Cupertino City Council
June 16, 2026

Section 3: The Planning Commission finds in accordance with the Cupertino Municipal Code ( CMC) section 2. 32. 070 ( C) and state law based on the evidence in the public record that the City' s CIP ( FY 2026- 2027) conforms to the City' s General Plan ( Community Vision 2015- 2040.)
BE IT FURTHER RESOLVED that this Resolution is not a project under the requirements of the California Environmental Quality Act, together with related State CEQA Guidelines ( collectively, " CEQA") because it has no potential for resulting in physical change in the environment. In the event that this Resolution is found to be a project under CEQA, it is subject to the CEQA exemption contained in CEQA Guidelines section 15061( b)(3) because it can be seen with certainty to have no possibility that the action approved may have a significant effect on the environment. CEQA applies only to actions which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. In this circumstance, the proposed action " Adopt a Resolution finding that the Fiscal Year 2025 - 2026 Capital Improvement Program proposal is consistent with the City' s General Plan" would have no or only a de minimis effect on the environment because it is an administrative action. The foregoing determination is made by the City of Cupertino Planning Commission in its independent judgment.

PASSED AND ADOPTED at a regular meeting of the Planning Commission of the City of Cupertino this 28nd day of April 2026, by the following vote:

Members of the Planning Commission
AYES: Kosolcharoen, Scharf, Fung
NOES: Rao
ABSENT: Lindskog
ABSTAIN:
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Resolution No. 2026- 15

APPROVED:

Tracy Kosolcharoen Date
Chair, Planning Commission
ATTEST:

Piu Ghosh, Planning Manager Date
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ATTACHMENT A
Project Title Project Description Council Goal
Budget ( Not including staff
costs)
Project Size
Lead
Department( s)
Estimated
Timeline
1 Economic Development for
Retail and Small Businesses

1.1 Streamline permitting process for small businesses

1.2 Retention and recruitment of retail and small businesses: Explore options to support small businesses/ startups, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization
Explore more themed events like restaurant week, and other festivals to bring vitality to Cupertino businesses
Improve placemaking in the city and the city' s revenue stream Quality of Life,
Fiscal Strategy
200,000 Large City Manager' s
Office
Year 1 start
2 Small Business Council/
Economic Development

1.3 Create a small business council, provide regulatory support.

1.4 Restore the EDC
Quality of Life,
Fiscal Strategy
0 Small City Manager' s
Office
Year 1
3 Grants Analyst 1.5 Explore a Grants Analyst Position Fiscal Strategy $ 0 Small Administrative Services
Year 1
4 Permit Streamlining and
Simplification for Small Home
Upgrades
Develop a suite of improvements to (1) improve access to, and (2) speed the processing of permits for small home upgrades so as to enhance compliance and improve overall efficiency. Improve turnaround times. Set SLA' s for staff and outsourced reviewers, customer service KPI' s, templates to reduce back and forth, internal staff expertise to reduce consulting expenses.

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

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

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

Fiscal Strategy $ 1 Million Large City Attorney' s
Office
Year 2 Start
7 Water Conservation Policies Reduce irrigation while increasing pollinator supporting vegetation ( turf conversion). Optimize irrigation systems including CUSD use agreement sites.

Environmental
Sustainability
250, 000 Medium Public Works Year 1 start
Year 2 end
Final FY 2025-2027 City Work Program
New Projects - Added March 2025
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ATTACHMENT A
Project Title Project Description Council Goal
Budget ( Not including staff
costs)
Project Size
Lead
Department( s)
Estimated
Timeline
Final FY 2025-2027 City Work Program
8 Enhance Senior Services 6.1 Due to the high cost of senior centers, many seniors have to "age in place", but do still need services typically provided in senior centers, in addition to common home maintenance.

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

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

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

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

Quality of Life $ 200,000 Medium Public Works Year 1 start Year 2 end
10 5G Ordinance Prepare an ordinance that regulates small cellular facilities in the public right of way.

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

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

Environmental
Sustainability
250,000
110,000 is already
allocated for the tree list
item under the current
CWP.)
Medium Public Works Year 1 start
Year 2 end
13 Add notifications for SB 330 and
other projects during the
application and approval
process

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

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

11.3 Improve notification methods for SB 330 preliminary applications, streamlined projects, not requiring planning/ council approval and other projects
Public
Engagement
and
Transparency,
Housing
10,000 Small Community
Development
Year 1 start
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ATTACHMENT A
Project Title Project Description Council Goal
Budget ( Not including staff
costs)
Project Size
Lead
Department( s)
Estimated
Timeline
Final FY 2025-2027 City Work Program
14 Unhoused Policies Determine best practices for limited budget smaller cities to manage the unhoused. Review RV practices in surrounding cities for impacts and potential adoption. Review transitional housing outcomes in surrounding cities. Policies to include nimble contingency plans.

Quality of Life $ 100,000 Large Community
Development
Year 1 start
Year 2 end
15 City Hall Annex Renovation
including the EOC
Implement City Hall Annex renovation ( including the EOC). Quality of Life $ 0 Small Public Works Year 1 16 City Hall Retrofit Implement the previously approved 2022 City Hall Retrofit. Quality of Life $ 0 Small Public Works Year 1 17 Preserve existing and develop
new BMR/ ELI Housing
Housing $ 238, 000 N/ A Community
Development
Year 1 start
Year 2 end
18 Residential and Mixed Use
Residential Design Standards
Housing,
Quality of Life
240,000 N/ A Community
Development
Year 1
19 Speed Limit Lowering ( AB 43) Transportation $ 0 N/ A Public Works Year 1 20 Sign Ordinance Quality of Life $ 200,000 N/ A Community Development
Year 1 Start, Year 2
end
21 Active Transportation Plan Transportation $ 330, 000 N/ A Public Works Year 1 22 Bicycle Facilities Transportation $ 50,000 N/ A Public Works Year 1 23 Art in Public and Private Areas Quality of Life $ 50,000 N/ A Community Development
Year 1
Ongoing Projects - Added March 2025
Explore opportunities to preserve existing expiring BMR housing.

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

Create objective design standards for residential projects, including ensuring adequate buffers from neighborhood low-density residential development Lower speed limits where feasible pursuant to state adopted Assembly Bill 43 Update Sign Ordinance
CANCELED at December 1, 2025 CC Meeting
This item is a consolidation of existing and new transportation efforts aiming to further goals outlined in the City' s Vision Zero Initiative, including:

18.1 Review and update the bike plan

18.2 Review and update the pedestrian plan

18.3 Review current Complete Streets Policy and propose adjustments to create a better interface between all modes of transportation Increase the inventory of bicycle facilities and amenities, such as bike racks, citywide.

Revisit Municipal Code Standards for art in public and private development, including the standards in the Municipal Code and developing an Art-in-lieu fee policy.
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ATTACHMENT A
Project Title Project Description Council Goal
Budget ( Not including staff
costs)
Project Size
Lead
Department( s)
Estimated
Timeline
Final FY 2025-2027 City Work Program
24 Electrification Study Environmental
Sustainability
50,000 N/ A Public Works Year 1
25 Memorial Park Study Session A study session on Memorial Park and the proposed design. Most people I've spoken to love Memorial Park the way it is now where it is mostly naturally space, rather than one jam packed with stuff in the proposed plan. I hope to consider a minimalist option with upgrade of existing features and only include some low impact features.

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

Quality of Life $ 0 N/ A Public Works Year 1
26 Preserving Retail in the City Study session regarding potential ballot measure to protect frontage retail or consider rezoning of mixed- use sites to preserve retail Quality of Life $ 0 N/ A Community
Development
Year 1
27 Protections for Parkland Consider establishing protections for parkland, similar to those adopted by the cities of Sunnyvale and Milpitas
Environmental
Sustainability
475,000 already allocated
includes both Parkland
Rezoning and Tax Revenue
Ballot Measures for 2026
Midterm Election)
N/ A Administrative
Services
Year 1
28 Red Light Cameras Explore Red Light Cameras in Cupertino Quality of Life $ 0 N/ A Public Works Year 1 29 Housing Site Inventory Options for Expanding Housing Element Site Inventory to Address Potential Shortfall in Zoned Capacity
Housing $ 660,000 already allocated
for contract with
PlaceWorks to address No
Net Loss requirements.

N/ A Community
Development
Year 1
30 Public outreach and
engagement strategy
Establish citywide standards to embed meaningful engagement into every city project
Public
Engagement
and
Transparency
25,000 (Requesting as
part of adopted budget for
FY 2026- 2027)
N/ A City Manager' s
Office
Year 1 Start, Year 2
end
New Projects - Added December 2025
Conduct public outreach, policy research, and coordinate with regional efforts to develop policy options for electrification of Cupertino' s buildings in light of recent legal rulings inhibiting certain electrification efforts. 18 8
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Draft - June 16, 2026

PUBLIC WORKS DEPARTMENT
Roger Lee, Director

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

CAPITAL IMPROVEMENT PROGRAMS
FY 2026-2027
Chad Mosley, Director
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FY 26- 27 CIP BOOK Page i
Capital Improvement Programs Fiscal Year 2026 – 2027
and 5-Year Plan
Table of Contents
Section Page #
Introduction Letter 1

2. Program Summary 4
A. Mission Statement 4
B. Background Information 4
C. Capital Improvement Program Development Process 4
Process Overview 5

2. Timeline 6
D. Project Priorities 7

1. Guiding Principles 7

2. Prioritization Process 7
E. Project Categories 8
GAAP Statement 9
G. Capital Budgeting Process 9
H. Funding Sources 9
I. Technological Innovations 10
J. Debt Issuance 12

3. New Projects, Additional Funding, and Five-Year Plan 13 FY 26 -27 New Projects and Additional Funding 13
B. Five-Year Plan 16
C. City Hall Improvements Project 18

4. Program Status Report 19
A. Overview 19
B. Achievements – Completed Projects 19
Current Projects 21

1. Facilities Projects 22

2. Parks and Recreation Projects 27

3. Streets and Infrastructure Projects 30

4. Transportation Projects 34

5. Sustainability and Energy Projects 38
Summary 39

5. Project Narratives 43
A. New Projects 44
B. Current Projects 55
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FY 26- 27 CIP BOOK Page ii

1. Facilities Projects 56

2. Parks and Recreation Projects 67

3. Streets and Infrastructure Projects 76
Transportation Projects 87

5. Sustainability and Energy Projects 104
C. Completed Projects 109

6. Glossary 113

7. Index 116

8. Appendix 118
C – CIP Prioritization Process 127
D – FY 26-27 CIP Prioritization Matrix 136
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Capital Improvement Programs Fiscal Year 2026 – 2027 and 5-Year Plan
July 1, 2026 ( June 16, 2026 Draft)
Introduction
Honorable Mayor and members of the City Council:

We are pleased to present the City’ s Capital Improvement Program ( CIP), which outlines the planning, funding, and delivery of infrastructure investments that support Cupertino’ s service delivery and long-term community priorities. This document provides a comprehensive overview of both active and new projects and reflects the City’s continued commitment to maintaining critical infrastructure in a fiscally responsible manner.

The Fiscal Year (FY) 2026–2027 CIP was developed in coordination with the City’s broader budget strategy and aligns with the City Council’ s Strategic Vision and Work Program. As with the operating budget, this year’ s CIP reflects a disciplined approach to resource allocation amid ongoing financial uncertainty. The City continues to balance infrastructure needs with its commitment to maintaining strong reserves and delivering essential services.

In recent years, the City has faced a range of fiscal challenges, including rising costs and increased demands on the General Fund. As noted in the City Manager’ s budget message, the proposed increases to the Santa Clara County Sheriff’ s contract represent significant and ongoing financial pressure. These constraints directly influenced the scope and pacing of the CIP, requiring a continued focus on core infrastructure and essential capital needs.

Historically, the City has relied on General Fund transfers to the Capital Reserve to support long-term infrastructure investments. Over the past five fiscal years, these contributions have varied due to broader budget conditions:

FY 26–27: $2,000,000
FY 25–26: $2,000,000
FY 24–25: $0
FY 23–24: $0
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FY 26–27 CIP Book Page 2
FY 22–23: $2,500,000
For FY 26–27, the CIP includes a total of $2,000,000 in General Fund support, reflecting the City’s continued caution regarding capital spending amid ongoing fiscal uncertainty. In addition, $600,000 in Developer In-Lieu Fees is included as part of the CIP to support eligible improvements. Consistent with prior Council direction, $4,730,000 will be transferred from the Capital Reserve to complete construction of the City Hall Annex/ Emergency Operations Center (EOC) project at 10455 Torre Avenue. While the General Fund contribution remains modest, reinforcing the City’s disciplined financial posture, the use of the Capital Reserve demonstrates the City’s and Council’ s commitment to advancing priority civic infrastructure. This approach is consistent with longer-term planning assumptions, which currently contemplate a potential future investment of approximately $ 55 million from the Future Use Fund to address the renovation or replacement of the structurally deficient City Hall facility.

The CIP continues to be funded through a combination of City revenues and external sources, including grants and dedicated funds. Because many projects span multiple years, funding is carried forward until project completion. Upon completion, any remaining balances are returned to their original funding source or to the Capital Reserve, reinforcing the City’s commitment to prudent financial stewardship.

To further strengthen the CIP, the City enhanced its project prioritization process for FY 26– 27 by formalizing a process framework supported by objective scoring criteria. This updated approach is designed to ensure that capital investments are evaluated and ranked in a transparent, consistent, and defensible manner across all departments. Collectively, these criteria balance critical considerations such as safety, regulatory compliance, fiscal responsibility, community impact, and alignment with City Council priorities. The resultant scoring matrix promotes a balanced consideration of the projects as part of the annual program evaluation. While this process provides a prioritized ranking of projects, it does not preclude the City from advancing other projects that it determines are necessary. The enhanced framework also remains flexible, allowing the City to adapt to evolving conditions while improving its ability to make informed, data-driven capital planning decisions.

Consistent with the City’s overall budget strategy, the CIP reflects a continued “ back to basics” approach. Investment is prioritized toward maintaining and rehabilitating existing public assets, improving safety, and supporting essential services. Projects that introduce new amenities or require ongoing operational funding were carefully evaluated and, in many cases, deferred in order to preserve long-term fiscal sustainability.

While the City’s financial position remains stable, continued cost pressures and economic uncertainty will require ongoing caution in the near term. As a result, the CIP is expected to maintain its current focus on core infrastructure for the foreseeable future, with future expansion dependent on improvements in the City’s fiscal outlook. 193
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FY 26–27 CIP Book Page 3
The CIP represents a collective effort across departments and reflects the dedication of City staff to maintain and enhance Cupertino’ s infrastructure systems. Through careful planning, coordination, and financial management, the City will continue to deliver capital projects that support a safe, functional, and resilient community.

In summary, the FY 26–27 Capital Improvement Program reflects the City’s continued commitment to disciplined financial management and strategic investment in core infrastructure. In light of ongoing fiscal pressures and uncertainty, the City will continue to emphasize a “ back to basics” approach over the next five years, prioritizing essential repairs, lifecycle maintenance, and improvements to existing assets. At the same time, targeted investments, such as the City Hall Annex/ EOC project, demonstrate the City’s commitment to advancing critical civic infrastructure and planning for long-term needs. The enhanced prioritization framework further strengthens the City’s ability to allocate limited resources in a transparent and data-driven manner. While the CIP will remain focused on foundational services for the foreseeable future, the City will continue to evaluate opportunities to expand the program as financial conditions improve and resources allow.

Respectfully submitted,
Chad Mosley
Director of Public Works
Susan Michael
Capital Improvement Programs Manager
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FY 26–27 CIP Book Page 4
Capital Improvement Programs Fiscal Year 2026 – 2027
and 5-Year Plan
Program Summary
Mission Statement
The City of Cupertino’ s Capital Improvement Program ( CIP) strategically plans and delivers infrastructure investments that maintain public assets, support community priorities, and ensure long-term fiscal sustainability, providing safe, reliable, and resilient infrastructure for current and future residents.

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

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

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

Capital Improvement Program Development Process
The City of Cupertino’ s CIP is developed through a structured, collaborative process that includes department input, technical evaluation, prioritization, and policy direction. This process ensures that capital investments are strategically planned, fiscally responsible, and aligned with the City’s long-term goals and community priorities. 195
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FY 26–27 CIP Book Page 5
The CIP functions as a multi-year planning tool, identifying and funding infrastructure projects while balancing available resources with service demands and asset needs.

Process Overview
The Capital Program Development Process consists of the following key phases:

1. Project Identification and Department Input

2. Staff Review and Technical Evaluation

3. Project Prioritization and Funding Alignment

4. City Manager Review and Recommended CIP

5. Commission Review and Public Input

6. Planning Commission Review (General Plan Consistency)

7. City Council Review and Adoption
This framework reflects best practices for capital planning, including the use of defined project lists, cost estimates, prioritization criteria, and multi-year funding strategies.

Project Identification and Department Input
City departments identify and submit capital project requests based on:

Asset condition and lifecycle needs
Operational and service level requirements
Regulatory or safety mandates
Community input and emerging priorities
Adopted master plans and Council direction
Each request includes scope, schedule, cost estimates, and justification, ensuring a comprehensive inventory of capital needs.

Staff Review and Technical Evaluation
Public Works staff review all submitted projects to:

Confirm eligibility and refine project scope
Validate cost estimates and schedules
Evaluate feasibility and coordination with other projects Identify potential funding sources and constraints
Assess operating and maintenance impacts
Ensure projects align with City Master Plans and the General Plan This step ensures that projects are well-defined, implementable, and consistent with City standards and financial policies.

Project Prioritization and Funding Alignment
Projects are then evaluated using a criteria-based framework to determine relative priority and funding readiness. ( See Project Priorities section below for detailed methodology.) Projects are then aligned with available and projected funding sources across the multi-year CIP, ensuring a balanced and fiscally sustainable program. 196
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FY 26–27 CIP Book Page 6
City Manager Review and Recommended CIP
The City Manager reviews the prioritized list of capital projects and proposed funding plan to ensure alignment with Citywide goals, financial policies, and available resources. This step balances competing needs across departments, considering both near-term infrastructure priorities and long-term fiscal sustainability. Adjustments may be made to project timing, scope, or funding to reflect policy direction and budget constraints. The outcome of this review is a Recommended CIP, which serves as the basis for Commission, Planning Commission, and City Council consideration.

Commission Review and Public Input
Following staff evaluation, projects are presented to applicable City commissions based on subject matter, such as transportation, parks, and sustainability. Commissions provide advisory input on project scope, priorities, and potential community impacts, helping to refine projects and ensure alignment with community values and adopted policies. This step enhances transparency and incorporates public perspectives early in the process.

Planning Commission Review (General Plan Consistency)
The Planning Commission reviews the proposed CIP to determine consistency with the City’ s General Plan, as required by State law. This review ensures that planned capital investments support the City’s long-range land use, mobility, infrastructure, and environmental goals. The Commission provides a formal finding of consistency prior to final consideration by the City Council.

City Council Review and Adoption
The City Council reviews the Recommended CIP through public hearings as part of the annual budget process. The Council may modify project priorities, funding allocations, or schedules based on policy direction and community input. Upon adoption, the first year of the CIP becomes the City’ s approved Capital Improvement Program Budget, while subsequent years serve as a planning framework to guide future investment decisions and are updated annually.

Timeline
The CIP is prepared annually in coordination with the City’s budget cycle:

Fall/Winter: Department submissions and initial review
Winter/Spring: Staff evaluation, prioritization, and funding analysis Spring: Preparation of Recommended CIP and Commission review Late Spring: Planning Commission finding of General Plan Consistency and City Council review
June: CIP adoption with the annual budget
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FY 26–27 CIP Book Page 7
Project Priorities
The 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:

The prioritization process should be:

Transparent - Provide 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 Prioritization Process
To further strengthen the CIP, the City has enhanced its program development by formalizing the CIP Prioritization Process, which includes a framework supported by objective scoring criteria. This updated approach is designed to ensure that capital investments are evaluated and ranked in a transparent, consistent, and defensible manner across all departments. The framework incorporates weighted prioritization categories as follows:

Health and Safety ( 30%)
Regulatory and Legal Mandates ( 15%)
Asset Condition and Infrastructure Risk (15%)
Climate Resilience and Sustainability ( 5%)
Strategic Alignment ( 10%)
Community Benefit and Equity (5%)
Financial Leverage and Cost Effectiveness ( 15%)
Project Readiness and Deliverability ( 5%)
The highest priority is given to projects that address public health and safety and to protect public and private property.

Staff evaluates and prioritizes new project proposals based on the factors listed above. The highest priority is given to projects that address public health and safety and that protect public and private property. Other factors, including available funding and resources to complete the project, are then considered within the context of other City goals.

A matrix of proposed CIP projects is developed using the criteria and factors listed. After the matrix is developed and adjusted, it is further evaluated within the context of current budget and staffing resources. This matrix is shared with Council and the Community, prior 198
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FY 26–27 CIP Book Page 8
to budget discussions, as a communication tool to facilitate the broader conversation of which projects are appropriate and required for the next fiscal year’ s CIP.

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.

All existing projects are also re-reviewed annually for prioritization.

As a result of this years annual review of existing projects, the City recommended that all existing projects be retained with their current level of funding.

Project Categories
The City of Cupertino’ s CIP organizes projects into defined Project Categories to ensure consistency in planning, prioritization, and reporting. Grouping projects by asset category improves transparency, supports data-driven decision- making, and aligns investments with the City’ s infrastructure systems and community priorities. The Project Categories reflect industry best practices and are consistent with the asset-based categories commonly used in municipal capital programs, including facilities, transportation, utilities, and equipment.

Facilities
Facilities projects include the construction, expansion, renovation, and major maintenance of City-owned buildings and structures. These projects ensure that public facilities remain safe, functional, and responsive to community needs.

Examples include:

Civic buildings (City Hall, Service Center)
Library and community facilities
Major building system replacements ( HVAC, roofing, accessibility upgrades, fire alarms)
Parks and Recreation
Parks and Recreation projects enhance and maintain the City’s parks, open space, and recreational amenities, supporting community health and quality of life.

Examples include:

Park development and renovation
Playgrounds, sports courts, and fields
Pathways, landscaping, and irrigation systems
Park amenity improvements and accessibility upgrades
Transportation
Transportation projects improve the safety, efficiency, and connectivity of the City’s multimodal transportation network.

Examples include:

Bicycle and pedestrian facilities (bike lanes, sidewalks, trails) Traffic signals and intelligent transportation systems
Roadway safety improvements and corridor enhancements
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FY 26–27 CIP Book Page 9
Traffic calming projects
Streets and Infrastructure
Streets and Infrastructure projects focus on maintaining and improving the City’s core infrastructure systems, including roadway surfaces and stormwater conveyance systems.

Examples include:

Bridge and structural improvements
Storm drain systems, culverts, and outfalls
Flood mitigation and drainage system upgrades
Sustainability and Energy
Sustainability and Energy projects support the City’s environmental goals and reduce long-term operational costs through energy efficiency and climate resilience.

Examples include:

Renewable energy systems ( e.g., photovoltaic installations) Electric vehicle charging infrastructure
Energy-efficient facility upgrades ( LED lighting, building systems) Climate adaptation and resilience improvements
GAAP Statement
The City prepares the CIP separately from the annual Operating Budget to provide a more detailed description of the City’s infrastructure needs, capital priorities, funding sources, and planned improvements. This CIP uses accounting methods consistent with Generally Accepted Accounting Principles ( GAAP) in the United States of America, as established by the Governmental Accounting Standards Board (GASB), and follows standards established by the California Society of Municipal Finance Officers ( CSMFO).

Capital Budgeting Process
Key capital revenue estimates are based on historical trends, current year actual revenues, adopted fee schedules, grant award notifications, and discussions with funding agencies.

Estimates for recurring revenues are projected using recent collections and anticipated economic conditions, while grant revenues are included when funding has been awarded or is reasonably expected to be received. Capital projects are budgeted on a project-by-project basis, and appropriations approved by the City Council remain in effect until the project is completed or formally closed.

Funding Sources
Cupertino’ s CIP is funded through a combination of local revenues, restricted special revenues, reserves, developer- related fees, and external grant funds. Funding is matched to the purpose and eligibility of each project so that limited discretionary resources can be focused on the City’s highest organizational priorities. Consistent with the City’s current strategic direction, the CIP emphasizes fiscal resilience, protection of public health and safety, preservation of existing infrastructure, emergency preparedness, mobility and 200
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FY 26–27 CIP Book Page 10
transportation safety, parks and recreation asset stewardship, and sustainability investments that reduce long-term operating costs.The list below describes the primary sources of funding for the CIP. Refer to Appendix B – Fund Types for additional information.

General Fund and Capital Reserve: These are the City’s most flexible local sources and are used primarily for core infrastructure needs, facility rehabilitation, emergency preparedness projects, and other high-priority capital investments where no dedicated outside funding is available. Their use reflects the City’s emphasis on fiscal discipline, asset preservation, and advancing essential civic infrastructure.

Developer Fees and In-Lieu Contributions: Developer- related revenues, including eligible in-lieu or impact fee proceeds, help fund improvements needed to support growth and offset development impacts. These sources are typically directed toward transportation, park, and other infrastructure improvements consistent with the legal restrictions of the fee program and the City’ s goal of aligning growth with infrastructure capacity.

Transportation Special Revenues: Restricted transportation revenues— such as gas tax and road maintenance funds, transportation sales tax allocations, and other formula-based sources— support street rehabilitation, pavement preservation, traffic safety, bicycle and pedestrian improvements, and related mobility projects. These funds help advance the City’s priorities for public safety, system reliability, and multimodal connectivity.

Grant Funding: Federal, State, regional, and county grants are an important source of leverage for eligible projects, particularly for transportation safety, active transportation, sustainability, and resilience improvements. The City actively pursues grant opportunities to stretch local dollars, accelerate priority projects, and improve overall cost effectiveness.

Dedicated and Restricted Funds: Certain projects may also be supported by dedicated revenues or special- purpose funds that can only be used for specific capital purposes. These sources are applied where eligible to ensure compliance with funding restrictions while supporting the City’s broader infrastructure and service objectives.

By using the most appropriate funding source for each project, the City can maintain a balanced and sustainable CIP over multiple years. This funding approach supports Cupertino’ s organizational priorities by directing flexible resources to the most critical needs, maximizing external funding where available, and reinforcing a “ back to basics” capital strategy centered on safety, infrastructure reliability, responsible stewardship of public assets, and long-term financial sustainability.

Technological Innovations
The City of Cupertino utilizes current computer technologies and data-driven tools in the development, analysis, and production of its CIP. These tools enhance coordination across departments and improve data accuracy throughout the capital planning process. 201
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Document Development and Production
The CIP document is developed using standardized templates, spreadsheet- based models and planning tools, and document management tools that support consistency, efficiency, and collaboration. These tools allow for the integration of project data, financial information, and narrative content, ensuring the CIP remains accurate, accessible, and regularly updated.

Geographic Information Systems ( GIS)
GIS data is used to support capital planning and project coordination. GIS mapping enables staff to:

Identify project locations and infrastructure systems
Evaluate spatial relationships and service gaps
Maps included in the CIP are developed using GIS data layers such as streets, facilities, parks, and storm drainage systems, providing a clear and visual representation of the City’ s capital investments.

Budget Development and Financial Tools
The City utilizes its municipal financial system, along with spreadsheet- based models and planning tools, to develop the CIP and Capital Budget. These tools support:

Multi-year revenue and expenditure forecasting
Evaluation of funding sources, including General Fund, grants, and developer fees Analysis of project costs, timing, and cash flow
Assessment of long-term fiscal impacts
The integration of the CIP with the City’ s financial system ensures consistency between the capital program and the annual operating budget, supporting sound financial planning and reporting.

Data-Driven Analysis and Asset Management
Cupertino applies data-driven tools to identify infrastructure needs and inform project prioritization. These include:

Infrastructure condition assessments to identify building repair and replacement needs
Asset tracking and lifecycle analysis to evaluate infrastructure performance over time
These tools support objective, evidence- based decision making and help ensure that capital investments are prioritized based on risk, condition, and service impact. 202
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Debt Issuance
The City currently maintains debt obligations related to Certificates of Participation issued for City Hall, Community Hall, and the Library. The City is expected to complete these debt payments by FY 29–30 and will continue to pay approximately $ 2.7 million annually in principal and interest until that time. These payments are funded through transfers from the General Fund to the Debt Service Funds. While the City maintains these existing debt obligations, no current or new Capital Improvement Program projects included in this document will be debt-funded.
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Capital Improvement Programs Fiscal Year 2026 – 2027
and 5-Year Plan
New Projects, Additional Funding, and Five-Year Plan
FY 26 -27 New Projects and Additional Funding
The Fiscal Year (FY) 26–27 CIP adds five new projects and additional funding for two existing projects as part of the FY 26-27 budget year. Identified through the City’ s annual capital planning and prioritization process, these additions to the program reflect the City’ s continued “ back to basics” approach to infrastructure investment, while continuing to address high-priority infrastructure needs, maintain momentum on active projects, and advance select new investments that align with available funding, project readiness, and City organizational priorities. The sections that follow provide a summary of the recommended scope, funding, and rationale for each project.

TABLE - NEW & ADDITIONALLY FUNDED CIP PROJECTS
Project name Project Description FY 26-27
Funding Funding Funding
BBF Golf Course
Pro Shop
Renovation
functionality and code
compliance.

Improvements residential building, replace with
minimal grading, natural habitat
and modest pathway[ s].

Pickleball Sound
Attenuation
new structurally reinforced
fence.

Courts
Resurfacing
provide safe and consistent
surfaces.
ramp Intersection
improvements
users at this intersection.

Developer In-Lieu fees funded.

Additional Funding for existing
project.

Renovation of 10455 Torre
Avenue site to include the City’s
Emergency Operations Center
EOC), and workplace for use as
interim City Hall.
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Facilities
Condition
Assessment
Implementation
FCA)
Additional Funding for existing
project.

Implement priority
recommendations identified in
the Facility Condition
Assessment reports.
subtotal 7,330,000 6,730,000 600, 000
Table Note: Green eld indicates Parks and Recreation category projects, gold eld indicates Facilities projects, blue eld represents Transportation category projects, orange eld indicates Streets and Infrastructure projects, and magenta eld indicates Sustainability and Energy category projects.

BBF Golf Course Pro Shop Renovation
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. The 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.

Blesch Property Improvements
The Blesch property is an approximately 28,000 square foot parcel, currently developed with a single-family residence. While the structure has been used for auxiliary City purposes since acquisition, it is not suitable for use as a public facility. Significant repairs, accessibility improvements and reconfiguration would be required for any public use. Additionally, the site is located within the Federal Emergency Management Agency (FEMA) Flood Zone AE, with more than half of the property situated within the designated floodway. Being in a FEMA designated floodplain results in constraints which substantially limit the feasibility of maintaining or constructing vertical structures on the site and impose additional regulatory requirements, review timelines, and costs for any building construction. This project proposes to demolish the existing residential building and infill the site with low-level native plantings and modest pathways.

Public Works will analyze the project based on the direction provided by City Council and will return to City Council with a cost estimate for a budget request to begin the project in earnest.

Memorial Park Pickleball Sound Attenuation
Adjacent to the pickleball courts within Memorial Park, neighboring residents have concerns about the degradation of the acoustic environment of their residences. Pickleball is very popular and generates great community. By providing sound attenuation to mitigate the noise, we hope to create a better environment for all. After an initial acoustical analysis, this project will provide sound attenuation measures at the Memorial Park Pickleball courts.

The installation of the sound panels will require a new structurally- reinforced fence. 205
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Sports Center Courts Resurfacing
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. This project will resurface all courts at the Sports Center to maintain a suitable and safe playing environment.

SCB/SR 85 NB ramp Intersection improvements
At the intersection of Stevens Creek Boulevard and SR 85’ s northbound ramp, the existing high-speed on-ramp creates safety risks for bicyclists and pedestrians. The 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.

The project includes design, construction, and project management for improvements at the 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.

City Hall Annex: Additional Funding
The proximity of this property to the Civic Center, and its central location within the City, lends itself to numerous uses, including a satellite and/or interim City Hall facility. Overall, the project scope includes programming, planning and building facility improvements to facilitate short-term and long-term use[ s] of the building. Emergency Operations Center EOC) program and requirements were added to the scope of this project in late 2022.

The $5,000,000 in additional funds will enable the design and construction to proceed in line with the projected costs of the project. Public Works will return to City Council once construction bids are received, to award the project.

Facilities Condition Assessment (FCA) Implementation: Additional Funding The 2017/ 18 FCA report and the 2022 FCA report assessed the condition of nearly every City-owned facility. Several projects were identified as high priority facilities with significant deficiencies that need to be addressed to avoid costly repairs and extended service interruptions. This ongoing initiative to implement projects from the prioritized recommendations of the reports addresses all but one of the the Priority One projects listed.

The remaining project is planned to be part of FY 27-28 CIP proposal. Refer to the “ Program Status Report” section of this document, for additional information on the FY 26-27 projects planned.
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Fiscal Impact
The FY 26-27 CIP’ s new and annually funded projects require an allocation of $6,730,000 from Capital Reserve and General Fund, and $600,000 from Developer In-Lieu fees previously collected. The annual transfer from the General Fund is planned at $2,000,000.

The remaining $4,730,000 can be accommodated by the Capital Reserve.

TABLE – FISCAL IMPACT FY 26-27 CIP FUNDING
Fund/Description Amount
FY 26-27 CIP New & Additionally funded
projects
FY 26-27 Developer In-Lieu funds ($ 600,000)
City Funds required $ 6,730,000
General Fund Annual Transfer to CIP ($ 2,000,000)
Capital Reserve Required $ 4,730,000
Capital Reserve Accounting Amount
Capital Reserve ( 2/21/26) $ 10,243,497
Capital Reserve Required $ 4,730,000
Required Minimum Reserve maintained $ 5,000,000
Five-Year 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.

TABLE - FY 26-27 CIP FIVE-YEAR PLAN
Project FY 26-27
Funding FY 27-28
Projected
Cost
FY 28-29
Projected
Cost
FY 29-30
Projected
Cost
FY 30-31
Projected
Cost
City Hall Annex
Additional Funding)
5,000,000
FCA Implementation
Additional Funding)
Shop Renovation
Blesch Property
Improvements
Pickleball Sound
Attenuation
Resurfacing
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SCB/ SR 85 NB ramp
Intersection
improvements
Annually funded)
Annually funded)
minimal repairs
Structures ( 5)
totals 7,330,000 2,000,000 1,990,150 1,720,000 1,225,000 Improvements*
7,330,000 48,353,570 7,007,614 1,720,000 1,225,000
Table Notes:

1. Green eld indicates Parks and Recreation category projects, gold eld indicates Facilities projects, blue eld represents Transportation category projects, orange eld indicates Streets and Infrastructure projects, and magenta eld indicates Sustainability and Energy category projects.

2. Current annual CIP funding is budgeted at $2 million/ year. Proposed annual CIP funding that exceeds $ 2 million/ year requires additional funds beyond the $2 million annual funding being allocated to the program. Where possible, staff will search for external funding to supplement projects.

3. Project estimates may be refined prior to future requests for funding. Escalation factors are applied to cost estimates in future years.

4. * The Accounting for the five-year plan of the City Hall Improvements project is a separate line item as it will most likely be funded from the Future Use Fund, whereas the remainder of the CIP will most likely be funded from the Capital Reserve and/or the General Fund.

Based on current economic forecasts, the City’ s baseline CIP funding for the foreseeable future is estimated at approximately $ 2,000,000 annually. The five-year CIP has been structured to align with this funding level, with these base funds continuing to support smaller priority projects focused on health and safety and the rehabilitation of existing infrastructure.

However, two significant Council-directed initiatives, the City Hall Annex and the City Hall Improvements project, require funding beyond the base program. Accordingly, the FY 26– 27 budget includes an additional $4,730,000 from the Capital Reserve to support the City Hall Annex project. In addition, a total of $51,371,034 will be proposed in FY 27–28 and FY 28–29 from the Future Use Fund to complete the City Hall Improvements project. 208
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City Hall Improvements project
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:

TABLE - 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
Encumbrances
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 - CITY HALL IMPROVEMENTS FIVE-YEAR PLAN
Project/ Current
Funding Funding FY 27-28
Projected
Cost
FY 28-29
Projected
Cost
FY 29-30
Projected
Cost
FY 30-31
Projected
Cost
City Hall
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.

Summary
In summary, the FY 26-27 CIP includes two major projects previously approved by City Council, along with long-deferred improvements to existing City facilities. The 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.
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Capital Improvement Programs Fiscal Year 2026 – 2027
and 5-Year Plan
Program Status Report
Overview
This section provides a status report on the existing and completed projects, broken into five categories of projects for ease of discussion. Allocation of projects into a category does not have direct financial implications and many projects could be placed into more than one category. However, the classifications are useful for reviewing the distribution of capital funds by asset types. Wherever possible, color coding is used to illustrate the project category, as indicated in the list below.

CATEGORY LEGEND:
1 Facilities: Yellow
2 Parks and Recreation: Green
3 Streets and Infrastructure: Orange
4 Transportation: Blue
5 Sustainability and Energy: Maroon
Within each category’ s section, you will find
A. Funding Summary Table,
B. Status and Prioritization of Existing Projects, and
C. Annual Progress [ projections for five-year period].

Achievements – Completed Projects
In spite of limited resources in the past year, the CIP Division has successfully completed three projects and three additional projects as part of the FCA Implementation 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* Staff anticipates that these projects will underspend their respective budgets by approximately $ 1,000,000. 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.
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TABLE – FY 25-26 COMPLETED CIP PROJECTS
Cat. Project name Project
Description Initiated Funding Funding Funds Budget Funds* P All Inclusive
Play Area &
Adult- Assistive
Bathroom
Facility
Jollyman Park)
Design and
Construct an allinclusive
playground.

Externally Funded,
in part)
SCC AIPG grant
CA P& R grant
PG& E donation
CAP Allocation
City: Adult- assistive
bathroom added
FY22- 23 850, 000
FY23- 24 338, 146
ST City Bridge
Maintenance
Repairs Project
Bridge
Preventive
Maintenance
Program, or
BPMP)
bridges as
recommended in
the Caltrans Bridge
Report along with
additional
improvements to
prolong the useful
life of the bridges.

City Funding
FHWA
CAP Allocation
FHWA
FHWA
FHWA
City Funding
City Funding
LED
Improvements
streetlight
infrastructure to
LED fixtures to
reduce light
pollution and
energy cost.

Partially grant
funded)
FY21- 22 50,000 1,350, 000 403, 087
FY22- 23 1,300, 000
FY23- 24 125, 790
3 subtotal 5,616, 825 4,467, 186 363, 146 8,428, 172 997, 682 Table Note: The funds indicated in the “ Remaining Funds” column are a calculation based on the transactions to date as of February 2026, not including contract encumbrances which may not yet be expensed.
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Current Projects
The Fiscal Year (FY) 25-26 Capital Improvement Program ( CIP) included 24 projects, and three additional projects that were successfully completed. The CIP continues to advance previously approved, strategically- aligned projects and prioritizes safety through the repair and revitalization of existing infrastructure to preserve City facilities. The magnitude of projects also considers the current staffing levels and ensures that future projects are planned in a way that aligns with available resources for effective execution.

TABLE – FY 25-26 CIP PROJECTS LIST
F1 ADA Improvements ( Annually funded)
F2 Facilities Condition Assessment ( FCA) Implementation F3 City Hall Annex
F4 City Hall Improvements
F5Q Library Expansion Project: landscaping & courtyard
P1 Lawrence Mitty Park and Trail Plan
P2 MRP West Parking Lot Improvements ( Habitat monitoring) P3Q Annual Playground Replacement
P4Q Park Amenity Improvements
ST1 Outfalls Repairs
ST2 Vai Avenue Outfall
ST3 Stevens Creek Bridge Repair
ST4 McClellan Road Bridge Reconstruction
ST5 Street Light Installation - Annual Infill (Annually funded) T1 Stevens Creek Blvd CL IV Bikeway - Phase 2 Design & Phase 2A Construction T2 Roadway Safety Improvements ( HSIP)
T3 Tamien Innu - East Segment
T4Q Tamien Innu - Central Segment
T5Q Tamien Innu - West Segment
T6Q Stevens Creek Blvd CL IV Bikeway - Phase 2B Construction T7Q Stevens Creek Blvd CL IV Bikeway - Bandley Dr. Signal T8Q School Walk Audit Implementation
SU1 Electric Vehicle Charging Station ( EVCS) expansion - Service Center SU2 Photovoltaic Systems Design & Installation
Facilities Projects
Funding Summary
There are four funded and active Facilities projects, and one other funded project in the queue. (Yellow highlights new projects/ funding, green highlights funding added during Q2 or Q3 of FY 25-26. Red text indicates grant funding that requires acceptance by Council).

Two projects received additional funding with the FY 26-27 budget and one project received additional funding within the FY 25-26 budget year.
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TABLE 1 –FACILITIES PROJECTS, FUNDING SUMMARY
Project name Project
Description Initiated Funding Funding Funds Budget Funds* F1 ADA
Improvements
Annually
funded)
improve
accessibility at all
public facilities
throughout the City.
annually funded)
CAP Allocation
City Funding
Facilities
Condition
Assessment
Implementation
FCA)
projects identified
in the FCA reports.

CAP Allocation
City funding
CDBG
CDBG ( budget
mod. required)
FY24- 25 49,361
FY25- 26 940, 000
FY26- 27 1,250, 000
F3 City Hall Annex Renovation of
10455 Torre Avenue
site to include the
City’ s Emergency
Operations Center
EOC), and
workplace for use
as interim City Hall.

City Funding
City Funding
Improvements existing City Hall
building with
upgrades to the
infrastructure and
interior workplace
environment.

City Funding
Expansion
Project
landscaping
and other misc.
scope)
Ro Khanna)
planned to
complete the
courtyard and
landscaping scopes
of work initiated
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with the 2022- 23
project.

CPF ( budget mod.
required)
FY24- 25 1,000, 000
5 subtotal 24,906, 892 1,417, 312 0 26,324, 204 9,562, 464 Table Note: The funds indicated in the “ Remaining Funds” column are a calculation based on the transactions to date as of February 2026, not including contract encumbrances not yet expensed.

Also, it does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

Status and Prioritization of Existing Projects
F1. ADA Improvements: Public agencies in California are required to have ongoing programs to remove barriers to facilities, improving accessibility to entrances, bathrooms, parking, etc. This fund is applied to ongoing improvements in playgrounds, parks, and buildings.

Prioritization: Ongoing improvements to City facilities are necessary to ensure compliance with ADA laws. These projects are a priority in terms of Health and Safety, Regulatory/ Legal Mandates, and Asset Conditions.

F2. Facilities Condition Assessment Project (FY 26-27 additional funding): In 2018 the Comprehensive Facility Condition and Use Efficiency Assessment” report was completed.

This report was updated in 2022 by the “ Facility Condition Assessment” ( FCA). The FCA reviewed 48 facilities at 24 locations. The report identified $28.8 million of renewal projects, with $4 million in priority one projects in 2022 costs. The 2022 FCA report explained that conditions in this [priority one] category require immediate action to: a) correct a cited safety hazard, b) stop accelerated deterioration, and/or c) return a facility to operation.

Deficiencies in this category should be addressed in 0-12 Months.” That was almost five years ago.

The highest- priority projects include upgrades to life-safety systems and HVAC improvements. Other safety upgrades listed as Priority 1 are included in the work plan below. With the exception of the Library Fire Alarm System ( FAS) planned for FY27-28, this completes the list of Priority One projects from the FCA Reports. Priority Two and other priorities remain and require further evaluation in context of current facility conditions.

Since the updated report was issued, the completed projects are:

Sports Center Fire Control Center panel replacement
Sports Center Seismic Retrofit
Senior Center Fire Alarm System ( FAS) upgrade (CDBG funding) Quinlan Community Center (QCC) AC Chiller replacements
The following projects have been initiated:

Sports Center Locker and Shower rooms improvements, design phase Sports Center and QCC Flat Roof replacements
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Senior Center Flat Roof Replacement and HVAC upgrades ( CDBG) QCC HVAC controls repairs
These projects will be initiated and/or completed in FY25-26:

Creekside Park Recreation Building FAS
Monta Vista - Pre-School Building FAS
Monta Vista - Gymnastics Building FAS
Service Center Administration Building FAS
Sports Center FAS
These projects will be initiated in FY 26-27:

Sports Center Locker and Shower rooms improvements, Construction Misc. HVAC equipment upgrades at the Traffic Maintenance buildings, Service Center, BBF Pools, and Community Hall
Flat Roof replacements at Monta Vista Pre-School and Gymnastics Buildings This project is planned for FY 27-28 as part of the CIP 5-year plan:

Library FAS
TABLE 3 – FCA PROJECT FISCAL SUMMARY
FY19- 26 FUNDING:

FY19 City funds $ 1,000,000
FY23 CAP funds $ 6,470
FY24 City funds $ 1,000,000
FY24 CDBG grant (Senior Center) $ 367,951
FY25 CDBG grant (Senior Center) $ 55,469
FY26 City Funds $ 940,000
subtotal ( a)$ 3,369, 890
Completed Projects:
subtotal (b)$ 1,163,442
Current Projects:
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subtotal ( c)$ 2,053, 861
FY 26-27 FCA Projects:

Misc. HVAC upgrades: Traffic Maint. Bldgs.,
Service Center, BBF Pools, and Community Hall $
100,000
subtotal ( c) $ 1,250, 000
FY27-28 FCA Projects:
1,300,000
Prioritization: The FCA projects are critical health and safety improvements to existing facilities. Most of the improvements will decrease the City’ s energy usage and thus reduce utility costs. These projects are a priority in terms of Health and Safety, Sustainability, and Asset Conditions.

F3. City Hall Annex (FY 26-27 additional funding): The City Hall Annex property was purchased in 2021, and the renovation project for the facility was funded at $3M in FY21-22.

The proximity of this property to the Civic Center, and its central location within the City, lends itself to numerous uses, including the permanent home of the Emergency Operations Center (EOC) and interim or long-term uses as a satellite City Hall facility. The program centers on providing a permanent EOC, the public-facing Permit Center, and community meeting rooms.

The permit and construction documents are in development, the bid process will occur in Summer/ Fall 2026, with construction scheduled to begin soon after.

Prioritization: Renovation of 10455 Torre will provide (a) a permanent location for the City’s Emergency Operations Center and (b) interim workplace and community meeting rooms for City Hall functions while City Hall is being renovated. These serve the community Health and Safety, and provide Community Benefit.

F4. City Hall (FY 25-26 additional funding): In December 2025, City Council approved the scope and increased funding for the City Hall Improvements project. It was decided that the scope of work will include:
a. Risk Category IV Renovation of Structural System
b. Maintain Current Footprint: Reconfigure Interior, no vertical or horizontal expansion
c. No Parking Expansion
d. Upgrades to Infrastructure and Accessibility
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The budget has been revised to include an additional $2,500,000. The renovation and related expenses are now estimated at $54.5 million over a five-year period. The currently allocated 3 million will support contracts with a Bridging Architect and a Construction/ Design Management firm to advance schematic design and further evaluate cost and scope options.

Staff anticipates the procurement of a Design-Build entity in the latter part of 2027.

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

Prioritization: Renovation of the City Hall building will address Health and Safety and Asset Condition criterion by significantly upgrading the seismic capacity of the structure, provides Community Benefit by improvements to services and meeting facilities, and addresses Sustainability goals by the substantial improvements to energy-efficient appliances.

F5Q. Cupertino Library Expansion ( queued): The Library Expansion project was completed in 2022 except for improvements to the interior courtyard and exterior landscaping. A Community Program Funding (CPF) grant was successfully applied for through Representative Ro Khanna’ s office. In FY24-25, the agreement was finalized and work can be re-initiated when staffing resources and coordination with SCC Library District are in place.

Prioritization: The Library Expansion project is a great community benefit, and the improvements to the landscaping, courtyard, and other systems will further those goals.

Annual Progress
FY 26-27: A few existing CIP projects are nearing completion, including the Stevens Creek Blvd Class IV Bike Lanes, Phase 2A, the Photovoltaic Systems Installation, and the Electric Vehicle Charging Station (EVCS) expansion - Service Center, which will allow staff to focus on other existing project initiatives, as well as to redouble efforts on the City Hall Annex and City Hall Improvement projects. FY 26-27 will result in renewed focus on these two projects, as well as the Tamien Innu and Lawrence- Mitty Park and Trail Projects.

FY 27-28: CIP will request additional funding to replace the FAS in the Cupertino Library building. In this fiscal year we may be able to coordinate these projects with infrastructure improvements at the Library to electrify the appliances, improve energy efficiency, and increase the resiliency of the facility to better serve the community as a cooling/ heating center. Public Works (PW) staff is currently working with Santa Clara County Library District (SCCLD) and the Santa Clara County (SCC) to develop a program and technical requirements for this initiative.

FY 27-28 and onwards: addressing the highest priority projects in the FCA will be ongoing for both CIP and the Operations staff. More roof repairs are needed and FAS, HVAC systems, and other critical systems need improvements. The FCA project may help to 217
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address additional improvements to the various Recreation facilities (Sports Center, McClellan Ranch Preserve, Blackberry Farm, Senior Center, Quinlan Community Center) that could improve accessibility and infrastructure, advancing safety, functionality, and revenue- generating capacity of these facilities.

The CIP welcomes the opportunity to take on projects to renovate or replace City Hall and the City Hall Annex. These are significant investments, both financially and on staffing resources, that must be considered in conjunction with the overall City annual budget and financing options. If these projects do have the support of Council and the community, CIP will require an additional senior-level full-time employee ( FTE) to manage those projects.

Parks and Recreation Projects
Funding Summary
There are two funded and active Parks projects, three new projects for FY 26-27, one new project for FY 26-27 with funding to be determined, and two other funded projects that are in the queue. (Yellow highlights new projects/ funding).

TABLE – PARKS AND RECREATION PROJECTS, FUNDING SUMMARY
Project name Project
Description Initiated Funding Funding Funds Budget Funds* P1 Lawrence- Mitty
Park and Trail
Plan
Annexing Costs
were $ 2,330, 085
construct a new
park and trail
extension. Located
on 7.8 acres
adjacent to
Saratoga Creek,
near the
intersection of
Lawrence
Expressway and
Mitty Way.

CAP Allocation
Berm Clean- up
Parking Lot
Improvements
Habitat
monitoring
continues to
2028)
construct a new
green” meadowstyle parking lot
that is compatible
with the creek
environment at
McClellan Ranch
West, which was
designed to have
minimal impact to
the site. * Only
habitat monitoring
is active.
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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
P3Q Annual
Playground
Replacement
older playground
equipment that is
dated and worn.
5yrs funding x
300K)
to FY24-
25 Improvements park amenities
such as benches,
hydration stations,
outdoor table
tennis, cornhole,
shade structures,
pickleball striping,
etc. (3yrs funding x
200K)
to FY22-
23 4 subtotal 12,447, 391 0 0 12,447, 391 7,533, 014
Pro Shop
Renovation
to improve
functionality and
code compliance.

Residence
Improvements
existing residential
building, replace
with minimal
grading, natural
habitat and modest
pathway[ s].

Pickleball Sound
Attenuation
attenuation and a
new structurally
reinforced fence.

Courts
Resurfacing
courts to provide
safe and consistent
surfaces.
8 total 12,927, 391 0 0 12,927, 391 7,533, 014
Table Note: The funds indicated in the “ Remaining Funds” column are a calculation based on the transactions to date as of February 2026, not including contract encumbrances not yet expensed.

Also, it does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

Status and Prioritization of Existing Parks and Recreation Projects 219
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P1. Lawrence- Mitty Park and Trail Plan: In July 2024, City Council approved the Conceptual Design of the project and adopted the Initial Study/ Mitigated Negative Declaration ( IS/MND). Construction/ Permitting documents ( PS& E, or “Plans, Specifications and Estimates”) were developed to 60% completion for use in the Regulatory/ Environmental Permitting phase. The project team is working to secure the requirements for the habitat from Department of Environmental Health and Army Corp of Engineers. The milestone schedule is indicated below.

Regulatory Permitting December 2025 to June 2026
Construction Documents ( 95% PS& E) July 2026 to August 2026 Bid and Permitting (including 100% PS& E) September 2026 to November 2026 Construction December 2026 to November 2027
Prioritization: The design and engineering team is under contract (i.e., encumbered) through the completion of construction, and substantial investment has already been made to address the site’s regulatory and environmental requirements through the CEQA process. Project funding is secured through a developer agreement, which would need to be revisited if defunding is considered. This project is a high priority in Climate Resilience and Sustainability, Strategic Alignment [ with the General Plan and Parks and Recreation System Master Plan], and Community Benefit and Equity.

P2. MRP West Parking Lot Improvements ( Habitat monitoring continues to 2027): The habitat monitoring at the McClellan Ranch Preserve west parking lot is a requirement of the project’ s California Department of Fish and Wildlife permit. The parking area project was completed in 2019. The habitat monitoring will continue until 2027. This year’ s report noted that all criteria are met or exceeded: “ Native vegetation appears to be establishing well and is particularly successful in the center of the mitigation area. … Other plants that are showing vigorous growth throughout the mitigation area … The irrigation system appears to have served its purpose, allowing plants to naturalize and expand. …WRA recommends that the City continue its weed treatment plan in the areas outside of the cages to maintain a low cover by undesirable weeds.”
Prioritization: This project is a high priority in Regulatory/ Legal Mandates, Climate Resilience and Sustainability, and Community Benefit and Equity.

P3Q. Annual Playground Replacement: Staffing capacity has resulted in temporary delays to these replacement projects. It is anticipated that the next phase of replacements will begin during FY 26-27. Varian Park, Little Rancho Park and Canyon Oak Park are targets for improvements.

Prioritization: The Playground Replacement project could be defunded since we are not in-contract presently, but the need to replace our aging playgrounds persists as an ongoing safety concern. If not replaced, many playgrounds will need to be closed, at least in part. These projects are a priority in terms of Health and Safety, Regulatory/ Legal Mandates, and Asset Condition and Infrastructure Risk. 220
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P4Q. Park Amenity Improvements: The Park Amenity Improvements project continues to supply new benches, picnic tables, and other vital features to parks as required.

Prioritization: The Park Amenity Improvements project could be defunded but has been a valuable resource to address needed improvements and community requests/ concerns in our parks. These projects are a priority in terms of Health and Safety, Regulatory/ Legal Mandates, and Asset Condition and Infrastructure Risk.

Upcoming Initiatives
FY 26-27: Lawrence- Mitty Park and Trail project and MRP West Parking Habitat monitoring continues. The four new projects would be initiated. Work on the design, procurement, and installation of new equipment at playgrounds could resume in the Summer of 2027.

FY 27-28: Lawrence- Mitty Park and Trail project and MRP West Parking Habitat monitoring projects will be completed in this fiscal year. Work on the Playgrounds replacements can continue. Improvements at the Blesch Property can be initiated.

FY 28-29: Initiating the improvements to the irrigation system at the Blackberry Farm golf course is also a priority to improve efficient use of our water resources.

FY 29-30 and FY 30-31: Blackberry Farm golf course irrigation system improvements will continue into this fiscal year. Providing Shade Structures at various park locations was a Council- stated priority in years past, and improving shade opportunities is a priority of the Parks and Recreation System Master Plan. Staff will continue to pursue grant funding for these amenities.

Streets and Infrastructure Projects
Funding Summary
There are five funded and active CIP projects that are considered Streets and Infrastructure projects.

TABLE - STREETS AND INFRASTRUCTURE PROJECTS, FUNDING SUMMARY Project name Project
Description Initiated Funding Funding Funds Budget Funds* ST1 Outfalls Repairs Following the
recommendations
of the 2024 Outfalls
Report
City Funding
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ST2 Vai Avenue
Outfall and replace
existing failing 36”
corrugated metal
pipe (CMP) storm
drain line with new
reinforced concrete
pipe (RCP) or highdensity
polyethylene
HDPE) pipe.

Bridge Repair Bridge over Stevens
Creek. Prepare
feasibility study and
PS& E to determine
and implement
appropriate scour
countermeasures.

Externally Funded,
in part)
FHWA highway
Bridge Program
grant
FY23- 24 688, 000
ST4 McClellan Road
Bridge
Replacement
replacement of the
bridge on
McClellan Road
near the entrance
to McClellan Ranch
Preserve.

Externally Funded -

CA DOT)
CPF ( Budget Mod.

Required)
FY24- 25 850, 000
ST5 Street Light
Installation -
Annual Infill
as requested by
residents. ( Annually
funded)
CAP Allocation
5 subtotal 2,992, 536 6,538, 000 0 8,580, 536 8,145, 668 Table Note: The funds indicated in the “ Remaining Funds” column are a calculation based on the transactions to date as of February 2026, not including contract encumbrances not yet expensed.

Also, it does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

Status and Prioritization of Existing Streets and Infrastructure Projects ST1. Outfalls Repairs: The purpose of the 2024 Storm Drain Outfall Condition Assessment report was to inventory the storm drain assets and to determine necessary improvements and maintenance activities for the outfall pipes and structures. The City maintains 175 222
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outfall pipe segments, totaling approximately 17,051 feet, within the storm drain network.

The outfall pipes discharge urban rainfall runoff from the City’ s storm drain system into various creeks/ channels managed by the Santa Clara Valley Water District (Valley Water).

The report documented observations of the condition of outfall pipes, along with their corresponding outfall structure, and nearest upstream structure. The primary assessment method for the pipeline segments and outfall structures consisted of closed circuit television CCTV), visual examinations and documentation through photographs.

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

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

This will be an ongoing project to improve the conditions of the infrastructure.

Prioritization: The Community’ s health and safety depends on a functional stormwater system.

ST2. Vai Avenue Outfall: Vai Avenue Outfall repair was completed, however replacement of the Outfall remains a priority. Staff is coordinating with Valley Water on permanent repairs as part of their CIP project to stabilize Regnart Creek in this reach. This will create efficiencies in permitting and ensure a repair that is compatible with Valley Water’ s efforts Prioritization: The Community’ s health and safety depends on a functional stormwater system.

ST3. Stevens Creek Bridge Repair: Investigative work for this project has been completed, and staff are actively coordinating with the City’s engineering team and Caltrans to determine the most feasible implementation option. The bridge has been identified as scour critical” in its biennial bridge inspection report, underscoring the need for timely improvements. Notably, the project is largely supported by external funding, with approximately 80% of costs anticipated to be covered through Caltrans funding programs.

ST4. McClellan Road Bridge Reconstruction: The City has executed a contract with a structural engineering firm to assess the current conditions, provide design alternatives, and develop the necessary design, documentation and cost estimates. Once this documentation 223
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is completed, the project will have an increased likelihood of securing additional grant funding to complete construction the project.

Cupertino. The City has secured $5,850,000 in external funding for the project, with an additional $3,000,000 estimated to complete improvements. Staff will continue to pursue additional external funding opportunities to fully fund the project.

ST5. Street Light Installation - Annual Infill:

There are locations within the city where residents have requested additional streetlighting to improve visibility. These requests are evaluated by staff for consistency with the City’s established spacing policy, and, where appropriate, are incorporated into future installation plans. Current efforts are focused on advancing new streetlight installations in the East Estates Drive, West Estates Drive, and Lindenbrook Lane neighborhood.

Annual Progress
FY 26-27: The City expects to have studied options to determine the scope of work for the repairs of Stevens Creek Bridge, by the end of 2025. The engineering team for the McClellan Road Bridge project is identified and contractually engaged. Engineering work and funding resourcing will continue for the Stevens Creek and McClellan Road bridge projects.

FY 27-28: Work on the first three outfall projects should be complete in this fiscal year, and the City expects to propose additional outfall projects to address priority projects from the outfall assessment report.

FY 28-29:

Ongoing efforts on the bridge projects is anticipated. Additional priority outfall repairs are planned for initiation, focusing on locations identified through recent assessments as having the greatest need for rehabilitation to ensure continued system reliability and proper stormwater conveyance.

FY 29-30 and FY 30-31: Engineering and environmental analysis will continue for both bridge projects. Additional outfall repair projects are anticipated. 224
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Transportation Projects
Funding Summary
There are three funded and active Transportation projects, one new project for FY 26-27, and five other funded projects that are in the queue. (Yellow highlights new projects/ funding).

TABLE - TRANSPORTATION PROJECTS, FUNDING SUMMARY
Project name Project
Description Initiated Funding Funding Funds Budget Funds* T1 Stevens Creek
Blvd CL IV
Bikeway Phase
2A
Construction of the
separated bikeway
along Stevens
Creek Blvd from
Wolfe Road to
DeAnza Blvd.

Externally Funded,
in part)
Construction, City
Funding
FY21- 22 2,000, 000
FY22- 23 35,782
FY24- 25
FY24- 25
T2 Roadway Safety
Improvements -
HSIP
pavement
treatment and
speed feedback
signage added to
seventeen
locations.

Externally Funded,
in part)
HSIP Grant
East Segment construct an offstreet bicycle and
pedestrian facility
parallel to the I-280
HWY, from Wolfe
Rd. to Vallco
Parkway ( Externally
Funded & Apple)
VTA Measure B
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T4Q Tamien Innu -
Central Segment construct an offstreet bicycle and
pedestrian facility
parallel to the I-280
HWY, from De Anza
Blvd. to Wolfe Road
Externally Funded -
Apple)
Segment
VTA Measure B,
Design
FY20- 21 460, 000
Construction
FY20- 21 3,725, 000
T5Q Tamien Innu -
West Segment construct an offstreet bicycle and
pedestrian facility
parallel to the I-280
HWY, from the Don
Burnett Bicycle –
Pedestrian Bridge
to De Anza Blvd.

Externally Funded -
Apple)
Blvd CL IV
Bikeway Phase
2B Construction
separated bikeway
along Stevens
Creek Blvd from De
Anza Blvd to US-85.

This includes signal
upgrades at
Bandley Drive.

Intersection Bandley Drive.

Scope of work will
be included in SCB
Phase 2B for
efficiency.

Externally Funded,
in part)
In-Lieu funds
City funding
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T8Q School Walk
Audit
Implementation
infrastructurerelated
improvements
around schools that
were identified as
part of the
comprehensive
School Walk Audit
study. ( Externally
Funded - Apple)
Apple Funding
CAP Allocation
8 subtotal 3,117, 048 10,826, 620 3,047, 521 15,491, 189 13,986, 831 ramp
Intersection
improvements
conditions for all
users at this
intersection.

Developer In-Lieu
fees funded.

Dev In-Lieu fees
9 total 3,117, 048 10,826, 620 3,647, 521 16,091, 189 14,586, 831 Table Note: The funds indicated in the “ Remaining Funds” column are a calculation based on the transactions to date as of February 2026, not including contract encumbrances not yet expensed.

Also, it does not fully account for the amount of grant funds that are expensed/received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

Status and Prioritization of Existing Projects
T1. The Stevens Creek Boulevard Class IV Bikeway, Phase 2A project is under construction.

Prioritization: Stevens Creek Boulevard Class IV Bikeways is the top priority from the Bicycle Transportation plan, and a Tier One priority of the Pedestrian Transportation Plan – improving vehicular, bicyclist and pedestrian safety along one of Cupertino’ s busiest arteries was considered a highly important project. Construction of Phase 2A (Wolfe Road to De Anza Boulevard) is underway.

T2. Roadway Safety Improvements project (HSIP) documents are ready for the City to advertise the project for bid and construction. Once awarded, the construction time is anticipated to be complete before the end of the calendar year.

Prioritization: The Roadway Safety Improvements project is grant funded with local matching funds. Roadway improvements provide health and safety benefits as well as economic benefit to the community.

T3, T4Q and T5Q. Tamien Innu East, Central and West Trail Segments: For the East trail segment, design phase is conceptually approved by the adjacent property owner and Valley Water. The project team is developing the engineer’ s bidding and construction drawings 227
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and specifications. The Central and West segments of the trail will re-enter design phase once the East segment is substantially complete.

Prioritization: The Tamien Innu project, specifically the East segment, has been delayed due to efforts to address physical constraints and Valley Water requirements during the design phase. The design is now progressing. It is funded entirely by developer and donation funds and grants.

T6Q and T7Q. The Stevens Creek Boulevard Class IV Bikeway, Phase 2B project and Bandly Drive Signal Improvements is 95% complete in the design phase. The City will search for external funding options prior to commencing with bidding and construction.

Prioritization: Phase 2B (De Anza Boulevard to Mary Avenue) is 95% designed and ready to bid, but the funding for construction, external funding and/or internal funding, will require reconsideration by City Council. Bandley Intersection improvements, a portion of Phase 2B are partially funded by Developer In-Lieu fees from FY18-19.

T8Q. School Walk Audit Implementation’ s Tier 3 projects at Hyannisport Drive and Tantau/ Barnhart are initiated. Implementation will be a priority after the school year.

Prioritization: Cupertino Safe Routes to School ( SR2S) worked with each public school in Cupertino to develop a list of infrastructure improvements called the Walk Audit Report. The projects resulting from the Audit report will make walking and biking safer, and drop-off and pick-up smoother.

Annual Progress
FY 26-27: Stevens Creek Boulevard ( SCB) Phase 2A will be completed before the end of calendar year 2026. Phase 2B, including work at Bandley Intersection, is not currently scheduled for the 5-year CIP.

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

Tamien Innu, East segment design, will be finalized by summer 2026, and bidding and construction can begin soon after. Once construction is initiated on the East segment, design on the Central segment can resume.

FY 27-28: Work on SCB Phase 2B may restart if external funding can be acquired. The remaining School Walk Audit Implementation projects are planned to be completed.

Tamien Innu Central Segment is anticipated to be in the design phase. The City expects the Active Transportation Plan to be completed, adopted, and will inform future CIP planning efforts.

FY 28-29, FY 29-30 and FY 30-31: Potential transportation projects are anticipated based on information from the approved ATP.
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Sustainability and Energy Projects
Funding Summary
There are two currently funded and active Sustainability projects. One project was awarded grant funds during the FY 25-26 budget cycle, indicated with a green highlight.

TABLE–SUSTAINABILITY AND ENERGY PROJECTS, FUNDING SUMMARY Project name Project
Description Initiated Funding Funding Funds Budget Funds* SU1 EVCS expansion -
Service Center electric vehicle
charging station
EVCS)
infrastructure for
the electrification
of the City’ s fleet.

SVCE grant funding
Systems Design
Installation
design- build PV
systems at three
locations: Quinlan
Community Center,
Cupertino Sports
Center, and
Community Hall.
2 subtotal 6,860, 000 225, 230 0 7,085, 230 6,289, 543
Table Note: The funds indicated in the “ Remaining Funds” column are a calculation based on the transactions to date as of February 2026, not including contract encumbrances not yet expensed.

Also, it does not fully account for the amount of grant funds that are expensed/ received to date. If the project were to be defunded, for example, a more thorough accounting of the funds remaining on the project would be required.

Status and Prioritization of New and Existing Sustainability Projects SU1. EVCS expansion - Service Center project is under construction.

Prioritization: The EVCS expansion at Service Center project is necessary for the ongoing electrification of the City’s fleet. This project is currently funded and supported through SVCE.

SU2. Photovoltaics Systems Design & Installation project is under construction. The installations at Sports Center and Community Hall are complete. Construction at the Quinlan Community Center Alves parking is scheduled for October 2026 completion.

Prioritization: The project is under construction and will reduce the City’s utility costs once initiated.

Projected Progress of the Projects
In the next five years, the broad sustainability goals for City facilities focus on:
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1) Reducing overall energy use through efficiency improvements to equipment controls and building envelopes.
2) Moving away from using natural gas to power heating and cooling equipment and look for opportunities to electrify equipment wherever possible, especially where PV systems exist.
3) Improve the HVAC and power capabilities of the Library and Quinlan Community Center to serve as Resiliency Centers, enabling reliable shelter in the event of extreme heat, cold, or poor air quality.
4) Meet the water conservation requirements of AB 1572 for non-functional turf.

Projects required to achieve these goals can be categorized into (a) large facility-wide projects or (b) smaller equipment- specific projects, and would be further subdivided into either CIP projects that require engineering support, or those Special Projects/ Maintenance efforts implemented by the Facilities division of Public Works. The larger facility-wide projects have been captured above in the “ Unfunded Sustainability Projects” table, but smaller equipment- specific projects may occur when replacement becomes a necessity or as funding opportunities arise.

Working in partnership with BayREN, the Sustainability group identified several rebate opportunities that may fund water heater or other smaller equipment replacements.

BayREN also identified equipment run-time trimming recommendations that may have short-term energy and cost savings. Additionally, the City is part of a regional coalition of several jurisdictions seeking to work together to pursue grant funding for Resiliency Center upgrades across the county.

Given the various approaches described above and uncertain funding, Sustainability staff will continue to work with CIP and Facilities staff to coordinate on potential projects, pursue.

Summary - CIP Funding for FY 26-27
TABLE – CIP FUNDING BY PROJECT
Project City
Funding Funding Funds Budget
F1 ADA Improvements ( Annually
funded)
FCA) Implementation
Includes FY 26-27 funding
Includes FY 26-27 funding
landscaping & courtyard
Plan
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P2 MRP West Parking Lot
Improvements ( Habitat
monitoring)
Reconstruction
Infill (Annually funded)
Phase 2 Design & Phase 2A
Construction
HSIP)
Phase 2B Construction
Bandley Dr. Signal
Implementation
EVCS) expansion - Service
Center
Installation
Subtotal 49,373, 867 19,007, 162 3,047,521 69,928,550
Renovation
Attenuation
improvements
FY 26-27 Total 49,853,867 19,007,162 3,647,521 71,008,550 231
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TABLE – FUNDING DISTRIBUTION BY FUND TYPE
For Existing and New Projects Only
Funds FY 26-27 FY 25-26 FY 24-25 FY 23-24 FY 22-23 Subtotal:

FY22 to 16
Capital Improvement
Fund ( General Fund) –
420
General Fund) – 429
Park Capital Projects –
427
Special Revenue Funds
Improvement Fund -
210
280
270
Fee – 271
Development - 260
Enterprise Funds
Course Fund - 560
570
Fund - 580
Funds FY 26-27 FY 25-26 FY 24-25 FY 23-24 FY 22-23 Subtotal:

FY22 to 16
CAP Allocation 65,922 0 65,922
SVCE grant ( Service Ctr
EVCS)
Innu & School Walk)
Bandley + LMPT)
Central)
Construction, Central &
East)
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OBAG ( SCB Ph 2A) 807, 000 0 807, 000
SB1 (SCB Ph 2A) 693, 000 0 693, 000
CA DOT grant
SCBridge)
Library)
totals 7,330, 000 4,725, 230 14,711, 161 8,537, 951 718, 347 36,490, 845 72,513, 534 Completed Projects
Fund ( General Fund) –
420 (LED, JAIPG)
270 (BPMP)
Completed projects

JAIPG & BPMP)
Specified grant ( JAIPG)
totals 0 0 2,112, 416 433, 373 2,877, 016 5,024, 352 10,447, 157 233
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FY 2026 – 2027 CIP Book Page 43
Capital Improvement Programs Fiscal Year 2026 – 2027
and 5-Year Plan
CIP Project Narratives
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT

TABLE OF CONTENTS
A. New
B. Current
Facilities
Parks
Streets
Transportation
Sustainability
C. Completed
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FY25- 26 CIP proposal and 5-year Plan Council Meeting 4/02/ 2025 Page 30 of 34 INSERT SECTION PAGE (GRAPHICS!)
A. PROJECTSCity NEW
of Cupertino
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Blackberry Farm Pro Shop Renovation page 1
120, 000
120, 000
120,000
0 Feb 2026) N.A.

Capital Reserve/ GF
N.A.

Parks & Recreation
Design & Construction
Parks & Recreation
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
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Blackberry Farm Pro Shop Renovation page 2
Operating Budget Impacts Annual Estimated Impact: $0
Negligible anticipated impact to operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Blesch Property Improvements page 1
TBD
TBD
TBD
TBD
Feb 2026) N.A.

Capital Reserve/ GF
General Plan
Parks & Recreation
Design & Construction
Public Works, Council
FY 26-27 (pending)
Project Description
Demolition of the existing residential building to be replaced with minimal grading, natural habitat and modest pathway[ s]. The initial phase will develop preliminary cost estimates for demolition of the existing structure, conceptual planning, design and engineering of the site, and construction of the improvements.

Project Justification
Prioritization
The PRSMP notes this site is a “ pollinator garden” opportunity. 238
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Blesch Property Improvements page 2
Operating Budget Impacts Annual Estimated Impact: $39,000 When this park is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Grounds Division. Ongoing needs are estimated at 0.2 FTE for Grounds ($ 34,000), along with increased expenditures for maintenance supplies estimated at $5,000 annually. An initial establishment period of 5 years may see increased staff time and expenditures.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Memorial Park Pickleball Sound Attenuation page 1
150, 000
150, 000
150,000
0 Feb 2026) N.A.

Capital Reserve/ GF
N.A.

Parks & Recreation
Design & Construction
Public Works
FY 26- 27 ( pending)
Project Description
Project Justification
Prioritization
240
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Memorial Park Pickleball Sound Attenuation page 2
Operating Budget Impacts Annual Estimated Impact: $3,000 Replacement costs of approximately $ 45,000 every 15 years.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
241
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Sports Center Courts Resurfacing page 1
210, 000
210, 000
210,000
0 Feb 2026) N.A.

Capital Reserve/ GF
N.A.

Parks & Recreation
Design & Construction
Parks & Recreation
FY 26- 27 ( pending)
Project Description
Project Justification
Prioritization
242
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Sports Center Courts Resurfacing page 2
Operating Budget Impacts Annual Estimated Impact: $0
No anticipated impact to operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
243
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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
0 600, 000
0 600,000
Feb 2026) N.A.

Westport cond. of dev.,
Dev. In-Lieu
BTP
Transportation
Design & Construction
Public Works
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
Prioritization
s Developer In-Lieu fees.
244
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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 Annual Estimated Impact: $0
Negligible anticipated impact to operating budget.

Funding Information
s Developer In-Lieu fees.

External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
June 2028
Project Location
Project Contact
245
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FY25- 26 CIP proposal and 5-year Plan Council Meeting 4/02/ 2025 Page 30 of 34 INSERT SECTION PAGE (GRAPHICS!)
B. CURRENT PROJECTSCity of Cupertino
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT
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FY25- 26 CIP proposal and 5-year Plan Council Meeting 4/02/ 2025 Page 2 of 34 INSERT SECTION PAGE (GRAPHICS!)
FACILITIES PROJECTSCity of Cupertino
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
ADA Improvements page 1
Annually Funded
Total Funding $ 979, 984
100K annually)
City Funding $ 979,984
External Funding $ 0
Remaining Funds ( Feb 2026) $ 301, 993
Funding Source Capital Reserve
Approved [ Master] Plan ADA Transition Plan
Project Category Facilities
Project Type Design & Construction
Origin of Request Public Works
Budget Unit 420-99-007, PVAR 002
FY Initiated FY 15- 16
Project Description
This is an ongoing initiative funded annually to improve accessibility at all public facilities throughout the City.

Project Justification
An update of the City’ s ADA Transition Plan was completed in April 2015. The plan identifies improvements needed and priorities to achieve compliance with ADA in public buildings, parks, and the public right of way.

Prioritization
248
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
ADA Improvements page 2
Operating Budget Impacts Annual Estimated Impact: $0
No anticipated impact to operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
249
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Facilities Condition Assessment ( FCA) Implementation page 1 Ongoing initiative to address Facilities Deficiencies
1,250,000
4,564, 421

2.946,470
1,250,000
417, 312
Feb 2026) $ 2,383,423
Capital Reserve/ GF
General Plan
Facilities
Design & Construction
Public Works
FY 18-19
Project Description
Ongoing initiative to implement projects from the prioritized recommendations of the 2017/ 18 “ Comprehensive Facility Condition and Use Assessment” and the “ 2022 Facility Condition Assessment” ( FCA) reports.

Project Justification
Prioritization
250
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Facilities Condition Assessment ( FCA) Implementation page 2 Operating Budget Impacts Annual Estimated Impact: $0
Replacement of aging equipment with energy- efficient systems, and targeted building upgrades is expected to reduce both maintenance and energy costs. These improvements are not anticipated to require additional staffing or ongoing material costs once implemented.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
251
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
City Hall Annex page 1
10455 Torre Avenue Improvements
5,000,000
8,025, 000
3,025,000
5,000, 000
0 Feb 2026) $ 2,566,456
Capital Reserve/ GF
General Plan
Facilities
Design & Construction
Public Works
FY 21-22
Project Description
Project Justification
Prioritization
70’ s and
has some hazmat remediation is required.

Council’ s CWP made this a priority project.
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
City Hall Annex page 2
Operating Budget Impacts Annual Estimated Impact: $128,000 When this facility is completed and maintenance added to operations, operating costs will increase for the Facilities and Grounds Divisions. Ongoing needs are estimated at 0.20 FTE for Grounds and 0.20 FTE for Facilities ($ 68,000), along with increased expenditures for maintenance supplies and janitorial services estimated at $60,000 annually.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Sept 2026
Nov 2026
July
2027
Project Location
Project Contact
253
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
City Hall Improvements page 1
3,000, 000
3,000, 000
0 Feb 2026) $ 2,918,681
Capital Reserve, GF

CCMP, GP
Facilities
Design & Construction
FY 21- 22
Project Description
Program, plan and build facility improvements at the existing City Hall building site. The scope of work will include programming, planning, design, and construction. The Emergency Operations Center ( EOC) moves to another facility, but this facility is planned as a “ Risk Category IV” Essential Services facility as part of the structural system upgrades .

Project Justification
Prioritization
One of the main tenants of the General Plan is to ‘ensure fiscal self-reliance’ to protect the City's ability to deliver essential, highquality municipal services and facilities to the community. 254
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
City Hall Improvements page 2
Operating Budget Impacts Annual Estimated Impact: $0
Replacement of aging equipment with energy- efficient systems, and targeted building upgrades is expected to reduce both maintenance and energy costs. These improvements are not anticipated to require additional staffing or ongoing material costs once implemented.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
255
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Library Expansion page 1
9,705, 438
8,705, 438
1,000,000
Feb 2026) $ 1,391,912
Capital Reserve/ GF
N.A.

Facilities
Design and Construction
FY 19- 20
Project Description
Update existing landscape areas adjacent to the Cupertino Library incorporating appropriate drought resistant plantings, pedestrian amenities including seating and shade structures, and other features to encourage community activation of the Civic Center. Grant funding awarded in 2024 can be applied to installation of a photovoltaic system, battery back- up, extension of an electrical service to Library Field, completing construction of exterior improvements such as the landscaping scope of work, parking and pedestrian improvements, improvements to the drainage and irrigation systems and water conservation efforts.

Project Justification
Prioritization
256
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Library Expansion page 2
Operating Budget Impacts Annual Estimated Impact: $16,000 When these improvements are completed and new maintenance activities are added to operations, operating costs will increase for the Grounds Division. Ongoing needs are estimated at 0.1 FTE for Grounds ($ 17,000). However, a small decrease in expenditures is anticipated due to improved irrigation of the area.

Funding Information
except the courtyard renovations and exterior landscaping, in 2022. The federal grant facilitated by Ro Khanna’ s office was awarded in 2024. The grant must be used for work that has not yet been completed.

External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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FY25- 26 CIP proposal and 5-year Plan Council Meeting 4/02/ 2025 Page 10 of 34 INSERT SECTION PAGE (GRAPHICS!)
PARKS AND RECREATION PROJECTSCity of Cupertino
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT
258
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Lawrence Mitty Park and Trail Plan page 1
9,181, 084
9,181, 084
0 Feb 2026) $ 5,756,750
Dev In-Lieu, Gen. Fund
PRSMP
Parks & Recreation
Design & Construction
FY 18- 19
Project Description
Design and Construct ( with programming, public outreach and environmental studies) a neighborhood park located on several acres of land adjacent to Saratoga Creek, near the intersection of Lawrence Expressway and Mitty Way.

Project Justification
served for neighborhood parks to meet the level of service goal of the City’ s General Plan. The east side of the City is particularly under- served. The design process is underway, after a conceptual design process with an enhanced public outreach component. Adding this park is important for the residents on this side of the city.

Prioritization
259
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Lawrence Mitty Park and Trail Plan page 2
Operating Budget Impacts Annual Estimated Impact: $ 300,000 When this park is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Grounds Division. Ongoing needs are estimated at 1.5 FTE for Grounds ($ 250,000), along with increased expenditures for maintenance supplies estimated at $50,000 annually. An initial establishment period of 5 years may see increased staff time and expenditures.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
260
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
McClellan Ranch - West Parking Lot Improvement page 1
Mitigation Measure Monitoring & Reporting
1,069, 682
1,069, 682
0 Feb 2026) $ 28,513
Capital Reserve/ GF
PRSMP
Parks & Recreation
Design & Construction
FY 16- 17
Project Description
The riparian mitigation site between the parking lot and Stevens Creek was planted in 2018 and replanted in 2023.

Performance Monitoring and reporting is required for five years, starting in 2023.

Project Justification
Prioritization
261
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
McClellan Ranch - West Parking Lot Improvement page 2
Operating Budget Impacts Annual Estimated Impact: $0
No anticipated impact to operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Annual Playground Replacement page 1
Replace Equipment and Improve Accessibility
1,500, 000
1,500, 000
0 Feb 2026) $ 916,329
Capital Reserve/ GF
PRSMP
Parks & Recreation
Design & Construction
FY 20- 21
Project Description
Replacement of antiquated playground equipment for improved safety and inclusivity.

Project Justification
Prioritization
263
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Annual Playground Replacement page 2
Operating Budget Impacts Annual Estimated Impact: $0
No anticipated impact to the Operating Budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
264
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Park Amenity Improvements page 1
600, 000
600, 000
0 Feb 2026) $ 351,422
Capital Reserve/ GF
PRSMP
Parks & Recreation
Design & Construction
FY 20- 21
Project Description
Funding for various park amenities such as benches, hydration stations, outdoor table tennis, cornhole, shade structures and/ or trees), dog- off-leash, pickleball striping, etc.

Project Justification
Prioritization
265
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Park Amenity Improvements page 2
Operating Budget Impacts Annual Estimated Impact: $0
Negligible anticipated impact to operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Amenities were evaluated by staff and the Parks and Recreation Commission, and a prioritization schedule developed. Installations are underway.

Project Location
Project Contact
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FY25- 26 CIP proposal and 5-year Plan Council Meeting 4/02/ 2025 Page 17 of 34 INSERT SECTION PAGE (GRAPHICS!)
STREETS AND INFRASTRUCTURE PROJECTSCity of Cupertino
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT
267
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Storm Drain Outfalls Repairs page 1
Priority projects from 2024 Outfalls report
950,000
950, 000
0 Feb 2026) $ 950,000
TBD
Capital Reserve/ GF
SDMP and 2024 Outfalls
Report
Streets & Infrastructure
Design & Construction
FY 25-26
Project Description
The 2024 Storm Drain Outfall Condition Assessment report assessed 205 pipe segments across 175 sites. Of the 117 outfalls three were in level 5 defective condition, and three were in level 4 defective condition. The FY25- 26 funding requested will address the three outfalls that have the most severe damage and present as imminent failures. In following years, additional funding will be requested to address deficiencies noted in the report.

The three locations for FY25- 26 are: #SWPP398 is an 48-inch diameter corrugated metal pipeline ( CMP) near the vicinity of Whitney Way and Pacific Drive, #SWPP1546 is an 15- inch diameter corrugated metal pipeline ( CMP) near the vicinity of Richwood Court and Miller Avenue, and #SWPP3360 is an 30- inch diameter corrugated metal pipeline CMP) near the vicinity of Finch Avenue and Stevens Creek Boulevard. All three show signs of corrosion and need to be rehabilitated.

Project Justification
This project will mitigate the outfalls’ defects to prevent further deterioration of the pipelines. The project is of high importance to address the risk of pipeline failure Prioritization
Environmental permitting is required. Maintenance of the City’ s SW infrastructure is mandated by the State and County.

Report completed, analyzing the City’ s outfalls.
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Storm Drain Outfalls Repairs page 2
Operating Budget Impacts Annual Estimated Impact: $0
There are no anticipated impacts to the Operating Budget except reduced maintenance/ repair costs.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Vai Avenue Outfall page 1
490, 000
490, 000
0 Feb 2026) $ 434,804
Capital Reserve, SD fund
SDMP
Streets & Infrastructure
Design & Construction
FY 24- 25
Project Description
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.

Project Justification
Prioritization
Environmental permitting is required. Maintenance of the City’ s SW infrastructure is mandated by the State and County.

Report completed, analyzing the City’ s outfalls.
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Vai Avenue Outfall page 2
Operating Budget Impacts Annual Estimated Impact: $0
No anticipated impact to operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Stevens Creek Bridge Repairs page 1
Improve structural foundations
860, 000
172, 000
688,000
Feb 2026) $ 771,982
Capital Reserve/ GF,
Grants
General Plan
Streets & Infrastructure
Design & Construction
FY 23-24
Project Description
Repairs to the bridge supports to include countermeasures to scouring ( undermining) of the support bases.

Project Justification
Prioritization
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Stevens Creek Bridge Repairs page 2
Operating Budget Impacts Annual Estimated Impact: $0
No anticipated impact to operating budget.

Funding Information
the 2023/ 24 FFY and construction funding is programmed for ‘beyond 2025/ 26.’ Staff will continue to work with Caltrans to identify opportunities to make construction funds available sooner to minimize time from end of design to the start of construction.

External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
McClellan Road Bridge Reconstruction page 1
projected) $ 8,000, 000
0 5,850,000
Feb 2026) $ 5,850,000
Capital Reserve/ GF,
Grants
General Plan
Streets & Infrastructure
Design & Construction
FY 24-25
Project Description
Repair or Reconstruction of the bridge on McClellan Road near the entrance to McClellan Ranch Preserve.

Project Justification
Prioritization
274
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
McClellan Road Bridge Reconstruction page 2
Operating Budget Impacts Annual Estimated Impact: $0
No anticipated impact to operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
275
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Streetlight Installation – Annual Infill page 1
430, 536
430, 536
0 Feb 2026) $ 138,882
GF
General Plan
Streets & Infrastructure
Design & Construction
FY 17- 18
Project Description
Design and install streetlights on an as needed basis, to infill lights and poles when requested by residents.

Project Justification
Prioritization
276
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Streetlight Installation – Annual Infill page 2
Operating Budget Impacts Annual Estimated Impact: $0
Negligible anticipated impact to operating budget.

Funding Information
is may move to become Streets division “ Special Project” in FY26- 27.

External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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FY25- 26 CIP proposal and 5-year Plan Council Meeting 4/02/ 2025 Page 24 of 34 INSERT SECTION PAGE (GRAPHICS!)
TRANSPORTATION PROJECTSCity of Cupertino
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Stevens Creek Blvd Class IV Bikeway – Phase 2A page 1
Separated Bikeway and Signal Upgrades
Total Funding $ 2,385, 782
City Funding $ 2,385, 782
External Funding $ 807,000 ( OBAG)
External Funding $ 693,000 ( SB1)
Remaining Funds ( Feb 2026) $ 2,135, 377
Funding Source Grants, GF
Approved [ Master] Plan BTP
Project Category Transportation
Project Type Design & Construction
FY Initiated FY 20-21
Project Description
Phase 2A includes design and construction of the separated bikeway along Stevens Creek Blvd (SCB) from Wolfe Road to De Anza Blvd. Improvements include traffic signal modifications at Wolfe Road and De Anza Blvd to provide separate bicycle phasing.

Project Justification
Prioritization
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Stevens Creek Blvd Class IV Bikeway – Phase 2A page 2
Operating Budget Impacts Annual Estimated Impact: $42,000 When this improvement is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Streets Division. Ongoing needs are estimated at 0.1 FTE for Streets ($ 17,000), along with increased expenditures for maintenance supplies estimated at $25,000 annually. Additional efforts associated with cleaning of lanes and replacement of reflective markers..

Funding Information
City’ s costs on Phase 2A. The remainder of the funds allocated by the City for Phase 2 will be used on Phase 2B .

External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project
Location
Wolfe
Road/ Miller Avenue to
De Anza Boulevard
Project
Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Roadway Safety Improvements page 1
High Friction Pavement and Speed Feedback Signage
Total Funding $ 3,561, 800
City Funding $ 356, 180
External Funding $ 3,205,620 (HSIP)
Remaining Funds ( Feb 2026) $ 3,513,115
Funding Source Capital Reserve, Grant
Approved [ Master] Plan GP
Project Category Transportation
Project Type Design & Construction
FY Initiated FY 24- 25
Project Description
High Friction pavement treatment and speed feedback signage added to seventeen locations within the City. Roadway segments include sections of: De Anza Blvd, Homestead Rd, Bollinger Rd, Wolfe Rd, McClellan Rd, Bubb Rd, Mariani Ave, Tantau Ave, Mary Ave, Blaney Ave, Rainbow Dr, Miller Ave, Stelling Rd, Valley Green Dr, and Calvert Dr.

Project Justification
Prioritization
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Roadway Safety Improvements page 2
Operating Budget Impacts Annual Estimated Impact: $18,500 When this improvement is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Streets Division. Ongoing needs are estimated at 0.05 FTE for Streets ($ 8,500), along with increased expenditures for maintenance supplies estimated at $10,000 annually. Additional efforts associated with maintenance and replacement of signs and modified paving surfaces.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
6 months in duration
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Tamien Innu, East Segment page 1
East Segment of the Trail
Total Funding $ 2,536, 000
City Funding $ 0
External Funding $ 600,000 (Apple)
External Funding – Constrn. $ 1,936,000 (VTA Meas B)
Remaining Funds ( Feb 2026) $ 2,001, 081
Funding Source Dev, Grant
Approved [ Master] Plan BTP, PTP
Project Category Transportation
Project Type Design and Construction
FY Initiated FY 20-21
Project Description
Design and Construction of an off-street bicycle and pedestrian trail parallel to the existing I-280 and Junipero Serra Channel from Vallco Parkway to Wolfe Road. The central segment runs from Wolfe Road to De Anza Boulevard, and the west segment would run from De Anza Boulevard to Mary Avenue.

Project Justification
make up “ The Loop” to provide an off-street bicycle and pedestrian facility that runs parallel to the existing Junipero Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle – Pedestrian Bridge and Vallco Parkway when all the sections are completed. Facilitating alternative means of transportation is a valuable resource for the City and its businesses.

Prioritization
283
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Tamien Innu, East Segment page 2
Operating Budget Impacts Annual Estimated Impact: $60,000 When this improvement is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Trees Division. Ongoing needs are estimated at 0.25 FTE for Trees ($ 45,000), along with increased expenditures for maintenance supplies estimated at $15,000 annually..

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Tamien Innu, Central Segment page 1
Central Segment of the Trail
Total Funding $ 4,785, 000
City Funding $ 0
External Funding $ 600,000 (Apple)
External Funding - Design $ 460,000 (VTA Meas B)
External Funding - Cnstrn $ 3,725, 000 ( VTA Meas B)
Remaining Funds ( Feb 2026) $ 4,578,225
Funding Source Dev, Grant
Approved [ Master] Plan BTP, PTP
Project Category Transportation
Project Type Design & Construction
FY Initiated FY 20- 21
Project Description
Design and Construction of an off-street bicycle and pedestrian trail parallel to the existing I-280 and Junipero Serra Channel from Wolfe Road to De Anza Boulevard. The east segment runs from Vallco Parkway to Wolfe Road, and the west segment would run from De Anza Boulevard to Mary Avenue.

Project Justification
make up “ The Loop” to provide an off-street bicycle and pedestrian facility that runs parallel to the existing Junipero Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle – Pedestrian Bridge and Vallco Parkway when all the sections are completed. Facilitating alternative means of transportation is a valuable resource for the City and its businesses.

Prioritization
285
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Tamien Innu, Central Segment page 2
Operating Budget Impacts Annual Estimated Impact: $ 115,000 When this improvement is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Trees Division. Ongoing needs are estimated at 0.50 FTE for Trees ($ 85,000), along with increased expenditures for maintenance supplies estimated at $30,000 annually.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Tamien Innu, West Segment page 1
West Segment of the Trail
Total Funding $ 600, 000
City Funding $ 0
External Funding $ 600,000 (Apple)
Remaining Funds ( Feb 2026) $ 600,000
Funding Source Dev.

Approved [ Master] Plan BTP, PTP
Project Category Transportation
Project Type Design & Construction
FY Initiated FY 20- 21
Project Description
Design and Construction of an off-street bicycle and pedestrian trail parallel to the existing I-280 and Junipero Serra Channel from De Anza Boulevard to Mary Avenue. The east segment runs from Vallco Parkway to Wolfe Road, and the central segment runs from Wolfe Road to De Anza Boulevard.

Project Justification
make up “The Loop” to provide an off-street bicycle and pedestrian facility that runs parallel to the existing Junipero Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle – Pedestrian Bridge and Vallco Parkway when all the sections are completed. Facilitating alternative means of transportation is a valuable resource for the City and its businesses.

Prioritization
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Tamien Innu, West Segment page 2
Operating Budget Impacts Annual Estimated Impact: $ 115,000 When this improvement is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Trees Division. Ongoing needs are estimated at 0.50 FTE for Trees ($ 85,000), along with increased expenditures for maintenance supplies estimated at $30,000 annually.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Stevens Creek Blvd Class IV Bikeway – Phase 2B page 1
Separated Bikeway and Signal Upgrades
Total Funding $ 0
City Funding $ 0
External Funding $ 0
Remaining Funds ( Feb 2026) N.A.

Funding Source TBD
Approved [ Master] Plan BTP
Project Category Transportation
Project Type Design & Construction
FY Initiated FY 20- 21
Project Description
Phase 2B includes design and construction of the separated bikeway along Stevens Creek Blvd ( SCB) from De Anza Blvd. to Highway 85. Project will include traffic signal modifications at De Anza Blvd and Stelling Road to reduce conflicts between bicyclists and vehicle. * Note: SCB Phase 2A and 2B were jointly funded in design. SCB Bikeway Phase 2B and Bandley Drive Signal Upgrade projects are combined in design and construction to increase efficiency, however funding is noted separately because the Bandley intersection project is funded with DIL fees.

Project Justification
The 2016 Bicycle Transportation Plan identifies improvements needed and priorities to enhance and promote safer bicycle transportation in the City. The highest priority project of the Plan was to provide a separated Class IV bicycle lane on Stevens Creek Blvd. This project is the third phase to address that priority. Improving vehicular, pedestrian and bicyclist safety is a primary concern.

Prioritization Total Points: 275
Health & Safety 3 This project promotes safer bicycle transportation in the City.

Regulatory / Legal Mandate 1 Traffic/ Roadway regulations will be respected.

Asset Condition & Infrastructure
Risk
2 The current bike lanes and signals are in need of improvements Climate Resilience & Sustainability 1 Promoting bicycling encourages climate resilience and sustainability.

Strategic Alignment 5 This is the number one priority of the 2016 Bicycle Transportation Plan.

Community Benefit & Equity 3 Bikeways that are safer protect vehicular, pedestrian and bicycle users.

Financial Leverage & Cost
Effectiveness
3 Grant funding can be secured.

Project Readiness 5 Design documentation is 95% complete. 289
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Stevens Creek Blvd Class IV Bikeway – Phase 2B page 2
Operating Budget Impacts Annual Estimated Impact: $ 42,000 When this improvement is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Streets Division. Ongoing needs are estimated at 0.1 FTE for Streets ($ 17,000), along with increased expenditures for maintenance supplies estimated at $25,000 annually. Additional efforts associated with cleaning of lanes and replacement of reflective markers.

Funding Information
External grant funding has been secured for Phase 2A of this project and this will be used to reduce the City’ s costs on Phase 2A. The remainder of the funds allocated by the City for Phase 2 will then be used on Phase 2B. External funding may be available for Phase 2B.

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
420- 99- 036, ST 053, ST 059 TBD TBD
Projected Schedule/ 5-year Plan Information
Design and Documentation of Phase 2B and the Bandley project is 95% complete. The project will be permitted, bid, and constructed once Phase 2A is complete.

Item/ Phase Timeline for Completion Notes
Project Initiation, Consultant Procurement Completed
Design and Documentation 95% complete
Bid, Contract Award and Execution TBD 3 – 6 months in duration Construction TBD
Post-Construction/ Close- out TBD
Project
Location
SCB – De Anza
Boulevard to Hwy 85
Project
Contact
Susan Michael, CIP
Manager
SusanM@cupertino. gov
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Bandley Drive Signal Upgrades page 1
Traffic and Signal Upgrades
Total Funding $ 150, 090
City Funding $ 124, 432
External Funding $ 25,658
Remaining Funds ( Feb 2026) $ 142,210
Funding Source Dev In-Lieu, GF
Approved [ Master] Plan BTP
Project Category Transportation
Project Type Design and Construction
FY Initiated FY 18- 19
Project Description
Upgrades to the traffic signal at Bandley Dr. and Stevens Creek Blvd. will include new conduit, wiring, traffic signal boxes, two new signal heads, and a split phase signal operation for vehicles entering onto Stevens Creek Blvd. Note:

SCB Bikeway Phase 2B and Bandley Drive Signal Upgrade projects are combined in design and construction to increase efficiency. Funding is noted separately because the Bandley intersection project is funded with DIL fees.

Project Justification
This project will signicantly enhance pedestrian and vehicular safety.

Prioritization
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Bandley Drive Signal Upgrades page 2
Operating Budget Impacts Annual Estimated Impact: $ 0
Negligible anticipated impact to the operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
6 months in duration
Project
Location
Project
Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
School Walk Audit Implementation page 1
Tier 3 Improvements
Total Funding $ 1,472, 517
City Funding $ 250, 654
External Funding $ 1,221,863 (Apple)
Remaining Funds ( Feb 2026) $ 1,016,823
Funding Source Dev., General Fund
Approved [ Master] Plan BTP, PTP
Project Category Transportation
Project Type Design & Construction
FY Initiated FY 18-19
Project Description
This project will construct infrastructure- related improvements around schools that were identified as part of the comprehensive School Walk Audit study. Traffic improvements will improve walkability and safety around 14 Cupertino schools: Lincoln ES, Monta Vista HS, Lawson MS, Sedgwick ES, Hyde MS, Garden Gate ES, Homestead HS, Collins ES, Faria ES, Stevens Creek ES, Regnart ES, Cupertino HS, Kennedy MS, Eaton ES.

Project Justification
Prioritization
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
School Walk Audit Implementation page 2
Operating Budget Impacts Annual Estimated Impact: $ 0
No anticipated impact to the operating budget.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
It’s estimated that design and
construction of the project will have a 3-year duration.

Project Location
Project Contact
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FY25- 26 CIP proposal and 5-year Plan Council Meeting 4/02/ 2025 Page 30 of 34 INSERT SECTION PAGE (GRAPHICS!)
City of CupertinoSUSTAINABILITY AND ENERGY PROJECTS
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
EVCS expansion - Service Center page 1
Total Funding $ 785, 230
City Funding $ 560, 000
External Funding $ 225,230 (SVCE)
Remaining Funds ( Feb 2026) $ 775,585
Funding Source CR/ GF, Grant
Approved [ Master] Plan General Plan
Project Category Sustainability & Energy
Project Type Design and Construction
FY Initiated FY 24- 25
Project Description
The construction of electric vehicle charging station (EVCS) infrastructure at the Service Center is needed for the electrification of the City’ s fleet in order to meet the Advanced Clean Fleet (ACF) regulation by California Air Resources Board ( CARB). The scope of work follows the Silicon Valley Clean Energy ( SVCE) report which identified the charging infrastructure needs to meet ACF regulation.

Project Justification
opportunities, establishing an electrification timeline based on vehicle replacements and the City’ s climate action goals and regulatory compliance, and determining the costs and emissions benefits of fleet electrification. State regulations require the conversion of City fleet vehicles to electric vehicles, and the EVCS infrastructure is needed to address operations in response to those requirements.

Prioritization
infrastructure for the City’ s fleet operations.

The project supports the City’ s sustainability and CAP goals by enabling the transition from gasoline- powered to zero-emission electric vehicles.

The project aligns with the City’ s strategic priorities related to sustainability, operational efficiency, and regulatory compliance. 296
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
EVCS expansion - Service Center page 2
Operating Budget Impacts Annual Estimated Impact: $0
When this improvement is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Facilities Division. While minor maintenance and supplies costs are anticipated, it is believed that these costs will be offset by the savings of transitioning from Gas to Electric. Ongoing evaluation of impacts to operations will be evaluated. This project is a response to state mandates regarding fleet vehicles. The maintenance of a Level 2 charger is estimated at $500 per station annually, and $3000 per station annually for Level 3 EVCS.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Project Location
Project Contact
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CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE
Photovoltaic Systems Design & Installation page 1
PV at Sports Center, Community Hall and Quinlan
Total Funding $ 6,300, 000
City Funding $ 6,300, 000
External Funding $ 0
Remaining Funds ( Feb 2026) $ 5,513,958
Funding Source CR/ GF
Approved [ Master] Plan CAP
Project Category Sustainability & Energy
Project Type Design & Construction
FY Initiated FY 24- 25
Project Description
In 2023 PG& E announced a rate decrease for electricity generated by photovoltaic ( PV) systems ( NEM 3) but provided a window to allow grandfathering the more economically- attractive NEM 2.0 rates if interconnection applications were successfully submitted and corresponding systems operational by 2026. NEM 2.0 Interconnection Applications were successfully submitted to PG& E for five Cupertino facilities: Blackberry Farm, Civic Center, Library, Quinlan Community Center & Senior Center, and Sports Center. This project aims to design and build PV systems at three locations. Council reviewed and approved the conceptual designs for Community Hall, Quinlan Community Center and Sports Center in December 2024 before awarding the Design Build contract in February 2025.

Project Justification
80% greater compensation than NEM 3 rates
for electricity that is fed back into the electrical system. The savings in utility costs are projected to be $290K annually, and $13.4M over a 30yr lifespan. Installation of the PV systems is projected to provide substantial savings on utility costs, going forward. The use of cleaner energy sources is a CAP goal.

Prioritization
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CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE
Photovoltaic Systems Design & Installation page 2
Operating Budget Impacts Annual Estimated Impact: -$ 300,000 When this improvement is completed, and ongoing maintenance efforts are added to operations, operating costs will increase for the Facilities Division. While minor maintenance and supplies costs are anticipated, these costs will be offset by the savings electric savings. Anticipate operations and maintenance costs are estimated at $15,000 annually, while electricity savings are anticipated at approximately $ 315, 000 annually.

Funding Information
External Funding
Expenditure Schedule/ 5- year Plan Information
Projected Schedule/ 5-year Plan Information
Dec 2026
Project
Location
Project
Contact
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FY25- 26 CIP proposal and 5-year Plan Council Meeting 4/02/ 2025 Page 30 of 34 INSERT SECTION PAGE (GRAPHICS!)
C. COMPLETED PROJECTSCity of Cupertino
CIP FY26- 27 5-YEAR PLAN NARRATIVESPAGE 1 PROJECT
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CIP FY26-27 • 5-YEAR PLAN PROJECT NARRATIVES
All Inclusive Playground – Jollyman
And Adult-Assistive Bathroom facility
Total Funding $ 4,891,347
City Funding $ 2,080,652
External Funding ( SCC AIPG) $ 1,448, 201
External Funding ( CA P& R) $ 1,000,000
External Funding ( donation) $ 25,000
External Funding ( Art In-Lieu) $ 338, 146
Remaining Funds ( Feb 2025) $ 381, 035
Funding Source, Approved Plan GF, Grant, PRSMP, DIL
Project Category Parks, Facilities
Project Type Design and Construction
Location Jollyman Park
Origin of Request Public Works, Parks
Budget Unit 420- 99- 051, PVAR 007
Initiated FY18- 19
Project Description
Project Justification
Projected Schedule/ 5- year Plan information
Funding Information
Operating Budget Impacts
Design and construct an all-inclusive playground at Jollyman Park, and a new adult-assistive bathroom facility adjacent to the All-Inclusive Play Area.

Community input secured during the Parks and Recreation System Master Plan process favors having an All-Inclusive play area in Cupertino. The new "All-Inclusive Playground" ( AIPG) project is intended to serve the broad needs of the inclusive] community The added bathroom facility can serve all ages who require mobility assistance and will vastly improve the usability of the new play area.

Anticipated construction completion date is June 2025.

Anticipated to be a slight impact to the Operating Budget due to the specialized nature of the play equipment and the addition of a bathroom facility. By accepting the grant, the City agreed to construct and maintain the playground for 20 years.

Santa Clara County All-inclusive Playground funding grant was secured in 2019 for $1,448,201. This requires 2,201,799 in matching funds and required fund-raising of $1M. CA Parks and Recreation department awarded a second grant in the amount of $1,000,000 as a Specified Grant program, which met the fund-raising requirement.

PG& E also donated $ 25,000. Art In-Lieu fees were used to design, procure, and install the “ kaleidoscope” art feature, with a budget of $338,146. The Adult-Assistive Bathroom Facility scope was funded by Council in FY22- 23 ($850K) and added to this project funding.
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CIP FY26-27 • 5-YEAR PLAN PROJECT NARRATIVES
City Bridge Maintenance Repairs
Completed – FY 25-26
Total Funding $ 2,186,173
City Funding $ 2,186, 173
External Funding $ 1,893,195
Remaining Funds ( Feb 2026) $ 213,559
Funding Source, Approved Plan TF, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Homestead/ McClellan @ Stevens
Ck., Stevens Creek/ Vallco/ Miller/
Tantau @ Calabazas Ck.

Origin of Request Public Works
Budget Unit 270- 90- 960, ST 002
Initiated FY15- 16
Project Description
Project Justification
Projected Schedule/ 5- year Plan information
Funding Information
Operating Budget Impacts
Design and construct 6 bridges' repairs as recommended in the FHWA’ s Bridge Preventive Maintenance Program reports along with additional improvements to prolong the useful life of the bridges.

The City of Cupertino owns and maintains a total of eight vehicular bridges. Caltrans inspects these bridges and prepares a biennial report detailing the recommended repairs. Six of the eight bridges require rehabilitation; SCB over Stevens Creek has issues not covered by maintenance. The rehabilitation includes the required repairs as recommended in the Caltrans Bridge Report as well as additional work to prolong the life and use of the bridges.

Approximately 88% of the project costs are eligible for Federal reimbursement through FHWA’ s Bridge Preventive Maintenance Program ( BPMP), which is administered by Caltrans.

Construction is anticipated to be complete in April 2025.

There are no anticipated impacts to the Operating Budget.

The Federal Highway Administration ( FHWA) grant funding begun as $571,151 and was increased since FY15- 16 to be a total of $1,893,195. This grant will be a reimbursement and requires $ 245,284 in matching funds. 302
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CIP FY26-27 • 5-YEAR PLAN PROJECT NARRATIVES
City Lighting LED Improvements
Updates to meet Dark Sky requirements ( Completed)
Total Funding $ 1,350,000
City Funding $ 1,350, 000
External Funding $ 125, 790
Remaining Funds ( Feb 2026) $ 403,087
Funding Source, Approved Plan GF, GP
Project Category Streets and Infrastructure
Project Type Feasibility
Location Various
Origin of Request Public Works
Budget Unit 420-99-258, ST 052
Initiated FY21- 22
Project Description
Project Justification
Prioritization
Projected Schedule
Operating Budget Impacts
Develop a strategy to transition the City' s streetlight infrastructure, and other City operated lights, from induction to LED fixtures to meet the “ Dark Sky” requirements and reduce light pollution. Assess the costs, benefits, and opportunities of the proposed improvements.

In March 2021 the City ratied the "Dark Sky" night lighting requirements for private development. As City street lighting and other facility lighting may create unintended light pollution, and in some cases is nearing the end of its useful life, this study will evaluate lighting needs and compliance with dark sky requirements for the City's nearly 3000 streetlights, various path lighting and exterior facility lighting.

Procurement is underway. The construction schedule is listed to be completed by December 2025.

There are no anticipated additional impacts to the Operating Budget by this work.

This project brings the City streetlights into compliance with the Dary Sky codes and reduces energy costs. It is a highly prioritized project for these reasons and because it is nearing completion. 303
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Capital Improvement Programs Fiscal Year 2026 – 2027
and 5-Year Plan
Glossary
ADA (Americans with Disabilities Act): Federal legislation requiring public facilities and programs to be accessible to individuals with disabilities.

Appropriation: An authorized allocation of funds for a specific purpose or project.

CEQA (California Environmental Quality Act): State law requiring environmental review of projects that may impact the environment.

Capital Improvement Fund: A fund used for the acquisition, construction, or renovation of major capital assets.

Capital Improvement Program (CIP): A multi-year plan that identifies, prioritizes, and funds capital projects such as infrastructure, facilities, and park improvements.

Capital Reserve: A designated reserve within the General Fund used to fund capital projects and reduce reliance on debt.

Completed Project: A project that has been substantially completed and financially closed.

Contingency: Budgeted funds set aside to cover unforeseen costs or changes in project scope.

Debt Financing: Borrowing used to fund capital projects when pay-as-you-go funding is not practical.

Defunded Project: A project that has been removed from the CIP and no longer receives funding.

Enterprise Fund: A fund used to account for activities financed primarily through user fees.

Facilities Condition Assessment ( FCA): A report evaluating the condition of City facilities and identifying needed repairs and upgrades.

Fiscal Year (FY): The City’s twelve-month financial period, running from July 1 through June 30.
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FY 26–27 CIP Book Page 2
Five-Year Plan: A planning horizon that includes the current fiscal year plus four additional years.

Fund Balance: The difference between assets and liabilities in a governmental fund.

Funding Source: The origin of funds used to pay for a project, such as grants, reserves, or special revenues.

GAAP (Generally Accepted Accounting Principles): Standard accounting principles used in preparing governmental financial documents.

GIS (Geographic Information System): Software used to map and analyze spatial information, including project locations.

General Fund: The City’s primary operating fund used to account for most governmental activities.

Grant Funding: Financial assistance from federal, state, regional, or private sources.

Infrastructure: Physical assets such as roads, bridges, storm drains, buildings, and utilities.

Life-Cycle Cost: The total cost of owning, operating, maintaining, and eventually replacing an asset.

Operating and Maintenance ( O&M) Costs: Ongoing expenses required to operate and maintain completed projects.

Pay-As-You-Go Financing: Funding capital projects using current revenues and available fund balances rather than debt.

Project Budget: The total estimated cost required to complete a project.

Project Manager: The department or individual responsible for delivering a project.

Project Narrative: A summary describing the purpose, scope, status, schedule, and funding of a project.

Restricted Funds: Resources that may only be used for legally specified purposes.

Soft Costs: Project costs other than direct construction, such as design, permitting, and project management.

Special Revenue Fund: A fund used to account for revenues legally restricted to specific purposes.
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FY 26–27 CIP Book Page 3
Sustainability: Practices and projects that support environmental stewardship and longterm resilience.

Transportation Impact Fee: A development fee used to fund transportation improvements needed to serve growth.

Unfunded Project: A proposed project that has not yet received funding.

Useful Life: The expected period during which an asset provides service. 306
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FY 26–27 CIP Book Page 4
Capital Improvement Programs Fiscal Year 2026 – 2027
and 5-Year Plan
Index
ADA Improvements ................................................ 61, 71 Appropriations ................................................ 20–21 Background Information ................................................ 5 Capital Improvement Fund ................................................ 10 Capital Improvement Program ( CIP) ................................................ 4–11, 53–91 Capital Reserve ................................................ 4–5, 10, 15 Completed Projects ................................................ 51, 92–95 Council Priorities ................................................ 6 Defunded Projects ................................................ 96–98 Enterprise Funds ................................................ 10–11 Facilities Condition Assessment ( FCA) ................................................ 20–22 Facilities Projects ................................................ 19–27, 60–65 Fiscal Policies ................................................ 12–17 Five-Year Plan ................................................ 8–9, 56 Funding Sources ................................................ 10–11 General Fund ................................................ 4, 10 Glossary ................................................ To be inserted Grant Funding ................................................ 8, 10, 20–21 Health and Safety Priorities ................................................ 5–7 Index ................................................ To be inserted Infrastructure Projects ................................................ 35–40, 72–79 Introduction ................................................ 4–11 Master Plan Priorities ................................................ 6 Operating and Maintenance Costs ................................................ 12 Parks Projects ................................................ 28–34, 66–71 Project Narratives ................................................ 59–91 Project Prioritization ................................................ 5–7 Special Revenue Funds ................................................ 10 Status Report ................................................ 18–50 Streets and Infrastructure ................................................ 35–40, 72–79 Sustainability Projects ................................................ 47–50, 89–91 Table of Contents ................................................ 2–3 Transportation Projects ................................................ 41–46, 80–88 Unfunded Projects ................................................ 22–25 Notes for Future Updates
Update all page references after the final document is paginated. 307
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FY 26–27 CIP Book Page 5
Add or remove glossary terms based on changes to project categories, funding sources, and terminology.

Review the index to ensure all major sections and recurring project references are included.

Consider adding cross-references for commonly used acronyms and alternate terms. 308
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Appendix A – Fiscal Policies Page 3 of 6
Appendix A – Fiscal Policies
Capital Improvement Programs Policy

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

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

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

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

The project justication will incorporate information on the factors that aect the prioritization ofthe project.

The factors tobe considered include (but are not limited to) the Health & Safety ofthe community, continuation of ongoing work, Community requests, General Plan and Master Plans' directives, stang and operational demands, sustainability and resiliency, and internal and external funding viability.

Changes to
the CIP such as the addition of new projects, signicant changes inscope and costs ofaproject or reprioritization of projects will require City Manager and City Council approval. TheCity will maintain its physical assets atalevel adequate to protect the City’scapital investment and to minimize future operating maintenance and replacement costs. The City recognizes that deferred maintenance increases future capital costs, thus placing aburden on future residents. Therefore, the budget will provide for adequate maintenance and theorderly replacement ofcapital facilities from current revenues when possible. The City
will determine the least costly funding method foritscapital projects andwill obtain grants, contributions and lowcost state orfederal loans whenever possible. The City will utilize “pay-as-you-go” funding for capital improvement expenditures considered recurring, operating or maintenance in nature. The City may also utilize “pay-as-you-go” funding 309 CC 06-
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Appendix A – Fiscal Policies Page 4 of 6
for capital improvements when current revenues and adequate fund balances are available or when issuing debt would adversely affect the City’ s credit rating.

The City will consider the use of debt financing for capital projects under the following circumstances:

When the project’ s useful life will exceed the terms of the financing When resources are deemed sufficient and reliable to service the long-term debt When market conditions present favorable interest rates for City financing When the issuance of debt will not adversely affect the City’s credit rating and debt coverage ratios.

Revised April 2023
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Appendix A – Fiscal Policies Page 5 of 6
Committed, Unassigned Fund Balance, and Use of One- Time Funds Policy

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

SCOPE
The General Fund and Capital Funds.

POLICY
To maintain sucient committed and unassigned fund balance (General Fund only) in each fund for the ability to meet the following economic uncertainties: Economic Uncertainty – $21, 329, 593 and represents two months of General Fund (GF) expenditures excluding transfers out plusatwo year drop intotal general fund revenue of 13% or approximately1. 5 months, excluding the use of reserves. Transfers out are primarily used tofund Capital Projects and do not represent on-going expenditures. This assignment will change from year toyear based on budgeted general fund expenditures and revenues. Mitigate short-term economic downturns and volatility inrevenues (2years orless) Sustain city services inthe event of an emergency Meet
requirements for debt reserves Meet
operating cash ow requirements asa result of delay inthe receipt oftaxes, grant proceeds and other operating revenues Sales
Tax Repayment Reserve – $ 77, 554, 500 and represents thefunds committed for potential sales tax repayments. The result ofthe California Departmentof Tax and Fee Administration ( CDTFA) audit ofa City taxpayer is expected tohave signicant nancial implications forthe City’s operations.

To prepare forapotential adverse CDTFA decision and the uncertain outcome ofthe anticipated legal challenge, the City established a General Fund Sales Tax Repayment Reserve. The purpose ofthis reserve isto set aside funds for potential sales tax repayments tothe CDTFA. An initial allocation of $56. 5 million corresponds tosales tax revenue received between April 2021 and June 2023 that the City may need torepay tothe CDTFA. All or part of the funds will be transferred to General Fund Unassigned ifthe City’s eorts to contest CDTFA’sdecision are ultimately successful, in whole or inpart. This reserve
can beaugmented when additional disputed sales tax revenue is received. PERS – $19, 088, 859 and represents the funds restricted for the City's pension obligations. Inresponse to the increasing retirement costs based on actuarial forecasts, theCity created asecondary pension trust tohelp stabilize the impact of pension cost volatility on the City's operating budget. Tofund this secondary trust, the City made an initial contribution. After that, the annual contributions are determined based onthe dierence between CalPERS' current discount rate and amore conservative rate determined bytheCity. This dierence will then be transferred to the pension trust and used exclusively for the benefitof members in the plan. 311 CC 06-16-
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Appendix A – Fiscal Policies Page 6 of 6
The primary goal of establishing this secondary trust is to ensure that the City can continue to provide its employees with the retirement benets they have earned while maintaining scal responsibility. By using a more conservative rate for calculating contributions, the City can better anticipate and manage pension costs and mitigate potential negative impacts on the City's budget.

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

Sustainability Reserve – Cupertino’ s Sustainability Division oversees the City’s Climate Action Plan (CAP), which denes strategies to reduce greenhouse gas emissions, and provides residents, businesses and schools with programs and services focused on energy eciency, renewable energy, water conservation, alternative transportation and other sustainable actions. The City receives rebates for projects that successfully meet the eligibility requirements such as energy or water eciency.

If the rebates were not initially budgeted, theyare categorized as committed fund balance inthe General Fund. The purpose of this reserve is tohelp support future sustainability projects/programs.

Unassigned – $500,
000 and represents 1% ofthe total general fund operating budget. This assignment may change from year toyear based on budgeted general fund expenditures. Absorb unanticipated operating needs that arise during the scal year that were not anticipated during thebudget process Absorb unexpected
claimsorlitigation settlements Capital Improvement – $
5,000, 000 and represents average dollars spent for capital projects inthe last three scal years. This assignment may change from year toyear based on actuals dollars spent on capital projects and anticipated future capital project needs. Meet future capital project needs soas to minimize future debt obligations The City shall not use fund balances/ reserves inlieu of revenues to pay for ongoing expenses except asspecifically provided inthe City’sreserve policy. The chart
below summarizes reserve policy levels as described above: 312 CC 06-
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1 As of June 30, 2023
2 Rounded to the nearest hundred thousand
3 Excludes Transfers Out
4 Excludes the use of reserves
Changes to Committed Fund Balance – All reserves listed in this policy, with the exception of the PERS restricted reserve, are classied as Committed Fund Balance under GASB Statement No. 54.

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

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

Replenishment process – Should the City need to utilize any of the committed fund balances listed in this policy, a recommendation will be brought to City Council for approval and a plan to replenish the committed balance will be developed in conjunction with its use. 313
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Appendix A – Fiscal Policies Page 8 of 6
Excess – Funding of these reserves will come generally from one-time revenues, annual net income, and transfers from other reserves that exceed policy levels. They will be funded in the following priority order with any remaining funds to be placed in the Capital Reserve:
1) Economic Uncertainty Reserve
2) Sales Tax Repayment Reserve
3) PERS
4) Sustainability Reserve
5) Unassigned
Revised May 1, 2024
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Appendix B - Fund Types for CIP Page 1 of 3
Appendix B – Fund Types for CIP
Tax Supported Funds
Capital Improvement Fund (General Fund) - 420
The General Fund is the primary operating fund for governmental services. Within the General Fund, the Capital Improvement Fund is utilized for the acquisition or construction of major capital facilities. Funds in this account are previously approved by Council and dedicated to CIP projects.

Typically, these funds roll-over until the project[ s] are completed or defunded. A copy of the Capital Improvement Policy is attached at the end of this letter.

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

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

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

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

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

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

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

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

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

Impact fees are one-time charges on new development, additions to existing structures, change in use, or similar construction activity that requires a building permit and results in additional peak 315
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Appendix B - Fund Types for CIP Page 2 of 3
hour vehicle trips, and is collected and used by the City to cover the cost of capital facilities and infrastructure that are required to serve new growth.

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

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

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

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

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

Table: CIP Funding Sources and Organizational Priorities Funding
Source
Typical Eligible Uses
Restrictions /
Considerations
Organizational Priorities
Best Supported
General Fund
100, 420)
Core infrastructure
repairs, urgent facility
needs, safety-related
capital work, and
projects without an
alternative dedicated
funding source.

Most exible source,
but also subject to
competing operating
demands and overall
scal conditions.

Public health and safety,
essential services,
emergency preparedness,
and scal resilience.

Capital Reserve
429)
Major rehabilitation,
replacement of aging
assets, large civic facility
projects, and highpriority one-time capital
needs.

Should be used
strategically for nonrecurring needs and
preserved to support
long-term
infrastructure
obligations.

Asset preservation,
infrastructure reliability,
civic facility stewardship,
and long-range capital
planning.
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Appendix B - Fund Types for CIP Page 3 of 3
Developer Fees
In-Lieu
Contributions
Growth-related
transportation, park,
and infrastructure
improvements that
oset development impacts.

Use
is limited by legal nexus
requirements, fee
program rules, and availability
of collected
revenue. Growth
management, infrastructure
capacity, transportation
improvements,
and parks asset
support. Transportation
Special
Revenues (
270, 271)
Pavement
rehabilitation, roadway
maintenance, trac
safety projects, bicycle and
pedestrian improvements, and
related mobility
investments. Restricted
to
transportation purposes
and
may depend on
formula allocations, program
rules, and
reimbursement timing.

Mobility,
trac
safety, multimodal access, and
preservation of transportation
assets. Grant
Funding Eligible
transportation, sustainability,
safety, resilience,
and facility
projects that meet
outside program requirements.

Competitive and
often
time-limited; may
require matching funds,
reporting, and
delivery schedules. Cost
eectiveness, acceleration
of priority projects,
sustainability, resilience, and
external funding
leverage. Dedicated / Restricted
Funds (210,
260,
280,
427, 560,
570, 580) Specialpurpose capital improvements
tied tothe
specic purpose of
the fund orrevenue
source. Must be used
strictly
inaccordance with legal,
policy, or voterimposed restrictions. Stewardship of
restricted resources,
compliance, and targeted
delivery of eligible
infrastructure improvements. Future Use
Fund (
LongRange Planning)
Potential future
investment
in
major strategic
civic facility needs
or other Councildirected long- term capital
priorities. signicant onetime priorities
and subject to
future policy direction
and fund availability.

Long-term civic
infrastructure,
strategic investment, and
future facility
replacement or modernization
needs. Note: Actual
funding assignments
vary by project scope, legal eligibility, available fund balance, grant timing, and City Council authorization as partoftheannual CIP and budget adoption process. 317 CC 06-16- 2026
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Appendix C - CIP Prioritization process Page 1 of 9
Appendix C
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: 3/01/26
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. Projects scoring under 250 will be removed in the following year from active consideration.

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-endof-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% General Plan, Climate Action Plan, or adopted Master Plans
Explicitly identified
priority project

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

7. Financial Leverage
Cost Effectiveness
15%
Maximizes grants, partnerships,
lifecycle savings, or operational
efficiencies
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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Attachment 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 321
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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 322
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Attachment B – Project Information and Scoring Worksheet Red text signifies areas that require information from the applicant[ s].

PROJECT TITLE page 1
Proposed 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
and Infrastructure,
Transportation, OR
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 in each section below. See prioritization matrix notes for additional information.) Health & Safety 1 Provide 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 Funding Information
Note any external funding available. If external funding is a good possibility in the future, that can also be noted.

External Funding
Expenditure Schedule/ 5-year Plan Information
Annual Expenditures ( GL#) FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 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
Project Contact
CIP project manager name
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ATTACHMENT C
PRIORITIZATION MATRIX TEMPLATE - FY 26- 27 CIP PROJECTS 325
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ATTACHMENT C
PRIORITIZATION MATRIX TEMPLATE - FY 26- 27 CIP PROJECTS

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

Facilities
Parks & Rec
Streets & Infrastructure
Transportation
Sustainability & Energy
Health & Safety Regulatory /
Legal Mandate
Asset
Condition &
Infrastructure
Risk
Climate
Resilience &
Sustainability
Strategic
Alignment
Community
Benefit &
Equity
Financial
Leverage &
Cost
Effectiveness
Project
Readiness
Points
to 500
30 15 15 5 10 5 15 5

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
PV Systems Design & Installation 3 3 0 5 5 3 5 5 325
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 - Design & Phase 2A
Construction
3 1 2 3 5 3 3 5 285
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
NEW PROJECTS FY 26- 27
Blesch Property Improvements 5 1 5 5 5 3 1 0 345
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
Memorial Park Pickleball Sound
Attenuation
4 3 3 0 0 4 1 2 255
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APPENDIX D
FY 26- 27 PRIORITIZATION MATRIX - CIP PROJECTS
1 2 3 4 5 6 7 8 Totals
LEGEND:

Facilities
Parks & Rec
Streets & Infrastructure
Transportation
Sustainability & Energy
Health & Safety Regulatory /
Legal Mandate
Asset
Condition &
Infrastructure
Risk
Climate
Resilience &
Sustainability
Strategic
Alignment
Community
Benefit &
Equity
Financial
Leverage &
Cost
Effectiveness
Project
Readiness
Points
to 500
30 15 15 5 10 5 15 5

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 Restoration 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: AllInclusive Playground ( Phase 1A)3 2 4 2 5 3 1 1 275 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
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APPENDIX D
FY 26- 27 PRIORITIZATION MATRIX - CIP PROJECTS
1 2 3 4 5 6 7 8 Totals
LEGEND:

Facilities
Parks & Rec
Streets & Infrastructure
Transportation
Sustainability & Energy
Health & Safety Regulatory /
Legal Mandate
Asset
Condition &
Infrastructure
Risk
Climate
Resilience &
Sustainability
Strategic
Alignment
Community
Benefit &
Equity
Financial
Leverage &
Cost
Effectiveness
Project
Readiness
Points
to 500
30 15 15 5 10 5 15 5

UNFUNDED PROJECTS ( CON'T)
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
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
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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FY 26–27 CIP Book Page 43
Capital Improvement Programs Fiscal Year 2026 – 2027
and 5-Year Plan
CIP Project Narratives
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CITY OF CUPERTINO
Agenda Item
Subject: Amend the Existing Agreement with Santa Clara County for Law Enforcement Services.

1. Authorize the City Manager to continue negotiations and execute an amendment:
a. extending the term of the current agreement for Law Enforcement Services to September 30, 2026; and
b. revising the cost methodology as proposed by the County to increase the contract in an amount not to exceed $6.4 million.

CITY OF CUPERTINO 2026Page 1 of 1 Printed on 6/11/
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1 ADMINISTRATIVE SERVICES DEPARTMENT

CITY HALL
10300 TORRE AVENUE • CUPERTINO, CA 95014-3255
TELEPHONE: ( 408) 777- 3220 • FAX: ( 408) 777- 3109
CUPERTINO.GOV

CITY COUNCIL STAFF REPORT
Date: June 16, 2026
Subject
Amend the Existing Agreement with Santa Clara County for Law Enforcement Services.

Recommended Action

1. Authorize the City Manager to continue negotiations and execute an amendment:
a. extending the term of the current agreement for Law Enforcement Services to September 30, 2026; and
b. revising the cost methodology as proposed by the County to increase the contract in an amount not to exceed $ 6.4 million.

Background
For decades, the City of Cupertino, City, has contracted with the County of Santa Clara for law enforcement services through the Santa Clara County Sheriff’ s Office. Cupertino, Saratoga, and Los Altos Hills collectively comprise the West Valley Division and currently contract with the County for police services.

The current contract was amended in 2024 to extend the term to June 30, 2026, In anticipation of the June 30, 2026 expiration date, Cupertino, Los Altos Hills and Saratoga ( collectively, “ Cities”) partnered to negotiate reasonable terms with the County. Recognizing that such negotiations will be lengthy, beginning in July 2025, the Cities requested the County to provide its proposal for a new contract. Over the next half year, the Cities regularly requested the County to provide its proposal. There were no clear indications of the rate increase during initial conversations with the County.

On December 31, 2025, the County provided its initial proposal ( Attachment A) for a successor law enforcement services agreement. The proposal included significant increases in the cost of services and modifications to the methodology used to allocate certain overhead and administrative costs to the Cities. The City, the proposal resulted in a 39.6% increase of approximately $ 7.5 million for FY 26-27 starting July 1, 2026. Following receipt of the proposal, City staff and representatives from the Cities met with County staff and Sheriff’ s Office personnel to better understand the proposed cost structure and identify opportunities to address concerns raised by the Cities.
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2 Throughout early 2026, the Cities continued discussions with the County and submitted counterproposals which recognized the County’ s increasing salary and benefit costs while also ensuring that the methodology used to allocate administrative and support costs was transparent, equitable, and consistent with applicable law. The County subsequently provided a revised proposal on April 10th ( Attachment B) and an updated proposal (“ Updated Proposal”) Attachment C) on April 13, 2026. The Cities negotiation efforts resulted in revised proposals, with the City’s portion ultimately decreasing by approximately $1.1 million from the County’s New Year’ s Eve proposal.

Recognizing the complexity and significance of the proposed changes, the City Council established an ad hoc committee to support negotiations and facilitate discussions with County representatives. The ad hoc committee has met with County representatives and has received updates from staff regarding the status of negotiations and key issues under consideration.

A primary area of concern for the Cities has been the allocation of administrative and overhead costs included within the County’ s proposal. To address these concerns, the cities requested an independent third-party assessment of the County’ s cost allocation methodology to evaluate compliance with Government Code Section ( GCS) 51350 1. The assessment will be performed by Vasquez & Company LLP and is expected to commence in June 2026 and conclude in late July or early August 2026. The assessment will review the methodology used to allocate costs to the Cities and evaluate whether costs charged under the proposed agreement are appropriately attributable to services provided to the cities consistent with GCS 51350.

On May 26, 2026, representatives from the Cities met with County Executive James Williams and County staff to discuss a path forward. During that meeting, the County expressed its willingness to consider an extension of law enforcement services for approximately twelve weeks. County staff indicated that the interim extension rate would be based on the County' s April 13, 2026, proposal, and not that of the existing agreement, adjusted for any service level modifications requested by the participating Cities. At this meeting, the parties also discussed including a provision in the 12-week extension to allow for an adjustment of the County’ s cost depending on the results of the assessment by Vasquez & Company LLP. Thus, the City proposed revisions to the County’ s draft amendment ( Attachment D)
Since the beginning of the year, the City requested projections from the County for cost savings for service level reductions in order for the Council to evaluate their options. On June 9, the County informed the City that they could not reduce the current staff levels and that if the City did not agree to the County’ s cost proposal from April, the contract will terminate on June 30, 1 Government Code section 51350 provides, in pertinent part, " A county which provides services through its appropriate departments, boards, commissions, officers or employees, to any city pursuant to contract. shall charge the city all those costs which are incurred in providing the services so contracted. A county shall not charge a city contracting for a particular service, either as a direct or an indirect overhead charge, any portion of those costs which are attributable to services made available to all portions of the county, as determined by resolution of the board of supervisors, or which are general overhead costs of operation of the county government. General overhead costs, for the purpose of this section, are those costs which a county would incur regardless of whether or not it provided a service under contract to a city.”
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3 with no plan for service in place from July 1 onward. The City immediately objected to the County’ s last-minute threat to terminate law enforcement services to ensure that service for the City’ s residents will continue without interruption.

At this time, the parties have not reached agreement on the financial terms of a contract extension.

Negotiations remain active and are expected to continue throughout June. Staff is seeking Council direction on the financial terms of an amendment to the agreement as discussed in the next section.

Reasons for Recommendation and Available Options 2
Under the current agreement, the City contracts for 2 school resource officers ( SRO), 4.4 full-time equivalent ( FTE) traffic officers and 25.5 FTE general law enforcement officers. Due to the significant increase proposed by the County, the City may need to consider strategies to reduce the cost arising from the County’ s latest cost proposal. One such strategy would to be eliminate the 2 SROs, since those officers are providing services to the school district, not the City. This is especially relevant for the summer months, as schools are closed.

Staff recommends executing an amendment for a short-term extension with acceptable terms consistent with Council’ s direction.

The proposed authorization provides flexibility for staff to continue negotiating in good faith while ensuring continuity of law enforcement services beyond June 30, 2026. It also allows sufficient time for the independent cost allocation and compliance assessment by Vasquez & Company LLP, which is anticipated to begin in June and conclude in late July or early August 2026.

The assessment will provide an independent review of the County' s proposed cost allocation methodology and support future negotiations regarding rates and cost recovery. During the assessment period, the County and Cities are expected to continue negotiating other key contract provisions, including agreement duration, termination provisions, notice requirements, and other operational terms.

Approval of the recommended action does not approve a long-term successor agreement. Rather, it authorizes staff to continue negotiations and, if successful, execute a short-term extension not to exceed $ 6.4 million while the independent assessment is completed and negotiations continue.

Sustainability Impact
No sustainability impact.

Fiscal Impact
No budget adjustment is needed at this time. The proposed FY 2026– 27 Budget includes the full cost of the County’ s April 13, 2026, law enforcement services proposal and provides sufficient appropriations for a twelve- week contract extension of up to $6.4 million. 2 On April 13, 2026, the City issued a Request for Proposal for consultants to advise the City on options for law enforcement services. The due date for those proposals is June 10, 2026. 334
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4 If approved by Council, any service level reductions incorporated into the final extension agreement would reduce the City's cost below the amount assumed in the proposed budget. Staff will return to Council with any future budget adjustments that may be necessary as negotiations progress and a long-term agreement is considered.

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

Quality of Life, Fiscal Strategy
California Environmental Quality Act
No California Environmental Quality Act impact.

Prepared by: Jonathan Orozco, Acting Director of Administrative Services, City Treasurer Reviewed by: Michael Woo, Senior Assistant City Attorney Approved for Submission by: Tina Kapoor, City Manager
Attachments:

A – FY 2026- 27 Sheriff Contract Proposal ( 2025. 12.31) B – FY 2026-27 Sheriff Contract Proposal Revision (2026.04.10) C – FY 2026-27 Sheriff Contract Proposal Revision (2026.04.13) D – Proposed 12-Week Extension ( Redline)
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County of Santa Clara
Office of the Sheriff
55 West Younger Avenue
San Jose, California 95110- 1721
408) 808- 4400
M E M O R A N D U M____________________________
Robert Jonsen
Sheriff
DATE: December 31, 2025
TO: Tina Kapoor, City Manager, City of Cupertino
Matt Morley, City Manager, City of Saratoga
Cody Einfalt, Acting City Manager, Town of Los Altos Hills FROM: Adam Oberdorfer, Assistant Sheriff
SUBJECT: Updated Cost Methodology and Proposal for Contract Policing Services Thank you for your patience as we worked closely with the County to update our contract methodology. We recognize that these delays have created challenges, and we remain committed to resolving them promptly. We look forward to working together to finalize a new contract quickly and efficiently.

As noted in the previous letter from County Executive James Williams and Sheriff Robert Jonsen dated December 18, 2025, the County, in coordination with the County Executive, the County Office of Budget and Analysis, the County Counsel’ s Office, and the Office of the Sheriff, undertook a thorough assessment of our police services contracting approach for all contracts. The result is a revised methodology that reflects an accurate, sustainable cost-recovery model aligned with current legal, operational, and fiscal realities. The revised methodology:

Reflects actual salary and benefit costs, including the most recent Deputy Sheriffs' Association Memorandum of Understanding;
Accurately accounts for actual overhead and support costs required to sustain 24/7 law enforcement operations; and
Ensures transparency, consistency, and equity across contract cities and other police service contracts.

Since our last contract cycle, the landscape of modern policing— both nationally and within California— has changed significantly. Training requirements have expanded due to new state mandates, including additional instructional requirements on the use of force, firearms, and deescalation. Technology has also become foundational to effective policing. Body-worn cameras, mobile data computers, department- issued smartphones, and secure mobile networks are now essential tools to ensure transparency, accountability, officer safety, and operational efficiency. 336
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Legislative and accountability standards have also significantly expanded reporting obligations, including Uniform Crime Reporting ( UCR) with NIBRS 1, the Racial and Identity Profiling Act RIPA) 2, enhanced public records requirements, and independent review processes. While these mandates increase complexity and workload, they strengthen public trust and improve access to policing data.

However, the most significant challenge facing law enforcement today is workforce sustainability.

Like municipal police departments throughout California, the Sheriff' s Office continues to experience unprecedented recruiting and retention challenges. The costs of hiring, training, and retaining qualified deputies have increased significantly due to competitive labor markets, expanded training mandates, and evolving community expectations.

Despite these challenges, the Santa Clara County Sheriff' s Office remains steadfast in its commitment to your communities. Our deputies know your neighborhoods, schools, and businesses. They attend local events, engage with residents, and serve as trusted partners in public safety. This long-standing relationship, built on shared values and mutual commitment to public safety, remains at the core of our service model.

Enclosed is a high-level budget proposal for renewing police services for Cupertino, Los Altos Hills, and Saratoga as projected for FY 2026–27. Costs are based on FY 2025–26 actuals with an estimated 5% increase for FY 2026- 27. The proposal reflects the actual cost of delivering professional, community- oriented police services under current conditions while ensuring longterm sustainability.

To support cost comparisons, the proposed hours for each city remain consistent with the current fiscal year. However, due to ongoing city growth, rising service expectations, and operational requirements to maintain community standards and response times, adjustments to current hour allocations will likely be necessary to meet increasing service demands. A summary of the overhead methodology is also included below. Our office and the County look forward to meeting early in 2026 to review details and address any questions from the cities.

We value the longstanding partnerships we share with each of your cities and remain committed to providing high-quality, professional law enforcement services. We welcome the opportunity to review this proposal with you in greater detail and to work collaboratively toward finalizing the renewal of our police services agreements.
1 https:// www.fbi.gov/ how-we-can-help-you/ more-fbi-services- and-information/ ucr/ nibrs 2 https:// oag.ca.gov/ ab953
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Overview of West Valley Overhead Cost Components
The revised methodology includes the following proportional overhead components for personnel assigned to West Valley Patrol. Proportional costs are calculated based on the number of full-time equivalents ( FTEs) assigned to the West Valley Patrol Division and their corresponding share of overall operations. This percentage is then applied to our total operating costs to determine the overhead allocation.

West Valley Overhead - Includes expenses related to operating the West Valley Division, such as personnel costs for the Captain, Lieutenant, Sergeants ( supervisors), and essential support staff required to manage and oversee the division.

Personnel & Training - Includes the proportional cost of the Sheriff' s Office Personnel Division and the Training and Professional Development Division, encompassing recruitment, hiring, and ongoing mandatory and professional training required to sustain a modern police workforce.

Fiscal Services - Includes proportional costs for fiscal management, accounting, and payroll services necessary to support personnel assigned to West Valley Patrol.

Information Technology ( IT) Services - Includes proportional costs for IT support personnel and management who sustain 24/7 law enforcement operations, including CJIS- compliant systems required for CLETS and NCIC access, mobile phones and mobile data computers, law enforcement applications, secure data sharing, and other mission- critical IT services.

Internal Affairs - Includes proportional costs for Internal Affairs services required to meet legal and regulatory obligations, including the investigation of misconduct and citizen complaints, SB 2 decertification requirements, and other mandated oversight responsibilities applicable to all California law enforcement agencies.

Sheriff' s Office Administration - Includes proportional administrative and executive oversight costs necessary to manage and support law enforcement services.

Investigative Services - Replaces the prior hourly billing model with an overhead cost for investigative services. This cost is based on the Investigative Services Division' s actual costs and an analysis of the average investigative workload over the past three fiscal years, proportionally allocated to each contract city based on each city's case volume. The cost includes West Valley detectives focused on property crime, division leadership, and specialized investigative units such as Major Crimes, Sexual Assault, and Domestic Violence, as well as associated costs for property and evidence, crime scene investigation, and evidence processing and destruction.

Records - Based on a three- year workload analysis that considers case volume using the same formula as Investigative Services, the Records Division offers a variety of mandatory services around the clock. These include warrant confirmation, public information services, Uniform Crime Reporting ( UCR), and state and federal crime reporting. They also handle CPRA processing, vehicle tow processing, and public report requests.
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Unincorporated
Rates Cupertino Los Altos Hills Saratoga Areas
General Law Enforcement Services (Primary Rate)
Proposed Hours 41,881 5,421 20,060 14,696
Projected Costs FY26-27 @ $ 193.52 $ 8,104,687 $ 1,049,056 $ 3,881,952 $ 2,843,926 Supplemental Services - Traffic Enforcement - Day
Proposed Hours - Enforcement Vehicle - Deputy Sheriff 1,803 - - - Proposed Hours - Motorcycle - Deputy Sheriff 5,447 1,860 4,195 - Total Proposed Hours 7,250 1,860 4,195 -
Projected Costs FY26-27 @ $ 193.52 $ 1,402,999 $ 359,845 $ 811,872 $ 0 Traffic Sergeant
Projected Costs FY26- 27 @ $ 344,860.69 $ 344,861 $ 0 $ 0 $ 0 School Resources Officer
Projected Costs FY26-27 @ $ 316,207 $ 632,414 $ 0 $ 316,207 $ 0 Subtotal $ 10,484,961 $ 1,408,901 $ 5,010,031 $ 2,843,926 Operating Costs Of West Valley Substation
Proposed Hours General/ Supplemental Services 49,131 7,281 24,255 14,696 Traffic & School Officer 4,912 - 1,634 -
FY26- 27 101,909 54,043 7,281 25,889 14,696
Percentage 53.0% 7.1% 25.4% 14.4%
Total Projected Costs of Substation =$ 568,233 $ 301,338 $ 40,595 $ 144,356 $ 81,943 OH and Support Services Costs
West Valley OH costs $ 14,739,880 $ 7,224,807 $ 1,116,113 $ 3,567,376 $ 2,831,584 Personnel & Training $ 1,118,120 $ 592,947 $ 79,880 $ 284,052 $ 161,241 Fiscal Services $ 316,770 $ 167,986 $ 22,630 $ 80,474 $ 45,681 IT Services $ 1,049,837 $ 556,736 $ 75,002 $ 266,705 $ 151,394 Internal Affairs $ 267,432 $ 141,821 $ 19,106 $ 67,940 $ 38,566 SO Admin $ 419,567 $ 222,499 $ 29,974 $ 106,588 $ 60,505 Investigative $ 6,801,625 $ 4,380,674 $ 426,845 $ 1,546,502 $ 447,603 Records $ 3,761,686 $ 2,422,763 $ 236,070 $ 855,304 $ 247,550 Total Projected Costs for OH & Support Services =$ 28,474,917 $ 15,710,233 $ 2,005,620 $ 6,774,940 $ 3,984,124 Total Projected Contract Costs FY26-27 $ 26,496,532 $ 3,455,116 $ 11,929,327 $ 6,909,994 FY27 cost projection is based on FY26 projection with a 5% increase Santa Clara County - Sheriff' s Office
West Valley Patrol

PROJECTED CONTRACT COSTS - FULL COSTS
Fiscal Year 2026- 2027
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West Valley Cities Cost Proposals Summary - April 10, 2026 General Category Service Category
General Law Enforcement Direct Law Enforcement Staff 8,630,736$ 1,117,147$ 4,133,917$ 3,028,517$ 16,910,317$ 13,881,800$ Traffic Enforcement Direct Law Enforcement Staff 1,494,063$ 383,201$ 864,568$ -$ 2,741,832$ 2,741,832$ Direct Supervision of Enforcement (Sergeant Direct Law Enforcement Staff 360,985$ -$ -$ -$ 360, 985$ 360, 985$ School Resources Officer Direct Law Enforcement Staff 673,462$ -$ 336, 731$ -$ 1,010, 193$ 1,010, 193$

53.03% 7.14% 25.40% 14.42% 100.00%
West Valley Division - Salaries + Benefits 2,621,612$ 404,996$ 1,294,467$ 1,027,476$ 5,348,552$ 4,321,076$ West Valley Division - Services + Supplies 4,092,873$ 632,281$ 2,020,928$ 1,604,100$ 8,350,183$ 6,746,083$ Dispatch services ($ 4.3 mil), fleet costs ($1.6 mil), insurance ($ 1.0 mil), fuel ($312k), lease costs ($637k), telecommunications support 121k), and other (deputy equipment, tools, software, office West Valley Division - Countywide Allocated Indirect Countywide Support 284,570$ 43,961$ 140,512$ 111,530$ 580,573$ 469,043$ Personnel Training Indirect Department Support 518,393$ 80,083$ 255,966$ 203,171$ 1,057,612$ 854,441$ Range support costs proportional to the size of the West Valley Fiscal Services Indirect Department Support 146,278$ 22,598$ 72,228$ 57,330$ 298,434$ 241,104$ IT Services Indirect Department Support 488,956$ 75,536$ 241,430$ 191,634$ 997,556$ 805,922$ Internal Affairs Indirect Department Support 124,050$ 19,164$ 61,252$ 48,619$ 253,085$ 204,466$ the West Valley Division.

Sheriff's Office Administration Indirect Department Support 171,276$ 26,459$ 84,570$ 67,127$ 349,433$ 282,306$ Investigative 4,117,326$ 401,185$ 1,453,533$ 420,695$ 6,392,739$ 5,972,043$ Total division costs proportionately charged based on percentage of Records 2,210,203$ 215,358$ 780,264$ 225,831$ 3,431,656$ 3,205,825$ Total division costs proportionately charged based on percentage of 14,925,505$ 1,944,788$ 6,479,199$ 4,016,291$ 27,365,782$ 23,349,491$ Grand Total 26,084,751$ 3,445, 136$ 11,814, 415$ 7,044, 807$ 48,389,109$ 41,344,301$ Projected Costs
Docusign Envelope ID: CE192EEE- 10F3-4E4B- 9158-17F973222AF8 340
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Unincorporated
Rates Cupertino Los Altos Hills Saratoga Areas

DIRECT LAW ENFORCEMENT STAFFING COST
General Law Enforcement Services ( Primary Rate)
Proposed Hours 41, 881 5,421 20, 060 14,696
Projected Costs FY26- 27 @ $ 206 $ 8,630, 736 $ 1,117, 147 $ 4,133, 917 $ 3,028, 517 Supplemental Services - Traffic Enforcement - Day
Proposed Hours - Enforcement Vehicle - Deputy Sheriff 1,803 - - - Proposed Hours - Motorcycle - Deputy Sheriff 5,447 1,860 4,195 - Total Proposed Hours 7,250 1,860 4,195 -
Projected Costs FY26- 27 @ $ 206 $ 1,494, 063 $ 383, 201 $ 864, 568 $ 0 Traffic Sergeant
Projected Costs FY26- 27 @ $ 360, 985 $ 360, 985 $ 0 $ 0 $ 0 School Resources Officer
Projected Costs FY26- 27 @ $ 336, 731 $ 673, 462 $ 0 $ 336, 731 $ 0 Subtotal $ 11, 159, 246 $ 1,500, 348 $ 5,335, 216 $ 3,028, 517 Percentage 53. 0% 7.1% 25. 4% 14. 4%

DIRECT LAW ENFORCEMENT SUPPORT SERVICES
Support Staff - Salaries & Benefits $ 5,348, 552 $ 2,621, 612 $ 404, 996 $ 1,294, 467 $ 1,027, 476 Services & Supplies
IC- Dispatch Services - Internal 4,324, 600 2,119, 719 327, 461 1,046, 649 830, 771 IC- Automobile Services - Internal 1,571, 823 770, 435 119, 019 380, 416 301, 953 IC- Insurance 1,025, 102 502, 457 77,621 248, 097 196, 926 IC- Office Rents 637, 350 312, 399 48,261 154, 253 122, 437 IC- Fuel - Internal 312, 329 153, 089 23,650 75, 590 59,999 Bodyworn Camera & Dashcam 305, 959 149, 967 23,167 74, 049 58,776 IC- Radio Maintenance - Internal 48,571 23, 807 3,678 11, 755 9,331 Communications and Telephone Svcs 37,380 18, 322 2,830 9,047 7,181 IC - Wireless Voice & Data Services 35,543 17, 421 2,691 8,602 6,828 Others 357, 486 175, 223 27,069 86, 520 68, 674
8,656, 142 $ 4,242, 840 $ 655, 449 $ 2,094, 977 $ 1,662, 876 INDIRECT COUNTYWIDE SUPPORT $ 580, 573 $ 284, 570 $ 43, 961 $ 140, 512 $ 111, 530 Subtotal $ 14, 585, 267 $ 7,149, 023 $ 1,104, 406 $ 3,529, 956 $ 2,801, 883

INDIRECT DEPARTMENT SUPPORT
Investigative $ 5,531, 736 $ 3,740, 926 $ 364, 509 $ 1,320, 653 $ 382, 236 Records $ 2,832, 389 $ 1,915, 449 $ 186, 638 $ 676, 208 $ 195, 714 Personnel & Training $ 1,057, 612 $ 518, 393 $ 80,083 $ 255, 966 $ 203, 171 IT Services $ 997, 556 $ 488, 956 $ 75,536 $ 241, 430 $ 191, 634 SO Admin $ 349, 433 $ 171, 276 $ 26,459 $ 84, 570 $ 67, 127 Fiscal Services $ 298, 434 $ 146, 278 $ 22,598 $ 72, 228 $ 57, 330 Internal Affairs $ 253, 085 $ 124, 050 $ 19,164 $ 61, 252 $ 48, 619 Subtotal $ 11, 320, 245 $ 7,105, 328 $ 774, 986 $ 2,712, 306 $ 1,145, 832 Total Projected Contract Costs FY26- 27 $ 25, 413, 597 $ 3,379, 740 $ 11, 577, 478 $ 6,976, 231 Updated 04/ 02/ 26
Using budgeted Salaries & Benefits for FY2026- 2027
Assuming 5% increase from FY2026 for Services & Supplies

PROJECTED CONTRACT COSTS - FULL COSTS
Fiscal Year 2026- 2027
Santa Clara County - Sheriff' s Office
West Valley Patrol
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SECOND AMENDMENT TO THE AGREEMENT BETWEEN

THE COUNTY OF SANTA CLARA AND

THE CITY OF CUPERTINO
This is the Second Amendment to the Agreement between the County of Santa Clara (“ County”) and the City of Cupertino (“ City”), entered into on June 24, 2014, for the performance of law enforcement services to be provided by the County' s Office of the Sheriff to the City, and the compensation provided to the County by the City for those law enforcement services. County and City may be referred to individually as a " Party" or collectively as the " Parties" to this Agreement. The Parties desire to amend the Agreement to extend the term of the agreement and update the rates of compensation.

This Agreement is amended as follows, effective July 1, 2026:

1. The phrase “ Exhibit A” in Section I. A. 1 and in Section I. B. 1. is amended to read Exhibit A-1.”

2. Section I. C. regarding Supplemental Reserve Services, on page 2 of the Agreement is deleted in its entirety.

3. Section II. A. 1. regarding Compensation for Law Enforcement Services Provided by Sheriff, on page 4 of the Agreement is amended to read as follows:

The City shall compensate the County on a monthly, pro rata basis utilizing the 2026- 2027 Fiscal Year rates as set forth in Exhibit A-1.

The remainder of the language in Section II. A. 1. shall be deleted.

4. Section II. A. 3 and A. 4. regarding Compensation for Law Enforcement Services Provided by Sheriff, on pages 5-6 of the Agreement shall be deleted.

5. Section II. B. regarding Supplemental/ Reserve Service, on page 6 of the Agreement shall be deleted.

6. Section II. C. 1. a. regarding Base Rent and Operating Costs of Westside Substation, on page 6 of the Agreement is amended to read as follows:

The City shall compensate the County on a monthly, pro rata basis utilizing the 2026- 2027 Fiscal Year rates as set forth in Exhibit A-1.

The remainder of the language in Section II. C. 1. a. shall be deleted.

7. Section VI. regarding Term of Agreement, on page 9 of the Agreement is amended to read as follows:
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The term of this Agreement is extended to and expires at 11:59 p.m. on September 30, 2026. The County shall, accordingly, provide law enforcement services under this Agreement through that date and time. The expiration of the term shall not affect the parties’ obligations to complete final reconciliation and payment for services rendered through the end of the term, and the provisions of Sections II.E, III, IV, and V shall survive expiration to the extent necessary to give them effect.

8. Remove “ Exhibit A – Proposed Costs for Fiscal Year 2024- 2025 Proposed Costs” in its entirety and replace with “ Exhibit A-1– 2026- 2027 Fiscal Year Rates” as attached to this Agreement and incorporated herein by reference.

9. Delete “ Exhibit B – Law Enforcement Contract Calculation of Annual Compensation” in in its entirety.

10. All references in the Agreement to “ County Patrol Activity Network Analysis” and COPANA” shall be deleted and replaced with the County Computer- Aided Dispatch CAD)” and “ CAD”, respectively.

11. Between the effective date of this Second Amendment and September 30, 2026, the Parties shall conduct an assessment of the rates set forth in Exhibit A-1 to determine whether such rates accurately reflect the costs of providing services under the Agreement in compliance with applicable law. Upon completion of the assessment, but no later than October 30, 2026, the Parties shall review the results of the assessment and reconcile all amounts paid by the City during the term of this Second Amendment. To the extent the assessment demonstrates that the City has overpaid or underpaid for services provided under this Agreement, the Parties shall make the appropriate adjustment, and any amount due from one Party to the other shall be paid within thirty (30) days after completion of the reconciliation.

12. Section VII. “Execution and Counterparts” is hereby added and incorporated into the Agreement and reads as follows:

This Agreement may be executed in one or more counterparts, each of which will be considered an original, but all of which together will constitute one and the same instrument. The parties agree that this Agreement, its amendments, and ancillary agreements to be entered into in connection with this Agreement will be considered signed when the signature of a party is delivered a method described herein.

Unless otherwise prohibited by law or County policy, the parties agree that an electronic copy of a signed contract, or an electronically signed contract, has the same force and legal effect as a contract executed with an original ink signature. The term “ electronic copy of a signed contract” refers to a transmission by facsimile, electronic mail, or other electronic means of a copy of an original signed contract in a portable document format.

The term “ electronically signed contract” means a contract that is executed by applying an electronic signature using technology approved by County. 343
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All other terms and conditions of the Agreement remain in full force and effect. In the event of a conflict between the original Agreement, as amended by the First Amendment, and this Second Amendment, this Second Amendment controls.

The Agreement as amended constitutes the entire agreement of the parties concerning the subject matter herein and supersedes all prior oral and written agreements, representations and understandings concerning such subject matter.

IN WITNESS WHEREOF, COUNTY and the CITY hereby agree to the terms of this Second Amendment to the Contract.

COUNTY OF SANTA CLARA CITY OF CUPERTINO
Otto Lee Date Tina Kapoor Date
President, Board of Supervisors City Manager
County of Santa Clara City of Cupertino
Signed and certified that a copy of this
document has been delivered by electronic
or other means to the President, Board of Supervisors.

Attest:

Curtis Boone Date
Clerk of the Board of Supervisors
Approved as to Form and Legality:

Stephanie M. Jackson Date
Deputy County Counsel
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CITY OF CUPERTINO
Agenda Item
Subject: City Manager Report
CITY OF CUPERTINO 2026Page 1 of 1 Printed on 6/11/
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Thursday, June 11, 2026
A Message from the City Manager
Hello Neighbors,
Dear Cupertino Community,
As summer begins, Cupertino continues to advance key priorities that will help shape our community’ s future. This week, we met with state legislators to discuss a range of issues affecting Cupertino, including housing legislation and its impact on City operations, our current fiscal outlook, and transportation safety priorities such as e-bike safety and the implications of recent state policy. These discussions provided an important opportunity to share the City’ s perspective and advocate for Cupertino’ s needs.

We are also highlighting ongoing efforts to engage the community in important local decisions. First and foremost, negotiations with the Santa Clara County for law enforcement services continue. The City Council will hold a study session on June 16 to discuss the law enforcement contract. We remain committed to keeping the community informed throughout this process and ensuring the continued delivery of public safety services for our residents.

In addition, the City is conducting a community survey on potential ballot measures related to the Utility Users Tax and parkland protections, which will be presented to the City Council in July to help inform future action. 346
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At the same time, we are pleased to share a recent milestone in advancing our housing goals: Valencia by SummerHill Homes broke ground last week along the Stevens Creek corridor, adding new townhomes that support Cupertino’ s longterm housing needs.

Finally, summer is truly a time to enjoy all that Cupertino has to offer -- especially this Fourth of July – where we celebrate America 250 with the fireworks, outdoor concerts, and the Summer of Celebration Shop Local campaign. My newsletter provides plenty of opportunities for our community to get involved, including nominations for the CREST Awards and participation in the America 250 Art Showcase.

Thanks for staying engaged. I hope you have a great start to the summer, and I look forward to seeing many of you at our upcoming events.

Read the full City Manager' s Newsletter June 11, 2026 and all previous editions at cupertino. gov/ cmnewsletter.

Warm Regards,
Tina Kapoor, City Manager
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CITY OF CUPERTINO
Agenda Item
Subject: Councilmember Reports
CITY OF CUPERTINO 2026Page 1 of 1 Printed on 6/11/
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1 CITY COUNCILMEMBER REPORT
Meeting: June 16, 2026
Reporting Councilmember: Councilmember J.R. Fruen
Report Dates: 5/26/ 26 to 6/8/26
Item Date, Title, and Description:

Event 1. May 26, 2026 – Walk ‘n’ Roll to School Day – At the invitation of Lincoln Elementary School— my first CUSD school as a student in the 1980s— I participated in the Walk ‘ n’ Roll to School Day appreciation activity. Representatives from the school administration and Safe Routes to School joined in to distribute awards stickers of the students’ own design and biking safety lights to students who walked or biked to school that day.

Event 2. May 28, 2026 – Cities Association of Santa Clara County Executive Committee Meeting– I attended this meeting of the Executive Committee in advance of the Cities Association’ s annual June membership event and to discuss the recruitment of a new Executive Director.

Event 3. May 29, 2026 – Meeting with Representatives of SummerHill Homes – I met with representatives of SummerHill homes with regard to their Bandley Avenue project application.

Event 4. June 1, 2026 – Meeting with the City Manager – I met with City Manager Tina Kapoor to go over upcoming council agenda items, items of interest, and issues raised by residents.

Event 5. June 2, 2026 – Meeting with Representative of Apple, Inc. – I met with Rod Diridon, Jr. of Apple, Inc. with regard to the SummerHill Homes project application on Bandley Drive.

Event 6. June 2, 2026 – Meeting with Representatives of SummerHill Homes – I met with representatives of SummerHill homes with regard to their Bandley Drive project application. 349
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City Council Councilmember Report
2 Event 7. June 4, 2026 – Groundbreaking Ceremony for 20840 Stevens Creek Boulevard – Together with Mayor Moore and members of the Planning Commission, I participated in the groundbreaking ceremony for a new townhome development replacing the long-empty Fontana’ s and Pizza Hut restaurant sites and the recently closed Staples location on Stevens Creek Boulevard. The project will provide homes for 59 families. Project details are available on the city’ s website here.

Event 8. June 4, 2026 – Santa Clara County Library District JPA Board Meeting – I attended this meeting in my capacity as Cupertino’ s representative to the SCCLD. The Board adopted its budget for the upcoming fiscal year. The SCCLD boasts very healthy reserves, including $ 26 million in undesignated funds. Even after accounting for a potential ERAF payment to the County of $16 million, the SCCLD will still have at least $ 10 million in undesignated reserves, nearly a million of which will be apportioned to the Cupertino Library as part of a decade- old harmonization agreement accounting for the Cupertino Library’ s extraordinarily high utilization rate. Meeting materials are available here.

Event 9. June 6, 2026 – Cupertino Little League Closing Ceremony – Together with Mayor Moore, Councilmember Mohan, and Assemblymember Ahrens, I joined the Cupertino Little League for their season- closing awards and recognition ceremony. It was a bright and cheery day with much for the League to celebrate.

Event 10. June 6, 2026 – Meeting with the City Manager – I met with City Manager Tina Kapoor to go over upcoming council agenda items, items of interest, and issues raised by residents.
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1 CITY COUNCILMEMBER REPORT
Meeting: June 16, 2026
Reporting Councilmember: Councilmember Sheila Mohan
Report Dates: 5/26/26 to 6/8/26
Item Date, Title, and Description:
5/1/26: Attended a prep session conducted by staff which provided details of proposed townhome development by Summerhill Homes on Bandley Drive. The residential project will feature 27 three- story homes, including 5 affordable units, replacing a commercial building on a

1.55 acre site. Council approved this at the 5/2/26 meeting. 5/2/26: At the request of Summerhill Homes applicants, I attended a zoom meeting with the principal developers who made a brief presentation on their plans for the townhome project on Bandley Drive. The discussion included details of tree removal ( 25) and replacement with 55 new trees., as well as architectural details such as placement of front doors and overall appearance of the entire development.
6/6/26 I was pleased to attend the Cupertino Little League’ s closing ceremonies, along with Mayor Moore and Councilmember Fruen. Assemblymember Patrick Aherns also attended. This is always a heart-warming event with parents, volunteers and enthusiastic children coming together for the end of the softball season. 5/6/26 Along with several bay area elected officials, I attended the 14th anniversary of the Balaji Hindu Temple in San Jose. As always, this was a well-attended event attended by hundreds of temple devotees, volunteers and community members. I made a few remarks about the Indian- American community in Cupertino, and the many festivals we celebrate. 351
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1 CITY COUNCILMEMBER REPORT
Meeting: June 16, 2026
Reporting Councilmember: Mayor Kitty Moore
Report Dates: 5/ 26/ 26 to 6/ 8/ 26
Item Date, Title, and Description:

May 26, 2026. Sheriff Contract Ad hoc Committee meeting.

May 27, 2026. De Anza College Nursing Advisory Board Meeting. De Anza College’s Nursing program continues to be full. The program has a route to San Jose State University to have a four-year degree.

May 27, 2026. West Valley Mayors and Managers Meeting. Inquired about internship programs and opportunities for youth to volunteer and/ or learn about local government.

May 28, 2026. Agenda Review.

May 28, 2026. Meeting with Cupertino Staff and representatives from the Hong Kong Economic Trade office to hear about their access to films and whether there is a way to collaborate and find a local location to screen films.

May 29, 2026. Summerhill Bandley prep session with Staff.

May 29, 2026. 2 hour required training from SB 827: Fundamentals of Municipal Finances and Financial Management which was conducted by Michael Coleman.

May 29, 2026. Community Funding, Grants and Festival Fee Waivers Subcommittee meeting.

May 28, 2026. Summerhill Bandley meeting with the developer.

May 29, 2026. Cupertino Citizen Corps Exercise at City Hall. This very-well attended and coordinated event had a mock earthquake at City Hall for training. If you would like to join CERT please sign up at: https:// www.eventbrite.com/ e/ community-emergency-responseteam-cert-academy-summer-2026-tickets-1975869945195?aff=oddtdtcreator The next training is in Saratoga from August 4 – August 15. This is one of the qualifications the Council wants to see for Public Safety Commissioners.
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2 May 29, 2026. Euphrat Museum of Art at De Anza College, visited the Arts and Culture Commission’s agendized tour of the museum which had their student art exhibit on display.

May 30, 2026. Joint Eagle Court of Honor. Spoke at
and provided certificates to seven new Eagle Scouts.

Only 5-6% of Scouts reach the Eagle level and they
often go on to leadership positions.

June 1, 2026. Lunch meeting withconstituents.

June 2, 2026. Regular Cupertino City Council
meeting.

June 4, 2026. Summerhill Ground Breaking at the
Staples site where 59 new townhomes which include
12 affordable to moderate/ median rates.

June 4, 2026. Sheriff contract ad hoc committee.

June 5, 2026. Meeting with constituents in VHFSZ regarding non-functional turflaw.

June 5, 2026. Agenda review and meeting with City Manager.

June 5, 2026. Meeting with Mayor Bhateja and City Manager RE Sheriff’s contract.

June 6, 2026. Cupertino Little League’s Closing Ceremonies at Wilson Park. Wonderful community of baseball players held a closing ceremony withtrophies.

June 7, 2026. Summer Inclusive Potluck sponsored by the City of Cupertino grant funding to Active Circle and
supported by Assemblymember Ahrens at Seven Seas Park,
Sunnyvale.
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3 June 8, 2026. Attended Apple Event WWDC26 with the City Manager to learn about the new software updates, AI, and parental controls.
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CITY OF CUPERTINO
Agenda Item
Subject: Upcoming Draft Agenda Items Report
CITY OF CUPERTINO 2026Page 1 of 1 Printed on 6/11/
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Upcoming Draft Agenda Items

CITY OF CUPERTINO
City Council
Tuesday, July 7, 2026
StudyessionStudy Session
26-15157 Subject: Update to the Health and Safety Element of the Cupertino General Plan: 2015 - 2040 Community Vision; Provide Direction.

Ceremonial Items
26-15182 Subject: Proclamation Recognizing Monta Vista High School Science Olympiad Team on their win at the National Science Olympiad Championship.
26-14865 Subject: Recognition of the Parks and Recreation Department Administration; Community Events, Facilities, Youth and Teen Recreation; Outdoor Recreation; Senior Wellness and Recreation; Sports, Fitness, and Recreation Divisions) in conjunction with July as Parks and Recreation Month
26-15207 Subject: Proclamation Recognizing Kennedy Middle School Science Olympiad Team on taking Fourth Place at the National Science Olympiad Championship.

Consent Calendar
26-15211 Subject: Approval of a Final Map and the Subdivision Improvement Agreement for the 59-Unit Valencia Development Project ( Tract No. 10676; Applicant: SummerHill Stevens Creek LLC; Location: Formerly 20770, 20830 and 20840 Stevens Creek Blvd; APN: 359- 08-031) 26-14969 Subject: Approval of the Bi-Annual Strategic Planning Process as presented at the February 28, 2026, Council special meeting. 26-15096 Subject: Review of Future agenda items requested by City Councilmembers (“ TBD List”).
26-15200 Subject: Real Estate Matter Related to 10480 Finch Avenue 25-14430 Subject: Receive the Monthly Treasurer' s Investment Report for 25-14448 Subject: Receive the Monthly Treasurer' s Report for 25-14678 Subject: Approval of June 16, 2026 City Council meeting minutes Public Hearings
26-15201 Subject: Introduction of an Ordinance Amending Chapter 19 (Zoning) of the Cupertino Municipal Code
Future Agenda Items

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Thursday, June 11, 2026
25-14702 Subject: Upcoming Draft Agenda Items Report
Action Calendar
26-15138 Subject: Draft Response to the 2026 Santa Clara County Civil Grand Jury Report entitled, " Convenience vs. Compliance: Brown Act Risks in Cupertino' s Meeting Practices"
26-15179 Subject: Present Survey Results for potential Parkland Rezoning and Modernization of Utility Users Tax Ballot Measures
Councilmember Reports
25-14632 Subject: Councilmember Reports
City Manager Report
25-14658 Subject: City Manager Report
Tuesday, July 21, 2026
Closed SessionClosed Sesion
26-15202 Subject: Closed Session per California Government Code Section Consent Calendar
25-14439 Subject: Ratifying Accounts Payable for the periods ending 26-15110 Subject: Approval of a Final Map and the Subdivision Improvement Agreement for The Rise Development Project ( Tract No. 10546; Applicant:

Vallco Property Owner, LLC; APN: 316- 20-121 & - 122)
25-14680 Subject: Approval of July 7, 2026 City Council meeting minutes 26-14764 Subject: Annual Evaluation Report on the Federal Emergency Management Agency ( FEMA) Community Rating System’ s ( CRS) Program for Public Information
25-14201 Subject: Adoption of Resolution No. 26-XXX authorizing the City Manager to accept $ 850,000 in federal grant funds from the Community Project Funding/ Congressionally Directed Spending Program, and Award a Design Professional Services Agreement to Biggs Cardoza Associates, Inc. for a total not to exceed amount of $ 1,247,280, for the McClellan Road Bridge Project.
26-15180 Subject: Approve Placement of a Ballot Measure for Parkland Rezoning and a Ballot Measure for Utility Users Tax in the November 3, 2026 General Election.
26-15214 Subject: Second Reading and enactment of an Ordinance Amending Chapter 19 (Zoning) of the Cupertino Municipal Code
Public Hearings
26-14918 Subject: Approval of lien assessment and collection of fees on private parcels resulting from abatement of public nuisance ( weeds and/ or brush) for the annual Weed and Brush Abatement Programs

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Thursday, June 11, 2026
Future Agenda Items
25-14703 Subject: Upcoming Draft Agenda Items Report
Action Calendar
26-14765 Subject: Adoption of the Active Transportation Plan (ATP) 26-14993 Subject: Approval of a City naming, logo, donation and sponsorship policy (60 min)
26-15203 Subject: Consider Approval of the City Council Response to the 2026 Santa Clara County Civil Grand Jury Report entitled, " Convenience vs.

Compliance: Brown Act Risks in Cupertino' s Meeting Practices" Councilmember Reports
25-14633 Subject: Councilmember Reports
City Manager Report
25-14659 Subject: City Manager Report
Tuesday, September 1, 2026
Ceremonial ItemsCeremonial Items
26-14984 Subject: Recognition of Innovation & Technology Department Applications, GIS, Infrastructure, Multimedia, and Administration Divisions)
Consent Calendar
26-15122 Subject: Resolution amending the City of Cupertino Conflict of Interest Code for officials and designated employees; Amended 2026 Local Agency Biennial Notice
25-14681 Subject: Approval of July 21, 2026 City Council meeting minutes 25-14449 Subject: Receive the Monthly Treasurer' s Report for 25-14431 Subject: Receive the Monthly Treasurer' s Investment Report for Future Agenda Items
25-14706 Subject: Upcoming Draft Agenda Items Report
Action Calendar
25-14162 Subject: Introduction of Amendments to Municipal Code Section 2.88.100 Duties- Powers- Responsibilities of the Audit Committee 25-14521 Subject: Approval to execute a contract with Santa Clara County Office of the Sheriff for a five-year period 2025/ 26 to 2030/ 31 26-15034 Subject: Receipt and Review of Baker Tilly City Council Policy Review Report; Direction to Staff
26-15164 Subject: Revisions to City of Cupertino City Council Procedures Manual.

Postponed on May 5, 2026)
Councilmember Reports
25-14636 Subject: Councilmember Reports

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Thursday, June 11, 2026
City Manager Report
25-14662 Subject: City Manager Report

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