 25,000 10,000 General Total 34,992 17,312 31,000 16,700 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 34,992 17,312 31,000 16,700 34,992 17,312 31,000 16,700 Full-time Total Personnel SUmmary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 135 ADMINISTRATIVE SERVICES LEADERSHIP CUPERTINO PROGRAM OVERVIEW Leadership Cupertino is a joint training program between the City, the Cupertino Chamber of Commerce, and DeAnza College. Its mission is to develop leaders for the future of our community, to provide participants with knowledge and information on local government, to help participants acquire leadership skills and encourage participation and involvement in the community. Tomorrow's Leaders Today (TLT) is a joint youth training program between the city, the Cupertino Chamber of Commerce, and DeAnza College. Its mission is to familiarize high school sophomores and juniors with local government and other community organizations and encourage participation and involvement in the community. SERVICE OBJECTIVES Educate future leaders about a broad range of current community needs and concerns. Prepare participants for positions on commissions, city council, school boards and non-profit organization boards. Introduce participants to community decision makers and provide opportunities to participate in the decision making process. Provide additional training opportunities to all alumni. Establish yearly reunions for all alumni. 136 LEADERSHIP CUPERTINO 4010-4011 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 0 0 0 18,000 7,342 9,174 16,500 15,000 15,750 23,784 27,985 5,000 Leadership Cupertino Total 23,092 32,958 44,485 38,000 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 23,092 32,958 44,485 38,000 Full-time Total 23,092 32,958 44,485 38,000 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 137 ADMINISTRATIVE SERVICES ACCOUNTING PROGRAM OVERVIEW The Accounting Division is responsible for accurate and timely maintenance of all City financial records, collection, disbursement of all monies, and payroll processing. This division prepares all required Federal, State and other agency reports pertaining to the City's financial status. In addition, Accounting monitors budget-to-actual activities for both operational and capital budgets, and conducts research and prepares reports on special fiscal matters for all internal and external customers. SERVICE OBJECTIVES Assist City Manager, City Council and City departments in managing the City's financial resources. Maintain a high level of professionalism in all the City's financial practices and procedures. Provide quality service in responding to the needs of customers, vendors and citizens. Respond to inquiries from the public and City departments. Process invoices, deposits, vendor payments, purchase contracts and claims in a timely manner. Provide timely and accurate financial information for City departments to make sound fiscal decisions. Comply with all applicable laws, regulations and professional standards to ensure public credibility of our financial records. Provide quality payroll servicing for the City's full and part-time employees, properly administering salaries and benefits in a timely and confidential manner. 138 ACCOUNTING 4100 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Expenditures by Category Total 1999-00 2000-01 2001-02 2002-03 Acm~ Acm~ Adopted Adopted 261,548 248,228 373,882 376,805 56,577 53,746 30,250 29,215 9,756 79,688 6,600 11,800 1,309 0 0 0 30,360 182,300 182,420 197,000 359,550 563,962 593,152 614,820 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 359,550 563,962 593,152 614,820 359,550 563,962 593,152 614,820 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 3.75 4.50 4.40 3.75 4.50 4.40 139 ADMINISTRATIVE SERVICES BUSINESS LICENSING PROGRAM OVERVIEW The Business License Division collects revenue and monitors business activity for compliance with the City Municipal Code. In addition, the division identifies new business licenses to enhance revenue to the City. SERVICE OBJECTIVES Provide businesses with information regarding compliance with the Business License Tax Code and provide useful sources of information related to business activity. Collect appropriate business license fees. Monitor business activity to identify non-compliance with the Municipal Tax Code. 140 BUSINESS LICENSING 4200 ADMINISTRATIVE SERVICES Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted Employee Compensation 2002-03 Adopted Materials Contract Services Cost Allocation Total 40,072 61,967 29,855 33,938 4,220 2,244 4,101 4,800 0 125 2,500 1,000 3,510 1,310 1,150 0 47,802 65,646 37,606 39,738 General Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 47,802 65,646 37,606 39,738 47,802 65,646 37,606 39,738 Full-time Total Personnel Summary 2001-01 2001-02 Actual Adopted 2002-03 Adopted 0.25 0.50 0.50 0.25 0.50 0.50 141 ADMINISTRATIVE SERVICES CITY CLERK PROGRAM OVERVIEW The City Clerk's office administers the legislative process that begins with the management of local elections and includes filings.of Fair Political Practices Commission documents. Other steps include preparing and posting agendas, and recording the policy and program decisions in the form of Council minutes. As a support service this division processes incoming and outgoing mail; processes and maintains City records; prepares meeting packets for Council, Planning Commission, and Fine Arts Commission meetings; manages the commission appointment process; staffs the Fine Arts Commission; staffs the City Hall reception desk and switchboard; and provides information to the public, Council, commissions and staff. The division's goals are to administer elections and Fair Political Practices Commission filings in compliance with State law, to continue compliance with the Brown Act, to accurately process documents, and to provide a records management system that facilitates timely access to information. SERVICE OBJECTIVES Provide complete, accurate, and timely information to citizens, commissioners, City Council, and staff. Respond to routine requests within two working days. Respond to requests requiring archival research within five working days. Maintain compliance with State laws regarding elections, records, annexations, commission appointments, the Brown Act, legal notices and Fair Political Practices Commission filings. Conduct a local election in odd-numbered years in compliance with the California Elections Code and ballot measure elections as necessary. Provide support services as needed. 142 CITY CLERK 4300 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 259,733 268,651 300,097 312,174 31,180 28,522 39,100 45,350 15,644 13,495 40,200 18,000 15,025 11,132 60,390 68,900 321,582 321,800 439,787 444,424 General Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 321,582 321,800 439,787 444,424 321,582 321,800 439,787 444,424 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 3.90 3.90 3.90 3.90 3.90 3.90 143 ADMINISTRATIVE SERVICES DUPLICATING AND MAIL SERVICE PROGRAM OVERVIEW The Duplicating and Mail Service Division provides reprographic and mail services to all City departments. The division goals are to duplicate material accurately and in a timely manner those documents needed in the day-to-day and long-term operation of City business; to deliver routine incoming and outgoing mail and packages daily; and to work in cooperation with each department for timely processing of mass mailings. SERVICE OBJECTIVES Duplicate and assemble material within the time requested. Duplicate routine documents of fewer than twenty pages within one workday. Duplicate documents that do not require special handling within three working days. Duplicate documents accurately and at a quality level suitable for public distribution. Gather out-going mail from each department daily and prepare it with appropriate postage for pick up by the post office at 4:00 p.m. Provide timely, high-quality services in the most cost-effective way. 144 DUPLICATING AND MAIL SERVICE 4310 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 9,695 11,166 8,820 29,863 48,033 46,036 89,050 89,000 58,460 73,582 59,350 '59,350 116,188 130,784 157,220 178,213 General Total Full-time Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 116,188 130,784 157,220 178,213 116,188 130,784 157,220 178,213 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.60 0.00 0.00 0.60 145 ADMINISTRATIVE SERVICES ELECTIONS SERVICES PROGRAM OVERVIEW The City Clerk manages the City Council elections, which are held on odd-numbered years, and any ballot measures that are called. The City consolidates its elections with others taking place in the County, and contracts for election services with the County of Santa Clara Registrar of Voters. The Registrar's Office establishes the precincts and voting places, prints and mails ballot information, and collects and counts the ballots. SERVICE OBJECTIVES Provide required forms, resource materials, and assistance to candidates and committees. Facilitate timely filing of required and voluntary documentation from candidates associated with election costs and candidate information, including Nomination Papers, Candidates' Statements, and Statements of Economic Interest, as well as candidate biographies and photographs. Make election-related information available to the public and news media in a timely manner. Manage the documentation and election processes that are contracted with the County Registrar's Office, and ensure compliance with the California Elections Code. 146 ELECTIONS 4330 ADMINISTRATIVE SERVICES Expenditures by Category Materials Contract Services Total 1999-00 2000-01 2001-02 2002-03 Actu~ Acmal Adopted Adopted 336 117 300 300 31,371 0 27,000 3,000 31,707 117 27,300 General Total 3,300 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 31,707 117 27,300 31,707 117 27,300 3,300 3,300 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 147 ADMINISTRATIVE SERVICES EMERGENCY PREPAREDNESS PROGRAM OVERVIEW The mission of the Office of Emergency Services (OES) is to ensure that the Cupertino community and City staff are reasonably protected/prepared from emergencies and/or disasters. The mission is accomplished through a comprehensive emergency preparedness, response, recovery and mitigation program. OES is staffed by a representative of the Santa Clara County Fire Department. SERVICE OBJECTIVES Maintain the City's Emergency Operations Center in a perpetual state of operational readiness. Work with the Cupertino Amateur Radio Emergency Service (CARES) to ensure amateur radio capability in Cupertino in the event of extended power outages or loss of telephone communications. Coordinate first aid and CPR classes to Cupertino city staff with the objective of 100% current certification. Systematically prepare, test and revise emergency response and recovery policies, plans and procedures in compliance with the California Emergency Services Act and the Standardized Emergency Management System (SEMS). Coordinate training of City staff in personal preparedness, SEMS, RIMS and EOC functions. Coordinate training of Cupertino residents in CPR, First Aid, and Community Emergency Response Team (CERT) for adults and Kaleidoscope Public Safety Training for Jr. High and High School. Provide guidance to neighborhood preparedness organizations through assistance with formation, team training, and drills. Promote emergency preparedness by publishing a monthly column (Simply Safe) in the Cupertino Scene, maintaining an OES website and providing public speaking support to community groups, schools, and service clubs. Maintain effective liaison with local, state and national emergency management organizations and/or allied disaster preparedness and response agencies. 148 EMERGENCY PREPAREDNESS 4400 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Capital Outlay Total General Total Expenditures by Category Full-time 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted Total 176 0 0 8,321 15,407 14,200 20,070 1,228 22,500 0 0 1,160 0 0 0 0 16,000 32,500 3,850 65O 28,567 16,635 37,860 53,000 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 28,567 16,635 37,860 53,000 28,567 16,635 37,860 53,000 Personnel Summary 2000-01 2001-02 Actual Adopted 2O02-03 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 149 ADMINISTRATIVE SERVICES HUMAN RESOURCES PROGRAM OVERVIEW The Human Resources Division is responsible for the administration of a full range of human resource, employee benefit and labor relations programs including personnel selection, classification, compensation, equal employment opportunity, labor negotiations, employee relations, employee development, employment benefits, retirements, insurance administration and safety. SERVICE OBJECTIVES Provide timely personnel services to departments and divisions in a fair, objective, and equitable manner. Enter into agreements with employee groups concerning terms and conditions of employment. Provide an employee development program addressing immediate and long-term training needs of the City. Provide departments a listing of qualified persons for employment consideration within 60 days of an authorized vacant position. Ensure for equal employment opportunity. Provide for a working environment where respect for the individual is encouraged and safeguarded. Provide personnel services consistent with the operational needs of user departments. 150 HUMAN RESOURCES 4510 ADMINISTRATIVE SERVICES Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Total 1999-00 2000-01 2001-02 2002-03 Actual Actu~ Adopted Adopted 492,811 528,733 536,080 689,771 100,138 131,798 79,900 78,100 66,876 181,487 56,800 71,000 24,260 35,950 27,220 28,290 684,085 877,968 700,000 867,161 General Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 684,085 877,968 700,000 867,161 684,085 877,968 700,000 867,161 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 2.50 2.50 2.70 2.50 2.50 2.70 -- 151 ADMINISTRATIVE SERVICES CODE ENFORCEMENT PROGRAM OVERVIEW The Code Enforcement program provides for the enforcement of field activities related to the Municipal Code. Code Enforcement staff also provide assistance to the Sheriff's Department by responding to non-emergency calls in lieu of sworn law enforcement personnel. The Code Enforcement activities include services related to parking enforcement, abandoned vehicles, and ascertaining compliance with Municipal Code provisions concerning health and sanitation, streets and sidewalks, noise, graffiti, and placement of signs on public property. Assistance is provided to other departments and agencies as related to code enforcement activities. This budget also includes funding for animal control services. The City of Cupertino, in conjunction with seven other South Bay Cities, formed the Silicon Valley Animal Control Authority (SVACA) for animal control and licensing services. The SVACA provides field and rabies control services in addition to medical and sheltering services. SERVICE OBJECTIVES Respond to citizen, City department, and Sheriff's Department requests for services within 24 hours. Provide services with an emphasis on public relations. Enforce the Municipal Code in a fair, equitable, and objective manner. 152 CODE ENFORCEMENT 4530 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 204,879 222,032 232,876 272,937 7,308 8,621 21,300 18,820 75,717 134,482 281,800 244,000 25,645 36,298 31,160 30,100 General Total 313,549 401,433 567,136 565,857 Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted Full-time Total 313,549 401,433 567,136 565,857 313,549 401,433 567,136 565,857 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 3.15 3.15 3.00 3.15 3.15 3.00 153 ADMINISTRATIVE SERVICES INSURANCE ADMINISTRATION PROGRAM OVERVIEW Insurance Administration includes the coordination of employee safety activities and City insurance policies covering general liability, property, public officials bond, workers' compensation, and unemployment insurance. The City is self-insured for workers' compensation and unemployment insurance. SERVICE OBJECTIVES Administer citywide employee safety activities and chair the Safety Committee. Promote a work environment that emphasizes safe work practices. Implement loss control measures including employee training. Coordinate and oversee contractual services responsible for administration programs. Satisfy administrative and statutory procedures and compensation and unemployment insurance programs. of insurance regulations concerning workers' 154 INSURANCE ADMINISTRATION 4540 ADMINISTRATIVE SERVICES Employee Compensation Contract Services Total General Long Term Disability Workers Compensation Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 21,795 13,460 21,271 23,337 325,701 439,880 513,000 665,159 347,496 453,340 534,271 688,496 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 172,381 258,321 327,152 450,913 57,520 60,111 55,000 80,012 117,595 134,908 152,119 157,571 347,496 453,340 534,271 688,496 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.35 0.35 0.30 0.35 0.35 0.30 155 ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY PROGRAM OVERVIEW This activity provides for all technology related expenses for the citywide management of information services. The Information Technology Manager and staff are responsible for implementing the City's Technology Master Plan, assists in training staff, and troubleshoot the City's information systems, which include: the City web site, Pentamation financial/building systems, Records Management system, Recreation Reservation systems, Graphical Information System (GIS) data, Code Enforcement databases and the specific departmental MS Access databases. SERVICE OBJECTIVES Establish standards and procedures for the replacement and maintenance of all personal computers, printers, and peripherals and systems defined in the Technology Master Plan. Maintain and service the City's wide area network between eight separate locations. Oversee the implementation of the following key information systems in fiscal year 2002/03: GIS maps, workstation and server OS upgrade, TVR system, VPN solutions (Virtual Private Networking), E-Connect (for intemet reservation access) for BBF from customized database, Palm Pilot permitting system, E-government solutions (for online access to building permits and business licenses), Finance upgrade and office automation through electronic forms via an intranet. New Equipment Purchase Amount Hardware $ 20,000 Software E-gov Solutions $175,000 Parks and Recreation $ 20,000 Parks and Recreation $ 10,000 Other $ 55,000 Total $270,900 Replacement Equipment Hardware Total Amount $ 84,500 $84,500 156 INFORMATION TECHNOLOGY 4800 ADMINISTRATIVE SERVICES Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Information Technology Expenditures by Category 1999-00 2000-01 2002-03 Actual Actual Adopted 2002-03 Adopted Total 203,511 219,808 276,645 291,586 74,459 94,373 92,000 98,235 93,274 170,502 95,000 187,000 0 0 475,000 355,400 193,274 188,228 219,457 252,000 564,518 672,911 1,158,102 1,184,221 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 564,518 672,911 1,158,102 1,184,221 564,518 672,911 1,158,102 1,184,221 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 3.00 3.00 3.00 3.00 3.00 3.00 157 NOTES 158 Parks and Recreation 159 PARKS AND RECREATION Sports Center/ Physical Rec (5.50) Parks and Recreation (1.90) Quinlan Community Ctr/ Cultural Programs (6.50) Senior Center and Services (7.50) Monta Vista Rec Center Youth Programs (3.35) Blackberry Farm (7.88) 160 PARKS AND RECREATION 6100 ADMINISTRATION CULTURAL PROGRAMS/ QUINLAN COMMUNITY CENTER 6200 QUINLAN C.C., CULTURAL/SUPRVSN 6248 CULTURAL PROGRAMS 6249 RECREATION PROGRAMS 6265 QUINLAN COMMUNITY CENTER MONTA VISTA REC CENTER/ YOUTH & TEEN PROGRAMS 6300 YOUTH, TEEN, M.V. REC. CNTR/SUPVR 6342 YOUTH PROGRAMS 6343 TEEN PROGRAMS 6349 RECREATION PROGRAMS 6360 MONTA VISTA RECREATION CENTER SPORTS AND PHYSICAL RECREATION 6400 PHYSICAL RECREATION/SUPERVISION 6442 YOUTH PROGRAMS 6445 CREEKSIDE PARK PROGRAMS 6448 FOURTH OF JULY 6449 RECREATION PROGRAMS 6450 CUPERTINO SPORTS CENTER Expenditures by Division 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 222,191 206,020 202,353 215,822 296,074 323,404 343,144 372,924 31,832 58,875 46,120 58,907 309,889 217,584 216,535 260,155 207,346 278,445 257,190 285,999 845,141 878,308 862,989 977,985 128,836 160,878 206,878 216,918 31,367 34,174 46,665 53,516 25,903 12,530 23,570 113,015 385,601 457,952 566,161 610,432 8,727 6,457 12,600 13,155 580,434 671,991 855,874 1,007,036 180,577 223,687 190,725 196,056 905 0 0 0 6,724 6,997 9,845 10,200 62,930 44,390 80,000 82,900 598,704 671,519 756,079 923,090 761,553 715,394 964,410 1,137,637 1,611,393 1,661,987 2,001,059 2,349,883 161 SENIOR PROGRAMS/SENIOR CNTR 6500 SENIOR ADULT PROGRAMS 6529 SENIOR CENTER CASE MANAGER 6549 RECREATION PROGRAMS BLACKBERRY FARM/ NATURE PROGRAMS 6600 BLACKBERRY FARM ADMINISTRATION 6620 BLACKBERRY FARM PARK 6640 BLACKBERRY FARM GOLF 6647 NATURE PROGRAMS 6649 NATURALIST PROGRAMS 6660 BLUE PHEASANT RESTAURANT 6680 BLACKBERRY FARM RETREAT CENTER TOTAL Expenditures by Division 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 264,902 306,963 403,492 486,651 30,832 67,284 70,707 74,003 438,201 406,586 458,006 529,718 733,935 780,833 932,205 1,090,372 114,826 124,299 112,616 121,661 756,494 841,399 872,417 909,396 361,038 376,435 460,959 583,526 37,004 44,380 74,979 69,401 16,694 21,086 29,200 19,400 14,470 13,387 19,000 20,000 19,454 22,558 34,728 39,798 1,319,980 1,443,544 1,603,899 1,763,182 5,313,074 5,642,683 6,458,379 7,404,280 162 NOTES _ 163 PARKS AND RECREATION ADMINISTRATION PROGRAM OVERVIEW Provides overall department administration, as well as capital improvement project management, community outreach and support to the Parks and Recreation Commission. SERVICE OBJECTIVES Provide overall department administration, budget control, and employee development and evaluation. Complete the Stevens Creek Trail feasibility study and CEQA review. Complete the McClellan Ranch/Blackberry Farm master plan and cost estimate. Provide input regarding public facility needs to the Community Development Department as part of the General Plan update process. Complete planning for the renovation of the Cupertino Sports Center. Construct a permanent skatepark. 164 ADMINISTRATION 6100 PARKS AND RECREATION Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 199,085 190,711 183,693 197,712 9,767 9,477 11,000 9,200 419 92 0 2,400 12,920 5,740 7,660 6,510 General Total 222,191 206,020 202,353 215,822 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 222,191 206,020 202,353 215,822 Full-time Total 222,191 206,020 202,353 215,822 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 1.90 1.90 1.90 1.90 1.90 1.90 165 PARKS AND RECREATION CULTURAL PROGRAMS/QUINLAN COMMUNITY CENTER PROGRAM OVERVIEW Manages utilization of the Quinlan Community Center for community group services, recreation department activities and classes, and private permits. Cultural programs provided under this section include community special events, adult and youth cultural classes and public concerts. This division will generate approximately $300,000 in user fees. SERVICE OBJECTIVES Provide introductory level classes in self-improvement, cultural studies, and crafts that are ethnically diverse in scope to further enhance the participant's quality of life. Investigate the feasibility of offering additional cultural classes off site from the Quinlan Community Center. Continue to improve activity registration via phone and the Internet. Install an on-line registration kiosk in the Quinlan Community Center. Improve the marketing of classes and special events. Expand the cultural offerings to include a jazz festival. Provide support for new cultural events to be provided by nonprofit groups including the Lunar New Year Festival. 166 CULTURAL PROGRAMS QUINLAN COMMUNITY CENTER 6200 PARKS AND RECREATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 444,502 453,954 498,644 552,654 101,529 77,214 77,125 102,179 216,336 212,015 178,750 206,592 6,074 18,243 0 0 76,700 116,882 108,470 116,560 845,141 878508 862,989 977,985 General Recreation Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 535,252 660,726 646,454 717,830 309,889 217,582 216,535 260,155 845,141 878~08 862,989 977,985 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 6.25 8.00 6.50 6.25 8.00 6.50 167 PARKS AND RECREATION YOUTH & TEEN PROGRAMS/MONTA VISTA RECREATION CENTER PROGRAM OVERVIEW Provides for the operation and programming of the Monta Vista Recreation Center which is utilized for recreation classes, co-sponsored clubs, community meeting space, summer youth programs, and storage for department supplies. In cooperation with the Cupertino Union School District, the City will oversee the Afterschool Enrichment Program at school sites. In programs for the teen population. This division will generate approximately $555,000 in user fees for the 2002/2003 fiscal year. SERVICE OBJECTIVES Continue to provide a nine-month pre-school program at the Monta Vista Recreation Center and the Quinlan Community Center. Expand the program by offering an additional afternoon class at the Monta Vista Recreation Center. Provide an end of the summer volunteer recognition dinner for the summer volunteers. Have one off-site training session for the Teen Commission in which team building exercises are incorporated. Implement the Skate Mobile three days a week in various locations in Cupertino while developing partnerships with Valley Church and both school districts in Cupertino to assist with the implementation of this service. Create a new science camp that allows preschool age children to be introduced to the world of science during the summer. Investigate new ways to market and increase the number of participants in the Special Recreation/Club Wednesday program. Expand the number of free drop-in playground sites offered during the summer from four to five. Investigate more ways to increase the enrollment and revenue for the Afterschool Enrichment program through new marketing techniques and continuing to improve the cooperative working relationship with the school district and offer new classes by hiring two more contractors. 168 YOUTH AND TEEN SERVICES MONTA VISTA RECREATION CENTER 6300 PARKS AND RECREATION Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 364,084 436,989 558,031 676,931 71,051 83,514 77,848 108,600 145,299 151,488 219,995 217,565 0 0 0 3,940 580,434 671,991 855,874 1,007,036 General Recreation Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 194,833 214,039 289,713 396,604 385,601 457,952 566,161 610,432 580,434 671,991 855,874 1,007,036 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 2.00 3.50 3.35 2.00 3.50 3.35 169 PARKS AND RECREATION SPORTS AND PHYSICAL RECREATION PROGRAM OVERVIEW Provides for the supervision and operation of the Cupertino Sports Center as an enterprise facility. Includes a diverse physical recreation program for all ages including sports leagues, camps, clinics~ drop-in activities, and special events. Aquatic lessons and specialty classes are offered during the summer season. This division will generate approximately $2,080,335 in user fees. The cost recovery estimate is 90 percent. SERVICE OBJECTIVES Provide management and scheduling for school fields as per the contract with Cupertino Union School District. Provide coordination and management of the co-sponsored tennis club. Accommodate 1,000 youths in aquatic lessons during an eight-week program. Offer opportunities for 80 adult softball teams to participate in a variety of skill divisions. Provide various sports camps and clinics for 1,500 participants. Continue collection of all revenues and responsibility for operating expenditures and maintenance costs at the Sports Center. Provide for the development and supervision of the 4th of July fireworks display. 170 SPORTS AND PHYSICAL RECREATION 6400 PARKS AND RECREATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Recreation Sports Center Expenditures by Category Total 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 405,925 447,854 552,781 650,346 62,033 75,916 118,477 124,970 1,135,825 1,116,292 1,246,871 1,516,207 0 0 65,000 35,000 7,610 21,925 17,930 23,360 1,611,393 1,661,987 2,001,059 2,349,883 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 251,136 275,074 280,570 289,156 598,704 671,519 756,079 923,090 761,553 715,394 964,410 1,137,637 1,611,393 1,661,987 2,001,059 2,349,883 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 4.00 5.00 5.50 4.00 5.00 5.50 _ 171 PARKS AND RECREATION SENIOR PROGRAMS/SENIOR CENTER PROGRAM OVERVIEW ProVides a central resource in ttte community for activities, services and information for persons age 50 and over. Sets up, manages arid administers center operations, staff, membership, classes, trips and volunteer programs. For community adults 50-96+, serves as a focal point for classes, service, travel, recreational and intergenerational activities and resources information related to aging. Through the case management program homebound and/or at risk seniors are served. Building to be used for room rentals on weekends to Cupertino residents when the Senior Center is not being used for classes and programs. This division will generate approximately $400,000 in trips, memberships, classes, permits and senior events. SERVICE OBJECTIVES Design and present an all day, multi-lingual health fair. Plan a summer Shakespeare camp for senior members. Implement regular evening and Saturday classes for seniors. Continue to develop new classes and programs that meet the needs of the culturally diverse senior population. Research and implement marketing strategies to attract and increase the age group 50 to 60 years old for membership and volunteers. Develop a paid internship position for the case management program to attract Mandarin speakers to the intern program. Recruit and train additional desk volunteers who speak second languages especially Pacific Rim dialects. 172 SENIOR PROGRAMS SENIOR CENTER 6500 PARKS AND RECREATION Employee Compensation Materials Contract Services Cost Allocation Total General Senior Center Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 295,497 376,265 452,409 532,652 397,802 362,594 417,686 481,280 21,776 30,074 37,000 18,900 18,860 11,900 25,110 57,540 733,935 780,833 932,205 Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 1,090,372 2002-03 Adopted 295,734 374,246 474,199 560,654 438,201 406,587 458,006 529,718 733,935 780,833 932,205 1,090,372 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 3.00 6.75 7.50 3.00 6.75 7.50 173 PARKS AND RECREATION BLACKBERRY FARM/NATURE PROGRAMS PROGRAM OVERVIEW Provide recreational opportunities for residents, non-residents, and groups as a self-supporting operation. Manage the picnic grounds, catering services, the snack bar, swimming pools, softball field, and basketball courts. Manage the golf course operation, pro shop, and course maintenance. Administer and manage the retreat center including food service, marketing and maintenance. Provide recreational nature programs for residents, non-residents, school gi:oups, and gardeners. Administer the McClellan Ranch nature museum, after school classes, educational programs, and community gardens. SERVICE OBJECTIVES Continue to manage the picnic ground's operation to ensure customer satisfaction and increased revenue. Continue to provide a quality golf course operation through excellent customer service and a continual grounds maintenance program. Continue to market the Retreat Center to increase facility usage and customer satisfaction. Continue to investigate alternative advertisement and marketing techniques by December 2002. Evaluate all methods of operation as necessary for improvement in service and amenities by November 2002. Continue improving the nature museum with quality displays. Implement additional after school nature classes to meet the demand and increase revenue. Continue to administer the community garden program to ensure all of the gardeners are satisfied. This division will generate $1,700,000 in revenue. 174 BLACKBERRY FARM NATURE PROGRAM 6600 PARKS AND RECREATION Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 740,079 782,116 856,478 728,622 322,432 361,152 338,716 354,700 145,885 175,393 225,600 444,100 8,685 32,542 93,000 126,000 102,899 92,341 90,105 109,760 1,319,980 1,443,544 1,603,899 1,763,182 General Recreation Blackberry Farm Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 37,003 44,380 74,979 69,401 16,694 0 29,200 19,400 1,266,283 1,399,164 1,499,720 1,674,381 1,319,980 1,443,544 1,603,899 1,763,182 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 8.50 10.00 7.88 8.50 10.00 7.88 _ 175 NOTES 176 Community Development 177 COMMUNITY DEVELOPMENT I Community I2~velopment ( 1.49) l Housing Services Building (0.90) (11.40) Planning (6.96) 178 COMMUNITY DEVELOPMENT Expenditures by Division PLANNING 7200 PLANNING ADMINISTRATION 7301 7302 7303 7304 7305 CURRENT PLANNING MID AND LONG RANGE PLANNING STELLING ROAD ANNEXATION VALLCO REDEVELOPMENT MONTA VISTA ANNEXATION HOUSING SERVICES -- 7401 CDGB GENERAL ADMINISTRATION 7402 REHAB LOAN ADMINISTRATION 7403 AFFORDABLE HOUSING DEV. 7404 PUBLIC SERVICE GRANTS 7405 BMR HOUSING BUILDING 7501 GENERAL BUILDING 7502 CONSTRUCTION PLAN CHECKING 7503 BUILDING CODE ENFORCEMENT 7504 BUILDING ABATEMENTS 7505 OAK VALLEY DEVELOPMENT TOTAL 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 172,429 196,640 196,651 184,675 452,829 545,365 561,895 623,168 141,696 161,550 222,190 203,768 0 0 0 0 175,085 108,491 75,000 176,841 3,296 9,000 0 27,400 772,906 824,406 859,085 1,031,177 18,081 2,377 19,048 16,639 44,691 1,373 0 160,000 12 0 44,833 0 37,925 52,902 165,874 145,046 49,886 289,951 1,532,261 177,421 150,595 346,603 1,762,016 499,106 415,536 407,447 480,811 439,707 362,040 393,960 269,812 398,510 441,645 474,834 477,270 634,040 0 37,911 30,000 50,000 34,722 19,087 0 0 1,253,943 1,333,239 1,257,893 1,522,257 2,177,444 2,700,888 4,075,645 3,237,215 179 COMMUNITY DEVELOPMENT ADMINISTRATION PROGRAM OVERVIEW Efficiently manage the daily operations of the Community Development Department. SERVICE OBJECTIVES Development of systems to implement General Plan program policies and test their effectiveness. Ensure that the General Plan and Economic Development plan are coordinated. Conduct an effective Building Plan Check, Inspection Program, and Housing Code Enforcement Program to ensure that buildings are constructed based upon approved codes and that they are safe and well maintained. Continue to utilize specialized training programs to develop a highly motivated and technically competent staff. Planners are encouraged to attend at least one UC extension course or equivalent course regarding professional planning topics. The building inspectors will continue to participate in the certificate program offered by the International Conference of Building Officials. Continue to streamline the internal application processing system and public review process. Continue efforts to create a more effective records management system and land use data system using GIS. 180 ADMINISTRATION 7200 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 157,298 155,279 168,754 164,598 7,027 29,671 20,437 10,437 1,254 0 1,500 1,500 6,850 11,690 5,960 8,140 172,429 196,640 196,651 184,675 General Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 172,429 196,640 196,651 184,675 172,429 196,640 196,651 184,675 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 1.49 1.49 1.49 1.49 1.49 1.49 181 COMMUNITY DEVELOPMENT PLANNING PROGRAM OVERVIEW Provide efficient and responsive professional planning services to the community and implement city development policies, programs, and regulations. The Mid and Long Range program examines the General Plan to ensure that it reflects community values, prepares new and updated ordinances, prepares and interprets development policy and works with several special purpose agencies to address issues of regional concern such as transportation and air quality. The Current Planning program provides technical processing of applications for land development, including environmental assessment, architectural and landscaping review, and commercial sign requests. SERVICE OBJECTIVES Provide timely and complete technical processing of approximately 100 applications for discretionary land use entitlements and 50 code enforcement actions. Provide opportunity for public contact 40 hours per week. Check approximately 350 building permit plan sets for compliance with zoning requirements within the time limits set by Planning Division policy. Implement the Vallco Redevelopment Plan. Process annexations - Monta Vista and Creston areas. Complete the comprehensive General Plan review. Implement Housing programs: housing development; BMR & MCC programs, particularly for public employees, teachers; housing advocacy program. Develop a parcel database and Geographic Information System and provide planning resources on Cupertino's web page. 182 PLANNING 7300 COMMUNITY DEVELOPMENT Expenditures by Category Employee Compensation Materials Contract Services Cost Allocation Total 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 515,858 595,619 612,764 745,336 19,703 24,047 24,801 42,801 201,395 187,829 195,500 202,900 35,950 16,910 26,020 40,140 772,906 824,405 859,085 1,031,177 General Redevelopment Agency Total Full-time Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 597,821 715,915 784,085 854,336 175,085 108,490 75,000 176,841 772,906 824,405 859,085 Personnel Summary 2000-01 2001-02 Actual Adopted 1,031,177 2002-03 Adopted 5.96 6.96 6.96 5.96 6.96 6.96 183 COMMUNITY DEVELOPMENT HOUSING SERVICES PROGRAM OVERVIEW The Housing Services Division manages the City's housing programs and related services for residents of very low to moderate income. The Division's primary goals are (1) to encourage a balanced community by improving the local availability of affordable housing opportunities and (2) to maintain the existing housing stock by correcting housing deficiencies and building code violations in existing homes. The Division provides loans and grants for the development of affordable housing units, the provision of housing related services, and the rehabilitation of single-family homes. The Division also conducts research and recommends innovative approaches to the financing and development of affordable housing options. SERVICE OBJECTIVES Coordinate the Request for Proposals for CDBG funds and the Affordable Housing Fund by April 2003. Present CDBG proposals to the Housing Committee for their recommendation. Conduct public hearing in January 2003 for setting CDBG funding priorities and a second hearing in April 2003 for final award of CDBG funds. Develop and quarterly monitor contracts with Cupertino Community Services (Rotating Homeless Shelter and Screening/Placement services) and Senior Adults Legal Services. Present funding applications and coordinate meetings as needed of the Cupertino Housing Committee. Quarterly monitor housing program accounts and affordable housing loan payments and rent payments to the Affordable Housing Fund. Meet with local developers and other property owners to encourage the development of 30 affordable housing units. Contract with the County of Santa Clara to provide Rehabilitation loans and coordinate the rehabilitation process for five single-family homes. Monitor existing Housing Rehabilitation Program loan collections, payoffs, foreclosures and program income for $300,000 loan portfolio. Provide Mortgage Credit Certificate funding in the amount of $100,000 (4 MCC's). Provide housing to five households at the Simms House. Continue to work with Cupertino Community Services to develop 24 units of affordable housing on a Santa Clara County Fire District surplus site. Work with school district to develop teacher housing assistance program. 184 HOUSING SERVICES 7400 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 77,448 5,343 83,469 88,190 63,489 339,732 1,619,957 373,786 9,658 1,528 55,800 35,800 0 0 2,790 1,330 150,595 346,603 1,762,016 499,106 General Housing Total Full-time Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 49,886 289,951 1,532,261 177,421 100,709 56,652 229,755 321,685 150,595 346,603 1,762,016 499,106 Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 1.00 1.00 0.90 1.00 1.00 0.90 185 COMMUNITY DEVELOPMENT BUILDING PROGRAM OVERVIEW Safeguard the health, safety and welfare of residents, workers and visitors to Cupertino by effective administration and enforcement of building codes and ordinances adopted by the City, and by providing field inspections, plan checking and public information services related to new construction. SERVICE OBJECTIVES Implement automated phone voice response system for inspection requests. Train building inspectors on all new code requirements consistent with State Law and enhance expertise through seminars and in-house training programs. Update handouts and brochures that are used at the counter. Abate unsafe residential units. 186 BUILDING 7500 COMMUNITY DEVELOPMENT Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 905,960 965,652 956,273 33,029 34,867 92,310 216,600 262,636 143,800 98,354 70,084 65,510 2002-03 Adopted 1,106,977 30,310 314,800 70,170 1,253,943 1,333,239 1,257,893 1,522,257 General Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 1,253,943 1,333,239 1,257,893 1,522,257 1,253,943 1,333,239 1,257,893 1,522,257 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 10.50 10.50 11.40 10.50 10.50 11.40 187 NOTES 188 Public Works 189 PUBLIC WORKS I Transportation (4.35) Service Cemer (2.20) Public Works (3.00) I I IEnvironmental Programs (2.57) I I I I Engineering (5.75) Facility Maintenance (7.30) Ground Maintenance (18.40) Street Maintenance (22.55) General Services (4.10) 190 PUBLIC WORKS 'Expenditures by Division ADMINISTRATION 8001 PUBLIC WORKS ADMINISTRATION 8003 RESOURCE RECOVERY 8004 NON POINT SOURCE 8706 WATER ADMINISTRATION ENVIRONMENTAL PROGRAMS 8005 ENVIRONMENTAL MANAGEMENT ENGINEERING SERVICES '8101 ENGINEERING DESIGN 8102 INSPECTION SERVICE SERVICE CENTER 8201 ADMINISTRATION oROUNDS 8302 MCCLELLAN RANCH PARK 8303 MEMORIAL PARK 8312 SCHOOL SITE MAINTENANCE 8314 NEIGHBORHOOD PARKS 8315 SPORTS FIELD JOLLYMAN/CREEKSIDE 8321 CIVIC CENTER MAINTENANCE 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 272,674 244,893 258,831 407,830 1,660,258 1,791,593 1,907,860 2,024,243 412,937 356,545 353,463 365,312 8,092 0 0 0 2,353,961 2,393,031 2,520,154 2,797,385 132,188 113,941 131,928 148,435 132,188 113,941 131,928 148,435 412,944 384,831 506,743 696,434 102,120 103,775 108,079 108,231 515,064 488,606 614,822 804,665 919,565 1,075,987 873,102 900,226 919,565 1,075,987 873,102 900,226 47,168 46,872 61,464 56,499 542,729 551,747 593,544 592,720 563,530 526,947 488,857 609,471 660,432 794,199 814,160 788,985 379,783 319,126 335,080 267,426 94,296 110,552 132,753 126,937 2,287,938 2,349,443 2,425,858 2,442,038 191 STREETS 8401 8402 8403 8404 8405 8406 8407 8408 8409 STORM DRAIN MAINTENANCE STREET CLEANING SIDEWALK CURB AND GUTTER STREET PAVEMENT MAINTENANCE STREET SIGNS MARKINGS GRAFFITI REMOVAL OVERPASSES AND MEDIANS STREET TREE MAINTENANCE ELMWOOD PROGRAM FACILITIES 8501 8502 8503 8504 8505 8506 8507 8508 8509 8510 8511 BUILDING MAINTENANCE CITY HALL LIBRARY SERVICE CENTER QUINLAN COMMUNITY CENTER SENIOR CENTER MC CLELLAN RANCH MONTA VISTA WILSON PORTAL CUPERTINO SPORTS CENTER CREEKSIDE PARK TRANSPORTATION 8601 TRAFFIC ENGINEERING 8602 TRAFFIC SIGNAL AND MAINTENANCE 8603 COMPREHENSIVE BIKE/PEDESTRIAN 8604 ALTRAN K12 TRIP REDUCTION Expenditures by Division 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 136,614 37,297 56,833 0 89,721 129,884 124,840 112,679 443,511 605,011 762,446 757,012 3,233,561 1,008,222 130,740 219,292 392,569 502,202 499,710 422,971 49,751 6,515 33,500 33,500 633,206 553,135 610,247 591,794 313,236 402,739 457,550 500,392 0 159,535 176,016 201,444 5,292,169 3,404,540 2,851,882 2,839,084 275,120 472,990 471,268 444,625 91,857 141,488 132,642 105,709 537,805 339,346 318,735 272,662 252,845 353,574 339,163 486,992 35,039 83,215 192,968 180,810 24,963 40,515 59,680 57,863 81,125 78,505 90,690 88,748 19,096 12,979 47,435 34,347 31,036 34,053 36,635 38,838 186,431 145,565 182,927 206,139 39,825 46,879 64,315 61,309 1,575,142 1,749,109 1,936,458 1,978,042 404,691 459,358 463,639 389,755 450,346 530,046 604,438 389,019 16,817 24,429 20,000 0 25,000 0 15,000 0 896,854 1,013,833 1,103,077 778,774 192 GENERAL SERVICES 8830 STREETLIGHTING 8840 GENERAL SERVICES FIXED ASSETS ACQUISITION 9820 FIXED ASSETS ACQUISITION TOTAL Expenditures by Division 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 403,893 323,932 469,327 486,129 691,074 882,248 908,279 901,320 1,094,967 1,206,180 1,377,606 1,387,449 582,191 331,946 213,000 193,500 582,191 331,946 213,000 193,500 15,650,039 14,126,616 14,047,887 14,269,598 193 PUBLIC WORKS ADMINISTRATION PROGRAM OVERVIEW Administers the different Environmental Programs, Water Administration. SERVICE OBJECTIVES divisions within the Public Works Department -- Engineering, Transportation, Facilities, General Services, Grounds, Streets and Carry out the responsibilities of the Public Works Department in the productive manner by continuously assessing current programs. Provide response within 24 hours to the community on complaints and request for services. Represent the City on county and regional issues such as congestion management. most efficient and 194 ADMINISTRATION 8000 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total 1999-00 Actual Expenditures by Category 2000-01 2001-02 Actual Adopted 2002-03 Adopted 472,872 444,743 472,854 623,615 15,893 11,322 18,850 23,750 1,838,843 1,932,338 2,021,800 2,135,000 26,353 4,630 6,650 15,020 2,353,961 2,393,033 2,520,154 2,797,385 General Environmental Management Resource Recovery Water Administration Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 272,674 244,893 258,831 407,830 412,937 356,545 353,463 365,312 1,660,258 1,791,595 1,907,860 2,024,243 8,092 0 0 0 Full-time Total 2,353,961 2,393,033 2,520,154 2,797,385 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 2.00 2.00 3.00 2.00 2.00 3.00 195 PUBLIC WORKS ENVIRONMENTAL PROGRAMS PROGRAM OVERVIEW The Environmental Programs Division manages the Solid Waste Enterprise Fund, Urban Runoff Program Fund and the Environmental Management activity. The Division provides contract management, program development and implementation and public education and information as they relate to solid waste, recycling, household hazardous waste, urban runoff pollution prevention and the employee transportation program. SERVICE OBJECTIVES Comply with State AB939 requirements to divert 50% solid waste to the landfill by the year 2000, and maintain 50% diversion by implementing source reduction, recycling and composting programs. Provide contract oversight for solid waste and recyclables collection and hauling, yard waste processing, compost hauling, solid waste disposal and household hazardous waste collection. Comply with Regional Water Quality Control Board permit requirements with regard to urban runoff pollution prevention. Coordinate urban runoff pollution prevention activities (street sweeping, catch basin cleaning, new development and construction best management practices) with other departments and divisions (e.g. Planning, Building, Engineering, Public Works Service Center). Represent the City on county and regional issues such as solid waste, urban runoff pollution prevention and household hazardous waste. Provide public education and information to the residents, businesses and schools regarding environmental programs. 196 ENVIRONMENTAL PROGRAMS 8005 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 13,573 11,425 8,938 9,913 72,160 57,227 60,200 65,200 42,945 43,318 60,000 65,512 3,510 1,970 2,790 7,810 132,188 113,940 131,928 148,435 General Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 132,188 113,940 131,928 148,435 132,188 113,940 131,928 148,435 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 2.35 2.35 2.57 2.35 2.35 2.57 197 PUBLIC WORKS ENGINEERING SERVICES PROGRAM OVERVIEW The Engineering Division provides design and construction administration for all capital improvement programs including streets, buildings, parks, utilities, and pavement maintenance. The Division reviews plans for all private developments including residential, commercial and industrial to ensure conformance with City standards. Inspection services ensure .compliance with city standards on all public and private projects. SERVICE OBJECTIVES Respond to public inquiries or complaints in a timely manner. Ensure that all public improvements are constructed in accordance with City standards. Place safety of the general public, City employees and workers as the highest priority on construction sites. Minimization of injury accidents and prevention of fatalities is safety goal. Maintain infrastructure at the least possible cost by selecting the program to yield the best benefit/cost ratio. Continue to expand GIS system. 198 ENGINEERING SERVICES 8100 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 365,864 370,405 420,642 567,115 22,595 18,317 24,800 22,300 28,507 41,222 111,400 156,400 98,098 58,662 57,980 58,850 515,064 488,606 614,822 804,665 General Total Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 515,064 488,606 614,822 804,665 515,064 488,606 614,822 804,665 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 4.75 5.75 5.75 4.75 5.75 5.75 199 PUBLIC WORKS SERVICE CENTER PROGRAM OVERVIEW Administer the operations of the public works field operations including streets, facilities, and grounds divisions, and provides administration for the service center and clerical support. Costs related to non-specific activity functions; such as, sick leave, holiday, vacation, other leaves, travel time, contract administration fbr school crossing guards, and equipment operating costs are recorded to this cost center. SERVICE OBJECTIVES Maintain all records and inventory for trees, sidewalk repair, striping and legends, street signs, vehicles and equipment, and streetlights. Maintain record of all complaints and requests for services by tracking responses through computer programs. Maintain productivity units of measure for each task performed by employee and activity center. Asset in the administration of the Elmwood work furlough program to assist in daily cleanup tasks in the City. 200 SERVICE CENTER 8200 PUBLIC WORKS Employee Compensation Materials Contract Services Cost Allocation Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 408,846 537,701 333,097 359,786 46,618 45,214 35,125 50,000 21,506 38,234 113,000 117,650 442,595 454,838 391,880 372,790 General Total 919,565 1,075,987 873,102 900,226 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 919,565 1,075,987 873,102 900,226 Full-time Total 919,565 1,075,987 873,102 900,226 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 2.20 2.20 2.20 2.20 2.20 2.20 201 PUBLIC WORKS GROUNDS PROGRAM OVERVIEW The Grounds Division maintains 14 parks, consisting of approximately 117 acres of community and neighborhood facilities. The park sites include Memorial, Linda Vista, McClellan, Monta Vista, Portal, Somerset, Varian, Wilson, Jollyman, Three Oaks, Hoover, Oak Valley 1 & 2, and Creekside. The City also maintains eight school sites for recreational activities at Hyde, Eaton, Lincoln, Regnart, Faria, Stevens Creek, Garden Gate, and Kennedy schools, consisting of approximately 52 acres. SERVICE OBJECTIVES Daily Tasks: restroom maintenance, equipment repair, general cleanup, debris and graffiti removal. Goal to minimize complaints to less than two per month. Weekly Tasks: mowing, edging, maintenance of play equipment and park accessories. Maintenance of tennis courts, where available. Quarterly Tasks: landscape maintenance, aerating, fertilizing, weeding, etc. Semi-Annual Tasks: pruning and spraying trees and shrubs; and as needed, sprinkler repair, replacement of planting material, tennis court nets, etc. Maintain school sites for recreational activities at (Eaton, Regnart, Fafia, Stevens Creek, Hyde, Garden Gate, Kennedy, Monta Vista and Lincoln) approximately 52 acres. Utilize Elmwood work furlough program to assist in weekend and weekday cleanup programs. This is equal to approximately three (3) full time maintenance workers. Contract restroom cleaning at the following sites: Linda Vista, Monta Vista, Portal, Wilson, McClellan Ranch, Memorial, Jollyman, and Creekside parks. 202 GROUNDS $300 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Expenditures by Category 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted Total 1,147,674 1,060,042 1,198,033 1,291,103 General 532,101 517,131 635,425 633,425 231,261 265,292 230,000 206,000 296,827 350,049 210,000 150,000 80,075 156,930 152,400 161,510 Total 2,287,938 2,349,444 2,425,858 2,442,038 Full-time Total Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 2,287,938 2,349,444 2,425,858 2,442,038 2,287,938 2,349,444 2,425,858 2,442,038 Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 18.50 18.50 18.40 18.50 18.50 18.40 203 PUBLIC WORKS STREETS PROGRAM OVERVIEW The Streets Division maintains all street rights-of-way pavement, including curb, gutter, sidewalks, street signs and markings, and storm drain system. Administers the street cleaning program. The division maintains another 31.54 of developed acres of median and overpasses, 21.69 undeveloped acres, and approximately 13,000 street trees within the park strip. SERVICE OBJECTIVES Provide high-level maintenance of City's infrastructure to protect the City's investment. Continue annual street maintenance program consisting of slurry sealing and improving the structural integrity by adding asphalt overlays to existing facilities. Utilizes an up-to-date computerized pavement management program to assists in developing priorities and providing future planning for scheduling road improvements. Clean storm drain inlets as needed to respond to citizen requests immediately. Perform mainline cleaning contractual arrangements. The City pays San Jose a fee for use of San Jose's facilities in the area that was de-annexed from San Jose and annexed to Cupertino. Perform street cleaning every two weeks in residential areas and every week in the commercial and industrial areas. The City presently has approximately 610 curb miles that are swept each month. Maintain sidewalks, curb and gutters through contractual service. Respond within 24 hours for emergency or temporary repair to alleviate hazardous conditions. Perform maintenance of all streets, traffic signs and markings within 24 hours to minimize liability. Repaint markings and legends once a year prior to the beginning of the school year and centerline striping as needed. Maintain street trees including watering, spraying, staking, pruning, and fertilizing in the commercial areas. Contract for major tree maintenance. Administer the weekday and weekend Elmwood work furlough program. Maintain landscaping in medians strips, roadsides and public right-of-ways. Perform maintenance of irrigation systems, weed control, pruning and fertilizing of plant material. Pond maintenance. 204 STREETS 8400 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total Gas Tax General Fund Expenditures by Category Total 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 1,161,300 1,319,457 1,449,322 1,517,154 308,871 290,516 313,700 308,200 3,545,757 1,463,790 746,500 746,500 141,756 73,683 81,500 9,500 134,485 257,094 260,860 257,730 5,292,169 3,404,540 2,851,882 2,839,084 Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 4,069,641 1,289,100 1,442,896 1,399,275 1,222,528 2,115,440 1,408,986 1,439,809 5,292,169 3,404,540 2,851,882 2,839,084 Full-time Total Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 22.35 22.35 22.55 22.35 22.35 22.55 _ 205 PUBLIC WORKS FACILITIES PROGRAM OVERVIEW Provides maintenance and mechanical services to all public buildings. These include 13 City- owned buildings, nine single standing restroom facilities equipment. Administers the janitorial contract, alarm system, and the maintenance of building equipment at all City facilities and special projects. SERVICE OBJECTIVES Maintain City buildings and installations to reflect community pride by responding to citizen request within 24 hours. Strive for safe and clean working environment for the public and employees and reduce complaints to less than 24 requests per year. Maintain City communication system and telephone system. Maintain and operate all City owned fountains. 206 FACILITIES 8500 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Sports Center Total 1999-00 Actual Expenditures by Category 2000-01 2001-02 2002-03 Actual Adopted Adopted 391,743 493,379 529,778 564,452 329,421 433,131 603,700 571,700 358,412 422,186 541,600 542,400 495,566 371,324 243,000 271,500 0 29,089 18,380 27,990 1,575,142 1,749,109 1,936,458 1,978,042 1999-00 Acmal Expenditures by Fund 2000-01 2001-02 2002-03 Actual Adopted Adopted 1,388,711 1,603,544 1,753,531 1,771,903 186,431 145,565 182,927 206,139 1,575,142 1,749,109 1,936,458 1,978,042 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Adopted 7.40 7.40 7.30 7.40 7.40 7.30 207 PUBLIC WORKS TRANSPORTATION PROGRAM OVERVIEW The Transportation Division develops plans, specifications and estimates for the installation, operation and maintenance of the traffic signals, the traffic signal interconnects, traffic signs, pavement markings, and design standards. The Division assists in the preparation of the General Plan, street plan lines and capital improvement program related to street improvements. Staff, with support of consultants, is designing and building capital improvements projects for the transportation system. For traffic signals, they are implementing adaptive traffic signals control system, ramp meter-arterial traffic signal interconnection, and Silicon Valley Smart Corridor. For bikeways, they are implementing San Tomas Aquino-Saratoga Creek Trail and Foothill Boulevard Bike Lanes, Bollinger Bike Lanes, and Wolfe Road Bike Lanes. SERVICE OBJECTIVES Ensure the efficiency and safety of the street system through continual observation of traffic signals and other traffic control devices. Review traffic collision reports periodically, traffic flow patterns annually, intersection levels of service annually, and neighborhood traffic issues as needed. Cooperate with neighboring jurisdictions on mutual issues that affect both traffic safety and traffic efficiency at city boundaries. Continue training personnel in traffic engineering by encouraging attendance at classes and seminars at least once a year. Maintain the level of service on the traffic control systems by monitoring traffic volumes at least once per year and updating the traffic signal timing patterns more frequently. 208 TRANSPORTATION 8600 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Total Full-time Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 490,076 536,523 525,107 426,054 131,966 77,258 191,250 77,650 142,041 221,394 214,250 236,500 86,906 144,066 140,000 0 45,865 34,592 32,470 38,570 896,854 1,013,833 1,103,077 778,774 Expenditures by Fund 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 896,854 1,013,833 1,103,077 778,774 896,854 1,013,833 1,103,077 Personnel Summary 2000-01 2001-02 Actual Adopted 778,774 2002-03 Adopted 5.35 5.35 4.35 5.35 5.35 4.35 209 PUBLIC WORKS GENERAL SERVICES PROGRAM OVERVIEW Provides maintenance and service to all vehicles (87), rolling stock (42), trailers (14), riding mowers (12), and all power equipment (198). Maintains 3,250 City-owned streetlights, parking lot lights, and park lights. Assets the Facilities Department for outside lighting systems. Responsible for handling of hazardous waste and materials and responding to non-point source spills. Maintains above and below ground fuel tanks. Maintains the complete Service Center yard maintenance. Perform fabrication, welding and repair of metal parts and equipment for City vehicles, apparatus, structures and facilities. Respond to USA underground locates, and mark City owned utilities. Responsible for writing specifications and bidding process for major purchasing of, trucks, tractors, other equipment, and administration of street sweeping and storm drain contracts. Responsible for all hazardous waste records manifests and reports as well as all Service Center employees training and training records as required by OSHA. SERVICE OBJECTIVES Maintain the City streetlight system for a safe environment and by responding to outages within five working days of first notice. Maintain City vehicles and equipment for general maintenance and safety. Maintain City park and parking lot lights for a safe environment. Strive for a safe and clean working environment for the public and employees at the Service Center maintenance yard. Repair vandalized, broken and worn metal equipment for safety. 210 GENERAL SERVICES 8800 PUBLIC WORKS Employee Compensation Materials Contract Services Capital Outlay Cost Allocation Total General Equipment Maintainence Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted Full-time 2002-03 Adopted 255,699 343,363 316,810 322,399 419,729 322,051 467,000 479,500 60,556 158,451 124,000 100,000 60,737 39,742 70,000 93,000 298,246 342,573 399,796 392,550 Total 1,094,967 1,206,180 1,377,606 1,387,449 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 403,893 323,932 469,327 486,129 691,074 882,248 908,279 901,320 1,094,967 1,206,180 1,377,606 1,387,449 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 4.10 4.10 4.10 4.10 4.10 4.10 211 PUBLIC WORKS FIXED ASSETS ACQUISITION PROGRAM OVERVIEW Equipment having a value greater than $1,000, expected life of more than one year, and used for general government purposes, is financed from this budget. Equipment users are charged for the use of these assets through a depreciation schedule. Equipment used by Special Revenue and Enterprise funds are charged to the respective funds. SERVICE OBJECTIVES Obtain quality equipment through competitive bidding. CAPITAL OUTLAY Replacement Fund Purchase Vehicle #26 (1992) Service Body #86 1 Ton (1990) One Ton Pickup #80 (1989) One Ton Pickup #34 (1986) Case Tractor 580-C #112 (1979) Total New Equipment Purchase Landscape Trailers (3) LED Projector (Engineering) Digital Camera (Engineering) Two Way Radio System Total $32,000 32,000 28,000 28,000 55,000 $175,000 $5,000 7,000 2,000 4,500 $18,500 212 FIXED ASSETS ACQUISITION 9820 PUBLIC WORKS Capital Outlay Total Expenditures by Category 1999~00 2000-01 2001-02 Actual Actual Adopted 2002-03 Adopted 582,191 331,946 213,000 193,500 Equipment Maintenance Total 582,191 331,946 213,000 193,500 Expenditures by Fund 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Adopted 582,191 331,946 213,000 193,500 Full-time Total 582,191 331,946 213,000 193,500 Personnel Summary 2000-01 2001-02 Actual Adopted 2002-03 Adopted 0.00 0.00 0.00 0.00 0.00 0.00 213 NOTES 214 Non- Departmental 215 NOTES 216 INTERFUND TRANSFERS 0100 OPERATING TRANSFER OUT GENERAL FUND PARK DEDICATION FUND BLACKBERRY FARM SPORTS CENTER RECREATION PROGRAMS SENIOR CENTER GAS TAX DEBT SERVICE 5301 FACILITY CORP. 5304 VALLCO AD 74-3 5305 VALLCO AD 74-4 5306 TRAFFIC IMPACT TOTAL NON-DEPARTMENTAL Expenditures by Division 1999-00 2000-01 2001-02 2002-03 Actual Actual Adopted Proposed 9,259,514 13,530,185 9,114,000 26,800,000 400,000 675,000 2,400,000 1,500,000 175,000 253,055 175,000 75,000 435,000 0 0 0 75,000 275,000 200,000 100,000 75,000 2,372 50,000 50,000 0 344,080 0 0 10,419,514 15,079,692 11,939,000 28,525,000 4,953,361 4,944,710 4,955,700 4,539,000 119,230 225,330 119,000 0 72,733 72,558 75,000 0 36,181 35,103 41,300 38,000 5,181,505 5,277,701 5,191,000 4,577,000 15,601,019 20,357,393 17,130,000 33,102,000 217 NONDEPARTMENTAL INTERFUND TRANSFERS PROGRAM OVERV~W Interfund transfers represent transfers of monies between various funds. These transfers provide additional resources to the receiving fund to support operating and capital project costs. For the 2002-03 fiscal year, budget activity accounts have been established for the following transfers: Funding from the General Fund for capital improvements in the Capital Project Fund: $765,000 for various traffic projects; $184,000 for the San Thomas/Saratoga Creek Trail; $16,400,000 for the library project, $3,200,000 for the Civic Center Plaza and improvements; and $711,000 for the Sports Center project. Funding from the General Fund to the Debt Service Fund in the amount of $4,539,000 which provides for the annual payment of the Certificates of Participation for the City Hall/Library remodel, Wilson Park, Memorial Park, Open Space acquisitions, the new library and the new animal control facility. 3. Funding from the General Fund to the Management Information Systems Fund in the amount of $270,000 which provides for new technology equipment. 4. Funding from the General Fund to the Equipment Fund in the amount of $20,000 to provide for new equipment for park, street and tree maintenance. 5. Funding from the General Fund to the Gas Tax Fund in the amount of $1,201,000 to provide for costs associated with the street projects. 6. Funding from the Park Dedication Fund to the General Fund in the amount of $1,500,000 to provide for payback of advances on parkland. 7. Funding from the General Fund to the Leadership Cupertino Fund in the amount of $10,000 to augment the existing program. 8. Funding from the Blackberry Farm Enterprise Fund to the General Fund in the amount of $75,000 to provide for partial payment of debt service. 9. Funding from the Recreation Program Fund to the General Fund in the amount of $100,000 to provide for partial payment of debt service. 10. Funding from the Senior Center Fund to the General Fund in the amount of $50,000 to provide for partial payment of debt service. 218 INTERFUND TRANSFERS 0100 INTERFUND TRANSFERS Operating Transfers Out Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 10,419,514 15,079,692 11,939,000 10,419,514 15,079,692 11,939,000 2002-03 Adopted 28,525,000 28,525,000 Expenditures by Fund General Park Dedication Blackberry Farm Sports Center Recreation Fund Senior Center Gas Tax Total 1999-00 2000-01 2001-02 2002-03 Actual Acmal Adopted Proposed 9,259,514 13,530,185 9,114,000 26,800,000 400,000 675,000 2,400,000 1,500,000 175,000 253,055 175,000 75,000 435,000 0 0 0 75,000 275,000 200,000 100,000 75,000 2,372 50,000 50,000 0 344,080 0 0 10,419,514 15,079,692 11,939,000 28,525,000 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Proposed 0.00 0.00 0.00 0.00 0.00 0.00 219 NONDEPARTMENTAL DEBT SERVICE PROGRAM OVERVIEW The Debt Service Program provides for the payment of principal and interest obligations and associated administrative costs incurred with the issuance of debt instruments for the City and the Public Facility Corporation. The budget includes funding for the following debt service payments: The Public Facility Corporation's annual payments of principal and interest on the City Hall/Library, Wilson/Memorial Open Space and Library Certificates of Participation (COP). In September, 2002, the City will refinance its $44 million in debt to obtain lower interest rates and extend debt maturity. An additional $10 million will also be issued to ensure adequate funding of the five year Capital Improvement Program and primarily the new library project. The majority of the borrowings occurred in early 1990 to acquire additional park real estate and expand community facilities. A breakdown of the capital acquisitions follows: Increased 90 acres of park real estate to 190 acres, a 111% increase; Increased 26,031 sq fi of recreation building space to 84,460 sq ft, a 224% increase; Specific purchases included: Blackberry Farm - $18 million, voter approved debt; Creekside Park - $12 million voter approved debt; Sports Center - $8 million; Quinlan Community Center, including park real estate - $6.1 million; Wilson Park and improvements - $5.6 million; Jollyman Park development - $1 million; City Hall renovation/improvements - 1.7 million; Library renovation/improvements - 1.7 million. The annual payment of principal and interest on outstanding special assessment bonds for various assessment districts within the City, including Vallco 74-3 and 74-4 and Traffic impact. The City acts as agent for the property owners of parcels upon which assessments were made for local improvements and therefore is not a guarantee or directly liable for the debt. 220 DEBT SERVICE 5301-5306 DEBT SERVICE Debt Service/Other Total Expenditures by Category 1999-00 2000-01 2001-02 Actual Actual Adopted 2002-03 Proposed 5,181,505 5,277,698 5,191,000 4,577,000 5,181,505 5,277,698 5,191,000 4,577,000 Expenditures by Fund Facilities Corp. Traffic Impact - Vallco Park Bond 74-3 Vallco Park Bond 74-4 Total 1999-00 2000-01 2001-02 2002-03 Actual 'Actual Adopted Adopted 4,953,361 4,944,710 4,955,700 36,181 35,103 41,300 120,000 225,330 119,000 72,733 72,555 75,000 4,539,000 38,000 0 0 5,182,275 5,277,698 5,191,000 4,577,000 Full-time Total Personnel Summary 2000-01 2001-02 2002-03 Actual Adopted Proposed 0.00 0.00 0.00 0.00 0.00 0.00 221 NOTES 222 Five Year Capital Improvements Program Fiscal Years 2002-03 to 2006-07 Fund 9100 420-9115 560-9112 280-9213 420-9119 425-9313 425-9314 9300 420-9116 920O 423-9222 420-9223 420-9224 560-9105 420-9219 426-9212 94OO 270-9430 270-9450 96O0 270-9443 270-9701 270-9448 270-9449 270-9446 -270-9447 Description Current 2001-02 proposed Five Year Capital Improvement Program 2002-03 2003-04 2004-05 2005-06 2006-07 Parks Skate Park Blackberry/McClellan Ranch Master Plan McClellan Ranch Park Improvement Portal/VVillson Park Improvements City Center Plaza City Center Plaza Public Art 1. Memorial Park Softball Field Renovation Total Trails San Tomas Aquino/Saratoga Creek Trail Total Buildings Library Civic Center Improvements Civic Center Plaza Blackberry Farm Improvements Animal Control Facility Sports Center Building 1. Traffic Operations Center Relocation Total Streets Stevens Canyon Road Widening Pavement Management Total Pedestrian/Bicycle Facilities Bollinger Bike Lanes/Calabazas Cr. Bridge Sidewalk Gaps in Unimproved Areas Foothill Blvd Bike Lanes Mary Avenue Bicycle Footbridge DeAnza/Stev Creek Crosswalk Enhanc. Mary Avenue Crosswalk/Parking Total 640,300 100,O00 740,300 150,O00 150,000 1,600,O00 50,OO0 40,000 175,OO0 50,OO0 t,915,000 1,200,OO0 1,500,OO0 2,700,000 430,000 0 210,000 200,000 20,000 50,000 910,000 440,000 150,000 212,000 340,000 150,000 25,000 "--t ,3t7,000 600,000 125,000 125,000 0 0 0 600,000 0 0 0 0 18,400,000 2,450,O00 960,000 75,000 665,000 2,350,000 100,000 125,000 125,000 125,000 200,000 ~-4,900,000 300,000 125,000 125,000 125,000 750,000 ------- 750,000 200,000 75,000 I ,000,000 180,000 300,000 --'1.755,000 750,000 750,000 750,000 750,000 750,000 750,000 750,000 750,000 75,000 75,000 800,000 4,800,000 75,000 75,000 875,000 4,875,000 75,000 75,000 I I ! I I I I I I I I I I I I I ~ Fund 95O0 270-9435 270-9531 420-9535 420-9534 420-9533 420-9528 Various 420-9544 Description Traffic Facilities Neighborhood Traffic Calming Measures Ramp Meter DeAnza and 280~85 Adaptive Traffic Signals Control System De Anza Advance Traffic Management System Hazard Elimination Safety Program Projects 280/Wolfe Traffic Safety Improvements Traffic Signal Upgrades Safe Routes to School-Cupertino High 1. Safe Routes to School-Garden Gate 2. Yellow & Ped Head LED Traffic Signal Upgrade 3. Traffic Signal Battery Power Backup Sys. 4. Traffic Related Street Walkability Modifications Total 9700 210-9612 215-9620 Storm Drainage Minor Storm Drain Improvements Monta Vista Storm Drainage Syst. Total Total Capital Improve. Prog. Total Outside Revenue Share Net City Funding Current 2001-02 Proposed Five Year Capital Improvement Program 2002-03 2003-04 2004-05 2005-06 2006-07 150,000 500,000 1,000,000 896,000 290,000 365,000 100,000 300,000 450,000 205,000 140,000 0 100,000 140,000 3,201,000 1,295,000 140,000 0 0 0 75,000 75,000 75,000 75,000 75,000 75,000 100,000 800,000 175,000 875,000 75,000 75,000 75,000 75,000 9,791,300 3t ,492,000 2,265,000 5,825,000 t ,025,000 t ,025,000 3,350,000 2,895,000 640,000 3,800,000 0 0 6,441,300 28,597,000 t,625,000 2,025,000 1,025,000 1,025,000 REVENUE Fund Description 9t00 420-9119 420-9119 420-9314 Parks Portal Park Improvements Wilson Park Improvements City Center Plaza/Public Art Total Funding Source State Bond Act Prop. 12 Roberti Z'Berg Act Developer 9200 423-9222 Buildings Library Total Library Friends Fundraising Campaign 9300 420-9116 Trails San Thomas Aquino/Saratoga Trail/Bicycle Total Measure B&Trans. Fund for Clean Air(TFCA) 9400 ~270-8404 Streets Pavement Management Total Trans. Equity Act for the 21st Century (TEA-21) 9500 420-9535 420-9534 420-9533 420-9528 420-9544 Traffic Facilities Adaptive Traffic Signals Control System De Anza Advance Traffic Management Sys. Hazard Elimination Safety Program Projects 280/Wolfe Traffic Safety Improvements Safe Routes to School-Cupertino High 1. Safe Routes to School-Garden Gate Total STP/CMAQ STPICMAQ Hazard Elimination Safety Program (HES) HES SRS SRS 9600 Pedestrian/Bicycle Facilities 270-9443 Bollinger Bike Lanes/Calabazas Cr. Bridge 270-9448 Foothill Blvd Bike Lanes 270-9449 Mary Avenue Bicycle Footbridge 270-9449 Mary Avenue Bicycle Footbridge 270-9449 Mary Avenue Bicycle Footbridge 270-9449 Mary Avenue Bicycle Footbridge Total TFCA & Transportation Development ACt ('I'DA) TFCA VTA Measure B State (Sher) City of Sunnyvale Caltrans 304/TFCA Proposed Five Year Capital Improvement Program Current 200t-02 2002-03 2003-04 2004-05 2005-06 2006-07 439,000 141,000 140,000 720,000 0 0 0 .0 0 1,200,000 0 1,200,000 0 0 0 0 305,000 0 305,000 0 0 0 0 830,000 TBD 830,000 0 0 0 0 0 300,000 500,000 293,000 365,000 405,000 185,000 1,458,000 590,000 0 0 0 0 57,000 125,000 160,000 800,000 640,000 3,800,000 500,000 240,000 260,000 342,000 800,000 640,000 3,800,000 TOTAL OUTSIDE REVENUE SHARE 3,350,000 2,895,000 640,000 3,800,000 0 0 SUMMARY : · , FIVEYEARPROGRAM;~,:~'~'~ · 02-03 .: 03-04 05-06,:. 06.07 TOTAL'.· SUMMARY OF FUNDING SOURCES ' : : · · GF--GENERAL FUND 28,912,000 1,200,000 4,875,000 75,000 75,00~ 35.1 37,000 RC=BLACKBERRY FARM 225,000 100,000 125,000 125,000 125,000 700,00(] GT--GAS TAX 750,000 750,000 750,000 750,000 750.00(] 3,750,00(] El=ENVIRONMENTAL IMPACT 0 0 0 0 0 0 PD--PARK DEDICATION 0 0 0 0 0: 0 SD--STORM DRAIN 875,000 75,000 75,000 75,000 75,000 1.175,00(~ RA--RESERVE ACCOUNT 0 0 0 0 0 TG--TRANSPORTATION GRANT FUND 730,000 140,000 0 0 0 870,00(] PG=PARK GRANT 0 0 0 0 0 DV=DEVELOPER CONTRIBUTION 0 0 0 0 0 TOTALS 31,492,000 2,265,000 5,825,000 1,025,000 1,025,000 41.632,00C SUMMARY OF PROGRAMS ~ · :, ? ,31, PARKS ~.3~?.000 12S.000 0 0 01 TRAILS 600.000 0 0 0 0 600,00~ BUILDINGS 24,900.000 300,000 125,000 125,000 125,0(X] 25,575,00~ STREETS 750,000 750,000 750,000 750,000 750,000 3,750.00~ TRAFFIC FACILITIES 1,755,000 875,000 4,875,000 75,000 75,01X] 7,655,00~ STORM DRAIN 1,295,000 140,000 0 0 0 1.435,00~ PEDESTRIAN/BICYCLES FACILITIES 875.000 75,000 75.000 75.000 75,000 1,175,000 TOTALS 31,492,000 2,265,000 5,825,000 1,025,000 1,025,000 41,632,000 SUMMARY OF OPERATING MAINTENANCE ~ · OM--OPERATING MAINTENANCE 0 2,000 252,500 263,000 273,500 PARKS SUMMARY FIVE YEAR PROGRAM i ~ ~ UNPRO~R~MED 02-03 03-04 · 04-05 05-06 . 06-07 CURRENT DOLLARS SUMMARY OF FUNDING SOURCES ' GE--GENERAL FUND 1,167.000 125,000 RC=BLACKBERRY FARM 150.000 GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION PAR KS TOTAL 1,317,000 125,000 iSUMMARY OF PROGRAMS :~ ~ SKATE PARK 440,000 BLACKBERRY/MCCLELLAN MASTER PLAN 150,000 MCCLELLAN RANCH IMPROVMENTS 212,000 CITY PLAZA 340,000 CITY PLAZA PUBLIC ART 150,000 MEMORIAL PARK SOFTBALL FIELD RENOVATION 25.000 125,000 ....................................................................... TOTAL 1.317,000 125,000 SUMMARY OF OPERATING MAINTENANCE . . OM--OPERATING MAINTENANCE PARKS FIVE YEAR PROGRAM : UNPROGRAMMED 02-03 FD 03-04 FD 04-05 FD 05-06 FD 06-07 FD CURRENT DOLLAR~ SKATE PARK Devek3fl en unlighted facility fo~ skateboarding and in-line skating with office and reslrooms. Parking may also be needed. Construction Cost 440,000 GF Operating & Maintenance Cost BLACKBERRY FARM MASTER PLAN STUDY TO maximlza utilization of the recently acquired Stocklmelr Property, a Master Plan of the five-acre parcel must be compic{ed and a strategy developed to integrate with alackbem/Farm. 150,000 RC MCCLELLAN RANCH PARK IMPROVEMENTS Implementation of improvements Io existing nature preserve area. 212,000 GF CITY CENTER PLAZA Southeast com~ Stevens Creek BI. & DeAnza development of a park with public art and geleway leature in conjunction with the Kimpton Hotel and Prometheus Apartment project. Construction Cost 340,000 GF CITY CENTER PLAZA PUBLIC ART This project is fo~ public art Io be placed in the City Center Plaza. Construction Cost 150,000 GF MEMORIAL PARK SOFTBALL FIELD RENOVATION Renovation of existing softball field including upgrade of irrigation system, ccrrect field drainage problems, new turf and inr~ld area and new lighting. COST 25.000 GF 125,000 GF !TRAILS SUMMARY ~ FIVE YEAR PROGRAM ·· uNPROGRAMMED 02-03 03-04 04-05 ' ~:, 06.07 cuRRENT DOLLARS SUMMARY OF FUNDING SOURCES · , ' : : GF--~ENERAL FUND 600,000 RC=BLACKBERRY FARM GT--GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION BUILDINGS TOTAL 600,000 SUMMARY OF PROGRAMS: : · · SAN TOMAS AQUINO/SARATOGA CRK. 6oo,ooo TOTAL 600,000 SUMMARY OF OPERATING MAINTENANCE ~ ' : OM--OPERATING MAINTENANCE 2,000 2,500 3,000 3,500 ] I I I I I 1 I 1 I I I I ] I 1 I I TRAILS ~ FIVE YEAR PROGRAM' '~ U.PROG.~MEo ' 02~33 FD 03~4 FD 04~5 FD 05~36 FD 0~0~ ~D CURRENT DOLLARS SAN TOMA$ AQUINO/SARATOGA CREEK TRAIl 943? Dev~lofl reach 5 of regional trail on Tantau and Bamhart and near Lawrence Expressway. Phase II In 0t-02 Includes; Ixldge across and path near Saratoga Creek lrom Barrtngton Bridge to Bamhart. Project Cost 600.000 GF Maintenance Cost 2.000 OM 2,500 OM 3,000 OM 3,500 OIV BUILDINGS SUMMARY FIVE YEAR PROGRAM ~ ~ ~'. uNPRoGRAMMED 02-03 0904 04'05 05'06 ~' 06'07 CURRENT DOLLARS SUMMARY OF FUNDING SOURCES GF=GENERAL FUND 24,825,000 200,000 0 RC=BLACKBERRY FARM 75,000 100,000 125,000 125,000 125,000 GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DY=DEVELOPER CONTRIBUTION BUILDINGS TOTAL 24,900,000 300,000 125,000 125,000 125,00(3 SUMMARY OF PROGRAMS LIBRARY 18,400,000 CIVIC CENTER IMPROVEMENTS 2,450,000 CIVIC CENTER PLAZA 960,000 BLACKBERRY FARM IMPROVEMENTS 75,000 100,000 125,000 125,000 125.000 ANIMAL CONTROL FACILITY 665,000 SPORTS CENTER BUILDING 2,350,000 TRAFFIC OPERATIONS BUILDING/FRANCO YARC 0 200,000 TOTAL 24,900,000 300,000 125,000 125,000 125,000 SUMMARY OF OPERATING MAINTENANCE OM--OPERATING MAINTENANCE 250,000 260,000 270,000 BUILDINGS FIVE YEAR PROGRAM u.P.OG.A MEo 02-03 FD 03-04 FD 04-05. FD . 05-06 FD~ - 06:07 FD CURRENT 0OLLARS LIBRARY 9222 Construction of new 55,0(X) S.F. State of the Art Puldic Lil~a~y in the Civic Ce~ter. Construction Cost 18.400,000 GF Maintenance Cost 250,000 OM 260,000 OM 270,000 OM IClVlC CENTER IMPROVEMENTS 9223 IN conjunction with new library project provide a msellng/conierence lacllity for assemblies, meeling$ and other community events as well as combined use with library and Council/Commission pub~ meetings. Project inck.'de~ design and construction of the re-use of existing C(xJncll champarl for expanded City Hall administrative function Construction Cost 2,450,000 GF CiViC CENTER PLAZA 9224 As pad of other Civic Center Improvements, Improvement o~ current Civic Center lawn into a mom functional plaza and galhering place to compliment the new library and mlu,t:~hing of City Hall. Construction Cost 960.000 GF BLACKBERRY FARM IMPROVEMENTS 9105 In order Io bring Btackbem/Fan~ up lo current codes and remain commercially competitive, sigrtiticanl Improvements to existing structures and facilities must be made over the nexl several years. Funding comes from excess revenues generated by ~e picnic grounds and golf course. Project Cost 75.000 RC 100.000 RC 125,000 RC 125.000 RC 125,000 RC BUILDINGS FIVE YEAR PROGRAM~ ~ UNPROGRAMMED 02-03 FD 03-04 FD' 04-05 FD 05-06 FD 06-07 FD CURRENT DOLLARS ANIMAL CONTROL FACILITY 9219 Humane Society will no longer provide animal control and sheitm'ing sewice$ beyond July 1. 2000. A consmllum of SCC Cities will be conducting a study and constructing a facility. This is City's share. Construction Cost 665,000 GF SPORTS CENTER BUILDING 9212 Renovate and upgrade fo~ code compliance including ADA modiflcallons. Construction Cost 2,350,000 GF TRAFFIC OPERATIONS BUILDING/FRANCO YARD Relocate the traffic operations center from City Hall to Franco Yard ired modify City Hall space for City Channel use to support the AV Construction Cost 200,000 GF I I I I 1 '; STREETS SUMMARY FIVE YEAR PROGRAM ~ UNPRO~RA~MED 02-03 03-04 04-05 05-06 ' 0~07 CURRENT DOLl ARS SUMMARY OF FUNDING SOURCES GF=GENERAL FUND RC=BLACKBERRY FARM GT=GAS TAX 750,000 750,000 750,000 750,000 750,000 El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV--DEVELOPER CONTRIBUTION STREETS TOTAL 750,000 750,000 750,000 750,000 750.000 SUMMARY OF PROGRAMS PAVEMENT MANAGEMENT 750,000 750,000 750,000 750,000 750,000 TOTAL .......................................................................................... 750,000 750,000 750,000 750,000 750,000 STREETS FIVE YEAR. PROGRAM, , ~: : UNPROGRAMMED 02-03 FD 03-04 FD 04-05 FD :': 05q36 FD: 0~F~07 FD CURRENT DOLLARs PAVEMENT MANAGEMENT 9450 Annual City funding of $750,000. ,N~ual PMS backlog is $1,540,000. Additional Grant Funding v~ll be sought on an annual basis lot Ihe Project Cost 750,000 GT 750,000 GT 750,000 GT 750,000 GT 750,000 GT PEDESTRIAN/BICYCLE FACILITIES SUMMARY FIVE YEAR PROGRAM UNPROGRAMMED SUMMARY 02-03 03-04 04-05 · : 05-06 06-07 CURRENT DOLLARS SUMMARY OF FUNDING SOURCES GF=GENERAL FUND 1,755,000 875,000 4,875,000 75,000 75,000 RC=BLACKBERRY FARM GT---GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT SC=STEVENS CREEK FUND TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DV=DEVELOPER CONTRIBUTION MEDIANS AND OVERPASSES TOTAL 1,755,000 875,000 4,875,000 75,000 75,000 SUMMARY OF PROGRAMS BOLLINGER BIKE LANES/CALABAZAS CR. BRIDGE 200,000 SIDEWALK GAPS IN UNIMPROVED AREAS 75,000 75,000 75,000 75,000 75,000 MARY AVENUE BICYCLE FOOTBRIDGE 1,000,000 DEANZA/STEV. CREEK CROSSWALK ENHANC. 180.000 MARY AVENUE CROSSWALK/PARKING 300,000 800,000 4,800,000 TOTAL 1,755,000 875,000 4,875,000 75,000 75,000 SUMMARY OF OPERATING MAINTENANCE OM--OPERATING MAINTENANCE PEDESTRIAN/BICYCLE FACILITIES FIVE YEAR PROGRAM · = UNPRO R MED 02-03 FD 03-04 FD 04-05 FD 05-06 FD 06-07 FD CURRENT DOLLARS BOLLINGER BIKE LANES/CALABAZAS CR. BRIDGE 9443 City's share to widen bridge for bicycle lanes over Calabezas Cr. at Boilinger Rd. in pmlnership with Santa Clara Valley Water Dislrict. Project to be menaged by SCVWD. Project Cost 200,000 GF SIDEWALK GAPS IN UNIMPROVED AREAS 9701 There are areas in the City where minor moditicatlens could improve Project Cost 75,000 GF 75,000 GF 75,000 GF 75,000 GF 75,000 GF MARY AVENUE BICYCLE FOOTBRIDGE 9449 Constructkm of a Bicycle Footbridge o~ Mary Avenue alignment over Route 280. Additional funding needed $3.5 million. Construction Cost 1,030,000 GF 800,000 GF 4,800,000 GF DE ANZA/STEVENS CREEK CROSSWALK ENHANCEMENT 9446 E~hence crosswalks at Ibis major intersectkm to create and enhenced em-iro~ment for pedestdens in co~junctfu~ with development of City Center Plaza and Voro~a Apartments. Project Cost 180,000 GF MARY AVENUE CROSSWALK/PARKING 9447 Install c~osswalks between Oak,= Stx~ping Center and Senior Center & Glenbrcoks Apartments. Increase o~stree~ pa~ing adjacent to Senior Center. Project Cost 300,000 GF TRAFFIC FACILITIES SUMMARY FIVE YEAR PROGRAM UNPRO RAMMEO 02-03 03-04 ' 04-05 ~ 05-06 '' ='i 06'07 CURRENT DOLLARs SUMMARY OF FUNDING SOURCES GF=GENERAL FUND 565,000 RC=BLACKBERRY FARM GT--GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND 730,000 140,000 PG=PARK GRANT DV=DEVELOPER CONTRIBUTION STREETS TOTAL 1,295,000 140,000 SUMMARY OF PROGRAMS NEIGHBORHOOD TRAFFIC CALMING MEASURES 100,000 VARIOUS TRAFFIC SIGNAL UPGRADES 300,000 SAFE ROUTES TO SCHOOL- CUPERTINO HIGH 450,000 SAFE ROUTES TO SCHOOL-GARDEN GATE 205,000 YELLOW LED TRAFFIC SIGNAL 140,000 140,000 TRAFFIC SIGNAL BATTERY POWER BACKUP SYS. 0 VARIOUS TRAFFIC RELATED ST. MODIFICATIONS 100,000 TOTAL 1,295,000 140,000 SUMMARY OF OPERATING MAINTENANCE : ,., , · OM--OPERATING MAINTENANCE TRAFFIC FACILITIES FIVE YEAR PROGRAM U.PROGR^MMED 02-03 FD 03-04 FD 04-05 FD 05-06 FD 06-07 FD CURRENT DOLLARS NEIGHBORHOOD TRAFFIC CALMING MEASURES Establish new fund for neighbod~xx:l traffic calming which requires modifications of Ihe roadway. Certain criteria must be met before funds are used. Funding for as needed during year. Project Cost 100,000 GF VARIOUS TRAFFIC SIGNAL UPGRADES Tmff'~ signal u~grade~ at various locations. 1. Stelling Rd. at Greenleef Drive 2. DeAnza BI. at Prospect (ioint prolect with Saratoga) 3. Trafflo Count Stations at DeAnza and Prospect, and also at Stevens Creek Blvd. and Mary Project Cost 300,000 GF SAFE ROUTES TO SCHOOL - CUPERTINO HIGH Install sidewalks where gaps exist, Install llghled crosswalks, Install olher Improvmenls lo provide. ~af$ route to Cupedino Hig~ This Is a Grant proleol yet to be fuoded. Project Cost Transportation Grant Fund Share 405,000 TG City's Share 45,000 GF SAFE ROUTES TO SCHOOL - GARDEN GATE Install sidewalks where gap~ exist on Stelling Rd., Greenleaf Dr. and on Ann Ad3or Ave. Io provide a safe route to Garden School. This is a Grant project yet to be funbed. Prolect Cost Transportation Grant Fund Share 185,000 TG City's Share 20,000 GF TRAFFIC FACILITIES FIVE YEAR PROGRAM uNpROGRAMMED· 02-03 FD 03-04 FD 04-05 FD 05-06 FD 06-07 FD CURRENT DOLLARS YELLOW & PED HEAD LED TRAFFIC SIGNAL UPGRADE This project would re-lamp all of the yellow & pad head indicators with light smarting diode ~ LED in all of the traffic signals. This is the last phase of changing all of the indicators to LED. This phase would be compisted over 2 years. Project Cost 140,000 TG 140,000 TG TRAFFIC SIGNAL BATTERY POWER BACKUP SYSTEM Installation of a battery power backup system f(x major intersections. This would allow the traffic signal to continue to fully operate when there is a sh(xt duration power failure. Tho intersections proposed to receive the backup system are as follows: 11 Intersections on De Anza Blvd. 11 intersections on Stevens Creek Blvd. 4 intersections on Wolfe Rd. Project Cost 0 TG Various Traffic Related Street Walkability Modifications This project includes various traffic related street modifications such as Instafling a lighted crosswalk on Foothill Blvd. at Cupertino Rd. end curb radius changes at Tiison and Slam Avenue to improve pedestrian use in accoi'dance with the Pedestrian Transportation Plan. Project Cost 100,000 GF STORM DRAIN SUMMARY FIVE YEAR PROGRAM uNpRO~P~MMED'~ ": I 02-03 03-04 04-05 05~I'~ :06'07 CURRENT DOLLARS SUMMARY OF FUNDING SOURCES : ; : GF---GENERAL FUND RC=BLACKBERRY FARM GT=GAS TAX El=ENVIRONMENTAL IMPACT PD=PARK DEDICATION SD=STORM DRAIN 875,000 75,000 75,000 75,000 75,000 RA=RESERVE ACCOUNT TG=TRANSPORTATION GRANT FUND PG=PARK GRANT DY--DEVELOPER CONTRIBUTION STREETS TOTAL 875,000 75,000 75,000 75,000 75,000 SUMMARY OF PROGRAMS : : , - MINOR sTORM DRAIN IMPROVEMENTS 75,000 75,000 75,000 75,000 75,000 MONTA VISTA STORM DRAINAGE SYSTEM 800,000 ............................................... TOTAL 875,000 75,000 75,000 75,000 75,000 SUMMARY OF OPERATING MAINTENANCE , OM--OPERATING MAINTENANCE STORM DRAIN FIVE YEAR PROGRAM UN~'RO~r~MED 02-03 ED 03-04 FD 04-05 FD 05-06 FD 06-07 FD CURRENT DOLLARS MINOR STROM DRAIN IMPROVEMENTS 9612 Funding for emergency drainage repairs as needed in various locations Project Cost 75,000 SD 75,000 SD 75,000 SD 75,000 SD 75.000 SD MONTA VISTA STORM DRAINAGE SYSTEM 9620 Installation of storm drainage ~/stem in Monta Vista Nee. Lines to be installed on Orange Ave. and Byme Ave. Design and Construction 800,000 SD Fund Parks 280-9213 420-9108 420-9115 420-9119 420-9120 420-9703 425-9313 270-9446 425-9314 560-9112 420-XXXX Description McClellan Ranch Park Improvement Park Renovation Program Skate Park Portal Park Improvements Wilson Park Improvements Apple Public Art in lieu fees City Center Associates Plaza City Center Assoc Plaza - Xwalk Enhance City Center Assoc Plaza Public Art Blackberry/McClellan Ranch Master Plan Memorial Park Softball Field Renovation Total Proposed Five Year Capital Improvement Program Total Budget Current New ClP 01/02 ClP 02/03 Requested Bud~let Bud~let Fiscal Year 2002~03 General Grant/Other Total Fund Funds 25,000 25,000 0 0 212,000 212,000 212,000 0 212,000 176,810 0 176,810 176,810 0 176,810 34,625 410,000 444,625 444,625 0 444,625 430,000 0 430,000 430,000 0 430,000 211,319 0 211,319 211,319 0 211,319 0 100,000 100,000 100,000 0 100,000 100,000 1,000,000 1,100,000 437,971 0 437,971 20,000 180,000 200,000 200,000 0 200,000 0 151,700 151,700 151,700 0 151,700 0 150,000 150,000 150,000 0 150,000 0 25,000 25,000 0 25,000 25,000 972,754 2,228,700 3,201,454 2,514,425 25,000 2,539,425 Trails 420-9113 420-9116 420-9117 420-9118 Stevens Creek Trail Master Plan San Tomas Aquino/Saratoga Creek Trail Stevens Creek Trail Master Plan Union Pacific RR Trail Feasibility/De Anza Total 12,931 0 12,931 12,931 0 12,931 150,000 600,000 750,000 566,300 183,700 750,000 150,000 0 150,000 150,000 0 150,000 133,679 0 133,679 133,679 0 133,679 183,700 446,610 600,000 1,046,610 862,910 183,700 1,046,610 183,700 Buildings 420-9216 420-9219 420-9223 420-9224 423-9222 424-9210 426-9212 560-9105 420-xxxx Service Center Expansion Animal Control Facility Civic Center Improvements Civic Center Plaza Library Senior Center Expansion Sports Center Building Blackberry Farm Improvements Traffic Operations Center Relocation Total 158,269 0 158,269 158,269 0 158,269 0 0 665,000 665,000 500,000 165,000 665,000 -665,000 665,000 50,000 2,450,000 2,500,000 200,000 2,300,000 2,500,000 2,300,000 40,000 960,000 1,000,000 100,000 900,000 1,000,000 900,000 3,600,000 18,400,000 22,000,000 4,467,672 17,600,000 22,067,672 16,400,000 1,200,000 301,336 0 301,336 301,336 0 301,336 50,000 2,350,000 2,400,000 1,688,820 711,180 2,400,000 711,180 431,000 75,000 506,000 431,000 75,000 506,000 75,000 0 200,000 200,000 0 200,000 200,000 200,000 4,630,605 25,100,000 29,730,605 7,847,097 21,951,180 29,798,277 19,846,180 1,940,000 S~eets 270-9430 270-9450 Stevens Canyon Road Widening Pavement Management Total 1,260,379 0 1,260,379 1,260,379 0 1,260,379 1,805,000 750,000 2,555,000 1,805,000 750,000 2,555,000 750,000 3,065,379 750,000 3,815,379 3,065,379 750,000 3,815,379 750,000 Proposed Five Year Capital Improvement Program Fiscal Year 2002~03 Fund Description Traffic Facilities 270-9431 Steven Creek BI/Blaney Traffic Signal Mod. 270-9432 Homestead/Belleville Traffic Signal Mod 270-9435 Neighborhood Traffic Calming Measures 270-9444 Bubb/McClellan Intersection Modification 270-9531 Ramp Meter DeAnza and 280~85 ClP 01102 Total Budget Current New 99,350 75,000 60,940 1,318 .479,883 66,319 29,275 17,813 365,000 141,553 84,350 286,036 895,959 998,993 10,461 6,538 10,461 9,807 24,999 445,824 50,000 0 0 0 0 0 270-9532 420-9524 420-9527 420-9528 420-9529 420-9530 420-9533 420-9534 420-9535 420-9536 420-9537 420-9538 420-9539 420-9540 420-9541 420-9544 420-xxxx 420-xxxx 420-xxxx 420-xxxx 420-xxxx SR 85/Stevens Creek Traffic Signal Mod DeAnza/Stevens Creek Arterial Homestead/Tantau traffic signal Upgrade 280/Wolfe Traffic Safety Improvements Wolfe Road Arterial Management Phase III - Homestead Arterial Hazard Elimination Safety Program Projects De Anza Advance Traffic Management Syste Adaptive Traffic Signals Control System Stelling Corridor - Traffic Signal Upgrade Bubb Corridor - Traffic Signal Upgrade Pruneridge Corridor - Traffic Signal Upgrade WolfelPruneridge Traffic Signal Upgrade Speed Reduction Safe Routes to SchooI-Monta Vista Safe Routes to School-Cupertino High ' Safe Routes to School - Garden Gate Traffic Signal Upgrades - various Yellow & Ped Head LED Traffic Sig Upgrade Traffic Related Street Walkability Mods Traffic Signal Battery Power Backup Sys Total 4,159,879 Storm Drainage. 210-9612 Minor Storm Drain Improvements 215-9620 Monta Vista Storm Drainage Syst. Total CIP 02~03 Requested Bud~let Bud~let 0 0 150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 450,000 205,000 360,000 140,000 200,000 320,000 Total General Grant/Other Fund Funds 1,825,000 99,350 75,000 210,940 1,318 479,883 66,319 29,275 17,813 365,000 141,553 84,350 286,036 895,959 998,993 10,461 6,538 10,461 9,807 24,999 445 824 500 000 205 000 360 000 140 000 200 000 320 000 5,984 879 99,350 0 99,350 75,000 0 75,000 60,940 100,000 160,940 100,000 1,318 0 1,318 479,883 0 479,883 66,319 0 66,319 29,275 0 29,275 17,813 0 17,813 419,622 0 419,622 141,553 0 141,553 84,350 0 84,350 286,036 0 286,036 895,959 0 895,959 998,993 0 998,993 10,461 0 10,461 6,538 0 6,538 10,461 0 10,461 9,807 0 9,807 24,999 0 24,999 445,824 0 445,824 500,000 0 500,000 205,000 0 205,000 0 300,000 300,000 300,000 0 140,000 140,000 140,000 0 100,000 100,000 100,000 0 0 0 '0 4,869,501 640,000 5,509,501 151,051 75,000 226,051 226,051 229,204 800,000 1,029,204 1,029,204 640,000 0 226,051 0 1,029,204 380,255 875,000 1,255,255 1,255,255 0 1,255,255 0 0 Proposed Five Year Capital Improvement Program Fiscal Year 2002~03 Fund Description Pedestrian/Bicycle Facilities 270-9411 270-9412 270-9413 270-9436 270-9438 270-9440 270-9441 270-9443 270-9447 270-9448 270-9449 270-9701 270-9702 West Stevens Creek Bike Lanes South Stelling Road Bike Lanes DeAnza Blvd Bike Lanes Stevens Creek Trail Bike Facility Miller Avenue Bike Facility Wolfe Bike Facility Improvements Bike Detection Enhancement Bollinger Bike Lanes/Calabazas Cr..Bridge Mary Avenue Crosswalk/Parking Foothill Blvd Bike Lanes Mary Avenue Bicycle Footbridge Sidewalk Gaps in Unimproved Areas Citywide Bike Parking Facility Total Total Budget Current New ClP 01/02 ClP 02~03 Requested Budget Bud~let Total General Grant/Other Fund Funds 21,115 0 21,115 21,115 0 21,115 24,712 0 24,712 24,712 0 24,712 41,163 0 41,163 41,163 0 41,163 30,219 0 30,219 30,219 0 30,219 · 133,204 0 133,204 133,204 0 133,204 184,058 0 184,058 184,058 0 184,058 19,659 0 19,659 19,659 0 19,659 429,229 200,000 629,229 629,229 0 629,229 50,000 300,000 350,000 200,000 150,000 350,000 234,157 0 234,157 234,157 0 234,157 200,000 1,000,000 1,200,000 566,136 633,864 1,200,000 0 75,000 75,000 0 75,000 75,000 51,789 0 51,789 51,789 0 51,789 150,000 75,000 633,864 1,419,305 1,575,000 2,994,305 2,135,441 858,864 2,994,305 225,000 633,864 Total Capital Improvement Program Total Outside Revenue Share Net City Funding 15,074,787 32,953,700 48,028,487 22,550,008 24,408,744 46,958,752 21,669,880 2,573,864 2,573,864 0 2,573,864 21,834,880 46,958,752 21,669,880 0 Debt 665,000 Fund 270 1,708,864 Fund 270 633,864 Fund 420 21,748,700 Fund 420 0 Debt 165,000 Fund 423 1,200,000 Fund 426 711,180 Fund 210 0 Fund 560 75,000 Fund 560 75,000 24,408,744 2,573,864