CC 03-03-2026 Searchable Packet.pdf — Cupertino City Council, March 3, 2026 (part 2 of 3)

SIGNED:

________
Kitty Moore, Mayor
City of Cupertino

________________________
Date
ATTEST:

________
Lauren Sapudar, Deputy City Clerk

________________________
Date

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Attachment B

Exhibit A

General Fund 663,616 18,478 (645,138) Special Revenue Funds - - - Capital Project Funds - - - Enterprise Funds - - - Internal Service Funds - 131,100 131,100 Total Appropriation
Amendment All Funds $ 663,616 $ 149,578 $ (514,038) Fund Balance
(Use of)
Appropriation
Amendment by Fund
Revenue
Amendment
Appropriation
Amendment
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Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 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 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 Irrigation Controller Settlement 87,428 Budget Carryover 100  General Fund Laserfiche Planning Map Scanning 726 Budget Carryover 100  General Fund Marina Plaza 23,317
Budget Carryover 100  General Fund Materials Bunker Repair 52,014 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 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 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 Inspections 5,406,634 Budget Carryover 100  General Fund VTC Plan Check 11,999,999 Budget Carryover 100  General Fund Westport 30,339
Budget Carryover 100  General Fund Moss Adams Grants Project 17,113 TOTAL GENERAL FUND 28,105,391
Budget Carryover 230  Env Mgmt Cln Crk Strm Drain Root removal and other system repairs 469,907 Budget Carryover 265  BMR Housing Develop ELI Housing 235,296 192
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Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
Budget Carryover 270   Transportation Fund BPMP Bridge Rehab Minor Project 107,646 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 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 RE VENUE FUNDS 17,269,837
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 (formerly10455 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 Im pl 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 Impro 7,084 Budget Carryover 420  Capital Improvement Fund McClellan Road Bridge Replacement (two grants) 5,850,000 Budget Carryover 420  Capital Improvement Fund Playground Equipment (Creek side & Varian) 916,327 Budget Carryover 420  Capital Improvement Fund PV Systems Design & Installation 2,131,667 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 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 22,691,140
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 Adm in 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 41,761 193
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Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
TOTAL INTERNAL SERVICE FUNDS 96,963
TOTAL BUDGET CARRYOVERS 68,344,943
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Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
COUNCIL ACTIONS
Council Action 100   General Fund Addition of Assist Dir. PR 291,532 Council Action 100   General Fund Removal of ACM (399,323) Council Action 100  General Fund New Budget no CEA, w Negotiations 1,014,273 Council Action 100  General Fund Labor Negotiations 1,014,270 Council Action 100  General Fund RVS JE 2026‐1131 New Budget no CEA, w Negotiations (1,014,273) Council Action 100  General Fund ADA Baseline Assessment & Action Plan 50,687 Council Action 100  General Fund City Hall Improvements project increase 2,500,000 2,500,000 TOTAL GENERAL FUND 3,457,166
Council Action 230  Env Mgmt Cln Crk Strm Drain New Budget no CEA, w Negotiations 19,339 Council Action 230  Env Mgmt Cln Crk Strm Drain Labor Negotiations 19,339 Council Action 230  Env Mgmt Cln Crk Strm Drain RVS JE 2026‐1131 New Budget no CEA, w Negotiations (19,339) Council Action 270  Transportation Fund New Budget no CEA, w Neg otiations 56,193 Council Action 270  Transportation Fund Labor Negotiations 56,193 Council Action 270  Transportation Fund RVS JE 2026‐1131 New Budget no CEA, w Negotiations (56,193) TOTAL SPECIAL REVENUE FUNDS 75,532
Council Action 420  Capital Improvement Fund City Hall Improvements project increase 2,500,000 2,500,000 TOTAL SPECIAL REVENUE FUNDS 2,500,000
Council Action 520  Resource Recovery New Budget no CEA, w Negotiations 6,559 Council Action 520  Resource Recovery Labor Negotiations 6,559 Council Action 520  Resource Recovery RVS JE 2026‐1131 New Budget no CEA, w Negotiations (6,559) Council Action 560  Blackberry Farm New Budget no CEA, w Negotiations 4,209 Council Action 560  Blackberry Farm Labor Negotiations 4,209 Council Action 560  Blackberry Farm RVS JE 2026‐1131 New Budget no CEA, w Negotiations (4,209) Council Action 560  Blackberry Farm BBF Golf Course Maintenance Agreement Jan 26‐ June 26 125,000 Council Action 570  Sports Center New Budget no CEA, w Negotiations 10,533 Council Action 570  Sports Center Labor Negotiations 10,533 Council Action 570  Sports Center RVS JE 2026‐1131 New Budget no CEA, w Negotiations (10,533) Council Action 580  Recreation Program New Budget no CEA, w Negotiations 6,393 Council Action 580  Recreation Program Labor Negotiations 6,393 Council Action 580  Recreation Program RVS JE 2026‐1131 New Budget no CEA, w Neg otiations (6,393) TOTAL ENTERPRISE FUNDS 152,694
Council Action 610  Innovation & Technology New Budget no CEA, w Negotiations 74,632 Council Action 610  Innovation & Technology Labor Negotiations 74,632 195
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Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
Council Action 610   Innovation & Technology RVS JE 2026‐1131 New Budget no CEA, w Negotiations (74,632) Council Action 620  Workersʹ Compensation New Budget no CEA, w Negotiations 1,868 Council Action 620  Workersʹ Compensation Labor Negotiations 1,868 Council Action 620  Workersʹ Compensation RVS JE 2026‐1131 New Budget no CEA, w Negotiations (1,868) Council Action 630  Vehicle/Equip Replacement New Budget no CEA, w Negotiations 22,477 Council Action 630  Vehicle/Equip Replacement Labor Neg otiations 22,477 Council Action 630  Vehicle/Equip Replacement RVS JE 2026‐1131 New Budget no CEA, w Negotiations (22,477) TOTAL INTERNAL SERVICE FUNDS 98,977
TOTAL COUNCIL ACTIONS 6,284,369
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Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
FIRST QUARTER ADJUSTMENTS
First Quarter Adjustment 100  General Fund 4th of July 140,000 First Quarter Adjustment 100  General Fund CAP Reallocation (892,702) First Quarter Adjustment 100  General Fund Citation Processing Center ‐ Fees 30,000 First Quarter Adjustment 100  General Fund CRM Software Solution 15,000 First Quarter Adjustment 100  General Fund GF HSG Grant Contracts 79,000 First Quarter Adjustment 100  General Fund I&T ‐ Video ‐ Operational Enhancements ‐ Small Tools 7,000 First Quarter Adjustment 100  General Fund Plan Review Services ‐ Toll Brothers 175,000 First Quarter Adjustment 100  General Fund PW ‐ Facilities 100‐87‐828 ‐ Library HVAC VFD Replacement 20,000 First Quarter Adjustment 100  General Fund PW ‐ Transportation 844 ‐ Traffic Data Collection 200,000 First Quarter Adjustment 100  General Fund PW ‐ TreesROW 261 Trail Maintenance ‐ Bridge Fencing 7,000 First Quarter Adjustment 100  General Fund PW ‐ TreesROW 825 Street Tree Maintenance ‐ Budget Amendment 24,386 TOTAL GENERAL FUND (195,316)
First Quarter Adjustment
230  Env Mgmt Cln Crk Strm Drain CAP Reallocation (55,167) First Quarter Adjustment 270  Transportation Fund CAP Reallocation (131,216) First Quarter Adjustment 270  Transportation Fund PW DEFUND ‐ Bollinger Rd 106,400 First Quarter Adjustment 270  Transportation Fund PW DEFUND ‐ McClellan Rd Separated Bike Ph3 99,632 First Quarter Adjustment 270  Transportation Fund RV Ordinance Signage 40,000 TOTAL SPECIAL REVENUE FUNDS 59,649
First Quarter Adjustment 420  Capital Improvement Fund PW DEFUND ‐ BBF Park Pool Im prov 32,751 First Quarter Adjustment 420  Capital Improvement Fund PW DEFUND ‐ De Anza Blvd Buffered Bike Lanes 5,533 TOTAL CAPITAL PROJECT FUNDS 38,284
First Quarter Adjustment 570  Sports Center CAP Reallocation (29,689) TOTAL ENTERPRISE FUNDS (29,689)
First Quarter Adjustment 610  Innovation & Technology Accessibility, Security, and Operational Updates 15,000 First Quarter Adjustment 610  Innovation & Technology Control Room Project AV Systems Upgrade 131,100 First Quarter Adjustment 610  Innovation & Technology Control Room Project Tech Refresh ‐ Reimbursement 72,500 First Quarter Adjustment 610  Innovation & Technology Operational Enhancements 25,000 First Quarter Adjustment 630  Vehicle/Equip Replacement CAP Reallocation (77,889) TOTAL INTERNAL SERVICE FUNDS 165,711
TOTAL FIRST QUARTER ADJUSTMENTS 38,639
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Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
ENCUMBRANCE CARRYOVERS
Encumbrance Carryover 100  General Fund Year End Soft Close 95,000 Encumbrance Carryover 100  General Fund Year End Soft Close 10,000 Encumbrance Carryover 100  General Fund Year End Soft Close 1,035,180 Encumbrance Carryover 100  General Fund Year End Soft Close 1,175,979 Encumbrance Carryover 100  General Fund Year End Soft Close 9,451 Encumbrance Carryover 100  General Fund Year End Soft Close 16,735 Encumbrance Carryover 100  General Fund Year End Soft Close 50,055 Encumbrance Carryover 100  General Fund Year End Soft Close 16,373 Encumbrance Carryover 100  General Fund Year End Soft Close 48,760 Encumbrance Carryover 100  General Fund Year End Soft Close 1,513,706 Encumbrance Carryover 100  General Fund Year End Soft Close 96,792 Encumbrance Carryover 100  General Fund Year End Soft Close 1,498,550 Encumbrance Carryover 100  General Fund Year End Soft Close 1,380,208 Encumbrance Carryover 100  General Fund Year End Soft Close 207,754 Encumbrance Carryover 100  General Fund PO2025‐254 carryover adj 3,000 Encumbrance Carryover 100  General F und PO2022‐471 carryover adj 5,000 TOTAL GENERAL FUND 7,162,543
Encumbrance Carryover 230  Env Mgmt Cln Crk Strm Drain Year End Soft Close 42,281 Encumbrance Carryover 230  Env Mgmt Cln Crk Strm Drain Year End Soft Close 60,000 Encumbrance Carryover 230  Env Mgmt Cln Crk Strm Drain Year End Soft Close 28,961 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 Year End Soft Close 26,310
Encumbrance Carryover 270  Transportation Fund Year End Soft Close 972,592 Encumbrance Carryover 270  Transportation Fund Year End Soft Close 34,666 Encumbrance Carryover 270  Transportation Fund Reverse PO 2025‐542 soft close (134,653) 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 649,164 Encumbrance Carryover 420  Capital Improvement Fund Year End Soft Close 7,428,747 Encumbrance Carryover 420  Capital Improvement Fund Year End Soft Close 120,625 TOTAL CAPITAL PROJECT FUNDS 8,198,536
Encumbrance Carryover 520  Resource Recovery Year End Soft Close 2,646 Encumbrance Carryover 520  Resource Recovery Year End Soft Close 412,364 Encumbrance Carryover 520  Resource Recovery Year End Soft Close 32,246 Encumbrance Carryover 520  Resource Recovery Year End Soft Close 28,961 198
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Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025
Attachment C
Budget Adjustment Type Fund Description Amount
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 Year End Soft Close 461,648 Encumbrance Carryover 630  Vehicle/Equip Replacement Year End Soft Close 96,709 Encumbrance Carryover 630  Vehicle/Equip Replacement Year End Soft Close 117,138 Encumbrance Carryover 630  Vehicle/Equip Replacement carryover PO 2025‐432 (Turf Star) 33,632 TOTAL INTERNAL SERVICE FUNDS 712,952
TOTAL ENCUMBRANCE CARRYO VERS 18,214,571
BUDGET CARRYOVER, COUNCIL APPROVED ADJUSTMENT, AND ENCUMBRANCE CARRYOVER TOTAL 92,882,522 FY 2025‐26 ADOPTED BUDGET 136,066,401
FY 2024‐25 AMENDED BUDGET AS DECEMBER 31, 2025 228,948,923$ 199
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Budget Transfers as of December 31, 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 Revenue 946 100‐61‐605 501‐501 ‐ Employee Benefits PT Medicare Transfer Big Bunny 5K Budget and Revenue 14 100‐61‐605 501‐519 ‐ Employee Benefits PT PARS Transfer Big Bunny 5K Budget and Revenue 12 100‐61‐605 600‐602 ‐ Materials Printing and Duplication Transfer Big Bunny 5K Budget and Revenue 700 100‐61‐605 600‐604 ‐ Materials Postage Transfer Big Bunny 5K Budget and Revenue 800 100‐61‐605 600‐613 ‐ Materials General Supplies Transfer Big Bunny 5K Budget an d Revenue 15,934 100‐61‐605 700‐702 ‐ Contract Services General Service Agreement Transfer Big Bunny 5K Budget and Revenue 2,400 100‐61‐605 700‐704 ‐ Contract Services Insurance Fees, Claims, Premiums Transfer Big Bunny 5K Budget and Revenue 2,250 100‐62‐640 500‐502 ‐ Employee Compensation Salaries Part Time Transfer Big Bunny 5K Budget and R evenue (946) 100‐62‐640 501‐501 ‐ Employee Benefits PT Medicare Transfer Big Bunny 5K Budget and Revenue (14) 100‐62‐640 501‐519 ‐ Employee Benefits PT PARS Transfer Big Bunny 5K Budget and Revenue (12) 100‐62‐640 600‐602 ‐ Materials Printing and Duplication Transfer Big Bunny 5K Budget and Revenue (700) 100‐62‐640 600‐604 ‐ Materials Postage Transfer Big Bunny 5K Budget and Revenue (800) 100‐62‐640 600‐613 ‐ Materials General Supplies Transfer Big Bunny 5K Budget and Revenue (15,934) 100‐62‐640 700‐702 ‐ Contract Services General Service Agreement Transfer Big Bunny 5K Budget and Revenue (2,400) 100‐62‐640 700‐704 ‐ Contract Services Insurance Fees, Claims, Premiums Transfer Big Bunny 5K Bu dget and Revenue (450) 100‐62‐640 700‐705 ‐ Contract Services Law Enforcement Services Transfer Big Bunny 5K Budget and Revenue (1,800) ‐
570‐63‐621 600‐608 ‐ Materials Sml Tools and Equipment Transfer Sports Center Gate budget to Fixed Asset account (26,818) 570‐63‐621 900‐945 ‐ Capital Outlay Fixed Asset Acquisition Transfer Sports Cent er Gate budget to Fixed Asset account 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 ‐
100‐73‐714 600‐613 ‐ Materials General Supplies transferring to consolidate funds to re cord expense correctly (427) 100‐73‐715 600‐613 ‐ Materials General Supplies transferring to consolidate funds to record expense correctly (1,372) 100‐74‐202 600‐601 ‐ Materials General Office Supplies transferring to consolidate funds to record expense correctly (129) 100‐74‐202 600‐602 ‐ Materials Printing and Duplication transferring to consolidate funds to record expense correctly (120) 100‐74‐202 600‐608 ‐
Materials Sml Tools and Equipment transferring to consolidate funds to record expense correctly (250) 200
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Budget Transfers as of December 31, 2025 Attachment D
GL Account Description Amount
100‐74‐202 600‐611 ‐ Materials Uniforms/Safety Appar transferring to consolidate funds to record expense correctly (520) 100‐74‐202 600‐613 ‐ Materials General Supplies transferring to consolidate funds to record expense correctly 7,123 100‐74‐202 600‐629 ‐ Materials Conference and Training transferring to consolidate funds to record expense correctly (824) 100‐74‐202 719‐705 ‐ Co ntingencies Contingencies transferring to consolidate funds to record expense correctly (3,481) ‐
100‐84‐808 700‐702 ‐ Contract Services General Service Agreement Transfer vegetation management funds into one Grounds GL 813 (15,000) 100‐84‐811 700‐702 ‐ Contract Services General Service Agreement Transfer vegetation management funds into one Grounds GL 813 (30,000) 100‐84‐812 700‐702 ‐ Contract Services General Service Agreement Transfer vegetation management funds into one Grounds GL 813 (10,000) 100‐84‐813 700‐702 ‐ Contract Services General Service Agreement Transfer vegetation management funds into one Grounds GL 813 55,000 ‐
100‐12‐632 750‐227 ‐ Special Projects CWP Public Safety res/com areas Comm Outreach from P&R to CMO ‐ Block L eaders 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) ‐
100‐32‐308 600‐606 ‐
Materials Software Fund Transfer from Trees to IT, for Sonic Tomography procurement 25,000 100‐86‐825 900‐945 ‐ Capital Outlay Fixed Asset Acquisition Fund Transfer from Trees to IT, for Sonic Tomography procurement (25,000) ‐
100‐12‐126 600‐613 ‐ Materials General Supplies CREST/Comm Service Awards/70th Anniversary Budget Consolidation (7,338) 100‐12‐126 750‐277 ‐ Special Projects Cupertino 70th Anniversary Celeb CREST/Comm Service Awards/70th Anniversary Budget Consolidation 7,338 ‐
570‐63‐621 600‐613 ‐ Materials General Supplies Transfer maintenance of equipment funds from 600‐613 to 700‐703 (13,504) 570‐63‐621 700‐703 ‐ Contract Services Maintenance of Equipment Transfer maintenance of equipment funds from 600‐613 to 700‐703 13,504 TOTAL ‐
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FY 2025-26 Mid-Year
Recommended Budget Adjustments
Attachment D
3/3/2026 10015141700702 410,000 City Attorneyʹs Office Proposal ‐ Contract Services 3/3/2026 10062623600639 15,944 Hidden Treasures Proceeds 3/3/2026 10087830900905 6,111 PW ‐ HVAC System Compressor Replacement 3/3/2026 10031305600606 15,000 I&T ‐ Video ‐ Closed Captioning 3/3/2026 10062623450404 18,178 Hidden Treasures Proceeds 3/3/2026 10062623480409 300 Stay Active Fund Donation
3/3/2026 10090001800902 131,100 IT PEG Transfer Out
3/3/2026 61034310421401 131,100 IT PEG Transfer In
3/3/2026 10041405700702 75,000 Finance consulting, additional auditing and tax services 3/3/2026 10015141500501 8,819 Sr Asst City Attorney salary alignment 3/3/2026 10015141501500 1,442 Sr Asst City Attorney salary alignment 3/3/2026 10015141501507
200 Sr Asst City Attorney salary alignment
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Administrative Services
Finance
Goal: Financial Stability ‐ Provide a sustainable level of core services that are funded from ongoing and stable revenue sources.

So that… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
General Fund committed, assigned,
and unassigned fund balance as a %
of budgeted appropriations
121%
162% **
Number of consecutive years of
maintaining a credit rating of A+ or
better*
45 6
Number of consecutive years of
timely completion of debt compliance
reporting
12 3
Total Genral Fund actual revenue vs.
budget within 10% of original
projections
17% 20% 147%
Number of high‐risk internal audit
issues identified**** 24 1 0
Number of consecutive years that the
Cityʹs annual financial statements
receive an unmodified opinion from
the External Auditors with no
significant deficiencies or material
weaknesses
01 2
Actual General Fund expenditures (%
below budget)
14% 14% N/A
% of Funding allocated to high
priority services (Public Works,
Community Development, Law
E
nforcement)
62% 65% 69%
Average number of days from
approved invoice received to check
issuance
14 14 14
Number of consecutive years the
Cityʹs Annual Comprehensive
Financial Report (ACFR) receives the
Government Finance Officers
Association Award
11 * 1 *
So that…
Citizens can enjoy high quality services that meet community priorities. **Projected, data not available
***The City ha
s tracked itʹs rating since itʹs 2020 COP issuance and has maintained itʹs AA+ rating *Due to the lateness of when this report was submitted, the City is still working to obtain the ACFR for 2023.

The City is
financially
responsible.

The City can
invest in
Community
priorities.
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Human Resources
Goal: To create a thriving organization with meaningful careers in public service.

So that…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Decline in Worker’s Compensation
Costs N/A ‐63% N/A
Number of Workerʹs Compensation
Cases 49 5
Total recordable Injury Rate YTD 1.4% 3.3% 1.9%
% absenteeism
(% of total annual work hours) 3% 3% 3%
% turnover rate 9% 5% 3%
% Employee pa rticipation in wellness
activities 38% 44% 31%
Average # of applications received per
recruitment 45 50 83
Recruitment timeline ‐ # days from
hiring request to offer letter 105 79 63
So that…
Citizens can enjoy high quality services that meet community priorities. ****The total number of internal audit issues identified each fiscal year includes both formal internal audit findings and other types of observations such as those from process reviews an d assessments.

For fiscal years 2024 and 2025, all reported issues were other observations and did not constitute formal audit findings.

The City can
ensure a safe
working
environment for
all employees
The City attracts
and retains a
talented
workforce
The agency
builds a flexible
and productive
work
arrangement.
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Community Development Department
Community Development
Goal: Review and guide development activity to ensure compliance with relevant codes and policies, and alignment with community values to promote and enhance Cupertinoʹs community‐wide quality of life.

Enabled by… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐De c
Building permit applications shall be
plan reviewed within 15 business days.
80% 82% 95%
Customer/Applicants visiting the
Building Permit Counter shall be
assisted within 15 minutes
90% 92% 89%
Applicants visiting the Planning
Counter shall be assisted within 15
minutes
98% 96% 93%
Building permit applications
reviewed/issued over‐the‐counter (OTC)
62% 61% 60%
Below market rate rental and purchase
vacancies filled 20 8 4
Avera
ge number of days to initiate
investigation of code complaints 0.54 0.46 0.45
Code enforcement cases resolved
without issuance of citations 93% 92% 88%
Landlord‐tenant counseling and dispute
resolution cases provided 25 38 12
Public Outreach Events 15 9 5
Funds received from Community Block
Grant (CDBG) federal entitlement
program
$388,459 $358,910 $173,313
Efficient
planning and
building
services and
enhanced
customer
service.

Effective code
enforcement
services.

Affordable and
Below Market
Rate Housing
programs and
public service
grants.

Cupertino is a thriving City to live, work, learn and play. 205
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: City Managerʹs Office, City Clerk Division
GOAL: Streamline information processing for Council, staff and community members for compliance with State requirements and facilitate independent and transparent access to public information.

Enabled by… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percent of City Council preliminary
agenda posted on time, in accordance
with Open Government Ordinance, 6
business days prior to meeting
N/A
N/A 100%
Percent of City Council Agendas
packets prepared, posted and delivered
4 da
ys prior to meeting
N/A N/A 100%
Percent of timely filings of Fair Political
Practices Commission Form 700
Statements of Economic Interest
N/A N/A 79%
Percent of timely filings of Fair Political
Practices Commission Forms
460/Campaign Committee reports N/A N/A 42%
Percent of City Council minutes for
regular meetings presented for Council
approval by the following regular
meetin
g
100% 100% 100%
Percent of adopted City Council
resolutions and ordinances processed
and scanned to Laserfiche within 1
week of Clerk’s office receipt of final,
signed document
85%/60% 100%/
100% 100%
Percent of Public Record Act requests
responded to by the Statutory deadline
date
99% 99% 100%
So that…
Priority 1
Priority 2
All can fully participate in local government to achieve the community & organizational goals.

Online
information and
updated
records that can
be easily
accessed in a
timely manner.

Response to
records
requests to
comply with
State law of 10
days.
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: City Managerʹs Office, Administration
Enabled by…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percent of council requests
acknowledged within 24 hours N/A N/A 85%
Percentage of unique and
reasonable citizen requests to the
City Manager’s Office
acknowledged in 3 business days
N/A N/A 90%
Percent of Council
requests/inquiries on published
agenda items that are provided to
Council at or before the Council
meeting
N/A
N/A 100%
So that…
GOAL: Strengthen trust and effectiveness in City operations through prompt and transparent communication.

Priority 1
Service‐level
expectations,
cross‐
department
collaboration,
and proactive
management of
requests.

Council and residents experience responsive government and improved confidence in City operations.
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: City Managerʹs Office, Economic Development Division Enabled by…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Number of meetings conducted
with developers and prospective
businesses
N/A N/A 0
Growth in the number of people
subscribing to Business Connect
Newsletter
N/A N/A 0
Percentage growth of number of
corporate visits N/A
N/A #DIV/0!
So that…
GOAL: To actively pursue opportunities in the areas of business attraction, retention, and expansion as a means of promoting economic vitality, and strengthening the City’s sales tax base to support Cupertino’s excellent quality of life for its residents, businesses, and daytime population.

Priority 1
Effective
partnerships
and proactive
Economic
Development
programs to
support local
businesses.

Cupertinoʹs economy and sales tax revenue base are diversified to further enhance the Cityʹs financial stability and its ability to provide quality amenities to the community. 208
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Innovation & Technology
Innovation & Technology
Goal: Provide superior delivery of information and technology services to city employees and constituents while continually enhancing levels of engagement.

Enabled by… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
GIS: % of time spent Developing
Application 50% 28% 34%
GIS: % of time Maintaining
applications 50% 72% 66%
GIS: Increase Property Information
(Internal/External) site visits per
month
279/84 338/97 325/96
GIS: Cityworks utilization ‐ # of assets
Cupertino maintains vs # of assets
maintained in Cityworks. Also the %
increase of work units completed
(WOs, INSP,SRs)
45/31 45/32 45/32
Infrastructure: Percentage based upon
number of scheduled
projects/Number of projects
completed on time
N/A 63% 67%
Infrastructure: Percentage based upon
number of HelpDesk tickets/SLA
measurements

85.9% 90.4% 91.3%
Infrastructure: % Customer
satisfaction based upon Satisfaction
Rate from helpdesk tickets

99.6% 94.8% 100%
Infrastructure: % of network uptime
(not including planned maintenance) 99.9% 99.9% 99.9%
Applications: % of citywide‐enterprise
application project management
performed on time and on budget
98% 96% 95%
Applications: Number of website site
visits/Number of site hits 857,387 1,100,000 630,000
Applications: Number of support
request for the applications support
per month
640 850 628
Video: Percentage of total productions
performed vs scheduled productions
356%
57/16
220%
44/20
130%
26/20
Video: Percentage of total productions
performed vs schedueld productions
Video: Percentage of total engineering
projects vs scheduled projects
200%
10/5
182%
11/6
0%
0/0
Video: Total video views on
YouTube* 141,571 135,641 86,808
Tools and
services leverage
existing,
emerging and
innovative
technologies to
enhance,
improve, and
streamline
business and
communications
processes
Integrated
information
services enable
customers’
access to the
tools and
information they
need, when and
where they need
it
24/7 government
access channel,
radio station,
digital signage
network, City
website, and
numerous online
video platforms.
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Law Enforcement
Law Enforcement
Goal: Maintain a safe environment to live, work, learn and play.

Enabled by… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Priority 1 Calls N/A N/A 25%
Priority 2 Calls N/A N/A 69%
Priority 3 Calls N/A N/A 80%
Percent of graduates from the Teen
Academy
Teen & Citizen
Academy
N/A N/A 100%
Priority 1
Percent of calls that met response time
standards for:All members of the
community are
safe, informed,
empowered and
supported.
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Administration, City Managerʹs Office, Office of Communications Division GOAL: Promote and increase interest and participation in City services, programs, initiatives, and projects while building community pride and positive identification with the City among its residents.

Enabled by… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Priority 1
Growth of number of total followers on
City social media channels (Facebook,
LinkedIn, X, Instagram, Nextdoor)
N/A
N/A 3,655
(+7.6%)
Number of residents that rate the overall
quality of information on the City’s
communications channels as good or
excellent

N/A N/A N/A
Social media engagement: total number
of followers including City Hall
Nextdoor, Facebook, Twitter, and
Instagram accounts
N/A N/A 51,810
Social media engagement: average
number of engagements (reactions,
comments, shares, and clicks) per post
on Cit
y Hall Facebook account
N/A N/A 31
Community engagement: total number
of City Manager Newsletter recipients N/A N/A 4803
Total number of Gov Delivery Notices
sent N/A N/A 362
So that…
*Social media engagement metrics seen here are different due to Facebookʹs changes on its metrics, how they calculate it, and what they provide now. Previously, Facebook would count any action as engagement; now they only count likes/reactions, comments, link clicks, and shares.

Priority 2
Residents have access to timely, engaging, and important information Leveraging the
communication
skills,
knowledge, and
experience of
employees while
utilizing existing
and emerging
technologies to
enhance,
improve, and
streamline the
communication
process.
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Parks and Recreation
Parks and Recreation
Goal: Create a positive, healthy and connected community.

Enabled by…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
% of Parks and Recreation Department
customers surveyed who rate services
as good or excellent
98% 98% 99%
% of programs maintaining minimum
registration 78% 79% 72%
% growth in reservations 8% 8% 2%
% growth in total enrollment of
classes/camps/programs 7% 13% 0%
% growth in memberships 24% 11% 12%
So that…
Cupertino has an exceptional system of parks and services that align with community values. % Departmentʹs total cost recovery for
all (direct and indirect) costs 56% 50% 50%
City investment in
quality recreation
and community
programs
Improved business
processes to
improve customer
experience
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Public Works
Capital Project Delivery
So that…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of projects completed on
budget
100% 100% 100%
Percentage of construction projects
completed on time 100% 33% 67%
Goal: Develop and deliver projects on time and within budget that serve the residentʹs needs and s upports the Cityʹs stability and growth
*FY24: 6 projects completed, 6 projects on budget, 6 projects on time; *FY25: 6 projects completed, 6 projects on budget, 2 projects on time *FY26 Q1 & Q2: 3 projects completed, 3 projects on budget, 2 projects on time

City funds
capital
improvement
projects.

Projects are
utilized by the
community.

Benefit: Residents and businesses are assured their community is being improved by insightful, targeted and efficient use of taxes and fees towards maintaining and improving the Cityʹs facilities and assets.
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Environment
Goal: Protect our natural environment for current and future generations.

So that...

Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percent of businesses in compliance
during annual proactive stormwater
pollution prevention inspections
93% 92% 100%
Percent of non‐exempt businesses and
multi‐family accounts separating
organics
98% 99% 99%
Percent trash/litter reduction achieved to
meet Stormwater Permit requirements
97 100% 100
Diversion rate from all single‐family,
multi‐family, and commercial accounts
as reported by Recology tonnage reports
48% 49% 48%(Jul 2025‐
Nov 2025)
Respond to reports of actual or potential
discharge the same business day
72% 95% 100%
% of plan reviews completed in required
number of days 92% 95% 95%
Cubic yards of compost distributed via
compost site Quarry: 180 CY
SMaRT Station:
580 CY
Compost 45.45
CY Mulch
Quarry: 200
CY   SMaRT
Station:
778.18 CY
Compost
80  CY Mulch
(Jul 2025‐
Nov 2025)
Quarry: 40
CY   SMaRT
Station:
254.55 CY
Compost
% of vegetation obstructions resolved
within 15 days from time of report* 68% N/A N/A
*Inspections occur in the spring only
City is
responsible for
a
comprehensive
storm water
pollution
prevention
program.

Potential
pollutants are
stopped before
entering the
storm drain
system.

City implements
solid waste
collection
services that
encourage
diversion of
waste from
landfills.

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

Diversion of
solid waste
from landfill is
maximized,
compost is
produced for
community use,
recyclable
material is sold
to help offset
collection costs
and methane
gas emissions at
landfills are
reduced.
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Development Services
Goal: Provide timely review and permitting of privately completed improvements within the public right of way.

So that…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percent of complete plan submittals or
applications responded to within 2
weeks
88% 59% 82%
Percent of complete encroachment
permit applications responded to within
2 weeks
92% 100% 90%
Percent of pu blic inquiries at the Public
Works counter in City Hall responded to
within 15 minutes
95% 92% 96%
Cupertino 311: Average response time to
customers organization‐wide (in days) N/A 5 2
Grounds Division
So that... Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of 311 requests that are
responded to and closed within 3
business days
59%
63% 77%
Percentage of the 1,612 park play
grounds, performed weekly 37% 38% 43%
Percentage of Backflow Prevention
Devices inspected, tested and repaired
annually
100% 100% 100%
Goal: Provide well maintained, clean, and safe areas for the community’s recreational use and enjoyment at optimal life cycle costs.

Improvements
within the
public right of
way have
engineering
oversight and
are constructed
to City
standards.

Public
improvements
are consistent
and meet the
needs of the
community.

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

The City
consistently
funds park
maintenance
and safety
improvement
programs.

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

Parks are
maintained in
good, usable
condition;
safety
programs are
effective.
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Streets Division
So that… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Pavement condition index (PCI) > or
equal to 82 82 81 81
Percent of the 1904 storm drain inlets
inspected and cleaned in fiscal year 21% 38% 5%
Percent of Inlets with Trash Capture
Screens inspected and cleaned twice
yearly
100% 100% 50%
Percentage of roadway regulatory &
street name signs repaired or replaced 5.0% 4.0% 2.6%
Percentage of trip and fall complaints
investigated and mitigated within 2
business days
60% 80% 73%
Percentage of reported streetlight
outages investigated and repaired in 3
business days
90% 89% 79%
Trees and Right of Way Division
So that... Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of 311 requests that are
responded to and closed within 3
business days
90% 99% 100%
Percentage of trees inspected and
maintained in the yearly maintenance
zone (8 year maintenance cycle)
87% 53% 8%
Percentage of trees planted versus trees
removed
# pla
nted/# removed
68% 77/114 143% 136/95 65% 32/49
Goal: Timely maintenance of public sidewalks, streets, streetlights and storm drain system in good condition to ensure safe, environmentally compliant, and accessible infrastructure that minimizes liability and has an optimal life cycle cost.

Goal: Maintain and enhance the Cityʹs street trees and medians to ens ure a safe, healthy and environmentally conscious Urban Forest.

The City
consistently
funds street
and storm
drain
maintenance
and safety
improvement
programs.

Street and
storm drain
systems are
maintained in a
good condition;
safety
programs are
effective.

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

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

The City
consistently
funds street tree
and median
maintenance
and safety
programs
Street trees and
medians
remain in good
health and
condition
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Facilities and Fleet Division
So that… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of preventative maintenance
work orders completed for Fleet assets
within 14 days of the due date.
69% 70% 72%
Percentage of facilities maintenance
requests closed within 14 days. 66% 52% 64%
Transportation Division
So that... Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of no n‐emergency traffic
signal requests addressed within 72
hours.
100% 100% 100%
Percentage of emergency traffic signal
requests addressed within 2 hours. 100% 100% 100%
Percentage of traffic engineering
requests responded to within 72 hours 90% 95% 98%
Annual mileage increase of separated
bicycle lanes and pedestrian paths.

0.00 0.30 0
Sustainability Division
GOAL: Implement Cupertino’s Climate Action Plan and General Plan Sustainability E
lement to achieve quantifiable emissions reductions, conserve finite resources, and achieve utility cost avoidance and savings across municipal operations and community partners.

Enabled by… Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Goal: Timely maintain City Facilities and City Fleet to meet staff, community and environmental requirements at an optimal life cycle co st.

Goal: Ensure the efficiency and safety of the transportation system for all modes of travel.

The City
consistently
funds facility
and fleet
maintenance,
fleet
procurement,
and safety
improvement
programs.

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

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

Infrastructure
indicates good
condition;
safety
programs are
effective.

Facilities and
Fleet remain in
good and
operable
condition.
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% community‐wide emissions reduced
from baseline of 307,288 MT CO2e/yr 2018 inventory:
24% decrease
in emissions
from baseline
(258,659 MT
CO2e/yr)
Initiate, develop, and complete actions
from the Climate Action Plan 2.0
% initiated
% complete or ongoing
6%
4%
24% initiated
and 12 %
complete/ong
oing
26% initiated
and 14 %
complete/ong
oing
Percent of applicable capital
improvement projects that integrate
sustainability and resilience 52%
% municipal operations emissions
reduced from baseline of 1,865 MT
CO2e/yr
2018 inventory:
66% reduction
in emissions
1 Cupertinoʹs GHG inventories are conducted roughly every 3‐5 years.

So that…
2021 inventory: 42% increase
from the baseline (437,192
MT CO2e/yr)
2021 inventory: 7% decrease
from the baseline (1,742 MT
CO2e/yr)
An agency
implementing
Council and
community
sustainability
goals to
effectively
safeguard
shared
resources.

Engaged
community
partners and
volunteers
supporting CAP
implementation
Cupertino is a thriving City to live, work, learn and play. 218
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City of Cupertino
FY 25‐26 Budget Performance Measures
Department: Information & Technology, Video Division
Enabled by…
Measure
FY24
Jul‐Jun
FY25
Jul‐Jun
FY26
Jul‐Dec
Percentage of total video productions
performed vs scheduled productions (city
meetings excluded)
356%
57/16
220%
44/20
130%
26/20
Percentage of total engineering projects vs
scheduled projects
200%
10/5
182%
11/6
0%
0/0
Total video views on YouTube*
141,571 135,641 86,808
So that…
* Unable to retrieve Granicus viewership data due to error in their reporting module GOAL: Video Division oversees numerous outreach projects, public meetings, internal equipment upgrades, and public events. These activities coincide with the City Council and City’s expectation for a positive presence in the community and communications and transparency to residents. 24/7 government access
channel, radio station,
digital signage network,
City website, and
numerous online video
platforms.

Public awareness, interest, understanding, and participation in the issues, programs, and services presented by the City of Cupertino can be enhanced.
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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 an MOU is executed with Los Gatos
to determine an appropriate use for the
remaining funds.

FY23 Administration 705 Economic
Development
750.230 - Business Continuity
Resilience
100-12-705 - General Fund-City
Manager-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 and will be utilized
after an MOU is executed with Los Gatos
to determine an appropriate use for the
remaining funds.

FY26 Administration 705 Economic
Development
750.260 - Econ Dev for Retail
and SMB
100-12-705 - General Fund-City
Manager-Economic
Development
200,000.00 3,748.59 0.00 In Progress 6/30/2027 Do not defund. These funds were allocated for the CWP Economic
Development for Retail and Small
Business project.

Carry over funds to FY27 if not
completed in FY26.

FY26 Administration 705 Economic
Development
750.263 - Various Impact Fees 100-12-705 - General Fund-City Manager-Economic
Development
150,000.00 0.00 0.00 Not Started 6/30/2027 Do not defund. These funds were allocated as part of the CWP Defensible
Impact Fee Nexus Study ($850K
additional provided by CDD & Public
Works, total $1 Million)
Carry over funds to FY27 if not
completed in FY26.

FY26 Administration 126 Office of
Communications
750.277 - Cupertino 70th
Anniversary Celeb
100-12-126 - General Fund-City
Manager-Office of
Communications
12,338.00 13,847.74 0.00 Completed 11/30/2025 These funds were used for Cupertino 70th Anniversary expenses during Fall
2025. Invoices are all processed, Tripepi
PO has been closed with remaining
encumbered funds returning to the GL.

This project is complete.

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 N/A
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 6/30/2026
FY23 Community
development
705 Economic
Development
750.230 - Business Continuity
Resilience
100-71-705 - General Fund-
Planning-Economic
Development

0.00 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 34,185.00 14,575.00 In Progress 6/30/2026
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 6/30/2026
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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 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 6/30/2026
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 19,350.00 100,036.31 In Progress 6/30/2026
FY26 Information Services 308 Applications 750.282 - ADA Assessment & Action Plan
100-32-308 - General Fund-I&T
Applications-Applications
50,687.00 46,079.00 4,608.00 In Progress 12/31/2025
FY26 Information Services 308 Applications 750.283 - Expansion of Microsoft Fabric
100-32-308 - General Fund-I&T
Applications-Applications
22,000.00 14,390.58 7,609.42 In Progress 1/30/2026
FY26 Information Services 308 Applications 750.284 - AI Building Code Pilot Tool
100-32-308 - General Fund-I&T
Applications-Applications
5,000.00 5,000.00 0.00 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
1,035,180.00 744,196.96 290,982.54 In Progress 6/30/2026 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 In Progress 6/30/2026 New this FY. Occurs every 3 years as part of the climate action plan. RFP in
Q2. Contract in progress.

Total 5,387,452.00 880,797.87 465,811.27
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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 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 Matt Schroeder, Senior Transportation Planner
Grant Awarded $726,979 9/16/2025
Public Works Pedestrian and Bicycle Safety
Program
Bicycle and Pedestrian Traffic Safety
Education
$184,000 1/31/2025 1/31/2025 Birgit Werner, SR2S Coordinator Grant Awarded $184,000 12/1/2025 Public Works BAAQMD - TFCA 40% Fund
(Transportation Fund for Clean Air)
Funding for year three (FY25-26) of
Silicon Valley (SV) Hopper.
$500,000 3/14/2024 3/15/2024 Matt Schroeder, Senior Transportation Planner
Grant Awarded $500,000 N/A
Public Works Safe Streets 4 All (SS4A) Bollinger Road road diet traffic analysis, outreach and engineering design
$532,000 7/10/2023 7/10/2023 Matt Schroeder, Senior Transportation Planner
Grant Awarded $425,600 12/13/2023
Public Works HSIP (Highway Safety Improvement
Program)
Improving safety on roadway segments;
Project name - roadway safety
improvements
$3,561,800 9/12/2022 9/12/2022 David Stillman, Transportation Manager and Jo Anne Johnson, Public Works Project
Manager
Grant Awarded $3,205,620 3/15/2023
Public Works
State Specified Grant
Funding for Jollyman All Inclusive Play
Area
$1,000,000 3/17/2022 7/1/2022 Susan Michael, CIP Manager Grant Awarded $1,000,000 N/A Public Works McClellan Road Bridge
Reconstruction
State Funding Grant (Evan Lo); Project
#273
$7,500,000 3/17/2022 7/1/2022 Susan Michael, CIP Manager Grant Awarded $5,000,000 5/24/2023 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 Matt Schroeder, Senior Transportation Planner
Grant Awarded $8,465,000 7/11/2022
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, Transportation Manager and Susan Michael, CIP Manager
Grant Awarded $1,936,000 11/12/2021
Public Works Federal Community Project Funding
Grant FY22
Funding for Cupertino Library
Expansion project
$1,000,000 3/25/2021 6/10/2022 Grant Awarded $1,000,000 2/15/2024 Public Works BPMP (Bridge Preventative
Maintenance Program)
Funding for recommended preventative
maintenance on local roadway bridges;
Project #960
$1,144,472 9/30/2020 N/A Susan Michael, CIP Manager Grant Awarded $1,893,193 4/12/2023 Competitive Citywide Grants Tracking - FY26 Mid-Year Update 222
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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 Mid-Year Update 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, Transportation Manager and Susan Michael, CIP Manager
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, Transportation Manager and Susan Michael, CIP Manager
Grant Awarded $3,725,000 7/14/2020
Public Works Santa Clara County AIPG Funding for Jollyman All Inclusive Play Area
$1,440,000 10/10/2018 10/12/2018 Susan Michael, CIP Manager Grant Awarded $1,440,000 5/13/2019 Public Works HBP (Highway Bridge Program) Repairs to bridge 37C0011, SCB over Stevens Creek; Project #267
$688,000 10/5/2018 N/A Susan Michael, CIP Manager Grant Awarded $688,000 10/12/2018 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, Transportation Manager and Susan Michael, CIP Manager
Grant Awarded $807,000 1/24/2022
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Department Name of Grant Description/Purpose of Grant Requested Grant Amount
Date
Applied Date Due Staff Contact
Department Head or
Designee (For Report
Approvals)
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. Use to offset cost of LED streetlight replacements. $125,790 4/25/2024 4/30/2024 Ursula Syrova,
Environmental Programs &
Sustainability Manager and
Victoria Morin,
Sustainability Specialist
Chad Mosley, Public Works
Director
Ursula Syrova signed
application as designee
Susan Michael CIP Manager
submitted reimbrusement
request
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
Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director 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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director 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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director 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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director 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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director 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
Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director Grant Awarded $354,559 12/17/2025
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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director
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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director
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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director
Grant Awarded to
County PLHA
Consortium
$283,100 4/15/2025
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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director
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 Nicky Vu, Senior Housing
Coordinator
Ben Fu, Community
Development Director
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
Birgit Werner, SR2S
Coordinator
David Stillman,
Transportation Manager Grant Awarded $61,365 7/1/2025
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Department Name of Grant Description/Purpose of Grant Requested Grant Amount
Date
Applied Date Due Staff Contact
Department Head or
Designee (For Report
Approvals)
Status (Grant
Awarded,
Pending Results,
Grant Denied)
Grant Amount Awarded Date Awarded
Non-Competitive Citywide Grants Tracking - FY26 Mid-Year Update 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
Ursula Syrova,
Environmental Programs &
Sustainability Manager Chad Mosley, Public Works
Director
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
Ursula Syrova,
Environmental Programs &
Sustainability Manager
Chad Mosley, Public Works
Director 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 Ursula Syrova,
Environmental Programs &
Sustainability Manager, and
Steven Hirsch,
Environmental Programs
Assistant
Chad Mosley, Public Works
Director Grant Awarded $161,264 5/22/2024
Public Works TDA3 Active Transportation Plan $330,000 5/16/2024 5/16/2024 Matt Schroeder, Transit and Transportation Planner
David Stillman,
Transportation Manager 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)
$6,250 3/1/2024 3/1/2024 Marta Drown, Block Leader
Coordinator
Kristen Squarcia, Interim
Deputy City Manager 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
5/7/2021 Vacant / Emergency
Manager
Kirsten Squarcia / Interim
Deputy City Manager 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
5/7/2021 Daniel Degu / Economic
Development Manager
Kirsten Squarcia / Interim
Deputy City Manager Grant Awarded $500,000 6/27/2022
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MID-YEAR 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
Budget
Total
Expenses to
date
Remaining Encumbered
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 $979,984
CAP Allocation FY22-23 $4,984
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 $3,314,421 CAP Allocation FY22-23 $6,470
City funding FY23-24 $1,000,000
CDBG FY23-24 $367,951
CDBG (budget mod. required) 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)
Construction is underway and will be
completed in Spring 2026.

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.

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

FY21-22 $3,000,000 $3,025,000
City Funding FY21-22 $25,000
$0
$200,883
$839,981
$677,991 $301,993
$930,998 $2,383,423
$458,544 $2,566,456

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MID-YEAR STATUS FY25-26 EXISTING PROJECTS AND FUNDING

Permit application process initiated.

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

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.

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

FY21-22 $3,000,000 $3,025,000
City Funding FY21-22 $25,000
$0
$200,883
$839,981
$677,991 $301,993
$930,998 $2,383,423
$458,544 $2,566,456 226
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FACILITIES CIP PROJECTS (CONT'D.)
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
F4Q City Hall
Improvements
Programming, Feasibility and
Community Outreach to form the
basis of a renovation strategy for the
buildings.

Council approved additional $2.5M to
engage design professionals and
construction/cost management team
(12/16/25)
FY21-22 $500,000 $3,000,000
City Funding FY25-26 $2,500,000
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. FY19-20 $8,705,438 $9,705,438 $0
CPF (budget mod. required) FY24-25 $1,000,000
5 subtotal
$18,656,892 $1,417,312 $0 $20,024,843 $10,462,379 $8,562,464 $1,077,686

PARKS CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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.
*Annexing Costs were $2,330,085
60% design expected in Q2.

Environmental permitting inquiries
underway.

FY18-19 $8,270,994 $9,181,084
CAP Allocation $90
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 $248,578 $351,422 $0
$432,895
$36,822
$3,424,334 $5,756,750
$81,319 $2,918,681
$8,313,526 $391,912

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PARKS CIP PROJECTS (CONT'D.)
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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 $1,166,307 $1,137,794 $28,513 $21,422 City Funding FY17-18 $550,000
City Funding FY18-19 $65,000
City Funding FY19-20 $37,276
CAP Allocation FY20-21 $17,406
City Funding FY20-21 $39,200
City Funding FY22-23 $57,425
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 $583,671 $916,329 $0 4 subtotal $12,447,391 $0 $0 $12,447,391 $5,394,377 $7,053,014 $454,317

STREETS & INFRASTRUCTURE CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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 $0 $950,000 $0
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
FHWA highway Bridge Program grant FY23-24 $688,000
$536,982$88,018 $771,982

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STREETS & INFRASTRUCTURE CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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
CPF (Budget Mod. Required) FY24-25 $850,000
ST5 Street Light
Installation - Annual
Infill
Infill of streetlights as requested by
residents
. (Annually funded)
Ongoing. FY17-18 $430,000 $430,536 $291,654 $138,882 $0 CAP Allocation FY22-23 $536
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 $55,196 $434,804 $0
5 subtotal $2,042,536 $6,538,000 $0 $8,580,536 $434,868 $8,145,668 $536,982

TRANSPORTATION CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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)
Construction is underway. FY20-21 $350,000 $2,385,782 $250,405 $2,135,377 $2,214,561 Construction, City Funding FY21-22 $2,000,000
CAP Allocation FY22-23 $35,782
OBAG FY24-25 $807,000
SB1 FY24-25 $693,000
T2 Stevens Creek Blvd
CL IV Bikeway
Phase 2B
Construction of the separated
bikeway along Stevens Creek Blvd
from De Anza Blvd to US-85. This
includes signal upgrades at Bandley
Drive.

Queued. FY20-21 $0 $0
$0$0 $5,850,000

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TRANSPORTATION CIP PROJECTS (CONT'D.)
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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
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)
Bid process will be underway in Spring
2026. Construction can begin in
Spring 2026 will will last 4-6 weeks.

FY24-25 $356,180 $3,561,800
HSIP Grant FY24-25 $3,205,620
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)
Final engineering is underway. FY20-21 $600,000 $2,536,000 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
VTA Measure B, Design FY20-21 $460,000
VTA Measure B, Construction 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 $0
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 will be completed by
FY29.

FY18-19 $250,000 $1,472,517
Apple Funding FY19-20 $1,221,863
CAP Allocation FY22-23 $654
8 subtotal $3,116,394 $10,826,620 $3,047,521 $15,491,189 $1,504,358 $13,986,831 $3,384,106 $0$7,880 $142,210
$24,338
$0$48,685 $3,513,115
$534,919 $2,001,081
$206,775 $4,578,225
$455,694 $1,016,823
$1,145,207
see East
segment

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SUSTAINABILITY CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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
Bid process is underway. FY24-25 $560,000 $560,000 $9,645 $550,355 $4,200 SU2 Photovoltaics
Systems Design &
Installation
This project will design-build PV
systems at three locations: Quinlan
Community Center, Cupertino Sports
Center, and Community Hall.

Construction is underway. FY24-25 $6,300,000 $6,300,000 $786,042 $5,513,958 $3,395,454 2 subtotal $6,860,000 $0 $0 $6,860,000

GENERAL/ADMIN
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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 $50,000 $50,000 $0 $50,000 $0
CIP Prelim Planning
& Design
Preliminary planning and design
resources.

Ongoing $125,000 $125,000 $0 $125,000 $59,145
COMPLETED PROJECTS - FY26-27 REPORT
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
ST3 City Lighting LED
improvements
Implement the transition of City's
streetlight infrastructure from
induction and other fixtures to LED
fixtures to 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 $1,350,000
City Funding FY22-23 $1,300,000
EECBG grant FY24-25 $125,790
$25,208$946,913 $403,087

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RESOLUTION NO. 26-________

A RESOLUTION OF THE CUPERTINO CITY COUNCIL
AMENDING THE UNREPRESENTED EMPLOYEES’ COMPENSATION

PROGRAM

WHEREAS the City Council desires to revise the classification plan and salary schedule in the Unrepresented Employees’ Compensation Program adopted by City Council Resolution No. 26-___.

NOW, THEREFORE, BE IT RESOLVED that

1. The City Council hereby adopts the revised classification plan and salary schedule for unrepresented employees, as shown in Attachment K.

2. The City Manager is hereby authorized to update the Unrepresented Employees’ Compensation Programs to incorporate the revised classification plan and salary schedule.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 3
rd day of March 2026, by the following vote:

Members of the City Council

AYES:

NOES:

ABSENT:

ABSTAIN:

SIGNED:

________
Kitty Moore, Mayor
City of Cupertino

________________________
Date
ATTEST:

________
Lauren Sapudar, Acting City Clerk

________________________
Date
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Resolution No. __________________

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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 1
PR

OGRAM PURPOSE AND DEFINITIONS FOR ELIGIBILITY
It is C
ity of Cupertino policy that those certain persons holding positions hereinafter defined and designated either as management or confidential positions shall be eligible for participation under the Unrepresented Employees Compensation Program as hereby adopted by action of the City Council and as same may be amended or as otherwise modified from time to time.

It is the stated purpose of this Compensation Program to give recognition to and to differentiate those eligible employees from represented employees who achieve economic gain and other conditions of employment through negotiation. It is the intent that through this policy and those which are adopted or as may be modified or rescinded from time to time such recognition may be given.

Eli
gibility for inclusion with this Compensation program is limited to persons holding positions as management or confidential employees as defined under section 2.52.290 of the Cupertino Municipal Code. These are as designated by the Appointing Authority and may be modified as circumstances warrant.

Al
though subject to change in accordance with provision of the Personnel Code, the positions in the following classifications have been designated as unrepresented.

MA
NAGEMENT AND CONFIDENTIAL CLASSIFICATIONS:

Cl
assification Title
Accountant I
Accountant II
Accounting Technician
Administrative Assistant
Assistant City Attorney
Assistant Director of Community Development
Assistant Director of Public Works
Assistant Director of Parks and Recreation
Assistant to the City Manager
Budget Manager
Building Official
Business Systems Analyst/Program Manager
Capital Improvement Program Manager
Chief Technology Officer/Director of Information Services (Department Head) City Clerk
City Engineer
Code Enforcement Supervisor
Communications and Marketing Coordinator
Community Relations Coordinator
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Deputy Building Official
Deputy City Attorney
Deputy City Clerk
Deputy City Manager
Director of Administrative Services (Department Head)
Director of Community Development (Department Head)
Director of Parks and Recreation (Department Head)
Director of Public Works
Economic Development Manager
Emergency Services Coordinator
Environmental Programs Manager
Executive Assistant to the City Attorney
Executive Assistant to the City Manager
Finance Manager
GIS Coordinator
GIS Program Manager
Human Resources Analyst I
Human Resources Analyst II
Human Resources Assistant
Human Resources Manager
Human Resources Technician
Information Technology Assistant
Innovation and Technology Manager – Applications
Innovation and Technology Manager - Infrastructure
Legal Services Manager
Management Analyst
Network Specialist
Park Restoration and Improvement Manager
Permit Center Manager
Planning Manager
Public Information Officer
Public Affairs Manager
Public Works Projects Manager
Public Works Supervisor
Purchasing Manager
Recreation Manager
Recreation Supervisor
Senior Accountant
Senior Assistant City Attorney
Senior Business Systems Analyst
Senior Civil Engineer
Senior Management Analyst
Senior Public Works Project Manager
Service Center Superintendent
Special Project Executive
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Transportation Manager
Web Specialist
In
the event of any inconsistency between the Compensation Program and any Employment Contracts, the provisions of the Employment Contract and any amendments thereto control.

Ado
pted by Action of the
City Council, April 1, 1974
Revised 10/74, 3/78, 6/81, 6/82, 7/85, 7/87, 1/89, 7/90, 4/91, 5/91, 7/92, 6/95, 6/96, 7/99, 6/02, 7/04, 6/05, 04/07, 7/10, 10/12, 12/12, 7/13,11/13,12/13,3/14, 7/14, 11/15, 6/16, 10/16, 11/16, 6/17, 10/17, 7/19, 6/22, 8/22, 3/23, 11/23, 6/25, 7/25, 9/25 236
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 2
SA

LARY SCHEDULE

AND OTHER SALARY RATES
It
is City of Cupertino policy that eligible persons under this Compensation Program shall be compensated for services rendered to and on behalf of the City on the basis of equity of pay for duties and responsibilities assigned, meritorious service and co mparability with similar work in other public and private employment in the same labor market; all of which is contingent upon the City’s ability to pay consistent with its fiscal policies.
• Effective the first full pay period after July 1, 2025, 5.0% salary increase (Pay period which begins July 12, 2025)
• Effective the first full pay period after July 1, 2026, 3.0% salary increase • Effective the first full pay period after July 1, 2027, 3.0% salary increase Th
e City will pay all eligible employees under this Compensation Program, employed with the City as of July 2, 2025, a one-time, non-pensionable lump sum of $1,000, which shall be subject to all applicable payroll tax and withholding. The parties agree th at this one- time payment shall not be PERSable (i.e. counted towards base salary or final compensation for CalPERS retirement calculation). Payment shall be made through payroll following the City Council’s approval of the Amended Unrepresented Employees’ Compensation Program. Employees must be an active employee at the time of the retroactive payout in order to receive said $1,000 lump-sum payment.

See Attachment A for a list of paygrades.

Ado
pted by Action
of the City Council
April 1, 1974
Re
vised 8/78, 7/79, 6/80, 7/92, 6/95, 10/12, 7/13, 10/16, 7/19, 8/22, 11/23, 9/25 237
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City of Cupertino
UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM
Policy No. 3
TRA

INING AND CONFERENCES
I. PO
LICY
A. Manag
ement Personnel
It
is City of Cupertino policy that eligible persons under this Compensation Program shall be reimbursed or receive advances in accordance with the schedules, terms and conditions as set forth herein for attendance at conferences, meetings and training sessions as defined below for each. It is the intent of this policy to encourage the continuing education and awareness of said persons in the technical improvements and innovations in their fields of endeavor as they apply to the City or to implement a City approved strategy for attracting and retaining businesses in the City. One means of implementing this encouragement is through a formal reimbursement and advance schedule for authorized attendance at such conferences, meetings and training sessions.

B. Non-M
anagement Personnel
Whe
n authorized by their supervisor, a non-management person may attend a conference, meeting or training session subject to the stated terms and conditions included herein for each with payment toward or reimbursement of certain expenses incurred as defined below for each.

II DEFI

NITIONS
A. Co
nferences
A c
onference is an annual meeting of a work related organization the membership of which may be held in the name of the City or the individual.

B. Loc
al Area
Th
e local area is defined to be within Santa Clara and San Mateo Counties and within a 40- mile distance from Cupertino when traveling to Alameda County.

C. M
eetings
A “m
eeting” shall mean a convention, conference, seminar, workshop, meal, or like assembly having to do with municipal government operations. An employee serving on a panel for interviews of job applicants shall not come under this definition.

D. Tr
aining Session
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A training session is any type of seminar or workshop the attendance at which is for the purpose of obtaining information of a work related nature to benefit the City’s operations or to enhance the attendee’s capabilities in the discharge of assigned duties and responsibilities.

III R

EIMBURSEMENT AND ADVANCE PAYMENT SCHEDULE
A. I
ntent
Th
is schedule is written with the intent that the employee will make every effort to find the lowest possible cost to the City for traveling on City business. For example, if paying for parking at the airport is less expensive that paying for a taxi or airport shuttle, then the employee should drive their car and park at the airport; or if renting a car is lower than taking taxis at the out -of-town location, then a car should be rented; or air reservations should be booked in advance to obtain discounted fares. The following procedures apply whether the expense is being paid through a reimbursement or a direct advance.

B. Re
gistration
Re
gistration fees for authorized attendance at a meeting or training session will be paid by the City.

C. T
ransportation
Th
e City will pay transportation costs on the basis of the lowest cost intent stated in paragraph A.

Eligible transportation costs include airfare (with coach fare being the maximum), van or taxi service to and from the attendee’s home and airport, destination or airport parking charges, taxi and shuttle services at the out-of-town location, trains, tolls, or rental cars. Use of a personal automobile for City business shall be reimbursed or advanced at the rate per mile in effect for such use, except in no case shall it exceed air coach fare if the vehicle is being used for getting to the destination. Government or group rates offered by a provider of transportation must be used when available.

Re
imbursement or advances for use of a personal automobile on City business within a local area will not be made so as to supplement that already being paid to those persons receiving a monthly mileage allowance.

D. Lodgi
ng
Ho
tel or lodging expenses of the employee resulting from the authorized event or activity defined in this policy will be reimbursed or advanced if the lodging and event occurs outside of the local area.

Not covered will be lodging expenses related to person(s) who are accompanying the City member, but who themselves are not on City business. In this instance, for example, the difference between single and multiple occupancy rates for a room will not be reimbursed.

Where the lodging is in connection with a conference or other organized educational activity, City- paid lodging costs shall not exceed the maximum group rate published by the conference or activity sponsor, providing that lodging at the group rate is available at the time of booking. If the group rate 239
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at the conference hotel is not available, then the non-conference lodging policy described in the next paragraph should be followed to find another comparable hotel.

Whe
re lodging is necessary for an activity that is not related to a conference or other organized educational activity, reimbursement or advances shall be limited to the actual cost of the room at a group or government rate. In the event that a group or government rate is not available, lodging rates that do not exceed the median price for lodging for that area and time period listed on travel websites like www.hotels.com, www.expedia.com or an equivalent service shall be eligible for reimbursement or advancement.

E. Meal
s

1. W
ith No Conference
Pay
ments toward or reimbursement of meals related to authorized activities or events shall be at the Internal Revenue Service per diem rate for meals and incidental expenses for a given location, as stated by IRS publications 463 and 1542 and by the U.S. General Services Administration. The per diem shall be split among meals as reasonably desired and reduced accordingly for less than full travel days. If per diem is claimed, no receipts are necessary. Alternatively, the actual cost of a meal can be claimed, within a standard of reasonableness, but receipts must be kept and submitted for the expense incurred.

2. A
s Part of a Conference
Whe
n City personnel are attending a conference or other organized educational activity, they shall be reimbursed or advanced for meals not provided by the activity, on a per diem or actual cost basis. The per diem and actual cost rate shall follow the rules described in the meals with no conference paragraph.

F. Oth
er Expenses
Pay
ments toward or reimbursement of expenses at such functions shall be limited to the actual costs consistent with the application of reasonable standards.

Oth
er reasonable expenses related to business purposes shall be paid consistent with this policy.

No
payments shall be made unless, where available, receipts are kept and submitted for all expenses incurred. When receipts are not available, qualifying expenditures shall be reimbursed upon signing of an affidavit of expenditure.

No
payment shall be made for any expenses incurred which are of a personal nature or not within a standard of reasonableness for the situation as may be defined by the Finance Department.

G. Non-R
eimbursable Expenses
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The City will not reimburse or advance payment toward expenses including, but not limited to:

1. The personal portion of any trip;

2. Political or charitable contributions or events;

3. Family expenses, including those of a partner when accompanying the employee on City-related business, as well as child or pet-related expenses;

4. Entertainment expenses, including theatre, shows, movies, sporting events, golf, spa treatments, etc.

5. Gifts of any kind for any purpose;

6. Service club meals; of those besides economic development staff;

7. Alcoholic beverages;

8. Non-mileage personal automobile expenses including repairs, insurance, gasoline, traffic citations; and

9. Personal losses incurred while on City business.

IV ATTE

NDANCE AUTHORIZATION
A. Budge
tary Limitations
No
twithstanding any attendance authorization contained herein, reimbursement or advances for expenses relative to conferences, meeting or training sessions shall not exceed the budgetary limitations.

B. Co
nference Attendance
Atte
ndance at conferences or seminars by employees must be approved by their supervisor.

C. M
eetings
An
y employee, management or non -management, may attend a meeting when authorized by their supervisor.

D. Tr
aining Sessions
An
y employee, management or non-management, may attend a training session when authorized by their supervisor.

V. FU
NDING
A. Appr
opriation Policy
It sha
ll be the policy of the City to appropriate funds subject to availability of resources. 241
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B. Tr
aining Sessions
Pay
ments toward or reimbursement of expenses incurred in attendance at training sessions, will be appropriated annually through the budget process.

VI
. DIRECT CASH ADVANCE POLICY
Fro
m time to time, it may be necessary for a City employee to request a direct cash advance to cover anticipated expenses while traveling or doing business on the City’s behalf. Such request for an advance should be submitted to their supervisor no less than seven days prior to the need for the advance with the following information: 1) Purpose of the expenditure; 2) The anticipated amount of the expenditure (for example, hotel rates, meal costs, and transportation expenses); and 3) The dates of the expenditure. An accounting of expenses and return of any unused advance must be reported to the City within 30 calendar days of the employee’s return on the expense report described in Section VII.

VII
. EXPENSE REPORT REQUIREMENTS
Al
l expense reimbursement requests or final accounting of advances received must be approved by their supervisor, on forms determined by the Finance Department, within 30 calendar days of an expense incurred, and accompanied by a business purpose for all expenditures and a receipt for each non- per diem item.

Re
vised 7/83, 7/85, 7/87, 7/88, 7/91, 7/92, 12/07, 7/10
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 4
AU

TOMOBILE ALLOWANCES AND

MILEAGE REIMBURSEMENTS
It
is City of Cupertino policy that eligible persons under this Compensation Program shall be compensated fairly for the use of personal automotive vehicles on City business. In many instances the use of personal vehicles is a condition of employment due to the absence of sufficient City owned vehicles for general transportation purposes. It is not intended, however, that such a condition of employment should work an undue hardship. For this reason, the following policies shall apply for mileage reimbursements.

Th
ose persons who occasionally are required to use their personal automobiles for City business shall be reimbursed for such use at an appropriate rate established by the City Council. Submission of reimbursement requests must be approved by the Department Head.

Em
ployees in the following classifications shall be paid on a monthly basis the following automobile allowance:

Cl
assification Allowance
Di rector of Administrative Services 300.00
Director of Community Development 300.00
Director of Parks and Recreation 300.00
Director of Public Works 300.00
Chief Technology Officer/ 300.00
Director of Information Services
Special Project Executive 300.00
Deputy City Manager 300.00
City Clerk 250.00
Senior Civil Engineer 250.00
Assistant Director of Public Works 250.00
City Engineer 250.00
Transportation Manager 250.00
Assistant Director of Community Development 200.00
Assistant Director of Parks and Recreation 200.00
Public Affairs Manager 200.00
Recreation Supervisor 200.00
Recreation Manager 200.00
Em
ployees receiving automobile allowance shall be eligible for reimbursement for travel that exceeds two hundred miles round trip.
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Adopted by Action of the City Council
April 1, 1974
Revised 7/74, 5/79, 6/80, 7/81, 8/84, 7/87, 1/89, 7/90,7/92, 6/96, 8/99, 6/00, 9/01, 1/02, 6/02, 10/07, 7/10, 7/11, 10/12, 12/12, 7/13, 11/15, 10/16, 11/16, 6/17, 7/19, 8/22, 3/23, 6/25, 9/25, 1/26 244
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 5
ASSOC

IATION MEMBERSHIPS AND

PROFESSIONAL PUBLICATIONS
It
is City of Cupertino policy that eligible persons under this Compensation Program shall be entitled to City sponsored association memberships as well as receiving subscriptions to professional and technical publications. Such sponsorship, however, shall be conditioned upon the several factors as set forth below.

Eac
h association for which membership is claimed must be directly related to the field of endeavor of the person to be benefited. Each claim for City sponsored membership shall be submitted by or through the Department Head with their concurrence to the City Manager for approval.

Su
bscriptions to or purchase of professional and technical publications may be provided at City expense when such have been authorized by the Department Head providing the subject matter and material generally contained therein are related to municipal governmental operations.

Ado
pted by Action of
the City Council
April 1, 1974
Revised
7/92
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 6
OVE

RTIME WORKED
EX
EMPT POSITIONS:

Ma
nagement and non-represented professional employees are ineligible for overtime payments for time worked in excess of what otherwise would be considered as a normal work day or work week for other employees. However, no deduction from leave balances are made when such an employee is absent for less than a regular work day as long as the employee has his/her supervisor’s approval.

Nothing in this policy precludes the alternative work schedule, which may include an absence of a full eight hour day, when forty hours have been worked in the same seven day work period.

NON
-EXEMPT POSITIONS:

Co
nfidential employees are eligible for overtime or compensation time, at their discretion, for the time worked in excess of 40 hours per week. Nothing in this policy precludes the alternative work schedule, which may include an absence of a full eight ho ur day, where forty hours have been worked in the same seven day period.

COMP

ENSATORY TIME OFF
At the employee’s discretion, compensatory time (CTO) may be granted for overtime worked at the rate of time and one-half for each hour worked in lieu of compensation in cash. Employees, who have previously earned CTO, shall be allowed to schedule CTO at the employee’s discretion provided (1) that prior supervisory approval has been obtained and (2) the request is made in writing.

CTO may be accrued for up to 80 hours per calendar year. Any CTO earned exceeding 80 hours will be paid at the rate of time and one -half. An employee may carry over the unused balance into the next calendar year. Any unused carryover balance will be automatically paid out at the end of the calendar year.

An employee may exercise his/her option twice each calendar year to convert any/or all accumulated compensatory time to cash.

STANDBY COMPENSATION
Emp
loyees in the classification of Information and Technology Assistant who are required to be available during their off-shift hours for possible recall for emergency service shall be compensated $300.00 per 128 hours. Minimum staffing and skill qualifications for standby assignment shall be determined by the City.
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Ado
pted by Action of
the City Council
April 1, 1974
Revised
6/80, 7/91, 7/92, 6/96, 7/97, 4/07, 7/13, 10/16, 8/22
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City of Cupertino
UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM
Policy No. 7
HEA

LTH BENEFITS PLAN - EMPLOYER CONTRIBUTION
It
is the policy of the City of Cupertino to provide group hospital and medical insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees and their families through comprehensive health plans available only through employer sponsorship.

Al
though the premium cost for the insurance provided remains the ultimate responsibility of the employee in these positions, the City shall contribute the amounts listed below towards the premium or pay the full cost of the premium if less than the stated amounts. If the premium amounts for any employee covered by this policy are less than the amounts listed below per month, the difference between the premium amount and the stated amounts will be included in the employee’s gross pay.

Th
e City agrees to make available a plan of comprehensive health and welfare benefits for eligible employees. Any such benefits program must have the continued approval of the Board of Administration, Public Employees Retirement System. For each participating employee, the City shall contribute toward premium cost of the following amount per month during the term of this agreement.

Ef
fective July 1, 2025, for each participating employee, the City shall contribute toward premium cost the following amount per month during the term of this agreement.

Ja
nuary 1, 2025 City Max Health
Contribution
City Max Dental
Contribution
City Total Max
Contribution
Employee $1,112.90 $114.30 $1,227.20
Employee + 1 $2,225.80 $114.30 $2,340.10
Employee + 2 $2,893.54 $114.30 $3,007.84
With regards to any change in the monthly medical plan premium charged by CalPERS in the plan years subsequent to 2025 (specifically, the CalPERS healthcare rate increases effective January 1, 2026, January 1, 2027 and January 1, 2028), the City’s maximum contributions shall be tied to the CalPERS Kaiser Permanente plan increases and shall be capped at no more than 20% of any such total increase in aggregate between 2025 – 2028. Any required contribution amounts exceeding the premium contribution of the City are the responsibility of the employee.

He
alth In-Lieu Payments
Ci
ty agrees to pay a monthly amount of three hundred seventy-five ($375.00) per month to the employee who can demonstrate that they have equivalent health coverage through their spouse, parent, or other group coverage and who request this cash payment in lieu of health insurance coverage.
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*D
ental Coverage: Effective the first month after Council adoption of MOU, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract.

Ado
pted by Action of the City Council
September 16, 1974
Revised
7/75, 7/76, 7/77, 8/78, 7/79, 6/80, 6/81, 7/81, 6/82, 7/83, 7/84, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/97, 7/99, 6/00, 6/02, 7/04, 6/05, 4/07,12/12, 7/13, 10/16, 7/19, 12/19, 8/22, 9/25 249
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City of Cupertino
UN
REPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 8
FIX

ED HOLIDAYS
It i
s the policy of the City of Cupertino to recognize days of historical and national significance as holidays of the City without loss of pay or benefits. Recognizing the desirable times throughout the year, it is the policy of the City of Cupertino to provide days off in lieu of holidays for management and confidential employees at such times as are convenient for each employee and supervisor, when such policy is compatible with the workload and schedule of the City.

Th
e City provides the following fixed paid holidays for eligible employees covered by this agreement:

1. New Year’s Day

2. Martin Luther King Day

3. Lunar New Year

4. Presidents’ Day

5. Cesar Chavez Day

6. Memorial Day

7. Juneteenth

8. Independence Day

9. Labor Day

10. Veteran’s Day

11. Thanksgiving Day

12. Day Following Thanksgiving

13. Christmas Eve

14. Christmas Day

15. New Year’s Eve
Whe
n a holiday falls on a Sunday, the following Monday shall be observed as the non-work day. When a holiday falls on a Saturday, the previous Friday shall be observed as the non-work day.

FLOA

TING HOLIDAY
In addition to the paid holidays, employees occupying these positions shall be provided 20 floating hours per calendar year as non -work time with full pay and benefits. Employees may accumulate f loating holiday hours up to two times their annual accrual.

Ado
pted by Action of
the City Council
July 7, 1975
Re
vised 6/80, 6/89, 7/92, 7/99, 7/13, 8/22, 11/23, 9/25
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 9
LIFE
, LONG TERM DISABILITY INSURANCE, AND SHORT TERM DISABILITY INSURANCE It
is the policy of the City of Cupertino to make available group insurance for Management and Confidential employees that will mitigate the personal and family financial hardships resulting from continuing disability that prevents an employee from performing gainfully in his or her occupation. It is further the policy of the City of Cupertino to provide life insurance benefits in an amount of two and one half times the employee’s annual salary to a maximum of $250,000.00.

Emp
loyees occupying unrepresented positions may enroll in the disability income program and the life insurance program offered if eligible under the contract provisions of the policy and the personnel rules of the City. The full cost of premiums for these programs shall be paid by the City for such employees.

Ado
pted by Action of
the City Council
September 16, 1976
Re
vised 7/76, 6/80, 6/81, 6/82, 6/92, 10/16
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 10
DEFERR

ED COMPENSATION
It is
the policy of the City of Cupertino to provide equitable current compensation and reasonable retirement security for management and confidential employees for services performed for the City. The City participates in the California Public Employees ’ Retirement System (PERS) and deferred compensation plans have been established. Both the employee and employer may make contributions from current earnings to these plans. The purpose of this policy is to promote means by which compensation may be provided in such manner and form to best meet the requirements of the City and the needs of individual employees, thereby increasing the ability, to attract and retain competent management and confidential employees.

Th
e City shall maintain and administer means by which employees in these positions may defer portions of their current earnings for future utilization. Usage of such plans shall be subject to such agreements, rules and procedures as are necessary to prop erly administer each plan. Employee contributions to such plans may be made in such amounts as felt proper and necessary to the employee.

Employer contributions shall be as determined by the City Council.

Ado
pted by Action of
the City Council
July 7, 1975
Revised 6/80, 7/87, 7/92, 7/99
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 11
PU
BLIC EMPLOYEES’ RETIREMENT SYSTEM CONTRIBUTION
A. E
mployees hired on or before December 29, 2012 Only:

Fo
r employees hired on or before December 29, 2012, the City has contracted with CalPERS for a 2.7% @55 formula.

Ef
fective in the first full pay period in July 2017, each employee shall pay the full 8.0% of applicable salary of the employee’s contribution towards CalPERS.

B. Fo
r Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations Only:

For
Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations only the City has contracted with CalPERS for a 2.0% @ 60 retirement formula, three year average compensation.

Ef
fective October 1, 2016, the City shall not pay the employee’s contribution rate to the California Public Employees Retirement System (CalPERS) and each employee shall pay the full 7% of applicable salary of the employee’s contribution towards CalPERS.

C. F
or new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as Classic members Only:

For
new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as classic members as defined by CalPERS, CalPERS has by statute implemented a 2% @ 62 formula, three year average and employees in this category shall pay 50% of the normal cost rate as determined by CalPERS.

Ado
pted by Action of
the City Council
June, 1981
Revised 6/87, 6/89, 7/90, 7/91, 7/92, 6/03, 7/04, 4/07, 7/10, 10/12, 12/12, 7/13, 10/16, 7/19 253
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 12
DENT

AL INSURANCE - EMPLOYER CONTRIBUTION
It
is the policy of the City of Cupertino to provide dental insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees.

Th
e premium cost for the insurance provided by the City shall not exceed $114.30 per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with Personnel Rules of the City and the provisions of the contract for such insurance between the City and carrier or carriers.
*D
ental Coverage: Effective the first month after Council adoption of agreement, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract.

Ado
pted by Action of
City Council
July 1, 1983
Revised 7/87, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/99, 4/07, 10/12, 10/16, 7/19, 9/25 254
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 13
AD

MINISTRATIVE LEAVE
The
department heads and executive level staff shall receive eighty (80) hours of administrative leave with pay per year. Unrepresented employees exempt from the provisions of the Fair Labor Standards Act shall receive forty (40) hours of administrative leave with pay per year.

Em
ployees may accumulate administrative leave hours up to two times their annual accrual.

Em
ployees shall be eligible to convert up to 80 hours of administrative leave to pay one time each calendar year.

Ado
pted by Action of
the City Council
July, 1988
Rev
ised
7/92, 7/97, 7/99, 7/10, 12/12, 10/16, 8/22, 3/23
Ci
ty of Cupertino
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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 14
EMP

LOYEE ASSISTANCE PROGRAM
It
is the policy of the City of Cupertino to provide an Employee Assistance Program for the benefit of Management and Confidential employees and their eligible dependents. The purpose of this program is to provide professional assistance and counseling concerning financial, legal, pre-retirement, and other matters of a personal nature.

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City of Cupertino
U
NREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 15
VAC

ATION ACCUMULATION
T he d
epartment heads and executive level staff shall earn vacation hours under the same vacation accumulation schedule as all other employees. Credit shall be provided for previous public sector service time on a year -for-year basis as to annual vacation accumulation. Credit shall only be given for completed years of service. Public service credit shall not apply to any other supplemental benefit.

Employee(s) affected by this policy will have the responsibility of providing certification as to previous public sector service.

Ben
efited full-time employees accrue vacation in accordance with the following schedule.

Benefited employees who work less than a full-time work schedule accrue vacation in accordance with the following schedule on a pro-rated basis.

Service Time Annual Accruals Maximum Accrual
0 - 3 Years 80 Hours 160 Hours
4 - 9 Years 120 Hours 240 Hours
10 – 14 Years 160 Hours 272 Hours
15 – 19 Years 176 Hours 320 Hours
20 + Years 192 Hours 352 Hours
An
employee may accrue no more vacation credit than what is listed above.

VACATION CREDITS
Th
e hiring manager, with the approval of the department head and the City Manager, may offer a vacation bank of up to 120 hours of vacation to a prospective candidate in the Unrepresented group.

These hours do not vest for payoff purposes if the employee leaves service.

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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 16
HOU

SING ASSISTANCE PROGRAM
Ho
using assistance may be offered to the department heads pursuant to Resolution No. 15-092.

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July 7, 1997
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vised 7/99, 7/10, 8/12, 10/15
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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 17
VIS
ION INSURANCE – EMPLOYER CONTRIBUTION
It
is the policy of the City of Cupertino to provide vision insurance under which employees and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees.

Th
e premium cost for the insurance provided by the City shall not exceed $14.94 per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with the provisions of the contract between the City and carrier or carriers providing vision insurance coverage,
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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 18
WOR

K OUT OF CLASSIFICATION/WORK IN DUAL CLASSIFICATION
Wo
rk Out of Classification – Temporary assignment, approved in advance by the department head, to a classification in a higher pay grade shall be compensated at the Step 1 rate of the higher classification or at a rate five (5) percent greater than that of the regular position, whichever is greater, for the number of hours assigned. In order to qualify for out-of-classification pay, an employee shall work a minimum of four (4) hours per day in the temporary assignment.

An
employee may be assigned to work out of class in a higher classification when there is a vacant position for which a recruitment is being, or will be, conducted. Out of class assignments may not exceed 960 hours in a fiscal year. Compensation for work performed in an out-of-class capacity is included for purposes of calculating CalPERS compensation, however, this is at the discretion of CalPERS and future changes to CalPERS regulations would supersede the language of this section.

An
employee may receive acting pay for working in a higher classification where a vacancy does not exist, in the case of an incumbent being on vacation or leave of absence, or due to the employee being asked to perform higher level work on any other temporary basis. Acting pay is not included for purposes of calculating CalPERS compensation.

Th
e higher rate of pay shall be used in computing overtime when authorized overtime is worked in a non-exempt, out of class or acting work assignment. When a non-exempt employee is working out of class or acting in an exempt position for 20 hours or more in a work week, the employee will be ineligible to receive overtime pay for any and all hours worked in the exempt classification during that work week.

Al
l requests for out of class pay or acting pay must be approved by the Director of Administrative Services or his/her designee.

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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 19
EDUCA

TION REIMBURSEMENT PROGRAM
It is t
he intent of the City to recognize the value of continuing education and professional development of its employees; and to adopt an Education Reimbursement Program which will encourage employees to avail themselves of City job related educational opportunities that will advance their knowledge and interests in the direction of their career path. Courses should either: a) maintain or improve job skills in the employee’s current position; b) be expressly required by the City or by law; or c) prepare the employee to become a competitive applicant for a different position with the City.

Th
e Education Reimbursement Program is a benefit to all full time benefited employees who have completed the required probationary period and provides education reimbursement of up to two thousand dollars($2,000) per calendar year for the cost of registration, required textbooks and/or materials and parking. Employees who wish to seek reimbursement from the City for educational program costs shall provide a written request for reimbursement in advance of enrollment to the Human Resources Division. The form provided shall include the type of training, sponsoring organization or institution, meeting times and costs. Human Resources and the employee’s department head will make the determination if the chosen education program is eligible for reimbursement.

No
employee shall receive any reimbursement until they have provided satisfactory proof of successful completion of the coursework with a grade of “C” or above, or “Pass” in the case of a Pass/Fail course.

Such proof of completion shall be provided within 30 days of the conclusion of the course.

Educ
ation reimbursement is a taxable benefit under IRS Code. Education reimbursement will be applied to the calendar year in which the course is passed and satisfactory proof of completion is submitted.

Mand
atory or annual coursework, attendance at conferences and training required to maintain job specific certifications or proficiencies are not included in the Education Reimbursement Program.

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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 20
CI

TY SPONSORED RECREATION AND WELLNESS PROGRAMS
Un
represented employees shall have the privilege of enrollment in City sponsored recreation programs at the City residents’ fee structure and in preference to non-residents wishing to enroll. Each calendar year, employees and family members on the employee’s dental plan are eligible to be reimbursed up to $500 per employee in Rec Bucks. Employees shall be reimbursed for approved recreation services in accordance with the City’s Recreation Buck Policies. Programs allowing for preregistration will be reimbursed after completion of the program, including those allowing for or requiring preregistration in the calendar year prior to reimbursement. Reimbursements shall be applied to the year in which they are received. Benefited employees will also receive a free employee-only annual Cupertino Sports Center membership. Part-time benefited employees will have the annual amount of Recreation Bucks prorated based on number of hours worked. Recreation Bucks are a taxable benefit under IRS Code, and must be used by the employee within the calendar year and are non-transferrable.

Ci
ty employees are eligible to participate in the City’s wellness program as provided for in the City’s Administrative Rules and Regulations.

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Listing of Unrepresented Classifications by
Salary Rate or Pay Grades
Effective July 1, 2013 (Res. No. 13-061)
Amended 11/19/ 13 (Res. No. 13-099)
Amended 12/17/13 (Res. No. 13-108)
Amended 3/18/14 (Res. No. 14-130)
Amended 11/3/14 (Res. No. 14-209)
Amended 11/3/2015 (Res. No. 15-099)
Amended 6/21/16 (Res. No. 16-064)
Amended 10/4/16 (Res. No. 16-104 – Not adopted)
Amended 10/18/16 (Res. No. 16-108)
Amended 11/15/16 (Res. No. 16-128)
Amended 6/20/17 (Res. No. 17-056)
Amended 10/17/17 (Res. No. 17-101)
Amended 7/16/19 (Res. No. 19-086)
Amended 11/19/19 (Res. No. 19-140)
Amended 6/7/22 (Res. No. 22-067 on 6/9/22)
Amended 8/16/22 (Res. No. 22-103)
Amended 3/7/23 (Res. No. 23-028 )
Amended 6/3/25 ( Res. No. 25-040)
Amended 7/15/25 ( Res. No. 25-066)
Amended 9/3/25 (Res. No. 25-072)
Amended 1/21/26 (Res. No. 26-001)
Amended 3/3/2026 (Res. No. 26-026)
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ATTA

CHMENT A

SALARY SCHEDULE
Sal
ary Effective July 15, 2025
Yea
r 1 - Salary Effective First Full Pay Period in July 2025 Classification Step1 Step2 Step3 Step4 Step5
ACCOUNTANT I $48.93 $51.38 $53.95 $56.65 $59.48
ACCOUNTANT II $53.94 $56.64 $59.47 $62.45 $65.57
ACCOUNTING TECHNICIAN $48.54 $50.96 $53.51 $56.19 $58.99 ADMINISTRATIVE ASSISTANT $42.68 $44.82 $47.06 $49.41 $51.88 ASSISTANT CITY ATTORNEY $97.48 $102.35 $107.47 $112.84 $118.48 ASSISTANT DIRECTOR COMM DEV $95.34 $100.11 $105.12 $110.37 $115.89 ASSISTANT TO THE CITY MANAGER $78.41 $82.33 $86.45 $90.77 $95.31 ASST DIR PUBLIC WORKS ENG $99.19 $104.15 $109.36 $114.82 $120.56 ASST DIR RECREATION COMM SVCS $95.34 $100.11 $105.12 $110.37 $115.89 BUDGET MANAGER $89.15 $93.61 $98.29 $103.20 $108.36
BUILDING OFFICIAL $89.60 $94.08 $98.79 $103.73 $108.91
BUSINESS SYSTEMS ANALYST $69.18 $72.64 $76.27 $80.09 $84.09 CAPITAL IMPV PROGRAM MGR $89.05 $93.51 $98.18 $103.09 $108.24 CHIEF TECHNOLOGY OFFICER $117.71 $123.59 $129.78 $136.27 $143.07 CITY CLERK $79.51 $83.49 $87.66 $92.05 $96.65
CITY ENGINEER $99.19 $104.15 $109.36 $114.82 $120.56
CODE ENFORCEMENT SUPERVISOR $77.51 $81.39 $85.46 $89.73 $94.22 COMMS AND MARKETING COORDINATOR $64.90 $68.14 $71.55 $75.13 $78.88 COMMUNITY RELATIONS COORDINATOR $49.21 $51.67 $54.25 $56.96 $59.81 DEPARTMENT HEAD $117.71 $123.59 $129.78 $136.27 $143.07 DEPUTY BUILDING OFFICIAL $77.51 $81.39 $85.46 $89.73 $94.22 DEPUTY CITY ATTORNEY $70.14 $73.64 $77.33 $81.19 $85.25 DEPUTY CITY CLERK $56.74 $59.58 $62.55 $65.68 $68.97
DEPUTY CITY MANAGER $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF ADMIN SERVICES $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF COMM DEVELOPMENT $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF PARKS AND RECREATION $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF PUBLIC WORKS $121.15 $127.21 $133.57 $140.25 $147.26 ECONOMIC DEVELOPMENT MANAGER $85.59 $89.87 $94.37 $99.08 $104.04 EMERGENCY SERVICES COORDINATOR $69.57 $73.05 $76.71 $80.54 $84.57 ENVIRONMENTAL PROGRAMS MANAGER $89.05 $93.51 $98.18 $103.09 $108.24 EXEC ASST TO CITY MANAGER $50.15 $52.66 $55.30 $58.06 $60.96 264
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EXEC ASST TO THE CITY ATTNY $48.92 $51.38 $53.95 $56.63 $59.48 FINANCE MANAGER $89.15 $93.61 $98.29 $103.20 $108.36
GIS COORDINATOR $51.15 $53.71 $56.39 $59.21 $62.17
GIS PROGRAM MANAGER $88.11 $92.52 $97.14 $102.00 $107.10 HUMAN RESOURCE ANALYST I $58.86 $61.81 $64.90 $68.14 $71.55 HUMAN RESOURCES ANALYST II $64.90 $68.14 $71.55 $75.12 $78.88 HUMAN RESOURCES ASSISTANT $35.45 $37.22 $39.08 $41.03 $43.08 HUMAN RESOURCES MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 HUMAN RESOURCES TECHNICIAN $48.54 $50.96 $53.51 $56.19 $58.99 I.T. ASSISTANT $47.73 $50.12 $52.62 $55.25 $58.02
INNOVATION AND TECHNOLOGY MGR $88.11 $92.52 $97.14 $102.00 $107.10 LEGAL SERVICES MANAGER $50.53 $53.05 $55.71 $58.49 $61.42 MANAGEMENT ANALYST $59.37 $62.33 $65.45 $68.72 $72.16
NETWORK SPECIALIST $61.06 $64.12 $67.32 $70.69 $74.22
PARK RESTORATION IMPV MGR $83.29 $87.46 $91.83 $96.42 $101.24 PERMIT CENTER MANAGER $77.51 $81.39 $85.46 $89.73 $94.22 PLANNING MANAGER $89.60 $94.08 $98.79 $103.73 $108.91
PUBLIC AFFAIRS MANAGER $76.58 $80.41 $84.43 $88.66 $93.09 PUBLIC INFORMATION OFFICER $76.50 $80.33 $84.34 $88.56 $92.99 PUBLIC WORKS PROJECT MANAGER $73.21 $76.88 $80.72 $84.76 $88.99 PUBLIC WORKS SUPERVISOR $61.71 $64.80 $68.04 $71.44 $75.01 PURCHASING MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 RECREATION MANAGER $63.01 $66.16 $69.46 $72.94 $76.58
RECREATION SUPERVISOR $57.15 $60.01 $63.01 $66.16 $69.46 SENIOR ACCOUNTANT $62.45 $65.57 $68.85 $72.30 $75.91
SENIOR ASSISTANT CITY ATTORNEY $117.71 $123.59 $129.78 $136.27 $143.07 SENIOR BUSINESS SYSTEMS ANALYST $74.03 $77.73 $81.61 $85.70 $89.98 SENIOR CIVIL ENGINEER $83.64 $87.82 $92.22 $96.83 $101.67 SENIOR MANAGEMENT ANALYST $64.90 $68.14 $71.55 $75.13 $78.88 SENIOR PUBLIC WORKS PROJECT MGR $76.88 $80.72 $84.76 $88.99 $93.44 SERVICE CENTER SUPERINTENDENT $78.91 $82.86 $87.00 $91.35 $95.92 SPECIAL PROJECT EXECUTIVE $117.71 $123.59 $129.78 $136.27 $143.07 TRANSPORTATION MANAGER $89.05 $93.51 $98.18 $103.09 $108.24 WEB SPECIALIST $53.99 $56.69 $59.53 $62.50 $65.63

Year 2 - Salary Effective First Full Pay Period in July 2026

Classification Step1 Step2 Step3 Step4 Step5
ACCOUNTANT I $50.40 $52.92 $55.57 $58.34 $61.26
ACCOUNTANT II $55.56 $58.34 $61.25 $64.32 $67.53
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ACCOUNTING TECHNICIAN $49.99 $52.49 $55.11 $57.87 $60.76 ADMINISTRATIVE ASSISTANT $43.96 $46.16 $48.47 $50.89 $53.44 ASSISTANT CITY ATTORNEY $100.40 $105.42 $110.69 $116.23 $122.04 ASSISTANT DIRECTOR COMM DEV $98.20 $103.11 $108.27 $113.68 $119.37 ASSISTANT TO THE CITY MANAGER $80.77 $84.80 $89.04 $93.50 $98.17 ASST DIR PUBLIC WORKS ENG $102.16 $107.27 $112.64 $118.27 $124.18 ASST DIR RECREATION COMM SVCS $98.20 $103.11 $108.27 $113.68 $119.37 BUDGET MANAGER $91.83 $96.42 $101.24 $106.30 $111.61
BUILDING OFFICIAL $92.29 $96.90 $101.75 $106.84 $112.18 BUSINESS SYSTEMS ANALYST $71.26 $74.82 $78.56 $82.49 $86.62 CAPITAL IMPV PROGRAM MGR $91.72 $96.31 $101.13 $106.18 $111.49 CHIEF TECHNOLOGY OFFICER $121.24 $127.30 $133.67 $140.36 $147.37 CITY CLERK $81.90 $85.99 $90.29 $94.81 $99.55
CITY ENGINEER $102.16 $107.27 $112.64 $118.27 $124.18
CODE ENFORCEMENT SUPERVISOR $79.84 $83.83 $88.02 $92.42 $97.05 COMMS AND MARKETING COORDINATOR $66.84 $70.18 $73.69 $77.38 $81.25 COMMUNITY RELATIONS COORDINATOR $50.68 $53.22 $55.88 $58.67 $61.61 DEPARTMENT HEAD $121.24 $127.30 $133.67 $140.36 $147.37 DEPUTY BUILDING OFFICIAL $79.84 $83.83 $88.02 $92.42 $97.05 DEPUTY CITY ATTORNEY $72.24 $75.85 $79.65 $83.63 $87.81 DEPUTY CITY CLERK $58.44 $61.36 $64.43 $67.65 $71.04
DEPUTY CITY MANAGER $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF ADMIN SERVICES $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF COMM DEVELOPMENT $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF PARKS AND RECREATION $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF PUBLIC WORKS $124.79 $131.03 $137.58 $144.46 $151.68 ECONOMIC DEVELOPMENT MANAGER $88.16 $92.57 $97.20 $102.06 $107.16 EMERGENCY SERVICES COORDINATOR $71.66 $75.25 $79.01 $82.96 $87.11 ENVIRONMENTAL PROGRAMS MANAGER $91.72 $96.31 $101.13 $106.18 $111.49 EXEC ASST TO CITY MANAGER $51.66 $54.24 $56.95 $59.80 $62.79 EXEC ASST TO THE CITY ATTNY $50.39 $52.92 $55.57 $58.33 $61.26 FINANCE MANAGER $91.83 $96.42 $101.24 $106.30 $111.61
GIS COORDINATOR $52.68 $55.32 $58.08 $60.99 $64.04
GIS PROGRAM MANAGER $90.75 $95.29 $100.06 $105.06 $110.31 HUMAN RESOURCE ANALYST I $60.63 $63.66 $66.84 $70.18 $73.69 HUMAN RESOURCES ANALYST II $66.84 $70.18 $73.69 $77.38 $81.25 HUMAN RESOURCES ASSISTANT $36.51 $38.33 $40.25 $42.26 $44.38 HUMAN RESOURCES MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 HUMAN RESOURCES TECHNICIAN $49.99 $52.49 $55.11 $57.87 $60.76 266
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I.T. ASSISTANT $49.16 $51.62 $54.20 $56.91 $59.76
INNOVATION AND TECHNOLOGY MGR $90.75 $95.29 $100.06 $105.06 $110.31 LEGAL SERVICES MANAGER $52.04 $54.65 $57.38 $60.25 $63.26 MANAGEMENT ANALYST $61.15 $64.21 $67.42 $70.79 $74.33
NETWORK SPECIALIST $62.90 $66.04 $69.34 $72.81 $76.45
PARK RESTORATION IMPV MGR $85.79 $90.08 $94.59 $99.31 $104.28 PERMIT CENTER MANAGER $79.84 $83.83 $88.02 $92.42 $97.05 PLANNING MANAGER $92.29 $96.90 $101.75 $106.84 $112.18
PUBLIC AFFAIRS MANAGER $78.88 $82.83 $86.97 $91.32 $95.88 PUBLIC INFORMATION OFFICER $78.80 $82.74 $86.87 $91.22 $95.78 PUBLIC WORKS PROJECT MANAGER $75.41 $79.18 $83.14 $87.30 $91.66 PUBLIC WORKS SUPERVISOR $63.57 $66.74 $70.08 $73.59 $77.26 PURCHASING MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 RECREATION MANAGER $64.90 $68.14 $71.55 $75.13 $78.88
RECREATION SUPERVISOR $58.86 $61.81 $64.90 $68.14 $71.55 SENIOR ACCOUNTANT $64.33 $67.54 $70.92 $74.46 $78.19
SENIOR ASSISTANT CITY ATTORNEY $121.24 $127.30 $133.67 $140.36 $147.37 SENIOR BUSINESS SYSTEMS ANALYST $76.25 $80.06 $84.06 $88.27 $92.68 SENIOR CIVIL ENGINEER $86.15 $90.46 $94.98 $99.73 $104.72 SENIOR MANAGEMENT ANALYST $66.84 $70.18 $73.69 $77.38 $81.25 SENIOR PUBLIC WORKS PROJECT MGR $79.18 $83.14 $87.30 $91.66 $96.25 SERVICE CENTER SUPERINTENDENT $81.28 $85.34 $89.61 $94.09 $98.79 SPECIAL PROJECT EXECUTIVE $121.24 $127.30 $133.67 $140.36 $147.37 TRANSPORTATION MANAGER $91.72 $96.31 $101.13 $106.18 $111.49 WEB SPECIALIST $55.61 $58.39 $61.31 $64.38 $67.60

Year 3 - Salary Effective First Full Pay Period in July 2027

Classification Step1 Step2 Step3 Step4 Step5
ACCOUNTANT I $51.91 $54.51 $57.23 $60.10 $63.10
ACCOUNTANT II $57.23 $60.09 $63.09 $66.25 $69.56
ACCOUNTING TECHNICIAN $51.49 $54.06 $56.77 $59.61 $62.59 ADMINISTRATIVE ASSISTANT $45.28 $47.55 $49.93 $52.42 $55.04 ASSISTANT CITY ATTORNEY $103.41 $108.58 $114.01 $119.71 $125.70 ASSISTANT DIRECTOR COMM DEV $101.15 $106.21 $111.52 $117.09 $122.95 ASSISTANT TO THE CITY MANAGER $83.19 $87.35 $91.72 $96.30 $101.12 ASST DIR PUBLIC WORKS ENG $105.23 $110.49 $116.01 $121.82 $127.91 ASST DIR RECREATION COMM SVCS $101.15 $106.21 $111.52 $117.09 $122.95 BUDGET MANAGER $94.58 $99.31 $104.27 $109.49 $114.96
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BUILDING OFFICIAL $95.06 $99.81 $104.80 $110.04 $115.54 BUSINESS SYSTEMS ANALYST $73.40 $77.07 $80.92 $84.97 $89.21 CAPITAL IMPV PROGRAM MGR $94.48 $99.20 $104.16 $109.37 $114.84 CHIEF TECHNOLOGY OFFICER $124.88 $131.12 $137.68 $144.57 $151.79 CITY CLERK $84.36 $88.57 $93.00 $97.65 $102.54
CITY ENGINEER $105.23 $110.49 $116.01 $121.82 $127.91
CODE ENFORCEMENT SUPERVISOR $82.23 $86.35 $90.66 $95.20 $99.96 COMMS AND MARKETING COORDINATOR $68.85 $72.29 $75.91 $79.70 $83.69 COMMUNITY RELATIONS COORDINATOR $52.20 $54.81 $57.55 $60.43 $63.45 DEPARTMENT HEAD $124.88 $131.12 $137.68 $144.57 $151.79 DEPUTY BUILDING OFFICIAL $82.23 $86.35 $90.66 $95.20 $99.96 DEPUTY CITY ATTORNEY $74.41 $78.13 $82.04 $86.14 $90.44 DEPUTY CITY CLERK $60.19 $63.20 $66.36 $69.68 $73.17
DEPUTY CITY MANAGER $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF ADMIN SERVICES $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF COMM DEVELOPMENT $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF PARKS AND RECREATION $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF PUBLIC WORKS $128.53 $134.96 $141.70 $148.79 $156.23 ECONOMIC DEVELOPMENT MANAGER $90.80 $95.34 $100.11 $105.12 $110.37 EMERGENCY SERVICES COORDINATOR $73.81 $77.50 $81.38 $85.45 $89.72 ENVIRONMENTAL PROGRAMS MANAGER $94.48 $99.20 $104.16 $109.37 $114.84 EXEC ASST TO CITY MANAGER $53.21 $55.87 $58.66 $61.60 $64.68 EXEC ASST TO THE CITY ATTNY $51.90 $54.51 $57.23 $60.08 $63.10 FINANCE MANAGER $94.58 $99.31 $104.27 $109.49 $114.96
GIS COORDINATOR $54.26 $56.98 $59.83 $62.82 $65.96
GIS PROGRAM MANAGER $93.48 $98.15 $103.06 $108.21 $113.62 HUMAN RESOURCE ANALYST I $62.45 $65.57 $68.85 $72.29 $75.90 HUMAN RESOURCES ANALYST II $68.85 $72.29 $75.90 $79.70 $83.68 HUMAN RESOURCES ASSISTANT $37.60 $39.48 $41.46 $43.53 $45.71 HUMAN RESOURCES MANAGER $94.58 $99.31 $104.27 $109.49 $114.96 HUMAN RESOURCES TECHNICIAN $51.49 $54.06 $56.77 $59.61 $62.59 I.T. ASSISTANT $50.64 $53.17 $55.83 $58.62 $61.55
INNOVATION AND TECHNOLOGY MGR $93.48 $98.15 $103.06 $108.21 $113.62 LEGAL SERVICES MANAGER $53.61 $56.29 $59.10 $62.06 $65.16 MANAGEMENT ANALYST $62.98 $66.13 $69.44 $72.91 $76.56
NETWORK SPECIALIST $64.78 $68.02 $71.42 $74.99 $78.74
PARK RESTORATION IMPV MGR $88.37 $92.78 $97.42 $102.29 $107.41 PERMIT CENTER MANAGER $82.23 $86.35 $90.66 $95.20 $99.96 PLANNING MANAGER $95.06 $99.81 $104.80 $110.04 $115.54
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PUBLIC AFFAIRS MANAGER $81.25 $85.31 $89.58 $94.06 $98.76 PUBLIC INFORMATION OFFICER $81.16 $85.22 $89.48 $93.95 $98.65 PUBLIC WORKS PROJECT MANAGER $77.67 $81.56 $85.64 $89.92 $94.41 PUBLIC WORKS SUPERVISOR $65.47 $68.75 $72.18 $75.79 $79.58 PURCHASING MANAGER $94.58 $99.31 $104.27 $109.49 $114.96 RECREATION MANAGER $66.84 $70.19 $73.69 $77.38 $81.25
RECREATION SUPERVISOR $60.63 $63.66 $66.84 $70.19 $73.69 SENIOR ACCOUNTANT $66.25 $69.57 $73.05 $76.70 $80.53
SENIOR ASSISTANT CITY ATTORNEY $124.88 $131.12 $137.68 $144.57 $151.79 SENIOR BUSINESS SYSTEMS ANALYST $78.53 $82.46 $86.58 $90.91 $95.46 SENIOR CIVIL ENGINEER $88.74 $93.17 $97.83 $102.72 $107.86 SENIOR MANAGEMENT ANALYST $68.85 $72.29 $75.91 $79.70 $83.69 SENIOR PUBLIC WORKS PROJECT MGR $81.56 $85.64 $89.92 $94.41 $99.13 SERVICE CENTER SUPERINTENDENT $83.72 $87.90 $92.30 $96.91 $101.76 SPECIAL PROJECT EXECUTIVE $124.88 $131.12 $137.68 $144.57 $151.79 TRANSPORTATION MANAGER $94.48 $99.20 $104.16 $109.37 $114.84 WEB SPECIALIST $57.28 $60.14 $63.15 $66.31 $69.62

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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 1

PROGRAM PURPOSE AND DEFINITIONS FOR ELIGIBILITY
It is City of Cupertino policy that those cert ain persons holding positions hereinafter defined and designated either as management or confidential posi tions shall be eligible for participation under the Unrepresented Employees Compensation Program as hereby adopted by action of the City Council and as same may be amended or as otherwise modified from time to time.

Eligibility for inclusion with this Compensation program is limited to persons holding positions as management or confidential employees as defined under section 2.52.290 of the Cupertino Municipal Code. These are as designated by the Appointing Authority and may be modified as circumstances warrant.

Although subject to change in accordance with provision of the Personnel Code, the positions in the following classifications have been designated as unrepresented.

MANAGEMENT AND CONFIDENTIAL CLASSIFICATIONS:

Classification Title
Accountant I
Accountant II
Accounting Technician
Administrative Assistant
Assistant City Attorney
Assistant Director of Community Development
Assistant Director of Public Works
Assistant Director of Parks and Recreation
Assistant to the City Manager
Budget Manager
Building Official
Business Systems Analyst/Program Manager
Capital Improvement Program Manager
Chief Technology Officer/Director of Information Services (Department Head) City Clerk
City Engineer
Code Enforcement Supervisor
Communications and Marketing Coordinator
Community Relations Coordinator
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Deputy Building Official
Deputy City Attorney
Deputy City Clerk
Deputy City Manager
Director of Administrative Services (Department Head)
Director of Community Development (Department Head)
Director of Parks and Recreation (Department Head)
Director of Public Works
Economic Development Manager
Emergency Services Coordinator
Environmental Programs Manager
Executive Assistant to the City Attorney
Executive Assistant to the City Manager
Finance Manager
GIS Coordinator
GIS Program Manager
Human Resources Analyst I
Human Resources Analyst II
Human Resources Assistant
Human Resources Manager
Human Resources Technician
Information Technology Assistant
Innovation and Technology Manager – Applications
Innovation and Technology Manager - Infrastructure
Legal Services Manager
Management Analyst
Network Specialist
Park Restoration and Improvement Manager
Permit Center Manager
Planning Manager
Public Information Officer
Public Affairs Manager
Public Works Projects Manager
Public Works Supervisor
Purchasing Manager
Recreation Manager
Recreation Supervisor
Senior Accountant
Senior Assistant City Attorney
Senior Business Systems Analyst
Senior Civil Engineer
Senior Management Analyst
Senior Public Works Project Manager
Service Center Superintendent
Special Project Executive
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Transportation Manager
Web Specialist

In the event of any inconsistency between the Compensation Program and any Employment Contracts, the provisions of the Employment Contract and any amendments thereto control.

Adopted by Action of the
City Council, April 1, 1974
Revised 10/74, 3/78, 6/81, 6/82, 7/85, 7/87, 1/89, 7/90, 4/91, 5/91, 7/92, 6/95, 6/96, 7/99, 6/02, 7/04, 6/05, 04/07, 7/10, 10/12, 12/12, 7/13,11/13,12/13,3/14, 7/14, 11/15, 6/16, 10/16, 11/16, 6/17, 10/17, 7/19, 6/22, 8/22, 3/23, 11/23, 6/25, 7/25, 9/25 272
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 2

SALARY SCHEDULE

AND OTHER SALARY RATES

It is City of Cupertino policy that eligible persons under this Compen sation Program shall be compensated for services rendered to and on behalf of the City on the basis of equity of pay for duties and responsibilities assigned, meritorious service and comparability with similar work in other public and private employment in the same labor market; all of which is contingent upon the City’s ability to pay consistent with its fiscal policies.

• Effective the first full pay period after July 1, 2025, 5.0% salary increase (Pay period which begins July 12, 2025)
• Effective the first full pay period after July 1, 2026, 3.0% salary increase • Effective the first full pay period after July 1, 2027, 3.0% salary increase

The City will pay all eligible employees under this Compensation Program, empl oyed with the City as of July 2, 2025, a one-time, non-pensionable lump sum of $1,000, which shall be subject to all applicable payroll tax and withholding. The parties agree that this one-time payment shall not be PERSable (i.e. counted towards base salary or final compensation for CalPERS retirement ca lculation). Payment shall be made through payroll following the City Co uncil’s approval of the Amended Unrepresented Employees’ Compensation Program. Employees must be an active employee at the time of the retroactive payout in order to receive said $1,000 lump-sum payment.

See Attachment A for a list of paygrades.

Adopted by Action
of the City Council
April 1, 1974

Revised 8/78, 7/79, 6/80, 7/92, 6/95, 10/12, 7/13, 10/16, 7/19, 8/22, 11/23, 9/25 273
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City of Cupertino
UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM
Policy No. 3

T R A I N I N G A N D C O N F E R E N C E S

I. POLICY

A. Management Personnel

It is City of Cupertino policy that eligible pe rsons under this Compensation Program shall be reimbursed or receive advances in accordance with the schedules, terms and conditions as set forth herein for attendance at conferences, meetings and tr aining sessions as defined below for each. It is the intent of this policy to encourage the continuing education and awareness of said persons in the technical improvements and innovations in their fields of endeavor as they apply to the City or to implement a City approved strategy for attracting and retaining businesses in the City. One means of implementing this encouragement is through a formal reimbursement and advance schedule for authorized attendance at such conferences, meetings and training sessions.

B. Non-Management Personnel

When authorized by their supervisor, a non-management person may attend a conference, meeting or training session subject to the stated terms and conditions included herein for each with payment toward or reimbursement of certain expenses incurred as defined below for each.

II DEFINITIONS

A. Conferences

A conference is an annual meeting of a work rela ted organization the membership of which may be held in the name of the City or the individual.

B. Local Area

The local area is defined to be within Santa Cl ara and San Mateo Counties and within a 40- mile distance from Cupertino when traveling to Alameda County.

C. Meetings

A “meeting” shall mean a convention, conference, seminar, workshop, meal, or like assembly having to do with municipal government operations. An employee serving on a panel for interviews of job applicants shall not come under this definition.

D. Training Session

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A training session is any type of seminar or workshop the attendance at which is for the purpose of obtaining information of a work related nature to benefit the City’s operations or to enhance the attendee’s capabilities in the discharge of assigned duties and responsibilities.

III REIMBURSEMENT AND ADVANCE PAYMENT SCHEDULE

A. Intent

This schedule is written with the intent that the employee will make every effort to find the lowest possible cost to the City for traveling on City bu siness. For example, if paying for parking at the airport is less expensive that paying for a taxi or airport shuttle, then the employee should drive their car and park at the airport; or if renting a car is lower than taking taxis at the out-of-town location, then a car should be rented; or air reservations sh ould be booked in advance to obtain discounted fares. The following procedures apply whether th e expense is being paid through a reimbursement or a direct advance.

B. Registration

Registration fees for authorized attendance at a meeting or training session will be paid by the City.

C. Transportation

The City will pay transportation costs on the basis of the lowest cost intent stated in paragraph A.

Reimbursement or advances for use of a personal automobile on City business within a local area will not be made so as to supplement that alrea dy being paid to those persons receiving a monthly mileage allowance.

D. Lodging

Hotel or lodging expenses of the employee resulting from the authorized event or activity defined in this policy will be reimbursed or advanced if the lodging and event occurs outside of the local area.

Not covered will be lodging expenses related to person(s) who are accompanying the City member, but who themselves are not on City business. In this instance, fo r example, the difference between single and multiple occupancy rates for a room will not be reimbursed.

Where the lodging is in connection with a conferen ce or other organized educational activity, City- paid lodging costs shall not exceed the maximum group rate published by the conference or activity sponsor, providing that lodging at the group rate is available at the time of booking. If the group rate 275
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at the conference hotel is not available, then the non-conference lodging policy described in the next paragraph should be followed to find another comparable hotel.

Where lodging is necessary for an activity that is not related to a conference or other organized educational activity, reimbursement or advances shall be limited to the actual cost of the room at a group or government rate. In the event that a group or government rate is not available, lodging rates that do not exceed the median price for lodging for that area and time period listed on travel websites like www.hotels.com, www.expedia.com or an equivalent service shall be eligible for reimbursement or advancement.

E. Meals

1. With No Conference

Payments toward or reimbursement of meals related to authorized activities or events shall be at the Internal Revenue Service per diem rate for meals and incidental expenses for a given location, as stated by IRS publications 463 and 1542 and by the U.S. General Services Administration. The per diem shall be split among meals as reasonably desired and reduced accordingly for less than full travel days. If per diem is claimed, no receipts are necessary. Alternatively, the actual cost of a meal can be claimed, within a standard of reasonableness, but receipts must be kept and submitted for the expense incurred.

2. As Part of a Conference

When City personnel are attending a conference or other organized educational activity, they shall be reimbursed or advanced for meals not prov ided by the activity, on a per diem or actual cost basis. The per diem and actual cost rate shall follow the rules described in the meals with no conference paragraph.

F. Other Expenses

Payments toward or reimbursement of expenses at such functions shall be limited to the actual costs consistent with the application of reasonable standards.

Other reasonable expenses related to business purposes shall be paid consistent with this policy.

No payments shall be made unless, where available, receipts are kept and submitted for all expenses incurred. When receipts are not available, qualifying expenditures shall be reimbursed upon signing of an affidavit of expenditure.

No payment shall be made for any expenses incurred which are of a personal nature or not within a standard of reasonableness for the situation as may be defined by the Finance Department.

G. Non-Reimbursable Expenses

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The City will not reimburse or advance payment toward expenses including, but not limited to:

1. The personal portion of any trip;

2. Political or charitable contributions or events;

3. Family expenses, including those of a partne r when accompanying the employee on City-related business, as well as child or pet-related expenses;

4. Entertainment expenses, including theatre, shows, movies, sporting events, golf, spa treatments, etc.

5. Gifts of any kind for any purpose;

6. Service club meals; of those besides economic development staff;

7. Alcoholic beverages;

8. Non-mileage personal automobile expenses incl uding repairs, insurance, gasoline, traffic citations; and

9. Personal losses incurred while on City business.

IV ATTENDANCE AUTHORIZATION

A. Budgetary Limitations

Notwithstanding any attendance authorization contained herein, reimbursement or advances for expenses relative to conferences, meeting or training sessions shall not exceed the budgetary limitations.

B. Conference Attendance

Attendance at conferences or seminars by employees must be approved by their supervisor.

C. Meetings

Any employee, management or non-management, may attend a meeting when authorized by their supervisor.

D. Training Sessions

Any employee, management or non-management, may attend a training session when authorized by their supervisor.

V. FUNDING

A. Appropriation Policy

It shall be the policy of the City to appropriate funds subject to availability of resources. 277
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B. Training Sessions

Payments toward or reimbursement of expenses incurred in attendanc e at training sessions, will be appropriated annually through the budget process.

VI. DIRECT CASH ADVANCE POLICY

From time to time, it may be necessary for a City employee to request a direct cash advance to cover anticipated expenses while traveling or doing bu siness on the City’s behalf. Such request for an advance should be submitted to their supervisor no less than seven days prior to the need for the advance with the following information: 1) Purpose of the expenditure; 2) The anticipated amount of the expenditure (for example, hotel rates, meal costs, and transportation expenses); and 3) The dates of the expenditure. An accounting of expe nses and return of any unused advance must be reported to the City within 30 calendar days of the employee’s return on the expense report described in Section VII.

VII. EXPENSE REPORT REQUIREMENTS

All expense reimbursement requests or final accounting of advances received must be approved by their supervisor, on forms determined by the Finance Department, within 30 calendar days of an expense incurred, and accompanied by a business purpose for all expenditures and a receipt for each non- per diem item.

Revised 7/83, 7/85, 7/87, 7/88, 7/91, 7/92, 12/07, 7/10

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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 4

AUTOMOBILE ALLOWANCES AND

MILEAGE REIMBURSEMENTS

It is City of Cupertino policy that eligible persons under this Compen sation Program shall be compensated fairly for the use of personal automotive vehicles on City business. In many instances the use of personal vehicles is a condition of employment due to the absence of sufficient City owned vehicles for general transportation purposes. It is not intend ed, however, that such a condition of employment should work an undue hardship. For this reason , the following policies shall apply for mileage reimbursements.

Those persons who occasionally are required to use their personal automobiles for City business shall be reimbursed for such use at an appropriate rate established by the City Council. Submission of reimbursement requests must be approved by the Department Head.

Employees in the following classifications sh all be paid on a monthly basis the following automobile allowance:

Employees receiving automobile allowance shall be eligible for reimbursement for travel that exceeds two hundred miles round trip.

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Adopted by Action of the City Council
April 1, 1974
Revised 7/74, 5/79, 6/80, 7/81, 8/84, 7/87, 1/89, 7/90,7/92, 6/96, 8/99, 6/00, 9/01, 1/02, 6/02, 10/07, 7/10, 7/11, 10/12, 12/12, 7/13, 11/15, 10/16, 11/16, 6/17, 7/19, 8/22, 3/23, 6/25, 9/25, 1/26

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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 5

ASSOCIATION MEMBERSHIPS AND

PROFESSIONAL PUBLICATIONS
It is City of Cupertino policy that eligible persons under this Compen sation Program shall be entitled to City sponsored association memberships as well as receiving subscriptions to professional and technical publications. Such sponsorship, however, shall be conditioned upon the several factors as set forth below.

Each association for which membership is clai med must be directly related to the field of endeavor of the person to be benefited. Each cl aim for City sponsored membership shall be submitted by or through the Department Head with their concurrence to the City Manager for approval.

Subscriptions to or purchase of professional and technical publications may be provided at City expense when such have b een authorized by the Department He ad providing the subject matter and material generally contained therein are related to municipal governmental operations.

Adopted by Action of
the City Council
April 1, 1974
Revised
7/92
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 6

OVERTIME WORKED
EXEMPT POSITIONS:

Management and non-represented professional employees are ineligible for overtime payments for time worked in excess of what otherwise would be considered as a normal work day or work week for other employees. However, no deduction from leave balances are made when such an employee is absent for less than a regular work day as long as the employee has his/her supervisor’s approval.

Nothing in this policy precludes the alternative wo rk schedule, which may include an absence of a full eight hour day, when forty hours have been worked in the same seven day work period.

NON-EXEMPT POSITIONS:

Confidential employees are eligible
for overtime or compensation time, at their discretion, for the time worked in excess of 40 hours per week. Noth ing in this policy precludes the alternative work schedule, which may include an absenc e of a full eight hour day, wh ere forty hours have been worked in the same seven day period.

COMPENSATORY TIME OFF
At the employee’s discretion, compensatory time (CTO) may be granted for overtime worked at the rate of time and one-half for each hour worked in lieu of compensation in cash. Employees, who have previously earned CTO, shall be allowed to schedule CTO at the employee’s discretion provided (1) that prior supervisory approval has been obtained and (2) the request is made in writing.

CTO may be accrued for up to 80 hours per calendar year. Any CTO earned exceeding 80 hours will be paid at the rate of time and one-half. An employee may carry over the unused balance into the next calendar year. Any unused carryover balance will be automatically paid out at the end of the calendar year.

An employee may exercise his/her option twic e each calendar year to convert any/or all accumulated compensatory time to cash.

STANDBY COMPENSATION
Employees in the classification of Information an
d Technology Assistant who are required to be
available during their off-shift hours for possible recall for emergency service shall be compensated $300.00 per 128 hours. Minimum staffing and skill qualifications for standby assignment shall be determined by the City.
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Adopted by Action of
the City Co
uncil
April 1, 1974
Revised
6/80, 7/91, 7/92, 6/96, 7/97, 4/07, 7/13, 10/16, 8/22
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City of Cupertino
UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM
Policy No. 7

HEALTH BENEFITS PLAN - EMPLOYER CONTRIBUTION
It is the policy of the City of Cupertino to provide group hospital and medical insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees and their families through comprehensive health plans available only through employer sponsorship.

Although the premium cost for the insurance provided remains the ultima te responsibility of the employee in these positions, the City shall contribute the amounts listed below towards the premium or pay the full cost of the premium if less than the st ated amounts. If the premium amounts for any employee covered by this policy are less than th e amounts listed below per month, the difference between the premium amount and the stated amounts will be included in the employee’s gross pay.

The City agrees to make available a plan of comprehensive health and welfare benefits for eligible employees. Any such benefits program must have the continued approval of the Board of Administration, Public Employees Retirement System. For each participating employee, the City shall contribute toward premium cost of the following amount per month during the term of this agreement.

Effective July 1, 2025, for each participating employee, the City shall contribute toward premium cost the following amount per month during the term of this agreement.

January 1, 2025 City Max Health
Contribution
City Max Dental
Contribution
City Total Max
Contributio
n
Employee $1,112.90 $114.30 $1,227.20
Employee + 1 $2,225.80 $114.30 $2,340.10
Employee + 2 $2,893.54 $114.30 $3,007.84
With regards to any change in the monthly medical plan premium charged by CalPERS in the plan years subsequent to 2025 (specifically, the CalPERS healthcare rate increases effective January 1, 2026, January 1, 2027 and January 1, 2028), the City’s maximum contributions shall be tied to the CalPERS Kaiser Permanente plan increases and shall be capped at no more than 20% of any such total increase in aggregate between 2025 – 2028. Any required contribution amounts exceeding the premium contribution of the Cit
y are the responsibility of the employee.

Health In-Lieu Payments
City agrees to
pay a monthly amount of three hundred seventy-five ($375.00) per month to the employee who can demonstrate that they have equivalent health coverage through their spouse, parent, or other group coverage and who request this cash payment in lieu of health insurance coverage.
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*Dental Coverage: Effective the first month af
ter Council adoption of MOU, dental coverage is capped
at $2,500.00 per dependent per annual plan year for the term of this contract.

Adopted by Action of the City Council
September 16, 1974
Revised
7/75, 7/76, 7/77, 8/78, 7/79, 6/80, 6/81, 7/81, 6/82, 7/83, 7/84, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/97, 7/99, 6/00, 6/02, 7/04, 6/05, 4/07,12/12, 7/13, 10/16, 7/19, 12/19, 8/22, 9/25 285
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City of Cupertino

UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 8

FIXED HOLIDAYS

It is the policy of the City of Cupertino to re cognize days of historical and national significance as holidays of the City without loss of pay or benefi ts. Recognizing the desirable times throughout the year, it is the policy of the City of Cupertino to provide days off in lieu of holidays for management and confidential employees at such times as are conven ient for each employee and supervisor, when such policy is compatible with the workload and schedule of the City.

The City provides the following fixed paid holidays for eligible employees covered by this agreement:

1. New Year’s Day

2. Martin Luther King Day

3. Lunar New Year

4. Presidents’ Day

5. Cesar Chavez Day

6. Memorial Day

7. Juneteenth

8. Independence Day

9. Labor Day

10. Veteran’s Day

11. Thanksgiving Day

12. Day Following Thanksgiving

13. Christmas Eve

14. Christmas Day

15. New Year’s Eve

When a holiday falls on a Sunday, the following Monday shall be observed as the non-work day. When a holiday falls on a Saturday, the previous Friday shall be observed as the non-work day.

FLOATING HOLIDAY
In addition to the paid holidays, employees occupying these positions shall be provided 20 floating hours per calendar year as non-work time with full pa y and benefits. Employees may accumulate floating holiday hours up to two times their annual accrual.

Adopted by Action of
the City Council
July 7, 1975

Revised 6/80, 6/89, 7/92, 7/99, 7/13, 8/22, 11/23, 9/25 286
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 9

LIFE, LONG TERM DISABILITY INSURANCE, AND SHORT TERM DISABILITY INSURANCE It is the policy of the City of Cupertino to make available group insurance for Management and Confidential employees that will mitigate the perso nal and family financial hardships resulting from continuing disability that prevents an employee from performing gainfully in his or her occupation. It is further the policy of the City of Cupertino to provide life insurance benefits in an amount of two and one half times the employee’s annual salary to a maximum of $250,000.00.

Employees occupying unrepresented positions may enroll in the disability income program and the life insurance program offered if eligible under the contract provisions of the policy and the personnel rules of the City. The full cost of premiums for th ese programs shall be paid by the City for such employees.

Adopted by Action of
the City Co
uncil
September 16, 1976
Revised 7/76, 6/80, 6/81, 6/82, 6/92, 10/16
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 10

DEFERRED COMPENSATION

It is the policy of the City of Cupertino to pr ovide equitable current compensation and reasonable retirement security for management and confidential employees for services performed for the City. The City participates in the California Public Employees’ Retirement System (PERS) and deferred compensation plans have been established. Both the employee and employer may make contributions from current earnings to these pl ans. The purpose of this polic y is to promote means by which compensation may be provided in such manner and form to best meet the requirements of the City and the needs of individual employees, thereby increasing the ability, to attract and retain competent management and confidential employees.

The City shall maintain and administer means by which employees in these positions may defer portions of their current earnings for future utilization. Usage of such plans shall be subject to such agreements, rules and procedures as are necessary to properly administer each plan. Employee contributions to such plans may be made in such amounts as felt proper and necessary to the employee.

Employer contributions shall be as determined by the City Council.

Adopted by Action of
the City Council
July 7, 1975
Revised 6/80, 7/87, 7/92, 7/99

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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 11

PUBLIC EMPLOYEES’ RETIREMENT SYSTEM CONTRIBUTION

A. Employees hired on or before December 29, 2012 Only:

For employees hired on or before December 29, 2012, the City has contracted with CalPERS for a 2.7% @55 formula.

Effective in the first full pay period in July 2017, each employee shall pay the full 8.0% of applicable salary of the employee’s contribution towards CalPERS.

B. For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations Only:

For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations only the City has contracted with CalPERS for a 2.0% @ 60 retirement formula, three year average compensation.

Effective October 1, 2016, the City shall not pay the employee’s contribution rate to the California Public Employees Retirement System (CalPERS) and each employee shall pay the full 7% of applicable salary of the employee’s contribution towards CalPERS.

C. For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as Classic members Only:

For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as classic members as defined by CalPERS, CalPERS has by statute implemented a 2% @ 62 formula, three year average and employees in this category shall pay 50% of the normal cost rate as determined by CalPERS.

Adopted by Action of
the City Council
June, 1981
Revised 6/87, 6/89, 7/90, 7/91, 7/92, 6/03, 7/04, 4/07, 7/10, 10/12, 12/12, 7/13, 10/16, 7/19

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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 12

DENTAL INSURANCE - EMPLOYER CONTRIBUTION
It is the policy of the City of Cupertino to provide dental insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees.

The premium cost for the insurance provided by the City shall not exceed $114.30 per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with Personnel Rules of the City and the provisions of the contract for such insurance between the City and carrier or carriers.
*Dental Coverage: Effective the first month after Council adoption of agreement, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract.

Adopted by Action of
City Council
July 1, 1983
Revised 7/87, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/99, 4/07, 10/12, 10/16, 7/19, 9/25 290
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City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 13

ADMINISTRATIVE LEAVE
The department heads and executive level staff s hall receive eighty (80) hours of administrative leave with pay per year. Unrepresented employees exempt from the provisions of the Fair Labor Standards Act shall receive forty (40) hours of administrative leave with pay per year.

Employees may accumulate administrative leave hours up to two times their annual accrual.

Employees shall be eligible to convert up to 80 hours of administrative leave to pay one time each calendar year.

Adopted by Action of
the City Council
July, 1988
Revised
7/92, 7/97, 7/99, 7/10, 12/12, 10/16, 8/22, 3/23
City of Cupertino
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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 14

EMPLOYEE ASSISTANCE PROGRAM

It is the policy of the City of Cupertino to provide an Employee Assistance Program for the benefit of Management and Confidential employees and their eligible dependents. The purpose of this program is to provide professional assistance and counseling concerning financial, legal, pre-retirement, and other matters of a personal nature.

Adopted by Action of the City Council
June 17, 1996

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UNREPRE
SENTED EMPLOYEES’ COMPENSATION PROGRAM
P o l i c y N o . 1 5

VACATION ACCUMULATION
The department heads and executive level staff s hall earn vacation hours under the same vacation accumulation schedule as all other employees. Credit shall be provided for previous public sector service time on a year-for-year basis as to annual vacation accumulation. Credit shall only be given for completed years of service. Public service credit shall not apply to any other supplemental benefit.

Employee(s) affected by this policy will have the respon sibility of providing certification as to previous public sector service.

Benefited full-time employees accrue vacation in accordance with the following schedule.

Benefited employees who work less than a full-time work schedule accrue vacation in accordance with the following schedule on a pro-rated basis.

Service Time Annual Accruals Maximum Accrual
0 - 3 Years 80 Hours 160 Hours
4 - 9 Years 120 Hours 240 Hours
10 – 14 Years 160 Hours 272 Hours
15 – 19 Years 176 Hours 320 Hours
20 + Years 192 Hours 352 Hours
An employee may accrue no more vacation credit than what is listed above.

VACATION CREDITS
The hiring
manager, with the approval of the department head and the City Manager, may offer a vacation bank of up to 120 hours of vacation to a prospective candidate in the Unrepresented group.

These hours do not vest for payoff purposes if the employee leaves service.

Adopted by Action of the City Council
July 7, 1997
Revised 6/99, 7/10, 12/12, 7/13, 10/16, 3/23
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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 16

HOUSING ASSISTANCE PROGRAM
Housing assistance may be offered to the department heads pursuant to Resolution No. 15-092.

Adopted by Action of the City Council
July 7, 1997
Revised 7/99, 7/10, 8/12, 10/15
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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 17

VISION INSURANCE – EMPLOYER CONTRIBUTION

It is the policy of the City of Cupertino to provide vision insurance under which employees and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees.

Adopted by Action of the City Council
July 1997

Revised 7/99, 6/02, 6/03, 7/10, 10/12

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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 18

WORK OUT OF CLASSIFICATION/WORK IN DUAL CLASSIFICATION
Work Out of Classification – Temporary assignment, approved in advance by the department head, to a classification in a higher pay grade shall be compensated at the Step 1 rate of the higher classification or at a rate five (5) percent greater than that of the regular position, whichever is greater, for the number of hours assigned. In order to qualify for out-of-cla ssification pay, an employee shall work a minimum of four (4) hours per day in the temporary assignment.

An employee may be assigned to work out of class in a higher classification when there is a vacant position for which a recruitment is being, or will be, conducted. Out of class assignments may not exceed 960 hours in a fiscal year. Compensation for work performed in an out-of-class capacity is included for purposes of calculating CalPERS compensation, however, this is at the discretion of CalPERS and future changes to CalPERS regulations would supersede the language of this section.

An employee may receive acting pay for working in a higher classification where a vacancy does not exist, in the case of an incumbent being on vacation or leave of absence, or due to the employee being asked to perform higher level work on any other temporary basis. Acting pay is not included for purposes of calculating CalPERS compensation.

The higher rate of pay shall be used in computing overtime when authorized overtime is worked in a non-exempt, out of class or acting work assignment. When a non-exempt employee is working out of class or acting in an exempt position for 20 hours or more in a work week, the employee will be ineligible to receive overtime pay for any and all hours worked in the exempt classification during that work week.

All requests for out of class pay or acting pay must be approved by the Director of Administrative Services or his/her designee.

Adopted by Action of the City Council
October 2016
Revised 7/19
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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 19

EDUCATION REIMBURSEMENT PROGRAM
It is the intent of the City to recognize the value of continuing education and professional development of its employees; and to adopt an Education Reimbursement Program which will encourage employees to avail themselves of City job related educational opportunities that will advance their knowledge and interests in the direction of their career path. Courses should either: a) maintain or improve job skills in the employee’s current position; b) be expressly required by the City or by law; or c) prepare the employee to become a competitive applicant for a different position with the City.

The Education Reimbursement Program is a benefit to all full time benefited employees who have completed the required probationary period and provides education reimbursement of up to two thousand dollars($2,000) per calendar year for the cost of registration, required textbooks and/or materials and parking. Employees who wish to seek reimbursement from the City for educational program costs shall provide a written request for reimbursement in advance of enrollment to the Human Resources Division. The form provided shall include the type of training, sponsoring organization or institution, meeting times and costs. Human Resources and the employee’s department head will make the determination if the chosen education program is eligible for reimbursement.

No employee shall receive any reimbursement until they have provided satisfactory proof of successful completion of the coursework with a grade of “C” or above, or “Pass” in the case of a Pass/Fail course.

Such proof of completion shall be provided within 30 days of the conclusion of the course.

Education reimbursement is a taxable benefit under IRS Code. Education reimbursement will be applied to the calendar year in which the course is passed and satisfactory proof of completion is submitted.

Mandatory or annual coursework, attendance at conf erences and training required to maintain job specific certifications or proficiencies are not included in the Education Reimbursement Program.

Adopted by Action of the City Council
July 2019
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UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 20

CITY SPONSORED RECREATION AND WELLNESS PROGRAMS

Unrepresented employees shall have the privilege of enrollment in City sponsored recreation programs at the City residents’ fee structure and in preference to non-residents wishing to enroll. Each calendar year, employees and family members on the employee’s dental plan are eligible to be reimbursed up to $500 per employee in Rec Bucks. Employees shall be reimbursed for approved recreation services in accordance with the City’s Recreation Buck Policies. Programs allowing for preregistration will be reimbursed after completion of the program, including those allowing for or requiring preregistration in the calendar year prior to reimbursement. Reimbursements shall be applied to the year in which they are received. Benefited employees will also receive a free employee-only annual Cupertino Sports Center membership. Part-time benefited employees will have the annual amount of Recreation Bucks prorated based on number of hours worked. Recreation Bucks are a taxable benefit under IRS Code, and must be used by the employee within the calendar year and are non-transferrable.

City employees are eligible to participate in the City’s wellness program as provided for in the City’s Administrative Rules and Regulations.

Adopted by Action of the City Council
July 2019

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Listing of Unrepresented Classifications by
Salary Rate or Pay Grades
Effective July 1, 2013 (Res. No. 13-061)
Amended 1
1/19/ 13 (Res. No. 13-0 99)
Amended 12/17/13 (Res. No. 13-108)
Amended 3/18/14 (Res. No. 14-130)
Amended 11/3/14 (Res. No. 14-209)
Amended 11/3/2015 (Res. No. 15-099)
Amended 6/21/16 (Res. No. 16-064)
Amended 10/4/16 (Res. No. 16-104 – Not adopted)
Amended 1
0/18/16 (Res. No. 16-108)
Amended 11/15/16 (Res. No. 16-128)
Amended 6/20/17 (Res. No. 17-056)
Amended 10/17/17 (Res. No. 17-101)
Amended 7/
16/19 (Res. No. 19-086)
Amended 1
1/19/19 (Res. No. 19-140)
Amended 6/
7/22 (Res. No. 22-067 on 6/9/22)
Amended 8/16/22 (Res. No. 22-103)
Amended 3/7/23 (Res. No.23-028)
Amended 6/3/25 (
Res. No. 25-040)
Amended 7/15/25 ( Res. No. 25-066)
Amended 9/3/25 (Res. No. 25-072)
Amended 1/21/26 (Res. No. 26-001)
Amended 3/3/2026 (Res. No. 26-026)
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ATTACHMENT A

SALARY SCHEDULE

Salary Effective July 15, 2025

Year 1 - Salary Effective First Full Pay Period in July 2025

Classification Step1 Step2 Step3 Step4 Step5
ACCOUNTANT I $48.93 $51.38 $53.95 $56.65 $59.48
ACCOUNTANT II $53.94 $56.64 $59.47 $62.45 $65.57
ACCOUNTING TECHNICIAN $48.54 $50.96 $53.51 $56.19 $58.99 ADMINISTRATIVE ASSISTANT $42.68 $44.82 $47.06 $49.41 $51.88 ASSISTANT CITY ATTORNEY $97.48 $102.35 $107.47 $112.84 $118.48 ASSISTANT DIRECTOR COMM DEV $95.34 $100.11 $105.12 $110.37 $115.89 ASSISTANT TO THE CITY MANAGER $78.41 $82.33 $86.45 $90.77 $95.31 ASST DIR PUBLIC WORKS ENG $99.19 $104.15 $109.36 $114.82 $120.56 ASST DIR RECREATION COMM SVCS $95.34 $100.11 $105.12 $110.37 $115.89 BUDGET MANAGER $89.15 $93.61 $98.29 $103.20 $108.36
BUILDING OFFICIAL $89.60 $94.08 $98.79 $103.73 $108.91
BUSINESS SYSTEMS ANALYST $69.18 $72.64 $76.27 $80.09 $84.09 CAPITAL IMPV PROGRAM MGR $89.05 $93.51 $98.18 $103.09 $108.24 CHIEF TECHNOLOGY OFFICER $117.71 $123.59 $129.78 $136.27 $143.07 CITY CLERK $79.51 $83.49 $87.66 $92.05 $96.65
CITY ENGINEER $99.19 $104.15 $109.36 $114.82 $120.56
CODE ENFORCEMENT SUPERVISOR $77.51 $81.39 $85.46 $89.73 $94.22 COMMS AND MARKETING COORDINATOR $64.90 $68.14 $71.55 $75.13 $78.88 COMMUNITY RELATIONS COORDINATOR $49.21 $51.67 $54.25 $56.96 $59.81 DEPARTMENT HEAD $117.71 $123.59 $129.78 $136.27 $143.07 DEPUTY BUILDING OFFICIAL $77.51 $81.39 $85.46 $89.73 $94.22 DEPUTY CITY ATTORNEY $70.14 $73.64 $77.33 $81.19 $85.25 DEPUTY CITY CLERK $56.74 $59.58 $62.55 $65.68 $68.97
DEPUTY CITY MANAGER $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF ADMIN SERVICES $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF COMM DEVELOPMENT $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF PARKS AND RECREATION $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF PUBLIC WORKS $121.15 $127.21 $133.57 $140.25 $147.26 ECONOMIC DEVELOPMENT MANAGER $85.59 $89.87 $94.37 $99.08 $104.04 EMERGENCY SERVICES COORDINATOR $69.57 $73.05 $76.71 $80.54 $84.57 ENVIRONMENTAL PROGRAMS MANAGER $89.05 $93.51 $98.18 $103.09 $108.24 EXEC ASST TO CITY MANAGER $50.15 $52.66 $55.30 $58.06 $60.96 300
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EXEC ASST TO THE CITY ATTNY $48.92 $51.38 $53.95 $56.63 $59.48 FINANCE MANAGER $89.15 $93.61 $98.29 $103.20 $108.36
GIS COORDINATOR $51.15 $53.71 $56.39 $59.21 $62.17
GIS PROGRAM MANAGER $88.11 $92.52 $97.14 $102.00 $107.10 HUMAN RESOURCE ANALYST I $58.86 $61.81 $64.90 $68.14 $71.55 HUMAN RESOURCES ANALYST II $64.90 $68.14 $71.55 $75.12 $78.88 HUMAN RESOURCES ASSISTANT $35.45 $37.22 $39.08 $41.03 $43.08 HUMAN RESOURCES MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 HUMAN RESOURCES TECHNICIAN $48.54 $50.96 $53.51 $56.19 $58.99 I.T. ASSISTANT $47.73 $50.12 $52.62 $55.25 $58.02
INNOVATION AND TECHNOLOGY MGR $88.11 $92.52 $97.14 $102.00 $107.10 LEGAL SERVICES MANAGER $50.53 $53.05 $55.71 $58.49 $61.42 MANAGEMENT ANALYST $59.37 $62.33 $65.45 $68.72 $72.16
NETWORK SPECIALIST $61.06 $64.12 $67.32 $70.69 $74.22
PARK RESTORATION IMPV MGR $83.29 $87.46 $91.83 $96.42 $101.24 PERMIT CENTER MANAGER $77.51 $81.39 $85.46 $89.73 $94.22 PLANNING MANAGER $89.60 $94.08 $98.79 $103.73 $108.91
PUBLIC AFFAIRS MANAGER $76.58 $80.41 $84.43 $88.66 $93.09 PUBLIC INFORMATION OFFICER $76.50 $80.33 $84.34 $88.56 $92.99 PUBLIC WORKS PROJECT MANAGER $73.21 $76.88 $80.72 $84.76 $88.99 PUBLIC WORKS SUPERVISOR $61.71 $64.80 $68.04 $71.44 $75.01 PURCHASING MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 RECREATION MANAGER $63.01 $66.16 $69.46 $72.94 $76.58
RECREATION SUPERVISOR $57.15 $60.01 $63.01 $66.16 $69.46 SENIOR ACCOUNTANT $62.45 $65.57 $68.85 $72.30 $75.91
SENIOR ASSISTANT CITY ATTORNEY $117.71
$107.24
$123.59
$112.60
$129.78
$118.23
$136.27
$124.14
$143.07
$130.35
SENIOR BUSINESS SYSTEMS ANALYST $74.03 $77.73 $81.61 $85.70 $89.98 SENIOR CIVIL ENGINEER $83.64 $87.82 $92.22 $96.83 $101.67 SENIOR MANAGEMENT ANALYST $64.90 $68.14 $71.55 $75.13 $78.88 SENIOR PUBLIC WORKS PROJECT MGR $76.88 $80.72 $84.76 $88.99 $93.44 SERVICE CENTER SUPERINTENDENT $78.91 $82.86 $87.00 $91.35 $95.92 SPECIAL PROJECT EXECUTIVE $117.71 $123.59 $129.78 $136.27 $143.07 TRANSPORTATION MANAGER $89.05 $93.51 $98.18 $103.09 $108.24 WEB SPECIALIST $53.99 $56. 69 $59.53 $62.50 $65.63

Year 2 - Salary Effective First Full Pay Period in July 2026

Classification Step1 Step2 Step3 Step4 Step5
ACCOUNTANT I $50.40 $52.92 $55.57 $58.34 $61.26
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ACCOUNTANT II $55.56 $58.34 $61.25 $64.32 $67.53
ACCOUNTING TECHNICIAN $49.99 $52.49 $55.11 $57.87 $60.76 ADMINISTRATIVE ASSISTANT $43.96 $46.16 $48.47 $50.89 $53.44 ASSISTANT CITY ATTORNEY $100.40 $105.42 $110.69 $116.23 $122.04 ASSISTANT DIRECTOR COMM DEV $98.20 $103.11 $108.27 $113.68 $119.37 ASSISTANT TO THE CITY MANAGER $80.77 $84.80 $89.04 $93.50 $98.17 ASST DIR PUBLIC WORKS ENG $102.16 $107.27 $112.64 $118.27 $124.18 ASST DIR RECREATION COMM SVCS $98.20 $103.11 $108.27 $113.68 $119.37 BUDGET MANAGER $91.83 $96.42 $101.24 $106.30 $111.61
BUILDING OFFICIAL $92.29 $96.90 $101.75 $106.84 $112.18 BUSINESS SYSTEMS ANALYST $71.26 $74.82 $78.56 $82.49 $86.62 CAPITAL IMPV PROGRAM MGR $91.72 $96.31 $101.13 $106.18 $111.49 CHIEF TECHNOLOGY OFFICER $121.24 $127.30 $133.67 $140.36 $147.37 CITY CLERK $81.90 $85.99 $90.29 $94.81 $99.55
CITY ENGINEER $102.16 $107.27 $112.64 $118.27 $124.18
CODE ENFORCEMENT SUPERVISOR $79.84 $83.83 $88.02 $92.42 $97.05 COMMS AND MARKETING COORDINATOR $66.84 $70.18 $73.69 $77.38 $81.25 COMMUNITY RELATIONS COORDINATOR $50.68 $53.22 $55.88 $58.67 $61.61 DEPARTMENT HEAD $121.24 $127.30 $133.67 $140.36 $147.37 DEPUTY BUILDING OFFICIAL $79.84 $83.83 $88.02 $92.42 $97.05 DEPUTY CITY ATTORNEY $72.24 $75.85 $79.65 $83.63 $87.81 DEPUTY CITY CLERK $58.44 $61.36 $64.43 $67.65 $71.04
DEPUTY CITY MANAGER $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF ADMIN SERVICES $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF COMM DEVELOPMENT $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF PARKS AND RECREATION $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF PUBLIC WORKS $124.79 $131.03 $137.58 $144.46 $151.68 ECONOMIC DEVELOPMENT MANAGER $88.16 $92.57 $97.20 $102.06 $107.16 EMERGENCY SERVICES COORDINATOR $71.66 $75.25 $79.01 $82.96 $87.11 ENVIRONMENTAL PROGRAMS MANAGER $91.72 $96.31 $101.13 $106.18 $111.49 EXEC ASST TO CITY MANAGER $51.66 $54.24 $56.95 $59.80 $62.79 EXEC ASST TO THE CITY ATTNY $50.39 $52.92 $55.57 $58.33 $61.26 FINANCE MANAGER $91.83 $96.42 $101.24 $106.30 $111.61
GIS COORDINATOR $52.68 $55.32 $58.08 $60.99 $64.04
GIS PROGRAM MANAGER $90.75 $95.29 $100.06 $105.06 $110.31 HUMAN RESOURCE ANALYST I $60.63 $63.66 $66.84 $70.18 $73.69 HUMAN RESOURCES ANALYST II $66.84 $70.18 $73.69 $77.38 $81.25 HUMAN RESOURCES ASSISTANT $36.51 $38.33 $40.25 $42.26 $44.38 HUMAN RESOURCES MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 302
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HUMAN RESOURCES TECHNICIAN $49.99 $52.49 $55.11 $57.87 $60.76 I.T. ASSISTANT $49.16 $51.62 $54.20 $56.91 $59.76
INNOVATION AND TECHNOLOGY MGR $90.75 $95.29 $100.06 $105.06 $110.31 LEGAL SERVICES MANAGER $52.04 $54.65 $57.38 $60.25 $63.26 MANAGEMENT ANALYST $61.15 $64.21 $67.42 $70.79 $74.33
NETWORK SPECIALIST $62.90 $66.04 $69.34 $72.81 $76.45
PARK RESTORATION IMPV MGR $85.79 $90.08 $94.59 $99.31 $104.28 PERMIT CENTER MANAGER $79.84 $83.83 $88.02 $92.42 $97.05 PLANNING MANAGER $92.29 $96.90 $101.75 $106.84 $112.18
PUBLIC AFFAIRS MANAGER $78.88 $82.83 $86.97 $91.32 $95.88 PUBLIC INFORMATION OFFICER $78.80 $82.74 $86.87 $91.22 $95.78 PUBLIC WORKS PROJECT MANAGER $75.41 $79.18 $83.14 $87.30 $91.66 PUBLIC WORKS SUPERVISOR $63.57 $66.74 $70.08 $73.59 $77.26 PURCHASING MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 RECREATION MANAGER $64.90 $68.14 $71.55 $75.13 $78.88
RECREATION SUPERVISOR $58.86 $61.81 $64.90 $68.14 $71.55 SENIOR ACCOUNTANT $64.33 $67.54 $70.92 $74.46 $78.19
SENIOR ASSISTANT CITY ATTORNEY $121.24
$110.45
$127.30
$115.98
$133.67
$121.77
$140.36
$127.86
$147.37
$134.26
SENIOR BUSINESS SYSTEMS ANALYST $76.25 $80.06 $84.06 $88.27 $92.68 SENIOR CIVIL ENGINEER $86.15 $90.46 $94.98 $99.73 $104.72 SENIOR MANAGEMENT ANALYST $66.84 $70.18 $73.69 $77.38 $81.25 SENIOR PUBLIC WORKS PROJECT MGR $79.18 $83.14 $87.30 $91.66 $96.25 SERVICE CENTER SUPERINTENDENT $81.28 $85.34 $89.61 $94.09 $98.79 SPECIAL PROJECT EXECUTIVE $121.24 $127.30 $133.67 $140.36 $147.37 TRANSPORTATION MANAGER $91.72 $96.31 $101.13 $106.18 $111.49 WEB SPECIALIST $55.61 $58. 39 $61.31 $64.38 $67.60

Year 3 - Salary Effective First Full Pay Period in July 2027

Classification Step1 Step2 Step3 Step4 Step5
ACCOUNTANT I $51.91 $54.51 $57.23 $60.10 $63.10
ACCOUNTANT II $57.23 $60.09 $63.09 $66.25 $69.56
ACCOUNTING TECHNICIAN $51.49 $54.06 $56.77 $59.61 $62.59 ADMINISTRATIVE ASSISTANT $45.28 $47.55 $49.93 $52.42 $55.04 ASSISTANT CITY ATTORNEY $103.41 $108.58 $114.01 $119.71 $125.70 ASSISTANT DIRECTOR COMM DEV $101.15 $106.21 $111.52 $117.09 $122.95 ASSISTANT TO THE CITY MANAGER $83.19 $87.35 $91.72 $96.30 $101.12 ASST DIR PUBLIC WORKS ENG $105.23 $110.49 $116.01 $121.82 $127.91 ASST DIR RECREATION COMM SVCS $101.15 $106.21 $111.52 $117.09 $122.95 303
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BUDGET MANAGER $94.58 $99.31 $104.27 $109.49 $114.96
BUILDING OFFICIAL $95.06 $99.81 $104.80 $110.04 $115.54 BUSINESS SYSTEMS ANALYST $73.40 $77.07 $80.92 $84.97 $89.21 CAPITAL IMPV PROGRAM MGR $94.48 $99.20 $104.16 $109.37 $114.84 CHIEF TECHNOLOGY OFFICER $124.88 $131.12 $137.68 $144.57 $151.79 CITY CLERK $84.36 $88.57 $93.00 $97.65 $102.54
CITY ENGINEER $105.23 $110.49 $116.01 $121.82 $127.91
CODE ENFORCEMENT SUPERVISOR $82.23 $86.35 $90.66 $95.20 $99.96 COMMS AND MARKETING COORDINATOR $68.85 $72.29 $75.91 $79.70 $83.69 COMMUNITY RELATIONS COORDINATOR $52.20 $54.81 $57.55 $60.43 $63.45 DEPARTMENT HEAD $124.88 $131.12 $137.68 $144.57 $151.79 DEPUTY BUILDING OFFICIAL $82.23 $86.35 $90.66 $95.20 $99.96 DEPUTY CITY ATTORNEY $74.41 $78.13 $82.04 $86.14 $90.44 DEPUTY CITY CLERK $60.19 $63.20 $66.36 $69.68 $73.17
DEPUTY CITY MANAGER $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF ADMIN SERVICES $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF COMM DEVELOPMENT $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF PARKS AND RECREATION $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF PUBLIC WORKS $128.53 $134.96 $141.70 $148.79 $156.23 ECONOMIC DEVELOPMENT MANAGER $90.80 $95.34 $100.11 $105.12 $110.37 EMERGENCY SERVICES COORDINATOR $73.81 $77.50 $81.38 $85.45 $89.72 ENVIRONMENTAL PROGRAMS MANAGER $94.48 $99.20 $104.16 $109.37 $114.84 EXEC ASST TO CITY MANAGER $53.21 $55.87 $58.66 $61.60 $64.68 EXEC ASST TO THE CITY ATTNY $51.90 $54.51 $57.23 $60.08 $63.10 FINANCE MANAGER $94.58 $99.31 $104.27 $109.49 $114.96
GIS COORDINATOR $54.26 $56.98 $59.83 $62.82 $65.96
GIS PROGRAM MANAGER $93.48 $98.15 $103.06 $108.21 $113.62 HUMAN RESOURCE ANALYST I $62.45 $65.57 $68.85 $72.29 $75.90 HUMAN RESOURCES ANALYST II $68.85 $72.29 $75.90 $79.70 $83.68 HUMAN RESOURCES ASSISTANT $37.60 $39.48 $41.46 $43.53 $45.71 HUMAN RESOURCES MANAGER $94.58 $99.31 $104.27 $109.49 $114.96 HUMAN RESOURCES TECHNICIAN $51.49 $54.06 $56.77 $59.61 $62.59 I.T. ASSISTANT $50.64 $53.17 $55.83 $58.62 $61.55
INNOVATION AND TECHNOLOGY MGR $93.48 $98.15 $103.06 $108.21 $113.62 LEGAL SERVICES MANAGER $53.61 $56.29 $59.10 $62.06 $65.16 MANAGEMENT ANALYST $62.98 $66.13 $69.44 $72.91 $76.56
NETWORK SPECIALIST $64.78 $68.02 $71.42 $74.99 $78.74
PARK RESTORATION IMPV MGR $88.37 $92.78 $97.42 $102.29 $107.41 PERMIT CENTER MANAGER $82.23 $86.35 $90.66 $95.20 $99.96 304
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PLANNING MANAGER $95.06 $99.81 $104.80 $110.04 $115.54
PUBLIC AFFAIRS MANAGER $81.25 $85.31 $89.58 $94.06 $98.76 PUBLIC INFORMATION OFFICER $81.16 $85.22 $89.48 $93.95 $98.65 PUBLIC WORKS PROJECT MANAGER $77.67 $81.56 $85.64 $89.92 $94.41 PUBLIC WORKS SUPERVISOR $65.47 $68.75 $72.18 $75.79 $79.58 PURCHASING MANAGER $94.58 $99.31 $104.27 $109.49 $114.96 RECREATION MANAGER $66.84 $70.19 $73.69 $77.38 $81.25
RECREATION SUPERVISOR $60.63 $63.66 $66.84 $70.19 $73.69 SENIOR ACCOUNTANT $66.25 $69.57 $73.05 $76.70 $80.53
SENIOR ASSISTANT CITY ATTORNEY $124.88
$113.77
$131.12
$119.45
$137.68
$125.43
$144.57
$131.70
$151.79
$138.28
SENIOR BUSINESS SYSTEMS ANALYST $78.53 $82.46 $86.58 $90.91 $95.46 SENIOR CIVIL ENGINEER $88.74 $93.17 $97.83 $102.72 $107.86 SENIOR MANAGEMENT ANALYST $68.85 $72.29 $75.91 $79.70 $83.69 SENIOR PUBLIC WORKS PROJECT MGR $81.56 $85.64 $89.92 $94.41 $99.13 SERVICE CENTER SUPERINTENDENT $83.72 $87.90 $92.30 $96.91 $101.76 SPECIAL PROJECT EXECUTIVE $124.88 $131.12 $137.68 $144.57 $151.79 TRANSPORTATION MANAGER $94.48 $99.20 $104.16 $109.37 $114.84 WEB SPECIALIST $57.28 $60.14 $63.15 $66.31 $69.62

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CITY OF CUPERTINO
Agenda Item
26-14757 Agenda Date: 3/3/2026
Agenda #: 11.

Subject: Fiscal Year 2026-2027 Capital Improvement Programs and Five-year Plan.

Receive presentation and approve the Capital Improvement Programs Project Prioritization process and the Fiscal Year 2026-2027 Capital Improvement Programs and Five-Year Plan proposal.

CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1
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PUBLIC WORKS DEPARTMENT

CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-5732
TELEPHONE: (408) 777-3354
CUPERTINO.GOV

CITY COUNCIL STAFF REPORT
Date: March 3, 2026
Subject
Fiscal Year 2026-2027 Capital Improvement Programs and Five-year Plan Recommended Action
Receive presentation and approve the Capital Improvement Programs Project Prioritization process and the Fiscal Year 2026–2027 Capital Improvement Programs and Five-Year Plan proposal.

Executive Summary
As part of the City of Cupertino’s annual budget process, staff develops proposals for new Capital Improvement Programs (CIP) projects for City Council review and feedback. This input helps refine the proposed CIP before it is presented alongside the annual budget.

The Fiscal Year 2026–2027 (FY 26–27) CIP advances previously approved, strategically-aligned projects and prioritizes safety through the repair and revitalization of existing infrastructure to preserve City facilities.

Background
A CIP project enhances, restores, extends the useful life of, or adapts a City asset to a new or different use. The Public Works CIP Division manages the planning, design, procurement, and construction of CIP projects, including streets, sidewalks, storm drainage, buildings, parks, and bicycle and pedestrian improvements. The Division ensures projects meet community expectations and comply with applicable City and State standards, with public health and safety as the top priority.

CIP projects are distinguished from maintenance, Special Projects, and City Work Program (CWP) efforts by the need for professional design and/or project management services requiring specialized expertise and documentation. While most CIP projects involve design and construction, planning efforts—such as feasibility studies or technical analyses—may also qualify when they require engineering or design services. These guidelines are applied based on the specifics of each project.

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Project Priorities
Project prioritization is used to guide funding decisions and resource scheduling. Staff evaluates and ranks new project proposals using the criteria and process outlined in Attachment A.

The highest priority is given to projects that require repair of existing facilities to address public health and safety and to protect public and private property. Other factors, including available funding and resources to complete a project, are then considered within the context of other City goals. The FY 26-27 CIP Projects Prioritization Matrix is Attachment B.

Projects are proposed by stakeholders, reviewed for completeness and prioritized according to the factors listed in the Prioritization Process (Attachment A). Proposed and existing projects are reviewed in the context of fiscal responsibility and capacity to confirm that initiating and/or continuing the project is the best course of action. Attachment B illustrates the prioritization of the existing CIP projects, as well as projects proposed in past years that have not been funded.

The review of existing projects this year has resulted in a recommendation to retain all existing projects and their current funding.

Project narratives for each of the newly proposed projects can be found in Attachment C. The Mid-Year CIP Status report (Attachment D) contains information on the existing CIP projects.

Attachment E provides information about projects suggested in each of the City’s master plans.

As part of the adoption of the City’s Annual Budget, a thorough “Fiscal Year 2026–2027 Capital Improvement Programs and Five-Year Plan proposal, and Fiscal Year 2025-2026 Annual Report“ will be submitted.

Reasons for Recommendation and Available Options
Using the priorities outlined in Attachment A, the following list identifies projects proposed for the FY 26-27 CIP:

TABLE 1: PROPOSED FY 26-27 CIP PROJECTS
Project name Project Description FY 26-27
Funding

INTERNAL
Funding

EXTERNAL
Funding
Citywide
Facilities
Condition
Assessment
(FCA)
Implementation
Implement “Priority 1”
recommendations identified
in the FCA reports. Ongoing
initiative due to the extent of
improvements needed
throughout City buildings.
$1,250,000 $1,250,000 $0
City Hall
Annex
10455 Torre Avenue facility
renovation to include the
City’s Emergency Operations
Center (EOC), and
workplace for use as interim
City Hall.
$5,000,000 $5,000,000 $0
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BBF Golf
Course Pro
Shop
Renovation
Interior renovation to
improve functionality and
code compliance.
$120,000 $120,000 $0
Sports Center
Courts
Resurfacing
Resurfacing the courts to
provide safe and consistent
surfaces.
$210,000 $210,000 $0
SCB/SR 85 NB
ramp
Intersection
improvements
Improve traffic conditions
for all users at this
intersection. Developer In-
Lieu fees funded.
$600,000 $0 $600,000

subtotal $7,180,000 $6,580,000 $600,000

In spite of limited resources in the past year, the CIP Division has successfully completed five projects and three additional projects as part of the Facilities Condition Assessment Implementation (FCA) project. Projects completed in FY 25-26, or which are scheduled for completion this year include:
• All-Inclusive Play Area & Adult-Assistive Bathroom Facility at Jollyman Park • City Lighting LED improvements
• Bridge Preventative Maintenance Program (BPMP)
• FCA: Senior Center Fire Alarm System Upgrade
• FCA: Quinlan Community Center Chiller replacement*
• FCA: Quinlan Community Center and Sports Center flat roofs replacements* • Photovoltaic Systems Design and Installation project* • Stevens Creek Blvd. Class IV Bikeway, Phase 2A*
*Project that is projected to be complete by July 2026

Staff anticipates that these projects will underspend their respective budgets by approximately $2,150,000. These underspent funds will be returned to the Capital Reserve (or other appropriate accounts based on the original source of any restricted funds). Public Works and Finance staff work together as part of the year-end process to close out completed projects, presenting this information as part of the first quarter report for the following fiscal year.

Five-Year CIP Plan
Building upon the five-year plans of previous years, as well as input from stakeholders, the updated five-year CIP plan is included below. More detail and context will be provided in the forthcoming “Fiscal Year 2026–2027 Capital Improvement Programs and Five-Year Plan proposal, and Fiscal Year 2025-2026 Annual Report.”

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TABLE 2: PROPOSED FY 26-27 CIP FIVE-YEAR PLAN PROJECTS
Project FY 26-27
Funding
Year 2
FY 27-28
Projected
Cost
Year 3
FY 28-29
Projected
Cost
Year 4
FY 29-30
Projected
Cost
Year 5
FY 30-31
Projected
Cost
City Hall Annex $5,000,000
BBF Golf Course
Pro Shop
Renovation
$120,000
Sports Center
Courts
Resurfacing
$210,000
SCB/SR 85 NB
ramp Intersection
improvements
$600,000
Citywide FCA
Implementation
(Annually funded)
$1,250,000 $1,300,000

ADA
Improvements
(Annually funded)

$100,000 $110,000 $120,000 $125,000
Outfalls Repairs
(Annually funded)

$600,000 $300,000 $600,000 $600,000
BBF Golf
Renovation:
minimal repairs

$1,580,150

Park Shade
Structures (5)
$1,000,000 $500,000
totals $7,180,000 $2,000,000 $1,990,150 $1,720,000 $1,225,000 Table Notes:

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

2. Project estimates may be refined prior to future requests for funding. Estimates of Escalation are included.

In December 2025, City Council approved the scope and increased funding for the City Hall Improvements project. In the December 16, 2025 staff report, the projected expenditures and encumbrances (e.g. contracts) for the renovation project were distributed over the next five fiscal years:

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TABLE 3: CITY HALL IMPROVEMENTS PROJECTED SPENDING (12/16/25) FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 totals
Projected
Expenditures
$793,824 $1,329,109 $7,704,743 $22,501,089 $22,042,269 $54,371,034 Projected
Encumbrances
$1,555,777

$3,824,198 $43,973,600 $5,017,464 $ 0 $54,371,034

Using those figures and considering the project’s currently approved funding of $3 million, the five-year plan for that project aligns as indicated in the table below.

TABLE 4: CITY HALL IMPROVEMENTS FIVE-YEAR PLAN
Project/ Current
Funding
FY 26-27
Funding
Year 2
FY 27-28
Projected
Cost
Year 3
FY 28-29
Projected
Cost
Year 4
FY 29-30
Projected
Cost
Year 5
FY 30-31
Projected
Cost
City Hall
$3,000,000*
$0 $46,353,570 $5,017,464 $0 $0
*The funding available for the City Hall project before FY25-26 was $500,000 and an additional $2,500,000 was approved in December 2025 for a total of $3,000,000. Years 2-5 have yet to be approved.

Going forward, funding for the City Hall project is expected to be drawn primarily from the Future Use Fund, as discussed in December 2025. For clarity, the project is shown here as a separate line item; however, Years 2–5 are anticipated to have significant impacts on the CIP, both financially and in terms of staffing resources.

In summary, the FY 26-27 CIP proposal reflects two major projects previously approved by City Council, along with long-deferred improvements to existing City facilities. The proposed five- year plan prioritizes rehabilitation of aging infrastructure, investments that extend asset life cycles, and capital improvements that support public health, safety, and overall community well-being.

Sustainability Impact
Future projects will be evaluated for sustainability impacts as they are developed.

Fiscal Impact
The FY 26-27 proposal for CIP includes an allocation of $5.18 million and $2.0 million for new and annually funded projects from the Capital Reserve and the General Fund, respectively, for a total of $7.18 million. Should grant funds be awarded, staff will return to City Council to make the necessary budget adjustments. If the proposal for FY 26-27 CIP is approved, the Capital Reserve is estimated to be $5.06 million in available fund balance for the CIP. The $5.06 million balance includes the $5 million minimum reserve balance for the fund.

City Work Program (CWP) Item/Description:

None

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Council Goal:

Quality of Life

California Environmental Quality Act (CEQA)
No California Environmental Quality Act impact.
_____________________________________
Prepared by: Susan Michael, CIP Manager
Reviewed by: Chad Mosley, Director of Public Works
Approved for Submission by: Tina Kapoor, City Manager
Attachments:

A – CIP projects Prioritization Process
B – FY 26-27 CIP projects Prioritization Matrix
C – FY 26-27 CIP New Project Narratives
D – Mid-Year CIP status report
E – Master Plans Project Lists

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CIP Prioritization process Page 1 of 9
Attachment A

CIP Prioritization
Process
Attachments:

Appendix A - Scoring Descriptions
Appendix B – Project Information and Scoring
Worksheet
Appendix C – Prioritization Matrix Template
Effective Date: March 3, 2026 Responsible Department: Public Works Related Policies & Notes: CIP Policy Revised:

Purpose
This Capital Improvement Program (CIP) prioritization process is designed to help the City of Cupertino transparently, consistently, and defensibly rank capital projects across departments. The framework balances safety, regulatory compliance, fiscal responsibility, community benefit, and City Council strategic priorities, while remaining flexible enough to adapt to changing conditions.

Guiding Principles
All CIP prioritization should be:
• Transparent – Clear criteria and scoring that can be explained to decision makers and the public
• Equitable – Considers community-wide benefit and underserved populations • Data Driven – Based on measurable impacts where possible • Strategically Aligned – Supports adopted plans, policies, and Council goals • Financially Responsible – Accounts for lifecycle cost and funding availability

Step-by-Step Prioritization Process
Step 1: Project Intake & Eligibility Screening
Departments submit proposed CIP projects using a standardized form. Projects must:
• Be a capital asset or extend the useful life of an existing asset • Meet minimum cost and useful-life thresholds
• Be consistent with adopted plans (General Plan, Master Plans, Climate Action Plan, etc.) Projects that are strictly operational, duplicative, or infeasible are screened out.

Step 2: Baseline Classification – Information gathering (Non-Scored) Each project is tagged for reporting and tie-breaking purposes:
• Asset/Project Type (Transportation, Parks, Facilities, etc.) • Project Category (New, Rehabilitation, Replacement, Expansion) • Mandated vs. Discretionary
• Geographic Location / Service Area

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Step 3: Scoring Using the CIP Prioritization Matrix
Projects are scored using the matrix below and the Worksheet in Appendix B. Each criterion is scored on a 0–5 scale and multiplied by its assigned weight.

Step 4: Scoring Review & Calibration
• Scores are initially assigned by staff subject-matter experts • Cross-departmental review ensures consistency
• Outliers or tied scores are reviewed and adjusted if justified

Step 5: Draft CIP Ranking & Financial Constraint
Projects are ranked by total score and then evaluated against:
• Available funding by fund type
• Debt capacity and cash flow
• Staffing and delivery capacity
Lower-ranked projects may advance if they are fully grant-funded or time-sensitive.

Step 6: Policy Review & Council Consideration
City Council may:
• Adjust rankings based on policy direction
• Group projects into tiers (Tier 1: Fund Now, Tier 2: Fund if Available, Tier 3: Unfunded) • Direct staff to return with alternatives or phasing options Any deviations from the scoring results should be documented for transparency.

Step 7: Annual Update & Continuous Improvement
• Scores are refreshed annually as conditions, costs, or regulations change • Completed or cancelled projects are removed
• Criteria and weights are reviewed every 2–3 years

CIP Prioritization Matrix
This adjusted weighting reflects Cupertino priorities including climate resilience, safety, and fiscal responsibility, while preserving core safety and compliance requirements.

Table 1: CIP Prioritization Matrix Scoring Guidance
Category Weight Description Scoring Guidance
(0–5)

1. Health & Safety 30%
Improves public safety,
emergency response, and safety
for all transportation users
0 = No safety impact;
5 = Critical safety risk
if not addressed

2. Regulatory / Legal
Mandate 15%
Required to meet federal, state,
or local regulations, permits, or
legal agreements
0 = Not required; 5 =
Legally mandated
with deadlines or
penalties
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3. Asset Condition &
Infrastructure Risk 15%
Addresses failing or near-end-
of-life physical or digital
infrastructure
0 = Good condition; 5
= Failure imminent or
service disruption
likely

4. Climate Resilience
& Sustainability 5%
Reduces greenhouse gas
emissions, improves energy
efficiency, or enhances resilience
to heat, drought, flooding, or
power outages
0 = No climate
benefit; 5 =
Significant emissions
reduction and
resilience benefit

5. Strategic Alignment 10%
Advances City Council goals,
General Plan, Climate Action
Plan, or adopted Master Plans
0 = No alignment; 5 =
Explicitly identified
priority project

6. Community Benefit
& Equity 5%
Improves access, quality of life,
or services, including benefits to
underserved populations
0 = Minimal benefit; 5
= Broad and
equitable community
benefit

7. Financial Leverage
& Cost Effectiveness 15%
Maximizes grants, partnerships,
lifecycle savings, or operational
efficiencies
0 = No leverage; 5 =
Majority funded
externally or major
long-term savings

8. Project Readiness &
Deliverability 5%
Level of design, environmental
clearance, and ability to deliver
within the CIP window
0 = Concept only; 5 =
Shovel-ready

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Appendix A - Scoring Descriptions

Refer to the descriptions below to ensure consistent scoring. Scores should be evidence-based and documented in the worksheet notes.

1. Health and Safety (Weight: 30)
Focus: Risk to public or staff if the project is delayed. • 0 – No identifiable safety benefit
• 1 – Minor safety improvement; low risk
• 2 – Addresses isolated or infrequent safety concerns • 3 – Reduces known safety issues; moderate risk exposure • 4 – Addresses serious safety hazards or near-miss history • 5 – Critical safety risk; high likelihood of injury or emergency response failure if not addressed

2. Regulatory / Legal Mandate (Weight: 15)
Focus: Compliance with laws, permits, or binding agreements. • 0 – No regulatory or legal requirement
• 1 – Indirectly supports compliance
• 2 – Anticipated future regulation
• 3 – Required to maintain compliance; no immediate deadline • 4 – Required with a defined deadline or enforcement risk • 5 – Legally mandated with penalties, consent decree, or active enforcement

3. Asset Condition & Infrastructure Risk (Weight: 15)
Focus: Current condition and likelihood of failure.
• 0 – Asset in good condition; no issues
• 1 – Minor wear; routine maintenance sufficient
• 2 – Moderate deterioration
• 3 – Poor condition; increasing maintenance or service impacts • 4 – Near end-of-life; high risk of failure
• 5 – Failure imminent or already occurring

4. Climate Resilience & Sustainability (Weight: 5)
Focus: Climate action, resilience, and long-term environmental performance. • 0 – No climate or sustainability benefit
• 1 – Minor efficiency improvement
• 2 – Small emissions reduction or resilience improvement • 3 – Meaningful sustainability benefit aligned with Climate Action Plan • 4 – Significant emissions reduction and/or resilience improvement • 5 – Transformational climate or resilience benefit; flagship sustainability project

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5. Strategic Alignment (Weight: 10)
Focus: Consistency with adopted City priorities and policy direction. • 0 – No alignment with adopted plans or Council goals • 1 – Indirect or minimal alignment
• 2 – Supports one minor objective or policy
• 3 – Directly advances one major Council goal or adopted plan • 4 – Advances multiple adopted goals, plans, or initiatives • 5 – Explicitly identified or prioritized in adopted plans or formal Council direction

6. Community Benefit & Equity (Weight: 5)
Focus: Breadth and fairness of benefits.
• 0 – Minimal or internal benefit only
• 1 – Limited benefit to a small group
• 2 – Localized benefit to one neighborhood or user group • 3 – Noticeable benefit to a significant portion of the community • 4 – Broad community benefit with improved access or quality of life • 5 – Citywide benefit and/or directly addresses equity or underserved populations

7. Financial Leverage & Cost Effectiveness (Weight: 15) Focus: Maximizing value of City funds.
• 0 – No cost savings or outside funding
• 1 – Minor operational efficiencies
• 2 – Some lifecycle cost avoidance
• 3 – Moderate cost savings or partial grant funding
• 4 – Significant outside funding or strong lifecycle savings • 5 – Majority funded by grants/partners or substantial long-term savings

8. Project Readiness & Deliverability (Weight: 5)
Focus: Ability to deliver within the CIP timeframe.
• 0 – Concept only; no scope definition
• 1 – Preliminary idea; major unknowns
• 2 – Scope defined; early feasibility work
• 3 – Preliminary design or environmental review underway • 4 – Design substantially complete; permits in progress • 5 – Shovel-ready; environmental clearance and design complete

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Appendix B – Project Information and Scoring Worksheet

Red text signifies areas that require information fr om the applicant[s].

PROJECT TITLE page 1

P
roposed FY26-27 City Funding $ 110,000
Total Funding $ 970,000
City Funding FY26-27 $ 110,000
External Funding $ 0
Remaining Funds (Feb 2026) $ 191,990
Funding Source Capital Reserve/GF
Approved [Master] Plan 2015 ADA Transition Plan
Project Category Facilities, Parks, Streets
a
nd Infrastructure,
Transportation, OR
Sustainability
Project Type Design and Construction
Origin of Request Public Works
FY Initiated FY 2015-16

Project Description
Insert project description here (75 words or less).

Project Justification
Insert project justification here. (Include references to Master Plan, General Plan, or other Strategic Plans).

Prioritization (score 1 to 5. See prioritization matrix notes)

Health & Safety 1 P rovide substantiation notes for each category

Regulatory / Legal Mandate 0

Asset Condition & Infrastructure Risk 3

Climate Resilience & Sustainability 1

Strategic Alignment 4

Community Benefit & Equity 3

Financial Leverage & Cost
Effectiveness
3 Project Readiness 3

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PROJECT TITLE page 2

Operating Budget Impacts
Describe how this project impacts operational costs including maintenance contracts, processes, materials, and staffing requirements. Provide any costs and/or estimates available.

Funding Information
Note any external funding available. If external funding is a good possibility in the future, that can also be noted.

External Funding
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31
Grants $ 0
Other External Sources $ 0

Expenditure Schedule/5-year Plan Information
Annual Expenditures (GL#) FY 25-26
Actual
FY 26-27
Projected
FY 27-28
Projected
FY 28-29
Projected
FY 29-30
Projected
FY 30-31
Projected
T.B.D. N.A. $ 100,000 $ 110,000 $ 115,000 $ 120,000 $ 125,000

Projected Schedule/5-year Plan Information
This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City.

Item/Phase Timeline for Completion Notes
Project Initiation July 2026
Consultant Procurement Ongoing
Planning/Pre-Design Ongoing
Design Ongoing
Permitting & Environmental Clearance Ongoing
Construction Bid Ongoing
Contract Award and Contracting Ongoing
Construction Ongoing
Post-Construction/Close-out Ongoing

Project Location
Address
(Add any information or graphic that you
can share)

Appendix B – Project Information and Scoring Worksheet
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APPENDIX C
PRIORITIZATION MATRIX TEMPLATE - FY 26-27 CIP PROJEC TS

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APPENDIX C
PRIORITIZATION MATRIX TEMPLATE - FY 26-27 CIP PROJEC TS (Page 2)

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APPENDIX B
PRIORITIZATION MATRIX - FY 26-27 CIP PROJECTS
1 2 3 4 5 6 7 8 Totals
LEGEND:

ACTIVE PROJECTS
City Hall Improvements 5 3 5 4 5 3 3 2 410
City Hall Annex 5 3 3 3 5 5 3 5 400
ADA Improvements 4 5 3 1 5 5 3 3 380
McClellan Road Bridge
Replacement
5 3 4 1 2 3 5 2 380
Stevens Creek Bridge Repair 5 3 4 1 2 3 5 2 380
Citywide Building Condition
Assessment Implementation
4 3 4 4 3 2 4 2 355
Outfalls Repairs [Storm Drains] 4 3 4 1 2 3 2 2 305
Vai Avenue Outfall 4 3 4 1 2 3 2 2 305
EVCS expansion - Service Center 1 5 1 4 5 2 5 5 300
Tamien Innu - East Segment 3 1 1 4 5 2 5 5 300
MRP West Parking Lot
Improvements
0 5 1 5 5 5 5 5 290
Roadway Safety Improvements -
HSIP
4 1 1 2 2 2 5 5 290
Lawrence-Mitty Park and Trail
Plan
2 1 2 5 5 5 4 4 285
QUEUED
Annual Playground Replacement 4 3 5 5 5 5 3 2 395
School Walk Audit 5 3 3 1 3 5 5 4 395
Library Expansion Project
(landscaping and other
improvements)
2 1 3 5 5 5 5 5 320
Tamien Innu - Central Segment 3 1 1 4 5 2 5 5 300
Tamien Innu - West Segment 3 1 1 4 5 2 5 5 300
Stevens Creek Blvd CL IV
Bikeway - Phase 2B construction
3 1 2 1 5 3 3 5 275
Park Amenity Improvements 1 1 3 5 5 5 3 2 245
Stevens Creek Blvd CL IV
Bikeway - Bandley Dr. Signal
3 1 1 1 3 3 4 3 245
Street Light Installation - Annual
Infill
3 1 1 2 3 2 2 4 220
Capital Project Support N.A.

CIP Prelim Planning & Design N.A.

PROPOSED PROJECTS
Sports Center Courts Resurfacing 4 3 5 0 0 4 2 2 300 BBF Golf Course Pro Shop
Renovation
4 3 5 0 0 3 1 2 280
SCB/SR 85 NB ramp Intersection
improvements
3 0 2 1 4 3 5 4 275

UNFUNDED PROJECTS
Stocklmeir and properties 5 0 5 2 3 3 1 0 295
McClellan Ranch Preserve Barn
Renovation
3 2 5 2 3 3 2 1 285
BBF Golf Course Irrigation 3 1 5 3 2 2 3 2 280
Bollinger Road Corridor Constrn 5 0 1 1 3 4 3 3 280
Bollinger Road Corridor Design 5 0 1 1 3 4 3 3 280
BBF Golf Course Pond 3 1 5 3 2 2 3 1 275
Blackberry Farm Play Area
Improvements
3 2 4 2 5 3 1 1 275
Memorial Park projects: All-
Inclusive Playground (Phase 1A)
3 2 4 2 5 3 1 1 275
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APPENDIX B
PRIORITIZATION MATRIX - FY 26-27 CIP PROJECTS
1 2 3 4 5 6 7 8 Totals
LEGEND:

Facilities
Parks
Streets & Infrastructure
Transportation
Sustainability
Health & Safety Regulatory /
Legal Mandate
Asset
Condition &
Infrastructure
Risk
Climate
Resilience &
Sustainability
Strategic
Alignment
Community
Benefit &
Equity
Financial
Leverage &
Cost
Effectiveness
Project
Readiness
Points
Range:
100 to
500
30 15 15 5 10 5 15 5 100
UNFUNDED PROJECTS (CONT.)
Building Electrification Analysis 2 1 4 5 5 1 3 3 275
Memorial Park projects: Softball
Field Lighting
3 2 4 3 1 2 3 2 270
Quinlan Community Center
Electrification
2 1 4 5 5 1 3 1 265
Blackberry Farm Golf Course
Restroom Renovation
3 3 3 2 1 3 3 1 265
Electrification of other City 2 1 3 5 5 2 3 2 260
Library Electrification &
Resiliency upgrades
2 1 3 5 5 2 3 2 260
Regnart Road Improvements,
(Phase 2)
3 2 3 1 4 2 1 2 245
Blackberry Farm Pools Water
Heating Upgrades
2 1 2 5 5 2 3 2 245
Storm Drain Improvements -
Bubb Road, Phases 1-3
3 2 3 1 4 2 1 1 240
Memorial Park projects:

Amphitheater renovation (Phase
2A)
2 1 2 2 5 4 1 2 210
Memorial Park projects: Central
Picnic Area, Alves entrance and
plaza, Softball field, tennis courts
and basketball courts (Phase 2B)
2 1 2 2 5 4 1 2 210
Memorial Park projects: Fields
and Alves parking lot renovation
(Phase 2C)
2 1 2 2 5 4 1 2 210
Memorial Park projects: Pickleball
Courts, Bocce, Event Lawns and
Restrooms (Phase 1B)
2 1 2 2 5 4 1 2 210
Memorial Park projects: Senior
Center and Quinlan parking lot
renovations (Phase 3)
2 1 2 2 5 4 1 2 210
Linda Vista Park Improvements:
picnic area, path and field
improvements
3 1 2 2 2 3 1 1 200
Pumpkin and Fiesta Storm Drain
Project (Phase 2)
2 1 3 1 4 2 1 1 195
Park Pathways Paving 2 1 2 2 3 3 1 1 180
Portal Park Improvements: picnic
area, rec bldg.
2 1 2 2 2 3 1 1 170
Blackberry Farm Entrance
Improvements
2 1 2 1 2 2 1 1 160
Carmen Road Bike/Ped Bridge 3 0 0 1 3 2 1 2 160
Stevens Creek Blvd Separated
Class IV Bikeway, Phase 3
3 0 0 1 3 2 1 2 160
Replace Non-Functional Turf &
Improve water efficiency
2 0 1 5 2 2 1 1 150
Blackberry Farm Family Restroom
Conversion
0 2 3 3 1 2 2 1 145
SV Hopper EV Parking 0 0 0 5 3 3 4 2 140
Park Shade Structures 2 0 0 2 3 5 0 1 130
Merriman Road Storm Drain 2 1 3 1 0 1 0 0 130
Fiber Expansion 0 0 0 0 5 2 1 1 80
Little Rancho picnic area 1 0 0 2 2 2 0 0 70
New Neighborhood Parks 0 0 0 3 3 3 0 0 60
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CIP FY 2024-2025 • 5-year plan ATTACHMENT A

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

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

CIP FY24-25 5-year plan ATTACHMENT A page 1 Projects that have secured external funding, or which
can result in positive fiscal impacts to the City
CIP FY25-26 5-YEAR PLAN

PROJECT NARRATIVES

ATTACHMENT B
FISCAL YEAR 2025 - 2026

PROJECT NARRATIVES
Attachment B
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Blackberry Farm Pro Shop Renovation page 1

Proposed FY26-27 City Funding $ 120,000

Total Funding $ 120,000
City Funding FY26-27 $ 120,000
External Funding $ 0
Remaining Funds (Feb 2026) N.A.

Funding Source Capital Reserve/GF
Approved [Master] Plan N.A.

Project Category Facilities
Project Type Construction
Origin of Request Parks and Recreation
FY Initiated FY 26-27 (pending)

Project Description
The Blackberry Farm Golf Course Pro Shop serves more than 40,000 golfers annually and is central to the visitor experience. However, the facility has not been comprehensively renovated in many years and is now outdated, inefficient, and out of alignment with current accessibility and building standards. This project proposes a full renovation to improve functionality, safety, and customer service, including a new service counter, replacement of worn finishes, ADA upgrades, and modernization of the existing electrical system to meet current code requirements.

Project Justification
Renovating the pro shop is necessary to bring the facility up to the City’s ADA, electrical, and safety standards, improve functionality for staff, and enhance the overall experience for golfers. The proposed upgrades will address deferred maintenance, reduce operational and safety risks, and ensure the pro shop reflects the level of service and accessibility expected of a City-owned facility. It is important to note that the pro shop was not included in the 2018 Facility Condition Assessment Report.

Prioritization

Health & Safety 4 The facility is in poor condition and requires electrical upgrades.

The outdated systems will be modernized to meet current code and operational needs.

Regulatory / Legal Mandate 3 ADA and electrical upgrades are needed.

Asset Condition & Infrastructure
Risk
5 The antiquated pro shop requires significant renovation, including electrical upgrades. Planned improvements include a new service counter, replacement of worn flooring and ceiling materials, and ADA accessibility upgrades.

Climate Resilience & Sustainability 0 N.A.

Strategic Alignment 0 The facilities at the Golf Course, including the Pro Shop, were not included in the 2018 Facility Condition Assessment Report.

Community Benefit & Equity 4 The Blackberry Farm Golf Course Pro Shop serves over 40,000 golfers annually and is central to the visitor experience, but staff regularly receive complaints about its deteriorating condition.

Financial Leverage & Cost
Effectiveness
2 Facility improvements will decrease operational time and effort.

Project Readiness 2 Scope schematically defined. RFP/Bid procurement process required to secure contractor to complete the work.
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Blackberry Farm Pro Shop Renovation page 2

Operating Budget Impacts
No anticipated impact to operating budget

Funding Information
No grant funding

External Funding
2026-27 2027-28 2028-29 2029-30 2030-31
Grants $ 0
Other External Sources $ 0

Expenditure Schedule/5-year Plan Information
Annual Expenditures (GL#) 2025-26
Actual
2026-27
Projected
2027-28
Projected
2028-29
Projected
2029-30
Projected
2030-31
Projected
T.B.D. N.A. $125,000

Projected Schedule/5-year Plan Information
This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City.

Item/Phase Timeline for Completion Notes
Project Initiation July 2026 Renovation work can be completed within o
ne FY
Consultant Procurement September 2026
Planning/Pre-Design November 2026
Design October 2026
Permitting & Environmental Clearance December 2026
Construction Bid January 2027
Contract Award and Contracting March 2027
Construction April 2027
Post-Construction/Close-out May 2027

Project Location
22100 Stevens Creek Boulevard

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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Sports Center Courts Resurfacing page 1

P
roposed FY26-27 City
Funding
$210,000

Total Funding $210,000
City Funding FY26-27 $210,000
External Funding $0
Remaining Funds (Feb 2026) N.A.

Funding Source Capital Reserve/GF
Approved [Master] Plan N.A.

Project Category Facilities
Project Type Construction
Origin of Request Parks and Recreation
FY Initiated FY 26-27 (pending)

Project Description
Resurface all tennis courts and Sport Court at the Sports Center to maintain a suitable and safe playing environment.

Project Justification
The tennis court surfaces have deteriorated due to extended use and weather exposure and are now beyond their typical five- to seven-year lifespan (last resurfaced in 2016). Resurfacing will prevent further damage, reduce liability, and avoid more costly repairs in the future.

Prioritization

Health & Safety 4 While the courts are not currently unsafe, these conditions create uneven playing surfaces that may pose a tripping hazard if allowed to worsen. Timely resurfacing will mitigate these emerging risks and preserve safe, consistent playing conditions for the community.

Regulatory / Legal Mandate 3 Courts must be maintained to meet safety standards.

Asset Condition & Infrastructure
Risk
5 The tennis courts have not been resurfaced in approximately ten years and are showing signs of surface fatigue, including cracking that has continued to develop and expand.

Climate Resilience & Sustainability 0 N.A.

Strategic Alignment 0 Master Plans do not prescribe this work - this is required maintenance that has an engineering component.

Community Benefit & Equity 4 Staff have observed an increase in user complaints related to cracking and surface conditions on multiple tennis courts.

Feedback indicates growing concern about playability and surface consistency, particularly as cracking becomes more noticeable over time.

Financial Leverage & Cost
Effectiveness
2 Timely resurfacing will assist in keeping resurfacing and maintenance costs down. As courts continue to degrade (e.g. worsening/deepening and developing cracks) repair and
resurfacing becomes more expensive.

Project Readiness 2 Scope defined. RFP/Bid procurement process required to secure contractor to complete the work.

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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Sports Center Courts Resurfacing page 2

Operating Budget Impacts
No anticipated impact to operating budget

Funding Information
No grant funding

External Funding
2026-27 2027-28 2028-29 2029-30 2030-31
Grants $ 0
Other External Sources $ 0

Expenditure Schedule/5-year Plan Information
Annual Expenditures (GL#) 2025-26
Actual
2026-27
Projected
2027-28
Projected
2028-29
Projected
2029-30
Projected
2030-31
Projected
T.B.D. N.A. $210,000

Projected Schedule/5-year Plan Information
This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City.

Item/Phase Timeline for Completion Notes
Project Initiation July 2026 Resurfacing work expected to be completed within a month
Consultant Procurement N.A.

Planning/Pre-Design N.A.

Design N.A.

Permitting & Environmental Clearance N.A.

Construction Bid August 2026
Contract Award and Contracting November 2026
Construction December 2026
Post-Construction/Close-out January 2027

Project Location
21111 Stevens Creek Boulevard

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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Stevens Creek Blvd/State Route 85 NB Ramp Intersection
Improvements page 1

Proposed FY26-27 City Funding $ 0

Total Funding $ 600,000
City Funding FY26-27 $ 0
External Funding $ 600,000
Remaining Funds (Feb 2026) N.A.

Funding Source Westport cond. of dev.,
Dev. In-Lieu
Approved [Master] Plan BTP
Project Category Transportation
Project Type Design and Construction
Origin of Request Public Works
FY Initiated FY 26-27 (pending)

Project Description
The project includes design, construction, and project management for improvements at the Stevens Creek Boulevard/northbound SR-85 on-ramp intersection. Improvements include a separated Class IV bike lane, a tightened right-turn on-ramp, and traffic signal upgrades providing protected movements for vehicles, bicyclists, and pedestrians. The project will retain a civil engineering consultant to finalize design and obtain necessary Caltrans approvals.

Project Justification
The existing high-speed on-ramp creates safety risks for bicyclists and pedestrians. Proposed improvements include a tighter ramp turn, dedicated signal phasing, a separated bike lane, and a protected pedestrian crossing to significantly improve safety. These improvements were required as part of the Westport development, but Caltrans Permitting delays prevented their completion, leading the City to collect in-lieu funds to complete the project. The project now requires final design completion and Caltrans permit approval before proceeding.

Prioritization

Health & Safety 3 The project reduces known safety issues for drivers, bicyclists and pedestrians.

Regulatory / Legal Mandate 0 This project is not code-required.

Asset Condition & Infrastructure
Risk
2 Improvements to the multimodal crossings at the intersection are overdue.

Climate Resilience & Sustainability 1 Minor efficiency improvements in equipment.

Strategic Alignment 4 The 2016 Bicycle Transportation Plan identified improvements on Stevens Creek Boulevard as the highest priority.

Community Benefit & Equity 3 This intersection is heavily trafficked, and improvements will have a positive impact on all modes of transportation through it.

Financial Leverage & Cost
Effectiveness
5 The project is funded entirely by the Westport devel
opment
project’s Developer In-Lieu fees.

Project Readiness 4 Design is substantially complete, but Caltrans approval and permitting are still required.
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Stevens Creek Blvd/State Route 85 NB Ramp Intersection
Improvements page 2

Operating Budget Impacts
No anticipated impact to operating budget

Funding Information
The project is funded entirely by the Westport development project’s Developer In-Lieu fees.

External Funding
2026-27 2027-28 2028-29 2029-30 2030-31
Grants $ 0 $0
Other External Sources $ 150,000 $ 450,000

Expenditure Schedule/5-year Plan Information
Annual Expenditures (GL#) 2025-26
Actual
2026-27
Projected
2027-28
Projected
2028-29
Projected
2029-30
Projected
2030-31
Projected
T.B.D. N.A. $ 150,000 $ 450,000

Projected Schedule/5-year Plan Information
This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City.

Item/Phase Timeline for Completion Notes
Project Initiation September 2026 Renovation work can be completed within t
wo years.

Consultant Procurement September 2026
Planning/Pre-Design September 2026
Design October 2026 Substantial Design completed (Feb. 2026) Permitting & Environmental Clearance September 2027 Approval and permitting from Caltrans is required since Caltrans owns the right-of-way
where these improvements are being planned.

Construction Bid November 2027
Contract Award and Contracting February 2028
Construction March – June 2028
Post-Construction/Close-out June 2028

Project Location
Intersection of Stevens Creek Boulevard
and State Route 85, Northbound Ramp

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MID-YEAR STATUS FY25-26 EXISTING PROJECTS AND FUNDING

Permit application process initiated.

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

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.

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

FY21-22 $3,000,000 $3,025,000
City Funding FY21-22 $25,000
$0
$200,883
$839,981
$677,991 $301,993
$930,998 $2,383,423
$458,544 $2,566,456

Page 1 of 6 ends

MID-YEAR STATUS FY25-26 EXISTING PROJECTS AND FUNDING

Permit application process initiated.

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

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.

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

FY21-22 $3,000,000 $3,025,000
City Funding FY21-22 $25,000
$0
$200,883
$839,981
$677,991 $301,993
$930,998 $2,383,423
$458,544 $2,566,456
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FACILITIES CIP PROJECTS (CONT'D.)
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
F4Q City Hall
Improvements
Programming, Feasibility and
Community Outreach to form the
basis of a renovation strategy for the
buildings.

Queued. FY19-20 $8,705,438 $9,705,438 $0
CPF (budget mod. required) FY24-25 $1,000,000
5 subtotal
$18,656,892 $1,417,312 $0 $20,024,843 $10,462,379 $8,562,464 $1,077,686

Environmental permitting inquiries
underway.

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60% design completed;
Environmental permitting underway.

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PARKS CIP PROJECTS (CONT'D.)
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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.

FY23-24 $172,000 $860,000
FHWA highway Bridge Program grant FY23-24 $688,000
$536,982$88,018 $771,982

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STREETS & INFRASTRUCTURE CIP PROJECTS
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
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.

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

FY24-25 $490,000 $490,000 $55,196 $434,804 $0
5 subtotal $2,042,536 $6,538,000 $0 $8,580,536 $434,868 $8,145,668 $536,982

Queued. FY20-21 $0 $0
$0$0 $5,850,000

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TRANSPORTATION CIP PROJECTS (CONT'D.)
# Project name Project Description Status Year
Initiated
City Funding Grant Funding Developer
Funds
Project Total
Budget
Total
Expenses to
date
Remaining Encumbered
T3 Bandley
Intersection
Signal upgrades at Bandley Drive.

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Construction is underway. FY24-25 $6,300,000 $6,300,000 $786,042 $5,513,958 $3,395,454 2 subtotal $6,860,000 $0 $0 $6,860,000

Ongoing $50,000 $50,000 $0 $50,000 $0
CIP Prelim Planning
& Design
Preliminary planning and design
resources.

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 $1,350,000
City Funding FY22-23 $1,300,000
EECBG grant FY24-25 $125,790
$25,208$946,913 $403,087

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CIP FY 2024-2025 • 5-year plan ATTACHMENT C

CAPITAL IMPROVEMENT PROGRAMS
FI
SCAL YEAR 2024-2025
and 5-YEAR PLAN
PROJECT LISTS from MASTER PLANS
IND
EX:

1. Bicycle Master Plan - Projects

2. Pedestrian Master Plan – Projects

3. Parks & Recreation System Master Plan (PRSMP) - Priority Projects

4. Parks & Recreation System Master Plan (PRSMP) - Park Amenities Strategic Plan Projects

5. Green Stormwater Infrastructure Plan - Projects

6. Storm Drains Master Plan - Projects

7. Fiber Optic Master Plan - Projects

8. Building Condition Assessment Report - Priority Projects

9. 2022 Playgrounds Prioritization List
Storm Drain Master Plan - Projects
Attachment C
FISCAL YEAR 2025 - 2026
CIP FY 2025 - 2026 • 5-year plan

8. Facility Condition Assessment Report - Priority Projects

10. Storm Drain Outfall Assessment Report - Priority ProjectsAttachment C

ATTACHMENT E
CIP FY26-27 5-year plan
2026 - 2027
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1. From the 2016 Bicycle
Transportation Master Plan

1. BIKE
FY 2023-24 CIP 5-Year Plan
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––
City of Cupertino
2016 Bicycle Transportation
Plan

June 2016

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Chapter 6: Implementation Strategy
Alta Planning + Design | 6-1

Chapter 6:

Implementation Strategy
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Chapter 6: Implementation Strategy
Alta Planning + Design | 6-1

6. Implementation Strategy
This chapter presents a prioritized list of the individual infrastructure improvements, including the evaluation criteria and scoring method, project cost estimates, and a list of prioritized projects.

Project Evaluation Strategy
All of the proposed infrastructure projects are evaluated against the criteria described in
Table 6-1, which was
developed jointly with City staff and the Bicycle Pedestrian Commission. P rojects are sorted into short, mid, and long- term priority tiers based on a logical breakdown of scores and complexities of implementation. Appendix A to this Working Paper provides the full evaluation criteria breakdown.

The intent of evaluating projects is to create a prioritized list of projects for implementation. As projects are implemented, lower ranked projects move up the list. When implementing sections of the Bike Boulevard n etwork, the City should consider the removal of parallel existing bike routes where they prove to be duplicative or potentially confusing to bicyclists. This should also be coordinated with the
recommended Citywide Wayfinding Study.

The project list and individual projects to be included in this Plan are flexible concepts that serve as a guideline. The high - priority project list, and perhaps the overall project list, may change over time as a result of changing walking and bicycling patterns, land use patterns, implementation constraints and opportunities, and the development of other transportation improvements.

Table 6-1: Project Evaluation Criteria
Criteria Description Max
Score
Safety Addresses a location with a history of
bicycle collisions.
20 Stress Test
Analysis
Projects identified along a high or
medium-high stress route
5 Travel Routes
to/near
Schools
Connects to a school. 20
Network
Connectivity
Projects that closes gaps in the
bikeway network.
15 Low-Stress
Network
Improvements
Projects that add or upgrade an
existing bikeway facility to a low-stress
facility
20 Trip Generators
and Attractors
Connects to employment centers,
retail/business centers, transit,
community services, parks and
recreation facilities and/or City
facilities.
10 Feasibility/
Ease of
Implementation
The ease of implementing the project
within a five year timeframe, taking
into consideration outside agency
approval.
10 Total Possible Score 100
After scoring, projects were organized into three tiers. Tier 1 is comprised of the projects that received 67 points or more representing projects that should begin implementation
within five years . Tier 2 project s scored between 47 and 65 points and are intended to be implemented within five to 15 years. Tier 3 projects scored below 47 points and are intended for implementation within twenty years . It should be noted that projects in Tiers 2 & 3 can be initiated sooner, but that their implementation will likely be delayed.
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Chapter 6: Implementation Strategy
6-2 | Cupertino Bicycle Transportation Plan
Table 6 -2 shows the scores and cost estimates for all
recommended project improvements. Appendix B shows the
full breakdown of scores.

Table 6-2: Recommended Projects by Tier
Project Location Start End Notes Miles
Total
Score
Rounded
Cost
Tier 1
Class IV Protected
Bikeway
Stevens Creek
Blvd Foothill Blvd Tantau Ave -- 3.43 91 $4,120,00
Class IV Protected
Bikeway McClellan Rd Byrne Ave De Anza Blvd -- 1.43 80 $286,000 Configure
Intersection
Stevens Creek
Blvd Stelling Rd --
Study protected
intersection in coordination
with proposed Class IV 0 75 $550,000
Class III Bike
Boulevard
Tri School
East/West Bike
Blvd (#7)
Linda Vista Dr at
McClellan Rd
Hyannisport Dr at
Bubb Rd --

0.66 75 $33,000
Grade Separated
Crossing Study
Highway 85
Crossing Grand Ave Mary Ave -- 0 71 $300,000
Class I Path Union Pacific Trail Prospect Rd Stevens Creek Blvd -- 2.10 71 $1,678,000
Configure
Intersection McClellan Rd Stelling Rd --
Study protected
intersection in coordination
with proposed Class IV 0 70 $550,000
Class III Bike
Boulevard
Portal Ave Bike
Blvd (#5)
Portal Ave at
Merritt Dr
Portal Ave at
Wintergreen Dr -- 0.69 70 $35,000
Class IV Separated
Bikeway Finch Ave Phil Ln Stevens Creek
Blvd -- 0.45 69 $545,000
Class III Bike
Boulevard
West Cupertino
North/South Bike
Blvd (#9)
Orange Ave at
Mann Dr
Fort Baker Dr at
Hyannisport Dr --

0.63 69 $32,000
Configure
Intersection McClellan Rd Westacres
Dr/Kim St --
Study peanut roundabout
to connect off-set
north/south bike routes
across McClellan 0 68 $200,000
Class I Path I-280 Channel
Bike Path
Mary Ave/Meteor
Dr
Tantau
Ave/Vallco Pkwy -- 2.87 61 $2,293,000
Class III Bike
Boulevard
Civic Center to
Sterling Barnhart
Rodrigues Ave at
Blaney Ave
Sterling Barnhart
Park -- 1.41 67 $70,000
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Chapter 6: Implementation Strategy
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Project Location Start End Notes Miles
Total
Score
Rounded
Cost
Park Bike Blvd
(#2)
Tier 2
Class II Buffered
Bike Lane De Anza Blvd Homestead Rd Bollinger Rd -- 1.73 65 $242,000 Class IV Separated
Bikeway Stelling Rd Prospect Rd 250 South of
McClellan Rd -- 1.45 65 $290,000
Class IV Separated
Bikeway Stelling Rd 250 South of
McClellan Rd Alves Dr -- 0.71 64 $857,000
Class IV Separated
Bikeway Blaney Ave Bollinger Rd Homestead Rd -- 1.91 64 $383,000 Class IV Separated
Bikeway
Stevens Creek
Blvd Foothill Blvd St Joseph Ave -- 0.62 63 $124,000
Class IV Separated
Bikeway Stelling Rd Alves Dr Homestead Rd -- 0.84 63 $124,000 Class I Path Amelia Ct/Varian
Way Connector Amelia Ct Varian Way -- 0.05 63 $100,000
Grade Separated
Crossing Study Carmen Rd Stevens Creek
Blvd - South Side
Stevens Creek
Blvd - North Side -- 0 62 $300,000
Configure
Intersection
Stevens Creek
Blvd De Anza Blvd -- Bike lane striping through
intersection 0 62 $10,000
Class III Bike
Boulevard
Mary Ave to
Portal Ave Bike
Blvd (#4)
Mary Ave at
Meteor Dr
Portal Ave at
Merritt Dr -- 1.51
60 $75,000
Class II Bike Lane Vista Dr Forest Ave Stevens Creek
Blvd -- 0.24 60 $15,000
Class III Bike
Boulevard
Tri-School
North/South Bike
Blvd (#8)
Santa Teresa Dr
at Hyannisport Dr
Terrace Dr at
Bubb Rd -- 0.76
59 $38,000
Class II Buffered
Bike Lane Bollinger Rd De Anza Blvd Lawrence Expy -- 2.00 56 $278,000 Configure
Intersection De Anza Blvd McClellan Rd --
Rebuild intersection to
facilitate safer east/west
travel between McClellan
and Pacific
0 56 $200,000
Configure
Intersection Wolfe Rd Stevens Creek
Blvd -- Study removal of slip lanes
and/or porkchop islands. 0 55 $100,000
Class II Buffered
Bike Lane Mary Ave Stevens Creek
Blvd Meteor Dr -- 0.71 55 $100,000
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Chapter 6: Implementation Strategy
6-4 | Cupertino Bicycle Transportation Plan
Project Location Start End Notes Miles
Total
Score
Rounded
Cost
Class II Buffered
Bike Lane Miller Ave Bollinger Rd Calle de
Barcelona -- 0.48 54 $67,000
Configure
Intersection Infinite Loop Merritt Dr --
Improve signage/striping
to delineate bike/ped
space in connector
0 54 $2,000
Class II Buffered
Bike Lane Homestead Rd Mary Ave Wolfe Rd -- 1.97 52 $276,000 Reconfigure
wall/fence Greenleaf Dr Mariani Ave --
2015 Bike Plan Update,
create gap in wall to
connect bike routes 0 52 $25,000
Class III Bike
Boulevards
Civic Center to
Jollyman Park
Bike Blvd (#1)
Rodrigues Ave at
De Anza Blvd Jollyman Park --

0.86 52 $43,000
Class II Buffered
Bike Lane Prospect Rd De Anza Blvd Stelling Rd -- 0.42 49 $59,000 Configure
Intersection McClellan Rd Rose Blossom Dr -- Facilitate through bike travel to De Anza 0 49 $20,000
Trail Crossing Homestead Rd Mary Ave --
Redesign intersection of
Homestead at Mary to
better facilitate bicycles
exiting Mary Ave bridge
path 0 49 $10,000
Class III Bike Route Hyde Ave Bike
Route (#6)
Hyde Ave at
Shadygrove Dr
Hyde Ave at
Bollinger Rd -- 0.24 49 $500
Configure
Intersection Stelling Rd Alves Dr -- Enhance east/west bike route crossing for Alves Dr 0 48 $50,000
Class I Path Regnart Creek
Path Pacifica Dr Estates Dr -- 0.83 48 $664,000
Reconfigure
wall/fence Wheaton Dr Perimeter Rd --
Connect bike blvd to
proposed bike path on
Perimeter road, requires
creating gap in existing
wall 0 47 $10,000
Tier 3
Class II Bike Lane Rainbow Dr Bubb Rd Stelling Rd -- 0.50 46 $33,000 Class I Path Perimeter Rd Stevens Creek
Blvd
I-280 Channel
Bike Path -- 0.59 44 $470,000
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Chapter 6: Implementation Strategy
Alta Planning + Design | 6-5
Project Location Start End Notes Miles
Total
Score
Rounded
Cost
Class III Bike Route
Mary Ave to
Vallco Mall Bike
Route (#7)
Memorial Park End of Wheaton
Dr -- 1.77
44 $4,000
Class III Bike Route Tantau Ave Bike
Route (#9)
Tantau Ave at
Bollinger Rd
Tantau Ave at
Barnhart Ave -- 0.41 44 $500
Class III Bike Route
Rose Blossom/
Huntridge Bike
Route (#8)
Rose Blossom Dr
at McClellan Rd
Huntridge Ln at
De Anza Blvd -- 0.41
43 $1,000
Class I Path Wilson Park Rodrigues Ave Wilson Park Path -- 0.03 42 $50,000 Class III Bike
Boulevard
Stevens Creek
Bike Blvd (#6)
San Fernando
Ave at Orange
Ave
Carmen Rd at
Stevens Creek
Blvd
-- 1.12
42 $47,000
Configure
Intersection Blaney Ave Wheaton Dr -- Enhance bicycle crossing across Wheaton 0 41 $50,000
Class II Buffered
Bike Lane Foothill Blvd Stevens Creek
Blvd McClellan Rd -- 0.55 41 $77,000
Configure
Intersection Stelling Rd Rainbow Dr --
Study removal of slip lanes,
study potential for
protected intersection 0 40 $20,000
Class II Buffered
Bike Lane Homestead Rd Wolfe Rd Tantau Ave -- 0.49 40 $69,000 Class II Buffered
Bike Lane Wolfe Rd Stevens Creek
Blvd
I-280 Channel
Bike Path -- 0.40 39 $56,000
Class I Path Jollyman Park Stelling Rd Dumas Dr -- 0.15 39 $119,000 Reconfigure
wall/fence Imperial Ave Alcazar Ave -- Create gap in fence to connect bike routes 0 39 $20,000
Class II Buffered
Bike Lane Foothill Blvd Stevens Creek
Blvd I-280 N Offramp -- 0.96 39 $135,000
Class III Bike
Boulevard
Foothill to
Stevens Creek
Bike Blvd (#3)
Foothill Blvd at
Starling Dr
Carmen Rd at
Stevens Creek
Blvd
-- 0.99
38 $50,000
Class II Buffered
Bike Lane Lazaneo Dr Bandley Dr De Anza Blvd -- 0.09 38 $13,000 Class II Buffered
Bike Lane Wolfe Rd Perimeter Rd Homestead Rd -- 0.62 38 $86,000 Class II Buffered
Bike Lane Bubb Rd McClellan Rd Stevens Creek
Blvd -- 0.53 37 $74,000
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Chapter 6: Implementation Strategy
6-6 | Cupertino Bicycle Transportation Plan
Project Location Start End Notes Miles
Total
Score
Rounded
Cost
Grade Separated
Crossing Study
UPRR West
Cupertino
Crossing
Hammond Snyder
Loop Trail
Stevens Creek
Blvd --
0 37 $300,000
Bike/Ped Bridge
Enhancement
Mary Ave Ped
Bridge I280 --
Improved signage/striping
to delineate bike/ped
space on Mary Ave bridge 0 37 $20,000
Class I Path
Oaks
Development
Bike Path
Stevens Creek
Blvd Mary Ave --

0.13 35 $102,000
Class II Buffered
Bike Lane Miller Ave Calle de
Barcelona
Stevens Creek
Blvd -- 0.39 35 $54,000
Class II Buffered
Bike Lane Tantau Ave Stevens Creek
Blvd Pruneridge Ave -- 0.65 35 $91,000
Trail Crossing McClellan Rd Union Pacific
Railroad Path -- Coordinate crossing with
signal. 0 34 $10,000
Class II Bike Lane Pacifica Dr De Anza Blvd Torre Ave -- 0.17 33 $11,000 Freeway
interchange
enhancement
Wolfe Rd I-280 Overpass --
Add green paint to
interchange approaches,
stripe bike lane through
interchange intersection
0 30 $40,000
Class I Path
San Tomas-
Aquino Creek
Trail
Sterling/Barnhart
Park Calvert Dr --

0.37 30 $294,000
Class I Path
San Tomas-
Aquino Creek
Trail
South of I280 Stevens Creek
Blvd --

0.17 30 $138,000
Class II Buffered
Bike Lane Vallco Pkwy Tantau Ave Perimeter Rd -- 0.30 30 $42,000 Class II Bike Lane
Campus
Dr/Stevens Creek
Blvd Connector
Campus Dr Stevens Creek
Blvd --

0.11 30 $7,000
Class III Bike Route
Hwy 85 to
Stevens Creek
Blvd Bike Route
(#5)
Grand Ave at
Alhambra Ave
Peninsula Ave at
Stevens Creek
Blvd
-- 0.19
30 $1,000
Class II Buffered
Bike Lane Rainbow Dr De Anza Blvd Stelling Rd -- 0.57 28 $79,000 Class III Bike Route Bollinger Rd to
Stevens Creek
Johnson Ave at
Bollinger Rd
Stern Ave at
Stevens Creek
Blvd
-- 0.84
28 $1,500
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Chapter 6: Implementation Strategy
Alta Planning + Design | 6-7
Project Location Start End Notes Miles
Total
Score
Rounded
Cost
Blvd Bike Route
(#1)
Class III Bike Route
Civic Center to
Creekside Park
Bike Route (#2)
Torre Ave at
Rodrigues Ave
Estates Dr at
Creekside Park
Path
-- 1.24
28 $3,000
Class III Bike Route
Garden Gate
Elementary to
Memorial Park
Bike Route (#4)
Ann Arbor Dr at
Greenleaf Dr Memorial Park -- 0.42
26 $1,500
Freeway
interchange
enhancement
De Anza Blvd Hwy 85 Overpass --
Add green paint to
interchange approaches,
stripe bike lane through
interchange intersection 0 26 $40,000
Trail Crossing Bubb Rd Union Pacific
Railroad Path -- Coordinate crossing with
signal. 0 25 $10,000
Freeway
interchange
enhancement
Stevens Creek
Blvd Hwy 85 Overpass --
Add green paint to
interchange approaches,
stripe bike lane through
interchange intersection 0 25 $40,000
Class II Buffered
Bike Lane Tantau Ave Pruneridge Ave Homestead Rd -- 0.37 25 $52,000 Freeway
interchange
enhancement
De Anza Blvd I-280 Overpass --
Add green paint to
interchange approaches,
stripe bike lane through
interchange intersection
0 24 $40,000
Class II Buffered
Bike Lane
Stevens Canyon
Rd McClellan Rd Rancho Deep Cliff
Dr -- 0.23 24 $33,000
Class II Buffered
Bike Lane Bollinger Rd 200 feet East of
Westlynn Way De Foe Dr -- 0.18 24 $26,000
Class I Path
Linda Vista
Park/Deep Cliff
Golf Course
Linda Vista Park
Parking Lot off
Linda Vista Dr
McClellan Rd --

0.46 24 $366,000
Class II Buffered
Bike Lane Pruneridge Ave Tantau Ave City Limits - East -- 0.07 22 $9,000 Configure
Intersection Portal Ave Wheaton Dr --
2015 Bike Plan Update,
study roundabout
conversion 0 20 $150,000
Class II Bike Lane Cristo Rey Dr 150 feet East of
Cristo Rey Pl Roundabout -- 0.57 19 $37,000
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Chapter 6: Implementation Strategy
6-8 | Cupertino Bicycle Transportation Plan
Project Location Start End Notes Miles
Total
Score
Rounded
Cost
Class III Bike Route
Westlynn/
Fallenleaf Bike
Route (#11)
Bollinger Rd at
Westlynn Way
Fallenleaf Ln at
De Anza Blvd -- 0.37
18 $1,000
Class III Bike Route Foothill Blvd Bike
Route (#3)
Palm Ave at
Scenic Blvd
Lockwood Dr at
Stevens Creek
Blvd
-- 0.81
16 $1,500
Class III Bike Route
Union Pacific to
Hwy 85 Bike
Route (#10)
September Dr at
McClellan Rd
Jamestown Dr at
Prospect Rd -- 1.48
13 $5,000

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2. From the 2018 Pedestrian
Transportation Master Plan

2. PED
FY 2023-24 CIP 5-Year Plan
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# Project Location Start End Score Status/Notes
1 Sidewalk McClellan Road San Leandro Ave Orange Ave 80 Complete 2 Sidewalk McClellan Road Bonny Dr McClellan Pl 80 Complete 3 Grade Separated Crossing SR 85 Overcrossing Grand Ave Mary Ave 75 4 Sidewalk McClellan Road SR 85 overcrossing Rose Blossom Dr 75 Complete 5 Sidewalk Orange Ave Granada Ave Alcazar Ave 75 Complete 6 Crosswalk Stelling Road Alves Dr 75 Complete
7 Shorten Turn Lane Stevens Creek Blvd
Oaks Shopping Center
Entrance 75
Westport to complete. Design in
progress
8 Add Right-Turn Phase Stevens Creek Blvd SR 85 NB On-ramp 75 Westport to complete. Design in
progress
9 Shorten Turn Lane Stevens Creek Blvd
De Anza College West
Entrance 75
10 Sidewalk Byrne Ave McClellan Rd Granada Ave 70 Complete 11 Grade Separated Crossing Carmen Road
Stevens Creek Blvd south
side
Stevens Creek Blvd north
side 70
Feasibility Study complete.

Funding to be requested for
future phases
12 Sidewalk Foothill Blvd (east side) Stevens Creek Blvd Rancho Ventura St 70 13 Sidewalk Foothill Blvd (west side) Stevens Creek Blvd Rancho Ventura St 70 14 Shared-use Path Junipero Serra Trail Mary Ave Vallco Parkway 70 Design of east and central
segments in progress.
15 Class 1 Path Mary Ave Don Burnett Bridge Stevens Creek Blvd 70 Separeted bikeway complete in
lieu of Class 1 path, deemed
infeasible
16 Sidewalk Mary Ave Dog Park Oaks Shopping Center 70
17 Bike/Ped Bridge McClellan Road at Stevens Creek 70
Partial funding received for
bridge replacement
18 Shared-use Path Regnart Creek Trail Pacifica Dr E. Estates Dr 70 Complete 19 Sidewalk Stelling Road Catalano Ct Orion Ct 70
20 Class 1 Path Oaks Shopping Center Mary Ave Stevens Creek Blvd 70 Westport to complete Class III in
lieu of Class I
21 Grade Separated Crossing Linda Vista Trail at McClellan Rd 65 22 Install Curb Extensions Stevens Creek Blvd at Phar Lap Dr 65 Design complete. No funding for
construction. May use posts
23 Bike/Ped Bridge and Sidewalk UPRR/Stevens Creek Blvd UPRR Foothill Blvd 65 24 Sidewalk Bubb Rd Edward Wy Krzich Pl 60
25 Reconfigure Intersection De Anza Blvd at McClellan Rd 60 Design complete. Awaiting
Caltrans approval for bidding
26 Install Curb Extensions Phil Ln at Finch Ave 60
27 Reconfigure Intersection Torre Ave at Town Center Ln 60 28 Shared-use Path Union Pacific RR north of Stevens Creek Blvd South City limit 60 Project shelved 29 Shared-use Path West side Vallco Property Junipero Serra Trail Stevens Creek Blvd 60 Project shelved 30 Sidewalk Foothill Blvd (east side) Rancho Ventura St Walnut Cir 55 31 Shared-use Path
Linda Vista Trail and Stevens
Creek Trail McClellan Ranch
Stevens Creek County
Park 55 Linda Vista Trail complete
32 Sidewalk Blackberry Farm Entrance Road Bynre Ave Blackberry Farm 55 Feasibility Study complete. No
funding for future phases.
33 Shared-use Path Wilson Park Portal Ave Rodrigues Ave 55 34 Stop sign Alves Dr At Saich Way 45
35 Install Curb Extensions Bandley Dr at Mariani Ave (SE corner) 45 Design complete. No funding for
construction. May use posts
36 Bike/Ped Connection Imperial Ave Alcadar Ave Almaden Ave 45 37 Install Curb Extensions and High
Vis Crosswalk Rainbow Dr at Gardenside Ln 45 Completed with flexible posts 38 Shared-use Path Saratoga Creek Barnhard-Sterling Park Stevens Creek Blvd 40 Funding being requested for
feasibility study
39 Stop sign Alves Dr at Beardon Dr 35
40 Install Curb Extensions Bandley Dr at Alves (south leg) 35 41 Sidewalk Beardon Dr Alves Dr Valley Green Dr 35
42 Sidewalk Alcalde Rd Footill Blvd Avenida Ln 30
43 Install Curb Extensions, High-Vis
Crosswalk and consider stop sign Bandley Dr at Lazaneo Dr 30 High-vis crosswalk with RRFB
installed
44 Install RRFB Valley Green Dr at Bandley Dr (west leg) 30 Complete
In progress or partially complete
Not funded
Tier 1
Tier 2
Tier 3
Pedestrian Transportation Master Plan:

PRIORITY PROJECTS - STATUS
FEBRUARY 2023
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3. From the 2018 Parks and
Recreation System Master Plan

3. PARKS & REC
FY 2023-24 CIP 5-Year Plan
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introduction
There are a variety of opportunities for enhancing and
developing parks and facilities to achieve community
goals for Cupertino’s park and recreation system. This
document provides an overview of city park sites with a description, focus, short and longer term opportunities, and current and planned implementation efforts.

The key on the following page lists 22 types of community goals and icons which denote which goals are being
addressed at each park throughout the document. A page for each park or park category provides photos as well
as a brief description. The park focus identifies the park’s primary function. The implementation narrative provides context for current and planned site enhancement from
Fiscal Year 2019-20 through Fiscal Year 2023-24. For
recently built or recently renovated parks, near-term
opportunities emphasize sustaining existing uses and
maintaining the facilities with some opportunities for
diversifying recreation options. For older parks and
facilities that have not been recently updated, potential site enhancements usually include more extensive
opportunities.
park sites
This document includes site opportunities for the parks listed below.
• Memorial Park
• Creekside Park
• Jollyman Park
• Wilson Park
• Stevens Creek Corridor Park – including Blackberry
Farm Golf Course, Blackberry Farm Park, and
McClellan Ranch Preserve/McClellan Ranch West
• Portal Park
• Monta Vista Park & Recreation Center
• Linda Vista Park
• Hoover Park
• Varian Park
• Civic Center – including Civic Center Plaza, and
Library Field
• Three Oaks Park
• Somerset Park
• Small Neighborhood Parks – including Canyon Oak
Park, Franco Park, Little Rancho Park, Mary Ave.

Dog Park, and Sterling Barnhart Park

MASTER PLAN PARK SITE IMPLEMENTATION
Strategic Plan
Parks and Recreation System Master Plan:

STRATEGIC PLAN PROJECTS
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key
Nature Play Areas
Universal/All-Inclusive Play Areas
Water Play
Improved Outdoor Event Space – Citywide Events
Improved Outdoor Event Space – Neighborhood Events
Multi-Use Sport Fields
Cricket Field
Dog Park(s)/Dog Off-Leash Area(s)
Basketball Courts
Pickleball Courts
Gardens
Outdoor Recreation Diversity
Improved Comfort & Amenities
Natural Vegetation Enhancements
Neighborhood Parks
Trails and Trail Corridors
Aquatics Facility
Gymnasium Complex & Multi-use Recreation Center
Performing/Fine Arts Center
Enhanced Teen Space or Services
Expanded Senior Center or Services
Other Replaced or Repurposed Existing Building
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MEMORIAL PARK
Description
Memorial Park was originally constructed in the early and mid 1970’s. Additional elements have been added since,
such as the Veterans Memorial in 2007. Memorial Park is the city’s largest park, with 22 acres (including the Senior and Quinlan Community centers). It offers 6 lighted tennis courts, a lighted baseball field, an outdoor amphitheater and stage, walking paths, reservable group picnicking,
two playgrounds, restrooms, and lawn areas. Memorial
Park hosts the city’s large outdoor events such as the
Cherry Blossom, Kids ‘N Fun, and Diwali festivals. The
amphitheater is home to annual Shakespeare in the Park, Summer Concert series, and Cinema at Sundown events.

FOCUS
Community hub and multi-use, civic-focused event space.

SITE ENHANCEMENT OPPORTUNITIES
Immediate
▪ Engage the public in developing a site master
plan for Memorial Park as a community
hub and multi-use, civic-focused event
space. Include the presence of the Quinlan
Community, Senior, and Sports centers in
planning Memorial Park as a community space.
▪ Consider repurposing the inactive pond,
renovating the amphitheater, adding
walking path improvements and playable
water feature, enhancing the tree canopy,
integrating natural features, and renovating,
adding and/or expanding recreation facilities
to enhance indoor and outdoor event space,
community gathering space, active/healthy
recreation uses and play opportunities.
▪ Clarify the role of memorials at this site,
addressing opportunities to make a
community-building statement and/or
tribute to community cohesiveness.

Short Term
▪ Implement Phase 1 improvements in
the pond/amphitheater area.
▪ Consider nature integration, shade,
ADA accessibility, pathway and seating
improvements, pond re-purposing,
and other elements consistent with
the site master plan process.

Longer Term
▪ Phase in additional improvements, including
improvements to existing facilities, based on the
site master plan, and the addition of recreation
opportunities. Pending the site master plan,
this may potentially include major facilities
(such as an aquatic facility, gymnasium/
recreation center, senior center expansion
and/or a potential performing/fine arts center)
at this site, or as an expansion of an adjacent
recreation building that would affect this site
(Sports Center, Senior Center e.g.), as well
as the addition or repurposing of facilities.
▪ Provide connections to proposed
trails, bike lanes and bike routes.

COMMUNITY GOALS
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IMPLEMENTATION
Multi-Year Funding:

1. Park Amenity Improvements
A variety of amenities are being considered for
implementation or upgrade, including hydration stations, improved waste disposal, shade, nature play, and
inclusive elements.

Pickleball court striping is being recommended at
Memorial Park. The proposal is to stripe Court 2 or 3 for both pickleball and tennis.

Fiscal Year 2021-22:

2. Restroom facilities at Memorial Park have been
rennovated.

Fiscal Year 2021-22:

3. Memorial Park - Specific Plan Design
The proposed project would include the development
of a conceptual design for Phase One, incorporating
findings from the Master Plan process and building upon the considerable input gained from the community.

Features to be considered include adding walking path
improvements, playable water feature, enhancing tree
canopy, integrating natural features, and enhancing
indoor and outdoor event and gathering space.

4. Memorial Park - Amphitheater Repairs/Upgrades:

Design and construct Memorial Park improvements as
indicated in the Parks and Recreation System Master Plan, specifically addressing the needs of the amphitheater in this scope of work.

City Work Program:

5. Neighborhood Events
Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation
Department’s goal moving forward is to provide a
minimum of three cultural events and a series of art
events as part of the summer program lineup. This works towards the Fiscal Year2019-20 City Work Program item
for Arts and Cultural Festivals and Programs.

Operational:

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CREEKSIDE PARK
Description
This 13-acre site offers three tournament-quality sport fields, two basketball hoops, two playgrounds, family
picnicking with barbeques, restrooms, and a recreation
building whose community room can be rented. Creekside
Park is a popular venue for youth soccer and currently
hosts a weekly Farmers Market. The park can be accessed from Miller Avenue, and by pedestrians and cyclists via a bridge over Calabazas Creek. It is the site of the former Fremont Older School and was extensively improved with
park amenities in 1997.

FOCUS
Neighborhood recreation and sports hub.

IMPLEMENTATION
Multi-Year Funding:

1. Park Amenity Improvements
A variety of amenities are being considered for
implementation or upgrade, including hydration stations, improved waste disposal, seating, and inclusive elements.

2. Annual Playground Replacement
Inclusive elements will be implemented in the design of the playground to be replaced at Creekside Park in Fiscal Year 2020-21.

City Work Program:

3. Athletic Field Use Policy
The updated Athletic Field Use Policy was reviewed and
approved by City Council on May 4, 2021. This completes the Fiscal Year 2019-20 City Work Program item to
assess the Athletic Field Use Policy, including Sunday
reservation feasibility.

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Consider adding nature play and/or inclusive
play elements to the existing play area.
▪ Consider other enhancements to
outdoor recreation diversity.
▪ Evaluate opportunities to enhance the
recreation building and reactivate or
repurpose the concession area.
▪ Sustain existing uses.

Longer Term
▪ Coordinate with results of Public Works’
Facility Condition and Use Assessment to
modify the recreation building as needed.
▪ Refresh sports fields to maintain
site use as a sports hub. Consider
artificial turf or other enhancements
to increase the playing capacity.
▪ Consider adding a full basketball court,
other sports courts, and diverse recreation
elements to support sports and active uses.
▪ Provide trailhead amenities and
connections to off-street trail and
proposed buffered bike lane.

4. Neighborhood Events
Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation
Department’s goal moving forward is to provide a
minimum of three cultural events and a series of art
events as part of the summer program lineup. This works

COMMUNITY GOALS
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towards the Fiscal Year 2019-20 City Work Program item
for Arts and Cultural Festivals and Programs.

5. Wi-Fi
Neighborhood Events is slated to be added to park
buildings at Creekside, Portal, and Wilson Parks. This
works toward the Fiscal Year 2019-20 City Work Program
item to upgrade wireless access in public spaces.
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JOLLYMAN PARK
Description
Constructed in the early 1990’s, this 11.2-acre park
offers soccer play, a baseball field with batting cage, two playground areas, a basketball hoop, turf areas, family picnic areas with barbeques, restrooms, and a walking
loop.

FOCUS
Neighborhood and community hub for sports, recreation
programs and activities.

IMPLEMENTATION
Multi-Year Funding:

1. Park Amenity Improvements
A variety of amenities are being considered for
implementation or upgrade, including hydration stations, improved waste disposal, and outdoor table tennis. This works toward the Fiscal Year 2019-20 City Work Program
item to install a drinking fountain and bottle filling station at City Hall and Jollyman Park.

Fiscal Year 2019-20:

2. Inclusive Play Area - Planning

3. Restroom facilities at Jollyman Park have been
rennovated.

Fiscal Year 2020-21:

4. All-Inclusive Playground
The City has addressed an inclusive play area through two capital improvement projects to date: Inclusive Play Area - Planning and All-Inclusive Playground. These items work towards the goals set for the All Inclusive Playground
project in Fiscal Year 2019-20 City Work Program.

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Pursue adding an all-inclusive play area,
grouped seating, a picnic shelter, continuous
all-weather loop path (that includes the
east part of the park), and neighborhood-
serving event utilities and infrastructure.
▪ Sustain existing uses.
▪ Respond to community request
for trial off-leash dog area.

Longer Term
▪ Consider additional diverse amenities,
such as outdoor fitness equipment/
parcourse or a full-size basketball court.
▪ Provide connections to bikeway
improvements on Stelling Rd.
▪ Consider for location of development
of major new facilities.

City Work Program:

5. Dog Off-Leash Area (DOLA) Trial
The DOLA at the Jollyman Park ballfield is currently
underway. Research for a second location has been
performed and will be presented to the Parks and
Recreation Commission for review/recommendation to
City Council. This trial progresses work on the Fiscal Year 2019-20 City Work Program item calling for the review of athletic fields for use as DOLAs.

6. Athletic Field Use Policy
The updated Athletic Field Use Policy was reviewed
and approved by City Council on May 4, 2021. This

COMMUNITY GOALS
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completes the Fiscal Year 2019-20 City Work Program item to assess the Athletic Field Use Policy, including Sunday reservation feasibility.

7. Neighborhood Events
Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation
Department’s goal moving forward is to provide a
minimum of three cultural events and a series of art
events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item
for Arts and Cultural Festivals and Programs.
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WILSON PARK
Description
This ~10-acre park includes three baseball fields on
the west side of the site and serves as the community’s baseball hub. The east side of the site features two
playgrounds, family picnicking, restrooms, pathways,
a large turf area, and a recreation building that hosts ceramics programs. The eastern part of Wilson Park was
constructed in the late 1960’s. Park improvements on
the western part, including the baseball fields, batting cage and concession building, were constructed in 1992.

A portion of the site was renovated in 2003 (restroom
building, play area).

FOCUS
Neighborhood and community hub for sports, recreation
and activities.

IMPLEMENTATION
Multi-Year Funding:

City Work Program:

2. Athletic Field Use Policy
The updated Athletic Field Use Policy was reviewed and
approved by City Council on May 4, 2021. This completes the Fiscal Year 2019-20 City Work Program item to
assess the Athletic Field Use Policy, including Sunday
reservation feasibility.

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Consider adding neighborhood-serving
event utilities and infrastructure, picnic
shelter, and a large/full-size basketball court.
▪ Sustain existing uses.

Longer Term
▪ Evaluate use of and desirability of
renovating/replacing the ceramics building,
particularly if ceramics can be incorporated
into a fine arts or recreation facility,
and in coordination with Public Works’
Facility Condition and Use Assessment.
▪ Consider a wider, maintenance-friendly
loop path, community garden, variety of
sports courts, activity hubs, and diverse
recreation elements, including those
that provide challenge elements.
▪ Consider full-size basketball court.
▪ Provide trailhead amenities and
connections to nearby bikeways and
proposed off-street trail. If desired, a sport
field can fit on the east portion of the
site (with relocation of the central play
area and picnicking reconfiguration).

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towards the Fiscal Year 2019-20 City Work Program item
for Arts and Cultural Festivals and Programs.

4. Wi-Fi
Wi-Fi is slated to be added to park buildings at Creekside, Portal, and Wilson Parks. This works toward the Fiscal
Year 2019-20 City Work Program item to upgrade wireless access in public spaces.
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Description

BLACKBERRY FARM PARK
Blackberry Farm was acquired by the City in 1991. It
has been subsequently renovated, including extensive
improvements in 2009 which also included the Stevens
Creek Trail and creek restoration. The trail and creek
corridor parkland are open daily. The group picnic
grounds and pool complex are operated seasonally,
currently from May to September, within a 100-day
window. Seasonal amenities include two swimming
pools with pool buildings and lawn area, reservable group picnic area with barbeques and sinks, and food service
concession. Additional amenities include two volleyball courts, two bocce courts, two horseshoe pits, picnic tables, playground, lawn area, trail, and restrooms. The creek
corridor setting, all-weather trail, and wildlife viewing opportunities are popular year-round.

BLACKBERRY FARM GOLF COURSE
Blackberry Farm Golf Course is a nine-hole Par 29 golf
facility acquired by the City in 1991, from private owners who had built it in 1962. The course, located along
Stevens Creek, offers narrow tree-lined fairways and small greens which reward accuracy. The course includes a
putting green and a range structure for drive practice. A pro shop with golf merchandise and a restaurant are on
site; professional instruction is available. Footgolf is also offered.

MCCLELLAN RANCH PRESERVE
& MCCLELLAN RANCH WEST
Purchased by the City 1972, McClellan Ranch has a rich
history, including uses for agriculture and as a horse
ranch. The site contains various buildings relating to

SITE ENHANCEMENT OPPORTUNITIES
Immediate
▪ Complete the Stevens Creek
Corridor Master Plan.

Short Term
▪ Phase in improvements as guided by the
site master plan, enhancing natural/habitat
areas and facilities supporting environmental
education, gatherings and recreation uses,
while retaining the natural character of the
park. Provide connections to any extension
of the Stevens Creek Trail and nearby
bikeways. Provide trailhead amenities.

Complete feasibility work & if approved,
pursue implementation of improved
pedestrian and bicycle access to Blackberry
Farm Park via San Fernando Ave. Evaluate
steps for expanded use of Blackberry Farm.

Longer Term
▪ Implement renovation of Stocklmeir Ranch,
Blackberry Farm Golf Course, Blackberry
Farm Park, and/or McClellan Ranch Preserve
and West, and other corridor parcels,
consistent with the recommendations of
the Stevens Creek Corridor Master Plan.

STEVENS CREEK CORRIDOR PARK
its past as well as the relocated Parrish tank house and Blacksmith Shop. A new Environmental Education Center
was completed in 2015. The 4-H area was renovated and
Stevens Creek Trail constructed in 2008-2009. McClellan Ranch is the hub of the city’s environmental education
activities and hosts City Naturalist-led programs. This site offers community gardens for residents, a stretch of Stevens Creek Trail, riparian habitat areas, plus creek

COMMUNITY GOALS
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and wildlife views. Rolling Hills 4-H, Santa Clara Valley Audubon Society, and Friends of Stevens Creek Trail are housed at this site. McClellan Ranch was designated
as the city’s first and only nature and rural preserve in 1976; its name was updated to McClellan Ranch Preserve
in 2012. McClellan Ranch West, a 3.1-acre parcel, was
acquired in 1990.

FOCUS FOR STEVENS CREEK CORRIDOR PARK
Community-focused natural area supporting
environmental education, outdoor gathering and
recreation consistent with protecting wildlife and habitat value.

IMPLEMENTATION
Multi-Year Funding:

1. Park Amenity Improvements
A variety of amenities are being considered for
implementation or upgrade including hydration stations, shade, and inclusive elements.

Fiscal Year 2020-21:

2. McClellan Ranch Preserve Community Garden
Improvements
Reconstruct the existing community garden based on
the design developed in Fiscal Year 2017-18. The project includes reconfiguration of the garden plots, improved
ADA accessibility to and within the garden, installation of new perimeter fencing, irrigation distribution system and informal meeting area. This item completes the Fiscal Year 2019-20 City Work Program item to build an efficiant and highly functional community garden at McClellan Ranch.

Fiscal Year 2021-22

3. Tree Inventory - Stevens Creek Corridor
Inventory and map City-owned trees (above a threshold
size) that are within the Stevens Creek Corridor, including the Blackberry Farm Golf Course.

City Work Program:

5. Blackberry Farm Golf Course Feasibility Study
Preliminary study to consider three options for the golf course including minimal repairs, a major renovation,
and a return to natural habitat. Initial research and
community feedback was conducted as part of the Stevens Creek Corridor Master Plan and the Parks and Recreation System Master Plan. Council will receive an update on the three options and determine which to pursue further for feasibility. This item is part of the Fiscal Year 2020-21 City Work Program.

6. Art in Unexpected Places
The Fine Arts Commission and Parks and Recreation
Department are collaborating on the Art in Unexpectd
Places program as part of the Fiscal Year 2019-20 City
Work Program. The program will see the installation of
mural wall art as a pilot.
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PORTAL PARK
Description
Portal Park, designed in the late 1960’s, is one of the city’s oldest. Portal Park with its 3.8 acres offers a
reservable group picnic area, two playgrounds, rolling
turf, a recreation building and restrooms. The play areas were renovated in 2002-03. This site borders L.P. Collins Elementary School.

FOCUS
Neighborhood park and gathering space.

IMPLEMENTATION
Multi-Year Funding:

1. Park Amenity Improvements
A variety of amenities are being considered for
implementation or upgrade, including hydration stations, improved waste disposal, seating, shade, exercise
equipment, and inclusive elements.

City Work Program:

2. Wi-Fi
Wi-Fi is slated to be added to park buildings at Creekside, Portal, and Wilson Parks. This works toward the Fiscal
Year 2019-20 City Work Program item to upgrade wireless access in public spaces.

3. Neighborhood Events
Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation
Department’s goal moving forward is to provide a
minimum of three cultural events and a series of art
events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item
for Arts and Cultural Festivals and Programs.

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Improve walkway lighting and signage.
▪ Explore options to share
adjacent school parking.
▪ Sustain existing uses.

Longer Term
▪ Consider adding shading to the picnic
area, grouped seating, nature play area
and/or inclusive play elements, and diverse
recreation elements, such as badminton,
bocce/lawn bowling, and/or games
to support small group gatherings.
▪ Improve connections to the adjacent school.
▪ Re-evaluate the location and use of the
recreation building, considering relocating
the building or the preschool-age and child
programming or adding indoor restrooms,
and in coordination with Public Works’
Facility Condition and Use Assessment.
▪ Provide connections to the proposed bike
boulevard and adjacent neighborhoods.

COMMUNITY GOALS
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MONTA VISTA PARK & RECREATION CENTER
Description
The site of a former elementary school, Monta Vista Park and Recreation Center was acquired by the City and
renovated as a park in 1982. Additional improvements to the softball area occurred in 1993. This 6.2-acre park offers a two-building recreation center including restrooms, two tennis courts, two softball fields and a batting cage, turf areas, play equipment, and family picnicking. A preschool and gymnastics/martial arts programs are currently
hosted at this site, as is girls’ softball.

FOCUS
Neighborhood recreation and sports hub.

IMPLEMENTATION
Multi-Year Funding:

City Work Program:

3. Neighborhood Events
Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Consider temporary options to expand
play opportunities near the preschool.
▪ Consider restriping tennis court(s)
to share for pickleball.
▪ In conjunction with major facility business
plans, explore opportunities to relocate or
expand the gymnastics/martial arts and
preschool programs to other facilities.
▪ Sustain existing uses.

Longer Term
▪ Address renovation or replacement of the
existing multi-use and preschool buildings
based on major facility recommendations
and in coordination with Public Works’
Facility Condition and Use Assessment.
▪ Consider adding a basketball court,
picnic shelter, neighborhood-serving
event utilities and infrastructure, and
other diverse recreation elements.
▪ Provide connections to proposed
buffered bikeway.

Department’s goal moving forward is to provide a
minimum of three cultural events and a series of art
events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item
for Arts and Cultural Festivals and Programs.

Operational:

4. Monta Vista Park will see turf reduction and native
plantings incoroporated into current landscaping.

COMMUNITY GOALS
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LINDA VISTA PARK
Description
This 11-acre park site includes a reservable large group picnic/barbecue area, two playground areas (preschool
and elementary), a fitness station, restrooms, and an
extensive turf area. It was acquired in 1968 and renovated to its current configuration in 1986.

FOCUS
Neighborhood and community hub for picnicking and
nature-based recreation.

IMPLEMENTATION
Multi-Year Funding:

Fiscal Year 2019-20:

2. Linda Vista Trail
Design and construct a bicycle pedestrian trail between Linda Vista Park and McClellan Road.

City Work Program:

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Select design concept to repair or repurpose
the inactive ponds. Sustain existing uses.

Longer Term
▪ Repair or renovate the ponds
(per 2014 technical report).
▪ Consider adding neighborhood-serving
event utilities and infrastructure, a picnic
shelter or pavilion, a destination nature
play and/or water play area, and diverse
recreation elements, potentially including
adventure and challenge elements.
▪ Consider a community garden or
demonstration, healing, or rain garden.
▪ Provide trailhead amenities and connections
to the proposed off-street trail. Consider
installing outdoor exercise equipment
in addition to, or as replacement for,
existing parcourse equipment.

Operational:

4. Sucessional Tree Plantings
58 trees donated by Stanford Sports will be planted at
various park locations. Five have been planted at Linda Visa Park.

COMMUNITY GOALS
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HOOVER PARK
Description
Hoover Park is a 5-acre site built in 1987 that offers
two sport fields, two playgrounds for elementary and
preschool-age children, basketball hoop, and family
picnicking.

FOCUS
Neighborhood park and recreation and sports space.

IMPLEMENTATION
Multi-Year Funding:

City Work Program:

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Sustain existing uses.

Longer Term
▪ Consider adding a community garden
and diverse recreation elements.
▪ Consider providing a larger/
full-size basketball court.
▪ Consider a looped walking
path and restrooms.

COMMUNITY GOALS
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VARIAN PARK
Description
This is a 6.3-acre site includes two tennis courts, two playgrounds, an apricot orchard, lawn areas, walkways,
and family picnic areas. It is adjacent to Stevens Creek Elementary School.

FOCUS
Neighborhood park with tennis, passive recreation,
orchard and habitat focus.

IMPLEMENTATION
Multi-Year Funding:

1. Park Amenity Improvements
A variety of amenities are being considered for
implementation or upgrade, including hydration stations, improved waste disposal, seating, nature play, and
inclusive elements.

2. Annual Playground Replacement
Inclusive elements will be implemented in the design of the playground to be replaced at Creekside Park in Fiscal Year 2020-21.

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Consider expanding or replacing play
area with nature play area and/or
thematic or inclusive play elements.
▪ Consider restriping tennis court(s)
to share for pickleball.
▪ Consider other enhancements for
outdoor recreation diversity.
▪ Sustain existing uses.

Longer Term
▪ Consider diverse recreation
elements focused on passive
uses and nature education.
▪ Consider community garden, outdoor
classroom, pollinator patches,
and interpretive signage.
▪ Maintain connections to adjacent school.
▪ Provide trailhead amenities and
connections to proposed bikeway.

COMMUNITY GOALS
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CIVIC CENTER ─ PLAZA & LIBRARY FIELD
Description
The civic center plaza was renovated in 2004 as part of construction of the new Library and Community Hall. The site forms the heart of the city’s civic center. The one-acre plaza hosts a popular interactive fountain. It also offers benches, landscaping, wifi availability, and hosts annual community events such as Earth & Arbor Day and the
springtime Big Bunny 5K & Kids Fun Run.

The 3-acre Library Field is adjacent to the Cupertino
Library and Civic Center. It is currently used by both
youth cricket and youth volleyball teams for sports
activities, and hosts occasional special events. Its east side is bordered by Regnart Creek.

FOCUS
Multi-use civic space for green space, recreation,
gathering, and programming.

IMPLEMENTATION
Multi-Year Funding:

1. Park Amenity Improvements
A variety of amenities are being considered for
implementation or upgrade, including hydration stations, improved waste disposal, seating, outdoor work space,
shade, and water play. This works toward the Fiscal Year 2019-20 City Work Program item to install a drinking
fountain and bottle filling station at City Hall and
Jollyman Park.

SITE ENHANCEMENT OPPORTUNITIES
Short & Longer Term - Civic Center
▪ Sustain existing uses in the short term.
▪ Evaluate Civic Center Master Plan in relation
to major new facility discussions to clarify
use of Civic Center, and adjacent areas.

Short Term - Library Field
▪ Sustain existing uses pending decision on
implementation of Civic Center Master
Plan and cricket field long-term location.
▪ Consider creating a separate parcel
for Library Field and rezoning it as PR
zoning (park and recreation).

Longer Term - Library FIeld
▪ Consider the addition of major
facilities, relocation of cricket field if
a better site is identified, and long-
term options as civic center-related
space or permanent green space.
▪ Consider whether adjacent parking
can be put underground to expand
Library Field and green space.

City Work Program:

COMMUNITY GOALS
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Three Oaks Park offers playgrounds, family picnicking,
walkways and lawn space. It is also known for the
distinctive large oak trees that are its namesake.

FOCUS
Neighborhood park with nature emphasis.

IMPLEMENTATION
Multi-Year Funding:

1. Park Amenity Improvements
A variety of amenities are being considered for
implementation or upgrade, including hydration stations, improved waste disposal, outdoor exercise equipment,
and inclusive elements.

City Work Program:

2. Neighborhood Events
Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation
Department’s goal moving forward is to provide a
minimum of three cultural events and a series of art
events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item
for Arts and Cultural Festivals and Programs.

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Sustain existing uses.

Longer Term
▪ Address successional tree plantings
to maintain character.
▪ Consider adding nature play area and/
or inclusive elements and repurposing or
improving the southeasterly rock play area.
▪ Consider adding neighborhood-serving
event utilities and infrastructure, and
diversifying recreation opportunities.

THREE OAKS PARK

COMMUNITY GOALS
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Description
Somerset Park was constructed in the early 1970’s and
renovated in 1996. Somerset Park’s neighborhood enjoys
its 1.7 acres of picnic area, playground, basketball hoop, trees, and lawn space.

FOCUS
Neighborhood park.

IMPLEMENTATION
Multi-Year Funding:

SITE ENHANCEMENT OPPORTUNITIES
Short Term
▪ Sustain existing uses.

Longer Term
▪ Consider adding a community
garden, dog area, and/or larger
basketball area or other amenities.
▪ Provide trailhead amenities and connections
to the De Anza Trail if it is implemented.

SOMERSET PARK

COMMUNITY GOALS
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SMALL NEIGHBORHOOD PARKS
Description

CANYON OAK PARK
Constructed in the early 2000’s, this 0.6-acre park provides play equipment, seating, and a small lawn area. It enjoys a view to extensive open space.

FRANCO PARK
Cupertino’s Franco Park opened in January 2011. This 0.6- acre neighborhood park includes picnic tables and seating, as well as playground equipment with safety surfacing
and a perimeter fence to separate the park from adjacent streets.

LITTLE RANCHO PARK
Constructed in the early 2000’s, this 0.3-acre park
serves its neighbors with play equipment, benches, and
landscaping.

MARY AVE DOG PARK
Opened in early 2014, Mary Avenue Dog Park is
Cupertino’s first park designed for off-leash dogs. This

0.5-acre site provides a fenced areas for large and small dogs, benches, and a dog drinking fountain.

STERLING BARNHART PARK
Sterling Barnhart Park is one of the city’s newer parks and was dedicated in August 2010. This 0.5 acre site
provides playground equipment, picnicking, game table,
benches, and plantings which include California native
species. This site is bordered by Saratoga Creek and offers pedestrian-bicycle access to Saratoga Creek Trail on the opposite creek bank.

SITE ENHANCEMENT OPPORTUNITIES

CANYON OAK PARK
Short & Longer Term
▪ Maintain orientation to the view of
open space. Sustain existing uses.

FRANCO PARK
Short & Longer Term
▪ Sustain existing uses.
▪ Consider adding shade and
small group seating area.
▪ Improve pedestrian and bicycle
access from Franco Court.
▪ Evaluate possible on-street parking and
crosswalk to Franco Court access point.

LITTLE RANCHO PARK
Short & Longer Term
▪ Sustain existing uses.

MARY AVE DOG PARK
Short & Longer Term
▪ Enhance existing use.
▪ Consider adding shade, varied terrain,
small group seating areas, dog amenities
(such as dog agility features).

STERLING BARNHART PARK
Short & Longer Term
▪ Sustain existing uses.
▪ Consider effects of an extension of
Saratoga Creek Trail or the acquisition of
Lawrence-Mitty property, if pursued.

COMMUNITY GOALS
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FOCUS
Neighborhood parks and play nodes for local use and trail connection.

Mary Ave Dog Park serves as a gathering site for dog
owners/friends.

IMPLEMENTATION
Multi-Year Funding:

4. Parks & Recreation System
Master Plan (PRSMP) - Park
Amenities Strategic Plan

4. AMENITIES
FY 2023-24 CIP 5-Year Plan
2021
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PARK AMENITIES PROJECT - INSTALLATION STRATEGY
Park
Pickleball Striping
INSTALLED: Pickleball
S
triping
Hydration Stations
INSTALLED:

H
ydration Stations
Garbage Cans/
R
ecycling Bins
(Trios)*
INSTALLED: Garbage
C
ans/ Recycling Bins
(Trios)*
Benches/
P
icnic Tables
INSTALLED: Benches/
P
icnic Tables
Shade trees
INSTALLED: Shade
t
rees
Shade structures
INSTALLED: Shade
s
tructures
Memorial 1 1 3 0 2 0 CIP-1 12 CIP
S
tevens Creek Corridor 2 0 CIP
C
reekside 3 3 8 0 1 1
Hoover 2 2 6 0 6
J
ollyman 3 1 1 0 2 0
Linda Vista 2 0 1 0 6 0 CIP
M
VRC 3 3 5 0 4 0
Portal 2 1 4 0 4 0
Varian 2 1 2 0 3 0
Wilson 4 3 4 0 3 0
Canyon Oak 1 1 0 4
F
ranco 2 0
Little Rancho 1 1 0 3 0 3
S
omerset 1 1 2 0 2 0
Sterling Barnhardt 0 2
T
hree Oaks 1 1 2 0 3 0
Civic Center 2 0 0 CIP-2 0 ?
L
ibrary Field 1 0 0 6 0
NO. OF UNITS 1 31 41 37 27 3
U
NIT COST $6,000 $2,990 $4,500 $2,000 $1,800 $350 $125,000 S

UBTOTAL BY

AMENITY/NO CIP
$6,000 $139,500 $88,986 $82,000 $66,600 $9,450 $0
C
IP SUBTOTAL $18,000 $375,000
*Garbage Cans/ Recycling Bins (Trios): counted as units, whether planned as a trio, duo, or single.

Each count as one unit.

CIP-1: Include in Memorial Park redesign
CIP-2: USB charging tables
CIP-3: add water play feature

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Cupertino City CouncilMarch 3, 2026

Cupertino City Council
March 3, 2026