Cupertino City Council
May 17, 2022

Equipment that does not meet these criteria may still be capitalized if the item is a component of interoperable systems.

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Pension and Retirement Funding Policy

PURPOSE
To establish a policy for the funding of Retirement and Retiree health.

SCOPE
Retirement and Retiree Health costs citywide, across all funds.

POLICY
Fund all current pension liabilities on an annual basis; and Monitor certain health and dental care benefits for retired employees. Funding the liability for future retiree benefits will be determined by City Council action.

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Long Term Financial Stability Policies

PURPOSE
To establish a policy for Long Term Financial Stability SCOPE
All programs across all funds
POLICY
Ensure ongoing productivity through employee training and retention programs; Pursue consolidation of resources and activities with other agencies and jurisdictions where beneficial; Ensure financial planning flexibility by maintaining adequate fund balances and reserves; Provide for major maintenance and repair of City buildings and facilities on a timely basis; Provide for infrastructure asset preservation that maximizes the performance of these assets at minimum lifecycle costs; and Continually evaluate and implement long-term financial planning including technology automation, multiple year capital improvement programs, revenue and expenditure forecasting, automating and streamlining service delivery, stabilizing and repositioning revenue sources, and decreasing expenditures and risk exposure.

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Committed, Unassigned Fund Balance, and Use of One
Time Funds Policy

PURPOSE
To establish assigned and unassigned fund balance and one-time use policies.

SCOPE
The General Fund and Capital Funds.

POLICY
To maintain sufficient commiWed and unassigned fund balance (General Fund only) in each fund for the ability to meet the following economic uncertainties:

Economic Uncertainty – $24,000,000 and represents two months of General Fund (GF) expenditures excluding transfers out plus a two year drop in total general fund revenue of 13% or approximately 1.5 months, excluding the use of reserves. Transfers out are primarily used to fund Capital Projects and do not represent on-going expenditures. This assignment will change from year to year based on budgeted general fund expenditures and revenues.

Mitigate short-term economic downturns and volatility in revenues (2 years or less) Sustain city services in the event of an emergency
Meet requirements for debt reserves
Meet operating cash flow requirements as a result of delay in the receipt of taxes, grant proceeds and other operating revenues
PERS – $20,491,004 and represents the initial investment into the City’s Pension Rate Stabilization Program (PRSP). As a result of the significant increase in retirement costs based on the most recent actuarial forecast, the City elects to establish and fund a secondary pension trust to assist in stabilizing the potential impact of pension cost volatility on the City’s operating budget. Annual contributions subsequent to the initial funding are determined by calculating the difference between CalPERS’ current discount rate and a more conservative rate determined by the City. This difference is to be transferred to the pension trust and to be used solely for the benefit of members in the plan.

Funds in this trust are technically “restricted” under Governmental Accounting Standards Board (GASB) Statement No. 54 in that the funds are legally restricted to be used for retirement costs; however, the timing for which these funds may be used is only at the discretion of City Council.

Capital Projects – $10,000,000 and represents the amount of General Fund resources readily available to fund future capital projects in the City’s Capital Improvement Program (CIP). The City’s Capital Projects Funds has a $5,000,000 reserve threshold; however, establishing a secondary reserve in the City’s General Fund will enable more efficient and accurate short- and long-term capital budgeting and planning.

Sustainability Reserve – Cupertino’s Sustainability Division oversees the City’s Climate Action Plan (CAP), which defines strategies to reduce greenhouse gas emissions, and provides residents, businesses and schools with programs and services focused on energy efficiency, renewable energy, water conservation, alternative transportation and other sustainable actions. The City receives rebates for projects that successfully meet the FY 2022-23 Proposed Budget Financial Policies 91
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eligibility requirements such as energy or water efficiency. If the rebates were not initially budgeted, they are categorized as commiWed fund balance in the General Fund. The purpose of this reserve is to help support future sustainability projects/programs.

Unassigned – $500,000 and represents 1% of the total general fund operating budget. This assignment may change from year to year based on budgeted general fund expenditures.

Absorb unanticipated operating needs that arise during the fiscal year that were not anticipated during the budget process
Absorb unexpected claims or litigation settlements
Capital Improvement – $5,000,000 and represents average dollars spent for capital projects in the last three fiscal years. This assignment may change from year to year based on actuals dollars spent on capital projects and anticipated future capital project needs.

Meet future capital project needs so as to minimize future debt obligations The City shall not use fund balances/reserves in lieu of revenues to pay for ongoing expenses except as specifically provided in the City’s reserve policy.

The chart below summarizes reserve policy levels as described above:

Funding Priority Reserve Reserve Level Escalator¹ Description

GENERAL FUND
1 Economic Uncertainty $24,000,000
GF Budgeted
Operating
Expenditures² GF
Budget Revenue³
For economic
downturns and major
revenue changes.
2 PERS $20,491,004
Budgeted
Citywide
Retirement Costs
For pension cost
increases.
3 Capital Projects $10,000,000 None For future capital
projects funding.
4 Sustainability Reserve $127,891 GF Budget
Revenue³
For future
sustainability
projects/programs.
5 Unassigned $500,000
Budgeted GF
Operating
Expenditures²
For mid-year budget
adjustments and
redeployment into the
five year budget.

CAPITAL PROJECTS FUNDS
6 Capital Improvement $5,000,000 None Reserves set aside for future capital projects.

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¹ Rounded to the nearest hundred thousand
² Excludes Transfers Out
³ Excludes the use of reserves
Changes to CommiHed Fund Balance – All reserves listed in this policy, with the exception of the PERS restricted reserve, are classified as CommiWed Fund Balance under GASB Statement No. 54. CommiWed fund balance is comprised of amounts that can be used only for the specific purposes determined by a formal action of the government’s highest level of decision-making authority. Changes to commiWed fund balances must be approved by City Council. This policy will be reviewed annually as part of the budget process.

Replenishment process – Should the City need to utilize any of the commiWed fund balances listed in this policy, a recommendation will be brought to City Council for approval and a plan to replenish the commiWed balance will be developed in conjunction with its use.

Excess – Funding of these reserves will come generally from one-time revenues, annual net income, and transfers from other reserves that exceed policy levels. They will be funded in the following priority order with any remaining funds to be placed in the Capital Reserve:
1) Economic Uncertainty
2) PERS
3) Capital Projects
4) Sustainability Reserve
5) Unassigned
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Investment Policy
The City Council annually updates and adopts a City Investment Policy that is in compliance with State statutes on allowable investments. By policy, the Audit CommiWee reviews the policy and acts as an oversight commiWee on investments. The policy directs that an external auditor perform agreed-upon procedures to review City compliance with the policy. The full policy is expected to be presented to the City Council on May 17, 2022.

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Community Funding Policy

PURPOSE
The City of Cupertino currently provides funding to local non-profit organizations in the areas of social services, fine arts and other programs for the general public. The policy provides a framework for the City's Community Funding Grant Program and guides the administration of the program and decision-making process. It also provides guidance on key aspects of the City's Community Funding Grant Program processes including: Eligibility, Evaluation Criteria, Restrictions/Guidelines, and Procedure.

SCOPE
All requests for funding must comply with this policy.

POLICY
The City has established the Community Funding Grant Program, subject to availability of funds, with a range of $70,000 to $90,000 in total funding available. Community Funding Grants shall not exceed $20,00 per applicant, per year. City Council will determine the organizations to be awarded funds through the Community Funding Grant Program. City Staff shall review applications for completeness and review the qualifications and accuracy based upon the eligibility criteria set forth below. In all cases, the City reserves the right to reject any and all applications in the event staff identifies a potential conflict of interest or the appearance of a conflict of interest. Submission of an application in no way obligates the City to award a grant and the City reserves the right to reject any or all applications, for any reason, at any time.

Eligibility
To receive consideration for a Community Funding Grant, grant requests must:

Be made or sponsored by a 501(c)(3) non-profit organization with experienced members capable of implementing and managing the program/project/event.

Identify how the funds will be used to benefit the Cupertino community.

Be awarded only once per project
For specific needs, not ongoing, operational costs.

Have more than 75% of the requested funds allocated for direct service costs versus administrative costs.

Be complete and submitted by the application deadline.

Evaluation Criteria
Impact on and benefit to the Cupertino community
Community need for the program/project/event
Alignment with City mission and values
Uniqueness of the program/project/event
Qualifications and experience of the organization and its members Reasonable cost
Demonstrated effort to secure funding from other sources and/or establishing partnerships with other community or city organizations Clarity, completeness, and accuracy of grant application Past performance and compliance with requirements if a recurring applicant Applications will be sorted into two categories:

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New applicants
Past recipients
Applications in each category will be evaluated using a tiered structure based on the dollar amount requested for award as follows:
< $999.99
$1,000.00 - $4,999.99
$5,000.00 – $9,999.99
$10,000.00 - $20,000.00
Restrictions/Guidelines
An organization that is applying for multiple grants shall only submit one application.

Proceeds generated from the funded activity may only be used for the conducted activity.

If requested, recipients must provide full financial statements for the organization.

Admission to or participation in the event must be "free of charge" for Cupertino residents unless stated in the application and approved by Parks & Recreation Commission.

If an applicant makes a grant request directly to a member of the City Council, whether individually or as a group, the Council shall refer the applicant to the Parks and Recreation Department for a Grant application to be reviewed in accordance with this policy.

Grant recipients shall acknowledge the City contribution in formal promotional materials and efforts related to the funded activity. Any use of the City logo must be approved by the City’s Communications Officer.

Procedure

1. Applicants submit timely and complete grant applications by February 1.

2. City Staff reviews application for completeness and compliance eligibility.

3. Applications will then be forwarded to the Parks and Recreation Commission to be evaluated and sorted into the tiered funding structure. All applicants will be notified and invited to aWend the Parks and Recreation Commission Meeting where their applications will be discussed. This meeting typically takes place in Spring.

4. City Council will make the final decision on grant amounts for each applicant as part of the budget adoption which typically happens in June. All applicants will be notified and invited to aWend the City Council Meeting where their applications will be discussed.

5. Grant recipients shall submit a wriWen report to the Parks and Recreation Department to show proof that the grant funds have been spent in the manner and for the purposes stated on the application, including information about the number of persons served and other results that benefit Cupertino.

Due by the 15th business day of July following the Fiscal Year in which grant funds are disbursed.

Failure to submit a wriWen report by the July deadline could result in the loss of grant funding eligibility in the future.

Applicants will be expected to reimburse the City any funding awarded and not used for their program/project/event.

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Appropriations and Legal Debt Limit Margin
Gann Appropriations Limit
In 1979, California voters approved Proposition 4, the Gann Initiative, and added Article XIIIB to the California State Constitution. Article XIIIB mandates a limit on the amount of proceeds of taxes that state and local governments can receive and appropriate (authorize to spend) each year. The purpose of this law is to limit government spending by puWing a cap on the total proceeds of taxes that may be appropriated each year.

Proposition 111 and SB 88, approved by California voters in June of 1990, offered cities more flexibility in choosing inflation and population factors to calculate the limit.

Appropriations Subject to Limit
The limit is different for each agency and changes annually. It is calculated by taking the amount of tax proceeds that were authorized to be spent in FY 1978-79 and adjusting for changes in inflation and population each subsequent year.

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Proposition 111 changed the way the limit is calculated and allowed a City to increase its limit annually in two ways:

By the percent change in per capita personal income in California or the percent change in the assessment roll the preceding year due to the addition of local non-residential new construction; or By the percent change in county or city population.

The City used the following factors from the California Department of Finance.

Price Factor
(A) Percent Change in California Per Capita Personal Income: 5.73% (Source: Dept of Finance, California)
Population Factor
(B) Percent Change in County Population: -0.56%
(Source: Dept of Finance, California)
(C) Percent Change in City Population: -0.99%
(Source: Dept of Finance, California)
The City multiplied the FY 2020-21 appropriations limit by Price Factor (A) of 5.73% and Population Factor (B) of -0.56% to calculate the FY 2021-22 appropriations limit, as shown below:

FY 2020-21 Appropriations Limit $109,062,934
Price Factor (A) 1.0573
Population Factor (B) 0.9944
FY 2021-22 Appropriations Limit $114,666,491
The City’s FY 2021-22 appropriations limit was $114,666,491, $5.6 million or 5.1% higher than the FY 2020-21 limit of $109,062,934. The California Department of Finance will publish the price and population data to calculate the City’s FY 2022-23 appropriations limit in May 2022. As a result, the FY 2022-23 appropriations limit will not be known until May 2022 and will be included in the Adopted Budget.

Legal Debt Margin
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this provision was enacted when the assessed valuation was based upon 25% of market value. Effective FY 1981-82, each parcel is now assessed at 100% of market value (as of the most recent change in ownership for that parcel). The computation shown below reflects a conversion of assessed valuation data for FY 2020-21 from the current full valuation perspective to the 25% level that was in effect at the time that the legal debt margin was enacted by the State of California for local governments located within the State.

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Description Amount Formula
Secured Property Assessed Value, Net of Exempt Real Property (1) $27,083,468,890 Adjusted Valuation - 25% of Assessed Valuation (2) $6,770,867,223 (1) x 25% Debt Limit - 15% of Adjusted Valuation $1,015,630,083 (2) x 15% Total City Bonded Debt (3) $19,900,000
Less: Certificates of Participation Not Subject to Debt Limit (4) $(19,900,000) Amount of Debt Subject to Limit - (3) - (4)
Legal Debt Margin $1,015,630,083
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Financial Schedules
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Financial Overview by Fund
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Flow of Funds Chart (Sankey)
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General Fund Contribution Schedule
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Fund Balance Report
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General Fund Summary
The General Fund is the City’s primary operating fund. It accounts for basic services such as public safety, public works, planning and development, park maintenance, code enforcement, and the administrative services required to support them. The fund generates revenue from the City’s discretionary funding sources (e.g., property tax, sales tax, transient occupancy tax, and utility tax). As a rule, general fund resources are used only to fund operations that do not have other dedicated (restricted) funding sources. Operations that rely heavily upon non-general fund resources, such as street maintenance, solid waste collection, and recreation are accounted for in other funds. Information on these funds may be found in the Other Funds section of this document.

For FY 2022-23, General Fund revenue estimates are $93.7 million, a $4.0 million, or 4.5%, increase from the FY 2021-22 Adopted Budget, mostly due to an increase in sales tax and property tax.

General Fund expenditure estimates are $93.0 million, a $3.2 million, or 3.6%, increase from the FY 2021-22 Adopted Budget. The General Fund’s ending fund balance is projected to increase by 1.1% from the FY 2021- 22 Adopted Budget ending fund balance. This is due to a projected increase in sales tax, property tax, and transient occupancy taxes offset by a projected decrease in utility user's tax.

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General Fund Revenues
Estimates for the FY 2022-23 beginning fund balance and General Fund revenue sources are based upon a careful examination of collection history and paWerns as they relate to such factors as seasonality and performance in the economic environment that the City is most likely to encounter in the coming year. FY 2022-23 revenue estimates are based on the anticipated increase or decrease in activity and receipts over the current year. Each source of revenue can be influenced by external (outside of the City's control) and/or internal factors. The FY 2022-23 revenue estimates are built on the assumption of the City moving toward a recovery from the COVID-19 pandemic.

As shown in the chart below, FY 2022-23 revenues are estimated at $93.7 million, a 4.5% increase over the FY 2021-22 Adopted Budget.

Note: Revenues from Investment Fund (Fund 130) not included in table The majority of Cupertino's General Fund operating revenues are generated by sales taxes (34%) and property taxes (32%), followed by charges for services (12%) and Transient Occupancy Tax (5%). The chart on the next page illustrates the sources of General Fund revenue by category.

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The FY 2022-23 General Fund revenue estimates are discussed by category in the material that follows.

Sales and Use Tax, commonly referred to as just the "sales tax" has two components: (1) an excise tax imposed on retailers for the privilege of selling tangible personal property, and (2) an excise tax imposed on a person and applies to purchases from out-of-state vendors that are not required to collect tax on their sales. The proceeds of sales and use taxes imposed within the boundaries of Cupertino are distributed by the State to various agencies, with the City of Cupertino receiving one percent, as shown in the chart to the right. Staff will continue to monitor competing interests for the City's ¼ cent sales tax imposed on local governments as a FY 2022-23 Proposed Budget Financial Schedules 112
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potential new source of revenue for affordable housing and transportation. If the City decides to include a similar ballot measure at a future election, subject to voter approval, the City has an opportunity to retain local control over the additional sales tax proceeds.

The City's sales tax revenues are generated from five principal economic categories: business-to-business 53% (includes electronic equipment and soNware manufacturers and distributors), state and county pools 32%, restaurants and hotels 7%, general consumer goods 4%, and fuel and service stations and other 1.6%.

Our two largest sales taxpayers in the business-to-business category represent a large part of that sector and can significantly affect sales tax trends. Corporate and business technology spending drove growth in this sector in FY 2019-20 and FY 2020-21 as businesses transitioned to remote work during the pandemic. Businessto-business sales tax is expected to decrease as pandemic restrictions end and the State transitions to a new normal. Given these trends, the City's FY 2022-23 sales tax revenue is expected to be lower than the historic highs seen in FY 2020-21.

Sales tax receipts increased by 26.1% in FY 2016-17 due to a one-time $3.5 million payment related to the closeout of the triple flip and took a slight dip of 2.8% in FY 17-18. Additionally, the City's sales tax revenues spiked to historic highs in both FY 2019-20 and FY 2020-21; however, the City is considering it one-time. Sales tax revenues are estimated to generate $32 million in FY 2022-23, up 14.7% from the FY 2021-22 Adopted Budget.

The swiN reaction by consumers and businesses to the outbreak of COVID-19 in 2020 created significant fluctuations for the City's industry groups. While restaurants and hotels, general consumer goods, and automotive industry groups were severely impacted, the City's business-to-business and County pool allocation share increased substantially. This was brought on by shelter-in-place mandates throughout the State, which reduced sales tax revenues for restaurants and brick and mortar retail; thereby increasing online sales. Additionally, the conversion to remote work increased the demand for computer and electronic equipment, which also increased the City's sales tax revenues. As the State continues toward recovery and businesses continue their opening, it is anticipated that the City's restaurant and hotels, general consumer goods, and automotive industry groups will recover and increase. However, these increases will only slightly mitigate the anticipated declines in the City's business-to-business and County pool share allocation as online sales fall from recent historic highs. Although there is much uncertainty about the City's sales tax revenues, the City anticipates positive annual sales tax increases in the future. As information and data continue to become available, staff will bring forth updates and adjustments regularly as necessary.

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Under current law, property is assessed at actual full cash value with the maximum levy being 1% of the assessed valuation. The assessed value of real property that has not changed ownership can be adjusted by the change in the California Consumer Price Index (CCPI) up to a maximum of 2% per year. Property that changes ownership, property that is substantially altered, newly-constructed property, State-assessed property, and personal property are assessed at the full market value in the first year and subject to the two percent cap, thereafter.

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In 1978, voters approved the passage of Proposition 13, which froze property tax rates and limited the amount that rates could increase each year. Cupertino had one of the lowest property tax rates in Santa Clara County receiving only $0.02 for every $1.00 paid. Subsequent legislation required Counties to provide "no/low tax" cities with a Tax Equity Allocation (TEA) equal to 7% of the property tax share, however, the property tax distribution for the no/low tax cities in Santa Clara County was limited to 55% of what other TEA cities in the State received.

Property Tax
In FY 2006-07 West Valley cities won the passage of State legislation which restored a portion of TEA property tax revenue. This TEA change provided an additional $1.35 million in property tax annually and increased the City's share of property taxes to 5.6%. In conjunction with three other West Valley cities, Cupertino continued legislative efforts to gain parity with other no/low property tax cities in the State. In FY 2015-16, Governor Brown agreed to restore TEA revenues over a five-year period. In FY 2019-20 TEA was fully restored, and Cupertino kept approximately 7.0% of property tax revenues in FY 2019-20 compared to 6.72% in FY 2018-19.

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Additionally, Educational Revenue Augmentation Fund (ERAF), a mechanism enacted in July of 1992 by the State Legislature to shiN local tax revenues from cities, counties, and special districts to a State control ERAF, absorbs the shift-back of the TEA.

The City experienced a net taxable value increase of 3.5% for the 2021-22 tax roll. The bulk of the increase was due to increases in residential properties by $829 million, or 4.9%. This category makes up 61.1% of the net taxable value. Unsecured property tax decreased by $700 million, or 28.9%. This category makes up 6.0% of the net taxable value. Lastly, commercial property values increased by $573 million, or 7.6%. This category makes up 28.3% of the net taxable value. The effects of COVID-19 on housing prices in Cupertino and the Bay Area have yet to be seen. Although values continue to increase, staff will monitor the potential impact of long-term and even permanent remote work in the City and region.

Transient occupancy taxes (TOT) are levied on hotels and short-term room rentals located in the City at the rate of 12% of room revenues. In November 2011, 83% of voters approved increasing the rate from 10% to 12%. This rate increase contributed to the upward trend shown in the TOT Historical Trend graph. TOT is expected to end FY 2021-22 at $3 million, a 40% increase from FY 20-21 actuals. The anticipated increase is due to the recent relaxation of prior pandemic-based restrictions, allowing for increased travel and the return of employees to their places of work.

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TOT is projected to increase 66.7% in FY 2022-23. The City anticipates a "full-recovery" of TOT by FY 2023-24; however, the extent of the recovery is uncertain as the effect of teleworking on business travel remains to be determined. Currently, a recovery to a $7.5 million level is anticipated by FY 2023-24. With a Proposed Budget amount in FY 2022-23 of $5 million, it is clear the recovery in travel will gradual; however, staff are cautiously optimistic that this recovery could be accelerated through the continued roll out of the COVID-19 vaccination.

Staff will continue to monitor these activities and bring forward adjustments and recommendations as necessary.

The utility user tax (UUT), approved by voters in 1990, is assessed on gas, electricity, and telecommunication services provided within the City’s jurisdiction at a rate of 2.4% of billed charges. Revenues generated from this tax can be used for general City purposes.

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The City's tax rate is generally lower than that of other cities within Santa Clara County, as shown in the chart above. In March 2002, voters approved extending the utility tax's sunset date from 2015 to 2030. This extension corresponded with the extended debt maturity date resulting from the refinancing of debt for capital improvement projects. To maintain tax revenues currently received from telecom services, voters passed a measure in 2009 to update the ordinance to the changing technology in this area.

FY 2021-22, UUT revenues are estimated to increase 5.6% from FY 2020-21 actuals, with projected revenues of $3.2 million due to more revenue generated from utilities being used. Budgeted revenues are expected to decrease to $3 million in FY 2022-23. This revenue source will be monitored closely as the fiscal year progresses.

Franchise fees are received from cable, solid waste, water, gas, and electricity franchisees that operate in the City. The fees range from 1% to 12% of the franchisee's gross revenues depending on each agreement. As shown in the graph below, these revenues are relatively steady and not sensitive to economic fluctuations.

In FY 2021-22, franchise fee revenues are trending up 0.3% from FY 2020-21 actuals primarily due to an increase in electricity and water rates. Budgeted revenues are expected to remain at approximately $3 million for FY 2022-23. This revenue source will be monitored closely as the fiscal year progresses.

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Other taxes are comprised mainly of business license taxes, construction taxes, and property transfer taxes. As shown in the graph, business license and property transfer taxes are relatively steady while construction taxes are extremely volatile and sensitive to economic fluctuations.

With the influx of several major construction projects beginning in 2012, revenues began increasing. The largest of the projects included the Apple Park and Main Street developments. These projects coupled with a strong housing recovery created a record year for revenues in FY 2013-14. These revenues have since returned to historic levels. In FY 2022-23, these revenues are expected to increase by 43% from the prior year to $1.8 million.

This is primarily due to the projected increase from known 2021 property tax transfers. For years 2023-24 and later a growth rate is applied that is representative of the historical average rate of real property growth due to properties that have transferred ownership.

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This category accounts for charges to users of City services funded by the General Fund as well as internal City-wide overhead. The City aWempts to recover the cost of the services, including planning, zoning, and engineering permit processing for new property development as well as some recreation-related fees. As such, this revenue source is sensitive to economic fluctuations, as shown in the graph below. Apple Park and other large developments generated large one-time revenues in FY 2013-14 as well as FY 2015-16 and FY 2016-17.

In addition, beginning in FY 2013-14, enterprise funds, internal service funds, and special funds began charging for overhead services previously subsidized by the General Fund. Some internal strategic support services (Human Resources, Finance, City Clerk, etc.) also began charging internal departments for their services to capture the true cost of providing various programs and services within City operations. ANer a comprehensive cost allocation plan (CAP) was approved by Council in April 2016, internal strategic support services (City Council, Facilities, Maintenance, etc.) were included. In FY 2015-16, the City's administration changed its methodology for tracking developer deposits driven by increased developer activity and, as a result, both budgets for revenues and expenses were increased by anticipated deposit amounts leading to another large increase in revenue.

Current year actuals will come in higher compared to budgeted levels due to relaxation of prior pandemic restrictions, allowing for the continued reopening of City facilities. Increases in the City fees (expected to be effective July 2022) would represent additional revenues of approximately $92,662 in the General Fund and $158,000 in the Enterprise Funds. As the City moves toward recovery, growth in charges for services revenues is anticipated in FY 2022-23.

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Licenses and permits include fees for reviewing building plans, building inspections, construction, tenant improvements, and commercial/residential installations for compliance with state and municipal building codes.

The Apple Park project and large residential projects (Rosebowl, Biltmore expansion, Main Street) generated significant permiWing revenues in FY 2013-14. Since then, activity has slowed until FY 2018-19 when revenues came in 48.8% higher. Although this revenue source is relatively consistent from year to year, fluctuations may occur depending on the timing of projects being completed. The $33.5 million estimated amount in FY 2021-22 is due to Vallco Town Center (renamed The Rise) and its scheduled commencement in FY 2022-23. Vallco's commencement was originally scheduled in FY 2020-21 and FY 2021-22 but was postponed due to soil contamination. These revenues will be carried forward and recognized as the project progresses to completion.

This revenue source is expected to reach $3.5 million in FY 2022-23.

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The use of money and property category is comprised of General Fund interest earnings as well as facility and concession rental income of City-owned property. The City's portfolio is approximately $171.2 million.

Fluctuations in this revenue category are a result of investment earnings, as rental income is fairly steady.

Investment earnings were higher in FY 2019-20 and FY 2020-21 due to investment gains in the City’s Section 115 Pension Trust.

Investment earnings are a function of the amount of cash available for investment, current interest rates, and composition of investments. The City's investment objectives, in order of priority, are:

Safety to ensure the preservation of capital
Sufficient liquidity for cash needs
A market rate of return consistent with the investment program Geopolitical conflict has fueled volatility in financial markets. The conflict has exacerbated inflationary pressures, particularly in energy and commodities, and has caused tightening conditions in financial markets.

While consumer spending and economic growth remain strong, an extended conflict along with elevated energy prices increases the risk of an economic fslowdown later this year. While the Federal Reserve is expected to tighten monetary policy, the Federal Open Market CommiWee (FOMC) has very liWle margin for error as it aWempts to combat inflation without pushing the economy into a recession. Over the near-term, the City's investment manager, Chandler Asset Management, expects financial market volatility to remain elevated and conditions to remain tighter with heightened geopolitical risk, supply chain boWlenecks and persistent inflation, and the Federal Reserve's pivot to less accommodative monetary policy.

The FOMC raised the federal funds rate by 0.25% at their March 16th meeting to a target range of 0.25% to

0.50%. The Federal Reserve also ended their bond-buying program as expected in March, which included the purchase of treasury and agency mortgage-backed securities. Federal Reserve Chair Powell suggested that balance sheet runoff could begin as early as their next meeting in May, sooner than previously anticipated, and that the pace of the unwind will likely be faster than in the previous quantitative tightening cycle. The dot plot favors six additional rate hikes in 2022, which implies a 25 basis point rate hike at each remaining meeting this year, but the Federal Reserve hasn't ruled out incorporating one or more 50 basis point hikes to address inflation.

City staff will continue to monitor interest rates as well as economic factors in both the local as well as the national economy.

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Fines and forfeitures account for revenues generated from vehicle, parking, and miscellaneous code violations issued by the County Sheriff and the City's Code Enforcement officers. In FY 2021-22, the revenues for City Fines were inadvertently excluded, reflecting a projected estimate of only $225,000. However, aNer adding an estimated $102,000 in revenues for City Fines, this revenue source is expected to reach $327,000 in FY 2021-22.

Additionally, FY 2022-23 revenues are expected to increase to $427,000 due to an increase in fines as society rebounds from the pandemic.

Intergovernmental revenues are made up of federal, State, and regional grants, including miscellaneous intergovernmental revenue. FY 2021-22 actuals are estimated to come in significantly higher than budgeted levels due to the receipt of COVID-19 relief dollars as part of the American Rescue Plan Act of 2021. The City received $4,852,301 in FY 2020-21 and is expecting to receive $4,852,301 in FY 2021-22.

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Miscellaneous revenues account for unanticipated revenues such as donations and administrative fees. FY 2022-23 miscellaneous revenue remains relatively consistent with FY 2021-22 Adopted Budget. FY 2021-22 miscellaneous revenue is estimated to come in higher than budgeted due to a $500,000 increase in administrative fees for Community Development Department projects. These revenues will be carried forward and recognized as the project progresses to completion. The majority of the General Fund's miscellaneous revenues are due to Apple's annual donation for additional sheriff services at Apple Park.

Other Financing Sources generally account for refundable deposit revenues within the Community Development Department. With significant fluctuations year-over-year, staff conservatively estimate these revenues. In FY 2021-22, revenues are projected to be higher due to the carryover of refundable deposit revenues for development projects. This revenue source is expected to remain at $275,000 in FY 2022-23.

Transfers In represent the movement of funds from one City fund to another, the General Fund in this case. In the FY 2021-22, actual transfers were higher due to $4.8 million in transfers related to the American Rescue Plan Act. In FY 2022-23, the City plans to transfer $15,000 from the City's Tree Fund to the General Fund to support ongoing tree maintenance operations.

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General Fund Expenditures
Estimates for the FY 2022-23 General Fund expenditures are based upon anticipated personnel and nonpersonnel cost increases. This year, department budgets reflect a base budget with justified ongoing expenses, accounting for changes in personnel costs and any other anticipated/known increased costs in FY 2022-23. In addition, most budgets were given additional funds for any unexpected expenditures that are accounted for in the contingency account, which remained at 2.5% of base materials and contract services. Lastly, per the City’s Reserve policy, an unassigned General Fund balance above the $500,000 maximum balance will be recommended for transfer to the Capital Reserve Fund for future capital and infrastructure projects, aNer yearend close and as part of the mid-year financial report.

With a projected increase in unassigned fund balance for FY 2022-23 and an unexpected increase in revenues during FY 2020-21 and FY 2021-22, the City is recommending adding back a number of prior year materials and contract services requests that were deferred to mitigate the impacts of COVID-19. Additionally, financial updates will be provided on a quarterly basis to effectively communicate the City's progress toward a financial recovery from COVID-19.

As shown in the chart on the next page, FY 2022-23 expenditures are estimated at $93.0 million, which represents a 4% increase compared to the adopted budget from the prior year. This budget reflects an increase in Employee Compensation and Benefits due to negotiated salary and benefit changes as well as increased retirement costs. There is also an increase in Materials primarily aWributed to an increase in soNware expenses, electrical, and water service charges in FY 2022-23. Additionally, there is an increase in Contract Services primarily aWributed to the annual increase in the City’s Law Enforcement contract with Santa Clara County Sheriff.

The largest General Fund operating expenditure categories include Employee Compensation and Benefits (38%), Contract Services (27%), Transfers Out (13%), and Cost Allocation (11%) as illustrated in the FY 2022-23 General Fund Expenditures by Category chart.

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Personnel Costs
Personnel costs total $35.2 million in FY 2022-23, comprising 38% of General Fund expenditures. These costs are made up of salaries and compensation for benefiWed and part-time staff (68%), retirement benefits (20%), and other fringe benefits (11%), including health coverage.

Costs were calculated by taking an extract of payroll system information. This individual position-level information was then reviewed, corrected, and updated by each department to include current vacancies and filled positions, accurate salary step status, as well as any position reallocations. Also, all categories of benefit costs in the coming year were projected. The most recent retirement plan and health plan information for each position was also updated from the payroll system. Not included in personnel costs is the ongoing contribution for retiree healthcare which is included in the transfers category.

CalPERS retirement rates are projected to increase to $6.9 million, an increase of $0.7 million, or 11.5%, per the most recent actuarial valuation report from CalPERS. Under the Funding Risk Mitigation Policy, the 21.3% return in FY 2020-21 triggered a reduction in the discount rate from 7% to 6.8%. Pension contribution projections are reflected in the General Fund forecast section of the budget.

A total of 223 FTEs are proposed in FY 2022-23, an increase of 12 FTEs, or 5.7%, from the FY 2021-22 Amended Budget. The positions are summarized below:

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Non-Personnel
Non-personnel costs total $45.9 million in FY 2022-23, comprising 49% of General Fund budgeted appropriations. These costs are primarily made up of Contract Services (27%), Cost Allocation charges (11%), Materials (8%), and Capital Outlays and Special Projects (2%). Costs were developed from the base budget created in FY 2021-22 with justified ongoing expenses and adjustments for any other anticipated/known increased costs in FY 2022-23. One-time projects were moved to a separate category in FY 2013-14 to ensure that expenditure trends reflect ongoing expenditure needs. In FY 2017-18, a concerted effort was made to differentiate costs related to special projects and capital outlays that are required to be depreciated. A special projects series was created in the contracts section of accounts for any new special projects going forward.

With a projected increase in total unassigned fund balance for FY 2022-23, the City is able to add back a number of FY 2021-22 materials and contract services that were cut due to COVID-19 which is reflected in the 9% increase in materials and 5% increase in contract services compared to the prior year. Although program contingencies will remain reduced from 5% of budgeted General Fund materials and contract services to 2.5%.

Program contingencies have been allocated proportionately among operating programs based on each program’s share of General Fund budget for materials and contract services. The City Manager Contingency is the second level of contingency established for unexpected expenditures that may occur over the program contingency. In FY 2020-21, the City Manager Contingency was reduced from 2.5% of budgeted General Fund materials and contract services to $75,000. This brings total contingencies for the General Fund to approximately 2.5% of budgeted materials and contract services. This percentage is lower than the best practices adopted by the Governmental Accounting Standards Board (GASB) which recommended 5-15% contingency. Program contingency budgets may be used to cover unanticipated program expenses at the department’s discretion, while the use of the City Manager Contingency will require City Manager approval.

The Sheriff’s contract is excluded from the contingency calculation.

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General Fund Transfers
Transfers out represent transfers of monies out of the General Fund to various other funds. These transfers provide resources to the receiving fund to support operating and capital expenditures. For FY 2022-23, the following transfers are proposed.

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General Fund Fund Balance
As prescribed by GASB Statement No. 54, governmental funds report fund balance in classifications based primarily on the extent to which the City is bound to honor constraints on the specific purposes for which amounts in the funds can be spent. Fund balances for governmental funds are made up of the following:

Nonspendable Fund Balance – includes amounts that are (a) not in spendable form, or (b) legally or contractually required to be maintained intact. The “not in spendable form” criterion includes items that are not expected to be converted to cash, for example, prepaid items, property held for resale, and long-term notes receivable.

Restricted Fund Balance – includes amounts that can be spent only for the specific purposes stipulated by external resource providers, constitutionally or through enabling legislation. Restrictions may effectively be changed or lifted only with the consent of resource providers.

CommiHed Fund Balance – includes amounts that can only be used for the specific purposes determined by formal action of the City’s highest level of decision-making authority, the City Council. Commitments may be changed or liNed only by the City taking the same formal action (resolution) that imposed the constraint originally.

Assigned Fund Balance – comprises amounts intended to be used by the City for specific purposes that are neither restricted nor commiWed. The intent is expressed by the City Council or official to which the City Council has delegated the authority to assign amounts to be used for specific purposes. Through the adopted budget, the City Council establishes assigned fund balance policy levels and also sets the means and priority for the City Manager to fund these levels.

Unassigned Fund Balance – is the residual classification for the General Fund and includes all amounts not contained in the other classifications. Unassigned amounts are technically available for any purpose.

In circumstances when an expenditure may be made for which amounts are available in multiple fund balance classifications, the fund balance in General Fund will generally be used in the order of restricted, unassigned, and then assigned reserves. In other governmental funds, the order will generally be restricted and then assigned.

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General Fund Classification of Fund Balance
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All Funds Summary
This section provides information on the FY 2022-23 Special Revenue, Debt Service, Capital Project, Enterprise, and Internal Service Funds budgets including, expenditure and revenue highlights, transfers to other funds, reserve funds, and the financial forecast.

Revenue Estimates
Estimates for FY 2022-23 fund balance and individual revenue accounts are based upon a careful examination of the collection history and paWerns as they relate to such factors as seasonality and performance in the economic environment that the City is most likely to encounter in the coming year. Each source of revenue can be influenced by external (outside of the City’s control) and/or internal factors. The FY 2022-23 revenue estimates are built on the assumption that the economy will experience conservative growth as society recovers from the pandemic.

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Special Revenue Funds
Special Revenue Funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for specific purposes. Special Revenue Funds include the Park Dedication, Transportation, Storm Drain, and Environmental Management/Clean Creeks funds.

Revenue
Revenue sources are projected to increase by $3.5 million. Increases in taxes are offset by decreases in transfers from the General Fund. Other Taxes is increasing due to housing mitigation revenue from the office project at 19191 Vallco Parkway. Transfers are decreasing because the Capital Improvement Program is not included in the Proposed Budget. The Capital Improvement Program will be considered in a separate study session and included in the Adopted Budget.

Expenditures
Expenditure uses are projected to decrease by $13.3 million primarily due to a decrease in Capital Outlays because the Capital Improvement Program is not included in the Proposed Budget.

Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the difference between revenue and expenditures to arrive at the ending fund balance. It is projected to increase by $4.7 million due to an increase in housing mitigation revenue from the office project at 19191 Vallco Parkway.

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Debt Service Fund
The Debt Service Fund provides for the payment of principal, interest, and associated administrative costs incurred with the issuance of debt instruments for the City’s Public Facilities Corporation. The budget funds the Corporation’s annual payment of principal and interest on the City Hall/Community Hall/Library Certificates of Participation (COP) that will be paid off by July 1, 2030.

On September 29, 2020, the City’s 2020A Certificates of Participation (2020 COPs) were successfully sold in order to refund the City’s 2012 Certificates of Participation for debt service savings. The refunding generated net present value savings of approximately $3.14 million, 11.61% of refunded par, and a True Interest Cost of

0.72%. Savings to the City’s General Fund amounts to approximately $494,000 per year for the next 10 years or almost $5 million in total savings.

Revenue
Revenue sources are relatively unchanged from the last fiscal year. The $2.7 million transfer from the General Fund funds the annual payment of principal and interest for the City’s debt. Increased activity in FY 2020-21 is due to the refinancing.

Expenditures
Expenditure uses are relatively unchanged from last fiscal year. The $2.7 million in expenditures represents the annual payment of principal and interest for the City’s debt. Increased activity in FY 2020-21 is due to the refinancing.

Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the difference between revenue and expenditures to arrive at the ending fund balance. Fund balance is relatively unchanged from last fiscal year.

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Capital Project Funds
This fund pays for the acquisition of major capital facilities and/or construction of major capital projects.

Revenue
Revenue sources are projected to decrease by $21.5 million because the Capital Improvement Program is not incorporated into the Proposed Budget. The Capital Improvement Program will be presented to City Council in a separate study session and included in the Adopted Budget. Transfers from the General Fund to the Capital Reserve are budgeted for this year. In the past, transfers to the Capital Reserve were not budgeted and instead adjusted at mid-year. Given the City's aging infrastructure and capital projects needs, the City is allocating $2.5 million in transfers annually to the Capital Reserve throughout the forecast to facilitate Capital Improvement Program budget forecasting.

Expenditures
Expenditure uses are projected to decrease by $20.3 million because the Capital Improvement Program is not incorporated into the Proposed Budget. The $175,000 is budgeted for annual capital project planning and support.

Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the difference between revenue and expenditures to arrive at the ending fund balance. It is projected to decrease by $2.3 million because the Capital Improvement Program is not incorporated into the Proposed Budget.

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Enterprise Funds
Enterprise Funds are set up for the provision of specific services that are funded directly by fees charged for those goods or services. Enterprise Funds include the Resource Recovery, Sports Center, Blackberry Farm Golf Course, and Recreation funds.

Revenue
Revenue sources are projected to decrease by $0.9 million due to a decrease in fees and a decrease in transfers from the General Fund. Fee revenue estimates are conservative as the timing and extent of recovery to preCOVID level activity are difficult to measure.

Expenditures
Expenditure uses are projected to decrease by $2.0 million due to a decrease in cost allocation charges and a decrease in special projects.

Net Position
Enterprise funds carry net position instead of fund balance. Net position is calculated by taking the beginning balance and then adding the difference between revenue and expenditures to arrive at the ending net position.

However, some of these resources are not liquid and represent capital assets. These monies are generally accumulated to support capital replacement and/or expansion needs. It is projected to decrease by $2.8 million due to decreased revenues and transfers.

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Internal Service Funds
Internal Service Funds are used for areas where goods or services are provided to other departments or governments on a cost-reimbursement basis. Internal Service Funds include the Information & Technology, Vehicle & Equipment Replacement, Workers' Compensation, Compensated Absences & Long-Term Disability, and Retiree Medical funds.

Revenue
Revenue sources are projected to increase by $1.1 million due to increased transfers from the General Fund for IT costs.

Expenditures
Expenditure uses are projected to increase by $0.1 million.

Net Position
Internal Service Funds carry net position instead of fund balance. Net position is calculated in the same manner as fund balance, taking the beginning balance and then adding the difference between revenue and expenditures to arrive at the ending net position. However, some of the resources are not liquid and represent capital assets. These monies are generally accumulated to support capital replacement and/or expansion needs.

It is projected to decrease by $1.6 million due to revenues being higher than expenditures. Expenditures are increasing due to a technology refresh.

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General Fund Forecast
Overview
City staff develops medium-term (5-year) and long-term (20-year) forecasts as part of the budget process. While long-term projections are inherently less reliable than short-term projections, they can help detect structural budget issues early. As shown in the following chart, revenues will start to fall short of expenditures in FY 2040-41 because revenues are growing slower than expenditures.

Revenue growth is primarily driven by sales, property, and transient occupancy taxes.

Sales tax revenues experienced tremendous growth in FY 2019-20 and FY 2020-21 as the pandemic lead to increases in business-to-business and online sales. Sales tax is expected to be lower in FY 2022-23 compared to FY 2020-21 as the State emerges from the pandemic. In addition, the California Department of Tax and Fee Administration (CDTFA) is currently auditing the City's sales tax revenues. The impact of this audit is unknown but has the potential to have a significant impact on the City’s sales tax revenues. Once more information is known, staff will bring updates to Council.

Property tax—while currently strong—may be affected if telecommuting impacts property values in the Bay Area.

Transient occupancy tax revenues have been slow to recover and are expected to gradually recover to 75% of pre-pandemic levels. Telecommuting may reduce business travel, reducing the demand for City hotels.

Expenditure growth is primarily driven by:

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Requests for additional staffing to meet the demand for City services.

Increases in the City’s Law Enforcement contract with the Santa Clara County Sheriff’s Office.

Revenues continue to grow at a slower pace than expenditures, with annual operating surpluses projecting to decrease, as shown below.

Although it is difficult to estimate the full impacts of COVID-19 long-term, the City’s fiscal foundation remains strong. With the General Fund’s Economic Uncertainty Reserve intact and a healthy unassigned fund balance, the City is poised to withstand the impacts of revenue volatility. As the City emerges from the pandemic, staff will continue to closely monitor the situation and adjust when necessary. Staff intends on keeping the City Council and community informed with regular updates. Having the latest information and up-to-date data will allow for informed decision-making.

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Forecast Methodology
A financial forecast is a planning tool that helps staff identify trends and anticipate the long-term consequences of budget decisions. The forecast is instrumental in modeling the effects of retirement costs, employee compensation, and revenues on the City’s budget.

The forecast is not a plan but a model based on cost and revenue assumptions updated regularly as new information becomes available. Of these components, cost projections, which are based on known costs, are relatively reliable. On the other hand, revenue forecasts are based on assumptions related to future economic conditions, which are fraught with uncertainty. Economic forecasts change frequently and demonstrate the difficulties of commiWing to a particular prediction of the future. For this reason, staff updates the forecast regularly.

While economic conditions are the primary drivers for economically sensitive revenues such as sales tax and property tax, other factors drive non-economically sensitive categories such as utility user taxes and franchise fees. These revenue categories are more heavily impacted by utility rate changes, energy prices, and consumption levels. Collections from local, state, and federal agencies are primarily driven by grant and reimbursement funding available from these agencies. As a result, these revenues experience no significant net gain or loss during economic expansions or slowdowns. All revenue projections are based upon a careful examination of the collection history and patterns related to seasonality and the economic environment the City is most likely to encounter in the future. Staff also considered potential COVID-19 impacts in determining the most reasonable estimated figures.

A discussion of both the national and local economic outlooks used to develop the revenue estimates for the FY 2022-23 forecast is included below. To create the revenue forecasts, the City reviewed national, state, and regional economic forecasts from multiple sources, including the Congressional Budget Office, California’s Legislative Analyst’s Office (LAO), and the Center for Continuing Study of the California Economy (CCSCE).

To develop the sales tax, property tax, and transient occupancy tax (TOT) revenue projections, the City worked with HdL Companies, a tax consultant.

The City's Consumer Price Index (CPI) forecasts are an average of State and County CPI from:

UCLA Anderson Forecast for the Nation and California
California Department of Transportation’s California County-Level Economic Forecast In 2019, the City worked with UFI (Urban Futures, Inc.), a financial advisory and consulting firm, to:

Review, update, and enhance the City’s baseline financial forecast.

Evaluate fiscal strategies including potential local revenue measures.

Develop capital financing options, structures, and estimates for identified projects.

Prepare an analysis of city charter costs/benefits related to fiscal activities.

This forecast includes the updates and enhancements that UFI has made to the City’s baseline financial forecast.

National Economic Outlook
Real gross domestic product (GDP) increased at an annual rate of 6.9 percent in the fourth quarter of 2021, following an increase of 2.3 percent in the third quarter. The increase was revised down 0.1 percentage points from the "second" estimate released in February. The acceleration in the fourth quarter was led by an acceleration in inventory investment, upturns in exports and residential fixed investment, and an acceleration in consumer spending. In the fourth quarter, COVID-19 cases resulted in continued restrictions and disruptions in the operations of establishments in some parts of the country. Government assistance payments in the form FY 2022-23 Proposed Budget Financial Schedules 139
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of forgivable loans to businesses, grants to state and local governments, and social benefits to households all decreased as provisions of several federal programs expired or tapered off.

Geopolitical conflict has fueled volatility in financial markets. The conflict has exacerbated inflationary pressures, particularly in energy and commodities, and has caused tightening conditions in financial markets.

While consumer spending and economic growth remain strong, an extended conflict along with elevated energy prices increases the risk of an economic slowdown later this year. While the Federal Reserve is expected to tighten monetary policy, the Federal Open Market CommiWee (FOMC) has very liWle margin for error as it aWempts to combat inflation without pushing the economy into a recession. Over the near term, the City’s investment manager, Chandler Asset Management, expects financial market volatility to remain elevated and conditions to remain tighter with heightened geopolitical risk, supply chain bottlenecks and persistent inflation, and the Federal Reserve’s pivot to a less accommodative monetary policy.

As the City moves forward through the pandemic and more information becomes available, staff will bring forward updates and adjustments to City Council regularly as necessary.

Cupertino Economic Outlook
Despite strong economic performance continuing in Silicon Valley and Cupertino pre-COVID, data from the State of California Employment Development Department indicates significant impacts resulting from the virus.

Due to the timing of property appraisals entering the assessor’s role, the City does not anticipate significant impacts to property tax revenues in FY 2022-23. Property tax, while stable currently, could be affected if remote work impacts property values in the Bay Area. Although strong in previous years, construction activity will continue to flaWen out as recent large development projects, notably Apple Park, are now complete. Given the level of volatility surrounding the pandemic, it is difficult to estimate the timing of significant projects that could positively impact the City’s revenues.

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Revenues
The City’s top three revenue sources continue to be property tax, sales tax, and transient occupancy tax (TOT).

While this will continue to be true, the City expects revenues to be below the highs in FY 2020-21.

As shown in the chart below, General Fund revenues are expected to be $93.7 million in FY 2022-23 and increase through the forecast. Sales tax is projected to decrease from the record highs of FY 2020-21. Transient occupancy tax is projected to recover to a new normal gradually. Property tax is anticipated to increase in FY 2022-23. Other revenue sources consider assumptions ranging from no growth to conservative growth.

The National Bureau of Economic Research (NBER), an American private nonprofit research organization, defines the beginning and ending dates of recessions. The NBER defines a recession as "a significant decline in economic activity spread across the economy, lasting more than two quarters which is 6 months, normally visible in real gross domestic product (GDP), real income, employment, industrial production, and wholesaleretail sales. Since World War II, recessions have lasted an average of 11.1 months and have occurred, on average, about every 58.4 months (4.8 years). As a result, the forecast assumes a recession every 4 years where revenues remain flat while expenditures continue to increase.

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Sales Tax
Sales tax is the City’s largest revenue source. Sales taxes are collected at the point of sale and remiWed to the California Department of Tax and Fee Administration (CDTFA), formerly the Board of Equalization. The CDTFA allocates tax revenue owed to the City in monthly payments.

Sales tax revenues increased significantly in FY 2020-21 due to increases in the City’s business-to-business industry and online sales. Business-to-business revenues reached record highs as businesses transitioned to remote work as a result of the pandemic. Additionally, due to Shelter-in-Place orders, brick and mortar retail sales decreased while online sales increased. However, the City believes this increase is one-time in nature due to the pandemic.

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As the economy recovered from the depths of the pandemic, sales tax revenues from the general consumer goods, restaurants and hotels, and fuel and service stations industries rose in FY 2021-22. However, the future growth rate for sales tax revenue is expected to slow markedly. Surging inflation, a dramatic jump in the global price of crude oil due to geopolitical conflict, and the Federal Reserve’s tightening monetary policy will be headwinds in 2022. This is expected to result in weakening consumer sentiment and continued, but decelerating, sales tax growth into 2023.

In FY 2022-23, sales tax revenues are projected to be $31.9 million, a decrease from the highs in FY 2020-21.

Sales tax revenues are projected to increase by an average annual growth rate of 1.9% in the forecast. Staff used conservative estimates for business and industry, general consumer goods, restaurants and hotels, and state and county pools.

The City’s sales tax revenues face concentration risk due to the dependence on a single industry. The largest industry group, business-to-business (B2B), is sensitive to economic forces. In particular, the City’s two largest sales tax sources—both technology companies—account for a large portion of the City’s total sales tax revenues. Sales tax revenue is reported two quarters in arrears, providing the City with about six months to react if this revenue starts to decline.

Another risk is the California Department of Tax and Fee Administration (CDTFA) sales tax audit. The CDTFA is currently auditing the City's sales tax revenues. The impact of this audit is unknown but has the potential to have a significant impact on the City’s sales tax revenues. Once more information is known, staff will bring updates to Council.

Given the volatility of B2B revenue, which accounts for the majority of the City’s sales tax revenue, a key goal of the City’s long-term fiscal strategic plan is to diversify its sales tax sources. Recently completed development projects such as Nineteen800 and Main Street have boosted retail sales and can help reduce the City’s reliance on B2B revenue.

Property Tax
Property taxes are anticipated to remain stable in the near term, but it is unknown how potential remote work might impact property taxes in the long term. With remote work, people are rethinking where they choose to live. As people no longer need to live close to the office, demand for residential real estate in urban areas may decrease. Companies can reduce office space if fewer employees are working at the office, decreasing demand for commercial office space.

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Property tax revenues are projected to be $30.0 million in FY 2022-23 and increase by an average annual growth rate of 2.5% in the forecast. This moderate forecast is based on various factors, including historical trends for the City and projections for the region. Historically, property tax has increased at an average annual growth rate of 11%. However, this moderate forecast projects a much lower growth rate because no major development projects are assumed. Major development projects, such as Main Street and Apple Park, were significant contributors to the historical growth in property tax revenues.

Transient Occupancy Tax
Transient occupancy tax (TOT) revenues fell dramatically as the pandemic reduced travel. TOT revenues were $8.9 million in FY 2018-19 and $7.3 million in FY 2019-20, falling to $2.1 million in FY 2020-21. Transient occupancy taxes rely heavily on business travel. As businesses become accustomed to remote work, business travel may be permanently affected. If business travel fails to rebound, TOT revenues will be significantly affected.

While leisure travel has recovered much sooner than expected, business travel has not recovered as quickly.

Staff is cautiously optimistic business travel will increase gradually over the next few years.

The City anticipates a recovery of TOT revenues by FY 2023-24; however, it is unknown whether business travel will return to pre-COVID levels. This forecast assumes that TOT revenues will recover to 75% of preCOVID levels, or $7.5 million, in FY 2023-24 and gradually increase from the new normal.

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TOT revenues are projected to be $5.0 million in FY 2022-23. In the forecast, TOT is projected to increase at an average annual growth rate of 2.6%. Beginning in FY 2023-24, the City used a moderate forecast based on historical tax collections. This moderate forecast assumes slower growth than historical trends, given that no additional hotels are expected to open. De Anza Hotel and Cupertino Village Hotel are not included in the forecast as they have not been permitted yet.

TOT revenues are impacted by the tax rate charged on hotels in the City, the occupancy rate of the hotels, and the average daily room rates (ADR) of the hotels. TOT revenues are highly correlated with B2B revenue, as TOT revenues in Cupertino are primarily driven by business travel. Before the pandemic, occupancy rates were currently at record levels given the City's strong local economy. However, given the dependence on business travel, shifts in travel habits or economic conditions could significantly impact this revenue source.

Licenses and Permits
Licenses and permits are forecasted to decrease in FY 2022-23 due to reduced development activity but increase slightly in the out-years. Licenses and permits revenue is projected to grow at a rate of 0.3% each year.

Revenues are based on forecasts of California residential building permits, non-residential building permits, and construction payrolls from the UCLA Anderson Forecasts for the Nation and California. Out of prudence, this forecast does not reflect any major development projects that are awaiting approval. If new development projects are approved, staff will update this forecast accordingly.

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Charges for Services
Revenues from charges for services have decreased from their FY 2016-17 levels, primarily due to a decrease in development activity.

In FY 2020-21, revenues from charges for services decreased due to Parks & Recreation Department’s programs being affected by the COVID-19 pandemic. During the COVID-19 pandemic, the City’s recreation facilities were shut down due to the Stay-at-Home order issued by the Santa Clara County Public Health Department in mid-March 2020. As COVID-19 restrictions have lifted, programs and events have resumed.

Charges for Services revenues are projected to increase at an average annual growth rate of 2.0%. Other Service Fees, Cost Allocation Plan Charges for Services, and General Service Fees are projected to increase by 2.8% based on full-time salary growth. Planning Fees and Engineering Fees are based on construction and development factors, including California residential building permits, non-residential building permits, and construction payrolls from the UCLA Anderson Forecasts for the Nation and California. This forecast does not FY 2022-23 Proposed Budget Financial Schedules 146
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assume any major development projects that are awaiting approval.

Other Revenue
Utility taxes are forecasted to increase by an annual average growth rate of 0.4% based on historical trends. In recent years, increases in rates have been offset by decreases in consumption.

Franchise fees are projected to increase by an average annual growth rate of 1.7% based on a trend of historical data.

Other taxes are made up of construction, property transfer, and business license tax revenue. Revenue is projected to increase by an average of State and County CPI.

Use of money and property is expected to grow at a rate of 0.5% each year based on the City’s current conservative investment strategy and low-interest rates. The Section 115 Pension Trust is expected to grow at the discount rate of 6.3%.

Intergovernmental revenues are projected to grow at a rate of 0.5% each year.

Fines and Forfeitures are forecasted to remain constant in the forecast.

Miscellaneous revenues are forecasted to increase by CPI each year.

Non-operational revenues (Transfers and Other Financing Sources) are not assumed in the forecast.

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Expenditures
In FY 2019-20, the City developed a zero-based budget. Staff analyzed every function of the City for its needs and costs. Staff built the budget starting from a zero base and justified all costs. This best practice resulted in base budget savings.

For FY 2022-23, the City updated the prior year's base budget. Materials were increased by CPI and contracts were updated based on contractual obligations. Ongoing costs that were approved during the prior fiscal year were also added to the base budget.

The forecast was developed based on actual expenditures in prior years and FY 2022-23 projections. The forecast also included the following factors: CPI, construction and development activity, and CalPERS Normal Cost and Unfunded Liability projections. The forecast is adjusted to account for one-time changes and budget adjustments throughout the year.

To manage expenditure growth, the City is considering budget-balancing strategies such as the use of the City’s Section 115 Trusts to fund pension and OPEB costs.

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As displayed in the chart above, General Fund expenditures are projected to be $93.0 million in FY 2022-23 and increase throughout the forecast. The main drivers of expenditure growth are employee compensation and contract services due to additional staffing, retirement rates, and increasing Law Enforcement costs. The following discussion focuses on the assumptions used for estimating each of the expenditure categories in the General Fund Forecast.

Personnel Expenditures
Salaries
The City is currently negotiating with its bargaining groups because labor agreements expire on June 30, 2022.

Due to the uncertainty, the forecast only accounts for step increases and changes in CalPERS retirement rates.

The forecast does not include any cost-of-living adjustments (COLA) or equity adjustments.

Employees who have yet to reach the top step in their classification’s salary range are eligible to receive a step increase on their anniversary date. Typically, classifications have five steps, with each increase equivalent to a 5% increase in salary. Currently, approximately 41% of employees are below Step 5.

Full-time salaries are projected to grow at a rate of 2.8% per year, based on the presumed rate of growth by CalPERS. Part-time salaries are forecasted to grow at a rate of 1.5% as they generally grow slower than full-time salaries.

Health Benefits
In FY 2022-23, health benefits account for about 7% of all personnel costs in the General Fund, primarily due to health insurance costs. The City pays employees a fixed amount for health and dental insurance costs instead of covering a percentage of premiums. In October 2016, City Council approved labor contracts that significantly increased the City’s health insurance contributions to align the City with the median offerings of our comparator cities. For the duration of the contract, cost increases in health and dental premiums above the negotiated amounts were fully absorbed by employees. The City is in negotiations with its bargaining groups, CEA and OE3.

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Retirement Benefits
Rising retirement costs are driving the increase in employee benefits. Cupertino provides retirement benefits for its employees through the California Public Employee’s Retirement System (CalPERS). Poor investment returns during the Great Recession significantly decreased the plan’s assets. In addition, enhanced benefits and actuarial assumption changes due to increased life expectancies increased the plan's liabilities. As a result, the City's pension costs have increased significantly and are one of the City's largest financial obligations.

The City’s CalPERS costs are projected to increase over the next few years, as shown in the table below.

In December 2016, the CalPERS Board of Administration lowered the discount rate from 7.5% to 7.0% with a three-year phase-in beginning in FY 2018-19 to improve the financial stability of the pension system. This resulted in significant increases in retirement costs. In FY 2021-22, the CalPERS Board lowered the discount rate from 7.0% to 6.8% because the FY 2020-21 investment gain of 21.3% triggered the Funding Risk Mitigation Policy.

The City’s retirement rates are based on a blend of all three tiers (2.7% @ 55, 2% @ 60, and 2% @ 62). Although employees pay a different rate depending on their tier, the City’s costs are the same for all three tiers. The table below shows the current breakdown of City employees amongst the three retirement tiers. The majority of employees in the City are currently covered under Tier 3. Savings from the lower-cost Tier 2 and Tier 3 plans are not expected to be substantial for several years.

A retiree's highest monthly pension benefits are calculated by multiplying:

Service credit: the number of years of CalPERS service.

Benefit Factor: percentage of pay based on age.

Compensation Basis: the highest monthly average salary for a defined period.

Other Benefits
The forecast assumes health insurance, dental insurance, and vision insurance increase by CPI. No increases were forecasted for the following benefits: internet allowance, standby pay, Employee Assistance Program, and Deferred Compensation. Rec Bucks are assumed to increase at a 0.5% growth rate.

Vacancy Savings
The forecast assumes vacancy savings of 5 FTE annually, based on historical vacancy rates due to attrition.

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Non-Personnel Expenditures
Non-Personnel budgets were developed based on actual expenditures in prior years and then adjusted for FY 2022-23 funding needs. In addition, one-time projects have been excluded to ensure that expenditure trends reflect ongoing expenditure needs.

For the out-years of the forecast, expenditures are projected to increase by CPI.

Materials costs are forecasted to increase by CPI.

Contract Services costs are projected to grow by CPI except for the Law Enforcement contract with the Santa Clara County Sheriff’s Office. Law Enforcement costs are projected to grow by CPI plus 2%. Per the terms of the contract, the annual increase is limited to the lesser of:
percentage increase in total compensation and annual CalPERS cost increase or annual CPI plus 2% and annual CalPERS cost increase.

Increases in the City’s Law Enforcement costs are a primary driver of the City’s expenditure growth.

Cost Allocation is projected to grow by 2.8%.

Capital Outlays and Special Projects are projected to increase by CPI. In the last five years, the City has spent about $2 million per year in capital outlay and special project costs, excluding development projects that include pass-through revenue.

Contingencies are projected to increase by CPI. Contingencies remain reduced in FY 2022-23. Program contingencies were cut in half to 2.5% in FY 2020-21 and the City Manager’s Contingency Fund was reduced to $75,000 in FY 2021-22. In prior years, program contingencies were 5% of Materials and Contract Services and the City Manager’s Contingency was 5% of General Fund Materials and Contract Services, excluding the law enforcement contract. The City has historically underspent in this category, and use of these funds would require pre-approval by the City Manager or his/her designee.

Transfers represent the General Fund’s contributions to other City funds to support debt payments, pay retiree health costs, finance capital projects, replenish capital project reserves, acquire new equipment, and subsidize enterprises and operations. With the implementation of the full cost allocation plan in FY 2015-16, General Fund expenses have been shiNed to other City funds, causing some of those funds’ revenues to fall short of expenses and necessitating the use of fund balances to cover expenses. The General Fund benefits in the near term from the cost shiN; however, aNer fund balances in those other funds are drawn down to minimum levels and absent aggressive revenue or cost actions in those other funds, General Fund subsidies are necessary to maintain those fund balance minimums.

Projected General Fund subsidies to each fund are based on the following assumptions:

Special Revenue Funds: $3 million annually.

Debt Service Funds: $2.7 million based on 2012 COPS debt service schedule.

Capital Reserve: $2.5 million annually.

Retiree Medical Fund: $0 million.

Compensated Absences Fund: $0.8 million and increases at a rate of 2.8% per year.

Innovation and Technology Fund: $2 million and increases at CPI per year.

Enterprise Funds: $1 million and increases at CPI per year.

In FY 2029-30, the City will finish paying off its debt for city facilities. Until FY 2029-30, the City is scheduled to pay approximately $2.7 million per year in principal and interest on the City Hall, Community Hall, and Library Certificates of Participation. The funds are transferred from the City’s General Fund to the City’s Debt FY 2022-23 Proposed Budget Financial Schedules 151
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Service Funds.

Historically, the City has transferred funds from the General Fund to the Capital Reserve at mid-year. While mid-year fund transfers are typically significant, $10 million annually on average, there has been a high degree of variability. To facilitate forecasting Capital Improvement Program funding, the forecast allocates $2.5 million annually for transfers to the Capital Reserve.

Starting in FY 2022-23, the City plans to fund Other Post-Employment Benefits (OPEB) costs with the City’s Section 115 OPEB Trust because the City’s OPEB plan is over 100% funded. The OPEB Trust had a balance of $36.1 million as of March 31, 2022. Funding OPEB costs with the OPEB Trust will eliminate the transfers from the General Fund to the Retiree Medical Fund.

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Pension
CalPERS
The City provides a defined benefit pension to its employees through the California Public Employees' Retirement System (CalPERS). Retirement benefits are calculated using a formula based on an employee’s age, earnings, and years of service. The retirement benefits are funded by:

Investment earnings (60%)
Employer contributions (29%)
Employee contributions (11%)
Each year, CalPERS determines an employer's contributions based on actual investment returns and actuarial assumptions including:

Expected investment returns (discount rates)
Inflation rates
Salaries
Retirement ages
Life expectancies
Contributions to fund the pension plan are comprised of two components:

The normal cost (the cost of the benefits earned in a respective year).

The amortization of the unfunded accrued liability (UAL).

CalPERS Discount Rate
Defined benefit plans are highly sensitive to the discount rate assumption. The discount rate is the expected rate of return of the plan's assets over the long term. The discount rate will depend on the plan's size, asset allocation, time horizon, and other considerations.

From the City's perspective, the discount rate is important as it is used to determine the City's annual contributions to the plan, the plan's unfunded liability, and the plan's funded status. In other words, the discount rate is used to determine whether a plan has enough assets to meet its future obligations. The discount rate must be realistic to allow the City to foresee funding issues that may impact future operating budgets and future generations of retirees and plan members. If the discount rate assumption is too high and investments earn less than expected, a funding shortfall may result, requiring the City or CalPERS members to make greater contributions than expected.

CalPERS Investment Earnings
Since investment earnings fund nearly 60% of retirement benefits, the City’s pension plan is sensitive to the investment returns of CalPERS. Investment returns affect how much of the retirement benefits can be funded by investment earnings rather than contributions. If investment returns are lower than the discount rate, contributions must increase to make up the difference. As a result, pension plans need accurate return assumptions to ensure fiscal sustainability.

Currently, CalPERS assumes it will earn investment returns of 6.8% each year. As illustrated in the following chart, over the last 20 years, CalPERS has earned investment returns below the discount rate assumption approximately half of the time. Individual fiscal year investment returns have ranged between -24.0% and +21.7%. In particular, CalPERS earned negative investment returns in 2001 and 2002 due to the dot-com crash and 2008 and 2009 due to the Great Recession.

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Note: Beginning in 2002, investment returns are reported as gross of fees.

For FY 2020-21, CalPERS reported an investment return of 21.3%, 14.3 percentage points higher than the 7% discount rate. The average investment return is 10.3% for a 5-year period, 8.5% for a 10-year period, 6.9% for a 20-year period, and 8.4% for a 30-year period. As returns in a given year are volatile, it can be more instructive to look at returns over longer time horizons.

CalPERS Update
Funding Risk Mitigation Policy
Under the Funding Risk Mitigation Policy, the 21.3% return in FY 2020-21 triggered a reduction in the discount rate from 7% to 6.8%. The Funding Risk Mitigation Policy, approved by the CalPERS Board in 2005, lowers the discount rate in years of good investment returns to reduce risk in the portfolio. The Risk Mitigation Policy will affect contributions starting in FY 2023-24.

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Asset Liability Management Process
In November 2021, CalPERS completed its quadrennial Asset Liability Management (ALM) process, which reviewed investment strategies and actuarial assumptions. At the November 15-17, 2021, meetings, the CalPERS Board approved a 6.8% discount rate, selected a new asset allocation for the fund's investment portfolio, and adopted new actuarial assumptions.

During the ALM process, the board examined different potential portfolios and their impact on the CalPERS fund. Ultimately, the board selected the portfolio with an assumed investment return of 6.8%.

The new portfolio includes a 5% allocation to leverage.

CalPERS Plan Status
As of the most recent actuarial valuation on June 30, 2020, the City’s pension plan had assets of $103.8 million and liabilities of $157.6 million, resulting in an unfunded liability of $53.8 million and a funded ratio of 65.9%.

The unfunded liability is the difference between assets and liabilities, while the funded ratio is the ratio of assets to liabilities.

The City has also established a fund, a Section 115 Trust, to reduce pension rate volatility. ANer factoring in the City’s Section 115 Trust, the funded status of the City’s pension fund is 78.0%.

A defined-benefit plan is considered adequately funded if its assets equal or exceed the value of its future liabilities. When the funded ratio is lower than 100%, the plan has insufficient assets to pay all future liabilities.

Poor investment returns during the Great Recession significantly decreased the plan’s assets. In addition, enhanced benefits and actuarial assumption changes due to increased life expectancies increased the plan's liabilities. These two factors significantly decreased the funded status of the system.

Over the past few years, CalPERS has taken steps to improve the long-term financial sustainability of the system. In December 2016, the CalPERS board voted to reduce the discount rate, also known as the assumed rate of return for investments, from 7.5% to 7.0% over three years from FY 2018-19 to FY 2020-21. In February 2018, the CalPERS board also voted to decrease the amortization period for new pension liabilities from 30 years to 20 years, effective July 1, 2019. While these changes will provide long-term benefits to the pension plan, they will also increase the City’s pension contributions.

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Impact of CalPERS Investment Returns
CalPERS assumes it will earn investment returns of 7% each year. If investment returns are higher than 7%, the City's contributions decrease. On the other hand, if investment returns are lower than 7%, the City's contributions increase.

In FY 2019-20, CalPERS earned 4.7%, 2.3 percentage points below the 7% discount rate. As a result, the City’s required pension contributions will increase to make up for the difference. The FY 2019-20 investment loss will affect the City’s pension costs starting in FY 2022-23. The contribution increase will be amortized over 20 years and phased in over five years. In FY 2026-27, when the investment loss is fully phased in, the CIty's annual costs are expected to be $0.30 million higher than previously projected.

For FY 2020-21, CalPERS reported an investment return of 21.3%, 14.3 percentage points above the 7% discount rate. The investment return triggered the Funding Risk Mitigation Policy, lowering the discount rate to 6.8%.

The investment gain and discount rate reduction will impact the City's pension costs starting in FY 2023-24. The discount rate reduction partially offsets the effect of the investment gain. In FY 2027-28, when the investment gain is fully phased in, the City's annual costs are expected to be $1.3 million lower than previously projected.

The FY 2020-21 investment gain will also increase the funded status of the City's plan. As of June 30, 2021, the funded status is projected to be 76% with a 6.8% discount rate.

In 2022, financial market volatility has increased due to heightened geopolitical risk, supply chain boWlenecks and persistent inflation, and the Federal Reserve’s pivot to a less accommodative monetary policy. Any investment losses will impact the City's future pension costs.

Impact of CalPERS Discount Rate Changes
Due to lower-than-historical interest rates and economic growth, market experts project lower returns for the next several decades. The Pew Research Center forecasts a long-term investment return of 6.5% for typical pension fund portfolios.

During its Asset Management Liability Process, CalPERS considered discount rates between 6.25% and 7%.

Ultimately, CalPERS approved a discount rate of 6.8%, a decrease from the previous discount rate of 7%.

The discount rate has a significant effect on the City's CalPERS contributions. If the discount rate is less than the discount rate assumption, the City's CalPERS contributions will increase. If CalPERS lowers the discount rate by one percentage point, the City's contributions will increase by up to $2.9 million per year.

This analysis shows the potential contribution impact if CalPERS were to lower the discount rate.

Section 115 Trust
A Section 115 Trust is a tax-exempt investment tool that allows local governments to pre-fund pension and retiree health costs. Once contributions are placed into the trust, the City can only use assets from the trust for retirement plan purposes. The City may make withdrawals to either reimburse the City for retirement system contributions or to pay CalPERS directly. The benefits of a Section 115 Trust include the following:

Local control over assets: The City controls the contributions, withdrawals, investment strategy, and risk level of assets in the Trust.

Pension rate stabilization: Assets can be transferred to CalPERS at the City’s discretion to pay for Normal Cost or UAL contributions and can be used to reduce or eliminate large fluctuations in the City’s pension costs.

Potential for higher investment returns than General Fund: Investment requirements applicable to the City’s General Fund assets under Government Code 53601 do not apply to Trust assets.

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Diversification: Trust assets will be diversified from CalPERS investments.

City Strategies
Given that pension obligations are one of the City’s largest financial obligations, the City has taken proactive steps to reduce the impact of pension cost volatility. In March 2018, the City provided options to Council to address rising pension costs. In April 2018, the City presented a long-term pension funding strategy to the Fiscal Strategic Plan CommiWee. In May 2018, the City implemented a Pension Rate Stabilization Program (PRSP), also known as a Section 115 Trust, to reduce pension rate volatility on the City’s budget. The Pension Trust helps the City to:

Grow assets for future pension contributions.

Invest assets over appropriate time horizons.

Earn higher investment returns than the General Fund.

Reduce pension contribution volatility.

Diversify funds from CalPERS investments.

As a fiscal sustainability measure, the City funds the Section 115 Trust using a more conservative discount rate of 6.25%. The City's pension funding goal is to accumulate sufficient funds in the Pension Trust to fund the difference between a 6.25% and a 7% discount rate and achieve a funded ratio of 80% over 20 years. The City's projections indicated that the City would need to accumulate over $42 million in the Pension Trust within 20 years to achieve its pension funding goal.

To achieve this goal, the funding strategy proposed $8.0 million in initial funding, along with additional funding of $10.0 million over the first five years. The City contributed:
$8 million in FY 2018-19
$4 million in FY 2019-20
$2 million in FY 2020-21
$2 million in FY 2021-22
Total contributions are $16.0 million. As of March 31, 2022, the Section 115 Trust had a balance of $19.5 million and had earned an annualized investment return of 9.35% gross of fees since inception.

Given the funding currently set aside for pension funding, the City is in a solid position to withstand the effects of pension cost increases. If CalPERS earns less than the discount rate assumption, the City will be beWer prepared for future pension cost increases. If CalPERS lowers the discount rate in the future, the City will be better prepared to absorb these costs.

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Fund Balance
The foresight of the City Council and staff in previous years to focus on ensuring healthy reserves is paying off in full. Increases in sales tax revenues and budget reductions in FY 2020-21 have contributed to this planning strategy and will provide additional resources for the City in the future.

The General Fund’s Unassigned fund balance remains healthy and will be able to assist in addressing funding gaps. In addition, the General Fund's Committed and Restricted fund balance includes:

Economic Uncertainty Reserve ($25 million): may be used to mitigate potential shortfalls in future fiscal years.

Capital Projects Reserve ($10 million): may be used to fund capital projects.

Section 115 Pension Trust ($19.5 million): may be used to mitigate potential increases to CalPERS’s annual required contribution rate or further reductions in the discount rate set by CalPERS.

The General Fund’s fund balance is projected to be $97.6 million in FY 2022-23 and increase throughout the forecast. The General Fund's Unassigned fund balance is forecasted to be $35.9 million in FY 2022-23.

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It is anticipated that the City will transfer any unassigned fund balance over the $500,000 threshold to the Capital Reserve, the Capital Projects Reserve, or the Section 115 Trust as described in the City's Fund Balance and Use of One Time Funds Policy.

In FY 2018-19, the City adopted a Section 115 as part of a long-term strategy to improve the financial sustainability of the City’s pension system and reduce the effect of pension rate volatility. The City can use funds from the Section 115 Trust to offset unexpected increases in retirement contributions. Funds in the Section 115 Trust are restricted and can only be used to pay CalPERS or reimburse the City for pension contributions.

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Budget-Balancing Strategies
Historically, the City’s budget has been structurally sound, with revenues exceeding expenditures in most years. When revenues have exceeded expenditures, the City has transferred the excess fund balance to the Capital Reserve per the City’s One Time Use and Reserve Policy. The current 5-year and 20-year forecasts anticipate operating deficits near the end of the forecast, beginning in FY 2040-41. The operating deficits are projected to increase as revenues grow at a slower pace than expenditures. As a result, the following strategies may be used to assist in balancing the budget over the next 20 years.

Strategy Description Potential Impact
Expenditures
Section 115 Trust
The City established a Section 115 Trust to reduce
pension rate volatility when CalPERS investment
returns are below the discount rate or when CalPERS
changes assumptions.

The City can also use it to offset pension costs in any given year.

The fund is
currently at $19.5
million.*
Capital Projects Reserve The City has $10 million in its Capital Projects Reserve (General Fund).

The fund is
currently at $10
million.

Economic Uncertainty
Reserve
The City has $25 million in its Economic Uncertainty
Reserve (General Fund).

The fund is
currently at $25
million.
*As of March 31, 2022
Additional Potential Strategies
Although not recommended at this time, the City may consider the following potential strategies in future years if sharp declines in revenues or increases in expenditures cause large structural deficits.

Potential Strategy Description Potential Impact
Revenues
Transaction and Use Tax (1/4
cent)
Voter approval is required
Could increase sales tax from 9.125% to 9.375%
$5.2 million
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Transient Occupancy Tax
Measure
Voter approval is required
Could increase transient occupancy tax from 12% to
14%
$1.7M @ $10M base
$1.25M at $7.5M
base
$833k at $5M base
Parcel Tax Voter approval is required
$3.5M flat rate per
parcel
$3.6M variable rate
per SF
Expenditures
Salary and benefit savings
through attrition
Keep non-essential positions unfilled as they become
vacant.

Approximately
$186,000 per position
on average
Employee cost-sharing of
increases to CalPERS
Negotiate to share costs of increases to CalPERS
employer rates with employees.
$250,000
approximate based
on a 5% rate increase
No new positions Cost containment strategy $0
Furloughs
Employees would take up to 20 hours or the equivalent
of a 1% decrease in pay in exchange for 2.5 unpaid
furlough days
$295,000
approximate based
on a 1% decrease
Deferring or eliminating
negotiated increases
The City's current labor agreements expire on June 30,
2022. Deferring or eliminating negotiated increases
would require agreement from the bargaining units.
$295,000
approximate based
on a 1% decrease
Reduction in force
The City would identify what positions could be
reduced (laid off) based on provisions in the MOUs
where appropriate and service level needs in the City.

Approximately
$186,000 per position
on average
Reduction in capital outlays
and special projects Cost containment strategy Up to $4 million Reduction in contingencies Cost containment strategy Up to $400,000 FY 2022-23 Proposed Budget Financial Schedules 161
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Council and Commissions
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Department Overview
Budget Units
Budget Unit Program 2023 Proposed Budget
City Council $ 586,403
100-10-100 City Council $ 499,627
100-10-101 Community Funding $ 22,770
100-10-110 Sister Cities $ 64,006
Commissions $ 650,512
100-11-131 Technology, Information & Communications Commission $ 39,481 100-11-140 Library Commission $ 51,371
100-11-142 Fine Arts Commission $ 73,624
100-11-150 Public Safety Commission $ 45,192
100-11-155 Bicycle and Pedestrian Commission $ 62,230
100-11-160 Parks and Recreation Commission $ 53,085
100-11-165 Teen Commission $ 46,076
100-11-170 Planning Commission $ 121,496
100-11-175 Housing Commission $ 61,468
100-11-180 Sustainability Commission $ 60,983
100-11-190 Audit Committee $ 35,506
Total $ 1,236,915
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Budget at a Glance
2023 Proposed Budget
Total Revenues $ 830,532
Total Expenditures $ 1,236,915
Fund Balance $ -
General Fund Costs $ 406,383
% Funded by General Fund 32.9%
Total Staffing 7.3 FTE
Organization
Darcy Paul, Mayor
Liang Chao, Vice Mayor
Kitty Moore, Council Member
Hung Wei, Council Member
Jon Willey, Council Member
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Proposed Budget
It is recommended that City Council approve a budget of $1,236,915 for the Council and Commissions department. This represents a decrease of $97,388 (-7.3%) from the FY 2021-22 Adopted Budget.

Contract Services have decreased because community funding requests have not been included in the Proposed Budget. Community funding requests will be included in the Adopted Budget.

FY 2022-23 Proposed Budget Council and Commissions 167
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For Materials, actuals were lower in FY 2019-20 and FY 2020-21 because City Council technology budgets were not completely expended and conference and training expenses were reduced due to the pandemic.

FY 2022-23 Proposed Budget Council and Commissions 168
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures

52.6%

47.4% Commissions
City Council
$896k
$957k
$1.33M
$1.24M
2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FY 2022-23 Proposed Budget Council and Commissions 169
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 586,473 $ 954,826 $ 1,054,877 $ 830,532 Miscellaneous Revenue $ - $ 10,986 $ - $ -
Total Revenues $ 586,473 $ 965,812 $ 1,054,877 $ 830,532 Expenditures
Employee Compensation $ 280,409 $ 327,344 $ 376,429 $ 352,312 Employee Benefits $ 158,895 $ 191,185 $ 259,737 $ 262,391 Materials $ 128,444 $ 101,704 $ 246,912 $ 256,738
Contract Services $ 147,776 $ 128,698 $ 182,053 $ 85,653 Cost Allocation $ 150,923 $ 206,675 $ 260,845 $ 271,261 Special Projects $ 29,202 $ 1,155 $ - $ -
Contingencies $ 40 $ - $ 8,327 $ 8,560
Total Expenditures $ 895,689 $ 956,761 $ 1,334,303 $ 1,236,915 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 309,217 $ (9,049) $ 279,426 $ 406,383 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Council and Commissions 170
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0.10 0.50 0.50 0.50
ASST DIR RECREATION COMM SVCS 0 0.05 0.05 0.15
CHIEF TECHNOLOGY OFFICER 0 0.02 0.02 0.02

COMMUNITY OUTREACH

SPECIALIST

0.10 0.10 0.10 0.10
COUNCIL MEMBER 5.00 5.00 5.00 5.00
DEPUTY BOARD CLERK 0.25 0 0 0

DIRECTOR OF COMM

DEVELOPMENT

0.06 0.06 0.06 0.06
DIRECTOR OF PARKS REC 0.05 0.05 0.05 0.05

EMERGENCY SERVICES

COORDINATOR
0 0.05 0.05 0.05
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
FINANCE MANAGER 0 0.05 0.05 0.05
MANAGEMENT ANALYST 0 0.10 0.10 0.10
PLANNING MANAGER 0.10 0.10 0.10 0.10
PUBLIC INFORMATION OFFICER 0.25 0.15 0.15 0.15
RECREATION COORDINATOR 0.30 0.45 0.45 0
RECREATION MANAGER 0 0 0 0.10
RECREATION SUPERVISOR 0 0.05 0.05 0
SENIOR PLANNER 0.10 0 0 0
SR OFFICE ASSISTANT 0.40 0.20 0.20 0.20
SUSTAINABILITY MANAGER 0.10 0.05 0.05 0.05
TRANSPORTATION MANAGER 0 0.10 0.10 0.10
Total 7.31 7.58 7.58 7.28
FY 2022-23 Proposed Budget Council and Commissions 171
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City Council
Budget Unit 100-10-100
General Fund - City Council - City Council
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 830,532
Total Expenditures $ 499,627
Fund Balance $ -
General Fund Costs $ (330,905)
% Funded by General Fund -66.2%
Total Staffing 5.9 FTE
Program Overview
The Mayor and councilmembers, acting as the elected representatives of the residents of Cupertino, establish public policies to meet the community needs of the City.

Service Objectives
The City Council objectives are carried out by City staff under the sole direction of the City Manager.

Proposed Budget
It is recommended that City Council approve a budget of $499,627 for the City Council program. This represents an increase of $19,877 (4.1%) from the FY 2021-22 Adopted Budget.

This is due to an increase in health insurance costs related to health plan options. Materials budgets are higher than historical actuals because the Mayor's Fund and City Council technology budgets have not been completely expended.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Council and Commissions 172
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 586,473 $ 954,826 $ 1,054,877 $ 830,532 Miscellaneous Revenue $ - $ 2,625 $ - $ -
Total Revenues $ 586,473 $ 957,451 $ 1,054,877 $ 830,532 Expenditures
Employee Compensation $ 123,015 $ 115,634 $ 137,839 $ 140,075 Employee Benefits $ 100,030 $ 99,883 $ 142,382 $ 158,879 Materials $ 91,900 $ 88,650 $ 175,529 $ 177,126
Contract Services $ 12,416 $ 8,626 $ 19,133 $ 18,653
Cost Allocation $ 39,560 $ - $ - $ -
Special Projects $ 29,202 $ 1,155 $ - $ -
Contingencies $ - $ - $ 4,867 $ 4,894
Total Expenditures $ 396,123 $ 313,948 $ 479,750 $ 499,627 Fund Balance $ - $ - $ - $ -
General Fund Costs $ (190,350) $ (643,502) $ (575,127) $ (330,905) Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

COMMUNITY OUTREACH

SPECIALIST

0.10 0.10 0.10 0.10
COUNCIL MEMBER 5.00 5.00 5.00 5.00
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
PUBLIC INFORMATION OFFICER 0.15 0.10 0.10 0.10
SR OFFICE ASSISTANT 0.10 0.15 0.15 0.15
Total 5.85 5.85 5.85 5.85
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Council and Commissions 173
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Community Funding
Budget Unit 100-10-101
General Fund - City Council - Community Funding
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 22,770
Fund Balance $ -
General Fund Costs $ 22,770
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The Community Funding program provides funding for various community activities and community-based organizations throughout the fiscal year.

Service Objectives
Provide funding to local non-profit organizations in the areas of social services, fine arts and other programs for the general public.

Grant funding requests in a fair and equitable manner.

Grant funding requests per the updated Community Funding Policy adopted by City Council on December 1, 2020.

Proposed Budget
It is recommended that City Council approve a budget of $22,770 for the Community Funding program. This represents a decrease of $95,889 (-80.8%) from the FY 2021-22 Adopted Budget.

The decrease is because community funding requests have not been included in the Proposed Budget.

Community funding requests will be included in the Adopted Budget.

FY 2021-22 Community Funding Adopted Budget
FY 2022-23 Proposed Budget Council and Commissions 174
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Non-Profit Organization FY 21-22 Funding FY 21-22 Program/Project/Event West Valley Community Services
of Santa Clara County, Inc $10,000 Gift of Hope Holiday Program Cupertino Library Foundation $15,000 Empower and Connect Seniors Program Buddhist Tzu Chi Medical
Foundation $7,400 Community Health Fair
Santa Clara Valley Audubon
Society $8,500 Wildlife & Harvest Festival VideoProduction Friends of Deer Hollow Farm $7,000 Enclosed Garden Space Chinese American Coalition for
Compassionate Care $12,000 Starting the Conversation and Mindful SelfCare Valkyrie Robotics $3,000 Mini-Robot Competition
Tian Hong Foundation $3,000 Cross-cultural Art Contest
Rotary Club of Cupertino $12,000 Fall Festival
Euphrat Museum of Art $15,000 Exhibition, Events, Community Outreach Monta Vista High School Speech
Boosters Inc $3,000 Program Staffing and Materials Support Cupertino Historical Society $20,000 Museum and Archive Support Breathe California N/A N/A
Bhubaneswar Sister City N/A N/A
Elevate the Future N/A N/A
Silicon Valley Jewish Film Festival N/A N/A
Total 115,900
Organization did not apply for or receive a Community Funding Grant in FY 2021-22.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
1 1
1 1
1 1
1 1
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Miscellaneous Revenue $ - $ 8,361 $ - $ -
Total Revenues $ - $ 8,361 $ - $ -
Expenditures
Contract Services $ 114,800 $ 110,000 $ 115,900 $ 20,000 Cost Allocation $ 787 $ 1,240 $ 2,259 $ 2,270
Contingencies $ - $ - $ 500 $ 500
Total Expenditures $ 115,587 $ 111,240 $ 118,659 $ 22,770 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 115,587 $ 102,879 $ 118,659 $ 22,770 Staffing
There is no staffing associated with this program.

FY 2022-23 Proposed Budget Council and Commissions 176
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Sister Cities
Budget Unit 100-10-110
General Fund - City Council - Sister Cities
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 64,006
Fund Balance $ -
General Fund Costs $ 64,006
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
Cupertino has four active sister cities registered with Sister Cities International; Toyokawa, Japan; Hsinchu, Taiwan; Copertino, Italy; and Bhubaneswar, India.

Service Objectives
To further international communication and understanding through the Sister City Program To foster educational, technical, economic and cultural exchanges To encourage student exchange programs to promote communication and understanding among people of different cultures
Proposed Budget
It is recommended that City Council approve a budget of $64,006 for the Sister Cities program. This represents a decrease of $13,576 (-17.5%) from the FY 2021-22 Adopted Budget.

The increase is due to an increase in Cost Allocation expenses. Cost Allocation expenses decreased due to no recruitments in FY 2020-21.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Council and Commissions 177
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 17,141 $ 12,301 $ 13,229 $ 12,005 Employee Benefits $ 6,767 $ 5,727 $ 5,956 $ 6,066
Materials $ 5,016 $ 768 $ 5,830 $ 5,830
Contract Services $ 9,560 $ 4,235 $ 20,000 $ 20,000
Cost Allocation $ 11,398 $ 37,129 $ 31,921 $ 19,459
Contingencies $ - $ - $ 646 $ 646
Total Expenditures $ 49,882 $ 60,160 $ 77,582 $ 64,006
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 49,881 $ 60,160 $ 77,582 $ 64,006
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget PUBLIC INFORMATION OFFICER 0.10 0.05 0.05 0.05
SR OFFICE ASSISTANT 0.30 0.05 0.05 0.05
Total 0.40 0.10 0.10 0.10
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Council and Commissions 178
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Technology, Information & Communications
Commission
Budget Unit 100-11-131
General Fund - Commissions - Technology, Information & Communications Commission Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 39,481
Fund Balance $ -
General Fund Costs $ 39,481
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Technology, Information & Communications Commission (TICC) advises the City Council and informs the community about issues relating to the rapidly changing fields of communication and technology.

Commissioners also serve as a resource for the Planning Commission in offering technical guidance for antenna sightings. The Chief Technology Officer serves as staff liaison. The commission also supports public and educational access to cable services.

Service Objectives
Continue to work with appropriate companies in bringing advanced services to interested residents.

Monitor AT&T and Comcast services and revenue.

Negotiate and manage public access provider KMVT to ensure maximum programming value for Cupertino residents.

Work with Community Development and Public Works regarding antenna placement and negotiate agreements for communication services that serve Cupertino.

Proposed Budget
It is recommended that City Council approve a budget of $39,481 for the Technology, Information & Communications Commission program. This represents an increase of $2,356 (6.3%) from the FY 2021-22 Adopted Budget.

The increase is due to increased Cost Allocation costs for Finance. The Technology, Information & Communications Commission pays for support from Finance through the Cost Allocation Plan (CAP).

Revenues and Expenditures
FY 2022-23 Proposed Budget Council and Commissions 179
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 4,171 $ 9,860 $ 10,116 $ 10,116 Employee Benefits $ 1,889 $ 3,476 $ 4,580 $ 4,675
Materials $ 107 $ - $ 1,218 $ 1,348
Contract Services $ - $ - $ 5,000 $ 5,000
Cost Allocation $ 1,207 $ 3,650 $ 16,056 $ 18,183
Contingencies $ - $ - $ 155 $ 159
Total Expenditures $ 7,374 $ 16,986 $ 37,125 $ 39,481
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 7,374 $ 16,986 $ 37,125 $ 39,481
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0.05 0.05 0.05 0.05
CHIEF TECHNOLOGY OFFICER 0 0.02 0.02 0.02
Total 0.05 0.07 0.07 0.07
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Council and Commissions 180
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Library Commission
Budget Unit 100-11-140
General Fund - Commissions - Library Commission
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 51,371
Fund Balance $ -
General Fund Costs $ 51,371
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Library Commission is a five-member commission appointed by the City Council to review and make recommendations related to the operations and services of the Cupertino Library. The Cupertino Library is operated by Santa Clara County Library Services. The building is provided by the City of Cupertino. County Library management serve as Commission staff and a Parks and Recreation Department Recreation Manager serves as the City staff liaison.

Service Objectives
Monitor the various service activities of the library and make recommendations for improvements to appropriate bodies.

Support library advocacy groups, including Friends of the Cupertino Library and Cupertino Library Foundation.

Consult with and act as liaison with private community groups supportive of Library programs.

Represent the Cupertino library in the local community.

Participate in state and local library workshops and conferences.

Participate in the long-range planning of quality library services for the City.

Investigate ways to expand access to non-traditional media.

Continue library advocacy in Cupertino activities and with other organizations.

Coordinate and implement the annual Cupertino Poet Laureate program and provide staff support and City resources to sustain the program.

Continue emphasis on integrating additional technology into library services.

Proposed Budget
It is recommended that City Council approve a budget of $51,371 for the Library Commission program. This represents an increase of $3,030 (6.3%) from the FY 2021-22 Adopted Budget.

This increase is mainly due to increases in Cost Allocation expenses. Cost Allocation expenses increased due to a recruitment in FY 2020-21.

FY 2022-23 Proposed Budget Council and Commissions 181
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 5,892 $ 6,612 $ 20,220 $ 10,563 Employee Benefits $ 840 $ 3,040 $ 10,136 $ 5,465
Materials $ 589 $ 137 $ 344 $ 389
Contract Services $ - $ 366 $ 2,020 $ 2,000
Cost Allocation $ 11,479 $ 14,126 $ 15,562 $ 32,894
Contingencies $ - $ - $ 59 $ 60
Total Expenditures $ 18,800 $ 24,281 $ 48,341 $ 51,371
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 18,801 $ 24,281 $ 48,341 $ 51,371
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0 0.05 0.05 0.05

ASST DIR RECREATION COMM
SVCS
0 0.05 0.05 0
RECREATION MANAGER 0 0 0 0.05
RECREATION SUPERVISOR 0 0.05 0.05 0
Total 0 0.15 0.15 0.10
Staff time is being reallocated based on the reorganization of the Department and duties assigned.

FY 2022-23 Proposed Budget Council and Commissions 182
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Fine Arts Commission
Budget Unit 100-11-142
General Fund - Commissions - Fine Arts Commission
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 73,624
Fund Balance $ -
General Fund Costs $ 73,624
% Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Fine Arts Commission is a five member commission appointed by the City Council to foster, encourage and assist the realization, preservation and advancement of fine arts for the benefit of the citizens of Cupertino.

The Assistant Director of Parks and Recreation serves as the staff liaison.

Service Objectives
Act as a catalyst for the promotion of fine arts activities and provide liaison and coordination between fine arts activities, groups, and facilities.

Enhance the interaction between arts and businesses through personal outreach.

Review and approve public art proposals.

Review and select deserving artists in recognition of local talent through the Distinguished, Emerging, and Young Artist Awards.

Encourage and facilitate "art in unexpected places" throughout the City.

Proposed Budget
It is recommended that City Council approve a budget of $73,624 for the Fine Arts Commission program. This represents an increase of $7,156 (10.8%) from the FY 2021-22 Adopted Budget.

The increase is mainly due to increases in Employee Compensation and Benefits, as a result of the reorganization of the Department.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Council and Commissions 183
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 17,260 $ 14,378 $ 14,920 $ 28,378 Employee Benefits $ 6,589 $ 8,531 $ 9,309 $ 11,769
Materials $ 3,258 $ 2,949 $ 6,673 $ 6,926
Contract Services $ - $ 3,671 $ 10,000 $ 10,000
Cost Allocation $ 12,688 $ 22,787 $ 25,149 $ 16,128
Contingencies $ 40 $ - $ 417 $ 423
Total Expenditures $ 39,835 $ 52,316 $ 66,468 $ 73,624
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 39,836 $ 52,316 $ 66,468 $ 73,624
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

ASST DIR RECREATION COMM
SVCS
0 0 0 0.15
DEPUTY BOARD CLERK 0.05 0 0 0
RECREATION COORDINATOR 0 0.15 0.15 0
SENIOR PLANNER 0.10 0 0 0
Total 0.15 0.15 0.15 0.15
Staff time is being reallocated based on the reorganization of the Department and duties assigned.

FY 2022-23 Proposed Budget Council and Commissions 184
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Public Safety Commission
Budget Unit 100-11-150
General Fund - Commissions - Public Safety Commission
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 45,192
Fund Balance $ -
General Fund Costs $ 45,192
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Public Safety Commission (PSC), a five-member board appointed by the City Council, assists the Council by advising on maWers pertaining to safety, traffic, police, fire and other areas wherein the maWer of public safety may be of concern.

Service Objectives
Advise the City Council on safety issues and concerns.

Promote public education programs concerning safety issues.

Provide assistance in implementing public safety programs approved by the City Council.

Proposed Budget
It is recommended that City Council approve a budget of $45,192 for the Public Safety Commission program.

This represents an increase of $9,586 (26.9%) from the FY 2021-22 Adopted Budget.

In anticipation of potential COVID-19 surges, the proposed budget includes additional funds to host and logistically support the Public Safety Forum outdoors in Civic Center Plaza Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Council and Commissions 185
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 1,141 $ 5,148 $ 7,785 $ 7,785
Employee Benefits $ 591 $ 2,475 $ 4,030 $ 4,116
Materials $ 1,460 $ 100 $ 4,496 $ 10,288
Contract Services $ 10,000 $ - $ 10,000 $ 10,000
Cost Allocation $ 993 $ 8,514 $ 8,933 $ 12,496
Contingencies $ - $ - $ 362 $ 507
Total Expenditures $ 14,185 $ 16,237 $ 35,606 $ 45,192
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 14,185 $ 16,238 $ 35,606 $ 45,192
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

EMERGENCY SERVICES

COORDINATOR
0 0.05 0.05 0.05
Total 0 0.05 0.05 0.05
FY 2022-23 Proposed Budget Council and Commissions 186
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Bicycle and Pedestrian Commission
Budget Unit 100-11-155
General Fund - Commissions - Bicycle and Pedestrian Commission Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 62,230
Fund Balance $ -
General Fund Costs $ 62,230
% Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Bicycle and Pedestrian Commission (BPC) is a five-member board appointed by the City Council, which assists the Council by reviewing, monitoring, and making recommendations on City transportation maWers pertaining to bicycle and pedestrian traffic, parking, education, and recreation within Cupertino. The City’s Transportation Manager serves as staff liaison.

Service Objectives
Review and make recommendations on City transportation infrastructure, development standards, public and private development projects, and citizen outreach and education efforts as they affect bicycle and pedestrian traffic in the City of Cupertino.

Promote safe, efficient, and enjoyable travel for bicycle and pedestrian traffic within Cupertino.

Proposed Budget
It is recommended that City Council approve a budget of $62,230 for the Bicycle and Pedestrian Commission program. This represents an increase of $14,499 (30.4%) from the FY 2021-22 Adopted Budget.

The increase is due to an increase in Cost Allocation expenses. Cost Allocation expenses increased due to a recruitment in FY 2020-21.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Council and Commissions 187
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ - $ 21,519 $ 24,606 $ 24,704
Employee Benefits $ - $ 8,638 $ 12,212 $ 12,502
Materials $ - $ - $ 202 $ 210
Cost Allocation $ 807 $ 825 $ 10,706 $ 24,809
Contingencies $ - $ - $ 5 $ 5
Total Expenditures $ 807 $ 30,982 $ 47,731 $ 62,230
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 807 $ 30,982 $ 47,731 $ 62,230
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0 0.05 0.05 0.05
TRANSPORTATION MANAGER 0 0.10 0.10 0.10
Total 0 0.15 0.15 0.15
There are no changes to current level of staffing.

FY 2022-23 Proposed Budget Council and Commissions 188
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Parks and Recreation Commission
Budget Unit 100-11-160
General Fund - Commissions - Parks and Recreation Commission Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 53,085
Fund Balance $ -
General Fund Costs $ 53,085
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Parks and Recreation Commission is a five-member commission appointed by the City Council to make recommendations pertaining to parks, recreation, and community services. The Director of Parks and Recreation serves as staff liaison.

Service Objectives
Engage the public in dialog regarding the design of new facilities.

Make recommendations regarding these projects to the City Council.

Work with staff and the public to draft and/or revise policies for use of Parks and Recreation facilities.

Consider public input regarding the operation of Parks and Recreation facilities and make recommendations for their improvement.

Participate in special committees dealing with Parks and Recreation.

Serve as ambassadors for the Parks and Recreation Department.

Proposed Budget
It is recommended that City Council approve a budget of $53,085 for the Parks and Recreation Commission program. This represents a decrease of $4,378 (-7.6%) from the FY 2021-22 Adopted Budget.

The decrease is mainly due to a reduction in Cost Allocation expenses. Cost Allocation expenses decreased due to no recruitments in FY 2020-21.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Council and Commissions 189
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 17,828 $ 15,968 $ 17,280 $ 17,531 Employee Benefits $ 3,765 $ 6,403 $ 7,610 $ 7,455
Materials $ 1,207 $ - $ 7,442 $ 7,724
Cost Allocation $ 12,165 $ 19,376 $ 24,945 $ 20,182
Contingencies $ - $ - $ 186 $ 193
Total Expenditures $ 34,965 $ 41,747 $ 57,463 $ 53,085
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 34,965 $ 41,747 $ 57,463 $ 53,085
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0.05 0.05 0.05 0.05
DIRECTOR OF PARKS REC 0.05 0.05 0.05 0.05
Total 0.10 0.10 0.10 0.10
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Council and Commissions 190
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Teen Commission
Budget Unit 100-11-165
General Fund - Commissions - Teen Commission
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 46,076
Fund Balance $ -
General Fund Costs $ 46,076
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Teen Commission is comprised of nine teens representing grades 8-11. The Teen Commission advises the City Council and staff on teen issues. A Parks and Recreation Department Recreation Manager serves as the staff liaison.

Service Objectives
Engage the public in dialogue regarding the design of new teen programs and make recommendations regarding these projects to City staff.

Assist staff with the programming and promotion of the Teen Center.

Assist staff with the evaluation of teen programming.

Work with staff and the public to create new avenues to interact with teens.

Proposed Budget
It is recommended that City Council approve a budget of $46,076 for the Teen Commission program. This represents a decrease of $35,002 (-43.2%) from the FY 2021-22 Adopted Budget.

The decrease is mainly due to decreases in Employee Compensation and Benefits, as a result of the reorganization of the Department.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Council and Commissions 191
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 29,503 $ 32,154 $ 29,840 $ 6,300 Employee Benefits $ 12,360 $ 13,118 $ 14,640 $ 5,748
Materials $ 5,556 $ 49 $ 4,514 $ 4,685
Cost Allocation $ 16,728 $ 28,449 $ 31,971 $ 29,226
Contingencies $ - $ - $ 113 $ 117
Total Expenditures $ 64,147 $ 73,770 $ 81,078 $ 46,076
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 64,147 $ 73,771 $ 81,078 $ 46,076
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget RECREATION COORDINATOR 0.30 0.30 0.30 0
RECREATION MANAGER 0 0 0 0.05
Total 0.30 0.30 0.30 0.05
Staff time is being reallocated based on the reorganization of the Department and duties assigned.

FY 2022-23 Proposed Budget Council and Commissions 192
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Planning Commission
Budget Unit 100-11-170
General Fund - Commissions - Planning Commission
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 121,496
Fund Balance $ -
General Fund Costs $ 121,496
% Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
The Planning Commission is a five-member citizen board appointed by the City Council. The functions of the Planning Commission are as follows:

Advise the City Council on land use and development policy related to the General Plan; Implement the General Plan through review and administration of specific plans and related ordinances; Review land use applications for conformance with the General Plan and ordinances; and Promote the coordination of local plans and programs with regional and other agencies.

Service Objectives
Conduct periodic reviews of the General Plan. These reviews test the fundamental goals and measure the performance of short-term objectives.

Conduct public hearings for approximately 80 land development applications every year. Ensure that decisions are made fairly and expeditiously in accordance with adopted General Plan policies, zoning ordinances, development plans, and design guidelines.

Review specific plans, zoning ordinance amendments, and amendments to the General Plan and make recommendations to Council.

Serve on the Planning Commission Design Review CommiWee, the Environmental Review CommiWee, and in an advisory role to the Housing Commission and Economic Development Committee.

Proposed Budget
It is recommended that City Council approve a budget of $121,496 for the Planning Commission program. This represents a decrease of $9,749 (-7.4%) from the FY 2021-22 Adopted Budget.

The decrease is primarily due to a decrease in employee compensation due to a change in staff.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 32,741 $ 39,547 $ 40,557 $ 34,949 Employee Benefits $ 11,231 $ 14,806 $ 18,610 $ 15,248
Materials $ 18,766 $ 8,488 $ 33,715 $ 34,997
Cost Allocation $ 18,624 $ 30,715 $ 37,520 $ 35,427
Contingencies $ - $ - $ 843 $ 875
Total Expenditures $ 81,362 $ 93,556 $ 131,245 $ 121,496 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 81,362 $ 93,556 $ 131,245 $ 121,496 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0 0.20 0.20 0.20
DEPUTY BOARD CLERK 0.15 0 0 0

DIRECTOR OF COMM

DEVELOPMENT

0.06 0.06 0.06 0.06
Total 0.21 0.26 0.26 0.26
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Housing Commission
Budget Unit 100-11-175
General Fund - Commissions - Housing Commission
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 61,468
Fund Balance $ -
General Fund Costs $ 61,468
% Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Cupertino Housing Commission (CHC) is a five-member board appointed by the City Council to assist the Planning Commission and the City Council in developing housing policies and strategies for implementation of General Plan Housing Element goals. The Commission also oversees the Community Development Block Grant (CDBG) program.

Service Objectives
Assist the Planning Commission and the City Council in developing housing policies and strategies for implementation of general plan housing element goals;
Recommend policies for implementation and monitoring of affordable housing projects; Facilitate innovative approaches to affordable housing development and to generate ideas and interest in pursuing a variety of housing options;
When requested by the Director of Community Development or the City Council, to make recommendations to the Planning Commission and the City Council regarding affordable housing proposals in connection with applications for development.

Make recommendations regarding requests for money from the CDBG and Affordable Housing Funds; Provide information about affordable housing;
Meet with neighborhood, community, regional and business groups as necessary to receive input and assist in generating affordable housing;
Help identify sources of funds to develop and build affordable housing; and Perform any other advisory functions authorized by the City Council.

Proposed Budget
It is recommended that City Council approve a budget of $61,468 for the Housing Commission program. This represents a decrease of $1,293 (-2.1%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged since last fiscal year.

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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 19,925 $ 22,012 $ 24,668 $ 24,783 Employee Benefits $ 9,156 $ 10,366 $ 12,241 $ 12,135
Materials $ 244 $ 163 $ 989 $ 1,027
Cost Allocation $ 12,510 $ 21,610 $ 24,838 $ 23,497
Contingencies $ - $ - $ 25 $ 26
Total Expenditures $ 41,835 $ 54,151 $ 62,761 $ 61,468
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 41,835 $ 54,150 $ 62,761 $ 61,468
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0 0.05 0.05 0.05
DEPUTY BOARD CLERK 0.05 0 0 0
PLANNING MANAGER 0.10 0.10 0.10 0.10
Total 0.15 0.15 0.15 0.15
FY 2022-23 Proposed Budget Council and Commissions 196
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Sustainability Commission
Budget Unit 100-11-180
General Fund - Commissions - Sustainability Commission
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 60,983
Fund Balance $ -
General Fund Costs $ 60,983
% Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Sustainability Commission is a five-member board appointed by the City Council to serve in an advisory capacity by providing expertise and guidance on major policy and programmatic areas related to the environmental, economic and societal goals noted within Cupertino’s Climate Action Plan and General Plan Environmental Resources/Sustainability Element.

Service Objectives
Monitor implementation of the Climate Action Plan based upon quantified metrics to measure and evaluate mitigated impacts and community benefits.

Suggest recommendations, review, and monitor the City’s General Plan Environmental Resources/Sustainability Element and its intersections with the CAP.

Advise the City Council how to strategically accelerate Cupertino’s progress towards sustainability and recommend priorities to promote continued regional leadership in sustainability.

Periodically review policies governing specific practices and programs, such as greenhouse gas emissions reduction, water conservation, renewable energy, energy efficiency, materials management, and urban forestry. Illustrative examples include the creation of infrastructure for low emissions vehicles, installation of renewable energy or energy efficiency technologies, draNing of water conservation or waste reduction policies, delivery of habitat restoration and conservation programs, design and roll-out of pollution prevention campaigns, etc.

Make recommendations regarding the allocation of funds for infrastructure and technology improvements to elevate the operational performance of City facilities, businesses, educational institutions, and homes by reducing costs, improving public health, and serving community needs.

Accept public input on the subject areas noted above and advise the City Council on ways to drive community awareness, behavior change, education and participation in City programs modeled upon the field’s best practices.

Review and make recommendations to the City Council on Federal, State and regional policies related to sustainability that have the potential to impact City Council’s goals and policies.

Pursue any other activity or scope that may be deemed appropriate and necessary by the City Council.

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Proposed Budget
It is recommended that City Council approve a budget of $60,983 for the Sustainability Commission program.

This represents a decrease of $2,055 (-3.3%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year.

Special Projects
The following table shows the special projects for the fiscal year.

There are no special projects proposed for the Sustainability Commission this fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 11,792 $ 18,431 $ 20,618 $ 21,648 Employee Benefits $ 5,674 $ 9,704 $ 11,189 $ 11,776
Materials $ 341 $ 400 $ 5,960 $ 6,188
Contract Services $ 1,000 $ 1,800 $ - $ -
Cost Allocation $ 11,977 $ 18,254 $ 25,122 $ 21,216
Contingencies $ - $ - $ 149 $ 155
Total Expenditures $ 30,784 $ 48,589 $ 63,038 $ 60,983
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 30,784 $ 48,589 $ 63,038 $ 60,983
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget MANAGEMENT ANALYST 0 0.10 0.10 0.10
SUSTAINABILITY MANAGER 0.10 0.05 0.05 0.05
Total 0.10 0.15 0.15 0.15
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There are no changes to the current level of staffing.

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Audit Committee
Budget Unit 100-11-190
General Fund - Commissions - Audit Committee
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 35,506
Fund Balance $ -
General Fund Costs $ 35,506
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Audit CommiWee, consisting of two City Council members and a minimum of two and a maximum of three at large members, hold the following powers and functions:

To review the annual audit report and management letter.

To recommend appointment of internal/external auditors.

To review the monthly Treasurer's report.

To recommend a budget format.

To review City investment policies and internal controls of such policies.

To review internal audit reports.

The Audit Committee meets monthly. The Finance Manager serves as staff liaison.

Service Objectives
To review the annual audit report and management letter; To recommend appointment of internal/external auditors; To review the monthly Treasurer's report;
To recommend a budget format;
To review City investment policies and internal controls of such policies.

To review internal audit reports.

Proposed Budget
It is recommended that City Council approve a budget of $35,506 for the Audit CommiWee program. This represents an increase of $8,050 (29.3%) from the FY 2021-22 Adopted Budget.

The increase in Cost Allocation expenses is due to the allocation of staffing to this program in FY 2020-21.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ - $ 13,780 $ 14,751 $ 13,475
Employee Benefits $ 3 $ 5,018 $ 6,842 $ 6,557
Cost Allocation $ - $ - $ 5,863 $ 15,474
Total Expenditures $ 3 $ 18,798 $ 27,456 $ 35,506
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 3 $ 18,798 $ 27,456 $ 35,506
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0 0.05 0.05 0.05
FINANCE MANAGER 0 0.05 0.05 0.05
Total 0 0.10 0.10 0.10
There are no changes to the current level of staffing.

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Administration
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Department Overview
Budget Units
Budget Unit Program 2023 Proposed Budget
City Manager $ 5,450,600
100-12-120 City Manager $ 1,637,369
100-12-122 Sustainability $ 763,464
100-12-126 Office of Communications $ 977,517
100-12-305 Multimedia $ 438,792
100-12-307 Public Access Support $ 79,249
100-12-632 Community Outreach and Neighborhood Watch $ 213,823 100-12-633 Office of Emergency Management $ 706,493
100-12-705 Economic Development $ 633,893
City Clerk $ 909,333
100-13-130 City Clerk $ 719,419
100-13-132 Duplicating and Mail Services $ 49,075
100-13-133 Elections $ 140,839
City Manager Discretionary $ 75,000
100-14-123 City Manager Contingency $ 75,000
City Attorney $ 1,574,133
100-15-141 City Attorney $ 1,574,133
Total $ 8,009,066
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Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,469,823
Total Expenditures $ 8,009,066
Fund Balance $ -
General Fund Costs $ 6,529,243
% Funded by General Fund 81.5%
Total Staffing 22.3 FTE
Organization
Jim Throop, City Manager
Dianne Thompson, Assistant City Manager
Christopher Jensen, City Attorney
Kirsten Squarcia, City Clerk
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City Manager's Office
City Attorney's Office
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Performance Measures
City Clerk Division
Goal: Streamline information processing for Council, staff, and community members for compliance with State requirements and facilitate independent and transparent access to public information.

Benefit: All can fully participate in local government to achieve the community & organizational goals.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
City Council minutes for meetings
presented for Council approval by the
following regular meeting
100% 100% 100% 100%
Adopted City Council resolutions and
ordinances processed and scanned to
Laserfiche within a week of Clerk’s
office receipt of final, signed document
60% 80% 80% 100%
Public Record Act requests responded
to by the Statutory deadline date 100% 100% 100% 100%
Office of Communications
Goal: Promote and increase interest and participation in City services, programs, initiatives, and projects while building community pride and positive identification with the City among its residents.

Benefit: Residents have access to timely, engaging, and important information.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Social media engagement: total
number of followers including City
Hall Nextdoor, Facebook, Twitter, and
Instagram accounts
31,906 35,177 37,367 10% annual
increase
Social media engagement: average
number of engagements (reactions,
comments, shares, and clicks) per post
on City Hall Facebook account

72.3 66.5 85.1 10% annual
increase
Cupertino 311: Average response time
to customers organization-wide (in
days):

2.8 Days 3.5 Days 3.3 Days Average Close
Time 5 Days
Sustainability Division
Goal: Implement Cupertino's Climate Action Plan and General Plan Sustainability Element to achieve quantifiable emissions reductions, conserve finite resources, and achieve utility cost avoidance and savings FY 2022-23 Proposed Budget Administration 208
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across municipal operations and community partners.

Benefit: Cupertino is a healthy, resilient, environmentally-vibrant city for current and future residents to live, work, learn and play.

Performance Measure FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
% community-wide emissions reduced
from baseline of 307,288 MT CO2e/yr 2018 inventory: 24% decrease in emissions from baseline (258,659 MT CO2e/yr)
15% reduction by
2020 (261,195 MT
CO2e/yr)
Initiate and implement all Climate
Action Plan near-term measures:
% initiated
% complete or ongoing
100%
79%
100%
79%
100%
79%
100%
100%
% municipal operations emissions
reduced from baseline of 1,865 MT
CO2e/yr
2018 inventory: 66%reduction in emissions from
baseline: 642 MTCO2e
15% reduction by
2020
Cupertino's GHG inventories are conducted roughly every 3-5 years.

Economic Development Division
Goal: To actively pursue opportunities in the areas of business aWraction, retention, and expansion as a means of promoting economic vitality, and strengthening the City's sales tax base to support Cupertino's excellent quality of life for its residents, businesses, and daytime population.

Benefit: Cupertino's economy and sales tax revenue base are diversified to further enhance the City's financial stability and its ability to provide quality amenities to the community.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Maintain Economic Development
Business Connect Subscribers 2,000 2,500 2,500 2,800
Economic Development Business
Workshops & Events 11 3* 2 12 per year
*limited due to COVID
Multimedia Division
Multimedia Division has been moved under the Innovation & Technology Department. 1 1
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Workload Indicators
City Clerk Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
City Council minutes for regular meetings
presented for Council approval by the
following regular meeting
22/22 15/15 25/25
Adopted City Council resolutions and
ordinances processed and scanned to
Laserfiche within a week of Clerk’s office
receipt of final, signed document
182/272; 12/18 148/185; 10/12 45/56; 7/9
Public Record Act requests responded to by
the Statutory deadline date 104/104 94/94 139/139
Office of Communications
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Social Media Engagement: Post per year
(Facebook, Nextdoor, Twitter, Instagram) 1,182 1,634 595 Number of Projects Created on Engage
Cupertino N/A N/A 6
Number of Community Information and
Outreach Program products provided
(newsletters, press releases, website news
postings)
373 248 105
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Sustainability Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of local businesses visited/reached
out to as part of GreenBiz program outreach
(est)
36 6 7
Events related to increasing awareness of
reducing greenhouse gas emissions in the
community (staff organized or staff tabled)
(est)
10 7 15
Sustainability related metrics tracked and/or
analyzed (est) 90 90 90
Climate Action Plan action steps initiated or
implemented (est) 64 94 99
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Economic Development Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Meetings with large groups/organizations;
appointments with brokers, prospective
business owners, business owners and
operators, City staff, etc.
78* 68* 19
Special events, including small business
workshops and seminars, ICSC conferences
and events, ribbon cuttings and grand
openings, and Small Business Saturday
Celebration
N/A N/A 3
Presentations to local organizations and
visiting delegations. N/A N/A 0
Respond to call and email inquires N/A N/A 20
* This is an estimate based on the best information available Multimedia Division
Multimedia Division has been moved under the Innovation & Technology Department.

Proposed Budget
It is recommended that City Council approve a budget of $8,009,066 for the Administration department. This represents an increase of $379,437 (5.0%) from the FY 2021-22 Adopted Budget.

The increase in compensation and benefits is due to requests for a Limited-Term Communications Analyst and an Administrative Assistant, as well as insourcing of the City AWorney's Office. The transition from outsourced to in-house attorneys has increased compensation and benefits and decreased contract services.

The increase from FY 2019-20 actuals to FY 2022-23 is primarily due to compensation and benefits and special projects that vary from year to year. Compensation and benefits increased due to the addition of new positions, the transfer of programs from other City departments to the City Manager's Office, and the insourcing of the City AWorney's Office. Special Projects increased because new special projects were added in FY 2022-23. For Materials, actuals were lower in FY 2019-20 and FY 2020-21 because conference and training budgets were not completely expended due to the pandemic.

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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures

68.1%

19.7%

11.4%
City Manager
City Attorney
City Clerk
City Manager Discretionary
$6.06M
$6.70M
$7.63M
$8.01M
2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FY 2022-23 Proposed Budget Administration 213
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ 33,209 $ 45,516 $ - $ -
Charges for Services $ 1,137,815 $ 1,399,287 $ 1,739,136 $ 1,469,823 Miscellaneous Revenue $ 14,494 $ 19,634 $ - $ -
Total Revenues $ 1,185,518 $ 1,464,437 $ 1,739,136 $ 1,469,823 Expenditures
Employee Compensation $ 1,860,354 $ 2,606,217 $ 2,944,170 $ 3,697,318 Employee Benefits $ 699,664 $ 1,061,161 $ 1,288,316 $ 1,601,824 Materials $ 297,319 $ 327,504 $ 425,135 $ 535,812
Contract Services $ 2,702,604 $ 1,973,653 $ 2,237,070 $ 1,362,790 Cost Allocation $ 469,747 $ 481,712 $ 513,713 $ 468,859 Special Projects $ 31,841 $ 247,344 $ 120,900 $ 220,000 Contingencies $ - $ - $ 100,325 $ 122,463
Total Expenditures $ 6,061,529 $ 6,697,591 $ 7,629,629 $ 8,009,066 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 4,876,011 $ 5,233,153 $ 5,890,493 $ 6,529,243 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administration 214
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0 0 0 1.00
ASSISTANT CITY MANAGER 1.00 1.00 1.00 1.00
ASSIST TO THE CITY MNGR 1.00 1.00 1.00 0
CITY ATTORNEY 0 0 0 1.00
CITY CLERK 1.00 1.00 1.00 1.00
CITY MANAGER 1.00 1.00 1.00 1.00
COMMUNICATIONS ANALYST 0 0 0 1.00
COMMUNITY OUTREACH SPECIALIST 1.20 1.20 1.20 0.90
COMMUNITY RELATIONS COORD 0.75 0.75 0.75 1.00
DEPUTY CITY CLERK 1.00 1.00 1.00 1.00
DEPUTY CITY MANAGER 0 0 0 1.00

ECONOMIC DEVELOPMENT

MANAGER

1.00 0 0 1.00

EMERGENCY SERVICES

COORDINATOR

1.00 0.95 0.95 0.95

ENVIRONMENTAL PROGRAMS

ASSISTANT
0 0.35 0.35 0.35
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
LEGAL SERVICES MANAGER 1.00 1.00 1.00 1.00
MANAGEMENT ANALYST 0.70 1.70 2.70 2.70

MULTIMEDIA COMMUNICATIONS
SPEC
0 3.00 3.00 1.50
PUBLIC INFORMATION OFFICER 0.75 0.85 0.85 0.85
SENIOR ASSISTANT CITY ATTORNEY 0 0 0 1.00
SR OFFICE ASSISTANT 1.60 1.80 1.80 1.80
SUSTAINABILITY MANAGER 0.70 0.75 0.75 0.75
Total 14.20 17.85 18.85 22.30
FY 2022-23 Proposed Budget Administration 215
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City Manager
Budget Unit 100-12-120
General Fund - City Manager - City Manager
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 631,098
Total Expenditures $ 1,637,369
Fund Balance $ -
General Fund Costs $ 1,006,271
% Funded by General Fund 61.5%
Total Staffing 4.9 FTE
Program Overview
The City Manager is responsible to the City Council for the effective and efficient operation of the City. Under the direction of the City Council as a whole, the City Manager carries out the City’s goals and objectives.

Service Objectives
Accomplish the Council-approved City Work Program.

Manage City operations.

Ensure all laws and ordinances of the City are duly enforced and that all franchises, permits, licenses, and privileges granted by the City are faithfully performed and observed.

Advise the City Council on policy, and the financial conditions and needs of the City.

Investigate all complaints concerning the operation of the City.

Prepare reports and initiate recommendations as may be desirable or as requested by the City Council.

Ensure that the City’s policies and procedures provide a foundation for a secure financial position.

Proposed Budget
It is recommended that City Council approve a budget of $1,637,369 for the City Manager program. This represents an increase of $115,548 (7.6%) from the FY 2021-22 Adopted Budget.

This increase is primarily due to the addition of a Legislative Strategy consultant.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administration 216
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ 33,209 $ 36,716 $ - $ -
Charges for Services $ 401,525 $ 452,422 $ 637,444 $ 631,098 Total Revenues $ 434,734 $ 489,138 $ 637,444 $ 631,098
Expenditures
Employee Compensation $ 760,394 $ 885,438 $ 964,238 $ 1,032,843 Employee Benefits $ 269,702 $ 310,212 $ 402,900 $ 414,431 Materials $ 37,468 $ 14,328 $ 49,338 $ 53,887
Contract Services $ 91,435 $ 137,342 $ 101,572 $ 131,572 Cost Allocation $ 40,423 $ - $ - $ -
Special Projects $ - $ 17,432 $ - $ -
Contingencies $ - $ - $ 3,773 $ 4,636
Total Expenditures $ 1,199,422 $ 1,364,752 $ 1,521,821 $ 1,637,369 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 764,687 $ 875,614 $ 884,377 $ 1,006,271 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ASSISTANT CITY MANAGER 1.00 1.00 1.00 1.00
ASSIST TO THE CITY MNGR 1.00 1.00 1.00 0
CITY MANAGER 1.00 1.00 1.00 1.00
DEPUTY CITY MANAGER 0 0 0 1.00

EXEC ASST TO THE CITY

COUNCIL
0 0.50 0.50 0.50
MANAGEMENT ANALYST 0 1.00 1.00 1.00
SR OFFICE ASSISTANT 0.40 0.40 0.40 0.40
Total 3.40 4.90 4.90 4.90
The Assistant to the City Manager position was reclassified to Deputy City Manager.

FY 2022-23 Proposed Budget Administration 217
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Sustainability
Budget Unit 100-12-122
General Fund - City Manager - Sustainability
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 763,464
Fund Balance $ -
General Fund Costs $ 763,464
% Funded by General Fund 100.0%
Total Staffing 1.8 FTE
Program Overview
The Sustainability Division works to implement the City's Climate Action Plan, provides subject maWer expertise and coordinates across departments in building public good through activities that reduce greenhouse gas emissions, conserves 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.

Service Objectives
Collect and analyze relevant data to demonstrate municipal compliance with current and increasing state and federal regulations.

Serve as a technical resource on sustainability initiatives by preparing staff reports, developing local policies and ordinances, coordinating educational events, and making presentations to Council, City departments, and applicable outside organizations.

Coordinate municipal and community-wide greenhouse gas emissions inventories, develop emissions targets, execute a community-wide climate action plan, and track progress to achieve emissions reductions over time.

Expand existing compliance-focused environmental services to offer innovative energy, water, and resource conservation programs that effectively engage employees and community members.

Evaluate existing departmental programs and benchmark environmental achievements on an ongoing basis.

Research tools and best practices for efficient utility management and conservation and adapt these to the City’s organizational culture, operations, and budgets.

Manage or perform resource audits, identify energy conservation and renewable energy generation opportunities, calculate feasibility and develop projects that are cost-effective and conserve resources.

Develop effective partnerships that empower students and community members as environmental leaders.

Proposed Budget
FY 2022-23 Proposed Budget Administration 218
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Proposed Budget
It is recommended that City Council approve a budget of $763,464 for the Sustainability program. This represents a decrease of $102,956 (-11.9%) from the FY 2021-22 Adopted Budget.

The decrease is due to a large special project, the update to the Climate Action Plan, completing in FY 2021-22.

The decrease in Cost Allocation is due to decreased City AWorney costs and fewer Human Resources recruitments for Sustainability in FY 2020-21.

Special Projects
The following table shows the special projects for the fiscal year.

Special Project Appropriations Revenue Funding Source Description Climate Action Plan
Vision Summary
Document
$10,000 $10,000 General Fund
Graphic design and
editing support for a
public-facing, "userfriendly" vision and
executive summary
document for the
newly adopted
Climate Action Plan
Update
Total $10,000 $10,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Miscellaneous Revenue $ 14,494 $ 1,450 $ - $ -
Total Revenues $ 14,494 $ 1,450 $ - $ -
Expenditures
Employee Compensation $ 161,002 $ 221,141 $ 273,730 $ 291,223 Employee Benefits $ 80,086 $ 112,596 $ 131,482 $ 137,241 Materials $ 10,204 $ 7,581 $ 29,955 $ 34,755
Contract Services $ 60,747 $ 48,853 $ 94,379 $ 104,379
Cost Allocation $ 116,846 $ 208,182 $ 249,106 $ 182,388 Special Projects $ 20,174 $ 63,299 $ 84,400 $ 10,000
Contingencies $ - $ - $ 3,368 $ 3,478
Total Expenditures $ 449,059 $ 661,652 $ 866,420 $ 763,464 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 434,564 $ 660,201 $ 866,420 $ 763,464 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

ENVIRONMENTAL PROGRAMS

ASSISTANT
0 0.35 0.35 0.35
MANAGEMENT ANALYST 0.70 0.70 0.70 0.70
SUSTAINABILITY MANAGER 0.70 0.75 0.75 0.75
Total 1.40 1.80 1.80 1.80
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Administration 220
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Office of Communications
Budget Unit 100-12-126
General Fund - City Manager - Office of Communications
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 977,517
Fund Balance $ -
General Fund Costs $ 977,517
% Funded by General Fund 100.0%
Total Staffing 3.7 FTE
Program Overview
The Office of Communications is responsible for community outreach to ensure that residents have access to timely, useful, and important information. The Office of Communications oversees and maintains many of the City’s lines of communication with residents, including the City’s website, social media accounts, monthly newsleWer, videos, event tabling, flyers, and press releases. The Office of Communications also acts as a liaison between various City departments and the community when it comes to communicating information about projects and events.

Service Objectives
Serve as the communications link between the City of Cupertino and residents Ensure that the community has easy access to important, useful, and timely information through various forms of media including print, online, and video Build community pride and positive identification with the City among residents Increase interest and participation in City services, projects, and activities Promote City Council and departmental goals, initiatives, programs, and services Assist in creating better internal and external communication Enhance the City’s relationship with the news media
Proposed Budget
It is recommended that City Council approve a budget of $977,517 for the Office of Communications program.

This represents an increase of $268,562 (37.9%) from the FY 2021-22 Adopted Budget.

The increase in budget is primarily due to the addition of the community survey that was typically done every other year and the addition of a three-year Limited-Term Communications Analyst to support strategic outreach throughout the City. There is also additional funding for increased marketing and outreach.

Revenues and Expenditures
FY 2022-23 Proposed Budget Administration 221
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 260,873 $ - $ - $ -
Total Revenues $ 260,873 $ - $ - $ -
Expenditures
Employee Compensation $ 266,759 $ 318,479 $ 347,178 $ 449,061 Employee Benefits $ 103,636 $ 135,743 $ 160,426 $ 212,471 Materials $ 97,245 $ 137,495 $ 154,755 $ 187,478
Contract Services $ 34,762 $ 18,827 $ 39,856 $ 120,800
Cost Allocation $ 28,441 $ - $ - $ -
Contingencies $ - $ - $ 6,740 $ 7,707
Total Expenditures $ 530,843 $ 610,544 $ 708,955 $ 977,517 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 269,970 $ 610,544 $ 708,955 $ 977,517 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
COMMUNICATIONS ANALYST 0 0 0 1.00

COMMUNITY OUTREACH

SPECIALIST

1.20 1.20 1.20 0.90
PUBLIC INFORMATION OFFICER 0.75 0.85 0.85 0.85
SR OFFICE ASSISTANT 0.70 0.90 0.90 0.90
Total 2.65 2.95 2.95 3.65
Staffing includes the addition of one three-year Limited-Term Communications Analyst to support strategic communications throughout the City.

FY 2022-23 Proposed Budget Administration 222
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Multimedia
Budget Unit 100-12-305
General Fund - City Manager - Multimedia
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 354,821
Total Expenditures $ 438,792
Fund Balance $ -
General Fund Costs $ 73,971
% Funded by General Fund 16.9%
Total Staffing 1.5 FTE
Program Overview
In FY 2020-21, this program transferred from Innovation Technology to the City Manager’s Office. Historical data can be found under Budget Unit 100-31-305. The primary goal of the Multimedia Division is to increase public awareness, interest, understanding, and participation in the issues, programs, and services presented by the City of Cupertino. The staff promotes City services and programs through its 24/7 government access channel, radio station, digital signage network, City website, and numerous online video platforms. In addition, the video staff provides multimedia production services and technical support for all City departments.

Multimedia staff also oversees the design, maintenance, and engineering of the City’s broadcast and audiovisual systems.

Service Objectives
Multimedia staff works together to manage and maintain the following city services:

City Channel, the government access television channel which provides 24/7 information to Cupertino residents, includes full coverage of city meetings, community events, town hall forums, press conferences, election coverage, and local speaker series, as well as educational programming and state government affairs programming
Webcasting and video on demand services for live streaming city meetings, events, and other programs of interest
Radio Cupertino for emergency and community information for public service announcements, traffic alerts, and weather forecasts
Digital signage to promote city programs and events via electronic displays in city facilities Multimedia production services and maintenance of city video equipment Proposed Budget
It is recommended that City Council approve a budget of $438,792 for the Multimedia program. This represents a decrease of $477,555 (-52.1%) from the FY 2021-22 Adopted Budget.

FY 2022-23 Proposed Budget Administration 223
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The decrease is due to transferring 1.5 positions and a portion of materials and contracts to the Video program in Innovation Technology.

Special Projects
The following table shows the special projects for the fiscal year.

Special Project Appropriation Revenue Funding Source Description Field Lighting
Package $10,000 $10,000 General Fund Lighting EquipmentUpgrade Total $10,000 $10,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ - $ 8,800 $ - $ -
Charges for Services $ - $ 293,110 $ 414,196 $ 354,821
Total Revenues $ - $ 301,910 $ 414,196 $ 354,821
Expenditures
Employee Compensation $ - $ 465,372 $ 500,123 $ 303,932 Employee Benefits $ - $ 196,887 $ 215,203 $ 101,391
Materials $ - $ 60,650 $ 60,521 $ 1,406
Contract Services $ - $ 74,066 $ 110,597 $ 21,491
Special Projects $ - $ 104,963 $ 25,000 $ 10,000
Contingencies $ - $ - $ 4,903 $ 572
Total Expenditures $ - $ 901,938 $ 916,347 $ 438,792
Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ 600,027 $ 502,151 $ 73,971
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administration 224
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

MULTIMEDIA COMMUNICATIONS
SPEC
0 3.00 3.00 1.50
Total 0 3.00 3.00 1.50
There are changes to the current level of staffing, as a portion of Multimedia/Video is transferring to Innovation Technology.

FY 2022-23 Proposed Budget Administration 225
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Public Access Support
Budget Unit 100-12-307
General Fund - City Manager - Public Access Support
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 79,249
Fund Balance $ -
General Fund Costs $ 79,249
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City assists in the funding of the KMVT Community Access Television Program.

Service Objectives
Encourage Cupertino-based individuals and groups to use the community television production facilities for the purpose of expressing their interests, concerns, and ideas in a socially responsible manner.

Provide professional training in hands-on video production by providing access to television equipment, computers, and software that would be otherwise out of reach of the average person.

Provide workshops on all aspects of television production--including how to run a video camera, photography, editing, visual effects, social media, podcasting, and video blogging.

Assist individuals and community groups to develop and produce programs for broadcast on the community access channel.

Proposed Budget
It is recommended that City Council approve a budget of $79,249 for the Public Access Support program. This represents a decrease of $282 (-0.4%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Contract Services $ - $ 70,961 $ 75,120 $ 75,120
Cost Allocation $ - $ 3,022 $ 2,533 $ 2,251
Contingencies $ - $ - $ 1,878 $ 1,878
Total Expenditures $ - $ 73,983 $ 79,531 $ 79,249
Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ 73,983 $ 79,531 $ 79,249
Staffing
There is no staffing associated with this program.

FY 2022-23 Proposed Budget Administration 227
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Community Outreach and Neighborhood Watch
Budget Unit 100-12-632
General Fund - City Manager - Community Outreach and Neighborhood Watch Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 213,823
Fund Balance $ -
General Fund Costs $ 213,823
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
Community Outreach programs facilitate communication and enhance cultural understanding in Cupertino neighborhoods. Block Leaders are instrumental in building connected communities, delivering timely and pertinent information to neighbors, and providing input to the City. Neighborhood Watch 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.

Service Objectives
Aid in the development, implementation, and coordination of City programs and community-building activities designed to bring Cupertino neighborhoods together.

Coordinate and disseminate useful and important information to Cupertino residents through regular meetings and communications that build relationships and strengthen neighborhoods.

Facilitate collaboration with Emergency Preparedness and Neighborhood Watch programs.

Train residents to connect and organize neighbors and neighborhoods.

Get Block Leaders involved in the Parks and Recreation System Master Plan.

Create and implement Neighborhood Watch meetings and groups.

Disseminate important City news and safety information.

Organize and conduct annual National Night Out initiative.

Proposed Budget
It is recommended that City Council approve a budget of $213,823 for the Community Outreach and Neighborhood Watch program. This represents an increase of $41,931 (24.4%) from the FY 2021-22 Adopted Budget.

The increase in compensation and benefits is due to the addition of 0.25 FTE. The Community Relations Coordinator increased from 0.75 FTE to 1 FTE in FY 2021-22.

Revenues and Expenditures
FY 2022-23 Proposed Budget Administration 228
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 104,593 $ 83,627 $ 55,908 $ 92,579 Employee Benefits $ 37,535 $ 38,468 $ 34,044 $ 47,518
Materials $ 3,346 $ 5,971 $ 11,386 $ 14,818
Cost Allocation $ 43,100 $ 56,874 $ 68,769 $ 58,538
Special Projects $ - $ - $ 1,500 $ -
Contingencies $ - $ - $ 285 $ 370
Total Expenditures $ 188,574 $ 184,940 $ 171,892 $ 213,823 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 188,574 $ 184,940 $ 171,892 $ 213,823 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

COMMUNITY RELATIONS
COORD

0.75 0.75 0.75 1.00
Total 0.75 0.75 0.75 1.00
The Community Relations Coordinator increased from 0.75 FTE to 1 FTE in FY 2021-22.

FY 2022-23 Proposed Budget Administration 229
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Office of Emergency Management
Budget Unit 100-12-633
General Fund - City Manager - Office of Emergency Management Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 706,493
Fund Balance $ -
General Fund Costs $ 706,493
% Funded by General Fund 100.0%
Total Staffing 2.0 FTE
Program Overview
The mission of the Office of Emergency Management is to lead and direct the City in prevention, preparation, mitigation, response, and recovery from all emergencies, hazards, incidents, and events.

Service Objectives
Develop and implement the goals and objectives of Cupertino's Office of Emergency Management.

Maintain the City’s Emergency Operations Center (EOC) in a perpetual state of operational readiness.

Support Citizen Corps including the Block Leader Program, Neighborhood Watch, Community Emergency Response Team (CERT), Cupertino Amateur Radio Emergency Service (CARES), and Medical Reserve Corps (MRC).

Prepare, test, and revise emergency response and recovery policies, plans, and procedures in compliance with the California Emergency Services Act, the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS).

Coordinate training of City staff in personal preparedness, SEMS/NIMS, and EOC functions.

Maintain effective liaison with local, state, and national emergency management organizations and/or allied disaster preparedness and response agencies.

Proposed Budget
It is recommended that City Council approve a budget of $706,493 for the Office of Emergency Management program. This represents an increase of $11,759 (1.7%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from the FY 2021-22 budget. The increase in Contract Services is due to additional EOC training and the continuation of the personal preparedness program, which was a special project in FY 2021-22.

Revenues and Expenditures
FY 2022-23 Proposed Budget Administration 230
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 126,289 $ 171,115 $ 305,225 $ 302,775 Employee Benefits $ 37,900 $ 72,593 $ 139,281 $ 148,923 Materials $ 27,158 $ 11,595 $ 42,799 $ 61,108
Contract Services $ 320 $ - $ 7,139 $ 14,200
Cost Allocation $ 106,193 $ 128,820 $ 188,792 $ 177,604 Special Projects $ - $ 61,650 $ 10,000 $ -
Contingencies $ - $ - $ 1,498 $ 1,883
Total Expenditures $ 297,860 $ 445,773 $ 694,734 $ 706,493 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 297,860 $ 445,773 $ 694,734 $ 706,493 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

EMERGENCY SERVICES

COORDINATOR

1.00 0.95 0.95 0.95
MANAGEMENT ANALYST 0 0 1.00 1.00
Total 1.00 0.95 1.95 1.95
There are no changes to the current level of staffing.

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Economic Development
Budget Unit 100-12-705
General Fund - City Manager - Economic Development
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 633,893
Fund Balance $ -
General Fund Costs $ 633,893
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
In FY 2021-22, this program was transferred to the City Manager's Office. Historical data can be found in Budget Unit 100-71-705 in Community Development. The Economic Development program specifically targets business retention, expansion, and aWraction with a focus on small business development, in order to support the City's financial stability.

Service Objectives
Provide assistance and support to businesses to enable job creation, new business formation, private investment, and industry evolution.

Conduct outreach to existing small businesses to create strong working relationships.

Collaborate with internal city team members to keep the needs of businesses in the forefront when reviewing applications and projects.

Partner with local business associations, agencies, and organizations to create a strong and cohesive network offering business support and assistance.

Provide the public with current data and information easily accessible online or in printed format. Assist with policy formation to align with business and community goals.

Proposed Budget
It is recommended that City Council approve a budget of $633,893 for the Economic Development program.

The increase in compensation and benefits is due to the transfer of the Economic Development Manager from the Community Development to Administration. The Economic Development Manager, which was previously a part-time position, also became a full-time position in FY 2021-22. Special projects are requested for a Fuse Corps Fellow and Economic Development Strategy Outreach.

Special Projects
The following table shows the special projects for the fiscal year.

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Special Project Appropriation Revenue Funding Source Description Economic
Development Fuse
Fellow
$180,000 $180,000 General Fund
Hire Fuse Corps Fellow to assist with the
implementation of the updated economic
development strategy
Economic
Development
Strategy Outreach
$20,000 $20,000 General Fund
Support outreach and engagement with
stakeholders to share the draft strategy
and secure feedback to develop and
design key messages around
recommendations
Total $200,000 $200,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 40,726 $ - $ - $ 180,045
Employee Benefits $ 14,011 $ 1,221 $ - $ 76,832
Materials $ 42,055 $ 33,890 $ - $ 69,629
Contract Services $ 213,350 $ 149,994 $ - $ 62,308
Cost Allocation $ 32,159 $ 50,406 $ - $ 41,781
Special Projects $ 11,667 $ - $ - $ 200,000
Contingencies $ - $ - $ - $ 3,298
Total Expenditures $ 353,968 $ 235,511 $ - $ 633,893
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 353,968 $ 235,511 $ - $ 633,893
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

ECONOMIC DEVELOPMENT

MANAGER

1.00 0 0 1.00
Total 1.00 0 0 1.00
In FY 2021-22, the Economic Development Manager position was transferred from the Community Development Department to the Administration Department.

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City Clerk
Budget Unit 100-13-130
General Fund - City Clerk - City Clerk
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 121,651
Total Expenditures $ 719,419
Fund Balance $ -
General Fund Costs $ 597,768
% Funded by General Fund 83.1%
Total Staffing 3.5 FTE
Program Overview
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; manages official elections; and provides partial mail service for all City Departments.

Service Objectives
Ensure compliance with the Brown Act open meetings requirements, Maddy Act Commission vacancy requirements and the Public Records Act, to accurately process documents and maintain a records management system that facilitates timely access to information, including digital access to City records.

Provide complete, accurate and timely information to the public, staff and City Council.

Respond to internal routing requests within two working days; respond to internal requests requiring archival research within five working days.

Respond to Public Record Act requests within the time specified by State law.

Provide a digital City Council packet to members of the City Council and staff for use on mobile devices.

Process and sort routine incoming and outgoing mail and packages daily for each department.

Proposed Budget
It is recommended that City Council approve a budget of $719,419 for the City Clerk program. This represents an increase of $116,086 (19.2%) from the FY 2021-22 Adopted Budget.

The increase in compensation and benefits is due to a request to add an Administrative Assistant. The Administrative Assistant will provide a variety of support to the City Clerk’s Division, including preparing meeting agendas, processing Public Records Act requests, campaign finance forms, ethics certificates, lobbyist registration applications, and general records management. The staff time needed for these functions has increased over the past years.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 65,544 $ 91,584 $ 144,551 $ 121,651 Total Revenues $ 65,544 $ 91,584 $ 144,551 $ 121,651
Expenditures
Employee Compensation $ 294,834 $ 351,929 $ 384,695 $ 434,265 Employee Benefits $ 107,721 $ 139,725 $ 143,987 $ 198,878 Materials $ 37,326 $ 35,000 $ 35,382 $ 46,172
Contract Services $ 44,336 $ 27,822 $ 37,448 $ 38,000
Cost Allocation $ 34,341 $ - $ - $ -
Contingencies $ - $ - $ 1,821 $ 2,104
Total Expenditures $ 518,558 $ 554,476 $ 603,333 $ 719,419 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 453,015 $ 462,893 $ 458,782 $ 597,768 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0 0 0 1.00
CITY CLERK 1.00 1.00 1.00 1.00
DEPUTY CITY CLERK 1.00 1.00 1.00 1.00

EXEC ASST TO THE CITY

COUNCIL

0.50 0 0 0
SR OFFICE ASSISTANT 0.50 0.50 0.50 0.50
Total 3.00 2.50 2.50 3.50
Staffing is increasing due to the addition of an Administrative Assistant. The Administrative Assistant will provide a variety of support to the City Clerk’s Division, including preparing meeting agendas, processing Public Records Act requests, campaign finance forms, ethics certificates, lobbyist registration applications, and general records management. The staff time needed for these functions has increased over the past years.

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Duplicating and Mail Services
Budget Unit 100-13-132
General Fund - City Clerk - Duplicating and Mail Services Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 49,075
Fund Balance $ -
General Fund Costs $ 49,075
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The Duplicating and Mail budget provides paper, envelope, and postage supplies Citywide, and is responsible for the maintenance costs of the postage and folder-inserter machines.

Service Objectives
Supply paper, envelopes, and postage Citywide and maintain postage and folder-inserter machines.

Proposed Budget
It is recommended that City Council approve a budget of $49,075 for the Duplicating and Mail Services program. This represents an increase of $1,281 (2.7%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year. The costs for paper, envelopes, and postage increased by CPI.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Benefits $ 216 $ - $ - $ -
Materials $ 30,750 $ 18,551 $ 36,410 $ 37,794
Contract Services $ 6,065 $ 5,271 $ 5,959 $ 6,500
Cost Allocation $ - $ 32,813 $ 4,366 $ 3,674
Contingencies $ - $ - $ 1,059 $ 1,107
Total Expenditures $ 37,031 $ 56,635 $ 47,794 $ 49,075
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 37,032 $ 56,635 $ 47,794 $ 49,075
Staffing
There is no staffing associated with this program.

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Elections
Budget Unit 100-13-133
General Fund - City Clerk - Elections
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 140,839
Fund Balance $ -
General Fund Costs $ 140,839
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City Clerk’s office administers the legislative process including management of local elections and filings of Fair Political Practices Commission documents.

Service Objectives
Administer elections and Fair Political Practices Commission filings in compliance with State law.

Conduct a local election in even-numbered years and ballot measure elections as necessary, in compliance with the California Elections Code.

Facilitate timely filing of required and voluntary documentation from candidates and election commiWees, including Nomination Papers, Candidate Statements of Qualification, Campaign Financial Disclosure Statements, and Statements of Economic Interest, as well as candidate biographies and photographs.

Make election-related information available to the public and news media in a timely manner.

Proposed Budget
It is recommended that City Council approve a budget of $140,839 for the Elections program. This represents an increase of $140,692 (95708.8%) from the FY 2021-22 Adopted Budget.

The increase is due to increased costs for the Santa Clara County Election in November 2022, which occurs every 2 years. Materials costs are for election services and materials, including legal notices. Contract services costs are for consolidation with the County Registrar of Voters. The increase in Cost Allocation is due to increased activities in FY 2020-21 as it was an election year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Miscellaneous Revenue $ - $ 14,300 $ - $ -
Total Revenues $ - $ 14,300 $ - $ -
Expenditures
Materials $ 58 $ 600 $ - $ 4,845
Contract Services $ - $ 113,261 $ - $ 130,000
Cost Allocation $ - $ 1,595 $ 147 $ 2,623
Contingencies $ - $ - $ - $ 3,371
Total Expenditures $ 58 $ 115,456 $ 147 $ 140,839
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 58 $ 101,156 $ 147 $ 140,839
Staffing
There is no staffing associated with this program.

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City Manager Contingency
Budget Unit 100-14-123
General Fund - City Manager Discretionary - City Manager Contingency Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 75,000
Fund Balance $ -
General Fund Costs $ 75,000
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City Manager Contingency program was established to meet citywide unexpected expenses that may occur during the year. In FY 2013-14, a Contingencies expenditure category was added to each program to serve as a contingency for any unexpected expenditures that might occur during the year. In FY 2020-21, program contingencies were reduced from 5% of budgeted materials and contract services to 2.5%. The City Manager Contingency is a second level of contingency established for unexpected expenditures that may occur over the program contingency. In FY 2020-21, City Manager contingencies were also reduced from 5% of budgeted General Fund materials and contract services to 2.5%. In FY 2021-22, City Manager contingencies were further reduced to $75,000, bringing total contingencies for the General Fund to approximately 2.5% of budgeted materials and contract services. This percentage is below best practices adopted by the Governmental Accounting Standards Board (GASB) of 5-15% contingency. Program contingency budgets may be used to cover unanticipated program expenses at the department’s discretion, while the use of the City Manager Contingency will require City Manager approval. Staff reports any use of the City Manager Contingency to City Council as part of the quarterly financial report.

Proposed Budget
It is recommended that City Council approve a budget of $75,000 for the City Manager Contingency program.

This budget is unchanged from the prior year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Materials $ 743 $ - $ - $ -
Contingencies $ - $ - $ 75,000 $ 75,000
Total Expenditures $ 743 $ - $ 75,000 $ 75,000
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 743 $ - $ 75,000 $ 75,000
Staffing
There is no staffing associated with this program.

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City Attorney
Budget Unit 100-15-141
General Fund - City Attorney - City Attorney
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 362,253
Total Expenditures $ 1,574,133
Fund Balance $ -
General Fund Costs $ 1,211,880
% Funded by General Fund 77.0%
Total Staffing 3.0 FTE
Program Overview
The City AWorney is appointed by the City Council to manage the legal affairs of the City, including the operation of the City AWorney’s Office. The City AWorney’s Office provides all legal services that are needed to support the City Council, City Commissions and CommiWees, City Manager, department directors, and City staff.

Service Objectives
The mission of the City AWorney’s Office is to protect and defend the City by all legal and ethical means and to provide the municipal corporation with high-quality legal service and advice. These legal services include the following:

Prosecute and defend the City in any legal action such as civil maWers involving personal injury or property damage, code enforcement, or any administrative action arising out of City business.

Manage all liability claims filed against the City including investigation and disposition.

Attend City Council, Planning Commission, and other public meetings as requested.

Prepare and review proposed legislation including ordinances and resolutions.

Draft and/or review contracts, agreements, and other legal documents.

Conduct legal research and analysis, and prepare legal memoranda.

Provide legal support for special projects.

Proposed Budget
It is recommended that City Council approve a budget of $1,574,133 for the City AWorney program. This represents a decrease of $369,522 (-19.0%) from the FY 2021-22 Adopted Budget.

The decrease is due to the change from an outsourced City AWorney’s Office to two in-house aWorneys. The decrease in Cost Allocation Plan revenues is because of a decrease in City AWorney expenses in FY 2021-22. The Cost Allocation Plan provides revenue for the City AWorney’s Office from other programs that use City Attorney services.

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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 409,873 $ 562,171 $ 542,945 $ 362,253 Miscellaneous Revenue $ - $ 3,884 $ - $ -
Total Revenues $ 409,873 $ 566,055 $ 542,945 $ 362,253
Expenditures
Employee Compensation $ 105,757 $ 109,116 $ 113,073 $ 610,595 Employee Benefits $ 48,857 $ 53,716 $ 60,993 $ 264,139
Materials $ 10,966 $ 1,843 $ 4,589 $ 23,920
Contract Services $ 2,251,589 $ 1,327,256 $ 1,765,000 $ 658,420 Cost Allocation $ 68,244 $ - $ - $ -
Contingencies $ - $ - $ - $ 17,059
Total Expenditures $ 2,485,413 $ 1,491,931 $ 1,943,655 $ 1,574,133 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 2,075,540 $ 925,876 $ 1,400,710 $ 1,211,880 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
CITY ATTORNEY 0 0 0 1.00
LEGAL SERVICES MANAGER 1.00 1.00 1.00 1.00

SENIOR ASSISTANT CITY

ATTORNEY
0 0 0 1.00
Total 1.00 1.00 1.00 3.00
In FY 2021-22, the City transitioned from an outsourced City Attorney's Office to an in-house City Attorney and Senior Assistant City Attorney.

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Law Enforcement
FY 2022-23 Proposed Budget Law Enforcement 245
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Department Overview
Budget Units
Budget Unit Program 2023 Proposed Budget
Law Enforcement $ 16,814,519
100-20-200 Law Enforcement $ 16,765,096
100-20-201 Interoperability Project $ 49,423
Total $ 16,814,519
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Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,367,721
Total Expenditures $ 16,814,519
Fund Balance $ -
General Fund Costs $ 15,446,798
% Funded by General Fund 91.9%
Total Staffing FTE
Organization
Captain Rich Urena, Office of the Sheriff
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Performance Measures
Goal: Maintain a safe environment to live, work, learn and play.

Benefit: All members of the community are safe, informed, empowered and supported.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Response time for emergency calls
Priority 1 3.51 3.4 4.31 5 minutes
Priority 2 6.37 6.07 6.52 9 minutes
Priority 3 11.96 11.8 11.28 20 minutes
% programs maintaining minimum
attendance
Teen Academy 83% 92% 90% 80%
Citizen Academy 65% N/A N/A 80%
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Workload Indicators
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Total Priority 1 Calls 57 31 30
Total Priority 2 Calls 3,917 3,107 1,877
Total Priority 3 Calls 4,909 4,254 2,014
Total Teen/Community Academy Participants 76 23 18
Proposed Budget
It is recommended that City Council approve a budget of $16,814,519 for the Law Enforcement department.

This represents an increase of $1,058,169 (6.7%) from the FY 2021-22 Adopted Budget.

The increase is due to the annual increase in costs for the Santa Clara County Sheriff’s Office.

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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
100.0%
Law Enforcement
$14.2M
$14.8M
$15.8M
$16.8M
2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FY 2022-23 Proposed Budget Law Enforcement 251
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ 155,948 $ 156,727 $ - $ 156,000 Charges for Services $ 753,798 $ 410,824 $ - $ 61,000
Fines and Forfeitures $ 200,105 $ 102,396 $ - $ 202,000 Miscellaneous Revenue $ 796,826 $ 837,329 $ 887,259 $ 948,721 Total Revenues $ 1,906,677 $ 1,507,276 $ 887,259 $ 1,367,721 Expenditures
Materials $ 43,729 $ 158 $ 53,891 $ 53,891
Contract Services $ 14,049,296 $ 14,652,520 $ 15,534,026 $ 16,606,737 Cost Allocation $ 58,388 $ 123,731 $ 168,433 $ 153,891
Total Expenditures $ 14,151,413 $ 14,776,409 $ 15,756,350 $ 16,814,519 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 12,244,735 $ 13,269,134 $ 14,869,091 $ 15,446,798 Staffing
There is no staffing associated with this department.

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Law Enforcement
Budget Unit 100-20-200
General Fund - Law Enforcement - Law Enforcement
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,367,721
Total Expenditures $ 16,765,096
Fund Balance $ -
General Fund Costs $ 15,397,375
% Funded by General Fund 91.8%
Total Staffing FTE
Program Overview
The Law Enforcement program provides law enforcement, emergency communications, School Resource Officers, and the Youth Probation Program. Law enforcement services are provided by the Santa Clara County Sheriff’s Office, while communications services are provided by the Santa Clara County General Services Administration. The County’s Youth Probation Program, also managed by the Sheriff’s Office, is funded through a partnership with the Cupertino Union School District and the City of Cupertino. Other services include general law enforcement (patrol), traffic enforcement and investigation, detective services, and additional resources from specialized units.

The State allocates the Citizens Option for Public Safety (COPS) grant to cities and counties for front-line law enforcement purposes. Funding is allocated proportionately based on population size with a minimum allocation of $100,000 per jurisdiction. This grant will be used to partially offset the cost of a second School Resource Officer that was added in the FY 2016-17 school year.

Service Objectives
Protect life and property through innovative and progressive policing methods.

Respond to Priority 1 emergency situations within an average of fewer than five minutes.

Enforce the vehicle code with the goal of increasing traffic safety.

Divert first time/minor youth offenders from the juvenile justice system.

Provide daily on-site interaction with our youth.

Proposed Budget
It is recommended that City Council approve a budget of $16,765,096 for the Law Enforcement program. This represents an increase of $1,058,124 (6.7%) from the FY 2021-22 Adopted Budget.

The increase is due to the annual increase in costs for the Santa Clara County Sheriff’s Office. The City's contract with the Santa Clara County Sheriff's Office is effective from July 1, 2014, to July 1, 2024. Per the contract, the annual allowable increase is the lesser of:

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Change in total compensation plus 2% plus the CalPERS increase CPI plus 2% plus the CalPERS increase
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ 155,948 $ 156,727 $ - $ 156,000 Charges for Services $ 753,798 $ 410,824 $ - $ 61,000
Fines and Forfeitures $ 200,105 $ 102,396 $ - $ 202,000 Miscellaneous Revenue $ 796,826 $ 837,329 $ 887,259 $ 948,721 Total Revenues $ 1,906,677 $ 1,507,276 $ 887,259 $ 1,367,721 Expenditures
Materials $ 43,729 $ 158 $ 53,891 $ 53,891
Contract Services $ 14,049,296 $ 14,652,520 $ 15,485,487 $ 16,558,198 Cost Allocation $ 57,618 $ 123,003 $ 167,594 $ 153,007
Total Expenditures $ 14,150,643 $ 14,775,681 $ 15,706,972 $ 16,765,096 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 12,243,965 $ 13,268,406 $ 14,819,713 $ 15,397,375 Staffing
There is no staffing associated with this program.

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Interoperability Project
Budget Unit 100-20-201
General Fund - Law Enforcement - Interoperability Project Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 49,423
Fund Balance $ -
General Fund Costs $ 49,423
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The Silicon Valley Regional Interoperability Authority (SVRIA) was formed under the Joint Exercise of Powers Act (JPA) to provide interoperable communications solutions to its members. The SVRIA represents the interests of all public safety agencies in Santa Clara County through its members. It services the Santa Clara Operational Area which includes the County of Santa Clara, its fifteen cities and towns, and all special districts.

Service Objectives
SVRIA exists to identify, coordinate, and implement communications interoperability solutions to its member agencies. The purpose of these projects is to seamlessly integrate voice and data communications between law enforcement, the fire and rescue service, emergency medical services, and emergency management for routine operations, critical incidents, and disaster response and recovery.

Proposed Budget
It is recommended that City Council approve a budget of $49,423 for the Interoperability Project program. This represents an increase of $45 (0.1%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Contract Services $ - $ - $ 48,539 $ 48,539
Cost Allocation $ 770 $ 728 $ 839 $ 884
Total Expenditures $ 770 $ 728 $ 49,378 $ 49,423
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 770 $ 728 $ 49,378 $ 49,423
Staffing
There is no staffing associated with this program.

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Innovation and Technology
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Department Overview
Budget Units
Budget Unit Program 2023 Proposed Budget
I&T Administration $ 259,434
610-30-300 Innovation & Technology Administration $ 259,434 Video $ 574,604
100-31-305 Video $ 574,604
100-31-307 Public Access Support $ -
Applications $ 2,815,258
100-32-308 Applications $ 2,815,258
Infrastructure $ 2,721,957
610-34-310 Infrastructure $ 2,721,957
GIS $ 1,546,226
610-35-986 GIS $ 1,546,226
Total $ 7,917,479
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Budget at a Glance
2023 Proposed Budget
Total Revenues $ 3,916,540
Total Expenditures $ 7,917,479
Fund Balance $ 412,601
General Fund Costs $ 4,423,540
% Funded by General Fund 55.9%
Total Staffing 13.4 FTE
Organization
Bill Mitchell, Chief Technology Officer
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Performance Measures
Goal: Provide superior delivery of information and technology services to city employees and constituents while continually enhancing levels of engagement.

Benefit: Integrated information services enable customer access to the tools and information they need, when and where they need it.

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Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
GIS: % of time spent Developing Application 10% 25% 25% 35% GIS: % of time Maintaining applications 90% 75% 70% 65% GIS: Met Requests within SLA (map, data,
Web maps, Cityworks, schema, other)
completed
97% 98% 100% 100%
GIS: Increase Property Information
(Internal/External) site visits per month 665/2,671 691/533 838/575 900/600 GIS: Cityworks utilization - # of assets
Cupertino maintains vs # of assets
maintained in Cityworks. Also the % increase
of work units completed (WOs, INSP,SRs)
45/31
70%
45/31
20%
45/35
50%
45/45
20%
Infrastructure: Percentage based upon
number of scheduled projects/Number of
projects completed on time
80% 86% 71% 100%
Infrastructure: Percentage based upon
number of HelpDesk tickets/SLA
measurements
93% 94% 93% 90%
Infrastructure: % Customer satisfaction based
upon Satisfaction Rate from helpdesk tickets 99.10% 98.70% 100.00% 85% Infrastructure: % of network uptime (not
including planned maintenance) 99.90% 99.90% 100.00% 99% Applications: % of citywide-enterprise
application project management performed
on time and on budget
96% 95% 95% 95%
Applications: Number of website site
visits/Number of site hits 1,624,377 800,164 823,496 5% annualincrease Applications: Number of support request for
the applications support per month 45 65 55 20
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Multimedia Division
Performance Measure FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Percentage of total video productions
performed vs scheduled productions (city
meetings excluded)₁
145%
32/22
522%
47/9
326%
29/8 100%
Percentage of total engineering projects vs
scheduled projects₂
233%
7/3
250%
15/6
300%
6/2 100%
Total video views on YouTube and Granicus
platforms combined*₃ 215,607 246,313 83,417 5% annualincrease * Percentage skewed due to pandemic - more overall views due to daily press conference postings ₁The Multimedia Division is responsible for producing videos for both city staff as well as the general Cupertino public. Typically, dozens of video productions are completed every year. Video productions range in scope from relatively simple 30-second public service announcements to major projects like CREST that require more than two months of on-going field production, post-production editing, and a live awards program telecast. This specific Workload Indicator clearly indicates that a large percentage of annual video projects are unscheduled or unanticipated. The main reason is that video productions are oNentimes evaluated and prioritized on the basis of their immediate organizational value, impact and/or newsworthiness.

Oftentimes, these unanticipated projects are identified and assigned with only a few days or weeks of advanced notice. As such, 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. The measurements here are tracked in the "milestones" document located in our City Channel documentation folder. The milestones document is a comprehensive dataset of all the video division projects--both large and small--and is maintained by the entire Multimedia Division staff. City meeting telecasts are not included in this particular dataset.
₂Multimedia staff is responsible for designing, managing, and maintaining the many audiovisual and broadcast systems located within the organization. These include 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, Multimedia Division staff may need to implement unanticipated projects if staff or council priorities require as such. The Workload Indicator here measures the number of projects completed vs. the number of scheduled projects.

These measurements are tracked in the "engineering milestones" document located in our City Channel documentation folder. This document is maintained by Pete Coglianese, who is the broadcast engineer for the division.
₃Multimedia staff historically tracks viewership data within our primary online video platforms--YouTube and Granicus. We continue to see an upward trend in viewership of our videos which are used to promote city meetings, city programs, and city services. Our target is to increase viewership by 5% annually. Both YouTube and Granicus provide advanced reporting modules that allow us to accurately track the number of views over a given date range. The numbers here indicate total views rather than total unique views. Other online platforms were considered as part of this dataset; however, because we do not consistently post videos to our FY 2022-23 Proposed Budget Innovation and Technology 263 1953
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other social media sites such as Facebook, TwiWer, Instagram, and Nextdoor, those statistics were not included as part of this specific performance measure. Similarly, we do have accurate viewership data for the City Channel, our government access television channel, so that platform was excluded as well.

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Workload Indicators
Applications Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Enterprise Programs Support & Maintenance₁ 2,500 hours 1,900 hours 2,000 hours Application Development₂ 1,500 hours 800 hours 750 hours Percentage of Project Management Performed
on Time and Budget for Citywide
Applications₃
95% 95% 95%
₁The Application division is responsible for supporting enterprise business platforms like ERP, Land Management System, Recreation System, City Digital Records, City Website and many programs like Admin Services digital transformation, citywide permiWing, licensing and enforcement solutions. All these programs and services require constant enhancements, support and maintenance. The related tasks may range from providing staff user access to these platforms to issues that may require intensive programming and configurations 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 enterprise platforms like Accela, and New World to configuring business processes and integrating these enterprise soNware systems. Some issues require working and coordinating with soNware vendors to identify and resolve business workflows and other operational related problems.

Application integrations is a big solution in providing end to end business solutions. Coordinating the scheduling of corrective patches and upgrades between vendors and staff. ₂Applications division creates custom soNware solutions like Bid Management solution and Permit Parking soNware solutions. Application development for these kind of soNware solution goes through all stages of SoNware Development Life Cycle (SDLC) of Requirement-gathering, Analysis, Designing, Coding, Testing and Deployment of these custom soNware solutions. The Application team works with various city department and other key stakeholders during phases of SDLC. Application staff gather business requirements, participate 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. Perform soNware application coding, building system integration and interfaces between applications. Perform end user application tests for functionality and usability. Writing test scripts based on business processes. Perform system tests, integration test and performance (volume) tests. ₃This measure involves the task of project research and communications, project charter creation, creating or reviewing statement of work, contractor research and selection process, activity and resource planning, creation of work breakdown structure, team building, time management, deliverable management, customer satisfaction, risk management, communication management, project closeout process and documentation.

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Infrastructure Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Percentage of helpdesk requests completed 48
hours or less₁ 92% 94% 93%
% of network uptime₂ 99.9% 99.9% 99.8%
Number of IT Projects Completed₃ 100%
3/3
100%
7/7
100%
3/3
₁Infrastructure is responsible for the acquisition, maintenance and support of all computer hardware necessary for the City's leading edge network (server, storage, switch, security, appliance) and end user (PC, tablet, VoIP Devices, Smartphones) services. Exemplary customer service coupled with highly skilled staff is the trademark of this team.
₂Ensuring the City's vast network environment meets Business Continuity and Disaster Recovery requirements is a major responsibility of Infrastructure. Two geographically diverse data centers connected with a high speed Ethernet connection that traverses over 1000 miles provides this much needed service. 24x7 monitoring is done via a plethora of tools and contract services managed by Infrastructure. ₃PC based applications such as MicrosoN Office, Team Collaboration, Adobe, SoNphone, Antivirus, Teleconferencing and many more are procured, configured, maintained and supported. Citywide education of these products as well as end user security is the responsibility of Infrastructure which ensures a skilled City staff that know how to utilize software efficiently and securely.

GIS Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Hours Spent Web Application Development₁
460/tracking is still
being refined. This
is not an accurate
account.
540/tracking is still
being refined. This
is not an accurate
account.
450/ tracking is still
being refined. This
is not an accurate
account
Map, Data, Analysis, Report, Application
Configuration Requests, Workflow
Enhancements Completed Requests₂
422/tracking is still
being refined. This
is not an accurate
account.
882/tracking is still
being refined. This
is not an accurate
account.
691/tracking is still
being refined. This
is not an accurate
account.

Number of I&T workplan projects completed₃ 100%
11/11
100%
8/8 After budget
reduction
20%
4/20
₁The GIS Division builds web applications for staff to use as a tool in their daily workflows. The web application Property Info is a great example of this. Staff use it to review properties for development - select a property see all the associated layers of data, and access any related laserfiche documents. Property info is the FY 2022-23 Proposed Budget Innovation and Technology 266 1956
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main web mapping application staff use so we are constantly making improvements based on requests or new advancements in web development, or available widgets. We also create a number of web applications for the public hWps://www.cupertino.org/online-services/open-government-data/city-maps/web-maps-andapplications everything from the service finder that give residents a one stop shop of all City services to the CIP story map that give the public a visually appealing way to quickly interpret what capitol improvement projects are scheduled this year, where the project is located, what the project entails, and current status. ₂GIS receives requests from staff and sometimes Commissioners, Sheriffs office, City Council members…These requests range from hard copy maps (ex. Update a zoning designation and print all new zoning maps) to interactive web maps (ex. PW had a consultant evaluate a section of Regnart Rd and Chad asked us to create a web map with the data point locations and associate photos), data request (ex. how many Trees were trimmed this year), Data changes (ex. can I see this layer symbolized by status and added to property info application), crystal report requests (ex. fleet wants a report that shows how many times each vehicle has a repair work order based on a dynamic timeframe), to application modifications (ex. the Tree Division is tasked with mediating a tree virus issue and they would like a new work order type so they can track the problem over time or Planning had us create a layer for private trees and then add it to the Property info application.) Evaluating staff use of an application and implementing ways to streamline that workflow. Reduce the number of steps to performing a task by configuring/coding an application in a way that eliminates redundancies. We are also asked to configure GIS for enterprise applications such as Accela and ActiveNet. ₃Project research and communications, project charter creation, SOW creation, contractor research and selection process, activity & resource planning/work breakdown structure, team building and motivation, time management, deliverable management, ensuring customer satisfaction, risk management, communication management, project closeout process, documentation
Multimedia Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Percentage of total video productions
performed vs scheduled productions (city
meetings excluded)₁
145%
32/22
522%
47/9
362%
29/8
Percentage of total engineering projects vs
scheduled projects₂
233%
7/3
250%
15/6
300%
6/2
Total video views on YouTube and Granicus
platforms combined*₃ 215,607 246,313 83,417
* Percentage skewed due to pandemic - more overall views due to daily press conference postings ₁The Multimedia Division is responsible for producing videos for both city staff as well as the general Cupertino public. Typically, dozens of video productions are completed every year. Video productions range in scope from relatively simple 30-second public service announcements to major projects like CREST that require more than two months of on-going field production, post-production editing, and a live awards program telecast. This specific Workload Indicator clearly indicates that a large percentage of annual video projects are unscheduled or unanticipated. The main reason is that video productions are oNentimes evaluated and prioritized on the basis of their immediate organizational value, impact and/or newsworthiness.

Oftentimes, these unanticipated projects are identified and assigned with only a few days or weeks of advanced FY 2022-23 Proposed Budget Innovation and Technology 267 1957
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notice. As such, 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. The measurements here are tracked in the "milestones" document located in our City Channel documentation folder. The milestones document is a comprehensive dataset of all the video division projects--both large and small--and is maintained by the entire video staff. City meeting telecasts are not included in this particular dataset.
₂Multimedia staff is responsible for designing, managing, and maintaining the many audiovisual and broadcast systems located within the organization. These include 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. The Workload Indicator here measures the number of projects completed vs. the number of scheduled projects. These measurements are tracked in the "engineering milestones" document located in our City Channel documentation folder. This document is maintained by Pete Coglianese, who is the broadcast engineer for the division.
₃Multimedia staff historically tracks viewership data within our primary online video platforms--YouTube and Granicus. We continue to see an upward trend in viewership of our videos which are used to promote city meetings, city programs, and city services. Our target is to increase viewership by 5% annually. Both YouTube and Granicus provide advanced reporting modules that allow us to accurately track the number of views over a given date range. The numbers here indicate total views rather than total unique views. Other online platforms were considered as part of this dataset; however, because we do not consistently post videos to our other social media sites such as Facebook, TwiWer, Instagram, and Nextdoor, those statistics were not included as part of this specific performance measure. Similarly, we do have accurate viewership data for the City Channel, our government access television channel, so that platform was excluded as well.

Proposed Budget
It is recommended that City Council approve a budget of $7,917,479 for the Innovation and Technology department. This represents an increase of $1,651,209 (26.4%) from the FY 2021-22 Adopted Budget.

Increase in Compensation and Benefits are due to a transfer of 1.5 positions from the City Manager's Office.

Increases in Materials, Contract Services and Special Projects are due to multi-year and new infrastructure and application enhancements.

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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures

35.6%

34.4%

19.5%

7.3%
Applications
Infrastructure
GIS
Video
I&T Administration
$7.43M
$5.16M
$6.27M
$7.92M
2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FY 2022-23 Proposed Budget Innovation and Technology 269 1959
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ - $ 15,000 $ - $ -
Charges for Services $ 2,739,704 $ 3,996,438 $ 4,572,658 $ 3,916,540 Miscellaneous Revenue $ - $ 67,130 $ - $ -
Total Revenues $ 2,739,704 $ 4,078,568 $ 4,572,658 $ 3,916,540 Expenditures
Employee Compensation $ 2,193,929 $ 2,028,109 $ 2,072,164 $ 2,434,120 Employee Benefits $ 1,039,353 $ 729,278 $ 857,214 $ 991,799 Materials $ 1,611,936 $ 1,385,735 $ 1,716,016 $ 2,416,519 Contract Services $ 839,759 $ 516,877 $ 523,600 $ 835,469 Cost Allocation $ 1,437,210 $ 299,745 $ 303,672 $ 299,745 Special Projects $ 310,676 $ 198,377 $ 721,660 $ 858,528 Contingencies $ - $ - $ 71,944 $ 81,299
Total Expenditures $ 7,432,863 $ 5,158,121 $ 6,266,270 $ 7,917,479 Fund Balance $ (1,072,796) $ (394,967) $ (745,302) $ 412,601 General Fund Costs $ 3,620,365 $ 684,587 $ 948,310 $ 4,423,540 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0.95 0.95 0.95 0.95
APPLICATIONS MANAGER 1.00 1.00 1.00 1.00
ASSET MANAGEMENT TECHNCIAN 1.00 1.00 1.00 0
BUSINESS SYSTEMS ANALYST 3.00 3.00 3.00 3.00
CHIEF TECHNOLOGY OFFICER 1.00 0.98 0.98 0.98
GIS ANALYST 1.00 1.00 1.00 1.00
GIS MANAGER 1.00 1.00 1.00 1.00
INFRASTRUCTURE MANAGER 1.00 1.00 1.00 1.00
I.T. ASSISTANT 2.00 2.00 2.00 2.00
MANAGEMENT ANALYST 0 0 0 1.00

MULTIMEDIA COMMUNICATIONS
SPEC

3.00 0 0 1.50
Total 14.95 11.93 11.93 13.43
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Innovation & Technology Administration
Budget Unit 610-30-300
Information Technology - I&T Administration - Innovation & Technology Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 259,434
Fund Balance $ (259,434)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.5 FTE
Program Overview
The Innovation & Technology Department Administration Division is responsible for the strategic planning, governance, policy seWing, and leadership in the use of digital services for the City. The services include a state of the art network which provides transport for best of class business applications, e.g., financial, land management, recreation, asset management, HR, e-commerce and work order management. Additionally, Administration ensures oversight of budget, tactical plans, succession planning, partnership development (internal/external) and staffing. Procurement and budget monitoring are also responsibilities of Administration.

Service Objectives
Develop a roadmap to effectively leverage existing technology and adopt emerging technology to meet business needs.

Create and sustain a workplace atmosphere that promotes a balance between employee innovation, accountability and business needs.

Ensure two-way communication between and among the City organization and stakeholders.

Improve user experience including ease of use, availability, and accessibility within the context of compliance with industry standards.

Ensure transparent and easy access to City information and services via multiple technologies, e.g. social media, TV, web, and radio.

Proposed Budget
It is recommended that City Council approve a budget of $259,434 for the Innovation & Technology Administration program. This represents a decrease of $10,190 (-3.8%) from the FY 2021-22 Adopted Budget.

The decrease is due to a special one-time project in FY 2021-22.

Special Projects
The following table shows the special projects for the fiscal year.

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Project Appropriation Revenue Funding Source Description Aclima and
Envirosuite Pilot
Extension
$66,000 $66,000 Internal Service
Fund
FY 2021-22 City
Work Program:

Monitor and report
on Lehigh and
Stevens Creek
Quarries. Includes
noise and pollution
monitoring for these
locations.

Total $66,000 $66,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 235,631 $ - $ - $ -
Total Revenues $ 235,631 $ - $ - $ -
Expenditures
Employee Compensation $ 93,426 $ 120,302 $ 115,790 $ 115,790 Employee Benefits $ 42,452 $ 33,205 $ 49,027 $ 50,019
Materials $ 11,456 $ 5,178 $ 9,878 $ 11,451
Contract Services $ 1,440 $ 21,613 $ 15,300 $ 15,500
Cost Allocation $ 89,236 $ - $ - $ -
Special Projects $ - $ 140,684 $ 77,500 $ 66,000
Contingencies $ - $ - $ 2,129 $ 674
Total Expenditures $ 238,010 $ 320,982 $ 269,624 $ 259,434 Fund Balance $ (2,379) $ (320,982) $ (269,624) $ (259,434) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0.30 0.15 0.15 0.15
CHIEF TECHNOLOGY OFFICER 0.25 0.38 0.38 0.38
Total 0.55 0.53 0.53 0.53
There are no changes to the current level of staffing.

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Video
Budget Unit 100-31-305
General Fund - Video - Video
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 574,604
Fund Balance $ -
General Fund Costs $ 584,604
% Funded by General Fund 101.7%
Total Staffing 1.5 FTE
Program Overview
The multimedia budget is being split between the Innovation and Technology Department and the City Manager's Office.

The primary goal of the Multimedia Division is to increase public awareness, interest, understanding, and participation in the issues, programs, and services presented by the City of Cupertino. The staff promotes City services and programs through its 24/7 government access channel, radio station, digital signage network, City website, and numerous online video platforms. In addition, the video staff provides multimedia production services and technical support for all City departments. Multimedia staff also oversees the design, maintenance, and engineering of the City’s broadcast and audiovisual systems.

Service Objectives
Multimedia staff works together to manage and maintain the following city services:

City Channel, the government access television channel which provides 24/7 information to Cupertino residents, includes full coverage of city meetings, community events, town hall forums, press conferences, election coverage, and local speaker series, as well as educational programming and state government affairs programming
Webcasting and video on demand services for live streaming city meetings, events and other programs of interest
Radio Cupertino for emergency and community information for public service announcements, traffic alerts, and weather forecasts
Digital signage to promote city programs and events via electronic displays in city facilities Multimedia production services and maintenance of city video equipment Proposed Budget
It is recommended that City Council approve a budget of $574,604 for the Video program.

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1.5 positions and a portion of materials and contracts were transferred from the Multimedia program in Administration to the Video program in Innovation Technology.

In FY 2021-22 the entirety of the budget was in the City Manager's Office and totaled $916,374 (page 252 of the FY 2021-22 Adopted Budget). The current total budget when combining both this budget and the budget in City Manager totals $1,013,396, an increase of $97,022. The increase is due to increases in salary for increased part-time costs and the addition of overtime costs that were missed in last year's adopted budget. In addition, special project costs have increased significantly as well. One-time projects will vary from year to year.

Special Projects
The following table shows the special projects for the fiscal year.

Special project Appropriation Revenue Funding Source Description Enhanced
Videoconferencing
System for
Cupertino Room
$35,000 $35,000 General Fund Videoconferencing
enhancements
Cupertino Room
Lectern Upgrade $7,500 $7,500 General Fund Audiovisual gradelectern replacement Social Room Audio
Upgrade $16,500 $16,500 General Fund Upgrade to theaudio system Sports Center Audio
System Upgrade $9,000 $9,000 General Fund Upgrade to theaudio system Total $68,000 $68,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 8,003 $ 7,204 $ - $ -
Total Revenues $ 8,003 $ 7,204 $ - $ -
Expenditures
Employee Compensation $ 505,578 $ - $ - $ 246,871
Employee Benefits $ 210,977 $ - $ - $ 99,404
Materials $ 43,830 $ 76 $ - $ 61,417
Contract Services $ 77,271 $ - $ - $ 95,002
Cost Allocation $ 280,610 $ - $ - $ -
Special Projects $ 340,362 $ - $ - $ 68,000
Contingencies $ - $ - $ - $ 3,910
Total Expenditures $ 1,458,628 $ 76 $ - $ 574,604
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,450,626 $ (7,128) $ - $ 584,604
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0.10 0 0 0
CHIEF TECHNOLOGY OFFICER 0.15 0 0 0

MULTIMEDIA COMMUNICATIONS
SPEC

3.00 0 0 1.50
Total 3.25 0 0 1.50
There are no changes to the current level of staffing.

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Public Access Support
Budget Unit 100-31-307
General Fund - Video - Public Access Support
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
In FY 2020-21, this program was transferred to the City Manager’s Office. A complete discussion of this program can be found under Budget Unit 100-12-307. This program will remain in order to maintain historical data however, once all prior year data as listed in the table below is $0, this program will be removed.

Proposed Budget
There is no budget requested for this program.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Contract Services $ 73,850 $ - $ - $ -
Cost Allocation $ 1,828 $ - $ - $ -
Total Expenditures $ 75,678 $ - $ - $ -
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 75,678 $ - $ - $ -
Staffing
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Staffing
There is no staffing associated with this program.

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Applications
Budget Unit 100-32-308
General Fund - Applications - Applications
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,431,322
Total Expenditures $ 2,815,258
Fund Balance $ -
General Fund Costs $ 1,383,936
% Funded by General Fund 49.2%
Total Staffing 3.5 FTE
Program Overview
The Applications Division manages business requirements gathering, design, development, procurement, project management, implementation and ongoing maintenance and support of all enterprise-wide business systems and programs. These systems include Financial Enterprise Resource Planning (ERP), Land-use Management System, Recreation Management System and their related customer facing portals. Additionally Applications division is responsible for electronic content management (records retention) system and city’s procurement management system.

The Applications Division manages the City's website, Intranet, and mobile apps development. The division staff supports e-service programs and services like permiWing, licensing and enforcement. Applications division is responsible for creating custom SaaS soNware platforms like bid management solution and residential parking permits solution. They are also responsible for application integrations so critical business data can flow between enterprise platforms. Applications division staff also generate critical business analytics and reports to aid city staff in geWing insight through data visualization and helps department supervisors and managers in decision making and measurements of key performance index and goals.

Service Objectives
Deliver business solutions that meet customer requirements and integrate within the City's application framework.

Assist departments in developing streamlined and effective business processes that are easy to understand and translate into existing and new enterprise applications.

Work closely with City staff and members of the community to ensure that the City's enterprise application platforms are relevant and provide value to all the stakeholders.

Collaborate with various City departments to determine that the City's enterprise soNware solutions meet the functional requirements and long-term application implementation strategy of the organization.

Create and maintain effective online and mobile user access to municipal information and services.

Enable and facilitate the use of communication and technical resources by nontechnical staff and customers.

FY 2022-23 Proposed Budget Innovation and Technology 280 1970
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Generate business data dashboards to city staff and external stakeholders.

Proposed Budget
It is recommended that City Council approve a budget of $2,815,258 for the Applications program. This represents an increase of $445,971 (18.8%) from the FY 2021-22 Adopted Budget.

Increases in Compensation and Benefits are mainly due to increased part-time staff. Increases in Materials, Contract Services, and Special Projects are due to new applications and enhancements to current applications.

Special Projects
The following table shows the special projects for the fiscal year.

Special Project Appropriation Revenue Funding
Source Description
ERP Phase I $106,928 $160,928 General
Fund Needs Analysis
Accela Citizen
Access Guide and
Wrapper
$25,000 $25,000 General
Fund Update to User Interface
Code Enforcement
Consolidated
Application
$40,000 $40,000 General
Fund
Consolidation of Code
Enforcement system
operations
Climate Action Plan
Implementation
Software
$20,000 $20,000 General
Fund
Climate Action plan
platform
Accela Roadmap $25,000 $25,000 General
Fund
Develop Systematic
Roadmap
ActiveNet Roadmap $25,000 $25,000 General
Fund
Develop Systematic
Roadmap
ZenDesk for Parks &
Recreation $40,000 $40,000 GeneralFund
Implement Customer
Service Solution
Semi Annual ADA
Consultant $35,000 $35,000 GeneralFund
City website ADA
Compliance
Crisis Management
Software $15,000 $15,000 GeneralFund
Customization of County
dashboard
Total $331,928 $331,928
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ - $ 15,000 $ - $ -
Charges for Services $ - $ 1,307,803 $ 1,613,055 $ 1,431,322 Miscellaneous Revenue $ - $ 67,130 $ - $ -
Total Revenues $ - $ 1,389,933 $ 1,613,055 $ 1,431,322
Expenditures
Employee Compensation $ 471,362 $ 635,662 $ 671,629 $ 722,798 Employee Benefits $ 153,882 $ 206,339 $ 242,843 $ 254,426 Materials $ 981,919 $ 749,988 $ 928,372 $ 1,254,233
Contract Services $ 236,801 $ 186,966 $ 195,400 $ 215,139 Cost Allocation $ 178,096 $ - $ - $ -
Special Projects $ - $ 57,693 $ 295,560 $ 331,928
Contingencies $ - $ - $ 35,483 $ 36,734
Total Expenditures $ 2,022,060 $ 1,836,648 $ 2,369,287 $ 2,815,258 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 2,022,061 $ 446,715 $ 756,232 $ 1,383,936 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0.15 0.30 0.30 0.30
APPLICATIONS MANAGER 1.00 1.00 1.00 1.00
BUSINESS SYSTEMS ANALYST 2.00 2.00 2.00 2.00
CHIEF TECHNOLOGY OFFICER 0.30 0.20 0.20 0.20
Total 3.45 3.50 3.50 3.50
There are no changes to the current level of staffing.

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Infrastructure
Budget Unit 610-34-310
Information Technology - Infrastructure - Infrastructure Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,556,269
Total Expenditures $ 2,721,957
Fund Balance $ 1,289,312
General Fund Costs $ 2,455,000
% Funded by General Fund 90.2%
Total Staffing 4.5 FTE
Program Overview
The IT Infrastructure Division is responsible for technology-related expenses for the citywide management of information technology services. The Infrastructure Manager and staff are responsible for computer helpdesk, network availability, and performance, security and compliance, incident response, disaster recovery and business continuity, project management of implementations and upgrades, purchasing and inventory control, technical training, and maintenance of systems. Infrastructure is also tasked with ensuring that the City continues to follow best practices in technology adoption and security practices.

Service Objectives
Provide and continuously improve helpdesk support as this function is oNen the face of IT that staff interacts with on a daily basis.

Maintain standards and procedures for the replacement, support, and maintenance of all City-owned computing devices, printers, networks, peripherals and systems defined by City policy.

Continue innovation and outreach to ensure the City follows best IT practices relating to equipment, policy, and security practices.

Proposed Budget
It is recommended that City Council approve a budget of $2,721,957 for the Infrastructure program. This represents an increase of $519,504 (23.6%) from the FY 2021-22 Adopted Budget.

Increases in Materials, Contract Services, and Special Projects are due to multi-year and new infrastructure and security enhancements.

Special Projects
The following table shows the special projects for the fiscal year.

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Special Project Appropriation Revenue Funding Source Description City Facilities Camera Capture
Expansion $60,000 $60,000 Internal ServiceFund Camera Capture System City Hall Enterprise Server and
Storage Tech Refresh $150,000 $150,000 Internal ServiceFund Server Environment
replacement
Supplemental Wi-Fi Expansion
in Public Areas $20,500 $20,500 Internal ServiceFund
Internet service to three
parks
Office 365 E5 Licenses $7,000 $7,000 Internal Service
Fund
Adding 40 developer
Licenses
Proactive Managed Risk and
Security Monitoring $23,000 $23,000 Internal ServiceFund Proactive cyber threat
monitoring
Public Bicycle Smart Rack
Docks Technology
Enhancement/Review
$2,000 $2,000 Internal Service
Fund
Public Bicycle Smart Rack
Docks improvements
Sign Shop Printer Warranty $3,000 $3,000 Internal Service Fund
Sign Shop Printer
maintenance
CAD&RMS WAN Link $7,200 $7,200 Internal Service
Fund
secured link for computer
aided dispatch
Digital Signage $25,000 $25,000 Internal Service
Fund
Pilot digital signage solution
for 1 park
Total $297,700 $297,700
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 1,629,376 $ 1,767,098 $ 1,882,195 $ 1,556,269 Total Revenues $ 1,629,376 $ 1,767,098 $ 1,882,195 $ 1,556,269 Expenditures
Employee Compensation $ 605,073 $ 660,555 $ 657,676 $ 683,644 Employee Benefits $ 353,426 $ 270,305 $ 307,679 $ 314,130 Materials $ 445,355 $ 470,005 $ 559,969 $ 793,929
Contract Services $ 303,138 $ 212,752 $ 192,900 $ 305,328 Cost Allocation $ 701,888 $ 299,745 $ 303,672 $ 299,745 Special Projects $ (29,686) $ - $ 159,400 $ 297,700
Contingencies $ - $ - $ 21,157 $ 27,481
Total Expenditures $ 2,379,194 $ 1,913,362 $ 2,202,453 $ 2,721,957 Fund Balance $ (677,818) $ 98,735 $ (128,180) $ 1,289,312 General Fund Costs $ 72,000 $ 245,000 $ 192,078 $ 2,455,000 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0.30 0.30 0.30 0.30
BUSINESS SYSTEMS ANALYST 1.00 1.00 1.00 1.00
CHIEF TECHNOLOGY OFFICER 0.20 0.20 0.20 0.20
INFRASTRUCTURE MANAGER 1.00 1.00 1.00 1.00
I.T. ASSISTANT 2.00 2.00 2.00 2.00
Total 4.50 4.50 4.50 4.50
There are no changes to the current level of staffing.

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GIS
Budget Unit 610-35-986
Information Technology - GIS - GIS
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 928,949
Total Expenditures $ 1,546,226
Fund Balance $ (617,277)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 3.4 FTE
Program Overview
The Geographic Information Systems (GIS) program captures, manages, analyzes, and displays all forms of geographically referenced information for the City of Cupertino. Through maps, reports, dashboards, and charts we provide ways to view, understand, question, interpret, and visualize, our City in ways that reveal relationships, paWerns, and trends. The GIS Program works to help our staff, citizens, business, and development communities answer questions and solve problems by looking at our data in a way that is quickly understood and easily shared – on a map!
Service Objectives
Cupertino GIS works to provide and support state-of-the-art GIS mapping services and applications in the rapidly evolving and expanding field of geospatial technology.

Create, collect, maintain, and distribute high quality, up-to-date, and complete geospatial data.

Ensure that the City’s GIS systems and data are available for day-to-day City and regional purposes.

Share the City’s GIS data and services as widely as possible.

Raise the awareness of GIS.

Integrate spatial technology into Cupertino’s business processes and applications.

Support emergency planning, response, and recovery.

Proposed Budget
It is recommended that City Council approve a budget of $1,546,226 for the GIS program. This represents an increase of $121,320 (8.5%) from the FY 2021-22 Adopted Budget.

Increases in Materials and Contract Services are due to new applications and enhancements to current applications, this is offset by a decrease in special projects.

Special Projects
The following table shows the special projects for the fiscal year.

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Special Project Appropriation Revenue Funding Source Description Drone Instructor $1,600 $1,600 Internal Service
Fund
Required training for Drone
pilots
Additional Telematics
Devices $5,300 $5,300 Internal ServiceFund Additional Licenses LaserFiche Scanning $30,000 $30,000 Internal Service
Fund City Document scanning
Additional Amazon ec2
instance (t3aXlarge) $5,000 $5,000 Internal ServiceFund Cloud subscription fee Business Process
Automation $42,000 $42,000 Internal ServiceFund
Paper form conversion to
digital
Google Query $5,000 $5,000 Internal Service
Fund
Pilot to retrieve traffic speed
and incident data
Geotab Keyless Solution $6,000 $6,000 Internal Service
Fund Keyless storage for fleet keys
Total $94,900 $94,900
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 866,694 $ 914,333 $ 1,077,408 $ 928,949 Total Revenues $ 866,694 $ 914,333 $ 1,077,408 $ 928,949 Expenditures
Employee Compensation $ 518,490 $ 611,590 $ 627,069 $ 665,017 Employee Benefits $ 278,616 $ 219,429 $ 257,665 $ 273,820 Materials $ 129,376 $ 160,488 $ 217,797 $ 295,489
Contract Services $ 147,259 $ 95,546 $ 120,000 $ 204,500 Cost Allocation $ 185,552 $ - $ - $ -
Special Projects $ - $ - $ 189,200 $ 94,900
Contingencies $ - $ - $ 13,175 $ 12,500
Total Expenditures $ 1,259,293 $ 1,087,053 $ 1,424,906 $ 1,546,226 Fund Balance $ (392,599) $ (172,720) $ (347,498) $ (617,277) General Fund Costs $ - $ - $ - $ -
FY 2022-23 Proposed Budget Innovation and Technology 287 1977
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0.10 0.20 0.20 0.20

ASSET MANAGEMENT

TECHNCIAN

1.00 1.00 1.00 0
CHIEF TECHNOLOGY OFFICER 0.10 0.20 0.20 0.20
GIS ANALYST 1.00 1.00 1.00 1.00
GIS MANAGER 1.00 1.00 1.00 1.00
MANAGEMENT ANALYST 0 0 0 1.00
Total 3.20 3.40 3.40 3.40
Changes reflect position reclassification of Asset Management Technician to Management Analyst.

FY 2022-23 Proposed Budget Innovation and Technology 288 1978
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Administrative Services
FY 2022-23 Proposed Budget Administrative Services 289
1979
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FY 2022-23 Proposed Budget Administrative Services 290
1980
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Department Overview
Budget Units
Budget Unit Program 2023 Proposed Budget
Administrative Services $ 901,880
100-40-400 Administrative Services Administration $ 901,880 Finance $ 2,879,237
100-41-405 Accounting $ 1,745,952
100-41-406 Business Licenses $ 473,445
100-41-425 Purchasing $ 369,240
100-41-426 Budget $ 290,600
Human Resources $ 6,190,347
100-44-412 Human Resources $ 1,505,541
642-44-414 Retiree Benefits $ 1,388,276
100-44-417 Insurance Administration $ 2,034,411
620-44-418 Workers Compensation Insurance $ 516,946
641-44-419 Short Term and Long Term Disability $ 98,523 641-44-420 Compensated Absences $ 646,650
Total $ 9,971,464
FY 2022-23 Proposed Budget Administrative Services 291
1981
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Budget at a Glance
2023 Proposed Budget
Total Revenues $ 4,403,661
Total Expenditures $ 9,971,464
Fund Balance $ (1,332,250)
General Fund Costs $ 4,235,553
% Funded by General Fund 42.5%
Total Staffing 18.9 FTE
Organization
Kristina Alfaro, Director of Administrative Services
FY 2022-23 Proposed Budget Administrative Services 292
1982
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1982 of 2420
Performance Measures
Finance Division
Goal: Financial Stability - Provide a sustainable level of core services that are funded from ongoing and stable revenue sources.

Benefit: Citizens can enjoy high quality of services that meet community priorities.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
General Fund fund balance as a % of
budgeted appropriations 69% 103% 78% 35%
Credit Rating AA+ AA+ AA+ AA+
Actual revenue vs. budget (% below
budget) -7% -19% -35% 10%
Actual expenditures (% below budget) 17% 15% 23% 5%
Funding allocated to high priority
services (Public Works, Community
Development, Law Enforcement)
43% 53% 53% 63%
Human Resources Division
Goal: To create a thriving organization with meaningful careers in public service.

Benefit: The agency supports a professional and engaged workforce offering diverse and quality community services.

FY 2022-23 Proposed Budget Administrative Services 293
1983
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Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
# of Worker’s Compensation Cases 15 10 13 0
Total recordable Injury Rate YTD 5.7% 5.0% 6.4% 0%
% absenteeism (% of total annual
work hours) 3% 2% 2% 2%
% turnover rate* 3% 5% 3% 1%
% Employee satisfaction N/A N/A N/A 100%
% Employee participation in wellness
activities 47% 43% 47% 75%
Average # of applications received per
recruitment 41 70 48 50
Recruitment timeline - # days from
hiring request to offer letter 85 78 70 60
# of employees using the Telework
program
N/A N/A N/A 17
% Utilization of full-service employee
portal 100% N/A** N/A** 100%
*Data for resignations only
**Data not applicable
FY 2022-23 Proposed Budget Administrative Services 294
1984
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1984 of 2420
Workload Indicators
Finance Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
# of vendor checks processed 5,668 4,457 2,471
# of payroll checks processed 9,953 7,816 4,014
# of business license applications 901 1,061 410
# of business license renewals 2,842 2,467 677
# of journal entries posted 4,637 3,915 2,108
# of purchase orders approved 495 534 326
# of receipts processed 14,204 10,367 6,016
Human Resources Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
# of regular recruitments 20 24 15
# of regular new hires 20 22 23
# of temporary new hires N/A 18 12
# of personnel payroll changes 1,104 834 441
# of full-time employee exits processed 14 30 9
# of mandated training classes offered* N/A 18 8
# of employees participating in the wellness
program
91 90 93
* some trainings mandated every other year, however not on the same annual schedule Proposed Budget
It is recommended that City Council approve a budget of $9,971,464 for the Administrative Services department. This represents an increase of $2,200,349 (28.3%) from the FY 2021-22 Adopted Budget.

The increase in compensation and benefits is due to the requests for a Purchasing Manager and a Budget Manager. The increase in contract services is primarily due to increases in general liability and property insurance premiums, which are increasing by over $760,000 compared to last year's budget. One-time special projects are requested for a fee study and federal grants program.

FY 2022-23 Proposed Budget Administrative Services 295
1985
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures

62.1%

28.9%

9.0%
Human Resources
Finance
Administrative Services
$6.55M
$7.36M
$7.77M
$9.97M
2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FY 2022-23 Proposed Budget Administrative Services 296
1986
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1986 of 2420
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 3,898,699 $ 4,156,784 $ 4,837,735 $ 4,403,661 Miscellaneous Revenue $ 35,060 $ 8,775 $ - $ -
Total Revenues $ 3,933,759 $ 4,165,559 $ 4,837,735 $ 4,403,661 Expenditures
Employee Compensation $ 2,028,226 $ 2,229,343 $ 2,259,659 $ 2,688,101 Employee Benefits $ 2,096,913 $ 2,191,476 $ 2,321,303 $ 2,660,698 Materials $ 184,873 $ 83,977 $ 166,641 $ 191,213
Contract Services $ 1,972,395 $ 2,513,838 $ 2,612,344 $ 3,719,161 Cost Allocation $ 266,331 $ 341,705 $ 341,693 $ 349,530 Special Projects $ - $ - $ - $ 265,000
Contingencies $ - $ - $ 69,475 $ 97,761
Total Expenditures $ 6,548,738 $ 7,360,339 $ 7,771,115 $ 9,971,464 Fund Balance $ 1,807,757 $ (1,678,654) $ (941,848) $ (1,332,250) General Fund Costs $ 4,422,735 $ 1,516,125 $ 1,991,532 $ 4,235,553 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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1987
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ACCOUNTANT II 2.00 1.00 2.00 2.00
ACCOUNT CLERK II 2.00 3.00 3.00 3.00
ACCOUNTING TECHNICIAN 1.00 1.00 1.00 1.00
ADMINISTRATIVE ASSISTANT 1.00 0.95 0.95 0.95
BUDGET MANAGER 0 0 0 1.00
DIRECTOR OF ADMIN SERVICES 1.00 1.00 1.00 1.00
FINANCE MANAGER 1.00 0.95 0.95 0.95
HUMAN RESOURCES ANALYST II 1.00 2.00 2.00 2.00
HUMAN RESOURCES MANAGER 1.00 1.00 1.00 1.00
HUMAN RESOURCES TECH 1.00 2.00 2.00 2.00
PURCHASING MANAGER 0 0 0 1.00
SENIOR ACCOUNTANT 1.00 1.00 1.00 1.00

SENIOR MANAGEMENT

ANALYST

2.00 2.00 2.00 2.00
Total 14.00 15.90 16.90 18.90
FY 2022-23 Proposed Budget Administrative Services 298
1988
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1988 of 2420
Administrative Services Administration
Budget Unit 100-40-400
General Fund - Administrative Services - Administrative Services Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ 156,003
Total Expenditures $ 901,880
Fund Balance $ -
General Fund Costs $ 745,877
% Funded by General Fund 82.7%
Total Staffing 3.8 FTE
Program Overview
The Administrative Services Administration program oversees and coordinates Human Resources/Risk Management, Finance, Purchasing, Budget, and Treasury. Staff support is provided to the Fiscal Strategic and Audit Committees, as well as the Santa Clara County Leadership Academy.

Service Objectives
Manage the City's investment portfolio to obtain safety of funds, liquidity, and a reasonable rate of return.

Perform special projects for the City Manager.

Manage the City's Contract for Law Enforcement Services with the Santa Clara County Sheriff's Office.

Provide staff support to the Santa Clara County Leadership Academy Proposed Budget
It is recommended that City Council approve a budget of $901,880 for the Administrative Services Administration program. This represents a decrease of $24,423 (-2.6%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year. The decrease in Materials and Contract Services is due to the transfer of printing costs for the budget document to the Budget program.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 299
1989
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 69,263 $ 185,799 $ 183,169 $ 156,003 Miscellaneous Revenue $ - $ (2,800) $ - $ -
Total Revenues $ 69,263 $ 182,999 $ 183,169 $ 156,003
Expenditures
Employee Compensation $ 541,196 $ 593,523 $ 594,796 $ 588,164 Employee Benefits $ 239,759 $ 249,510 $ 280,580 $ 282,451 Materials $ 76,682 $ 17,077 $ 46,067 $ 29,841
Contract Services $ - $ 8,323 $ 3,618 $ 661
Cost Allocation $ 35,067 $ - $ - $ -
Contingencies $ - $ - $ 1,242 $ 763
Total Expenditures $ 892,704 $ 868,433 $ 926,303 $ 901,880 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 823,441 $ 685,434 $ 743,134 $ 745,877 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 1.00 0.95 0.95 0.95
DIRECTOR OF ADMIN SERVICES 0.80 0.80 0.80 0.80

SENIOR MANAGEMENT

ANALYST

1.00 2.00 2.00 2.00
Total 2.80 3.75 3.75 3.75
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Administrative Services 300
1990
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1990 of 2420
Accounting
Budget Unit 100-41-405
General Fund - Finance - Accounting
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 2,105,135
Total Expenditures $ 1,745,952
Fund Balance $ -
General Fund Costs $ (359,183)
% Funded by General Fund -20.6%
Total Staffing 6.9 FTE
Program Overview
The Finance Division oversees all financial accounting and treasury functions for the City. Accurate and timely maintenance of all City 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 the City's financial condition are prepared in the Accounting program of Finance. In addition, Finance monitors the City'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 maWers of the City for internal and external customers.

Service Objectives
Process all financial transactions of the City of Cupertino, including general ledger accounting, cash management and investment of City funds, payroll, accounts payable, revenue collections, banking, and miscellaneous billing.

Record all City financial transactions prudently and within all regulatory requirements.

Produce timely and accurate financial reports.

Maintain a high level of professionalism when fulfilling the City’s financial policies, processing its financial transactions, and representing the City to its residents.

Respond promptly to inquiries from the public and other City departments.

Proposed Budget
It is recommended that City Council approve a budget of $1,745,952 for the Accounting program. This represents an increase of $142,952 (8.9%) from the FY 2021-22 Adopted Budget.

The increase in Compensation is due to part-time staff that was not budgeted in FY 2021-22. The increase in Special Projects is due to a fee study of the City's costs of service and fees for service. The fee study will assess the City’s fees to ensure appropriate cost recovery and assess the costs of service to facilitate the allocation of overhead costs through the Cost Allocation Plan. The last fee study was performed in FY 2015-16.

FY 2022-23 Proposed Budget Administrative Services 301
1991
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1991 of 2420
Special Projects
The following table shows the special projects for the fiscal year.

Project Appropriation Revenue Funding Source Description Fee Study $75,000 $75,000 General Fund Fee study of City services and costs.

Total $75,000 $75,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 1,673,028 $ 2,114,792 $ 2,175,347 $ 2,105,135 Miscellaneous Revenue $ 35,060 $ 11,553 $ - $ -
Total Revenues $ 1,708,088 $ 2,126,345 $ 2,175,347 $ 2,105,135 Expenditures
Employee Compensation $ 730,307 $ 858,215 $ 831,742 $ 875,847 Employee Benefits $ 320,800 $ 370,373 $ 401,927 $ 428,205 Materials $ 16,564 $ 8,487 $ 23,131 $ 24,009
Contract Services $ 188,162 $ 248,303 $ 337,192 $ 333,942 Cost Allocation $ 58,882 $ - $ - $ -
Special Projects $ - $ - $ - $ 75,000
Contingencies $ - $ - $ 9,008 $ 8,949
Total Expenditures $ 1,314,715 $ 1,485,378 $ 1,603,000 $ 1,745,952 Fund Balance $ - $ - $ - $ -
General Fund Costs $ (393,373) $ (640,967) $ (572,347) $ (359,183) Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 302
1992
CC 05-17-2022
1992 of 2420
Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ACCOUNTANT II 1.90 1.00 1.90 1.90
ACCOUNT CLERK II 1.50 2.00 2.00 2.00
ACCOUNTING TECHNICIAN 1.00 1.00 1.00 1.00
FINANCE MANAGER 1.00 0.95 0.95 0.95
SENIOR ACCOUNTANT 1.00 1.00 1.00 1.00
Total 6.40 5.95 6.85 6.85
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Administrative Services 303
1993
CC 05-17-2022
1993 of 2420
Business Licenses
Budget Unit 100-41-406
General Fund - Finance - Business Licenses
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 473,445
Fund Balance $ -
General Fund Costs $ 473,445
% Funded by General Fund 100.0%
Total Staffing 1.1 FTE
Program Overview
The Business Licenses program monitors business licensing activity for compliance with the City Municipal Code and applicable state law.

Service Objectives
Issue business licenses to entities conducting business within the city limits of Cupertino.

Collect appropriate business license fees.

Monitor compliance with the Business License Tax Code and provide useful information related to business activity to City departments.

Identify non-compliant business activity.

Proposed Budget
It is recommended that City Council approve a budget of $473,445 for the Business Licenses program. This represents an increase of $69,068 (17.1%) from the FY 2021-22 Adopted Budget.

The increase is due to bank charges for business licenses transactions in Accela.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 304
1994
CC 05-17-2022
1994 of 2420
Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 86,146 $ 97,527 $ 101,611 $ 101,611 Employee Benefits $ 46,954 $ 52,727 $ 62,881 $ 64,279
Materials $ 179 $ 83 $ - $ -
Contract Services $ 9,003 $ 61,787 $ - $ 65,000
Cost Allocation $ 95,029 $ 252,034 $ 239,885 $ 240,930
Contingencies $ - $ - $ - $ 1,625
Total Expenditures $ 237,311 $ 464,158 $ 404,377 $ 473,445 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 237,311 $ 464,157 $ 404,377 $ 473,445 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ACCOUNTANT II 0.10 0 0.10 0.10
ACCOUNT CLERK II 0.50 1.00 1.00 1.00
Total 0.60 1.00 1.10 1.10
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Administrative Services 305
1995
CC 05-17-2022
1995 of 2420
Purchasing
Budget Unit 100-41-425
General Fund - Finance - Purchasing
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 369,240
Fund Balance $ -
General Fund Costs $ 369,240
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
The Purchasing program provides centralized oversight and management over the City's procurement of goods and services. Centralized procurement assures fair and open acquisition processes that seek to obtain maximum value for each dollar spent. Major activities include soliciting formal competitive bids and proposals, obtaining quotes, and participating in cooperative procurements with other governmental agencies. In addition, the Purchasing program assists City employees in complying with all legal and ethical requirements.

Service Objectives
Oversee and manage the procurement of goods and services by the City while ensuring compliance with applicable federal, state, and local laws, ordinances, rules, and regulations.

Develop and implement strategic procurement planning, procurement policies and procedures, quality control, procurement training, electronic procurement systems, and procurement card administration.

Provide professional support and contractual advice to all stakeholders involving contractual services, consultants, equipment, supplies, construction, capital improvements, and other applicable activities.

Keep informed of current developments in the field of purchasing, prices, market conditions, and new products.

Proposed Budget
It is recommended that City Council approve a budget of $369,240 for the Purchasing program.

Procurement is a new program in FY 2022-23. The City's internal auditor, Moss Adams, conducted a Procurement Operational Review and recommended the City take steps toward greater centralization of procurement activities and elevate procurement to a strategic function. The City is requesting a Purchasing Manager position to:

Manage the implementation plan for the Procurement Operational Review.

Oversee and manage procurement operations to ensure compliance with laws, ordinances, rules, and regulations.

FY 2022-23 Proposed Budget Administrative Services 306
1996
CC 05-17-2022
1996 of 2420
Design and implement procurement policies and procedures and procurement training for City staff.

Special Projects
The following table shows the special projects for the fiscal year.

Project Appropriation Revenue Funding Source Description Federal Grants
Consultant $100,000 $100,000 General Fund
Consultant to help
the City maximize
Federal grant
revenues
Total $100,000 $100,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ - $ - $ - $ 180,955
Employee Benefits $ - $ - $ - $ 84,996
Materials $ - $ - $ - $ 3,209
Special Projects $ - $ - $ - $ 100,000
Contingencies $ - $ - $ - $ 80
Total Expenditures $ - $ - $ - $ 369,240
Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ - $ - $ 369,240
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget PURCHASING MANAGER 0 0 0 1.00
Total 0 0 0 1.00
The increase in staffing is due to a request for a Purchasing Manager.

FY 2022-23 Proposed Budget Administrative Services 307
1997
CC 05-17-2022
1997 of 2420
Budget
Budget Unit 100-41-426
General Fund - Finance - Budget
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 290,600
Fund Balance $ -
General Fund Costs $ 290,600
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
The Budget program develops, delivers, and manages the annual operating budget. The Budget program also develops the twenty-year long-term financial forecast and updates revenue and expenditure projections.

Additionally, the Budget program provides financial planning and fiscal analysis on City issues and complex business decisions.

Service Objectives
Develops the annual operating budget.

Coordinates the preparation and publication of the operating budget document.

Communicates the budget through the City's interactive financial transparency portal.

Engages residents in the budgeting process.

Develops the Twenty-Year General Fund Financial Forecast.

Prepares and updates revenue and expenditure forecasts.

Analyze budget performance during the year and prepare Quarterly Financial Reports.

Provides departments with timely and accurate financial reports to assist them in their daily decisionmaking.

Assists departments with any necessary budget amendments during the year.

Advises the City in the areas of short and long-term financial planning and fiscal analysis.

Advises the City in developing and implementing sound financial policies.

Proposed Budget
It is recommended that City Council approve a budget of $290,600 for the Budget program.

Budget is a new program for FY 2022-23. The City is requesting a Budget Manager to provide more resources to manage the City's budget process. Currently, the Finance Manager manages all financial operations, including accounting, business licensing, and budget.

Revenues and Expenditures
FY 2022-23 Proposed Budget Administrative Services 308
1998
CC 05-17-2022
1998 of 2420
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ - $ - $ - $ 180,955
Employee Benefits $ - $ - $ - $ 84,996
Materials $ - $ - $ - $ 21,091
Contract Services $ - $ - $ - $ 2,957
Contingencies $ - $ - $ - $ 601
Total Expenditures $ - $ - $ - $ 290,600
Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ - $ - $ 290,600
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget BUDGET MANAGER 0 0 0 1.00
Total 0 0 0 1.00
The increase in staffing is due to a request for a Budget Manager.

FY 2022-23 Proposed Budget Administrative Services 309
1999
CC 05-17-2022
1999 of 2420
Human Resources
Budget Unit 100-44-412
General Fund - Human Resources - Human Resources
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,706,378
Total Expenditures $ 1,505,541
Fund Balance $ -
General Fund Costs $ (200,837)
% Funded by General Fund -13.3%
Total Staffing 4.9 FTE
Program Overview
The Human Resources Division is responsible for the administration of human resource, 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. Funding for retiree medical insurance is also covered in the Human Resources budget.

Service Objectives
Provide a working environment where respect for the individual is encouraged and safeguarded.

Provide timely personnel services to departments and divisions in a fair, objective, and equitable manner.

Enter into agreements with employee groups concerning terms and conditions of employment.

Provide an employee development program addressing immediate and long-term training needs.

Provide departments a listing of qualified persons for employment consideration within sixty days of an authorized vacant position.

Ensure equal employment opportunities.

Administer classification plan.

Administer employee benefits.

Provide personnel services consistent with the operational needs of the user department.

Proposed Budget
It is recommended that City Council approve a budget of $1,505,541 for the Human Resources program. This represents an increase of $26,426 (1.8%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year. Contract Services are decreasing because a salary study and chief negotiator for labor negotiations were budgeted in FY 2021-22. Special projects are increasing due to the hybrid recruitment strategy and online marketing and branding.

FY 2022-23 Proposed Budget Administrative Services 310
2000
CC 05-17-2022
2000 of 2420
Special Projects
The following table shows the special projects for the fiscal year.

Project Appropriation Revenue Funding Source Description Hybrid Recruitment
Strategy $40,000 $40,000 General Fund
Consultant fees for
search portion of
recruitments for
Executive and
Senior Management
level positions, and
other key positions
as necessary
Online Marketing
and Branding $50,000 $50,000 General Fund
Consultant fees to
develop a
comprehensive
Talent Attraction
campaign for the
City
Total $90,000 $90,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 311
2001
CC 05-17-2022
2001 of 2420
Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 959,351 $ 1,609,812 $ 2,122,380 $ 1,706,378 Miscellaneous Revenue $ - $ 22 $ - $ -
Total Revenues $ 959,351 $ 1,609,834 $ 2,122,380 $ 1,706,378 Expenditures
Employee Compensation $ 623,303 $ 635,667 $ 683,904 $ 711,571 Employee Benefits $ 321,161 $ 281,792 $ 327,828 $ 320,794 Materials $ 84,975 $ 58,330 $ 97,443 $ 113,063
Contract Services $ 463,988 $ 568,564 $ 358,540 $ 260,767 Cost Allocation $ 42,307 $ - $ - $ -
Special Projects $ - $ - $ - $ 90,000
Contingencies $ - $ - $ 11,400 $ 9,346
Total Expenditures $ 1,535,734 $ 1,544,353 $ 1,479,115 $ 1,505,541 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 576,383 $ (65,481) $ (643,265) $ (200,837) Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
DIRECTOR OF ADMIN SERVICES 0.20 0.20 0.20 0.20
HUMAN RESOURCES ANALYST II 0.80 1.70 1.70 1.70
HUMAN RESOURCES MANAGER 1.00 1.00 1.00 1.00
HUMAN RESOURCES TECH 0.95 1.95 1.95 1.95

SENIOR MANAGEMENT

ANALYST

0.90 0 0 0
Total 3.85 4.85 4.85 4.85
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Administrative Services 312
2002
CC 05-17-2022
2002 of 2420
Retiree Benefits
Budget Unit 642-44-414
Retiree Medical - Human Resources - Retiree Benefits
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,388,276
Fund Balance $ (1,388,276)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The Retiree Benefits program administers the City’s Other Post-Employment Benefits (OPEB).

Service Objectives
Provide investment oversight and appropriate funding for the City’s retiree medical liability. The City established a trust account with Public Agency Retirement Services (PARS) that will fund the future liability.

Annual contributions from the City are deposited into the trust and invested in a portfolio of equity, bond, and money market funds.

Proposed Budget
It is recommended that City Council approve a budget of $1,388,276 for the Retiree Benefits program. This represents an increase of $146,350 (11.8%) from the FY 2021-22 Adopted Budget.

The increase is due to an increase in the actuarially determined contribution's normal cost for the City's Other Post-Employment Benefits (OPEB) plan. Starting in FY 2022-23, the City plans to fund OPEB costs with the City’s Section 115 OPEB Trust as the City’s OPEB plan is over 100% funded. Funding OPEB costs with the OPEB Trust will eliminate the transfers from the General Fund to the Retiree Medical Fund.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 313
2003
CC 05-17-2022
2003 of 2420
Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Benefits $ 1,142,793 $ 1,220,074 $ 1,227,045 $ 1,373,494 Cost Allocation $ 6,262 $ 10,982 $ 14,881 $ 14,782
Total Expenditures $ 1,149,055 $ 1,231,056 $ 1,241,926 $ 1,388,276 Fund Balance $ 1,242,945 $ (1,185,056) $ (169,215) $ (1,388,276) General Fund Costs $ 2,392,000 $ 46,000 $ 1,072,711 $ - Staffing
There is no staffing associated with this program.

FY 2022-23 Proposed Budget Administrative Services 314
2004
CC 05-17-2022
2004 of 2420
Insurance Administration
Budget Unit 100-44-417
General Fund - Human Resources - Insurance Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 2,034,411
Fund Balance $ -
General Fund Costs $ 2,034,411
% Funded by General Fund 100.0%
Total Staffing 0.2 FTE
Program Overview
The Insurance Administration program manages Risk Management safety programs and self-insured Workers’ Compensation and General Liability programs.

Service Objectives
Satisfy statutory regulations regarding Workers’ Compensation and employee safety.

Promote work environment that emphasizes safe work practices.

Proposed Budget
It is recommended that City Council approve a budget of $2,034,411 for the Insurance Administration program. This represents an increase of $1,069,059 (110.7%) from the FY 2021-22 Adopted Budget.

The increase is primarily due to the annual premium increase for Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA). The premium is increasing by approximately $364,000, or 40%, compared to last year's actuals, and $761,000, or 147%, compared to last year's budget.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 315
2005
CC 05-17-2022
2005 of 2420
Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 959,351 $ - $ - $ -
Total Revenues $ 959,351 $ - $ - $ -
Expenditures
Employee Compensation $ 18,312 $ 16,053 $ 19,005 $ 19,953 Employee Benefits $ 8,734 $ 6,943 $ 8,730 $ 9,000
Materials $ 2 $ - $ - $ -
Contract Services $ 602,487 $ 764,636 $ 866,155 $ 1,903,469 Cost Allocation $ 7,789 $ 46,350 $ 49,808 $ 54,402
Contingencies $ - $ - $ 21,654 $ 47,587
Total Expenditures $ 637,324 $ 833,982 $ 965,352 $ 2,034,411 Fund Balance $ - $ - $ - $ -
General Fund Costs $ (322,027) $ 833,982 $ 965,352 $ 2,034,411 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
HUMAN RESOURCES ANALYST II 0.05 0.10 0.10 0.10
HUMAN RESOURCES TECH 0.05 0.05 0.05 0.05

SENIOR MANAGEMENT

ANALYST

0.05 0 0 0
Total 0.15 0.15 0.15 0.15
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Administrative Services 316
2006
CC 05-17-2022
2006 of 2420
Workers Compensation Insurance
Budget Unit 620-44-418
Workers' Compensation - Human Resources - Workers Compensation Insurance Budget at a Glance
2023 Proposed Budget
Total Revenues $ 436,145
Total Expenditures $ 516,946
Fund Balance $ (80,801)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.2 FTE
Program Overview
This program provides oversight of the Workers’ Compensation program, including claims, proactive Risk Management, return to work accommodations and excess workers compensation insurance.

Service Objectives
Manage employee personal injuries and illnesses and provide proactive risk management for disability avoidance.

Monitor costs associated with claims.

Analyze and implement proactive measures to curtail costs.

Implement a return to work policy.

Proposed Budget
It is recommended that City Council approve a budget of $516,946 for the Workers Compensation Insurance program. This represents an increase of $82,106 (18.9%) from the FY 2021-22 Adopted Budget.

The increase is due to an increase in the premium for Excess Workers' Compensation (PRISM). Worker's Compensation premiums have increased due to increases in the pool rates and the City's estimated FY 2022-23 payroll.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 317
2007
CC 05-17-2022
2007 of 2420
Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 237,706 $ 246,381 $ 356,839 $ 436,145 Total Revenues $ 237,706 $ 246,381 $ 356,839 $ 436,145
Expenditures
Employee Compensation $ 28,962 $ 28,358 $ 28,601 $ 29,045 Employee Benefits $ 16,712 $ 10,057 $ 12,312 $ 12,483
Materials $ 6,471 $ - $ - $ -
Contract Services $ 160,237 $ 35,105 $ 356,839 $ 436,145 Cost Allocation $ 16,672 $ 24,572 $ 28,167 $ 28,369
Contingencies $ - $ - $ 8,921 $ 10,904
Total Expenditures $ 229,054 $ 98,092 $ 434,840 $ 516,946 Fund Balance $ 8,653 $ 148,289 $ (78,001) $ (80,801)
General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
HUMAN RESOURCES ANALYST II 0.15 0.20 0.20 0.20

SENIOR MANAGEMENT

ANALYST

0.05 0 0 0
Total 0.20 0.20 0.20 0.20
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Administrative Services 318
2008
CC 05-17-2022
2008 of 2420
Short Term and Long Term Disability
Budget Unit 641-44-419
Compensated Absence/LTD - Human Resources - Short Term and Long Term Disability Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 98,523
Fund Balance $ (98,523)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program oversees claims and premiums associated with Short Term and Long Term Disability.

Service Objectives
Obtain and manage insurance policies
Negotiate rates
Coordination of claims
Proposed Budget
It is recommended that City Council approve a budget of $98,523 for the Short Term and Long Term Disability program. This represents an increase of $2,911 (3.0%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 319
2009
CC 05-17-2022
2009 of 2420
Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Contract Services $ 167,319 $ 121,910 $ 90,000 $ 93,420 Cost Allocation $ 1,634 $ 2,712 $ 3,362 $ 2,767
Contingencies $ - $ - $ 2,250 $ 2,336
Total Expenditures $ 168,953 $ 124,622 $ 95,612 $ 98,523 Fund Balance $ (168,953) $ (124,622) $ (95,612) $ (98,523) General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

FY 2022-23 Proposed Budget Administrative Services 320
2010
CC 05-17-2022
2010 of 2420
Compensated Absences
Budget Unit 641-44-420
Compensated Absence/LTD - Human Resources - Compensated Absences Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 646,650
Fund Balance $ 235,350
General Fund Costs $ 882,000
% Funded by General Fund 136.4%
Total Staffing FTE
Program Overview
This program provides for payment of liabilities associated with employees retiring or leaving service.

Service Objectives
Properly account and disburse benefits as set forth in the employee contracts.

Proposed Budget
It is recommended that City Council approve a budget of $646,650 for the Compensated Absences program.

This represents an increase of $26,060 (4.2%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year. The budget is estimated based on 50% of hours eligible to be cashed out.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Administrative Services 321
2011
CC 05-17-2022
2011 of 2420
Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Contract Services $ 381,199 $ 705,210 $ 600,000 $ 622,800 Cost Allocation $ 2,689 $ 5,055 $ 5,590 $ 8,280
Contingencies $ - $ - $ 15,000 $ 15,570
Total Expenditures $ 383,888 $ 710,265 $ 620,590 $ 646,650 Fund Balance $ 725,112 $ (517,265) $ (599,020) $ 235,350 General Fund Costs $ 1,109,000 $ 193,000 $ 21,570 $ 882,000 Staffing
There is no staffing associated with this program.

FY 2022-23 Proposed Budget Administrative Services 322
2012
CC 05-17-2022
2012 of 2420
Parks and Recreation
FY 2022-23 Proposed Budget Parks and Recreation 323
2013
CC 05-17-2022
2013 of 2420
This page intentionally left blank.

FY 2022-23 Proposed Budget Parks and Recreation 324
2014
CC 05-17-2022
2014 of 2420
Department Overview
Budget Units
Budget Unit Program 2023 Proposed Budget
Parks and Recreation $ 2,305,011
100-60-601 Recreation Administration $ 1,704,745
100-60-636 Library Services $ 600,266
Business and Community Services $ 1,542,217
100-61-602 Administration $ 642,068
100-61-605 Cultural Events $ 493,143
100-61-630 Facilities $ 407,006
Recreation and Education $ 3,770,655
100-62-608 Administration $ 713,833
580-62-613 Youth Teen Recreation $ 1,504,209
100-62-623 Senior Center $ 1,076,295
100-62-639 Teen Programs $ 322,011
100-62-640 Neighborhood Events $ 154,307
Sports, Safety and Outdoor Recreation $ 5,692,057
100-63-612 Park Facilities $ 1,218,846
100-63-615 Administration $ 59,668
560-63-616 Blackberry Farm Golf Course $ 668,446
580-63-620 Outdoor Recreation $ 869,015
570-63-621 Sports Center Operations $ 2,876,082
Total $ 13,309,940
FY 2022-23 Proposed Budget Parks and Recreation 325
2015
CC 05-17-2022
2015 of 2420
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 5,241,367
Total Expenditures $ 13,309,940
Fund Balance $ (971,602)
General Fund Costs $ 7,096,971
% Funded by General Fund 53.3%
Total Staffing 29.5 FTE
Organization
Joanne Magrini, Director of Parks and Recreation
FY 2022-23 Proposed Budget Parks and Recreation 326
2016
CC 05-17-2022
2016 of 2420
Performance Measures
Goal: Create a positive, healthy and connected community.

Benefit: Cupertino has an exceptional system of parks and services that align with community values.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
% of Parks and Recreation Department
customers surveyed who rate services
as good or excellent
98% 94% 91% 85%
% of programs maintaining minimum
registration 62% 46% 79% 80%
% Department's total cost recovery for
all (direct and indirect) costs 37% 39% 50% 40%
% change in participants* -16% -39% 117% +1%
# of new programs or events offered 89 37 4 50
*Increase due to more programs offered and partial reopening of services.

FY 2022-23 Proposed Budget Parks and Recreation 327
2017
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Workload Indicators
Business and Community Services Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of reservations at Quinlan Center 273 8 94
Number of festival applications received 11 12 0
Recreation and Education Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of registrations 7,142 1,194 1,503
Number of survey respondants 1,501 171 230
Number of Senior Center classes offered 129 100 91
Number of Senior Center trips offered 19 0 0
Sports, Safety, and Outdoor Recreation Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of programs offered 332 888 517
Number of picnic reservations at BBF 227 9 76
Rounds of golf at BBF Golf Course 14,476 43,650 20,626
Sports Center Memberships 1,802 1,655 1,608
Proposed Budget
It is recommended that City Council approve a budget of $13,309,940 for the Parks and Recreation department.

This represents a decrease of $607,728 (-4.4%) from the FY 2021-22 Adopted Budget.

The decrease is due to a reduction in cost allocation expenses as a result of lower IT costs and fewer financial transactions in FY 2020-21. This decrease is offset by an increase in compensation and benefits due to a request for an additional Community Outreach Specialist.

FY 2022-23 Proposed Budget Parks and Recreation 328
2018
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures

42.8%

28.3%

17.3%

11.6%
Sports, Safety and Outdoor Recreation
Recreation and Education
Parks and Recreation
Business and Community Services
$13.8M
$8.28M
$13.9M
$13.3M
2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FY 2022-23 Proposed Budget Parks and Recreation 329
2019
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 562,335 $ 432,447 $ 878,500 $ 950,157 Charges for Services $ 4,821,021 $ 2,708,714 $ 4,071,395 $ 4,260,210 Miscellaneous Revenue $ (7,245) $ 1,250 $ 31,000 $ 31,000 Total Revenues $ 5,376,111 $ 3,142,411 $ 4,980,895 $ 5,241,367 Expenditures
Employee Compensation $ 3,954,752 $ 2,856,246 $ 4,481,811 $ 4,654,234 Employee Benefits $ 1,445,922 $ 1,233,077 $ 1,547,823 $ 1,652,215 Materials $ 475,640 $ 232,871 $ 764,765 $ 711,125
Contract Services $ 3,362,305 $ 1,845,424 $ 4,627,455 $ 4,497,330 Cost Allocation $ 4,527,709 $ 2,102,688 $ 2,243,403 $ 1,675,311 Special Projects $ 71,628 $ 9,432 $ 125,000 $ -
Contingencies $ - $ - $ 127,411 $ 119,725
Total Expenditures $ 13,837,956 $ 8,279,738 $ 13,917,668 $ 13,309,940 Fund Balance $ 266,437 $ 1,791,839 $ (1,242,062) $ (971,602) General Fund Costs $ 8,728,282 $ 6,929,168 $ 7,694,711 $ 7,096,971 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Parks and Recreation 330
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 1.95 0.90 0.90 0.90
ASST DIR RECREATION COMM SVCS 1.00 0.95 0.95 0.85
CASE MANAGER 2.00 0 0 0

COMMUNITY OUTREACH

SPECIALIST

0.70 0.70 0.70 2.00
DIRECTOR OF PARKS REC 0.95 0.95 0.95 0.95
FACILITY ATTENDANT 3.00 3.00 3.00 3.00
MANAGEMENT ANALYST 1.00 1.00 1.00 2.00
OFFICE ASSISTANT 2.00 2.00 2.00 2.00
RECREATION COORDINATOR 12.55 11.43 11.43 9.88

RECREATION COORDINATOR LTD
TERM

1.00 0 0 0
RECREATION MANAGER 0 0 0 1.90
RECREATION SUPERVISOR 4.00 3.95 3.95 2.00
SR OFFICE ASSISTANT 3.00 3.00 3.00 4.00
Total 33.15 27.88 27.88 29.48
FY 2022-23 Proposed Budget Parks and Recreation 331
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Recreation Administration
Budget Unit 100-60-601
General Fund - Parks and Recreation - Recreation Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,704,745
Fund Balance $ -
General Fund Costs $ 1,704,745
% Funded by General Fund 100.0%
Total Staffing 6.7 FTE
Program Overview
The Recreation Administration program provides overall department administration, project management, community outreach, support to the Parks and Recreation and Library Commissions, and administration of recreation management software.

Service Objectives
Provide overall department administration, budget control, contract support, policy development, administration of recreation management software, and employee development and evaluation.

Support the Planning and Public Works Departments in the development, renovation, and improvements of parks and open spaces.

Implementation of recommendations from the Parks and Recreation System Master Plan.

Monitor and facilitate partnerships in regards to Library and other community organizations.

Outreach to the community in conjunction with programs and the Parks and Recreation System Master Plan.

Promote partnerships with Cupertino Union School District, Fremont Union High School District, and De Anza College.

Proposed Budget
It is recommended that City Council approve a budget of $1,704,745 for the Recreation Administration program. This represents an increase of $252,489 (17.4%) from the FY 2021-22 Adopted Budget.

The increase in Employee Compensation and Benefits are due to the reorganization of staff within the Department and establishment of a Management Analyst and Community Outreach Specialist. This is partially offset by the removal of the budget for Special Projects, which was a one-time expense in FY 2021-22.

Revenues and Expenditures
FY 2022-23 Proposed Budget Parks and Recreation 332
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 609,735 $ 559,798 $ 712,741 $ 972,240 Employee Benefits $ 211,543 $ 234,509 $ 316,133 $ 440,265 Materials $ 103,613 $ 38,274 $ 209,446 $ 209,269
Contract Services $ 62,355 $ 40,307 $ 80,805 $ 75,843
Cost Allocation $ 27,563 $ - $ - $ -
Special Projects $ - $ - $ 124,000 $ -
Contingencies $ - $ - $ 9,131 $ 7,128
Total Expenditures $ 1,014,809 $ 872,888 $ 1,452,256 $ 1,704,745 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,014,809 $ 872,887 $ 1,452,256 $ 1,704,745 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0.95 0.90 0.90 0.90

ASST DIR RECREATION COMM
SVCS

1.00 0.95 0.95 0.85

COMMUNITY OUTREACH

SPECIALIST

0.70 0.70 0.70 2.00
DIRECTOR OF PARKS REC 0.95 0.95 0.95 0.95
MANAGEMENT ANALYST 1.00 1.00 1.00 2.00
Total 4.60 4.50 4.50 6.70
Staff time has increased based on the reallocation and reclassification of a Recreation Coordinator position to a Management Analyst and addition of a Community Outreach Specialist.

FY 2022-23 Proposed Budget Parks and Recreation 333
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Library Services
Budget Unit 100-60-636
General Fund - Parks and Recreation - Library Services
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 600,266
Fund Balance $ -
General Fund Costs $ 600,266
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
This budget augments the existing library service currently provided to our community through the Santa Clara County (SCC) Library Joint Powers Authority.

Service Objectives
Provide increased library service for our constituents through support of 12 additional operational hours per week.

Explore partnerships with the SCC Library for recreation and community programs.

Proposed Budget
It is recommended that City Council approve a budget of $600,266 for the Library Services program. This represents a decrease of $5,262 (-0.9%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Parks and Recreation 334
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Contract Services $ 117,000 $ - $ 371,738 $ 419,452
Cost Allocation $ 681,040 $ 198,415 $ 233,790 $ 180,814 Total Expenditures $ 798,040 $ 198,415 $ 605,528 $ 600,266 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 798,040 $ 198,415 $ 605,528 $ 600,266 Staffing
There is no staffing associated with this program.

FY 2022-23 Proposed Budget Parks and Recreation 335
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Administration
Budget Unit 100-61-602
General Fund - Business and Community Services - Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 642,068
Fund Balance $ -
General Fund Costs $ 642,068
% Funded by General Fund 100.0%
Total Staffing 3.4 FTE
Program Overview
The Business Division supports department programs and services through the provision of customer service and analytical support, development, and administration of policies. The division is also responsible for the department's community outreach programs, including community festivals and City events at a variety of parks. This division also manages Quinlan Community Center (QCC) and Community Hall, as well as facility and park picnic rentals.

Service Objectives
Provide first-rate customer service through the implementation of consistent policies, procedures, and performance standards.

Administer recreation soNware system for customer registration, memberships, point-of-sale, and facility rentals.

Collect and analyze data from customer satisfaction surveys and program and revenue reports to improve programs and services.

Increase participation at City events including 4th of July, Big Bunny 5k and Kids Fun Run, Summer Concerts, Movies in the Park, Shakespeare in the Park, and the Tree Lighting Ceremony.

Issue parks and facilities permits for individual customers as well as community festivals and events that promote our diverse culture and connected community.

Maintain a positive relationship with neighborhoods adjacent to our facilities and parks.

Proposed Budget
It is recommended that City Council approve a budget of $642,068 for the Administration program. This represents a decrease of $80,069 (-11.1%) from the FY 2021-22 Adopted Budget.

The decrease is mainly due to reductions in Cost Allocations and Employee Compensation and Benefits.

Revenues and Expenditures
FY 2022-23 Proposed Budget Parks and Recreation 336
2026
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 336,728 $ 308,484 $ 309,384 $ 280,090 Employee Benefits $ 176,722 $ 173,798 $ 183,164 $ 172,255 Materials $ 1,159 $ 476 $ 2,315 $ 2,440
Cost Allocation $ 147,895 $ 254,093 $ 227,216 $ 187,222 Contingencies $ - $ - $ 58 $ 61
Total Expenditures $ 662,504 $ 736,851 $ 722,137 $ 642,068 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 662,503 $ 736,851 $ 722,137 $ 642,068 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 1.00 0 0 0
OFFICE ASSISTANT 1.00 1.00 1.00 1.00
RECREATION COORDINATOR 0.50 0.35 0.35 0.35
RECREATION SUPERVISOR 0.50 0.40 0.20 0
SR OFFICE ASSISTANT 2.00 2.00 2.00 2.00
Total 5.00 3.75 3.55 3.35
Staff time is being reallocated to better reflect actual time spent in this program.

FY 2022-23 Proposed Budget Parks and Recreation 337
2027
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Cultural Events
Budget Unit 100-61-605
General Fund - Business and Community Services - Cultural Events Budget at a Glance
2023 Proposed Budget
Total Revenues $ 31,000
Total Expenditures $ 493,143
Fund Balance $ -
General Fund Costs $ 462,143
% Funded by General Fund 93.7%
Total Staffing 0.9 FTE
Program Overview
The Business and Community Service Division's events program produces the City's special events including 4th of July festivities and Big Bunny 5K, and those hosted at Memorial Park and Quinlan Community Center including the Summer Concert Series, Movies in the Park, Shakespeare in the Park, and Tree Lighting. This staff also serves as liaison and issues permits for community festivals at Memorial Park including the Cherry Blossom Festival, World Journal Festival, Kids 'N Fun Festival, Rotary Fall Festival, Veteran's Day Memorial Ceremony, Diwali Festival, Bhubaneswar Sister City's India Heritage Fair, Dilli Haat, Holi, Relay for Life, and more.

Service Objectives
Provide a summer concert series at Memorial Park.

Produce a summer movie series at Memorial Park.

Partner with the San Francisco Shakespeare Company to produce Free Shakespeare in the Park in Cupertino.

Organize and facilitate the 4th of July Independence Day celebration and fireworks show.

Organize and facilitate the Big Bunny 5K fun run.

Bring the community together with the annual Tree Lighting celebration.

Serve as liaison and issue special event permits to nonprofit organization event producers to ensure successful community and cultural festivals in Memorial Park.

Proposed Budget
It is recommended that City Council approve a budget of $493,143 for the Cultural Events program. This represents an increase of $60,006 (13.9%) from the FY 2021-22 Adopted Budget.

The increase in Employee Compensation and Benefits are due to the reorganization of the Department and reallocation of a Recreation Manager to match the responsibilities assigned to the position.

Revenues and Expenditures
FY 2022-23 Proposed Budget Parks and Recreation 338
2028
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Miscellaneous Revenue $ (8,595) $ - $ 31,000 $ 31,000
Total Revenues $ (8,595) $ - $ 31,000 $ 31,000
Expenditures
Employee Compensation $ 77,563 $ 47,926 $ 88,433 $ 130,441 Employee Benefits $ 29,605 $ 28,554 $ 31,624 $ 47,977
Materials $ 18,199 $ 17,436 $ 34,737 $ 36,058
Contract Services $ 122,202 $ 8,265 $ 219,004 $ 217,784 Cost Allocation $ 43,037 $ 58,947 $ 52,995 $ 54,537
Contingencies $ - $ - $ 6,344 $ 6,346
Total Expenditures $ 290,606 $ 161,128 $ 433,137 $ 493,143 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 299,202 $ 161,129 $ 402,137 $ 462,143 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget RECREATION COORDINATOR 0.50 0.50 0.50 0.65
RECREATION MANAGER 0 0 0 0.25
Total 0.50 0.50 0.50 0.90
Staff time is being reallocated to better reflect actual time spent in this program.

FY 2022-23 Proposed Budget Parks and Recreation 339
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Facilities
Budget Unit 100-61-630
General Fund - Business and Community Services - Facilities Budget at a Glance
2023 Proposed Budget
Total Revenues $ 203,660
Total Expenditures $ 407,006
Fund Balance $ -
General Fund Costs $ 203,346
% Funded by General Fund 50.0%
Total Staffing 2.3 FTE
Program Overview
Community Hall provides space for City Council meetings and various Commission meetings, as well as facility rental space available for a variety of activities including business meetings, community events, and Cupertino Library programs. The Quinlan Community Center houses the administrative office of the Parks and Recreation Department and serves as facility space for rentals and a variety of recreational, social, and community activities.

Service Objectives
Provide a rental facility for community meetings, business functions, social events, and other similar activities.

Provide a facility for City Channel programming, and City Council, Planning Commission, Parks and Recreation Commission and other City meetings.

Offer in-person and online registration for recreation programs.

Schedule facility space for contractual and staff-run classes and camps.

House the Cupertino Historical Society.

Serve as an Emergency Operations Shelter in case of disasters.

Proposed Budget
It is recommended that City Council approve a budget of $407,006 for the Facilities program. This represents an increase of $40,113 (10.9%) from the FY 2021-22 Adopted Budget.

The increase in Employee Compensation and Benefits are due to the reorganization of the Department and reclassification of the Recreation Supervisor to Recreation Manager to match the increase in responsibilities and duties assigned to the position.

Revenues and Expenditures
FY 2022-23 Proposed Budget Parks and Recreation 340
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 118,874 $ 12,061 $ 115,000 $ 145,000 Charges for Services $ 404,343 $ 37,055 $ 53,395 $ 58,660 Total Revenues $ 523,217 $ 49,116 $ 168,395 $ 203,660
Expenditures
Employee Compensation $ 255,932 $ 185,667 $ 237,255 $ 263,790 Employee Benefits $ 89,831 $ 90,201 $ 93,053 $ 103,297
Materials $ 13,486 $ 9,722 $ 28,121 $ 29,105
Contract Services $ 19,164 $ 210 $ 7,572 $ 9,840
Cost Allocation $ 58,657 $ - $ - $ -
Contingencies $ - $ - $ 892 $ 974
Total Expenditures $ 437,070 $ 285,800 $ 366,893 $ 407,006 Fund Balance $ - $ - $ - $ -
General Fund Costs $ (86,147) $ 236,685 $ 198,498 $ 203,346 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FACILITY ATTENDANT 2.00 2.00 2.00 2.00
RECREATION MANAGER 0 0 0 0.25
RECREATION SUPERVISOR 0.50 0.50 0.20 0
Total 2.50 2.50 2.20 2.25
Staff time is being reallocated to better reflect actual time spent in this program.

FY 2022-23 Proposed Budget Parks and Recreation 341
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Administration
Budget Unit 100-62-608
General Fund - Recreation and Education - Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ 12,500
Total Expenditures $ 713,833
Fund Balance $ -
General Fund Costs $ 701,333
% Funded by General Fund 98.2%
Total Staffing 3.1 FTE
Program Overview
This program includes administrative support of senior programs offered at the Senior Center. Administrative duties support the facility and senior programs that focus on enhancing a healthy lifestyle through quality education, recreation, travel, socials, community resources, volunteer opportunities, and facility rentals.

Service Objectives
Provide management and supervision of all programs, activities, personnel, and facilities within the senior services division.

Establish program goals and priorities.

Ensure operational hours accommodate community desires.

Provide first-rate customer service and manage customer registration, memberships, point-of-sale, and facility rentals at the Senior Center.

Proposed Budget
It is recommended that City Council approve a budget of $713,833 for the Administration program. This represents a decrease of $8,326 (-1.2%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Parks and Recreation 342
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 17,816 $ (320) $ 12,500 $ 12,500 Miscellaneous Revenue $ - $ 1,125 $ - $ -
Total Revenues $ 17,816 $ 805 $ 12,500 $ 12,500
Expenditures
Employee Compensation $ 329,984 $ 264,940 $ 360,823 $ 369,426 Employee Benefits $ 135,429 $ 122,697 $ 148,586 $ 155,590 Materials $ 7,627 $ 4,457 $ 16,039 $ 14,813
Contract Services $ 431 $ 1,074 $ 3,640 $ 3,640
Cost Allocation $ 311,932 $ 240,121 $ 192,579 $ 169,903 Contingencies $ - $ - $ 492 $ 461
Total Expenditures $ 785,403 $ 633,289 $ 722,159 $ 713,833 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 767,588 $ 632,484 $ 709,659 $ 701,333 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget CASE MANAGER 0.10 0 0 0
FACILITY ATTENDANT 1.00 1.00 1.00 1.00
RECREATION COORDINATOR 0.30 0.30 0.30 0.30
RECREATION SUPERVISOR 0.95 0.75 0.75 0.75
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
Total 3.35 3.05 3.05 3.05
There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Parks and Recreation 343
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Youth Teen Recreation
Budget Unit 580-62-613
Recreation Program - Recreation and Education - Youth Teen Recreation Budget at a Glance
2023 Proposed Budget
Total Revenues $ 674,550
Total Expenditures $ 1,504,209
Fund Balance $ (829,659)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 1.7 FTE
Program Overview
This program encompasses fee-based youth and teen programs such as academic and enrichment classes, STEAM programming, recreational camps, preschool, and special events, enrichment classes for adults, and special interest programming.

Service Objectives
Provide a preschool program, summer camps, and an extensive variety of contract classes for youth, teens, and adults, while collaborating with the Cupertino Union School District and Fremont Union High School District on select program offerings.

Promote programs through social media to increase community awareness and interest in programs.

Increase the number of youth and teen Science, Technology, Engineering, Art, and Math (STEAM) programs offered.

Expand all-day summer camp offerings to meet daycare needs of working families.

Provide family-oriented programs designed to increase community engagement.

Provide safe, fun, life-long learning activities that promote the foundations of self-confidence, skill development, and personal growth.

Provide programs that enhance cultural awareness to youth and teens.

Proposed Budget
It is recommended that City Council approve a budget of $1,504,209 for the Youth Teen Recreation program.

This represents a decrease of $324,636 (-17.8%) from the FY 2021-22 Adopted Budget.

The decrease is due to reductions in Employee Compensation and Benefits, as a result of the reorganization of the Department and reallocation of staff time from this program. The decrease is also includes a reduction in Contact Services expenses, due to the adjustment in programs offered, and reduction in Cost Allocation expenses.

Revenues and Expenditures
FY 2022-23 Proposed Budget Parks and Recreation 344
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 1,195,694 $ 351,184 $ 742,000 $ 674,550 Total Revenues $ 1,195,694 $ 351,184 $ 742,000 $ 674,550 Expenditures
Employee Compensation $ 332,247 $ 131,866 $ 470,409 $ 394,702 Employee Benefits $ 97,533 $ 59,981 $ 102,897 $ 101,525 Materials $ 15,732 $ 1,252 $ 31,437 $ 33,396
Contract Services $ 695,551 $ 172,604 $ 918,285 $ 790,249 Cost Allocation $ 1,068,022 $ 194,033 $ 282,074 $ 163,746 Contingencies $ - $ - $ 23,743 $ 20,591
Total Expenditures $ 2,209,085 $ 559,736 $ 1,828,845 $ 1,504,209 Fund Balance $ (1,013,391) $ (208,552) $ (1,086,845) $ (829,659) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget RECREATION COORDINATOR 1.35 1.35 1.35 1.50
RECREATION MANAGER 0 0 0 0.20
RECREATION SUPERVISOR 0.25 0.25 0.35 0
Total 1.60 1.60 1.70 1.70
Staff time is being reallocated to better reflect actual time spent in this program.

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Senior Center
Budget Unit 100-62-623
General Fund - Recreation and Education - Senior Center Budget at a Glance
2023 Proposed Budget
Total Revenues $ 154,500
Total Expenditures $ 1,076,295
Fund Balance $ -
General Fund Costs $ 921,795
% Funded by General Fund 85.6%
Total Staffing 3.0 FTE
Program Overview
This program includes the coordination and delivery of program services for seniors at the Senior Center. Staff coordinates a well-maintained Senior Center for adults age 50+ including senior adult recreation programs such as enrichment classes, educational presentations, group trips and tours, and social events. In addition, the Senior Center team leverages members to support programs and services through volunteer opportunities.

Staff provides referrals for resources available to seniors.

Service Objectives
Enhance partnerships with the Santa Clara County Library District, De Anza College, and other local nonprofit agencies.

Provide appreciation events for senior volunteers who support the Parks and Recreation Department throughout the year.

Offer fitness and enrichment courses, educational presentations, group trips and tours, and socialization opportunities to adults age 50+.

Provide volunteer service opportunities for adults age 50+.

Provide a senior-focused annual health fair and senior resource referrals.

Proposed Budget
It is recommended that City Council approve a budget of $1,076,295 for the Senior Center program. This represents a decrease of $41,356 (-3.7%) from the FY 2021-22 Adopted Budget.

The overall decrease is due to an increase in contract costs, offset by Cost Allocation expenses. With the recent relaxation of prior pandemic-based restrictions, the Senior Center has reopened and is offering more programs and classes.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 252 $ - $ - $ -
Charges for Services $ 361,427 $ 38,081 $ 164,000 $ 154,500 Miscellaneous Revenue $ 1,350 $ 125 $ - $ -
Total Revenues $ 363,029 $ 38,206 $ 164,000 $ 154,500
Expenditures
Employee Compensation $ 470,472 $ 332,944 $ 418,283 $ 414,263 Employee Benefits $ 177,296 $ 160,139 $ 155,952 $ 158,309 Materials $ 85,075 $ 5,718 $ 116,815 $ 116,673
Contract Services $ 199,364 $ (86,272) $ 126,280 $ 151,492 Cost Allocation $ 357,244 $ 356,195 $ 294,244 $ 228,854 Contingencies $ - $ - $ 6,077 $ 6,704
Total Expenditures $ 1,289,451 $ 768,724 $ 1,117,651 $ 1,076,295 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 926,421 $ 730,517 $ 953,651 $ 921,795 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget CASE MANAGER 1.90 0 0 0
RECREATION COORDINATOR 2.70 2.70 2.70 2.70
RECREATION SUPERVISOR 0.05 0.25 0.25 0.25
Total 4.65 2.95 2.95 2.95
There are no changes to the current level of staffing.

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Teen Programs
Budget Unit 100-62-639
General Fund - Recreation and Education - Teen Programs Budget at a Glance
2023 Proposed Budget
Total Revenues $ 3,800
Total Expenditures $ 322,011
Fund Balance $ -
General Fund Costs $ 318,211
% Funded by General Fund 98.8%
Total Staffing 0.8 FTE
Program Overview
This program supports teen programs and services for the Recreation and Education Division. It provides for the supervision and operation of the Cupertino Teen Center, the Youth Activity Board, the Cupertino Teen Leadership Academy, and the teen summer volunteer program.

Service Objectives
Empower youth by creating enriching and stress-free programs that foster physical, mental, and social development.

Provide an exclusive space for Cupertino Teens to de-stress, create, study, and to socially develop.

Create opportunities for youth and teens to build their leadership abilities by creating activities, events, and programs by teens for teens.

Create reciprocal engagement and outreach efforts between the City of Cupertino and Cupertino teens.

Develop teen leadership skills and career growth opportunities by providing an interactive teen leadership program.

Provide the opportunity for teens to gain applied skills and develop leadership abilities by participating in the Leader in Training or Junior Swim Instructor programs.

Create programs that support mental health and wellness in youth and teens.

Proposed Budget
It is recommended that City Council approve a budget of $322,011 for the Teen Programs program. This represents a decrease of $45,827 (-12.5%) from the FY 2021-22 Adopted Budget.

The decrease includes reductions in Employee Compensation and Benefits, due to the reorganization of the Department and reallocation of staff time from this program, and reductions in Cost Allocation expenses.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 2,030 $ - $ 1,000 $ 1,900
Charges for Services $ 2,388 $ - $ 2,000 $ 1,900
Total Revenues $ 4,418 $ - $ 3,000 $ 3,800
Expenditures
Employee Compensation $ 117,060 $ 38,112 $ 208,032 $ 183,394 Employee Benefits $ 16,625 $ 15,322 $ 44,515 $ 39,807
Materials $ 18,747 $ 3,513 $ 45,616 $ 50,006
Contract Services $ 145 $ 40,841 $ 800 $ 800
Cost Allocation $ - $ 28,397 $ 67,715 $ 46,734
Contingencies $ - $ - $ 1,160 $ 1,270
Total Expenditures $ 152,577 $ 126,185 $ 367,838 $ 322,011 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 148,159 $ 126,185 $ 364,838 $ 318,211 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget RECREATION COORDINATOR 0.35 0.35 0.35 0.50
RECREATION MANAGER 0 0 0 0.25
RECREATION SUPERVISOR 0 0.20 0.40 0
Total 0.35 0.55 0.75 0.75
Staff time is being reallocated to better reflect actual time spent in this program.

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Neighborhood Events
Budget Unit 100-62-640
General Fund - Recreation and Education - Neighborhood Events Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 154,307
Fund Balance $ -
General Fund Costs $ 154,307
% Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
The Neighborhood Programs provide a varied schedule of summer events in neighborhood parks. Events include outdoor concerts, outdoor movies, performances, and free arts and fitness programs in the parks. These programs are designed to engage new customers and to promote current programs.

Service Objectives
To provide outdoor summer concerts in neighborhood parks.

To provide outdoor summer movies in neighborhood parks.

To provide outdoor summer fitness opportunities in neighborhood parks.

To provide outdoor summer arts opportunities in neighborhood parks.

To provide an array of outdoor cultural special events in neighborhood parks.

To provide activities for kids and families of all ages.

Proposed Budget
It is recommended that City Council approve a budget of $154,307 for the Neighborhood Events program. This represents a decrease of $8,812 (-5.4%) from the FY 2021-22 Adopted Budget.

The overall decrease is mainly due to a reduction in Cost Allocation expenses, offset by increases in Employee Compensation due to the anticipated return of Summer Events, requiring more part-time staff support.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 55,145 $ 9,544 $ 52,384 $ 60,080 Employee Benefits $ 4,065 $ 3,967 $ 6,904 $ 1,652
Materials $ 11,693 $ - $ 14,756 $ 15,318
Contract Services $ 45,920 $ 460 $ 59,800 $ 59,800
Cost Allocation $ - $ 12,683 $ 27,411 $ 15,579
Contingencies $ - $ - $ 1,864 $ 1,878
Total Expenditures $ 116,823 $ 26,654 $ 163,119 $ 154,307 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 116,823 $ 26,654 $ 163,119 $ 154,307 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget RECREATION SUPERVISOR 0.10 0.10 0.10 0
Total 0.10 0.10 0.10 0
Staff time is being reallocated to better reflect actual time spent in this program.

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Park Facilities
Budget Unit 100-63-612
General Fund - Sports, Safety and Outdoor Recreation - Park Facilities Budget at a Glance
2023 Proposed Budget
Total Revenues $ 265,757
Total Expenditures $ 1,218,846
Fund Balance $ -
General Fund Costs $ 953,089
% Funded by General Fund 78.2%
Total Staffing 3.2 FTE
Program Overview
Blackberry Farm provides the community with recreational space to swim, picnic, enjoy ranger-led activities, and the Stevens Creek Trail. McClellan Ranch Preserve offers environmental education classes/creek tours to school groups, nature programs, and is the location of the Community Garden program and non-profit operations such as Grassroots Ecology, Santa Clara Valley Audubon Society, UCCE Master Gardeners, and Rolling Hills 4-H Club. The Creekside Park building provides community members with facility space which can be used for a variety of activities. The Monta Vista Recreation Center provides additional facility space and is home to a diverse array of recreational activities including gymnastics classes.

Service Objectives
Blackberry Farm Picnic Grounds and Pools:

Provide the community with two pools for recreation use and swim lessons.

Engage and provide the community with annual 4th of July and Pooch Plunge events.

Partner with the Audubon Society to provide Wildlife & Harvest Day at Blackberry Farm.

Increase residential usage of the facility.

Continue to offer Park Ranger-led activities such as interpretive walks, star-gazing events, and implement a Stevens Creek Corridor volunteer program.

McClellan Ranch Preserve:

Continue to offer drop-in visitor hours at the Environmental Education Center and Blacksmith Shop.

Partner with SCVAS, Grassroots Ecology, Watershed Stewardship Program Members, Santa Clara Valley Audubon Society, Rolling Hills 4H and UCCE Master Gardeners in providing public education programs.

Expand programming opportunities for teens.

Increase volunteer/docent opportunities at McClellan Ranch.

Continue to develop the community garden programming.

Creekside Park Building:

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Rent facility for nonprofit board meetings, birthday parties, school group picnics, and other similar activities.

Provide contract and staff-run classes and camps.

Provide space for year-round farmers’ market.

Monta Vista Recreation Center:

Provide gymnastics, classes, and camps.

Make space available for co-sponsored clubs and rentals.

Proposed Budget
It is recommended that City Council approve a budget of $1,218,846 for the Park Facilities program. This represents a decrease of $61,290 (-4.8%) from the FY 2021-22 Adopted Budget.

The overall decrease is mainly due to reductions in Cost Allocation expenses, offset by an increase in Contract Services. This is due to an increase in cost for contracted services for nature preservation and maintenance at the McClellan Ranch Preserve and Stevens Creek Corridor.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 61,446 $ 19,389 $ 57,000 $ 90,757 Charges for Services $ 122,328 $ 23,227 $ 105,000 $ 175,000 Total Revenues $ 183,774 $ 42,616 $ 162,000 $ 265,757
Expenditures
Employee Compensation $ 556,910 $ 414,084 $ 685,551 $ 678,976 Employee Benefits $ 142,660 $ 154,064 $ 149,233 $ 172,107 Materials $ 56,796 $ 29,835 $ 91,460 $ 94,202
Contract Services $ 13,937 $ 80,076 $ 87,380 $ 102,503
Cost Allocation $ 1,202,972 $ 229,792 $ 261,016 $ 166,140 Special Projects $ 71,628 $ 3,218 $ 1,000 $ -
Contingencies $ - $ - $ 4,496 $ 4,918
Total Expenditures $ 2,044,903 $ 911,069 $ 1,280,136 $ 1,218,846 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,861,129 $ 868,454 $ 1,118,136 $ 953,089 Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
RECREATION COORDINATOR 2.68 2.18 2.18 1.98

RECREATION COORDINATOR LTD
TERM

1.00 0 0 0
RECREATION MANAGER 0 0 0 0.35
RECREATION SUPERVISOR 0.60 0.50 0.50 0
SR OFFICE ASSISTANT 0 0 0 0.85
Total 4.28 2.68 2.68 3.18
Staff time is being reallocated to better reflect actual time spent in this program.

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Administration
Budget Unit 100-63-615
General Fund - Sports, Safety and Outdoor Recreation - Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 59,668
Fund Balance $ -
General Fund Costs $ 59,668
% Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
This program supports facets of the Sports, Safety, and Outdoor Recreation Division. It provides for the supervision and operation of the Blackberry Farm Golf Course, Blackberry Farm picnic area and swimming pools, and McClellan Ranch Preserve. The Sports, Safety, and Outdoor Recreation Division includes a diverse offering of recreation programs for all ages including nature camps, classes, and programs, volunteer opportunities, drop-in activities, special events, aquatics, golf, and specialty classes.

Service Objectives
Efficiently manage the Blackberry Farm Golf Course, Blackberry Farm picnic sites and swimming pools, and McClellan Ranch Preserve.

Continue to improve coordination among staff within the Stevens Creek Corridor in order to enhance customer service and the experience for park visitors.

Oversee marketing, budget development, and program plans for all locations.

Continue to operate the aquatics program.

Continue to expand nature programming opportunities in the Stevens Creek Corridor.

Proposed Budget
It is recommended that City Council approve a budget of $59,668 for the Administration program. This represents a decrease of $58,283 (-49.4%) from the FY 2021-22 Adopted Budget.

The overall decrease is mainly due to reductions in Cost Allocation expenses in addition to Employee Compensation and Benefits, due to the reorganization of the Department and reallocation of staff time from this program.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 38,405 $ 25,152 $ 55,657 $ 26,058 Employee Benefits $ 14,462 $ 9,821 $ 24,944 $ 9,665
Materials $ 475 $ 145 $ 273 $ 284
Contract Services $ 20 $ - $ - $ -
Cost Allocation $ 43,392 $ 31,790 $ 37,070 $ 23,654
Contingencies $ - $ - $ 7 $ 7
Total Expenditures $ 96,754 $ 66,908 $ 117,951 $ 59,668 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 96,755 $ 66,907 $ 117,951 $ 59,668 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget RECREATION SUPERVISOR 0.40 0.45 0.45 0
Total 0.40 0.45 0.45 0
Staff time is being reallocated to better reflect actual time spent in this program.

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Blackberry Farm Golf Course
Budget Unit 560-63-616
Blackberry Farm - Sports, Safety and Outdoor Recreation - Blackberry Farm Golf Course Budget at a Glance
2023 Proposed Budget
Total Revenues $ 433,600
Total Expenditures $ 668,446
Fund Balance $ (234,846)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 1.1 FTE
Program Overview
Blackberry Farm Golf Course provides a nine-hole golf facility to the community that serves all ages.

Service Objectives
Increase the golfer base through golf instruction, family events, high school golf team partnerships, and leagues.

Continue to operate a golf course pro shop where customers may purchase golfing accessories and concessions.

Proposed Budget
It is recommended that City Council approve a budget of $668,446 for the Blackberry Farm Golf Course program. This represents a decrease of $11,200 (-1.6%) from the FY 2021-22 Adopted Budget.

The overall decrease is due to the reduction in Materials as a result of the reallocation of maintenance costs to Public Works, under the account 560-87-260. This is offset by an increase in Employee Compensation from the reorganization of the Department and reallocation of staff time to this program.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 32,687 $ 46,477 $ 30,000 $ 33,000 Charges for Services $ 305,524 $ 564,126 $ 310,000 $ 400,600 Total Revenues $ 338,211 $ 610,603 $ 340,000 $ 433,600
Expenditures
Employee Compensation $ 101,209 $ 99,697 $ 175,778 $ 205,806 Employee Benefits $ 53,912 $ 7,871 $ 60,543 $ 61,909
Materials $ 96,060 $ 101,977 $ 105,045 $ 24,302
Contract Services $ 252,429 $ 248,691 $ 274,845 $ 278,428 Cost Allocation $ 82,294 $ 74,431 $ 53,938 $ 90,433
Contingencies $ - $ - $ 9,497 $ 7,568
Total Expenditures $ 585,904 $ 532,667 $ 679,646 $ 668,446 Fund Balance $ 362,307 $ 527,935 $ (259,654) $ (234,846) General Fund Costs $ 610,000 $ 450,000 $ 79,992 $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget RECREATION COORDINATOR 1.00 1.00 1.00 0.65
RECREATION MANAGER 0 0 0 0.30
RECREATION SUPERVISOR 0.15 0.15 0.15 0
SR OFFICE ASSISTANT 0 0 0 0.15
Total 1.15 1.15 1.15 1.10
Staff time is being reallocated to better reflect actual time spent in this program.

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Outdoor Recreation
Budget Unit 580-63-620
Recreation Program - Sports, Safety and Outdoor Recreation - Outdoor Recreation Budget at a Glance
2023 Proposed Budget
Total Revenues $ 862,000
Total Expenditures $ 869,015
Fund Balance $ 368,985
General Fund Costs $ 376,000
% Funded by General Fund 43.3%
Total Staffing 1.1 FTE
Program Overview
This program encompasses the coordination and delivery of a wide range of sports, fitness, and outdoor activities for youth and adults.

Service Objectives
Operate a summer learn-to-swim program for infants, children, teens, and adults.

Coordinate spring, summer, and fall adult softball leagues.

Provide sports, dance, fitness, and wellness classes for youth, teens, and adults.

Provide sports, fitness, and outdoor camps for youth and teens.

Provide a summer nature and science program.

Manage user group field rentals under the Cupertino Union School District/City Joint Use Agreement.

Increase nature, blacksmithing, and environmental classes for parent/child, teens, and adults.

Offer fee-based gardening programs for youth and adults.

Proposed Budget
It is recommended that City Council approve a budget of $869,015 for the Outdoor Recreation program. This represents a decrease of $288,997 (-25.0%) from the FY 2021-22 Adopted Budget.

The decrease is mainly due to the reduction in Contract services, due to the adjustment in programs offered, Cost Allocation expenses, and Employee Compensation and Benefits from the reorganization of the Department and reallocation of staff time from this program.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 62,726 $ 82,033 $ 312,000 $ 317,000 Charges for Services $ 330,156 $ 157,654 $ 345,000 $ 545,000 Total Revenues $ 392,882 $ 239,687 $ 657,000 $ 862,000
Expenditures
Employee Compensation $ 309,752 $ 180,493 $ 309,653 $ 254,081 Employee Benefits $ 156,600 $ 89,657 $ 93,440 $ 61,291
Materials $ 14,874 $ 3,573 $ 21,969 $ 22,172
Contract Services $ 187,681 $ 50,436 $ 444,888 $ 354,179 Cost Allocation $ 263,234 $ 225,072 $ 276,391 $ 167,883 Special Projects $ - $ 6,214 $ - $ -
Contingencies $ - $ - $ 11,671 $ 9,409
Total Expenditures $ 932,141 $ 555,445 $ 1,158,012 $ 869,015 Fund Balance $ 25,742 $ 846,242 $ 305,797 $ 368,985
General Fund Costs $ 565,000 $ 1,162,000 $ 806,809 $ 376,000 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget RECREATION COORDINATOR 2.17 1.70 1.70 0.45
RECREATION MANAGER 0 0 0 0.30
RECREATION SUPERVISOR 0.25 0.15 0.15 0.30
Total 2.42 1.85 1.85 1.05
Staff time is being reallocated to better reflect actual time spent in this program.

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Sports Center Operations
Budget Unit 570-63-621
Sports Center - Sports, Safety and Outdoor Recreation - Sports Center Operations Budget at a Glance
2023 Proposed Budget
Total Revenues $ 2,600,000
Total Expenditures $ 2,876,082
Fund Balance $ (276,082)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.5 FTE
Program Overview
The Cupertino Sports Center offers a variety of health and wellness activities including a full fitness center, and a wide assortment of fitness classes, youth sports classes, and a variety of racquet sports, including tennis, table tennis, pickle ball, and badminton classes, camps, and programs.

Service Objectives
Increase memberships, participation in fitness classes, and enrollment in contract camps and classes.

Market programs through social media, the recreation schedule, electronic sign on Stevens Creek Blvd., and the City website.

Collaborate with Public Works to ensure successful implementation of Capital Improvement Projects.

Explore new program offerings.

Proposed Budget
It is recommended that City Council approve a budget of $2,876,082 for the Sports Center Operations program.

This represents a decrease of $26,278 (-0.9%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year. The reduction in Cost Allocation expenses is offset by increases in Employee Compensation due to the reorganization of the Department and reallocation of staff time to this program.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 266,504 $ 272,807 $ 351,000 $ 350,000 Charges for Services $ 2,099,161 $ 1,537,387 $ 2,350,000 $ 2,250,000 Total Revenues $ 2,365,665 $ 1,810,194 $ 2,701,000 $ 2,600,000 Expenditures
Employee Compensation $ 363,610 $ 257,539 $ 397,428 $ 420,887 Employee Benefits $ 139,639 $ 82,496 $ 136,835 $ 126,566 Materials $ 32,104 $ 16,493 $ 46,736 $ 63,087
Contract Services $ 1,646,106 $ 1,288,732 $ 2,032,418 $ 2,033,320 Cost Allocation $ 240,427 $ 198,719 $ 236,964 $ 179,812 Contingencies $ - $ - $ 51,979 $ 52,410
Total Expenditures $ 2,421,886 $ 1,843,979 $ 2,902,360 $ 2,876,082 Fund Balance $ 891,779 $ 626,214 $ (201,360) $ (276,082) General Fund Costs $ 948,000 $ 660,000 $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget OFFICE ASSISTANT 1.00 1.00 1.00 1.00
RECREATION COORDINATOR 1.00 1.00 1.00 0.80
RECREATION SUPERVISOR 0.25 0.25 0.45 0.70
Total 2.25 2.25 2.45 2.50
Staff time is being reallocated to better reflect actual time spent in this program.

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Community Development
FY 2022-23 Proposed Budget Community Development 363
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Department Overview
Budget Units
Budget Unit Program 2023 Proposed Budget
Community Development $ 854,844
100-70-700 Community Development Administration $ 854,844 Planning $ 4,354,482
100-71-701 Current Planning $ 3,132,994
100-71-702 Mid and Long Term Planning $ 1,221,488
100-71-704 Annexations $ -
100-71-705 Economic Development $ -
Housing Services $ 1,876,362
260-72-707 CDBG General Admin $ 155,589
260-72-709 CDBG Capital/Housing Projects $ 337,558
260-72-710 CDBG Public Service Grants $ 61,852
265-72-711 BMR Affordable Housing Fund $ 1,197,398
100-72-712 Human Service Grants $ 123,965
Building $ 4,568,565
100-73-713 General Building $ 935,194
100-73-714 Building Plan Review $ 2,116,415
100-73-715 Building Code Enforcement $ 1,432,502
100-73-718 Muni Code Enforcement $ 84,454
Code Enforcement $ 1,246,971
100-74-202 Code Enforcement $ 1,246,971
Total $ 12,901,224
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Budget at a Glance
2023 Proposed Budget
Total Revenues $ 13,413,933
Total Expenditures $ 12,901,224
Fund Balance $ 6,745,286
General Fund Costs $ 6,232,577
% Funded by General Fund 48.3%
Total Staffing 37.5 FTE
Organization
Benjamin Fu, Director of Community Development
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Performance Measures
Goal: Review and guide development activity to ensure compliance with relevant codes and policies, and alignment with community values to promote and enhance Cupertino's community-wide quality of life.

Benefit: Cupertino is a thriving city to live, work, learn and play.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Building permit applications
shall be plan reviewed within 15
business days.
92% 93% 93% 80%
Customer/Applicants visiting the
Building Permit Counter shall be
assisted within 15 minutes
93% ** 100%*** 80%
Applicants visiting the Planning
Counter shall be assisted within
15 minutes
91% ** 100%*** 50%
Building permit applications
reviewed/issued over-thecounter (OTC)63% ** ** 75%
Below market-rate rental and
purchase vacancies filled 11 14 11 15 per year
Housing resources and referrals
provided 109 129 82 100 per year
Complimentary/courtesy prelim
app reviews completed within 4
weeks
83% 79% 69% 80%
Average number of days to
initiate investigation of code
complaints

0.21 0.077 0.059 < 7
Code enforcement cases resolved
without issuance of citations 85% 98% 91% 80%
Landlord-tenant counseling and
dispute resolution cases
provided
28 46 23 100 per year
Public Outreach Events 4 ** ** 12 per year
FY 2022-23 Proposed Budget Community Development 367
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*Data provided from July 2019 - February 2020 due to the shelter-in-place mandate. ** No data due to closure of city hall.
*** In-person appointments started July 15, 2021, the counters were temporarily closed in January 10, 2022, due to the surge of the COVID-19 Omicron variant.

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Workload Indicators
Planning Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of preliminary reviews 112 163 73
Number of planning applications received 198 237 136
Number of planning counter inquiries 2,284* ** 168**
Housing Services Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of housing resources and referrals 109 129 82
Number of BMR rental and ownership
vacancies filled 11 14 11
Number of landlord tenant counseling and
dispute cases received 28 46 23
Number of annual HUD documents (CAPER,
Action Plan, Consolidated Plan, Affirmatively
Furthering Fair Housing) completed
2 2 1
Housing and Human Services Grant Funds
inquiries 9 9 4
Building Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of permits received 2,133 2,364 1,173
Number of inspections requested 19,331 13,374 6,316
Number of building counter inquiries 5,571* ** 320**
*Data from July 1, 2019 - March 13, 2020
** No data due to the Shelter in Place order
*** In-person appointments started July 15, 2021, the counters were temporarily closed in January 10, 2022, due to the surge of the Omicron variant of Covid-19.

Proposed Budget
FY 2022-23 Proposed Budget Community Development 369
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Proposed Budget
It is recommended that City Council approve a budget of $12,901,224 for the Community Development department. This represents a decrease of $1,788,714 (-12.2%) from the FY 2021-22 Adopted Budget.

The increase in compensation and benefits is due to requests for a Housing Senior Planner, a Planning Senior Planner, an Office Assistant, an Associate Planner, and a Code Enforcement Officer. The decrease in one-time projects offset the increase from the additional staff requests.

FY 2022-23 Proposed Budget Community Development 370
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures

35.4%

33.8%

14.5%

9.7%

6.6%
Building
Planning
Housing Services
Code Enforcement
Community Development
$9.35M
$11.2M
$14.7M
$12.9M
2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FY 2022-23 Proposed Budget Community Development 371
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Taxes $ 39,000 $ 197,661 $ 3,611,855 $ 8,002,202
Licenses and Permits $ 4,665,560 $ 4,034,545 $ 3,115,000 $ 3,515,000 Use of Money and Property $ 2,581 $ 2,333 $ 3,300 $ 3,300 Intergovernmental Revenue $ 357,527 $ 559,010 $ 463,996 $ 492,181 Charges for Services $ 1,169,345 $ 1,677,233 $ 1,135,000 $ 1,135,000 Fines and Forfeitures $ 127,723 $ 26,998 $ 225,000 $ 225,000 Miscellaneous Revenue $ 62,014 $ 86,184 $ 41,250 $ 41,250 Total Revenues $ 6,423,750 $ 6,583,964 $ 8,595,401 $ 13,413,933 Expenditures
Employee Compensation $ 3,520,711 $ 3,727,517 $ 4,647,828 $ 4,911,221 Employee Benefits $ 1,498,384 $ 1,609,662 $ 2,136,332 $ 2,410,242 Materials $ 696,404 $ 1,195,991 $ 1,029,806 $ 1,015,670 Contract Services $ 525,498 $ 669,350 $ 893,725 $ 654,665 Cost Allocation $ 2,440,524 $ 3,387,204 $ 4,214,034 $ 3,891,843 Special Projects $ 664,235 $ 602,168 $ 1,734,100 $ -
Contingencies $ - $ 293 $ 34,113 $ 17,583
Total Expenditures $ 9,345,756 $ 11,192,185 $ 14,689,938 $ 12,901,224 Fund Balance $ (485,463) $ (532,235) $ 2,261,047 $ 6,745,286 General Fund Costs $ 2,436,544 $ 4,075,983 $ 8,355,584 $ 6,232,577 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 372
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 1.00 1.75 1.75 1.75
ASSISTANT PLANNER 2.00 2.00 2.00 2.00
ASSIST DIR OF COMMITY DEV 1.00 1.00 1.00 1.00
ASSOCIATE PLANNER 3.00 3.00 3.00 5.00
BUILDING INSPECTOR 3.92 3.92 3.92 3.92
CODE ENFORCEMENT OFFICER 0 1.00 1.00 2.00
DEPUTY BOARD CLERK 0.75 0 0 0
DEPUTY BUILDING OFFICIAL 1.00 1.00 1.00 1.00

DIRECTOR OF COMM

DEVELOPMENT

0.94 0.94 0.94 0.94

ECONOMIC DEVELOPMENT

MANAGER
0 0 1.00 0
MANAGEMENT ANALYST 1.00 1.00 1.00 1.00
OFFICE ASSISTANT 1.00 1.00 1.00 2.00
PERMIT CENTER MANAGER 1.00 1.00 1.00 1.00
PERMIT TECHNICIAN 3.00 3.00 4.00 4.00
PLAN CHECK ENGINEER 2.00 1.00 2.00 2.00
PLANNING MANAGER 1.90 1.90 1.90 1.90
SENIOR PLANNER 1.90 3.00 4.00 5.00
SR BUILDING INSPECTOR 0.98 0.98 0.98 0.98
SR CODE ENFORCEMENT OFFICER 3.00 2.00 2.00 2.00
Total 29.39 29.49 33.49 37.49
FY 2022-23 Proposed Budget Community Development 373
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Community Development Administration
Budget Unit 100-70-700
General Fund - Community Development - Community Development Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 854,844
Fund Balance $ -
General Fund Costs $ 854,844
% Funded by General Fund 100.0%
Total Staffing 0.5 FTE
Program Overview
The Community Development Administration program manages general office and oversight functions for the Community Development Department.

Service Objectives
Coordinate and direct general office affairs related to community development functions.

Manage professional and administrative staff.

Prepare and implement the department budget.

Coordinate as necessary with other departments in the City.

Review and evaluate City and department goals and objectives.

Proposed Budget
It is recommended that City Council approve a budget of $854,844 for the Community Development Administration program. This represents a decrease of $268,646 (-23.9%) from the FY 2021-22 Adopted Budget.

This decrease is mainly due to a reduction in special projects carried over from last fiscal year and any balance will be carried over into FY 2022-23.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 374
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Miscellaneous Revenue $ 180 $ - $ - $ -
Total Revenues $ 180 $ - $ - $ -
Expenditures
Employee Compensation $ 98,923 $ 89,672 $ 101,876 $ 106,672 Employee Benefits $ 32,218 $ 34,440 $ 39,243 $ 40,237
Materials $ 7,719 $ 1,198 $ 23,726 $ 24,629
Contract Services $ 66,498 $ 119,268 $ 103,380 $ 107,308 Cost Allocation $ 454,929 $ 449,941 $ 652,087 $ 572,700 Special Projects $ - $ - $ 200,000 $ -
Contingencies $ - $ - $ 3,178 $ 3,298
Total Expenditures $ 660,287 $ 694,519 $ 1,123,490 $ 854,844 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 660,108 $ 694,519 $ 1,123,490 $ 854,844 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

DIRECTOR OF COMM

DEVELOPMENT

0.30 0.30 0.30 0.30
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
Total 0.50 0.50 0.50 0.50
There are no changes to the current level of staffing.

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Current Planning
Budget Unit 100-71-701
General Fund - Planning - Current Planning
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,037,500
Total Expenditures $ 3,132,994
Fund Balance $ -
General Fund Costs $ 2,095,494
% Funded by General Fund 66.9%
Total Staffing 10.2 FTE
Program Overview
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.

Service Objectives
Maintain a high level of customer service.

Provide assistance at the public counter, over the telephone, or via email.

Implement the City's General Plan, land use plans and Zoning Ordinance.

Evaluate Planning applications for consistency with City ordinance, General Plan goals, and applicable State and Federal regulations.

Coordinate internal review of Planning applications with other City departments.

Conduct environmental review of projects in compliance with California Environmental Quality Act (CEQA) and applicable regional, State and Federal regulations.

Provide technical analysis and recommendations to the Council, Planning Commission and Design Review Committee.

Review building permits to ensure implementation of zoning requirements, environmental mitigation measures and planning entitlement conditions of approval.

Proposed Budget
It is recommended that City Council approve a budget of $3,132,994 for the Current Planning program. This represents a decrease of $448,588 (-12.5%) from the FY 2021-22 Adopted Budget.

The decrease is due to a one-time request of $500,000 for Special Projects which was budgeted in FY 2021-22 for the Vallco SB35 project's legal fees and contracts. Any balance will be carried over into FY 2022-23.

The decrease in one-time projects is offset by additional staffing requests for portions of four new positions: a Planning Senior Planner (0.75), a Housing Senior Planner (0.10), an Associate Planner (0.25), and an Office Assistant (0.50).

FY 2022-23 Proposed Budget Community Development 376
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 1,129,604 $ 1,565,258 $ 1,000,000 $ 1,000,000 Miscellaneous Revenue $ 57,522 $ 65,774 $ 37,500 $ 37,500 Total Revenues $ 1,187,126 $ 1,631,032 $ 1,037,500 $ 1,037,500 Expenditures
Employee Compensation $ 860,832 $ 945,545 $ 1,157,235 $ 1,302,876 Employee Benefits $ 337,398 $ 370,481 $ 498,374 $ 617,475 Materials $ 10,225 $ 4,848 $ 30,910 $ 32,086
Contract Services $ 9,983 $ 16,063 $ 1,464 $ 1,464
Cost Allocation $ 731,686 $ 1,139,030 $ 1,392,790 $ 1,178,254 Special Projects $ 306,761 $ 402,872 $ 500,000 $ -
Contingencies $ - $ - $ 809 $ 839
Total Expenditures $ 2,256,885 $ 2,878,839 $ 3,581,582 $ 3,132,994 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,069,758 $ 1,247,807 $ 2,544,082 $ 2,095,494 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 377
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0 0.60 0.60 0.60
ASSISTANT PLANNER 2.00 2.00 2.00 2.00
ASSOCIATE PLANNER 2.40 2.40 2.40 3.25
DEPUTY BOARD CLERK 0.60 0 0 0

DIRECTOR OF COMM

DEVELOPMENT

0.28 0.28 0.28 0.28
MANAGEMENT ANALYST 0.40 0.40 0.40 0.40
OFFICE ASSISTANT 0 0 0 0.50
PERMIT TECHNICIAN 0 0 1.00 1.00
PLANNING MANAGER 0.50 0.50 0.50 0.50
SENIOR PLANNER 1.25 1.40 1.40 1.65
Total 7.43 7.58 8.58 10.18
The increase in staffing is due to requests to add a Planning Senior Planner (0.75), Housing Senior Planner (0.10), Associate Planner (0.25), and Office Assistant (0.50). Positions were also reallocated in FY 2021-22.

A planner performs difficult and complex environmental review work pursuant to California Environmental Quality Act (CEQA) and participates in all phases of environmental review; assists in planning and coordinating complex activities related to current and long-range planning; serves as project manager for complex zoning and planning administration, special projects, and policy development; completes technical assessments and prepares wriWen project analyses; performs community outreach and education; provides technical and functional direction to planning staff; and performs related work as required.

The Office Assistant will provide administrative support to Planning and Housing divisions. Tasks include but are not limited to: answering telephones and providing accurate information and answers to general questions, processing invoices for payment, and performing a variety of support duties related to the work unit to assist staff in routine office activities.

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Mid and Long Term Planning
Budget Unit 100-71-702
General Fund - Planning - Mid and Long Term Planning
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 138,750
Total Expenditures $ 1,221,488
Fund Balance $ -
General Fund Costs $ 1,082,738
% Funded by General Fund 88.6%
Total Staffing 4.5 FTE
Program Overview
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.

Service Objectives
Review and amend the City's General Plan, Housing Element, and Municipal Code, including the Zoning Ordinance, Specific, Conceptual and Master Plans.

Ensure City processes and regulations are in compliance with State and Federal regulations, including the California Environmental Quality Act (CEQA).

Review and implement policies in the General Plan, Housing Element, Zoning Ordinance, Specific, Conceptual and Master Plans.

Coordinate with various local, regional, State and Federal agencies on projects.

Facilitate the planning and implementation of the City Council's annual community development goals and objectives.

Proposed Budget
It is recommended that City Council approve a budget of $1,221,488 for the Mid and Long Term Planning program. This represents a decrease of $500,381 (-29.1%) from the FY 2021-22 Adopted Budget.

This decrease is mainly due to a reduction in special projects and is offset by increased salary and benefits due to the new position request for a Senior Planner (0.25) and Associate Planner (0.75).

Revenues and Expenditures
FY 2022-23 Proposed Budget Community Development 379
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 17,930 $ 88,474 $ 135,000 $ 135,000 Miscellaneous Revenue $ - $ 12,691 $ 3,750 $ 3,750
Total Revenues $ 17,930 $ 101,165 $ 138,750 $ 138,750
Expenditures
Employee Compensation $ 333,541 $ 384,105 $ 529,702 $ 608,025 Employee Benefits $ 125,704 $ 145,049 $ 223,676 $ 274,043 Materials $ 2,307 $ 11,201 $ 14,260 $ 14,802
Contract Services $ 8,911 $ 1,339 $ 7,500 $ 7,500
Cost Allocation $ 170,561 $ 264,123 $ 317,062 $ 316,560 Special Projects $ 270,101 $ 90,191 $ 620,000 $ -
Contingencies $ - $ 293 $ 9,669 $ 558
Total Expenditures $ 911,125 $ 896,301 $ 1,721,869 $ 1,221,488 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 893,195 $ 795,136 $ 1,583,119 $ 1,082,738 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 380
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0 0.15 0.15 0.15
ASSOCIATE PLANNER 0.60 0.60 0.60 1.75
DEPUTY BOARD CLERK 0.15 0 0 0

DIRECTOR OF COMM

DEVELOPMENT

0.24 0.24 0.24 0.24
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
PLANNING MANAGER 0.60 0.60 0.60 0.60
SENIOR PLANNER 0.65 0.70 1.70 1.55
Total 2.44 2.49 3.49 4.49
The increase in staffing is due to requests to add a Senior Planner (0.25) and Associate Planner (0.75). Positions were also reallocated in FY 2021-22.

A planner performs difficult and complex environmental review work pursuant to California Environmental Quality Act (CEQA) and participates in all phases of environmental review; assists in planning and coordinating complex activities related to current and long-range planning; serves as project manager for complex zoning and planning administration, special projects, and policy development; completes technical assessments and prepares wriWen project analyses; performs community outreach and education; provides technical and functional direction to planning staff; and performs related work as required.

FY 2022-23 Proposed Budget Community Development 381
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Annexations
Budget Unit 100-71-704
General Fund - Planning - Annexations
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The Annexations program was created in FY 2014-15 to account for annexations of property from outside city limits. This program will remain in order to maintain historical data however, once all prior year data as listed in the table below is $0, this program will be removed.

Service Objectives
Identify and process annexations
Proposed Budget
There is no budget requested for this program.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 382
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Cost Allocation $ - $ 727 $ - $ -
Total Expenditures $ - $ 727 $ - $ -
Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ 727 $ - $ -
Staffing
There is no staffing associated with this program.

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Economic Development
Budget Unit 100-71-705
General Fund - Planning - Economic Development
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2021-22, the Economic Development program was transferred to the City Manager's Office aNer budget adoption and reported to Council in the City's first quarter financial report. The Economic Development program specifically targets business retention, expansion, and aWraction with a focus on small business development, in order to support the City's financial stability. Information for this budget can be found in the Administrative Department.

Service Objectives
Provide assistance and support to businesses to enable job creation, new business formation, private investment, and industry evolution.

Conduct outreach to existing small businesses to create strong working relationships.

Collaborate with internal city team members to keep the needs of businesses in the forefront when reviewing applications and projects.

Partner with local business associations, agencies, and organizations to create a strong and cohesive network offering business support and assistance.

Provide the public with current data and information easily accessible online or in printed format.

Assist with policy formation to align with business and community goals.

Proposed Budget
There is no budget requested for this program.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 384
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Materials $ - $ - $ 53,848 $ -
Contract Services $ - $ - $ 243,000 $ -
Cost Allocation $ - $ - $ 13,227 $ -
Special Projects $ - $ - $ 14,100 $ -
Contingencies $ - $ - $ 7,899 $ -
Total Expenditures $ - $ - $ 332,074 $ -
Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ - $ 332,074 $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget

ECONOMIC DEVELOPMENT

MANAGER
0 0 1.00 0
Total 0 0 1.00 0
In FY 2021-22, the Economic Development program was transferred to the City Manager's Office.

FY 2022-23 Proposed Budget Community Development 385
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CDBG General Admin
Budget Unit 260-72-707
CDBG - Housing Services - CDBG General Admin
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 88,356
Total Expenditures $ 155,589
Fund Balance $ (67,233)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.6 FTE
Program Overview
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.

Service Objectives
Prepare and submit an Annual Plan to the US Department of Housing and Urban Development (HUD).

Prepare and submit annual Consolidated Annual Performance and Evaluation Report (CAPER) to HUD.

Prepare and submit a five-year Consolidated Plan to HUD.

Meet quarterly with Santa Clara County CDBG Coordinators.

Conduct four-eight public hearings per year to allocate CDBG funding, review Annual Plan, CAPER, and Consolidated Plan.

Provide technical assistance to grantees and applicants.

Monitor grantees for compliance with federal regulations.

Proposed Budget
It is recommended that City Council approve a budget of $155,589 for the CDBG General Admin program. This represents an increase of $31,213 (25.1%) from the FY 2021-22 Adopted Budget.

The increase is due to employee compensation and benefits due to an increase in staffing.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 386
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ 75,442 $ 270,062 $ 79,439 $ 88,356 Total Revenues $ 75,442 $ 270,062 $ 79,439 $ 88,356
Expenditures
Employee Compensation $ 57,144 $ 70,332 $ 84,330 $ 104,594 Employee Benefits $ 27,543 $ 33,073 $ 40,046 $ 50,995
Materials $ - $ 440,223 $ - $ -
Total Expenditures $ 84,687 $ 543,628 $ 124,376 $ 155,589 Fund Balance $ (9,245) $ (273,566) $ (44,937) $ (67,233) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget PLANNING MANAGER 0.39 0.39 0.39 0.39
SENIOR PLANNER 0 0.10 0.10 0.20
Total 0.39 0.49 0.49 0.59
The division is requesting the addition of a Senior Planner (0.10). Tasks include but are not limited to: Ongoing and regular duties of the Housing Division include the Housing Commission, management of the City’s Housing and Human Services Grants Program (capital housing projects and public services) and the Community Development Block Grant, management of the City’s Below Market Rate Housing Program, and implementation of the Housing Element.

FY 2022-23 Proposed Budget Community Development 387
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CDBG Capital/Housing Projects
Budget Unit 260-72-709
CDBG - Housing Services - CDBG Capital/Housing Projects Budget at a Glance
2023 Proposed Budget
Total Revenues $ 340,858
Total Expenditures $ 337,558
Fund Balance $ 3,300
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This portion of the Community Development Block Grant (CDBG) federal entitlement program is reserved for 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. CDBG Capital/Housing costs represent 65% of the City's annual federal CDBG allocation plus prior year program income.

Service Objectives
Issue Requests for Proposals (RFPs) on an annual basis for Capital/Housing Projects.

Review applications and make funding recommendations to Housing Commission and City Council.

On a quarterly basis, monitor grants, disburse funding, and collect demographic information from each grantee.

Review quarterly reports and reimbursements requests from agencies and enter data into HUD IDIS program.

Coordinate entitlement process with the Planning Division for affordable development projects.

Monitor project progress of grantees through the construction phase.

Coordinate CEQA/NEPA environmental review processes for all affordable developments.

Coordinate preparation of all grant and loan agreements, Deeds of Trust, Promissory Notes, and Regulatory Agreements.

On an annual basis, prepare grant agreements or amendments for each grantee.

Provide technical assistance to grantees and applicants.

Monitor grantees for compliance with federal regulations.

Proposed Budget
It is recommended that City Council approve a budget of $337,558 for the CDBG Capital/Housing Projects program. This represents an increase of $16,074 (5.0%) from the FY 2021-22 Adopted Budget.

FY 2022-23 Proposed Budget Community Development 388
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The City has not yet received notice from the US Department of Housing and Urban Development (HUD) for its FY 2022-23 CDBG funding allocation. The estimate is expected to be updated when more information is known.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 2,581 $ 2,333 $ 3,300 $ 3,300 Intergovernmental Revenue $ 227,111 $ 229,369 $ 321,445 $ 337,558 Total Revenues $ 229,692 $ 231,702 $ 324,745 $ 340,858
Expenditures
Materials $ 227,111 $ 229,369 $ 321,484 $ 337,558
Total Expenditures $ 227,111 $ 229,369 $ 321,484 $ 337,558 Fund Balance $ 2,581 $ 2,333 $ 3,261 $ 3,300
General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

FY 2022-23 Proposed Budget Community Development 389
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CDBG Public Service Grants
Budget Unit 260-72-710
CDBG - Housing Services - CDBG Public Service Grants
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 66,267
Total Expenditures $ 61,852
Fund Balance $ 4,415
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This portion of the Community Development Block Grant (CDBG) federal entitlement program is reserved for grants to nonprofit agencies serving low- and moderate-income Cupertino residents. The agencies provide services such as food assistance, job training, emergency housing, legal assistance, etc. CDBG Public Services costs represent 15% of the City's annual federal CDBG allocation plus prior year program income.

Service Objectives
Issue Requests for Proposals (RFPs) on a bi- or tri-annual basis for public services programs.

Review applications and make funding recommendations to Housing Commission and City Council.

On a quarterly basis, monitor grants, disburse funding, and collect demographic information from each grantee.

Review quarterly reports and reimbursements requests from agencies and enter data into HUD IDIS program.

On an annual basis, prepare grant agreements or amendments for each grantee.

Provide technical assistance to grantees and applicants.

Monitor grantees for compliance with federal regulations.

Proposed Budget
It is recommended that City Council approve a budget of $61,852 for the CDBG Public Service Grants program.

This represents a decrease of $1,260 (-2.0%) from the FY 2021-22 Adopted Budget.

The City has not yet received notice from the US Department of Housing and Urban Development (HUD) for its FY 2022-23 CDBG funding allocation. The estimate is expected to be updated when more information is known.

Revenues and Expenditures
FY 2022-23 Proposed Budget Community Development 390
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Intergovernmental Revenue $ 54,974 $ 59,579 $ 63,112 $ 66,267 Total Revenues $ 54,974 $ 59,579 $ 63,112 $ 66,267
Expenditures
Materials $ 54,974 $ 59,613 $ 63,112 $ 61,852
Total Expenditures $ 54,974 $ 59,613 $ 63,112 $ 61,852
Fund Balance $ - $ (34) $ - $ 4,415
General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

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BMR Affordable Housing Fund
Budget Unit 265-72-711
BMR Housing - Housing Services - BMR Affordable Housing Fund Budget at a Glance
2023 Proposed Budget
Total Revenues $ 8,002,202
Total Expenditures $ 1,197,398
Fund Balance $ 6,804,804
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.5 FTE
Program Overview
This program covers administration of the Below Market Rate (BMR) Housing program.

Service Objectives
Contract with BMR Program Administrator annually for services relating to rental and ownership units.

Prepare and monitor agreement, process monthly reimbursement requests, and provide technical assistance to BMR Program Administrator.

Review and maintain the Policy and Procedures Manual for Administering Deed Restricted Affordable Housing Units (BMR Manual).

Review and maintain the BMR Housing Mitigation Program Procedural Manual (Housing Mitigation Manual)
Proposed Budget
It is recommended that City Council approve a budget of $1,197,398 for the BMR Affordable Housing Fund program. This represents a decrease of $111,734 (-8.5%) from the FY 2021-22 Adopted Budget.

This decrease is primarily due to a reduction in special projects carried over from last fiscal year and any balance will be carried over into FY 2022-23. This is offset by an increase in salary and benefits due to new positions request.

The increase in the housing mitigation revenue is due to the office project at 19191 Vallco Parkway.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 392
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Taxes $ 39,000 $ 197,661 $ 3,611,855 $ 8,002,202
Charges for Services $ 1,442 $ 7,270 $ - $ -
Miscellaneous Revenue $ 1,515 $ - $ - $ -
Total Revenues $ 41,957 $ 204,931 $ 3,611,855 $ 8,002,202 Expenditures
Employee Compensation $ 58,884 $ 108,157 $ 170,709 $ 320,797 Employee Benefits $ 28,396 $ 48,043 $ 80,982 $ 164,609
Materials $ 257,581 $ 310,416 $ 330,371 $ 341,026
Contract Services $ 174,121 $ 69,130 $ 226,588 $ 226,600 Cost Allocation $ 28 $ 48,843 $ 100,482 $ 144,366
Special Projects $ 1,746 $ 81,311 $ 400,000 $ -
Total Expenditures $ 520,756 $ 665,900 $ 1,309,132 $ 1,197,398 Fund Balance $ (478,799) $ (260,968) $ 2,302,723 $ 6,804,804 General Fund Costs $ - $ 200,000 $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget OFFICE ASSISTANT 0 0 0 0.50
PLANNING MANAGER 0.41 0.41 0.41 0.41
SENIOR PLANNER 0 0.80 0.80 1.60
Total 0.41 1.21 1.21 2.51
The division is requesting the addition of an Office Assistant (0.50) will provide administrative support to Planning and Housing divisions and Senior Planner (0.80). Tasks include but are not limited to: answering the telephone and providing accurate information and answers to general questions, processing invoices for payment, and performing a variety of support duties related to the work unit to assist staff in routine office activities. The City needs additional staff to allow for the Housing Division to engage in important topics such as legislation, and homelessness, and seek additional funding sources for affordable housing.

FY 2022-23 Proposed Budget Community Development 393
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Human Service Grants
Budget Unit 100-72-712
General Fund - Housing Services - Human Service Grants
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 123,965
Fund Balance $ -
General Fund Costs $ 123,965
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City of Cupertino sets aside $100,000 from its General Fund for non-profit agencies providing services to low- and moderate-income Cupertino residents. Eligible programs include senior services, homeless services, and others that serve low- and moderate-income residents.

Service Objectives
Issue Requests for Proposals (RFPs) on a bi- or tri-annual basis for public services programs.

Review applications and make funding recommendations to Housing Commission and City Council.

On a quarterly basis, monitor grants, disburse funding, and collect demographic information from each grantee.

Review quarterly reports and reimbursements requests from agencies.

On an annual basis, prepare grant agreements or amendments for each grantee.

Provide technical assistance to grantees and applicants.

Monitor grantees for compliance.

Proposed Budget
It is recommended that City Council approve a budget of $123,965 for the Human Service Grants program.

This represents a decrease of $97 (-0.1%) from the FY 2021-22 Adopted Budget.

The decrease is due to a decrease in cost allocation. The budget is relatively unchanged from the last fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 394
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Materials $ 83,600 $ 113,112 $ 115,780 $ 115,780
Cost Allocation $ 2,840 $ 4,431 $ 5,387 $ 5,290
Contingencies $ - $ - $ 2,895 $ 2,895
Total Expenditures $ 86,440 $ 117,543 $ 124,062 $ 123,965 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 86,440 $ 117,543 $ 124,062 $ 123,965 Staffing
There is no staffing associated with this program.

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General Building
Budget Unit 100-73-713
General Fund - Building - General Building
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 315,000
Total Expenditures $ 935,194
Fund Balance $ -
General Fund Costs $ 620,194
% Funded by General Fund 66.3%
Total Staffing 3.1 FTE
Program Overview
The General Building program 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 aWributed to the built environment; and to provide safety to fire fighters and emergency responders during emergency operations.

Service Objectives
Provide efficient and friendly service that will assist customers with their building permit goals and objectives.

Continue to streamline the workflow process to provide efficient and friendly customer service.

Work proactively to enhance the public interface and information systems.

Continue efforts to create a more effective records management system and land use data system using Geographic Information System (GIS).

Increase staff knowledge through in-house training, meetings, and seminars Proposed Budget
It is recommended that City Council approve a budget of $935,194 for the General Building program. This represents a decrease of $84,557 (-8.3%) from the FY 2021-22 Adopted Budget.

The decrease is due to a decrease in cost allocation.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Community Development 396
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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Licenses and Permits $ 277,460 $ 308,976 $ 315,000 $ 315,000 Total Revenues $ 277,460 $ 308,976 $ 315,000 $ 315,000
Expenditures
Employee Compensation $ 390,103 $ 452,234 $ 465,040 $ 429,712 Employee Benefits $ 161,280 $ 187,633 $ 210,336 $ 212,488 Materials $ 8,745 $ 3,196 $ 17,603 $ 18,273
Cost Allocation $ 258,746 $ 290,487 $ 326,332 $ 274,264 Special Projects $ 16,837 $ - $ - $ -
Contingencies $ - $ - $ 440 $ 457
Total Expenditures $ 835,711 $ 933,550 $ 1,019,751 $ 935,194 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 558,252 $ 624,574 $ 704,751 $ 620,194 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 0.50 0.50 0.50 0.50
ASSIST DIR OF COMMITY DEV 0.60 0.60 0.60 0.60
DEPUTY BUILDING OFFICIAL 0.20 0.20 0.20 0.20

DIRECTOR OF COMM

DEVELOPMENT

0.12 0.12 0.12 0.12
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
OFFICE ASSISTANT 0.50 0.50 0.50 0.50
PERMIT CENTER MANAGER 0.20 0.20 0.20 0.20
PERMIT TECHNICIAN 0.60 0.60 0.60 0.60
SR BUILDING INSPECTOR 0.20 0.20 0.20 0.20
Total 3.12 3.12 3.12 3.12
There are no changes to the current level of staffing.

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Building Plan Review
Budget Unit 100-73-714
General Fund - Building - Building Plan Review
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,500,000
Total Expenditures $ 2,116,415
Fund Balance $ -
General Fund Costs $ 616,415
% Funded by General Fund 29.1%
Total Staffing 6.7 FTE
Program Overview
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.

Service Objectives
Provide a streamlined building plan review system that will ensure plans comply with all applicable state and local codes and ordinances.

Continue to streamline the internal application processing system and permit review process.

Confer with design professionals on project application and pre-application meetings.

Provide general code information for property owners, design professionals, developers, contractors and the general public.

Assist building inspectors in difficult or unusual code interpretation as it applies to various buildings and structures.

Assist in training of building inspectors and permit technicians in conducting residential and minor commercial plan review.

Proposed Budget
It is recommended that City Council approve a budget of $2,116,415 for the Building Plan Review program.

This represents a decrease of $82,156 (-3.7%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year. The decrease in compensation and benefits is due to a change in staff.

Revenues and Expenditures
FY 2022-23 Proposed Budget Community Development 398
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Licenses and Permits $ 2,689,605 $ 1,528,688 $ 1,300,000 $ 1,500,000 Charges for Services $ 15,287 $ 11,463 $ - $ -
Miscellaneous Revenue $ 2,276 $ 7,719 $ - $ -
Total Revenues $ 2,707,168 $ 1,547,870 $ 1,300,000 $ 1,500,000 Expenditures
Employee Compensation $ 704,699 $ 716,267 $ 1,027,832 $ 892,976 Employee Benefits $ 324,457 $ 343,121 $ 517,937 $ 461,112 Materials $ 10,454 $ 2,968 $ 17,455 $ 26,896
Contract Services $ 985 $ 179,510 $ - $ -
Cost Allocation $ 382,304 $ 482,766 $ 634,911 $ 734,759 Special Projects $ 49,149 $ 25,700 $ - $ -
Contingencies $ - $ - $ 436 $ 672
Total Expenditures $ 1,472,048 $ 1,750,332 $ 2,198,571 $ 2,116,415 Fund Balance $ - $ - $ - $ -
General Fund Costs $ (1,235,121) $ 202,461 $ 898,571 $ 616,415 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0.25 0.25 0.25 0.25
ASSIST DIR OF COMMITY DEV 0.20 0.20 0.20 0.20
DEPUTY BUILDING OFFICIAL 0.80 0.80 0.80 0.80
OFFICE ASSISTANT 0.25 0.25 0.25 0.25
PERMIT CENTER MANAGER 0.80 0.80 0.80 0.80
PERMIT TECHNICIAN 2.40 2.40 2.40 2.40
PLAN CHECK ENGINEER 2.00 1.00 2.00 2.00
Total 6.70 5.70 6.70 6.70
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There are no changes to the current level of staffing.

FY 2022-23 Proposed Budget Community Development 400
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Building Code Enforcement
Budget Unit 100-73-715
General Fund - Building - Building Code Enforcement
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,700,000
Total Expenditures $ 1,432,502
Fund Balance $ -
General Fund Costs $ (267,498)
% Funded by General Fund -18.7%
Total Staffing 5.2 FTE
Program Overview
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 structures within the City of Cupertino 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 aWributed 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.

Service Objectives
Build and maintain a positive working relationship with co-workers, other city employees and the general public using principles of quality customer service.

Build and maintain a partnership with property owners, developers, and contractors to help our customers meet their building occupancy goals.

Perform building inspections within 48 hours of receiving the request.

Consistently and accurately document non-complying code issues to ensure proper and safe installation of routine and complex building systems.

Ensure that minimum building code safety requirements are met in all phases of construction for structural, electrical, plumbing, mechanical and accessibility installations.

Educate community members about life and safety inspection issues as they occur before and during the construction process.

Work with owners, developers, and contractors to implement principles of green building as required in the CALGreen Building Code and Cupertino green building requirements.

Proposed Budget
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Proposed Budget
It is recommended that City Council approve a budget of $1,432,502 for the Building Code Enforcement program. This represents a decrease of $48,923 (-3.3%) from the FY 2021-22 Adopted Budget.

The decrease is due to a decrease in cost allocation. The budget is relatively unchanged from the last fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Licenses and Permits $ 1,698,495 $ 2,196,881 $ 1,500,000 $ 1,700,000 Total Revenues $ 1,698,495 $ 2,196,881 $ 1,500,000 $ 1,700,000 Expenditures
Employee Compensation $ 614,038 $ 577,025 $ 675,434 $ 673,616 Employee Benefits $ 280,247 $ 272,936 $ 326,593 $ 341,524 Materials $ 22,485 $ 13,423 $ 22,867 $ 23,682
Contract Services $ 6,659 $ - $ - $ -
Cost Allocation $ 277,818 $ 395,969 $ 455,997 $ 393,088 Special Projects $ 19,641 $ 2,094 $ - $ -
Contingencies $ - $ - $ 534 $ 592
Total Expenditures $ 1,220,888 $ 1,261,447 $ 1,481,425 $ 1,432,502 Fund Balance $ - $ - $ - $ -
General Fund Costs $ (477,606) $ (935,435) $ (18,575) $ (267,498) Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget ADMINISTRATIVE ASSISTANT 0.25 0.25 0.25 0.25
ASSIST DIR OF COMMITY DEV 0.20 0.20 0.20 0.20
BUILDING INSPECTOR 3.72 3.72 3.72 3.72
OFFICE ASSISTANT 0.25 0.25 0.25 0.25
SR BUILDING INSPECTOR 0.73 0.73 0.73 0.73
Total 5.15 5.15 5.15 5.15
There are no changes to the current level of staffing.

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Muni Code Enforcement
Budget Unit 100-73-718
General Fund - Building - Muni Code Enforcement
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 84,454
Fund Balance $ -
General Fund Costs $ 84,454
% Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
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, unpermiWed 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.

Service Objectives
Respond to citizen, City department, or outside agency referrals within 48 hours.

Provide services with an emphasis on community education and customer service.

Enforce the codes in a fair, equitable, and objective manner.

Proposed Budget
It is recommended that City Council approve a budget of $84,454 for the Muni Code Enforcement program.

This represents a decrease of $2,164 (-2.5%) from the FY 2021-22 Adopted Budget.

The decrease is due to a decrease in cost allocation. The budget is relatively unchanged from the last fiscal year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 30,013 $ 27,958 $ 32,750 $ 33,129 Employee Benefits $ 13,691 $ 13,182 $ 15,815 $ 16,438
Materials $ 1,084 $ (34) $ 80 $ 80
Cost Allocation $ 56,117 $ 36,878 $ 37,973 $ 34,805
Contingencies $ - $ - $ - $ 2
Total Expenditures $ 100,905 $ 77,984 $ 86,618 $ 84,454 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 100,905 $ 77,984 $ 86,618 $ 84,454 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget BUILDING INSPECTOR 0.20 0.20 0.20 0.20
SR BUILDING INSPECTOR 0.05 0.05 0.05 0.05
Total 0.25 0.25 0.25 0.25
There are no changes to the current level of staffing.

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Code Enforcement
Budget Unit 100-74-202
General Fund - Code Enforcement - Code Enforcement
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 225,000
Total Expenditures $ 1,246,971
Fund Balance $ -
General Fund Costs $ 1,021,971
% Funded by General Fund 82.0%
Total Staffing 4.0 FTE
Program Overview
The Code Enforcement program 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.

Service Objectives
Respond to resident, City department, or outside agency referrals within 48 hours.

Provide services with an emphasis on community education and customer service.

Enforce the codes in a fair, equitable, and objective manner.

Manage the animal control services contract with the City of San José.

Proposed Budget
It is recommended that City Council approve a budget of $1,246,971 for the Code Enforcement program. This represents an increase of $44,579 (3.7%) from the FY 2021-22 Adopted Budget.

The increase primarily due to a increase in employee compensation, benefits for new positions request and is offset by a reduction cost allocation.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ 5,082 $ 4,768 $ - $ -
Fines and Forfeitures $ 127,723 $ 26,998 $ 225,000 $ 225,000 Miscellaneous Revenue $ 521 $ - $ - $ -
Total Revenues $ 133,326 $ 31,766 $ 225,000 $ 225,000
Expenditures
Employee Compensation $ 372,534 $ 356,222 $ 402,920 $ 438,824 Employee Benefits $ 167,450 $ 161,704 $ 183,330 $ 231,321 Materials $ 10,119 $ 6,458 $ 18,310 $ 19,006
Contract Services $ 258,341 $ 284,040 $ 311,793 $ 311,793 Cost Allocation $ 105,495 $ 274,009 $ 277,786 $ 237,757 Contingencies $ - $ - $ 8,253 $ 8,270
Total Expenditures $ 913,939 $ 1,082,433 $ 1,202,392 $ 1,246,971 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 780,613 $ 1,050,667 $ 977,392 $ 1,021,971 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
CODE ENFORCEMENT OFFICER 0 1.00 1.00 2.00

SR CODE ENFORCEMENT

OFFICER

3.00 2.00 2.00 2.00
Total 3.00 3.00 3.00 4.00
The division is requesting a conversion of a part-time Code Enforcement Officer to full-time. The Code Enforcement Officer will receive, record, respond to, and investigate complaints from the public and staff regarding violations of municipal, building, and zoning codes and ordinances such as noise, graffiti abatement, property maintenance, animal nuisance, parking enforcement, sign enforcement, and traffic control; documents violations, researches ownership records, prior complaints, municipal codes and ordinances, and state regulations to establish whether a violation has occurred; enforces City field and park use policies; investigates permit and business license violations such as land use, use, and tree removal; Issue warning notices, notices to appear, and administrative citations.

FY 2022-23 Proposed Budget Community Development 407
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Public Works
FY 2022-23 Proposed Budget Public Works 409
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Department Overview
Budget Units
Budget Unit Program 2023 Proposed Budget
Public Works Administration $ 1,158,135
100-80-800 Public Works Administration $ 1,158,135
Environmental Programs $ 4,352,489
520-81-801 Resource Recovery $ 2,285,090
230-81-802 Non-Point Source $ 1,226,654
230-81-853 Storm Drain Fee $ 25,528
230-81-854 General Fund Subsidy $ 30,215
230-81-855 Storm Drain Maintenance $ 785,002
Developmental Services $ 3,276,401
100-82-804 Plan Review $ 1,471,996
100-82-806 CIP Administration $ 1,804,405
Service Center $ 1,290,762
100-83-807 Service Center Administration $ 1,290,762
Grounds $ 6,784,938
100-84-808 McClellan Ranch Park $ 235,194
100-84-809 Memorial Park $ 871,977
100-84-811 BBF Ground Maintenance $ 298,534
100-84-812 School Site Maintenance $ 1,630,018
100-84-813 Neighborhood Parks $ 2,687,196
100-84-814 Sport Fields Jollyman, Creekside $ 881,604
100-84-815 Civic Center Maintenance $ 180,415
Streets $ 10,242,641
100-85-818 Storm Drain Maintenance $ -
270-85-820 Sidewalk Curb and Gutter $ 1,982,206
270-85-821 Street Pavement Maintenance $ 4,587,213
270-85-822 Street Sign Marking $ 829,894
100-85-848 Street Lighting $ 1,024,841
630-85-849 Equipment Maintenance $ 1,594,350
Total $ 40,541,041
FY 2022-23 Proposed Budget Public Works 411
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100-85-850 Environmental Materials $ 224,137
Trees and Right of Way $ 4,259,367
100-86-261 Trail Maintenance $ 232,764
100-86-824 Overpasses and Medians $ 1,802,896
100-86-825 Street Tree Maintenance $ 1,681,931
100-86-826 Sheriff Work Program $ 541,776
Facilities and Fleet $ 5,546,934
560-87-260 BBF Golf Maintenance $ 133,586
100-87-827 City Hall Maintenance $ 548,697
100-87-828 Library Maintenance $ 667,502
100-87-829 Service Center Maintenance $ 435,665
100-87-830 Quinlan Community Center Maintenance $ 638,815 100-87-831 Senior Center Maintenance $ 616,786
100-87-832 McClellan Ranch Maintenance $ 238,267
100-87-833 Monta Vista Community Center Maintenance $ 202,498 100-87-834 Wilson Park Maintenance $ 104,887
100-87-835 Portal Park Maintenance $ 69,185
570-87-836 Sports Center Maintenance $ 640,197
100-87-837 Creekside Park Maintenance $ 111,461
100-87-838 Community Hall Maintenance $ 255,256
100-87-839 Teen Center Maintenance $ 50,100
100-87-840 Park Bathrooms Maintenance $ 212,702
100-87-841 Blackberry Farm Maintenance $ 578,769
100-87-852 Franco Traffic Operations Center $ 17,036
100-87-857 City Hall Annex $ 25,525
Transportation $ 2,952,484
100-88-844 Traffic Engineering $ 1,480,072
100-88-845 Traffic Signal Maintenance $ 811,350
100-88-846 Safe Routes 2 School $ 661,062
Non-Departmental $ 676,890
210-90-978 Minor Storm Drain Improvement $ -
Budget Unit Program 2023 Proposed Budget
Total $ 40,541,041
FY 2022-23 Proposed Budget Public Works 412
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630-90-985 Fixed Assets Acquisition $ 676,890
Total $ 40,541,041
Budget Unit Program 2023 Proposed Budget
FY 2022-23 Proposed Budget Public Works 413
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Budget at a Glance
2023 Proposed Budget
Total Revenues $ 8,770,083
Total Expenditures $ 40,541,041
Fund Balance $ (9,063,953)
General Fund Costs $ 22,768,145
% Funded by General Fund 56.2%
Total Staffing 94.1 FTE
Organization
Matt Morley, Director of Public Works
FY 2022-23 Proposed Budget Public Works 414
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Performance Measures
Capital Project Delivery
Goal: Develop and deliver projects on time and within budget that serve the resident's needs and supports the City's stability and growth.

Benefit: Residents and businesses are assured their community is being improved by insightful, targeted and efficient use of taxes and fees towards maintaining and improving the City's facilities and assets.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Percentage of projects completed on
budget 95% 90% 100% 95%
Percentage of construction projects
completed on time 78% 90% 100% 95%
*FY21: 10 projects completed, 9 projects on budget and time *FY22: 2 projects completed
Environment
Goal: Protect our natural environment for current and future generations.

Benefit: Current and future residents enjoy a healthy, sustainable environment.

FY 2022-23 Proposed Budget Public Works 415
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Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Percent of businesses in compliance
during annual proactive stormwater
pollution prevention inspections
95% 96% N/A* 75%
Percent of non-exempt businesses
and multi-family accounts separating
organics
CY 2019
64% 79%** 81%***
100% by
7/1/2022
(SB1383)
Percent trash/litter reduction
achieved to meet Stormwater Permit
requirements
92% 88% N/A**** 100% by
7/1/2022
Diversion rate from all single-family,
multi-family, and commercial
accounts as reported by Recology
tonnage reports
54% 53% 52% 55%
Respond to reports of actual or
potential discharge the same business
day
89% 89% 97% 95%
% of plan reviews completed in
required number of days 83% 90% 91% 100%
Cubic yards of compost distributed
via compost site 740 CY 1,165 CY 240 CY 1,000 CY
% of vegetation obstructions resolved
within 15 days from time of report* 38% 31% 35% 100%
*Inspections occur in the spring only
**as of 12/31/2020
***as of 9/7/2021
****calculated for Annual Report in September
Development Services
Goal: Provide timely review and permiWing of privately completed improvements within the public right of way.

Benefit: Customers can expect quality reviews and permiWing on a defined schedule, and the community can expect quality public facilities.

FY 2022-23 Proposed Budget Public Works 416
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Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Respond to complete plan submittals
or applications within two (2) weeks 95% 93% 95% 90%
Respond to complete encroachment
permit applications within two (2)
weeks
93% 92% 94% 90%
Respond to public inquiries at the
Public Works counter in City Hall
within 15 minutes
95% * * 95%
*In-person counter closed starting March 2020
Grounds Division
Goal: Provide well maintained, clean, and safe areas for the community’s recreational use and enjoyment at optimal life cycle costs.

Benefit: Cupertino has a well maintained public park system that meets the needs of the community and is beneficial to personal wellness.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Percentage of 311 requests that are
responded to and closed within 3
business days
72% 74% 85% 80%
Percentage of the 2,964 park
inspections, including play grounds,
performed 3 times weekly
100% 100% 50% 100%
Percentage of Backflow Prevention
Devices inspected, tested and
repaired annually
100% 100% 50% 100%
Streets Division
Goal: Timely maintenance of public sidewalks, streets, streetlights and storm drain system in good condition to ensure safe, environmentally compliant, and accessible infrastructure that minimizes liability and has an optimal life cycle cost.

Benefit: Cupertino has well maintained street and storm drain systems that meet the needs of the community.

FY 2022-23 Proposed Budget Public Works 417
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Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Pavement condition index (PCI) > or
equal to 82 85 85 85 82
Percent of the 2199 storm drain inlets
inspected and cleaned in fiscal year 94% 95% 1% 100%
Percent of Inlets with Trash Capture
Screens inspected and cleaned twice
yearly
100% 100% 50% 100%
Percentage of roadway regulatory &
street name signs repaired or
replaced

5.1% 5.5% 2.8% 7%
Percentage of trip and fall complaints
investigated and mitigated within 2
business days
100% 100% 100% 98%
Percentage of reported streetlight
outages investigated and repaired in
3 business days
89% 90% 90% 90%
Trees and Right of Way Division
Goal: Maintain and enhance the City's street trees and medians to ensure a safe, healthy and environmentally conscious Urban Forest.

Benefit: Cupertino has a healthy and safe urban forest and medians provide good aesthetic and environmental value.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Percentage of 311 requests that are
responded to and closed within 3
business days
96% 95% 83% 95%
Percentage of trees inspected and
maintained in the yearly maintenance
zone (8 year maintenance cycle)
76% 97% 23% 100%
Percentage of trees planted versus
trees removed
# planted/# removed
76%
69/91
92%
187/202
78%
66/84 101%
FY 2022-23 Proposed Budget Public Works 418
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Facilities and Fleet Division
Goal: Timely maintain City Facilities and City Fleet to meet staff, community and environmental requirements at an optimal life cycle cost.

Benefit: Cupertino has well-maintained, usable, and safe facilities and fleet in order to meet the needs of staff and the community.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Percentage of preventative
maintenance work orders completed
for Fleet assets within 14 days of the
due date.
82% 83% 97% 85%
Percentage of facilities maintenance
requests closed within 30 days. 90% 89% 83% 90%
Transportation Division
Goal: Ensure the efficiency and safety of the transportation system for all modes of travel.

Benefit: Having a safe and efficient transportation system that is inviting for all modes of travel.

Performance Measure
FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Ongoing
Target
Percentage of non-emergency traffic
signal requests addressed within 72
hours.
90% 90% 93% 100%
Percentage of emergency traffic signal
requests addressed within 2 hours. 100% 100% 100% 100%
Percentage of traffic engineering
requests responded to within 72 hours 95% 95% 95% 95%
Annual mileage increase of separated
bicycle lanes and pedestrian paths. 0.72 1.30 0.66 1 mile FY 2022-23 Proposed Budget Public Works 419
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Workload Indicators
Capital Improvement Program
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of projects started in the first year
funded 6/7 9/9 15/15
Number of active projects vs total number of
projects 33/40 58/71 59/64
Environmental Programs Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of actual versus potential discharges 75 actual
4 potential
71 actual
6 potential
40 actual
5 potential
Number of stormwater pollution prevention
industrial commercial inspections 155 135 0*
Number of building and demolition permits
reviewed 495 679 298
Number of non-exempt businesses and multifamily accounts required to separate organics 463 289** 293*** Tons of waste entering landfill from singlefamily, multi-family, and commercial accounts as reported by Recology
21,368 18,224 July 2021- Nov
2021: 7,583****
Number of visitors to compost site 1,333 2,489 625
Number of vegetation obstructions reported 80 87 63
*inspections occur in the spring only
**As of Dec 31, 2020
***As of Sept 7, 2021
****Dec 2021 report not available yet
FY 2022-23 Proposed Budget Public Works 420
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Developmental Services Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of development permit applications
received 105 127 100
Number of encroachment permit applications
received 418 577 217
Number of customers service visits 1139 0* 5*
*Permit Center closed Mar 2020-Mar 2022, Customers assisted by phone Grounds Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Maintain city grounds (#) with total acreage
(SF) 27 sites/148 AC 29 sites/149 AC 29 sites/149 AC
Maintain school sites (#)with total acreage (SF) 9 sites/46 AC 9 sites/46AC 9 sites/46 AC Total Number of 311 Requests 53 43 20
Total number of play grounds maintained 37 37 37
Total number of irrigation controllers
maintained 74 74 74
Total number of park trees maintained 4,132 4,098 4,098 Total number of park furniture maintained
(tables and benches) 431 431 431
Total number of city trash receptacles
maintained 420 420 420
Total number of backflow preventers
maintained 174 174 174
Streets Division
FY 2022-23 Proposed Budget Public Works 421
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Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Total roadway miles 138 138 138
Total concrete sidewalk miles 196 196 196
Total number of unique sidewalk repair sites
addressed 1770 697 658
Total square footage of sidewalk, curb and
gutter repaired/replaced 43,411 37,574 N/A
Total number of storm drain inlets 2,199 2,087 2,087
Total number of drain inlets with trash capture
devices 146 174 174
Total number of streetlights 3,287 3,287 3,287
Total number of roadway signs 9,979 10,054 10,123
Total miles of storm drain pipe maintained 104.7 104.7 104.7 Total number of crosswalks maintained 694 728 728
Total miles of pavement striping maintained 161 162 162 Total number of street miles swept monthly 696 696 696
Trees and Right of Way Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Total number of street trees 20,136 3,789 Trees
maintained
1,929 Trees
Maintained
Total acreage of medians maintained 40 AC 40 AC 40 AC
Total number of median islands maintained 286 286 286
Total square feet of median landscape
converted or installed to water efficient
landscaping
47,319 23,854 1,624
Total number of irrigation controllers
maintained 44 45 45
Total number of 311 Requests for tree
maintenance 197 634 219
Miles of pedestrian and bicycle trails
maintained 0.85 0.85 0.85
FY 2022-23 Proposed Budget Public Works 422
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Facilities and Fleet Division
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Total number of city facilities maintained 49/210,000 SF 51/221,500 SF 51/221,500 SF Total number of Fleet vehicles maintained 104 104 105
Total number of special equipment maintained
(tractors, trailers, chippers, riding mowers,
club car, forklift, generator)
129 317 317
Total number of small equipment maintained 516 356 356
Total number of work orders completed
1580 Facilities 1,426 Facilities 993 Facilities
628 Fleet 769 Fleet 399 Fleet
Fleet vehicles replaced with hybrid and/or
electric models 17 18 18
Annual number of site visits to ensure
janitorial compliance 848 2,829 2,622
Transportation
Workload Indicator FY 2020
July-June
FY 2021
July-June
FY 2022
July-Dec
Number of signalized intersections 60 60 60
Proposed Budget
It is recommended that City Council approve a budget of $40,541,041 for the Public Works department. This represents a decrease of $204,280 (-0.5%) from the FY 2021-22 Adopted Budget.

The budget is relatively unchanged from last fiscal year. The decrease in Cost Allocation is due to lower Human Resources and IT costs and is offset by increases in materials due to utility rate increases and restoration of services post-Covid, and salaries and benefits due to a request for a Management Analyst and Maintenance Worker Lead.

Historically, expenses have increased due to additional staffing, negotiated cost-of-living adjustments (COLA), utility rate increases, materials, contracts, and special projects. Materials typically increase by CPI, although utility rates have increased considerably more. Notably, a new custodial service contract and crossing guard FY 2022-23 Proposed Budget Public Works 423
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contract, both of which rely heavily on contract labor, saw significant increases over previous agreements.

Special Projects requests vary from year to year.

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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures

25.3%

16.7%

13.7%

10.7%

10.5%

8.1%

7.3% Streets
Grounds
Facilities and Fleet
Environmental Programs
Trees and Right of Way
Developmental Services
Transportation
Service Center
Public Works Administration
Non-Departmental
$30.6M $30.2M
$40.7M $40.5M
2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget FY 2022-23 Proposed Budget Public Works 425
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 362,504 $ 231,504 $ 309,466 $ 226,856 Intergovernmental Revenue $ 1,678,791 $ 2,331,864 $ 1,696,698 $ 1,537,425 Charges for Services $ 8,770,453 $ 7,040,041 $ 6,711,817 $ 6,787,667 Fines and Forfeitures $ 16,175 $ 5,065 $ 10,000 $ 68,669 Miscellaneous Revenue $ 139,467 $ 614,192 $ 138,103 $ 149,466 Total Revenues $ 10,967,390 $ 10,222,666 $ 8,866,084 $ 8,770,083 Expenditures
Employee Compensation $ 8,616,476 $ 8,925,718 $ 10,404,746 $ 10,804,062 Employee Benefits $ 4,114,572 $ 4,258,223 $ 5,311,138 $ 5,519,037 Materials $ 3,333,096 $ 3,325,834 $ 4,686,193 $ 4,936,170 Contract Services $ 3,609,577 $ 3,139,677 $ 4,903,684 $ 4,943,009 Cost Allocation $ 4,947,624 $ 6,942,254 $ 8,112,766 $ 7,160,466 Capital Outlays $ 982,379 $ 63,826 $ 1,000,000 $ 1,038,000 Special Projects $ 4,948,231 $ 3,568,809 $ 6,067,440 $ 5,893,317 Contingencies $ - $ - $ 259,354 $ 246,980
Total Expenditures $ 30,551,955 $ 30,224,341 $ 40,745,321 $ 40,541,041 Fund Balance $ (4,265,655) $ (2,173,218) $ (8,179,568) $ (9,063,953) General Fund Costs $ 15,318,915 $ 17,843,454 $ 23,744,669 $ 22,768,145 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 2.00 1.95 1.95 1.95
ASSISTANT ENGINEER 3.00 2.00 2.00 2.00
ASSIST DIR OF PW ENGINEER 1.00 1.00 1.00 1.00
ASSIST DIR PUBLIC WORKS OPS 0 1.00 1.00 1.00
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BUILDING INSPECTOR 0.08 0.08 0.08 0.08
CIP MANAGER 1.00 1.00 1.00 1.00
DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00
ENVIRONMENTAL PROGRAM MGR 1.00 1.00 1.00 1.00

ENVIRONMENTAL PROGRAMS

ASSISTANT

3.00 2.65 3.65 3.65
ENV. PROG. COMPLIANCE

TECHNICIAN

1.00 1.00 1.00 1.00
ENV. PROGRAMS SPECIALIST 1.00 1.00 1.00 1.00
EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
MAINTENANCE WORKER I/II 45.00 45.00 45.00 45.00
MAINTENANCE WORKER III 7.00 7.00 7.00 8.00
MANAGEMENT ANALYST 0.30 0.20 0.20 1.20
PARK RESTOR & IMPROV MNGR 1.00 0 0 0
PUBLIC WORKS INSPECTOR 2.00 2.00 2.00 2.00
PUBLIC WORKS PROJECT MANAGER 3.00 4.00 5.00 6.00

PUBLIC WORKS PROJECT MANAGER
LT

1.00 2.00 2.00 1.00
PUBLIC WORKS SUPERVISOR 4.00 4.00 4.00 4.00
RECREATION COORDINATOR 0.15 0.12 0.12 0.12
SENIOR CIVIL ENGINEER 2.00 2.00 2.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00 1.00 1.00
SERVICE CENTER SUPERINTENDENT 1.00 0 0 0
SR BUILDING INSPECTOR 0.02 0.02 0.02 0.02
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
STREET LIGHTING WORKER 1.00 1.00 1.00 1.00
SUSTAINABILITY MANAGER 0.20 0.20 0.20 0.20
TRAFFIC SIGNAL TECHNICIAN 1.00 1.00 1.00 2.00
TRAFFIC SIGTECH APRNTICE 1.00 1.00 1.00 0

TRANSIT & TRANSPORTATION

PLANNER

1.00 1.00 1.00 1.00
Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
FY 2022-23 Proposed Budget Public Works 427
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TRANSPORTATION MANAGER 1.00 0.90 0.90 0.90
Total 90.75 90.12 92.12 94.12
Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
FY 2022-23 Proposed Budget Public Works 428
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Public Works Administration
Budget Unit 100-80-800
General Fund - Public Works Administration - Public Works Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,158,135
Fund Balance $ -
General Fund Costs $ 1,158,135
% Funded by General Fund 100.0%
Total Staffing 4.5 FTE
Program Overview
The Public Works Department is comprised of the following eight divisions:

Development Services (including inspection services)
Capital Improvement Program Administration
Environmental Programs
Transportation
Facilities and Fleet
Trees and Right-of-Way
Grounds
Streets
Service Objectives
Provide capital project delivery, development plan check, permiWing and inspection, solid waste and recycling services, stormwater quality compliance, and public works maintenance services in a responsive and efficient manner by continuously adapting programs and resources to meet the community’s expectations.

Provide a response within 24 hours to the community on complaints and requests for services. Plan and program maintenance of the City’s public facilities and infrastructure.

Program and deliver Capital Improvement Projects in a timely and cost-efficient manner. Work with operating departments and the community to ensure projects meet expectations.

Collaborate with Community Development to efficiently deliver predictable, responsive and efficient development services.

Represent the City on county and regional issues such as congestion management, and mobility and transit planning.

Manage and adapt traffic operations to efficiently move traffic and protect neighborhoods.

Oversee and manage stormwater, solid waste and recycling programs.

Proposed Budget
FY 2022-23 Proposed Budget Public Works 429
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Proposed Budget
It is recommended that City Council approve a budget of $1,158,135 for the Public Works Administration program. This represents an increase of $191,403 (19.8%) from the FY 2021-22 Adopted Budget.

The increase is due to reallocation of staff in this program and a new position request for a management analyst to assist with department wide reporting, analysis and contracts. This is offset by a decrease in onetime special projects that vary from year to year.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 111,092 $ 18,959 $ - $ -
Total Revenues $ 111,092 $ 18,959 $ - $ -
Expenditures
Employee Compensation $ 585,438 $ 588,300 $ 607,834 $ 814,290 Employee Benefits $ 203,702 $ 218,709 $ 244,422 $ 323,926 Materials $ 13,326 $ 5,697 $ 14,123 $ 19,167
Contract Services $ 15,620 $ - $ - $ 266
Cost Allocation $ 52,945 $ - $ - $ -
Special Projects $ - $ 21,068 $ 100,000 $ -
Contingencies $ - $ - $ 353 $ 486
Total Expenditures $ 871,031 $ 833,774 $ 966,732 $ 1,158,135 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 759,938 $ 814,816 $ 966,732 $ 1,158,135 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Public Works 430
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 1.00 0.95 0.95 0.95
ASSIST DIR OF PW ENGINEER 0.05 0.10 0.10 0.50
DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
MANAGEMENT ANALYST 0 0 0 1.00

SENIOR MANAGEMENT

ANALYST

1.00 1.00 1.00 1.00
Total 3.05 3.05 3.05 4.45
The department is requesting the addition of a management analyst position in FY 2022-23. This position will provide additional support and operational continuity to the Senior Management Analyst, Public Works Director, CIP manager and division managers.

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Resource Recovery
Budget Unit 520-81-801
Resource Recovery - Environmental Programs - Resource Recovery Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,212,642
Total Expenditures $ 2,285,090
Fund Balance $ (1,072,448)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 3.5 FTE
Program Overview
The Resource Recovery program manages the City’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 State source reduction and recycling mandates; oversees the free compost giveaway at the compost site; and represents the City on countywide commiWees. 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.

Service Objectives
Meet State requirements to divert recyclables and organics from landfill. Help businesses implement the City’s Mandatory Organics Recycling ordinance (6.24.037) which ensures compliance with SB 1383, California's Short-Lived Climate Pollutant Reduction Strategy. Provide landlords and property owners with support and educational materials for their tenants. Conduct waste characterization studies to determine future services.

Provide contract oversight and customer service for garbage and recycling collection, yard waste processing, composting and household hazardous waste. Manage community events such as the citywide Garage Sale and free compost giveaway for residents. Assist CUSD and high school teachers and students with student recycling and composting projects related to teachers’ curriculum and the City’s environmental initiatives.

Proposed Budget
It is recommended that City Council approve a budget of $2,285,090 for the Resource Recovery program. This represents an increase of $62,994 (2.8%) from the FY 2021-22 Adopted Budget.

This budget is relatively unchanged from last fiscal year.

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Special Projects
The following table shows the special projects for the fiscal year.

Special Projects Appropriation Revenue Funding Source Description Single Use Plastics
Project
Implementation
(WP21 016)
$40,000 $40,000 Resource Recovery
City Work Program:

Adopt and
implement an
ordinance to
address single use
food service ware
items
CalRecycle SB 1383
Local Assistance
Grant
$77,553 $77,553 Resource Recovery
CalRecycle SB 1383
Local Assistance
Grant.

Total $117,553 $117,553
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 110,972 $ 90,675 $ - $ -
Intergovernmental Revenue $ 14,950 $ 14,916 $ 14,000 $ 14,000 Charges for Services $ 1,796,907 $ 1,804,946 $ 1,470,578 $ 1,188,642 Miscellaneous Revenue $ 9,819 $ - $ 10,000 $ 10,000
Total Revenues $ 1,932,648 $ 1,910,537 $ 1,494,578 $ 1,212,642 Expenditures
Employee Compensation $ 473,539 $ 220,054 $ 444,991 $ 438,802 Employee Benefits $ 272,876 $ 124,195 $ 211,635 $ 212,572 Materials $ 45,987 $ 28,695 $ 68,701 $ 75,166
Contract Services $ 972,827 $ 800,387 $ 1,011,051 $ 1,175,402 Cost Allocation $ 182,836 $ 275,853 $ 337,474 $ 234,331 Special Projects $ 265,338 $ 221,078 $ 120,000 $ 117,553 Contingencies $ - $ - $ 28,244 $ 31,264
Total Expenditures $ 2,213,403 $ 1,670,262 $ 2,222,096 $ 2,285,090 Fund Balance $ (280,756) $ 240,275 $ (727,518) $ (1,072,448) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ASSIST DIR OF PW ENGINEER 0.25 0 0 0
ENVIRONMENTAL PROGRAM MGR 0.65 0.50 0.50 0.50

ENVIRONMENTAL PROGRAMS

ASSISTANT

1.65 1.30 2.30 2.30
ENV. PROG. COMPLIANCE

TECHNICIAN

0.65 0.05 0.05 0.05
ENV. PROGRAMS SPECIALIST 0.65 0.40 0.40 0.40
MANAGEMENT ANALYST 0.15 0.05 0.05 0.05
SUSTAINABILITY MANAGER 0.20 0.20 0.20 0.20
Total 4.20 2.50 3.50 3.50
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There are no changes to current level of staffing.

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Non-Point Source
Budget Unit 230-81-802
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Non-Point Source Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,579,224
Total Expenditures $ 1,226,654
Fund Balance $ 352,570
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.8 FTE
Program Overview
The Non-Point Source program manages the City’s compliance with its State-mandated Municipal Regional Stormwater NPDES Permit. Compliance activities include program and policy development and implementation of state-mandated complaint response and enforcement programs as well as annual interdepartmental staff training; and scheduled business and construction site inspections. The program reviews development plans to ensure compliance with low impact development (LID); and new Green Infrastructure Plan development requirements. The program is 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 the City’s compliance with Clean Water Act mandates, and engaging and educating the public via City communication channels, visits to businesses and presentations at local schools, De Anza College and community events. Public participation events in a typical year include two or more annual volunteer creek cleanup days, an interactive water quality monitoring day, Earth Day and various countywide collaborative events. Implementation and annual progress assessment of the City’s eightyear litter reduction plan are among the requirements of the City’s Non-Point Source program.

Service Objectives
Oversee the City’s compliance with the Municipal Regional Stormwater Permit (MRP 2.0) with regard to water pollution prevention, erosion control, conserving water as a resource (e.g. infiltration rather than runoff), and low impact development (LID) via the City's permit application process and conditions of approval.

Coordinate urban runoff pollution and erosion prevention activities with other departments, divisions, and private businesses. Mandated activities include: catch basin cleaning; post-construction oversight of permanent stormwater treatment measures installed at private new and redeveloped sites; implementation of, and annual progress assessments for the eight-year liWer reduction plan; oversight of construction best management practices during private and public construction; inspection of greasegenerating and wet-waste food facilities and other businesses to prevent water-polluting discharges; complaint response and investigation to protect water quality; and education of staff and local businesses on best management practices for outdoor storage and activities.

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Represent the City on county and regional commiWees to prevent creek and San Francisco Bay pollution, erosion, and illegal dumping.

Proposed Budget
It is recommended that City Council approve a budget of $1,226,654 for the Non-Point Source program. This represents an increase of $41,075 (3.5%) from the FY 2021-22 Adopted Budget.

The budget is relatively unchanged from last fiscal year. The increase in compensation and benefits is due to the addition of part-time staff. The increase in materials is due to conferences, which were virtual in 2020 and 2021, and the State Water Resources Control Board permit fee. Contract Services are increasing due to higher bus costs for Cupertino Union School District students due to COVID protocols. The increases are offset by a decrease in Cost Allocation due to lower Human Resources and IT costs in FY 2020-21.

Special Projects
The following table shows the special projects for the fiscal year.

Special Projects Appropriation Revenue Funding Source Description Storm Water
Pollution Prevention
Plan (SWPPP)
Update
$19,100 $19,100
Environmental
Management Clean
Creek Storm Drain
Update for
compliance with
regional storm water
permit
requirements.

Total $19,100 $19,100
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 651 $ 1,878 $ - $ -
Charges for Services $ 1,403,738 $ 1,475,810 $ 1,543,100 $ 1,510,555 Fines and Forfeitures $ 16,175 $ 5,065 $ 10,000 $ 68,669 Total Revenues $ 1,420,564 $ 1,482,753 $ 1,553,100 $ 1,579,224 Expenditures
Employee Compensation $ 277,260 $ 339,790 $ 350,885 $ 383,780 Employee Benefits $ 119,595 $ 153,940 $ 175,214 $ 182,630 Materials $ 28,350 $ 26,359 $ 32,103 $ 40,296
Contract Services $ 277,836 $ 244,962 $ 361,611 $ 394,170 Cost Allocation $ 70,925 $ 136,205 $ 255,923 $ 195,816
Special Projects $ - $ - $ - $ 19,100
Contingencies $ - $ - $ 9,843 $ 10,862
Total Expenditures $ 773,966 $ 901,256 $ 1,185,579 $ 1,226,654 Fund Balance $ 1,306,597 $ 581,497 $ 367,521 $ 352,570
General Fund Costs $ 660,000 $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ASSIST DIR OF PW ENGINEER 0.20 0 0 0
BUILDING INSPECTOR 0.08 0.08 0.08 0.08
ENVIRONMENTAL PROGRAM MGR 0.35 0.50 0.50 0.50

ENVIRONMENTAL PROGRAMS

ASSISTANT

0.35 0.35 0.35 0.35
ENV. PROG. COMPLIANCE

TECHNICIAN

0.35 0.95 0.95 0.95
ENV. PROGRAMS SPECIALIST 0.35 0.60 0.60 0.60
MAINTENANCE WORKER I/II 1.00 0 0 0
MAINTENANCE WORKER III 0.05 0.10 0.10 0.10
PUBLIC WORKS INSPECTOR 0 0.10 0.10 0.10
RECREATION COORDINATOR 0.15 0.12 0.12 0.12
SR BUILDING INSPECTOR 0.02 0.02 0.02 0.02
Total 2.90 2.82 2.82 2.82
There are no changes to current level of staffing.

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Storm Drain Fee
Budget Unit 230-81-853
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Storm Drain Fee Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 25,528
Fund Balance $ (25,528)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
Proposed Budget
It is recommended that City Council approve a budget of $25,528 for the Storm Drain Fee program. This represents an increase of $25,332 (12924.5%) from the FY 2021-22 Adopted Budget.

Special Projects
The following table shows the special projects for the fiscal year.

Special Projects Appropriation Revenue Funding Source Description Permeable
Pavement Rebate
Program
$12,500 $12,500
Clean Water and
Storm Protection
Fee
Funding for
permeable
pavement rebate
program.

Rain Garden Rebate $12,500 $12,500 Clean Water and
Storm Protection Fee
Matching rebate
with Valley Water
for qualifying rain
garden projects.

Total $25,000 $25,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Cost Allocation $ - $ - $ 196 $ 528
Special Projects $ - $ 1,105 $ - $ 25,000
Total Expenditures $ - $ 1,105 $ 196 $ 25,528
Fund Balance $ - $ (1,105) $ (196) $ (25,528)
General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

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General Fund Subsidy
Budget Unit 230-81-854
Env Mgmt Cln Creek Storm Drain - Environmental Programs - General Fund Subsidy Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 30,215
Fund Balance $ (30,215)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The City has a joint use agreement for playing fields at schools in CUSD, and part of that agreement requires a refund to CUSD of half of the fees they pay each year for the Clean Water and Storm Protection Fee, which is based on parcel size and use category. The details of the fee prohibit using collected funds for providing discounts or refunds, so funding for that purpose must come from the General Fund.

In addition, the City has a Clean Water Cost-Share Program allowing low-income property owners to receive a discounted rate on the Clean Water and Storm Protection Fee that is charged on property tax bills. The details of the fee prohibit using collected taxes for providing discounts or refunds, so funding for this purpose must come from the General Fund.

Proposed Budget
It is recommended that City Council approve a budget of $30,215 for the General Fund Subsidy program. This represents an increase of $29,814 (7434.9%) from the FY 2021-22 Adopted Budget.

Special Projects
The following table shows the special projects for the fiscal year.

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Special Projects Appropriation Revenue Funding Source Description CUSD Joint Use
Cost Share $21,868 $21,868 General Fund
Clean Water and
Storm Protection
Fee cost-share
program for
Cupertino Union
School District.

Clean Water Costshare Program $8,000 $8,000 General Fund Clean Water and
Storm Protection
Fee 20% cost-share
program for lowincome residents.

Total $29,868 $29,868
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Cost Allocation $ - $ - $ 401 $ 347
Special Projects $ 838 $ 8,724 $ - $ 29,868
Total Expenditures $ 838 $ 8,724 $ 401 $ 30,215
Fund Balance $ (838) $ (8,724) $ (401) $ (30,215)
General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

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Storm Drain Maintenance
Budget Unit 230-81-855
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Storm Drain Maintenance Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 785,002
Fund Balance $ (785,002)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.3 FTE
Program Overview
The Storm Drain Maintenance program manages the City's storm drainage collection system, which is comprised of approximately 90 miles of pipe, 2,215 drain inlets, and storm outfalls to local waterways. An inspector and on-call staff provide emergency response to pollutant discharges, and crews perform general system maintenance including annual cleanout of drain inlets. and trash capture devices. Collection and management of storm water for the City is regulated under the terms of a Bay Area-wide National Pollutant Discharge Elimination System (NPDES) and the Municipal Separate Storm Sewer System (MS4) Permit.

Service Objectives
Provide effective and timely inspection and maintenance of the storm drain system including inlet and outfall structures and collection system.

Provide annual cleaning and inspection of all inlets and full trash capture devices.

Proposed Budget
It is recommended that City Council approve a budget of $785,002 for the Storm Drain Maintenance program.

This represents an increase of $6,095 (0.8%) from the FY 2021-22 Adopted Budget.

The decrease is primarily due to a decrease in Cost Allocation expenses. Cost allocation expenses decreased due to lower IT costs in FY 2020-21. The decrease is offset by an increase in salary and benefits due to the reallocation of positions.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Charges for Services $ - $ 172 $ - $ -
Total Revenues $ - $ 172 $ - $ -
Expenditures
Employee Compensation $ - $ 206,433 $ 234,075 $ 235,636 Employee Benefits $ - $ 94,211 $ 112,087 $ 111,422
Materials $ - $ 14,927 $ 23,332 $ 24,219
Contract Services $ - $ 55,671 $ 252,762 $ 270,192
Cost Allocation $ - $ 92,340 $ 149,749 $ 136,173
Contingencies $ - $ - $ 6,902 $ 7,360
Total Expenditures $ - $ 463,582 $ 778,907 $ 785,002
Fund Balance $ - $ (463,409) $ (778,907) $ (785,002)
General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget MAINTENANCE WORKER I/II 0 1.75 1.75 1.80
MAINTENANCE WORKER III 0 0.20 0.20 0.20
PUBLIC WORKS SUPERVISOR 0 0.25 0.25 0.25
Total 0 2.20 2.20 2.25
Staff time is being reallocated to better reflect actual time spent in this program.

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Plan Review
Budget Unit 100-82-804
General Fund - Developmental Services - Plan Review
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 1,408,348
Total Expenditures $ 1,471,996
Fund Balance $ -
General Fund Costs $ 63,648
% Funded by General Fund 4.3%
Total Staffing 4.1 FTE
Program Overview
The Development Services Division is comprised of two areas:

Development Services - reviews plans for private developments and utility encroachments to ensure conformance with City standards and policies.

Inspection Services - ensures compliance with City standards and approved plans on all public and private developments and utility projects.

Service Objectives
Ensure that private development projects provide necessary supporting infrastructure and potential impacts on the community are mitigated.

Place safety of the general public, City employees and construction workers as the highest priority on construction sites.

Inspect utility encroachment permits for work within the City right-of-way and return streets and sidewalks to City standards.

Ensure compliance with stormwater permits and prevent runoff from polluting nearby watersheds.

Work closely with the Environmental Programs Division to continue inspecting job sites before, during and aNer each rain event and conduct annual inspections of all Post Construction Treatments and Stormwater Pollution Prevention Plan (SWPPP) compliance.

Respond to public inquiries or complaints in a timely manner.

Provide aid and information to other City Divisions and Departments, including Community Development, Building, Capital Improvements, City AWorney’s Office, Public Works Maintenance and Operations and Parks and Recreation as needed to facilitate private developments and public infrastructure projects.

Proposed Budget
It is recommended that City Council approve a budget of $1,471,996 for the Plan Review program. This represents a decrease of $386,555 (-20.8%) from the FY 2021-22 Adopted Budget.

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The decrease is due to a reduction in special projects that vary from year to year and salary and benefits due to a reallocation of staff and cost allocation.

Special Projects
The following table shows the special projects for the fiscal year.

Special Projects Appropriation Revenue Funding Source Description Blackberry Farm
Golf Course Netting
Support Inspection
$6,000 $6,000 General Fund
Pole inspection and
condition
assessment report to
assure public safety.

Total $6,000 $6,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 77,209 $ 68,394 $ 44,804 $ 121,928 Charges for Services $ 970,777 $ 1,353,508 $ 939,133 $ 1,285,510 Miscellaneous Revenue $ 5,365 $ 2,838 $ 4,431 $ 910
Total Revenues $ 1,053,351 $ 1,424,740 $ 988,368 $ 1,408,348 Expenditures
Employee Compensation $ 752,058 $ 863,846 $ 743,036 $ 718,055 Employee Benefits $ 298,223 $ 342,003 $ 337,402 $ 334,194 Materials $ 3,567 $ 4,178 $ 9,654 $ 10,008
Contract Services $ 50,198 $ 38,721 $ 117,289 $ 121,746 Cost Allocation $ 177,337 $ 323,847 $ 398,005 $ 278,699 Special Projects $ 74,622 $ 61,350 $ 250,000 $ 6,000
Contingencies $ - $ - $ 3,165 $ 3,294
Total Expenditures $ 1,356,005 $ 1,633,945 $ 1,858,551 $ 1,471,996 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 302,655 $ 209,206 $ 870,183 $ 63,648 Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ASSISTANT ENGINEER 0.50 0.50 0 0
ASSIST DIR OF PW ENGINEER 0 0.35 0.35 0.20
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00
PUBLIC WORKS INSPECTOR 1.00 0.90 0.90 0.90

PUBLIC WORKS PROJECT

MANAGER

1.00 0.25 0 0
SENIOR CIVIL ENGINEER 2.00 2.00 2.00 2.00
Total 5.50 5.00 4.25 4.10
The department is requesting the addition of an Associate Civil Engineer position in FY 2022-23. This position will allow timely review and permitting of encroachment permits by utility companies.

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CIP Administration
Budget Unit 100-82-806
General Fund - Developmental Services - CIP Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,804,405
Fund Balance $ -
General Fund Costs $ 1,804,405
% Funded by General Fund 100.0%
Total Staffing 7.5 FTE
Program Overview
The Capital Improvement Program (CIP) Division plans, manages, and implements improvements to city land, parks, building and infrastructure. These projects are derived from resident input, master plans, needs assessments, interdepartmental requirements, maintenance of the City’s facilities, and innovations in our understandings of how the facilities can best serve our population. The division undertakes all aspects of project implementation, including contract administration for design, construction, and overall project management. Project types include, but are not limited to streets, sidewalks, storm drainage, buildings, parks, bicycle and pedestrian improvements and other public facilities. Responsibilities also include claims avoidance, environmental and regulatory compliance and monitoring, and the development of the annual budget and program scope.

Service Objectives
Ensure that all public improvements are designed and constructed in accordance with community expectations and City standards.

Place safety of the general public, City employees and workers as the highest priority in the delivery of capital projects.

Respond to public inquiries or complaints in a timely manner.

Proposed Budget
It is recommended that City Council approve a budget of $1,804,405 for the CIP Administration program. This represents an increase of $48,556 (2.8%) from the FY 2021-22 Adopted Budget.

The budget is relatively unchanged from last fiscal year. The increase is due to new employees being hired to fill vacant positions.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 485,581 $ 530,440 $ 1,186,046 $ 1,202,186 Employee Benefits $ 209,583 $ 234,724 $ 554,709 $ 581,245 Materials $ 6,553 $ 8,042 $ 14,726 $ 20,462
Contract Services $ 3,950 $ - $ - $ -
Cost Allocation $ 72,239 $ - $ - $ -
Contingencies $ - $ - $ 368 $ 512
Total Expenditures $ 777,906 $ 773,206 $ 1,755,849 $ 1,804,405 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 777,906 $ 773,206 $ 1,755,849 $ 1,804,405 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ASSISTANT ENGINEER 1.00 0 0.50 0.50
ASSIST DIR OF PW ENGINEER 0 0.20 0.20 0.20
CIP MANAGER 1.00 1.00 1.00 1.00
PARK RESTOR & IMPROV MNGR 1.00 0 0 0
PUBLIC WORKS PROJECT MANAGER 2.00 3.00 4.25 5.25

PUBLIC WORKS PROJECT MANAGER
LT

1.00 1.50 1.50 0.50
Total 6.00 5.70 7.45 7.45
There are no changes to current level of staffing.

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Service Center Administration
Budget Unit 100-83-807
General Fund - Service Center - Service Center Administration Budget at a Glance
2023 Proposed Budget
Total Revenues $ 216,589
Total Expenditures $ 1,290,762
Fund Balance $ -
General Fund Costs $ 1,074,173
% Funded by General Fund 83.2%
Total Staffing 3.3 FTE
Program Overview
The Service Center Administration program manages Public Works maintenance operations that include the major divisions of streets, grounds, trees and medians, facilities and fleet, as well as the minor divisions of signs/markings, storm drain, sidewalk, curb and guWer, trails, overpasses and storm water; provides customer service to the general public; provides administrative support for maintenance staff, supervisors, and management; general training prioritization; assignment of service calls; provides oversight of various contracted services including street sweeping, janitorial and a wide variety of maintenance and minor public works contracts; manages the sheriff's work furlough program 7 days per week; and collaborates with Public Works Engineering for asset improvements beyond routine maintenance.

Service Objectives
Create a positive environment that fosters efficiency and innovation for service center employees.

Ensure proper documentation and inventory of trees, sidewalk repair, striping and legends, street signs, vehicle and equipment, streetlights and stormwater pollution.

Maintain records of all complaints and requests for services by tracking responses through computer programs and written service request forms.

Process the payments for all services and materials generated through the Service Center.

Maintain productivity units of measure for key tasks performed.

Support Public Works Engineering in the collection of field data, review of improvement drawings and development of capital improvement projects.

Maintain, lead and implement all elements of the Injury and Illness Prevention Program.

Maintain positive, accountable relations with employee bargaining groups.

Proposed Budget
It is recommended that City Council approve a budget of $1,290,762 for the Service Center Administration program. This represents an increase of $36,037 (2.9%) from the FY 2021-22 Adopted Budget.

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The increase is due to special projects that vary in costs from year to year and salary and benefit costs.

Compensation and benefits increased due to a department reorganization. Contract services decreased while Special Projects increased because the office reconfiguration project is being allocated to Special Projects for improved tracking.

Special Projects
The following table shows the special projects for the fiscal year.

Project Appropriation Revenue Funding Source Description Office
Reconfiguration $77,850 $77,850 General Fund Citywide officereconfiguration Total $77,850 $77,850
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Use of Money and Property $ 39,462 $ 33,968 $ 62,933 $ 78,924 Miscellaneous Revenue $ 68,832 $ 12,759 $ 35,741 $ 137,665 Total Revenues $ 108,294 $ 46,727 $ 98,674 $ 216,589
Expenditures
Employee Compensation $ 423,063 $ 421,356 $ 448,436 $ 469,248 Employee Benefits $ 178,211 $ 187,706 $ 228,399 $ 238,582 Materials $ 225,982 $ 129,129 $ 150,357 $ 186,561
Contract Services $ 9,442 $ 14,939 $ 92,973 $ 18,656
Cost Allocation $ 482,408 $ 331,330 $ 328,477 $ 294,735 Special Projects $ 112,112 $ 7,519 $ - $ 77,850
Contingencies $ - $ - $ 6,083 $ 5,130
Total Expenditures $ 1,431,218 $ 1,091,979 $ 1,254,725 $ 1,290,762 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,322,924 $ 1,045,252 $ 1,156,051 $ 1,074,173 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2022-23 Proposed Budget Public Works 452
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Position Title 2020
Actual
2021
Actual
2022 Adopted
Budget
2023 Proposed
Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00
ASSIST DIR OF PW ENGINEER 0.50 0.35 0.35 0.10
ASSIST DIR PUBLIC WORKS OPS 0 1.00 1.00 1.00
MANAGEMENT ANALYST 0.15 0.15 0.15 0.15

SERVICE CENTER

SUPERINTENDENT

1.00 0 0 0
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
Total 3.65 3.50 3.50 3.25
Staff time is being reallocated to better reflect actual time spent in this program.

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McClellan Ranch Park
Budget Unit 100-84-808
General Fund - Grounds - McClellan Ranch Park
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 235,194
Fund Balance $ -
General Fund Costs $ 235,194
% Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
McClellan Ranch Park is one of 19 parks and open space areas managed by the Grounds Division of the Public Works Department.

Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational areas to enjoy in the Bay Area.

Provide daily general clean up, trash removal, and graffiti removal.

Provide twice annually the mowing of fire breaks per Fire Marshal request in a manner in which wildlife is least impacted.

Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Parks & Recreation Department for all of the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $235,194 for the McClellan Ranch Park program. This represents an increase of $47,372 (25.2%) from the FY 2021-22 Adopted Budget.

The increase is mainly due to a special project.

Special Projects
The following table shows the special projects for the fiscal year.

FY 2022-23 Proposed Budget Public Works 454
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Special Project Appropriation Revenue Funding Source Description McClellan Ranch
Pedestrian Bridge
Decking
Replacement
$70,000 $70,000 General Fund
Pedestrian bridge
repair at McClellan
Ranch Preserve
Total $70,000 $70,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 34,057 $ 38,567 $ 41,060 $ 41,547 Employee Benefits $ 15,752 $ 19,812 $ 22,844 $ 23,502
Materials $ 10,150 $ 19,879 $ 20,289 $ 21,638
Contract Services $ 12,100 $ 16,872 $ 16,242 $ 16,860
Cost Allocation $ 18,545 $ 42,081 $ 55,724 $ 60,685
Special Projects $ - $ - $ 30,000 $ 70,000
Contingencies $ - $ - $ 1,663 $ 962
Total Expenditures $ 90,604 $ 137,211 $ 187,822 $ 235,194 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 90,603 $ 137,211 $ 187,822 $ 235,194 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget MAINTENANCE WORKER I/II 0 0.20 0.20 0.20
MAINTENANCE WORKER III 0.20 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.30 0.40 0.40 0.40
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There are no changes to current level of staffing.

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Memorial Park
Budget Unit 100-84-809
General Fund - Grounds - Memorial Park
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 871,977
Fund Balance $ -
General Fund Costs $ 871,977
% Funded by General Fund 100.0%
Total Staffing 2.5 FTE
Program Overview
Memorial Park is one of 19 parks and open space areas managed by the Grounds Division of the Public Works Department. Memorial Park is the largest and most utilized park in Cupertino.

Service Objectives
The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest and safest recreational areas to enjoy in the Bay Area.

Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and basic play structure inspections and maintenance.

Provide weekly maintenance that may include mowing and edging of turf areas, tennis court cleaning and general maintenance, basketball court maintenance and programmed play structure inspections and maintenance.

Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning of trees and shrubs.

Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications, playground woodchip replenishing and preparation of athletic fields for seasonal use.

Maintain all playgrounds in accordance with California playground safety requirements.

Minimize the negative effects of waterfowl to park patrons.

Reduce water consumption wherever practicable.

Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Parks & Recreation Department for all the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $871,977 for the Memorial Park program. This represents an increase of $3,000 (0.3%) from the FY 2021-22 Adopted Budget.

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The budget is relatively unchanged from last fiscal year. The increase in Materials is due to increases in water and utility rates. The increase in Contract Services is due to playground surfacing. The increase in Special Projects is due to a project to replace damaged tiles at the Veteran's Memorial. The decrease in Cost Allocation expenses is due to fewer recruitments in FY 2020-21.

Special Projects
The following table shows the special projects for the fiscal year.

Project Appropriation Revenue Funding Source Description Veteran's Memorial
Maintenance $15,000 $15,000 General Fund
Replace damaged
tiles at the Veteran's
Memorial
Total $15,000 $15,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 235,356 $ 193,675 $ 209,111 $ 214,050 Employee Benefits $ 112,387 $ 106,269 $ 120,481 $ 124,783 Materials $ 154,553 $ 153,017 $ 209,660 $ 223,959
Contract Services $ 20,681 $ 40,885 $ 30,146 $ 39,616
Cost Allocation $ 153,681 $ 258,949 $ 293,608 $ 247,980 Special Projects $ - $ - $ - $ 15,000
Contingencies $ - $ - $ 5,971 $ 6,589
Total Expenditures $ 676,658 $ 752,795 $ 868,977 $ 871,977 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 676,657 $ 752,795 $ 868,977 $ 871,977 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget MAINTENANCE WORKER I/II 2.40 2.20 2.20 2.20
MAINTENANCE WORKER III 0.40 0.20 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.20 0.10 0.10 0.10
Total 3.00 2.50 2.50 2.50
There are no changes to current level of staffing.

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BBF Ground Maintenance
Budget Unit 100-84-811
General Fund - Grounds - BBF Ground Maintenance
Budget at a Glance
2023 Proposed Budget
Total Revenues $ -
Total Expenditures $ 298,534
Fund Balance $ -
General Fund Costs $ 298,534
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
Blackberry Farm is managed by the Grounds Division of the Public Works Department.

Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational areas to enjoy in the Bay Area.

Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and basic play structure inspections and maintenance.

Provide weekly maintenance that may include mowing and edging of turf areas and programmed play structure inspections and maintenance.

Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning of trees and shrubs.

Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications, playground woodchip replenishing and preparation of athletic fields for seasonal use.

Maintain all playgrounds in accordance with California playground safety requirements.

Reduce water consumption wherever practicable.

Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Parks & Recreation Department for all the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $298,534 for the BBF Ground Maintenance program.

This represents an increase of $24,743 (9.0%) from the FY 2021-22 Adopted Budget.

This is due to increases in Materials, Cost Allocation and one-time special projects that vary from year to year.

Those increases are offset by decreases in compensation and benefits due to a decrease in part-time staff. Cost Allocation expenses increased due to a recruitment in FY 2020-21.

Special Projects
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Special Projects
The following table shows the special projects for the fiscal year.

Special Project Appropriation Revenue Funding Source Description Blackberry Farm
Pedestrian Bridge
Decking
Replacement
$30,000 $30,000 General Fund
Pedestrian bridge
repair at Blackberry
Farm to Scenic
Circle
Total $30,000 $30,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ - $ 86,310 $ 123,044 $ 94,256
Employee Benefits $ - $ 46,099 $ 55,199 $ 55,953
Materials $ - $ 6,698 $ 992 $ 5,020
Contract Services $ - $ 44,098 $ 32,323 $ 45,740
Cost Allocation $ - $ - $ 46,025 $ 66,296
Special Projects $ - $ - $ 15,000 $ 30,000
Contingencies $ - $ - $ 1,208 $ 1,269
Total Expenditures $ - $ 183,205 $ 273,791 $ 298,534
Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ 183,204 $ 273,791 $ 298,534
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

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Position Title 2020 Actual 2021 Actual 2022 Adopted Budget 2023 Proposed Budget MAINTENANCE WORKER I/II 0 0.80 0.80 0.80
MAINTENANCE WORKER III 0 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0 0.10 0.10 0.10
Total 0 1.00 1.00 1.00
There are no changes to current level of staffing.

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School Site Maintenance
Budget Unit 100-84-812
General Fund - Grounds - School Site Maintenance
Budget at a Glance
2023 Proposed Budget
Total Revenues $ 144,000
Total Expenditures $ 1,630,018
Fund Balance $ -
General Fund Costs $ 1,486,018
% Funded by General Fund 91.2%
Total Staffing 4.2 FTE
Program Overview
Under a joint use agreement with Cupertino Union School District, nine athletic fields and landscape areas, constituting approximately 52 acres, are managed by the Grounds Division of the Public Works Department.