Supplemental Reports (Updated 6-6-2023) — Cupertino City Council, June 6, 2023

CC 06-06-2023
#4
Chamber Agreement
Desk Item
1 CITY COUNCIL STAFF REPORT

DESK ITEM
Meeting: June 6, 2023
Agenda Item #4
Subject
Consider executing an Agreement between the City of Cupertino (City) and the Cupertino Chamber of Commerce (Chamber)
Recommended Action
Authorize the City Manager to execute an Agreement between the City of Cupertino and the Cupertino Chamber of Commerce for up to five years, at an annual amount not-to-exceed $52,000 Background:

All questions and responses that were in the Supplemental Report are included here with the following corrections:
- Staff’s Response to Question 2
- Question 9 from Councilmember Chao
- Staff’s Response to Question 10
- Attachment D
Staff’s responses to questions received from councilmembers are shown in italics.

Q1: How come such item, which is a part of the FY2022-23 Budget, was not mentioned at all in any of the previous city council meeting on FY2022-23 budget?  (Chao) This item is part of the proposed annual budget for FY 23-24. It was not the intent to discuss each program or item during the budget hearing process as Council level approval of individual contracts above the City Manager contract authority allow for a more in depth discussion.

Q2: What's the justification to put this on last minute, the day when the final budget is to be approved, and especially when the city is cutting other services to a bone? (Chao) Award of contracts are separate actions from approval of the annual budget. Contracts are presented to the Council at all times of the year. This gives the Council the opportunity to review the contract details and make a decision based on greater information.

2 Staff believes the Chamber of Commerce is well-placed to support existing Cupertino business, and contracting with the Chamber will allow the Economic Development Division to focus on activities that will generate new business in the City and revenues that will support the provision of public services in a time of fiscal need. However, Council has full discretion to approve, modify, or deny staff’s recommendation.

Q3: What other cities are paying Chamber of Commerce, by the hour, to perform the services listed in the agreement? (Chao)
Staff has not investigated the compensation structure of other cities’ agreements with their Chambers of Commerce at the level of detail necessary to answer this question.

Q4: What outreach has been done for this brand-new budget item? Which Councilmembers have provided input or have been consulted on? Which community members or business members have been consulted on? (Chao) The City has a long-standing relationship with the Chamber of Commerce. Certain Councilmembers have expressed concern about the lack of a written agreement governing that relationship. The proposed is responsive to those concerns and delineates the services that the Chamber would provide under the agreement. Approval of this item would authorize the City Manager to enter into a contract with the Chamber of Commerce to perform those services. The budget is a separate item that will be subject to a separate vote of Council. The proposed budget includes funding for the agreement and will be voted on separately by Council, in a separate public process. This is the standard process for approving appropriations and contracts for routine operational matters under the authority of the City Manager but having not-to-exceed amounts in excess of the City Manager’s contracting authority.

Q5: Most consultant contracts come with the resumes of personnels who will be providing the services and the rate to demonstrate they have the expertise to perform the task. Please provide the personnel and their resumes. (Chao) Chamber of Commerce personnel resumes and email can be found in Attachment C.

Q6: Please provide the rationale why such services as outlined in the agreement should not be funded by the Chamber by its paying membership and its fundraising activities, already heavily subsidized by the city through fee waivers. (Chao) The City has not offered room rental waivers to the Chamber of Commerce. Prior to 2021, the Chamber did not pay for the facility rentals because these meetings were being reserved by staff and considered to be City meetings. Since that time, the Chamber has paid for room rentals at the nonprofit rate. As noted above, staff believes the Chamber is well-placed to support existing Cupertino businesses, thereby allowing the Economic Development Manager to focus more on the development of new business and new revenues for the City.

Q7: An earlier staff report has listed all of the subsidies the city has been providing the 3 Chamber and is continuing to provide the Chamber of Commerce, including festival fee waivers, room rentals and other services. Please include such information so the Council has full scope of the subsidies when making decisions. (Chao) The June 21, 2022 staff report documenting the City’s historical support for the Chamber is available at:
https://cupertino.legistar.com/LegislationDetail.aspx?ID=6035260&GUID=9F8B7563-C37F- 433E-AA84-0BEE4FB16CBB&Options=&Search=
Q8: The Federal government already provided funding for the Small Business Center, which utilizes volunteers to help small businesses. It seems the city will be funding a service normally provided by volunteers. Please clarify the difference. (Chao) The Small Business Development Center (SBDC) serves the entire County. Its primary mission is to help businesses develop business plans that provide access to capital. The Chamber is a local organization with an ability to provide customized attention to our local businesses and offer a much broader range of services, including access to capital, and to assist businesses with issues relevant in Cupertino.

Q9: The Economic Development Manager, paid by the taxpayers, is already utilizing her time to help the Chamber of Commerce to collaborate with the Chamber in helping its members, in ribbon cutting, business permits and other services. Please provide the hours utilized by the Economic Development Manager to communicate with Chamber, including preparing and attending the Legislative Action Committee meeting. Please include the approximate hours other city staff spent attending the Legislative Action Committee meetings in the past. (Chao)
The City does not generally track hours that staff devotes to providing services to Cupertino businesses. The Economic Development Manager has attended 2-3 Legislative Action Committee (LAC) meetings in the last year. In addition, other City staff have attended 2-3 LAC meetings.

Q10: If the Chamber will charge the city, by the hour, for the services they are providing their current or prospective members, the City should charge the Chamber for every hour the City currently provide services to the Chamber members and prospective members, just to be fair. Please provide an estimate for an equal partnership where both parties are charging the other party for every hour of services. (Chao)
The City has historically provided economic development services to Cupertino businesses free of charge. Council could direct staff to explore developing a fee-for-service model in which the City charges businesses for services. Staff does not recommend this approach because successful economic development programs lead to higher tax revenues that are beneficial to the City and its residents as well as businesses who take advantage of the programs. 4 Q11: Please include the page from FY2022-3 Budget, which has a breakdown of the cost for each program. (Thomas showed a similar page for Teen program and Senior program from the PDF of the budget book. But the PDF of the amended budget is not in the agenda packet?)  (Chao)
The Economic Development Division’s budget narrative is outlined on pages 34-35 of the “Administration” section of the budget book at:
https://www.cupertino.org/home/showpublisheddocument/33169/638189149608200000.

Q12: What's the funding for Economic Development Department in the past 10 years? Or at least for the past 5 years so we put things in perspective as we make decisions. (Chao)
Attachment D is a screenshot of the report from OpenGov covering actuals from FY08-09 to the present. This information can also be found at:
https://cupertino.opengov.com/transparency/#/28422/accountType=expenses&embed=n&breakdo wn=8775b50c-fca7-4517-9869-
839bfac61c9a&currentYearAmount=cumulative&currentYearPeriod=years&graph=bar&legendS ort=desc&proration=true&saved_view=83805&selection=53FB871C3A8573A64C25040A3CAD0 171&projections=null&projectionType=null&highlighting=null&highlightingVariance=null&yea r=2023&selectedDataSetIndex=null&fiscal_start=earliest&fiscal_end=latest..

Q13: The staff report stated "Events & Meetings – The Chamber will provide opportunities for City representatives to attend networking events and meetings, host professional women’s luncheons, and organize broker breakfasts." But this is already a benefit the City gets as a paying member of the Chamber. Are we getting anything different with this agreement? (Chao)
The professional women’s luncheons have historically been hosted by City staff. The City has not hosted a broker breakfast. The Chamber will be assisting the City in organizing and hosting these events.

Q14: The staff report states "The Chamber will develop and maintain a Cupertino Dashboard, market and promote City-organized business events, ..." Please provide the rationale that the City should outsource this to Chamber, who does not have expertise in this area? (Chao)
The Cupertino Dashboard will serve as an important tool for economic development and will include data on jobs, wages, firms, households, job postings, small businesses, restaurant and retail, economic forecasts and more. The Chamber will not only design the dashboard, but also acquire this data from 3rd party agencies and update it regularly.

Q15: The staff report states "Marketing and Promotion – The Chamber will develop and maintain a Cupertino Dashboard, market and promote City-organized business events, support Small Business Saturday and other marketing campaigns, and conduct outreach and education regarding policy changes to all businesses." Please help me 5 understand why the City has to pay Chamber to perform the task our own Economic Development Department is already doing and is better equipped at doing? (Chao)

As mentioned in the staff report, in light of the evolving economic dynamic and increased need for economic development, staff will be refocusing on the core functions of economic development and relying on the Chamber of Commerce to service local business audiences. Examples of labor division between City staff and the Chamber are as follows: City staff will primarily focus on business attraction and retention strategies, market trends analysis, policy development and implementation, and development and permit facilitation. The Chamber will complement these efforts in performing needed outreach to property owners and tenants to fill vacant spaces and engaging with investors and developers to encourage revenue-generating projects. The City will still be conducting outreach and supporting all Cupertino businesses; however with the support of the Chamber, the City is hoping to expand on these services. The basis for the assumption that Chamber is not well-equipped to perform the scope of services set forth in the agreement is not clear.

Q16: The staff report states "Technical Assistance – The Chamber will provide information to existing and prospective businesses on how to open, operate, and grow their business." Such information is already provided by the Federally funded Small Business Development Center. Please provide information on the "expertise" of the Chamber in this area and track record of providing such services. Please provide the rationale for the Cupertino to pay the Chamber to perform such service, available to businesses from other agencies for free. (Chao)

Small Business Development Center provides services countywide and may not be as able to support individual businesses in Cupertino as the local serving organization such as the Chamber of Commerce. See the answer to Question 8 above for more information.

Q17: The staff report states " In addition, the Chamber will host technical assistance seminars, coordinate ribbon cuttings and grand openings, and support City programs and initiatives such as the Cupertino Business Outreach Program visits and surveys ".

Such webinars and ribbon cutting and grand openings seem to be what Chamber provides as member services. The full-time Economic Development Manager has been providing such services to all Cupertino businesses. The outreach on programs and surveys are the duties of the Economic Development manager. I think the now "full- time" Economic Development Manager would be able to perform such responsibilities, as stated, since the City has more outreach to businesses through business license registration. Please help me understand why the City needs to pay Chamber, by the hour, for the responsibilities already performed by the Economic Development Manager? (Chao)

As outlined in the answer to Question 15 above, the Economic Development Manager, when hired, will be focusing on the core functions of economic development, and relying on the Chamber of Commerce to service local business audiences. In addition, this agreement is not limited to Chamber member businesses, but to all businesses in Cupertino that possess a valid Cupertino 6 business license.

Q18: Potential conflict of interest in advocacy. The Chamber is supported by its paid members and donations. How could we navigate this potential conflict of interest or perception of conflict of interest? (Chao)

There is no conflict of interest that prevents the City from entering into the proposed contract with the Chamber of Commerce, and in fact the Chamber’s interest in supporting its members aligns closely with the City’s economic development goals. In addition, the proposed agreement ensures that all services outlined in the scope will be available to all businesses in Cupertino, regardless of Chamber membership status. Staff recommends that Council approve the proposed agreement to clarify the City’s longstanding relationship with the Chamber and establish defined services that the Chamber will provide all City businesses. Any perception of a conflict of interest is likely related to political consideration that it would be inappropriate for staff to consider in making its professional recommendations to Council.

Q19: If the Chamber is paid by the City to perform services the City already provides anyway, it might give businesses the perception that they are not eligible for such services since they are not Chamber member. Please help me understand how this confusion of roles would not negatively affect the services the City is already providing. (Chao)

Any collateral and promotional materials related to this agreement will make it clear that these services are available to all Cupertino businesses and not just Chamber members. The assumption that the Chamber will be providing services that “the City already provides anyway” is incorrect.

Q20: Since the Chamber will be invoicing the City monthly, will the payment be based on the number of hours shown on the invoice, or will City pay a flat amount of $4,330, regardless of the hours invoiced? (Mohan)

The Chamber of Commerce will not be paid a flat monthly amount. The Chamber will submit monthly invoices which will include the number of hours spent on the Agreement scope. The hours may vary from month-to-month, but the annual amount under this agreement will not exceed $52,000.

Attachments Provided with Original Staff Report:

A. Scope of Work
B. Pay Rate Comparison by Cupertino Chamber of Commerce Additional Attachments Provided with Supplemental 1:

C. Chamber of Commerce Personnel Info
Additional Attachments Provided with Desk Item:

D. Screenshot of Economic Development Division budget actuals from FY 08-09 – present

ATTACHMENT D
Source: https://cupertino.opengov.com/transparency/#/28422/accountType=expenses&embed=n&breakdown=8775b50c-fca7-4517-9869- 839bfac61c9a&currentYearAmount=cumulative&currentYearPeriod=years&graph=bar&legendSort=desc&proration=true&saved_view=83805& selection=53FB871C3A8573A64C25040A3CAD0171&projections=null&projectionType=null&highlighting=null&highlightingVariance=null&y ear=2023&selectedDataSetIndex=null&fiscal_start=earliest&fiscal_end=latest..

Economic Development Division Budget Actuals FY 2008-09 to Present CC 06-06-2023

Chamber Agreement

Supplemental Report
1 CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 1
Meeting: , 2023

Agenda Item #4

Subject
Consider executing an Agreement between the City of Cupertino (City) and the Cupertino Chamber of Commerce (Chamber)

Recommended Action
Authorize the City Manager to execute an Agreement between the City of Cupertino and the Cupertino Chamber of Commerce for up to five years, at an annual amount not-to-exceed $52,000

Background:

Staff’s responses to questions received from councilmember are shown in italics.

Q1: How come such item, which is a part of the FY2022-23 Budget, was not mentioned at all in any of the previous city council meeting on FY2022-23 budget?  (Chao)

This item is part of the proposed annual budget for FY 23-24. It was not the intent to discuss each program or item during the budget hearing process as Council level approval of individual contracts above the City Manager contract authority allow for a more in depth discussion.

Q2: What's the justification to put this on last minute, the day when the final budget is to be approved, and especially when the city is cutting other services to a bone? (Chao)

Award of contracts are separate actions from approval of the annual budget. Contracts are presented to the Council at all times of the year. This gives the Council the opportunity to review the contract details and make a decision based on greater information.

Staff believes the Chamber of Commerce is well-placed to support existing Cupertino business, and contracting with the Chamber will allow the Economic Development Division to focus on activities that will generate new business in the City and revenues that will support the provision of public services in a time of fiscal need. However, Council has full discretion

2 Q3: What other cities are paying Chamber of Commerce, by the hour, to perform the services listed in the agreement? (Chao)

Staff has not investigated the compensation structure of other cities’ agreements with their Chambers of Commerce at the level of detail necessary to answer this question.

The City has a long-standing relationship with the Chamber of Commerce. Certain Councilmembers have expressed concern about the lack of a written agreement governing that relationship. The proposed is responsive to those concerns and delineates the services that the Chamber would provide under the agreement. Approval of this item would authorize the City Manager to enter into a contract with the Chamber of Commerce to perform those services. The budget is a separate item that will be subject to a separate vote of Council. The proposed budget includes funding for the agreement and will be voted on separately by Council, in a separate public process. This is the standard process for approving appropriations and contracts for routine operational matters under the authority of the City Manager but having not-to-exceed amounts in excess of the City Manager’s contracting authority.

Chamber of Commerce personnel resumes and email can be found in Attachment C.

The City has not offered room rental waivers to the Chamber of Commerce. Prior to 2021, the Chamber did not pay for the facility rentals because these meetings were being reserved by staff and considered to be City meetings. Since that time, the Chamber has paid for room rentals at the nonprofit rate. As noted above, staff believes the Chamber is well-placed to support existing Cupertino businesses, thereby allowing the Economic Development Manager to focus more on the development of new business and new revenues for the City.

Q7: An earlier staff report has listed all of the subsidies the city has been providing the Chamber and is continuing to provide the Chamber of Commerce, including festival fee waivers, room rentals and other services. Please include such information so the Council has full scope of the subsidies when making decisions. (Chao)

The June 21, 2022 staff report documenting the City’s historical support for the Chamber is available at:
3 https://cupertino.legistar.com/LegislationDetail.aspx?ID=6035260&GUID=9F8B7563-C37F- 433E-AA84-0BEE4FB16CBB&Options=&Search=

Q8: The Federal government already provided funding for the Small Business Center, which utilizes volunteers to help small businesses. It seems the city will be funding a service normally provided by volunteers. Please clarify the difference. (Chao)

The Small Business Development Center (SBDC) serves the entire County. Its primary mission is to help businesses develop business plans that provide access to capital. The Chamber is a local organization with an ability to provide customized attention to our local businesses and offer a much broader range of services, including access to capital, and to assist businesses with issues relevant in Cupertino.

Q9: The Federal government already provided funding for the Small Business Center, which utilizes volunteers to help small businesses. It seems the city will be funding a service normally provided by volunteers. Please clarify the difference. (Chao)

The City does not generally track hours that staff devotes to providing services to Cupertino businesses. The Economic Development Manager has attended 2-3 Legislative Action Committee (LAC) meetings in the last year. In addition, other City staff have attended 2-3 LAC meetings.

The City has historically provided economic development services to Cupertino business free of charge. Council could direct staff to explore developing a fee-for-services model in which the City changes businesses for services. Staff does not recommend this approach because successful economic development programs lead to higher tax revenues that are beneficial to the City and its residents as well as businesses who take advantage of the programs.

Q11: Please include the page from FY2022-3 Budget, which has a breakdown of the cost for each program. (Thomas showed a similar page for Teen program and Senior program from the PDF of the budget book. But the PDF of the amended budget is not in the agenda packet?)  (Chao)
The Economic Development Division’s budget narrative is outlined on pages 34-35 of the “Administration” section of the budget book at:
https://www.cupertino.org/home/showpublisheddocument/33169/638189149608200000 .

Q12: What's the funding for Economic Development Department in the past 10 years? Or at least for the past 5 years so we put things in perspective as we make decisions. 4 (Chao)

Attached is a screenshot of the report from OpenGov covering actuals from FY08-09 to the present. This information can also be found at:
https://cupertino.opengov.com/transparency/#/28422/accountType=expenses&embed=n&breakdo wn=8775b50c-fca7-4517-9869-
839bfac61c9a&currentYearAmount=cumulative&currentYearPeriod=years&graph=bar&legendS ort=desc&proration=true&saved_view=83805&selection=53FB871C3A8573A64C25040A3CAD0 171&projections=null&projectionType=null&highlighting=null&highlightingVariance=null&yea r=2023&selectedDataSetIndex=null&fiscal_start=earliest&fiscal_end=latest..

The professional women’s luncheons have historically been hosted by City staff. The City has not hosted a broker breakfast. The Chamber will be assisting the City in organizing and hosting these events.

The Cupertino Dashboard will serve as an important tool for economic development and will include data on jobs, wages, firms, households, job postings, small businesses, restaurant and retail, economic forecasts and more. The Chamber will not only design the dashboard, but also acquire this data from 3rd party agencies and update it regularly.

Q15: The staff report states "Marketing and Promotion – The Chamber will develop and maintain a Cupertino Dashboard, market and promote City-organized business events, support Small Business Saturday and other marketing campaigns, and conduct outreach and education regarding policy changes to all businesses." Please help me understand why the City has to pay Chamber to perform the task our own Economic Development Department is already doing and is better equipped at doing? (Chao)

As mentioned in the staff report, in light of the evolving economic dynamic and increased need for economic development, staff will be refocusing on the core functions of economic development and relying on the Chamber of Commerce to service local business audiences. Examples of labor division between City staff and the Chamber are as follows: City staff will primarily focus on business attraction and retention strategies, market trends analysis, policy development and implementation, and development and permit facilitation. The Chamber will complement these efforts in performing needed outreach to property owners and tenants to fill vacant spaces and 5 engaging with investors and developers to encourage revenue-generating projects. The City will still be conducting outreach and supporting all Cupertino businesses; however with the support of the Chamber, the City is hoping to expand on these services. The basis for the assumption that Chamber is not well-equipped to perform the scope of services set forth in the agreement is not clear.

There is no conflict of interest that prevents the City from entering into the proposed contract with the Chamber of Commerce, and in fact the Chamber’s interest in supporting its members aligns closely with the City’s economic development goals. In addition, the proposed agreement ensures that all services outlined in the scope will be available to all businesses in Cupertino, regardless of 6 Chamber membership status. Staff recommends that Council approve the proposed agreement to clarify the City’s longstanding relationship with the Chamber and establish defined services that the Chamber will provide all City businesses. Any perception of a conflict of interest is likely related to political consideration that it would be inappropriate for staff to consider in making its professional recommendations to Council.

Attachments Provided with Original Staff Report:

A. Scope of Work
B. Pay Rate Comparison by Cupertino Chamber of Commerce Additional Attachments Provided with Supplemental 1:

C. Chamber of Commerce Personnel Info

Signature Image
a: 20455 Silverado Avenue, Cupertino, CA 95014
t: 4082527054x11
From: Chamber
To: Tina Kapoor
Subject: Additional information re June 6, Item 4
Date: Monday, June 5, 2023 2:47:34 PM
Attachments: Edna Hernandez-Amezcua Resume 2023.pdf
Rick Kitson Resume.pdf
Manuel Valerio Resume.pdf
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.

Tina,
Per your request attached please find the resumes of current Cupertino Chamber of Commerce staff. As a point of clarification, the billable hours for the agreement will relay only to these three paid staff. Each year the Chamber uses volunteers and interns for a wide variety of business, chamber and other project-related activities. Volunteer and intern time is not counted towards the reported hours in the agreement.

Rick Kitson
Executive Director, Cupertino Chamber of Commerce
website mail
Attachment C -
Chamber of Commerce Personnel Info

Contact
[email protected]
www.linkedin.com/in/edna-
hernandez-amezcua-672ba229
(LinkedIn)
duodigital.com.mx (Company)
duodigitalinc.com (Company)
Top Skills
Project Management
Graphic Design
Sales Operations
Event Management
Languages
English
Spanish
Certifications
Bachelor Degree in Graphic Design
Publications
Access
Cupertino Business Directory
Edna Hernandez Amezcua
Strategic Creative Designer at the Cupertino Chamber of Commerce Cupertino, California
Summary
A highly skilled, creative and professional graphic designer with more than 16 years of experience in the graphic arts including thirteen years as Chief Executive Officer of DUO Digital (DUODISA, S.A. de C.V.), Mexican graphic design bureau; and one and a half year as Chief Executive Officer and Graphic Design Company Manager of DUO Digital, Inc. in the United States. Her skills, knowledge and enthusiasm will be utilized in the development of the organization.

Experience
Cupertino Chamber of Commerce
3 years 10 months
Strategic Creative Designer
April 2022 - Present (1 year 3 months)
20455 Silverado Avenue Cupertino, CA 95014
•Create and design the overall conception and production of graphic materials including, but not limited to; printed and interactive collaterals, offering flyers, logos, brochures, presentations, graphic/charts, banners, directories, e- blast, interactive forms, surveys, and visual design for web and social media, building and keeping the branding guidelines
•Apply professional graphic design principles and develop materials to support business development
•Create digital and print advertisement materials or any type of publication •Realize or modify illustrations, backgrounds, icons, templates or any kind of graphics to work in different formats or applications
•Develop large and complex graphic projects from start to finish •Elaborate graphics and printed materials for special events and fairs •Create and maintain a catalogue of pictures and graphic materials •Work independently and cooperatively on multiple projects, meeting deadlines and budget constraints, and scheduling project implementation based on workload, which may include five or more simultaneous projects •Meeting or communicating to understand what is required out of a project, and helping get those ideas out in a workable way

Page 1 of 4 ends

•Stay informed on design software and marketing/design trending and innovations, and apply new concepts.

Graphic Designer & Program Coordinator
September 2019 - April 2022 (2 años 8 meses)
20455 Silverado Av. Cupertino, CA, 95014
•Design the overall conception and production of graphic materials including, but not limited to; printed and interactive collaterals, offering flyers, logos, brochures, presentations, graphic/charts, banners, directories, e-blast, interactive forms, surveys, and visual design for web and social media, building and keeping the branding guidelines
•Apply professional graphic design principles and develop materials to support business development
•Create digital and print advertisement materials or any type of publication •Realize or modify illustrations, backgrounds, icons, templates or any kind of graphics to work in different formats or applications
•Develop large and complex graphic projects from start to finish •Elaborate graphics and printed materials for special events and fairs •Create and maintain a catalogue of pictures and graphic materials •Work independently and cooperatively on multiple projects, meeting deadlines and budget constraints, and scheduling project implementation based on workload, which may include five or more simultaneous projects •Meeting or communicating to understand what is required out of a project, and helping get those ideas out in a workable way
•Stay informed on design software and marketing/design trending and innovations, and apply new concepts.

Enterprise Foundation
Graphic Designer
March 2018 - September 2019
(1 year 7 months)San Jose, California, United States
Responsible of ACCESS Magazine chart design and layout formation.

Including the illustration of the concept by designing the rough layout of art and copy regarding an arrangement, size, type size and style, and related aesthetic concepts of articles in English and 3 additional languages.

Photoshoots for cover and interior pages of the magazine.

Responsible of maintaining the branding applied to the communications.

Responsible of the graphics, setup and delivery of the newsletter, social media

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publications, and Eventbrite events.

Responsible of updating the content and events calendar on the website of SBDC Silicon Valley, Hispanic Satellite and Vietnamese American.

Design of flyers, signs, banners, and electronic materials for the promotion of events such as Summit 2019 and Fair Resources for Small Business 2018-2019 Design of printed and electronic materials for workshops promotion through social media.

Design of website for hccsv.com (Hispanic Chamber of Commerce).

Design of retractable banners, indoor signs, and screens design for TV screens.

Video animation for short promotional materials such as Fair Resources and SBDC Capital Program in 4 languages.

Formats design, certificates, business cards, brochures, and templates.

Creation of graphics for promotional materials for courses.

Events creation in social media, and graphics.

Events creation in Eventbrite, and graphics.

Design of electronic newsletter creating graphics sent through Constant Contact.

Creation of LinkedIn and Twitter accounts with graphics representing the brand.

Design of logotypes for events.

Duodigital, Inc. Graphic Design
Graphic Designer
January 2015 - June 2017 (2 years 6 months)
San Jose, California, United States
Managed, prioritized, supervised and distributed the company’s projects from start to finish; meeting deadlines in an ambiguous fast-paced environment with minimal up-front information. Ensuring that the projects performed were according to the customers’ intended communication, and handling the targets’ characteristics by analyzing its profile and requirements.

Duodigital, Inc. Graphic Design

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Graphic Designer Director
August 2013 - August 2014 (1 year 1 month)
San Jose California
Initiation of company, requirements and permits, develop a network of contacts and clients, presence in fairs, workshops and showrooms. Manage the project team, client relationships, budgets and deliverables, quality control. Ability to

manage multiple deadlines and work as a collaborative team member.

Skilled design, strong sense of typography, conceptual thinking and attention to detail. Ability to prioritize and manage work to adhere to critical project timelines in a fast-paced environment. Solid understanding of user-centered design principles and interaction design patterns related to web and mobile design. Desire to learn new process or techniques.

Duodisa, S.A. de C.V.

Graphic Art Dept - Marketing
July 2001 - July 2013 (12 years 1 month)
Mexico City, CDMX
Manage the project team, client relationships, budgets and deliverables, quality control. Ability to manage multiple deadlines and work as a collaborative team member.

Education
Universidad Anáhuac
Bachelor Of Fine Arts In Graphic Design · (1992 - 1996)

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Contact
[email protected]
www.linkedin.com/in/manuel-
valerio2020 (LinkedIn)
Top Skills
Community Development
Public Affairs
Public Speaking
Languages
Portuguese (Limited Working)
Spanish (Elementary)
Manuel Valerio
Public Relations and Communications Professional
San Jose, California, United States
Summary
Experienced Community Relations leader with both hands on and strategic skills, collaborating across all levels in both business and government and externally with community partners. Firm believer in “people and profits,” I create lasting programs that benefit society while building positive reputations for organizations and brands.

Accomplishments include:

Team Leader of Fry’s Golf Tournament - $1M directly donated to charity
Implemented $500K Fry’s tech donation to Computer History Museum
Enhanced Fry’s reputation with Media and local government entities Team member that helped bring Bart service to Santa Clara County Led group that secured funds for Senior Center and Olympic Size Community Swimming Pool.

Led campaign team for my two successful elections to City Council Skills I bring include:

Creative and critical thinker with strong interpersonal skills; able to develop strategic vision and execute plans to further both business and corporate social responsibility objectives.

Where I can help: Corporate Communications, Community
Relations, Government Relations, Customer Service and Customer Success, Social Media, Content Writing, Editing, Public Speaking.

Experience

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Cupertino Chamber of Commerce
Director of Membership
February 2023 - Present (5 months)
Cupertino, California, United States
Fry's Electronics, Inc.

Community Relations Manager
May 1998 - February 2021 (22 years 10 months)
San Jose, California, United States
Sunnyvale Community Services
Board Member
2006 - 2011 (5 years)
City of Sunnyvale
Mayor and Councilmember
November 1995 - November 2003 (8 years 1 month)
Served two terms on City Council, and also served as Vice Mayor and Mayor for one year in each role.

VTA Board
Boardmember
1995 - 2003 (8 years)
Represented Sunnyvale and North County Cities, Board Chair, 2000.

Senator Alfred E. Alquist
Senior Aide
June 1986 - December 1996 (10 years 7 months)
Senior Aide in San Jose District Office
Education
San Jose State University
B.A. History, U.S. and European
Leadership Sunnyvale
· (1995 - 1995)
San Jose State University
M.A. History

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Contact
408-550-6158 (Work)
[email protected]
www.linkedin.com/in/rickkitson
(LinkedIn)
www.cupertino-chamber.org
(Company)
Top Skills
Community Relations Management
Media Relations
Internal Communications
Certifications
Newhouse Hootsuite Advanced
Social Media Strategy Certificate
Rick Kitson
Executive Director of the Cupertino Chamber of Commerce San Francisco Bay Area
Summary
Rick Kitson is the Cupertino Chamber of Commerce's Executive Director. During his career, programs under his direction consistently won national and international awards and competitions. He has worked for agencies and officials from Silicon Valley to Members of the European Parliament. Mr. Kitson has been instrumental in the development of local government alternative programs and has been at the forefront of municipal e-services. Mr. Kitson studied for his Bachelor of Arts in Political Science and Master of Science in Mass Communication at San Jose State University. He has also studied at the Monterey Institute of International Studies, the London School of Economics, and Harvard University.

Experience
Cupertino Chamber of Commerce
7 years 1 month
Executive Director
May 2022 - Present (1 year 2 months)
Cupertino, California, United States
Oversee critical business operations for the Cupertino Chamber of Commerce Promote a culture of continuous improvement in service delivery Nurture and maintain positive relationships with the community, major stakeholders, agencies, and members
Work with committees and the board of directors to address issues that the organization faces
Act as the spokesperson of the organization
Create a culture of transparency and communications through the organization Lead the business community's efforts to support and enhance Cupertino.

Spearhead campaigns to raise money for local charities and cultural organizations.

Organize and promote community events such as Holi, the Cupertino Food and Wine Stroll, and the Bay Area Diwali Festival.

Director of Communications

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June 2016 - May 2022 (6 years)
Cupertino, CA
Implemented the Chamber’s first event, web, and customer reporting processes.
• Tracked and responded to legislation at the local, county, and state levels. • Implemented an online project management system.
• Created reports to direct marketing and communications strategies and set goals.
• Developed and implemented digital communications initiatives. • Initiated and administered a comprehensive event and service assessment program.
• Designed, implemented, and managed communication programs, including integration of social media into all digital and print communications, web, and newsletter.
• Organized and coordinated monthly issue-based community forums. • Served as the liaison with the city of Cupertino staff, executive staff, and council members.
• Supported and advised CEO and board of directors.

City of Cupertino
15 years
Public Affairs Director and CIO
July 2014 - June 2016 (2 years)
Cupertino, CA
Public & Environmental Affairs Director
January 2008 - July 2014 (6 years 7 months)
Public Communication Manager
2001 - 2008 (7 years)
Santa Clara County Department of Correction
Public Information Officer, Management Analyst
January 1995 - January 1999 (4 years 1 month)
180 West Hedding Street San Jose, CA 95110
Serve as principal media liaison for Santa Clara County Department of Correction. Analyze crime and jail population trends.

County of Santa Clara
Policy Aide
1987 - 1994 (7 years)

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Education
Harvard Kennedy School
certificate of completion, Senior Executives in State and Local Government Program · (2009 - 2009)
Middlebury Institute of International Studies at Monterey International Policy Studies · (1987 - 1988)
Boston University
International Policy Studies · (1987 - 1987)
San Jose State University
BS, Political Science · (1980 - 1986)
Leadership Sunnyvale

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CC 06-06-2023

#10

FY 2021-22 Annual
Comprehensive Financial
Report (ACFR)

Supplemental Report
1 CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 1
Meeting: June 6, 2023

Agenda Item #10

Subject
Receive the FY 2021-22 Annual Comprehensive Financial Report (ACFR) and related supplemental reports.

Recommended Action
Receive the FY 2021-22 Annual Comprehensive Financial Report (ACFR) and related supplemental reports

Background:

Staff’s responses to questions received from councilmember are shown in italics.

Q1: I think Director Alfaro said that the ACFR for FY 21-22 was delayed because the auditors were unable to get some timely information from the County. For the next audit period (FY 22-23), is it reasonable to expect the final report at least by January 2024? (Vice Mayor Mohan)
Staff response:

When the City adopted the provisions of GASB 75 in 2017, the City elected a measurement date of 6/30/2017. This was because the City had elected to show its PARS trust as a fiduciary fund, following then applicable guidance regarding the presentations of component units. As the PARS trust was audited by other auditors (and still is today) and is substantially all of the accounting activity for that fiduciary fund, that audit report was required to be completed before Crowe could complete its audit of that fiduciary fund, as well as being required for the fiduciary net position calculations by the City’s actuary under GASB 75. That PARS F/S normally wasn’t released until later in the calendar year, so Crowe and the City had to wait for these documents from the outside parties before the City could move to finalize the amounts in the fiduciary fund and Crowe could complete our audit procedures.

With the adoption of GASB 84 in 2021, the City no longer presented the PARS trust as it no longer met the accounting definitions of a fiduciary fund per GASB 84, but the information from

2 the PARS audit was still needed for the City’s actuarial valuation and the auditing of the OPEB’s plan’s fiduciary net position, which is used to calculate the City’s Net OPEB Asset/Liability that is shown on the financial statements (and has been since the adoption of GASB 75). This is why the audit report has not been issued sooner.

Additionally, in 2022 with the City’s adoption of GASB 87 (Leases), the City received the final calculations from its provider in December 2022, which meant that the City had to review the information received, make adoption AJEs (adjusting journal entries) to its general ledger and then provide the final balances to Crowe so that the information could be audited.

Attachments Provided with Original Staff Report:

A. FY 2021-22 ACFR
B. FY 2021-22 Management Letter
C. FY 2021-22 SAS 114
D. FY 2021-22 Single Audit
E. FY 2021-22 GANN AUP Report
F. FY 2021-22 Investment AUP Report
G. FY 2021-22 Storm Drain AUP Report
H. Responses to ACFR Questions
CC 06-06-2023

#11

Storm Drain Fees

Supplemental Report

CITY COUNCIL STAFF REPORT

SUPPLEMENTAL
Meeting: June 6, 2023

Agenda Item #11

Subject
Consider approval of the renewal (with no increase) of the 1992 Storm Drain Fee and renewal of the 2019 Clean Water and Storm Protection Fee with a 3% increase.

Recommended Action
Adopt and approve:

1. Resolution No. 23‐XXX (Attachment A) approving the renewal and collection of the 1992 Storm Drain Fee with no increase in rates for Fiscal Year (FY) 2023‐24;

2. Resolution No. 23‐XXX (Attachment B) approving the renewal and collection of the 2019 Clean Water and Storm Protection Fee with a 3% increase in rates for FY 2023‐24;

3. Adjust the annual budget allocation for the cost‐share program from $14,000 to $2,000 to better fit the realistic need for new applicants receiving 20% refunds in a single year;

4. Adjust the re‐certification period to be four years for all approved participants with an attestation protocol to affirm continued cost‐share eligibility; and

5. Discontinue the $12,500 per year pervious pavement rebate program for lack of participation and use the funds for support of required activities.

Correction needed to the table on page eight of the staff report

The table on page eight shows an incorrect projected General Fund subsidy. The table below shows the correct amount in red. The original amount shown in the staff report was the shortfall before use of the estimated remaining balance in Fund 230 and without the additional revenue that would be generated from the proposed 3% increase.

FY 2022‐23 FY 2023‐ 24 (proposed)
Fund Balance (previous FY) $917,878   $369,464
Revenue 1992 Fee $375,569   $375,569
Revenue 2019 Fee $1,101,239   $1,101,239
3% increase to 2019 Fee                             $   ‐   $33,0 37 General Fund                            $   ‐     $188,900 Total Program Funding $2,394,686   $2,068,209
Program Expenses* $2,025,222   $2,068,209
Remaining Fund Balance at end of FY $369,464                             $   ‐

The following questions were received from Councilmembers:

Q1: Storm Drain Fee ‐ The staff report states, ʺFor this cycle, the 2022 (AUP) report was not made available in time for Audit Committee reviewʺ. What is the impact, if any, of reviewing it only in 2024? If any issues are raised at that time, how will it impact the ACFR for 21‐22? (Mohan) There are no anticipated issues from the delayed review.

Q2: Under Recommended Action # 3: Can you explain the adjustment to the cost‐share program? (Mohan)
There is no adjustment to the program itself. The recommended action will just free up general fund dollars that are not needed. When the cost‐share program was approved by Council in 2019, it came with an approved annual budget of $14,000. The $14,000 originally budgeted for the cost‐share program would have covered 20% refunds for all applicable residents in one year, but the reality is that applications are incremental. We have promoted the program in various ways, including partnering with Silicon Valley Clean Energy to send a mailed notice to any customer receiving a low‐income CARE discount from PG&E, but to date we have never had more than 100 applicants in one year. The rebate sent to approved owners is 20% of their annual fee. For a typical home paying $44.42/year, that 20% rebate is $8.88, so a $2000 budget allows us to provide rebates to all who are likely to apply in one year and get approved for rebate checks.

Attachments Provided with Original Staff Report:

A – Draft Resolution 1992 Fee from published agenda
B – Draft Resolution 2019 Fee from published agenda
C ‐ Clean Water and Storm Protection Fee Ordinance with Fee Report from published agenda D – Calendar Year 2021 Storm Drain AUP Reports from published agenda CC 06-06-2023

#12

Fiscal Year 2023-24
Budget Adoption

Supplemental Report
1 CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 1
Meeting: June 6, 2023

Agenda Item #12

Subject
Consider the Recommended Operating and Capital Improvement Program Budgets for Fiscal Year (FY) 2023-24, adoption of the Operating and Capital Improvement Program Budgets for FY 2023- 24, establishment of the Appropriation Limit, and related actions.

Recommended Action

1. Adopt Resolution No. 23-XXX establishing an Operating Budget of $117,645,365 for FY 2023-24, which includes the following changes to the FY 2023-24 Proposed Budget, published on May 5, 2023:
a. Approve the operating budget of $117,762,980 outlined in the FY 2023-24 Proposed Budget.
b. Approve additional appropriations of $8,000 for the Community Funding Grant Program as included in Attachment D.
c. Approve additional appropriations of $8,380 for Movies in the Park as included in Attachment D.
d. Approve additional appropriations of $28,784 for the reclassification of the Emergency Services Coordinator as included in Attachment D. e. Approve additional appropriations of $4,720 and additional revenue of $175 for County of Santa Clara Environmental Health Permit Fees as included in Attachment D.
f. Approve additional appropriations of $146,650 for Golf Course Turf Management as included in Attachment D.
g. Approve a reduction of $154,149 in appropriations resulting from the prepayment of the CalPERS pension plan’s Unfunded Accrued Liability as included in Attachment D.
h. Approve a reduction of $160,000 in appropriations resulting from the elimination of library extra hours funding as included in Attachment D. i. Approve additional estimated revenue of $84,218 resulting from the elimination of festival fee waivers as included in Attachment D.

2 j. Approve additional revenue of $313,218 resulting from an updated SB 1 (Gas Tax) revenue estimate as included in Attachment D.
k. Approve Community Funding Grants for the following organizations, allocating a total of $32,500:
i. Cupertino Symphonic Band: $4,000
ii. No Time to Waste: $5,000
iii. West Valley Community Services: $10,000
iv. STEMBoost Corporation: $4,000
v. AINAK: $2,500
vi. Omniware Networks: $4,000
vii. Asian American Parents Association: $3,000

2. Adopt Resolution No. 23-XXX establishing a Capital Improvement Program Budget of $4,054,000 for FY 2023-24
a. Approve appropriations of $420,000 in the Capital Improvement Program Capital Projects Fund for the Stevens Creek Blvd./Calabazas Creek Storm Drain Repair (infrastructure)
b. Approve appropriations of $172,000 in the Capital Improvement Program Capital Projects Fund for the Stevens Creek Bridge Repair (infrastructure) c. Approve appropriations of $35,000 in the Capital Improvement Program Capital Projects Fund for the Street Light Installation – Annual Infill (infrastructure) d. Approve appropriations of $300,000 in the Capital Improvement Program Capital Projects Fund for the Annual Playground Replacement (parks) e. Approve appropriations of $100,000 in the Capital Improvement Program Capital Projects Fund for the ADA Improvements (facilities)
f. Approve appropriations of $1,000,000 in the Capital Improvement Program Capital Projects Fund for the Citywide Building Condition Assessment Implementation (facilities)
g. Approve $2,027,000 of transfers from the Capital Reserve Capital Projects Fund to fund the Capital Improvement Program

3. Adopt Resolution No. 23-XXX establishing an Appropriation Limit of $127,886,394 for FY 2023-24

Background:

Staff’s responses to questions received from councilmembers are shown in italics.

Q1: Teen programs we continue to fund versus the ones we cut (Councilmember Chao) Staff response:

Continuing Programs: contractual classes, Job Fair (includes a volunteer component), Leader in Training, Youth Activity Board, Teen Commission, Helping Hands, <Hack> Cupertino, Cupertino Café, Teen Movie Night, Pizza and Politics, Teen Summer Kick-Off, Teen Mental Health pop up events with resources, working with Youth Led Organizations, coordinating with school based teen organizations for volunteering opportunities at city run events.

Items being cut: Volunteer Fair (added volunteer section to the job fair), Bobateeno, and the Teen Center.

3 Q2: Senior programs we continue to fund versus the ones we cut (Councilmember Chao) Staff response:

Continuing programs: contractual and volunteer run classes, monthly social luncheons, Mah Jong, Card Playing and Bridge, Bingo, Chess and Checkers, Board Games, 50+ Bocce Ball, Golf for Seniors, 50+ Tennis, 50+ Softball, Ping Pong, Drop-in Archery, Karaoke, Ballroom Dance, day trips, Hidden Treasures, 50+ Golf Tournament, Intergenerational Programs/Events, 50+ Pickleball, Needlecraft, monthly movies at the Senior Center, Senior Center Open House, Volunteer Recognition Lunch, Live Well Age Well Health Expo, Lectures and Workshops, Senior Resources, Cupertino TV Production volunteer group.

Items being cut: 50+ Scene (only the mailing version, still available online, through email, and incorporated into the Recreation Brochure).

Q3: Part-time staffing needed for festivals (Councilmember Chao)

Staff response: In the festival costs spreadsheet, the funding under recreation costs is the budgeted amount for staffing.
• Day and Night Fun Fest: two full-time and two part-time staff • Bhubaneswar: two full-time and two part-time staff
• Diwali: two full-time and two part-time staff
• Veteran’s Day: two full-time staff (at time and a half due to holiday) and one part-time staff
• Egg hunt: one full-time and one part-time staff
• Holi: two full-time and one part-time staff
• Cherry Blossom (Friday, Saturday, & Sunday): two full time and 12 part-time staff (two Friday, five Saturday, five Sunday)
• Dilli Haat: two full-time and four part-time staff
• Relay for Life: one full-time and one part-time staff

Q4: Thomas mentioned a report for council questions last year on staffing level, which he will find out (Councilmember Chao)

Staff response: Information on staffing levels are provided in Question 5. Information on turnover was provided on Page 277 of the June 7, 2022 City Council meeting’s Written Communications.

Q5: The number of FTEs who left and joined each year (by department if possible) - The data should be readily available from HR (Councilmember Chao)

Staff response: The following tables and charts were provided to City Council as part of the labor negotiations material on April 13, 2023.

The following table shows the number of full-time recruitments and new hires each year.

4 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Recruitments 21 22 20 18 24 20 19
Hires 35 23 38 19 32 24 24

The following table shows the classifications with the most recruitment in the last five years.

Classification Number of
Recruitments
Department Budgeted FTE's (2023)
Maintenance Worker

I/II/III
11 PW 52
Office Assistant (incl.

Sr.)
7 All 11
Administrative
Assistant
5 All 8
Planner (Asst/Assoc/Sr.) 10 CDD 12
Building Inspector (Sr.) 3 CDD 5
Management Analyst
(incl. Sr.)
5 All 12
Project Manager 7 DPW 7
Environmental
Programs Assistant
2 DPW 4
Recreation Coordinator 4 Parks & Rec 10
Engineer
(Asst/Assoc/Sr.)
4 DPW 4
Exec Asst. to
CM/Council
2 CMO 1

The following chart shows the number of full-time employees leaving Cupertino each year.

5 Q6: I would like to get more info on the grants to the Cupertino Historic Society (CHS) over the years to provide perspectives, given that the City is reducing the total community grant by almost half this year.

I would like to request the funding amount for both the community grants and for CHS (in whatever format) in the past 10 years. It's important to put things in perspective of the history as we are considering budget reduction.

If there are other organizations, the city is providing grants in the form of MOU, agreements or other formats, I would like to have a list and the amount of funding. I understand this information might take more time to provide and I trust the City Manager to decide whether such information could be provided by Tuesday or later. (Councilmember Chao)

Staff response: The information that was provided at the October 4, 2022 Council Meeting on the subject of the Historical Society Agreement provides a significant amount of the requested information (see Item 14 from that agenda). That report provides background, including funding since 2015. As a result of the item on that agenda, the City entered into a multi-year agreement with the Historical Society. The staff recommendation remains approval of funding for the Historical Society given this past direction from the Council. If the Council wishes to change that direction, it should take the appropriate action at a Council Meeting.

Q7: Under recommended action (h) re: library extra hours funding: this is one-time funding only, right? Not on-going.
(Vice Mayor Mohan)

Correct, the reduction in library extra hours funding is one-time.

6 Q8: Recommended Action (i) fee waivers: I don't recall Council approving fee waivers for festival events. Was this included in the staff report just to point out to Council another cost savings option?
(Vice Mayor Mohan)

Staff response: Correct, the elimination of fee waivers was included as a potential option for reducing unassigned fund balance use. However, with the savings from the prepayment of the CalPERS UAL and the reduction in library extra hours funding, sufficient savings have been realized.

Attachments Provided with Original Staff Report:

A. Draft Resolution – Operating Budget for Fiscal Year 2023-24 B. Draft Resolution – Capital Budget for Fiscal Year 2023-24 C. Draft Resolution – Appropriations Limit for Fiscal Year 2023-24 D. Budget Adjustments Summary and Detail
E. Appropriations Limit for Fiscal Year 2023-24
F. Appropriations Limit Price and Population Factors for Fiscal Year 2023-24 G. Responses to Proposed Budget Study Session Questions H. Planning Commission Adopted Resolution

Cupertino City CouncilJune 6, 2023

Cupertino City Council
June 6, 2023