City of Cupertino
FY 23‐24 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
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Ongoing
Target
General Fund committed, assigned,
and unassigned fund balance as a %
of budgeted appropriations
86% 122% 97% 35%
Credit Rating AA+ AA+ AA+ AA+
Actual expenditures (% below budget) 9% 14% 24% 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
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Ongoing
Target
# of Worker’s Compensation Cases 11 4 1 0
Total recordable Injury Rate YTD 4.3% 1.4% 0.3% 0%
% absenteeism
(% of total annual work hours) 2% 3% 3% 2%
% turnover rate 9% 9% 3% 1%
% Employee participation in wellness
activities 48% 38% 39% 75%
Average # of applications received per
recruitment 49 45 49 50
Recruitment timeline ‐ # days from
hiring request to offer letter 88 105 53 60
So that…
Citizens can enjoy high quality services that meet community priorities.
Actual revenue vs. budget (% below
budget) 24% 17% 28% 10%
Funding allocated to high priority
services (Public Works, Community
Development, Law Enforcement)
52% 58% 72% 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 23‐24 Budget Workload Indicators
Department: Administrative Services
Finance
Workload Indicator
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24 Jul‐
Dec
# of vendor checks processed 4,993 5,130 2,199 # of payroll checks processed 8,119 9,176 4,758 # of business license applications 884 969 515 # of business license renewals 1,521 2,176 1,005 # of journal entries posted 3,635 3,695 1,743 # of purchase orders approved 563 543 307 # of receipts processed 9,353 11,275 4,885 Human Resources
Workload Indicator
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
# of regular recruitments 33 29 11 # of regular new hires 38 31 9 # of temporary new hires 77 70 14 # of personnel payroll changes 787 773 331 # of full‐time employee exits
processed 24 22 12
# of mandated training classes
offered* 20 19 21
# of employees participating in the
wellness program 104 161 99
*some trainings mandated every other year, however not on the same annual schedule City of Cupertino
FY 23‐24 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
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec Ongoing Target
Building permit applications shall be
plan reviewed within 15 business days.
87% 80% 82% 80%
Customer/Applicants visiting the
Building Permit Counter shall be
assisted within 15 minutes
83% 90% 92% 80%
Applicants visiting the Planning Counter
shall be assisted within 15 minutes 87% 98% 96% 50%
Building permit applications
reviewed/issued over‐the‐counter (OTC)
60% 62% 61% 75%
Below market rate rental and purchase
vacancies filled 24 20 8 15 per year
Average number of days to initiate
investigation of code complaints 0.19 0.54 0.46 < 7
Code enforcement cases resolved
without issuance of citations 91% 93% 92% 80%
Landlord‐tenant counseling and dispute
resolution cases provided 57 25 38 100 per year
Public Outreach Events 21 5 9 1 2 per year
Funds received from Community Block
Grant (CDBG) federal entitlement
program
$412,800 $388,459 $358,910
Comply with
HUDʹs annual
timeliness test
* 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. ** Dollar amount from HUD is for the whole fiscal year.
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 23‐24 Budget Workload Indicators
Department: Community Development
Planning and Community Development
Workload Indicator
FY22 Jul‐
Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Number of preliminary reviews 142 127 21
Number of planning applications
received 301 232 95
Number of planning counter inquiries 217** 1,223 644
Housing Services
Workload Indicator
FY22 Jul‐
Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Number of BMR rental and ownership
vacancies filled 24 20 8
Number of landlord tenant counseling
and dispute cases received 57 25 38
Number of annual HUD documents
(CAPER, Action Plan, Consolidated
Plan) completed 22 1
Housing and Human Services Grant
Funds inquiries 91 0
N/A
(applications are
due 2/6/24)
Building
Workload Indicator
FY22 Jul‐
Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Number of permits received 2,380 2,618 1,324
Number of inspections requested 11,906 15,181 8,406
Number of building counter inquiries 406** 2310 1755
* No data due to the Shelter in Place order
** In person appointment started July 15, 2021, the counters were temporary closed in January 10, 2022 due to the surge of the Omicron variant of Covid‐19
City of Cupertino
FY 23‐24 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
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
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
12%/0% 85%/60% 26%/
100% 100%
Public Record Act requests responded
to by the Statutory deadline date 100% 99% 99% 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 23‐24 Budget Workload Indicators
Department: Administration, City Clerk Division
City Clerk
Workload Indicator
FY22
Jul‐Jun
FY23
Jul‐Jun
FY23
Jul‐Dec
City Council minutes for regular
meetings presented for Council
approval by the following regular
meeting
21/21 20/20 9/9
Adopted City Council resolutions and
ordinances processed and scanned to
Laserfiche within a week of Clerk’s
office receipt of final, signed
document
17/140;
0/16
136/160;
6/10 18/70; 4/4
Public Record Act requests responded
to by the Statutory deadline date 240/240 271/274 109/110 City of Cupertino
FY 23‐24 Budget Performance Measures
Department: City Managerʹs Office, Economic Development Division Enabled by…
Measure
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Ongoing
Target
Maintain Economic Development
Business Connect Subscribers 3,000 6,000 8,525 8,000
Economic Development Business
Visits, Workshops & Events 3 7 15 20 per year
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 23‐24 Budget Workload Indicators
Department: Administration, Economic Development Division Economic Development
Workload Indicator
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Meetings with large groups/organizations; appointments
with brokers, prospective business owners, business owners and operators, City staff, etc. 50 50 20
Special events, including small business workshops and
seminars, ICSC conferences and events, ribbon cuttings and grand openings, and Small Business Saturday Celebration 774 Number of Business Connect Newsletter editions 431
* This is an estimate based on the best information available City of Cupertino
FY 23‐24 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
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Ongoing
Target
Social media engagement: total number
of followers including City Hall
Nextdoor, Facebook, Twitter, and
Instagram accounts
40,294 41,000 43,011
10%
annual
increase
Social media engagement: average
number of engagements (reactions,
comments, shares, and clicks) per post
on City Hall Facebook account
20.6 31.077 55.94
10%
annual
increase
Cupertino 311: Average response time to
customers organization‐wide (in days):
2.6 Days 2.57 Days 2.49
Days
Average
Close
Time 5
Days
So that…
*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 23‐24 Budget Workload Indicators
Department: Administration, Office of Communications
Public Affairs
Workload Indicator
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24 Jul‐
Dec
Ongoing
Target
Social Media Engagement: Post per
year (Facebook, Nextdoor, Twitter,
Instagram) 1,161 500 432 500
Number of Projects Created on
Engage Cupertino 35 3 1
1‐2 per
year
Number of Community Information
and Outreach Program products
provided (newsletters, press releases,
website news postings) 185 150 257 200
City of Cupertino
FY 23‐24 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
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Ongoing
Target
GIS: % of time spent Developing
Application 40% 50% 55% 65%
GIS: % of time Maintaining
applications 60% 50% 45% 35%
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 68% 45/31 45/31 45/45
100%
Infrastructure: Percentage based upon
number of scheduled projects/Number
of projects completed on time
89% N/A 50% 100%
Infrastructure: Percentage based upon
number of HelpDesk tickets/SLA
measurements
93% 85.9% 91.5% 90%
Infrastructure: % Customer
satisfaction based upon Satisfaction
Rate from helpdesk tickets
98.0% 99.6% 95.7%% 85%
Infrastructure: % of network uptime
(not including planned maintenance) 99.9% 99.9% 99.9% 99% Applications: % of citywide‐enterprise
application project management
performed on time and on budget
96% 98.1%% 96% 95%
Applications: Number of website site
visits/Number of site hits 886,899 857,387 438,732
5%
annual
increase
Applications: Number of support
request for the applications support
per month
870 640 330 20
3546/1606 900/600
GIS: Increase Property Information
(Internal/External) site visits per
month
3,344/616 2807/1593
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 23‐24 Budget Workload Indicators
Department: Innovation Technology
Applications
Workload Indicator
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24 Jul
‐
Dec
Ongoing
Target
Number of tasks for Enterprise Programs Support & Maintenanace ‐ includes enterprise business platforms like ERP, Land Management System, Recreation System, City Digital Records, City Website and many programs like Admin Services digital transformation, citywide permiting, licensing and enforcement solutions. The related tasks may range from providing staff user access to these platforms to issues that may require intensive programming and configurations to resolve. 1,950
2,250
Standardizing
tracking
process
2,450 2,500
Number of Hours for Application Development ‐ includes custom software solutions like Bid Management solution and Permit Parking software solutions. Application development for these kind of software solution goes through all stages of Software Development Life Cycle (SDLC) of Requirement‐gathering, Analysis, Designing, Coding, Testing and Deployment of these custom software solutions. 850 1,300 1,450 1,500
hours
% of Project Implementation Performed on Time and Budget for Ciytwide Applications ‐ This measure involves the task of project research and communications, project charter creation, creating or reviewing statement of work, contractor research and selection process, activity and resource planning, creation of work breakdown structure, team building, time management, deliverable management, customer satisfaction, risk management, communication management, project closeout process and documentation.
94% 95% 95% 95%
Infrastructure
Workload Indicator
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24 Jul‐
Dec
Ongoing
Target
% of helpdesk requests completed 48 hours or less ‐ Infrastructure is responisble for computer and technology support to all City staff. Prompt customer service and attention is a critical customer service measurement to ensure staff is able to perform and excel with their daily duties. This core responsibilty is performed by two Network Specialists serving 200‐250 staff depending on the time of year. Users may electronically submit or call‐in support requests which is logged in the BossDesk ticketing software. Infrastructureʹs goal is to provide a service level where 90% of all helpdesk service requests are completed in 48 hours or less. 93% 85.9% 91.5% 90%
% of network uptime ‐ Maintain availability and accessibility of the Cityʹs network infrastructure during business hours of operation. The Cityʹs local and wide area networks require high reliability to ensure various applications (ERP, GIS, Land management, etc.) and services (Internet, e‐mail, shared files, City web services, etc). are available for staff and members of the public. Monitoring of equipment, service links, and responsiveness through tools such as Solarwinds Orion and Aruba Airwave allow the Infrastructure team to ensure quick reponse time for any issues as well as document/log network performance.
99.9% 99.9% 99.9% 99.90%
Number of IT Projects Completed ‐ Project research and communications, project charter creation, SOW creation, contractor research and selection process, activity & resource planning/work breakdown structure, team building and motivation, time management, deliverable management, ensuring customer satisfaction, risk management, communication management, project closeout process, documentation
88.89% 9/8 N/A 50% 1/2 100%
GIS
Workload Indicator
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24 Jul‐
Dec
Ongoing
Target
Hours Spent on Development ‐ The GIS Division builds internal and external web applications, business intelligence tools, digital workflows, and configures enterprise applications.
876/tracking
is still being
refined. This
is not an
accurate
account.
507/new
tracking
system was in
development
during this
time frame
824 1,000
Number of Map, Data, Analysis, Report Completed Requests ‐ GIS receives requests from staff and sometimes Commissioners, Sheriffs office, City Council members…These requests range from hard copy maps (ex. Update a zoning designation and print all new zoning maps) to interactive web maps (ex. PW had a consultant evaluate a section of regnart rd and Chad asked us to create a web map with the data point locations and associate photos), data request (ex. how many Trees were trimmed this year), data changes (ex. can I see this layer symbolized by status and added to property info application), crystal report requests (ex. fleet wants a report that shows how many times each vehicle has a repair work order based on a 1272/trackin
g is still
being
refined. This
is not an
accurate
account.
316/new
tracking
system was in
development
during this
time frame
328
1,000/track
ing is still
being
refined.
This is not
an
accurate
account.
project charter creation, SOW creation, contractor research and selection process, activity & resource planning/work breakdown structure, team building and motivation, time management, deliverable management, ensuring customer satisfaction, risk management, communication management, project closeout process, documentation
90%
9/10
90%*
7/8
2%
1/6 8/8
*One project was removed due to budget cuts
City of Cupertino
FY 23‐24 Budget Performance Measures
Department: Information & Technology, Video Division
Enabled by…
Measure
FY22
Jul‐Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Ongoing
Target
Percentage of total video productions
performed vs scheduled productions (city
meetings excluded)
356%
57/16
220%
44/20
155%
28/18 100%
Percentage of total engineering projects vs
scheduled projects
200%
10/5
182%
11/6
133%
4/3 100%
Total video views on YouTube* 141,571 135,641 80,351 5% annual increase
So that…
* Unable to retrieve Granicus viewership data due to error in their reporting module 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.
City of Cupertino
FY 23‐24 Budget Workload Indicators
Department: Information & Technology, Video Division
Workload Indicator
FY21
Jul‐Jun
FY22
Jul‐Jun
FY23
Jul‐Dec Ongoing Target
Video Productions Completed vs. Those Scheduled ‐ The Video Division is responsible for producing videos for both city staff as well as the general Cupertino public. Video productions range in scope from relatively simple 30‐ second public service announcements to major projects like CREST that require more than two months of on‐going field production, post‐production editing, and a live awards program telecast. This specific Workload Indicator clearly indicates that a large percentage of annual video projects are unscheduled or unanticipated. The main reason is that video productions are oftentimes evaluated and prioritized on the basis of their immediate organizational value, impact and/or newsworthiness. Oftentimes, these unanticipated projects are identified and assigned with only a few days or weeks of advanced notice. As such, there is an on‐going need within the division for workflow and work schedule adaptability when it comes to evaluating video productions and completing them on time and on budget.
The measurements here are tracked in the ʺmilestonesʺ document located in our City Channel documentation folder. The milestones document is a comprehensive dataset of all the video division projects‐‐both large and small‐‐ and is maintained by the entire video staff. City meeting telecasts are not included in this particular dataset.
522%
47/9
356%
57/16
245%
27/11 100%
Engineering Projects Completed vs. Those Scheduled ‐ Video staff is responsible for designing, managing, and maintaining the many audiovisual and broadcast systems located within the organization. These include systems within the conference and multipurpose rooms, office and huddle spaces, as well as the complex broadcast systems within the video control room at Community Hall. Engineering projects differ from simple repairs, tasks, and modifications in that projects, as defined, require a phased‐in approach with advanced planning, design, budgeting, resource acquisition, and implementation. Most engineering projects are scheduled well in advance; occasionally, however, video staff may need to implement unanticipated projects if staff or council priorities require as such. The Workload Indicator here measures the number of projects completed vs. the number of scheduled projects. These measurements are tracked in the ʺengineering milestonesʺ document located in our City Channel documentation folder. This document is maintained by Pete Coglianese, who is the broadcast engineer for the division.
250%
15/6
275%
11/4
100%
2/2 100%
Total Viewership on the YouTube and Granicus Platforms ‐ Video staff historically tracks viewership data within our primary online video platforms‐‐ YouTube and Granicus. Both YouTube and Granicus provide advanced reporting modules that allow us to accurately track the number of views over a given date range. The numbers here indicate total views rather than total unique views. Other online platforms were considered as part of this dataset; however, because we do not consistently post videos to our other social media sites such as Facebook, Twitter, Instagram, and Nextdoor, those statistics were not included as part of this specific performance measure. Similarly, we do have accurate viewership data for the City Channel, our government access television channel, so that platform was excluded as well. 246,313 158,300 60,249 5% annual increase
City of Cupertino
FY 23‐24 Budget Performance Measures
Department: Law Enforcement
Law Enforcement
Goal: Maintain a safe environment to live, work, learn and play.
Enabled by… Measure
FY22 Jul‐
Jun
FY23 Jul‐
Jun
FY24 Jul‐
Dec
Ongoing
Target
Priority 1 3.27 6.57 5.78 5 minutes
Priority 2 6.66 7.46 6.69 9 minutes
Priority 3 11.73 12.72 8.18 20 minutes
% programs maintaining minimum
attendance
Teen & Citizen
Academy
98% 90% 90% 80%
Response time for emergency calls
All members of the
community are
safe, informed,
empowered and
supported.
City of Cupertino
FY 23‐24 Budget Workload Indicators
Department: Law Enforcement
Law Enforcement
Workload Indicator FY22 Jul‐
Jun
FY23 Jul‐
Jun
FY24 Jul‐
Dec
Ongoing
Target
Total Priority 1 Calls 76 85 30 72
Total Priority 2 Calls 4,027 4,263 2,548 4,578
Total Priority 3 Calls 3,624 3,161 1,965 5,221
Total Teen/Community Academy
Participants 39 18 18 55
City of Cupertino
FY 23‐24 Budget Performance Measures
Department: Parks and Recreation
Parks and Recreation
Goal: Create a positive, healthy and connected community.
Enabled by…
Measure
FY22 Jul‐
Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Ongoing
Target
% of Parks and Recreation Department
customers surveyed who rate services
as good or excellent
95% 98% 98% 85%
% of programs maintaining minimum
registration 73% 78% 79% 80%
% change in participants 119% 16% 14% +1%
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 53% 55% 59% 40%
# of new programs or events offered 91 1 1 2 5 0
City investment in
quality recreation
and community
programs
Improved
business processes
to improve
customer
experience
City of Cupertino
FY 23‐24 Budget Workload Indicators
Department: Parks and Recreation
Business and Community Services
Workload Indicator
FY22 Jul‐
Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Number of reservations at Quinlan
Center 260 405 210
Number of festival applications
received 91 00
Recreation and Education
Workload Indicator
FY22 Jul‐
Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Number of registrations 2,736 3,756 2,636
Number of survey respondents 85 95 41
Number of Senior Center classes
offered 183 235 178
Number of Senior Center trips offered 31 49
Sports, Safety and Outdoor Recreation
Workload Indicator
FY22 Jul‐
Jun
FY23
Jul‐Jun
FY24
Jul‐Dec
Number of programs offered 1445 1256 705
Number of picnic reservations @ BBF 123 152 107
Rounds of golf at BBF Golf Course 45,367 37,961 21,950
Sports Center Memberships 1,186 1,394 1,474
City of Cupertino
FY 23‐24 Budget Performance Measures
Department: Public Works
Capital Project Delivery
So that…
Measure
FY22
Jul‐Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Ongoing
Target
Percentage of projects completed on
budget
90% 100% 100% 95%
Percentage of construction projects
completed on time 90% 100% 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
FY22
Jul‐Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Ongoing
Target
Percent of businesses in compliance
during annual proactive stormwater
pollution prevention inspections
88% 95% 76% 75%
Percent of non‐exempt businesses and
multi‐family accounts separating
organics
86% 87% 97% 100%
(SB1383)
Percent trash/litter reduction achieved to
meet Stormwater Permit requirements
95% 94% 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%
50% (July‐
October
2023; Nov‐
Dec not
55%
Respond to reports of actual or potential
discharge the same business day
93% 86% 67% 95%
% of plan reviews completed in required
number of days 93% 93% 89% 100%
Cubic yards of compost distributed via
compost site
440 CY
Quarry:
600CY
SMaRT
Station:
789CY
Quarry:
160 CY
SMaRT
Station
Data: 71.40
1,000 CY
% of vegetation obstructions resolved
within 15 days from time of report* 32% 37% 68% 100%
*Inspections occur in the spring only
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
FY22
Jul‐Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Ongoing
Target
Respond to complete plan submittals or
applications within two (2) weeks 94% 94% 99% 90%
Respond to complete encroachment
permit applications within two (2)
weeks
93% 94% 94% 90%
Respond to public inquiries at the Public
Works counter in City Hall within 15
minutes
91% 95% 95% 95%
Grounds Division
So that... Measure
FY22
Jul‐Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Ongoing
Target
Percentage of 311 requests that are
responded to and closed within 3
business days
82% 62% 67% 80%
Percentage of the 1,872 park inspections,
including play grounds, performed
weekly
79% 31% 29% 100%
Percentage of Backflow Prevention
Devices inspected, tested and repaired
annually
100% 100% 50% 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
FY22
Jul‐Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Ongoing
Target
Pavement condition index (PCI) > or
equal to 82 83 81 81 82
Percent of the 2087 storm drain inlets
inspected and cleaned in fiscal year 80% 53% 2% 100%
Percent of Inlets with Trash Capture
Screens inspected and cleaned twice
yearly
100% 100% 50% 100%
Percentage of roadway regulatory &
street name signs repaired or replaced 3.5% 2.0% 2.0% 7% Percentage of trip and fall complaints
investigated and mitigated within 2
business days
72% 73% 73% 98%
Percentage of reported streetlight
outages investigated and repaired in 3
business days
90% 90% 90% 90%
Trees and Right of Way Division
So that... Measure
FY22
Jul‐Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Ongoing
Target
Percentage of 311 requests that are
responded to and closed within 3
business days
95% 90% 93% 95%
Percentage of trees inspected and
maintained in the yearly maintenance
zone (8 year maintenance cycle)
100% 22% 7% 100%
Percentage of trees planted versus trees
removed
# planted/# removed
113%
211/187
146%
153/105
61%
40/65 101%
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
FY22
Jul‐Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Ongoing
Target
Percentage of preventative maintenance
work orders completed for Fleet assets
within 14 days of the due date.
87% 54% 61% 85%
Percentage of facilities maintenance
requests closed within 30 days. 69% 35% 51% 90%
Transportation Division
So that... Measure
FY22
Jul‐Jun
FY23 Jul‐
Jun
FY24
Jul‐Dec
Ongoing
Target
Percentage of non‐emergency traffic
signal requests addressed within 72
hours.
90% 95% 90% 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% 85% 90% 95%
Annual mileage increase of separated
bicycle lanes and pedestrian paths.
2.20 0.82 0 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.
Total number of special equipment
maintained (tractors, trailers, chippers,
riding mowers, club car, forklift,
generator)
329 329 360
Total number of small equipment
maintained 292 278 278
Total number of work orders
completed
1,966 Facilities
835 Fleet
1,836 Facilities
553 Fleet
1,199 Facilities
277 Fleet
Fleet vehicles replaced with hybrid
and/or electric models 01 2
Annual number of sitevisits to ensure
janitorial compliance 1,628 1,628 814
Transportation
Workload Indicator FY 22
Jul‐Jun
FY 23
Jul‐Jun
FY24
Jul‐Dec
Number of signalized intersections 60 60 60A1:E76
City of Cupertino
FY 23‐24 Budget Performance Measures
Department: Public Works, Sustainability
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
FY24
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%
23%
5%
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 23‐24 Budget Workload Indicators
Department: Public Works, Sustainability
Workload Indicator
FY22 Jul‐
Jun
FY22 Jul‐
Jun
FY23 Jul‐
Dec
FY24 Jul‐
Dec
Climate Action Plan 2.0 Actions
initiated or in Progress 838 2 2
Climate Action Plan 2.0 Actions
Completed 5257
Community Education and Outreach
Activities Held 52 65 5
Cross‐Departmental Projects
Supporting 9695
Number of municipal and community
programs leading or supporting 8888