City of Cupertino
FY 24‐25 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
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
General Fund committed, assigned,
and unassigned fund balance as a %
of budgeted appropriations
122% 45% 101% 35%
Credit Rating AA+ AA+ AA+ AA+
Actual expenditures (% below budget) 14% 14% 189% 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
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
# of Worker’s Compensation Cases 49 5 0
Total recordable Injury Rate YTD 1.4% 3.3% 1.9% 0%
% absenteeism
(% of total annual work hours) 3% 3% 3% 2%
% turnover rate 9% 7% 3% 1%
% Employee participation in wellness
activities 38% 44% 41% 75%
Average # of applications received per
recruitment 45 50 83 50
Recruitment timeline ‐ # days from
hiring request to offer letter 105 79 63 60
So that…
Citizens can enjoy high quality services that meet community priorities.
Actual revenue vs. budget (% below
budget) 17% 20% 147% 10%
Funding allocated to high priority
services (Public Works, Community
Development, Law Enforcement)
58% 66% 71% 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 24‐25 Budget Workload Indicators
Department: Administrative Services
Finance
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
# of vendor checks processed 5,130 4,541 2,407 # of payroll checks processed 9,176 9,038 4,505 # of business license applications 969 1,087 582 # of business license renewals 2,176 2,206 1,089 # of journal entries posted 3,695 4,560 3,273 # of purchase orders approved 543 445 332 # of receipts processed 11,275 10,191 5,114 Human Resources
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
# of regular recruitments 29 21 12 # of regular new hires 31 24 17 # of temporary new hires 70 68 15 # of personnel payroll changes 773 768 160 # of full‐time employee exits
processed 22 25 11
# of mandated training classes
offered* 19 15 11
# of employees participating in the
wellness program 80 94 79 *some trainings mandated every other year, however not on the same annual schedule City of Cupertino
FY 24‐25 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
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec Ongoing Target
Building permit applications shall be
plan reviewed within 15 business days.
80% 82% 95% 80%
Customer/Applicants visiting the
Building Permit Counter shall be assisted
within 15 minutes
90% 92% 89% 80%
Applicants visiting the Planning Counter
shall be assisted within 15 minutes 98% 96% 93% 50%
Building permit applications
reviewed/issued over‐the‐counter (OTC)
62% 61% 60% 75%
Below market rate rental and purchase
vacancies filled 20 8 4 15 per year
Average number of days to initiate
investigation of code complaints 0.54 0.46 0.45 < 7
Code enforcement cases resolved
without issuance of citations 93% 92% 88% 80%
Landlord‐tenant counseling and dispute
resolution cases provided 25 38 12 100 per year
Public Outreach Events 15 9 5 12 per year
Funds received from Community Block
Grant (CDBG) federal entitlement
program
$388,459 $358,910 $173,313
Comply with
HUDʹs annual
timeliness test
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 24‐25 Budget Workload Indicators
Department: Community Development
Planning and Community Development
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec
Number of preliminary reviews 127 21 29
Number of planning applications
received 232 95 170
Number of planning counter inquiries 1,223 644 891
Housing Services
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec
Number of BMR rental and ownership
vacancies filled 20 8 4
Number of landlord tenant counseling
and dispute cases received 25 38 12
Number of annual HUD documents
(CAPER, Action Plan, Consolidated
Plan) completed 21 1
Housing and Human Services Grant
Funds inquiries 10
N/A
(applications
are due
2/6/24)
N/A
(applications are
due 2/4/25)
Building
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec
Number of permits received 2,618 1,324 1,596
Number of inspections requested 15,181 8,406 7,605
Number of building counter inquiries 2310 1755 1940
Data provided from April 2022‐ June 2022
* 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 *For FY 2024, the City only accepted applications for Capital Housing projects. Public service funds operate on a multi‐year cycle and will be made available during the FY 2025 funding cycle.
City of Cupertino
FY 24‐25 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
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
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
85%/60% 100%/
100%
100%/
100% 100%
Public Record Act requests responded
to by the Statutory deadline date 99% 99% 100% 100%
So that…
All can fully participate in local government to achieve the community & organizational goals.
Online
information and
updated records
that can be
easily accessed
in a timely
manner.
Response to
records requests
to comply with
State law of 10
days.
City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Administration, City Clerk Division
City Clerk
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
City Council minutes for regular
meetings presented for Council
approval by the following regular
meeting
20/20 44/44 16/16
Adopted City Council resolutions and
ordinances processed and scanned to
Laserfiche within a week of Clerk’s
office receipt of final, signed
document
136/160;
6/10
131/131;
13/13 55/55; 8/8
Public Record Act requests responded
to by the Statutory deadline date
271/274 258/259 183/183
City of Cupertino
FY 24‐25 Budget Performance Measures
Department: City Managerʹs Office, Economic Development Division Enabled by…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
Maintain Economic Development
Business Connect Subscribers 6,000 8,758 9,752 9,000
Economic Development Business
Visits, Workshops & Events 76 4 3 3 2 0 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 24‐25 Budget Workload Indicators
Department: Administration, Economic Development Division Economic Development
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Meetings with large groups/organizations; appointments
with brokers, prospective business owners, business owners and operators, City staff, etc. 50 281 257
Special events, including small business workshops and
seminars, ICSC conferences and events, ribbon cuttings and grand openings, and Small Business Saturday Celebration 71 3 1 3 Number of Delivery Posts to Business Connect Subscribers 31 2 1 9 City of Cupertino
FY 24‐25 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
FY23
Jul‐Jun
FY24
Jul‐Dec
FY25
Jul‐Dec
Ongoing
Target
Social media engagement: total number
of followers including City Hall
Nextdoor, Facebook, Twitter, and
Instagram , YouTube, accounts
41,000 48,622 49,426
10%
annual
increase
Community engagement: total number
of IOI recipients 1732 2,581 2,819
10%
annual
increase
Total Number of Gov Delivery Notices
sent 586 556 302
10%
annual
increase
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 24‐25 Budget Workload Indicators
Department: Administration, Office of Communications
Public Affairs
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25 Jul‐
Dec
Social Media Engagement: Post per
year (Facebook, Nextdoor, Twitter,
Instagram) 500 747 483
Number of YouTube videos created 17 31 26
Number of Community Information
and Outreach Program products
provided (newsletters, press releases,
website news postings) 150 50 48
Number of Communications Requests
Received and Completed from
Departments via Communications
Request Form N/A N/A 416
City of Cupertino
FY 24‐25 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
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
GIS: % of time spent Developing
Application 50% 28% 34% 65%
GIS: % of time Maintaining
applications 50% 72% 66% 35%
GIS: Increase Property Information
(Internal/External) site visits per
month
279/84 338/97 325/96 500/100
GIS: Cityworks utilization ‐ # of assets
Cupertino maintains vs # of assets
maintained in Cityworks. Also the %
increase of work units completed
(WOs, INSP,SRs)
45/31 45/32 45/32 45/45
Infrastructure: Percentage based upon
number of scheduled projects/Number
of projects completed on time
N/A 63% 67% 100%
Infrastructure: Percentage based upon
number of HelpDesk tickets/SLA
measurements
85.9% 90.4% 91.3% 90%
Infrastructure: % Customer
satisfaction based upon Satisfaction
Rate from helpdesk tickets
99.6% 94.8% 100% 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
98% 96% 95% 95%
Applications: Number of website site
visits/Number of site hits 857,387 1,100,000 630,000
5%
annual
increase
Applications: Number of support
request for the applications support
per month
640 850 628 20
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 24‐25 Budget Workload Indicators
Department: Innovation Technology
Applications
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
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. 2,250
Standardizin
g tracking
process
2,550 1,530
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. 1,300 1,500 1,240
% 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.
95% 96% 95%
Infrastructure
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
% of helpdesk requests completed 48 hours or less ‐ 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. Infrastructureʹs goal is to provide a service level where 90% of all helpdesk service requests are completed in 48 hours or less.
85.9% 90.4% 91.3%
% 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.
99.9% 99.9% 99.9%
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 N/A 5 4
GIS
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Hours Spent on Development ‐ The GIS Division builds internal and external web applications, business intelligence tools, digital workflows, and configures enterprise applications.
507/new
tracking
system was
in
development
during this
time frame
673/new
tracking
system was in
development
during this
time frame
433
Number of Map, Data, Analysis, Report Completed Requests ‐ Requests range from hard copy maps to interactive web maps, data request, data changes, crystal report requests.
316/new
tracking
system was
in
development
during this
time frame
349/new
tracking
system was in
development
during this
time frame
279
Number of I&T workplan 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
90%*
7/8 3/3 3/5
*One project was removed due to budget cuts
City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Information & Technology, Video Division
Enabled by…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
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 24‐25 Budget Workload Indicators
Department: Information & Technology, Video Division
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Video Productions Completed vs. Those Scheduled ‐ 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 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.
245%
27/11
356%
57/16
245%
27/11
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. 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. 100%
2/2
275%
11/4
100%
2/2
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. 60,249 158,300 60,249
City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Law Enforcement
Law Enforcement
Goal: Maintain a safe environment to live, work, learn and play.
Enabled by… Measure
FY23 Jul‐
Jun
FY24
Jul‐Jun
FY25 Jul‐
Dec
Ongoing
Target
Priority 1 6.57 5.81 7.28 5 minutes
Priority 2 7.46 6.32 6.41 9 minutes
Priority 3 12.72 7.86 6.30 20 minutes
% programs maintaining minimum
attendance
Teen & Citizen
Academy
90% 100% 0% 80%
Response time for emergency callsAll members of
the community are
safe, informed,
empowered and
supported.
City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Law Enforcement
Law Enforcement
Workload Indicator FY23 Jul‐
Jun
FY24 Jul‐
Jun
FY25 Jul‐
Dec
Total Priority 1 Calls 85 52 14
Total Priority 2 Calls 4,263 5,315 2,910
Total Priority 3 Calls 3,161 3,818 1,836
Total Teen/Community Academy
Participants 18 31 0
City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Parks and Recreation
Parks and Recreation
Goal: Create a positive, healthy and connected community.
Enabled by…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Ongoing
Target
% of Parks and Recreation Department
customers surveyed who rate services
as good or excellent
98% 98% 98% 85%
% of programs maintaining minimum
registration 78% 78% 82% 80%
% change in participants 16% 13% 14% 1%
So that…
Cupertino has an exceptional system of parks and services that align with community values. 40%% Departmentʹs total cost recovery for
all (direct and indirect) costs 55% 56% 53%
City investment in
quality recreation
and community
programs
Improved business
processes to
improve customer
experience
City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Parks and Recreation
Business and Community Services
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of reservations at Quinlan
Center 405 426 202
Number of festival applications
received 10 9 9
Recreation and Education
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of registrations 3,756 3,960 2,178
Number of survey respondents 95 62 54
Number of Senior Center classes
offered 235 381 216
Number of Senior Center trips offered 14 22 11
Sports, Safety and Outdoor Recreation
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of programs offered 1,256 1,202 730
Number of picnic reservations @ BBF 152 159 100
Rounds of golf at BBF Golf Course 37,961 41,974 20,009
Sports Center Memberships 1,394 1,493 1,689
City of Cupertino
FY 24‐25 Budget Performance Measures
Department: Public Works
Capital Project Delivery
So that…
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of projects completed on
budget
100% 100% 100%
Percentage of construction projects
completed on time 100% 100% 33%
Goal: Develop and deliver projects on time and within budget that serve the residentʹs needs and supports the City stability and growth
*FY23: 10 projects completed, 10 projects on budget, 10 projects on time; *FY24: 6 projects completed, 6 projects on budget, 6 projects on time; *FY25 Q1 & Q2: 6 projects completed, 6 projects on budget, 2 projects on time
City funds
capital
improvement
projects.
Projects are
utilized by the
community.
Benefit: Residents and businesses are assured their community is being improved insightful, targeted and efficient use of taxes and fees towards maintaining and impr the Cityʹs facilities and assets.
Environment
Goal: Protect our natural environment for current and future generations.
So that...
Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percent of businesses in compliance
during annual proactive stormwater
pollution prevention inspections
95% 93% 67%
Percent of non‐exempt businesses and
multi‐family accounts separating
organics
87% 98% 99%
Percent trash/litter reduction achieved to
meet Stormwater Permit requirements
94% 97% N/A
Diversion rate from all single‐family,
multi‐family, and commercial accounts
as reported by Recology tonnage reports
53% 48% 50%
Respond to reports of actual or potential
discharge the same business day 86% 72% 71%
% of plan reviews completed in required
number of days 93% 92% 92%
Cubic yards of compost distributed via
compost site Quarry: 600CY
SMaRT Station:
789CY
Compost;
239CY Mulch
Quarry: 180
CY SMaRT
Station: 580
CY Compost
45.45 CY
Mulch
Quarry: 0 CY
SMaRT
Station:
278.18 CY
Compost
21.82 CY
Mulch
% of vegetation obstructions resolved
within 15 days from time of report* 37% 68% N/A
*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 environmen 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
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of completeed plan
submittals or applications responded to
within two (2) weeks
94% 88% 77%
Percentage of completed encroachment
permit applications responded to within
two (2) weeks
94% 92% 90%
Percentage of public inquiries at the
Public Works counter in City Hall
attended to within 15 minutes
95% 95% 95%
Grounds Division
So that... Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of 311 requests that are
responded to and closed within 3
business days
62% 59% 47%
Percentage of the 1,872 park inspections,
including play grounds, performed
weekly
31% 37% 59%
Percentage of Backflow Prevention
Devices inspected, tested and repaired
annually
100% 100% 100%
Goal: Provide well maintained, clean, and safe areas for the community’s recreational use and enjoyment at optim 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 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 community and is beneficial to personal wellness.
Parks are
maintained in
good, usable
condition;
safety
programs are
effective.
Streets Division
So that… Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Pavement condition index (PCI) > or
equal to 82 81 82 82
Percent of the 2087 storm drain inlets
inspected and cleaned in fiscal year 53% 21% 12%
Percent of Inlets with Trash Capture
Screens inspected and cleaned twice
yearly
100% 100% 50%
Percentage of roadway regulatory &
street name signs repaired or replaced 2.0% 5.0% 5.0%
Percentage of trip and fall complaints
investigated and mitigated within 2
business days
73% 60% 84%
Percentage of reported streetlight
outages investigated and repaired in 3
business days
90% 90% 90%
Trees and Right of Way Division
So that... Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of 311 requests that are
responded to and closed within 3
business days
90% 90% 90%
Percentage of trees inspected and
maintained in the yearly maintenance
zone (8 year maintenance cycle)
22% 87% 48%
Percentage of trees planted versus trees
removed
# planted/# removed
146% 153/105 68% 77/114 88% 44/50
Goal: Timely maintenance of public sidewalks, streets, streetlights and storm drain system in good condition to en 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 cons 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 n 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
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of preventative maintenance
work orders completed for Fleet assets
within 14 days of the due date.
54% 69% 72%
Percentage of facilities maintenance
requests closed within 14 days. 35% 66% 63%
Transportation Division
So that... Measure
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Percentage of non‐emergency traffic
signal requests addressed within 72
hours.
95% 100% 100%
Percentage of emergency traffic signal
requests addressed within 2 hours. 100% 100% 100%
Percentage of traffic engineering
requests responded to within 72 hours 85% 90% 90%
Annual mileage increase of separated
bicycle lanes and pedestrian paths.
0.82 0.00 0.2
Goal: Timely maintain City Facilities and City Fleet to meet staff, community and environmental requirements at a 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 orde meet the needs of staff and the community.
Benefit: Having a safe and efficient transportation system that is inviting for all mod travel.
Infrastructure
indicates good
condition;
safety
programs are
effective.
Facilities and
Fleet remain in
good and
operable
condition.
Ongoing
Target
95%
95%
yʹs
d by
roving
Ongoing
Target
75%
100%
(SB1383)
100% by
7/1/2025
55%
95%
100%
1,000 CY
100%
nt.
Ongoing
Target
90%
90%
95%
Ongoing
Target
80%
100%
100%
al life
e, and
f the
Ongoing
Target
82 100%
100%
7%
98%
90%
Ongoing
Target
95%
100%
101%
sure safe,
t.
cious
needs
d
Ongoing
Target
85%
90%
Ongoing
Target
100%
100%
95%
1 mile
n
er to
des of
City of Cupertino
FY 24‐25 Budget Workload Indicators
Department: Public Works
Capital Improvement Program
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of projects started in the first
year funded
4/5 2/2 6/6
Number of active projects versus total
number of projects
24/26 23/28 17/25
Environmental Programs
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of actual versus potential
discharges
93 actual
27 potential
104 actual
17 potential
25 actual
13 potential
Number of stormwater pollution
prevention industrial commercial
inspections
136 160 2 so far
Number of building and demolition
permits reviewed
754 662 327 so far
Number of non‐exempt businesses
and multi‐family accounts required to
separate organics
272 475 471
Tons of waste entering landfill from
single‐family, multi‐family, and
commercial accounts as reported by
Recology
July 1,2022‐ June
30,2023:
11,879.39
13,008 6,324
Number of visitors to compost site (FY22‐23)
Quarry: 910;
SMaRT Station:
Compost (397)
Mulch (103)
Quarry: 913
SMaRT Station:
Compost (506)
Mulch (148)
Quarry: 411
SMaRT Station:
Compost (220)
Mulch (54)
Number of vegetation obstructions
reported
95 25 N/A
*Vegetation obstructions being handled by Code beginning August 2023 Developmental Services
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of development applications
received
127 111 70
Number of encroachment permit
applications received
449 478 218
Number of customer service visits 358 471 297
Grounds
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Maintain city grounds (#) with total
acreage (SF)
29 sites/149AC 29 sites/149AC 29 sites/149AC
Maintain school sites (#)with total
acreage (SF)
9 sites/46AC 9 sites/46AC 9 sites/46AC
Total Number of 311 Requests 45 69 32
Total number of play grounds
maintained
37 37 37
Total number of irrigation controllers
maintained
74 74 74
Total number of park trees maintained 5,223 5,361 5,361 Total number of park furniture
maintained (tables and benches)
431 431 431
Total number of city trash receptacles
maintained
420 420 420
Total number of backflow preventers
maintained
174 174 174
Streets
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Total roadway miles 138 138 138
Total concrete sidewalk miles 196 196 196
Total number of unique sidewalk
repair sites addressed
730 258 211
Total square footage of sidewalk, curb
and gutter repaired/replaced
46,466 30,996 5,425
Total number of storm drain inlets 2,094 2,103 2,103
Total number of drain inlets with trash
capture devices
179 182 200
Total number of streetlights 3,413 3,421 3,421
Total number of roadway signs 10,394 10,444 10,494
Total miles of storm drain pipe
maintained
104.7 104.7 104.7
Total number of crosswalks
maintained
723 723 723
Total miles of pavement striping
maintained
162 162 162
Total number of street miles swept
monthly
696 696 696
Trees and Right of Way
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Total number of street trees 1,922 Trees
Maintained
2828 Trees
Maintained
1696 Trees
Maintained
Total acreage of medians maintained 40 AC 40 AC 40 AC Total number of median islands
maintained
185 185 185
Total square feet of median landscape
converted or installed to water efficent
landscaping
16,873 0 Defunded 0 Defunded
Total number of irrigation controllers
maintained
45 45 45
Total number of 311 Requests for tree
maintenance
386 473 332
Miles of pedestrian and bicycle trails
maintained
0.85 3.0+ 3.0+
Facilities and Fleet
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Total number of city facilities
maintained
51/221,500 SF 51/221,500 SF 51/221,500 SF
Total number of Fleet vehicles
maintained
105 107 107
Total number of special equipment
maintained (tractors, trailers, chippers,
riding mowers, club car, forklift,
generator)
329 329 329
Total number of small equipment
maintained
278 278 278
Total number of work orders
completed
1,836 Facilities
553 Fleet
1772 Facilities
693 Fleet
1105 Facilities
395 Fleet
Fleet vehicles replaced with hybrid
and/or electric models
13 2
Annual number of sitevisits to ensure
janitorial compliance
1,628 1,628 1,628
Transportation
Workload Indicator FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Number of signalized intersections 60 60 60
City of Cupertino
FY 24‐25 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
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
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
(CAP
1.0)100%
79%
6%
4%
28%
10%
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 24‐25 Budget Workload Indicators
Department: Public Works, Sustainability
Workload Indicator
FY23
Jul‐Jun
FY24
Jul‐Jun
FY25
Jul‐Dec
Climate Action Plan 2.0 Actions
initiated or in Progress 82 2 3 0
Climate Action Plan 2.0 Actions
Completed 57 1 4
Community Education and Outreach
Activities Held 55 1 4
Cross‐Departmental Projects
Supporting 959
Number of municipal and community
programs leading or supporting 883