CC 05-15-2025 Searchable Packet.pdf — Cupertino City Council, May 15, 2025 (part 2 of 2)

New Initiatives
Post-Collection Services - Staﬀ continues to work to assemble options for disposal and management of garbage and construction and demolition debris aVer collection. Staﬀ plans to bring that item to Council for consideration in Spring 2025.

Compliance activities - Division staﬀ is actively working with GIS to digitize two stormwater inspection forms for the IND and IDDE programs, leading to staff time efficiency
Bi-lingual Induction Cooking Demo - Following a successful induction cooking demonstration event with celebrity chef Martin Yan, the City plans to host a second cooking demonstration focused on Indian cuisine. Induction cooking technology is a very responsive and energy efficient electric alternative to cooking on a gas stove.

Decarbonization of Existing Buildings – Policy Development - In September 2024, staﬀ hosted a workshop for commercial business and property owners to discuss potential new regulations regarding building energy benchmarking and FY 2025-26 Proposed Budget Public Works 362
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performance standards. An additional workshop was held in partnership with the Chamber of Commerce on December 5, 2024, speciﬁcally designed to educate small business owners about available resources. Additional meetings will be organized to ensure ongoing input and engagement from commercial property stakeholders. From March to April 2025, staﬀ will conduct a residential survey to gather feedback from residents about existing home electriﬁcation policies and programs. Outreach eﬀorts will focus on inclusive engagement, targeting residents in Below Market Rate rental and ownership programs, low-income and ﬁxed-income individuals, historically underserved communities, seniors, and individuals with disabilities requiring access support. This approach aims to ensure that future electriﬁcation policies and programs are equitable and comprehensive. Surveys will be distributed through the City’s Green NewsleDer, social media channels, in-person community pop-up events, and door-to-door outreach. This community engagement will help fulﬁll specific actions outlined in Measure BE-2 of the City’s Climate Action Plan 2.0.

FY 2025-26 Proposed Budget Public Works 363
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Performance Measures
Capital Project Delivery
Goal: Develop and deliver projects on time and within budget that serve the resident's needs and supports the City's stability and growth.

Beneﬁt: Residents and businesses are assured their community is being improved by insightful, targeted and eﬃcient use of taxes and fees towards maintaining and improving the City's facilities and assets.

Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of projects completed on budget 100% 100% 100% 95% Percentage of construction projects completed on time 100% 100% 100% 95% Environment
Goal: Protect our natural environment for current and future generations.

Benefit: Current and future residents enjoy a healthy, sustainable environment.

Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percent of businesses in compliance during annual proactive stormwater pollution prevention inspections 95% 93% 67% 75% Percent of non-exempt businesses and multi-family accounts separating organics 87% 98% 99% 100%
(SB1383)
Percent trash/litter reduction achieved to meet Stormwater Permit requirements 94% 97% N/A 100% by
7/1/2025
Diversion rate from all single-family, multi-family, and commercial accounts as reported by Recology tonnage reports 53% 48% 50% 55% Respond to reports of actual or potential discharge the same business day 86% 72% 71% 95%
% of plan reviews completed in required number of days 93% 92% 92% 100% Cubic yards of compost distributed via compost site Quarry:
600CY SMaRT
Station: 789CY
Compost;
239CY Mulch
Quarry: 180
CY SMaRT
Station: 580
CY Compost

45.45 CY
Mulch
Quarry: 0 CY
SMaRT
Station: 278.18
CY Compost

21.82 CY
Mulch
1,000 CY
% of vegetation obstructions resolved within 15 days from time of report* 37% 68% N/A 100%
*Inspections occur in the spring only
Development Services
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Goal: Provide timely review and permitting of privately completed improvements within the public right of way.

Beneﬁt: Customers can expect quality reviews and permiDing on a deﬁned schedule, and the community can expect quality public facilities.

Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Respond to complete plan submittals or applications within two (2) weeks 94% 88% 77% 90%
Respond to complete encroachment permit applications within two (2) weeks 94% 92% 90% 90%
Respond to public inquiries at the Public Works counter in City Hall within 15 minutes 95% 95% 95% 95%
Grounds Division
Goal: Provide well maintained, clean, and safe areas for the community’s recreational use and enjoyment at optimal life cycle costs.

Beneﬁt: Cupertino has a well maintained public park system that meets the needs of the community and is beneﬁcial to personal wellness.

Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of 311 requests that are responded to and closed within 3 business days 62% 59% 47% 80%
Percentage of the 1,872 park inspections, including play grounds, performed weekly 31% 37% 59% 100%
Percentage of Backflow Prevention Devices inspected, tested and repaired annually 100% 100% 100% 100%
Streets Division
Goal: Timely maintenance of public sidewalks, streets, streetlights and storm drain system in good condition to ensure safe, environmentally compliant, and accessible infrastructure that minimizes liability and has an optimal life cycle cost.

Benefit: Cupertino has well maintained street and storm drain systems that meet the needs of the community.

FY 2025-26 Proposed Budget Public Works 365
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Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Pavement condition index (PCI) > or equal to 82 81 82 82 82 Percent of the 2087 storm drain inlets inspected and cleaned in fiscal year 53% 21% 12% 100%
Percent of Inlets with Trash Capture Screens inspected and cleaned twice yearly 100% 100% 50% 100%
Percentage of roadway regulatory & street name signs repaired or replaced 2.0% 5.0% 5.0% 7%
Percentage of trip and fall complaints investigated and mitigated within 2 business days 72% 60% 84% 98%
Percentage of reported streetlight outages investigated and repaired in 3 business days 90% 90% 90% 90%
Trees and Right of Way Division
Goal: Maintain and enhance the City's street trees and medians to ensure a safe, healthy and environmentally conscious Urban Forest.

Benefit: Cupertino has a healthy and safe urban forest and medians provide good aesthetic and environmental value.

Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of 311 requests that are responded to and closed within 3 business days 90% 90% 90% 95%
Percentage of trees inspected and maintained in the yearly maintenance zone (8-year maintenance cycle) 22% 87% 48% 100% Percentage of trees planted versus trees removed
# planted/# removed 146% 153/105 68% 77/114 88% 44/55 101% Facilities and Fleet Division
Goal: Timely maintain City Facilities and City Fleet to meet staﬀ, community and environmental requirements at an optimal life cycle cost.

Benefit: Cupertino has well-maintained, usable, and safe facilities and fleet in order to meet the needs of staff and the community.

Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of preventative maintenance work orders completed for Fleet assets within 14 days of the due date. 54% 69% 72% 85% Percentage of facilities maintenance requests closed within 30 days. 35% 66% 63 90% FY 2025-26 Proposed Budget Public Works 366
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Sustainability Division
Goal: Implement Cupertino's Climate Action Plan and General Plan Sustainability Element to achieve quantiﬁable emissions reductions, conserve ﬁnite resources, and achieve utility cost avoidance and savings across municipal operations and community partners.

Benefit: Cupertino is a healthy, resilient, environmentally-vibrant city for current and future residents to live, work, learn and play.

Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
% community-wide emissions reduced from baseline of 307,288 MT CO2e/yr

2018 inventory: 24% decrease in emissions
from baseline (258,659 MT CO2e/yr)
15%
reduction by
2020 (261,195
MT CO2e/yr)

Initiate, develop, and complete actions from the Climate Action Plan 2.0
% initiated
% complete or ongoing
(CAP

1.0)100%
79%
6%
4%
28%
10%
100%
100%
% municipal operations emissions reduced from baseline of 1,865 MT CO2e/yr
2018 inventory: 66% reduction in emissions
from baseline: 642 MTCO2e
15%
reduction by
2020
Transportation Division
Goal: Ensure the efficiency and safety of the transportation system for all modes of travel.

Benefit: Having a safe and efficient transportation system that is inviting for all modes of travel.

Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of non-emergency traffic signal requests addressed within 72 hours. 95% 100% 100% 100%
Percentage of emergency traffic signal requests addressed within 2 hours. 100% 100% 100% 100%
Percentage of traffic engineering requests responded to within 72 hours 85% 90% 90% 95%
Annual mileage increase of separated bicycle lanes and pedestrian paths. .82 0.00 0.2 1 mile
FY 2025-26 Proposed Budget Public Works 367
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Workload Indicators
Capital Improvement Program
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of projects started in the first year funded 4/5 2/2 6/6 Number of active projects versus total number of projects 24/26 23/28 17/25 Environmental Programs Division
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of actual versus potential discharges 93 actual
27 potential
104 actual
17 potential
25 actual
13 potential
Number of stormwater pollution prevention industrial commercial inspections 136 160 2 so far
Number of building and demolition permits reviewed 754 662 327 so far Number of non-exempt businesses and multi-family accounts required to separate organics 272 475 471
Tons of waste entering landfill from single-family, multi-family, and commercial accounts as reported by Recology
'July 1,2022-
June 30,2023:
11,879.39
13,008 6,324
Number of visitors to compost site '(FY22-23)
Quarry: 910;
SMaRT Station:

Compost (397)
Mulch (103)
'Quarry: 913
SMaRT
Station:

Compost (506)
Mulch (148)
'Quarry: 411
SMaRT Station:

Compost (220)
Mulch (54)
Number of vegetation obstructions reported 95 25 N/A

Developmental Services Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of development applications received 127 111 70
Number of encroachment permit applications received 449 478 218 Number of customer service visits 358 471 206
Grounds Division
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Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Maintain city grounds (#) with total acreage (SF) 29 sites/149 AC 29 sites/149AC 29 sites/149AC Maintain school sites (#)with total acreage (SF) 9 sites/46AC 9 sites/46AC 9 sites/46AC Total Number of 311 Requests 45 69 32
Total number of playgrounds maintained 37 37 37
Total number of irrigation controllers maintained 74 74 74 Total number of park trees maintained 5,223 5,361 5,361 Total number of park furniture maintained (tables and benches) 431 431 431 Total number of city trash receptacles maintained 420 420 420 Total number of backflow preventers maintained 174 174 174 Streets Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Total roadway miles 138 138 138
Total concrete sidewalk miles 196 196 196
Total number of unique sidewalk repair sites addressed 730 258 211 Total square footage of sidewalk, curb and gutter repaired/replaced 46,466 30,996 5,425 Total number of storm drain inlets 2,094 2,103 2,103
Total number of drain inlets with trash capture devices 179 182 200 Total number of streetlights 3,413 3,421 3,421
Total number of roadway signs 10,394 10,444 10,494
Total miles of storm drain pipe maintained 104.7 104.7 104.7 Total number of crosswalks maintained 723 723 723
Total miles of pavement striping maintained 162 162 162 Total number of street miles swept monthly 696 696 696
Trees and Right of Way Division
FY 2025-26 Proposed Budget Public Works 369
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Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Total number of street trees 1,922 Trees
Maintained
2,828 Trees
Maintained
1,696 Trees
Maintained
Total acreage of medians maintained 40 AC 40 AC 40 AC
Total number of median islands maintained 185 185 185
Total square feet of median landscape converted or installed to water efficent landscaping 16,873 0 Defunded 0 Defunded
Total number of irrigation controllers maintained 45 45 45 Total number of 311 Requests for tree maintenance 386 473 332 Miles of pedestrian and bicycle trails maintained 0.85 3.0+ 3.0+ Facilities and Fleet Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Total number of city facilities maintained 51/221,500 SF 51/221,500 SF 51/221,500 SF Total number of Fleet vehicles maintained 105 107 107
Total number of special equipment maintained (tractors, trailers, chippers, riding mowers, club car, forklift, generator) 329 329 329 Total number of small equipment maintained 278 278 278
Total number of work orders completed 1,836 Facilities
553 Fleet
1,772 Facilities
693 Fleet
1,105 Facilities
395 Fleet
Fleet vehicles replaced with hybrid and/or electric models 1 3 2 Annual number of site visits to ensure janitorial compliance 1,628 1,628 1,628 Sustainability Division
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Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Climate Action Plan 2.0 Actions initiated or in Progress 8 22 30 Climate Action Plan 2.0 Actions Completed 5 7 14
Community Education and Outreach Activities Held 5 5 14 Cross-Departmental Projects Supporting 9 5 9
Number of municipal and community programs leading or supporting 8 8 3 Transportation
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of signalized intersections 60 60 60
Special Projects
The following table shows the special projects for the department.

Special Project Appropriation Revenue Funding
Source Description
Greenhouse Gas Inventory Assessment $40,000 $40,000 General Fund The City of Cupertino must conduct
a greenhouse gas emissions
assessment at least every three years
to maintain CEQA certification, with
the last assessment conducted for
CY 2021. These assessments are
essential to track progress to the
City’s goal of carbon neutrality by
2040.

Energy Management System
Replacement
$160,000 $160,000 General Fund
The Energy Management System
(EMS) at the Sports Center has
reached the end of its useful life.

EMS upgrades are required every 10
years. The new EMS allows remote
HVAC adjustments, which will
greatly enhance the building comfort
for residents after hours and
weekends.

Total $200,000 $200,000
Proposed Budget
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Proposed Budget
It is recommended that City Council approve a budget of $47,545,655 for the Public Works department. This represents an increase of $4,570,716 (10.6%) from the FY 2024-25 Adopted Budget.

This increase is due mainly to an increase in Cost Allocation expenses, ﬁve new City Work Program (CWP) projects, Contract Services, and Materials which now includes Contingencies in addition to utility rate increases.

This budget includes $5,266,412 under Special Projects. CWP items are no longer considered Special Projects per the new City Council Special Project Policy but are discussed here for ease of tracking and transparency. CWP will remain in the Special Project expense category as a way to track these projects but will be reported separately from all other Special Projects that fall under the policy. Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project category. Prior special projects have been moved to the contract, material, contract services, or capital outlay expense categories. In addition, contingency dollars have been calculated oﬀ of department's FY 2025-2026 base budget materials and contracts and have been consolidated into materials.

For any programs with reductions in beneﬁts, this is due to the one-time additional discretionary payment to the City's retirement system that has resulted in beneﬁt savings. Any changes in cost allocation charges are due to the updated Cost Allocation Plan (CAP) based on a CAP study performed in 2023. In addition, contingency dollars have been calculated oﬀ of department's FY 2025-26 base budget materials and contracts and have been consolidated into materials budgets.

Citywide training was signiﬁcantly reduced across all budget units as part of budget reductions in the last two ﬁscal years. Staﬀ is requesting the restoration of 50% of the previously reduced training funds. This amount was calculated by comparing the training budgets in materials and contracts from FY 2022–23 to those in FY 2024–25, determining the diﬀerence, and then adding back 50% of that difference.

This budget also includes the following City Work Program items in addition to department requests totaling, $2,048,699:

City Properties: Planning for Optimal Use - $200,000
Traffic Impact Fee - $300,000
Parkland Impact Fee - $300,000
Water Conservation Policy - $250,000
Urban Forest Program/Tree List - $140,000
Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project category. Prior special projects have been moved to the contract or material expense categories.

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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

22.5%

15.3%

14.3%

13.5%

11.4%

10.3%

5.3%
Streets
Transportation
Grounds
Facilities and Fleet
Environmental Programs
Trees and Right of Way
Developmental Services
Public Works Administration
Service Center
Non-Departmental
$35.7M $36.8M
$43.0M
$47.5M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget FY 2025-26 Proposed Budget Public Works 373
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 476,593 $ 460,753 $ 404,702 $ 2,383,889 Intergovernmental Revenue $ 2,046,373 $ 3,704,979 $ 5,568,027 $ 6,405,432 Charges for Services $ 6,234,697 $ 7,274,754 $ 8,475,550 $ 7,503,009 Fines and Forfeitures $ 23,371 $ 2,746 $ 20,000 $ 10,000 Miscellaneous Revenue $ 83,004 $ 912,796 $ 79,289 $ 66,481 Transfers In $ 861,140 $ 15,467 $ 15,000 $ 15,000
Total Revenues $ 9,725,178 $ 12,371,495 $ 14,562,568 $ 16,383,811 Expenditures
Employee Compensation $ 10,465,362 $ 9,960,336 $ 10,518,310 $ 10,511,117 Employee Benefits $ 4,261,311 $ 4,890,084 $ 5,551,949 $ 5,237,756 Materials $ 4,294,618 $ 4,222,395 $ 4,975,752 $ 5,075,685 Contract Services $ 4,223,613 $ 6,522,314 $ 8,457,958 $ 9,538,041 Cost Allocation $ 6,429,988 $ 6,614,696 $ 7,493,827 $ 9,320,179 Capital Outlays $ 1,042,673 $ 1,045,618 $ 1,030,224 $ 1,857,508 Special Projects $ 4,323,798 $ 3,028,103 $ 4,104,420 $ 5,266,412 Other Financing Uses $ 674,604 $ 527,123 $ 674,604 $ 738,957 Transfers Out $ - $ 20,000 $ - $ -
Contingencies $ - $ - $ 167,895 $ -
Total Expenditures $ 35,715,967 $ 36,830,669 $ 42,974,939 $ 47,545,655 Fund Balance $ (4,992,722) $ (1,416,086) $ (6,625,874) $ (8,627,515) General Fund Costs $ 20,998,068 $ 23,043,551 $ 21,786,497 $ 24,375,996 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ADMINISTRATIVE ASSISTANT 1.95 1.95 1.95 1.95
ASSISTANT ENGINEER 2.00 2.00 1.90 2.00
ASSIST DIR OF PW ENGINEER 1.00 0 0 0
ASSIST DIR PUBLIC WORKS OPS 1.00 1.00 1.00 1.00
ASSOCIATE CIVIL ENGINEER 0 0 1.00 1.00
BUILDING INSPECTOR 0.08 0.08 0.08 0.08
CIP MANAGER 1.00 1.00 1.00 1.00
DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00
ENVIRONMENTAL COMPLIANCE TECH 0 0 1.00 1.00
ENVIRONMENTAL PROGRAM MGR 1.00 1.00 1.00 1.00
FY 2025-26 Proposed Budget Public Works 374
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ENVIRONMENTAL PROGRAMS ASSISTANT 3.65 3.65 4.00 4.00
ENVIRONMENTAL PROG SPECIALIST 0 0 0 1.00
ENV. PROG. COMPLIANCE TECHNICIAN 1.00 1.00 1.00 1.00
ENV. PROGRAMS SPECIALIST 1.00 1.00 0.95 0.95
EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
MAINTENANCE WORKER I/II 45.00 43.00 41.00 43.00
MAINTENANCE WORKER III 8.00 7.00 8.00 8.00
MANAGEMENT ANALYST 1.20 1.20 1.00 2.00
PUBLIC WORKS INSPECTOR 2.00 2.00 2.00 2.00
PUBLIC WORKS PROJECT MANAGER 4.00 2.00 1.00 1.00
PUBLIC WORKS PROJECT MANAGER 2.00 2.00 1.00 1.00
PUBLIC WORKS PROJECT MANAGER LT 1.00 0 0 0
PUBLIC WORKS SUPERVISOR 4.00 4.00 5.00 4.00
RECREATION COORDINATOR 0.12 0.12 0.12 0.12
SENIOR CIVIL ENGINEER 2.00 2.00 2.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00 1.00 0
SR BUILDING INSPECTOR 0.02 0.02 0.02 0.02
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
SR. PUBLIC WORKS PROJECT MANAGER 0 1.00 0 0
STREET LIGHTING WORKER 1.00 1.00 1.00 1.00
SUSTAINABILITY MANAGER 0.20 0.20 0 0
TRAFFIC SIGNAL TECHNICIAN 2.00 2.00 2.00 2.00
TRANSIT & TRANSPORTATION PLANNER 1.00 1.00 1.00 1.00
TRANSPORTATION MANAGER 0.90 0.90 1.00 1.00
Total 94.12 88.12 87.02 89.12
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget FY 2025-26 Proposed Budget Public Works 375
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Public Works Administration
Budget Unit 100-80-800
General Fund - Public Works Administration - Public Works Administration Budget at a Glance
2026 Proposed Budget
Total Revenues $ 107,241
Total Expenditures $ 1,594,162
Fund Balance $ -
General Fund Costs $ 1,486,921
% Funded by General Fund 93.3%
Total Staffing 4.0 FTE
Program Overview
The Public Works Department is comprised of the following eight divisions:

Capital Improvement Program Administration
Development Services (including inspection services)
Environmental Programs & Sustainability
Facilities and Fleet
Grounds
Streets
Transportation
Trees and Right-of-Way
Service Objectives
Provide capital project delivery, development plan check, permiDing and inspection, solid waste and recycling services, stormwater quality compliance, and public works maintenance services in a responsive and eﬃcient manner by continuously adapting programs and resources to meet the community’s expectations.

Provide a response to the community on complaints and requests for services. Plan and program maintenance of the City’s public facilities and infrastructure.

Program and deliver Capital Improvement Projects in a timely and cost-eﬃcient manner. Work with operating departments and the community to ensure projects meet expectations.

Collaborate with Community Development to efficiently deliver predictable, responsive and efficient development services.

Represent the City on county and regional issues such as congestion management, and mobility and transit planning.

Manage and adapt traffic operations to efficiently move traffic and protect neighborhoods.

Oversee and manage stormwater, solid waste, sustainability efforts and recycling programs.

Proposed Budget
It is recommended that City Council approve a budget of $1,594,162 for the Public Works Administration program. This represents an increase of $282,512 (21.5%) from the FY 2024-25 Adopted Budget.

This increase is due to the addition of two City Work Programs: $200,000 City Properties: Planning for Optimal Use and $300,000 for Parkland Impact Fee Study.

FY 2025-26 Proposed Budget Public Works 376
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 88,625 $ 104,625 $ 80,580 $ 107,241 Total Revenues $ 88,625 $ 104,625 $ 80,580 $ 107,241
Expenditures
Employee Compensation $ 638,605 $ 668,388 $ 748,080 $ 729,570 Employee Benefits $ 210,435 $ 248,207 $ 286,549 $ 276,207 Materials $ 8,195 $ 8,692 $ 10,837 $ 15,480
Contract Services $ 792 $ 267 $ 792 $ 792
Cost Allocation $ - $ - $ 65,247 $ 72,113
Special Projects $ - $ 16,866 $ 200,000 $ 500,000
Contingencies $ - $ - $ 145 $ -
Total Expenditures $ 858,027 $ 942,420 $ 1,311,650 $ 1,594,162 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 769,401 $ 837,795 $ 1,231,070 $ 1,486,921 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ADMINISTRATIVE ASSISTANT 0.95 0.95 0.95 0.95
ASSIST DIR OF PW ENGINEER 0.50 0 0 0
DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
MANAGEMENT ANALYST 1.00 1.00 1.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00 1.00 0
Total 4.45 3.95 3.95 3.95
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 377
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Sustainability
Budget Unit 100-81-122
General Fund - Environmental Programs - Sustainability
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 418,126
Fund Balance $ -
General Fund Costs $ 418,126
% Funded by General Fund 100.0%
Total Staffing 1.1 FTE
Program Overview
The Sustainability Division works to implement the City's Climate Action Plan, provides subject maDer expertise and coordinates across departments in building public good through activities that reduce greenhouse gas emissions, conserves scarce resources, prioritize public health and prepare for the impacts of climate change. In this capacity, the program teams with regional partners and adjacent jurisdictions, and seeks grant funding to develop collective approaches to implement the City's ambitious Climate Action Plan.

Service Objectives
Collect and analyze relevant data to demonstrate municipal compliance with current and increasing state and federal regulations.

Support the City's Sustainability Commission, a citizen advisory body that helps the City Council to implement eﬀective climate actions.

Serve as a technical resource on sustainability initiatives by preparing staﬀ reports, developing local policies and ordinances, coordinating educational events, and making presentations to Council, City departments, and applicable outside organizations.

Coordinate municipal and community-wide greenhouse gas emissions inventories, develop emissions targets, execute a community-wide climate action plan, and track progress to achieve emissions reductions over time.

Expand existing compliance-focused environmental services to oﬀer innovative energy, water, and resource conservation programs that effectively engage employees and community members.

Evaluate existing departmental programs and benchmark environmental achievements on an ongoing basis.

Research tools and best practices for eﬃcient utility management and conservation and adapt these to the City’s organizational culture, operations, and budgets.

Manage or perform resource audits, identify energy conservation and renewable energy generation opportunities, calculate feasibility and develop projects that are cost-effective and conserve resources.

Develop effective partnerships that empower students and community members as environmental leaders.

Proposed Budget
It is recommended that City Council approve a budget of $418,126 for the Sustainability program. This represents an increase of $18,863 (4.7%) from the FY 2024-25 Adopted Budget.

In FY 2024-2025, this program was moved from the City Manager's Oﬃce. The prior year data can be found under Budget Unit 100-12-122.

The increase is primarily due to the request for a special project listed below.

Special Projects
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Special Projects
The following table shows the special projects for the fiscal year.

Special
Project Appropriation Revenue Funding
Source Description
Greenhouse
Gas
Inventory
Assessment
$40,000 $40,000 General
Fund
The City of Cupertino must conduct a greenhouse gas emissions assessment at least every three years to maintain CEQA certification, with the last assessment conducted for CY 2021. These assessments are essential to track progress to the City’s goal of carbon neutrality by 2040.

Total $40,000 $40,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Miscellaneous Revenue $ - $ 4,193 $ - $ -
Total Revenues $ - $ 4,193 $ - $ -
Expenditures
Employee Compensation $ - $ 11,583 $ 133,784 $ 136,157
Employee Benefits $ - $ 53,353 $ 68,839 $ 56,389
Materials $ - $ 9,656 $ 13,881 $ 22,605
Contract Services $ - $ 138,621 $ 32,150 $ 72,000
Cost Allocation $ - $ 178,396 $ 90,034 $ 90,975
Special Projects $ - $ 8,560 $ 60,000 $ 40,000
Contingencies $ - $ - $ 575 $ -
Total Expenditures $ - $ 400,169 $ 399,263 $ 418,126
Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ 395,976 $ 399,263 $ 418,126
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ENVIRONMENTAL PROGRAM MGR 0 0 0.10 0.10
ENVIRONMENTAL PROGRAMS ASSISTANT 0 0 0.50 0.50
ENV. PROGRAMS SPECIALIST 0 0 0.45 0.45
Total 0 0 1.05 1.05
There are no changes to the current level of staffing.

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Resource Recovery
Budget Unit 520-81-801
Resource Recovery - Environmental Programs - Resource Recovery Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,668,508
Total Expenditures $ 2,966,958
Fund Balance $ (1,298,450)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 4.8 FTE
Program Overview
The Resource Recovery program manages the City’s garbage and recycling franchised hauler contract and provides garbage and recycling customer service for residents and business owners; manages the City's garbage disposal contract; develops and implements programs and policy to comply with State source reduction and recycling mandates; oversees the free compost giveaway at the compost site; and represents the City on countywide commiDees. The public education and outreach programs led by this division include visits to businesses and apartment complexes to provide recycling instruction, kitchen containers, and visual materials; presentations at events and schools and employee training for businesses on-site as needed. The program coordinates many complimentary activities with the Sustainability program in the Office of the City Manager.

Service Objectives
Meet State requirements to divert recyclables and organics from landﬁll. Help businesses implement the City’s Mandatory Organics Recycling ordinance (6.24.037) which ensures compliance with SB 1383, California's Short-Lived Climate Pollutant Reduction Strategy. Provide landlords and property owners with support and educational materials for their tenants.

Conduct waste characterization studies to determine future services.

Provide contract oversight and customer service for garbage and recycling collection, garbage disposal, yard waste processing, composting and household hazardous waste. Manage community events such as the citywide Garage Sale and free compost giveaway for residents. Assist CUSD and high school teachers and students with student recycling and composting projects related to teachers’ curriculum and the City’s environmental initiatives.

Proposed Budget
It is recommended that City Council approve a budget of $2,966,958 for the Resource Recovery program. This represents a decrease of $256,032 (-7.9%) from the FY 2024-25 Adopted Budget.

The decrease is primarily due to a reduction in Special Projects from last ﬁscal year. The decrease is also due to a Public Works Supervisor position that was underﬁlled as an Environmental Program Specialist based on the current duties and tasks assigned to that position.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 55,692 $ 93,792 $ - $ 64,374 Intergovernmental Revenue $ 98,851 $ - $ 14,000 $ 14,812 Charges for Services $ 1,673,401 $ 1,563,696 $ 1,645,000 $ 1,589,322 Miscellaneous Revenue $ - $ 799,800 $ - $ -
Total Revenues $ 1,827,944 $ 2,457,288 $ 1,659,000 $ 1,668,508 Expenditures
Employee Compensation $ 491,610 $ 539,745 $ 627,624 $ 600,806 Employee Benefits $ (4,589) $ 287,207 $ 310,226 $ 251,368 Materials $ 53,654 $ 6,609 $ 233,125 $ 260,497
Contract Services $ 1,052,344 $ 862,334 $ 1,380,016 $ 1,386,403 Cost Allocation $ 231,017 $ 267,029 $ 440,614 $ 464,570 Special Projects $ 213,765 $ 264,858 $ 210,733 $ -
Other Financing Uses $ 513 $ - $ 513 $ 3,314
Transfers Out $ - $ 20,000 $ - $ -
Contingencies $ - $ - $ 20,139 $ -
Total Expenditures $ 2,038,314 $ 2,247,782 $ 3,222,990 $ 2,966,958 Fund Balance $ (210,370) $ 209,506 $ (1,563,990) $ (1,298,450) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ENVIRONMENTAL COMPLIANCE TECH 0 0 0.50 0.50
ENVIRONMENTAL PROGRAM MGR 0.50 0.50 0.50 0.50
ENVIRONMENTAL PROGRAMS ASSISTANT 2.30 2.30 2.15 2.15
ENVIRONMENTAL PROG SPECIALIST 0 0 0 0.70
ENV. PROG. COMPLIANCE TECHNICIAN 0.05 0.05 0.50 0.50
ENV. PROGRAMS SPECIALIST 0.40 0.40 0.40 0.40
MANAGEMENT ANALYST 0.05 0.15 0 0
PUBLIC WORKS SUPERVISOR 0 0 0.70 0
SUSTAINABILITY MANAGER 0.20 0.20 0 0
Total 3.50 3.60 4.75 4.75
A Public Works Supervisor position was underﬁlled as an Environmental Program Specialist based on the current duties and tasks assigned to that position.

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Non-Point Source
Budget Unit 230-81-802
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Non-Point Source Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,514,373
Total Expenditures $ 1,457,191
Fund Balance $ 57,182
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.5 FTE
Program Overview
The Non-Point Source program manages the City’s compliance with its State-mandated Municipal Regional Stormwater NPDES Permit. Compliance activities include program and policy development and implementation of state-mandated complaint response and enforcement programs as well as annual interdepartmental staﬀ training; and scheduled business and construction site inspections. The program reviews development plans to ensure compliance with low impact development (LID); and new Green Infrastructure Plan development requirements. The program is responsible for calculating storm drain fees annually to submit to the County for collection on property tax bills, writing an annual report to the Regional Water Quality Control Board to verify and document the City’s compliance with Clean Water Act mandates, and engaging and educating the public via City communication channels, visits to businesses and presentations at local schools, De Anza College and community events. Public participation events in a typical year include two or more annual volunteer creek cleanup days, an interactive water quality monitoring day, Earth Day and various countywide collaborative events. Implementation and annual progress assessment of the City’s eight-year liDer reduction plan are among the requirements of the City’s Non-Point Source program. Collection and management of storm water for the City is regulated under the terms of a Bay Area-wide State-mandated National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) Permit.

Service Objectives
Oversee the City’s compliance with the Municipal Regional Stormwater Permit (MRP 2.0) with regard to water pollution prevention, erosion control, conserving water as a resource (e.g. inﬁltration rather than runoﬀ), and low impact development (LID) via the City's permit application process and conditions of approval.

Coordinate urban runoﬀ pollution and erosion prevention activities with other departments, divisions, and private businesses. Mandated activities include: catch basin cleaning; post-construction oversight of permanent stormwater treatment measures installed at private new and redeveloped sites; implementation of, and annual progress assessments for the eight-year liDer reduction plan; oversight of construction best management practices during private and public construction; inspection of grease-generating and wet-waste food facilities and other businesses to prevent water-polluting discharges; complaint response and investigation to protect water quality; and education of staﬀ and local businesses on best management practices for outdoor storage and activities.

Represent the City on county and regional commiDees to prevent creek and San Francisco Bay pollution, erosion, and illegal dumping.

Proposed Budget
It is recommended that City Council approve a budget of $1,457,191 for the Non-Point Source program. This represents a decrease of $25,556 (-1.7%) from the FY 2024-25 Adopted Budget.

This budget is relatively unchanged since last fiscal year.

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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 864 $ 2,849 $ - $ -
Charges for Services $ 1,497,204 $ 1,500,757 $ 1,865,000 $ 1,504,373 Fines and Forfeitures $ 23,371 $ 2,746 $ 20,000 $ 10,000 Total Revenues $ 1,521,439 $ 1,506,352 $ 1,885,000 $ 1,514,373 Expenditures
Employee Compensation $ 393,277 $ 417,081 $ 326,870 $ 324,750 Employee Benefits $ 157,891 $ 177,674 $ 168,021 $ 143,125 Materials $ 34,765 $ 34,052 $ 38,097 $ 45,666
Contract Services $ 291,791 $ 302,890 $ 365,570 $ 393,007 Cost Allocation $ 195,816 $ 200,578 $ 568,436 $ 550,643 Special Projects $ 12,161 $ - $ 10,707 $ -
Contingencies $ - $ - $ 5,046 $ -
Total Expenditures $ 1,085,701 $ 1,132,275 $ 1,482,747 $ 1,457,191 Fund Balance $ 435,739 $ 374,077 $ 402,253 $ 57,182
General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget BUILDING INSPECTOR 0.08 0.08 0.08 0.08
ENVIRONMENTAL COMPLIANCE TECH 0 0 0.50 0.50
ENVIRONMENTAL PROGRAM MGR 0.50 0.50 0.40 0.40
ENVIRONMENTAL PROGRAMS ASSISTANT 0.35 0.35 0.35 0.35
ENVIRONMENTAL PROG SPECIALIST 0 0 0 0.30
ENV. PROG. COMPLIANCE TECHNICIAN 0.95 0.95 0.50 0.50
ENV. PROGRAMS SPECIALIST 0.60 0.60 0.10 0.10
MAINTENANCE WORKER III 0.10 0 0 0
PUBLIC WORKS INSPECTOR 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0 0 0.30 0
RECREATION COORDINATOR 0.12 0.12 0.12 0.12
SR BUILDING INSPECTOR 0.02 0.02 0.02 0.02
Total 2.82 2.72 2.47 2.47
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There are no changes to the current level of staffing.

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Storm Drain Fee
Budget Unit 230-81-853
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Storm Drain Fee Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
A portion of the collected Clean Water and Storm Protection Fee is allocated for rebates on activities that reduce stormwater runoﬀ and pollution. Currently, these are split between oﬀering matching Valley Water rebates on rainwater gardens, rainwater collection, and turf replacement installations and oﬀering City-managed rebates for residential pervious pavement installations.

Collection and management of storm water for the City is regulated under the terms of a Bay Area-wide State-mandated National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) Permit.

This program will remain in order to maintain historical data, however once all prior year data as listed in the table below is $0, this program will be removed.

Proposed Budget
There is no budget requested for this program.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Cost Allocation $ 528 $ 924 $ - $ -
Special Projects $ 175 $ 19,512 $ - $ -
Total Expenditures $ 703 $ 20,436 $ - $ -
Fund Balance $ (703) $ (20,436) $ - $ -
General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

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General Fund Subsidy
Budget Unit 230-81-854
Env Mgmt Cln Creek Storm Drain - Environmental Programs - General Fund Subsidy Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 11,990
Fund Balance $ (11,990)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The City has a joint use agreement for playing ﬁelds at schools in CUSD, and part of that agreement requires a refund to CUSD of half of the fees they pay each year for the Clean Water and Storm Protection Fee, which is based on parcel size and use category.

The details of the fee prohibit using collected funds for providing discounts or refunds, so funding for that purpose must come from the General Fund.

In addition, the City has a Clean Water Cost-Share Program allowing low-income property owners to receive a discounted rate on the Clean Water and Storm Protection Fee that is charged on property tax bills. The details of the fee prohibit using collected taxes for providing discounts or refunds, so funding for this purpose must come from the General Fund.

Proposed Budget
It is recommended that City Council approve a budget of $11,990 for the General Fund Subsidy program.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Contract Services $ - $ - $ - $ 10,967
Cost Allocation $ 347 $ 1,296 $ - $ 1,023
Special Projects $ 8,984 $ 47 $ - $ -
Total Expenditures $ 9,331 $ 1,343 $ - $ 11,990
Fund Balance $ (9,331) $ (1,343) $ - $ (11,990)
General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

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Storm Drain Maintenance
Budget Unit 230-81-855
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Storm Drain Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 585,050
Fund Balance $ (585,050)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 1.9 FTE
Program Overview
The Storm Drain Maintenance program manages the City's storm drainage collection system, which is comprised of approximately 90 miles of pipe, 2,215 drain inlets, and storm outfalls to local waterways. An inspector and on-call staﬀ provide emergency response to pollutant discharges, and crews perform general system maintenance including annual cleanout of drain inlets and trash capture devices. Collection and management of storm water for the City is regulated under the terms of a Bay Area-wide State-mandated National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) Permit.

Service Objectives
Provide eﬀective and timely inspection and maintenance of the storm drain system including inlet and outfall structures and collection system.

Provide annual cleaning and inspection of all inlets and full trash capture devices.

Proposed Budget
It is recommended that City Council approve a budget of $585,050 for the Storm Drain Maintenance program. This represents an increase of $155,324 (36.1%) from the FY 2024-25 Adopted Budget.

This program also includes $40,000 one-time costs for Storm Drain Grates Replacement. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ 813 $ - $ - $ -
Total Revenues $ 813 $ - $ - $ -
Expenditures
Employee Compensation $ 233,198 $ 135,296 $ 197,556 $ 206,852 Employee Benefits $ 95,921 $ 81,259 $ 112,588 $ 107,007 Materials $ 32,796 $ 26,191 $ 37,924 $ 66,527
Contract Services $ 21,556 $ 130,506 $ 50,000 $ 50,000
Cost Allocation $ 136,173 $ 143,344 $ 30,559 $ 154,664
Special Projects $ - $ 128,895 $ - $ -
Contingencies $ - $ - $ 1,099 $ -
Total Expenditures $ 519,644 $ 645,491 $ 429,726 $ 585,050 Fund Balance $ (518,831) $ (645,490) $ (429,726) $ (585,050) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 1.80 1.75 1.00 1.05
MAINTENANCE WORKER III 0.20 0.20 0.60 0.60
PUBLIC WORKS SUPERVISOR 0.25 0.25 0.25 0.25
Total 2.25 2.20 1.85 1.90
Staff time is being reallocated to better reflect actual time spent in this program.

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Plan Review
Budget Unit 100-82-804
General Fund - Developmental Services - Plan Review
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 3,048,070
Total Expenditures $ 1,395,413
Fund Balance $ -
General Fund Costs $ 189,010
% Funded by General Fund 13.5%
Total Staffing 3.9 FTE
Program Overview
The Development Services Division is comprised of two areas:

Development Services - reviews plans for private developments and utility encroachments to ensure conformance with City standards and policies.

Inspection Services - ensures compliance with City standards and approved plans on all public and private developments and utility projects.

Service Objectives
Ensure that private development projects provide necessary supporting infrastructure and potential impacts on the community are mitigated.

Place safety of the general public, City employees and construction workers as the highest priority on construction sites.

Inspect utility encroachment permits for work within the City right-of-way and return streets and sidewalks to City standards.

Ensure compliance with stormwater permits and prevent runoﬀ from polluting nearby watersheds. Work closely with the Environmental Programs Division to continue inspecting job sites before, during and aVer each rain event and conduct annual inspections of all Post Construction Treatments and Stormwater Pollution Prevention Plan (SWPPP) compliance.

Respond to public inquiries or complaints in a timely manner.

Provide aid and information to other City Divisions and Departments, including Community Development, Building, Capital Improvements, City ADorney’s Oﬃce, Public Works Maintenance and Operations and Parks and Recreation as needed to facilitate private developments and public infrastructure projects.

Proposed Budget
It is recommended that City Council approve a budget of $1,395,413 for the Plan Review program. This represents an increase of $18,156 (1.3%) from the FY 2024-25 Adopted Budget.

This budget is relatively unchanged from the prior fiscal year.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 186,315 $ 180,954 $ 186,315 $ 2,092,796 Charges for Services $ 824,123 $ 1,020,162 $ 1,302,923 $ 954,500 Miscellaneous Revenue $ 228 $ 1,240 $ 228 $ 774
Total Revenues $ 1,010,666 $ 1,202,356 $ 1,489,466 $ 3,048,070 Expenditures
Employee Compensation $ 808,538 $ 634,452 $ 589,108 $ 585,399 Employee Benefits $ 312,429 $ 264,836 $ 286,348 $ 277,793 Materials $ 4,374 $ 2,019 $ 6,389 $ 8,476
Contract Services $ 55,124 $ 149,795 $ 88,268 $ 93,145
Cost Allocation $ 278,699 $ 274,644 $ 405,961 $ 430,600 Special Projects $ 31,649 $ 30,403 $ - $ -
Contingencies $ - $ - $ 1,183 $ -
Total Expenditures $ 1,490,813 $ 1,356,149 $ 1,377,257 $ 1,395,413 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 480,147 $ 153,793 $ (112,209) $ 189,010 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ASSIST DIR OF PW ENGINEER 0.20 0 0 0
ASSOCIATE CIVIL ENGINEER 0 0 1.00 1.00
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00
PUBLIC WORKS INSPECTOR 0.90 0.90 0.90 0.90
SENIOR CIVIL ENGINEER 2.00 2.00 1.00 1.00
Total 4.10 3.90 3.90 3.90
There are no changes to the current level of staffing.

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CIP Administration
Budget Unit 100-82-806
General Fund - Developmental Services - CIP Administration Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,147,808
Fund Balance $ -
General Fund Costs $ 1,147,808
% Funded by General Fund 100.0%
Total Staffing 4.3 FTE
Program Overview
The Capital Improvement Program (CIP) Division plans, manages, and implements improvements to city land, parks, building and infrastructure. These projects are derived from resident input, master plans, needs assessments, interdepartmental requirements, maintenance of the City’s facilities, and innovations in our understandings of how the facilities can best serve our population. The division undertakes all aspects of project implementation, including contract administration for design, construction, and overall project management. Project types include, but are not limited to streets, sidewalks, storm drainage, buildings, parks, bicycle and pedestrian improvements and other public facilities . Responsibilities also include claims avoidance, environmental and regulatory compliance and monitoring, and the development of the annual budget and program scope.

Service Objectives
Ensure that all public improvements are designed and constructed in accordance with community expectations and City standards.

Place safety of the general public, City employees and workers as the highest priority in the delivery of capital projects.

Respond to public inquiries or complaints in a timely manner.

Proposed Budget
It is recommended that City Council approve a budget of $1,147,808 for the CIP Administration program. This represents an increase of $79,744 (7.5%) from the FY 2024-25 Adopted Budget.

The increase is primarily due to staffing reallocation.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 1,029,501 $ 651,436 $ 689,299 $ 756,817 Employee Benefits $ 393,281 $ 314,553 $ 298,259 $ 300,650 Materials $ 9,869 $ 2,994 $ 12,823 $ 15,378
Cost Allocation $ - $ - $ 67,523 $ 74,963
Contingencies $ - $ - $ 160 $ -
Total Expenditures $ 1,432,651 $ 968,983 $ 1,068,064 $ 1,147,808 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,432,651 $ 968,983 $ 1,068,064 $ 1,147,808 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ASSISTANT ENGINEER 0.50 0.50 0.50 1.00
ASSIST DIR OF PW ENGINEER 0.20 0 0 0
CIP MANAGER 1.00 1.00 1.00 1.00
PUBLIC WORKS PROJECT MANAGER 3.25 1.25 0.25 0.25
PUBLIC WORKS PROJECT MANAGER 2.00 2.00 1.00 1.00
PUBLIC WORKS PROJECT MANAGER LT 0.50 0 0 0
SENIOR CIVIL ENGINEER 0 0 1.00 1.00
SR. PUBLIC WORKS PROJECT MANAGER 0 1.00 0 0
Total 7.45 5.75 3.75 4.25
Staff time is being reallocated to better reflect actual time spent in this program.

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Service Center Administration
Budget Unit 100-83-807
General Fund - Service Center - Service Center Administration Budget at a Glance
2026 Proposed Budget
Total Revenues $ 67,757
Total Expenditures $ 1,108,056
Fund Balance $ -
General Fund Costs $ 1,040,299
% Funded by General Fund 93.9%
Total Staffing 3.0 FTE
Program Overview
The Service Center Administration program manages Public Works maintenance operations that include the major divisions of streets, grounds, trees and medians, facilities and ﬂeet, as well as the minor divisions of signs/markings, storm drain, sidewalk, curb and guDer, trails, overpasses and storm water; provides customer service to the general public; provides administrative support for maintenance staﬀ, supervisors, and management; general training prioritization; assignment of service calls; provides oversight of various contracted services including street sweeping, janitorial and a wide variety of maintenance and minor public works contracts; manages the sheriﬀ's work furlough program 7 days per week; and collaborates with Public Works Engineering for asset improvements beyond routine maintenance.

Service Objectives
Create a positive environment that fosters efficiency and innovation for service center employees.

Ensure proper documentation and inventory of trees, sidewalk repair, striping and legends, street signs, vehicle and equipment, streetlights and stormwater pollution.

Maintain records of all complaints and requests for services by tracking responses through computer programs and wriDen service request forms.

Process the payments for all services and materials generated through the Service Center.

Maintain productivity units of measure for key tasks performed.

Support Public Works Engineering in the collection of ﬁeld data, review of improvement drawings and development of capital improvement projects.

Maintain, lead and implement all elements of the Injury and Illness Prevention Program.

Maintain positive, accountable relations with employee bargaining groups.

Proposed Budget
It is recommended that City Council approve a budget of $1,108,056 for the Service Center Administration program. This represents an increase of $48,909 (4.6%) from the FY 2024-25 Adopted Budget.

The increase is due to increases in Cost Allocation.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 111,719 $ 44,156 $ 111,719 $ 67,150 Miscellaneous Revenue $ 155 $ 32,319 $ 155 $ 607
Total Revenues $ 111,874 $ 76,475 $ 111,874 $ 67,757
Expenditures
Employee Compensation $ 469,977 $ 430,891 $ 449,862 $ 445,492 Employee Benefits $ 197,212 $ 196,301 $ 229,031 $ 210,430 Materials $ 200,772 $ 140,573 $ 154,202 $ 168,991
Contract Services $ 31,508 $ 22,605 $ 17,682 $ 50,000
Cost Allocation $ 294,735 $ 229,276 $ 156,221 $ 233,143 Special Projects $ 38,152 $ 53,445 $ 50,000 $ -
Contingencies $ - $ - $ 2,149 $ -
Total Expenditures $ 1,232,356 $ 1,073,091 $ 1,059,147 $ 1,108,056 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,120,481 $ 996,617 $ 947,273 $ 1,040,299 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00
ASSIST DIR OF PW ENGINEER 0.10 0 0 0
ASSIST DIR PUBLIC WORKS OPS 1.00 1.00 1.00 1.00
MANAGEMENT ANALYST 0.15 0.05 0 0
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
Total 3.25 3.05 3.00 3.00
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 394
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Golf Grounds Maintenance
Budget Unit 560-84-268
Blackberry Farm - Grounds - Golf Grounds Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 339,558
Fund Balance $ (339,558)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program maintains the grounds at the Blackberry Farm Golf Course. The Blackberry Farm Gold Course maintenance budget (560-63-616) was transferred from Parks and Recreation
to Public Works FY 24-25.

Service Objectives
Provide citizens with the cleanest and safest recreational area to enjoy.

Provide daily general clean up and trash removal at the golf course.

Provide maintenance of tee boxes, fairways and greens areas that includes mowing, fertilization and aerification.

Provide maintenance of irrigation system in good operation and program irrigation controllers to maintain golf course appearance and health of vegetation while maximizing water conservation.

Provide tree maintenance by keeping trees trimmed.

Provide maintenance of perimeter fencing and safety netting.

Proposed Budget
It is recommended that City Council approve a budget of $339,558 for the Golf Grounds Maintenance program. This represents a decrease of $15,629 (-4.4%) from the FY 2024-25 Adopted Budget.

This program also includes $10,000 recurring costs for BBF Golf Course - Vegetation Management. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Materials $ - $ 92,798 $ 120,802 $ 99,398
Contract Services $ - $ 4,500 $ 230,000 $ 240,160
Contingencies $ - $ - $ 4,385 $ -
Total Expenditures $ - $ 97,298 $ 355,187 $ 339,558
Fund Balance $ - $ (97,298) $ (355,187) $ (339,558)
General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

FY 2025-26 Proposed Budget Public Works 396
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McClellan Ranch Park
Budget Unit 100-84-808
General Fund - Grounds - McClellan Ranch Park
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 195,091
Fund Balance $ -
General Fund Costs $ 195,091
% Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
McClellan Ranch Park is one of 19 parks and open space areas managed by the Grounds Division of the Public Works Department.

Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational areas to enjoy in the Bay Area.

Provide daily general clean up, trash removal, and graffiti removal.

Provide twice annually the mowing of fire breaks per Fire Marshal request in a manner in which wildlife is least impacted.

Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Parks & Recreation Department for all of the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $195,091 for the McClellan Ranch Park program. This represents an increase of $35,620 (22.3%) from the FY 2024-25 Adopted Budget.

This increase is mainly due to an increase in Contract Services and an increase in Cost Allocation expenses.

This program also includes a request for partial recurring costs for Vegetation Management of $5,000. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 397
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 40,638 $ 44,901 $ 44,708 $ 45,754 Employee Benefits $ 19,155 $ 22,528 $ 25,920 $ 24,008
Materials $ 41,393 $ 39,599 $ 40,511 $ 43,988
Contract Services $ 65,728 $ 16,526 $ 2,000 $ 28,974
Cost Allocation $ 60,685 $ 53,729 $ 45,801 $ 52,367
Special Projects $ - $ 24,600 $ - $ -
Contingencies $ - $ - $ 531 $ -
Total Expenditures $ 227,599 $ 201,883 $ 159,471 $ 195,091 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 227,599 $ 201,883 $ 159,471 $ 195,091 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.20 0.20 0.20 0.20
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.40 0.40 0.40 0.40
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 398
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Memorial Park
Budget Unit 100-84-809
General Fund - Grounds - Memorial Park
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 829,549
Fund Balance $ -
General Fund Costs $ 829,549
% Funded by General Fund 100.0%
Total Staffing 2.5 FTE
Program Overview
Memorial Park is one of 19 parks and open space areas managed by the Grounds Division of the Public Works Department.

Memorial Park is the largest and most utilized park in Cupertino.

Service Objectives
The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest and safest recreational areas to enjoy in the Bay Area.

Provide daily general clean up, trash removal, graﬃti removal, irrigation adjustments and repairs and basic play structure inspections and maintenance.

Provide weekly maintenance that may include mowing and edging of turf areas, tennis court cleaning and general maintenance, basketball court maintenance and programmed play structure inspections and maintenance.

Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning of trees and shrubs.

Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications, playground woodchip replenishing and preparation of athletic fields for seasonal use.

Maintain all playgrounds in accordance with California playground safety requirements.

Minimize the negative effects of waterfowl to park patrons.

Reduce water consumption wherever practicable.

Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Parks & Recreation Department for all the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $829,549 for the Memorial Park program. This represents an increase of $33,263 (4.2%) from the FY 2024-25 Adopted Budget.

This program also includes a request for partial recurring costs for Vegetation Management of $10,000. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 399
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 202,135 $ 223,464 $ 239,020 $ 235,076 Employee Benefits $ 103,883 $ 112,320 $ 142,892 $ 133,643 Materials $ 137,505 $ 185,442 $ 214,825 $ 204,207
Contract Services $ 66,417 $ 41,320 $ 6,892 $ 17,113
Cost Allocation $ 247,980 $ 205,635 $ 189,886 $ 239,510 Capital Outlays $ 5,250 $ 6,982 $ - $ -
Special Projects $ 15,400 $ - $ - $ -
Contingencies $ - $ - $ 2,771 $ -
Total Expenditures $ 778,570 $ 775,163 $ 796,286 $ 829,549 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 778,570 $ 775,163 $ 796,286 $ 829,549 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 2.20 1.20 2.20 2.20
MAINTENANCE WORKER III 0.20 0.20 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 2.50 1.50 2.50 2.50
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 400
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BBF Ground Maintenance
Budget Unit 100-84-811
General Fund - Grounds - BBF Ground Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 320,775
Fund Balance $ -
General Fund Costs $ 320,775
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
Blackberry Farm is managed by the Grounds Division of the Public Works Department.

Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational areas to enjoy in the Bay Area.

Provide daily general clean up, trash removal, graﬃti removal, irrigation adjustments and repairs and basic play structure inspections and maintenance.

Provide weekly maintenance that may include mowing and edging of turf areas and programmed play structure inspections and maintenance.

Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning of trees and shrubs.

Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications, playground woodchip replenishing and preparation of athletic fields for seasonal use.

Maintain all playgrounds in accordance with California playground safety requirements.

Reduce water consumption wherever practicable.

Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Parks & Recreation Department for all the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $320,775 for the BBF Ground Maintenance program. This represents an increase of $35,957 (12.6%) from the FY 2024-25 Adopted Budget.

This program also includes a request for partial recurring costs for Vegetation Management of $30,000. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 401
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 78,797 $ 101,559 $ 101,380 $ 101,540 Employee Benefits $ 42,340 $ 53,976 $ 62,258 $ 58,153
Materials $ 6,774 $ 8,018 $ 23,345 $ 8,066
Contract Services $ 26,542 $ 45,123 $ 49,925 $ 81,522
Cost Allocation $ 66,296 $ 65,044 $ 46,994 $ 71,494
Special Projects $ 17,900 $ - $ - $ -
Contingencies $ - $ - $ 916 $ -
Total Expenditures $ 238,649 $ 273,720 $ 284,818 $ 320,775 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 238,649 $ 273,720 $ 284,818 $ 320,775 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.80 0.80 0.80 0.80
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 1.00 1.00 1.00 1.00
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 402
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School Site Maintenance
Budget Unit 100-84-812
General Fund - Grounds - School Site Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 255,721
Total Expenditures $ 1,498,026
Fund Balance $ -
General Fund Costs $ 1,242,305
% Funded by General Fund 82.9%
Total Staffing 4.2 FTE
Program Overview
Under a joint use agreement with Cupertino Union School District, nine athletic ﬁelds and landscape areas, constituting approximately 52 acres, are managed by the Grounds Division of the Public Works Department. These sites include Hyde and Kennedy Middle Schools, Collins, Eaton, Lincoln, Regnart, Faria, Stevens Creek and Garden Gate Elementary Schools.

Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational areas/athletic fields in the Bay Area.

Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and other maintenance.

Provide weekly maintenance that may include mowing and edging of turf areas and other maintenance.

Provide quarterly maintenance that may include fertilization, aerating, over-seeding, top dressing, and pruning of trees and shrubs.

Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications and preparing athletic fields for seasonal use.

Maintain school sites for recreational activities including soccer, baseball, cricket, track and ﬁeld, soVball and a variety of other sports.

Reduce water consumption wherever practicable.

Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Park and Recreation Department for all the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $1,498,026 for the School Site Maintenance program. This represents an increase of $124,600 (9.1%) from the FY 2024-25 Adopted Budget.

The increase is due to increased Cost Allocation Plan charges. This program also includes a request for partial recurring costs for Vegetation Management, $22,000 one-time costs for Dugout Roof Replacements Faria & Regnart Schools and $43,000 one-time costs for Irrigation Pump Replacements – Eaton. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Intergovernmental Revenue $ 170,843 $ 222,366 $ 196,469 $ 255,721 Total Revenues $ 170,843 $ 222,366 $ 196,469 $ 255,721
Expenditures
Employee Compensation $ 377,171 $ 390,325 $ 402,854 $ 405,421 Employee Benefits $ 184,391 $ 216,380 $ 258,057 $ 250,699 Materials $ 309,621 $ 330,731 $ 392,319 $ 353,489
Contract Services $ 82,055 $ 6,592 $ 25,980 $ 29,200
Cost Allocation $ 390,409 $ 394,645 $ 278,487 $ 394,217 Special Projects $ 40,289 $ 24,950 $ 10,500 $ 65,000
Contingencies $ - $ - $ 5,229 $ -
Total Expenditures $ 1,383,936 $ 1,363,623 $ 1,373,426 $ 1,498,026 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,213,094 $ 1,141,256 $ 1,176,957 $ 1,242,305 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 3.40 3.40 3.40 3.40
MAINTENANCE WORKER III 0.60 0.60 0.60 0.60
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 4.20 4.20 4.20 4.20
There are no changes to the current level of staffing.

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Neighborhood Parks
Budget Unit 100-84-813
General Fund - Grounds - Neighborhood Parks
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 2,571,070
Fund Balance $ -
General Fund Costs $ 2,571,070
% Funded by General Fund 100.0%
Total Staffing 7.1 FTE
Program Overview
Neighborhood Parks include 13 of the 19 parks and open space areas managed by the Grounds Division of the Public Works Department. Neighborhood park sites include Linda Vista, Mary Avenue Dog Park, Monta Vista, Portal, Somerset, Varian, Wilson, Three Oaks, Hoover, Canyon Oak (Little Rancho), Franco Park, Sterling/Barnhart, and Oak Valley.

Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational areas to enjoy in the Bay Area.

Provide daily general clean up, trash removal, graﬃti removal, irrigation adjustments and repairs and basic play structure inspections and maintenance.

Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning of trees and shrubs.

Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications, playground woodchip replenishing and prepare athletic fields for seasonal use.

Maintain all playgrounds in accordance with California playground safety requirements.

Reduce water consumption wherever practicable.

Utilize Weekend Work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Parks & Recreation Department for all the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $2,571,070 for the Neighborhood Parks program. This represents an increase of $460,217 (21.8%) from the FY 2024-25 Adopted Budget.

The increase is due to a new City Work Program and increases in Cost Allocation expenses.

This program also includes requests for partial recurring costs for Vegetation Management $40,000. This budget includes a request for $250,000 for City Work Program (CWP) item Water Conservation Policies.

Lastly, a request for $10,000 for park assets is included in this budget. Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project category. Prior special projects have been moved to the contract or material expense categories.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Miscellaneous Revenue $ - $ 5,200 $ - $ -
Total Revenues $ - $ 5,200 $ - $ -
Expenditures
Employee Compensation $ 751,121 $ 668,900 $ 645,367 $ 661,901 Employee Benefits $ 340,267 $ 360,846 $ 403,127 $ 378,718 Materials $ 381,433 $ 409,310 $ 481,183 $ 445,051
Contract Services $ 166,011 $ 110,923 $ 39,238 $ 79,238 Cost Allocation $ 687,393 $ 695,660 $ 535,433 $ 746,162 Special Projects $ 80,207 $ 70,119 $ - $ 260,000
Contingencies $ - $ - $ 6,505 $ -
Total Expenditures $ 2,406,432 $ 2,315,758 $ 2,110,853 $ 2,571,070 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 2,406,432 $ 2,310,558 $ 2,110,853 $ 2,571,070 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 7.80 7.80 6.30 6.30
MAINTENANCE WORKER III 0.60 0.60 0.60 0.60
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 8.60 8.60 7.10 7.10
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 406
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Sport Fields Jollyman, Creekside
Budget Unit 100-84-814
General Fund - Grounds - Sport Fields Jollyman, Creekside Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 816,611
Fund Balance $ -
General Fund Costs $ 816,611
% Funded by General Fund 100.0%
Total Staffing 2.0 FTE
Program Overview
The sports ﬁelds at Jollyman and Creekside parks are among the 19 parks and open space areas managed by the Grounds Division of the Public Works Department. Sports fields at these two parks are heavily used and enjoyed by the community.

Service Objectives
The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest and safest recreational areas and sports fields in the Bay Area.

Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and other maintenance.

Provide weekly maintenance that may include mowing and edging of turf areas, programmed play structure inspections, and other maintenance.

Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning of trees and shrubs.

Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications and preparing sports fields for seasonal use.

Maintain sports ﬁelds for recreational activities including soccer, baseball, cricket, track and ﬁeld, soVball and a variety of other sports.

Maintain all playgrounds in accordance with California playground safety requirements.

Reduce water consumption wherever practicable.

Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.

Provide logistical support to the Parks & Recreation Department for all the City’s special events.

Proposed Budget
It is recommended that City Council approve a budget of $816,611 for the Sport Fields Jollyman, Creekside program. This represents an increase of $71,611 (9.6%) from the FY 2024-25 Adopted Budget.

This program also includes requests for partial recurring costs for Vegetation Management $20,000. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 215,980 $ 212,803 $ 191,568 $ 193,500 Employee Benefits $ 104,306 $ 109,195 $ 116,530 $ 108,487 Materials $ 170,391 $ 225,475 $ 236,052 $ 239,623
Contract Services $ 18,402 $ 32,305 $ 9,598 $ 36,322
Cost Allocation $ 232,990 $ 239,281 $ 177,681 $ 238,679 Capital Outlays $ - $ 23,600 $ - $ -
Special Projects $ - $ 14,000 $ 10,500 $ -
Contingencies $ - $ - $ 3,071 $ -
Total Expenditures $ 742,069 $ 856,659 $ 745,000 $ 816,611 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 742,068 $ 856,658 $ 745,000 $ 816,611 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 2.00 2.00 1.50 1.50
MAINTENANCE WORKER III 0.30 0.30 0.30 0.30
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 2.50 2.50 2.00 2.00
There are no changes to the current level of staffing.

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Civic Center Maintenance
Budget Unit 100-84-815
General Fund - Grounds - Civic Center Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 173,292
Total Expenditures $ 221,993
Fund Balance $ -
General Fund Costs $ 48,701
% Funded by General Fund 21.9%
Total Staffing 0.8 FTE
Program Overview
The Civic Center grounds are one of 19 parks and open space areas managed by the Grounds Division of the Public Works Department. Due to the close proximity to City Hall, Community Hall, and the Library, the Civic Center grounds are well utilized.

Civic Center maintenance includes the adjacent Library Field.

Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational areas to enjoy in the Bay Area.

Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and other maintenance.

Provide weekly maintenance that may include mowing and edging of turf areas and general maintenance.

Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning of trees and shrubs.

Provide semi-annual maintenance that may include replacement of planting material and pre-emergent applications.

Maintain Library Field for recreational activities including soccer, cricket and a variety of other sports.

Reduce water consumption wherever practicable.

Provide logistical support to all City Departments for special events.

Proposed Budget
It is recommended that City Council approve a budget of $221,993 for the Civic Center Maintenance program. This represents an increase of $3,050 (1.4%) from the FY 2024-25 Adopted Budget.

This budget is relatively unchanged from the prior fiscal year.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ 238,705 $ 220,710 $ 174,161 $ 173,292 Total Revenues $ 238,705 $ 220,710 $ 174,161 $ 173,292
Expenditures
Employee Compensation $ 81,561 $ 83,720 $ 82,967 $ 81,648 Employee Benefits $ 39,525 $ 44,940 $ 53,884 $ 49,966
Materials $ 52,514 $ 50,278 $ 47,824 $ 53,759
Contract Services $ 4,572 $ 750 $ - $ -
Cost Allocation $ - $ - $ 33,670 $ 36,620
Contingencies $ - $ - $ 598 $ -
Total Expenditures $ 178,172 $ 179,688 $ 218,943 $ 221,993 Fund Balance $ - $ - $ - $ -
General Fund Costs $ (60,534) $ (41,022) $ 44,782 $ 48,701 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.60 0.60 0.60 0.60
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.80 0.80 0.80 0.80
There are no changes to the current level of staffing.

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Sidewalk Curb and Gutter
Budget Unit 270-85-820
Transportation Fund - Streets - Sidewalk Curb and Gutter Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,419,712
Fund Balance $ (1,419,712)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.0 FTE
Program Overview
Maintain sidewalks, curb and guDer to a standard that is functional and improves accessibility and minimizes liability. Optimize the use of available funds by coordinating with other improvement projects.

Service Objectives
Timely maintain concrete improvements in response to citizen complaints and coordinate with programmed asphalt improvements.

Proposed Budget
It is recommended that City Council approve a budget of $1,419,712 for the Sidewalk Curb and GuDer program. This represents an increase of $95,732 (7.2%) from the FY 2024-25 Adopted Budget.

The increase is due to increases in Cost Allocation expenses. This budget includes $652,547 for annual sidewalk curb and guDer maintenance.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ 14,985 $ - $ 15,000 $ -
Total Revenues $ 14,985 $ - $ 15,000 $ -
Expenditures
Employee Compensation $ 215,283 $ 194,693 $ 235,242 $ 239,902 Employee Benefits $ 94,332 $ 106,577 $ 141,140 $ 133,287 Materials $ 9,773 $ 3,556 $ 10,019 $ 11,226
Contract Services $ 200 $ - $ 27,198 $ 28,068
Cost Allocation $ 154,905 $ 200,552 $ 277,603 $ 354,682 Special Projects $ 177,576 $ 724,228 $ 632,313 $ 652,547 Contingencies $ - $ - $ 465 $ -
Total Expenditures $ 652,069 $ 1,229,606 $ 1,323,980 $ 1,419,712 Fund Balance $ (637,085) $ (1,229,607) $ (1,308,980) $ (1,419,712) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.70 0.75 0.75 0.75
MAINTENANCE WORKER III 0 0 0.15 0.15
PUBLIC WORKS INSPECTOR 1.00 1.00 1.00 1.00
PUBLIC WORKS SUPERVISOR 0.10 0.15 0.10 0.10
Total 1.80 1.90 2.00 2.00
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 412
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Street Pavement Maintenance
Budget Unit 270-85-821
Transportation Fund - Streets - Street Pavement Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ 3,174,460
Total Expenditures $ 5,310,436
Fund Balance $ (2,135,976)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 3.6 FTE
Program Overview
This program maintains streets to a standard that balances preventative maintenance with stop-gap measures while minimizing liability.

Service Objectives
Perform preventative maintenance activities of fog seal and crack fill.

Perform stop-gap maintenance of arterial, collector and residential streets.

Oversee and manage contracted pavement maintenance projects.

Proposed Budget
It is recommended that City Council approve a budget of $5,310,436 for the Street Pavement Maintenance program. This represents an increase of $845,357 (18.9%) from the FY 2024-25 Adopted Budget.

The increase is due to increases in Contract Services for isolated dig outs, Capital Outlays for increased costs of the Annual Asphalt allocations (fog and slurry seal), and increases in Cost Allocation expenses. This budget includes $2,005,865 for the Annual Asphalt program.

FY 2025-26 Proposed Budget Public Works 413
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Intergovernmental Revenue $ 1,680,917 $ 3,135,133 $ 3,393,531 $ 3,172,941 Charges for Services $ 287 $ - $ - $ -
Miscellaneous Revenue $ 680 $ 1,519 $ - $ 1,519
Total Revenues $ 1,681,884 $ 3,136,652 $ 3,393,531 $ 3,174,460 Expenditures
Employee Compensation $ 433,990 $ 513,147 $ 416,814 $ 412,672 Employee Benefits $ 182,380 $ 220,683 $ 220,949 $ 199,473 Materials $ 18,820 $ 20,992 $ 21,788 $ 26,299
Contract Services $ 296,130 $ 173,365 $ 81,536 $ 178,913 Cost Allocation $ 351,039 $ 361,186 $ 898,809 $ 904,139 Capital Outlays $ 1,023,661 $ 578,662 $ 880,224 $ 1,583,075 Special Projects $ 1,901,218 $ 71,656 $ 1,943,667 $ 2,005,865 Contingencies $ - $ - $ 1,292 $ -
Total Expenditures $ 4,207,238 $ 1,939,691 $ 4,465,079 $ 5,310,436 Fund Balance $ (2,525,354) $ 1,196,960 $ (1,071,548) $ (2,135,976) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 2.40 2.35 2.20 2.15
MAINTENANCE WORKER III 1.25 0.25 0.40 0.40
PUBLIC WORKS PROJECT MANAGER 0.75 0.75 0.75 0.75
PUBLIC WORKS SUPERVISOR 0.30 0.25 0.25 0.25
Total 4.70 3.60 3.60 3.55
Staff time is being reallocated to better reflect actual time spent in this program.

FY 2025-26 Proposed Budget Public Works 414
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Street Sign Marking
Budget Unit 270-85-822
Transportation Fund - Streets - Street Sign Marking
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 773,774
Fund Balance $ (773,774)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 3.1 FTE
Program Overview
This program maintains street regulatory and informational signs, street striping, markings, and legends, as well as removes graffiti within street right-of-way in a timely manner.

Service Objectives
Respond to regulatory and informational sign issues in a timely manner.

Coordinate and respond to work orders from the Traffic Engineer.

Maintain street sign and traffic marking assets in compliance with the Manual of Uniform Traffic Control Devices.

Remove graffiti in a timely manner.

Proposed Budget
It is recommended that City Council approve a budget of $773,774 for the Street Sign Marking program. This represents an increase of $51,455 (7.1%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in Cost Allocation expenses.

FY 2025-26 Proposed Budget Public Works 415
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ 680 $ 2,223 $ - $ -
Miscellaneous Revenue $ 1,321 $ 3,280 $ - $ -
Transfers In $ - $ 467 $ - $ -
Total Revenues $ 2,001 $ 5,970 $ - $ -
Expenditures
Employee Compensation $ 301,242 $ 286,901 $ 308,373 $ 307,908 Employee Benefits $ 137,367 $ 152,564 $ 173,741 $ 161,259 Materials $ 134,852 $ 75,000 $ 76,657 $ 80,662
Contract Services $ - $ - $ 10,000 $ 10,320
Cost Allocation $ 208,393 $ 216,826 $ 152,465 $ 213,625 Special Projects $ 16,118 $ - $ - $ -
Contingencies $ - $ - $ 1,083 $ -
Total Expenditures $ 797,972 $ 731,291 $ 722,319 $ 773,774 Fund Balance $ (795,972) $ (725,322) $ (722,319) $ (773,774) General Fund Costs $ - $ 467 $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 2.75 2.50 2.30 2.30
MAINTENANCE WORKER III 0.20 0.35 0.55 0.55
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 3.15 3.05 3.05 3.05
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 416
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Street Lighting
Budget Unit 100-85-848
General Fund - Streets - Street Lighting
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 22,637
Total Expenditures $ 1,097,276
Fund Balance $ -
General Fund Costs $ 1,074,639
% Funded by General Fund 97.9%
Total Staffing 1.6 FTE
Program Overview
Maintain city-owned streetlights (3,049), parking lot lights (90) and park lighting (282).

Service Objectives
Respond to outages in a timely manner.

Conserve electricity through the conversion of older less efficient light technology to current and tested technologies.

Replace direct buried wiring with wiring in conduits as failures occur.

Proposed Budget
It is recommended that City Council approve a budget of $1,097,276 for the Street Lighting program. This represents an increase of $158,003 (16.8%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in electricity costs and increases in Cost Allocation expenses. This budget includes $209,000 for steel light pole replacements throughout the city at a rate of 30-40 per year.

FY 2025-26 Proposed Budget Public Works 417
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Miscellaneous Revenue $ 38,906 $ 24,595 $ 38,906 $ 22,637 Total Revenues $ 38,906 $ 24,595 $ 38,906 $ 22,637
Expenditures
Employee Compensation $ 134,510 $ 142,542 $ 192,600 $ 192,455 Employee Benefits $ 55,227 $ 70,403 $ 101,110 $ 93,659
Materials $ 396,161 $ 381,874 $ 311,755 $ 404,044
Contract Services $ 4,405 $ 6,256 $ 49,152 $ 50,725
Cost Allocation $ 182,467 $ 131,461 $ 105,145 $ 147,393 Special Projects $ 226,823 $ 171,163 $ 175,000 $ 209,000 Contingencies $ - $ - $ 4,511 $ -
Total Expenditures $ 999,593 $ 903,699 $ 939,273 $ 1,097,276 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 960,686 $ 879,105 $ 900,367 $ 1,074,639 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0 0.10 0.30 0.30
MAINTENANCE WORKER III 0 0.05 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.05 0.10 0.15 0.15
STREET LIGHTING WORKER 1.00 1.00 1.00 1.00
Total 1.05 1.25 1.55 1.55
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 418
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Equipment Maintenance
Budget Unit 630-85-849
Vehicle/Equip Replacement - Streets - Equipment Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,580,629
Total Expenditures $ 1,867,792
Fund Balance $ (287,163)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 3.0 FTE
Program Overview
The Fleet Division maintains all ﬂeet equipment, including small power equipment. Equipment includes vehicles (103) and all power equipment (689). Equipment includes trailers, mowers and other equipment required to maintain the City's infrastructure.

The division also manages above ground fuel storage tank at Service Center.

Service Objectives
Maintain all city vehicles and equipment to reduce operating costs and increase safety.

Fabricate, weld and repair equipment that includes vehicles, apparatus, structures, facilities for function and safety.

Develop specifications and bid per City policy the purchases of trucks, tractors and other significant equipment.

Maintain surplus vehicles and other equipment per City policy.

Ensure all vehicles conform to State of California emission regulations.

Maintain/inspect above ground fuel tanks as required.

Maintain accurate inventory of fleet/equipment assets.

Maintain a safe and clean working environment be approved for the equipment mechanics and welding.

Proposed Budget
It is recommended that City Council approve a budget of $1,867,792 for the Equipment Maintenance program. This represents an increase of $302,509 (19.3%) from the FY 2024-25 Adopted Budget.

The increase is due to an increased contingency cost of $173,427 and increases in Cost Allocation expenses.

This program also includes requests for $16,000 one-time costs for air compressor replacement and $18,000 one-time costs for a diagnostic scan tool. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 419
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ 1,568,633 $ 1,523,066 $ 1,356,136 $ 1,580,629 Miscellaneous Revenue $ - $ 262 $ - $ -
Total Revenues $ 1,568,633 $ 1,523,328 $ 1,356,136 $ 1,580,629 Expenditures
Employee Compensation $ 357,161 $ 327,659 $ 327,448 $ 327,769 Employee Benefits $ 199,745 $ 161,159 $ 178,732 $ 164,112 Materials $ 344,802 $ 282,126 $ 309,131 $ 326,411
Contract Services $ 37,260 $ 104,121 $ 90,389 $ 93,141
Cost Allocation $ - $ - $ 77,449 $ 281,867
Special Projects $ 49,615 $ - $ - $ 34,000
Other Financing Uses $ 577,140 $ 431,271 $ 577,140 $ 640,492 Contingencies $ - $ - $ 4,994 $ -
Total Expenditures $ 1,565,723 $ 1,306,336 $ 1,565,283 $ 1,867,792 Fund Balance $ 2,909 $ 216,992 $ (209,147) $ (287,163)
General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
MAINTENANCE WORKER I/II 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 420
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Environmental Materials
Budget Unit 100-85-850
General Fund - Streets - Environmental Materials
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 207,110
Fund Balance $ -
General Fund Costs $ 207,110
% Funded by General Fund 100.0%
Total Staffing 0.7 FTE
Program Overview
This program manages Service Center solid waste disposal, Service Center safety inspections, handling/disposal/reporting of City generated hazardous waste and materials – including waste that may be illegally deposited upon the right-of-way. Provide street cleaning for unforeseen events such as debris from trucks or other sources.

Service Objectives
Coordinate disposal of solid waste.

Adhere to the requirements of hazardous waste/materials storage, handling and reporting.

Comply with Fire Marshal safety inspection requirements for Service Center facilities.

Inspect and maintain below ground fuel tanks as required.

Clean up traffic debris that may become deposited on streets while reducing traffic hazards.

Proposed Budget
It is recommended that City Council approve a budget of $207,110 for the Environmental Materials program. This represents an increase of $18,453 (9.8%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in Cost Allocation expenses.

FY 2025-26 Proposed Budget Public Works 421
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Miscellaneous Revenue $ 1,209 $ 388 $ - $ -
Total Revenues $ 1,209 $ 388 $ - $ -
Expenditures
Employee Compensation $ 76,101 $ 70,719 $ 72,894 $ 72,944 Employee Benefits $ 31,238 $ 37,698 $ 37,291 $ 33,959
Materials $ 27,098 $ 31,965 $ 30,739 $ 41,596
Cost Allocation $ 61,314 $ 65,311 $ 47,349 $ 58,611
Contingencies $ - $ - $ 384 $ -
Total Expenditures $ 195,751 $ 205,693 $ 188,657 $ 207,110 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 194,543 $ 205,305 $ 188,657 $ 207,110 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.35 0.55 0.45 0.45
MAINTENANCE WORKER III 0.25 0.15 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.10 0.05 0.05 0.05
Total 0.70 0.75 0.70 0.70
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 422
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Trail Maintenance
Budget Unit 100-86-261
General Fund - Trees and Right of Way - Trail Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 222,833
Fund Balance $ -
General Fund Costs $ 222,833
% Funded by General Fund 100.0%
Total Staffing 1.2 FTE
Program Overview
The Trails Maintenance Program maintains about 3 linear miles of trails including the adjacent landscape at the Don BurneD Bridge and the Lawrence Trail. Historically the maintenance of this program has been funded out of Medians and Overpasses Program (824) Expansion of trails in the city has made it necessary to separate out trail's maintenance.

Service Objectives
Maintain and improve trails in the public right-of- ways including the landscaped areas on the approach to the Don BurneD Bridge and the Lawrence Trail.

Maintain clean and safe ingress and egress on all city-maintained trails.

Meet all Department of Pesticide Regulation requirements for weed and pest control.

Timely pruning of trees and plants to promote healthy landscapes, maximize aesthetics and to reduce future maintenance requirements.

Timely removal of trash and graffiti.

Proposed Budget
It is recommended that City Council approve a budget of $222,833 for the Trail Maintenance program. This represents a decrease of $40,334 (-15.3%) from the FY 2024-25 Adopted Budget.

The decrease is due to an operational eﬃciencies strategy where three Part Time Maintenance Worker positions were combined into one FTE for the Weekend Work Program.

This program also includes $8,000 recurring costs for Gopher and Squirrel control. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 423
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 90,095 $ 111,535 $ 153,802 $ 113,399 Employee Benefits $ 43,734 $ 48,802 $ 76,864 $ 66,400
Materials $ 3,517 $ 2,661 $ 4,917 $ 5,349
Contract Services $ 12,045 $ 13,950 $ 8,421 $ 16,690
Cost Allocation $ - $ - $ 18,996 $ 20,995
Contingencies $ - $ - $ 167 $ -
Total Expenditures $ 149,391 $ 176,948 $ 263,167 $ 222,833 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 149,391 $ 176,949 $ 263,167 $ 222,833 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.90 0.75 0.90 0.90
MAINTENANCE WORKER III 0.15 0 0.15 0.15
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 1.15 0.85 1.15 1.15
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 424
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Overpasses and Medians
Budget Unit 100-86-824
General Fund - Trees and Right of Way - Overpasses and Medians Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,789,535
Fund Balance $ -
General Fund Costs $ 1,789,535
% Funded by General Fund 100.0%
Total Staffing 6.3 FTE
Program Overview
The Overpasses and Medians program maintains 31.67 developed acres of median island hardscapes and soVscapes as well as

21.69 undeveloped acres of city right-of-way, the landscaped area of the Lawrence trail, and the landscaped area of the Don Burnett Bridge.

Service Objectives
Maintain and improve median islands, landscape strips, trails, landscaped roadsides and public right-of-ways.

Maintain and improve water efficient programming of irrigation systems.

Meet all Department of Pesticide Regulation requirements for weed and pest control.

Timely pruning of plant material to promote plant health, maximize aesthetics and to reduce future maintenance requirements.

Plant and care for new plant stock to help ensure future plant health and reduce future maintenance requirements.

Conserve water through the planting of appropriate plant stock.

Proposed Budget
It is recommended that City Council approve a budget of $1,789,535 for the Overpasses and Medians program. This represents an increase of $123,995 (7.4%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in Contract Services for mainline repairs, Capital Outlays for retaining wall replacements, and increases in Cost Allocation expenses.

This program also includes request for $30,000 one-time costs for RP & Mainline repair South De Anza, and $25,000 one-time costs for SCB at Janice Retaining Wall Installation. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 425
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 563,194 $ 621,410 $ 632,666 $ 606,045 Employee Benefits $ 271,883 $ 327,744 $ 409,621 $ 355,344 Materials $ 173,831 $ 197,167 $ 183,928 $ 201,365
Contract Services $ 43,823 $ 15,589 $ 31,000 $ 61,000
Cost Allocation $ 456,324 $ 475,268 $ 405,638 $ 540,781 Capital Outlays $ - $ - $ - $ 25,000
Special Projects $ 89,029 $ - $ - $ -
Contingencies $ - $ - $ 2,687 $ -
Total Expenditures $ 1,598,084 $ 1,637,178 $ 1,665,540 $ 1,789,535 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,598,084 $ 1,637,178 $ 1,665,540 $ 1,789,535 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 5.10 5.25 5.10 5.10
MAINTENANCE WORKER III 0.85 1.00 0.85 0.85
PUBLIC WORKS SUPERVISOR 0.30 0.30 0.30 0.30
Total 6.25 6.55 6.25 6.25
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 426
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Street Tree Maintenance
Budget Unit 100-86-825
General Fund - Trees and Right of Way - Street Tree Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ 16,500
Total Expenditures $ 2,266,017
Fund Balance $ -
General Fund Costs $ 2,249,517
% Funded by General Fund 99.3%
Total Staffing 7.4 FTE
Program Overview
The Trees Division maintains the safety, health and appearance of approximately 23,300 Street and Right-of-Way trees, as well as promotes disease-free trees to enhance the City’s urban forest.

Service Objectives
Proactively perform the activities of trimming, staking, pest management and other tree health-related functions.

Respond to citizen requests to perform the trimming or other tree health-related services in a timely manner.

Remove diseased and damaged trees as needed.

Plant replacement trees for trees removed due to disease and damage.

Continue activities to maintain standing as a Tree City USA program.

Update the forestry work plan as needed to establish goals and objectives of the tree maintenance program for the City.

Oversee street tree maintenance and removal contracts.

Proposed Budget
It is recommended that City Council approve a budget of $2,266,017 for the Street Tree Maintenance program. This represents an increase of $320,096 (16.4%) from the FY 2024-25 Adopted Budget.

The increase is due to a new City Work Program and increases in Cost Allocation expenses. This budget includes a request for $140,000 for City Work Program (CWP) item Urban Forest Program.

This budget also includes a request for $25,000 for the Sonic Tomography citywide tree maintenance asset, and $15,000 for the annual tree planting asset program.

FY 2025-26 Proposed Budget Public Works 427
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ 35,251 $ 7,154 $ 35,251 $ 1,500
Transfers In $ 61,140 $ 15,000 $ 15,000 $ 15,000
Total Revenues $ 96,391 $ 22,154 $ 50,251 $ 16,500
Expenditures
Employee Compensation $ 652,329 $ 721,732 $ 711,621 $ 719,060 Employee Benefits $ 329,223 $ 390,065 $ 446,908 $ 435,993 Materials $ 106,240 $ 36,982 $ 96,316 $ 77,355
Contract Services $ 8,290 $ 22,145 $ 10,398 $ 11,969
Cost Allocation $ 533,396 $ 549,401 $ 664,344 $ 841,640 Special Projects $ 13,737 $ 3,325 $ 15,000 $ 180,000
Contingencies $ - $ - $ 1,334 $ -
Total Expenditures $ 1,643,215 $ 1,723,650 $ 1,945,921 $ 2,266,017 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,546,823 $ 1,701,495 $ 1,895,670 $ 2,249,517 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 6.00 6.00 6.00 6.00
MAINTENANCE WORKER III 1.00 1.00 1.00 1.00
PUBLIC WORKS SUPERVISOR 0.40 0.40 0.40 0.40
Total 7.40 7.40 7.40 7.40
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 428
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Sheriff Work Program
Budget Unit 100-86-826
General Fund - Trees and Right of Way - Sheriff Work Program Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 641,771
Fund Balance $ -
General Fund Costs $ 641,771
% Funded by General Fund 100.0%
Total Staffing 3.2 FTE
Program Overview
The Sheriﬀ Work Program supplements existing Service Center staﬃng with individuals in a sentencing alternative program.

Participants of the program perform manual labor type duties. The work performed by this program reduces the number of full- time maintenance workers required.

Service Objectives
Eﬃciently administer and schedule the Sheriﬀ Work Program for a variety of non-skilled activities, including trash pick-up, weed control, right-of-way maintenance and sandbag filling.

Offset manual work currently performed by skilled labor so as to increase overall productivity at the Service Center.

Proposed Budget
It is recommended that City Council approve a budget of $641,771 for the Sheriﬀ Work Program program. This represents an increase of $104,280 (19.4%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in FTE beneﬁts, increases due to a new position request, and the reallocation of staﬀ and increased Cost Allocation expenses.

FY 2025-26 Proposed Budget Public Works 429
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 224,703 $ 152,990 $ 272,793 $ 262,132 Employee Benefits $ 116,970 $ 91,945 $ 114,351 $ 147,323 Materials $ 7,153 $ 5,229 $ 5,182 $ 5,495
Contract Services $ 6,489 $ 6,406 $ 5,913 $ 6,450
Cost Allocation $ 187,481 $ 234,622 $ 139,113 $ 220,371 Contingencies $ - $ - $ 139 $ -
Total Expenditures $ 542,796 $ 491,192 $ 537,491 $ 641,771 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 542,796 $ 491,192 $ 537,491 $ 641,771 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 2.00 2.00 2.00 3.00
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 2.20 2.20 2.20 3.20
As part of an operational eﬃciencies strategy, three Part Time Maintenance Worker positions were combined into one FTE for this program.

FY 2025-26 Proposed Budget Public Works 430
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BBF Golf Maintenance
Budget Unit 560-87-260
Blackberry Farm - Facilities and Fleet - BBF Golf Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 112,649
Fund Balance $ (112,649)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.1 FTE
Program Overview
Maintain the Blackberry Farm Golf Course buildings to ensure efficient operations, property management and community pride.

Service Objectives
Provide a safe, clean and productive environment for the public and employees.

Respond to requests made by the Parks & Recreation Department staff.

Assist with the pending improvement projects.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $112,649 for the BBF Golf Maintenance program. This represents a decrease of $8,358 (-6.9%) from the FY 2024-25 Adopted Budget.

The decrease in Materials is due to water utilities being charged to Golf Grounds Maintenance 560-84-260.

This program also includes $17,000 one-time costs to replace epoxy ﬂooring, $20,000 for BBF Golf Course Restroom Project and $5,000 for BBF Golf Course Shed Bathroom Project. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 431
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ - $ - $ 8,167 $ 8,575
Employee Benefits $ - $ - $ 4,420 $ 4,167
Materials $ 98,672 $ 29,098 $ 72,363 $ 33,331
Contract Services $ 23,459 $ 16,416 $ 33,087 $ 64,750
Cost Allocation $ - $ - $ 1,652 $ 1,826
Contingencies $ - $ - $ 1,318 $ -
Total Expenditures $ 122,131 $ 45,514 $ 121,007 $ 112,649 Fund Balance $ (122,131) $ (45,514) $ (121,007) $ (112,649) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0 0 0.10 0.10
Total 0 0 0.10 0.10
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 432
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City Hall Maintenance
Budget Unit 100-87-827
General Fund - Facilities and Fleet - City Hall Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ 287,893
Total Expenditures $ 506,171
Fund Balance $ -
General Fund Costs $ 218,278
% Funded by General Fund 43.1%
Total Staffing 0.6 FTE
Program Overview
Maintain City Hall building to ensure efficient operations, employee satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and city employees.

Respond to requests made by City Hall staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $506,171 for the City Hall Maintenance program. This represents a decrease of $4,466 (-0.9%) from the FY 2024-25 Adopted Budget.

This budget is relatively unchanged from the prior fiscal year.

FY 2025-26 Proposed Budget Public Works 433
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ 379,605 $ 468,887 $ 265,226 $ 287,893 Total Revenues $ 379,605 $ 468,887 $ 265,226 $ 287,893
Expenditures
Employee Compensation $ 101,665 $ 79,413 $ 74,462 $ 74,888 Employee Benefits $ 49,316 $ 38,706 $ 40,192 $ 36,938
Materials $ 186,644 $ 207,359 $ 233,279 $ 227,498
Contract Services $ 94,918 $ 92,400 $ 111,156 $ 114,713 Cost Allocation $ - $ - $ 45,243 $ 52,134
Special Projects $ 103,867 $ - $ 2,000 $ -
Contingencies $ - $ - $ 4,305 $ -
Total Expenditures $ 536,410 $ 417,878 $ 510,637 $ 506,171 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 156,805 $ (51,009) $ 245,411 $ 218,278 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.10 0.10 0 0
MAINTENANCE WORKER III 0.70 0.40 0.40 0.40
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 1.00 0.70 0.60 0.60
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 434
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Library Maintenance
Budget Unit 100-87-828
General Fund - Facilities and Fleet - Library Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,452,828
Total Expenditures $ 1,347,650
Fund Balance $ -
General Fund Costs $ (105,178)
% Funded by General Fund -7.8%
Total Staffing 0.9 FTE
Program Overview
Maintain Library building to ensure public and employee satisfaction and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and County employees.

Respond to requests made by County staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $1,347,650 for the Library Maintenance program. This represents an increase of $9,522 (0.7%) from the FY 2024-25 Adopted Budget.

This program also includes a request for $47,137 one-time costs for baDery back-up system at the library. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 435
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 24,627 $ 33,199 $ 24,627 $ 52,328 Charges for Services $ 505 $ 925,523 $ 1,007,998 $ 1,400,500 Total Revenues $ 25,132 $ 958,722 $ 1,032,625 $ 1,452,828 Expenditures
Employee Compensation $ 53,709 $ 91,622 $ 83,054 $ 92,854 Employee Benefits $ 23,541 $ 40,868 $ 45,626 $ 48,951
Materials $ 350,698 $ 404,389 $ 534,043 $ 448,026
Contract Services $ 391,010 $ 391,975 $ 461,171 $ 474,950 Cost Allocation $ 78,451 $ 84,287 $ 201,794 $ 235,732
Capital Outlays $ - $ - $ - $ 47,137
Special Projects $ 3,209 $ - $ - $ -
Contingencies $ - $ - $ 12,440 $ -
Total Expenditures $ 900,618 $ 1,013,141 $ 1,338,128 $ 1,347,650 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 875,487 $ 54,418 $ 305,503 $ (105,178) Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.40 0.20 0.40 0.50
MAINTENANCE WORKER III 0.10 0.30 0.30 0.30
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.60 0.60 0.80 0.90
The increase in staﬃng is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staﬀ to respond more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.

FY 2025-26 Proposed Budget Public Works 436
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Service Center Maintenance
Budget Unit 100-87-829
General Fund - Facilities and Fleet - Service Center Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 555,292
Fund Balance $ -
General Fund Costs $ 555,292
% Funded by General Fund 100.0%
Total Staffing 0.7 FTE
Program Overview
This program maintains the Service Center buildings to ensure employee satisfaction and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Service Center staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $555,292 for the Service Center Maintenance program. This represents an increase of $214,028 (62.7%) from the FY 2024-25 Adopted Budget.

This program also includes $80,000 one-time costs for radio replacement, and $103,000 one-time costs for fascia board replacement and painting. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 437
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 63,778 $ 59,391 $ 86,709 $ 80,549 Employee Benefits $ 30,039 $ 26,310 $ 41,581 $ 38,151
Materials $ 88,374 $ 76,851 $ 53,482 $ 77,561
Contract Services $ 57,550 $ 94,252 $ 60,937 $ 62,888
Cost Allocation $ 84,790 $ 85,176 $ 95,125 $ 113,143
Capital Outlays $ 13,186 $ 429,350 $ - $ 103,000
Special Projects $ 17,424 $ 195,965 $ 2,000 $ 80,000
Contingencies $ - $ - $ 1,430 $ -
Total Expenditures $ 355,141 $ 967,295 $ 341,264 $ 555,292 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 355,141 $ 967,294 $ 341,264 $ 555,292 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.40 0.20 0.30 0.30
MAINTENANCE WORKER III 0.20 0.20 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.20 0.20
Total 0.70 0.50 0.70 0.70
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 438
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Quinlan Community Center Maintenance
Budget Unit 100-87-830
General Fund - Facilities and Fleet - Quinlan Community Center Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ 3,500
Total Expenditures $ 637,103
Fund Balance $ -
General Fund Costs $ 633,603
% Funded by General Fund 99.5%
Total Staffing 0.6 FTE
Program Overview
This program maintains Quinlan Community Center building to ensure eﬃcient operations, employee satisfaction, user satisfaction and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Maintain an attractive appearance in spaces available as rentals.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $637,103 for the Quinlan Community Center Maintenance program. This represents an increase of $110,112 (20.9%) from the FY 2024-25 Adopted Budget.

This program also includes request for $7,000 one-time costs for QCC Activity Room Hardwood Floor Sand/Buﬃng, $21,000 for QCC Dance Room Hardwood Floor Sand/Buﬃng, and $20,000 recurring costs for Quinlan Community Center Door Hardware Upgrade. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.FY 2025-26 Proposed Budget Public Works 439 498
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ - $ 25 $ - $ 3,500
Total Revenues $ - $ 25 $ - $ 3,500
Expenditures
Employee Compensation $ 75,991 $ 63,364 $ 60,890 $ 62,616 Employee Benefits $ 32,306 $ 26,138 $ 30,939 $ 28,296
Materials $ 179,883 $ 196,916 $ 175,588 $ 213,427
Contract Services $ 153,184 $ 113,382 $ 122,294 $ 174,206 Cost Allocation $ 106,204 $ 102,648 $ 131,556 $ 158,558 Capital Outlays $ - $ 7,024 $ - $ -
Special Projects $ 22,020 $ 7,826 $ 2,000 $ -
Contingencies $ - $ - $ 3,724 $ -
Total Expenditures $ 569,588 $ 517,298 $ 526,991 $ 637,103 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 569,587 $ 517,271 $ 526,991 $ 633,603 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.70 0.50 0.50 0.50
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.80 0.60 0.60 0.60
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 440
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Senior Center Maintenance
Budget Unit 100-87-831
General Fund - Facilities and Fleet - Senior Center Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 375,834
Fund Balance $ -
General Fund Costs $ 375,834
% Funded by General Fund 100.0%
Total Staffing 0.6 FTE
Program Overview
Maintain Senior Center building to ensure efficient operations, employee satisfaction, user satisfaction and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $375,834 for the Senior Center Maintenance program. This represents an increase of $38,858 (11.5%) from the FY 2024-25 Adopted Budget.

The increase is due to increases in Cost Allocation and conference and training expenses. This program also includes a request for $11,225 one-time costs for Senior Center guDer replacement on Mary Ave. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 441
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ - $ 25 $ - $ -
Total Revenues $ - $ 25 $ - $ -
Expenditures
Employee Compensation $ 61,951 $ 24,643 $ 56,117 $ 56,361 Employee Benefits $ 27,754 $ 13,950 $ 35,662 $ 33,482
Materials $ 73,196 $ 73,735 $ 70,419 $ 82,225
Contract Services $ 132,243 $ 61,552 $ 88,236 $ 91,058
Cost Allocation $ 78,035 $ 84,689 $ 82,559 $ 101,483
Capital Outlays $ 576 $ - $ - $ 11,225
Special Projects $ 23,247 $ 65,259 $ 2,000 $ -
Contingencies $ - $ - $ 1,983 $ -
Total Expenditures $ 397,002 $ 323,828 $ 336,976 $ 375,834 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 397,003 $ 323,802 $ 336,976 $ 375,834 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

FY 2025-26 Proposed Budget Public Works 442
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McClellan Ranch Maintenance
Budget Unit 100-87-832
General Fund - Facilities and Fleet - McClellan Ranch Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ 944
Total Expenditures $ 300,636
Fund Balance $ -
General Fund Costs $ 299,692
% Funded by General Fund 99.7%
Total Staffing 0.8 FTE
Program Overview
This program maintains McClellan Ranch buildings to ensure eﬃcient operations, employee satisfaction, user satisfaction and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $300,636 for the McClellan Ranch Maintenance program. This represents an increase of $64,835 (27.5%) from the FY 2024-25 Adopted Budget.

This increase is due to the addition of one new FTE across the Fleet & Facilities Division, Capital Outlays for asset replacements, and an increase in Cost Allocation expenses.

Lastly, this program also includes a request for $35,000 one-time costs for EEC sliding door replacement. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 443
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 1,461 $ 1,178 $ 1,461 $ -
Miscellaneous Revenue $ 505 $ - $ - $ 944
Total Revenues $ 1,966 $ 1,178 $ 1,461 $ 944
Expenditures
Employee Compensation $ 40,141 $ 63,940 $ 62,481 $ 77,518 Employee Benefits $ 14,410 $ 28,618 $ 31,661 $ 42,298
Materials $ 40,131 $ 35,355 $ 46,043 $ 38,695
Contract Services $ 52,986 $ 28,868 $ 37,486 $ 38,686
Cost Allocation $ 51,328 $ 61,256 $ 55,086 $ 68,439
Capital Outlays $ - $ - $ - $ 35,000
Special Projects $ 18,653 $ 47,395 $ 2,000 $ -
Contingencies $ - $ - $ 1,044 $ -
Total Expenditures $ 217,649 $ 265,432 $ 235,801 $ 300,636 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 215,683 $ 264,255 $ 234,340 $ 299,692 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.30 0.40 0.40 0.60
MAINTENANCE WORKER III 0 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.40 0.60 0.60 0.80
The increase in staﬃng is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staﬀ to respond more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.

FY 2025-26 Proposed Budget Public Works 444
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Monta Vista Community Center Maintenance
Budget Unit 100-87-833
General Fund - Facilities and Fleet - Monta Vista Community Center Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 237,282
Fund Balance $ -
General Fund Costs $ 237,282
% Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
This program maintains Monta Vista Community Center and adjacent buildings to ensure eﬃcient operations, employee satisfaction, user satisfaction and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees. Respond to requests made by the Parks & Recreation staff.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $237,282 for the Monta Vista Community Center Maintenance program.

This represents an increase of $51,377 (27.6%) from the FY 2024-25 Adopted Budget.

This increase is due to the addition of one new FTE across the Fleet & Facilities Division, and an increase in Contract Services for building painting.

This program also includes $37,000 one-time costs for building painting. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

FY 2025-26 Proposed Budget Public Works 445
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ - $ 25 $ - $ -
Total Revenues $ - $ 25 $ - $ -
Expenditures
Employee Compensation $ 33,061 $ 33,647 $ 35,562 $ 43,071 Employee Benefits $ 14,071 $ 15,548 $ 17,721 $ 22,759
Materials $ 37,871 $ 37,359 $ 43,782 $ 39,249
Contract Services $ 54,555 $ 28,946 $ 33,250 $ 71,314
Cost Allocation $ 51,535 $ 54,435 $ 52,627 $ 60,889
Special Projects $ - $ - $ 2,000 $ -
Contingencies $ - $ - $ 963 $ -
Total Expenditures $ 191,093 $ 169,935 $ 185,905 $ 237,282 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 191,093 $ 169,911 $ 185,905 $ 237,282 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.30 0.10 0.10 0.20
MAINTENANCE WORKER III 0 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.40 0.30 0.30 0.40
The increase in staﬃng is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staﬀ to respond more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.

FY 2025-26 Proposed Budget Public Works 446
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Wilson Park Maintenance
Budget Unit 100-87-834
General Fund - Facilities and Fleet - Wilson Park Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 181,494
Fund Balance $ -
General Fund Costs $ 181,494
% Funded by General Fund 100.0%
Total Staffing 0.5 FTE
Program Overview
This program maintains Wilson Park Ceramics Center to ensure efficient operations, user satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $181,494 for the Wilson Park Maintenance program. This represents an increase of $79,190 (77.4%) from the FY 2024-25 Adopted Budget.

The increase is due to the addition of one new FTE across the Fleet & Facilities Division, asset replacements in Capital Outlays, utility cost increases in Materials, and an increase in Cost Allocation expenses.

This program also includes a request for $46,000 one-time costs to replace siding, paint, and repair dry rot at Wilson poDery and restrooms. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.FY 2025-26 Proposed Budget Public Works 447 506
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 20,072 $ 14,963 $ 26,348 $ 42,214 Employee Benefits $ 12,237 $ 6,552 $ 13,801 $ 26,130
Materials $ 26,862 $ 29,240 $ 27,773 $ 31,636
Contract Services $ 19,789 $ 17,617 $ 15,631 $ 16,131
Cost Allocation $ 36,714 $ 33,391 $ 18,208 $ 19,383
Capital Outlays $ - $ - $ - $ 46,000
Special Projects $ - $ 2,400 $ - $ -
Contingencies $ - $ - $ 543 $ -
Total Expenditures $ 115,674 $ 104,163 $ 102,304 $ 181,494 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 115,674 $ 104,163 $ 102,304 $ 181,494 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0 0.10 0.30 0.50
MAINTENANCE WORKER III 0.20 0 0 0
Total 0.20 0.10 0.30 0.50
The increase in staﬃng is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staﬀ to respond more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.

FY 2025-26 Proposed Budget Public Works 448
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Portal Park Maintenance
Budget Unit 100-87-835
General Fund - Facilities and Fleet - Portal Park Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 31,870
Fund Balance $ -
General Fund Costs $ 31,870
% Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
This program maintains Portal Park building to ensure user efficient operations, satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $31,870 for the Portal Park Maintenance program. This represents a decrease of $29 (-0.1%) from the FY 2024-25 Adopted Budget.

This budget is relatively unchanged from the prior fiscal year.

FY 2025-26 Proposed Budget Public Works 449
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 9,487 $ - $ - $ -
Employee Benefits $ 6,254 $ - $ - $ -
Materials $ 7,741 $ 8,747 $ 11,598 $ 9,719
Contract Services $ 12,969 $ 4,800 $ 10,519 $ 10,855
Cost Allocation $ 29,828 $ 24,401 $ 9,506 $ 11,296
Contingencies $ - $ - $ 276 $ -
Total Expenditures $ 66,279 $ 37,948 $ 31,899 $ 31,870
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 66,279 $ 37,948 $ 31,899 $ 31,870
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER III 0.10 0 0 0
Total 0.10 0 0 0
There are no changes to the current level of staffing.

FY 2025-26 Proposed Budget Public Works 450
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Sports Center Maintenance
Budget Unit 570-87-836
Sports Center - Facilities and Fleet - Sports Center Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 920,491
Fund Balance $ (920,491)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.6 FTE
Program Overview
This program maintains Sport Center facilities to ensure eﬃcient operations, employee satisfaction, user satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $920,491 for the Sports Center Maintenance program. This represents an increase of $133,379 (16.9%) from the FY 2024-25 Adopted Budget.

This increase is due to a special project of $160,000 for Sports Center Energy Management System Upgrade, and $100,000 one-time costs for Sports Center Lighting Controls Upgrade included under Contract Services. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

Special Projects
The following table shows the special projects for the fiscal year.

Special Project Appropriation Revenue Funding
Source Description
Energy
Management
System
Replacement
$160,000 $160,000 General
Fund
The Energy Management System (EMS) at the Sports
Center has reached the end of its
useful life. EMS upgrades are required every 10 years. The new EMS allows remote
HVAC adjustments, which will greatly enhance the
building comfort for residents after
hours and weekends.

Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 68,675 $ 79,270 $ 64,176 $ 64,353 Employee Benefits $ (7,375) $ 83,289 $ 42,632 $ 40,358
Materials $ 146,551 $ 164,303 $ 177,167 $ 180,801
Contract Services $ 137,318 $ 128,018 $ 149,247 $ 254,023 Cost Allocation $ 73,222 $ 81,070 $ 100,859 $ 125,805
Capital Outlays $ - $ - $ 150,000 $ -
Special Projects $ 83,250 $ 21,126 $ 2,000 $ 160,000
Other Financing Uses $ 96,951 $ 95,852 $ 96,951 $ 95,151 Contingencies $ - $ - $ 4,080 $ -
Total Expenditures $ 598,592 $ 652,928 $ 787,112 $ 920,491 Fund Balance $ (598,592) $ (652,927) $ (787,112) $ (920,491) General Fund Costs $ - $ - $ - $ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.10 0.10 0.10 0.10
MAINTENANCE WORKER III 0.50 0.50 0.50 0.50
PUBLIC WORKS SUPERVISOR 0.10 0.10 0 0
Total 0.70 0.70 0.60 0.60
There are no changes to the current level of staffing.

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Creekside Park Maintenance
Budget Unit 100-87-837
General Fund - Facilities and Fleet - Creekside Park Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 133,489
Fund Balance $ -
General Fund Costs $ 133,489
% Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
This program maintains Creekside Park building to ensure efficient operations, user satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $133,489 for the Creekside Park Maintenance program. This represents an increase of $23,011 (20.8%) from the FY 2024-25 Adopted Budget.

This increase is due to the addition of one new FTE spread across the Fleet & Facilities Division, utility rate increases in Materials, and an increase in Cost Allocation expenses.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 19,697 $ 30,360 $ 33,161 $ 40,523 Employee Benefits $ 7,028 $ 12,793 $ 14,867 $ 20,061
Materials $ 14,207 $ 16,533 $ 18,089 $ 21,253
Contract Services $ 21,200 $ 19,131 $ 19,984 $ 20,623
Cost Allocation $ 37,854 $ 41,446 $ 23,901 $ 31,029
Contingencies $ - $ - $ 476 $ -
Total Expenditures $ 99,986 $ 120,263 $ 110,478 $ 133,489 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 99,987 $ 120,263 $ 110,478 $ 133,489 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.10 0.20 0.20 0.30
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.20 0.30 0.30 0.40
The increase in staﬃng is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staﬀ to respond more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.

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Community Hall Maintenance
Budget Unit 100-87-838
General Fund - Facilities and Fleet - Community Hall Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 283,406
Fund Balance $ -
General Fund Costs $ 283,406
% Funded by General Fund 100.0%
Total Staffing 0.8 FTE
Program Overview
This program maintains Community Hall and interactive fountain to ensure eﬃcient operations, employee satisfaction, user satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Community Hall users.

Manage and responsibly coordinate work completed by contractors.

Ensure water quality and functionality of interactive fountain.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Comply with mandated water restrictions.

Proposed Budget
It is recommended that City Council approve a budget of $283,406 for the Community Hall Maintenance program. This represents an increase of $37,936 (15.5%) from the FY 2024-25 Adopted Budget.

This increase is due to the addition of one new FTE across the Fleet & Facilities Division, utility rate increases in Materials, asset replacement in Capital Outlays, and an increase in Cost Allocation expenses.

This program also includes a request for $7,071 one-time costs to Replace All BaDeries on BaDery Back-Up System at Community Hall. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Charges for Services $ 505 $ - $ - $ -
Total Revenues $ 505 $ - $ - $ -
Expenditures
Employee Compensation $ 38,000 $ 35,482 $ 64,407 $ 72,485 Employee Benefits $ 19,649 $ 17,045 $ 40,816 $ 45,185
Materials $ 48,547 $ 55,605 $ 51,661 $ 60,744
Contract Services $ 40,875 $ 30,513 $ 32,920 $ 33,973
Cost Allocation $ 61,230 $ 59,538 $ 52,609 $ 63,948
Capital Outlays $ - $ - $ - $ 7,071
Special Projects $ - $ - $ 2,000 $ -
Contingencies $ - $ - $ 1,057 $ -
Total Expenditures $ 208,301 $ 198,183 $ 245,470 $ 283,406 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 207,797 $ 198,183 $ 245,470 $ 283,406 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.40 0.20 0.50 0.60
MAINTENANCE WORKER III 0.10 0.10 0.20 0.20
Total 0.50 0.30 0.70 0.80
The increase in staﬃng is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staﬀ to respond more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.

FY 2025-26 Proposed Budget Public Works 456
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Teen Center Maintenance
Budget Unit 100-87-839
General Fund - Facilities and Fleet - Teen Center Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 2,167
Fund Balance $ -
General Fund Costs $ 2,167
% Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
This program maintains the Teen Center area below the Sports Center to ensure eﬃcient operations, employee satisfaction, user satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Respond to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $2,167 for the Teen Center Maintenance program.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 10,100 $ 11,390 $ - $ -
Employee Benefits $ 5,488 $ 6,403 $ - $ -
Materials $ 664 $ 329 $ - $ -
Cost Allocation $ 24,764 $ 24,165 $ - $ 2,167
Total Expenditures $ 41,016 $ 42,287 $ - $ 2,167
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 41,015 $ 42,286 $ - $ 2,167
Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER III 0.10 0.10 0 0
Total 0.10 0.10 0 0
There are no changes to the current level of staffing.

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Park Bathrooms Maintenance
Budget Unit 100-87-840
General Fund - Facilities and Fleet - Park Bathrooms Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 168,840
Fund Balance $ -
General Fund Costs $ 168,840
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
This program maintains park restrooms to ensure efficient operations, user satisfaction, and community pride.

Service Objectives
Provide clean and functioning restrooms at various park locations.

Respond to requests made by the users of the park.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $168,840 for the Park Bathrooms Maintenance program. This represents an increase of $10,779 (6.8%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in Cost Allocation expenses.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 15,891 $ 9,887 $ 10,362 $ 9,951 Employee Benefits $ 8,164 $ 4,325 $ 4,831 $ 4,395
Materials $ 16,978 $ 12,956 $ 14,562 $ 16,669
Contract Services $ 122,907 $ 114,237 $ 112,659 $ 116,264 Cost Allocation $ 40,754 $ 35,829 $ 14,057 $ 21,561
Contingencies $ - $ - $ 1,590 $ -
Total Expenditures $ 204,694 $ 177,234 $ 158,061 $ 168,840 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 204,694 $ 177,234 $ 158,061 $ 168,840 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0.20 0.10 0.10 0.10
Total 0.20 0.10 0.10 0.10
There are no changes to the current level of staffing.

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Blackberry Farm Maintenance
Budget Unit 100-87-841
General Fund - Facilities and Fleet - Blackberry Farm Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 549,423
Fund Balance $ -
General Fund Costs $ 549,423
% Funded by General Fund 100.0%
Total Staffing 0.6 FTE
Program Overview
This program maintains Blackberry Farm buildings and facilities to ensure eﬃcient operations, employee satisfaction, user satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for the public and employees.

Timely response to requests made by Parks & Recreation Department staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $549,423 for the Blackberry Farm Maintenance program. This represents an increase of $85,056 (18.3%) from the FY 2024-25 Adopted Budget.

This increase is due to the addition of one new FTE across the Fleet & Facilities Division and an increase in Cost Allocation expenses.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ 21,755 $ 80,618 $ 47,461 $ 55,310 Employee Benefits $ 6,991 $ 45,500 $ 29,822 $ 37,508
Materials $ 92,041 $ 123,408 $ 128,418 $ 134,899
Contract Services $ 56,167 $ 61,310 $ 73,799 $ 76,160
Cost Allocation $ 194,564 $ 161,698 $ 182,339 $ 245,546 Special Projects $ 5,000 $ 6,803 $ - $ -
Contingencies $ - $ - $ 2,528 $ -
Total Expenditures $ 376,518 $ 479,337 $ 464,367 $ 549,423 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 376,518 $ 479,337 $ 464,367 $ 549,423 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 1.30 1.30 0.30 0.40
MAINTENANCE WORKER III 0 0.10 0.20 0.20
Total 1.30 1.40 0.50 0.60
The increase in staﬃng is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staﬀ to respond more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.

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Franco Traffic Operations Center
Budget Unit 100-87-852
General Fund - Facilities and Fleet - Franco Traffic Operations Center Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 64,548
Fund Balance $ -
General Fund Costs $ 64,548
% Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
This program maintains the Traﬃc Operations Center on Franco Court to ensure eﬃcient operations, user satisfaction, and community pride.

Service Objectives
Provide a safe, clean and productive working environment for city employees.

Respond to requests made by Traffic Operations Center staff.

Manage and responsibly coordinate work completed by contractors.

Perform improvements that responsibly conserve the resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $64,548 for the Franco Traﬃc Operations Center program. This represents an increase of $20,806 (47.6%) from the FY 2024-25 Adopted Budget.

This increase is due to changes to the current level of staﬃng allocation, and utilities which were inadvertently not budgeted last fiscal year.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Employee Compensation $ - $ - $ 18,446 $ 25,869
Employee Benefits $ - $ - $ 9,520 $ 15,376
Materials $ 1,568 $ 7,932 $ 229 $ 8,994
Contract Services $ 15,431 $ 8,989 $ 9,996 $ 10,316
Cost Allocation $ 4,410 $ 4,904 $ 5,423 $ 3,993
Contingencies $ - $ - $ 128 $ -
Total Expenditures $ 21,409 $ 21,825 $ 43,742 $ 64,548
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 21,410 $ 21,825 $ 43,742 $ 64,548
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER I/II 0 0 0.20 0.30
Total 0 0 0.20 0.30
The increase in staﬃng is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staﬀ to respond more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.

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City Hall Annex
Budget Unit 100-87-857
General Fund - Facilities and Fleet - City Hall Annex
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 4,046
Fund Balance $ -
General Fund Costs $ 4,046
% Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
Maintain City Hall Annex building to ensure efficient operations, property management and community pride.

Service Objectives
Provide a safe, clean and productive working environment for building occupants.

Assist with the pending improvement projects.

Feasibly conserve resources of water, electricity, and gas.

Proposed Budget
It is recommended that City Council approve a budget of $4,046 for the City Hall Annex program. This represents an increase of $445 (12.4%) from the FY 2024-25 Adopted Budget.

This increase is due an increase in utility costs.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 7,290 $ - $ - $ -
Total Revenues $ 7,290 $ - $ - $ -
Expenditures
Employee Compensation $ - $ 10,118 $ - $ -
Employee Benefits $ (828) $ 6,122 $ - $ -
Materials $ 1,808 $ 2,986 $ 3,557 $ 4,046
Contract Services $ 9,208 $ - $ - $ -
Contingencies $ - $ - $ 44 $ -
Total Expenditures $ 10,188 $ 19,226 $ 3,601 $ 4,046
Fund Balance $ - $ - $ - $ -
General Fund Costs $ 2,898 $ 19,226 $ 3,601 $ 4,046
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget MAINTENANCE WORKER III 0 0.10 0 0
Total 0 0.10 0 0
There is no longer staffing associated with this program.

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Community Shuttle
Budget Unit 100-88-265
General Fund - Transportation - Community Shuttle
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 2,899,936
Total Expenditures $ 4,070,272
Fund Balance $ -
General Fund Costs $ 1,170,336
% Funded by General Fund 28.8%
Total Staffing FTE
Program Overview
The Silicon Valley (SV) Hopper, formerly Via-Cupertino, is an on-demand ride-share community shuDle. The app-based service, initiated as a pilot in 2019 serving only Cupertino, has been expanded to provide transportation to anywhere in Cupertino, a portion of Santa Clara, and El Camino Hospital and Caltrain in Mountain View as a result of State TIRCP grant funding the expansion and a conversion to an EV-only fleet.

Service Objectives
Provide safe, affordable and convenient transportation alternative to the single-occupancy vehicle Reduce greenhouse gas emissions and congestion by providing ﬁrst- and last-mile connections to regional transit systems such as Caltrain, VTA, Amtrak and BART
Support climate change goals through deployment of a completely electrified vehicle fleet Augment transportation alternatives for disadvantaged communities in Silicon Valley Proposed Budget
It is recommended that City Council approve a budget of $4,070,272 for the Community ShuDle program. This represents an increase of $216,314 (5.6%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in Contract Services, which are 75% cost-recovered. Per the original agreement, the rate for year three is $4,070,272.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Intergovernmental Revenue $ - $ 335,459 $ 1,903,000 $ 2,899,936 Charges for Services $ - $ - $ 808,855 $ -
Total Revenues $ - $ 335,459 $ 2,711,855 $ 2,899,936
Expenditures
Contract Services $ - $ 2,558,925 $ 3,806,378 $ 4,070,272 Contingencies $ - $ - $ 47,580 $ -
Total Expenditures $ - $ 2,558,925 $ 3,853,958 $ 4,070,272 Fund Balance $ - $ - $ - $ -
General Fund Costs $ - $ 2,223,466 $ 1,142,103 $ 1,170,336 Staffing
There is no staffing associated with this program.

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Traffic Engineering
Budget Unit 100-88-844
General Fund - Transportation - Traffic Engineering
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,422,418
Fund Balance $ -
General Fund Costs $ 1,422,418
% Funded by General Fund 100.0%
Total Staffing 3.0 FTE
Program Overview
The Transportation Division oversees traﬃc operations, traﬃc studies, transportation planning, and transportation capital improvements to safely and eﬃciently manage all modes of travel within the City’s street and trail network. This includes responding to citizen requests and concerns regarding traﬃc issues, developing plans for the installation of traﬃc signals, traﬃc signs, and pavement markings, and developing design standards. The Division assists in the preparation of the General Plan, street plan lines and the capital improvement program related to street improvements. Division staﬀ are active on Santa Clara Valley Transportation Authority (VTA) subcommiDees and working groups and keeps abreast regarding current developments in the field as well as grant funding opportunities for large projects.

The Transportation Division also participates in the review of private development proposals to identify potential traﬃc impacts and to require necessary mitigations to maintain levels of service and safe and efficient traffic operations.

Service Objectives
Ensure the eﬃciency and safety of the street system for all modes of travel through continual observation of traﬃc paDerns, traffic signals and other traffic control devices.

Review traffic collision reports, traffic flow patterns, and neighborhood traffic issues and respond as needed.

Cooperate with neighboring jurisdictions on regional issues that aﬀect both traﬃc safety and traﬃc eﬃciency at City boundaries.

Continue training personnel in traffic engineering by encouraging attendance at classes and seminars.

Encourage the use of alternate modes of transportation to the single occupancy vehicle through the implementation of recommendations from the Bicycle and Pedestrian Transportation Plans.

Supports transit initiatives, ride-share programs, carpool programs, and transportation planning work for all modes of transportation.

Proposed Budget
It is recommended that City Council approve a budget of $1,422,418 for the Traﬃc Engineering program. This represents a decrease of $117,436 (-7.6%) from the FY 2024-25 Adopted Budget.

This budget includes a request for $300,000 for City Work Program (CWP) item Traffic Impact Fee Study.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Intergovernmental Revenue $ 37,936 $ - $ - $ -
Transfers In $ 800,000 $ - $ - $ -
Total Revenues $ 837,936 $ - $ - $ -
Expenditures
Employee Compensation $ 544,285 $ 520,342 $ 556,714 $ 504,880 Employee Benefits $ 197,816 $ 220,565 $ 257,150 $ 209,235 Materials $ 21,202 $ 14,525 $ 13,937 $ 17,610
Contract Services $ 155,535 $ 114,387 $ 157,114 $ 164,466 Cost Allocation $ 259,181 $ 218,675 $ 222,801 $ 226,227 Special Projects $ 1,051,444 $ 1,006,277 $ 330,000 $ 300,000 Contingencies $ - $ - $ 2,138 $ -
Total Expenditures $ 2,229,463 $ 2,094,771 $ 1,539,854 $ 1,422,418 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 1,391,527 $ 2,094,771 $ 1,539,854 $ 1,422,418 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ASSISTANT ENGINEER 1.50 1.50 1.40 1.00
PUBLIC WORKS PROJECT MANAGER LT 0.50 0 0 0
TRANSIT & TRANSPORTATION PLANNER 1.00 1.00 1.00 1.00
TRANSPORTATION MANAGER 0.90 0.90 1.00 1.00
Total 3.90 3.40 3.40 3.00
Staff time is being reallocated to better reflect actual time spent in this program.

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Traffic Signal Maintenance
Budget Unit 100-88-845
General Fund - Transportation - Traffic Signal Maintenance Budget at a Glance
2026 Proposed Budget
Total Revenues $ 19,522
Total Expenditures $ 737,456
Fund Balance $ -
General Fund Costs $ 717,934
% Funded by General Fund 97.4%
Total Staffing 2.0 FTE
Program Overview
The Traﬃc Signal Maintenance Division oversees the operation and maintenance of the City’s 60 traﬃc signals, including eight traﬃc signals owned by the State of California. The Division also maintains the traﬃc signal communication infrastructure, such as the fiber optic network and the traffic operation center hub.

Service Objectives
Ensure the continuous and safe operation of the City’s traﬃc signal system on a continuous 24-hour basis with full-time and on-call staﬀ, which is accomplished by regularly performing preventative maintenance, diagnosing malfunctions and repairs, investigating citizen complaints, replacing or upgrading obsolete hardware, inspecting the work of contractors, responding to knockdowns and power outages, and adjusting signal timing parameters.

Continue training, maintaining proficiency of traffic signal technicians and on-call staff by encouraging attendance at classes and seminars.

Proposed Budget
It is recommended that City Council approve a budget of $737,456 for the Traﬃc Signal Maintenance program. This represents an increase of $39,900 (5.7%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in Cost Allocation expenses.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Intergovernmental Revenue $ 11,027 $ 12,021 $ 11,027 $ 12,022 Charges for Services $ - $ 42,501 $ - $ 7,500
Total Revenues $ 11,027 $ 54,522 $ 11,027 $ 19,522
Expenditures
Employee Compensation $ 273,059 $ 275,548 $ 282,130 $ 282,109 Employee Benefits $ 108,997 $ 103,086 $ 111,275 $ 97,274 Materials $ 161,470 $ 92,290 $ 138,360 $ 148,621
Contract Services $ 44,182 $ 28,879 $ 48,174 $ 48,174
Cost Allocation $ 182,220 $ 187,207 $ 115,285 $ 161,278 Special Projects $ - $ 50,491 $ - $ -
Contingencies $ - $ - $ 2,332 $ -
Total Expenditures $ 769,928 $ 737,501 $ 697,556 $ 737,456 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 758,901 $ 682,979 $ 686,529 $ 717,934 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget TRAFFIC SIGNAL TECHNICIAN 2.00 2.00 2.00 2.00
Total 2.00 2.00 2.00 2.00
There are no changes to the current level of staffing.

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Safe Routes 2 School
Budget Unit 100-88-846
General Fund - Transportation - Safe Routes 2 School
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 90,000
Total Expenditures $ 1,029,551
Fund Balance $ -
General Fund Costs $ 939,551
% Funded by General Fund 91.3%
Total Staffing 1.0 FTE
Program Overview
Safe Routes to School seeks to engage local schools, school districts, parent organizations, community groups, and the Santa Clara County Sheriﬀ’s Oﬃce in the mission of reducing Singular Occupancy Vehicle (SOV) travel to and from school in order to reduce carbon emission and car traﬃc and increase student safety. The program seeks to achieve these objectives through education, encouragement, enforcement, and engineering infrastructure changes in and around Cupertino schools.

Service Objectives
Help to improve the health and well-being of students by increasing the number of students who walk or bike to school.

Develop partnerships with school administrators, staff, parents, and students.

Encourage and empower more students and families to walk, bike, carpool, and take alternative transit to school.

Adjust signage and infrastructure surrounding Cupertino schools to facilitate a safer environment for bicycle and pedestrian travel.

Educate students and families about the beneﬁts of walking and bicycling to school; health, environmental protection, academic improvements, community building and more.

Minimize gaps in communication between City, School Districts, and Schools and collaborate on eﬀorts to increase student safety.

Enhance bicyclist and pedestrian student safety through coordination of skills classes and distribution of educational material.

Proposed Budget
It is recommended that City Council approve a budget of $1,029,551 for the Safe Routes 2 School program. This represents an increase of $160,372 (18.5%) from the FY 2024-25 Adopted Budget.

The increase is due to an increase in Contract Services for Crossing Guard and Bike and Pedestrian Education programs, as well as increases in Cost Allocation expenses.

This program also includes a request for $25,000 one-time costs for Annual Bike Ped Education. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Intergovernmental Revenue $ 46,799 $ - $ 50,000 $ 50,000 Miscellaneous Revenue $ 40,000 $ 40,000 $ 40,000 $ 40,000 Total Revenues $ 86,799 $ 40,000 $ 90,000 $ 90,000
Expenditures
Employee Compensation $ 153,328 $ 118,466 $ 153,363 $ 152,022 Employee Benefits $ 46,907 $ 43,051 $ 56,197 $ 69,740
Materials $ 33,207 $ 22,490 $ 46,831 $ 49,678
Contract Services $ 336,643 $ 400,828 $ 461,802 $ 598,100 Cost Allocation $ 68,673 $ 77,905 $ 144,628 $ 160,011
Special Projects $ 57,729 $ 10,118 $ - $ -
Contingencies $ - $ - $ 6,358 $ -
Total Expenditures $ 696,487 $ 672,858 $ 869,179 $ 1,029,551 Fund Balance $ - $ - $ - $ -
General Fund Costs $ 609,688 $ 632,857 $ 779,179 $ 939,551 Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior ﬁscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.

Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget ENVIRONMENTAL PROGRAMS ASSISTANT 1.00 1.00 1.00 1.00
Total 1.00 1.00 1.00 1.00
There are no changes to the current level of staffing.

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Fixed Assets Acquisition
Budget Unit 630-90-985
Vehicle/Equip Replacement - Non-Departmental - Fixed Assets Acquisition Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 799,884
Fund Balance $ (799,884)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program purchases vehicles and equipment having a value greater than $5,000 and expected life of more than one year.

Equipment users are charged for the use of these assets through a depreciation schedule. Equipment used by Special Revenue and Enterprise funds are charged to the respective funds.

Service Objectives
Obtain quality equipment through competitive bidding.

Purchase energy efficient vehicles whenever practical.

Purchase quiet, ergonomic and environmentally friendly equipment whenever practical.

Proposed Budget
It is recommended that City Council approve a budget of $799,884 for the Fixed Assets Acquisition program. This represents an increase of $340,773 (74.2%) from the FY 2024-25 Adopted Budget.

The increase is due to mandated EV purchases required to comply with California Air Resources Control Board (CARB) zero- emission and grant requirements.

This budget includes $780,000 for vehicle and equipment replacement assets listed below.

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Asset Appropriation Revenue Funding Source Description
Fixed Assets
Acquisition $80,000 $80,000 Vehicle/Equipment
Replacement Fund
Grounds vehicle #418 2013 Ford F350. Replacement
vehicle Ford Lightning EV Truck.

Fixed Assets
Acquisition $80,000 $80,000 Vehicle/Equipment
Replacement Fund
Streets vehicle #421 2016 Fusion. Replacement vehicle
Ford Lightning EV Truck.

Fixed Assets
Acquisition $80,000 $80,000 Vehicle/Equipment
Replacement Fund
Fleet vehicle #488 2015 C-Max. Replacement vehicle
Ford Lightning EV Truck.

Fixed Assets
Acquisition $80,000 $80,000 Vehicle/Equipment
Replacement Fund
Streets vehicle #8 2002 Ford 350 Utility Bed Lift Gate.

Replacement vehicle Ford Lightning EV Truck.

Fixed Assets
Acquisition $95,000 $95,000 Vehicle/Equipment
Replacement Fund
Facilities vehicle #416 014 F-250. Replacement vehicle
E-Transit High Roof.

Fixed Assets
Acquisition $70,000 $70,000 Vehicle/Equipment
Replacement Fund
Parks and Recreation vehicle #42 2002 Ford F250.

Replacement vehicle Ford F250.

Fixed Assets
Acquisition $95,000 $95,000 Vehicle/Equipment
Replacement Fund
Trees/ROW vehicle #449 2013 Ford F350 Utility bed
with Dump. Replacement vehicle One-Ton Utility Bed
with Dump.

Fixed Assets
Acquisition $95,000 $95,000 Vehicle/Equipment
Replacement Fund
Trees/ROW vehicle #478 2012 F-350. Replacement
vehicle One-Ton Utility Bed with Dump.

Fixed Assets
Acquisition $90,000 $90,000 Vehicle/Equipment
Replacement Fund
Grounds vehicle #31 2008 F350. Replacement vehicle
Ford F350 Truck
Fixed Assets
Acquisition $15,000 $15,000 Vehicle/Equipment
Replacement Fund
Trees/ROW equipment #37 1000 Gallon Water Trailer.

Replacement vehicle 500 Gallon Trailer.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Total Revenues $ - $ - $ - $ -
Expenditures
Cost Allocation $ 7,844 $ 7,868 $ 19,111 $ 19,884
Special Projects $ 5,157 $ (12,184) $ 440,000 $ 780,000 Total Expenditures $ 13,001 $ (4,316) $ 459,111 $ 799,884 Fund Balance $ (13,001) $ 4,316 $ (459,111) $ (799,884) General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

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Non-Departmental
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
Non-Departmental $ 15,305,253
100-90-001 General Fund Non-Departmental $ 10,613,653
281-90-001 Tree Fund Non-Departmental $ 15,000
365-90-001 Debt Service Non-Departmental $ -
429-90-001 Capital Reserve Non-Departmental $ 2,000,000 365-90-500 Facility Lease Debt Service $ 2,676,600
Total $ 15,305,253
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 73,977,332
Total Expenditures $ 15,305,253
Fund Balance $ (13,723)
General Fund Costs $ (57,009,202)
% Funded by General Fund -372.5%
Total Staffing FTE
Proposed Budget
It is recommended that City Council approve a budget of $15,305,253 for the Non-Departmental department. This represents a decrease of $3,006,389 (-16.4%) from the FY 2024-25 Adopted Budget.

This decrease is primarily due to a decrease in Capital Improvement Funds due to less projects.

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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year. 100.0%
Non-Departmental
$15.9M
$12.7M
$18.3M
$15.3M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget FY 2025-26 Proposed Budget Non-Departmental 481
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Sales Tax $ 34,819,341 $ 30,961,166 $ 11,648,962 $ 11,983,958 Property Tax $ 31,889,638 $ 33,036,853 $ 33,174,977 $ 35,413,310 Transient Occupancy Tax $ 7,062,150 $ 6,486,798 $ 7,731,947 $ 7,500,000 Utility Tax $ 4,103,906 $ 3,935,917 $ 4,130,140 $ 4,206,907 Franchise Fees $ 3,995,018 $ 4,313,669 $ 3,509,346 $ 4,394,563 Other Taxes $ 1,471,789 $ 1,621,328 $ 1,684,329 $ 1,736,718 Licenses and Permits $ 29,235 $ 30,345 $ 30,866 $ 26,859 Use of Money and Property $ 2,169,598 $ 8,743,383 $ 4,026,000 $ 3,908,613 Intergovernmental Revenue $ 6,261,952 $ 263,134 $ 100,400 $ 124,404 Charges for Services $ 10,639 $ 12,219 $ - $ 5,400
Miscellaneous Revenue $ 141,840 $ 978,958 $ - $ -
Transfers In $ 8,291,964 $ 3,073,600 $ 2,676,200 $ 4,676,600 Total Revenues $ 100,247,070 $ 93,457,370 $ 68,713,167 $ 73,977,332 Expenditures
Materials $ 26,036 $ 8,948 $ 23,264 $ 19,000
Contract Services $ 1,500 $ 1,500 $ - $ -
Capital Outlays $ 675 $ - $ - $ -
Debt Service $ 2,675,800 $ 2,677,600 $ 2,676,200 $ 2,676,600 Transfers Out $ 13,205,485 $ 9,994,583 $ 15,612,178 $ 12,609,653 Total Expenditures $ 15,909,496 $ 12,682,631 $ 18,311,642 $ 15,305,253 Fund Balance $ 4,546,486 $ (2,761,120) $ (8,260,580) $ (13,723) General Fund Costs $ (71,499,123) $ (80,558,259) $ (55,985,905) $ (57,009,202) Staffing
There is no staffing associated with this department.

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General Fund Non-Departmental
Budget Unit 100-90-001
General Fund - Non-Departmental - General Fund Non-Departmental Budget at a Glance
2026 Proposed Budget
Total Revenues $ 69,299,455
Total Expenditures $ 10,613,653
Fund Balance $ -
General Fund Costs $ (59,685,802)
% Funded by General Fund -562.3%
Total Staffing FTE
Program Overview
Non-Departmental programs encompass a variety of revenues that are not directly tied to any speciﬁc department or program.

These revenues include sales tax, property tax, and transient occupancy tax revenues, which are then allocated to various departments as required.

Additionally, Non-Departmental programs also account for the transfers of monies between various funds, which provide subsidies and resources to the receiving fund to support operating, debt service, and capital project costs. General Fund subsidies are included in these transfers, which are evaluated annually to ensure that funds outside of the General Fund end the year with suﬃcient fund balance. Typically, transfers are made to Special Revenue and Enterprise Funds that require subsidies due to their revenues falling short of full program costs. Furthermore, the City has recurring transfers to fund the costs associated with Annual Debt Payment and Compensated Absences.

For more detailed information on General Fund revenues, please refer to the Financial Schedules: General Fund Revenues.

Proposed Budget
It is recommended that City Council approve a budget of $10,613,653 for the General Fund Non-Departmental program. This represents an increase of $3,240,791 (44.0%) from the FY 2024-25 Adopted Budget.

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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Sales Tax $ 34,819,341 $ 30,961,166 $ 11,648,962 $ 11,983,958 Property Tax $ 31,889,638 $ 33,036,853 $ 33,174,977 $ 35,413,310 Transient Occupancy Tax $ 7,062,150 $ 6,486,798 $ 7,731,947 $ 7,500,000 Utility Tax $ 4,103,906 $ 3,935,917 $ 4,130,140 $ 4,206,907 Franchise Fees $ 3,995,018 $ 4,313,669 $ 3,509,346 $ 4,394,563 Other Taxes $ 1,471,789 $ 1,621,328 $ 1,684,329 $ 1,736,718 Licenses and Permits $ 29,235 $ 30,345 $ 30,866 $ 26,859 Use of Money and Property $ 2,381,446 $ 8,414,389 $ 4,024,000 $ 3,907,336 Intergovernmental Revenue $ 6,261,952 $ 263,134 $ 100,400 $ 124,404 Charges for Services $ 5,829 $ 4,319 $ - $ 5,400
Miscellaneous Revenue $ 141,840 $ 976,173 $ - $ -
Transfers In $ - $ 96,000 $ - $ -
Total Revenues $ 92,162,144 $ 90,140,091 $ 66,034,967 $ 69,299,455 Expenditures
Materials $ 26,036 $ 8,948 $ 23,264 $ 19,000
Capital Outlays $ 675 $ - $ - $ -
Transfers Out $ 12,344,345 $ 6,595,284 $ 7,349,598 $ 10,594,653 Total Expenditures $ 12,371,056 $ 6,604,232 $ 7,372,862 $ 10,613,653 Fund Balance $ - $ - $ - $ -
General Fund Costs $ (79,791,087) $ (83,535,859) $ (58,662,105) $ (59,685,802) Staffing
There is no staffing associated with this program.

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Tree Fund Non-Departmental
Budget Unit 281-90-001
Tree Fund - Non-Departmental - Tree Fund Non-Departmental Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,277
Total Expenditures $ 15,000
Fund Balance $ (13,723)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
Transfers represent transfers of monies between various funds. Tree Fund revenues are from in-lieu tree replacement fees and tree damage and removal fees. The revenues are transferred to the Street Tree Maintenance program to pay for new and replacement trees.

Proposed Budget
It is recommended that City Council approve a budget of $15,000 for the Tree Fund Non-Departmental program. This budget is unchanged from the prior year.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ 1,823 $ 2,877 $ 2,000 $ 1,277 Charges for Services $ 4,810 $ 7,900 $ - $ -
Miscellaneous Revenue $ - $ 2,785 $ - $ -
Total Revenues $ 6,633 $ 13,562 $ 2,000 $ 1,277
Expenditures
Transfers Out $ 61,140 $ 15,000 $ 15,000 $ 15,000
Total Expenditures $ 61,140 $ 15,000 $ 15,000 $ 15,000
Fund Balance $ (54,507) $ (1,438) $ (13,000) $ (13,723) General Fund Costs $ - $ - $ - $ -
Staffing
There is no staffing associated with this program.

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Debt Service Non-Departmental
Budget Unit 365-90-001
Public Facilities Corp - Non-Departmental - Debt Service Non-Departmental Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The Debt Service Non-Departmental Program accounts for the reﬁnancing of debt instruments for the City’s Public Facilities Corporation.

Proposed Budget
There is no budget requested for this program.

This budget was previously misallocated to a program intended for reﬁnancing debt. It has now been correctly reclassiﬁed under the Facility Lease Debt Service program 365-90-500, which appropriately reflects its purpose of financing debt.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ (5,099) $ - $ - $ -
Transfers In $ 2,675,800 $ 2,677,600 $ 2,676,200 $ -
Total Revenues $ 2,670,701 $ 2,677,600 $ 2,676,200 $ -
Expenditures
Total Expenditures $ - $ - $ - $ -
Fund Balance $ 2,670,701 $ 2,677,600 $ 2,676,200 $ -
General Fund Costs $ 2,675,800 $ 2,677,600 $ 2,676,200 $ - Staffing
There is no staffing associated with this program.

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Capital Reserve Non-Departmental
Budget Unit 429-90-001
Capital Reserve - Non-Departmental - Capital Reserve Non-Departmental Budget at a Glance
2026 Proposed Budget
Total Revenues $ 2,000,000
Total Expenditures $ 2,000,000
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
Transfers represent transfers of monies between various funds. These transfers provide subsidies and resources to the receiving fund to support operating, debt service, and capital project costs. General Fund subsidies to other funds and funding of capital projects are included in transfers.

Transfers out from the Capital Reserve vary from year to year depending on the projects selected in the Capital Improvement Program. In addition, funding sources for each project are reviewed and then allocated appropriately. AVer this review, the remaining balance of the project left to fund is then transferred from the Capital Reserve Fund.

Proposed Budget
It is recommended that City Council approve a budget of $2,000,000 for the Capital Reserve Non-Departmental program. This represents a decrease of $6,247,580 (-75.8%) from the FY 2024-25 Adopted Budget.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Use of Money and Property $ (208,572) $ 326,117 $ - $ - Transfers In $ 5,616,164 $ 300,000 $ - $ 2,000,000
Total Revenues $ 5,407,592 $ 626,117 $ - $ 2,000,000
Expenditures
Transfers Out $ 800,000 $ 3,384,299 $ 8,247,580 $ 2,000,000 Total Expenditures $ 800,000 $ 3,384,299 $ 8,247,580 $ 2,000,000 Fund Balance $ 4,607,592 $ (2,758,182) $ (8,247,580) $ - General Fund Costs $ 5,616,164 $ 300,000 $ - $ -
Staffing
There is no staffing associated with this program.

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Facility Lease Debt Service
Budget Unit 365-90-500
Public Facilities Corp - Non-Departmental - Facility Lease Debt Service Budget at a Glance
2026 Proposed Budget
Total Revenues $ 2,676,600
Total Expenditures $ 2,676,600
Fund Balance $ -
General Fund Costs $ 2,676,600
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The Debt Service Program accounts for the payment of principal and interest and associated administrative costs incurred with the issuance of debt instruments for the City’s Public Facilities Corporation. The budget funds the Corporation’s annual payment of principal and interest on the City Hall/Library, Wilson/Memorial Open Space, and Library Certiﬁcates of Participation (COP) that will be paid off by the year 2030.

The majority of the borrowings occurred in early 1990 to acquire additional park real estate and expand community facilities. A breakdown of the capital acquisitions follows:

Increased 90 acres of park real estate to 190 acres, a 111% increase Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase Specific purchases included:

Blackberry Farm - $18 million, voter-approved debt
Creekside Park - $12 million, voter-approved debt
Sports Center - $8 million
Quinlan Community Center, including park real estate - $6.1 million Wilson Park and improvements - $5.6 million
Jollyman Park development - $1 million
City Hall renovation/improvements - $1.7 million
Library renovation/improvements - $1.7 million
New Library and Community Hall - $10 million
Most recently, the City added debt to fund the new Library and Community Hall in 2004.

In May 2012, the Corporation reﬁnanced its $44 million in outstanding debt to lower the interest rate and save approximately $350,000 per year in debt payments. On September 29, 2020, the City’s 2020A Certiﬁcates of Participation (2020 COPs) were successfully sold to refund the City’s 2012 Certiﬁcates of Participation for debt service savings. The refunding generated net present value savings of approximately $3.14 million, 11.61% of refunded par, and a True Interest Cost of 0.72%. Savings to the City’s General Fund amounts to approximately $494,000 per year for the next ten years or almost $5 million in total savings.

Schedule of Lease Payments
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Bond Year (Ending June
1) Principal Interest Annual Lease Payment
2024 2,035,000 642,600 2,677,600
2025 2,115,000 561,200 2,676,200
2026 2,200,000 476,600 2,676,600
2027 2,285,000 388,600 2,673,600
2028 2,380,000 297,200 2,677,200
2029 2,475,000 202,000 2,677,000
2030 2,575,000 103,000 2,678,000
Total $16,065,000 $2,671,200 $18,736,200
Proposed Budget
It is recommended that City Council approve a budget of $2,676,600 for the Facility Lease Debt Service program. This represents an increase of $400 (0.0%) from the FY 2024-25 Adopted Budget.

This budget is relatively unchanged from the prior fiscal year.

Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget Revenues
Transfers In $ - $ - $ - $ 2,676,600
Total Revenues $ - $ - $ - $ 2,676,600
Expenditures
Contract Services $ 1,500 $ 1,500 $ - $ -
Debt Service $ 2,675,800 $ 2,677,600 $ 2,676,200 $ 2,676,600 Total Expenditures $ 2,677,300 $ 2,679,100 $ 2,676,200 $ 2,676,600 Fund Balance $ (2,677,300) $ (2,679,100) $ (2,676,200) $ - General Fund Costs $ - $ - $ - $ 2,676,600
Staffing
There is no staffing associated with this program.

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Appendix
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Glossary of Budget Terminology
The City's budget contains specialized and technical terminology that is unique to public finance and budgeting. To help the reader understand the terms, a glossary of budgetary terminology is found below.

Accrual – A basis of accounting in which revenues are recognized in the accounting period in which they are earned and expenses are recognized in the period in which they are incurred.

Adopted Budget – Revenues and appropriations approved by the City Council in June for the following fiscal year.

Allocated Costs – An expense charged by one department/division to another for services performed or expenditures of a general nature that are charged to one main account and allocated to other departments/divisions by a specified formula.

Amended Budget – The status of appropriations between July 1 and June 30 includes the adopted budget, budget amendments, prior year encumbrances, approved carryovers, and transfers between objects, divisions and departments.

Appropriation – An authorization made by the City Council that permits the City to incur obligations and to make expenditures of resources.

Balanced Budget – A balanced budget requires that budgeted expenditures be equal to or less than projected revenues for the budget year.

Budget – A ﬁnancial plan for a speciﬁc period of time (ﬁscal year) that matches all planned revenues and expenditures with various municipal services.

Budget Amendment – A legal procedure to revise a budget appropriation. Adjustments to expenditures within or between departmental budgets may be accomplished administratively. City Council approval is required for additional appropriations from fund balances or from new revenue sources.

California Department of Tax and Fee Administration - A state agency responsible for administering various taxes, fees, and surcharges in California. This includes the collection and administration of sales and use taxes, which is a major revenue source for the state and local governments.

Capital Improvement Program – A plan for capital expenditures to provide for the acquisition, expansion, or rehabilitation of an element of the City's physical plant to be incurred over a fixed period of several future years.

Capital Outlay – Expenditures relating to the purchase of equipment, land, and other fixed assets.

Cost Allocation Plan – A plan that details how indirect costs are calculated and allocated to user departments.

Cost Recovery – The establishment of user fees that is equal to the full cost of providing services.

Deficit - Occurs when expenditures exceed revenues.

Department – A major administrative segment of the City that indicates overall management responsibility for an operation or a group of related operations within a functional area.

Division – A unit of organization that reports to a department.

Enterprise Fund – A fund established to account for activities that are ﬁnanced and operated in a manner similar to private business enterprises, in which costs of providing services are primarily recovered through user fees.

Expenditure – Utilization of fund resources. Expenditures include operating expenses, debt service, and capital outlays.

Expenditure Category – A basis for distinguishing types of expenditures. The major expenditure categories used by the City are employee compensation, employee beneﬁts, materials, contract services, appropriations for contingency, special projects, capital outlay and debt service.

Fiscal Y ear – A twelve-month time period signifying the beginning and ending period for recording ﬁnancial transactions. The City has specified July 1 through June 30 for its fiscal year.

Full-Time Equivalent (FTE) – The ratio of a position in comparison to the amount of time a regular, full-time employee normally works in a year. A full-time employee (1.00 FTE) is paid for 2,080 hours a year. Positions budgeted to work less than full-time are expressed as a percent of full-time.

Fund – A ﬁscal and accounting entity for which the recording of ﬁnancial transactions is made for the purpose of carrying on FY 2025-26 Proposed Budget Appendix 492
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specific activities in accordance with the requirements placed upon the use of financial resources.

Fund Balance – The net effect of assets less liabilities at any given point in time.

General Fund – The fund used to account for the major operating revenues and expenditures of the City, except for those ﬁnancial resources that are required to be accounted for in another fund category. General Fund revenues are derived primarily from property and other taxes.

Goal – Broad mission statements that define the purpose of a department.

Governmental Fund – Account for activities that are primarily tax-supported operations or other mandatory payments. Reported using the current financial resources measurement focus and the modified accrual basis of accounting.

Infrastructure – Long-lived capital assets that normally are stationary in nature and can be preserved for a signiﬁcantly greater number of years than most capital assets. Examples include roadways, bridges, and drainage systems.

Internal Service Fund – A fund used to account for the services provided by one department to other departments on a cost- reimbursement basis.

Modiﬁed Accrual – Under the modiﬁed accrual basis of accounting, revenues are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred pursuant to appropriation authority.

Operating Budget – A ﬁnancial plan for the provision of direct service and support functions that provide basic governmental services. The operating budget contains appropriations for such expenditures as employee compensation, materials, contract services, capital outlay, and debt service. It does not include Capital Improvement Project expenditures.

Program – A unit or organization that reports to a division.

Reserve – An account used to designate a portion of the fund balance for speciﬁc future use and is, therefore, not available for general appropriation.

Revenue – Increases in fund resources. Revenues include income from user fees, taxes, permits, and other sources.

Self-Supporting Activity – An enterprise activity where all service costs (including principal and interest debt payments) are primarily covered solely from the earnings of the enterprise.

Structural Deficit –The amount by which a government's expense is higher than its revenue received, regardless of the economic climate.

Subsidy – Supplemental resources provided to ensure adequate funding when anticipated expenditures exceed revenues.

Transfer Out – Amounts transferred from one fund to another to assist in financing the services for the recipient fund.

User Fees – Fees charged to users of a particular service provided by the City.

FY 2025-26 Proposed Budget Appendix 493
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Commonly Used Acronyms
ABAG Association of Bay Area Governments
ACFR Annual Comprehensive Financial Report
ARPA American Rescue Plan Act
B/PAC Bicycle/Pedestrian Advisory Committee
BAAQMD Bay Area Air Quality Management District
BMR Below Market Rate
CAP Cost Allocation Plan
CARES Coronavirus Aid, Relief, and Economic Security Act CDTFA California Department of Tax and Fee Administration CMTA California Municipal Treasurers Association
CPI Consumer Price Index
CPUC California Public Utilities Commission
CSMFO California Society of Municipal Finance Officers
CWP City Work Program
EAP Employee Assistance Program
EIR Environmental Impact Statement
EOC Emergency Operations Center
ERAF Education Revenue Augmentation Fund
FEMA Federal Emergency Management Agency
FLSA Fair Labor Standards Act
FPPC Fair Political Practices Commission
FSA Flexible Spending Account
FY Fiscal Year
GASB Governmental Accounting Standards Board
GFOA Governmental Finance Officers Association
HVAC Heating Ventilation and Air Conditioning
JPA Joint Powers Authority
FY 2025-26 Proposed Budget Appendix 494
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LAIF Local Agency Investment Fund
LTD Long Term Disability
MOU Memorandum of Understanding
MTC Metropolitan Transportation Commission
OES Office of Emergency Services
OPEB Other-Post Employment Benefits
PC Planning Commission
PEMHCA Public Employees’ Medical and Hospital Care Act
PERS (aka CalPERS) Public Employees’ Retirement System
PTA Parent Teacher Association
RDA Redevelopment Agency
RFP Request for Proposals
RFQ Requests for Qualifications
RHNA Regional Housing Needs Allocation
RMS Records Management System
RWQCB Regional Water Quality Control Board
UAL Unfunded Actuarial Liability
UBC Uniform Building Code
VSP Vision Service Plan
FY 2025-26 Proposed Budget Appendix 495
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Revenues, Expenditures, and Fund Balance Table
Sample Revenues, Expenditures, and Fund Balance Table
Taxes – Money received from taxes such as sales, property, transient occupancy, and utility tax Licenses and Permits – Money received from license and permit fees Use of Money and Property – Interest earnings, and facility and concession rents Intergovernmental Revenue – Money received from federal, state, or local governments such as grants Charges for Services – Fees collected for services provided by City departments Fines and Forfeitures – Money received from fines and penalties Miscellaneous Revenue – Money received from various sources such as donations, salvage, and legal settlements Other Financing Sources – Money received from bond proceeds, fixed asset proceeds, and refundable deposits Interdepartmental Revenue – Interdepartmental service charges and transfers Total Revenues – Total of all revenue categories
FY 2025-26 Proposed Budget Appendix 496
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Employee Compensation – Cost of full-time and part-time salaries and overtime Employee Benefits – Cost of employee benefits including CalPERS retirement, health insurance, and other benefits Materials – All materials purchased for repair and maintenance, operational activities such as books, uniforms and recreation supplies, office supplies, and conference and training costs Contract Services – All legal, consulting, and other professional goods and services, contract repair and maintenance, utility charges, training and memberships, equipment rentals, insurance, and employment services Cost Allocation – Cost of services from other City departments Capital Outlay – Expenditures for tangible ﬁxed assets including land, buildings, vehicles, infrastructure, furniture, equipment, and City vehicles used in operation beyond one year
Special Projects – One-time projects or costs
Other Financing Uses – Depreciation and refundable deposit expenses Debt Service – Principal and interest payments for outstanding debt Transfers Out – Transfers out to other City funds
Contingencies – Funds for unexpected expenses and emergencies (1.25% of budgeted materials and contract costs) Total Expenditures – Total of all expenditure categories Change in Fund Balance – Total Revenues minus Total Expenditures plus General Fund Contribution. Fund balance is the difference between assets and liabilities.

General Fund Costs – Use of General Fund fund balance, for programs in the General Fund, or use of transfers from the General Fund, for programs not in the General Fund.

The inclusion of current and historical "actual" and "budget" information is a necessary component of the Government Finance Oﬃcer's Association (GFOA) reporting requirements. Due to the extensive amount of ﬁnancial data, it is important to understand the meaning of these tables. "Actual" data represents actual revenues or expenditures that have been recognized or incurred in the respective ﬁscal year. Although amounts were budgeted in those years, these actual amounts are irrespective of the budget which should be taken into account when comparing historical actuals with current budgeted ﬁgures. Historical budget versus actual information for the last 4 ﬁscal years at the account detail level is available in the Appendix on the City's budget website (cupertino.org/budget).

FY 2025-26 Proposed Budget Appendix 497
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CIP Schedule
The City’s Capital Improvement Programs (CIP) details will be included in the City's CIP book that is produced by the CIP division of the Public Works department. Additional details on these and other CIP projects can be found there.

Budgeted appropriations for CIP Preliminary Planning & Design and Capital Project Support are part of the CIP base budget. As these are not projects they were not presented to the Council at the CIP study session, but are being included here to show the total CIP budget.

FY 2025-26 Proposed Budget Appendix 498
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Personnel Schedule
FY 2025-26 Proposed Budget Appendix 499
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FY 2025-26 Proposed Budget Appendix 500
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Adopted June 2025

PUBLIC WORKS DEPARTMENT
Roger Lee, Director

CITY HALL
10300 TORRE AVENUE ~ CUPERTINO, CA 95014-3266
(408) 777-3354 ~ FAX (408) 777-3333
CUPERTINO.ORG

CAPITAL IMPROVEMENT PROGRAMS
FY 2025-2026
Chad Mosley, Director
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Introduction
May 1, 2025

Subject: CIP Status Report and Adopted Fiscal Year 2025-26 CIP and 5-Year Plan

Honorable Mayor and members of the City Council:

I am pleased to present this comprehensive document outlining the City’s Capital Improvement Program (CIP), which includes descriptions and the current status of both active and new CIP projects. The CIP serves as a strategic guide for the City, supporting the planning, funding, and scheduling of infrastructure improvements over multiple years.

The FY 2025–2026 Adopted Budget reflects the City’s continued commitment to delivering high- quality public services while maintaining a fiscally responsible approach. The City maintains a conservative financial posture as it navigates ongoing economic challenges.

In the past, the City regularly transferred significant funds from the General Fund to the Capital Reserve to support long-term capital investments. Over the past five fiscal years, due to budget concerns, these transfers have varied:
• FY 2025–26: $2,000,000
• FY 2024–25: $0
• FY 2023–24: $0
• FY 2022–23: $2,500,000
• FY 2021–22: $10,000,000
Historically, these transfers were not part of the initial budget projections but were made mid-year if sufficient funding was available. However, with the City’s aging infrastructure and growing capital needs, it has become clear that regular, predictable contributions to the Capital Reserve are necessary—when financially feasible. Maintaining a minimum balance of $5 million in the Capital Reserve continues to be a key financial priority.

Thanks to an improved financial outlook, the FY 2025–26 budget includes a $2 million transfer from the General Fund to the Capital Reserve—the first such contribution in three years. While this contribution helps to sustain the program, but it meets only the minimum annual contribution recommended by the City's “Committed, Unassigned Fund Balance, and Use of One-Time Funds” policy. This policy supports responsible financial management and aims to reduce future debt burdens. The absence of General Fund transfers in recent years has narrowed the CIP’s scope , resulting in a prioritization of only revenue-generating or critical public safety projects.

The CIP is funded through a mix of sources—described in more detail later in this introduction— and is allocated based on City Council direction. Because most CIP projects span multiple years, 561
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allocated funds are carried over each year until the project is completed or otherwise closed. When a project concludes, any remaining funds are either returned to their original source—such as Park Dedication Funds—or transferred back to the Capital Reserve. This process typically occurs during the third quarter of the fiscal year.

Due to the absence of General Fund transfers in FY 2023–24 and FY 2024–25, the Capital Reserve balance has declined. As of the end of FY 2024–25, the Capital Reserve stood at approximately $8.53 million. For FY 2025–26, the CIP includes $43.6 million in funded projects: $33.2 million from City sources, and $12.4 million in external funding.

Background Information
A capital improvement project is defined as a project that enhances, restores, or extends the useful life of a physical asset, or adapts it for a new or different use. The CIP Division within the Department of Public Works is responsible for the planning, design, procurement, and construction management of all CIP projects. These projects encompass a wide range of public infrastructure, including streets, sidewalks, storm drainage systems, buildings, parks, and bicycle and pedestrian facilities. The division ensures that all public improvements are delivered in alignment with community expectations and in compliance with City and State of California regulations. Protecting public health and safety remains the highest priority in the planning and execution of all CIP projects.

The City undertakes various types of projects, and not all capital-related work is included in the CIP. What distinguishes a CIP project from maintenance efforts, Special Projects, or City Work Program (CWP) initiatives is the requirement for professional design services. These services typically involve specialized expertise, technical analysis, and formal documentation. Routine maintenance tasks—such as street resurfacing or sidewalk patching—are not considered CIP projects and are instead funded and managed through the City’s Operations Budget.

While most CIP projects focus on the design and construction of public infrastructure, some may involve preliminary planning efforts—such as feasibility studies or other technical assessments— that also require design and engineering input. In such cases, these planning-related efforts may be classified as CIP projects. These general guidelines vary depending on the specifics of each project.

Project Priorities
As a tool to help make decisions about funding and the scheduling of resources, new and existing projects were prioritized using the following criteria:

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TABLE 1: PRIORITIES FOR CIP PROJECTS, LEGEND

• Health and Safety: assets that require repair or upgrading to protect public health and safety, including protection of public and private property, take highest priority.

Example: Repair of Stormwater Drain Outfalls is a high priority to avoid further deterioration of public/private property.

• Council, Commissions, and Community Priorities: Incorporates Council priorities, suggestions from Commissions, and Community input.

Example: Lawrence-Mitty Trail and Park project is prioritized by the City Council, Parks and Recreation Commission, and members of the public.

• Master Plan Priorities: The City’s master plans have many stated goals and policies that affect the generation of CIP projects. Staff reviews the goals found in these documents, including stated priorities of commissions.

Example: Projects to remove natural gas appliances from the City’s facilities are prioritized by the Climate Action Plan as part of the City’s decarbonization initiatives.

• Ongoing phases: some projects advance as subsequent phases of existing/completed projects.

Example: Regnart Road Improvements, Phase 2 project is a subsequent phase of the overall Regnart Road Improvements project, initiated in FY 16-17.

• Fiscally Responsible: Improvements or projects that enhance fiscally responsible use of City resources, including staff time and City funds. Projects that have secured (or could secure) outside funding, such as grants, are also given priority.

Example: The Bollinger Road Corridor Design project is included in the CIP because the majority of the study will be funded through a grant.
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Staff evaluates and prioritizes new project proposals based on the factors listed above. The highest priority is given to projects that require repair of existing facilities to address public health and safety and to protect public and private property. Other factors, including available funding and resources to complete the project, are then considered within the context of other City goals. For the FY25-26 proposal, specific emphasis was placed on projects that improve our facilities and storm drain systems as those aspects of our City’s infrastructure have the greatest need for improvement.

FY 2024-25 CIP Status Report
The CIP currently includes 28 projects that vary in size, complexity, and budget. These projects span across multiple areas of public infrastructure, including parks, public buildings, transportation corridors, and environmental improvements. More detailed information on each of these projects is provided in the main body of this report, following this introduction.

Projects completed in FY 24-25, or which are scheduled for completion this fiscal year include:
• Blackberry Farm Pool Improvements
• De Anza Boulevard Buffered Bike Lanes
• McClellan Road Separated Bike Corridor, Phase 3
• Vai Avenue Outfall - Repairs*
• All-Inclusive Play Area & Adult-Assistive Bathroom Facility at Jollyman Park** *The existing outfall was temporarily repaired, but the larger project to replace the outfall has not yet occurred.
**Project that is projected to be complete by July 2025

Staff anticipate that these projects will underspend their respective budgets by approximately $200,000. These underspent funds will be returned to the Capital Reserve (or other appropriate accounts based on the original source of any restricted funds). Public Works and Finance staff work together as part of the year-end process to close out completed projects, presenting this information as part of the first quarter report for the following fiscal year.

FY 2025 – 2026 CIP – New Projects
This year, the list of new projects was driven by the need to implement health and safety-driven projects and was further impacted by limited staffing resources and $2 million in funding. The focus is to initiate projects that will promote public safety, protect both public and private property, and update our existing infrastructure.

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FY25-26 NEW CIP PROJECTS & EXISTING PROJECTS WITH ADDITIONAL FUNDING Project name Project Description FY25-26
Funding

INTERNAL EXTERNAL
Outfall Repairs Repair various storm drain
outfalls following the
recommendations of the 2024
Storm Drain Outfalls
Assessment.
$950,000
$950,000 $0
ADA (Americans
with Disabilities Act)
Improvements
(Annually funded)
This is an ongoing program,
funded annually, to improve
accessibility of public facilities
throughout the City.
$110,000 $110,000 $0
Citywide Facilities
Condition
Assessment (FCA)
Implementation
This is an ongoing initiative to
address improvements needed
throughout City buildings.

Implement priority
recommendations identified in
the 2018 & 2022 FCA reports.
$940,000 $940,000 $0
subtotal $2,000,000 $2,000,000 $0

The proposed FY 25-26 CIP includes ongoing funding for two existing facilities projects and funding for storm drain utility repairs. The projects proposed this year are a result of information from existing facility assessments, which show the need for extensive improvements and repairs to the City’s aging infrastructure. Due to the extensive nature of the work needed, staff envision some of these projects becoming regular or even annual requests for the foreseeable future.

FY 2025 – 2026 CIP – Five-year Plan
The five-year plan focuses on rehabilitating critical infrastructure that has aged beyond its life cycle.

While the City has focused its rehabilitation efforts in recent years on revitalizing its pavement condition, the City must now shift some of this focus onto its buildings and storm drain system to address public health and safety issues.

FY 25-26 CIP PROJECTS - FIVE-YEAR PLAN
Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
ADA
Improvements
(Annually funded)
$110,000 $115,000 $120,000 $125,000 $130,000
Citywide Facilities
Condition
$940,000 $2,300,000 $1,000,000 $1,000,000 $1,000,000 565
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Assessment (FCA)
Implementation
Outfalls Repairs $950,000 $600,000 $600,000 $600,000 $600,000 BBF Golf
Renovation:
minimal repairs

$1,580,150

totals $2,000,000 $3,015,000* $1,720,000 $3,305,150* $1,730,000 * Current annual CIP funding is $2M/year. Project estimates may be refined prior to requested CIP funding.

Proposed annual CIP funding that exceeds $2M/year will require additional funds beyond the $2M annual funding being allocated to the program. Where possible, staff will search for external funding to address funding requests of more than $2M.

FY 2025 – 2026 CIP Project Narratives
The following narrative pages have project descriptions and funding information for each project in the CIP. The estimated project costs shown are inclusive of all anticipated direct and indirect costs, including for administration and management of the project, design, community outreach, permits, construction management and inspections, internal cost allocation, and the construction contract.

CIP projects typically fall into four categories: Parks, Streets and Infrastructure, Transportation, and Facilities. This year we are introducing a fifth category – Sustainability projects. It is a more accurate reflection of the City’s goals to highlight efforts towards Sustainability and Resilience.

LEGEND:
1 Facilities: Yellow
2 Parks: Green
3 Streets and Infrastructure: Orange
4 Transportation/ Bike and Pedestrian: Blue
5 Sustainability: Maroon

Allocation of each project into a ‘category’ does not have financial implications and many projects could be placed into more than one category. However, the classification is useful for reviewing the distribution of funds to the type of assets receiving capital improvements. Wherever possible, we use color coding to illustrate the project category, as indicated in the list above.

Fund Types for CIP
Tax Supported Funds
Capital Improvement Fund (General Fund) - 420
The General Fund is the primary operating fund for governmental services. Within the General Fund, the Capital Improvement Fund is utilized for the acquisition or construction of major capital facilities. Funds in this account are previously approved by Council and dedicated to CIP projects. 566
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Typically, these funds roll-over until the project[s] are completed or defunded. A copy of the Capital Improvement Policy is attached at the end of this letter.

Capital Reserve (General Fund) - 429
The City’s Capital Reserve is intended to be used for capital improvement projects in the City.

Funding for this reserve is governed by the City’s Assigned and Unassigned Fund Balance and Use of One Time Funds Policy that can be found in the Financial Policies and Schedules section of the City’s proposed and final budget documents. Per that policy, any unassigned fund balance in the General Fund at year-end over $500,000 will be transferred to the Capital Reserve.

Stevens Creek Corridor Park Capital Projects - 427
This fund pays for the design and construction of the Stevens Creek Corridor Park projects.

Special Revenue Funds
Storm Drain Improvement Fund - 210
This fund pays for the construction and maintenance of storm drain facilities. Revenues are collected as a line item on the city’s behalf via the County property tax billing.

Park Dedication Fund - 280
This fund pays for the activity granted by the business and professions code of the State of California in accordance with the open space and conservation element of the City’s General Plan.

Revenues are collected as a development “in-lieu” fee with new residential development, excluding exempted ADU’s per state regulation and designated Below Market Rate Housing (BMR).

Transportation Fund - 270
This fund pays for expenditures related to the maintenance and construction of City streets.

Revenues are collected from Vehicle License Fees, Gas Tax, Cal Recycle State Grant funding (for rubberized pavement) as well as SB1 dollars.

Transportation Impact Fee - 271
This fund pays for the cost of transportation improvements required to serve new development.

Impact fees are one-time charges on new development, additions to existing structures, change in use, or similar construction activity that requires a building permit and results in additional peak hour vehicle trips, and is collected and used by the City to cover the cost of capital facilities and infrastructure that are required to serve new growth.

Housing & Community Development -260
This fund pays for the Federal Housing and Community Development Grant Program activities administered by the City. This fund also pays for activities related to the Below Market Rate Housing Program. Revenues are collected as a development “in-lieu” fee with new residential development, excluding exempted ADU’s per state regulation and designated Below Market Rate Housing (BMR).

Enterprise Funds
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Blackberry Farm Golf Course Fund - 560
This fund pays for operating costs related to the Blackberry Farm Golf Course. Revenues are collected as fees from users of the golf course.

Sports Center Fund - 570
This fund pays for operating costs related to the Sports Center. Revenues are collected as fees from users of the Sports Center.

Recreation Programs Fund - 580
This fund pays for operating costs related to the City’s community centers and park facilities.

Revenues are collected as fees for recreation programs at the City’s community centers and park facilities.

In summary, due to the ongoing budget concerns, the City’s Capital Improvement Programs over the next 5 years have taken a “back to the basics” approach. The projects are focused on essential repairs and upgrades to existing City assets and proposed projects have shifted away from the implementation of new amenities which require additional ongoing resources to maintain. We anticipate this shift in focus for the foreseeable future, or until the City can improve its economic outlook.

Respectfully submitted,

Susan Michael
Capital Improvement Programs Manager

_________
____
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FISCAL POLICIES

Capital Improvement Programs Policy

PURPOSE
To establish a Capital Improvement Programs (CIP) Policy to assist in future budget projections.

SCOPE
All anticipated CIP projects for the current fiscal year plus four additional fiscal years.

POLICY
The City will prepare an annual CIP for the current ﬁscal year that includes a projection of anticipated programming and funding for a total of five fiscal years.

Projects included in the CIP will have information on the need for the project (project justiﬁcation), description and scope of work, total cost estimates, future operating and maintenance impacts, and funding sources.

The project justiﬁcation will incorporate information on the factors that aﬀect the prioritization of the project. The factors to be considered include (but are not limited to) the Health & Safety of the community, continuation of ongoing work, Community requests, General Plan and Master Plans' directives, staﬃng and operational demands, sustainability and resiliency, and internal and external funding viability.

Changes to the CIP such as the addition of new projects, signiﬁcant changes in scope and costs of a project or reprioritization of projects will require City Manager and City Council approval.

The City will maintain its physical assets at a level adequate to protect the City’s capital investment and to minimize future operating maintenance and replacement costs. The City recognizes that deferred maintenance increases future capital costs, thus placing a burden on future residents.

Therefore, the budget will provide for adequate maintenance and the orderly replacement of capital facilities from current revenues when possible.

The City will determine the least costly funding method for its capital projects and will obtain grants, contributions and low cost state or federal loans whenever possible.

The City will utilize “pay-as-you-go” funding for capital improvement expenditures considered recurring, operating or maintenance in nature. The City may also utilize “pay-as-you-go” funding for capital improvements when current revenues and adequate fund balances are available or when issuing debt would adversely affect the City’s credit rating. 569
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The City will consider the use of debt financing for capital projects under the following circumstances:
• When the project’s useful life will exceed the terms of the financing • When resources are deemed sufficient and reliable to service the long-term debt • When market conditions present favorable interest rates for City financing • When the issuance of debt will not adversely affect the City’s credit rating and debt coverage ratios.

Revised April 2023

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Committed, Unassigned Fund Balance, and Use of One-Time Funds Policy

PURPOSE
To establish assigned and unassigned fund balance and one-time use policies.

SCOPE
The General Fund and Capital Funds.

POLICY
To maintain suﬃcient committed and unassigned fund balance (General Fund only) in each fund for the ability to meet the following economic uncertainties:

Economic Uncertainty – $21,329,593 and represents two months of General Fund (GF) expenditures excluding transfers out plus a two year drop in total general fund revenue of 13% or approximately

1.5 months, excluding the use of reserves. Transfers out are primarily used to fund Capital Projects and do not represent on-going expenditures. This assignment will change from year to year based on budgeted general fund expenditures and revenues.
• Mitigate short-term economic downturns and volatility in revenues (2 years or less) • Sustain city services in the event of an emergency
• Meet requirements for debt reserves
• Meet operating cash ﬂow requirements as a result of delay in the receipt of taxes, grant proceeds and other operating revenues

Sales Tax Repayment Reserve – $77,554,500 and represents the funds committed for potential sales tax repayments. The result of the California Department of Tax and Fee Administration (CDTFA) audit of a City taxpayer is expected to have signiﬁcant ﬁnancial implications for the City’s operations. To prepare for a potential adverse CDTFA decision and the uncertain outcome of the anticipated legal challenge, the City established a General Fund Sales Tax Repayment Reserve. The purpose of this reserve is to set aside funds for potential sales tax repayments to the CDTFA. An initial allocation of $56.5 million corresponds to sales tax revenue received between April 2021 and June 2023 that the City may need to repay to the CDTFA. All or part of the funds will be transferred to General Fund Unassigned if the City’s eﬀorts to contest CDTFA’s decision are ultimately successful, in whole or in part.

This reserve can be augmented when additional disputed sales tax revenue is received.

PERS – $19,088,859 and represents the funds restricted for the City's pension obligations. In response to the increasing retirement costs based on actuarial forecasts, the City created a secondary pension trust to help stabilize the impact of pension cost volatility on the City's operating budget. To fund this secondary trust, the City made an initial contribution. After that, the annual contributions are determined based on the diﬀerence between CalPERS' current discount 571
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rate and a more conservative rate determined by the City. This diﬀerence will then be transferred to the pension trust and used exclusively for the benefit of members in the plan.

The primary goal of establishing this secondary trust is to ensure that the City can continue to provide its employees with the retirement beneﬁts they have earned while maintaining ﬁscal responsibility. By using a more conservative rate for calculating contributions, the City can better anticipate and manage pension costs and mitigate potential negative impacts on the City's budget.

Funds in this trust are technically “restricted” under Governmental Accounting Standards Board (GASB) Statement No. 54 in that the funds are legally restricted to be used for retirement costs; however, the timing for which these funds may be used is only at the discretion of City Council.

Sustainability Reserve – Cupertino’s Sustainability Division oversees the City’s Climate Action Plan (CAP), which deﬁnes strategies to reduce greenhouse gas emissions, and provides residents, businesses and schools with programs and services focused on energy eﬃciency, renewable energy, water conservation, alternative transportation and other sustainable actions. The City receives rebates for projects that successfully meet the eligibility requirements such as energy or water eﬃciency. If the rebates were not initially budgeted, they are categorized as committed fund balance in the General Fund. The purpose of this reserve is to help support future sustainability projects/programs.

Unassigned – $500,000 and represents 1% of the total general fund operating budget. This assignment may change from year to year based on budgeted general fund expenditures. • Absorb unanticipated operating needs that arise during the ﬁscal year that were not anticipated during the budget process
• Absorb unexpected claims or litigation settlements

Capital Improvement – $5,000,000 and represents average dollars spent for capital projects in the last three ﬁscal years. This assignment may change from year to year based on actuals dollars spent on capital projects and anticipated future capital project needs. • Meet future capital project needs so as to minimize future debt obligations

The City shall not use fund balances/reserves in lieu of revenues to pay for ongoing expenses except as specifically provided in the City’s reserve policy.

The chart below summarizes reserve policy levels as described above:
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1 As of June 30, 2023
2 Rounded to the nearest hundred thousand
3 Excludes Transfers Out
4 Excludes the use of reserves

Changes to Committed Fund Balance – All reserves listed in this policy, with the exception of the PERS restricted reserve, are classiﬁed as Committed Fund Balance under GASB Statement No. 54.

Committed fund balance is comprised of amounts that can be used only for the speciﬁc purposes determined by a formal action of the government’s highest level of decision-making authority.

Changes to committed fund balances must be approved by City Council. This policy will be reviewed annually as part of the budget process.

Replenishment process – Should the City need to utilize any of the committed fund balances listed in this policy, a recommendation will be brought to City Council for approval and a plan to replenish the committed balance will be developed in conjunction with its use.

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Excess – Funding of these reserves will come generally from one-time revenues, annual net income, and transfers from other reserves that exceed policy levels. They will be funded in the following priority order with any remaining funds to be placed in the Capital Reserve:
1) Economic Uncertainty Reserve
2) Sales Tax Repayment Reserve
3) PERS
4) Sustainability Reserve
5) Unassigned

Revised May 1, 2024
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Capital Improvement Programs
Status Report

The Fiscal Year (FY) 2024-2025 Capital Improvement Programs (CIP) contains 28 active projects.

Four projects were successfully completed this fiscal year, with one additional project scheduled to be completed prior to July 2025. The new projects and additional funding for FY 25-26 CIP considers the current staffing levels and ensures that future projects are planned in a way that aligns with available resources for effective execution.

This document provides a summary of the existing projects, broken into five categories of projects, for ease of discussion. Within each section on the type of project, you will find a summary of the existing projects, proposed projects, unfunded projects, projects that can be defunded, and the five-year plan for each of the categories.

LEGEND:
1 Facilities: Yellow
2 Parks: Green
3 Streets and Infrastructure: Orange
4 Transportation/ Bike and Pedestrian: Blue
5 Sustainability: Maroon

Wherever possible, we use color coding to illustrate the project category, as indicated in the list above.
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CIP: FACILITIES
City of Cupertino
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1. Facilities
A. Existing Facilities CIP Projects: There are three funded and active CIP projects that are considered Facilities projects, and two other funded projects that are in the queue.

TABLE 1 – ACTIVE FACILITIES CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project Total Remaining
Funds*
F1 ADA
Improvements
(Annually
funded)
This is an ongoing program,
funded annually, to improve
accessibility at all public
facilities throughout the City.

FY15-16 $970,000 $1,080,000 $191,990
City funding FY25-26 $110,000
F2 Citywide
Facilities
Condition
Assessment
Implementation
(FCA)
Implement priority
recommendations identified in
the Facility Condition
Assessment reports.

FY18-19 $1,000,000 $3,369,890 $1,536,282
CAP FY22-23 $6,470
City funding FY23-24 $1,000,000
CDBG FY23-24 $367,951
CDBG FY24-25 $55,469
City funding FY25-26 $940,000
F3 City Hall Annex Program, plan and build facility
improvements required for
interim facility to accommodate
staff while City Hall is
remodeled, as well as the long-
term use of this facility.

FY21-22 $3,000,000 $3,000,000 $1,872,539
F4Q City Hall
Improvements
Programming, Feasibility and
Community Outreach to form
the basis of a renovation
strategy for the buildings.

Queued pending revised
Council direction, especially
concerning financial strategy.

FY21-22 $500,000 $500,000 $378,036
F5Q Library
Expansion
Project
(landscaping
and other misc.
scope)
Develop a design and construct
a 5600 SF addition to the
existing Library building. Grant
funding (CPF, Ro Khanna)
planned to complete the
courtyard and exterior
landscaping scopes of work.

FY19-20 $8,705,438 $9,705,438 $1,391,910
CPF FY24-25 $1,000,000
subtotal $17,655,328 $17,655,328 $4,370,757
*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the 577
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amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

Facilities Condition Assessment Project
In 2018 the “Comprehensive Facility Condition and Use Efficiency Assessment” report was completed. This report was updated in 2022 by the “Facility Condition Assessment” (FCA). The FCA reviewed 48 facilities at 24 locations. The report identified $28.8 million of renewal projects, with $4 million in priority one projects. The 2022 FCA report explained that “…conditions in this [priority one] category require immediate action to: a) correct a cited safety hazard, b) stop accelerated deterioration, and/or c) return a facility to operation. Deficiencies in this category should be addressed in 0-12 Months.”

Since the updated report was issued, six projects have been initiated: Senior Center Fire Alarm system (FAS) upgrade, Quinlan Community Center (QCC) AC Chiller replacements, Sports Center Locker and Shower rooms improvements, and the replacement of three flat roofs at Sports Center, QCC, and Senior Center. Other completed FCA projects include: Sports Center Fire Control Center panel replacement, and the Sports Center Seismic Retrofit.

The cost estimates in the report are based on 2022 figures, and an escalation rate of roughly 5% per year should be applied to account for the projected cost of incomplete projects. This leads to a 21.55% escalation for 2026. The current approved project funding, including the $423,420 in CDBG funding (designated specifically for Senior Center improvements), totals $2,429,890. Of this, $41,342 remains unencumbered and available for new projects.

The highest-priority projects include upgrades to life-safety systems at five facilities (listed in the table below). The FY25-26 FCA project additional $940,000 funding will be applied to these scopes of work.

Improvements to the Library life-safety systems are also needed, as are repairs to the Sports Center Shower and Locker rooms. It is planned to request additional funding for those projects in FY26-27.

TABLE 2 – FCA PROJECT FISCAL SUMMARY

FUNDING TO DATE:

FY19 City funds $1,000,000
FY23 CAP funds $6,470
FY24 City funds $1,000,000
FY24 CDBG grant $367,951
FY25 CDBG grant $55,469
subtotal (a) $2,429,890

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Current & Completed Projects:

Completed FCA Projects (Sports Center Fire
Control Panel and Seismic Retrofit) $502,528
QCC Chillers Replacement $350,000
Sports Center Roof $391,600
QCC Flat Roof $462,000
Senior Center Flat Roof $200,000
Sports Center Shower Rooms – Design only $59,000
Senior Center FAS Upgrade (CDBG) $367,951
Senior Center HVAC replacement (CDBG) $55,469
(subtotal (b) $2,388,548
Uncommitted project funds (a-b): $41,342

FY25-26 FCA Projects:

Monta Vista - Pre-School Building FAS $75,128
Creekside Park Recreation Building FAS $40,447
Monta Vista - Gymnastics Building FAS $216,842
Service Center Administration Building FAS $164,032
Sports Center FAS $386,928
subtotal (c) $883,377
Uncommitted project funds (a-b): $41,342
FY25-26 estimate (c-a-b): $842,035

additional FY25-26 funds: $940,000

FY26-27 FCA Projects:

Library FAS $1,309,738
Sports Center Showers & Locker Rooms $900,000
$2,209,738

B. Evaluation of Facilities CIP Projects to Defund:

The FCA projects are critical health and safety improvements to existing facilities. ADA improvements are similarly critical, and federal mandates require that the City continues to make improvements to accessibility to public facilities. The work remaining on the Library Expansion project is completely grant-funded. The City does not recommend defunding any of these projects.

C. Unfunded Facilities CIP Projects:

In the past five years, several projects have been proposed and remain unfunded. The list that follows notes the years projects were proposed and projected cost in FY25-26 dollars.

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TABLE 3 – UNFUNDED FACILITIES CIP PROJECTS
Project FY
proposed
Project Description Projected
Cost
City Hall project FY20-21 Design and Construction, following programmatic development for renovation or replacement of the
existing facility, including parking facilities. The
existing building requires seismic retrofit, the
infrastructural systems are antiquated, and the
space planning is not appropriate for current
workplace practices. Parking areas require
expansion.
$30M to
$90M*
City Hall Annex –
Additional
Funding
FY21-22 Program, plan and build facility improvements
required for interim facility to accommodate staff
while City Hall is remodeled, as well as the long-
term use of this facility.
$5M - $8M
Stocklmeir,
Blesch and Blue
Pheasant
properties
FY19-20 Programming, Community Outreach, Design and
Construction of the Stocklmeir property and
adjacent facilities.
$1.2M
*Note: Estimated costs reported in 2022 for the renovation of the facility that included seismic reinforcement to meet ‘essential facility’ requirements, HVAC, electrical, life/safety, and IT systems replacements and a complete interior renovation were reported as $29M. Performing the same scope at a level of ‘non-essential’ facility was estimated at $27M, in 2025. Cost estimates should be revisited, in light of current market conditions. The upper end of the projected cost was for a replacement City Hall building as envisioned in the Civic Center Master Plan.

City Hall
Since the seismic issues following the 1986 renovation were discovered, numerous plans and master plans have been developed. Improvements to the building alone do not address the parking limitations. Options to rework civic center have been investigated and analyzed. City Hall renovation a significant project, both culturally and economically, that has stalled due to the ongoing debates on the appropriate magnitude and scope of the project.

Renovation Option: $30M + $5M parking
Renovate the City Hall building within the existing footprint, using the existing structure and site plan. While the driving force of the scope will be the seismic upgrade, the development triggers accessibility (ADA) and infrastructure requirements.

Additionally, the interior layout of the space does not meet the needs of the workforce or the community. An interior renovation to create community meeting spaces and an updated workplace will be necessary. In this scenario, it is possible to consider adding a story within the confines of the existing footprint. This will have additional cost but will allow for more flexibility in programming the interior uses of the space.

The Civic Center regularly has a shortage of parking spaces due to the popularity of the Cupertino Library and events held at both the library and Community Hall. To increase 580
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the number of parking spaces, above-ground, below-ground, or off-site options would need to be considered in this scenario. A separate project could be generated that analyzes feasible options for parking.

• PROS: less time and effort in the design phase, less expensive for the building project (the overall cost, if considering the parking solutions, may be a significant additional cost).
• CONS: Building renovations are complicated projects with significant financial investment. Compromises in programming are made to work within the confines of the original enclosure. An additional parking area is not included within the building footprint and would require additional dedicated funding.

Replacement Option: up to $80M
Using the 2015 Civic Center Master Plan as the foundation, replace City Hall and portions of the Civic Center with a new building and integrated parking to better meet the needs of the community, providing more engaging community spaces and a more effective workplace for the City business.

• PROS: more effective spatial and economic solutions are possible, making City Hall and Civic Center a functional hub for the City. Adding underground parking would be a priority.
• CONS: A new building and parking structure may be as much as 2 times more expensive than a building renovation project without parking. The design of a new facility will typically require a lengthy and costly public engagement process in addition to the design and construction process.

Council has requested that the City Hall project options be considered in the Fall of 2025 at a City Council meeting. If Council wishes to activate the City Hall project, (a) additional funding for design and construction, and additional staffing would be required.
(b) direction on the scope of work would be required (renovation of the existing facility, renovation of the existing with an added story, renovation to essential services structural level.

City Hall Annex
The City Hall Annex property was purchased in 2021, and the renovation project for the facility was funded at $3M in FY21-22. The proximity of this property to the Civic Center, and its central location within the City, lends itself to numerous uses, including a satellite and/or interim City Hall facility. Council approved proceeding with the renovation of the facility to function as an interim facility for City staff while the City Hall building was under construction.

The program centered on providing workplace and transactional areas for the public-facing Permit Center and some Finance/Business transactions that bring the public to City Hall regularly. The Council approved adding the Emergency Operations Center to the program in 581
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late 2022, since the preliminary cost estimates reported that this upgrade of the scope would cost an additional $500,000.

When the EOC scope was added, staff made the decision to delay the request for additional project funding for the added scope until the project was ready to award a contract to a general contractor for construction so that more definitive costs would be discussed. However, when cost estimates on the 65% set of drawings and specifications came in at $6.7M in 2024, the decision was made to pause the project until the City Hall project direction was decided, so that priorities and cost-cutting measures could be evaluated in a fuller context. An updated scope of work, with value-engineering options, and cost estimate would be required to continue work on the project.

With the news of the inflated costs, numerous options were investigated, from scope reductions to a completely reduced program of ‘carpet-and-paint’ only, and other code required renovations such as accessible entries. The most reduced scope of work was estimated at $2M.

While developing the program for the City Hall Annex building as City’s Permit Center and EOC, staff identified additional cost impacts, including:
• Increase of construction costs due to the addition of the EOC program and infrastructure. The early estimate was that the addition of the EOC would add approximately $500,000 in construction costs.
• Increase of soft costs due to the addition of the EOC program. Cost estimate for soft costs is approximately $1.5M, leaving $1.5M for construction (which is less than required, see below).
• An overall increase in the original construction estimate excluding the addition of an EOC. Staff has learned that the original construction cost estimate for the overall project was too low. 2023 estimates for 2024 construction were estimated at $6.7M without moving/logistics cost, furniture, and other contingencies accounted for.

At the April 3, 2025 Council meeting, Council gave direction to move forward with the renovation of the City Hall Annex with the understanding that the estimated additional costs would be approximately $8 million. CIP will move forward with the project using the currently appropriated funding to complete the design and documentation required for bid and permitting. Once the project is bid, the project will return to Council for approval of additional funding and award of the contract for construction.

Stocklmeir, Blesch and Blue Pheasant properties (scope and cost unknown) Many options for the Stocklmeir property have also been pursued in the years since the property was purchased. Some residents have expressed their desire to make the property into a museum for 1930’s farm life. The Cupertino Historical Society (CHS) and Rotary Club have made proposals in the past to facilitate projects at the site, but for various reasons including funding concerns, nothing has moved forward. Improvements to the facilities are complicated by its location within a special flood hazard area, and many challenges to provide an accessible facility.
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In order to move forward with a project at the Stocklmeir, Blesch and/or Blue Pheasant properties, Council should provide direction on the type of facility or project desired and allocate funding and additional staffing resources for the project.

D. Facilities CIP - Five-Year Plan

TABLE 4 – 5-YEAR PLAN FOR FACILITIES CIP PROJECTS
Note: Grey text in Years 2-5 illustrate 5% escalation costs but are not proposed for implementation in that year and thus are not included in the totals below.

Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
ADA
Improvements
(Annually
funded)
$110,000 $115,000 $120,000 $125,000 $130,000
Citywide
Facilities
Condition
Assessment
Implementation
(FCA)
$940,000 $2,300,000 $1,000,000 $1,000,000 $1,000,000 City Hall
project1
(Renovation)
$40,000,000 $42,000,000 $44,100,000 $46,305,000 $48,620,250 subtotals $1,050,000 $2,415,000 $1,120,000 $1,125,000 $1,130,000 1 City Hall, City Hall Annex, and Stocklmeir, Blesch and Blue Pheasant properties projects are major projects – staff awaits Council’s direction for inclusion in the five-year plan.

FY25-26: The ADA Improvements project and FCA project are essentially ongoing projects, renewed annually. Addressing the most critical deficiencies identified in the 2022 FCA is a priority, especially life-safety systems. The current FCA projects, the Senior Center Fire Alarm system (FAS) upgrades, Quinlan Community Center Chiller replacements, and the flat roof replacements at QCC, Sports Center and Senior Center will be completed in FY25-26. If approved, the additional FY25-26 funding will be directed to FAS upgrades at five facilities noted in Table 2.

FY26-27: CIP will request additional funding to replace the FAS in the Cupertino Library building, and to complete the renovations to the Sports Center shower and locker rooms. In this fiscal year we may be able to coordinate these projects with infrastructure improvements at the Library to electrify the appliances, improve energy efficiency, and increase the resiliency of the facility to better serve the community as a cooling/heating center. Public Works (PW) staff is currently working with Santa Clara County Library District (SCCLD) and the Santa Clara County (SCC) to develop a program and technical requirements for this initiative. 583
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FY26-27: When the CIP division successfully fills the two open positions currently under recruitment, work will resume on the Library Expansion project. The work at the Library is funded by a $1 million grant secured by Congressman Ro Khanna. Anticipated completion of the project is in 2027.

FY27-28 and onwards: addressing the highest priority projects in the FCA will be ongoing for both CIP and the Operations staff. More roof repairs are needed and FAS, HVAC systems, and other critical systems need improvements. The FCA project may help to address additional improvements to the various Recreation facilities (Sports Center, McClellan Ranch Preserve, Blackberry Farm, Senior Center, Quinlan Community Center) that could improve accessibility and infrastructure, advancing safety, functionality, and revenue-generating capacity of these facilities.

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CIP: PARKS
City of Cupertino
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2. Parks
A. Existing Parks CIP Projects: There are four funded and active CIP projects that are considered Parks projects, and one other funded project that is in the queue.

TABLE 5 - ACTIVE PARKS CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Remaining
Funds*
P1 All-Inclusive Play
Area & Adult-
Assistive
Bathroom Facility
(Jollyman Park)
At Jollyman Park, Design and
construct an all-inclusive
playground and an adult-assistive
bathroom facility adjacent to the
new AIPG. (Externally Funded, in
part)
FY18-19 $1,230,000 $4,891,347 $257,024
SCC AIPG grant FY18-19 $1,448,201
CA P&R grant FY21-22 $1,000,000
PG&E donation FY21-22 $25,000
Adult-assistive bathroom added FY22-23 $850,000
Art In-lieu fees FY23-24 $338,146
P2 Lawrence-Mitty
Park and Trail
Plan
Design and construct a new
neighborhood park. Located on

7.8 acres adjacent to Saratoga
Creek, near the intersection of
Lawrence Expressway and Mitty
Way.

FY18-19 $8,270,994 $6,850,909 $4,422,565
Acquisition & Annexation FY21-22 -$2,330,085
Berm Clean-up FY23-24 $910,000
P3 Park Amenity
Improvements
Funding for various park
amenities such as benches,
hydration stations, outdoor table
tennis, cornhole, shade
structures, pickleball striping,
etc. (3yrs funding x $200K)
FY20-21 $600,000 $600,000 $417,460
P4 MRP West
Parking Lot
Improvements
(Habitat
monitoring
continues to
2028)
*Only habitat monitoring is active.

Design and construct a new
“green” meadow-style parking lot
that is compatible with the creek
environment at McClellan Ranch
West, which was designed to
have minimal impact to the site.

FY16-17 $400,000 $1,069,682 $1,611
City Funding FY17-18 $550,000
City Funding FY18-19 $119,682
P5Q Annual
Playground
Replacement
Replacement of older playground
equipment that is dated and
worn. (5yrs funding x $300K)
FY20-21 $1,500,000 $1,500,000 $913,755

subtotal $14,911,938 $14,911,938 $6,012,415
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*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

• The Jollyman Park All-Inclusive Playground is under construction and will be completed before summer 2025.
• Lawrence-Mitty Park and Trail is in the design phase. As part of the due diligence for this project, we are generating cost estimates based on the schematic design progress and will return to City Council for review before advancing the design process further. • The Park Amenity Improvements project continues to supply new benches, picnic tables, and other vital features to parks as required.
• The Annual Playground Replacement project will activate once CIP recruitments are successful. Varian Park, Little Rancho Park and Canyon Oak Park are targets for improvements.

B. Evaluation of Parks CIP Projects to defund:
• The Jollyman AIPG is nearing completion.
• The Lawrence-Mitty Park and Trail project is in contract through to the end of design and documentation. The funding for the project comes from a developer agreement that would need to be revisited if defunding were to be considered. • The Park Amenity Improvements project could be defunded but has been a valuable resource to address needed improvements and community requests/concerns in our parks. • The Playground Replacement project could be defunded since we are not in-contract presently, but the need to replace our aging playgrounds persists as an ongoing safety concern. If not replaced, many playgrounds will need to be closed, at least in part. • The habitat monitoring at the McClellan Ranch Preserve west parking lot is a requirement of the project’s California Department of Fish and Wildlife permit.

The City does not recommend defunding any of these projects.

C. Unfunded Parks CIP Projects:

In the past five years, several projects have been proposed and remain unfunded. The list that follows notes the years proposed and projected cost in FY25-26 dollars.

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TABLE 6 – UNFUNDED PARKS CIP PROJECTS
Project FY
proposed
Project Description Projected
Cost
Park Shade
Structures
FY23-24 Five locations: Creekside, Portal, Linda Vista, BBF Bocce, and Jollyman. Planned for FY25-26, as noted in the FY24-25 CIP program. Grant funding was not obtained, however. Providing more shade opportunities is a stated priority of the Parks and Recreation System Master Plan (PRSMP) but due to limited resources and other priorities, this project was removed from the 5-year CIP plan. $1.3M
BBF Golf Course
Irrigation
FY24-25 Replacement of the irrigation system is a high priority; however, it is likely that this will be a major project. Prioritized for its potentially strong sustainable infrastructure and improvement of natural habitat, thus addressing the goals of the CAP and the PRSMP. The projects were planned for FY25-26, as noted in the FY24-25 CIP program, however staffing resources and funding remain limited. Staff will look for potential external funding for the project prior to proposing this in future CIP plans.
$2.5M
BBF Golf Course
Pond Restoration
FY24-25 The area of the BBF Golf course that was a pond, is visibly undeveloped. This project proposes to replant the area low-water native species.
$1.53M
Memorial Park
projects derived
from 2024 MPSP
FY25-26 MPSP offered a considerable list of potential projects, including the phasing of certain areas and types of amenities. Priorities from the Community and P&R staff:
• Extended Senior Center Deck/Plaza
• New Restroom and upgrade Existing Restrooms
• Bocce Court
• Upgraded Parking Lots (2)
• Upgraded Amphitheater and Stage
• Reservable Picnic Area (Align with PV work)
However, due to limited resources and other priorities, no projects from this plan are proposed at this time.

Varies
Memorial Park
projects: All-
Inclusive
Playground
FY25-26 Grant funding may be available from Santa Clara County for an All- Inclusive Playground. Staff will propose this project if external funding becomes available.
$5M
Memorial Park
projects: Softball
Field Lighting
FY25-26 The current system has exceeded its useful lifecycle and replacement parts are difficult to obtain. Staff will monitor the system and will propose a project when required.
$250,000 to
$500,000
Park Pathways
Paving
FY24-25 Add and/or improve pathways at 8 parks: Three Oaks Park, Creekside Park, Wilson Park, Hoover Park (new), Jollyman Park, Portal Park, Somerset Park, and Varian Park. Improvements to existing park pathways, converting a majority of the paths from asphalt to concrete, improving lighting in limited locations, and design and installation of new pathways in some parks. New pathways are a low priority, PW Operations may propose Special Project funding to repair existing paths as needed.
$1.2M
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Blackberry Farm
Family Restroom
Conversion
FY25-26 This project aims to better serve the community by converting one of Blackberry Farm's four restrooms into a family restroom and pool changing area. Blackberry Farm is a popular pool and park facility, and is frequented by families with young children. As a result, there is a high demand for a family restroom and changing area. This project is a priority of the Parks and Recreation Department to address public requests.
$500,000
Blackberry Farm
Golf Course
Restroom
Renovation
FY25-26 The restrooms at the BBF Golf Course have not been upgraded since 1991. They are dilapidated, require ongoing maintenance, and customers routinely complain about them. The golf course is a high-usage facility with more than 40,000 rounds of golf played each year. A full renovation is required to meet accessibility and building code requirements. Minor maintenance and replacement fixtures are proposed in the FY 25-26 proposed budget to address some of these needs.
$500,000
Blackberry Farm
Entrance
Improvements
FY25-26
FY19-20
The entrance to Blackberry Farm needs better pedestrian facilities.

Access improvements were unanimously endorsed by City Council in 2015. The Parks and Recreation Commission prioritized this project as a high priority for the 2019 CIP plan. The project has also been noted in the 2006 Stevens Creek Master Plan and Restoration Plan, the 2016 Stevens Creek Master Plan draft, the 2016 Cupertino Bicycle Transportation Plan and was the justification for the City’s purchase of the Byrne residential property and dedication.
$2M to $3M
Blackberry Farm
Play Area
Improvements
FY19-20,
FY25-26
The current playground needs improvements to meet modern standards. Its small size limits capacity, particularly during peak usage by summer camps and school groups. The perimeter shows signs of wear, requiring reinforcement to ensure safety and stability. New scope would include a resilient play surface and nature play elements.
$300,000
McClellan Ranch
Preserve Barn
Renovation
FY19-20,
FY25-26
Repair and rehabilitate the McClellan Ranch Preserve Barn to enhance safety, preserve its historical significance, support educational activities, and facilitate community engagement. The McClellan Ranch Preserve Barn Evaluation & Conceptual
Renovation Plan was adopted by City Council in 2014. The barn is in a dilapidated state and for safety reasons should be improved. $4M
Linda Vista Park
Improvements
FY19-20 Upgrades to park amenities and playgrounds. TBD Portal Park
Improvements
FY19-20 The existing building is not useful in its current configuration, and parking is not adequate to support activities.

TBD
New
Neighborhood
Parks
FY19-20 The acquisition of land and development of new parks can be reconsidered after Lawrence-Mitty is completed. No report for potential sites and/or feasibility has been completed.

TBD
Little Rancho
picnic area
FY25-26 PW/P&R received a request from residents to consider picnic area improvements rather than replacing the playground at this location.

TBD

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Memorial Park
The City recently completed the Memorial Park Master Plan, which provides an extensive list of improvements to revitalize and update the park. The plan was assembled by collecting and incorporating public input through an extensive outreach campaign. That process produced a robust road map that will guide the City regarding park improvements for decades. Recently, staff has observed some concern from the public and City Council regarding the cost of the improvements proposed the plan and has heard suggestions regarding reduction of the plan’s scope. Due to the extensive public engagement and input received, it is recommended that the plan remain unchanged, and that projects within the plan be prioritized and scheduled as public sentiment and available funding dictates. At this time, due to fiscal constraints, staff is not proposing any projects for Memorial Park.

Blackberry Farm Golf Course
The irrigation system at Blackberry Farm has long exceeded its useful life cycle. The system is antiquated, is subject to multiple breaks yearly, and is not efficient in its water use for golf course landscaping. An irrigation replacement project is currently proposed for year 4 of the 5- year CIP and is anticipated to cost $1.6M. This project is anticipated to save the City approximately $65,000 annually in maintenance, repairs, and water use, and will improve water efficiency at this property. This project will safeguard against major failures that would be expensive to repair, would result in down time for the golf course operations (including lost revenue), and would help to protect against environmental impacts to Stevens Creek. The project has an approximate return on investment of 24-years, reduces water use, and safeguards both Stevens Creek and players’ ability to utilize the course.

D. Parks CIP - Five-Year Plan

TABLE 7 – 5-YEAR PLAN FOR PARKS CIP PROJECTS
Note: Grey text in Years 2-5 illustrates 5% escalation costs but are not proposed for implementation in that year and thus are not included in the totals below.

Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
BBF Golf
Renovation:
minimal repairs
$1,433,250 $1,504,880 $1,580,150 $1,659,158
BBF Golf
Renovation:

Ponds
$1,300,000 $1,365,000 $1,433,250 $1,504,913
Blackberry Farm
Bocce Ball Shade
Structure
$176,400 $185,216 $194,480 $204,204
Creekside Park
Picnic Area Shade
Structure
$176,400 $185,216 $194,480 $204,204
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Linda Vista Park
Picnic Area Shade
Structure
$176,400 $185,216 $194,480 $204,204
Portal Park Picnic
Area Shade
Structure
$176,400 $185,216 $194,480 $204,204
Jollyman Park
Picnic Area Shade
Structure
$176,400 $185,216 $194,480 $204,204
subtotals $0 $0 $0 $1,580,150 $0

FY25-26: Jollyman AIPG will be completed in 2025, and the Lawrence-Mitty Park and Trail project could be completed in 2027. We continue to work on replacing playgrounds with safety concerns and dispersing improved park amenities to locations with the greatest need. Work on the design, procurement, and installation of new equipment at playgrounds could resume in the Fall of 2025.

FY26-27 and FY27-28: Lawrence-Mitty Park and Trail project work will continue, and work on the Playgrounds replacements can resume. Park Amenities upgrades will continue.

FY28-29: Initiating the improvements to the irrigation system at the Blackberry Farm golf course is also a priority to improve efficient use of our water resources. Staffing prevents initiation of this project in years 1-3, but in year 4 this will be a recommended priority project.

FY29-30: Blackberry Farm golf course irrigation system improvements will continue into this fiscal year.

Providing Shade Structures at various park locations was a Council-stated priority in years past, and improving shade opportunities is a priority of the PRSMP. Current CIP staff can not initiate these projects in FY25-26, but the City will continue to pursue grant funding for these amenities. 591
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CIP: STREETS AND INFRASTRUCTURE
City of Cupertino
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3. Streets and Infrastructure

A. Existing Streets and Infrastructure CIP Projects: There are five active and funded CIP projects that are considered Streets and Infrastructure projects, and one other funded project that is in the queue.

TABLE 8 - ACTIVE STREETS AND INFRASTRUCTURE CIP PROJECTS # Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Remaining
Funds*
ST0 Outfalls Repairs Following the recommendations
of the 2024 Outfalls Report
FY25-26 $950,000 $950,000
ST1 Stevens Creek
Bridge Repair
Stevens Creek Blvd Bridge over
Stevens Creek. Prepare
feasibility study and PS&E to
determine and implement
appropriate scour
countermeasures. (Externally
Funded, in part)
FY23-24 $172,000 $860,000 $172,000
FHWA highway Bridge Program
grant
FY23-24 $688,000
ST2 McClellan Road
Bridge
Reconstruction
Reconstruction of the bridge on
McClellan Road near the
entrance to McClellan Ranch
Preserve. (Externally Funded -CA
DOT)
FY23-24
(State
Funding)
$5,000,000 $5,850,000 $5,850,000
CPF FY24-25 $850,000
ST3 City Lighting LED
improvements
Implement the transition of
City's streetlight infrastructure
from induction and other fixtures
to LED fixtures to meet the "Dark
Sky" Ordinance requirements
and reduce light pollution and
energy cost.

EECBG grant funding ($139,000)
awarded in FY24-25, but will not
be included as revenue until the
award is re-affirmed in the
current federal administration.

FY21-22 $50,000 $1,350,000 $501,074
City Funding FY22-23 $1,300,000
ST4 City Bridge
Maintenance
Repairs Project
(Bridge
Preventive
Maintenance
Program, or
BPMP)
Design and implement the repair
of five City bridges as
recommended in the Caltrans
Bridge Report along with
additional improvements to
prolong the useful life of the
bridges.

FY15-16 $165,000 $2,176,105 $174,347
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City Funding FY16-17 $535,000
FHWA FY16-17 $571,151
FHWA FY22-23 $716,296
FHWA FY23-24 $95,227
FHWA FY24-25 $510,521
City Funding FY24-25 $300,000
City Funding FY24-25 $1,176,105
ST5 Street Light
Installation -
Annual Infill
Infill of gaps in streetlight
network as requested by
residents. (Annually funded)
FY17-18 $430,000 $430,000 $142,241
ST6Q Vai Avenue
Outfall
Investigate, design, and replace
existing failing 36” corrugated
metal pipe (CMP) storm drain
line with new reinforced
concrete pipe (RCP) or high-
density polyethylene (HDPE)
pipe.

FY24-25 $490,000 $490,000 $438,756

subtotal $13,999,300 $13,999,300 $8,228,418
*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

• The BPMP project will be completed in the summer of 2025. • The engineering contract for the Stevens Creek Bridge project has been awarded, and the investigation into potential options will commence.
• The City will hire an engineering firm to assess the current conditions, provide design alternatives, and develop the necessary documentation and cost estimates. Once the documentation is prepared, the project will be considered "shovel-ready," increasing its chances of securing additional grant funding to complete the project. • Procurement for the City Lighting LED Improvements project is in progress, and installations will begin once the fixtures are delivered (Anticipated completion is September 2025).

Vai Avenue Outfall project is noted as completed and as an active project, due to the successful temporary repair of the outfall pipe section this fiscal year. However, the replacement of the outfall pipe section is not yet completed. Staff will coordinate permanent repairs through Valley Water as part of their CIP project to stabilize Regnart Creek in this reach. This will create efficiencies in permitting and ensure a repair that is compatible with Valley Water’s efforts.

2024 Outfall Report – Repair projects
The purpose of the 2024 Storm Drain Outfall Condition Assessment report was to inventory the storm drain assets and to determine necessary improvements and maintenance activities for the outfall pipes and structures. The City maintains 175 outfall pipe segments, totaling approximately 17,051 feet, within the storm drain network. The outfall pipes discharge urban 594
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rainfall runoff from the City’s storm drain system into various creeks/channels managed by the Santa Clara Valley Water District (Valley Water). The report documented observations of the condition of outfall pipes, along with their corresponding outfall structure, and nearest upstream structure. The primary assessment method for the pipeline segments and outfall structures consisted of closed circuit television (CCTV), visual examinations and documentation through photographs.

The report assessed 205 pipe segments across 175 sites. 31% show structural defects with significant defect grades (NASCO grades 4 and 5). 19% have significant defects that affect operations and maintenance. Most of the defective pipes were CMP outfall pipes that were installed consistent with Valley Water specifications for outfall pipes which were in place at the time of installation. Grade 3, 4, and 5 defects were common in pipelines that were constructed from corrugated metal pipe (CMP). This is due to the susceptibility of CMP to corrosion, which leads to holes developing in the pipes. Though not as common, several CMP pipelines also showed signs of deformation.

The report also assessed the condition of 117 outfall structures. Most of the structures were in good to moderate condition. Of the 117 outfalls structures three were in level 5 defective condition, and three were in level 4 defective condition. The City will coordinate with Valley Water to plan for the most efficient and cost-effective manner in repairing these outfall structures.

The FY25-26 Outfalls Repair project funding for $950,000 will be applied to repairs of outfall pipe segments that have significant defects.

B. Evaluation of Streets and Infrastructure CIP Projects to Defund The BPMP project will be complete in Summer 2025. The Stevens Creek Bridge and McClellan Road Bridge projects are largely funded by external grants, and address health and safety concerns. The LED Streetlight project is in-contract, will reduce our energy usage, and directly addresses dark-sky concerns.

The City does not recommend defunding any of the currently funded projects.

C. Unfunded Streets and Infrastructure CIP Projects
In the past five years, several projects have been proposed and remain unfunded. The list that follows notes the years proposed and projected cost in FY25-26 dollars.

TABLE 9 – UNFUNDED STREETS & INFRASTRUCTURE PROJECTS
Project FY
proposed
Project Description Projected
Cost
Fiber Expansion FY23-24 6 projects: Priority projects outlined in the City's Fiber Master Plan.

The City proposes delaying these projects until external funding can be obtained.
$10M
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Merriman Road
Storm Drain
FY23-24 Installation of a storm water collection system on Merriman Road to include approximately 800' of storm drain mainline, 3 standard manholes, and 3 new drop inlets/laterals on the eastern side of the roadway. The project may also include surface drainage
improvements such as berms and/or pavement recontouring.

Requested by residents. Not a priority of the SDMP.
$1M
Pumpkin and
Fiesta Storm
Drain Project
(Phase 2)
FY21-22 A priority project of the SDMP. This is Phase 2 of the Pumpkin- Fiesta Storm Drain project. This project is currently on hold while the completed phase one project is evaluated for operational efficiency.
$750,000
Regnart Road
Improvements,
(Phase 2)
FY18-19 Design and Construction of phase 2 of the Regnart Road Improvements project. Proposed improvements include additional drainage structures, slope stabilization and erosion control measures. Priority for safety criteria, improvements needed to stabilize the road and mitigate slide potential.
$2.8M
Storm Drain
Improvements -
Bubb Road,
Phases 1-3
FY19-20 A priority project of the SDMP. TBD

2018 Storm Drain Master Plan projects
The 2018 Storm Drain Master Plan (SDMP) established a prioritized capital improvement program to reduce the risk of flooding within the City of Cupertino. The basic objective of the report was to evaluate the flow capacity of the City’s storm drain network and recommend improvements to enhance storm drain capacity at key locations within the City. The first priority of the SDMP was Pumpkin Fiesta, Phases 1 and 2. The City completed Phase 1 improvements in 2023, which should mitigate flooding for an area the had experienced repeated storm drain overflows. Phase 2 is not currently scheduled due to funding resources.

Further, the Phase 1 improvements should help to mitigate some of the concerns that Phase 2 is intended to address. Staff will continue to monitor the City’s storm drain “hot spots” during rain events and will propose projects as necessary to respond to the City’s needs.

2020 Fiber Master Plan
The City has successfully owned and operated a limited fiber network for more than 10 years— and the network has created real value for the City. Specifically, the City has offset the cost of leased circuits in connecting buildings and traffic infrastructure. The network has also provided more capacity, at a higher level of reliability, than would commercial services. Having a dedicated fiber network provides many options for the City to address issues raised in the 2017 Cupertino Communications Risk Report prepared by the Cupertino Office of Emergency Services; concerns about communications resiliency for the City government and the public were also highlighted by the demonstrated vulnerability of commercial communications networks in recent public safety power shutoff (PSPS) events. The fiber network also provides the underpinning of future Smart City infrastructure and services under consideration by the City. The report has a number of recommendations for the fiber-optic network going forward, and one of those is to construct new City-owned and operated fiber to connect City facilities 596
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and expand the emergency network capabilities of the system in the process. Following this recommendation six projects were proposed in for FY23-24 but were postponed to allow the City time to seek grant funding to support the projects. Expanding the City’s Fiber network remains a priority and increases the effectiveness of all services that the City provides.

Regnart Road Investigation Report
The Regnart Road Investigation Report identified 6 priority sites that needed immediate attention. Over the last several years, 2 of the sites were fully address with the Regnart Road Improvement Project Phase 1. The City made various minor repairs and improvements along Regnart Road to offset the immediacy to respond to three other priority sites. Priority site 4 will be addressed with an upcoming Storm Drain Outfall project.

D. Streets and Infrastructure CIP - 5-year Plan

TABLE 10 – 5-YEAR PLAN FOR STREETS AND INFRASTRUCTURE CIP PROJECTS Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
Outfalls Repairs $950,000 $600,000 $600,000 $600,000 $600,000

FY25-26: The City expects to have studied options to determine the scope of work for the repairs of Stevens Creek Bridge, by the end of 2025. The engineering team for the McClellan Road Bridge project is anticipated to be identified and contractually engaged, and completion of the City Lighting LED Improvements project is expected in this fiscal year. If approved, significant progress will be made on the Outfall project.

FY26-27: Engineering work and funding resourcing will continue for the Stevens Creek Boulevard and McClellan Road bridge projects. Work on the first three outfall projects should be complete in this fiscal year, and the City expects to propose additional outfall projects to address priority projects from the outfall assessment report.

FY27-28: Project initiation of the Pumpkin-Fiesta Storm Drain Phase 2 Project and Regnart Road Improvements Phase 2 Project can be considered for implementation if funding is available and observations of Phase 1 scopes of work inform the proposed development areas. Engineering and environmental analysis will continue for both bridge projects. Additional outfall repair projects are anticipated.

FY28-29: Engineering and environmental analysis will continue for both bridge projects. Project initiation of the Fiber Expansion project may be proposed if external funding can be acquired.

Additional outfall repair projects are anticipated.

FY29-30: Engineering and environmental analysis will continue for both bridge projects.

Additional outfall repair projects are anticipated.
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CIP: TRANSPORTATION
City of Cupertino
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4. Transportation

A. Existing Transportation CIP Projects: There are six active and funded CIP projects that are considered Transportation projects, and three other funded projects that are in the queue.

TABLE 11 - ACTIVE TRANSPORTATION CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Remaining
Funds*
T1 Stevens Creek
Blvd CL IV
Bikeway Phase 2A
Design and Construction of the
separated bikeway along Stevens
Creek Blvd from Wolfe Road to
DeAnza Blvd. (Externally Funded,
in part)
FY20-21 $350,000 $2,350,000 $277,829
Construction, City Funding FY21-22 $2,000,000
OBAG FY24-25 $807,000
SB1 FY24-25 $693,000
T2 Stevens Creek
Blvd CL IV
Bikeway Phase 2B

Design and Construction of the
separated bikeway along Stevens
Creek Blvd from De Anza Blvd to
US-85. This includes signal
upgrades at Bandley Drive. The
design funding was in
conjunction with Phase 2A.
(Externally Funded, in part)
FY20-21 $0 $0 $0
T3 Bandley
Intersection
Signal upgrades at Bandley
Drive. Scope of work will be
included in SCB Phase 2B for
efficiency. (Externally Funded, in
part)
FY18-19 $150,090 $142,210
In-Lieu funds FY18-19 $25,658
City funding FY18-19 $124,432
T4 Bollinger Road
Corridor Study
Traffic analysis, topographic and
utilities survey, and preliminary
engineering of Bollinger Road.
(Externally Funded, in part)
FY24-25 $106,400 $532,000 $532,000
Safe Streets 4 All (SS4A) grant FY24-25 $425,600
T5 Roadway Safety
Improvements -
HSIP
High Friction pavement
treatment and speed feedback
signage added to seventeen
locations. (Externally Funded, in
part)
FY24-25 $356,180 $3,561,800 $3,500,800
HSIP Grant FY24-25 $3,205,620
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T6 Tamien Innu -
East Segment
Design and construct an off-
street bicycle and pedestrian
facility parallel to the I-280 HWY,
from Wolfe Rd. to Vallco Parkway
(Externally Funded & donation
funding)
FY20-21 $600,000 $2,536,000 $1,411,377
VTA Measure B FY21-22 $1,936,000
T7Q Tamien Innu -
Central Segment
Design and construct an off-
street bicycle and pedestrian
facility parallel to the I-280 HWY,
from De Anza Blvd. to Wolfe
Road (Externally Funded –
donation funding)
FY20-21 $600,000 $4,785,000 $4,582,979
VTA Measure B FY20-21 $460,000
VTA Measure B FY20-21 $3,725,000
T8Q Tamien Innu -
West Segment
Design and construct an off-
street bicycle and pedestrian
facility parallel to the I-280 HWY,
from the Don Burnett Bicycle –
Pedestrian Bridge to De Anza
Blvd. (Externally Funded –
donation funding)
FY20-21 $600,000 $600,000 $600,000
T9Q School Walk
Audit
Implementation
Construct infrastructure-related
improvements around schools
that were identified as part of the
comprehensive School Walk
Audit study. (Externally Funded -
Apple)
FY18-19 $250,000 $1,245,852 $939,405
Apple Funding FY19-20 $971,863
City Funds FY20-21 $23,989
subtotal $15,760,742 $15,760,742 $11,986,600
*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

• De Anza Boulevard Buffered Bike Lanes project is complete. City is currently working to collect grant funding but expects reimbursement to take some time. • The Stevens Creek Boulevard Class IV Bikeway, Phase 2A will begin construction activities in late spring/early summer. The project is currently acquiring materials with long lead times.
• The Stevens Creek Boulevard Class IV Bikeway, Phase 2B is 95% complete in the design phase. The City will search for external funding options prior to commencing with bidding and construction.
• The Roadway Safety Improvements project has a design/engineer team working on the design and documentation presently. Once the drawings are complete, the City will advertise the project for bid and construction (anticipated in the fall of 2025). 600
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• Bollinger Road Corridor Study is searching for a consultant team to perform the analysis – this will be a multi-year project.
• The preliminary engineering for the Stevens Creek Bridge repair project has begun with the intent of establishing a scope for the repairs needed by the end of 2025. • The design of Tamien Innu East Segment is under review by the adjacent property owner and Valley Water.

School Walk Audit Implementation project
In FY16-17, Cupertino Safe Routes to School (SR2S) worked with each public school in Cupertino to develop a list of infrastructure improvements called the Walk Audit Report. The report details improvements that would make walking and biking safer, and drop-off and pick- up smoother. In FY19-20, SR2S worked with each school to update the list and categorize items into three tiers. Tier 1 and 2 items are almost complete, and the following Tier 3 items are currently being analyzed. Recommended work for these projects is anticipated to begin in the latter part of 2025.

1. Lincoln Elementary/ Monta Vista High School: Hyannisport Drive at Fort Baker Drive: - Reconstruct intersection to close slip lane onto Fort Baker Drive. Modify the northeast corner of the intersection by removing the right turn slip lane and reduce the corner radius for the right turning traffic to enhance the pedestrian safety.

2. Sedgwick Elementary: Tantau Ave/Barnhart Ave: Widen sidewalk on Tantau Avenue to match existing paint on street. The sidewalk along Tantau Ave will be widened from 5 feet to approx. 12 to 13 feet. This will require relocation of curb, engineering, surveying, staking work, and modifications/realignments of the high-visibility crosswalk on Barnhart Avenue to increase visibility (after widening sidewalk).

B. Evaluation of Transportation CIP Projects to Defund
• Stevens Creek Boulevard Class IV Bikeways is the top priority from the Bicycle Transportation plan, and a Tier One priority of the Pedestrian Transportation Plan – improving vehicular, bicyclist and pedestrian safety along one of Cupertino’s busiest arteries was considered a highly important project.
• The Bollinger Road Corridor Study will evaluate safety concerns along this corridor and is grant funded.
• The Roadway Safety Improvements project is also grant funded with local matching funds. • The Tamien Innu project, specifically the East segment, has been delayed due to design efforts to address physical constraints and Valley Water requirements. If further progress cannot be made, this project could be defunded. However, it is funded by developer and donation funds and grants.

Staff does not recommend defunding the transportation projects listed above.

C. Unfunded Transportation CIP Projects
In the past five years, several projects have been proposed and remain unfunded. The list that follows notes the years proposed and projected cost in FY25-26 dollars.

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TABLE 12 - UNFUNDED TRANSPORTATION CIP PROJECTS
Project FY
proposed
Project Description Projected
Cost
Bollinger Road
Corridor Design
and Construction
FY23-24 Requested by residents: more follow-up is required before this can become a CIP project.
$4.2M
Carmen Road
Bike/Ped Bridge FY22-23
Requested by the Bicycle Pedestrian Commission and residents, this is a large project, requiring significant staffing and funding resources.
$6M
Stevens Creek
Blvd Separated
Class IV Bikeway,
Phase 3 - Design
& Construction
FY21-22
Hwy85 to Foothill Blvd., continuing from Ph.2 to the west. Phase 3 will involve installing precast concrete barriers and traffic signal modifications at the Highway 85 northbound ramp, Bubb Road, and Foothill Blvd intersections to provide protected bicycle signal phasing.
$3.5M

Active Transportation Plan
The Active Transportation Plan (ATP) will guide project prioritization for future bicycle and pedestrian infrastructure projects. Through an extensive, multiphase community outreach strategy, the ATP will develop capital project recommendations based on public input, safety needs, and mobility goals. While no specific projects are currently defined, the ATP, once adopted in 2026, will help determine which active transportation projects are selected for the CIP. This process ensures that future transportation investments align with community needs and City objectives.

D. Transportation CIP - 5-year Plan

TABLE 13 – 5-YEAR PLAN FOR TRANSPORTATION CIP PROJECTS
Note: Grey text in Years 2-5 illustrates 5% escalation costs but are not proposed for implementation in that year and thus are not included in the totals below.

Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
Bollinger Road
Corridor Study
$4,410,000 $4,630,400 $4,862,000 $5,105,100

FY25-26: Stevens Creek Boulevard (SCB) Phase 2A will be completed in the fall of 2025. Phase 2B, including work at Bandley Intersection, is not currently planned for the 5-year CIP due to funding and staffing resources.

Tamien Innu, East segment design, will be finalized this fiscal year. If design efforts can rectify current physical barriers and achieve Valley Water approval, construction can begin in the Spring of 2026. Once construction is initiated on the East segment, design on the Central segment can resume.

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Design for the Roadway Safety Improvements project is anticipated to be completed this fiscal year, with construction initiation anticipated in summer 2026.

FY26-27: Work on SCB Phase 2B may restart if external funding can be acquired. The remaining School Walk Audit Implementation projects are planned to be completed. Tamien Innu and the Roadway Safety Improvements projects are anticipated to continue during this fiscal year. The City expects the Active Transportation Plan to be completed, adopted, and will inform future CIP planning efforts.

FY27-28: Potential transportation projects are anticipated based on information from the approved ATP.

FY28-29: The pre-design/analysis work on the Bollinger Road Corridor will be a two+ year process that is anticipated to be completed in this fiscal year. Funding for the design and construction can be pursued during that time. It is anticipated that the design and construction would be initiated on FY30-31.

FY29-30: Potential transportation projects are anticipated based on information from the approved ATP.

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City of Cupertino
CIP: SUSTAINABILITY
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5. Sustainability

A. Existing Sustainability CIP Projects: There are two active and funded CIP projects that we consider Sustainability projects.

TABLE 14 - ACTIVE SUSTAINABILITY CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project Total Remaining
Funds*
SU1 EVCS expansion
- Service Center
The construction of electric
vehicle charging station
(EVCS) infrastructure for
the electrification of the
City’s fleet. Working with
SVCE for technical
assistance.

Estimated Completion:
2026
FY24-25 $560,000 $560,000 $560,000
SU2 Photovoltaics
Systems (PV)
Design &
Installation
This project will design-
build PV systems at three
locations: Quinlan
Community Center,
Cupertino Sports Center,
and Community Hall.

Estimated Completion:
2026
FY24-25 $6,300,000 $6,300,000 $6,296,600
SU3Q Silicon Valley
Hopper EV
parking
Provide electric vehicle
charging stations (EVCS) for
SV Hopper (formerly VIA)
fleet.

Queued due to staffing
resources.

FY22-23 $350,000 $350,000 $321,000

subtotal $7,210,000 $7,210,000 $7,177,600
*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

• The PV project contracts were approved in February and the design phase is underway. • CIP is working with SVCE to develop design and bid documents for the Service Center expansion of the EVCS for the City’s fleet vehicles.
• Silicon Valley (SV) Hopper EV parking: Cupertino was part of a successful Dept. of Transportation Charging Facility Infrastructure coalition grant application lead by SVCE and San Jose that would have provided around $500,000 for 7 dual-port level 2 chargers and 1 dual-port level 3 DC Fast Charger behind the Sports Center for public and Hopper use. That award is uncertain now under the current administration. This project is queued due to staffing constraints.
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B. Evaluation of Sustainability CIP Projects to Defund
• The EVCS expansion at Service Center project is necessary for the ongoing electrification of the City’s fleet. This project is currently funded and supported through SVCE. • The PV project is in contract and will reduce the City’s utility costs. • The SV Hopper EV parking would address the need for charging of the shuttles’ fleet of electric vehicles.

We do not recommend defunding these projects.

C. Unfunded Sustainability CIP Projects
The Sustainability team outlined a number of projects that may be proposed as CIP projects once scope, costs, and benefits are further developed. The list that follows notes the years proposed and projected cost in FY25-26 dollars.

TABLE 15 - UNFUNDED SUSTAINABILITY CIP PROJECTS
Project FY
proposed
Project Description Projected
Cost
Building Electrification
Analysis
FY25-26 Analysis of top gas-consuming City facilities to examine the current appliance infrastructure, evaluate the
building envelope, and explore available market
alternatives for electrification. This will provide the required details for the cost and timeline of each
facility's upgrade needs. Sustainability team is presently working with BayREN to analyze five facilities as a free service. Other facilities will require an engineering
consultant team to be engaged and can be funded with
CIP Prelim Planning & Design (420-99-047) funds.
~$30,000
Quinlan Community Center
Electrification
FY25-26 Quinlan Community Center has the highest gas
consumption (33.54% of the City’s overall gas usage)
and requires an engineered solution due to roof and
building space constraints, complex building envelope,
and energy efficiency considerations.
~$8M
Library Electrification &
Resiliency upgrades
FY25-26 As the second-highest gas user (22.59% of the City’s overall gas usage), the Library's electrification must be preceded by measures to reduce reliance on reheat
energy. The project will optimize the HVAC system
before replacing the HVAC and hot water boiler with an
electric alternative. Electrification may be best pursued alongside a Resiliency Upgrade to the building, to
facilitate use as the Community's Cooling and Heating
Center. This will probably include a photovoltaic system and battery back-up system. CIP is currently working
with SCCLD to develop a mutually beneficial scope of
work.
~$8M
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CIP Status Report Page 33 of 38
Blackberry Farm Pools Water
Heating Upgrades
FY25-26 With high gas usage (approximately 14.27% of the City’s overall gas usage), the Blackberry Farm pool project
presents an opportunity to integrate solar thermal
storage. The plan involves replacing showers with
primary solar thermal and storage and backup small air- source heat pump water heaters. The pool heaters
could be replaced with air-source heat pump
technology in conjunction with solar and storage.

TBD
Electrification of other City
Facilities
FY25-26 Senior Center, Sports Center, BBF Recreation Buildings (medium priorities), Monta Vista Recreation Center,
Service Center, McClellan Ranch Preserve, and other
Park Facilities (lower priorities) can be upgraded to
electric appliances to provide long-term sustainability benefits and reduce operational costs.

TBD
Replace Non-Functional Turf
& Improve water efficiency
FY25-26 Government properties must stop watering non-
functional turf by January 1, 2027, to comply with state mandate AB 1572. It is recommended to start
replacement no later than early 2027 to avoid aesthetic concerns regarding landscaping.

TBD

D. Sustainability CIP – 5-year Plan: the Sustainability projects can be included in the five-year CIP plan when scope of work and project cost estimates are initiated for the projects listed above.

Staff will look for external funding to support potential sustainability projects prior to proposing them.

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CIP Status Report Page 34 of 38

CIP: COMPLETED PROJECTS
City of Cupertino
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CIP Status Report Page 35 of 38

6. Completed Projects

A. Completed CIP Projects: Four projects were completed in FY24-25, and one additional project is scheduled to be complete before July 2025.

TABLE 16 – COMPLETED CIP PROJECTS
Type Project name Project Description Year
Initiated
Approved
Funding
Project Total Remaining
Funds*
P Blackberry
Farm Pool
Improvements
Make improvements to the
pools and facility related to
safety, accessibility, and
maintenance.

FY21-22 $750,000 $750,000 $31,204
ST Vai Avenue
Outfall –
Repairs**
Investigate, design, and replace
existing failing 36” corrugated
metal pipe (CMP) storm drain
line with new reinforced
concrete pipe (RCP) or high-
density polyethylene (HDPE)
pipe.

FY24-25 $490,000 $490,000 $438,756
T De Anza
Boulevard
Buffered Bike
Lanes
Restripe De Anza Blvd to include
a painted buffered zone
between the existing bike lane
and the vehicle lanes.

FY22-23 $525,000 $696,792 $10,194
City Funding FY23-24 $5,533
TDA3 FY24-25 $166,259
T McClellan Road
Separated Bike
Corridor, Phase
3 Improve pedestrian and bicycle
safety by reconfiguring the
intersection and vehicle
movements. (Externally Funded,
in part)
FY20-21 $164,410 $2,299,410 $99,273
Apple FY19-20 $160,000
VERBS grant FY19-20 $1,000,000
SB1 FY23-24 $975,000
subtotal $4,236,202 $4,236,202 $140,671
*The funds indicated in the “Remaining Funds” column are a calculation based on the transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required. **The existing outfall was temporarily repaired. The larger project to replace the outfall has not yet occurred, but the City is coordinating with Valley Water regarding the repair. Project funds will remain active.

One additional project is expected to be completed before the end of the fiscal year: All- Inclusive Play Area & Adult-Assistive Bathroom Facility (Jollyman Park).

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CIP Status Report Page 36 of 38

CIP: SUMMARY
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CIP Status Report Page 37 of 38
Summary
TABLE 17: NEW/ADDED FUNDING FY25-26 CIP PROJECTS
Project name Project Description FY25-26
Funding

INTERNAL EXTERNAL
ADA (Americans
with Disabilities
Act)
Improvements
(Annually funded)
This is an ongoing program, funded
annually, to improve accessibility
of public facilities throughout the
City.
$110,000 $110,000 $0
Citywide Facilities
Condition
Assessment
(FCA)
Implementation
Implement priority
recommendations identified in the
Facility Condition Assessment
reports. This is an ongoing initiative
due to the extent of improvements
needed throughout City buildings.
$940,000 $940,000 $0
Outfall Repairs Repair various storm drain outfalls
following the recommendations of
the 2024 Storm Drain Outfalls
Assessment.
$950,000 $950,000 $0
subtotal $2,000,000 $2,000,000 $0

TABLE 19: PROPOSED FY25-26 CIP FIVE-YEAR PLAN PROJECTS
Note: Grey text in Years 2-5 illustrates 5% escalation costs but are not proposed for implementation in that year and thus are not included in the totals below.

Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
ADA Improvements
(Annually funded)
$110,000 $115,000 $120,000 $125,000 $130,000
Citywide Facilities
Condition Assessment
(FCA) Implementation
$940,000 $2,300,000 $1,000,000 $1,000,000 $1,000,000 Outfalls Repairs $950,000 $600,000 $600,000 $600,000 $600,000 BBF Golf Renovation:
minimal repairs
$1,433,250 $1,504,880 $1,580,150 $1,659,158
Totals $2,000,000 $3,015,000* $1,720,000 $3,305,150* $1,730,000 * Current annual CIP funding is $2M/year. Project estimates may be refined prior to requested CIP funding. Proposed annual CIP funding that exceeds $2M/year will require additional funds beyond the $2M annual funding being allocated to the program. Where possible, staff will search for external funding to address funding requests in excess of $2M.

In summary, the proposed FY 25-26 CIP includes ongoing funding for two existing facilities projects and funding for storm drain utility repairs. The new and additionally-funded projects are a result of information from existing facility assessments, which show the need for extensive 611
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CIP Status Report Page 38 of 38
improvements and repairs to the City’s aging infrastructure. Due to the extensive nature of the work needed, staff envisions some of these projects becoming regular or even annual requests for the foreseeable future. The CIP has continued to deliver projects, yet the program has 28 existing projects that are working towards completion. The CIP team is currently focused on maximizing productivity despite resource constraints.

The proposed five-year plan focuses on rehabilitating critical infrastructure that has aged beyond its life cycle. This is a common theme throughout America, and while the City has focused its rehabilitation efforts in recent years on revitalizing its pavement condition, the City must now shift some of this focus onto its buildings and storm drain system to address public health and safety issues. This year, the proposal for new projects was driven by the need to implement health and safety-driven projects.

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FISCAL YEAR 2025 - 2026 CAPITAL IMPROVEMENT PROGRAMS • 5-YEAR PLAN Funding Types LEGEND Approved Plan(s)
RUC = Restricted Use Category Parks ADA - ADA Transition Plan AP - Apple Funded Donation Streets & Infrastructure BCSS - Bollinger Road Corridor Safety Study BBF - Blackberry Farm Enterprise Fund (560)(RUC) Transportation BCA - Building Condition Assessment DIL - Developer in Lieu Fund (RUC) Facilities CAP - Climate Action Plan DON - Donation New project for FY25-26 CCMP - Civic Center Master Plan GF - General Fund (420/429) (unrestricted) BTP - Bicycle Transportation Plan PD - Park Dedication Fund (280) (RUC) EP - Santa Clara County Expressway Plan RP - Recreation Program Enterprise Fund (580) (RUC) FMP - 2020 Fiber Master Plan SC - Sports Center Enterprise Fund (570) (RUC) GP - General Plan SCCP - Stevens Creek Corridor Park Capital Projects MPP - McClellan Ranch Preserve Master Plan Fund (427) (RUC) PMP - Pedestrian Master Plan
SD - Storm Drain Improvement Fund (210) (RUC) PRSMP - Parks & Recreation System Master Plan TF - Transportation Fund (270) (RUC) PTP - Pedestrian Transportation Plan RRGE - Regnart Road Geotechnical Evaluation
SCC - Stevens Creek Corr. Park Master Plan & Restor.

SDMP - Storm Drain Master Plan
EXISTING & NEW FY25-26 PROJECTS
Description City Funding External Project
Funding
Current Total
Project Budget
Remaining Funds
(3/14/25)
FY 25-26 City
Funding
Funding Type Approved Plan Budget Unit Project No. FY Initiated ADA Improvements (Annually funded)
970,000 0 970,000 191,990 110,000 GF GP/ADA 420-99-007 PVAR 002 FY16 Facilities Condition Assessment (FCA) Implementation 2,006,470 423,420 2,429,890 1,536,282 940,000 GF BCA 420-99-063 BAI 001 FY19 City Hall Annex 3,000,000 0 3,000,000 1,872,539 GF CCMP 420-99-248 CIV 010 FY22 City Hall Improvements 500,000 0 500,000 378,036 GF CCMP 420-99-250 CIV 011 FY22 Library Expansion Project: landscaping & courtyard 8,705,438 1,000,000 9,705,438 1,391,910 GF CCMP 420-99-077 CIV 007 FY20 All Inclusive Play Area & Adult-Assistive Bathroom Facility (Jollyman Park)
2,418,146 2,473,201 4,891,347 4,255,313 GF PRSMP 420-99-051 PVAR 007 FY19 Lawrence-Mitty Park and Trail Plan 6,850,909 0 6,850,909 4,422,565 DIL GP, PRSMP 280-99-009 P LM 001 FY19 Park Amenity Improvements 600,000 0 600,000 417,460 GF PRSMP 420-99-086 PVAR 011 FY21 MRP West Parking Lot Improvements (Habitat monitoring) 1,069,682 0 1,069,682 1,611 420-99-030 MRW 002 FY17 Annual Playground Replacement 1,500,000 0 1,500,000 913,755 GF PRSMP 420-99-085 PVAR 010 FY21 Stevens Creek Bridge Repair 172,000 688,000 860,000 172,000 TF GP 420-99-267 ST 063 FY24 McClellan Road Bridge Reconstruction 0 5,850,000 5,850,000 5,850,000 - Grants GP 420-99-273 ST 066 FY25 City Lighting LED improvements 1,350,000 1,350,000 501,074 GF GP 420-99-258 ST 052 FY22 City Bridge Maintenance Repairs (BPMP) 2,176,105 1,893,195 2,176,105 174,347 TF GP 270-90-960 ST 002 FY15 Street Light Installation - Annual Infill (Annually funded) 430,000 0 430,000 142,241 GF GP 420-99-056 ST 024 FY18 Vai Avenue Outfall 490,000 0 490,000 438,756 CR, SD GP 420-99-275 ST 065 FY25 Outfall Repairs 950,000 0 950,000 N.A. 950,000 CR, SD GP FY26 Subtotal, Page 1 (Existing & New Projects)
33,188,750 12,327,816 43,623,371 22,659,879 2,000,000
FY25-26 CIP Page 1 of 3
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EXISTING & NEW FY25-26 PROJECTS (CON'T.)
Description City Funding External Project
Funding
Current Total
Project Budget
Remaining Funds
(3/14/25)
FY 24-25 City
Funding
Funding Type Approved Plan Budget Unit Project No. FY Initiated Stevens Creek Blvd CL IV Bikeway - Phase 2A & Design
2,350,000 1,500,000 2,350,000 277,829 GF, Grant BTP 420-99-036 ST 053 FY21 Stevens Creek Blvd CL IV Bikeway - Phase 2B (design
included in Phase 2A)
0 0 0 0 GF, DIL BTP 420-99-070 ST 044 FY19
Stevens Creek Blvd CL IV Bikeway - Bandley Dr. Signal 124,432 25,658 150,090 142,210 GF, DIL BTP 420-99-070 ST 044 FY19 Bollinger Road Corridor Study 106,400 425,600 532,000 532,000 CR, Grant BCSS 270-99-270 ST 067 FY25 Roadway Safety Improvements - High Friction Pavement &
Speed Feedback Signage (HSIP)
356,180 3,205,620 3,561,800 3,500,800 CR/ Grant GP 270-99-271 ST 068 FY25 Tamien Innu - East Segment 0 2,536,000 2,536,000 1,411,377 AP/Grant BTP, PTP 420-99-036 ST 050, ST 046 FY21 Tamien Innu - Central Segment
0 4,785,000 4,785,000 4,582,979 AP/Grant BTP, PTP 420-99-036 ST 050, ST 046 FY21 Tamien Innu - West Segment
0 600,000 600,000 600,000 AP/Grant BTP, PTP 420-99-036 ST 051 FY21 School Walk Audit Implementation 23,989 1,221,863 1,245,852 939,405 AP/GF GP, PTP 420-99-069 ST 034 FY19 Electric Vehicle Charging Station (EVCS) expansion - Service Center
560,000 560,000 560,000 CR CAP 420-99-272 ST 069 FY25
Photovoltaic Systems Design and Installation 6,300,000 0 6,300,000 6,296,600 CR CAP 420-99-274 FVAR 004 FY25 Silicon Valley Hopper EV Parking 350,000 0 350,000 321,000 GF, TIRCP CAP 100-88-265 ST 062 FY23 Subtotal, Page 2 (Existing & New Projects) 10,171,001 14,299,741 22,970,742 19,164,200 0 Total (Existing & New Projects) 43,359,751 26,627,557 66,594,113 41,824,079 2,000,000 FY25-26 CIP Page 2 of 3
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COMPLETED PROJECTS
Description City Funding Revenue Funding
Sources
Total Project
Budget
Remaining Funds
(3/14/25)
Funding Type Approved Plan Budget Unit Project No. FY Initiated Blackberry Farm Pool Improvements 750,000 0 750,000 31,204 GF PRSMP 420-99-073 BBF 004 FY22 Vai Avenue Outfall - Repairs* 490,000 0 490,000 438,756 CR, SD GP 420-99-275 ST 065 FY25 De Anza Boulevard Buffered Bike Lanes
530,533 166,259 530,533 10,194 GF BTP 420-99-262 ST 061 FY23 McClellan Road Separated Bike Corridor, Phase 3 164,410 2,135,000 2,299,410 99,273 AP/GF/ Grant BTP 420-99-036 ST 047 FY20 Totals (Completed Projects) (Vai is not included) 1,444,943 2,301,259 3,579,943 140,671

FIVE-YEAR PLAN
Project
(Years 2-5 show 5% escalation costs in grey text)
FY25-26
Funding
Year 2
FY26-27
Projected Cost
Year 3
FY27-28
Projected Cost
Year 4
FY28-29
Projected Cost
Year 5
FY29-30
Projected Cost
Funding Type Approved Plan Budget Unit Project No. CIP project # ADA Improvements (Annually funded) 110,000 115,000 120,000 125,000 130,000 GF GP/ADA 420-99-007 PVAR 002 2016-03 Citywide Facilities Condition Assessment Implementation (FCA)
940,000 2,300,000 1,000,000 1,000,000 1,000,000 GF BCA 420-99-063 BAI 001 2019-02 Outfalls Repairs 950,000 600,000 600,000 600,000 600,000 CR, SD GP 420-99-273 ST 066 2025-03 BBF Golf Renovation: minimal repairs 1,433,250 1,504,880 1,580,150 1,659,158 BBF PRSMP, SCC totals
2,000,000 3,015,000 1,720,000 3,305,150 1,730,000
FY25-26 CIP Page 3 of 3
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CIP FY 2024-2025 • 5-year plan ATTACHMENT A

CAPITAL IMPROVEMENT PROGRAMS
F
ISCAL YEAR 2024-2025
and 5-YEAR PLAN

NEW PROJECT NARRATIVES
LEGEND
Health and Safety Improvements
Co
uncil, Commissions and/or Community Priority
High Priorities established through City’s Master Plans or Condition Assessment Reports
Projects that are subsequent phases of existing projects; or projects in the queue that need to be activated
Projects that have secured external funding

CIP FY24-25 5-year plan ATTACHMENT A page 1 Projects that have secured external funding, or which
can result in positive fiscal impacts to the City
CIP FY25-26 5-YEAR PLAN

PROJECT NARRATIVES

ATTACHMENT B
FISCAL YEAR 2025 - 2026

PROJECT NARRATIVES
Attachment B
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 2 of 34

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CIP: FACILITIES
City of Cupertino
CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
PAGE 2 OF 38
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
ADA Improvements
Annually Funded
FY25-26 City Funding $ 110,000
Total Funding $ 970,000
City Funding FY25-26 $ 110,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 191,990
Funding Source, Approved Plan CR
Project Category Facilities
Project Type Design and Construction
Location Various
Origin of Request Public Works
Budget Unit 420-99-007, PVAR 002
Initiated: FY15-16
Project Description

Project Justification

Prioritization

Projected Schedule/5-year Plan information

Funding Information

Operating Budget Impacts

An update of the City’s ADA Transition Plan was completed in April 2015. The plan identifies improvements needed and priorities to achieve compliance with ADA in public buildings, parks, and the public right of way.

This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City.

There are no anticipated impacts to the Operating Budget.

This is an ongoing initiative funded annually to improve accessibility at all public facilities throughout the City.

Accessibility is an ongoing priority for the City.

This initiative began in FY15-16 and has been funded annually for a total of $970,000 as of February 2025. 618
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Facilities Condition Assessment Implementation
Ongoing initiative to address Facilities Deficiencies
FY25-26 Funding $ 940,000
Total Funding (pre-FY25-26) $ 2,429,890
City Funding (pre-FY25-26) $ 2,006,470
External Funding $ 367,951 (FY24 CDBG)
$ 55,469 (FY25 CDBG)
Remaining Funds (Feb 2025) $ 1,536,282
Funding Source, Approved Plan GF, GP
Project Category Facilities
Project Type Design and Construction
Location Various
Origin of Request Public Works
Budget Unit 420-99-078, BAI 001

Project Description

Project Justification

Prioritization

Projected Schedule/5-year Plan information

Funding Information

Operating Budget Impacts

Ongoing initiative to implement projects from the prioritized recommendations of the 2017/18 “Comprehensive Facility Condition and Use Assessment” and the “2022 Facility Condition Assessment” (FCA) reports.

The 2017/18 FCA report and the 2022 FCA report assessed the condition of nearly every City owned facility. Several projects were identified as high priority facilities with significant deficiencies that need to be addressed to avoid costly repairs and extended service interruptions. Six projects have been initiated: Senior Center Fire Alarm system (FAS) upgrade, Quinlan Community Center (QCC) AC Chiller replacements, Sports Center Locker and Shower rooms improvements, and the replacement of three flat roofs (Sports Center, QCC, and Senior Center). Other completed FCA projects include Sports Center Fire Control Center panel replacement and the Sports Center Seismic Retrofit. Projects planned for FY25-26 are the upgrades of five FAS at Monte Vista, Creekside Park Rec, Service Center and Sports Center. Library FAS and Sports Center Shower/Locker rooms projects are planned for FY26-27.

As older equipment is replaced with energy efficient equipment and as building systems are upgraded significant, savings are expected in both maintenance and energy costs.

Addressing the high-priority FCA projects is the highest priority, as these projects address health and safety concerns.

This initiative began in FY18-19 and received additional City funding in FY23-24. CDBG grant funds were received for work on the Senior Center property, in FY23-24 and FY24-25. 619
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
City Hall Annex
10455 Torre Avenue Improvements
Total Funding $ 3,000,000
City Funding $ 3,000,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 1,872,539
Funding Source, Approved Plan GF, CCMP
Project Category Facilities
Project Type Design and Construction
Location 10455 Torre Ave.

Origin of Request Public Works
Budget Unit 420-99-248, CIV 011
Initiated FY21-22
Project Description
Project Justification
Projected Cost information
Program, plan and build facility improvements to facilitate short-term and long-term use[s] of the building. The scope of work will include programming, planning, design, and construction. Emergency Operations Center (EOC) program and requirements added to the scope of this project in late 2022.

The proximity of this property to the Civic Center, and its central location within the City, lends itself to numerous uses, including a satellite and/or interim City Hall facility.

When the EOC scope was added, staff made the decision to delay the request for additional project funding for the EOC until the project was ready to award a contract to a general contractor for construction so that more definitive costs would be discussed. However, when cost estimates on the 65% set of drawings and specifications came in at $6.7M in 2024, the decision was made to pause the project until the City Hall project direction was decided, so that priorities and cost-cutting measures could be evaluated in a fuller context. An updated scope of work, with value- engineering options, and cost estimate would be required to continue work on the project.

With the news of the inflated costs, numerous options were investigated, from scope reductions to a completely reduced program of carpet-and-paint only, and other code required renovations such as accessible entries. The most reduced scope of work was estimated at $2M.

While developing the program for the City Hall Annex building as Citys Permit Center and EOC, staff identified additional cost impacts, including:
• Increase of construction costs due to the addition of the EOC program and infrastructure. The early estimate was that the addition of the EOC would add approximately $500,000 in construction costs. • Increase of soft costs due to the addition of the EOC program. In October 2022, $101,700 was added to the Design professionals contract for this reason. Cost estimate for soft costs is approximately $1.5M, leaving $1.5M for construction (which is less than required, see below). • An overall increase in the original construction estimate excluding the addition of an EOC. Staff has learned that the original construction cost estimate for the overall project was too low. 2023 estimates for 2024 construction were estimated at $6.7M without moving/logistics cost, furniture, and other contingencies accounted for.

Operation Budget Impact: Once construction is complete, Facilities and Grounds divisions will need to add this facility to their workload, including maintenance and janitorial. 620
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
City Hall Improvements
Programming, Feasibility, Design, Construction
Total Funding $ 500,000
City Funding $ 500,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 378,036
5-year Funding Total $ 30M to $90M
Funding Source, Approved Plan GF, CCMP
Project Category Facilities
Project Type Design and Construction
Location Civic Center
Budget Unit 420-99-250, ST 056
Initiated FY21-22
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Program, plan and build facility improvements at the existing City Hall building site. The scope of work will include programming, planning, design, and construction. The Emergency Operations Center (EOC) moves to another facility, but this facility is planned as a Risk Category IV Essential Services facility as part of the structural system upgrades.

The existing building does not meet current or projected needs for workplace or meeting spaces; all infrastructure systems (structural HVAC, etc.) are well beyond their useful life and require full replacement.

In the first fiscal year, the design can be initiated. Construction is projected for future fiscal years, depending on the scope and Environmental Review requirements.

Renovations to the existing facility, or a new facility, are expected to improve operational efficiencies and ultimately reduce costs.

Improvements to the existing building, whether in the form of a renovation project or a new City Hall facility, are the highest priority for the health and safety of staff and the community.

Funding required for a renovated or new City Hall is greater than the CIP annual allocations. Alternative funding means are required.
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Library Expansion - Landscaping
Final scope of the Library Expansion project
Total Funding $ 9,705,438
City Funding $ 8,705,438
External Funding $ 1,000,000
Remaining Funds (Feb 2025) $ 1,393,310
Funding Source, Approved Plan CR, GF
Project Category Facilities
Project Type Design and Construction
Location Cupertino Library
Origin of Request Public Works
Budget Unit 420-99-077, CIV 007
Initiated: FY19-20
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Some of the areas in and around the Cupertino Library lack appeal and appropriate facilities for residents who use the library and the Civic Center space. Providing more usable and efficient infrastructure, as well as better landscaping, will improve the positive experience of visiting the library and Civic Center. Landscaping of the building perimeter and courtyard is designed, documented, and ready for a public bid process.

Additional scope under consideration (building electrification, extending electrical junctions to Library field, etc.) will require supplementary engineering and documentation. Staffing needs are deferring this work.

The expanded areas of landscaping may impact the operating budget slightly, but the improved irrigation will have a positive effect as well.

Update existing landscape areas adjacent to the Cupertino Library incorporating appropriate drought resistant plantings, pedestrian amenities including seating and shade structures, and other features to encourage community activation of the Civic Center. Grant funding awarded in 2024 can be applied to installation of a photovoltaic system, battery back-up, extension of an electrical service to Library Field, completing construction of exterior improvements such as the landscaping scope of work, parking and pedestrian improvements, improvements to the drainage and irrigation systems and water conservation efforts.

The grant funding must be expensed by 2030.

The Library Expansion project completed the building scope of work, except the courtyard renovations and exterior landscaping, in 2022. The federal grant facilitated by Ro Khannas office was awarded in 2024. The grant must be used for work that has not yet been completed.
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 10 of 34

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CIP: PARKS
City of Cupertino
CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
All Inclusive Playground – Jollyman
And Adult-Assistive Bathroom facility
Total Funding $ 4,891,347
City Funding $ 1,230,000 + $ 850,000
External Funding $ 1,448,201 + $ 1,000,000 +
$ 25,000 + $ 338,146
Remaining Funds (Feb 2025) $ 262,315
Funding Source, Approved Plan GF, Grant, PRSMP, DIL
Project Category Parks, Facilities
Project Type Design and Construction
Location Jollyman Park
Origin of Request Public Works, Parks
Budget Unit 420-99-051, PVAR 007
Initiated FY18-19

Project Description

Project Justification

Projected Schedule/5-year Plan information

Funding Information

Operating Budget Impacts

Design and construct an all-inclusive playground at Jollyman Park, and a new adult-assistive bathroom facility adjacent to the All-Inclusive Play Area.

Community input secured during the Parks and Recreation System Master Plan process favors having an All-Inclusive play area in Cupertino. The new "All-Inclusive Playground" (AIPG) project is intended to serve the broad needs of the [inclusive] community The added bathroom facility can serve all ages who require mobility assistance and will vastly improve the usability of the new play area.

Anticipated construction completion date is June 2025.

Anticipated to be a slight impact to the Operating Budget due to the specialized nature of the play equipment and the addition of a bathroom facility. By accepting the grant, the City agreed to construct and maintain the playground for 20 years.

Santa Clara County All-inclusive Playground funding grant was secured in 2019 for $1,448,201. This requires $2,201,799 in matching funds and required fund-raising of $1M. CA Parks and Recreation department awarded a second grant in the amount of $1,000,000 as a Specified Grant program, which met the fund-raising requirement.

PG&E also donated $25,000. Art In-Lieu fees were used to design, procure, and install the “kaleidoscope” art feature, with a budget of $338,146. The Adult-Assistive Bathroom Facility scope was funded by Council in FY22-23 ($850K) and added to this project funding.
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Lawrence-Mitty Park and Trail Plan
De
sign and Construction
Total Funding $ 6,850,909
City Funding $ 6,850,909
External Funding $ 0
Remaining Funds (Feb 2025) $ 4,422,565
Funding Source, Approved Plan GF, DIL, PRSMP
Project Category Parks
Project Type Design and Construction
Location Near Sterling Barnhart Park
Origin of Request Public Works, Parks
Budget Unit 280-99-009, PLM 001
Initiated FY18-19

Project Description
Pro
ject Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design and Construct (with programming, public outreach and environmental studies) a neighborhood park located on several acres of land adjacent to Saratoga Creek, near the intersection of Lawrence Expressway and Mitty Way.

The City is under-served for neighborhood parks to meet the level of service goal of the Citys General Plan. The east side of the City is particularly under-served.

Land acquired in September 2020. Design process underway. Due to the extent of environmental permitting required, the project is expected to remain active until the Spring of 2027.

Adding a park to the inventory will have an impact on the operational budget. Public Works can evaluate more fully once the design is complete.

In FY18-19, Apple fees for their project development were applied to the purchase, annexation, and development of this park ($8,270,994). The purchase and annexation costs were approximately $2,330,085. In FY23-24, additional operational funds were secured to reduce the existing berms on site. The berms reduction can occur once the design is more established.

The design process is underway, after a conceptual design process with an enhanced public outreach component.

Adding this park is important for the residents on this side of the city. 625
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Park Amenity Improvements
Multi-year initiative
Total Funding $ 600,000
City Funding $ 200,000 x 3years
External Funding $ 0
Remaining Funds (Feb 2025) $ 427,010
Funding Source, Approved Plan GF, PRSMP
Project Category Parks
Project Type Design and Construction
Location Various
Origin of Request Parks and Recreation
Budget Unit 420-99-086, PVAR 011
Initiated FY 20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Funding for various park amenities such as benches, hydration stations, outdoor table tennis, cornhole, shade (structures and/or trees), dog-off-leash, pickleball striping, etc.

Residents requested upgrades to the Park amenities, and this program provides the funding and staffing for the procurement and implementation.

The existing Park sites Amenities were evaluated by staff and the Parks and Recreation Commission, and a prioritization schedule developed. Installations are underway.

There are no anticipated additional impacts to the Operating Budget.

This is a departmental low priority, however it has been a valuable resource to address community concerns in our parks.

This initiative began in FY20-21 and was funded for three years. 626
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
McClellan Ranch - West Parking Lot Improvement
Mitigation Measure Monitoring & Reporting
Total Funding $ 1,069,682
City Funding $ 1,069,682
External Funding $ 0
Remaining Funds (Feb 2025) $ 1,611
Funding Source, Approved Plan CR
Project Category Parks
Project Type Design and Construction
Location McClellan Ranch Preserve
Origin of Request Parks and Recreation
Budget Unit 420-99-030, MRW 002
Initiated: FY16-17
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
The riparian mitigation site between the parking lot and Stevens Creek was planted in 2018 and replanted in 2023.

Performance Monitoring and reporting is required for five years, starting in 2023.

The McClellan Ranch West site was used informally for staff and overflow parking without a suitable, stable surface, and which is not available for use during wet weather due to mud. The opening of the Environmental Education Center in 2015 increased the parking demand at McClellan Ranch Preserve. The removal of the Simms house on the site allowed for the installation of the additional needed parking with a suitable parking surface.

The mitigation measure performance monitoring and reporting will continue until 2027.

Establishment of the native planting requires monitoring and irrigation that will decrease once the plantings mature.

After 2027, the operational impact will decrease.

This mitigation measure performance monitoring and reporting is required to continue to meet the requirements of the Lake or Streambed Alteration Agreement (LSAA; Notification No. 1600-2018-0207-R3) issued by the California Department of Fish and Wildlife (CDFW) on December 14, 2018.This project received City funding in FY16-17, FY17-18 and FY18-19. The monies that remain fund the mitigation measure performance monitoring and reporting required by the LSAA permit. 627
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 17 of 34

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CIP: STREETS AND INFRASTRUCTURE
City of Cupertino
CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Storm Drain Outfalls Repairs
Priority projects from 2024 Outfalls report

FY25-26 Funding $ 950,000
City Funding $ 950,000
External Funding $ 0
5-year Funding Total $ TBD
Funding Source, Approved Plan GF
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Near 10516 Whitney Way
Origin of Request Public Works
Proposed: FY25-26

Project Description

Project Justification

Prioritization

Projected Schedule/5-year Plan information

Funding Information

Operating Budget Impacts
The 2024 Storm Drain Outfall Condition Assessment report assessed 205 pipe segments across 175 sites. Of the 117 outfalls three were in level 5 defective condition, and three were in level 4 defective condition. The FY25-26 funding requested will address the three outfalls that have the most severe damage and present as imminent failures. In following years, additional funding will be requested to address deficiencies noted in the report.

The three locations for FY25-26 are: #SWPP398 is an 48-inch diameter corrugated metal pipeline (CMP) near the vicinity of Whitney Way and Pacific Drive, #SWPP1546 is an 15-inch diameter corrugated metal pipeline (CMP) near the vicinity of Richwood Court and Miller Avenue, and #SWPP3360 is an 30-inch diameter corrugated metal pipeline (CMP) near the vicinity of Finch Avenue and Stevens Creek Boulevard. All three show sign of corrosion and need to be rehabilitated.

The Storm Drain Outfall Condition Assessment Project completed in 2024 identified multiple structural defects of existing storm drain pipelines that need to be rehabilitated. These defects pose a significant risk to the integrity of the storm drain system. Addressing the issues through timely rehabilitation is crucial to maintain the functionality of the system.

It is estimated that the construction of these three outfall repairs can be completed within a year.

There are no operating budget impacts to completing this project.

This project will mitigate the defects to prevent further deterioration of the pipeline. The project is of high importance to address the risk of pipeline failure.

Funding source for this project will be from either General Fund or Stormwater Fund. No grant funds are available. 629
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Stevens Creek Bridge Repair
Improve structural foundations
Total Funding $ 860,000
City Funding $ 98,642
External Funding $ 761,358
Remaining Funds (Feb 2025) $ 860,000
Funding Source, Approved Plan GF/Grants, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Stevens Creek Blvd over Stevens Creek
Origin of Request Public Works
Budget Unit 420-99-267, ST 063
Initiated FY23-24
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Repairs to the bridge supports to include countermeasures to scouring (undermining) of the support bases.

The design of the existing bridge utilizes mat foundations for the bridge supports that have started to become undermined. This project will perform modifications to create a firm structural footing for the supports. The condition of the support foundations has been noted in recent biennial bridge inspection reports and the repairs are recommended by Caltrans. The repair work is funded by the FHWA Highway Bridge Program for 88.53% of the design and construction costs.

Engineering consultants have initialized the preliminary design phase of the project. Once the scope of work required is more defined, a projected schedule will be developed.

Construction of the project will not increase operating budget expenses.

Improving the safety of our City bridges is a leading priority. Grant funding has been secured which enables the project team to proceed with preliminary engineering. The engineering firm is in contract with the City. This will provide insight into final scope and costs.

FHWA funding was awarded for this project. Funding for the design phase is currently programmed in the FTIP for the 2023/24 FFY and construction funding is programmed for beyond 2025/26. Staff will continue to work with Caltrans to identify opportunities to make construction funds available sooner to minimize time from end of design to the start of construction.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
McClellan Road Bridge Reconstruction

Projected Costs $ 8,000,000
City Funding $ 0
External Funding $ 5,850,000
Remaining Funds (Feb 2025) $ 5,850,000
Funding Source, Approved Plan GF, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location McClellan Road 300’ east
of Club House Lane
Priority Medium
Origin of Request Public Works
Initiated FY24-25

Project Description

Project Justification

Prioritization

Projected Schedule

Funding Information

Operating Budget Impacts

Reconstruction of the bridge on McClellan Road near the entrance to McClellan Ranch Preserve.

The existing bridge was constructed in 1920 and is beyond its design life. It does not meet current requirements for pedestrian access and lacks the width to facilitate bicycle lanes. A reconstructed bridge will enhance pedestrian facilities.

Design and Construction will be a multi-year endeavor, requiring environmental permits and Caltrans approvals for both design and construction procurement.
$5.85M in grant funding has been secured. Approximately $2.2M in funding is still required. Priority for Safety criteria, following recommendations from inspection reports issued by Caltrans. CIP is starting preliminary design in FY 24-25 to support efforts to obtain additional grant funding.

Design and construction will require approximately $8M in funding. Staff proposes to utilize the existing grant funding to initiate preliminary engineering design which will provide further opportunities to apply for grants to complete the project funding.

Construction of the project will not increase operating budget expenses.

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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
City Lighting LED Improvements
Updates to meet Dark Sky requirements
Total Funding $ 1,350,000
City Funding $ 1,350,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 501,074
Funding Source, Approved Plan GF, GP
Project Category Streets and Infrastructure
Project Type Feasibility
Location Various
Origin of Request Public Works
Budget Unit 420-99-258, ST 052
Initiated FY21-22
Project Description
Project Justification
Prioritization
Projected Schedule
Operating Budget Impacts
Develop a strategy to transition the City’s streetlight infrastructure, and other City operated lights, from induction to LED fixtures to meet the Dark Sky requirements and reduce light pollution. Assess the costs, benefits, and opportunities of the proposed improvements.

In March 2021 the City ratiﬁed the "Dark Sky" night lighting requirements for private development. As City street lighting and other facility lighting may create unintended light pollution, and in some cases is nearing the end of its useful life, this study will evaluate lighting needs and compliance with dark sky requirements for the City’s nearly 3000 streetlights, various path lighting and exterior facility lighting.

Procurement is underway. The construction schedule is listed to be completed by December 2025.

There are no anticipated additional impacts to the Operating Budget by this work.

This project brings the City streetlights into compliance with the Dary Sky codes and reduces energy costs. It is a highly prioritized project for these reasons and because it is nearing completion. 632
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
City Bridge Maintenance Repairs
Repairs from Caltrans report
Total Funding $ 2,176,105
City Funding $ 282,910
External Funding $ 1,893,195
Remaining Funds (Feb 2025) $ 174,347
Funding Source, Approved Plan TF, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Homestead/ McClellan @ Stevens
Ck., Stevens Creek/ Vallco/ Miller/
Tantau @ Calabazas Ck.

Origin of Request Public Works
Budget Unit 270-90-960, ST 002
Initiated FY15-16

Project Description
Pro
ject Justification
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design and construct 6 bridges’ repairs as recommended in the Caltrans Bridge Report along with additional improvements to prolong the useful life of the bridges.

The City of Cupertino owns and maintains a total of eight vehicular bridges. Caltrans inspects these bridges and prepares a biennial report detailing the recommended repairs. Six of the eight bridges require rehabilitation; SCB over Stevens Creek has issues not covered by maintenance. The rehabilitation includes the required repairs as recommended in the Caltrans Bridge Report as well as additional work to prolong the life and use of the bridges.

Approximately 88% of the project costs are eligible for Federal reimbursement through FHWAs Bridge Preventive Maintenance Program (BPMP), which is administered by Caltrans.

Construction is anticipated to be complete in April 2025.

There are no anticipated impacts to the Operating Budget.

The Federal Highway Administration (FHWA) grant funding begun as $571,151 and was increased since FY15-16 to be a total of $1,893,195. This grant will be a reimbursement and requires $245,284 in matching funds. 633
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Streetlight Installation Annual Infill
Annually funded
Proposed FY25-26 Funding $ 0
Total Funding $ 430,000
City Funding FY25-26 $ 0
External Funding $ 0
Remaining Funds (Feb 2025) $ 139,741
Funding Source, Approved Plan GF, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Various
Origin of Request Public Works
Budget Unit 420-99-056, ST 024
Initiated FY17-18
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design and install streetlights on an as needed basis, to infill lights and poles when requested by residents.

There are areas of the city where streetlight spacing is insufficient to meet current standards for illumination. Several locations are identified annually for infill with one or two lights. This annual appropriation allows these deficiencies to be readily addressed.Ongoing program.

This program uses staff time for the installation of these lights. Additional annual energy costs will be extremely minor.

Providing these services and fixtures for resident safety and welfare is important.

This initiative began in FY17-18 and has been funded annually for a total of $430,000 as of February 2025. Most years had allocations of $75,000 per year. This amount was reduced in recent years to be $35,000. No request for additional funds in FY25-26. This may move to become Streets division Special Project in FY26-27. 634
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Vai Avenue Outfall
Total Funding $ 490,000
City Funding $ 490,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 438,756
Funding Source, Approved Plan CR/SD, GP/SDMP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Vai Ave outfall near
Regnart Creek
Origin of Request Public Works
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan Information
Funding Information
Operating Budget Impacts
Investigate, design, and replace existing failing 36 corrugated metal pipe (CMP) storm drain line with new reinforced concrete pipe (RCP) or high-density polyethylene (HDPE) pipe.

In December 2023, the City was made aware of damage to this storm drain outfall. The City operates and maintains the storm drain facilities throughout Cupertino. The storm drain pipe in question has corroded, undermined the creek bank, and needs to be replaced before further erosion and property damage occurs.

The outfall was patched with a new section of CMP as a quick fix in October 2024. The repair should last one or two rainy seasons, then we can pursue full replacement of the CMP that has eroded. Site access is difficult and will require environmental permitting.

No ongoing operational impacts are expected.

Replacement of the pipe is necessary to ensure proper operation to protect public and private property and safety.

The initial repair used approximately $25,000. The proposed budget will enable design, construction, and environmental permitting of the CMP replacement. Storm Drain funds (210) will be used if available. 635
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 24 of 34

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CIP: TRANSPORTATION
City of Cupertino
CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Stevens Creek Blvd Class IV Bikeway Phase 2A
Separated Bikeway & Signal Upgrades
Total City Funding $ 2,350,000
City Funding $ 2,350,000
External Funding $ 807,000 (OBAG)
External Funding $ 693,000 (SB1)
Remaining Funds (Feb 2025) $ 277,829
Funding Source, Approved Plan GF/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB: Wolfe to De Anza
Origin of Request Public Works
Budget Unit 420-99-036, ST 053 and ST 059
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Phase 2A includes design and construction of the separated bikeway along Stevens Creek Blvd (SCB) from Wolfe Road to De Anza Blvd. Improvements include traffic signal modifications at Wolfe Road and De Anza Blvd to provide separate bicycle phasing.

The 2016 Bicycle Transportation Plan identifies improvements needed and priorities to enhance and promote safer bicycle transportation in the City. The number one priority of the Plan was to provide a separated Class IV bicycle lane on Stevens Creek Blvd. This project is the second phase to address that priority.

Design and Documentation, and community outreach for Phase 2A (Wolfe Road to De Anza Blvd.) is complete. The construction contract for Phase 2A was awarded in February 2025. Construction will be complete before the end of the calendar year. See Phase 2B project narrative for more information on the subsequent work on this project.It is anticipated that separated bike lanes will require additional maintenance to sweep bike lanes clean of debris. This cost will be in addition to normal street sweeping operations and will be included in the Operating budget.

Improving vehicular, pedestrian and bicyclist safety is a primary concern. The Bike Transportation plan named this the first priority, and the Pedestrian Transportation assigned this Tier 1 priority.

External grant funding has been secured for this project (OBAG and SB1 funding) and this will be used to reduce the Citys costs on Phase 2A. The remainder of the funds allocated by the City for Phase 2 will be used on Phase 2B.

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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Stevens Creek Blvd Class IV Bikeway Phase 2B
Separated Bikeway & Signal Upgrades
Total City Funding* $ TBD
City Funding* $ 0
External Funding $ 0
Remaining Funds (Feb 2025) N.A.

Funding Source, Approved Plan GF/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB: De Anza to Highway 85
Origin of Request Public Works
Budget Unit 420-99-036, ST 053 and ST 059
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Phase 2B includes design and construction of the separated bikeway along Stevens Creek Blvd (SCB) from De Anza Blvd. to Highway 85. Upgrades to the traffic signal at Bandley Dr. and Stevens Creek Blvd. will include new conduit, wiring, traffic signal boxes, two new signal heads, and a split phase signal operation for vehicles entering onto Stevens Creek Blvd. *Note: SCB Phase 2A and 2B were jointly funded in design. SCB Bikeway Phase 2B and Bandley Drive Signal Upgrade projects are combined in design and construction to increase efficiency, however funding is noted separately because the Bandley intersection project is funded with DIL fees.

It is anticipated that separated bike lanes will require additional maintenance to sweep bike lanes clean of debris. This cost will be in addition to normal street sweeping operations and will be included in the Operating budget.

Design and Documentation of Phase 2B and the Bandley project is 95% complete. The project will be permitted, bid, and constructed once Phase 2A is complete.

Improving vehicular, pedestrian and bicyclist safety is a primary concern. The Bike Transportation plan named this the first priority, and the Pedestrian Transportation assigned this Tier 1 priority. *External grant funding has been secured for Phase 2A of this project and this will be used to reduce the Citys costs on Phase 2A. The remainder of the funds allocated by the City for Phase 2 will then be used on Phase 2B. External funding may be available for Phase 2B.

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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Bandley Drive Signal Upgrades
Traffic & Signal Upgrades
Total Funding $ 150,090
City Funding $ 124,432
External Funding $ 25,658 (DIL)
Remaining Funds (Feb 2025) $ 142,210
Funding Source, Approved Plan GF & DIL/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB & Bandley Intersection
Origin of Request Public Works
Budget Unit 420-99-070, ST044
Initiated FY18-19
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Upgrades to the traffic signal at Bandley Dr. and Stevens Creek Blvd. will include new conduit, wiring, traffic signal boxes, two new signal heads, and a split phase signal operation for vehicles entering onto Stevens Creek Blvd. Note:

SCB Bikeway Phase 2B and Bandley Drive Signal Upgrade projects are combined in design and construction to increase efficiency. Funding is noted separately because the Bandley intersection project is funded with DIL fees.

The Bandley Drive Signal Upgrades will significantly enhance pedestrian safety and pedestrian connectivity across Stevens Creek Blvd within the Crossroads district by reducing pedestrian-vehicle conflicts. Vehicle safety will also be increased for vehicles exiting the Crossroads driveway and Bandley Drive.

The signal upgrades will not increase operational costs.

Design and Documentation of Phase 2B and the Bandley project is 95% complete. The project will be permitted, bid, and constructed once Phase 2A is complete.

Improving vehicular, pedestrian and bicyclist safety is a primary concern. This project will signiﬁcantly enhance pedestrian and vehicular safety.

External grant funding has been secured for Phase 2A. Additional external funding may be available for Phase 2B. The remainder of the City funds allocated for Phase 2 will be applied to Phase 2B once Phase 2A is complete. The scope of work for the Bandley intersection will be included in the Phase 2B scope of work for efficiency. 639
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Bollinger Road Corridor Study
T
raffic Analysis, Feasibility and Preliminary Design
Total Funding $ 532,000
City Funding $ 106,400
External Funding $ 425,600
5-year Funding Total $ 4,000,000
Remaining Funds (Feb 2025) $ 532,000
Funding Source, Approved Plan GF, BTP & BCSS
Project Category Transportation
Project Type Design and Construction
Location Bollinger Road, De Anza Blvd to
Lawrence Exp.

Origin of Request Public Works, BPC
Budget Unit 270-99-270, ST 067
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
In December 2020, City staff initiated a safety and operational study of the Bollinger Road from De Anza Boulevard to Lawrence Expressway to identify improvements that will enhance pedestrian, bicycle, motor-vehicle, and transit operations as a safety corridor. This is a collaboration between the City of Cupertino and City of San JosØ.

Further design and analysis work is required. This includes a topographic and utilities survey of Bollinger Road, preliminary engineering, and traffic analysis. The traffic analysis will determine the potential for the road diet (Alternative A from 2020 Feasibility Study) to increase congestion or divert traffic onto residential streets, and any corresponding mitigation measures to limit that impact (Alternative B from 2020 Feasibility Study).

Year 1 work includes preliminary design, feasibility, public outreach, traffic analysis, and topographic surveying. Year 2 will see continuation of Year One activities and initial preliminary engineering. Year 3 will encompass final preliminary engineering and preparation of final plans, specifications, and estimates.

T.B.D.

External grant funding obtained; 20% matching funds required. Improves safety and sustainable means of transportation and builds upon master plan priorities. Initial Traffic Study and preliminary designs can be initiated in this FY by PW.

Funding for analyses, public outreach, and preliminary plans, and estimates. Construction of improvements will require additional funding.
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Roadway Safety Improvements
High Friction Pavement & Speed Feedback Signage
Total Funding $ 3,561,800
City Funding $ 356,180
External Funding $ 3,205,620
Remaining Funds (Feb 2025) $ 3,500,800
Funding Source, Approved Plan CR/grant, GP
Project Category Transportation
Project Type Design and Construction
Location Various
Origin of Request Public Works
Budget Unit 270-99-271, ST 068
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan Information
Funding Information
Operating Budget Impacts
High Friction pavement treatment and speed feedback signage added to seventeen locations within the City. Roadway segments include sections of: De Anza Blvd, Homestead Rd, Bollinger Rd, Wolfe Rd, McClellan Rd, Bubb Rd, Mariani Ave, Tantau Ave, Mary Ave, Blaney Ave, Rainbow Dr, Miller Ave, Stelling Rd, Valley Green Dr, and Calvert Dr.

Improves safety on roadway segments by reducing unsafe speed violations and rear end collision by implementing dynamic/variable speed warning signs at the curves along the corridor and improving pavement friction. This scope of work supports the Local Roadway Safety Plan (LRSP), which identifies transportation safety improvement needs for all ages, abilities, and modes of transportation for the purpose of reducing fatal and severe injury collisions. In July 2023, City Council accepted state funding from the Highway Safety Improvement Program (HSIP) grant for safety improvements on 17 roadway segments in the City of Cupertino.The project is currently in design. The construction is scheduled to be completed in winter 2025/2026.

Construction of the project will not significantly increase operating budget expenses. $3.2M in grant funding has been secured, 10% matching funding required by the City. Priority for Safety criteria.

Funding will be applied to design and construction.
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Tamien Innu, East Segment
East Segment of the Trail
Total Funding $ 2,536,000
City Funding $ 0
Dev Funding $ 600,000
External Funding $ 1,936,000 (VTA Meas B + TDA3)
Remaining Funds (Feb 2025) $ 1,829,816
Funding Source, Approved Plan AP/Grant, BTP, PTP
Project Category Transportation
Project Type Design and Construction
Location Wolfe Road to Calabazas Creek
Origin of Request Public Works
Budget Unit 420-99-036, ST 046
Initiated FY20-21

Project Description
Pro
ject Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design of an off-street bicycle and pedestrian facility parallel to the existing Junipero Serra Channel from De Anza Blvd. Wolfe Road (Central), and from Wolfe Rd. to Vallco Parkway (East).

Highly prioritized in the 2016 Bicycle Transportation Plan, the Tamien Innu is one of the trail segments that would make up The Loop to provide an off-street bicycle and pedestrian facility that runs parallel to the existing Junipero Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle Pedestrian Bridge and Vallco Parkway when all the sections are completed.

Schematic design for both the Central and East segments have been submitted for environmental review. Construction and permitting documentation for the East segment are underway. The Central segment design and construction will progress once the first segment enters construction, and the environmental report is reviewed.

It is anticipated that trail will require additional maintenance. However, it is anticipated that these impacts will be minimal.

Facilitating alternative means of transportation is a valuable resource for the City and its businesses.

Developer funding was contracted in FY18-19, and Council added the project to the CIP in FY20-21. VTA Measure B and TDA3 funding has been awarded.
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Tamien Innu, Central Segment
Central Segment of the Trail
Total Funding $ 4,785,000
City Funding $ 0
Dev Funding $ 600,000
External Funding $ 460,000 (VTA Meas B)
External Funding $ 3,725,000 (VTA Meas B)
Remaining Funds (Feb 2025) $ 4,582,979
Funding Source, Approved Plan AP/Grant, BTP, PTP
Project Category Transportation
Project Type Design and Construction
Location De Anza Blvd. to Wolfe Road
Origin of Request Public Works
Budget Unit 420-99-036, ST 050
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Highly prioritized in the 2016 Bicycle Transportation Plan, the Tamien Innu Trail is one of the trail segments that would make up The Loop to provide an off-street bicycle and pedestrian facility that runs parallel to the existing Junipero Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle Pedestrian Bridge and Vallco Parkway when all the sections are completed.

It is anticipated that trail will require additional maintenance. However, it is anticipated that these impacts will be minimal.

Design of an off-street bicycle and pedestrian facility parallel to the existing Junipero Serra Channel from De Anza Blvd. Wolfe Road (Central), and from Wolfe Rd. to Vallco Parkway (East).

Facilitating alternative means of transportation is a valuable resource for the City and its businesses.

Developer funding was contracted in FY18-19, and Council added the project to the CIP in FY20-21. VTA Measure B and TDA3 funding has been awarded.
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Tamien Innu, West Segment
West Segment of the Trail
Total Funding $ 600,000
City Funding $ 0
Dev Funding $ 600,000
Remaining Funds (Feb 2025) $ 600,000
Funding Source, Approved Plan AP/Grant, BTP, PTP
Project Category Transportation
Project Type Design and Construction
Location Don Burnett bridge to De Anza
Origin of Request Public Works
Budget Unit 420-99-036, ST 051
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Highly prioritized in the 2016 Bicycle Transportation Plan, the Tamien Innu Trail is one of the trail segments that would make up The Loop to provide an off-street bicycle and pedestrian facility that runs parallel to the existing Junipero Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle Pedestrian Bridge and Vallco Parkway when all the sections are completed.

It is anticipated that trail will require additional maintenance. However, it is anticipated that these impacts will be minimal.

Design of an off-street bicycle and pedestrian facility parallel to the existing Junipero Serra Channel from De Anza Blvd. Wolfe Road (Central), and from Wolfe Rd. to Vallco Parkway (East).

Facilitating alternative means of transportation is a valuable resource for the City and its businesses.

Developer funding was contracted in FY18-19, and Council added the project to the CIP in FY20-21. 644
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
School Walk Audit Implementation
Tier 3 Improvements
Total Funding $ 1,245,852
City Funding $ 23,989
External Funding $ 1,221,863
Remaining Funds (Feb 2025) $ 939,405
Funding Source, Approved Plan AP/GF, GP & PTP
Project Category Transportation
Project Type Design and Construction
Location Citywide, in the vicinity of
14 public schools
Origin of Request Public Works
Budget Unit 420-99-069, ST 034
Initiated FY18-19

Project Description

Project Justification

Prioritization

Projected Schedule/5-year Plan information

Funding Information

Operating Budget Impacts
This project will construct infrastructure-related improvements around schools that were identified as part of the comprehensive School Walk Audit study. Traffic improvements will improve walkability and safety around 14 Cupertino schools: Lincoln ES, Monta Vista HS, Lawson MS, Sedgwick ES, Hyde MS, Garden Gate ES, Homestead HS, Collins ES, Faria ES, Stevens Creek ES, Regnart ES, Cupertino HS, Kennedy MS, Eaton ES.

A walk audit is an assessment of travel behaviors for drivers, bicyclists, pedestrians (both parents and students), developed by observing a school pick up or drop-off period on and around school grounds. Walk audits provide insight into the specific barriers to walking and biking at each school. The assessment team included Alta Planning + Design staff; City of Cupertino staff, nearby residents, and concerned parents. After the audit period completed, audit participants returned to discuss and document their findings on a large-scale school area map. Based on observations a
nd input provided by school staff, audit participants, and others, the project team developed walk audit reports.

Tier 1 and 2 items are almost complete, and three Tier 3 items are being initiated: Hyannisport Drive at Fort Baker Drive intersection reconstruction and Tantau Ave/Barnhart Ave sidewalk widening. It’s estimated that design and construction of the project will have a 3-year duration. There are no anticipated impacts to the Operating Budget.

The walk audit items identify barriers to walking and biking to school and recommend ways to improve safety and traffic conditions around local schools. Health and safety are the first priority.

In 2019, Apple, Inc. granted funds for the cost of implementing all the walk audit improvements in the City's ROW. 645
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 30 of 34

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City of Cupertino
CIP: SUSTAINABILITY
CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
EVCS expansion - Service Center
Total Funding $ 560,000
City Funding $ 560,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 560,000
Funding Source, Approved Plan GF, GP
Project Category Sustainability, Facilities
Project Type Construction
Location 10555 Mary Avenue
Origin of Request Public Works
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
The construction of electric vehicle charging station (EVCS) infrastructure at the Service Center is needed for the electrification of the Citys fleet in order to meet the Advanced Clean Fleet (ACF) regulation by California Air Resources Board (CARB). The scope of work follows the Silicon Valley Clean Energy (SVCE) report which identified the charging infrastructure needs to meet ACF regulation.

The SVCE systematic assessment of City fleet vehicles had the primary goals of identifying vehicle electrification opportunities, establishing an electrification timeline based on vehicle replacements and the Citys climate action goals and regulatory compliance, and determining the costs and emissions benefits of fleet electrification.

The design will be completed by the SVCE Consultant, Optony, Inc in Spring 2024. The City will need to coordinate with PG&E to obtain new electrical service which could take some time. It is currently anticipated that the project can begin construction in the latter half of 2025.

As EV infrastructure charging units are implemented, staff or contractor resources will be necessary for installation and maintenance of the units. It is difficult to determine the overall operation budget at this time. The maintenance of a Level 2 charger is estimated at $500 per station annually, and $3000 per station annually for Level 3 EVCS.

State regulations require the conversion of City fleet vehicles to electric vehicles, and the EVCS infrastructure is needed to address operations in response to those requirements.

Funding for construction of the infrastructure required for operation of the EVCS. Procurement and installation of units, ongoing operation of the facilities, as well as potential upgrades to electrical service, may require additional funding.
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Photovoltaic Systems Design & Installation
Total Funding $ 6,300,000
City Funding $ 6,300,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 6,296,600
Funding Source, Approved Plan CR, CAP
Project Category Sustainability, Facilities
Project Type Design and Construction
Location Community Hall, Sports
Center, Quinlan
Community Center
Origin of Request Public Works
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan Information
Funding Information
Operating Budget Impacts
In 2023 PG&E announced a rate decrease for electricity generated by photovoltaic (PV) systems (NEM 3) but provided a window to allow grandfathering the more economically-attractive NEM 2.0 rates if interconnection applications were successfully submitted and corresponding systems operational by 2026. NEM 2.0 Interconnection Applications were successfully submitted to PG&E for five Cupertino facilities: Blackberry Farm, Civic Center, Library, Quinlan Community Center & Senior Center, and Sports Center. This project aims to design and build PV systems at three locations. Council reviewed and approved the conceptual designs for Community Hall, Quinlan Community Center and Sports Center in December 2024 before awarding the Design Build contract in February 2025.

The City must connect the proposed photovoltaic systems to the grid by 4/15/2026 in order to take advantage of the NEM 2.0 applications, which provides 75 80% greater compensation than NEM 3 rates for electricity that is fed back into the electrical system. The savings in utility costs are projected to be $290K annually, and $13.4M over a 30yr lifespan.Conceptual Design development and cost analysis completed in 2024. Design-Build: March 2025 to April 2026 Installation of the PV systems is projected to save $290K annually in utility costs. While additional maintenance will be required for the PV systems, additional staffing will not be required for ongoing operations and maintenance.

Installation of the PV systems is projected to provide substantial savings on utility costs, going forward. The use of cleaner energy sources is a CAP goal.

The proposed budget will enable design and construction of the systems. Inflation Reduction Act credits projected for this project are approximately $1.4M. Staff will also pursue other grant funding opportunities. 648
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 30 of 34

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CIP: COMPLETED PROJECTS
City of Cupertino
CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
Blackberry Farm Pool Improvements
Replaster the pools, and miscellaneous upgrades
Total Funding $ 750,000
City Funding $ 750,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 31,204
Funding Source, Approved Plan GF, PRSMP & ADA
Project Category Facilities, Parks
Project Type Design and Construction
Location BBF Pools Facility
Origin of Request Parks and Recreation
Budget Unit 420-99-073, PVAR 012
Initiated FY21-22

Project Description
Pro
ject Justification
Projected Schedule/5-year Plan information
Operating Budget Impacts
Make improvements to the pools and facility related to safety, accessibility, and maintenance. The scope includes replastering the recreation and the slide pools, redirection of the existing deck drains to existing bioswale, and removing accessibility barriers within the pool house dressing rooms as identified in the 2015 ADA Transition Plan, the 2021 Site Accessibility Report and 2020 building permit application comments.

For multiple years, the two pools at Blackberry Farm have displayed all the signs that are indicative of the need to re- plaster a pool including mineral stains, peeling of the surface, and a rough surface area. The rough surface has been the cause of several injuries, including a worker’s compensation claim. The replastering of pools at Blackberry Farm was last performed in 2009. This maintenance scope, as well as the sanitary and accessibility corrections required by the 2020 permit application process for this scope, are required to continue operations of the aquatic facilities beyond the 2021 aquatic season.

Completed in Summer 2024.

There are no anticipated additional impacts to the Operating Budget. 651
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
DeAnza Blvd Buffered Bike Lanes
Restripe De Anza Blvd for Bike lanes
Total Funding $ 530,533
City Funding $ 364,274
External Funding $ 166,259
Remaining Funds (Feb 2025) $ 176,259
Funding Source, Approved Plan GF, BTP
Project Category Transportation
Project Type Design and Construction
Location De Anza Blvd, entire segment within City
limits (Bollinger Road to Homestead Road).

Budget Unit 420-99-078, CIV 009
Initiated FY22-23

Project Description
Pro
ject Justification
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Restripe De Anza Blvd to include a painted buffered zone between the existing bike lane and the vehicle lanes.

Project is identified as the highest of the Tier 2 priority projects in the 2016 Bicycle Transportation Plan. Project will install a painted buffer area between the existing bike lane and the adjacent vehicle lane. This will require restriping De Anza Blvd to narrow the vehicle lanes to provide room for the painted buffer. Design will be done in-house, funding is for construction only.

Construction was completed in early 2025.

There are no anticipated impacts to the Operating Budget.

TDA3 grant was secured in FY24-25 for $166,259. The project budget was not increased, but the grant funding will be used to reduce the Citys expenses.
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CIP FY25-26 5-YEAR PLAN PROJECT NARRATIVES
McClellan Road Separated Bike Corridor
De Anza and Pacifica/McClellan intersection
Total Funding $ 2,299,410
City Funding $ 164,410
External Funding $ 2,135,000
Remaining Funds (Feb 2025) $ 99,273
Funding Source, Approved Plan AP/GF/Grant, BTP
Project Category Transportation
Project Type Design and Construction
Location De Anza Blvd, McClellan Road,
Pacifica Avenue Intersections
Budget Unit 420-99-036, ST 047
Initiated FY20-21

Project Description
Pro
ject Justification
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Improves pedestrian and bicycle safety by realigning the intersection and reconfiguring the vehicle movements.

Improvements include relocating two signal mast arms and poles, related electrical, concrete and striping work, and elimination of the free right turn lanes from eastbound McClellan Road and westbound Pacifica Drive.

Improve traffic flow, efficiency, and bicycle safety at this complex intersection.

The project was completed in the Summer of 2024.

There are no anticipated impacts to the Operating Budget.

Apple funding ($160,000) and a VERBS grant ($1,000,000) were awarded in FY19-20. SB1 funding was applied in FY23- 24 for $975,000.
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Community Funding recommendation from Parks and Recreation Commission

The City provides funding to local non-profit organizations in the areas of social services, fine arts and other programs for the public. The Community Funding Grant application process opened on January 1, 2025 and closed on February 1, 2025. Fifteen applications were received for the FY 2025-2026 Community Funding Grant Program cycle and were brought to the Parks and Recreation Commission for review on March 6, 2025. The Commission evaluated and scored the applications on April 3, 2025 and a recommendation was provided regarding funding to City Council for final approval.

Parks and Recreation Commission Motion:

Chair Swamy motioned to recommend to City Council to fund the following for the Community Funding Grant Program Fiscal Year 2025-26 totaling $32,500; and if there is additional funding available, to fund the organizations requested amount in rank order at Council’s discretion. Vice Chair Bono seconded. Motion carried unanimously

Recommended ranking if additional funding is available:

Applicant Commission
Ranking
Amount
Requested
by Applicant
Current
Recommended
Award Amount
Recommended
if extra funding
available
No Time to Waste 1 $5,000 $5,000 $0
ElderAid 2 $6,000 $5,000 $1,000
Active Circle 3 $2,000 $2,000 $0
Special Olympics
Northern California 4 $5,760 $5,000 $760
AINAK 5 $5,000 $4,000 $1,000
Cupertino
Symphonic Band 6 $8,858 $3,000 $5,858
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Remember the
ToothFairy 7 $1,000 $1,000 $0
Friends of Deer
Hollow Farm 8 $7,300 $2,000 $5,300
iTalented 9 $900 $900 $0
Via Rehabilitation
Services 10 $5,000 $1,000 $4,000
Rotary Club of
Cupertino 11 $4,000 $1,600 $2,400
West Valley
Community
Services
12 $10,000 $2,000 $8,000
Chinese American
Coalition for
Compassionate
Care
13 $7,500 0 $7,500
Innovart
Foundation 14 $8,000 0 $8,000
Asian American
Parents
Association
15 $4,000 0 $4,000

TOTAL $80,318 $32,500 $47,818

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Cupertino City CouncilMay 15, 2025

Cupertino City Council
May 15, 2025