Administration
FY 2022-23 Proposed Budget
Administration
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FY 2022-23 Proposed Budget
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
FY 2022-23 Proposed Budget
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205
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
FY 2022-23 Proposed Budget
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206
City Manager's Office
City Attorney's Office
FY 2022-23 Proposed Budget
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207
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
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
FY 2022-23 Proposed Budget
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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 FY 2022-23 Proposed Budget
Administration
211
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.
FY 2022-23 Proposed Budget
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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
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213
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
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214
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
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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
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216
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
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217
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
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, "user-
friendly" 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.
FY 2022-23 Proposed Budget
Administration
219
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
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
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
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
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 Equipment
Upgrade
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
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
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.
FY 2022-23 Proposed Budget
Administration
226
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
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
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
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
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.
FY 2022-23 Proposed Budget
Administration
231
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.
FY 2022-23 Proposed Budget
Administration
232
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.
FY 2022-23 Proposed Budget
Administration
233
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.
FY 2022-23 Proposed Budget
Administration
234
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
FY 2022-23 Proposed Budget
Administration
235
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.
FY 2022-23 Proposed Budget
Administration
236
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.
FY 2022-23 Proposed Budget
Administration
237
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.
FY 2022-23 Proposed Budget
Administration
238
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.
FY 2022-23 Proposed Budget
Administration
239
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.
FY 2022-23 Proposed Budget
Administration
240
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.
FY 2022-23 Proposed Budget
Administration
241
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.
FY 2022-23 Proposed Budget
Administration
242
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.
FY 2022-23 Proposed Budget
Administration
243
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.
FY 2022-23 Proposed Budget
Administration
244