City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Administrative Services
Finance
Goal: Financial Stability ‐ Provide a sustainable level of core services that are funded from ongoing and stable revenue sources.
So that… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
General Fund fund balance as a % of
budgeted appropriations 103% 104% 96% 35%
Credit Rating AA+ AA+ AA+ AA+
Actual expenditures (% below budget) 15% 9% 30% 5%
So that…
Citizens can enjoy high quality services that meet community priorities.
Human Resources
Goal: To create a thriving organization with meaningful careers in public service.
So that…
Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
# of Worker’s Compensation Cases 10 11 3 0
Total recordable Injury Rate YTD N/A 4.3% 1.0% 0%
% absenteeism
(% of total annual work hours) 2% 2% 3% 2%
% turnover rate 5% 9% 5% 1%
% Employee participation in wellness
activities 43% 48% 37% 75%
Average # of applications received per
recruitment 70 49 38 50
Recruitment timeline ‐ # days from
hiring request to offer letter 78 88 70 60
So that…
Citizens can enjoy high quality services that meet community priorities.
Actual revenue vs. budget (% below
budget) 19% 24% 34% 10%
Funding allocated to high priority
services (Public Works, Community
Development, Law Enforcement)
53% 52% 66% 63%
The City is
financially
responsible.
The City can
invest in
Community
priorities.
The City can
ensure a safe
working
environment for
all employees
The City attracts
and retains a
talented
workforce
The agency
builds a flexible
and productive
work
arrangement.
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Community Development Department
Community Development
Goal: Review and guide development activity to ensure compliance with relevant codes and policies, and alignment with community values to promote and enhance Cupertinoʹs community‐wide quality of life.
Enabled by… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec Ongoing Target
Building permit applications shall be
plan reviewed within 15 business days.
93% 87% 86% 80%
Customer/Applicants visiting the
Building Permit Counter shall be
assisted within 15 minutes
** 83% 85% 80%
Applicants visiting the Planning Counter
shall be assisted within 15 minutes ** 87% 85% 50%
Building permit applications
reviewed/issued over‐the‐counter (OTC)
** 60% 56% 75%
Below market rate rental and purchase
vacancies filled 14 24 11 15 per year
Housing resources and referrals
provided 129 117 55 100 per year
Complimentary/courtesy prelim app
reviews completed within 4 weeks 79% 68% 34% 80%
Average number of days to initiate
investigation of code complaints 0.077 0.19 0.444 < 7
Code enforcement cases resolved
without issuance of citations 98% 91% 91% 80%
Landlord‐tenant counseling and dispute
resolution cases provided 46 57 25 100 per year
Public Outreach Events ** 2 3 12 per year
*Data provided from July 2019 ‐ February 2020 due to shelter‐in‐place mandate. ** No data due to closure of city hall.
So that…
*** In‐person appointment started July 15, 2021, the counters were temporary closed in January 10, 2022 due to the surge of the COVID‐19 Omicron variant and reopened April 2022.
Efficient
planning and
building
services and
enhanced
customer
service.
Effective code
enforcement
services.
Affordable and
Below Market
Rate Housing
programs and
public service
grants.
Cupertino is a thriving City to live, work, learn and play.
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: City Managerʹs Office, 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.
Enabled by… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐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
80% 80% 80% 100%
Public Record Act requests responded
to by the Statutory deadline date 100% 100% 100% 100%
So that…
All can fully participate in local government to achieve the community & organizational goals.
Online
information
and updated
records that can
be easily
accessed in a
timely manner.
Response to
records
requests to
comply with
State law of 10
days.
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: City Managerʹs Office, Economic Development Division Enabled by…
Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec Ongoing Target
Maintain Economic Development
Business Connect Subscribers 2,500 3,000 4,000 4,000
Economic Development Business
Visits, Workshops & Events 3* 3 3 10 per year
*limited due to COVID
So that…
GOAL: To actively pursue opportunities in the areas of business attraction, 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.
Effective
partnerships
and proactive
Economic
Development
programs to
support local
businesses.
Cupertinoʹs economy and sales tax revenue base are diversified to further enhance the Cityʹs financial stability and its ability to provide quality amenities to the community.
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Innovation & Technology
Innovation & Technology
Goal: Provide superior delivery of information and technology services to city employees and constituents while continually enhancing levels of engagement.
Enabled by… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
GIS: % of time spent Developing
Application 25% 40% 35% 35%
GIS: % of time Maintaining
applications 75% 60% 65% 65%
GIS: Met Requests within SLA (map,
data, Web maps, Cityworks, schema,
other) completed
98% 99% 100% 100%
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
20% 45/31 68% 45/31
10%
45/45
100%
Infrastructure: Percentage based upon
number of scheduled projects/Number
of projects completed on time
86% 89% 64% 100%
Infrastructure: Percentage based upon
number of HelpDesk tickets/SLA
measurements
94% 93% 89% 90%
Infrastructure: % Customer satisfaction
based upon Satisfaction Rate from
helpdesk tickets
98.7% 98.0% 96.9% 85%
Infrastructure: % of network uptime
(not including planned maintenance) 99.9% 99.9% 99.8% 99% Applications: % of citywide‐enterprise
application project management
performed on time and on budget
95% 96% 98% 95%
Applications: Number of website site
visits/Number of site hits 800,164 886,899 578,462 5% annual increase
Applications: Number of support
request for the applications support
per month
65 870 490 20
* Not tracked
Video PM are included under CMO 100‐12‐305
1,176/229 900/600GIS: Increase Property Information
(Internal/External) site visits per month 691/533 3,344/616 Tools and
services leverage
existing,
emerging and
innovative
technologies to
enhance,
improve, and
streamline
business and
communications
processes
Integrated
information
services enable
customers’
access to the
tools and
information they
need, when and
where they need
it
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Law Enforcement
Law Enforcement
Goal: Maintain a safe environment to live, work, learn and play.
Enabled by… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Priority 1 3.40 3.27 6.98 5 minutes
Priority 2 6.07 6.66 7.07 9 minutes
Priority 3 11.80 11.73 11.28 20 minutes
Teen Academy 92% 98% 75% 80%
Citizen Academy N/A N/A N/A 80%
Response time for emergency calls
% programs maintaining minimum
attendance
All members of
the community are
safe, informed,
empowered and
supported.
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Administration, City Managerʹs Office, Office of Communications Division 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.
Enabled by… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Social media engagement: total number
of followers including City Hall
Nextdoor, Facebook, Twitter, and
Instagram accounts 35,177 N/A 40,294
10%
annual
increase
Social media engagement: average
number of engagements (reactions,
comments, shares, and clicks) per post
on City Hall Facebook account
66.5 27.57 20.6
10%
annual
increase
Cupertino 311: Average response time to
customers organization‐wide (in days):
3.5 Days 2.7 Days 2.6 Days
Average
Close
Time 5
Days
So that…
Clicks have now been added to the engagement metric, which will bump up the average number.
The performance measure for “Access Cupertino: Average response time to customers organization‐wide” was revised as Access Cupertino was replaced by Cupertino 311 in September 2017. The target has been revised to “Average Close Time,” which reflects how many days it took to handle a request.
The Cupertino 311 Application is administered through the IT Department, but each individual department is responsible for responding to its own requests. Response times are organized by request category. *Social media engagement metrics seen here are different due to Facebookʹs changes on its metrics, how they calculate it, and what they provide now. Previously, Facebook would count any action as engagement; now they only count likes/reactions, comments, link clicks, and shares.
Residents have access to timely, engaging, and important information Leveraging the
communication
skills,
knowledge, and
experience of
employees
while utilizing
existing and
emerging
technologies to
enhance,
improve, and
streamline the
communication
process.
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Parks and Recreation
Parks and Recreation
Goal: Create a positive, healthy and connected community.
Enabled by…
Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
% of Parks and Recreation Department
customers surveyed who rate services
as good or excellent
94% 95% 97% 85%
% of programs maintaining minimum
registration 46% 73% 80% 80%
% change in participants* ‐39% 119% 37% +1%
*Increase due to more programs offered and partial reopening of services.
So that…
Cupertino has an exceptional system of parks and services that align with community values. % Departmentʹs total cost recovery for
all (direct and indirect) costs 39% 53% 60% 40%
# of new programs or events offered 37 9 2 50
City investment in
quality recreation
and community
programs
Improved
business processes
to improve
customer
experience
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Public Works
Capital Project Delivery
So that…
Measure
FY21
Jul‐Jun
FY22 Jul‐
Jun
FY23
Jul‐Dec
Ongoing
Target
Percentage of projects completed on
budget
90% 90% 100% 95%
Percentage of construction projects
completed on time 90% 90% 100% 95%
Goal: Develop and deliver projects on time and within budget that serve the residentʹs needs and supports the Cityʹs stability and growth
*FY22: 9 projects completed, 8 projects on budget and time; *FY23 JULY TO DEC 2022: 8 projects completed, 8 projects on budget and time
City funds
capital
improvement
projects.
Projects are
utilized by the
community.
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 Cityʹs facilities and assets.
Environment
Goal: Protect our natural environment for current and future generations.
So that...
Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Percent of businesses in compliance
during annual proactive stormwater
pollution prevention inspections
96% 88% N/A 75%
Percent of non‐exempt businesses and
multi‐family accounts separating
organics
79%** 86% 94% 100%
(SB1383)
Percent trash/litter reduction achieved to
meet Stormwater Permit requirements
88% 95% N/A 100% by
7/1/2025
Diversion rate from all single‐family,
multi‐family, and commercial accounts
as reported by Recology tonnage reports
53% 53% 53% 55%
Respond to reports of actual or potential
discharge the same business day
89% 93% 90% 95%
% of plan reviews completed in required
number of days 90% 93% 92% 100%
Cubic yards of compost distributed via
compost site 1,165 CY 440 CY
160 CY
(July‐Dec
2022)
1,000 CY
% of vegetation obstructions resolved
within 15 days from time of report* 31% 32%% 36% 100%
*Inspections occur in the spring only
**as of 12/31/2020
City is
responsible for
a
comprehensive
storm water
pollution
prevention
program.
Potential
pollutants are
stopped before
entering the
storm drain
system.
City implements
solid waste
collection
services that
encourage
diversion of
waste from
landfills.
Benefit: Current and future residents enjoy a healthy, sustainable environment.
Diversion of
solid waste
from landfill is
maximized,
compost is
produced for
community use,
recyclable
material is sold
to help offset
collection costs
and methane
gas emissions at
landfills are
reduced.
Development Services
Goal: Provide timely review and permitting of privately completed improvements within the public right of way.
So that…
Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Respond to complete plan submittals or
applications within two (2) weeks 93% 94% 96% 90%
Respond to complete encroachment
permit applications within two (2)
weeks
92% 93% 94% 90%
Respond to public inquiries at the Public
Works counter in City Hall within 15
minutes
* 91% 97% 95%
*In‐person counter closed starting March 2020
Grounds Division
So that... Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Percentage of 311 requests that are
responded to and closed within 3
business days
74% 82% 63% 80%
Percentage of the 2,964 park inspections,
including play grounds, performed 3
times weekly
100% 79% 41% 100%
Percentage of Backflow Prevention
Devices inspected, tested and repaired
annually
100% 100% 100% 100%
Goal: Provide well maintained, clean, and safe areas for the community’s recreational use and enjoyment at optimal life cycle costs.
Improvements
within the
public right of
way have
engineering
oversight and
are constructed
to City
standards.
Public
improvements
are consistent
and meet the
needs of the
community.
Benefit: Customers can expect quality reviews and permitting on a defined schedule, and the community can expect quality public facilities.
The City
consistently
funds park
maintenance
and safety
improvement
programs.
Benefit: Cupertino has a well maintained public park system that meets the needs of the community and is beneficial to personal wellness.
Parks are
maintained in
good, usable
condition;
safety
programs are
effective.
Streets Division
So that… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Pavement condition index (PCI) > or
equal to 82 85 83 82 82
Percent of the 2087 storm drain inlets
inspected and cleaned in fiscal year 95% 80% 19% 100%
Percent of Inlets with Trash Capture
Screens inspected and cleaned twice
yearly
100% 100% 100% 100%
Percentage of roadway regulatory &
street name signs repaired or replaced 5.5% 3.5% 1.1% 7% Percentage of trip and fall complaints
investigated and mitigated within 2
business days
100% 72% 61% 98%
Percentage of reported streetlight
outages investigated and repaired in 3
business days
90% 90% 84% 90%
Trees and Right of Way Division
So that... Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Percentage of 311 requests that are
responded to and closed within 3
business days
95% 95% 95% 95%
Percentage of trees inspected and
maintained in the yearly maintenance
zone (8 year maintenance cycle)
97% 100% 36% 100%
Percentage of trees planted versus trees
removed
# planted/# removed
92%
187/202
113%
211/187 109% 60/55 101%
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.
Goal: Maintain and enhance the Cityʹs street
trees and medians to ensure a safe, healthy and environmentally conscious Urban Forest.
The City
consistently
funds street
and storm
drain
maintenance
and safety
improvement
programs.
Street and
storm drain
systems are
maintained in a
good condition;
safety
programs are
effective.
Benefit: Cupertino has well maintained street and storm drain systems that meet the needs of the community.
Benefit: Cupertino has a healthy and safe urban forest and medians provide good aesthetic and environmental value.
The City
consistently
funds street
tree and
median
maintenance
and safety
programs
Street trees and
medians
remain in good
health and
condition
Facilities and Fleet Division
So that… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Percentage of preventative maintenance
work orders completed for Fleet assets
within 14 days of the due date.
83% 87% 49% 85%
Percentage of facilities maintenance
requests closed within 30 days. 89% 69% 65% 90%
Transportation Division
So that... Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Percentage of non‐emergency traffic
signal requests addressed within 72
hours.
90% 90% 95% 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.
1.30 2.20 0.15 1 mile
Goal: Timely maintain City Facilities and City Fleet to meet staff, community and environmental requirements at an optimal life cycle cost.
Goal: Ensure the efficiency and safety of the transportation system for all modes of travel.
The City
consistently
funds facility
and fleet
maintenance,
fleet
procurement,
and safety
improvement
programs.
Benefit: Cupertino has well maintained, usable, and safe facilities and fleet in order to meet the needs of staff and the community.
Benefit: Having a safe and efficient transportation system that is inviting for all modes of travel.
Infrastructure
indicates good
condition;
safety
programs are
effective.
Facilities and
Fleet remain in
good and
operable
condition.
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Administration, City Managerʹs Office, 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 across municipal operations and community partners.
Enabled by… Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
% community‐wide emissions reduced
from baseline of 307,288 MT CO2e/yr
15%
reduction
by 2020
(261,195
MT
CO2e/yr)
Initiate, develop, and complete actions
from the Climate Action Plan 2.0
% initiated
% complete or ongoing
100%
79%
100%
79%
6%
4%
100%
100%
% municipal operations emissions
reduced from baseline of 1,865 MT
CO2e/yr
15%
reduction
by 2020
1 Cupertinoʹs GHG inventories are conducted roughly every 3‐5 years.
So that…
2018 inventory: 24% decrease
in emissions from baseline
(258,659 MT CO2e/yr)
2018 inventory: 66% reduction
in emissions from baseline: 642
MTCO2e
An agency
implementing
Council and
community
sustainability
goals to
effectively
safeguard
shared
resources.
Engaged
community
partners and
volunteers
supporting CAP
implementation
Cupertino is a thriving City to live, work, learn and play.
City of Cupertino
FY 22‐23 Budget Performance Measures
Department: Administration, City Managerʹs Office, Video Division Enabled by…
Measure
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec
Ongoing
Target
Percentage of total video productions
performed vs scheduled productions (city
meetings excluded)
522%
47/9
356%
57/16
245%
27/11 100%
Percentage of total engineering projects vs
scheduled projects
250%
15/6
275%
11/4 100% 2/2 100%
Total video views on YouTube and Granicus
platforms combined* 246,313 158,300 60,249 5% annual
increase
So that…
* Percentage skewed due to pandemic ‐ more overall views due to daily press conference postings GOAL: Video Division oversees numerous outreach projects, public meetings, internal equipment upgrades, and public events. These activities coincide with the City Council and City’s expectation for a positive presence in the community and communications and transparency to residents. 24/7 government access
channel, radio station,
digital signage network,
City website, and
numerous online video
platforms.
Public awareness, interest, understanding, and participation in the issues, programs, and services presented by the City of Cupertino can be enhanced.