Campbell City Council
May 6, 2025

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.

The City Council meeting will be live-streamed on Channel 26 or Channel 88, the City's website and on YouTube https://www.youtube.com/user/CityofCampbell for those who only wish to view the meeting.

Those members of the public wishing to provide public comment virtually are asked to register in advance at: https://www.campbellca.gov/signup. After registering, you will receive a confirmation email containing information about joining the meeting. Members of the public may attend the meeting in person at Campbell City Hall - Council Chambers.

Public comment will also be accepted via email at [email protected] prior to the start of the meeting. Written comments will be posted on the website and distributed to the Council. If you choose to email your comments, please indicate in the subject line “FOR PUBLIC COMMENT” and indicate the item number.

STUDY SESSION MEETING OF THE CAMPBELL CITY COUNCIL
Tuesday, May 6, 2025 – 5:00 p.m.

City Hall Council Chamber
70 N. First St., Campbell, California

CALL TO ORDER

ROLL CALL

PUBLIC COMMENT

NEW BUSINESS

1. Fiscal Year 2026 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) 2026 Workplans, the FY 2026 Operating Budget, and the 2026 - 2030 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.

In compliance with the Americans with Disabilities Act, listening assistive devices are available for all meetings held in the City Council Chambers. If you require accommodation, please contact the City Clerk’s Office, (408) 866-2117, at least one week in advance of the meeting.

City
Council
Report
TITLE: Fiscal Year 2026 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) 2026 Workplans, the FY 2026 Operating Budget, and the 2026 - 2030 Five- Year Capital Improvement Plan (CIP).

BACKGROUND
The budget process for Fiscal Year (FY) 202 6 continues to emphasize 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 March 6 Special Meeting , in which the City Council discussed the organizations’ FY 2026 priorities shown as Attachment A and later adopted them at the March 18 Regular Meeting.

Since the March 18 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 202 6 Workplans (Attachment B ), One -Time Request Detail (Attachment D ), and Recurring Request Detail (Attachment E ). 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 provi ding 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 6 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:
• FY 2026 Preliminary Workplans
• FY 2026 Preliminary General Fund Operating Budget
• 2026 – 2030 Preliminary CIP
Item: 1
NEW BUSINESS Category:

Meeting Date: May 6, 2025
1 Packet Pg. 3
FY 2026 Budget Study Session Page 2 of 14
Council input and direction reaching majority consensus during the May 6 meeting will be used by staff in the further development of the FY 2026 Operating Budget and 2026 –2030 CIP. Both documents will be presented for Council consideration at the following meetings:

• June 3, 2025 (Regular Meeting) - Introduction of FY 202 6 Operating Budget, 2026 – 2030 CIP, and Gann Limit

• June 17, 202 5 (Public Hearing) - Adoption of Proposed FY 202 6 Operating Budget, 2025 – 2029 CIP, and Gann Limit

DISCUSSION

FY 2026 Preliminary Workplans

Using Council adopted priorities as the starting point, staff prepared FY 202 6 Preliminary Workplans, which are reflected in Attachment B and color-coded to show linkage to the FY 2026 Council Adopted Priorities. To assist in Council’s review, the FY 2026 priorities are summarized below and detailed in Attachment A:

Long-Term Land Use Planning and Housing

City Infrastructure

Financial Stability

Sustainability

Community Health and Safety

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 difficult fiscal challenges in FY 2026 and beyond such as persistent inflation, rising utility costs, insurance premiums, pension plan payments, and contractual obligations, tariffs, economic uncertainty, pending loss of another top 10 sales tax generator, and a legal challenge (Silicon Valley Taxpayers Association [SVTA] et al. v. City of Campbell, et al. Santa Clara County Superior Court Case No. 25CV455853 ) to the City’s recent voter approved ½ cent s ales tax measure (Measure K - November 2024). Each of these challenges will be discussed in more detail in later sections of this report, but staff 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 6 1 Packet Pg. 4
FY 2026 Budget Study Session Page 3 of 14
Workplans and will incorporate this into the ongoing development of the FY 202 6 Operating Budget and 2026 – 2030 CIP. During the May 6 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 or accelerate high priority items.

FY 2026 Preliminary General Fund Operating Budget

Enclosed as Attachment C is the FY 202 6 Preliminary General Fund Operating Budget, which shows FY 202 4 Actuals, FY 2025 Adopted, FY 2025 Projected, and FY 2026 Preliminary Revenues and Expenditures. Please note that FY 2026 numbers are subject to change between now and both the June 3 Introduction and the June 17 Adoption as new and more current data and information are received and as Council input and direction are incorporated . This is the best information and data known to date . As of the May 6 meeting though, Preliminary FY 202 6 General Fund Operating revenues equal $67.64 million and expenditures equal $70.81 million; thereby resulting in an operating deficit of $3.17 million. While such a structural deficit is largely consistent with the $3.23 million projected FY 2026 structural deficit that was shared with Council in the City’s last update of its Seven-Year Financial Forecast on June 18, 2024 , it is nonetheless concerning and caused by a number of factors which will be discussed in further detail below. Staff will also present a number of corrective measures for Council to consider to address the structural deficit in FY 2026. Council direction on the preferred budget deficit approach will be incorporated into the June 6 Budget Introduction and seek to eliminate the deficit position as much as possible in FY 2026.

First though, staff would like to detail the parameters and assumptions currently included within the FY 2026 Preliminary General Fund Operating Budget. All are subject to modification given Council input and direction at the May 6 meeting:

• All current City operations remain largely status quo, but FY 2026 budget requests account for inflation, contractually agreed to increases to vendors, and other costs 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 FY 2026 Preliminary Budget and again color-coded to show linkage to Council priorities . Council may wish to defer, reduce, or eliminate some of the one-time and recurring cost items and the impacts of doing so will be discussed in more detail in the corrective measures section of this report.

• No Cost of Living Adjustments (COLAs) for any bargaining unit or employee, with all Memorandums of Understanding (MOUs) expiring either June 30, 2025 (CMEA, CPCEA, CARP, Confidential, MGMT, UNREP) or December 30, 2025 (CPOA). All MOUs with a June 30, 2025 expiration are currently under negotiations. Negotiations with CPOA will commence after the start of FY 2026 and several months before expiration of the current MOU. Any negotiated salary 1 Packet Pg. 5
FY 2026 Budget Study Session Page 4 of 14
increases with effective dates in FY 2026 will add to the current structural def icit unless other revenue sources become available or other expenditures are reduced.

• No Increases to City’s Healthcare Contribution Levels for 2026 for any bargaining unit or employee, with all MOUs again expiring either June 30, 2025 or December 30, 2025. The City Council though could direct staff to include some level of assumed City healthcare contribution increase for the June 3 Budget Introduction and/or June 17 Budget Adoption versions. Any negotiated healthcare or other benefit increases with effective dates in FY 2026 will also add to the current structural deficit unless other revenue sources become available or other expenditures are reduced.

• Full filling of vacancies starting July 1, 2025. As of this report, the City had 23 vacant positions with a total estimated cost of $4.17 million in FY 2026 ($2.50 million in the General Fund and $1.67 million in other City funds). Some of these positions are currently under recruitment or pending a placement offer . The City will obviously not fill all positions by July 1, 2025 and this could offer some flexibility and cost savings. Staff will discuss potential freezing of vacant positions in more detail in the corrective measures section of this report.

• Inclusion of permanent staffing addition, modifications, and extension.

Given the City’s fiscal constraints, the Preliminary FY 2026 Budget includes very few personnel requests except for the following:

o Addition of a 1.0 FTE limited-term full-time Office Assistant split between the HR Division and City Clerk’s Office, with an annual estimated cost of $130,164 in FY 2026. In HR, there has been an ongoing need for additional clerical support. Over the years, a backlog has occurred due to a workload that couldn't be sustained even when HR was fully staffed.

Additional half-time support can not only help HR get rid of the backlog, but also keep HR current. This will also open up the ability for existing HR staff to concentrate on their position specific duties , keep the City up to date and in compliance with labor laws, and take on additional duties within their job scop e. Additionally, the position will also help the HR Division to manage workload should the currently vacant HR Analyst position be held open for an extended period of time. In the City Clerk’s Office, the other half of this potential staff member would take on administrative duties from existing staff so that the Deputy City Clerk and City Clerk can concentrate on large workplan projects, compliance, records management, and policy development. This is being proposed as a two-year limited term position; to be revisited at the end of two years to determine ongoing need if any.

o Two job reclasses in Community Development including the upgrade of an existing Assistant Planner to an Associate Planner at a cost of 1 Packet Pg. 6
FY 2026 Budget Study Session Page 5 of 14
$9,211 and the downgrade of a vacant Senior Building Inspector position to a Building Inspector position at a savings of $14,846. In total, the reclassification of these two positions would have net savings of $5,605.

The first is being proposed by staff to allow for continued growth and succession planning within the department and the second is being proposed based upon current operational needs.
o Extension of Limited-Term Environmental Programs Specialist in Community Development through at least June 30, 2026. This position was originally approved by Council within the FY 2024 Budget as a two-year limited term appointment, with primary responsibilities for completing the City’s Climate Action and Adaptation Plan (CAAP). The position was funded by a mix of base ARPA allocations from the federal government as well as interest earning on those ARPA funds through December 31, 2025. Since the CAAP is still being developed and may not be completed by December 31, 2025, staff is proposing extending this position through at least June 30, 2026 at a cost of $69,375 for the 6- month extension.

Such personnel requests are within Council’s discretion and some will be discussed in further detail in the corrective measures section of this report. • Decrease in planned General Fund support of Capital Improvement Project Reserve (CIPR) by $200,000; thereby decreasing total annual General Fund support to $550,000 in FY 2026. Per CIPR Funding Policy, the City has a target of contributing $1.5 million annually to capital projects using General Fund monies. Due to budgetary constraints, the annual set -aside was reduced drastically down to $351,000 in FY 2020. Gradually over time though, the City has worked to build back up the annual set -aside to meet the annual $1.5 million target. In FY 2025, the annual set aside was raised by $200,000; thereby increasing total annual General Fund support to $750,000 in FY 2025. However, due to General Fund constraints noted, some intended CIPR projects have been deferred and placed on the unfunded list; thereby reducing total needed General Fund support down to $550,000. City Council though may choose to either accelerate projects forward or defer or cancel new or yet to be started, but previously approved capital projects charged to the CIPR in FY 2026 . The first option could increase the burden upon the General Fund in FY 2026 and the projected deficit. The second option could decrease the burden upon the General Fund in FY 2026 and the projected deficit.
• No Further Use of ARPA Funds other than the $253,106 planned use of accumulated ARPA interest earnings to pay for ¾ of a fiscal year of contractual Mental Health Clinician expenses and ½ a fiscal year of Environmental Program Specialist (Limited -Term) and Housing Manager expenses in FY 2026 as specified in the ARPA Utilization Update provided to City Council on October 15, 2024. Please note that the 6 -month extension of the Environmental Program 1 Packet Pg. 7
FY 2026 Budget Study Session Page 6 of 14
Specialist as discussed in the section above is in addition to this previously planned ARPA interest earnings usage.
• No Use of Measure K Sales Tax Revenues in FY 2026 unless litigation is resolved with a favorable outcome to the City. As detailed in several public meetings and distributed material over the past year, Measure K was estimated to generate $7 million to $8 million annually in new general purpose sales tax revenue (starting April 1, 2025) . Such additional revenue could potentially be used to stabilize and support ongoing City services and operational costs as well as address deferred maintenance, infrastructure, replenishment of reserves spent down during the pandemic , and unfunded liability needs so as to ensure long-term fiscal stability for the City. The ½ cent Measure K sales tax rate went into effect as approved April 1, 2025, but all funds collected from it must be placed into an interest -bearing escrow account and remain untouched until a non-appealable decision is reached in the case. If the City receives a favorable final decision, it will have full access to use accumulated Measure K funds and interest placed into escrow as well as ongoing future Measure K revenues. If the City receives an unfavorable final decision, it will return all accumulated Measure K funds and interest to the California Department of Tax and Fee Administration (CDTFA). The CDTFA would then have the contractual responsibility of refunding collected Measure K funds to those who paid the added ½ cent sales tax since April 1, 2025. SVTA vs the City of Campbell is currently working its way through the legal process, but the timeline for a final outcome could be up to 1 to 2 years away. Staff will continue to keep Council updated on this important legal matter which significantly impacts City finances. As Council will recall, the FY 2025 Adopted Budget included $3.87 million of short-term corrective strategies; including a temporary hiring freeze, utilization of the City’s CalPERS Pension Reserve, utilization of remaining ARPA funds, and other miscellaneous reductions across all City departments to be fully balanced. Measure K was one of the long-term corrective strategies meant to provide the City fiscal stability and address projected $1.9 million to $3.9 million operating deficits from FY 2026 through FY 2031 as shown in the City’s last update of its Seven-Year Financial Forecast.
• No Use of the City’s CalPERS Pension Reserve , which will have a balance of $1.0 million at the end of FY 2025. This is after $1.252 million of the reserve fund was utilized in FY 2025 to fully offset a large spike in the City’s required contribution towards its unfunded actuarial liability (UAL) owed to CalPERS. The City Council may choose to utilize the remaining $1.0 million balance of this reserve in the future for similar or other purposes as it sees fit and staff will discuss this in more detail in the corrective measures section of this report In addition to the parameters and assumptions above, several other items below contribute to the large structural deficit in FY 2026:
1 Packet Pg. 8
FY 2026 Budget Study Session Page 7 of 14
• Pending l oss of a top 10 sales tax generator in October 2025 , which will reduce ongoing sales tax revenue by approximately $650,000 annually and $487,000 in FY 2026 given timing of likely departure. This is in addition to the $600,000 annual loss of a different top 10 sales tax generator in FY 2024 as discussed in last fiscal year’s budget development process . Given the expected 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 los ses, 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 $558,000 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 continue to increase as CalPERS ramps up incorporation of large 20%+ investment losses by the retirement pool during the pandemic as well as a gradual lowering of the discount rate. Both of these items were expected and discussed during the November 21, 2023 Study Session . And future CalPERS required payments may also be impacted by any CalPERS investment market losses that occur in FY 2025 as a result of tariff uncertainty and other market unease. Thus, one of staff’s FY 202 6 Preliminary Workplan items continues to be developing policies and plans to pay down the City’s UAL and reduce overall pension costs over time. Such policies and plans will require adequate funding and until each are 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 , 2023 Study Session highlighted and the numbers below show, it would again be in the City’s best financial interests to develop a plan to pay down its UAL quicker, save on ongoing interest costs, and further long-term fiscal resiliency. Since FY 2021, the City’s UAL annual payments have increased 39.9% or $2.09 million:

Table 1 – Historical and Projected PERS UAL Costs
1 Packet Pg. 9
FY 2026 Budget Study Session Page 8 of 14
A ctual A ctual A ctual A ctual A ctual R equired Projected R etirement T ier F Y 2021 F Y 2022 F Y 2023 F Y 2024 F Y 2025 F Y 2026* F Y 2027* M isc 2,265,429$ 2,626,132$ 2,900,005$ 2,823,112$ 3,403,967$ 3,580,771$ 3,867,661$ Safety T ier 1 2,919,845$ 2,147,726$ 2,451,954$ 2,413,320$ 2,769,959$ 3,136,524$ 3,347,070$ Safety T ier 2 28,695$ 35,804$ 37,903$ - $ 50,253$ 56,332$ 57,091$ Safety PEPR A 29,441$ 34,837$ 37,065$ - $ 55,261$ 63,487$ 63,864$ T OT A L 5,243,410$ 4,844,499$ 5,426,927$ 5,236,432$ 6,279,440$ 6,837,114$ 7,335,686$ Annual Increase (398,911)$ 582,428$ (190,495)$ 1,043,008$ 557,674$ 498,572$ Cumulative Increase (398,911)$ 183,517$ (6,978)$ 1,036,030$ 1,593,704$ 2,092,276$ *Assume annual pre-payment in full J uly 1 to receive approx. 3.24% discount rather than level monthly payments over fiscal year.

Chart 1 - Historical and Projected PERS UAL
• $142,000 increase in annual General Liability and Property Insurance premiums charged by the City’s risk sharing pool (PLAN JPA ) due to continued large natural disasters which have caused significant financial losses for the insurance market nationwide. The City participates in PLAN JPA with 28 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. The following table and chart provide a 5-year history of annual General Liability and Property insurance premiums as well as the proposed premium amount for FY 2026. As shown below, the City has seen a 275% or $1.22 million increase in General Liability and Property premium payments since FY 202 1; with only slight slowdown in growth anticipated in the near future:

Table 2 – Historical and Projected General Liability and Insurance Premiums 1 Packet Pg. 10
FY 2026 Budget Study Session Page 9 of 14
A ctual A ctual A ctual A ctual A ctual Proposed
Coverag e F Y 2021 F Y 2022 F Y 2023 F Y 2024 F Y 2025 F Y 2026 G eneral Liability 581,736$ 814,430$ 880,200$ 1,110,923$ 1,400,692$ 1,461,074$ Propety 113,673$ 175,582$ 220,130$ 322,025$ 369,169$ 450,415$ T OT A L 695,409$ 990,012$ 1,100,330$ 1,432,948$ 1,769,861$ 1,911,489$ Annual Increase 294,603$ 110,318$ 332,618$ 336,913$ 141,628$ Cumulative Increase 294,603$ 404,921$ 737,539$ 1,074,452$ 1,216,080$ Chart 2 – Historical and Projected General Liability and Insurance Premiums • Increased annual payment of $455,800 (4.06%) 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 2026. As shown below, the City has seen a 22.3% or $2.13 million increase in Fire Services contractual costs since FY 202 1. 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 1 Packet Pg. 11
FY 2026 Budget Study Session Page 10 of 14
A ctual A ctual A ctual A ctual A ctual P roposed
F Y 2021 F Y 2022 F Y 2023 F Y 2024 F Y 2025 F Y 2026 F ire S ervices 9,556,560$ 9,867,228$ 10,343,732$ 10,860,918$ 11,226,931$ 11,682,745$ A nnual Increase 310,668$ 476,504$ 517,187$ 366,013$ 455,814$ Cumulative Increase 310,668$ 787,171$ 1,304,358$ 1,670,371$ 2,126,185$ 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 $1.64 million to the City’s projected General Fund operating deficit in FY 2026 and are largely outside the City’s control. Other factors contributing to the projected operating deficit in FY 2026 are again persistent inflation, rising utility costs and other contractual obligations, tariffs, economic uncertainty, and the legal challenge to Measure K.

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 202 6; pending the outcome of the Measure K litigation, which if positive, could provide the City with longer term fiscal stability.

Proposed Short-Term Corrective Strategies
In order to address the projected General Fund operating deficit of $3.17 million in FY 2026, 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 again assumed a full fiscal year 1 Packet Pg. 12
FY 2026 Budget Study Session Page 11 of 14
of salary and benefit costs for 23 vacant positions equaling $4.17 million in FY 2026 ($2.50 million in the General Fund and $1.6 7 million in other City funds) .

Since salary and benefits costs are the City’s largest expenditure category, staff proposes a temporary hiring freeze for all vacant positions not currently under recruitment or pending a placement offer ; 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 . Most would be frozen until July 1, 2026, but some are recommended to be filled sooner due to the nature of their role and the services they provide the City. Such a hiring freeze could save the City approximately $1.67 million in FY 2026 ( $1.19 million in the General Fund and $482,000 in other City funds).

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 within FY 2026, due to a positive outcome on Measure K litigation, 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 202 6, 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 2026 and beyond. • Limited to No Use of Temporary Staffing in FY 2026 – Due to previous hiring freezes, delayed recruitments, operational needs, and high -priority Workplan items, the City has utilized the services of temporary employees in various departments (Community Development, HR, and IT) that come from staffing agencies and other professional services firms. In FY 2025 alone, these costs are estimated to reach $605,000. Staff has proposed reducing this significantly in FY 2026, but still currently shows a preliminary budget of $262,000 for such temporary staff in FY 2026. Given the potential of a temporary hiring freeze for permanent staffing and the City’s ongoing fiscal constraints, limiting the use of temporary staffing in FY 2026 would be a consistent and appropriate action.

Again though, this action will also slow some Workplan initiatives and reduce operational capacity.
• Defer New Staffing Request – Consistent with the temporary hiring freeze, one cost saving measure could be to defer the request for a new limited-term Office Assistant to be split between HR and the City Clerk’s Office at a savings of $130,164. Such a deferral may result in a continued backlog of work, a slowdown of high -priority Workplan items, labor law compliance deficiencies, and an increase in risk exposure; especially given the potential vacancy freeze of the HR Analyst position.
1 Packet Pg. 13
FY 2026 Budget Study Session Page 12 of 14
• Use Additional ARPA Interest Earnings to Extend Limited-Term Environmental Programs Specialist – As of the ARPA Utilization Update provided to City Council on October 15, 2024, the City had earned $383,767 in interest from its ARPA funds and appropriated all of it towards operational expenses such as the Limited-Term Environmental Programs Specialist. And as of March 31, 2025, the City has earned another $172,073 in interest from its ARPA funds. Thus, staff recommends using at least $69,375 of this to extend the Limited-Term Environmental Programs Specialist 6 months through at least June 30, 2026 and allow staff to complete the CAAP.
• Utilization of the City’s CalPERS Pension Reserve – Several fiscal years ago, when financial circumstances allowed it, the City wisely established a CalPERS P
ension Reserve with an initial deposit of $2.252 million. Given a significant spike in the required UAL payment to CalPERS in FY 2025, Council approved utilizing $1.252 million of the City’s Pension Reserve to offset these costs; thereby leaving a balance of $1.0 million . Consistent with last fiscal year’s actions and to offset both the $558,000 increase in required UAL payment for FY 2026 the $6.84 million in total UAL payments for FY 2026, Council could direct staff to utilize the remaining $1.0 million of the reserve and further bridge the General Fund operating deficit in FY 2026. 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 (e.g., receiving a positive outcome on Measure K litigation). As such, one of staff’s proposed FY 2026 Workplan items is to again continue developing plans 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. • Potential Deferral of Some One-Time Requests – Enclosed as Attachment D are a number of one-time requests totaling $229,000 in FY 2026. Most of these are unavoidable costs and highly recommended by staff. However, as noted in the attachment, three (3) of the requests could potentially be deferred to a later fiscal year with savings of $119,000. $50,000 of this is already shown in potential temporary staffing reduction above and thus, the net savings in this item could be $69,000. While deferral may be possible, doing so may also have a negative impact on operations or slow Workplan objectives. • Potential Deferral of Some Recurring Requests – Enclosed as Attachment E are a number of recurring requests totaling $2.67 million. Some of these are costs that ar e paid out of the MIS Pool or Vehicle Pool Funds, but both funds receive a majority of their funding from the General Fund and any decrease in their costs means likely savings to the General Fund. Most of the items listed are also unavoidable costs and highly recommend by staff. However, as noted in the attachment, several could potentially be deferred to a later fiscal year with savings of $616,000. While deferral may also be possible, doing so may also have a negative impact on operations or slow Workplan objectives. 1 Packet Pg. 14
FY 2026 Budget Study Session Page 13 of 14

In total, the preceding Short-Term Corrective Strategies equal $3.34 million and would be sufficient to fully balance the General Fund in FY 202 6; which currently shows a structural deficit of $3. 17 million. Direction provided by Council at the May 6 meeting though may increase or decrease the total savings coming from these short -term corrective measures. In addition to the above short-term measures to reduce expenditures, other options available to Council include:

• Issuing short to longer term debt , such as commercial paper or tax revenue anticipation notes (TRANs), to cover some or all of the FY 2026 projected operating deficit of $3.17 million. Should Measure K be resolved with a favorable outcome to the City, the debt could be repaid in full using accumulated Measure K proceeds collected since April 1, 2025. However, should Measure K be resolved with an unfavorable outcome to the City, the debt could be paid back immediately by using General Fund reserves or spread out over a longer repayment schedule (e.g., 10 years) to mitigate the immediate impact and risk to General Fund reserves. If Council wishes to pursue this approach, further information will be provided at the June 3 meeting regarding likely interest rates, annual payments, recommended length, and structure. Staff requests Council input and direction on this approach.

• Utilizing General Fund reserves to cover some or all of the FY 2026 projected operating deficit of $3. 17 million. As shown in the FY 2024 Annual Comprehensive Financial Report (ACFR) presented to Council on March 18, 2025, General Fund Unassigned Reserves equaled $14.01 million as of the end of FY 2024 or 21.03% of the General Fund Operating Budget. Similar to their use during the pandemic, these reserves could be used as a short -term measure to balance the General Fund in FY 2026. If utilized though, staff recommends paying back the reserves in full with interest by accumulated Measure K funds should litigation be resolved with a favorable outcome to the City . However, should Measure K be resolved with an unfavorable outcome to the City, the reserves would be further depleted. If the full $3.62 million projected deficit in FY 2026 were funded by General Fund reserves, Unassigned Reserves would decrease to 16.29% and be below Government Finance Officer Association (GFOA) recommended best practice of 16.67%. If Council wishes to pursue this approach, it will be incorporated into the June 3 Budget Introduction materials. Staff requests Council input and direction on this approach.

2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP)

Enclosed as Attachment F is the 2026 - 2030 Preliminary 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 2026 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 6 Budget Study Session. Staff 1 Packet Pg. 15
FY 2026 Budget Study Session Page 14 of 14
requests Council input and direction on the Preliminary 202 6 - 2030 Five-Year Capital Improvement Plan (CIP) shown in Attachment G.

FISCAL IMPACT

There is no fiscal impact associated with the May 6 Budget Study Session. Staff will use feedback received to further develop the FY 2026 Proposed Operating Budget and the 2026 – 2030 Proposed CIP. These budgets are scheduled to be formally introduced to Council on June 3, and considered for adoption on June 17. 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 2026 Adopted City Council Priorities
b. FY 2026 Preliminary Workplans
c. FY 2026 Preliminary General Fund Operating Budget
d. FY 2026 One-Time Requests
e. FY 2026 Recurring Requests
f. 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) 1 Packet Pg. 16
FY 2026 Adopted City Council Priorities

Strategic
Objectives Council Priorities Comments by Council Members Land Use
Long-Term Land
Use Planning and
Housing
Councilmember Terry Hines
• Housing development assistance
• City Hall improvements
Councilmember Elliot Scozzola
• Tenant rights informational survey
• Housing commission
• Community Center Master Plan
• Responsible Construction Ordinance
Vice-Mayor Dan Furtado
• Hamilton Ave Precise Plan
• Preservation of City history, such as
Mills Act
Mayor Sergio Lopez
• Streamlining of CEQA
• Hamilton Avenue Precise Plan
• Transit Signal Priority
Shared Feedback
• Review of existing ordinances and
creation of new ordinances, such as
Beekeeping.
• Preparation for 2026 Mega Events,
such as World Cup, Super Bowl etc.

City Infrastructure

Vice-Mayor Dan Furtado
• Supported removing Measure O
priority
• Increased focus on City infrastructure
needs such as the Community Center
Councilmember Elliot Scozzola
• Replacement of Measure O priority
due to near completion of project(s)
and adding priority of “City
Infrastructure/Resiliency
Councilmember Terry Hines
• Leave Measure O priority for one more
year until projects are fully completed
Councilmember Anne Bybee
• Replace “Measure O priority” with
broader “City Infrastructure” priority
Shared Feedback
• Revise title from previous Council
priority of “Measure O” so as to

1.a
Packet Pg. 17
Attachment: FY 2026 Adopted City Council Priorities (FY 2026 Budget Study Session) FY 2026 Adopted City Council Priorities

Strategic
Objectives Council Priorities Comments by Council Members more fully address citywide
infrastructure needs such as
street maintenance, Community
Center regularly scheduled
maintenance, and City Hall
maintenance

Financial Health
Financial Stability Councilmember Terry Hines
• Economic Development opportunities
for 2026 Mega Events such as World
Cup, Super Bowl, etc.

Councilmember Elliot Scozzola
• Investment policy review
Mayor Sergio Lopez
• Measure K funding
Vice-Mayor Dan Furtado
• Prioritize Economic Development and
supporting small businesses
Shared Feedback
• Review of City finances

Environment
Sustainability Vice-Mayor Dan Furtado
• Climate Action Plan
Community
Community Health
and Safety

Councilmember Terry Hines
• Road conditions
Councilmember Elliot Scozzola
• Pedestrian crossings – Campbell
Technology Park
Vice-Mayor Dan Furtado
• Fire station maintenance
• Weed abatement
• Increased focus on public relations
Mayor Sergio Lopez
• Deferred maintenance progress
• Traffic safety
Shared Feedback
• Emergency preparedness
• Hamilton Ave. Pedestrian bridge
crossing over Highway 17

1.a
Packet Pg. 18
Attachment: FY 2026 Adopted City Council Priorities (FY 2026 Budget Study Session) FY 2026 Adopted City Council Priorities

Strategic
Objectives Council Priorities Comments by Council Members • Traffic and safety preparation for 2026
Mega Events, such as World Cup,
Super Bowl etc.
• Communications and public relations
expansion

1.a
Packet Pg. 19
Attachment: FY 2026 Adopted City Council Priorities (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans
City Manager
CM Administration
• Provide staff support for all City Council members [Operational Need] • Provide staff support for Legislative Subcommittee to c oordinate tracking of state legislation (that may impact City) with Legislative Subcommittee [Operational Need] • Provide staff support to the Civic Improvement Commission [Operational Need] • Coordinate, plan, and provide staff support for the State of the City event, All Hands Meetings, Volunteers’ Luncheon, Employee Holiday Luncheon [Operational Need] • Lead labor negotiations with CMEA, CPCEA, CPOA, Confidential, MGMT, and CARP for bargaining agreements expiring at end of FY 2025 and continue to provide guidance and support for other labor related issues arising outside of labor negotiations [Council Priority - Financial Stability]
• Work with Liebert Cassidy Whitmore and RTGR Law to provide guidance and support for complex employee related claims [Operational Need]
• Staff CALGOVEBA Board of Trustee meetings with Wagner Law Groups, NWPS, and Bernstein Financial Group [Operational Need]
• Support City Council initiatives through new and updated City Council Policies • Promote City Council initiatives through various forms of media [Operational Need] • Develop and publish a Request for Qualifications to support Temporary Staffing needs for City Departments [Operational Need]
• In coordination with Legal Services, Finance and outside counsel, provide overall guidance in the representation of the City in the Measure K litigation LEAD DEPARTMENT – CITY MANAGER’S OFFICE [Council Priority - Financial Stability]
Measure O
• Provide overall coordination of Measure O Police, Library, and related projects in collaboration with Public Works Department LEAD DEPARTMENTS – City Manager’s Office [Council Priority – City Infrastructure] • Provide support to the Measure O Citizens’ Oversight Committee [Council Priority – City Infrastructure]
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 DEPARTMENTS – HR and Finance [Council Priority – Financial Stability] • Continue recruitment and retention efforts to attract and retain City staff in budgeted positions [Operational Need]
• 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, Confidential, MGMT, and CARP [Operational Need]

1.b
Packet Pg. 20
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans
• Open and continue negotiations with CMEA, CPCEA, CPOA, Confidential, MGMT, and CARP for bargaining agreements expiring at the end of FY 2025 or the middle of FY 2026 [Council Priority – Financial Stability]
• Coordinate and implement City training for employee development to strengthen both technical and soft skills and encourage continued growth of staff [Operational Need] • Launch citywide mandatory training to cover essential topics such as Harassment Prevention, Ethics, Anti -bias, Workplace Violence , and Active Shooter Training [Operational Need]
• Review, update, and recommend personnel policies , practices, and forms to ensure they meet the needs of the City and are compliant with current legislation [Operational Need]
• Plan and implement an internal communications strategy for employee-related topics to create a consistent and helpful resource for staff to refer to [Operational Need] • In coordination with Community Development, e stablish a technical training plan for permit center and building inspection staff as required by state law LEAD DEPARTMENT – City Manager’s Office/HR [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 – City Infrastructure]
• Camera Deployments throughout the City in collaboration with the Police Department and Public Works [Operational Need]
• Work with the City Clerks Department to replace the Agenda Management Software and integrate with live streaming and TV broadcasting [Operational Need] • Setup Security Operation Center for the City to improve and strengthen security measures. [Operational Need]
• Replace 25% of antiquated desktop computers [Operational Need] • Upgrade the City’s data repository (Laserfiche) [Operational Need] • Continue public meeting recording and management [Operational Need] • 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 business 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] • Work to leverage regional “mega events” such as the Super Bowl and World Cup for the benefit of Campbell business community [Council Priority- Financial Stability]

1.b
Packet Pg. 21
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans

City Clerk's Office
• Carry-forward from prior years - Comprehensive review of citywide records; coordinating and implementing a revised records retention schedule and procedures [Operational Need]
• Implement, test, and train departments for 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 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 scanning, indexing, and migration of all Department documents and records into Laserfiche [Operational Need]
• Explore and pilot Artificial Intelligence (AI) Tools to support Department operations and improve Customer Service [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]
• In coordination with the Public Works Department, 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]

1.b
Packet Pg. 22
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans
Current Planning
• Create checklists and ordinance code updates for streamlining CEQA review of development projects consistent with the 2040 General Plan [Council Priority – Long-Term Land Use Planning and Housing]
• Implement annual code updates to comply with new state laws , address community issues (beekeeping), and implement permit streamlining to meet the city’s economic development goals. [Council Priority – Long-Term Land Use Planning and Housing]
Building
• In coordination with HR, e stablish a technical training plan for permit center and building inspection staff as required by state law LEAD DEPARTMENT – City Manager’s Office/HR [Operational Need]
• Complete integration 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]
• 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 programs 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]
• Continue administration of homeless support programs including hotel voucher and safe park programs. Additionally, collaborate with the County and other West Valley cities in establishing temporary housing programs to support the West Valley unhoused population [Council Priority – Long-Term Land Use Planning and Housing]
• Begin initial work on establishing a potential Housing Commission [Council Priority – Long-Term Land Use Planning and Housing]
Finance
• In coordination with Legal Services, City Manager’s Office and outside counsel, provide support in the representation of the City in the Measure K litigation LEAD DEPARTMENT – CITY MANAGER’S OFFICE [Council Priority - Financial Stability]

1.b
Packet Pg. 23
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans
• In partnership with the City Council and all City departments, develop and implement plans on how to most effectively and efficiently utilize Measure K funding should the City receive a favorable outcome on recent litigation challenging the measure LEAD DEPARTMENTS – City Manager’s Office and Finance Department [Council Priority – Financial Stability]
• Analyze and update current Reserve Policies and develop new Reserve Policies (e.g., Infrastructure/Deferred Maintenance Reserve, Technology Reserve, Equipment and Vehicle Reserve, etc.) where necessary to ensure long-term fiscal stability; discussing with and receiving input from the Finance Subcommittee and the City Council as appropriate over the course of the development process [Council Priority – Financial Stability]
• Continue to 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, continue to 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), continue to develop funding strategies and options to support Housing Element programs LEAD DEPARTMENTS - Community Development and Finance [Council Priorities – Long-Term Land Use Planning and Housing and Financial Stability]
• Given Government Finance Officer Association (GFOA) best practices, develop and publish a Request for Proposal (RFP) for external audit services; recommending a preferred firm for Finance Subcommittee and Council consideration and then onboarding the chosen firm [Operational Need]
• In collaboration with the Human Resources and IT Departments, work to stabilize the NEOGOV HR and Payroll system to ensure that all installed modules are functioning properly and provide accurate and timely employee and City vendors payments. Also implement any remaining modules as needed and as staff bandwidth allows LEAD DEPARTMENT - Finance [Operational Need]
Legal Services
• Coordinate Measure K litigation with outside counsel [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 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 – City Infrastructure]

1.b
Packet Pg. 24
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans
• 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]
• 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]
Police
• Implement new technologies including upgrades to existing Computer Aided Dispatch (CAD) system, expansion of the Real Time Information Center (RTIC) and public safety/ALPR cameras , 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]
• Coordinate with Public Works on the completion and occupancy of the new police building, including decisions related to FF&E, public safety technology and IT infrastructure, and department-wide move-in planning to ensure operational readiness [Council Priority – City Infrastructure]
Public Works
Administration
• Manage Measure O capital projects in collaboration with City Manager’s Office ; overseeing construction contracts and associated project budgets LEAD DEPARTMENTS – City Manager’s Office [Council Priority – City Infrastructure] • 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]
• Administer grant funds and associated reporting requirements [Council Priority – Financial Stability]
• Partner with Valley Water to execute a cost share agreement to repair the outfall at Los Gatos Creek at the County Park [Council Priority – Community Health & Safety]
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]

1.b
Packet Pg. 25
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans
• 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 Feasibility Study [Council Priority - Long-Term Land Use Planning and Housing] • Manage Comprehensive Traffic Safety Action Plan Project [Council Priority – Community Health and Safety]
• Finalize recommendations and complete report for the Citywide Quinquennial (Five - Year) Speed Zone Surveys Project [Council Priority – Community Health and Safety] (Resources – Internal Staff Time)
• Support the Community Development Department in the preparation of the Citywide Multi-Modal Plan [Council Priority - Long-Term Land Use Planning and Housing] • Support the Community Development Department in the preparation of the Campbell Climate Action and Adaptation Plan by providing transportation expertise [Council Priority – Sustainability]
• 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]
• Manage construction of the Hamilton Avenue Resurfacing project [Operational Need] • 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]

1.b
Packet Pg. 26
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans
• 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] • Support the Community Development Department in the preparation of the Hamilton Avenue Precise Plan / Public Improvement Plan [Operational Need] • Manage East Campbell Avenue Plan Line project [Operational Need] Maintenance
• Complete all approved Capital Improvement Projects for City facilities improvements including installation of new boiler for the Campbell Community Center Building A [Council Priority – Sustainability]
• Complete preventative maintenance work in Maintenance Zones 3&4, including the removal and replacement of displaced sidewalks, curb and gutter and structural tree trimming in the public right -of-way [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]
• Manage vehicle and equipment purchases and leas ing agreements [Operational Need]
• Complete replacement of one diesel-powered heavy -duty trucks with gasoline powered vehicles to meet EPA Tier 4 motor requirements [Operational Need] • 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] Environmental
• Support the Community Development Department in the preparation of the Campbell Climate Action and Adaptation Plan by providing solid waste, stormwater, and water conservation expertise [Council Priority - Sustainability] • Coordinate and support efforts to implement the requirements of SB 1383 [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]

1.b
Packet Pg. 27
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary Workplans
• 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 – City Infrastructure]
• Manage the construction contracts for both the Library and Police Building projects, including change order management and contract administration [Council Priority – City Infrastructure]
• Implement Civic Center site staging plan to accommodate City Hall customers and employee parking [Council Priority – City Infrastructure] • Provide support to the Citizens’ Oversight Committee [Council Priority – City Infrastructure]
• Provide Civic Center off -site improvements such as the gravel lot and surrounding sidewalks, pending available funding [Council Priority – City Infrastructure] Recreation and Community Services
Administration
• Develop a centralized repository of local events and volunteer -based recreational opportunities in collaboration with community organizations to enhance public access, engagement, and participation [Operational Need]
• Launch a Healthy Living Initiative focused on promoting nutrition education, encouraging active lifestyles and supporting overall community health through programs, workshops and events in partnership with other local groups [Operational Need]
• Implement and promote a city -wide Drug and Smoke Free Initiative through partnerships to create healthier, safer public park spaces and recreational environments [Operational Need]
• Identify potential partnerships to expand and diversify program offerings, enhance resources and better meet the evolving recreational and wellness needs of the community [Operational Need]
• Develop content for a historical reference exhibit for the new Campbell Library [Operational Need]
Museum
• Increase accessible searchable Museum collection records by 5% [Operational Need]

1.b
Packet Pg. 28
Attachment: FY 2026 Preliminary Workplans (FY 2026 Budget Study Session) FY 2026 Preliminary General Fund Operating Budget - as of 05-06-25 REVENUES by Type FY 2024 Actuals FY 2025 Adopted FY 2025 Projected FY 2026 Prelim Annual Growth ($) Annual Growth (%) Annual Growth ($) Annual Growth (%) Property Tax 21,912,688$ 22,676,800$ 22,894,000$ 23,761,700$ 1,084,900$ 4.78% 867,700$ 3.79% Sales & Use Taxes 16,549,228$ 16,832,986$ 16,258,133$ 16,300,500$ (532,486)$ -3.16% 42,367$ 0.26% Other Taxes 8,991,899$ 6,837,860$ 6,888,060$ 7,055,100$ 217,240$ 3.18% 167,040$ 2.43% Licenses and Permits 3,344,255$ 6,494,216$ 7,191,416$ 6,813,086$ 318,870$ 4.91% (378,330)$ -5.26% Fines/Forfeits/Penalties 172,013$ 100,000$ 100,000$ 105,100$ 5,100$ 5.10% 5,100$ 5.10% Investments Income 1,156,980$ 1,130,000$ 1,130,000$ 1,163,900$ 33,900$ 3.00% 33,900$ 3.00% Intergovernmental Revenue 1,358,912$ 1,193,328$ 1,120,465$ 1,489,210$ 295,882$ 24.79% 368,745$ 32.91% Charges for Service 6,243,052$ 6,283,915$ 6,217,250$ 6,404,726$ 120,811$ 1.92% 187,476$ 3.02% Leases & Rentals 3,172,449$ 3,256,284$ 3,153,184$ 3,061,143$ (195,141)$ -5.99% (92,041)$ -2.92% Miscellaneous Revenues 166,659$ 174,749$ 300,322$ 199,649$ 24,900$ 14.25% (100,673)$ -33.52% Other Revenues 71,211$ 66,950$ 100,000$ 103,000$ 36,050$ 53.85% 3,000$ 3.00% OFS - Operating Transfers In 1,635,595$ 1,392,948$ 2,031,619$ 457,440$ (935,508)$ -67.16% (1,574,179)$ -77.48% OFS - Committed / Assigned Reserves 1,221,775$ 2,279,245$ 3,196,744$ 722,245$ (1,557,000)$ -68.31% (2,474,499)$ -77.41% TOTAL REVENUES 65,996,741$ 68,719,281$ 70,581,193$ 67,636,799$ (1,082,482)$ -1.58% (2,944,394)$ -4.17% EXPENDITURES by Type FY 2024 Actuals FY 2025 Adopted FY 2025 Projected FY 2026 Prelim Annual Growth ($) Annual Growth (%) Annual Growth ($) Annual Growth (%) Salaries 22,214,866$ 24,232,008$ 23,277,936$ 25,072,737$ 840,729$ 3.47% 1,794,801$ 7.71% Benefits 13,217,918$ 13,757,598$ 13,757,598$ 14,745,936$ 988,338$ 7.18% 988,337$ 7.18% Supplies & Services 23,582,014$ 24,438,401$ 26,757,944$ 25,115,078$ 676,677$ 2.77% (1,642,866)$ -6.14% Rents & Leases 1,693,453$ 1,672,829$ 1,693,453$ 1,672,837$ 8$ 0.00% (20,616)$ -1.22% Other Charges 555,554$ 567,900$ 567,900$ 412,700$ (155,200)$ -27.33% (155,200)$ -27.33% Capital Outlay 91,604$ 99,000$ 165,791$ 128,500$ 29,500$ 29.80% (37,291)$ -22.49% Operating Transfers Out 3,298,036$ 2,174,300$ 2,334,854$ 2,386,200$ 211,900$ 9.75% 51,346$ 2.20% Capital Transfers Out 1,300,370$ 1,777,245$ 2,025,716$ 1,272,245$ (505,000)$ -28.41% (753,471)$ -37.20% TOTAL EXPENDITURES 65,953,816$ 68,719,281$ 70,581,193$ 70,806,233$ 2,086,952$ 3.04% 225,040$ 0.32% EXPENDITURES by Department FY 2024 Actuals FY 2025 Adopted FY 2025 Projected FY 2026 Prelim Annual Growth ($) Annual Growth (%) Annual Growth ($) Annual Growth (%) City Council 382,888$ 369,643$ 369,643$ 404,825$ 35,182$ 9.52% 35,183$ 9.52% City Manager's Office 3,364,867$ 3,445,115$ 3,561,553$ 3,520,421$ 75,306$ 2.19% (41,132)$ -1.15% City Clerk's Office 507,738$ 814,446$ 830,546$ 693,259$ (121,187)$ -14.88% (137,288)$ -16.53% Recreation & Comm Srvcs 6,801,733$ 7,623,329$ 7,685,424$ 7,669,439$ 46,110$ 0.60% (15,985)$ -0.21% Finance 2,358,862$ 2,597,448$ 2,597,448$ 2,577,665$ (19,783)$ -0.76% (19,783)$ -0.76% Community Development 3,941,430$ 4,849,981$ 5,686,846$ 5,098,472$ 248,491$ 5.12% (588,375)$ -10.35% Legal Services 633,638$ 595,402$ 745,402$ 708,683$ 113,281$ 19.03% (36,719)$ -4.93% Police Department 22,749,510$ 23,310,587$ 23,617,126$ 24,627,477$ 1,316,890$ 5.65% 1,010,351$ 4.28% Fire Services 10,860,918$ 11,226,931$ 11,226,931$ 11,682,745$ 455,814$ 4.06% 455,814$ 4.06% Public Works 6,801,855$ 7,173,212$ 7,632,948$ 7,480,901$ 307,689$ 4.29% (152,047)$ -1.99% Non-Departmental (Other) 7,550,376$ 6,713,187$ 6,627,326$ 6,342,346$ (370,841)$ -5.52% (284,980)$ -4.30% TOTAL EXPENDITURES 65,953,816$ 68,719,281$ 70,581,193$ 70,806,233$ 2,086,952$ 3.04% 225,040$ 0.32% Revenues vs. Expenditures 42,925$ -$ -$ (3,169,434)$ Compared to FY 2025 ProjectedCompared to FY 2025 Adopted

1.c
Packet Pg. 29
Attachment: FY 2026 Preliminary General Fund Operating Budget (FY 2026 Budget Study Session) Proposed New One-Time General Fund Expenditures in FY 2026 Greater than or Equal to $10,000
Short Description Department GL Account Amount Potential Deferral
Notes Council Priority
Sound Equipment for Q80 & M50 RCS 101.527.7429 10,000$ YES Updating aging sound equipment in CCC rooms Q80 and M50. City Infrastructure Misc. Office - Monitors and Equipment for CDD Staff CDD 101.550.7424 20,000$ YES FY 26 budget includes office supplies, paper, toner, for department of 20 staff plus potential upgrades needed for computers/workstations (est. 10 computers + 4 tablets) that have not been updated or replaced in over 6 years.

Long-Term Land Use Planning and Housing
Initial CAAP implementation and Multimodal Outreach CDD 101.550.7424 15,000$ YES Initial implementation costs with ongoing administration of CAAP to be included in future budgets.

Sustainability
Webpage Enhancements CDD 101.550.7430 50,000$ YES Use of contractual staff to make CDD's website more service oriented and user friendly to its customers.

Long-Term Land Use Planning and Housing
Additional Legal Services Legal Services 101.560.7430 100,000$ One-time increase of $100,000 for outside counsel in the case of Silicon Valley Taxpayers v. Campbell.

Financial Stability
Community Center Painting PW 101.780.7428 10,000$ Modifying the FY26 budget for this line item to ensure sufficient funding for the ongoing exterior painting needs of multiple buildings at the Campbell Community Center, as well as the rising contractor costs for those associated painting services.

City Infrastructure
Replace Carpet and Paint in L57 PW 101.780.7884 12,000$ YES Replaces worn and hazardous carpeting in CCC room L57 as well as paint. City Infrastructure Replace Carpet and Paint in K64 PW 101.780.7884 12,000$ YES Replaces worn and hazardous carpeting in CCC room K64 as well as paint. City Infrastructure TOTAL
Long-Term Land Use Planning and Housing 70,000$
City Infrastructure 44,000$
Financial Stability 100,000$
Sustainability 15,000$
Community Health and Safety -$
Operational -$
TOTAL ONE-TIME REQUESTS 229,000$

1.d
Packet Pg. 30
Attachment: FY 2026 One-Time Requests (FY 2026 Budget Study Session) Proposed New or Increased Recurring General Fund Expenditures in FY 2025 Greater than or Equal to $10,000
Short Description Department GL Account Amount New/Increase Potential Deferral
Notes Council Priority
Legislative Lobbying City Manager 101.510.7430 10,000$ New YES To advocate in the State Legislature for issues important to the City. Follows upon similar efforts to get enabling legislation approved that allow for Measure O to be placed on the November 2024 ballot.

Operational
Recreation Activities Brochure RCS 101.524.7427 10, 350$ Increase Increased costs to print and distribute recreation guides. Community Health and Safety Utilities at Community Center RCS 101.527.7420 31,075$ Increase Increased costs of gas, electric, sewer, and water utilities as the Community Center.

Operational
Contract for Theatre Management & Theatre Manager RCS 101.529.7430 12,755$ Increase Expected cost increases for Theatre Management Contract Operational Reimbursable Labor: Technical Staff RCS 101.529.7430 15,288$ Increase Expected cost increases for Technical Staff that is reimbursable through ticket sales.

Operational
Ongoing Operations: Rental Operation Manager RCS 101.529.7430 17, 640$ Increase Expected cost increases for Rental Operation Manager Operational Part-Time Staffing (Sports, Aquatics, Fitness) RCS 101.531.7002 88,890$ Increase Increase in part-time temporary staffing for fee based programs offset by revenue.

Community Health and Safety
Payment for Contract Class/Camp Instructors RCS 101.531.7432 44,900$ Increase Payment to all contracted sports orgs: Skyhawks, WCS, Futsal Kings, TDA, Ca Fencing Academy. Several contracts added camps/classes and increased fees.

Community Health and Safety
Insurance Premiums for General Liability and Property
Coverages
Non-Departmental 101.540.7433 141,628$ I ncrease PLAN JPA Preliminary Budget from 03-12-25 given current state of insurance market. Final premium numbers will be known late May or early June.

Financial Stability
Credit Card Transaction Fee (CH) Non-Departmental 101.540.7438 14, 000$ Increase Increased based on increased credit card usage offset by service fees charged on credit card transactions.

Operational
UAL Payment to CalPERS Non-Departmental Various 557,674$ Increase Increased CalPERS UAL payment for FY 2026; raising total annual amount to $6.84 million in FY 2026. Cost is spread across each department and fund based on pension tiers of employees charged to those departments and funds.

Financial Stability
Contract Staff Planning Services CDD 101.551.7430 50,000$ Increase YES Ongoing need for planning application reviews - max of 1,000 hours over FY 26; Partially offset by $45,000 decrease in Contractual Part-Time Permit Technician services
Long-Term Land Use Planning and Housing
Citywide Mulitmodal Transportation Plan CDD 101.552.7430 76, 000$ Increase Grant funded project with expenditure increase offset by expected grant reimbursement revenue
Long-Term Land Use Planning and Housing
Hamilton Avenue Precise Plan CDD 101.552.7430 225,000$ Increase Grant funded project with expenditure increase offset by expected grant reimbursement revenue
Long-Term Land Use Planning and Housing
EECBG Grant Related Costs CDD 101.552.7430 11,540$ Increase Grant funded project with expenditure increase offset by expected grant reimbursement revenue
Sustainability
Office Supplies in PD Administration PD 101.601.7424 23,000$ Increase YES Increased costs for general offices supplies and to produce Year in Review Operational Crime Lab Fees PD 101.601.7430 45,305$ Increase Expected increase in contractual costs to County crime lab. Community Health and Safety Training Costs (Includes POST Training) PD 101.601.7437 20,000$ Increase Expected increase in training costs for current and new employees. Community Health and Safety Overtime - PD Communications PD 101.602.7003 30,000$ Increase YES Increase in overtime expenses due to vacancies and other operational factors.

Community Health and Safety
Drone Pilots PD 101.605.7002 150,000$ New YES Part-time staffing costs to operate City drones as part of drone as first responder program.

Community Health and Safety
Uniforms and Related Safety Gear PD 101.605.7423 11,600$ Increase Expected increase in uniform and related safety gear costs for current and new employees.

Community Health and Safety
Inform Camera System PD 101.605.7427 80,000$ New YES Ongoing annual costs for new Inform camera system installed at Civic Center and Community Center.

Community Health and Safety
DFR Supplies from Nightingale Security PD 101.605.7430 48,000$ New YES Drone as a First Responder (DFR) supplies Community Health and Safety Axon Add Ons PD 101.605.7430 45,000$ New YES Add ons to City's contract with Axon. Community Health and Safety Santa Clara County Fire Department (SCCFD) Service
Contract
FS 101.610.7432 455,814$ I ncrease Contractual cost increases for County Fire Services. Community Health and Safety Consultant Services PW 101.701.7430 15,000$ Increase YES Ad Hoc consultants for PW Administration staff and department wide p
rojects
Operational
Supplemental Land Development Engineering Services PW 101.740.7430 65,000$ Increase Corresponds to offsetting revenue increase for Eng & Subdiv Filing Fee (101.740.4722)
Long-Term Land Use Planning and Housing
Custodial Supplies & Lights (All City Buildings) PW 101.780.7427 10,000$ Increase Adjusting the FY26 budget for this line item to accommodate the rising costs of custodial supplies and lighting fixtures used across all City buildings, which have increased by approximately 10% over the last year.

City Infrastructure

1.e
Packet Pg. 31
Attachment: FY 2026 Recurring Requests (FY 2026 Budget Study Session) Proposed New or Increased Recurring General Fund Expenditures in FY 2025 Greater than or Equal to $10,000
Short Description Department GL Account Amount New/Increase Potential Deferral
Notes Council Priority
SERVICE AGREEMENTS: Fire Alarm System Annual Check (All City Buildings)
PW 101.780.7429 44,000$ Increase Adjusting the FY26 budget for this line item to account for substantial cost increases in contractor services for the mandatory annual testing of all fire alarm systems operating in the City’s buildings and structures.

City Infrastructure
SERVICE AGREEMENTS: Janitorial Services (Citywide)-
IMPEC
PW 101.780.7432 20,000$ Increase Reflects IMPEC's recent price increases. City Infrastructure SERVICE AGREEMENTS: HVAC Services (Citywide) –
Environmental Services, Inc. (ESI)
PW 101.780.7432 5,000$ I ncrease Service Agreement with Environmental Services, Inc. (ESI) for Citywide HVAC services. The FY26 budget amount reflects ESI's recent price increases.

City Infrastructure
PW Heavy Equipment: 5-Year Lease (FY 25/26 - FY 29/30) Fleet 641.750.7884 40,000$ New YES Annual lease payment new PW heavy equipment acquisition. Will require added internal service fees or transfers from the General Fund to support if Vehicle Fund costs don't decrease elsewhere.

Operational
PW Heavy Equipment: 5-Year Lease (FY 24/25 – FY 28/29) Fleet 641.750.7884 20,000$ Increase YES Includes prior PW heavy equipment lease and the first year of payments associated with the financing plan for the purchase of new Terrex aerial lift (boom) truck as authorized by the City Council in October 2024 and as part of 5-year lease for PW Heavy Equipment. Will require added internal service fees or transfers from the General Fund to support if Vehicle Fund costs don't decrease elsewhere.

Operational
PW: 5-Year Lease (FY 25/26 – FY 29/30) Fleet 641.750.7884 30,000$ New YES Annual lease payment new PW vehicles acquisition. Will require added internal service fees or transfers from the General Fund to support if Vehicle Fund costs don't decrease elsewhere.

Operational
PD Vehicle Purchase: 5-Year Financing (FY 25/26 – FY 29/30) Fleet 641.750.7884 75,000$ New YES New line-item for the 5-year financing plan associated with the purchase of 3 PD Vehicles in FY 25/26, with a budgeted amount of $75,000 for FY26. Note:

FY25/26 represents "Year 1 of 5." Will require added internal service fees or transfers from the General Fund to support if Vehicle Fund costs don't decrease elsewhere.

Operational
SOFTWARE: Microsoft Azure Cloud Backup Services (IT) IT 647.547.7429 11,000$ Increase Increased annual licensing costs for Microsoft Azure cloud storage. Will require added internal service fees or transfers from the General Fund to support if IT Fund costs don't decrease elsewhere.

Operational
SOFTWARE: Microsoft Office 365 Annual Maintenance (IT) IT 647.547.7429 16,000$ Increase Increased annual licensing costs for Microsoft Office 365. Will require added internal service fees or transfers from the General Fund to support if IT Fund costs don't decrease elsewhere.

Operational
Net Increase of New Agenda Management Software IT 647.547.7429 13,513$ Increase Annual cost of new Escribe system ($25,300) less annual cost of to be discontinued MinuteTraq system ($11,787). Will require added internal service fees or transfers from the General Fund to support if IT Fund costs don't decrease elsewhere.

Operational
Rubrik Support IT 647.547.7429 43,541$ New Annual licensing costs for Rubrik cyber attack protection services not previously budgeted for. Will require added internal service fees or transfers from the General Fund to support if IT Fund costs don't decrease elsewhere.

Operational
Barracuda Network Monitoring IT 647.547.7429 28,159$ New Annual licensing costs for Barracuda network monitoring not budgeted for.

Will require added internal service fees or transfers from the General Fund to support if IT Fund costs don't decrease elsewhere.

Operational
LinxGIS Service & GIS System Maintenance IT 647.547.7430 10,000$ Increase Increased annual licensing costs for LinxGIS Service. Will require added internal service fees or transfers from the General Fund to support if IT Fund costs don't decrease elsewhere.

Operational
Provecta (Network Services) IT 647.547.7430 10,350$ New Annual licensing costs for Provecta network services not previously budgeted for. Will require added internal service fees or transfers from the General Fund to support if IT Fund costs don't decrease elsewhere.

Operational

1.e
Packet Pg. 32
Attachment: FY 2026 Recurring Requests (FY 2026 Budget Study Session) Proposed New or Increased Recurring General Fund Expenditures in FY 2025 Greater than or Equal to $10,000
Short Description Department GL Account Amount New/Increase Potential Deferral
Notes Council Priority
TOTAL
Long-Term Land Use Planning and Housing 416,000$
C
ity Infrastructure 79,000$
Financial Stability 699,302$
Sustainability 11,540$
Community Health and Safety 1,029,859$
Operational 436,321$
TOTAL RECURRING REQUESTS 2,672,022$

1.e
Packet Pg. 33
Attachment: FY 2026 Recurring Requests (FY 2026 Budget Study Session) Capital Improvement Plan
This section of the budget contains the City's Proposed Five-Year Capital Improvement Plan (CIP). It also provides specic 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 identies 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 2026 budget approval process.

Summary
As shown below, the Proposed 2026-2030 CIP contains 76 projects of which 13 are new, an additional 36 have appropriations within the ve-year plan, and 27 projects are carried over from prior years with no additional appropriations needed.

1.f
Packet Pg. 34
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session)

1.f
Packet Pg. 35
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Project Funding Sources
Revenue for project expenditures comes from a number of funding sources, both restricted and discretionary. The Proposed Five-Year CIP totals $102.6 million. Over 43% of the Proposed 2026-2030 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 $44.6 million. Measure O funds are restricted funds whose expenditures are to be reviewed by an Oversight Committee appointed by the City Council.

The remaining $58 million in the 2026-2030 Proposed CIP budget comprises the following sources: Grant / Private funds which are restricted for specic uses, such as a County VTA grant for the widening of the Hamilton Avenue Highway 17 Southbound Off-ramp, totaling $24.3 million (24%); Vehicle Impact Fees are contributing a total of $7.9 million (8%) towards annual street maintenance; Gas Tax (SB1) funds are providing an additional $8.5 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 $7.1 million (7%); Capital Improvement Plan Reserves (CIPR) are contributing $9.6 million (9%); and Construction Tax and Environmental Service Funds are providing $0.6 million (1%) of the total $100.9 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 $550,000, $1,250,000, $1,500,000, $1,500,000, and $1,500,000 from FY 2026 through FY 2030.

Planning Commission Review
The Planning Commission will hold a Public Hearing to consider the Proposed CIP on May 27, 2025. During that meeting, the Commission will determine if the ve-year CIP is consistent with the City's General Plan and if the proposed 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 2026-2030 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 reected 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 signicant 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 2026 Funded Projects (One-year plan)
. List of Carryovers
. Funding Schedule

1.f
Packet Pg. 36
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) . Unfunded List
Appendix:
. Capital Project Descriptions

1.f
Packet Pg. 37
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) CIP Summaries - Sorted By Category
The following tables sort each capital project by category. Of the proposed $102.6 million, $13.7 million will be invested towards the Community Center, $2.9 million towards Parks & Open Space, $48.6 million towards Public Facility Buildings, $2.1 million towards Equipment and $35.3 million towards Streets & Signals.

1.f
Packet Pg. 38
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session)

1.f
Packet Pg. 39
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) FY2026 Proposed Capital Projects
Projects that require new or additional appropriations for FY2026 are as follows. These appropriations will be formally adopted by City Council on June 17, 2025.

1.f
Packet Pg. 40
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) FY2026 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 modied by Council if desired.

1.f
Packet Pg. 41
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session)

1.f
Packet Pg. 42
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) CIP Funding Schedule - FY 2026 Through FY 2030
The following tables sort each project by funding source and details the timing of funding within the Five-Year CIP.

1.f
Packet Pg. 43
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session)

1.f
Packet Pg. 44
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session)

1.f
Packet Pg. 45
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session)

1.f
Packet Pg. 46
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 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 Avenue/Erin Way Half Signal
Description: Design and construct a new trafc signal at Camden Avenue and Erin Way. X 1,200,000Medium Camden/White Oaks/Hwy 17 Reconguration/Signalization (City Share) Description: To improve trafc 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 recongurations. 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 Trafc 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 Ofce 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 Trafc Signal Modication
Description: This project is to recongure the intersection to square off corners, manage speeds of turning trafc, and improve pedestrian safety at this intersection. The project includes realigning Harrison Avenue to intersect Civic Center Drive at a right angle, modifying the trafc 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. 1,600,000Medium
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, modied 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
Campbell Tech Parkway to Railway/Sunnyside Bike Overcrossing Feasibility Study Description: Study the feasibility of a bicycle overcrossing spanning Highway 17 and the Los Gatos Creek Trail.

X 400,000 Low
Campisi Way - North Sidewalk Improvements   500,000 High Campisi Way - South Improvements   300,000 High
Curtner Avenue Conceptual Study
Description: Conceptual study applying Campbell Village Neighborhood Plan to design a new street cross-section that will calm trafc and serve pedestrians and bicyclists.

X 150,000 Low

1.f
Packet Pg. 47
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) 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, satised through the use of CIPR and Vehicle Impact Fees.
58,000,000 High
Downtown Alleyway Improvements   1,500,000 Low
Median Landscaping - Hamilton Avenue   1,000,000Medium
Sub-Total  $74,963,000
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 efcient and effective heating and cooling within the spaces, reducing energy use and increasing utility cost savings.
$ 460,000 High
Turf Conversion   100,000 High
Sub-Total   $560,000
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 Los Gatos Creek Outfall Repair
Description: This project would provide repairs to the failing City storm drain outfall to the Los Gatos Creek that is impacting a portion of the creek trail. The City would begin by hiring a consultant to prepare a design and process the project through the environmental and regulatory permitting required of projects working in regulated waterways. Coordination with Valley Water and Santa Clara County Parks is necessary.

X 300,000 High
Orchard City Green Safety Improvements   250,000 High
San Tomas Creek Trail - Construction Phase   5,300,000 Low Sub-Total  $18,850,000

1.f
Packet Pg. 48
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) 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 efcient and effective heating and cooling within the spaces, reducing energy use and increasing utility cost savings. 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
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 reects 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  $118,147,000

1.f
Packet Pg. 49
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Second Street Parking Garage Fire Alarm Panel Replacement Overview
Request Owner Dave Fanucchi, Building Maintenance Supervisor Est. Start Date 07/01/2027
Est. Completion Date 06/30/2028
Department Building Maintenance
Form Type Capital Improvement
Request Type CIP - Public Facility (Buildings)
Description
This project will provide for a new, more modern and up-to-date, Fire Alarm panel to facilitate a worry-free operating system. The new system will address the problem of the current system in which continuous false signals and reports are sent to the Monitoring Provider, Building Maintenance, and the Fire Department. The re alarm panel is a critical piece of equipment for the parking garage operations.

Details
Program (BudgetUnit) 780
Useful Life 30 years
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 support:

Strategic Plan Objectives 5.3 - Safe, attractive, and efcient parks and buildings that operate for maximum community use, benet, and enjoyment.

Possible Alternative Solutions
. Continue to make repairs to the existing re alarm panel until it is depleted.  Our best estimates are that the existingpanel will operate for the next three (3) years, then it will no longer be repairable because of lack of replacement parts and/or it will nally cease to work.

Other Cost Savings (If Applicable)

1.f
Packet Pg. 50
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Other cost savings would involve the repairs and parts needed to make the panel function properly throughout the next three years.

Capital Cost Breakdown
Capital Cost FY2028 Total
Construction $175,000 $175,000
Total $175,000 $175,000
Capital Cost
Total Budget (all years)
$175K
Project Total
$175K
Capital Cost by Year
Construction
2028 $175,000.00
$0 $50K $100K $150K
Capital Cost for Budgeted Years
TOTAL $175,000.00
Construction (100%) $175,000.00

1.f
Packet Pg. 51
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2028 Total
CIPR $175,000 $175,000
Total $175,000 $175,000
Funding Sources
Total Budget (all years)
$175K
Project Total
$175K
Funding Sources by Year
CIPR
2028 $175,000.00
$0 $50K $100K $150K
Funding Sources for Budgeted Years
TOTAL $175,000.00
CIPR (100%) $175,000.00

1.f
Packet Pg. 52
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Annual Accessibility Ramps - FY30
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2029
Est. Completion Date 06/30/2030
Department Public Works
Form Type Capital Improvement
Request Type CIP - Public Facility (Buildings)
Project Number 30-FF
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.

Details
Program (Budget
Unit)
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 will support:

Strategic Plan Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles;Strategic Plan Objective 3.4 - Streets that are safe, clean, and well maintained; General Plan Goal T-1 - Create a Complete Streets network that accommodates all users; andGeneral Plan Goal T-4 - Implement Best Transportation Practices in New Developments.

Possible Alternative Solutions
. Reduce or increase the number of ramps for installation each year.

1.f
Packet Pg. 53
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2030 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
2030 $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

1.f
Packet Pg. 54
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2030 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
2030 $50,000.00
$0 $12K $24K $36K $48K
Funding Sources for Budgeted Years
TOTAL $50,000.00
Construction Tax (100%) $50,000.00

1.f
Packet Pg. 55
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Accessible Pedestrian Signals
Overview
Request Owner Matthew Jue, Trafc Engineer
Est. Start Date 07/01/2026
Est. Completion Date 06/30/2031
Department Public Works
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Description
Accessible Pedestrian Signals per ADA would make the City compliant with Manual on Uniform Trafc Control Devices (MUTCD) requirements.  $75k per year for 5 years to upgrade 40 signalized intersections and six ashing beacons systems.

Images
Details
Program (Budget
Unit)
720
Useful Life 20 years
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Replacement
Funding Type New
Location
Address: 70 North First Street
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles.

1.f
Packet Pg. 56
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Possible Alternative Solutions
. Do nothing.  . Install APS as part of CIP projects and/or private development projects.

Capital Cost Breakdown
Capital Cost FY2027 FY2028 FY2029 FY2030 Total
Design $5,000 $5,000 $5,000 $5,000 $20,000
Construction $70,000 $70,000 $70,000 $70,000 $280,000
Total $75,000 $75,000 $75,000 $75,000 $300,000
Capital Cost
Total Budget (all years)
$300K
Project Total
$300K
Capital Cost by Year
Construction Design
2027
2028
2029
2030
$75,000.00
$75,000.00
$75,000.00
$75,000.00
$0 $20K $40K $60K
Capital Cost for Budgeted Years
TOTAL $300,000.00
Construction (93%) $280,000.00
Design (7%) $20,000.00

1.f
Packet Pg. 57
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2027 FY2028 FY2029 FY2030 Total
CIPR $75,000 $75,000 $75,000 $75,000 $300,000
Total $75,000 $75,000 $75,000 $75,000 $300,000
Funding Sources
Total Budget (all years)
$300K
Project Total
$300K
Funding Sources by Year
CIPR
2027
2028
2029
2030
$75,000.00
$75,000.00
$75,000.00
$75,000.00
$0 $20K $40K $60K
Funding Sources for Budgeted Years
TOTAL $300,000.00
CIPR (100%) $300,000.00

1.f
Packet Pg. 58
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Annual ADA Transition Plan Improvements - FY30
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2029
Est. Completion Date 06/30/2030
Department Public Works
Form Type Capital Improvement
Request Type CIP - Public Facility (Buildings)
Project Number 30-HH
Description
Consistent with the City's Americans with Disability Act (ADA) Transition Plan, this project continues to implement identied improvements at the Community Center, Service Center, City Hall, and other City facilities. Scope of work includes modications 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 support:

Strategic Plan Objective 5.3 - Safe, attractive, and efcient parks and buildings that operate for maximum community use, benet, and enjoyment;General Plan Goal T-1 - Create a Complete Streets network that accommodates all users; and General Plan Goal COS-1 - Maintain a robust network of open space, parks, trails, and recreation facilities that are attractive, well-maintained, safe, and accessible to the community.

Possible Alternative Solutions
. Phase improvements and revise funding levels.

1.f
Packet Pg. 59
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2030 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
2030 $50,000.00
$0 $12K $24K $36K $48K
Capital Cost for Budgeted Years
TOTAL $50,000.00
Construction (100%) $50,000.00

1.f
Packet Pg. 60
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2030 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
2030 $50,000.00
$0 $12K $24K $36K $48K
Funding Sources for Budgeted Years
TOTAL $50,000.00
CIPR (100%) $50,000.00

1.f
Packet Pg. 61
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Annual Street Maintenance - FY30
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2029
Est. Completion Date 12/31/2030
Department Public Works
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Project Number 30-BB
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 andsolid 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 requiredfor 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, satised through the use of CIPR and Vehicle Impact Fees.

Details
Program (Budget
Unit)
730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not very
well)
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 will support:

Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained; General Plan Goal T-6 - Provide well-maintained and safe streets; andGeneral Plan Goal ED-4 - Strengthen the economic base of the city through the installation of needed capital improvements that help make Campbell a competitive business location.

Possible Alternative Solutions
. Only pursue stop-gap maintenance.

1.f
Packet Pg. 62
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) . Reduce the project limits resulting in decreased Pavement Condition Index (PCI).

Capital Cost Breakdown
Capital Cost FY2030 Total
Staff Personnel Costs $350,000 $350,000
Professional Services $75,000 $75,000
Construction $3,179,000 $3,179,000
Total $3,604,000 $3,604,000
Capital Cost
Total Budget (all years)
$3.604M
Project Total
$3.604M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2030 $3,604,000.00
$0 $1M $2M $3M
Capital Cost for Budgeted Years
TOTAL $3,604,000.00
Construction (88%) $3,179,000.00
Professional Services (2%) $75,000.00
Staff Personnel Costs (10%) $350,000.00

1.f
Packet Pg. 63
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2030 Total
CIPR $200,000 $200,000
VIF (Building) $300,000 $300,000
VIF (Garbage) $992,000 $992,000
SB1 $1,100,000 $1,100,000
VRF $215,000 $215,000
Measure B $797,000 $797,000
Total $3,604,000 $3,604,000
Funding Sources
Total Budget (all years)
$3.604M
Project Total
$3.604M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2030 $3,604,000.00
$0 $1M $2M $3M
Funding Sources for Budgeted Years
TOTAL $3,604,000.00
CIPR (6%) $200,000.00
Measure B (22%) $797,000.00
SB1 (31%) $1,100,000.00
VIF (Building) (8%) $300,000.00
VIF (Garbage) (28%) $992,000.00
VRF (6%) $215,000.00

1.f
Packet Pg. 64
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Annual Bike/Pedestrian and Trafc Safety Improvements - FY30 Overview
Request Owner Matthew Jue, Trafc Engineer
Est. Start Date 07/01/2029
Est. Completion Date 06/30/2032
Department Public Works
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Project Number 30-JJ
Description
This annual project provides minor improvements to streets and signals to increase safety as deemed necessary by the City's Trafc Engineer 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 project funding. Currently estimated at $40,000 annually, the amount can vary; annual adjustments may be necessary.

Details
Program (Budget
Unit)
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 First Street
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles.

Possible Alternative Solutions
. Allow the current conditions to remain.
. Submit each minor project/improvement to the City Council for approval.

1.f
Packet Pg. 65
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2030 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
2030 $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

1.f
Packet Pg. 66
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2030 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
2030 $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

1.f
Packet Pg. 67
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Campbell Community Center - OCBH Kitchen Grease Trap
Overview
Request Owner Dave Fanucchi, Building Maintenance Supervisor Est. Start Date 07/01/2025
Est. Completion Date 12/31/2025
Department Building Maintenance
Form Type Capital Improvement
Request Type CIP - Public Facility (Buildings)
Description
This project would provide for repairs to the existing grease trap located in the kitchen of the Orchard City Banquet Hall. The existing grease trap needs to be completely replaced because of the decay from grease, food, and cleaning solutions that have rotted the metal components beyond just basic repair. The grease trap is now leaking into the soil below the buildings' concrete slab. The grease trap is aState Health Department-regulated and required component of the kitchen sink drain and is regularly inspected by State Health Inspectors.

Images
Details
Program (BudgetUnit) 780
Useful Life 15 years
Projected Carryover N/A
Priority Critical (Can't do without it)
Type of Project Replacement
Funding Type New
Location
Address: 1 West Campbell Avenue

1.f
Packet Pg. 68
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objectives 5.3 - Safe, attractive, and efcient parks and buildings that operate for maximum community use, benet, and enjoyment.

Possible Alternative Solutions
. No other alternative solutions. The existing grease trap needs to be completely replaced. The grease trap is in a strategic location on the kitchen oor that links up to the sewer line and cannot be moved.

Capital Cost Breakdown
Capital Cost FY2026 Total
Construction $45,000 $45,000
Total $45,000 $45,000
Capital Cost
FY2026 Budget
$45,000
Total Budget (all years)
$45K
Project Total
$45K
Capital Cost by Year
Construction
2026 $45,000.00
$0 $12K $24K $36K
Capital Cost for Budgeted Years
TOTAL $45,000.00
Construction (100%) $45,000.00

1.f
Packet Pg. 69
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 Total
CIPR $45,000 $45,000
Total $45,000 $45,000
Funding Sources
FY2026 Budget
$45,000
Total Budget (all years)
$45K
Project Total
$45K
Funding Sources by Year
CIPR
2026 $45,000.00
$0 $12K $24K $36K
Funding Sources for Budgeted Years
TOTAL $45,000.00
CIPR (100%) $45,000.00

1.f
Packet Pg. 70
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Campbell Community Center Parking Lot Asphalt Overkote Seal andStriping Overview
Request Owner Ron Taormina, PW Maintenance Supervisor
Est. Start Date 08/01/2026
Est. Completion Date 12/31/2026
Department Street Maintenance
Form Type Capital Improvement
Request Type CIP - Public Facility (Buildings)
Description
This project will include the sealing of the existing parking lot asphalt surfaces and paint striping of all parking stalls and legends at theCampbell Community Center. This proposed project will help extend the useful life of the existing asphalt surface and enhance the appearance of the existing asphalt surface and paint striping visibility.

Details
Program (Budget
Unit)
760
Useful Life 6 years
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 support:

Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained; and General Plan Goal CD-4 - Enhance the quality and character of Campbell's public spaces to provide safe, comfortable,and enjoyable passive and recreation opportunities for all.

Possible Alternative Solutions
. Continue to monitor the existing asphalt for surface failures due to the unsealed asphalt surface. Repair failed areas asneeded.

1.f
Packet Pg. 71
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2027 FY2028 Total
Construction $75,000 $75,000 $150,000
Total $75,000 $75,000 $150,000
Capital Cost
Total Budget (all years)
$150K
Project Total
$150K
Capital Cost by Year
Construction
2027
2028
$75,000.00
$75,000.00
$0 $20K $40K $60K
Capital Cost for Budgeted Years
TOTAL $150,000.00
Construction (100%) $150,000.00

1.f
Packet Pg. 72
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2027 FY2028 Total
CIPR $75,000 $75,000 $150,000
Total $75,000 $75,000 $150,000
Funding Sources
Total Budget (all years)
$150K
Project Total
$150K
Funding Sources by Year
CIPR
2027
2028
$75,000.00
$75,000.00
$0 $20K $40K $60K
Funding Sources for Budgeted Years
TOTAL $150,000.00
CIPR (100%) $150,000.00

1.f
Packet Pg. 73
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Community Center Pool Replacement
Overview
Request Owner Natasha Bissell, Recreation and Community Services Director Est. Start Date 08/01/2025
Est. Completion Date 08/31/2027
Department Recreation and Community Services
Form Type Capital Equipment
Request Type CIP - Capital Equipment
Description
The existing pool was built in the 1950s. Outdoor aquatic centers generally have a viable life span of 35-40 years. The existing facility is nearly 35 years past its estimated life. Multiple aspects of the pool are failing to meet current State of California Code and are not within industry standard. A complete renovation of the existing pool with the addition of a programming pool would bring the pool up tocurrent standards and enhance the programming options offered through Campbell Recreation.  As part of this project, the locker room adjacent to the pool will also be renovated.

Details
Program (Budget
Unit)
531
Useful Life 40
Projected Carryover N/A
Priority High (Can function without it, but not very
well)
Type of Project Replacement
Funding Type New
Location
Address: 1 West Campbell Avenue
Supplemental Attachments
2025 Cost Estimate - Campbell Pool(/resource/cg-prod-v2/projects/documents/2b62224ed3861347989a.pdf) Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 5.2 - Enhanced recreational opportunities for Campbell residents;Strategic Plan Objective 5.3 - Safe, attractive, and efcient parks and recreation buildings that operate for maximum community use, benet and enjoyment;General Plan Goal CD-4 - Enhance the quality and character of Campbell’s public spaces to provide safe, comfortable, and enjoyable passive and active recreation opportunities for all users;General Plan Goal CHW-5 - Inspire Campbell residents to lead an active lifestyle by creating convenient and safe opportunities to incorporate physical activity into their everyday lives; General Plan Goal CSF-1 - Provide effective, high-quality, and cost-effective community services and facilities forresidents, businesses, institutions, and visitors in Campbell; and

1.f
Packet Pg. 74
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) General Plan Goal CSF-8 - Enhance the quality of life of all city residents through exceptional cultural, social, and other community resources and facilities.

Possible Alternative Solutions
. Defer to another year.

Capital Cost Breakdown
Capital Cost FY2026 FY2027 Total
Design $2,000,000 $0 $2,000,000
Construction $0 $10,000,000 $10,000,000
Total $2,000,000 $10,000,000 $12,000,000
Capital Cost
FY2026 Budget
$2,000,000
Total Budget (all years)
$12M
Project Total
$12M
Capital Cost by Year
Construction Design
2026
2027
$2,000,000.00
$10,000,000.00
$0 $2.5M $5M $7.5M$10M
Capital Cost for Budgeted Years
TOTAL $12,000,000.00
Construction (83%) $10,000,000.00
Design (17%) $2,000,000.00

1.f
Packet Pg. 75
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 FY2027 Total
Park Fees $2,000,000 $1,500,000 $3,500,000
Debt $0 $8,500,000 $8,500,000
Total $2,000,000 $10,000,000 $12,000,000
Funding Sources
FY2026 Budget
$2,000,000
Total Budget (all years)
$12M
Project Total
$12M
Funding Sources by Year
Debt Park Fees
2026
2027
$2,000,000.00
$10,000,000.00
$0 $2.5M $5M $7.5M$10M
Funding Sources for Budgeted Years
TOTAL $12,000,000.00
Debt (71%) $8,500,000.00
Park Fees (29%) $3,500,000.00

1.f
Packet Pg. 76
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Expansion of Transit Signal Priority (TSP) in Campbell
Overview
Request Owner Matthew Jue, Trafc Engineer
Est. Start Date 07/01/2025
Est. Completion Date 12/31/2026
Department Public Works
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Description
Expand VTA's Transit Signal Priority (TSP) network by replacing trafc signal controllers, cabinets, and/or rmware along selected major bus routes.

Details
Program (Budget
Unit)
720
Useful Life 20
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Replacement
Funding Type New
Location
Address: 70 North First Street
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 3.5 - Regional improvements that meet the transportation needs of Campbell residents and businesses; and Strategic Plan Objective 3.7 - Streets that operate efciently and effectively.

Possible Alternative Solutions
. Do nothing.  Allow the current conditions to remain.

1.f
Packet Pg. 77
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2026 Total
Design $40,000 $40,000
Professional Services $10,000 $10,000
Construction $900,000 $900,000
Total $950,000 $950,000
Capital Cost
FY2026 Budget
$950,000
Total Budget (all years)
$950K
Project Total
$950K
Capital Cost by Year
Construction Design
Professional Services
2026 $950,000.00
$0 $250K $500K $750K
Capital Cost for Budgeted Years
TOTAL $950,000.00
Construction (95%) $900,000.00
Design (4%) $40,000.00
Professional Services (1%) $10,000.00

1.f
Packet Pg. 78
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 Total
Other State Grant $950,000 $950,000
Total $950,000 $950,000
Funding Sources
FY2026 Budget
$950,000
Total Budget (all years)
$950K
Project Total
$950K
Funding Sources by Year
Other State Grant
2026 $950,000.00
$0 $250K $500K $750K
Funding Sources for Budgeted Years
TOTAL $950,000.00
Other State Grant (100%) $950,000.00

1.f
Packet Pg. 79
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) 2016 Meas B Bike/Pedestrian Educ & Encourage – FY30 & FY31 Overview
Request Owner Matthew Jue, Trafc Engineer
Est. Start Date 07/01/2029
Est. Completion Date 06/30/2033
Department Public Works
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Project Number 30-QQ
Description
This annual project provides bicycle and pedestrian education and encouragement efforts such as parent and student surveys, Safe Routes to School maps, citywide bike map, bike rodeos, bicycle corral check-ins at Farmers Market, before-and-after trafc counts, onlinequestionnaires, and educational videos. The annual allocation of 2016 Bike/Ped Education and Encouragement (EE) funds serves as the source of project funding. This project represents the FY30 and FY31 allocations estimated to be $40,000 per year.

Details
Program (Budget
Unit)
720 Transportation Engineering
Useful Life 10 years
Projected Carryover N/A
Priority Medium (Get to it when you can)
Type of Project Improvement
Funding Type New
Location
Address: 70 North First Street
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles.

Possible Alternative Solutions
. Do not use annual allocation.

1.f
Packet Pg. 80
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2030 Future 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)
$40K
Future
$40K
Project Total
$80K
Capital Cost by Year
Professional Services Staff Personnel Costs
2030 $40,000.00
$0 $10K $20K $30K$40K
Capital Cost for Budgeted Years
TOTAL $40,000.00
Professional Services (88%) $35,000.00
Staff Personnel Costs (13%) $5,000.00

1.f
Packet Pg. 81
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2030 Future Total
Measure B $40,000 $40,000 $80,000
Total $40,000 $40,000 $80,000
Funding Sources
Total Budget (all years)
$40K
Future
$40K
Project Total
$80K
Funding Sources by Year
Measure B
2030 $40,000.00
$0 $10K $20K $30K$40K
Funding Sources for Budgeted Years
TOTAL $40,000.00
Measure B (100%) $40,000.00

1.f
Packet Pg. 82
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Trafc Calming Improvements - FY26
Overview
Request Owner Matthew Jue, Trafc Engineer
Est. Start Date 07/01/2025
Est. Completion Date 06/30/2026
Department Public Works
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Project Number 26-KK
Description
This project will allow staff to address trafc calming issues in various neighborhoods throughout the City - consistent with the Trafc Calming Policy: engaging the community and constructing improvements to reduce speeds and volume on streets that meet theadopted criteria.

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 First Street
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 3.1, Safe residential neighborhoods, and 3.3, Streets that safely and comfortably accommodate pedestrians and bicycles.

Possible Alternative Solutions
. Allow the current conditions to remain.

1.f
Packet Pg. 83
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2026 Total
Design $5,000 $5,000
Construction $45,000 $45,000
Total $50,000 $50,000
Capital Cost
FY2026 Budget
$50,000
Total Budget (all years)
$50K
Project Total
$50K
Capital Cost by Year
Construction Design
2026 $50,000.00
$0 $12K $24K $36K $48K
Capital Cost for Budgeted Years
TOTAL $50,000.00
Construction (90%) $45,000.00
Design (10%) $5,000.00

1.f
Packet Pg. 84
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 Total
CIPR $50,000 $50,000
Total $50,000 $50,000
Funding Sources
FY2026 Budget
$50,000
Total Budget (all years)
$50K
Project Total
$50K
Funding Sources by Year
CIPR
2026 $50,000.00
$0 $12K $24K $36K $48K
Funding Sources for Budgeted Years
TOTAL $50,000.00
CIPR (100%) $50,000.00

1.f
Packet Pg. 85
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Annual Street Maintenance - FY23 thru FY26
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2023
Est. Completion Date 06/30/2026
Department Public Works
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Project Number 23-BB
Description
This project is for annual street maintenance per the City's Pavement Management Program. Funding allocations in CIP FY23 through FY26 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 construction and 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 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 generalfund monies, satised through the use of CIPR and Vehicle Impact Fees.

Details
Program (BudgetUnit) 730
Useful Life 20 years
Projected Carryover $9,346,670
Priority High (Can function without it, but not very
well)
Type of Project Resurface Current Street, Road or Sidewalk Funding Type Previously Approved - Additional FundingRequested Location
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained.

Possible Alternative Solutions
. Only pursue stop-gap maintenance.. Reduce the project limits resulting in decreased Pavement Condition Index (PCI).

1.f
Packet Pg. 86
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2026 Total
Staff Personnel Costs $350,000 $350,000
Professional Services $50,000 $50,000
Construction $2,804,000 $2,804,000
Total $3,204,000 $3,204,000
Capital Cost
FY2026 Budget
$3,204,000
Total Budget (all years)
$3.204M
Project Total
$3.204M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2026 $3,204,000.00
$0 $800K $1.6M $2.4M$3.2M
Capital Cost for Budgeted Years
TOTAL $3,204,000.00
Construction (88%) $2,804,000.00
Professional Services (2%) $50,000.00
Staff Personnel Costs (11%) $350,000.00

1.f
Packet Pg. 87
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 Total
CIPR $200,000 $200,000
VIF (Building) $300,000 $300,000
VIF (Garbage) $592,000 $592,000
SB1 $1,100,000 $1,100,000
VRF $215,000 $215,000
Measure B $797,000 $797,000
Total $3,204,000 $3,204,000
Funding Sources
FY2026 Budget
$3,204,000
Total Budget (all years)
$3.204M
Project Total
$3.204M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2026 $3,204,000.00
$0 $800K $1.6M $2.4M$3.2M
Funding Sources for Budgeted Years
TOTAL $3,204,000.00
CIPR (6%) $200,000.00
Measure B (25%) $797,000.00
SB1 (34%) $1,100,000.00
VIF (Building) (9%) $300,000.00
VIF (Garbage) (18%) $592,000.00
VRF (7%) $215,000.00

1.f
Packet Pg. 88
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 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
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Project Number 27-BB
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 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 satised through the use of CIPR and Vehicle Impact Fees.

Details
Program (Budget
Unit)
730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not very
well)
Type of Project Resurface Current Street, Road or Sidewalk Funding Type Previously Approved - Additional Funding
Requested
Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained.

Possible Alternative Solutions
. Only pursue stop-gap maintenance.
. Reduce the project limits resulting in decreased Pavement Condition Index (PCI).

1.f
Packet Pg. 89
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2027 Total
Staff Personnel Costs $350,000 $350,000
Professional Services $75,000 $75,000
Construction $2,879,000 $2,879,000
Total $3,304,000 $3,304,000
Capital Cost
Total Budget (all years)
$3.304M
Project Total
$3.304M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2027 $3,304,000.00
$0 $800K $1.6M $2.4M$3.2M
Capital Cost for Budgeted Years
TOTAL $3,304,000.00
Construction (87%) $2,879,000.00
Professional Services (2%) $75,000.00
Staff Personnel Costs (11%) $350,000.00

1.f
Packet Pg. 90
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2027 Total
CIPR $200,000 $200,000
VIF (Building) $300,000 $300,000
VIF (Garbage) $692,000 $692,000
SB1 $1,100,000 $1,100,000
VRF $215,000 $215,000
Measure B $797,000 $797,000
Total $3,304,000 $3,304,000
Funding Sources
Total Budget (all years)
$3.304M
Project Total
$3.304M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2027 $3,304,000.00
$0 $800K $1.6M $2.4M$3.2M
Funding Sources for Budgeted Years
TOTAL $3,304,000.00
CIPR (6%) $200,000.00
Measure B (24%) $797,000.00
SB1 (33%) $1,100,000.00
VIF (Building) (9%) $300,000.00
VIF (Garbage) (21%) $692,000.00
VRF (7%) $215,000.00

1.f
Packet Pg. 91
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 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
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Project Number 28-BB
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 andsolid 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 requiredfor 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, satised through the use of CIPR and Vehicle Impact Fees.

Details
Program (Budget
Unit)
730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not very
well)
Type of Project Resurface Current Street, Road or Sidewalk Funding Type Previously Approved - Additional Funding
Requested
Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained.

Possible Alternative Solutions
. Only pursue stop-gap maintenance.
. Reduce the project limits resulting in decreased Pavement Condition Index (PCI).

1.f
Packet Pg. 92
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2028 Total
Staff Personnel Costs $350,000 $350,000
Professional Services $75,000 $75,000
Construction $2,979,000 $2,979,000
Total $3,404,000 $3,404,000
Capital Cost
Total Budget (all years)
$3.404M
Project Total
$3.404M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2028 $3,404,000.00
$0 $1M $2M $3M
Capital Cost for Budgeted Years
TOTAL $3,404,000.00
Construction (88%) $2,979,000.00
Professional Services (2%) $75,000.00
Staff Personnel Costs (10%) $350,000.00

1.f
Packet Pg. 93
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2028 Total
CIPR $200,000 $200,000
VIF (Building) $300,000 $300,000
VIF (Garbage) $792,000 $792,000
SB1 $1,100,000 $1,100,000
VRF $215,000 $215,000
Measure B $797,000 $797,000
Total $3,404,000 $3,404,000
Funding Sources
Total Budget (all years)
$3.404M
Project Total
$3.404M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2028 $3,404,000.00
$0 $1M $2M $3M
Funding Sources for Budgeted Years
TOTAL $3,404,000.00
CIPR (6%) $200,000.00
Measure B (23%) $797,000.00
SB1 (32%) $1,100,000.00
VIF (Building) (9%) $300,000.00
VIF (Garbage) (23%) $792,000.00
VRF (6%) $215,000.00

1.f
Packet Pg. 94
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 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
Form Type Capital Improvement
Request Type CIP - Streets & Roads
Project Number 29-BB
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 andsolid 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 requiredfor 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, satised through the use of CIPR and Vehicle Impact Fees.

Details
Program (Budget
Unit)
730
Useful Life 20 years
Projected Carryover N/A
Priority High (Can function without it, but not very
well)
Type of Project Resurface Current Street, Road or Sidewalk Funding Type Previously Approved - Additional Funding
Requested
Location
Address: Campbell City Hall
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained; General Plan Goal T-6 - Provide well-maintained and safe streets; andGeneral Plan Goal ED-4 - Strengthen the economic base of the city through the installation of needed capital improvements that help make Campbell a competitive business location.

Possible Alternative Solutions
. Only pursue stop-gap maintenance.

1.f
Packet Pg. 95
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) . Reduce the project limits resulting in decreased Pavement Condition Index (PCI).

Capital Cost Breakdown
Capital Cost FY2029 Total
Staff Personnel Costs $350,000 $350,000
Professional Services $75,000 $75,000
Construction $3,079,000 $3,079,000
Total $3,504,000 $3,504,000
Capital Cost
Total Budget (all years)
$3.504M
Project Total
$3.504M
Capital Cost by Year
Construction Professional Services
Staff Personnel Costs
2029 $3,504,000.00
$0 $1M $2M $3M
Capital Cost for Budgeted Years
TOTAL $3,504,000.00
Construction (88%) $3,079,000.00
Professional Services (2%) $75,000.00
Staff Personnel Costs (10%) $350,000.00

1.f
Packet Pg. 96
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2029 Total
CIPR $200,000 $200,000
VIF (Building) $300,000 $300,000
VIF (Garbage) $892,000 $892,000
SB1 $1,100,000 $1,100,000
VRF $215,000 $215,000
Measure B $797,000 $797,000
Total $3,504,000 $3,504,000
Funding Sources
Total Budget (all years)
$3.504M
Project Total
$3.504M
Funding Sources by Year
CIPR Measure B
SB1 VIF (Building)
VIF (Garbage) VRF
2029 $3,504,000.00
$0 $1M $2M $3M
Funding Sources for Budgeted Years
TOTAL $3,504,000.00
CIPR (6%) $200,000.00
Measure B (23%) $797,000.00
SB1 (31%) $1,100,000.00
VIF (Building) (9%) $300,000.00
VIF (Garbage) (25%) $892,000.00
VRF (6%) $215,000.00

1.f
Packet Pg. 97
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Civic Center Improvements - Shared Costs
Overview
Request Owner Francisco Castellanos, Senior Public Works Project Manager Est. Start Date 07/01/2020
Est. Completion Date 06/30/2026
Department City Manager
Form Type Capital Improvement
Request Type CIP - Public Facility (Buildings)
Project Number 21-MM
Description
This project will address the objectives and needs of the Measure O Program as approved by the Campbell voters in November 2018 and as approved by the City Council.  The Shared Cost project will project resources for the overall project management and constructionmanagement of the Measure O program.

Details
Program (BudgetUnit) 518
Useful Life 30 years
Projected Carryover $1,900,921
Priority High (Can function without it, but not verywell) Type of Project New Construction
Funding Type Previously Approved - Additional Funding
Requested
Location
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 1.8 - A vibrant downtown that serves as the focal point of the community; Strategic Plan Objective 2.3 - Effective City services at appropriate service levels, using resources in the most cost-efcient manner; Strategic Plan Objective 3.1 - Safe residential neighborhoods;Strategic Plan Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles; Strategic Plan Objective 4.5 - An effective emergency preparedness program; and Strategic Plan Objective 5.3 - Safe, attractive, and efcient parks and buildings that operate for maximum community use, benet, and enjoyment.

Possible Alternative Solutions
. There are no viable alternatives to this project. Measure O was a 2018 ballot measure approved by voters authorizing the sale of general obligation bonds for the purpose of constructing or renovating facilities that serve the Police

1.f
Packet Pg. 98
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Department and Library. Funds cannot be used for other purposes outside that scope.

Other Funding Sources (If Applicable)
Total funding sources for the Civic Center Improvements Project as of the scal year ended June 30, 2025:
$20,000,000 from Measure O Bond Proceeds (Series A)
$30,000,000 from Measure O Bond Proceeds (Series B)$4,718,450 from Building Forward Grant $3,900,000 from CalOES State Grant$1,841,975 from Investment Income $939,000 from American Rescue Plan Act (ARPA)$512,000 from General Fund FY2023 Surplus $510,000 from Santa Clara County Library District$500,000 from Silicon Valley Clean Energy (SVCE) Decarbonization Demonstration Grant Capital Cost Breakdown
Capital Cost FY2026 Total
Staff Personnel Costs $224,702 $224,702
Total $224,702 $224,702
Capital Cost
FY2026 Budget
$224,702
Total Budget (all years)
$224.702K
Project Total
$224.702K
Capital Cost by Year
Staff Personnel Costs
2026 $224,702.00
$0 $60K $120K $180K
Capital Cost for Budgeted Years
TOTAL $224,702.00
Staff Personnel Costs (100%) $224,702.00

1.f
Packet Pg. 99
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 Total
Debt $224,702 $224,702
Other $224,702 $224,702
Total $449,404 $449,404
Funding Sources
FY2026 Budget
$449,404
Total Budget (all years)
$449.404K
Project Total
$449.404K
Funding Sources by Year
Debt Other
2026 $449,404.00
$0 $120K $240K $360K
Funding Sources for Budgeted Years
TOTAL $449,404.00
Debt (50%) $224,702.00
Other (50%) $224,702.00

1.f
Packet Pg. 100
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) John D. Morgan Park Improvements - Rincon - Design
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 07/01/2024
Est. Completion Date 12/31/2026
Department Public Works
Form Type Capital Improvement
Request Type CIP - Parks & Open Space
Project Number 25-AA
Description
This project will fund the design phase to identify enhancements located on the north end of John D. Morgan Park, near Rincon Avenue.

The design and renovation of the playgrounds will increase play value to include new surface treatments and other amenities will bedetermined as needed upon completion of the conceptual design phase.

Details
Program (BudgetUnit) 730
Useful Life 10 years
Projected Carryover $50,000
Priority Medium (Get to it when you can)
Type of Project Improvement
Funding Type Previously Approved - Additional FundingRequested Location
Address: John D. Morgan Park
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 5.2 - Enhanced recreational opportunities for Campbell residents; and Strategic Plan Objective 5.3 - Safe, attractive, and efcient parks and buildings that operate for maximum communityuse, benet, and enjoyment.

Possible Alternative Solutions
. Do not move forward with improvements - repair elements as needed.

1.f
Packet Pg. 101
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2026 Total
Construction $100,000 $100,000
Total $100,000 $100,000
Capital Cost
FY2026 Budget
$100,000
Total Budget (all years)
$100K
Project Total
$100K
Capital Cost by Year
Construction
2026 $100,000.00
$0 $25K $50K $75K $100K
Capital Cost for Budgeted Years
TOTAL $100,000.00
Construction (100%) $100,000.00

1.f
Packet Pg. 102
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 Total
Park Fees $100,000 $100,000
Total $100,000 $100,000
Funding Sources
FY2026 Budget
$100,000
Total Budget (all years)
$100K
Project Total
$100K
Funding Sources by Year
Park Fees
2026 $100,000.00
$0 $25K $50K $75K $100K
Funding Sources for Budgeted Years
TOTAL $100,000.00
Park Fees (100%) $100,000.00

1.f
Packet Pg. 103
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) John D. Morgan Park - Budd - Restroom Improvements
Overview
Request Owner Amy Olay, City Engineer
Est. Start Date 01/01/2024
Est. Completion Date 12/31/2026
Department Public Works
Form Type Capital Improvement
Request Type CIP - Parks & Open Space
Project Number 24-DD
Description
This project will replace the current restroom building (built in 2004) located on the Budd Avenue side of the John D. Morgan Park with increased capacity and accessible accommodation. The pathways around the restroom building will be improved to meet ADA grades. Additionally, the project includes improvements to the existing parking lot to increase the number of regular and ADA compliant parking stalls.

Details
Program (Budget
Unit)
730
Useful Life 15 years
Projected Carryover $805,255
Priority Medium (Get to it when you can)
Type of Project Replacement
Funding Type Previously Approved - Additional Funding
Requested
Location
Address: John D. Morgan Park
Relationship to Strategic Goals and Objectives
This project will support:

Strategic Plan Objective 5.3 - Safe, attractive, and efcient parks and buildings that operate for maximum communityuse, benet, and enjoyment.

Possible Alternative Solutions
. Defer implementing project until a new structure is necessary due to failures.

1.f
Packet Pg. 104
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Capital Cost Breakdown
Capital Cost FY2026 Total
Construction $906,000 $906,000
Total $906,000 $906,000
Capital Cost
FY2026 Budget
$906,000
Total Budget (all years)
$906K
Project Total
$906K
Capital Cost by Year
Construction
2026 $906,000.00
$0 $250K $500K $750K
Capital Cost for Budgeted Years
TOTAL $906,000.00
Construction (100%) $906,000.00

1.f
Packet Pg. 105
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2026 Total
Park Fees $906,000 $906,000
Total $906,000 $906,000
Funding Sources
FY2026 Budget
$906,000
Total Budget (all years)
$906K
Project Total
$906K
Funding Sources by Year
Park Fees
2026 $906,000.00
$0 $250K $500K $750K
Funding Sources for Budgeted Years
TOTAL $906,000.00
Park Fees (100%) $906,000.00

1.f
Packet Pg. 106
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Campbell Water Tower Light Replacement
Overview
Request Owner Ryan Favila, Interim IT Manager
Est. Start Date 08/01/2022
Est. Completion Date 10/30/2024
Department Mis Services
Form Type Capital Improvement
Request Type CIP - Public Facility (Buildings)
Project Number 23-OO
Description
The Campbell Water tower lighting system consists of two separate and distinct components; the light control system and the lights themselves.  The lighting control system was replaced in 2020. The upgrade allowed more acceptable levels of control of the light arraysand wireless remote access capabilities. After the project was completed, many noticed the existing lights had dimmed over time. LED light bulbs naturally lose intensity (luminous ux) called degradation. The average lifespan of LEDs is 50,000 hours, about six years. LEDlights don't burn out; they degrade in intensity - usually by 30-40%.

The goal of this project is to replace the existing LEDs with longer lasting versions and to double the amount of lighting on the top portion of the tower.

Images
Details
Program (Budget
Unit)
547
Useful Life 15 years
Projected Carryover N/A
Priority High (Can function without it, but not very
well)
Type of Project Replacement
Funding Type Carryover
Location
Address: Campbell Water Tower
Relationship to Strategic Goals and Objectives

1.f
Packet Pg. 107
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) This project will support:

Strategic Plan Objective 1.5 - An attractive community with an enhanced image; and Strategic Plan Objective 1.8 - A vibrant downtown that serves as the focal point of the community.

Possible Alternative Solutions
. Do not replace current lights and continue operating as is.

Other Capital Costs (If Applicable)
There may be a need to increase the total available wattage at the water tower.

Capital Cost Breakdown
Capital Cost FY2027 Total
Professional Services $100,000 $100,000
Total $100,000 $100,000
Capital Cost
Total Budget (all years)
$100K
Project Total
$100K
Capital Cost by Year
Professional Services
2027 $100,000.00
$0 $25K $50K $75K $100K
Capital Cost for Budgeted Years
TOTAL $100,000.00
Professional Services (100%) $100,000.00

1.f
Packet Pg. 108
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session) Funding Sources Breakdown
Funding Sources FY2027 Total
CIPR $100,000 $100,000
Total $100,000 $100,000
Funding Sources
Total Budget (all years)
$100K
Project Total
$100K
Funding Sources by Year
CIPR
2027 $100,000.00
$0 $25K $50K $75K $100K
Funding Sources for Budgeted Years
TOTAL $100,000.00
CIPR (100%) $100,000.00

1.f
Packet Pg. 109
Attachment: 2026 - 2030 Preliminary Five-Year Capital Improvement Plan (CIP) (FY 2026 Budget Study Session)