CC 12-01-2025 Searchable Packet.pdf — Cupertino City Council, December 1, 2025

Monday, December 1, 2025
7:30 PM

CITY OF CUPERTINO
Televised Special Meeting (Adjourned and Continued from November 18, 2025)
10350 Torre Avenue, Council Chamber and via Teleconference; and Teleconference Location Pursuant to Gov. Code 54953(b)(2): Wynn Resort, 3131 Las Vegas Blvd S, Las Vegas, NV 89109.

City Council

LIANG CHAO, MAYOR

KITTY MOORE, VICE MAYOR
J.R. FRUEN, COUNCILMEMBER

SHEILA MOHAN, COUNCILMEMBER
R "RAY" WANG, COUNCILMEMBER

IN PERSON AND TELECONFERENCE MEETING
AGENDA
1 City Council Agenda December 1, 2025

IN-PERSON AND TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION OPTIONS TO OBSERVE:

Members of the public wishing to observe the meeting may do so in one of the following ways:
1) Attend in person at Cupertino Community Hall, 10350 Torre Avenue. 2) Tune to Comcast Channel 26 and AT&T U-Verse Channel 99 on your TV. 3) Watch a live stream online at www.Cupertino.gov/youtube and www.Cupertino.org/webcast
OPTIONS TO PARTICIPATE AND COMMENT:

Members of the public wishing to address the City Council may do so in the following ways:
1) Appear in person for Open Session at Cupertino Community Hall.

A. During “Oral Communications”, the public may comment on matters not on the agenda, and for agendized matters, the public may comment during the public comment period for each agendized item.

B. Speakers are requested to complete a Speaker Card. While completion of Speaker Cards is voluntary and not required to attend the meeting or provide comments, it is helpful for the purposes of ensuring that all speakers are called upon.

C. Speakers must wait to be called, then proceed to the lectern/podium and speak into the microphone when recognized by the Mayor.

D. Speakers are limited to three ( 3) minutes each. However, the Mayor may reduce the speaking time depending on the number of people who wish to speak on an item. A speaker representing a group between 2 and 5 members of the public in attendance may have up to 2 minutes per group member to speak, up to 10 minutes maximum.

E. Please note that due to cyber security concerns, speakers are not allowed to connect any personal devices at the lectern/podium. However, speakers that wish to share a document (e.g. presentations, photographs or other documents) during oral comments may do so in one of the following ways:
a) At the overhead projector at the podium, or
b) E-mail the document to cityclerk@cupertino .gov by 3:00 p.m. and staff will advance the slides/share the documents during your oral comment.

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2 City Council Agenda December 1, 2025
2) Written Communications as follows:

A. E-mail comments to the City Council for Open Session at [email protected] as follows:
a. E-mail comments must be received by 4:00 p.m. on the day of the meeting in order to be forwarded to the City Council before the meeting.
b. Emailed comments received following agenda publication but prior to, or during, the meeting, will be posted to the City’s website after the meeting. c. These e-mail comments will also be received by each City Councilmember, the City Manager, and the City Clerk ’s Office. Comments on non-agenda items sent to any other email address will be included upon the sender's request.

B. Regular mail or hand delivered addressed to the: City Council, City Hall, 10300 Torre Avenue, Cupertino, CA 95014
3) Open Session Teleconference in one of the following ways:

A. Online via Zoom on an electronic device (Audio and Video): Speakers must register in advance by clicking on the link below to access the meeting:
https://cityofcupertino.zoom.us/webinar/register/WN_FQPhpj4yQ2yIQ0OD6tCvfw a) Registrants will receive a confirmation email containing information about joining the webinar.
b) Speakers will be recognized by the name they use for registration. Once recognized, speakers must click ‘unmute’ when prompted to speak.
c) Please read the following instructions about technical compatibility carefully: One can directly download the teleconference (Zoom) software or connect to the meeting in their internet browser. If a browser is used, make sure the most current and up-to-date browser, such as the following, is used: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+.

Certain functionality may be disabled in older browsers, including Internet Explorer.

B. By Phone (Audio only): No registration is required in advance and speakers may join the meeting as follows:
a) Dial 669-900-6833 and enter WEBINAR ID: 863 4381 5940 b) To “raise hand” to speak: Dial *9; When asked to unmute: Dial *6 c) Speakers will be recognized to speak by the last four digits of their phone number.

C. Via an H.323/SIP room system:

Join from an H.323/SIP room system:

H.323:
144.195.19.161 (US West)
206.247.11.121 (US East)

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3 City Council Agenda December 1, 2025
Meeting ID: 863 4381 5940
SIP: [email protected]

NOTICE AND CALL FOR A SPECIAL MEETING OF THE CUPERTINO CITY COUNCIL NOTICE IS HEREBY GIVEN that a special meeting of the Cupertino City Council is hereby called for Monday, December 01, 2025, commencing at 7:30 p.m. in Community Hall Council Chamber, 10350 Torre Avenue, Cupertino, California 95014 and via teleconference; and Teleconference Location Pursuant to Gov. Code 54953(b)(2): Wynn Resort, 3131 Las Vegas Blvd S, Las Vegas, NV 89109. Said special meeting shall be for the purpose of conducting business on the subject matters listed below under the heading, “Special Meeting."

SPECIAL MEETING

CALL TO ORDER

PLEDGE OF ALLEGIANCE

ROLL CALL

PUBLIC HEARINGS
Government Code Section 65103.5 limits the distribution of copyrighted material associated with the review of development projects. Members of the public wishing to view plans that cannot otherwise be distributed under Govt. Code Section 65103.5 may make an appointment with the Planning Division to view them at City Hall by sending an email to planning@cupertino .gov. Plans will also be made available digitally during the hearing to consider the proposal.

1. Subject: Amendment to FY 25-26 Fee Schedule to establish fee for ministerial two lot Urban Lot Split Applications (Continued from November 18, 2025) Recommended Action: Adopt Resolution No. 25-098 to amend the City ’s FY 25-26 Fee Schedule - Schedule C - to establish a new, reduced fee for Ministerial Urban Lot-Split Applications
Staff Report (11-18-2025)
A - Draft Resolution
B - Exhibit A - FY2025-26 Fee Schedule C - Planning Fees (Redline) C - Exhibit A - FY2025-26 Fee Schedule C - Planning Fees (Clean)

ACTION CALENDAR

2. Subject: City Manager's First Quarter Financial Report for Fiscal Year 2025-26; Budget Modification No. 2526-419, decreasing appropriations by $ 674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance

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4 City Council Agenda December 1, 2025
Recommended Action: 1. Accept the City Manager ’s First Quarter Financial Report for Fiscal Year 2025-26; and

2. Adopt Resolution No. 25-099 approving Budget Modification No. 2526-419, decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance
Staff Report (11-18-2025)
A - FY 2025-26 First Quarter Financial Report
B - Draft Resolution
C – Description of Carryovers and Adjustments as of September 30, 2025 D – Description of Budget Transfers as of September 30, 2025 E - First Quarter Recommended Budget Adjustments
F – FY 2025-26 First Quarter Special Projects Update as of September 30, 2025 G – Competitive and Non-Competitive Citywide Grants Tracking H – FY 2025-26 First Quarter CIP Project Status
I - Presentation (11-18-2025)
J - Supplemental Report (11-18-2025)
K - Desk Item (11-18-2025)

3. Subject: Review first quarterly update for the FY 25-27 City Work Program and make modifications with items from the Future Agenda Items requested by Councilmembers ("TBD List")
Recommended Action: 1) Receive first quarterly update for the FY 2025-27 City Work Program;
2) Review the TBD list and the FY 25-27 City Work Program, make any desired modifications to finalize the council priority projects Staff Report (11-18-2025)
A - FY 2025-2027 City Work Program
B - Q1 Dashboard Printout
C - TBD List as of November 2025
D - Supplemental Report (11-18-2025)

ADJOURNMENT
Lobbyist Registration and Reporting Requirements: Individuals who influence or attempt to influence legislative or administrative action may be required by the City of Cupertino ’s lobbying ordinance (Cupertino Municipal Code Chapter 2.100) to register and report lobbying activity. Persons whose communications regarding any legislative or administrative are solely limited to appearing at or submitting testimony for any public meeting held by the City are not required to register as lobbyists .

For more information about the lobbying ordinance, please contact the City Clerk ’s Office at 10300 Torre Avenue, Cupertino, CA 95014; telephone ( 408) 777-3223; email cityclerk@cupertino .org; and website: www.cupertino.org/lobbyist.

The City of Cupertino has adopted the provisions of Code of Civil Procedure §1094.6; litigation challenging a final decision of the City Council must be brought within 90 days after a decision is

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5 City Council Agenda December 1, 2025
announced unless a shorter time is required by State or Federal law.

Prior to seeking judicial review of any adjudicatory (quasi-judicial) decision, interested persons must file a petition for reconsideration within ten calendar days of the date the City Clerk mails notice of the City’s decision. Reconsideration petitions must comply with the requirements of Cupertino Municipal Code §2.08.096. Contact the City Clerk ’s office for more information or go to http://www.cupertino.org/cityclerk for a reconsideration petition form.

In compliance with the Americans with Disabilities Act ( ADA), anyone who is planning to attend this meeting who is visually or hearing impaired or has any disability that needs special assistance should call the City Clerk's Office at 408-777-3223, at least 48 hours in advance of the meeting to arrange for assistance. In addition, upon request in advance by a person with a disability, meeting agendas and writings distributed for the meeting that are public records will be made available in the appropriate alternative format.

Any writings or documents provided to a majority of the Cupertino City Council after publication of the packet will be made available for public inspection in the City Clerk ’s Office located at City Hall, 10300 Torre Avenue, Cupertino, California 95014, during normal business hours; and in Council packet archives linked from the agenda/minutes page on the City web site.

IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code section

2.08.100 written communications sent to the City Council, Commissioners or staff concerning a matter on the agenda are included as supplemental material to the agendized item. These written communications are accessible to the public through the City website and kept in packet archives. Do not include any personal or private information in written communications to the City that you do not wish to make public, as written communications are considered public records and will be made publicly available on the City website.

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6 CITY OF CUPERTINO
Agenda Item
25-14558 Agenda Date: 12/1/2025
Agenda #: 1.

Subject: Amendment to FY 25-26 Fee Schedule to establish fee for ministerial two lot Urban Lot Split Applications (Continued from November 18, 2025)
Adopt Resolution No. 25-098 to amend the City’s FY 25-26 Fee Schedule - Schedule C - to establish a new, reduced fee for Ministerial Urban Lot-Split Applications CITY OF CUPERTINO Printed on 11/21/2025Page 1 of 1
powered by Legistar™
7 COMMUNITY DEVELOPMENT DEPARTMENT

CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3308
CUPERTINO.GOV

CITY COUNCIL STAFF REPORT
Date: November 18, 2025
Subject
New fee for Ministerial Urban Lot-Split Applications
Recommended Action
Adopt Resolution No. 25 -XXXX to amend the City’s Master Fee Schedule – Schedule C – to establish a new, reduced fee for Ministerial Urban Lot-Split Applications Background
Senate Bill 9
State Senate Bill 9 (SB 9) was signed into law by the Governor in September 2021 and went into effect on January 1, 2022. SB 9 allowed for the ministerial approval of lot -splits (i.e., one residential lot being subdivided into two lots) and the ability to c onstruct a second primary residence, as distinct from an accessory dwelling unit (ADU) , and/or duplexes on single-family residential properties. Prior to SB 9 ’s adoption, approval of all subdivision applications was considered discretionary, requiring approval by a local agency in a public meeting, such as a Planning Commission , City Council or Administrative hearing. Like many State legislative actions in recent years, SB 9 was intended to boost and expedite housing production, specifically the “missing middle” (i.e., ho using that is more affordable by design, such as ADUs, duplexes and small-scale single-family homes) housing in suburban settings.

New lots created through SB 9 had to meet the requirements of State law, such as maintaining minimum lot areas, but did not have to comply with all individual local agency zoning regulations. SB 9 also allowed local agencies the ability to implement standards specific to ministerial lot-splits, which the City did in 2022 through the adoption of Ordinance 22- 2246.

Accordingly, these regulations were limited to SB 9 applications and did not apply to traditional subdivisions subject to discretionary approval. In October 2024, Senate Bill 450 was signed into law and went into effect on January 1, 2025, limiting cities’ ability to treat properties utilizing the provisions of SB 9 differently from other properties in the same zoning district and further streamlining the timeline and approval process for SB 9 projects.

Despite SB 9 taking effect at the outset of 2022, the City did not receive any SB 9 lot -split applications in either 2022 or 2023. To date, however, the City has approved 6 lot-split applications with 7 currently under review. Of these 13 approved and under review applications, 8 11 were submitted in 2025 after SB 450’s streamlining provisions went into effect, so interest on the part of residential property owners in subdividing their properties under the provisions of SB 9/SB 450 seems to be increasing.

Fee Study Update
In 2023, a year after SB 9 had taken effect but before the City had received any lot -split applications, the City began a comprehensive fee study update looking at all City fees, including those for subdivision applications. One of the objectives of the fee study was to maximize cost recovery for staff time spent reviewing and processing City applications. There are two basic types of subdivision applications: 1) P arcel Maps, which are required for subdivisions resulting in four or fewer lots; and 2) T entative/Final maps, which are required for subdivisions resulting in five or more lots . Since an SB 9 lot-split results in the creation of two lots it was treated as a Parcel Map application, despite it being a ministerial action. Also, at the time the fee study update was underway the City had not completed a SB 9 lot -split review (the two SB 9 lot -split applications submitted in 2024 were received in February and August, but neither was approved until 2025) so there was no tangible basis for determining whether the staff time spent reviewing a SB 9 lot-split application would significantly differ from the time spent on a discretionary Parcel Map. When the fee study was adopted in May 2024, with the new fees becoming effective on July 1, 2024, the City’s Parcel Map fee increased by 31%, from $20,917 to $27,393. The current fee for the Fiscal Year 2025-26 is $30,047, which is based on an est imated 95.5 staff hours being spent processing a Parcel Map application.

Reasons for Recommendation and Available Options
Due to the type of review and process in place when the fee schedule update was adopted, it was expected that the fee for a conventional Parcel Map would appropriately cover the staff time and costs of processing SB 9 lot-split applications. However, with the adoption of SB 450, the review of urban lot split applications has become more streamlined, differentiating the ministerial SB 9 process from the discretionary Parcel Map process. Additionally, with more SB 9 lot -split applications having been submitted staff is now more familiar with the time it takes to process them and estimates that a typical (it needs to be noted, however, the actual time spent on individual applications can vary widely), SB 9 lot-split application takes a total 33.25 staff hours to complete. Based on this estimate, staff recommends that SB 9 lot-splits be considered a distinct application from Parcel Maps and that a new fee of $10,885 be established to cover the cost of staff time. Conversely, the existing Parcel Map fee could continue to be applied to SB 9 lot- split applications
Sustainability Impact
No sustainability impact.

Fiscal Impact
No fiscal impact.

City Work Program (CWP) Item/Description
None
Council Goal:

Housing and Fiscal Strategy
9 California Environmental Quality Act
If approved, the recommended action would involve a change to the City’s fee schedule and would not result in a potentially significant impact on the environment. The action is, therefore, not subject to the California Environmental Quality Act (CEQA) or the CEQA Guidelines. _____________________________________
Prepared by: Luke Connolly, Assistant Director of Community Development Reviewed by: Benjamin Fu, Director of Community Development Floy Andrews, Interim City Attorney
Approved for Submission by: Tina Kapoor, Interim City Manager

Attachments:

A – Draft Resolution
B - Exhibit A - FY2025-26 Fee Schedule C - Planning Fees (Redline) C – Exhibit A - FY2025-26 Fee Schedule C - Planning Fees (Clean)

10 RESOLUTION NO. 25-___

A RESOLUTION OF THE CUPERTINO CITY COUNCIL AMENDING
PREVIOUS RESOLUTION NO. 25-058 FEE SCHEDULE C - PLANNING

WHEREAS, the State of California requires fees charged for service rendered not to exceed the cost of delivering said services; and

WHEREAS, a public hearing has been held to review user fees; and

WHEREAS, in 2023 the City conducted a Cost of Service (User Fee) Study and conducts annual updates pursuant to economic factors discussed in the staff report for this item to ensure that the fees charged do not exceed the cost of delivering the services; and

WHEREAS, on July 1,
2025 the City Council adopted Resolution 25 -058
approving user fees for the Fiscal Year (FY) 2025- 26 Fee Schedule, to be effective September 1, 2025; and

WHEREAS, the City Council wishes to amend the FY 2025-26 Proposed Fee Schedule C – Planning.

NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby:

1. Amend the user fees per attached Schedule C , which is attached hereto as Exhibit A to this resolution.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 18
th day of November, 2025, by the following vote:

Members of the City Council

AYES:

NOES:

ABSENT:

ABSTAIN:

11 Resolution No. 25-___

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SIGNED:

________
Liang Chao, Mayor
City of Cupertino

________________________
Date
ATTEST:

________
Kirsten Squarcia, City Clerk

________________________
Date

12 CITY OF CUPERTINO
Resolution 25‐XXX
Fees Effective January 17, 2026
Schedule C ‐ Planning

DEFINITIONS
P. Legal Noticing Fee: Assessed for all permit applications that require noticing (CMC Chapter 19.12).

Note: Mixed use applications will be classified based upon the highest intensity and review process. The Director of Community Development will have discretion to classify projects based upon the above criteria.

G. Major Architectural and Site Approval: Architectural approval of all other development projects (CMC Chapter 19.12).

H. Minor Modification: An application that is administratively reviewed by staff either at an advertised public hearing/meeting or in a non‐hearing process (CMC Chapter 19.164).

I. Exceptions: An exception to the zoning standards for which an exception process and findings are identified in the Municipal Code. These include Fence, Sign, Height, Hillside, Parking, R‐1, A, A‐1, and R1 cluster zone exceptions. This also includes exceptions identified in the Cityʹs Specific Plans (CMC Chapter 19.12 and Ti tle 20).

J. Project Review Meeting: Request for a one hour meeting by an applicant to review a project with City staff without any K. Preliminary Review: One round of informal review of any proposed project with written feedback from City staff.

L. Temporary Sign Permit: A review of a temporary sign application for banners, A‐frame signs and other temporary signs M. Sign Permit: For signs that require a public meeting such as freeway oriented signage, electronic readerboard signs etc. (CMC Chapter 19.104) N. Extension Permit: A one‐time one‐year extension of the planning permit expiration date (CMC Chapter 19.12).

O. Appeal: A request from the project applicant or interested party to reverse or amend a decision made by the approval authority. Fee Exemption for: an appointed public official serving on the board that made the decision subject to the appeal, an appointed public official serving on a board that is directly affe
cted by the decision and City Council members. At the conclusion of a City Council appeal hearing, it may choose to, at its sole discretion, refund all, a portion of, or none of the appeal fee (CMC Chapter 19.12).

Q. Special Events Permit: A request to host a special event for no more than a total of 12 calendar days in a year including, but not limited to, employee holiday party, summer barbeque, any outdoor event where normal operations occur indoors, car sales/show event, events located in parking lots where such uses are not au thorized ordinarily. Large events involve an entire shopping center, office or industrial buildings/sites, and other commercial sites.

Small events typically involve individual businesses/tenants in a shopping center or building. Staff reserves the right to determine the applicable event type based on the project description provided. Churches/non‐profits operating on property in th eir control are exempt from fees.

R. Housing Mitigation Fee: A fee assessed in accordance with the Cityʹs General Plan Housing Element, Municipal Code (CMC 19.172) and the Cityʹs BMR Housing Mitigation Program Procedural Manual.

F. Minor Architectural and Site Approval: Architectural approval of the following: minor building modifications, landscaping, signs and lighting for new development, redevelopment or modification in such zones where such review is required (CMC Chapter 19.12).

A. Parcel Map: Subdivisions, including ministerial subdivisions ‐ up to four (4) parcels (CMC Chapter 18.20).

B. Tentative map: Subdivisions ‐ five (5) or more parcels (CMC Chapter 18.16).

C. Minor: for ten thousand square feet or less of commercial and/or industrial and/or office and/or other non‐residential use, or six or less residential units D. Major: for more than ten thousand square feet of commercial and/or industrial and/or office and/or other non‐residential use, or greater than six residential units (CMC Chapter 19.12).

Exhibit A
13 CITY OF CUPERTINO
Resolution 25‐XXX
Fees Effective January 17, 2026
Schedule C ‐ Planning
Fee Description 1 Unit FY 2025‐26 Fee FY 2025‐26 Proposed Fee YOY $ ▲ YOY % ▲
Planning Staff Hourly Rate 2 Per Hour $318 $318 0.00 0.0% General Plan
Authorization Deposit Staff Hourly Rate Staff Hourly Rate Amendment Deposit Staff Hourly Rate Staff Hourly Rate
Zoning
Zoning Map Amendment Deposit Staff Hourly Rate Staff Hourly Rate Zoning Text Amendment Deposit Staff Hourly Rate Staff Hourly Rate Single‐Story Overlay District Deposit Staff Hourly Rate Staff Hourly Rate Study Session Deposit Staff Hourly Rate Staff Hourly Rate Subdivision
SB9 Lot Line Split Each $0 $10,885 10,884.87
Parcel Map (See Definition A) Each $30,047 $30,047 0.00 0.0% Tentative Map (See Definition B) Each $51,639 $51,639 0.00 0.0% Conditional Use/Development Permit
Temporary Use Permit Each $5,573 $5,573 0.00 0.0%
Administrative Conditional Use Permit Each $11,761 $11,761 0.00 0.0% Minor (See Definition C) Each $28,250 $28,250 0.00 0.0% Major (See Definition D) Each $43,109 $43,109 0.00 0.0% Amendment to Conditional Use/Development Permit
Minor (See Definition C) Each $12,744 $12,744 0.00 0.0% Major (See Definition D) Each $27,500 $27,500 0.00 0.0% Architectural and Site Approval Permit
Minor Duplex / Residential (See Definition E) Each $11,728 $11,728 0.00 0.0% Minor (See Definition F) Each $18,299 $18,299 0.00 0.0% Major (See Definition G) Each $27,917 $27,917 0.00 0.0% Single Family (R‐1) Residential Permits
Minor Residential Permit Each $4,414 $4,414 0.00 0.0%
Two‐Story Permit without Design Review Each $5,523 $5,523 0.00 0.0% Two‐Story Permit with Design Review Each $6,745 $6,745 0.00 0.0% Director Minor Modification (See Definition H) Each $6,030 $6,030 0.00 0.0% Ministerial Residential Permit
Miscellaneous Ministerial Permit Each $4,992 $4,992 0.00 0.0% Exceptions (See Definition I)
Fence Exception ‐ R1 & R2 Each $5,126 $5,126 0.00 0.0%
Fence Exception ‐ Other Each $5,686 $5,686 0.00 0.0%
Sign Exception Each $7,657 $7,657 0.00 0.0%
R‐1 Exception Each $8,579 $8,579 0.00 0.0%
Heart of the City Exception Each $27,560 $27,560 0.00 0.0% Hillside Exception Each $26,287 $26,287 0.00 0.0%
Exception ‐ Other Each $8,711 $8,711 0.00 0.0%
Variance Each $9,961 $9,961 0.00 0.0%
Reasonable Accommodation Each $1,978 $1,978 0.00 0.0%
Project Review Meeting (See Definition J) Per Review $2,747.00 $2,747.00 0.00 0.0% Preliminary Application Review (See Definition K)
Single Family Per Review $2,780.00 $2,780.00 0.00 0.0%
Non‐Residential (Retail/Industrial/Office/Hotel)
<10,000 sf Per Review $6,023.00 $6,023.00 0.00 0.0%
>10,000 sf Per Review $10,475.00 $10,475.00 0.00 0.0%
Residential / Mixed Use:

Duplex Per Review $2,184.00 $2,184.00 0.00 0.0%
3‐6 Units Per Review $9,627.00 $9,627.00 0.00 0.0%
6‐50 Units Per Review $14,862.00 $14,862.00 0.00 0.0%
>50 Units Per Review $21,451.00 $21,451.00 0.00 0.0%
14 CITY OF CUPERTINO
Resolution 25‐XXX
Fees Effective January 17, 2026
Schedule C ‐ Planning
Fee Description Unit FY 2025‐26 Proposed
Fee
FY 2025‐26 Proposed
Fee YOY $ ▲ YOY % ▲
Tree Removal Permit
Tree Removal Permit (no Arborist review required)
First Tree Per Tree $465 $465 0.00 0.0%
Each Additional Tree Per Tree $183 $183 0.00 0.0%
Tree Removal Permit (Arborist review required)
First Tree Per Tree $851 $851 0.00 0.0%
Each Additional Tree Per Tree $274 $274 0.00 0.0%
Retroactive Tree Removal Per Tree $6,055 $6,055 0.00 0.0% Heritage Tree Designation Each $463 $463 0.00 0.0% Tree Management Plan Each $8,721 $8,721 0.00 0.0%
Signs
Temporary Sign Permit (See Definition L) Each $607 $607 0.00 0.0% Sign Permit (See Definition M) Each $8,262 $8,262 0.00 0.0% Sign Program Each $4,888 $4,888 0.00 0.0%
Planning Commission Interpretation Each $8,834 $8,834 0.00 0.0% Extension of Approved Entitlements (See Definition N) Each $2,307 $2,307 0.00 0.0% Environmental Assessment
Environmental Impact Report (Plus State & County Filing Fees) Each Contract+Admin Fee Contract+Admin Fee Negative Declaration ‐ Major (Plus State & County Filing Fees) Each Contract+Admin Fee Contract+Admin Fee Negative Declaration ‐ Minor (Plus State & County Filing Fees) Each Contract+Admin Fee Contract+Admin Fee Categorical Exemption (Plus County Filing Fee) Each $440 $440 0.00 0.0% Appeals (See Definition O)
Planning Commission Each $554 $554 0.00 0.0%
City Council Each $554 $554 0.00 0.0%
Miscellaneous Fees
Legal Noticing Fee (See Definition P) Each $578 $578 0.00 0.0% Mercury News Ad Each Actual Cost + Admin
Fee
Actual Cost + Admin
Fee
Zoning Verification Letter Each $639 $639 0.00 0.0%
Public Convenience and Necessity Letter (Alcoholic Beverage License) Each $319 $319 0.00 0.0% Short‐Term Rental Each $449 $449 0.00 0.0%
Mobile Vending Registration Fee Each $601 $601 0.00 0.0% Special Events (See Definition Q) Sition Qe Def
Large Event Each $5,359.00 $5,359.00 0.00 0.0%
Small Event Each $500.00 $500.00 0.00 0.0%
Planning Inspection Per Inspection $472.00 $472.00 0.00 0.0% Technology Fee Per Permit 5.8% 5.8%
Fees Assessed with Building Permits
Wireless Master Plan Fees (at Building Permit Issuance) Equipment Mounted on Existing Light/Utility Pole Each $11.28 $11.28 0.00 0.0% New Personal Wireless Facility (not mounted on light/utility pole) Each $2,458 $2,458 0.00 0.0% Zoning, Planning, Municipal Code Fees (at Building Permit Issuance) All Non‐Residential and Multi‐Family Per s.f. $1.67 $1.67 0.00 0.0% Residential Single Family Per s.f. $1.67 $1.67 0.00 0.0% General Plan Office Allocation Fee Per s.f. $1.67 $1.67 0.00 0.0% Planning Department Review fee (New Construction and Additions) (Payable at permit submittal) Each 20% of Plan Check and Inspection fees
20% of Plan Check and
Inspection fees
15 CITY OF CUPERTINO
Resolution 25‐XXX
Fees Effective January 17, 2026
Schedule C ‐ Planning
Fee Description Unit FY 2025‐26 Proposed
Fee
FY 2025‐26 Proposed
Fee YOY $ ▲ YOY % ▲
FOR INFORMATIONAL PURPOSES ONLY: 3
Housing Mitigation In‐Lieu Fees 2 (See Definition R)
Residential ‐ Ownership
Detached Single Family Residence Per s.f. $22.45 $22.45 0.00 0.0% Small Lot Single Family Residence or Townhome Per s.f. $24.70 $24.70 0.00 0.0% Multi‐family Attached Townhome, Apartment, or Condominium (up to 35 du/ac) Per s.f. $29.94 $29.94 0.00 0.0%
Multi‐family Attached Townhome, Apartment, or Condominium (over 35 du/ac) Per s.f. $29.94 $29.94 0.00 0.0%
Residential ‐ Rental
Multi‐family Attached Townhome, Apartment, or Condominium (up to 35 du/ac) Per s.f. $29.94 $29.94 0.00 0.0%
Multi‐family Attached Townhome, Apartment, or Condominium (over 35 du/ac) Per s.f. $37.42 $37.42 0.00 0.0%
Non‐Residential
Office, Research and Development, or Industrial Per s.f. $35.48 $35.48 0.00 0.0% Hotel Per s.f. $17.74 $17.74 0.00 0.0%
Self‐storage, employee unit provided Per s.f. $0.66 $0.66 0.00 0.0% Self‐storage, employee unit not provided Per s.f. $1.40 $1.40 0.00 0.0% Warehouse Per s.f. $49.29 $49.29 0.00 0.0%
Commercial/Retail Per s.f. $14.97 $14.97 0.00 0.0%
1Based on 2023 Fee and Cost Allocation Plan Study by Matrix Consulting 1 All application fees except those project subject to the Planning Staff Hourly Rate fee (see note 2) allow for two rounds of review. Any submissions beyond two shall be subject to a fee equal to 50% of the total permit fees paid initially.
2Applications may be subject to a Planning Staff Hourly Rate fee for applicable staff time, and vendor invoice. These fees apply to projects that require a level of staff support greater than the scope of work included in the regular fee schedule and will be based on the time and materials re quired to process the entire project. The applicant will be notified if these fees are applicable to their project. The applicant will be required to enter into a Reimbursement Agreement with the City for such projects. 3All Housing Mitigation Fees are assessed in accordance with the BMR Housing Mitigation Manual. Non‐residential Housing Mitigation In‐lieu Fees are based on the 2015 and the 2020 Supplement to the Non‐Residential Nexus Analysis by Keyser Marsten. Residential Housing Mitigation In‐lieu Fees are based on the 2015 Nexus St udy. These fees increase automatically annually (on July 1 of each year) by the Consumer Price Index of All Urban Consumers for San Francisco, CA.

An administrative fee (15%) will be charged for outside agency review/consultant services/outside services (ads etc.) per Schedule A ‐ General Fees.

If plans are submitted on paper, th ese must be sent to an outside agency for scanning. The cost of scanning the plans, plus the administrative fee per Schedule A ‐ General Fees will be charged.
16 CITY OF CUPERTINO
Resolution 25‐XXX
Fees Effective January 17, 2026
Schedule C ‐ Planning

DEFINITIONS
P. Legal Noticing Fee: Assessed for all permit applications that require noticing (CMC Chapter 19.12).

G. Major Architectural and Site Approval: Architectural approval of all other development projects (CMC Chapter 19.12).

H. Minor Modification: An application that is administratively reviewed by staff either at an advertised public hearing/meeting or in a non‐hearing process (CMC Chapter 19.164).

O. Appeal: A request from the project applicant or interested party to reverse or amend a decision made by the approval authority. Fee Exemption for: an appointed public official serving on the board that made the decision subject to the appeal, an appointed public official serving on a board that is directly affected by the decision and City Council members. At the conclusion of a City Council appeal hearing, it may choose to, at its sole discretion, refund all, a portion of, or none of the appeal fee (CMC Chapter 19.12).

Q. Special Events Permit: A request to host a special event for no more than a total of 12 calendar days in a year including, but not limited to, employee holiday party, summer barbeque, any outdoor event where normal operations occur indoors, car sales/show event, events located in parking lots where such uses are not authorized ordinarily. Large events involve an entire shopping center, office or industrial buildings/sites, and other commercial sites.

R. Housing Mitigation Fee: A fee assessed in accordance with the Cityʹs General Plan Housing Element, Municipal Code (CMC 19.172) and the Cityʹs BMR Housing Mitigation Program Procedural Manual.

A. Parcel Map: Subdivisions, including ministerial subdivisions ‐ up to four (4) parcels (CMC Chapter 18.20).

B. Tentative map: Subdivisions ‐ five (5) or more parcels (CMC Chapter 18.16).

E. Minor Architectural and Site Approval ‐ Duplex/Residential: Architectural approval of single family homes in a planned development zoning district, redevelopment or modification of duplexes, and associated landscaping, where such review is required (CMC Chapter 19.12). 17 CITY OF CUPERTINO
Resolution 25‐XXX
Fees Effective January 17, 2026
Schedule C ‐ Planning
Fee Description 1 Unit FY 2025‐26 Fee FY 2025‐26 Proposed Fee YOY $ ▲ YOY % ▲
Planning Staff Hourly Rate 2 Per Hour $318 $318 0.00 0.0% General Plan
Authorization Deposit Staff Hourly Rate Staff Hourly Rate Amendment Deposit Staff Hourly Rate Staff Hourly Rate Zoning
Zoning Map Amendment Deposit Staff Hourly Rate Staff Hourly Rate Zoning Text Amendment Deposit Staff Hourly Rate Staff Hourly Rate Single‐Story Overlay District Deposit Staff Hourly Rate Staff Hourly Rate Study Session Deposit Staff Hourly Rate Staff Hourly Rate Subdivision
SB9 Lot Line Split Each $0 $10,885 10,884.87
Parcel Map (See Definition A) Each $30,047 $30,047 0.00 0.0% Tentative Map (See Definition B) Each $51,639 $51,639 0.00 0.0% Conditional Use/Development Permit
Temporary Use Permit Each $5,573 $5,573 0.00 0.0%
Administrative Conditional Use Permit Each $11,761 $11,761 0.00 0.0% Minor (See Definition C) Each $28,250 $28,250 0.00 0.0% Major (See Definition D) Each $43,109 $43,109 0.00 0.0% Amendment to Conditional Use/Development Permit
Minor (See Definition C) Each $12,744 $12,744 0.00 0.0% Major (See Definition D) Each $27,500 $27,500 0.00 0.0% Architectural and Site Approval Permit
Minor Duplex / Residential (See Definition E) Each $11,728 $11,728 0.00 0.0% Minor (See Definition F) Each $18,299 $18,299 0.00 0.0% Major (See Definition G) Each $27,917 $27,917 0.00 0.0% Single Family (R‐1) Residential Permits
Minor Residential Permit Each $4,414 $4,414 0.00 0.0%
Two‐Story Permit without Design Review Each $5,523 $5,523 0.00 0.0% Two‐Story Permit with Design Review Each $6,745 $6,745 0.00 0.0% Director Minor Modification (See Definition H) Each $6,030 $6,030 0.00 0.0% Ministerial Residential Permit
Miscellaneous Ministerial Permit Each $4,992 $4,992 0.00 0.0% Exceptions (See Definition I)
Fence Exception ‐ R1 & R2 Each $5,126 $5,126 0.00 0.0%
Fence Exception ‐ Other Each $5,686 $5,686 0.00 0.0%
Sign Exception Each $7,657 $7,657 0.00 0.0%
R‐1 Exception Each $8,579 $8,579 0.00 0.0%
Heart of the City Exception Each $27,560 $27,560 0.00 0.0% Hillside Exception Each $26,287 $26,287 0.00 0.0%
Exception ‐ Other Each $8,711 $8,711 0.00 0.0%
Variance Each $9,961 $9,961 0.00 0.0% Reasonable Accommodation Each $1,978 $1,978 0.00 0.0%
Project Review Meeting (See Definition J) Per Review $2,747.00 $2,747.00 0.00 0.0% Preliminary Application Review (See Definition K)
Single Family Per Review $2,780.00 $2,780.00 0.00 0.0% Non‐Residential (Retail/Industrial/Office/Hotel)
<10,000 sf Per Review $6,023.00 $6,023.00 0.00 0.0%
>10,000 sf Per Review $10,475.00 $10,475.00 0.00 0.0%
Residential / Mixed Use:

Duplex Per Review $2,184.00 $2,184.00 0.00 0.0%
3‐6 Units Per Review $9,627.00 $9,627.00 0.00 0.0%
6‐50 Units Per Review $14,862.00 $14,862.00 0.00 0.0%
>50 Units Per Review $21,451.00 $21,451.00 0.00 0.0%
18 CITY OF CUPERTINO
Resolution 25‐XXX
Fees Effective January 17, 2026
Schedule C ‐ Planning
Fee Description Unit FY 2025‐26 Proposed
Fee
FY 2025‐26 Proposed
Fee YOY $ ▲ YOY % ▲
Tree Removal Permit
Tree Removal Permit (no Arborist review required)
First Tree Per Tree $465 $465 0.00 0.0%
Each Additional Tree Per Tree $183 $183 0.00 0.0%
Tree Removal Permit (Arborist review required)
First Tree Per Tree $851 $851 0.00 0.0%
Each Additional Tree Per Tree $274 $274 0.00 0.0%
Retroactive Tree Removal Per Tree $6,055 $6,055 0.00 0.0% Heritage Tree Designation               Each $463 $463 0.00 0.0% Tree Management Plan Each $8,721 $8,721 0.00 0.0%
Signs
Temporary Sign Permit (See Definition L) Each $607 $607 0.00 0.0% Sign Permit (See Definition M) Each $8,262 $8,262 0.00 0.0% Sign Program                   Each $4,888 $4,888 0.00 0.0% Planning Commission Interpretation Each $8,834 $8,834 0.00 0.0% Extension of Approved Entitlements (See Definition N) Each $2,307 $2,307 0.00 0.0% Environmental Assessment
Environmental Impact Report (Plus State & County Filing Fees) Each Contract+Admin Fee Contract+Admin Fee Negative Declaration ‐ Major (Plus State & County Filing Fees) Each Contract+Admin Fee Contract+Admin Fee Negative Declaration ‐ Minor (Plus State & County Filing Fees) Each Contract+Admin Fee Contract+Admin Fee Categorical Exemption (Plus County Filing Fee) Each $440 $440 0.00 0.0% Appeals (See Definition O)
Planning Commission Each $554 $554 0.00 0.0%
City Council Each $554 $554 0.00 0.0%
Miscellaneous Fees
Legal Noticing Fee (See Definition P) Each $578 $578 0.00 0.0% Mercury News Ad Each Actual Cost + Admin
Fee
Actual Cost + Admin
Fee
Zoning Verification Letter Each $639 $639 0.00 0.0%
Public Convenience and Necessity Letter (Alcoholic Beverage License) Each $319 $319 0.00 0.0% Short‐Term Rental Each $449 $449 0.00 0.0%
Mobile Vending Registration Fee Each $601 $601 0.00 0.0% Special Events (See Definition Q) Sition Qe Def
Large Event Each $5,359.00 $5,359.00 0.00 0.0%
Small Event Each $500.00 $500.00 0.00 0.0%
Planning Inspection Per Inspection $472.00 $472.00 0.00 0.0% Technology Fee Per Permit 5.8% 5.8%
Fees Assessed with Building Permits
Wireless Master Plan Fees (at Building Permit Issuance) Equipment Mounted on Existing Light/Utility Pole Each $11.28 $11.28 0.00 0.0% New Personal Wireless Facility (not mounted on light/utility pole) Each $2,458 $2,458 0.00 0.0% Zoning, Planning, Municipal Code Fees (at Building Permit Issuance) All Non‐Residential and Multi‐Family Per s.f. $1.67 $1.67 0.00 0.0% Residential Single Family Per s.f. $1.67 $1.67 0.00 0.0% General Plan Office Allocation Fee Per s.f. $1.67 $1.67 0.00 0.0% Planning Department Review fee (New Construction and Additions) (Payable at permit submittal) Each 20% of Plan Check and Inspection fees
20% of Plan Check and
Inspection fees
19 CITY OF CUPERTINO
Resolution 25‐XXX
Fees Effective January 17, 2026
Schedule C ‐ Planning
Fee Description Unit FY 2025‐26 Proposed
Fee
FY 2025‐26 Proposed
Fee YOY $ ▲ YOY % ▲
FOR INFORMATIONAL PURPOSES ONLY: 3
Housing Mitigation In‐Lieu Fees 2 (See Definition R)
Residential ‐ Ownership
Detached Single Family Residence Per s.f. $22.45 $22.45 0.00 0.0% Small Lot Single Family Residence or Townhome Per s.f. $24.70 $24.70 0.00 0.0% Multi‐family Attached Townhome, Apartment, or Condominium (up to 35 du/ac) Per s.f. $29.94 $29.94 0.00 0.0%
Multi‐family Attached Townhome, Apartment, or Condominium (over 35 du/ac) Per s.f. $29.94 $29.94 0.00 0.0%
Residential ‐ Rental
Multi‐family Attached Townhome, Apartment, or Condominium (up to 35 du/ac) Per s.f. $29.94 $29.94 0.00 0.0%
Multi‐family Attached Townhome, Apartment, or Condominium (over 35 du/ac) Per s.f. $37.42 $37.42 0.00 0.0%
Non‐Residential
Office, Research and Development, or Industrial Per s.f. $35.48 $35.48 0.00 0.0% Hotel Per s.f. $17.74 $17.74 0.00 0.0%
Self‐storage, employee unit provided Per s.f. $0.66 $0.66 0.00 0.0% Self‐storage, employee unit not provided Per s.f. $1.40 $1.40 0.00 0.0% Warehouse Per s.f. $49.29 $49.29 0.00 0.0%
Commercial/Retail Per s.f. $14.97 $14.97 0.00 0.0%
1Based on 2023 Fee and Cost Allocation Plan Study by Matrix Consulting 1 All application fees except those project subject to the Planning Staff Hourly Rate fee (see note 2) allow for two rounds of review. Any submissions beyond two shall be subject to a fee equal to 50% of the total permit fees paid initially.
2Applications may be subject to a Planning Staff Hourly Rate fee for applicable staff time, and vendor invoice. These fees apply to projects that require a level of staff support greater than the scope of work included in the regular fee schedule and will be based on the time and materials required to process the entire project.  The applicant will be notified if these fees are applicable to their project.  The applicant will be required to enter into a Reimbursement Agreement with the City for such projects. 3All Housing Mitigation Fees are assessed in accordance with the BMR Housing Mitigation Manual.  Non‐residential Housing Mitigation In‐lieu Fees are based on the 2015 and the 2020 Supplement to the Non‐Residential Nexus Analysis by Keyser Marsten.  Residential Housing Mitigation In‐lieu Fees are based on the 2015 Nexus Study. These fees increase automatically annually (on July 1 of each year) by the Consumer Price Index of All Urban Consumers for San Francisco, CA.

An administrative fee (15%) will be charged for outside agency review/consultant services/outside services (ads etc.) per Schedule A ‐ General Fees.

If plans are submitted on paper, these must be sent to an outside agency for scanning. The cost of scanning the plans, plus the administrative fee per Schedule A ‐ General Fees will be charged.
20 CITY OF CUPERTINO
Agenda Item
25-14559 Agenda Date: 12/1/2025
Agenda #: 2.

Subject: City Manager's First Quarter Financial Report for Fiscal Year 2025-26; Budget Modification No. 2526-419, decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance

1. Accept the City Manager’s First Quarter Financial Report for Fiscal Year 2025-26; and

2. Adopt Resolution No. 25-099 approving Budget Modification No. 2526-419, decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance
CITY OF CUPERTINO Printed on 11/21/2025Page 1 of 1
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21 CITY COUNCIL STAFF REPORT
Meeting: November 18, 2025

Subject
City Manager’s First Quarter Financial Report for Fiscal Year (FY) 2025-26; Budget Modification decreasing appropriations by $674,221 and increasing reven ues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance

Recommended Action

1. Accept the City Manager’s First Quarter Financial Report for Fiscal Year 2025-26; and

2. Adopt Resolution No. 25-XXX approving Budget Modification No. 2526 -419, decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance

Executive Summary
The First Quarter (Q1) Financial Report for FY 2025-26 outlines the City’s financial status as of September 30, 2025 . It is a critical tool for the City to evaluate its current revenue outlook and make necessary adjustments to the budget in response to changing spending priorities. It provides an overview of the City's budget status, including its revenue outlook, expenditure patterns, and other key finan cial metrics. Additionally, the report helps the City stay on track toward achieving its goals and objectives by providing valuable insights into the City's financial performance. By using this information to make informed decisions and take appropriate actions, the City can maintain its fiscal sustainability.

The FY 2025- 26 Amended Budget across all funds as of the first quarter is $223.8 million, increasing from an adopted budget of $ 136.1 million due to carryovers and encumbrances from the last fiscal year, in addition to Council-approved budget adjustments.

The City is expected to end FY 2024-25 with total revenues of $165.0 million, $21.9 million more than budgeted, primarily due to increases across almost all revenue categories with the Use of Money and Property related to investment earnings and mark-to-market adjustments making up the largest increase. Mark-to-market is an accounting method that values assets and liabilities at their current market price instead of their original cost. Expenditures were lower than budgeted across all expense categories except for Transfers Out to other funds, primarily driven by savings in contract services and staff vacancies.
22 2

As of the first quarter of FY 2025-26, revenue was $1.9 million (17% lower than last year ), primarily due to decreases in sales tax and other financing sources, offset by use of money and property.

Staff is currently in discussion with the Sheriff’s Office for the new service contract, as the current one expires in 2026, and m ay increase significantly and will impact the city’s general fund forecast. Staff will continue to monitor and provide updates as additional information becomes available.

Reasons for Recommendation
As of first quarter, staff recommends decreasing appropriations by $674,221 and increasing revenues by $ 503,628 representing either final budget clean up items, or new items that materialized after budget adoption.

Budget Actions Amount
Proposed Budget & Capital Improvement Program (Including Transfers) 135,997,435$
F
inal Budget Hearing & Adoption
Operating Changes 68,966
FY 2025-26 Adopted Budget 136,066,401$
23 3

As part of the FY 2024- 25 year-end close, additional funds were carried forward to FY 202 5-26, amounting to $18.2 million in encumbrances and $68.3 million in budget carryovers.1 The largest encumbrances were for Capital Projects ($8.2 million), and the largest carryovers were for General Fund ($28.1 million). Furthermore, the FY 2025-26 Amended Budget includes Council-approved budget adjustments from July 1 to September 30, 2025, totaling $1.2 million primarily due to negotiated increases for all but one bargaining group (Cupertino Employees Association). Please refer to Attachment C for details on the carryovers.

As a result of these budget adjustments, encumbrances, and carryovers, the amended budget at the end of the first quarter is $223.8 million, funded with $ 183.2 million in revenue and $ 40.6 million in fund balance. The reflection of carryovers and encumbrances in the amended budget is a standard practice in municipal budgeting and aligns with the amounts in previous years, which have been approximately $80 million. Carryovers and encumbrances are appropriations approved in prior years but have not yet been spent.

The budget adjustments are summarized in the chart below.

1 Encumbrances are outstanding commitments ti ed to unfilled purchase orders or contracts, which are rolled over to the following fiscal year until those obligations are fulfilled or terminated. Budget carryovers are unencumbered funds for unfinished projects carried over to the following fiscal year to be spent for the same purpose for which they were approved. 24 4

First Quarter Financial Report Summary of Budget Adjustments by Fund

As shown in the following chart, the amended budget is the adopted budget, plus encumbrances, budget carryovers, and Council-approved budget adjustments.

Please refer to Attachment C for detailed descriptions of the budget adjustments.

FY 2024-25 Year End Update - All Funds
Revenues
The city is expected to end FY 2024-25 with total revenues of $165.0 million, $21.9 million more than budgeted, primarily due to increases across almost all revenue categories, with approximately half of that increase due to Use of Money and Property related to investment earnings and mark-to-market adjustments.

Fund
FY 2025-26
Adopted
Budget Carryovers Encumbrances
Adjustments
Approved in 1st
Quarter
FY 2025-26 Amended
Budget as of
September 30, 2025
General 99,189,741 28,105,391 7,162,543 957,166 135,414,841 Special Revenue 10,810,122 17,269,837 1,604,982 75,532 29,760,473 Debt Service 2,676,600 - - - 2,676,600 Capital Projects 4,225,000 22,691,140 8,198,536 - 35,114,676 Enterprise 9,153,170 181,612 535,558 27,694 9,898,034 Internal Service 10,011,768 96,963 712,952 98,977 10,920,660 Total All Funds 136,066,401$ 68,344,943$ 18,214,571$ 1,159,369$ 223,785,284$ 25 5

FY 2024-25 All Funds Year End Actuals versus Amended Budget by Revenue Category

Sales Tax revenue came in $1.3 million higher than the $11.6 million originally budgeted in FY 2024-25. This increase was due to the impacts related to the settlement agreement with the California Department of Tax and Fee Administration (CDTFA).

Sales Tax revenue is derived from five primary economic categories, including business-to- business, state and county pools, restaurants and hotels, general consumer goods, and fuel and service stations. County pool revenue is based on the City's share of direct sales tax in the County.

As a result, when sales tax fluctuates, the City's share of the County pool adjusts proportionally.

Property Tax revenue came in $1.3 million higher than estimated. According to HdL, the City’s property tax consultant, residential use values increased 5.7% for a total of $1.147 billion and represented 81% of all growth experienced in the City.

In FY 2024-25, the City’s property tax roll grew $1.4 billion, or 4.4%, year-over-year, compared to

5.4% for the county. The bulk of the increase was due to increases in residential properties by $1.1 billion, or 5.7%. This category makes up 6 3.2% of the net taxable value. Commercial property values increased by $225.1 million, or 2.5%. This category makes up 27.7% of the net taxable value.

Revenue Category
Amended
Budget Actual Variance ($) V ariance (%)
05 - Sales tax (16,100,000) (17,394,996) (1,294,996) 8% 10 - Property tax (33,174,977) (34,425,468) (1,250,491) 4% 15 - Transient occupancy (7,731,947) (8,305,933) (573,986) 7% 20 - Utility tax (4,130,140) (4,214,212) (84,072) 2% 25 - Franchise fees (3,509,346) (4,383,827) (874,481) 25% 30 - Other taxes (6,312,859) (3,668,729) 2,644,130 -42% 35 - Licenses and permits (3,665,866) (5,755,842) (2,089,976) 57% 40 - Use of money and property (6,938,065) (19,309,206) (12,371,141) 178% 45 - Intergovernmental revenue (10,724,246) (11,620,836) (896,590) 8% 50 - Charges for services (26,838,293) (26,245,147) 593,146 -2% 55 - Fines and forfeitures (415,000) (397,575) 17,425 -4% 60 - Miscellaneous (1,370,415) (2,065,202) (694,787) 51% 65 - Transfers in (21,384,000) (23,078,398) (1,694,398) 8% 70 - Other financing sources (835,984) (4,147,007) (3,311,023) 396% Total (143,131,138)$ (165,012,378)$ (21,881,240)$ 15% 26 6

Industrial properties increased by $115.8 million, or 7.7%. This makes up 4.8% of the net taxable value. Unsecured property tax decreased by $64.8 million, or 5.7%. This category makes up 3.2% of the net taxable value.

Transient Occupancy Tax (TOT) revenue came in $0.6 million higher than estimated due to increased travel post pandemic.

Utility Tax revenues remained in line with estimated amounts.

Franchise Fees came in $0.9 million higher than estimated due to an increase in revenues received from Recology and PG&E.

Other Taxes revenues came in $ 2.6 million lower than estimated primarily due to Housing Mitigation fees. This is primarily due to certain developments that have not yet reached the permit submittal phase. As these developments progress, the Housing Mitigation fees will be collected.

Licenses and Permits are $2.1 million higher than budgeted due to a higher amount of building permit revenues received than originally anticipated. The increase was driven by large office tenant improvement projects, more residential submittals, and additional permits issued to resolve code enforcement cases.

Use of Money and Property came in $12.4 million above budget, primarily due to three factors. First, the City retained funds that had been budgeted for repayment to CDTFA; however, the finalized settlement agreement allowed the City to retain those funds and earn returns on the General Fund’s increased cash balance. Second, the City's OPEB Section 115 Trust performed well, generating investment returns that exceeded initial expectations. Third, the City recorded a $3.5 million year-end unrealized gain from mark- to-market adjustments in its investment portfoli o, reflecting favorable shifts in interest rates compared to the previous fiscal year. These gains are non-cash and would only be realized if the underlying assets are sold before maturity. Together, these factors contributed to a stronger -than-anticipated year-end performance in this revenue category.

Intergovernmental revenue came in $0.9 million higher due to the receipt of County Grants related to Jollyman Inclusive Playground grant fund revenues that were inadvertently not carried over to FY2025, in addition to the receipt of cost-share dollars for community shuttle services which were previously budgeted in another program . This was offset by anticipated revenues for Measure B.

27 7

Charges for Services are $0.6 million higher than budgeted primarily due to an increase in volume for encroachment permits and plan check fees.

Fines and Forfeitures remained in line with estimated amounts.

Miscellaneous revenues came in $0.7 million higher than budgeted primarily due to revenues received for the City’s new technology fee assessed on permits created in FY 2024-25.

Transfers In revenues are $1.7 million higher than budgeted due to higher than anticipated transportation fund revenues and storm drain revenues.

Other Financing Sources came in $3.3 million higher than estimated largely due to the sale of Byrne property.

Expenditures
The City is expected to end FY 202 4-25 with total expenditures of $145.5 million, which is $10.2 million lower than budgeted. This is due to various savings achieved over several expense categories, as shown in the following table and described further below.

FY 2024-25 All Funds Year End Actuals versus Amended Budget by Expense Category

Salaries and Benefits were lower than budgeted due to staff vacancies. Several long-term vacancies have or will be filled and staff anticipate much lower salary savings in the current fiscal year.

Expenditure Category
Amended
Budget
Actual
Expenditures Variance ($) Variance (%)
05 - Employee compensation 29,051,059 25, 939,903 (3,111,156) -11% 10 - Employee benefits 25,536,555 23,518,558 (2,017,997) -8% 15 - Materials 8,998,281 7, 966,603 (1,031,678) -11% 20 - Contract services 36,721,363 32,531,110 (4,190,253) -11% 25 - Cost allocation 14,550,523 14, 550,523 - 0% 30 - Capital outlays 8,576,215 8, 248,798 (327,417) -4% 31 - Special projects 6,112,288 5, 601,975 (510,313) -8% 35 - Contingencies 341,045 20, 544 (320,501) -94% 40 - Debt services 2,676,200 2, 676,200 - 0% 45 - Transfer out 21,384,000 23, 078,398 1,694,398 8% 50 - Other financing uses 1,788,615 1, 372,455 (416,160) -23% Total 155,736,144$ 145, 505,065$ (10,231,079)$ -7%
28 8

Materials came in $1.0 million lower than budgeted due to a reduction in expenses related to Citywide general supplies, primarily in various Public Works accounts. Grant expenditures for CDBG Capital/Housing projects came in under budget due to rehabilitation projects at the Senior Center still in progress.

Contract Services were $4.2 million lower than budgeted primarily due to various contracts across City departments. The largest variance is in Parks and Recreation, due to the updated contract services for racquet sports, basketball, and chess instruction, where the registration procedures have been streamlined. This lowers the direct costs for the City. Other contract savings are found in City Manager’s Office, Public Works, Administrative Services, and Innovation Technology.

Cost Allocation was in line within budgeted amounts.

Capital Outlays came in $0.3 million lower than budgeted primarily due to the defunding of Bollinger Road Corridor.

Special Projects came in $0.5 million lower primarily due to project completion and fixed asset cost capitalization.

Contingencies were $0.3 million lower than budgeted due to departments having sufficient appropriations.

Transfers Out were $1.7 million higher than budgeted due to transfers related to FY25 CalPERS Additional Discretionary Payment.

Other Financing Uses were $0.4 million lower than budgeted primarily due to depreciation expenses related to equipment maintenance and infrastructure.

The table below compares estimated revenues and expenditures and the resulting changes to fund balance effective as of FY 2024-25 year-end.

29 9

FY 2024-25 Year-End Estimates ($ in millions)

FY 2025-26 General Fund First Quarter Update
The following table shows a 4-year comparison of revenues, expenditures, and changes to fund balance.

30 10

4-Year Comparison of Revenues, Expenditures, and Changes to Fund Balance ($ in millions)

The General Fund's year -end actuals show that the City’s revenues have historically exceeded expenditures, leading to the increase in fund balance. In addition, the City's encumbrance and budget carryover process typically led to increases in year-end fund balance. Historically, when this was not the case, it was not due to a structural deficit but the transfer of excess fund balance from the General Fund to the Capital Reserve per the City's Fund Balance policy.

Revenues
As of the first quarter, total revenue is $9.2 million, which is $1.9 million, or 17%, lower than last year. This decrease is primarily due to revenue categories for Sales Tax and Other Financing Sources, offset by Use of Money and Property and are described in further detail below.

The following table shows the differences between General Fund revenues collected as of the first quarter in the current fiscal year and the prior fiscal year.

31 11

Comparison of FY 2024-25 First Quarter Revenue to FY 2025-26 General Fund

Sales Tax revenue for the first quarter totaled approximately $10,000, significantly lower than the $2.7 million received in Q1 of the prior fiscal year. This decline is due to the City not receiving typical advance disbursements from the CDTFA, as part of the previously re ported settlement agreement. Under normal conditions, sales tax distributions are received in three installments each quarter, two monthly advance payments and a final “true-up” payment. For Q1 of FY 2025– 26, no advances were issued. The City expects to receive its Q1 true- up payment in mid - November and anticipates returning to a regular distribution schedule beginning in Q2 (October– December 2025). Staff expect to meet sales tax projections.

Property Tax revenue is slightly lower than last year by approximately $ 1,700, or 4%, due to a decrease in supplemental property tax. According to the HdL, the City’s property tax consultant, the citywide growth in value in the 2024- 25 assessment roll is $1.41 billion, an increase of 4.4%.

With the first 7 months of sales data processed for 2024, Single Family Residentials are selling for

4.57% less than in the previous calendar year. Prices for the full calendar year 2023 increased

10.24%. Prices are still being driven by higher interest rates and fewer properties being offered for sale.

Revenue Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
05 - Sales tax 2,733,793 9,893 (2,723,901) -100% 10 - Property tax 40,983 39,297 (1,686) -4% 15 - Transient occupancy 633,478 732,222 98,744 16% 20 - Utility tax 742,741 705,121 (37,620) -5% 25 - Franchise fees 209,378 227,000 17,622 8% 30 - Other taxes 384,331 311,766 (72,565) -19% 35 - Licenses and permits 1,456,326 1,452,692 (3,634) 0% 40 - Use of money and property 156,159 1,856,026 1,699,867 1089% 45 - Intergovernmental revenue 12,718 181,007 168,289 1323% 50 - Charges for services 3,244,350 3,448,938 204,588 6% 55 - Fines and forfeitures 40,478 35,996 (4,482) -11% 60 - Miscellaneous 143,867 183,994 40,127 28% 65 - Transfers in 15,000 15,000 - 0%
70 - Other financing sources 1,330,326 0 (1,330,326) -100% Total 11,143,927$ 9,198,951$ (1,944,977)$ -17% 32 12

The City’s property tax base remains strong and HdL is currently projecting property taxes over the next five years as shown in the table below.

Transient Occupancy Tax (TOT) revenue increased by approximately $98,700, or 16%, compared to the previous year due to inc reased travel. The average daily rates and occupancy rates for hotels are now close r to pre-pandemic levels, but the average daily rate remains low, as shown in the table below.

Average Daily Rates and Occupancy Rates by Year
Hotels in Cupertino

Although TOT revenues have mostly recovered from the pandemic, the City's TOT revenues may continue to be affected in the long term due to decreased business travel. Headwinds in the tech industry have resulted in layoffs and reduced spending in areas such as travel. Staff will continue to monitor economic regulations and other factors and report back on their impact on TOT revenues as part of the quarterly financial reports.

FY 2023-24 FY 2024-25 F Y 2025-26 FY 2026-27 FY 2027-28 31,223,141 32,324,317 33,606,651 35,024,886 36,531,087 33 13

Utility Tax decreased by approximately $37,600, or 5%, primarily due to decrease in the amount of UUT collected based on lower gross receipts compared to the same period in the prior year.

Franchise Fees increased by approximately $17,600, or 8%, from the same period in the prior year, due to fluctuations in construction activity and billing cadence.

Other Taxes decreased by approximately $72,600 or 19%, primarily due to decreases in revenues received for property transfer taxes and the collection of business license taxes.

Licenses and Permits decreased by approximately $3,600 or 0%, representing nominal change from the same period last year.

Use of Money and Property increased by approximately $1.7 million, or 1,089%, due to in creased investment earnings. Changes to investment is due to a change in accounting to align with best practices. Balances will continue to flow and are anticipated to end within projections.

Intergovernmental Revenue increased by approximately $ 168,300, or 1 ,323%, due to revenues received in the same period last year for a vehicle license fee collection, Measure B dollars related to Safe Routes to School, and a State mandate reimbursement.

Charges for Services increased by approximately $204,600, or 6%, due to increases in cost allocation plan methodology and plan review engineering fees compared to the same period last year, such as water main replacement projects and Apple private fiber installation.

Fines and Forfeitures decreased by $4,500, or 11%, due to a decrease in revenues related to parking fines and administrative citations compared to the same period last year. This is offset by a slight increase in city fines.

Miscellaneous Revenue increased by approximately $40,100, or 28% due to revenues received from a new Technology fee assessed on permits created in FY 2024-25.

Transfers In are in line with estimated dollars.

Other Financing Sources decreased by $1.3 million, or 100% due to revenues received from the Byrne property transaction in the prior fiscal year.

Staff will continue to monitor all revenue categories and make any necessary adjustments to revenue projections as part of the Mid-Year Financial Report.

34 14

Expenditures
General Fund expenditures are $5.2 million, or 20%, higher when compared to the same time last year. The following table shows the differences between General Fund expenditures as of the first quarter in the current fiscal year and the prior fiscal year:

Comparison of FY 2024-25 and FY 2025-26 First Quarter Expenditures General Fund

Salaries and benefits are lower than the same period last year due to due to staff vacancies. Several long-term vacancies have or will be filled and we anticipate much lower salary savings in the current fiscal year.

Materials costs have increased by approximately $61,700, or 4%, primarily due to an increase in Information & Technology software and Public Works electricity costs.

Contract Services have increased by approximately $1.6 million, or 24%, primarily due to the timing of expenses for the City’s law enforcement contract with the Santa Clara County Sheriff’s Office. To provide some context, FY 2024 -25 First Quarter Law Enforcement contract invoices correspond to July and August 2024, where September invoices were paid in October 2024. In FY 2025-26, First Quarter Law Enforcement contract invoices correspond to July through September 2025.

Cost Allocation increased by approximately $115,500, or 4%, primarily due to an increase in Information and Technology costs.

35 15

Capital Outlay costs decreased by $12,500, or 100%, mainly due to a decrease in capitalizable facilities costs.

Special Projects increased by $531,700, or 652%, due to fluctuations in one-time expenditures. It’s important to note that staff has not adjusted projects in this category to align with the Special Project policy thus expenses in this category include all special projects, including development and City Work Program items.

Contingencies are $7,400 higher than the same time last year . As of September 30, 2025, the City Manager’s Discretionary Fund has been used for Property Appraisal Services for 10480 Finch Avenue.

Transfers Out increased by $3.2 million, or 44%, primarily due to an increase in transfers to the Capital Reserve to meet the minimum reserve levels per policy and restart annual Capital Reserve funding transfer. Interfund transfers are the movement of cash between one or more funds. As part of the Adopted Budget process, transfers from the General Fund to other City funds serve as operating subsidies to ensure each fund has a positive fund balance at the end of the fiscal year.

Other Financing Uses decreased by $42,200, or 33%, primarily due to the timing of on-call invoices received and paid in FY 2026 first- quarter. This is offset by an increase in special contracts for current planning. Special contracts are for vendors that do not have on-call master agreements, typically for larger projects and for contracts with larger dollar amounts.

Special Revenue Funds
Revenue
Special Revenue Funds revenue is $1.15 million, or 35%, higher than the same time last year primarily due to an increase in intergovernmental revenue as shown in the following table.

Comparison of FY 2024-25 and FY 2025-26
Special Revenue Funds First Quarter Revenues

36 16

Other Taxes in creased by approximately $ 49,000, or 146%, primarily due to increased park dedication fees received in the first quarter.

Use of Money and Property increased by approximately $94,500, or 4493%, due to an increase in investment earnings. Changes to investment is due to a change in accounting to align with best practices. Balances will continue to flow and are anticipated to end within projections.

Intergovernmental Revenue increased by approximately $1.5 million, or 229% , due to Measure B dollars related to Safe Routes to School, and a State mandate reimbursement.

Charges for services increased by approximately $3,000, or 6%, primarily due to revenue received in the prior first quarter period for Engineering and General Service fees.

Fines and forfeitures remained relatively unchanged from the same time last year.

Transfers In decreased by approximately $0.5 million, or 19% compared to same time last year.

Expenditures
Special Revenue Funds expenditures are $0.3 million, or 26%, higher than the same time last year due primarily to increase in contract services, capital outlays, and special projects offset by a decrease in salary, benefits, and materials as shown in the following table.

Comparison of FY 2024-25 and FY 2025-26 First Quarter Expenditures Special Revenue Funds

Expenditure Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
05 - Employee compensation 352,677 321, 551 (31,126) -9% 10 - Employee benefits 192,968 171,208 (21,760) -11% 15 - Materials 66,666 47,231 (19,434) -29% 20 - Contract services 177,773 189,050 11,277 6% 25 - Cost allocation 507,514 502,662 (4,851) -1% 30 - Capital outlays 48,387 391,791 343,404 710% 31 - Special projects 6,635 90,147 83,512 1259% 35 - Contingencies - - - N/A 45 - Transfer out 15,000 15,000 - 0% Total 1,367,618$ 1,728,640$ 361,022$ 26% 37 17

Salary decreased by approximately $31,000, or 9% due to decreases in full-time salaries from vacancy savings.

Benefits decreased by approximately $22,000, or 11% due to decreases in retirement benefits.

Materials decreased by approximatel y $19,000, or 29% primarily due to general supplies and special departmental expenses.

Contract Services increased by approximately $ 11,000, or 6%, primarily due to an increase in fluctuations in expenses related to storm drain and resource recovery.

Cost Allocation decreased by approximately $5,000, or 1% due to a decrease in Human Resources, Finance, and City Manager cost allocations.

Capital Outlays increased by approximately $343,000, or 710%, due to Facility Improvements for bridge preventative maintenance program project.

Special Projects increased by approximately $83,000, or 1259%, due to an increase in the Annual Sidewalk, Curb, & Gutter project.

Transfers Out remained relatively unchanged from the same time last year.

Debt Service Funds
Revenue
Debt Service Funds revenue remained relatively unchanged from the same time last year.

Comparison of FY 2024-25 and FY 2025-26 First Quarter Revenues Debt Service Funds

Expenditures
Debt Service Funds expenditures are the same as last year as shown in the following table.

Revenue Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
65 - Transfers in 2,676,200 2,676,600 400 0% Total 2,676,200$ 2,676,600$ 400$ 0% 38 18

Comparison of FY 2024-25 and FY 2025-26 First Quarter Expenditures Debt Service Funds

Capital Projects Funds
Revenue
Capital Projects Funds revenue is lower than last year due to decreases in transfers to fund capital projects from the capital reserve as shown in the following table.

Comparison of FY 2024-25 and FY 2025-26 First Quarter Revenues Capital Projects Funds

Expenditures
Capital Projects Fund expenditures decreased by $6.2 million, or 68% due to decrease in transfers from the capital reserve to fund capital projects and increased expenditures for capital projects as shown in the following table.

Comparison of FY 2024-25 and FY 2025-26 First Quarter Expenditures Capital Projects Funds

Expenditure Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
40 - Debt services - - - N/A Total -$ -$ -$ N/A Revenue Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
45 - Intergovernmental revenue - 3,842 3,842 N/A 65 - Transfers in (7,785,000) (4,000,000) 3,785,000 -49% Total (7,785,000) (3,996,158) 3,788,842 -49% Expenditure Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
20 - Contract services - - - N/A 30 - Capital outlays 532,738 883,749 351,011 66% 45 - Transfer out 8,547,580 2,000,000 (6,547,580) -77% Total 9,080,318$ 2,883,749$ (6,196,569)$ -68% 39 19

Enterprise Funds
Revenue
Enterprise Funds revenue increased by $0.7 million or 39% from the same time last year as shown in the following table.

Comparison of FY 2024-25 and FY 2025-26 First Quarter Revenues Enterprise Funds

Use of Money and Property increased by approximately $31,000, or 118%, due to environmental programs resources recovery investment earnings. Changes to investment is due to a change in accounting to align with best practices. Balances will continue to flow and are anticipated to end within projections.

Charges for services remained relatively unchanged from the same time last year.

Transfers In increased by $0.7 million, or 140%, due to increased transfers from the General Fund.

Expenditures
Enterprise Funds expenditures are $ 183,000, or 10%, lower than the same time last year due primarily to decreases in special projects, contract services, salary and benefits offset by an increase in cost allocation as shown in the following table.

Revenue Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
40 - Use of money and property 26,597 57,921 31,324 118% 45 - Intergovernmental revenue - - - N/A 50 - Charges for services 1,373,150 1,364,696 (8,454) -1% 65 - Transfers in 514,000 1,235,000 721,000 140% Total 1,913,747$ 2,657,617$ 743,870$ 39% 40 20

Comparison of FY 2024-25 and FY 2025-26 First Quarter Expenditures Enterprise Funds

Salary decreased by approximately $34,000, or 8%, primarily due to lower expenses in employee compensation from vacancy savings.

Benefits decreased by approximately $2 5,000, or 14%, primarily due to lower expenses in employee compensation from vacancy savings and a one-time discretionary payment to CalPERS.

Materials decreased by approximately $15,000, or 12%, primarily due to reduction in CalRecycle city Payment Program, and water service.

Contract Services decreased by approximately $48,000, or 8%, primarily due to a decrease in bank charges, and training and instruction general services agreement.

Cost Allocation increased by approximately $ 17,000, or 4%, primarily due to increased IT Reimbursement and Finance CAP charges.

Special Projects decreased by approximately $78,000, or 100%, due to projects that differ in scope and timing from year to year.

Internal Service Funds
Revenue
Internal Service Funds revenue increased by $0.4 million, or 12%, higher than the same time last year due to increases in transfers in and charges for services as shown in the following table.

Expenditure Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
05 - Employee compensation 445,452 411,005 (34,447) -8% 10 - Employee benefits 174,719 150,056 (24,663) -14% 15 - Materials 122,926 107,793 (15,133) -12% 20 - Contract services 578,245 530,039 (48,206) -8% 25 - Cost allocation 394,358 411,641 17,283 4% 30 - Capital outlays - - - N/A 31 - Special projects 78,298 - (78,298) -100% Total 1,793,997$ 1,610,534$ (183,463)$ -10% 41 21

Comparison of FY 2024-25 and FY 2025-26 First Quarter Revenues Internal Service Funds

Use of Money and Property increased by approximately $ 26,000, or 697% due to an increase in investment earnings. Changes to investment is due to a change in accounting to align with best practices. Balances will continue to flow and are anticipated to end within projections.

Charges for Services increased by approximately $152,000, or 13%, due to an increase in I&T Infrastructure CAP.

Transfers In increased by $236,000, or 10%, due to increases in transfers from the General Fund to the Compensated Absences and Retiree Medical Funds.

Expenditures
Internal Service Funds expenditures increased by $0.4 million, or 22%, higher than the same time last year due primarily to increases in materials and cost allocation as shown in the following table.

Comparison of FY 2024-25 and FY 2025-26 First Quarter Expenditures Internal Service Funds

Expenditure Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
05 - Employee compensation 370,972 417,093 46,121 12% 10 - Employee benefits 520,715 605,424 84,709 16% 15 - Materials 123,731 321,747 198,016 160% 20 - Contract services 538,673 478,474 (60,199) -11% 25 - Cost allocation 76,115 217,962 141,847 186% 31 - Special projects 167,444 147,556 (19,888) -12% Total 1,797,650$ 2,188,256$ 390,606$ 22% 42 22

Salary Increased by $46,000 or 12% due to staff vacancies. Benefits increased by approximately $85,000, or 16% due to higher costs in health insurance and CalPERS' Unfunded Accrued Liability (UAL).

Materials Increased by $198,000, or 160 %, mainly due to increases in Innovation & Technology software and small tools and equipment expenses.

Contract Services decreased by $ 60,000, or 11%, largely due to decreases in Innovation & Technology cybersecurity services.

Cost Allocation increased by approximately $142,000, or 186%, mainly due to increases in City wide CAP charges.

Special Projects decreased by approximately $20,000, or 12%, due to projects that differ in scope and timing from year to year.

Budget Adjustment Requests
As of the first quarter, departments are requesting budget adjustments to ensure they end the year within budget appropriations. Staff recommends decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in an increase of $1,177,849 to unassigned fund balance.

The budget adjustment requests are summarized in the table below. See Attachment E.

43 23

Administrative Services
Citywide
Cost Allocation Plan (CAP) Reallocation
The Department is requesting a budget adjustment to align internal cost allocations with updated CAP modeling. This action ensures accurate distribution of overhead costs across departments and reflects refinements to the City's budget system inputs.

Community Development
Code Enforcement (100-74-702)
Citation Processing Fees
The Department is requesting $30,000 in additional appropriations for Citation Processing Center fees. Due to an additional software contract with Data Ticket that was not included as part of the 44 24

Adopted Budget, costs have exceeded what was expected for this fiscal year. It is necessary to process citations as they generate revenue for the city.

Human Service Grants (100-72-712)
GF HSG Grant Recipient Contracts
The Department is requesting $79,000 in additional appropriations for General Fund Human Services Grant recipient contracts. This is needed to meet the funding recommendations awarded to the applicants for HSG public service activities.

Construction Plan Check (100-73-714)
Plan Review Services - Toll Brothers
The Department is requesting $175,000 in additional appropriations for plan review services for the building permit application process for the proposed United Furniture/Idlewild Toll Brothers project at 10065 & 10075 Stevens Creek Blvd. This wasn’t included in the budget because the project hearing schedule was only recently confirmed. It cannot wait until later in the year because the permit submittal is anticipated to occur by December. If this request is not approved, it will require one of the City’s two Plan Check Engineers to review the plans, thus delaying processing the daily permit load received from the community. The result will be a significant delay in permit processing time, causing a backlog and not meeting state mandated permit review times.

Innovation and Technology
Video (100-31-305)
Operational Enhancements - Small Tools
The Department is requesting $7,000 in additional appropriations to assist in offsetting expenses incurred related to the control room project. These include converter devices that are needed to make our older equipment compatible with the newly installed technology—for example, digital to analog audio conversion and video scalers. New micr ophones are needed to better match levels across all dais stations. These expenses, while essential to ensure all staff are properly supported and operational, have exc eeded the base budget allocation for small tools and equipment. Without this additional funding, the Department will be unable to sustain essential operations through the remainder of the fiscal year, impacting day -to-day productivity and service delivery.

Applications (100-32-308)
Customer Relationship Management (CRM) Software Solution The Department is requesting $15,000 in additional appropriations for a CRM software tool to help manage contact information, and resident requests within a single software platform. In June 2025, the Interim City Manager directed staff to begin evaluating potential Customer Relationship Management (CRM) solutions to improve efficiency in responding to resident requests and 45 25

general inquiries. The volume of these requests has grown significantly, highlighting the need for a centralized system to effectively manage and track community engagement. Between August and September 2025, staff from Innovation & Technology (I&T) and the City Manager’s Office (CMO) evaluated multiple CRM platforms and identified a solution that meets the City’s functional requirements and is fully compatible with the existing suite of applications.

Infrastructure (610-34-310 - PEG Funded)
Control Room Project AV Systems Upgrade
The Department is requesting $131,100 additional appropriations for Control Room AV Systems Upgrades to ensure the reliability, quality, and efficiency of the City’s live broadcast operations.

During the design phase of the Control Room Modernization Project, an overwhelming number of end-of-life (EOL) replacement items were identified from the old control room infrastructure.

Due to the significant costs exceeding the original contract budget, these items were deferred and categorized as Phase II upgrades.

The proposed replacements — including the Ross XPression live broadcast graphics system and KiPro Ultra digital recorders — are essential to complete integration of the new control room.

These systems will modernize live broadcast graphics, automate playback, and improve recording performance to current 12G-SDI standards, greatly enhancing production quality and operational efficiency. T wo additional Q -SYS panels will be purchased and added to the dais technical system to allow the City Manager and City Attorney the ability to view the public and council timers. Cost also includes additional necessary programming. Without replacements, the City’s broadcast operations remain at risk of downtime due to unsupported legacy equipment.

Approving this request will ensure system reliability, continuity of City meeting broadcasts, and a professional grade viewing experience for the community.

Infrastructure (610-34-310)
Control Room Project Tech Refresh - Reimbursement
The Department is requesting $72,500 in additional appropriations to cover expenses for a technology refresh necessitated by the new Control Room build. These items fall under infrastructure replacements—specifically, servers and network equipment that had reached end of life but were not identified in this year’s maintenance refresh due to their replacement being funded through PEG-allocated project expenses.

The department absorbed these costs to maintain the project schedule during Council’s recess in August; however, the accounts now need to be reimbursed to sustain operations through the remainder of the fiscal year. The items procured —such as the City Chan nel server and HP switches—were classified as Owner -Furnished Equipment and not included in the Advanced Systems Group contract. These procurements were required to complete implementation, testing, and transition of the new system. Moving forward, all PEG-funded assets will follow a defined 46 26

depreciation schedule and be closely tracked as part of the City’s technology refresh cycle. The expenses are PEG eligible.

Infrastructure (610-34-310)
Operational Enhancements
The Department is requesting $25,000 in additional appropriations for Infrastructure and Video Program Small Tools to maintain operations through the end of the fiscal year. This year, the Department experienced an unusual volume of staff hires, including a combination of new positions and backfills for previously unfilled roles, which required additional technology purchases to properly equip new employees. In addition, new e quipment purchases were necessary for the Council Office and the City Attorney’s O ffice (CAO) as part of ongoing workspace and technology refresh efforts. These expenses, while essential to ensure all staff are properly supported and operational, have exceeded the base budget allocation for small tools and equipment. Without this additional funding, the Department will be unable to sustain essential operations through the remainder of the fiscal year, impacting day -to-day productivity and service delivery.

GIS (610-35-986)
Accessibility, Security, and Operational Updates
The Department is requesting $15,000 in additional appropriations for keeping the City’s third - party mobile and web applications compliant and operable. Funds cover vendor updates required by evolving security, platform, and accessibility (WCAG 2.1 by April 2026) standar ds.

Needs arise mid-year as app store and vendor requirements change, which is why this was not fully captured in the prior budget. Approval avoids service degradation, potential removal from app stores, accessibility non-compliance, and higher rush-fix costs. This funding ensures the City can proactively maintain reliable, secure, and accessible applications that support effective public engagement and service delivery.

Parks & Recreation Department
Cultural Events (100-61-605)
4th of July
The Department is requesting $140,000 for the 4 th of July event held in Cupertino. This was inadvertently not included in the FY 2025-26 budget.

Public Works Department
Building Maintenance Library (100-87-828)
Library HVAC VFD Replacement
The Department is requesting $20,000 in additional appropriations to replace a VFD in the Library HVAC System. Many of the components in the Library HVAC system have reached the end of their useful life. Public Works has continued to maintain these facilit ies and to keep them 47 27

operational. One of the VFD’s has failed and needs to be replaced. Funding this request would facilitate purchasing the materials and enable professional installation to ensure the HVAC system continues operating. The City will coordinate this repair with the Santa Clara County Library District and will request reimbursement for the capital expense if appropriate.

Traffic Engineering (100-88-844)
Traffic Data Collection
The Department is requesting $200,000 in additional appropriations for collection of traffic data along arterial and collector streets throughout the City. When City Council defunded the Bollinger Road Study, they had expressed interest in collecting traff ic data throughout the City.

Staff has evaluated this request and intends to perform an Engineering and Traffic Study to collect data for speed limits, as well as to collect traffic volumes, and turning movements at major intersections. The data will also collect bicycle and pedestrian counts at key locations. This data will be used to inform adjustment to speed limits, as well as to provide important data for future transportation initiatives.

Trail Maintenance (100-86-821)
Bridge Fencing
The Department is requesting $7,000 in additional appropriations for extending the length of the existing fence on the northwest side of the Stevens Creek Blvd Bridge. City Council requested that the City extend the existing fence on the northwest side of the Stevens Creek Blvd Bridge over Stevens Creek. The fence will be extended approximately 40 -feet to the west to discourage pedestrians from enter the City property situated north of the boulevard.

Street Tree Maintenance (100-86-825)
The Department is requesting $24,386 in additional appropriations to correct an under budgeted fund. The FY24-25 base amount of $67,368, when adjusted by the escalator of 1.032, results in a total of $69,524. However, the GL was budgeted at only $45,138, c reating a shortfall of $24,386.

Without this adjustment, the fund will exceed its budget before the end of the fiscal year.

Blackberry Farm Park Pool Improvements (420-99-073)
CIP Defund - Regnart Road
Staff is requesting the project be defunded as the project is completed.

De Anza Blvd Buffered Bike Lanes (420-99-262)
CIP Defund - De Anza Blvd Buffered Bike Lanes
Staff is requesting the project be defunded as the project is completed.

McClellan Rd Separated Bike Phase 3 (270-99-269)
CIP Defund - McClellan Rd Separated Bike Ph3
48 28

Staff is requesting the project be defunded as the project is completed.

Bollinger Road Corridor (270-99-270)
CIP Defund - Bollinger Road Corridor
Project was defunded by Council 5/15/2025.

Fund Balance
The General Fund’s estimated, unaudited ending fund balance for FY 2024-25 is $181.8 million, a

15.7 million increase from FY 2023- 24 actuals primarily due to the prior year ending with expenditure savings that outpaced revenue decreases. Expenditure savings were primarily because of salary and contract savings along with increased revenues across almost all revenue categories, primarily due to increased investment earnings.

As of first quarter, staff anticipate the General Fund will end FY 2025-26 with $183 million in fund balance, a n increase of $26.9 million from the FY 2025- 26 Adopted Budget fund balance projection. The increase from the Adopted Budget is a result of both year-end revenues exceeding expenditures and budget savings achieved in the prior fiscal year. It’s important to note that the only portion available for use, according to City policy, is unassigned funds. Committed funds are set aside for specific purposes determined by City Council resolution. Restricted funds, such as the Section 115 Pension Trust, are allocated for specific purposes stipulated by external resource providers. Assigned funds are reserved for encumbrances. Of the total fund balance, $65.5 million is unassigned and available to be used.

Approximately $10.7 million of unassigned fund balance is attributed to Vallco Town Center plan check and building inspection revenues that were carried over. These revenues will continue to be carried over each year until the services are rendered, and the revenues are recognized.

General Fund Classification of Fund Balance ($ in millions)

*Q1 Year-End Projections assume budgeted revenues and expenditures are fully collected and incurred. Fund balances do not consider City Council actions after September 30, 2025.

Classification
Actual
2023-24
Unaudited
2024-25
Adopted Budget
2025-26
1st Quarter Projection
2025-26
Non Spendable 3.4$ 4.0$ 3.5$ 4.0$ Restricted 23.3 25.8 22.1 24.8 Committed 108.6 88.6 87.2 88.6 Assigned 4.7 7.3 - - Unassigned 26.0 56.1 43.3 65.5 TOTAL FUND BALANCE 166.1$ 181.8$ 156.0$ 183.0$ 49 29

Per the City’s Fund Balance Policy, unassigned fund balance over $500,000 is to be used in the following order to replenish committed/restricted fund balances with any remaining balances to be placed in the Capital Reserve:

1. Economic Uncertainty Reserve

2. CalPERS Reserve (Section 115 Pension Trust)

3. Sustainability Reserve

4. Unassigned

As of first-quarter, all priority areas are fully funded.

Staffing
As of September 30, 2025, the FY 2025- 26 Amended Budget in cludes a total of 211 full-time equivalent (FTE) positions. No additional full-time equivalent positions are requested as part of this First Quarter Financial Report.

City Manager Discretionary Fund
In the FY 2025-26 Adopted Budget, City Council approved $50,000 in funding for the City Manager Discretionary Fund. The quarterly financial reports will detail the City Manager’s use of the discretionary fund and may include recommendations to replenish depending on the extent and nature of use. As of September 30 , 2025, the City Manager’s Discretionary Fund has been used for Property Appraisal Services for 10480 Finch Avenue at a cost of $7,400.

Carryovers and Budget Adjustments
The quarterly financial reports provide details on carryovers and b udget adjustments.

Encumbrances are outstanding commitments tied to unfilled purchase orders or contracts, which are rolled over to the following fiscal year until those obligations are fulfilled or terminated.

Budget carryovers are unencumbered funds for unfinished projects carried over to the following fiscal year to be spent for the same purpose for which they were approved. Budget adjustments are amendments to the budget that are approved by Council via resolution. The amended budget is the adopted budget, plus encumbrances, budget carryovers , and Council-approved budget adjustments. Revenue and expenditure carryover processes are handled similarly. See Attachment C for details on carryovers and budget adjustments.

Special Projects
The quarterly financial reports provide a status update on special projects including the budget, amount spent, and estimated completion date. Special projects are operational projects, often one- time, that are budgeted in separate accounts for transparency and ease of tracking. If a special project is not completed by the end of a fiscal year, staff may request a carryover to the subsequent fiscal year. Fixed assets have been removed from the list as they are not one-time special projects 50 30

but the purchase of a fixed asset. Fixed assets are generally items over $5,000 with a useful life of over 5 years or more. Similarly, the Tree Badges w ere removed from the list as it is now an ongoing operational item. Projects included in this reporting category now align with the City Council Special Project Policy . These include updated special projects from the FY24-25 Third Quarter Report that were not completed last fiscal year but have been carried forward, along with new special projects added as part of the final budget and special projects added in the first three months of the current fiscal year via a City Council consent item or council memo. See Attachment F.

Grants
The quarterly financial reports provide a status update on active grants and any completed projects for which funding is yet to be received from FY 2018 -19 to September 30, 2025. Active grants are those that have not yet been fully closed out with the granting agency.

Below is a high-level summary of the grant tracking document. Please refer to Attachment G for complete grant tracking updates.

Competitive Grants Non-Competitive Grants
Active Grants 15 20
Pending Results 0 0
Total Grant Dollars Awarded $28,859,428 $4,054,938

Staff will continue to provide additional updates on the status of grants as part of the quarterly financial reports.

Capital Improvement Program
The quarterly financial reports provide a revised estimate and update on Capital Improvement Program (CIP) projects. See Attachment H for further details.

Next Steps
Should Council move forward with the recommended budget adjustments, the Administrative Services department will ensure budget adjustments are entered into the systems so that departments have sufficient appropriations.

Sustainability Impact
No sustainability impact.

51 31

Fiscal Impact
The First Quarter Financial Report shows the City is positioned as anticipated . With Council approval City staff recommends decreasing appropriations by $674,221 and increasing revenues by $ 503,628 resulting in an increase of $1,177,849 to unassigned fund balance . The City will continue to monitor its revenue and expenditure trends closely to ensure it remains on track toward achieving its budgetary goals and objectives.

California Environmental Quality Act
Not applicable.

City Work Program (CWP) Item:

Not a CWP item.

CWP Item Description:

Not Applicable.

Council Goal:

Sustainability and Fiscal Strategy

Prepared by: Toni Oasay-Anderson, Acting Budget Manager Reviewed by: Kristina Alfaro, Director of Administrative Services Approved for Submission by: Tina Kapoor, Interim City Manager Attachments:

A – Fiscal Year 2025-26 First Quarter Financial Report
B – Draft Resolution
C – Description of Carryovers and Adjustments as of September 30, 2025 D – Description of Budget Transfers as of September 30, 2025 E – First Quarter Recommended Budget Adjustments
F – FY 2025-26 First Quarter Special Projects Update as of September 30, 2025 G – Competitive and Non-Competitive Citywide Grants Tracking H – FY 2025-26 First Quarter CIP Project Status
52 This Financial Report is interactive. Click on a chart to learn more.

Background
On June 3, 2025, the City Council adopted the FY 2025-26 Adopted Budget, a $136.1 million spending planfunded by $133.7 million in revenue and $2.4 million in fund balance. The adopted budget reflected a $68,966increase from the Proposed Budget. As a result of these budget adjustments, encumbrances, and carryovers,the amended budget at the end of the first quarter is $223.8 million, funded with $183.2 million in revenue and$40.6 million in fund balance.

Amended Budget
2023-24AmendedBudget Q1
2023-24AmendedBudget Q3
2024-25Adopted Budget 2024-25AmendedBudget Q2
2025-26AmendedBudget Q1
Fiscal Year

0.0 50.0M
100.0M
150.0M
200.0M
Dollars
Public Works
Capital Projects
Community Development
Law Enforcement
Non Departmental
Parks and Recreation
Administrative Services
Innovation & Technology
Administration
Council and Commissions
Community Development
Flow of Funds Chart ($ in Millions)

CITY OF CUPERTINO
FY 2025-26 First Quarter Financial ReportThe following is the First Quarter Financial Report, submitted by the Administrative ServicesDepartment for the period of July 1, 2025 to September 30, 2025 for Fiscal Year (FY) 2025-26. It hasbeen prepared to inform the City Council, City leadership and the public of the City’s fiscal status. 53 General Fund Revenues, Expenditures, and Fund Balance To date the City’s financial statement audit has yet to be issued and revenue, expenditure, and fund balancetotals listed in this report are preliminary and subject to change after a full review by the City’s auditors. Citystaff does not anticipate many if any changes from the auditors. -$21,559,787.00Revenues Less Expenses in Sep 2025
-$25M
-$20M
-$15M
-$10M
-$5M
$0
Sep 2021Sep 2023Sep 2025
$15,741,940.34Revenues Less Expenses in Jun 2025
$0
$5M
$10M
$15M
$20M
$25M
$30M
Jun 2021 Jun 2023 Jun 2025
General Fund Revenue and Expenditure Trends
As of September 30, 2025, General Fund revenues are at $9.2 million, which is 7% of budgeted revenue.Revenues at the first quarter point of the prior three years ranged between 9% and 15% of budgetedrevenues, placing this year slightly below the range.

General Fund Revenues vs Expenditures First QuarterGeneral Fund Revenues vs Expenses Year End 54 General Fund expenditures are $30.8 million, which is 23% of budgeted appropriations. Expenditures at thefirst quarter point of the prior three years ranged between 21% and 24% of budgeted appropriations whichplaces current first quarter actuals within the range.

General Fund Revenues - First Quarter vs Budget
Data Updated Nov 05, 2025, 11:37 AM
9/20209/20219/20229/20239/20249/2025

6.85%In Revenues of $134,299,115.00 Budgeted through Sep 2025 General Fund Expenses - First Quarter vs Budget
Data Updated Nov 05, 2025, 11:37 AM
9/20209/20219/20229/20239/20249/2025

22.73%In Expenses of $135,337,154.00 Budgeted through Sep 2025 $9,198,950.56Revenues in Sep 2025
$0
$20M
$40M
$60M
$80M
$100M
$120M
Sep 2020Jun 2022Sep 2023Sep 2025
$30,758,737.56Expenses in Sep 2025
$0
$20M
$40M
$60M
$80M
$100M
Sep 2020Jun 2022Sep 2023Sep 2025
$9,198,950.56Revenues in Sep 2025
Charges for ...

Use of Money
Other
Utility Tax
Transient Oc...

Licenses and...
$30,758,737.56Expenses in Sep 2025
Transfers Ou...

Contract Ser...

OtherEmployee Ben...

Cost Allocat...

Employee Com...

General Fund Revenues - First Quarter vs Year End General Fund Expenses - First Quarter vs Year End General Fund Revenues by Type General Fund Expenses by Type 55 General Fund Classification of Fund Balance
The General Fund’s estimated, unaudited ending fund balance for FY 2024-25 is $181.8 million, a 15.7 millionincrease from FY 2023-24 actuals primarily due to the prior year ending with expenditure savings thatoutpaced revenue decreases. Expenditure savings were primarily because of salary and contract savingsalong with increased revenues. As of first quarter, staff anticipates the General Fund will end FY 2024-25 with $155.0 million in fund balance.It’s important to note that the only portion available for use, according to City policy, is unassigned funds.Committed funds are set aside for specific purposes determined by City Council resolution. Restricted funds,such as the Section 115 Pension Trust, are allocated for specific purposes stipulated by external resourceproviders. Assigned funds are reserved for encumbrances. Of the total fund balance, $42.4 million isunassigned and available to be used. Approximately $10.7 million of unassigned fund balance is attributed to Vallco Town Center plan check andbuilding inspection revenues that were carried over. These revenues will continue to be carried over each yearuntil the services are rendered, and the revenues are recognized. *Q1 Year-End Projections assume budgeted revenues and expenditures are fully collected and incurred. Fundbalances do not consider City Council actions after September 30, 2025.

Recommended Adjustments
As of the first quarter, Departments are requesting budget adjustments to ensure they end the year withinbudget appropriations. The recommended adjustments are summarized in the table below:
56 Summary
The First Quarter Financial Report shows the City is positioned as anticipated. City staff recommendsadjustments of ($674,221) in appropriations, funded by increases in revenue of $503,628 because of transfersin from the General Fund, resulting in an increase of $1,177,849 to unassigned fund balance. The City willcontinue to monitor its revenue and expenditure trends closely to ensure it remains on track toward achievingits budgetary goals and objectives.

City of Cupertino, California
Cupertino City Hall10300 Torre AvenueCupertino, CA 95014-3202 View the City Council Meeting AgendaView the City's BudgetsView the City's Financial Transparency Portal Powered by OpenGov 57
Attachment B

RESOLUTION NO. 25-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO AMENDING THE OPERATING BUDGET FOR FISCAL YEAR 2025-26 BY

APPROPRIATING, TRANSFERRING, AND UNAPPROPRIATING MONIES

FOR SPECIFIED FUNDS

WHEREAS, the orderly administration of municipal government depends on a sound fiscal policy of maintaining a proper ratio of expenditures within anticipated revenues and available monies; and

WHEREAS, accomplishing City Council directives, projects and programs, and performing staff duties and responsibilities likewise depends on the monies available for that purpose; and

WHEREAS, the City Manager has determined that the balances from the funds specified in this resolution are adequate to cover the proposed amended appropriations, and therefore recommends the fund reallocations described herein.

NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby approve the recommended fund reallocations and ratifies the attached amended appropriations as set forth in Exhibit A.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 18th day of November 2025, by the following vote:

Vote Members of the City Council

AYES:

NOES:

ABSENT:

ABSTAIN:

SIGNED:
________
Liang Chao, Mayor
City of Cupertino

________________________
Date
ATTEST:

________________________

________________________
58 Attachment B

Kirsten Squarcia, City Clerk

Date

59 Attachment B

Exhibit A

General Fund (195,316) 265,826 461,142 Special Revenue Funds (571,982) - 571,982 Capital Project Funds (42,945) 244,316 287,261 Enterprise Funds (29,689) - 29,689 Internal Service Funds 165,711 (6,514) (172,225) Total Appropriation
Amendment All Funds $ (674,221) $ 503,628 $ 1,177,849 Fund Balance
(Use of)
Appropriation
Amendment by Fund
Revenue
Amendment
Appropriation
Amendment
60 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of September 30, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
BUDGET CARRYOVERS
Budget Carryover 100  General Fund Budget Carryover ‐ ERP 2,500,000 Budget Carryover 100  General Fund Code Enforcement Building Abatements 21,995 Budget Carryover 100  General Fund Community Shuttle Program 534,262 Budget Carryover 100  General Fund CWP ‐ Project in progress 250,000 Budget Carryover 100  General Fund CWP Active Transportation Plan 29,237 Budget Carryover 100  General Fund CWP Bicycle facilities 50,000 Budget Carryover 100  General Fund CWP RHNA and GP Update 192,996 Budget Carryover 100  General Fund Facility repairs 17,030 Budget Carryover 100  General Fund FY 24‐25 Donated funds for instructor Ginger Tsun 1,870 Budget Carryover 100  General Fund General Plan 169,805 Budget Carryover 100  General Fund Graphic Design and Communications Support 20,000 Budget Carryover 100  General Fund Human Services Grants ‐ ICG ‐50,000 Budget Carryover 100  General Fund HVAC project 123,675 Budget Carryover 100  General Fund HVAC Special Project 45,000 Budget Carryover 100  General Fund I‐280/Wolfe Rd Interchange Proj 4,000,000 Budget Carryover 100  General Fund I‐280/Wolfe Road Interchange Project Grant ‐3,666,667 Budget Carryover 100  General Fund Irrigation Controller Settlement 87,428 Budget Carryover 100  General Fund Laserfiche Planning Map Scanning 726 Budget Carryover 100  General Fund Licenses and Permits VTC Inspections ‐7,208,845 Budget Carryover 100  General Fund Licenses and Permits VTC Plan Check ‐22,538,435 Budget Carryover 100  General Fund LRSP state grant ‐33,949 Budget Carryover 100  General Fund Marina Plaza 23, 317 Budget Carryover 100  General Fund Materials Bunker Repair 52,014 Budget Carryover 100  General Fund Moss Adams Grants Project 17,113 Budget Carryover 100  General Fund ongoing city bridge repairs 315,180 Budget Carryover 100  General Fund Ongoing crossing guard services 27,979 Budget Carryover 100  General Fund Ongoing Pub Safe Block Ldr & Neighb Watch program 9,700 Budget Carryover 100  General Fund Refundable Deposit Expense Special Contracts 22,427 Budget Carryover 100  General Fund Reverse duplicate VTC Revenue carry over 2,800,307 Budget Carryover 100  General Fund Sign Ordinance Update 200,000 Budget Carryover 100  General Fund State grant ‐ business continuity and resiliency 310,487 Budget Carryover 100  General Fund State grant ‐ EOC improvements. 500,000 Budget Carryover 100  General Fund State of CA Dept of Transportation Grant ‐771,778 Budget Carryover 100  General Fund Stay Active Fund 57,735 Budget Carryover 100  General Fund The Hamptons 108,640 Budget Carryover 100  General Fund Tree List 50,000
Budget Carryover 100  General Fund Urban Forest Master Plan 60,000 Budget Carryover 100  General Fund Vallco SB35/Rise 103,026 Budget Carryover 100  General Fund VTC ‐ Project in progress 766,777 Budget Carryover 100  General Fund VTC ‐ Project in progress (revenue acct) ‐5,600,614 61 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of September 30, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
Budget Carryover 100   General Fund VTC Inspections 5,406,634 Budget Carryover 100   General Fund VTC Plan Check 11,999,999 Budget Carryover 100   General Fund Westport 30,339
TOTAL GENERAL FUNDS (8,964,590)
Budget Carryover 230   Env Mgmt Cln Crk Strm Drain Root removal and other system repairs 469,907 Budget Carryover 260  CDBG CDBG Capital/Housing Project ‐ ICDG (47,893) Budget Carryover 265  BMR Housing Develop ELI Housing 235,296 Budget Carryover 270  Transportation Fund BPMP Bridge Rehab Minor Project 107,646 Budget Carryover 270  Transportation Fund BPMP Bridge Rehab Minor Project Grant (903,183) Budget Carryover 270  Transportation Fund Ongoing annual asphalt project 4,655,313 Budget Carryover 270  Transportation Fund ongoing annual concrete repair project 1,187,915 Budget Carryover 270  Transportation Fund Rdway Safety Improvements ‐ HSIP Project 3,500,747 Budget Carryover 270  Transportation Fund Rdway Safety Improvements ‐ HSIP Project Grant (3,202,176) Budget Carryover 270  Transportation Fund roadway marking projects and sign surveys 10,000 Budget Carryover 270  Transportation Fund SB1 roads maint projects 1,779,164 Budget Carryover
280  Park Dedication Lawrence‐Mitty Park Project 5,323,849 TOTAL SPECIAL REVENUE FUNDS 13,116,585
Budget Carryover 420  Capital Improvement Fund 2016 Bike Plan Implementation TDA article III funding (1,015,022) Budget Carryover 420  Capital Improvement Fund ADA Improvements 191,990 Budget Carryover 420  Capital Improvement Fund Bike Plan Implementation fund 5,822,120 Budget Carryover 420  Capital Improvement Fund City Hall & Community Hall Improvements 421,560 Budget Carryover 420  Capital Improvement Fund City Hall Annex (form erly10455 Torre Ave) Improvements 2,216,647 Budget Carryover 420  Capital Improvement Fund City Lighting LED Transition Assessment 411,742 Budget Carryover 420  Capital Improvement Fund CW Bldg Condition Assess Impl 1,382,113 Budget Carryover 420  Capital Improvement Fund EVCS Expansion ‐ Service Center 558,840 Budget Carryover 420  Capital Improvement Fund Inclusive Play Area Planning Project warranty period 271,054 Budget Carryover 420  Capital Improvement Fund Library expansion 391,910 Budget Carryover 420  Capital Improvement Fund McClellan Ranch West Parking Lot Im pro 7,084 Budget Carryover 420  Capital Improvement Fund McClellan Road Bridge Replacement (two grants) 5,850,000 Budget Carryover 420  Capital Improvement Fund McClellan Road Bridge Replacement Federal Grant (850,000) Budget Carryover 420  Capital Improvement Fund McClellan Road Bridge Replacement State Grant (5,000,000) Budget Carryover 420  Capital Improvement Fund Playground Equipment (Creekside & Varian) 916,327 Budget Carryover 420  Capital Improvement Fund PV Systems Design & Installation 2,131,667 Budget Carryover 420  Capital Improvement Fund SCB Class IV Bike Lane Phase 2A/2B Project Federal Grants (OBAG) (803,770) Budget Carryover 420  Capital Improvement Fund SCB/Bandley Signal & Median Imps 142,208 Budget Carryover 420  Capital Improvement Fund School Walk Audit Implementation 765,825 Budget Carryover 420  Capital Improvement Fund SLTG/280 Ped Bridge Lighting 46,449 Budget Carryover 420  Capital Improvement Fund St Light Install ‐ Annual Infill 142,380 Budget Carryover 420  Capital Improvement Fund Stevens Creek Bridge Repair 235,000 62 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of September 30, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
Budget Carryover 420   Capital Improvement Fund Stevens Creek Bridge Repair ‐ project in progress (649,538) Budget Carryover 420   Capital Improvement Fund Vai Avenue Outfall Replacement 434,803 Budget Carryover 420   Capital Improvement Fund Various Park Amenities 351,421 TOTAL CAPITAL PROJECT FUNDS 14,372,810
Budget Carryover 520   Resource Recovery Grant expenditure account (CalRecycle) 120,990 Budget Carryover 520   Resource Recovery Landfill/Solid Waste agreement 31,616 Budget Carryover 520   Resource Recovery Single Use Plastics Ordinance 3,470 Budget Carryover 570   Sports Center HVAC Special Project 25,536 TOTAL ENTERPRISE FUNDS 181,612
Budget Carryover 610  Innovation & Technology Acting Admin assignment ‐ Marilyn FMLA 5,202 Budget Carryover 610  Innovation & Technology Laserfische Manage Cloud environment 50,000 Budget Carryover 630  Vehicle/Equip Replacement Fleet/Equip Asset purchases 41,761 TOTAL INTERNAL SERVICE FUNDS 96,963
TOTAL BUDGET CARRYOVERS 18,803,380
63 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of September 30, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
COUNCIL ACTIONS
Budget Change CC Actions 100  General Fund 291,532
Budget Change CC Actions 100  General Fund 0
Budget Change CC Actions 100  General Fund 0
Budget Change CC Actions 100  General Fund 1,014,270
Budget Change CC Actions 100  General Fund 1,014,273
Budget Change CC Actions 100  General Fund (399,323)
Budget Change CC Actions 100  General Fund 0
Budget Change CC Actions 100  General Fund 0
Budget Change CC Actions 100  General Fund (1,014,273)
Budget Change CC Actions 100  General Fund 50,687
Budget Change CC Actions 230  Env Mgmt Cln Crk Strm Drain 19,339 Budget Change CC Actions 230  Env Mgmt Cln Crk Strm Drain 19,339 Budget Change CC Actions 230  Env Mgmt Cln Crk Strm Drain (19,339) Budget Change CC Actions 270  Transportation Fund 56,193 Budget Change CC Actions 270  Transportation Fund 56,193 Budget Change CC Actions 270  Transportation Fund (56,193) Budget Change CC Actions 520  Resource Recovery 6,559
Budget Change CC Actions 520  Resource Recovery 6,559
Budget Change CC Actions 520  Resource Recovery (6,559) Budget Change CC Actions 560  Blackberry Farm 4,209
Budget Change CC Actions 560  Blackberry Farm 4,209
Budget Change CC Actions 560  Blackberry Farm (4,209)
Budget Change CC Actions 570  Sports Center 10,533
Budget Change CC Actions 570  Sports Center 10,533
Budget Change CC Actions 570  Sports Center (10,533)
Budget Change CC Actions 580  Recreation Program 6,393
Budget Change CC Actions 580  Recreation Program 6,393
Budget Change CC Actions 580  Recreation Program (6,393) Budget Change CC Actions 610  Innovation & Technology 74,632 Budget Change CC Actions 610  Innovation & Technology 74,632 Budget Change CC Actions 610  Innovation & Technology (74,632) Budget Change CC Actions 620  Workersʹ Compensation 1,868 Budget Change CC Actions 620  Workersʹ Compensation 1,868 Budget Change CC Actions 620  Workersʹ Compensation (1,868) Budget Change CC Actions 630  Vehicle/Equip Replacement 22,477 Budget Change CC Actions 630  Vehicle/Equip Replacement 22,477 Budget Change CC Actions 630  Vehicle/Equip Replacement Funding for the addition of Assist Dir. PR
Cal OES Grant Subaward: EOC & Business Continuity Resilience Labor Neg ‐ Correct Org
Labor Negotiations
New Budget no CEA, w Negotiations
Removal of ACM
Reorg transfer PR back to CMO
Reorg transfer revenue PR back to CMO
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
ADA Baseline Assessment & Action Plan
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations
Labor Negotiations
New Budget no CEA, w Negotiations
RVS JE 2026‐1131 New Budget no CEA, w Negotiations (22,477) TOTAL COUNCIL ACTIONS 1,159,369
64 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of September 30, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
ENCUMBRANCE CARRYOVERS
Encumbrance Carryover 100  General Fund PO2022‐471 carryover adj 5,000 Encumbrance Carryover 100  General Fund PO2025‐254 carryover adj 3,000 Encumbrance Carryover 100  General Fund Year End Soft Close 7,154,543 TOTAL GENERAL FUNDS 7,162,543
Encumbrance Carryover 230  Env Mgmt Cln Crk Strm Drain Year End Soft Close 131,242 Encumbrance Carryover 260  CDBG Year End Soft Close 73,175 Encumbrance Carryover 265  BMR Housing Year End Soft Close 11,084 Encumbrance Carryover 270  Transportation Fund Reverse PO 2025‐542 soft close (134,653) Encumbrance Carryover 270  Transportation Fund Year End Soft Close 1,033,568 Encumbrance Carryover 280  Park Dedication Year End Soft Close 490,566 TOTAL SPECIAL REVENUE FUNDS 1,604,982
Encumbrance Carryover 420  Capital Improvement Fund Year End Soft Close 8,198,536 TOTAL CAPITAL PROJECT FUNDS 8,198,536
Encumbrance Carryover 520  Resource Recovery Year End Soft Close 476,217 Encumbrance Carryover 570  Sports Center Year End Soft Close 59,341 TOTAL ENTERPRISE FUNDS 535,558
Encumbrance Carryover 610  Innovation & Technology Year End Soft Close 3,825 Encumbrance Carryover 630  Vehicle/Equip Replacement carryover PO 2025‐432 (Turf Star) 33,632 Encumbrance Carryover 630  Vehicle/Equip Replacement Year End Soft Close 675,495 TOTAL INTERNAL SERVICE FUNDS 712,952
TOTAL ENCUMBRANCE CARRYOVERS 18,214,571
BUDGET CARRYOVER, COUNCIL APPROVED ADJUSTMENT, AND ENCUMBRANCE CARRYOVER TOTAL 38,177,320 FY 2025‐26 ADOPTED BUDGET 136,066,401
FY 2024‐25 AMENDED BUDGET AS OF SEPTEMBER 30, 2025 174,243,721$ 65 Budget Transfers as of September 30, 2025 Attachment D GL Account Description Amount
100‐12‐633 700‐702 ‐ Contract Services General Service Agreement Reorg transfer revenue PR back to CMO 60,000 100‐65‐633 700‐702 ‐ Contract Services General Service Agreement Reorg transfer revenue PR back to CMO (60,000) ‐
100‐32‐308 600‐606 ‐ Materials Software AI Building Code Pilot Tool ‐ Fund reappropriation (5,000) 100‐32‐308 750‐284 ‐ Special Projects AI Building Code Pilot Tool AI Building Code Pilot Tool ‐ Fund reappropriation 5,000 ‐
100‐61‐605 500‐502 ‐ Employee Compensation Salaries Part Time Transfer Big Bunny 5K Budget and Revenu 946 100‐61‐605 501‐501 ‐ Employee Benefits PT Medicare Transfer Big Bunny 5K Budget and Revenu 14 100‐61‐605 501‐519 ‐ Employee Benefits PT PARS Transfer Big Bunny 5K Budget and Revenu 12 100‐61‐605 600‐602 ‐ Materials Printing and Duplication Transfer Big Bunny 5K Budget and Revenu 700 100‐61‐605 600‐604 ‐ Materials Postage Transfer Big Bunny 5K Budget and Revenu 800 100‐61‐605 600‐613 ‐ Materials General Supplies Transfer Big Bunny 5K Budget and Revenu 15,934 100‐61‐605 700‐702 ‐ Contract Services General Service Agreement Transfer Big Bunny 5K Budget and Revenu 2,400 100‐61‐605 700‐704 ‐ Contract Services Insurance Fees, Claims, Premiums Transfer Big Bunny 5K Budget and Revenu 2,250 100‐62‐640 500‐502 ‐ Employee Compensation Salaries Part Time Transfer Big Bunny 5K Budget and Revenu (946) 100‐62‐640 501‐501 ‐ Employee Benefits PT Medicare Transfer Big Bunny 5K Budget and Revenu (14) 100‐62‐640 501‐519 ‐ Employee Benefits PT PARS Transfer Big Bunny 5K Budget and Revenu (12) 100‐62‐640 600‐602 ‐ Materials Printing and Duplication Transfer Big Bunny 5K Budget and Revenu (700) 100‐62‐640 600‐604 ‐ Materials Postage Transfer Big Bunny 5K Budget and Revenu (800) 100‐62‐640 600‐613 ‐ Materials General Supplies Transfer Big Bunny 5K Budget and Revenu (15,934) 100‐62‐640 700‐702 ‐ Contract Services General Service Agreement Transfer Big Bunny 5K Budget and Revenu (2,400) 100‐62‐640 700‐704 ‐ Contract Services Insurance Fees, Claims, Premiums Transfer Big Bunny 5K Budget and Revenu (450) 100‐62‐640 700‐705 ‐ Contract Services Law Enforcement Services Transfer Big Bunny 5K Budget and Revenu (1,800) ‐
570‐63‐621 600‐608 ‐ Materials Sml Tools and Equipmen Transfer Sports Center Gate budget to Fixed Asset accoun (26,818) 570‐63‐621 900‐945 ‐ Capital Outlay Fixed Asset Acquisition Transfer Sports Center Gate budget to Fixed Asset accoun 26,818 ‐
100‐32‐308 600‐606 ‐ Materials Software Microsoft Fabric with AI Foundry ‐ Fund reappropriation (22,000) 100‐32‐308 750‐283 ‐ Special Projects Expansion of Microsoft Fabric Microsoft Fabric with AI Foundry ‐ Fund reappropriation 22,000 ‐
100‐12‐632 750‐227 ‐ Special Projects CWP Public Safety res/com areas Comm Outreach from P&R to CMO ‐ Block Leaders 9,700 100‐12‐633 750‐240 ‐ Special Projects MRC Rise OEM from P&R to CMO ‐ CalOES Grant 500,000 100‐65‐632 750‐227 ‐ Special Projects CWP Public Safety res/com areas Comm Outreach from P&R to CMO ‐ Block Leaders (9,700) 100‐65‐633 750‐240 ‐ Special Projects MRC Rise OEM from P&R to CMO ‐ CalOES Grant (500,000) TOTAL ‐
66 FY 2025-26 First Quarter Recommended Adjustments Attachment E 11/18/2025 100‐12‐120‐450‐406            (1,057) CAP Reallocation 11/18/2025 100‐13‐130‐450‐406               (476) CAP Reallocation 11/18/2025 100‐31‐305‐450‐406                     8 CAP Reallocation 11/18/2025 100‐41‐405‐450‐406               (454) CAP Reallocation 11/18/2025 100‐41‐426‐450‐406               (701) CAP Reallocation 11/18/2025 100‐44‐412‐450‐406               (652) CAP Reallocation 11/18/2025 100‐44‐417‐450‐406                 (73) CAP Reallocation 11/18/2025 100‐60‐636‐800‐805              2,526 CAP Reallocation 11/18/2025 100‐60‐636‐800‐806              5,132 CAP Reallocation 11/18/2025 100‐60‐636‐800‐809              3,593 CAP Reallocation 11/18/2025 100‐60‐636‐800‐810              3,562 CAP Reallocation 11/18/2025 100‐60‐636‐800‐814              1,492 CAP Reallocation 11/18/2025 100‐60‐636‐800‐820          139,432 CAP Reallocation 11/18/2025 100‐83‐807‐800‐820          (67,461) CAP Reallocation 11/18/2025 100‐84‐808‐800‐820            (9,726) CAP Reallocation 11/18/2025 100‐84‐809‐800‐820          (40,838) CAP Reallocation 11/18/2025 100‐84‐811‐800‐820          (22,288) CAP Reallocation 11/18/2025 100‐84‐812‐800‐820          (89,192) CAP Reallocation 11/18/2025 100‐84‐813‐800‐820        (175,996) CAP Reallocation 11/18/2025 100‐84‐814‐800‐820          (56,307) CAP Reallocation 11/18/2025 100‐85‐848‐800‐820 (43,141)           CAP Reallocation 11/18/2025 100‐85‐850‐800‐820 (15,147)           CAP Reallocation 11/18/2025 100‐86‐824‐800‐820 (125,626)         CAP Reallocation 11/18/2025 100‐86‐825‐800‐820 (139,203)         CAP Reallocation 11/18/2025 100‐86‐826‐800‐820 (43,059)           CAP Reallocation 11/18/2025 100‐87‐828‐800‐820 (35,137)           CAP Reallocation 11/18/2025 100‐87‐829‐800‐820 (14,660)           CAP Reallocation 11/18/2025 100‐87‐830‐800‐820 (23,167)           CAP Reallocation 11/18/2025 100‐87‐831‐800‐820 (16,244)           CAP Reallocation 11/18/2025 100‐87‐832‐800‐820 (15,399)           CAP Reallocation 11/18/2025 100‐87‐833‐800‐820 (8,793)             CAP Reallocation 11/18/2025 100‐87‐834‐800‐820            (3,860) CAP Reallocation 11/18/2025 100‐87‐835‐800‐820            (1,278) CAP Reallocation 11/18/2025 100‐87‐837‐800‐820            (7,401) CAP Reallocation 11/18/2025 100 ‐87‐838‐800‐820            (9,875) CAP Reallocation 11/18/2025 100 ‐87‐840‐800‐820            (6,198) CAP Reallocation 11/18/2025 100 ‐87‐841‐800‐820          (31,513) CAP Reallocation 11/18/2025 100 ‐88‐845‐800‐820          (46,930) CAP Reallocation 11/18/2025 100 ‐74‐202‐700‐702            30,000 Citation Processing Center ‐ Fees 11/18/2025 100 ‐72‐712‐600‐623            79,000 GF HSG Grant Contracts 11/18/2025 100 ‐73‐714‐701‐701          175,000 Plan Review Services ‐ Toll Brothers 11/19/2025 100 ‐73‐714‐460‐401          269,231 Plan Review Services ‐ Toll Brothers ‐ revenue 11/18/2025 100 ‐32‐308‐600‐606            15,000 CRM Software Solution 11/18/2025 100 ‐31‐305‐600‐608              7,000 I&T ‐ Video ‐ Operational Enhancements ‐ Small Tools 11/18/2025 100 ‐61‐605‐500‐502              4,000 4th of July 11/18/2025 100 ‐61‐605‐500‐505            15,000 4th of July 11/18/2025 100 ‐61‐605‐600‐613              3,800 4th of July 11/18/2025 100 ‐61‐605‐700‐702            52,200 4th of July 11/18/2025 100 ‐61‐605‐700‐705            43,000 4th of July 11/18/2025 100 ‐61‐605‐700‐706            22,000 4th of July 11/18/2025 100 ‐87‐828‐750‐025            20,000 PW ‐ Facilities 100‐87‐828 ‐ Library HVAC VFD Replacement 11/18/2025 100 ‐88‐844‐700‐702          200,000 PW ‐ Transportation 844 ‐ Traffic Data Collection 11/18/2025 100 ‐86‐261‐700‐702              7,000 PW ‐ TreesROW 261 Trail Maintenance ‐ Bridge Fencing 11/18/2025 100 ‐86‐825‐600‐613            24,386 PW ‐ TreesROW 825 Street Tree Maintenance ‐ Budget Amendment 67 FY 2025-26 First Quarter Recommended Adjustments Attachment E 11/18/2025 230 ‐81‐854‐800‐820               (641) CAP Reallocation 11/18/2025 230 ‐81‐855‐800‐820          (54,526) CAP Reallocation 11/18/2025 270 ‐85‐820‐800‐820          (72,690) CAP Reallocation 11/18/2025 270 ‐85‐822‐800‐820          (58,526) CAP Reallocation 11/18/2025 270 ‐99‐269‐900‐905          (99,631) PW DEFUND ‐ McClellan Rd Separated Bike Ph3 11/18/2025 420 ‐99‐036 421‐401            99,632 PW DEFUND ‐ McClellan Rd Separated Bike Ph3 11/18/2025 270 ‐99‐269 800‐902            99,632 PW DEFUND ‐ McClellan Rd Separated Bike Ph3 11/18/2025 270 ‐99‐270‐900‐905        (532,000) PW DEFUND ‐ Bollinger Rd 11/18/2025 429 ‐90‐001 421‐401          106,400 PW DEFUND ‐ Bollinger Rd 11/18/2025 270 ‐99‐270 800‐902           106,400 PW DEFUND ‐ Bollinger Rd 11/18/2025 420 ‐99‐073‐900‐905          (32,751) PW DEFUND ‐ BBF Park Pool Improv 11/18/2025 429 ‐90‐001 421‐401            32,751 PW DEFUND ‐ BBF Park Pool Improv 11/18/2025 420 ‐99‐073 800‐902            32,751 PW DEFUND ‐ BBF Park Pool Improv 11/18/2025 420 ‐99‐262‐700‐702          (10,194) PW DEFUND ‐ De Anza Blvd Buffered Bike Lanes 11/18/2025 429 ‐90‐001 421‐401              5,533 PW DEFUND ‐ De Anza Blvd Buffered Bike Lanes 11/18/2025 420 ‐99‐262 800‐902              5,533 PW DEFUND ‐ De Anza Blvd Buffered Bike Lanes 11/18/2025 570 ‐87‐836‐800‐806               (851) CAP Reallocation 11/18/2025 570 ‐87‐836‐800‐809               (476) CAP Reallocation 11/18/2025 570 ‐87‐836‐800‐814               (922) CAP Reallocation 11/18/2025 570 ‐87‐836‐800‐815               (724) CAP Reallocation 11/18/2025 570 ‐87‐836‐800‐820          (26,716) CAP Reallocation 11/18/2025 610 ‐35‐986‐700‐702            15,000 Accessibility, Security, and Operational Updates 11/18/2025 610 ‐34‐310‐900‐945          131,100 Control Room Project AV Systems Upgrade 11/18/2025 610 ‐34‐310‐600‐608            72,500 Control Room Project Tech Refresh ‐ Reimbursement 11/18/2025 610 ‐34‐310‐600‐608            25,000 Operational Enhancements 11/18/2025 620 ‐44‐418‐490‐401                     3 CAP Reallocation 11/18/2025 630 ‐85‐849‐450‐406            (6,517) CAP Reallocation 11/18/2025 630 ‐85‐849‐800‐820          (77,889) CAP Reallocation 68 Special Projects as Defined in City Council Special Projects Policy Attachment F FY
Added
Department Program Base And Detail
Account With Detail
Description
Full Org Set Code
And Description
Amended
Budget
Actual Amount
(Expenses)
Encumbrances Status Estimated
Completion
Notes (e.g., carried over to
next fiscal year)
FY23 Administration 633 Disaster
Preparedness
750.230 - Business Continuity
Resilience
100-12-633 - General Fund-City
Manager-Disaster Preparedness
500,000.00 0.00 0.00 Not Started 6/30/2027 Do not defund, these are grant funds that can still be used and will be utilized
after the Emergency Manager position is
filled. This was transferred to
Administration due to the reorg from
OEM going from Parks & Rec back to the
CMO budget.

FY26 Administration 126 Office of
Communications
750.277 - Cupertino 70th
Anniversary Celeb
100-12-126 - General Fund-City
Manager-Office of
Communications
5,000.00 2,448.77 0.00 In Progres s 6/30/2026 These funds will be used for Cupertino 70th Anniversary expenses during Fall
2025. We are still awaiting invoices to be
processed
FY26 Administration 120 City Manager 750.279 - Strategic Plan 100-12-120 - General Fund-City Manager-City Manager
200,000.00 0.00 0.00 Not Started 6/30/2027 For Citywide Strategic Plan as recommended in internal audits and
budget format review.

Carry over funds to FY27 if not
completed in FY26.

FY26 Administrative services 425 Purchasing 750.278 - Admin Ser-Citywide Pur. Training
100-41-425 - General Fund-
Finance-Purchasing
20,000.00 0.00 0.00 Not Started
FY26 Administrative services 426 Budgeting 750.280 - Admin Ser-Tax Measure
100-41-426 - General Fund-
Finance-Budgeting
20,000.00 0.00 0.00 Not Started
FY23 Community
development
705 Economic
Development
750.230 - Business Continuity
Resilience
100-71-705 - General Fund-
Planning-Economic
Development
310,487.00 0.00 0.00 In Progress 6/30/2027 Do not defund, these are grant funds that can still be used.

About $175k previously used in FY24 for
sm-med biz emergency preparedness
(tabletop exercise series).

FY23 Information Services 308 Applications 750.181 - ERP (Phase II) 100-32-308 - General Fund-I&T Applications-Applications
48,760.00 7,420.00 41,340.00 In Progress 6/30/2027
FY23 Information Services 308 Applications 750.183 - ACA Guide & Wrapper
100-32-308 - General Fund-I&T
Applications-Applications
25,000.00 0.00 25,000.00 In Progress 6/30/2025
FY23 Information Services 308 Applications 750.184 - Accela Roadmap 100-32-308 - General Fund-I&T Applications-Applications
23,000.00 0.00 23,000.00 In Progress 6/30/2025
FY24 Information Services 308 Applications 750.237 - ERP (Phase III) 100-32-308 - General Fund-I&T Applications-Applications
2,500,000.00 0.00 0.00 In Progress 6/30/2028
FY26 Information Services 310 Infrastructure 750.250 - I&T - Infra -Adapt TS Expansion
610-34-310 - Innovation &
Technology-I&T Infrastructure-
Infrastructure
225,000.00 19,350.00 0.00 In Progress 6/30/2025
FY26 Information Services 308 Applications 750.282 - ADA Assessment & Action Plan
100-32-308 - General Fund-I&T
Applications-Applications
50,687.00 0.00 46,079.00 In Progress 10/1/2025
FY26 Information Services 308 Applications 750.283 - Expansion of Microsoft Fabric
100-32-308 - General Fund-I&T
Applications-Applications
22,000.00 0.00 22,000.00 In Progress 6/30/2025
FY26 Information Services 308 Applications 750.284 - AI Building Code Pilot Tool
100-32-308 - General Fund-I&T
Applications-Applications
5,000.00 0.00 5,000.00 In Progress 10/1/2025
FY24 Information Services 305 Video 900.995 - Special Projects -

CDD/I&T
100-31-305 - General Fund-I&T
Video-Video
1,035,180.00 489,732.47 545,447.03 In Progress 12/30/2025 69 Special Projects as Defined in City Council Special Projects Policy Attachment F FY
Added
Department Program Base And Detail
Account With Detail
Description
Full Org Set Code
And Description
Amended
Budget
Actual Amount
(Expenses)
Encumbrances Status Estimated
Completion
Notes (e.g., carried over to
next fiscal year)
FY22 Public works 122 Sustainability
Division
750.106 - Electric Cooking
Workshop Series
100-81-122 - General Fund-
Environmental Programs-
Sustainability Division

0.00 54.31 0.00 Completed 6/30/2025 Completed FY25
FY22 Public works 801 Resources
Recovery
750.137 - SB1383 Procurement
Requirements
520-81-801 - Resource
Recovery-Environmental
Programs-Resources Recovery
109,152.00 0.00 0.00 In Progress Ongoing annual
project
This amount was carried over from last
fiscal year. It was moved to base in
FY26. A budget adjustment will be
moved to 520-81-801 600-621. This will
no longer be a Special Project, but an
ongoing annual grant project.

FY22 Public works 801 Resources
Recovery
750.174 - New Lndfill
Agrmnt/Solid Wst con
520-81-801 - Resource
Recovery-Environmental
Programs-Resources Recovery
42,996.00 0.00 0.00 In Progress 8/31/2025 This amount was carried over from last fiscal year. It was moved to base in
FY26. A budget adjustment will be
moved to 520-81-801 600-621. This will
no longer be a Special Project, but an
ongoing annual grant project.

FY25 Public works 122 Sustainability
Division
750.281 - PW - Sust (122) - GHG
Inv. Asses
100-81-122 - General Fund-
Environmental Programs-
Sustainability Division
40,000.00 0.00 0.00 Not Started 6/30/2025 New this FY. RFP Review phase in Q2.

Total 5,182,262.00 519,005.55 707,866.03
70 Department Name of Grant Description/Purpose of Grant Requested
Grant Amount
Date
Applied
Date
Due Staff Contact
Grant Application
Status (Grant
Awarded,
Pending Results,
Grant Denied)
Grant Amount
Awarded Date Awarded
Public Works TIRCP (Transit and Intercity Rail
Program)
5-year expansion of Via shuttle,
including partnership with City of
Santa Clara
$8,465,000 3/3/2022 3/8/2022 David Stillman Grant Awarded $8,465,000 7/11/2022 Public Works HSIP (Highway Safety
Improvement Program)
Improving safety on roadway
segments
$3,561,800 9/12/2022 9/12/2022 David Stillman and Jason Wong Grant Awarded $3,205,620 3/15/2023 Public Works Federal Community Project
Funding Grant FY22
Funding for Cupertino Library
Expansion project
$1,000,000 3/25/2021 6/10/2022 Chad Mosley Grant Awarded $1,000,000 2/15/2024 Public Works McClellan Road Bridge
Reconstruction
State Funding Grant (Evan Lo) $7,500,000 3/17/2022 7/1/2022 Chad Mosley Grant Awarded $5,000,000 5/24/2023 Public Works 2016 Measure B Capital Projects Funding for Tamien Innu (I-280 Trail)-East
$1,936,000 12/1/2021 12/1/2021 David Stillman and Jason Wong Grant Awarded $1,936,000 11/12/2021 Public Works 2016 Measure B Capital Projects Funding for Tamien Innu (I-280 Trail)-Central
$460,000 7/1/2020 7/1/2020 David Stillman and Jason Wong Grant Awarded $460,000 7/14/2020 Public Works 2016 Measure B Capital Projects Funding for Tamien Innu (I-280 Trail)-Central
$3,725,000 7/1/2020 7/1/2020 David Stillman and Jason Wong Grant Awarded $3,725,000 7/14/2020 Public Works 2016 Measure B Innovative
Transit Service Models
Funding for year four (FY26) of
Silicon Valley (SV) Hopper.
$2,905,305 2/21/2025 2/21/2025 Grant Awarded $726,979 9/16/2025 Public Works Pedestrian and Bicycle Safety
Program
Bicycle and Pedestrian Traffic
Safety Education
$152,000 1/31/2024 1/31/2024 Cherie Walkowiak Birgit Werner Grant Awarded $160,000 10/22/2024 Public Works Pedestrian and Bicycle Safety
Program
Bicycle and Pedestrian Traffic
Safety Education
$184,000 1/31/2025 1/31/2025 Cherie Walkowiak Birgit Werner Grant Tentatively Awarded
$184,000 TBD
Public Works BPMP (Bridge Preventative
Maintenance Program)
Funding for recommended
preventative maintenance on local
roadway bridges
$1,144,472 9/30/2020 N/A Susan Michael and Jason Wong Grant Awarded $1,890,329 4/12/2023 Public Works HBP (Highway Bridge Program) Repairs to bridge 37C0011, SCB over Stevens Creek
$688,000 10/5/2018 N/A Susan Michael and Jason Wong Grant Awarded $688,000 10/12/2018 Competitive Citywide Grants Tracking - FY26 First Quarter Update

ATTACHMENT G
71 Department Name of Grant Description/Purpose of Grant Requested
Grant Amount
Date
Applied
Date
Due Staff Contact
Grant Application
Status (Grant
Awarded,
Pending Results,
Grant Denied)
Grant Amount
Awarded Date Awarded
Competitive Citywide Grants Tracking - FY26 First Quarter Update Public Works BAAQMD - TFCA 40% Fund
(Transportation Fund for Clean
Air)
Funding for year three (FY25) of
Silicon Valley (SV) Hopper.
$500,000 3/14/2024 3/15/2024 David Stillman Grant Awarded $500,000 N/A Public Works Community Decarbonization
Engagement Grant
Competitive grant for community
engagement around
decarbonization topics from SVCE.

Grant Funds shall be disbursed to
Recipient on a reimbursement basis.
$100,000 4/1/2022 4/4/2022 Teri Gerhardt/Victoria Morin/Adam Araza/Ursula Syrova
Grant Awarded $111,500 2/2/2023
Public Works One Bay Area Grant (OBAG)
Cycle 2
Stevens Creek Blvd Protected Bike
Lanes Phase 2
$807,000 7/28/2016 N/A David Stillman and Jason Wong Grant Awarded $807,000 1/24/2022

ATTACHMENT G
72 Department Name of Grant Description/Purpose of Grant Requested Grant Amount
Date
Applied Date Due
Status (Grant
Awarded,
Pending Results,
Grant Denied)
Grant Amount Awarded Date Awarded
Public Works Energy Efficiency
Community Block Grant
EECBG funds for use in developing energy efficiency services or strategies, code enforcement, other uses $125,790 N/A 4/28/2023 Grant Awarded $125,790 7/2/2024 Community
Development
Department
District 5 Inventory Grant
A grant of $50,000 for the City of Cupertino, is to be used to supplement services and support for residents experiencing homelessness. On April 15, 2025 the City Council awarded the funds to the Maitri Domestic Violence Shelter for a two-year grant (FY25-26 and FY26-27) of $25,000 per year.
$50,000 4/29/2024 4/29/2024 Grant Awarded $50,000 4/15/2025 Community
Development
Department
Community Development
Block Grant (CDBG)
U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2021-22 $412,800 8/26/2021 Annually: 6/30 Grant Awarded $412,800 2/25/2021 Community
Development
Department
Community Development
Block Grant (CDBG)
U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2022-23 $388,459 10/5/2022 Annually: 6/30 Grant Awarded $388,459 9/26/2022 Community
Development
Department
Community Development
Block Grant (CDBG)
U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2023-24 $358,910 7/31/2023 Annually: 6/30 Grant Awarded $358,910 7/21/2023 Community
Development
Department
Community Development
Block Grant (CDBG)
U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2024-25 $173,313 11/18/2024 Annually: 6/30 Grant Awarded $173,313 11/6/2024 Community
Development
Department
Community Development
Block Grant (CDBG)
U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2025-26 $354,559 N/A Annually: 6/30 Government Shutdown N/A N/A
Community
Development
Department
Santa Clara County
Permanent Local Housing
Allocation (PLHA)
Consortium
CA Dept of Housing & Community Development (HCD) $165,510 12/15/2021 12/30/2021 Grant Awarded to
County PLHA
Consortium
$165,510 4/15/2025
Community
Development
Department
Santa Clara County
Permanent Local Housing
Allocation (PLHA)
Consortium
CA Dept of Housing & Community Development (HCD) $257,254 12/15/2021 12/30/2021 Grant Awarded to
County PLHA
Consortium
$257,254 4/15/2025
Community
Development
Department
Santa Clara County
Permanent Local Housing
Allocation (PLHA)
Consortium
CA Dept of Housing & Community Development (HCD) $283,100 12/15/2021 12/30/2021 Grant Awarded to
County PLHA
Consortium
$283,100 4/15/2025
Non-Competitive Citywide Grants Tracking - FY26 First Quarter Update

ATTACHMENT G
73 Department Name of Grant Description/Purpose of Grant Requested Grant Amount
Date
Applied Date Due
Status (Grant
Awarded,
Pending Results,
Grant Denied)
Grant Amount Awarded Date Awarded
Non-Competitive Citywide Grants Tracking - FY26 First Quarter Update Community
Development
Department
Santa Clara County
Permanent Local Housing
Allocation (PLHA)
Consortium
CA Dept of Housing & Community Development (HCD) $141,890 12/15/2021 12/30/2021 Grant Awarded to
County PLHA
Consortium
$141,890 4/15/2025
Community
Development
Department
Santa Clara County
Permanent Local Housing
Allocation (PLHA)
Consortium
CA Dept of Housing & Community Development (HCD) $108,754 12/15/2021 12/30/2021 Grant Awarded to
County PLHA
Consortium
$108,754 4/15/2025
Public Works
Bicycle/Pedestrian
Education &
Encouragement
2016 Measure B $61,365 9/8/2022 N/A Grant Awarded $61,365 7/1/2025 Public Works
CalRecycle Beverage
Container Recycling
City/County Payment
Program
Provide opportunities for beverage container recycling. Allowable uses include 2 staff attending annual CA Resource Recovery Association conference, water refill stations, and recycling receptacles. $15,137 12/15/2023 3/1/2026 Awarded $15,137 5/31/2024
Public Works
CalRecycle Beverage
Container Recycling
City/County Payment
Program
Provide opportunities for beverage container recycling. Allowable uses include 2 staff attending annual CA Resource Recovery Association conference, water refill stations, and recycling receptacles. $15,142 10/1/2024 2/2/2027 Awarded $15,142 3/20/2025
Public Works
CalRecycle SB 1383 Local
Assistance Grant Program -
2023 cycle
Grant program meant to provide aid in the implementation of regulation requirements associated with SB 1383. $161,264 11/14/2023 11/15/2023 Grant Awarded $161,264 5/22/2024 Public Works TDA3 Active Transportation Plan $330,000 5/16/2024 5/16/2024 Grant Awarded $330,000 10/3/2024 Disaster
Preparedness
Emergency Management
Performance Grant
(EMPG)
Funds provided by this grant are for the purpose of implementing applicable initiatives under the 2024 EMPG program (see Exhibit E in the MOU for details re: approved expenses)
Grant Awarded $6,250 7/1/2024
Disaster
Preparedness
Cal OES Pass Through
Grant Subaward
Emergency Coordination and communication enhancement in the Emergency Operations Center to support City and regional response.

Areas of interest include upgrading outdated communications systems and improving integration between agencies.
$500,000
5/7/2021
Date Funds
Requested by
West Valley
Cities
Grant Awarded $500,000 6/27/2022
Economic
Development
Cal OES Pass Through
Grant Subaward
Provide a one-time Business Continuity and Resilience program to provide resiliency improvements and technical assistance to businesses in emergency planning. An emphasis will be given to small to medium- size businesses as they normally do not have the resources for preparedness planning.
$500,000
5/7/2021
Date Funds
Requested by
West Valley
Cities
Grant Awarded $500,000 6/27/2022

ATTACHMENT G
74 STATUS FY25-26 EXISTING PROJECTS AND FUNDING

FACILITIES CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
Funds
F1 ADA Improvements
(Annually funded)
This is an ongoing program, funded
annually, to improve accessibility at
all public facilities throughout the City.

Ongoing. FY15-16 $865,000 $975,000 $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.

See below for project status. FY18-19 $1,000,000 $3,363,782 $964,801 $417,312 CAP Allocation FY22-23 $6,470
City funding FY23-24 $1,000,000
CDBG FY23-24 $367,951
CDBG FY24-25 $49,361
City Funding FY25-26 $940,000
F2A Citywide Facilities
Condition
Assessment
Implementation
(FCA)
Renovate Shower/Locker room
facilities at the Sports Center to
address water damage issues causing
safety concerns.

Permit application process initiated.

Construction is postponed to FY26-27
to allocate available funding to other
projects.

F2B Citywide Facilities
Condition
Assessment
Implementation
(FCA)
New Fire Alarm system for the Senior
Center, and baseline specifications for
other facilities. (Externally Funded, in
part)
Awaiting permit from SCC Fire
department. Completion target:

January 2026

CARRYOVERS
6/30/2025

Page 1 of 8 ends

STATUS FY25-26 EXISTING PROJECTS AND FUNDING

Permit application process initiated.

Construction is postponed to FY26-27
to allocate available funding to other
projects.

January 2026

CARRYOVERS
6/30/2025

PUBLIC WORKS DEPARTMENT

CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-5732
TELEPHONE: (408) 777-3354 • FAX: (408) 777-3333
CUPERTINO.GOV
CAPITAL IMPROVEMENT PROGRAMS – STATUS REPORT
Q1 - FY2025 – 2026 (July - September 2025)
November 3, 2025
75 FACILITIES CIP PROJECTS (CONT'D.)
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
Funds
F3Q 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.

Queued awaiting direction on City Hall
facility development.

Architects & Engineers team re-
engaged and documentation is
underway. 2027 July is target
milestone for completion.

FY21-22 $3,000,000 $3,025,000 $2,216,647
City Funding FY21-22 $25,000
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.

Returning to Council for discussion in
December 2025.

FY21-22 $500,000 $500,000 $421,560
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.

Queued due to staffing resources.

Queued. FY19-20 $8,705,438 $9,705,438 $391,912 $1,000,000 CPF FY24-25 $1,000,000
5 subtotal $16,151,908 $1,417,312 $0 $17,569,220 $4,232,748 $1,417,312

CARRYOVERS
6/30/2025

Page 2 of 8 ends

76 PARKS CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
Funds
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.
60% design expected in Q2.

Environmental permitting inquiries
underway.

FY18-19 $8,270,994 $6,850,909 $5,323,850
Acquisition & Annexing 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)
Queued. FY20-21 $600,000 $600,000 $351,421
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.

Ongoing. FY16-17 $400,000 $1,069,682 $7,084
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)
Queued. FY20-21 $1,500,000 $1,500,000 $916,327
4 subtotal $10,020,591 $0 $0 $10,020,591 $6,598,682 $0

CARRYOVERS
6/30/2025

Page 3 of 8 ends

STREETS & INFRASTRUCTURE CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
Funds
ST0 Outfalls Repairs Following the recommendations of the 2024 Outfalls Report
Working with Valley Water to include 3
outfalls in VW work in the Regnart
Creek bed. Will require cost
sharing/agreement.

FY25-26 $950,000 $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)
Soils testing and analysis underway to
determine scope of remediation work.

FY23-24 $172,000 $860,000 $47,000 $188,000
FHWA highway Bridge Program grant FY23-24 $688,000
ST2 McClellan Road
Bridge Replacement
Removal and replacement of the
bridge on McClellan Road near the
entrance to McClellan Ranch
Preserve. (Externally Funded -CA
DOT)
Caltrans required additional
solicitation for engineering services.

Award is now cleared and contract
negotiations will begin. Engineering
work can begin in January 2026.

FY23-24 $5,000,000 $5,850,000 $0 $5,850,000
CPF FY24-25 $850,000
ST5 Street Light
Installation - Annual
Infill
Infill of streetlights as requested by
residents. (Annually funded)
Ongoing. FY17-18 $430,000 $430,000 $142,381 $0
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.

Working with Valley Water to include
Vai Ave outfall replacement in VW
work in the creek bed.

FY24-25 $490,000 $490,000 $434,804 $0
5 subtotal $2,042,000 $6,538,000 $0 $8,580,000 $1,574,184 $6,038,000

CARRYOVERS
6/30/2025

Page 4 of 8 ends

TRANSPORTATION CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
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)
Delays in equipment procurement
have delayed the start of construction
to January 2026.

FY20-21 $350,000 $2,350,000 $452,825 $1,500,000
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)
Queued. 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)
Queued. FY18-19 $150,090 $116,550 $25,658
In-Lieu funds FY18-19 $25,658
City funding FY18-19 $124,432
T5 Roadway Safety
Improvements -
HSIP
High Friction pavement treatment and
speed feedback signage added to
seventeen locations. (Externally
Funded, in part)
Design documentation completed. Bid
documents under development. Bid
expected to last until January/February
2026. Construction can begin in
Spring 2026 will will last 4-6 weeks.

FY24-25 $356,180 $3,561,800 $295,128 $3,205,620
HSIP Grant FY24-25 $3,205,620

CARRYOVERS
6/30/2025

Page 5 of 8 ends

TRANSPORTATION CIP PROJECTS (CONT'D.)
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
Funds
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 &
Apple)
Valley Water supplied comments in
late October 2025. Staff/Engineers are
reviewing the requests.

FY20-21 $600,000 $2,536,000 $0 $1,928,429
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 -
Apple)
Queued. FY20-21 $600,000 $4,785,000 $0 $4,344,106
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 -
Apple)
Queued. FY20-21 $600,000 $600,000 $0 $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)
Projects at Hyannisport Drive and
Tantau/Barnhart initiated.

FY18-19 $250,000 $1,598,363 $250,000 $520,329
Apple Funding FY19-20 $1,221,863
VERBS funding FY22-23 $126,500
8 subtotal $3,207,112 $10,826,620 $3,047,521 $15,581,253 $1,160,341 $12,124,142

CARRYOVERS
6/30/2025

Page 6 of 8 ends

SUSTAINABILITY CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
Funds
SU1 EVCS expansion -
Service Center
The construction of electric vehicle
charging station (EVCS) infrastructure
for the electrification of the City’s fleet
California Air Resources Board (CARB)
regulations. Working with SVCE for
technical assistance.

Estimated Completion: 2026
Working with PG&E and SVCE on the
design and engineering.

FY24-25 $560,000 $560,000 $558,840
SU2 Photovoltaics
Systems Design &
Installation
This project will design-build PV
systems at three locations: Quinlan
Community Center, Cupertino Sports
Center, and Community Hall.

Estimated Completion: 2026
Design and Constuction
documentation underway.

Construction expected Dec 2025 -
April 2026
FY24-25 $6,300,000 $6,300,000 $2,131,667
2 subtotal $6,860,000 $0 $0 $6,860,000 $2,690,507 $0

GENERAL/ADMIN
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
Funds
Capital Project
Support
Supports responses to unusual legal
or permit/regulatory issues or similar
needs that arise on projects and also
allow the expenditures to be assigned
to the specific projects.

Ongoing (does not carry over) $50,000 $50,000 $50,000
CIP Prelim Planning
& Design
Preliminary planning and design
resources.

Ongoing (does not carry over) $125,000 $125,000 $125,000 2 subtotal $175,000 $175,000 $175,000 $0

CARRYOVERS
6/30/2025

Page 7 of 8 ends

COMPLETED PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant
Funding
Developer
Funds
Project Total Remaining City
Funds
(unencumbered)
Remaining Ext'l
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)
Completed. Warranty issues have
arisen and are being addressed. Grant
funding received.

FY18-19 $1,230,000 $4,891,347 $263,167 $0
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
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 ($125,790)
awarded in FY24-25.

Completed, except for a few
accessories that need to be installed.

Grant funding applied for, not yet
received.

FY21-22 $50,000 $1,475,790 $411,742 $125,790
City Funding FY22-23 $1,300,000
EECBG grant FY24-25 $125,790
ST4 City Bridge
Maintenance
Repairs Project
(Bridge Preventive
Maintenance
Program, or BPMP)
Design and implement the repair of
five City bridge as recommended in
the Caltrans Bridge Report along with
additional improvements to prolong
the useful life of the bridges.

Completed, except for final paperwork
filings. Grant funding applied for, not
yet received.

FY15-16 $165,000 $2,176,105 $0 $107,647
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
3 subtotal $5,731,895 $4,341,396 $363,146 $8,543,242 $674,909 $233,437

Page 8 of 8 ends

November 18, 2025
Fiscal Year 2025-26
First Quarter Financial Report
83 How We Ended FY 2024-25
FY 2025-26 1st Quarter Update
Recommended Budget Adjustments
Recommendations and Next Steps
Agenda
284
How We Ended FY 2024-25
85 FY 2024-25 Actual Revenues $115.4
FY 2024-25 Actual Expenditures -$99.6
Change in Fund Balance $15.7
Year-End Actuals – General Fund
($ in Millions)
FY 2024-25 Year-End Fund Balance $181.8
FY 2024-25 Beginning Fund Balance $166.1
86 FY 2025-26 1st Quarter Update
87 FY 2025-26 Amended Budget – By Fund
($ in Millions)
88 General Fund Revenues – Year over Year
89 Expenditure Category
First Quarter
2025
First Quarter
2026 Variance ($) Variance (%)
05 - Employee compensation 4,850,724 4,796,589 (54,136) -1% 10 - Employee benefits 2,323,956 2,135,054 (188,901) -8% 15 - Materials 1,724,239 1,785,910 61,671 4% 20 - Contract services 6,401,334 7,963,667 1,562,333 24% 25 - Cost allocation 2,659,645 2,775,156 115,511 4% 30 - Capital outlays 12,487 - (12,487) -100% 31 - Special projects 81,575 613,288 531,712 652% 35 - Contingencies - 7,400 7,400 N/A 45 - Transfer out 7,349,598 10,594,653 3,245,055 44% 50 - Other financing uses 129,249 87,020 (42,228) -33% Total 25,532,807$ 30,758,738$ 5,225,931$ 20% General Fund Expenditures – Year over Year
90 General Fund - Fund Balance
(in millions)
Note: Q1 Year-End Projections assume budgeted revenues and expenditures are fully collected and incurred. Fund balances do not consider City Council actions after September 30, 2025. 91 Proposed First Quarter
Budget Adjustments
92 Fund Revenue Expense Fund Balance
(use of)
General $265,826 ($195,316) $461,142
Special
Revenue
- ($571,982) $571,982
Capital $244,316 ($42,945) $287,261
Enterprise - ($29,689) $29,689
Internal
Service
($6,514) $165,711 ($172,225)
Total All
Funds
$503,628 ($674,221) $1,177,849
Budget Requests by Fund
93 Recommended Budget Adjustments
94 Recommended Budget Adjustments
95 • No requested changes to staffing
Staffing
96 • As of September 30, 2025, the City Manager’s
Discretionary Fund has only been used for Property
Appraisal Services for 10480 Finch Avenue at a cost
of $7,400
• Staff will continue to report on the use of this fund City Manager Discretionary Fund
97 1. Accept the City Manager’s First Quarter Financial Report for Fiscal Year 2025-26; and

2. Adopt Resolution No. 25-XXX approving Budget
Modification No. 2526-419, decreasing
appropriations by $674,221 and increasing
revenues by $503,628 resulting in a $1,177,849
increase to unassigned fund balance
Recommendations
98 Questions?
99 1

ADMINISTRATIVE SERVICES DEPARTMENT

CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3220
CUPERTINO.GOV

CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 1
Meeting: November 18, 2025

Agenda Item #18

Subject
City Manager’s First Quarter Financial Report for Fiscal Year (FY) 2025 -26; Budget Modification decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance

Recommended Action

1. Accept the City Manager’s First Quarter Financial Report for Fiscal Year 2025-26; and

2. Adopt Resolution No. 25-XXX approving Budget Modification No. 2526-419, decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance

Background:

Staff’s responses to questions received from councilmembers are shown in italics.

Q1: Can you explain how we are beginning the first quarter with $182M and ending it quarter with $155M?
That does not look like things are going in the right direction. Can you explain? I went to opengov and it seems to me that the anticipated sales-tax-revenue is too high.

I would like to understand how the City determined the anticipated sales-tax revenues for 2025/26.

Previously, revenue from tax -sharing agreements with Apple and Insight, see third attachment, were rolled into sales -tax-revenue, so there was no transparency as to how much income we were deriving from these agreements. We all know that the Apple agreement has been terminated. But what about Insight? Please explain how we have anticipated the revenue drop from the loss of that agreement? I haven’t attended all council meetings, but I have not seen mention of the loss of that income. 100

2 In looking at CDTFA data, there have been zero sales -tax income distributions from the state since May 2025. The first attachment is a report that I generated from the CDTFA (I removed the pennies and added commas for the thousands). By comparison, see the second attachment shows the City of Campbell. So you can see that there are six months of zero income for Cupertino where Campbell has these fields populated. There is some explanation on page 11, but can you please provide some more color here? We don’t have transparency on a full six months of data! In detail, why is this happening? And, what do we anticipate that the numbers should be?
According to open gov, it is expected that sales -tax-revenue will rise – I am not that optimistic. Please explain more.

I am glad that we’ll probably have a good year for TOT (hotel tax revenue) with the football Superbowl and the big soccer matches coming, but that will be a one -time revenue opportunity.

Finally, please go through the CIP project status line -by-line, I think that there are some opportunities for savings there.

Staff Response: See excerpt from page 25 of the First Quarter Financial Report staff report:
101

3 The excerpt from the financial report above shows $181.8 million in estimated ending fund balance for FY25. The FY Adopted Budget fund balance number was estimated by taking FY24 beginning fund balance and assuming revenue materializing and all budget being expended for FY 25 and FY 26. As discussed in the report, revenue has exceeded budget across almost all revenue categories and expenditures materialized under budget, this has resulted in an increase in estimated ending fund balance in FY25 that carries over into FY26 beginning balance resulting in an updated year-end estimate of $183 million.

The sales tax sharing agreement with Apple has not been terminated. Unrelated to the agreement , the City has forecasted approximately a 90% drop in sale tax revenue including the direct allocation and pool share due to the impact of the California Department of Tax and Fee Administration (CDTFA) audit and subsequent settlement agreement. The Insight sales tax sharing agreement is due to expire on June 30, 2026, and staff are working with the City Attorney’s Office to determine what action if any the City needs to take in regard to that agreement.

Per the settlement agreement with CDTFA the City has a payback amount due. These payments are processed by reducing the amount an agency would have received in sales tax dollars. The CDTFA is expected to release sales tax revenues generated in calendar quarter three (July – September) during the week of November 17, 2025. Staff will continue to closely monitor these distributions and will update the City Council as new information becomes available.

For FY 2025-26 sales tax revenue is budgeted at $12.0 million, a decrease from prior year’s amended budget. The estimates are made together with our sales tax consultant HDL, considering the CDTFA settlement agreement, any tax sharing agreements, historical trend analysis, and economic analysis based on sales tax sector.

Attachments Provided with Original Staff Report:

102

1 ADMINISTRATIVE SERVICES DEPARTMENT

CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3220
CUPERTINO.GOV

CITY COUNCIL STAFF REPORT

DESK ITEM
Meeting: November 18, 2025

Agenda Item #18

Subject
City Manager’s First Quarter Financial Report for Fiscal Year (FY) 2025 -26; Budget Modification decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance

Recommended Action

1. Accept the City Manager’s First Quarter Financial Report for Fiscal Year 2025-26; and

2. Adopt Resolution No. 25-XXX approving Budget Modification No. 2526-419, decreasing appropriations by $674,221 and increasing revenues by $503,628 resulting in a $1,177,849 increase to unassigned fund balance

Background:

Staff’s responses to questions received from councilmembers are shown in italics.

Q1: I appreciate the level of detail in the latest financial report. While the 2024-25 financial report looks fine, with revenue coming in above expectations (to note, primarily due to mark to market adjustments) and expenses coming in below, the Q1 2025-26 $21.6M deficit raises some questions.

Revenues: How much in sales taxes are we expecting to be returned by CDTFA? Will it be similar to the prior year? Assuming that amount is returned and brings us back to, we still have the $31M in expenses to contend with. Should we be concerned that revenu es and expenses are so greatly imbalanced?
Expenses: There is a $3.2M one -time transfer to capital reserves -- which fund is this exactly? Per the latest ACFR we have a $10M capital projects reserve, $24M economic uncertainty reserve, $124K sustainability reserve and a sales tax repayment reserve (although I believe there have since been changes to this fund). Were we somehow using these reserves and need to replenish them, or are we adding them? 103

2 Staff Response: The city estimates sales tax revenue for Fiscal Year 2025 -26 Adopted Budget is $11.9 million. The current variance in the first quarter revenue is driven by sales tax and not receiving the typical advance disbursement from the California Department of Tax and Fee Administration (CDTFA) due to the settlement agreement. The $31 million dollars spent to date is trending higher than in prior years, but with revenues expected to materialize at the budgeted level at first quarter , we estimate ending the fiscal year utilizing only $1.1 million of the estimated unassigned fund balance. This balance is currently projected at $65.5 million.

The $3.2 million-dollar one-time transfer transferred to the Capital Reserve Fund (429). The $10 million capital project reserve listed in the FY24 ACFR was defunded to assist with funding the sales tax repayment reserve. That reserve is now the “For Future Use” reserve. The City has a policy that outline how these funds can be used and a replenishment process. That policy can be found by going to www.cupertino.org/finance then scroll down and select, budget and reports, scroll down to archive and select Financial Policies and select “Committed, Unassigned Fund Balance, and Use of One Time Funds Policy.”

Attachments Provided with Original Staff Report:

104

CITY OF CUPERTINO
Agenda Item
25-14560 Agenda Date: 12/1/2025
Agenda #: 3.

Subject: Review first quarterly update for the FY 25-27 City Work Program and make modifications with items from the Future Agenda Items requested by Councilmembers ("TBD List") 1) Receive first quarterly update for the FY 2025-27 City Work Program; 2) Review the TBD list and the FY 25-27 City Work Program, make any desired modifications to finalize the council priority projects
CITY OF CUPERTINO Printed on 11/21/2025Page 1 of 1
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105

CITY MANAGER’S OFFICE

CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3212
CUPERTINO.GOV

CITY COUNCIL STAFF REPORT
Date: November 18, 2025
Subject
First Quarterly Update of the FY 25-27 City Work Program and future agenda items requested by City Councilmembers (“TBD List”).

Recommended Action
1) Receive first quarterly update for the FY 2025-27 City Work Program. 2) Review the TBD list and the FY 25-27 City Work Program, make any desired modifications to finalize the council priority projects.

Background
On March 18, 2025, the City Council approved a list of priority items (Attachment A) for inclusion in the FY 2025-2027 City Work Program (CWP). Staff began implementation of these items at the start of this fiscal year. The first quarterly updates for all 23 items are now available on the CWP Dashboard at cupertino.gov/cityworkprogram. A PDF printout of these updates is provided as Attachment B and will also be posted on the CWP webpage.

The TBD List includes a list of future agenda items that have been requested by City Councilmembers that come up during the course of the year, and may not be on the CWP.

These are items that at least two Councilmembers have requested to be added to a future City Council agenda. On October 7, staff presented a list of 16 items for Council consideration and Council accepted all staff recommendations, including considering some items for the current CWP.

Reasons for Recommendation and Available Options
The two-year CWP was adopted in March 2025 with the expectation of reevaluation on an annual basis, originally scheduled for February/March 2026. However, in review of the TBD list in October, the Council wished to consider some items as CWP projects. In order to do so, reviewing the TBD list and the current CWP to assess staff capacity and receive Council direction on modifying the CWP is recommended. Attachment C includes the updated TBD list with staff recommendations. In addition, staff solicited Council feedback on any new items they would like to consider for the CWP, and these items were added to the TBD list (Attachment C). 106

The following items from Attachment C would require significant staff time and are recommended for consideration for the FY 2025–27 CWP:

• Review of Memorial Park
• Ballot Measure on Retail and Rezoning
• Protections for Parkland
• Explore Red Light Cameras in Cupertino
• Public Outreach and Engagement Strategy
• Options for Expanding Housing Element Site Inventory
If Council wishes to add any of these items to the CWP, staff capacity will need to be considered, and some existing projects may need to be deferred to maintain balanced workloads and priorities. If Council does not wish to amend the current CWP, the items on the TBD list will be agendized according to staff workload and agenda capacity during the year or be held for consideration for the next CWP prioritization process.

Sustainability Impact
No sustainability impact.

Fiscal Impact
Funding for the adopted FY 25-27 CWP was included in the FY 25-26 proposed budget adopted on June 3, 2025. Any changes to the CWP may require budget modifications or additional allocations.

City Work Program (CWP) Item/Description
All
Council Goal:

All
California Environmental Quality Act
No California Environmental Quality Act impact.
_____________________________________
Prepared by: Astrid Robles, Senior Management Analyst
Reviewed by: Kirsten Squarcia, Interim Deputy City Manager and City Clerk Floy Andrews, Interim City Attorney
Approved for Submission by: Tina Kapoor, Interim City Manager Attachments:

A – FY 2025-2027 City Work Program
B – Q1 Dashboard Printout
C – TBD List as of November 2025

107
# Project Title Project Description Council Goal Est budget (Not including staff costs) Project Size Lead Department(s) Estimated
Timeline
1 Economic Development for
Retail and Small Businesses

1.1 Streamline permitting process for small businesses

1.3 Create a small business council, provide regulatory support.

1.4 Restore the EDC

1.5 Explore a Grants Analyst Position
Quality of Life,
Fiscal Strategy

0.5 FTE will be requested
during proposed budget

1.1: $100,000

1.2: $100,000

1.3: $0

1.4: $0

1.5: $0
100-71-705 750-260
Large
Community
Development
Year 1 start
2 Permit Streamlining and
Simplification for Small Home
Upgrades
Develop a suite of improvements to (1) improve access to, and (2) speed the processing of permits for small home upgrades so as to enhance compliance and improve overall efficiency. Improve turnaround times. Set SLA' s for staff and outsourced reviewers, customer service KPI' s, templates to reduce back and forth, internal staff expertise to reduce consulting expenses.

Quality of Life
$250,000
100-71-701 750-261
Medium Community
Development
Year 1 start
Year 2 end
3 Financial, Investment, and
Cashflow Policy Review
Review and assess the City’s investment policy and best practices with an analysis of quarterly treasurers report.

Establish a cashflow management policy with the goal to reduce the total percentage in cash from 20% to 2% and to reduce the total percentage in cash and cash-equivalent to at most 10%, on par with other cities.

Fiscal Strategy
$25,000
100-40-400 700-702
Small Administrative
Services
Year 1
4 Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee, and Parkland Impact Fee
Conduct nexus studies to review a range of impact fees, such as Traffic Impact Fee, Retail Impact Fee, BMR Impact Fee, and Parkland Impact Fee, and other means of offsetting conversion of commercial land uses to residential to ensure the impact fees are defensible against legal challenges.

Fiscal Strategy
$1 Million
100-71-705 750-263
265-72-711 750-263
100-80-800 750-263
100-88-844 750-263
Large City Attorney's
Office
Year 2 Start
5 Water Conservation Policies Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize irrigation systems including CUSD use agreement sites.

Environmental
Sustainability
$250,000
100-84-813 750-264
Medium
Public Works Year 1 start
Year 2 end
Final FY 2025-2027 City Work Program
108
6 Enhance Senior Services 6.1 Due to the high cost of senior centers, many seniors have to "age in place", but do still need services typically provided in senior centers, in addition to common home maintenance.

6.2 Utilizing the survey results conducted in 2022 and 2023 to meet the needs of Cupertino seniors

6.3 Consider consultant services similar to Palo Alto or Saratoga Senior Center to enhance services, while reducing cost to the city.

NOTE: Cupertino Age-Friendly could make a presentation on the result of 2023 survey, in collaboration with the city staff.

NOTE: Successful Aging Solutions & Community Consulting (SASCC), who runs the Saratoga Senior Center could provide a free gap analysis and feasibility analysis
Quality of Life $65,000
100-60-601 750-265
Large Parks & Recreation Year 1 start
Year 2 end
7 City Properties: Planning for
Optimal Use
Future planning strategies for Stocklmeir house/garages, Blech House, Blue Pheasant. Goal of judicial use of city-owned properties. Investigate potential purchase of CUSD Finch/Phil property. Include the McClellan Barn and the house at the entrance of Blackberry Farm.

Quality of Life
$200,000
100-80-800 750-266
Medium Public Works Year 1 start
Year 2 end
8 5G Ordinance Prepare an ordinance that regulates small cellular facilities in the public right of way.

Quality of Life $0 Small Public Works Year 1
9 Emergency Operations
Readiness
Review fire, earthquake tornado, active shooter, Tsunami, hazardous transport accident policies; and ensure EOC is active and functioning with a permanent position not consultant running the program.

Quality of Life
$40,000
100-60-601 750-267
Medium Parks & Recreation Year 1 start
Beyond for
completion.
10 Urban Forest
Program
Create an Urban Forest Master Plan that includes an updated and expanded tree list which will increase the number of trees, enhance the City's tree canopy, and promote landscaping throughout the City.

Environmental
Sustainability
$250,000
($110,000 is already
allocated for the tree list
item under the current
CWP.)
100-86-825 750-235
Medium
Public Works Year 1 start
Year 2 end
11 Add notifications for SB 330 and
other projects during the
application and approval process

11.1 Consider a community meeting requirement for any major project application, especially those requiring a general plan amendment, as some other cities have adopted.

11.2 Consider increasing notification radius from 300 feet to 500 feet (or even1000 feet for major projects) for any project application, especially those requiring a general plan amendment.

11.3 Improve notification methods for SB 330 preliminary applications, streamlined projects, not requiring planning/council approval and other projects
Public
Engagement
and
Transparency,
Housing
$10,000
100-71-701 750-268
Small
Community
Development/CMO
Year 1 start
109
12 Unhoused Policies Determine best practices for limited budget smaller cities to manage the unhoused. Review RV practices in surrounding cities for impacts and potential adoption. Review transitional housing outcomes in surrounding cities. Policies to include nimble contingency plans.

Quality of Life $100,000
100-72-720 750-269
Large Community
Development
Year 1 start
Year 2 end
13 City Hall Retrofit and City Hall
Annex Renovation including the
EOC
Implement the previously approved 2022 Council plan with EOC migration Quality of Life $0 Small Public Works Year 1 $2,280,000
# Project Title Project Description Council Goal Est budget (Not including staff costs) Project Size Lead Department(s) Estimated
Timeline
14 Preserve existing and develop
new BMR/ELI Housing
Ongoing CWP Item
Housing $250,000
(Previously Allocated)
100-71-702 750-235
N/A CDD Year 1 start
Year 2 end
15 Residential and Mixed Use
Residential Design Standards
Ongoing CWP Item
Housing, Quality
of Life
$240,000
(Previously Allocated)
100-71-702 750-090
N/A CDD Year 1
16 Speed Limit Lowering (AB 43)
Ongoing CWP Item
Transportation $0 N/A Public Works Year 1
17 Sign Ordinance
Ongoing CWP Item
Quality of Life $200,000
(Previously Allocated)
100-71-702 750-102
N/A CDD Year 1 Start, Year 2
end
18 Active Transportation Plan
Ongoing CWP Item
Transportation $330,000
(Previously Allocated)
100-88-844 750-243
N/A Public Works Year 1
Ongoing CWP Items
Explore opportunities to preserve existing expiring BMR housing.

Develop ELI (Extremely Low Income) and BMR housing units for Developmentally Disabled individuals (IDD) on City-owned property as well as the County-owned sites.

Create objective design standards for residential projects, including ensuring adequate buffers from neighborhood low-density residential development Lower speed limits where feasible pursuant to state adopted Assembly Bill 43 Update Sign Ordinance
This item is a consolidation of existing and new transportation efforts aiming to further goals outlined in the City's Vision Zero Initiative, including:

18.1 Review and update the bike plan

18.2 Review and update the pedestrian plan

18.3 Review current Complete Streets Policy and propose adjustments to create a better interface between all modes of transportation Total Funding for New Projects
110
19 Bicycle Facilities
Ongoing CWP Item
Transportation$50,000
(Previously Allocated)
100-88-844 750-219
N/A Public Works Year 1
1,070,000
3,350,000
Increase the inventory of bicycle facilities and amenities, such as bike racks, citywide.

Total Funding for Ongoing Projects
Total Combined
111
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$200,000.00 $200,000.00 $1,440.31 $198,559.69 11/10/2025 City Manager's Office
Updates
#

Task Status Task
Start
Task End Update %
Completed

1.1 Research In Progress 7/1/2025 3/31/2026 1.1 Staff held individual meetings with County Fire and the Cupertino Sanitary District, external agencies
involved in the permitting approval process, to discuss permitting for small businesses. Staff also engaged
with businesses across different stages of the
permitting process to better understand their overall
experiences with internal and external permitting
process.

1.2 Staff reviewed and analyzed data sources that can
be utilized in the development of the Economic
Development Data Dashboard.

5.00 1.2 Execution
Phase
In Progress 7/1/2025 7/1/2026 1.2 As part of the City’s ongoing Shop Local program, staff implemented two new initiatives: Dine Out for
the 4th in July and Restaurant Week in October. As
part of Restaurant Week’s business support efforts,
staff, in partnership with the Cupertino Chamber of
Commerce, hosted a technical assistance workshop in
October to help businesses learn strategies for
attracting and retaining customers, further
strengthening community engagement and program
visibility. More information can be found on the
Economic Development webpage.

1.2 Staff completed a full upload of active business
license data to the Business Directory database and
added new resource providers to the Business
Resource Directory. Currently, the Business Directory
features more than 1,300 businesses, and the
Resource Directory includes over 40 resource
providers.

30.00 1.1 Streamline permitting process for small businesses

1.2 Retention and recruitment of retail and small businesses: Explore options to support small businesses/startups, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization • Explore more themed events like restaurant week, and other festivals to bring vitality to Cupertino businesses • Improve placemaking in the city and the city's revenue stream Fiscal Strategy
Economic Development for Retail and Small Businesses
1 (Page 1 of 2)
112
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$200,000.00 $200,000.00 $1,440.31 $198,559.69 11/10/2025 City Manager's Office
Updates
#

Task Status Task Start Task End Update %
Completed

1.3 Outreach In Progress 7/1/2025 7/1/2026 1.2 For the Dine Out and Restaurant Week initiatives, staff conducted targeted business
outreach through door-to-door visits, phone
calls and emails. Staff developed promotional
videos and promoted the programs across
the City’s social media channels. The
Chamber also helped with outreach efforts by
encouraging participation.

For increased visibility, a “Dine Local. Dine in
Cupertino.” banner was installed on Stevens
Creek Boulevard and participating businesses
received branded posters and window clings
to display at their storefronts. Yard signs
promoting the campaign were placed in the
public right-of-way throughout the city.

Additionally, staff distributed postcards at
community events to encourage community
participation. Local media coverage also
helped raise awareness and promote
community participation.

30.00 1.4 Closing
Processes
Future 7/1/2026 7/1/2026 Project will be complete upon the conclusion of the execution phase.

0.00 1.1 Streamline permitting process for small businesses

1.2 Retention and recruitment of retail and small businesses: Explore options to support small businesses/startups, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization • Explore more themed events like restaurant week, and other festivals to bring vitality to Cupertino businesses • Improve placemaking in the city and the city's revenue stream Fiscal Strategy
Economic Development for Retail and Small Businesses
1 (Page 2 of 2)
113
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 City Manager's
Office
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Planning
Phase
Complete 7/1/2025 8/31/2025The City Council reinstated the EDC through Ordinance 25-2273, which was approved
following a first reading on July 1, 2025, and a
second reading on July 15, 2025. The
ordinance took effect 30 days later, on August
14, 2025.
100.00

1.2 Outreach Complete 7/1/2025 10/7/2025The application period for the EDC closed on September 2, 2025. The City Council
conducted interviews on September 15, 2025,
and appointed five members representing the
following industries: Hospitality/Tourism,
Technology, Commercial Real Estate,
Education, and Retail/Small Business. On
October 7, 2025, the City Council designated a
primary and alternate representative from the
City Council to the EDC. Information on the
EDC and the new appointees can be found on
the EDC webpage.
100.00

1.3 Design Phase In Progress9/15/202511/30/2025A press release announcing the reinstatement of the EDC was issued on September 19, 2025.

During the week of September 22, staff
facilitated onboarding and orientation
activities, which included administration of the
oath of office, orientation, establishment of
City email accounts, creation of the
Committee’s webpage, and completion of
other administrative setup tasks.

95.00 1.3 Create a small business council, provide regulatory support.1.4 Restore the Economic Development Committee Fiscal Strategy
Small Business Council / Economic Development
2 (Page 1 of 2)
114
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 City Manager's
Office
Updates
#

Task Status Task Start Task End Update %
Completed

1.4 Execution
Phase
Future 11/15/2025 12/31/202
5 The EDC will host its first quarterly meeting
before the end of calendar year 2025, with
regular quarterly meetings to continue
thereafter.

0.00 1.5 Closing
Processes
Future 1/1/2026 6/30/2026 This project will close out once a subcommittee within the EDC is established. This
subcommittee will focus on providing
regulatory support through the formation of a
Small Business Council.

0.00 1.3 Create a small business council, provide regulatory support.1.4 Restore the Economic Development Committee Fiscal Strategy
Small Business Council / Economic Development
2 (Page 2 of 2)
115
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Administrative
Services
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Planning
Phase
Complete 7/1/2025 7/31/2025 Contacted current list of qualified candidates on the MA list to determine
interest. Held selection interviews with
qualified candidates and performed
reference checks of top candidate.
100.00

1.2 Execution
Phase
Complete 8/1/2025 10/31/2025 Did not pursue offer to candidate. Staff pivoted to open recruitment approach for
broader candidate outreach; finalized
preparation for position posting. Position
was posted 9/3 with interviews concluded
by the middle of October.
100.00

1.3 Closing
Processes
In Progress 10/20/2025 12/31/2025 Reference checks and final offer presented to candidate. Start date
anticipated in December.

50.00 Explore a Grants Analyst Position
Fiscal Strategy
Grants Analyst
3 116
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$250,000.00 $250,000.00 $0.00 $250,000.00 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 12/31/2025 Exploration of industry standards and regional practice

50.00 1.2 Planning
Phase
In Progress 1/3/2025 2/20/2026 Compare with existing process and methods/paths to update; identify
potential cost of software update and/or
materials

50.00 1.3 Procurement
Phase
Future 2/20/2026 3/31/2026 If software update and/or new materials are necessary, begin purchasing process.

0.00 1.4 Execution
Phase
Future 4/1/2026 5/29/2026 Update procedures and process and any public handouts, update city website.

0.00 1.5 Closing
Processes
Future 6/1/2026 6/30/2026 Project will be completed once updates have been made.

0.00 Develop a suite of improvements to (1) improve access to, and (2) speed the processing of permits for small home upgrades so as to enhance compliance and improve overall efficiency. Improve turnaround times. Set SLA's for staff and outsourced reviewers, customer service KPI's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses.

Quality of Life
Permit Streamlining and Simplification for Small Home Upgrades 4 117
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$25,000.00 $25,000.00 $0.00 $25,000.00 11/10/2025 Administrative Services
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research Complete 7/1/2025 9/30/2025 1. Investment Policy (IP): Researched other agencies. Additional research still needed
for refinement of policy and quarterly
report

2. Cash Flow Policy (CFP): Researched other
agencies and have begun developing a
policy and cash flow model.
100.00

1.2 Planning
Phase
Complete 7/1/2025 9/30/2025 1. IP: Start drafting policy

2. CFP: Draft policy has been created but
still being refined before ASD and CM
review. Cash flow model is complete and in
test.
100.00

1.3 Execution
Phase
In Progress 10/1/2025 6/30/2026 1. IP: complete policy

2. CFP: complete policy

50.00 Review and assess the City’s investment policy and best practices with an analysis of quarterly treasurers report. Establish a cashflow management policy with the goal to reduce the total percentage in cash from 20% to 2% and to reduce the total percentage in cash and cash-equivalent to at most 10%, on par with other cities.

Fiscal Strategy
Financial, Investment, and Cashflow Policy Review
5118
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$1,000,000.00$1,000,000.00 $0.00 $1,000,000.0011/10/2025 City Attorney's Office
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 10/1/2025 11/30/2026 Research impact fees in other cities and legal parameters for each fee. This item
was intended to start in year 2 but staff
have already begun preliminary
discussions.

20.00 1.2 Planning
Phase
Future 11/30/2026 1/31/2027 Present options and findings to Council and determine next steps.

0.00 1.3 Execution
Phase
Future 1/31/2027 5/31/2027 Implement fees as applicable pending Council direction.

0.00 1.4 Closing
Processes
Future 5/31/2027 6/30/2027 Project will be completed once updates are made.

0.00 Conduct nexus studies to review a range of impact fees, such as Traffic Impact Fee, Retail Impact Fee, BMR Impact Fee, and Parkland Impact Fee, and other means of offsetting conversion of commercial land uses to residential to ensure the impact fees are defensible against legal challenges.

Fiscal Strategy
Defensible Impact Fee Nexus Study for Traffic Impact Fee, Retail Impact Fee, BMR Impact Fee, and Parkland Impact Fee
6 119
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$250,000.00 $250,000.00 $0.00 $250,000.00 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 11/12/2025 1) Locate areas of unprogrammed turf that would facilitate pollinator vegetation.
2) Prepare for pilot study to verify
appropriate water usage.

70.00 1.2 Procurement
Phase
Future 11/12/2025 12/31/2025 1) Procure consultant to prepare drawings for turf conversion.

0.00 1.3 Planning
Phase
In Progress 10/1/2025 7/31/2026 2) Initiate irrigation pilot study to verify appropriate water usage.

25.00 1.4 Design
Phase
Future 1/1/2026 5/31/2026 1) Prepare plans for turf conversion.

Coordinate effort with Sustainability
Commission.

0.00 1.5 Execution
Phase
Future 5/31/2026 7/31/2026 1) Convert turf to pollinator vegetation. 0.00

1.6 Closing
Processes
Future 7/31/2026 9/30/2026 2) Evaluate pilot irrigation program and establish next steps as necessary.

0.00 1) Reduce irrigation while increasing pollinator supporting vegetation (turf conversion).2) Optimize irrigation systems including CUSD use agreement sites.

Environmental Sustainability
Water Conservation Policies
7 120
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$65,000.00 $65,000.00 $951.18 $64,048.82 11/10/2025Parks & Recreation Updates
#

Task Status Task Start Task End Update % Completed

1.1 Research In Progress 7/1/2025 12/31/2025 Work with SASCC to provide the gap and feasibility analysis and bring together a
working group

10.00 1.2 Outreach In Progress 7/1/2025 12/31/2025 Enhance marketing efforts for Senior Center and programs

50.00 1.3 Planning
Phase
In Progress 7/1/2025 12/31/2025 Explore potential external agencies to provide services to enhance Senior Services

50.00 1.4 Execution
Phase
Future 1/1/2026 2/28/2026 Analyze SASCC gap and feasibility analysis results

0.00 1.5 Closing
Processes
Future 3/1/2026 6/30/2026 Share results with the appropriate departments and implement what is feasible

0.00 6.1 Due to the high cost of senior centers, many seniors have to "age in place", but do still need services typically provided in senior centers, in addition to common home maintenance.6.2 Utilizing the survey results conducted in 2022 and 2023 to meet the needs of Cupertino seniors6.3 Consider consultant services similar to Palo Alto or Saratoga Senior Center to enhance services, while reducing cost to the city.NOTE: Cupertino Age-Friendly could make a presentation on the result of 2023 survey, in collaboration with the city staff.NOTE: Successful Aging Solutions & Community Consulting (SASCC), who runs the Saratoga Senior Center could provide a free gap analysis and feasibility analysis Quality of Life
Enhance Senior Services
8 121
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$200,000.00 $200,000.00 $0.00 $200,000.00 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 12/31/2025 Staff to look into various concepts for city properties. Discussions on CUSD/Finch
have occurred during closed sessions since
September 2025.

25.00 1.2 Design
Phase
Future 1/1/2026 4/30/2026 Produce memo with options and develop scope for report.

0.00 1.3 Execution
Phase
Future 5/1/2026 5/31/2026 Present study to Council. 0.00

1.4 Closing
Processes
Future 6/1/2026 6/30/2026 Project complete once Council receives study.

0.00 Future planning strategies for Stocklmeir house/garages, Blech House, Blue Pheasant. Goal of judicial use of city-owned properties. Investigate potential purchase of CUSD Finch/Phil property. Include the McClellan Barn and the house at the entrance of Blackberry Farm.

Quality of Life
City Properties: Planning for Optimal Use
9 122
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Public Works
Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research Complete 7/1/2022 9/30/2022 Researched 5G ordinance regulations in other cities.
100.00

1.3 Execution
Phase
Complete 4/1/2023 10/21/2025 Staff is finalizing a muni code update based on input from City Council. This
update will govern the installation of
wireless small cell facilities within the
Public Right of Way. This was adopted at
the October 21, 2025 City Council
meeting.
100.00

1.4 Closing
Processes
Complete 9/30/2025 11/30/2025 This ordinance will go into effect on November 20.
100.00
Update 5G Ordinance
Quality of Life
5G Ordinance
10 123
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$40,000.00 $40,000.00 $0.00 $40,000.00 11/10/2025 City Manager's Office
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 3/31/2026 Emergency policies are currently being reviewed in order to assess need for
updates.

50.00 1.2 Planning
Phase
In Progress 7/1/2025 2/28/2026 Staff is developing a plan for the EOC activation and the recruitment for a new
Emergency Manager.

60.00 1.3 Execution
Phase
In Progress 9/1/2025 3/1/2026 Updates will be made as necessary to the Emergency policies. EOC activation will
commence in December.

60.00 1.4 Closing
Processes
Future 3/1/2026 6/30/2026 Project will be completed upon completion of EOC activation, Emergency Manager
recruitment, and potential policy updates.

0.00 Review fire, earthquake, tornado, active shooter, tsunami, hazardous transport accident policies; and ensure EOC is active and functioning with a permanent position not consultant running the program.

Quality of Life
Emergency Operations Readiness
11 124
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$250,000.00 $250,000.00 $0.00 $250,000.00 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 11/30/2025 Prepare RFP Documents for Advertising 60.00

1.2 Procurement
Phase
Future 11/30/2025 1/31/2026 Advertise project, select consultant, execute contract.

0.00 1.3 Outreach Future 2/1/2026 9/30/2026 Prepare document and solicit public input.

0.00 1.4 Closing
Processes
Future 10/1/2026 11/30/2026 Accept final plan. 0.00
Create an Urban Forest Master Plan that includes an updated and expanded tree list which will increase the number of trees, enhance the City's tree canopy, and promote landscaping throughout the City.

Environmental Sustainability
Urban Forest Program
12 125
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$10,000.00 $10,000.00 $0.00 $10,000.00 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 11/28/2025 Explore industry standards, regional practices, and legal parameters.

50.00 1.2 Design
Phase
In Progress 12/1/2025 3/27/2026 Consider updates and potential PC/CC review.

25.00 1.3 Execution
Phase
Future 3/30/2026 4/30/2026 Finalize updates to documents, website, CMC.

0.00 1.4 Closing
Processes
Future 5/1/2026 5/30/2026 Project will be completed once updates are finalized.

0.00 1. Consider a community meeting requirement for any major project application, especially those requiring a general plan amendment, as some other cities have adopted.2. Consider increasing notification radius from 300 feet to 500 feet (or even 1000 feet for major projects) for any project application, especially those requiring a general plan amendment.3. Improve notification methods for SB 330 preliminary applications, streamlined projects, not requiring planning/council approval and other projects Public Engagement & Transparency
Add Notifications for SB 330 & Other Projects During the Application & Approval Process
13 126
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$100,000.00 $100,000.00 $0.00 $100,000.00 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research In Progress10/1/202411/30/2025The City of Cupertino has joined with other West Valley Cities to jointly study
opportunities to address issues faced by the
unhoused and will execute a group contract
with GoodCity to conduct the study. The
Needs Analysis portion of the study is
complete and the feasibility portion is
nearing completion.

75.00 1.3 Procurement
Phase
Complete 10/1/2024 4/2/2025 The City Manager was authorized to sign a Memorandum of Understanding to execute
the agreement to join the West Valley Cities
joint feasibility study during the April 2,
2025 City Council meeting.
100.00

1.4 Execution
Phase
Complete 6/30/202511/30/2025 On July 15, 2025, policies on oversized parking and RVs were considered by the
City Council. An ordinance was presented
for first reading on Sep 3, 2025 and
adopted on Sep 16, 2025. Outreach to RV
residents will be coordinated with WVCS
and Sheriff's Office prior to enaction on Oct
16, 2025.
100.00

1.5 Closing
Processes
In Progress11/30/20256/30/2026 Upon completion, the results of the feasibility study will be presented to the City
Council for a study session. The City Council
will also consider other policies related to
RVs and encampment policies will be
considered by Council on November 4,
2025

25.00 Determine best practices for limited budget smaller cities to manage the unhoused. Review RV practices in surrounding cities for impacts and potential adoption. Review transitional housing outcomes in surrounding cities. Policies to include nimble contingency plans.

Quality of Life
Unhoused Policies
14 127
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Public Works
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Design
Phase
In Progress 7/1/2025 6/30/2026 Dialog Consulting to complete design drawings for City Hall Annex and future
EOC.

50.00 1.2 Planning
Phase
In Progress 7/1/2025 11/18/2025 Hold City Hall Study Session for City Hall Retrofit discussion

20.00 1.3 Procurement
Phase
Future 7/1/2026 11/30/2026 1) Procure contractor for City Hall Annex Renovation.
2) Prepare RFP documents for design of
City Hall Retrofit, procure consultant,
execute contract.

0.00 1.4 Design
Phase
Future 2/16/2026 2/15/2027 Prepare Design Drawing for City Hall Retrofit Project

0.00 1.5 Execution
Phase
Future 10/1/2026 7/1/2027 Renovation for City Hall Annex will begin in fall 2026. Construction of retrofit
improvements will begin in early 2027.

0.00 1.6 Closing
Processes
Future 7/1/2027 5/1/2029 The completion of the City Hall annex is scheduled for mid-2027. Retrofit
improvements are tentatively scheduled
for completion summer 2029.

0.00 Implement the previously approved 2022 Council plan with EOC migration1) City Hall Annex Renovation (including the EOC)2) City Hall Retrofit Quality of Life
City Hall Retrofit and City Hall Annex Renovation including the EOC 15 128
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$238,000.00 $238,000.00 $12,208.62 $225,791.38 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research Complete 7/1/2019 10/30/2019 Researched need for ELI developmentally disabled housing and moderate income
housing and determined possible City
locations.
100.00

1.3 Planning
Phase
Complete 7/1/2021 8/16/2022 Scoped affordable housing project with non-profits/developers and worked with
Public Works to determine feasibility of
project on City sites. Had Council study
session March 15. RFP was released in
August .
100.00

1.4 Procurement
Phase
Complete 2/9/2021 4/15/2025 Two responses to the NOFA were received in Feb 2025 for the Mary Ave and Wolf Rd
projects. On Mar 27, 2025 the Housing
Commission recommended providing
funding assistance to both projects. On
April 15, Council approved funding for both
projects.
100.00

1.5 Design
Phase
Complete 12/19/202
4 9/30/2025 Staff studied opportunities for preserving
expiring BMR housing and presented
options. Preserving BMRs through
acquisition was found to be infeasible with
current BMR funds. BMR Anti-Displacement
policy: priority replacement on the waitlist
passed on June 15, 2025. Mary Ave Villas
submitted development application and
study session was held in July.
100.00
Explore opportunities to preserve existing expiring BMR housing. Develop ELI (Extremely Low Income) and BMR housing units for Developmentally Disabled individuals (IDD) on City-owned property as well as the County-owned sites.

Housing
Preserve existing and develop new BMR/ELI Housing
16 (Page 1 of 2)
129
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$238,000.00 $238,000.00 $12,208.62 $225,791.38 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.6 Execution
Phase
In Progress 1/31/2023 12/30/2025 Council selected developer through approval of an ENA for the Mary Avenue
Site in February. Developer to continue
community outreach efforts and submit
application. City Council has authorized $4
million in funding for the development.

Loan documents, BMR agreements, and
land lease are currently being drafted.

Application has been deemed complete and
is currently under review for compliance.

75.00 1.7 Closing
Processes
In Progress 9/30/2025 2/20/2026 Execution of loan, BMR agreement, and land lease expected to be complete in
October 2025. Final step includes entering
into Disposition and Development
Agreement by 2025. Will present final DDA
to Council in early 2026. Construction will
commence.

25.00 Explore opportunities to preserve existing expiring BMR housing. Develop ELI (Extremely Low Income) and BMR housing units for Developmentally Disabled individuals (IDD) on City-owned property as well as the County-owned sites.

Housing
Preserve existing and develop new BMR/ELI Housing
16 (Page 2 of 2)
130
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$240,000.00 $240,000.00 $55,917.75 $184,082.25 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Procurement
Phase
Complete 10/9/2020 4/30/2024 RFP sent out in Oct 2020. Proposals evaluated and RRM Design Group was
selected for this project, but was put on
hold in October 2023. RRM Design Group
contract terminated in late 2023. Council
approved a new agreement with
Placeworks in April 2024.
100.00

1.3 Outreach In Progress 12/1/2024 12/31/2025 A community meeting was held on 2/10/2025 in hybrid format to discuss why
we need objective standards, how they are
different from subjective standards and
how the community can continue to
engage on this subject. Over 20
participants were in attendance.

80.00 1.4 Design
Phase
In Progress 7/31/2025 12/30/2025 Prepare and review draft documents internally.

50.00 1.5 Execution
Phase
In Progress 10/1/2025 2/28/2026 Project review and approval by Planning Commission and City Council.

25.00 1.6 Closing
Processes
Future 3/31/2026 3/31/2026 Complete project, publish final documents on website etc.

0.00 Create objective design standards for residential projects, including ensuring adequate buffers from neighborhood low ‐ density residential development Quality of Life
Residential and Mixed Use Residential Design Standards FY 23 17 131
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Public Works
Updates
#

Task Status Task Start Task End Update % Completed

1.1 Planning
Phase
Complete 7/1/2024 7/1/2024 Staff completed studies on designated corridors with potentially high
concentration of bikes and peds due to
recent bike or ped related
improvements (Blaney, Bubb, Mary,
Prospect, McClellan).
100.00

1.2 Execution
Phase
Complete 7/1/2024 12/31/2024 Staff made adjustment of posted speed limits in the field for initial streets listed
above.
100.00

1.3 Closing
Processes
In Progress 1/1/2025 6/30/2026 Municipal Code Amendments to be adopted upon completion of a
proposed City-wide study, which is
included as a Q1 budget proposal to
collect additional data.

30.00 Lower speed limits where feasible pursuant to state adopted Assembly Bill 43.

Transportation
Speed Limit Lowering (AB 43)
18 132
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$25,000.00 $25,000.00 $0.00 $25,000.00 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research Future 1/1/2026 2/28/2026 In collaboration with CAO, staff will do research to determine what needs to be
changed

0.00 1.2 Procurement
Phase
Future 3/1/2026 4/15/2026 Staff will prepare an RFP for services and based on responses may need to request
budget amendment from Council to
complete scope of work.

0.00 1.3 Design
Phase
Future 5/15/2026 6/15/2026 Staff will refine contract and scope of work with selected consultant.

0.00 1.4 Outreach Future 7/1/2026 7/31/2026 Outreach to the public, including the business community.

0.00 1.5 Design
Phase
Future 8/1/2026 8/31/2026 Staff will work with consultant to determine what changes may be
proposed.

0.00 1.6 Execution
Phase
Future 9/1/2026 11/30/2026 Staff will work with consultant to draft Ordinances and bring for Council
consideration at a public hearing.

0.00 1.7 Closing
Processes
Future 12/1/2026 1/31/2027 Ordinance may be updated upon Council direction.

0.00 Update Sign Ordinance.

Quality of Life
Sign Ordinance
19 133
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$330,000.00 $330,000.00 $307,960.76 $22,039.24 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Procurement
Phase
Complete 7/1/2024 12/31/2024 Agreement executed December 2024. 100.00

1.2 Execution
Phase
In Progress 1/1/2025 5/31/2026 Phase 1 is complete. Project recommendations are being developed
and Phase 2 outreach is underway. An
update has been presented to the Bike
Ped and Planning Commissions. An
update was also provided at the 11/4/25
City Council meeting.

70.00 1.3 Closing
Processes
Future 6/1/2026 6/30/2026 City Council adoption of plan expected June 2026.

0.00 This item is a consolidation of existing and new transportation efforts aiming to further goals outlined in the City's Vision Zero Initiative, including:1) Review and update the bike plan2) Review and update the pedestrian plan3) Review current Complete Streets Policy and propose adjustments to create a better interface between all modes of transportation Transportation
Active Transportation Plan
20 134
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$50,000.00 $50,000.00 $0.00 $50,000.00 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research Complete 10/5/2022 2/15/2023 Staff completed research on bike rack and installation requirements
100.00

1.3 Outreach Complete 10/19/2022 4/16/2025 Staff gathered feedback and recommendations from commissions
100.00

1.4 Planning
Phase
Complete 9/4/2023 4/30/2025 BPC Subcommittee and Rotary finalized locations for bike racks at parks.
100.00

1.5 Execution
Phase
In Progress 5/1/2025 6/30/2026 Decorative bike racks purchased by Rotary have been installed. U-shape racks to be
purchased and installed imminently.

Locations for U-shape rack installations
being investigated.

50.00 1.6 Closing
Processes
Future 6/30/2026 6/30/2026 Project will be complete once bike racks are installed.

0.00 Increase the inventory of bicycle facilities and amenities, such as bike racks, citywide.

Transportation
Bicycle Facilities FY 23
21 135
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Community
Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research Complete 1/30/2024 8/30/2024 CIP and CDD staff completed the research phase by examining multiple Bay Area
jurisdictions.
100.00

1.2 Outreach Complete 9/1/2024 5/31/2025 Study session held at the 9/23/24 Arts and Culture Commission. Staff will return
in early 2025 with modifications to the
existing policy and Municipal Code for
the Commission's review. Staff will
engage with SVCREATES to review
Commission recommendation.
100.00

1.3 Execution
Phase
In Progress 5/19/2025 2/28/2026 Arts and Culture Commission finalizing recommendations in Spring 2025.

Afterwards, this will be brought to the
City Council for a First and Second
Reading. Last revision approved by ACC
on July 28, 2025. Planning Commission
reviewed on September 23, 2025. CC
conducted a study session on October 21,
2025.

75.00 1.4 Closing
Processes
Future 2/28/2026 3/30/2026 Muni Code will be updated based on Council direction.

0.00 Revisit Municipal Code standards for art in public and private development, including the standards in the Municipal Code and developing an Art ‐ in ‐ lieu fee policy.

Quality of Life
Art in Public and Private Areas
22 136
Power BI Desktop
Details
Estimated
Budget
Allocated BudgetBudget Expended /
Encumbered
Budget
Remaining
Last UpdatedLead Department
$50,000.00 $50,000.00 $38,699.70 $11,300.30 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research Complete 1/31/2024 6/1/2025 Staff has completed research and coordination with neighboring jurisdictions
about policy options for new buildings.

Policy options for existing buildings are
currently being assessed in partnership
with regional jurisdictions and contractors.
100.00

1.3 Outreach Complete 8/1/2024 7/31/2025 Workshops and stakeholder calls with local businesses on existing building policies
have been completed. Residential outreach
campaign and survey in progress with
support from a contractor.
100.00

1.4 Execution
Phase
Complete 5/1/2024 4/30/2025 Due to recent legal rulings, a Reach Code replacement for new building electrification
was approved by Council in September
2024. The code became effective in April
2025, following CEC an CBSC approval.
100.00

1.5 Planning
Phase
In Progress 3/1/2025 11/30/2025 Draft policy options for existing buildings electrification will be developed based on
feedback from community and regional
approach.

97.00 Conduct public outreach, policy research, and coordinate with regional efforts to develop policy options for electrification of Cupertino's buildings in light of recent legal rulings inhibiting certain electrification efforts.

Environmental Sustainability
Electrification Study
23 137
C - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
1 Consider a policy to provide access to
documents made available for closed
sessions ahead of time with proper
security measures. Accordingly,
Councilmembers can read the materials
before and after a closed session.

Requestor:

Chao
Seconder:

Moore
At 7/16/24
Council
meeting
On 2/4 Council voted to keep this item on
the TBD list until it is added to the Council
Procedures Manual. Staff recommends
removing this item from this list once it has
been heard by the City Council.
2/4/25
2 Review the Cupertino City Council
Procedures Manual
Requestor:

Chao
Seconder:

Moore
At 12/3/24
Council
meeting
Revisions to the manual were done at the
March 18 City Council Meeting. Staff
recommends removing this item from this
list once it has been heard by the City
Council.
7/1/25
approved by
council to
agendize
3 Restore the previous responsibilities of
the Audit Committee (Motion: An
action item to restore the Audit
Committee’s previous responsibilities.

The motion passed with the following
vote: Ayes: Chao, Moore, and Wang.

Noes: Fruen and Mohan. Abstain:

None. Absent: None).

Requestor:

Chao
At 12/17/24
Council
Meeting
On 2/4 Council voted to agendize this
discussion. On 5/20 Council directed the
Audit Committee to discuss their scope and
bring recommendations to Council. The
Audit Committee discussed this at the July
28 meeting and recommendations were
brought to Council at the October 7 CC
meeting. Council directed this item to return
to the Audit Committee for further
discussion. Staff recommends removing this
item from this list once it has been heard by
the City Council.
2/4/25
approved by
council to
agendize
4 A study session to consider regulations
on sound amplification devices in parks
(Motion: A friendly amendment was
approved to hold a study session on
this item. Add this item to an agenda:

Amend CMC Section 13.04.120 Use of
Requestor:

Moore
Seconder:

Chao
At 9/17/24
Council
meeting
Staff recommends removing this item.

Sound amplification is currently allowed in
parks with a valid City permit as specified
in CMC 13.04.120 Use of Park Property
Section I.
2/4/25
approved by
council to
agendize
138
C - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
Park Property “No person in the park
shall do any of the following: … 1. Use
any system for amplifying sounds,
whether for speech or music or
otherwise, unless an exclusive use
permit is first secured,” as… “No
person in a park shall do any of the
following: … 1. Use any system for
amplifying sounds, whether for speech
or music or otherwise, in an
unreasonable loud manner, unless an
exclusive use permit is for secured,”
where the definition of “unreasonably
loud manner” means “the volume of
sound in the use or operation of any
sound application equipment if such
sound can be heard by a person from
fifty (50) or more feet from the source of
the amplification” (as defined in
Oakland Muni Code)
5 Guidelines and Procedures regarding
Proclamations and Certificates (Motion:

A friendly amendment was approved to
agendize this item as appropriate.)
Requestor:

Chao
1/15/25
added by
email.

Email
attached
below.

Staff recommends removing this item
because each Mayor establishes their own
ceremonial calendar at the beginning of
each year.
2/4/25
approved by
council to
agendize
6 Grant Policy Update Requestor:

Chao
6/13/25
Verbal
Request
This item is tentatively scheduled for
January 2026. Staff recommends keeping
this item on this list until it is agendized.
7/1/25
approved by
139
C - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
Seconder:

Moore
council to
agendize
7 Revisions to Commissioners Handbook
pursuant to updates in the City Council
Procedures Manual (accompanies
amendments from March 2025 to
Procedures Manual)
Requestor:

Chao
Seconder:

Moore
12/3/24 Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
8 A study session on Memorial Park and
the proposed design. Most people I've
spoken to love Memorial Park the way
it is now where it is mostly naturally
space, rather than one jam packed with
stuff in the proposed plan. I hope to
consider a minimalist option with
upgrade of existing features and only
include some low impact features.

And reduce the cost. Maybe we might
refer it to Parks and Rec Commission to
consider options.

Requestor:

Chao
9/23/25
added by
email
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
9 Study Session on updates to the Policies
and Guidelines on Sister Cities,
Friendship Cities, and International
Delegations pertaining to international
travel (Postponed on April 2, 2025)
Requestor:

Chao
Seconder:

Wang
At 3/4/25
Council
meeting
The policy will be coming to Council in
February 2026. Staff recommends removing
this item from this list once it has been
heard by the City Council.

N/A
10 Study session regarding potential ballot
measure to protect frontage retail;
rezoning of mixed-use sites to preserve
retail
Requestor:

Chao
Seconder:
9/15/25
Verbal
Request
and 11/4/25
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
140
C - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
Moore/
Wang
added by
email
11 Consider establishing protections for
parkland, similar to those adopted by
the cities of Sunnyvale and Milpitas
Requestor:

Moore
Seconder:

Chao
9/30/25
Verbal
Request

Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
12 Formation of a City Council
Subcommittee on Festival/Facilities Fee
Waiver Policy
Requestor:

Chao
Seconder:

Moore

9/29/25
Verbal
Request

This item will be drafted as a Council
consent item.

N/A
13 Review of contractual duties and scope
of work for Cupertino Chamber of
Commerce agreement.

Requestor:

Chao
Seconder:

Moore
10/1/25 and
11/10/25
added by
email
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
14 Study Session on various fees; in lieu,
enterprise at BBF and McClellan Ranch,
AB 1600 SB 1
Requestor:

Moore
Seconder:

Chao
Added in
agenda
review
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
15 Study Session to review the Arts &
Culture Commission’s
recommendation to the Municipal Code
standards for art in public and
private development, including the
standards in the Municipal Code and
developing an Art-in-lieu fee policy.
(Application No. MCA-2025-003)
Added by
City Council

Added at
10/21/25
CC
Meeting

Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
141
C - TBD List as of November 2025

# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
16 Review placement, design, and
approval process for bike rack
installations in City parks; Discuss the
type of contract formed with the Rotary
and whether Council or any
commission should have been
consulted
Requestor:

Moore
Seconder:

Chao
11/10/25
added by
email
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
17 Discuss the future of Blackberry Farms
Golf Course
Requestor:

Mohan
Seconder:

Fruen
11/11/25
added by
email
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
18 Discuss the future of Blackberry Farms
Swimming Pool
Requestor:

Mohan
Seconder:

Fruen
11/11/25
added by
email
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
19 Explore Red Light Cameras in
Cupertino
Requestor:

Moore
Seconder:

Chao
10/9/25
verbal
request
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
20 Options for Expanding Housing
Element Site Inventory to Address
Potential Shortfall in Zoned Capacity
Requestor:

Fruen
Seconder:

Mohan
11/12/25
added by
email
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
21 Public outreach and engagement
strategy – establishing citywide
standards to embed meaningful
engagement into every city project
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
142
CITY MANAGER’S OFFICE

CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3212
CUPERTINO.GOV

CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 1
Meeting: November 18, 2025
Agenda Item #19

Subject
Review first quarterly update for the FY 25-27 City Work Program and make modifications with items from the TBD list

Recommended Action
1) Receive first quarterly update for the FY 2025-27 City Work Program; 2) Review the TBD list and the FY 25-27 City Work Program, make any desired modifications to finalize the council priority projects Background:

Council has requested modification to the TBD list (Attachment C). The updated TBD list is provided with this supplemental report as Attachment D. Staff have also updated the Q1 Dashboard Printout (Attachment B) after a resident brought to our attention that it had incorrect page numbers. This is included as Attachment E.

Attachments Provided with Original Staff Report:

A. FY 2025-2027 City Work Program
B. Q1 Dashboard Printout
C. TBD List as of November 2025
Attachments Provided with Supplemental 1:

D. TBD List as of November 2025 – Updated
E. Q1 Dashboard Printout – Updated

143
D - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
1 Consider a policy to provide access to
documents made available for closed
sessions ahead of time with proper
security measures. Accordingly,
Councilmembers can read the materials
before and after a closed session.

Requestor:

Chao
Seconder:

The motion passed with the following
vote: Ayes: Chao, Moore, and Wang.

Noes: Fruen and Mohan. Abstain:

None. Absent: None).

Requestor:

Amend CMC Section 13.04.120 Use of
Requestor:

Moore
Seconder:

Chao
At 9/17/24
Council
meeting
Staff recommends removing this item.

Sound amplification is currently allowed in
parks with a valid City permit as specified
in CMC 13.04.120 Use of Park Property
Section I.
2/4/25
approved by
council to
agendize
144
D - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
Park Property “No person in the park
shall do any of the following: … 1. Use
any system for amplifying sounds,
whether for speech or music or
otherwise, unless an exclusive use
permit is first secured,” as… “No
person in a park shall do any of the
following: … 1. Use any system for
amplifying sounds, whether for speech
or music or otherwise, in an
unreasonable loud manner, unless an
exclusive use permit is for secured,”
where the definition of “unreasonably
loud manner” means “the volume of
sound in the use or operation of any
sound application equipment if such
sound can be heard by a person from
fifty (50) or more feet from the source of
the amplification” (as defined in
Oakland Muni Code)
5 Guidelines and Procedures regarding
Proclamations and Certificates (Motion:

A friendly amendment was approved to
agendize this item as appropriate.)
Requestor:

Chao
1/15/25
added by
email.

Email
attached
below.

Staff recommends removing this item
because each Mayor establishes their own
ceremonial calendar at the beginning of
each year.
2/4/25
approved by
council to
agendize
6 Grant Policy Update Requestor:

Chao
6/13/25
Verbal
Request
This item is tentatively scheduled for
January 2026. Staff recommends removing
7/1/25
approved by
145
D - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
Seconder:

Moore
this item from this list once it has been
heard by the City Council.
council to
agendize
7 Revisions to Commissioners Handbook
pursuant to updates in the City Council
Procedures Manual (accompanies
amendments from March 2025 to
Procedures Manual)
Requestor:

Chao
Seconder:

Moore
12/3/24 Staff recommends removing this item from
this list once it has been heard by the City
Council.

And reduce the cost. Maybe we might
refer it to Parks and Rec Commission to
consider options.

Requestor:

Chao
9/23/25
added by
email
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

Chao
Seconder:

Wang
At 3/4/25
Council
meeting
The policy will be coming to Council in
February 2026. Staff recommends removing
this item from this list once it has been
heard by the City Council.

N/A
10 Study session regarding potential ballot
measure to protect frontage retail;
rezoning of mixed-use sites to preserve
retail
Requestor:

Chao
Seconder:
9/15/25
Verbal
Request
and 11/4/25
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
146
D - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
Moore/
Wang
added by
email
11 Consider establishing protections for
parkland, similar to those adopted by
the cities of Sunnyvale and Milpitas
Requestor:

Moore
Seconder:

Chao
9/30/25
Verbal
Request

Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
12 Formation of a City Council
Subcommittee on Festival/Facilities Fee
Waiver Policy
Requestor:

Chao
Seconder:

Moore

9/29/25
Verbal
Request

This item will be drafted as a Council
consent item.

N/A
13 Review of contractual duties and scope
of work for Cupertino Chamber of
Commerce agreement.

Requestor:

Chao
Seconder:

Moore
10/1/25 and
11/10/25
added by
email
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
14 Study Session on various fees; in lieu,
enterprise at BBF and McClellan Ranch,
AB 1600 SB 1
Requestor:

Moore
Seconder:

Chao
Added in
agenda
review
Staff recommends removing this item from
this list once it has been heard by the City
Council.

Added at
10/21/25
CC
Meeting

Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
147
D - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
16 Review placement, design, and
approval process for bike rack
installations in City parks;
Requestor:

Moore
Seconder:

Chao
11/10/25
added by
email
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
17 Discuss the future of Blackberry Farm
Golf Course - From CIP Budget Book
FY 2024-25: "The current facility that
was constructed in the 1960’s is
functionally outdated and lacks many
of the amenities that are found at
successful golf course operations. The
1960’s irrigation system is failing due to
age, which results in an excessive use of
water and labor to maintain the system.

The increasing retail cost of water
exacerbates the operational inefficiency.

The facilities lack a driving range, and
instructional areas limit their potential
to attract new users. The existing
restaurant needs full renovation in
order to attract banquets, weddings and
other non-golf-related events. This
study would build on the December
2015 report and recommendations
made by the National Golf Foundation,
Inc. The outcome of the study will help
determine the level of investment

Requestor:

Mohan
Seconder:

Fruen
11/11/25
added by
email
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
148
D - TBD List as of November 2025
# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
required in the facility. Study and
public outreach are complete.

Staff will present to City Council for
direction."

When will this matter come before
Council?

18 Discuss the future of Blackberry Farm
Swimming Pool - Improvements to the
two pools at BB Farm needed. Bid and
permit processes were underway. Has
construction been completed?

Requestor:

Mohan
Seconder:

Fruen
11/11/25
added by
email
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
19 Explore Red Light Cameras in
Cupertino
Requestor:

Moore
Seconder:

Chao
10/9/25
verbal
request
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
20 Options for Expanding Housing
Element Site Inventory to Address
Potential Shortfall in Zoned Capacity
Requestor:

Fruen
Seconder:

Mohan
11/12/25
added by
email
Staff recommends considering this item for
the FY 25-27 CWP to discuss status of
current projects and staff capacity to take on
new ones.

N/A
149
D - TBD List as of November 2025

# Requested Item Requestor/
Seconder
Date
Requested
Recommendation/
Council Motion
Date
Council
Approved
22 Approval process for any entity to place
their logo, name, brand, on any City
property
Requestor:

Chao
Seconder:

Moore
11/13/25 in
agenda
review
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
23 Veterans Day Event Support Requestor:

Moore
Seconder:

Chao
11/13/25 in
agenda
review
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
24 Veterans Day Memorial Maintenance Requestor:

Moore
Seconder:

Chao
11/13/25 in
agenda
review
Staff recommends removing this item from
this list once it has been heard by the City
Council.

N/A
150
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$200,000.00 $200,000.00 $1,440.31 $198,559.69 11/10/2025 City Manager's Office
Updates
#

Task Status Task
Start
Task End Update %
Completed

1.2 Staff reviewed and analyzed data sources that can
be utilized in the development of the Economic
Development Data Dashboard.

30.00 1.1 Streamline permitting process for small businesses

1.2 Retention and recruitment of retail and small businesses: Explore options to support small businesses/startups, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization • Explore more themed events like restaurant week, and other festivals to bring vitality to Cupertino businesses • Improve placemaking in the city and the city's revenue stream Fiscal Strategy
Economic Development for Retail and Small Businesses (Page 1 of 2) 1 151
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$200,000.00 $200,000.00 $1,440.31 $198,559.69 11/10/2025 City Manager's Office
Updates
#

Task Status Task Start Task End Update %
Completed

Additionally, staff distributed postcards at
community events to encourage community
participation. Local media coverage also
helped raise awareness and promote
community participation.

30.00 1.4 Closing
Processes
Future 7/1/2026 7/1/2026 Project will be complete upon the conclusion of the execution phase.

0.00 1.1 Streamline permitting process for small businesses

1.2 Retention and recruitment of retail and small businesses: Explore options to support small businesses/startups, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization • Explore more themed events like restaurant week, and other festivals to bring vitality to Cupertino businesses • Improve placemaking in the city and the city's revenue stream Fiscal Strategy
Economic Development for Retail and Small Businesses (Page 2 of 2) 2 152
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 City Manager's
Office
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Planning
Phase
Complete 7/1/2025 8/31/2025 The City Council reinstated the EDC through Ordinance 25-2273, which was approved
following a first reading on July 1, 2025, and a
second reading on July 15, 2025. The
ordinance took effect 30 days later, on August
14, 2025.
100.00

1.2 Outreach Complete 7/1/2025 10/7/2025 The application period for the EDC closed on September 2, 2025. The City Council
conducted interviews on September 15, 2025,
and appointed five members representing the
following industries: Hospitality/Tourism,
Technology, Commercial Real Estate,
Education, and Retail/Small Business. On
October 7, 2025, the City Council designated a
primary and alternate representative from the
City Council to the EDC. Information on the
EDC and the new appointees can be found on
the EDC webpage.
100.00

1.3 Design Phase In Progress 9/15/2025 11/30/2025 A press release announcing the reinstatement of the EDC was issued on September 19, 2025.

95.00 1.3 Create a small business council, provide regulatory support.

1.4 Restore the Economic Development Committee
Fiscal Strategy
Small Business Council / Economic Development (Page 1 of 2) 3 153
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 City Manager's
Office
Updates
#

Task Status Task Start Task End Update %
Completed

1.4 Execution
Phase
Future 11/15/2025 12/31/202
5 The EDC will host its first quarterly meeting
before the end of calendar year 2025, with
regular quarterly meetings to continue
thereafter.

0.00 1.3 Create a small business council, provide regulatory support.

1.4 Restore the Economic Development Committee
Fiscal Strategy
Small Business Council / Economic Development (Page 2 of 2) 4 154
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Administrative
Services
Updates
#

Task Status Task Start Task End Update %
Completed

1.3 Closing
Processes
In Progress 10/20/2025 12/31/2025 Reference checks and final offer presented to candidate. Start date
anticipated in December.

50.00 Explore a Grants Analyst Position
Fiscal Strategy
Grants Analyst
5 155
Power BI Desktop
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$250,000.00 $250,000.00 $0.00 $250,000.00 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 12/31/2025 Exploration of industry standards and regional practice

50.00 1.2 Planning
Phase
In Progress 1/3/2025 2/20/2026 Compare with existing process and methods/paths to update; identify
potential cost of software update and/or
materials

50.00 1.3 Procurement
Phase
Future 2/20/2026 3/31/2026 If software update and/or new materials are necessary, begin purchasing process.

0.00 1.4 Execution
Phase
Future 4/1/2026 5/29/2026 Update procedures and process and any public handouts, update city website.

0.00 1.5 Closing
Processes
Future 6/1/2026 6/30/2026 Project will be completed once updates have been made.

Quality of Life
Permit Streamlining and Simplification for Small Home Upgrades 6 156
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$25,000.00 $25,000.00 $0.00 $25,000.00 11/10/2025 Administrative Services
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research Complete 7/1/2025 9/30/2025 1. Investment Policy (IP): Researched other agencies. Additional research still needed
for refinement of policy and quarterly
report

2. Cash Flow Policy (CFP): Researched other
agencies and have begun developing a
policy and cash flow model.
100.00

1.2 Planning
Phase
Complete 7/1/2025 9/30/2025 1. IP: Start drafting policy

2. CFP: Draft policy has been created but
still being refined before ASD and CM
review. Cash flow model is complete and in
test.
100.00

1.3 Execution
Phase
In Progress 10/1/2025 6/30/2026 1. IP: complete policy

2. CFP: complete policy

Fiscal Strategy
Financial, Investment, and Cashflow Policy Review
7 157
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$1,000,000.00 $1,000,000.00 $0.00 $1,000,000.00 11/10/2025 City Attorney's Office
Updates
#

Task Status Task Start Task End Update %
Completed

20.00 1.2 Planning
Phase
Future 11/30/2026 1/31/2027 Present options and findings to Council and determine next steps.

0.00 1.3 Execution
Phase
Future 1/31/2027 5/31/2027 Implement fees as applicable pending Council direction.

0.00 1.4 Closing
Processes
Future 5/31/2027 6/30/2027 Project will be completed once updates are made.

Fiscal Strategy
Defensible Impact Fee Nexus Study for Traffic Impact Fee, Retail Impact Fee, BMR Impact Fee, and Parkland Impact Fee
8 158
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Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$250,000.00 $250,000.00 $0.00 $250,000.00 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 11/12/2025 1) Locate areas of unprogrammed turf that would facilitate pollinator vegetation.
2) Prepare for pilot study to verify
appropriate water usage.

70.00 1.2 Procurement
Phase
Future 11/12/2025 12/31/2025 1) Procure consultant to prepare drawings for turf conversion.

0.00 1.3 Planning
Phase
In Progress 10/1/2025 7/31/2026 2) Initiate irrigation pilot study to verify appropriate water usage.

25.00 1.4 Design
Phase
Future 1/1/2026 5/31/2026 1) Prepare plans for turf conversion.

Coordinate effort with Sustainability
Commission.

0.00 1.5 Execution
Phase
Future 5/31/2026 7/31/2026 1) Convert turf to pollinator vegetation. 0.00

1.6 Closing
Processes
Future 7/31/2026 9/30/2026 2) Evaluate pilot irrigation program and establish next steps as necessary.

0.00 1) Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). 2) Optimize irrigation systems including CUSD use agreement sites.

Environmental Sustainability
Water Conservation Policies
9 159
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$65,000.00 $65,000.00 $951.18 $64,048.82 11/10/2025 Parks & Recreation Updates
#

Task Status Task Start Task End Update % Completed

1.1 Research In Progress 7/1/2025 12/31/2025 Work with SASCC to provide the gap and feasibility analysis and bring together a
working group

10.00 1.2 Outreach In Progress 7/1/2025 12/31/2025 Enhance marketing efforts for Senior Center and programs

50.00 1.3 Planning
Phase
In Progress 7/1/2025 12/31/2025 Explore potential external agencies to provide services to enhance Senior Services

50.00 1.4 Execution
Phase
Future 1/1/2026 2/28/2026 Analyze SASCC gap and feasibility analysis results

0.00 1.5 Closing
Processes
Future 3/1/2026 6/30/2026 Share results with the appropriate departments and implement what is feasible

0.00 6.1 Due to the high cost of senior centers, many seniors have to "age in place", but do still need services typically provided in senior centers, in addition to common home maintenance.

6.2 Utilizing the survey results conducted in 2022 and 2023 to meet the needs of Cupertino seniors

6.3 Consider consultant services similar to Palo Alto or Saratoga Senior Center to enhance services, while reducing cost to the city.

NOTE: Cupertino Age-Friendly could make a presentation on the result of 2023 survey, in collaboration with the city staff.

NOTE: Successful Aging Solutions & Community Consulting (SASCC), who runs the Saratoga Senior Center could provide a free gap analysis and feasibility analysis Quality of Life
Enhance Senior Services
10 160
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$200,000.00 $200,000.00 $0.00 $200,000.00 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 12/31/2025 Staff to look into various concepts for city properties. Discussions on CUSD/Finch
have occurred during closed sessions since
September 2025.

25.00 1.2 Design
Phase
Future 1/1/2026 4/30/2026 Produce memo with options and develop scope for report.

0.00 1.3 Execution
Phase
Future 5/1/2026 5/31/2026 Present study to Council. 0.00

1.4 Closing
Processes
Future 6/1/2026 6/30/2026 Project complete once Council receives study.

Quality of Life
City Properties: Planning for Optimal Use
11 161
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Public Works
Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research Complete 7/1/2022 9/30/2022 Researched 5G ordinance regulations in other cities.
100.00

1.4 Closing
Processes
Complete 9/30/2025 11/30/2025 This ordinance will go into effect on November 20.
100.00
Update 5G Ordinance
Quality of Life
5G Ordinance
12 162
Power BI Desktop
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Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$40,000.00 $40,000.00 $0.00 $40,000.00 11/10/2025 City Manager's Office
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 3/31/2026 Emergency policies are currently being reviewed in order to assess need for
updates.

50.00 1.2 Planning
Phase
In Progress 7/1/2025 2/28/2026 Staff is developing a plan for the EOC activation and the recruitment for a new
Emergency Manager.

60.00 1.3 Execution
Phase
In Progress 9/1/2025 3/1/2026 Updates will be made as necessary to the Emergency policies. EOC activation will
commence in December.

60.00 1.4 Closing
Processes
Future 3/1/2026 6/30/2026 Project will be completed upon completion of EOC activation, Emergency Manager
recruitment, and potential policy updates.

Quality of Life
Emergency Operations Readiness
13 163
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$250,000.00 $250,000.00 $0.00 $250,000.00 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 11/30/2025 Prepare RFP Documents for Advertising 60.00

1.2 Procurement
Phase
Future 11/30/2025 1/31/2026 Advertise project, select consultant, execute contract.

0.00 1.3 Outreach Future 2/1/2026 9/30/2026 Prepare document and solicit public input.

Environmental Sustainability
Urban Forest Program
14 164
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$10,000.00 $10,000.00 $0.00 $10,000.00 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research In Progress 7/1/2025 11/28/2025 Explore industry standards, regional practices, and legal parameters.

50.00 1.2 Design
Phase
In Progress 12/1/2025 3/27/2026 Consider updates and potential PC/CC review.

25.00 1.3 Execution
Phase
Future 3/30/2026 4/30/2026 Finalize updates to documents, website, CMC.

0.00 1.4 Closing
Processes
Future 5/1/2026 5/30/2026 Project will be completed once updates are finalized.

0.00 1. Consider a community meeting requirement for any major project application, especially those requiring a general plan amendment, as some other cities have adopted.

2. Consider increasing notification radius from 300 feet to 500 feet (or even 1000 feet for major projects) for any project application, especially those requiring a general plan amendment.

3. Improve notification methods for SB 330 preliminary applications, streamlined projects, not requiring planning/council approval and other projects
Public Engagement & Transparency
Add Notifications for SB 330 & Other Projects During the Application & Approval Process
15 165
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$100,000.00 $100,000.00 $0.00 $100,000.00 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research In Progress 10/1/2024 11/30/2025 The City of Cupertino has joined with other West Valley Cities to jointly study
opportunities to address issues faced by the
unhoused and will execute a group contract
with GoodCity to conduct the study. The
Needs Analysis portion of the study is
complete and the feasibility portion is
nearing completion.

1.4 Execution
Phase
Complete 6/30/2025 11/30/2025 On July 15, 2025, policies on oversized parking and RVs were considered by the
City Council. An ordinance was presented
for first reading on Sep 3, 2025 and
adopted on Sep 16, 2025. Outreach to RV
residents will be coordinated with WVCS
and Sheriff's Office prior to enaction on Oct
16, 2025.
100.00

1.5 Closing
Processes
In Progress 11/30/2025 6/30/2026 Upon completion, the results of the feasibility study will be presented to the City
Council for a study session. The City Council
will also consider other policies related to
RVs and encampment policies will be
considered by Council on November 4,
2025

Quality of Life
Unhoused Policies
16 166
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Public Works
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Design
Phase
In Progress 7/1/2025 6/30/2026 Dialog Consulting to complete design drawings for City Hall Annex and future
EOC.

50.00 1.2 Planning
Phase
In Progress 7/1/2025 11/18/2025 Hold City Hall Study Session for City Hall Retrofit discussion

0.00 1.4 Design
Phase
Future 2/16/2026 2/15/2027 Prepare Design Drawing for City Hall Retrofit Project

0.00 1.5 Execution
Phase
Future 10/1/2026 7/1/2027 Renovation for City Hall Annex will begin in fall 2026. Construction of retrofit
improvements will begin in early 2027.

0.00 1.6 Closing
Processes
Future 7/1/2027 5/1/2029 The completion of the City Hall annex is scheduled for mid-2027. Retrofit
improvements are tentatively scheduled
for completion summer 2029.

0.00 Implement the previously approved 2022 Council plan with EOC migration 1) City Hall Annex Renovation (including the EOC)
2) City Hall Retrofit
Quality of Life
City Hall Retrofit and City Hall Annex Renovation including the EOC 17 167
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$238,000.00 $238,000.00 $12,208.62 $225,791.38 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research Complete 7/1/2019 10/30/2019 Researched need for ELI developmentally disabled housing and moderate income
housing and determined possible City
locations.
100.00

Housing
Preserve existing and develop new BMR/ELI Housing (Page 1 of 2) 18 168
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Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$238,000.00 $238,000.00 $12,208.62 $225,791.38 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

Loan documents, BMR agreements, and
land lease are currently being drafted.

Application has been deemed complete and
is currently under review for compliance.

Housing
Preserve existing and develop new BMR/ELI Housing (Page 2 of 2) 19 169
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Details
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$240,000.00 $240,000.00 $55,917.75 $184,082.25 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

80.00 1.4 Design
Phase
In Progress 7/31/2025 12/30/2025 Prepare and review draft documents internally.

50.00 1.5 Execution
Phase
In Progress 10/1/2025 2/28/2026 Project review and approval by Planning Commission and City Council.

25.00 1.6 Closing
Processes
Future 3/31/2026 3/31/2026 Complete project, publish final documents on website etc.

0.00 Create objective design standards for residential projects, including ensuring adequate buffers from neighborhood low‐density residential development
Quality of Life
Residential and Mixed Use Residential Design Standards FY 23 20 170
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Public Works
Updates
#

Task Status Task Start Task End Update % Completed

1.2 Execution
Phase
Complete 7/1/2024 12/31/2024 Staff made adjustment of posted speed limits in the field for initial streets listed
above.
100.00

30.00 Lower speed limits where feasible pursuant to state adopted Assembly Bill 43.

Transportation
Speed Limit Lowering (AB 43)
21 171
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Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$25,000.00 $25,000.00 $0.00 $25,000.00 11/10/2025 Community Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research Future 1/1/2026 2/28/2026 In collaboration with CAO, staff will do research to determine what needs to be
changed

0.00 1.2 Procurement
Phase
Future 3/1/2026 4/15/2026 Staff will prepare an RFP for services and based on responses may need to request
budget amendment from Council to
complete scope of work.

0.00 1.3 Design
Phase
Future 5/15/2026 6/15/2026 Staff will refine contract and scope of work with selected consultant.

0.00 1.4 Outreach Future 7/1/2026 7/31/2026 Outreach to the public, including the business community.

0.00 1.5 Design
Phase
Future 8/1/2026 8/31/2026 Staff will work with consultant to determine what changes may be
proposed.

0.00 1.6 Execution
Phase
Future 9/1/2026 11/30/2026 Staff will work with consultant to draft Ordinances and bring for Council
consideration at a public hearing.

0.00 1.7 Closing
Processes
Future 12/1/2026 1/31/2027 Ordinance may be updated upon Council direction.

0.00 Update Sign Ordinance.

Quality of Life
Sign Ordinance
22 172
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$330,000.00 $330,000.00 $307,960.76 $22,039.24 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Procurement
Phase
Complete 7/1/2024 12/31/2024 Agreement executed December 2024. 100.00

70.00 1.3 Closing
Processes
Future 6/1/2026 6/30/2026 City Council adoption of plan expected June 2026.

0.00 This item is a consolidation of existing and new transportation efforts aiming to further goals outlined in the City's Vision Zero Initiative, including:
1) Review and update the bike plan
2) Review and update the pedestrian plan
3) Review current Complete Streets Policy and propose adjustments to create a better interface between all modes of transportation
Transportation
Active Transportation Plan
23 173
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$50,000.00 $50,000.00 $0.00 $50,000.00 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research Complete 10/5/2022 2/15/2023 Staff completed research on bike rack and installation requirements
100.00

1.3 Outreach Complete 10/19/2022 4/16/2025 Staff gathered feedback and recommendations from commissions
100.00

1.4 Planning
Phase
Complete 9/4/2023 4/30/2025 BPC Subcommittee and Rotary finalized locations for bike racks at parks.
100.00

1.5 Execution
Phase
In Progress 5/1/2025 6/30/2026 Decorative bike racks purchased by Rotary have been installed. U-shape racks to be
purchased and installed imminently.

Locations for U-shape rack installations
being investigated.

50.00 1.6 Closing
Processes
Future 6/30/2026 6/30/2026 Project will be complete once bike racks are installed.

0.00 Increase the inventory of bicycle facilities and amenities, such as bike racks, citywide.

Transportation
Bicycle Facilities FY 23
24 174
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$0.00 $0.00 $0.00 $0.00 11/10/2025 Community
Development
Updates
#

Task Status Task Start Task End Update %
Completed

1.1 Research Complete 1/30/2024 8/30/2024 CIP and CDD staff completed the research phase by examining multiple Bay Area
jurisdictions.
100.00

1.3 Execution
Phase
In Progress 5/19/2025 2/28/2026 Arts and Culture Commission finalizing recommendations in Spring 2025.

75.00 1.4 Closing
Processes
Future 2/28/2026 3/30/2026 Muni Code will be updated based on Council direction.

0.00 Revisit Municipal Code standards for art in public and private development, including the standards in the Municipal Code and developing an Art‐in‐lieu fee policy.

Quality of Life
Art in Public and Private Areas
25 175
Power BI Desktop
Details
Estimated
Budget
Allocated Budget Budget Expended /
Encumbered
Budget
Remaining
Last Updated Lead Department
$50,000.00 $50,000.00 $38,699.70 $11,300.30 11/10/2025 Public Works Updates
#

Task Status Task Start Task End Update %
Completed

1.2 Research Complete 1/31/2024 6/1/2025 Staff has completed research and coordination with neighboring jurisdictions
about policy options for new buildings.

Policy options for existing buildings are
currently being assessed in partnership
with regional jurisdictions and contractors.
100.00

1.5 Planning
Phase
In Progress 3/1/2025 11/30/2025 Draft policy options for existing buildings electrification will be developed based on
feedback from community and regional
approach.

Environmental Sustainability
Electrification Study
26 176

Cupertino City CouncilDecember 1, 2025

Cupertino City Council
December 1, 2025