City of Cupertino
FY 25‐26 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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
General Fund committed, assigned,
and unassigned fund balance as a %
of budgeted appropriations
121% 162% **
Number of consecutive years of
maintaining a credit rating of A+ or
better*
45 6
Number of consecutive years of
timely completion of debt compliance
reporting
12 3
Total Genral Fund actual revenue vs.
budget within 10% of original
projections
17% 20% 147%
Number of high‐risk internal audit
issues identified**** 24 1 0
Number of consecutive years that the
Cityʹs annual financial statements
receive an unmodified opinion from
the External Auditors with no
significant deficiencies or material
weaknesses
01 2
Actual General Fund expenditures (%
below budget)
14% 14% N/A
% of Funding allocated to high
priority services (Public Works,
Community Development, Law
Enforcement)
62% 65% 69%
Average number of days from
approved invoice received to check
issuance
14 14 14
Number of consecutive years the
Cityʹs Annual Comprehensive
Financial Report (ACFR) receives the
Government Finance Officers
Association Award
11 * 1 *
So that…
Citizens can enjoy high quality services that meet community priorities. **Projected, data not available
***The City has tracked itʹs rating since itʹs 2020 COP issuance and has maintained itʹs AA+ rating *Due to the lateness of when this report was submitted, the City is still working to obtain the ACFR for 2023.
The City is
financially
responsible.
The City can
invest in
Community
priorities.
Human Resources
Goal: To create a thriving organization with meaningful careers in public service.
So that…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Decline in Worker’s Compensation
Costs N/A ‐63% N/A
Number of Workerʹs Compensation
Cases 49 5
Total recordable Injury Rate YTD 1.4% 3.3% 1.9%
% absenteeism
(% of total annual work hours) 3% 3% 3%
% turnover rate 9% 5% 3%
% Employee participation in wellness
activities 38% 44% 31%
Average # of applications received per
recruitment 45 50 83
Recruitment timeline ‐ # days from
hiring request to offer letter 105 79 63
So that…
Citizens can enjoy high quality services that meet community priorities. ****The total number of internal audit issues identified each fiscal year includes both formal internal audit findings and other types of observations such as those from process reviews and assessments.
For fiscal years 2024 and 2025, all reported issues were other observations and did not constitute formal audit findings.
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 25‐26 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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Building permit applications shall be
plan reviewed within 15 business days.
80% 82% 95%
Customer/Applicants visiting the
Building Permit Counter shall be
assisted within 15 minutes
90% 92% 89%
Applicants visiting the Planning
Counter shall be assisted within 15
minutes
98% 96% 93%
Building permit applications
reviewed/issued over‐the‐counter (OTC)
62% 61% 60%
Below market rate rental and purchase
vacancies filled 20 8 4
Average number of days to initiate
investigation of code complaints 0.54 0.46 0.45
Code enforcement cases resolved
without issuance of citations 93% 92% 88%
Landlord‐tenant counseling and dispute
resolution cases provided 25 38 12
Public Outreach Events 15 9 5
Funds received from Community Block
Grant (CDBG) federal entitlement
program
$388,459 $358,910 $173,313
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 25‐26 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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percent of City Council preliminary
agenda posted on time, in accordance
with Open Government Ordinance, 6
business days prior to meeting
N/A N/A 100%
Percent of City Council Agendas
packets prepared, posted and delivered
4 days prior to meeting
N/A N/A 100%
Percent of timely filings of Fair Political
Practices Commission Form 700
Statements of Economic Interest
N/A N/A 79%
Percent of timely filings of Fair Political
Practices Commission Forms
460/Campaign Committee reports N/A N/A 42%
Percent of City Council minutes for
regular meetings presented for Council
approval by the following regular
meeting
100% 100% 100%
Percent of adopted City Council
resolutions and ordinances processed
and scanned to Laserfiche within 1
week of Clerk’s office receipt of final,
signed document
85%/60% 100%/
100% 100%
Percent of Public Record Act requests
responded to by the Statutory deadline
date
99% 99% 100%
So that…
Priority 1
Priority 2
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 25‐26 Budget Performance Measures
Department: City Managerʹs Office, Administration
Enabled by…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percent of council requests
acknowledged within 24 hours N/A N/A 85%
Percentage of unique and
reasonable citizen requests to the
City Manager’s Office
acknowledged in 3 business days
N/A N/A 90%
Percent of Council
requests/inquiries on published
agenda items that are provided to
Council at or before the Council
meeting
N/A N/A 100%
So that…
GOAL: Strengthen trust and effectiveness in City operations through prompt and transparent communication.
Priority 1
Service‐level
expectations,
cross‐
department
collaboration,
and proactive
management of
requests.
Council and residents experience responsive government and improved confidence in City operations.
City of Cupertino
FY 25‐26 Budget Performance Measures
Department: City Managerʹs Office, Economic Development Division Enabled by…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Number of meetings conducted
with developers and prospective
businesses
N/A N/A 0
Growth in the number of people
subscribing to Business Connect
Newsletter
N/A N/A 0
Percentage growth of number of
corporate visits N/A N/A #DIV/0!
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.
Priority 1
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 25‐26 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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
GIS: % of time spent Developing
Application 50% 28% 34%
GIS: % of time Maintaining
applications 50% 72% 66%
GIS: Increase Property Information
(Internal/External) site visits per
month
279/84 338/97 325/96
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
Infrastructure: Percentage based upon
number of scheduled
projects/Number of projects
completed on time
N/A 63% 67%
Infrastructure: Percentage based upon
number of HelpDesk tickets/SLA
measurements
85.9% 90.4% 91.3%
Infrastructure: % Customer
satisfaction based upon Satisfaction
Rate from helpdesk tickets
99.6% 94.8% 100%
Infrastructure: % of network uptime
(not including planned maintenance) 99.9% 99.9% 99.9%
Applications: % of citywide‐enterprise
application project management
performed on time and on budget
98% 96% 95%
Applications: Number of website site
visits/Number of site hits 857,387 1,100,000 630,000
Applications: Number of support
request for the applications support
per month
640 850 628
Video: Percentage of total productions
performed vs scheduled productions
356%
57/16
220%
44/20
130%
26/20
Video: Percentage of total productions
performed vs schedueld productions
Video: Percentage of total engineering
projects vs scheduled projects
200%
10/5
182%
11/6
0%
0/0
Video: Total video views on
YouTube* 141,571 135,641 86,808
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
24/7 government
access channel,
radio station,
digital signage
network, City
website, and
numerous online
video platforms.
City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Law Enforcement
Law Enforcement
Goal: Maintain a safe environment to live, work, learn and play.
Enabled by… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Priority 1 Calls N/A N/A 25%
Priority 2 Calls N/A N/A 69%
Priority 3 Calls N/A N/A 80%
Percent of graduates from the Teen
Academy
Teen & Citizen
Academy
N/A N/A 100%
Priority 1
Percent of calls that met response time
standards for:All members of the
community are
safe, informed,
empowered and
supported.
City of Cupertino
FY 25‐26 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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Priority 1
Growth of number of total followers on
City social media channels (Facebook,
LinkedIn, X, Instagram, Nextdoor)
N/A N/A 3,655
(+7.6%)
Number of residents that rate the overall
quality of information on the City’s
communications channels as good or
excellent
N/A N/A N/A
Social media engagement: total number
of followers including City Hall
Nextdoor, Facebook, Twitter, and
Instagram accounts
N/A N/A 51,810
Social media engagement: average
number of engagements (reactions,
comments, shares, and clicks) per post
on City Hall Facebook account
N/A N/A 31
Community engagement: total number
of City Manager Newsletter recipients N/A N/A 4803
Total number of Gov Delivery Notices
sent N/A N/A 362
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.
Priority 2
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 25‐26 Budget Performance Measures
Department: Parks and Recreation
Parks and Recreation
Goal: Create a positive, healthy and connected community.
Enabled by…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
% of Parks and Recreation Department
customers surveyed who rate services
as good or excellent
98% 98% 99%
% of programs maintaining minimum
registration 78% 79% 72%
% growth in reservations 8% 8% 2%
% growth in total enrollment of
classes/camps/programs 7% 13% 0%
% growth in memberships 24% 11% 12%
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 56% 50% 50%
City investment in
quality recreation
and community
programs
Improved business
processes to
improve customer
experience
City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Public Works
Capital Project Delivery
So that…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of projects completed on
budget
100% 100% 100%
Percentage of construction projects
completed on time 100% 33% 67%
Goal: Develop and deliver projects on time and within budget that serve the residentʹs needs and supports the Cityʹs stability and growth
*FY24: 6 projects completed, 6 projects on budget, 6 projects on time; *FY25: 6 projects completed, 6 projects on budget, 2 projects on time *FY26 Q1 & Q2: 3 projects completed, 3 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 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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percent of businesses in compliance
during annual proactive stormwater
pollution prevention inspections
93% 92% 100%
Percent of non‐exempt businesses and
multi‐family accounts separating
organics
98% 99% 99%
Percent trash/litter reduction achieved to
meet Stormwater Permit requirements
97 100% 100
Diversion rate from all single‐family,
multi‐family, and commercial accounts
as reported by Recology tonnage reports
48% 49% 48%(Jul 2025‐
Nov 2025)
Respond to reports of actual or potential
discharge the same business day
72% 95% 100%
% of plan reviews completed in required
number of days 92% 95% 95%
Cubic yards of compost distributed via
compost site Quarry: 180 CY
SMaRT Station:
580 CY
Compost 45.45
CY Mulch
Quarry: 200
CY SMaRT
Station:
778.18 CY
Compost
80 CY Mulch
(Jul 2025‐
Nov 2025)
Quarry: 40
CY SMaRT
Station:
254.55 CY
Compost
% of vegetation obstructions resolved
within 15 days from time of report* 68% N/A 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 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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percent of complete plan submittals or
applications responded to within 2
weeks
88% 59% 82%
Percent of complete encroachment
permit applications responded to within
2 weeks
92% 100% 90%
Percent of public inquiries at the Public
Works counter in City Hall responded to
within 15 minutes
95% 92% 96%
Cupertino 311: Average response time to
customers organization‐wide (in days) N/A 5 2
Grounds Division
So that... Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of 311 requests that are
responded to and closed within 3
business days
59% 63% 77%
Percentage of the 1,612 park play
grounds, performed weekly 37% 38% 43%
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 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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Pavement condition index (PCI) > or
equal to 82 82 81 81
Percent of the 1904 storm drain inlets
inspected and cleaned in fiscal year 21% 38% 5%
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 5.0% 4.0% 2.6%
Percentage of trip and fall complaints
investigated and mitigated within 2
business days
60% 80% 73%
Percentage of reported streetlight
outages investigated and repaired in 3
business days
90% 89% 79%
Trees and Right of Way Division
So that... Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of 311 requests that are
responded to and closed within 3
business days
90% 99% 100%
Percentage of trees inspected and
maintained in the yearly maintenance
zone (8 year maintenance cycle)
87% 53% 8%
Percentage of trees planted versus trees
removed
# planted/# removed
68% 77/114 143% 136/95 65% 32/49
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
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of preventative maintenance
work orders completed for Fleet assets
within 14 days of the due date.
69% 70% 72%
Percentage of facilities maintenance
requests closed within 14 days. 66% 52% 64%
Transportation Division
So that... Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of non‐emergency traffic
signal requests addressed within 72
hours.
100% 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 90% 95% 98%
Annual mileage increase of separated
bicycle lanes and pedestrian paths.
0.00 0.30 0
Sustainability Division
GOAL: Implement Cupertino’s Climate Action Plan and General Plan Sustainability Element to achieve quantifiable emissions reductions, conserve finite resources, and achieve utility cost avoidance and savings across municipal operations and community partners.
Enabled by… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
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.
% community‐wide emissions reduced
from baseline of 307,288 MT CO2e/yr 2018 inventory:
24% decrease
in emissions
from baseline
(258,659 MT
CO2e/yr)
Initiate, develop, and complete actions
from the Climate Action Plan 2.0
% initiated
% complete or ongoing
6%
4%
24% initiated
and 12 %
complete/ong
oing
26% initiated
and 14 %
complete/ong
oing
Percent of applicable capital
improvement projects that integrate
sustainability and resilience 52%
% municipal operations emissions
reduced from baseline of 1,865 MT
CO2e/yr
2018 inventory:
66% reduction
in emissions
1 Cupertinoʹs GHG inventories are conducted roughly every 3‐5 years.
So that…
2021 inventory: 42% increase
from the baseline (437,192
MT CO2e/yr)
2021 inventory: 7% decrease
from the baseline (1,742 MT
CO2e/yr)
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 25‐26 Budget Performance Measures
Department: Information & Technology, Video Division
Enabled by…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of total video productions
performed vs scheduled productions (city
meetings excluded)
356%
57/16
220%
44/20
130%
26/20
Percentage of total engineering projects vs
scheduled projects
200%
10/5
182%
11/6
0%
0/0
Total video views on YouTube* 141,571 135,641 86,808
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.