CC 03-08-2022
Item No. 1
Mid-Year Financial Report
Fiscal Year 2021-22
Presentation
FISCAL YEAR 2021-22
MID-YEAR FINANCIAL REPORT
CC 03-08-2022 Item No. 1
Agenda
Budget Reporting Cycle
Amended Budget as of December 31,
2021
General Fund Update
American Rescue Plan Act of 2021
Agenda
Recommended Adjustments
Recommendations and
Next Steps
Transparency and
Engagement
Budget Reporting Cycle
Proposed Budget
May
Final Budget
June
First Quarter
November
Mid-Year
March
Third Quarter
May
FY22 Amended Budget as of December 31,
2021- $229.2M
$121.0 $148.8 $80.4
IN MILLIONS
Proposed Final Budget Adjustments
FY22 Appropriation Changes since Adopted Budget
Fund
FY 21‐22
Adopted Carryovers Encumbrances
Adjustments
Approved in 1st
and 2nd Quarter
FY 21‐22 Amended
Budget as of
December 31, 2021
General $ 89,767,034 $ 22,657,533 $ 4,906,141 $ 7,138,606 $ 124,469,314 Special Revenue 18,597,024 11,749,252 2,414,116 212,681 32,973,073 Debt Service 2,676,000 ‐‐ ‐ 2,676,000
Capital Projects 19,540,000 18,540,682 9,149,571 1,936,000 49,166,301 Enterprise 9,417,117 855,369 189,833 107,800 10,570,119 Internal Service 8,848,012 60,790 208,700 190,045 9,307,547 To t a l All Funds $148,845,235 $ 53,863,626 $ 16,868,361 $ 9,585,132 $ 229,162,354 General Fund Revenues & Expenditures –
Mid-Year Trends (3-year)
General Fund Revenues –M i d‐Year FY 21 vs. FY 22
Mid‐Year Mid ‐Year
2021 2022
05 ‐ Sales tax 24,060,027 $ 13,818,656$ (10,241,371)$ ‐ 43% 10 ‐ Property tax 7,887,124 8,331,800 444,676 6% 15 ‐ Transient occupancy 879,019 1,336,855 457,837 52% 20 ‐ Utility tax 1,291,056 1,276,177 (14,879) ‐ 1% 25 ‐ Franchise fees 627,465 684,498 57,033 9% 30 ‐ Other taxes 1,704,385 1,056,602 (647,783) ‐ 38% 35 ‐ Licenses and permits 1,951,667 2,188,177 236,511 12% 40 ‐ Use of money and property 891,614 926,372 34,758 4% 45 ‐ Intergovernmental revenue 1,022,927 3,433,481 2,410,554 236% 50 ‐ Charges for services 5,230,311 6,905,845 1,675,534 32% 55 ‐ Fines and forfeitures 53,744 105,865 52,121 97% 60 ‐ Miscellaneous 1,048,256 989,591 (58,665) ‐ 6% 65 ‐ Transfers in 15,000 4,862,387 4,847,387 32316% 70 ‐ Other financing sources 87,567 52,224 (35,342) ‐ 40% Grand Total 46,750,161 $ 45,968,532$ (781,629)$ ‐ 2% Revenue Category Variance % Change
General Fund Expenditures –M i d‐Year FY 21 vs. FY 22
Mid‐Year Mid ‐Year
2021 2022
05 ‐ Employee compensation 8,829,205$ 10,018,381$ 1,189,176$ 13% 10 ‐ Employee benefits 4,117,014 4,701,573 584,559 14% 15 ‐ Materials 1,926,628 1,826,518 (100,110) ‐ 5% 20 ‐ Contract services 10,271,661 10,595,937 324,275 3% 25 ‐ Cost allocation 5,236,770 5,974,031 737,261 14% 30 ‐ Capital outlays 23,470 32,700 9,230 N/A 31 ‐ Special projects 658,758 953,489 294,731 45% 45 ‐ Transfer out 10,148,689 16,099,371 5,950,682 59% 50 ‐ Other financing uses 101,433 336,005 234,572 231% Grand Total 41,313,629 $ 50,538,005$ 9,224,377$ 22% Expenditure Category Variance % Change
City Manager Discretionary Fund
• $75,000 Adopted Budget
• $2,400 used to assist with funding Housing Op-Ed
• Staff will continue to report out on the use of this fund Of the $4.8M in funding, $3.1M in revenues recognized
• Transportation Transfer - $1,333,773
• Law Enforcement Services - $972,987
• General Liability Insurance - $182,112
• Administration Overhead - $191,573
• CDD Customer Service Solution - $49,343
• Climate Action Plan - $78,000
• Municipal Water System - $10,000
• General Plan and Muni Code Update - $19,052
American Rescue Plan Act of 2021
Mid‐Year Budget Adjustments Summary by Fund
Revenues ‐$ ‐ $ ‐ $ 10,000,000$ 220,000$ ‐ $ 10,220,000$ Expenditures 10,000,000$ 910,000$ ‐ $ (1,847,699)$ 369,650$ 26,000$ 9,457,951$ Fund Balance (10,000,000)$ (910,000)$ ‐ $ 11,847,699$ (149,650)$ (26,000)$ 762,049$ TotalGeneral
Special
Revenue
Debt
Service
Capital
Projects Enterprise
Internal
Service
Mid‐Year Budget Adjustments by Fund and Department
Fund Department Expenditure Revenue Fund Balance
(Use of)
Description
100 Non ‐Departmental 10,000,000 ‐ (10,000,000) Transfer from General Fund to Capital Reserve 10,000,000 ‐ (10,000,000)
280 CIP 910,000 ‐ (910,000) Lawrence ‐Mitty Park Debris Removal, Clean Up, and Tree Removal
910,000 ‐ (910,000)
420 CIP (1,847,699) ‐ 1,847,699 All‐Inclusiv e Play Area Budget Reduction 429 Non ‐Departmental ‐ 10,000,000 10,000,000 Transfer from General Fund to Capital Reserve (1,847,699) 10,000,000 11,847,699
520 Public Works 350,000 ‐ (350,000) New Landfill Agreement and Solid Waste Consulting Services
560 Parks & Recreation 10,300 ‐ (10,300) Tree Maintenance 560 Parks & Recreation 9,350 220,000 210,650 Additional Revenue Estimate and Bank Charges 369,650 220,000 (149,650)
630 Public Works 26,000 ‐ (26,000) Leaf Blower Replacement 26,000 ‐ (26,000)
TOTAL ALL
FUNDS
9,457,951 10,220,000 762,049
TOTAL INTERNAL
SERVICE FUND
Recommended Adjustments
GENERAL FUND
CAPITAL PROJECTS FUND
ENTERPISE FUND
INTERNAL SERVICE FUND
TOTAL GENERAL FUND
TOTAL CAPITAL
PROJECTS FUND
TOTAL ENTERPRISE FUND
SPECIAL REVENUE FUND
TOTAL SPECIAL REVENUE
FUND
• CIP- ($937,699)
Adjustments by Department
Description Revenue Expenditure Fund
Balance
Lawrence-Mitty Park Debris Removal,
Clean up, and Tree Removal
- $910,000 ($910,000)
All-Inclusive Play Area Budget Reduction - ($1,847,699) $1,847,699 • Public Works- $376,000
Adjustments by Department
Description Revenue Expenditure Fund
Balance
New Landfill Agreement and Solid Waste
Consulting Services
- $350,000 ($350,000)
Leaf Blower Replacement - $26,000 ($26,000)
• Parks & Recreation- $19,650
Adjustments by Department
Description Revenue Expenditure Fund
Balance
Tree Maintenance - $10,300 ($10,300)
Additional Revenue Estimate and Bank
Charges
$220,000 $9,350 $210,650
• Non-Departmental- $10,000,000
Adjustments by Department
Description Revenue Expenditure Fund
Balance
General Fund Transfer to Capital Reserve $10,000,000 $10,000,000 - Fund Balance Adjustments
• Pension Section 115 Trust
• $2M contribution (4th of 5 annual contributions)
• Estimated June 30, 2022 balance = $20.8M
• Economic Uncertainty Reserve
• Increase from $19M to $24M
• Alignment with expenditure/revenue growth
Fund Balance Adjustments (continued)
• Capital Projects Committed Reserve
• Establish $10M reserve in General Fund
• Assist with capital program short- and long-term
planning
• Used to fund future capital projects
• Requires City Council authorization, transfer, and
appropriation before use
Fund Balance Adjustments (continued)
Actuals
Year End
Projection
Adopted
Budget
1st Quarter
Year End
Projection
Mid‐Year End
Projection
CLASSIFICATION 2019 ‐20 2020 ‐21 2021 ‐22 2021 ‐22 2021 ‐22 Non Spendable 3.45 3.44 3.44 3.44 3.44 Restricted 14.32 20.14 21.87 21.92 22.20 Committed 19.13 19.13 19.13 19.13 34.13 Assigned 3.18 4.91 3.00 4.91 4.91 Unassigned 34.43 49.23 35.70 62.47 37.15 TOTAL FUND BALANCE 74.51 96.85 83.13 111.87 101.84
• Reclassify (One) Limited-Term Project Manager Position to Full Term Position
Staffing
Recommended Actions
• Consider Accepting the City Manager’s Mid-Year Financial Report for FY 2021-22.
• Consider Adopting a draft resolution 22-032 approving Budget Modification #2122-189 increasing appropriations by $9,457,951 and revenues by $10,220,000.
• Consider Approving the Conversion of (One) Limited-Term Project Manager Position to Full-Term Position.
Recommended Actions (continued)
• Consider Approving Amendments to the City’s Committed, Unassigned Fund Balance, and Use of One Time Funds Policy which includes the following changes:
• Consider Approving $2,000,000 contribution from the
General Fund to the City’s Section 115 Pension Trust.
• Consider Increasing the City’s General Fund Economic
Uncertainty Committed Reserve by $5,000,000.
• Consider Establishing a General Fund Capital Project
Committed Reserve in the amount of $10,000,000.
Next Steps
● FY 2021-22
● Third Quarter Report to Council May 17, 2022
● FY 2021-22
● Proposed Budget Study Session May 17, 2022
Transparency and Engagement
https://www.cupertino.org/budget
Questions?
CC 03-08-2022
Item No. 2
Housing Element Update
Presentation
Council Meeting March 8, 2022
Housing Element Update:
Stakeholder Group & Next Steps
CC 03-08-2022 Item No. 2
Stakeholder Group.
Strategy Advisory Sub-Committee.
Project Timeline.
Council Feedback.
Presentation
Stakeholder Group Recommendations
• Nonprofit and community-based organizations
• Housing providers
• Lower income and special needs community
members and households, including representative
organizations
• Churches and community groups serving ethnic or
linguistic minorities
• Local and regional advocates and service providers,
such as homeless service agencies
Stakeholder Group Options
OPTION A:
Re‐consider
accepting the staff‐
recommended List
of Stakeholders.
OPTION B:
Council is invited to add
up to 10 additional
Stakeholder candidates
to the recommended
List.
OPTION C:
Council is invited to
enact a blind
assessment of
Stakeholders to
provide a list of
accepted candidates.
Stakeholder Group
John Zhao
Abdullah Memon
Jennifer Shearin
Joseph Fruen
Sean Hughes
Janet Van Zoeren
Ava Pai-Chi Chiao
Elizabeth Moore
Lisa Warren
Kylie Clark*
Aaron Klinefelter*
David Fung*
Susan Moore**
Ravi Kumar**
• Half the candidates have a lived
experience aligned with HCD
guidance.
• Half the candidates have
experience as representative of
those with housing needs.
Milestone Schedule
Milestone Schedule
HCD Review
90 Days
HCD Review
Working Drafts
60 Days
30 Day Public
Review
Milestone Schedule
HCD Review
90 Days
HCD Review
Working Drafts
60 Days
30 Day Public
Review
Milestone Schedule
HCD Review
90 Days
HCD Review
Working Drafts
60 Days
30 Day Public
Review
Alternative 1: Keep current timeline
Alternative 2: Focus on AFFH and adapt timeline
CERTIFICATION
Considerations for Changed Timeline
Alternative 2: Focus on AFFH and adapt timeline
Up to 70% of SCAG jurisdictions have not
received certification from HCD.
The 4-year Cycle update consequence
has been revoked
Required timeline for re-zoning = 1 year
instead of 3 years
Ways to Participate
Public Meeting Comments
Website interaction:
• Surveys/ polls/ comments/ more
• Mapping exercises
Community Workshops
Stakeholder representation
https://engagecupertino.org/
Council Feedback
Select option for moving forward with
Stakeholder Group?
Appoint a Strategy Advisory Sub-Committee?