City Council Agenda
City of Campbell, 70 N. First St., Campbell, California
NOTE: This City Council Special meeting will be conducted in person as well as telecommunication and is compliant with provisions of the Brown Act.
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STUDY SESSION MEETING OF THE CAMPBELL CITY COUNCIL
Tuesday, May 7, 2024 – 3:30 p.m.
City Hall Council Chamber
70 N. First St., Campbell, California
CALL TO ORDER
ROLL CALL
PUBLIC COMMENT
NEW BUSINESS
1. Fiscal Year 2024 -25 Budget Study Session - Preliminary Workplans, Operating Budget, and Capital Improvement Plan (CIP)
Recommended Action: That the City Council receive an update and provide feedback on preliminary Fiscal Year (FY) 2025 Workplans, the FY 2025 Operating Budget, and the 2025 - 2029 Five -Year Capital Improvement Plan (CIP).
ADJOURN
IMPORTANT NOTICE: Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet are available for public inspection with the agenda packet in the lobby of City Clerk’s Office, 70 N. First Street, Campbell, CA 95008, during normal business hours. These materials will also be available on the City website at
https://www.ci.campbell.ca.us/agendacenter with the agenda packet following the last item of the agenda, subject to staff’s ability to post the documents prior to the meeting. All documents not posted prior to the meeting will be posted the next business day.
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City
Council
Report
TITLE: Fiscal Year 2024 -25 Budget Study Session - Preliminary Workplans, Operating Budget, and Capital Improvement Plan (CIP)
RECOMMENDED ACTION
That the City Council receive an update and provide feedback on preliminary Fiscal Year (FY) 2025 Workplans, the FY 2025 Operating Budget, and the 2025 - 2029 Five- Year Capital Improvement Plan (CIP).
BACKGROUND
The budget process for Fiscal Year (FY) 202 5 emphasizes a Priority-Based Budgeting approach to link City resources with the strategic priorities of the City Council and community , while also seeking to maintain fiscal prudence . This process started at the February 28 Special Meeting , in which the City Council set the organizations’ FY 2025 priorities shown as Attachment A.
Since the February 28 meeting, senior staff has worked collaboratively to identify, develop, and propose Workplans and programs that best align to City priorities while also again maintaining fiscal prudence . Th is alignment is illustrated in the attached color-coded Preliminary FY 2025 Workplans , One-Time Request Detail, and Recurring Request Detail . Additional considerations to help prioritize programs and services include level of mandate, demand, cost recovery , and reliance on the organization to provide a particular service. The goal of this Priority-based Budgeting approach is to address community needs in the most cost effective and efficient way possible while also providing a clear understanding of how resources are being utilized in a language accessible to the City Council, staff, and public.
The current meeting of May 7 is the next step in this priority-based process and is a Budget Study Session to receive Council input and direction regarding the following items linked to the priorities previously set by Council:
• Preliminary FY 2025 Workplans
• Preliminary FY 2025 General Fund Operating Budget
• Preliminary 2025 – 2029 CIP
Council input and direction reaching majority consensus during the May 7 meeting will be used by staff in the further development of the FY 2025 Operating Budget and 2025 Item:
Category:
Meeting Date:
1 NEW BUSINESS
May 7, 2024
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–2029 CIP. Both documents will be presented for Council consideration at the following meetings:
• June 4, 2024 (Regular Meeting) - Introduction of FY 202 5 Operating Budget, 2025 – 2029 CIP, and Gann Limit
• June 18, 202 4 (Public Hearing) - Adoption of Proposed FY 202 5 Operating Budget, 2025 – 2029 CIP, and Gann Limit
DISCUSSION
Preliminary FY 2025 Workplans
Using Council adopted priorities as the starting point, staff prepared FY 202 5 Preliminary Workplans, which are reflected in Attachment B and color-coded to show linkage to Council priorities. While ensuring proper alignment to Council recommended priorities was staff’s primary objective, staff also prepared other proposed Workplan items necessary to maintain existing operations and support planned CIP projects. As a general theme though, senior staff was very cognizant of the fact that the City faces a number of fiscal challenges, which will be discussed in later sections of this report, and thus tried to focus its ongoing efforts on completing current unfinished Workplans utilizing existing staff and resources rather than taking on new Workplans initiatives that would grow City costs unless they were absolutely necessary or could be supported by outside funding.
Thus, staff requests Council input and direction on Preliminary FY 202 5 Workplans and will incorporate this into the ongoing development of the FY 202 5 Operating Budget and 2025 – 2029 CIP. During the May 7 Budget Study Session, staff will present and highlight significant workplan items, any challenges that may exist with the items, and any additional resources that may be needed to successfully complete them. Wherever possible, staff will again attempt to achieve workplan items with existing staff and resources, but additional resources may be necessary in instances where challenges exist or a high-priority item needs to be accelerated.
Preliminary FY 2025 General Fund Operating Budget
Enclosed as Attachment C is the Preliminary FY 202 5 Operating Budget for the General Fund, which shows FY 202 3 Actuals, FY 202 4 Adopted, FY 202 4 Projected, and FY 202 5 Proposed Revenues and Expenditures. While FY 2024 Projected numbers are shown as fully balanced , this is only due to $2.89 million of corrective actions taken at mid -year to offset revenue shortfalls totaling $2.32 million and necessary expenditure increases totaling $570,000. Absent these corrective actions approved by Council at the March 5 meeting , FY 2024 might end the year in a deficit position. Corrective actions approved during the FY 2024 Mid-Year Update included the following:
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• Utilization of extraordinary salary/vacancy savings $1.92 million • Draw from remaining ARPA funds $973,087
TOTAL $2.89 million
The FY 2025 preliminary budget figures assume that all current City operations remain largely Status Quo in FY 202 5, but account for inflation, contractually agreed to increases for employees and vendors , and minor cost adjustments to meet high priority Workplan objectives. The latter is detailed where relevant in Attachment D (One-Time Requests) and Attachment E (Recurring Requests). Both are incorporated into the Preliminary FY 2025 Budget and again color-coded to show linkage to Council priorities.
Given significant fiscal challenges, which will be described in more detail below, no new permanent staffing positions are being requested at this time.
Given these parameters, Preliminary FY 2025 General Fund Operating revenues equal $66.18 million and expenditures equal $70.08 million; thereby resulting in an operating deficit of $3.87 million. Such a large structural deficit is caused by a number of factors, which are largely outside the City’s control and include the following . These items are not shown in Attachment D or Attachment E, but are incorporated into the Preliminary FY 2025 Budget and explained here so as to provide additional detail:
• Loss of several significant sales tax generators in FY 2024, which reduce ongoing sales tax revenue by approximately $600,000 annually and limit future growth. Given the expected completion and implementation of the Economic Development Plan in the near future, staff is hopeful that new sales tax generators can be brought into the City which replace these significant losses, but such businesses may not be able to fully replace the sales tax revenue lost from departing businesses . If they cannot , sales tax growth for the City will continue to be limited.
• Increased annual payment of $1.25 million to the CalPERS retirement system for the City’s required contribution towards its unfunded actuarial liability (UAL) . While normal retirement premium payments for current employees are expected to decrease over time as Classic Tier One employees are replaced by Classic Tier Two or PEPRA Tier Three employees, the City’s UAL will increase significantly in FY 2025 due to large 20%+ investment losses by CalPERS during the pandemic as well as a gradual lowering of the di scount rate. Both of these items were expected and discussed during the November 21, 2023 Study Session. Thus, one of staff’s Preliminary FY 2025 Workplan items is to develop a plan to pay down the City’s UAL and reduce overall pension costs over time. Such a plan will require adequate funding and until a plan is developed, funded, and implemented , the City will continue to be negatively impacted by unfunded pension liabilities . The following table and chart provides a 5-year history of required CalPERS UAL payments for Campbell as well as a two-year projection based on the most recent CalPERS actuarial valuation reports. As the November 21 Study Session highlighted and the numbers below show, it would again be in the City’s best financial interests to develop a plan to 1 Packet Pg. 5
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pay down its UAL quicker, save on ongoing interest costs, and further long -term fiscal resiliency. Since FY 2020, the City’s UAL annual payments have increased
43.2% or $2.04 million:
Table 1 – Historical and Projected PERS UAL Costs
A ctual A ctual A ctual A ctual A ctual R equired Projected R etirement T ier F Y 2020 F Y 2021 F Y 2022 F Y 2023 F Y 2024 F Y 2025 F Y 2026 M isc 2,027,459$ 2,265,429$ 2,626,132$ 2,900,005$ 2,823,112$ 3,517,799$ 3,578,000$ Safety T ier 1 2,667,690$ 2,919,845$ 2,147,726$ 2,451,954$ 2,413,320$ 2,862,589$ 3,074,000$ Safety T ier 2 18,023$ 28,695$ 35,804$ 37,903$ -$ 51,933$ 52,000$ Safety PEPR A 7,199$ 29,441$ 34,837$ 37,065$ -$ 57,109$ 57,000$ T OT A L 4,720,371$ 5,243,410$ 4,844,499$ 5,426,927$ 5,236,432$ 6,489,430$ 6,761,000$ Annual Increase 523,039$ (398,911)$ 582,428$ (190,495)$ 1,252,998$ 271,570$ Cumulative Increase 523,039$ 124,128$ 706,556$ 516,061$ 1,769,059$ 2,040,629$
Chart 1 - Historical and Projected PERS UAL
• $379,880 increase in annual General Liability and Property Insurance premiums charged by the City’s risk sharing pool (PLAN JPA ) due to adverse tort law and large natural disasters which have caused significant financial losses for the insurance market nationwide. The City participates in PLAN JPA with 27 other municipalities located in the San Francisco Bay Area and this allows each jurisdiction to pool their risk and liability and develop cost effective programs and coverage layers to mitigate and protect against those liabilities. Despite best efforts, costs have risen dramatically for the JPA the past several years and this is again indicative of the insurance market in general and not necessarily any Campbell related claims settled . It is unlikely that the City would be able to insure itself cheaper if it were to obtain insurance coverage on its own since the size of the JPA gives it significant purchasing power in the insurance market . T he following table and chart provides a 5 -year history of annual General Liability and Property insurance premiums as well as the proposed premium amount for FY 2025 . As shown below, the City has seen a 339% or $1.28 million increase in General Liability and Property premium 1 Packet Pg. 6
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payments since FY 2020; with little slowdown in growth anticipated in the near future:
Table 2 – Historical and Projected General Liability and Insurance Premiums
A ctual A ctual A ctual A ctual A ctual Proposed
Coverag e F Y 2020 F Y 2021 F Y 2022 F Y 2023 F Y 2024 F Y 2025 G eneral Liability 447,489$ 581,736$ 814,430$ 880,200$ 1,110,923$ 1,417,028$ Propety 87,888$ 113,673$ 175,582$ 220,130$ 322,025$ 395,800$ T OT A L 535,377$ 695,409$ 990,012$ 1,100,330$ 1,432,948$ 1,812,828$ Annual Increase 160,032$ 294,603$ 110,318$ 332,618$ 379,880$ Cumulative Increase 160,032$ 454,635$ 564,953$ 897,571$ 1,277,451$
Chart 2 – Historical and Projected General Liability and Insurance Premiums
• Increased annual payment of $366,013 to Santa Clara County Fire District (SCCFD) to pay for contractual fire services. Such increases are set by contractual formula each year (established July 1, 2018 and effective until June 30, 2028) and factor in the change in the Consumer Price Index (CPI), change in Firefighter/Engineer compensation, and change in Assessed Property Valuations within Campbell. Each carries a weight of 50%, 25%, and 25%, respectively, and the total fire services contract shall increase by no less than 2% and no more than 5% annually. The following table and chart provides a 5 -year history of annual contractual costs for Fire Services as well as the proposed cost for FY 2025. As shown below, the City has seen a 23.0% or $2.10 million increase in Fire Services contractual costs since FY 2020. Despite these increases and pending further analysis , it is unlikely the City could obtain these services cheaper if it were to operate its own internal Fire Department . Although, s taff recommends performing a more detailed cost -benefit analysis at least one year prior to the expiration of the fire services contract on June 30, 2028:
Table 3 – Historical and Projected Fire Services Contractual Costs
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A ctual A ctual A ctual A ctual A ctual P roposed
F Y 2020 F Y 2021 F Y 2022 F Y 2023 F Y 2024 F Y 2025 F ire S ervices 9,126,693$ 9,556,560$ 9,867,228$ 10,343,732$ 10,860,918$ 11,226,931$ A nnual Increase 429,867$ 310,668$ 476,504$ 517,187$ 366,013$ Cumulative Increase 429,867$ 740,535$ 1,217,039$ 1,734,225$ 2,100,238$
Chart 3 – Historical and Projected Fire Services Contractual Costs
Taken on their own, the three (3) significant expenditure increase areas detailed above coupled with sizeable sales taxes losses described contribute $2.60 million to the City’s projected General Fund operating deficit in FY 2025 and are largely outside the City’s control. Other factors contributing to the projected operating deficit in FY 2025 include scheduled 3% contractual salary adjustments for all bargaining units per negotiated MOUs (with all expiring June 30, 2025 or December 31, 2025) , 8% assumed healthcare premium increases across all plans , increases to utility rates, generally elevated inflation, and an expected decrease in Intergovernmental grants (offset by a like ly decrease in grant related reimbursable expenses) . Please note that Other Taxes show a sizeable decrease of $1.74 million, but all of this is due to a recategorization of solid waste revenue into the Licenses and Permits revenue category and is not a true decrease.
Proposed Budget Correction Strategies
As the prior sections of this report detail, the City is being squeezed on both ends of the budget equation; with ongoing operational costs rising sharply and revenues necessary to support those costs dropping or remaining stagnant. Thus, staff proposes a number of short-term corrective strategies to ensure operational continuity in FY 2025 as well as several long -term strategies to work towards fiscal resiliency beyond just next fiscal year.
Proposed Short-Term Corrective Strategies
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In order to address the projected General Fund operating deficit of $3.87 million in FY 2025, staff requests Council input and direction on the proposed short-term corrective strategies detailed below:
• Temporary Hiring Freeze – While the City’s list of vacant positions can change quickly based on regular turnover, filling of positions, and employee departures or retirements, for budgeting purposes, staff has assumed a full fiscal year of salary and benefit costs for 26 vacant positions equaling $3.77 million in FY 2025. Since salary and benefits costs are the City’s largest expenditure category, staff proposes a temporary half-year hiring freeze for all vacant positions starting July 1 and going through at least December 30, 2024; subject to City Manager discretion on critical positions that may have highly adverse operational, safety, fiscal, or other impacts to the City if not filled. Such a hiring freeze could save the City approximately $1.89 million.
This action will slow some Workplan initiatives and reduce operational capacity, but it is a fiscally prudent measure given the financial challenges the City faces.
Should additional funding be available after the mid-year point of FY 2025, due to potential passage of revenue measures, unexpected increases in current City revenue sources, or unexpected decreases in planned City expenditures, the hiring freeze will be revisited . Should the Council agree to the concept of a temporary hiring freeze in FY 2025, staff will return to Council at the June 4 Budget Introduction with an updated list of currently vacant positions, their full year costing, and estimated savings from a vacancy freeze. At that time, Council may also wish to adjust the length of a temporary hiring freeze based on operational needs, Council priorities, or saving necessary to bridge the budget gap in FY 2025.
• Utilization of the City’s CalPERS Pension Reserve – Several fiscal years ago, when financial circumstances allowed it, the City wisely established a CalPERS Pension Reserve which has a current balance of $2.252 million. However, a policy for how this reserve was to be used was never established by City Council and the reserve has never been drawn upon . Several public agencies have established these types of pension reserves and one common and appropriate use is to offset large spikes in annual CalPERS payments; thereby smoothing costs. Thus, staff proposed utilizing $1.25 million of the City’s CalPERS Pension Reserve in FY 2025 to fully offset the large increase in the City’s required contribution towards its UAL ; leaving a balance in this reserve of $1.002 million for future pension needs. While the draw down of any reserve is never ideal, staff recommends building up this reserve in the future should the City’s financial condition allow it. One of staff’s proposed FY 2025 Workplan items is to develop a plan to pay down the City’s UAL and reduce overall pension costs over time .
Part of that plan will include the development of a Council policy regarding the acceptable use of the City’s CalPERS Pension Reserve and how to build it up to an adequate level over time.
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• Utilization of Remaining ARPA Funds – When all known and planned uses are taken into account through the end of FY 2025, the City has remaining ARPA funds equaling $2.06 million. As detailed in prior reports, these funds must be obligated through contractual agreements by December 31, 2024 and fully spent down by December 31, 2026. Recent ARPA guidance has also modified the definition of contractual obligation to include salary and benefit costs included within an adopted budget. Per such revised guidance, ARPA recipients such as the City of Campbell , may consider themselves to have obligated funds to maintain certain personnel costs for personnel whose salary may be paid under an eligible use of ARPA funds through December 31, 2026, for any position that existed and was filled by December 31, 2024.
Given these guidelines as well as well as the City’s projected General Fund operating deficit in FY 2025, staff proposes using $730,000 of the remaining ARPA funds to support General Fund operations in FY 2025; leaving a balance of $1.33 million for other allowable uses. Of this remaining balance, staff is also recommending the use of $1.00 million in FY 2025 for the following high -priority capital projects:
o City Facilities Roof Replacement (Project 24TT) - $375,000 o Campbell PDA Enhancements - Civic Center Dr at 2nd and 3rd Street (New Project) - $625,000
Both projects are included within the Preliminary 2024 - 2028 Five-Year Capital Improvement Plan (CIP) shown as Attachment G. If Council approves staff’s proposed operating and capital uses of APRA in FY 2025, t hat would leave a remaining balance of $ 330,000 for other allowable uses . Staff recommends not allocating those funds at this time in case more is needed to balance General Fund operations in FY 2025 or if Council wishes to fund other high priority items.
For reference purposes, Council approved using $2.2 million of ARPA funds to support General Fund operations in FY 2021 and another $837,000 to balance General Fund operations in FY 2024. The current status of the ARPA fund as well as all actual and currently approved uses through FY 2025 is shown as Attachment F.
In total, the preceding Short-Term Corrective Strategies equal $3.87 million and would fully balance the General Fund in FY 2025.
Proposed Long-Term Corrective Strategies
While corrective short -term strategies discussed in the proceeding section would balance the General Fund in FY 2025 , they include a number of one -time and limited term solutions . Thus, as part of the FY 2025 budget process and beyond, staff proposes that Council consider the following long -term corrective strategies to ensure fiscal resiliency. Staff requests Council input and direction on the proposed long- term corrective strategies detailed below:
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• Placement of One or More Revenue Measures on November 2024 Ballot – As discussed during the March 19, 2024 Study Session , Council may wish to place a variety of revenue measures on the November 2024 ballot to achieve a number of priorities. To assist in these efforts, staff is currently working with consultants to survey residents on several options and develop potential ballot measure language. $100,000 was added to the FY 2024 Operating Budget at mid-year to fund these consultant services. Staff will return to Council at a later date in the near future to provide an update on their progress and receive further Council direction. Additionally, the Preliminary FY 2025 Operating Budget includes $130,000 to support election expenses paid to the County for both district elections and potential ballot measure placements.
Given the structural imbalance of the City’s budget by $3.87 million in FY 2025, which follows a structural imbalance of $2.89 million identified during the FY 2024 Mid-Year Update, staff will be assessing community interest in generating additional, locally-controlled revenue sources. Community engagement surveys the City has conducted over the past decades all consistently show that Campbell residents value local control over local funds, the City’s tradition of fiscal prudence, and the high quality of services that local residents, businesses, and visitors have come to expect. Maintaining safe neighborhoods and commercial corridors, fire protection services, streets and parks, addressing homelessness and expanding housing options have all been identified by residents as priorities. Unless additional reliable sources of locally -controlled revenue are identified, the City may have no choice but to reduce core services our public relies on. That’s why the City is taking decisive steps to survey our community about its current priorities and interest, if any, in expanding our locally-controlled revenue. Any voter -approved funding sources require that the funds be spent locally, and those revenues cannot be taken by Sacramento.
• Restructuring and Repurposing of Current City Reserves – The City has a number of current reserves which provide it with fiscal stability. Some reserves are highly duplicative in purpose or have no policy on when they may be used.
Staff recommends restructuring and repurposing the City reserve funds. If Council is agreeable, staff will engage the Finance Subcommittee and will return to Council at a later date in FY 2025 with a recommendation on draft policy language for City Council’s consideration.
•
The following discussion describes the City reserve funds and staff’s recommendation on potential restructuring in FY 2025 so as to better utilize the reserves, provide clarity, and to further enhance long-term fiscal resiliency.
o General Fund Unassigned (Operating Reserve) – At the beginning of FY 2024, this reserve had a balance of $1.338 million and it is intended to provide the City with operating cash flow. However, it has never been drawn down upon and is not needed for cash flow purposes. The City 1 Packet Pg. 11
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maintains its operating cash flow through its investments in the highly liquid Local Agency Investment Fund ( LAIF) and other short -term investment tools . And per the City’s Adopted FY 2024 Investment Strategy, staff works to ensure at least 3 months of liquid funds, which equal approximately $22.2 million in FY 2024. Thus, staff recommends closing the General Fund Unassigned (Operating Reserve) and shifting the remaining balance to the City’s Economic Fluctuations Reserve. The Economic Fluctuations Reserve is set at 16.67% (2 months) of Operating Expenditures per Government Finance Officers Association (GFOA) best practice and is currently $1.1 million below its policy target level. Bringing the Economic Fluctuations Reserve back up to its policy target level would help protect the City against economic downturns such as that seen during the COVID-19 pandemic.
o Emergency Reserve – At the beginning of FY 2024, this reserve had a balance of $3.21 million and it is intended to provide operating cash flow in cases of immediate financial emergency or disaster. It has a policy target of 10% of Operating Revenues and is currently $3.74 million below that policy target level . For references purposes, it was drawn down by $3.0 million during the pandemic to help offset a quick and large decline in City revenues and to preserve City services. However, due to continued financial constraints, the City has never been able to develop a sustainable plan to bring it back up to the policy target level and maintain it there. Nevertheless, the purpose of the Emergency Reserve is highly similar to the purpose of the Economic Fluctuations Reserve. Thus, Thus, staff recommends closing the Emergency Reserve and shifting the remaining balance to the following current and to be established reserves:
▪ $1.21 million to the CalPERS Pension Reserve to almost fully build back up what staff proposes drawing down from that reserve in FY 2025 to offset a large spike in required UAL contributions.
Revenue measures, if passed, could also help to further build the City’s CalPERS Pension Reserve and pay down unfunded pension liabilities.
▪ $1.0 million to establish a new Infrastructure Reserve to fund ad hoc building repairs and act as seed money for deferred maintenance, rehabilitation, and construction projects. Revenue measures, if passed , could possibly shift any excess funds not needed to support City operations to further build up this reserve over time.
▪ $1.0 million to establish a Technology Reserve to act as seed money for technology projects which make City operations more efficient and cost effective . Revenue measures, if passed , could 1 Packet Pg. 12
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possibly shift any excess funds not needed to support City operations to further build up this reserve over time.
Preliminary 2023 - 2028 Five-Year Capital Improvement Plan (CIP)
Enclosed as Attachment G is the Preliminary 202 5 - 2029 Five-Year Capital Improvement Plan (CIP) . This attachment provides a comprehensive Overview and Introduction of the Preliminary CIP, Financial Summaries, Funding Schedules, a list of FY 2025 Proposed Projects, Detailed Project Sheets for new projects, and an updated Unfunded Projects list. The attachment provides complete details for the Proposed CIP and staff will present them to Council during the May 7th Budget Study Session. Staff requests Council input and direction on the Preliminary 202 5 - 2029 Five-Year Capital Improvement Plan (CIP) shown in Attachment G.
FISCAL IMPACT
There is no fiscal impact associated with the May 7 Budget Study Session. Staff will use feedback received to further develop the FY 2025 Proposed Operating Budget and the 2025 – 2029 Proposed CIP. These budgets are scheduled to be formally introduced to Council on June 4, and considered for adoption on June 18. Complete fiscal impacts for both items will be shared with Council and the public on those dates , including an updated 7 -Year Forecast so that future fiscal impacts of current actions can be fully understood and considered before final action is taken by City Council.
Prepared by:
Will Fuentes, Finance Director
Approved by:
Brian Loventhal, City Manager
Attachment:
a. FY 2025 Adopted City Council Priorities
b. FY 2025 Preliminary Workplans
c. FY 2025 Preliminary General Fund Operating Budget
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d. FY 2025 One-Time Requests
e. FY 2025 Recurring Requests
f. ARPA Fund 221 Status 05-07-24
g. 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) 1 Packet Pg. 14
FY 2025 Adopted City Council Priorities
Strategic
Objectives Council Priorities Comments by Council
Land Use
Long-Term Land Use
Planning and
Housing
• Continue implementation of the General
Plan, including the Housing Element
• Continue developing a comprehensive
Bike/Ped Safety Plan
• Continue developing Hamilton Avenue
Precise Plan
• Continue developing objective standards
for residential single-family neighborhoods
• Utilize outside funding and other
resources to address the unhoused
• Consider rental policies
• Support traffic signal prioritization if
funding becomes available
• Maximize Park Development Fees and
other resources to meet resident’s needs
Measure O
• Continue construction on Police and
Library buildings and provide
updates to Council and public
• Continue to support Oversight
Committee; providing information as
requested and required
Financial Health
Financial Stability • Develop strategic funding
recommendations to support the
implementation of Housing Element and
Housing program
• Support software and technology for
organizational, community, and fiscal
resiliency
• Support implementation of Economic
Development Plan
• Discuss and allocate remaining ARPA
funds
• Develop plans to address unfunded
pension liabilities
• Use facilities conditions assessment study
to develop plan to address infrastructure
needs
• Develop potential revenue measures for
placement on November 2024 ballot
• Continue to pursue grant funding
opportunities and funding by other public
agencies
• Support personnel recruiting efforts as
budgeted
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Attachment: FY 2025 Adopted City Council Priorities (FY 2025 Budget Study Session) FY 2025 Adopted City Council Priorities
Strategic
Objectives Council Priorities Comments by Council
Environment
Sustainability • Continue to support development of
Climate Action Plan
• Continue to implement SB 1383, equity
for all housing types
• Continue to support resiliency of City
facilities
• Support public outreach on City
sustainability practices (single use
plastics, food waste)
Community
Community Health
and Safety
• Support traffic calming program
• Support small businesses
• Promote mental health through first
responders and partnerships
• Promote 988 program (mental health
crisis lifeline)
• Inclusivity: consider ways to be more
inclusive, for example: ADA access, sign
language translation, etc.
• Promote Council and City initiatives:
• Continue to support crossing guard
program in partnership with the school
districts:
• Support emergency management
development and training
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Attachment: FY 2025 Adopted City Council Priorities (FY 2025 Budget Study Session) FY 2025 Preliminary Workplans
City Manager
CM Administration
• Provide staff support to the Civic Improvement Commission [Operational Need] • Coordinate, plan, and provide staff support for the State of the City event and All Hands Meeting [Operational Need]
• Coordinate tracking of state legislation (that may impact City) with Legislative Subcommittee [Operational Need]
• Continue to provide guidance and support for labor related issues [Operational Need] • Promote City Council initiatives through various forms of media [Operational Need] • In coordination with Legal Services, City Clerk’s Office, Finance, and outside consultants (as needed), provide overall guidance in the evaluation and development of potential ballot measures for November 2024 ballot [Council Priority – Financial Stability] Measure O
• Provide overall coordination of Measure O Police, Library, and related projects [Council Priority – Measure O]
• Provide support to the Measure O Citizens’ Oversight Committee [Council Priority – Measure O]
Human Resources
• In collaboration with the Finance Department and Information Technology (IT) Division as well as other key stakeholders, complete the implementation, testing, and training for a new Human Resources Information and Payroll System LEAD DEPARTMENT S – HR and Finance [Council Priority – Financial Stability]
• Coordinate and plan Benefits Fair and Volunteer Program for City staff [Operational Need]
• Work with Liebert Cassidy Whitmore on meet and confer items with CMEA, CPCEA, CPOA, and CARP [Operational Need]
• Open negotiations with CMEA, CPCEA, CPOA, and CARP for bargaining agreements expiring at the end of FY 2025 or the middle of FY 2026 [Operational Need] • Launch citywide mandatory training to cover essential topics such as Harassment Prevention, Ethics, Anti-bias, Front Counter Security Training, and Active Shooter Training [Operational Need]
Information Technology
• In collaboration with the Finance Department and Human Resources (HR) Division as well as other key stakeholders, complete the implementation, testing, and training for a new Human Resources Information and Payroll System LEAD DEPARTMENTS – HR and Finance [Council Priority – Financial Stability]
• Provide IT consultation regarding Measure O projects [Council Priority – Measure O] • Adapt Zero-Trust security stance for all enterprise technology platforms [Financial Stability]
• Purchase and deploy replacement Network Firewall system [Financial Stability] • Replace 25% of antiquated desktop computers [Operational Need] • Continue public meeting recording and management [Operational Need]
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Attachment: FY 2025 Preliminary Workplans (FY 2025 Budget Study Session) FY 2025 Preliminary Workplans
• Replace public meeting video and recording systems [Operational Need] • PD - Upgrades related to DOJ mandates (NIBRS) [Operational Need] Economic Development
• Begin Implementation of the City’s 2024 Economic Development Plan, including website improvements, creating a business guide, conducting outreach with brokers, and collaborating with the businesse stakeholders on upcoming events. [Council Priority- Financial Stability]
•
• Begin work on potential branding and promotion of Dell / McGlincy area, including outreach and survey of existing businesses [Council Priority-Financial Stability] City Clerk's Office
• Carry-forward from FY 2023 - Comprehensive review of citywide records ; coordinating and implement ing a revised records retention schedule and procedures [Operational Need]
• Conduct the November 5, 2024 , Municipal Election for Districts 1 and 2 [Operational Need]
• Support and assist internal and external teams with potential placement of revenue ballot measure [Financial Stability]
• Review and evaluate new agenda management software [Operational Need] Community Development
Administration
• In coordination with the Finance Department, City Council, key stakeholders, and outside consultants (as needed), develop funding strategies and options to support Housing Element programs. LEAD DEPARTMENTS - Community Development and Finance [Council Priorities –Long-Term and Land Use Planning and Housing and Financial Stability]
• Upgrade permit tracking system to create greater efficiencies and increase performance in permit processing including establishing and tracking metrics for permit processing and inspections. [Operational Need]
• Complete ordinance and policy updates to implement procedures for pass through funded technical studies [Operational Need]
Policy Development
• Continue preparation of a Citywide Climate Action Plan [Council Priority – Sustainability]
• In coordination with the Public Works Department, start preparation of Hamilton Avenue Precise Plan [Council Priority – Long - Term Land Use Planning and Housing] • Support the Recreation and Community Services and Public Works Departments to prepare a Citywide Parks and Recreation Facilities Master Plan [Council Priority – Long - Term Land Use Planning and Housing]
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Attachment: FY 2025 Preliminary Workplans (FY 2025 Budget Study Session) FY 2025 Preliminary Workplans
• In coordination with the Public Works Department and contingent on grant funding, start preparation of a Citywide Multimodal plan with bicycle and pedestrian improvements [Council Priority – Long - Term Land Use Planning and Housing] • Complete updates to the City’s Multifamily Residential Development and Design Standards (MFDDS) – [Council Priority – Long Term Land Use Planning and Housing] • Complete updates to the City’s Historic Preservation Ordinance and Mills Act Program [Council Priority – Long Term Land Use Planning and Housing] • Contract with Geologist to complete mapping of Cascade Fault and prepare any necessary policies to address identified geologic hazards [Operational Need] Current Planning
• Create checklists and ordinance code updates for streamlining CEQA review of development projects consistent with the 2040 General Plan [Operational Need] • Implement annual code updates to comply with new state laws and implement streamlining to meet the city’s economic development goals. [Operational Need] • Coordinate with the Planning Commission on evaluating and implementing modifications to Site and Architectural Review Committee. [Operational Need] Building
• Complete necessary ordinance code updates and begin implementation of state laws requiring streamlined permitting for Photovoltaic and EV Charging projects. [Operational Need]
• Establish a staff training, leadership, and continuing education program for Building staff. [Operational Need]
• Complete i ntegration of Code Enforcement with the Building Division processes to address violations. [Operational Need]
Housing Assistance
• Implement BMR Housing program improvements as identified in Housing Program audit in association with Housing Element implementation [Council Priority – Long - Term Land Use Planning and Housing]
• Complete ordinance code updates to implement modifications to the City's Inclusionary Housing Ordinance and a Commercial Linkage Housing Fee to support Affordable Housing production [[Council Priority – Long - Term Land Use Planning and Housing] • Begin work on homelessness programs including hiring of an unhoused specialist [Council Priority – Long - Term Land Use Planning and Housing] • Prepare Ordinances to implement State Laws (SB 10 & 684) addressing missing middle housing [Council Priority – Long - Term Land Use Planning and Housing] • Conduct outreach to increase community awareness of housing assistance p rograms available in Campbell , including resources to support development of ADU’s [Council Priority – Long - Term Land Use Planning and Housing]
• Pursue Pro- Housing Designation from State Housing and Community Development [Council Priority – Long - Term Land Use Planning and Housing] • Pursue programs and actions that preserve existing affordable housing units that will convert to market rate housing by 2026 [Council Priority – Long - Term Land Use Planning and Housing]
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Attachment: FY 2025 Preliminary Workplans (FY 2025 Budget Study Session) FY 2025 Preliminary Workplans
• Complete ordinance updates addressing rent modifications for Below Market Rate (BMR) Housing [Council Priority – Long - Term Land Use Planning and Housing] • In Coordination with the Recreation and Community Services (RCS) Department as well as community groups and potential outside service providers , pursue the establishment of cold weather shelter in Campbell. Additionally, collaborate with the County and other West Valley cities in establishing a regional homeless shelter. [Council Priority – Long - Term Land Use Planning and Housing]
• Begin intital work on establishing a potential Housing Commission [Council Priority – Long - Term Land Use Planning and Housing]
Finance
• In coordination with an outside consultant, the City Manager’s Office, all members of the Executive Team, and other key stakeholders, explore potential new revenue sources to place on the 2024 General Election ballot LEAD DEPARTMENTS – City Manager’s Office and Finance Department [Council Priority – Financial Stability] • Develop strategies to systematically address Unfunded Pension Liabilities in the short - and long-term [Council Priority – Financial Stability]
• Using results of completed facilities condition assessment, collaborate with the Public Works and Recreation and Community Services Departments to prepare capital projects to address Citywide deferred maintenance issues in future Capital Improvement Plans (CIP) LEAD DEPARTMENT - Public Works [Council Priority – Financial Stability] • In coordination with the Community Development Department, City Council, key stakeholders, and outside consultants (as needed), develop funding strategies and options to support Housing Element programs. LEAD DEPARTMENTS - Community Development and Finance [Council Priorities –Long-Term and Land Use Planning and Housing and Financial Stability]
Legal Services
• Assist with development of potential ballot measures for November 2024 ballot; and prepare impartial analysis for ballot [Council Priority – Financial Stability] • Review Community Development Department’s updates to the City’s Multifamily Residential Development and Design Standards (MFDDS) – [Council Priority – Long Term Land Use Planning and Housing]
• Review Community Development Department’s ordinance and policy updates to implement procedures for pass through funded technical studies [Operational Need] • Review Community Development Department’s updates to the City’s Historic Preservation Ordinance and Mills Act Program [Council Priority – Long Term Land Use Planning and Housing]
• Work with Community Development and Public Works to finish update of Subdivision Ordinance [Council Priority - Long-Term Land Use Planning and Housing] • Provide support on implementation of Measure O [Council Priority – Measure O] • Assist City Clerk with revised records retention schedule and procedures [Operational Need]
• Assist Community Development with/review Citywide Climate Action Plan [Council Priority – Sustainability]
• Review Hamilton Avenue Precise Plan [Council Priority – Long - Term Land Use Planning and Housing]
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Attachment: FY 2025 Preliminary Workplans (FY 2025 Budget Study Session) FY 2025 Preliminary Workplans
• Review Community Development Department’s annual code updates to comply with new state laws and implement streamlining to meet the city’s economic development goals [Operational Need]
• Review Community Development Department ordinances to implement State Laws (SB 10 & 684) addressing missing middle housing [Council Priority – Long - Term Land Use Planning and Housing]
• Review Community Development Department’s ordinance updates addressing rent modifications for Below Market Rate Housing [Council Priority – Long - Term Land Use Planning and Housing]
Police
• Implement new technologies including Axon Computer Aided Dispatch (CAD) system , Real Time Information Center (RTIC), and Next Generation 911 [Council Priority – Community Health and Safety]
• Recruit and hire qualified candidates for vacancies and upcoming retirements [Council Priority – Community Health and Safety]
Public Works
Administration
• Manage Measure O capital projects; overseeing construction contracts and associated project budgets [Council Priority - Measure O Implementation] • Represent Campbell in long range regional transportation planning efforts - Envision Silicon Valley and Plan Bay Area 2050 process [Council Priority - Long-Term Land Use Planning and Housing]
Transportation Engineering
• Review and consider revisions to the City’s Traffic Calming Policy [Council Priority – Community Health and Safety]
• Manage, design, and implement traffic calming improvements [Council Priority – Community Health and Safety]
• Manage, design, and implement bicycle and pedestrian enhancements and safety improvements [Council Priority - Long-Term Land Use Planning and Housing] • Manage Safe Routes to School Maps Project [Council Priority – Community Health and Safety]
• Manage Hamilton Avenue/State Route 17 Bicycle Overcrossing Planning Study (tentative, pending VTA scoring committee results) and revisit priority and resource allocation [Council Priority - Long-Term Land Use Planning and Housing] • Apply for and manage grant funds as provided through VTA and other granting agencies [Council Priority – Financial Stability]
Engineering
• Implement the Annual Street Maintenance Program [Council Priority – Financial Stability]
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Attachment: FY 2025 Preliminary Workplans (FY 2025 Budget Study Session) FY 2025 Preliminary Workplans
• Manage and implement all other approved Capital Improvement Projects [Operational Need]
• Continue update of City Standard Details and Technical Specifications for Public Works Construction [Operational Need]
• Review applications and issue permits for wireless facilities/small-cell wireless projects in the public right-of-way [Operational Need]
• Review encroachment permit applications and issue permits for construction within the public right-of-way [Operational Need]
• Perform field inspections of construction operations within the public right -of-way [Operational Need]
• Maintain streetlight inventory and assist with street lighting needs for projects [CIP Support]
• In coordination with the Recreation and Community Services Departments, prepare a Citywide Parks and Recreation Facilities Master Plan [Council Priority – Long - Term Land Use Planning and Housing]
Land Development
• Review development proposals for compliance with the reissued Storm Water Municipal Regional Permit (MRP 3.0), including necessary updates to the Green Infrastructure Plan [Council Priority – Long-Term Land Use Planning and Housing] • Review and approve land development projects for compliance with City policies adopted plans, and City standard plans and details, and identify associated improvements on public rights-of-way [Operational Need]
• In coordination with the Community Development Department, facilitate construction of any remaining Semi-permanent Parklets in Downtown Campbell [Operational Need] Maintenance
• Complete a comprehensive Inventory and Condition Assessment of all City Facilities [Council Priority - Financial Stability]
• Complete all approved Capital Improvement Projects, including Campbell Community Center and the Sunnyoaks Fire Station Roofing projects [Council Priority – Sustainability]
• Complete preventative maintenance work in Maintenance Zones 10 & 11, including the removal and replacement of displaced sidewalks, curb and gutter and structural tree trimming [Council Priority – Community Health and Safety] • Complete installation of new Tesco Battery Backup Systems in all 43 signalized intersections [Council Priority – Community Health and Safety] • Implement water conservation strategies including turf and irrigation controller upgrades for the Community Center and sports fields [Council Priority – Sustainability] • Support volunteer events such as Keep America Beautiful and Campbell Garage Sale [Operational Need]
• Complete the acquisition and installation of a new Traffic Signal and Lighting Modular Building at the Service Center [CIP Support]
• Complete all approved vehicle and equipment purchases and lease acquisitions as budgeted [Operational Need]
• Complete replacement of three diesel-powered heavy-duty trucks with gasoline powered vehicles to meet EPA Tier 4 motor requirements [Operational Need]
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Attachment: FY 2025 Preliminary Workplans (FY 2025 Budget Study Session) FY 2025 Preliminary Workplans
• Complete asphalt repairs, seal coating, and striping for the Campbell Community Center Parking Lot [Operational Need]
• Complete Annual Crack Seal Project [Operational Need] • Complete installation of Calsense Irrigation Controllers for John D Morgan Park and Jack Fischer Park [Operational Need]
• Create a proposed schedule of repairs and replacements for City -owned assets as outlined in the City’s Asset Inventory Report [Council Priority – Financial Stability] • Complete the renovation of the Campbell Park pedestrian bridge [Council Priority – Sustainability]
• Complete repair and replacement of a storm drain outfall in Los Gatos Creek at the County Park [Council Priority – Community Health & Safety]
Environmental
• Provide solid waste, stormwater, and water conservation expertise for the Campbell Climate Action Adaptation Plan [Council Priority - Sustainability] • Coordinate and support efforts to implement the requirements of SB 1383 [Council Priority - Sustainability]
• Coordinate and support the solid waste hauler rebranding effort [Council Priority - Sustainability]
• Provide support to the Solid Waste Management Authority when implementing the new solid waste hauler agreement and associated requirements [Council Priority - Sustainability]
• Coordinate and support the Planning and Building Divisions with trash enclosure plan reviews, project waste management plans, and the implementation of the newly updated construction and demolition program [Council Priority - Sustainability] • Provide support to the West Valley Clean Water Authority when implementing the regional stormwater MRP 3.0 [Council Priority - Sustainability]
• Coordinate and support the West Valley Clean Water Authority and Campbell Street Division with the installation of full trash capture devices for State Water Board compliance [Council Priority - Sustainability]
Measure O – City Manager’s Office
• Complete construction phase for both Police and Library buildings [Council Priority - Measure O]
• Manage the construction contracts for both the Library and Police Building projects , including change order management and contract administration [Council Priority - Measure O]
• Implement Civic Center site staging plan to accommodate City Hall customers and employee parking [Council Priority - Measure O]
• Provide support to the Citizens’ Oversight Committee [Council Priority - Measure O] Recreation and Community Services
Administration
• In collaboration with Public Works complete Parks and Recreation Master Plan. [Council Priority – Long-Term Land Use Planning and Housing]
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Attachment: FY 2025 Preliminary Workplans (FY 2025 Budget Study Session) FY 2025 Preliminary Workplans
• Renew Age- Friendly Cities designation with World Health Organization (WHO) [Operational Need]
• Explore programming opportunities to expand inclusivity through therapeutic and adaptive recreation programming [Council Priority – Community Health and Safety] 101.528 (Museum)
• Increase accessible searchable Museum collection records by 5% [Operational Need]
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Attachment: FY 2025 Preliminary Workplans (FY 2025 Budget Study Session) FY 2025 Preliminary General Fund Operating Budget - as of 05-07-24 REVENUES FY 23 Actuals FY 24 Adop FY 24 Proj FY 25 Prel $Chg %Chg Property Taxes $20,907,124 $22,047,000 $21,847,000 $22,676,800 $829,800 3.8% Sales & Use Taxes $18,832,569 $17,699,289 $16,826,202 $16,832,986 $6,784 0.0% Other Taxes $8,605,378 $9,691,400 $8,582,600 $6,837,860 ($1,744,740) -20.3% Licenses and Permits $3,387,574 $4,290,300 $3,909,500 $6,494,216 $2,584,716 66.1% Fines/Forfeits/Penalties $113,511 $100,000 $150,000 $100,000 ($50,000) -33.3% Investments Income $413,171 $810,900 $1,055,000 $1,130,000 $75,000 7.1% Intergovernmental Revenue $1,146,994 $2,059,068 $2,541,100 $1,193,328 ($1,347,772) -53.0% Charges for Services $5,288,137 $5,907,545 $5,893,860 $6,283,915 $390,055 6.6% Leases & Rentals $3,223,340 $3,052,500 $3,098,400 $3,256,284 $157,884 5.1% Miscellaneous Revenues $319,909 $216,410 $264,228 $241,699 ($22,529) -8.5% Other Finance Sources $791,371 $3,387,412 $5,339,198 $1,131,759 ($4,207,439) -78.8% TOTAL REVENUES $63,029,077 $69,261,824 $69,507,088 $66,178,847 ($3,328,241) -4.8% EXPENDITURES by Type FY 23 Actuals FY 24 Adop FY 24 Proj FY 25 Prel $Chg %Chg Salaries $20,510,721 $23,537,505 $21,600,786 $24,749,618 $3,148,833 14.6% Benefits $12,832,210 $12,729,400 $12,729,400 $14,102,872 $1,373,472 10.8% Supplies & Services $22,446,292 $24,837,700 $26,564,968 $24,839,206 ($1,725,763) -6.5% Rents & Leases $1,693,453 $1,693,453 $1,693,453 $1,672,829 ($20,624) -1.2% Other Charges $699,379 $567,900 $567,900 $567,900 $0 0.0% Capital Outlay $5,091 $78,300 $98,300 $99,000 $700 0.7% Operating Transfers Out $3,943,321 $3,224,000 $3,298,036 $2,291,300 ($1,006,736) -30.5% Capital Transfers Out $682,131 $2,442,245 $2,954,245 $1,727,248 ($1,226,997) -41.5% TOTAL EXPENDITURES by Type $62,812, 598 $69,110,503 $69,507,088 $70,049,973 $542,884 0.8% EXPENDITURES by Department FY 23 Actuals FY 24 Adop FY 24 Proj FY 25 Prel $Chg %Chg City Council $353,431 $363,952 $363,952 $369,552 $5,600 1.5% City Manager's Office $3,024,681 $3,221,745 $3,457,493 $3,601,120 $143,627 4.2% City Clerk's Office $493,225 $577,829 $577,829 $726,896 $149,067 25.8% Recreation $6,146,032 $7,116,077 $7,036,440 $7,714,414 $677,974 9.6% Finance $2,596,613 $2,446,442 $2,540,651 $2,614,299 $73,648 2.9% Community Development $4,114,062 $5,662,797 $6,025,667 $5,159,843 ($865,823) -14.4% Legal Services $525,090 $579,520 $614,520 $594,077 ($20,444) -3.3% Police $21,101,639 $22,688,046 $23,036,445 $23,962,043 $925,598 4.0% Fire $10,343,732 $10,860,918 $10,860,918 $11,226,931 $366,013 3.4% Public Works $6,526,179 $7,438,599 $7,851,995 $7,260,526 ($591,469) -7.5% Non-Departmental $7,587,914 $8,154,578 $7,141,177 $6,820,272 ($320,906) -4.5% TOTAL EXPENDITURES by Departme $62,812,598 $69,110,503 $69,507, 088 $70,049,973 $542,884 0.8% SURPLUS / (DEFICIT) $216,479 $151,321 $0 ($3,871,126)
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Attachment: FY 2025 Preliminary General Fund Operating Budget (FY 2025 Budget Study Session) Proposed New One-Time General Fund Expenditures in FY 2025 Greater than $10,000
Short Description Department GL Account Amount Notes Council Priority Election Expenses City Clerk 101.511.7436 130,000$ Requested additional funding to accommodate district elections and potential ballot revenue measure(s).
Financial Stability
Repair of OCBH Sound System and LCD Projector Lens Recreation 101.527.7429 38,000$ $38,000 for Sound System and $300 for LCD Projector Lens. Operational New Equipment @ Heritage Theatre for new ticketing
software
Recreation 101.529.7427 10,795$ Can likely be recovered through Theatre Facility Fee which is deposited into the General Fund at rate of $1 to $6 per ticket sold.
Operational
CEQA Checklist Preparation CDD 101.551.7430 12,000$ Workplan item under 101.552. Long-Term Land Use Planning and Housing Radio Replacements (7) Police 101.602.7429 62,000$ May be able to eliminate cost if City goes forward with a full radio replacement program as part of the 2025 - 2029 Proposed CIP. Also $7,000 increased cost in same account for Radio Maintenance; which may also decrease if full radio replacement occurs.
Community Health and Safety
Boiler & HVAC Replacement Public Works 101.780.7429 19,000$ Candidate for ARPA funding?; $75,000 total; $56,000 in FY 2024. Financial Stability Electrical Upgrades to Building B Public Works 101.780.7884 25,000$ Candidate for ARPA funding? Financial Stability Fenced Enclosure Next to Carriage House Public Works 101.780.7884 20,000$ Candidate for ARPA funding? Financial Stability Finance Office Reconfiguration Public Works 101.780.7884 20,000$ Split of one Accountant office in Finance to account for hiring of an Analyst and other staffing space needs shared with CDD for Unhoused Specialist.
Operational
TOTAL
Long-Term Land Use Planning and Housing 12,000$
Measure O -$
Financial Stability 194,000$
Sustainability -$
Community Health and Safety 62,000$
Operational 68,795$
TOTAL ONE-TIME REQUESTS 336,795$
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Attachment: FY 2025 One-Time Requests (FY 2025 Budget Study Session) Proposed New or Increased Recurring General Fund Expenditures in FY 2025 Greater than $10,000
Short Description Department GL Account Amount New/Increase Notes Council Priority Overtime Pay - Human Resources City Manager 101.515.7003 10,000$ Increase Increase recruitment activity and other needs. $25,000 total FY 2025. $15,000 total FY 2024
Operational
Temporary Personnel - RCS Admin Recreation 101.524.7002 14,280$ Increase Customer Service Clerks 2.45 FTEs / $96,900 total FY 2025. 2.21 FTEs / $86,620 total FY 2024
Operational
Senior Meals Program Recreation 101.525.7432 11,903$ Increase Offset by higher County reimbursements. $129,141 total FY 2025. $117,238 total FY 2024
Community Health and Safety
Adult Special Events and Trips Recreation 101.526.7441 10,675$ Increase Offset by program fee revenue. $68,200 total FY 2025. $57,525 total FY 2024 Operational Temporary Personnel - Campbell Community Center Recreation 101.527.7002 35,286$ Increase Building Attendants 2.97 FTEs / $111,276 total FY 2025. 2.17 FTEs / $75,990 total FY 2024
Operational
Utilities (Gas, Electric, Sewer, Water) - Campbell Community Center
Recreation 101.527.7420 61,500$ Increase $611,500 total FY 2025. / $550,000 total FY 2024 Operational Credit Card Fees - Campbell Community Center Recreation 101.527.7438 19,000$ Increase Increase due higher activity and cost offset by revenue. $84,000 total FY 2025. / $65,000 total FY 2024
Operational
Special Programing Expenses: Special Equipment Rental - Heritage Theatre
Recreation 101.529.7427 11,880$ Increase Increase offset fully by like expected savings in catering for performers, performer lodging, and program printing. $31,800 total FY 2025. / $19,920 total FY 2024
Operational
Professional and Special Services - Heritage Theatre Recreation 101.529.7430 38,427$ Increase Net account increase across Rental Operation Manager, Theatre Management, and Reimbursable Technical Staff; offset partially by decrease in In-House Production and Marketing/Media Relations. Increase also offset by increased ticket revenue where possible. $901,427 total FY 2025. / $863,000 total FY 2024
Operational
Custodial Services & Upholstery Cleaning - Heritage Theatre Recreation 101.529.7432 16,320$ Increase Net account increase partially offset by reduction in Box Office Ticketing Software Support. $82,320 total FY 2025. / $66,000 total FY 2024 Operational
Temporary Personnel - Sports/Aquatics/Fitness Recreation 101.531.7002 25,810$ Increase Aquatics Instructor / Lifeguard 6.67 FTEs FY 2025 / 3.65 FTEs FY 2024; Swim Team Coach 0.69 FTEs FY 2025 / 0.72 FTEs FY 2024; Sports Class Instructors
0.67 FTEs FY 2025 / 0.34 FTEs FY 2024; offset by 100% / $60,000 decrease for
1.30 Fitness Instructors; $340,510 total FY 2025 / $314,700 total FY 2024.
Increase also due to salary rate increases. Increase also offset by fee revenue.
Operational
Youth Basketball League Referees, Soccer Camps, and
Contract Class Instructors - Sports/Aquatics/Fitness
Recreation 101.531.7432 28,300$ Increase $7,200 increase for Youth Basketball League Referees. $21,100 increase for Soccer Camps and Contract Class Instructors. $355,300 total FY 2025 / $327,000 total FY 2024. Increase also offset by fee revenue.
Operational
Temporary Personnel - Trips/Tours/Classes Recreation 101.532.7002 154,009$ Increase Fitness Instructors 2.25 FTEs FY 2025 moved from 101.531 / 0.00 FTEs FY 2024 ;Day Camp Leader I, II, III 6.62 FTEs FY 2025 / 6.32 FTEs FY 2024; Sports Class Instructors 0.34 FTEs FY 2025 / 0.34 FTEs FY 2024; Also minor increases to other temporary staffing FTEs; offset by $13,535 decrease for
0.54 Preschool Teachers and $4,118 decrease for 0.60 Preschool Teacher Aides; $534,009 total FY 2025 / $380,000 total FY 2024. Increase also offset by fee revenue.
Operational
Payment for Contract Class Instructors - Trips/Tours/Classes Recreation 101.532.7432 28,000$ Increase E.g., Art Classes, Gardening, Music Together, Gymnastics, Economic Driving School. Offset by fee revenue.
Operational
Spec Community Services - Trips/Tours/Classes Recreation 101.532.7441 48,472$ Increase $2,972 increase for Enrichment Class Supplies. $2,500 increase for Fitness Supplies. $35,000 increase for Fun Run Supplies. $8,000 increase for Day Camp Supplies. Offset by fee revenue.
Operational
Gas, Electric, Water, and Waste Utility Costs Non-Departmental 101.540.7420 36,782$ Increase 2nd Street Garage and other City buildings. Operational Overtime Pay - Community Development Admin CDD 101.550.7003 40,000$ Increase Overtime related to Commission meetings and other administrative support. Long-Term Land Use Planning and Housing
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Attachment: FY 2025 Recurring Requests (FY 2025 Budget Study Session) Proposed New or Increased Recurring General Fund Expenditures in FY 2025 Greater than $10,000
Short Description Department GL Account Amount New/Increase Notes Council Priority Contract Staff Planning Services CDD 101.551.7430 80,000$ Increase $90,000 increase for Contract Staff Planning Services offset by $10,000 decrease in one-time Training on MFDDS / Objective Standards from FY 2024.
Need to see if any will be offset by reimbursable grant revenue or expected developer fee revenue increases.
Long-Term Land Use Planning and Housing
Additional Legal Services City Attorney 101.560.7430 11,000$ Increase Increased due to increased demand related to Gun Violence Restraining Orders. Demand is actually closer to an additional $53,400 annually, but added only $11,000 to stay within 2% total budget increase mandate.
Operational
Prof Development & Mtgs - Communications Police 101.602.7435 10,000$ Increase CAL NENA or APCO Conference & Quarterly Meetings *Funded by State 9-1-1 Program)
Community Health and Safety
Maint & Oper Of Equip Public Works 101.745.7429 16,000$ Increase Increased annual IWorQ costs for Text my Good, Citizen Engagement, Facilities, Fleet, Trees, Work Management, and Parks.
Financial Stability
Pool and Pond Supplies and Chemicals Public Works 101.780.7429 10,000$ Increase Increased need due to increased pool usage. Operational TOTAL
Long-Term Land Use Planning and Housing 120,000$
Measure O -$
Financial Stability 16,000$
Sustainability -$
Community Health and Safety 21,903$
Operational 559,741$
TOTAL RECURRING REQUESTS 717,644$
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Attachment: FY 2025 Recurring Requests (FY 2025 Budget Study Session) ARPA Fund (#221) Status - Current as of 05-07-24
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Actual Actual Actual Bud get Pro jected
Beginning Balance - $ 2,784,217$ 7,734,879 $ 7,411,277 $ 2,686,093 $
REVENUES
ARPA Payment from US Treasury 4,998,887 4,998,887 - - - Interest Income - (48,225) 91,397 - - Sub-Total: Revenues 4,998,887 4,950,662 91,397 - -
EXPENDITURES
General Fund - Operational Support 2,214,670 - - (1) 837,087 (7) - Campbell Community Center (CCC) Wi-Fi Project - - 125,000 - - PPE & Misc. COVID Supplies - - 14,000 - - Downtown Barrier Monthly Rental - - 36,000 - - Parklet Grant Program - - 240,000 (2) - - HRIS Implementation and Payroll Operational Support - - - (3) 60,000 - Hamilton Avenue Precise Plan - - - - (4) - Employee Health Screenings - - - 56,000 - Boiler & HVAC Replacement - - - 31,000 - Replacement Storage Area Network System - - - 132,000 - 23OO Campbell Water Tower Light Replacement - - - 50,000 - 24HH ADA Transition Plan - FY24 - - - 50,000 - 24NN Citywide ITS Enhancement Phase 2 - - - 100,000 - 24OO CCC - Heritage Theatre Boiler - - - 90,000 - CCC - Building A HVAC Controls - - - 85,000 - CCC - Building A Sewer Line Replacement - - - 45,000 - CCC - Building M Roof Replacement - - - 400,000 - City Facilities Roof Replacement - - - 475,000 - City Hall - HVAC Chiller Replacement - - - 150,000 - Contracted Mental Health Clinician - - - 100,000 100,000 Contracted PERT Clinician - - - 180,000 180,000 Housing Manager - - - 210,585 210,585 Limited-Term Environmental Programs Specialist - - - 134,512 134,512 Parks and Recreation Master Plan - - - 200,000 - Climate Action Plan 300,000 -
City Hall Public Counters & Accessibility Improvements - - - - (5) - Public Safety Building CIP Support - - - 939,000 (6) - Ballot Measure Polling, Legal, and Related Consulting - - - 100,000 (8) - Sub-Total: Expenditures 2,214,670 - 415,000 4,725,184 625,097 Ending Balance 2,784,217 $ 7,734,879 $ 7,411,277 $ 2,686,093 $ 2,060,996 $ (1) ‐ $725,467 removed as transfer to General Fund for operational support since no longer needed. Pending approval. (2) ‐ $48,000 removed as transfer to General Fund for parklet program since no longer needed. Pending approval. (3) ‐ $165,000 removed as transfer to General Fund for HRIS implementation and payroll support since no longer needed. Pending approval (4) ‐ $208,000 removed as grant awarded covered full costs of Hamilton Area Precise Plan. Removed via Resolution #13055 (09‐19‐23) (5) ‐ $220,000 removed as State grant awarded covered full costs of City Hall ADA and Counter project. Will be mid‐year budget adjustment. (6) ‐ $939,000 approved to be used for Public Safety Building project costs via Resolution #13082 (11‐21‐23). (7) ‐ $837,087 pending Council approval 03‐05‐24 to support General Fund operations given revenue shortfalls. (8) ‐ $100,000 pending Council approval 03‐05‐24 to support November 2024 ballot measure polling, legal, and related consulting.
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Attachment: ARPA Fund 221 Status 05-07-24 (FY 2025 Budget Study Session) Capital Improvement Plan
This section of the budget contains the City's Adopted Five-Year Capital Improvement Plan (CIP). It also provides speci c capital project details (including projected operating budget impacts) and a listing of carry forward projects.
In conjunction with the annual budget process, the City prepares a CIP that identi es anticipated project expenditures greater than $25,000 over a multi-year timeframe. The CIP provides the City with a strategic planning document that guides near- and medium-term expenditures for preservation of City infrastructure; major investments in existing or new facilities; and other asset maintenance and investment expenditures, including technology and communications systems. Projects shown in the rst year receive budgetary appropriations as part of the FY 2025 budget approval process.
Summary
As shown below, the Proposed 2025-2029 CIP contains 76 projects of which 9 are new, an additional 38 have appropriations within the ve-year plan, and 29 projects are carried over from prior years with no additional appropriations needed.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session)
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Project Funding Sources
Revenue for project expenditures comes from a number of funding sources, both restricted and discretionary. The Adopted Five-Year CIP totals $99.1 million. Nearly 60% of the Adopted 2025-2029 CIP budget is for the Measure O – Civic Center Improvements project. This project is a nearly $63 million project funded by proceeds of general obligation bond sales, as authorized by voters in 2018, as well as various Federal, State and Local funding sources. Its current remaining balance is $58.6 million. Measure O funds are restricted funds whose expenditures are to be reviewed by an Oversight Committee appointed by the City Council.
The remaining $40.5 million in the 2025-2029 Adopted CIP budget comprises the following sources: Grant / Private funds which are restricted for speci c uses, such as a County VTA grant for the widening of the Hamilton Avenue Highway 17 Southbound Offramp, totaling $14.2 million (14%); Vehicle Impact Fees are contributing a total of $6.0 million (6%) towards annual street maintenance; Gas Tax (SB1) funds are providing an additional $7.4 million (8%) towards annual street maintenance work; Parkland Dedication fees to pay for improvement projects at various parks or recreational facilities are funding a total of $2.9 million (3%); Capital Improvement Plan Reserves (CIPR) are contributing $9.3 million (9%); and Construction Tax and Environmental Service Funds are providing $0.7 million of the total $94.6 million in the Adopted Five-year CIP.
The CIPR, which is part of the General Fund, is the City's most exible funding source and has historically been used for a wide range of project expenditures. By established City Policy, the CIPR receives a portion of available General Fund surplus at scal year-end. The availability of funds for the CIPR is dependent on actual expenditures and revenues in a given year. In years when revenues are strong or expenditures are lower than anticipated, CIPR increases. In years when revenues are lean and reserves are needed to balance the City's budget, the CIPR does not increase and adopted projects are required to be deferred or placed on the City's Unfunded Projects list.
The City projects an increase to CIPR of $750,000, $1,000,000, $1,250,000, $1,500,000, and $1,500,000 from FY 2025 through FY 2029.
Planning Commission Review
The Planning Commission will hold a Public Hearing to consider the Proposed CIP on May 14, 2024. During that meeting, the Commission will determine if the ve-year CIP is consistent with the City's General Plan and if the adopted projects in the CIP are to be either categorically exempt under the California Environmental Quality Act (CEQA), or have been considered under previous project approvals.
Assumptions and Operating Budget Impacts
The 2025-2029 CIP is prepared in accordance with certain assumptions about funding constraints, operating budget implications, City priorities, and work plans as summarized below:
Project and equipment costs, where applicable, are based on department estimates. Cost estimates are based on current market and contract experience on similar projects, where available, or order of magnitude cost estimates for larger projects in the early phases of design. Projects managed by Public Works include "soft costs" such as staff costs for project management, design, inspection and administration, and consultant services as necessary.
Ongoing operating costs for annual maintenance and technical support, as well as any new revenues, are projected for each capital project and, as appropriate, are re ected in the operating budget. For the current capital plan, due to the nature of the projects included in the plan, most of the projects are not expected to have a signi cant operating budget impact. Existing work plans, ongoing programs and service level requirements were taken into consideration in project scheduling.
Project Selection Criteria
Criteria used in evaluating project requests include:
The project's relationship to the City's strategic goals and objectives The project's impact on the operating budget (if any)
The nature of the project in terms of preservation of City assets versus new construction or acquisition Available nancing
Consequences of not completing the project (e.g., public safety)
Exhibits:
. Financial Summary
. FY 2024 Funded Projects (One-year plan)
. List of Carryovers
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) . Funding Schedule
. Unfunded List
Appendix:
. Capital Project Descriptions
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) CIP Summaries - Sorted By Category
The following tables sort each capital project by category. Of the adopted $99.1 million, $2.0 million will be invested towards the Community Center, $2.0 million towards Parks & Open Space, $62.8 million towards Public Facility Buildings, $2.5 million towards Equipment and $29.8 million towards Streets & Signals.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) CIP Summaries - By Category (cont.)
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) FY2025 Proposed Capital Projects
Projects that require new or additional appropriations for FY2025 are as follows. These appropriations will be formally adopted by City Council on June 18, 2024.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) FY2025 Carryover Projects
Below is a list of capital projects with carryover appropriations. These appropriations were previously approved and do not require re-approval, but may be modi ed by Council if desired.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session)
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) CIP Funding Schedule - FY 2025 Through FY 2029
The following tables sort each project by funding source and details the timing of funding within the Five-Year CIP.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session)
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session)
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session)
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session)
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Unfunded Projects - Sorted By Category
Streets and Signals
Project Newly
Added Total Priority
ADA Accessibility Ramps
Description: This project will install accessibility curb ramps in compliance with Americans with Disability Act (ADA) standards and is consistent with the City's ADA Transition Plan. $ 9,000,000Medium
Camden/White Oaks/Hwy 17 Recon guration/Signalization (City Share) Description: To improve traf c operations and safety, implement the following: northbound SR17 off-ramp improvements to include signal at White Oaks with interconnect at San Tomas/Camden/White Oaks signal and lane recon gurations. The project is included on the Valley Transportation Authority (VTA) Valley Transportation Plan 2040 (VTP 2040) Highway Project List for $1 million in anticipated future grant funds through the VTA Measure B program. The preliminary design effort will prepare the project to apply for additional grant funding.
430,000Medium
Campbell and Page Street Traf c Signal (City portion)
Description: This project will signalize the intersection of East Campbell Avenue and Page Street.
The project schedule is contingent on the Cresleigh Homes Development Project completing their frontage improvements along East Campbell Avenue. It is funded by the City as well as developer contributions taken from recent development projects, which include already collected from St.
Anton ($60,000) and Cresleigh Homes ($187,000), and conditioned from Pruneyard Of ce Building ($85,000). To fully fund the project, the source of the remaining balance is anticipated to be comprised of CIPR and the future redevelopment of the Greylands site, $90,000 and $173,000, respectively (in 2019 dollars) - currently unfunded. The City is responsible for providing nal design and construction of the signal.
263,000Medium
Campbell PDA Enhancements - Harrison Avenue and Civic Center Drive Traf c Signal Modi cation
Description: This project is to recon gure the intersection to square off corners, manage speeds of turning traf c, and improve pedestrian safety at this intersection. The project includes realigning Harrison Avenue to intersect Civic Center Drive at a right angle, modifying the traf c signal, and adding a second high-visibility signalized crosswalk crossing Civic Center Drive. The project also includes signing and striping, bio-treatment areas, landscaping, and irrigation. 1,350,000Medium
Campbell PDA Enhancements on Orchard City Drive and Central Avenue Description: This project is to modify intersection curb lines to create a continuous walk path between the Downtown Campbell Light Rail Station and Central Avenue. The project includes a new ashing beacon system at Central Avenue; new curb line, modi ed sidewalk, and bus duck-out on the south side of Orchard City Drive; signing and striping; standard driveway replacing the existing alleyway driveway for Water Tower parking lot; landscaping; and, irrigation. 620,000Medium
Campisi Way - North Sidewalk Improvements 500,000 High Campisi Way - South Improvements 300,000 High
Deferred Street Maintenance [Additional Funds]
Description: This project is for annual street maintenance per the City's Pavement Management Program. In addition to the Capital Improvement Program Reserve (CIPR), other anticipated funding sources are the City's Vehicle Impact Fee (separate allocations from construction and solid waste collection vehicles), Santa Clara County Vehicle Registration Fee (VRF), State SB1 - Road Maintenance and Rehabilitation Account (RMRA), Santa Clara County Measure B, and one-time grants (One Bay Area and CalRecycle). A maintenance of effort is required for cities to receive Measure B and RMRA funds which for the City of Campbell equals to an annual expenditure of $917,000 in general fund monies, satis ed through the use of CIPR and Vehicle Impact Fees. 20,500,000 High
Downtown Alleyway Improvements 1,500,000 Low
Median Landscaping - Hamilton Avenue 1,000,000Medium
Sub-Total $35,463,000
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Community Center
Project Newly
Added Total Priority
CCC Honeywell HVAC Controls - Multiple Buildings
Description: Campbell Community Center HVAC Controls replacement buildings F (Orchard City Banquet Hall), E, J, K, L, M, N, P, and H. The current and outdated Alerton HVAC controls associated with these buildings continue to have persistent failures that are costing the City expensive service repairs and higher energy costs. The new Honeywell HVAC controls will allow more ef cient and effective heating and cooling within the spaces, reducing energy use and increasing utility cost savings.
X $ 360,000 High
Pool Design 350,000Medium
Pool Improvements 5,000,000Medium
Turf Conversion 100,000 High
Sub-Total $5,810,000
Parks and Open Space
Project Newly
Added Total Priority
Downtown Safety Bollards
Description: This project will install bollards entering the Downtown area along Campbell Avenue and in front of Orchard Green for safety and security during festivals and special events.
$ 1,000,000 High
Future Park Acquisition (4-Acre Site) 12,000,000Medium Orchard City Green Safety Improvements 250,000 High
San Tomas Creek Trail - Construction Phase 5,300,000 Low Sub-Total $18,550,000
Public Facility - Building
Project Newly
Added Total Priority
Ainsley House Garden Patio $ 110,000Medium
City Hall Renovation 20,000,000Medium
City Hall Honeywell HVAC Controls
Description: The current and outdated Alerton HVAC controls associated with City Hall continues to have persistent failures that are costing the City expensive service repairs and higher energy costs.
The new Honeywell HVAC controls will allow more ef cient and effective heating and cooling within the spaces, reducing energy use and increasing utility cost savings.
X 300,000 High
Civic Center Improvements - Gravel Lot and Trash Enclosure 1,000,000 High Civic Center Improvements - Sidewalk and Perimeter 500,000 High Museum Warehouse Storage 94,000Medium
Resurfacing of Public Parking Lots [Downtown, Parks] 150,000Medium Service Center Administrative Building Renovation 900,000 Low Sub-Total $23,054,000
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Public Facility - Equipment
Project Newly
Added Total Priority
Public Safety Digital Radio Replacement
Description: The digital radio equipment purchased in 2017 has a recommended life span of 7-8 years for portables and 10 years for mobiles. In order to smooth out replacement costs, it is recommended to enter into a replacement schedule contract with Motorola to spread the cost over ve years. The cost re ects the HGAC discount of 27% as well as a 10% RUA discount, and the prices are set at the 2024 rate for the whole 5 years. Assuming a 3% increase in pricing each year this could be a substantial savings.
$ 720,000 High
Sub-Total $ 720,000
TOTAL UNFUNDED PROJECTS $83,597,000
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Annual Accessibility Ramps - FY29
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/03/2028
Est. Completion Date 06/29/2029
Department Public Works
Type Capital Improvement
Project Number 29-FF
Description
This project will install accessibility curb ramps in compliance with Americans with Disability Act (ADA) standards and is consistent withthe City's ADA Transition Plan.
Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Improvement
Funding Type New
Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project addresses Strategic Plan Objective 3.3 - Streets that safely and comfortably accommodate pedestrians andbicycles, and Objective 3.4 - Streets that are safe, clean, and well maintained.
Possible Alternative Solutions
1. Reduce or increase the number of ramps for installation each year.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2029 Total
Staff Personnel Costs $5,000 $5,000
Construction $45,000 $45,000
Total $50,000 $50,000
Capital Cost
Total Budget (all years)
$50K
Project Total
$50K
Capital Cost by Year
Construction Staff Personnel Costs
2029 $50,000.00
$0 $12K $24K $36K $48K
Capital Cost for Budgeted Years
TOTAL $50,000.00
Construction (90%) $45,000.00
Staff Personnel Costs (10%) $5,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2029 Total
Construction Tax $50,000 $50,000
Total $50,000 $50,000
Funding Sources
Total Budget (all years)
$50K
Project Total
$50K
Funding Sources by Year
Construction Tax
2029 $50,000.00
$0 $12K $24K $36K $48K
Funding Sources for Budgeted Years
TOTAL $50,000.00
Construction Tax (100%) $50,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Annual ADA Transition Plan Improvements - FY29
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/03/2028
Est. Completion Date 06/29/2029
Department Public Works
Type Capital Improvement
Project Number 29-HH
Description
Consistent with the City's Americans with Disability Act (ADA) Transition Plan, this project continues to implement identi edimprovements at the Community Center, Service Center, City Hall, and other City facilities. Scope of work includes modi cations to doors,bathroom xtures, and public counters.
Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not verywell) Type of Project Improvement
Funding Type New
Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project will address Strategic Plan Objective 5.3 - Safe, attractive, and ef cient parks and buildings that operate formaximum community use, bene t, and enjoyment.
Possible Alternative Solutions
1. Phase improvements and revise funding levels.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2029 Total
Construction $50,000 $50,000
Total $50,000 $50,000
Capital Cost
Total Budget (all years)
$50K
Project Total
$50K
Capital Cost by Year
Construction
2029 $50,000.00
$0 $12K $24K $36K $48K
Capital Cost for Budgeted Years
TOTAL $50,000.00
Construction (100%) $50,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2028 Total
CIPR $50,000 $50,000
Total $50,000 $50,000
Funding Sources
Total Budget (all years)
$50K
Project Total
$50K
Funding Sources by Year
CIPR
2028 $50,000.00
$0 $12K $24K $36K $48K
Funding Sources for Budgeted Years
TOTAL $50,000.00
CIPR (100%) $50,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Annual Street Maintenance - FY29
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/03/2028
Est. Completion Date 12/31/2029
Department Public Works
Type Capital Improvement
Project Number 29-BB
Description
This project is for annual street maintenance per the City's Pavement Management Program. In addition to the Capital ImprovementProgram Reserve (CIPR), other anticipated funding sources are the City's Vehicle Impact Fee (separate allocations from construction andsolid waste collection vehicles), Santa Clara County Vehicle Registration Fee (VRF), State SB1 - Road Maintenance and RehabilitationAccount (RMRA), Santa Clara County Measure B, and one-time grants (One Bay Area and CalRecycle). A maintenance of effort is requiredfor cities to receive Measure B and RMRA funds which for the City of Campbell equals to an annual expenditure of $917,000 in generalfund monies, satis ed through the use of CIPR and Vehicle Impact Fees.
Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not verywell) Type of Project Resurface Current Street, Road or Sidewalk Funding Type New
Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project addresses Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained.
Possible Alternative Solutions
1. Only pursue stop-gap maintenance.
2. Reduce the project limits resulting in decreased Pavement Condition Index (PCI).
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2029 Total
Staff Personnel Costs $389,000 $389,000
Professional Services $50,000 $50,000
Construction $2,650,000 $2,650,000
Total $3,089,000 $3,089,000
Capital Cost
Total Budget (all years)
$3.089M
Project Total
$3.089M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2029 $3,089,000.00
$0 $800K $1.6M $2.4M
Capital Cost for Budgeted Years
TOTAL $3,089,000.00
Construction (86%) $2,650,000.00
Professional Services (2%) $50,000.00
Staff Personnel Costs (13%) $389,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2029 Total
CIPR $200,000 $200,000
VIF (Building) $300,000 $300,000
VIF (Garbage) $477,000 $477,000
SB1 $1,100,000 $1,100,000
VRF $215,000 $215,000
Measure B $797,000 $797,000
Total $3,089,000 $3,089,000
Funding Sources
Total Budget (all years)
$3.089M
Project Total
$3.089M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2029 $3,089,000.00
$0 $800K $1.6M $2.4M
Funding Sources for Budgeted Years
TOTAL $3,089,000.00
CIPR (6%) $200,000.00
Measure B (26%) $797,000.00
SB1 (36%) $1,100,000.00
VIF (Building) (10%) $300,000.00
VIF (Garbage) (15%) $477,000.00
VRF (7%) $215,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Annual Bike/Pedestrian and Traf c Safety Improvements - FY29 Overview
Request Owner Matthew Jue, Traf c Engineer
Est. Start Date 07/01/2029
Est. Completion Date 06/30/2031
Department Public Works
Type Capital Improvement
Project Number 29-JJ
Description
This annual project provides minor improvements to streets and signals to increase safety as deemed necessary by the City's Traf cEngineer and City Engineer. This project also constructs Class II bike lanes, sidewalks, paths, and other improvements to enhancepedestrian and bicyclist safety on City streets. The Transportation Development Act (TDA) funds represent the majority of the projectfunding. Currently estimated at $40,000 annually, the amount can vary; annual adjustments may be necessary.
Images
Green Bike Lane
Details
Program (BudgetUnit) 720
Useful Life 20 years
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Improvement
Funding Type New
Location
Address: 70 North 1st Street
Relationship to Strategic Goals and Objectives
Supports Strategic Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Possible Alternative Solutions
1. Allow the current conditions to remain.
2. Submit each minor project/improvement to the City Council for approval.
Capital Cost Breakdown
Capital Cost FY2029 Total
Staff Personnel Costs $5,000 $5,000
Construction $60,000 $60,000
Total $65,000 $65,000
Capital Cost
Total Budget (all years)
$65K
Project Total
$65K
Capital Cost by Year
Construction Staff Personnel Costs
2029 $65,000.00
$0 $20K $40K $60K
Capital Cost for Budgeted Years
TOTAL $65,000.00
Construction (92%) $60,000.00
Staff Personnel Costs (8%) $5,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2029 Total
Construction Tax $25,000 $25,000
TDA $40,000 $40,000
Total $65,000 $65,000
Funding Sources
Total Budget (all years)
$65K
Project Total
$65K
Funding Sources by Year
Construction Tax TDA
2029 $65,000.00
$0 $20K $40K $60K
Funding Sources for Budgeted Years
TOTAL $65,000.00
Construction Tax (38%) $25,000.00
TDA (62%) $40,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Campbell PDA Enhancements on Civic Center Drive at Second andThird Streets Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2024
Est. Completion Date 12/31/2025
Department Public Works
Type Capital Improvement
Description
This project is to modify intersection curb lines and curb ramp locations to improve intersection sight lines, narrow lanes, and upgradeexisting accessibility ramps to be ADA-compliant. The project includes signing and striping, bio-treatment areas, and storm drainimprovements.
Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not verywell) Type of Project New Construction
Funding Type New
Location
Relationship to Strategic Goals and Objectives
Supports Strategic Objectives 3.1 - Safe residential neighborhoods, 3.3 - Streets that safely and comfortably accommodatepedestrians and bicycles, and 3.6 Streets that serve the needs of adjacent land uses.
Possible Alternative Solutions
Defer construction
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2025 Total
Staff Personnel Costs $100,000 $100,000
Construction $895,000 $895,000
Total $995,000 $995,000
Capital Cost
FY2025 Budget
$995,000
Total Budget (all years)
$995K
Project Total
$995K
Capital Cost by Year
Construction Staff Personnel Costs
2025 $995,000.00
$0 $250K $500K $750K
Capital Cost for Budgeted Years
TOTAL $995,000.00
Construction (90%) $895,000.00
Staff Personnel Costs (10%) $100,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2025 Total
VIF (Building) $120,000 $120,000
Other Local Grant $250,000 $250,000
Other Federal Grant $625,000 $625,000
Total $995,000 $995,000
Funding Sources
FY2025 Budget
$995,000
Total Budget (all years)
$995K
Project Total
$995K
Funding Sources by Year
Other Federal Grant Other Local Grant
VIF (Building)
2025 $995,000.00
$0 $250K $500K $750K
Funding Sources for Budgeted Years
TOTAL $995,000.00
Other Federal Grant (63%) $625,000.00
Other Local Grant (25%) $250,000.00
VIF (Building) (12%) $120,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Miscellaneous Storm Drainage Improvements - FY29
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/03/2028
Est. Completion Date 06/29/2029
Department Public Works
Type Capital Improvement
Project Number 29-EE
Description
This biennial maintenance project provides minor drainage improvements to streets to increase safety and decrease pavementdeterioration. Environmental Services Funds support this project.
Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Improvement
Funding Type New
Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project addresses Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained; and Objective 3.6 -Streets that serve the needs of adjacent land uses.
Possible Alternative Solutions
1. Allow the current conditions to remain and continue stop gap maintenance efforts.
2. Submit each individual location/project site and improvement to the City Council for approval.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2029 Total
Staff Personnel Costs $7,000 $7,000
Construction $43,000 $43,000
Total $50,000 $50,000
Capital Cost
Total Budget (all years)
$50K
Project Total
$50K
Capital Cost by Year
Construction Staff Personnel Costs
2029 $50,000.00
$0 $12K $24K $36K $48K
Capital Cost for Budgeted Years
TOTAL $50,000.00
Construction (86%) $43,000.00
Staff Personnel Costs (14%) $7,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2029 Total
Environmental Services $50,000 $50,000
Total $50,000 $50,000
Funding Sources
Total Budget (all years)
$50K
Project Total
$50K
Funding Sources by Year
Environmental Services
2029 $50,000.00
$0 $12K $24K $36K $48K
Funding Sources for Budgeted Years
TOTAL $50,000.00
Environmental Services (100%) $50,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Orchard City Banquet Hall Lighting Retro t
Overview
Request Owner Dave Fanucchi, Building Maintenance Supervisor Est. Start Date 07/01/2025
Est. Completion Date 06/30/2026
Department Building Maintenance
Type Capital Improvement
Description
The Orchard City Banquet Hall currently has traditional incandescent and ourescent lighting xtures which are no longer available inCalifornia due to regulation changes and obsolete parts. Bulbs and xtures are no longer sold in California, making it dif cult formaintenance personnel to repair outages. The system is also run by an old model lighting control system that is not compatible withnew LED lighting standards. Both the lighting control system along with the orescent and incandescent lighting need to be retro ttedto updated LED lighting, xtures, and controls.
Details
Program (BudgetUnit) 101.780
Useful Life 30
Projected Carryover N/A
Priority Critical (Can't do without it)
Type of Project Replacement
Funding Type New
Location
Relationship to Strategic Goals and Objectives
This project will address Strategic Plan Objectives 5.3 - Safe, attractive, and ef cient parks and buildings that operate formaximum community use, bene t, and enjoyment.
Possible Alternative Solutions
None due to California Regulations and Title 24 requirements Other Type of Project (If Applicable)
None
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Packet Pg. 65
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2026 Total
Professional Services $35,000 $35,000
Construction $350,000 $350,000
Total $385,000 $385,000
Capital Cost
Total Budget (all years)
$385K
Project Total
$385K
Capital Cost by Year
Construction Professional Services
2026 $385,000.00
$0 $100K $200K $300K
Capital Cost for Budgeted Years
TOTAL $385,000.00
Construction (91%) $350,000.00
Professional Services (9%) $35,000.00
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Packet Pg. 66
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 Total
CIPR $385,000 $385,000
Total $385,000 $385,000
Funding Sources
Total Budget (all years)
$385K
Project Total
$385K
Funding Sources by Year
CIPR
2026 $385,000.00
$0 $100K $200K $300K
Funding Sources for Budgeted Years
TOTAL $385,000.00
CIPR (100%) $385,000.00
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Packet Pg. 67
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Cost Savings Breakdown
Cost Savings FY2026 Total
Maintenance $110,000 $110,000
Utilities $15,000 $15,000
Other Cost Savings $25,000 $25,000
Total $150,000 $150,000
Cost Savings
Total Budget (all years)
$150K
Project Total
$150K
Cost Savings by Year
Maintenance Other Cost Savings
Utilities
2026 $150,000.00
$0 $40K $80K $120K
Cost Savings for Budgeted Years
TOTAL $150,000.00
Maintenance (73%) $110,000.00
Other Cost Savings (17%) $25,000.00
Utilities (10%) $15,000.00
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Packet Pg. 68
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Renovate E Wing and Relocate Adult Center
Overview
Request Owner Natasha Bissell, Recreation and Community Services Director Est. Start Date 07/01/2024
Est. Completion Date 09/01/2027
Department Recreation and Community Services
Type Capital Improvement
Description
Renovate the E wing at the Campbell Community Center to relocate the 50+ Adult Center so that the entrance is visible and highlyaccessible from the parking lot. Design an entrance that faces the parking lot, make improvements to the interior to connect theclassrooms inside and create of ces for staff. Include two gender neutral restrooms in the space and remodel the exterior facingrestroom to be a single stall restroom.
Details
Program (BudgetUnit) Adult Services (526)
Useful Life 50
Projected Carryover N/A
Priority High (Can function without it, but not verywell) Type of Project Improvement
Funding Type New
Location
Address: 1 West Campbell Avenue
Relationship to Strategic Goals and Objectives
This project will address the following General Plan Objectives:
Public Spaces CD-4.d: Design public improvements to meet safety, accessibility, and aesthetic guidelines.
Physical Activity CHW-5.5 Support the development of new parks and other recreation services for those with special needs,including specialized service facilities and equipment for older adults and those with disabilities.
This project will address the following Strategic Plan Objectives:
5.2 Enhanced recreational opportunities for Campbell residents
5.3 - Safe, attractive, and ef cient parks and recreation buildings that operate for maximum community use, bene t andenjoyment.
Possible Alternative Solutions
Continue to have the Adult Center operate out of building C.
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Packet Pg. 69
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Other Funding Sources (If Applicable)
Portions of the project could be funding through ADA money since the project will be increasing accessibility for our seniorpopulation.
Staff will also explore grant options if approved.
Capital Cost Breakdown
Capital Cost FY2025 FY2026 FY2027 FY2028 Total
Design $200,000 $200,000
Professional Services $50,000 $50,000 $100,000
Construction $350,000 $350,000 $700,000
Furniture, Fixtures, and Equipment $100,000 $100,000
Total $200,000 $400,000 $400,000 $100,000 $1,100,000
Capital Cost
FY2025 Budget
$200,000
Total Budget (all years)
$1.1M
Project Total
$1.1M
Capital Cost by Year
Construction Design
Furniture, Fixtures, and Equip… Professional Services
2025
2026
2027
2028
$200,000.00
$400,000.00
$400,000.00
$100,000.00
$0 $100K $200K $300K$400K
Capital Cost for Budgeted Years
TOTAL $1,100,000.00
Construction (64%) $700,000.00
Design (18%) $200,000.00
Furniture, Fixtures, and Equipment (9%)$100,0
Professional Services (9%) $100,000.00
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Packet Pg. 70
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2025 FY2026 FY2027 FY2028 Total
Park Fees $200,000 $400,000 $400,000 $100,000 $1,100,000 Total $200,000 $400,000 $400,000 $100,000 $1,100,000
Funding Sources
FY2025 Budget
$200,000
Total Budget (all years)
$1.1M
Project Total
$1.1M
Funding Sources by Year
Park Fees
2025
2026
2027
2028
$200,000.00
$400,000.00
$400,000.00
$100,000.00
$0 $100K $200K $300K$400K
Funding Sources for Budgeted Years
TOTAL $1,100,000.00
Park Fees (100%) $1,100,000.00
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Packet Pg. 71
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Annual Sidewalk, Curb, & Gutter Improvements - FY29
Overview
Request Owner Ron Taormina, PW Maintenance Supervisor
Est. Start Date 07/01/2028
Est. Completion Date 06/30/2030
Department Public Works
Type Capital Improvement
Project Number 29-GG
Description
This annual project proposes to replace newly damaged sidewalks that are identi ed for replacement or grinding. The City uses concreteand no longer uses asphalt as sidewalk replacement material when removing sections of sidewalk. Sidewalk grinds are performed onraised sidewalks where the sidewalk de ection is less than 1 and 1/2 inches. Curb and gutters are replaced in kind when the damaged orraised curb and gutter prohibits safe pedestrian access to travel ways. These locations are typically at intersections or in front ofcrosswalks. Curb and gutter water ow issues are not criteria for replacement under this ongoing maintenance project proposal.
Details
Program (BudgetUnit) 760
Useful Life 20 years
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Improvement
Funding Type New
Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
Strategic Plan Objective 3.1 - Safe residential neighborhoods.
Strategic Plan Objective 3.3 - Streets that safely and comfortably accommodate pedestrian and bicycles.
Possible Alternative Solutions
1. Continue to replace damaged sidewalk with asphalt.
2. Do not replace any curb and gutter.
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Packet Pg. 72
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2029 Total
Construction $75,000 $75,000
Total $75,000 $75,000
Capital Cost
Total Budget (all years)
$75K
Project Total
$75K
Capital Cost by Year
Construction
2029 $75,000.00
$0 $20K $40K $60K
Capital Cost for Budgeted Years
TOTAL $75,000.00
Construction (100%) $75,000.00
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Packet Pg. 73
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2029 Total
CIPR $75,000 $75,000
Total $75,000 $75,000
Funding Sources
Total Budget (all years)
$75K
Project Total
$75K
Funding Sources by Year
CIPR
2029 $75,000.00
$0 $20K $40K $60K
Funding Sources for Budgeted Years
TOTAL $75,000.00
CIPR (100%) $75,000.00
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Packet Pg. 74
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Annual Street Maintenance - FY23
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2023
Est. Completion Date 06/30/2026
Department Public Works
Type Capital Improvement
Project Number 23-BB
Description
This project is for annual street maintenance per the City's Pavement Management Program. Funding allocations in CIP FY23 throughFY26 will provide pavement treatment on Hamilton Avenue from the eastern and western city limits. In addition to the CapitalImprovement Program Reserve (CIPR), other funding sources are the City's Vehicle Impact Fee (separate allocations from constructionand solid waste collection vehicles), Santa Clara County Vehicle Registration Fee (VRF), State SB1 - Road Maintenance and RehabilitationAccount (RMRA), Santa Clara County Measure B, and one-time grants (One Bay Area and CalRecycle). A maintenance of effort is requiredfor cities to receive Measure B and RMRA funds which for the City of Campbell equals to an annual expenditure of $917,000 in generalfund monies, satis ed through the use of CIPR and Vehicle Impact Fees.
Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover $6,651,504.42
Priority High (Can function without it, but not verywell) Type of Project Resurface Current Street, Road or Sidewalk Funding Type Previously Approved - Additional FundingRequested Location
Relationship to Strategic Goals and Objectives
This project addresses Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained.
Possible Alternative Solutions
1. Only pursue stop-gap maintenance.
2. Reduce the project limits resulting in decreased Pavement Condition Index (PCI).
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Packet Pg. 75
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2025 FY2026 Total
Staff Personnel Costs $389,000 $389,000 $778,000
Professional Services $50,000 $50,000 $100,000
Construction $2,650,000 $2,650,000 $5,300,000
Total $3,089,000 $3,089,000 $6,178,000
Capital Cost
FY2025 Budget
$3,089,000
Total Budget (all years)
$6.178M
Project Total
$6.178M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2025
2026
$3,089,000.00
$3,089,000.00
$0 $800K $1.6M $2.4M
Capital Cost for Budgeted Years
TOTAL $6,178,000.00
Construction (86%) $5,300,000.00
Professional Services (2%) $100,000.00
Staff Personnel Costs (13%) $778,000.00
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Packet Pg. 76
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2025 FY2026 Total
CIPR $200,000 $200,000 $400,000
VIF (Building) $300,000 $300,000 $600,000
VIF (Garbage) $477,000 $477,000 $954,000
SB1 $1,100,000 $1,100,000 $2,200,000
VRF $215,000 $215,000 $430,000
Measure B $797,000 $797,000 $1,594,000
Total $3,089,000 $3,089,000 $6,178,000
Funding Sources
FY2025 Budget
$3,089,000
Total Budget (all years)
$6.178M
Project Total
$6.178M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2025
2026
$3,089,000.00
$3,089,000.00
$0 $800K $1.6M $2.4M
Funding Sources for Budgeted Years
TOTAL $6,178,000.00
CIPR (6%) $400,000.00
Measure B (26%) $1,594,000.00
SB1 (36%) $2,200,000.00
VIF (Building) (10%) $600,000.00
VIF (Garbage) (15%) $954,000.00
VRF (7%) $430,000.00
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Packet Pg. 77
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Annual Street Maintenance - FY27
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2026
Est. Completion Date 12/31/2027
Department Public Works
Type Capital Improvement
Project Number 27-BB
Description
This project is for annual street maintenance per the City's Pavement Management Program. In addition to the Capital ImprovementProgram Reserve (CIPR), other funding sources are the City's Vehicle Impact Fee (separate allocations from construction and solid wastecollection vehicles), Santa Clara County Vehicle Registration Fee (VRF), State SB1 - Road Maintenance and Rehabilitation Account (RMRA),Santa Clara County Measure B, and one-time grants (One Bay Area and CalRecycle). A maintenance of effort is required for cities toreceive Measure B and RMRA funds which for the City of Campbell equals to an annual expenditure of $917,000 in general fund monies, which are satis ed through the use of CIPR and Vehicle Impact Fees.
Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not verywell) Type of Project Resurface Current Street, Road or Sidewalk Funding Type Previously Approved - Additional FundingRequested Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project addresses Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained.
Possible Alternative Solutions
1. Only pursue stop-gap maintenance.
2. Reduce the project limits resulting in decreased Pavement Condition Index (PCI).
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Packet Pg. 78
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2027 Total
Staff Personnel Costs $389,000 $389,000
Professional Services $50,000 $50,000
Construction $2,650,000 $2,650,000
Total $3,089,000 $3,089,000
Capital Cost
Total Budget (all years)
$3.089M
Project Total
$3.089M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2027 $3,089,000.00
$0 $800K $1.6M $2.4M
Capital Cost for Budgeted Years
TOTAL $3,089,000.00
Construction (86%) $2,650,000.00
Professional Services (2%) $50,000.00
Staff Personnel Costs (13%) $389,000.00
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Packet Pg. 79
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2027 Total
CIPR $200,000 $200,000
VIF (Building) $300,000 $300,000
VIF (Garbage) $477,000 $477,000
SB1 $1,100,000 $1,100,000
VRF $215,000 $215,000
Measure B $797,000 $797,000
Total $3,089,000 $3,089,000
Funding Sources
Total Budget (all years)
$3.089M
Project Total
$3.089M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2027 $3,089,000.00
$0 $800K $1.6M $2.4M
Funding Sources for Budgeted Years
TOTAL $3,089,000.00
CIPR (6%) $200,000.00
Measure B (26%) $797,000.00
SB1 (36%) $1,100,000.00
VIF (Building) (10%) $300,000.00
VIF (Garbage) (15%) $477,000.00
VRF (7%) $215,000.00
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Packet Pg. 80
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Annual Street Maintenance - FY28
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2027
Est. Completion Date 12/29/2028
Department Public Works
Type Capital Improvement
Project Number 28-BB
Description
This project is for annual street maintenance per the City's Pavement Management Program. In addition to the Capital ImprovementProgram Reserve (CIPR), other anticipated funding sources are the City's Vehicle Impact Fee (separate allocations from construction andsolid waste collection vehicles), Santa Clara County Vehicle Registration Fee (VRF), State SB1 - Road Maintenance and RehabilitationAccount (RMRA), Santa Clara County Measure B, and one-time grants (One Bay Area and CalRecycle). A maintenance of effort is requiredfor cities to receive Measure B and RMRA funds which for the City of Campbell equals to an annual expenditure of $917,000 in generalfund monies, satis ed through the use of CIPR and Vehicle Impact Fees.
Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not verywell) Type of Project Resurface Current Street, Road or Sidewalk Funding Type Previously Approved - Additional FundingRequested Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project addresses Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained.
Possible Alternative Solutions
1. Only pursue stop-gap maintenance.
2. Reduce the project limits resulting in decreased Pavement Condition Index (PCI).
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Packet Pg. 81
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2028 Total
Staff Personnel Costs $389,000 $389,000
Professional Services $50,000 $50,000
Construction $2,650,000 $2,650,000
Total $3,089,000 $3,089,000
Capital Cost
Total Budget (all years)
$3.089M
Project Total
$3.089M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2028 $3,089,000.00
$0 $800K $1.6M $2.4M
Capital Cost for Budgeted Years
TOTAL $3,089,000.00
Construction (86%) $2,650,000.00
Professional Services (2%) $50,000.00
Staff Personnel Costs (13%) $389,000.00
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Packet Pg. 82
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2028 Total
CIPR $200,000 $200,000
VIF (Building) $300,000 $300,000
VIF (Garbage) $477,000 $477,000
SB1 $1,100,000 $1,100,000
VRF $215,000 $215,000
Measure B $797,000 $797,000
Total $3,089,000 $3,089,000
Funding Sources
Total Budget (all years)
$3.089M
Project Total
$3.089M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2028 $3,089,000.00
$0 $800K $1.6M $2.4M
Funding Sources for Budgeted Years
TOTAL $3,089,000.00
CIPR (6%) $200,000.00
Measure B (26%) $797,000.00
SB1 (36%) $1,100,000.00
VIF (Building) (10%) $300,000.00
VIF (Garbage) (15%) $477,000.00
VRF (7%) $215,000.00
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Packet Pg. 83
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) City Hall Public Counters and Accessibility Improvements Overview
Request Owner Francisco Castellanos, Senior Public Works Project Manager Est. Start Date 09/01/2023
Est. Completion Date 06/30/2025
Department Civic Center Enhancements
Type Capital Improvement
Project Number 24-VV
Description
Design and replace new accessible public counters at various areas in City Hall, including the following areas: City Manager's Of ce,Council Chambers, Finance, Community Development, and Public Works. All new counters will be ADA compliant and will provideincreased security for non-public areas. Council Chamber improvements will include accessibility for public participation and evaluatealternative seating con gurations.
Details
Program (BudgetUnit) Civic Center Improvements
Useful Life 15 years
Projected Carryover $220,000
Priority High (Can function without it, but not verywell) Type of Project Improvement
Funding Type Previously Approved - Additional FundingRequested Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project will address Strategic Plan Objective 5.3 - Safe, attractive, and ef cient parks and buildings that operate formaximum community use, bene t, and enjoyment.
Possible Alternative Solutions
1. Fund elements individually as funding allows.
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Packet Pg. 84
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2025 Total
Professional Services $100,000 $100,000
Construction $400,000 $400,000
Total $500,000 $500,000
Capital Cost
FY2025 Budget
$500,000
Total Budget (all years)
$500K
Project Total
$500K
Capital Cost by Year
Construction Professional Services
2025 $500,000.00
$0 $120K $240K $360K $480K
Capital Cost for Budgeted Years
TOTAL $500,000.00
Construction (80%) $400,000.00
Professional Services (20%) $100,000.00
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Packet Pg. 85
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2025 Total
Other State Grant $500,000 $500,000
Total $500,000 $500,000
Funding Sources
FY2025 Budget
$500,000
Total Budget (all years)
$500K
Project Total
$500K
Funding Sources by Year
Other State Grant
2025 $500,000.00
$0 $120K $240K $360K $480K
Funding Sources for Budgeted Years
TOTAL $500,000.00
Other State Grant (100%) $500,000.00
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Packet Pg. 86
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) 2016 Meas B Bike/Pedestrian Educ & Encourage - FY28 & FY29 Overview
Request Owner Matthew Jue, Traf c Engineer
Est. Start Date 07/01/2027
Est. Completion Date 06/30/2031
Department Public Works
Type Capital Improvement
Project Number 28-QQ
Description
This annual project provides bicycle and pedestrian education and encouragement efforts such as parent and student surveys, SafeRoutes to School maps, citywide bike map, bike rodeos, bicycle corral check-ins at Farmers Market, before-and-after traf c counts, onlinequestionnaires, and educational videos. The annual allocation of 2016 Bike/Ped Education and Encouragement (EE) funds serve as thesource of project funding. This project represents the FY28 and FY 29 allocations estimated to be $40,000 per year.
Images
Walk to School
Kids on Bikes
Details
Program (BudgetUnit) 720
Useful Life 10 years
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Other
Funding Type Previously Approved - Additional FundingRequested Location
Address: 70 North 1st Street
Relationship to Strategic Goals and Objectives
Supports Strategic Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles.
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Packet Pg. 87
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Possible Alternative Solutions
1. Do not use annual allocation.
Capital Cost Breakdown
Capital Cost FY2028 FY2029 Total
Staff Personnel Costs $5,000 $5,000 $10,000
Professional Services $35,000 $35,000 $70,000
Total $40,000 $40,000 $80,000
Capital Cost
Total Budget (all years)
$80K
Project Total
$80K
Capital Cost by Year
Professional Services Staff Personnel Costs
2028
2029
$40,000.00
$40,000.00
$0 $10K $20K $30K $40K
Capital Cost for Budgeted Years
TOTAL $80,000.00
Professional Services (88%) $70,000.00
Staff Personnel Costs (13%) $10,000.00
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Packet Pg. 88
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2028 FY2029 Total
Measure B $40,000 $40,000 $80,000
Total $40,000 $40,000 $80,000
Funding Sources
Total Budget (all years)
$80K
Project Total
$80K
Funding Sources by Year
Measure B
2028
2029
$40,000.00
$40,000.00
$0 $10K $20K $30K $40K
Funding Sources for Budgeted Years
TOTAL $80,000.00
Measure B (100%) $80,000.00
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Packet Pg. 89
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) City Facilities Roof Replacement
Overview
Request Owner Dave Fanucchi, Building Maintenance Supervisor Est. Start Date 08/01/2022
Est. Completion Date 08/31/2029
Department Building Maintenance
Type Capital Improvement
Project Number 24-TT
Description
Remove and replace existing roof materials that are in decline due to age and passing their respective life expectancy.
Details
Program (BudgetUnit) 780
Useful Life 30 years
Projected Carryover $475,000
Priority Critical (Can't do without it)
Type of Project Replacement
Funding Type Previously Approved - No AdditionalFunding Requested Location
Relationship to Strategic Goals and Objectives
This project will address Strategic Plan Objectives 5.3 - Safe, attractive, and ef cient parks and buildings that operate formaximum community use, bene t, and enjoyment.
Possible Alternative Solutions
1. Continue to patch areas that are prone to leaks during rainy weather. However, the comprehensive reports written showthat piecemeal patching of areas may no longer work as the existing roo ng materials have outlived their respective lifeexpectancy.1
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Packet Pg. 90
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2025 FY2027 FY2028 FY2029 Total
Construction $375,000 $100,000 $463,000 $332,700 $1,270,700 Total $375,000 $100,000 $463,000 $332,700 $1,270,700
Capital Cost
FY2025 Budget
$375,000
Total Budget (all years)
$1.271M
Project Total
$1.271M
Capital Cost by Year
Construction
2025
2027
2028
2029
$375,000.00
$100,000.00
$463,000.00
$332,700.00
$0 $120K $240K $360K
Capital Cost for Budgeted Years
TOTAL $1,270,700.00
Construction (100%) $1,270,700.00
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Packet Pg. 91
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2025 FY2027 FY2028 FY2029 Total
CIPR $100,000 $463,000 $332,700 $895,700
Other Federal Grant $375,000 $375,000
Total $375,000 $100,000 $463,000 $332,700 $1,270,700
Funding Sources
FY2025 Budget
$375,000
Total Budget (all years)
$1.271M
Project Total
$1.271M
Funding Sources by Year
CIPR Other Federal Grant
2025
2027
2028
2029
$375,000.00
$100,000.00
$463,000.00
$332,700.00
$0 $120K $240K $360K
Funding Sources for Budgeted Years
TOTAL $1,270,700.00
CIPR (70%) $895,700.00
Other Federal Grant (30%) $375,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Cost Savings Breakdown
Cost Savings FY2025 FY2027 FY2028 FY2029 Total
Maintenance $50,000 $50,000 $50,000 $50,000 $200,000
Total $50,000 $50,000 $50,000 $50,000 $200,000
Cost Savings
FY2025 Budget
$50,000
Total Budget (all years)
$200K
Project Total
$200K
Cost Savings by Year
Maintenance
2025
2027
2028
2029
$50,000.00
$50,000.00
$50,000.00
$50,000.00
$0 $12K $24K $36K $48K
Cost Savings for Budgeted Years
TOTAL $200,000.00
Maintenance (100%) $200,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) East Campbell Avenue Plan Line
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2024
Est. Completion Date 06/30/2026
Department Engineering
Type Capital Improvement
Project Number 25-CC
Description
This project will generate and update the existing Plan Line along East Campbell Avenue from Railway Avenue to Bascom Avenue. Basedon the East Campbell Avenue Master Plan, the Plan Line will determine the street geometrics to include the type and width of lane lineswithin the street right-of-way and will serve to facilitate future developments along East Campbell Avenue with guidance on publicimprovement needs.
Details
Program (BudgetUnit) 730
Useful Life 25 years
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Other
Funding Type Previously Approved - Additional FundingRequested Location
Relationship to Strategic Goals and Objectives
This project will address Strategic Plan Objective 3.3 - Streets that safely and comfortably accommodate pedestrians andbicycles, and Objective 3.4 - Street that are safe, clean, and well-maintained.
Possible Alternative Solutions
1. Do not proceed with the project and implement the East Campbell Avenue Master Plan as is which needs evaluation foran update to meet current Complete Streets elements.
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2025 Total
Staff Personnel Costs $50,000 $50,000
Professional Services $200,000 $200,000
Total $250,000 $250,000
Capital Cost
FY2025 Budget
$250,000
Total Budget (all years)
$250K
Project Total
$250K
Capital Cost by Year
Professional Services Staff Personnel Costs
2025 $250,000.00
$0 $240K$60K $120K $180K
Capital Cost for Budgeted Years
TOTAL $250,000.00
Professional Services (80%) $200,000.00
Staff Personnel Costs (20%) $50,000.00
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Packet Pg. 95
Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2025 Total
CIPR $250,000 $250,000
Total $250,000 $250,000
Funding Sources
FY2025 Budget
$250,000
Total Budget (all years)
$250K
Project Total
$250K
Funding Sources by Year
CIPR
2025 $250,000.00
$0 $240K$60K $120K $180K
Funding Sources for Budgeted Years
TOTAL $250,000.00
CIPR (100%) $250,000.00
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Attachment: 2025 - 2029 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2025 Budget Study Session)