City Council Agenda
City of Campbell, 70 N. First St., Campbell, California This Study Session of the City Council will be conducted in person and is compliant with provisions of the Brown Act.
Those members of the public wishing to provide public comment virtually during the open portion can access the meeting 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] until 12:00p.m. 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.
CITY COUNCIL STUDY SESSION
Tuesday, May 05, 2026 05:00 PM
City Hall Council Chamber
CALL TO ORDER/ROLL CALL
PUBLIC COMMENT
NEW BUSINESS
Fiscal Year 20287 Budget Study Session Page 3
Recommended Action
That the City Council receive an update and provide feedback on preliminary Fiscal Year (FY) 2027 Workplans, the FY 2027 Operating Budget, the 2027 - 2031 FiveYear Capital Improvement Plan (CIP) and Revised Performance Measures / Service Objectives.
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
1. 2.
3. 3.1
4. 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://pub-campbell.escribemeetings.com 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.
Tuesday, May 05, 2026 2 of 101
City Council Report
DATE: May 5, 2026
TITLE: Fiscal Year 2027 Budget Study Session
RECOMMENDED ACTION:
That the City Council receive an update and provide feedback on preliminary Fiscal Year (FY) 2027 Workplans, the FY 2027 Operating Budget, the 2027 - 2031 Five-Year Capital Improvement Plan (CIP) and Revised Performance Measures / Service Objectives.
BACKGROUND
The budget process for Fiscal Year (FY) 2027 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 5 Special Meeting, in which the City Council discussed the organizations’ FY 2027 priorities shown as Attachment 1 and later adopted them at the March 24 Regular Meeting.
Since the March 5 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. This alignment is illustrated in the attached color-coded Preliminary FY 2027 Workplans (Attachment 2), One-Time Request Detail (Attachment 4), and Recurring Request Detail (Attachment 5). Additional considerations to help prioritize programs and services include level of mandate, demand, cost recovery, and reliance on the organization to provide a particular service. The goal of this Priority-based Budgeting approach is to address community needs in the most cost effective and efficient way possible while also providing a clear understanding of how resources are being utilized in a language accessible to the City Council, staff, and public.
The current meeting of May 5 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 2027 Preliminary Workplans
• FY 2027 Preliminary General Fund Operating Budget
• 2027 – 2031 Preliminary CIP
• Revised Performance Measures / Service Objectives
Council input and direction reaching majority consensus during the May 5 meeting will be used by staff in the further development of the FY 2027 Operating Budget (to include all Item 3.1
Tuesday, May 05, 2026 3 of 101
funds) and the 2027 – 2031 CIP. Both documents will be presented for Council consideration at the following meetings:
• June 2, 2026 (Regular Meeting) - Introduction of FY 2027 Operating Budget, 2027 – 2031 CIP, and Gann Limit
• June 16, 2026 (Public Hearing) - Adoption of Proposed FY 2027 Operating Budget, 2027 – 2031 CIP, and Gann Limit
DISCUSSION
FY 2027 Preliminary Workplans
Using Council adopted priorities as the starting point, staff prepared FY 2027 Preliminary Workplans, which are reflected in Attachment 2 and color-coded to show linkage to the FY 2027 Council Adopted Priorities. To assist in Council’s review, the FY 2027 priorities are summarized below and detailed with Council comments in Attachment 2:
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 continues to face a number of difficult fiscal challenges in FY 2027 and beyond such as persistent inflation, geopolitical pressures, rising insurance premiums, pension plan payments, and contractual obligations, economic uncertainty, employee retention and attraction, continued slowdown in sales tax growth, low consumer confidence, and the ongoing 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 voter approved ½ cent sales tax measure (Measure K - November 2024) that prevents an estimated $7 to $8 million in new tax revenue that has been collected since April 1, 2025 to be used annually. 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 2027 Workplans and will incorporate this into the ongoing development Item 3.1
Tuesday, May 05, 2026 4 of 101
of the FY 2027 Operating Budget and the 2027 – 2031 CIP. During the May 5 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 2027 Preliminary General Fund Operating Budget
Enclosed as Attachment 3 is the FY 2027 Preliminary General Fund Operating Budget, which shows FY 2025 Actuals, FY 2026 Adopted, FY 2026 Projected, and FY 2027 Preliminary Revenues and Expenditures. Please note that FY 2027 numbers are subject to change between now and both the June 2 Introduction and the June 16 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 5 meeting though, Preliminary FY 2026 General Fund Operating revenues equal $71.32 million and expenditures equal $74.30 million; thereby resulting in an operating deficit of $2.99 million. Such a structural deficit is consistent with the $4.07 million projected FY 2027 structural deficit that was shared with Council in the City’s last update of its Seven-Year Financial Forecast on June 17, 2025 as well as the $3 to $4 million ongoing structural deficit discussed with staff and the public over the past several years. It is caused by a number of factors which will be discussed in further detail below, but staff has preemptively incorporated several short-term corrective strategies to eliminate the $2.99 million General Fund deficit for FY 2027. Staff requests Council feedback on already incorporated corrective actions and strategies to close the remaining gap detailed in later sections of this report.
Council direction on the preferred budget deficit approach will be incorporated into the June 2 Budget Introduction and June 16 Budget Adoption.
The following section details the parameters, assumptions, and short-term corrective strategies currently included within the FY 2027 Preliminary General Fund Operating Budget. All are subject to modification given Council input and direction at the May 5 meeting:
Proposed Short-Term Corrective Strategies Currently Incorporated • 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, as of this report, the City has 27 vacant positions with an estimated cost of $4.81 million in FY 2027. Since salary and benefits costs are the City’s largest expenditure category, similar to FY 2026, staff again proposes a temporary hiring freeze of various durations in FY 2027 for certain 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. Some would be frozen until or January 1 or July 1, 2027, 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 saves the City approximately $1.20 million (across all City funds); with such savings already incorporated into the FY 2027 Preliminary General Fund Operating Budget shown as Attachment 3:
Item 3.1
Tuesday, May 05, 2026 5 of 101
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 2027, due to a positive and final non-appealable outcome on the 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 again agree to the concept of a temporary hiring freeze in FY 2027, staff will return to Council at the June 2 Budget Introduction with an updated list of currently vacant positions, their full year costing, and an updated 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 2027 and beyond.
• Limited to No Use of Temporary Staffing in FY 2027 – Similar to FY 2026, staff is again proposing limited to no use of temporary staffing in FY 2027 and this is already incorporated into the FY 2027 Preliminary General Fund Operating Budget shown as Attachment 3. Due to previous hiring freezes, delayed recruitments, operational needs, and high-priority Workplan items, the City previously utilized the services of temporary employees in various departments that come from staffing agencies and other professional services firms, but due to fiscal challenges, the City largely discontinued this practice in FY 2026 with exceptions being in some critical City service areas. In FY 2025 alone, these costs were estimated to reach $605,000. Given the potential of an ongoing temporary hiring freeze for permanent staffing and the City’s ongoing fiscal constraints, limiting the use of temporary staffing in FY 2027 would again be a consistent and appropriate action. However, this action will also slow some Workplan initiatives and reduce operational capacity.
• All current City operations remain largely status quo, but FY 2027 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 4 (One-Time Requests) and Attachment 5 (Recurring Requests). Both are incorporated into the FY 2027 Preliminary General Fund Operating 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. A number of the items are not within the City’s control and the rest are recommended by staff for a number of reasons identified. Nevertheless, staff requests Council feedback on the attached one-time and recurring requests.
Any Council requested revisions with majority support will be incorporated in the June 2 Budget Introduction and June 16 Budget Adoption. • Cost-of-Living Adjustments (COLAs) for any bargaining unit or employee, with all Memorandums of Understanding (MOUs) expiring either June 30, 2026 (CMEA, CPCEA, CARP, Confidential, MGMT, UNREP) or December 30, 2026 (CPOA). All MOUs are currently under negotiations. However, should Council have interest in providing salary adjustments, such adjustments may cost between $1 and $2 Item 3.1
Tuesday, May 05, 2026 6 of 101
million depending on percentage (%) and effective dates and would add to the FY 2027 Preliminary General Fund deficit detailed in this report. • Increases to City’s Healthcare Contribution Levels for 2027 for any bargaining unit or employee, with all MOUs again expiring either June 30, 2026 or December 30, 2026. The City Council could direct staff to include some level of assumed calendar year 2027 City healthcare contribution increase for the June 2 Budget Introduction and/or June 16 Budget Adoption versions. Such adjustments may cost between $100,000 and $200,000 depending on percentage (%) and would add to the FY 2027 Preliminary General Fund deficit detailed in this report. • Inclusion of permanent staffing additions and extensions. Given the City’s fiscal constraints, the Preliminary FY 2027 Budget does not yet include any permanent staffing additions or extensions. However, several low-cost position reclassifications which make operational sense have been included in the FY 2027 Preliminary General Fund. These include the reclassification of a currently vacant
0.75 Part-Time Community Services Officers (CSO) to a 1.0 Full-Time CSO, the reclassification of a Museum Collections Coordinator to a Recreation Program Coordinator, and the reclassification on a vacant Engineering Tech to a Jr.
Engineer. Such reclassifications have an estimated cost impact of $40,000 in FY 2026. Additionally, the Police Department is exploring modifying the duties of CSOs to better align with current and future operational needs. Such revision to job specifications and duties may warrant an increase in salary rates for CSOs.
Such changes if made, will be brought back to Council at a later date along with all associated cost impacts for consideration.
Additionally, as previously planned, the Preliminary FY 2027 Budget removes the Limited-Term Environmental Programs Specialist in the Community Development Department at an estimated savings of $138,400 and shifts all duties such as implementation of the Climate Action Plan and the Multimodal Plan to a to be hired Environmental Programs Coordinator in the Public Works Department. However, due to Phase II of the Measure O Projects as well as other associated and remaining Civic Center Plaza efforts, the Limited-Term Sr. Public Works Project Manager remains in FY 2027 at an estimated cost of $233,500; with half charged to the projects and the remaining half after December 30, 2026 charged to the General Fund.
In addition to the short-term corrective strategies incorporated above, several other parameters and assumptions are built into the FY 2027 Preliminary General Fund Operating Budget shown as Attachment 3:
• Increase in planned General Fund support of Capital Improvement Project Reserve (CIPR) by $450,000; thereby increasing total annual General Fund support to $1.0 million in FY 2027. 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 caused by the pandemic, the annual set-aside was reduced drastically down to $351,000 in FY 2020. Gradually over time though, the Item 3.1
Tuesday, May 05, 2026 7 of 101
City has worked to build back up the annual set-aside to meet the annual $1.5 million target. In FY 2026, the annual set aside was $550,000. However, due to high priority projects such as City Facilities Roofing and Annual Streets Maintenance, staff is recommending that this amount be increased to $1,000,000 in FY 2027. City Council though may choose to defer or cancel new or yet to be started, but previously approved capital projects; thereby decreasing the burden upon the General Fund in FY 2027 and the projected deficit. • Increased General Fund Operational Support of the Lighting and Landscape District Fund (#207) by $930,600. This is a Transfer out from the General Fund to the LLD Fund necessary to keep fund in the black, but long-term solutions are needed to either reduce expenditures / services and/or increase tax or fee revenue going into the fund annually. It is not self-supporting. For the past few fiscal years, the City has been drawing down the accumulated fund balance to support associated operations, but those balances are estimated to be exhausted by the end of FY 2026.
• Increased General Fund Operational Support of the Information Technology Fund (#647) by $254,400. This is a Transfer out from the General Fund to the IT Fund necessary to keep fund in the black, but long-term solutions are needed to either reduce expenditures / services and/or increase internal service fund charge revenue to it. But those internal service charges would also mainly be borne by the General Fund. Thus, recommended solution is to increase revenue in General Fund so that there is necessary funding to support necessary internal services such as IT. Many of the IT costs are unavoidable; especially as staffing, service, and operational needs increase.
• No Use of Measure K Sales Tax Revenues in FY 2027 unless litigation is resolved with a favorable, final, and non-appealable outcome to the City. As detailed in several public meetings and distributed material over 2024, 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 and has generated $6.1 million through the end of February 2026 (before interest earnings of approximately 4%), but all funds collected to date any interest earned have been placed by government statute into an interest-bearing escrow account and remain untouched until a nonappealable 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. The City won on all counts of SVTA vs the City of Campbell at the Item 3.1
Tuesday, May 05, 2026 8 of 101
Superior Court level in late 2025, but the case is currently under appeal and could take an estimated 8 to 12 months to be fully resolved. Staff will continue to keep Council updated on this important legal matter which significantly impacts City finances. Measure K was one of the long-term corrective strategies meant to provide the City fiscal stability and the inability to use it continues to hinder the City’s services and infrastructure needs indefinitely.
• Increased annual payment of approximately $630,000 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. Thus, one of staff’s FY 2027 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 2022, the City’s UAL annual payments are projected to increase by
59.79% or $2.90 million through FY 2028:
Table 1 – Historical and Projected PERS UAL Costs
Chart 1 - Historical and Projected PERS UAL
Item 3.1
Tuesday, May 05, 2026 9 of 101
• $115,600 increase in annual General Liability and Property Insurance premiums charged by the City’s risk sharing pool (PLAN JPA) due to continued, albeit diminishing cost increases in 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 2027. As shown below, the City has seen a 104.8% or $1.04 million increase in General Liability and Property premium payments from FY 2022 through FY 2027; albeit at a slightly lower growth rate since FY 2025:
Table 2 – Historical and Projected General Liability and Insurance Premiums Chart 2 – Historical and Projected General Liability and Insurance Premiums Item 3.1
Tuesday, May 05, 2026 10 of 101
• Increased annual payment of $377,400 (3.23%) 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 provide a 5-year history of annual contractual costs for Fire Services as well as the proposed cost for FY 2027. As shown below, the City has seen a 22.2% or $2.19 million increase in Fire Services contractual costs since FY 2022. 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, staff 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 and programming it into the FY 2028 Workplan:
Table 3 – Historical and Projected Fire Services Contractual Costs Chart 3 – Historical and Projected Fire Services Contractual Costs Item 3.1
Tuesday, May 05, 2026 11 of 101
Taken on their own, the last three (3) significant expenditure increase areas detailed above (PERS UAL, PLAN JPA Insurance Premiums, and Fire Contractual Costs) contribute $1.12 million to the City’s projected General Fund operating deficit in FY 2027 and are largely outside the City’s control. Other factors contributing to the projected operating deficit in FY 2027 are again persistent inflation, geopolitical pressures, rising insurance premiums, pension plan payments, and contractual obligations, economic uncertainty, employee retention and attraction, continued slowdown in sales tax growth, low consumer confidence, and the ongoing legal challenge to Measure K.
Proposed Remaining Short-Term Budget Correction Strategies As the prior sections of this report detail, after corrective actions and assumptions are already incorporated, the City faces a remaining operating deficit of $2.99 million in FY 2027. Thus, staff proposes one additional short-term corrective strategies to ensure operational continuity in FY 2027; pending the final outcome of the Measure K litigation:
• Utilization of Available General Fund Reserves – As shown in the staff report presenting the FY 2025 ACFR on March 24, 2026, The General Fund’s fund balance at fiscal year-end was $26.4 million. Nonspendable fund balance at year end was $0.2 million, reserved for leases and prepaid costs. Restricted fund balance at year end was $1.7 million, comprised solely of Measure K sales tax receipts and accrued interest. Committed and Assigned fund balances at year end were $3.6 million and $2.9 million, respectively. These balances are utilized to fund operational costs such as capital projects, compensated absences, and to maintain a reserve for PERS and OPEB related costs. An Unassigned fund balance of $18.0 million serves as an additional reserve for unanticipated needs that may arise including a $9.5 million reserve for economic fluctuations and $3.2 million for emergencies.
For Fiscal Year 2025, the City did not need to draw upon its economic fluctuation or emergency reserve. Although both the economic fluctuation and emergency reserves are below targeted levels, the City continues to maintain strong General Fund reserve balances. The GFOA recommends, at a minimum, a General Fund unrestricted fund balance of no less than two months (or 16.67%) of General Fund operating expenditures. At the end of FY 2025, the City maintained an unassigned reserve ratio of 26.65% in the General Fund. Thus, given reserves above GFOA best practice levels, staff recommends using up to $2.99 million to balance the remaining deficit in General Fund for FY 2027. If used at this level, the unassigned reserve ratio could drop to 22.22% but still be above GFOA best practice of
16.67%. Further uses for bargaining unit adjustments could lower this further, but staff only recommends doing so to a point that does not go below GFOA best practice. Additionally, should the City receive a favorable final outcome on Measure K, staff recommends using accumulated Measure K funds in escrow to pay back General Fund reserves used in FY 2027 in full. If Council wishes to pursue this approach, it will be incorporated into the June 2 Budget Introduction and June 16 Budget Adoption materials. Staff requests Council input and direction on this approach.
Item 3.1
Tuesday, May 05, 2026 12 of 101
2027 - 2031 Preliminary Five-Year Capital Improvement Plan (CIP) Enclosed as Attachment 6 is the 2027 - 2031 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 2027 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 5 Budget Study Session. Staff requests Council input and direction on the Preliminary 2027 - 2031 Five-Year Capital Improvement Plan (CIP) shown in Attachment 6.
Update on Revisions to Performance Measures
Performance measures (shown as Attachment 7) were recently reviewed and updated through a multi-year, cross-departmental effort to better align with the City’s mission and improve their overall relevance and clarity. The revised approach emphasizes narrative context and meaningful data, strengthening transparency and helping connect City services and programs to broader organizational goals and community priorities. Staff also incorporated feedback provided by the City Council during a February 17 Study Session, resulting in further refinements to improve clarity and usefulness. As part of these updates, performance measures will now be referred to as “Service Objectives” to better reflect their focus on purpose, outcomes, and community benefit. Staff requests Council input on the revised Performance Measure / Service Objectives shown in Attachment 7.
FISCAL IMPACT
There is no fiscal impact associated with the May 5 Budget Study Session. Staff will use feedback received to further develop the FY 2027 Proposed Operating Budget and the 2027 – 2031 Proposed CIP. These budgets are scheduled to be formally introduced to Council on June 2 and considered for adoption on June 16. 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
Item 3.1
Tuesday, May 05, 2026 13 of 101
Report Approval Details
Document Title: Report - Fiscal Year 2027 Budget Study Session.docx Attachments: Attachment 1 - FY 2027 Council Priorities.docx Attachment 2 - FY 2027 Preliminary Workplans.docx
Attachment 3 - FY 2027 Preliminary General Fund Budget.pdf Attachment 4 - FY 2027 One-Time Requests.pdf
Attachment 5 - FY 2027 Recurring Requests.pdf
Attachment 6 - 2027 - 2031 Preliminary Five-Year Capital Improvement Plan (CIP).pdf
Attachment 7 - Revised Performance Measures - Service
Objectives.docx
Final Approval
Date:
April 29, 2026
This document and all of its attachments were approved and signed as outlined below:
Will Fuentes, Finance Director
Andrea Sanders, City Clerk
Brian Loventhal, City Manager
Item 3.1
Tuesday, May 05, 2026 14 of 101
FY 2027 Adopted City Council Priorities
Strategic
Objectives Council Priorities Comments by Council Members Long-Term Land
Use Planning and
Housing
Councilmember Anne Bybee
• Public hearing noticing should be done
with discretion when exceeding legal
requirements on larger projects
Councilmember Terry Hines
• Support discussions on Housing
Commission and the role of Planning
Commission and Civic Improvement
Commission
Councilmember Sergio Lopez
• Be strategic about resources needed
to meet State mandates i.e. zoning,
permit processing, storm water and
ADA requirements
Mayor Dan Furtado
• Support WV homeless efforts
Shared Feedback
• Support for receiving more information
on responsible construction ordinance
Land Use
City Infrastructure Councilmember Terry Hines
• Consider traffic calming policy
• Consider sidewalk improvements
on Bascom and Curtner
Financial Health
Financial Stability Councilmember Anne Bybee
• Successfully navigate Measure K
litigation
Councilmember Terry Hines
• Consider Community Facility District
#1 assessments
• Continue to look for grants to support
existing City projects
Councilmember Elliot Scozzola
• Support investment policy to prohibit
war related investments
Councilmember Sergio Lopez
• Support implementation of Econ. Dev.
Plan and consider appropriate funding
Mayor Dan Furtado
• Support the vacation of the percolation
pond by SCVWD at the Sunnyoaks
Fire Station
Item 3.1
Tuesday, May 05, 2026 15 of 101
FY 2027 Adopted City Council Priorities
Strategic
Objectives Council Priorities Comments by Council Members Shared Feedback
• Work with All labor groups on
new MOU’s and ensure adequate
funding is available
• Econ. Dev. Initiatives are
important to economic vitality
Environment
Sustainability • Climate action and adaption plan
completion
• Multimodal Plan
Community
Community Health
and Safety
Councilmember Anne Bybee
• Consider consistency of
Commission/Committee livestreaming
Councilmember Terry Hines
• Support the Veterans Memorial
foundation efforts to celebrate 250
years
Councilmember Elliot Scozzola
• Consider policies related to
immigration
• Support rent control policy
• Support policy related to lobbyists
Councilmember Sergio Lopez
• Noted Council previously by majority
vote agreed to agendize Immigration
policy discussion later this fiscal year
Vice-Mayor Dan Furtado
• Support Emergency Operations
Planning
• Consider website improvements to
ease navigation
• Consider ebike/scooter policies
• Support expanded public outreach and
communication
Item 3.1
Tuesday, May 05, 2026 16 of 101
FY 2027 Preliminary Workplans
City Manager’s Office
CM Administration
• Provide staff support for all City Council members [Operational Need] • Provide staff support for Legislative Subcommittee to coordinate 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 and CARP for bargaining agreements expiring at end of FY 2026 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] • In coordination with Legal Services, Finance and outside counsel, provide 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
• Continue recruitment and retention efforts to attract and retain City staff in budgeted positions [Operational Need]
• Work with Liebert Cassidy Whitmore on meet and confer items with CMEA, CPCEA, CPOA, Confidential, MGMT, and CARP [Operational Need]
• Coordinate and implement City training for employee development to strengthen both technical and soft skills and encourage continued growth of staff. [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, establish 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] Item 3.1
Tuesday, May 05, 2026 17 of 101
FY 2027 Preliminary Workplans
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]
• Replace 25% of antiquated desktop computers. [Operational Need] • Continue public meeting recording and management [Operational Need] • Upgrades related to DOJ mandates in Police (NIBRS) [Operational Need] • Collaborate with Public Works to replace the Water Tower lights and system. [Operational Need]
• Refresh the technology-specific components of our disaster recovery strategy to address recent architectural changes and mitigate emerging technical risks. [Operational Need]
• Implementation of a comprehensive Mobile Device Management (MDM) framework across the City’s remote hardware inventory to ensure centralized oversight and security. [Operational Need]
• Formulate standardized AI usage guidelines and architect data-driven workflows to streamline internal operations. [Operational Need]
Economic Development
• Advance implementation of the City’s 2024 Economic Development Plan through targeted business outreach, retention visits, broker engagement, new marketing materials, and better internal coordination. [Council Priority - Financial Stability] • Strengthen/position the Dell/McGlincy area as a key employment and industrial district via business engagement, addressing barriers, and increasing the visibility of its assets and benefits to the community. [Council Priority- Financial Stability] • Facilitate small business support and connection through technical assistance, workshops, and occasional networking opportunities. [Council Priority- Financial Stability]
• Enhance Downtown Campbell’s weekday and overall vibrancy by supporting officeleasing efforts, addressing high-visibility vacancies, working with the Downtown Campbell Business Association, and continued stakeholder discussions around a Business Improvement District. [Council Priority- Financial Stability] • Advance commercial permit streamlining efforts by identifying and addressing barriers that impact leasing and reinvestment. [Council Priority- Financial Stability] City Clerk's Office
• Continue a comprehensive evaluation of current records management practices and develop updated Records Retention Schedules, policies, and procedures for managing physical and electronic documents. Provide recommendations to improve Item 3.1
Tuesday, May 05, 2026 18 of 101
FY 2027 Preliminary Workplans
efficiency, compliance, and lifecycle management, ensuring effective organization, access, and timely disposal of City records. [Operational Need] • Administer the 2026 General Municipal Election for three City Council seats in Districts 3, 4, and 5 by coordinating candidate nomination processes, ensuring compliance with all legal requirements, managing election logistics in partnership with the Santa Clara County Registrar of Voters, and conducting post-election certification and reporting. [Operational Need]
• Begin process improvements and Escribe System implementation for Boards and Commissions [Operational Need]
Community Development
Administration
• Implement upgrades to the permit tracking system to create better reporting for tracking performance metrics. [Operational Need]
• Explore and pilot Artificial Intelligence (AI) Tools to support Department operations and improve Customer Service. [Operational Need]
Policy Development
• Finalize Citywide Climate Action Plan [Council Priority – Sustainability] • In coordination with the Public Works Department, continue preparation of Hamilton Avenue Precise Plan [Council Priority – Long-Term Land Use Planning and Housing]
• Support the Public Works Department in continued preparation of a Citywide Multimodal plan with bicycle and pedestrian improvements [Council Priority – LongTerm Land Use Planning and Housing] • Potential preparation of a Transit Oriented Alternative Plan for Implementation of SB 79 with related updates to City ordinances and policies. [Council Priority – LongTerm Land Use Planning and Housing] Current Planning
• Implement annual code updates to comply with new state laws, address community issues (tobacco, wireless), and implement permit streamlining to meet the city’s economic development goals. [Council Priority – Long Term Land Use Planning and Housing]
• Pursuant to Council Direction, pursue development of a Demolition Control Ordinance and options on implementing Starter Home Projects. [Council Priority – Long Term Land Use Planning and Housing]
Building
Item 3.1
Tuesday, May 05, 2026 19 of 101
FY 2027 Preliminary Workplans
• In coordination with HR, establish 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 – LongTerm Land Use Planning and Housing] • Develop policies and procedures for the use of Housing Trust Fund to support housing development and programs [Council Priority – Long-Term Land Use Planning and Housing]
• Conduct outreach to increase community awareness of housing assistance programs available in Campbell [Council Priority – Long-Term Land Use Planning and Housing]
• Pursue State and Federal funding to support affordable housing development and growth of the City’s Housing Trust Fund [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 2027 [Council Priority – Long-Term Land Use Planning and Housing]
• Pursue creation of a Task Force in partnership with other West Valley Cities to develop an implementation plan for the West Valley Homeless Services Feasibility Study [Council Priority – Long-Term Land Use Planning and Housing] • Continue to implement Unhoused support programs including the hotel voucher program [Council Priority – Long-Term Land Use Planning and Housing] • Develop procedures for implementing tenant protection requirements associated with housing demolition in conformance with State Law. [Council Priority – Long-Term Land Use Planning and Housing]
• Continue 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]
• Collaborate with City Council and City staff to craft spending plans if Measure K funds become available, and develop contingency plans in case the legal process is delayed or results in an unfavorable judgment. LEAD DEPARTMENTS – City Manager’s Office and Finance Department [Council Priority – Financial Stability] • In partnership with an outside consultant, perform a comprehensive cost allocation plan and user fee update. [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 Item 3.1
Tuesday, May 05, 2026 20 of 101
FY 2027 Preliminary Workplans
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]
• Prepare balanced budgets that offer options for meeting Council priorities, sustaining services, and managing employee compensation through reserves, targeted cuts, vacancy freezes, and other strategies. [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]
• Continue to develop strategies to systematically address Unfunded Pension Liabilities in the short- and long-term [Council Priority – Financial Stability] • Conduct a needs assessment for a modern Enterprise Resources Planning (ERP) system with input from all departments, laying the groundwork for an RFP in FY 2028 and potential selection and implementation in FY 2029, pending funding. [Operational Need]
Legal Services
• Coordinate Measure K litigation with outside counsel [Council Priority – Financial Stability]
• Assist with City Attorney Transition [Operational Need] • Litigate Code Enforcement Receivership Case for 620 Harriet [Operational Need] • Litigate Drug Abatement Case for 1368 Theresa [Operational Need] • 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]
• 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 [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]
Item 3.1
Tuesday, May 05, 2026 21 of 101
FY 2027 Preliminary Workplans
Police
• Recruit, hire, and retain high-quality personnel across all classifications, with a focused strategy on long-term retention, succession planning, and maintaining full staffing levels to meet service demands and future vacancies [Council Priority – Community Health and Safety]
• Advance public safety technology to enhance operational effectiveness and community safety, including continued expansion and integration of real-time capabilities, public safety camera systems, ALPR, AI-assisted tools, and ongoing optimization of CAD and Next Generation 911 systems [Council Priority – Community Health and Safety]
• Assist with Phase 2 implementation of the Measure O Project, including planning, coordination, and execution to ensure timely completion and alignment with operational needs [Council Priority – City Infrastructure / Community Health and Safety]
Public Works
Administration
• Manage construction closeout of the Measure O capital projects specifically the Police Operations Building; overseeing construction contracts and associated project budgets [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]
• Manage the preparation of the Citywide Multi-modal Transportation Plan [Council Priority – Community Health and 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]
• Manage, design, and implement bicycle and pedestrian enhancements and safety improvements [Council Priority - Long-Term Land Use Planning and Housing] • Manage Hamilton Avenue/State Route 17 Bicycle Overcrossing project initiation phase (design) 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 (FiveYear) Speed Zone Surveys Project [Council Priority – Community Health and Safety] (Resources – Internal Staff Time)
• Support the preparation of the Citywide Multi-Modal Plan [Operational Need] Item 3.1
Tuesday, May 05, 2026 22 of 101
FY 2027 Preliminary Workplans
• 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]
• 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]
Land Development
• Review development proposals for compliance with the reissued Storm Water Municipal Regional Permit (MRP 3.0), including necessary updates to the Green Infrastructure Plan [Council Priority – Long-Term Land Use Planning and Housing]
• Review and approve land development projects for compliance with City policies adopted plans, and City standard plans and details, and identify associated improvements on public rights-of-way [Operational Need] • Support the Community Development Department in the preparation of the Hamilton Avenue Precise Plan / Public Improvement Plan [Operational Need] (Resources – Internal Staff Time)
• Support SCVURPP in the negotiations for the issuance of the updated Storm Water Municipal Regional Permit (MRP 4.0) [Council Priority – Long-Term Land Use Planning and Housing]
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 9&12, 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 4 new Tesco Battery Backup Systems to have all 43 signalized intersections in the City to have battery backups [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]
Item 3.1
Tuesday, May 05, 2026 23 of 101
FY 2027 Preliminary Workplans
• Support volunteer events such as Keep America Beautiful and Campbell Garage Sale [Operational Need]
• Manage vehicle and equipment purchases and leasing agreements [Operational Need]
• Complete Annual Crack Seal Project [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] • 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
• Complete the relocation of the Adult Center and launch operations in the new facility with a seamless transition for participants and staff. Develop a centralized repository Item 3.1
Tuesday, May 05, 2026 24 of 101
FY 2027 Preliminary Workplans
of local events and volunteer-based recreational opportunities in collaboration with [Council Priority – City Infrastructure]
• Support community engagement throughout the aquatics facility design process to ensure the final project reflects community needs, promotes accessibility and inclusivity, and builds strong public awareness and support in advance of construction. [Council Priority – City Infrastructure]
• 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]
• Evaluate the feasibility and requirements of licensing the preschool program and identify the resources needed to support a high quality, compliant, and sustainable licensed program. [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]
• Expand adaptive and therapeutic recreation programming by assessing community needs, increasing inclusive offerings, strengthening partnerships, and enhancing staff capacity to ensure equitable access for individuals of all abilities. [Operational Need] • Identify abilities. 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]
• Partner with the community to re-establish the Parks and Recreation Foundation as a sustainable fundraising entity that generates resources to support programs, services and capital improvements across the parks and recreation system. [Council Priority – Financial Stability]
Museum
• Increase accessible searchable Museum collection records by 5% [Operational Need]
Item 3.1
Tuesday, May 05, 2026 25 of 101
FY 2027 Preliminary General Fund Operating Budget - as of 05-05-26 REVENUES by Type FY 2025 Actuals FY 2026 Adopted FY 2026 Projected FY 2027 Prelim Annual Growth ($) Annual Growth (%) Annual Growth ($) Annual Growth (%) Property Tax $ 22,948,184 $ 23,761,700 $ 24,542,000 $ 25,595,700 $ 1,834,000 7.72% $ 1,053,700 4.29% Sales & Use Taxes $ 18,013,882 $ 16,071,437 $ 15,756,028 $ 16,084,453 $ 13,016 0.08% $ 328,425 2.08% Other Taxes $ 7,204,974 $ 7,055,100 $ 6,850,200 $ 7,073,600 $ 18,500 0.26% $ 223,400 3.26% Licenses and Permits $ 7,466,372 $ 6,813,086 $ 6,824,086 $ 7,976,865 $ 1,163,779 17.08% $ 1,152,779 16.89% Fines/Forfeits/Penalties $ 72,326 $ 105,100 $ 105,100 $ 105,100 $ - 0.00% $ - 0.00% Investments Income $ 1,075,611 $ 1,163,900 $ 1,163,900 $ 1,198,800 $ 34,900 3.00% $ 34,900 3.00% Intergovernmental Revenue $ 1,400,870 $ 1,489,210 $ 1,378,210 $ 1,372,530 $ (116,680) -7.84% $ (5,680) -0.41% Charges for Service $ 6,395,809 $ 6,412,442 $ 5,937,277 $ 6,512,175 $ 99,733 1.56% $ 574,898 9.68% Leases & Rentals $ 3,092,023 $ 3,087,143 $ 3,255,700 $ 3,296,400 $ 209,257 6.78% $ 40,700 1.25% Miscellaneous Revenues $ 272,080 $ 199,649 $ 243,699 $ 229,940 $ 30,291 15.17% $ (13,759) -5.65% Other Revenues $ 95,360 $ 103,000 $ 103,000 $ 106,100 $ 3,100 3.01% $ 3,100 3.01% OFS - Operating Transfers In $ 6,604,953 $ 2,180,245 $ 581,148 $ 204,334 $ (1,975,911) -90.63% $ (376,814) -64.84% OFS - Committed / Assigned Reserves $ 917,499 $ 581,148 $ 3,442,880 $ 1,562,650 $ 981,502 168.89% $ (1,880,230) -54.61% TOTAL REVENUES $ 75,559,945 $ 69,023,160 $ 70,183,229 $ 71,318,647 $ 2,295,487 3.33% $ 1,135,419 1.62% EXPENDITURES by Type FY 2025 Actuals FY 2026 Adopted FY 2026 Projected FY 2027 Prelim Annual Growth ($) Annual Growth (%) Annual Growth ($) Annual Growth (%) Salaries $ 22,792,073 $ 24,136,867 $ 22,997,836 $ 23,751,701 $ (385,166) -1.60% $ 753,865 3.28% Benefits $ 14,407,237 $ 14,426,469 $ 14,426,469 $ 14,956,274 $ 529,805 3.67% $ 529,805 3.67% Supplies & Services $ 25,004,827 $ 24,618,643 $ 27,017,562 $ 27,280,427 $ 2,661,785 10.81% $ 262,866 0.97% Rents & Leases $ 1,693,453 $ 1,672,837 $ 1,672,837 $ 1,672,837 $ - 0.00% $ - 0.00% Other Charges $ 481,817 $ 412,700 $ 412,700 $ 412,700 $ - 0.00% $ - 0.00% Capital Outlay $ 90,382 $ 46,000 $ 62,723 $ 46,000 $ - 0.00% $ (16,723) -26.66% Operating Transfers Out $ 2,588,743 $ 2,437,400 $ 2,497,902 $ 3,621,200 $ 1,183,800 48.57% $ 1,123,298 44.97% Capital Transfers Out $ 2,164,572 $ 1,272,245 $ 1,095,200 $ 2,562,650 $ 1,290,405 101.43% $ 1,467,450 133.99% TOTAL EXPENDITURES $ 69,223,103 $ 69,023,160 $ 70,183,229 $ 74,303,789 $ 5,280,629 7.65% $ 4,120,561 5.87% EXPENDITURES by Department FY 2025 Actuals FY 2026 Adopted FY 2026 Projected FY 2027 Prelim Annual Growth ($) Annual Growth (%) Annual Growth ($) Annual Growth (%) City Council $ 415,738 $ 396,951 $ 396,951 $ 398,277 $ 1,326 0.33% $ 1,326 0.33% City Manager's Office $ 2,961,720 $ 3,250,932 $ 3,463,203 $ 3,285,133 $ 34,201 1.05% $ (178,070) -5.14% City Clerk's Office $ 765,432 $ 690,602 $ 690,602 $ 933,465 $ 242,863 35.17% $ 242,863 35.17% Recreation & Comm Srvcs $ 7,265,631 $ 7,511,999 $ 7,457,337 $ 7,613,833 $ 101,834 1.36% $ 156,496 2.10% Finance $ 2,550,314 $ 2,409,309 $ 2,414,896 $ 2,699,976 $ 290,667 12.06% $ 285,080 11.81% Community Development $ 4,677,682 $ 4,629,423 $ 5,353,722 $ 5,248,311 $ 618,888 13.37% $ (105,411) -1.97% Legal Services $ 899,439 $ 712,927 $ 974,927 $ 838,533 $ 125,605 17.62% $ (136,395) -13.99% Police Department $ 23,507,396 $ 24,322,766 $ 24,704,577 $ 25,112,636 $ 789,870 3.25% $ 408,060 1.65% Fire Services $ 11,226,931 $ 11,682,745 $ 11,682,745 $ 12,060,097 $ 377,352 3.23% $ 377,352 3.23% Public Works $ 6,955,496 $ 7,046,825 $ 7,705,303 $ 7,540,650 $ 493,825 7.01% $ (164,653) -2.14% Non-Departmental (Other) $ 7,997,325 $ 6,368,681 $ 5,338,967 $ 8,572,879 $ 2,204,198 34.61% $ 3,233,912 60.57% TOTAL EXPENDITURES $ 69,223,103 $ 69,023,160 $ 70,183,229 $ 74,303,789 $ 5,280,629 7.65% $ 4,120,561 5.87% Revenues vs. Expenditures $ 6,336,842 $ - $ - $ (2,985,142) Compared to FY 2026 Adopted Compared to FY 2026 Projected Item 3.1
Tuesday, May 05, 2026 26 of 101
Proposed New One-Time General Fund Expenditures in FY 2027 Greater than or Equal to $10,000
Short Description Department GL Account Amount Potential Deferral
Notes Council Priority
Election Expenses City Clerk 101.511.7436 $ 230,000 No November 2026 Council Elections and County Measures / Elections Operational ERP Needs Assessment Consultant Finance 101.535.7430 $ 100,000 Maybe Per Proposed FY 2027 Workplan, partnering with a consultant to do a ERP needs assessment prior to a potential RFP issued in FY 2028. Could possibly be deferred to mid-year, but it continues to push the ERP project further.
Financial Stability
User Fee Study Update Finance 101.535.7430 $ 40,000 No Per Proposed FY 2027 Workplan, partnering with a consultant to do a comprehensive user fee study as recommended by best practice every 3 to 5 years.
Financial Stability
SB 79 TOD Alternative Plan CDD 101.552.7430 $ 200,000 Maybe Subject to refined costing analysis and RFP process. Long-Term Land Use Planning and Housing Community Center Painting (One-Time) PW 101.780.7428 $ 60,000 Maybe Refreshing old paint in several CCC buildings. Could this be deferred though? City Infrastructure TOTAL Yes $ -
Long-Term Land Use Planning and Housing $ 200,000 No $ 270,000.00 City Infrastructure $ 60,000 Maybe $ 360,000.00
Financial Stability $ 140,000 TOTAL 630000
Sustainability $ -
Community Health and Safety $ -
Operational $ 230,000
TOTAL ONE-TIME REQUESTS $ 630,000
Item 3.1
Tuesday, May 05, 2026 27 of 101
Proposed New or Increased Recurring General Fund Expenditures in FY 2027 Greater than or Equal to $10,000
Short Description Department GL Account Amount New/Increase Notes Council Priority Contracted Security - CCC rentals RCS 101.527.7432 $ 13,725 Increase Offset by fees. Operational Heritage Theatre Professional Services RCS 101.529.7430 $ 48,833 Increase Contractual increase for Theatre Management as well as increase in both contractual event staffing costs and reimbursable staffing costs; offset by $15,000 decrese in custodial services under 101.529.7432.
Operational
Payment for Contract Class/Camp Instructors RCS 101.531.7432 $ 37,000 Increase Payment to all contracted sports orgs: Skyhawks, WCS, Futsal Kings, TDA, Ca Fencing Academy. Several contracts added camps/classes and increased fees. Offset partially by $8,800 decrease in Youth / Adult League referees under the same account.
Operational
General & Arbitrage Rebate Consulting for Measure O Bond Issuance
Finance 101.535.7430 $ 17,500 New Ad hoc consulting on potential debt issuances and well as needed ongoing professional services to calculate any arbitrage rebate owed to the IRS on unspent Measure O bond funds through project completion.
Financial Stability
Insurance Premiums for General Liability and Property
Coverages
Non-Departmental 101.540.7433 $ 115,560 Increase PLAN JPA Preliminary Budget from 03-30-26 given current state of insurance market. Final premium numbers will be known late May or early June.
Financial Stability
UAL Payment to CalPERS Non-Departmental Various $ 630,179 Increase Increased CalPERS UAL payment for FY 2027; raising total annual amount to $7.47 million in FY 2027. Cost is spread across each department and fund based on pension tiers of employees charged to those departments and funds Financial Stability
Contract Planning Staff CDD 101.551.7430 $ 25,000 Increase Ongoing need due to work volume and staff vacancies at the Planner level - max of 1,000 hours over FY 26
Long-Term Land Use Planning and Housing
County Weed Abatement Program CDD 101.551.7430 $ 27,000 New This is cost to the City because of reduced number of properties using the service. This can be eliminated if we forgo the County program, but that would add internal staff workload
Community Health and Safety
Additional Legal Services City Attorney 101.560.7430 $ 120,000 Increase Increased due to ongoing litigation needing additional outside legal assistance including Measure K litigation. At some point, it shold decrease, but other new cases may also arise in the future.
Financial Stability
Overtime - PD Communications PD 101.602.7003 $ 100,000 Increase Increase in overtime expenses due to vacancies and other operational factors. Community Health and Safety Central Square (TriTech) CAN/NIBRS Maintenance PD 101.602.7430 $ 16,000 Increase Increased annual licening and maintenance costs for CAN/NIBRS. Community Health and Safety Online Reporting PD 101.603.7430 $ 12,000 Increase Increased costs for online reporting in records. Community Health and Safety Contractual Crossing Guards (To Share with School Districts) PD 101.604.7430 $ 26,000 Increase Increased costs for Crossing Guard servcices, but offset by 50% split with the School District on revenue side.
Community Health and Safety
Axon Contract PD 101.605.7430 $ 250,000 Increase Increased costs for consolidated Axon contract. Full costing is $336,000, but offset by $86,000 in decreased costs previously budgeted under other accounts and line items. $177,000 also formerly shown as annual cost under CIPR capital budget.
Community Health and Safety
Santa Clara County Fire Department (SCCFD) Service Contract FS 101.610.7432 $ 377,352 Increase Contractual cost increases for County Fire Services. Community Health and Safety Temporary Staffing in PW Engineering PW 101.730.7002 $ 80,000 Increase Increased temporary staffing needs for Engineering Assistant (Intern), Engineering Technician, and Project Manager / Inspector.
Operational
SERVICE AGREEMENTS: Janitorial Services (Citywide)- IMPEC PW 101.780.7432 $ 200,000 Increase Increased costs of new janitorial contract after recent RFP. Also adds costs for new public safety building.
Operational
General Fund Operating Transfer Out to LLD Fund Non-Departmental 101.980.9899 $ 930,600 Increase General Fund Operational Support of Lighting and Landscape District Fund (#207). Transfer out from General Fund to LLD Fund necessary to keep fund in the black, but long-term solutions are needed to either reduce expenditures / services and/or increase tax or fee revenue going into the fund annually. It is not self-supporting. For past few fiscal years have drawing down accumulated fund balance to support associated operations, but those balances are now exhausted.
Operational
Item 3.1
Tuesday, May 05, 2026 28 of 101
Proposed New or Increased Recurring General Fund Expenditures in FY 2027 Greater than or Equal to $10,000
Short Description Department GL Account Amount New/Increase Notes Council Priority General Fund Operating Transfer Out to IT Fund Non-Departmental 101.980.9899 $ 254,400 Increase General Fund Operational Support of Information Technology Fund (#647).
Transfer out from General Fund to IT Fund necessary to keep fund in the black, but long-term solutions are needed to either reduce expenditures / services and/or increase internal service fund charge revenue to it. But those internal service charges would also mainly be borne by the General Fund. Thus, recommended solution is to increase revenue in General Fund so that there is necessary funding to support necessary internal services such as IT.
Operational
CIPR Carryover Projects Non-Departmental 101.990.9999 $ 790,405 Increase Increased CIPR Capital Projects offset in full by a like draw of accumulated CIPR balance on revenue side.
City Infrastructure
CIPR Set Aside (New) Non-Departmental 101.990.9999 $ 450,000 Increase Increased General Fund support of new CIPR projects to get towards annual $1.5 million funding target goal for new CIPR projects. FY 2027 total after increase would be $1,000,000; with FY 2026 total being $550,000.
City Infrastructure
Construction Tax Carryover Projects Non-Departmental 101.990.9999 $ 50,000 Increase Increased Construction Tax Capital Projects offset by a like draw of accumulated Construction Tax balance on revenue side.
City Infrastructure
TOTAL $ -
Long-Term Land Use Planning and Housing $ 25,000 $ 2,649,375.00 City Infrastructure $ 1,290,405 $ 107,000.00
Financial Stability $ 883,239 2756375
Sustainability $ -
Community Health and Safety $ 808,352
Operational $ 1,564,558
TOTAL RECURRING REQUESTS $ 4,571,554
Item 3.1
Tuesday, May 05, 2026 29 of 101
Capital Improvement Plan
This section of the budget contains the City's Proposed Five-Year Capital Improvement Plan (CIP). It also provides specific 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 identifies anticipated project expenditures of 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 the 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 first year receive budgetary appropriations as part of the FY 2027 budget approval process.
Summary
As shown below, the Proposed 2027-2031 CIP contains 77 projects, of which 9 are new, an additional 38 have appropriations within the five-year plan, and 30 projects are carried over from prior years with no additional appropriations requested.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Overview
Item 3.1
Tuesday, May 05, 2026 30 of 101
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Overview
Item 3.1
Tuesday, May 05, 2026 31 of 101
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Overview
Item 3.1
Tuesday, May 05, 2026 32 of 101
Project Funding Sources
Revenue for project expenditures comes from a number of funding sources, both restricted and discretionary. The Proposed Five-Year CIP totals $75.0 million. Nearly 21% of the Proposed 2027-2031 CIP budget is for the Measure O – Civic Center Improvements project. This project is a nearly $64 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 project balance is $15.6 million. Measure O funds are restricted funds whose expenditures are to be reviewed by an Oversight Committee appointed by the City Council.
The remaining $59.4 million in the 2027-2031 Proposed CIP budget comprises the following sources: Grant / Private funds which are restricted for specific uses, such as a County VTA grant for the widening of the Hamilton Avenue Highway 17 Southbound Off-ramp, totaling $28.2 million (38%); Vehicle Impact Fees are contributing a total of $4.6 million (6%) towards annual street maintenance; Gas Tax (SB1) funds are providing an additional $9.9 million (13%) towards annual street maintenance work; Parkland Dedication fees to pay for improvement projects at various parks or recreational facilities are funding a total of $7.9 million (10%); Capital Improvement Plan Reserves (CIPR) are contributing $8.1 million (11%); and Construction Tax and Environmental Service Funds are providing $0.7 million (1%) of the total $75.0 million in the Proposed Five-year CIP.
The CIPR, which is part of the General Fund, is the City's most flexible 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 fiscal 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 $1,000,000 in FY2027 and $1,500,000 in each subsequent year thereafter.
Planning Commission Review
The Planning Commission will hold a Public Hearing to consider the Proposed CIP on May 12, 2026. During that meeting, the Commission will determine if the five-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 2027-2031 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 reflected 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 significant operating budget impact. Existing work plans, ongoing programs and service level requirements were taken into consideration in project scheduling.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Overview
Item 3.1
Tuesday, May 05, 2026 33 of 101
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 financing
Consequences of not completing the project (e.g., public safety) Exhibits:
1. Financial Summary
2. FY 2027 Funded Projects (One-year plan)
3. List of Carryovers
4. Funding Schedule
5. Unfunded List
Appendix:
1. Capital Project Descriptions
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Overview
Item 3.1
Tuesday, May 05, 2026 34 of 101
CIP Summaries - Sorted by Category
The following tables sort each capital project by category. Of the adopted $75.0 million, $14.3 million will be invested towards the Community Center, $2.5 million towards Parks & Open Space, $21.0 million towards Public Facility Buildings, $0.2 million towards Equipment and $37.0 million towards Streets & Signals.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Financial Summary
Item 3.1
Tuesday, May 05, 2026 35 of 101
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Financial Summary
Item 3.1
Tuesday, May 05, 2026 36 of 101
FY2027 Proposed Capital Projects
Projects that require new or additional appropriations for FY2027 are as follows. These appropriations will be formally adopted by City Council on June 14, 2026. Projects with carryover appropriations that were previously approved do not require re-approval, but may be modified by Council if desired.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA One Year Plan
Item 3.1
Tuesday, May 05, 2026 37 of 101
FY2027 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 modified by Council if desired.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA List of Carryovers
Item 3.1
Tuesday, May 05, 2026 38 of 101
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA List of Carryovers
Item 3.1
Tuesday, May 05, 2026 39 of 101
CIP Funding Schedule
FY 2027 Through FY 2031
The following tables sort each project by funding source and detail the timing of funding within the Five-Year CIP.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Funding Schedule
Item 3.1
Tuesday, May 05, 2026 40 of 101
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Funding Schedule
Item 3.1
Tuesday, May 05, 2026 41 of 101
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Funding Schedule
Item 3.1
Tuesday, May 05, 2026 42 of 101
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Funding Schedule
Item 3.1
Tuesday, May 05, 2026 43 of 101
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Funding Schedule
Item 3.1
Tuesday, May 05, 2026 44 of 101
Unfunded Projects - Sorted by Category
Streets and Signals
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Unfunded List
Item 3.1
Tuesday, May 05, 2026 45 of 101
Community Center
Parks and Open Space
Public Facility - Building
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Unfunded List
Item 3.1
Tuesday, May 05, 2026 46 of 101
Public Facility - Equipment
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Unfunded List
Item 3.1
Tuesday, May 05, 2026 47 of 101
Annual Accessibility Ramps - FY31
Overview
Request Owner Amy Olay, Public Works Director
Department Public Works
Type Capital Improvement
Project Number 31-FF
Estimated Start
Date
07/1/2030
Estimated
Completion Date
06/30/2031
Project Location
Campbell City Hall
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
Priority: Medium (Get to it when you can)
Useful Life: 20 years
Type of Project: Improvement
Funding Type: New
Projected Carryover: N/A
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; and General Plan Goal T-4 - Implement Best Transportation Practices in New Developments.
Possible Alternative Solutions
1. Reduce or increase the number of ramps for installation each year.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual Accessibility Ramps - FY31
Item 3.1
Tuesday, May 05, 2026 48 of 101
Capital Cost
FY2027 Budget
$0
Total Budget (all years)
$50K
Project Total
$50K
Funding Sources
FY2027 Budget
$0
Total Budget (all years)
$50K
Project Total
$50K
Detailed Breakdown
Category
FY2031
Requested
Construction $45,000
Staff Personnel Costs $5,000
Total $50,000
Detailed Breakdown
Category
FY2031
Requested
Construction Tax $50,000
Total $50,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual Accessibility Ramps - FY31
Item 3.1
Tuesday, May 05, 2026 49 of 101
Annual ADA Transition Plan Improvements -
FY31
Overview
Request Owner Amy Olay, Public Works Director
Department Public Works
Type Capital Improvement
Project Number 31-HH
Estimated Start
Date
07/1/2030
Estimated
Completion Date
06/30/2031
Project Location
Campbell City Hall
Description
Consistent with the City's Americans with Disability Act (ADA) Transition Plan, this project continues to implement identified improvements at the Community Center, Service Center, City Hall, and other City facilities. Scope of work includes modifications to doors, bathroom fixtures, and public counters.
Details
Program (Budget Unit): 730
Priority: High (Can function without it, but not very well) Useful Life: 20 years
Type of Project: Improvement
Funding Type: New
Projected Carryover: N/A
Relationship to Strategic Goals and Objectives
This project will support:
Strategic Plan Objective 5.3 - Safe, attractive, and efficient parks and buildings that operate for maximum community use, benefit, 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
1. Phase improvements and revise funding levels.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual ADA Transition Plan Improvements - FY31
Item 3.1
Tuesday, May 05, 2026 50 of 101
Capital Cost
FY2027 Budget
$0
Total Budget (all years)
$50K
Project Total
$50K
Funding Sources
FY2027 Budget
$0
Total Budget (all years)
$50K
Project Total
$50K
Detailed Breakdown
Category
FY2031
Requested
Construction $50,000
Total $50,000
Detailed Breakdown
Category
FY2031
Requested
CIPR $50,000
Total $50,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual ADA Transition Plan Improvements - FY31
Item 3.1
Tuesday, May 05, 2026 51 of 101
Annual Street Maintenance - FY31
Overview
Request Owner Amy Olay, Public Works Director
Department Public Works
Type Capital Improvement
Project Number 31-BB
Estimated Start
Date
07/1/2030
Estimated
Completion Date
12/31/2031
Project Location
Campbell City Hall
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, satisfied through the use of CIPR and Vehicle Impact Fees.
Details
Program (Budget Unit): 730
Priority: High (Can function without it, but not very well) Useful Life: 20 years
Type of Project: Resurface Current Street, Road or
Sidewalk
Funding Type: New
Projected Carryover: N/A
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; and General 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
1. Only pursue stop-gap maintenance.
2. Reduce the project limits resulting in decreased Pavement Condition Index (PCI).
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual Street Maintenance - FY31
Item 3.1
Tuesday, May 05, 2026 52 of 101
Capital Cost
FY2027 Budget
$0
Total Budget (all years)
$2.61M
Project Total
$2.61M
Funding Sources
FY2027 Budget
$0
Total Budget (all years)
$2.61M
Project Total
$2.61M
Detailed Breakdown
Category
FY2031
Requested
Construction $2,187,000
Professional Services $75,000
Staff Personnel Costs $350,000
Total $2,612,000
Detailed Breakdown
Category
FY2031
Requested
CIPR $200,000
Measure B $797,000
SB1 $1,100,000
VIF (Building) $300,000
VRF $215,000
Total $2,612,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual Street Maintenance - FY31
Item 3.1
Tuesday, May 05, 2026 53 of 101
Annual Bike/Pedestrian and Traffic Safety
Improvements - FY31
Overview
Request Owner Matthew Jue, Traffic Engineer
Department Public Works
Type Capital Improvement
Project Number 31-JJ
Estimated Start
Date
07/1/2030
Estimated
Completion Date
06/30/2033
Project Location
70 North First Street
Description
This annual project provides minor improvements to streets and signals to increase safety as deemed necessary by the City's Traffic Engineer and City Engineer. This project also constructs Class II bike lanes, sidewalks, paths, and other improvements to enhance pedestrian 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
Priority: Medium (Get to it when you can)
Useful Life: 20 years
Type of Project: Improvement
Funding Type: New
Projected Carryover: N/A
Relationship to Strategic Goals and Objectives
This project will support:
Strategic Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles; General Plan Goal T-1 - Create a Complete Streets network that accommodates all users; General Plan Goal T-6 - Provide well-maintained and safe streets; 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; and General Plan Goal CHW-6 - Protect the diversity, safety, and beauty of the city's neighborhoods.
Possible Alternative Solutions
1. Allow the current conditions to remain.
2. Submit each minor project/improvement to the City Council for approval.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual Bike/Pedestrian and Traffic Safety Improvements - FY31 Item 3.1
Tuesday, May 05, 2026 54 of 101
Capital Cost
FY2027 Budget
$0
Total Budget (all years)
$65K
Project Total
$65K
Funding Sources
FY2027 Budget
$0
Total Budget (all years)
$65K
Project Total
$65K
Detailed Breakdown
Category
FY2031
Requested
Construction $60,000
Staff Personnel Costs $5,000
Total $65,000
Detailed Breakdown
Category
FY2031
Requested
Construction Tax $25,000
TDA $40,000
Total $65,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual Bike/Pedestrian and Traffic Safety Improvements - FY31 Item 3.1
Tuesday, May 05, 2026 55 of 101
Campbell City Hall Honeywell HVAC Controls
Installation
Overview
Request Owner Dave Fanucchi, Building
Maintenance Supervisor
Department Building Maintenance
Type Capital Improvement
Project Number 27-CC
Estimated Start
Date
07/6/2026
Estimated
Completion Date
06/30/2027
Project Location
70 North First Street
Description
The project will provide a new HVAC control system software in City Hall with Honeywell HVAC Controls & Specifications to allow City-controlled monitoring and network protection. Similar systems have been installed in Community Center wings and buildings, as well in the renovated Library and new PD Operations Building.
The current and outdated Alerton HVAC controls associated with City Hall continue to have persistent failures that are costing the City expensive service repairs and higher energy costs. Working with IT, staff also needs to replace the system because the current controls are operating on outdated software which is a potential security threat to the City's IT network. Further, the new Honeywell HVAC controls will allow more efficient and effective heating and cooling within the spaces, reducing energy use and increasing utility cost savings.
Details
Program (Budget Unit): 780
Priority: Critical (Can't do without it)
Useful Life: 30
Type of Project: Replacement
Funding Type: New
Relationship to Strategic Goals and Objectives
This project will support:
Strategic Plan Objectives 5.3 - Safe, attractive, and efficient parks and buildings that operate for maximum community use, benefit, and enjoyment.
Possible Alternative Solutions
1. Continue to repair the outdated Alerton system until no longer plausible or system parts become obsolete. As of March 2026, it is no longer plausible to repair a system that is continually failing with outdated unsupported software and hardware. The recommendation is to install the Honeywell controls system that will bring back the balance of HVAC operations.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Campbell City Hall Honeywell HVAC Controls Installation Item 3.1
Tuesday, May 05, 2026 56 of 101
Other Cost Savings (If Applicable)
Cost savings is estimated to be over $400,000. That is the cost to continue to repair the existing system which has been proven to be unreliable.
Supplemental Attachments
Quote for Replacement
Capital Cost
FY2027 Budget
$300K
Total Budget (all years)
$300K
Project Total
$300K
Funding Sources
FY2027 Budget
$300K
Total Budget (all years)
$300K
Project Total
$300K
Cost Savings
FY2027 Budget
$50K
Total Budget (all years)
$320K
Project Total
$320K
Detailed Breakdown
Category
FY2027
Requested
Construction $300,000
Total $300,000
Detailed Breakdown
Category
FY2027
Requested
CIPR $300,000
Total $300,000
Detailed Breakdown
Category
FY2027
Requested
FY2028
Requested
FY2029
Requested
FY2030
Requested
FY2031
Requested
Total
Maintenance $50,000 $50,000 $75,000 $125,000 $20,000 $320,000 Total $50,000 $50,000 $75,000 $125,000 $20,000 $320,000 FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Campbell City Hall Honeywell HVAC Controls Installation Item 3.1
Tuesday, May 05, 2026 57 of 101
Hamilton Avenue/Highway 17 Bicycle
Overcrossing Project Initiation Document
(PID)
Overview
Request Owner Matthew Jue, Traffic Engineer
Department Public Works
Type Capital Improvement
Project Number 27-LL
Estimated Start
Date
07/1/2026
Estimated
Completion Date
06/30/2028
Project Location
Description
The Hamilton Avenue/State Route 17 Bicycle Overcrossing Project Initiation Document (PID) Project will engage Caltrans regarding the purpose and need for the Hamilton Avenue/State Route 17 Bicycle Overcrossing Project. The PID will identify the project scope, estimated costs, potential impacts, schedule, and feasibility for funding.
Details
Program (Budget Unit): 720
Priority: Medium (Get to it when you can)
Useful Life: 10 years
Type of Project: Improvement
Funding Type: New
Projected Carryover: N/A
Relationship to Strategic Goals and Objectives
This project will support:
Strategic Plan Objectives 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles.
Possible Alternative Solutions
1. Pursue improvements on the existing Hamilton Avenue bridge and at the Hamilton Avenue/State Route 17 interchange ramps.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Hamilton Avenue/Highway 17 Bicycle Overcrossing Project Initiation Document (PID) Item 3.1
Tuesday, May 05, 2026 58 of 101
Capital Cost
FY2027 Budget
$500K
Total Budget (all years)
$500K
Project Total
$500K
Funding Sources
FY2027 Budget
$500K
Total Budget (all years)
$500K
Project Total
$500K
Detailed Breakdown
Category
FY2027
Requested
Professional Services $430,000
Staff Personnel Costs $70,000
Total $500,000
Detailed Breakdown
Category
FY2027
Requested
Measure B $350,000
VIF (Building) $150,000
Total $500,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Hamilton Avenue/Highway 17 Bicycle Overcrossing Project Initiation Document (PID) Item 3.1
Tuesday, May 05, 2026 59 of 101
ITS Mobility and Safety Improvements Phase
1 Overview
Request Owner Matthew Jue, Traffic Engineer
Department Public Works
Type Capital Improvement
Project Number 27-AA
Estimated Start
Date
07/1/2026
Estimated
Completion Date
06/30/2028
Project Location
70 North First Street
Description
Funded by a Vehicle Registration Fee (VRF) grant, this project will upgrade traffic signal controllers at six intersections, retime East Hamilton Avenue signals (9 intersections), replace existing pedestrian push buttons with accessible pedestrian signal (APS) buttons (33 intersections), replace countdown pedestrian signals (40 intersections), and purchase Synchro/SimTraffic software.
Images
ITS equipment.jpg
Details
Program (Budget Unit): 720
Priority: Medium (Get to it when you can)
Useful Life: 20 years
Type of Project: Replacement
Funding Type: New
Projected Carryover: N/A
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 3.7 - Streetes that operate efficiently and effectively; and General Plan Goal T-1 - Create a Complete Streets network that accommodates all users.
Possible Alternative Solutions
1. Do nothing.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA ITS Mobility and Safety Improvements Phase 1
Item 3.1
Tuesday, May 05, 2026 60 of 101
2. Install APS as part of CIP projects and/or private development projects.
Other Funding Sources (If Applicable)
Note that the funding source is VTA's VRF-ITS Program, which is different from the VRF funds used for paving.
Capital Cost
FY2027 Budget
$500K
Total Budget (all years)
$500K
Project Total
$500K
Funding Sources
FY2027 Budget
$500K
Total Budget (all years)
$500K
Project Total
$500K
Detailed Breakdown
Category
FY2027
Requested
Construction $440,000
Design $20,000
Professional Services $40,000
Total $500,000
Detailed Breakdown
Category
FY2027
Requested
VRF $500,000
Total $500,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA ITS Mobility and Safety Improvements Phase 1
Item 3.1
Tuesday, May 05, 2026 61 of 101
Miscellaneous Storm Drainage
Improvements - FY31
Overview
Request Owner Amy Olay, Public Works Director
Department Public Works
Type Capital Improvement
Project Number 31-EE
Estimated Start
Date
07/1/2030
Estimated
Completion Date
06/30/2031
Project Location
Campbell City Hall
Description
This biennial maintenance project provides minor drainage improvements to streets to increase safety and decrease pavement deterioration. Environmental Services Funds support this project.
Details
Program (Budget Unit): 730
Priority: Medium (Get to it when you can)
Useful Life: 20 years
Type of Project: Improvement
Funding Type: New
Projected Carryover: N/A
Relationship to Strategic Goals and Objectives
This project will support:
Strategic Plan Objective 3.4 - Streets that are safe, clean, and well-maintained; Strategic Plan Objective 3.6 - Streets that serve the needs of adjacent land uses; and General Plan Goal CSF-5 - Design and maintain attractive, efficient, and environmentally sound storm drain systems to accommodate runoff from existing and projected development and prevent property damage due to flooding.
Possible Alternative Solutions
1. Allow the current conditions to remain and continue stop gap maintenance efforts.
2. Submit each individual location/project site and improvement to the City Council for approval.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Miscellaneous Storm Drainage Improvements - FY31
Item 3.1
Tuesday, May 05, 2026 62 of 101
Capital Cost
FY2027 Budget
$0
Total Budget (all years)
$50K
Project Total
$50K
Funding Sources
FY2027 Budget
$0
Total Budget (all years)
$50K
Project Total
$50K
Detailed Breakdown
Category
FY2031
Requested
Construction $43,000
Staff Personnel Costs $7,000
Total $50,000
Detailed Breakdown
Category
FY2031
Requested
Environmental Services $50,000
Total $50,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Miscellaneous Storm Drainage Improvements - FY31
Item 3.1
Tuesday, May 05, 2026 63 of 101
Annual Sidewalk, Curb, & Gutter
Improvements - FY31
Overview
Request Owner Ron Taormina, PW
Superintendent
Department Public Works
Type Capital Improvement
Project Number 31-GG
Estimated Start
Date
07/1/2030
Estimated
Completion Date
06/30/2031
Project Location
Description
This annual project proposes to replace newly damaged sidewalks that are identified for replacement or grinding. The City uses concrete and no longer uses asphalt as sidewalk replacement material when removing sections of sidewalk. Sidewalk grinds are performed on raised sidewalks where the sidewalk deflection is less than 1 and 1/2 inches. Curb and gutters are replaced in kind when the damaged or raised curb and gutter prohibits safe pedestrian access to travel ways. These locations are typically at intersections or in front of crosswalks. Curb and gutter water flow issues are not criteria for replacement under this ongoing maintenance project proposal.
Details
Program (Budget Unit): 760
Priority: High (Can function without it, but not very well) Useful Life: 20
Type of Project: Improvement
Funding Type: New
Projected Carryover: N/A
Relationship to Strategic Goals and Objectives
This project will support:
Strategic Plan Objective 3.1 - Safe residential neighborhoods; Strategic Plan Objective 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles; General Plan Goal T-1 - Create a Complete Streets network that accommodates all users; General Plan Goal T-6 - Provide well maintained and safe streets; 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; and 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.
Possible Alternative Solutions
1. Continue to replace damaged sidewalk with asphalt.
2. Do not replace any curb and gutter.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual Sidewalk, Curb, & Gutter Improvements - FY31
Item 3.1
Tuesday, May 05, 2026 64 of 101
Capital Cost
FY2027 Budget
$0
Total Budget (all years)
$75K
Project Total
$75K
Funding Sources
FY2027 Budget
$0
Total Budget (all years)
$75K
Project Total
$75K
Detailed Breakdown
Category
FY2031
Requested
Construction $75,000
Total $75,000
Detailed Breakdown
Category
FY2031
Requested
CIPR $75,000
Total $75,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Annual Sidewalk, Curb, & Gutter Improvements - FY31
Item 3.1
Tuesday, May 05, 2026 65 of 101
City Facilities Roof Replacement
Overview
Request Owner Dave Fanucchi, Building
Maintenance Supervisor
Department Public Works
Type Capital Improvement
Project Number 24-TT
Estimated Start
Date
08/1/2022
Estimated
Completion Date
06/30/2030
Project Location
Description
Remove and replace existing roof materials that are in decline due to age and passing their respective life expectancy.
Details
Program (Budget Unit): 780
Priority: Critical (Can't do without it)
Useful Life: 30 years
Type of Project: Replacement
Funding Type: Previously Approved - Additional Funding
Requested
Projected Carryover: $20,450
Relationship to Strategic Goals and Objectives
This project will support:
Strategic Plan Objective 5.3 - Safe, attractive, and efficient parks and buildings that operate for maximum community use, benefit, and enjoyment.
Possible Alternative Solutions
1. Continue to patch areas that are prone to leaks during rainy weather. However, the comprehensive reports written show that piecemeal patching of areas may no longer work as the existing roofing materials have outlived their respective life expectancy.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA City Facilities Roof Replacement
Item 3.1
Tuesday, May 05, 2026 66 of 101
Capital Cost
FY2027 Budget
$450K
Total Budget (all years)
$2.77M
Project Total
$2.77M
Funding Sources
FY2027 Budget
$450K
Total Budget (all years)
$2.77M
Project Total
$2.77M
Cost Savings
FY2027 Budget
$50K
Total Budget (all years)
$450K
Project Total
$450K
Detailed Breakdown
Category
FY2027
Requested
FY2028
Requested
FY2029
Requested
FY2030
Requested
FY2031
Requested
Total
Construction $450,000 $700,000 $600,000 $575,000 $440,000 $2,765,000 Total $450,000 $700,000 $600,000 $575,000 $440,000 $2,765,000 Detailed Breakdown
Category
FY2027
Requested
FY2028
Requested
FY2029
Requested
FY2030
Requested
FY2031
Requested
Total
CIPR $450,000 $700,000 $600,000 $575,000 $440,000 $2,765,000 Total $450,000 $700,000 $600,000 $575,000 $440,000 $2,765,000 Detailed Breakdown
Category
FY2027
Requested
FY2028
Requested
FY2029
Requested
FY2030
Requested
FY2031
Requested
Total
Maintenance $50,000 $50,000 $50,000 $150,000 $150,000 $450,000 Total $50,000 $50,000 $50,000 $150,000 $150,000 $450,000 FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA City Facilities Roof Replacement
Item 3.1
Tuesday, May 05, 2026 67 of 101
Civic Center Improvements - Shared Costs
Overview
Request Owner Francisco Castellanos, Senior
Public Works Project Manager
Department City Manager
Type Capital Improvement
Project Number 21-MM
Estimated Start
Date
07/1/2020
Estimated
Completion Date
12/31/2026
Project Location
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 construction management of the Measure O program.
Details
Program (Budget Unit): 518
Priority: High (Can function without it, but not very well) Useful Life: 30 years
Type of Project: New Construction
Funding Type: Previously Approved - Additional Funding
Requested
Projected Carryover: $971,904
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 costefficient 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 efficient parks and buildings that operate for maximum community use, benefit, and enjoyment.
Possible Alternative Solutions
1. 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 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 fiscal year ended June 30, 2025:
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Civic Center Improvements - Shared Costs
Item 3.1
Tuesday, May 05, 2026 68 of 101
$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
FY2027 Budget
$233K
Total Budget (all years)
$233K
Project Total
$233K
Funding Sources
FY2027 Budget
$0.1
Total Budget (all years)
$0.1
Project Total
$0.1
Detailed Breakdown
Category
FY2027
Requested
Staff Personnel Costs $233,455
Total $233,455
Detailed Breakdown
Category
FY2027
Requested
Other $0
Total $0
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Civic Center Improvements - Shared Costs
Item 3.1
Tuesday, May 05, 2026 69 of 101
Community Center Pool Replacement
Overview
Request Owner Francisco Castellanos, Senior
Public Works Project Manager
Department Public Works
Type Capital Equipment
Project Number 26-MM
Estimated Start
Date
08/1/2025
Estimated
Completion Date
12/31/2028
Project Location
1 West Campbell Avenue
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 to current 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
Priority: High (Can function without it, but not very well) Useful Life: 40 years
Type of Project: Replacement
Funding Type: Previously Approved - Additional Funding
Requested
Projected Carryover: $2,000,000
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 efficient parks and recreation buildings that operate for maximum community use, benefit 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 for residents, businesses, institutions, and visitors in Campbell; and 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
1. Defer to another year.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Community Center Pool Replacement
Item 3.1
Tuesday, May 05, 2026 70 of 101
Supplemental Attachments
2025 Cost Estimate - Campbell Pool
Capital Cost
FY2027 Budget
$100K
Total Budget (all years)
$10.1M
Project Total
$10.1M
Funding Sources
FY2027 Budget
$100K
Total Budget (all years)
$10.1M
Project Total
$10.1M
Detailed Breakdown
Category
FY2027
Requested
FY2028
Requested
Total
Construction $0 $10,000,000 $10,000,000
Staff Personnel Costs $100,000 $0 $100,000
Total $100,000 $10,000,000 $10,100,000
Detailed Breakdown
Category
FY2027
Requested
FY2028
Requested
Total
Debt $0 $8,500,000 $8,500,000
Park Fees $100,000 $1,500,000 $1,600,000
Total $100,000 $10,000,000 $10,100,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Community Center Pool Replacement
Item 3.1
Tuesday, May 05, 2026 71 of 101
Comprehensive Traffic Safety Action Plan
Overview
Request Owner Matthew Jue, Traffic Engineer
Department Public Works
Type Capital Improvement
Project Number 25-PP
Estimated Start
Date
07/1/2025
Estimated
Completion Date
06/30/2028
Project Location
70 North First Street
Description
Develop a Comprehensive Traffic Safety Action Plan to provide safe roadways for all its users, especially vulnerable roadway users.
Details
Program (Budget Unit): 720
Priority: High (Can function without it, but not very well) Useful Life: 10 years
Type of Project: Other
Funding Type: Previously Approved - Additional Funding
Requested
Projected Carryover: $125,000
Other Type of Project (If Applicable)
Plan development involving collision data analysis, safety assessment, public engagement, and outreach activities.
Relationship to Strategic Goals and Objectives
This project will support:
Strategy 3.3 - Streets that safely and comfortably accommodate pedestrians and bicycles; Strategy 3.4 - Streets that are safe, clean, and well maintained; and General Plan Goal T-6 - Provide well-maintained and safe streets.
Possible Alternative Solutions
1. Adopt Countywide Local Roads Safety Plan (CLRSP). This alternative is not recommended. While the City would be eligible for Highway Safety Improvement Program (HSIP) grants under the CLRSP, the City would not be eligible for the more comprehensive Safe Streets for All (SS4A) Program grants.
Other Funding Sources (If Applicable)
Other federal grant is from the Safe Streets for All (SS4A) Program.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Comprehensive Traffic Safety Action Plan
Item 3.1
Tuesday, May 05, 2026 72 of 101
Supplemental Attachments
CC Resolution 13264 - Fund Agreement and Budget Adjustment for Comprehensive Traffic Safety Action Plan.pdf FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Comprehensive Traffic Safety Action Plan
Item 3.1
Tuesday, May 05, 2026 73 of 101
Expansion of Transit Signal Priority (TSP) in
Campbell
Overview
Request Owner Matthew Jue, Traffic Engineer
Department Public Works
Type Capital Improvement
Project Number 26-LL
Estimated Start
Date
07/1/2025
Estimated
Completion Date
06/30/2027
Project Location
70 North First Street
Description
Expand VTA's Transit Signal Priority (TSP) network by replacing traffic signal controllers, cabinets, and/or firmware along selected major bus routes.
Details
Program (Budget Unit): 720
Priority: Medium (Get to it when you can)
Useful Life: 20 years
Type of Project: Replacement
Funding Type: Previously Approved - Additional Funding
Requested
Projected Carryover: $950,000
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;
Strategic Plan Objective 3.7 - Streets that operate efficiently and effectively; and General Plan Goal T-1 - Create a Complete Streets network that accommodates all users.
Possible Alternative Solutions
1. Do nothing. Allow the current conditions to remain.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Expansion of Transit Signal Priority (TSP) in Campbell
Item 3.1
Tuesday, May 05, 2026 74 of 101
Capital Cost
FY2027 Budget
$109K
Total Budget (all years)
$109K
Project Total
$109K
Funding Sources
FY2027 Budget
$109K
Total Budget (all years)
$109K
Project Total
$109K
Detailed Breakdown
Category
FY2027
Requested
Construction $109,119
Total $109,119
Detailed Breakdown
Category
FY2027
Requested
Other State Grant $109,119
Total $109,119
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Expansion of Transit Signal Priority (TSP) in Campbell
Item 3.1
Tuesday, May 05, 2026 75 of 101
Hamilton Ave Highway 17 Southbound
Offramp
Overview
Request Owner Amy Olay, Public Works Director
Department Public Works
Type Capital Improvement
Project Number 24-CC
Estimated Start
Date
07/1/2025
Estimated
Completion Date
06/29/2029
Project Location
Description
To improve operations, the widening of SR17 southbound/Hamilton Avenue off-ramp is planned for three left turn lanes, one through lane and one right turn lane. The project is included on the Valley Transportation Authority (VTA) Valley Transportation Plan 2040 (VTP 2040) Highway Project List with funding from the Measure B program in an amount of $2.4M.
The local match is $100,000 in addition to the $544,000 through developer contributions.
Details
Program (Budget Unit): 730
Priority: Medium (Get to it when you can)
Useful Life: 20 years
Type of Project: Improvement
Funding Type: Previously Approved - Additional Funding
Requested
Projected Carryover: $507,000
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;
Strategic Plan Objective 3.6 - Streets that serve the needs of adjacent land uses; and Strategic Plan Objective 3.7 - Streets that operate efficiently and effectively.
Possible Alternative Solutions
1. Defer implementing the project.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Hamilton Ave Highway 17 Southbound Offramp
Item 3.1
Tuesday, May 05, 2026 76 of 101
Capital Cost
FY2027 Budget
$293K
Total Budget (all years)
$2.54M
Project Total
$2.54M
Funding Sources
FY2027 Budget
$293K
Total Budget (all years)
$2.54M
Project Total
$2.54M
Detailed Breakdown
Category
FY2027
Requested
FY2029
Requested
Total
Construction $0 $2,244,000 $2,244,000
Design $193,000 $0 $193,000
Staff Personnel Costs $100,000 $0 $100,000
Total $293,000 $2,244,000 $2,537,000
Detailed Breakdown
Category
FY2027
Requested
FY2029
Requested
Total
CIPR $0 $100,000 $100,000
Developer Fees $37,000 $0 $37,000
Measure B $256,000 $2,144,000 $2,400,000
Total $293,000 $2,244,000 $2,537,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Hamilton Ave Highway 17 Southbound Offramp
Item 3.1
Tuesday, May 05, 2026 77 of 101
Renovate E Wing and Relocate Adult Center
Overview
Request Owner Francisco Castellanos, Senior
Public Works Project Manager
Department Public Works
Type Capital Improvement
Project Number 25-LL
Estimated Start
Date
07/1/2024
Estimated
Completion Date
12/31/2027
Project Location
1 West Campbell Avenue
Description
Renovate the E wing at the Campbell Community Center to relocate the 50+ Adult Center so that the entrance is visible and highly accessible from the parking lot. Design an entrance that faces the parking lot, make improvements to the interior to connect the classrooms inside and create offices for staff. Include three gender neutral restrooms in the space and remodel the exterior facing restroom to be a single stall restroom.
Details
Program (Budget Unit): 701
Priority: High (Can function without it, but not very well) Useful Life: 50 years
Type of Project: Improvement
Funding Type: Previously Approved - Additional Funding
Requested
Projected Carryover: $1,062,747
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 efficient parks and recreation buildings that operate for maximum community use, benefit 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 for residents, businesses, institutions, and visitors in Campbell; and 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
1. Continue to operate the Adult Center out of building C.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Renovate E Wing and Relocate Adult Center
Item 3.1
Tuesday, May 05, 2026 78 of 101
Other Funding Sources (If Applicable)
Staff is working towards a HUD grant.
Capital Cost
FY2027 Budget
$944K
Total Budget (all years)
$944K
Project Total
$944K
Funding Sources
FY2027 Budget
$944K
Total Budget (all years)
$944K
Project Total
$944K
Detailed Breakdown
Category
FY2027
Requested
Construction $894,307
Staff Personnel Costs $50,000
Total $944,307
Detailed Breakdown
Category
FY2027
Requested
Park Fees $944,307
Total $944,307
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Renovate E Wing and Relocate Adult Center
Item 3.1
Tuesday, May 05, 2026 79 of 101
Second Street Parking Garage Fire Alarm
Panel Replacement
Overview
Request Owner Dave Fanucchi, Building
Maintenance Supervisor
Department Public Works
Type Capital Improvement
Project Number 27-DD
Estimated Start
Date
07/1/2027
Estimated
Completion Date
06/30/2028
Project Location
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 fire alarm panel is a critical piece of equipment for the parking garage operations.
Details
Program (Budget Unit): 780
Priority: Critical (Can't do without it)
Useful Life: 30 years
Type of Project: Replacement
Funding Type: Previously Approved - No Additional
Funding Requested
Projected Carryover: N/A
Relationship to Strategic Goals and Objectives
This project will support:
Strategic Plan Objectives 5.3 - Safe, attractive, and efficient parks and buildings that operate for maximum community use, benefit, and enjoyment; and
General 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
1. Continue to make repairs to the existing fire alarm panel until it is depleted. Our best estimates are that the existing panel 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 finally cease to work.
Other Cost Savings (If Applicable)
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Second Street Parking Garage Fire Alarm Panel Replacement Item 3.1
Tuesday, May 05, 2026 80 of 101
Other cost savings would involve the repairs and parts needed to make the panel function properly throughout the next three years.
Capital Cost
FY2027 Budget
$175K
Total Budget (all years)
$175K
Project Total
$175K
Funding Sources
FY2027 Budget
$175K
Total Budget (all years)
$175K
Project Total
$175K
Detailed Breakdown
Category
FY2027
Requested
Construction $175,000
Total $175,000
Detailed Breakdown
Category
FY2027
Requested
CIPR $175,000
Total $175,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Second Street Parking Garage Fire Alarm Panel Replacement Item 3.1
Tuesday, May 05, 2026 81 of 101
Campbell Community Center Parking Lot
Asphalt Overkote Seal and Striping
Overview
Request Owner Ron Taormina, PW
Superintendent
Department Public Works
Type Capital Improvement
Project Number 28-CC
Estimated Start
Date
08/1/2026
Estimated
Completion Date
06/30/2027
Project Location
1 West Campbell Avenue
Description
This project will include the sealing of the existing parking lot asphalt surfaces and paint striping of all parking stalls and legends at the Campbell 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
Priority: High (Can function without it, but not very well) Useful Life: 6 years
Type of Project: Improvement
Funding Type: Previously Approved - No Additional
Funding Requested
Projected Carryover: N/A
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
1. Continue to monitor the existing asphalt for surface failures due to the unsealed asphalt surface. Repair failed areas as needed.
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Campbell Community Center Parking Lot Asphalt Overkote Seal and Striping Item 3.1
Tuesday, May 05, 2026 82 of 101
Capital Cost
FY2027 Budget
$0
Total Budget (all years)
$150K
Project Total
$150K
Funding Sources
FY2027 Budget
$0
Total Budget (all years)
$150K
Project Total
$150K
Detailed Breakdown
Category
FY2028
Requested
FY2029
Requested
Total
Construction $75,000 $75,000 $150,000
Total $75,000 $75,000 $150,000
Detailed Breakdown
Category
FY2028
Requested
FY2029
Requested
Total
CIPR $75,000 $75,000 $150,000
Total $75,000 $75,000 $150,000
FY 2027 Proposed Budget (Study Session 05-05-26) | City of Campbell, CA Campbell Community Center Parking Lot Asphalt Overkote Seal and Striping Item 3.1
Tuesday, May 05, 2026 83 of 101
Revised “Service Objectives”
CITY MANAGER
510 – Administration
Advance the City’s priorities and protect local interests by actively tracking legislation and collaborating with the City Council Legislative Subcommittee to advocate on issues that impact the Campbell Community.
• In 2025, ## of advocacy actions were taken on behalf of the City, such as position letters, testimonies, or coordinated regional responses.
Foster civic engagement and expand educational and enrichment opportunities for youth and families by collaborating with the City Council Education Subcommittee, local schools, the Santa Clara County Library, and community partners. • In 2025, ## of collaborative meetings, programs, or initiatives were conducted with the Education Subcommittee and partner organizations.
Support a safe, resilient community by coordinating and implementing the City’s Emergency Operations Plan to ensure effective and timely emergency response. • In 2025, ## of hours of training were provided to staff assigned to Emergency Management Operations.
Ensure responsive and transparent City services by addressing resident concerns in a timely and accountable manner.
• In 2025, all resident concerns directed to the City Manager’s Office were provided responses.
Support a collaborative, well-functioning organization by fostering transparency and a positive work culture through clear communication and shared direction. • In 2025, ## of city-wide meetings were organized with %% of participation from employees.
511 – City Clerk
Ensure City Council business is conducted transparently by providing clear, timely public hearing notices that support meaningful community awareness and participation.
• In 2025, XX% of legal notifications were published on time.
Prepare and maintain City Council minutes, resolutions, and ordinances in a timely, organized and accessible manner and prepare accurate minutes to support effective implementation and clear public understanding of Council actions. • In 2025, XX% of City Council Meeting minutes, resolutions and ordinances were prepared for approval at the next regular Council Meeting.
Item 3.1
Tuesday, May 05, 2026 84 of 101
Revised “Service Objectives”
Strengthen public trust and accountability by providing timely, respectful, and transparent access to public records, ensuring the community remains informed and engaged in City government.
• In 2025, ## of public records requests were received and responded to within the minimum number of days, while ## of public requests were filed for an extension to be completed.
515 – Human Resources
Work together with Department Heads, to ensures timely hiring of employees who meet the City’s service delivery needs. Efficient recruitment keeps essential services fully staffed and responsive, supporting safe, reliable, and high-quality service residents expect in a vibrant small-town community. • In 2025, ## of recruitments of ## of funded vacancies were completed Responsive HR services promote employee well-being, trust, and engagement, which directly contribute to a safe, innovative, and people-focused City. • In 2025, ## of employee inquiries were resolved in a timely manner.
Volunteerism is a cornerstone of a thriving small-town culture. By facilitating meaningful volunteer opportunities, HR helps foster civic pride, community connection, and shared responsibility which enhances programs that enrich residents’ quality of life.
• In 2025, HR supported ## of volunteer hours throughout the organization.
Ensure the timely completion of employee evaluations to promote clear expectations, professional growth, and accountability across the organization.
Regular feedback strengthens performance, engagement, and service excellence for the community.
• In 2025, % of employee evaluations were completed on time. 516 - Worker’s Compensation Self-Insurance
Promptly responding to worker’s compensation claims, supports employees during times of need while maintaining fiscal responsibility. Timely claim management helps ensure employees can return to work safely and services to the community remain uninterrupted.
• In 2025, ## of worksers’ compensation claims were acknowledged and processes within established timelines.
Work to minimize recordable industrial injuries, to promote a safe and healthy work environment. Fewer injuries protect employee well-being, reduce service disruptions, and support reliable service delivery for the community. • In 2025, the City experience ## recordable industrial injuries.
Item 3.1
Tuesday, May 05, 2026 85 of 101
Revised “Service Objectives”
Monitor work-related injuries and identify trends to proactively address risk and support continuous improvement in workplace safety. Using data to guide prevention efforts helps create a safer workplace and strengthens the City’s commitment to innovation and people-first practices.
• In 2025, injury trends were reviewed ## times and targeted safety prevention actions were implemented.
547 – Information Technology
Support efficient operations and consistent service delivery for the community by providing and maintaining core business applications. Reliable systems enable staff to work effectively and help ensure residents receive timely, high-quality services.
• In 2025, ## of core business applications were maintained and operable all year.
Timely technical support strengthens organizational effectiveness and supports uninterrupted service to the community.
• In 2025, ## of help desk requests were resolved.
Protect City computer systems and data by implementing best practices and meeting vulnerability compliance requirements. Strong cybersecurity safeguards public information, ensures continuity of services, and supports a safe and trustworthy organization.
• In 2025, ## of identified system vulnerabilities were identified and resolved.
Economic Development
Support a positive and resilient business environment by working collaboratively with local businesses.
• In 2025 this was accomplished through ## of outreach calls or meetings to brokers and businesses.
Strengthen the local economy by connecting businesses to City, regional, and partner resources and opportunities.
• In 2025, completed ## documented interactions connecting businesses to resources including site selection support; permitting guidance; economic/market analysis; interdepartmental/inter-agency problem-solving; or referrals to local, regional, or state partners.
Footnote: An “interaction” is a documented, significant engagement (meeting, call, or substantive email exchange.)
Support business retention by proactively engaging key employers and businesses at risk of relocation or closure.
• In 2025, completed ## retention-focused engagements addressing lease renewal, expansion planning, relocation, or operational challenges.
Item 3.1
Tuesday, May 05, 2026 86 of 101
Revised “Service Objectives”
Enhance transparency and partnership by providing timely and relevant information to the business community. In 2025, delivered ## business-facing communications to local business audiences, including newsletters, targeted updates, business alerts, and presentations to business groups.
FINANCE
Deliver on community priorities by advancing Work Plan items that strengthen our safe, small-town feel and support a thriving, innovative environment. • This is accomplished by initiating or completing assigned Work Plan items within the fiscal year. In Fiscal Year 2025, XX% of workplan items were started or completed.
Support a well-run, responsive organization by processing invoices promptly to maintain strong vendor relationships and operational reliability. • This is accomplished by meeting all stated A/P invoice deadlines without incurring penalties. In 2025, XX% of invoices were processed on time.
Support strong financial stewardship and reliable City operations by ensuring Pcard (City Credit Card) activity is accurately reconciled and paid on time.
This is accomplished by reconciling, verifying, and processing monthly P-card (City Credit Card) statements within required deadlines and avoiding penalties. In 2025, XX% of statements met this standard.
Promote responsible stewardship of City resources by developing a balanced budget and CIP that supports a safe, vibrant community where people and innovation thrive.
• This is accomplished by preparing and adopting a balanced operating budget and fully funded CIP by June 30 each year. In Fiscal Year 2025, XX% of required budget and CIP components were adopted on time.
Uphold transparency and public trust by completing required financial reporting that supports accountable, well-managed City operations. • This is accomplished by finalizing the annual financial audit and submitting the ACFR to all required organizations by December 31 each year. In Fiscal Year 2025, XX% of required reports were completed and submitted on time.
Strengthen transparency and responsible financial management by ensuring all federally required reporting is completed accurately and on schedule.
Item 3.1
Tuesday, May 05, 2026 87 of 101
Revised “Service Objectives”
• This is accomplished by preparing and submitting the Single Audit Report (when applicable) to the appropriate organizations by March 31 each year. In Fiscal Year 2025, XX% of required submissions were completed on time.
Maintain public trust and demonstrate strong financial stewardship by ensuring City financial statements are accurate, transparent, and compliant with all reporting standards.
• This is accomplished by preparing financial records and statements that meet all audit requirements, resulting in an unmodified/clean audit opinion. In Fiscal Year 2025, XX% of audit opinions received were unmodified.
Enhance accountability and continuous improvement by addressing recommendations from the annual audit to strengthen financial management and operations.
• This is accomplished by implementing all applicable audit management letter comments in a timely manner. In Fiscal Year 2025, XX% of audit recommendations were fully addressed.
Support efficient revenue collection and responsible financial management by ensuring timely billing of miscellaneous accounts receivable.
This is accomplished by generating all billings within 30 days of service or transaction. In 2025, XX% of billings were issued within this timeframe.
Promote operational efficiency and minimize rework by ensuring bi-weekly payroll is processed accurately and on schedule.
• This is accomplished by adhering to established payroll timelines and procedures.
In 2025, XX% of payrolls were processed on time without requiring corrections.
Support compliance and efficient use of resources by ensuring all State and Federal payroll reporting requirements are met accurately and on time. • This is accomplished by preparing and submitting all required payroll reports according to regulatory deadlines. In 2025, XX% of reports were completed accurately and on schedule.
Support the local business community and promote efficient City services by ensuring business license applications are processed promptly and completely. • This is accomplished by reviewing, approving, and issuing licenses within 30 days of submittal. In 2025, XX% of applications were processed within this timeframe and XX% of renewals were generated on schedule.
Item 3.1
Tuesday, May 05, 2026 88 of 101
Revised “Service Objectives”
Promote responsible financial management and maximize public resources by ensuring idle funds are invested wisely to earn interest. • This is accomplished by placing available funds in interest-bearing investments according to City policies and market opportunities. In Fiscal Year 2025, XX% of idle funds were invested in interest-bearing accounts.
Ensure effective stewardship of public funds by achieving competitive returns on City investments.
• This is accomplished by managing the investment portfolio to meet or exceed the established benchmark rate. In Fiscal Year 2025, the City yielded XX% while the benchmark rate was XX%.
Promote accurate financial reporting and efficient use of staff time by ensuring timely reconciliation of bank statements to the general ledger. • This is accomplished by reconciling all bank statements to cash balances within ten working days of month-end close. In 2025, XX% of reconciliations were completed on time.
Promote transparency, accountability, and public trust by providing accessible online reporting of budget and financial information.
• This is accomplished by maintaining up-to-date, user-friendly online systems for public access to budget and financial reports. In Fiscal Year 2025, XX% of reports were posted accurately and made easily navigable.
Support efficient risk management and protect City resources by processing General Liability and Property Claims promptly and accurately. • This is accomplished by adhering to established process timelines and meeting all required statutory deadlines. In 2025, XX% of claims were processed within these timelines.
Item 3.1
Tuesday, May 05, 2026 89 of 101
Revised “Service Objectives”
PUBLIC WORKS
715 - Environmental Services
Promote environmental sustainability and public health by implementing SB1383 to reduce short-lived climate pollutants and divert organic waste from landfills. • This is accomplished by following the requirements of SB1383, a California law passed in 2016, to increase the City’s organic and recyclable waste and decrease solid waste disposal. In 2025, the City diverted ## tons of organic waste and ## tons of recyclable waste, while solid waste disposal totaled ## tons.
Protect public health, habitat, and recreation of local waterways by proper treatment of stormwater runoff from public streets.
This is accomplished by implementing projects that treat stormwater before it reaches local creeks. In 2025, ## of private and public projects involved new construction in the public right-of-way and of those projects, ## were required to install stormwater treatment facilities. 720 - Transportation Engineering
Enhance community safety and support a walkable, accessible City by addressing potential pedestrian hazards and preventing injuries.
• This is accomplished by tracking the number of injury-related crashes involving pedestrians to guide the planning and implementation of safety improvement projects. In 2025, there were ## injury-related crashes involving pedestrians.
Enhance community safety and support active transportation by addressing potential bicyclist hazards and preventing injuries on City streets. • This is accomplished by tracking the number of injury-related crashes involving bicyclists to guide the planning and implementation of safety improvement projects. In 2025, there were ## injury-related crashes involving bicyclists.
Enhance safety on local and collector streets by addressing speeding concerns by evaluating various types of traffic conditions which could result in the development and installation of physical traffic calming measures.
• This is accomplished by engaging with the neighborhood by which residents can request traffic calming studies to verify and address various types of traffic conditions per the Neighborhood Traffic Calming Program. In 2025, ## of traffic calming requests for studies were received and ## were studied and evaluated.
Item 3.1
Tuesday, May 05, 2026 90 of 101
Revised “Service Objectives”
730 - Engineering
Ensure safe, durable, and well-maintained streets by maintaining the City’s pavement network at a high level of service.
• This is accomplished by monitoring the Pavement Condition Index (PCI) and performing preventative maintenance as needed. The Metropolitan Transportation Commission (MTC) considers a PCI of 70 as indicative of low distress requiring mostly preventative maintenance. In 2025, the City’s average network PCI was ##.
A PCI below 70 indicates significant pavement distress, requiring a combination of preventive maintenance and rehabilitation.
Promote responsible use of public funds and efficient project delivery by ensuring construction projects are completed within allocated funding. • This is accomplished by preparing Engineer’s Estimates for all construction projects to serve as benchmarks for bid evaluation. In 2025, ## of ## CIP construction projects were completed within budget.
740 - Land Development
Promote efficient, coordinated City services by supporting timely review of Planning Applications and providing Public Works input to Planning staff. • This is accomplished by reviewing all Planning Applications within ten (10) working days to enable comprehensive comments to applicants within the required 30 calendar days. In 2025, XX% of Planning Applications were reviewed within this timeframe.
750 - Vehicle and Equipment maintenance
Reduce greenhouse gas emissions and build climate resiliency by converting the City’s fleet and large equipment to electric vehicles.
• This is accomplished by replacing conventional vehicles and equipment with electric alternatives to meet the City’s CAAP goal of converting 30% of the fleet to electric by 2030. In 2025, XX% of the fleet and large equipment had been converted to electric.
Ensure operational readiness and reliability of marked Public Safety vehicles to support a safe and desirable community for residents, workers, and visitors. • This is accomplished by maintaining vehicles proactively and replacing them as needed to minimize downtime. In 2025, X% of vehicles were fully operational, with X% scheduled for replacement due to reaching the end of their useful life or Item 3.1
Tuesday, May 05, 2026 91 of 101
Revised “Service Objectives”
sustaining irreparable damage, ensuring the fleet continues to meet public safety needs.
760 - Street Maintenance
Promote safe, durable, and cost-effective road infrastructure by maintaining pavement conditions proactively.
• This is accomplished through regular preventive maintenance to extend the life of streets, reduce vehicle damage, and enhance safety for drivers and pedestrians.
In 2025, XX% of streets received scheduled maintenance or rehabilitation, and ## of potholes and minor street maintenance requests were received and ## were completed within five (5) working days.
Promote community safety, accessibility, and livable neighborhoods by maintaining sidewalks in good condition.
• This is accomplished through routine inspection, repair, and replacement of damaged sidewalks to ensure safe passage for all residents and visitors. In 2025, ## of sidewalk maintenance requests were received and ## were completed within fifteen (15) working days.
770 - Signals and Lighting Maintenance
Promote safe, efficient, and reliable movement of people and vehicles by proactively maintaining traffic signals and streetlight infrastructure. • This is accomplished through timely response and repair of signal and lighting issues. In 2025, ## of emergency callouts were received and ## were responded to within two (2) hours, and ## of non-emergency traffic signal malfunctions were received and ## were resolved within two (2) working days.
Promote safety, energy efficiency, and sustainability by maintaining street lights to be effective, properly directed, and long-lasting.
• This is accomplished through routine inspection, adjustment, and maintenance of street lighting. In 2025, ## of streetlight malfunctions were repaired within ten (10) working days.
775 - Parks Maintenance
Promote safety and positive recreational experiences by systematically inspecting playground equipment at City parks.
Item 3.1
Tuesday, May 05, 2026 92 of 101
Revised “Service Objectives”
• This is accomplished through regular, scheduled inspections to identify and address hazards. In 2025, XX% of parks with playground equipment were inspected weekly.
Preserve Campbell’s urban forest, enhance streetscapes, and support climate action goals by replacing and planting trees along public right-of-way with appropriate species.
• This is accomplished through proactive tree maintenance and planting programs.
In 2025, ## of emergency tree limb trimming requests were received and ## were completed within 24 hours, and ## new trees were planted to support carbon dioxide mitigation and urban canopy growth.
780 - Building Maintenance
Maintain City building facilities to ensure public safety and health, preserve the City’s assets and value, and guarantee the functionality and efficiency of buildings for both public and private use.
This is accomplished through timely inspection, maintenance, and repair of building systems. In 2025, XX% of facility-related malfunctions were repaired within three (3) working days.
Item 3.1
Tuesday, May 05, 2026 93 of 101
Revised “Service Objectives”
COMMUNITY DEVELOPMENT
550 - Administration
Surveying our customers supports responsive, high-quality services by helping the Department understand customer needs and improve operations. • This was accomplished in 2025 by sending a customer satisfaction survey to XX% of customers who obtained permits or approvals from the Department. • Customer Satisfaction Rating received from those surveys in 2025 was XX%. 551 - Current Planning
Timely review of Planning permits supports a vibrant, well-managed community by helping residents, businesses, and applicants move projects forward efficiently. • This was accomplished in 2025 by planning applications being reviewed and responded to on average within 30 days.
• This was accomplished in 2025 by planning applications being approved (or denied) by staff on average within 30 days of being deemed complete. • This was accomplished in 2025 by scheduling planning before the Planning Commission or Council on average within 90 days of being deemed complete. 552 – Comprehensive Planning
Timely implementation of the City’s General Plan supports a well-planned, vibrant community by guiding development, infrastructure, and services to meet the needs of residents, businesses, and visitors.
• In 2025 XX% of General Plan initiatives and projects assigned to the Community Development Department were completed within the scheduled timeframe. 552 - Building
Timely response to customers obtaining Building permits and inspections supports housing production and economic development by helping residents, businesses, and developers move projects forward efficiently and safely. • This was accomplished in 2025 by conducting inspections on average 1 day after the received request.
• This was accomplished in 2025 by reviewing and responding to building permits on average within 2 weeks of submittal.
• In 2025 the average time from building permit submittal to permit issuance was XX weeks.
Item 3.1
Tuesday, May 05, 2026 94 of 101
Revised “Service Objectives”
• In 2025 XX% of inspections passed.
557 - Housing
Support a safe, compassionate, and inclusive community by connecting unhoused Campbell residents with essential services and housing resources, while ensuring the City’s below market rate housing program is effectively managed to maintain long-term affordability for local households.
• This was accomplished in 2025 by XX% of BMR rental and ownership households being confirmed in compliance during annual recertifications. • This was accomplished in 2025 by conducting street outreach to XX unhoused Campbell residents and providing referrals to basic services such as food, clothing, and transportation.
• This was accomplished in 2025 by providing case management services to XX unhoused Campbell residents, including referrals to appropriate housing services within 30 days.
• This was accomplished in 2025 by distributing XX basic-needs supplies, such as hygiene products, water, and snacks, to unhoused Campbell residents. 559 – Code Enforcement
Ensure safe, well-maintained neighborhoods by responding to code enforcement concerns promptly and resolving violations efficiently, supporting a healthy, livable community for all Campbell residents.
• This was accomplished in 2025 by having an average response time to complaints within 14 days.
• This was accomplished in 2025 by resolving code enforcement cases within an average of 60 days.
Item 3.1
Tuesday, May 05, 2026 95 of 101
Revised “Service Objectives”
PUBLIC SAFETY
601 - Administration
Support a strong, well-prepared workforce by ensuring a fair, thorough, and efficient hiring and training process that reinforces professionalism, readiness, and high-quality service to the Campbell community.
• In 2025 ## of applications were received (listed per position). • In 2025 ## of applicant backgrounds were conducted.
• In 2025 ## of employees hired.
• In 2025 employees completed a total of ## hours of training. 602 - Communications
Support community safety by delivering fast, reliable, and professional emergency communications, working in partnership with the community to protect residents, businesses, and visitors during moments when timely, calm, and accurate response matters most.
• In 2025 XX% of incoming 9-1-1 calls were answered within 10 seconds. • In 2025 XX% of emergency calls for service were dispatched in less than 2 minutes.
• In 2025 there were ## of 9-1-1 calls per officer.
• In 2025 there were ## of radio transmissions
603 - Records
Support a safe, transparent, and well-informed community by maintaining accurate, accessible, public safety records, ensuring officers, partner agencies, and the public have timely access to information.
• In 2025 XX% of report requests were processed within 7 business days of receipt. • In 2025 XX% of warrants were processed and entered within 3 days of receipt • In 2025 ## of background checks were completed
• In 2025 ## of items of property and evidence were processed 604-Special Enforcement
Enhance public safety by proactively investigating crime and enforcing traffic laws in a way that reduces serious injury and fatal collisions, strengthens case outcomes, and supports a safe, vibrant community.
• In 2025 XX of new cases were assigned
• In 2025 XX cases were cleared
• In 2025 ## of traffic citations were issued
Item 3.1
Tuesday, May 05, 2026 96 of 101
Revised “Service Objectives”
• In 2025 ## traffic collisions involving serious injury or fatality occurred 605-Field Services Division
Deliver responsive, professional police services by working alongside the community to address calls for service, resolve problems, and maintain a safe environment where people feel supported and protected.
• In 2025 XX% of emergency calls for service were responded to within 5 minutes • In 2025 XX% of non-emergency calls for service were responded to within 20 minutes
• In 2025 XX of calls for service were responded to
• In 2025 XX of arrests were made per officer
• In 2025 XX of reports were written per officer
610 – Santa Clara County Fire Department Service Contract Ensure high-quality, reliable fire and emergency medical services for the Campbell community through effective oversight of the Santa Clara County Fire Department contract, emphasizing accountability, service quality, and coordination to support a safe, small-town environment.
• In 2025 XX% of all fire related calls for service responded to within 7 minutes or less
• In 2025 there were XX fire incidents
• In 2025 there were XX fires (Structure, Vegetation, Other) • In 2025, there were XX Medical Calls
Item 3.1
Tuesday, May 05, 2026 97 of 101
Revised “Service Objectives”
RECREATION & COMMUNITY SERVICES
524 – Administration
Ensure programs and services meet community needs and fosters a vibrant, engaged and healthy community.
• In 2025 XX of community members participated in an activity or received a service at the Campbell Community Center.
Maximize financial sustainability by reducing reliance on limited public funds while generating revenue to maintain and expand quality programs and services. • This is accomplished by generating revenue to cover all direct departmental costs and minimizing the impact to the general fund. In Fiscal Year 2025 the department utilized $305,890 of General Fund support.
Encourage broad community participation by removing barriers, fostering unity, celebration, and a sense of belonging for all residents. • This was accomplished in 2025 by offering XX number of low cost or free events for the community.
525 – Senior Nutrition
Address senior hunger and health by providing nutritious meals, fostering social connections, and supporting overall well-being in partnership with Santa Clara County.
• This was accomplished in 2025 by offering XXX number of meals to seniors in need.
Promote social interaction and reduce isolation, improving senior’s mental health, emotional well-being, and overall quality of life.
• This was accomplished in 2025 by offering XXX of social activities during senior nutrition.
526 – Adult Services
Ensure seniors of all abilities and backgrounds can easily participate, fostering inclusion, social connection, and improved well-being.
• This was accomplished in 2025 by offering XX different types of classes and XX number of events that are low cost or free to seniors in our community.
Provide personalized support to help older adults navigate healthcare, housing, and social services, promoting independence and improving their quality of life. • This is accomplished through the case management services offered at the Adult Center. In 2025 XXX of hours of case management services were provided and XXX community members were served.
Item 3.1
Tuesday, May 05, 2026 98 of 101
Revised “Service Objectives”
Enhance program quality and capacity by bringing diverse skills and companionship, while fostering community connection and support for seniors. • This was accomplished by offering volunteer opportunities to older adults in our community. In 2025 XXX of volunteer hours were managed by Adult Services staff Support older adults in living independently and comfortably in their homes by promoting physical health, social connections, and overall well-being. • Adult Center participants are surveyed regularly and in 2025 XXX% of patrons reported improved well-being due to participation in programs offered through the Adult Center.
527 – Community Center
Provide flexible, affordable space for gatherings, events, and programs, helping to bring people together and support a community connection and local activities. • The Community Center is a vital hub for the community to gather and provides three main banquet spaces and in 2025 they were rented an average of 277 hours per week.
Ensure organized, safe, and consistent access to play spaces for youth and adult sports, supporting physical health, teamwork, and community engagement. • This was accomplished in 2025 with the athletic fields at the Community Center being rented an average of 58 hours per week March through November providing a balance of public and private use.
This was accomplished in 2025 with gymnasiums at the Community Center being rented an average of 120 hours per week.
528 – Historical Museum & Ainsley House
Preserve and share the community’s unique history and culture, fostering a sense of identity, pride, and lifelong learning for residents and visitors • This was accomplished by welcoming XXX visitors in 2025 to the Museum, Ainsley House, and related events, expanding access to the city’s rich cultural heritage.
Bring history to life for students through hands-on learning, helping them connect with the past and understand their community’s heritage in a meaningful way. • This was accomplished by engaging XXX school children in education programs during 2025, providing interactive experiences that deepened historical understanding and curiosity.
Encourage community engagement and learning by offering meaningful volunteer roles that help preserve local history and support the Museum and Ainsley House programs.
Item 3.1
Tuesday, May 05, 2026 99 of 101
Revised “Service Objectives”
• This was accomplished by managing XXX volunteer hours in 2025, strengthening community involvement and expanding the Museum’s capacity to deliver quality programming.
Strengthen community identity and understanding by celebrating diverse cultures and local history, fostering pride and social cohesion. • This was accomplished by presenting XXX cultural and historical events in 2025, creating inclusive opportunities for community members to learn, connect, and celebrate together.
529 – Heritage Theatre
Foster community involvement and skill-building by providing opportunities for people to contribute, learn, and connect through meaningful roles in the arts. • This was accomplished by managing XXX volunteer hours in 2025, empowering community members to support theatre operations while developing skills and fostering shared appreciation for the performing arts.
Preserve and celebrate local culture while providing a space for community expression, arts, education, and live performances for all ages. • This was accomplished by hosting XXX events at the Heritage Theatre in 2025, providing an accessible, professional venue where local organizations could host events and celebrate the community’s cultural diversity. 531 – Sports, Aquatics, Skatepark
Provide accessible pool-based exercise that supports lifelong physical and mental health for adults of all ages through low-impact aquatic activities. • This was accomplished by providing inclusive water-based exercise opportunities (excluding swim lessons) to XXX of participants in 2025, promoting wellness, mobility, and community engagement.
Teach life-saving skills that reduce the risk of drowning and build confidence, safety, and physical fitness in and around water.
• This was accomplished by instructing XXX swim lesson participants in Summer 2025, equipping community members with essentials swimming and water safety skills.
Ensure children within the community have a chance to participate, promoting inclusivity, physical health, skill development, and lifelong love of sports. • This was accomplished by engaging XXX children in sports programs during 2025, supporting active lifestyles, teamwork, and personal growth through accessible youth athletics.
Item 3.1
Tuesday, May 05, 2026 100 of 101
Revised “Service Objectives”
532 – Pre-school, Day Camp, Enrichment, and Fitness
Provide safe, structured outdoor play environment where children can develop socially through teamwork, friendship-building, and group activities, while supporting working families during out-of-school months. • This was accomplished by engaging XXX participants in our summer camp program in Summer 2025, fostering social development, active play, and a supportive environment for families.
Provide early childhood development opportunities that promote learning, social skills, and school readiness, support families and strengthen the community’s future.
• This was accomplished by serving XXX children in preschool and toddler programs in 2025, equipping young learners with foundational skills for academic and social success.
Item 3.1
Tuesday, May 05, 2026 101 of 101