HomeMy WebLinkAboutCC 09-07-2021 Oral Communications_Written CommunicationsCC 09-07-21
Oral
Communications
Written Comments
1
Cyrah Caburian
From:Jennifer Griffin <grenna5000@yahoo.com>
Sent:Friday, August 27, 2021 12:50 AM
To:City of Cupertino Planning Commission; City Clerk
Cc:grenna5000@yahoo.com
Subject:Fw: SB 9: Disaster in the Making
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
FYI. Please add to the public record. Thank you.
----- Forwarded Message -----
From: Jennifer Griffin <grenna5000@yahoo.com>
To: CityCouncil@Cupertino.org <citycouncil@cupertino.org>
Cc: Jennifer Griffin <grenna5000@yahoo.com>
Sent: Friday, August 27, 2021, 12:46:15 AM PDT
Subject: SB 9: Disaster in the Making
Dear City Council:
When you start reading the fine print of what SB 9 is intending
to do to California communities and cities, it is totally mindboggling
that any California elected politician would support something like
this,
1.Ministerial lot splits - A lot split done ministerially? Really? How
does that work? No trees? No input from neighbors? Just like that?
Whoever wrote this section of this bill had zero land use experience.
2. Four foot setbacks-- Again with the four foot setbacks. Like the ADU
four foot setback stuff. Really? And you don't think the neighbors would
be interested that your were building a three story high rise four feet
from their property line. You are going to do this ministerially too?
Yeah, right. Again, zero experience in land use. Sounds like a
developer dream giveaway. Sounds like building in Soviet Era Russia
circa 1960.
3. Lots that are 1,200 square foot-- Okay. You are splitting a single family
lot into 1,200 square foot sections. Again, dreamland on paper, Big
developer giveaway. Yes, you are doing this ministerially and the
neighbors don't have to be told! Yeah, right again. The neighbors won't
notice and the neighbors won't complain. We are the neighbors. No wonder
this bill is so hushed up. No wonder none of the bill writers or backers or
pushers or yes, voting politicians wanted the neighbors to know. We are the
neighbors!
4. No development fees in the suburbs- These builders did not get a free ride to build
in commercial corridors because they don't get a free ride there. They are required to pay development fees for
infrastructure improvements to the city because of the increased load
on the existing city infrastructure because of their development and housing.
So the developers are let to run amok in the suburbs where no one is requiring them to
pay for city infrastructure improvements, such as sewer and water hookups.
Lucky we, the neighbors, get to shoulder the bills for the water and sewer and we
have to share our parkland because the developer does not have no pay for
any new parkland either.
2
5. No on-site parking- SB 9 does not require these new housing units to require any
on-site parking! Okay, yes, no one wanted to tell the neighbors about this one,
How could you even fit a parking place on a 1,200 square foot lot crammed with
housing units four feet from every property line? Where do you put the garbage cans?
How many cars will these housing units produce? Probably two per housing unit
times three or four or five or six or seven or eight or nine or ten housing units will
generate six more or eight more or en more or twelve more or fourteen more
or sixteen more or eighteen more or twenty more cars per former lot.
Where will these cars park? On the street, of course!
Of course, no one should tell the neighbors, us. Wow! This gets worse and worse.
And you don't want to tell the constituents in your district this will be happening
to them? Total builder give away.
The more you read about what SB 9 says in the fine print, the more you realize that
this bill is a big sell out and a big give away to builders or developers. I don't
know why an elected state politician with constituents would willingly subject their
constituents to something like this and ministerially! And Soviet Era Block
Planning style?
Sounds like someone picked and targetted the suburbs when the cost to build on
commercial became too expensive or too burdensome for developers.
Why the politicians jumped on this band wagon is unknown. Did they not read the
bill? Has Special Interest Money hamstrung or roped in the politicians to some
unknown mandate that no one knows about. I guess, we, the neighbors are not
part of this club or secret in-crowd.
We are the targets because of our land and where we live. How convenient.
How calculated. Go build somewhere else. You bought our politicians and your
are buying our elections and our state constitution. Do you think we didn't notice?
Again, SB 9 is written in Soviet Era Block Mentality. Unfortunately, the bill
author did not notice we don't live in Communist Era soviet Era Dictatorship.
Surprise! The neighbors live in a democracy and you can't take that over unless
you deal with us.
Thank you.
Jennifer Griffin
1
Cyrah Caburian
From:Jenny Griffin <grenna5000@yahoo.com>
Sent:Thursday, August 26, 2021 3:39 AM
To:City of Cupertino Planning Commission; City Clerk
Subject:Fwd: SB 9 and SB 10: Target Audience is Seniors in Their Homes
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
FYI. Please kindly add to the public record. Thank you.
‐‐‐‐‐‐‐‐ Original Message ‐‐‐‐‐‐‐‐
Subject: SB 9 and SB 10: Target Audience is Seniors in Their Homes
From: Jenny Griffin <grenna5000@yahoo.com>
Sent: Thursday, August 26, 2021, 3:36 AM
To: "CityCouncil@Cupertino org" <CityCouncil@Cupertino.org>
CC: "grenna5000@yahoo com" <grenna5000@yahoo.com>
Dear City Council:
In slogging through all of the political debris of SB 9 and SB 10, the realization has become
Apparent of who one of the main targets of this legislation is focused on: seniors in their
Homes. They are sitting ducks for legislation of this kind. Take away the voice and vote of
The elderly? That is a low blow. Not let the seniors know what is going on, take advantage
Of them?
This type of legislation is preying on our seniors, especially the very elderly and vulnerable.
And not just locally, but all over the state. Preying on our parents and aunts and uncles.
This is not acceptable.
It is hard enough to live day to day, especially during Covid, it you are a senior. But, then to
Have your own politicians turn on you and do something you cannot understand, like
SB 9 and SB 10, is totally reprehensible. Changing the rules of the game behind your back
And not even telling you about it is beyond comprehension.
It is saying to the senior population, you are of no use to us. Die and go away. You are not
Needed anymore. You are not wanted anymore.
I think families of seniors who could be affected by these bills should be very careful to make
Sure their elderly parents and relatives are not taken advantage of by these bills. I think
The politicians should be very careful to make sure their senior populations are not taken
Advantage of and intimidated by this disgraceful legislation presented by SB 9 and SB 10.
The bills are so convoluted and difficult to understand that even the grown children of these
Seniors have difficulty understanding them, let alone explaining them to a elderly senior that
2
Is doing their best to get along day by day.
These bills are a cheap shot at our seniors. Also, throwing in such terms as eliminating local
Voter initiatives in SB 10 in a bill that seems to be dealing with housing is deceptive and
Wrong.
So are we supposed to let these vultures who are swooping in to take over our neighborhoods
With by right and ministerial get at our seniors also? No way. The buck stops here.
There has to be some responsibility in the nursery school antics displayed by some of
Our politicians, especially the authors of SB 9 and SB 10. They may care about the money
Flowing into them from out of control big money backers, but you don't abuse or prey
Upon your elderly constituents, and you don't let your big money interests from inside
This state or outside of it do that either.
Please show some responsibility and remember your constituents and don't give away and
Sell out the elderly living in your districts. SB 9 and SB 10 are such sell outs and abuse of
Elders.
Thank you,
Jennifer Griffin
1
Cyrah Caburian
From:Jenny Griffin <grenna5000@yahoo.com>
Sent:Monday, August 23, 2021 4:16 AM
To:City of Cupertino Planning Commission; City Clerk
Subject:Fwd: Bumpy Road for HB 2001 Roll Out in Oregon
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
FYI. Please add to public record.
‐‐‐‐‐‐‐‐ Original Message ‐‐‐‐‐‐‐‐
Subject: Bumpy Road for HB 2001 Roll Out in Oregon
From: Jenny Griffin <grenna5000@yahoo.com>
Sent: Monday, August 23, 2021, 4:13 AM
To: "CityCouncil@Cupertino org" <CityCouncil@Cupertino.org>
CC: "grenna5000@yahoo com" <grenna5000@yahoo.com>
Dear City Council:
The governor of Oregon signed into law HB 2001, in August 2019. This bill, like California's defeated
SB 50, and now proposed SB 9 and SB 10, allows single family lots in Oregon to be divided up into
Multiple housing units, some with additional ADUs. HB 2001 is supposed to be implemented
Across the state of Oregon.
Pro‐density advocates hope to get California SB 9 and SB 10 passed and implemented across California.
The roll out of HB 2001 is not going well across Oregon. Frustrated home owners in towns across
Oregon are complaining that they have been left out of the planning processes and their cities
And neighborhoods are being run over by state level mandates that ignore the public.
Citizens in Eugene say that home owners are leaving the city to buy homes in other towns where
There are more single family homes.
Residents in Bend say they are being shut out of the rezoning process and do not know what is
Going on.
Residents in Portland are complaining that their city streets are being clogged up with cars from
ADUs that are not being required to have any on‐site parking and often have more than one car per
ADU. Those cars all wind up on the residential street. One home owner said that members of his
Own family could not find parking on the street because of all the extra cars from the four ADUs
On his street and this is a small lot neighborhood with single lane driveways from 1920.
Heaven forbid what happens when the 4,500 square foot lots are cut up into multi unit lots, plus
More ADUs when HB 2001 comes to town.
2
Residents in Corvallis are still saying they never voted on anything like HB 2001 and how
Could a bill like this be passed by the state without them knowing about it. And Corvallis
Is a college town with one of the highest education rate of residents in the state of Oregon,
And yet no one knew this bill was passed. Obviously, the residents of Corvallis were never
Asked to vote on HB 2001. Their legislators passed them by, along with the legislators
Of Portland passing their residents by.
So too, residents of California are being subjected to the onslaught of bills such as SB 9 and
SB 10. No California legislators have asked the public to weigh in or vote on SB 9 or SB 10,
But yet the plan seems to be to pass these disastrous bills and implement them across
The whole state of California like Oregon's legislators and governor did with HB 2001 across Oregon.
It is interesting to note that money used to write and back HB 2001 in Oregon is being used
To back similar bills in California, SB 9 and SB 10. Thus the same degrees of excluding the
Public are being used and not allowing the public to vote on these bills. It worked in Oregon.
Will that tactic work here in California? That remains to be seen. Bedlam and anarchy will
Certainly ensue if SB 9 and SB 10 are passed in California.
The public is asking questioning about bills such as SB 9 and SB 10 in California and their
Autocratic roll out. The public is asking why their ability to voice their opinion on these bills
And their right to vote on these bills is being suppressed. The legislators and the governor
Are mum about their intent and purpose with these bills. They don't seem to want
The public involved.
Mayhaps, the same autocracy machine that passed HB 2001 without the Oregon public knowing
About it is at work in California with SB 9 and SB 10 also. The public would like to know.
I am sure if SB 9 and SB 10 are passed by this autocracy machine in California the roll out and
Implementation of these bills in California will be just as bumpy and bad and messy as the
Rollout of HB 2001 is going on Oregon. Only two, three, four, five, six or seven or eight or nine
Or ten times worse in California. In fact, it may be so disastrous it will affect California
Politics for years to come. New laws of transparency may result from it.
Sincerely,
Jennifer Griffin
1
Cyrah Caburian
From:Jennifer Griffin <grenna5000@yahoo.com>
Sent:Wednesday, August 25, 2021 1:55 AM
To:City of Cupertino Planning Commission; City Clerk
Cc:Jennifer Griffin
Subject:Fw: Co Authors of SB 10
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
FYI. Please add to the public record. Thank you.
----- Forwarded Message -----
From: Jennifer Griffin <grenna5000@yahoo.com>
To: CityCouncil@Cupertino.org <citycouncil@cupertino.org>
Cc: grenna5000@yahoo.com <grenna5000@yahoo.com>
Sent: Wednesday, August 25, 2021, 01:47:22 AM PDT
Subject: Co Authors of SB 10
Dear City Council:
It is probably important to start looking at the coauthors of SB 10.
This bill will be a political and economic disaster for California if passed.
The bill's co-authors are Senator Scott Wiener, Senator Toni Atkins,
Senator Anna Caballero, Assemblymember Robert Rivas, Senator
Nancy Skinner and Assemblymember Buffy Wicks.
SB 10 is going to affect many of their constituents. I don't
think any of these politicians asked their constituents what they thought
about SB 10 before they jumped on the SB 10 band wagon.
They sure did not ask any of their constituents to vote on SB 10.
They also don't seem to be concerned that their constituents did not
get to voice their opinions on the bill or ever got to vote on the bill.
I don't know if these politicians realize they have constituents and that
maybe their constituents and their families will be affected by
SB 10.
I was talking to someone yesterday about SB 9 and SB 10 and they said
when do we get to vote on SB 10. We have the ballots. I said, no you
don't get to vote on it. The politicians are voting on it or saying they
will.
They they said, why are these bills not on our ballot? I said, that is a good
question. Maybe these bills should be on our ballot.
Certainly, the authors of SB 10 don't seem to care about what their constituents
care or think. They just jumped on the SB 10 bandwagon and rolled away
from reality and those who voted them into office.
I wonder how they will explain to their constituents what SB 10 does to their
neighborhoods and cities if SB 10 passes.
I sure would not want to re-elect any politician who let my neighborhood or
city suffer from SB 10, or sold my neighborhood or city to the highest
big money interest or bidder.
2
Yes, this is sure what seems to be happening with SB 10. Why be in office
anyway if you don't care what your constituents think. There are a lot of jobs
where you can jump on bandwagons and follow your boss to the top.
Why not do those kinds of jobs if you want to, but don't become a politician
and subject your constituents to people who are going to take over
their neighborhoods and cities and not allow your constituents to voice their
opinions or vote on anything. Why even have politicians if they are
going to to give away their constituents neighborhoods and cities to the
highest bidder?
Money, but not voice or vote. That is how you wind up with bills like SB 10.
etc and etc.
Thank you,
Jennifer Griffin
1
Cyrah Caburian
From:Jennifer Griffin <grenna5000@yahoo.com>
Sent:Thursday, August 26, 2021 8:46 PM
To:City of Cupertino Planning Commission; City Clerk
Cc:grenna5000@yahoo.com
Subject:Fw: Sacramento Controlling California and Washington DC?
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
FYI. Please add to the public record. Thank you.
----- Forwarded Message -----
From: Jennifer Griffin <grenna5000@yahoo.com>
To: CityCouncil@Cupertino.org <citycouncil@cupertino.org>
Cc: grenna5000@yahoo.com <grenna5000@yahoo.com>
Sent: Thursday, August 26, 2021, 08:43:29 PM PDT
Subject: Sacramento Controlling California and Washington DC?
Dear City Council:
Thank you to all the wonderful California Assemblymembers who
voted no or abstained on SB 9 and SB 10. You see through the
myriad Special Interest Groups controlling the movements of
SB 9 and SB 10. We owe our gratitude to you for being the True
Champions of this legislative season. You are working to keep
our cities and neighborhoods safe and allowing us to speak through
you since many of our elected politicians have abandoned their
constituents and signed on with the Special Interests groups attempting
to take over Sacramento and maybe, Washington DC.
We hope that these Special Interests have not take over our governor
also and look to you, Our True Champions who see through the
farce and attempts to suppress our voice and our votes, .to bring
us back to our state being lead by caring elected politicians
such as yourselves.
Again, thank you for your honor, courage and leadership in these challenging
times. We are forever grateful.
Sincerely,
Jennifer Griffin
1
Cyrah Caburian
From:Jennifer Griffin <grenna5000@yahoo.com>
Sent:Monday, August 30, 2021 5:22 PM
To:City of Cupertino Planning Commission; City Clerk
Subject:Fw: Disaster SB 9 and SB 10 Get Passed by Senate
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
FYI. Please add to the Public Record. Thank you.
----- Forwarded Message -----
From: Jennifer Griffin <grenna5000@yahoo.com>
To: CityCouncil@Cupertino.org <citycouncil@cupertino.org>
Cc: grenna5000@yahoo.com <grenna5000@yahoo.com>
Sent: Monday, August 30, 2021, 05:09:48 PM PDT
Subject: Disaster SB 9 and SB 10 Get Passed by Senate
Dear City Council:
SB 9 and Sb 10 seemed to be passed very suddenly and quietly by the
Senate without some of the Senators knowing they were coming up
for a vote at noon today.
The passage of these two bills between the Senate and Assembly
was very bizarre and untransparent. A lot of people did not know
what was going on.
I am assuming these bills will be trotted off to the governor for his
signature. I sure hope he sees fit to veto them. This is secret,
big money interest politics at its worse as it tries to trick the public
which is us.
This will forever tarnish the memory of the otherwise brilliant career of former
Governor Jerry Brown. That memory went away the day he signed SB 35
and we are here today reaping the disaster with SB 9 and SB 10.
We must navigate stormy waters ahead because of the mayhem
and bedlam that will ensue from SB 9 and SB 10.
Thank you.
Jennifer Griffin
1
Cyrah Caburian
From:Jennifer Griffin <grenna5000@yahoo.com>
Sent:Monday, August 30, 2021 5:47 PM
To:City of Cupertino Planning Commission; City Clerk
Subject:Fw: Questions about Sb 9 and SB 10
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
FYI. Please add to the Public Record. Thank you.
----- Forwarded Message -----
From: Jennifer Griffin <grenna5000@yahoo.com>
To: citycouncil@cupertino.org <citycouncil@cupertino.org>
Cc: Jennifer Griffin <grenna5000@yahoo.com>
Sent: Monday, August 30, 2021, 05:45:59 PM PDT
Subject: Questions about Sb 9 and SB 10
Dear City Council:
SB 9 and SB 10 come with no instructions, just disrupt the neighborhoods.
They are a regular sell out and give away to big money interests. And,
We the public, did we get to voice our opinions or get to vote on these
Monstrosities of bills? No, the legislature passed SB 9 and SB 10 like
A 1950s Soviet Party Block group. No vote. No vote from the public.
What is the difference from Soviet Russia and tactics used in California
To get SB 9 and SB 10 where they are today? Evidently, not much difference.
Just secret dealings and secret monies going round and round to push
SB 9 and SB 10 along with the public kept in the dark the whole time.
Was passage of SB 9 and SB 10 so precious, that it was worth causing the recall of
The governor to get them passed? Or was that the actual motive: the giving away
Of the neighborhoods, the tearing down of local control and the recall of the governor?
Why to get someone new? To put someone else in control? Set up a puppet
government from Sacramento? Does anyone even know why they are doing this
or is it just a trail of money and supposed power at the public"s expense?
Well, no one answered our questions before. Now, maybe we will get some
answers about SB 9 and SB 10 and their apparent political agenda. You
think you have passed them. This is a preview of the public being made to
be silent no longer.
Thank you.
Jennifer Griffin
Thank you.
1
Cyrah Caburian
From:Jennifer Griffin <grenna5000@yahoo.com>
Sent:Monday, August 30, 2021 11:51 PM
To:City Clerk
Subject:Fw: San Diego Has a Thirty Foot Building Height in Beach Areas
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
FYI. Please add to the Public Record. Thank you very much.
----- Forwarded Message -----
From: Jennifer Griffin <grenna5000@yahoo.com>
To: CityCouncil@Cupertino.org <citycouncil@cupertino.org>
Cc: grenna5000@yahoo.com <grenna5000@yahoo.com>
Sent: Monday, August 30, 2021, 11:47:32 PM PDT
Subject: San Diego Has a Thirty Foot Building Height in Beach Areas
Dear City Council:
San Diego has a thirty foot height limit for building in coastal areas. This height limit was set up
By a voter backed initiative and has been in effect in the city to protect coastal areas since
1972. The voter backed initiative was passed by 60 percent of San Diego voters in 1972.
This height limit is in effect from Point Loma to La Jolla.
Writers of the Pro Housing Bills have often been accused of spot zoning, writing sweeping bills
That seem to be for the whole state, but actually may target one specific area in California.
Thus, it is very interesting that SB 9 mentions specifically building in Coastal areas and SB
10 also allows City Councils and Board of Supervisors to over ride citizen backed initiatives.
Could SB 9 and SB 10 be such a spot zoning bill is eliminate the thirty foot building height limit
In coastal areas in San Diego? This seems to be a rather fair question to ask now that SB 9
And SB 10 have been rushed through the doors of our legislative houses to go to the governor.
It is interesting that SB 9 mentions beaches and SB 10 has the curious "over ride voter backed
Initiatives" in it. This might be a worthy question to ask of these two very interesting housing
Bills so adored by the Pro Housing set.
Thank you.
Jennifer Griffin
1
Cyrah Caburian
From:Jenny Griffin <grenna5000@yahoo.com>
Sent:Sunday, September 5, 2021 8:03 PM
To:City of Cupertino Planning Dept.; City Clerk
Subject:Fwd: Housing Bills and Dangerous Issues in Sacramento
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
Fyi. Please add to this Public Record. Thank you.
‐‐‐‐‐‐‐‐ Original Message ‐‐‐‐‐‐‐‐
Subject: Housing Bills and Dangerous Issues in Sacramento
From: Jenny Griffin <grenna5000@yahoo.com>
Sent: Sunday, September 5, 2021, 8:00 PM
To: "CityCouncil@Cupertino org" <CityCouncil@Cupertino.org>
CC: "grenna5000@yahoo com" <grenna5000@yahoo.com>
Dear City Council:
With the drama from SB 9 and SB 10, I have really come to believe that Sacramento
Has lost the ability to govern the state in a democratic way. The intent of SB 9 and
SB 10 are to deceive the public and take away their voice and their vote.
The bills are written very poorly and make no sense. They are a jumble of confusion
And were not written by anyone with any logic or idea of practical land use experience.
SB 10 is unconstitutional because it attempts to take away the public's California
Constitutional right to voter backed initiatives at the local level.
Yet, many of our Sacramento politicians voted blindly to pass these two bills
That many of their constituents did not want or approve of.
What is going on in Sacramento? There are some very dangerous things going on when
Politicians ignore their constituents and vote in doctrine that threatens the ability of
Thier constituents to govern themselves in their cities and communities.
Is someone or something trying to deceive our politicians too in Sacramento?
What is the goal? Taking over the state, taking over all the states, taking over
Washington DC too?
Are we going to wind up with the Revolutionary War again?
Constitutional Democracy is at risk in California with the voting in of SB 9
And SB 10 by our Sacramento electeds voting in lockstep, and ignoring their
Voters.
2
There goes local control and the right to voice our opinions and exercise our vote
In our own state. Whose dictatorship is this anyway?
What happens when this Sacramento based dictatorship hits Washington DC?
We have SB 9 and SB 10 at a Federal Level? How does that work?
You cannot have a dictatorship without a public, either here in Sacramento or in Washington
DC. And you just lost your public with SB 9 and SB 10.
This state and this country were formed in parts that eventually became a whole.
I don't think the public will be so willing to follow blindly into your level
Of dictatorship when we have our cities and our communities.
You do not dictate your form of democracy to us, in Sacramento or Federally,
Because what you preach is not democracy. It is just a shell game of self
Guided delusion that any one can see through.
Thank you,
Jennifer Griffin
1
Cyrah Caburian
From:Becky Bartindale <bartindalebecky@fhda.edu>
Sent:Tuesday, September 7, 2021 10:05 AM
To:City Council
Cc:Cupertino City Manager's Office; Brian Babcock; City Clerk
Subject:Foothill-De Anza moving to trustee area elections - be part of it!
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
Dear Council members,
I'm writing to let you know that the Foothill‐De Anza Community College District is moving from at‐large
elections to trustee area elections. The district will be divided into five trustee areas and a resident will be
elected to the Board of Trustees from each area, starting next year.
We have two public hearings coming up soon, described in the announcement below, and invite you to
participate. We'd also would appreciate it if you would share this information with your networks. More
information at www.fhda.edu/trustee‐areas
Thank you for your interest and assistance.
Best wishes,
Becky
--
Becky Bartindale (she/her/herself)
Foothill-De Anza Community College District
Coordinator of communications and public affairs
650-949-6107 office
650-269-8927 mobile
Community members invited to help shape new trustee areas
Foothill‐De Anza seeks public input for new governing board election system
The Foothill‐De Anza Community College District is changing the way members of its Board of
Trustees are elected. The district will be divided into five trustee areas and voters will elect a
resident from each area to serve on the board. Community members are invited to provide
information and ideas to assist in the drawing of trustee area boundary lines.
The first public hearings will be held on Monday, Sept. 13, and Monday, Oct. 4, at 7:00 p.m. to
gather your ideas and information about "communities of interest" in the district. People also
can take an online Communities of Interest Survey. Learn more at www.fhda.edu/trustee‐
areas
A community of interest is a group of people who live in the same contiguous geographic area
and who share common social and economic interests. They can be united in their interests by
2
many factors including race, language, culture, history, circumstances and values. Bringing
people with common interests together for fair and effective representation is an important
principle in drawing the new trustee area boundary lines.
Information gathered at the public hearings will be used in preparing and evaluating draft
trustee area boundary maps. Public hearings on draft maps will be held later this year and
early next year.
The agenda and connection/location information for the Sept. 13 and Oct. 4 public hearings,
along with instructions for how to make a public comment, can be found the Thursday before
the meetings at
https://go.boarddocs.com/ca/fhda/Board.nsf/Public under the heading Regular Meeting of
the Board of Trustees.
The Foothill‐De Anza district includes the communities of Palo Alto, Stanford, Mountain View,
Los Altos, Los Altos Hills, Cupertino, Sunnyvale, and small portions of Saratoga and San Jose.
1
Cyrah Caburian
From:Beth Ebben <ebben444@sbcglobal.net>
Sent:Sunday, September 5, 2021 3:59 PM
To:Greg Larson
Cc:City Council; City Clerk; City of Cupertino Planning Commission; fineartscomission@cupertino.org;
HousingCommission; City Attorney's Office; Dianne Thompson; Roger Lee; Kristina Alfaro; Benjamin
Fu; Bill Mitchell; Joanne Magrini; City of Cupertino Parks and Recreation Commission
Subject:Response to the Final Report by Koff Associates, re PRA #21-85
Attachments:Cupertino Org Structure Citywide Report 8-24-21.pdf
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the
sender and know the content is safe.
Please have this email read into the Public Comment portion of Oral Communications at the next City Council meeting as
best as possible.
Thank you for your time.
Hello Mr. Larson-
Thank you for obtaining the Final Report of the staffing analysis done by Koff & Associates and forwarding it to me. This
fulfills my Public Records Act request from May 21, 2021. It is unfortunate that you and the City Council needed to become
involved. Once the “responsive” City Staff became aware of the missing Final Report back in April 2021, they should’ve
rectified the situation themselves.
In reading the report, it appears that the ‘analysis’ was just a classification/FTE position clarification rather than a comparison
of the actual work done by the City of Cupertino’s Staff in their respective departments as compared to the work done by
their peers in other cities. Job Titles are just Job Titles. What is a “Clerk” in one city is a “Support Staff II” in another. It is
the work performed or the volume of work that matters. This is what should’ve been compared. As you stated, the Draft
Report was flawed. So too, is this report.
Some Examples: 1) It was stated in the report that the Building Department has one more Building Inspector than that of
the comparable cities. As such, the report recommends that the Building Inspector Staffing be reduced. The report does not
mention that the City of Cupertino’s Building Inspectors have the continuing task of supporting the development (and on-
going redevelopment) of an international, multi-billion dollar, company headquartered within the City. The comparable cities
do not have this specific need. More staffing by the Building Department is required to support this particular, special
demand. 2) The report states that the Deputy (City)Board Clerk position in the Community Development Department (my
position) was recommended to be re-classified as the other, comparable cities, did not have this classification in their
departments. The report omitted the fact that the other cities’ Community Development Departments only conduct two to
three different types of public meetings on a regular basis each month. The City of Cupertino’s Community Development
Department has, over the years, conducted up to seven different types of public meetings on a regular basis each month;
Planning Commission, Housing Commission, Fine Arts Commission, Design Review Committee, Environmental Review
Committee, Economic Development Committee, and Administrative Hearings. The comparable cities have no need for a
designated Staff Member to manage agenda packets/public meetings along the same scope as that of a Deputy City(Board)
Clerk simply due to their lack of this volume of public meetings. 3) The report indicates that the Administrative Services
Department and the IT Department are overstaffed, yet the report states that “No changes are recommended”. All other
(deemed) overstaffed departments in the report had recommendations to reduce staff, reclassify staff, or shift workloads
among staff.
Due to the woeful inconsistencies contained in this Final Report, it can be suggested that this report has been tailored to
reflect a desired narrative. A narrative that calls for a reduction in the City’s payroll liability. The Human Resources Manager
and the Administrative Services Director made staffing changes based upon the recommendations contained in a flawed
Draft Report. They implemented these changes without the direction of or the acknowledgement of the City Council. The
analysis was concluded in December 2020 and the Final Report and presentation should have been made to the City
Council in early 2021. That did not happen. It is unconscionable to me that these draft recommendations were enacted prior
2
to receiving some feedback from the City Council. After implementation of these un-vetted recommendations, the City had
an unrepresented 10 employees retire within a 2 week time span. There was also a few other employees who were
terminated as their positions no longer existed. Some of the 10 retirees were forced to retire early due to the loss of or
reclassification of their position. This early retirement has cost these retirees not only their career but tens of thousands of
dollars in lost pension benefits in addition to the emotional loss. When I asked several times why the changes to my position
couldn’t have waited until my (planned) retirement, I got no answer. Which leads me back to the budget narrative. The long-
time employees, hired before 2003, needed to go. Our employment contracts had become expensive.
I get it. The City’s revenues are down due to Covid-19. However, had the Final Report been presented to Council in early
2021, there would’ve been time to put together a budget that phased or transitioned the payroll liability accruals.
Communication with the affected employees could’ve happened. I found out later that Supervisors had been instructed not
to talk to their employees about what was happening to them. “Questions were to be referred to HR”. Instead, employees
were demoralized and shuffled off to CalPERS or left to find another position elsewhere. The institutional knowledge losses
from these long time employees has yet to be realized by the City. The residents of the City of Cupertino have come to
expect a level of service that cannot be achieved by those left behind us without everyone enduring a long learning curve.
We are big shoes to fill.
Cc:
City Council
Planning, Housing, Parks & Recs, & Fine Arts Commissions
City Clerk
Department Heads
Submittal date: August 24, 2021
Staffing and Organizational
Assessment Final Report
City of Cupertino
KOFF & ASSOCIATES
Katie Kaneko
President
2835 Seventh Street
Berkeley, CA 94710
www.KoffAssociates.com
kkaneko@koffassociates.com
Tel: 510.658.5633
Fax: 510.652.5633
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
August 24, 2021
Ms. Vanessa Guerra
Human Resources Manager
Administrative Services
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014
Dear Ms. Guerra:
Koff & Associates is pleased to present the Staffing and Organizational Assessment Report for the
City of Cupertino (“City”). This report documents the study methodology and provides best
practice recommendations related to operational processes and staffing.
We would like to thank you, Kristina Alfaro, Laura Miyakawa, and City staff for your assistance
and cooperation, without which this study could not have been brought to its successful
completion. We will be glad to answer any questions or clarify any points as you are
implementing the findings and recommendations and of course, are available any time to provide
you our professional assistance.
Very truly yours,
Katie Kaneko
President
Organizational Assessment – Final Report
City of Cupertino
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
Table of Contents
EXECUTIVE SUMMARY ..................................................................................................... 1
Study Scope ................................................................................................................. 1
Recommendations ...................................................................................................... 1
CITY INFORMATION ......................................................................................................... 2
Current City Structure .................................................................................................. 3
METHODOLOGY .............................................................................................................. 8
ANALYSIS AND RECOMMENDATIONS ......................................................................... 10
Staffing & Workforce Planning ................................................................................. 10
DEPARTMENT/DIVISION STAFFING LEVELS ................................................................... 11
City Manager’s Office ............................................................................................... 11
Administrative Services Department ....................................................................... 36
Community Development Department ................................................................. 48
Innovation and Technology Department .............................................................. 61
Parks and Recreation Department ......................................................................... 67
Public Works Department ......................................................................................... 77
Department Culture ................................................................................................ 108
CONCLUSION .............................................................................................................. 109
Organizational Assessment – Final Report
City of Cupertino
2835 Seventh Street, Berkeley, California 94710 | 510.658.5633 | www.KoffAssociates.com
FIGURES
Figure 1: Citywide Organizational Chart ...................................................................... 3
Figure 2: City Manager’s Office Organizational Chart ............................................ 11
Figure 3: Administrative Services Organizational Chart ........................................... 36
Figure 4: Community Development Department Organizational Chart ............... 48
Figure 5: Innovation and Technology Organizational Chart ................................... 61
Figure 6: Parks and Recreation Organizational Chart .............................................. 67
Figure 7: Public Works Organizational Chart ............................................................. 77
TABLES
Table 1. City Departments and Divisions and Allocated Positions ........................... 4
Table 2. Staffing Analysis – City Manager’s Office ................................................... 13
Table 3. Workload Metrics – City Clerk’s Office ........................................................ 30
Table 4. Program Organization – City Manager’s Office ......................................... 33
Table 5. Staffing Analysis – Administrative Services .................................................. 37
Table 6. Workload Metrics - Human Resources ......................................................... 44
Table 7. Staffing Analysis – Community Development and Planning Department
......................................................................................................................................... 50
Table 8. Workload Metrics – Building Inspectors ....................................................... 52
Table 9. Staffing Analysis – Innovation and Technology .......................................... 62
Table 10. Staffing Analysis – Parks and Recreation ................................................... 70
Table 11. Staffing Analysis – Public Works................................................................... 78
Table 12. Number of Capital Improvement Projects ................................................ 83
Table 13. Contract Services Budget – Public Works ................................................. 92
Table 14. Workload Metrics – Streets Division ............................................................ 95
Table 15. Performance Metrics – Streets Division ...................................................... 96
Table 16. Workload Metrics – Trees and Right-of-Way (Medians) Division ............ 99
Table 17. Workload Metrics – Grounds Division ....................................................... 102
Table 18. Workload Metrics – Facilities and Fleet Division ...................................... 103
APPENDICES
Appendix I. Summary of Recommendations
Appendix II. Staffing Analysis
Appendix III. References
Organizational Assessment – Final Report
City of Cupertino
1
EXECUTIVE SUMMARY
In May 2020, the City of Cupertino (Cupertino) contracted with Koff & Associates (K&A) to
conduct a comprehensive city‐wide organizational assessment study. The study focused on
organizational structure, staffing roles and responsibilities and resources of each of the
departments (and divisions within the departments) relative to the best management practices
of other similar organizations. In addition, in November 2020 an amendment to the contract was
executed to provide for a more in‐depth analysis of the Public Works Service Center. While this
final report was not released until August 2021, most of the work and analysis was conducted in
Fiscal Year 2020‐21 and based on staffing, structures and funding during that year.
Study Scope
This organizational assessment review process was precipitated by:
The desire to identify best management practices related to organizational structure of
Cupertino; to recommend strategies to incorporate market best practices into day‐to‐day
operations; and to identify opportunities to leverage departmental efforts to improve
overall synergy throughout Cupertino;
To ensure the organization is properly staffed, numerically and organizationally, to carry
out current and future functions in the most efficient manner possible; and
Recent organizational changes at Cupertino, including a new City Manager and other new
hires in key management positions, and reorganization of some city programs/functions.
Throughout this study process K&A found that management and staff have a strong desire to
improve Cupertino’s organizational effectiveness and morale. The engagement and candidness
of staff participating in in the study process was impressive. As is true in any organization there
are areas in need of improvement. The goal of this study is to help identify priority areas of focus
to assist in enabling organizational improvements with the goal of increasing the quality of
services and programs.
Recommendations
Based on the analysis of the data collected twenty‐one (21) recommended action items were
identified. Each of these recommendations is explored in detail within the Analysis and
Recommendations section. The summary of recommendations by theme can be found in
Appendix I.
Organizational Assessment – Final Report
City of Cupertino
2
CITY INFORMATION
Cupertino, California, is on the western edge of Silicon Valley against the foothills of the Santa
Cruz Mountains. With a population of 64,000 people within 13 square miles, Cupertino is 42 miles
south of San Francisco and is home to world renowned high‐tech companies.
Cupertino’s mission is to provide exceptional service, encourage all members of the community
to take responsibility for one another and support the values of education, innovation, and
collaboration.
Cupertino’s reputation as a center of innovation in Silicon Valley far surpasses its moderate size
of approximately 64,000 residents. Around the world, Cupertino is famous as the home of high‐
tech giant Apple Inc. In the San Francisco Bay Area, Cupertino is known as one of the founding
cities of Silicon Valley and as a city with excellent public schools.
Quality schools and closeness to technology jobs make Cupertino a desirable address for a highly
educated and culturally diverse population. More than 60 percent of residents aged 25 years or
older hold a bachelor’s degree or higher, and more than 40 percent were born outside of the
United States. Cupertino’s lush social tapestry includes a range of parades and events, such as
the Diwali Festival of Lights, Cherry Blossom Festival, Moon Festival and Tournament of Bands.
Education, innovation, and collaboration are the hallmarks of Cupertino reinforced by the city
government, the community, and businesses. For example, the configuration of the Civic Center
complex underscores this theme: City Hall and the Cupertino Library flank the Cupertino
Community Hall. The Community Hall houses the City Council chambers and accommodates
public and private events. The library, part of the Santa Clara County Library system, occupies a
state‐of‐the‐art two‐story, 54,000‐square‐foot building.
Residents help to guide the city’s development and quality of life by serving on commissions and
committees, including Planning, Fine Arts, Technology, Information & Communication, Parks &
Recreation, Housing, Teen, Library, Bicycle and Pedestrian and Public Safety.
Cupertino is a progressive and diverse city that places high value on community outreach and
engagement. This collaboration between community and city government influences the range
of city services provided, which is not paralleled in other communities.
Organizational Assessment – Final Report
City of Cupertino
3
City Structure (as of Fiscal Year 2020-21)
*Contracted services
Figure 1: Citywide Organizational Chart
Citizens of
Cupertino
City Council
City Attorney*Law
Enforcement*
City Manager's
Office
Community
Development
Building
Planning
Code Enforcement
Housing
Parks and
Recreation
Recreation and
Education
Sports, Safety, and
Outdoor Rec
Business and
Community
Services
Innovation and
Technology
Infrastructure
Applications
GIS
Public Works
Capital
Improvement Transporation Environmental
Programs
Development
Services Service Center
Streets Grounds Trees and ROW Facilities and Fleet
Disaster
Preparedness
Economic
Development*
Sustainability
Program City Clerk Office of
Communications
Community
Outreach
City Treasurer
Admin Services
Finance and
Budget
Human Resources
Committees and
Commissions
Organizational Assessment – Final Report
City of Cupertino
4
The City has six departments, each with multiple divisions, and a total of 191.75 allocated
positions.
Table 1. City Departments and Divisions and Allocated Positions
Department/Division FTE
OFFICE OF THE CITY MANAGER 16.75
City Manager 1.00
Assistant City Manager 1.00
Executive Assistant to the City Manager 0.00
Assistant to the City Manager 1.00
Sustainability Manager 1.00
Management Analyst 1.00
Emergency Services Coordinator 1.00
COMMUNICATIONS 6.75
Public Information Officer 1.00
Community Relations Coordinator 0.75
Community Outreach Specialist 1.00
Multimedia Communications Specialist 3.00
Senior Office Assistant 1.00
CITY CLERK’S OFFICE 3.00
City Clerk 1.00
Deputy City Clerk 1.00
Senior Office Assistant 1.00
CITY ATTORNEY'S OFFICE 1.00
Legal Office Manager 1.00
ADMINISTRATIVE SERVICES 16.00
Director of Administrative Services 1.00
Administrative Assistant 1.00
Senior Management Analyst 1.00
FINANCE 9.00
Finance Manager 1.00
Senior Management Analyst (limited term) 1.00
Senior Accountant 1.00
Accountant II 2.00
Organizational Assessment – Final Report
City of Cupertino
5
Department/Division FTE
Accounting Technician 1.00
Account Clerk I/II 3.00
HUMAN RESOURCES 4.00
Human Resources Manager 1.00
Human Resources Analyst II 2.00
Human Resources Technician 1.00
COMMUNITY DEVELOPMENT AND PLANNING 29.00
Director of Community Development 1.00
Assistant Director Community Development/Building Official 1.00
BUILDING 16.00
Deputy Building Official 1.00
Senior Building Inspector 1.00
Building Inspector 4.00
Plan Check Engineer 1.00
Permit Center Manager 1.00
Permit Technician 3.00
Senior Code Enforcement Officer 3.00
Office Assistant 1.00
Administrative Assistant 1.00
PLANNING 11.00
Planning Manager (includes Housing Manager [working title]) 2.00
Management Analyst 1.00
Senior Planner 2.00
Assistant/Associate Planner 5.00
Deputy City Clerk 1.00
INNOVATION AND TECHNOLOGY 12.00
Chief Technology Officer 1.00
Administrative Assistant 1.00
APPLICATIONS 3.00
Innovation and Technology Manager 1.00
Business Systems Analyst 2.00
GIS 3.00
Organizational Assessment – Final Report
City of Cupertino
6
Department/Division FTE
Innovation and Technology Manager 1.00
Business Systems Analyst 1.00
Engineering Technician 1.00
INFRASTRUCTURE 4.00
Innovation and Technology Manager 1.00
Business Systems Analyst 1.00
Information Technology Assistant 2.00
PARKS AND RECREATION 29.00
Director of Parks & Recreation 1.00
Assistant Director Recreation & Community Services 1.00
Management Analyst 1.00
Administrative Assistant 1.00
BUSINESS AND COMMUNITY SERVICES 8.00
Recreation Supervisor 1.00
Recreation Coordinator 1.00
Community Outreach Specialist (reports to Public Information Officer) 1.00
Facility Attendant 2.00
Senior Office Assistant/Office Assistant 3.00
SPORTS AND OUTSIDE RECREATION 8.00
Recreation Supervisor 1.00
Recreation Coordinator 6.00
Office Assistant 1.00
RECREATION AND EDUCATION 9.00
Recreation Supervisor 1.00
Recreation Coordinator (1 position is limited term) 5.00
Case Manager 1.00
Facility Attendant 1.00
Senior Office Assistant 1.00
PUBLIC WORKS 89.00
Director of Public Works 1.00
Senior Management Analyst 1.00
Administrative Assistant 1.00
Organizational Assessment – Final Report
City of Cupertino
7
Department/Division FTE
Park Restoration Improvement Manager 1.00
ENGINEERING 5.00
Assistant Director of Public Works/City Engineer 1.00
Senior Civil Engineer 2.00
Public Works Inspector 1.00
Engineering Technician 1.00
ENVIRONMENTAL PROGRAMS 5.00
Environmental Programs Manager 1.00
Environmental Programs Assistant 2.00
Environmental Program Compliance Technician 1.00
Environmental Programs Specialist 1.00
CAPITAL IMPROVEMENT 5.00
Capital Improvement Program Manager 1.00
Public Works Project Manager (1 Position Is LT) 4.00
TRANSPORTATION 7.00
Transportation Manager 1.00
Senior Planner (Position Is LT Transportation Planner) 1.00
Assistant Civil Engineer 2.00
Environmental Programs Assistant 1.00
Traffic Signal Technician 1.00
Traffic Signal Tech‐Apprentice 1.00
SERVICE CENTER 3.00
Service Center Superintendent 1.00
Administrative Assistant 1.00
Senior Office Assistant 1.00
STREETS 12.00
Public Works Supervisor 1.00
Public Works Inspector 1.00
Street Light Worker 1.00
Maintenance Worker III 1.00
Maintenance Worker I/II 8.00
GROUNDS 20.00
Public Works Supervisor 1.00
Maintenance Worker III 2.00
Organizational Assessment – Final Report
City of Cupertino
8
Department/Division FTE
Maintenance Worker I/II 17.00
TREES AND RIGHT OF WAY 17.00
Public Works Supervisor 1.00
Maintenance Worker III 2.00
Maintenance Worker I/II 14.00
FACILITIES AND FLEET 11.00
Public Works Supervisor 1.00
Lead Equipment Mechanic 1.00
Equipment Mechanic 1.00
Maintenance Worker III 2.00
Maintenance Worker I/II 6.00
TOTAL 191.75
METHODOLOGY
K&A utilized various methods of data collection including document review, individual and group
interviews, questionnaires, and external surveys. These methods produced in‐depth data from
various stakeholder groups and data from comparable City’s.
The city‐wide organization assessment was separated into two phases, with the first phase
focusing on the City Manager’s Office and Community Development Department, and the second
phase incorporating the remainder of the City departments. This report documents the
methodology, findings and recommendations for Cupertino holistically including the information
from the first phase of the study.
Project Team Identification. The process started with the identification and development of the
project team. K&A met with the project team to create a specific work plan and schedule,
reaffirm primary objectives, determine the timetable and deadlines, and determine
responsibility for coordinating/scheduling communications with employees and management.
Document Review. Documentation from Cupertino was collected. The documentation included
current organization charts, classification descriptions, operational and capital improvement
program budgets, documentation on current operational practices, policies and procedures and
other relevant documentation.
Individual Interviews with Senior Management. Individual interviews were conducted with each
member of the senior management team (Assistant City Manager and department heads). The
purpose of the interviews was to gather information on organizational efficiency and staffing. In
addition, department heads were interviewed to gather feedback on services provided by the
departments and which commissions and committees those departments provided staff
Organizational Assessment – Final Report
City of Cupertino
9
work/staff liaison roles for. The information gathered was used to gain a clearer understanding
of needs and resources related to staffing and the impact on department efficiency and
effectiveness.
Individual and Group Interviews. Staff were invited to participate in the individual and/or group
interview process. The purpose of the interviews was to follow‐up on the information provided
via department head interviews, as well as to get staff perspective on roles and responsibilities
and staffing needs and resources.
External Survey of Comparable Cities. Finally, K&A collected data from comparable cities. Most
of the data collection involved review of public documents available on the city’s’ websites. In
addition, information requests were sent via email and/or follow‐up conversations with city
representatives occurred.
K&A met with City management to discuss the list of comparator cities to be included in the
external survey. The factors that were reviewed in selection of the comparator cities included:
Organizational type and structure: While various agencies may provide overlapping
services and employ some staff having similar duties and responsibilities, the role of each
city is somewhat unique, particularly in regard to its relationship to the citizens it serves
and level of service expectation.
Similarity of population served, number of full‐time equivalents, and operational
budgets: These elements provide guidelines in relation to resources required (staffing and
funding) and available for the provision of city/departmental services. They also speak to
the diversity of the community that they serve and the common issues that Cupertino
might face to best serve that community.
Scope of services provided: While having a city that provides all of the services at the
same level of citizen expectation is ideal for comparators, as long as the majority of
services are provided in a similar manner, sufficient data should be available for analysis.
These elements were considered in selecting the group of comparator agencies. The Project
Team agreed upon a list of seven recommended cities which were used as comparators for the
purposes of this study:
1. City of Campbell
2. City of Dublin
3. City of Gilroy
4. City of Menlo Park
5. City of Milpitas
6. City of Newark
7. City of San Ramon
The goals of the industry/market survey were to obtain information on the following:
Organizational structure, reporting relationships, span of control and staffing levels;
Organizational Assessment – Final Report
City of Cupertino
10
Resources available, including human, financial, and technological resources; and
Best management practices and standards.
ANALYSIS AND RECOMMENDATIONS
Cupertino is continuously working toward enhancing productivity, performance improvement
and aligning spending with results. In researching and analyzing Cupertino’s operations, K&A
identified potential staffing and organizational structure changes for City Council and City
management to focus on and address.
Cupertino has a dedicated staff ready to move forward to make meaningful and sustainable
changes to ensure that Cupertino meets the ongoing needs of the community. The
recommendations described in this section of the report are meant to guide further discussions
and assist the City Council and City management in making organizational and staffing decisions.
Staffing & Workforce Planning
The data and feedback gathered from the management and staff interviews revealed that most
employees believe that their division is adequately staffed. There were some functional areas
within specific departments and/or divisions, such as Community Development Department,
who commented that they felt stretched and an increase in number of staff would alleviate these
feelings. Based on the staffing analysis of the market, generally, the City is comparable to the
market in number of staff, except for a few functional areas.
Prior to beginning the staffing analysis, we want to premise the analysis by stating that Cupertino
is staffed at higher levels compared to the surveyed cities in specific departments/divisions.
However, this does not mean that Cupertino is overstaffed and that positions should be
eliminated. Consideration should be given to the fact that the surveyed cities do not provide all
the same services as Cupertino. For example, one of the seven cities had a position comparable
to the Sustainability Manager; none of the surveyed cities had positions comparable to the
community preparedness/relations positions responsible for neighborhood watch and block
leader programs; one city had a position comparable to the Multimedia Communications
Specialist; and two cities had positions comparable to the Emergency Operations Coordinator.
Furthermore, one city contracts out building inspection services and public works maintenance
services.
The market staffing averages are meant to be a target to establish appropriate staffing levels and
the conclusion should not be that Cupertino is overstaffed or understaffed just purely based on
the numbers. There are other factors, such as services provided that are valued by the
community, albeit unique to Cupertino, that need to be taken into consideration when assessing
staffing levels. Thus, any areas where Cupertino is staffed above or below market numbers
require additional analysis, discussion, and evaluation by management. Finally, if the decision is
Organizational Assessment – Final Report
City of Cupertino
11
to eliminate a position, K&A highly recommends that this is done through natural attrition versus
laying individuals off to ensure operational continuity.
The staffing analysis focuses on the positions where Cupertino deviates from the market average
staffing by more than 0.5 FTE.
DEPARTMENT/DIVISION STAFFING LEVELS
City Manager’s Office
*Legal Office Manager reports to City Manager’s Office
Figure 2: City Manager’s Office Organizational Chart
Roles and Responsibilities of the City Manager’s Office
The City’s Manager’s Office is comprised of several functional/program areas, including
Sustainability, Communications, Community Outreach, Emergency Services, Economic
Development, City Clerk’s Office, and the City Attorney’s Office.
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 as a whole, the City Manager carries out the City’s
goals and objectives.
City Council
City Manager
Assistant City
Manager
Department Heads
Assistant to the
City Manager
Sustainability
Manager
Sustainability
Analyst
Emergency
Services
Coordinator
Community
Coordinator
Communications
Officer
Community
Outreach Specialist
Communications
Assistant
Community
Coordinator
Community
Relations
Coordinator
Multimedia
Communications
Specialists (3)
City Clerk
Deputy City Clerk
Senior Office
Assistant
Economic
Development
Executive Assistant
City Attorney
(Contracted)
Legal Office
Manager*
Organizational Assessment – Final Report
City of Cupertino
12
The Sustainability Division works to implement the City's Climate Action Plan and works across
departments to facilitate activities that reduce greenhouse gas emissions, help to mitigate
financial and regulatory risk, provide utility cost assurances, conserve scarce resources, prioritize
public health and prepare for the impacts of climate change. In this capacity, the program teams
with regional partners and adjacent jurisdictions, and seeks grant funding to develop collective
approaches to implement the City's ambitious Climate Action Plan.
The Office of Communications is responsible for community outreach to ensure that residents
have access to timely, useful, and important information. The primary goal of the division is to
increase public awareness, interest, understanding and participation in the issues facing
Cupertino. The Office of Communications oversees and maintains many of Cupertino’s lines of
communication with residents, including Cupertino’s website, social media accounts, monthly
newsletter, videos, event tabling, flyers and press releases. The Office of Communications also
acts as a liaison between various Cupertino departments and the community when it comes to
disseminating information about projects and events. In FY 2020‐21, the Video Division
transferred from Innovation Technology to the City Manager’s Office. The Video Division staff
promotes Cupertino’s services and programs through its 24/7 government access channel, radio
station, digital signage network, the city’s website, and numerous online video platforms. In
addition, the video staff provides multimedia production services and technical support for all
departments. Video staff also oversees the design, maintenance and engineering of Cupertino’s
broadcast and audiovisual systems.
Community Outreach programs facilitate communication and enhance cultural understanding in
Cupertino neighborhoods through two distinct programs. The Block Leader program is
instrumental in building connected communities, delivering timely and pertinent information to
neighbors, and gathering constituent feedback on programs, resources, and services provided.
The Neighborhood Watch program enhances public safety by providing crime prevention
information to local businesses and residents. The program promotes an active relationship
between the community and the Sheriff’s Office.
The mission of the Office of Emergency Services is to lead and direct Cupertino in prevention,
preparation, mitigation, response and recovery from all emergencies, hazards, incidents, and
events.
The Economic Development program specifically targets business retention, expansion, and
attraction with a focus on small business development, to support Cupertino’s financial stability.
This program is currently staffed by contracted services.
The City Clerk’s Office responsibilities include administrative duties associated with the City
Council’s agenda and actions, publishing legal notices, posting notice of all commission vacancies,
processing codification of City’s Municipal Code, records management, compliance with Public
Records Act requests and provides partial mail service for all City Departments.
Organizational Assessment – Final Report
City of Cupertino
13
The City Attorney is appointed by the City Council to manage the legal affairs of the City, including
the operation of the City Attorney’s Office. The City Attorney’s Office provides all legal services
that are needed to support the City Council, City Commissions, City Manager, department
directors and staff. Currently Cupertino contracts out city attorney and legal services.
Staffing and Organizational Structure Observations and Common Market Practices
Table 2. Staffing Analysis – City Manager’s Office
Department/Divisions Cupertino
FTE
Market Average
FTE
OFFICE OF THE CITY MANAGER 16.75 9.7
ADMINISTRATION 6.0 4.3
City Manager 1.0 1.0
Assistant City Manager 1.0 0.8
Executive Assistant to the City Manager 0.0 1.0
Assistant to the City Manager 1.0 0.8
Sustainability Manager 1.0 0.1
Management Analyst 1.0 0.5
Emergency Services Coordinator 1.0 0.1
COMMUNICATIONS 6.75 0.9
Public Information Officer 1.0 0.5
Community Outreach Specialist 1.0 0.3
Community Relations Coordinator 0.75 0.0
Multimedia Communications Specialist 3.0 0.1
Senior Office Assistant 1.0 0.0
CITY CLERK’S OFFICE 3.0 2.2
City Clerk 1.0 1.0
Deputy City Clerk 1.0 0.8
Senior Office Assistant 1.0 0.4
CITY ATTORNEY'S OFFICE 1.0 0.3
Legal Office Manager 1.0 0.3
OTHER 0.0 1.8
Other 0.0 1.8
Organizational Assessment – Final Report
City of Cupertino
14
City Manager – Administration
Based on the staffing analysis, City Manager’s Office Administration is staffed in alignment with
the market except for the Sustainability Manager and Emergency Services Coordinator. In
addition, the staffing analysis discussion to follow takes a closer look at the Assistant to the City
Manager due to feedback received that this position is currently functioning with a workload of
1.3 FTE.
Assistant to the City Manager
The Assistant to the City Manager manages complex studies and projects of a citywide nature
often involving representation of the City Manager's Office. Assignments may include managing
interdepartmental teams and maintaining relations with committee and intergovernmental
groups. This position performs a wide variety of administrative and confidential assignments
required in the City Manager's Office and undertakes special projects as assigned.
The Assistant to the City Manager primarily focuses on internal and citywide policy development
by researching policies and best practices, conducting outreach with identified stakeholders,
writing draft policy, and revising and finalizing the policy through staff, Council, and stakeholder
review. For example, the Assistant to the City Manager worked on the tobacco policy and
donation/sponsorship policy. The Assistant to the City Manager also oversees legislative affairs
including tracking, reviewing, and providing analysis of legislation relevant to municipal
operations; coordinating and attending legislative affairs meetings in Sacramento; coordinating
and meeting with local legislators to develop a legislative platform; and supporting the Legislative
Review Committee.
Furthermore, the Assistant to the City Manager manages the City Manager’s budgets, as well as
assigned program budgets, contracts, special projects (for example, aircraft noise, minimum
wage and return to work following COVID‐19) and special work program (projects identified by
City Council). The position also provides administrative and analytical support to the Assistant
City Manager and City Manager.
Finally, the Assistant to the City Manager supervises the staff within the City Manager’s Office:
Sustainability Division (1 Sustainability Manager)
Emergency Services Division (1 Emergency Services Coordinator)
Management Analyst
The market staffing analysis shows that the Assistant to the City Manager is staffed at
approximately 0.8 FTE; and at Cupertino the position is allocated as 1.0 FTE. While the staffing
levels for the Assistant to the City Manager is in alignment with the market, there was concern
that this position’s workload (currently assessed at 1.3 FTE) and areas of responsibility (such as
sustainability and emergency management) are not in alignment with the market. There are four
Organizational Assessment – Final Report
City of Cupertino
15
cities with a comparable position to the Assistant to the City Manager and three of the cities
allocates 1 FTE to the position and at San Ramon the position is allocated at 0.5 FTE:
Dublin: The Assistant to the City Manager is allocated at 1.0 FTE and is responsible for
managing, planning, and coordinating complex administrative, program, and analysis
work in support of activities and functions within the City Manager’s Office such as,
disaster preparedness, waste management, animal control, environmental services as
well as contract administration, legislative, budget and fiscal analysis; and provides highly
complex staff assistance to the City Manager and/or Assistant City Manager. This
classification supervises assigned staff.
Gilroy: The Senior Management Analyst is allocated at 1.0 FTE and manages complex,
difficult, and sensitive specialized functions, projects and/or studies; and plans and directs
major departmental and City‐wide functions, programs or activities involving
comprehensive specialized administrative operations. Position responsibilities include
budget/financial analysis, program/organizational analysis, project management,
legislative analysis and development, and contract administration. This class may
supervise assigned staff.
Newark: Assistant to the City Manager is allocated at 1.0 FTE and performs advanced
professional administrative and research tasks for the City Manager; may administer a
specific program area; and conducts complex and comprehensive analyses of a wide
range of programs and services. Position responsibilities include developing
administrative policies, supervising administrative activities in the City Manager’s Office,
serving as manager of liability claims against the City, developing and implementing risk
management program, and acting as a liaison with contract franchises. This class may
supervise assigned staff.
San Ramon: For the purposes of the staffing analysis, the Deputy City Manager (1.0 FTE)
position is allocated equally at 0.5 FTE to Cupertino’s Assistant to the City Manager and
Public Information Officer. The Deputy City Manager is responsible for both functional
areas of assignment. The Deputy City Manager aligns with Cupertino’s Assistant to the
City Manager by supervising assigned staff (1 Administrative Analyst) and supervising or
coordinating a variety of management and administrative support activities including
participating in review of issues facing the City, developing and implementing programs
and projects, coordinating contract arrangements with other agencies, and participating
in the development and implementation of city‐wide goals, objectives, strategic planning
and funding strategies, policies, and procedures.
These positions, like Cupertino’s Assistant to the City Manager, are responsible for citywide
programs and projects, as well as performing financial/budgetary, policy, legislative, contract
administration, and research and analysis work. However, only two of the positions above
actually has supervisory responsibilities (specifically each supervise 1 Analyst); whereas
Organizational Assessment – Final Report
City of Cupertino
16
Cupertino’s Assistant to the City Manager supervises four staff (through lower‐level
supervisors/coordinators). Furthermore, none of the positions above specifically manage
sustainability and emergency operations programs as these programs are managed by different
departments and/or program management is contracted out. For example, at the cities of
Campbell, Dublin, Gilroy, Milpitas, and Newark, sustainability is a function/program administered
by the Public Works Department; and at San Ramon, sustainability is a function/program
administered by the Community Development Department. At the cities of Campbell, Menlo
Park, Milpitas and San Ramon, emergency management is the responsibility of either the police
or fire department; and at Newark, emergency management is contracted out to the County.
Thus, the positions above, while staffed at 1.0 FTE, perform a more limited scope of program
management and supervisory responsibilities as compared to Cupertino’s Assistant to the City
Manager.
There are three cities that do not have an Assistant to the City Manager and/or senior‐level
analyst positions. However, all three of the cities have Deputy and/or Assistant City Managers
that perform the duties assigned to the Assistant to the City Manager as a portion of their
responsibilities, and so for the staffing analysis, the FTE for each position was allocated to the
Assistant to the City Manager and the other positions, as appropriate:
Campbell: The Deputy City Manager (the position is currently vacant and will remain
vacant for fiscal year 2020‐21 due to a hiring freeze) is responsible for many of the duties
performed by the Assistant to the City Manager at Cupertino, including researching and
developing citywide policies, budget management and reporting, legislative analysis
(including tracking pending legislation and recommending and communicating the City’s
legislative position and attending meetings in Sacramento), contract management, and
supervision of staff. The Deputy City Manager also serves as the City’s Purchasing Agent,
manages the communications/public information program, and serves as the City
Manager in his/her absence. In addition to the Deputy City Manager, there is an
Administrative Analyst who reports to the Deputy City Manager and provides assistance
to the Deputy City Manager in areas such as communications/public information,
development of citywide policies, and budget administration and reporting, and provides
administrative support to the Legislative Review Committee. The Administrative Analyst
is comparable to Cupertino’s Management Analyst position allocated to the City
Manager’s Office.
Menlo Park: There is no comparable position to the Assistant to the City Manager; and no
position comparable to the Management Analyst. However, Menlo Park has one Assistant
City Manager and one Deputy City Manager. Both positions, as part of their scope of work,
are responsible for citywide programs, projects, and policies. In addition, the Assistant
City Manager oversees Administrative Services, Library Services, and Community
Organizational Assessment – Final Report
City of Cupertino
17
Services; and the Deputy City Manager oversees Public Works and other citywide
programs/projects.
Milpitas: There is no comparable position to the Assistant to the City Manager; and no
position comparable to the Management Analyst. However, Milpitas has one Assistant
City Manager and one Deputy City Manager. Both positions, as part of their scope of work,
are responsible for citywide programs, projects, and policies. In addition, the Assistant
City Manager manages the public information/communications function; and the Deputy
City Manager manages economic development.
The Assistant to the City Manager at Cupertino is a key support position to the Assistant City
Manager and City Manager, allowing the Assistant City Manager to focus on internal city
operations and providing direct management and guidance to department heads, and allowing
the City Manager to focus on external, City Council, and board/commission/committee relations.
While the market staffing analysis shows that the Assistant to the City Manager position is
appropriately staffed at 1.0 FTE, in looking at the market more closely, the cities with a
comparable position do not necessarily perform the scope of program management and
supervisory responsibilities like Cupertino’s position. By comparison, the Assistant to the City
Manager spends approximately 30% time managing the emergency services and sustainability
programs and providing supervision of staff assigned to these programs. In addition, of the three
cities that do not have an Assistant to the City Manager, two cities have two Assistant/Deputy
City Manager positions filled who serve in the Assistant to the City Manager role as a portion of
their overall responsibilities. At the other city, the Deputy City Manager position performs the
duties of Cupertino’s Assistant to the City Manager, as a portion of their overall responsibilities
and receives support from an Analyst.
Thus, we do not recommend any staffing changes to the Assistant to the City Manager. However,
we recommend that Cupertino further evaluate whether the Office of Sustainability and Office
of Emergency Services should continue to report to the Assistant to the City Manager (see
narrative on Organizational Structure Observations and Common Market Practices section
below). The Assistant to the City Manager spends approximately 30% time supervising these
programs and assigned staff and removing this responsibility for program and staff oversight
would address the workload issues for this position (currently responsible for a workload of 1.3
FTE). As discussed, the majority of the cities surveyed allocate the Office of Sustainability to a
different department, typically Public Works, and the Office of Emergency Services to a public
safety department or is contracted out. While Cupertino does not have a public safety
department, there is opportunity for this function to be consolidated with the Office of
Communications and report to City Manager because both programs are focused on engaging
with external agencies and the community, as well as the City Manager serving as the designated
Emergency Services Manager.
Organizational Assessment – Final Report
City of Cupertino
18
Finally, as a note, we do not recommend the City adjust the staffing levels for the Management
Analyst in the City Manager’s Office at this time. While not all of the cities had an Analyst
allocated to the City Manager’s Office (market staffing average is 0.5 FTE), in taking a closer look
at the market, two cities have both an Assistant to the City Manager and an Analyst; and at both
cities, the comparable Assistant to the City Manager position did not have the same scope of
program management and supervisory responsibilities as Cupertino’s position. However, if
Cupertino were to reorganize the Office of Sustainability and Office of Emergency Services so
that the offices no longer reported to the Assistant to the City Manager, we recommend
Cupertino reevaluating the need for an Analyst position in the City Manager’s Office (with the
assumption that the Assistant to the City Manager could take on policy, legislative affairs, and
project support assigned to the Management Analyst).
Sustainability Manager
The Sustainability Manager oversees the Sustainability Division located within the City Manager's
Office and is responsible for fostering and implementing positive change to make Cupertino
world class in its pursuit of Climate Action Plan (CAP) implementation and greenhouse gas
reduction goals. Cupertino is committed to environmental sustainability, both community‐wide
and in its operations. Sustainability is a key element of Cupertino’s General Plan and Climate
Action Plan that lays out the specific steps for achieving aggressive greenhouse gas reduction
goals.
The work of the Sustainability Division in the City Manager’s Office is distinct from the
Environmental Services Division in Public Works Department in that the Sustainability Division
focuses on achieving sustainability goals such as greenhouse gas reduction and energy saving
incentives, whereas the Environmental Services Division focuses on regulatory compliance such
as solid waste collection and stormwater permit compliance.
Upon further review of the market, only one surveyed city has a Sustainability Division, like the
City, and a dedicated Sustainability Manager classification responsible for program development
and implementation.
At five of the surveyed cities, sustainability is a function/program administered by the Public
Works Department; and at one surveyed city, sustainability is a function/program administered
by the Community Development Department. For these six surveyed cities, there are no positions
dedicated to performing only sustainability program implementation as the responsibility is
shared amongst multiple positions and/or is a component of a position’s overall responsibilities.
The positions responsible for sustainability program implementation (as a shared responsibility
or a portion of their overall responsibilities) at the surveyed cities were typically professional‐
level and/or supervisory‐level positions in engineering, environmental programs and/or facilities
management. Furthermore, the surveyed cities within Alameda County (i.e., cities of Dublin and
San Ramon) receive external support from StopWaste.Org, which is a joint powers authority
Organizational Assessment – Final Report
City of Cupertino
19
formed to provide support to jurisdictions with sustainability efforts and efficient use of
resources.
Most of the surveyed cities do not have a Sustainability Division and/or specialized sustainability
positions, distinguishing Cupertino from other municipalities in their dedication to creating a
sustainable and healthy community to live, learn, work and play. While the market may not
support having a full‐time Sustainability Manager, K&A does not make a recommendation to
adjust staffing levels as this position supports a key initiative at Cupertino and reflects the cutting
edge, progressive culture of the community. Additionally, K&A has observed a trend over the
years to incorporate dedicated resources to this function within municipalities.
Emergency Services Coordinator
The Emergency Services Coordinator manages and coordinates all aspects of Cupertino’s
emergency preparedness, mitigation, response and recovery programs including developing
comprehensive emergency preparedness plans, conducting training and exercises, maintaining
the operational readiness of key facilities and systems for emergency operations and managing
compliance with the National Incident Management System (NIMS) and the Standardized
Emergency Management System (SEMS).
At the surveyed cities, emergency management was either the responsibility of an internal public
safety department (typically performed by sworn staff) and/or a component of the overall
responsibility of a position in another department, such as human resources or community
development. For example, at cities of Campbell, Menlo Park, Milpitas and San Ramon,
emergency management is the responsibility of either the police or fire department. At Dublin,
the Assistant to the City Manager serves as City’s Emergency Operations Center (EOC) Manager
with oversight from the Assistant City Manager, and emergency management duties are
approximately 25% of the Human Resources Director’s responsibilities; and at Gilroy, emergency
management is led by the Recreation and Community Development Departments. Finally, at
Newark, emergency management is contracted out to Alameda County Fire Department.
Cupertino contracts out fire and police services to the County of Santa Clara. However, Cupertino
decided to bring emergency management in‐house sharing County resources with the Western
Valley region and a decision by the City to enhance Cupertino‐specific emergency management
resources and services. The advantage of bringing an emergency management position in‐house
is to better serve and meet the needs of the community by providing more efficiency in response
and emergency operations center communications and activities. Furthermore, recent events
with COVID‐19 and upcoming, scheduled events, like the need for community cooling centers
and public power shutdowns, have increased emergency operations center activities.
In addition, the Emergency Services Coordinator is working on developing a three‐year strategic
plan including developing enhanced response network, as well as planning out financial and
logistical requirements and documentation. In developing the enhanced response network, there
Organizational Assessment – Final Report
City of Cupertino
20
is also a plan to develop a comprehensive, citywide training program for volunteers to be fully
trained to more effectively respond to emergencies and to qualify for reimbursement from the
Federal Emergency Management Administration (FEMA).
Thus, while the market may not appear to support having a full‐time Emergency Services
Coordinator, K&A does not make any recommendation to adjust staffing levels as this position
supports Cupertino’s and community’s overall efforts and commitment to make the city a safe
place to live, work and play, now and in the future. By having an in‐house position dedicated to
emergency management (as opposed to contracting out to the County), Cupertino is better able
to manage available resources (rather than sharing resources with the County and other
jurisdictions; and Cupertino has a robust volunteer program of over 300 volunteers), provide
services and responses specific to the needs of Cupertino (for example, in response to the COVID‐
19 pandemic, providing guidance to department heads on workforce planning, solicitation of
janitorial and related service contract, and/or distribution of supplies like water to employees),
and providing proper training to and redirecting Cupertino staff from other departments to
provide emergency services quickly and efficiently as opposed to waiting for County resources.
Finally, many of the surveyed cities assign emergency management positions to an in‐house
public safety department, however, the City does not provide public safety services in‐house
(services are contracted out to the County). Based on the City’s current departments and
organizational structure, the City Manager being designated the Emergency Management
Director, and consideration for the city‐wide emergency management initiatives currently in
development (i.e., development of emergency management strategic plan and city‐wide training
program), the function and positions should remain in the City Manager’s Office.
As a note, the trend in the market is to call this function “Emergency Management” as opposed
to “Emergency Services.” Thus, K&A recommends changing the program title and associated
classification titles to “Emergency Management.”
City Manager’s Office – Communications
Communications is comprised of the Office of Communications and the Video Division, with a
mission of giving City residents access to timely, engaging, and important information.
The Office of Communications is responsible for:
Media Relations: press releases, responding to media inquiries, maintaining relationships
with media, and pitching stories.
Marketing: graphic design, developing marketing plans and campaigns, social media,
email marketing (e‐notification system), creating signs/banners and photography.
Community Relations: attending and serving as Cupertino representative at events,
coordinating and facilitating open town hall meetings, writing frequently asked questions
(FAQs) and related documentation for projects, writing and sending out newsletters,
maintaining website alerts and banners; conducting community surveys, assisting other
Organizational Assessment – Final Report
City of Cupertino
21
departments with survey development, developing and maintaining relationships with
other agencies, block leader program administration and front desk/reception services.
Community Events: coordinating and programming city‐sponsored events including
providing multimedia support.
Foreign Relations: maintaining relations with four sister cities and ten friendship cities,
including maintaining policy, coordinating delegation visits and tours, providing Cupertino
swag to delegations, and administering reimbursement program.
Crisis Communications: coordinating communications and providing support (such as
writing talking points and communications) with appropriate department.
The Video Division is responsible for producing videos for both city staff as well as the public.
Typically, dozens of video productions are completed every year with a large percentage that are
unscheduled or unanticipated. Video productions range in scope from relatively simple 30‐
second public service announcements to major projects that require more than two months of
on‐going field production, post‐production editing and a live awards program telecast. Video
productions are evaluated and prioritized on the basis of their immediate organizational value,
impact and/or newsworthiness and there is an on‐going need within the division for workflow
and work schedule adaptability when it comes to evaluating video productions and completing
them on time and on budget.
Based on the staffing analysis, the Communications Division is not staffed in alignment with the
market.
Public Information Officer
The Public Information Officer is responsible for citywide public communications working closely
with executive leadership to accomplish successful implementation and progress toward City
Council and organizational goals. The Public Information Officer plans and organizes public
communications activities and operations including media relations, community relations, crisis
management, branding, and internal communications programs, working with other
departments and outside agencies to provide highly responsible and complex consultation. The
Public Information Officer also develops guidelines to create a unified city identity when it comes
to communications. Finally, the Public Information Officer works closely with department staff
to align the message (content) with overall goals (purpose of communication) and the city brand.
The market average staffing for the Public Information Officer is 0.5 FTE. There are three cities
with a comparable position to the Public Information Officer allocated at 1.0 FTE each:
Gilroy: The Community Engagement Manager is responsible for management of the
public information and community engagement function including finalizing the
Community Engagement Strategy and Toolkit, continuing development of a
Communications Framework and Strategy, development of Social Media guidelines, and
refreshing the City’s website. This position reports to the City Manager.
Organizational Assessment – Final Report
City of Cupertino
22
Menlo Park: The Public Engagement Manager develops and updates the Community
Engagement plan with specific strategies for creating and disseminating clear, accurate,
and comprehensive information about City policies, programs, and services and for
facilitating public input into the City decision‐making process. The position is also
responsible for implementing the plan, directly through his/her own work, by managing
the work of consultants and contractors and by supporting and guiding the work of other
City staff throughout the organization. This position reports to the City Manager.
Milpitas: The Public Information Officer proactively provides strategic internal and
external communications about City actions, events, programs and projects; collaborates
with senior management staff and elected officials to develop strategic approaches to
public information; coordinates and disseminates information pertaining to City
operations and services by utilizing traditional and new social media channels; develops
and implements a strategic citywide public information plan; maintains oversight of City
communications activities to ensure consistent and effective management of
information; proactively identifies emerging communications issues and recommends
strategies to address them. This position reports to the Assistant City Manager.
None of the positions above have supervisory/division management responsibilities, like the
Public Information Officer at Cupertino. It should also be noted that the Public Engagement
Manager at Menlo Park is a new position created in fiscal year 2019‐20 in response to a
recommendation in Menlo Park’s Communications Master Plan.
At the remaining four surveyed cities, the duties of the Public Information Officer at Cupertino
are assigned to the Assistant or Deputy City Manager. The public information duties are a portion
of each position’s overall responsibilities (for the market staffing purposes, the FTE allocated to
the Assistant or Deputy City Manager positions were split between the Public Information Officer
and the Assistant City Manager or Assistant to the City Manager staffing allocation, as
appropriate). At two of the cities, there is an Analyst (1.0 FTE each) allocated to support the
Assistant/Deputy City Manager in implementing the public information program. The Analyst
positions are comparable to Cupertino’s Community Outreach Specialist.
While Cupertino’s staffing levels deviate from the market, at those cities that have a comparable
position to the Public Information Officer, the position is staffed at 1.0 FTE. In addition, there is
a trend in the public sector for public information/communications positions to support more
strategic communications externally and internally and to ensure a consistent and unified city
brand and story. The Public Information Officer plays a key role in supporting Cupertino’s efforts
to ensure comprehensive, transparent, and timely communications externally to residents and
the community, as well as internally to City staff. The community of Cupertino is actively engaged
and interested in local government services and activities (as demonstrated by the attendance at
public meetings and participation in community volunteer programs). The public information
function is critical to ensuring clear, comprehensive, and transparent communication and
Organizational Assessment – Final Report
City of Cupertino
23
building trust internally and with the community. The Public Information Officer is key in
developing and implementing communication strategies and thus, there is no recommendation
to adjust staffing levels for this position.
Community Outreach Specialist
The Community Outreach Specialist performs a variety of duties related to the development,
preparation and implementation of strategic internal and external communications, public
information and community relations activities by preparing informational materials for
dissemination through a variety of communications media, public meetings and events,
developing media relations outreach programs for all of the City's primary functional areas and
working with neighborhood communities, businesses and civic leaders to assure their
understanding of Cupertino policies and operations.
There are two Community Outreach Specialist positions in the City (1.0 FTE allocated to the
Communications Division in the City Manager’s Office and 1.0 FTE allocated to the Parks and
Recreation Department). The Community Outreach Specialist in the Communications Division is
responsible for overseeing digital/social media (such as Facebook, Nextdoor, Instagram, Twitter
and You Tube) and the city website, as well as writing and producing a monthly newsletter that
is sent to the residents (20,000+ households). The position spends approximately 30% of their
time participating in planning, developing, and implementing a variety of social media campaigns
and community outreach/education activities; 25% of their time performing public outreach and
community relations activities, events, and public awareness programs; and 15% of their time
researching, creating, editing, and contributing content and materials for public information
materials. The Community Outreach Specialist in Parks and Recreation Department spends
approximately 90% of time supporting the marketing of Cupertino’s parks and recreation
programs and 10% of time supporting citywide communication initiatives.
The market average for both Community Outreach Specialist positions is 0.9 FTE with 0.4 FTE
allocated to the citywide public information/communication support and 0.5 FTE allocated to
department‐specific public information/communication support.
In terms of staffing for citywide public information/communication support, there are two cities
with a position comparable to Cupertino’s Community Outreach Specialist in Communications.
Both cities staff the position at 1.0 FTE and classify the position as an Analyst:
Dublin: The Management Analyst II serves as the Communications Analyst responsible for
supporting and implementing the City’s public information, media relations, and
communications programs. The position also supports the Parks and Community Services
Department in crafting outreach materials and publications. This position reports to the
Assistant City Manager who functions as the Public Information Officer.
San Ramon: The Administrative Analyst works with city departments to coordinate
communications and outreach efforts; coordinates and serves as point person for social
Organizational Assessment – Final Report
City of Cupertino
24
media outreach efforts; assists with emergency communications and outreach; and
ensures brand compliance by updating the City’s style guide and designing,
drafting/writing, and editing newsletters, website content, brochures, fact sheets, press
releases, and presentations. This position reports to the Deputy City Manager who
functions as the Public Information Officer.
The two positions above perform similar responsibilities to the Community Outreach Specialist
in the Communication’s Office. However, the difference between Cupertino and Dublin and San
Ramon is that the two positions at Dublin and San Ramon are the only full‐time positions
supporting the citywide public information function. There is no full‐time Public Information
Officer at these cities. Each analyst reports to the Deputy or Assistant City Manager who spends
a portion of their time serving as the office Public Information Officer for their city.
Furthermore, in looking at metrics related to social media and outreach engagements, on
average, for all of the cities surveyed, the average number of social media followers is 37,367;
the average population served is 58,627; and the average number of social media engagements
(all platforms) per month is approximately 250. By comparison, Cupertino has a comparable
number of social media followers at 36,892 and population served at 59,549. However, in terms
of social media engagements per month, Cupertino is lower than the market average at 169 (all
platforms) engagements per month. Thus, K&A recommends that Cupertino further evaluate the
need for the Community Outreach Specialist position in the City Manager’s Office as the market
staffing and metrics do not support staffing this position at 1.0 FTE.
As mentioned previously, Cupertino has a second Community Outreach Specialist (1.0 FTE)
allocated to the Parks and Recreation Department. This position spends 90% of their time
supporting department‐specific public information, communications, and marketing efforts.
Three of the surveyed cities had a similar position that provided department‐specific support:
Campbell: The Communications and Public Engagement Coordinator is allocated to the
Police Department, specifically, and produces, promotes, manages, implements, and
coordinates communications, public relations, marketing, and media outreach activities
for the City; and leads the City to develop and implement the City’s online and social
media presence and interactive outreach strategy.
Dublin: The Graphic Design and Communications Coordinator is allocated specifically to
the Parks and Community Services Department and is responsible for developing and
coordinating City or assigned departmental marketing, publication, and presentation
materials to encourage positive customer contact, and ensure consistent, credible, and
professional communications are continuously developed within the City.
Milpitas: The Marketing Coordinator is allocated to the Parks and Recreation Department,
specifically, and is responsible for planning, promoting, implementing, coordinating, and
marketing new and existing recreation and citywide services and programs; developing
Organizational Assessment – Final Report
City of Cupertino
25
and maintaining strong communication and working relationship with vendors and
customers; and designing and distributing all marketing materials.
The positions described above at cities of Dublin, Gilroy, and Milpitas share similarities with
Cupertino’s Community Outreach Specialist in the Parks and Recreation Department by
specifically supporting one department (and coordinating department efforts with citywide
efforts) and report to management in the department to which the position is assigned. Each of
these positions are staffed at 1.0 FTE each; and, specifically at Dublin and Milpitas, the positions
work closely and provide support, on a limited basis, to citywide public information and
communication functions.
It is not unusual for a department, like Parks and Recreation or a public safety department, to
have a department‐specific position responsible for public information, communications,
community engagement, marketing, and event planning. Departments like Parks and Recreation
publish multiple guides throughout the year to market the recreation programs, activities, and
services. Furthermore, these departments engage and communicate with the community more
frequently than other departments in order to align programs, activities, and services with
community needs.
With the current social climate, government agencies are also focusing on diversity, equity, and
inclusion efforts. The National Parks and Recreation Association and the National Park Service
Conservation Study Institute have issued publications addressing the importance of community
engagement in parks and recreation services and the latter specifically to implement equitable
and inclusive community engagement strategies around the planning, design, construction,
maintenance, and activation of park projects and park plans. Due to the increasing focus on
integrating diversity, equity, and inclusion strategies into all municipal services including parks
and recreation, it is anticipated that the role of the Community Outreach Specialist in the Parks
and Recreation Department (and similar positions at other agencies) will increase focus on
community engagement from a diversity, equity, and inclusion lens.
Thus, K&A does not recommend changing the staffing levels for the Community Outreach
Specialist allocated to the Parks and Recreation Department. However, with the
recommendation to reassess the staffing level for the Community Outreach Specialist in the
Office of Communications, K&A recommends Cupertino take a closer look at the workload of the
Community Outreach Specialist position allocated to Parks and Recreation Department, as well
as how much time each of the Recreation Coordinators are spending on communications,
marketing, and event planning, to identify if there are opportunities for the Community Outreach
Specialist in Parks and Recreation to provide support for citywide initiatives and strategies as
needed.
Community Relations Coordinator
Organizational Assessment – Final Report
City of Cupertino
26
The Community Relations Coordinator (0.75 FTE) plans, researches, directs, coordinates and
promotes a community engagement program that improves communication, increases public
safety and enhances cultural understanding in the Cupertino’s neighborhoods by disseminating
of useful, important and relevant city information to the neighborhoods and generating tools to
organize neighborhoods and increase citizen involvement. The position develops and maintains
relationships with volunteer neighborhood Block Leaders. The Block Leader program is an
extension of the Neighborhood Watch program and includes approximately 100 active
volunteers. The Block Leader Program teaches residents how to get to know neighbors and
organize activities so neighbors can more easily communicate. Block leaders receive updates on
neighborhood activities and services and are vital links between City Hall and the neighborhoods.
Recently with the COVID‐19 pandemic, block leaders have offered to shop for groceries and run
errands for elderly neighbors; helped to set‐up teams and volunteers on nearby streets; and
informed neighbors about how to remain healthy and safe. Before this, block leaders received
training on active shooter awareness and how to recycle and compost, take action on the climate
crisis and how to gain rebates for water and energy‐efficiency equipment.
None of the cities surveyed had a position comparable to the Community Relations Coordinator
as at all of the cities the neighborhood watch and similar community volunteer programs are
administered by the city’s police department or, for one city, by the county with whom they
contract public safety services. Furthermore, for those cities that administer the program
through their police department, typically the program coordinator and/or point of contact was
a sworn position (such as Sergeant) and/or an administrative support position (such as office
specialist or staff assistant) and program administration was a portion of their overall
responsibilities.
As discussed with other positions, Cupertino is a leader in prioritizing community engagement
and has a community that is receptive. Thus, while the market does not support having a position
dedicated to administering the block leader program, this is a critical program that supports
Cupertino as a safe place to live, work and stay. Furthermore, the Community Relations
Coordinator is key to maintaining positive community relationships, engagement and public
participation related to public safety.
As a note, there are discussions of creating a new Community Preparedness Coordinator position
(1.0 FTE) with the intent of replacing the Community Relations Coordinator and one part‐time
Community Coordinator position (0.5 FTE responsible for administering the Neighborhood Watch
program). The Community Preparedness Coordinator will be responsible for the Neighborhood
Watch and Block Leader programs, as well as supporting emergency management. Having a
single position be responsible for coordinating and administering these programs and activities
falls more in alignment with market practices. If this position is created, the position should
report to Emergency Services Coordinator as the position is more focused on community
engagement and preparedness as opposed to communications.
Organizational Assessment – Final Report
City of Cupertino
27
Multimedia Communications Specialist
The Multimedia Communications Specialist performs a variety of duties related to the
development, preparation and implementation of strategic internal and external
communications, public information, and customer and community relations activities; performs
technical and creative development work in the production of video, audio, media and broadcast
productions for instruction, communications and public information; prepares informational
materials for dissemination through a variety of communications media, public meetings and
events; and works with neighborhood communities, businesses and civic leaders to ensure their
understanding of City policies and operations.
There are three positions (3.0 FTE) that are responsible for designing, managing and maintaining
the many audiovisual and broadcast systems located within the City including systems within the
conference and multipurpose rooms, office and huddle spaces, as well as the complex broadcast
systems within the video control room at Community Hall. Engineering projects differ from
simple repairs, tasks, and modifications in that projects, as defined, require a phased‐in approach
with advanced planning, design, budgeting, resource acquisition and implementation. Most
engineering projects are scheduled well in advance; occasionally, however, video staff may need
to implement unanticipated projects if staff or council priorities require as such.
There was only one surveyed city that had a position with similar functional responsibilities to
the Multimedia Communications Specialist and this city staffed that function with 1.0 FTE. In
addition, K&A reviewed the results of the total compensation study conducted in 2019 to further
assess staffing trends related to multimedia communications support function. In the 2019 total
compensation study, there were four cities, in addition to Milpitas (already included in the
organization assessment market study), that had a comparable classification to the City’s
Multimedia Communications Specialist. Each of these four cities staffed the comparable positions
with 1.0 FTE (as a note, one city had a second comparable position dedicated specifically to their
Utilities Department) and the majority of these positions, not only performed multimedia
support, but also performed general communications/outreach duties.
As a note, during COVID‐19, as the workplace has shifted from a centralized office to remote
work sites, the Multimedia Communications Specialists attend and provide support for all virtual
meetings. The staff are spending approximately half their time supporting Zoom meetings for
City Council, commission, and committee meetings (there are approximately 10 meetings a
week).
While the City benefits from the support of the Multimedia Communications Specialist positions,
the City might evaluate staffing levels to ensure they are aligned to community needs and
expectations. K&A recommends the City further evaluate the need for 3.0 Multimedia
Communications Specialist FTEs in this function and might consider reducing the number of staff.
The evaluation should consider the ongoing needs Cupertino will have related to remote meeting
Organizational Assessment – Final Report
City of Cupertino
28
support, as well as that the cities surveyed typically supplement in‐house staff with contracted
support. For example, the Multimedia Communications Specialist at Cupertino perform more in‐
depth and hands‐on work related to design, management and maintenance of audiovisual and
broadcast systems and equipment as compared to all the other comparable functions and
positions.
Senior Office Assistant
The Senior Office Assistant (working title: Communications Assistant) assigned to the Office of
Communications spends 45% of time on receptionist duties including sitting at the front desk in
City Hall, handling inquiries from the public, incoming calls, and routing individuals to the
appropriate staff, and monitoring public inquiries and creating a weekly document summarizing
and organizing inquiries for use in communications; and spends 40% of time providing clerical
and administrative support including compiling information for reports, copying documents,
filing and retrieving files, reviewing and processing mail, processing invoices and timecards,
preparing weekly items of interest and posting to the City’s website, assisting in creating articles,
and related duties as assigned. The Senior Office Assistant also provides support to the City
Council by writing proclamations, preparing promotional gifts for Council delegation visits,
creating delegation packets, ordering frames and name plates, and setting up meeting rooms.
Four of the seven surveyed cities had comparable positions allocated to the Senior Office
Assistant:
Dublin: There is 1.0 FTE allocated to the Senior Office Assistant position. The position is
shared between the City Manager’s Office and City Clerk’s Office and is responsible for
performing general clerical duties in support of assigned departments including typing,
proofreading, and processing a variety of documents, acting as a receptionist, processing
bills for fees, sorting and filing documents and records, processing mail, and related
duties.
Gilroy: There is 1.0 FTE allocated to the Senior Office Assistant position. The Senior Office
Assistant provides support to the Senior Management Analyst (comparable to Cupertino’s
Assistant to the City Manager) and is responsible for establishing and maintaining files
and official records, typing letters, reports, and other documents, processing mail,
greeting the public and providing assistance, answering phones, and related duties.
Milpitas: There are 2.0 FTE allocated to the Senior Office Assistant position. One FTE is
allocated to the City Clerk’s Office and one FTE is allocated to support the Executive
Assistant to the City Manager. The position in the City Clerk’s Office types, proofreads,
and processes a variety of documents, acts as a receptionist, compiles data, and prepares
and maintains reports, receives, and processes mail, and performs related duties. The
position in City Manager’s Office provides information to the public and City staff in
technical areas, researches and compiles information to complete reports and forms,
Organizational Assessment – Final Report
City of Cupertino
29
organizes and maintains filing systems, takes minutes, processes purchase requisitions,
receives and processes mail, acts as a receptionist, and performs related duties.
San Ramon: There is 1.0 FTE allocated to the Senior Office Assistant position responsible
for providing support to the City Clerk’s Office including answering phones and greeting
visitors, performing data entry, preparing correspondence, reports, forms, and other
documents, gathering information, and performing related duties.
Based on the market staffing levels, the market does not support allocating more than one FTE
to this position (market staffing average is 0.6 FTE and only one of the surveyed cities filled this
position with more than 1.0 FTE). Furthermore, at three of the surveyed cities, the position
reported to the City Manager’s Office and/or City Clerk’s Office and provided support to these
Offices (as compared to public information/communications function specifically).
Thus, based on market staffing and organizational practices, we recommend Cupertino further
evaluate the need for the Senior Office Assistant assigned to Communications. The market
supports having one FTE allocated to provide support to the City Manager’s Office and/or City
Clerk’s Office. This position would provide office and clerical support the Assistant to the City
Manager and City Clerk’s Office, alleviating and addressing the workload issues identified during
the employee interviews. The market does not support the allocation of a position to specifically
support the public information/communications function since the majority of the duties
performed by the Senior Office Assistant allocated to Communications at Cupertino are typically
performed by the position allocated to the Senior Office Assistant in the City Manager’s and/or
City Clerk’s Offices in the market. Finally, as discussed under the Community Outreach Specialist
staffing analysis above, when looking at performance metrics related to
communications/engagement, the market does not support having more than one position
allocated to support the Public Information Officer in the public information/communications
function (excluding the position specifically allocated to the Parks and Recreation Department).
City Manager’s Office – City Clerk’s Office
The City Clerk’s Office responsibilities include administrative duties associated with the City
Council’s agenda and actions; publishing legal notices; posting notice of all commission vacancies;
processing codification of City’s Municipal Code; records management; compliance with Public
Records Act requests; and provides partial mail service for all departments. The City Clerk’s
Office’s mission is to build trust and confidence by promoting transparency, engaging the
community, providing accessibility to local government, and ensuring regulatory compliance.
The City Clerk’s Office manages the citywide records management and retention program
ensuring records are kept and maintained in accordance with state requirements including all
agreements (City Clerk is required to read and sign off on all agreements and associated
amendments). The City Clerk’s Office also maintains legislative history and council actions (i.e.,
adoption of resolutions and ordinances and necessary follow‐up); manages official elections;
Organizational Assessment – Final Report
City of Cupertino
30
manages annual recruitment and appointment process for committees and commissions;
ensures public noticing requirements are met for Council, committee and commission meetings;
and performs various administrative support (such as preparing notices and agendas and
processing and filing campaign statements and Form 700). The City Clerk’s Office responds to
records requests. In 2019, the office processed 127 public records act requests. Finally, the City
Clerk and Deputy City Clerk provide notary services to all city staff and the public as well.
There were concerns raised during the department head and staff interviews that there are
staffing and resource challenges with current staffing levels in the City Clerk’s Office. However,
the staffing analysis does not support adding more positions to the City Clerk’s Office.
Furthermore, when looking at workload indicators such as number of council meetings per fiscal
year and public records act requests processed, the City’s workload metrics are lower than the
market average.
Table 3. Workload Metrics – City Clerk’s Office
City Number of City Council
Meetings FY 2019
PRA’s Processed
FY 2019
Cupertino 18 131
Campbell 24 ‐‐‐‐‐
Dublin 24 ‐‐‐‐‐
Gilroy 38 280
Menlo Park 40 153
Milpitas 33 ‐‐‐‐‐
Newark 24 119
San Ramon 24 186
Average 29 184
Based on feedback from department heads and staff interviews, there is a need in Cupertino to
have a more comprehensive training program for new Council members, commissioners and
committee and board members, as well as for City staff liaisons, to ensure roles and
responsibilities are clearly defined, efficiencies and consistency in processes and compliance with
local, state and federal regulations. The City Clerk’s role is to provide annual training to members,
and the Deputy City Clerk will be responsible for onboarding new members. With the current
workload, and increasing number of public records requests received and processed (over the
last six years the number of public records act requests received and processed has increased by
approximately 800%), frequency of meetings (most recently due to the impact of COVID‐19 and
other societal and environmental impacts) and current day‐to‐day operations, the City Clerk and
Deputy City Clerk would be challenged to allocate time and resources to this effort.
Thus, the City should assess the need for additional resources and staff needed in the City Clerk’s
Office if the Office were to take on a more active role in overseeing the agenda process for all
commissions, boards and committees, ensuring compliance with established rules and
Organizational Assessment – Final Report
City of Cupertino
31
regulations and managing the roles of and relationships between staff and the commission,
board or committee. Included in this effort would be to develop a more comprehensive on‐
boarding and training program for new and current members, as well as a training program for
internal staff that serve in staff liaison roles to support assigned commissions, boards and
committees (including updating committee and commission websites which the City Clerk’s
Office currently is responsible for). This change will help to address current issues and confusion
arising from lack of clarity on roles and responsibilities and consistency in terms of process and
publications.
Finally, citywide mail processing is currently a function assigned to the City Clerk. In looking at
the surveyed cities, there is not a consistent practice as to where this function should
organizationally reside. For example, the City Clerk oversaw this function in one city,
Finance/Administrative Services oversaw this function in two cities and Human Resources
oversaw this function in another city. While there is no consistent market trend as to where
citywide mail processing resides, the City might consider moving this function to Administrative
Services as this is the department that receives the most incoming mail (note: typically Parks and
Recreation and Community Development have the most outgoing mail), especially with the
potential of the City Clerk’s increasing role and responsibility related to committee and
commission support.
City Manager’s Office – City Attorney’s Office
The City Attorney is appointed by the City Council to manage the legal affairs of the City, including
the operation of the City Attorney’s Office. The City Attorney’s Office provides all legal services
that are needed to support the City Council, City Commissions, City Manager, department
directors and staff. City Attorney services are contracted out currently with an appropriated
budget of approximately $1,865,000 for fiscal year 2020‐21.
Cupertino currently has 1.0 FTE (Legal Services Manager) allocated to the City Attorney’s Office.
The Legal Services Manager performs a variety of responsible and confidential administrative and
legal duties for the City Attorney including drafting and reviewing legislation and other legal
documents and instruments; coordinating the gathering of information from various
departments in the preparation of contracts and other legal documents; reviewing contracts and
other legal documents to ensure necessary provisions are included; compiling, organizing and
analyzing various data for use in reports or other documents; assisting in preparation of form
complaints, declarations and other basic pleadings; and coordinating and monitoring overall
office activities and work flow ensuring timely completion of clerical and administrative support
work.
The market staffing average for the Legal Services Manager is 0.5 FTE; whereas the City has 1.0
FTE. Upon further review of the market, three surveyed cities did not contract out City Attorney
services; and at two of these cities there was a comparable position to the Legal Services Manager
Organizational Assessment – Final Report
City of Cupertino
32
allocated at 1.0 FTE each. However, four of the surveyed cities are like Cupertino in that City
Attorney services are contracted out. At the cities that contract out services, one allocated an
Executive Assistant level position to provide administrative support to the contract City Attorney;
and the other three cities did not have internal staff or positions allocated to support the contract
legal services.
It is unusual for Cupertino to have a position dedicated to support a City Attorney function that
is contracted out. The Legal Services Manager provides administrative support to the contract
City Attorney and staff attorneys by managing legal documents and reports (ensuring proper
signatures, supporting documentation and filing), maintaining staff reports and closed session
minutes, maintaining action items and monitoring City Attorney budget expenditures and trends.
In addition, the Legal Services Manager supports risk management (general liability) by receiving
all tort claims and working with a third‐party administrator to process the claims. There are
approximately 25 claims received per year and the Legal Services Manager spends approximately
12.5% of time on receiving and coordinating the processing of tort claims. Finally, the Legal
Services Manager also reviews all contracts to ensure exhibits are properly presented and
insurance requirements are met prior to sending for attorney review and signature.
Although the Legal Services Manager has increased time spent on contract and claims review and
processing, the Legal Services Manager provides minimal, if any, paralegal support to the City
Attorney and legal staff because this is within the scope of services provided by the contract for
legal services. K&A recommends that Cupertino evaluate if there is an opportunity to reallocate
some of the Legal Service Manager’s time to support other initiatives/programs within the City
Manager’s Office (for example, to provide administrative support to the City Manager and/or
Assistant City Manager due to the vacancy in the Executive Assistant) and/or another City
department (for example, providing citywide support for contract administration and/or
Administrative Services who is responsible for managing the risk management program) as there
is less of a need for paralegal and legal administrative support.
City Manager’s Office – Other
The staffing analysis showed that at the surveyed cities, there are typically 1.8 additional FTE
assigned to the City Manager’s Office. These other positions primarily included city attorney and
economic development staff. Specifically, the other positions allocated to the City Manager’s
Office included:
Campbell: City Attorney (1.0 FTE); Economic Development Specialist (1.0 FTE)
Dublin: Economic Development Director (1.0 FTE); Management Analyst – Economic
Development (0.7 FTE)
Milpitas: Economic Development Director (1.0 FTE); Economic Development Coordinator
(1.0 FTE); and Economic Development Specialist (1.0 FTE)
Organizational Assessment – Final Report
City of Cupertino
33
Newark: City Attorney (1.0 FTE); Recycling Assistant (1.0 FTE); Economic Development
Manager (1.0 FTE); Administrative Support Specialist – Economic Development (0.4 FTE)
San Ramon: City Attorney (1.0 FTE), Assistant City Attorney (1.0 FTE)
K&A does not recommend that Cupertino add these additional positions as both functions are
currently contracted out to external attorneys/consultants, however Cupertino might further
evaluate the effectiveness and efficiency of contracting out versus in‐house economic
development services as majority of the surveyed cities have internal positions performing this
work.
Organizational Structure Observations and Common Market Practices
There are six divisions/offices/programs in the City Manager’s Office:
1. City Manager Administration
2. City Attorney’s Office (contracted out)
3. City Clerk’s Office
4. Economic Development Division
5. Office of Communications
6. Office of Emergency Services
7. Sustainability Division
The City Manager’s Office at Cupertino is structured differently than the City Manager’s Office at
most of the other cities. For example, many of the divisions/offices/programs that reside in the
City Manager’s Office are typically found in other departments. As shown, in Table 4, at five of
the cities, Sustainability is organized and allocated to the Public Works Department and at five of
the cities, Emergency Services is organized and allocated to a Public Safety and/or contracted
out. Similarly, at four of the cities, Economic Development is organized and allocated to the
Community Development Department. City Clerk’s Office, contract City Attorney services, and
Office of Communications are typically found in the City Manager’s Office, similar to Cupertino.
Table 4. Program Organization – City Manager’s Office
City Sustainability Emergency
Services City Attorney City Clerk Economic
Development
Campbell1 Public Works Police Contract City Manager’s
Office
Community
Development
Dublin Public Works City Manager’s
Office
Independent
Department
Independent
Department
City Manager’s
Office
1IT and HR are also in the City Manager’s Office.
Organizational Assessment – Final Report
City of Cupertino
34
City Sustainability Emergency
Services City Attorney City Clerk Economic
Development
Gilroy Public Works
City Manager’s
Office / Fire
Department
Contract City Manager’s
Office
City Manager’s
Office
Menlo Park City Manager’s
Office Police
Independent
Department
(contract)
City Manager’s
Office
Community
Development
Milpitas Public Works Fire Contract City Manager’s
Office
City Manager’s
Office
Newark Public Works County
Independent
Department
(contract)
City Manager’s
Office
Community
Development
San Ramon
Planning/
Community
Development
Police City Manager’s
Office
Independent
Department
Community
Development
There is opportunity for Cupertino to reorganize the City Manager’s Office to be more in
alignment with market practices. For example, the Sustainability Division could move to Public
Works and align sustainability efforts, like reduction of greenhouse emissions, with related public
works areas like capital project delivery, development services, and/or environmental
compliance/management. Moving the Sustainability Division would also alleviate the Assistant
to the City Manager of programmatic management responsibilities and address workload issues.
Currently, there are no positions allocated to Economic Development as Cupertino contracts out
this function. Economic development is focused on external relationships with businesses and
ensuring and aligning internal programs, resources, and services to support businesses (such as
business retention, forming relationships and removing barriers to promote business expansions,
and to attract new businesses). With the focus on external relationship building and integration
with internal operations and based on the staffing and workload challenges faced by the
Community Development Department, Economic Development should remain in the City
Manager’s Office reporting to the City Manager.
Cupertino does not provide police and fire services for the Office of Emergency Services to move
to and so the Office of Emergency Services should remain in the City Manager’s Office. There is
opportunity for this Office of Emergency Services to be integrated with the Office of
Communications. Both offices have programs that require extensive internal and external
communications and community relationships building and engagement. Furthermore, there are
positions in the Office of Communications that work closely with community volunteers on
community safety programs such as the Neighborhood Watch Program and Block Leader
Program and align with the efforts of the Office of Emergency Services. This would further
Organizational Assessment – Final Report
City of Cupertino
35
alleviate the Assistant to the City Manager of programmatic management responsibilities and
address workload issues.
Finally, feedback was received through the employee interviews that due to the number of
divisions/offices/programs and diversity of services, there is a lack of a cohesive department
culture and identity the department. One way to address the lack of cohesiveness in the City
Manager’s Office is to hold, department management meetings (including division and program
managers and supervisors) on a regular, on‐going basis. The meeting would consist of the
Assistant City Manager, Assistant to the City Manager, Public Information Officer, City Clerk, and
City Manager. There can be two types of meetings: 1) monthly meetings to discuss department
initiatives and performance‐based budget monitoring (i.e., discuss, learn about, and debate
department strategy and goals encompassing clearly articulated action plans, outcomes,
deadlines and accountability); and 2) weekly or biweekly meetings to discuss day‐to‐day
operational and tactical issues with the agenda of these meetings including status updates but
also time allocated to discuss department‐wide issues and/or work on problem‐solving.
Information discussed at these meetings should then be filtered down to staff as appropriate.
In addition, while each division/office/program has performance goals and measures, there is
opportunity to create department goals and measures that requires collaboration and
communication between the separate divisions/offices/programs to achieve. Having a shared
sense of purpose, an inclusive approach, and clear roles, responsibilities, and accountability
contribute to a cohesive department. The effort to create department‐shared goals and
measures could be led by the Assistant to the City Manager (assuming some of the workload
issues discussed earlier are addressed).
Summary of Recommendations
In summary, there are positions in the City Manager’s Office that are not staffed in alignment
with the market. However, Cupertino is a leader in prioritizing community engagement and
innovative programs (such as sustainability) and has a community that is receptive. Thus, there
were many recommendations to not change staffing levels even if the staffing numbers deviated
from the market.
There are six areas where staffing and/or organizational changes are recommended for the City
Manager’s Office:
Change the program title and associated classification titles from “Emergency Services”
to “Emergency Management.”
Further evaluate the need for 3.0 Multimedia Communications Specialist FTEs and
consider reducing the number of staff.
Retain staffing levels for the Public Information Officer (1 FTE) and the Community
Outreach Specialist position providing support to the Parks and Recreation Department
Organizational Assessment – Final Report
City of Cupertino
36
(1 FTE); and further evaluate the need for a second Communications Outreach Specialist
and a Senior Office Assistant, both currently allocated to the Office of Communications.
Assess the need for additional resources and staff needed in the City Clerk’s Office if the
office were to take on a more active role in overseeing the agenda process for all
commissions, boards and committees, ensuring compliance with established rules and
regulations and managing the roles of and relationships between staff and the
commission, board or committee.
Evaluate if there is an opportunity to reallocate some of the Legal Service Manager’s time
to support other initiatives/programs within the City Manager’s Office.
Evaluate if there is an opportunity to reorganize the City Manager’s Office such that the
Office of Sustainability potentially move to the Public Works Department; and the Office
of Communications and Office of Emergency Management merge and report directly to
the City Manager.
Administrative Services Department
Figure 3: Administrative Services Organizational Chart
Roles and Responsibilities of Administrative Services
Administrative Services consists of three divisions: 1) Administration, 2) Finance and 3) Human
Resources.
Administration oversees and coordinates all divisions and provides staff support to the Fiscal
Strategic and Audit Committees, as well as the Santa Clara County Leadership Academy.
City Treasurer/Director
of Administrative
Services
Finance
Manager/Deputy
Treasurer
Senior Accountant
Accountant II (2)
Account Clerk II (2)Account Clerk I Account Clerk II PT
Accounting Technician
Senior Management
Analyst
Human Resources
Manager
Human Resources
Analyst II (2)
HR Technician
HR Assistant PT
Senior Management
Analyst
Administrative Assistant
Organizational Assessment – Final Report
City of Cupertino
37
The Finance Division oversees all financial accounting and treasury functions for Cupertino.
Accurate and timely maintenance of all financial records, including financial reporting, revenue
collection, banking and investments, disbursement of all funds and payroll processing are
handled by the Finance Division. All required federal, state, and other regulatory reporting with
respect to Cupertino’s financial condition are prepared in the Accounting function within
Finance. In addition, Finance monitors Cupertino’s two investment policies, manages budget‐
to‐actual activities for both operational and capital budgets, performs all financial analyses,
conducts research and prepares reports on all fiscal matters of Cupertino for internal and
external customers.
The Human Resources Division is responsible for the administration of human resources,
employee benefits, and labor relation programs including personnel selection, classification,
compensation, equal employment opportunity, labor negotiations, employee relations,
employee training and development, benefits, and retirement. In addition, Human Resources
administers risk management, safety and wellness programs and a self‐insured workers’
compensation program.
Staffing and Organizational Structure Observations and Common Market Practices
Table 5. Staffing Analysis – Administrative Services
Department/Divisions Cupertino
FTE
Market Average
FTE
ADMINISTRATIVE SERVICES 16.0 14.1
ADMINISTRATION 3.0 1.6
Director of Administrative Services 1.0 1.0
Administrative Assistant 1.0 0.6
Senior Management Analyst 1.0 0.0
FINANCE 9.0 8.5
Finance Manger 1.0 1.2
Senior Management Analyst 1.0 0.1
Senior Accountant 1.0 1.0
Accountant II 2.0 1.9
Accounting Technician 1.0 2.2
Account Clerk I/II 3.0 2.1
HUMAN RESOURCES 4.0 3.7
Human Resources Manager 1.0 1.0
Human Resources Analyst II 2.0 1.3
Organizational Assessment – Final Report
City of Cupertino
38
Department/Divisions Cupertino
FTE
Market Average
FTE
Human Resources Technician 1.0 1.8
OTHER 0.0 0.3
Other 0.0 0.3
Based on the staffing analysis, Administrative Services is staffed in alignment with the market
except for the Senior Management Analyst, Accounting Technician, Account Clerk I/II, Human
Resources Analyst II, and Human Resources Technician positions.
Administrative Services – Administration
Administrative Services – Administration manages the City’s investment portfolio, provides short
and long‐term fiscal planning including implementation of the Fiscal Strategic Plan, manages the
City’s contract for law enforcement services with the Santa Clara County Sheriff’s Office and
performs special projects for the City Manager. Staff also provide support to the Fiscal Strategic
and Audit committees and Santa Clara County Leadership Academy.
In Administrative Services – Administration, the staffing is in alignment with the market except
for the Senior Management Analyst position. The market staffing average shows that there is a
total of 0.1 FTE allocated to Administrative Services, specifically to Finance; whereas Cupertino
has 2.0 FTE allocated to Senior Management Analyst positions in Administrative Services (1.0 FTE
in Administration and 1.0 FTE in Finance.)
Senior Management Analyst
The Senior Management Analyst is responsible for a wide variety of analytical assignments and
activities and provides staff support in the administration and implementation of Cupertino
programs and policies. Senior Management Analyst positions are typically assigned to conduct
analysis and develop and/or recommend processes, procedures or policies related to the work
unit or area of assignment.
The 2.0 FTEs, although one is allocated to Administration and one is allocated to Finance, are
responsible for Cupertino’s budgeting functions. Cupertino, like six of the seven surveyed cities,
does not have a separate budget office. However, the difference between Cupertino and the
surveyed cities is that the budget function at most of other cities is a portion of the
responsibilities assigned to accountant classifications, whereas at Cupertino these
responsibilities are assigned to two Management Analysts and are the primary responsibilities of
these positions.
While Cupertino deviates from market staffing practices, K&A does not recommend reducing the
number of staff and/or reassigning the work to the accountants because budgeting plays an
important role in the effective utilization of available resources in order to achieve overall
Organizational Assessment – Final Report
City of Cupertino
39
objectives of an organization (Unknown, 2020). Furthermore, Cupertino, unlike some of the
surveyed cities, is in alignment with best practices related to budget administration by using
performance‐based budgeting principles focusing on results versus money including reporting on
performance achievements and metrics. It is not entirely uncommon for an agency to use
analytical classifications to perform budgeting functions. Given the nature of the level, scope and
complexity of work expected to be performed by the Senior Management Analyst level, we do
not recommend any changes to the 2.0 Senior Management Analyst FTEs that perform the City’s
budget functions.
Administrative Services – Finance
The goal of the Finance Division is to provide a sustainable level of core services that are funded
from ongoing and stable revenue sources. The Finance Division is responsible for accurate and
timely maintenance of all financial records, collection, disbursements of funds and the payroll
process. The Division also oversees the annual audit and preparation of the Comprehensive
Annual Financial Report (CAFR) and performs year‐long monitoring and analysis of budget‐to‐
actual activities for both operational and capital budgets.
The Finance Division is organized into two programs: 1) Accounting and 2) Business Licenses.
The Accounting program oversees all financial accounting and treasury functions including:
Accurate and timely maintenance of all financial records, such as financial reporting,
revenue collection, banking and investments, disbursement of all funds and payroll
processing;
Preparing required federal, state, and other regulatory reporting with respect to
Cupertino’s financial condition;
Monitoring Cupertino’s two investment policies;
Managing budget‐to‐actual activities for both operational and capital budgets; and
Performing all financial analyses, conducting research and preparing reports on all fiscal
matters of Cupertino for internal and external customers.
The Business License program monitors business licensing activities for compliance with City
Municipal Code and applicable state law. Staff are responsible for issuing business licenses,
collecting appropriate fees, and identifying non‐compliant business activity.
Based on the staffing analysis, the Finance Division is staffed in alignment with the market with
the following exceptions: Accounting Technicians, Accounting Clerk I/II, and the previously
referenced Senior Management Analyst position.
Accounting Technician and Account Clerk I/II
The Accounting Technician performs paraprofessional and high‐level clerical accounting work in
one or more designated areas such as payroll or general accounting and assumes responsibility
Organizational Assessment – Final Report
City of Cupertino
40
for a designated procedural area. There is one position allocated to the Accounting Technician
classification and this position is responsible for processing Cupertino’s biweekly payroll.
The Account Clerk I/II performs clerical accounting and data entry tasks, including preparation,
posting, maintenance and reconciliation of accounting, inventory and statistical records and to
assist and provide information to customers, City staff and the general public via telephone, email
and in person. There are three positions allocated to the Account Clerk I/II classification.
Specifically, two positions are assigned to business licenses and accounts receivable (posts and
reconciles daily cash deposits and journal entries; assists with the preparation and collection of
billing for City services; follows up on delinquent accounts and bad debt; processes petty cash
transactions; balances cash and prepares bank deposits; issues business licenses, follows‐up on
non‐compliant business activity, provides billing, payment and other accounting information to
customers, vendors, City staff and others; and assists customers with business license
applications and payments), and the third position is assigned to accounts payable (manages the
accounts payable process for the City including receiving, reviewing, and approving of vendor
invoices; preparing, reviewing, and verifying of purchase orders and related documentation; and
supporting fixed asset and inventory tracking).
The market staffing analysis reflects that Cupertino is currently staffed below the market by
approximately 1.0 FTE for the Accounting Technician and approximately 1.0 FTE above the
market for the Account Clerk I/II. While Cupertino has allocated the positions differently than the
market by having less technicians and more clerks, when looking holistically at the functional
responsibility of providing technical and clerical accounting support to professional accountants
and the Finance Division, the needs of Cupertino support the current staffing and allocation of
positions. Furthermore, based on the feedback gathered from the employee and management
interviews, current staffing levels do not have an impact on operational efficiencies and
effectiveness. Thus, K&A does not recommend adjusting staffing levels for the Accounting
Technician and Account Clerk I/II.
Administrative Services – Human Resources
The Human Resources Division is responsible for the administration of human resources,
employee benefits and labor relation programs including personnel selection, classification,
compensation, equal employment opportunity, labor negotiations, employee relations,
employee training and development, benefits administration and retirement. In addition, Human
Resources administers risk management, safety and wellness programs and a self‐insured
workers’ compensation program.
The staffing in the Human Resources Division is not in alignment with the market for the Human
Resources Technician and Human Resources Analyst II.
Human Resources Technician
Organizational Assessment – Final Report
City of Cupertino
41
The Human Resources Technician provides a wide variety of paraprofessional, technical, and
clerical duties related to human resources operations and interacts frequently with employees
and the public. More specifically, the Human Resources Technician:
Plans, coordinates, and oversees the employment life cycle for part‐time positions
including recruitment and onboarding for part‐time employees;
Maintains and updates the human resources information system (HRIS) including
ensuring data integrity, updating fields and employee data, troubleshooting technology
issues, and coordinating with payroll and Information Technology for system issues and
updates;
Assists employees and supervisors in using timesheet system;
Assists in coordinating training and development activities;
Processes unemployment claims;
Maintains and monitors Department of Motor Vehicle (DMV) Pull Notice Program;
Works with California Public Employees’ Retirement System (CalPERS) and
employees/retirees to resolve eligibility and benefit questions;
Assists in benefits audits; and
Monitors the Department of Justice system for employee status and processing
employment status changes as required.
Prior to filling the Benefits Analyst position, feedback received from the employee and
management interviews was that there is a need for additional administrative support in Human
Resources. More specifically, while there is an Administrative Assistant assigned to the
Administrative Services Department, the position spends majority of their time and effort
providing administrative support to the Finance Division and Director of Administrative Services.
Furthermore, there have been changes in processes and/or employment activity that has
increased the administrative support workload such as an increase in the number of part‐time
hires and positions to be filled (for example, there can be up to 200 part‐time positions filled
during peak season), and increase in personnel changes requiring HRIS system updates (for
example, an increase in approximately 230 personnel/payroll changes from fiscal year 2018 to
fiscal year 2019). Finally, there is an on‐going need for support in records retention including
filing, organizing policies and procedures, and converting hard copy files to electronic files
(Laserfiche project).
With the Benefits Analyst position filled, the Human Resources Technician will be able to focus
on recruitment and selection support and Benefits Analyst will be responsible for conducting new
hire orientation for full‐time employees, benefits administration, leave management, conducting
interactive processes and meetings, coordinating personnel changes with payroll, and overseeing
and administering assigned programs.
Organizational Assessment – Final Report
City of Cupertino
42
Based on the market staffing analysis, the market staffing levels for the Human Resources
Technician is 1.8 FTE, whereas the Cupertino is at 1.0 FTE. The comparable Human Resources
Technician positions at the surveyed cities are responsible for:
Campbell: The Human Resources Representative (1.0 FTE) performs a variety of
paraprofessional, technical, and administrative support work in one or more specialized
areas of human resources including but not limited to: recruitment and selection,
classification and compensation, risk management, benefits administration, employee
and labor relations, volunteer services functions, human resources information systems,
and/or training and organizational development. More specifically, this position
coordinates the city’s benefits and wellness program, processes personnel transactions,
processes leave requests, coordinates return to work, coordinates human resources
training (new hire orientation, health and benefits fairs, retirement workshops, and exit
interviews), responds to and conducts surveys related to human resources and labor
relations issues, assists in coordinating the workers’ compensation program, and assists
in recruitment and selection (such as placing advertisements, screening applications,
preparing and processing oral board materials, and arranging and coordinating tests and
exams)
Dublin: The Administrative Technician (1.0 FTE) provides responsible technical assistance
to the Human Resources Department by coordinating, monitoring, and reporting on
various departmental activities of a routine and recurring nature; and performs
administrative and technical work of assigned program area. The position provides
support for recruitment and selection, benefits administration, classification and
compensation, and risk management. Dublin also allocates 0.5 FTE to a Senior Office
Assistant to assume overall clerical responsibility for the Human Resources department
including providing office management, maintaining records, preparing reports, serving
as an overall information source, and acting as a receptionist.
Gilroy: The Human Resources Technician (1.0 FTE) provides a wide variety of
paraprofessional and technical duties related to human resources operations including
providing information regarding benefit programs, recruitment processes, workers’
compensation, and personnel policies and procedures; organizing and conducting new
hire orientations; coordinating annual benefits open enrollment process and
development of annual employee benefits statements; coordinating or assisting in
coordinating insurance benefit programs; reviewing benefit bills and invoices;
coordinating retirement and deferred compensation programs; assisting with technical
aspects of recruitment; and coordinating HRIS projects. The Human Resources Assistant
I/II (1.0 FTE) performs clerical and administrative work related to human resources and/or
risk management operations including answering phones, establishing and maintaining
files, preparing correspondence, reports, agendas, minutes, and other documents,
Organizational Assessment – Final Report
City of Cupertino
43
assisting with recruitment (such as Department of Justice Livescan processing and
tracking), preparing and processing personnel action forms, and related work.
Menlo Park: The Human Resources Technician (1.0 FTE) provides specialized technical
support to the Human Resources division in areas of employee orientation, benefits,
recruitment, payroll, and workers’ compensation. More specifically, this position
prepares personnel transaction forms, establishes and maintains personnel files, assists
with recruitment processes (creating brochures, posting announcements, and proctoring
assessments), assist in enrolling and updating employees’ insurances and other payroll
deductions, prepares and processes bills, and assists with open enrollment, wellness fairs,
training, and related employee events.
Milpitas: There are 2.0 FTE allocated to the Human Resources Technician positions with
each position reporting to a Human Resources Analyst. Each Human Resources Technician
performs a variety of administrative and technical paraprofessional support in areas such
as recruitment and selection, classification, HRIS, compensation, benefits, labor relations
employee development, and workers' compensation. More specifically, the positions
receive, report, and process personnel documents and transactions related to workers’
compensation, benefits, recruitment, and training; updating and maintaining position
control; coordinating human resources training (new employee orientation, open
enrollment, retirement seminars, exit interviews); and assisting in administering
employee benefits programs. In addition to the two technicians, there is also a Human
Resources Assistant (allocated at 1.0 FTE) who reports directly to the Human Resources
Director and provides administrative and clerical support to the department in areas such
as data entry, human resources information system maintenance, benefits (processing
enrollments), recruitment and selection (posting recruitment flyers, updating
announcements, scheduling exams and interviews, and preparing oral board and testing
materials), generating personnel action forms, and coordinating training.
Newark: There are 2.0 FTE allocated to the Human Resources Technician. These positions
provide complex and responsible technical and office support work in such areas as
recruitment, selection, classification, compensation, benefits, administration, and
employee relations. More specifically, the positions plan, develop, and participate in
recruitment and selection processes (designing and preparing announcements, screening
applications, preparing and administering tests, and serving as an interviewer); acting as
a liaison between employees and benefit providers; and participating in administering
various programs such as employee benefits, workers’ compensation, and employee
relations.
San Ramon: There is 1.0 FTE allocated to an Administrative Coordinator responsible for
performing, coordinating, and overseeing technical and office administrative support
work within the Human Resources department, including the provision of varied and
complex support to managerial, professional, and supervisory staff or the direct
Organizational Assessment – Final Report
City of Cupertino
44
coordination of specific administrative support projects and operations; and responsible
for supervising assigned staff. In addition to the Administrative Coordinator, there is 1.0
FTE allocated to an Office Specialist and 1.0 FTE allocated to an Office Technician. The
Office Specialist organizes and maintains human resources and personnel record systems,
prepares reports, provides technical support for human resources programs such as
recruitment, employment verification, performance management, and compensation
surveys, assists in administration of labor and employee relations, recruitment and
selection, employee benefits, classification and compensation, employee training and
development, risk management, and family and medical leave. The Office Technician
provides a limited spectrum of office support duties including answering phones and
greeting visitors, data entry, preparing correspondence, forms, and related documents,
gathering information, establishing, and maintaining files, and related duties.
As described above, five of the seven surveyed cities have at least 1.5 FTE allocated to human
resources support positions. However, when taking into consideration the human resources
workload metrics collected, Cupertino is below the market average in terms of number of
recruitments, applications received per recruitment, workers’ compensation claims, new hires
(full‐time), trainings administered, and personnel transactions processed which are major
programmatic/functional areas that the Human Resources Technician and similar positions
support. Furthermore, when looking at overall staffing levels, including the Human Resources
Manager, Analyst, and Technician, Cupertino is staffed in alignment with the market with two
positions allocated to the Analyst‐level and one position allocated to the technician‐level;
whereas the market trend is to staff one position at the Analyst‐level and two positions at the
technician‐level. Thus, while the market staffing levels support increasing the staffing levels of
the Human Resources Technician at Cupertino, when taking into consideration workload metrics
and overall staffing for the Human Resources Department, we do not recommend Cupertino add
positions at the technician‐level.
Table 6. Workload Metrics ‐ Human Resources
City Bargaining
Units Recruitments
Recruitment
Timeline
(Days)
Applications
per
Recruitment
Workers’
Compensation
Claims
New
Hires
(F/T)2
New Hires
(Temp/
Seasonal)2
Trainings Personnel
Transactions
Exits
(F/T)
Cupertino 2 21 68 37 12 16 105 1 938 21
Campbell 6 20 60 30 27 23 107 3 ‐‐‐ 24
Dublin 0 36 60 27 1 14 80 20 380 20
Gilroy 5 75 ‐‐‐ 23 30 127 ‐‐‐ 1500 ‐‐‐
Menlo Park 6 75 45 ‐‐‐ 58 51 7 61 ‐‐‐ 27
Milpitas 5 96 79 38 27 75 127 14 1831 23
Newark 3 30 30 23 36 16 99 0 736 26
2 Excludes City of Gilroy from average since the number of new hires reflects both full‐time and part‐time hires.
Organizational Assessment – Final Report
City of Cupertino
45
San Ramon 2 50 136 44 13 23 153 8 874 18
Average 4 50 68 32 26 33 97 15 1043 23
Human Resources Analyst II
The Human Resources Analyst II performs professional, administrative, and analytical duties in
support of a full range of human resources functions. These include recruitment, classification
and compensation, employment procedures, labor relations, employee relations, risk
management, administration of personnel records, personnel policies, benefits, workers’
compensation, training, and staff development. This classification oversees technical and
confidential processes and programs and provides highly responsible and complex staff
assistance to the Human Resources Manager and the Director of Administrative Services.
The market staffing average is 1.3 FTE for the Human Resources Analyst; whereas Cupertino
allocates 2.0 FTE to the Human Resources Analyst. At the surveyed cities, each of the
comparator’s Human Resource Analyst positions provide professional support in the following
capacity:
Campbell: The Human Resources Analyst (1.0 FTE) performs a variety of Human Resources
projects and assignments including but not limited to: recruitment and selection,
classification and compensation, employee/employer relations, employee safety, training
and organizational development; and assists with labor negotiations.
Dublin: The Management Analyst II (1.0 FTE) performs analytical duties in support of risk
management and personnel support functions.
Gilroy: The Human Resources Analyst (2.0 FTE) perform human resources projects and
assignments that typically fall under the areas of: recruitment, screening, selection,
position classification, salary administration, training, employee safety, diversity
program, and employer/employee relations.
Menlo Park: The Management Analyst I/II (2.0 FTE) administer recruitment and retention,
classification and compensation, and organizational and employee development.
Milpitas: The Human Resources Analyst II (2.0 FTE) perform professional human resources
administrative and analytical assignments in a variety of program areas, including:
recruitment and selection, classification and compensation, workflow and staffing,
benefits administration, employee development and training, employee relations,
systems development, program management, policy and procedure development, and
special programs, including the safety program.
Newark: The Administrative Analyst (1.0 FTE) administers and provides support for
various human resources programs including recruitment and selection, classification and
compensation, employee relations, employee development and training, employee
recognition programs, personnel actions, Equal Employment Opportunity, benefits
administration, workers’ compensation, and safety programs.
Organizational Assessment – Final Report
City of Cupertino
46
San Ramon: The Administrative Analyst (1.0 FTE) in Human Resources administers various
human resources programs including recruitment, classification and compensation,
benefits, training, risk management and claims administration, and labor relations
programs.
At Cupertino, the responsibilities performed by the Analyst positions at the surveyed cities are
split allocated to 2.0 FTEs. One position (1.0 FTE) is responsible for benefits administration,
workers’ compensation, facilitating interactive process meetings for employee accommodations,
leave management, and coordinating personnel changes with payroll. The second position (1.0
FTE) is responsible for recruitment and selection, classification and compensation, and risk
management. Both FTEs are expected to rotate in as part of the labor relations negotiating team,
acting as a scribe, or lending their subject matter expertise related to their area of assignment.
While Cupertino is not in alignment with market staffing practices at the Analyst‐level, overall,
when taking into consideration the staffing levels of the entire Human Resources Department,
Cupertino is staffed in alignment with the market at a total of 4.0 FTE in the department. Where
Cupertino deviates from the market is allocating two positions to the Analyst‐level and one
position to the Technician‐level. At the surveyed cities, typically the positions comparable the
Human Resources Technician position, are responsible for conducting new hire orientation for
full‐time employees, administering benefits, assisting in administering leave management
programs, and coordinating personnel changes with payroll, which are assigned to an HR Analyst
at Cupertino. Cupertino, may in the future, consider reevaluating this body of work to ensure
that the work is allocated to the proper classification (i.e., technician or analyst).
Finally, Human Resources at Cupertino is responsible for labor relations, employee relations, and
risk management, as well as initiatives such as succession planning and evaluating and revising
the performance management program. In comparison to the market, Cupertino is similar to the
market in that at all of the cities surveyed, Human Resources was responsible for administering
employee and labor relations; and at five of the seven cities, Human Resources also administered
the risk management program (the exceptions are Menlo Park where Finance oversees risk
management and Human Resources administers active risk management through the safety and
workers’ compensation programs; and Newark where risk management is budgeted to the City
Manager’s Office).
Human Resources has also been assigned with initiatives such as succession planning and
evaluating and revising the performance management program. Initiatives, such as these,
typically take time in the planning, development, and implementation phases and once
developed, administration falls within the scope and responsibility of human resources staff. At
the surveyed cities, performance management administration falls within the scope of the
Human Resources staff. Succession planning, on the other hand, is not an initiative that many of
the surveyed cities are performing, although most are involved in training and development,
position control for budget management purposes, and recruitment and selection. If Human
Organizational Assessment – Final Report
City of Cupertino
47
Resources were to take on these initiatives, and taking into consideration current staffing levels
and workload, Cupertino should consider outsourcing the initial efforts related to planning and
development, and once implemented, administration of such initiatives would be the
responsibility of Human Resources (which is in alignment with market practices).
Administrative Services ‐ Other
There were three cities that had “other” classifications allocated to their Finance and Human
Resources departments/divisions. These “other” classifications included two cities with office
assistant positions to support human resources and one city with purchasing/buyer positions.
Alternatively, there was feedback that there is a need to review the procurement and contracts
management processes within the Public Works Department. A recommendation from staff and
management was to have a centralized purchasing agent/buyer or related position to oversee
procurements and contracts in the department to increase the process efficiency and
effectiveness. This issue is further discussed under the Public Works Department. K&A did not
see an operational need for a centralized purchasing agent/buyer at this time.
Organizational Structure Observations and Common Market Practices
The Administrative Services Department includes Finance Division and Human Resources
Division, with the Administrative Services Director reporting to the Assistant City Manager.
Cupertino is organized differently than the surveyed cities with respect to Administrative
Services. Specifically:
Campbell: Human Resources is in the City Manager’s Office; and Finance is its own
department.
Dublin and Gilroy: Human Resources is its own department; and Finance and Information
Technology Divisions are in the Administrative Services Department. Human Resources
reports directly to the City Manager.
Menlo Park and San Ramon: Administrative Services includes Human Resources, Finance,
and Information Technology. At Menlo Park, the Assistant City Manager serves as the
Director of Administrative Services; and at San Ramon, the Administrative Services
Director reports to the City Manager.
Milpitas: Human Resources and Finance are separate department and report to the City
Manager.
Newark: Human Resources is its own department; and Finance is in the Administrative
Services Department with City Clerk, Information Systems, Management Services, and
Waste and Recycling Management. The Human Resources Director reports to the City
Manager.
There is no consistent practice in what divisions/functional areas are organized within a broader
Administrative Services Department. Furthermore, while four of the seven surveyed cities
Organizational Assessment – Final Report
City of Cupertino
48
separate out Human Resources as its own department, we do not see a need to change the
organizational structure of the Administrative Services Department.
Finally, there was feedback received that at times each division within the department is viewed
as its own department which has led to unintended workflow, communication, and
organizational cultural issues within the department. These issues extend beyond a review of
staffing and organizational structure; however, any opportunity to make changes, such as
creating on‐going all department staff meetings, help to create a more cohesive department
culture and improve communication and interdepartmental work processes. This is not
uncommon, especially when a department is responsible for a wide diversity of services and/or
programs and appears to be a city‐wide issue and not specific to one department.
Summary of Recommendations
No changes recommended.
Community Development Department
Figure 4: Community Development Department Organizational Chart
Roles and Responsibilities of Community Development Department
The Community Development Department oversees Planning, Building, Housing and Code
Enforcement and provides staff support for the Planning Commission, Housing Commission,
Design Review Committee and Environmental Review Committee.
The Planning Division has a Current Planning program that serves to review projects and
implement Cupertino’s ordinances, land use plans and the General Plan goals and objectives
through the planning review and building plan check processes. The Planning Division also has
the Current‐, Mid‐ and Long‐Term Planning program which assists the community in preparing,
reviewing, and amending documents including the General Plan, Specific Plans, Conceptual Plans,
and the Municipal Code, such as the Zoning Ordinance. Additionally, the program anticipates and
evaluates trends and develops strategies and plans to help Cupertino address change.
Director of
Community
Development
Housing Manager Planning Manager
Associate Planner (2)
Assistant Planner (1)
Senior Planner (2)Deputy Board Clerk Management Analyst
Assistant Director
Community
Development/Buildin
g Official
Code Enforcement
Officer (3)
Administrative
Assistant
Office Assistant
Permit Center
Manager
Plan Check Engineer
Permit Technician (3)
Deputy Building
Official
Senior Building
Inspector
Building Inspector (4)
Organizational Assessment – Final Report
City of Cupertino
49
The Building Division establishes the minimum requirements to safeguard the public health,
safety and general welfare through structural strength, means of egress facilities, stability,
accessibility, sanitation, adequate lighting and ventilation and energy conservation; safety to life
and property from fire and other hazards attributed to the built environment; and to provide
safety to fire fighters and emergency responders during emergency operations. The Building Plan
Review program is responsible for the timely and accurate review and approval of construction
drawings for all residential, commercial and industrial permit applications for buildings and
structures to ensure the proposed design meets or exceeds the minimum life safety, plumbing,
mechanical, electrical, accessibility, energy and structural safety standards of the California
Building Code and all governing local amendments
Also housed in the Building Division is the Building Inspection program. This program enforces
certain minimum standards pursuant to the California Building Code and all local amendments
for all new and existing buildings and structures within Cupertino’s jurisdiction. These minimum
standards include public safety, health and general welfare through structural strength, stability,
sanitation, adequate light and ventilation, and safety to life and property from fire, hurricane,
and other hazards attributed to the built environment. These include alteration, repair, removal,
demolition, use, and occupancy of buildings, structures, or premises. Building Inspections also
regulates the installation and maintenance of all electrical, gas, mechanical and plumbing
systems, which may be referred to as service systems. The program also responds to stormwater
pollution protection, emergency situations and complaints of unsafe structures, work without
permits, and prepares Notices of Violation, as necessary. Unabated cases are referred to the Code
Enforcement Division for further action.
Housing handles the General Administration of the Community Development Block Grant
(CDBG). The CDBG program is a federal entitlement program which serves low‐ and moderate‐
income Cupertino residents. This program administers the grants and loans to non‐profit
developers and agencies for eligible activities such as public improvements, property acquisition
for affordable housing, rehabilitation of affordable units, and development of affordable housing.
The Community Development Code Enforcement program provides enforcement of various
provisions of the municipal code relating to nonconforming land use and building code
compliance. These activities include building without permits, unpermitted removal of protected
trees, nonconforming accessory structures, various use permit violations, private residential
fence height/setback violations, and nonconforming signs. Assistance is provided to Planning and
Building Division staff in the resolution of different code violations and land use concerns, which
are contrary to the municipal code. The Code Enforcement program also provides enforcement
of various provisions of the municipal code relating to parking citations, noise, animal control,
zoning and building, and other compliance areas. Assistance is provided to the Sheriff
Department in the areas of traffic control and other complaint responses.
Staffing and Organizational Structure Observations and Common Market Practices
Organizational Assessment – Final Report
City of Cupertino
50
Table 7. Staffing Analysis – Community Development and Planning Department
Department/Divisions Cupertino
FTE
Market Average
FTE
COMMUNITY DEVELOPMENT AND PLANNING 29.0 21.8
ADMINISTRATION 2.0 2.1
Director of Comm Development 1.00 1.1
Assistant Director Comm Dev/Building Official 1.00 1.0
BUILDING 16.0 10.8
Deputy Building Official 1.0 0.4
Senior Building Inspector 1.0 0.9
Building Inspector 4.0 2.4
Plan Check Engineer 1.0 0.8
Permit Center Manager 1.0 0.5
Permit Technician 3.0 1.7
Senior Code Enforcement Officer 3.0 0.3
Code Enforcement Officer 0.0 2.8
Office Assistant 1.0 0.5
Administrative Assistant 1.0 0.5
PLANNING 11.0 7.6
Planning Manager (and Housing Manager) 2.0 1.2
Management Analyst 1.0 0.6
Senior Planner 2.0 2.1
Assistant/Associate Planner 5.0 2.6
Deputy City Clerk 1.0 1.1
OTHER 0.0 1.3
Other 0.00 1.3
Community Development – Administration
Based on the staffing analysis, Community Development Administration is staffed in alignment
with the market.
Community Development – Building
The Building Inspection program is established to enforce certain minimum standards pursuant
to the California Building Code and all local amendments for all new and existing buildings and
Organizational Assessment – Final Report
City of Cupertino
51
structures within the Cupertino’s jurisdiction. These minimum standards include public safety,
health and general welfare through structural strength, stability, sanitation, adequate light and
ventilation, and safety to life and property from fire, hurricane, and other hazards attributed to
the built environment. These include alteration, repair, removal, demolition, use, and occupancy
of buildings, structures, or premises. The Building Inspections Division also regulates the
installation and maintenance of all electrical, gas, mechanical and plumbing systems, which may
be referred to as service systems. The program also responds to stormwater pollution protection,
emergency situations and complaints of unsafe structures, work without permits, and prepares
Notices of Violation, as necessary. Unabated cases are referred to the Code Enforcement Division
for further action.
Deputy Building Official
The Deputy Building Official assists in the administration of the Building Division including, but
not limited to assigning, supervising, coordinating, and participating in the daily operations of the
Building Division staff and providing technical guidance and training to staff.
The market staffing average is 0.4 FTE; whereas the City staffs this position at 1.0 FTE. K&A does
not recommend adjusting staffing levels for the Deputy Building Official as this position has day‐
to‐day oversight of the Permit Center (permits and plan review) and building inspection and code
enforcement functions. Without this level of oversight, the responsibility would fall to the
Assistant Community Development Director/Building Official, who not only serves as the City’s
Building Official, but serves in an assistant director capacity for the department as well.
Building Inspectors
The Building Inspectors perform inspections of buildings and structures in all stages of
construction and accurately document the results of the inspection. They review various building,
construction, improvement, repair and related building plans and specifications with applicable
building, residential, plumbing, electrical, mechanical, fire, energy, green building standards and
housing codes; and compute fees and issue permits.
Based on the staffing analysis, Cupertino is staffed at approximately 1.7 FTE above the market
staffing average. In looking at performance metrics such as number of inspections conducted,
the market average is approximately 4,500 more inspections per year as compared to the number
of inspections conducted by Cupertino. There was only one surveyed city that had more building
inspectors than Cupertino and at this survey city, the number of building inspections conducted
was almost double the number conducted by Cupertino. Thus, based on the staffing analysis and
further review of performance metrics, K&A recommends that Cupertino consider reducing the
number of building inspectors from 4.0 FTE to 3.0 FTE.
Organizational Assessment – Final Report
City of Cupertino
52
Table 8. Workload Metrics – Building Inspectors
City
Number of Permits
Applications
Received
Number of
Inspections
Requested
Number of Building
Counter Inquiries
Cupertino 2,321 13,625 3,7813
Campbell 1,793 7,526 Not tracked
Dublin Contract Contract Contract
Gilroy 390 18,000 363
Menlo Park 1,065 11,692 ‐‐‐‐‐
Milpitas 4,000 25,000 2,700
Newark ‐‐‐‐‐ ‐‐‐‐‐ ‐‐‐‐‐
San Ramon 2,950 17,000+ 2,850
Average 2,040 15,555 1,971
Permit Center Manager
The Permit Center Manager oversees the operation of the Building Department's permit center
by leading a multi‐disciplinary team to ensure proper coordination of all applications received,
timely service is provided to all customers and collection of fees; and providing coordination with
the Building Department's plan check staff and outside plan check agencies, the general public
and other staff.
Upon further review of the surveyed cities, only three cities had a “permit center” and each of
these cities had a position (1.0 FTE each) comparable to the Permit Center Manager. One city did
not have a “permit center”; however, there is 1.0 FTE allocated as the supervisor over the permit
technician staff. At the remaining three cities, the permit processing staff report directly to the
Building Official/Chief Building Official. K&A does not make any recommendation to adjust
staffing for the Permit Center Manager.
Permit Technician
The Permit Technicians assist architects, engineers, contractors, and homeowners by providing
routine and technical information related to the issuance of permits. They provide technical
information regarding routine building code requirements and ordinances and assist the public
in completing applications and other required forms. In fiscal year 2019, the Permit Technicians
received and processed 2,321 permit applications.
Based on the staffing analysis, Cupertino is staffed at approximately 1.0 FTE above the market
average. In looking at performance metrics such as number of permit applications received and
processed, the market average is slightly less per year as compared to the number of permit
3 Reflects six months of inquiries.
Organizational Assessment – Final Report
City of Cupertino
53
applications received and processed by Cupertino. The ratio of staff to number of permit
applications received and processed is approximately 1.0 FTE for 1,200 permit applications
received and processed. While Cupertino receives and processes more permit applications per
year, using the ratio of staff to permit applications received and processed, Cupertino should be
staffed at approximately 1.5 FTE. Based on the staffing analysis and further review of
performance metrics, K&A recommends that Cupertino consider reducing the number of permit
technicians from 3.0 FTE to 2.0 FTE.
The third FTE could be allocated to a Planning Technician position as there was feedback received
that there is a need for additional technical support for the Planning Division (as discussed under
Community Development – Other below).
Office Assistant and Administrative Assistant
The Office Assistant and Administrative Assistant provide support to the Building Division. The
Office Assistant provides customer services to customers at the counter and over the phone,
processes issued permits, sends out permit expiration letters, schedules inspections, runs
reports, processes refunds, payments and daily cash receipts/deposits, maintains records and
answers phones for building and permit questions. The Administrative Assistant assists in
tracking development projects and preparing reports, updating, and maintaining the department
website, overseeing records maintenance, and providing administrative support to management
and staff.
The market average staffing for administrative support for the building function is approximately
1.0 FTE; whereas at Cupertino, there are 2.0 FTE allocated. Based on performance metrics such
as the number of customers assisted at the counter, Cupertino has assisted approximately 1,000
more customers in six months as compared to the market average indicating that Cupertino
experiences higher counter traffic than surveyed cities. While the metrics provide a measure of
frequency, the metrics do not provide information on the time spent with the customer, reason
for the customer visit and/or who the customer visited with which would also have an impact on
staffing levels.
Based on the market information, K&A recommends that Cupertino consider either maintaining
the current number of FTE and/or reallocating 1.0 FTE to a Planning Technician position (as
discussed under Community Development – Other below).
If Cupertino were to maintain the current number of FTE, there is opportunity for either the
Office Assistant and/or Administrative Assistant to provide administrative support to the code
enforcement staff including receiving and tracking incoming calls and complaints and writing
reports, and alleviate some of the staffing and resource challenges experienced by the Senior
Code Enforcement Officer staff (see discussion under Senior Code Enforcement Officer).
Senior Code Enforcement Officer
Organizational Assessment – Final Report
City of Cupertino
54
The Community Development Code Enforcement program provides enforcement of various
provisions of the municipal code relating to nonconforming land use and building code
compliance. These activities include building without permits, unpermitted removal of protected
trees, nonconforming accessory structures, various use permit violations, private residential
fence height/setback violations and nonconforming signs. Assistance is provided to Planning and
Building Division staff in the resolution of different code violations and land use concerns, which
are contrary to the municipal code.
The Code Enforcement program provides enforcement of various provisions of the municipal
code relating to parking citations, noise, animal control, zoning, building and other compliance
areas. Assistance is provided to the Sheriff Department in the areas of traffic control and other
complaint responses.
The Senior Code Enforcement Officers coordinate activities in the receipt, investigation and
enforcement of the municipal code and other California State codes related to building and life
safety; and perform basic code enforcement related planning and zoning functions. One position
(1.0 FTE) is assigned to the Community Development Code Enforcement program and two
positions (2.0 FTE) are assigned to the Code Enforcement program.
The two positions assigned to the Code Enforcement program received and responded to 3,695
code enforcement calls and complaints in 2019 for issues such as noise, graffiti abatement,
property maintenance, parking enforcement, abandoned vehicle, traffic control, towing vehicles,
and animal control. In 2019, there were 2,953 parking citations issued and 40 administrative
citations issued. The Senior Code Enforcement Officers receive and respond to calls and
complaints by conducting educational and code enforcement efforts including conducting
investigations and inspections. The Senior Code Enforcement Officers are also responsible for
writing reports of findings and actions taken. With the volume of calls and lack of administrative
support in receiving and tracking incoming calls and complaints and writing reports, there was
feedback received that at least one additional Senior Code Enforcement Officer should be added
to the Code Enforcement program.
The market does not support adding one Code Enforcement Officer as Cupertino’s current
staffing level of 3.0 FTE is in alignment with market average staffing levels for the code
enforcement officer and senior code enforcement officer combined. As a note, the staffing
analysis separates out Code Enforcement Officer (journey‐level) from Senior Code Enforcement
Officer (advanced journey‐level and/or lead‐level); whereas Cupertino only has positions
allocated to the senior‐level of the classification series. As shown in the market analysis, all
surveyed cities primarily staff the code enforcement positions at the Code Enforcement Officer
level, with one surveyed city also having a senior‐level classification in addition to the journey‐
level. It is unusual for Cupertino to have three Senior Code Enforcement Officers and none filled
at the journey‐level. Cupertino may want to further review how the Senior Code Enforcement
Officer is defined, level of responsibility, complexity of work and qualifications required to
Organizational Assessment – Final Report
City of Cupertino
55
perform the work and other job factors to assess if there is a need for more than one level in the
Code Enforcement Officer classification series.
Upon further review of performance metrics, the market average number of code enforcement
cases per officer is approximately 130; while at Cupertino the average number of complaints/calls
per each Code Enforcement program officer is approximately 1,800. Furthermore, the City
Council recently adopted a new ordinance creating a regulatory program for short‐term rental
activity with funds allocated funds to be enforced by code enforcement staff. Thus, Cupertino
should further evaluate the need for an additional code enforcement officer; and as part of this
evaluation, Cupertino should consider that there is an opportunity to reallocate the Office
Assistant’s and/or Administrative Assistant’s time to provide additional administrative support
to the Senior Code Enforcement Officers by receiving and tracking incoming calls and complaints
and writing reports.
Organizationally, the code enforcement program has been assigned to various departments over
the years and now resides within the Community Development Department. At all surveyed
cities, code enforcement, like at Cupertino, resided within the Community Development
Department. Furthermore, at the surveyed cities, the code enforcement staff typically reported
to the Community Development Director and/or Building Official (or similar management
classification). There was feedback received during the employee interviews that Cupertino and
staff would benefit from having a code enforcement manager with a background and knowledge
of code enforcement to assist with more complex and/or politically sensitive code cases.
Currently, the code enforcement staff report to the Assistant Community Development
Director/Building Official; and while the Assistant Community Development Director/Building
Official supports staff in the more complex and politically sensitive cases, a position with a
comprehensive understanding of code enforcement resources and resolutions would better
serve the staff and Cupertino in providing clear and best direction in an efficient manner. While
K&A sees the benefit of having a code enforcement manager, the market does not support such
a position, and organizationally, having the Assistant Community Development Director/Building
Official oversee code enforcement follows market practices. Thus, K&A does not make any
recommendations for organizational changes and/or to add a management position in code
enforcement.
Community Development – Planning
The Planning Division provides efficient and responsive professional planning services to the
community and implements city development policies, programs, and regulations. The primary
responsibilities of the Planning Division are to assist the community to plan and foresee future
land uses and policies and to review current development proposals for conformance with the
Cupertino’s adopted policies and ordinances. The Planning Division administers land use
regulations while striving to enhance the livability of Cupertino by fostering a healthy,
Organizational Assessment – Final Report
City of Cupertino
56
prosperous, and sustainable community environment. The Planning Division is responsible for
the following programs:
The Current Planning program serves to review projects and implement City ordinances,
land use plans and the General Plan goals and objectives through the planning review and
building plan check processes.
The Mid‐ and Long‐Term Planning program assists the community in preparing, reviewing,
and amending documents including the General Plan, Specific Plans, Conceptual Plans,
and the Municipal Code, including the Zoning Ordinance. Additionally, the program
anticipates and evaluates trends, and develops strategies and plans to help the City
address change.
The General Administration of the Community Development Block Grant (CDBG) federal
entitlement program is reserved for program administration costs to cover salary and
benefits of staff who operate the CDBG program. The CDBG program is a federal
entitlement program which serves low‐ and moderate‐income Cupertino residents. CDBG
program administration costs represent 20% of the City's annual federal CDBG allocation
plus prior year program income.
BMR Affordable Housing Fund administration: This program covers administration of the
Below Market Rate (BMR) Housing program.
Finally, the Planning Division serves as staff to the City Council on land use issues and to the
following regular commissions and committees:
Planning Commission
Housing Commission
Design Review Committee
Environmental Review Committee
Planning Manager
The Planning Manager assists in planning, organizing, managing, and providing administrative
direction and oversight for major functions and activities of specific functions in the Planning
Division, which may include current and long‐range planning programs and activities. The
Planning Manager effectively uses planning resources to improve organizational productivity and
customer service.
The market staffing average for the Planning Manager is 1.0 FTE; whereas the City has 2.0 FTE
allocated with one position assigned to supervise Planning staff and programs; and the second
position assigned to manage the housing program. In looking at the market, only three of the
surveyed cities had a full‐time (equivalent to 1.0 FTE) position dedicated to administering housing
programs and/or housing planning programs; and of these three cities, all three also had a full‐
time equivalent dedicated to Housing. At the other four surveyed cities, the housing program is
not as robust and is typically administered by planning staff (at less than 0.5 FTE). While the
Organizational Assessment – Final Report
City of Cupertino
57
market does not support having one Planning Manager and one Housing Manager, K&A does not
recommend adjusting staffing levels as five surveyed cities also have a Planning Manager; and at
least three cities have comparable housing programs to Cupertino and staff such programs with
at least one position (a separate position from the Planning Manager). Finally, in reviewing the
City’s Work Program for fiscal year 2020‐21, the Community Development Department is staff
lead and/or the responsible department for 36% of all projects; and 20% of all projects are
dedicated specifically to Housing to support Cupertino’s goal of contributing meaningfully and in
a balanced manner to the housing inventory in support of community needs, including affordable
housing (from extremely low‐income to moderate‐income level housing) and addressing
homelessness. This further supports the recommendation to not adjust staffing levels.
Assistant/Associate Planner
The Assistant/Associate Planners perform various professional‐level work in current and/or
advanced planning and special projects; complete technical assessments and studies; prepare
written analyses and reports; and perform community outreach and education.
The Assistant Planner is the entry‐level class in the professional planning series and incumbents
learn to apply concepts and work procedures and perform professional planning work. As
experience is gained, assignments become more varied and are performed with greater
independence. Positions at this level are trained to represent Cupertino to the Planning
Commission, City Council and other stakeholders and usually perform most of the duties required
of the positions at the Associate level, but usually exercise less independent discretion and
judgment in matters related to work procedures and methods.
The Associate Planner independently manages the more complex planning projects such as
mixed use, multi‐jurisdictional and/or larger projects and research, analyzes and develops
solutions to planning issues. Employees at this level have experience that enables them to
represent Cupertino to the Planning Commission, City Council, and other stakeholders. The
Associate Planner is distinguished from the Senior Planner in that the latter is the advanced, lead‐
level class in the series and is responsible for organizing, assigning and reviewing the work of
planning staff, in addition to performing the more complex, long‐term planning and project
management assignments.
The market staffing average for the Assistant/Associate Planner is 2.6 FTE; whereas Cupertino
has 5.0 FTE. However, upon further review of performance metrics, the average number of
planning applications received is approximately 160 per year, equivalent to approximately 34
applications per planner (equivalent to 1.0 FTE and includes senior planners). In fiscal year 2019,
the Planning Division received approximately 138 planning applications, equivalent to 30
applications per planner (equivalent to 1.0 FTE). Furthermore, each Associate Planner spends
approximately 25% of time dedicated to the administration of housing programs and/or housing
planning programs. Finally, in reviewing City’s Work Program for fiscal year 2020‐21, the
Organizational Assessment – Final Report
City of Cupertino
58
Community Development Department is staff lead and/or responsible department for 36% of all
projects.
Based on the staffing analysis, further review of performance metrics and consideration of the
City’s Work Program, K&A recommends that Cupertino does not change the staffing levels for
the Assistant/Associate Planners.
Deputy City Clerk
Per Cupertino’s classification specification, the Deputy City Clerk performs a variety of
responsible and complex clerical, secretarial and routine administrative duties in the City Clerk's
Office. This position, however, is assigned to the Community Development Department and
supports planning, housing, administrative hearings, the Planning Commission, design review
and environmental review committees and supports the City Clerk and planners to get
information to the City Clerk for City Council meetings.
While Cupertino is staffed in alignment with market staffing practices, the comparable positions
at the surveyed cities were typically an office assistant/specialist, administrative assistant, or
similar classification, not a Deputy City Clerk. Deputy City Clerk classifications at the surveyed
cities were limited to use within the City Clerk’s office/department and not allocated to other
departments. Furthermore, Cupertino’s current classification specification does not represent
the work being performed by this position assigned to the Community Development Department.
Thus, K&A recommends no adjustment to staffing levels; and recommends Cupertino conduct a
classification review of the Deputy City Clerk position to classify the position to align with best
practices.
Community Development – Other
Based on the staffing analysis, there is approximately 1 additional FTE, on average, allocated to
the Community Development Department at the surveyed cities. The other FTE reflects positions
that Cupertino currently does not have and/or allocate staff to. For example, of the five surveyed
cities with “other” positions in the Community Development Department, four cities had a
Planning Technician classification. Typically a Planning Technician performs a variety of technical
duties in support of the Community Development Department, primarily related to land use
regulations and policies; assisting the public at the counter and providing them with technical
information related to the issuance of permit applications, including the process and any related
fees; checking plans; reviewing materials prior to submittal to ensure comprehensive and
accurate submittals; using specialized database and permit tracking management programs;
preparing materials for community meeting presentations; and conducting research related to
planning efforts.
Cupertino currently does not have a Planning Technician classification. The Planning Technician
duties are currently performed primarily by the assistant/associate planners, and to some extent
the Office Assistant, Administrative Assistant and/or Permit Technician. Based on the market
Organizational Assessment – Final Report
City of Cupertino
59
staffing analysis, Cupertino would be better aligned with market practices by re‐allocating at least
one position (1.0 FTE) to a Planning Technician to provide counter and technical support to the
Planning Division. This could potentially allow more time for the assistant/associate planners to
assist with code enforcement duties (as stated in the current classification description), the Office
Assistant and/or Administrative Assistant to provide additional administrative support to the
Code Enforcement Officers and/or opportunity to dedicate one planner position to support
housing planning efforts.
From a classification perspective, in reviewing the overall responsibilities, duties and
qualifications (such as knowledge, skills and abilities) required to perform the work, the Permit
Technician and Planning Technician are comparable and could be allocated to the same
classification such as Community Development Technician (and/or alternatively broaden the
Permit Technician classification to include planning technician duties). In looking at the surveyed
cities, four cities had specific Planning Technician classifications (separate classification from the
Permit Technician), at one city, the Permit Technician performed planning technician work and
at the remaining two cities other classifications performed the planning technician work (such as
administrative support and/or entry‐level planners).
While the more common practice at the surveyed cities is to have two separate classifications,
there is opportunity for Cupertino to create a broader classification, with the ability to cross‐train
staff in both areas: permitting and planning. Having positions that move between the Planning
and Building Division is beneficial to the department, not only for cross‐training and continuous
operations; it also allows the department flexibility to allocate staff time to where the greater
need is: planning or building. Thus, K&A recommends Cupertino consider re‐allocating one
position (1.0 FTE) from the Permit Technician to a Planning Technician to be in better alignment
with the needs of the Planning Division and market practices; and potentially creating a new
classification of Community Development Technician that reflects both permit technician and
planning technician duties (and reallocate the current Permit Technician positions to this new
classification), or revise the Permit Technician classification to include planning technician duties.
Organizational Structure Observations and Common Market Practices
Organizationally, the Community Development Department is structured appropriately, and K&A
does not recommend any changes. There were slight variations in the organizational structure as
compared to the surveyed cities, such as:
At one city, economic development reported to community development (as compared
to the City Manager’s Office in Cupertino);
At one city, planning was its own department (separate and distinct from building and
housing); and the code enforcement officers reported to the housing manager;
Organizational Assessment – Final Report
City of Cupertino
60
At one city, economic development, community preservation (code enforcement),
housing and planning reported to the Assistant City Manager; and building inspection
reported to Public Works; and
At one city, transportation reported to community development (as compared to Public
Works in Cupertino).
Even with these differences, overall, the organizational structure of the Community Development
Department is in alignment with market practices. Currently the two Senior Planners report
directly to the Community Development Director. The plan is to shift these two positions to
report to the Planning Manager. The organizational structure of the department will then reflect
three program areas/divisions: 1) planning; 2) housing; and 3) building and code enforcement.
Finally, while the Community Development Department is structured in alignment with market
practices, there was feedback received that at times each division within the department is
viewed as its own department (and not a division within the Community Development
Department). This has led to unintended workflow and organizational cultural issues within the
department. These issues extend beyond a review of staffing and organizational structure;
however any opportunity to make changes, such as creating a broader Community Development
Technician classification that is reflective of the department services as opposed to division
services, helps to create a more cohesive department culture and improve interdepartmental
work processes. This is not uncommon, especially when a department is responsible for a wide
diversity of services and/or programs and appears to be a city‐wide issue and not specific to one
department.
Summary of Recommendations
In summary, there are positions in the Community Development Department that are not staffed
in alignment with the market. There are six recommended staffing and/or organizational
changes:
Based on the staffing analysis and further review of performance metrics, K&A
recommends that Cupertino consider reducing the number of building inspectors from
4.0 FTE to 3.0 FTE.
Based on the staffing analysis and further review of performance metrics, K&A
recommends that Cupertino consider reducing the number of permit technicians from
3.0 FTE to 2.0 FTE. The third FTE could be allocated to a Planning Technician position as
there was feedback received that there is a need for additional technical support for the
Planning Division and to be in alignment with market practices.
Alternatively, Cupertino might consider creating a broader Community
Development Technician to incorporate both permit technician and planning
technician duties. Two positions could be assigned to perform permit technician
work and one position could be assigned to planning technician work.
Organizational Assessment – Final Report
City of Cupertino
61
For the Office Assistant and Administrative Assistant, based on the market information,
K&A recommends that Cupertino consider either maintaining the current number of FTE
and/or reallocating 1.0 FTE to a Planning Technician position. If Cupertino were to
maintain the current number of FTE, there is opportunity for either the Office Assistant
and/or Administrative Assistant to provide administrative support to the code
enforcement staff including receiving and tracking incoming calls and complaints and
writing reports, and alleviate some of the staffing and resource challenges experienced
by the Senior Code Enforcement Officer staff.
Cupertino should further evaluate the need for an additional code enforcement officer;
and as part of this evaluation, Cupertino should consider that there is an opportunity to
reallocate the Office Assistant’s and/or Administrative Assistant’s time to provide
additional administrative support to the Senior Code Enforcement Officers by receiving
and tracking incoming calls and complaints and writing reports.
For the Deputy City Clerk, there are no recommendations to change staffing levels; and
there is a recommendation for Cupertino to conduct a classification review of the Deputy
City Clerk position to classify the position to align with best practices.
Innovation and Technology Department
Figure 5: Innovation and Technology Organizational Chart
Roles and Responsibilities of Innovation and Technology
The Innovation and Technology (IT) Department is organized in three divisions: 1) Applications;
2) Geographic Information Systems (GIS); and 3) Infrastructure.
The IT Department uses technology to boost the efficiency of municipal operations and to
connect to constituents by planning, developing/designing, implementing, and supporting
Chief
Technology
Officer
Applications
Manger
Business
Systems Analyst
(2)
Applications
Specialist PT (2)
GIS Manager
Business
Systems Analyst
Asset
Management
Technician
GIS Technician
PT
Infrastructure
Manager
Network
Specialist
IT Technician (2)
Administrative
Assistant
Organizational Assessment – Final Report
City of Cupertino
62
various applications, systems, and infrastructure. For example, the IT Department implements
and supports:
A quick response (QR) code system for the thousands of trees owned and maintained by
the City with a mobile application that gives a dossier on each tagged tree;
An open data portal that serves as a gateway to municipal finance and budget
information, GIS data, city infrastructure details and demographics data;
An interactive map‐based system that shows current and historical planning applications
and building permits by street address; and
Technology‐based communications platforms.
Staffing and Organizational Structure Observations and Common Market Practices
Table 9. Staffing Analysis – Innovation and Technology
Department/Divisions Cupertino
FTE
Market Average
FTE
INNOVATION AND TECHNOLOGY 12.0 4.7
ADMINISTRATION 2.0 0.6
Chief Technology Officer 1.0 0.5
Administrative Assistant 1.0 0.1
APPLICATIONS 3.0 1.1
Innovation and Technology Manager 1.0 0.3
Business Systems Analyst 2.0 0.8
GIS 3.0 0.8
Innovation and Technology Manager 1.0 0.3
Business Systems Analyst 1.0 0.3
Engineering Technician 1.0 0.2
INFRASTRUCTURE 4.0 2.3
Innovation and Technology Manager 1.0 0.3
Business Systems Analyst 1.0 0.6
I.T. Assistant 2.0 1.4
OTHER 0.0 0.1
Other 0.0 0.1
Innovation and Technology – Administration
The IT Department is led by the Chief Technology Officer (CTO). The CTO plans, organizes,
manages and provides administrative direction and oversight for all functions and activities of
Organizational Assessment – Final Report
City of Cupertino
63
the Innovation and Technology Department including agency‐wide information systems and
enterprise‐level applications, infrastructure, the Geographic Information System (GIS) and
security systems; formulates departmental policies, goals and directives; coordinates assigned
activities with other Cupertino departments, officials, outside agencies and the public; and
fosters cooperative working relationships among departments and with intergovernmental,
regulatory agencies and various public and private groups.
The CTO is also responsible for planning, developing, implementing, evaluating, and revising the
Cupertino’s Innovation and Technology Strategic Plan and GIS Strategic Plan.
Administration provides staff support to the Technology, Information & Communication
Commission (TICC) who is an appointed body that advises the City Council on technology matters.
Innovation and Technology – Applications
The Applications Division is responsible for development, procurement, project management,
implementation and ongoing maintenance of all enterprise‐level applications, such as the
Enterprise Resource Planning (ERP) system, Land Management system, Recreation system,
Laserfiche, and multiple custom applications such as the bid management, permit parking, and
business license systems. In addition, the Division is responsible for supporting mobile
applications. All these applications require constant support and maintenance including:
Providing user access updates to issues that may require intensive programming to
resolve;
Troubleshooting existing or building new application configuration rules and parameters
based on the current business process or new requirements;
Creating custom application workflows in back office applications like Accela and New
World;
Configuring fee schedules in enterprise applications;
Working and coordinating with software vendors to identify and resolve business
workflows and other operational related problems; and
Coordinating the scheduling of corrective patches and upgrades between vendors and
staff.
The Applications Division also creates custom applications by going through all stages of the
software development life cycle including: gathering business requirements participating in a
variety of system user and work groups to identify user needs and operational, programmatic,
and or regulatory changes affecting application requirements and other related issues;
performing software application coding and building system integration and interfaces between
applications; performing end user application tests for functionality and usability; writing test
scripts based on business processes; and performing system, integration and performance
(volume) tests.
Organizational Assessment – Final Report
City of Cupertino
64
Innovation and Technology – GIS
The GIS Division captures, manages, analyzes and displays all forms of geographically referenced
information for Cupertino by providing tools (such as maps, reports and charts) to view,
understand, question, interpret and visualize Cupertino in ways that reveal relationships,
patterns and trends. The GIS Division helps staff, citizens, business, and development
communities answer questions and solve problems by looking at the data in a way that is quickly
understood and easily shared.
Specifically, the GIS Division builds web applications for staff to use as a tool in their daily
workflows. For example, the web application Property Information allows staff to review
properties for development and access any related Laserfiche documents. GIS staff make
improvements based on requests or new advancements in web development or available
widgets. The GIS Division also creates a number of web applications for the public including a
service finder that give residents a one stop shop of all Cupertino services to the CIP story map
that gives the public a visually appealing way to quickly interpret what capital improvement
projects are scheduled for the year, where the project is located, what the project entails and
current status of the project.
The staff works with stakeholders to evaluate their use of the application and to implement ways
to streamline workflow by reducing the number of steps to performing a task by
configuring/coding applications to eliminate redundancies. The GIS Division also manages
projects through all stages of project management: research and communications, project
charter creation, scope of work creation, contractor research and selection process, activity and
resource planning/work breakdown structure, team building and motivation, time management,
deliverable management, ensuring customer satisfaction, risk management, communication
management and project closeout process and documentation.
Innovation and Technology – Infrastructure
This Infrastructure Division provides for all technology‐related expenses for the citywide
management of information technology services. This includes responsibility for the help desk,
local area network, wide area network and Wi‐Fi availability and performance, security and
compliance, incident response, disaster recovery and business continuity, implementation and
upgrade project management, purchasing and inventory control, technical training and
maintenance contract negotiations.
The Infrastructure Division is responsible for the acquisition, maintenance, and support for all
computer hardware necessary for network and end user services. Staff are also responsible for
meeting business continuity and disaster recovery requirements. Finally, staff are responsible for
ensuring City staff are trained and skilled at utilizing software efficiently and securely.
Administrative Assistant
Organizational Assessment – Final Report
City of Cupertino
65
The Administrative Assistant provides a variety of office support activities to an assigned
department, which may include word processing, data entry and organization, telephone and
counter reception, processing of invoices, record keeping, statistical and technical report
preparation and filing; and provides information and assistance to the general public. In addition,
incumbents at this level are expected to possess a comprehensive understanding of all
departmental functions and professional activities, provide support to professional‐level staff in
the completion of their duties and complete complex administrative support assignments
including taking and transcribing meeting minutes and assisting in department‐related projects
and programs.
The incumbent in the Administrative Assistant position within the IT Department also handles
coordination of citywide IT training efforts and delivers IT related training to other employees.
Additionally, this position is tasked with maintaining, monitoring, and reporting on department
budget. According to the market survey, the department is overstaffed by 0.9 FTE for this
position. However, K&A does not recommend changing the FTE for this position as it performs
key functions in support of the IT Department.
Innovation and Technology Manager, Business Systems Analyst, Engineering Technician, IT
Assistant
The IT Department is staffed above the market by approximately 7.0 FTE, and more specifically
is staffed above market staffing levels at every position. The management structure of the
department includes a department head (CTO) and three division managers. There is at least one
analyst and one to two technicians/assistants allocated to each division.
While the IT Department is not staffed in accordance with market staffing levels, in taking a closer
look at the market, of the surveyed cities, the closest to Cupertino in terms of number of
employees, organization structure and information technology systems, services and
infrastructure, is Milpitas. At Milpitas, the Information Technology Department is its own
department (only two surveyed cities was organized such that IT is its own department; at all
other surveyed cities, IT was a division within a larger department, such as Administrative
Services) and is staffed with one Director, three managers, four analysts, and two technicians. In
addition, Milpitas has a GIS Technician allocated to the Engineering Department. The
organization and staffing levels at Milpitas align with Cupertino. The other surveyed cities are
smaller than Cupertino, in terms of number of staff supported and supplement staff with
contracted services for IT support (ranging from approximately $160,000 to $310,000 per year).
Furthermore, based on information gathered through the focus group interviews, while
Cupertino’s preference is to purchase off‐the‐shelf applications and products, there is still a need
for staff to ensure integration of applications with Cupertino’s existing systems and infrastructure
(such as networks, servers, security, etc.), and customize such applications to best meet the
needs of Cupertino. In addition, there are custom solutions that the IT Department plans, designs,
Organizational Assessment – Final Report
City of Cupertino
66
implements and manages, such as the recently implemented bid management system. Finally, as
quoted in the IT Strategic Plan, “the secret of success is not predicting the future; it is creating an
organization that will thrive in a future that cannot be predicted (2015, Kotter).” Overwhelmingly,
there was feedback from staff and management that before, and now during the COVID
pandemic, Cupertino had information technology applications, systems, and infrastructure in
place to support continuous operations. Staff and management were able to continue working
remotely to provide services without stopping or pausing due to insufficient information
technologies and systems. Cupertino and the IT Department were successful in ensuring the
appropriate systems and infrastructure were in place, even in unprecedented events like the
COVID pandemic.
Cupertino placed an emphasis on information technology starting in 2015 with the development
of the IT Strategic Plan, recognizing Innovation and Technology as its own department and
creating and filling the CTO position. Thus, while Cupertino’s IT Department staffing levels deviate
from the market, we do not recommend any change to the staffing levels. The staffing levels are
appropriate when taking into consideration that with the additional resources and staffing the
Cupertino has invested in IT since 2015, the department has seen an increase in customer
satisfaction (including faster response times), improvement in technology infrastructure
performance and availability and increase in identified, planned and prioritized projects. In
addition, there is an increased awareness and understanding, from a stakeholder perspective, of
the alignment between Cupertino’s business objectives and IT Department projects. Finally,
there are 39 projects identified in the 2017 IT Strategic Plan Update (planned over four fiscal
years starting with fiscal year 2017‐18 through fiscal year 2020‐21), and six projects in the 2020
City’s Overall Work Program that the Innovation and Technology department are leading and/or
supporting.
Organizational Structure Observations and Common Market Practices
The IT Department is its own department. This deviates from market practices in that five of the
seven surveyed cities structurally organize information technology as a division within a larger
department such as Administrative Services or City Manager’s Office. While market practices
differ from Cupertino’s organizational structure, we do not recommend any changes because
Cupertino deliberately and strategically reorganized IT from a division to a department in 2015.
IT as its own department has led to increased efficiencies and effectiveness such as more
stakeholder trust and collaboration, a better understanding of the role and responsibilities of the
department, improved technology systems and infrastructure, increase in responsiveness to
customer issues and transparency and availability of information (through data analytics and
dashboards) and compliance with citywide information and technology standards, policies and
practices.
Summary of Recommendations
Organizational Assessment – Final Report
City of Cupertino
67
No changes recommended.
Parks and Recreation Department
Figure 6: Parks and Recreation Organizational Chart
Roles and Responsibilities of Parks and Recreation
The Parks and Recreation Department offers a wide variety of recreation, education, and fitness
activities to the community. The department also offers preschool, youth camps, swim lessons,
senior trips and community and cultural events and festivals. The Department also rents facilities
and picnic sites, and issues permits for sports field use.
The Parks and Recreation Department offers programs at and operates the following facilities:
Quinlan Community Center, Blackberry Farm, McClellan Ranch (with the Environmental
Education Center, Nature Museum, and Community Gardens), Senior Center, Sports Center, Teen
Center, Blackberry Farm Golf Course, Creekside Park Building, Monta Vista Recreation Center and
Community Hall. Finally, the department rents out facilities, picnic sites and sports fields for
community use.
The department is organized in four divisions: 1) Parks and Recreation Administration; 2) Business
and Community Services; 3) Recreation and Education; and 4) Sports, Safety and Outdoor
Recreation. The department is led by the Director of Parks and Recreation with support from the
Assistant Director of Parks and Recreation, Management Analyst, Community Outreach Specialist
(who reports to the Communications Officer in the City Manager’s Office) and Administrative
Assistant.
Director of Parks
and Recreation
Assistant Director
Management
Analyst
Community
Outreach
Specialist
Recreation
Supervisor
Recreation
Coordinator (2)
Senior Office
Assistant (2)
Office Assistant
Facility Attendant
(2)
Recreation
Supervisor
Recreation
Coordinator (3)
Case Manager (2)
Senior Office
Assistant
Facility Attendant
Recreation
Supervisor
Recreation
Coordinator (4)
Office Assistant
Recreation
Supervisor
Recreation
Coordinator (5)
Administrative
Assistant
Organizational Assessment – Final Report
City of Cupertino
68
Each division is overseen by a Recreation Supervisor with programs led and administered by
Recreation Coordinators.
Parks and Recreation Administration
The Parks and Recreation Administration provides overall department administration, project
management, community outreach and support to the Parks and Recreation and Library
Commissions. In addition, the division is responsible for administering the budget to augment
existing library services currently provided through Santa Clara County (SCC) Library Joint Powers
Authority. The objectives of this division include:
Providing overall department administration, budget control, contract support, policy
development and employee development and evaluation;
Supporting the Planning and Public Works Departments in the development, renovation
and improvements of parks and open spaces;
Completing long‐term and strategic plans for the department including the Parks and
Recreation System Master Plan and 3 Year Strategic Plan; and
Conducting outreach to the community and promotes and facilitates partnerships with
SCC Library, Cupertino Union School District, Fremont Union High School District and De
Anza College in alignment with the Parks and Recreation System Master Plan.
Business and Community Services
The Business and Community Services Division supports department programs and services
through provision of customer service and analytical support, development and administration
of policies and administration of recreation management software. Staff collect and analyze data
from customer satisfaction surveys and program and revenue reports to improve programs and
services. The division is also responsible for the department’s community outreach programs
(including festivals and events) and managing the operations and rentals at Quinlan Community
Center and Community Hall, as well as facility and park picnic sites. The division plans and
produces the following events including (but not limited to):
4th of July festivities and Big Bunny 5K;
Summer concert series;
Cinema at Sundown;
Shakespeare in the Park; and
Tree Lighting.
Recreation and Education
The Recreation and Education Division:
Manages and operates the Senior Center and senior programs focusing on enhancing
healthy lifestyles through quality education, recreation, travel, socials, volunteer
opportunities and facility rentals. The Senior Center team leverages members to support
Organizational Assessment – Final Report
City of Cupertino
69
programs and services through 24,000 hours of volunteer service annually. Furthermore,
the staff provide multi‐lingual case management services and referrals to assist seniors to
remain independent and safe in their own homes.
Plans, develops, manages, and administers fee‐based youth and teen programs such as
academic and enrichment classes, Science, Technology, Engineering, Art, and Math
(STEAM) programming, recreational camps, preschool program, cultural awareness
initiatives and special events. The division collaborates with local school districts on select
program offerings. In addition, the division plans, develops, manages, and administers
enrichment classes for adults and special interest programming.
Teen programs and services include supervision and operation of two teen centers
and supporting the Youth Activity Board, Cupertino Leadership Academy, and
summer volunteer program.
Neighborhood programs include various summer events in neighborhood parks
such as outdoor concerts, movies and performances and free arts and fitness
programs. The programs require developing and maintaining partnerships with
local agencies, businesses, and non‐profits to better engage with the community.
Sports, Safety and Outdoor Recreation
The Sports, Safety and Outdoor Recreation Division operates and manages:
Cupertino Sports Center: Offers a variety of health and wellness activities including full
fitness center, childcare and a wide assortment of fitness classes, youth sports classes and
a variety of racquet sports.
Blackberry Farm: Provides recreational space to swim, picnic, golf, enjoy ranger‐led
activities and the Stevens Creek Trail.
McClellan Ranch Preserve: Offers environmental education classes/creek tours to school
groups and nature programs and is the location of the Community Garden program and
various non‐profit operations. The Environmental Education Center and Blacksmith Shop
are located at the Preserve.
Creekside Park: Provides facility space that can be used for a variety of activities.
Monta Vista Recreation Center: Home to a diverse array of recreational activities such as
gymnastics classes and preschool programs.
The division offers recreation programs for all ages including sports leagues, camps/classes,
nature programs, volunteer opportunities, drop‐in activities, special events, aquatics, golf, and
specialty classes.
Staffing and Organizational Structure Observations and Common Market Practices
Organizational Assessment – Final Report
City of Cupertino
70
Table 10. Staffing Analysis – Parks and Recreation
Department/Divisions Cupertino
FTE
Market Average
FTE
PARKS AND RECREATION 29.0 22.6
ADMINISTRATION 4.0 3.4
Director of Parks and Recreation 1.0 1.0
Assistant Director of Recreation Community Services 1.0 0.7
Management Analyst 1.0 0.9
Administrative Assistant 1.0 0.8
BUSINESS AND COMMUNITY SERVICES 8.0 5.3
Recreation Supervisor 1.0 0.9
Recreation Coordinator 1.0 1.8
Community Outreach Specialist 1.0 0.9
Facility Attendant 2.0 0.8
Senior Office Assistant/Office Assistant 3.0 0.9
SPORTS AND OUTSIDE RECREATION 8.0 3.7
Recreation Supervisor 1.0 0.9
Recreation Coordinator 6.0 2.3
Office Assistant 1.0 0.5
RECREATION AND EDUCATION 9.0 5.2
Recreation Supervisor 1.0 1.3
Recreation Coordinator 5.0 2.2
Case Manager 1.0 0.0
Facility Attendant 1.0 0.7
Senior Office Assistant 1.0 1.0
OTHER 0.0 5.0
Other 0.0 5.0
Rather than reviewing each division separately, the staffing analysis addresses the department
holistically. The reason for looking at the staffing analysis on a department‐wide basis (as
opposed to a division‐wide basis) is due to the differences in how agencies organize and structure
their recreation programs and/or facilities. Thus, it was challenging to align the staffing allocation
by division due to differences in programmatic/functional organization of Cupertino compared
to the surveyed cities.
Organizational Assessment – Final Report
City of Cupertino
71
As compared to the market, the department is not staffed in alignment with the market in the
following positions:
Recreation Coordinator;
Case Manager;
Facility Attendant; and
Office Assistant/Senior Office Assistant.
Recreation Coordinator
The Recreation Coordinator plans, coordinates, schedules, promotes, and evaluates a variety of
programs which may include instructional classes, special events, trips and excursions, seasonal
camps and aquatics and sports programs. The Recreation Coordinators also serve as a liaison
between Cupertino, other public and private agencies, citizen groups and professional
organizations on matters pertaining to assigned recreation services; prepare and/or coordinate
the development of recreation program publicity; participate in preparing and monitoring
program budgets; identify community leisure services needs and recommend appropriate
programs; and recruit, select, train, schedule and evaluate part‐time employees and volunteers.
As compared to the market, Cupertino has six more recreation coordinators than the market
average. However, in looking closer at the market, as well as metrics on programs, facilities and
events, the City offers a greater number and diversity of programs, operates some unique
facilities (such as McClellan Ranch Preserve and Blackberry Farm Golf Course) and sponsors and
coordinates a greater number and variety of events.
At Cupertino, Recreation Coordinators are typically assigned to a program/service area or a
facility and supervise contractors, volunteers and/or full‐time and/or part‐time staff. Specifically:
One Recreation Coordinator oversees department‐run and community‐sponsored events
including serving as the liaison to ensure groups follow established policies and
procedures and providing on‐site support with facilities set‐up. This position serves as the
staff liaison to the Fine Arts Commission by working with the Commission chair to set
meeting agendas, attending and recording meetings, serving as the contact for Public
Works and conducting research on work program, budget and upcoming projects.
One Recreation Coordinator oversees the preschool program and preschool adventures
summer camp at two facilities.
One Recreation Coordinator oversees teen programs including the teen center and
summer team leadership academy. This position serves as staff liaison to the Youth
Activities Board.
One Recreation Coordinator is responsible for coordinating the senior citizens’ travel
program including marketing events and coordinating and scheduling educational
lectures and seminars.
One Recreation Coordinator oversees classes and programs at the senior center.
Organizational Assessment – Final Report
City of Cupertino
72
One Recreation Coordinator oversees special events at the senior center.
Two Recreation Coordinators oversee programs (education and fee‐based programs) and
events at McClellan Ranch Preserve.
One Recreation Coordinator oversees the sports center.
One Recreation Coordinator oversees youth and adult fitness classes including
coordinating and scheduling use of athletic fields.
One Recreation Coordinator oversees sports contractors, summer swim programs and
community gardens.
One Recreation Coordinator oversees the swim program (including aquatics/lifeguard
training program), picnic areas and café operations and services.
The Recreation Coordinators are allocated to programs/facilities similar to how the surveyed
cities allocate their coordinator positions in that typically a coordinator is assigned to a
programmatic area and/or facility.
However, the one program/service area where Cupertino deviates from the market, more
specifically, is in its senior center services and allocated positions. For those cities surveyed who
also operate a senior center including providing education, recreation and social services to
seniors, typically there is a Senior Center Supervisor or Recreation Supervisor supervising center
operations and associated programs and services and one Recreation Coordinator assigned to
coordinate and administer center programs and services; whereas Cupertino has three
Recreation Coordinators assigned to the senior center (specifically one assigned to classes and
programs, one assigned to special events and one assigned to travel program services) reporting
to a supervisor that also oversees other Recreation and Education programs and services.
While we do not recommend that Cupertino adjust the staffing levels to be more in alignment
with the market because Cupertino has a greater number and diversity of programming, services
and events offered, as well as facilities, we do recommend Cupertino conduct further evaluation
to assess if there is a need for three Recreation Coordinators to be allocated to the senior center
to coordinate operations, programming, events and services. For example, Cupertino might
explore opportunities to contract out travel program services and/or identify opportunities to
consolidate senior program services such as travel program, case management and social
services (as a note, the market also shows that Cupertino is staffed above market staffing levels
for the Case Manager).
Alternatively, while there is one Recreation Coordinator assigned to plan, oversee and implement
department‐ and community‐sponsored events, the majority of Recreation Coordinators also
have a role in planning, overseeing and implementing special events in their respective assigned
programmatic area and/or facility. More specifically, there is one Recreation Coordinator
assigned to the senior center who is responsible for planning and coordinating special events.
There may be opportunity to move an allocated position from the senior center to add a second
position responsible for department‐ and community‐sponsored events (including senior center
Organizational Assessment – Final Report
City of Cupertino
73
events) and alleviating the other Recreation Coordinators of responsibilities for planning and
implementing special events to focus on their assigned programs and/or facility.
In summary, Cupertino’s staffing levels are reflective of the robust and diverse programs, services
and events offered at Cupertino, as well as the diversity and unique facilities operated. In
addition, like many of Cupertino’s other departments, Cupertino is committed to providing high
levels of engagement to meet community needs. The programs, activities, services, facilities, and
events offered by the Parks and Recreation Department reflect this high level of engagement
with the department receiving a rating of good or excellent from 98% of customers. Thus, while
Cupertino’s staffing levels deviate from the market, we do not recommend that Cupertino adjust
staffing levels. Rather, we recommend that Cupertino focus on how the positions are allocated
(i.e., to which programs/facilities), more specifically the positions allocated to the senior center,
to identify opportunities, if any, to either contract out some of the services provided (such as
travel program coordination) and/or reallocate a position to support other areas, such as special
events, in the department.
Facility Attendant
The Facility Attendant opens and closes various Cupertino facilities; sets up and takes down
rooms for recreation classes and public and private events; sets up, operates, and maintains
audio‐visual equipment; and performs light custodial work.
There are three full‐time positions allocated to the Facility Attendant classification with one
assigned to Community Hall, one assigned to McClellan Ranch Preserve and one assigned to the
senior center. The market staffing average is 1.5 FTE, whereas Cupertino has 3.0 FTE allocated to
the Facility Attendant. In taking a closer look at those surveyed cities with the number and
diversity of facilities most similar to Cupertino (specifically cities of Dublin, Milpitas and San
Ramon), each of these cities, like Cupertino, have at least 3.0 FTE allocated to the Facility
Attendant; whereas the cities with fewer facilities have fewer positions allocated to the Facility
Attendant. Thus, we do not recommend adjusting staffing levels for the Facility Attendant as
staffing is in line with those cities with comparable number and variety of facilities.
Case Manager
The Case Manager performs professional social work with senior citizens and/or families to
obtain health, financial and social services; and provides assessments and develops and
implements case management plans. None of the surveyed cities had a comparable position to
the Case Manager. While all of the cities operated a senior center offering programs, classes,
activities and services, Cupertino is unique in having a full‐time case manager on staff to provide
case management services including conducting comprehensive client assessments to collect
functional, environmental, psycho‐social, financial, employment, housing, educational and
health information as appropriate to develop and create a cost effective care plan, and
conducting site visits to clients’ homes. At the surveyed cities, this level of case management
Organizational Assessment – Final Report
City of Cupertino
74
services is not offered and/or is contracted out (like at San Ramon). The Case Manager typically
carries a caseload of approximately 30 cases.
As a note, Cupertino used to have a second case manager position that also carried a caseload of
approximately 30 cases. This position is currently vacant. There is also a part‐time position who
normally is responsible for conducting presentations and is now providing case management
services with the vacancy in the second case manager position.
Finally, K&A received feedback from management and staff that the work performed by the case
manager is different from other services offered at the senior center and by the department in
general. This has resulted in lack of clarity and management of the scope of case management
services provided and the intent and purpose of the program. Thus, while staffing levels are not
in alignment with the market, K&A recommends that prior to making any staffing decisions and
changes related to the case manager position, the department review the purpose and scope of
the program and services offered and then align staff (in‐house or contract; full‐time or part‐
time) in accordance with the needs of the department and community served.
Office Assistant and Senior Office Assistant
The Office Assistant and Senior Office Assistant provide a variety of office support activities to an
assigned department or function, which may include word processing, data entry and
organization, telephone and counter reception, processing of documents, record keeping and
filing; creates routine forms, memoranda, correspondence and/or reports; performs routine
operation of equipment; and provides information and assistance to staff and the general public.
The Office Assistants and Senior Office Assistants assigned to the Parks and Recreation
Department assist with program registrations, payment processing, rentals, answering phones,
customer service, assisting with events and providing general office support. Cupertino is
currently staffed with 5.0 FTE; whereas the market staffing average is 2.0 FTE. While Cupertino is
staffed above market levels, we do not recommend that an adjustment to staffing levels at this
time. Feedback from staff and management is that all the positions carry a full workload and
efficiencies could be gained (not through adjustment of staffing) rather through review of
processes, such as data entry processes. Specifically, staff are required to do double entry into
two systems: program registration system and financial system, resulting in additional time to
enter the same information in two systems. Ideally, the systems would be integrated to share
information without requiring double entry. Furthermore, there was feedback that some of the
work historically performed by the Recreation Coordinators are now being assigned to the Office
Assistants and Senior Office Assistants due to the Recreation Coordinators and other positions in
the department experiencing their own workload challenges. Thus, we recommend Cupertino
review if efficiencies can be gained with systems integration to reduce the amount of time
required for data entry, and then review staffing levels at the Office Assistant and Senior Office
Assistant positions.
Organizational Assessment – Final Report
City of Cupertino
75
Organizational Structure Observations and Common Market Practices
The Parks and Recreation Department is organized appropriately. One issue raised regarding the
department’s organizational structure was the role of the Assistant Director. The role of the
Assistant Director has changed over time from overseeing all department operations to
overseeing budget, contracts, and insurance and back to overseeing all operations. This change
in responsibility is partially due to this being a new position created in the last five years and due
to changes in the department director position. The lack of clarity around this role has led to
confusion amongst staff in the department. With the new Director of Recreation and Community
Services there is opportunity to further clarify and define the role and responsibilities of this
position. We recommend that this position be reviewed in more detail as to the purpose of the
position and how can this position be best used to meet the needs of the Director, department,
Cupertino, and community. For example, there is a need to complete the long‐term and strategic
plans for the department including the Parks and Recreation System Master Plan and 3 Year
Strategic Plan and there are five projects identified in the City’s Overall Work Program assigned
to the department which this position could take the lead on (or alternatively the Director can
take the lead on and the Assistant Director can focus on oversight of day‐to‐day operations).
As a final note, Cupertino currently has an unbudgeted, vacant Recreation Supervisor position.
Historically, Cupertino had four Recreation Supervisor positions and currently there are three
positions budgeted and filled. With 3.0 FTE filled positions Cupertino is in alignment with market
staffing practices. However, feedback gathered from staff and management, was that there is a
need for the fourth Recreation Supervisor position, specifically assigned to oversee the senior
center. Currently, two of the Recreation Supervisors are sharing the responsibilities of the vacant
fourth supervisor. This has presented challenges for the current supervisors and department
management in that there is not a supervisor with the background and training specific to the
administration of senior programs. The programs and services offered to seniors are different
than programs offered to other community groups in that the programs and services focus not
only on recreation and education activities, but also on social services related to daily living. The
market supports having a supervisor specifically assigned to senior center and associated
programs. Specifically, four the of the surveyed cities had a dedicated senior center supervisor
position (in addition to coordinators). Thus, while we do not make any recommendations to
change staffing levels at this time for the Recreation Supervisor, if upon completion of the
Director of Recreation and Community Services evaluation on the number, diversity and location
of facilities, as well as the programming and resource needs of the department and community,
consideration should be given that market practices support having a supervisor dedicated to
supervise the operations, programs and services related to seniors.
Summary of Recommendations
In summary, while the Parks and Recreation Department is not staffed in alignment with the
market, rather than making changes in terms of the number of staff, there were other
Organizational Assessment – Final Report
City of Cupertino
76
opportunities identified to support operational efficiencies and effectiveness. There are four
recommended changes:
While Cupertino’s staffing levels deviate from the market, we do not recommend that
Cupertino adjust staffing levels. Rather, we recommend that Cupertino focus on how the
positions are allocated (i.e., to which programs/facilities), more specifically the positions
allocated to the senior center, to identify opportunities, if any, to either contract out some
of the services provided (such as travel program coordination) and/or reallocate a
position to support other areas, such as special events, in the department.
Prior to making any staffing decisions and changes related to the case manager position,
the department review the purpose and scope of the program and services offered and
then align staff (in‐house or contract; full‐time or part‐time) in accordance with the needs
of the department and community served.
Cupertino’s review of systems to see if efficiencies can be gained with systems integration
to reduce the amount of time required for data entry, and then review staffing levels at
the Office Assistant and Senior Office Assistant positions in the Parks and Recreation
Department.
Review the Assistant Director position in more detail focusing on the purpose of the
position and how can this position be best used to meet the needs of the Director,
department, Cupertino, and community.
Organizational Assessment – Final Report
City of Cupertino
77
Public Works Department
Figure 7: Public Works Organizational Chart
Roles and Responsibilities of Public Works
The Public Works Department is responsible for the design, construction, and maintenance of
city‐owned facilities, including public streets, sidewalks, curbs and gutters, storm drains, city
street trees, medians, streetlights, signs, and public buildings.
The department is organized into nine divisions/program areas:
1. Administration
2. Capital Improvement Program Administration
3. Development Services
4. Environmental Programs
5. Facilities and Fleet
6. Grounds
7. Streets
Director of Public Works
Senior Management
Analyst Administrative Assistant
Assistant Director of
Public Works/City
Engineer
Environmental
Programs Manager
Environmental
Programs Assistant (2)
Environmental
Compliance Technician
Environmental
Specialist
Service Center
Superintendent
Senior Office Assistant
Streets Supervisor
Grounds Supervisor
Trees and ROW
Supervisor
Facilities and Fleet
Supervisor
Asset Management
Technician
Administrative Assistant
Service Center
Engineering
Public Works Inspector
Senior Civil Engineer
Development (2)
Associate Civil Engineer
Transportation/Develop
ment
Engineering Technician
Capital Improvement
Program Manager
Public Works Project
Manager (2)
Public Works Project
Manager LT
Transportation
Manager
Senior Transporation
Planner LT
Associate Civil Engineer
Transportation/Develop
ment
Assistant Civil Engineer
Transportation
Assistant Engineer LT
Traffic Signal Technician
(2)
Safe Routes 2 School
Community Coordinator
Organizational Assessment – Final Report
City of Cupertino
78
8. Transportation
9. Trees and Right of Way
Staffing and Organizational Structure Observations and Common Market Practices
Table 11. Staffing Analysis – Public Works
Department/Divisions Cupertino
FTE
Market Average
FTE
PUBLIC WORKS 89.0 49.1
ADMINISTRATION 4.0 4.0
Director of Public Works 1.0 1.0
Senior Management Analyst 1.0 1.6
Administrative Assistant 1.0 1.3
Park Restoration and Improvement Manager 1.0 0.2
ENGINEERING 17.0 12.3
DEVELOPMENT SERVICES 5.0 10.9
Assistant Director Public Works/City Engineer 1.0 1.4
Senior Civil Engineer 2.0 2.9
Assistant/Associate Civil Engineer 0.0 4.1
Public Works Inspector 1.0 0.8
Engineering Technician 1.0 1.7
CAPITAL IMPROVEMENT 5.0 0.4
Capital Improvement Program Manager 1.0 0.3
Public Works Project Manager4 4.0 0.1
TRANSPORTATION 7.0 1.0
Transportation Manager 1.0 0.3
Senior Planner2 1.0 0.3
Assistant Civil Engineer 2.0 0.0
Environmental Programs Assistant 1.0 0.0
Traffic Signal Technician 1.0 0.2
Traffic Signal Tech‐Apprentice 1.0 0.2
ENVIRONMENTAL PROGRAMS 5.0 1.8
4 One position is a limited‐term position.
Organizational Assessment – Final Report
City of Cupertino
79
Department/Divisions Cupertino
FTE
Market Average
FTE
Environmental Programs Manager 1.0 0.6
Environmental Programs Assistant 2.0 0.0
Environmental Programs Compliance Technician 1.0 0.5
Environmental Programs Specialist 1.0 0.7
SERVICE CENTER 3.0 1.9
Service Center Superintendent 1.0 0.6
Administrative Assistant 1.0 0.7
Senior Office Assistant 1.0 0.6
STREETS 12.0 7.0
Public Works Supervisor 1.0 0.9
Public Works Inspector 1.0 0.8
Street Light Worker 1.0 0.2
Maintenance Worker III 1.0 1.0
Maintenance Worker I/II 8.0 4.1
GROUNDS 20.0 9.1
Public Works Supervisor 1.0 1.0
Maintenance Worker III 2.0 1.9
Maintenance Worker I/II 17.0 6.2
TREES AND RIGHT OF WAY 17.0 3.7
Public Works Supervisor 1.0 0.8
Maintenance Worker III 2.0 0.4
Maintenance Worker I/II 14.0 2.5
FACILITIES AND FLEET 11.0 8.6
Public Works Supervisor 1.0 1.2
Lead Equipment Mechanic 1.0 0.4
Equipment Mechanic 1.0 1.4
Maintenance Worker III 2.0 1.6
Maintenance Worker I/II 6.0 4.0
OTHER 0.0 0.7
Other 0.0 0.7
Organizational Assessment – Final Report
City of Cupertino
80
Note: Metrics were pulled from budget documents for fiscal years 2019‐20 and 2020‐21.
Conversations occurred with PW management within Menlo Park, Milpitas, and from supervisor
levels within Campbell and San Ramon on the metrics and performance standards. There were
no responses from Newark and Gilroy declined to participate due to staffing and related issues.
Public Works Administration
Public Works Administration provides overall department administration, budget control,
contract support, policy development and employee development and evaluation. Furthermore,
Public Works Administration also coordinates the construction of parks restoration and
improvement projects.
The market staffing indicates that Public Works Administration is generally staffed in alignment
with the market except for the Senior Management Analyst and Park Restoration and
Improvement Manager.
Senior Management Analyst
The Senior Management Analyst is responsible for a wide variety of analytical assignments and
activities and provides staff support in the administration and implementation of Cupertino
programs and policies. Senior Management Analyst positions are typically assigned to conduct
analysis and develop and/or recommend processes, procedures or policies related to the work
unit or area of assignment.
The Senior Management Analyst oversees, prepares, and monitors the public works operating
budget (fiscal year 2021 = $37,550,746) and assists in overseeing, preparing and monitoring the
capital improvement program budget by preparing budget reports, coordinating department
meetings, tracking and assisting in developing performance measures and attending budget‐
related Council meetings. The position also reviews and writes request for proposals, creates,
maintains, and tracks agreements, oversees consultants, updates department policies, and
manages assigned projects/programs. It was also observed that the position is spending
considerable time, approximately 44%, reviewing and approving invoices, and entering invoice
and staff time for billing. These are duties that would typically be performed at an administrative
support level and might free up time for the incumbent to contribute to other areas more in line
with the classification level.
While the current Senior Management Analyst provides support in these areas (specifically with
request for proposals and agreements), there is no centralized position in the department
responsible for all procurement and contracts. Feedback from staff and management was that
there is a need for a dedicated position in the department to be responsible for procurement and
contracts as currently the responsibilities are spread out amongst various positions within the
department. The impact of not having a centralized position in the department has resulted in
decreased efficiencies (taking time to work on procurement and contracts detracts time from
assigned work) and inconsistent practices (due to multiple individuals involved and lack of
Organizational Assessment – Final Report
City of Cupertino
81
thorough procedures). The market supports at least another 0.5 FTE allocated to the analyst role
and it is within the scope of a Management Analyst position to be responsible for administration,
compliance and reporting for procurement and contracts for the department. Thus, K&A
recommends reviewing the workload of the Management Analyst position, based on the
significant time spent on invoice review and billing, look for opportunities to utilize other
administrative support staff, and consider centralizing the contracts and procurement functions
within the department to this position to gain operational efficiencies in Public Works program
areas.
Park Restoration and Improvement Manager
The Park Restoration and Improvement Manager coordinates the construction and
implementation of the Stevens Creek Corridor restoration project as well as other park
improvement projects. This position is responsible for implementing an approved master plan
for a large, complex project that includes relocation and restoration of a stream to its historic
channel as well as other park improvement projects. This position coordinates with and obtains
permits from the Department of Fish and Game, Fish and Wildlife, Army Corps of Engineers,
Regional Water Quality Control Board, Air Resources Board, and the Santa Clara Valley Water
District. Additionally, this position secures and administers grant funding awards for park
projects.
This position reports to the Public Works Department, serving as key role in coordinating projects
between the department and Parks and Recreation including administering the recently
developed 20‐Year Parks Master Plan. While the staffing analysis shows this position as being 0.8
FTE above the market, the position is essential to the implementation of the 20‐Year Parks Master
Plan and ensuring Cupertino’s stewardship of federally designated rare species and their habitats.
In addition, Cupertino provides its citizens and surrounding communities with several park
amenities that are unique and/or different from other jurisdictions, such as Blackberry Farm and
McClellan Ranch. Thus, K&A does not recommend adjusting the staffing levels for the Parks
Restoration and Improvement Manager in order to retain the expertise and level of service
consistent with community expectations and protected species laws.
Engineering
Cupertino separates out the engineering function into three divisions: Development Services,
Capital Improvement Program Administration and Transportation. Whereas majority of the
surveyed cities did not organize the engineering function into separate divisions. Specifically,
three surveyed cities combined development services, capital improvement program
administration and transportation under a general engineering division and the remaining four
surveyed cities combined development services and capital improvement program
administration under a general engineering division/department. It should be noted, as well, that
Organizational Assessment – Final Report
City of Cupertino
82
at four of the cities, the engineering department/division was also responsible for environmental
programs.
This made it challenging to allocate positions at the other cities to reflect how Cupertino is
organized. Thus, for market staffing comparison purposes, K&A looked at all three Cupertino
engineering‐related divisions holistically and separated out the analysis by level of responsibility
(specifically, division manager, senior‐level, entry and journey‐level and engineering support
staff). An overview of each division is presented below with the overall staffing analysis for all
divisions following the overview of the Transportation Division.
Development Services
The Development Services Division is comprised of two areas:
Development services: review plans for private developments and utility encroachments
to ensure conformance with Cupertino standards and policies.
Inspection services: ensures compliance with Cupertino standards and approved plans on
all public and private developments and utility projects.
Staff inspect utility encroachment permits for work within Cupertino’s right‐of‐way and return
streets and sidewalks and works with other departments and divisions to facilitate private
developments and private infrastructure projects. Staff also work closely with the Environmental
Programs Division by inspecting job sites before, during and after rain events and conducting
annual inspections of Post Construction Treatments and Stormwater Pollution Prevention Plan
(SWPPP) compliance.
Capital Improvement Program Administration
The Capital Improvement Program (CIP) provides design and construction administration for all
CIP projects including streets, sidewalks, storm drainage, buildings, parks, bicycle and pedestrian
improvements and other public facilities. In Fiscal Year 2019‐20 there were 29 projects to be
completed or beginning construction in the fiscal year, with the types of projects including 17
transportation, seven parks and five buildings and other infrastructure. The projects vary in terms
of status with two under feasibility review, four in pre‐design, seven under design, two in the
bid/advertisement process, four in construction and 10 completed. The table below shows the
number of CIP projects in contrast to the comparator agencies.
Organizational Assessment – Final Report
City of Cupertino
83
Table 12. Number of Capital Improvement Projects
City5 Number of CIP
Projects FY2020 6
Number of CIP
Projects FY2021
Cupertino 29 43
Campbell 18 24
Dublin 20 21
Gilroy 13 12
Menlo Park 24 24
Milpitas 53 37
Newark 15 35
San Ramon 44 40
Averages 27 30
Transportation
The Transportation Division oversees traffic operations, traffic studies, transportation planning
and transportation capital improvements by responding to citizen requests and concerns,
developing plans for installation of traffic signals, traffic signs and payment markings and
developing design standards. The Division also assists in preparation of the General Plan, street
plan lines and CIP related street improvements. Staff are actively involved in Santa Clara Valley
Transportation Authority subcommittees and work groups. Finally, the Division participates in
review of private development proposals to identify potential traffic impacts and to ensure
necessary mitigations to maintain levels of service and safe and efficient traffic operations.
Staff continuously observes traffic patterns, signals and other control devices; reviews traffic
collision reports and neighborhood issues and responds as needed; collaborates with
neighboring jurisdictions on regional issues, encouraging use of alternate modes of
transportation and supporting transit initiatives, rideshare programs, carpool programs and
related transportation planning programs. For example, staff are responsible for administering
the Safe Routes 2 School program by developing partnerships with school administrators, staff,
parents, and children, encouraging alternative transit to school options and safety through
outreach and education and adjusting signage and infrastructure surrounding schools.
Staff in the division also oversee the operation and maintenance of 60 traffic signals and traffic
signal communication infrastructure (fiber optic network and traffic operation center hub). Staff
provide 24‐hour services by regularly performing preventative maintenance, diagnosing
malfunctions and repairs, investigating citizen complaints, replacing, or upgrading hardware,
5 The comparators CIP project numbers are only for projects related to services comparable to Cupertino.
6 The CIP project numbers represented were pulled from either the comparators budget documents or web content.
Organizational Assessment – Final Report
City of Cupertino
84
inspecting the work of contractors, responding to knockdowns and power outages, and adjusting
signal timing parameters.
Division Manager: Assistant Director Public Works/City Engineer and Transportation Manager
The Assistant Director Public Works/City Engineer plans, organizes, manages, and provides
direction and oversight for the operations and maintenance activities of the Public Works
Department including elements of the Capital Improvement Program (CIP) planning, design and
construction and the Environmental Programs division.
The Transportation Manager oversees, directs and participates in the transportation engineering
functions of the Public Works Department, provides professional‐level support to the Public
Works Director in a variety of areas and serves as primary advocate and contact for regional
transportation including transportation funding, congestion management, alternative modes
and interagency coordination/negotiation. The position also plans, coordinates, and carries out
a comprehensive citywide transportation system program, including traffic control, signaling and
signage and alternative transportation and multi‐modal accommodations and evaluates and
initiates action on traffic suggestions and complaints.
These two classifications are both responsible for managing assigned divisions. Due to the
differences in organizational structure at the surveyed cities with some cities incorporating all
divisions/functions within engineering, K&A compared the market staffing levels of these
positions together as “division managers.” Based on the market, Cupertino is staffed below the
market for the Assistant Director Public Works/City Engineer (by 0.4 FTE) and the Transportation
Manager is staffed above the market (by 0.7 FTE). However, when looking at the division
managers together, Cupertino falls in alignment with the market.
In taking a closer look at the market, at two of the three of the cities, where transportation
engineering functions were not allocated to a separate division, there were two positions
allocated to engineering manager within the engineering division sharing responsibility for
oversight of transportation, development and/or CIP administration. In addition, at three of the
cities that separated out transportation engineering as its own division, each had at least 0.5 FTE
allocated in a management position. Thus, while the Transportation Manager is staffed above
the market, the market trend is to have at least 0.5 FTE allocated as a division manager
overseeing transportation engineering and so K&A does not make any recommendation to adjust
staffing for the Assistant Director Public Works/City Engineer and Transportation Manager.
Senior‐Level Classifications: Senior Civil Engineer, Capital Improvement Program Manager and
Transportation (Senior) Planner
The Senior Civil Engineer performs advanced journey registered professional engineering work in
the planning, design, construction, and operation of public works projects. This level also serves
in a lead role to other lower level engineering staff and provides guidance and direction on work
assignments. Positions are responsible for project management, environmental review, project
Organizational Assessment – Final Report
City of Cupertino
85
design, transportation, development, and economic studies and must be registered as Civil
Engineers in the State of California. Senior Engineer positions are typically assigned to
Development Services or Transportation Division. Currently, there are two positions allocated to
Development Services and none to Transportation.
The Capital Improvement Program Manager supervises the development and implementation of
the CIP program, oversees engineering/construction project management work for capital
projects and facility upgrades and ensures that project schedules, cost and overall quality
performance objectives are met across a diverse range of capital improvement projects. In
addition, this position coordinates, manages and monitors the progress of assigned projects and
programs at all stages of development to ensure timely, efficient, and cost‐effective projects.
The Transportation (Senior) Planner assists in planning and coordinating complex activities
related to transportation planning; serves as project manager for complex transportation
planning administration, environmental review, special projects and policy development;
completes technical assessments and prepares written project analyses; and performs
community outreach and education. This position is currently a limited‐term position.
These classifications serve in a lead capacity responsible for managing assigned projects with
comparable levels of responsibility, duties and responsibilities, complexity of work, decision‐
making, consequence of error and related whole job analysis factors. As compared to the market,
Cupertino is staffed below the market by 0.8 FTE for the Senior Civil Engineer, 0.7 FTE above
market for the Capital Improvement Program Manager and 0.7 FTE above the market for the
Senior Planner; and when looking at these classifications together, Cupertino is staffed
approximately 0.6 FTE above the market.
In taking a closer look at the market, all the surveyed cities combined development and CIP
administration into engineering with four of the cities allocating at least 3.0 FTE to the senior‐
level. Three of the cities combined all three functions (development, CIP administration and
transportation into engineering) and all three allocated at least 2.0 FTE to the Senior Engineer
level. Thus, K&A does not make any recommendation to adjust staffing at this time because when
excluding the limited‐term Senior Planner position (with the assumption that is position will not
be filled in the future), Cupertino is in alignment with the market.
Entry/Journey‐Level Classifications: Assistant Engineer, Associate Civil Engineer and Public Works
Project Manager
The Assistant Engineer and Associate Civil Engineer are responsible for planning, design,
construction, and operation of public works projects. The Associate Civil Engineer differs from
the Assistant‐level in that the Associate requires Registration as a Civil Engineer in the State of
California and performs additional transportation engineering related work, specifically:
Assesses traffic emergency and safety needs and interests.
Organizational Assessment – Final Report
City of Cupertino
86
Develops plans, specifications and instructions for the installation, operation and
maintenance of traffic signals, signing, lighting, pavement marking and design standards.
Prepares annual and long‐range street and arterial development programs, need studies,
cost estimates, accident statistics analysis, and traffic planning studies.
The Public Works Project Manager also manages public works projects including the planning,
design and construction of buildings, parks, streets, utilities, and other facilities owned and
operated by Cupertino. The Public Works Project Manager has a comparable level of
responsibility for project management, complexity of work, minimum qualifications, and other
job factors, to the Associate Civil Engineer, with the exception that the Associate Civil Engineer
requires a PE registration.
Currently Cupertino has no Assistant or Associate Engineers allocated to the Development
Division, 4.0 FTE allocated to Public Works Project Manager in the CIP Administration Division
and 2.0 FTE allocated to Assistant Engineer in the Transportation Division, for a total of 6.0 FTE.
The market, by comparison, allocates 4.1 FTE to an Assistant/Associate Engineer level, 0.1 to the
Public Works Project Manager and none allocated to the Transportation Division for a total of 4.2
FTE. Overall, Cupertino is staffed above the market by approximately 2.0 FTE. As stated above,
and shown in Table 10, Cupertino has 29 CIP projects in progress with a total of 6.0 FTEs allocated.
In looking at the market in more detail, the market average staffing ratio is approximately 6.4
projects per FTE for 2020 and approximately 7 projects per FTE for 2021; whereas Cupertino is at
a ratio of approximately 5 projects per position for 2020. When taking into consideration the
number of projects (additional 14 projects for total of 63 projects) scheduled for fiscal year 2020‐
21, Cupertino’s ratio will be in alignment with the market average at approximately 7 projects
per position. While the market average shows Cupertino staffed above the market, in
consideration of the number of projects Cupertino is working on or scheduled to work on for
fiscal year 2020‐21, Cupertino is in alignment with market average staffing ratio of number of
projects per position. Therefore, K&A makes no recommendation to adjust staffing related to
Assistant Engineer, Associate Civil Engineer, or Public Works Project Manager.
Engineering Technician and Environmental Programs Assistant
The Engineering Technician is assigned to the Development Division performs manual and
computer drafting, records management, annexation processing, encroachment permit
processing, retrieval of information, assistance with field surveys and assistance in the orderly
administration of assigned projects and programs.
The Environmental Programs Assistant is responsible for program analysis, outreach and
education and administrative duties to support assigned programs and activities. This position is
responsible for overseeing all administrative services for the division; participates in interagency
and stakeholder meetings and makes community presentations; provides incentive, support and
technical assistance to the residential and business community; coordinates and hosts various
Organizational Assessment – Final Report
City of Cupertino
87
staff training meetings; implements projects such as litter cleanup, trash sorting, data collection
and report writing to evaluate and demonstrate Cupertino’s compliance with state mandates. In
addition, this position represents Cupertino on regional environmental public education ad hoc
and sub‐groups to increase community awareness and participation in environmental
stewardship. This position may also be tasked with participating in local, countywide, and
regional events and festivals; capturing data and providing analysis; tracking community
engagement and outreach visits for reporting; and assisting with preparation of required state,
regional and city annual reports. There is 1.0 FTE assigned to the Transportation Division and this
position is responsible for administering the Safe Routes 2 School program focusing on
community outreach and education and working on encroachment impacts related to the
program. Specifically, this position develops partnerships with school administrators, staff,
parents, and children, encourages alternative transit to school options and safety through
outreach and education and adjusts signage and infrastructure surrounding schools.
While this position has similar outreach components to the work, it is unusual that this position
be allocated to an Environmental Programs Assistant classification since the focus of the program
is transportation and not environmental compliance/services (which is emphasized in the
classification specification). Furthermore, the work of this position, such as working on
encroachment impacts, is typically assigned to other engineering or planning‐related
classifications (and not environmental programs) at other agencies. K&A recommends that
Cupertino further evaluate this position to ensure the position is properly classified.
Also, upon further review of the surveyed cities, work performed in support of transportation
engineering programs (such as performing or assisting in traffic studies, including review of
simple traffic control plans, accident analysis, channelization, traffic volume and speed studies;
and assisting the public in responding to complaints and answering questions related to traffic
and traffic safety) was typically performed by Engineering Technician (or similar positions) further
supporting the market staffing review of these positions together, as well as additional review of
the allocation of the position to the appropriate classification.
Both the Engineering Technician and Environmental Programs Assistant provide programmatic
and technical support to professional engineers. As compared to the market, Cupertino is staffed
0.7 FTE below the market for the Engineering Technician and 1.0 FTE above the market for the
Environmental Programs Assistant, and overall is in alignment with the market. Thus, K&A does
not make any recommendation to adjust staffing.
Traffic Signal Technician and Technician Apprentice
The Traffic Signal Technician Apprentice and Traffic Signal Technician perform electrical tasks in
the maintenance and repair of traffic signal equipment. They inspect and troubleshoot traffic
signal systems; adjust, repair, replace, modify, or remove defective equipment, electric or
Organizational Assessment – Final Report
City of Cupertino
88
electronic and mechanical components, controllers, relays, switches, fuses, timers, and other
parts. This class may also assist in the design of electrical circuits and systems for traffic signals.
The market staffing average shows these positions are overstaffed at 1.6 FTE. Upon further
review of the market, the work performed by the Traffic Signal Technician and the Technician
Apprentice are typically contracted out, as is the case at Dublin, Menlo Park, and Newark, or
performed by maintenance worker positions assigned to streets. The work is not allocated to a
specific Traffic Signal classification and is incorporated into the work of broader maintenance
classifications. For example, the Equipment Maintenance Worker at Milpitas performs various
maintenance tasks within the equipment maintenance program including maintenance and
repair of pumps, traffic signals and controllers and traffic lighting systems, as well as performing
other maintenance, repair and adjustment of engines, gear boxes, clutches, pumps, valves,
switches, street lights, traffic signals and poles. Thus, the Traffic Signal Technician and Traffic
Signal Technician Apprentice will be included in the review and discussion on staffing in the
Streets Division (see below).
Environmental Programs
The Public Works Environmental Program performs two major functions, as described below:
1. The Non‐Point Source program manages Cupertino’s compliance with its state‐mandated
Municipal Regional Stormwater National Pollutant Discharge Elimination System (NPDES)
permit; provides program and policy development and implementation of state‐mandated
activities including complaint response and enforcement programs; conducts annual
interdepartmental staff training, scheduled business and construction site inspections and
review of private development plans to ensure compliance with low impact development
(LID); and new Green Infrastructure Plan development requirements. Staff are responsible
for calculating storm drain fees annually to submit to the County for collection on property
tax bills, writing an annual report to the Regional Water Quality Control Board to verify
and document Cupertino’s compliance with Clean Water Act mandates; and engaging and
educating the public via articles in the Cupertino Scene, webpage development, visits to
businesses and presentations at local schools and community events. Implementation and
annual progress assessment of an eight‐year litter reduction plan are among the
requirements of the Cupertino’s Non‐Point Source program.
Staff are responsible for ensuring compliance with the Municipal Regional Stormwater
Permit (MRP 2.0) by reviewing and processing permit applications and conditions of
approval. Staff also coordinate urban runoff pollution and erosion prevention activities
with other departments, divisions, and private businesses. The division is required to
perform several mandated activities such as catch basin cleanings, post‐construction
oversight of permanent stormwater treatment measures installed at private new and
redeveloped sites, oversight of construction best management practices during private
and public construction, conducting inspections and investigations, responding to
Organizational Assessment – Final Report
City of Cupertino
89
complaints and educating staff and local businesses on best management practices. Staff
also represent Cupertino on various county and regional committees.
2. The Resource Recovery program manages Cupertino’s garbage and recycling franchised
hauler contract and provides garbage and recycling customer service for residents and
business owners; develops and implements programs and policy to comply with AB 939
source reduction and recycling mandates; oversees the free compost giveaway at Stevens
Creek Quarry and the associated property lease and trucking agreement for the compost
site; and represents Cupertino on countywide committees. The public education and
outreach programs led by this division include visits to businesses and apartment
complexes to provide recycling instruction, kitchen containers, and visual materials;
presentations at events and schools and employee training for businesses on‐site as
needed. The program coordinates many complimentary activities with the Sustainability
Program in the Office of the City Manager.
Staff is tasked with meeting State AB 939 requirements to divert a minimum of 50% of
citywide waste from landfill and achieve State AB 341 goal of 75% diversion by 2020. Staff
are responsible for ensuring compliance with state requirements, providing community
outreach and education (such as community events, working with the school district on
projects and providing informational materials to property owners) to inform the
community of requirements and programs, and conducting studies to evaluate future
services and programs. Finally, staff are responsible for managing service contracts such
as garbage and recycling collection.
The Environmental Services Division also maintains storm drain system including inlet and
outfall structures, 2,216 storm drain inlets and collection system, provides annual cleaning and
inspection of all inlets and ensures compliance with stormwater pollution prevention
requirements.
Environmental Programs Manager
The Environmental Programs Manager is tasked with the oversight of Cupertino’s environmental
programs and staff performing professional and technical support to those programs. The
Environmental Programs Division includes stormwater pollution prevention, solid waste and
recycling programs and related activities. This position collaborates with the Planning and
Engineering Divisions on implementing a variety of projects, including installation of permanent
treatment measures to meet low impact design requirements. This position also administers
various contracts, handles rate setting, and monitors contract compliance and performance and
ensures that franchise agreements for solid waste collection and disposal are followed per
operations plans, policies and standards.
Environmental Program Specialist
The Environmental Program Specialist provides specialized professional and technical support
related to all programs under the responsibility of the Environmental Programs Division,
Organizational Assessment – Final Report
City of Cupertino
90
including stormwater pollution prevention, solid waste and recycling programs, household
hazardous waste and related activities; conducts field investigations and audits of residential and
commercial facilities to determine compliance with applicable federal and state laws, codes,
ordinances, specifications and departmental regulations; fosters cooperative working
relationships with various public and private agencies, organizations and groups; conducts public
outreach events and activities; and provides specialized and professional assistance to the
Environmental Programs Manager.
Environmental Compliance Technician
This position is responsible for administering and managing Cupertino’s stormwater
Industrial/Commercial Discharger (IND) and Illicit Discharge Detection and Elimination (IDDE)
inspection/enforcement programs including solid waste and recycling program compliance;
performs inspection, enforcement and educational functions pertaining to compliance with the
California State Municipal Regional Permit (MRP), Cupertino Municipal Code, ordinances and
Cupertino policies in areas of stormwater, integrated solid waste, household hazardous waste
and related environmental projects as assigned.
Environmental Program Assistant
Environmental Program Assistant performs program outreach and education and analytical and
administrative duties to support assigned programs and activities. This position is responsible for
overseeing all administrative services for the division; participates in interagency and stakeholder
meetings and makes community presentations; provides incentive, support and technical
assistance to the residential and business community; coordinates and hosts various staff training
meetings; implements projects such as litter cleanup, trash sorting, data collection and report
writing to evaluate and demonstrate Cupertino’s compliance with the state's urban runoff and
water quality mandates as well as its waste reduction mandates. In addition, this position
assesses and measures Cupertino’s progress on zero waste initiatives related to mandatory
recycling and composting; minimal use and safe disposal of hazardous products; reduced use of
disposable service ware and packaging citywide, especially related to food and beverages; and
will represent Cupertino on regional environmental public education ad hoc and sub‐groups to
increase community awareness and participation in environmental stewardship. This position
also may be tasked with monitoring solid waste agreements in adherence Cupertino
procurement policies and state requirements; participating in city, countywide and regional
events and festivals; capturing data and providing analysis; tracking community engagement and
outreach visits for reporting; and assisting with preparation of required state, regional and city
annual reports.
There are many laws that mandate environmental compliance standards and governmental
agencies that require compliance reporting. A newer law that is coming into effect is the
statewide effort is to reduce Short‐Lived Climate Pollutants (SLCP). These SLCP reduction efforts
Organizational Assessment – Final Report
City of Cupertino
91
became mandated by law in 2016, through SB 1383. SB 1383 establishes targets to achieve a 50
percent reduction in the level of the statewide disposal of organic waste from the 2014 level by
2020 and a 75 percent reduction by 2025 (California Department of Resources Recycling and
Recovery, 2019). With the SLCP reduction efforts becoming law, it will impact statewide reporting
requirements and functions performed by the Environmental Programs Division staff.
The market data shows that Cupertino’s Environmental Program is staffed at higher levels in
this area: 0.5 FTE above the market for the Environmental Program Manager, 0.5 FTE above the
market for the Environmental Program Specialist, 0.5 FTE above the market for the
Environmental Compliance Technician and 2.0 FTE above the market for the Environmental
Programs Assistant.
Upon further review of the surveyed cities, at five of the cities the environmental program work
was either performed by in‐house engineering staff, contracted out and/or performed by
agreement with a joint power authority (JPA). This is consistent with K&A’s market experience
that most cities collaborate at the County level or with neighboring cities through JPA formation
leveraging efforts related to environmental programs and services.
Furthermore, one city did have an environmental services division with 2.25 FTE allocated;
however, this city also contracted approximately $360,000 per year specifically for
environmental programs. Another city had its own environmental services division (with limited
contracted services) and staffed the division with 5.0 FTE, similar to Cupertino. Thus, while
Cupertino is staffed above the market, when taking a closer look at the surveyed cities, there was
only one city that provided a similar level of services in‐house and the staffing at this city was in
alignment with Cupertino. All the other cities utilized contractors and/or JPAs to support in‐house
environmental program staff. For this reason, K&A does not make any recommendations to
adjust staffing levels for the Environmental Services Division.
Maintenance Divisions – Streets, Grounds, Trees and Right of Way, and Facilities and Fleet
The PW Service Center Administration program manages public works maintenance operations
including major divisions of streets, grounds, trees and medians, and facilities and fleet and other
divisions (signs/markings, storm drain, sidewalk, curb and gutter, overpasses and stormwater);
provides administrative support to maintenance staff, supervisors and management; provides
oversight of contracted services (street sweeping, janitorial and other maintenance and minor
public works contracts); manages Sheriff’s Work Furlough Program; and collaborates with
Engineering for asset improvements beyond routine maintenance. Finally, the division
administers the environmental materials program at the Service Center including solid waste
disposal, safety inspections and handling/disposal/reporting on city‐generated hazardous waste
and materials; and providing for street cleaning as needed.
Generally, Cupertino is staffed above the market in each of the Maintenance Divisions including
Streets, Grounds, Trees and Right of Way, and Facilities and Fleet. Prior to the discussion that
Organizational Assessment – Final Report
City of Cupertino
92
follows on each division, the roles and responsibilities of the division and the specific positions
where Cupertino deviates from the market, it is useful to have an understanding of the budget
that each surveyed city has allocated to contract services for the Public Works Department. The
budgeted amounts for contract services specific to Public Works is presented in the table below.
Table 13. Contract Services Budget – Public Works
City 2020 PW Contract
Services Budget
2021 Contract Field
Maintenance Services /
Total PW Contract Budget
Cupertino $4,246,272 $976k/$4,292k
Campbell $1,694,216 $709k/$1,321k
Dublin $9,270,747 $6,888k/$9,552k
Gilroy ‐‐‐‐‐ ‐‐‐‐
Menlo Park $5,789,235 ‐‐‐‐
Milpitas $5,383,976 ‐‐‐‐/$4,122k
Newark $6,403,000 $2,818k/$3,758k
San Ramon $15,301,714 $13,464k/$15,213k
The purpose of showing the contract services budget for each surveyed city provides some
understanding as to why Cupertino’s staffing levels, specifically in the maintenance divisions, are
in some areas significantly above the market average. The first column shows the total budget
for public works contract services. Based on the table above, Cupertino has the second lowest
budget for contract services. The second column shows the contract budget for field
maintenance services (streets, grounds, trees and ROWs), which are the areas where Cupertino
is most significantly higher staffed. Looking specifically at field maintenance services contracted
out, the contact spending was in line with Campbell and Newark but significantly less than Dublin
and San Ramon. Through conversations with comparator public works management staff we
obtained more detail about contracted services:
Campbell budgeted $457,000 for contracted services including centerline striping,
sidewalk and receptacle cleaning, specialized/emergency street repairs and traffic work
orders, storm drain repairs, parking lot and garage cleaning, sidewalk, emergency curb
and gutter repair, storm drain filter and interceptor cleaning, trash capture devices, and
traffic improvements. Grounds and ROW contracted services of $252,000 included
downtown tree treatments, landscape maintenance, park maintenance, scheduled tree
pruning and maintenance, tree replacements, and emergency tree work. Facilities
maintenance was also contracted out.
Dublin maintenance services are provided to the City under several contracts with private
companies. The largest and primary maintenance contract is with MCE Corporation which
provides concrete, paving and landscaping services. Contract maintenance includes
streets, street landscaping, facilities, and parks. Dublin did not provide any performance
Organizational Assessment – Final Report
City of Cupertino
93
metrics to evaluate the state of their infrastructure. Accordingly, we did not include their
staffing numbers in the averages.
Menlo Park and Newark contract out streetlights and traffic signal maintenance and
signage and pavement markings (Newark at a cost of $509,000). Both cities also contract
out tree maintenance.
Menlo Park contracts out asphalt and concrete.
Milpitas contracts out park maintenance.
Newark contracts out tree, median, and landscape maintenance services contracted at a
cost of $478,000.
San Ramon contracts out storm drain maintenance, major asphalt and concrete repairs,
all tree maintenance, and landscaping.
Service Center Superintendent
The Service Center Superintendent is the management level classification that plans, organizes,
oversees, coordinates and reviews the work of staff performing difficult and complex
professional, technical and administrative support within the operation and maintenance
divisions of the Public Works Department which includes the streets, trees/right of way, grounds,
facilities and fleet divisions. This position oversees the operation and maintenance of a wide
variety of public works infrastructure and other programs and coordinates assigned activities
with other departments and outside agencies and provides complex and responsible support to
the Assistant Director of Public Works, Director of Public Works and others in areas of expertise.
Based on the market, Cupertino is staffed 0.4 FTE above the market. In taking a closer look at the
market, three cities, Campbell, Newark, and San Ramon, had a similar management structure to
Cupertino with supervisors overseeing each division and reporting to 1.0 FTE allocated to a
higher‐level management position, like the Superintendent. It should be noted that Newark did
not utilize the lead worker level and San Ramon is the comparator most in line with Cupertino’s
internal PW staffing levels. Dublin, which contracted out all of their individual contributor
maintenance work, allocated 0.5 FTE to a higher‐level management position to oversee assigned
supervisors, and the remaining cities did not have a higher‐level management position. Based on
the staffing levels within Cupertino, the allocation of this resource, to ensure that expected
service levels are met, overall policies and procedures are adhered to, purchases and contracts
are administered appropriately, and process improvements are continually assessed and
recommended, seems appropriate.
There was feedback from management and staff that there is a lack of clarity around the role and
responsibilities of the Service Center Superintendent and overlap in the role and responsibilities
with the Public Works Supervisors. Thus, K&A recommends that Cupertino further define and
communicate the role of the Superintendent to ensure that maximum value is obtained from the
position, particularly as it comes to planning for city initiatives, continual process improvement,
and developing performance metrics.
Organizational Assessment – Final Report
City of Cupertino
94
Streets
The Street Maintenance Division is responsible for 142 miles of streets, 2,200 storm drain inlets,
2,920 city‐owned streetlights, parking lot lights and park lighting, street barricades, graffiti
cleanup, street sweeping of residential and commercial areas and urban runoff pollution
prevention. Staff also maintain sidewalks, curbs, and gutters by maintaining concrete
improvement in response to complaints and coordinating with scheduled asphalt improvements.
Staff also are responsible for the preventative maintenance of street pavement program
including performing stop‐gap maintenance of arterial, collector and residential streets and
oversight and management of contracted pavement maintenance projects.
The Streets Division also maintains street regulatory and informational signs, street striping,
markings, and legends by coordinating and responding to work orders from the Traffic Engineer
and maintaining assets in compliance with the Manual of Uniform Traffic Control Devices. Staff
also are responsible for removing graffiti in street right‐of‐way. Staff are responsible for ensuring
proper documentation and inventory of trees, sidewalk repair, vehicle and equipment,
streetlights and stormwater pollution; maintains records of complaints and requests for services
(by tracking responses through computer programs and written service request forms);
processing payments for services and materials; supporting the Engineering Division in collection
of field data, review of improvement drawings and development of capital improvement
projects; and maintaining, leading and implementing the Injury and Illness Prevention Program.
The Sheriff’s Work Furlough Program supplements existing Service Center staffing and reduces
the number of full‐time maintenance workers required. Individuals in the program perform
manual labor duties including trash pick‐up, weed control, right‐of‐way maintenance and
sandbag filling. We did not find that many other cities availed themselves of this type of program
but did utilize temporary or seasonal workers, which have all been curtailed this year due to the
pandemic.
Street Lighting Worker
The Street Lighting Worker performs maintenance and repair of the City's street lighting system
including troubleshooting and repair of streetlight ballasts, capacitors, photocells, and related
circuits. We found that at least half of the comparators contracted out this work with only one
comparator utilizing this specialized classification utilized at Cupertino.
Maintenance Worker I/II
The Maintenance Worker I/II assigned to Streets perform the following duties:
Performs construction, maintenance, and repair activities of City streets and roadways to
ensure safe and efficient access for the public, including alleys, sidewalks, curbs and
gutters, roadway base and sub‐base, guard rails, asphalt pavement, crack seal application,
Organizational Assessment – Final Report
City of Cupertino
95
concrete repair, traffic and street sign installation, repair, and reflectivity, and pavement
markings.
Provides installation, maintenance, and repair of traffic signs, including making signs, and
installing signposts and signs in accordance with federal, state, and City codes.
Participates in the fabrication and repair of City signs including street name signs and
signposts; installs and maintains municipal signposts, signs, and pavement markings.
Performs legend painting and striping of City streets and parking lots using appropriate
materials.
Performs inspection, maintenance, and repair activities of City storm drain and sanitation
systems and facilities to ensure safe and efficient access for the public, including concrete
and open channels, creeks, pipes, drains, detention basins, and drop inlets.
Operates construction and concrete cutting and breaking equipment such as a
jackhammer; constructs concrete forms, places concrete, and assists in finishing concrete
and masonry work.
Traffic Signal Technician and Apprentice
Finally, the Traffic Signal Technician and Apprentice perform electrical tasks in the maintenance
and repair of traffic signal equipment. They inspect and troubleshoot traffic signal systems;
adjust, repair, replace, modify, or remove defective equipment, electric or electronic and
mechanical components, controllers, relays, switches, fuses, timers, and other parts. This class
may also assist in the design of electrical circuits and systems for traffic signals. The reason for
including the Traffic Signal Technician and Apprentice under the discussion of the Streets Division
is because it was difficult to separately allocate positions to Traffic Signal maintenance as the
work was often performed by broader maintenance workers responsible for other aspects of
streets and street light maintenance. For example, the Equipment Maintenance Worker at
Milpitas performs various maintenance tasks within the equipment maintenance program
including maintenance and repair of pumps, traffic signals and controllers and traffic lighting
systems, as well as performing other maintenance, repair and adjustment of engines, gear boxes,
clutches, pumps, valves, switches, street lights, traffic signals and poles. Additionally, half of the
comparators contract out these services.
Table 14. Workload Metrics – Streets Division
City
Miles of
Centerline
Streets
Number of
Storm Drain
Inlets
Number of
Traffic Signs
Number of
Street Lights
Number of
Park Lights
Cupertino 142 2216 9645 3200 480
Campbell 95 ‐‐‐‐‐ ‐‐‐‐‐ 2000 700
Dublin* 151.3 3303 3000 4800 600
Gilroy ‐‐‐‐‐ ‐‐‐‐‐ ‐‐‐‐‐ 450 ‐‐‐‐‐
Menlo Park* 97 ‐‐‐‐‐ 4000 2200 ‐‐‐‐‐
Organizational Assessment – Final Report
City of Cupertino
96
City
Miles of
Centerline
Streets
Number of
Storm Drain
Inlets
Number of
Traffic Signs
Number of
Street Lights
Number of
Park Lights
Milpitas 298 2999 6000 5141 159
Newark 100 ‐‐‐‐‐ ‐‐‐‐‐ 2850 ‐‐‐‐‐
San Ramon 240 4574 4692 7000 295
Averages 160 3273 5467 3455 447
*Comparator contracts majority or all this work.
Based on the market, in looking at all the positions together, Cupertino has 14 FTE allocated
whereas the market staffing average for all these positions is approximately 7.4 FTE including
traffic signals maintenance. The City’s performance measures related to streets infrastructure
are captured in Table 15. There were noticeable differences in performance and response times
with Cupertino’s performance leading the group.
Table 15. Performance Metrics – Streets Division
City
Maintenance
Worker I/II/III
FTE
Storm Drain
Inspections /
Clean Outs
LED Lighting
Y/N
Sidewalk /
Pathway
Repair
Streetlight
Repair
Pavement
Condition
Index
Cupertino 9.0 100% / 100%
annually Yes 2 days 3 days 85
Campbell 6.0 100% / 100%
annually Yes ‐ Partial 5 days 10 days 70
Dublin ‐‐‐‐‐‐ NPG Yes ‐ Partial NPG 3‐5 days 86
Gilroy 9.0 NPG Yes ‐ Partial NPG NPG NPG
Menlo Park 3.25 100% / 33.3%
annually Yes ‐ Partial NPG 10 days 78
Milpitas 8.0 ‐‐‐‐‐ / 100%
annually Yes ‐ Partial 1 day 5 days NPG
Newark 5.0 NPG No NPG NPG 75
San Ramon 9.0
At least
100%/ 100%
annually
Yes ‐ Partial 10 days NPG 78
Averages 7.0 100% / 83% Yes ‐ Partial 4.5 days 7 days 79
Orange fill indicates the comparator contracts out for the majority of, or all this work.
Based on conversation with public works management and review of budget documents we
found specific information revealing operational differences as follows:
Storm Drain Clean Outs: The City of Cupertino inspects and cleans 100% of their inlets annually.
Trash capture devices are cleaned more frequently. The City also has a vactor truck and
systematically cleaned lines eliminating root mass. The community approved a ballot measure
Organizational Assessment – Final Report
City of Cupertino
97
assessing an additional storm drain fee to facilitate storm drain backflow maintenance. All of this
work is done in house. We found that within the comparator group:
San Ramon contracts out the entirety of this work and they inspect and clean 100% of
these inlets at least annually.
Campbell inspects and cleans 100% of their inlets annually.
Dublin just accomplished an 80% trash load reduction through the installation of full
stormwater trash capture devices in the past year.
Milpitas has no performance measurements related to storm drain except that they are
all cleaned at least annually.
Menlo Park strived to inspect all storm drains annually with only 1/3 cleaned, based on
need.
Asphalt/Concrete: Cupertino contracts this work out at an annual cost of $4M ($3M asphalt, $1M
concrete).
Dublin and San Ramon contract out this work.
Campbell and Milpitas complete asphalt work internally and contracts out Concrete.
Newark and Menlo Park contract out asphalt and concrete. All pothole repairs are done
in house.
Centerline Striping: All striping and reflectors in the road are inspected and replaced as needed
on an annual basis by maintenance staff.
Campbell, Menlo Park, and San Ramon contract this work out.
Roadway Signs Repaired: Cupertino responds to issues within 4 working days. Also unique in that
it makes signs in house.
San Ramon has a 10‐day response time.
Milpitas has a sign shop.
Menlo Park contracts this work out.
Sidewalk/Pathway: Cupertino responds to a complaint within 2 working days and strives to
resolve issues within 5 working days with at least a temporary fix.
San Ramon has a 10‐day response time and strives for addressing within 5 days.
Campbell has accomplished sidewalk repair requests being inspected and marked within
5 working days.
Milpitas contracts out sidewalk repairs but considering bringing in house next year.
Responds as able.
Menlo Park contracts this work out.
Streetlight Repair: Cupertino has a 3‐day response time. Significant number of lights, including
parks and trail lights, were replaced 10 years ago to LED therefore failure rate has been
Organizational Assessment – Final Report
City of Cupertino
98
historically low. Smart streetlights are not established yet but are a future goal. Starting to see
more failures on photocells.
San Ramon has a 2‐week response time; half of their streetlights are new.
Campbell strives to have 85% of their streetlight outages repaired within 10 working days.
They are in the process of converting street lighting to LED.
Dublin is planning on piloting a “Smart City” streetlight project.
Newark is looking for opportunity to convert lighting to LED. Newark contracts out the
majority of streetlight and traffic signal maintenance and is in the process of
implementing a Streets Policy. Goal is to maintain assets within budget limitations with
no specific performance measures provided.
Milpitas assesses their streetlight assets to be in fair to good condition. Started LED
conversion 5 years ago but grant money has been depleted so conversion slowed.
Contracting out street and light maintenance. There is no goal for streetlight repair
response time; these are handled as they are able.
Campbell strives to complete 80% of traffic work orders within 20 days.
Pavement Condition Index (PCI): Cupertino goal is to keep an 82 PCI which is the standard set by
the Metropolitan Transportation Commission (MTC) required in order to receive federal funds. If
an agency falls below 70 they would lose flexibility in how federal funds could be spent. However,
the City is currently operating above standards at 85.
San Ramon maintains at 78.
Campbell’s average is 73 with 61% of their total pavement infrastructure at a PCI of 70 or
greater.
Dublin maintains an 85 PCI and has a goal of establishing a policy in this upcoming fiscal
year.
Newark expressed a goal of improving their PCI.
Cupertino is most similar to Milpitas and San Ramon, in terms of miles and infrastructure
maintained and each of the cities have comparable staff levels at the Maintenance Worker I/II/III
levels; Cupertino at 9.0 FTE and the comparators at 9.0 and 8.0 FTEs respectively. Considering
the superior service levels, measured by response time and above average asset conditions,
Cupertino is appropriately staffed in this division.
Trees and Right of Way
The Trees and Right of Way Division is responsible for the maintenance of 31.54 developed acres
of median island hardscapes and softscapes and 21.69 undeveloped acres of city right‐of‐way
(ROW), landscaped area of the Lawrence trail and landscaped areas of the Don Burnett Bridge.
Staff also maintain and improve water efficient programming of irrigation systems and ensure
compliance with Department of Pesticide Regulation requirements for weed and pest control.
The Division also maintains approximately 23,300 street and ROW trees including trimming,
Organizational Assessment – Final Report
City of Cupertino
99
spraying, staking, pest management and other tree care and maintenance services. Staff respond
to community requests for trimming and maintenance services, remove diseased and damaged
trees, plant replacement trees and ensures Cupertino’s standing as a Tree City USA program.
Finally, staff are responsible for updating the annual forestry work plan and overseeing street
tree maintenance and removal contracts.
The Maintenance Worker I/II assigned to Trees and Right of Way perform the following duties:
Performs maintenance of trees and shrubs, including pruning branches and removing
trees safely and efficiently.
Performs construction and maintenance of right of way hardscapes and irrigation
systems.
Operates various power tree equipment, including but not limited to aerial tree trucks,
power pruners, chain saws, chippers, blowers, traffic control equipment and related
equipment as required.
Performs the installation and maintenance of median improvements, planting and
trimming of trees.
Perform a wide variety of skilled tasks involving the use of power equipment and hand
tools in the areas of grounds maintenance, irrigation system installation and
maintenance, tree / shrub trimming maintenance and traffic control.
Receives and responds to requests from other City Departments, City staff, and the public
for emergency clean‐up, including requests to remove debris, garbage, glass, and other
materials from accident sites and other areas
Ensures compliance with safety regulations.
The Maintenance Worker III leads, trains, oversees, sets priorities, and directs the work of
assigned staff on a project or day‐to‐day basis.
Table 16. Workload Metrics – Trees and Right‐of‐Way (Medians) Division
City Maintenance Worker
I/II/III FTE
Number of Trees
Maintained
Acres of Medians
Maintained
Cupertino 16.0 23,000 53
Campbell 1.0 ‐‐‐‐‐ ‐‐‐‐‐
Dublin* ‐‐‐‐‐ 13,000 32.9
Gilroy 9.0 ‐‐‐‐‐ ‐‐‐‐‐
Menlo Park 3.25 20,000 ‐‐‐‐‐
Milpitas 4.0 15,400 125
Newark 0.0 18,000 ‐‐‐‐‐
San Ramon* 9.0 45,505 420
Averages 6.0 22,484 158
*Comparator contracts out majority or all this work.
Organizational Assessment – Final Report
City of Cupertino
100
Based on the market staffing analysis, focusing on the Maintenance Worker I/II/III level,
Cupertino is staffed above the market by 10.0 FTE. Cupertino measures its performance related
to tree maintenance by the number of trees maintained and number of trees planted and
removed.
Number of Trees Maintained: Cupertino had a complete inventory and preventative
maintenance plan for all trees based on the needs of each species, which have variable timelines
and prescribed maintenance. Accordingly, its goal is to maintain 100% of their trees according to
this schedule. Cupertino contracts out any tree work involving high voltage lines. Notable metrics
related to the comparators are:
Campbell is still in the process of completing its citywide tree inventory.
Dublin contracts out this work.
Menlo Park has a goal to trim trees every five years but is not species specific. Expressed
difficulty filling positions in house due to prevailing wage. City arborist and 3 individuals
supplemented by seasonal workers. The city has made good progress the last two years
but are still way behind. Median/ROW maintenance is contracted out.
Milpitas has a back log of roughly 60 tree trimming requests. They contract out block/grid
pruning and an internal crew that does emergency or individual requests.
San Ramon contracts out the tree maintenance and uses grid pruning as a 4‐year cycle
with no indication that pruning is species specific. They are not currently a Tree City but
are planning on obtaining this certification within the year. The City is experiencing
significant challenges and costs related to the historical placement of water meters near
trees in right of ways causing regular damage due to root invasion.
Trees planted/Trees Removed: Cupertino planted approximately 192 trees and removed
approximately 155. Notable metrics related to the comparators are:
Dublin is compliant with Tree City USA standards.
Menlo Park reported 350 tree removal permits last year. Trees are deteriorating as a
result of the drought. Heritage tree removal is a 2 to 1 replant ratio and is now focused
on value of the tree. Removed trees are appraised and replanting is comparable in value.
This policy has been in place since July 1st.
Milpitas completed their Urban Forest Plan a year ago. A consultant performed an
inventory and health assessment. This plan covered what to plant, where to plant and
what to remove. Their tree planting program was just established an up to this point and
they have not planted many trees.
San Ramon does not have an Urban Forest Plan and has a 2 to 1 replacement ratio in the
Dougherty Valley area with a 1 to 1 replacement ratio in the rest of the City.
In looking at the table, Cupertino maintains approximately the same number of trees as Menlo
Park and more trees and less acres of medians than Milpitas. Menlo Park and Milpitas staff the
Organizational Assessment – Final Report
City of Cupertino
101
function at 3.25 and 4.0 FTE, respectively. However, both comparator city programs are far
behind in their tree maintenance backlog and in proactive operations with a well‐established
Urban Forest plan. In addition, some of the services, such as median maintenance is contracted
out. San Ramon has considerably greater infrastructure within their Tree and Median operations
than Cupertino and staffs at 9.0 FTEs. San Ramon 9 FTEs are primarily focused on the irrigation
issues with many of them originating from the installation of water meters too close to the trees.
However, as indicated, the City contracts out all of their tree maintenance work. Due to the
inordinate tree root issues that San Ramon is dealing with, Cupertino could evaluate their staffing
in this service area is appropriate relative to other competing demands.
Grounds
The Grounds Division is responsible for daily, weekly, quarterly, semi‐annual and/or annual
maintenance such as mowing, irrigation of parks and open space areas, sports field preparation,
opening of public restrooms at park sites, playground maintenance, graffiti abatement,
pond/fountain maintenance and waterfowl management at:
15 parks totaling 88 acres;
9 open space/sport field areas totaling 52 acres at select Cupertino Unified School District
sites (through a joint use agreement);
Landscape maintenance of 13 City of Cupertino public buildings totaling 52 acres; and
Nature‐scape maintenance of McClellan Park and Blackberry Farm.
The division coordinates with the Parks and Recreation Department to accommodate
public/youth sports groups and other service requests.
The Maintenance Worker I/II assigned to Grounds perform the following duties:
Performs preventative landscape, turf, parks, grounds, and sports field maintenance on a
scheduled basis; including litter removal, graffiti abatement, hard surface
sweeping/blowing, leaf removal, mulching, planting, trimming, edging, fertilizing and
mowing, and integrated pest management.
Installs, repairs, and replaces landscape irrigation systems; installs, adjusts, maintains,
and repairs electronic timers, and repairs electronic and hydraulic valves and controllers;
replaces and repairs a wide variety of sprinkler heads and lines by removing,
disassembling, and replacing worn or broken parts.
Repairs and constructs, structures, and retaining walls; repairs, fabricates, and replaces
park and playground equipment.
Inspects City premises for graffiti vandalism; uses appropriate equipment to remove
graffiti.
Operates and maintains a variety of hand and power landscaping tools and equipment,
including hand and power mowers, small tractors, spreaders, edgers, blowers, hedge
trimmers, weed eaters, chainsaws, rakes, shovels, brooms, and other tools.
Organizational Assessment – Final Report
City of Cupertino
102
Maintains accurate logs and records of work performed and materials and equipment
used.
Ensures compliance with safety regulations.
Table 17. Workload Metrics – Grounds Division
City
Maintenance
Worker I/II/III
FTE
Acres of Park
and Landscape
Maintained
Number of
Sports Fields
Number of Parks
and Open Spaces
Cupertino 19.0 140 9 15
Campbell 9.0 ‐‐‐‐‐ 14 13
Dublin* ‐‐‐‐ 211 25 21
Gilroy 9.0 ‐‐‐‐‐ 14 29
Menlo Park 3.3 250 9 16
Milpitas 4.0 195 15 36
Newark 10.0 156 1 9
San Ramon* 29.0 372 81 63
Averages 12.0 221 21 25
*Comparator contracts majority or all this work.
The market staffing average shows the Grounds Division as being overstaffed by 7.0 FTE at the
Maintenance Worker I/II/III level. When looking at the workload metrics, Cupertino does not
maintain as much acreage of parks and landscape, as well as the number of sports fields, parks
and open spaces as compared to the surveyed cites. However, the grounds work, including
pesticide application, is done in house. In addition, backflow prevention inspections and related
compliance work is done in house. Playgrounds and related inspections are occasionally
contracted out to a third party. Notable metrics related to the comparators are:
San Ramon contracts out all landscaping, including pesticide application, without overall
performance metrics to compare. Playground inspections occur monthly.
Milpitas splits up Park maintenance with most contracted out. Milpitas has 38 parks of
which 27 are managed by contractor. The remaining 11 are city maintained and they do
not perform inspections due to resources.
Campbell strives to maintain 90% of its landscaped medians, parks, and civic grounds at a
rating of 3 out of 4 and has achieved 88% of this goal. Campbell contracts out some
landscape maintenance services totaling $12k.
Menlo Park performs mowing and street sweeping in house, but other parks maintenance
is contracted out.
Cupertino is most like Menlo Park and Milpitas in terms of infrastructure and the cities are staffed
with 3.25 FTE and 4.0 FTE, respectively. However, both of these cities contract out significant
services. Cupertino’s staffing levels are again most in line with San Ramon, which has 10 more
FTEs. The City of San Ramon does have significantly greater infrastructure to maintain but does
Organizational Assessment – Final Report
City of Cupertino
103
also contract out landscaping services that are performed in house within Cupertino. Once again,
the maintenance standards are at a higher level within the City of Cupertino than most of the
comparators, although the performance metrics are not as clearly defined as the other service
areas. Overall, the staffing level differences are more in line with market practices than the
numbers indicate. The City should further define performance metrics and evaluate efficiencies
in this division to ensure that staffing is providing appropriate value relative to other competing
service demands within the City.
Facilities and Fleet
The Facilities and Fleet Division maintain all fleet equipment including vehicles (103), rolling stock
(10), trailers (28), riding mowers (16) and all power equipment (357). The division also manages
the above ground fuel storage tank by maintaining and inspecting tanks at the Service Center.
Staff perform fabrication, welding, and repair of all fleet equipment; develop specifications and
bids for purchase of fleet equipment; ensure vehicles conform to State emission regulations; and
maintain inventory and surplus of fleet equipment.
The Facilities and Fleet Division also maintains public buildings and facilities at parks including
water displays, pool maintenance and equipment maintenance. Maintenance responsibilities
include heating, ventilation, and air conditioning, building equipment, emergency generators,
communication, and security systems.
Table 18. Workload Metrics – Facilities and Fleet Division
City
Maintenance
Worker I/II/III
FTE
Number of
Vehicles /
Equipment
Number of City
Buildings
Square Ft. of
Buildings
Maintained
Cupertino 8.0 103 / 411 43 205,000 sf
Campbell 3.0 ‐‐‐‐‐ 7 ‐‐‐‐‐
Dublin* ‐‐‐‐‐ 7 15 250,000 sf
Gilroy 14.0 186 / 250 57 306,867 sf
Menlo Park 5.25 200 / 50 26 250,000 sf
Milpitas 9.0 606 20 501,000 sf
Newark 4.0 190 35 212,000 sf
San Ramon* 11.0 201 15 299,886 sf
Averages 7.8 213 / 237 27 289,250 sf
*Comparator contracts majority or all this work.
Equipment Mechanic and Lead Equipment Mechanic
The Equipment Mechanic and Lead Equipment Mechanic perform inspection, repair and/or
overhaul of wide variety of city‐owned or operated heavy and light and small equipment, their
components, systems, and accessories. The Lead Equipment Mechanic provides lead supervision
over assigned vehicle/equipment maintenance personnel and advises the Public Works
Organizational Assessment – Final Report
City of Cupertino
104
Supervisor of the need to outsource repairs and the need for new vehicle/equipment
procurement.
As compared to the surveyed cities, excluding Dublin and San Ramon (both cities contract out a
significant portion of the work), Cupertino is staffed in alignment with the market. Specifically,
based on the workload metrics of number of vehicles/equipment maintained and the number of
mechanics allocated, on average one mechanic is responsible for approximately 175
vehicles/equipment. At Cupertino, the ratio is 257 per mechanic is which higher than the market;
and based on the market ratio of mechanic to equipment/vehicle and total number of
equipment/vehicles maintained, Cupertino should be at 3.0 FTE. Thus, while the market average
numbers show that Cupertino is aligned with the market, when considering the number of
vehicles and equipment maintained by staff, Cupertino might consider adding an Equipment
Mechanic.
Maintenance Worker I/II
The Maintenance Worker I/II performs a variety of skilled maintenance work in the construction,
modification, maintenance, repair and operation of City fleet and other City facilities; and uses
and operates a variety of manual and power tools and light to heavy power‐driven equipment.
When assigned to Facilities and Fleet, the positions perform the following duties:
Performs maintenance activities of all municipal facilities including buildings, parks, fields,
and the Community Pool including mechanical, plumbing, electrical and security systems.
Performs custodial activities including sweeping, scrubbing, mopping, stripping, waxing
and polishing floors; vacuums and sweeps rugs and carpets.
Locks and unlocks doors, gates, and windows as appropriate; turns lights on and off as
needed; maintains security of assigned areas according to established guidelines; sets
alarms as appropriate.
Reports safety, sanitary, and fire hazards to appropriate personnel; reports need for
maintenance and repairs to appropriate authority.
Assists other maintenance and mechanical personnel in the performance of minor or
emergency duties.
Fuels equipment and checks fluid levels; lubricates vehicles and equipment; inspects
brakes; inspects steering and suspension systems.
Installs warning beacons, headlights, taillights, and minor electrical devices.
Picks up and delivers parts and makes service calls.
Washes or steam cleans autos, trucks, and heavy equipment.
As compared to the market Cupertino is staffed approximately 2.4 FTE above the market and
when, excluding Campbell and Dublin (both cities contract out a significant portion of the work),
Cupertino is staffed approximately 1.0 FTE above the market. When looking at the number of
facilities and square footage maintained, Cupertino staff maintain more facilities (average is
Organizational Assessment – Final Report
City of Cupertino
105
approximately 27 facilities) and less square footage (average is approximately 317,500 square
feet). Although Cupertino staff are responsible for a smaller area (square footage), the number
and diversity of facilities maintained are greater than the surveyed cities and so K&A does not
recommend any adjustment to staffing levels for the Maintenance Worker I/II.
Public Works – Other
Based on the staffing analysis, there is approximately 0.7 additional FTE, on average, allocated to
the Public Works Department at the surveyed cities. The other FTEs reflects positions that
Cupertino currently does not have and/or allocate staff to. For example, of the surveyed cities
with “other” positions in the Public Works Department, one city had Contracts Specialist and
Custodial Services Supervisor classifications, one city had a Landscape Inspector and another city
had Maintenance Coordinator and Program Manager classifications.
K&A does not recommend that Cupertino add these additional positions as some of these
functions are currently contracted out or are performed by different classifications at Cupertino.
However, with regard to comparator cities having a centralized contract administration and/or
procurement position, Cupertino might further evaluate the effectiveness and efficiency of
having various staff performing procurement and contract management duties versus a single
position within Public Works to gain operational efficiencies (see discussion under Senior
Management Analyst in Public Works Department above).
Organizational Structure Observations and Common Market Practices
Generally, the Public Works Department is organized appropriately. Cupertino deviates from the
market by organizing the department into specific divisions (such as Development, Capital
Improvement and Transportation); whereas at the surveyed cities, the divisions are broader like
having an Engineering Division that includes development, CIP administration and
transportation. Specifically, at the other cities, the Public Works department divisions were
organized as follows:
Campbell: Traffic Engineering, Engineering (including development, CIP administration
and environmental programs) and Maintenance
Dublin: Engineering (including development and CIP administration), Environmental
Services, Maintenance and Transportation
Gilroy: Engineering (including development, CIP administration, traffic, and
environmental programs) and Operations
Menlo Park: Engineering (including development, CIP administration and environmental
programs), Maintenance and Transportation
Milpitas: Environmental Programs, Utility Operations and Maintenance, Fleet and
Facilities and Streets, Landscape and Parks; Note: Engineering is a separate department.
Newark: Building Inspection, Engineering Services (development, CIP administration and
environmental programs) and Maintenance
Organizational Assessment – Final Report
City of Cupertino
106
San Ramon: Engineering (including development, CIP administration and environmental
programs), Public Services and Transportation.
Although Cupertino is more specific in how divisions are organized, in the future, there may be
opportunity to reorganize the department into broader divisions which could increase
efficiencies in processes (more centrally shared resources), opportunities for cross‐training and
decrease in interdivisional communications and processes.
Another issue raised regarding the department’s organizational structure was the role of the
Maintenance Worker I/II/III, Public Works Supervisor and Service Center Superintendent.
Management and staff feedback was that the Maintenance Worker II’s are providing lead
direction to assigned staff in the field, that Maintenance Worker III’s are performing more
administrative and supervisory functions and less advanced journey lead functions and that the
Public Works Supervisors were performing less supervision of day‐to‐day functions and spending
more time performing higher‐level administrative and managerial functions. These functions
overlap with the role and responsibilities of the Service Center Superintendent. We recommend
Cupertino further evaluate the current classification structure of Maintenance Worker I/II/III,
Public Works Supervisor and Service Center Superintendent to ensure that the work is organized
properly and the work performed is allocated to the proper classification levels within the Service
Center.
It was further suggested that the Maintenance Worker I/II classifications should be evaluated to
consider a less broad classification series and perhaps separate out the various functions into a
more specialized and narrow classification structure. However, this is not in alignment with
market practices (it should be noted that this type of class structure was only found in one of the
surveyed cities and the remaining cities either contract out their maintenance functions or have
a broad and general maintenance worker classification series similar to Cupertino’s Maintenance
Worker I/II structure) and would not support any potential restructuring in the future to broader
divisions.
Performance Standards
As revealed above, Cupertino is not above average in the volume of infrastructure maintained
but the performance standards and cutting‐edge practices related to public works asset
management was found to be superior. Cupertino has a complete and accurate inventory of all
public works assets and their related location and condition, an established and consistently
achieved preventive maintenance program, as well as an above average response time related
to unplanned work orders. Their use of technology is advanced over the comparators with
examples such as all maintenance staff were equipped with tablets in the field to record in real
time their progress in maintaining Cupertino’s infrastructure and all city trees are QR coded for
community access. No other comparator was as sophisticated. Cupertino regularly achieves
goals that are aspirational to the comparator cities. Their streets have been assessed to be the
Organizational Assessment – Final Report
City of Cupertino
107
best in the Bay Area, their sports fields are considered the best in Silicon Valley, and their
pavement conditions were maintained at an above expected level.
We found that in comparison, the comparator cities’ public works systems were not as
comprehensive or reliable, with several at the infancy stages. For example, Dublin just completed
a condition assessment of facilities and parks. Dublin has established a future goal of developing
a preventative maintenance and capital replacement schedules for buildings and parks. Milpitas’
asset management program is in an infancy stage. Menlo Park indicated a recent accomplishment
of an asset inventory by location but was still assessing asset condition and have not yet
established performance metrics. San Ramon just switched to a new asset management program
and is in the process of assessing the condition of all assets.
The American Public Works Association (APWA) recommends that local governments initiate
programs to enhance the quality of management for their facilities and grounds by centralizing
property management responsibilities, inventorying all assets, including condition assessments
of all structures, facilities and assets, the results of which would be used in planning needed
maintenance and construction programs. The City of Cupertino has accomplished this and has
developed a plan to ensure proactive asset maintenance at a level not accomplished by the
comparator cities.
The use and condition standards of infrastructure assets are relative to the subjective view of the
community. The City’s approach to asset management should be focused on the goals of the
community and do not directly transfer from community to community. The key question for
Cupertino is to determine the standards that are acceptable to their community and manage
accordingly. The current performance standards have been set based on accomplishment, not
necessarily based on community expectations.
Cupertino’s Public Works staffing is significantly higher than that of the comparator group but
through further research and evaluation, the higher staffing numbers reveal a superior and best
practice maintenance function. It should also be noted that since the pandemic, Cupertino has
experienced a quadruple increase in the number of work orders received from the public. The
City should continue to assess if there is an optimal sweet spot between staffing, response times,
and asset condition standards, considering the threshold of tolerance in deferring maintenance
and competing staffing demands of other City operations. Cupertino may want to review
performance metrics, such as evaluating response times for greater efficiencies, particularly in
the Trees, ROW, and Grounds maintenance area, to ensure maximum return on investment and
community expectations. Reduction in staff may impact performance, which could be acceptable
considering the high level that exists. Cupertino should and redefine performance goals to reflect
community expectations and determine staffing levels accordingly.
Organizational Assessment – Final Report
City of Cupertino
108
Summary of Recommendations
In summary, there are six recommended changes for the Public Works Department for Cupertino
to consider:
Review the responsibilities and duties of the Senior Management Analyst position,
consider reallocation of duties and centralizing the contracts and procurement functions
within the department to this position to gain operational efficiencies in Public Works
program areas.
Evaluate if the Environmental Program Assistant in Transportation providing support to
the Safe Routes 2 Schools program is properly classified.
Define and distinguish the role and responsibilities of the Superintendent position from
the Supervisors to reduce redundancy and increase efficiency of operations.
Continue to establish production metrics to further evaluate return on staffing levels in
the Streets, Trees and Right of Way, and Grounds Divisions.
Cupertino might consider adding an Equipment Mechanic to the Fleet Division when
considering the number of vehicles and equipment maintained by staff.
Evaluate the current classification structure of Maintenance Worker I/II/III, Public Works
Supervisor and Service Center Superintendent to ensure that the work is organized
properly, and the work performed is allocated to the proper classification levels within
the Service Center.
Department Culture
Cupertino is organized such that there are several departments responsible for a wide diversity
of services and/or programs that are separated into different divisions or program areas. This has
an unintended impact on the department, resulting in a lack of cohesive departmental culture
and decreased interdepartmental coordination, which consequently leads to unintended
workflow and organizational issues within the department.
One way to address organizational culture issues within a department (i.e., between
divisions/programs), is to increase communication between divisions and programs.
Interdepartmental and interdivisional communication problems often result from information
gaps which can only be rectified by communication. Each department and division could identify
what information they feel is necessary for others to know. Information should be separated out
into two categories: need to know and nice to know (Katcher, 2013). Interdepartmental (and
interdivisional) processes can be documented and include when and how information flows
between departments (and divisions) (Katcher, 2013).
Furthermore, department management meetings (including division and program managers and
supervisors) should be held on a regular, on‐going basis. There can be two types of meetings: 1)
Organizational Assessment – Final Report
City of Cupertino
109
monthly meetings to discuss department initiatives and performance‐based budget monitoring
(i.e., discuss, learn about, and debate department strategy and goals encompassing clearly
articulated action plans, outcomes, deadlines and accountability); and 2) weekly or biweekly
meetings to discuss day‐to‐day operational and tactical issues with the agenda of these meetings
including status updates but also time allocated to discuss department‐wide issues and/or work
on problem‐solving. Information discussed at these meetings should then be filtered down to
staff as appropriate.
There are also various mechanisms that can be used to encourage feedback and communication
from employees to management (bottom‐to‐top), such as employee attitude surveys and face‐
to‐face meetings with supervisors to discuss matters regularly or as needed. The “employee
voice” is the expression of opinions, suggestions, and concerns about organizational practices,
policies, and strategy. Related to employee engagement, employee voice warrants focus and
awareness by organizational leaders. Participatory management practices create opportunities
for employee voice by encouraging upward communication and incorporating employee input
into organizational decisions.
Management should continue soliciting employee input in its daily operations recognizing that
this requires commitment by management to follow up on suggestions from employees. By not
following‐up, employees may begin to feel that management is only asking for appearance
purposes but do not really value the employees’ input. Although employees may not agree with
the decisions, they will have an understanding as to why decisions are made, and actions taken.
The reason for having this follow‐up before the action is taken is so that employees are not caught
off guard and feel informed prior to any changes. Taking these steps will help to build and sustain
trust between management and employees.
Deliberate open communication has an enormous impact on organizational culture, employee
engagement and productivity. More than ever before, knowledge, learning and innovation are
critical to an agency’s sustainability. Effective organizational communication contributes to
cohesive organizational culture, higher levels of employee engagement and morale, learning,
teamwork, safety, innovation, and quality of decision‐making. Cupertino management and staff
have and should continue to embrace these concepts by making communication a top priority.
CONCLUSION
Based upon the data collected from management, staff and the market survey, K&A identified
various options for staffing changes to be implemented (and not implemented) to continue and
improve operational efficiencies and the provision of outstanding service to Cupertino’s
community, and the city’s sustainability. The current social and economic environment, including
the COVID pandemic, has impacted the roles and responsibilities of staff and management and
created uncertainty in terms of future operations and services to some respect. With this in mind,
the purpose and focus of this report is to assist the leadership team to identify priority staffing
Organizational Assessment – Final Report
City of Cupertino
110
areas of focus to enable organizational improvements with the goal of sustaining the quality of
services and programs and identifying, developing and implementing innovative changes for
improvement.
It has been a pleasure working with the City of Cupertino on this critical project. Please do not
hesitate to contact us if we can provide any additional information or clarification regarding this
report.
Organizational Assessment – Final Report
City of Cupertino
Appendix I
Summary of Recommendations
1
Appendix I
Summary of Recommendations
CITY MANAGER’S OFFICE
Recommendation #1 Cupertino should change the program title and associated
classification titles from “Emergency Services” to “Emergency
Management.”
Recommendation #2 Cupertino further evaluate the need for 3.0 Multimedia
Communications Specialist FTEs in this function and might consider
reducing the number of staff.
Recommendation #3 Cupertino should assess the need for additional resources and staff
needed in the City Clerk’s Office if the office were to take on a more
active role in overseeing the agenda process for all commissions,
boards and committees, ensuring compliance with established rules
and regulations and managing the roles of and relationships between
staff and the commission, board or committee.
Recommendation #4 Cupertino evaluate if there is an opportunity to reallocate some of the
Legal Service Manager’s time to support other initiatives/programs
within the City Manager’s Office.
Recommendation #5 Evaluate if there is an opportunity to reorganize the City Manager’s
Office such that the Office of Sustainability potentially move to the
Public Works Department; and the Office of Communications and
Office of Emergency Management merge and report directly to the
City Manager.
Recommendation #6 Retain staffing levels for the Public Information Officer (1 FTE) and the
Community Outreach Specialist position providing support to the
Parks and Recreation Department (1 FTE); and further evaluate the
need for a second Communications Outreach Specialist and a Senior
Office Assistant, both currently allocated to the Office of
Communications.
ADMINISTRATIVE SERVICES
No recommendations for changes.
2
COMMUNITY DEVELOPMENT AND PLANNING DEPARTMENT
Recommendation #7 Based on the staffing analysis and further review of performance
metrics, K&A recommends that Cupertino consider reducing the
number of building inspectors from 4 FTE to 3 FTE.
Recommendation #8 Based on the staffing analysis and further review of performance
metrics, K&A recommends that Cupertino consider reducing the
number of permit technicians from 3.0 FTE to 2.0 FTE. The third FTE
could be allocated to a Planning Technician position as there was
feedback received that there is a need for additional technical support
for the Planning Division and to be in alignment with market practices.
Alternatively, Cupertino might consider creating a broader
Community Development Technician to incorporate both permit
technician and planning technician duties. Two positions could be
assigned to perform permit technician work and one position could
be assigned to planning technician work.
Recommendation #9 For the Office Assistant and Administrative Assistant, based on the
market information, K&A recommends that Cupertino consider either
maintaining the current number of FTE and/or reallocating one FTE to
a Planning Technician position. If Cupertino were to maintain the
current number of FTE, there is opportunity for either the Office
Assistant and/or Administrative Assistant to provide administrative
support to the code enforcement staff including receiving and tracking
incoming calls and complaints and writing reports, and alleviate some
of the staffing and resource challenges experienced by the Senior
Code Enforcement Officer staff.
Recommendation #10 Cupertino should further evaluate the need for an additional code
enforcement officer; and as part of this evaluation, Cupertino should
consider that there is an opportunity to reallocate the Office
Assistant’s and/or Administrative Assistant’s time to provide
additional administrative support to the Senior Code Enforcement
Officers by receiving and tracking incoming calls and complaints and
writing reports.
Recommendation #11 For the Deputy City Clerk, there is no recommendation to change
staffing levels. There is a recommendation for Cupertino to conduct a
classification review of the Deputy City Clerk position to classify the
position to align with best practices.
3
INNOVATION AND TECHNOLOGY
No changes recommended.
PARKS AND RECREATION
Recommendation #12 While Cupertino’s staffing levels deviate from the market, we do not
recommend that Cupertino adjust staffing levels. Rather, we
recommend that Cupertino focus on how the positions are allocated
(i.e., to which programs/facilities), more specifically the positions
allocated to the senior center, to identify opportunities, if any, to either
contract out some of the services provided (such as travel program
coordination) and/or reallocate a position to support other areas, such
as special events, in the department.
Recommendation #13 Prior to making any staffing decisions and changes related to the case
manager position, the department review the purpose and scope of
the program and services offered and then align staff (in‐house or
contract; full‐time or part‐time) in accordance with the needs of the
department and community served.
Recommendation #14 Cupertino review if efficiencies can be gained with systems integration
to reduce the amount of time required for data entry, and then review
staffing levels at the Office Assistant and Senior Office Assistant
positions in the Parks and Recreation Department.
Recommendation #15 Review the Assistant Director position in more detail focusing on the
purpose of the position and how can this position be best used to
meet the needs of the Director, department, Cupertino and
community.
PUBLIC WORKS
Recommendation #16 Review the responsibilities and duties of the Senior Management
Analyst position, consider reallocation of duties and centralizing the
contracts and procurement functions within the department to this
position to gain operational efficiencies in Public Works program
areas.
Recommendation #17 Evaluate if the Environmental Program Assistant in Transportation
providing support to the Safe Routes 2 Schools program is properly
classified.
4
Recommendation #18 Define and distinguish the role and responsibilities of the
Superintendent position from the Supervisors to reduce redundancy
and increase efficiency of operations.
Recommendation #19 Continue to establish production metrics to further evaluate return on
staffing levels in the Streets Trees and Right of Way and Grounds
Divisions.
Recommendation #20 Cupertino might consider adding an Equipment Mechanic to the Fleet
Division when considering the number of vehicles and equipment
maintained by staff.
Recommendation #21 Evaluate the current classification structure of Maintenance Worker
I/II/III, Public Works Supervisor and Service Center Superintendent to
ensure that the work is organized properly, and the work performed is
allocated to the proper classification levels within the Service Center.
Organizational Assessment – Final Report
City of Cupertino
Appendix II
Staffing Analysis
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
Administration ‐ City Manager's Office 16.75 8.00 11.45 8.00 8.00 14.00 9.40 10.00 9.7 7.9%
CITY MANAGER 1.0 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.0 0.8%
ASSISTANT CITY MANAGER 1.0 0.33 0.85 1.00 1.00 1.00 1.00 0.00 0.8 0.6%
EXECUTIVE ASSISTANT TO THE CITY MANAGER 0.0 1.00 1.50 0.00 1.00 1.00 1.00 1.00 1.0 0.8%
ASSISTANT TO THE CITY MANAGER 1.0 0.33 1.00 1.00 1.00 1.00 1.00 0.50 0.8 0.7%
SUSTAINABILITY MANAGER 1.0 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.1 0.1%
MANAGEMENT ANALYST 1.0 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.5 0.4%
EMERGENCY SERVICES COORDINATOR 1.0 0.00 0.25 0.00 0.00 1.00 0.00 0.00 0.1 0.1%
SENIOR OFFICE ASSISTANT 0.0 0.00 0.50 0.00 0.00 1.00 0.00 0.00 0.2 0.2%
COMMUNICATIONS
PUBLIC INFORMATION OFFICER 1.0 0.33 0.15 1.00 1.00 1.00 0.00 0.50 0.5 0.4%
COMMUNITY OUTREACH SPECIALIST 1.0 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.3 0.2%
COMMUNITY RELATIONS COORDINATOR 0.75 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 0.0%
MULTIMEDIA COMMUNICATIONS SPECIALIST 3.0 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.1 0.1%
SENIOR OFFICE ASSISTANT 1.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 0.0%
CITY CLERK'S OFFICE
CITY CLERK 1.0 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.0 0.8%
DEPUTY CITY CLERK 1.0 1.00 1.00 1.00 1.00 1.00 0.00 1.00 0.8 0.7%
SENIOR OFFICE ASSISTANT 1.0 0.00 0.50 1.00 0.00 1.00 0.00 1.00 0.4 0.3%
CITY ATTORNEY'S OFFICE
LEGAL SERVICES MANAGER 1.0 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.3 0.2%
Page 1 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
OTHER 0.0 2.00 1.70 0.00 0.00 3.00 3.40 2.00 1.8 1.5%
Page 2 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
Innovation and Technology 12.0 4.00 3.00 4.00 7.00 12.00 2.85 6.00 4.8 3.9%
CHIEF TECHNOLOGY OFFICER 1.0 0.00 0.00 1.00 1.00 1.00 1.00 0.00 0.5 0.4%
ADMINISTRATIVE ASSISTANT 1.0 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.1 0.1%
APPLICATIONS
INNOVATION AND TECHNOLOGY MGR 1.0 0.33 0.33 0.00 0.33 1.00 0.00 0.33 0.3 0.2%
BUSINESS SYSTEMS ANALYST 2.0 1.00 0.00 1.00 1.00 4.00 0.00 0.00 0.8 0.6%
GIS
INNOVATION AND TECHNOLOGY MGR 1.0 0.33 0.33 0.00 0.33 1.00 0.00 0.33 0.3 0.2%
BUSINESS SYSTEMS ANALYST 1.0 1.00 0.00 0.00 1.00 0.00 0.00 0.00 0.3 0.2%
ENGINEERING TECHNICIAN 1.0 0.00 0.00 0.00 0.00 1.00 0.00 1.00 0.2 0.2%
INFRASTRUCTURE
INNOVATION AND TECHNOLOGY MGR 1.0 0.33 0.33 0.00 0.33 1.00 0.00 0.33 0.3 0.2%
BUSINESS SYSTEMS ANALYST 1.0 1.00 1.00 1.00 0.00 0.00 0.00 1.00 0.6 0.5%
I.T. ASSISTANT 2.0 0.00 1.00 1.00 3.00 2.00 1.85 2.00 1.4 1.2%
OTHER 0.0 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.1 0.1%
Administrative Services 16.0 11.80 12.35 19.00 12.50 29.00 11.00 14.00 14.5 11.8%
DIRECTOR OF ADMIN SERVICES 1.0 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.0 0.8%
ADMINISTRATIVE ASSISTANT 1.0 1.80 1.10 0.00 0.00 1.00 0.00 0.00 0.6 0.5%
SENIOR MANAGEMENT ANALYST 1.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 0.0%
Page 3 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
FINANCE
FINANCE MANAGER 1.0 1.00 1.00 2.00 1.00 2.00 1.00 1.00 1.2 1.0%
SENIOR MANAGEMENT ANALYST 1.0 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.1 0.1%
SENIOR ACCOUNTANT 1.0 0.00 1.00 1.00 0.00 6.00 0.00 1.00 1.0 0.8%
ACCOUNTANT II 2.0 2.00 3.00 1.00 2.00 2.00 1.00 2.00 1.9 1.5%
ACCOUNTING TECHNICIAN 1.0 1.00 2.00 3.00 3.50 3.00 2.00 2.00 2.2 1.8%
ACCOUNT CLERK I/II 3.0 2.00 0.00 6.00 0.00 5.00 2.00 2.00 2.1 1.7%
Page 4 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
HUMAN RESOURCES
HUMAN RESOURCES MANAGER 1.0 1.00 0.75 1.00 1.00 2.00 1.00 1.00 1.0 0.8%
HUMAN RESOURCES ANALYST II 2.0 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.3 1.1%
HUMAN RESOURCES TECHNICIAN 1.0 1.00 1.50 2.00 1.00 3.00 2.00 3.00 1.8 1.5%
OTHER 0.0 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.2 0.1%
Parks and Recreation 29.0 19.25 23.10 13.00 39.91 20.75 15.50 33.00 22.4 18.3%
DIRECTOR OF PARKS REC 1.0 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.0 0.8%
ASST DIR RECREATION COMM SVCS 1.0 1.00 1.00 1.00 1.00 0.00 0.00 1.00 0.7 0.6%
MANAGEMENT ANALYST 1.0 0.00 2.00 2.00 0.00 0.00 0.00 2.00 0.9 0.7%
ADMINISTRATIVE ASSISTANT 1.0 1.00 0.00 0.00 0.00 0.00 2.50 1.00 0.8 0.6%
BUSINESS AND COMMUNITY SERVICES
RECREATION SUPERVISOR 1.0 0.75 1.00 0.67 0.60 1.00 0.67 1.67 0.9 0.7%
RECREATION COORDINATOR 1.0 2.00 2.33 1.33 1.90 1.00 1.00 3.33 1.8 1.5%
COMMUNITY OUTREACH SPECIALIST 1.0 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.5 0.4%
FACILITY ATTENDANT 2.0 0.00 1.50 0.50 0.40 3.00 0.00 1.50 0.8 0.7%
SENIOR OFFICE ASSISTANT/OFFICE ASSISTANT 3.0 0.00 1.55 0.33 0.75 2.00 0.00 2.33 0.9 0.7%
SPORTS AND OUTSIDE RECREATION
RECREATION SUPERVISOR 1.0 1.00 1.00 0.67 0.90 1.00 0.67 1.67 0.9 0.8%
RECREATION COORDINATOR 6.0 2.00 2.33 1.33 1.60 2.00 3.00 3.33 2.3 1.8%
OFFICE ASSISTANT 1.0 0.00 0.55 0.33 0.00 1.75 0.00 2.33 0.5 0.4%
Page 5 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
RECREATION AND EDUCATION
RECREATION SUPERVISOR 1.0 3.00 1.00 0.67 1.50 1.00 0.67 1.67 1.3 1.1%
RECREATION COORDINATOR 5.0 4.00 2.33 2.33 1.50 3.00 1.00 3.33 2.4 2.0%
CASE MANAGER 1.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 0.0%
FACILITY ATTENDANT 1.0 1.00 1.50 0.50 0.00 0.00 0.00 1.50 0.7 0.6%
SENIOR OFFICE ASSISTANT 1.0 1.00 1.00 0.33 2.76 1.00 0.00 2.33 1.1 0.9%
OTHER 0.0 0.50 2.00 0.00 26.00 2.00 5.00 3.00 5.0 4.1%
Community Development and Planning 29.0 17.75 17.65 31.00 26.75 46.00 12.60 17.00 21.9 17.9%
DIRECTOR OF COMM DEVELOPMENT 1.0 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.1 0.9%
ASSISTANT DIRECTOR COMM DEV/BUILDING OFFICIAL 1.0 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.0 0.8%
BUILDING
DEPUTY BUILDING OFFICIAL 1.0 0.00 0.00 1.00 0.00 1.00 1.00 0.00 0.4 0.3%
SENIOR BUILDING INSPECTOR 1.0 0.50 0.00 0.00 2.00 3.00 1.00 1.00 0.9 0.7%
BUILDING INSPECTOR 4.0 3.00 0.00 4.00 2.00 9.00 1.00 2.00 2.4 2.0%
PLAN CHECK ENGINEER 1.0 0.50 1.00 0.00 0.00 5.00 0.00 1.00 0.8 0.7%
PERMIT CENTER MANAGER 1.0 0.00 1.00 0.00 1.00 1.00 0.00 1.00 0.5 0.4%
PERMIT TECHNICIAN 3.0 1.00 1.00 2.00 4.00 2.00 1.00 2.00 1.7 1.4%
SENIOR CODE ENFORCEMENT OFFICER 3.0 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.3 0.2%
CODE ENFORCEMENT OFFICER 0.0 3.75 0.00 6.00 1.00 5.00 4.00 1.00 2.8 2.3%
OFFICE ASSISTANT 1.0 0.00 1.00 1.00 1.00 1.00 0.00 0.00 0.5 0.4%
ADMINISTRATIVE ASSISTANT 1.0 0.00 1.75 0.00 0.00 1.00 0.00 0.00 0.5 0.4%
Page 6 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
PLANNING
PLANNING MANAGER 2.0 0.20 1.30 2.00 3.00 2.00 0.00 1.00 1.2 1.0%
MANAGEMENT ANALYST 1.0 0.00 0.00 2.00 2.00 1.00 0.00 0.00 0.6 0.5%
SENIOR PLANNER 2.0 2.80 3.00 2.00 3.00 4.00 0.00 1.00 2.1 1.8%
ASSISTANT/ASSOCIATE PLANNER 5.0 2.00 2.00 2.00 3.75 5.00 2.00 3.00 2.6 2.1%
DEPUTY CITY CLERK 1.0 1.00 2.60 1.00 0.00 1.00 0.60 1.00 1.1 0.9%
OTHER 0.0 1.00 0.00 6.00 2.00 1.00 0.00 1.00 1.3 1.1%
Page 7 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
Public Works 89.0 45.90 16.70 65.00 55.00 70.00 36.88 102.75 49.1 40.1%
DIRECTOR OF PUBLIC WORKS 1.0 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.0 0.8%
SENIOR MANAGEMENT ANALYST 1.0 0.00 1.00 2.00 2.00 2.00 1.00 5.00 1.6 1.3%
ADMINISTRATIVE ASSISTANT 1.0 1.00 2.45 0.00 1.00 1.00 1.44 1.00 1.3 1.0%
PARK RESTORATION IMPV MGR 1.0 0.00 1.00 0.00 0.00 0.00 0.00 0.00 0.2 0.2%
ENVIRONMENTAL PROGRAMS
ENVIRONMENTAL PROGRAMS MANAGER 1.0 1.00 0.25 1.00 0.00 2.00 0.00 1.00 0.6 0.5%
ENVIRONMENTAL PROGRAMS ASSISTANT 2.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 0.0%
ENV. PROG. COMPLIANCE TECHNICIAN 1.0 1.00 1.00 0.00 0.00 1.00 0.00 0.00 0.5 0.4%
ENV. PROGRAMS SPECIALIST 1.0 2.00 1.00 0.00 0.00 2.00 0.00 0.00 0.7 0.6%
ENGINEERING
ASST DIR PUBLIC WORKS/CITY ENGINEER 1.0 1.00 1.00 2.00 2.00 2.00 1.00 2.00 1.4 1.2%
SENIOR CIVIL ENGINEER 2.0 1.00 1.00 2.00 7.00 8.00 2.00 3.00 2.9 2.3%
ASSISTANT/ASSOCIATE ENGINEER 0.0 2.00 1.70 5.00 11.00 6.00 2.00 6.00 4.1 3.4%
ENGINEERING TECHNICIAN 1.0 1.00 1.00 3.00 3.00 2.00 1.00 2.00 1.7 1.4%
PUBLIC WORKS INSPECTOR 1.0 0.50 0.50 0.00 1.50 1.50 0.50 2.50 0.8 0.7%
CAPITAL IMPROVEMENT
CAPITAL IMPV PROGRAM MGR 1.0 0.00 1.00 0.00 0.00 1.00 0.00 0.00 0.3 0.2%
PUBLIC WORKS PROJECT MANAGER (1 position is LT) 4.0 0.00 0.00 0.00 1.00 0.00 0.00 0.00 0.1 0.1%
TRANSPORTATION
Page 8 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
TRANSPORTATION MANAGER 1.0 0.00 0.50 0.00 0.00 1.00 0.00 1.00 0.3 0.2%
SENIOR PLANNER (Position is LT Transportation Planner) 1.0 1.00 0.30 0.00 1.00 0.00 0.00 0.00 0.3 0.3%
ASSISTANT ENGINEER 2.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 0.0%
TRAFFIC SIGNAL TECHNICIAN 1.0 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.2 0.1%
TRAFFIC SIGNAL TECH‐APPRENTICE 1.0 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.2 0.1%
ENVIRONMENTAL PROGRAMS ASSISTANT 1.0 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.0 0.0%
Page 9 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
SERVICE CENTER
SERVICE CENTER SUPERINTENDENT 1.0 1.00 0.50 0.00 0.00 0.00 1.00 1.00 0.6 0.5%
ADMINISTRATIVE ASSISTANT 1.0 1.00 0.00 0.00 0.00 0.00 1.44 2.75 0.7 0.6%
SENIOR OFFICE ASSISTANT 1.0 2.00 0.00 0.00 0.00 2.00 0.00 1.00 0.6 0.5%
STREETS
PUBLIC WORKS SUPERVISOR 1.0 2.00 0.25 1.00 1.00 0.33 0.50 2.00 0.9 0.8%
PUBLIC WORKS INSPECTOR 1.0 0.50 0.50 0.00 1.50 1.50 0.50 2.50 0.8 0.7%
STREET LIGHT WORKER 1.0 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.2 0.1%
MAINTENANCE WORKER III 1.0 2.00 0.00 1.25 1.25 1.00 0.00 3.00 1.0 0.8%
MAINTENANCE WORKER I/II 8.0 4.00 0.00 7.75 2.00 7.00 5.00 6.00 4.1 3.3%
GROUNDS
PUBLIC WORKS SUPERVISOR 1.0 1.00 0.25 1.00 1.00 0.33 0.50 4.00 1.0 0.8%
MAINTENANCE WORKER III 2.0 3.00 0.00 1.25 1.25 0.50 2.00 7.00 1.9 1.6%
MAINTENANCE WORKER I/II 17.0 6.00 0.00 7.75 2.00 3.50 8.00 22.00 6.2 5.1%
TREES AND RIGHT OF WAY
PUBLIC WORKS SUPERVISOR 1.0 1.00 0.25 1.00 1.00 0.33 0.00 3.00 0.8 0.6%
MAINTENANCE WORKER III 2.0 0.00 0.00 1.25 1.25 0.50 0.00 1.00 0.4 0.4%
MAINTENANCE WORKER I/II 14.0 1.00 0.00 7.75 2.00 3.50 0.00 8.00 2.5 2.0%
FACILITIES AND FLEET
PUBLIC WORKS SUPERVISOR 1.0 2.00 0.25 2.00 2.00 1.00 0.00 3.00 1.2 1.0%
Page 10 of 11
Appendix II
City of Cupertino
Staffing Analysis
City of Cupertino Department & Divisions Cupertino Campbell Dublin Gilroy Menlo Park Milpitas Newark San Ramon Market
Average
% of Market
Total Staffing
LEAD EQUIPMENT MECHANIC 1.0 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.4 0.3%
EQUIPMENT MECHANIC 1.0 1.90 0.00 3.00 0.00 4.00 2.00 0.00 1.4 1.2%
MAINTENANCE WORKER III 2.0 1.00 0.00 4.25 3.25 1.00 1.00 2.00 1.6 1.3%
MAINTENANCE WORKER I/II 6.0 2.00 0.00 9.75 2.00 8.00 3.00 9.00 4.0 3.2%
OTHER 0.0 0.00 0.00 0.00 2.00 2.00 1.00 1.00 0.7 0.6%
Total Staff 191.75 106.70 84.25 140.00 149.16 191.75 88.23 182.75 122.6 100.0%
Page 11 of 11
Organizational Assessment – Final Report
City of Cupertino
Appendix III
References
1
Appendix II
References
Grieco, E. (2020). 10 charts about America’s newsrooms. Downloaded from:
https://www.pewresearch.org/fact-tank/2020/04/28/10-charts-about-americas-
newsrooms/
Unknown (2018). The Vital Role of the Public Information Officer. Downloaded from:
https://elgl.org/the-vital-role-of-the-public-information-officer/
Unknown (2020). Benefits or Advantages of Budgeting. Downloaded from:
https://accountlearning.com/benefits-or-advantages-of-budgeting-to-organization/
Unknown (2019). Short-Lived Climate Pollutants (SLCP): Organic Waste Methane Emissions
Reductions. Downloaded from:
https://www.calrecycle.ca.gov/climate/slcp
Katcher, B.L. (2013). How to improve interdepartmental communication. Downloaded from:
http://www.discoverysurveys.com/articles/itw-017.html
Ingram, R.T. Ten Basic Responsibilities of Non-Profit Boards. Washington DC, Board Source,
2015