Adopted Budget
and
Resource Allocation Plan
Fiscal Year 2010 / 2011
Twenty-Year Financial Plan
 Operating Budget Guide
 Operating Budgets and Redevelopment Agency
VOLUME II: Operating Budget
Department Description
The Office of the City Attorney provides legal advice and services to the City Council, City officials,
staff, departments, boards, commissions and related City bodies; protects the interests of the City;
and ensures that actions by or on behalf of the City and its related bodies are in accordance with
applicable legal requirements. The Department represents the City, its officers and employees
in administrative and civil litigation matters involving official City business; prepares contracts,
ordinances, resolutions, and other legal documents involving the City; and prosecutes violations
of the Municipal Code.
Programs and Services
The Office of the City Attorney has three main areas of responsibility – Provide Legal Advice,
Provide Representation, and Management and Administration.
Provide Legal Advice
The Office of the City Attorney advises and counsels the City Council, the Redevelopment Agency,
Boards, Commissions, and City staff in legal matters pertaining to the City. The Office of the City
Attorney provides timely and thorough legal advice and services relating to property development,
zoning, redevelopment, housing, public utilities, administrative, environmental, liability and
general matters, including the preparation of ordinances, resolutions, contracts, franchises, and
legal opinions. The City Attorney’s Office also monitors changes and recent developments in laws
concerning the City, communicates pertinent changes to the City Council and affected departments,
and drafts amendments to City ordinances and documents to comply with changes to the law.
Provide Representation
The Office of the City Attorney is responsible for representing the City in all legal actions or
administrative proceedings in which the City is concerned or to which it is a party. The City
Attorney represents City officials and employees in civil litigation arising out of City employment
or official capacity. As necessary, the Office of the City Attorney directs and monitors the work
and costs of outside counsel. The Office also prosecutes all charges of violation of municipal
ordinances and regulations.
Management and Administrative Support Services
The management and administrative support services for the Office of the City Attorney monitors
overall office performance, prepares and administers the office budget, and updates and maintains the
Department’s website. Personnel attend programs and training consistent with State requirements
for continuing legal education.
Office of the City Attorney
FY 2010/2011 Operating Budget
Department Budget Summary
Office of the City Attorney
2008/09 2008/09 2009/10 2010/11 2011/12
Fund/Program Budget Actual Budget Plan Plan
General Fund
Comprehensive Legal Services 1,544,599 1,593,981 1,572,314 1,632,720 1,703,432
RDA Special Revenue
Comprehensive Legal Services 211,317 118,980 215,931 187,379 197,508
Wastewater Management Fund
Comprehensive Legal Services 25,000 51,383 25,375 30,000 30,600
Solid Waste Management Fund
Comprehensive Legal Services 1,015 0 1,030 1,030 1,051
SMaRT Station Fund
Comprehensive Legal Services 7,105 0 7,212 5,762 5,877
Property and Liability Insurance Fund
Comprehensive Legal Services 100,000 40,147 101,500 51,500 52,530
TOTAL EXPENDITURES 1,889,036 1,804,492 1,923,362 1,908,391 1,990,998
Office of the City Attorney
FY 2010/2011 Operating Budget
Budget Overview and Significant Changes
The operational efficiency and optimum staffing study, which was recently conducted, determined
that the staffing level of the Office of the City Attorney is low when compared to similar cities. This
scenario presents quite a challenge, yet the City Attorney’s Office continues to provide efficient and
cost-effective representation. This statement is substantiated when comparing the Department’s
budget to the litigation case load. Since FY 2005/2006, the City Attorney’s Office has realized
a significant increase in litigation, especially between FY 2008/2009 and FY 2009/2010. With
respect to litigation, it is not just the number of cases, but the activities and status of each case
that has a significant effect on case load and associated expenditures. During FY 2009/2010, the
Office of the City Attorney realized a 30.1% increase in the number of cases that were opened. In
addition, many of the new cases were more complicated thereby resulting in a greater number of
motions, discovery activities, and court or arbitration dates.
As municipal governing continues to become more and more complicated, it is expected that
litigation-related activities will continue to increase, causing the case load to increase at least
proportionally. Yet, in spite of a significant increase in litigation during FY 2009/2010 and an
expected increase in case load in subsequent years, the City Attorney’s FY 2010/2011 General
Fund budget shows an increase of only 3.8%, all of which can be attributed to increased labor costs
and rental rates. These increases are offset by reductions in subscriptions to legal materials and
printing costs associated with the Municipal Code. Staffing levels will remain at six positions and
the outside counsel budget remains unchanged from a year ago.
Provide Legal Advice
During FY 2010/2011, the service delivery plan containing expected expenditures for providing
legal advice will remain unchanged. However, the service level provided is expected to increase.
Provide Representation
This service delivery plan will continue to provide effective legal representation while maintaining
efficiency and cost containment. Services provided include litigation, representation, and
monitoring of outside counsel usage.
Management and Administrative Support Services
In FY 2010/2011, this service delivery plan will maintain its high level of service while reducing
library and municipal code printing costs by 33%. The savings will be realized by reducing legal
subscriptions and providing only electronic updates of the Sunnyvale Municipal Code. In addition,
training will be reduced by 20%.
Office of the City Attorney
FY 2010/2011 Operating Budget
Department Position Allocation
Classification
Current
Authorized
Positions
FY 2010/11
Budgeted
Positions
FY 2011/12
Budgeted
Positions
City Attorney 1 1 1
Senior Assistant City Attorney 1 1 1
Assistant City Attorney 2 2 2
Paralegal 1 1 1
Administrative Aide-Confidential 1 1 1
Office of the City Attorney Total 6 6 6
Office of the City Attorney
FY 2010/2011 Operating Budget
OCA Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Comprehensive Legal Services
Workload Indicators
Total number of active litigation cases for current fiscal year.
Number of active code enforcement cases for current fiscal year.
Number of active DPS administrative cases (weapons, pitchess motions, etc.) for
current fiscal year.
Performance Indicators
Number of survey respondents, and percent rating overall services provided
by the Office of the City Attorney as satisfactory or better.
Percent of total planned operating budget expended.
Department Description
The Office of the City Manager (OCM) provides management and administrative services for
City departments and the City Council. The City Manager is the government equivalent of a Chief
Executive Officer (CEO), guiding department directors who administer services to the community
while adhering to the direction and policies set by the City Council. Several of the programs in
the Office of the City Manager provide resources for City staff to perform their jobs, including
vehicles and building services. Other work units, such as Public Information and Community
Resources, provide direct services to the public.
Programs and Services
The Office of the City Manager is organized into ten services: City Clerk’s Office, Public Information,
Community Resources, Planning and Management Systems, Economic Development/Business
Attraction and Retention, City Council, Facilities Services, Fleet Services, Print/Mail Services,
and Management and Administrative Support Services.
City Clerk’s Office
The City Clerk’s office is a three-person staff. Routine responsibilities include supporting
City Council meetings, overseeing the City’s Boards and Commissions Program, coordinating
responses to Public Records Act requests, and the storage of legally mandated records. Supporting
Council meetings includes creating Council informational packets, posting meeting agendas,
recording Council votes and creating Council minutes. Equally important, but not as routine, are
administrative services related to municipal elections.
Public Information
The Public Information Division includes two staff members with administrative support whose
primary focus is assuring timely, relevant, and accurate public information in print, on-line, and
via television and radio. Related tasks include issuing news releases, responding to media requests,
managing content on the City’s website, and serving as Public Information Officer (PIO) on the
scene of emergency and public incidents.
Community Resources
Community Resources develops, maintains, and grows community partnerships and resources.
Community building and civic engagement are the main areas of focus for this work unit,
comprised of one staff member with administrative support. Duties include the coordination of
the City’s neighborhood association program, administration of the special events permitting
process, administration of two community grant programs (one for event organizers and one for
Office of the City Manager
FY 2010/2011 Operating Budget
neighborhood groups), and coordination of two staff advisory committees. This division also plans
and coordinates citywide special events, such as the Mayor’s annual State of the City event.
Planning and Management Systems
This work unit, comprised of one individual with administrative support, implements the City’s
Planning and Management System (PAMS), maintains City Council policies and administrative
policies, manages the City’s Study Issues process, and promotes efficient and effective citywide
work processes.
Economic Development/Business Attraction and Retention
This unit, consisting of one staff member with administrative support, promotes and maintains
a diverse local economy with businesses that provide jobs and services for our residents and tax
revenue for the City to fund public services.
City Council
This service area provides the resources and support needed by City Council to establish City policy
and carry out legislative responsibilities. City Council is assigned one full-time administrative
staff member, who supports both Mayor and Council. Other budgeted funds are allocated to such
costs as Council stipends, conference and travel expenses, and office equipment/supplies.
Facilities Services
The primary charge of Facilities Services is to maintain City buildings in a safe, functional, and
clean condition for all users. This work unit maintains 87 City buildings (approximately 485,509
square feet of floor space), including Public Safety, the Library, six Fire Stations, numerous park
buildings, the Civic Center, the Community Center and the Senior Center.
Fleet Services
Fleet Services supports City operations by providing a safe, functional and dependable fleet of
vehicles. This work unit is responsible for the acquisition, ongoing maintenance and eventual
disposition of all City vehicles, including many specialized vehicles as required by departments
such as Public Safety and Public Works.
Print/Mail Services
Print Services is another internal resource serving departments’ printing needs for large print/copy/
bindery jobs, such as Reports to Council. Specialized printing jobs are outsourced as needed, when
equipment or staff time do not permit in-house production. Mail service is a critical component of
supporting day-to-day operations. Mail is picked up and delivered routinely throughout each work
day from all City locations.
Office of the City Manager
FY 2010/2011 Operating Budget
Management and Administrative Support Services
This program ensures the effective and efficient management of the Office of the City Manager
by exercising the powers and fulfilling the citywide duties of the City Manager, including general
oversight of all City operations. Staff includes the City Manager, Assistant City Manager, Assistant
to the City Manager, and an Executive Assistant.
Department Budget Summary
Office of the City Manager
2008/09 2008/09 2009/10 2010/11 2011/12
Fund/Program Budget Actual Budget Plan Plan
General Fund
Office of the City Manager 4,353,613 3,994,654 4,807,206 3,921,450 4,557,061
Parking District Fund
Office of the City Manager 12,142 18,486 6,684 0 0
RDA Special Revenue Fund
Office of the City Manager 145,357 170,533 147,683 0 0
General Services
Facilities Management 3,663,875 3,663,820 3,680,442 3,765,770 3,906,316
Fleet Management 2,721,607 2,774,939 2,711,647 2,732,416 2,836,909
Print, Copy, Bindery and Mail
Services 820,291 778,133 812,472 683,963 705,419
TOTAL EXPENDITURES 11,716,885 11,400,566 12,166,134 11,103,599 12,005,704
Office of the City Manager
FY 2010/2011 Operating Budget
Budget Overview and Significant Changes
The two-year budget for FY 2010/2011 and FY 2011/2012 reflects an overall reduction in expenses
for this department. A number of services were transferred to other departments; the Columbia
Neighborhood Center was moved into the Department of Community Services and the City’s
Volunteer Program was moved into the Human Resources Department. At the same time, this
Department adopted Fleet, Facilities and the Print Shop from the Department of Public Works,
Community Services, and Information Technology respectively, allowing these internal services
to be managed by one provider. The Community Resources program will be managed by the
Communications Division, and the Intergovernmental Relations Manager will devote significant
time to improving citywide processes to create greater efficiency. A major Council study is
underway this calendar year to determine next steps relative to aging City facilities, many of which
present increasing challenges to the Facilities Division in terms of general maintenance. Staff will
also be studying print shop operations this coming year, to determine whether it should continue to
be an internal City service or be outsourced to the private sector. Overall expenses for all services
within the Department have been reduced, without a corresponding decrease in service levels.
Office of the City Manager
FY 2010/2011 Operating Budget
Department Position Allocation
Classification
Current
Authorized
Positions
FY 2010/11
Budgeted
Positions
FY 2011/12
Budgeted
Positions
City Manager 1 1 1
Assistant City Manager 1 1 1
City Clerk 1 1 1
Superintendent of Building Maintenance 1 1 1
Economic Development Manager 1 1 1
Intergovernmental Relations Officer 1 1 1
Communications Officer 1 1 1
Senior Management Analyst 1 1 1
Assistant to the City Manager 1 1 1
Fleet Manager 1 1 1
Administrative Aide-Confidential 1 0 0
Auto Shop Attendant 1 1 1
Administrative Analyst 2 2 2
Program Coordinator 1 1 1
Deputy City Clerk 1 1 1
Fleet Services Coordinator 1 1 1
Equipment Mechanic 9 8 8
Mail Clerk 1 1 1
Facilities Tech I/II/III 9 9 9
Senior Building Services Leader 3 3 3
Executive Assistant 2 2 2
Senior Office Assistant 5 7 7
Press Operator 1 1 1
Office of the City Manager Total 47 47 47
Office of the City Manager
FY 2010/2011 Operating Budget
OCM Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Facility Services
Workload Indicators
Number of City buildings maintained.
Performance Indicators
Number of non-urgent work orders and percent completed within 15 days.
Number of urgent/emergency work orders and percent abated within 24 hours.
Number of work orders completed and percent requiring a call back.
Percent of customers rating overall services provided by the Facilities Division
as satisfactory or better.
Office of the City Manager
Workload Indicators
Number of Council Agendas prepared.
Number of press releases created and distributed.
Number of Neighborhood Associations.
Number of special event applications received.
Number of neighborhood grant applications received.
Performance Indicators
Number of Councilmembers responding to survey and number who rate support
from the Office of the City Clerk as satisfactory or better.
Number of Councilmembers responding to survey and number who rate clerical
and administrative support to Council as satisfactory or better.
Percent of residents who rate the overall quality of information provided by
Quarterly Report as “fair” or higher.
OCM Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Percent of residents who rate the overall quality of information provided by
Quarterly Report as “excellent” or “good”.
Number of Neighborhood Association leaders responding to survey, and number
rating overall support from community resources staff as satisfactory or better.
Percent of total planned operating budget expended.
Print, Copy, Bindery, and Mail Services and Support
Workload Indicators
Number of job requests for print, copy and/or bindery services.
Performance Indicators
Percent of customers rating overall services provided by the Print, Copy, Bindery
and Mail Services and Support Program as satisfactory or better.
Provision of Vehicles and Motorized Equipment
Workload Indicators
Number of motor vehicles in City fleet.
Number of pieces of landscape and construction equipment maintained.
Performance Indicators
Percent of time that City vehicles and equipment are available for usage (also
known as “uptime”).
Percent of customers rating overall services provided by the Fleet Division as
satisfactory or better.
Department Description
The Department of Public Safety is one of the only fully integrated police and fire departments
in America. All officers are cross-trained as both police officers and firefighters, allowing the
department to provide police, fire, and emergency medical services to the community. Department
members take pride in maintaining a city that is safe by focusing on crime and fire prevention, by
addressing quality of life issues with all available City resources, and by adhering to enforcement
principles to maintain order.
Sunnyvale enjoys a reputation for being one of the safest cities in America and consistently has
one of the lowest crime rates of any city in the region and state. Much of the success can be
attributed to the community policing and problem solving approach that is employed by the
Department. Equally as important, staff assigned to fire services are tasked with preventing fires
through a strong fire inspection program and by providing fire prevention education in schools,
neighborhoods, and in the business community. Finally, emergency medical response is a top
priority for the department. To increase the potential for patient survival, both police officers and
firefighters are trained as emergency medical technicians (EMTs) and are dispatched to every life-threatening
emergency medical call. Every emergency responder is equipped with an automatic
external defibrillator (AED) and the devices are also located in every City building.
The Department has strong partnerships with the schools, neighborhoods, and business community.
These partnerships provide a framework to address localized problems and issues, and allow
Public Safety to leverage close relationships to address areas of mutual concern. The Department
recognizes the power of an engaged community in providing public safety services and keeping
the community safe.
In an average 24 hour
period, Sunnyvale
Public Safety Officers…
Respond to 164
Patrol calls for
service. Arrest 10
persons.
Issue 41 traffic
citations.
Write 22 parking
citations.
Respond to 5
emergency fire
events.
Respond to 15
emergency
medical events.
Conduct 14 field
interviews.
Write 37
reports.
Public Safety
FY 2010/2011 Operating Budget
Programs and Services
The Department of Public Safety is organized into eight programs: Police Services, Fire
Services, Community Safety Services, Personnel and Training Services, Investigation Services,
Communication Services, Public Safety Administration Services, and Records Management and
Property Services.
Police Services
The Police Services Program focuses on protecting the lives, property, and rights of all people by
providing a uniformed police response to both emergency and non-emergency calls for service.
Officers are assigned by team over a 24-hour time period and are responsible for a geographical
area of the City – or beat. Officers are charged with enforcing federal, state, and local laws
including traffic laws, investigating possible criminal activity, and providing crime prevention
education. Several special teams are assigned to Police Services, including Traffic Safety Education
and Enforcement (officers typically ride motorcycles), the Gang Enforcement Team (GET), and a
highly trained Special Weapons and Tactics Team (SWAT). Officers assigned to Police Services
are tasked also with firefighting activities during emergencies, typically augmenting firefighters
assigned to Fire Services. The chart below shows Sunnyvale’s overall FBI crime rate per 100,000
residents from 1999-2009.
0
500
1,000
1,500
2,000
2,500
3,000
Sunnyvale Overall Crime Rate
1999 - 2009
2,067 2,012 2,049 1,961 2,329 2,284 2,193 2,127 2,074 2,050 2,131
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Public Safety
FY 2010/2011 Operating Budget
Fire Services
The Fire Services Program focuses on protecting the lives and property of all people by providing
the primary response to both emergency and non-emergency fire events, as well as emergency
medical calls for service. Officers are assigned to one of six fire stations in Sunnyvale that provide
coverage for a specific geographical area. Two firefighters are assigned to each Fire Engine or
Truck. A total of 12 fire apparatus are available 24 hours daily. Officers assigned to Fire Services
also are responsible for more than 4,000 fire prevention inspections annually, as well as fire
prevention education for schools and businesses.
In FY 2009/2010, all fire prevention and hazardous materials inspection functions were moved
to the Fire Services Program from Investigation Services. The move was made to provide
better oversight and to locate similar services in the same program. These workgroups are also
responsible for construction plan reviews and construction inspections, both of which are critical
to streamlining the overall plan review approval process and to encourage development in the City.
Community Safety Services
The Community Safety Services Program is the primary provider of prevention education to the
community. Five Neighborhood Resource Officers (NROs) are assigned to specific geographical
areas of the City and are tasked with maintaining close partnerships with schools, neighborhood
associations, and businesses. NROs often take the lead on problem solving initiatives by
coordinating other city resources that are needed. Crime Prevention Community Services Officers
(CSOs) work closely with NROs and provide support for prevention programs in the schools,
neighborhoods, and the business community. The Community Safety Services Program added
Neighborhood Preservation and Code Enforcement Officers this year that had been assigned to
the Community Development Department in years past. This shift between departments places
similar services together and allows better coordination and problem resolution.
This program is home to the Office of Emergency Services (OES), which is responsible for disaster
preparedness activities. The primary purpose of OES is to ensure readiness of City staff through
education and planning. OES provides neighborhoods and businesses with training that will help
them to be more self-sufficient following a disaster.
Animal Control is the final component of the Community Safety Services Program. Animal
Control Officers are responsible for services including licensing, response to calls for service,
and transportation to Sunnyvale’s state-of-the-art sheltering services partner, the Humane Society
Silicon Valley in Milpitas.
Public Safety
FY 2010/2011 Operating Budget
Personnel and Training Services
The Personnel and Training Services Program, in cooperation with the Department of Human
Resources, holds the primary responsibility for recruiting, testing, hiring, and training all Public
Safety employees. On average, the Department of Public Safety hires 12 Public Safety Officers each
year to keep pace with retirements and separations. Each officer candidate must meet a rigorous
set of standards including written testing and oral interviews, psychological screenings, polygraph
examinations, and an in-depth background check. Successful candidates attend a 22-week Police
Academy, a 14-week Fire Academy, a three-week Emergency Medical Technician Academy, and
must successfully pass field training programs in both Police Services and Fire Services. This
program also is responsible for the coordination of civilian hiring for the Department.
All Public Safety Department training is coordinated within this Program to ensure all state-mandated
training requirements are met for police, fire, and emergency medical services, as well
as specialized skills training for specific assignments.
Investigation Services
The Investigation Services Program focuses primarily on investigative follow-up of criminal
cases originating in Police Services and preparing those cases for prosecution. The caseload in
Investigation Services is divided between crimes against persons and property crimes. There
is close coordination between this work unit and other local law enforcement agencies because
many cases cross jurisdictional boundaries. The unit also closely coordinates with the Office
of the District Attorney and the Santa Clara County Crime Lab. In recent years, technology has
played an ever increasing role in case investigation and, consequently, detectives have to develop
expertise in computer forensics, cell phone technology, and analysis of criminal activity within
social networking websites and financial networks.
This Program also houses the Community Crimes Unit (CCU), a group of undercover officers that
focus on narcotics, vice, and gang-related crime. In January 2010, the Department developed a
partnership with the Mountain View Police Department and the Federal Bureau of Investigation
(FBI) to combat local gang-related crime. This partnership will provide federal funding for a
portion of associated costs, but more importantly will allow for a multi-jurisdictional approach
to regional gang-related activity. The chart on the following page provides a 10-year history of
Sunnyvale’s clearance rate for violent crimes.
Public Safety
FY 2010/2011 Operating Budget
Communication Services
Communication Services functions as the initial point of contact for most police and fire events,
both emergency and non-emergency. The dispatchers triage more than 100,000 incoming calls
each year originating from hard-wired phones, cell phones, and Voice over Internet Protocol (VoIP)
contacts. Each year, dispatchers coordinate the assignment and oversight of more than 45,000
police events and 7,500 fire and emergency medical events, provide emergency medical directions
to callers reporting medical emergencies, process all requests for information by officers, and
question callers to provide the best information to emergency responders. The chart shown below
describes call processing and dispatch times for Communication Services during a 24-hour period.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Year and Clearance Rate
74% 71% 51% 57% 71% 63% 60% 55% 54% 67%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Violent Crime Total Clearance Rates
Public Safety
FY 2010/2011 Operating Budget
Public Safety Administration Services
Public Safety Administration Services provides management and coordination of all department
programs and functions. Critical to this program is the Professional Standards Unit, Internal
Affairs, which reports directly to the Chief. Staffed by a Lieutenant, Professional Standards
conducts investigations of misconduct when warranted. It also conducts quality control audits to
ensure compliance with laws and City and department policies.
This program is also responsible for all aspects of the City budget process, including grant
applications and fiscal reporting, project submittals and coordination of department activities.
Staff in this area ensure fiscal accountability across the Department and ensure every revenue
source is explored and leveraged. Each year, the Public Safety Department is responsible for more
than $1 million in revenue based on fines, forfeitures, and licensing, as well as more than $500,000
in grant revenue.
Records Management and Property Services
The Records Management and Property Services Program is a primary point of contact for non-emergency
police and fire events, both by phone and in-person contacts. This program also
provides the repository for all police and fire event records, and ensures all case files are prepared
for prosecution. Records Management is staffed 24 hours daily to ensure timely processing of
information and reports, and to ensure there is a primary point of contact for all City services
after regular business hours. Property Management is a critical function within this program to
ensure evidence collected by officers within Police and Investigation Services is properly secured,
cataloged, and processed for case prosecution. A secure evidence storage facility is located in the
Department headquarters on All America Way, and a second, long-term facility is located at the
City’s Corporation Yard.
Public Safety
FY 2010/2011 Operating Budget
Create EMS
Emergency calls
within 90 seconds
Answer 145
Emergency Calls
Answer 188
Non-emergency calls
Create 149
Outgoing calls
Create Fire
Emergency calls
within 85 seconds
Create Police
Emergency calls
within 78 seconds
Answer Emergency
lines within 10 seconds
In an average 24 period, Sunnyvale Dispatchers...
Department Budget Summary
Public Safety
2008/09 2008/09 2009/10 2010/11 2011/12
Fund/Program Budget Actual Budget Plan Plan
General Fund
Police Servcies 22,863,936 21,940,664 22,214,659 23,808,534 24,322,852
Fire Services 22,869,363 23,334,023 22,232,367 25,268,665 25,891,213
Community Safety Services 5,227,982 5,027,120 5,271,054 3,852,643 4,017,483
Personnel and Training 2,426,381 2,383,980 2,358,160 1,855,734 1,696,807
Investigation Services 6,339,630 6,417,727 6,297,232 4,412,806 4,624,076
Communication Services 3,455,812 3,738,804 3,454,719 2,806,643 2,921,543
Public Safety Administrative Services 5,112,593 5,156,040 5,042,935 6,579,721 6,735,539
Records Management and Property Services 2,073,824 2,203,149 2,011,539 2,017,207 1,911,094
Cost Savings to be Programmed 0 0 0 (802,592) (1,280,288)
Asset Forfeiture Fund
Police Services 2,000 2,000 2,030 2,100 2,142
Police Services Augmentation Fund
Police Services 290,268 136,828 225,394 112,000 0
TOTAL EXPENDITURES 70,661,789 70,340,334 69,110,090 69,913,460 70,842,461
Public Safety
FY 2010/2011 Operating Budget
Budget Overview and Significant Changes
Funding for the Department of Public Safety, at more than $70 million dollars annually, represents
more than 55% of the City’s General Fund expenditures. Of that amount, almost 88% can be
attributed to salaries and benefits. Public Safety managers approached the task of developing
the budget for FY 2010/ 2011 by critically examining each position within the Department to
determine first the need for the position, then second whether that position needed to be filled
by a Public Safety Officer. After careful consideration of every position within the Department,
staff eliminated three Public Safety Lieutenants, two Public Safety Officers, and a Public Safety
Dispatcher position for FY 2010/2011. Staff also reduced a full-time Crime Analyst position
to part-time. The Department will also be recommending the elimination of two Public Safety
Officers, one Principal Office Assistant, and Staff Office Assistant position in FY 2011/ 2012.
None of the positions eliminated directly affect emergency or non-emergency response and none
of the positions jeopardize service delivery to the public.
Police Services
Traffic Safety and Education was moved into the Police Services Program this year in an effort
to more equally distribute direct reporting relationships for personnel and to more closely align
similar functions. The Traffic Safety and Education Unit was assigned to Community Safety
Services in prior years.
Fire Services
Fire Prevention Officers, Fire Protection Engineers, and Hazardous Materials Specialists were
moved into this program for FY 2010/2011 to more equally distribute direct reporting relationships
for personnel, and to more closely align similar functions. These functions were assigned to
Investigative Services in prior years.
In FY 2011/2012, staff is proposing to eliminate a Hazardous Materials Inspector position and to
convert the funding to increase the Fire Protection Engineering staff at a paraprofessional level to
address certain aspects of both fire prevention inspection and fire protection engineering.
Community Safety Services
Traffic Safety and Education was moved from this program to Police Services this year in an effort
to more equally distribute direct reporting relationships for personnel, and to more closely align
similar functions.
The Office of Emergency Services Lieutenant position was eliminated as a cost saving measure.
A Community Services Officer (CSO), functioning as an emergency Planner/ Coordinator, will
remain in place. The City typically receives $20,000 annually in Emergency Preparedness Grant
Public Safety
FY 2010/2011 Operating Budget
Funding (EMPG) and staff intends to use those funds to facilitate contracts for any work that is
deemed essential.
Personnel and Training
The Emergency Medical Services Lieutenant position was eliminated because the program is now
in a maintenance mode. This action was supported by the 2006 Department of Public Safety
Optimal Staffing Study. In addition, two Public Safety Officers assigned in Personnel and Training
Services have been eliminated in FY 2010/2011. Personnel assigned to recruitment and the armory
were eliminated as a cost savings measure.
Investigation Services
Fire Prevention Officers, Fire Protection Engineers, and Hazardous Materials Specialists were
moved from this program for FY 2010/2011 to more equally distribute direct reporting relationships
for personnel, and to more closely align similar functions. Staff was able to reduce the Senior Crime
Analyst position to part-time for FY 2010/2011, and will rely on recently acquired technology to
try and “bridge the gap” created by this reduction. Funding returns to full time for this position in
FY 2011/ 2012.
Communications Services
Beginning in FY 2010/2011, one full-time Public Safety Dispatcher position will be eliminated as
a cost savings measure.
Public Safety Administration Services
The Workers’ Compensation Lieutenant position was eliminated as a cost savings measure in FY
2010/2011. Although this position has proven to provide significant cost savings with oversight of
the Workers’ Compensation Program by facilitating treatment, and thereby early return to work by
injured workers, staff believes the natural evolution of the program is to have a Human Resource
Analyst within the Department of Human Resources coordinate this activity at a much lower cost.
Records Management & Property Services
Eliminating two full-time positions is proposed for FY 2011/2012. The positions – a Records
Management Principal Office Assistant and a Staff Office Assistant (Data and Statistics) – would
be eliminated with the further development of planned technology improvements reducing the
workload by eliminating redundant data entry.
Public Safety
FY 2010/2011 Operating Budget
Department Position Allocation
Classification
Current
Authorized
Positions
FY 2010/11
Budgeted
Positions
FY 2011/12
Budgeted
Positions
Director of Public Safety 1 1 1
Neighborhood Preservation Manager 1 1 1
PS Captain 6 6 6
Sr. Management Analyst-Public Safety 1 1 1
Deputy Chief 4 4 4
Administrative Aide 1 1 1
Administrative Aide-Confidential 1 1 1
Public Safety Records Coordinator 1 1 1
Senior Community Services Officer 1 1 1
Community Services Officer 5 5 7
Senior Neighborhood Pres. Specialist 2 1 1
Neighborhood Preservation Specialist 2 3 3
EMS Coordinator 1 1 1
Public Safety Officer In Training/PSO I* 27 7 7
Public Safety Officer II 154 152 150
Senior Crime Analyst 1 1 1
Hazardous Materials Coordinator 1 1 1
Hazardous Materials Inspector 3 3 2
Fire Protection Engineer 3 3 3
Public Safety Dispatcher 14 13 13
Senior Public Safety Dispatcher 6 6 6
Public Safety Lieutenant 45 42 42
Public Safety Records Specialist II 8 8 8
Public Safety Records Senior Specialist 4 4 4
Principal Office Assistant 1 1 0
Principal Office Assistant-Confidential 1 1 1
Public Safety Property Clerk 2 2 2
Senior Office Assistant 10 11 11
Public Safety
FY 2010/2011 Operating Budget
* Public Safety Officer in Training/PSO I positions are for new hires as they as they attend the
police and fire academies and go through field training. These positions are paid through the
projects budget, and the significant reduction in expected positions in FY 2010/2011 and FY
2011/2012 reflects an expected reduction in recruitment activity over the next several years.
**There are an additional 22,733 hours budgeted for Casual/Seasonal positions, which are predominantly
the crossing guard positions.
Classification
Current
Authorized
Positions
FY 2010/11
Budgeted
Positions
FY 2011/12
Budgeted
Positions
Staff Office Assistant 4 3 2
Maintenance Worker 1 1 1
Vehicle Abatement Officer 4 4 4
Department of Public Safety Total 316 290 287
Public Safety
FY 2010/2011 Operating Budget
DPS Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Police Services
Workload Indicators
Number of traffic enforcement stops.
Number of traffic citations issued.
Number of traffic Hot Spots enforced.
Performance Indicators
Number of police responses to emergency events and response time at the 90th
percentile.
Number of police responses to emergency events and average response time.
Number of police responses to urgent events and response time at the 90th
percentile.
Number of police responses to urgent events and average response time.
Fire Services
Workload Indicators
Number of inspections completed by fire station personnel.
Number of hazmat inspections completed by hazardous materials inspectors.
Performance Indicators
Number of fire responses to all emergency events and response time at the 90th
percentile.
Number of fire responses to all emergency events and average response time.
Number of fire responses to emergency fire events and response time at the 90th
percentile.
Number of fire responses to emergency fire events and average response time.
DPS Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Number of fire responses to emergency medical events and response time at the
90th percentile.
Number of fire responses to emergency medical events and average response
time.
Number of fire prevention plan checks requested and percent completed within
21 days.
Number of fire safety construction inspections requested and percent completed
within two days.
Number of hazmat plan checks requested and percent completed within seven
days.
Community Safety Services
Workload Indicators
Number of SNAP volunteers trained.
Performance Indicators
Number of animal service calls and percent responded to within 24 hours.
Number of complaints reported from businesses, neighborhoods, and schools and
percent responded to within 3 days.
Number of code enforcement complaints reported and percent investigated
within 3 business days of receipt.
Number of code enforcement complaints reported and percent resolved within 30
days.
Personnel and Training Services
Performance Indicators
Number of Public Safety Officers in Recruiting Projects completed and recruit
success rate.
Investigation Services
Performance Indicators
Violent Crime Rate as defined by the FBI, for the crimes of murder, forcible
rape, robbery, and aggravated assault.
DPS Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Property Crime Rate as defined by the FBI, for burglary, motor vehicle theft,
auto burglary, larceny and arson.
Violent Crime clearance rate as defined by the FBI for the crimes of murder,
forcible rape, robbery, and aggravated assault.
Communication Services
Performance Indicators
Number of emergency police events processed and dispatched at the 90th
percentile.
Number of emergency fire events processed and dispatched at the 90th
percentile.
Number of emergency medical events processed and dispatched at the 90th
percentile.
DPS Management and Support
Performance Indicators
Percent of total planned operating budget expended.
Records Management and Property Services
Performance Indicators
Number of in custody court cases submitted to the District Attorney and percent
submitted within two days of completion.
Department Description
The Department of Public Works constructs, maintains and improves the City infrastructure
through the application of timely, cost-effective, and quality services to the citizens and businesses
in Sunnyvale. Key service initiatives include traffic and transportation planning, pavement and
street light operations, street trees, concrete maintenance, administration, engineering, water
supply and distribution, garbage collection, recycling and disposal, as well as sewer and storm
water collection and treatment.
General Information
Number of Miles of Sanitary Sewer Lines: 290
Miles of City-owned Streets Maintained: 260
City Street Lights Maintained: 9,240
Number of Water Accounts Serviced: 35,323
Number of City Trees Cared for: (approximately) 37,000
Number of Tons of Garbage and Recyclable Materials Collected Annually: 114,000
Programs and Services
The Department of Public Works is organized into fifteen programs and provides the following
key services:
Transportation and Traffic Services
Plan, operate, and maintain the City’s transportation system by performing traffic studies and design;
traffic signal operations and maintenance; long range transportation planning; administration
of roadway signs and markings; presenting school, bicycle and pedestrian safety programs;
supporting the Bicycle and Pedestrian Advisory Commission; and providing intergovernmental
relations support.
Pavement, Traffic Signs and Markings, Street Sweeping, and Roadside
Manage pavement construction and maintenance to prolong economic life; maximize investment
and reduce liability; review plans and drawings to ensure compliance with City standards for new
and private development projects; create, install and maintain street markings and street signs;
perform street sweeping to maintain clean and safe roadways and street easements.
Public Works
FY 2010/2011 Operating Budget
The following chart provides a historical perspective on both the types and quantities of pavement
treatment applied:
Total Square Footage Per Year
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10
Years
Square Footage
Slurry Chip Overlay Reconstruction
Street Lights
Manage the operation and maintenance of 9,200 existing street lights; construct new streetlights
as needed; respond to resident and business complaints and emergency calls related to the City’s
street lighting; and provide administrative and support services so the City is lit in a safe, reliable,
and cost effective manner.
Street Tree Services
Maintain approximately 37,000 City street trees; promote environmental functionality and
aesthetics through care of the City’s urban forest; prune to maximize each tree’s structural integrity
and to avoid branch/trunk failure; remove hazardous trees; and preserve and sustain the street tree
population by new and replacement tree planting.
Concrete Maintenance
Provide safe sidewalks by monitoring concrete displacements; mitigate tree root/concrete conflicts
in the public right-of-way in order to protect the health and stability of the City’s street trees; and
maintain curb and gutter systems to ensure proper drainage for storm water runoff.
Public Works
FY 2010/2011 Operating Budget
Downtown Parking Lot Maintenance
Provide corrective and preventive maintenance for the five Downtown Parking District parking
lots at established service levels. The lots are funded by District property owners for convenience
of use and safety and to attract customers to the Central Business District. The downtown parking
lots are located at Frances Street and Evelyn Avenue, Sunnyvale Avenue and Evelyn Avenue,
Carroll Street and Evelyn Avenue, and two at Carroll Street and McKinley Avenue.
Public Works Administration
Provide oversight for 15 operating programs and the Department of Public Works operating budget.
Primary services include Council and legislative support; monitoring of accounting and budgetary
reports and results of operations; oversight of outside property management services; flood plain
administration; health and safety; special projects; and general administrative support in the areas
of purchasing, main answer point, records management, personnel, and outside reporting.
Capital Project Management and Environmental Sustainability
Plan, manage, and implement the City’s Capital Improvement Program, including Sunnyvale Works!
Primary services include preparation of the capital projects budget, scoping, cost estimating, and
scheduling, contract administration for design, construction, and project management, planning,
design development, bidding services, construction administration, and inspection, claims
avoidance, CEQA / NEPA compliance and monitoring, and environmental sustainability.
Land Development – Engineering Services
Work with private developers and permit applicants to ensure compliance with land use and
development standards. Provide information related to general engineering, utilities, property line,
and design standards. Guide customers through the engineering review process. Conduct timely
construction inspections to ensure compliance with permit requirements. Maintain and update
engineering records, and standard details and specifications. Administer Downtown Parking
District maintenance.
Water Resources
Purchase and distribute water from two main suppliers – the Santa Clara Valley Water District
and the San Francisco Public Utility Commission. Also, pump from groundwater aquifers (wells)
and distribute recycled water from the Sunnyvale Water Pollution Control Plant. Potable water is
provided to residents through a network of distribution pipes, service laterals including individual
meters, and pressure and flow regulating valves and controls. Recycled water is provided through
a separate network of pipes, valves, hydrants, and controls, all distinguishable by their purple color
coding.
Public Works
FY 2010/2011 Operating Budget
Storm Water Collection System
Maintain and operate the City’s storm drainage collection system, which is comprised of
approximately 300 miles of pipe, 4,200 drain inlets, 2 high volume pump stations, and associated
appurtenances. Field crews provide emergency response to localized flooding, as well as general
system maintenance. The storm system operates under the terms of a National Pollutant Discharge
Elimination System (NPDES) Permit.
Sanitary Sewer Collection System
Maintain and operate the City’s sanitary sewer collection system, which is comprised of
approximately 290 miles of pipe, 29,500 lateral connections, 5 pump stations, and associated
appurtenances. Field crews provide emergency response to system overflows as well as general
system maintenance. The sewer system operates under State Water Resources Control Board
Order 2006-0003-DWQ, Statewide General Waste Discharge Requirements, and NPDES Permit
CA0037621, which also regulates discharge from the Water Pollution Control Plant.
The following graph illustrates a history of the consumption of water in the City by source:
Public Works
FY 2010/2011 Operating Budget
Total Acre Feet Usage Per Year
0
5,000
10,000
15,000
20,000
25,000
30,000
93-94 94-95 95-96 96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09
Years
Acre Feet
SFWD SCVWD Wells Reclaimed
Solid Waste Management
Provide solid waste management services to Sunnyvale residents, businesses, and institutions.
Key services include collection of garbage from residents, businesses, and institutions, as well
as recyclables from single- and multi-family residences, City facilities and schools, and yard
trimmings from single-family residences. Reduce waste through recycling and waste reduction
information, outreach and services, and household hazardous waste collection events. Provide
environmental quality monitoring, management, and regulatory compliance activities at the closed
Sunnyvale Landfill.
SMaRT Station
Operate the Sunnyvale Materials Recovery and Transfer (SMaRT®) Station under a memorandum
of understanding (MOU) between the cities of Mountain View, Palo Alto, and Sunnyvale. The
SMaRT Station MOU is coordinated with each city’s landfill disposal agreement with Waste
Management, Inc. Key services provided include receipt of garbage from the three cities, diversion
of recyclable materials by the materials recovery facility (MRF), and transfer of the unrecycled
portion to Kirby Canyon Landfill in San Jose; receipt, processing, and marketing of compostable
yard trimmings; receipt of recyclables from Mountain View and Sunnyvale (Palo Alto has its
recyclables processed elsewhere); operation of a drop-off / buyback recycling center for the
public; acceptance of “universal waste,” including household batteries, used automotive fluids and
batteries, electronic waste, fluorescent bulbs and tubes, medical “sharps,” and document shredding
events.
The following graph illustrates the different components of recyclables recovered during FY
2008/2009:
SMaRT Station Materials Recovered from Solid Waste
2008/2009
Scrap Steel
19%
Mixed Paper
Cardboard 12%
3%
Wood
13%
Concrete/Inerts
39%
Aluminum, Glass,
Plastic
14%
Public Works
FY 2010/2011 Operating Budget
Wastewater Management
Provide for the management of wastewater, including production of recycled water to Sunnyvale
residents, businesses and institutions, and management of urban runoff (storm water). Key services
in the Program include treatment and discharge of wastewater from within the City and from the
Rancho Rinconada residential development within the city limits of Cupertino. Other key services
are producing recycled water for use in the northern part of Sunnyvale, primarily for landscape
irrigation; electrical energy production from biogenic gas (methane) produced in the closed landfill
and in the treatment plant digesters; and management and implementation of the National Pollutant
Discharge Elimination System (NPDES) permit for urban runoff (storm water).
Public Works
FY 2010/2011 Operating Budget
Department Budget Summary
Public Works
2008/09 2008/09 2009/10 2010/11 2011/12
Fund/Program Budget Actual Budget Plan Plan
General Fund
Transportation and Traffic Services 2,125,491 2,073,692 2,023,840 2,051,408 2,131,769
Pavement, Traffic Signs and Markings, Street
Sweeping, and Roadside Easements 2,532,407 2,335,310 2,392,340 2,601,816 2,752,455
Street Lights 1,063,103 1,061,347 1,089,828 1,033,175 978,029
Street Tree Services 1,450,036 1,347,253 1,358,732 1,175,634 1,228,728
Concrete Maintenance 1,110,397 978,654 1,058,003 912,200 946,438
Roadside and Median Right-of-Way Services 1,347,519 1,270,267 1,374,285 0 0
Public Works Administration 966,994 962,729 980,870 802,217 761,185
General Engineering & Capital Project Management 977,178 808,121 891,672 127,148 132,981
Land Development - Engineering Services 1,026,147 1,066,877
Parking District Fund
Downtown Parking Lot Maintenance 54,107 73,102 57,634 63,812 66,334
Parking District Landscaping Management 74,891 64,198 77,663 0 0
Land Development - Engineering Services 3,904 4,097
Gas Tax Street Improvement Fund
Pavement, Traffic Signs and Markings, Street
Sweeping, and Roadside Easements 1,000,000 912,379 750,000 750,000 750,000
Traffic Congestion Relief Fund
Pavement, Traffic Signs and Markings, Street
Sweeping, and Roadside Easements 1,306,530 1,166,335 1,300,946 1,369,653 1,410,743
Water Supply and Distribution Fund
General Engineering & Capital Project Management 0 0 44,042 0 0
Water Resources 18,950,780 19,007,390 20,394,603 20,980,078 21,516,716
Wastewater Management Fund
General Engineering & Capital Project Management 0 0 44,042 0 0
Storm Water Collection System 307,609 310,334 318,238 362,196 378,719
Sanitary Sewer Collection System 1,570,990 1,493,566 1,630,926 1,652,265 1,705,148
Wastewater Management 11,588,381 10,796,073 11,998,818 11,533,733 11,926,024
Solid Waste Management Fund
General Engineering & Capital Project Management 0 0 44,042 0 0
Solid Waste Management 28,467,942 28,253,768 28,748,345 30,182,322 30,438,644
SM@RT Station Fund
SMaRT Station 25,483,113 23,981,254 24,884,595 25,033,619 25,033,196
General Services Fund
General Engineering & Capital Project Management 1,835,968 1,814,341 1,925,590 1,943,176 2,038,386
Land Development - Engineering Services
TOTAL EXPENDITURES 102,213,436 98,710,113 103,389,054 103,604,501 105,266,469
Public Works
FY 2010/2011 Operating Budget
Budget Overview and Significant Changes
As part of the budget restructure process this past year, each major service area within the Department
of Public Works was reviewed for potential service level reductions and/or cost savings. In order
to take advantage of operational efficiencies and to consolidate internal services, three programs
were transferred out of Public Works. Provision of Vehicles and Motorized Equipment was
transferred to the Office of the City Manager while Roadside and Median Right-of-Way Services
and Parking District Landscaping Management were transferred to the Department of Community
Services during the second half of FY 2009/2010.
In addition, and whenever possible, changes in technology were leveraged. For example, in the
Street Lights Program the operating budget was reduced by $68,000 in FY 2011/2012 to account
for expected energy savings associated with converting 15% of the City’s streetlight lamps to
light-emitting diode (LED) technology. These lamps are located along the City’s main arterials.
The Wastewater Management Program also is expected to save over $900,000 annually due to
increased efficiencies in the processing of effluent which will decrease use of polymer material
needed to treat wastewater.
Beginning in FY 2010/2011, service levels associated with street tree and concrete maintenance
were severely reduced on an annual basis by $300,000 and $176,000, respectively. As a result, the
average tree pruning cycle will increase from the current 5.5 years to 12.5 years and the response
times for concrete repairs will increase from 5 years to 7 years. Most of these budget reductions will
be in the area of outside contractor costs. However, two positions – a Utility Worker and Grounds
Worker – will be eliminated in the Street Tree Services and Concrete Maintenance Program. These
reductions in staffing levels are in addition to the Public Works Leader and Senior Parks Utility
Worker positions that were removed as a cost savings measure in these same programs during FY
2009/2010.
The staffing reductions in other parts of Public Works will be offset slightly by a required increase
in service level in the Water Distribution Program. Beginning in FY 2010/2011, three new full-time
staff were added to the Program to meet new state requirements for maintaining, monitoring,
sampling, and reporting water quality and to meet maintenance and operation guidelines from the
American Water Works Association.
Transportation and Traffic Services
Staffing for this Division assumes elimination of one Traffic Engineering Assistant II position.
Traffic Engineering Assistants perform a range of tasks to support traffic engineering functions
such as roadway and streetlight design, traffic flow analysis, speed limit surveys, traffic signal
operations, minor traffic signal repairs, traffic control device warrant studies, data collection,
transportation permit processing, speed radar sign programming, collision analysis, and traffic
Public Works
FY 2010/2011 Operating Budget
control plan review and implementation.
Contract traffic signal maintenance costs have been adjusted to reflect a recent contract modification
to reduce traffic signal preventative maintenance checks from monthly to quarterly, as well as to
more accurately reflect demand-driven repairs and services.
Late in FY 2009/2010, two new permit parking programs were created per Council action. A
budget has been provided in this division to administer the Residential Permit Parking Program.
This program is intended to be revenue supported. Costs are based upon a three month history of
operating the program in FY 2009/2010.
Pavement, Traffic Signs and Markings, Street Sweeping, and Roadside Easements
The proposed budget reflects increasing the frequency of street sweeping to every two weeks from
the current once per month schedule. This change in service requires adding an Equipment Operator
and purchasing a street sweeper. Street sweeping is funded from the Solid Waste and Wastewater
Enterprise Funds by “in lieu transfers” to pay for the service provided to those programs.
Street Lights
The budget for this program increases both hours and expenditures over previous budgets to power
and maintain an additional 650 street lights. These lights were added from a recently completed
PG&E inventory. Most are lights along the VTA light rail route, which are now the responsibility
of the City.
Street Tree Services
Proposed service levels for FY 2010/2011 include a major reduction in structural pruning activities.
Beginning in FY 2003/2004, the City decreased the number of trees pruned each year from between
8,200 and 8,600 trees to 6,200 to 6,700. Pruning costs increased from $80 per tree to $95-$100
per tree between FY 2003/2004 and FY 2007/2008. In FY 2008/2009, further reductions in staff
and outside contracting reduced the program to pruning only 5,150 trees. The recommended
two-year budget includes projections to prune 2,700 trees in FY 2010/2011 and 3,000 trees in FY
2011/2012 at an average cost of more than $130 per tree. The average time between pruning for
City street trees will increase from 5.5 years to 12 ½ years. Given this increase in pruning cycle,
the future focus will be on responding to emergency requests and identified hazardous trees. Trees
will grow fuller and produce more leaves, acorns, flowers, and related debris, all of which affects
home owners who must clean their yards and sidewalks, as well as causing the City to sweep the
streets more frequently. More individual failures of tree limbs are expected because trees that were
pruned with the intent of being pruned again in 2 to 6 years may now be pruned in 8 to 15 years.
Work will continue to remove dead or dangerous trees, remove stumps, and replant where trees
are removed.
Public Works
FY 2010/2011 Operating Budget
Concrete Maintenance
The Concrete Maintenance Program has historically responded to service calls by grinding of minor
sidewalk displacements or installing asphalt ramps where grinding was impractical. The Program
also provides oversight for sidewalk replacement projects, curb and gutter repair/replacement, and
the installation of curb return (ADA) ramps. Generally, non-ramp concrete work is the result of
street tree roots causing displacements which interfere with pedestrian travel (sidewalks) or the
flow of storm runoff (curbs and gutters).
Prior to FY 2002/2003, 10% of the City was surveyed each year and any identified concrete
displacements were repaired the following year. With the subsequent reductions in budget,
surveys were eliminated and concrete repairs were completed based solely on resident complaints.
Response times to address displacements increased from one year, to three years, to five years,
and were approaching a seven year backlog. A recent infusion of federal stimulus money into the
Concrete Maintenance Program is reducing the backlog to one to three years. However, this level
can be maintained only with greater levels of investment. Expenditure levels are being reduced
from a historical average of $450,000 per year to approximately $300,000 in FY 2010/2011. This
funding level should be sufficient for the short term due to the effective use of grant and federal
stimulus funding. However, once these outside sources of funding are exhausted, program service
levels cannot be sustained. Staff in the Concrete Maintenance Program has been merged with the
Street Tree Services Program to provide staffing flexibility and the ability to focus crews on either
tree projects or concrete projects, as needed.
In addition, the City has annually committed $100,000 of Community Development Block Grant
(CDBG) funds for the installation of curb return ramps in the highest priority locations around
the City. Over the years, the ramps, which initially focused on access to government buildings,
schools, parks, and commercial areas have been extended into residential areas as well. Ramping
costs have increased with the price of concrete and with the federal requirement of “truncated
dome” surface treatments to provide physical identification to the visually impaired. These factors
have led to a 40% increase in cost per ramp.
Downtown Parking Lot Maintenance
No significant changes from the current FY 2009/2010 operating budget and its accompanying
service levels for the Downtown Parking Lot Maintenance Program have been proposed.
Public Works Administration
In the FY 2010/2011 budget, two operating programs were consolidated into one with the property
management function becoming part of Public Works Administration. Fair Oaks Industrial
Complex expenses were partially removed from the Program in the first year of the budget and
completely removed in the second. The complex is scheduled to be demolished in January 2011 in
order to construct the new Morse Avenue Neighborhood Park.
Public Works
FY 2010/2011 Operating Budget
Capital Project Management and Environmental Sustainability
The proposed FY 2010/2011 budget for this program is greater than FY 2008/2009 actual
expenditures, but less than the FY 2009/2010 budget. This change is primarily due to the addition of
the Sustainability Coordinator position in this Program; however the additional costs are partially
offset by other cost reductions. Sustainability activities were transferred from the Office of the
City Manager to this program. The Sustainability Coordinator position is paid by in-lieu charges
from the City’s utility funds.
Land Development – Engineering Services
The proposed FY 2010/2011 budget is greater than FY 2009/2010 budget primarily because of the
1,800 hours for a land development casual professional position. The position would establish
and maintain City maps, revise City details, provide information retrieval, and provide back-up
and support for prompt plan review. This position is supported by development fees. In addition,
this program now administers the Downtown Parking District, which is funded by the district
itself. These responsibilities and associated funding were formerly housed in the Office of the
City Manager.
Water Resources
The FY 2010/2011 budget includes a number of changes from previous years due to a restructuring
of classifications in water distribution and new state requirements for maintaining, monitoring,
sampling, and reporting water quality. These changes are also recommended to meet maintenance
and operation guidelines from the American Water Works Association. These same changes also
were recommended in the operational efficiency and optimum staffing study which was recently
conducted. The requirements will increase fire hydrant flushing and maintenance, water valve
exercising, and water blow-off flushing. Three new full-time positions are proposed to staff this
change in service level.
Storm Water Collection System
The slight increase in overall program hours budgeted is due to the addition of one new full-time
manager to manage this program and the Sanitary Sewer Collection System program and a
slight increase in Field Services Superintendent time in the Program to provide oversight for new
regulations. A portion of management for the Pavement Manager also is included for overseeing
the street sweeping function. Fewer storms than normal have occurred in the past three years as
a result of the current drought.
Sanitary Sewer Collection System
The Increase in overall program hours budgeted is due to the addition of a new full-time manager
and a slight increase in Field Services Superintendent time. A portion of the Pavement Manager
position is also included for overseeing the street sweeping function. Sanitary Sewer Overflows
are becoming much more regulated than in the past and with the increasing age of our infrastructure
Public Works
FY 2010/2011 Operating Budget
a greater emphasis is being placed on preventive maintenance to address this issue.
Solid Waste Management
Sunnyvale garbage tons are projected to be 85,206 based on the actual amount received from
October 2008 through September 2009. This 2,487 ton decrease from the previous year is due to
a combination of weak economic conditions and the effects of the ChoiceCollect changes, which
diverted additional residential garbage into the yard trimmings and recycling programs.
Landfill post-closure maintenance costs and complexity of work are increasing due to more stringent
regulatory scrutiny of landfill gas. This scrutiny comes from multiple levels of government and
manifests itself in the form of new requirements for calculating and reporting landfill gas generation
rates and emissions of greenhouse gases (USEPA), including gases combusted at the Water
Pollution Control Plant, tighter requirements for landfill perimeter gas monitoring probes (AB
32, California Integrated Waste Management Board/County Environmental Health Department),
and more frequent and extensive monitoring of the landfill surface and the gas collection system
components (AB 32, California Air Resources Board).
SMaRT Station
SMaRT Station expenses and revenues have been updated to reflect current tonnage and recycled
materials value projections. Total tons received (all materials) are projected to be 227,646. With
the new materials recovery facility (MRF) equipment operating, the municipal solid waste (MSW)
diversion percentage is assumed to be 25%. This is reflected in the operating budget on both the
expenditure and revenue sides.
CPI-based increases of 2% per year are included for the contract with Waste Management, Inc.
No increases are assumed for government taxes and fees charged at Kirby Canyon Landfill. The
City’s contracts with Waste Management, Inc. include “put or pay” payments when tons delivered
by the cities fall below specified calendar year levels. In 2011, on the 20th anniversary of the
agreement, the cities may lower those levels by up to 10% for the remainder of the contract. The
budget assumes that a 10% reduction will occur and that put or pay charges will drop significantly.
Wastewater Management
A reorganization of the Environmental Division is included in the FY 2010/2011 budget to meet
a number of new regulatory requirements contained in the new storm water permit (effective
December 1, 2009). These include the new plant National Pollutant Discharge Elimination System
(NPDES) permit (effective October 15, 2009), the Bay Area Air Quality Management District
(BAAQMD) permit, and Greenhouse Gas reporting/reduction requirements. The reorganization
consists of three pending position reclassifications: 1) a Senior Staff Office Assistant to be
reclassified as a Technical Services Manager; 2) an Environmental Chemist to be reclassified as a
Quality Assurance Officer; and 3) an Administrative Analyst to be reclassified as an Environmental
Public Works
FY 2010/2011 Operating Budget
Engineering Coordinator.
NPDES permits require public outreach and education to achieve pollution prevention and reduction
goals. Requirements include reaching specific audiences (e.g. adults, school children, general
businesses, and specific businesses such as dentists, mobile cleaners, etc.) as well as providing
messages regarding specific pollutants (e.g. mercury, trash, copper) The budget for advertising has
been increased to meet these new requirements.
The Water Pollution Control Plant’s chemical budget has been reduced by approximately $1 million
to reflect a new contract for polymer. The budget reduction results from reduced unit pricing and
reduced quantity requirements during the first year of usage. Some contingency is provided in the
budget as polymer usage varies widely from year to year, depending on weather conditions and
how they affect pond operation.
Public Works
FY 2010/2011 Operating Budget
Department Position Allocation
Classification
Current
Authorized
Positions
FY 2010/11
Budgeted
Positions
FY 2011/12
Budgeted
Positions
Director of Public Works 1 1 1
Assistant Director of PW/City Engineer 1 1 1
Assistant City Engineer 1 1 1
Superintendent of Field Services 1 1 1
Solid Waste Program Manager 1 1 1
Transportation and Traffic Manager 1 1 1
Environmental Division Manager 1 1 1
Recycling Manager 1 1 1
Urban Landscape Supervisor 2 1 1
Public Works Supervisor 2 2 2
Water Operations Manager 1 1 1
City Property Manager/Sr Administrator 1 1 1
Laboratory/Pretreatment Manager 1 2 2
WPCP Maintenance and Facility
Manager 1 1 1
WPCP Operations Manager 1 1 1
Administrative Aide 5 5 5
Administrative Aide-Confidential 1 1 1
Administrative Analyst 3 2 2
Sr Environmental Chemist 2 2 2
Solid Waste Contract Administrator 1 1 1
Sr Industrial Waste Inspector 1 1 1
Industrial Waste Inspector 4 4 4
Environmental Chemist II 4 3 3
Civil Engineer 3 3 3
Engineering Assistant II 1 1 1
Sr Engineer 4 4 4
Environmental Engineering Coordinator 1 2 2
Sr Construction Inspector/Coordinator 1 1 1
Sr Traffic Engineer 1 0 0
Sr Transportation Engineer 0 1 1
Sr Transportation Planner 1 1 1
Traffic Engineer 2 0 0
Public Works
FY 2010/2011 Operating Budget
Classification
Current
Authorized
Positions
FY 2010/11
Budgeted
Positions
FY 2011/12
Budgeted
Positions
Transportation Engineer 0 2 2
Technical Support Specialist 1 1 1
Water System Operator 2 2 2
Traffic Engineering Assistant II 1 1 1
Public Works Construction Inspector 4 4 4
Solid Waste Specialist 1 1 1
Plan Check Engineer 0 1 1
Laboratory/Field Technician 5 5 5
Landfill Technician 1 1 1
Equipment Operator 9 9 9
Maintenance Craftsworker 2 2 2
Plant Mechanic 6 6 6
Sr Plant Mechanic 1 1 1
Public Works Leader 5 5 5
Sr Park Utility Worker 5 2 2
Sr Public Works Leader 6 5 5
Sr Utility Worker 9 9 9
Sr WPCP Operator-(C) Certified 2 5 5
Sr WPCP Operator-(D) Certified 3 0 0
Sr Water Distribution Crew Leader 2 2 2
Water Distribution Crew Leader 4 5 5
Sr Water Distribution Worker 4 5 5
Water Distribution Worker 7 7 7
Public Works Maintenance Worker II 3 4 4
Public Works Maintenance Worker I 0 1 1
WPCP Operator I 21 19 19
Office Assistant 1 1 1
Principal Office Assistant 2 2 2
Sr Office Assistant 6 4 4
Sr Storekeeper 1 1 1
Staff Office Assistant 5 5 5
Groundsworker 10 4 4
Utility Worker 24 20 20
* Department of Public Works Total 205 191 191
Public Works
FY 2010/2011 Operating Budget
DPW Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Transportation and Traffic Services
Workload Indicators
Number of signalized intersections.
Performance Indicators
Number of requests for traffic control modifications processed and percent
responded to within 30 days.
Number of traffic signal management requests processed and percent responded
to within 1 day.
Number of land development reviews processed and percent completed within
established deadlines.
Pavement Operations
Workload Indicators
Miles of collector and residential streets.
Miles of arterial streets in the City.
Number of traffic signs maintained.
Performance Indicators
Percent of residents rating the quality of Pavement Operations services as fair or
better.
Percent of residents rating the quality of Pavement Operations services as good
or excellent.
Number of City collector and residential streets surveyed and percent rated good
or better based on Metropolitan Traffic Commission regional standards.
Number of City arterial streets surveyed and percent rated good or better based
on Metropolitan Traffic Commission regional standards.
Number of hazardous debris calls received and percent responded to within three
hours of notification.
DPW Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Number of graffiti obscenities reported and percent removed within one working
day of notification.
Number of unscheduled street sweeping requests/complaints reported and
percent responded to within two working days of notification.
Streetlight System
Workload Indicators
Number of streetlights surveyed.
Number of surveys scheduled yearly.
Performance Indicators
Number of City streetlights surveyed and percent functioning.
Percent of residents rating the quality of Streetlight System services as fair or
better.
Percent of residents rating the quality of Streetlight System services as good or
excellent.
Number of City owned streetlight outages due to lamp failure and percent
repaired within one working day of notification.
Number of bimonthly arterial, pedestrian pathway and quarterly industrial
streetlight surveys and percent completed as scheduled.
Street Tree Maintenance
Workload Indicators
Number of City street trees.
Performance Indicators
Number of street trees scheduled and percent structurally pruned within 180 days
of determination of need by the City Arborist.
Number of street trees scheduled for removal and percent replaced due to
damage, disease, death or other hazardous conditions.
Number of requests for tree services and percent investigated within ten working
days of notification.
DPW Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Concrete Maintenance
Workload Indicators
Number of sidewalk, curb, and gutter sites replaced.
Performance Indicators
Number of sidewalk, curb, and gutter sites serviced and percent replaced within
seven fiscal years.
Number of sidewalk sites serviced and percent temporarily ramp patched within
five working days of notification.
Downtown Parking Lot Maintenance
Workload Indicators
Acres of Downtown Parking lot maintained.
Performance Indicators
Number of Parking District parking lot light outages reported and percent
repaired within 24 hours of notification.
Public Works Administration
Workload Indicators
Total number of Department operating program activities managed.
Performance Indicators
Percent of residents rating the quality of Public Works services as fair or better.
Percent of residents rating the quality of Public Works services as good or
excellent.
Percent of total planned operating budget expended.
Capital Project Management
Workload Indicators
Number of capital projects managed.
Performance Indicators
Percent of internal customers rating the quality of Capital Project Management
design services as fair or better.
Percent of internal customers rating the quality of Capital Project Management
design services as good or excellent.
DPW Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Number of City infrastructure projects completed and percent that have no
punchlist items at final inspection.
Number of City infrastructure projects and percent completed per approved
schedule.
General Engineering
Workload Indicators
Number of permit applications.
Number of resubmitted applications.
Number of minor permit applications.
Performance Indicators
Percent of permit applicants rating the quality of General Engineering services as
fair or better.
Percent of permit applicants rating the quality of General Engineering services as
good or excellent.
Number of development projects reviewed and percent completing an initial
review within 21 days.
Number of resubmitted development project reviews processed and percent
completed within 14 days.
Number of minor projects and encroachment permit applications processed and
percent reviewed within 14 days.
Water Supply and Distribution
Workload Indicators
Number of backflow devices.
Gross per capita water usage, based on purchases from Sunnyvale’s four potable
water sources (SFPUC, SCVWD, groundwater and recycled).
Performance Indicators
Percent of residents rating the quality of Water Supply and Distribution services
as fair or better.
Percent of residents rating the quality of Water Supply and Distribution services
as good or excellent.
Number of emergency repairs and percent that restore service within 24 hours of
notification.
DPW Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Number of water samples collected and percent tested in compliance with Public
Health Department regulations.
Storm Water Collection
Workload Indicators
Number of storm drain inlets maintained.
Performance Indicators
Percent of residents rating the quality of Storm Water Collection services as fair
or better.
Percent of residents rating the quality of Storm Water Collection services as good
or excellent.
Number of preventive maintenance activities and percent completed as
scheduled.
Sewer Maintenance
Workload Indicators
Number of Sanitary Sewer Overflows (SSO’s) requiring reporting to the State
Office of Emergency Services and the Regional Water Quality Control Board.
Number of miles of sanitary sewer lines.
Performance Indicators
Percent of residents rating the quality of Sewer Maintenance services as fair or
better.
Percent of residents rating the quality of Sewer Maintenance services as good or
excellent.
Number of sewer non-emergency requests and percent responded to within 48
hours of notification.
Number of lateral stoppages / surcharges and percent responded to within two
hours of notification.
Number of Sanitary Sewer Overflow (SSO) emergencies and percent responded
to within 30 minutes of notification.
Solid Waste Management
Workload Indicators
Tons of solid waste collected.
DPW Performance Indicators FY 2010/2011
Results
FY 2011/2012
Results
Pounds of solid waste disposed per resident per day.
Performance Indicators
Percent of residents rating the quality of Solid Waste Management services as
fair or better.
Percent of residents rating the quality of Solid Waste Management services as
good or excellent.
Number of BTU’s (in millions) provided to the landfill gas collection system and
percent of prior year BTU’s provided to the power generation facility.
SMaRT Station Operations
Workload Indicators
Tons of solid waste processed annually.
Performance Indicators
Number of tons of municipal solid waste and percent diverted from disposal.
Wastewater Management
Workload Indicators
Average wastewater flow in million gallons per day processed by the Water
Pollution Control Plant (WPCP).
Performance Indicators
Number of tests conducted and percent in compliance with National Pollutant
Discharge Elimination System (NPDES) requirements.
Number of regulated businesses and percent that are in compliance with National
Pretreatment Standards and local industrial wastewater discharge requirements.
Number of days and percent of time that peak flow capacity is maintained at the
WPCP.
Number of preventive operations procedures (POPs) and percent completed on
schedule.