CC 05-15-2025 Searchable PacketThursday, May 15, 2025
6:00 PM
CITY OF CUPERTINO
Special Televised Meeting
10350 Torre Avenue, Council Chamber and via Teleconference; and
Teleconference Location Pursuant to Government Code section 54953(b)(2)
Sheraton Stockholm, Tegelbacken 6, 101 23, 101 23 Stockholm, Sweden, Hotel
Lobby
City Council
LIANG CHAO, MAYOR
KITTY MOORE, VICE MAYOR
J.R. FRUEN, COUNCILMEMBER
SHEILA MOHAN, COUNCILMEMBER
R "RAY" WANG, COUNCILMEMBER
AGENDA
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City Council Agenda May 15, 2025
IN-PERSON AND TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION
Members of the public wishing to observe the meeting may do so in one of the following
ways:
1) Attend in person at Cupertino Community Hall, 10350 Torre Avenue.
2) Tune to Comcast Channel 26 and AT&T U-Verse Channel 99 on your TV.
3) The meeting will also be streamed live on and online at www.Cupertino.org/youtube
and www.Cupertino.org/webcast
Members of the public wishing to comment on an item on the agenda may do so in the
following ways:
1) Appear in person at Cupertino Community Hall
2) E-mail comments by 4:00 p.m. on Thursday, May 15 to the Council at
publiccomment@cupertino.gov. These e-mail comments will also be received by each City
Councilmember, the City Manager, and the City Clerk’s Office. Comments on non-agenda
items sent to any other email address will be included upon the sender's request.
Emailed comments received following the agenda publication, prior to or during the
meeting, will be posted to the City’s website.
Oral public comments may be made during the public comment period for each agenda
item.
Members of the audience who address the City Council must come to the
lectern/microphone, and are requested to complete a Speaker Card and identify themselves.
Completion of Speaker Cards and identifying yourself is voluntary and not required to
attend the meeting or provide comments.
3) Teleconferencing Instructions
To address the City Council, click on the link below to register in advance and access the
meeting:
Online
Register in advance for this webinar:
https://cityofcupertino.zoom.us/webinar/register/WN_OqN72_AnSIOfxnzlKXw6GA
Phone
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City Council Agenda May 15, 2025
Dial: 669-900-6833 and enter Webinar ID: 884 3990 2201 (Type *9 to raise hand to speak, *6 to
unmute yourself). Unregistered participants will be called on by the last four digits of their
phone number.
Join from an H.323/SIP room system:
H.323:
144.195.19.161 (US West)
206.247.11.121 (US East)
Meeting ID: 884 3990 2201
SIP: 88439902201@zoomcrc.com
After registering, you will receive a confirmation email containing information about
joining the webinar.
Please read the following instructions carefully:
1. You can directly download the teleconference software or connect to the meeting in your
internet browser. If you are using your browser, make sure you are using a current and
up-to-date browser: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain
functionality may be disabled in older browsers, including Internet Explorer.
2. You will be asked to enter an email address and a name, followed by an email with
instructions on how to connect to the meeting. Your email address will not be disclosed to
the public. If you wish to make an oral public comment but do not wish to provide your
name, you may enter “Cupertino Resident” or similar designation.
3. When the Mayor calls for the item on which you wish to speak, click on “raise hand,” or,
if you are calling in, press *9. Speakers will be notified shortly before they are called to
speak.
4. When called, please limit your remarks to the time allotted and the specific agenda topic.
5. Members of the public that wish to share a document must email cityclerk@cupertino.org
prior to the meeting. These documents will be posted to the City’s website after the
meeting.
NOTICE AND CALL FOR A SPECIAL MEETING OF THE CUPERTINO CITY COUNCIL
NOTICE IS HEREBY GIVEN that a special meeting of the Cupertino City Council is hereby
called for Thursday, May 15, 2025, commencing at 6:00 p.m. in Community Hall Council
Chamber, 10350 Torre Avenue, Cupertino, California 95014 and via teleconference, and
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City Council Agenda May 15, 2025
Teleconference Location Pursuant to Government Code section 54953(b)(2) Sheraton
Stockholm, Tegelbacken 6, 101 23, 101 23 Stockholm, Sweden, Hotel Lobby. Said special
meeting shall be for the purpose of conducting business on the subject matters listed below
under the heading, “Special Meeting."
SPECIAL MEETING
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
POSTPONEMENTS AND ORDERS OF THE DAY
CONSENT CALENDAR
1.Subject: Accept City Council Subcommittee recommendation regarding the 2025 July
4th fireworks
Recommended Action: Accept the City Council Subcommittee recommendation
regarding the 2025 July 4th fireworks
Staff Report
A - Council Subcommittee Recommendation
PUBLIC HEARINGS
Effective January 1, 2023, Government Code Section 65103.5 (SB 1214) limits the distribution of
copyrighted material associated with the review of development projects. Members of the public wishing
to view plans that cannot otherwise be distributed under SB 1214 may make an appointment with the
Planning Division to view them at City Hall by sending an email to planning@cupertino.org. Plans
will also be made available digitally during the hearing to consider the proposal.
2.Subject: Public Hearing Pursuant to Government Code Section 3502.3 to Receive a
Report on City of Cupertino Vacancies, and Recruitment and Retention Efforts.
(Continued from May 6, 2025)
Recommended Action: Receive the informational report on City of Cupertino
Vacancies, and Recruitment and Retention Efforts Pursuant to Government Code
Section 3502.3.
Staff Report
A - Assembly Bill 2561
CC 05-06-2025 Item No. 11. AB2561 Vacancy Rates Public Hearing_Staff Presentation (Added 5-5-25)
CC 05-06-2025 Item No. 11. AB2561 Vacancy Rates Public Hearing_Supplemental Report (Added
5-6-2025)
CC 05-06-2025 Item No. 11. Attachment B - Vacancy Info (Added 5-6-2025)
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City Council Agenda May 15, 2025
ACTION CALENDAR
3.Subject: Per the Council's direction, review potential Capital Improvement Plan (CIP)
projects to be defunded from the current approved list. (Continued from May 6, 2025)
Recommended Action: City Council shall consider:
A) Which of the following projects to consider defunding and eliminating, or;
B) Reaffirm the current Capital Improvement Programs project list.
Staff Report
A – FY 25-26 CIP Project Narratives-defunding review
B – FY 25-26 CIP Fiscal Summary Table
C – Photovoltaic Systems project cost analysis February 2025
CC 05-06-2025 Item No. 14 Review CIP Projects to be defunded_Written Communications (added
5-5-25)
STUDY SESSION
4.Subject: Initial Study Session on Fiscal Year (FY) 2025-26 Proposed Budget and FY
2025-26 Capital Improvement Programs
Recommended Action: Initial Study Session on Fiscal Year (FY) 2025-26 Proposed
Budget and FY 2025-26 Capital Improvement Programs
A - FY 2025-26 Proposed Budget
B - FY 2025-26 CIP
C - FY 25-26 Community Funding Recommendation from Parks and Recreation Commission
ADJOURNMENT
Lobbyist Registration and Reporting Requirements: Individuals who influence or attempt to influence
legislative or administrative action may be required by the City of Cupertino’s lobbying ordinance
(Cupertino Municipal Code Chapter 2.100) to register and report lobbying activity. Persons whose
communications regarding any legislative or administrative are solely limited to appearing at or
submitting testimony for any public meeting held by the City are not required to register as lobbyists.
For more information about the lobbying ordinance, please contact the City Clerk’s Office at 10300
Torre Avenue, Cupertino, CA 95014; telephone (408) 777-3223; email cityclerk@cupertino.org; and
website: www.cupertino.org/lobbyist.
The City of Cupertino has adopted the provisions of Code of Civil Procedure §1094.6; litigation
challenging a final decision of the City Council must be brought within 90 days after a decision is
announced unless a shorter time is required by State or Federal law.
Prior to seeking judicial review of any adjudicatory (quasi-judicial) decision, interested persons must
file a petition for reconsideration within ten calendar days of the date the City Clerk mails notice of the
City’s decision. Reconsideration petitions must comply with the requirements of Cupertino Municipal
Code §2.08.096. Contact the City Clerk’s office for more information or go to
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City Council Agenda May 15, 2025
http://www.cupertino.org/cityclerk for a reconsideration petition form.
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this
meeting who is visually or hearing impaired or has any disability that needs special assistance should
call the City Clerk's Office at 408-777-3223, at least 48 hours in advance of the meeting to arrange for
assistance. In addition, upon request in advance by a person with a disability, meeting agendas and
writings distributed for the meeting that are public records will be made available in the appropriate
alternative format.
Any writings or documents provided to a majority of the Cupertino City Council after publication of
the packet will be made available for public inspection in the City Clerk’s Office located at City Hall,
10300 Torre Avenue, Cupertino, California 95014, during normal business hours; and in Council
packet archives linked from the agenda/minutes page on the City web site.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code section
2.08.100 written communications sent to the City Council, Commissioners or staff concerning a matter
on the agenda are included as supplemental material to the agendized item. These written
communications are accessible to the public through the City website and kept in packet archives. Do
not include any personal or private information in written communications to the City that you do not
wish to make public, as written communications are considered public records and will be made
publicly available on the City website.
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CITY OF CUPERTINO
Agenda Item
25-13991 Agenda Date: 5/15/2025
Agenda #: 1.
Subject:Accept City Council Subcommittee recommendation regarding the 2025 July 4th fireworks
Accept the City Council Subcommittee recommendation regarding the 2025 July 4th fireworks
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CITY COUNCIL STAFF REPORT
Meeting: May 15, 2025
Subject
Approve the City Council Subcommittee recommendation regarding the 2025 July 4th
fireworks
Recommended Action
Approve the City Council Subcommittee recommendation regarding the 2025 July 4th
fireworks
Reasons for Recommendation
On February 4, 2025, the City Council approved a budget allocation of $140,000 for the
2025 July 4th fireworks event and formed a City Council Subcommittee comprised of
Councilmember R “Ray” Wang and Vice Mayor Kitty Moore to bring back specific event
details for Council consideration. This allocation includes all expenses related to fireworks
including staff time.
On March 18, 2025, the City Council received a verbal report from the Subcommittee
regarding options and considerations for the 2025 July 4th fireworks event. The Council
did not provide direction regarding the next steps.
The Subcommittee recommendation is outlined in Attachment A. Staff is seeking approval:
“Based on the response from Sand Hill and the availability at Hyde, it appears that the
best venue will be Hyde Middle School.
At this moment, project status is the following:
1. Funding - secured
2. Venue - evaluated and recommended - Hyde
3. Vendor - City in discussions with Pyro Spectaculars and other providers
4. Permits - Parks and Rec
On behalf of Vice Mayor Moore and myself, our recommendation is to go with Hyde”
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Next Steps
If the Council approves the Subcommittee’s recommendation, staff will proceed with
implementation including contracting with the vendor, securing permits, and coordinating
logistics with the relevant departments and outside agencies.
Sustainability Impact
There are no sustainability impact implications associated with this report.
Fiscal Impact
The budget allocation of $140,000 for the fireworks event was approved on February 4,
2025, as part of the 2025 budget. The amount has been added as a recurring charge and is
also included in the FY 2025–26 budget.
California Environmental Quality Act
Not applicable.
City Work Program (CWP) Item: No
CWP Item Description: N/A
Council Goal: N/A
Prepared by: Kirsten Squarcia, City Clerk
Approved for Submission by: Tina Kapoor, Acting City Manager
Attachments:
A – Council Subcommittee Recommendation
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From: R "Ray" Wang <RWang@cupertino.gov>
Sent: Saturday, April 26, 2025 9:53 AM
To: Pamela Wu <PamelaW@cupertino.gov>; Rachelle Sander <RachelleS@cupertino.gov>; Michael Woo
<MichaelW@cupertino.gov>
Cc: Kitty Moore <KMoore@cupertino.gov>; Floy Andrews <FloyA@cupertino.gov>
Subject: FOURTH OF JULY FIREWORKS
Dear CM Wu, CDA Woo, Director Saner,
Based on the response from Sand Hill and the availability at Hyde, it appears that the best
venue will be Hyde Middle School.
At this moment, project status is the following:
1. Funding - secured
2. Venue - evaluated and recommended - Hyde
3. Vendor - City in discussions with Pyro Spectaculars and other providers
4. Permits - Parks and Rec
On behalf of Vice Mayor Moore and myself, our recommendation is to go with Hyde but we are
open to hear any other input from Director Sander or CM Wu on venue.
Look forward to providing this update to the rest of the City Council and public at the
appropriate time.
Thank you for all your hard work.
R
R "Ray" Wang
Councilmember
City Council
RWang@cupertino.gov
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CITY OF CUPERTINO
Agenda Item
25-13961 Agenda Date: 5/15/2025
Agenda #: 2.
Subject:Public Hearing Pursuant to Government Code Section 3502.3 to Receive a Report on City of
Cupertino Vacancies, and Recruitment and Retention Efforts. (Continued from May 6, 2025)
Receive the informational report on City of Cupertino Vacancies, and Recruitment and Retention Efforts
Pursuant to Government Code Section 3502.3.
CITY OF CUPERTINO Printed on 5/9/2025Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: May 15, 2025
Subject
Public Hearing Pursuant to Government Code Section 3502.3 to Receive a Report on City
of Cupertino Vacancies, and Recruitment and Retention Efforts.
Recommended Action
Receive the informational report on City of Cupertino Vacancies, and Recruitment and
Retention Efforts Pursuant to Government Code Section 3502.3.
Background
As part of the FY 2024-25 Mid-Year Financial Report on March 4, 2024. City staff informed
City Council of vacancy reporting requirements ahead of budget adoption. Assembly Bill
("AB") 2561, codified in Government Code section 3502.3, passed in 2024, and requires
public agencies to hold a public hearing to address the status of job vacancies prior to the
adoption of the upcoming final budget. During this public hearing, the City must present
information on the status of vacancies and the City's recruitment and retention efforts. If
necessary, the City will identify necessary changes to policies, procedures, or recruitment
activities that may lead to obstacles in the hiring process. This public hearing will ensure
compliance with the new law.
Reasons for Recommendation
Assembly Bill (“AB”) 2561, passed in 2024, requires public agencies to hold a public
hearing to address the status of job vacancies prior to the adoption of the upcoming final
budget. Staff will present the following required information at the public hearing:
1. The status of vacancies at the City of Cupertino.
2. Information on the City of Cupertino’s recruitment and retention efforts.
3. Obstacles in the City of Cupertino's policies, procedures, and recruitment activities
that may create challenges in the hiring process.
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Based on the findings, staff recommends that Council receive the informational report on
City of Cupertino Vacancies, and Recruitment and Retention Efforts Pursuant to
Government Code Section 3502.3.
As of April 14, 2025, there are no bargaining units with a vacancy rate exceeding 20%. If
the number of job vacancies within a single bargaining unit meets or exceeds 20% of the
total number of authorized full-time positions, the staff presentation will also include the
following information:
1. The total number of job vacancies within the bargaining unit.
2. The total number of applicants for vacant positions within the bargaining unit.
3. The average number of days to complete the hiring process from when a position is
posted.
4. Opportunities to improve compensation and other working conditions.
Sustainability Impact
No sustainability impact.
Fiscal Impact
No fiscal impact.
City Work Program (CWP) Item/Description
None
California Environmental Quality Act
No California Environmental Quality Act impact.
_____________________________________
Prepared by: Vanessa Guerra, Human Resources Manager
Reviewed by: Kristina Alfaro, Director of Administrative Services
Bargaining Unit Total
Positions
Vacant
Positions
Vacancy
Rate As of
4/14/2025
Cupertino Employees’ Association (CEA)/IFPTE
Local 21
72 8 11.1%
Operating Engineers Local No. 3 Union, AFL-CIO
(OE3)
52 5 9.6%
Unrepresented Management/Appointed Employees 78 8 10.3%
TOTAL (Does not include 5 Council positions) 202 21 10.4%
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Floy Andrews, City Attorney
Approved for Submission by: Tina Kapoor, Acting City Manager
Attachments:
A – Assembly Bill 2561
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Assembly Bill No. 2561
CHAPTER 409
An act to add Section 3502.3 to the Government Code, relating to public employment.
[ Approved by Governor September 22, 2024. Filed with Secretary of State
September 22, 2024. ]
LEGISLATIVE COUNSEL'S DIGEST
AB 2561, McKinnor. Local public employees: vacant positions.
Existing law, the Meyers-Milias-Brown Act (act), authorizes local public employees, as defined, to form, join,
and participate in the activities of employee organizations of their own choosing for the purpose of
representation on matters of labor relations. The act requires the governing body of a public agency to meet and
confer in good faith regarding wages, hours, and other terms and conditions of employment with representatives
of recognized employee organizations and to consider fully presentations that are made by the employee
organization on behalf of its members before arriving at a determination of policy or course of action.
This bill would, as specified, require a public agency to present the status of vacancies and recruitment and
retention efforts at a public hearing at least once per fiscal year, and would entitle the recognized employee
organization to present at the hearing. If the number of job vacancies within a single bargaining unit meets or
exceeds 20% of the total number of authorized full-time positions, the bill would require the public agency, upon
request of the recognized employee organization, to include specified information during the public hearing. By
imposing new duties on local public agencies, the bill would impose a state-mandated local program. The bill
would also include related legislative findings.
The California Constitution requires local agencies, for the purpose of ensuring public access to the meetings of
public bodies and the writings of public officials and agencies, to comply with a statutory enactment that amends
or enacts laws relating to public records or open meetings and contains findings demonstrating that the
enactment furthers the constitutional requirements relating to this purpose.
This bill would make legislative findings to that effect.
The California Constitution requires the state to reimburse local agencies and school districts for certain costs
mandated by the state. Statutory provisions establish procedures for making that reimbursement.
This bill would provide that no reimbursement shall be made pursuant to these statutory provisions for costs
mandated by the state pursuant to this act, but would recognize that a local agency or school district may pursue
any available remedies to seek reimbursement for these costs.
Digest Key
Vote: majority Appropriation: no Fiscal Committee: yes Local Program: yes
Bill Text
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THE PEOPLE OF THE STATE OF CALIFORNIA DO ENACT AS
FOLLOWS:
SECTION 1. The Legislature finds and declares as follows:
(a) Job vacancies in local government are a widespread and significant problem for the public sector affecting
occupations across wage levels and educational requirements.
(b) High job vacancies impact public service delivery and the workers who are forced to handle heavier
workloads, with understaffing leading to burnout and increased turnover that further exacerbate staffing
challenges.
(c) There is a statewide interest in ensuring that public agency operations are appropriately staffed and that high
vacancy rates do not undermine public employee labor relations.
SEC. 2. Section 3502.3 is added to the Government Code, to read:
3502.3. (a) (1) A public agency shall present the status of vacancies and recruitment and retention efforts during a
public hearing before the governing board at least once per fiscal year.
(2) If the governing board will be adopting an annual or multiyear budget during the fiscal year, the
presentation shall be made prior to the adoption of the final budget.
(3) During the hearing, the public agency shall identify any necessary changes to policies, procedures, and
recruitment activities that may lead to obstacles in the hiring process.
(b) The recognized employee organization for a bargaining unit shall be entitled to make a presentation at the
public hearing at which the public agency presents the status of vacancies and recruitment and retention efforts
for positions within that bargaining unit.
(c) If the number of job vacancies within a single bargaining unit meets or exceeds 20 percent of the total
number of authorized full-time positions, the public agency shall, upon request of the recognized employee
organization, include all of the following information during the public hearing:
(1) The total number of job vacancies within the bargaining unit.
(2) The total number of applicants for vacant positions within the bargaining unit.
(3) The average number of days to complete the hiring process from when a position is posted.
(4) Opportunities to improve compensation and other working conditions.
(d) This section shall not prevent the governing board from holding additional public hearings about vacancies.
(e) The provisions of this section are severable. If any provision of this section or its application is held invalid,
the invalidity shall not affect other provisions or applications that can be given effect without the invalid
provision or application.
(f) For purposes of this section, “recognized employee organization” has the same meaning as defined in
subdivision (a) of Section 3501.
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SEC. 3. The Legislature finds and declares that Section 2 of this act, which adds Section 3502.3 to the
Government Code, furthers, within the meaning of paragraph (7) of subdivision (b) of Section 3 of Article I of
the California Constitution, the purposes of that constitutional section as it relates to the right of public access to
the meetings of local public bodies or the writings of local public officials and local agencies. Pursuant to
paragraph (7) of subdivision (b) of Section 3 of Article I of the California Constitution, the Legislature makes the
following findings:
It is in the public interest, and it furthers the purposes of paragraph (7) of subdivision (b) of Section (3) of Article
I of the California Constitution, to ensure that information concerning public agency employment is available to
the public.
SEC. 4. No reimbursement shall be made pursuant to Part 7 (commencing with Section 17500) of Division 4 of
Title 2 of the Government Code for costs mandated by the state pursuant to this act. It is recognized, however,
that a local agency or school district may pursue any remedies to obtain reimbursement available to it under Part
7 (commencing with Section 17500) and any other law.
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AB2561 Vacancy Rates Public
Hearing
CITY OF CUPERTINO
City Council Meeting May 6, 2025
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AB 2561 requires that, on an annual basis, public agencies assess and
address vacancy rates as well as:
1.Track job vacancies;
2.Present information on the status of the vacancies and recruitment
and retention efforts at least once per fiscal year; and
3.Identify any policies, procedures, and recruitment activities that
may present obstacles in hiring.
4.Additional Obligations May Apply if the Vacancy Rate in a
Bargaining Unit Exceeds 20%.
Assembly Bill (AB) 2561
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City of Cupertino Bargaining Units
Bargaining Unit Represented Classifications
Operating Engineers Local
No. 3 Union, AFL-CIO (OE3)
Maintenance positions
Cupertino Employees
Association/IFPTE Local 21
(CEA)
Professional, paraprofessional,
technical, clerical positions
Unrepresented
Employees/Appointed
Employees
Management, Confidential
positions/Appointed by City
Council
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Budgeted Full-Time Equivalent (FE)
Full-Time (Excludes Part- Time staff)
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New Hires and Promotions
39
29 27 20 22 16
38
19 14 20
11
7 6 14 13
6
8
15
9
6
0
10
20
30
40
50
60
FY
15/16
FY
16/17
FY
17/18
FY
18/19
FY
19/20
FY
20/21
FY
21/22
FY
22/23
FY
23/24
FY
24/25
New Hire Promotion
YTD
Through
4/14/2025
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Vacancy Rates by Dept. (as of 4/14/25)
Department Total FTE Vacant FTE Vacancy Rate
City Manager’s Office 17 2 11.8%
City Attorney's Office 3 1 33.3%
Administrative Services 18 2 11.1%
Community Development 35 6 17.1%
Innovation & Technology 14 0 0%
Parks and Recreation 28 2 7.1%
Public Works 87 8 9.2%
Total 202 21 10.4%
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Vacancy Rates by Bargaining Unit*
Bargaining Unit Budgeted FTE Filled FTE Vacancy Rate
Operating
Engineers Local
No. 3 Union, AFL-
CIO (OE3)
52 47 9.6%
Cupertino
Employees
Association/IFPTE
Local 21 (CEA)
72 64 11.1%
Unrepresented
Employees/App
ointed
Employees
78 70 10.3%
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Recruitment Processes
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Recommendation and Alternatives
Staff Recommendation
Accept Vacancy Report and Conduct Public Hearing
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CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 1
Meeting: May 6, 2025
Agenda Item #11
Subject
Public Hearing Pursuant to Government Code Section 3502.3 to Receive a Report on City of
Cupertino Vacancies, and Recruitment and Retention Efforts.
Recommended Action
Receive the informational report on City of Cupertino Vacancies, and Recruitment and Retention
Efforts Pursuant to Government Code Section 3502.3.
Background:
Staff’s responses to questions received from councilmembers are shown in italics.
Q1: I understand that the city often does not immediately start recruitment when a position
becomes vacant. One example is the Assistant City Manager position, which has been
vacant for one year and recruitment only started recently/ For example, the position of
Emergency Manager (Tom Chin) has been vacant for 4 months, but the city manager
decides to hire a consultant. Could we get a list of these vacant positions, the date they have
become vacant, the status of recruitment (when recruitment was started if at all or expected
date to start recruitment if at all, any reason on whether to delay recruitment)? (Mayor
Chao)
Staff Response: Please see attached spreadsheet
Q2: We have also some vacancy due to retirement. For example, I learned that one member
of the 4-member video team required at the end of last year and the city did not plan to fill
that position. Is that counted as one vacant position in this report? (When the position is
there, but the city does not plan to fill it.) (Mayor Chao)
Staff Response: This position was filled through recruitment.
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Q3: I have learned that another member of the remaining video team will retire soon, likely
in June. What is the recruitment plan so that the video team is not understaffed, especially
when we know of upcoming retirement ahead of time? (Mayor Chao)
Staff Response: It is tentative at this time, as there is no confirmation of a pending retirement in
video.
Q4: Even though not required by AB 2561, I would still like to know what retention efforts
were made in the past few years? (Mayor Chao)
Staff Response: The City’s retention efforts include a variety of programs such as employee
engagement events, investing in our employees with robust professional training and development
opportunities and a competitive salary and benefits program.
Attachments Provided with Original Staff Report:
A – Assembly Bill 2561
Attachments Provided with Supplemental:
B – Vacancy Info
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Dept Position Class Title (working title)Status Bargaining Unit # of Vacancies Date Vacant
AS Budget Manager Waiting for new Assistant Director Classification requested at
Proposed Budget
Unrep 1 7/13/2024
AS Management Analyst - overfilling Account Clerk I/II recruitment posted CEA 1 1/11/2025
CAO City Attorney None Appointed 1 2/23/2025
CDD Associate Planner recruitment posted CEA 1 4/1/2023
CDD Code Enforcement Officer recruitment posted CEA 1 6/9/2022
CDD Planning Manager (Housing Manager)Underfill with Assistant Housing Coordinator Classification
requested at Proposed Budget
Unrep 1 5/3/2023
CDD Associate Planner recruitment posted CEA 1 4/5/2025
CDD Senior Planner recruitment posted CEA 1 6/9/2022
CDD Senior Code Enforcement Officer pending acting assignment/posting July 2025 CEA 1 1/10/2025
CMO Assistant City Manager recruitment plan discussed Unrep 1 6/8/2024
CMO Senior Office Assistant posting mid May CEA 1 7/1/2023
PW Assistant Engineer None CEA 1 4/27/2024
PW Maintenance Worker I/II recruitment posted OE3 1 10/21/2024
PW Maintenance Worker I/II recruitment posted OE3 1 12/30/2024
PW Maintenance Worker I/II recruitment posted OE3 1 2/18/2025
PW Maintenance Lead posting mid May OE3 1 3/4/2025
PW Administrative Assistant recruitment posted Unrep 1 3/24/2025
PW Maintenance Lead posting mid May OE3 1 4/5/2025
REC Management Analyst (Emergency Analyst)None Unrep 1 5/11/2024
REC Assistant Director Parks and Recreation posting mid May Unrep 1 1/31/2025
Total 20
CC 05-06-2025 Item No. 11. Attachment B
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CITY OF CUPERTINO
Agenda Item
25-13962 Agenda Date: 5/15/2025
Agenda #: 3.
Subject: Per the Council's direction, review potential Capital Improvement Plan (CIP) projects to be
defunded from the current approved list.(Continued from May 6, 2025)
City Council shall consider:
A) Which of the following projects to consider defunding and eliminating, or;
B) Reaffirm the current Capital Improvement Programs project list.
CITY OF CUPERTINO Printed on 5/9/2025Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: May 15, 2025
Subject
Per the Council’s direction, review potential Capital Improvement Plan (CIP) projects to
be defunded from the current approved list.
Recommended Action
City Council shall consider:
A) Which of the following projects to consider defunding and eliminating, or;
B) Reaffirm the current Capital Improvement Programs project list.
Background
The proposed Fiscal Year (FY) 2025-2026 CIP and Five-year Plan was presented to the
City Council on April 2. The Council instructed staff to identify potential CIP projects to
be considered for removal or reduction in scope, and to be discussed in May. The
motion from the April 2 meeting is as follows:
MOTION: Chao moved and Moore seconded to approve the $2 million funding for
the three projects proposed by staff, including the following input:
• City Hall Annex to move forward with 100% design
• City Hall renovation to come back in October/November, including financing
options, cost-benefit analysis
• Potential items to consider for removal or reduction in scope – based on
Council input at the meeting or later – to come back in May
• Capital budget format goes to Audit Committee for consideration
Following the Council’s direction, staff has engaged with individual council members to
survey which existing CIP projects should be considered for removal or reduction in the
current approved scope. The following list comprises individual councilmember’s
suggestions:
1. Stevens Creek Boulevard CL IV Bikeway - Phase 2A Construction & Design of
Phase 2: requested by Councilmember Wang for defunding consideration.
2. Stevens Creek Boulevard CL IV Bikeway - Phase 2B Construction: requested by
Councilmember Wang for defunding consideration.
3. Stevens Creek Boulevard CL IV Bikeway - Bandley Dr. Signal: requested by
Councilmember Wang for defunding consideration.
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4. Photovoltaic Systems Design and Installation: requested by Councilmembers
Chao and Wang for potential reduction in the scope.
5. Bollinger Road Corridor Study: requested by Councilmembers Moore and Wang
for defunding consideration.
6. Silicon Valley Hopper EV Parking: requested by Councilmember Wang for
defunding consideration.
Refer to Attachments A and B for information shared on these projects at the April 2
Council meeting. Attachment C is cost analysis information on the Photovoltaic Systems
Design and Installation project from the presentation to the City Council on February 4
in the context of awarding the design-build contract.
Available Options
In the sections that follow, information is provided on the existing funding and the fiscal
impacts of defunding or continuing with each project.
1. Stevens Creek Boulevard Class IV Bikeway - Phase 2A Construction & Design of
Phase 2
Project Description: Phase 2A includes design and construction of the separated
bikeway along Stevens Creek Boulevard (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.
SCB Class IV Bikeways is the top priority from the 2016 Bicycle Transportation plan
(BTP), and a Tier One priority of the 2018 Pedestrian Transportation Plan (PTP) –
improving vehicular, bicyclist and pedestrian safety along one of Cupertino’s busiest
arteries was considered a highly important project. This project is also a subsequent
phase of a previous project (Phase 1). Phase 2 Design was approved as part of the
FY2020-2021 CIP, and Phase 2 Construction was approved as a new project in the
FY2021-2022 CIP.
Status of the project: The SCB Class IV Bikeway, Phase 2A will begin construction
activities in summer 2025. The contractor is currently procuring materials with long lead
times. Project completion is expected by the end of the calendar year.
Funding: The City anticipates receiving the grant funds upon completion of Phase 2A as
noted in the tables below. The grant funds will not increase the project funding but will
be used to reduce the expenditure of City funds allocated to the project.
//
//
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TABLE 1A
Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Unencumbered
Funds
Stevens
Creek Blvd.
Class IV
Bikeway
Phase 2A
Design (2A and 2B) and
Construction (2A) of the
separated bikeway along
Stevens Creek Blvd. from
Wolfe Road to DeAnza
Blvd. (Externally Funded,
in part)
FY20-21 $350,000 $2,350,000 $277,829
Expenses to
date: ~$310,000
Construction, City Funding FY21-22 $2,000,000
OBAG FY24-25 $807,000
SB1 FY24-25 $693,000
Fiscal Summary: The project (Phase 2A) has a total of $2,350,000 in City funding, not
including grants. Approximately $310K has been spent to date, and the project is
expected to have $2.2 million in expenses by the end of the project. The fiscal summary
from the 2/04/25 mtg is copied below.
TABLE 1B - FISCAL SUMMARY (information from February 4 Staff report)
Current Funding Status (Budget) Amount
City Approved Funds FY 21 – Phase 2A and 2B Design
Phase
$350,000
City Approved Funds FY 22 – Construction (Phase 2A) $2,000,000
Design and Construction Phase 2 – Subtotals:
(budget unit 420-99-036)
$2,350,000
Projected Funding Impact (Expenses) Amount
Design Phase Expenditures to date ($213,863)
Design Phase (for Phase 2B Design completion) ($96,620)
*Construction Contract ($1,569,798 base contract and
$156,980 contingency)
($1,726,778)
*Construction Management ($185,000)
Subtotal: ($2,222,261)
*If Phase 2A project were defunded, a portion of these funds could be recovered.
Summary Amount
Current Project Budget (420-99-036) $2,500,090
Projected Funding Impact ($2,222,261)
Remaining Funds: $277,829
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Construction Phase 2A
External Funding
Amount Local Match Total Amount
One Bay Area Grant (OBAG) **$807,000 $93,000 $900,000
Senate Bill 1 (SB1) **$693,000 $32,000 $725,000
Total **$1,500,000 $125,000 $1,625,000
**The grant funds will offset Phase 2A expenditures.
Option 1 – Defund the Project
Defunding the project would allow approximately $2.04 million ($2,350,000 - $310,000 =
$2,040,000) of City funds to be reallocated, pending resolution of expenditures on the
construction contract and construction management contracts which are not accounted
for presently. The City has paid approximately $310,000 in design phase expenses for
Phase 2A and 2B.
The SB1 funding ($693,000) can be reallocated to another qualifying project. The VTA
OBAG-2 funding ($807,000) would be lost. While it is possible that VTA would allow
relocation of these funds, it is highly unlikely. This action could also hinder the City’s
ability to secure OBAG grant funding in the future.
The City would also be cancelling two fully executed contracts for construction and
construction management/inspection. The City has a “termination for convenience”
clause built into our contracts. The City will need to provide some compensation to the
contractor for activities to date, but this would be a relatively small portion of the
contract total. At this time, an estimate would be $25K to $50K. With regards to future
project bids, there could be some impacts as some contractors may decide to focus
bidding efforts on projects from other Cities or private entities that do not have a history
of terminating contracts. Additionally, these contractors would most likely be reluctant
to spend time and effort on future bids in Cupertino.
Option 2 – Continue with the Project
Phase 2A construction has $1,500,000 in external funding which offsets the actual cost to
the city to approximately $725K. ($2,222,261 - $1,500,000 = $722,261).
TABLE 1C – FISCAL IMPACT OF DEFUNDING
Options Approved
City Funding
*Expenses/
Encumbrances
Grant
Funding
Applied
Funding
Return
Defund $2,350,000 ($310,000) $2,040,000
Proceed $2,350,000 ($2,222,261) $1,500,000 $1,627,739
Difference $412,261
*Expenses-to-date are noted in the context of Defunding. Encumbrances (contracts)
are considered if proceeding with the project.
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2. Stevens Creek Boulevard Class IV Bikeway - Phase 2B Construction
Project Description: Phase 2B includes construction of the separated bikeway along SCB
from De Anza Blvd. to Highway 85.
The designs for SCB Phase 2A and 2B were jointly funded. SCB Bikeway Phase 2B and
the Bandley Drive Signal Upgrade projects are intended to be combined during
construction to increase efficiency, however funding is noted separately because the
Bandley intersection project is partially funded with developer in-lieu fees.
This project is designated as a priority in the BTP and PTP and is a subsequent phase of
a previous project (Phase 1 and 2A). Improving vehicular, pedestrian and bicyclist safety
along SCB is a primary concern. The BTP named this the first priority, and the PTP
assigned this Tier 1 priority.
Status of the project: The SCB Class IV Bikeway, Phase 2B is 95% complete with the
design phase. Prior to commencing with bidding and construction, the City intends to
search for external funding sources and will return to City Council for funding approval
for the project.
TABLE 2
Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Unencumbered
funds
Stevens
Creek Blvd CL
IV Bikeway
Phase 2B
Construction of the
separated bikeway along
Stevens Creek Blvd from
De Anza Blvd to US-85.
This includes signal
upgrades at Bandley Drive.
*The design funding was in
conjunction with Phase 2A.
FY20-21 $0 $0 $0
*Expenses to
date: $0
*Expenses to date for design are included in the Phase 2A design total.
Option 1 – Defund the Project
Defunding the project would result in $0 of City funds to be reallocated. The City has
paid approximately $310,000 in design phase expenses for Phase 2A and 2B.
Option 2 – Continue with the Project
It is likely that external funding will be available for construction of Phase 2B to offset
the use of City funds. However, no external funding has been acquired for Phase 2B to
date. The estimated construction cost of this project is $1,800,000.
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3. Stevens Creek Boulevard Class IV Bikeway - Bandley Dr. Signal
Project Description: Upgrades to the traffic signal at Bandley Dr. and SCB will include
new conduit, wiring, traffic signal boxes, two new signal heads, and a split phase signal
operation for vehicles entering onto SCB, to enhance safety and overall signal operation
efficiency.
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 partially funded with developer in-lieu fees.
Status of the project: For efficiency, the design and construction of this project is
combined with the SCB Class IV Bikeway, Phase 2B project, which is 95% complete with
the design phase.
TABLE 3A
Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Unencumbered
Funds
Bandley
Intersection
Signal upgrades at
Bandley Drive. Scope of
work will be included in
SCB Phase 2B for
efficiency. (Externally
Funded, in part)
FY18-
19
$150,090 $142,208
Expenses to
date:
$7,882
In-Lieu funds FY18-
19
$25,658
City funding FY18-
19
$124,432
Option 1 – Defund the Project
Defunding the project would result in $116,550 of City funds to be reallocated. The
developer in-lieu funds would be addressed by the City Attorney at a future date.
Option 2 – Continue with the Project
It is likely that external funding will be available for construction of Phase 2B to offset
the use of City funds.
TABLE 3B – FISCAL IMPACT OF DEFUNDING
Options Approved
City Funding
*Expenses/
Encumbrances
Grant
Funding
Applied
Funding
Return
Defund $124,432 ($7,882) $116,550
Proceed $124,432 ($150,090) $25,658 $0
Difference $116,550
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*Expenses-to-date are noted in the context of Defunding. Encumbrances (contracts)
are considered if proceeding with the project.
4. Bollinger Road Corridor Study
Project Description: The City intends to undertake a multifaceted approach to further
inform the Bollinger Road Corridor Safety Study (BRCSS) recommendations. Traffic
modeling will perform microsimulation analyses of proposed alternatives. This will
evaluate potential impacts, such as congestion or traffic diversion, and identify
necessary mitigation measures. The City will engage a consultant to design and execute
a robust stakeholder engagement process, including interviews, surveys, and
workshops, culminating in a report to combines the findings and communicates
outcomes. Lastly, a traffic enforcement initiative, guided by the Safe System Approach,
will fund two traffic enforcement agents for a one-year pilot, enhancing safety as the
project develops.
This project is a health and safety priority, has been requested by the Bicycle Pedestrian
Commission in response to a fatality that occurred along this stretch of Bollinger Road,
is a subsequent phase of a previous project following the 2020 initial study. Enhancing
safety along the Bollinger Road Corridor is a priority in both the BTP and PTP. Secured
grant funding for the analysis made it fiscally responsible to begin the study at this time.
Status of the project: The City is coordinating with the grant agency to finalize and
execute the grant agreement. Once the grant agreement is finalized, the City intends to
procure a consultant team to perform the analysis and outreach efforts. The pre-
design/analysis work on the Bollinger Road Corridor will be a two+ year process that is
anticipated to be completed in FY 2028-2029. Funding for the final design and
construction would be pursued after the analysis is complete. It is anticipated that the
design and construction would be initiated in FY 2030-2031.
The grant funding secured is from a federal grant program, which currently leaves some
uncertainty as to whether the City will be able to finalize the grant agreement, and thus
the City has not initiated any efforts that result in further expenditure. Federal Highway
Administration (FHWA) has not yet signed the grant agreement and they are evaluating
all pending agreements.
TABLE 4A
Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Unencumbered
funds
Bollinger
Road Corridor
Study
Traffic analysis,
topographic and utilities
survey, and preliminary
engineering of Bollinger
FY24-
25
$106,400 $532,000 $532,000
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Road. (Externally Funded,
in part)
Safe Streets 4 All (SS4A)
grant
FY24-
25
$425,600
Option 1 – Defund the Project
Defunding the project would result in $106,400 of City funds being reallocated, and the
grant funding would be lost.
Option 2 – Continue with the Project
It is likely that external funding will be available for the design and construction of the
project once the traffic analysis and community input from this study are compiled into
a report.
TABLE 4B – FISCAL IMPACT OF DEFUNDING
Options Approved
City Funding
*Expenses/
Encumbrances
Grant
Funding
Applied
Funding
Return
Defund $106,400 $0 $106,400
Proceed $106,400 ($532,000) $425,600 $0
Difference $106,400
*Expenses-to-date are noted in the context of Defunding. Encumbrances (contracts)
are considered if proceeding with the project.
5. Photovoltaic Systems Design and Installation
Project Description: In 2023 PG&E announced a solar buy-back rate decrease,
designated as Net-Energy Metering 3 (NEM 3), for electricity generated by photovoltaic
(PV) systems. However, a window was provided to allow grandfathering buy-back
rates, at the more economically-attractive NEM 2.0 rates, if interconnection applications
were successfully submitted and corresponding systems are 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 of these 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.
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The City must connect the proposed photovoltaic systems to the grid by 4/15/2026 to
take advantage of the NEM 2.0 applications, which provides 75 – 80% greater
compensation than NEM 3 rates for electricity that is fed back into the electrical system.
The savings in utility costs are projected to be approximately $290K annually, and $13.4
million over a 30-year lifespan. Installation of the PV systems is projected to provide
substantial fiscal savings on utility costs. The use of cleaner energy sources is also a CAP
goal.
Status of the project: The PV project contracts for the design-build entity and
construction management were approved in February and the design phase is
underway.
TABLE 5A
Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Remaining
Funds
Photovoltaics
Systems (PV)
Design &
Installation
This project will design-build
PV systems at three
locations: Quinlan
Community Center,
Cupertino Sports Center, and
Community Hall.
Estimated Completion: 2026
FY24-25 $6,300,000 $6,300,000 $6,296,600
Fiscal Summary (information from the February 4 staff report to award the DB contract):
The PV Project budget (420-99-274) has a total City-funded approved project budget of
$6,300,000. The total expenditures after completion of the project are estimated to be
$4,624,491, with remaining funds of $1,675,509.
TABLE 5B - Fiscal Summary Table
Current Funding Status (Budget) Amount
City Approved Funds - FY 25 $6,300,000
Projected Funding Impact (Expenses) Amount
Expenses to date (Conceptual Design) ($59,610)
Construction Contract ($3,939,881 base contract and
$400,000 contingency)
($4,339,881)
Construction Management ($225,000)
Subtotal: ($4,624,491)
Summary Amount
Current Project Budget (420-99-036) $6,300,000
Projected Funding Impact ($4,624,491)
Remaining Funds: $1,675,509
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The City will apply for the Inflation Reduction Act (IRA) Direct Pay credit at the end of
the project. If the application is successful, the rebate will cover 30% of the cost of the PV
system installation. The project will also pursue the “Build America Buy America Act”
(BABAA) domestic content bonus credit program for energy projects, which could
return an additional 10% to the City. The BABAA bonus credit requires that the project
use a specified percentage of domestically produced steel, iron, and manufactured
products. The revenue from either of these rebate programs, as much as $1.4 million, is
not guaranteed.
The IRA credits are potentially at risk. At this time, Presidential Administration has
paused all funding disbursements for projects funded by the Inflation Reduction Act.
Any disbursements are currently required to receive specific approval from the federal
government.
Option 1 – Defund the Project
Defunding the project would result in approximately $6.2 million of City funds to be
reallocated. The design-build contract with Syserco ($3.9 million) has been executed and
some funds would be reimbursed to Syserco for time spent. The City would not see the
$13.4 million in savings over the next 30 years on utility costs – those savings would be
lost if the project is defunded.
Option 2 – Continue with the Project
This project is anticipated to save $13.4 million in the next 30 years in utility costs. Refer
to Attachment C for more detail. With the federal rebates projected, 9 years is the
payback period for the project costs. Without the federal rebates, the payback period is
13 years.
TABLE 5C – FISCAL IMPACT OF DEFUNDING
Options Approved
City Funding
*Expenses/
Encumbrances Rebate Funding
Return
Defund $6,300,000 ($59,610) $6,240,390
Proceed $6,300,000 ($4,624,491) $1,679,068 $3,354,577
Difference $2,885,813
*Expenses-to-date are noted in the context of Defunding. Encumbrances (contracts)
are considered if proceeding with the project.
6. Silicon Valley Hopper EV Parking
Project Description: Provide electric vehicle charging stations (EVCS) for Silicon Valley
Hopper EV fleet [formerly Via shuttle]. The Silicon Valley Hopper fleet requires
dedicated EVCS for operational efficiency.
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Initiated as a pilot program by City Council in 2019 as Via-Cupertino, the micro-transit
rideshare program rebranded in 2023 as Silicon Valley (SV) Hopper when it partnered
with the City of Santa Clara.
The project budget includes design and construction. The budget is not adequate for
additional electrical service upgrades, if required. A search for additional external
funding is underway. Presently the EV fleet is being parked and charged at De Anza
College. The city of Santa Clara is exploring the option of providing overnight charging
at existing EVCS in Santa Clara. They have been working with their utility provider for
over a year, but the outcome is still uncertain.
Status of the project: The City is currently seeking professional design services to
prepare plans for construction.
TABLE 6A
Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Unencumbered
funds
Silicon Valley
Hopper EV
parking
Provide electric vehicle
charging stations (EVCS)
for SV Hopper (formerly
VIA) fleet.
FY22-23
$350,000
$350,000 *$321,000
*$29,000 has been spent on preliminary engineering and design information.
Option 1 – Defund the Project
Defunding the project would result in $321,000 of City funds to be reallocated.
Defunding the project means that the City would be reliant on utilizing non-City owned
facilities to support the fleet of electric shuttle vehicles.
Option 2 – Continue with the Project
It is likely that external funding will be available for the design and construction of this
project.
TABLE 6B – FISCAL IMPACT OF DEFUNDING
Options Approved
City Funding
*Expenses/
Encumbrances
External
Funding
Funding
Return
Defund $350,000 ($29,000) $321,000
Proceed $350,000 ($350,000) $0 $0
Difference $321,000
*Expenses-to-date are noted in the context of Defunding. Encumbrances (contracts)
are considered if proceeding with the project.
Summary
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As part of the Capital Improvement Programs (CIP) review discussion on April 2, the
City Council requested the opportunity to review certain CIP projects to consider
defunding.
Stevens Creek Boulevard Class IV Bikeway - Phase 2A, 2B and Bandley
Intersection: approximately $2.15 million could be returned to the Capital
Reserve. This project was the top priority of the 2016 Bicycle Transportation Plan
to enhance safety on Stevens Creek Boulevard. Defunding this project could
marginalize the City’s ability to acquire grant funding from VTA in the future.
Bollinger Road Corridor Study: the A conceptual study was published in 2021
and was informed by prior pedestrian/vehicular collisions that resulted in two
deaths. The proposed traffic analysis and public outreach is partially (80%)
funded through external grants, and the analysis will provide information
essential to understanding the potential next steps. Defunding the study will
return $100,000 to the Capital Reserve.
Photovoltaic Systems Design and Installation: Approximately $6.2 million
could be returned to the Capital Reserve. The completed project is anticipated to
save $13.4 million over the next 30 years. With the federal rebates projected, 9
years is the payback period for the project costs. Without the federal rebates, the
payback period is 13 years.
Silicon Valley Hopper EV Parking: Approximately $321,000 could be returned
to the Capital Reserve if this project is defunded. Defunding the project means
that our City’s fleet of electric shuttle vehicles are housed at non-City properties
when not in use.
Sustainability Impact
No sustainability impact.
Fiscal Impact
Defunding of a CIP project would result in the approximate “Funding Return” total
(listed below) being returned to the Capital Reserve.
1) Stevens Creek Boulevard Class IV Bikeway - Phase 2A = $2,040,000
2) Stevens Creek Boulevard Class IV Bikeway - Phase 2B = $0
3) Bandley Dr. Signal Upgrade = $116,550
4) Bollinger Road Corridor Study = $106,400
5) Photovoltaic Systems Design and Installation = $6,240,390
6) Silicon Valley Hopper EV Parking = $321,000
Proceeding with the CIP project would result in the use of the previously appropriated
funds, offset by the external funding listed in the tables above (approximately $1.9M to
$3.6M).
City Work Program (CWP) Item/Description
None
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California Environmental Quality Act
No California Environmental Quality Act impact
_____________________________________
Prepared by: Susan Michael, CIP Manager
Reviewed by: Chad Mosley, Director of Public Works
Approved for Submission by: Tina Kapoor, Acting City Manager
Attachments:
A – FY 25-26 CIP Project Narratives-defunding review
B – FY 25-26 CIP Fiscal Summary Table
C – Photovoltaic Systems project cost analysis February 2025
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CIP FY 2024-2025 • 5-year plan ATTACHMENT A
CAPITAL IMPROVEMENT PROGRAMS
FISCAL YEAR 2024-2025
and 5-YEAR PLAN
NEW PROJECT NARRATIVES
LEGEND
Health and Safety Improvements
Council, Commissions and/or Community Priority
High Priorities established through City’s Master Plans or
Condition Assessment Reports
Projects that are subsequent phases of existing projects;
or projects in the queue that need to be activated
Projects that have secured external funding
CIP FY24-25 • 5-year plan ATTACHMENT A page 1
Projects that have secured external funding, or which
can result in positive fiscal impacts to the City
CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVESATTACHMENT B
FISCAL YEAR 2025 - 2026
PROJECT NARRATIVES
Attachment B
for Defunding Review
ATTACHMENT A
SIX
May 6, 2025
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Stevens Creek Blvd Class IV Bikeway – Phase 2A
Separated Bikeway & Signal Upgrades
Total City Funding $ 2,350,000
City Funding $ 2,350,000
External Funding $ 807,000 (OBAG)
External Funding $ 693,000 (SB1)
Remaining Funds (Feb 2025)$ 277,829
Funding Source, Approved Plan GF/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB: Wolfe to De Anza
Origin of Request Public Works
Budget Unit 420-99-036, ST 053 and ST 059
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Phase 2A includes design and construction of the separated bikeway along Stevens Creek Blvd (SCB) from Wolfe
Road to De Anza Blvd. Improvements include traffic signal modifications at Wolfe Road and De Anza Blvd to provide
separate bicycle phasing.
The 2016 Bicycle Transportation Plan identifies improvements needed and priorities to enhance and promote safer
bicycle transportation in the City. The number one priority of the Plan was to provide a separated Class IV bicycle lane
on Stevens Creek Blvd. This project is the second phase to address that priority.
Design and Documentation, and community outreach for Phase 2A (Wolfe Road to De Anza Blvd.) is complete. The
construction contract for Phase 2A was awarded in February 2025. Construction will be complete before the end of the
calendar year. See Phase 2B project narrative for more information on the subsequent work on this project.
It is anticipated that separated bike lanes will require additional maintenance to sweep bike lanes clean of debris. This
cost will be in addition to normal street sweeping operations and will be included in the Operating budget.
Improving vehicular, pedestrian and bicyclist safety is a primary concern. The Bike Transportation plan named this
the first priority, and the Pedestrian Transportation assigned this Tier 1 priority.
External grant funding has been secured for this project (OBAG and SB1 funding) and this will be used to reduce the
City’s costs on Phase 2A. The remainder of the funds allocated by the City for Phase 2 will be used on Phase 2B.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Stevens Creek Blvd Class IV Bikeway – Phase 2B
Separated Bikeway & Signal Upgrades
Total City Funding*$ TBD
City Funding*$ 0
External Funding $ 0
Remaining Funds (Feb 2025)N.A.
Funding Source, Approved Plan GF/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB: De Anza to Highway 85
Origin of Request Public Works
Budget Unit 420-99-036, ST 053 and ST 059
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Phase 2B includes design and construction of the separated bikeway along Stevens Creek Blvd (SCB) from De Anza
Blvd. to Highway 85. Upgrades to the traffic signal at Bandley Dr. and Stevens Creek Blvd. will include new conduit,
wiring, traffic signal boxes, two new signal heads, and a split phase signal operation for vehicles entering onto Stevens
Creek Blvd. *Note: SCB Phase 2A and 2B were jointly funded in design. SCB Bikeway Phase 2B and Bandley Drive Signal
Upgrade projects are combined in design and construction to increase efficiency, however funding is noted separately because the
Bandley intersection project is funded with DIL fees.
The 2016 Bicycle Transportation Plan identifies improvements needed and priorities to enhance and promote safer
bicycle transportation in the City. The number one priority of the Plan was to provide a separated Class IV bicycle lane
on Stevens Creek Blvd. This project is the second phase to address that priority.
It is anticipated that separated bike lanes will require additional maintenance to sweep bike lanes clean of debris. This
cost will be in addition to normal street sweeping operations and will be included in the Operating budget.
Design and Documentation of Phase 2B and the Bandley project is 95% complete. The project will be permitted, bid,
and constructed once Phase 2A is complete.
Improving vehicular, pedestrian and bicyclist safety is a primary concern. The Bike Transportation plan named this
the first priority, and the Pedestrian Transportation assigned this Tier 1 priority.
*External grant funding has been secured for Phase 2A of this project and this will be used to reduce the 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.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Bandley Drive Signal Upgrades
Traffic & Signal Upgrades
Total Funding $ 150,090
City Funding $ 124,432
External Funding $ 25,658 (DIL)
Remaining Funds (Feb 2025)$ 142,210
Funding Source, Approved Plan GF & DIL/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB & Bandley Intersection
Origin of Request Public Works
Budget Unit 420-99-070, ST044
Initiated FY18-19
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Upgrades to the traffic signal at Bandley Dr. and Stevens Creek Blvd. will include new conduit, wiring, traffic signal
boxes, two new signal heads, and a split phase signal operation for vehicles entering onto Stevens Creek Blvd. Note:
SCB Bikeway Phase 2B and Bandley Drive Signal Upgrade projects are combined in design and construction to increase
efficiency. Funding is noted separately because the Bandley intersection project is funded with DIL fees.
The Bandley Drive Signal Upgrades will significantly enhance pedestrian safety and pedestrian connectivity across
Stevens Creek Blvd within the Crossroads district by reducing pedestrian-vehicle conflicts. Vehicle safety will also be
increased for vehicles exiting the Crossroads driveway and Bandley Drive.
The signal upgrades will not increase operational costs.
Design and Documentation of Phase 2B and the Bandley project is 95% complete. The project will be permitted, bid,
and constructed once Phase 2A is complete.
Improving vehicular, pedestrian and bicyclist safety is a primary concern. This project will significantly enhance
pedestrian and vehicular safety.
External grant funding has been secured for Phase 2A. Additional external funding may be available for Phase 2B. The
remainder of the City funds allocated for Phase 2 will be applied to Phase 2B once Phase 2A is complete. The scope of
work for the Bandley intersection will be included in the Phase 2B scope of work for efficiency.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Bollinger Road Corridor Study
Traffic Analysis, Feasibility and Preliminary Design
Total Funding $ 532,000
City Funding $ 106,400
External Funding $ 425,600
5-year Funding Total $ 4,000,000
Remaining Funds (Feb 2025)$ 532,000
Funding Source, Approved Plan GF, BTP & BCSS
Project Category Transportation
Project Type Design and Construction
Location Bollinger Road, De Anza Blvd to
Lawrence Exp.
Origin of Request Public Works, BPC
Budget Unit 270-99-270, ST 067
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
In December 2020, City staff initiated a safety and operational study of the Bollinger Road from De Anza Boulevard to
Lawrence Expressway to identify improvements that will enhance pedestrian, bicycle, motor-vehicle, and transit
operations as a safety corridor. This is a collaboration between the City of Cupertino and City of San José.
Further design and analysis work is required. This includes a topographic and utilities survey of Bollinger Road,
preliminary engineering, and traffic analysis. The traffic analysis will determine the potential for the road diet
(Alternative A from 2020 Feasibility Study) to increase congestion or divert traffic onto residential streets, and any
corresponding mitigation measures to limit that impact (Alternative B from 2020 Feasibility Study).
Year 1 work includes preliminary design, feasibility, public outreach, traffic analysis, and topographic surveying. Year
2 will see continuation of Year One activities and initial preliminary engineering. Year 3 will encompass final
preliminary engineering and preparation of final plans, specifications, and estimates.
T.B.D.
External grant funding obtained; 20% matching funds required. Improves safety and sustainable means of
transportation and builds upon master plan priorities. Initial Traffic Study and preliminary designs can be initiated in
this FY by PW.
Funding for analyses, public outreach, and preliminary plans, and estimates. Construction of improvements will
require additional funding.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Photovoltaic Systems Design & Installation
Total Funding $ 6,300,000
City Funding $ 6,300,000
External Funding $ 0
Remaining Funds (Feb 2025)$ 6,296,600
Funding Source, Approved Plan CR, CAP
Project Category Sustainability, Facilities
Project Type Design and Construction
Location Community Hall, Sports
Center, Quinlan
Community Center
Origin of Request Public Works
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan Information
Funding Information
Operating Budget Impacts
In 2023 PG&E announced a rate decrease for electricity generated by photovoltaic (PV) systems (NEM 3) but provided
a window to allow grandfathering the more economically-attractive NEM 2.0 rates if interconnection applications
were successfully submitted and corresponding systems operational by 2026. NEM 2.0 Interconnection Applications
were successfully submitted to PG&E for five Cupertino facilities: Blackberry Farm, Civic Center, Library, Quinlan
Community Center & Senior Center, and Sports Center. This project aims to design and build PV systems at three
locations. Council reviewed and approved the conceptual designs for Community Hall, Quinlan Community Center
and Sports Center in December 2024 before awarding the Design Build contract in February 2025.
The City must connect the proposed photovoltaic systems to the grid by 4/15/2026 in order to take advantage of the
NEM 2.0 applications, which provides 75 – 80% greater compensation than NEM 3 rates for electricity that is fed back
into the electrical system. The savings in utility costs are projected to be $290K annually, and $13.4M over a 30yr
lifespan.
Conceptual Design development and cost analysis completed in 2024. Design-Build: March 2025 to April 2026
Installation of the PV systems is projected to save $290K annually in utility costs. While additional maintenance will be
required for the PV systems, additional staffing will not be required for ongoing operations and maintenance.
Installation of the PV systems is projected to provide substantial savings on utility costs, going forward. The use of
cleaner energy sources is a CAP goal.
The proposed budget will enable design and construction of the systems. Inflation Reduction Act credits projected for
this project are approximately $1.4M. Staff will also pursue other grant funding opportunities.
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FISCAL YEAR 2025 - 2026 CAPITAL IMPROVEMENT PROGRAMS • 5-YEAR PLAN
Funding Types LEGEND Approved Plan(s)
RUC = Restricted Use Category Parks ADA - ADA Transition Plan
AP - Apple Funded Donation Streets & Infrastructure BCSS - Bollinger Road Corridor Safety Study
BBF - Blackberry Farm Enterprise Fund (560)(RUC)Transportation BCA - Building Condition Assessment
DIL - Developer in Lieu Fund (RUC)Facilities CAP - Climate Action Plan
DON - Donation New project for FY25-26 CCMP - Civic Center Master Plan
GF - General Fund (420/429) (unrestricted)BTP - Bicycle Transportation Plan
PD - Park Dedication Fund (280) (RUC)EP - Santa Clara County Expressway Plan
RP - Recreation Program Enterprise Fund (580) (RUC)FMP - 2020 Fiber Master Plan
SC - Sports Center Enterprise Fund (570) (RUC)GP - General Plan
SCCP - Stevens Creek Corridor Park Capital Projects MPP - McClellan Ranch Preserve Master Plan
Fund (427) (RUC)PMP - Pedestrian Master Plan
SD - Storm Drain Improvement Fund (210) (RUC)PRSMP - Parks & Recreation System Master Plan
TF - Transportation Fund (270) (RUC)PTP - Pedestrian Transportation Plan
RRGE - Regnart Road Geotechnical Evaluation
SCC - Stevens Creek Corr. Park Master Plan & Restor.
SDMP - Storm Drain Master Plan
EXISTING & NEW FY25-26 PROJECTS
Description City Funding External Project
Funding
Current Total
Project Budget
Remaining Funds
(3/14/25)
FY 25-26 City
Funding
Funding Type Approved Plan Budget Unit Project No. FY Initiated
ADA Improvements (Annually funded)970,000 0 970,000 191,990 110,000 GF GP/ADA 420-99-007 PVAR 002 FY16
Facilities Condition Assessment (FCA) Implementation 2,006,470 423,420 2,429,890 1,536,282 940,000 GF BCA 420-99-063 BAI 001 FY19
City Hall Annex 3,000,000 0 3,000,000 1,872,539 GF CCMP 420-99-248 CIV 010 FY22
City Hall Improvements 500,000 0 500,000 378,036 GF CCMP 420-99-250 CIV 011 FY22
Library Expansion Project: landscaping & courtyard 8,705,438 1,000,000 9,705,438 1,391,910 GF CCMP 420-99-077 CIV 007 FY20
All Inclusive Play Area & Adult-Assistive Bathroom Facility
(Jollyman Park)
2,418,146 2,473,201 4,891,347 4,255,313 GF PRSMP 420-99-051 PVAR 007 FY19
Lawrence-Mitty Park and Trail Plan 6,850,909 0 6,850,909 4,422,565 DIL GP, PRSMP 280-99-009 P LM 001 FY19
Park Amenity Improvements 600,000 0 600,000 417,460 GF PRSMP 420-99-086 PVAR 011 FY21
MRP West Parking Lot Improvements (Habitat monitoring)1,069,682 0 1,069,682 1,611 420-99-030 MRW 002 FY17
Annual Playground Replacement 1,500,000 0 1,500,000 913,755 GF PRSMP 420-99-085 PVAR 010 FY21
Stevens Creek Bridge Repair 172,000 688,000 860,000 172,000 TF GP 420-99-267 ST 063 FY24
McClellan Road Bridge Reconstruction 0 5,850,000 5,850,000 5,850,000 - Grants GP 420-99-273 ST 066 FY25
City Lighting LED improvements 1,350,000 1,350,000 501,074 GF GP 420-99-258 ST 052 FY22
City Bridge Maintenance Repairs (BPMP)2,176,105 1,893,195 2,176,105 174,347 TF GP 270-90-960 ST 002 FY15
Street Light Installation - Annual Infill (Annually funded)430,000 0 430,000 142,241 GF GP 420-99-056 ST 024 FY18
Vai Avenue Outfall 490,000 0 490,000 438,756 CR, SD GP 420-99-275 ST 065 FY25
Outfall Repairs 950,000 0 950,000 N.A.950,000 CR, SD GP FY26
Subtotal, Page 1 (Existing & New Projects)33,188,750 12,327,816 43,623,371 22,659,879 2,000,000
FY25-26 CIP Page 1 of 3
ATTACHMENT B
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EXISTING & NEW FY25-26 PROJECTS (CON'T.)
Description City Funding External Project
Funding
Current Total
Project Budget
Remaining Funds
(3/14/25)
FY 24-25 City
Funding
Funding Type Approved Plan Budget Unit Project No. FY Initiated
Stevens Creek Blvd CL IV Bikeway - Phase 2A & Design 2,350,000 1,500,000 2,350,000 277,829 GF, Grant BTP 420-99-036 ST 053 FY21
Stevens Creek Blvd CL IV Bikeway - Phase 2B (design
included in Phase 2A)
0 0 0 0 GF, DIL BTP 420-99-070 ST 044 FY19
Stevens Creek Blvd CL IV Bikeway - Bandley Dr. Signal 124,432 25,658 150,090 142,210 GF, DIL BTP 420-99-070 ST 044 FY19
Bollinger Road Corridor Study 106,400 425,600 532,000 532,000 CR, Grant BCSS 270-99-270 ST 067 FY25
Roadway Safety Improvements - High Friction Pavement &
Speed Feedback Signage (HSIP)
356,180 3,205,620 3,561,800 3,500,800 CR/ Grant GP 270-99-271 ST 068 FY25
Tamien Innu - East Segment 0 2,536,000 2,536,000 1,411,377 AP/Grant BTP, PTP 420-99-036 ST 050, ST 046 FY21
Tamien Innu - Central Segment 0 4,785,000 4,785,000 4,582,979 AP/Grant BTP, PTP 420-99-036 ST 050, ST 046 FY21
Tamien Innu - West Segment 0 600,000 600,000 600,000 AP/Grant BTP, PTP 420-99-036 ST 051 FY21
School Walk Audit Implementation 23,989 1,221,863 1,245,852 939,405 AP/GF GP, PTP 420-99-069 ST 034 FY19
Electric Vehicle Charging Station (EVCS) expansion - Service
Center
560,000 560,000 560,000 CR CAP 420-99-272 ST 069 FY25
Photovoltaic Systems Design and Installation 6,300,000 0 6,300,000 6,296,600 CR CAP 420-99-274 FVAR 004 FY25
Silicon Valley Hopper EV Parking 350,000 0 350,000 321,000 GF, TIRCP CAP 100-88-265 ST 062 FY23
Subtotal, Page 2 (Existing & New Projects) 10,171,001 14,299,741 22,970,742 19,164,200 0
Total (Existing & New Projects)43,359,751 26,627,557 66,594,113 41,824,079 2,000,000
FY25-26 CIP Page 2 of 3 52
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COMPLETED PROJECTS
Description City Funding Revenue Funding
Sources
Total Project
Budget
Remaining Funds
(3/14/25)
Funding Type Approved Plan Budget Unit Project No. FY Initiated
Blackberry Farm Pool Improvements 750,000 0 750,000 31,204 GF PRSMP 420-99-073 BBF 004 FY22
Vai Avenue Outfall - Repairs*490,000 0 490,000 438,756 CR, SD GP 420-99-275 ST 065 FY25
De Anza Boulevard Buffered Bike Lanes 530,533 166,259 530,533 10,194 GF BTP 420-99-262 ST 061 FY23
McClellan Road Separated Bike Corridor, Phase 3 164,410 2,135,000 2,299,410 99,273 AP/GF/ Grant BTP 420-99-036 ST 047 FY20
Totals (Completed Projects) (Vai is not included)1,444,943 2,301,259 3,579,943 140,671
FIVE-YEAR PLAN
Project
(Years 2-5 show 5% escalation costs in grey text)
FY25-26
Funding
Year 2
FY26-27
Projected Cost
Year 3
FY27-28
Projected Cost
Year 4
FY28-29
Projected Cost
Year 5
FY29-30
Projected Cost
Funding Type Approved Plan Budget Unit Project No. CIP project #
ADA Improvements (Annually funded)110,000 115,000 120,000 125,000 130,000 GF GP/ADA 420-99-007 PVAR 002 2016-03
Citywide Facilities Condition Assessment Implementation
(FCA)
940,000 2,300,000
1,000,000 1,000,000 1,000,000 GF BCA 420-99-063 BAI 001 2019-02
Outfalls Repairs 950,000 600,000 600,000 600,000 600,000 CR, SD GP 420-99-273 ST 066 2025-03
BBF Golf Renovation: minimal repairs 1,433,250 1,504,880 1,580,150 1,659,158 BBF PRSMP, SCC
totals 2,000,000 3,015,000 1,720,000 3,305,150 1,730,000
FY25-26 CIP Page 3 of 3 53
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PHOTOVOLTAIC PROJECT COST/SAVINGS 17-Oct-24
A B C D E F G H I J K L M
Facility kWh kWh Cost cost per
kWh
(ave.)
PV systems
kWH
generation
PV systems
annual
savings*
PV systems
annual
electrical
bill**
PV systems
lifecycle
savings***
Constrn Cost:
PV only
Constrn
Cost: EVCS /
Misc. Non-
ITC items
only
Constrn. Cost
(PV + EV)
IRA funding
(40% of PV
only)
City Funding Payback
Period
(years)
****
Payback
Period (Years,
No ITC)
formula A/B B - E H + I H * 40% J - K
DBE contract pricing for 3 sites
Quinlan Community Center
(0116367009-116367840)383,109 $121,336 $0.32 483,143 $163,067 -$41,731 $7,502,535 $1,691,865 $196,795 $1,888,660 $676,746 $1,211,914 6.72 9.77
Sports Center (0116367009-
116971849)329,369 $108,143 $0.33 335,228 $96,612 $11,531 $4,518,119 $1,375,175 $201,868 $1,577,043 $550,070 $1,026,973 9.11 12.81
Community Hall (0116367009-
116367449)114,600 $39,810 $0.35 71,332 $31,196 $8,614 $1,398,696 $471,816 $2,362 $474,178 $188,726 $285,452 8.11 12.32
$269,289 $290,875 -$21,586 $13,419,350 $3,538,856 $401,025 $3,939,881 $1,415,542 $2,524,339
with 10% contingency $4,339,881
with 'wood' contingency $4,639,881
*Annual savings includes 5% utility escalation over a 1.5 year construction period ,
Year 1
***Lifecycle Savings (30yrs) includes: 5% utility escalation, 0.5% module degradation, 30 years,
NEM3 Included
**The costs (B) are offset by the kWh savings (E), resulting in lowered electrical
bill (F)
****Discounted cashflow methodology includes: 5% utility escalation, 0.5% module degradation,
30 years, NEM3 Included
ATTACHMENT C - PHOTOVOLTAIC SYSTEMS DESIGN AND INSTALLATION PROJECT
COST ANALYSIS FEBRUARY 2025
PAGE 1 OF 2
Cost Revision for 2 sites: Comm Hall and QCC (15% increase)
Quinlan Community Center
(0116367009-116367840)383,109 $121,336 $0.32 483,143 $163,067 -$41,731 $7,502,535 $1,945,645 $226,314 $2,171,959 $778,258 $1,393,701 7.58 10.94
Community Hall (0116367009-
116367449)114,600 $39,810 $0.35 71,332 $31,196 $8,614 $1,398,696 $542,588 $2,716 $545,305 $217,035 $328,269 9.13 13.74
$161,146 $194,263 -$33,117 $8,901,231 $2,488,233 $229,031 $2,717,264 $995,293 $1,721,970
with 10% contingency $2,988,990
Cost Revision for 1 site: Comm Hall (15% increase)
Community Hall (0116367009-
116367449)114,600 $39,810 $0.35 71,332 $31,196 $8,614 $1,398,696 $542,588 $461,179 $1,003,767 $217,035 $786,732 9.13 13.74
$39,810 $31,196 $8,614 $1,398,696 $542,588 $461,179 $1,003,767 $217,035 $786,732
with 10% contingency $1,104,144
Cost Revision for 2 sites: Comm Hall and CSC (15% increase)
Sports Center (0116367009-
116971849)329,369 $108,143 $0.33 335,228 $96,612 $11,531 $4,518,119 $1,581,451 $232,148 $1,813,599 $632,581 $1,181,019 10.21 14.25
Community Hall (0116367009-
116367449)114,600 $39,810 $0.35 71,332 $31,196 $8,614 $1,398,696 $542,588 $2,716 $545,305 $217,035 $328,269 9.13 13.74
$147,953 $127,808 $20,145 $5,916,815 $2,124,040 $234,865 $2,358,904 $849,616 $1,509,288
with 10% contingency $2,594,795
Cost Revision for 2 sites: Comm Hall and CSC (15% increase)
Sports Center (0116367009-
116971849)329,369 $108,143 $0.33 335,228 $96,612 $11,531 $4,518,119 $1,581,451 $232,148 $1,813,599 $632,581 $1,181,019 10.21 14.25
Community Hall (0116367009-
116367449)114,600 $39,810 $0.35 71,332 $31,196 $8,614 $1,398,696 $542,588 $2,716 $545,305 $217,035 $328,269 9.13 13.74
$147,953 $127,808 $20,145 $5,916,815 $2,124,040 $234,865 $2,358,904 $849,616 $1,509,288
with 10% contingency $2,594,795
CURRENT PROJECT SCOPE:
REDUCED PROJECT SCOPE OPTIONS:
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Costs & Savings: Implement 3 Sites
•Annual Cost Savings: $290,875 projected, with $13.4M 30-year lifecycle savings
•Cost of Design and Construction ($4.4M) is less than project budget ($6.3M)
•Net cost to City after IRA reimbursement: $2.5M projected
•Net cost to City without IRA reimbursement: $4.4M projected; $1.5M differential and longer payback
period
•Project completion timeline for NEM2.0 compliance is April 2026 (time is of the essence).
•Annual Cost Savings: $290,875 projected, with $13.4M 30-year lifecycle savings
•Cost of Design and Construction ($4.4M) is less than project budget ($6.3M)
•Net cost to City after IRA reimbursement: $2.5M projected
•Net cost to City without IRA reimbursement: $4.4M projected; $1.5M differential and longer payback
period
•Project completion timeline for NEM2.0 compliance is April 2026 (time is of the essence).
Costs & Savings: Fiscal Summary
ATTACHMENT C - PHOTOVOLTAIC SYSTEMS DESIGN AND INSTALLATION PROJECT
COST ANALYSIS FEBRUARY 2025
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Item No. 14
Review potential CIP
projects to be
defunded
Written Communications
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From:Francois Delepine
To:Chad Mosley; Rachelle Sander; City Council; Pamela Wu; City Clerk
Cc:Francois Delepine
Subject:Cupertino Sports Center Parking Is Limited—Cancel EV and Solar Panel Project at CSC. No Hopper fleet parking
at CSC.
Date:Thursday, May 1, 2025 1:22:07 AM
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you
recognize the sender and know the content is safe.
Dear City Clerk,
Please include the below in written communications for the
upcoming city council meeting.
Dear Mayor Chao and Council Members,
My family and I have been residents of Cupertino for 30 years.
I am writing to request the cancellation of the solar panel and EV
parking project at Cupertino Sports Center (CSC).
The CSC parking lot is already heavily utilized, with members
frequently struggling to find parking during peak hours. I have
personally had to park beyond the exit gates a few times.
The introduction of a Hopper EV fleet and its drivers' personal
vehicles would further strain an already limited resource, creating
unnecessary congestion and inconvenience for existing users. It
would mean that users would have to park on the WholeFood parking
lot or the church parking and have to cross a four lane busy
street, likely jay-walking to save time, adding frustration and accident
risks. Note that some tennis players are in their 70s...even in their
80s...
I am sure your role is not easy, but you have something good going
with the Cupertino Sports Center, so in your shoes, I would not want
to mess it up and look for another solution.
The Sports Center serves a large number of residents and Lifetime
Fitness members, depending on the already constrained parking lot.
There is no available space to dedicate parking to a Hopper fleet, and
we don't believe that CSC members and guests should have to
compete with commercial vehicle storage for parking access and
again have to struggle to find parking outside CSC and take risks.
Given these factors, I strongly urge the city to cancel this project at
CSC at the earliest opportunity. Additionally, protecting parking
access for legitimate users should remain the city’s priority.
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Thank you for your attention to this matter. I appreciate the work you
do for the city and I hope you welcome this input.
Sincerely,
Francois Delepine, retired CFO.
--
Francois Delepine
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CITY OF CUPERTINO
Agenda Item
25-13714 Agenda Date: 5/15/2025
Agenda #: 4.
Subject: Initial Study Session on Fiscal Year (FY) 2025-26 Proposed Budget and FY 2025-26 Capital
Improvement Programs
Initial Study Session on Fiscal Year (FY) 2025-26 Proposed Budget and FY 2025-26 Capital
Improvement Programs
CITY OF CUPERTINO Printed on 5/9/2025Page 1 of 1
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Table of Contents
Table of Contents
Introduction
City Organizational Chart
Our Mission
City Strategic Vision and Council Goals
Directory of City Officials
Commissions and Committees
GFOA Distinguished Budget Presentation Award
CSMFO Operating Budget Excellence Award
Budget Message
Budget Message
Budget Overview
Budget Overview
Budget Guide
Elements of the Budget Document
Community Profile
History
Community Economic Profile
Community Statistics
Financial Policies
Financial Policies
All Funds Financial Schedules
Financial Overview by Fund
Flow of Funds Chart (Sankey)
All Funds Summary
All Funds Revenues
All Funds Expenditures
All Funds Expenditures by Department
All Funds Fund Balance
General Fund Financial Schedules
General Fund Contribution Schedule
General Fund Summary
General Fund Revenues
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170
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176
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179
181
183
185
187
189
General Fund Expenditures
General Fund Transfers
General Fund Fund Balance
General Fund Forecast
Gann Appropriations Limit
Legal Debt Margin
Council and Commissions
Department Overview
City Council
Community Funding
Historical Society
Sister Cities
Technology, Information & Communications Commission
Library Commission
Arts and Culture Commission
Public Safety Commission
Bicycle and Pedestrian Commission
Parks and Recreation Commission
Teen Commission
Planning Commission
Housing Commission
Sustainability Commission
Audit Committee
Administration
Department Overview
City Manager
Sustainability
Office of Communications
Multimedia
Public Access Support
Community Outreach and Neighborhood Watch
Office of Emergency Management
Economic Development
City Clerk
Duplicating and Mail Services
Elections
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268
270
280
282
283
285
287
289
291
293
City Manager Contingency
City Attorney
Law Enforcement
Department Overview
Law Enforcement
Interoperability Project
Innovation and Technology
Department Overview
Innovation & Technology Administration
Video
Applications
Infrastructure
GIS
Administrative Services
Department Overview
Administrative Services Administration
Accounting
Business Licenses
Purchasing
Budget
Human Resources
Retiree Benefits
Insurance Administration
Workers Compensation Insurance
Long Term Disability
Compensated Absences
Parks and Recreation
Department Overview
Recreation Administration
Library Services
Administration
Cultural Events
Facilities
Administration
Youth Teen Recreation
Senior Center
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356
358
376
378
380
382
385
386
387
389
Teen Programs
Events
Park Facilities
Administration
Blackberry Farm Golf Course
Outdoor Recreation
Sports Center Operations
Community Outreach and Neighborhood Watch
Office of Emergency Management
Community Development
Department Overview
Community Development Administration
Current Planning
Mid and Long Term Planning
Economic Development
CDBG General Admin
CDBG Capital/Housing Projects
CDBG Public Service Grants
BMR Affordable Housing Fund
Human Service Grants
General Building
Building Plan Review
Building Code Enforcement
Muni Code Enforcement
Code Enforcement
Building Abatement
Public Works
Department Overview
Public Works Administration
Sustainability
Resource Recovery
Non-Point Source
Storm Drain Fee
General Fund Subsidy
Storm Drain Maintenance
Plan Review
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425
427
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431
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435
437
439
441
443
445
447
449
451
453
455
457
459
461
CIP Administration
Service Center Administration
Golf Grounds Maintenance
McClellan Ranch Park
Memorial Park
BBF Ground Maintenance
School Site Maintenance
Neighborhood Parks
Sport Fields Jollyman, Creekside
Civic Center Maintenance
Sidewalk Curb and Gutter
Street Pavement Maintenance
Street Sign Marking
Street Lighting
Equipment Maintenance
Environmental Materials
Trail Maintenance
Overpasses and Medians
Street Tree Maintenance
Sheriff Work Program
BBF Golf Maintenance
City Hall Maintenance
Library Maintenance
Service Center Maintenance
Quinlan Community Center Maintenance
Senior Center Maintenance
McClellan Ranch Maintenance
Monta Vista Community Center Maintenance
Wilson Park Maintenance
Portal Park Maintenance
Sports Center Maintenance
Creekside Park Maintenance
Community Hall Maintenance
Teen Center Maintenance
Park Bathrooms Maintenance
Blackberry Farm Maintenance
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494
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Franco Traffic Operations Center
City Hall Annex
Community Shuttle
Traffic Engineering
Traffic Signal Maintenance
Safe Routes 2 School
Fixed Assets Acquisition
Non-Departmental
Department Overview
General Fund Non-Departmental
Tree Fund Non-Departmental
Debt Service Non-Departmental
Capital Reserve Non-Departmental
Facility Lease Debt Service
Appendix
Glossary of Budget Terminology
Commonly Used Acronyms
Revenues, Expenditures, and Fund Balance Table
CIP Schedule
Personnel Schedule
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Introduction
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Ci
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Our Mission
The mission of the City of Cupertino is to provide exceptional service, encourage all members of the community to take
responsibility for one another, and support the values of education, innovation, and collaboration.
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City Strategic Vision and Council Goals
On March 3, 2025, City Council participated in a Priority SeDing Workshop to set the priorities for the next two Fiscal Years,
modified Council Goals, and unanimously adopted a Strategic Vision Framework to guide decision-making and long-term
planning for Cupertino.
Council voted to split the existing “Sustainability and Fiscal Strategy” goal into two separate ones – Environmental Sustainability
and Fiscal Strategy – resulting in a total of six Council Goals. While these are intended as multi-year goals, City Council reviews
them every two years and may reaffirm or revise as needed.
The newly-adopted Strategic Vision Framework features focus areas – Fiscal Resilience, Small Business Revitalization, and
Emergency Management – to help guide strategic initiatives and resource allocation to better serve the community.
The City Council goal-seDing and strategic planning process is paramount to provide a framework for the City's priorities, City
budget, and the two-year City Work Program . This process ensures that the City's efforts are aligned with the goals set by the City
Council and are important to the Cupertino community.
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FY 2025-27 City Work Program
On March 18, 2025, the City Council approved a list of 19 priority items for the FY 2025-2027 City Work Program (CWP). This list
includes 13 new items, which would require an additional $2.28 million to complete. The remaining six items are ongoing, which
do not require new funding, as they were previously allocated a combined $1.07 million to complete. In total, the entire FY 2025-
2027 CWP would cost a total of $3.35 million to complete over a two year period.
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FY 2025-26 Proposed Budget Introduction 13
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Directory of City Officials
City Council
Liang Chao Kitty Moore
Mayor Vice Mayor
J.R. Fruen Sheila Mohan R "Ray" Wang
Council Member Council Member Council Member
Directory of City Officials
Pamela Wu – City Manager
Vacant – Assistant City Manager
Floy Andrews – Contract City Attorney
Kristina Alfaro – Director of Administrative Services
Ben Fu – Director of Community Development
Chad Mosley – Director of Public Works
Rachelle Sander – Director of Parks and Recreation
Teri Gerhardt – Chief Technology Officer
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Commissions and Committees
ARTS AND CULTURE COMMISSION
Archana Panda
Susan Chen
David Wang
Kiran Varshneya Rohra
Gurmeet Lamba
AUDIT COMMITTEE
Kitty Moore
Eno Schmidt
Hanyan Wu
Sheila Mohan
BICYCLE PEDESTRIAN COMMISSION
Hervé Marcy
Gerhard Eschelbeck
Joel Wolf
Munisekaran Madhipatla
Ilango Ganga
ECONOMIC DEVELOPMENT
COMMITTEE
Vacant
HOUSING COMMISSION
Usha Narayan
Connie Cunningham
Elida" Lida" Xhindi
Ryan Golze
Yuyi He
LIBRARY COMMISSION
Chandra Sakthivel
Janki Chokshi
Liyan Zhao
Minna Xu
Qin Pan
PARKS AND RECREATION
COMMISSION
Carol Stanek
Claudio Bono
Gopal Kumarappan
Sheela Sreekanth
Seema Swamy
PLANNING COMMISSION
Santosh Rao
David Fung
Seema Lindskog
Steven Scharf
Tracy Kosolcharoen
PUBLIC SAFETY COMMISSION
Nirmalendu Das
Ravi Kiran Singh Sapaharam
Sashikala Begur
Sidarth Rajaram
SUSTAINABILITY COMMISSION
Alexander Fung
Conny Yang
Jack Carter
Susan Hansen
Sonali Padgaonkar
TEEN COMMISSION
Anika Mukherjee
Anushree Misra
Brianna Su
Chelsea Lau
Harly Liu
Peter Chen
Rohin Garg
Shivika Biswari
TECHNOLOGY, INFORMATION &
COMMUNICATIONS COMMISSION
Balaram Donthi
Emma Shearin
Mukesh Garg
Prabir Mohanty
Sudeep Kumar
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GFOA Distinguished Budget Presentation Award
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CSMFO Operating Budget Excellence Award
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Budget Message
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Budget Message
May 1, 2025
To our valued Cupertino community, Honorable Mayor Chao, City Council Members, and dedicated staff,
As I commiDed to you during the time of our financial challenges "In the face of these challenges, I firmly believe that the best for
Cupertino is yet to come, and that the commitment of the City’s residents, City Council, and employees will create a new and different
Cupertino.“
Today, that vision is beginning to take shape. I am pleased to present a balanced budget for the current fiscal year, achieved
through several years of thoughtful planning. In addition, I’m proud to share a 10-year financial forecast that reflects the City’s
ongoing fiscal discipline, projecting only a modest deficit in the final two years.
This year marks the start of a new chapter for our City—one built on collaboration, perseverance, and a shared commitment to
progress. Earlier this year Council adopted a Strategic Vision Framework to guide decision-making and long-term planning for the
City. The Framework outlines six goals and key focus areas to ensure that the priorities and the budget are strategically aligned to
best serve the community. Before we talk about the future I want to recognize some notable accomplishments from this past fiscal
year:
Adopted a new Strategic Vision Framework
Enhanced public safety by adopting a policy and purchasing Automated License Plate Reader cameras (ALPR)
Earned prestigious budget awards from both the GFOA and CSMFO, and completed the Annual Comprehensive Financial
Report ahead of schedule with a clean audit opinion
Certified the Housing Element
Advanced equity through a draft Anti-Displacement Policy
Launch of the redesigned City website with enhanced integration and user functionality.
Significantly increased educational outreach by doubling 3rd Grade Creek Tours and revamped the Preschool Program for
added flexibility.
Teen engagement grew with new volunteer opportunities and the successful Teen Resource Fair
Adoption of the Vision Zero Action Plan and reduction of speed limits to improve bike and pedestrian safety.
Major infrastructure projects like McClellan Road Separated Bikeways Phase 3 and De Anza Boulevard Buffered Bike Lanes
were completed
A full list of accomplishments is included in each department section.
This outlook demonstrates our commitment to the Strategic Vision and the effectiveness of our long-term financial strategies. We
emerge as a nimble and flexible organization, having reduced the budget by almost $24 million dollars over the last two years,
including a reduction of 15 vacant full-time positions. We have strong reserves, retaining the dollars we set aside for a potential
CDTFA payback, as a result of the audit of one of our top sales taxpayers. Additionally, the unassigned fund balance has grown
over the last two years through prudent spending and strategic decision-making. We anticipate ending fiscal year 2024-25 with
$157 million in fund balance in the General Fund, reflecting our commitment to maintaining an adaptable and responsive city.
With a strong operational foundation in place, we now turn our focus to the future—identifying opportunities to restore services,
safeguard our current position, and invest strategically to ensure the City’s long-term financial resilience.
City staff have developed a Strategic Budgeting Framework: Restore, Protect, and Invest (RPI)
Strategic Budgeting Framework: Restore, Protect, Invest
Purpose: A fiscally responsible approach to rebuilding core services, enhancing safety, and making targeted investments with high
return on public value.
1 Restore
Objective: Bring back services where need is greatest.
Actions: Use data (service usage, social indicators) to guide restoration.
ROI: Supports community resilience, and public trust.
Example: Restoring funding for Shakespeare in the Park, Community Funding and funding for internal audit contract.
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2. Protect - Fix It First
Objective: Maintain and enhance existing infrastructure before expanding.
Actions: Prioritize repairs, safety retrofits, and preventive maintenance.
ROI: Avoid costly breakdowns and extend asset life.
Example: Various needed maintenance repairs and equipment replacement throughout the City.
3. Invest - Strategic Adds
Objective: Invest in programs that offer a strong fiscal or social return.
Actions: Prioritize programs with demonstrated outcomes or indirect revenue impact.
ROI: Prevents future costs, ensures proper positions are in place to move the organization forward or drives revenue
growth.
Example: Strategic Plan, position adds and reclassification to align with work needed to be performed, and investment in
staff training.
With this budgeting framework in mind, the Fiscal Year 2025-26 Proposed Budget is recommended at $134,997,435 across all funds
with estimated revenues of $134,154,373 and the use of one-time funds of $843,062. Focusing on the General Fund, the City’s
largest tax-supported fund, a proposed budget of $98,120,775, with estimated revenues of $97,229,134 resulting in a use of fund
balance $891,641.
Included in this Proposed Budget are a total of $8.26 million in budget requests, with $2.28 million in City Work Program request,
$2 million in CIP and $3.98 million in department request for funding. The department requests are listed by RPI category.
In closing, I want to express my heartfelt gratitude to our community, City Council, and the dedicated staff of Cupertino.
Addressing a significant budget deficit in such a short time was no small task—and naturally, it brought uncertainty. But through
collaboration, determination, and a shared commitment to our city's future, we’ve emerged focused and beDer prepared to meet
future challenges
Thank you for your support and tireless efforts,
Pamela Wu
City Manager
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Budget Overview
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Budget Overview
The Adopted Budget for the upcoming fiscal year highlights a decrease in both expenditures and revenues compared to the
previous year's Adopted Budget. Total expenditures are expected to be $136.0 million, a $10.6 million, or 7.3%, decrease from the
previous year Adopted Budget. Similarly, total revenues are anticipated to be $135.2 million, a $4.2 million or 3.0%, decrease from
last year's Adopted Budget.
FY 2025-26 General Fund expenditures, which supports the majority of City operations, are expected to be $99.1 million, an
increase of $9.1 million or 10.0%, from the previous year's Adopted Budget. General Fund revenues are anticipated to be $97.2 million,
which is a $7.4 million or 8.3%, increase from the previous year's Adopted Budget, resulting in a use of fund balance of $1.9 million.
The budget is short of balancing and staff recommends using unassigned fund balance to fill the funding gap this year. The General
Fund's ending fund balance is projected to decrease to $156.7 million from the FY 2024-25 Amended Budget (Year End projected).
As shown in the chart below, the largest fund is the General Fund at 73%.
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The graph below summarizes the changes in the City’s General Fund over the last five years:
The FY 2025-26 Proposed Budget funds a total of 210 positions, representing an increase of three positions from the FY 2024-25
Amended Budget.
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Budget Roadmap
This is the second year the city has utilized the budget roadmap graphic to inform the Council and public of a various touch points
and components of the budget that are completed prior to the Proposed Budget Study Session and Final Budget Adoption. This
year, included many stops along our budget roadmap to budget adoption as illustrated in the graphic below:
Changes to the Budget and Policies
Budget Format and Performance Measures Report and Implementation Action Plan
In Fall 2024, the City engaged Baker Tilly US, LLP to conduct a comprehensive review of its Budget Document and Performance
Measures. The primary objective of this engagement was to enhance clarity, accessibility, and to strategically align the City's
annual budget document and to improve the effectiveness of performance measures in tracking progress toward key citywide
goals. The draV Budget Format Implementation Action Plan (IAP) was presented to the City Council in March 2025. This plan
included 32 recommendations that were prioritized 1-3, with 1 being the highest priority. One additional recommendation was
added by City Council for a total of 33. For further details on this IAP, please see City Council staff report dated March 4, 2025.
The updated IAP will be before City Council for approval on May 6, 2025.
The FY 2025-26 budget document accomplished 15 of the 33 recommendations which also includes a request for funding to assist
in completing the Strategic Plan. It is also expected the Capital Improvement Plan will print with the budget this year, this would
bring total recommendations accomplished between the two documents to 17 recommendations implemented or 50%
implementation rate for the first year of the IAP.
Special Projects Policy
As part of the Implementation Action Plan outlined above, the creation of a Special Projects Policy was identified as a top priority.
Accordingly, City Council adopted the Special Projects Policy in March 2025 and is included in the financial policies on the City's
website. This accomplishment is included in the total above.
Revised Fees
Matrix Consulting Group recently conducted a comprehensive fee study that was presented to City Council in February 2024. City
Council will consider the FY 2025-26 fee schedule in May 2025 with the newly adopted fees going into effect 60 days aVer adoption
in mid-July 2025. Increased fee revenue has not been included in this budget.
Investment Policy
The City Council annually updates and adopts a City Investment Policy that is in compliance with State statutes on allowable
investments. By policy, the Audit CommiDee reviews the policy and acts as an oversight commiDee on investments. The policy
directs that an external auditor performs agreed-upon procedures to review City compliance with the policy. The Audit
CommiDee reviewed and accepted the current Investment Policy on April 28, 2025. The City Council will consider the City's
Investment Policy in May 2025.
GANN Appropriations Limit
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In 1979, California voters approved Proposition 4, the Gann Initiative, and added Article XIIIB to the California State Constitution.
Article XIIIB mandates a limit on the amount of proceeds of taxes that state and local governments can receive and appropriate
(authorize to spend) each year. The purpose of this law is to limit government spending by puDing a cap on the total proceeds of
taxes that may be appropriated each year. Proposition 111 and Senate Bill 88, approved by California voters on June of 1990
offered cities more flexibility in choosing inflation and population factors to calculate the limit.
Data to complete the FY 2025-26 GANN is not yet available from the State of California, Department of Finance. This will be
updated as part of the final budget.
Citywide Conference and Training Budget Add-backs
As part of a budget reduction strategy, citywide training was significantly reduced across all budget units as part of budget
reductions in the last two fiscal years. Staff is requesting the restoration of 50% of the previously reduced training funds. This
amount was calculated by comparing the training budgets in materials and contracts from FY 2022–23 to those in FY 2024–25,
determining the difference, and then adding back 50% of that difference.
Contingencies
Contingency dollars have been calculated from department's FY 2025-26 base budget materials and contracts and have been
consolidated into materials budgets. The City Manager Contingency is the only remaining budget with contingencies as an
expense category.
Reorganizations
The City Manager's Office underwent a reorganization in late FY 2024-25, transferring Economic Development to the Community
Development Department and Office of Emergency Management to Parks and Recreation. Both program budgets had previously
been housed in their current departments.
Budget by Fund
General Fund
The General Fund is the primary source of funding for critical services in the community, including law enforcement, public
works, community development, park maintenance, code enforcement, and administrative support services. These services are
financed mainly by local taxes such as sales tax, property tax, and transient occupancy tax, as well as other discretionary sources.
The General Fund is responsible for financing services that do not have dedicated funding sources, ensuring that essential public
services are available to the community.
General Fund revenues for the upcoming fiscal year are projected to be $97.2 million, which is a $7.4 million or 8.3%, increase from
the previous year's Adopted Budget. This is primarily due to a projected increase in property tax revenues, an increase in use of
money and property related to the new water lease agreement, and grant revenues related to the City's community shuDle
program.
General Fund expenditures for the next fiscal year are $99.1 million, an increase of $9.1 million or 10.0%, from the previous year's
Adopted Budget. This is a result of budget requests totaling $2.4 million, including $1.4 million in one-time costs. The rise in
Contract Services was mainly driven by higher costs associated with the City's general service agreement for law enforcement and
the community shuttle program, as well as increased transfers to support enterprise fund operations.
Although General Fund expenditures are increasing in FY 2025-26, the City will continue to demonstrate proactive fiscal
stewardship while Fiscal Accountability measures focus on aligning budgets with actual costs and streamlining expenses. These
strategies blend cost reduction with service adjustment, reflecting an effort to manage financial constraints, optimize resource
allocation, and consider potential impacts on community services.
The following chart shows four years of total revenue, expenditures, and changes to fund balance for the General Fund:
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In FY 2025-26, the General Fund's unassigned fund balance is projected to be $39.2 million, an increase of $0.1 million, or 0.3%,
from the FY 2024-25 Amended Budget (Year End Projected). Unassigned fund balance represents fund balance that is available for
use and is not assigned, restricted, or commiDed. Total fund balance is estimated to be $156.7 million, a decrease of $0.6 million, or
0.4%, from the FY 2024-25 Amended Budget (Year End Projected). The slight decrease in total fund balance is due to one-time
projects included in this year's budget. With the budget just short of balancing, staff recommends using unassigned fund balance
to fill the small gap in funding this year.
As shown in the graph below, the majority of General Fund resources are used to support Public Works (31%), Law Enforcement
(20%), Community Development (13%), Non-Departmental (11%), Administrative Services (8%), Parks and Recreation (7%), and
Administration (5%). Non-Departmental expenditures are transfers to other funds.
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Special Revenue Funds
Special Revenue Funds are established to account for the proceeds of specific revenue sources that are legally restricted for
expenditures for particular purposes. For example, gas tax revenues or development impact fees. The largest Special Revenue Fund
is allocated to streets, roads, and transportation, while other funds are designated for storm drain management, affordable housing
programs, and park development.
For the upcoming fiscal year, the Proposed Budget for Special Revenue Funds is $10.8 million, which represents a decrease of $3.1
million compared to the FY 2024-25 Adopted Budget. Capital Outlays are lower due to lower Capital Improvement Program (CIP)
projects and lower Cost Allocation expenses. Matrix Consulting Group updated the Cost Allocation Plan (CAP) based on a CAP
study performed in 2023.
The Special Revenue Funds receive funding from two sources: $12.3 million in restricted department revenue and $2.1 million in
transfers, resulting in a total funding of $14.3 million. The Special Revenue Funds are expected to end the year with a fund balance
of $40.8 million, reflecting an increase of $9.3 million from last year's Adopted Budget. This increase in fund balance is mainly due
to increased Measure B and interest revenues.
Debt Service Funds
The Public Facilities Corporation Debt Service Fund provides for the payment of principal, interest, and associated administrative
costs incurred with issuing debt instruments. On September 29, 2020, the City’s 2020A Certificates of Participation (2020 COPs)
were successfully sold to refund the City’s 2012 Certificates of Participation for debt service savings. The refunding generated net
present value savings of approximately $3.14 million, 11.61% of refunded par, and a True Interest Cost of 0.72%. Savings to the
City’s General Fund amounts to approximately $494,000 per year for the next ten years or almost $5 million in total savings. The
debt is expected to be fully paid by FY 2029-30.
The Proposed Budget for Debt Service Funds is $2.7 million, relatively unchanged from the FY 2024-25 Amended Budget. The Debt
Service Funds are funded by $2.7 million in transfers from the General Fund.
Capital Projects Funds
Capital Projects Funds are used for the acquisition or construction of major capital facilities and infrastructure. Capital Projects
Funds include the Capital Improvement Projects Fund, Stevens Creek Corridor Park Fund, and Capital Reserve Fund. These funds
are used to finance the implementation of projects identified in the City's five-year Capital Improvement Program (CIP).
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The Proposed Budget for Capital Projects Funds is $4.2 million, a decrease of $17.8 million from last year's Adopted Budget. This
decrease is due to decreased transfers from the Capital Reserve Fund to the Capital Improvement Projects Fund and a decrease in
CIP projects for the year.
The Capital Projects Funds are primarily funded through a combination of transfers from the General Fund, grants, donations,
development impact fees, and other dedicated revenue sources. As projects are completed, any remaining funds are typically
rolled over into the Capital Reserve Fund to be used for future projects.
Enterprise Funds
Enterprise Funds are designed to support services that are funded directly by fees charged for goods or services. The City's
Enterprise Funds include Resource Recovery for the solid waste collection franchise, Blackberry Farm for the City-owned golf
course, Sports Center for the Cupertino Sports Center, and Recreation Programs for cultural, youth, teen, sports, and physical
recreation programs.
The Proposed Budget for Enterprise Funds is $9.2 million, similar to the prior year Adopted Budget amount. The Enterprise Funds
are funded by $5.6 million in program revenue, $1.7 million in transfers in, and $1.9 million in reserves. The Enterprise Funds are
projected to end the year with $4.8 million in reserves, a decrease of $2.2 million from last year's Adopted Budget. This decrease is
due to the use of reserves, which were accumulated in previous years. During the pandemic, the Parks and Recreation funds
accumulated reserves as revenues were higher than expenditures.
Internal Service Funds
Internal Service Funds are for goods or services provided to other City departments or governments on a cost-reimbursement
basis. These funds include programs for innovation and technology, workers’ compensation, equipment, compensated absences,
long-term disability, and retiree medical insurance.
The Proposed Budget for Internal Service Funds is $10.0 million, which is a slight increase of $1.4 million, compared to last year's
Adopted Budget. The Internal Service Funds are funded by $6.0 million in program revenue, $3.6 million in transfers from the
General Fund, and $0.4 million in reserves. The Internal Service Funds are projected to end the fiscal year with $3.2 million in
reserves, decreasing by $2.5 million from last year's Adopted Budget.
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Special Projects
The FY 2025-26 Proposed Budget allocates funds for Special Projects, which are typically one-time operational projects. This
includes City Council Work (CWP) Program items that are included in the Special Project expense category. We have split special
projects below to be reflective of the CWP and all other special projects. The Special Projects are detailed in the respective
program's Special Project section and summarized in the table below. Some Special Projects' budgets from previous fiscal years
may also be carried forward into FY 2025-26. For a more detailed list of the CWPs, please see the Strategic Goals section in the
Introduction.
City Council Work Program
All Other Special Projects
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Current Economic Update
National and State Economic Conditions
In the first quarter of 2025, the U.S. economy grew at a modest annualized rate of 1.1%, signaling a slowdown from the 2.3%
expansion in the final quarter of 2024. This deceleration was primarily due to a significant reduction in business inventories, which
subtracted approximately 2.3 percentage points from overall growth. Companies typically cut inventories when anticipating a
downturn, reflecting cautious economic sentiment.
The Federal Reserve's aggressive interest rate hikes—nine increases over the past year—have raised borrowing costs, particularly
affecting the housing market and consumer spending. Banks have tightened lending standards, making it more challenging for
consumers and businesses to obtain credit. Despite a slight easing of inflation from last year's four-decade high, it remains well
above the Fed's 2% target, contributing to concerns about a potential recession.
Looking ahead, economists project continued economic challenges, with some forecasting a mild recession in the near future. The
Federal Reserve aims to achieve a "soV landing" by cooling growth enough to curb inflation without triggering a severe downturn.
However, there is skepticism about the success of this strategy, with some models indicating a high probability of recession within
the next year.
As of March 2025, the U.S. unemployment rate is 4.2%, showing a slight increase from 3.8% in March 2024. The Employment
Development Department also noted that March 2025 marks the fiVh consecutive month that unemployment decreased in
California (-7,000), with the total number of unemployed persons dropping by 24,300 persons over that timeframe. Although
California lost 11,600 nonfarm jobs in March, it increased year-over by 46,500 jobs between March 2024 and March 2025. Since
April 2020, California gained 3,057,800 jobs, averaging 51,827 jobs per month.
The California Association of Realtors (CAR) reported a 6.7 % increase in statewide median home prices in March. Additionally,
the statewide single-family home sales for March 2024 are up 3.5% in March 2024. Similarly, Santa Clara County's growth rate is at
11.3% in prices of single-family homes and a 4.4% increase in sales compared to the same period last year.
Cupertino Economic Conditions
The unemployment rate in the San Jose-Sunnyvale-Santa Clara MSA was 4.2% in March 2024, up from the year-ago estimate of
3.2%. This was below the unemployment rate for California and the nation during the same period. The number of employed
persons was 1.03 million in March 2024, down from 1.05 million in March 2023.
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Housing prices remain relatively strong compared to the same period in 2022. Based on data from Redfin, the median sales price
for all home types was $3,300,000 for March 2024 compared to $2,758,000 in March 2023 . The City experienced a net taxable value
increase of 4.6% for the FY 2023-24 tax roll.
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Key Budget Assumptions
Revenue Assumptions
The City's General Fund revenues heavily depend on property tax, sales tax, and transient occupancy tax (TOT). However, the
CDTFA audit is expected to alter the way sales tax is allocated to the City, leading to a significant reduction in sales tax revenue.
As a result, the City anticipates General Fund revenues to decrease by $30 million, or 28%, from original projections.
Personnel Assumptions
FY 2024-25 salaries and benefits reflect the cost-of-living adjustments and health insurance contribution increases approved by the
City Council in November 2023.
Employees who have yet to reach the top step in their classification’s salary range are eligible to receive a step increase on their
anniversary date. Typically, classifications have five steps, with each increase equivalent to a 5% increase in salary. Currently,
approximately 38% of employees are below Step 5.
Non-Personnel Assumptions
Non-Personnel budgets were developed based on previous year's actual expenditures and adjusted for the current year's needs.
One-time projects were excluded to reflect ongoing expenditure needs. In response to the anticipated revenue shortfall resulting
from the CDTFA audit, departments were asked to find ways to reduce the base budget. To balance the budget, various categories
including materials, contract services, capital outlays, special projects, transfers to other funds, and contingencies were reduced in
the Adopted Budget.
Ongoing Challenges
Retirement Benefits
Rising retirement costs are driving the increase in employee benefits. Cupertino offers retirement benefits to its employees through
the California Public Employee’s Retirement System (CalPERS), which experienced a significant decline in its assets due to poor
investment returns during the Great Recession. Moreover, changes in actuarial assumptions and enhanced benefits due to higher
life expectancies have further increased the plan's liabilities. Consequently, the City's pension costs have escalated considerably
and currently constitute one of the City's largest financial obligations.
The table below illustrates the City's CalPERS costs over the next few years.
In December 2016, the CalPERS Board of Administration implemented a three-year phase-in beginning in FY 2018-19 to lower the
discount rate from 7.5% to 7.0%, resulting in significant increases in retirement costs. In FY 2021-22, the discount rate was further
reduced to 6.8% due to the FY 2020-21 investment gain of 21.3%, which triggered the Funding Risk Mitigation Policy.
To mitigate the impact of pension rate volatility on the City's budget, the City established a Section 115 Trust in May 2018. The
Section 115 Pension Trust had a balance of $19.1 million as of June 30, 2023, which can be utilized to fund pension costs.
Summary of Proposed Budget Requests by Department
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Summary of CIP Projects
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Budget Guide
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Elements of the Budget Document
The budget is the City’s fundamental policy document. It describes the City’s goals and details how resources are allocated to
achieve these goals. The budget serves as the annual financial plan, an operations guide, and a communications tool.
The budget guide provides an overview of the elements of the budget document. It includes a glossary of budget terminology. The
budget document includes the following key elements:
Budget Message: This section includes the City Manager’s transmiDal leDer submiDing the budget to the City Council. The Budget
Message also summarizes the City’s current and long-term financial position, highlights new programs and organizational changes
addressed in the budget, and outlines both short and long-term goals of our city government.
Budget Guide: This section includes the City’s Mission and other tools to assist the reader in identifying key terminology in the
budget document.
Community Profile: This section describes Cupertino’s history, the economic and city profiles, community statistics, recreation and
community services, education, and additional areas of interest in the city.
Financial Policies: This section provides financial policies.
All Funds Financial Schedules: This section provides financial information on projected revenues, expenditures, fund balances,
and reserves for all funds.
General Fund Financial Schedules: This section provides financial information on projected revenues, expenditures, fund
balances, and reserves for the General Fund. It also includes a long-term forecast of revenues, expenditures, and fund balance for
the General Fund. Revenue and expenditure assumptions are discussed.
Departmental Operating Budgets: This section details historical and budgeted expenditures by operating department. The City is
organized into eight key operating functions, including Council and Commissions, Administration, Law Enforcement, Innovation
and Technology, Administrative Services, Parks and Recreation, Community Development, and Public Works. Each department
budget includes a summary narrative, financial information for the department and each of its major divisions, and staffing
information.
Expenditures for employee compensation and benefits are based on negotiated contracts. The materials categories of expenditures
are based on a zero-base budget, with increases each year by the Consumer Price Index (CPI). Contract services are also based on a
zero-based budget, with increases each year based on negotiated increases or CPI. Capital outlays are justified each year by the
departments. Special Projects include one-time operational projects.
Non-Departmental Operating Budgets: This section details historical and budgeted expenditures for inter-fund transfers and debt
service payments.
Capital Improvement Program (CIP): The Capital Improvement Program is in a separate document, called Capital Improvement
Program, that details the proposed capital projects for the next five fiscal years. The five-year plan denotes funding sources and a
description of each project. The City Council approves funding for capital projects yearly. The project may expend the funds over
multiple years.
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Community Profile
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History
“This place of San Joseph Cupertino has good water and much firewood, but nothing suitable for a se$lement because it is among the hills very
near to the range of cedars which I mentioned yesterday, and lacks level lands.”
When Spanish explorer San Juan Bautista De Anza traveled through California in 1776, he and his party documented these words
about the land surrounding Stevens Creek, named back then Arroyo San Joseph Cupertino. However, first impressions can oVen
be misleading. Underneath the spiny, overgrown bush was a completely different land waiting to be uncovered. During this time,
the area was populated by Native Americans who hunted and gathered, prospering from the abundant resources the land had to
offer.
It wasn’t until 1848 when the first American seDler, Elijah Stephens, a blacksmith from South Carolina, moved to the area—at this
time, named simply ‘West Side’ and primarily owned by the government. AVer crossing over the Sierra Nevada in wagons, he
discovered the true value of the land underneath the bush and proceeded to purchase over 300 acres of farmland to grow grapes
and blackberries. Stephens pioneered the way for farmers, which established West Side as an agricultural hot spot. The land
Stephens owned eventually became Blackberry Farm, and the road, creek, and reservoir were all named aVer him, although
misspelled.
In the early West Side, many of the newest advances in agriculture were being developed. SeDlers were drawn to the land because
of its rich earth, where they were able to grow products that competed on the world market. Once the bush had been cleared, they
grew grapes, which covered the West Valley area with vineyards by the late 1800s. By the 1900s, a plant louse called Phylloxera
spread throughout the vineyards, aDacking the roots of the grapevines, killing the grapes, and puDing a halt to wine production.
As a solution, nearly everything was replanted with fruit orchards. When the fruit trees blossomed, visitors would come to the
orchards for “The Valley of Heart’s Delight” festivals, which celebrated the prosperous agriculture of the West Valley area.
Apart from the farmland, West Side was primarily known as a crossroads, an intersection between Saratoga-Sunnyvale Road and
Stevens Creek. This served as a way station for travelers to pass through while going from town to town. As more people came to
West Side to take advantage of the rich farmland, more family holdings gathered around the crossroads. Starting off as just a post
office and home union store, West Side’s humble crossroads brought many diverse communities, all aDracted by the preferable
climate and profitable market for crops.
As more people were drawn to the area around the crossroads, the orchards were gradually replaced with modern houses for
workers. The population steadily grew, and the face of West Side changed, progressing into a more modern town. The community
wanted to rename the city, so as to not confuse it with other cities, as well as establish a unique identity. John T. Doyle, a lawyer
from San Francisco, and writer of historical anthologies on the area chose the name “Cupertino” aVer the original name of the
creek.
AVer the post-World War II population boom, the growing community petitioned for Cupertino to become an incorporated town.
Members of the community were worried that the alternative to incorporation was to have parts of Cupertino annexed by
surrounding cities, spliDing up the community and erasing the local culture. To preserve the rural atmosphere, lower taxes for
farmers, start a local government, and prepare for growth, Cupertino voted for incorporation. In 1955, Cupertino officially became
the 13th city in Santa Clara County.
By the 1970s, Cupertino once again began to undergo dramatic changes. The growing community aDracted several large
technology corporations. Lockheed Martin, HP, Intel, and many other big names established themselves in Silicon Valley. Apple
Inc. was founded in Cupertino in 1976 and quickly grew into the tech giant it’s known for today.
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Apple Park Visitor Center
In the late 20th century, Cupertino and the surrounding areas experienced another surge in population growth, this time due to the
immigration of people from Asian countries. Immigration laws at the time were in favor of families looking to move to Silicon
Valley. People immigrated here for a variety of reasons—whether they were aspiring for career prospects with major tech
companies, or striving for quality education for their children, everyone who immigrated here had a common goal: to find
opportunities to work hard for a better life for themselves and their families.
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Community Economic Profile
Cupertino, with a population of 57,237 and City limits stretching across 13-square miles, is considered one of the most prestigious
cities to live and work in the Bay Area.
Economic health is an essential component to maintaining a balanced city, which provides high-level opportunities and services
that create and help sustain a sense of community and quality of life. Public and private interests must be mutual so that success as
a partnership is a direct reflection of success as a community. The cornerstone of this partnership is a cooperative and responsive
government that fosters residential and business prosperity and strengthens working relationships among all sectors of the
community.
Because Cupertino is mostly built-out city, the City of Cupertino focuses on business retention and revitalization, while at the same
time, being supportive of redevelopment projects to bring in new investment. Cupertino is world-renowned as the home to high-
tech giants, such as Apple, Inc. and Amazon, and as a community with stellar public schools. De Anza College, one of the largest
single-campus community colleges in the country, is another major employer and a magnet for aDracting local and international
students. The City’s proactive economic development efforts and a high-touch approach has resulted in an innovative environment
for start-ups and growing companies to thrive, including Moxo, DURECT Corporation, Claspp, Mirapath, Aemetis Inc, Mist
Systems, and many more. The City strives to retain our companies and aDract new ones through active outreach and a responsive,
streamlined, and customer-oriented entitlement process.
Cupertino is excited to have a number of mixed-use development projects offering diverse retail and dining options, as well as
providing additional housing opportunities to meet the needs of the growing community. There are also quite a few development
projects already entitled including: Westport Cupertino, Marina Plaza, Alan Row, and Canyon Crossing. Further, City Council
recently approved the 283,000 square foot mixed Office/Commercial Apple development at 19191 Vallco Parkway.
Main Street
The Main Street and Nineteen800 mixed-use developments continue to offer a vibrant downtown area for Cupertino, offering a
large selection of restaurants and retailers, including Alexander’s Steakhouse, Eureka!, Oren’s Hummus, Lazy Dog, Ippudo,
HaiDiLao Hotpot Restaurant, Pineapple Thai, Pressed Juicery, Orangetheory Fitness, 85 Degree Bakery, Somi Somi, Sul & Beans,
Kura Sushi, Vitality Bowls, Tan Cha, Koja Kitchen, Bishops Cuts/Colors, Capezio, Howard’s Shoes, Philz Coffee, Pacific Catch,
Holder’s Country Inn, Koi Palace Contempo, and Meet Fresh. Housing, office, and the Residence Inn by MarrioD and Main Street
Cupertino LoVs are available to support the thriving area. Benihana, Bowlmor, and Cupertino Ice Center also serve as long-time
anchors.
Serving as a long-time retail anchor for the community, The Marketplace has a variety of stores and restaurants popular with
students, families, and working professionals. They include Galpao Gaucho (Brazilian Steakhouse), Daiso, Marukai Groceries,
Harumi Sushi, La Patisserie Bakery, Beard Papa’s, Legend’s Pizza, Icicles, Kong’s Tofu & BBQ, and One Pot Shabu Shabu to name
a few.
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The shopping center improvements to Cupertino Village reflect building upgrades and renovations, newly constructed buildings,
parking, and open space. The shopping center, located in the northeast portion of the city, is home to 99 Ranch Market, Duke of
Edinburgh Pub & Restaurant, Ume Tea, Tofu Plus, Kira Kira Beauty, Ten Ren Tea, Fantasia Coffee & Tea, Happy Lemon, Shanghai
Family Restaurant, and many other Asian restaurants, bakeries, and shops. The property owners have also received approval to
construct a new full-service boutique hotel with 185 rooms to accommodate business and leisure travelers.
Cupertino features many other retail opportunities, including TJ Maxx and Home Goods, Whole Foods, Target, Party City, and
over 180 food and beverage establishments to serve residents and the local workforce. There are seven hotels providing over 1,000
rooms, to serve the area: The AloV Cupertino, Cupertino Hotel, Hilton Garden Inn, HyaD House, Juniper Hotel operated by Curio,
Marriott Courtyard, and the Residence Inn by Marriott.
Another longtime retail anchor in north Cupertino is Homestead Square Shopping Center, located at Homestead Road and De
Anza Boulevard. This shopping center includes a Safeway, Starbucks, Ulta Beauty, Ross Stores, Pet Club, Michael’s, FedEx, and
numerous restaurants, such as Fish’s Wild, Pho Hoa Noodle Soup, Yayoi Teishoku Japanese Restaurant, and Chipotle.
The City recently approved second modifications to the Rise Development. Formerly the Vallco Town Center Development, the
Rise is a mixed-use housing development with 2,669 units, of which 890 units are affordable to lower income households. The
project also includes 47 townhomes, approximately 1.95 million square feet of office space, 226,000 square feet of retail space, and
at grade open space areas.
Apple Park Retail Store
Apple Park, Apple’s newest corporate campus, features approximately 2.8 million square feet of office and R&D space north of
Highway 280 between Wolfe Road and Tantau Avenue. A state-of-the-art Visitors Center, Observation Deck, flagship retail store,
and café offer the public a place to learn, explore, and shop.
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Community Statistics
Facts and Figures
Population in City Limits 57,237
Average Household Income $295,070
Average Age 54
Registered Voters 33,697
Democrats 15,400
Republicans 4,628
American Independent 571
Other 348
No Political Party Designated 12,750
Claritas 2025 Estimates and County of Santa Clara Registrar of Voters as of April 21, 2025
Top 25 Sales Tax Producers 2024 (in Alphabetical Order)
99 Ranch Market
Alexander's Steak House
Apple
Argonaut Window & Door
Benihana
BJ's Restaurant & Brewhouse
California Dental Arts
Chevron
Chipotle
Cupertino Car Wash
Dish N Dash
Galpao Gaucho
Great Gas Cupertino
Haidilao Hot Pot
Home Eat
Insight Direct
Insight Public Sector
Kura Revolving Sushi Bar
Lazy Dog Cafe
Rotten Robbie
Safeway
Shane Company
Target
TJ Maxx
Whole Foods Market
HdL Companies 3Q 2024 Sales Tax Update
1
1
2
2
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Financial Policies
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Financial Policies
Financial policies can now be found at: hDps://www.cupertino.gov/budget in the Financial Policies accordion or scan the QR code
below.
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All Funds Financial Schedules
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All Funds Summary
This section provides information on the FY 2025-26 Special Revenue, Debt Service, Capital Project, Enterprise, and Internal
Service Funds budgets including, expenditure and revenue highlights, transfers to other funds, reserve funds, and the financial
forecast. For descriptions of funds, see Financial Policies: Fund Structure.
Revenue Estimates
Estimates for FY 2025-26 fund balance and individual revenue accounts are based upon a careful examination of the collection
history and paDerns as they relate to such factors as seasonality and performance in the economic environment that the City is
most likely to encounter in the coming year. Each source of revenue can be influenced by external and/or internal factors outside
of the City's control.
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Special Revenue Funds
Special Revenue Funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for specific
purposes. Special Revenue Funds include the Park Dedication, Transportation, Storm Drain, and Environmental
Management/Clean Creeks funds.
Revenue
Revenue sources have decreased by $4.5 million. Use of Money & Property is decreasing due to lower projected interest earnings.
Intergovernmental is decreasing due to federal and state grants.
Expenditures
Expenditure uses have decreased by $3.1 million. Capital Outlays are lower due to lower Capital Improvement Program (CIP)
projects and lower Cost Allocation expenses.
Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the difference between
revenue and expenditures to arrive at the ending fund balance.
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Debt Service Fund
The Debt Service Fund provides for the payment of principal, interest, and associated administrative costs incurred with the
issuance of debt instruments for the City’s Public Facilities Corporation. The budget funds the Corporation’s annual payment of
principal and interest on the City Hall/Community Hall/Library Certificates of Participation (COP) that will be paid off by July 1,
2030.
On September 29, 2020, the City’s 2020A Certificates of Participation (2020 COPs) were successfully sold in order to refund the
City’s 2012 Certificates of Participation for debt service savings. The refunding generated net present value savings of
approximately $3.14 million, 11.61% of refunded par, and a True Interest Cost of 0.72%. Savings to the City’s General Fund
amounts to approximately $494,000 per year for the next ten years or almost $5 million in total savings.
Revenue
Revenue sources are relatively unchanged from the last fiscal year. The $2.7 million transfer from the General Fund funds the
annual payment of principal and interest for the City’s debt.
Expenditures
Expenditure uses are relatively unchanged from the last fiscal year. The $2.7 million in expenditures represents the annual payment
of principal and interest for the City’s debt.
Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the difference between
revenue and expenditures to arrive at the ending fund balance.
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Capital Project Funds
This fund pays for the acquisition of major capital facilities and/or construction of major capital projects.
Revenue
Revenue sources have decreased by $9.6 million. As a result of the revenue shortfalls stemming from the CDTFA audit, the annual
transfers from the General Fund to the Capital Reserve had been reduced until FY 2029-30. With resolution reached with CDTFA
in October 2024, these transfers have since restarted in March 2025.
Expenditures
Expenditure uses have decreased by $17.8 million due to less CIP projects this year.
Fund Balance
Fund balance represents fund savings and is calculated by taking the beginning balance and then adding the difference between
revenue and expenditures to arrive at the ending fund balance.
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Enterprise Funds
Enterprise Funds are set up for the provision of specific services that are funded directly by fees charged for those goods or
services. Enterprise Funds include the Resource Recovery, Sports Center, Blackberry Farm Golf Course, and Recreation funds.
Revenue
Revenue sources have increased by approximately $0.7 million. In FY 2023-24, as a result of anticipated revenue shortfalls due to
the CDTFA audit, transfers from the General Fund to the Enterprise Funds had been reduced as part of an expenditure reduction
strategy aimed at decreasing General Fund subsidies of Enterprise Funds. Transfers to the Enterprise Funds have resumed closer
to historical levels in FY 2024-25.
Expenditures
Expenditure uses have remained relatively unchanged from the prior fiscal year.
Net Position
Enterprise funds carry net position instead of fund balance. Net position is calculated by taking the beginning balance and then
adding the difference between revenue and expenditures to arrive at the ending net position. However, some of these resources are
not liquid and represent capital assets. These monies are generally accumulated to support capital replacement and/or expansion
needs. It is projected to decrease due to revenues being lower than expenditures.
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Internal Service Funds
Internal Service Funds are used for areas where goods or services are provided to other departments or governments on a cost-
reimbursement basis. Internal Service Funds include Information & Technology, Vehicle & Equipment Replacement, Workers'
Compensation, Compensated Absences & Long-Term Disability, and Retiree Medical funds.
Revenue
Revenue sources have increased by $1.8 million due to an increase in charges for services. In FY 2023-24, the City resumed
transfers to the Retiree Medical Fund because the City's Other Post-Employment Benefits (OPEB) plan is below 100% funded.
Expenditures
Expenditure uses have increased by $1.4 million due to increase in cost allocation and special projects.
Net Position
Internal Service Funds carry net position instead of fund balance. Net position is calculated in the same manner as fund balance,
taking the beginning balance and then adding the difference between revenue and expenditures to arrive at the ending net
position. However, some of the resources are not liquid and represent capital assets. These monies are generally accumulated to
support capital replacement and/or expansion needs. Net positions is relatively unchanged from the prior fiscal year.
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All Funds Revenues
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All Funds Expenditures
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All Funds Expenditures by Department
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All Funds Fund Balance
For descriptions of funds, see Financial Policies: Fund Structure.
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General Fund Financial Schedules
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General Fund Contribution Schedule
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General Fund Summary
The General Fund is the City's main operating fund, responsible for providing essential services such as law enforcement, public
works, community development, park maintenance, code enforcement, and administrative support. It is funded by discretionary
sources such as property tax, sales tax, transient occupancy tax, and utility tax. The General Fund is typically reserved for
operations that lack other dedicated funding sources, while operations such as street maintenance, solid waste collection, and
recreation are funded from other sources, detailed in the All Funds Summary section of this document.
For FY 2025-26, General Fund revenues are estimated at $97.2 million, a $31.5 million, or -24.5% decrease from the previous year's
Projected Budget. General Fund expenditures are estimated to be $99.1 million, a $38.5 million or -28.0%, decrease from the
previous year's Projected Budget. Since expenditures exceed revenues, the estimated use of fund balance is $1.9 million. The
budget is short of balancing, and staff recommends using unassigned fund balance to fill the gap in funding this year . The General
Fund's ending fund balance is projected to be $146.9 million.
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General Fund Revenues
FY 2025-26 General Fund revenue sources have been carefully evaluated by considering collection history, seasonal paDerns, and
economic performance. These estimates are based on projected increases or decreases in activity and receipts in the upcoming year.
It is important to note that each revenue source can be affected by external or internal factors beyond the City's control.
As shown in the chart below, FY 2025-26 revenues are estimated at $97.2 million, a $5.6 million, or 8.3% increase from the FY 2024-
25 Adopted Budget. This increase is primarily due to an increase in Property Tax, Intergovernmental Revenues, and Franchise
Fees. These revenue categories will be discussed in greater detail in the following sections.
The majority of Cupertino's General Fund operating revenues are generated by property taxes (36%), charges for services (16%),
sales taxes (12%), and transient occupancy taxes (8%). The chart below illustrates the sources of General Fund revenue by category.
The FY 2025-26 General Fund revenue estimates are discussed by category below.
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Sales Tax
Sales and Use Tax, commonly known as the "sales tax," consists of two components: an excise tax levied on retailers for selling
tangible personal property, and an excise tax applied to purchases from out-of-state vendors that are not required to collect tax on
their sales. The revenue generated from sales and use taxes collected within Cupertino's boundaries is allocated by the State to
various agencies, with the City receiving one percent, as depicted in the chart to the right. The City considered the ¼ cent sales tax
revenue source imposed on local governments. However, the City decided not to proceed with this item for the 2024 election due
to unknown conflicting proposals.
The City's sales tax revenue comes from five primary economic categories: business-to-business (including electronic equipment
and soVware manufacturers and distributors), state and county pools, restaurants and hotels, general consumer goods, and fuel
and service stations and other. The California Department of Tax and Fee Administration (CDTFA) manages the collection and
administration of sales and use taxes, which is a significant source of revenue for the state and local governments. Businesses are
required to register for a sales tax permit and collect taxes from their customers, and the collected taxes are then remiDed to the
CDTFA for distribution to the relevant local governments. In addition, the CDTFA conducts audits to ensure tax compliance by
businesses. The City receives a portion of the sales tax revenue generated within its boundaries, which funds a wide range of City
services and programs.
In December 2021, the CDTFA informed the City of an audit that would be conducted on one of its taxpayers. The City was
verbally informed in March 2023 of the CDTFA's preliminary determination that tax dollars had been misallocated to the City, and
potential impacts on City funds were provided. This resulted in both a one-time repayment of past sales tax revenues and an
ongoing reduction of approximately $30 million in sales tax revenue.
In October 2024, the City resolved the dispute with CDTFA regarding the distribution of sales tax revenues to Cupertino. The
seDlement reached with the CDTFA allows the City to keep the funds previously allocated and anticipated for receipt through
June 2024 and avoid lengthy and costly litigation.
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Property Tax
Under current law, property is assessed at actual full cash value, with the maximum levy being 1% of the assessed valuation. The
assessed value of real property that has not changed ownership can be adjusted by the change in the California Consumer Price
Index (CCPI) up to a maximum of 2% per year. Property that changes ownership, property that is substantially altered, newly-
constructed property, State-assessed property, and personal property are assessed at the full market value in the first year and
subject to the two percent cap thereafter.
In 1978, voters approved the passage of Proposition 13, which froze property tax rates and limited the amount that rates could
increase each year. Cupertino had one of the lowest property tax rates in Santa Clara County, receiving only $0.02 for every $1.00
paid. Subsequent legislation required Counties to provide "no/low tax" cities with a Tax Equity Allocation (TEA) equal to 7% of
the property tax share. However, the property tax distribution for the no/low tax cities in Santa Clara County was limited to 55% of
what other TEA cities in the State received.
In FY 2006-07, West Valley cities won the passage of State legislation which restored a portion of TEA property tax revenue. This
TEA change provided an additional $1.35 million in property tax annually and increased the City's share of property taxes to 5.6%.
In conjunction with three other West Valley cities, Cupertino continued legislative efforts to gain parity with other no/low property
tax cities in the State. In FY 2015-16, Governor Brown agreed to restore TEA revenues over a five-year period. In FY 2019-20 TEA
was fully restored, and Cupertino kept approximately 7.0% of property tax revenues in FY 2019-20 compared to 6.72% in FY 2018-
19. Additionally, the Educational Revenue Augmentation Fund (ERAF), enacted in July of 1992 by the State Legislature to shiV
local tax revenues from cities, counties, and special districts to a State control ERAF, absorbs the shift-back of the TEA.
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The citywide growth in value in the FY 2024-25 assessment roll was $1.4 billion, an increase of 4.4%. This is in comparison to the
positive increase in 2023-24 tax year of $1.4 billion for an increase of 4.6%. The bulk of the increase was due to increases in
residential properties by $1.1 billion, or 5.7%. This category makes up 63.2% of the net taxable value. Unsecured property tax
decreased by $64.7 million, or 5.7%. This category makes up 3.2% of the net taxable value. Lastly, commercial property values
increased by $225.1 million, or 2.5%. This category makes up 27.7% of the net taxable value.
The FY 2025-26 Property Tax revenue estimate is based on 2024-25 values and estimated changes according to HdL, the City's
property tax consultant. HdL also provides insight into real estate trends for calendar year 2024, the year that influences the 2025-
26 property values enrolled. In the 2024 calendar year, counties are still experiencing declines in the number of recorded sales from
2023. Home sales pulled back in June as interest rates remained high. Home sales have continued to trend lower than those
reported over the past several years and median sale value growth has not been as large as we have seen in many of the years since
2020.
Transient Occupancy Taxes
Transient occupancy taxes (TOT) are levied on hotels and short-term room rentals located in the City at 12% of room revenues. In
November 2011, 83% of voters approved increasing the rate from 10% to 12%. This rate increase contributed to the upward trend
shown in the TOT Historical Trend graph.
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$7.5 million is anticipated in TOT revenues during FY 2025-26, a 3% decrease from the FY 2024-25 Adopted Budget. According to
HdL, business travel has not returned compared to pre-pandemic levels. Occupancy is improving a couple of percentage points
each year, however, the Average Daily Rate may still be too low, compared to prior years. So, while the Average Daily Rate is
increasing, it doesn't appear that it is driven by demand. Historical growth in TOT revenues is due to new hotels. Since 2015, the
following hotels have been added to the City: MarrioD at Main Street and HyaD House at Vallco. Staff will continue to monitor this
revenue source and bring forward adjustments and recommendations as necessary.
Utility Tax
The utility user tax (UUT), approved by voters in 1990, is assessed on gas, electricity, and telecommunication services provided
within the City's jurisdiction at a rate of 2.4% of billed charges. Revenues generated from this tax can be used for general City
purposes.
The City's tax rate is generally lower than that of other cities within Santa Clara County, as shown in the chart above. In March
2002, voters approved extending the utility tax's sunset date from 2015 to 2030. This extension corresponded with the extended
debt maturity date resulting from the refinancing of debt for capital improvement projects. To maintain tax revenues received
from telecom services, voters passed a measure in 2009 to update the ordinance to the changing technology in this area.
In FY 2025-26, budgeted revenues are in line with FY 2024-25 Adopted Budget amounts. This revenue source will be monitored
closely as the fiscal year progresses.
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Franchise Fees
Franchise fees are received from cable, solid waste, water, gas, and electricity franchisees that operate in the City. The fees range
from 1% to 12% of the franchisee's gross revenues, depending on each agreement. As shown in the graph below, these revenues
are relatively steady and not sensitive to economic fluctuations, aside from a spike in revenue in FY 2023-24. This revenue spike
was related to a combination of the new franchise agreement with associated rate increases plus the demolition of the Oaks
shopping center, which increased the usage of Recology debris boxes.
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In FY 2025-26, budgeted revenues are expected to increase approximately 25.22% from the prior year Adopted Budget due to an
alignment of actual dollars received. This revenue source will be monitored closely as the fiscal year progresses.
Other Taxes
Other taxes are comprised mainly of business license taxes, construction taxes, and property transfer taxes. As shown in the graph,
business license and property transfer taxes are relatively steady, while construction taxes are extremely volatile and sensitive to
economic fluctuations.
Revenues in this category have returned to historic levels aVer Apple Park and Main Street developments have completed. In FY
2025-26, these revenues are expected to increase slightly from the prior year adopted budget. The projected increase is based on
estimated increases in business license taxes and property transfer taxes. According to HdL, for FY 2025-26, the projected increase
from known 2024 transfers is used to estimate value growth. For this scenario, the estimated growth from transfers in 2026-27
adjusts the growth as a percentage of real value in 2025-26 by 5.0%. For years 2027-28 and later, growth is based on the historical
average rate of real property growth due to properties that have transferred ownership.
Charges for Services
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Charges for Services account for charges to users of City services funded by the General Fund as well as internal City-wide
overhead. The City aDempts to recover the cost of the services, including planning, zoning, and engineering permit processing for
new property development, as well as some recreation-related fees. As such, this revenue source is sensitive to economic
fluctuations, as shown in the graph below.
Beginning in FY 2013-14, enterprise funds, internal service funds, and special funds began charging for overhead services
previously subsidized by the General Fund. Some internal strategic support services (Human Resources, Finance, City Clerk, etc.)
also began charging internal departments to capture the true cost of providing various programs and services within City
operations. AVer a comprehensive Cost Allocation Plan was received and filed by Council in February 2024, internal strategic
support services (City Council, Facilities, Maintenance, etc.) were included. In FY 2023-24, the City's administration changed its
methodology for tracking developer deposits driven by increased developer activity, and, as a result, both budgets for revenues
and expenses were increased by anticipated deposit amounts leading to another large increase in revenue.
In FY 2024-25, estimated revenues are expected to come in roughly $2.3 million higher compared to budgeted levels due to the
Vallco Town Center (renamed the Rise) and its scheduled commencement in FY 2023-24, in which the applicant received approval
of value-engineered and modified plans. Revenues are carried forward until project completion.
FY 2025-26 revenues are projected to be 0.4% lower than the prior year adopted budget. This projected decrease is primarily due to
a reduction in Other Service Fees, following the reclassification of an account to its appropriate budget category of
Intergovernmental revenue. Other contributing factors are a decrease in Vallco Town Center (the Rise) engineering fees.
Licenses and Permits
Licenses and permits include fees for reviewing building plans, building inspections, construction, tenant improvements, and
commercial/residential installations for compliance with state and municipal building codes.
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Apple Park and large residential projects (Rosebowl, Biltmore expansion, Main Street) generated significant permiDing revenues in
FY 2013-14 (not shown in the trend chart above). Since then, activity has slowed until FY 2018-19, when revenues came in 48.8%
higher. Although this revenue source is relatively consistent from year to year, fluctuations may occur depending on the timing of
projects being completed. The $34 million estimated amount in FY 2024-25 is due to plan check fee revenues anticipated to be
recognized for Vallco Town Center (renamed The Rise). In FY 2025-26, revenues are budgeted at $4.3 million, a 16.2% increase
from the prior year adopted budget.
Use of Money and Property
The use of money and property category is comprised of General Fund interest earnings as well as facility and concession rental
income of City-owned property. As of March 31, 2025, the City's portfolio included $67.3 million invested with the Local Agency
Investment Fund (LAIF) and a total market value of $172.4 million with Chandler Asset Management. As of March 31, 2025, the
City also had $22.5 million in its Section 115 Pension Trust, which is restricted for pension costs.
Fluctuations in this revenue category are a result of investment earnings, as rental income is fairly steady. Investment earnings
were higher in FY 2020-21 and FY 2023-2024 due to investment gains in the City's Section 115 Pension Trust. Investment earnings
fell in FY 2021-22 and FY 2024-2025 due to mark-to-market adjustments to account for unrealized losses in the City's portfolio.
The portfolio's market value fluctuates depending on interest rates. When interest rates decrease aVer an investment is purchased,
the market value of the investment increases. In contrast, when interest rates increase aVer an investment is purchased, the market
value of the investment decreases. At the time of purchase, the City intends to hold all investments until maturity, meaning that
changes in market value will not impact the City's investment principal. If the market value decreases, the City will incur an
unrealized loss. However, the loss will only be realized if the City sells its investments before their maturity.
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Investment earnings are a function of the amount of cash available for investment, current interest rates, and the composition of
investments. The City's investment objectives, in order of priority, are:
Safety to ensure the preservation of capital
Sufficient liquidity for cash needs
A market rate of return consistent with the investment program
In FY 2025-26, revenues in this category have increased 39.2% from the prior year adopted budget primarily due to the City’s new
water system lease agreement, which provides approximately $1.8 million in annual revenues for the life of the 12-year contract
with San Jose Water Company. These revenues began in the current fiscal year, FY 2024-25, and will conclude in FY 2036-37, which
is beyond the current forecast.
Fines and Forfeitures
Fines and forfeitures account for revenues generated from vehicle, parking, and miscellaneous code violations issued by the
County Sheriff and the City's Code Enforcement officers. Revenues in this category dropped significantly in FY 2020-21 due to
pandemic related restrictions and have increased over the next few years as society continued to rebound from the pandemic. In
FY 2024-25, this revenue source is expected to reach $395,000. Revenues in FY 2025-26 are expected to slightly increase 4.0% from
the prior year adopted budget driven by an expected rise in citations issued as the Code Enforcement division reaches full staffing
this fiscal year.
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Intergovernmental
Intergovernmental revenues are made up of federal, state, and regional grants, including miscellaneous intergovernmental
revenue.
FY 2025-26 revenues in this category are anticipated to be 44.4% higher than the prior year adopted budget primarily aDributed to
anticipated funds received from other cities for the Via community shuDle. This revenue has been reclassified from Charges for
Services to its appropriate budget category of Intergovernmental revenues. The increase is also due to an increase in anticipated
state grant revenues received, primarily due to a grant for the Via community shuttle.
Miscellaneous Revenue
Miscellaneous revenues account for unanticipated revenues such as donations and administrative fees.
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FY 2025-26 miscellaneous revenues are budgeted 37.8% higher than the prior year adopted budget. The majority of the General
Fund's miscellaneous revenues are due to Sheriff services from Apple for Law Enforcement services at Apple Park.
Other Financing Sources
Other Financing Sources generally account for refundable deposit revenues within the Community Development Department.
With significant fluctuations, year-over-year, staff conservatively estimate these revenues. In FY 2025-26, revenues are projected to
be relatively consistent with the prior year adopted budget.
Transfers In
Transfers In represent the movement of funds from one City fund to another, the General Fund in this case.
In FY 2023-24, actual transfers were high due to a transfer in from the Capital Reserve for the I-280/Wolfe project. FY 2024-25 is
anticipated to end the year within budgeted levels. In FY 2025-26, the City plans to transfer $15,000 from the City's Tree Fund to the
General Fund to support ongoing tree maintenance operations.
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General Fund Expenditures
The estimates for FY 2025-26 General Fund expenditures are based on a thorough analysis of anticipated personnel and non-
personnel costs. To create a more fiscally responsible budget, department budgets reflect a base budget with only justified ongoing
expenses. This accounts for changes in personnel costs as well as any other anticipated or known increased costs in FY 2025-26.
As shown in the chart on the next page, FY 2025-26 expenditures are estimated at $99.1 million, which represents an $9.1 million, or
10.1%, increase compared to the adopted budget from the prior year. This budget reflects increases in Contract Services, Capital
Outlay and Special Projects, and Cost Allocation.
The largest General Fund operating expenditure categories include Employee Compensation and Benefits (35.1%), Contract
Services (31.8% ), Cost Allocation (12.1%), Materials (6.2%), and Transfers (10.7%) as illustrated in the FY 2025-26 General Fund
Expenditures by Category chart.
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Personnel Costs
In FY 2025-26, personnel costs are expected to reach $34.7 million, accounting for 35% of the General Fund expenditures. These
costs include salaries and compensation for benefited and part-time staff (68%), retirement benefits (15%), and other fringe benefits
(17%), such as health coverage.
To obtain these figures, the City extracted data from the payroll system and made necessary updates to account for vacant
positions, new hires, salary adjustments, and reallocated positions. Furthermore, the projected costs of benefits for the upcoming
year, such as retirement and health plans, were taken into consideration. A transfer to the Retiree Medical Fund for retiree
healthcare, which is an ongoing expense, is budgeted in FY 2025-26.
The FY 2025-26 Adopted Budget includes funding for a total of 210 positions, representing an increase of 3 positions from the FY
2024-25 Amended Budget.
Non-Personnel
In FY 2025-26, non-personnel costs make up 54% of the total at $99.1 million. Contract services are the largest component at 31.8%,
followed by Cost Allocation at 12.1%, Transfers at 10.7%, and Materials at 6.2%.
One-time projects were separated into a different category in FY 2013-14 to ensure expenditure trends reflect ongoing needs. In FY
2017-18, special projects and capital outlays were categorized separately from other costs. Per the City Council Special Project
Policy adopted in FY 2024-25, minor repairs and equipment purchases are no longer included in the special project category. Prior
special projects have been moved to the contract or material expense categories.
Non-Personnel budgets were developed based on previous year's base budget and adjusted for the current year's needs. One-time
projects were excluded to reflect ongoing expenditure needs. Materials and contract services were adjusted by CPI, where
applicable.
Contingencies
In FY 2013-14, a contingencies expenditure category was added to each program to provide a cushion for any unforeseen
expenses. In FY 2020-21, the program contingencies and City Manager Contingency were reduced from 5% to 2.5%. To further
reduce expenditures, in FY 2021-22, the City Manager Contingency was reduced to $75,000. In FY 2022-23, program contingencies
was reduced to 1.25%, and the City Manager Contingency was reduced to $50,000. The City has a track record of underspending
in this category. The program contingency budget may be used by departments to cover unanticipated expenses at their discretion,
while the City Manager Contingency requires the approval of the City Manager and is reported to the City Council quarterly for
transparency and accountability.
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General Fund Transfers
Transfers out represent transfers of monies out of the General Fund to various other funds. These transfers provide resources to
the receiving fund to support operating and capital expenditures. Transfers from the General Fund are as follows:
For descriptions of funds, see Financial Policies: Fund Structure.
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General Fund Fund Balance
As prescribed by GASB Statement No. 54, governmental funds report fund balance in classifications based primarily on the extent
to which the City is bound to honor constraints on the specific purposes for which amounts in the funds can be spent. Fund
balances for governmental funds are made up of the following:
Nonspendable Fund Balance – includes amounts that are (a) not in spendable form, or (b) legally or contractually required to be
maintained intact. The “not in spendable form” criterion includes items that are not expected to be converted to cash, for example,
prepaid items, property held for resale, and long-term notes receivable.
Restricted Fund Balance – includes amounts that can be spent only for the specific purposes stipulated by external resource
providers, constitutionally or through enabling legislation. Restrictions may effectively be changed or liVed only with the consent
of resource providers.
Commi?ed Fund Balance – includes amounts that can only be used for the specific purposes determined by formal action of the
City’s highest level of decision-making authority, the City Council. Commitments may be changed or liVed only by the City taking
the same formal action (resolution) that imposed the constraint originally.
Assigned Fund Balance – comprises amounts intended to be used by the City for specific purposes that are neither restricted nor
commiDed. The intent is expressed by the City Council or official to which the City Council has delegated the authority to assign
amounts to be used for specific purposes. Through the adopted budget, the City Council establishes assigned fund balance policy
levels and also sets the means and priority for the City Manager to fund these levels.
Unassigned Fund Balance – is the residual classification for the General Fund and includes all amounts not contained in the other
classifications. Unassigned amounts are technically available for any purpose. Only the General Fund reports a positive
unassigned fund balance. A governmental fund other than the General Fund may report a negative unassigned fund balance if
expenditures incurred for a specific purpose exceed the amounts that are restricted, committed, or assigned to those purposes.
In circumstances when an expenditure may be made for which amounts are available in multiple fund balance classifications, the
fund balance in General Fund will generally be used in the order of restricted, unassigned, and then assigned reserves. In other
governmental funds, the order will generally be restricted and then assigned.
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General Fund Classification of Fund Balance
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General Fund Forecast
Overview
The City has reached resolution on the California Department of Tax and Fee Administration (CDTFA) Audit, this budget focuses
on the 10-year forecast post this resolution. While long-term projections may be less precise than short-term projections, they can
help identify potential structural budget issues in advance.
The following chart shows a structural deficit that begins in FY 2033-34 due to expenditures (3.76% average annual growth rate)
growing at a faster rate than revenues (1.71% AAGR).
Although this forecast is an improvement from FY 2024-25 Adopted Budget, comparing this forecast to the update forecast
provided to the City Council in March 2025 we now have the last two years of the forecast with modest deficits. This is driven
primarily by increased expenditures from higher growth than expected in Materials and Contracts and Special Projects. Most
notably law enforcement costs have materialized at 6% vs. the 4% in the forecast. Additionally, staff has ongoing requests for:
Salaries and Benefits for the addition of three new positions and two part-time positions that total $768,316.
Materials and contracts total $544,340.
This forecast does not assume increases fees scheduled to be presented to City Council on May 6, 2025.
The results of an audit by CDTFA have been finalized. The final impact of this audit have resulted in a decline of $30 million, or
73%, in sales tax revenues. This resulted in an overall decrease to total City revenues of $30 million, or 28%, from the original FY
2023-24 forecast. The ongoing impacts of the audit are included in this forecast.
The Council and staff have demonstrated proactive fiscal stewardship in response to the evolving financial landscape. The FY
2023-24 Adopted Budget, and FY2024-25 budget both included significant reductions totaling almost $24 million dollars as
illustrated in the table1 below:
Additionally, on October 10, 2023, the Council established a commiDed Sales Tax Repayment Reserve with an initial allocation of
$56.5 million. This reserve was designed to address a potential adverse CDTFA decision and the uncertain outcome of
the anticipated legal challenge. Funding came from Unassigned fund balance, the Capital Projects Reserve, and the Economic
Uncertainty Reserve. Staff will be going to Council on May 21, 2024, to increase the Sales Tax Repayment Reserve to $74.5 million.
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In October 2024, the City reached resolution with the CDTFA which allowed the City to keep previously disputed revenues but the
ongoing reductions to sales tax will remain and are included in this forecast.
In November 2024 staff brought a plan to allocate the Sales Tax Repayment Reserve. Ultimately, City Council voted to allocate $10
million for an Additional Discretionary Payment (ADP) to CalPERS, the City’s retirement system, resulting in reduced retirement
costs throughout the forecast. The remaining $64.5 million has been place in a new commiDed reserve, “Reserved for Future Use”.
Any use of these dollars must have approval from the City Council.
As we progress through the current fiscal year and other in the forecast, staff will continue to keep the Council, Community and
Staff up to date on the City’s Financial Forecast.
The City has been successful in making reductions needed to help balance the General Fund budget for all but two of the years,
with deficits now beginning in FY2034 of the forecast, again an improvement over last year but a decline from the Mid-Year
Financial Report, as discussed in the overview section of the forecast.
In the out years, the deficit is primarily due to a recession scenario in FY 2027-28, and the sunset of the Utility Users Tax in FY 2030-
31.
This forecast is still an improvement and continues to give the City the ability to balance the budget without the use of reserves.
Forecast Methodology
A financial forecast is a crucial tool for planning and budgeting, allowing staff to analyze trends and anticipate the long-term
impacts of budget decisions. It plays a vital role in modeling the effects of various factors, such as retirement costs, employee
compensation, and revenues, on the City's budget.
It is important to note that the forecast is not a plan but rather a model that relies on revenue and cost assumptions, which are
updated regularly as new information becomes available. While cost projections, which are based on known costs, are relatively
reliable, revenue forecasts are subject to uncertainties related to future economic conditions. Economic forecasts can
change frequently, making it difficult to commit to a particular prediction of the future. As such, staff must update the forecast
regularly to ensure it reflects the latest information and trends.
While economic conditions are the primary drivers for economically sensitive revenues such as sales tax and property tax, other
factors drive non-economically sensitive categories such as utility user taxes and franchise fees. These revenue categories are more
heavily impacted by utility rate changes, energy prices, and consumption levels. Revenues from local, state, and federal agencies
are primarily driven by grant and reimbursement funding. As a result, these revenues experience no significant net gain or loss
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during economic expansions or slowdowns. All revenue projections are based upon trend analysis, including a careful examination
of the collection history and paDerns related to seasonality and the economic environment the City is most likely to encounter in
the future. Staff also considered the impacts of the CDTFA audit in determining the sales tax estimates.
A discussion of the national and local economic outlooks used to develop the revenue estimates for the forecast is included below.
To create the revenue forecasts, the City reviewed national, state, and regional economic forecasts from multiple sources, including
the Congressional Budget Office, California’s Legislative Analyst’s Office (LAO), and the Center for Continuing Study of the
California Economy (CCSCE). To develop the sales tax, property tax, and transient occupancy tax (TOT) revenue projections, the
City worked with HdL Companies, a tax consultant.
The City's Consumer Price Index (CPI) forecasts are from:
UCLA Anderson Forecast for the Nation and California
California Department of Transportation’s California County-Level Economic Forecast
In 2019, the City worked with UFI (Urban Futures, Inc.), a financial advisory and consulting firm, to:
Review, update, and enhance the City’s baseline financial forecast.
Evaluate fiscal strategies, including potential local revenue measures.
Develop capital financing options, structures, and estimates for identified projects.
Prepare an analysis of city charter costs/benefits related to fiscal activities.
In 2024, the City worked with Baker Tilly to validate the City's financial forecast. In collaboration with Baker Tilly, the City has
made the following updates to the forecast:
Increased the sales tax growth rate.
Adjusted the recession scenario from every 4 years to every 7 years to align with post-World War II patterns.
Incorporated 2% salary savings to account for vacant positions.
Updated CPI data source to UCLA Anderson Forecast.
Adjusted interest earnings to align with current reserves and investment strategy.
Implemented updates to the Economic Uncertainty Reserve level every year.
In 2025 staff further reviewed the forecast the City has made the following updates:
Aligned Property Tax, Transient Occupancy Tax, and Franchise Fee revenue estimates with historical actuals.
Included interest earnings related to the $74.5 million, now $64.5 in the forecast.
Update the vacancy rate from 2% to 4% to better align with historical vacancy rates.
Included the water lease payment into the forecast.
Resumed transfers out to the Capital Reserve in all years of the forecast.
National Economic Outlook
In the first quarter of 2025, the U.S. real gross domestic product (GDP) contracted at an annualized rate of 0.3%, marking the first
decline since early 2022. This downturn was primarily driven by a significant surge in imports, as businesses and consumers
accelerated purchases ahead of newly announced tariffs by the Trump administration. The resulting record trade
deficit substantially offset gains from consumer spending and business investment.
Despite the contraction, the labor market remained relatively stable, with the unemployment rate holding at 4% and
layoffs remaining minimal. However, early indicators suggest potential economic weakening, with signs of slower job growth and
declining wage gains.
Inflationary pressures have shown signs of easing. The Consumer Price Index (CPI) rose 2.4% over the 12 months ending March
2025, down from 2.8% in the previous period. Core inflation, which excludes food and energy, increased by 2.8% over the same
period, marking the smallest 12-month increase since March 2021.
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Cupertino Economic Outlook
The City does not anticipate significant impacts on property tax revenues in FY 2025-26. The City is optimistic about the future of
transient occupancy tax (TOT) revenues, as the relaxation of pandemic-related restrictions has boosted business travel.However,
the recovery of this crucial tax revenue has been slower than expected.
As more information becomes available, staff will bring forward updates and adjustments to City Council regularly as necessary.
Revenues
The City relies heavily on three revenue sources: property tax, sales tax, and transient occupancy tax (TOT), which together make
up the majority of its General Fund revenues.
The City's General Fund revenues are projected to be $97.2 million in FY 2025-26 and are expected to increase over the forecast
period. Property tax and transient occupancy tax are expected to continue to be consistent revenue sources, with projected
increases. However, sales tax is projected to decrease significantly due to the CDTFA resolution.
The National Bureau of Economic Research (NBER), an American private nonprofit research organization, defines the beginning
and ending dates of recessions. The NBER defines a recession as "a significant decline in economic activity spread across the
economy, lasting more than two quarters which is six months, normally visible in real gross domestic product (GDP), real income,
employment, industrial production, and wholesale-retail sales. Since World War II, recessions have lasted an average of 10 months
and have occurred, on average, about every 6.5 years. As a result, the forecast assumes a recession every seven years where most
revenues remain flat while expenditure continues to increase. The forecast incorporates a recession scenario in FY 2027-28. This is a
change from the previous recessionary assumption of every four years. The update was made based on a recommendation from
Baker Tilly.
Per City Council direction in April 2025 as part of the Budget Format Review item, 10 years of historical actual data is now shown
along with 10 years of forecast data for each revenue category.
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Sales Tax
Prior to FY 2023-24, sales tax has been the City’s largest revenue source. Sales taxes are collected at the point of sale and remiDed to
the California Department of Tax and Fee Administration (CDTFA), formerly the Board of Equalization.
Sales tax revenues are projected to increase by an average annual growth rate of 2.98% in the forecast. Staff used moderate
estimates for business and industry, general consumer goods, restaurants and hotels, and state and county pools.
Historically major drivers that caused fluctuation in this revenue category stemmed from the following:
Sales Tax Localization Agreement with Apple (FY15, impact in FY17 and FY18)
Negotiated a new sales tax-sharing agreement split (changed from 50/50 to 35/65 in the middle of FY14)
Closeout of the triple flip (FY17)
Wayfair Decision/AB 147 (changed how out of state online purchases are taxed and distributed FY21)
Online and Business to Business increased significantly from FY20 to FY23
County Pool increased from FY20 to FY23 due to the strong performance of online and B2B, as well as the decline of most
other Santa Clara County agencies' sales tax during the same time.
California Department of Tax and Fee Administration (CDTFA) audit in FY24
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Property Tax
Property taxes are projected to remain stable in the near term. However, the impact of potential remote work on property taxes in
the long term is uncertain. The trend towards remote work has caused people to reconsider where they choose to live, which could
lead to a decrease in demand for residential real estate. The high-interest rate environment and a slow turnover rate of properties
in the City may also impact this revenue category. Additionally, companies may need less office space if fewer employees are
working at the office, which could decrease demand for commercial office space. This could result in a reduction of property tax
revenue for the City.
In FY 2025-26, property tax revenues are expected to reach $35.4 million and increase at an average annual growth rate of 2.88% in
the forecast. The moderate forecast is based on a range of factors, including historical trends for the City and projections for the
region. While property tax has grown at an average annual rate of 11% historically, this projection assumes a lower growth rate.
Historical property tax growth has been due to significant development projects such as Main Street and Apple Park, as well as the
restoration of Tax Equity Allocation (TEA) revenues from FY 2015-16 to FY 2019-20.
Historically, major drivers that caused fluctuation in this revenue category stemmed from the following:
5.6% to 7% City property tax share due to Tax Equity Allocation (TEA) restoration from FY15 to FY20 and Education
Revenue Augmentation Fund (ERAF) shift
Apple Park and other developments
Increase in residential and other commercial property values.
The current projection does not assume any such developments in the near future, resulting in a more modest growth rate forecast.
The City will continue to monitor economic and market trends to ensure that property tax revenue projections remain accurate.
Transient Occupancy Tax
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The City's current forecast assumes that TOT revenues will be $7.5 million in FY 2025-26 and gradually increase. The forecast
projects an average annual growth rate of 1.76% for TOT revenues. This moderate forecast is based on historical tax collections and
assumes slower growth than historical trends. Historical growth in TOT revenues was primarily due to the addition of new hotels
and a voter-approved increase in the TOT rate from 10% to 12% in 2012.
Historically major drivers that caused fluctuation in this revenue category stemmed from the following:
TOT rate increased from 10% to 12% in FY13.
New hotels
Short-Term Rentals
Shelter-in-place (fourth quarter of FY20)
Business travel affected by pandemic.
The TOT revenues are affected by the tax rate charged on hotels, occupancy rates, and average daily room rates (ADR). Given that
TOT revenues in Cupertino are mainly driven by business travel, any shiV in travel habits or economic conditions could
significantly impact this revenue source.
Licenses and Permits
The City's forecast projects an average annual growth rate of 0.44% for licenses and permits revenue, based on forecasts of
California residential building permits, non-residential building permits, and construction payrolls from the UCLA Anderson
Forecast for the Nation and California.
It is important to note that this forecast does not take into account any significant development projects that are awaiting
approval. If new development projects are approved, staff will update this forecast accordingly. The large spike in FY 2024-
25 are due to Rise revenues that are currently budgeted.
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Charges for Services
Charges for services revenues are projected to increase at an average annual growth rate of 3.04%. Other Service Fees, Cost
Allocation Plan Charges for Services, and General Service Fees are expected to increase by the full-time salary growth rate.
Planning Fees and Engineering Fees are forecasted based on construction and development factors, such as California residential
and non-residential building permits, and construction payrolls from the UCLA Anderson Forecast for the Nation and California.
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This forecast does not consider any significant development projects awaiting approval. The City will update the forecast if new
projects are approved.
Other Revenue
Utility taxes are forecasted to be $0 beginning in FY 2030-31, as the utility user tax expires in November 2030.
Franchise fees are projected to increase by an average annual growth rate of 1.52% based on a trend of historical data.
Other taxesare made up of construction, property transfer, and business license tax revenue. Revenue is projected to increase by an
average of State and County CPI.
Use of money and propertyare projected based on the City’s forecasted General Fund fund balance and the City's current
investment strategy. The Section 115 Pension Trust is expected to grow at the discount rate of 6.25%.
Intergovernmental revenues are projected to grow at a rate of 0.44% each year.
Fines and Forfeitures are forecasted to remain constant in the forecast.
Miscellaneous revenues are forecasted to increase by CPI each year.
Non-operational revenues (Transfers and Other Financing Sources) are not assumed in the forecast.
Expenditures
In FY 2019-20, the City developed a zero-based budget, which involved analyzing every function of the City for its needs and costs.
As a result, all costs were justified, and base budget savings were achieved.
In FY 2023-24, and FY 2024-25 the City implemented several budget-balancing that are discussed earlier in this section.
In FY2025-26, staff is requesting to add three new full-time benefited positions and 2 part-time positions totaling $768,316 and
almost $700,000 in ongoing cost in all other expenditure categories.
To inform these decisions, the City developed a forecast based on actual expenditures in prior years and FY 2025-26 projections.
The forecast also considered factors such as CPI, construction and development activity, and CalPERS Normal Cost and Unfunded
Liability projections, including the ADP payment made in December 2024. The forecast will be adjusted throughout the year to
account for one-time changes and budget adjustments.
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Per City Council direction in April 2025 as part of the Budget Format Review item, 10 years of historical actual data is now shown
along with 10 years of forecast data for each expenditure category.
The chart above illustrates the projected General Fund expenditures, which are estimated to be $97.2 million in FY 2025-26, with an
expected increase over the forecast period. The forecasted expenditure growth is primarily driven by increasing Law Enforcement
costs. To provide an in-depth understanding of the estimated expenditure categories in the General Fund Forecast, the following
discussion focuses on the assumptions made for each category.
Personnel Expenditures
Salaries
FY 2025-26 salaries and benefits do not reflect the cost-of-living adjustments (COLA)s as the City’s labor contract are set to expire
on June 30, 2025. The City is currently in the process of negotiating successor agreements. In the forecast, full-time salaries are
expected to increase by estimated payroll increases from the CalPERS valuation report. On the other hand, part-time salaries are
forecasted to grow at a rate of 1.5%, because historically, part-time salaries have tended to grow at a slower rate than full-time
salaries. A 4% vacancy rate has been included in the out-years of the forecast. This vacancy rate was added at 2% in FY 2024-25 and
is being increased this year to align with historical vacancy rates. The vacancy rate is not included in the budgeted salary and
benefits as the City budget at the position level making is difficult to determine where vacancies may occur.
Employees who have yet to reach the top step in their classification’s salary range are eligible to receive a step increase on their
anniversary date. 39% of employees are below the top step. Typically, classifications have five steps, with each increase equivalent
to a 5% increase in salary.
Health Benefits
In FY 2025-26, health benefits account for about 11% of all personnel costs in the General Fund, primarily due to health insurance
costs. The City pays employees a fixed amount for health and dental insurance costs instead of covering a percentage of
premiums. As the City is currently in negotiations, health rates are forecasted to grow by 4.73% but will be updated once a
successor agreement is negotiated.
Historically major drivers that caused fluctuation in this revenue category stemmed from the following:
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Retirement Benefits
The forecast reflects a notable decrease in retirement-related costs as a result of the $10 million one-time Additional Discretionary
Payment (ADP) made to CalPERS in FY 2024-25 to reduce the City’s Unfunded Accrued Liability (UAL). This strategic payment
lowered the City’s annual UAL contributions beginning in FY 2025-26, resulting in significant cost savings over the forecast period.
While the annual savings gradually decline as CalPERS amortization schedules normalize, the ADP provides meaningful near-
term budget relief and long-term fiscal benefits. As a result, retirement costs are projected to be lower than previously forecasted,
helping to stabilize Employee Compensation and Benefits expenditures across the 10-year horizon.
Other Benefits
The forecast assumes health insurance increase by 4.73% for the second half of FY 2025-26 and then, dental insurance, and vision
insurance increase by CPI. No increases were forecasted for the following benefits: internet allowance, standby pay, Employee
Assistance Program, and Deferred Compensation. Rec Bucks are assumed to increase at a 0.5% growth rate.
Non-Personnel Expenditures
Non-Personnel budgets were developed based on the previous year's base budget and adjusted for the current year's needs. One-
time projects were excluded to reflect ongoing expenditure needs. Materials and contract services were adjusted by CPI, where
applicable.
Materials costs are forecasted to increase by CPI.
Contract Servicescosts are projected to grow by CPI except for the Law Enforcement contract with the Santa Clara County
Sheriff’s Office. Law Enforcement costs are projected to grow by 6%%. Per the terms of the contract, the annual increase is limited
to the lesser of:
Percentage increase in total compensation and annual CalPERS cost increase
Annual CPI plus 2% and annual CalPERS cost increase
The City's current agreement with the Santa Clara County Sheriff's Office is set to expire in June 2026. These costs have been a
significant driver of the City's expenditure growth in recent years, and it is expected that they will continue to increase in the
coming years.
Cost Allocation is projected to grow by 2.75%.
Capital Outlays and Special Projects are projected to increase by CPI. Capital Outlays and Special Projects are being reduced as an
expenditure-reduction strategy.
Contingencieshave been calculated based on FY 2025-26 base materials and contracts and have been moved to materials. The only
remaining is the City Manager's Contingency Fund at $50,000 unchanged since FY 2023-24 with no escalator for these funds in the
forecast.
Transfersrepresent the General Fund’s contributions to other City funds to support debt payments, pay retiree health costs,
finance capital projects, replenish capital reserves, acquire new equipment, and subsidize enterprises and operations. AVer the
implementation of a comprehensive Cost Allocation Plan in FY 2015-16, General Fund expenses have been shiVed to other City
funds, causing some of those funds’ revenues to fall short of expenses and necessitating the use of fund balances to cover expenses.
The General Fund benefits in the near term from the cost shiV; however, aVer fund balances in those other funds are drawn down
to minimum levels and absent aggressive revenue or cost actions in those other funds, General Fund subsidies are necessary
to maintain fund balance minimums.
Projected General Fund subsidies to each fund are based on the following assumptions:
Special Revenue Funds: $1.5 million annually.
Debt Service Funds: $2.7 million based on the 2012 COPS debt service schedule until FY 2030-31.
Capital Reserve: $2 million
Retiree Medical Fund: Funding from FY 2024-25 to FY 2026-27 to restore OPEB plan to 100% funded. Funding normal cost
in the subsequent years.
Compensated Absences Fund: $0.6 million annually
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Enterprise Funds: $1.0 million annually.
Transfers from the General Fund to other funds have been reduced as part of an expenditure reduction strategy aimed at
decreasing General Fund subsidies of other funds.
The City is expected to complete its debt payments for city facilities by FY 2029-30. Until then, the City will pay approximately $2.7
million annually in principal and interest on its Certificates of Participation for City Hall, Community Hall, and Library. These
funds will be transferred from the General Fund to the Debt Service Funds.
Fund Balance
The foresight of the City Council and staff in previous years to focus on ensuring healthy reserves is paying off in full.
The General Fund’s Unassigned fund balance remains healthy and will be able to assist in addressing funding gaps. In addition,
the General Fund's Committed and Restricted fund balance includes:
For Future Use Reserve: may be used for any purposed as determined by City Council
Economic Uncertainty Reserve: may be used to mitigate potential shortfalls.
Section 115 Pension Trust: may be used to fund pension costs. Funds in the Section 115 Pension Trust are restricted and can
only be used to pay CalPERS or reimburse the City for pension contributions.
In FY 2025-26, the General Fund’s total fund balance is projected to be $156.7 million, and the General Fund's Unassigned fund
balance is projected to be $39.2 million.
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Potential Budget-Balancing Strategies
Historically, the City has maintained a structurally sound budget, with revenues surpassing expenditures in most fiscal years.
During periods of excess revenue, the City has transferred the surplus fund balance to the Capital Reserve Fund in accordance
with the City's Fund Balance and Use of One-Time Funds Policy.
However, the forecast shows a potential structural deficit resulting from the decrease in sales tax revenue due to the CDTFA
audit and the sunset of the Utility Users Tax. A structural deficit occurs when recurring expenditure consistently
surpasses recurring revenues, leading to an ongoing imbalance that cannot be remedied through short-term solutions.
The City began including these strategies in FY 2018-19 and updates them at least annually or as needed.
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Potential Strategy Description Potential
Impact
Currently
Recommended
Section 115
Pension Trust
In FY 2017-18, the City established a Section 115 Pension Trust to mitigate
pension rate volatility when CalPERS investment returns are below the
discount rate or when CalPERS changes assumptions. The City can also use it
to offset pension costs in any given year.
The City established a Section 115 Trust to reduce pension rate volatility
when CalPERS investment returns are below the discount rate or when
CalPERS changes assumptions. The City can also use it to offset pension
costs.
The fund
has a
balance
of $21.6
million.1
Yes
Section 115 OPEB
Trust
In FY 2009-10, the City established a Section 115 OPEB Trust to help fund its
retiree health obligations, also known as other post-employment benefits
(OPEB).
The OPEB plan is fully funded. Starting in FY 2022-23, retiree health costs will
be funded by the OPEB Trust rather than the General Fund.
The fund
has a
balance of
$39.2
million.1
Yes
Reserve for
Future Use
On November 19, 2024, the City Council created this reserve from
unappropriated dollars from the Sales Tax Repayment Reserve
This reserve
has a
balance of
$64.5
million
Economic
Uncertainty
Reserve
The General Fund Economic Uncertainty Reserve may be used to mitigate
potential shortfalls.
The reserve
has a
balance
of $21.3
million.2
No
1 Balance as of March 31, 2024
2 Projected balance as of June 4, 2024
Expenditure Reduction Strategies
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Potential Strategy Description Potential Impact Currently
Recommended
No new positions Cost containment strategy $0 Yes
Vacancy control Keep non-essential positions unfilled as they become
vacant.
Approximately $184,000 per
position on average Yes
Employee cost-sharing
of increases to
CalPERS
Negotiate to share costs of increases to CalPERS
employer rates with employees. Would be subject to
bargaining unit agreement.
$250,000 approximate
based on a 5% rate increase No
Defer
or eliminate negotiated
increases
Would be subject to bargaining unit agreement.
Approximately $0.3 million
savings based on a 1%
decrease
No
Furloughs
Employees would take up to a 10% decrease in pay in
exchange for 1 unpaid furlough day per pay period.
Would be subject to bargaining unit agreement.
Approximately $4 million
savings based on a 10%
decrease
No
Reduction in force Identify positions to be reduced (laid off) based on MOU
provisions and service level needs.
Approximately $184,000 per
position on average No
Reduction in capital
outlays and special
projects
Cost containment strategy Varies Yes
Reduction in
contingencies Cost containment strategy Up to $50,000 Yes
Defer or cancel capital
projects Cost reduction strategy Varies Yes
Revenue Generation Strategies
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Potential
Strategy Description Potential
Impact
Currently
Recommended
¼ Cent
Transaction and
Use Tax (TUT)
Voter approval is required.
Could increase sales tax from 9.125% to 9.375%
$5.4 million1 No
Transient
Occupancy Tax
(2% increase)
Voter approval is required.
Could increase transient occupancy tax from 12% to 14%
$1.25M at
$7.5M base No
Parcel Tax Voter approval is required
$3.7M flat rate
per parcel
$3.8M
variable rate
per square
foot
No
Business
Operations Tax Employee count tax $4.2 million No
Increase fees
and cost-
recovery
Matrix Consulting Group conducted a fee study in 2023. The study assessed
the potential for fee increases and cost recovery. The City Council adopted
the new fee schedule in May 2024.
Varies Yes
Sale of City-
owned
Properties or
Assets
The sale of city-owned assets would generate one-time revenue. Varies No
1 HdL estimate as of July 2023
Development Revenue Estimates
The City's current forecast does not incorporate potential significant development projects that are pending approval and
permitting. However, once new development projects receive approvals and permits, staff will update the forecast accordingly.
The table below shows our best estimates of potential development revenue. These figures serve as rough approximations and are
intended to give you a general idea of what to expect. The timeline for each project represents the Community Development
department's best estimate of when commencement is anticipated. It is crucial to note that these estimates are subject to
adjustments as we gather additional information over time.
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Gann Appropriations Limit
In 1979, California voters approved Proposition 4, the Gann Initiative, and added Article XIIIB to the California State Constitution.
Article XIIIB mandates a limit on the amount of proceeds of taxes that state and local governments can receive and appropriate
(authorize to spend) each year. The purpose of this law is to limit government spending by puDing a cap on the total proceeds of
taxes that may be appropriated each year. Proposition 111 and Senate Bill 88, approved by California voters in June of 1990,
offered cities more flexibility in choosing inflation and population factors to calculate the limit. 1 The following chart and table
show the appropriations limit and actual expenditures subject to the appropriations limit.
The limit is different for each agency and changes annually. It is calculated by taking the amount of tax proceeds that were
authorized to be spent in FY 1978-79 and adjusting for changes in inflation and population each subsequent year.
Proposition 111 changed the way the limit is calculated and allowed a City to increase its limit annually in two ways:
By the percent change in per capita personal income in California or the percent change in the assessment roll the preceding
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year due to the addition of local non-residential new construction; or
By the percent change in county or city population.
The City used the following factors from the California Department of Finance.
Price Factor
(A) Percent Change in California Per Capita Personal Income: 3.62%
Population Factor
(B) Percent Change in County Population: 0.02%
(C) Percent Change in City Population: -0.31%
The City multiplied the FY 2023-24 appropriations limit by Price Factor (A) and Population Factor (B) to calculate the FY 2024-25
appropriations limit, as shown below:
FY 2023-24 Appropriations Limit $127,886,394
Price Factor (A)1.0362
Population Factor (B)1.0002
FY 2024-25 Appropriations
Limit
$132,542,385
The City's FY 2024-25 appropriations limit is $132.5 million, an increase of $4.7 million, or 3.6% from the prior year.
The Department of Finance has not yet released numbers for FY 2025-2026, this will be updated with the Adopted Budget.
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Legal Debt Margin
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this
provision was enacted when the assessed valuation was based upon 25% of market value. Effective FY 1981-82, each parcel is now
assessed at 100% of market value (as of the most recent change in ownership for that parcel). The computation shown below
reflects a conversion of assessed valuation data for FY 2024-25 from the current full valuation perspective to the 25% level that was
in effect at the time that the legal debt margin was enacted by the State of California for local governments located within the
State.
Description Amount Formula
Debt Limit:
Secured Property Assessed Value, Net of Exempt
Real Property (1)$33,715,982,768
Adjusted Valuation - 25% of Assessed Valuation
(2)$8,428,995,692 (1) x 25%
Debt Limit - 15% of Adjusted Valuation $1,264,349,354 (2) x 15%
Amount of Debt Subject to Limit:
Total Bonded Debt (3)
14,030,000
Less: Certificates of Participation Not Subject to
Debt Limit (4)
(14,030,000)
Amount of Debt Subject to Limit -(3) - (4)
Legal Debt Margin $1,264,349,354
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Council and Commissions
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
City Council $ 720,339
100-10-100 City Council $ 593,801
100-10-101 Community Funding $ 33,086
100-10-104 Historical Society $ 40,000
100-10-110 Sister Cities $ 53,452
Commissions $ 400,894
100-11-131 Technology, Information & Communications Commission $ 22,260
100-11-140 Library Commission $ 27,327
100-11-142 Arts and Culture Commission $ 30,867
100-11-150 Public Safety Commission $ 19,917
100-11-155 Bicycle and Pedestrian Commission $ 16,815
100-11-160 Parks and Recreation Commission $ 25,230
100-11-165 Teen Commission $ 14,908
100-11-170 Planning Commission $ 124,073
100-11-175 Housing Commission $ 71,165
100-11-180 Sustainability Commission $ 17,210
100-11-190 Audit Committee $ 31,122
Total $ 1,121,233
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 106,119
Total Expenditures $ 1,121,233
Fund Balance $ -
General Fund Costs $ 1,015,114
% Funded by General Fund 90.5%
Total Staffing 7.1 FTE
Organization
Liang Chao, Mayor
Kitty Moore, Vice Mayor
J.R. Fruen, Council Member
Sheila Mohan, Council Member
Ray Wang, Council Member
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Proposed Budget
It is recommended that City Council approve a budget of $1,121,233 for the Council and Commissions department. This represents
an increase of $7,315 (0.7%) from the FY 2024-25 Adopted Budget.
Overall, this budget is consistent with the prior year Adopted Budget. However, there are several shiVs in this budget that result in
an overall decrease. Reductions in benefits are due to the one-time additional discretionary payment to the City's retirement system
that has resulted in benefit savings. Citywide memberships and dues that were previously in the City Council budget have been
moved to Administration to beDer reflect the use of those dollars, and contract costs are increasing due to the transfer in of the
internal audit contract from Administrative Services per City Council direction as part of the budget format review. Also, cost
allocation charges are higher due to the updated Cost Allocation Plan (CAP) based on a CAP study performed in 2023. In
addition, contingency dollars have been calculated off of department's FY 2025-26 base budget materials and contracts and have
been consolidated into materials budgets.
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This is offset by budget requests that include increases in materials due to funds for and citywide training was significantly
reduced across all budget units as part of budget reductions in the last two fiscal years. Staff is requesting the restoration of 50% of
the previously reduced training funds. This amount was calculated by comparing the training budgets in materials and contracts
from FY 2022–23 to those in FY 2024–25, determining the difference, and then adding back 50% of that difference. Also, in materials
is a request for $3,000 for increased meal costs due to meeting frequencies, and in contracts a $30,000 increase in the internal audit
contract to fund the FY26 Internal Audit Workplan. A City Work program item Financial, Investment and Cashflow Policy
Review are included in this budget under the contract for internal audit for $25,000.
Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project
category. Prior special projects have been moved to the contract or material expense categories.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
64.2%
35.8%
City Council
Commissions
$1.10M
$954k
$1.11M $1.12M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 830,532 $ 827,983 $ 104,305 $ 106,119
Total Revenues $ 830,532 $ 827,983 $ 104,305 $ 106,119
Expenditures
Employee Compensation $ 326,585 $ 291,431 $ 339,760 $ 320,191
Employee Benefits $ 195,869 $ 189,707 $ 257,659 $ 227,867
Materials $ 142,479 $ 103,431 $ 135,408 $ 85,321
Contract Services $ 164,201 $ 95,670 $ 129,826 $ 235,776
Cost Allocation $ 271,261 $ 273,620 $ 248,971 $ 252,078
Contingencies $ -$ -$ 2,294 $ -
Total Expenditures $ 1,100,395 $ 953,859 $ 1,113,918 $ 1,121,233
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 269,864 $ 125,875 $ 1,009,613 $ 1,015,114
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.50 0.40 0.40 0.40
ASSISTANT DIRECTOR OF PARKS AND REC 0 0 0 0.05
ASSISTANT ENGINEER 0 0 0.10 0
ASSISTANT HOUSING COORDINATOR 0 0 0 0.15
ASSIST TO THE CITY MNGR 0 0 0.05 0
ASST DIR RECREATION COMM SVCS 0.15 0 0 0
CHIEF TECHNOLOGY OFFICER 0.02 0.02 0.02 0.02
COMMS AND MARKETING COORDINATOR 0 0 0.15 0.15
COMMUNITY OUTREACH SPECIALIST 0.10 0.10 0.10 0.10
COUNCIL MEMBER 5.00 5.00 5.00 5.00
DIRECTOR OF COMM DEVELOPMENT 0.06 0.06 0.06 0.06
DIRECTOR OF PARKS REC 0.05 0 0 0
EMERGENCY SERVICES COORDINATOR 0.05 0.05 0 0
ENV. PROGRAMS SPECIALIST 0 0 0.05 0.05
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
FINANCE MANAGER 0.05 0.05 0.05 0.05
MANAGEMENT ANALYST 0.10 0.20 0.10 0.05
PLANNING MANAGER 0.10 0.10 0.00 0
PUBLIC INFORMATION OFFICER 0.15 0.15 0 0
RECREATION MANAGER 0.10 0.15 0.15 0.15
SENIOR HOUSING COORDINATOR 0 0 0.20 0.15
SENIOR MANAGEMENT ANALYST 0 0 0 0.05
SENIOR PLANNER 0 0.10 0.10 0.10
SR OFFICE ASSISTANT 0.20 0.20 0.20 0.10
SUSTAINABILITY MANAGER 0.05 0.05 0 0
TRANSPORTATION MANAGER 0.10 0.10 0 0
Total 7.28 7.23 7.23 7.13
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City Council
Budget Unit 100-10-100
General Fund - City Council - City Council
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 106,119
Total Expenditures $ 593,801
Fund Balance $ -
General Fund Costs $ 487,682
% Funded by General Fund 82.1%
Total Staffing 5.8 FTE
Program Overview
The Mayor and Councilmembers, acting as the elected representatives of the residents of Cupertino, establish public policies to
meet the community needs of the City. This budget includes funding of $10,000 for the Mayor's Fund and $2,500 for fee waivers
for the City Council members. Lastly, this budget includes the Moss Adams Internal Audit contract per Council direction.
Although the dollars are budgeted in this program, the contract administration remains with the Administrative Services
Department.
Service Objectives
The City Council objectives are carried out by City staff under the sole direction of the City Manager.
Proposed Budget
It is recommended that City Council approve a budget of $593,801 for the City Council program. This represents an increase of
$47,001 (8.6%) from the FY 2024-25 Adopted Budget.
This increase is primarily due to the addition of the Moss Adams Internal Audit contract, which was moved from the
Administrative Services department per Council direction. This contract was originally $75,000 but staff is also requesting
additional one-time funds of $20,000 to cover increased audit costs for FY26 as well as ongoing funds of $25,000. This budget unit
is also requesting an additional $3,000 for meal costs for City Council meetings. For further detail on these requests, please
reference the Summary of Proposed Budget Requests found at the beginning of the budget document under Budget Overview.
Special Projects
The following table shows the special projects for the fiscal year.
None
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 830,532 $ 827,983 $ 104,305 $ 106,119
Total Revenues $ 830,532 $ 827,983 $ 104,305 $ 106,119
Expenditures
Employee Compensation $ 148,303 $ 133,482 $ 148,580 $ 135,616
Employee Benefits $ 131,806 $ 116,879 $ 167,750 $ 147,777
Materials $ 112,595 $ 85,289 $ 108,890 $ 62,055
Contract Services $ 33,125 $ 13,848 $ 24,110 $ 140,640
Cost Allocation $ -$ -$ 95,807 $ 107,713
Contingencies $ -$ -$ 1,663 $ -
Total Expenditures $ 425,829 $ 349,498 $ 546,800 $ 593,801
Fund Balance $ -$ -$ -$ -
General Fund Costs $ (404,703)$ (478,485)$ 442,495 $ 487,682
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
COMMS AND MARKETING COORDINATOR 0 0 0.10 0.10
COMMUNITY OUTREACH SPECIALIST 0.10 0.10 0.10 0.10
COUNCIL MEMBER 5.00 5.00 5.00 5.00
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
PUBLIC INFORMATION OFFICER 0.10 0.10 0 0
SR OFFICE ASSISTANT 0.15 0.15 0.20 0.10
Total 5.85 5.85 5.90 5.80
Staff time is being reallocated to better reflect actual time spent in this program
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Community Funding
Budget Unit 100-10-101
General Fund - City Council - Community Funding
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 33,086
Fund Balance $ -
General Fund Costs $ 33,086
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The Community Funding program provides funding for various community activities and community-based organizations
throughout the fiscal year.
Service Objectives
Provide funding to local non-profit organizations in the areas of social services, fine arts and other programs for the general
public.
Grant funding requests in a fair and equitable manner.
Grant funding requests per the updated Community Funding Policy revised and adopted by City Council on November 15,
2022.
Proposed Budget
It is recommended that City Council approve a budget of $33,086 for the Community Funding program. This represents a decrease
of $22 (-0.1%) from the FY 2024-25 Adopted Budget.
The City provides funding to local non-profit organizations in the areas of social services, fine arts and other programs for the
general public. The Community Funding Grant application process opened on January 1, 2025, and closed on February 1, 2025.
FiVeen applications were received for the FY 2025-2026 Community Funding Grant Program cycle and were brought to the Parks
and Recreation Commission for review on March 6, 2025. The Commission evaluated and scored the applications on April 3, 2025,
and a recommendation was provided regarding funding to City Council for final approval.
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Non-Profit Organization FY 2024-25
Funding
FY 2024-25
Program/Project/Event
FY 2025-26
Funding
FY 2025-26
Program/Project/Event
Active Circle N/A N/A 2,000 All Inclusive Family Picnic
AINAK 2,750 AINAK Eyeglasses 4,000 Eyecare and Eyeglasses
Cupertino Little League 16,000 Scoreboard Replacement N/A N/A
Cupertino Symphonic Band 3,000 Band Equipment & Materials 3,000 Band Equipment
ElderAid N/A N/A 5,000
Background Verification
Integration and Support
Friends of Deer Hollow Farm N/A N/A 2,000 The Tule House Shelter
iTalented N/A N/A 900 iSpark
No Time to Waste N/A N/A 5,000 5/1000: Feed the Need
Remember the ToothFairy N/A N/A 1,000 Dental Treatment Program
Rotary Club of Cupertino 4,000 House Renovations 1,600
Thanksgiving Meal Sharing
Program
Special Olympics Northern
California N/A N/A 5,000
2025 Cupertino Bowling Team
Program
STEMBoost Corporation 3,000
Elementary Science Olympiad
Summer Workshops N/A N/A
Via Rehabilitation Services N/A N/A 1,000 STEAM & Outdoor Education
West Valley Community Services 3,750 Gift of Hope 2024 2,000 Gift of Hope 2025
Total $ 32,500 $ 32,500
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Contract Services $ 109,460 $ 28,927 $ 32,500 $ 32,500
Cost Allocation $ 2,270 $ 2,267 $ 608 $ 586
Total Expenditures $ 111,730 $ 31,194 $ 33,108 $ 33,086
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 111,730 $ 31,194 $ 33,108 $ 33,086
Staffing
There is no staffing associated with this program.
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Historical Society
Budget Unit 100-10-104
General Fund - City Council - Historical Society
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 40,000
Fund Balance $ -
General Fund Costs $ 40,000
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City has executed a Grant Funding and License Agreement with the Cupertino Historical Society, approved by City Council
on October 4, 2022. The Agreement is set for three years, with an option to extend for another two. During this term the City is
providing an annual grant amount of $40,000 and a license to utilize space at the Quinlan Community Center to the Cupertino
Historical Society. In return, the Cupertino Historical Society will continue to manage and operate the Historical Museum, commit
to the Service Objectives highlighted below, and other terms and conditions highlighted in the Agreement. The grant amount has
been separated into this program for increased transparency.
Service Objectives
Collections Management - Professionally manage archive of over 5,000 objects. Sample activities include cataloging,
rehousing objects, collections research, object paperwork and assessment, collections inventory, collections digitizing,
condition reports, pest remediation, etc.
Curatorial/Exhibitions - Provide 3-5 professionally curated exhibits/pop-up exhibits annually that relate to the mission of
the museum and interests of the community.
Community Outreach - Museum open houses during City festivals and fairs; QCC Preschool Events with CraVs; Special
Exhibits at various locations around Cupertino (Cupertino Library, Baer Blacksmith Shop, Other Local Organizations);
Traveling Trunk; Quarterly Speaker Series; Community Action CommiDee; Oral History Events; History Happy Hours;
Volunteer and Internship opportunities for anyone ages 16+; Reading Groups
Proposed Budget
It is recommended that City Council approve a budget of $40,000 for the Historical Society program. This budget is unchanged
from the prior year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Contract Services $ -$ 40,000 $ 40,000 $ 40,000
Total Expenditures $ -$ 40,000 $ 40,000 $ 40,000
Fund Balance $ -$ -$ -$ -
General Fund Costs $ -$ 40,000 $ 40,000 $ 40,000
Staffing
There is no staffing associated with this program.
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Sister Cities
Budget Unit 100-10-110
General Fund - City Council - Sister Cities
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 53,452
Fund Balance $ -
General Fund Costs $ 53,452
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
Cupertino has four active Sister Cities registered with Sister Cities International: Toyokawa, Japan; Hsinchu, Taiwan; Copertino,
Italy; and Bhubaneswar, India. The City of Cupertino also has four Friendship Cities: New Taipei City, Taiwan; Taichung,
Taiwan; Tongxiang, People's Republic of China, and Xianning, People's Republic of China.
Service Objectives
To further international communication and understanding through the Sister City Program
To foster educational, technical, economic and cultural exchanges
To encourage student exchange programs to promote communication and understanding among people of different
cultures
Proposed Budget
It is recommended that City Council approve a budget of $53,452 for the Sister Cities program. This represents a decrease of $5,559
(-9.4%) from the FY 2024-25 Adopted Budget.
The decrease is due to reductions in Cost Allocation expenses. This budget is aligned with the Sister City Policy.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 8,883 $ 7,086 $ 6,550 $ 6,551
Employee Benefits $ 3,003 $ 4,302 $ 3,967 $ 3,697
Materials $ 810 $ 8,180 $ 8,887 $ 9,507
Contract Services $ 11,347 $ 12,895 $ 20,000 $ 20,000
Cost Allocation $ 19,459 $ 18,520 $ 19,246 $ 13,697
Contingencies $ -$ -$ 361 $ -
Total Expenditures $ 43,502 $ 50,983 $ 59,011 $ 53,452
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 43,502 $ 50,983 $ 59,011 $ 53,452
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
COMMS AND MARKETING COORDINATOR 0 0 0.05 0.05
PUBLIC INFORMATION OFFICER 0.05 0.05 0 0
SR OFFICE ASSISTANT 0.05 0.05 0 0
Total 0.10 0.10 0.05 0.05
There are no changes to the current level of staffing.
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Technology, Information & Communications Commission
Budget Unit 100-11-131
General Fund - Commissions - Technology, Information & Communications Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 22,260
Fund Balance $ -
General Fund Costs $ 22,260
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Technology, Information, and Communications Commission advises the City Council and City Manager on all maDers related
to technology, information, and communications within Cupertino. It serves as a liaison between the City, the public, and service
providers to enhance education and engagement, including gathering resident input and sharing noncommercial educational
materials. Additionally, the commiDee supports community access television, particularly public and educational access, and
provides guidance on the development and implementation of access channels and programming. It also recommends strategies to
optimize the City’s technology and communications infrastructure for the benefit of the community. Furthermore, the commiDee
plays a key role in educating residents on the responsible and safe use of technology, including cybersecurity best practices (also
see Municipal Code 2.74.060 Duties, Powers and Responsibilities).
Proposed Budget
It is recommended that City Council approve a budget of $22,260 for the Technology, Information & Communications Commission
program. This represents a decrease of $1,091 (-4.7%) from the FY 2024-25 Adopted Budget.
This budget is consistent with the prior year Adopted Budget. There is a slight decrease due to staffing costs associated with the
retirement of the previous Chief Technology Officer.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 11,291 $ 12,411 $ 11,757 $ 11,586
Employee Benefits $ 3,348 $ 4,564 $ 5,226 $ 4,717
Materials $ 187 $ 179 $ 400 $ 400
Cost Allocation $ 18,183 $ 18,487 $ 5,963 $ 5,557
Contingencies $ -$ -$ 5 $ -
Total Expenditures $ 33,009 $ 35,641 $ 23,351 $ 22,260
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 33,010 $ 35,641 $ 23,351 $ 22,260
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.05 0 0 0
CHIEF TECHNOLOGY OFFICER 0.02 0.02 0.02 0.02
MANAGEMENT ANALYST 0 0.05 0.05 0.05
Total 0.07 0.07 0.07 0.07
There are no changes to current levels of staffing.
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Library Commission
Budget Unit 100-11-140
General Fund - Commissions - Library Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 27,327
Fund Balance $ -
General Fund Costs $ 27,327
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Library Commission is a five-member commission appointed by City Council and holds the following powers and functions:
Consult with the City Council, the City staff and the Santa Clara County Library Joint Powers Authority and staff regarding
the functioning of the physical facilities of the Cupertino Library and shall make recommendations from time to time for
improvement or modification thereof.
Consult with the City Council, the City staff and the Santa Clara County Library Joint Powers Authority and staff regarding
the Cupertino Library programs and services to the community and shall make recommendations from time to time for
improvements or modifications thereof.
Consult with and act as liaison with private community groups supportive of the library program.
Consult with the architect and the City Council in the planning of any main or branch library building facilities, including
locations, building layout, architecture, landscaping and furnishings.
Hold hearings, formulate policies and make rules and procedures with respect to the foregoing for approval by the City
Council.
Perform such other tasks as may be expressly requested of it by the City Council.
The Library Commission meets every other month. A Parks and Recreation Department Recreation Manager serves as staff liaison.
Proposed Budget
It is recommended that City Council approve a budget of $27,327 for the Library Commission program. This represents a decrease
of $521 (-1.9%) from the FY 2024-25 Adopted Budget.
This budget is consistent with the prior year Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 19,956 $ 11,624 $ 12,402 $ 12,596
Employee Benefits $ 8,268 $ 5,675 $ 6,690 $ 6,176
Materials $ 53 $ -$ 11 $ 150
Contract Services $ 269 $ -$ 2,000 $ 2,000
Cost Allocation $ 32,894 $ 22,279 $ 6,720 $ 6,405
Contingencies $ -$ -$ 25 $ -
Total Expenditures $ 61,440 $ 39,578 $ 27,848 $ 27,327
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 61,440 $ 39,578 $ 27,848 $ 27,327
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.05 0.05 0.05 0.05
RECREATION MANAGER 0.05 0.05 0.05 0.05
Total 0.10 0.10 0.10 0.10
There are no changes to the current level of staffing.
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Arts and Culture Commission
Budget Unit 100-11-142
General Fund - Commissions - Arts and Culture Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 30,867
Fund Balance $ -
General Fund Costs $ 30,867
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Arts and Culture Commission, consisting of five members and a minimum of three City of Cupertino residents, holds the
following powers and functions:
Foster, encourage and assist the realization, preservation and advancement of arts and culture for the benefit of the citizens
of Cupertino.
Act as a catalyst for the promotion of art and cultural activities.
Keep current on potential arts and culture activities which would be available to the community.
Provide liaison between various arts and culture activities.
Provide a means for coordination for arts and culture groups or facilities which may exist within the community.
Maintain an inventory of facilities available for related arts and culture activities within the community.
Provide screening and/or review for arts and culture activities wishing to obtain city funds or utilize public facilities.
Provide information to the community relating to the arts.
Foster the development of public art within the community.
Be vigilant in exploring and advancing the range of arts and culture activities available to the community.
Enhance the interaction between arts and business.
Any other activity which may be deemed appropriate and necessary.
The Arts and Culture Commission meets every other month. The Senior Planner of Community Development serves as staff
liaison.
Proposed Budget
It is recommended that City Council approve a budget of $30,867 for the Arts and Culture Commission program. This represents a
decrease of $1,169 (-3.6%) from the FY 2024-25 Adopted Budget.
This budget is consistent with the prior year Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ -$ 15,626 $ 15,382 $ 15,382
Employee Benefits $ (845)$ 5,212 $ 5,924 $ 5,049
Materials $ 3,453 $ 3,575 $ 4,089 $ 4,220
Cost Allocation $ 16,128 $ 15,845 $ 6,641 $ 6,216
Total Expenditures $ 18,736 $ 40,258 $ 32,036 $ 30,867
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 18,736 $ 40,257 $ 32,036 $ 30,867
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASST DIR RECREATION COMM SVCS 0.15 0 0 0
SENIOR PLANNER 0 0.10 0.10 0.10
Total 0.15 0.10 0.10 0.10
There are no changes to the current level of staffing.
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Public Safety Commission
Budget Unit 100-11-150
General Fund - Commissions - Public Safety Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 19,917
Fund Balance $ -
General Fund Costs $ 19,917
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Public Safety Commission is a five-member commission appointed by City Council and holds the following powers and
functions:
Act in an advisory capacity to the City Council in all maDers pertaining to safety, traffic, police, fire and other areas wherein
the matter of public safety may be of concern.
Hold hearings and formulate policies and procedures with respect to the foregoing for approval by the City Council.
Perform such other tasks as may be expressly requested of it by the City Council.
The Public Safety Commission meets every other month. The Assistant Director of the Parks and Recreation Department serves as
staff liaison.
Proposed Budget
It is recommended that City Council approve a budget of $19,917 for the Public Safety Commission program. This represents a
decrease of $16,652 (-45.5%) from the FY 2024-25 Adopted Budget.
This decrease is due to the reallocation of funds for the Public Safety Forum to the Office of Emergency Management budget and
the SC County Sheriff's Community Academy to the Law Enforcement budget. These changes align the Public Safety Commission
budget with the budgets of other City Commissions.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 8,136 $ 9,391 $ 9,440 $ 10,412
Employee Benefits $ 3,520 $ 4,309 $ 4,885 $ 4,303
Materials $ 4,846 $ -$ 6,143 $ 354
Contract Services $ 10,000 $ -$ 10,600 $ -
Cost Allocation $ 12,496 $ 16,299 $ 5,292 $ 4,848
Contingencies $ -$ -$ 209 $ -
Total Expenditures $ 38,998 $ 29,999 $ 36,569 $ 19,917
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 38,998 $ 29,999 $ 36,569 $ 19,917
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSISTANT DIRECTOR OF PARKS AND REC 0 0 0 0.05
ASSIST TO THE CITY MNGR 0 0 0.05 0
EMERGENCY SERVICES COORDINATOR 0.05 0.05 0 0
Total 0.05 0.05 0.05 0.05
Due to the reorganization of duties and assignments within the City, staffing within this program was updated from the Assistant
to the City Manager to the Assistant Director of the Parks and Recreation Department.
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Bicycle and Pedestrian Commission
Budget Unit 100-11-155
General Fund - Commissions - Bicycle and Pedestrian Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 16,815
Fund Balance $ -
General Fund Costs $ 16,815
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The powers and functions of the Bicycle Pedestrian Commission shall be to review, monitor and suggest recommendations for
City transportation maDers including, but not limited to, bicycle and pedestrian traffic, parking, education and recreation within
Cupertino.
To fulfill their mission, the Commission may involve itself in the following activities:
1 . To monitor and update the bicycle transportation plan and pedestrian transportation guidelines;
2 . To suggest recommendations, review and monitor the City’s general plan transportation element;
3 . To receive public input pertaining to bicycle and pedestrian transportation and infrastructure issues;
4 . To make recommendations regarding the implementation of roadway and transportation improvements as it pertains to
bicycle and pedestrian needs;
5 . To make recommendations regarding the allocation of funds for capital expenditures relating to bicycle and pedestrian
transportation;
6 . Any other activity that may be deemed appropriate and necessary.
Proposed Budget
It is recommended that City Council approve a budget of $16,815 for the Bicycle and Pedestrian Commission program. This
represents a decrease of $23,606 (-58.4%) from the FY 2024-25 Adopted Budget.
The decrease is due to reductions in staff allocated to this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 27,443 $ 26,893 $ 19,919 $ 5,139
Employee Benefits $ 9,640 $ 10,425 $ 9,654 $ 2,937
Materials $ -$ -$ 223 $ 230
Contract Services $ -$ -$ 616 $ 636
Cost Allocation $ 24,809 $ 23,773 $ 9,999 $ 7,873
Contingencies $ -$ -$ 10 $ -
Total Expenditures $ 61,892 $ 61,091 $ 40,421 $ 16,815
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 61,892 $ 61,092 $ 40,421 $ 16,815
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.05 0.05 0.05 0.05
ASSISTANT ENGINEER 0 0 0.10 0
TRANSPORTATION MANAGER 0.10 0.10 0 0
Total 0.15 0.15 0.15 0.05
Staff time is being reallocated to better reflect actual time spent in this program.
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Parks and Recreation Commission
Budget Unit 100-11-160
General Fund - Commissions - Parks and Recreation Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 25,230
Fund Balance $ -
General Fund Costs $ 25,230
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Parks and Recreation Commission is a five-member commission appointed by City Council and holds the following powers
and functions:
To hold hearings on maDers pertaining to planning and development of parks, cultural activities, historical resources,
recreation, community services (including, but not limited to schools and senior services), and capital expenditures related
to community activities and facilities.
To conduct such other hearings as are necessary and in accordance with its own rules and regulations.
To report its decisions and recommendations in writing to the City Council.
To consider, formulate and propose programs, activities, resources, plans and development designed to provide for,
regulate and direct the future growth and development of community activities, parks and a recreation system in order to
secure to the City and its inhabitants better service.
To make investigations and reports for future acquisition of park sites.
To make, in its advisory capacity, any and all recommendations to the City Council relating to the above maDers, including
the extension of the parks, recreation system and community activities to outlying areas of the City.
In cooperation with the Director of Recreation and Community Services, the Commission will consider, review, and
evaluate parks, recreation programs, and community activities.
To consider, formulate, and propose cultural activities and historical preservation for the City and its residents.
The Parks and Recreation Commission meets every month. A Parks and Recreation Department Recreation Manager serves as staff
liaison.
Proposed Budget
It is recommended that City Council approve a budget of $25,230 for the Parks and Recreation Commission program. This
represents a decrease of $1,251 (-4.7%) from the FY 2024-25 Adopted Budget.
This budget is consistent with the prior year Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 14,225 $ 12,172 $ 13,129 $ 12,815
Employee Benefits $ 5,457 $ 5,440 $ 6,840 $ 6,198
Materials $ -$ -$ 11 $ 40
Cost Allocation $ 20,182 $ 21,167 $ 6,501 $ 6,177
Total Expenditures $ 39,864 $ 38,779 $ 26,481 $ 25,230
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 39,864 $ 38,779 $ 26,481 $ 25,230
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.05 0.05 0.05 0.05
DIRECTOR OF PARKS REC 0.05 0 0 0
RECREATION MANAGER 0 0.05 0.05 0.05
Total 0.10 0.10 0.10 0.10
There are no changes to the current level of staffing.
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Teen Commission
Budget Unit 100-11-165
General Fund - Commissions - Teen Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 14,908
Fund Balance $ -
General Fund Costs $ 14,908
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Teen Commission is a nine-member commission appointed by City Council and holds the following powers and functions:
Advise the City Council and staff on issues and projects important to youth.
Perform such other tasks as may be expressly requested of it by the City Council.
The Teen Commission meets every month. A Parks and Recreation Department Recreation Manager serves as staff liaison.
Proposed Budget
It is recommended that City Council approve a budget of $14,908 for the Teen Commission program. This represents a decrease of
$663 (-4.3%) from the FY 2024-25 Adopted Budget.
This budget is consistent with the prior year Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 6,882 $ 7,333 $ 7,590 $ 7,733
Employee Benefits $ 2,600 $ 2,441 $ 2,891 $ 2,499
Materials $ 828 $ 947 $ 285 $ 294
Cost Allocation $ 29,226 $ 30,189 $ 4,801 $ 4,382
Contingencies $ -$ -$ 4 $ -
Total Expenditures $ 39,536 $ 40,910 $ 15,571 $ 14,908
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 39,536 $ 40,910 $ 15,571 $ 14,908
Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
RECREATION MANAGER 0.05 0.05 0.05 0.05
Total 0.05 0.05 0.05 0.05
There are no changes to the current level of staffing.
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Planning Commission
Budget Unit 100-11-170
General Fund - Commissions - Planning Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 124,073
Fund Balance $ -
General Fund Costs $ 124,073
% Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
The Planning Commission, a five-member citizen board appointed by the City Council, holds the following powers and functions:
Prepare, periodically review, and revise as necessary, the General Plan.
Implement the General Plan through actions including, but not limited to, the administration of specific plans and zoning,
subdivisions, and sign ordinances.
Annually review the capital improvement program of the City and the local public works projects of other local agencies for
their consistency with the General Plan (pursuant to Sections 65400 et seq. of the California Government Code).
Endeavor to promote public interest in, comment upon, and understanding of the General Plan, and regulation relating to
it.
Consult and advise with public officials and agencies, public utility companies, civic, educational, professional, and other
organizations and citizens generally concerning implementation of the General Plan.
Promote the coordination of local plans and programs with the plans and programs of other agencies.
Perform other functions as the City Council provides including conducting studies and preparing plans other than those
required or authorized by state law.
Advise the City Council on land use and development policy related to the General Plan.
Implement the General Plan through review and administration of specific plans and related ordinances.
Review land use applications for conformance with the General Plan and ordinances; and
Promote the coordination of local plans and programs with regional and other agencies.
The Planning Commission meets on the second and fourth Tuesdays of each month.
Proposed Budget
It is recommended that City Council approve a budget of $124,073 for the Planning Commission program. This represents an
increase of $1,663 (1.4%) from the FY 2024-25 Adopted Budget.
This budget is consistent with the prior year Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 33,992 $ 36,334 $ 36,723 $ 36,551
Employee Benefits $ 11,429 $ 14,893 $ 17,459 $ 15,607
Materials $ 17,600 $ 5,261 $ 4,900 $ 6,460
Cost Allocation $ 35,427 $ 40,713 $ 63,328 $ 65,455
Total Expenditures $ 98,448 $ 97,201 $ 122,410 $ 124,073
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 98,448 $ 97,201 $ 122,410 $ 124,073
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.20 0.20 0.20 0.20
DIRECTOR OF COMM DEVELOPMENT 0.06 0.06 0.06 0.06
Total 0.26 0.26 0.26 0.26
There are no changes to the current level of staffing.
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Housing Commission
Budget Unit 100-11-175
General Fund - Commissions - Housing Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 71,165
Fund Balance $ -
General Fund Costs $ 71,165
% Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
The Housing Commission, consisting of a representative from a Cupertino business and four community members, holds the
following powers and functions:
Assist the Planning Commission and the City Council in developing housing policies and strategies for implementation of
general plan housing element goals.
Recommend policies for implementation and monitoring of affordable housing projects.
Facilitate innovative approaches to affordable housing development and to generate ideas and interest in pursuing a variety
of housing options.
When requested by the Director of Community Development or the City Council, to make recommendations to the
Planning Commission and the City Council regarding affordable housing proposals in connection with applications for
development.
Make recommendations regarding requests for money from the CDBG and Affordable Housing Funds.
Provide information about affordable housing.
Meet with neighborhood, community, regional and business groups as necessary to receive input and assist in generating
affordable housing.
Help identify sources of funds to develop and build affordable housing; and
Perform any other advisory functions authorized by the City Council.
The Housing Commission meets quarterly. The Senior Housing Coordinator serves as staff liaison.
Proposed Budget
It is recommended that City Council approve a budget of $71,165 for the Housing Commission program. This represents an
increase of $10,168 (16.7%) from the FY 2024-25 Adopted Budget.
The increase is due to a reallocation of staff to better reflect actual time spent in this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 21,822 $ 4,314 $ 34,855 $ 41,556
Employee Benefits $ 8,037 $ 5,292 $ 15,597 $ 19,134
Materials $ -$ -$ 229 $ 229
Cost Allocation $ 23,497 $ 25,112 $ 10,316 $ 10,246
Total Expenditures $ 53,356 $ 34,718 $ 60,997 $ 71,165
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 53,356 $ 34,718 $ 60,997 $ 71,165
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.05 0.05 0.05 0.05
ASSISTANT HOUSING COORDINATOR 0 0 0 0.15
PLANNING MANAGER 0.10 0.10 0.00 0
SENIOR HOUSING COORDINATOR 0 0 0.20 0.15
Total 0.15 0.15 0.25 0.35
Staff time is being reallocated to better reflect the actual time spent in this program.
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Sustainability Commission
Budget Unit 100-11-180
General Fund - Commissions - Sustainability Commission
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 17,210
Fund Balance $ -
General Fund Costs $ 17,210
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The powers and functions of the Commission shall be to serve in an advisory capacity to the City Council to provide expertise and
guidance on major policy and programmatic areas related to the environmental, economic and societal goals noted within
Cupertino's CAP and General Plan Environmental Resources/Sustainability Element.
To fulfill their mission, the Commission may involve itself in the following activities:
1 . Monitor and update the CAP based upon quantified metrics to measure and evaluate mitigated impacts and community
benefits.
2 . Suggest recommendations, review, and monitor the City's General Plan Environmental Resources/Sustainability Element
and its intersections with the CAP.
3 . Advise the City Council how to strategically accelerate Cupertino's progress towards sustainability and recommend
priorities to promote continued regional leadership in sustainability.
4 . Periodically review policies governing specific practices and programs, such as greenhouse gas emissions reduction, water
conservation, renewable energy, energy efficiency, materials management, and urban forestry. Illustrative examples include
creation of infrastructure for low emissions vehicles, installation of renewable energy or energy efficiency technologies,
draVing of water conservation or waste reduction policies, delivery of habitat restoration and conservation programs,
design and roll-out of pollution prevention campaigns, etc.
5 . Make recommendations regarding the allocation of funds for infrastructure and technology improvements to elevate
operational performance of City facilities, businesses, educational institutions and homes by reducing costs, improving
public health, and serving community needs.
6 . Accept public input on the subject areas noted above and advise the City Council on ways to drive community awareness,
behavior change, education and participation in City programs modeled upon the field's best practices.
7 . Review and make recommendations to the City Council on Federal, State and regional policies related to sustainability that
have the potential to impact City Council's goals and policies.
8 . Pursue any other activity or scope that may be deemed appropriate and necessary by the City Council.
Proposed Budget
It is recommended that City Council approve a budget of $17,210 for the Sustainability Commission program. This represents a
decrease of $534 (-3.0%) from the FY 2024-25 Adopted Budget.
This budget is consistent with the prior year Adopted Budget.
Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 18,882 $ (605)$ 6,588 $ 6,748
Employee Benefits $ 7,625 $ 3,872 $ 2,999 $ 2,708
Materials $ 2,107 $ -$ 1,340 $ 1,382
Cost Allocation $ 21,216 $ 21,687 $ 6,800 $ 6,372
Contingencies $ -$ -$ 17 $ -
Total Expenditures $ 49,830 $ 24,954 $ 17,744 $ 17,210
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 49,830 $ 24,954 $ 17,744 $ 17,210
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ENV. PROGRAMS SPECIALIST 0 0 0.05 0.05
MANAGEMENT ANALYST 0.10 0.10 0 0
SUSTAINABILITY MANAGER 0.05 0.05 0 0
Total 0.15 0.15 0.05 0.05
There are no changes to the current level of staffing.
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Audit Committee
Budget Unit 100-11-190
General Fund - Commissions - Audit Committee
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 31,122
Fund Balance $ -
General Fund Costs $ 31,122
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
The Audit CommiDee, consisting of two City Council members and a minimum of two and a maximum of three at large members,
holds the following powers and functions:
To review the annual audit report and management letter.
To recommend appointment of internal/external auditors.
To review the quarterly Treasurer's Investment report.
To recommend a budget format.
To review City investment policies and internal controls of such policies.
To review internal audit reports.
To review quarterly Fraud, Waste, and Abuse Program reports.
The Audit Committee meets quarterly. The Finance Manager serves as staff liaison.
Proposed Budget
It is recommended that City Council approve a budget of $31,122 for the Audit CommiDee program. This represents a decrease of
$449 (-1.4%) from the FY 2024-25 Adopted Budget.
This budget is consistent with the prior year Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 6,770 $ 15,370 $ 16,845 $ 17,506
Employee Benefits $ 1,981 $ 6,403 $ 7,777 $ 7,065
Cost Allocation $ 15,474 $ 17,282 $ 6,949 $ 6,551
Total Expenditures $ 24,225 $ 39,055 $ 31,571 $ 31,122
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 24,225 $ 39,054 $ 31,571 $ 31,122
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.05 0 0 0
FINANCE MANAGER 0.05 0.05 0.05 0.05
MANAGEMENT ANALYST 0 0.05 0.05 0
SENIOR MANAGEMENT ANALYST 0 0 0 0.05
Total 0.10 0.10 0.10 0.10
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Administration
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
City Manager $ 2,614,772
100-12-120 City Manager $ 2,133,359
100-12-122 Sustainability $ -
100-12-126 Office of Communications $ 481,413
100-12-305 Multimedia $ -
100-12-307 Public Access Support $ -
100-12-632 Community Outreach and Neighborhood Watch $ -
100-12-633 Office of Emergency Management $ -
100-12-705 Economic Development $ -
City Clerk $ 952,277
100-13-130 City Clerk $ 910,716
100-13-132 Duplicating and Mail Services $ 41,561
100-13-133 Elections $ -
City Manager Discretionary $ 50,000
100-14-123 City Manager Contingency $ 50,000
City Attorney $ 1,524,970
100-15-141 City Attorney $ 1,524,970
Total $ 5,142,019
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 2,432,652
Total Expenditures $ 5,142,019
Fund Balance $ -
General Fund Costs $ 2,709,367
% Funded by General Fund 52.7%
Total Staffing 16.2 FTE
Organization
Pamela Wu, City Manager
Floy Andrews, Contract City Attorney
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City Manager's Office
City Attorney's Office
Staffing levels in Administration are changing due to the transfer of an Economic Development Manager to the Community
Development department and an Emergency Manager, Emergency Management Analyst, Community Relations Coordinator, and
Citizen Corps Coordinator to the Parks & Recreation department. In addition, the City has currently contracted out the role of City
Attorney. The City Attorney position listed in this organizational chart is the full-time benefitted position. This position is still
funded as reflected in the City Attorney budget.
Notable Accomplishments
City Strategic Vision - In March 2025, the City Manager's Office facilitated a Priority SeDing Workshop, with Council to adopt
a Strategic Vision for the City and to select top priorities for the upcoming two fiscal years. Council adopted staff's
recommendation to establish new focus areas and modify the Council goals as part of the new Strategic Visions Framework.
This Framework will serve as a guide for all future City initiatives and resources allocations to better serve the community.
FY 25-27 City Work Program - In November 2024, staff conceptualized and presented an approach for Council to prioritize
the City Work Program projects for the next two fiscal years. In March 2025, aVer several Council meetings, study sessions,
and a Council workshop to evaluate potential projects, Council finalized 22 projects for the FY 2025-2027 City Work
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Program.
ALPR - In partnership with SC County, the City adopted a policy and authorized an MOU to purchase and install ALPR
cameras throughout the City.
Block Leaders - With grant support from CA Volunteers, staff expanded the Block Leader program to encourage recruitment
and engage community members with ongoing preparedness classes, bi-monthly focus groups, and Block Party grants.
Commission Governance - As part of the City Work Program, and based on Council direction, staff streamlined the online
Commission application to include questions and criteria that beDer identify applicants with Commission-specific subject
maDer expertise. Application revisions were based on the research of advisory bodies in neighboring cities and towns
within San Mateo and Santa Clara counties.
The Rise - The Silicon Valley Business Journal recognized The Rise project during the September 2024 Structures Awards. In
October 2024, the City issued grading permits to the developer to prepare the <former Vallco> site for future work. The City
is continuing to foster engagement with stakeholders and supporting this project on an ongoing basis.
Community Service Awards - The City Manager’s Office organized the first Cupertino Community Service Awards to
recognize outstanding volunteer achievement in the Cupertino Community. The Community Service Awards functioned as
a combination of prior years’ CREST and Commissioners’ Awards banquets. The new event format was well-received by
the community and provided an opportunity to recognize outstanding community members, volunteers, and
commissioners.
Streamlined Citywide Communications - City Manager’s Office offers comprehensive communications support and expertise
to all departments within the City. In addition to continuing the citywide communication coordination groups, namely The
Storytellers, In the spring of 2024, the team introduced the Communications Request Form on The Hub to streamline the
process of submiDing requests and organize them efficiently and gather essential data, images, and other relevant
information needed to fulfill them. The group meets monthly to discuss upcoming events, projects, and major initiatives.
This ensures uniformity in citywide communications. The communications team gathers information from all department
representatives and offers feedback on outreach messaging and strategies.
Publications - Published three editions of The Scene and 17 editions of the Cupertino Connect newsletter.
Cupertino Business Outreach Program - Continued to engage with local businesses to facilitate dialogue between the private
and public sectors, staff has gained a deeper understanding of Cupertino businesses' unique needs and connected them
with relevant resources.
Project Coordination - City Manager’s Office formed this group to facilitate an inter-departmental dialogue to reduce red tape
and coordinate on major policies, strategic initiatives, and significant projects in development, redevelopment, and business
aDraction/retention/expansion that enhance the City’s revenue. This initiative has been an excellent method to promote
collaboration and permit facilitation for projects such as Apple CC05, Jade Tea Garden, 76 Gas Station, and vacant office
space at 10275 N. De Anza Blvd.
Retail The5 Prevention Outreach & Engagement - City Manager’s Office hosted a webinar in collaboration with the Santa Clara
County Sheriff’s Office and Cupertino Chamber of Commerce to address retail theV, providing businesses with invaluable
insights, actionable strategies, and best practices to strengthen store security.
Sale of City-owned property at 10301 Byrne Avenue - City Manager’s Office presented to Council and helped executed a sales
agreement for the property at 10301 Byrne Avenue for $3,110,000.
Stevens Creek Trail Joint Use Agreement - Executed a new 25-year Joint Use Agreement with Santa Clara Valley Water District
for ongoing access.
Women in Business Luncheon - In partnership with the Cupertino Chamber of Commerce, restarted and grew this quarterly
luncheon to bolster retention, expansion, and attraction of businesses to Cupertino.
Business Resource Hub - Beta launched the Cupertino Business Resource Hub, a free, innovative platform designed to
support local businesses by offering access to resources, technical training, expert guidance, and networking opportunities
to help them thrive in a competitive market.
Small Business Workshop Series - Hosted in-person business workshops in collaboration with the Cupertino Chamber of
Commerce and Access Small Business Development Center (SBDC). Training topics included business compliance, access to
capital, strategies for attracting new customers, and artificial intelligence.
Green Business Workshop - Hosted an in-person workshop on green business rebates and incentives for local businesses and
commercial property owners, in partnership with Silicon Valley Clean Energy, the County of Santa Clara, the Green
Business Network Program, the Bay Area Regional Energy Network, and the Cupertino Chamber of Commerce.
Small Business Saturday - In 2024. developed a promotional video for Small Business Saturday
(hDps://youtu.be/daAHISqWdPY?si=SR3p7BhND87JzlBB), highlighting local businesses in Cupertino to encourage
community support and boost holiday shopping.
New Initiatives
th
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70 Anniversary - The Communications Division is the lead for the City’s upcoming Cupertino Community Service Awards
which will combine the CREST Awards and Commissioner’s Dinner with a nod to the City’s 70 anniversary. In 2024, the
Communications Division served as the lead for the inaugural Cupertino Community Service Awards.
Legislative Affairs - In 2025, Council has reestablished a legislative subcommiDee to further discuss state legislation. Staff will
continue to work on monitoring and tracking state legislation in partnership with Council and the City Lobbyist.
Major Sports 2026 Regional Coordination - The City Manager’s Office will participate in a regional group to track updates,
messaging efforts, and other relevant information related to the Superbowl and FIFA World Cup 2026.
Special Projects - Manage various Citywide special projects.
th
th
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Performance Measures
City Clerk Division
Goal: Streamline information processing for Council, staff, and community members for compliance with State requirements and
facilitate independent and transparent access to public information.
Benefit: All can fully participate in local government to achieve the community & organizational goals.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
City Council minutes for meetings presented for Council
approval by the following regular meeting 100%100%100%100%
Adopted City Council resolutions and ordinances
processed and scanned to Laserfiche within a week of
Clerk’s office receipt of final, signed document
85%/60%100%/100%100%/100%100%
Public Record Act requests responded to by the Statutory
deadline date 99%99%100%100%
Office of Communications
Goal: Promote and increase interest and participation in City services, programs, initiatives, and projects while building
community pride and positive identification with the City among its residents.
Benefit: Residents have access to timely, engaging, and important information.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Social media engagement: total number of followers including City
Hall Nextdoor, Facebook, Twitter, and Instagram , YouTube,
accounts
41,000 48,622 49,426 10% annual
increase
Community engagement: total number of IOI recipients 1,732 2,581 2,819 10% annual
increase
Total Number of Gov Delivery Notices sent 586 556 302 10% annual
increase
*Social media engagement metrics seen here are different due to Facebook's changes on its metrics, how they calculate it, and what
they provide now. Previously, Facebook would count any action as engagement; now they only count likes/reactions, comments,
link clicks, and shares.
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Workload Indicators
City Clerk Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
City Council minutes for regular meetings presented for Council approval
by the following regular meeting
20/20 44/44 16/16
Adopted City Council resolutions and ordinances processed and scanned
to Laserfiche within a week of Clerk’s office receipt of final, signed
document
136/160; 6/10 131/131; 13/13 55/55; 8/8
Public Record Act requests responded to by the Statutory deadline date 271/274 258/259 183/183
Office of Communications
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Social Media Engagement: Post per year (Facebook, Nextdoor, Twitter,
Instagram)
500 747 483
Number of YouTube videos created 17 31 26
Number of Community Information and Outreach Program products
provided (newsletters, press releases, website news postings)
150 50 48
Number of Communications Requests Received and Completed from
Departments via Communications Request Form N/A N/A 416
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Proposed Budget
It is recommended that City Council approve a budget of $5,142,019 for the Administration department. This represents a decrease
of $1,411,944 (-21.5%) from the FY 2024-25 Adopted Budget.
This decrease is primarily due to the reorganization of the City Manager's Office staffing. This decrease includes the transfer of 1
staff position in the Economic Development division, which has been moved under Community Development. This decrease also
includes the transfer of 3.5 positions in the Emergency Management division, which have been moved under Parks and Recreation.
In addition, contingency dollars have been calculated off of department's FY 2025-2026 base budget materials and contracts and
have been consolidated into materials.
For any programs with reductions in benefits, this is due to the one-time additional discretionary payment to the City's retirement
system that has resulted in benefit savings. Any changes in cost allocation charges are due to the updated Cost Allocation Plan
(CAP) based on a CAP study performed in 2023. In addition, contingency dollars have been calculated off of department's FY
2025-26 base budget materials and contracts and have been consolidated into materials budgets.
Citywide training was significantly reduced across all budget units as part of budget reductions in the last two fiscal years. Staff is
requesting the restoration of 50% of the previously reduced training funds. This amount was calculated by comparing the training
budgets in materials and contracts from FY 2022–23 to those in FY 2024–25, determining the difference, and then adding back 50%
of that difference.
This budget includes a special project of $5,000 for Cupertino 70th Anniversary Celebration. Per the City Council Special Project
Policy, minor repairs and equipment purchases are no longer included in the special project category. Prior special projects have
been moved to the contract or material expense categories.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
50.9%
29.7%
18.5%
City Manager
City Attorney
City Clerk
City Manager Discretionary
$6.51M $6.32M $6.55M
$5.14M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 1,025,000 $ 56,953 $ -$ -
Charges for Services $ 1,485,073 $ 1,201,781 $ 2,825,126 $ 2,432,652
Miscellaneous Revenue $ 4,357 $ 202 $ -$ -
Total Revenues $ 2,514,430 $ 1,258,936 $ 2,825,126 $ 2,432,652
Expenditures
Employee Compensation $ 3,434,456 $ 3,173,960 $ 3,304,638 $ 2,818,752
Employee Benefits $ 1,179,676 $ 1,362,921 $ 1,540,703 $ 1,129,897
Materials $ 299,269 $ 182,617 $ 212,796 $ 250,929
Contract Services $ 980,642 $ 1,028,893 $ 786,970 $ 612,682
Cost Allocation $ 468,859 $ 339,655 $ 546,360 $ 274,759
Special Projects $ 148,484 $ 224,741 $ 100,000 $ 5,000
Contingencies $ -$ 5,732 $ 62,496 $ 50,000
Total Expenditures $ 6,511,386 $ 6,318,519 $ 6,553,963 $ 5,142,019
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 3,996,953 $ 5,059,586 $ 3,728,837 $ 2,709,367
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 2.00 2.00
ASSISTANT CITY MANAGER 2.00 1.00 1.00 1.00
ASSIST TO THE CITY MNGR 0 0 0.95 0
CITY ATTORNEY 1.00 1.00 1.00 1.00
CITY CLERK 1.00 1.00 1.00 1.00
CITY MANAGER 1.00 1.00 1.00 1.00
COMMS AND MARKETING COORDINATOR 1.00 0 0.85 0.85
COMMUNITY OUTREACH SPECIALIST 0.90 0.90 0.90 0.90
DEPUTY CITY CLERK 1.00 1.00 1.00 1.00
DEPUTY CITY MANAGER 1.00 1.00 1.00 1.00
ECONOMIC DEVELOPMENT MANAGER 1.00 1.00 1.00 0
EMERGENCY SERVICES COORDINATOR 1.95 1.95 1.00 0
ENVIRONMENTAL PROGRAMS ASSISTANT 0.35 0.35 0 0
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
LEGAL SERVICES MANAGER 1.00 1.00 1.00 0
MANAGEMENT ANALYST 3.70 2.70 1.00 1.00
MULTIMEDIA COMMUNICATIONS SPEC 1.50 0 0 0
PUBLIC INFORMATION OFFICER 0.85 0.85 0 0
RECEPTIONIST 0 0 0 1.00
SENIOR ASSISTANT CITY ATTORNEY 1.00 1.00 1.00 1.00
SENIOR MANAGEMENT ANALYST 0 1.00 1.00 1.00
SPECIAL PROJECT EXECUTIVE 0 1.00 0 0
SR OFFICE ASSISTANT 1.80 1.80 1.80 1.90
SUSTAINABILITY MANAGER 0.75 0.75 0 0
Total 24.30 21.80 19.00 16.15
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City Manager
Budget Unit 100-12-120
General Fund - City Manager - City Manager
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,461,511
Total Expenditures $ 2,133,359
Fund Balance $ -
General Fund Costs $ 671,848
% Funded by General Fund 31.5%
Total Staffing 7.2 FTE
Program Overview
The City Manager is responsible to the City Council for the effective and efficient operation of the City. Under the direction of the
City Council as a whole, the City Manager carries out the City’s goals and objectives.
Service Objectives
Facilitate the adoption and accomplishment of the City Work Program.
Manage City operations.
Ensure all laws and ordinances of the City are duly enforced and that all franchises, permits, licenses, and privileges granted
by the City are faithfully performed and observed.
Advise the City Council on policy, and the health and needs of the City.
Research and respond to concerns regarding City operations.
Prioritize engagement and transparency.
Prepare reports and initiate recommendations as may be desirable or as requested by the City Council.
Ensure that the City’s policies and procedures provide a foundation for a secure financial position.
Monitor all state and federal legislative activity and track and identify important legislation impacting Cupertino.
Proposed Budget
It is recommended that City Council approve a budget of $2,133,359 for the City Manager program. This represents a decrease of
$44,262 (-2.0%) from the FY 2024-25 Adopted Budget.
There are several shiVs in this budget that result in an overall decrease. Primarily, this program budget does not have any new
Special Projects for FY25-26.
This is offset by increases in salaries due to the request to add a new position, materials due to funds for citywide memberships
and dues that were previously in the City Council budget being consolidated in this program budget to beDer reflect the use of
those dollars. Cost Allocation charges have also increased.
This program is also requesting 1.0 FT Receptionist for FY25-26. This position will ensure the City Hall front desk is adequately
staffed providing consistent support for residents.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 646,348 $ 653,459 $ 1,552,614 $ 1,461,511
Total Revenues $ 646,348 $ 653,459 $ 1,552,614 $ 1,461,511
Expenditures
Employee Compensation $ 974,503 $ 1,304,537 $ 1,280,208 $ 1,303,448
Employee Benefits $ 285,760 $ 555,668 $ 569,757 $ 517,857
Materials $ 53,361 $ 38,198 $ 45,689 $ 109,641
Contract Services $ 113,975 $ 215,602 $ 78,008 $ 81,920
Cost Allocation $ -$ -$ 102,413 $ 120,493
Special Projects $ -$ 38,415 $ 100,000 $ -
Contingencies $ -$ -$ 1,546 $ -
Total Expenditures $ 1,427,599 $ 2,152,420 $ 2,177,621 $ 2,133,359
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 781,251 $ 1,498,960 $ 625,007 $ 671,848
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0 0 1.00 1.00
ASSISTANT CITY MANAGER 2.00 1.00 1.00 1.00
CITY MANAGER 1.00 1.00 1.00 1.00
DEPUTY CITY MANAGER 1.00 1.00 1.00 1.00
EXEC ASST TO THE CITY COUNCIL 0.50 0.50 0.50 0.50
MANAGEMENT ANALYST 2.00 1.00 0 0
RECEPTIONIST 0 0 0 1.00
SENIOR MANAGEMENT ANALYST 0 1.00 1.00 1.00
SPECIAL PROJECT EXECUTIVE 0 1.00 0 0
SR OFFICE ASSISTANT 0.40 0.40 1.10 0.70
Total 6.90 6.90 6.60 7.20
Staff is requesting a new position of receptionist in this budget unit.
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Sustainability
Budget Unit 100-12-122
General Fund - City Manager - Sustainability
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2023-2024, this program was moved to Public Works. A complete discussion of the program can be found under Budget Unit
100-81-122. This program will remain in order to maintain historical data, however once all prior year data as listed in the table
below is $0, this program will be removed.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Miscellaneous Revenue $ 14,822 $ -$ -$ -
Total Revenues $ 14,822 $ -$ -$ -
Expenditures
Employee Compensation $ 272,016 $ -$ -$ -
Employee Benefits $ 102,200 $ -$ -$ -
Materials $ 16,113 $ -$ -$ -
Contract Services $ 67,997 $ -$ -$ -
Cost Allocation $ 182,388 $ -$ -$ -
Special Projects $ 106,200 $ -$ -$ -
Total Expenditures $ 746,914 $ -$ -$ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 732,091 $ -$ -$ -
Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ENVIRONMENTAL PROGRAMS ASSISTANT 0.35 0.35 0 0
MANAGEMENT ANALYST 0.70 0.70 0 0
SUSTAINABILITY MANAGER 0.75 0.75 0 0
Total 1.80 1.80 0 0
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Office of Communications
Budget Unit 100-12-126
General Fund - City Manager - Office of Communications
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 335,733
Total Expenditures $ 481,413
Fund Balance $ -
General Fund Costs $ 145,680
% Funded by General Fund 30.3%
Total Staffing 2.0 FTE
Program Overview
The Communications Division is responsible for community outreach to ensure that residents have access to timely, useful, and
important information. The Communications Division oversees and maintains many of the City’s lines of communication with
residents, including the City’s website, social media accounts, bimonthly newsleDer, quarterly newsleDer, videos, reels, digital
marketing, graphics, and press releases. The Division supports city-wide communications and acts as a liaison between various
City departments and the community, and provides guidance on communicating information about projects and events.
Service Objectives
Serve as the communications link between the City of Cupertino and residents
Ensure that the community has easy access to important, useful, and timely information through various forms of media
including print, online, and video
Build community pride and positive identification with the City among residents
Increase interest and participation in City services, projects, and activities
Promote City Council and departmental goals, initiatives, programs, and services
Assist in creating better internal and external communication
Enhance the City’s relationship with the news media
Proposed Budget
It is recommended that City Council approve a budget of $481,413 for the Office of Communications program. This represents an
increase of $64,634 (15.5%) from the FY 2024-25 Adopted Budget.
The increase is primarily due to a request to add an ongoing Part-Time Communications & Marketing Coordinator. This position
will ensure that large City events are successful, and the community stays informed and engaged.
Additional budget request in this program includes a special project request to fund the celebration of the City's 70th anniversary.
Special Projects
The following table shows the special projects for the fiscal year.
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Special Project Appropriation Revenue Funding Source Description
Cupertino 70th
Anniversary Celebration $5,000 $5,000 General Fund
Celebration to
Commemorate
Cupertino's 70th
Anniversary
Total $5,000 $5,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ -$ 545,188 $ 335,733
Total Revenues $ -$ -$ 545,188 $ 335,733
Expenditures
Employee Compensation $ 247,454 $ 202,101 $ 228,455 $ 292,233
Employee Benefits $ 90,120 $ 115,303 $ 124,460 $ 115,623
Materials $ 138,360 $ 46,977 $ 17,152 $ 22,637
Contract Services $ 133,287 $ 53,737 $ 14,110 $ 10,320
Cost Allocation $ -$ -$ 32,211 $ 35,600
Special Projects $ -$ -$ -$ 5,000
Contingencies $ -$ -$ 391 $ -
Total Expenditures $ 609,221 $ 418,118 $ 416,779 $ 481,413
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 609,221 $ 418,119 $ (128,409)$ 145,680
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
COMMS AND MARKETING COORDINATOR 1.00 0 0.85 0.85
COMMUNITY OUTREACH SPECIALIST 0.90 0.90 0.90 0.90
PUBLIC INFORMATION OFFICER 0.85 0.85 0 0
SR OFFICE ASSISTANT 0.90 0.90 0.20 0.20
Total 3.65 2.65 1.95 1.95
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Multimedia
Budget Unit 100-12-305
General Fund - City Manager - Multimedia
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2023-24, this program was moved to Innovation & Technology. A complete discussion of the program can be found under
Budget Unit 100-31-305. This program will remain in order to maintain historical data, however once all prior year data as listed in
the table below is $0, this program will be removed.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 354,821 $ 167,188 $ -$ -
Total Revenues $ 354,821 $ 167,188 $ -$ -
Expenditures
Employee Compensation $ 312,438 $ -$ -$ -
Employee Benefits $ 139,867 $ -$ -$ -
Materials $ 22 $ -$ -$ -
Contract Services $ 17,236 $ -$ -$ -
Special Projects $ 9,549 $ -$ -$ -
Total Expenditures $ 479,112 $ -$ -$ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 124,290 $ (167,188)$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MULTIMEDIA COMMUNICATIONS SPEC 1.50 0 0 0
Total 1.50 0 0 0
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Public Access Support
Budget Unit 100-12-307
General Fund - City Manager - Public Access Support
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
In FY 2023-2024, this program was moved to Innovation & Technology. A complete discussion of the program can be found under
Budget Unit 100-31-305. This program will remain in order to maintain historical data, however once all prior year data as listed in
the table below is $0, this program will be removed.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Contract Services $ 73,306 $ 9,450 $ -$ -
Cost Allocation $ 2,251 $ 2,169 $ -$ -
Total Expenditures $ 75,557 $ 11,619 $ -$ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 75,557 $ 11,619 $ -$ -
Staffing
There is no staffing associated with this program.
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Community Outreach and Neighborhood Watch
Budget Unit 100-12-632
General Fund - City Manager - Community Outreach and Neighborhood Watch
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2024-2025, this program was transferred to Parks & Recreation. A complete discussion of the program can be found under
Budget Unit 100-65-632. This program will remain in order to maintain historical data, however once all prior year data as listed in
the table below is $0, this program will be removed.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ -$ 56,953 $ -$ -
Total Revenues $ -$ 56,953 $ -$ -
Expenditures
Employee Compensation $ 100,034 $ 103,733 $ 109,783 $ -
Employee Benefits $ 40,723 $ 44,700 $ 52,924 $ -
Materials $ 8,047 $ 5,001 $ 8,290 $ -
Cost Allocation $ 58,538 $ 78,117 $ 53,648 $ -
Special Projects $ -$ 7,623 $ -$ -
Contingencies $ -$ -$ 104 $ -
Total Expenditures $ 207,342 $ 239,174 $ 224,749 $ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 207,342 $ 182,222 $ 224,749 $ -
Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
EMERGENCY SERVICES COORDINATOR 1.00 1.00 1.00 0
Total 1.00 1.00 1.00 0
There are no changes to the current level of staffing.
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Office of Emergency Management
Budget Unit 100-12-633
General Fund - City Manager - Office of Emergency Management
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2024-2025, this program was transferred to Parks & Recreation. A complete discussion of the program can be found under
Budget Unit 100-65-633. This program will remain in order to maintain historical data, however once all prior year data as listed in
the table below is $0, this program will be removed.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 1,025,000 $ -$ -$ -
Charges for Services $ -$ 15,629 $ 152,678 $ -
Total Revenues $ 1,025,000 $ 15,629 $ 152,678 $ -
Expenditures
Employee Compensation $ 317,068 $ 324,386 $ 356,968 $ -
Employee Benefits $ 130,230 $ 148,831 $ 176,079 $ -
Materials $ 13,394 $ 17,096 $ 23,997 $ -
Contract Services $ 156 $ -$ 2,120 $ -
Cost Allocation $ 177,604 $ 205,936 $ 86,139 $ -
Special Projects $ 18,677 $ 4,129 $ -$ -
Contingencies $ -$ -$ 326 $ -
Total Expenditures $ 657,129 $ 700,378 $ 645,629 $ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ (367,872)$ 684,749 $ 492,951 $ -
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSIST TO THE CITY MNGR 0 0 0.95 0
EMERGENCY SERVICES COORDINATOR 0.95 0.95 0 0
MANAGEMENT ANALYST 1.00 1.00 1.00 0
Total 1.95 1.95 1.95 0
A transfer of 3.5 positions in the Emergency Management division have been moved under Parks and Recreation.
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Economic Development
Budget Unit 100-12-705
General Fund - City Manager - Economic Development
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.0 FTE
Program Overview
In FY 2024-2025, this program was transferred to Community Development. A complete discussion of the program can be found
under Budget Unit 100-71-705. This program will remain in order to maintain historical data, however once all prior year data as
listed in the table below is $0, this program will be removed.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 161,796 $ 143,794 $ 194,086 $ -
Employee Benefits $ 52,073 $ 69,813 $ 99,396 $ -
Materials $ 19,101 $ 9,689 $ 17,648 $ -
Contract Services $ 15,449 $ 28,549 $ 56,200 $ -
Cost Allocation $ 41,781 $ 49,578 $ 172,822 $ -
Special Projects $ 14,058 $ 174,574 $ -$ -
Contingencies $ -$ -$ 923 $ -
Total Expenditures $ 304,258 $ 475,997 $ 541,075 $ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 304,258 $ 475,997 $ 541,075 $ -
Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ECONOMIC DEVELOPMENT MANAGER 1.00 1.00 1.00 0
Total 1.00 1.00 1.00 0
A transfer of 1 staff position in the Economic Development division has been moved under Community Development.
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City Clerk
Budget Unit 100-13-130
General Fund - City Clerk - City Clerk
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 222,387
Total Expenditures $ 910,716
Fund Balance $ -
General Fund Costs $ 688,329
% Funded by General Fund 75.6%
Total Staffing 4.0 FTE
Program Overview
The City Clerk’s office responsibilities include administrative duties associated with the City Council’s agenda and actions,
publishing legal notices, posting notice of all commission vacancies, processing codification of City’s Municipal Code, records
management, compliance with Public Records Act requests, managing official elections, and providing partial mail service for all
City Departments.
Service Objectives
Ensure compliance with the Brown Act open meetings requirements, Maddy Act Commission vacancy requirements and
the Public Records Act, to accurately process documents and maintain a records management system that facilitates timely
access to information, including digital access to City records.
Provide complete, accurate and timely information to the public, staff and City Council.
Respond to internal routing requests within two working days; respond to internal requests requiring archival research
within five working days.
Respond to Public Record Act requests within the time specified by State law.
Provide a digital City Council packet to members of the City Council and staff.
Process and sort routine incoming and outgoing mail for each department.
Proposed Budget
It is recommended that City Council approve a budget of $910,716 for the City Clerk program. This represents an increase of
$81,982 (9.9%) from the FY 2024-25 Adopted Budget.
The increase is primarily due to the reallocation of staffing to this budget unit.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 121,651 $ 87,435 $ 201,273 $ 222,387
Miscellaneous Revenue $ -$ 202 $ -$ -
Total Revenues $ 121,651 $ 87,637 $ 201,273 $ 222,387
Expenditures
Employee Compensation $ 388,186 $ 430,610 $ 475,265 $ 519,944
Employee Benefits $ 121,637 $ 173,521 $ 222,740 $ 225,433
Materials $ 25,946 $ 38,693 $ 40,578 $ 60,581
Contract Services $ 54,812 $ 43,387 $ 39,594 $ 40,861
Cost Allocation $ -$ -$ 49,555 $ 63,897
Contingencies $ -$ -$ 1,002 $ -
Total Expenditures $ 590,581 $ 686,211 $ 828,734 $ 910,716
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 468,930 $ 598,575 $ 627,461 $ 688,329
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00
CITY CLERK 1.00 1.00 1.00 1.00
DEPUTY CITY CLERK 1.00 1.00 1.00 1.00
SR OFFICE ASSISTANT 0.50 0.50 0.50 1.00
Total 3.50 3.50 3.50 4.00
Staff time is being reallocated to better reflect actual time spent in this program.
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Duplicating and Mail Services
Budget Unit 100-13-132
General Fund - City Clerk - Duplicating and Mail Services
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 30,805
Total Expenditures $ 41,561
Fund Balance $ -
General Fund Costs $ 10,756
% Funded by General Fund 25.9%
Total Staffing FTE
Program Overview
The Duplicating and Mail budget provides paper, envelope, and postage supplies Citywide, and is responsible for the
maintenance costs of the postage and folder-inserter machines.
Reduction in benefits is due to the one-time additional discretionary payment to the City's retirement system that has resulted in
benefit savings.
Service Objectives
Supply paper, envelopes, and postage Citywide and maintain postage and folder-inserter machines.
Proposed Budget
It is recommended that City Council approve a budget of $41,561 for the Duplicating and Mail Services program. This represents a
decrease of $1,470 (-3.4%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ -$ 28,829 $ 30,805
Total Revenues $ -$ -$ 28,829 $ 30,805
Expenditures
Materials $ 20,557 $ 11,377 $ 31,500 $ 32,508
Contract Services $ 922 $ 10,237 $ 11,000 $ 9,053
Cost Allocation $ 3,674 $ 3,375 $ -$ -
Contingencies $ -$ -$ 531 $ -
Total Expenditures $ 25,153 $ 24,989 $ 43,031 $ 41,561
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 25,153 $ 24,989 $ 14,202 $ 10,756
Staffing
There is no staffing associated with this program.
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Elections
Budget Unit 100-13-133
General Fund - City Clerk - Elections
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The City Clerk’s office administers the legislative process including management of local elections and filings of Fair Political
Practices Commission documents.
Service Objectives
Administer elections and Fair Political Practices Commission filings in compliance with State law.
Conduct a local election in even-numbered years and ballot measure elections as necessary, in compliance with the
California Elections Code.
Facilitate timely filing of required and voluntary documentation from candidates and election commiDees, including
Nomination Papers, Candidate Statements of Qualification, Campaign Financial Disclosure Statements, and Statements of
Economic Interest.
Make election-related information available to the public and news media in a timely manner.
Proposed Budget
There is no budget requested for this program.
This decrease is due to the election cycle.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Miscellaneous Revenue $ (10,465)$ -$ -$ -
Total Revenues $ (10,465)$ -$ -$ -
Expenditures
Materials $ (11,726)$ 577 $ 10,345 $ -
Contract Services $ 120,921 $ -$ 130,000 $ -
Cost Allocation $ 2,623 $ 480 $ 17 $ -
Contingencies $ -$ -$ 1,754 $ -
Total Expenditures $ 111,818 $ 1,057 $ 142,116 $ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 122,283 $ 1,057 $ 142,116 $ -
Staffing
There is no staffing associated with this program.
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City Manager Contingency
Budget Unit 100-14-123
General Fund - City Manager Discretionary - City Manager Contingency
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 50,000
Fund Balance $ -
General Fund Costs $ 50,000
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The City Manager Contingency program is designed to address unforeseen citywide expenses that may arise during the year. To
provide a cushion for any unexpected expenses, a contingencies expenditure category was added to each program in FY 2013-14.
This category was established to cover any unforeseen expenses that may arise during the year. However, in FY 2020-21, the
program contingencies were reduced from 5% of budgeted materials and contract services to 2.5%.
To provide a second layer of contingency for any unexpected expenditures, the City Manager Contingency was established. This
contingency is in addition to the program contingency and is used for unexpected expenditures that exceed the program
contingency. In FY 2020-21, the City Manager Contingency was also reduced from 5% of budgeted General Fund materials and
contract services to 2.5%.
To further reduce expenditures, in FY 2021-22, the City Manager Contingency was reduced to $75,000. In FY 2022-23, as part of an
expenditure-reduction strategy, program contingencies are being reduced to 1.25%, and the City Manager Contingency is being
reduced to $50,000. These measures are aimed at maintaining fiscal responsibility while ensuring that unexpected expenses can
still be addressed.
There were no expenditures from the City Manager's contingency in Fiscal Year 2023. Fiscal Year 2024 saw an expenditure of
$5,321.11, with the primary uses being employee appreciation events and quarterly town hall breakfasts. In Fiscal Year 2025 to date,
the contingency fund was utilized for $13,616.85, with key expenses related to employee appreciation events and homeless
encampment clean-up. The program contingency budget may be used by departments to cover unanticipated expenses at their
discretion. On the other hand, the City Manager Contingency requires the approval of the City Manager before it can be used. Any
usage of the City Manager Contingency is reported by staff to the City Council as part of the quarterly financial report. This
reporting ensures transparency and accountability in the use of contingency funds.
Proposed Budget
It is recommended that City Council approve a budget of $50,000 for the City Manager Contingency program. This budget is
unchanged from the prior year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Contract Services $ 2,633 $ -$ -$ -
Contingencies $ -$ 5,732 $ 50,000 $ 50,000
Total Expenditures $ 2,633 $ 5,732 $ 50,000 $ 50,000
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 2,633 $ 5,732 $ 50,000 $ 50,000
Staffing
There is no staffing associated with this program.
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City Attorney
Budget Unit 100-15-141
General Fund - City Attorney - City Attorney
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 382,216
Total Expenditures $ 1,524,970
Fund Balance $ -
General Fund Costs $ 1,142,754
% Funded by General Fund 74.9%
Total Staffing 3.0 FTE
Program Overview
The City ADorney is appointed by the City Council to manage the legal affairs of the City, including the operation of the City
ADorney’s Office. The City ADorney’s Office provides all legal services that are needed to support the City Council, City
Commissions and Committees, City Manager, department directors, and City staff.
Service Objectives
The mission of the City ADorney’s Office is to protect and defend the City by all legal and ethical means and to provide the
municipal corporation with high-quality legal service and advice. These legal services include the following:
Prosecute and defend the City in any legal action such as civil maDers involving personal injury or property damage, code
enforcement, or any administrative action arising out of City business.
Manage all property, auto and liability claims filed against or on behalf of the City including investigation and disposition.
Attend City Council, Planning Commission, and other public meetings as requested.
Prepare and review proposed legislation including ordinances and resolutions.
Draft and/or review contracts, agreements, and other legal documents.
Conduct legal research and analysis, and prepare legal memoranda.
Provide legal support for special projects.
Proposed Budget
It is recommended that City Council approve a budget of $1,524,970 for the City ADorney program. This represents an increase of
$40,741 (2.7%) from the FY 2024-25 Adopted Budget.
The increase is due to increases in salary costs, materials and contracts offset by a decrease in benefits costs. Staff costs have
increased due to negotiated increases to salary and benefits for the City ADorney as well as reclassification of the Legal Services
Manager that occurred last year to align the position with its current duties and responsibilities.
The City is currently contracting out City ADorney services but has not defunded the existing full time benefiDed City ADorney
position, thus salary and benefits for that position remain in the budget to pay contract City Attorney services.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 362,253 $ 278,070 $ 344,544 $ 382,216
Total Revenues $ 362,253 $ 278,070 $ 344,544 $ 382,216
Expenditures
Employee Compensation $ 660,961 $ 664,799 $ 659,873 $ 703,127
Employee Benefits $ 217,066 $ 255,085 $ 295,347 $ 270,984
Materials $ 16,094 $ 15,009 $ 17,597 $ 25,562
Contract Services $ 379,948 $ 667,931 $ 455,938 $ 470,528
Cost Allocation $ -$ -$ 49,555 $ 54,769
Contingencies $ -$ -$ 5,919 $ -
Total Expenditures $ 1,274,069 $ 1,602,824 $ 1,484,229 $ 1,524,970
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 911,816 $ 1,324,755 $ 1,139,685 $ 1,142,754
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
CITY ATTORNEY 1.00 1.00 1.00 1.00
LEGAL SERVICES MANAGER 1.00 1.00 1.00 0
MANAGEMENT ANALYST 0 0 0 1.00
SENIOR ASSISTANT CITY ATTORNEY 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00
There are no changes to the current levels of staffing. An interim City Attorney was outsourced in FY 2025.
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Law Enforcement
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
Law Enforcement $ 19,542,688
100-20-200 Law Enforcement $ 19,542,688
100-20-201 Interoperability Project $ -
Total $ 19,542,688
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,939,512
Total Expenditures $ 19,542,688
Fund Balance $ -
General Fund Costs $ 17,603,176
% Funded by General Fund 90.1%
Total Staffing FTE
Organization
Captain Neil Valenzuela, Office of the Sheriff
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Performance Measures
Goal: Maintain a safe environment to live, work, learn and play.
Benefit: All members of the community are safe, informed, empowered and supported.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Response time for emergency calls
Priority 1 6.57 5.81 7.28 5 minutes
Priority 2 7.46 6.32 6.41 9 minutes
Priority 3 12.72 7.86 6.30 20 minutes
% programs maintaining minimum attendance
Teen & Citizen Academy 90%100%0%80%
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Workload Indicators
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Total Priority 1 Calls 85 52 14
Total Priority 2 Calls 4,263 5,315 2,910
Total Priority 3 Calls 3,161 3,818 1,836
Total Teen/Community Academy Participants 18 31 0
Proposed Budget
It is recommended that City Council approve a budget of $19,542,688 for the Law Enforcement department. This represents an
increase of $893,882 (4.8%) from the FY 2024-25 Adopted Budget.
The increase is primarily due to the annual negotiated increase in the law enforcement contract and an ongoing request to fund
maintenance costs associated with the license plate readers.
For any programs with reductions in benefits, this is due to the one-time additional discretionary payment to the City's retirement
system that has resulted in benefit savings. Any changes in cost allocation charges are due to the updated Cost Allocation Plan
(CAP) based on a CAP study performed in 2023. In addition, contingency dollars have been calculated off of department's FY
2025-26 base budget materials and contracts and have been consolidated into materials budgets.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
100.0%
Law Enforcement
$15.3M
$16.2M
$18.6M
$19.5M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 165,271 $ 186,159 $ 161,094 $ 166,249
Charges for Services $ 277,277 $ 304,442 $ 402,500 $ 371,200
Fines and Forfeitures $ 168,859 $ 155,102 $ 180,000 $ 185,760
Miscellaneous Revenue $ 948,721 $ 1,006,552 $ 1,046,814 $ 1,216,303
Total Revenues $ 1,560,128 $ 1,652,255 $ 1,790,408 $ 1,939,512
Expenditures
Materials $ 404 $ 457 $ 424 $ 450
Contract Services $ 15,122,638 $ 16,059,209 $ 18,285,280 $ 19,353,570
Cost Allocation $ 153,891 $ 144,684 $ 363,102 $ 188,668
Total Expenditures $ 15,276,933 $ 16,204,350 $ 18,648,806 $ 19,542,688
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 13,716,805 $ 14,552,096 $ 16,858,398 $ 17,603,176
Staffing
There is no staffing associated with this department.
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Law Enforcement
Budget Unit 100-20-200
General Fund - Law Enforcement - Law Enforcement
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,939,512
Total Expenditures $ 19,542,688
Fund Balance $ -
General Fund Costs $ 17,603,176
% Funded by General Fund 90.1%
Total Staffing FTE
Program Overview
The Law Enforcement program provides law enforcement, emergency communications, and School Resource Officers. Law
enforcement services are provided by the Santa Clara County Sheriff’s Office, while communications services are provided by the
Santa Clara County General Services Administration. Other services include general law enforcement (patrol), traffic enforcement
and investigation, detective services, and additional resources from specialized units.
The State allocates the Citizens Option for Public Safety (COPS) grant to cities and counties for front-line law enforcement
purposes. Funding is allocated proportionately based on population size with a minimum allocation of $100,000 per jurisdiction.
This grant will be used to partially offset the cost of a second School Resource Officer that was added in the FY 2016-17 school
year. Furthermore, the City receives an annual donation from Apple for enhanced law enforcement services (two additional
deputies) available to the entire community. The donation is $1,109,623 for FY 2025-26.
Service Objectives
Protect life and property through innovative and progressive policing methods.
Respond to Priority 1 emergency situations within an average of fewer than five minutes.
Enforce the vehicle code with the goal of increasing traffic safety.
Divert first time/minor youth offenders from the juvenile justice system.
Provide daily on-site interaction with our youth.
Provide annual Teen Academy during summer months providing community engagement and an introduction to law
enforcement for youth (budgeted in the Public Safety Commission).
Proposed Budget
It is recommended that City Council approve a budget of $19,542,688 for the Law Enforcement program. This represents an
increase of $893,882 (4.8%) from the FY 2024-25 Adopted Budget.
The increase is due to the increased in the Sheriff's contract and increases supplemental law enforcement service that are fully
offset by revenues. Additionally, a request to fund ongoing costs of the maintenance and operation of fiVeen (15) Automated
License Plate Readers (ALPRs) throughout the City, is included, which was approved by Council in October 2024.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 165,271 $ 186,159 $ 161,094 $ 166,249
Charges for Services $ 277,277 $ 304,442 $ 402,500 $ 371,200
Fines and Forfeitures $ 168,859 $ 155,102 $ 180,000 $ 185,760
Miscellaneous Revenue $ 948,721 $ 1,006,552 $ 1,046,814 $ 1,216,303
Total Revenues $ 1,560,128 $ 1,652,255 $ 1,790,408 $ 1,939,512
Expenditures
Materials $ 404 $ 457 $ 424 $ 450
Contract Services $ 15,122,638 $ 16,059,209 $ 18,285,280 $ 19,353,570
Cost Allocation $ 153,007 $ 144,684 $ 363,102 $ 188,668
Total Expenditures $ 15,276,049 $ 16,204,350 $ 18,648,806 $ 19,542,688
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 13,715,921 $ 14,552,096 $ 16,858,398 $ 17,603,176
Staffing
There is no staffing associated with this program.
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Interoperability Project
Budget Unit 100-20-201
General Fund - Law Enforcement - Interoperability Project
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The Silicon Valley Regional Interoperability Authority (SVRIA) was formed under the Joint Exercise of Powers Act (JPA) to
provide interoperable communications solutions to its members. The SVRIA represents the interests of all public safety agencies in
Santa Clara County through its members. It services the Santa Clara Operational Area which includes the County of Santa Clara,
its fiVeen cities and towns, and all special districts. This program will remain in order to maintain historical data, however once all
prior year data as listed in the table below is $0, this program will be removed.
Service Objectives
SVRIA exists to identify, coordinate, and implement communications interoperability solutions to its member agencies. The
purpose of these projects is to seamlessly integrate voice and data communications between law enforcement, the fire and rescue
service, emergency medical services, and emergency management for routine operations, critical incidents, and disaster response
and recovery.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Cost Allocation $ 884 $ -$ -$ -
Total Expenditures $ 884 $ -$ -$ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 884 $ -$ -$ -
Staffing
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Staffing
There is no staffing associated with this program.
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Innovation and Technology
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
I&T Administration $ 224,231
610-30-300 Innovation & Technology Administration $ 224,231
Video $ 1,132,993
100-31-305 Video $ 1,132,993
Applications $ 2,329,660
100-32-308 Applications $ 2,329,660
Infrastructure $ 2,856,513
610-34-310 Infrastructure $ 2,856,513
GIS $ 1,303,472
610-35-986 GIS $ 1,303,472
Total $ 7,846,869
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 6,640,514
Total Expenditures $ 7,846,869
Fund Balance $ 366,279
General Fund Costs $ 2,572,634
% Funded by General Fund 32.8%
Total Staffing 13.9 FTE
Organization
Teri Gerhardt, CGCIO, Chief Technology Officer
Notable Accomplishments
New City Website Launched – Collaborating with various departments, the newly designed City of Cupertino website
(cupertino.gov) was launched. The new website has a more robust backend content management system and integrates
with many other applications like Legistar, GovDelivery and Accela.
ProjectDox move to SaaS – IT Applications moved ProjectDox, City’s plan check review system to the SaaS (SoVware as
Service) model. This move helps Cupertino to always stay on the latest ProjectDox version and shiVs the responsibility of
the day-to-day maintenance, upgrades, and back-ups to the vendor.
Consolidation of Code Enforcement Services-- The Code Enforcement operations were consolidated under the Accela Land
Management System (LMS) pulling all CDD operations under one enterprise system. This implementation streamlines code
enforcement day-to-day operations as well as supports routing complaints and service requests directly to Code
Enforcement officers.
Startup Sofware – Implemented Startup Space platform to welcome new businesses in Cupertino. The application provides
access to government, public, and privately sponsored resources to medium and small businesses.
Business Process Automation – Continued to pursue business process automation, we’ve automated 50 forms, workflows,
approval processes, and routine tasks. Our aim is to enhance process and technology integration, facilitating the adoption of
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streamlined, digital workflows that optimize efficiency while minimizing risk exposure.
Disaster Preparedness – In collaboration with OES, we've developed disaster response tools to support emergency operations.
These include a Quick Capture tool for rapid windshield surveys, a Building Damage Assessment Survey based on the state
form, real-time EOC Dashboards, and a Reviewer Map for GIS staff. We've also created detailed evacuation maps for each
zone. We continually test and refine these tools to ensure their effectiveness and reliability.
AR McClellan Ranch – Visitors to McClellan Ranch can download the app from iTunes or Google Play, choose a language
(English, Hindi, or Mandarin), and follow Cooper through six AR stops. Each features immersive text and audio content
highlighting native species and activities at the Ranch.
Cupertino Modern Data Warehouse – The City of Cupertino, in collaboration with OmniData, implemented a modern data
warehouse using MicrosoV Fabric, unifying data into a scalable lakehouse architecture for enhanced reporting, analytics,
and governance. Staff were trained to support and expand the platform, enabling advanced data-driven decision-making.
Proactive Managed Risk and Security Monitoring – Procured Cybersecurity Professional Services to respond to active threats
through proactive monitoring and management tools that scan, manage and resolve security vulnerabilities.
City Hall Enterprise Server & Storage Tech refresh – Replaced the server environment that houses the City’s Financial ERP,
Land Management business applications, and other critical applications and services. This refresh was done at the City Hall
and Phoenix data centers and provides more robust backup and recovery features in the case of a cyber incident.
.gov E-mail Project – Acquired and implemented the cupertino.gov address to our E-mail system, improving security and
branding, and satisfying major requirements of California State Assembly Bill 1637.
Cybersecurity Assessment – I&T partnered with FRSecure for a comprehensive cybersecurity review, which included a
vulnerability scan, network penetration test, and security controls assessment through interviews with staff across
departments. A roadmap was created to guide improvements in the City's cybersecurity operations.
Windows 11 Upgrade Project – With support for Windows 10 ending on October 14, 2025, the City’s fleet of Windows 10
laptops will need to be replaced or upgraded before then. This is to ensure the City’s laptops continue to receive critical
security updates from Microsoft.
Cupertino Room Lectern Upgrade Project – Upgraded the Cupertino Room lectern with an audiovisual-ready system so that it
beDer integrates with the recent technology improvements in that space. The upgraded podium includes custom
connections for laptops and other mobile display devices, support for a wireless gooseneck microphone, and a sloped panel
for built-in monitor display.
New Initiatives
ERP Replacement - The City of Cupertino is replacing its outdated Tyler New World ERP to modernize its financial and
payroll systems, improving automation, integration, and user experience while reducing inefficiencies and security risks.
With Council approval, the City will resume its phased implementation plan.
Broadcast & AV System Modernization - Cupertino is upgrading its broadcast and Community Hall AV systems with ASG,
using PEG funds. The project includes HD video, LED lighting, centralized controls, and modern infrastructure to improve
quality, efficiency, and future scalability.
Virtual Reality (VR) Decarb – With grant funds from Silicon Valley Clean Energy (SVCE), Cupertino will create a VR
experience to educate residents about decarbonization by showcasing a zero-emissions home. The VR DECARB system will
be available at local festivals, Block Parties, and upon community request to inspire the adoption of zero-emission options
in homes.
Business Process Automation – Innovation & Technology is transforming Cupertino’s operations with secure, scalable digital
workflows. With 50+ forms automated and more in progress, we're streamlining processes to boost efficiency and reduce
risk.
Accela Roadmap – Developed strategic initiatives for achieving the maximum potential from the use of Accela platform
pertaining to both its back-office systems and its public portal for Cupertino residents and external stakeholders.
ACA Guide and Wrapper – Enhance user interface and provide seamless navigation through a new guide and wrapper on the
City’s Land Management System – Accela Citizen Access. The portals site has high traffic for users seeking the permit
counter and business license services and user-friendly interface and navigation will help the City to provide its core
services to our customers in an efficient way.
Phone System Replacement Project - The City is transitioning to a modern, cloud-based phone system that will enhance staff
mobility, enable secure calling and texting from mobile devices and laptops, and eliminate the need for VPN access offsite.
The new system will improve communication efficiency and reduce reliance on City-issued cell phones.
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Performance Measures
Goal: Provide superior delivery of information and technology services to city employees and constituents while continually
enhancing levels of engagement.
Benefit: Integrated information services enable customer access to the tools and information they need, when and where they need
it.
Performance Measure
FY 2023
July-June
FY 2024
July-Jun
FY2025
Jul -Dec
Ongoing
Target
GIS: % of time spent Developing Application 50%28%34%65%
GIS: % of time Maintaining applications 50%72%66%35%
GIS: Increase Property Information (Internal/External) site
visits per month 279/84 338/97 325/96 500/100
GIS: Cityworks utilization - # of assets Cupertino maintains vs
# of assets maintained in Cityworks. Also the % increase of
work units completed (WOs, INSP,SRs)
45/31 45/32 45/32 45/45
Infrastructure: Percentage based upon number of scheduled
projects/Number of projects completed on time N/A 63%67%100%
Infrastructure: Percentage based upon number of HelpDesk
tickets/SLA measurements 85.9%90.4%91.3 90%
Infrastructure: % Customer satisfaction based upon
Satisfaction Rate from helpdesk tickets 99.6%94.8%100%85%
Infrastructure: % of network uptime (not including planned
maintenance)99.9%99.9%99.99%99%
Applications: % of citywide-enterprise application project
management performed on time and on budget 98%96%95%95%
Applications: Number of website site visits/Number of site
hits 857,387 1,100,00 630,000 5% annual increase
Applications: Number of support request for the applications
support per month 640 850 628 20
Video: Percentage of total video productions performed vs
scheduled productions (city meetings excluded)
356%
57/16
220%
44/20
130%
26/20 100%
Video: Percentage of total engineering projects vs scheduled
projects
200%
10/5
182%
11/6
0%
0/0 100%
Video: Total video views on YouTube*141,571 135,641 86,808 5% annual increase
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* Unable to retrieve Granicus viewership data due to error in their reporting module
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Workload Indicators
Applications Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of tasks for Enterprise Programs Support & Maintenance -
includes enterprise business platforms like ERP, Land Management
System, Recreation System, City Digital Records, City Website and many
programs like Admin Services digital transformation, citywide
permitting, licensing, and enforcement solutions.
2,250
Standardizing
tracking process
2,550 1,530
Number of Hours for Application Development - includes custom
software solutions like Bid Management solution and Permit Parking
software solutions. Application development for these kind of software
solution goes through all stages of Software Development Life Cycle
(SDLC) of Requirement-gathering, Analysis, Designing, Coding, Testing
and Deployment of these custom software solutions.
1,300 1,500 1,240
% of Project Implementation Performed on Time and Budget for
Citywide Applications - This measure involves the task of project
research and communications, project charter creation, creating or
reviewing statement of work, contractor research and selection process,
activity and resource planning, creation of work breakdown structure,
team building, time management, deliverable management, customer
satisfaction, risk management, communication management, project
closeout process and documentation.
95%96%95%
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Infrastructure Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
% of helpdesk requests completed 48 hours or less - Prompt customer
service and attention is a critical customer service measurement to ensure
staff is able to perform and excel with their daily duties. This core
responsibilty is performed by two Network Specialists serving 200-250
staff depending on the time of year. Infrastructure's goal is to provide a
service level where 90% of all helpdesk service requests are completed in
48 hours or less.
85.9%90.4%91.3%
% of network uptime - Maintain availability and accessibility of the City's
network infrastructure during business hours of operation. The City's
local and wide area networks require high reliability to ensure various
applications (ERP, GIS, Land management, etc.) and services (Internet, e-
mail, shared files, City web services, etc). are available for staff and
members of the public.
99.9%99.9%99.9%
Number of IT Projects Completed - Project research and communications,
project charter creation, SOW creation, contractor research and selection
process, activity & resource planning/work breakdown structure, team
building and motivation, time management, deliverable management,
ensuring customer satisfaction, risk management, communication
management, project closeout process, documentation
N/A 5 4
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GIS Division
Workload Indicator FY 2023
July-June
FY 2023
July-June
FY 2025
July-Dec
Hours Spent on Development - The GIS Division builds internal and
external web applications, business intelligence tools, digital workflows,
and configures enterprise applications.
507/new
tracking system
was in
development
during this time
frame
673/new
tracking system
was in
development
during this time
frame
433
Number of Map, Data, Analysis, Report Completed Requests - Requests
range from hard copy maps to interactive web maps, data request, data
changes, crystal report requests.
316/new
tracking system
was in
development
during this time
frame
349/new
tracking system
was in
development
during this time
frame
279
Number of I&T workplan projects completed - Project research and
communications, project charter creation, SOW creation, contractor
research and selection process, activity & resource planning/work
breakdown structure, team building and motivation, time management,
deliverable management, ensuring customer satisfaction, risk
management, communication management, project closeout process,
documentation
90%
7/8 3/3
3/5
Video Division
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Workload Indicator FY23
Jul-Jun
FY24
Jul-Jun
FY25
Jul-Dec
Video Productions Completed vs. Those Scheduled - Video productions range in
scope from relatively simple 30-second public service announcements to major
projects like CREST that require more than two months of on-going field
production, post-production editing, and a live awards program telecast. This
specific Workload Indicator clearly indicates that a large percentage of annual
video projects are unscheduled or unanticipated. The measurements here are
tracked in the "milestones" document located in our City Channel documentation
folder. The milestones document is a comprehensive dataset of all the video
division projects--both large and small--and is maintained by the entire video staff.
City meeting telecasts are not included in this particular dataset.
245%
27/11
356%
57/16
130%
26/20
Engineering Projects Completed vs. Those Scheduled - Video staff is responsible for
designing, managing, and maintaining the many audiovisual and broadcast
systems located within the organization. These include systems within the
conference and multipurpose rooms, office and huddle spaces, as well as the
complex broadcast systems within the video control room at Community Hall. The
Workload Indicator here measures the number of projects completed vs. the
number of scheduled projects. These measurements are tracked in the
"engineering milestones" document located in our City Channel documentation
folder. This document is maintained by Pete Coglianese, who is the broadcast
engineer for the division.
100%
2/2
275%
11/4
0%
0/0
Total Viewership on the YouTube and Granicus Platforms - Video staff historically
tracks viewership data within our primary online video platforms--YouTube and
Granicus. Both YouTube and Granicus provide advanced reporting modules that
allow us to accurately track the number of views over a given date range. The
numbers here indicate total views rather than total unique views. Other online
platforms were considered as part of this dataset; however, because we do not
consistently post videos to our other social media sites such as Facebook, Twitter,
Instagram, and Nextdoor, those statistics were not included as part of this specific
performance measure. Similarly, we do have accurate viewership data for the City
Channel, our government access television channel, so that platform was excluded
as well.
60,249 158,300 86,808
* Percentage skewed due to pandemic - more overall views due to daily press conference postings
Proposed Budget
It is recommended that City Council approve a budget of $7,846,869 for the Innovation and Technology department. This
represents an increase of $1,123,442 (16.7%) from the FY 2024-25 Adopted Budget.
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Compensation increased due to a request for a new classification of Principal Business Analyst. This position will play a key
leadership role in driving a variety of technology initiatives and managing complex IT projects, as well as provide critical oversight
for optimizing business processes, ensuring they align with the City's strategic goals. Compensation also increased due to the
addition of three interns across the department. Increases in Materials, Contract Services and Special Projects are due to multi-year
and new infrastructure and application enhancements.
For any programs with reductions in benefits, this is due to the one-time additional discretionary payment to the City's retirement
system that has resulted in benefit savings. Any changes in cost allocation charges are due to the updated Cost Allocation Plan
(CAP) based on a CAP study performed in 2023. In addition, contingency dollars have been calculated off of department's FY
2025-26 base budget materials and contracts and have been consolidated into materials budgets.
Citywide training was significantly reduced across all budget units as part of budget reductions in the last two fiscal years. Staff is
requesting the restoration of 50% of the previously reduced training funds. This amount was calculated by comparing the training
budgets in materials and contracts from FY 2022–23 to those in FY 2024–25, determining the difference, and then adding back 50%
of that difference.
Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project
category. Prior special projects have been moved to the contract or material expense categories.
Lastly, this department is also requesting, $449,696 in budget requests. These request are discussed in the program budget
narratives.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
36.4%
29.7%
16.6%
14.4%
Infrastructure
Applications
GIS
Video
I&T Administration
$6.44M
$7.28M
$6.72M
$7.85M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ (30)$ 24,480 $ -$ -
Charges for Services $ 3,928,046 $ 4,096,692 $ 5,113,586 $ 5,340,514
Miscellaneous Revenue $ -$ 5,666 $ -$ 300,000
Transfers In $ 2,537,500 $ 1,037,684 $ 197,000 $ 1,000,000
Total Revenues $ 6,465,516 $ 5,164,522 $ 5,310,586 $ 6,640,514
Expenditures
Employee Compensation $ 2,455,241 $ 2,782,948 $ 2,746,194 $ 2,776,366
Employee Benefits $ 1,078,676 $ 1,332,388 $ 1,125,453 $ 981,164
Materials $ 1,717,933 $ 1,982,298 $ 1,655,136 $ 2,067,334
Contract Services $ 446,993 $ 480,812 $ 714,647 $ 811,305
Cost Allocation $ -$ -$ 230,915 $ 699,739
Special Projects $ 516,888 $ 507,029 $ -$ 225,000
Other Financing Uses $ 221,459 $ 115,426 $ 221,459 $ 285,961
Transfers Out $ -$ 76,000 $ -$ -
Contingencies $ -$ -$ 29,623 $ -
Total Expenditures $ 6,437,190 $ 7,276,901 $ 6,723,427 $ 7,846,869
Fund Balance $ 1,092,708 $ (787,165)$ (42,256)$ 366,279
General Fund Costs $ 3,601,883 $ 2,362,899 $ 1,567,585 $ 2,572,634
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.95 0 0 0
BUSINESS SYSTEMS ANALYST 3.00 3.00 3.00 3.00
CHIEF TECHNOLOGY OFFICER 0.98 0.98 0.98 0.98
GIS ANALYST 1.00 1.00 1.00 0
GIS PROGRAM MANAGER 1.00 1.00 1.00 0
INFO TECHNOLOGY MANAGER 1.00 1.00 1.00 1.00
INNOVATION & TECHNOLOGY MGR APPS 1.00 1.00 0 1.00
I.T. ASSISTANT 2.00 0 0 0
MANAGEMENT ANALYST 1.00 1.95 1.95 1.95
MULTIMEDIA COMMUNICATIONS SPEC 1.50 3.00 3.00 3.00
NETWORK SPECIALIST 0 2.00 2.00 2.00
SENIOR BUSINESS SYSTEMS ANALYST 0 0 0 1.00
Total 13.43 14.93 13.93 13.93
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Innovation & Technology Administration
Budget Unit 610-30-300
Information Technology - I&T Administration - Innovation & Technology Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 89,599
Total Expenditures $ 224,231
Fund Balance $ (134,632)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.2 FTE
Program Overview
The Innovation & Technology Department Administration Division is responsible for the strategic planning, governance, policy
seDing, and leadership in the use of digital services for the City. The services include a state of the art network which provides
transport for best of class business applications, e.g., financial, land management, recreation, asset management, HR, e-commerce
and work order management. Additionally, Administration ensures oversight of budget, tactical plans, succession planning,
partnership development (internal/external) and staffing. Procurement and budget monitoring are also responsibilities of
Administration.
Service Objectives
Develop a roadmap to effectively leverage existing technology and adopt emerging technology to meet business needs.
Create and sustain a workplace atmosphere that promotes a balance between employee innovation, accountability and
business needs.
Ensure two-way communication between and among the City organization and stakeholders.
Improve user experience including ease of use, availability, and accessibility within the context of compliance with industry
standards.
Ensure transparent and easy access to City information and services via multiple technologies, e.g. social media, TV, web,
and radio.
Proposed Budget
It is recommended that City Council approve a budget of $224,231 for the Innovation & Technology Administration program. This
represents an increase of $146,425 (188.2%) from the FY 2024-25 Adopted Budget.
The increase is due to increases in Cost Allocation and conference and training expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ -$ 191,672 $ 89,599
Transfers In $ 82,500 $ -$ -$ -
Total Revenues $ 82,500 $ -$ 191,672 $ 89,599
Expenditures
Employee Compensation $ 129,616 $ 148,116 $ 45,698 $ 39,787
Employee Benefits $ 47,311 $ 72,678 $ 20,160 $ 16,263
Materials $ 8,809 $ 2,918 $ 5,721 $ 9,657
Contract Services $ 7,933 $ 757 $ 2,000 $ 6,914
Cost Allocation $ -$ -$ 4,130 $ 151,610
Special Projects $ 41,000 $ 67,380 $ -$ -
Transfers Out $ -$ 60,000 $ -$ -
Contingencies $ -$ -$ 97 $ -
Total Expenditures $ 234,669 $ 351,849 $ 77,806 $ 224,231
Fund Balance $ (152,169)$ (351,849)$ 113,866 $ (134,632)
General Fund Costs $ 82,500 $ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.15 0 0 0
CHIEF TECHNOLOGY OFFICER 0.38 0.38 0.10 0.08
MANAGEMENT ANALYST 0 0.15 0.15 0.15
Total 0.53 0.53 0.25 0.23
Staff time is being reallocated to better reflect actual time spent in this program.
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Video
Budget Unit 100-31-305
General Fund - Video - Video
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 85,163
Total Expenditures $ 1,132,993
Fund Balance $ -
General Fund Costs $ 1,047,830
% Funded by General Fund 92.5%
Total Staffing 3.3 FTE
Program Overview
The Multimedia Division manages Cupertino’s public communication channels, including the City Channel, YouTube, and digital
signage in City facilities. The team produces and streams hybrid Council and Planning Commission meetings, provides video
production and editing services for City departments, and supports Commission meetings through webinar training, technical
setup, and timely posting of recordings. These efforts ensure transparent communication and keep residents informed and
engaged.
Service Objectives
Public Communication Channel: Through City Channel, YouTube, and Digital Signage Cupertino’s delivering information to
residents and providing coverage of City meetings and community events.
Live Meeting Production and Webcasting: Production of hybrid Council and Planning Commission meetings, ensuring smooth
integration of in-person and virtual participation. Meetings are streamed live on YouTube and Granicus, providing real-time public
access. Recordings are archived for on-demand viewing, supporting transparency, civic engagement, and easy access to past
meetings.
Multimedia Production and Editing: Providing professional video production and editing services to support the communication
needs of all City departments including City Council. This includes producing promotional videos, educational content, and event
coverage while ensuring that all video production equipment remains operational and up to date.
Commission Meeting Support: Providing comprehensive support for Commission meetings, including Zoom webinar training for
staff, technical setup, post-meeting editing, and ensuring timely posting of recordings to public platforms.
Proposed Budget
It is recommended that City Council approve a budget of $1,132,993 for the Video program. This represents a decrease of $46,068
(-3.9%) from the FY 2024-25 Adopted Budget.
This decrease is a result of reallocating staff time to more accurately represent the actual time spent on the program. It is offset by
an increase in contract costs for engineering support, following the retirement of a previous consultant.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 11,506 $ 10,829 $ 85,679 $ 85,163
Total Revenues $ 11,506 $ 10,829 $ 85,679 $ 85,163
Expenditures
Employee Compensation $ 230,675 $ 514,189 $ 619,967 $ 573,733
Employee Benefits $ 65,460 $ 203,771 $ 268,574 $ 224,471
Materials $ 69,243 $ 20,270 $ 37,319 $ 46,200
Contract Services $ 70,852 $ 43,071 $ 197,746 $ 230,660
Cost Allocation $ -$ -$ 52,517 $ 57,929
Special Projects $ 42,433 $ 40,242 $ -$ -
Contingencies $ -$ -$ 2,938 $ -
Total Expenditures $ 478,663 $ 821,543 $ 1,179,061 $ 1,132,993
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 467,157 $ 810,715 $ 1,093,382 $ 1,047,830
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
CHIEF TECHNOLOGY OFFICER 0 0 0.13 0.25
MULTIMEDIA COMMUNICATIONS SPEC 1.50 3.00 3.00 3.00
Total 1.50 3.00 3.13 3.25
Staff time is being reallocated to better reflect actual time spent in this program.
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Applications
Budget Unit 100-32-308
General Fund - Applications - Applications
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,804,856
Total Expenditures $ 2,329,660
Fund Balance $ -
General Fund Costs $ 524,804
% Funded by General Fund 22.5%
Total Staffing 3.5 FTE
Program Overview
The Applications Division manages citywide enterprise soVware systems supporting critical business functions. It oversees the
procurement, development, implementation, and maintenance of key systems, including Financial ERP, Land-Use Management,
Recreation Management, and customer-facing portals. The division also manages records retention, procurement, and customer
relationship management systems.
Additionally, the team develops and maintains the City's website, Intranet, and mobile apps, supporting digital services such as
permitting, licensing, inspections, and enforcement. It also builds custom applications like bid management and residential parking
permits while ensuring seamless data integration across enterprise systems.
Service Objectives
Implement business solutions that align with customer requirements and integrates into the City's application framework.
Aid departments in developing efficient business processes that are easy to operate and can be digitized and implemented
in existing or new enterprise applications.
Collaborate closely with City staff to ensure that the City's enterprise application platforms are regularly updated and
deliver value to all stakeholders.
Work in conjunction with various City departments to ensure that the City's enterprise soVware solutions meet functional
requirements and align with the organization's long-term technology strategy.
Develop and maintain user-friendly online and mobile access to municipal information and services.
Supports the enterprise data in the data warehouse.
Facilitate the use of communication and technical resources by non-technical staff and customers.
Produce business analytics dashboards for city staff and external stakeholders.
Proposed Budget
It is recommended that City Council approve a budget of $2,329,660 for the Applications program. This represents an increase of
$385,728 (19.8%) from the FY 2024-25 Adopted Budget.
The increase in Materials is primarily due to the reallocation of applications such as Laserfiche, City Source, Start Up Space, and
the ActiveNet Data Hub back into the Applications Division from other program areas.
The rise in Employee Compensation and Benefits reflects the addition of one part-time position and an intern to beDer align
staffing with the level and scope of work required to support citywide software platforms and applications.
The increase in Contract Services is attributed to Phase II of the ERP replacement project.
The following budget request are included in this budget:
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Applications - Social Media Ret Archiving App 7,500
Applications - Energy Management System 33,500
Applications - ZenDesk Licenses for PW 4,140
Applications - Logikcull 33,500
Applications-Additional Accela Licenses (2) for CDD
staff
5,500
Total all requests $84,140
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ (30)$ 24,480 $ -$ -
Charges for Services $ 1,431,322 $ 1,539,005 $ 1,666,729 $ 1,504,856
Miscellaneous Revenue $ -$ -$ -$ 300,000
Total Revenues $ 1,431,292 $ 1,563,485 $ 1,666,729 $ 1,804,856
Expenditures
Employee Compensation $ 718,099 $ 687,647 $ 666,439 $ 840,993
Employee Benefits $ 210,496 $ 232,209 $ 231,676 $ 246,704
Materials $ 909,110 $ 887,573 $ 880,026 $ 1,049,696
Contract Services $ 59,951 $ 111,731 $ 103,121 $ 118,329
Cost Allocation $ -$ -$ 50,381 $ 73,938
Special Projects $ 130,862 $ 158,825 $ -$ -
Contingencies $ -$ -$ 12,289 $ -
Total Expenditures $ 2,028,518 $ 2,077,985 $ 1,943,932 $ 2,329,660
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 597,226 $ 514,500 $ 277,203 $ 524,804
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.30 0 0 0
BUSINESS SYSTEMS ANALYST 2.00 2.00 2.00 2.00
CHIEF TECHNOLOGY OFFICER 0.20 0.20 0.75 0.23
INNOVATION & TECHNOLOGY MGR APPS 1.00 1.00 0 1.00
MANAGEMENT ANALYST 0 0.30 0.30 0.30
Total 3.50 3.50 3.05 3.53
Staff time is being reallocated to better reflect actual time spent in this program.
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Infrastructure
Budget Unit 610-34-310
Information Technology - Infrastructure - Infrastructure
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 3,532,269
Total Expenditures $ 2,856,513
Fund Balance $ 675,756
General Fund Costs $ 1,000,000
% Funded by General Fund 35.0%
Total Staffing 4.5 FTE
Program Overview
The IT infrastructure division is responsible for planning, developing, implementing, and maintaining the core technological
systems that support an organization's daily operations and long-term goals. This division manages both physical and virtual
components, including servers, data centers, networks, cloud platforms, and end-user devices. It oversees the installation and
configuration of hardware and software, ensuring seamless connectivity and optimal performance across systems.
Key responsibilities include server and network management, data storage, backup and recovery, cybersecurity, and technical
support. The division plays a critical role in safeguarding the organization's data and systems through security protocols, threat
detection, and disaster recovery planning. Additionally, the Infrastructure Manager and staff are also responsible for helpdesk,
project management of implementations and upgrades, purchasing and inventory control, technical training, and maintenance of
all systems.
By ensuring the reliability, performance, and security of IT systems, the IT infrastructure division enables business continuity,
operational efficiency, and the delivery of high-quality services across the organization. Infrastructure is also tasked with ensuring
that the City continues to follow best practices in technology adoption and security.
Service Objectives
Provide and continuously improve helpdesk support as this function is oVen the face of IT that staff interacts with on a
daily basis.
Deliver efficient and reliable services to meet and exceed customer expectations.
Maintain standards and procedures for the replacement, support, and maintenance of all City-owned computing devices,
printers, networks, peripherals and systems defined by City policy.
Manage and support the City's server and network infrastructure and data centers, ensuring 99.9% availability of network
resources.
Proactively monitor and protect the City 24/7 from cyberthreats and conduct ongoing City-wide educational and security-
related training programs.
Continue innovation and outreach to ensure the City follows best IT practices relating to equipment, policy, and security
practices.
Proposed Budget
It is recommended that City Council approve a budget of $2,856,513 for the Infrastructure program. This represents an increase of
$777,134 (37.4%) from the FY 2024-25 Adopted Budget.
This budget includes the follow budget request:
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Infrastructure - Endpoint and Patch Management System 15,000
Infrastructure - Network Glue for Network Diagram and
Management
6,000
Infrastructure - Mitel Packet Fusion Replacement 6,000
Infrastructure - Poster Printer replacement 5,000
Infrastructure - Sr. Center Tech Lab Projection System 16,000
Infrastructure - Switches and Firewall Upgrade 21,000
Infrastructure - Adaptive Traffic Signal Expansion 225,000
Total all requests $294,000
For further details on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the
budget document.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Adaptive Traffic Signal
Expansion $225,000 $225,000 General Fund
Expand Traffic adaptive
signalization system
along five intersections
on De Anza
Total $225,000 $225,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 1,556,269 $ 1,591,722 $ 1,745,011 $ 2,532,269
Miscellaneous Revenue $ -$ 5,666 $ -$ -
Transfers In $ 2,455,000 $ 910,600 $ 197,000 $ 1,000,000
Total Revenues $ 4,011,269 $ 2,507,988 $ 1,942,011 $ 3,532,269
Expenditures
Employee Compensation $ 675,800 $ 709,991 $ 716,658 $ 832,853
Employee Benefits $ 383,045 $ 424,688 $ 318,911 $ 306,618
Materials $ 632,757 $ 902,821 $ 506,467 $ 703,404
Contract Services $ 184,272 $ 181,364 $ 235,580 $ 248,840
Cost Allocation $ -$ -$ 71,028 $ 253,837
Special Projects $ 98,353 $ 190,772 $ -$ 225,000
Other Financing Uses $ 221,459 $ 115,426 $ 221,459 $ 285,961
Transfers Out $ -$ 16,000 $ -$ -
Contingencies $ -$ -$ 9,276 $ -
Total Expenditures $ 2,195,686 $ 2,541,062 $ 2,079,379 $ 2,856,513
Fund Balance $ 1,815,583 $ (33,074)$ (137,368)$ 675,756
General Fund Costs $ 2,455,000 $ 910,600 $ 197,000 $ 1,000,000
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.30 0 0 0
BUSINESS SYSTEMS ANALYST 1.00 1.00 1.00 1.00
CHIEF TECHNOLOGY OFFICER 0.20 0.20 0.00 0.22
INFO TECHNOLOGY MANAGER 1.00 1.00 1.00 1.00
I.T. ASSISTANT 2.00 0 0 0
MANAGEMENT ANALYST 0 0.30 0.30 0.30
NETWORK SPECIALIST 0 2.00 2.00 2.00
Total 4.50 4.50 4.30 4.52
Staff time is being reallocated to better reflect actual time spent in this program.
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GIS
Budget Unit 610-35-986
Information Technology - GIS - GIS
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,128,627
Total Expenditures $ 1,303,472
Fund Balance $ (174,845)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.4 FTE
Program Overview
The Geographic Information Systems (GIS) program serves as Cupertino’s central resource for capturing, managing, analyzing, and
visualizing the City's enterprise information. In addition to administering the City’s asset management system, public service
request system, data warehouse, and SharePoint intranet Hub, the GIS program also manages key collaborative platforms such as
MicrosoV Teams, Planner, and supports research and development related to artificial intelligence. Through the creation of maps,
reports, dashboards, and charts, the program enables staff, residents, businesses, and the development community to explore,
interpret, and understand critical city data. By providing clear and accessible visualizations, the GIS program supports informed
decision-making and collaborative problem-solving across the organization and the community.
Service Objectives
Efficient Data Management
Coordination and management of the City’s data warehouse used to centralizes enterprise data, while ensuring consistency,
enhancing performance, supporting historical analysis, and enabling data-driven decisions through seamless integration with
analytics tools.
Data Analysis and Visualization
The GIS program analyzes city data to identify paDerns and trends, presenting findings through maps, reports, dashboards, and
charts to support informed decision-making.
User Support and Training
Staff and residents receive guidance and training to effectively use data tools for analysis, problem-solving, and decision-making.
Platform Administration
The GIS program manages and maintains core platforms, including GIS, asset management, public service requests, data
warehouse, intranet hub, collaboration tools, and digital workflows.
Collaboration and Integration
GIS supports collaboration by integrating data and tools across departments, agencies, and stakeholders to enhance coordination
and information sharing.
Disaster Response and Recovery
The GIS platform supports emergency response and recovery with tools for damage assessment, incident mapping, resource
tracking, and situational awareness, ensuring timely and informed decision-making.
Continuous Improvement
The program regularly enhances platforms and processes to meet evolving needs, leverage new technologies, and adopt best
practices.
Proposed Budget
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Proposed Budget
It is recommended that City Council approve a budget of $1,303,472 for the GIS program. This represents a decrease of $139,777 (-
9.7%) from the FY 2024-25 Adopted Budget.
The decrease is a result of the reduction of a manager from this division and the reassignment of a part-time applications specialist
to the Applications Division.
These decreases are offset by an increase in salary due to a request for a new classification of Senior Business Analyst, Cost
Allocation, and conference and training expenses. This new classification will play a key leadership role in driving a variety of
technology initiatives and managing complex IT projects, as well as provide critical oversight for optimizing business processes,
ensuring they align with the City's strategic goals.
This budget includes the following requests:
GIS - 811 Integration Software 15,000
GIS - ESRI Enterprise Licenses 3,800
GIS - AI Solution for CMO Staff Reports or State Bill
Tracking
10,000
GIS - Chatbox 5,000
GIS - OmniData 23,000
Total Requests $56,800
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 928,949 $ 955,136 $ 1,424,495 $ 1,128,627
Transfers In $ -$ 127,084 $ -$ -
Total Revenues $ 928,949 $ 1,082,220 $ 1,424,495 $ 1,128,627
Expenditures
Employee Compensation $ 701,051 $ 723,005 $ 697,432 $ 489,000
Employee Benefits $ 372,364 $ 399,042 $ 286,132 $ 187,108
Materials $ 98,014 $ 168,716 $ 225,603 $ 258,377
Contract Services $ 123,985 $ 143,889 $ 176,200 $ 206,562
Cost Allocation $ -$ -$ 52,859 $ 162,425
Special Projects $ 204,240 $ 49,810 $ -$ -
Contingencies $ -$ -$ 5,023 $ -
Total Expenditures $ 1,499,654 $ 1,484,462 $ 1,443,249 $ 1,303,472
Fund Balance $ (570,706)$ (402,242)$ (18,754)$ (174,845)
General Fund Costs $ -$ 127,084 $ -$ -
Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.20 0 0 0
CHIEF TECHNOLOGY OFFICER 0.20 0.20 0.00 0.20
GIS ANALYST 1.00 1.00 1.00 0
GIS PROGRAM MANAGER 1.00 1.00 1.00 0
MANAGEMENT ANALYST 1.00 1.20 1.20 1.20
SENIOR BUSINESS SYSTEMS ANALYST 0 0 0 1.00
Total 3.40 3.40 3.20 2.40
Staff time is being reallocated to better reflect actual time spent in this program.
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Administrative Services
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
Administrative Services $ 665,251
100-40-400 Administrative Services Administration $ 665,251
Finance $ 3,557,842
100-41-405 Accounting $ 2,169,694
100-41-406 Business Licenses $ 290,993
100-41-425 Purchasing $ 719,444
100-41-426 Budget $ 377,711
Human Resources $ 7,024,904
100-44-412 Human Resources $ 1,527,704
642-44-414 Retiree Benefits $ 1,677,311
100-44-417 Insurance Administration $ 2,537,324
620-44-418 Workers Compensation Insurance $ 495,813
641-44-419 Long Term Disability $ 130,875
641-44-420 Compensated Absences $ 655,877
Total $ 11,247,997
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 8,905,591
Total Expenditures $ 11,247,997
Fund Balance $ 209,708
General Fund Costs $ 5,168,167
% Funded by General Fund 45.9%
Total Staffing 18.9 FTE
Organization
Kristina Alfaro, Director of Administrative Services
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Performance Measures
Finance Division
Goal: Financial Stability - Provide a sustainable level of core services that are funded from ongoing and stable revenue sources.
Benefit: Citizens can enjoy high quality of services that meet community priorities.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
General Fund committed, assigned, and unassigned fund balance
as a % of budgeted appropriations 122%45%101%35%
Credit Rating AA+AA+AA+AA+
Actual revenue vs. budget (% below budget)17%20%147%10%
Actual expenditures (% below budget)14%14%189%5%
Funding allocated to high priority services (Public Works,
Community Development, Law Enforcement)58%66%71%63%
Human Resources Division
Goal: To create a thriving organization with meaningful careers in public service.
Benefit: The agency supports a professional and engaged workforce offering diverse and quality community services.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
# of Worker’s Compensation Cases 4 9 5 0
Total recordable Injury Rate YTD 1.4%3.3%1.9%0%
% absenteeism (% of total annual work hours)3%3%3%2%
% turnover rate 9%7%3%1%
% Employee participation in wellness activities 38%44%41%75%
Average # of applications received per recruitment 45 50 83 50
Recruitment timeline - # days from hiring request to offer letter 105 79 63 60
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Workload Indicators
Finance Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
# of vendor checks processed 5,130 4,541 2,407
# of payroll checks processed 9,176 9,038 4,505
# of business license applications 969 1,087 587
# of business license renewals 2,176 2,206 1,089
# of journal entries posted 3,695 4,560 3,273
# of purchase orders approved 543 445 332
# of receipts processed 11,275 10,191 5,114
Human Resources Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
# of regular recruitments 29 21 12
# of regular new hires 31 24 17
# of temporary new hires 70 68 15
# of personnel payroll changes 773 768 160
# of full-time employee exits processed 22 25 11
# of mandated training classes offered*19 15 11
# of employees participating in the wellness program 80 94 79
* some trainings mandated every other year, however not on the same annual schedule
Proposed Budget
It is recommended that City Council approve a budget of $11,247,997 for the Administrative Services department. This represents
an increase of $692,367 (6.6%) from the FY 2024-25 Adopted Budget.
This increase is due to salary costs related to a proposed new classification of Assistant Director of Administrative Services to
overfill a Budget Manager position, the reclassification of an Account Clerk II position to a Management Analyst which will beDer
align with program needs, and a new Management Analyst to support grants management and purchasing.
The increase is also due to a request of $200,000 for a Citywide Strategic Plan along with additional budget requests of $55,000 that
are discussed in program narratives in this department.
For any programs with reductions in benefits, this is due to the one-time additional discretionary payment to the City's retirement
system that has resulted in benefit savings. Any changes in cost allocation charges are due to the updated Cost Allocation Plan
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(CAP) based on a CAP study performed in 2023. In addition, contingency dollars have been calculated off of department's FY
2025-26 base budget materials and contracts and have been consolidated into materials budgets.
Citywide training was significantly reduced across all budget units as part of budget reductions in the last two fiscal years. Staff is
requesting the restoration of 50% of the previously reduced training funds. This amount was calculated by comparing the training
budgets in materials and contracts from FY 2022–23 to those in FY 2024–25, determining the difference, and then adding back 50%
of that difference.
Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project
category. Prior special projects have been moved to the contract or material expense categories.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
62.5%
31.6%
5.9%
Human Resources
Finance
Administrative Services
$8.54M
$9.04M
$10.6M
$11.2M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 3,974,879 $ 4,167,314 $ 5,103,482 $ 5,736,007
Miscellaneous Revenue $ 1,429,591 $ 43,680 $ -$ -
Other Financing Sources $ 436,462 $ -$ 468,984 $ 553,531
Transfers In $ 891,898 $ 380,000 $ 2,183,398 $ 2,616,053
Total Revenues $ 6,732,830 $ 4,590,994 $ 7,755,864 $ 8,905,591
Expenditures
Employee Compensation $ 2,446,331 $ 2,779,374 $ 2,766,469 $ 2,958,943
Employee Benefits $ 2,377,228 $ 2,600,731 $ 2,889,460 $ 2,986,362
Materials $ 127,195 $ 79,521 $ 111,160 $ 180,828
Contract Services $ 3,236,527 $ 3,199,416 $ 4,232,614 $ 4,331,333
Cost Allocation $ 349,530 $ 308,962 $ 511,081 $ 550,531
Special Projects $ 4,200 $ 67,300 $ -$ 240,000
Contingencies $ -$ -$ 44,846 $ -
Total Expenditures $ 8,541,011 $ 9,035,304 $ 10,555,630 $ 11,247,997
Fund Balance $ 149,410 $ (1,829,607)$ (366,139)$ 209,708
General Fund Costs $ 2,849,487 $ 2,994,704 $ 4,617,025 $ 5,168,167
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ACCOUNTANT I 0 0 0 2.00
ACCOUNTANT II 2.00 2.00 2.00 0
ACCOUNT CLERK II 3.00 3.00 3.00 2.00
ACCOUNTING TECHNICIAN 1.00 1.00 1.00 1.00
ADMINISTRATIVE ASSISTANT 0.95 0 0 0
ASSISTANT DIRECTOR OF ADMIN SERVICES 0 0 0 1.00
BUDGET MANAGER 1.00 1.00 1.00 0
DIRECTOR OF ADMIN SERVICES 1.00 1.00 1.00 1.00
FINANCE MANAGER 0.95 0.95 0.95 0.95
GRANTS MANAGEMENT ANALYST 0 0 0 1.00
HUMAN RESOURCES ANALYST II 2.00 2.00 2.00 2.00
HUMAN RESOURCES MANAGER 1.00 1.00 1.00 1.00
HUMAN RESOURCES TECH 2.00 2.00 2.00 2.00
MANAGEMENT ANALYST 0 0.95 0.95 1.00
PURCHASING MANAGER 1.00 1.00 1.00 1.00
SENIOR ACCOUNTANT 1.00 1.00 1.00 1.00
SENIOR MANAGEMENT ANALYST 2.00 1.00 1.00 1.95
Total 18.90 17.90 17.90 18.90
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Administrative Services Administration
Budget Unit 100-40-400
General Fund - Administrative Services - Administrative Services Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 36,070
Total Expenditures $ 665,251
Fund Balance $ -
General Fund Costs $ 629,181
% Funded by General Fund 94.6%
Total Staffing 1.7 FTE
Program Overview
The Administrative Services Administration program oversees and coordinates Human Resources/Risk Management, Finance,
Purchasing, Budget, and Treasury. In Fall 2022, City Council adopted the City's Fraud, Waste, and Abuse (FWA) Program which
is administered by the City's Internal Auditor. The Internal Auditor monitors the hotline, triages complaints received,
recommends action to the appropriate City personnel, and conducts investigations, as appropriate. Per Council direction, the
Internal Auditor contract has moved from this program to City Council budget (100-10-100). Although the dollars are budgeted in
the City Council program, the contract remains administered by the Administrative Services Department. Lastly, staff support
from this program is provided to the Audit Committee.
Service Objectives
Manage the City's investment portfolio to obtain safety of funds, liquidity, and a reasonable rate of return.
Perform special projects for the City Manager.
Manage contract for the City's Fraud, Waste, Abuse Program.
Provide staff support to Audit Committee.
Proposed Budget
It is recommended that City Council approve a budget of $665,251 for the Administrative Services Administration program. This
represents an increase of $279,161 (72.3%) from the FY 2024-25 Adopted Budget.
The increase is primarily due to compensation and benefits due to a proposed new classification of Assistant Director of
Administrative Services. If this new classification is approved, the Assistant Director of Administrative Services will only represent
0.25 of this program.
This budget includes requests for $200,000 to fund a citywide strategic plan as recommended in both internal audits and the
budget format review.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Citywide Strategic Plan $200,000 $200,000 General Fund Citywide Strategic Plan
Total $200,000 $200,000
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 156,003 $ 154,333 $ 35,714 $ 36,070
Miscellaneous Revenue $ 11 $ -$ -$ -
Total Revenues $ 156,014 $ 154,333 $ 35,714 $ 36,070
Expenditures
Employee Compensation $ 540,819 $ 237,394 $ 239,790 $ 294,614
Employee Benefits $ 220,816 $ 92,162 $ 105,249 $ 114,197
Materials $ 17,917 $ 8,807 $ 12,199 $ 25,200
Contract Services $ -$ 1,835 $ 5,505 $ 5,681
Cost Allocation $ -$ -$ 23,126 $ 25,559
Special Projects $ -$ -$ -$ 200,000
Contingencies $ -$ -$ 221 $ -
Total Expenditures $ 779,552 $ 340,198 $ 386,090 $ 665,251
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 623,538 $ 185,865 $ 350,376 $ 629,181
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.95 0 0 0
ASSISTANT DIRECTOR OF ADMIN SERVICES 0 0 0 0.25
DIRECTOR OF ADMIN SERVICES 0.80 0.20 0.20 0.20
MANAGEMENT ANALYST 0 0.20 0.20 0
SENIOR MANAGEMENT ANALYST 2.00 1.00 1.00 1.20
Total 3.75 1.40 1.40 1.65
The increase in staffing is due to a proposed new classification of Assistant Director of Administrative Services.
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Accounting
Budget Unit 100-41-405
General Fund - Finance - Accounting
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,918,912
Total Expenditures $ 2,169,694
Fund Balance $ -
General Fund Costs $ 250,782
% Funded by General Fund 11.6%
Total Staffing 7.8 FTE
Program Overview
The Finance Division is responsible for managing all financial accounting and treasury functions for the City of Cupertino. This
includes maintaining accurate and timely financial records, processing payroll, collecting revenue, managing banking and
investments, and disbursing City funds. The Division also ensures compliance with all required federal, state, and other regulatory
financial reporting through its Accounting program. Additionally, Finance oversees the City's three investment policies, conducts
financial analyses and research, and prepares reports on fiscal matters for both internal and external stakeholders.
Service Objectives
Accurately process all financial transactions for the City, including general ledger accounting, cash management, payroll,
accounts payable, revenue collection, banking, investments, and miscellaneous billing.
Ensure all financial transactions are recorded in compliance with applicable regulatory requirements and sound financial
practices.
Prepare timely and accurate financial reports.
Uphold a high standard of professionalism in administering the City’s financial policies, managing transactions, and
interacting with the public.
Provide prompt and courteous responses to inquiries from the public and other City departments.
Proposed Budget
It is recommended that City Council approve a budget of $2,169,694 for the Accounting program. This represents an increase of
$253,914 (13.3%) from the FY 2024-25 Adopted Budget.
The increase is due to the reallocation of staff between budget units, the reclassification of an Account Clerk II position to a
Management Analyst to beDer align with program needs, and the allocation of a portion (25%) of the proposed Assistant Director
of Administrative Services position to support the Finance Division.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 2,112,498 $ 2,128,861 $ 1,626,339 $ 1,918,912
Miscellaneous Revenue $ 39,662 $ 43,680 $ -$ -
Total Revenues $ 2,152,160 $ 2,172,541 $ 1,626,339 $ 1,918,912
Expenditures
Employee Compensation $ 803,440 $ 1,002,160 $ 960,073 $ 1,103,037
Employee Benefits $ 308,804 $ 420,688 $ 471,799 $ 551,185
Materials $ 14,576 $ 7,014 $ 16,323 $ 27,736
Contract Services $ 348,778 $ 325,512 $ 346,595 $ 349,900
Cost Allocation $ -$ -$ 116,454 $ 137,836
Special Projects $ 4,200 $ 47,300 $ -$ -
Contingencies $ -$ -$ 4,536 $ -
Total Expenditures $ 1,479,798 $ 1,802,674 $ 1,915,780 $ 2,169,694
Fund Balance $ -$ -$ -$ -
General Fund Costs $ (672,362)$ (369,866)$ 289,441 $ 250,782
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ACCOUNTANT I 0 0 0 1.90
ACCOUNTANT II 1.90 1.90 1.90 0
ACCOUNT CLERK II 2.00 2.00 2.00 1.50
ACCOUNTING TECHNICIAN 1.00 1.00 1.00 1.00
ASSISTANT DIRECTOR OF ADMIN SERVICES 0 0 0 0.25
DIRECTOR OF ADMIN SERVICES 0 0.20 0.20 0.20
FINANCE MANAGER 0.95 0.95 0.95 0.95
MANAGEMENT ANALYST 0 0 0 1.00
SENIOR ACCOUNTANT 1.00 1.00 1.00 1.00
Total 6.85 7.05 7.05 7.80
Changes in staffing include the conversion of the Budget Manager position to an Assistant Director of Administrative Services, the
reclassification of an Account Clerk II position to a Management Analyst, and the reallocation of an Account Clerk II from the
Business License Program to better support the Finance Division's operations and strategic initiatives.
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Business Licenses
Budget Unit 100-41-406
General Fund - Finance - Business Licenses
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 290,993
Fund Balance $ -
General Fund Costs $ 290,993
% Funded by General Fund 100.0%
Total Staffing 0.6 FTE
Program Overview
The Business Licenses program monitors business licensing activity for compliance with the City Municipal Code and applicable
state law.
Service Objectives
Issue business licenses to entities conducting business within the city limits of Cupertino.
Collect appropriate business license fees.
Monitor compliance with the Business License Tax Code and provide useful information related to business activity to City
departments.
Identify non-compliant business activity.
Proposed Budget
It is recommended that City Council approve a budget of $290,993 for the Business Licenses program. This represents a decrease of
$34,074 (-10.5%) from the FY 2024-25 Adopted Budget.
The net expenditure decrease is due to the decrease in changes of staff allocations from the program's engagement of a third-party
service provider to assist with business license administration, including monitoring compliance, processing applications, and
enhancing discovery efforts to identify unlicensed business activities. This change is expected to streamline operations, improve
service delivery, and strengthen overall compliance.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 114,293 $ 109,355 $ 109,333 $ 58,587
Employee Benefits $ 57,200 $ 55,009 $ 58,740 $ 35,174
Materials $ 204 $ 231 $ -$ -
Contract Services $ 18,753 $ 17,753 $ -$ 39,000
Cost Allocation $ 240,930 $ 208,512 $ 156,994 $ 158,232
Total Expenditures $ 431,380 $ 390,860 $ 325,067 $ 290,993
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 431,379 $ 390,860 $ 325,067 $ 290,993
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ACCOUNTANT I 0 0 0 0.10
ACCOUNTANT II 0.10 0.10 0.10 0
ACCOUNT CLERK II 1.00 1.00 1.00 0.50
Total 1.10 1.10 1.10 0.60
The program decreased by 0.50 FTE Account Clerk II as a result of the assistance from the third-party provider. The partial FTE
was reallocated to the Finance Division.
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Purchasing
Budget Unit 100-41-425
General Fund - Finance - Purchasing
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 387,426
Total Expenditures $ 719,444
Fund Balance $ -
General Fund Costs $ 332,018
% Funded by General Fund 46.1%
Total Staffing 2.5 FTE
Program Overview
The Purchasing program provides a hybrid approach to oversight and management of the City's procurement of goods and
services. A hybrid procurement program assures fair and open acquisition processes that seek to obtain maximum value for each
dollar spent. Major activities include providing review, guidance, and standardization for soliciting formal and informal
competitive bids and proposals, obtaining quotes, and participating in cooperative procurements lead by other governmental
agencies. In addition, the Purchasing program assists City employees in complying with all legal and ethical requirements.
Service Objectives
Oversee and manage the procurement of goods and services by the City while ensuring compliance with applicable federal,
state, and local laws, ordinances, rules, and regulations.
Develop and implement strategic procurement planning, procurement policies and procedures, quality control,
procurement training, electronic procurement systems, and procurement card administration.
Provide professional support and contractual advice to all stakeholders involving contractual services, consultants,
equipment, supplies, construction, capital improvements, and other applicable activities.
Keep informed of current developments in the field of purchasing, prices, market conditions, and new products.
Proposed Budget
It is recommended that City Council approve a budget of $719,444 for the Purchasing program. This represents an increase of
$294,635 (69.4%) from the FY 2024-25 Adopted Budget.
The increase is primarily due to the request to add one (1) FTE management analyst that will support grant submiDals, tracking
and reporting while also supporting purchasing activities throughout the city. Also requested in this budget is a special project
request to fund citywide purchasing training.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding Source Description
Citywide Purchasing
Training $20,000 $20,000 General Fund
Further enhance and
standardize citywide
purchasing
Total $20,000 $20,000
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Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project
category. Prior special projects have been moved to the contract or material expense categories.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ -$ 321,408 $ 387,426
Total Revenues $ -$ -$ 321,408 $ 387,426
Expenditures
Employee Compensation $ 35,897 $ 272,096 $ 272,068 $ 466,449
Employee Benefits $ (3,149)$ 113,106 $ 131,492 $ 205,047
Materials $ 1,546 $ 891 $ 1,409 $ 6,040
Contract Services $ 200 $ -$ -$ -
Cost Allocation $ -$ -$ 19,822 $ 21,908
Special Projects $ -$ -$ -$ 20,000
Contingencies $ -$ -$ 18 $ -
Total Expenditures $ 34,494 $ 386,093 $ 424,809 $ 719,444
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 34,494 $ 386,093 $ 103,401 $ 332,018
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSISTANT DIRECTOR OF ADMIN SERVICES 0 0 0 0.25
DIRECTOR OF ADMIN SERVICES 0 0.20 0.20 0.20
GRANTS MANAGEMENT ANALYST 0 0 0 1.00
PURCHASING MANAGER 1.00 1.00 1.00 1.00
Total 1.00 1.20 1.20 2.45
The increase in staffing is due to the addition of a management analyst.
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Budget
Budget Unit 100-41-426
General Fund - Finance - Budget
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 577,634
Total Expenditures $ 377,711
Fund Balance $ -
General Fund Costs $ (199,923)
% Funded by General Fund -52.9%
Total Staffing 1.2 FTE
Program Overview
The Budget program manages the budget-to-actual activities for both the operating budget and capital budgets. The program also
develops, delivers, and updates the annual operating budget, twenty-year long-term financial forecast, and revenue and
expenditure projections. Additionally, the Budget program provides financial planning and fiscal analysis on City issues and
complex business decisions.
Service Objectives
Develops the annual operating budget.
Coordinates the preparation and publication of the operating budget document.
Communicates the budget through the City's interactive financial transparency portal.
Engages residents in the budgeting process.
Develops the Twenty-Year General Fund Financial Forecast.
Prepares and updates revenue and expenditure forecasts.
Analyze budget performance during the year and prepare Quarterly Financial Reports.
Provides departments with timely and accurate financial reports to assist them in their daily decision-making.
Assists departments with any necessary budget amendments during the year.
Advises the City in the areas of short and long-term financial planning and fiscal analysis.
Advises the City in developing and implementing sound financial policies.
Proposed Budget
It is recommended that City Council approve a budget of $377,711 for the Budget program. This represents a decrease of $195,171
(-34.1%) from the FY 2024-25 Adopted Budget.
The decrease is primarily due to compensation and benefits as the Budget Manager position which is previously fully funded in
this program will be converted into a proposed new classification of Assistant Director of Administrative Services the Assistant
Director to help manage the functions and activities of the Finance, Purchasing and Budget divisions. If this new classification is
approved, the Assistant Director of Administrative Services will only represent 0.25 of this program.
The budget also include a special project request to fund a study of potential revenue tax measures.
Special Projects
The following table shows the special projects for the fiscal year.
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Special Project Appropriation Revenue Funding Source Description
Potential Tax Measure
Study $20,000 $20,000 General Fund Analyze Proposed Tax
Measures
Total $20,000 $20,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ -$ 507,316 $ 577,634
Total Revenues $ -$ -$ 507,316 $ 577,634
Expenditures
Employee Compensation $ 130,237 $ 348,497 $ 366,895 $ 216,178
Employee Benefits $ 26,849 $ 129,605 $ 155,599 $ 87,967
Materials $ 7,168 $ 7,970 $ 17,953 $ 17,966
Contract Services $ 4,280 $ -$ -$ -
Cost Allocation $ -$ -$ 32,211 $ 35,600
Special Projects $ -$ 20,000 $ -$ 20,000
Contingencies $ -$ -$ 224 $ -
Total Expenditures $ 168,534 $ 506,072 $ 572,882 $ 377,711
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 168,534 $ 506,073 $ 65,566 $ (199,923)
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSISTANT DIRECTOR OF ADMIN SERVICES 0 0 0 0.25
BUDGET MANAGER 1.00 1.00 1.00 0
DIRECTOR OF ADMIN SERVICES 0 0.20 0.20 0.20
MANAGEMENT ANALYST 0 0.75 0.75 0
SENIOR MANAGEMENT ANALYST 0 0 0 0.75
Total 1.00 1.95 1.95 1.20
The change in staffing is due to the Budget Manager position being converted into a proposed new classification of Assistant
Director of Administrative Services.
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Human Resources
Budget Unit 100-44-412
General Fund - Human Resources - Human Resources
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,139,591
Total Expenditures $ 1,527,704
Fund Balance $ -
General Fund Costs $ 388,113
% Funded by General Fund 25.4%
Total Staffing 4.9 FTE
Program Overview
The Human Resources Division is responsible for the administration of human resources programs, employee benefits, and labor
relation programs including personnel selection, classification, compensation, equal employment opportunity, labor negotiations,
employee relations, employee training and development, benefits, HRIS and retirement. The Human Resources Administration
Division budget covers contracts and materials associated with supporting these internal services functions.
In addition, Human Resources administers risk management, safety and wellness programs, a self-insured workers’ compensation
program, and retiree medical insurance. Funding for these internal services is reflected in subsequent Human Resources program
budgets.
Service Objectives
Provide a working environment where respect for the individual is encouraged and safeguarded.
Provide timely personnel services to departments and divisions in a fair, objective, and equitable manner.
Enter into agreements with employee groups concerning terms and conditions of employment.
Provide an employee development program addressing immediate and long-term training needs.
Provide departments a listing of qualified persons for employment consideration within sixty days of an authorized vacant
position.
Ensure equal employment opportunities.
Administer classification plan.
Administer employee benefits.
Provide personnel services consistent with the operational needs of the user department.
Proposed Budget
It is recommended that City Council approve a budget of $1,527,704 for the Human Resources program. This represents an
increase of $60,177 (4.1%) from the FY 2024-25 Adopted Budget.
This program also includes proposed budget requests of $5,000 for recurring costs for Diversity, Equity, and Inclusion (DEI) events
for internal staff-related events. This budget also includes requests for $10,000 for City-Wide Employee Events which includes the
Annual Wellness Fair.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 1,706,378 $ 1,884,120 $ 1,000,511 $ 1,139,591
Miscellaneous Revenue $ 2,470 $ -$ -$ -
Total Revenues $ 1,708,848 $ 1,884,120 $ 1,000,511 $ 1,139,591
Expenditures
Employee Compensation $ 767,855 $ 755,422 $ 765,589 $ 767,356
Employee Benefits $ 367,391 $ 381,501 $ 351,256 $ 310,702
Materials $ 85,784 $ 54,608 $ 63,276 $ 103,886
Contract Services $ 300,638 $ 240,397 $ 204,445 $ 257,216
Cost Allocation $ -$ -$ 80,114 $ 88,544
Contingencies $ -$ -$ 2,847 $ -
Total Expenditures $ 1,521,668 $ 1,431,928 $ 1,467,527 $ 1,527,704
Fund Balance $ -$ -$ -$ -
General Fund Costs $ (187,181)$ (452,191)$ 467,016 $ 388,113
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
DIRECTOR OF ADMIN SERVICES 0.20 0.20 0.20 0.20
HUMAN RESOURCES ANALYST II 1.70 1.70 1.70 1.70
HUMAN RESOURCES MANAGER 1.00 1.00 1.00 1.00
HUMAN RESOURCES TECH 1.95 1.95 1.95 1.95
Total 4.85 4.85 4.85 4.85
There are no changes to the current levels of staffing.
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Retiree Benefits
Budget Unit 642-44-414
Retiree Medical - Human Resources - Retiree Benefits
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,946,053
Total Expenditures $ 1,677,311
Fund Balance $ 268,742
General Fund Costs $ 1,946,053
% Funded by General Fund 116.0%
Total Staffing FTE
Program Overview
The Retiree Benefits program administers the City’s Other Post-Employment Benefits (OPEB).
Service Objectives
Provide investment oversight and appropriate funding for the City’s retiree medical liability. The City established a trust account
with Public Agency Retirement Services (PARS) that will fund the future liability. Annual contributions from the City are
deposited into the trust and invested in a portfolio of equity, bond, and money market funds.
Proposed Budget
It is recommended that City Council approve a budget of $1,677,311 for the Retiree Benefits program. This represents an increase
of $68,266 (4.2%) from the FY 2024-25 Adopted Budget.
The number is based on the City's most current OPEB actuarial report.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Miscellaneous Revenue $ 1,385,759 $ -$ -$ -
Transfers In $ 9,898 $ -$ 1,592,398 $ 1,946,053
Total Revenues $ 1,395,657 $ -$ 1,592,398 $ 1,946,053
Expenditures
Employee Benefits $ 1,380,875 $ 1,387,959 $ 1,592,398 $ 1,662,000
Cost Allocation $ 14,782 $ 13,988 $ 16,647 $ 15,311
Total Expenditures $ 1,395,657 $ 1,401,947 $ 1,609,045 $ 1,677,311
Fund Balance $ -$ (1,401,947)$ (16,647)$ 268,742
General Fund Costs $ 9,898 $ -$ 1,592,398 $ 1,946,053
Staffing
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Staffing
There is no staffing associated with this program.
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Insurance Administration
Budget Unit 100-44-417
General Fund - Human Resources - Insurance Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,676,374
Total Expenditures $ 2,537,324
Fund Balance $ -
General Fund Costs $ 860,950
% Funded by General Fund 33.9%
Total Staffing 0.2 FTE
Program Overview
The Insurance Administration General Liability and Property programs and Employment Practices Law insurance.
Service Objectives
Provide the City with General Liability and Property Insurance
Provide the City with Employment Practices Law Insurances
Proposed Budget
It is recommended that City Council approve a budget of $2,537,324 for the Insurance Administration program. This represents an
increase of $92,370 (3.8%) from the FY 2024-25 Adopted Budget.
The Increase is due to an increase in annual premiums for General Liability and Property Insurance claim expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ -$ 1,612,194 $ 1,676,374
Miscellaneous Revenue $ 1,689 $ -$ -$ -
Total Revenues $ 1,689 $ -$ 1,612,194 $ 1,676,374
Expenditures
Employee Compensation $ 21,635 $ 20,924 $ 21,469 $ 21,470
Employee Benefits $ 7,960 $ 8,550 $ 9,761 $ 8,820
Contract Services $ 1,476,879 $ 1,887,701 $ 2,381,478 $ 2,504,296
Cost Allocation $ 54,402 $ 50,696 $ 2,478 $ 2,738
Contingencies $ -$ -$ 29,768 $ -
Total Expenditures $ 1,560,876 $ 1,967,871 $ 2,444,954 $ 2,537,324
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,559,187 $ 1,967,870 $ 832,760 $ 860,950
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
HUMAN RESOURCES ANALYST II 0.10 0.10 0.10 0.10
HUMAN RESOURCES TECH 0.05 0.05 0.05 0.05
Total 0.15 0.15 0.15 0.15
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Workers Compensation Insurance
Budget Unit 620-44-418
Workers' Compensation - Human Resources - Workers Compensation Insurance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 553,531
Total Expenditures $ 495,813
Fund Balance $ 57,718
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.2 FTE
Program Overview
This program provides oversight of the Workers’ Compensation program, including claims, proactive Risk Management, return to
work accommodations and excess workers compensation insurance. Additionally, this program is responsible for the
administration of the City's self-insured unemployment insurance benefit account.
Service Objectives
Manage employee industrial injury and/or illness and provide proactive risk management programs to ensure employee
safety in the workplace.
Monitor costs associated with claims.
Analyze and implement proactive measures to curtail costs.
Implement a return to work policy.
Manage and administer the City's unemployment insurance benefit account with the State of CA.
Proposed Budget
It is recommended that City Council approve a budget of $495,813 for the Workers Compensation Insurance program. This
represents a decrease of $75,597 (-13.2%) from the FY 2024-25 Adopted Budget.
The overall decrease is due to a decrease in estimated workers compensation claim expenses. If any adjustments are needed in this
program they will be brought to council for their consideration.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Other Financing Sources $ 436,462 $ -$ 468,984 $ 553,531
Total Revenues $ 436,462 $ -$ 468,984 $ 553,531
Expenditures
Employee Compensation $ 32,155 $ 33,526 $ 31,252 $ 31,252
Employee Benefits $ 10,482 $ 12,151 $ 13,166 $ 11,270
Contract Services $ 470,630 $ (38,356)$ 470,591 $ 400,840
Cost Allocation $ 28,369 $ 29,295 $ 50,519 $ 52,451
Contingencies $ -$ -$ 5,882 $ -
Total Expenditures $ 541,636 $ 36,616 $ 571,410 $ 495,813
Fund Balance $ (105,174)$ (36,615)$ (102,426)$ 57,718
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
HUMAN RESOURCES ANALYST II 0.20 0.20 0.20 0.20
Total 0.20 0.20 0.20 0.20
There are no changes to the current levels of staffing.
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Long Term Disability
Budget Unit 641-44-419
Compensated Absence/LTD - Human Resources - Long Term Disability
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 130,875
Fund Balance $ (130,875)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program oversees claims and premiums associated with Long Term Disability.
Service Objectives
Obtain and manage insurance policies
Negotiate rates
Coordinate claims
Proposed Budget
It is recommended that City Council approve a budget of $130,875 for the Long Term Disability program. This represents an
increase of $20,546 (18.6%) from the FY 2024-25 Adopted Budget.
The increase is due to a monthly premium expense associated with providing a contracted benefit for full-time employees.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Contract Services $ 97,976 $ 98,820 $ 108,000 $ 130,000
Cost Allocation $ 2,767 $ 2,381 $ 979 $ 875
Contingencies $ -$ -$ 1,350 $ -
Total Expenditures $ 100,743 $ 101,201 $ 110,329 $ 130,875
Fund Balance $ (100,743)$ (101,201)$ (110,329)$ (130,875)
General Fund Costs $ -$ -$ -$ -
Staffing
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Staffing
There is no staffing associated with this program.
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Compensated Absences
Budget Unit 641-44-420
Compensated Absence/LTD - Human Resources - Compensated Absences
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 670,000
Total Expenditures $ 655,877
Fund Balance $ 14,123
General Fund Costs $ 670,000
% Funded by General Fund 102.2%
Total Staffing FTE
Program Overview
This program provides for payment of liabilities associated with employees retiring or leaving service.
Service Objectives
Properly account and disburse benefits as set forth in the employee contracts.
Proposed Budget
It is recommended that City Council approve a budget of $655,877 for the Compensated Absences program. This represents a
decrease of $71,860 (-9.9%) from the FY 2024-25 Adopted Budget.
This decrease is reflective of the estimated number of employees eligible to cash out leave balances due to constructive receipts,
retirements, resignations, and other types of separation from the City. Under Internal Revenue Service ("IRS") Regulations, the IRS
considers income to be received for tax purposes if the individual actually receives it or has an option to receive it during the tax
year. This is known as the constructive receipt doctrine.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Transfers In $ 882,000 $ 380,000 $ 591,000 $ 670,000
Total Revenues $ 882,000 $ 380,000 $ 591,000 $ 670,000
Expenditures
Contract Services $ 518,393 $ 665,754 $ 716,000 $ 644,400
Cost Allocation $ 8,280 $ 4,090 $ 11,737 $ 11,477
Total Expenditures $ 526,673 $ 669,844 $ 727,737 $ 655,877
Fund Balance $ 355,327 $ (289,844)$ (136,737)$ 14,123
General Fund Costs $ 882,000 $ 380,000 $ 591,000 $ 670,000
Staffing
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Staffing
There is no staffing associated with this program.
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Parks and Recreation
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
Parks and Recreation $ 1,564,405
100-60-601 Recreation Administration $ 1,564,405
100-60-636 Library Services $ -
Business and Community Services $ 1,426,527
100-61-602 Administration $ 532,187
100-61-605 Cultural Events $ 439,791
100-61-630 Facilities $ 454,549
Recreation and Education $ 3,662,618
100-62-608 Administration $ 784,167
580-62-613 Youth Teen Recreation $ 1,797,833
100-62-623 Senior Center $ 729,356
100-62-639 Teen Programs $ 255,582
100-62-640 Events $ 95,680
Sports, Safety and Outdoor Recreation $ 4,534,680
100-63-612 Park Facilities $ 1,518,999
100-63-615 Administration $ -
560-63-616 Blackberry Farm Golf Course $ 547,098
580-63-620 Outdoor Recreation $ 873,146
570-63-621 Sports Center Operations $ 1,595,437
Office of Emergency Services $ 920,136
100-65-632 Community Outreach and Neighborhood Watch $ 225,076
100-65-633 Office of Emergency Management $ 695,060
Total $ 12,108,366
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 5,230,479
Total Expenditures $ 12,108,366
Fund Balance $ (458,514)
General Fund Costs $ 6,919,373
% Funded by General Fund 57.1%
Total Staffing 30.6 FTE
Organization
Rachelle Sander, Director of Parks and Recreation
Notable Accomplishments
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3 Grade Creek Tours – Expanded 3 Grade Creek Tours from 13 to 24 visits, accommodating 11 more classes and 178
additional students. This provides more hands-on environmental education opportunities for local students.
Added Teen Volunteer Opportunities – Expanded volunteer opportunities for teens by establishing the Recreation Event
Volunteers (REV) program where teens could volunteer to provide support for city-run events throughout the year, such as
Monster Mash, Breakfast with Santa, Sweetheart Social, Big Bunny 5K, Earth and Arbor Day, and more.
Classes/Camps Offered – Offered 3,180 classes and camps for all ages and covering various subjects.
Community Events – Coordinated 62 recreational events throughout the year to enhance the lives and experiences for
community members.
Community Funding – City funding provided to local non-profit organizations in the areas of social services, fine arts and
other programs for the general public. The City received 15 applications for the FY 2025-2026 application cycle. The Parks
and Recreation Commission evaluated applications in April and provided a recommendation regarding funding to City
Council for final approval.
Hidden Treasures 2024 – Proceeds from the Hidden Treasures event support the Stay Active Fund, which helps pay for
Senior Center memberships and programs for seniors in need of financial assistance. 44 volunteers donated over 1,300
hours for the event, and over $14,800 worth of donated items were sold.
Monster Mash 2024 – Hosted and enhanced the annual Monster Mash, a Halloween themed night filled with costumes, trick-
or-treating, craVs, and ghostly games. The event had 210 kids registered with an estimated total of 600 in aDendance
including family members.
Poet Laureate Playbook – The Poet Laureate program’s vision is to stimulate cultural and literary awareness in Cupertino,
introduce youth and adults to the personal and community benefits of poetry, and promote our Library as a cultural center
in Cupertino. The Cupertino Poet Laureate Playbook was updated on December 4, 2024, to streamline processes, outline
clear expectations, and expand applicant qualifications for the selection of a Poet Laureate, a two-year honorary
appointment as the literary ambassador for the City.
Pooch Plunge (Spring) – Due to the demand and waitlists, a second Pooch Plunge event was hosted in the Spring.
Registrations have reached full capacity, with a total of 160 pups enrolled.
Revamped Preschool Program – In response to the current mandate set by local school districts, the format of the Preschool
program was revised to lower the current age group and to mix age groups together. This provided more flexibility for
parents in choosing which days to enroll their preschoolers.
Senior Center Memberships – Added over 200 additional memberships since last year, for a total of 1,742 active memberships
to date.
Senior Travel Program – Expanded the Travel Program to offer at least 24 day trips per year and negotiated a contract to
reinstate long distance excursions. Over 1,000 total registrants expected by the end of the year for this program.
Sponsorships for Events – Negotiated and received over $35,000 in sponsorships with external organizations to support the
events offered by the Department.
Sports Center Members and Usage – Increased the current active memberships at the Sports Center to 1,641, with an average of
2,200 check-ins per week. The Center currently offers 25 fitness classes per week and two additional personal trainers were
recruited to meet the increasing demand from members.
Swim Lessons – Increased swim lesson offerings at Blackberry Farm from 409 to 578 lessons to meet the growing demand for
swim instruction programs in the community.
Teen Resource Fair 2025 – Partnered with Fremont Union High School District Interdistrict Council and Main Street to host
the second annual Teen Resource Fair, which showcased potential volunteering and job opportunities for teens. The event
also offered multiple mental health and wellness booth resources, a passport activity, and goodie bag for aDendees. About
300 teens were in attendance.
New Initiatives
Enhance Senior Support Services – Explore opportunities to partner with external agencies to offer more services for the senior
community, such as case management, tax-aid, and health screenings for blood pressure and hearing.
Expand Lap Swim – Expand lap swim sessions at Blackberry Farm to include weekday mornings and evenings, offering
swimmers greater flexibility and access to the pools.
Further Develop Intergenerational Engagement – Offer new opportunities for youth, adults, and seniors to engage and interact
through recreational activities. Currently planned programs include a Golf Scramble Tournament and a Hawaiian-themed
event.
Increase So5ball League Offerings – Increase adult soVball league to four nights per week, and begin offering one additional
season per year, for a total of three seasons.
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Expand Personal Training Offerings – Reconfiguration of underutilized space at the Sports Center to offer more room and
resources for its increasingly popular Personal Training program.
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Performance Measures
Goal: Create a positive, healthy and connected community.
Benefit: Cupertino has an exceptional system of parks and services that align with community values.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
% of Parks and Recreation Department customers surveyed who
rate services as good or excellent 98%98%98%85%
% of programs maintaining minimum registration 78%78%82%80%
% Department's total cost recovery for all (direct and indirect) costs 55%56%53%40%
% change in participants 16%13%14%1%
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Workload Indicators
Business and Community Services Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of reservations at Quinlan Center 405 426 202
Number of festival applications received 10 9 9
Recreation and Education Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of registrations 3,756 3,960 2,178
Number of survey respondents 95 62 54
Number of Senior Center classes offered 235 381 216
Number of Senior Center trips offered 14 22 11
Sports, Safety, and Outdoor Recreation Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of programs offered 1,256 1,202 730
Number of picnic reservations @ BBF 152 159 100
Rounds of golf at BBF Golf Course 37,961 41,974 20,009
Sports Center Memberships 1,394 1,493 1,689
Proposed Budget
It is recommended that City Council approve a budget of $12,108,366 for the Parks and Recreation department. This represents an
increase of $1,196,999 (11.0%) from the FY 2024-25 Adopted Budget.
The increase is primarily due to the transfer in of the Office of Emergency Management from the Administration department. In
addition, the department is requesting $96,055 in additional budget requests for various purchases and other services as described
in the program narratives. Also, this department has the following City Work Program items:
Enhance Senior Services - $65,000
Emergency Operations Readiness - $40,000
In addition, contingency dollars have been calculated off of department's FY 2025-2026 base budget materials and contracts and
have been consolidated into materials.
For any programs with reductions in benefits, this is due to the one-time additional discretionary payment to the City's retirement
system that has resulted in benefit savings. Any changes in cost allocation charges are due to the updated Cost Allocation Plan
(CAP) based on a CAP study performed in 2023. In addition, contingency dollars have been calculated off of department's FY
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2025-26 base budget materials and contracts and have been consolidated into materials budgets.
Citywide training was significantly reduced across all budget units as part of budget reductions in the last two fiscal years. Staff is
requesting the restoration of 50% of the previously reduced training funds. This amount was calculated by comparing the training
budgets in materials and contracts from FY 2022–23 to those in FY 2024–25, determining the difference, and then adding back 50%
of that difference.
Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project
category. Prior special projects have been moved to the contract or material expense categories.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
37.5%
30.2%
12.9%
11.8%
7.6%
Sports, Safety and Outdoor Recreation
Recreation and Education
Parks and Recreation
Business and Community Services
Office of Emergency Services
$10.6M $10.9M $10.9M
$12.1M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 790,052 $ 868,070 $ 840,420 $ 711,529
Intergovernmental Revenue $ -$ 3,750 $ -$ 11,000
Charges for Services $ 5,261,531 $ 4,989,583 $ 3,972,770 $ 3,975,450
Miscellaneous Revenue $ 27,411 $ 46,001 $ 29,500 $ 32,500
Transfers In $ 376,000 $ -$ -$ 500,000
Total Revenues $ 6,454,994 $ 5,907,404 $ 4,842,690 $ 5,230,479
Expenditures
Employee Compensation $ 3,702,914 $ 3,920,700 $ 4,173,717 $ 4,950,998
Employee Benefits $ 857,890 $ 1,601,222 $ 1,642,726 $ 1,682,278
Materials $ 453,490 $ 359,064 $ 414,267 $ 615,287
Contract Services $ 3,921,765 $ 3,243,996 $ 2,260,314 $ 2,145,863
Cost Allocation $ 1,559,137 $ 1,681,979 $ 2,322,642 $ 2,484,838
Special Projects $ 30,092 $ 3,529 $ -$ 105,000
Other Financing Uses $ 64,377 $ 90,137 $ 64,377 $ 124,102
Contingencies $ -$ -$ 33,324 $ -
Total Expenditures $ 10,589,665 $ 10,900,627 $ 10,911,367 $ 12,108,366
Fund Balance $ 695,252 $ (318,331)$ (610,426)$ (458,514)
General Fund Costs $ 5,205,925 $ 4,674,887 $ 5,458,251 $ 6,919,373
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.90 0.90 0.90 0.90
ASSISTANT DIRECTOR OF PARKS AND REC 0 0 0 0.95
ASST DIR RECREATION COMM SVCS 0.85 0 0 0
COMMS AND MARKETING COORDINATOR 0 0 0 1.00
COMMUNITY OUTREACH SPECIALIST 2.00 1.00 1.00 0
DIRECTOR OF PARKS REC 0.95 1.00 1.00 1.00
EMERGENCY SERVICES COORDINATOR 0 0 0 1.00
EMERGENCY SERVICES MANAGER 0 0 0 1.00
FACILITY ATTENDANT 3.00 3.00 3.00 3.00
MANAGEMENT ANALYST 2.00 1.00 1.00 1.00
OFFICE ASSISTANT 2.00 2.00 2.00 2.00
RECREATION COORDINATOR 9.88 9.88 9.88 9.88
RECREATION MANAGER 1.90 3.85 3.85 3.85
RECREATION SUPERVISOR 2.00 0 0 0
SENIOR MANAGEMENT ANALYST 0 1.00 1.00 1.00
SR OFFICE ASSISTANT 4.00 4.00 4.00 4.00
Total 29.48 27.63 27.63 30.58
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Recreation Administration
Budget Unit 100-60-601
General Fund - Parks and Recreation - Recreation Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,564,405
Fund Balance $ -
General Fund Costs $ 1,564,405
% Funded by General Fund 100.0%
Total Staffing 4.9 FTE
Program Overview
The Recreation Administration program provides overall department administration, project management, community outreach,
support to the Parks and Recreation, Library, Teen, and Public Safety Commissions, and administration of recreation management
software.
Service Objectives
Provide overall department administration, budget control, contract support, policy development, administration of
recreation management software, and employee development and evaluation.
Support the Planning and Public Works Departments in the development, renovation, outreach for, and improvements of
parks and open spaces in conjunction with the Parks and Recreation System Master Plan.
Monitor and facilitate partnerships with other community organizations.
Perform outreach to the community regarding Parks and Recreation programs, events, and services.
Pursue additional financial support in scholarships and grants from local organizations and Federal and State governments.
Proposed Budget
It is recommended that City Council approve a budget of $1,564,405 for the Recreation Administration program. This represents an
increase of $140,812 (9.9%) from the FY 2024-25 Adopted Budget.
Reduction in benefits is due to the one-time additional discretionary payment to the City's retirement system that has resulted in
benefit savings.
The increase is primarily driven by City Work Program items included in this budget:
Enhance Senior Services $65,000and $40,000
Emergency Operations Readiness $40,000
CWP items are no longer considered Special Projects per the new City Council Special Project Policy but are discussed here for
ease of tracking and transparency. CWP will remain in the Special Project expense category as a way to track these projects but will
be reported separately from all other Special Projects that fall under the policy.
Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 700,257 $ 753,606 $ 814,896 $ 847,667
Employee Benefits $ 250,509 $ 278,978 $ 326,474 $ 288,660
Materials $ 132,181 $ 130,552 $ 134,335 $ 159,430
Contract Services $ 62,898 $ 62,731 $ 60,799 $ 69,857
Cost Allocation $ -$ -$ 84,659 $ 93,791
Special Projects $ 30,092 $ 3,529 $ -$ 105,000
Contingencies $ -$ -$ 2,430 $ -
Total Expenditures $ 1,175,937 $ 1,229,396 $ 1,423,593 $ 1,564,405
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,175,939 $ 1,229,395 $ 1,423,593 $ 1,564,405
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.90 0.90 0.90 0.90
ASST DIR RECREATION COMM SVCS 0.85 0 0 0
COMMS AND MARKETING COORDINATOR 0 0 0 1.00
COMMUNITY OUTREACH SPECIALIST 2.00 1.00 1.00 0
DIRECTOR OF PARKS REC 0.95 1.00 1.00 1.00
MANAGEMENT ANALYST 2.00 1.00 1.00 1.00
SENIOR MANAGEMENT ANALYST 0 1.00 1.00 1.00
Total 6.70 4.90 4.90 4.90
There are no changes to the current level of staffing. A Community Outreach Specialist position was reclassified as a
Communications and Marketing Coordinator based on the duties and tasks assigned to that position.
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Library Services
Budget Unit 100-60-636
General Fund - Parks and Recreation - Library Services
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This budget augments the existing library service currently provided to our community through the Santa Clara County (SCC)
Library Joint Powers Authority.
Service Objectives
Provide increased library service for our constituents through support of 12 additional operational hours per week.
Explore partnerships with the SCC Library for recreation and community programs.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Cost Allocation $ 180,814 $ 169,698 $ 160,427 $ -
Total Expenditures $ 180,814 $ 169,698 $ 160,427 $ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 180,814 $ 169,698 $ 160,427 $ -
Staffing
There is no staffing associated with this program.
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Administration
Budget Unit 100-61-602
General Fund - Business and Community Services - Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 532,187
Fund Balance $ -
General Fund Costs $ 532,187
% Funded by General Fund 100.0%
Total Staffing 3.0 FTE
Program Overview
The Youth, Teen, Events, and Facilities Division supports department programs and services through the provision of customer
service and analytical support, development, and administration of policies. The division is also responsible for the department's
front-line communication with the public for classes, programs, facility information, and general inquiries, manages the Quinlan
Community Center (QCC) and rentals of facilities and park picnic areas, and processes registrations for classes, camps, and events.
Service Objectives
Provide first-rate customer service through the implementation of consistent policies, procedures, and performance
standards.
Administer recreation software system for customer registration, memberships, point-of-sale, and facility rentals.
Collect and analyze data from customer satisfaction surveys and program and revenue reports to improve programs and
services.
Ensure the delivery of clear and up to date communication on current programs and events to community members.
Issue parks and facilities permits for individual customers as well as community festivals and events that promote our
diverse culture and connected community.
Maintain a positive relationship with neighborhoods adjacent to our facilities and parks.
Proposed Budget
It is recommended that City Council approve a budget of $532,187 for the Administration program. This represents a decrease of
$6,524 (-1.2%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 283,910 $ 252,998 $ 257,101 $ 260,829
Employee Benefits $ 138,473 $ 133,059 $ 154,941 $ 145,194
Materials $ 1,210 $ 754 $ 1,400 $ 1,578
Cost Allocation $ 187,222 $ 184,545 $ 125,251 $ 124,586
Contingencies $ -$ -$ 18 $ -
Total Expenditures $ 610,815 $ 571,356 $ 538,711 $ 532,187
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 610,815 $ 571,356 $ 538,711 $ 532,187
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
OFFICE ASSISTANT 1.00 1.00 1.00 1.00
RECREATION COORDINATOR 0.35 0 0 0
SR OFFICE ASSISTANT 2.00 2.00 2.00 2.00
Total 3.35 3.00 3.00 3.00
There are no changes to the current level of staffing.
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Cultural Events
Budget Unit 100-61-605
General Fund - Business and Community Services - Cultural Events
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 439,791
Fund Balance $ -
General Fund Costs $ 439,791
% Funded by General Fund 100.0%
Total Staffing 1.3 FTE
Program Overview
The Youth, Teen, Events, and Facilities Division's events program produces the City's special events including 4th of July festivities
and those hosted at Memorial Park, other local parks, and Quinlan Community Center including the Summer Concert Series,
Movies in the Park, Shakespeare in the Park, and Tree Lighting. Staff also serve as the liaison, issue permits, and work with event
organizers to implement community festivals, based on the City's festival policies. Examples of festivals at Memorial Park include
the Cherry Blossom Festival, Rotary Day N Night Festival, Kids N' Fun, Diwali Festival, Ikebana Flower Show Festival,
Bhubaneswar Sister City's India Heritage Fair, Dilli Haat, Holi, and more.
Service Objectives
Provide a summer concert series at Memorial Park.
Provide outdoor summer movies in other local parks.
Partner with the San Francisco Shakespeare Company to produce Shakespeare in the Park in Cupertino.
Organize and facilitate the 4th of July Independence Day morning celebration.
Bring the community together with the annual Tree Lighting celebration.
Serve as liaison and issue special event permits to nonprofit organization event producers to ensure successful community
and cultural festivals in Memorial Park and Civic Center Plaza.
Proposed Budget
It is recommended that City Council approve a budget of $439,791 for the Cultural Events program. This represents an increase of
$111,969 (34.2%) from the FY 2024-25 Adopted Budget.
The increase is mainly due to re-budgeted funds and reallocated staffing to support the Shakespeare in the Park program, along
with added support for the annual Tree Lighting event. The Big Bunny 5K and Earth and Arbor Day Festival budgets were
transferred to 100-62-640, while the Summer Concert Series and Movies in the Park budget was moved from that account.
Recurring costs for this program include $30,000 for Shakespeare in the Park, $38,235 for festivals, $10,000 for Tree Lights
Installation and Removal, and $12,000 for Santa Suits
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For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the
budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ -$ 3,750 $ -$ -
Miscellaneous Revenue $ 26,047 $ 38,291 $ 29,500 $ -
Total Revenues $ 26,047 $ 42,041 $ 29,500 $ -
Expenditures
Employee Compensation $ 111,329 $ 124,268 $ 122,520 $ 169,081
Employee Benefits $ 39,218 $ 46,371 $ 52,631 $ 58,187
Materials $ 20,015 $ 20,409 $ 19,222 $ 8,784
Contract Services $ 199,163 $ 113,476 $ 74,121 $ 149,535
Cost Allocation $ 54,537 $ 81,970 $ 58,210 $ 54,204
Contingencies $ -$ -$ 1,118 $ -
Total Expenditures $ 424,262 $ 386,494 $ 327,822 $ 439,791
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 398,216 $ 344,453 $ 298,322 $ 439,791
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
RECREATION COORDINATOR 0.65 0.75 0.75 1.00
RECREATION MANAGER 0.25 0.25 0.25 0.25
Total 0.90 1.00 1.00 1.25
Staffing has been reallocated based on the current duties and assignments within the program.
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Facilities
Budget Unit 100-61-630
General Fund - Business and Community Services - Facilities
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 182,988
Total Expenditures $ 454,549
Fund Balance $ -
General Fund Costs $ 271,561
% Funded by General Fund 59.7%
Total Staffing 1.3 FTE
Program Overview
The Quinlan Community Center houses the administrative office of the Parks and Recreation Department and serves as facility
space for rentals and a variety of recreational, social, and community activities. The Creekside Park building provides community
members with facility space which can be used for a variety of activities.
Service Objectives
Quinlan Community Center
Provide a rental facility for community meetings, business functions, social events, and other similar activities.
Offer in-person and online registration for recreation programs.
Schedule facility space for contractual and staff-run classes and camps.
House the Cupertino Historical Society.
Serve as an Emergency Operations Shelter in case of disasters.
Creekside Park Building:
Provide a park or picnic facility for nonprofit board meetings, parties, school group picnics, memorials, and other similar
activities.
Schedule facility space for contractual and staff-run classes and camps.
Provide space for a year-round farmers' market.
Proposed Budget
It is recommended that City Council approve a budget of $454,549 for the Facilities program. This represents an increase of
$175,947 (63.2%) from the FY 2024-25 Adopted Budget.
This increase is primarily due to increase in costs allocation charges.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 158,974 $ 221,710 $ 162,000 $ 181,988
Charges for Services $ 59,962 $ 40,820 $ -$ 1,000
Total Revenues $ 218,936 $ 262,530 $ 162,000 $ 182,988
Expenditures
Employee Compensation $ 241,769 $ 253,681 $ 175,013 $ 182,356
Employee Benefits $ 83,386 $ 87,539 $ 58,641 $ 57,012
Materials $ 16,524 $ 16,356 $ 17,133 $ 20,811
Contract Services $ 4,422 $ 4,649 $ 6,867 $ 6,867
Cost Allocation $ -$ -$ 20,648 $ 187,503
Contingencies $ -$ -$ 300 $ -
Total Expenditures $ 346,101 $ 362,225 $ 278,602 $ 454,549
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 127,164 $ 99,694 $ 116,602 $ 271,561
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
FACILITY ATTENDANT 2.00 2.00 1.00 1.00
RECREATION MANAGER 0.25 0.25 0.25 0.25
Total 2.25 2.25 1.25 1.25
There are no changes to the current level of staffing.
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Administration
Budget Unit 100-62-608
General Fund - Recreation and Education - Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 74,925
Total Expenditures $ 784,167
Fund Balance $ -
General Fund Costs $ 709,242
% Funded by General Fund 90.4%
Total Staffing 4.0 FTE
Program Overview
This program includes administrative support of senior programs offered at the Senior Center. Administrative duties support the
facility and senior programs that focus on enhancing a healthy lifestyle through quality education, recreation, travel, socials,
community resources, volunteer opportunities, and facility rentals. This program also manages Community Hall, which provides
space for City Council meetings and various Commission meetings, as well as facility rental space available for a variety of
activities including business meetings, community events, and Cupertino Library programs.
Service Objectives
Provide management and supervision of all programs, activities, personnel, and facilities within the Senior Wellness
division.
Establish program goals and priorities.
Ensure operational hours accommodate community desires.
Provide first-rate customer service and manage customer registration, memberships, point-of-sale, and facility rentals at the
Senior Center.
Community Hall
Provide a rental facility for community meetings, business functions, social events, and other similar activities.
Provide a facility for City Channel programming, and City Council, Planning Commission, and other City meetings.
Proposed Budget
It is recommended that City Council approve a budget of $784,167 for the Administration program. This represents a decrease of
$14,684 (-1.8%) from the FY 2024-25 Adopted Budget.
The budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 28,954 $ 41,515 $ 42,000 $ 74,825
Charges for Services $ -$ 500 $ -$ 100
Total Revenues $ 28,954 $ 42,015 $ 42,000 $ 74,925
Expenditures
Employee Compensation $ 320,436 $ 345,432 $ 449,389 $ 469,893
Employee Benefits $ 113,189 $ 126,475 $ 194,902 $ 172,088
Materials $ 8,961 $ 9,595 $ 7,337 $ 12,472
Contract Services $ 501 $ 2,435 $ 4,990 $ 5,112
Cost Allocation $ 169,903 $ 158,361 $ 142,079 $ 124,602
Contingencies $ -$ -$ 154 $ -
Total Expenditures $ 612,990 $ 642,298 $ 798,851 $ 784,167
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 584,036 $ 600,283 $ 756,851 $ 709,242
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
FACILITY ATTENDANT 1.00 1.00 2.00 2.00
RECREATION COORDINATOR 0.30 0.20 0.20 0.20
RECREATION MANAGER 0 0.75 0.75 0.75
RECREATION SUPERVISOR 0.75 0 0 0
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
Total 3.05 2.95 3.95 3.95
There are no changes to the current level of staffing.
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Youth Teen Recreation
Budget Unit 580-62-613
Recreation Program - Recreation and Education - Youth Teen Recreation
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,300,000
Total Expenditures $ 1,797,833
Fund Balance $ (497,833)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 1.7 FTE
Program Overview
This program encompasses fee-based youth and teen programs such as academic and enrichment classes, STEAM programming,
recreational camps, preschool, fee-based events such as Monster Mash, Breakfast with Santa, and Santa Visits, enrichment classes
for adults, and special interest programming.
Service Objectives
Provide a preschool program, summer camps, and an extensive variety of contract classes for youth, teens, and adults.
Promote programs through social media to increase community awareness and interest in programs.
Increase the number of youth and teen Science, Technology, Engineering, Art, and Math (STEAM) programs offered.
Expand all-day summer camp offerings to meet daycare needs of working families.
Provide family-oriented programs designed to increase community engagement.
Provide safe, fun, life-long learning activities that promote the foundations of self-confidence, skill development, and
personal growth.
Proposed Budget
It is recommended that City Council approve a budget of $1,797,833 for the Youth Teen Recreation program. This represents an
increase of $204,884 (12.9%) from the FY 2024-25 Adopted Budget.
The increase is due to rising costs for Contract Services, as registrations for classes and camps have been growing and there has
been an increase in participation of contracted programs. This also leads to an increase in anticipated revenues for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 252 $ 384 $ -$ -
Charges for Services $ 1,155,760 $ 1,365,285 $ 1,155,500 $ 1,300,000
Miscellaneous Revenue $ 79 $ -$ -$ -
Total Revenues $ 1,156,091 $ 1,365,669 $ 1,155,500 $ 1,300,000
Expenditures
Employee Compensation $ 324,485 $ 278,516 $ 346,808 $ 361,759
Employee Benefits $ (30,857)$ 157,523 $ 115,052 $ 107,288
Materials $ 22,818 $ 20,802 $ 20,818 $ 37,201
Contract Services $ 640,163 $ 798,109 $ 761,226 $ 909,518
Cost Allocation $ 111,417 $ 168,316 $ 315,740 $ 328,541
Other Financing Uses $ 23,529 $ 30,212 $ 23,529 $ 53,526
Contingencies $ -$ -$ 9,776 $ -
Total Expenditures $ 1,091,555 $ 1,453,478 $ 1,592,949 $ 1,797,833
Fund Balance $ 64,536 $ (87,810)$ (437,449)$ (497,833)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
RECREATION COORDINATOR 1.50 1.50 1.50 1.50
RECREATION MANAGER 0.20 0.20 0.20 0.20
Total 1.70 1.70 1.70 1.70
There are no changes to the current level of staffing.
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Senior Center
Budget Unit 100-62-623
General Fund - Recreation and Education - Senior Center
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 350,000
Total Expenditures $ 729,356
Fund Balance $ -
General Fund Costs $ 379,356
% Funded by General Fund 52.0%
Total Staffing 2.1 FTE
Program Overview
This program includes the coordination and delivery of program services for seniors at the Senior Center. Staff coordinates a well-
maintained Senior Center for adults age 50+ including senior adult recreation programs such as enrichment classes, educational
presentations, group trips and tours, and social events. In addition, the Senior Center team leverages members to support
programs and services through volunteer opportunities. Staff provides referrals for resources available to seniors.
Service Objectives
Enhance partnerships with the Santa Clara County Library District and other local nonprofit agencies.
Provide appreciation events for senior volunteers who support the Parks and Recreation Department throughout the year.
Offer fitness and enrichment courses, educational presentations, group trips and tours, and socialization opportunities to
adults age 50+.
Provide volunteer service opportunities for adults age 50+.
Provide a senior-focused annual health fair and senior resource referrals.
Proposed Budget
It is recommended that City Council approve a budget of $729,356 for the Senior Center program. This represents an increase of
$42,855 (6.2%) from the FY 2024-25 Adopted Budget.
The increase is due a reallocation of staffing, based on the current assignment of duties within this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 186,720 $ 300,510 $ 220,000 $ 350,000
Miscellaneous Revenue $ 85 $ 7,700 $ -$ -
Total Revenues $ 186,805 $ 308,210 $ 220,000 $ 350,000
Expenditures
Employee Compensation $ 303,157 $ 250,259 $ 261,929 $ 300,449
Employee Benefits $ 111,075 $ 86,271 $ 92,343 $ 88,421
Materials $ 103,320 $ 74,000 $ 88,554 $ 101,163
Contract Services $ 61,048 $ 91,237 $ 118,104 $ 117,500
Cost Allocation $ 228,854 $ 183,730 $ 122,988 $ 121,823
Contingencies $ -$ -$ 2,583 $ -
Total Expenditures $ 807,454 $ 685,497 $ 686,501 $ 729,356
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 620,649 $ 377,287 $ 466,501 $ 379,356
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
RECREATION COORDINATOR 2.70 1.80 1.60 1.80
RECREATION MANAGER 0 0.25 0.25 0.25
RECREATION SUPERVISOR 0.25 0 0 0
Total 2.95 2.05 1.85 2.05
Staff time is being reallocated to better reflect actual time spent in this program.
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Teen Programs
Budget Unit 100-62-639
General Fund - Recreation and Education - Teen Programs
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 9,550
Total Expenditures $ 255,582
Fund Balance $ -
General Fund Costs $ 246,032
% Funded by General Fund 96.3%
Total Staffing 0.8 FTE
Program Overview
This program supports teen programs and services for the Youth, Teens, Events, and Facilities Division. It provides the supervision
and support for the Youth Activity Board (YAB), which implements teen focused events, the Leaders in Training (LIT) summer
volunteer program, and Recreation Event Volunteers (REV) who support city-wide special events. Examples of teen events include
the Cupertino Café, <hack> Cupertino, Pizza and Politics, Teen Resource Fair, Teen Speaker Series, and the teen movie nights. This
program also oversees the Monta Vista Recreation Center, which provides additional facility space for youth and teen programs
and is home to a diverse array of recreation activities including gymnastics classes.
Service Objectives
Empower youth by creating enriching and stress-free programs that foster physical, mental, and social development.
Provide space for Cupertino Teens to de-stress, create, study, and to socially develop.
Create opportunities for youth and teens to build their leadership abilities by creating activities, events, and programs by
teens for teens.
Create reciprocal engagement and outreach efforts between the City of Cupertino and Cupertino teens.
Provide the opportunity for teens to gain applied skills and develop leadership abilities by participating in teen volunteer
programs.
Create programs that support mental health and wellness in youth and teens.
Monta Vista Recreation Center:
Provide space to host gymnastics, class, and camps.
Provide space for contractual and staff-run classes and camps.
Make space available for co-sponsored clubs and rentals.
Proposed Budget
It is recommended that City Council approve a budget of $255,582 for the Teen Programs program. This represents a decrease of
$8,220 (-3.1%) from the FY 2024-25 Adopted Budget.
The budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ -$ 7,950 $ 8,000 $ 8,200
Charges for Services $ -$ 2,573 $ 670 $ 1,350
Total Revenues $ -$ 10,523 $ 8,670 $ 9,550
Expenditures
Employee Compensation $ 92,087 $ 109,392 $ 147,034 $ 149,250
Employee Benefits $ 29,995 $ 34,295 $ 44,710 $ 40,328
Materials $ 25,752 $ 13,620 $ 16,185 $ 17,176
Contract Services $ 3,687 $ -$ 2,800 $ -
Cost Allocation $ 46,734 $ 75,491 $ 52,836 $ 48,828
Contingencies $ -$ -$ 237 $ -
Total Expenditures $ 198,255 $ 232,798 $ 263,802 $ 255,582
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 198,255 $ 222,274 $ 255,132 $ 246,032
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
RECREATION COORDINATOR 0.50 0.50 0.50 0.50
RECREATION MANAGER 0.25 0.25 0.25 0.25
Total 0.75 0.75 0.75 0.75
There are no changes to the current level of staffing.
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Events
Budget Unit 100-62-640
General Fund - Recreation and Education - Events
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 40,000
Total Expenditures $ 95,680
Fund Balance $ -
General Fund Costs $ 55,680
% Funded by General Fund 58.2%
Total Staffing 0.2 FTE
Program Overview
This program provides the coordination and production of several City-wide events, such as the Big Bunny 5K and Earth and
Arbor Day Festival, along with other unique events such as the Cupertino Campout, Pooch Plunge, and Signing Santa. These
events are coordinated within the Parks and Recreation Department and hosted in various locations throughout the City.
Service Objectives
Organize and facilitate the Big Bunny 5K fun run.
Organize and facilitate the Earth and Arbor Day Festival.
Organize and facilitate other special events such as the Cupertino Campout, Pooch Plunge, and Signing Santa.
To provide activities for kids and families of all ages.
Proposed Budget
It is recommended that City Council approve a budget of $95,680 for the Events program. This represents a decrease of $10,606 (-
10.0%) from the FY 2024-25 Adopted Budget.
The decrease is due to the reallocation of staffing based on the current distribution of duties. The Big Bunny 5K and Earth and
Arbor Day Festival program budgets were transferred from 100-61-605, while the Summer Concert Series and Movies in the Park
were transferred to 100-61-605.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ -$ 6,000 $ 7,500
Miscellaneous Revenue $ -$ -$ -$ 32,500
Total Revenues $ -$ -$ 6,000 $ 40,000
Expenditures
Employee Compensation $ 18,422 $ 39,513 $ 45,194 $ 19,227
Employee Benefits $ (517)$ 11,039 $ 13,206 $ 7,313
Materials $ 963 $ 1,966 $ 6,377 $ 26,024
Contract Services $ 2,577 $ 3,406 $ 12,000 $ 18,938
Cost Allocation $ 15,579 $ 15,441 $ 29,279 $ 24,178
Contingencies $ -$ -$ 230 $ -
Total Expenditures $ 37,024 $ 71,365 $ 106,286 $ 95,680
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 37,023 $ 71,364 $ 100,286 $ 55,680
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
RECREATION COORDINATOR 0 0.25 0.25 0.15
Total 0 0.25 0.25 0.15
Staff time is being reallocated to better reflect actual time spent in this program.
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Park Facilities
Budget Unit 100-63-612
General Fund - Sports, Safety and Outdoor Recreation - Park Facilities
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 207,016
Total Expenditures $ 1,518,999
Fund Balance $ -
General Fund Costs $ 1,311,983
% Funded by General Fund 86.4%
Total Staffing 3.0 FTE
Program Overview
Blackberry Farm provides the community with recreational space to swim, picnic, participate in ranger-led activities, and walk the
Stevens Creek Trail. McClellan Ranch Preserve offers environmental education classes, nature programs, including camps, and
creek tours for school groups. It is also the location of the Community Garden program and non-profit operations such as
Grassroots Ecology, Santa Clara Valley Bird Alliance, UCCE Master Gardeners, and Rolling Hills 4-H Club.
Service Objectives
Blackberry Farm Picnic Grounds and Pools:
Provide the community with two pools for recreational use, swim lessons, and lap swim.
Increase resident usage of the facility.
Continue to offer Park Ranger-led activities such as interpretive walks, star-gazing events, and implement a Stevens Creek
Corridor volunteer program.
McClellan Ranch Preserve:
Continue to offer drop-in visitor hours at the Environmental Education Center and Blacksmith Shop.
Partner with SCVAS, Grassroots Ecology, Watershed Stewardship Program Members, Santa Clara Valley Bird Alliance,
Rolling Hills 4H and UCCE Master Gardeners in providing public education programs.
Expand programming opportunities for youth and families.
Increase volunteer/docent opportunities at McClellan Ranch.
Continue to develop the community garden programming.
Proposed Budget
It is recommended that City Council approve a budget of $1,518,999 for the Park Facilities program. This represents a decrease of
$22,847 (-1.5%) from the FY 2024-25 Adopted Budget.
The budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 44,273 $ 48,765 $ 56,420 $ 47,016
Charges for Services $ 97,244 $ 128,030 $ 143,600 $ 160,000
Total Revenues $ 141,517 $ 176,795 $ 200,020 $ 207,016
Expenditures
Employee Compensation $ 579,506 $ 668,431 $ 678,260 $ 723,335
Employee Benefits $ 134,397 $ 146,965 $ 222,809 $ 174,557
Materials $ 35,127 $ 22,186 $ 35,843 $ 38,395
Contract Services $ 98,827 $ 106,814 $ 111,137 $ 111,877
Cost Allocation $ 166,140 $ 221,484 $ 491,960 $ 470,835
Contingencies $ -$ -$ 1,837 $ -
Total Expenditures $ 1,013,997 $ 1,165,880 $ 1,541,846 $ 1,518,999
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 872,481 $ 989,083 $ 1,341,826 $ 1,311,983
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
OFFICE ASSISTANT 0 0 0 0.10
RECREATION COORDINATOR 1.98 1.98 2.13 2.33
RECREATION MANAGER 0.35 0.35 0.55 0.55
SR OFFICE ASSISTANT 0.85 0.85 0.85 0
Total 3.18 3.18 3.53 2.98
Staff time is being reallocated to better reflect actual time spent in this program.
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Administration
Budget Unit 100-63-615
General Fund - Sports, Safety and Outdoor Recreation - Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
In FY 2022-2023, this program was divided and absorbed into the Sports, Safety, and Outdoor Recreation - Park Facilities and
Outdoor Recreation programs. A complete discussion of the program can be found under Budget Unit 100-63-612 and 580-63-620.
This program will remain in order to maintain historical data, however once all prior year data as listed in the table below is $0,
this program will be removed.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Benefits $ 734 $ -$ -$ -
Materials $ 145 $ -$ -$ -
Cost Allocation $ 23,654 $ -$ -$ -
Total Expenditures $ 24,533 $ -$ -$ -
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 24,533 $ -$ -$ -
Staffing
There is no staffing associated with this program.
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Blackberry Farm Golf Course
Budget Unit 560-63-616
Blackberry Farm - Sports, Safety and Outdoor Recreation - Blackberry Farm Golf Course
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 693,000
Total Expenditures $ 547,098
Fund Balance $ 145,902
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 1.5 FTE
Program Overview
Blackberry Farm Golf Course provides a nine-hole golf facility to the community that serves all ages.
Service Objectives
Increase the golfer base through leagues, high school golf partnerships, and Youth on Course participation.
Continue to offer special events such as Glow Night Golf and intergenerational golf tournament.
Continue to provide exceptional customer service in the Golf Pro Shop where customers may rent golf clubs or purchase
golfing accessories and concessions.
Proposed Budget
It is recommended that City Council approve a budget of $547,098 for the Blackberry Farm Golf Course program. This represents a
decrease of $19,325 (-3.4%) from the FY 2024-25 Adopted Budget.
The budget is relatively unchanged from the prior fiscal year. The decrease in staffing costs is offset by the increase in Materials,
needed to replace the aging equipment at the golf course, which includes the pull cart fleet and the hiDing range neDing and
equipment.
This program also includes the following budget request, $5,000 in one-time costs for BBF Golf Course Pull Carts, and $5,820
recurring expenses for BBF Golf Course HiDing Range Equipment and NeDing. For further detail on these requests, please
reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 46,423 $ 51,933 $ 47,000 $ 52,000
Charges for Services $ 570,038 $ 611,331 $ 641,000 $ 641,000
Miscellaneous Revenue $ -$ 10 $ -$ -
Total Revenues $ 616,461 $ 663,274 $ 688,000 $ 693,000
Expenditures
Employee Compensation $ 183,783 $ 147,721 $ 255,334 $ 245,338
Employee Benefits $ 49,230 $ 11,845 $ 101,702 $ 78,170
Materials $ 21,470 $ 17,969 $ 17,634 $ 29,998
Contract Services $ 296,986 $ 252,078 $ 10,320 $ 10,395
Cost Allocation $ 87,601 $ 85,430 $ 178,258 $ 180,365
Other Financing Uses $ 2,832 $ 15,390 $ 2,832 $ 2,832
Contingencies $ -$ -$ 343 $ -
Total Expenditures $ 641,902 $ 530,433 $ 566,423 $ 547,098
Fund Balance $ (25,440)$ 132,841 $ 121,577 $ 145,902
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
OFFICE ASSISTANT 0 0 0.50 0.85
RECREATION COORDINATOR 0.65 0.65 0.65 0.30
RECREATION MANAGER 0.30 0.30 0.35 0.35
SR OFFICE ASSISTANT 0.15 0.15 0.15 0
Total 1.10 1.10 1.65 1.50
Staff time is being reallocated to better reflect actual time spent in this program.
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Outdoor Recreation
Budget Unit 580-63-620
Recreation Program - Sports, Safety and Outdoor Recreation - Outdoor Recreation
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,275,500
Total Expenditures $ 873,146
Fund Balance $ 402,354
General Fund Costs $ 500,000
% Funded by General Fund 57.3%
Total Staffing 1.6 FTE
Program Overview
This program encompasses the coordination and delivery of a wide range of sports, fitness, and outdoor activities for youth and
adults.
Service Objectives
Coordinate adult softball leagues.
Increase adult sports league programming.
Provide sports, dance, fitness, and wellness classes for youth, teens, and adults.
Provide sports, fitness, and outdoor camps for youth and teens.
Provide a summer nature and science program.
Manage user group field rentals under the Cupertino Union School District/City Joint Use Agreement.
Increase nature, blacksmithing, and environmental classes for parent/child, teens, and adults.
Offer fee-based gardening programs for youth and adults.
Proposed Budget
It is recommended that City Council approve a budget of $873,146 for the Outdoor Recreation program. This represents a decrease
of $92,520 (-9.6%) from the FY 2024-25 Adopted Budget.
The decrease is mainly due to a reduction in Contract Services, based on programs, classes, and camps that have been successful
and the budget was refined to match current actuals.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 151,060 $ 131,941 $ 150,000 $ 130,000
Charges for Services $ 435,543 $ 541,728 $ 736,000 $ 645,500
Transfers In $ 376,000 $ -$ -$ 500,000
Total Revenues $ 962,603 $ 673,669 $ 886,000 $ 1,275,500
Expenditures
Employee Compensation $ 230,829 $ 276,084 $ 269,917 $ 255,790
Employee Benefits $ (41,805)$ 216,338 $ 128,420 $ 113,168
Materials $ 10,072 $ 3,735 $ 12,459 $ 16,732
Contract Services $ 230,331 $ 268,530 $ 420,800 $ 331,317
Cost Allocation $ 115,554 $ 144,967 $ 105,143 $ 102,613
Other Financing Uses $ 23,529 $ 30,212 $ 23,529 $ 53,526
Contingencies $ -$ -$ 5,398 $ -
Total Expenditures $ 568,510 $ 939,866 $ 965,666 $ 873,146
Fund Balance $ 394,092 $ (266,197)$ (79,666)$ 402,354
General Fund Costs $ 376,000 $ -$ -$ 500,000
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
OFFICE ASSISTANT 0 0 0 0.05
RECREATION COORDINATOR 0.45 1.40 1.30 1.10
RECREATION MANAGER 0.30 0.70 0.45 0.45
RECREATION SUPERVISOR 0.30 0 0 0
Total 1.05 2.10 1.75 1.60
Staff time is being reallocated to better reflect actual time spent in this program.
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Sports Center Operations
Budget Unit 570-63-621
Sports Center - Sports, Safety and Outdoor Recreation - Sports Center Operations
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,086,500
Total Expenditures $ 1,595,437
Fund Balance $ (508,937)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.6 FTE
Program Overview
The Cupertino Sports Center offers a variety of health and wellness activities including a full fitness center, assortment of fitness
classes, personal training, youth sports classes, and variety of racquet sports, including tennis, table tennis, pickle ball, and
badminton classes, camps, and programs.
Service Objectives
Increase memberships, participation in fitness classes, personal training, and enrollment in contract camps and classes.
Market programs through social media, the recreation schedule, electronic sign on Stevens Creek Blvd., and the City
website.
Collaborate with Public Works to ensure successful implementation of Capital Improvement Projects.
Explore new program offerings.
Proposed Budget
It is recommended that City Council approve a budget of $1,595,437 for the Sports Center Operations program. This represents a
decrease of $64,451 (-3.9%) from the FY 2024-25 Adopted Budget.
The decrease is mainly due to the updated contract services for racquet sports, basketball, and chess instruction, where the
registration procedures have been streamlined. This lowers the direct costs for the City and enhances the efficiency of revenue
collection and recording for these programs.
This program also includes budget requests of $28,968 one-time costs for Interior Gate Access, and $12,000 recurring for Small
Tools and Equipment. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at
the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 360,116 $ 363,872 $ 375,000 $ 217,500
Charges for Services $ 2,756,264 $ 1,998,806 $ 1,070,000 $ 869,000
Miscellaneous Revenue $ 1,200 $ -$ -$ -
Total Revenues $ 3,117,580 $ 2,362,678 $ 1,445,000 $ 1,086,500
Expenditures
Employee Compensation $ 312,944 $ 420,799 $ 350,322 $ 474,105
Employee Benefits $ (19,137)$ 264,524 $ 136,895 $ 152,418
Materials $ 54,932 $ 27,120 $ 36,970 $ 100,705
Contract Services $ 2,321,162 $ 1,540,531 $ 677,150 $ 381,460
Cost Allocation $ 171,128 $ 192,546 $ 435,164 $ 472,531
Other Financing Uses $ 14,487 $ 14,323 $ 14,487 $ 14,218
Contingencies $ -$ -$ 8,900 $ -
Total Expenditures $ 2,855,516 $ 2,459,843 $ 1,659,888 $ 1,595,437
Fund Balance $ 262,064 $ (97,165)$ (214,888)$ (508,937)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
OFFICE ASSISTANT 1.00 1.00 0.50 0
RECREATION COORDINATOR 0.80 0.85 1.00 1.00
RECREATION MANAGER 0 0.55 0.55 0.55
RECREATION SUPERVISOR 0.70 0 0 0
SR OFFICE ASSISTANT 0 0 0 1.00
Total 2.50 2.40 2.05 2.55
Staff time is being reallocated to better reflect actual time spent in this program.
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Community Outreach and Neighborhood Watch
Budget Unit 100-65-632
General Fund - Office of Emergency Services - Community Outreach and Neighborhood Watch
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 225,076
Fund Balance $ -
General Fund Costs $ 225,076
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
Community Outreach programs facilitate communication and enhance cultural understanding in Cupertino neighborhoods. Block
Leaders are instrumental in building connected communities, delivering timely and pertinent information to neighbors, and
providing input to the City. Neighborhood Watch enhances public safety by providing crime prevention information to local
businesses and residents. The program promotes an active relationship between the community and the Sheriff's Office.
Service Objectives
Aid in the development, implementation, and coordination of City programs and community-building activities designed
to bring Cupertino neighborhoods together.
Coordinate and disseminate useful and important information to Cupertino residents through regular meetings and
communications that build relationships and strengthen neighborhoods.
Facilitate collaboration with Emergency Preparedness and Neighborhood Watch programs.
Train residents to connect and organize neighbors and neighborhoods.
Get Block Leaders involved in the Parks and Recreation System Master Plan.
Create and implement Neighborhood Watch meetings and groups
Disseminate important City news and safety information.
Organize and conduct annual National Night Out initiative.
Proposed Budget
It is recommended that City Council approve a budget of $225,076 for the Community Outreach and Neighborhood Watch
program.
In FY 2024-2025, this program was moved from the City Manager's Office. The prior year data can be found under Budget Unit
100-12-632.
The budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ -$ -$ -$ 115,273
Employee Benefits $ -$ -$ -$ 48,962
Materials $ -$ -$ -$ 8,856
Cost Allocation $ -$ -$ -$ 51,985
Total Expenditures $ -$ -$ -$ 225,076
Fund Balance $ -$ -$ -$ -
General Fund Costs $ -$ -$ -$ 225,076
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
EMERGENCY SERVICES COORDINATOR 0 0 0 1.00
Total 0 0 0 1.00
Due to the reorganization of this program from the City Manager's Office, positions within the program have been transferred
accordingly.
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Office of Emergency Management
Budget Unit 100-65-633
General Fund - Office of Emergency Services - Office of Emergency Management
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 11,000
Total Expenditures $ 695,060
Fund Balance $ -
General Fund Costs $ 684,060
% Funded by General Fund 98.4%
Total Staffing 2.0 FTE
Program Overview
The mission of the Office of Emergency Management is to lead and direct the City in prevention, preparation, mitigation, response,
and recovery from all emergencies, hazards, incidents, and events.
Service Objectives
Develop and implement the goals and objectives of Cupertino's Office of Emergency Management.
Maintain the City's Emergency Operations Center (EOC) in a perpetual state of operational readiness.
Support Citizen's Corps including the Block Leader Program, Neighborhood Watch, Community Emergency Response
Team (CERT), Cupertino Amateur Radio Emergency Service (CARES), and Medical Reserve Corps (MRC).
Prepare, test, and revise emergency response and recovery policies, plans, and procedures in compliance with the California
Emergency Services Act, the Standardized Emergency Management System (SEMS), and the National Incident Management
System (NIMS).
Coordinate training of City staff in personal preparedness, SEMS/NIMS, and EOC functions.
Maintain effective liaison with local, state, and national emergency management organizations and/or allied disaster
preparedness and response agencies.
Manage the City's Contract for Law Enforcement Services with the Santa Clara County Sheriff's Office.
Service as liaison to the Santa Clara County Fire Department.
Proposed Budget
It is recommended that City Council approve a budget of $695,060 for the Office of Emergency Management program.
In FY 2024-2025, this program was moved from the City Manager's Office. The prior year data can be found under Budget Unit
100-12-633.
The increase is mainly due to increases in Contract Services, for annual California Specialized Training Institute (CSTI) and Bay
Area Urban Areas Security Initiative (UASI) Trainings for the EOC and Emergency Operations Plan (EOP) and Cost Allocation
Expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ -$ -$ -$ 11,000
Total Revenues $ -$ -$ -$ 11,000
Expenditures
Employee Compensation $ -$ -$ -$ 376,646
Employee Benefits $ -$ -$ -$ 150,512
Materials $ -$ -$ -$ 35,962
Contract Services $ -$ -$ -$ 33,487
Cost Allocation $ -$ -$ -$ 98,453
Total Expenditures $ -$ -$ -$ 695,060
Fund Balance $ -$ -$ -$ -
General Fund Costs $ -$ -$ -$ 684,060
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSISTANT DIRECTOR OF PARKS AND REC 0 0 0 0.95
EMERGENCY SERVICES MANAGER 0 0 0 1.00
Total 0 0 0 1.95
Due to the reorganization of this program from the City Manager's Office, positions within the program have been transferred
accordingly.
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Community Development
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
Community Development $ 423,697
100-70-700 Community Development Administration $ 423,697
Planning $ 5,511,911
100-71-701 Current Planning $ 3,626,108
100-71-702 Mid and Long Term Planning $ 886,746
100-71-705 Economic Development $ 999,057
Housing Services $ 1,292,584
260-72-707 CDBG General Admin $ 72,695
260-72-709 CDBG Capital/Housing Projects $ 359,467
260-72-710 CDBG Public Service Grants $ 58,000
265-72-711 BMR Affordable Housing Fund $ 746,807
100-72-712 Human Service Grants $ 55,615
Building $ 4,910,338
100-73-713 General Building $ 1,083,311
100-73-714 Building Plan Review $ 2,341,590
100-73-715 Building Code Enforcement $ 1,415,320
100-73-718 Muni Code Enforcement $ 70,117
Code Enforcement $ 1,673,825
100-74-202 Code Enforcement $ 1,653,825
100-74-716 Building Abatement $ 20,000
Total $ 13,812,355
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 11,454,443
Total Expenditures $ 13,812,355
Fund Balance $ 3,713,424
General Fund Costs $ 6,071,336
% Funded by General Fund 44.0%
Total Staffing 34.2 FTE
Organization
Benjamin Fu, Director of Community Development
Staffing changes include the addition of the Economic Development Manager.
Notable Accomplishments
The City's adopted Housing Element was certified in September 2024. The City also completed all related zoning ordinance
amendments in July 2024, paving the way for future housing development to meet the state requirement Regional Housing
Needs Allocation (RHNA) of at least 4,588 new housing units.
Process Improvements – 1) Website update and implementation of Major Projects page. 2) Updated General Commercial
(CG) ordinance to modernize the uses allowed in this zoning district. 3) Updated the Fence Ordinance to clarify existing
policies and requirements, this included allowing certain electric gates by right and fence gateway features within setback
areas. 4) Adopted fees to ensure cost recovery for applications.
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Launched a newly designed Building Division website with updated content and an enhanced user-friendly interface.
Partnered with the Sustainability team to establish Ordinance No. 24-2265, amending the original Electric-Ready for All
New Buildings requirement.
Issued 1,419 permits between July 1, 2024, and December 31, 2024.
Completed a study and draVed resolution to enact a Below Market Rate (BMR) Anti-Displacement Policy to assist tenants
of expiring affordable rental units in market rate developments.
Reviewed applications for affordable housing projects and low-income services eligible for the Community Development
Block Grant (CDBG), Below Market Rate Affordable Housing Fund (BMR AHF), General Fund Human Services Grant
(HSG), Permanent Local Housing Allocation (PLHA), and County funding through the release of the FY25-26 Notice of
Funding Available.
Held the West Valley Affordable Housing Developer’s Forum to engage affordable housing developers and discuss new
affordable housing opportunities under the 2023-2031 Housing Element while identifying the persisting obstacles to
creating new affordable housing projects.
Code Enforcement experienced a 6.5% increase in number of complaints received and responded to 100% of complaints
received throughout the year. This was done while experiencing a reduced staffing level due to the departure of a Senior
Code Enforcement officer.
Code Enforcement worked closely with IT to implement the Code Enforcement module in Accela to get all divisions in
CDD on the same system. Additionally, staff increased efficiency and streamlined operations by incorporating the new case
management database program into their day-to-day tasks, reporting activities, and tracking functions.
New Initiatives
Process Improvement – 1) Ongoing effort to create and update handouts to facilitate a more transparent and efficient review
process, such as Accessory Dwelling Unit (ADU), planning inspections, etc. 2) Project review software updates for improved
integration and access. 3) Review and establish new and updated policies and procedures for the permiDing, plan review,
and inspection functions. 4) Follow through with researching and implementing new parking citation devices for code
enforcement to update the old units that are no longer supported. 5) Continue to work with IT on relocating our electronic
plan review system (ProjectDox) from on premises to SAAS. 6) Continue to work with IT on updating the online permiDing
portal associated with Accela. 7) Continue the research and work with IT to get the parking citation equipment updated to
ensure a more efficient process for staff. 8) Continue to work on the automation of data migration from Accela/ProjectDox
into Laserfiche to eliminate the staff time needed to manually perform this function. 9) Expanding the online permiDing
process to include all Building permit types.
Outreach – Continue participation in public events to boost outreach efforts for every division within the Community
Development Department. Efforts to ensure fostering interaction and disseminating information regarding the department's
services and requirements.
Ordinance Updates – Updates are being prepared to amend Chapter 19.48, Fences, Chapter 19.60, General Commercial,
Chapter 19.124, Parking and Chapter 14.18, Protected Trees, to add clarifications, anticipated to be completed by late Fall
2024.
Revise & Update Heart of the City Special Area– 1) Address effect of AB 2011 and build on Housing Element goals to facilitate
housing production in transit-oriented locations, 2) Tailor permissible uses to revitalize local public-facing commercial uses
(retail/restaurant/entertainment/professional office, etc.).
Housing Element Implementation – Collaborate regionally and with stakeholders, such as affordable housing developers etc.,
to implement Housing Element policies and action items per the schedule identified in the Housing Element.
Current Planning Projects – Review and processing ongoing of 11 housing development projects received between January
2024 and March 2025. The list of projects being processed is available at www.cupertino.org/majorprojects. In addition to
these projects, staff has discussed various sites around the City, which have generated interest from developers about
development, including but not limited to Priority Housing Element sites.
Parking Standards – Evaluate the existing parking requirements in the Cupertino Muni Code and find opportunities to
update and modernize to be consistent with industry and regional standards.
Outdoor Seating – Evaluate and update the existing outdoor seating requirements and the conditional use permit process to
be consistent with industry and regional standards and as efforts to support evolving community needs.
Objective Design Standards – In response to newly adopted State housing legislation, the Council identified the adoption of
design standards as a Work Program item. The goal was to create objective design standards for residential and mixed-use
residential projects. The effort would also include ensuring adequate buffers between future higher-density residential and
mixed-use development from established residential neighborhoods.
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Support for the Unhoused – Collaborate and fund jointly with West Valley cities efforts to address regional needs and find
workable support for the Unhoused. Follow the established protocols to assist the unhoused while studying new
opportunities to expand service. Work on Housing Element implementation items to support the production of affordable
housing, including housing for the unhoused.
Apply to County funding sources to expand outreach services to the unhoused with funding for flexible assistance in
accordance with Function Zero principles.
Temporary Housing - Execute the Memorandum of Understanding to join the West Valley Cities Joint Shelter feasibility
study to explore the possibility of developing temporary housing and emergency shelter with other cities in the West
Valley.
Low Income Housing - Explore the possibility of implementing a low-income home sharing program in accordance with
Housing Element commitments with non-profit partners such as HIP Housing or Front Porch.
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Performance Measures
Goal: Review and guide development activity to ensure compliance with relevant codes and policies, and alignment with
community values to promote and enhance Cupertino's community-wide quality of life.
Benefit: Cupertino is a thriving city to live, work, learn and play.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Building permit applications shall be plan reviewed within 15
business days.80%82%95%80%
Customer/Applicants visiting the Building Permit Counter shall
be assisted within 15 minutes 90%92%89%80%
Applicants visiting the Planning Counter shall be assisted within
15 minutes 98%96%93%50%
Building permit applications reviewed/issued over-the-counter
(OTC)62%61%60%75%
Below market rate rental and purchase vacancies filled 20 8 4 15 per
year
Average number of days to initiate investigation of code
complaints 0.54 0.46 0.45 < 7
Code enforcement cases resolved without issuance of citations 93%92%88%80%
Landlord-tenant counseling and dispute resolution cases
provided 25 28 12 100 per
year
Public Outreach Events 15 9 5 12 per
year
Funds received from Community Block Grant (CDBG) federal
entitlement program
$388,459 $358,910 $173,313
Comply
with
HUD's
annual
timeliness
test
Economic Development Division
Goal: To actively pursue opportunities in the areas of business aDraction, retention, and expansion as a means of promoting
economic vitality, and strengthening the City's sales tax base to support Cupertino's excellent quality of life for its residents,
businesses, and daytime population.
Benefit: Cupertino's economy and sales tax revenue base are diversified to further enhance the City's financial stability and its
ability to provide quality amenities to the community.
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Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Maintain Economic Development Business Connect Subscribers 6,000 8,758 9,752 9,000
Economic Development Business Visits, Workshops & Events 7 64 33 20 per year
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Workload Indicators
Planning Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of preliminary reviews 127 21 29
Number of planning applications received 232 95 170
Number of planning counter inquiries 1223 644 644
Housing Services Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of BMR rental and ownership vacancies filled 20 8 4
Number of landlord tenant counseling and dispute cases received 25 38 12
Number of annual HUD documents (CAPER, Action Plan, Consolidated
Plan) completed 2 1 1
Housing and Human Services Grant Funds inquiries 10
N/A
(applications are
due 2/6/24)10
*For FY 2024, the City only accepted applications for Capital Housing Projects. Public service funds operate on a multi-year cycle
and will be made available during the FY 2025 funding cycle.
Building Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of permits received 2,618 1,324 1,596
Number of inspections requested 15,181 8,406 7,605
Number of building counter inquiries 2,310 1,755 1,940
* In-person appointments started July 15, 2021, the counters were temporarily closed in January 10, 2022, due to the surge of the
Omicron variant of Covid-19.
Economic Development Division
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Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Meetings with large groups/organizations; appointments with brokers,
prospective business owners, business owners and operators, City staff,
etc.50 281 257
Special events, including small business workshops and seminars, ICSC
conferences and events, ribbon cuttings and grand openings, and Small
Business Saturday Celebration 7 13 13
Number of Delivery Posts to Business Connect Subscribers 3 12 19
Proposed Budget
It is recommended that City Council approve a budget of $13,812,355 for the Community Development department. This
represents an increase of $863,354 (6.7%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Employee Compensation and Benefits due to the transfer in of Economic Development the
Administration Department and the request to add part-time staffing in that program. Additionally, the department is requesting
two new classifications - a Code Enforcement Supervisor and Assistant Housing Coordinator to better align with program needs.
For any programs with reductions in benefits, this is due to the one-time additional discretionary payment to the City's retirement
system that has resulted in benefit savings. Any changes in cost allocation charges are due to the updated Cost Allocation Plan
(CAP) based on a CAP study performed in 2023. In addition, contingency dollars have been calculated off of department's FY
2025-26 base budget materials and contracts and have been consolidated into materials budgets.
Citywide training was significantly reduced across all budget units as part of budget reductions in the last two fiscal years. Staff is
requesting the restoration of 50% of the previously reduced training funds. This amount was calculated by comparing the training
budgets in materials and contracts from FY 2022–23 to those in FY 2024–25, determining the difference, and then adding back 50%
of that difference.
This budget also includes funding request for on-call contracts in building and the following City Work Program items:
Economic Development for Retail and Small Businesses - $200,000
Permit Streamlining and Simplification for Small Home Upgrades - $250,000
Add notification for SB 330 and other projects during the application approval process - $10,000
Unhoused Policies - $100,000
Impact Fee Study - $400,000
Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project
category. Prior special projects have been moved to the contract or material expense categories.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
39.9%
35.6%
12.1%
9.4%
Planning
Building
Code Enforcement
Housing Services
Community Development
$11.7M $11.5M
$12.9M
$13.8M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Other Taxes $ 170,824 $ -$ 4,532,926 $ 4,532,926
Licenses and Permits $ 4,064,397 $ 4,381,712 $ 3,635,000 $ 4,235,000
Use of Money and Property $ 28,909 $ 29,535 $ 7,944 $ 7,944
Intergovernmental Revenue $ 249,229 $ 543,777 $ 268,437 $ 459,523
Charges for Services $ 1,003,806 $ 968,342 $ 949,631 $ 1,572,000
Fines and Forfeitures $ 134,714 $ 261,300 $ 215,000 $ 225,000
Miscellaneous Revenue $ 88,652 $ 69,331 $ 55,050 $ 55,050
Other Financing Sources $ 272,396 $ 127,037 $ 367,000 $ 367,000
Transfers In $ 25,000 $ -$ -$ -
Total Revenues $ 6,037,927 $ 6,381,034 $ 10,030,988 $ 11,454,443
Expenditures
Employee Compensation $ 4,251,856 $ 3,807,128 $ 5,065,540 $ 5,180,017
Employee Benefits $ 1,608,597 $ 1,818,064 $ 2,523,678 $ 2,242,500
Materials $ 651,455 $ 650,748 $ 1,032,960 $ 950,053
Contract Services $ 558,901 $ 666,612 $ 364,150 $ 469,230
Cost Allocation $ 3,196,843 $ 3,111,654 $ 2,833,625 $ 3,045,555
Special Projects $ 805,938 $ 962,442 $ 200,000 $ 860,000
Other Financing Uses $ 619,687 $ 482,077 $ 925,000 $ 1,065,000
Contingencies $ 277 $ -$ 4,048 $ -
Total Expenditures $ 11,693,554 $ 11,498,725 $ 12,949,001 $ 13,812,355
Fund Balance $ (575,649)$ (516,260)$ 3,335,610 $ 3,713,424
General Fund Costs $ 5,104,982 $ 4,601,434 $ 6,253,623 $ 6,071,336
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 1.75 1.75 1.75 1.75
ASSISTANT HOUSING COORDINATOR 0 0 0 0.85
ASSISTANT PLANNER 2.00 3.00 2.00 2.00
ASSIST DIR OF COMMITY DEV 1.00 1.00 1.00 1.00
ASSOCIATE PLANNER 5.00 5.00 5.00 3.00
BUILDING INSPECTOR 3.92 3.92 3.92 3.92
BUILDING OFFICIAL 0 1.00 1.00 1.00
CODE ENFORCEMENT OFFICER 2.00 2.00 2.00 2.00
CODE ENFORCEMENT SUPERVISOR 0 0 0 1.00
DEPUTY BUILDING OFFICIAL 1.00 1.00 1.00 1.00
DIRECTOR OF COMM DEVELOPMENT 0.94 0.94 0.94 0.94
ECONOMIC DEVELOPMENT MANAGER 0 0 0 1.00
MANAGEMENT ANALYST 1.00 1.00 1.00 1.00
OFFICE ASSISTANT 2.00 1.00 1.00 1.00
PERMIT CENTER MANAGER 1.00 0 0 0
PERMIT TECHNICIAN 4.00 4.00 4.00 4.00
PLAN CHECK ENGINEER 2.00 2.00 2.00 2.00
PLANNING MANAGER 1.90 1.90 2.00 1.00
SENIOR HOUSING COORDINATOR 0 0 0.80 0.85
SENIOR PLANNER 5.00 1.90 1.90 2.90
SR BUILDING INSPECTOR 0.98 0.98 0.98 0.98
SR CODE ENFORCEMENT OFFICER 2.00 2.00 2.00 1.00
Total 37.49 34.39 34.29 34.19
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Community Development Administration
Budget Unit 100-70-700
General Fund - Community Development - Community Development Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 423,697
Fund Balance $ -
General Fund Costs $ 423,697
% Funded by General Fund 100.0%
Total Staffing 0.5 FTE
Program Overview
The Community Development Administration program manages general office and oversight functions for the Community
Development Department.
Service Objectives
Coordinate and direct general office affairs related to community development functions.
Manage professional and administrative staff.
Prepare and implement the department budget.
Coordinate as necessary with other departments in the City.
Review and evaluate City and department goals and objectives.
Proposed Budget
It is recommended that City Council approve a budget of $423,697 for the Community Development Administration program. This
represents an increase of $10,120 (2.4%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 96,867 $ 103,687 $ 110,446 $ 111,663
Employee Benefits $ 35,699 $ 43,250 $ 49,688 $ 44,400
Materials $ 3,694 $ 2,157 $ 8,154 $ 14,597
Contract Services $ 144,679 $ 157,556 $ -$ -
Cost Allocation $ 572,700 $ 334,114 $ 245,187 $ 253,037
Special Projects $ 126,047 $ 136,895 $ -$ -
Contingencies $ 277 $ -$ 102 $ -
Total Expenditures $ 979,963 $ 777,659 $ 413,577 $ 423,697
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 979,963 $ 777,659 $ 413,577 $ 423,697
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
DIRECTOR OF COMM DEVELOPMENT 0.30 0.30 0.30 0.30
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
Total 0.50 0.50 0.50 0.50
There are no changes to the current level of staffing.
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Current Planning
Budget Unit 100-71-701
General Fund - Planning - Current Planning
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,895,300
Total Expenditures $ 3,626,108
Fund Balance $ -
General Fund Costs $ 1,730,808
% Funded by General Fund 47.7%
Total Staffing 9.6 FTE
Program Overview
The Current Planning program serves to review projects and implement City ordinances, land use plans and the General Plan
goals and objectives through the planning review and building plan check processes.
Service Objectives
Maintain a high level of customer service.
Provide assistance at the public counter, over the telephone, or via email.
Implement the City's General Plan, land use plans and Zoning Ordinance.
Evaluate Planning applications for consistency with City ordinance, General Plan goals, and applicable State and Federal
regulations.
Coordinate internal review of Planning applications with other City departments.
Conduct environmental review of projects in compliance with California Environmental Quality Act (CEQA) and applicable
regional, State and Federal regulations.
Provide technical analysis and recommendations to the Council, Planning Commission and Design Review Committee.
Review building permits to ensure implementation of zoning requirements, environmental mitigation measures and
planning entitlement conditions of approval.
Proposed Budget
It is recommended that City Council approve a budget of $3,626,108 for the Current Planning program. This represents an increase
of $291,580 (8.7%) from the FY 2024-25 Adopted Budget.
The increase is due to a reallocation of staff and the inclusion of the following City Work Program item:
Permit Streaming and Simplification for Small Home Upgrades $250,000 and
Add notifications for SB 330 and other projects during application and approval process $10,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 934,481 $ 895,566 $ 829,373 $ 1,502,000
Miscellaneous Revenue $ 40,570 $ 19,331 $ 51,300 $ 51,300
Other Financing Sources $ 272,396 $ 127,037 $ 342,000 $ 342,000
Total Revenues $ 1,247,447 $ 1,041,934 $ 1,222,673 $ 1,895,300
Expenditures
Employee Compensation $ 902,953 $ 696,297 $ 1,295,740 $ 1,364,294
Employee Benefits $ 296,845 $ 360,086 $ 625,489 $ 545,956
Materials $ 15,401 $ 2,792 $ 4,351 $ 16,055
Contract Services $ 60,583 $ 170,877 $ 220 $ 220
Cost Allocation $ 858,254 $ 879,776 $ 858,671 $ 889,583
Special Projects $ 60,958 $ 79,473 $ -$ 260,000
Other Financing Uses $ 243,267 $ 149,969 $ 550,000 $ 550,000
Contingencies $ -$ -$ 57 $ -
Total Expenditures $ 2,438,261 $ 2,339,270 $ 3,334,528 $ 3,626,108
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,190,816 $ 1,297,336 $ 2,111,855 $ 1,730,808
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.60 0.60 0.60 0.60
ASSISTANT HOUSING COORDINATOR 0 0 0 0.40
ASSISTANT PLANNER 2.00 2.10 2.00 2.00
ASSOCIATE PLANNER 3.65 3.25 3.25 2.20
DIRECTOR OF COMM DEVELOPMENT 0.28 0.28 0.28 0.28
MANAGEMENT ANALYST 0.40 0.40 0.40 0.40
OFFICE ASSISTANT 0.50 0 0 0
PERMIT TECHNICIAN 1.00 1.00 1.00 1.00
PLANNING MANAGER 0.50 0.50 0.40 0.40
SENIOR HOUSING COORDINATOR 0 0 0.10 0.40
SENIOR PLANNER 1.65 1.35 1.35 1.95
Total 10.58 9.48 9.38 9.63
Staff time is being reallocated to better reflect actual time spent in this program.
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Mid and Long Term Planning
Budget Unit 100-71-702
General Fund - Planning - Mid and Long Term Planning
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 78,750
Total Expenditures $ 886,746
Fund Balance $ -
General Fund Costs $ 807,996
% Funded by General Fund 91.1%
Total Staffing 2.9 FTE
Program Overview
The Mid-and Long-Term Planning program assists the community in preparing, reviewing and amending documents including
the General Plan, Specific Plans, Conceptual Plans, and the Municipal Code, including the Zoning Ordinance. Additionally, the
program anticipates and evaluates trends, and develops strategies and plans to help the City address change.
Service Objectives
Review and amend the City's General Plan, Housing Element, and Municipal Code, including the Zoning Ordinance,
Specific, Conceptual and Master Plans.
Ensure City processes and regulations are in compliance with State and Federal regulations, including the California
Environmental Quality Act (CEQA).
Review and implement policies in the General Plan, Housing Element, Zoning Ordinance, Specific, Conceptual and Master
Plans.
Coordinate with various local, regional, State and Federal agencies on projects.
Facilitate the planning and implementation of the City Council's annual community development goals and objectives.
Proposed Budget
It is recommended that City Council approve a budget of $886,746 for the Mid and Long Term Planning program. This represents
a decrease of $340,481 (-27.7%) from the FY 2024-25 Adopted Budget.
The decrease is due to staffing reallocations and having no special projects this fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 52,613 $ 300,000 $ -$ -
Charges for Services $ 58,913 $ 56,958 $ 110,000 $ 50,000
Miscellaneous Revenue $ -$ -$ 3,750 $ 3,750
Other Financing Sources $ -$ -$ 25,000 $ 25,000
Total Revenues $ 111,526 $ 356,958 $ 138,750 $ 78,750
Expenditures
Employee Compensation $ 530,985 $ 355,990 $ 560,593 $ 493,024
Employee Benefits $ 179,264 $ 163,101 $ 255,942 $ 186,792
Materials $ 4,270 $ 1,379 $ 3,214 $ 8,933
Contract Services $ (4,345)$ -$ 7,500 $ 7,500
Cost Allocation $ 316,560 $ 350,186 $ 199,844 $ 190,497
Special Projects $ 466,756 $ 686,015 $ 200,000 $ -
Contingencies $ -$ -$ 134 $ -
Total Expenditures $ 1,493,490 $ 1,556,671 $ 1,227,227 $ 886,746
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,381,965 $ 1,199,714 $ 1,088,477 $ 807,996
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.15 0.15 0.15 0.15
ASSOCIATE PLANNER 1.35 1.75 1.75 0.80
DIRECTOR OF COMM DEVELOPMENT 0.24 0.24 0.24 0.24
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
PLANNING MANAGER 0.60 0.60 0.60 0.60
SENIOR PLANNER 1.55 0.55 0.55 0.95
Total 4.09 3.49 3.49 2.94
Staff time is being reallocated to better reflect actual time spent in this program.
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Economic Development
Budget Unit 100-71-705
General Fund - Planning - Economic Development
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 999,057
Fund Balance $ -
General Fund Costs $ 999,057
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
The Economic Development Division oversees the development and implementation of policies and programs to promote business
resiliency while undertaking a wide variety of business attraction, retention, and expansion efforts.
Service Objectives
Provide assistance and support to businesses to enable job creation, new business formation, private investment, and
industry evolution.
Conduct outreach to existing small businesses to create strong working relationships.
Collaborate with internal city team members to keep the needs of businesses in the forefront when reviewing applications
and projects.
Partner with local business associations, agencies, and organizations to create a strong and cohesive network offering
business support and assistance.
Provide the public with current data and information easily accessible online or in printed format. Assist with policy
formation to align with business and community goals
Proposed Budget
It is recommended that City Council approve a budget of $999,057 for the Economic Development program.
Reduction in benefits is due to the one-time additional discretionary payment to the City's retirement system that has resulted in
benefit savings.
This budget is a new addition to the Community Development Department for this fiscal year, it was transferred in from the
Administration Department. A request to fund a part-time management analyst to assist with City Work Program items and to
carry out duties of the Economic Development division to support businesses to enable job creation, new business formation, and
outreach to existing small businesses to create strong working relationships. This budget includes the following City Work
Program items:
Economic Development for Retail and Small Businesses and Defensible Impact Fee Nexus Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact Fee, and Parkland Impact Fee $350,000
CWP items are no longer considered Special Projects per the new City Council Special Project Policy but are discussed here for ease
of tracking and transparency. CWP will remain in the Special Project expense category as a way to track these projects but will be
reported separately from all other Special Projects that fall under the policy.
Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ -$ -$ -$ 265,819
Employee Benefits $ -$ -$ -$ 94,337
Materials $ -$ -$ -$ 34,410
Contract Services $ -$ -$ -$ 71,250
Cost Allocation $ -$ -$ -$ 183,241
Special Projects $ -$ -$ -$ 350,000
Total Expenditures $ -$ -$ -$ 999,057
Fund Balance $ -$ -$ -$ -
General Fund Costs $ -$ -$ -$ 999,057
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ECONOMIC DEVELOPMENT MANAGER 0 0 0 1.00
Total 0 0 0 1.00
Due to the reorganization of this program from the City Manager's Office, positions within the program have been transferred
accordingly.
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CDBG General Admin
Budget Unit 260-72-707
CDBG - Housing Services - CDBG General Admin
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 77,400
Total Expenditures $ 72,695
Fund Balance $ 4,705
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.4 FTE
Program Overview
The General Administration of the Community Development Block Grant (CDBG) federal entitlement program is reserved for
program administration costs to cover salary and benefits of staff who operate the CDBG program. The CDBG program is a federal
entitlement program which serves low- and moderate- income Cupertino residents. CDBG program administration costs represent
20% of the City's annual federal CDBG allocation plus prior year program income.
Service Objectives
Prepare and submit an Annual Plan to the US Department of Housing and Urban Development (HUD).
Prepare and submit annual Consolidated Annual Performance and Evaluation Report (CAPER) to HUD.
Prepare and submit a five-year Consolidated Plan to HUD.
Meet quarterly with Santa Clara County CDBG Coordinators.
Conduct four-eight public hearings per year to allocate CDBG funding, review Annual Plan, CAPER, and Consolidated
Plan.
Provide technical assistance to grantees and applicants.
Monitor grantees for compliance with federal regulations.
Proposed Budget
It is recommended that City Council approve a budget of $72,695 for the CDBG General Admin program. This represents a
decrease of $112,948 (-60.8%) from the FY 2024-25 Adopted Budget.
The decrease is due to salary and benefits decrease from a reallocation of staff that includes a proposed new classification of
Assistant Housing Coordinator. The Assistant Housing Coordinator will help with the coordination of housing and grant
programs, the BMR Affordable Housing program, housing strategies, assist with homelessness prevention efforts, and the CDBG
and Human Service Grants programs.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 71,338 $ 46,213 $ 38,131 $ 77,400
Total Revenues $ 71,338 $ 46,213 $ 38,131 $ 77,400
Expenditures
Employee Compensation $ 80,482 $ 12,955 $ 127,825 $ 48,965
Employee Benefits $ 29,409 $ 18,249 $ 57,818 $ 23,730
Materials $ 37,593 $ 22,952 $ -$ -
Total Expenditures $ 147,484 $ 54,156 $ 185,643 $ 72,695
Fund Balance $ (76,146)$ (7,942)$ (147,512)$ 4,705
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSISTANT HOUSING COORDINATOR 0 0 0 0.20
ASSISTANT PLANNER 0 0.10 0 0
PLANNING MANAGER 0.39 0.39 0.50 0
SENIOR HOUSING COORDINATOR 0 0 0.20 0.20
SENIOR PLANNER 0.20 0 0 0
Total 0.59 0.49 0.70 0.40
Staff time is being reallocated to beDer reflect actual time spent in this program, including a proposed new classification of
Assistant Housing Coordinator.
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CDBG Capital/Housing Projects
Budget Unit 260-72-709
CDBG - Housing Services - CDBG Capital/Housing Projects
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 282,067
Total Expenditures $ 359,467
Fund Balance $ (77,400)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This portion of the Community Development Block Grant (CDBG) federal entitlement program is reserved for grants and loans to
non-profit developers and agencies for eligible activities such as public improvements, property acquisition for affordable housing,
rehabilitation of affordable units, and development of affordable housing. CDBG Capital/Housing costs represent 65% of the City's
annual federal CDBG allocation plus prior year program income.
Service Objectives
Issue Requests for Proposals (RFPs) on an annual basis for Capital/Housing Projects.
Review applications and make funding recommendations to Housing Commission and City Council.
On a quarterly basis, monitor grants, disburse funding, and collect demographic information from each grantee.
Review quarterly reports and reimbursements requests from agencies and enter data into HUD IDIS program.
Coordinate entitlement process with the Planning Division for affordable development projects.
Monitor project progress of grantees through the construction phase.
Coordinate CEQA/NEPA environmental review processes for all affordable developments.
Coordinate preparation of all grant and loan agreements, Deeds of Trust, Promissory Notes, and Regulatory Agreements.
On an annual basis, prepare grant agreements or amendments for each grantee.
Provide technical assistance to grantees and applicants.
Monitor grantees for compliance with federal regulations.
Proposed Budget
It is recommended that City Council approve a budget of $359,467 for the CDBG Capital/Housing Projects program. This
represents a decrease of $101,020 (-21.9%) from the FY 2024-25 Adopted Budget.
The decrease is due to a decrease in Materials.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 28,909 $ 29,535 $ 7,944 $ 7,944
Intergovernmental Revenue $ 65,818 $ 92,536 $ 151,706 $ 274,123
Total Revenues $ 94,727 $ 122,071 $ 159,650 $ 282,067
Expenditures
Materials $ 65,818 $ 92,536 $ 460,487 $ 359,467
Total Expenditures $ 65,818 $ 92,536 $ 460,487 $ 359,467
Fund Balance $ 28,909 $ 29,535 $ (300,837)$ (77,400)
General Fund Costs $ -$ -$ -$ -
Staffing
There is no staffing associated with this program.
There is no staffing associated with this program.
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CDBG Public Service Grants
Budget Unit 260-72-710
CDBG - Housing Services - CDBG Public Service Grants
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 58,000
Total Expenditures $ 58,000
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This portion of the Community Development Block Grant (CDBG) federal entitlement program is reserved for grants to nonprofit
agencies serving low- and moderate-income Cupertino residents. The agencies provide services such as food assistance, job
training, emergency housing, legal assistance, etc. CDBG Public Services costs represent 15% of the City's annual federal CDBG
allocation plus prior year program income.
Service Objectives
Issue Requests for Proposals (RFPs) on a bi- or tri-annual basis for public services programs.
Review applications and make funding recommendations to Housing Commission and City Council.
On a quarterly basis, monitor grants, disburse funding, and collect demographic information from each grantee.
Review quarterly reports and reimbursements requests from agencies and enter data into HUD IDIS program.
On an annual basis, prepare grant agreements or amendments for each grantee.
Provide technical assistance to grantees and applicants.
Monitor grantees for compliance with federal regulations.
Proposed Budget
It is recommended that City Council approve a budget of $58,000 for the CDBG Public Service Grants program. This represents an
increase of $2,972 (5.4%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Materials.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 59,460 $ 55,028 $ 28,600 $ 58,000
Total Revenues $ 59,460 $ 55,028 $ 28,600 $ 58,000
Expenditures
Materials $ 59,460 $ 55,028 $ 55,028 $ 58,000
Total Expenditures $ 59,460 $ 55,028 $ 55,028 $ 58,000
Fund Balance $ -$ -$ (26,428)$ -
General Fund Costs $ -$ -$ -$ -
Staffing
There is no staffing associated with this program.
There is no staffing associated with this program.
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BMR Affordable Housing Fund
Budget Unit 265-72-711
BMR Housing - Housing Services - BMR Affordable Housing Fund
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 4,532,926
Total Expenditures $ 746,807
Fund Balance $ 3,786,119
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.5 FTE
Program Overview
This program covers administration of the Below Market Rate (BMR) Housing program.
Service Objectives
Contract with BMR Program Administrator annually for services relating to rental and ownership units.
Prepare and monitor agreement, process monthly reimbursement requests, and provide technical assistance to BMR
Program Administrator.
Review and maintain the Policy and Procedures Manual for Administering Deed Restricted Affordable Housing Units
(BMR Manual).
Review and maintain the BMR Housing Mitigation Program Procedural Manual (Housing Mitigation Manual)
Manage agreement for the provision of Fair Housing investigation and enforcement.
Commit funding for the development of new proposed affordable housing projects with awards contingent upon acquiring
planning entitlements.
Proposed Budget
It is recommended that City Council approve a budget of $746,807 for the BMR Affordable Housing Fund program. This
represents an increase of $24,268 (3.4%) from the FY 2024-25 Adopted Budget.
The overall increase is a result of a reallocation of staff and the City Work Program (CWP) item included in this budget:
Develop ELI Housing $250,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Other Taxes $ 170,824 $ -$ 4,532,926 $ 4,532,926
Intergovernmental Revenue $ -$ 50,000 $ -$ -
Charges for Services $ 1,640 $ -$ -$ -
Miscellaneous Revenue $ 28,082 $ 50,000 $ -$ -
Transfers In $ 25,000 $ -$ -$ -
Total Revenues $ 225,546 $ 100,000 $ 4,532,926 $ 4,532,926
Expenditures
Employee Compensation $ 156,825 $ 103,636 $ 172,795 $ 61,207
Employee Benefits $ 58,574 $ 55,719 $ 79,149 $ 29,997
Materials $ 319,360 $ 324,927 $ 347,713 $ 366,047
Contract Services $ 57,477 $ 7,577 $ 20,700 $ 21,300
Cost Allocation $ 144,366 $ 95,908 $ 102,182 $ 18,256
Special Projects $ 17,357 $ 50,085 $ -$ 250,000
Total Expenditures $ 753,959 $ 637,852 $ 722,539 $ 746,807
Fund Balance $ (528,412)$ (537,853)$ 3,810,387 $ 3,786,119
General Fund Costs $ 25,000 $ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSISTANT HOUSING COORDINATOR 0 0 0 0.25
ASSISTANT PLANNER 0 0.80 0 0
OFFICE ASSISTANT 0.50 0 0 0
PLANNING MANAGER 0.41 0.41 0.50 0
SENIOR HOUSING COORDINATOR 0 0 0.50 0.25
SENIOR PLANNER 1.60 0 0 0
Total 2.51 1.21 1.00 0.50
Staff time is being reallocated to better reflect the actual time spent in this program.
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Human Service Grants
Budget Unit 100-72-712
General Fund - Housing Services - Human Service Grants
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 50,000
Total Expenditures $ 55,615
Fund Balance $ -
General Fund Costs $ 5,615
% Funded by General Fund 10.1%
Total Staffing FTE
Program Overview
The City of Cupertino sets aside $129,000 from its General Fund for non-profit agencies providing services to low- and moderate-
income Cupertino residents. Eligible programs include senior services, homeless services, and others that serve low- and
moderate-income residents.
Service Objectives
Issue Requests for Proposals (RFPs) on a bi- or tri-annual basis for public services programs.
Review applications and make funding recommendations to Housing Commission and City Council.
On a quarterly basis, monitor grants, disburse funding, and collect demographic information from each grantee.
Review quarterly reports and reimbursements requests from agencies.
On an annual basis, prepare grant agreements or amendments for each grantee.
Provide technical assistance to grantees and applicants.
Monitor grantees for compliance.
Proposed Budget
It is recommended that City Council approve a budget of $55,615 for the Human Service Grants program. This represents a
decrease of $74,881 (-57.4%) from the FY 2024-25 Adopted Budget.
The decrease is due to a reduction in Materials.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ -$ -$ 50,000 $ 50,000
Total Revenues $ -$ -$ 50,000 $ 50,000
Expenditures
Materials $ 112,671 $ 122,135 $ 125,000 $ 50,000
Cost Allocation $ 5,290 $ 5,140 $ 5,496 $ 5,615
Total Expenditures $ 117,961 $ 127,275 $ 130,496 $ 55,615
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 117,961 $ 127,275 $ 80,496 $ 5,615
Staffing
There is no staffing associated with this program.
There is no staffing associated with this program.
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General Building
Budget Unit 100-73-713
General Fund - Building - General Building
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 315,000
Total Expenditures $ 1,083,311
Fund Balance $ -
General Fund Costs $ 768,311
% Funded by General Fund 70.9%
Total Staffing 3.1 FTE
Program Overview
The General Building program establishes the minimum requirements to safeguard the public health, safety and general welfare
through structural strength, means of egress facilities, stability, accessibility, sanitation, adequate lighting and ventilation and
energy conservation; safety to life and property from fire and other hazards aDributed to the built environment; and to provide
safety to fire fighters and emergency responders during emergency operations.
Service Objectives
Provide efficient and friendly service that will assist customers with their building permit goals and objectives.
Continue to streamline the workflow process to provide efficient and friendly customer service.
Work proactively to enhance the public interface and information systems.
Continue efforts to create a more effective records management system and land use data system using Geographic
Information System (GIS).
Increase staff knowledge through in-house training, meetings, and seminars
Proposed Budget
It is recommended that City Council approve a budget of $1,083,311 for the General Building program. This represents an increase
of $1,595 (0.1%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Licenses and Permits $ 269,509 $ 345,319 $ 315,000 $ 315,000
Total Revenues $ 269,509 $ 345,319 $ 315,000 $ 315,000
Expenditures
Employee Compensation $ 440,485 $ 449,645 $ 462,726 $ 458,984
Employee Benefits $ 153,510 $ 189,829 $ 235,381 $ 206,505
Materials $ 7,355 $ 6,005 $ 7,865 $ 10,498
Contract Services $ 420 $ 420 $ -$ -
Cost Allocation $ 274,264 $ 269,096 $ 375,646 $ 407,324
Special Projects $ -$ 856 $ -$ -
Contingencies $ -$ -$ 98 $ -
Total Expenditures $ 876,034 $ 915,851 $ 1,081,716 $ 1,083,311
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 606,525 $ 570,532 $ 766,716 $ 768,311
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.50 0.50 0.50 0.50
ASSIST DIR OF COMMITY DEV 0.60 0.60 0.60 0.60
BUILDING OFFICIAL 0 0.20 0.20 0.20
DEPUTY BUILDING OFFICIAL 0.20 0.20 0.20 0.20
DIRECTOR OF COMM DEVELOPMENT 0.12 0.12 0.12 0.12
MANAGEMENT ANALYST 0.20 0.20 0.20 0.20
OFFICE ASSISTANT 0.50 0.50 0.50 0.50
PERMIT CENTER MANAGER 0.20 0 0 0
PERMIT TECHNICIAN 0.60 0.60 0.60 0.60
SR BUILDING INSPECTOR 0.20 0.20 0.20 0.20
Total 3.12 3.12 3.12 3.12
There are no changes to the current level of staffing.
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Building Plan Review
Budget Unit 100-73-714
General Fund - Building - Building Plan Review
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,800,000
Total Expenditures $ 2,341,590
Fund Balance $ -
General Fund Costs $ 541,590
% Funded by General Fund 23.1%
Total Staffing 6.7 FTE
Program Overview
The Building Plan Review program is responsible for the timely and accurate review and approval of construction drawings for all
residential, commercial and industrial permit applications for buildings and structures to ensure the proposed design meets or
exceeds the minimum life safety, plumbing, mechanical, electrical, accessibility, energy and structural safety standards of the
California Building Code and all governing local amendments.
Service Objectives
Provide a streamlined building plan review system that will ensure plans comply with all applicable state and local codes
and ordinances.
Continue to streamline the internal application processing system and permit review process.
Confer with design professionals on project application and pre-application meetings.
Provide general code information for property owners, design professionals, developers, contractors and the general public.
Assist building inspectors in difficult or unusual code interpretation as it applies to various buildings and structures.
Assist in training of building inspectors and permit technicians in conducting residential and minor commercial plan
review.
Proposed Budget
It is recommended that City Council approve a budget of $2,341,590 for the Building Plan Review program. This represents an
increase of $44,999 (2.0%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year but does include a budget request of $90,000 in recurring costs for
Building On call contracts. For further detail on these requests, please reference the Summary of Proposed Budget Requests found
at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Licenses and Permits $ 1,575,817 $ 1,634,094 $ 1,200,000 $ 1,800,000
Miscellaneous Revenue $ 20,000 $ -$ -$ -
Total Revenues $ 1,595,817 $ 1,634,094 $ 1,200,000 $ 1,800,000
Expenditures
Employee Compensation $ 930,184 $ 1,005,700 $ 1,042,991 $ 1,038,717
Employee Benefits $ 388,761 $ 449,037 $ 527,699 $ 471,115
Materials $ 6,404 $ 4,620 $ 4,522 $ 11,492
Cost Allocation $ 384,759 $ 422,138 $ 371,322 $ 380,266
Special Projects $ 134,820 $ 9,118 $ -$ -
Other Financing Uses $ 376,420 $ 309,238 $ 350,000 $ 440,000
Contingencies $ -$ -$ 57 $ -
Total Expenditures $ 2,221,348 $ 2,199,851 $ 2,296,591 $ 2,341,590
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 625,532 $ 565,757 $ 1,096,591 $ 541,590
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.25 0.25 0.25 0.25
ASSIST DIR OF COMMITY DEV 0.20 0.20 0.20 0.20
BUILDING OFFICIAL 0 0.80 0.80 0.80
DEPUTY BUILDING OFFICIAL 0.80 0.80 0.80 0.80
OFFICE ASSISTANT 0.25 0.25 0.25 0.25
PERMIT CENTER MANAGER 0.80 0 0 0
PERMIT TECHNICIAN 2.40 2.40 2.40 2.40
PLAN CHECK ENGINEER 2.00 2.00 2.00 2.00
Total 6.70 6.70 6.70 6.70
There are no changes to the current level of staffing.
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Building Code Enforcement
Budget Unit 100-73-715
General Fund - Building - Building Code Enforcement
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 2,120,000
Total Expenditures $ 1,415,320
Fund Balance $ -
General Fund Costs $ (704,680)
% Funded by General Fund -49.8%
Total Staffing 5.2 FTE
Program Overview
The Building Inspection program is established to enforce certain minimum standards pursuant to the California Building Code
and all local amendments for all new and existing buildings and structures within the City of Cupertino jurisdiction. These
minimum standards include public safety, health and general welfare through structural strength, stability, sanitation, adequate
light and ventilation, and safety to life and property from fire, hurricane, and other hazards aDributed to the built environment.
These include alteration, repair, removal, demolition, use, and occupancy of buildings, structures or premises. The Building
Inspections Division also regulates the installation and maintenance of all electrical, gas, mechanical and plumbing systems, which
may be referred to as service systems. The program also responds to stormwater pollution protection, emergency situations and
complaints of unsafe structures, work without permits, and prepares Notices of Violation as necessary. Unabated cases are
referred to the Code Enforcement Division for further action.
Service Objectives
Build and maintain a positive working relationship with co-workers, other city employees and the general public using
principles of quality customer service.
Build and maintain a partnership with property owners, developers, and contractors to help our customers meet their
building occupancy goals.
Perform building inspections within 48 hours of receiving the request.
Consistently and accurately document non-complying code issues to ensure proper and safe installation of routine and
complex building systems.
Ensure that minimum building code safety requirements are met in all phases of construction for structural, electrical,
plumbing, mechanical and accessibility installations.
Educate community members about life and safety inspection issues as they occur before and during the construction
process.
Work with owners, developers, and contractors to implement principles of green building as required in the CALGreen
Building Code and Cupertino green building requirements.
Proposed Budget
It is recommended that City Council approve a budget of $1,415,320 for the Building Code Enforcement program. This represents
an increase of $17,859 (1.3%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year but does include a budget request of $50,000 for recurring costs for
Building On call contracts. For further detail on these requests, please reference the Summary of Proposed Budget Requests found
at the beginning of the budget document
Special Projects
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Special Projects
The following table shows the special projects for the fiscal year.
Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project
category. Prior special projects have been moved to the contract or material expense categories.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Licenses and Permits $ 2,219,071 $ 2,402,299 $ 2,120,000 $ 2,120,000
Total Revenues $ 2,219,071 $ 2,402,299 $ 2,120,000 $ 2,120,000
Expenditures
Employee Compensation $ 707,048 $ 637,763 $ 718,711 $ 715,135
Employee Benefits $ 290,199 $ 306,558 $ 384,182 $ 348,336
Materials $ 13,069 $ 9,717 $ 9,550 $ 10,756
Cost Allocation $ 368,088 $ 401,589 $ 259,899 $ 266,093
Other Financing Uses $ -$ 22,870 $ 25,000 $ 75,000
Contingencies $ -$ -$ 119 $ -
Total Expenditures $ 1,378,404 $ 1,378,497 $ 1,397,461 $ 1,415,320
Fund Balance $ -$ -$ -$ -
General Fund Costs $ (840,667)$ (1,023,801)$ (722,539)$ (704,680)
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.25 0.25 0.25 0.25
ASSIST DIR OF COMMITY DEV 0.20 0.20 0.20 0.20
BUILDING INSPECTOR 3.72 3.72 3.72 3.72
OFFICE ASSISTANT 0.25 0.25 0.25 0.25
SR BUILDING INSPECTOR 0.73 0.73 0.73 0.73
Total 5.15 5.15 5.15 5.15
There are no changes to the current level of staffing.
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Muni Code Enforcement
Budget Unit 100-73-718
General Fund - Building - Muni Code Enforcement
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 70,117
Fund Balance $ -
General Fund Costs $ 70,117
% Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
The Community Development Code Enforcement program provides enforcement of various provisions of the municipal code
relating to nonconforming land use and building code compliance. These activities include building without permits, unpermiDed
removal of protected trees, nonconforming accessory structures, various use permit violations, private residential fence
height/setback violations, and nonconforming signs. Assistance is provided to Planning and Building Division staff in the
resolution of different code violations and land use concerns, which are contrary to the municipal code.
Service Objectives
Respond to citizen, City department, or outside agency referrals within 48 hours.
Provide services with an emphasis on community education and customer service.
Enforce the codes in a fair, equitable, and objective manner.
Proposed Budget
It is recommended that City Council approve a budget of $70,117 for the Muni Code Enforcement program. This represents a
decrease of $2,180 (-3.0%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 35,581 $ 30,396 $ 34,870 $ 35,033
Employee Benefits $ 14,608 $ 14,864 $ 18,797 $ 17,237
Materials $ (199)$ -$ -$ -
Cost Allocation $ 34,805 $ 35,421 $ 18,630 $ 17,847
Total Expenditures $ 84,795 $ 80,681 $ 72,297 $ 70,117
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 84,795 $ 80,682 $ 72,297 $ 70,117
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
BUILDING INSPECTOR 0.20 0.20 0.20 0.20
SR BUILDING INSPECTOR 0.05 0.05 0.05 0.05
Total 0.25 0.25 0.25 0.25
There are no changes to the current level of staffing.
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Code Enforcement
Budget Unit 100-74-202
General Fund - Code Enforcement - Code Enforcement
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 245,000
Total Expenditures $ 1,653,825
Fund Balance $ -
General Fund Costs $ 1,408,825
% Funded by General Fund 85.2%
Total Staffing 4.0 FTE
Program Overview
The Code Enforcement program provides enforcement of various provisions of the municipal code relating to parking citations,
noise, animal control, zoning and building, and other compliance areas. Assistance is provided to the Sheriff Department in the
areas of traffic control and other complaint responses.
Service Objectives
Respond to resident, City department, or outside agency referrals within 48 hours.
Provide services with an emphasis on community education and customer service.
Enforce the codes in a fair, equitable, and objective manner.
Manage the animal control services contract with the City of San José.
Proposed Budget
It is recommended that City Council approve a budget of $1,653,825 for the Code Enforcement program. This represents an
increase of $82,414 (5.2%) from the FY 2024-25 Adopted Budget.
The increase is aDributed to the proposed new Code Enforcement Supervisor classification, which consolidates an existing vacant
Code Enforcement Officer role with a Senior Code Enforcement Officer position to beDer align with the program’s operational
needs. The increase is also due to increase in Contract Services and Cost Allocation expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 8,772 $ 15,818 $ 10,258 $ 20,000
Fines and Forfeitures $ 134,714 $ 261,300 $ 215,000 $ 225,000
Total Revenues $ 143,486 $ 277,118 $ 225,258 $ 245,000
Expenditures
Employee Compensation $ 370,446 $ 411,059 $ 538,843 $ 587,176
Employee Benefits $ 161,728 $ 217,371 $ 289,533 $ 274,095
Materials $ 6,559 $ 6,500 $ 7,076 $ 9,798
Contract Services $ 300,087 $ 330,182 $ 335,730 $ 348,960
Cost Allocation $ 237,757 $ 318,286 $ 396,748 $ 433,796
Contingencies $ -$ -$ 3,481 $ -
Total Expenditures $ 1,076,577 $ 1,283,398 $ 1,571,411 $ 1,653,825
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 933,092 $ 1,006,280 $ 1,346,153 $ 1,408,825
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
CODE ENFORCEMENT OFFICER 2.00 2.00 2.00 2.00
CODE ENFORCEMENT SUPERVISOR 0 0 0 1.00
SR CODE ENFORCEMENT OFFICER 2.00 2.00 2.00 1.00
Total 4.00 4.00 4.00 4.00
Staff time is being reallocated to beDer reflect actual time spent in this program. A reclassification/promotion is using an existing
vacant code enforcement officer position and combining it with a senior code enforcement officer position. This will result in one
less full-time employee (FTE), keeping the total at 3.5 FTE officers.
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Building Abatement
Budget Unit 100-74-716
General Fund - Code Enforcement - Building Abatement
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 20,000
Fund Balance $ -
General Fund Costs $ 20,000
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
Code enforcement programs aim to ensure compliance with municipal codes, including building, zoning, and safety regulations, to
maintain a safe, healthy, and aDractive community. A key objective is to prevent or remove conditions that constitute a public
nuisance, which can negatively impact residents and property values.
This is an “as-needed only” abatement account which funds remedial actions related to Code Enforcement nuisance cases.
Service Objectives
Address conditions like illegal dumping, overgrown vegetation, or unsafe structures that pose a threat to public health and
safety.
Issue notices of violations and providing opportunities for residents to address issues before enforcement actions are
necessary.
Take appropriate enforcement actions, including administrative citations, fines, or legal action when violations persist.
Proposed Budget
It is recommended that City Council approve a budget of $20,000 for the Building Abatement program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Contract Services $ -$ -$ -$ 20,000
Total Expenditures $ -$ -$ -$ 20,000
Fund Balance $ -$ -$ -$ -
General Fund Costs $ -$ -$ -$ 20,000
Staffing
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Staffing
There is no staffing associated with this program.
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Public Works
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
Public Works Administration $ 1,594,162
100-80-800 Public Works Administration $ 1,594,162
Environmental Programs $ 5,439,315
100-81-122 Sustainability $ 418,126
520-81-801 Resource Recovery $ 2,966,958
230-81-802 Non-Point Source $ 1,457,191
230-81-853 Storm Drain Fee $ -
230-81-854 General Fund Subsidy $ 11,990
230-81-855 Storm Drain Maintenance $ 585,050
Developmental Services $ 2,543,221
100-82-804 Plan Review $ 1,395,413
100-82-806 CIP Administration $ 1,147,808
Service Center $ 1,108,056
100-83-807 Service Center Administration $ 1,108,056
Grounds $ 6,792,673
560-84-268 Golf Grounds Maintenance $ 339,558
100-84-808 McClellan Ranch Park $ 195,091
100-84-809 Memorial Park $ 829,549
100-84-811 BBF Ground Maintenance $ 320,775
100-84-812 School Site Maintenance $ 1,498,026
100-84-813 Neighborhood Parks $ 2,571,070
100-84-814 Sport Fields Jollyman, Creekside $ 816,611
100-84-815 Civic Center Maintenance $ 221,993
Streets $ 10,676,100
270-85-820 Sidewalk Curb and Gutter $ 1,419,712
270-85-821 Street Pavement Maintenance $ 5,310,436
270-85-822 Street Sign Marking $ 773,774
100-85-848 Street Lighting $ 1,097,276
630-85-849 Equipment Maintenance $ 1,867,792
100-85-850 Environmental Materials $ 207,110
Trees and Right of Way $ 4,920,156
100-86-261 Trail Maintenance $ 222,833
100-86-824 Overpasses and Medians $ 1,789,535
100-86-825 Street Tree Maintenance $ 2,266,017
Total $ 47,545,655
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100-86-826 Sheriff Work Program $ 641,771
Facilities and Fleet $ 6,412,391
560-87-260 BBF Golf Maintenance $ 112,649
100-87-827 City Hall Maintenance $ 506,171
100-87-828 Library Maintenance $ 1,347,650
100-87-829 Service Center Maintenance $ 555,292
100-87-830 Quinlan Community Center Maintenance $ 637,103
100-87-831 Senior Center Maintenance $ 375,834
100-87-832 McClellan Ranch Maintenance $ 300,636
100-87-833 Monta Vista Community Center Maintenance $ 237,282
100-87-834 Wilson Park Maintenance $ 181,494
100-87-835 Portal Park Maintenance $ 31,870
570-87-836 Sports Center Maintenance $ 920,491
100-87-837 Creekside Park Maintenance $ 133,489
100-87-838 Community Hall Maintenance $ 283,406
100-87-839 Teen Center Maintenance $ 2,167
100-87-840 Park Bathrooms Maintenance $ 168,840
100-87-841 Blackberry Farm Maintenance $ 549,423
100-87-852 Franco Traffic Operations Center $ 64,548
100-87-857 City Hall Annex $ 4,046
Transportation $ 7,259,697
100-88-265 Community Shuttle $ 4,070,272
100-88-844 Traffic Engineering $ 1,422,418
100-88-845 Traffic Signal Maintenance $ 737,456
100-88-846 Safe Routes 2 School $ 1,029,551
Non-Departmental $ 799,884
630-90-985 Fixed Assets Acquisition $ 799,884
Total $ 47,545,655
Budget Unit Program 2026 Proposed Budget
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 16,383,811
Total Expenditures $ 47,545,655
Fund Balance $ (8,627,515)
General Fund Costs $ 24,375,996
% Funded by General Fund 51.3%
Total Staffing 89.1 FTE
Organization
Chad Mosley, Director of Public Works
The increase in staffing is due to the addition of one FTE in the Fleet & Facilities Division, enabling staff to respond more quickly
and efficiently to maintenance requests and improving the overall functionality and safety of City facilities. Additionally, as part of
an operational efficiencies strategy, three Part Time Maintenance Worker positions were combined into one FTE for the Trees and
Right of Way Division.
Notable Accomplishments
Vision Zero Action Plan – The City Council unanimously adopted the Cupertino Vision Zero Action Plan. The Vision Zero
Action Plan advances to the next level the efforts to achieve transportation safety improvements by identifying strategies to
eliminate all fatal and serious injury accidents and by seDing achievable goals to do so. This initiative included the
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successful hosting of two community meetings, one stakeholder meeting and three Bicycle Pedestrian Commission (BPC)
meetings.
Speed Limit Reductions for Bike and Pedestrian Safety - In response to recent California legislation aimed at providing greater
flexibility in seDing and adjusting speed limits, the Transportation Division has reduced speed limits on the street segments
listed below. The street segments were chosen due to their importance as a walking or biking corridor, making the reduced
speed limits a vital step towards achieving the City’s crash reduction goals outlined in Cupertino’s Vision Zero Action Plan.
11th annual Cupertino Fall Bike Fest - On Saturday, September 28, Safe Routes to School hosted the 11 annual Cupertino Fall
Bike Fest at City Hall Plaza. The plaza was abuzz with more than 30 bike-related activities organized by local bike and
environmental organizations and was attended by more than 600 people making it the most successful Fall Bike Fest to date.
Silicon Valley Hopper - Successfully integrated three new, all-electric wheelchair-accessible vehicles (WAVs), replacing the
fleet's previous gas-powered WAVs boasting an entirely all-electric lineup, ensuring all trips are zero-emission.
Additionally, in collaboration with the City of Santa Clara, secured $500,000 from the Transportation Fund for Clean Air
(TFCA) Program to help fund the third year (FY25-26) of the SV Hopper program.
Bicycle and Pedestrian Safety Grant Funding – The Transportation Division received a $160,000 grant from the California Office
of Transportation Safety (OTS) to enhance its Safe Routes to School (SR2S) Bicycle and Pedestrian Safety Program. The
initiative, running through September 2025, aims to promote safe walking and biking practices and raise awareness among
drivers to be mindful of pedestrians and cyclists. The grant will fund several activities, including pedestrian and bicycle
safety training, helmet distribution and fitting, and community and school presentations on safety.
McClellan Road Separated Bikeways Phase 3 – This bicycle and pedestrian enhancement project, located at the intersection of
De Anza Boulevard and McClellan Road/Pacifica Drive, was completed and includes modification of the traffic signals,
reconfiguration of the intersection layout, and new bicycle and pedestrian facilities including a new crosswalk across De
Anza Blvd on the south leg of the intersection. The project completes the missing link between the recently completed
Phases 1 and 2, and was partially funded by $1,000,000 in Congestion Mitigation and Air Quality (CMAQ) grant funding
though the Vehicle Emissions Reduction Based at School (VERBS).
SB 1383 update - Provided SB 1383 outreach to over 100 businesses and worked with Recology, the waste hauler, to ensure
full SB 1383 compliance with the 600+ businesses and ensure proper sorting at CUSD elementary and middle schools.
Garage Sale - Hosted the Citywide Garage Sale on September 28 & 29 with over 165 homes participating, over 4,000 views on
the online map, and many buyers from all over the Bay Area
Environmental Recycling and Paper Shredding Events - Staff collaborates with Recology to host four free opportunities per year
for residents to drop off difficult-to-recycle materials such as e-waste, appliances, yard waste, and confidential documents
Coat Collection - Collaborated with Recology and the Cupertino Library to collect over 5 barrels of new and gently used coats
and jackets, which were donated to Sacred Heart Community Services to provide warmth to those in need
Community Composting Classes - Staff coordinated with the UC Cooperative Extension to host two free backyard compost
classes for residents to learn how to build compost piles, vermicompost, and apply the compost in their own garden or
landscape
Compliance activities - To comply with stormwater pollution prevention regulations, the City will conduct 78 preventative
Industrial and Commercial Site Controls (IND) stormwater inspections. So far in 24-25 staff has responded to and resolved
38 reports of discharges and threats of discharge to the storm drain system for the Illicit Discharge Detection and
Elimination (IDDE) program
Creek Cleanups - Hosted a site at Wilson Park for Coastal Cleanup Day on September 21, 2024 with over fiVy-eight
volunteers and a total of 196 pounds of trash and debris removed. The next event will be National River Clean Up Day in
May 2025.
“Decarbonization” of new buildings - Following suspension of Cupertino’s all-electric reach code in response to a court ruling
in early 2024, in September 2024 the City Council approved an update to the building code to require newly constructed
residential and commercial buildings to meet stricter energy efficiency requirements.
Fleet electrification - Added two electric trucks to the fleet as required to comply with California’s Advanced Clean Fleet
Regulation
Climate Action Plan tracking - Launched an interactive climate action plan website in September 2024 to educate residents
th
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about opportunities and programs, called ClimateNav
Utility use and cost tracking - Contracted with a new utility management soVware called Nimble Energy to track over 400
monthly water and energy bills and streamline the payment process with the Finance Division
Electric Vehicle Charger Study - Partnered with community engineers to conduct a detailed analysis of the location of electric
vehicle chargers and determined where additional chargers could be located. The 719 locations were prioritized based on
equity considerations, feasibility, and grant funding available.
Cooper’s Clean Air Quest - On April 5, 2025, staff plan to publicly release the virtual reality home decarbonization game and
supplementary website game at the Earth and Arbor Day Festival. This was funded by a grant from Silicon Valley Clean
Energy.
Grant to support LED streetlight conversion - Received approval for an Energy Efficiency and Conservation Block Grant
(EECBG) program equipment rebate voucher from the Department of Energy for $127,590. The availability of the funds is
now uncertain due to federal actions, but these funds would be used to help pay for the conversion of streetlights to use
LED technology in order to reduce energy use and frequency of bulb replacements.
Grant to support installation of Electric Vehicle Chargers - Joined a coalition of cities lead by the City of San Jose and Silicon
Valley Clean Energy in applying for the Charging and Fueling Infrastructure (CFI) Discretionary Grant Program. The
project received notice of being selected, but that is now uncertain due to federal action. The grant would have provided
about $500,000 for the installation of electric vehicle chargers at the Sports Center that would have allowed public charging
during the day and SV Hopper vehicle charging overnight.
Access to CRV Redemption - Continued partnership with Recycletek, which operates an AI- assisted California Redemption
Value (CRV) recycling EcoTrailer designed to make geDing the five, ten, or twenty-five cents back per container easier. The
trailer operates two days a week in Cupertino, at Creekside Park and Mary Avenue. Since Recycletek began operations in
Cupertino in August 2023, two thousand customers have redeemed 801,000 containers.
Plan reviews - To comply with debris management, sustainability, and stormwater regulations, the division has conducted
426 reviews of building and demolition permits. If trends continue, staff expects to review about 700 plan reviews during
the year.
Between January 1, 2024 and December 31, 2024, 126 development applications and 442 encroachment permit applications
were received and processed. Additionally, 562 customer visits were registered at the Public Works counter.
The following CIP projects were completed this year:
Vai Avenue Storm Drain Outfall repair, with the outfall replacement at a future date
Regnart Road Improvements (Phase 1)
Blackberry Farm Pools Improvements
McClellan Road Separated Bike Corridor, Phase 3 – the intersection at De Anza and Pacifica
De Anza Boulevard Buffered Bike Lanes
Successful application for external funding - EECBG grant from US DOE for City Lighting LED improvements project
($125,790)
Cupertino Municipal Water System – Completed the new lease agreement with San Jose Water to operate and maintain the
City’s Municipal Water System for 12 years with an option to extend the lease for an additional 8 years for a total of 20
years. San Jose Water will complete Capital Improvement Projects to improve the water system annually.
Storm Drain Outfall Assessment Project – Completed the inspection of the storm drain outfall (last segment pipeline) and
structure to determine its condition. Information will be used to development a rehabilitation or replacement of the outfall
infrastructure.
Street Sweeping Services – A new contract was initiated and completed to continue the street sweeping service for residential,
commercial and bicycle lanes within the City.
New Initiatives
Post-Collection Services -Staff continues to work to assemble options for disposal and management of garbage and
construction and demolition debris aVer collection. Staff plans to bring that item to Council for consideration in Spring
2025.
Compliance activities - Division staff is actively working with GIS to digitize two stormwater inspection forms for the IND
and IDDE programs, leading to staff time efficiency
Bi-lingual Induction Cooking Demo - Following a successful induction cooking demonstration event with celebrity chef
Martin Yan, the City plans to host a second cooking demonstration focused on Indian cuisine. Induction cooking technology
is a very responsive and energy efficient electric alternative to cooking on a gas stove.
Decarbonization of Existing Buildings – Policy Development - In September 2024, staff hosted a workshop for commercial
business and property owners to discuss potential new regulations regarding building energy benchmarking and
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performance standards. An additional workshop was held in partnership with the Chamber of Commerce on December 5,
2024, specifically designed to educate small business owners about available resources. Additional meetings will be
organized to ensure ongoing input and engagement from commercial property stakeholders. From March to April 2025,
staff will conduct a residential survey to gather feedback from residents about existing home electrification policies and
programs. Outreach efforts will focus on inclusive engagement, targeting residents in Below Market Rate rental and
ownership programs, low-income and fixed-income individuals, historically underserved communities, seniors, and
individuals with disabilities requiring access support. This approach aims to ensure that future electrification policies and
programs are equitable and comprehensive. Surveys will be distributed through the City’s Green NewsleDer, social media
channels, in-person community pop-up events, and door-to-door outreach. This community engagement will help fulfill
specific actions outlined in Measure BE-2 of the City’s Climate Action Plan 2.0.
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Performance Measures
Capital Project Delivery
Goal: Develop and deliver projects on time and within budget that serve the resident's needs and supports the City's stability and
growth.
Benefit: Residents and businesses are assured their community is being improved by insightful, targeted and efficient use of taxes
and fees towards maintaining and improving the City's facilities and assets.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of projects completed on budget 100%100%100%95%
Percentage of construction projects completed on time 100%100%100%95%
Environment
Goal: Protect our natural environment for current and future generations.
Benefit: Current and future residents enjoy a healthy, sustainable environment.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percent of businesses in compliance during annual proactive
stormwater pollution prevention inspections 95%93%67%75%
Percent of non-exempt businesses and multi-family accounts
separating organics 87%98%99%100%
(SB1383)
Percent trash/litter reduction achieved to meet Stormwater Permit
requirements 94%97%N/A 100% by
7/1/2025
Diversion rate from all single-family, multi-family, and commercial
accounts as reported by Recology tonnage reports 53%48%50%55%
Respond to reports of actual or potential discharge the same
business day 86%72%71%95%
% of plan reviews completed in required number of days 93%92%92%100%
Cubic yards of compost distributed via compost site Quarry:
600CY SMaRT
Station: 789CY
Compost;
239CY Mulch
Quarry: 180
CY SMaRT
Station: 580
CY Compost
45.45 CY
Mulch
Quarry: 0 CY
SMaRT
Station: 278.18
CY Compost
21.82 CY
Mulch
1,000 CY
% of vegetation obstructions resolved within 15 days from time of
report* 37%68%N/A 100%
*Inspections occur in the spring only
Development Services
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Goal: Provide timely review and permitting of privately completed improvements within the public right of way.
Benefit: Customers can expect quality reviews and permiDing on a defined schedule, and the community can expect quality public
facilities.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Respond to complete plan submittals or applications within two (2)
weeks 94%88%77%90%
Respond to complete encroachment permit applications within two
(2) weeks 94%92%90%90%
Respond to public inquiries at the Public Works counter in City Hall
within 15 minutes 95%95%95%95%
Grounds Division
Goal: Provide well maintained, clean, and safe areas for the community’s recreational use and enjoyment at optimal life cycle
costs.
Benefit: Cupertino has a well maintained public park system that meets the needs of the community and is beneficial to personal
wellness.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of 311 requests that are responded to and closed within 3
business days 62%59%47%80%
Percentage of the 1,872 park inspections, including play grounds,
performed weekly 31%37%59%100%
Percentage of Backflow Prevention Devices inspected, tested and
repaired annually 100%100%100%100%
Streets Division
Goal: Timely maintenance of public sidewalks, streets, streetlights and storm drain system in good condition to ensure safe,
environmentally compliant, and accessible infrastructure that minimizes liability and has an optimal life cycle cost.
Benefit: Cupertino has well maintained street and storm drain systems that meet the needs of the community.
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Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Pavement condition index (PCI) > or equal to 82 81 82 82 82
Percent of the 2087 storm drain inlets inspected and cleaned in fiscal
year 53%21%12%100%
Percent of Inlets with Trash Capture Screens inspected and cleaned
twice yearly 100%100%50%100%
Percentage of roadway regulatory & street name signs repaired or
replaced 2.0%5.0%5.0%7%
Percentage of trip and fall complaints investigated and mitigated
within 2 business days 72%60%84%98%
Percentage of reported streetlight outages investigated and repaired
in 3 business days 90%90%90%90%
Trees and Right of Way Division
Goal: Maintain and enhance the City's street trees and medians to ensure a safe, healthy and environmentally conscious Urban
Forest.
Benefit: Cupertino has a healthy and safe urban forest and medians provide good aesthetic and environmental value.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of 311 requests that are responded to and closed within 3
business days 90%90%90%95%
Percentage of trees inspected and maintained in the yearly
maintenance zone (8-year maintenance cycle)22%87%48%100%
Percentage of trees planted versus trees removed
# planted/# removed 146% 153/105 68% 77/114 88% 44/55 101%
Facilities and Fleet Division
Goal: Timely maintain City Facilities and City Fleet to meet staff, community and environmental requirements at an optimal life
cycle cost.
Benefit: Cupertino has well-maintained, usable, and safe facilities and fleet in order to meet the needs of staff and the community.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of preventative maintenance work orders completed for
Fleet assets within 14 days of the due date.54%69%72%85%
Percentage of facilities maintenance requests closed within 30 days.35%66%63 90%
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Sustainability Division
Goal: Implement Cupertino's Climate Action Plan and General Plan Sustainability Element to achieve quantifiable emissions
reductions, conserve finite resources, and achieve utility cost avoidance and savings across municipal operations and community
partners.
Benefit: Cupertino is a healthy, resilient, environmentally-vibrant city for current and future residents to live, work, learn and play.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
% community-wide emissions reduced from baseline of 307,288
MT CO2e/yr
2018 inventory: 24% decrease in emissions
from baseline (258,659 MT CO2e/yr)
15%
reduction by
2020 (261,195
MT CO2e/yr)
Initiate, develop, and complete actions from the Climate Action
Plan 2.0
% initiated
% complete or ongoing
(CAP
1.0)100%
79%
6%
4%
28%
10%
100%
100%
% municipal operations emissions reduced from baseline of 1,865
MT CO2e/yr
2018 inventory: 66% reduction in emissions
from baseline: 642 MTCO2e
15%
reduction by
2020
Transportation Division
Goal: Ensure the efficiency and safety of the transportation system for all modes of travel.
Benefit: Having a safe and efficient transportation system that is inviting for all modes of travel.
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Ongoing
Target
Percentage of non-emergency traffic signal requests addressed
within 72 hours. 95%100%100%100%
Percentage of emergency traffic signal requests addressed within 2
hours.100%100%100%100%
Percentage of traffic engineering requests responded to within 72
hours 85%90%90%95%
Annual mileage increase of separated bicycle lanes and pedestrian
paths..82 0.00 0.2 1 mile
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Workload Indicators
Capital Improvement Program
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of projects started in the first year funded 4/5 2/2 6/6
Number of active projects versus total number of projects 24/26 23/28 17/25
Environmental Programs Division
Performance Measure
FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of actual versus potential discharges 93 actual
27 potential
104 actual
17 potential
25 actual
13 potential
Number of stormwater pollution prevention industrial commercial
inspections 136 160 2 so far
Number of building and demolition permits reviewed 754 662 327 so far
Number of non-exempt businesses and multi-family accounts required to
separate organics 272 475 471
Tons of waste entering landfill from single-family, multi-family, and
commercial accounts as reported by Recology
'July 1,2022-
June 30,2023:
11,879.39
13,008 6,324
Number of visitors to compost site '(FY22-23)
Quarry: 910;
SMaRT Station:
Compost (397)
Mulch (103)
'Quarry: 913
SMaRT
Station:
Compost (506)
Mulch (148)
'Quarry: 411
SMaRT Station:
Compost (220)
Mulch (54)
Number of vegetation obstructions reported 95 25 N/A
Developmental Services Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of development applications received 127 111 70
Number of encroachment permit applications received 449 478 218
Number of customer service visits 358 471 206
Grounds Division
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Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Maintain city grounds (#) with total acreage (SF)29 sites/149 AC 29 sites/149AC 29 sites/149AC
Maintain school sites (#)with total acreage (SF)9 sites/46AC 9 sites/46AC 9 sites/46AC
Total Number of 311 Requests 45 69 32
Total number of playgrounds maintained 37 37 37
Total number of irrigation controllers maintained 74 74 74
Total number of park trees maintained 5,223 5,361 5,361
Total number of park furniture maintained (tables and benches)431 431 431
Total number of city trash receptacles maintained 420 420 420
Total number of backflow preventers maintained 174 174 174
Streets Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Total roadway miles 138 138 138
Total concrete sidewalk miles 196 196 196
Total number of unique sidewalk repair sites addressed 730 258 211
Total square footage of sidewalk, curb and gutter repaired/replaced 46,466 30,996 5,425
Total number of storm drain inlets 2,094 2,103 2,103
Total number of drain inlets with trash capture devices 179 182 200
Total number of streetlights 3,413 3,421 3,421
Total number of roadway signs 10,394 10,444 10,494
Total miles of storm drain pipe maintained 104.7 104.7 104.7
Total number of crosswalks maintained 723 723 723
Total miles of pavement striping maintained 162 162 162
Total number of street miles swept monthly 696 696 696
Trees and Right of Way Division
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Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Total number of street trees 1,922 Trees
Maintained
2,828 Trees
Maintained
1,696 Trees
Maintained
Total acreage of medians maintained 40 AC 40 AC 40 AC
Total number of median islands maintained 185 185 185
Total square feet of median landscape converted or installed to water
efficent landscaping 16,873 0 Defunded 0 Defunded
Total number of irrigation controllers maintained 45 45 45
Total number of 311 Requests for tree maintenance 386 473 332
Miles of pedestrian and bicycle trails maintained 0.85 3.0+3.0+
Facilities and Fleet Division
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Total number of city facilities maintained 51/221,500 SF 51/221,500 SF 51/221,500 SF
Total number of Fleet vehicles maintained 105 107 107
Total number of special equipment maintained (tractors, trailers,
chippers, riding mowers, club car, forklift, generator)329 329 329
Total number of small equipment maintained 278 278 278
Total number of work orders completed 1,836 Facilities
553 Fleet
1,772 Facilities
693 Fleet
1,105 Facilities
395 Fleet
Fleet vehicles replaced with hybrid and/or electric models 1 3 2
Annual number of site visits to ensure janitorial compliance 1,628 1,628 1,628
Sustainability Division
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Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Climate Action Plan 2.0 Actions initiated or in Progress 8 22 30
Climate Action Plan 2.0 Actions Completed 5 7 14
Community Education and Outreach Activities Held 5 5 14
Cross-Departmental Projects Supporting 9 5 9
Number of municipal and community programs leading or supporting 8 8 3
Transportation
Workload Indicator FY 2023
July-June
FY 2024
July-June
FY 2025
July-Dec
Number of signalized intersections 60 60 60
Special Projects
The following table shows the special projects for the department.
Special Project Appropriation Revenue Funding
Source Description
Greenhouse Gas Inventory Assessment $40,000 $40,000 General Fund
The City of Cupertino must conduct
a greenhouse gas emissions
assessment at least every three years
to maintain CEQA certification, with
the last assessment conducted for
CY 2021. These assessments are
essential to track progress to the
City’s goal of carbon neutrality by
2040.
Energy Management System
Replacement
$160,000 $160,000 General Fund
The Energy Management System
(EMS) at the Sports Center has
reached the end of its useful life.
EMS upgrades are required every 10
years. The new EMS allows remote
HVAC adjustments, which will
greatly enhance the building comfort
for residents after hours and
weekends.
Total $200,000 $200,000
Proposed Budget
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Proposed Budget
It is recommended that City Council approve a budget of $47,545,655 for the Public Works department. This represents an increase
of $4,570,716 (10.6%) from the FY 2024-25 Adopted Budget.
This increase is due mainly to an increase in Cost Allocation expenses, five new City Work Program (CWP) projects, Contract
Services, and Materials which now includes Contingencies in addition to utility rate increases.
This budget includes $5,266,412 under Special Projects. CWP items are no longer considered Special Projects per the new City
Council Special Project Policy but are discussed here for ease of tracking and transparency. CWP will remain in the Special Project
expense category as a way to track these projects but will be reported separately from all other Special Projects that fall under the
policy. Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special
project category. Prior special projects have been moved to the contract, material, contract services, or capital outlay expense
categories. In addition, contingency dollars have been calculated off of department's FY 2025-2026 base budget materials and
contracts and have been consolidated into materials.
For any programs with reductions in benefits, this is due to the one-time additional discretionary payment to the City's retirement
system that has resulted in benefit savings. Any changes in cost allocation charges are due to the updated Cost Allocation Plan
(CAP) based on a CAP study performed in 2023. In addition, contingency dollars have been calculated off of department's FY
2025-26 base budget materials and contracts and have been consolidated into materials budgets.
Citywide training was significantly reduced across all budget units as part of budget reductions in the last two fiscal years. Staff is
requesting the restoration of 50% of the previously reduced training funds. This amount was calculated by comparing the training
budgets in materials and contracts from FY 2022–23 to those in FY 2024–25, determining the difference, and then adding back 50%
of that difference.
This budget also includes the following City Work Program items in addition to department requests totaling, $2,048,699:
City Properties: Planning for Optimal Use - $200,000
Traffic Impact Fee - $300,000
Parkland Impact Fee - $300,000
Water Conservation Policy - $250,000
Urban Forest Program/Tree List - $140,000
Per the City Council Special Project Policy, minor repairs and equipment purchases are no longer included in the special project
category. Prior special projects have been moved to the contract or material expense categories.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
22.5%
15.3%
14.3%13.5%
11.4%
10.3%
5.3%Streets
Transportation
Grounds
Facilities and Fleet
Environmental Programs
Trees and Right of Way
Developmental Services
Public Works Administration
Service Center
Non-Departmental
$35.7M $36.8M
$43.0M
$47.5M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 476,593 $ 460,753 $ 404,702 $ 2,383,889
Intergovernmental Revenue $ 2,046,373 $ 3,704,979 $ 5,568,027 $ 6,405,432
Charges for Services $ 6,234,697 $ 7,274,754 $ 8,475,550 $ 7,503,009
Fines and Forfeitures $ 23,371 $ 2,746 $ 20,000 $ 10,000
Miscellaneous Revenue $ 83,004 $ 912,796 $ 79,289 $ 66,481
Transfers In $ 861,140 $ 15,467 $ 15,000 $ 15,000
Total Revenues $ 9,725,178 $ 12,371,495 $ 14,562,568 $ 16,383,811
Expenditures
Employee Compensation $ 10,465,362 $ 9,960,336 $ 10,518,310 $ 10,511,117
Employee Benefits $ 4,261,311 $ 4,890,084 $ 5,551,949 $ 5,237,756
Materials $ 4,294,618 $ 4,222,395 $ 4,975,752 $ 5,075,685
Contract Services $ 4,223,613 $ 6,522,314 $ 8,457,958 $ 9,538,041
Cost Allocation $ 6,429,988 $ 6,614,696 $ 7,493,827 $ 9,320,179
Capital Outlays $ 1,042,673 $ 1,045,618 $ 1,030,224 $ 1,857,508
Special Projects $ 4,323,798 $ 3,028,103 $ 4,104,420 $ 5,266,412
Other Financing Uses $ 674,604 $ 527,123 $ 674,604 $ 738,957
Transfers Out $ -$ 20,000 $ -$ -
Contingencies $ -$ -$ 167,895 $ -
Total Expenditures $ 35,715,967 $ 36,830,669 $ 42,974,939 $ 47,545,655
Fund Balance $ (4,992,722)$ (1,416,086)$ (6,625,874)$ (8,627,515)
General Fund Costs $ 20,998,068 $ 23,043,551 $ 21,786,497 $ 24,375,996
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 1.95 1.95 1.95 1.95
ASSISTANT ENGINEER 2.00 2.00 1.90 2.00
ASSIST DIR OF PW ENGINEER 1.00 0 0 0
ASSIST DIR PUBLIC WORKS OPS 1.00 1.00 1.00 1.00
ASSOCIATE CIVIL ENGINEER 0 0 1.00 1.00
BUILDING INSPECTOR 0.08 0.08 0.08 0.08
CIP MANAGER 1.00 1.00 1.00 1.00
DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00
ENVIRONMENTAL COMPLIANCE TECH 0 0 1.00 1.00
ENVIRONMENTAL PROGRAM MGR 1.00 1.00 1.00 1.00
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ENVIRONMENTAL PROGRAMS ASSISTANT 3.65 3.65 4.00 4.00
ENVIRONMENTAL PROG SPECIALIST 0 0 0 1.00
ENV. PROG. COMPLIANCE TECHNICIAN 1.00 1.00 1.00 1.00
ENV. PROGRAMS SPECIALIST 1.00 1.00 0.95 0.95
EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
MAINTENANCE WORKER I/II 45.00 43.00 41.00 43.00
MAINTENANCE WORKER III 8.00 7.00 8.00 8.00
MANAGEMENT ANALYST 1.20 1.20 1.00 2.00
PUBLIC WORKS INSPECTOR 2.00 2.00 2.00 2.00
PUBLIC WORKS PROJECT MANAGER 4.00 2.00 1.00 1.00
PUBLIC WORKS PROJECT MANAGER 2.00 2.00 1.00 1.00
PUBLIC WORKS PROJECT MANAGER LT 1.00 0 0 0
PUBLIC WORKS SUPERVISOR 4.00 4.00 5.00 4.00
RECREATION COORDINATOR 0.12 0.12 0.12 0.12
SENIOR CIVIL ENGINEER 2.00 2.00 2.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00 1.00 0
SR BUILDING INSPECTOR 0.02 0.02 0.02 0.02
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
SR. PUBLIC WORKS PROJECT MANAGER 0 1.00 0 0
STREET LIGHTING WORKER 1.00 1.00 1.00 1.00
SUSTAINABILITY MANAGER 0.20 0.20 0 0
TRAFFIC SIGNAL TECHNICIAN 2.00 2.00 2.00 2.00
TRANSIT & TRANSPORTATION PLANNER 1.00 1.00 1.00 1.00
TRANSPORTATION MANAGER 0.90 0.90 1.00 1.00
Total 94.12 88.12 87.02 89.12
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Public Works Administration
Budget Unit 100-80-800
General Fund - Public Works Administration - Public Works Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 107,241
Total Expenditures $ 1,594,162
Fund Balance $ -
General Fund Costs $ 1,486,921
% Funded by General Fund 93.3%
Total Staffing 4.0 FTE
Program Overview
The Public Works Department is comprised of the following eight divisions:
Capital Improvement Program Administration
Development Services (including inspection services)
Environmental Programs & Sustainability
Facilities and Fleet
Grounds
Streets
Transportation
Trees and Right-of-Way
Service Objectives
Provide capital project delivery, development plan check, permiDing and inspection, solid waste and recycling services,
stormwater quality compliance, and public works maintenance services in a responsive and efficient manner by
continuously adapting programs and resources to meet the community’s expectations.
Provide a response to the community on complaints and requests for services. Plan and program maintenance of the City’s
public facilities and infrastructure.
Program and deliver Capital Improvement Projects in a timely and cost-efficient manner. Work with operating departments
and the community to ensure projects meet expectations.
Collaborate with Community Development to efficiently deliver predictable, responsive and efficient development services.
Represent the City on county and regional issues such as congestion management, and mobility and transit planning.
Manage and adapt traffic operations to efficiently move traffic and protect neighborhoods.
Oversee and manage stormwater, solid waste, sustainability efforts and recycling programs.
Proposed Budget
It is recommended that City Council approve a budget of $1,594,162 for the Public Works Administration program. This represents
an increase of $282,512 (21.5%) from the FY 2024-25 Adopted Budget.
This increase is due to the addition of two City Work Programs: $200,000 City Properties: Planning for Optimal Use and $300,000
for Parkland Impact Fee Study.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 88,625 $ 104,625 $ 80,580 $ 107,241
Total Revenues $ 88,625 $ 104,625 $ 80,580 $ 107,241
Expenditures
Employee Compensation $ 638,605 $ 668,388 $ 748,080 $ 729,570
Employee Benefits $ 210,435 $ 248,207 $ 286,549 $ 276,207
Materials $ 8,195 $ 8,692 $ 10,837 $ 15,480
Contract Services $ 792 $ 267 $ 792 $ 792
Cost Allocation $ -$ -$ 65,247 $ 72,113
Special Projects $ -$ 16,866 $ 200,000 $ 500,000
Contingencies $ -$ -$ 145 $ -
Total Expenditures $ 858,027 $ 942,420 $ 1,311,650 $ 1,594,162
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 769,401 $ 837,795 $ 1,231,070 $ 1,486,921
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 0.95 0.95 0.95 0.95
ASSIST DIR OF PW ENGINEER 0.50 0 0 0
DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
MANAGEMENT ANALYST 1.00 1.00 1.00 2.00
SENIOR MANAGEMENT ANALYST 1.00 1.00 1.00 0
Total 4.45 3.95 3.95 3.95
There are no changes to the current level of staffing.
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Sustainability
Budget Unit 100-81-122
General Fund - Environmental Programs - Sustainability
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 418,126
Fund Balance $ -
General Fund Costs $ 418,126
% Funded by General Fund 100.0%
Total Staffing 1.1 FTE
Program Overview
The Sustainability Division works to implement the City's Climate Action Plan, provides subject maDer expertise and coordinates
across departments in building public good through activities that reduce greenhouse gas emissions, conserves scarce resources,
prioritize public health and prepare for the impacts of climate change. In this capacity, the program teams with regional partners
and adjacent jurisdictions, and seeks grant funding to develop collective approaches to implement the City's ambitious Climate
Action Plan.
Service Objectives
Collect and analyze relevant data to demonstrate municipal compliance with current and increasing state and federal
regulations.
Support the City's Sustainability Commission, a citizen advisory body that helps the City Council to implement effective
climate actions.
Serve as a technical resource on sustainability initiatives by preparing staff reports, developing local policies and
ordinances, coordinating educational events, and making presentations to Council, City departments, and applicable
outside organizations.
Coordinate municipal and community-wide greenhouse gas emissions inventories, develop emissions targets, execute a
community-wide climate action plan, and track progress to achieve emissions reductions over time.
Expand existing compliance-focused environmental services to offer innovative energy, water, and resource conservation
programs that effectively engage employees and community members.
Evaluate existing departmental programs and benchmark environmental achievements on an ongoing basis.
Research tools and best practices for efficient utility management and conservation and adapt these to the City’s
organizational culture, operations, and budgets.
Manage or perform resource audits, identify energy conservation and renewable energy generation opportunities, calculate
feasibility and develop projects that are cost-effective and conserve resources.
Develop effective partnerships that empower students and community members as environmental leaders.
Proposed Budget
It is recommended that City Council approve a budget of $418,126 for the Sustainability program. This represents an increase of
$18,863 (4.7%) from the FY 2024-25 Adopted Budget.
In FY 2024-2025, this program was moved from the City Manager's Office. The prior year data can be found under Budget Unit
100-12-122.
The increase is primarily due to the request for a special project listed below.
Special Projects
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Special Projects
The following table shows the special projects for the fiscal year.
Special
Project Appropriation Revenue Funding
Source Description
Greenhouse
Gas
Inventory
Assessment
$40,000 $40,000 General
Fund
The City of Cupertino must conduct a greenhouse gas emissions assessment
at least every three years to maintain CEQA certification, with the last
assessment conducted for CY 2021. These assessments are essential to track
progress to the City’s goal of carbon neutrality by 2040.
Total $40,000 $40,000
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Miscellaneous Revenue $ -$ 4,193 $ -$ -
Total Revenues $ -$ 4,193 $ -$ -
Expenditures
Employee Compensation $ -$ 11,583 $ 133,784 $ 136,157
Employee Benefits $ -$ 53,353 $ 68,839 $ 56,389
Materials $ -$ 9,656 $ 13,881 $ 22,605
Contract Services $ -$ 138,621 $ 32,150 $ 72,000
Cost Allocation $ -$ 178,396 $ 90,034 $ 90,975
Special Projects $ -$ 8,560 $ 60,000 $ 40,000
Contingencies $ -$ -$ 575 $ -
Total Expenditures $ -$ 400,169 $ 399,263 $ 418,126
Fund Balance $ -$ -$ -$ -
General Fund Costs $ -$ 395,976 $ 399,263 $ 418,126
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ENVIRONMENTAL PROGRAM MGR 0 0 0.10 0.10
ENVIRONMENTAL PROGRAMS ASSISTANT 0 0 0.50 0.50
ENV. PROGRAMS SPECIALIST 0 0 0.45 0.45
Total 0 0 1.05 1.05
There are no changes to the current level of staffing.
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Resource Recovery
Budget Unit 520-81-801
Resource Recovery - Environmental Programs - Resource Recovery
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,668,508
Total Expenditures $ 2,966,958
Fund Balance $ (1,298,450)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 4.8 FTE
Program Overview
The Resource Recovery program manages the City’s garbage and recycling franchised hauler contract and provides garbage and
recycling customer service for residents and business owners; manages the City's garbage disposal contract; develops and
implements programs and policy to comply with State source reduction and recycling mandates; oversees the free compost
giveaway at the compost site; and represents the City on countywide commiDees. The public education and outreach programs led
by this division include visits to businesses and apartment complexes to provide recycling instruction, kitchen containers, and
visual materials; presentations at events and schools and employee training for businesses on-site as needed. The program
coordinates many complimentary activities with the Sustainability program in the Office of the City Manager.
Service Objectives
Meet State requirements to divert recyclables and organics from landfill. Help businesses implement the City’s Mandatory
Organics Recycling ordinance (6.24.037) which ensures compliance with SB 1383, California's Short-Lived Climate Pollutant
Reduction Strategy. Provide landlords and property owners with support and educational materials for their tenants.
Conduct waste characterization studies to determine future services.
Provide contract oversight and customer service for garbage and recycling collection, garbage disposal, yard waste
processing, composting and household hazardous waste. Manage community events such as the citywide Garage Sale and
free compost giveaway for residents. Assist CUSD and high school teachers and students with student recycling and
composting projects related to teachers’ curriculum and the City’s environmental initiatives.
Proposed Budget
It is recommended that City Council approve a budget of $2,966,958 for the Resource Recovery program. This represents a
decrease of $256,032 (-7.9%) from the FY 2024-25 Adopted Budget.
The decrease is primarily due to a reduction in Special Projects from last fiscal year. The decrease is also due to a Public Works
Supervisor position that was underfilled as an Environmental Program Specialist based on the current duties and tasks assigned to
that position.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 55,692 $ 93,792 $ -$ 64,374
Intergovernmental Revenue $ 98,851 $ -$ 14,000 $ 14,812
Charges for Services $ 1,673,401 $ 1,563,696 $ 1,645,000 $ 1,589,322
Miscellaneous Revenue $ -$ 799,800 $ -$ -
Total Revenues $ 1,827,944 $ 2,457,288 $ 1,659,000 $ 1,668,508
Expenditures
Employee Compensation $ 491,610 $ 539,745 $ 627,624 $ 600,806
Employee Benefits $ (4,589)$ 287,207 $ 310,226 $ 251,368
Materials $ 53,654 $ 6,609 $ 233,125 $ 260,497
Contract Services $ 1,052,344 $ 862,334 $ 1,380,016 $ 1,386,403
Cost Allocation $ 231,017 $ 267,029 $ 440,614 $ 464,570
Special Projects $ 213,765 $ 264,858 $ 210,733 $ -
Other Financing Uses $ 513 $ -$ 513 $ 3,314
Transfers Out $ -$ 20,000 $ -$ -
Contingencies $ -$ -$ 20,139 $ -
Total Expenditures $ 2,038,314 $ 2,247,782 $ 3,222,990 $ 2,966,958
Fund Balance $ (210,370)$ 209,506 $ (1,563,990)$ (1,298,450)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ENVIRONMENTAL COMPLIANCE TECH 0 0 0.50 0.50
ENVIRONMENTAL PROGRAM MGR 0.50 0.50 0.50 0.50
ENVIRONMENTAL PROGRAMS ASSISTANT 2.30 2.30 2.15 2.15
ENVIRONMENTAL PROG SPECIALIST 0 0 0 0.70
ENV. PROG. COMPLIANCE TECHNICIAN 0.05 0.05 0.50 0.50
ENV. PROGRAMS SPECIALIST 0.40 0.40 0.40 0.40
MANAGEMENT ANALYST 0.05 0.15 0 0
PUBLIC WORKS SUPERVISOR 0 0 0.70 0
SUSTAINABILITY MANAGER 0.20 0.20 0 0
Total 3.50 3.60 4.75 4.75
A Public Works Supervisor position was underfilled as an Environmental Program Specialist based on the current duties and tasks
assigned to that position.
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Non-Point Source
Budget Unit 230-81-802
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Non-Point Source
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,514,373
Total Expenditures $ 1,457,191
Fund Balance $ 57,182
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.5 FTE
Program Overview
The Non-Point Source program manages the City’s compliance with its State-mandated Municipal Regional Stormwater NPDES
Permit. Compliance activities include program and policy development and implementation of state-mandated complaint response
and enforcement programs as well as annual interdepartmental staff training; and scheduled business and construction site
inspections. The program reviews development plans to ensure compliance with low impact development (LID); and new Green
Infrastructure Plan development requirements. The program is responsible for calculating storm drain fees annually to submit to
the County for collection on property tax bills, writing an annual report to the Regional Water Quality Control Board to verify and
document the City’s compliance with Clean Water Act mandates, and engaging and educating the public via City communication
channels, visits to businesses and presentations at local schools, De Anza College and community events. Public participation
events in a typical year include two or more annual volunteer creek cleanup days, an interactive water quality monitoring day,
Earth Day and various countywide collaborative events. Implementation and annual progress assessment of the City’s eight-year
liDer reduction plan are among the requirements of the City’s Non-Point Source program. Collection and management of storm
water for the City is regulated under the terms of a Bay Area-wide State-mandated National Pollutant Discharge Elimination
System (NPDES) Municipal Separate Storm Sewer System (MS4) Permit.
Service Objectives
Oversee the City’s compliance with the Municipal Regional Stormwater Permit (MRP 2.0) with regard to water pollution
prevention, erosion control, conserving water as a resource (e.g. infiltration rather than runoff), and low impact
development (LID) via the City's permit application process and conditions of approval.
Coordinate urban runoff pollution and erosion prevention activities with other departments, divisions, and private
businesses. Mandated activities include: catch basin cleaning; post-construction oversight of permanent stormwater
treatment measures installed at private new and redeveloped sites; implementation of, and annual progress assessments for
the eight-year liDer reduction plan; oversight of construction best management practices during private and public
construction; inspection of grease-generating and wet-waste food facilities and other businesses to prevent water-polluting
discharges; complaint response and investigation to protect water quality; and education of staff and local businesses on
best management practices for outdoor storage and activities.
Represent the City on county and regional commiDees to prevent creek and San Francisco Bay pollution, erosion, and illegal
dumping.
Proposed Budget
It is recommended that City Council approve a budget of $1,457,191 for the Non-Point Source program. This represents a decrease
of $25,556 (-1.7%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged since last fiscal year.
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 864 $ 2,849 $ -$ -
Charges for Services $ 1,497,204 $ 1,500,757 $ 1,865,000 $ 1,504,373
Fines and Forfeitures $ 23,371 $ 2,746 $ 20,000 $ 10,000
Total Revenues $ 1,521,439 $ 1,506,352 $ 1,885,000 $ 1,514,373
Expenditures
Employee Compensation $ 393,277 $ 417,081 $ 326,870 $ 324,750
Employee Benefits $ 157,891 $ 177,674 $ 168,021 $ 143,125
Materials $ 34,765 $ 34,052 $ 38,097 $ 45,666
Contract Services $ 291,791 $ 302,890 $ 365,570 $ 393,007
Cost Allocation $ 195,816 $ 200,578 $ 568,436 $ 550,643
Special Projects $ 12,161 $ -$ 10,707 $ -
Contingencies $ -$ -$ 5,046 $ -
Total Expenditures $ 1,085,701 $ 1,132,275 $ 1,482,747 $ 1,457,191
Fund Balance $ 435,739 $ 374,077 $ 402,253 $ 57,182
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
BUILDING INSPECTOR 0.08 0.08 0.08 0.08
ENVIRONMENTAL COMPLIANCE TECH 0 0 0.50 0.50
ENVIRONMENTAL PROGRAM MGR 0.50 0.50 0.40 0.40
ENVIRONMENTAL PROGRAMS ASSISTANT 0.35 0.35 0.35 0.35
ENVIRONMENTAL PROG SPECIALIST 0 0 0 0.30
ENV. PROG. COMPLIANCE TECHNICIAN 0.95 0.95 0.50 0.50
ENV. PROGRAMS SPECIALIST 0.60 0.60 0.10 0.10
MAINTENANCE WORKER III 0.10 0 0 0
PUBLIC WORKS INSPECTOR 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0 0 0.30 0
RECREATION COORDINATOR 0.12 0.12 0.12 0.12
SR BUILDING INSPECTOR 0.02 0.02 0.02 0.02
Total 2.82 2.72 2.47 2.47
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There are no changes to the current level of staffing.
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Storm Drain Fee
Budget Unit 230-81-853
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Storm Drain Fee
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
A portion of the collected Clean Water and Storm Protection Fee is allocated for rebates on activities that reduce stormwater runoff
and pollution. Currently, these are split between offering matching Valley Water rebates on rainwater gardens, rainwater
collection, and turf replacement installations and offering City-managed rebates for residential pervious pavement installations.
Collection and management of storm water for the City is regulated under the terms of a Bay Area-wide State-mandated National
Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) Permit.
This program will remain in order to maintain historical data, however once all prior year data as listed in the table below is $0,
this program will be removed.
Proposed Budget
There is no budget requested for this program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Cost Allocation $ 528 $ 924 $ -$ -
Special Projects $ 175 $ 19,512 $ -$ -
Total Expenditures $ 703 $ 20,436 $ -$ -
Fund Balance $ (703)$ (20,436)$ -$ -
General Fund Costs $ -$ -$ -$ -
Staffing
There is no staffing associated with this program.
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General Fund Subsidy
Budget Unit 230-81-854
Env Mgmt Cln Creek Storm Drain - Environmental Programs - General Fund Subsidy
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 11,990
Fund Balance $ (11,990)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The City has a joint use agreement for playing fields at schools in CUSD, and part of that agreement requires a refund to CUSD of
half of the fees they pay each year for the Clean Water and Storm Protection Fee, which is based on parcel size and use category.
The details of the fee prohibit using collected funds for providing discounts or refunds, so funding for that purpose must come
from the General Fund.
In addition, the City has a Clean Water Cost-Share Program allowing low-income property owners to receive a discounted rate on
the Clean Water and Storm Protection Fee that is charged on property tax bills. The details of the fee prohibit using collected taxes
for providing discounts or refunds, so funding for this purpose must come from the General Fund.
Proposed Budget
It is recommended that City Council approve a budget of $11,990 for the General Fund Subsidy program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Contract Services $ -$ -$ -$ 10,967
Cost Allocation $ 347 $ 1,296 $ -$ 1,023
Special Projects $ 8,984 $ 47 $ -$ -
Total Expenditures $ 9,331 $ 1,343 $ -$ 11,990
Fund Balance $ (9,331)$ (1,343)$ -$ (11,990)
General Fund Costs $ -$ -$ -$ -
Staffing
There is no staffing associated with this program.
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Storm Drain Maintenance
Budget Unit 230-81-855
Env Mgmt Cln Creek Storm Drain - Environmental Programs - Storm Drain Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 585,050
Fund Balance $ (585,050)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 1.9 FTE
Program Overview
The Storm Drain Maintenance program manages the City's storm drainage collection system, which is comprised of approximately
90 miles of pipe, 2,215 drain inlets, and storm outfalls to local waterways. An inspector and on-call staff provide emergency
response to pollutant discharges, and crews perform general system maintenance including annual cleanout of drain inlets and
trash capture devices. Collection and management of storm water for the City is regulated under the terms of a Bay Area-wide
State-mandated National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) Permit.
Service Objectives
Provide effective and timely inspection and maintenance of the storm drain system including inlet and outfall structures
and collection system.
Provide annual cleaning and inspection of all inlets and full trash capture devices.
Proposed Budget
It is recommended that City Council approve a budget of $585,050 for the Storm Drain Maintenance program. This represents an
increase of $155,324 (36.1%) from the FY 2024-25 Adopted Budget.
This program also includes $40,000 one-time costs for Storm Drain Grates Replacement. For further detail on these requests, please
reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 813 $ -$ -$ -
Total Revenues $ 813 $ -$ -$ -
Expenditures
Employee Compensation $ 233,198 $ 135,296 $ 197,556 $ 206,852
Employee Benefits $ 95,921 $ 81,259 $ 112,588 $ 107,007
Materials $ 32,796 $ 26,191 $ 37,924 $ 66,527
Contract Services $ 21,556 $ 130,506 $ 50,000 $ 50,000
Cost Allocation $ 136,173 $ 143,344 $ 30,559 $ 154,664
Special Projects $ -$ 128,895 $ -$ -
Contingencies $ -$ -$ 1,099 $ -
Total Expenditures $ 519,644 $ 645,491 $ 429,726 $ 585,050
Fund Balance $ (518,831)$ (645,490)$ (429,726)$ (585,050)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 1.80 1.75 1.00 1.05
MAINTENANCE WORKER III 0.20 0.20 0.60 0.60
PUBLIC WORKS SUPERVISOR 0.25 0.25 0.25 0.25
Total 2.25 2.20 1.85 1.90
Staff time is being reallocated to better reflect actual time spent in this program.
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Plan Review
Budget Unit 100-82-804
General Fund - Developmental Services - Plan Review
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 3,048,070
Total Expenditures $ 1,395,413
Fund Balance $ -
General Fund Costs $ 189,010
% Funded by General Fund 13.5%
Total Staffing 3.9 FTE
Program Overview
The Development Services Division is comprised of two areas:
Development Services - reviews plans for private developments and utility encroachments to ensure conformance with City
standards and policies.
Inspection Services - ensures compliance with City standards and approved plans on all public and private developments
and utility projects.
Service Objectives
Ensure that private development projects provide necessary supporting infrastructure and potential impacts on the
community are mitigated.
Place safety of the general public, City employees and construction workers as the highest priority on construction sites.
Inspect utility encroachment permits for work within the City right-of-way and return streets and sidewalks to City
standards.
Ensure compliance with stormwater permits and prevent runoff from polluting nearby watersheds. Work closely with the
Environmental Programs Division to continue inspecting job sites before, during and aVer each rain event and conduct
annual inspections of all Post Construction Treatments and Stormwater Pollution Prevention Plan (SWPPP) compliance.
Respond to public inquiries or complaints in a timely manner.
Provide aid and information to other City Divisions and Departments, including Community Development, Building,
Capital Improvements, City ADorney’s Office, Public Works Maintenance and Operations and Parks and Recreation as
needed to facilitate private developments and public infrastructure projects.
Proposed Budget
It is recommended that City Council approve a budget of $1,395,413 for the Plan Review program. This represents an increase of
$18,156 (1.3%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 186,315 $ 180,954 $ 186,315 $ 2,092,796
Charges for Services $ 824,123 $ 1,020,162 $ 1,302,923 $ 954,500
Miscellaneous Revenue $ 228 $ 1,240 $ 228 $ 774
Total Revenues $ 1,010,666 $ 1,202,356 $ 1,489,466 $ 3,048,070
Expenditures
Employee Compensation $ 808,538 $ 634,452 $ 589,108 $ 585,399
Employee Benefits $ 312,429 $ 264,836 $ 286,348 $ 277,793
Materials $ 4,374 $ 2,019 $ 6,389 $ 8,476
Contract Services $ 55,124 $ 149,795 $ 88,268 $ 93,145
Cost Allocation $ 278,699 $ 274,644 $ 405,961 $ 430,600
Special Projects $ 31,649 $ 30,403 $ -$ -
Contingencies $ -$ -$ 1,183 $ -
Total Expenditures $ 1,490,813 $ 1,356,149 $ 1,377,257 $ 1,395,413
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 480,147 $ 153,793 $ (112,209)$ 189,010
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSIST DIR OF PW ENGINEER 0.20 0 0 0
ASSOCIATE CIVIL ENGINEER 0 0 1.00 1.00
ENGINEERING TECHNICIAN 1.00 1.00 1.00 1.00
PUBLIC WORKS INSPECTOR 0.90 0.90 0.90 0.90
SENIOR CIVIL ENGINEER 2.00 2.00 1.00 1.00
Total 4.10 3.90 3.90 3.90
There are no changes to the current level of staffing.
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CIP Administration
Budget Unit 100-82-806
General Fund - Developmental Services - CIP Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,147,808
Fund Balance $ -
General Fund Costs $ 1,147,808
% Funded by General Fund 100.0%
Total Staffing 4.3 FTE
Program Overview
The Capital Improvement Program (CIP) Division plans, manages, and implements improvements to city land, parks, building and
infrastructure. These projects are derived from resident input, master plans, needs assessments, interdepartmental requirements,
maintenance of the City’s facilities, and innovations in our understandings of how the facilities can best serve our population. The
division undertakes all aspects of project implementation, including contract administration for design, construction, and overall
project management. Project types include, but are not limited to streets, sidewalks, storm drainage, buildings, parks, bicycle and
pedestrian improvements and other public facilities. Responsibilities also include claims avoidance, environmental and regulatory
compliance and monitoring, and the development of the annual budget and program scope.
Service Objectives
Ensure that all public improvements are designed and constructed in accordance with community expectations and City
standards.
Place safety of the general public, City employees and workers as the highest priority in the delivery of capital projects.
Respond to public inquiries or complaints in a timely manner.
Proposed Budget
It is recommended that City Council approve a budget of $1,147,808 for the CIP Administration program. This represents an
increase of $79,744 (7.5%) from the FY 2024-25 Adopted Budget.
The increase is primarily due to staffing reallocation.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 1,029,501 $ 651,436 $ 689,299 $ 756,817
Employee Benefits $ 393,281 $ 314,553 $ 298,259 $ 300,650
Materials $ 9,869 $ 2,994 $ 12,823 $ 15,378
Cost Allocation $ -$ -$ 67,523 $ 74,963
Contingencies $ -$ -$ 160 $ -
Total Expenditures $ 1,432,651 $ 968,983 $ 1,068,064 $ 1,147,808
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,432,651 $ 968,983 $ 1,068,064 $ 1,147,808
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSISTANT ENGINEER 0.50 0.50 0.50 1.00
ASSIST DIR OF PW ENGINEER 0.20 0 0 0
CIP MANAGER 1.00 1.00 1.00 1.00
PUBLIC WORKS PROJECT MANAGER 3.25 1.25 0.25 0.25
PUBLIC WORKS PROJECT MANAGER 2.00 2.00 1.00 1.00
PUBLIC WORKS PROJECT MANAGER LT 0.50 0 0 0
SENIOR CIVIL ENGINEER 0 0 1.00 1.00
SR. PUBLIC WORKS PROJECT MANAGER 0 1.00 0 0
Total 7.45 5.75 3.75 4.25
Staff time is being reallocated to better reflect actual time spent in this program.
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Service Center Administration
Budget Unit 100-83-807
General Fund - Service Center - Service Center Administration
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 67,757
Total Expenditures $ 1,108,056
Fund Balance $ -
General Fund Costs $ 1,040,299
% Funded by General Fund 93.9%
Total Staffing 3.0 FTE
Program Overview
The Service Center Administration program manages Public Works maintenance operations that include the major divisions of
streets, grounds, trees and medians, facilities and fleet, as well as the minor divisions of signs/markings, storm drain, sidewalk,
curb and guDer, trails, overpasses and storm water; provides customer service to the general public; provides administrative
support for maintenance staff, supervisors, and management; general training prioritization; assignment of service calls; provides
oversight of various contracted services including street sweeping, janitorial and a wide variety of maintenance and minor public
works contracts; manages the sheriff's work furlough program 7 days per week; and collaborates with Public Works Engineering
for asset improvements beyond routine maintenance.
Service Objectives
Create a positive environment that fosters efficiency and innovation for service center employees.
Ensure proper documentation and inventory of trees, sidewalk repair, striping and legends, street signs, vehicle and
equipment, streetlights and stormwater pollution.
Maintain records of all complaints and requests for services by tracking responses through computer programs and wriDen
service request forms.
Process the payments for all services and materials generated through the Service Center.
Maintain productivity units of measure for key tasks performed.
Support Public Works Engineering in the collection of field data, review of improvement drawings and development of
capital improvement projects.
Maintain, lead and implement all elements of the Injury and Illness Prevention Program.
Maintain positive, accountable relations with employee bargaining groups.
Proposed Budget
It is recommended that City Council approve a budget of $1,108,056 for the Service Center Administration program. This
represents an increase of $48,909 (4.6%) from the FY 2024-25 Adopted Budget.
The increase is due to increases in Cost Allocation.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 111,719 $ 44,156 $ 111,719 $ 67,150
Miscellaneous Revenue $ 155 $ 32,319 $ 155 $ 607
Total Revenues $ 111,874 $ 76,475 $ 111,874 $ 67,757
Expenditures
Employee Compensation $ 469,977 $ 430,891 $ 449,862 $ 445,492
Employee Benefits $ 197,212 $ 196,301 $ 229,031 $ 210,430
Materials $ 200,772 $ 140,573 $ 154,202 $ 168,991
Contract Services $ 31,508 $ 22,605 $ 17,682 $ 50,000
Cost Allocation $ 294,735 $ 229,276 $ 156,221 $ 233,143
Special Projects $ 38,152 $ 53,445 $ 50,000 $ -
Contingencies $ -$ -$ 2,149 $ -
Total Expenditures $ 1,232,356 $ 1,073,091 $ 1,059,147 $ 1,108,056
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,120,481 $ 996,617 $ 947,273 $ 1,040,299
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ADMINISTRATIVE ASSISTANT 1.00 1.00 1.00 1.00
ASSIST DIR OF PW ENGINEER 0.10 0 0 0
ASSIST DIR PUBLIC WORKS OPS 1.00 1.00 1.00 1.00
MANAGEMENT ANALYST 0.15 0.05 0 0
SR OFFICE ASSISTANT 1.00 1.00 1.00 1.00
Total 3.25 3.05 3.00 3.00
There are no changes to the current level of staffing.
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Golf Grounds Maintenance
Budget Unit 560-84-268
Blackberry Farm - Grounds - Golf Grounds Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 339,558
Fund Balance $ (339,558)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program maintains the grounds at the Blackberry Farm Golf Course. The Blackberry Farm Gold Course maintenance budget
(560-63-616) was transferred from Parks and Recreation
to Public Works FY 24-25.
Service Objectives
Provide citizens with the cleanest and safest recreational area to enjoy.
Provide daily general clean up and trash removal at the golf course.
Provide maintenance of tee boxes, fairways and greens areas that includes mowing, fertilization and aerification.
Provide maintenance of irrigation system in good operation and program irrigation controllers to maintain golf course
appearance and health of vegetation while maximizing water conservation.
Provide tree maintenance by keeping trees trimmed.
Provide maintenance of perimeter fencing and safety netting.
Proposed Budget
It is recommended that City Council approve a budget of $339,558 for the Golf Grounds Maintenance program. This represents a
decrease of $15,629 (-4.4%) from the FY 2024-25 Adopted Budget.
This program also includes $10,000 recurring costs for BBF Golf Course - Vegetation Management. For further detail on these
requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Materials $ -$ 92,798 $ 120,802 $ 99,398
Contract Services $ -$ 4,500 $ 230,000 $ 240,160
Contingencies $ -$ -$ 4,385 $ -
Total Expenditures $ -$ 97,298 $ 355,187 $ 339,558
Fund Balance $ -$ (97,298)$ (355,187)$ (339,558)
General Fund Costs $ -$ -$ -$ -
Staffing
There is no staffing associated with this program.
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McClellan Ranch Park
Budget Unit 100-84-808
General Fund - Grounds - McClellan Ranch Park
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 195,091
Fund Balance $ -
General Fund Costs $ 195,091
% Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
McClellan Ranch Park is one of 19 parks and open space areas managed by the Grounds Division of the Public Works Department.
Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational
areas to enjoy in the Bay Area.
Provide daily general clean up, trash removal, and graffiti removal.
Provide twice annually the mowing of fire breaks per Fire Marshal request in a manner in which wildlife is least impacted.
Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
Provide logistical support to the Parks & Recreation Department for all of the City’s special events.
Proposed Budget
It is recommended that City Council approve a budget of $195,091 for the McClellan Ranch Park program. This represents an
increase of $35,620 (22.3%) from the FY 2024-25 Adopted Budget.
This increase is mainly due to an increase in Contract Services and an increase in Cost Allocation expenses.
This program also includes a request for partial recurring costs for Vegetation Management of $5,000. For further detail on these
requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 40,638 $ 44,901 $ 44,708 $ 45,754
Employee Benefits $ 19,155 $ 22,528 $ 25,920 $ 24,008
Materials $ 41,393 $ 39,599 $ 40,511 $ 43,988
Contract Services $ 65,728 $ 16,526 $ 2,000 $ 28,974
Cost Allocation $ 60,685 $ 53,729 $ 45,801 $ 52,367
Special Projects $ -$ 24,600 $ -$ -
Contingencies $ -$ -$ 531 $ -
Total Expenditures $ 227,599 $ 201,883 $ 159,471 $ 195,091
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 227,599 $ 201,883 $ 159,471 $ 195,091
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.20 0.20 0.20 0.20
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.40 0.40 0.40 0.40
There are no changes to the current level of staffing.
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Memorial Park
Budget Unit 100-84-809
General Fund - Grounds - Memorial Park
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 829,549
Fund Balance $ -
General Fund Costs $ 829,549
% Funded by General Fund 100.0%
Total Staffing 2.5 FTE
Program Overview
Memorial Park is one of 19 parks and open space areas managed by the Grounds Division of the Public Works Department.
Memorial Park is the largest and most utilized park in Cupertino.
Service Objectives
The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest and safest recreational
areas to enjoy in the Bay Area.
Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and basic play structure
inspections and maintenance.
Provide weekly maintenance that may include mowing and edging of turf areas, tennis court cleaning and general
maintenance, basketball court maintenance and programmed play structure inspections and maintenance.
Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning
of trees and shrubs.
Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications,
playground woodchip replenishing and preparation of athletic fields for seasonal use.
Maintain all playgrounds in accordance with California playground safety requirements.
Minimize the negative effects of waterfowl to park patrons.
Reduce water consumption wherever practicable.
Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
Provide logistical support to the Parks & Recreation Department for all the City’s special events.
Proposed Budget
It is recommended that City Council approve a budget of $829,549 for the Memorial Park program. This represents an increase of
$33,263 (4.2%) from the FY 2024-25 Adopted Budget.
This program also includes a request for partial recurring costs for Vegetation Management of $10,000. For further detail on these
requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 202,135 $ 223,464 $ 239,020 $ 235,076
Employee Benefits $ 103,883 $ 112,320 $ 142,892 $ 133,643
Materials $ 137,505 $ 185,442 $ 214,825 $ 204,207
Contract Services $ 66,417 $ 41,320 $ 6,892 $ 17,113
Cost Allocation $ 247,980 $ 205,635 $ 189,886 $ 239,510
Capital Outlays $ 5,250 $ 6,982 $ -$ -
Special Projects $ 15,400 $ -$ -$ -
Contingencies $ -$ -$ 2,771 $ -
Total Expenditures $ 778,570 $ 775,163 $ 796,286 $ 829,549
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 778,570 $ 775,163 $ 796,286 $ 829,549
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 2.20 1.20 2.20 2.20
MAINTENANCE WORKER III 0.20 0.20 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 2.50 1.50 2.50 2.50
There are no changes to the current level of staffing.
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BBF Ground Maintenance
Budget Unit 100-84-811
General Fund - Grounds - BBF Ground Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 320,775
Fund Balance $ -
General Fund Costs $ 320,775
% Funded by General Fund 100.0%
Total Staffing 1.0 FTE
Program Overview
Blackberry Farm is managed by the Grounds Division of the Public Works Department.
Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational
areas to enjoy in the Bay Area.
Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and basic play structure
inspections and maintenance.
Provide weekly maintenance that may include mowing and edging of turf areas and programmed play structure
inspections and maintenance.
Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning
of trees and shrubs.
Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications,
playground woodchip replenishing and preparation of athletic fields for seasonal use.
Maintain all playgrounds in accordance with California playground safety requirements.
Reduce water consumption wherever practicable.
Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
Provide logistical support to the Parks & Recreation Department for all the City’s special events.
Proposed Budget
It is recommended that City Council approve a budget of $320,775 for the BBF Ground Maintenance program. This represents an
increase of $35,957 (12.6%) from the FY 2024-25 Adopted Budget.
This program also includes a request for partial recurring costs for Vegetation Management of $30,000. For further detail on these
requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 78,797 $ 101,559 $ 101,380 $ 101,540
Employee Benefits $ 42,340 $ 53,976 $ 62,258 $ 58,153
Materials $ 6,774 $ 8,018 $ 23,345 $ 8,066
Contract Services $ 26,542 $ 45,123 $ 49,925 $ 81,522
Cost Allocation $ 66,296 $ 65,044 $ 46,994 $ 71,494
Special Projects $ 17,900 $ -$ -$ -
Contingencies $ -$ -$ 916 $ -
Total Expenditures $ 238,649 $ 273,720 $ 284,818 $ 320,775
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 238,649 $ 273,720 $ 284,818 $ 320,775
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.80 0.80 0.80 0.80
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 1.00 1.00 1.00 1.00
There are no changes to the current level of staffing.
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School Site Maintenance
Budget Unit 100-84-812
General Fund - Grounds - School Site Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 255,721
Total Expenditures $ 1,498,026
Fund Balance $ -
General Fund Costs $ 1,242,305
% Funded by General Fund 82.9%
Total Staffing 4.2 FTE
Program Overview
Under a joint use agreement with Cupertino Union School District, nine athletic fields and landscape areas, constituting
approximately 52 acres, are managed by the Grounds Division of the Public Works Department. These sites include Hyde and
Kennedy Middle Schools, Collins, Eaton, Lincoln, Regnart, Faria, Stevens Creek and Garden Gate Elementary Schools.
Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational
areas/athletic fields in the Bay Area.
Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and other maintenance.
Provide weekly maintenance that may include mowing and edging of turf areas and other maintenance.
Provide quarterly maintenance that may include fertilization, aerating, over-seeding, top dressing, and pruning of trees and
shrubs.
Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications and
preparing athletic fields for seasonal use.
Maintain school sites for recreational activities including soccer, baseball, cricket, track and field, soVball and a variety of
other sports.
Reduce water consumption wherever practicable.
Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
Provide logistical support to the Park and Recreation Department for all the City’s special events.
Proposed Budget
It is recommended that City Council approve a budget of $1,498,026 for the School Site Maintenance program. This represents an
increase of $124,600 (9.1%) from the FY 2024-25 Adopted Budget.
The increase is due to increased Cost Allocation Plan charges. This program also includes a request for partial recurring costs for
Vegetation Management, $22,000 one-time costs for Dugout Roof Replacements Faria & Regnart Schools and $43,000 one-time costs
for Irrigation Pump Replacements – Eaton. For further detail on these requests, please reference the Summary of Proposed Budget
Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 170,843 $ 222,366 $ 196,469 $ 255,721
Total Revenues $ 170,843 $ 222,366 $ 196,469 $ 255,721
Expenditures
Employee Compensation $ 377,171 $ 390,325 $ 402,854 $ 405,421
Employee Benefits $ 184,391 $ 216,380 $ 258,057 $ 250,699
Materials $ 309,621 $ 330,731 $ 392,319 $ 353,489
Contract Services $ 82,055 $ 6,592 $ 25,980 $ 29,200
Cost Allocation $ 390,409 $ 394,645 $ 278,487 $ 394,217
Special Projects $ 40,289 $ 24,950 $ 10,500 $ 65,000
Contingencies $ -$ -$ 5,229 $ -
Total Expenditures $ 1,383,936 $ 1,363,623 $ 1,373,426 $ 1,498,026
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,213,094 $ 1,141,256 $ 1,176,957 $ 1,242,305
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 3.40 3.40 3.40 3.40
MAINTENANCE WORKER III 0.60 0.60 0.60 0.60
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 4.20 4.20 4.20 4.20
There are no changes to the current level of staffing.
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Neighborhood Parks
Budget Unit 100-84-813
General Fund - Grounds - Neighborhood Parks
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 2,571,070
Fund Balance $ -
General Fund Costs $ 2,571,070
% Funded by General Fund 100.0%
Total Staffing 7.1 FTE
Program Overview
Neighborhood Parks include 13 of the 19 parks and open space areas managed by the Grounds Division of the Public Works
Department. Neighborhood park sites include Linda Vista, Mary Avenue Dog Park, Monta Vista, Portal, Somerset, Varian, Wilson,
Three Oaks, Hoover, Canyon Oak (Little Rancho), Franco Park, Sterling/Barnhart, and Oak Valley.
Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational
areas to enjoy in the Bay Area.
Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and basic play structure
inspections and maintenance.
Provide weekly maintenance that may include mowing and edging of turf areas, tennis court cleaning and general
maintenance, basketball court maintenance and programmed play structure inspections and maintenance.
Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning
of trees and shrubs.
Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications,
playground woodchip replenishing and prepare athletic fields for seasonal use.
Maintain all playgrounds in accordance with California playground safety requirements.
Reduce water consumption wherever practicable.
Utilize Weekend Work furlough program as needed to assist in weekend and weekday cleanup.
Provide logistical support to the Parks & Recreation Department for all the City’s special events.
Proposed Budget
It is recommended that City Council approve a budget of $2,571,070 for the Neighborhood Parks program. This represents an
increase of $460,217 (21.8%) from the FY 2024-25 Adopted Budget.
The increase is due to a new City Work Program and increases in Cost Allocation expenses.
This program also includes requests for partial recurring costs for Vegetation Management $40,000. This budget includes a request
for $250,000 for City Work Program (CWP) item Water Conservation Policies.
Lastly, a request for $10,000 for park assets is included in this budget. Per the City Council Special Project Policy, minor repairs and
equipment purchases are no longer included in the special project category. Prior special projects have been moved to the contract
or material expense categories.
Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Miscellaneous Revenue $ -$ 5,200 $ -$ -
Total Revenues $ -$ 5,200 $ -$ -
Expenditures
Employee Compensation $ 751,121 $ 668,900 $ 645,367 $ 661,901
Employee Benefits $ 340,267 $ 360,846 $ 403,127 $ 378,718
Materials $ 381,433 $ 409,310 $ 481,183 $ 445,051
Contract Services $ 166,011 $ 110,923 $ 39,238 $ 79,238
Cost Allocation $ 687,393 $ 695,660 $ 535,433 $ 746,162
Special Projects $ 80,207 $ 70,119 $ -$ 260,000
Contingencies $ -$ -$ 6,505 $ -
Total Expenditures $ 2,406,432 $ 2,315,758 $ 2,110,853 $ 2,571,070
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 2,406,432 $ 2,310,558 $ 2,110,853 $ 2,571,070
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 7.80 7.80 6.30 6.30
MAINTENANCE WORKER III 0.60 0.60 0.60 0.60
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 8.60 8.60 7.10 7.10
There are no changes to the current level of staffing.
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Sport Fields Jollyman, Creekside
Budget Unit 100-84-814
General Fund - Grounds - Sport Fields Jollyman, Creekside
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 816,611
Fund Balance $ -
General Fund Costs $ 816,611
% Funded by General Fund 100.0%
Total Staffing 2.0 FTE
Program Overview
The sports fields at Jollyman and Creekside parks are among the 19 parks and open space areas managed by the Grounds Division
of the Public Works Department. Sports fields at these two parks are heavily used and enjoyed by the community.
Service Objectives
The main objective of the Grounds Division is to provide the citizens of Cupertino with the cleanest and safest recreational
areas and sports fields in the Bay Area.
Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and other maintenance.
Provide weekly maintenance that may include mowing and edging of turf areas, programmed play structure inspections,
and other maintenance.
Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning
of trees and shrubs.
Provide semi-annual maintenance that may include replacement of planting material, pre-emergent applications and
preparing sports fields for seasonal use.
Maintain sports fields for recreational activities including soccer, baseball, cricket, track and field, soVball and a variety of
other sports.
Maintain all playgrounds in accordance with California playground safety requirements.
Reduce water consumption wherever practicable.
Utilize weekend work furlough program as needed to assist in weekend and weekday cleanup.
Provide logistical support to the Parks & Recreation Department for all the City’s special events.
Proposed Budget
It is recommended that City Council approve a budget of $816,611 for the Sport Fields Jollyman, Creekside program. This
represents an increase of $71,611 (9.6%) from the FY 2024-25 Adopted Budget.
This program also includes requests for partial recurring costs for Vegetation Management $20,000. For further detail on these
requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 215,980 $ 212,803 $ 191,568 $ 193,500
Employee Benefits $ 104,306 $ 109,195 $ 116,530 $ 108,487
Materials $ 170,391 $ 225,475 $ 236,052 $ 239,623
Contract Services $ 18,402 $ 32,305 $ 9,598 $ 36,322
Cost Allocation $ 232,990 $ 239,281 $ 177,681 $ 238,679
Capital Outlays $ -$ 23,600 $ -$ -
Special Projects $ -$ 14,000 $ 10,500 $ -
Contingencies $ -$ -$ 3,071 $ -
Total Expenditures $ 742,069 $ 856,659 $ 745,000 $ 816,611
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 742,068 $ 856,658 $ 745,000 $ 816,611
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 2.00 2.00 1.50 1.50
MAINTENANCE WORKER III 0.30 0.30 0.30 0.30
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 2.50 2.50 2.00 2.00
There are no changes to the current level of staffing.
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Civic Center Maintenance
Budget Unit 100-84-815
General Fund - Grounds - Civic Center Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 173,292
Total Expenditures $ 221,993
Fund Balance $ -
General Fund Costs $ 48,701
% Funded by General Fund 21.9%
Total Staffing 0.8 FTE
Program Overview
The Civic Center grounds are one of 19 parks and open space areas managed by the Grounds Division of the Public Works
Department. Due to the close proximity to City Hall, Community Hall, and the Library, the Civic Center grounds are well utilized.
Civic Center maintenance includes the adjacent Library Field.
Service Objectives
The main objective of the Grounds Division is to provide the residents of Cupertino with the cleanest and safest recreational
areas to enjoy in the Bay Area.
Provide daily general clean up, trash removal, graffiti removal, irrigation adjustments and repairs and other maintenance.
Provide weekly maintenance that may include mowing and edging of turf areas and general maintenance.
Provide quarterly maintenance that may include fertilization applications, aerating, over-seeding, top dressing, and pruning
of trees and shrubs.
Provide semi-annual maintenance that may include replacement of planting material and pre-emergent applications.
Maintain Library Field for recreational activities including soccer, cricket and a variety of other sports.
Reduce water consumption wherever practicable.
Provide logistical support to all City Departments for special events.
Proposed Budget
It is recommended that City Council approve a budget of $221,993 for the Civic Center Maintenance program. This represents an
increase of $3,050 (1.4%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 238,705 $ 220,710 $ 174,161 $ 173,292
Total Revenues $ 238,705 $ 220,710 $ 174,161 $ 173,292
Expenditures
Employee Compensation $ 81,561 $ 83,720 $ 82,967 $ 81,648
Employee Benefits $ 39,525 $ 44,940 $ 53,884 $ 49,966
Materials $ 52,514 $ 50,278 $ 47,824 $ 53,759
Contract Services $ 4,572 $ 750 $ -$ -
Cost Allocation $ -$ -$ 33,670 $ 36,620
Contingencies $ -$ -$ 598 $ -
Total Expenditures $ 178,172 $ 179,688 $ 218,943 $ 221,993
Fund Balance $ -$ -$ -$ -
General Fund Costs $ (60,534)$ (41,022)$ 44,782 $ 48,701
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.60 0.60 0.60 0.60
MAINTENANCE WORKER III 0.10 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.80 0.80 0.80 0.80
There are no changes to the current level of staffing.
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Sidewalk Curb and Gutter
Budget Unit 270-85-820
Transportation Fund - Streets - Sidewalk Curb and Gutter
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,419,712
Fund Balance $ (1,419,712)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 2.0 FTE
Program Overview
Maintain sidewalks, curb and guDer to a standard that is functional and improves accessibility and minimizes liability. Optimize
the use of available funds by coordinating with other improvement projects.
Service Objectives
Timely maintain concrete improvements in response to citizen complaints and coordinate with programmed asphalt
improvements.
Proposed Budget
It is recommended that City Council approve a budget of $1,419,712 for the Sidewalk Curb and GuDer program. This represents an
increase of $95,732 (7.2%) from the FY 2024-25 Adopted Budget.
The increase is due to increases in Cost Allocation expenses. This budget includes $652,547 for annual sidewalk curb and guDer
maintenance.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 14,985 $ -$ 15,000 $ -
Total Revenues $ 14,985 $ -$ 15,000 $ -
Expenditures
Employee Compensation $ 215,283 $ 194,693 $ 235,242 $ 239,902
Employee Benefits $ 94,332 $ 106,577 $ 141,140 $ 133,287
Materials $ 9,773 $ 3,556 $ 10,019 $ 11,226
Contract Services $ 200 $ -$ 27,198 $ 28,068
Cost Allocation $ 154,905 $ 200,552 $ 277,603 $ 354,682
Special Projects $ 177,576 $ 724,228 $ 632,313 $ 652,547
Contingencies $ -$ -$ 465 $ -
Total Expenditures $ 652,069 $ 1,229,606 $ 1,323,980 $ 1,419,712
Fund Balance $ (637,085)$ (1,229,607)$ (1,308,980)$ (1,419,712)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.70 0.75 0.75 0.75
MAINTENANCE WORKER III 0 0 0.15 0.15
PUBLIC WORKS INSPECTOR 1.00 1.00 1.00 1.00
PUBLIC WORKS SUPERVISOR 0.10 0.15 0.10 0.10
Total 1.80 1.90 2.00 2.00
There are no changes to the current level of staffing.
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Street Pavement Maintenance
Budget Unit 270-85-821
Transportation Fund - Streets - Street Pavement Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 3,174,460
Total Expenditures $ 5,310,436
Fund Balance $ (2,135,976)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 3.6 FTE
Program Overview
This program maintains streets to a standard that balances preventative maintenance with stop-gap measures while minimizing
liability.
Service Objectives
Perform preventative maintenance activities of fog seal and crack fill.
Perform stop-gap maintenance of arterial, collector and residential streets.
Oversee and manage contracted pavement maintenance projects.
Proposed Budget
It is recommended that City Council approve a budget of $5,310,436 for the Street Pavement Maintenance program. This
represents an increase of $845,357 (18.9%) from the FY 2024-25 Adopted Budget.
The increase is due to increases in Contract Services for isolated dig outs, Capital Outlays for increased costs of the Annual Asphalt
allocations (fog and slurry seal), and increases in Cost Allocation expenses. This budget includes $2,005,865 for the Annual Asphalt
program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 1,680,917 $ 3,135,133 $ 3,393,531 $ 3,172,941
Charges for Services $ 287 $ -$ -$ -
Miscellaneous Revenue $ 680 $ 1,519 $ -$ 1,519
Total Revenues $ 1,681,884 $ 3,136,652 $ 3,393,531 $ 3,174,460
Expenditures
Employee Compensation $ 433,990 $ 513,147 $ 416,814 $ 412,672
Employee Benefits $ 182,380 $ 220,683 $ 220,949 $ 199,473
Materials $ 18,820 $ 20,992 $ 21,788 $ 26,299
Contract Services $ 296,130 $ 173,365 $ 81,536 $ 178,913
Cost Allocation $ 351,039 $ 361,186 $ 898,809 $ 904,139
Capital Outlays $ 1,023,661 $ 578,662 $ 880,224 $ 1,583,075
Special Projects $ 1,901,218 $ 71,656 $ 1,943,667 $ 2,005,865
Contingencies $ -$ -$ 1,292 $ -
Total Expenditures $ 4,207,238 $ 1,939,691 $ 4,465,079 $ 5,310,436
Fund Balance $ (2,525,354)$ 1,196,960 $ (1,071,548)$ (2,135,976)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 2.40 2.35 2.20 2.15
MAINTENANCE WORKER III 1.25 0.25 0.40 0.40
PUBLIC WORKS PROJECT MANAGER 0.75 0.75 0.75 0.75
PUBLIC WORKS SUPERVISOR 0.30 0.25 0.25 0.25
Total 4.70 3.60 3.60 3.55
Staff time is being reallocated to better reflect actual time spent in this program.
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Street Sign Marking
Budget Unit 270-85-822
Transportation Fund - Streets - Street Sign Marking
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 773,774
Fund Balance $ (773,774)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 3.1 FTE
Program Overview
This program maintains street regulatory and informational signs, street striping, markings, and legends, as well as removes
graffiti within street right-of-way in a timely manner.
Service Objectives
Respond to regulatory and informational sign issues in a timely manner.
Coordinate and respond to work orders from the Traffic Engineer.
Maintain street sign and traffic marking assets in compliance with the Manual of Uniform Traffic Control Devices.
Remove graffiti in a timely manner.
Proposed Budget
It is recommended that City Council approve a budget of $773,774 for the Street Sign Marking program. This represents an
increase of $51,455 (7.1%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Cost Allocation expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 680 $ 2,223 $ -$ -
Miscellaneous Revenue $ 1,321 $ 3,280 $ -$ -
Transfers In $ -$ 467 $ -$ -
Total Revenues $ 2,001 $ 5,970 $ -$ -
Expenditures
Employee Compensation $ 301,242 $ 286,901 $ 308,373 $ 307,908
Employee Benefits $ 137,367 $ 152,564 $ 173,741 $ 161,259
Materials $ 134,852 $ 75,000 $ 76,657 $ 80,662
Contract Services $ -$ -$ 10,000 $ 10,320
Cost Allocation $ 208,393 $ 216,826 $ 152,465 $ 213,625
Special Projects $ 16,118 $ -$ -$ -
Contingencies $ -$ -$ 1,083 $ -
Total Expenditures $ 797,972 $ 731,291 $ 722,319 $ 773,774
Fund Balance $ (795,972)$ (725,322)$ (722,319)$ (773,774)
General Fund Costs $ -$ 467 $ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 2.75 2.50 2.30 2.30
MAINTENANCE WORKER III 0.20 0.35 0.55 0.55
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 3.15 3.05 3.05 3.05
There are no changes to the current level of staffing.
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Street Lighting
Budget Unit 100-85-848
General Fund - Streets - Street Lighting
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 22,637
Total Expenditures $ 1,097,276
Fund Balance $ -
General Fund Costs $ 1,074,639
% Funded by General Fund 97.9%
Total Staffing 1.6 FTE
Program Overview
Maintain city-owned streetlights (3,049), parking lot lights (90) and park lighting (282).
Service Objectives
Respond to outages in a timely manner.
Conserve electricity through the conversion of older less efficient light technology to current and tested technologies.
Replace direct buried wiring with wiring in conduits as failures occur.
Proposed Budget
It is recommended that City Council approve a budget of $1,097,276 for the Street Lighting program. This represents an increase of
$158,003 (16.8%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in electricity costs and increases in Cost Allocation expenses. This budget includes $209,000 for
steel light pole replacements throughout the city at a rate of 30-40 per year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Miscellaneous Revenue $ 38,906 $ 24,595 $ 38,906 $ 22,637
Total Revenues $ 38,906 $ 24,595 $ 38,906 $ 22,637
Expenditures
Employee Compensation $ 134,510 $ 142,542 $ 192,600 $ 192,455
Employee Benefits $ 55,227 $ 70,403 $ 101,110 $ 93,659
Materials $ 396,161 $ 381,874 $ 311,755 $ 404,044
Contract Services $ 4,405 $ 6,256 $ 49,152 $ 50,725
Cost Allocation $ 182,467 $ 131,461 $ 105,145 $ 147,393
Special Projects $ 226,823 $ 171,163 $ 175,000 $ 209,000
Contingencies $ -$ -$ 4,511 $ -
Total Expenditures $ 999,593 $ 903,699 $ 939,273 $ 1,097,276
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 960,686 $ 879,105 $ 900,367 $ 1,074,639
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0 0.10 0.30 0.30
MAINTENANCE WORKER III 0 0.05 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.05 0.10 0.15 0.15
STREET LIGHTING WORKER 1.00 1.00 1.00 1.00
Total 1.05 1.25 1.55 1.55
There are no changes to the current level of staffing.
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Equipment Maintenance
Budget Unit 630-85-849
Vehicle/Equip Replacement - Streets - Equipment Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,580,629
Total Expenditures $ 1,867,792
Fund Balance $ (287,163)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 3.0 FTE
Program Overview
The Fleet Division maintains all fleet equipment, including small power equipment. Equipment includes vehicles (103) and all
power equipment (689). Equipment includes trailers, mowers and other equipment required to maintain the City's infrastructure.
The division also manages above ground fuel storage tank at Service Center.
Service Objectives
Maintain all city vehicles and equipment to reduce operating costs and increase safety.
Fabricate, weld and repair equipment that includes vehicles, apparatus, structures, facilities for function and safety.
Develop specifications and bid per City policy the purchases of trucks, tractors and other significant equipment.
Maintain surplus vehicles and other equipment per City policy.
Ensure all vehicles conform to State of California emission regulations.
Maintain/inspect above ground fuel tanks as required.
Maintain accurate inventory of fleet/equipment assets.
Maintain a safe and clean working environment be approved for the equipment mechanics and welding.
Proposed Budget
It is recommended that City Council approve a budget of $1,867,792 for the Equipment Maintenance program. This represents an
increase of $302,509 (19.3%) from the FY 2024-25 Adopted Budget.
The increase is due to an increased contingency cost of $173,427 and increases in Cost Allocation expenses.
This program also includes requests for $16,000 one-time costs for air compressor replacement and $18,000 one-time costs for a
diagnostic scan tool. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the
beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 1,568,633 $ 1,523,066 $ 1,356,136 $ 1,580,629
Miscellaneous Revenue $ -$ 262 $ -$ -
Total Revenues $ 1,568,633 $ 1,523,328 $ 1,356,136 $ 1,580,629
Expenditures
Employee Compensation $ 357,161 $ 327,659 $ 327,448 $ 327,769
Employee Benefits $ 199,745 $ 161,159 $ 178,732 $ 164,112
Materials $ 344,802 $ 282,126 $ 309,131 $ 326,411
Contract Services $ 37,260 $ 104,121 $ 90,389 $ 93,141
Cost Allocation $ -$ -$ 77,449 $ 281,867
Special Projects $ 49,615 $ -$ -$ 34,000
Other Financing Uses $ 577,140 $ 431,271 $ 577,140 $ 640,492
Contingencies $ -$ -$ 4,994 $ -
Total Expenditures $ 1,565,723 $ 1,306,336 $ 1,565,283 $ 1,867,792
Fund Balance $ 2,909 $ 216,992 $ (209,147)$ (287,163)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
LEAD EQUIPMENT MECHANIC 1.00 1.00 1.00 1.00
MAINTENANCE WORKER I/II 1.00 1.00 1.00 1.00
Total 3.00 3.00 3.00 3.00
There are no changes to the current level of staffing.
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Environmental Materials
Budget Unit 100-85-850
General Fund - Streets - Environmental Materials
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 207,110
Fund Balance $ -
General Fund Costs $ 207,110
% Funded by General Fund 100.0%
Total Staffing 0.7 FTE
Program Overview
This program manages Service Center solid waste disposal, Service Center safety inspections, handling/disposal/reporting of City
generated hazardous waste and materials – including waste that may be illegally deposited upon the right-of-way. Provide street
cleaning for unforeseen events such as debris from trucks or other sources.
Service Objectives
Coordinate disposal of solid waste.
Adhere to the requirements of hazardous waste/materials storage, handling and reporting.
Comply with Fire Marshal safety inspection requirements for Service Center facilities.
Inspect and maintain below ground fuel tanks as required.
Clean up traffic debris that may become deposited on streets while reducing traffic hazards.
Proposed Budget
It is recommended that City Council approve a budget of $207,110 for the Environmental Materials program. This represents an
increase of $18,453 (9.8%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Cost Allocation expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Miscellaneous Revenue $ 1,209 $ 388 $ -$ -
Total Revenues $ 1,209 $ 388 $ -$ -
Expenditures
Employee Compensation $ 76,101 $ 70,719 $ 72,894 $ 72,944
Employee Benefits $ 31,238 $ 37,698 $ 37,291 $ 33,959
Materials $ 27,098 $ 31,965 $ 30,739 $ 41,596
Cost Allocation $ 61,314 $ 65,311 $ 47,349 $ 58,611
Contingencies $ -$ -$ 384 $ -
Total Expenditures $ 195,751 $ 205,693 $ 188,657 $ 207,110
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 194,543 $ 205,305 $ 188,657 $ 207,110
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.35 0.55 0.45 0.45
MAINTENANCE WORKER III 0.25 0.15 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.10 0.05 0.05 0.05
Total 0.70 0.75 0.70 0.70
There are no changes to the current level of staffing.
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Trail Maintenance
Budget Unit 100-86-261
General Fund - Trees and Right of Way - Trail Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 222,833
Fund Balance $ -
General Fund Costs $ 222,833
% Funded by General Fund 100.0%
Total Staffing 1.2 FTE
Program Overview
The Trails Maintenance Program maintains about 3 linear miles of trails including the adjacent landscape at the Don BurneD Bridge
and the Lawrence Trail. Historically the maintenance of this program has been funded out of Medians and Overpasses Program
(824) Expansion of trails in the city has made it necessary to separate out trail's maintenance.
Service Objectives
Maintain and improve trails in the public right-of- ways including the landscaped areas on the approach to the Don BurneD
Bridge and the Lawrence Trail.
Maintain clean and safe ingress and egress on all city-maintained trails.
Meet all Department of Pesticide Regulation requirements for weed and pest control.
Timely pruning of trees and plants to promote healthy landscapes, maximize aesthetics and to reduce future maintenance
requirements.
Timely removal of trash and graffiti.
Proposed Budget
It is recommended that City Council approve a budget of $222,833 for the Trail Maintenance program. This represents a decrease
of $40,334 (-15.3%) from the FY 2024-25 Adopted Budget.
The decrease is due to an operational efficiencies strategy where three Part Time Maintenance Worker positions were combined
into one FTE for the Weekend Work Program.
This program also includes $8,000 recurring costs for Gopher and Squirrel control. For further detail on these requests, please
reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 90,095 $ 111,535 $ 153,802 $ 113,399
Employee Benefits $ 43,734 $ 48,802 $ 76,864 $ 66,400
Materials $ 3,517 $ 2,661 $ 4,917 $ 5,349
Contract Services $ 12,045 $ 13,950 $ 8,421 $ 16,690
Cost Allocation $ -$ -$ 18,996 $ 20,995
Contingencies $ -$ -$ 167 $ -
Total Expenditures $ 149,391 $ 176,948 $ 263,167 $ 222,833
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 149,391 $ 176,949 $ 263,167 $ 222,833
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.90 0.75 0.90 0.90
MAINTENANCE WORKER III 0.15 0 0.15 0.15
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 1.15 0.85 1.15 1.15
There are no changes to the current level of staffing.
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Overpasses and Medians
Budget Unit 100-86-824
General Fund - Trees and Right of Way - Overpasses and Medians
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,789,535
Fund Balance $ -
General Fund Costs $ 1,789,535
% Funded by General Fund 100.0%
Total Staffing 6.3 FTE
Program Overview
The Overpasses and Medians program maintains 31.67 developed acres of median island hardscapes and soVscapes as well as
21.69 undeveloped acres of city right-of-way, the landscaped area of the Lawrence trail, and the landscaped area of the Don
Burnett Bridge.
Service Objectives
Maintain and improve median islands, landscape strips, trails, landscaped roadsides and public right-of-ways.
Maintain and improve water efficient programming of irrigation systems.
Meet all Department of Pesticide Regulation requirements for weed and pest control.
Timely pruning of plant material to promote plant health, maximize aesthetics and to reduce future maintenance
requirements.
Plant and care for new plant stock to help ensure future plant health and reduce future maintenance requirements.
Conserve water through the planting of appropriate plant stock.
Proposed Budget
It is recommended that City Council approve a budget of $1,789,535 for the Overpasses and Medians program. This represents an
increase of $123,995 (7.4%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Contract Services for mainline repairs, Capital Outlays for retaining wall replacements, and
increases in Cost Allocation expenses.
This program also includes request for $30,000 one-time costs for RP & Mainline repair South De Anza, and $25,000 one-time costs
for SCB at Janice Retaining Wall Installation. For further detail on these requests, please reference the Summary of Proposed
Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 563,194 $ 621,410 $ 632,666 $ 606,045
Employee Benefits $ 271,883 $ 327,744 $ 409,621 $ 355,344
Materials $ 173,831 $ 197,167 $ 183,928 $ 201,365
Contract Services $ 43,823 $ 15,589 $ 31,000 $ 61,000
Cost Allocation $ 456,324 $ 475,268 $ 405,638 $ 540,781
Capital Outlays $ -$ -$ -$ 25,000
Special Projects $ 89,029 $ -$ -$ -
Contingencies $ -$ -$ 2,687 $ -
Total Expenditures $ 1,598,084 $ 1,637,178 $ 1,665,540 $ 1,789,535
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,598,084 $ 1,637,178 $ 1,665,540 $ 1,789,535
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 5.10 5.25 5.10 5.10
MAINTENANCE WORKER III 0.85 1.00 0.85 0.85
PUBLIC WORKS SUPERVISOR 0.30 0.30 0.30 0.30
Total 6.25 6.55 6.25 6.25
There are no changes to the current level of staffing.
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Street Tree Maintenance
Budget Unit 100-86-825
General Fund - Trees and Right of Way - Street Tree Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 16,500
Total Expenditures $ 2,266,017
Fund Balance $ -
General Fund Costs $ 2,249,517
% Funded by General Fund 99.3%
Total Staffing 7.4 FTE
Program Overview
The Trees Division maintains the safety, health and appearance of approximately 23,300 Street and Right-of-Way trees, as well as
promotes disease-free trees to enhance the City’s urban forest.
Service Objectives
Proactively perform the activities of trimming, staking, pest management and other tree health-related functions.
Respond to citizen requests to perform the trimming or other tree health-related services in a timely manner.
Remove diseased and damaged trees as needed.
Plant replacement trees for trees removed due to disease and damage.
Continue activities to maintain standing as a Tree City USA program.
Update the forestry work plan as needed to establish goals and objectives of the tree maintenance program for the City.
Oversee street tree maintenance and removal contracts.
Proposed Budget
It is recommended that City Council approve a budget of $2,266,017 for the Street Tree Maintenance program. This represents an
increase of $320,096 (16.4%) from the FY 2024-25 Adopted Budget.
The increase is due to a new City Work Program and increases in Cost Allocation expenses. This budget includes a request for
$140,000 for City Work Program (CWP) item Urban Forest Program.
This budget also includes a request for $25,000 for the Sonic Tomography citywide tree maintenance asset, and $15,000 for the
annual tree planting asset program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 35,251 $ 7,154 $ 35,251 $ 1,500
Transfers In $ 61,140 $ 15,000 $ 15,000 $ 15,000
Total Revenues $ 96,391 $ 22,154 $ 50,251 $ 16,500
Expenditures
Employee Compensation $ 652,329 $ 721,732 $ 711,621 $ 719,060
Employee Benefits $ 329,223 $ 390,065 $ 446,908 $ 435,993
Materials $ 106,240 $ 36,982 $ 96,316 $ 77,355
Contract Services $ 8,290 $ 22,145 $ 10,398 $ 11,969
Cost Allocation $ 533,396 $ 549,401 $ 664,344 $ 841,640
Special Projects $ 13,737 $ 3,325 $ 15,000 $ 180,000
Contingencies $ -$ -$ 1,334 $ -
Total Expenditures $ 1,643,215 $ 1,723,650 $ 1,945,921 $ 2,266,017
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,546,823 $ 1,701,495 $ 1,895,670 $ 2,249,517
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 6.00 6.00 6.00 6.00
MAINTENANCE WORKER III 1.00 1.00 1.00 1.00
PUBLIC WORKS SUPERVISOR 0.40 0.40 0.40 0.40
Total 7.40 7.40 7.40 7.40
There are no changes to the current level of staffing.
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Sheriff Work Program
Budget Unit 100-86-826
General Fund - Trees and Right of Way - Sheriff Work Program
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 641,771
Fund Balance $ -
General Fund Costs $ 641,771
% Funded by General Fund 100.0%
Total Staffing 3.2 FTE
Program Overview
The Sheriff Work Program supplements existing Service Center staffing with individuals in a sentencing alternative program.
Participants of the program perform manual labor type duties. The work performed by this program reduces the number of full-
time maintenance workers required.
Service Objectives
Efficiently administer and schedule the Sheriff Work Program for a variety of non-skilled activities, including trash pick-up,
weed control, right-of-way maintenance and sandbag filling.
Offset manual work currently performed by skilled labor so as to increase overall productivity at the Service Center.
Proposed Budget
It is recommended that City Council approve a budget of $641,771 for the Sheriff Work Program program. This represents an
increase of $104,280 (19.4%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in FTE benefits, increases due to a new position request, and the reallocation of staff and
increased Cost Allocation expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 224,703 $ 152,990 $ 272,793 $ 262,132
Employee Benefits $ 116,970 $ 91,945 $ 114,351 $ 147,323
Materials $ 7,153 $ 5,229 $ 5,182 $ 5,495
Contract Services $ 6,489 $ 6,406 $ 5,913 $ 6,450
Cost Allocation $ 187,481 $ 234,622 $ 139,113 $ 220,371
Contingencies $ -$ -$ 139 $ -
Total Expenditures $ 542,796 $ 491,192 $ 537,491 $ 641,771
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 542,796 $ 491,192 $ 537,491 $ 641,771
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 2.00 2.00 2.00 3.00
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 2.20 2.20 2.20 3.20
As part of an operational efficiencies strategy, three Part Time Maintenance Worker positions were combined into one FTE for this
program.
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BBF Golf Maintenance
Budget Unit 560-87-260
Blackberry Farm - Facilities and Fleet - BBF Golf Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 112,649
Fund Balance $ (112,649)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.1 FTE
Program Overview
Maintain the Blackberry Farm Golf Course buildings to ensure efficient operations, property management and community pride.
Service Objectives
Provide a safe, clean and productive environment for the public and employees.
Respond to requests made by the Parks & Recreation Department staff.
Assist with the pending improvement projects.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $112,649 for the BBF Golf Maintenance program. This represents a
decrease of $8,358 (-6.9%) from the FY 2024-25 Adopted Budget.
The decrease in Materials is due to water utilities being charged to Golf Grounds Maintenance 560-84-260.
This program also includes $17,000 one-time costs to replace epoxy flooring, $20,000 for BBF Golf Course Restroom Project and
$5,000 for BBF Golf Course Shed Bathroom Project. For further detail on these requests, please reference the Summary of Proposed
Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ -$ -$ 8,167 $ 8,575
Employee Benefits $ -$ -$ 4,420 $ 4,167
Materials $ 98,672 $ 29,098 $ 72,363 $ 33,331
Contract Services $ 23,459 $ 16,416 $ 33,087 $ 64,750
Cost Allocation $ -$ -$ 1,652 $ 1,826
Contingencies $ -$ -$ 1,318 $ -
Total Expenditures $ 122,131 $ 45,514 $ 121,007 $ 112,649
Fund Balance $ (122,131)$ (45,514)$ (121,007)$ (112,649)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0 0 0.10 0.10
Total 0 0 0.10 0.10
There are no changes to the current level of staffing.
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City Hall Maintenance
Budget Unit 100-87-827
General Fund - Facilities and Fleet - City Hall Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 287,893
Total Expenditures $ 506,171
Fund Balance $ -
General Fund Costs $ 218,278
% Funded by General Fund 43.1%
Total Staffing 0.6 FTE
Program Overview
Maintain City Hall building to ensure efficient operations, employee satisfaction, and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and city employees.
Respond to requests made by City Hall staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $506,171 for the City Hall Maintenance program. This represents a
decrease of $4,466 (-0.9%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 379,605 $ 468,887 $ 265,226 $ 287,893
Total Revenues $ 379,605 $ 468,887 $ 265,226 $ 287,893
Expenditures
Employee Compensation $ 101,665 $ 79,413 $ 74,462 $ 74,888
Employee Benefits $ 49,316 $ 38,706 $ 40,192 $ 36,938
Materials $ 186,644 $ 207,359 $ 233,279 $ 227,498
Contract Services $ 94,918 $ 92,400 $ 111,156 $ 114,713
Cost Allocation $ -$ -$ 45,243 $ 52,134
Special Projects $ 103,867 $ -$ 2,000 $ -
Contingencies $ -$ -$ 4,305 $ -
Total Expenditures $ 536,410 $ 417,878 $ 510,637 $ 506,171
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 156,805 $ (51,009)$ 245,411 $ 218,278
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.10 0.10 0 0
MAINTENANCE WORKER III 0.70 0.40 0.40 0.40
PUBLIC WORKS SUPERVISOR 0.20 0.20 0.20 0.20
Total 1.00 0.70 0.60 0.60
There are no changes to the current level of staffing.
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Library Maintenance
Budget Unit 100-87-828
General Fund - Facilities and Fleet - Library Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,452,828
Total Expenditures $ 1,347,650
Fund Balance $ -
General Fund Costs $ (105,178)
% Funded by General Fund -7.8%
Total Staffing 0.9 FTE
Program Overview
Maintain Library building to ensure public and employee satisfaction and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and County employees.
Respond to requests made by County staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $1,347,650 for the Library Maintenance program. This represents an
increase of $9,522 (0.7%) from the FY 2024-25 Adopted Budget.
This program also includes a request for $47,137 one-time costs for baDery back-up system at the library. For further detail on
these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 24,627 $ 33,199 $ 24,627 $ 52,328
Charges for Services $ 505 $ 925,523 $ 1,007,998 $ 1,400,500
Total Revenues $ 25,132 $ 958,722 $ 1,032,625 $ 1,452,828
Expenditures
Employee Compensation $ 53,709 $ 91,622 $ 83,054 $ 92,854
Employee Benefits $ 23,541 $ 40,868 $ 45,626 $ 48,951
Materials $ 350,698 $ 404,389 $ 534,043 $ 448,026
Contract Services $ 391,010 $ 391,975 $ 461,171 $ 474,950
Cost Allocation $ 78,451 $ 84,287 $ 201,794 $ 235,732
Capital Outlays $ -$ -$ -$ 47,137
Special Projects $ 3,209 $ -$ -$ -
Contingencies $ -$ -$ 12,440 $ -
Total Expenditures $ 900,618 $ 1,013,141 $ 1,338,128 $ 1,347,650
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 875,487 $ 54,418 $ 305,503 $ (105,178)
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.40 0.20 0.40 0.50
MAINTENANCE WORKER III 0.10 0.30 0.30 0.30
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.60 0.60 0.80 0.90
The increase in staffing is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staff to respond
more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.
FY 2025-26 Proposed Budget Public Works 436
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Service Center Maintenance
Budget Unit 100-87-829
General Fund - Facilities and Fleet - Service Center Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 555,292
Fund Balance $ -
General Fund Costs $ 555,292
% Funded by General Fund 100.0%
Total Staffing 0.7 FTE
Program Overview
This program maintains the Service Center buildings to ensure employee satisfaction and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Service Center staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $555,292 for the Service Center Maintenance program. This represents an
increase of $214,028 (62.7%) from the FY 2024-25 Adopted Budget.
This program also includes $80,000 one-time costs for radio replacement, and $103,000 one-time costs for fascia board replacement
and painting. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the
beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
FY 2025-26 Proposed Budget Public Works 437
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 63,778 $ 59,391 $ 86,709 $ 80,549
Employee Benefits $ 30,039 $ 26,310 $ 41,581 $ 38,151
Materials $ 88,374 $ 76,851 $ 53,482 $ 77,561
Contract Services $ 57,550 $ 94,252 $ 60,937 $ 62,888
Cost Allocation $ 84,790 $ 85,176 $ 95,125 $ 113,143
Capital Outlays $ 13,186 $ 429,350 $ -$ 103,000
Special Projects $ 17,424 $ 195,965 $ 2,000 $ 80,000
Contingencies $ -$ -$ 1,430 $ -
Total Expenditures $ 355,141 $ 967,295 $ 341,264 $ 555,292
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 355,141 $ 967,294 $ 341,264 $ 555,292
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.40 0.20 0.30 0.30
MAINTENANCE WORKER III 0.20 0.20 0.20 0.20
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.20 0.20
Total 0.70 0.50 0.70 0.70
There are no changes to the current level of staffing.
FY 2025-26 Proposed Budget Public Works 438
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Quinlan Community Center Maintenance
Budget Unit 100-87-830
General Fund - Facilities and Fleet - Quinlan Community Center Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 3,500
Total Expenditures $ 637,103
Fund Balance $ -
General Fund Costs $ 633,603
% Funded by General Fund 99.5%
Total Staffing 0.6 FTE
Program Overview
This program maintains Quinlan Community Center building to ensure efficient operations, employee satisfaction, user
satisfaction and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Maintain an attractive appearance in spaces available as rentals.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $637,103 for the Quinlan Community Center Maintenance program. This
represents an increase of $110,112 (20.9%) from the FY 2024-25 Adopted Budget.
This program also includes request for $7,000 one-time costs for QCC Activity Room Hardwood Floor Sand/Buffing, $21,000 for
QCC Dance Room Hardwood Floor Sand/Buffing, and $20,000 recurring costs for Quinlan Community Center Door Hardware
Upgrade. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning
of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
FY 2025-26 Proposed Budget Public Works 439
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ 25 $ -$ 3,500
Total Revenues $ -$ 25 $ -$ 3,500
Expenditures
Employee Compensation $ 75,991 $ 63,364 $ 60,890 $ 62,616
Employee Benefits $ 32,306 $ 26,138 $ 30,939 $ 28,296
Materials $ 179,883 $ 196,916 $ 175,588 $ 213,427
Contract Services $ 153,184 $ 113,382 $ 122,294 $ 174,206
Cost Allocation $ 106,204 $ 102,648 $ 131,556 $ 158,558
Capital Outlays $ -$ 7,024 $ -$ -
Special Projects $ 22,020 $ 7,826 $ 2,000 $ -
Contingencies $ -$ -$ 3,724 $ -
Total Expenditures $ 569,588 $ 517,298 $ 526,991 $ 637,103
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 569,587 $ 517,271 $ 526,991 $ 633,603
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.70 0.50 0.50 0.50
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.80 0.60 0.60 0.60
There are no changes to the current level of staffing.
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Senior Center Maintenance
Budget Unit 100-87-831
General Fund - Facilities and Fleet - Senior Center Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 375,834
Fund Balance $ -
General Fund Costs $ 375,834
% Funded by General Fund 100.0%
Total Staffing 0.6 FTE
Program Overview
Maintain Senior Center building to ensure efficient operations, employee satisfaction, user satisfaction and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $375,834 for the Senior Center Maintenance program. This represents an
increase of $38,858 (11.5%) from the FY 2024-25 Adopted Budget.
The increase is due to increases in Cost Allocation and conference and training expenses. This program also includes a request for
$11,225 one-time costs for Senior Center guDer replacement on Mary Ave. For further detail on these requests, please reference the
Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ 25 $ -$ -
Total Revenues $ -$ 25 $ -$ -
Expenditures
Employee Compensation $ 61,951 $ 24,643 $ 56,117 $ 56,361
Employee Benefits $ 27,754 $ 13,950 $ 35,662 $ 33,482
Materials $ 73,196 $ 73,735 $ 70,419 $ 82,225
Contract Services $ 132,243 $ 61,552 $ 88,236 $ 91,058
Cost Allocation $ 78,035 $ 84,689 $ 82,559 $ 101,483
Capital Outlays $ 576 $ -$ -$ 11,225
Special Projects $ 23,247 $ 65,259 $ 2,000 $ -
Contingencies $ -$ -$ 1,983 $ -
Total Expenditures $ 397,002 $ 323,828 $ 336,976 $ 375,834
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 397,003 $ 323,802 $ 336,976 $ 375,834
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.70 0.50 0.50 0.50
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.80 0.60 0.60 0.60
There are no changes to the current level of staffing.
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McClellan Ranch Maintenance
Budget Unit 100-87-832
General Fund - Facilities and Fleet - McClellan Ranch Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 944
Total Expenditures $ 300,636
Fund Balance $ -
General Fund Costs $ 299,692
% Funded by General Fund 99.7%
Total Staffing 0.8 FTE
Program Overview
This program maintains McClellan Ranch buildings to ensure efficient operations, employee satisfaction, user satisfaction and
community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $300,636 for the McClellan Ranch Maintenance program. This represents
an increase of $64,835 (27.5%) from the FY 2024-25 Adopted Budget.
This increase is due to the addition of one new FTE across the Fleet & Facilities Division, Capital Outlays for asset replacements,
and an increase in Cost Allocation expenses.
Lastly, this program also includes a request for $35,000 one-time costs for EEC sliding door replacement. For further detail on
these requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 1,461 $ 1,178 $ 1,461 $ -
Miscellaneous Revenue $ 505 $ -$ -$ 944
Total Revenues $ 1,966 $ 1,178 $ 1,461 $ 944
Expenditures
Employee Compensation $ 40,141 $ 63,940 $ 62,481 $ 77,518
Employee Benefits $ 14,410 $ 28,618 $ 31,661 $ 42,298
Materials $ 40,131 $ 35,355 $ 46,043 $ 38,695
Contract Services $ 52,986 $ 28,868 $ 37,486 $ 38,686
Cost Allocation $ 51,328 $ 61,256 $ 55,086 $ 68,439
Capital Outlays $ -$ -$ -$ 35,000
Special Projects $ 18,653 $ 47,395 $ 2,000 $ -
Contingencies $ -$ -$ 1,044 $ -
Total Expenditures $ 217,649 $ 265,432 $ 235,801 $ 300,636
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 215,683 $ 264,255 $ 234,340 $ 299,692
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.30 0.40 0.40 0.60
MAINTENANCE WORKER III 0 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.40 0.60 0.60 0.80
The increase in staffing is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staff to respond
more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.
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Monta Vista Community Center Maintenance
Budget Unit 100-87-833
General Fund - Facilities and Fleet - Monta Vista Community Center Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 237,282
Fund Balance $ -
General Fund Costs $ 237,282
% Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
This program maintains Monta Vista Community Center and adjacent buildings to ensure efficient operations, employee
satisfaction, user satisfaction and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees. Respond to requests made by the
Parks & Recreation staff.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $237,282 for the Monta Vista Community Center Maintenance program.
This represents an increase of $51,377 (27.6%) from the FY 2024-25 Adopted Budget.
This increase is due to the addition of one new FTE across the Fleet & Facilities Division, and an increase in Contract Services for
building painting.
This program also includes $37,000 one-time costs for building painting. For further detail on these requests, please reference the
Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ -$ 25 $ -$ -
Total Revenues $ -$ 25 $ -$ -
Expenditures
Employee Compensation $ 33,061 $ 33,647 $ 35,562 $ 43,071
Employee Benefits $ 14,071 $ 15,548 $ 17,721 $ 22,759
Materials $ 37,871 $ 37,359 $ 43,782 $ 39,249
Contract Services $ 54,555 $ 28,946 $ 33,250 $ 71,314
Cost Allocation $ 51,535 $ 54,435 $ 52,627 $ 60,889
Special Projects $ -$ -$ 2,000 $ -
Contingencies $ -$ -$ 963 $ -
Total Expenditures $ 191,093 $ 169,935 $ 185,905 $ 237,282
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 191,093 $ 169,911 $ 185,905 $ 237,282
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.30 0.10 0.10 0.20
MAINTENANCE WORKER III 0 0.10 0.10 0.10
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.40 0.30 0.30 0.40
The increase in staffing is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staff to respond
more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.
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Wilson Park Maintenance
Budget Unit 100-87-834
General Fund - Facilities and Fleet - Wilson Park Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 181,494
Fund Balance $ -
General Fund Costs $ 181,494
% Funded by General Fund 100.0%
Total Staffing 0.5 FTE
Program Overview
This program maintains Wilson Park Ceramics Center to ensure efficient operations, user satisfaction, and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $181,494 for the Wilson Park Maintenance program. This represents an
increase of $79,190 (77.4%) from the FY 2024-25 Adopted Budget.
The increase is due to the addition of one new FTE across the Fleet & Facilities Division, asset replacements in Capital Outlays,
utility cost increases in Materials, and an increase in Cost Allocation expenses.
This program also includes a request for $46,000 one-time costs to replace siding, paint, and repair dry rot at Wilson poDery and
restrooms. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning
of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 20,072 $ 14,963 $ 26,348 $ 42,214
Employee Benefits $ 12,237 $ 6,552 $ 13,801 $ 26,130
Materials $ 26,862 $ 29,240 $ 27,773 $ 31,636
Contract Services $ 19,789 $ 17,617 $ 15,631 $ 16,131
Cost Allocation $ 36,714 $ 33,391 $ 18,208 $ 19,383
Capital Outlays $ -$ -$ -$ 46,000
Special Projects $ -$ 2,400 $ -$ -
Contingencies $ -$ -$ 543 $ -
Total Expenditures $ 115,674 $ 104,163 $ 102,304 $ 181,494
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 115,674 $ 104,163 $ 102,304 $ 181,494
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0 0.10 0.30 0.50
MAINTENANCE WORKER III 0.20 0 0 0
Total 0.20 0.10 0.30 0.50
The increase in staffing is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staff to respond
more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.
FY 2025-26 Proposed Budget Public Works 448
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Portal Park Maintenance
Budget Unit 100-87-835
General Fund - Facilities and Fleet - Portal Park Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 31,870
Fund Balance $ -
General Fund Costs $ 31,870
% Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
This program maintains Portal Park building to ensure user efficient operations, satisfaction, and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $31,870 for the Portal Park Maintenance program. This represents a
decrease of $29 (-0.1%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 9,487 $ -$ -$ -
Employee Benefits $ 6,254 $ -$ -$ -
Materials $ 7,741 $ 8,747 $ 11,598 $ 9,719
Contract Services $ 12,969 $ 4,800 $ 10,519 $ 10,855
Cost Allocation $ 29,828 $ 24,401 $ 9,506 $ 11,296
Contingencies $ -$ -$ 276 $ -
Total Expenditures $ 66,279 $ 37,948 $ 31,899 $ 31,870
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 66,279 $ 37,948 $ 31,899 $ 31,870
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER III 0.10 0 0 0
Total 0.10 0 0 0
There are no changes to the current level of staffing.
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Sports Center Maintenance
Budget Unit 570-87-836
Sports Center - Facilities and Fleet - Sports Center Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 920,491
Fund Balance $ (920,491)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing 0.6 FTE
Program Overview
This program maintains Sport Center facilities to ensure efficient operations, employee satisfaction, user satisfaction, and
community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $920,491 for the Sports Center Maintenance program. This represents an
increase of $133,379 (16.9%) from the FY 2024-25 Adopted Budget.
This increase is due to a special project of $160,000 for Sports Center Energy Management System Upgrade, and $100,000 one-time
costs for Sports Center Lighting Controls Upgrade included under Contract Services. For further detail on these requests, please
reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Special Projects
The following table shows the special projects for the fiscal year.
Special Project Appropriation Revenue Funding
Source Description
Energy
Management
System
Replacement
$160,000 $160,000 General
Fund
The Energy Management System (EMS) at the Sports
Center has reached the end of its
useful life. EMS upgrades are required every 10 years. The
new EMS allows remote
HVAC adjustments, which will greatly enhance the
building comfort for residents after
hours and weekends.
Revenues and Expenditures
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Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 68,675 $ 79,270 $ 64,176 $ 64,353
Employee Benefits $ (7,375)$ 83,289 $ 42,632 $ 40,358
Materials $ 146,551 $ 164,303 $ 177,167 $ 180,801
Contract Services $ 137,318 $ 128,018 $ 149,247 $ 254,023
Cost Allocation $ 73,222 $ 81,070 $ 100,859 $ 125,805
Capital Outlays $ -$ -$ 150,000 $ -
Special Projects $ 83,250 $ 21,126 $ 2,000 $ 160,000
Other Financing Uses $ 96,951 $ 95,852 $ 96,951 $ 95,151
Contingencies $ -$ -$ 4,080 $ -
Total Expenditures $ 598,592 $ 652,928 $ 787,112 $ 920,491
Fund Balance $ (598,592)$ (652,927)$ (787,112)$ (920,491)
General Fund Costs $ -$ -$ -$ -
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.10 0.10 0.10 0.10
MAINTENANCE WORKER III 0.50 0.50 0.50 0.50
PUBLIC WORKS SUPERVISOR 0.10 0.10 0 0
Total 0.70 0.70 0.60 0.60
There are no changes to the current level of staffing.
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Creekside Park Maintenance
Budget Unit 100-87-837
General Fund - Facilities and Fleet - Creekside Park Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 133,489
Fund Balance $ -
General Fund Costs $ 133,489
% Funded by General Fund 100.0%
Total Staffing 0.4 FTE
Program Overview
This program maintains Creekside Park building to ensure efficient operations, user satisfaction, and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $133,489 for the Creekside Park Maintenance program. This represents
an increase of $23,011 (20.8%) from the FY 2024-25 Adopted Budget.
This increase is due to the addition of one new FTE spread across the Fleet & Facilities Division, utility rate increases in Materials,
and an increase in Cost Allocation expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 19,697 $ 30,360 $ 33,161 $ 40,523
Employee Benefits $ 7,028 $ 12,793 $ 14,867 $ 20,061
Materials $ 14,207 $ 16,533 $ 18,089 $ 21,253
Contract Services $ 21,200 $ 19,131 $ 19,984 $ 20,623
Cost Allocation $ 37,854 $ 41,446 $ 23,901 $ 31,029
Contingencies $ -$ -$ 476 $ -
Total Expenditures $ 99,986 $ 120,263 $ 110,478 $ 133,489
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 99,987 $ 120,263 $ 110,478 $ 133,489
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.10 0.20 0.20 0.30
PUBLIC WORKS SUPERVISOR 0.10 0.10 0.10 0.10
Total 0.20 0.30 0.30 0.40
The increase in staffing is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staff to respond
more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.
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Community Hall Maintenance
Budget Unit 100-87-838
General Fund - Facilities and Fleet - Community Hall Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 283,406
Fund Balance $ -
General Fund Costs $ 283,406
% Funded by General Fund 100.0%
Total Staffing 0.8 FTE
Program Overview
This program maintains Community Hall and interactive fountain to ensure efficient operations, employee satisfaction, user
satisfaction, and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Community Hall users.
Manage and responsibly coordinate work completed by contractors.
Ensure water quality and functionality of interactive fountain.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Comply with mandated water restrictions.
Proposed Budget
It is recommended that City Council approve a budget of $283,406 for the Community Hall Maintenance program. This represents
an increase of $37,936 (15.5%) from the FY 2024-25 Adopted Budget.
This increase is due to the addition of one new FTE across the Fleet & Facilities Division, utility rate increases in Materials, asset
replacement in Capital Outlays, and an increase in Cost Allocation expenses.
This program also includes a request for $7,071 one-time costs to Replace All BaDeries on BaDery Back-Up System at Community
Hall. For further detail on these requests, please reference the Summary of Proposed Budget Requests found at the beginning of
the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Charges for Services $ 505 $ -$ -$ -
Total Revenues $ 505 $ -$ -$ -
Expenditures
Employee Compensation $ 38,000 $ 35,482 $ 64,407 $ 72,485
Employee Benefits $ 19,649 $ 17,045 $ 40,816 $ 45,185
Materials $ 48,547 $ 55,605 $ 51,661 $ 60,744
Contract Services $ 40,875 $ 30,513 $ 32,920 $ 33,973
Cost Allocation $ 61,230 $ 59,538 $ 52,609 $ 63,948
Capital Outlays $ -$ -$ -$ 7,071
Special Projects $ -$ -$ 2,000 $ -
Contingencies $ -$ -$ 1,057 $ -
Total Expenditures $ 208,301 $ 198,183 $ 245,470 $ 283,406
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 207,797 $ 198,183 $ 245,470 $ 283,406
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.40 0.20 0.50 0.60
MAINTENANCE WORKER III 0.10 0.10 0.20 0.20
Total 0.50 0.30 0.70 0.80
The increase in staffing is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staff to respond
more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.
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Teen Center Maintenance
Budget Unit 100-87-839
General Fund - Facilities and Fleet - Teen Center Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 2,167
Fund Balance $ -
General Fund Costs $ 2,167
% Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
This program maintains the Teen Center area below the Sports Center to ensure efficient operations, employee satisfaction, user
satisfaction, and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Respond to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $2,167 for the Teen Center Maintenance program.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 10,100 $ 11,390 $ -$ -
Employee Benefits $ 5,488 $ 6,403 $ -$ -
Materials $ 664 $ 329 $ -$ -
Cost Allocation $ 24,764 $ 24,165 $ -$ 2,167
Total Expenditures $ 41,016 $ 42,287 $ -$ 2,167
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 41,015 $ 42,286 $ -$ 2,167
Staffing
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Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER III 0.10 0.10 0 0
Total 0.10 0.10 0 0
There are no changes to the current level of staffing.
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Park Bathrooms Maintenance
Budget Unit 100-87-840
General Fund - Facilities and Fleet - Park Bathrooms Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 168,840
Fund Balance $ -
General Fund Costs $ 168,840
% Funded by General Fund 100.0%
Total Staffing 0.1 FTE
Program Overview
This program maintains park restrooms to ensure efficient operations, user satisfaction, and community pride.
Service Objectives
Provide clean and functioning restrooms at various park locations.
Respond to requests made by the users of the park.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $168,840 for the Park Bathrooms Maintenance program. This represents
an increase of $10,779 (6.8%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Cost Allocation expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 15,891 $ 9,887 $ 10,362 $ 9,951
Employee Benefits $ 8,164 $ 4,325 $ 4,831 $ 4,395
Materials $ 16,978 $ 12,956 $ 14,562 $ 16,669
Contract Services $ 122,907 $ 114,237 $ 112,659 $ 116,264
Cost Allocation $ 40,754 $ 35,829 $ 14,057 $ 21,561
Contingencies $ -$ -$ 1,590 $ -
Total Expenditures $ 204,694 $ 177,234 $ 158,061 $ 168,840
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 204,694 $ 177,234 $ 158,061 $ 168,840
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0.20 0.10 0.10 0.10
Total 0.20 0.10 0.10 0.10
There are no changes to the current level of staffing.
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Blackberry Farm Maintenance
Budget Unit 100-87-841
General Fund - Facilities and Fleet - Blackberry Farm Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 549,423
Fund Balance $ -
General Fund Costs $ 549,423
% Funded by General Fund 100.0%
Total Staffing 0.6 FTE
Program Overview
This program maintains Blackberry Farm buildings and facilities to ensure efficient operations, employee satisfaction, user
satisfaction, and community pride.
Service Objectives
Provide a safe, clean and productive working environment for the public and employees.
Timely response to requests made by Parks & Recreation Department staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $549,423 for the Blackberry Farm Maintenance program. This represents
an increase of $85,056 (18.3%) from the FY 2024-25 Adopted Budget.
This increase is due to the addition of one new FTE across the Fleet & Facilities Division and an increase in Cost Allocation
expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ 21,755 $ 80,618 $ 47,461 $ 55,310
Employee Benefits $ 6,991 $ 45,500 $ 29,822 $ 37,508
Materials $ 92,041 $ 123,408 $ 128,418 $ 134,899
Contract Services $ 56,167 $ 61,310 $ 73,799 $ 76,160
Cost Allocation $ 194,564 $ 161,698 $ 182,339 $ 245,546
Special Projects $ 5,000 $ 6,803 $ -$ -
Contingencies $ -$ -$ 2,528 $ -
Total Expenditures $ 376,518 $ 479,337 $ 464,367 $ 549,423
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 376,518 $ 479,337 $ 464,367 $ 549,423
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 1.30 1.30 0.30 0.40
MAINTENANCE WORKER III 0 0.10 0.20 0.20
Total 1.30 1.40 0.50 0.60
The increase in staffing is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staff to respond
more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.
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Franco Traffic Operations Center
Budget Unit 100-87-852
General Fund - Facilities and Fleet - Franco Traffic Operations Center
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 64,548
Fund Balance $ -
General Fund Costs $ 64,548
% Funded by General Fund 100.0%
Total Staffing 0.3 FTE
Program Overview
This program maintains the Traffic Operations Center on Franco Court to ensure efficient operations, user satisfaction, and
community pride.
Service Objectives
Provide a safe, clean and productive working environment for city employees.
Respond to requests made by Traffic Operations Center staff.
Manage and responsibly coordinate work completed by contractors.
Perform improvements that responsibly conserve the resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $64,548 for the Franco Traffic Operations Center program. This
represents an increase of $20,806 (47.6%) from the FY 2024-25 Adopted Budget.
This increase is due to changes to the current level of staffing allocation, and utilities which were inadvertently not budgeted last
fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Employee Compensation $ -$ -$ 18,446 $ 25,869
Employee Benefits $ -$ -$ 9,520 $ 15,376
Materials $ 1,568 $ 7,932 $ 229 $ 8,994
Contract Services $ 15,431 $ 8,989 $ 9,996 $ 10,316
Cost Allocation $ 4,410 $ 4,904 $ 5,423 $ 3,993
Contingencies $ -$ -$ 128 $ -
Total Expenditures $ 21,409 $ 21,825 $ 43,742 $ 64,548
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 21,410 $ 21,825 $ 43,742 $ 64,548
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER I/II 0 0 0.20 0.30
Total 0 0 0.20 0.30
The increase in staffing is due to the addition of one FTE spread across the Fleet & Facilities Division, enabling staff to respond
more quickly and efficiently to maintenance requests and improving the overall functionality and safety of City facilities.
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City Hall Annex
Budget Unit 100-87-857
General Fund - Facilities and Fleet - City Hall Annex
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 4,046
Fund Balance $ -
General Fund Costs $ 4,046
% Funded by General Fund 100.0%
Total Staffing 0.0 FTE
Program Overview
Maintain City Hall Annex building to ensure efficient operations, property management and community pride.
Service Objectives
Provide a safe, clean and productive working environment for building occupants.
Assist with the pending improvement projects.
Feasibly conserve resources of water, electricity, and gas.
Proposed Budget
It is recommended that City Council approve a budget of $4,046 for the City Hall Annex program. This represents an increase of
$445 (12.4%) from the FY 2024-25 Adopted Budget.
This increase is due an increase in utility costs.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 7,290 $ -$ -$ -
Total Revenues $ 7,290 $ -$ -$ -
Expenditures
Employee Compensation $ -$ 10,118 $ -$ -
Employee Benefits $ (828)$ 6,122 $ -$ -
Materials $ 1,808 $ 2,986 $ 3,557 $ 4,046
Contract Services $ 9,208 $ -$ -$ -
Contingencies $ -$ -$ 44 $ -
Total Expenditures $ 10,188 $ 19,226 $ 3,601 $ 4,046
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 2,898 $ 19,226 $ 3,601 $ 4,046
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
MAINTENANCE WORKER III 0 0.10 0 0
Total 0 0.10 0 0
There is no longer staffing associated with this program.
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Community Shuttle
Budget Unit 100-88-265
General Fund - Transportation - Community Shuttle
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 2,899,936
Total Expenditures $ 4,070,272
Fund Balance $ -
General Fund Costs $ 1,170,336
% Funded by General Fund 28.8%
Total Staffing FTE
Program Overview
The Silicon Valley (SV) Hopper, formerly Via-Cupertino, is an on-demand ride-share community shuDle. The app-based service,
initiated as a pilot in 2019 serving only Cupertino, has been expanded to provide transportation to anywhere in Cupertino, a
portion of Santa Clara, and El Camino Hospital and Caltrain in Mountain View as a result of State TIRCP grant funding the
expansion and a conversion to an EV-only fleet.
Service Objectives
Provide safe, affordable and convenient transportation alternative to the single-occupancy vehicle
Reduce greenhouse gas emissions and congestion by providing first- and last-mile connections to regional transit systems
such as Caltrain, VTA, Amtrak and BART
Support climate change goals through deployment of a completely electrified vehicle fleet
Augment transportation alternatives for disadvantaged communities in Silicon Valley
Proposed Budget
It is recommended that City Council approve a budget of $4,070,272 for the Community ShuDle program. This represents an
increase of $216,314 (5.6%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Contract Services, which are 75% cost-recovered. Per the original agreement, the rate for year
three is $4,070,272.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ -$ 335,459 $ 1,903,000 $ 2,899,936
Charges for Services $ -$ -$ 808,855 $ -
Total Revenues $ -$ 335,459 $ 2,711,855 $ 2,899,936
Expenditures
Contract Services $ -$ 2,558,925 $ 3,806,378 $ 4,070,272
Contingencies $ -$ -$ 47,580 $ -
Total Expenditures $ -$ 2,558,925 $ 3,853,958 $ 4,070,272
Fund Balance $ -$ -$ -$ -
General Fund Costs $ -$ 2,223,466 $ 1,142,103 $ 1,170,336
Staffing
There is no staffing associated with this program.
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Traffic Engineering
Budget Unit 100-88-844
General Fund - Transportation - Traffic Engineering
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 1,422,418
Fund Balance $ -
General Fund Costs $ 1,422,418
% Funded by General Fund 100.0%
Total Staffing 3.0 FTE
Program Overview
The Transportation Division oversees traffic operations, traffic studies, transportation planning, and transportation capital
improvements to safely and efficiently manage all modes of travel within the City’s street and trail network. This includes
responding to citizen requests and concerns regarding traffic issues, developing plans for the installation of traffic signals, traffic
signs, and pavement markings, and developing design standards. The Division assists in the preparation of the General Plan, street
plan lines and the capital improvement program related to street improvements. Division staff are active on Santa Clara Valley
Transportation Authority (VTA) subcommiDees and working groups and keeps abreast regarding current developments in the
field as well as grant funding opportunities for large projects.
The Transportation Division also participates in the review of private development proposals to identify potential traffic impacts
and to require necessary mitigations to maintain levels of service and safe and efficient traffic operations.
Service Objectives
Ensure the efficiency and safety of the street system for all modes of travel through continual observation of traffic paDerns,
traffic signals and other traffic control devices.
Review traffic collision reports, traffic flow patterns, and neighborhood traffic issues and respond as needed.
Cooperate with neighboring jurisdictions on regional issues that affect both traffic safety and traffic efficiency at City
boundaries.
Continue training personnel in traffic engineering by encouraging attendance at classes and seminars.
Encourage the use of alternate modes of transportation to the single occupancy vehicle through the implementation of
recommendations from the Bicycle and Pedestrian Transportation Plans.
Supports transit initiatives, ride-share programs, carpool programs, and transportation planning work for all modes of
transportation.
Proposed Budget
It is recommended that City Council approve a budget of $1,422,418 for the Traffic Engineering program. This represents a
decrease of $117,436 (-7.6%) from the FY 2024-25 Adopted Budget.
This budget includes a request for $300,000 for City Work Program (CWP) item Traffic Impact Fee Study.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 37,936 $ -$ -$ -
Transfers In $ 800,000 $ -$ -$ -
Total Revenues $ 837,936 $ -$ -$ -
Expenditures
Employee Compensation $ 544,285 $ 520,342 $ 556,714 $ 504,880
Employee Benefits $ 197,816 $ 220,565 $ 257,150 $ 209,235
Materials $ 21,202 $ 14,525 $ 13,937 $ 17,610
Contract Services $ 155,535 $ 114,387 $ 157,114 $ 164,466
Cost Allocation $ 259,181 $ 218,675 $ 222,801 $ 226,227
Special Projects $ 1,051,444 $ 1,006,277 $ 330,000 $ 300,000
Contingencies $ -$ -$ 2,138 $ -
Total Expenditures $ 2,229,463 $ 2,094,771 $ 1,539,854 $ 1,422,418
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 1,391,527 $ 2,094,771 $ 1,539,854 $ 1,422,418
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ASSISTANT ENGINEER 1.50 1.50 1.40 1.00
PUBLIC WORKS PROJECT MANAGER LT 0.50 0 0 0
TRANSIT & TRANSPORTATION PLANNER 1.00 1.00 1.00 1.00
TRANSPORTATION MANAGER 0.90 0.90 1.00 1.00
Total 3.90 3.40 3.40 3.00
Staff time is being reallocated to better reflect actual time spent in this program.
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Traffic Signal Maintenance
Budget Unit 100-88-845
General Fund - Transportation - Traffic Signal Maintenance
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 19,522
Total Expenditures $ 737,456
Fund Balance $ -
General Fund Costs $ 717,934
% Funded by General Fund 97.4%
Total Staffing 2.0 FTE
Program Overview
The Traffic Signal Maintenance Division oversees the operation and maintenance of the City’s 60 traffic signals, including eight
traffic signals owned by the State of California. The Division also maintains the traffic signal communication infrastructure, such as
the fiber optic network and the traffic operation center hub.
Service Objectives
Ensure the continuous and safe operation of the City’s traffic signal system on a continuous 24-hour basis with full-time
and on-call staff, which is accomplished by regularly performing preventative maintenance, diagnosing malfunctions and
repairs, investigating citizen complaints, replacing or upgrading obsolete hardware, inspecting the work of contractors,
responding to knockdowns and power outages, and adjusting signal timing parameters.
Continue training, maintaining proficiency of traffic signal technicians and on-call staff by encouraging attendance at classes
and seminars.
Proposed Budget
It is recommended that City Council approve a budget of $737,456 for the Traffic Signal Maintenance program. This represents an
increase of $39,900 (5.7%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Cost Allocation expenses.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 11,027 $ 12,021 $ 11,027 $ 12,022
Charges for Services $ -$ 42,501 $ -$ 7,500
Total Revenues $ 11,027 $ 54,522 $ 11,027 $ 19,522
Expenditures
Employee Compensation $ 273,059 $ 275,548 $ 282,130 $ 282,109
Employee Benefits $ 108,997 $ 103,086 $ 111,275 $ 97,274
Materials $ 161,470 $ 92,290 $ 138,360 $ 148,621
Contract Services $ 44,182 $ 28,879 $ 48,174 $ 48,174
Cost Allocation $ 182,220 $ 187,207 $ 115,285 $ 161,278
Special Projects $ -$ 50,491 $ -$ -
Contingencies $ -$ -$ 2,332 $ -
Total Expenditures $ 769,928 $ 737,501 $ 697,556 $ 737,456
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 758,901 $ 682,979 $ 686,529 $ 717,934
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
TRAFFIC SIGNAL TECHNICIAN 2.00 2.00 2.00 2.00
Total 2.00 2.00 2.00 2.00
There are no changes to the current level of staffing.
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Safe Routes 2 School
Budget Unit 100-88-846
General Fund - Transportation - Safe Routes 2 School
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 90,000
Total Expenditures $ 1,029,551
Fund Balance $ -
General Fund Costs $ 939,551
% Funded by General Fund 91.3%
Total Staffing 1.0 FTE
Program Overview
Safe Routes to School seeks to engage local schools, school districts, parent organizations, community groups, and the Santa Clara
County Sheriff’s Office in the mission of reducing Singular Occupancy Vehicle (SOV) travel to and from school in order to reduce
carbon emission and car traffic and increase student safety. The program seeks to achieve these objectives through education,
encouragement, enforcement, and engineering infrastructure changes in and around Cupertino schools.
Service Objectives
Help to improve the health and well-being of students by increasing the number of students who walk or bike to school.
Develop partnerships with school administrators, staff, parents, and students.
Encourage and empower more students and families to walk, bike, carpool, and take alternative transit to school.
Adjust signage and infrastructure surrounding Cupertino schools to facilitate a safer environment for bicycle and pedestrian
travel.
Educate students and families about the benefits of walking and bicycling to school; health, environmental protection,
academic improvements, community building and more.
Minimize gaps in communication between City, School Districts, and Schools and collaborate on efforts to increase student
safety.
Enhance bicyclist and pedestrian student safety through coordination of skills classes and distribution of educational
material.
Proposed Budget
It is recommended that City Council approve a budget of $1,029,551 for the Safe Routes 2 School program. This represents an
increase of $160,372 (18.5%) from the FY 2024-25 Adopted Budget.
The increase is due to an increase in Contract Services for Crossing Guard and Bike and Pedestrian Education programs, as well as
increases in Cost Allocation expenses.
This program also includes a request for $25,000 one-time costs for Annual Bike Ped Education. For further detail on these
requests, please reference the Summary of Proposed Budget Requests found at the beginning of the budget document.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Intergovernmental Revenue $ 46,799 $ -$ 50,000 $ 50,000
Miscellaneous Revenue $ 40,000 $ 40,000 $ 40,000 $ 40,000
Total Revenues $ 86,799 $ 40,000 $ 90,000 $ 90,000
Expenditures
Employee Compensation $ 153,328 $ 118,466 $ 153,363 $ 152,022
Employee Benefits $ 46,907 $ 43,051 $ 56,197 $ 69,740
Materials $ 33,207 $ 22,490 $ 46,831 $ 49,678
Contract Services $ 336,643 $ 400,828 $ 461,802 $ 598,100
Cost Allocation $ 68,673 $ 77,905 $ 144,628 $ 160,011
Special Projects $ 57,729 $ 10,118 $ -$ -
Contingencies $ -$ -$ 6,358 $ -
Total Expenditures $ 696,487 $ 672,858 $ 869,179 $ 1,029,551
Fund Balance $ -$ -$ -$ -
General Fund Costs $ 609,688 $ 632,857 $ 779,179 $ 939,551
Staffing
The following table lists full-time equivalents (FTE) by position. It includes actuals for two prior fiscal years, the Adopted Budget
for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Position Title 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
ENVIRONMENTAL PROGRAMS ASSISTANT 1.00 1.00 1.00 1.00
Total 1.00 1.00 1.00 1.00
There are no changes to the current level of staffing.
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Fixed Assets Acquisition
Budget Unit 630-90-985
Vehicle/Equip Replacement - Non-Departmental - Fixed Assets Acquisition
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ 799,884
Fund Balance $ (799,884)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
This program purchases vehicles and equipment having a value greater than $5,000 and expected life of more than one year.
Equipment users are charged for the use of these assets through a depreciation schedule. Equipment used by Special Revenue and
Enterprise funds are charged to the respective funds.
Service Objectives
Obtain quality equipment through competitive bidding.
Purchase energy efficient vehicles whenever practical.
Purchase quiet, ergonomic and environmentally friendly equipment whenever practical.
Proposed Budget
It is recommended that City Council approve a budget of $799,884 for the Fixed Assets Acquisition program. This represents an
increase of $340,773 (74.2%) from the FY 2024-25 Adopted Budget.
The increase is due to mandated EV purchases required to comply with California Air Resources Control Board (CARB) zero-
emission and grant requirements.
This budget includes $780,000 for vehicle and equipment replacement assets listed below.
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Asset Appropriation Revenue Funding Source Description
Fixed Assets
Acquisition $80,000 $80,000 Vehicle/Equipment
Replacement Fund
Grounds vehicle #418 2013 Ford F350. Replacement
vehicle Ford Lightning EV Truck.
Fixed Assets
Acquisition $80,000 $80,000 Vehicle/Equipment
Replacement Fund
Streets vehicle #421 2016 Fusion. Replacement vehicle
Ford Lightning EV Truck.
Fixed Assets
Acquisition $80,000 $80,000 Vehicle/Equipment
Replacement Fund
Fleet vehicle #488 2015 C-Max. Replacement vehicle
Ford Lightning EV Truck.
Fixed Assets
Acquisition $80,000 $80,000 Vehicle/Equipment
Replacement Fund
Streets vehicle #8 2002 Ford 350 Utility Bed Lift Gate.
Replacement vehicle Ford Lightning EV Truck.
Fixed Assets
Acquisition $95,000 $95,000 Vehicle/Equipment
Replacement Fund
Facilities vehicle #416 014 F-250. Replacement vehicle
E-Transit High Roof.
Fixed Assets
Acquisition $70,000 $70,000 Vehicle/Equipment
Replacement Fund
Parks and Recreation vehicle #42 2002 Ford F250.
Replacement vehicle Ford F250.
Fixed Assets
Acquisition $95,000 $95,000 Vehicle/Equipment
Replacement Fund
Trees/ROW vehicle #449 2013 Ford F350 Utility bed
with Dump. Replacement vehicle One-Ton Utility Bed
with Dump.
Fixed Assets
Acquisition $95,000 $95,000 Vehicle/Equipment
Replacement Fund
Trees/ROW vehicle #478 2012 F-350. Replacement
vehicle One-Ton Utility Bed with Dump.
Fixed Assets
Acquisition $90,000 $90,000 Vehicle/Equipment
Replacement Fund
Grounds vehicle #31 2008 F350. Replacement vehicle
Ford F350 Truck
Fixed Assets
Acquisition $15,000 $15,000 Vehicle/Equipment
Replacement Fund
Trees/ROW equipment #37 1000 Gallon Water Trailer.
Replacement vehicle 500 Gallon Trailer.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Total Revenues $ -$ -$ -$ -
Expenditures
Cost Allocation $ 7,844 $ 7,868 $ 19,111 $ 19,884
Special Projects $ 5,157 $ (12,184)$ 440,000 $ 780,000
Total Expenditures $ 13,001 $ (4,316)$ 459,111 $ 799,884
Fund Balance $ (13,001)$ 4,316 $ (459,111)$ (799,884)
General Fund Costs $ -$ -$ -$ -
Staffing
There is no staffing associated with this program.
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Non-Departmental
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Department Overview
Budget Units
Budget Unit Program 2026 Proposed Budget
Non-Departmental $ 15,305,253
100-90-001 General Fund Non-Departmental $ 10,613,653
281-90-001 Tree Fund Non-Departmental $ 15,000
365-90-001 Debt Service Non-Departmental $ -
429-90-001 Capital Reserve Non-Departmental $ 2,000,000
365-90-500 Facility Lease Debt Service $ 2,676,600
Total $ 15,305,253
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Budget at a Glance
2026 Proposed Budget
Total Revenues $ 73,977,332
Total Expenditures $ 15,305,253
Fund Balance $ (13,723)
General Fund Costs $ (57,009,202)
% Funded by General Fund -372.5%
Total Staffing FTE
Proposed Budget
It is recommended that City Council approve a budget of $15,305,253 for the Non-Departmental department. This represents a
decrease of $3,006,389 (-16.4%) from the FY 2024-25 Adopted Budget.
This decrease is primarily due to a decrease in Capital Improvement Funds due to less projects.
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Proposed Expenditures by Division
Department Expenditure History
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
100.0%
Non-Departmental
$15.9M
$12.7M
$18.3M
$15.3M
2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Sales Tax $ 34,819,341 $ 30,961,166 $ 11,648,962 $ 11,983,958
Property Tax $ 31,889,638 $ 33,036,853 $ 33,174,977 $ 35,413,310
Transient Occupancy Tax $ 7,062,150 $ 6,486,798 $ 7,731,947 $ 7,500,000
Utility Tax $ 4,103,906 $ 3,935,917 $ 4,130,140 $ 4,206,907
Franchise Fees $ 3,995,018 $ 4,313,669 $ 3,509,346 $ 4,394,563
Other Taxes $ 1,471,789 $ 1,621,328 $ 1,684,329 $ 1,736,718
Licenses and Permits $ 29,235 $ 30,345 $ 30,866 $ 26,859
Use of Money and Property $ 2,169,598 $ 8,743,383 $ 4,026,000 $ 3,908,613
Intergovernmental Revenue $ 6,261,952 $ 263,134 $ 100,400 $ 124,404
Charges for Services $ 10,639 $ 12,219 $ -$ 5,400
Miscellaneous Revenue $ 141,840 $ 978,958 $ -$ -
Transfers In $ 8,291,964 $ 3,073,600 $ 2,676,200 $ 4,676,600
Total Revenues $ 100,247,070 $ 93,457,370 $ 68,713,167 $ 73,977,332
Expenditures
Materials $ 26,036 $ 8,948 $ 23,264 $ 19,000
Contract Services $ 1,500 $ 1,500 $ -$ -
Capital Outlays $ 675 $ -$ -$ -
Debt Service $ 2,675,800 $ 2,677,600 $ 2,676,200 $ 2,676,600
Transfers Out $ 13,205,485 $ 9,994,583 $ 15,612,178 $ 12,609,653
Total Expenditures $ 15,909,496 $ 12,682,631 $ 18,311,642 $ 15,305,253
Fund Balance $ 4,546,486 $ (2,761,120)$ (8,260,580)$ (13,723)
General Fund Costs $ (71,499,123)$ (80,558,259)$ (55,985,905)$ (57,009,202)
Staffing
There is no staffing associated with this department.
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General Fund Non-Departmental
Budget Unit 100-90-001
General Fund - Non-Departmental - General Fund Non-Departmental
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 69,299,455
Total Expenditures $ 10,613,653
Fund Balance $ -
General Fund Costs $ (59,685,802)
% Funded by General Fund -562.3%
Total Staffing FTE
Program Overview
Non-Departmental programs encompass a variety of revenues that are not directly tied to any specific department or program.
These revenues include sales tax, property tax, and transient occupancy tax revenues, which are then allocated to various
departments as required.
Additionally, Non-Departmental programs also account for the transfers of monies between various funds, which provide
subsidies and resources to the receiving fund to support operating, debt service, and capital project costs. General Fund subsidies
are included in these transfers, which are evaluated annually to ensure that funds outside of the General Fund end the year with
sufficient fund balance. Typically, transfers are made to Special Revenue and Enterprise Funds that require subsidies due to their
revenues falling short of full program costs. Furthermore, the City has recurring transfers to fund the costs associated with Annual
Debt Payment and Compensated Absences.
For more detailed information on General Fund revenues, please refer to the Financial Schedules: General Fund Revenues.
Proposed Budget
It is recommended that City Council approve a budget of $10,613,653 for the General Fund Non-Departmental program. This
represents an increase of $3,240,791 (44.0%) from the FY 2024-25 Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
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Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Sales Tax $ 34,819,341 $ 30,961,166 $ 11,648,962 $ 11,983,958
Property Tax $ 31,889,638 $ 33,036,853 $ 33,174,977 $ 35,413,310
Transient Occupancy Tax $ 7,062,150 $ 6,486,798 $ 7,731,947 $ 7,500,000
Utility Tax $ 4,103,906 $ 3,935,917 $ 4,130,140 $ 4,206,907
Franchise Fees $ 3,995,018 $ 4,313,669 $ 3,509,346 $ 4,394,563
Other Taxes $ 1,471,789 $ 1,621,328 $ 1,684,329 $ 1,736,718
Licenses and Permits $ 29,235 $ 30,345 $ 30,866 $ 26,859
Use of Money and Property $ 2,381,446 $ 8,414,389 $ 4,024,000 $ 3,907,336
Intergovernmental Revenue $ 6,261,952 $ 263,134 $ 100,400 $ 124,404
Charges for Services $ 5,829 $ 4,319 $ -$ 5,400
Miscellaneous Revenue $ 141,840 $ 976,173 $ -$ -
Transfers In $ -$ 96,000 $ -$ -
Total Revenues $ 92,162,144 $ 90,140,091 $ 66,034,967 $ 69,299,455
Expenditures
Materials $ 26,036 $ 8,948 $ 23,264 $ 19,000
Capital Outlays $ 675 $ -$ -$ -
Transfers Out $ 12,344,345 $ 6,595,284 $ 7,349,598 $ 10,594,653
Total Expenditures $ 12,371,056 $ 6,604,232 $ 7,372,862 $ 10,613,653
Fund Balance $ -$ -$ -$ -
General Fund Costs $ (79,791,087)$ (83,535,859)$ (58,662,105)$ (59,685,802)
Staffing
There is no staffing associated with this program.
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Tree Fund Non-Departmental
Budget Unit 281-90-001
Tree Fund - Non-Departmental - Tree Fund Non-Departmental
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 1,277
Total Expenditures $ 15,000
Fund Balance $ (13,723)
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
Transfers represent transfers of monies between various funds. Tree Fund revenues are from in-lieu tree replacement fees and tree
damage and removal fees. The revenues are transferred to the Street Tree Maintenance program to pay for new and replacement
trees.
Proposed Budget
It is recommended that City Council approve a budget of $15,000 for the Tree Fund Non-Departmental program. This budget is
unchanged from the prior year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ 1,823 $ 2,877 $ 2,000 $ 1,277
Charges for Services $ 4,810 $ 7,900 $ -$ -
Miscellaneous Revenue $ -$ 2,785 $ -$ -
Total Revenues $ 6,633 $ 13,562 $ 2,000 $ 1,277
Expenditures
Transfers Out $ 61,140 $ 15,000 $ 15,000 $ 15,000
Total Expenditures $ 61,140 $ 15,000 $ 15,000 $ 15,000
Fund Balance $ (54,507)$ (1,438)$ (13,000)$ (13,723)
General Fund Costs $ -$ -$ -$ -
Staffing
There is no staffing associated with this program.
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Debt Service Non-Departmental
Budget Unit 365-90-001
Public Facilities Corp - Non-Departmental - Debt Service Non-Departmental
Budget at a Glance
2026 Proposed Budget
Total Revenues $ -
Total Expenditures $ -
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
The Debt Service Non-Departmental Program accounts for the refinancing of debt instruments for the City’s Public Facilities
Corporation.
Proposed Budget
There is no budget requested for this program.
This budget was previously misallocated to a program intended for refinancing debt. It has now been correctly reclassified under
the Facility Lease Debt Service program 365-90-500, which appropriately reflects its purpose of financing debt.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ (5,099)$ -$ -$ -
Transfers In $ 2,675,800 $ 2,677,600 $ 2,676,200 $ -
Total Revenues $ 2,670,701 $ 2,677,600 $ 2,676,200 $ -
Expenditures
Total Expenditures $ -$ -$ -$ -
Fund Balance $ 2,670,701 $ 2,677,600 $ 2,676,200 $ -
General Fund Costs $ 2,675,800 $ 2,677,600 $ 2,676,200 $ -
Staffing
There is no staffing associated with this program.
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Capital Reserve Non-Departmental
Budget Unit 429-90-001
Capital Reserve - Non-Departmental - Capital Reserve Non-Departmental
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 2,000,000
Total Expenditures $ 2,000,000
Fund Balance $ -
General Fund Costs $ -
% Funded by General Fund 0.0%
Total Staffing FTE
Program Overview
Transfers represent transfers of monies between various funds. These transfers provide subsidies and resources to the receiving
fund to support operating, debt service, and capital project costs. General Fund subsidies to other funds and funding of capital
projects are included in transfers.
Transfers out from the Capital Reserve vary from year to year depending on the projects selected in the Capital Improvement
Program. In addition, funding sources for each project are reviewed and then allocated appropriately. AVer this review, the
remaining balance of the project left to fund is then transferred from the Capital Reserve Fund.
Proposed Budget
It is recommended that City Council approve a budget of $2,000,000 for the Capital Reserve Non-Departmental program. This
represents a decrease of $6,247,580 (-75.8%) from the FY 2024-25 Adopted Budget.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Use of Money and Property $ (208,572)$ 326,117 $ -$ -
Transfers In $ 5,616,164 $ 300,000 $ -$ 2,000,000
Total Revenues $ 5,407,592 $ 626,117 $ -$ 2,000,000
Expenditures
Transfers Out $ 800,000 $ 3,384,299 $ 8,247,580 $ 2,000,000
Total Expenditures $ 800,000 $ 3,384,299 $ 8,247,580 $ 2,000,000
Fund Balance $ 4,607,592 $ (2,758,182)$ (8,247,580)$ -
General Fund Costs $ 5,616,164 $ 300,000 $ -$ -
Staffing
There is no staffing associated with this program.
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Facility Lease Debt Service
Budget Unit 365-90-500
Public Facilities Corp - Non-Departmental - Facility Lease Debt Service
Budget at a Glance
2026 Proposed Budget
Total Revenues $ 2,676,600
Total Expenditures $ 2,676,600
Fund Balance $ -
General Fund Costs $ 2,676,600
% Funded by General Fund 100.0%
Total Staffing FTE
Program Overview
The Debt Service Program accounts for the payment of principal and interest and associated administrative costs incurred with the
issuance of debt instruments for the City’s Public Facilities Corporation. The budget funds the Corporation’s annual payment of
principal and interest on the City Hall/Library, Wilson/Memorial Open Space, and Library Certificates of Participation (COP) that
will be paid off by the year 2030.
The majority of the borrowings occurred in early 1990 to acquire additional park real estate and expand community facilities. A
breakdown of the capital acquisitions follows:
Increased 90 acres of park real estate to 190 acres, a 111% increase
Increased 26,031 sq ft of recreation building space to 84,460 sq ft, a 224% increase
Specific purchases included:
Blackberry Farm - $18 million, voter-approved debt
Creekside Park - $12 million, voter-approved debt
Sports Center - $8 million
Quinlan Community Center, including park real estate - $6.1 million
Wilson Park and improvements - $5.6 million
Jollyman Park development - $1 million
City Hall renovation/improvements - $1.7 million
Library renovation/improvements - $1.7 million
New Library and Community Hall - $10 million
Most recently, the City added debt to fund the new Library and Community Hall in 2004.
In May 2012, the Corporation refinanced its $44 million in outstanding debt to lower the interest rate and save approximately
$350,000 per year in debt payments. On September 29, 2020, the City’s 2020A Certificates of Participation (2020 COPs) were
successfully sold to refund the City’s 2012 Certificates of Participation for debt service savings. The refunding generated net
present value savings of approximately $3.14 million, 11.61% of refunded par, and a True Interest Cost of 0.72%. Savings to the
City’s General Fund amounts to approximately $494,000 per year for the next ten years or almost $5 million in total savings.
Schedule of Lease Payments
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Bond Year (Ending June
1)Principal Interest Annual Lease Payment
2024 2,035,000 642,600 2,677,600
2025 2,115,000 561,200 2,676,200
2026 2,200,000 476,600 2,676,600
2027 2,285,000 388,600 2,673,600
2028 2,380,000 297,200 2,677,200
2029 2,475,000 202,000 2,677,000
2030 2,575,000 103,000 2,678,000
Total $16,065,000 $2,671,200 $18,736,200
Proposed Budget
It is recommended that City Council approve a budget of $2,676,600 for the Facility Lease Debt Service program. This represents
an increase of $400 (0.0%) from the FY 2024-25 Adopted Budget.
This budget is relatively unchanged from the prior fiscal year.
Revenues and Expenditures
The following table details revenues, expenditures, changes in fund balance and General Fund costs by category. It includes
actuals for two prior fiscal years, the Adopted Budget for the prior fiscal year, and the Proposed Budget for the current fiscal year.
Category 2023 Actual 2024 Actual 2025 Adopted Budget 2026 Proposed Budget
Revenues
Transfers In $ -$ -$ -$ 2,676,600
Total Revenues $ -$ -$ -$ 2,676,600
Expenditures
Contract Services $ 1,500 $ 1,500 $ -$ -
Debt Service $ 2,675,800 $ 2,677,600 $ 2,676,200 $ 2,676,600
Total Expenditures $ 2,677,300 $ 2,679,100 $ 2,676,200 $ 2,676,600
Fund Balance $ (2,677,300)$ (2,679,100)$ (2,676,200)$ -
General Fund Costs $ -$ -$ -$ 2,676,600
Staffing
There is no staffing associated with this program.
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Appendix
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Glossary of Budget Terminology
The City's budget contains specialized and technical terminology that is unique to public finance and budgeting. To help the reader
understand the terms, a glossary of budgetary terminology is found below.
Accrual – A basis of accounting in which revenues are recognized in the accounting period in which they are earned and expenses
are recognized in the period in which they are incurred.
Adopted Budget – Revenues and appropriations approved by the City Council in June for the following fiscal year.
Allocated Costs – An expense charged by one department/division to another for services performed or expenditures of a general
nature that are charged to one main account and allocated to other departments/divisions by a specified formula.
Amended Budget – The status of appropriations between July 1 and June 30 includes the adopted budget, budget amendments,
prior year encumbrances, approved carryovers, and transfers between objects, divisions and departments.
Appropriation – An authorization made by the City Council that permits the City to incur obligations and to make expenditures of
resources.
Balanced Budget – A balanced budget requires that budgeted expenditures be equal to or less than projected revenues for the
budget year.
Budget – A financial plan for a specific period of time (fiscal year) that matches all planned revenues and expenditures with
various municipal services.
Budget Amendment – A legal procedure to revise a budget appropriation. Adjustments to expenditures within or between
departmental budgets may be accomplished administratively. City Council approval is required for additional appropriations from
fund balances or from new revenue sources.
California Department of Tax and Fee Administration - A state agency responsible for administering various taxes, fees, and
surcharges in California. This includes the collection and administration of sales and use taxes, which is a major revenue source for
the state and local governments.
Capital Improvement Program – A plan for capital expenditures to provide for the acquisition, expansion, or rehabilitation of an
element of the City's physical plant to be incurred over a fixed period of several future years.
Capital Outlay – Expenditures relating to the purchase of equipment, land, and other fixed assets.
Cost Allocation Plan – A plan that details how indirect costs are calculated and allocated to user departments.
Cost Recovery – The establishment of user fees that is equal to the full cost of providing services.
Deficit - Occurs when expenditures exceed revenues.
Department – A major administrative segment of the City that indicates overall management responsibility for an operation or a
group of related operations within a functional area.
Division – A unit of organization that reports to a department.
Enterprise Fund – A fund established to account for activities that are financed and operated in a manner similar to private
business enterprises, in which costs of providing services are primarily recovered through user fees.
Expenditure – Utilization of fund resources. Expenditures include operating expenses, debt service, and capital outlays.
Expenditure Category – A basis for distinguishing types of expenditures. The major expenditure categories used by the City are
employee compensation, employee benefits, materials, contract services, appropriations for contingency, special projects, capital
outlay and debt service.
Fiscal Year – A twelve-month time period signifying the beginning and ending period for recording financial transactions. The
City has specified July 1 through June 30 for its fiscal year.
Full-Time Equivalent (FTE) – The ratio of a position in comparison to the amount of time a regular, full-time employee normally
works in a year. A full-time employee (1.00 FTE) is paid for 2,080 hours a year. Positions budgeted to work less than full-time are
expressed as a percent of full-time.
Fund – A fiscal and accounting entity for which the recording of financial transactions is made for the purpose of carrying on
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specific activities in accordance with the requirements placed upon the use of financial resources.
Fund Balance – The net effect of assets less liabilities at any given point in time.
General Fund – The fund used to account for the major operating revenues and expenditures of the City, except for those financial
resources that are required to be accounted for in another fund category. General Fund revenues are derived primarily from
property and other taxes.
Goal – Broad mission statements that define the purpose of a department.
Governmental Fund – Account for activities that are primarily tax-supported operations or other mandatory payments. Reported
using the current financial resources measurement focus and the modified accrual basis of accounting.
Infrastructure – Long-lived capital assets that normally are stationary in nature and can be preserved for a significantly greater
number of years than most capital assets. Examples include roadways, bridges, and drainage systems.
Internal Service Fund – A fund used to account for the services provided by one department to other departments on a cost-
reimbursement basis.
Modified Accrual – Under the modified accrual basis of accounting, revenues are recognized in the period in which they become
available and measurable, and expenditures are recognized at the time a liability is incurred pursuant to appropriation authority.
Operating Budget – A financial plan for the provision of direct service and support functions that provide basic governmental
services. The operating budget contains appropriations for such expenditures as employee compensation, materials, contract
services, capital outlay, and debt service. It does not include Capital Improvement Project expenditures.
Program – A unit or organization that reports to a division.
Reserve – An account used to designate a portion of the fund balance for specific future use and is, therefore, not available for
general appropriation.
Revenue – Increases in fund resources. Revenues include income from user fees, taxes, permits, and other sources.
Self-Supporting Activity – An enterprise activity where all service costs (including principal and interest debt payments) are
primarily covered solely from the earnings of the enterprise.
Structural Deficit –The amount by which a government's expense is higher than its revenue received, regardless of the economic
climate.
Subsidy – Supplemental resources provided to ensure adequate funding when anticipated expenditures exceed revenues.
Transfer Out – Amounts transferred from one fund to another to assist in financing the services for the recipient fund.
User Fees – Fees charged to users of a particular service provided by the City.
FY 2025-26 Proposed Budget Appendix 493
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Commonly Used Acronyms
ABAG Association of Bay Area Governments
ACFR Annual Comprehensive Financial Report
ARPA American Rescue Plan Act
B/PAC Bicycle/Pedestrian Advisory Committee
BAAQMD Bay Area Air Quality Management District
BMR Below Market Rate
CAP Cost Allocation Plan
CARES Coronavirus Aid, Relief, and Economic Security Act
CDTFA California Department of Tax and Fee Administration
CMTA California Municipal Treasurers Association
CPI Consumer Price Index
CPUC California Public Utilities Commission
CSMFO California Society of Municipal Finance Officers
CWP City Work Program
EAP Employee Assistance Program
EIR Environmental Impact Statement
EOC Emergency Operations Center
ERAF Education Revenue Augmentation Fund
FEMA Federal Emergency Management Agency
FLSA Fair Labor Standards Act
FPPC Fair Political Practices Commission
FSA Flexible Spending Account
FY Fiscal Year
GASB Governmental Accounting Standards Board
GFOA Governmental Finance Officers Association
HVAC Heating Ventilation and Air Conditioning
JPA Joint Powers Authority
FY 2025-26 Proposed Budget Appendix 494
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LAIF Local Agency Investment Fund
LTD Long Term Disability
MOU Memorandum of Understanding
MTC Metropolitan Transportation Commission
OES Office of Emergency Services
OPEB Other-Post Employment Benefits
PC Planning Commission
PEMHCA Public Employees’ Medical and Hospital Care Act
PERS (aka CalPERS) Public Employees’ Retirement System
PTA Parent Teacher Association
RDA Redevelopment Agency
RFP Request for Proposals
RFQ Requests for Qualifications
RHNA Regional Housing Needs Allocation
RMS Records Management System
RWQCB Regional Water Quality Control Board
UAL Unfunded Actuarial Liability
UBC Uniform Building Code
VSP Vision Service Plan
FY 2025-26 Proposed Budget Appendix 495
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Revenues, Expenditures, and Fund Balance Table
Sample Revenues, Expenditures, and Fund Balance Table
Taxes – Money received from taxes such as sales, property, transient occupancy, and utility tax
Licenses and Permits – Money received from license and permit fees
Use of Money and Property – Interest earnings, and facility and concession rents
Intergovernmental Revenue – Money received from federal, state, or local governments such as grants
Charges for Services – Fees collected for services provided by City departments
Fines and Forfeitures – Money received from fines and penalties
Miscellaneous Revenue – Money received from various sources such as donations, salvage, and legal settlements
Other Financing Sources – Money received from bond proceeds, fixed asset proceeds, and refundable deposits
Interdepartmental Revenue – Interdepartmental service charges and transfers
Total Revenues – Total of all revenue categories
FY 2025-26 Proposed Budget Appendix 496
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Employee Compensation – Cost of full-time and part-time salaries and overtime
Employee Benefits – Cost of employee benefits including CalPERS retirement, health insurance, and other benefits
Materials – All materials purchased for repair and maintenance, operational activities such as books, uniforms and recreation
supplies, office supplies, and conference and training costs
Contract Services – All legal, consulting, and other professional goods and services, contract repair and maintenance, utility
charges, training and memberships, equipment rentals, insurance, and employment services
Cost Allocation – Cost of services from other City departments
Capital Outlay – Expenditures for tangible fixed assets including land, buildings, vehicles, infrastructure, furniture, equipment,
and City vehicles used in operation beyond one year
Special Projects – One-time projects or costs
Other Financing Uses – Depreciation and refundable deposit expenses
Debt Service – Principal and interest payments for outstanding debt
Transfers Out – Transfers out to other City funds
Contingencies – Funds for unexpected expenses and emergencies (1.25% of budgeted materials and contract costs)
Total Expenditures – Total of all expenditure categories
Change in Fund Balance – Total Revenues minus Total Expenditures plus General Fund Contribution. Fund balance is the
difference between assets and liabilities.
General Fund Costs – Use of General Fund fund balance, for programs in the General Fund, or use of transfers from the General
Fund, for programs not in the General Fund.
The inclusion of current and historical "actual" and "budget" information is a necessary component of the Government Finance
Officer's Association (GFOA) reporting requirements. Due to the extensive amount of financial data, it is important to understand
the meaning of these tables. "Actual" data represents actual revenues or expenditures that have been recognized or incurred in the
respective fiscal year. Although amounts were budgeted in those years, these actual amounts are irrespective of the budget which
should be taken into account when comparing historical actuals with current budgeted figures. Historical budget versus actual
information for the last 4 fiscal years at the account detail level is available in the Appendix on the City's budget website
(cupertino.org/budget).
FY 2025-26 Proposed Budget Appendix 497
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CIP Schedule
The City’s Capital Improvement Programs (CIP) details will be included in the City's CIP book that is produced by the CIP
division of the Public Works department. Additional details on these and other CIP projects can be found there.
Budgeted appropriations for CIP Preliminary Planning & Design and Capital Project Support are part of the CIP base budget. As
these are not projects they were not presented to the Council at the CIP study session, but are being included here to show the total
CIP budget.
FY 2025-26 Proposed Budget Appendix 498
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Personnel Schedule
FY 2025-26 Proposed Budget Appendix 499
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FY 2025-26 Proposed Budget Appendix 500
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Adopted June 2025
PUBLIC WORKS DEPARTMENT
Roger Lee, Director
CITY HALL
10300 TORRE AVENUE ~ CUPERTINO, CA 95014-3266
(408) 777-3354 ~ FAX (408) 777-3333
CUPERTINO.ORG
CAPITAL IMPROVEMENT PROGRAMS
FY 2025-2026
Chad Mosley, Director
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Introduction
May 1, 2025
Subject: CIP Status Report and Adopted Fiscal Year 2025-26 CIP and 5-Year Plan
Honorable Mayor and members of the City Council:
I am pleased to present this comprehensive document outlining the City’s Capital Improvement
Program (CIP), which includes descriptions and the current status of both active and new CIP
projects. The CIP serves as a strategic guide for the City, supporting the planning, funding, and
scheduling of infrastructure improvements over multiple years.
The FY 2025–2026 Adopted Budget reflects the City’s continued commitment to delivering high-
quality public services while maintaining a fiscally responsible approach. The City maintains a
conservative financial posture as it navigates ongoing economic challenges.
In the past, the City regularly transferred significant funds from the General Fund to the Capital
Reserve to support long-term capital investments. Over the past five fiscal years, due to budget
concerns, these transfers have varied:
• FY 2025–26: $2,000,000
• FY 2024–25: $0
• FY 2023–24: $0
• FY 2022–23: $2,500,000
• FY 2021–22: $10,000,000
Historically, these transfers were not part of the initial budget projections but were made mid-year
if sufficient funding was available. However, with the City’s aging infrastructure and growing
capital needs, it has become clear that regular, predictable contributions to the Capital Reserve are
necessary—when financially feasible. Maintaining a minimum balance of $5 million in the Capital
Reserve continues to be a key financial priority.
Thanks to an improved financial outlook, the FY 2025–26 budget includes a $2 million transfer from
the General Fund to the Capital Reserve—the first such contribution in three years. While this
contribution helps to sustain the program, but it meets only the minimum annual contribution
recommended by the City's “Committed, Unassigned Fund Balance, and Use of One-Time Funds”
policy. This policy supports responsible financial management and aims to reduce future debt
burdens. The absence of General Fund transfers in recent years has narrowed the CIP’s scope ,
resulting in a prioritization of only revenue-generating or critical public safety projects.
The CIP is funded through a mix of sources—described in more detail later in this introduction—
and is allocated based on City Council direction. Because most CIP projects span multiple years,
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allocated funds are carried over each year until the project is completed or otherwise closed. When
a project concludes, any remaining funds are either returned to their original source—such as Park
Dedication Funds—or transferred back to the Capital Reserve. This process typically occurs during
the third quarter of the fiscal year.
Due to the absence of General Fund transfers in FY 2023–24 and FY 2024–25, the Capital Reserve
balance has declined. As of the end of FY 2024–25, the Capital Reserve stood at approximately $8.53
million. For FY 2025–26, the CIP includes $43.6 million in funded projects: $33.2 million from City
sources, and $12.4 million in external funding.
Background Information
A capital improvement project is defined as a project that enhances, restores, or extends the useful
life of a physical asset, or adapts it for a new or different use. The CIP Division within the
Department of Public Works is responsible for the planning, design, procurement, and construction
management of all CIP projects. These projects encompass a wide range of public infrastructure,
including streets, sidewalks, storm drainage systems, buildings, parks, and bicycle and pedestrian
facilities. The division ensures that all public improvements are delivered in alignment with
community expectations and in compliance with City and State of California regulations. Protecting
public health and safety remains the highest priority in the planning and execution of all CIP
projects.
The City undertakes various types of projects, and not all capital-related work is included in the
CIP. What distinguishes a CIP project from maintenance efforts, Special Projects, or City Work
Program (CWP) initiatives is the requirement for professional design services. These services
typically involve specialized expertise, technical analysis, and formal documentation. Routine
maintenance tasks—such as street resurfacing or sidewalk patching—are not considered CIP
projects and are instead funded and managed through the City’s Operations Budget.
While most CIP projects focus on the design and construction of public infrastructure, some may
involve preliminary planning efforts—such as feasibility studies or other technical assessments—
that also require design and engineering input. In such cases, these planning-related efforts may be
classified as CIP projects. These general guidelines vary depending on the specifics of each project.
Project Priorities
As a tool to help make decisions about funding and the scheduling of resources, new and existing
projects were prioritized using the following criteria:
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TABLE 1: PRIORITIES FOR CIP PROJECTS, LEGEND
• Health and Safety: assets that require repair or upgrading to protect public health and
safety, including protection of public and private property, take highest priority.
Example: Repair of Stormwater Drain Outfalls is a high priority to avoid further deterioration of
public/private property.
• Council, Commissions, and Community Priorities: Incorporates Council priorities,
suggestions from Commissions, and Community input.
Example: Lawrence-Mitty Trail and Park project is prioritized by the City Council, Parks and
Recreation Commission, and members of the public.
• Master Plan Priorities: The City’s master plans have many stated goals and policies that
affect the generation of CIP projects. Staff reviews the goals found in these documents,
including stated priorities of commissions.
Example: Projects to remove natural gas appliances from the City’s facilities are prioritized by the
Climate Action Plan as part of the City’s decarbonization initiatives.
• Ongoing phases: some projects advance as subsequent phases of existing/completed
projects.
Example: Regnart Road Improvements, Phase 2 project is a subsequent phase of the overall
Regnart Road Improvements project, initiated in FY 16-17.
• Fiscally Responsible: Improvements or projects that enhance fiscally responsible use of City
resources, including staff time and City funds. Projects that have secured (or could secure)
outside funding, such as grants, are also given priority.
Example: The Bollinger Road Corridor Design project is included in the CIP because the majority
of the study will be funded through a grant.
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Staff evaluates and prioritizes new project proposals based on the factors listed above. The highest
priority is given to projects that require repair of existing facilities to address public health and
safety and to protect public and private property. Other factors, including available funding and
resources to complete the project, are then considered within the context of other City goals. For the
FY25-26 proposal, specific emphasis was placed on projects that improve our facilities and storm
drain systems as those aspects of our City’s infrastructure have the greatest need for improvement.
FY 2024-25 CIP Status Report
The CIP currently includes 28 projects that vary in size, complexity, and budget. These projects
span across multiple areas of public infrastructure, including parks, public buildings,
transportation corridors, and environmental improvements. More detailed information on each of
these projects is provided in the main body of this report, following this introduction.
Projects completed in FY 24-25, or which are scheduled for completion this fiscal year include:
• Blackberry Farm Pool Improvements
• De Anza Boulevard Buffered Bike Lanes
• McClellan Road Separated Bike Corridor, Phase 3
• Vai Avenue Outfall - Repairs*
• All-Inclusive Play Area & Adult-Assistive Bathroom Facility at Jollyman Park**
*The existing outfall was temporarily repaired, but the larger project to replace the outfall has not yet
occurred.
**Project that is projected to be complete by July 2025
Staff anticipate that these projects will underspend their respective budgets by approximately
$200,000. These underspent funds will be returned to the Capital Reserve (or other appropriate
accounts based on the original source of any restricted funds). Public Works and Finance staff work
together as part of the year-end process to close out completed projects, presenting this information
as part of the first quarter report for the following fiscal year.
FY 2025 – 2026 CIP – New Projects
This year, the list of new projects was driven by the need to implement health and safety-driven
projects and was further impacted by limited staffing resources and $2 million in funding. The
focus is to initiate projects that will promote public safety, protect both public and private property,
and update our existing infrastructure.
//
//
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FY25-26 NEW CIP PROJECTS & EXISTING PROJECTS WITH ADDITIONAL FUNDING
Project name Project Description FY25-26
Funding
INTERNAL EXTERNAL
Outfall Repairs Repair various storm drain
outfalls following the
recommendations of the 2024
Storm Drain Outfalls
Assessment.
$950,000 $950,000 $0
ADA (Americans
with Disabilities Act)
Improvements
(Annually funded)
This is an ongoing program,
funded annually, to improve
accessibility of public facilities
throughout the City.
$110,000 $110,000 $0
Citywide Facilities
Condition
Assessment (FCA)
Implementation
This is an ongoing initiative to
address improvements needed
throughout City buildings.
Implement priority
recommendations identified in
the 2018 & 2022 FCA reports.
$940,000 $940,000 $0
subtotal $2,000,000 $2,000,000 $0
The proposed FY 25-26 CIP includes ongoing funding for two existing facilities projects and
funding for storm drain utility repairs. The projects proposed this year are a result of information
from existing facility assessments, which show the need for extensive improvements and repairs to
the City’s aging infrastructure. Due to the extensive nature of the work needed, staff envision some
of these projects becoming regular or even annual requests for the foreseeable future.
FY 2025 – 2026 CIP – Five-year Plan
The five-year plan focuses on rehabilitating critical infrastructure that has aged beyond its life cycle.
While the City has focused its rehabilitation efforts in recent years on revitalizing its pavement
condition, the City must now shift some of this focus onto its buildings and storm drain system to
address public health and safety issues.
FY 25-26 CIP PROJECTS - FIVE-YEAR PLAN
Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
ADA
Improvements
(Annually funded)
$110,000 $115,000 $120,000 $125,000 $130,000
Citywide Facilities
Condition
$940,000 $2,300,000 $1,000,000 $1,000,000 $1,000,000
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Assessment (FCA)
Implementation
Outfalls Repairs $950,000 $600,000 $600,000 $600,000 $600,000
BBF Golf
Renovation:
minimal repairs
$1,580,150
totals $2,000,000 $3,015,000* $1,720,000 $3,305,150* $1,730,000
* Current annual CIP funding is $2M/year. Project estimates may be refined prior to requested CIP funding.
Proposed annual CIP funding that exceeds $2M/year will require additional funds beyond the $2M annual
funding being allocated to the program. Where possible, staff will search for external funding to address
funding requests of more than $2M.
FY 2025 – 2026 CIP Project Narratives
The following narrative pages have project descriptions and funding information for each project in
the CIP. The estimated project costs shown are inclusive of all anticipated direct and indirect costs,
including for administration and management of the project, design, community outreach, permits,
construction management and inspections, internal cost allocation, and the construction contract.
CIP projects typically fall into four categories: Parks, Streets and Infrastructure, Transportation, and
Facilities. This year we are introducing a fifth category – Sustainability projects. It is a more
accurate reflection of the City’s goals to highlight efforts towards Sustainability and Resilience.
LEGEND:
1 Facilities: Yellow
2 Parks: Green
3 Streets and Infrastructure: Orange
4 Transportation/ Bike and Pedestrian: Blue
5 Sustainability: Maroon
Allocation of each project into a ‘category’ does not have financial implications and many projects
could be placed into more than one category. However, the classification is useful for reviewing the
distribution of funds to the type of assets receiving capital improvements. Wherever possible, we
use color coding to illustrate the project category, as indicated in the list above.
Fund Types for CIP
Tax Supported Funds
Capital Improvement Fund (General Fund) - 420
The General Fund is the primary operating fund for governmental services. Within the General
Fund, the Capital Improvement Fund is utilized for the acquisition or construction of major capital
facilities. Funds in this account are previously approved by Council and dedicated to CIP projects.
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Typically, these funds roll-over until the project[s] are completed or defunded. A copy of the
Capital Improvement Policy is attached at the end of this letter.
Capital Reserve (General Fund) - 429
The City’s Capital Reserve is intended to be used for capital improvement projects in the City.
Funding for this reserve is governed by the City’s Assigned and Unassigned Fund Balance and Use
of One Time Funds Policy that can be found in the Financial Policies and Schedules section of the
City’s proposed and final budget documents. Per that policy, any unassigned fund balance in the
General Fund at year-end over $500,000 will be transferred to the Capital Reserve.
Stevens Creek Corridor Park Capital Projects - 427
This fund pays for the design and construction of the Stevens Creek Corridor Park projects.
Special Revenue Funds
Storm Drain Improvement Fund - 210
This fund pays for the construction and maintenance of storm drain facilities. Revenues are
collected as a line item on the city’s behalf via the County property tax billing.
Park Dedication Fund - 280
This fund pays for the activity granted by the business and professions code of the State of
California in accordance with the open space and conservation element of the City’s General Plan.
Revenues are collected as a development “in-lieu” fee with new residential development, excluding
exempted ADU’s per state regulation and designated Below Market Rate Housing (BMR).
Transportation Fund - 270
This fund pays for expenditures related to the maintenance and construction of City streets.
Revenues are collected from Vehicle License Fees, Gas Tax, Cal Recycle State Grant funding (for
rubberized pavement) as well as SB1 dollars.
Transportation Impact Fee - 271
This fund pays for the cost of transportation improvements required to serve new development.
Impact fees are one-time charges on new development, additions to existing structures, change in
use, or similar construction activity that requires a building permit and results in additional peak
hour vehicle trips, and is collected and used by the City to cover the cost of capital facilities and
infrastructure that are required to serve new growth.
Housing & Community Development -260
This fund pays for the Federal Housing and Community Development Grant Program activities
administered by the City. This fund also pays for activities related to the Below Market Rate
Housing Program. Revenues are collected as a development “in-lieu” fee with new residential
development, excluding exempted ADU’s per state regulation and designated Below Market Rate
Housing (BMR).
Enterprise Funds
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Blackberry Farm Golf Course Fund - 560
This fund pays for operating costs related to the Blackberry Farm Golf Course. Revenues are
collected as fees from users of the golf course.
Sports Center Fund - 570
This fund pays for operating costs related to the Sports Center. Revenues are collected as fees from
users of the Sports Center.
Recreation Programs Fund - 580
This fund pays for operating costs related to the City’s community centers and park facilities.
Revenues are collected as fees for recreation programs at the City’s community centers and park
facilities.
In summary, due to the ongoing budget concerns, the City’s Capital Improvement Programs over
the next 5 years have taken a “back to the basics” approach. The projects are focused on essential
repairs and upgrades to existing City assets and proposed projects have shifted away from the
implementation of new amenities which require additional ongoing resources to maintain. We
anticipate this shift in focus for the foreseeable future, or until the City can improve its economic
outlook.
Respectfully submitted,
Susan Michael
Capital Improvement Programs Manager
_____________
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FISCAL POLICIES
Capital Improvement Programs Policy
PURPOSE
To establish a Capital Improvement Programs (CIP) Policy to assist in future budget projections.
SCOPE
All anticipated CIP projects for the current fiscal year plus four additional fiscal years.
POLICY
The City will prepare an annual CIP for the current fiscal year that includes a projection of
anticipated programming and funding for a total of five fiscal years.
Projects included in the CIP will have information on the need for the project (project justification),
description and scope of work, total cost estimates, future operating and maintenance impacts, and
funding sources.
The project justification will incorporate information on the factors that affect the prioritization of
the project. The factors to be considered include (but are not limited to) the Health & Safety of the
community, continuation of ongoing work, Community requests, General Plan and Master Plans'
directives, staffing and operational demands, sustainability and resiliency, and internal and external
funding viability.
Changes to the CIP such as the addition of new projects, significant changes in scope and costs of a
project or reprioritization of projects will require City Manager and City Council approval.
The City will maintain its physical assets at a level adequate to protect the City’s capital investment
and to minimize future operating maintenance and replacement costs. The City recognizes that
deferred maintenance increases future capital costs, thus placing a burden on future residents.
Therefore, the budget will provide for adequate maintenance and the orderly replacement of capital
facilities from current revenues when possible.
The City will determine the least costly funding method for its capital projects and will obtain
grants, contributions and low cost state or federal loans whenever possible.
The City will utilize “pay-as-you-go” funding for capital improvement expenditures considered
recurring, operating or maintenance in nature. The City may also utilize “pay-as-you-go” funding
for capital improvements when current revenues and adequate fund balances are available or when
issuing debt would adversely affect the City’s credit rating.
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The City will consider the use of debt financing for capital projects under the following
circumstances:
• When the project’s useful life will exceed the terms of the financing
• When resources are deemed sufficient and reliable to service the long-term debt
• When market conditions present favorable interest rates for City financing
• When the issuance of debt will not adversely affect the City’s credit rating and debt
coverage ratios.
Revised April 2023
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Committed, Unassigned Fund Balance, and Use of One-Time Funds
Policy
PURPOSE
To establish assigned and unassigned fund balance and one-time use policies.
SCOPE
The General Fund and Capital Funds.
POLICY
To maintain sufficient committed and unassigned fund balance (General Fund only) in each fund
for the ability to meet the following economic uncertainties:
Economic Uncertainty – $21,329,593 and represents two months of General Fund (GF) expenditures
excluding transfers out plus a two year drop in total general fund revenue of 13% or approximately
1.5 months, excluding the use of reserves. Transfers out are primarily used to fund Capital Projects
and do not represent on-going expenditures. This assignment will change from year to year based
on budgeted general fund expenditures and revenues.
• Mitigate short-term economic downturns and volatility in revenues (2 years or less)
• Sustain city services in the event of an emergency
• Meet requirements for debt reserves
• Meet operating cash flow requirements as a result of delay in the receipt of taxes, grant
proceeds and other operating revenues
Sales Tax Repayment Reserve – $77,554,500 and represents the funds committed for potential sales
tax repayments. The result of the California Department of Tax and Fee Administration (CDTFA)
audit of a City taxpayer is expected to have significant financial implications for the City’s
operations. To prepare for a potential adverse CDTFA decision and the uncertain outcome of the
anticipated legal challenge, the City established a General Fund Sales Tax Repayment Reserve. The
purpose of this reserve is to set aside funds for potential sales tax repayments to the CDTFA. An
initial allocation of $56.5 million corresponds to sales tax revenue received between April 2021 and
June 2023 that the City may need to repay to the CDTFA. All or part of the funds will be transferred
to General Fund Unassigned if the City’s efforts to contest CDTFA’s decision are ultimately
successful, in whole or in part.
This reserve can be augmented when additional disputed sales tax revenue is received.
PERS – $19,088,859 and represents the funds restricted for the City's pension obligations. In
response to the increasing retirement costs based on actuarial forecasts, the City created a
secondary pension trust to help stabilize the impact of pension cost volatility on the City's
operating budget. To fund this secondary trust, the City made an initial contribution. After that, the
annual contributions are determined based on the difference between CalPERS' current discount
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rate and a more conservative rate determined by the City. This difference will then be transferred to
the pension trust and used exclusively for the benefit of members in the plan.
The primary goal of establishing this secondary trust is to ensure that the City can continue to
provide its employees with the retirement benefits they have earned while maintaining fiscal
responsibility. By using a more conservative rate for calculating contributions, the City can better
anticipate and manage pension costs and mitigate potential negative impacts on the City's budget.
Funds in this trust are technically “restricted” under Governmental Accounting Standards Board
(GASB) Statement No. 54 in that the funds are legally restricted to be used for retirement costs;
however, the timing for which these funds may be used is only at the discretion of City Council.
Sustainability Reserve – Cupertino’s Sustainability Division oversees the City’s Climate Action
Plan (CAP), which defines strategies to reduce greenhouse gas emissions, and provides residents,
businesses and schools with programs and services focused on energy efficiency, renewable energy,
water conservation, alternative transportation and other sustainable actions. The City receives
rebates for projects that successfully meet the eligibility requirements such as energy or water
efficiency. If the rebates were not initially budgeted, they are categorized as committed fund
balance in the General Fund. The purpose of this reserve is to help support future sustainability
projects/programs.
Unassigned – $500,000 and represents 1% of the total general fund operating budget. This
assignment may change from year to year based on budgeted general fund expenditures.
• Absorb unanticipated operating needs that arise during the fiscal year that were not
anticipated during the budget process
• Absorb unexpected claims or litigation settlements
Capital Improvement – $5,000,000 and represents average dollars spent for capital projects in the
last three fiscal years. This assignment may change from year to year based on actuals dollars spent
on capital projects and anticipated future capital project needs.
• Meet future capital project needs so as to minimize future debt obligations
The City shall not use fund balances/reserves in lieu of revenues to pay for ongoing expenses except
as specifically provided in the City’s reserve policy.
The chart below summarizes reserve policy levels as described above:
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1 As of June 30, 2023
2 Rounded to the nearest hundred thousand
3 Excludes Transfers Out
4 Excludes the use of reserves
Changes to Committed Fund Balance – All reserves listed in this policy, with the exception of the
PERS restricted reserve, are classified as Committed Fund Balance under GASB Statement No. 54.
Committed fund balance is comprised of amounts that can be used only for the specific purposes
determined by a formal action of the government’s highest level of decision-making authority.
Changes to committed fund balances must be approved by City Council. This policy will be
reviewed annually as part of the budget process.
Replenishment process – Should the City need to utilize any of the committed fund balances listed
in this policy, a recommendation will be brought to City Council for approval and a plan to
replenish the committed balance will be developed in conjunction with its use.
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xiv
Excess – Funding of these reserves will come generally from one-time revenues, annual net income,
and transfers from other reserves that exceed policy levels. They will be funded in the following
priority order with any remaining funds to be placed in the Capital Reserve:
1) Economic Uncertainty Reserve
2) Sales Tax Repayment Reserve
3) PERS
4) Sustainability Reserve
5) Unassigned
Revised May 1, 2024
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Capital Improvement Programs
Status Report
The Fiscal Year (FY) 2024-2025 Capital Improvement Programs (CIP) contains 28 active projects.
Four projects were successfully completed this fiscal year, with one additional project scheduled
to be completed prior to July 2025. The new projects and additional funding for FY 25-26 CIP
considers the current staffing levels and ensures that future projects are planned in a way that
aligns with available resources for effective execution.
This document provides a summary of the existing projects, broken into five categories of
projects, for ease of discussion. Within each section on the type of project, you will find a
summary of the existing projects, proposed projects, unfunded projects, projects that can be
defunded, and the five-year plan for each of the categories.
CIP projects typically fall into four categories: Parks, Streets and Infrastructure, Transportation,
and Facilities. This year we are introducing a fifth category – Sustainability projects. It is a more
accurate reflection of the City’s goals to highlight efforts towards Sustainability and Resilience.
LEGEND:
1 Facilities: Yellow
2 Parks: Green
3 Streets and Infrastructure: Orange
4 Transportation/ Bike and Pedestrian: Blue
5 Sustainability: Maroon
Allocation of each project into a ‘category’ does not have financial implications and many
projects could be placed into more than one category. However, the classification is useful for
reviewing the distribution of funds to the type of assets receiving capital improvements.
Wherever possible, we use color coding to illustrate the project category, as indicated in the list
above.
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CIP: FACILITIESCity of Cupertino
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1. Facilities
A. Existing Facilities CIP Projects: There are three funded and active CIP projects that are
considered Facilities projects, and two other funded projects that are in the queue.
TABLE 1 – ACTIVE FACILITIES CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project Total Remaining
Funds*
F1 ADA
Improvements
(Annually
funded)
This is an ongoing program,
funded annually, to improve
accessibility at all public
facilities throughout the City.
FY15-16 $970,000 $1,080,000 $191,990
City funding FY25-26 $110,000
F2 Citywide
Facilities
Condition
Assessment
Implementation
(FCA)
Implement priority
recommendations identified in
the Facility Condition
Assessment reports.
FY18-19 $1,000,000 $3,369,890 $1,536,282
CAP FY22-23 $6,470
City funding FY23-24 $1,000,000
CDBG FY23-24 $367,951
CDBG FY24-25 $55,469
City funding FY25-26 $940,000
F3 City Hall Annex Program, plan and build facility
improvements required for
interim facility to accommodate
staff while City Hall is
remodeled, as well as the long-
term use of this facility.
FY21-22 $3,000,000 $3,000,000 $1,872,539
F4Q City Hall
Improvements
Programming, Feasibility and
Community Outreach to form
the basis of a renovation
strategy for the buildings.
Queued pending revised
Council direction, especially
concerning financial strategy.
FY21-22 $500,000 $500,000 $378,036
F5Q Library
Expansion
Project
(landscaping
and other misc.
scope)
Develop a design and construct
a 5600 SF addition to the
existing Library building. Grant
funding (CPF, Ro Khanna)
planned to complete the
courtyard and exterior
landscaping scopes of work.
FY19-20 $8,705,438 $9,705,438 $1,391,910
CPF FY24-25 $1,000,000
subtotal $17,655,328 $17,655,328 $4,370,757
*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the
transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the
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amount of grant funds that are expensed/received to date. If the project were to be defunded, for example,
a more thorough accounting of the funds remaining on the project would be required.
Facilities Condition Assessment Project
In 2018 the “Comprehensive Facility Condition and Use Efficiency Assessment” report was
completed. This report was updated in 2022 by the “Facility Condition Assessment” (FCA). The
FCA reviewed 48 facilities at 24 locations. The report identified $28.8 million of renewal
projects, with $4 million in priority one projects. The 2022 FCA report explained that
“…conditions in this [priority one] category require immediate action to: a) correct a cited safety
hazard, b) stop accelerated deterioration, and/or c) return a facility to operation. Deficiencies in
this category should be addressed in 0-12 Months.”
Since the updated report was issued, six projects have been initiated: Senior Center Fire Alarm
system (FAS) upgrade, Quinlan Community Center (QCC) AC Chiller replacements, Sports
Center Locker and Shower rooms improvements, and the replacement of three flat roofs at
Sports Center, QCC, and Senior Center. Other completed FCA projects include: Sports Center
Fire Control Center panel replacement, and the Sports Center Seismic Retrofit.
The cost estimates in the report are based on 2022 figures, and an escalation rate of roughly 5%
per year should be applied to account for the projected cost of incomplete projects. This leads to
a 21.55% escalation for 2026. The current approved project funding, including the $423,420 in
CDBG funding (designated specifically for Senior Center improvements), totals $2,429,890. Of
this, $41,342 remains unencumbered and available for new projects.
The highest-priority projects include upgrades to life-safety systems at five facilities (listed in
the table below). The FY25-26 FCA project additional $940,000 funding will be applied to these
scopes of work.
Improvements to the Library life-safety systems are also needed, as are repairs to the Sports
Center Shower and Locker rooms. It is planned to request additional funding for those projects
in FY26-27.
TABLE 2 – FCA PROJECT FISCAL SUMMARY
FUNDING TO DATE:
FY19 City funds $1,000,000
FY23 CAP funds $6,470
FY24 City funds $1,000,000
FY24 CDBG grant $367,951
FY25 CDBG grant $55,469
subtotal (a) $2,429,890
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Current & Completed Projects:
Completed FCA Projects (Sports Center Fire
Control Panel and Seismic Retrofit) $502,528
QCC Chillers Replacement $350,000
Sports Center Roof $391,600
QCC Flat Roof $462,000
Senior Center Flat Roof $200,000
Sports Center Shower Rooms – Design only $59,000
Senior Center FAS Upgrade (CDBG) $367,951
Senior Center HVAC replacement (CDBG) $55,469
(subtotal (b) $2,388,548
Uncommitted project funds (a-b): $41,342
FY25-26 FCA Projects:
Monta Vista - Pre-School Building FAS $75,128
Creekside Park Recreation Building FAS $40,447
Monta Vista - Gymnastics Building FAS $216,842
Service Center Administration Building FAS $164,032
Sports Center FAS $386,928
subtotal (c) $883,377
Uncommitted project funds (a-b): $41,342
FY25-26 estimate (c-a-b): $842,035
additional FY25-26 funds: $940,000
FY26-27 FCA Projects:
Library FAS $1,309,738
Sports Center Showers & Locker Rooms $900,000
$2,209,738
B. Evaluation of Facilities CIP Projects to Defund:
The FCA projects are critical health and safety improvements to existing facilities. ADA
improvements are similarly critical, and federal mandates require that the City continues to
make improvements to accessibility to public facilities. The work remaining on the Library
Expansion project is completely grant-funded. The City does not recommend defunding any of
these projects.
C. Unfunded Facilities CIP Projects:
In the past five years, several projects have been proposed and remain unfunded. The list that
follows notes the years projects were proposed and projected cost in FY25-26 dollars.
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TABLE 3 – UNFUNDED FACILITIES CIP PROJECTS
Project FY
proposed
Project Description Projected
Cost
City Hall project FY20-21 Design and Construction, following programmatic
development for renovation or replacement of the
existing facility, including parking facilities. The
existing building requires seismic retrofit, the
infrastructural systems are antiquated, and the
space planning is not appropriate for current
workplace practices. Parking areas require
expansion.
$30M to
$90M*
City Hall Annex –
Additional
Funding
FY21-22 Program, plan and build facility improvements
required for interim facility to accommodate staff
while City Hall is remodeled, as well as the long-
term use of this facility.
$5M - $8M
Stocklmeir,
Blesch and Blue
Pheasant
properties
FY19-20 Programming, Community Outreach, Design and
Construction of the Stocklmeir property and
adjacent facilities.
$1.2M
*Note: Estimated costs reported in 2022 for the renovation of the facility that included seismic
reinforcement to meet ‘essential facility’ requirements, HVAC, electrical, life/safety, and IT systems
replacements and a complete interior renovation were reported as $29M. Performing the same scope at a
level of ‘non-essential’ facility was estimated at $27M, in 2025. Cost estimates should be revisited, in
light of current market conditions. The upper end of the projected cost was for a replacement City Hall
building as envisioned in the Civic Center Master Plan.
City Hall
Since the seismic issues following the 1986 renovation were discovered, numerous plans and
master plans have been developed. Improvements to the building alone do not address the
parking limitations. Options to rework civic center have been investigated and analyzed. City
Hall renovation a significant project, both culturally and economically, that has stalled due to
the ongoing debates on the appropriate magnitude and scope of the project.
Renovation Option: $30M + $5M parking
Renovate the City Hall building within the existing footprint, using the existing
structure and site plan. While the driving force of the scope will be the seismic upgrade,
the development triggers accessibility (ADA) and infrastructure requirements.
Additionally, the interior layout of the space does not meet the needs of the workforce
or the community. An interior renovation to create community meeting spaces and an
updated workplace will be necessary. In this scenario, it is possible to consider adding a
story within the confines of the existing footprint. This will have additional cost but will
allow for more flexibility in programming the interior uses of the space.
The Civic Center regularly has a shortage of parking spaces due to the popularity of the
Cupertino Library and events held at both the library and Community Hall. To increase
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the number of parking spaces, above-ground, below-ground, or off-site options would
need to be considered in this scenario. A separate project could be generated that
analyzes feasible options for parking.
• PROS: less time and effort in the design phase, less expensive for the building
project (the overall cost, if considering the parking solutions, may be a significant
additional cost).
• CONS: Building renovations are complicated projects with significant financial
investment. Compromises in programming are made to work within the confines
of the original enclosure. An additional parking area is not included within the
building footprint and would require additional dedicated funding.
Replacement Option: up to $80M
Using the 2015 Civic Center Master Plan as the foundation, replace City Hall and
portions of the Civic Center with a new building and integrated parking to better meet
the needs of the community, providing more engaging community spaces and a more
effective workplace for the City business.
• PROS: more effective spatial and economic solutions are possible, making City
Hall and Civic Center a functional hub for the City. Adding underground
parking would be a priority.
• CONS: A new building and parking structure may be as much as 2 times more
expensive than a building renovation project without parking. The design of a
new facility will typically require a lengthy and costly public engagement
process in addition to the design and construction process.
Council has requested that the City Hall project options be considered in the Fall of 2025 at a
City Council meeting. If Council wishes to activate the City Hall project,
(a) additional funding for design and construction, and additional staffing would be
required.
(b) direction on the scope of work would be required (renovation of the existing facility,
renovation of the existing with an added story, renovation to essential services structural
level.
City Hall Annex
The City Hall Annex property was purchased in 2021, and the renovation project for the facility
was funded at $3M in FY21-22. The proximity of this property to the Civic Center, and its
central location within the City, lends itself to numerous uses, including a satellite and/or
interim City Hall facility. Council approved proceeding with the renovation of the facility to
function as an interim facility for City staff while the City Hall building was under construction.
The program centered on providing workplace and transactional areas for the public-facing
Permit Center and some Finance/Business transactions that bring the public to City Hall
regularly. The Council approved adding the Emergency Operations Center to the program in
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late 2022, since the preliminary cost estimates reported that this upgrade of the scope would
cost an additional $500,000.
When the EOC scope was added, staff made the decision to delay the request for additional
project funding for the added scope until the project was ready to award a contract to a general
contractor for construction so that more definitive costs would be discussed. However, when
cost estimates on the 65% set of drawings and specifications came in at $6.7M in 2024, the
decision was made to pause the project until the City Hall project direction was decided, so that
priorities and cost-cutting measures could be evaluated in a fuller context. An updated scope of
work, with value-engineering options, and cost estimate would be required to continue work on
the project.
With the news of the inflated costs, numerous options were investigated, from scope reductions
to a completely reduced program of ‘carpet-and-paint’ only, and other code required
renovations such as accessible entries. The most reduced scope of work was estimated at $2M.
While developing the program for the City Hall Annex building as City’s Permit Center and
EOC, staff identified additional cost impacts, including:
• Increase of construction costs due to the addition of the EOC program and
infrastructure. The early estimate was that the addition of the EOC would add
approximately $500,000 in construction costs.
• Increase of soft costs due to the addition of the EOC program. Cost estimate for soft
costs is approximately $1.5M, leaving $1.5M for construction (which is less than
required, see below).
• An overall increase in the original construction estimate excluding the addition of an
EOC. Staff has learned that the original construction cost estimate for the overall project
was too low. 2023 estimates for 2024 construction were estimated at $6.7M without
moving/logistics cost, furniture, and other contingencies accounted for.
At the April 3, 2025 Council meeting, Council gave direction to move forward with the
renovation of the City Hall Annex with the understanding that the estimated additional costs
would be approximately $8 million. CIP will move forward with the project using the currently
appropriated funding to complete the design and documentation required for bid and
permitting. Once the project is bid, the project will return to Council for approval of additional
funding and award of the contract for construction.
Stocklmeir, Blesch and Blue Pheasant properties (scope and cost unknown)
Many options for the Stocklmeir property have also been pursued in the years since the
property was purchased. Some residents have expressed their desire to make the property into
a museum for 1930’s farm life. The Cupertino Historical Society (CHS) and Rotary Club have
made proposals in the past to facilitate projects at the site, but for various reasons including
funding concerns, nothing has moved forward. Improvements to the facilities are complicated
by its location within a special flood hazard area, and many challenges to provide an accessible
facility.
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In order to move forward with a project at the Stocklmeir, Blesch and/or Blue Pheasant
properties, Council should provide direction on the type of facility or project desired and
allocate funding and additional staffing resources for the project.
D. Facilities CIP - Five-Year Plan
TABLE 4 – 5-YEAR PLAN FOR FACILITIES CIP PROJECTS
Note: Grey text in Years 2-5 illustrate 5% escalation costs but are not proposed for implementation in
that year and thus are not included in the totals below.
Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
ADA
Improvements
(Annually
funded)
$110,000 $115,000 $120,000 $125,000 $130,000
Citywide
Facilities
Condition
Assessment
Implementation
(FCA)
$940,000 $2,300,000 $1,000,000 $1,000,000 $1,000,000
City Hall
project1
(Renovation)
$40,000,000 $42,000,000 $44,100,000 $46,305,000 $48,620,250
subtotals $1,050,000 $2,415,000 $1,120,000 $1,125,000 $1,130,000
1 City Hall, City Hall Annex, and Stocklmeir, Blesch and Blue Pheasant properties projects are
major projects – staff awaits Council’s direction for inclusion in the five-year plan.
FY25-26: The ADA Improvements project and FCA project are essentially ongoing projects,
renewed annually. Addressing the most critical deficiencies identified in the 2022 FCA is a
priority, especially life-safety systems. The current FCA projects, the Senior Center Fire Alarm
system (FAS) upgrades, Quinlan Community Center Chiller replacements, and the flat roof
replacements at QCC, Sports Center and Senior Center will be completed in FY25-26. If
approved, the additional FY25-26 funding will be directed to FAS upgrades at five facilities
noted in Table 2.
FY26-27: CIP will request additional funding to replace the FAS in the Cupertino Library
building, and to complete the renovations to the Sports Center shower and locker rooms. In this
fiscal year we may be able to coordinate these projects with infrastructure improvements at the
Library to electrify the appliances, improve energy efficiency, and increase the resiliency of the
facility to better serve the community as a cooling/heating center. Public Works (PW) staff is
currently working with Santa Clara County Library District (SCCLD) and the Santa Clara
County (SCC) to develop a program and technical requirements for this initiative.
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FY26-27: When the CIP division successfully fills the two open positions currently under
recruitment, work will resume on the Library Expansion project. The work at the Library is
funded by a $1 million grant secured by Congressman Ro Khanna. Anticipated completion of
the project is in 2027.
FY27-28 and onwards: addressing the highest priority projects in the FCA will be ongoing for
both CIP and the Operations staff. More roof repairs are needed and FAS, HVAC systems, and
other critical systems need improvements. The FCA project may help to address additional
improvements to the various Recreation facilities (Sports Center, McClellan Ranch Preserve,
Blackberry Farm, Senior Center, Quinlan Community Center) that could improve accessibility
and infrastructure, advancing safety, functionality, and revenue-generating capacity of these
facilities.
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CIP: PARKSCity of Cupertino
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2. Parks
A. Existing Parks CIP Projects: There are four funded and active CIP projects that are considered
Parks projects, and one other funded project that is in the queue.
TABLE 5 - ACTIVE PARKS CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Remaining
Funds*
P1 All-Inclusive Play
Area & Adult-
Assistive
Bathroom Facility
(Jollyman Park)
At Jollyman Park, Design and
construct an all-inclusive
playground and an adult-assistive
bathroom facility adjacent to the
new AIPG. (Externally Funded, in
part)
FY18-19 $1,230,000 $4,891,347 $257,024
SCC AIPG grant FY18-19 $1,448,201
CA P&R grant FY21-22 $1,000,000
PG&E donation FY21-22 $25,000
Adult-assistive bathroom added FY22-23 $850,000
Art In-lieu fees FY23-24 $338,146
P2 Lawrence-Mitty
Park and Trail
Plan
Design and construct a new
neighborhood park. Located on
7.8 acres adjacent to Saratoga
Creek, near the intersection of
Lawrence Expressway and Mitty
Way.
FY18-19 $8,270,994 $6,850,909 $4,422,565
Acquisition & Annexation FY21-22 -$2,330,085
Berm Clean-up FY23-24 $910,000
P3 Park Amenity
Improvements
Funding for various park
amenities such as benches,
hydration stations, outdoor table
tennis, cornhole, shade
structures, pickleball striping,
etc. (3yrs funding x $200K)
FY20-21 $600,000 $600,000 $417,460
P4 MRP West
Parking Lot
Improvements
(Habitat
monitoring
continues to
2028)
*Only habitat monitoring is active.
Design and construct a new
“green” meadow-style parking lot
that is compatible with the creek
environment at McClellan Ranch
West, which was designed to
have minimal impact to the site.
FY16-17 $400,000 $1,069,682 $1,611
City Funding FY17-18 $550,000
City Funding FY18-19 $119,682
P5Q Annual
Playground
Replacement
Replacement of older playground
equipment that is dated and
worn. (5yrs funding x $300K)
FY20-21 $1,500,000 $1,500,000 $913,755
subtotal $14,911,938 $14,911,938 $6,012,415
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*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the
transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the
amount of grant funds that are expensed/received to date. If the project were to be defunded, for example,
a more thorough accounting of the funds remaining on the project would be required.
• The Jollyman Park All-Inclusive Playground is under construction and will be completed
before summer 2025.
• Lawrence-Mitty Park and Trail is in the design phase. As part of the due diligence for this
project, we are generating cost estimates based on the schematic design progress and will
return to City Council for review before advancing the design process further.
• The Park Amenity Improvements project continues to supply new benches, picnic tables,
and other vital features to parks as required.
• The Annual Playground Replacement project will activate once CIP recruitments are
successful. Varian Park, Little Rancho Park and Canyon Oak Park are targets for
improvements.
B. Evaluation of Parks CIP Projects to defund:
• The Jollyman AIPG is nearing completion.
• The Lawrence-Mitty Park and Trail project is in contract through to the end of design and
documentation. The funding for the project comes from a developer agreement that would
need to be revisited if defunding were to be considered.
• The Park Amenity Improvements project could be defunded but has been a valuable
resource to address needed improvements and community requests/concerns in our parks.
• The Playground Replacement project could be defunded since we are not in-contract
presently, but the need to replace our aging playgrounds persists as an ongoing safety
concern. If not replaced, many playgrounds will need to be closed, at least in part.
• The habitat monitoring at the McClellan Ranch Preserve west parking lot is a requirement of
the project’s California Department of Fish and Wildlife permit.
The City does not recommend defunding any of these projects.
C. Unfunded Parks CIP Projects:
In the past five years, several projects have been proposed and remain unfunded. The list that
follows notes the years proposed and projected cost in FY25-26 dollars.
//
//
//
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TABLE 6 – UNFUNDED PARKS CIP PROJECTS
Project FY
proposed
Project Description Projected
Cost
Park Shade
Structures
FY23-24 Five locations: Creekside, Portal, Linda Vista, BBF Bocce, and
Jollyman. Planned for FY25-26, as noted in the FY24-25 CIP
program. Grant funding was not obtained, however. Providing more
shade opportunities is a stated priority of the Parks and Recreation
System Master Plan (PRSMP) but due to limited resources and
other priorities, this project was removed from the 5-year CIP plan.
$1.3M
BBF Golf Course
Irrigation
FY24-25 Replacement of the irrigation system is a high priority; however, it
is likely that this will be a major project. Prioritized for its
potentially strong sustainable infrastructure and improvement of
natural habitat, thus addressing the goals of the CAP and the
PRSMP. The projects were planned for FY25-26, as noted in the
FY24-25 CIP program, however staffing resources and funding
remain limited. Staff will look for potential external funding for the
project prior to proposing this in future CIP plans.
$2.5M
BBF Golf Course
Pond Restoration
FY24-25 The area of the BBF Golf course that was a pond, is visibly
undeveloped. This project proposes to replant the area low-water
native species.
$1.53M
Memorial Park
projects derived
from 2024 MPSP
FY25-26 MPSP offered a considerable list of potential projects, including
the phasing of certain areas and types of amenities. Priorities from
the Community and P&R staff:
• Extended Senior Center Deck/Plaza
• New Restroom and upgrade Existing Restrooms
• Bocce Court
• Upgraded Parking Lots (2)
• Upgraded Amphitheater and Stage
• Reservable Picnic Area (Align with PV work)
However, due to limited resources and other priorities, no projects
from this plan are proposed at this time.
Varies
Memorial Park
projects: All-
Inclusive
Playground
FY25-26 Grant funding may be available from Santa Clara County for an All-
Inclusive Playground. Staff will propose this project if external
funding becomes available.
$5M
Memorial Park
projects: Softball
Field Lighting
FY25-26 The current system has exceeded its useful lifecycle and
replacement parts are difficult to obtain. Staff will monitor the
system and will propose a project when required.
$250,000 to
$500,000
Park Pathways
Paving
FY24-25 Add and/or improve pathways at 8 parks: Three Oaks Park,
Creekside Park, Wilson Park, Hoover Park (new), Jollyman Park,
Portal Park, Somerset Park, and Varian Park. Improvements to
existing park pathways, converting a majority of the paths from
asphalt to concrete, improving lighting in limited locations, and
design and installation of new pathways in some parks. New
pathways are a low priority, PW Operations may propose Special
Project funding to repair existing paths as needed.
$1.2M
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Blackberry Farm
Family Restroom
Conversion
FY25-26 This project aims to better serve the community by converting one
of Blackberry Farm's four restrooms into a family restroom and
pool changing area. Blackberry Farm is a popular pool and park
facility, and is frequented by families with young children. As a
result, there is a high demand for a family restroom and changing
area. This project is a priority of the Parks and Recreation
Department to address public requests.
$500,000
Blackberry Farm
Golf Course
Restroom
Renovation
FY25-26 The restrooms at the BBF Golf Course have not been upgraded
since 1991. They are dilapidated, require ongoing maintenance,
and customers routinely complain about them. The golf course is a
high-usage facility with more than 40,000 rounds of golf played
each year. A full renovation is required to meet accessibility and
building code requirements. Minor maintenance and replacement
fixtures are proposed in the FY 25-26 proposed budget to address
some of these needs.
$500,000
Blackberry Farm
Entrance
Improvements
FY25-26
FY19-20
The entrance to Blackberry Farm needs better pedestrian facilities.
Access improvements were unanimously endorsed by City Council
in 2015. The Parks and Recreation Commission prioritized this
project as a high priority for the 2019 CIP plan. The project has also
been noted in the 2006 Stevens Creek Master Plan and Restoration
Plan, the 2016 Stevens Creek Master Plan draft, the 2016
Cupertino Bicycle Transportation Plan and was the justification for
the City’s purchase of the Byrne residential property and
dedication.
$2M to $3M
Blackberry Farm
Play Area
Improvements
FY19-20,
FY25-26
The current playground needs improvements to meet modern
standards. Its small size limits capacity, particularly during peak
usage by summer camps and school groups. The perimeter shows
signs of wear, requiring reinforcement to ensure safety and
stability. New scope would include a resilient play surface and
nature play elements.
$300,000
McClellan Ranch
Preserve Barn
Renovation
FY19-20,
FY25-26
Repair and rehabilitate the McClellan Ranch Preserve Barn to
enhance safety, preserve its historical significance, support
educational activities, and facilitate community engagement. The
McClellan Ranch Preserve Barn Evaluation & Conceptual
Renovation Plan was adopted by City Council in 2014. The barn is
in a dilapidated state and for safety reasons should be improved.
$4M
Linda Vista Park
Improvements
FY19-20 Upgrades to park amenities and playgrounds. TBD
Portal Park
Improvements
FY19-20 The existing building is not useful in its current configuration, and
parking is not adequate to support activities.
TBD
New
Neighborhood
Parks
FY19-20 The acquisition of land and development of new parks can be
reconsidered after Lawrence-Mitty is completed. No report for
potential sites and/or feasibility has been completed.
TBD
Little Rancho
picnic area
FY25-26 PW/P&R received a request from residents to consider picnic area
improvements rather than replacing the playground at this
location.
TBD
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Memorial Park
The City recently completed the Memorial Park Master Plan, which provides an extensive list of
improvements to revitalize and update the park. The plan was assembled by collecting and
incorporating public input through an extensive outreach campaign. That process produced a
robust road map that will guide the City regarding park improvements for decades. Recently,
staff has observed some concern from the public and City Council regarding the cost of the
improvements proposed the plan and has heard suggestions regarding reduction of the plan’s
scope. Due to the extensive public engagement and input received, it is recommended that the
plan remain unchanged, and that projects within the plan be prioritized and scheduled as
public sentiment and available funding dictates. At this time, due to fiscal constraints, staff is
not proposing any projects for Memorial Park.
Blackberry Farm Golf Course
The irrigation system at Blackberry Farm has long exceeded its useful life cycle. The system is
antiquated, is subject to multiple breaks yearly, and is not efficient in its water use for golf
course landscaping. An irrigation replacement project is currently proposed for year 4 of the 5-
year CIP and is anticipated to cost $1.6M. This project is anticipated to save the City
approximately $65,000 annually in maintenance, repairs, and water use, and will improve water
efficiency at this property. This project will safeguard against major failures that would be
expensive to repair, would result in down time for the golf course operations (including lost
revenue), and would help to protect against environmental impacts to Stevens Creek. The
project has an approximate return on investment of 24-years, reduces water use, and safeguards
both Stevens Creek and players’ ability to utilize the course.
D. Parks CIP - Five-Year Plan
TABLE 7 – 5-YEAR PLAN FOR PARKS CIP PROJECTS
Note: Grey text in Years 2-5 illustrates 5% escalation costs but are not proposed for implementation in
that year and thus are not included in the totals below.
Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
BBF Golf
Renovation:
minimal repairs
$1,433,250 $1,504,880 $1,580,150 $1,659,158
BBF Golf
Renovation:
Ponds
$1,300,000 $1,365,000 $1,433,250 $1,504,913
Blackberry Farm
Bocce Ball Shade
Structure
$176,400 $185,216 $194,480 $204,204
Creekside Park
Picnic Area Shade
Structure
$176,400 $185,216 $194,480 $204,204
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Linda Vista Park
Picnic Area Shade
Structure
$176,400 $185,216 $194,480 $204,204
Portal Park Picnic
Area Shade
Structure
$176,400 $185,216 $194,480 $204,204
Jollyman Park
Picnic Area Shade
Structure
$176,400 $185,216 $194,480 $204,204
subtotals $0 $0 $0 $1,580,150 $0
FY25-26: Jollyman AIPG will be completed in 2025, and the Lawrence-Mitty Park and Trail
project could be completed in 2027. We continue to work on replacing playgrounds with safety
concerns and dispersing improved park amenities to locations with the greatest need. Work on
the design, procurement, and installation of new equipment at playgrounds could resume in the
Fall of 2025.
FY26-27 and FY27-28: Lawrence-Mitty Park and Trail project work will continue, and work on
the Playgrounds replacements can resume. Park Amenities upgrades will continue.
FY28-29: Initiating the improvements to the irrigation system at the Blackberry Farm golf course
is also a priority to improve efficient use of our water resources. Staffing prevents initiation of
this project in years 1-3, but in year 4 this will be a recommended priority project.
FY29-30: Blackberry Farm golf course irrigation system improvements will continue into this
fiscal year.
Providing Shade Structures at various park locations was a Council-stated priority in years past,
and improving shade opportunities is a priority of the PRSMP. Current CIP staff can not initiate
these projects in FY25-26, but the City will continue to pursue grant funding for these amenities.
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CIP: STREETS AND INFRASTRUCTURECity of Cupertino
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3. Streets and Infrastructure
A. Existing Streets and Infrastructure CIP Projects: There are five active and funded CIP projects
that are considered Streets and Infrastructure projects, and one other funded project that is in
the queue.
TABLE 8 - ACTIVE STREETS AND INFRASTRUCTURE CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Remaining
Funds*
ST0 Outfalls Repairs Following the recommendations
of the 2024 Outfalls Report
FY25-26 $950,000 $950,000
ST1 Stevens Creek
Bridge Repair
Stevens Creek Blvd Bridge over
Stevens Creek. Prepare
feasibility study and PS&E to
determine and implement
appropriate scour
countermeasures. (Externally
Funded, in part)
FY23-24 $172,000 $860,000 $172,000
FHWA highway Bridge Program
grant
FY23-24 $688,000
ST2 McClellan Road
Bridge
Reconstruction
Reconstruction of the bridge on
McClellan Road near the
entrance to McClellan Ranch
Preserve. (Externally Funded -CA
DOT)
FY23-24
(State
Funding)
$5,000,000 $5,850,000 $5,850,000
CPF FY24-25 $850,000
ST3 City Lighting LED
improvements
Implement the transition of
City's streetlight infrastructure
from induction and other fixtures
to LED fixtures to meet the "Dark
Sky" Ordinance requirements
and reduce light pollution and
energy cost.
EECBG grant funding ($139,000)
awarded in FY24-25, but will not
be included as revenue until the
award is re-affirmed in the
current federal administration.
FY21-22 $50,000 $1,350,000 $501,074
City Funding FY22-23 $1,300,000
ST4 City Bridge
Maintenance
Repairs Project
(Bridge
Preventive
Maintenance
Program, or
BPMP)
Design and implement the repair
of five City bridges as
recommended in the Caltrans
Bridge Report along with
additional improvements to
prolong the useful life of the
bridges.
FY15-16 $165,000 $2,176,105 $174,347
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City Funding FY16-17 $535,000
FHWA FY16-17 $571,151
FHWA FY22-23 $716,296
FHWA FY23-24 $95,227
FHWA FY24-25 $510,521
City Funding FY24-25 $300,000
City Funding FY24-25 $1,176,105
ST5 Street Light
Installation -
Annual Infill
Infill of gaps in streetlight
network as requested by
residents. (Annually funded)
FY17-18 $430,000 $430,000 $142,241
ST6Q Vai Avenue
Outfall
Investigate, design, and replace
existing failing 36” corrugated
metal pipe (CMP) storm drain
line with new reinforced
concrete pipe (RCP) or high-
density polyethylene (HDPE)
pipe.
FY24-25 $490,000 $490,000 $438,756
subtotal $13,999,300 $13,999,300 $8,228,418
*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the
transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the
amount of grant funds that are expensed/received to date. If the project were to be defunded, for example,
a more thorough accounting of the funds remaining on the project would be required.
• The BPMP project will be completed in the summer of 2025.
• The engineering contract for the Stevens Creek Bridge project has been awarded, and the
investigation into potential options will commence.
• The City will hire an engineering firm to assess the current conditions, provide design
alternatives, and develop the necessary documentation and cost estimates. Once the
documentation is prepared, the project will be considered "shovel-ready," increasing its
chances of securing additional grant funding to complete the project.
• Procurement for the City Lighting LED Improvements project is in progress, and
installations will begin once the fixtures are delivered (Anticipated completion is
September 2025).
Vai Avenue Outfall project is noted as completed and as an active project, due to the successful
temporary repair of the outfall pipe section this fiscal year. However, the replacement of the
outfall pipe section is not yet completed. Staff will coordinate permanent repairs through Valley
Water as part of their CIP project to stabilize Regnart Creek in this reach. This will create
efficiencies in permitting and ensure a repair that is compatible with Valley Water’s efforts.
2024 Outfall Report – Repair projects
The purpose of the 2024 Storm Drain Outfall Condition Assessment report was to inventory the
storm drain assets and to determine necessary improvements and maintenance activities for the
outfall pipes and structures. The City maintains 175 outfall pipe segments, totaling
approximately 17,051 feet, within the storm drain network. The outfall pipes discharge urban
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rainfall runoff from the City’s storm drain system into various creeks/channels managed by the
Santa Clara Valley Water District (Valley Water). The report documented observations of the
condition of outfall pipes, along with their corresponding outfall structure, and nearest
upstream structure. The primary assessment method for the pipeline segments and outfall
structures consisted of closed circuit television (CCTV), visual examinations and documentation
through photographs.
The report assessed 205 pipe segments across 175 sites. 31% show structural defects with
significant defect grades (NASCO grades 4 and 5). 19% have significant defects that affect
operations and maintenance. Most of the defective pipes were CMP outfall pipes that were
installed consistent with Valley Water specifications for outfall pipes which were in place at the
time of installation. Grade 3, 4, and 5 defects were common in pipelines that were constructed
from corrugated metal pipe (CMP). This is due to the susceptibility of CMP to corrosion, which
leads to holes developing in the pipes. Though not as common, several CMP pipelines also
showed signs of deformation.
The report also assessed the condition of 117 outfall structures. Most of the structures were in
good to moderate condition. Of the 117 outfalls structures three were in level 5 defective
condition, and three were in level 4 defective condition. The City will coordinate with Valley
Water to plan for the most efficient and cost-effective manner in repairing these outfall
structures.
The FY25-26 Outfalls Repair project funding for $950,000 will be applied to repairs of outfall
pipe segments that have significant defects.
B. Evaluation of Streets and Infrastructure CIP Projects to Defund
The BPMP project will be complete in Summer 2025. The Stevens Creek Bridge and McClellan
Road Bridge projects are largely funded by external grants, and address health and safety
concerns. The LED Streetlight project is in-contract, will reduce our energy usage, and directly
addresses dark-sky concerns.
The City does not recommend defunding any of the currently funded projects.
C. Unfunded Streets and Infrastructure CIP Projects
In the past five years, several projects have been proposed and remain unfunded. The list that
follows notes the years proposed and projected cost in FY25-26 dollars.
TABLE 9 – UNFUNDED STREETS & INFRASTRUCTURE PROJECTS
Project FY
proposed
Project Description Projected
Cost
Fiber Expansion FY23-24 6 projects: Priority projects outlined in the City's Fiber Master Plan.
The City proposes delaying these projects until external funding
can be obtained.
$10M
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Merriman Road
Storm Drain
FY23-24 Installation of a storm water collection system on Merriman Road
to include approximately 800' of storm drain mainline, 3 standard
manholes, and 3 new drop inlets/laterals on the eastern side of the
roadway. The project may also include surface drainage
improvements such as berms and/or pavement recontouring.
Requested by residents. Not a priority of the SDMP.
$1M
Pumpkin and
Fiesta Storm
Drain Project
(Phase 2)
FY21-22 A priority project of the SDMP. This is Phase 2 of the Pumpkin-
Fiesta Storm Drain project. This project is currently on hold while
the completed phase one project is evaluated for operational
efficiency.
$750,000
Regnart Road
Improvements,
(Phase 2)
FY18-19 Design and Construction of phase 2 of the Regnart Road
Improvements project. Proposed improvements include additional
drainage structures, slope stabilization and erosion control
measures. Priority for safety criteria, improvements needed to
stabilize the road and mitigate slide potential.
$2.8M
Storm Drain
Improvements -
Bubb Road,
Phases 1-3
FY19-20 A priority project of the SDMP. TBD
2018 Storm Drain Master Plan projects
The 2018 Storm Drain Master Plan (SDMP) established a prioritized capital improvement
program to reduce the risk of flooding within the City of Cupertino. The basic objective of the
report was to evaluate the flow capacity of the City’s storm drain network and recommend
improvements to enhance storm drain capacity at key locations within the City. The first
priority of the SDMP was Pumpkin Fiesta, Phases 1 and 2. The City completed Phase 1
improvements in 2023, which should mitigate flooding for an area the had experienced
repeated storm drain overflows. Phase 2 is not currently scheduled due to funding resources.
Further, the Phase 1 improvements should help to mitigate some of the concerns that Phase 2 is
intended to address. Staff will continue to monitor the City’s storm drain “hot spots” during
rain events and will propose projects as necessary to respond to the City’s needs.
2020 Fiber Master Plan
The City has successfully owned and operated a limited fiber network for more than 10 years—
and the network has created real value for the City. Specifically, the City has offset the cost of
leased circuits in connecting buildings and traffic infrastructure. The network has also provided
more capacity, at a higher level of reliability, than would commercial services. Having a
dedicated fiber network provides many options for the City to address issues raised in the 2017
Cupertino Communications Risk Report prepared by the Cupertino Office of Emergency
Services; concerns about communications resiliency for the City government and the public
were also highlighted by the demonstrated vulnerability of commercial communications
networks in recent public safety power shutoff (PSPS) events. The fiber network also provides
the underpinning of future Smart City infrastructure and services under consideration by the
City. The report has a number of recommendations for the fiber-optic network going forward,
and one of those is to construct new City-owned and operated fiber to connect City facilities
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and expand the emergency network capabilities of the system in the process. Following this
recommendation six projects were proposed in for FY23-24 but were postponed to allow the
City time to seek grant funding to support the projects. Expanding the City’s Fiber network
remains a priority and increases the effectiveness of all services that the City provides.
Regnart Road Investigation Report
The Regnart Road Investigation Report identified 6 priority sites that needed immediate
attention. Over the last several years, 2 of the sites were fully address with the Regnart Road
Improvement Project Phase 1. The City made various minor repairs and improvements along
Regnart Road to offset the immediacy to respond to three other priority sites. Priority site 4 will
be addressed with an upcoming Storm Drain Outfall project.
D. Streets and Infrastructure CIP - 5-year Plan
TABLE 10 – 5-YEAR PLAN FOR STREETS AND INFRASTRUCTURE CIP PROJECTS
Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
Outfalls Repairs $950,000 $600,000 $600,000 $600,000 $600,000
FY25-26: The City expects to have studied options to determine the scope of work for the repairs
of Stevens Creek Bridge, by the end of 2025. The engineering team for the McClellan Road
Bridge project is anticipated to be identified and contractually engaged, and completion of the
City Lighting LED Improvements project is expected in this fiscal year. If approved, significant
progress will be made on the Outfall project.
FY26-27: Engineering work and funding resourcing will continue for the Stevens Creek
Boulevard and McClellan Road bridge projects. Work on the first three outfall projects should
be complete in this fiscal year, and the City expects to propose additional outfall projects to
address priority projects from the outfall assessment report.
FY27-28: Project initiation of the Pumpkin-Fiesta Storm Drain Phase 2 Project and Regnart Road
Improvements Phase 2 Project can be considered for implementation if funding is available and
observations of Phase 1 scopes of work inform the proposed development areas. Engineering
and environmental analysis will continue for both bridge projects. Additional outfall repair
projects are anticipated.
FY28-29: Engineering and environmental analysis will continue for both bridge projects. Project
initiation of the Fiber Expansion project may be proposed if external funding can be acquired.
Additional outfall repair projects are anticipated.
FY29-30: Engineering and environmental analysis will continue for both bridge projects.
Additional outfall repair projects are anticipated.
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CIP: TRANSPORTATIONCity of Cupertino
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4. Transportation
A. Existing Transportation CIP Projects: There are six active and funded CIP projects that are
considered Transportation projects, and three other funded projects that are in the queue.
TABLE 11 - ACTIVE TRANSPORTATION CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project
Total
Remaining
Funds*
T1 Stevens Creek
Blvd CL IV
Bikeway Phase 2A
Design and Construction of the
separated bikeway along Stevens
Creek Blvd from Wolfe Road to
DeAnza Blvd. (Externally Funded,
in part)
FY20-21 $350,000 $2,350,000 $277,829
Construction, City Funding FY21-22 $2,000,000
OBAG FY24-25 $807,000
SB1 FY24-25 $693,000
T2 Stevens Creek
Blvd CL IV
Bikeway Phase 2B
Design and Construction of the
separated bikeway along Stevens
Creek Blvd from De Anza Blvd to
US-85. This includes signal
upgrades at Bandley Drive. The
design funding was in
conjunction with Phase 2A.
(Externally Funded, in part)
FY20-21 $0 $0 $0
T3 Bandley
Intersection
Signal upgrades at Bandley
Drive. Scope of work will be
included in SCB Phase 2B for
efficiency. (Externally Funded, in
part)
FY18-19 $150,090 $142,210
In-Lieu funds FY18-19 $25,658
City funding FY18-19 $124,432
T4 Bollinger Road
Corridor Study
Traffic analysis, topographic and
utilities survey, and preliminary
engineering of Bollinger Road.
(Externally Funded, in part)
FY24-25 $106,400 $532,000 $532,000
Safe Streets 4 All (SS4A) grant FY24-25 $425,600
T5 Roadway Safety
Improvements -
HSIP
High Friction pavement
treatment and speed feedback
signage added to seventeen
locations. (Externally Funded, in
part)
FY24-25 $356,180 $3,561,800 $3,500,800
HSIP Grant FY24-25 $3,205,620
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T6 Tamien Innu -
East Segment
Design and construct an off-
street bicycle and pedestrian
facility parallel to the I-280 HWY,
from Wolfe Rd. to Vallco Parkway
(Externally Funded & donation
funding)
FY20-21 $600,000 $2,536,000 $1,411,377
VTA Measure B FY21-22 $1,936,000
T7Q Tamien Innu -
Central Segment
Design and construct an off-
street bicycle and pedestrian
facility parallel to the I-280 HWY,
from De Anza Blvd. to Wolfe
Road (Externally Funded –
donation funding)
FY20-21 $600,000 $4,785,000 $4,582,979
VTA Measure B FY20-21 $460,000
VTA Measure B FY20-21 $3,725,000
T8Q Tamien Innu -
West Segment
Design and construct an off-
street bicycle and pedestrian
facility parallel to the I-280 HWY,
from the Don Burnett Bicycle –
Pedestrian Bridge to De Anza
Blvd. (Externally Funded –
donation funding)
FY20-21 $600,000 $600,000 $600,000
T9Q School Walk
Audit
Implementation
Construct infrastructure-related
improvements around schools
that were identified as part of the
comprehensive School Walk
Audit study. (Externally Funded -
Apple)
FY18-19 $250,000 $1,245,852 $939,405
Apple Funding FY19-20 $971,863
City Funds FY20-21 $23,989
subtotal $15,760,742 $15,760,742 $11,986,600
*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the
transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the
amount of grant funds that are expensed/received to date. If the project were to be defunded, for example,
a more thorough accounting of the funds remaining on the project would be required.
• De Anza Boulevard Buffered Bike Lanes project is complete. City is currently working to
collect grant funding but expects reimbursement to take some time.
• The Stevens Creek Boulevard Class IV Bikeway, Phase 2A will begin construction activities
in late spring/early summer. The project is currently acquiring materials with long lead
times.
• The Stevens Creek Boulevard Class IV Bikeway, Phase 2B is 95% complete in the design
phase. The City will search for external funding options prior to commencing with bidding
and construction.
• The Roadway Safety Improvements project has a design/engineer team working on the
design and documentation presently. Once the drawings are complete, the City will
advertise the project for bid and construction (anticipated in the fall of 2025).
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• Bollinger Road Corridor Study is searching for a consultant team to perform the analysis –
this will be a multi-year project.
• The preliminary engineering for the Stevens Creek Bridge repair project has begun with the
intent of establishing a scope for the repairs needed by the end of 2025.
• The design of Tamien Innu East Segment is under review by the adjacent property owner
and Valley Water.
School Walk Audit Implementation project
In FY16-17, Cupertino Safe Routes to School (SR2S) worked with each public school in
Cupertino to develop a list of infrastructure improvements called the Walk Audit Report. The
report details improvements that would make walking and biking safer, and drop-off and pick-
up smoother. In FY19-20, SR2S worked with each school to update the list and categorize items
into three tiers. Tier 1 and 2 items are almost complete, and the following Tier 3 items are
currently being analyzed. Recommended work for these projects is anticipated to begin in the
latter part of 2025.
1. Lincoln Elementary/ Monta Vista High School: Hyannisport Drive at Fort Baker Drive: -
Reconstruct intersection to close slip lane onto Fort Baker Drive. Modify the northeast
corner of the intersection by removing the right turn slip lane and reduce the corner
radius for the right turning traffic to enhance the pedestrian safety.
2. Sedgwick Elementary: Tantau Ave/Barnhart Ave: Widen sidewalk on Tantau Avenue to
match existing paint on street. The sidewalk along Tantau Ave will be widened from 5
feet to approx. 12 to 13 feet. This will require relocation of curb, engineering, surveying,
staking work, and modifications/realignments of the high-visibility crosswalk on
Barnhart Avenue to increase visibility (after widening sidewalk).
B. Evaluation of Transportation CIP Projects to Defund
• Stevens Creek Boulevard Class IV Bikeways is the top priority from the Bicycle
Transportation plan, and a Tier One priority of the Pedestrian Transportation Plan –
improving vehicular, bicyclist and pedestrian safety along one of Cupertino’s busiest
arteries was considered a highly important project.
• The Bollinger Road Corridor Study will evaluate safety concerns along this corridor and is
grant funded.
• The Roadway Safety Improvements project is also grant funded with local matching funds.
• The Tamien Innu project, specifically the East segment, has been delayed due to design
efforts to address physical constraints and Valley Water requirements. If further progress
cannot be made, this project could be defunded. However, it is funded by developer and
donation funds and grants.
Staff does not recommend defunding the transportation projects listed above.
C. Unfunded Transportation CIP Projects
In the past five years, several projects have been proposed and remain unfunded. The list that
follows notes the years proposed and projected cost in FY25-26 dollars.
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TABLE 12 - UNFUNDED TRANSPORTATION CIP PROJECTS
Project FY
proposed
Project Description Projected
Cost
Bollinger Road
Corridor Design
and Construction
FY23-24 Requested by residents: more follow-up is required before this can
become a CIP project.
$4.2M
Carmen Road
Bike/Ped Bridge FY22-23
Requested by the Bicycle Pedestrian Commission and residents,
this is a large project, requiring significant staffing and funding
resources.
$6M
Stevens Creek
Blvd Separated
Class IV Bikeway,
Phase 3 - Design
& Construction
FY21-22
Hwy85 to Foothill Blvd., continuing from Ph.2 to the west. Phase 3
will involve installing precast concrete barriers and traffic signal
modifications at the Highway 85 northbound ramp, Bubb Road,
and Foothill Blvd intersections to provide protected bicycle signal
phasing.
$3.5M
Active Transportation Plan
The Active Transportation Plan (ATP) will guide project prioritization for future bicycle and
pedestrian infrastructure projects. Through an extensive, multiphase community outreach
strategy, the ATP will develop capital project recommendations based on public input, safety
needs, and mobility goals. While no specific projects are currently defined, the ATP, once
adopted in 2026, will help determine which active transportation projects are selected for the
CIP. This process ensures that future transportation investments align with community needs
and City objectives.
D. Transportation CIP - 5-year Plan
TABLE 13 – 5-YEAR PLAN FOR TRANSPORTATION CIP PROJECTS
Note: Grey text in Years 2-5 illustrates 5% escalation costs but are not proposed for implementation in
that year and thus are not included in the totals below.
Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
Bollinger Road
Corridor Study
$4,410,000 $4,630,400 $4,862,000 $5,105,100
FY25-26: Stevens Creek Boulevard (SCB) Phase 2A will be completed in the fall of 2025. Phase
2B, including work at Bandley Intersection, is not currently planned for the 5-year CIP due to
funding and staffing resources.
Tamien Innu, East segment design, will be finalized this fiscal year. If design efforts can rectify
current physical barriers and achieve Valley Water approval, construction can begin in the
Spring of 2026. Once construction is initiated on the East segment, design on the Central
segment can resume.
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Design for the Roadway Safety Improvements project is anticipated to be completed this fiscal
year, with construction initiation anticipated in summer 2026.
FY26-27: Work on SCB Phase 2B may restart if external funding can be acquired. The remaining
School Walk Audit Implementation projects are planned to be completed. Tamien Innu and the
Roadway Safety Improvements projects are anticipated to continue during this fiscal year. The
City expects the Active Transportation Plan to be completed, adopted, and will inform future
CIP planning efforts.
FY27-28: Potential transportation projects are anticipated based on information from the
approved ATP.
FY28-29: The pre-design/analysis work on the Bollinger Road Corridor will be a two+ year
process that is anticipated to be completed in this fiscal year. Funding for the design and
construction can be pursued during that time. It is anticipated that the design and construction
would be initiated on FY30-31.
FY29-30: Potential transportation projects are anticipated based on information from the
approved ATP.
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City of CupertinoCIP: SUSTAINABILITY
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5. Sustainability
A. Existing Sustainability CIP Projects: There are two active and funded CIP projects that we
consider Sustainability projects.
TABLE 14 - ACTIVE SUSTAINABILITY CIP PROJECTS
# Project name Project Description Year
Initiated
Approved
Funding
Project Total Remaining
Funds*
SU1 EVCS expansion
- Service Center
The construction of electric
vehicle charging station
(EVCS) infrastructure for
the electrification of the
City’s fleet. Working with
SVCE for technical
assistance.
Estimated Completion:
2026
FY24-25 $560,000 $560,000 $560,000
SU2 Photovoltaics
Systems (PV)
Design &
Installation
This project will design-
build PV systems at three
locations: Quinlan
Community Center,
Cupertino Sports Center,
and Community Hall.
Estimated Completion:
2026
FY24-25 $6,300,000 $6,300,000 $6,296,600
SU3Q Silicon Valley
Hopper EV
parking
Provide electric vehicle
charging stations (EVCS) for
SV Hopper (formerly VIA)
fleet.
Queued due to staffing
resources.
FY22-23 $350,000 $350,000 $321,000
subtotal $7,210,000 $7,210,000 $7,177,600
*Table Note: The funds indicated in the “Remaining Funds” column are a calculation based on the
transactions to date (3/14/25) and contracts encumbered on each project. It does not fully account for the
amount of grant funds that are expensed/received to date. If the project were to be defunded, for example,
a more thorough accounting of the funds remaining on the project would be required.
• The PV project contracts were approved in February and the design phase is underway.
• CIP is working with SVCE to develop design and bid documents for the Service Center
expansion of the EVCS for the City’s fleet vehicles.
• Silicon Valley (SV) Hopper EV parking: Cupertino was part of a successful Dept. of
Transportation Charging Facility Infrastructure coalition grant application lead by SVCE
and San Jose that would have provided around $500,000 for 7 dual-port level 2 chargers
and 1 dual-port level 3 DC Fast Charger behind the Sports Center for public and Hopper
use. That award is uncertain now under the current administration. This project is queued
due to staffing constraints.
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B. Evaluation of Sustainability CIP Projects to Defund
• The EVCS expansion at Service Center project is necessary for the ongoing electrification of
the City’s fleet. This project is currently funded and supported through SVCE.
• The PV project is in contract and will reduce the City’s utility costs.
• The SV Hopper EV parking would address the need for charging of the shuttles’ fleet of
electric vehicles.
We do not recommend defunding these projects.
C. Unfunded Sustainability CIP Projects
The Sustainability team outlined a number of projects that may be proposed as CIP projects
once scope, costs, and benefits are further developed. The list that follows notes the years
proposed and projected cost in FY25-26 dollars.
TABLE 15 - UNFUNDED SUSTAINABILITY CIP PROJECTS
Project FY
proposed
Project Description Projected
Cost
Building Electrification
Analysis
FY25-26 Analysis of top gas-consuming City facilities to examine
the current appliance infrastructure, evaluate the
building envelope, and explore available market
alternatives for electrification. This will provide the
required details for the cost and timeline of each
facility's upgrade needs. Sustainability team is presently
working with BayREN to analyze five facilities as a free
service. Other facilities will require an engineering
consultant team to be engaged and can be funded with
CIP Prelim Planning & Design (420-99-047) funds.
~$30,000
Quinlan Community Center
Electrification
FY25-26 Quinlan Community Center has the highest gas
consumption (33.54% of the City’s overall gas usage)
and requires an engineered solution due to roof and
building space constraints, complex building envelope,
and energy efficiency considerations.
~$8M
Library Electrification &
Resiliency upgrades
FY25-26 As the second-highest gas user (22.59% of the City’s
overall gas usage), the Library's electrification must be
preceded by measures to reduce reliance on reheat
energy. The project will optimize the HVAC system
before replacing the HVAC and hot water boiler with an
electric alternative. Electrification may be best pursued
alongside a Resiliency Upgrade to the building, to
facilitate use as the Community's Cooling and Heating
Center. This will probably include a photovoltaic system
and battery back-up system. CIP is currently working
with SCCLD to develop a mutually beneficial scope of
work.
~$8M
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Blackberry Farm Pools Water
Heating Upgrades
FY25-26 With high gas usage (approximately 14.27% of the City’s
overall gas usage), the Blackberry Farm pool project
presents an opportunity to integrate solar thermal
storage. The plan involves replacing showers with
primary solar thermal and storage and backup small air-
source heat pump water heaters. The pool heaters
could be replaced with air-source heat pump
technology in conjunction with solar and storage.
TBD
Electrification of other City
Facilities
FY25-26 Senior Center, Sports Center, BBF Recreation Buildings
(medium priorities), Monta Vista Recreation Center,
Service Center, McClellan Ranch Preserve, and other
Park Facilities (lower priorities) can be upgraded to
electric appliances to provide long-term sustainability
benefits and reduce operational costs.
TBD
Replace Non-Functional Turf
& Improve water efficiency
FY25-26 Government properties must stop watering non-
functional turf by January 1, 2027, to comply with state
mandate AB 1572. It is recommended to start
replacement no later than early 2027 to avoid aesthetic
concerns regarding landscaping.
TBD
D. Sustainability CIP – 5-year Plan: the Sustainability projects can be included in the five-year CIP
plan when scope of work and project cost estimates are initiated for the projects listed above.
Staff will look for external funding to support potential sustainability projects prior to
proposing them.
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CIP Status Report Page 34 of 38
CIP: COMPLETED PROJECTSCity of Cupertino
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6. Completed Projects
A. Completed CIP Projects: Four projects were completed in FY24-25, and one additional project
is scheduled to be complete before July 2025.
TABLE 16 – COMPLETED CIP PROJECTS
Type Project name Project Description Year
Initiated
Approved
Funding
Project Total Remaining
Funds*
P Blackberry
Farm Pool
Improvements
Make improvements to the
pools and facility related to
safety, accessibility, and
maintenance.
FY21-22 $750,000 $750,000 $31,204
ST Vai Avenue
Outfall –
Repairs**
Investigate, design, and replace
existing failing 36” corrugated
metal pipe (CMP) storm drain
line with new reinforced
concrete pipe (RCP) or high-
density polyethylene (HDPE)
pipe.
FY24-25 $490,000 $490,000 $438,756
T De Anza
Boulevard
Buffered Bike
Lanes
Restripe De Anza Blvd to include
a painted buffered zone
between the existing bike lane
and the vehicle lanes.
FY22-23 $525,000 $696,792 $10,194
City Funding FY23-24 $5,533
TDA3 FY24-25 $166,259
T McClellan Road
Separated Bike
Corridor, Phase
3
Improve pedestrian and bicycle
safety by reconfiguring the
intersection and vehicle
movements. (Externally Funded,
in part)
FY20-21 $164,410 $2,299,410 $99,273
Apple FY19-20 $160,000
VERBS grant FY19-20 $1,000,000
SB1 FY23-24 $975,000
subtotal $4,236,202 $4,236,202 $140,671
*The funds indicated in the “Remaining Funds” column are a calculation based on the transactions to
date (3/14/25) and contracts encumbered on each project. It does not fully account for the amount of
grant funds that are expensed/received to date. If the project were to be defunded, for example, a more
thorough accounting of the funds remaining on the project would be required.
**The existing outfall was temporarily repaired. The larger project to replace the outfall has not yet
occurred, but the City is coordinating with Valley Water regarding the repair. Project funds will remain
active.
One additional project is expected to be completed before the end of the fiscal year: All-
Inclusive Play Area & Adult-Assistive Bathroom Facility (Jollyman Park).
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CIP: SUMMARY
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Summary
TABLE 17: NEW/ADDED FUNDING FY25-26 CIP PROJECTS
Project name Project Description FY25-26
Funding
INTERNAL EXTERNAL
ADA (Americans
with Disabilities
Act)
Improvements
(Annually funded)
This is an ongoing program, funded
annually, to improve accessibility
of public facilities throughout the
City.
$110,000 $110,000 $0
Citywide Facilities
Condition
Assessment
(FCA)
Implementation
Implement priority
recommendations identified in the
Facility Condition Assessment
reports. This is an ongoing initiative
due to the extent of improvements
needed throughout City buildings.
$940,000 $940,000 $0
Outfall Repairs Repair various storm drain outfalls
following the recommendations of
the 2024 Storm Drain Outfalls
Assessment.
$950,000 $950,000 $0
subtotal $2,000,000 $2,000,000 $0
TABLE 19: PROPOSED FY25-26 CIP FIVE-YEAR PLAN PROJECTS
Note: Grey text in Years 2-5 illustrates 5% escalation costs but are not proposed for implementation in
that year and thus are not included in the totals below.
Project FY25-26
Funding
Year 2
FY26-27
Projected
Cost
Year 3
FY27-28
Projected
Cost
Year 4
FY28-29
Projected
Cost
Year 5
FY29-30
Projected
Cost
ADA Improvements
(Annually funded)
$110,000 $115,000 $120,000 $125,000 $130,000
Citywide Facilities
Condition Assessment
(FCA) Implementation
$940,000 $2,300,000 $1,000,000 $1,000,000 $1,000,000
Outfalls Repairs $950,000 $600,000 $600,000 $600,000 $600,000
BBF Golf Renovation:
minimal repairs
$1,433,250 $1,504,880 $1,580,150 $1,659,158
Totals $2,000,000 $3,015,000* $1,720,000 $3,305,150* $1,730,000
* Current annual CIP funding is $2M/year. Project estimates may be refined prior to requested CIP
funding. Proposed annual CIP funding that exceeds $2M/year will require additional funds beyond
the $2M annual funding being allocated to the program. Where possible, staff will search for external
funding to address funding requests in excess of $2M.
In summary, the proposed FY 25-26 CIP includes ongoing funding for two existing facilities
projects and funding for storm drain utility repairs. The new and additionally-funded projects
are a result of information from existing facility assessments, which show the need for extensive
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improvements and repairs to the City’s aging infrastructure. Due to the extensive nature of the
work needed, staff envisions some of these projects becoming regular or even annual requests
for the foreseeable future. The CIP has continued to deliver projects, yet the program has 28
existing projects that are working towards completion. The CIP team is currently focused on
maximizing productivity despite resource constraints.
The proposed five-year plan focuses on rehabilitating critical infrastructure that has aged
beyond its life cycle. This is a common theme throughout America, and while the City has
focused its rehabilitation efforts in recent years on revitalizing its pavement condition, the City
must now shift some of this focus onto its buildings and storm drain system to address public
health and safety issues. This year, the proposal for new projects was driven by the need to
implement health and safety-driven projects.
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FISCAL YEAR 2025 - 2026 CAPITAL IMPROVEMENT PROGRAMS • 5-YEAR PLAN
Funding Types LEGEND Approved Plan(s)
RUC = Restricted Use Category Parks ADA - ADA Transition Plan
AP - Apple Funded Donation Streets & Infrastructure BCSS - Bollinger Road Corridor Safety Study
BBF - Blackberry Farm Enterprise Fund (560)(RUC)Transportation BCA - Building Condition Assessment
DIL - Developer in Lieu Fund (RUC)Facilities CAP - Climate Action Plan
DON - Donation New project for FY25-26 CCMP - Civic Center Master Plan
GF - General Fund (420/429) (unrestricted)BTP - Bicycle Transportation Plan
PD - Park Dedication Fund (280) (RUC)EP - Santa Clara County Expressway Plan
RP - Recreation Program Enterprise Fund (580) (RUC)FMP - 2020 Fiber Master Plan
SC - Sports Center Enterprise Fund (570) (RUC)GP - General Plan
SCCP - Stevens Creek Corridor Park Capital Projects MPP - McClellan Ranch Preserve Master Plan
Fund (427) (RUC)PMP - Pedestrian Master Plan
SD - Storm Drain Improvement Fund (210) (RUC)PRSMP - Parks & Recreation System Master Plan
TF - Transportation Fund (270) (RUC)PTP - Pedestrian Transportation Plan
RRGE - Regnart Road Geotechnical Evaluation
SCC - Stevens Creek Corr. Park Master Plan & Restor.
SDMP - Storm Drain Master Plan
EXISTING & NEW FY25-26 PROJECTS
Description City Funding External Project
Funding
Current Total
Project Budget
Remaining Funds
(3/14/25)
FY 25-26 City
Funding
Funding Type Approved Plan Budget Unit Project No. FY Initiated
ADA Improvements (Annually funded)970,000 0 970,000 191,990 110,000 GF GP/ADA 420-99-007 PVAR 002 FY16
Facilities Condition Assessment (FCA) Implementation 2,006,470 423,420 2,429,890 1,536,282 940,000 GF BCA 420-99-063 BAI 001 FY19
City Hall Annex 3,000,000 0 3,000,000 1,872,539 GF CCMP 420-99-248 CIV 010 FY22
City Hall Improvements 500,000 0 500,000 378,036 GF CCMP 420-99-250 CIV 011 FY22
Library Expansion Project: landscaping & courtyard 8,705,438 1,000,000 9,705,438 1,391,910 GF CCMP 420-99-077 CIV 007 FY20
All Inclusive Play Area & Adult-Assistive Bathroom Facility
(Jollyman Park)
2,418,146 2,473,201 4,891,347 4,255,313 GF PRSMP 420-99-051 PVAR 007 FY19
Lawrence-Mitty Park and Trail Plan 6,850,909 0 6,850,909 4,422,565 DIL GP, PRSMP 280-99-009 P LM 001 FY19
Park Amenity Improvements 600,000 0 600,000 417,460 GF PRSMP 420-99-086 PVAR 011 FY21
MRP West Parking Lot Improvements (Habitat monitoring)1,069,682 0 1,069,682 1,611 420-99-030 MRW 002 FY17
Annual Playground Replacement 1,500,000 0 1,500,000 913,755 GF PRSMP 420-99-085 PVAR 010 FY21
Stevens Creek Bridge Repair 172,000 688,000 860,000 172,000 TF GP 420-99-267 ST 063 FY24
McClellan Road Bridge Reconstruction 0 5,850,000 5,850,000 5,850,000 - Grants GP 420-99-273 ST 066 FY25
City Lighting LED improvements 1,350,000 1,350,000 501,074 GF GP 420-99-258 ST 052 FY22
City Bridge Maintenance Repairs (BPMP)2,176,105 1,893,195 2,176,105 174,347 TF GP 270-90-960 ST 002 FY15
Street Light Installation - Annual Infill (Annually funded)430,000 0 430,000 142,241 GF GP 420-99-056 ST 024 FY18
Vai Avenue Outfall 490,000 0 490,000 438,756 CR, SD GP 420-99-275 ST 065 FY25
Outfall Repairs 950,000 0 950,000 N.A.950,000 CR, SD GP FY26
Subtotal, Page 1 (Existing & New Projects)33,188,750 12,327,816 43,623,371 22,659,879 2,000,000
FY25-26 CIP Page 1 of 3
ATTACHMENT C
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EXISTING & NEW FY25-26 PROJECTS (CON'T.)
Description City Funding External Project
Funding
Current Total
Project Budget
Remaining Funds
(3/14/25)
FY 24-25 City
Funding
Funding Type Approved Plan Budget Unit Project No. FY Initiated
Stevens Creek Blvd CL IV Bikeway - Phase 2A & Design 2,350,000 1,500,000 2,350,000 277,829 GF, Grant BTP 420-99-036 ST 053 FY21
Stevens Creek Blvd CL IV Bikeway - Phase 2B (design
included in Phase 2A)
0 0 0 0 GF, DIL BTP 420-99-070 ST 044 FY19
Stevens Creek Blvd CL IV Bikeway - Bandley Dr. Signal 124,432 25,658 150,090 142,210 GF, DIL BTP 420-99-070 ST 044 FY19
Bollinger Road Corridor Study 106,400 425,600 532,000 532,000 CR, Grant BCSS 270-99-270 ST 067 FY25
Roadway Safety Improvements - High Friction Pavement &
Speed Feedback Signage (HSIP)
356,180 3,205,620 3,561,800 3,500,800 CR/ Grant GP 270-99-271 ST 068 FY25
Tamien Innu - East Segment 0 2,536,000 2,536,000 1,411,377 AP/Grant BTP, PTP 420-99-036 ST 050, ST 046 FY21
Tamien Innu - Central Segment 0 4,785,000 4,785,000 4,582,979 AP/Grant BTP, PTP 420-99-036 ST 050, ST 046 FY21
Tamien Innu - West Segment 0 600,000 600,000 600,000 AP/Grant BTP, PTP 420-99-036 ST 051 FY21
School Walk Audit Implementation 23,989 1,221,863 1,245,852 939,405 AP/GF GP, PTP 420-99-069 ST 034 FY19
Electric Vehicle Charging Station (EVCS) expansion - Service
Center
560,000 560,000 560,000 CR CAP 420-99-272 ST 069 FY25
Photovoltaic Systems Design and Installation 6,300,000 0 6,300,000 6,296,600 CR CAP 420-99-274 FVAR 004 FY25
Silicon Valley Hopper EV Parking 350,000 0 350,000 321,000 GF, TIRCP CAP 100-88-265 ST 062 FY23
Subtotal, Page 2 (Existing & New Projects) 10,171,001 14,299,741 22,970,742 19,164,200 0
Total (Existing & New Projects)43,359,751 26,627,557 66,594,113 41,824,079 2,000,000
FY25-26 CIP Page 2 of 3 614
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COMPLETED PROJECTS
Description City Funding Revenue Funding
Sources
Total Project
Budget
Remaining Funds
(3/14/25)
Funding Type Approved Plan Budget Unit Project No. FY Initiated
Blackberry Farm Pool Improvements 750,000 0 750,000 31,204 GF PRSMP 420-99-073 BBF 004 FY22
Vai Avenue Outfall - Repairs*490,000 0 490,000 438,756 CR, SD GP 420-99-275 ST 065 FY25
De Anza Boulevard Buffered Bike Lanes 530,533 166,259 530,533 10,194 GF BTP 420-99-262 ST 061 FY23
McClellan Road Separated Bike Corridor, Phase 3 164,410 2,135,000 2,299,410 99,273 AP/GF/ Grant BTP 420-99-036 ST 047 FY20
Totals (Completed Projects) (Vai is not included)1,444,943 2,301,259 3,579,943 140,671
FIVE-YEAR PLAN
Project
(Years 2-5 show 5% escalation costs in grey text)
FY25-26
Funding
Year 2
FY26-27
Projected Cost
Year 3
FY27-28
Projected Cost
Year 4
FY28-29
Projected Cost
Year 5
FY29-30
Projected Cost
Funding Type Approved Plan Budget Unit Project No. CIP project #
ADA Improvements (Annually funded)110,000 115,000 120,000 125,000 130,000 GF GP/ADA 420-99-007 PVAR 002 2016-03
Citywide Facilities Condition Assessment Implementation
(FCA)
940,000 2,300,000
1,000,000 1,000,000 1,000,000 GF BCA 420-99-063 BAI 001 2019-02
Outfalls Repairs 950,000 600,000 600,000 600,000 600,000 CR, SD GP 420-99-273 ST 066 2025-03
BBF Golf Renovation: minimal repairs 1,433,250 1,504,880 1,580,150 1,659,158 BBF PRSMP, SCC
totals 2,000,000 3,015,000 1,720,000 3,305,150 1,730,000
FY25-26 CIP Page 3 of 3 615
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CIP FY 2024-2025 • 5-year plan ATTACHMENT A
CAPITAL IMPROVEMENT PROGRAMS
FISCAL YEAR 2024-2025
and 5-YEAR PLAN
NEW PROJECT NARRATIVES
LEGEND
Health and Safety Improvements
Council, Commissions and/or Community Priority
High Priorities established through City’s Master Plans or
Condition Assessment Reports
Projects that are subsequent phases of existing projects;
or projects in the queue that need to be activated
Projects that have secured external funding
CIP FY24-25 • 5-year plan ATTACHMENT A page 1
Projects that have secured external funding, or which
can result in positive fiscal impacts to the City
CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVESATTACHMENT B
FISCAL YEAR 2025 - 2026
PROJECT NARRATIVES
Attachment B
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 2 of 34
INSERT SECTION PAGE (GRAPHICS!)
CIP: FACILITIESCity of Cupertino
CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVESPAGE 2 OF 38
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
ADA Improvements
Annually Funded
FY25-26 City Funding $ 110,000
Total Funding $ 970,000
City Funding FY25-26 $ 110,000
External Funding $ 0
Remaining Funds (Feb 2025) $ 191,990
Funding Source, Approved Plan CR
Project Category Facilities
Project Type Design and Construction
Location Various
Origin of Request Public Works
Budget Unit 420-99-007, PVAR 002
Initiated: FY15-16
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
An update of the City’s ADA Transition Plan was completed in April 2015. The plan identifies improvements needed
and priorities to achieve compliance with ADA in public buildings, parks, and the public right of way.
This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City.
There are no anticipated impacts to the Operating Budget.
This is an ongoing initiative funded annually to improve accessibility at all public facilities throughout the City.
Accessibility is an ongoing priority for the City.
This initiative began in FY15-16 and has been funded annually for a total of $970,000 as of February 2025.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Facilities Condition Assessment Implementation
Ongoing initiative to address Facilities Deficiencies
FY25-26 Funding $ 940,000
Total Funding (pre-FY25-26) $ 2,429,890
City Funding (pre-FY25-26) $ 2,006,470
External Funding $ 367,951 (FY24 CDBG)
$ 55,469 (FY25 CDBG)
Remaining Funds (Feb 2025) $ 1,536,282
Funding Source, Approved Plan GF, GP
Project Category Facilities
Project Type Design and Construction
Location Various
Origin of Request Public Works
Budget Unit 420-99-078, BAI 001
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Ongoing initiative to implement projects from the prioritized recommendations of the 2017/18 “Comprehensive
Facility Condition and Use Assessment” and the “2022 Facility Condition Assessment” (FCA) reports.
The 2017/18 FCA report and the 2022 FCA report assessed the condition of nearly every City owned facility. Several
projects were identified as high priority facilities with significant deficiencies that need to be addressed to avoid costly
repairs and extended service interruptions.
Six projects have been initiated: Senior Center Fire Alarm system (FAS) upgrade, Quinlan Community Center (QCC)
AC Chiller replacements, Sports Center Locker and Shower rooms improvements, and the replacement of three flat
roofs (Sports Center, QCC, and Senior Center). Other completed FCA projects include Sports Center Fire Control
Center panel replacement and the Sports Center Seismic Retrofit. Projects planned for FY25-26 are the upgrades of five
FAS at Monte Vista, Creekside Park Rec, Service Center and Sports Center. Library FAS and Sports Center
Shower/Locker rooms projects are planned for FY26-27.
As older equipment is replaced with energy efficient equipment and as building systems are upgraded significant,
savings are expected in both maintenance and energy costs.
Addressing the high-priority FCA projects is the highest priority, as these projects address health and safety concerns.
This initiative began in FY18-19 and received additional City funding in FY23-24. CDBG grant funds were received for
work on the Senior Center property, in FY23-24 and FY24-25.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
City Hall Annex
10455 Torre Avenue Improvements
Total Funding $ 3,000,000
City Funding $ 3,000,000
External Funding $ 0
Remaining Funds (Feb 2025)$ 1,872,539
Funding Source, Approved Plan GF, CCMP
Project Category Facilities
Project Type Design and Construction
Location 10455 Torre Ave.
Origin of Request Public Works
Budget Unit 420-99-248, CIV 011
Initiated FY21-22
Project Description
Project Justification
Projected Cost information
Program, plan and build facility improvements to facilitate short-term and long-term use[s] of the building. The scope
of work will include programming, planning, design, and construction. Emergency Operations Center (EOC) program
and requirements added to the scope of this project in late 2022.
The proximity of this property to the Civic Center, and its central location within the City, lends itself to numerous
uses, including a satellite and/or interim City Hall facility.
When the EOC scope was added, staff made the decision to delay the request for additional project funding for the
EOC until the project was ready to award a contract to a general contractor for construction so that more definitive
costs would be discussed. However, when cost estimates on the 65% set of drawings and specifications came in at
$6.7M in 2024, the decision was made to pause the project until the City Hall project direction was decided, so that
priorities and cost-cutting measures could be evaluated in a fuller context. An updated scope of work, with value-
engineering options, and cost estimate would be required to continue work on the project.
With the news of the inflated costs, numerous options were investigated, from scope reductions to a completely
reduced program of ‘carpet-and-paint only, and other code required renovations such as accessible entries. The most
reduced scope of work was estimated at $2M.
While developing the program for the City Hall Annex building as City’s Permit Center and EOC, staff identified
additional cost impacts, including:
•Increase of construction costs due to the addition of the EOC program and infrastructure. The early estimate
was that the addition of the EOC would add approximately $500,000 in construction costs.
•Increase of soft costs due to the addition of the EOC program. In October 2022, $101,700 was added to the
Design professionals’ contract for this reason. Cost estimate for soft costs is approximately $1.5M, leaving
$1.5M for construction (which is less than required, see below).
•An overall increase in the original construction estimate excluding the addition of an EOC. Staff has learned
that the original construction cost estimate for the overall project was too low. 2023 estimates for 2024
construction were estimated at $6.7M without moving/logistics cost, furniture, and other contingencies
accounted for.
Operation Budget Impact: Once construction is complete, Facilities and Grounds divisions will need to add this
facility to their workload, including maintenance and janitorial.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
City Hall Improvements
Programming, Feasibility, Design, Construction
Total Funding $ 500,000
City Funding $ 500,000
External Funding $ 0
Remaining Funds (Feb 2025)$ 378,036
5-year Funding Total $ 30M to $90M
Funding Source, Approved Plan GF, CCMP
Project Category Facilities
Project Type Design and Construction
Location Civic Center
Budget Unit 420-99-250, ST 056
Initiated FY21-22
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Program, plan and build facility improvements at the existing City Hall building site. The scope of work will include
programming, planning, design, and construction. The Emergency Operations Center (EOC) moves to another facility,
but this facility is planned as a “Risk Category IV” Essential Services facility as part of the structural system upgrades.
The existing building does not meet current or projected needs for workplace or meeting spaces; all infrastructure
systems (structural HVAC, etc.) are well beyond their useful life and require full replacement.
In the first fiscal year, the design can be initiated. Construction is projected for future fiscal years, depending on the
scope and Environmental Review requirements.
Renovations to the existing facility, or a new facility, are expected to improve operational efficiencies and ultimately
reduce costs.
Improvements to the existing building, whether in the form of a renovation project or a new City Hall facility, are the
highest priority for the health and safety of staff and the community.
Funding required for a renovated or new City Hall is greater than the CIP annual allocations. Alternative funding
means are required.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Library Expansion - Landscaping
Final scope of the Library Expansion project
Total Funding $ 9,705,438
City Funding $ 8,705,438
External Funding $ 1,000,000
Remaining Funds (Feb 2025)$ 1,393,310
Funding Source, Approved Plan CR, GF
Project Category Facilities
Project Type Design and Construction
Location Cupertino Library
Origin of Request Public Works
Budget Unit 420-99-077, CIV 007
Initiated: FY19-20
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Some of the areas in and around the Cupertino Library lack appeal and appropriate facilities for residents who use the
library and the Civic Center space. Providing more usable and efficient infrastructure, as well as better landscaping,
will improve the positive experience of visiting the library and Civic Center.
Landscaping of the building perimeter and courtyard is designed, documented, and ready for a public bid process.
Additional scope under consideration (building electrification, extending electrical junctions to Library field, etc.) will
require supplementary engineering and documentation. Staffing needs are deferring this work.
The expanded areas of landscaping may impact the operating budget slightly, but the improved irrigation will have a
positive effect as well.
Update existing landscape areas adjacent to the Cupertino Library incorporating appropriate drought resistant
plantings, pedestrian amenities including seating and shade structures, and other features to encourage community
activation of the Civic Center. Grant funding awarded in 2024 can be applied to installation of a photovoltaic system,
battery back-up, extension of an electrical service to Library Field, completing construction of exterior improvements
such as the landscaping scope of work, parking and pedestrian improvements, improvements to the drainage and
irrigation systems and water conservation efforts.
The grant funding must be expensed by 2030.
The Library Expansion project completed the building scope of work, except the courtyard renovations and exterior
landscaping, in 2022. The federal grant facilitated by Ro Khanna’s office was awarded in 2024. The grant must be used
for work that has not yet been completed.
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 10 of 34
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CIP: PARKSCity of Cupertino
CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
All Inclusive Playground – Jollyman
And Adult-Assistive Bathroom facility
Total Funding $ 4,891,347
City Funding $ 1,230,000 + $ 850,000
External Funding $ 1,448,201 + $ 1,000,000 +
$ 25,000 + $ 338,146
Remaining Funds (Feb 2025) $ 262,315
Funding Source, Approved Plan GF, Grant, PRSMP, DIL
Project Category Parks, Facilities
Project Type Design and Construction
Location Jollyman Park
Origin of Request Public Works, Parks
Budget Unit 420-99-051, PVAR 007
Initiated FY18-19
Project Description
Project Justification
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design and construct an all-inclusive playground at Jollyman Park, and a new adult-assistive bathroom facility
adjacent to the All-Inclusive Play Area.
Community input secured during the Parks and Recreation System Master Plan process favors having an All-Inclusive
play area in Cupertino. The new "All-Inclusive Playground" (AIPG) project is intended to serve the broad needs of the
[inclusive] community The added bathroom facility can serve all ages who require mobility assistance and will vastly
improve the usability of the new play area.
Anticipated construction completion date is June 2025.
Anticipated to be a slight impact to the Operating Budget due to the specialized nature of the play equipment and the
addition of a bathroom facility. By accepting the grant, the City agreed to construct and maintain the playground for
20 years.
Santa Clara County All-inclusive Playground funding grant was secured in 2019 for $1,448,201. This requires
$2,201,799 in matching funds and required fund-raising of $1M. CA Parks and Recreation department awarded a
second grant in the amount of $1,000,000 as a Specified Grant program, which met the fund-raising requirement.
PG&E also donated $25,000. Art In-Lieu fees were used to design, procure, and install the “kaleidoscope” art feature,
with a budget of $338,146. The Adult-Assistive Bathroom Facility scope was funded by Council in FY22-23 ($850K)
and added to this project funding.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Lawrence-Mitty Park and Trail Plan
Design and Construction
Total Funding $ 6,850,909
City Funding $ 6,850,909
External Funding $ 0
Remaining Funds (Feb 2025)$ 4,422,565
Funding Source, Approved Plan GF, DIL, PRSMP
Project Category Parks
Project Type Design and Construction
Location Near Sterling Barnhart Park
Origin of Request Public Works, Parks
Budget Unit 280-99-009, PLM 001
Initiated FY18-19
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design and Construct (with programming, public outreach and environmental studies) a neighborhood park located
on several acres of land adjacent to Saratoga Creek, near the intersection of Lawrence Expressway and Mitty Way.
The City is under-served for neighborhood parks to meet the level of service goal of the City’s General Plan. The east
side of the City is particularly under-served.
Land acquired in September 2020. Design process underway. Due to the extent of environmental permitting required,
the project is expected to remain active until the Spring of 2027.
Adding a park to the inventory will have an impact on the operational budget. Public Works can evaluate more fully
once the design is complete.
In FY18-19, Apple fees for their project development were applied to the purchase, annexation, and development of
this park ($8,270,994). The purchase and annexation costs were approximately $2,330,085. In FY23-24, additional
operational funds were secured to reduce the existing berms on site. The berms reduction can occur once the design is
more established.
The design process is underway, after a conceptual design process with an enhanced public outreach component.
Adding this park is important for the residents on this side of the city.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Park Amenity Improvements
Multi-year initiative
Total Funding $ 600,000
City Funding $ 200,000 x 3years
External Funding $ 0
Remaining Funds (Feb 2025)$ 427,010
Funding Source, Approved Plan GF, PRSMP
Project Category Parks
Project Type Design and Construction
Location Various
Origin of Request Parks and Recreation
Budget Unit 420-99-086, PVAR 011
Initiated FY 20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Funding for various park amenities such as benches, hydration stations, outdoor table tennis, cornhole, shade
(structures and/or trees), dog-off-leash, pickleball striping, etc.
Residents requested upgrades to the Park amenities, and this program provides the funding and staffing for the
procurement and implementation.
The existing Park sites’ Amenities were evaluated by staff and the Parks and Recreation Commission, and a
prioritization schedule developed. Installations are underway.
There are no anticipated additional impacts to the Operating Budget.
This is a departmental low priority, however it has been a valuable resource to address community concerns in our
parks.
This initiative began in FY20-21 and was funded for three years.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
McClellan Ranch - West Parking Lot Improvement
Mitigation Measure Monitoring & Reporting
Total Funding $ 1,069,682
City Funding $ 1,069,682
External Funding $ 0
Remaining Funds (Feb 2025)$ 1,611
Funding Source, Approved Plan CR
Project Category Parks
Project Type Design and Construction
Location McClellan Ranch Preserve
Origin of Request Parks and Recreation
Budget Unit 420-99-030, MRW 002
Initiated: FY16-17
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
The riparian mitigation site between the parking lot and Stevens Creek was planted in 2018 and replanted in 2023.
Performance Monitoring and reporting is required for five years, starting in 2023.
The McClellan Ranch West site was used informally for staff and overflow parking without a suitable, stable surface,
and which is not available for use during wet weather due to mud. The opening of the Environmental Education
Center in 2015 increased the parking demand at McClellan Ranch Preserve. The removal of the Simms house on the
site allowed for the installation of the additional needed parking with a suitable parking surface.
The mitigation measure performance monitoring and reporting will continue until 2027.
Establishment of the native planting requires monitoring and irrigation that will decrease once the plantings mature.
After 2027, the operational impact will decrease.
This mitigation measure performance monitoring and reporting is required to continue to meet the requirements of
the Lake or Streambed Alteration Agreement (LSAA; Notification No. 1600-2018-0207-R3) issued by the California
Department of Fish and Wildlife (CDFW) on December 14, 2018.
This project received City funding in FY16-17, FY17-18 and FY18-19. The monies that remain fund the mitigation
measure performance monitoring and reporting required by the LSAA permit.
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 17 of 34
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CIP: STREETS AND INFRASTRUCTURECity of Cupertino
CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Storm Drain Outfalls Repairs
Priority projects from 2024 Outfalls report
FY25-26 Funding $ 950,000
City Funding $ 950,000
External Funding $ 0
5-year Funding Total $ TBD
Funding Source, Approved Plan GF
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Near 10516 Whitney Way
Origin of Request Public Works
Proposed: FY25-26
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
The 2024 Storm Drain Outfall Condition Assessment report assessed 205 pipe segments across 175 sites. Of the 117
outfalls three were in level 5 defective condition, and three were in level 4 defective condition. The FY25-26 funding
requested will address the three outfalls that have the most severe damage and present as imminent failures. In
following years, additional funding will be requested to address deficiencies noted in the report.
The three locations for FY25-26 are: #SWPP398 is an 48-inch diameter corrugated metal pipeline (CMP) near the
vicinity of Whitney Way and Pacific Drive, #SWPP1546 is an 15-inch diameter corrugated metal pipeline (CMP) near
the vicinity of Richwood Court and Miller Avenue, and #SWPP3360 is an 30-inch diameter corrugated metal pipeline
(CMP) near the vicinity of Finch Avenue and Stevens Creek Boulevard. All three show sign of corrosion and need to
be rehabilitated.
The Storm Drain Outfall Condition Assessment Project completed in 2024 identified multiple structural defects of
existing storm drain pipelines that need to be rehabilitated. These defects pose a significant risk to the integrity of the
storm drain system. Addressing the issues through timely rehabilitation is crucial to maintain the functionality of the
system.
It is estimated that the construction of these three outfall repairs can be completed within a year.
There are no operating budget impacts to completing this project.
This project will mitigate the defects to prevent further deterioration of the pipeline. The project is of high importance
to address the risk of pipeline failure.
Funding source for this project will be from either General Fund or Stormwater Fund. No grant funds are available.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Stevens Creek Bridge Repair
Improve structural foundations
Total Funding $ 860,000
City Funding $ 98,642
External Funding $ 761,358
Remaining Funds (Feb 2025)$ 860,000
Funding Source, Approved Plan GF/Grants, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Stevens Creek Blvd over Stevens Creek
Origin of Request Public Works
Budget Unit 420-99-267, ST 063
Initiated FY23-24
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Repairs to the bridge supports to include countermeasures to scouring (undermining) of the support bases.
The design of the existing bridge utilizes mat foundations for the bridge supports that have started to become
undermined. This project will perform modifications to create a firm structural footing for the supports. The condition
of the support foundations has been noted in recent biennial bridge inspection reports and the repairs are
recommended by Caltrans. The repair work is funded by the FHWA Highway Bridge Program for 88.53% of the
design and construction costs.
Engineering consultants have initialized the preliminary design phase of the project. Once the scope of work required
is more defined, a projected schedule will be developed.
Construction of the project will not increase operating budget expenses.
Improving the safety of our City bridges is a leading priority. Grant funding has been secured which enables the
project team to proceed with preliminary engineering. The engineering firm is in contract with the City. This will
provide insight into final scope and costs.
FHWA funding was awarded for this project. Funding for the design phase is currently programmed in the FTIP for
the 2023/24 FFY and construction funding is programmed for ‘beyond 2025/26.’ Staff will continue to work with
Caltrans to identify opportunities to make construction funds available sooner to minimize time from end of design to
the start of construction.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
McClellan Road Bridge Reconstruction
Projected Costs $ 8,000,000
City Funding $ 0
External Funding $ 5,850,000
Remaining Funds (Feb 2025) $ 5,850,000
Funding Source, Approved Plan GF, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location McClellan Road 300’ east
of Club House Lane
Priority Medium
Origin of Request Public Works
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule
Funding Information
Operating Budget Impacts
Reconstruction of the bridge on McClellan Road near the entrance to McClellan Ranch Preserve.
The existing bridge was constructed in 1920 and is beyond its design life. It does not meet current requirements for
pedestrian access and lacks the width to facilitate bicycle lanes. A reconstructed bridge will enhance pedestrian
facilities.
Design and Construction will be a multi-year endeavor, requiring environmental permits and Caltrans approvals for
both design and construction procurement.
$5.85M in grant funding has been secured. Approximately $2.2M in funding is still required. Priority for Safety
criteria, following recommendations from inspection reports issued by Caltrans. CIP is starting preliminary design in
FY 24-25 to support efforts to obtain additional grant funding.
Design and construction will require approximately $8M in funding. Staff proposes to utilize the existing grant
funding to initiate preliminary engineering design which will provide further opportunities to apply for grants to
complete the project funding.
Construction of the project will not increase operating budget expenses.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
City Lighting LED Improvements
Updates to meet Dark Sky requirements
Total Funding $ 1,350,000
City Funding $ 1,350,000
External Funding $ 0
Remaining Funds (Feb 2025)$ 501,074
Funding Source, Approved Plan GF, GP
Project Category Streets and Infrastructure
Project Type Feasibility
Location Various
Origin of Request Public Works
Budget Unit 420-99-258, ST 052
Initiated FY21-22
Project Description
Project Justification
Prioritization
Projected Schedule
Operating Budget Impacts
Develop a strategy to transition the City's streetlight infrastructure, and other City operated lights, from induction to
LED fixtures to meet the “Dark Sky” requirements and reduce light pollution. Assess the costs, benefits, and
opportunities of the proposed improvements.
In March 2021 the City ratified the "Dark Sky" night lighting requirements for private development. As City street
lighting and other facility lighting may create unintended light pollution, and in some cases is nearing the end of its
useful life, this study will evaluate lighting needs and compliance with dark sky requirements for the City's nearly
3000 streetlights, various path lighting and exterior facility lighting.
Procurement is underway. The construction schedule is listed to be completed by December 2025.
There are no anticipated additional impacts to the Operating Budget by this work.
This project brings the City streetlights into compliance with the Dary Sky codes and reduces energy costs. It is a
highly prioritized project for these reasons and because it is nearing completion.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
City Bridge Maintenance Repairs
Repairs from Caltrans report
Total Funding $ 2,176,105
City Funding $ 282,910
External Funding $ 1,893,195
Remaining Funds (Feb 2025)$ 174,347
Funding Source, Approved Plan TF, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Homestead/ McClellan @ Stevens
Ck., Stevens Creek/ Vallco/ Miller/
Tantau @ Calabazas Ck.
Origin of Request Public Works
Budget Unit 270-90-960, ST 002
Initiated FY15-16
Project Description
Project Justification
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design and construct 6 bridges' repairs as recommended in the Caltrans Bridge Report along with additional
improvements to prolong the useful life of the bridges.
The City of Cupertino owns and maintains a total of eight vehicular bridges. Caltrans inspects these bridges and
prepares a biennial report detailing the recommended repairs. Six of the eight bridges require rehabilitation; SCB over
Stevens Creek has issues not covered by maintenance. The rehabilitation includes the required repairs as
recommended in the Caltrans Bridge Report as well as additional work to prolong the life and use of the bridges.
Approximately 88% of the project costs are eligible for Federal reimbursement through 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.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Streetlight Installation – Annual Infill
Annually funded
Proposed FY25-26 Funding $ 0
Total Funding $ 430,000
City Funding FY25-26 $ 0
External Funding $ 0
Remaining Funds (Feb 2025)$ 139,741
Funding Source, Approved Plan GF, GP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Various
Origin of Request Public Works
Budget Unit 420-99-056, ST 024
Initiated FY17-18
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design and install streetlights on an as needed basis, to infill lights and poles when requested by residents.
There are areas of the city where streetlight spacing is insufficient to meet current standards for illumination. Several
locations are identified annually for infill with one or two lights. This annual appropriation allows these deficiencies
to be readily addressed.
Ongoing program.
This program uses staff time for the installation of these lights. Additional annual energy costs will be extremely
minor.
Providing these services and fixtures for resident safety and welfare is important.
This initiative began in FY17-18 and has been funded annually for a total of $430,000 as of February 2025. Most years
had allocations of $75,000 per year. This amount was reduced in recent years to be $35,000. No request for additional
funds in FY25-26. This may move to become Streets division “Special Project” in FY26-27.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Vai Avenue Outfall
Total Funding $ 490,000
City Funding $ 490,000
External Funding $ 0
Remaining Funds (Feb 2025)$ 438,756
Funding Source, Approved Plan CR/SD, GP/SDMP
Project Category Streets and Infrastructure
Project Type Design and Construction
Location Vai Ave outfall near
Regnart Creek
Origin of Request Public Works
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan Information
Funding Information
Operating Budget Impacts
Investigate, design, and replace existing failing 36” corrugated metal pipe (CMP) storm drain line with new reinforced
concrete pipe (RCP) or high-density polyethylene (HDPE) pipe.
In December 2023, the City was made aware of damage to this storm drain outfall. The City operates and maintains
the storm drain facilities throughout Cupertino. The storm drain pipe in question has corroded, undermined the creek
bank, and needs to be replaced before further erosion and property damage occurs.
The outfall was patched with a new section of CMP as a quick fix in October 2024. The repair should last one or two
rainy seasons, then we can pursue full replacement of the CMP that has eroded. Site access is difficult and will require
environmental permitting.
No ongoing operational impacts are expected.
Replacement of the pipe is necessary to ensure proper operation to protect public and private property and safety.
The initial repair used approximately $25,000. The proposed budget will enable design, construction, and
environmental permitting of the CMP replacement. Storm Drain funds (210) will be used if available.
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CIP: TRANSPORTATIONCity of Cupertino
CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Stevens Creek Blvd Class IV Bikeway – Phase 2A
Separated Bikeway & Signal Upgrades
Total City Funding $ 2,350,000
City Funding $ 2,350,000
External Funding $ 807,000 (OBAG)
External Funding $ 693,000 (SB1)
Remaining Funds (Feb 2025)$ 277,829
Funding Source, Approved Plan GF/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB: Wolfe to De Anza
Origin of Request Public Works
Budget Unit 420-99-036, ST 053 and ST 059
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Phase 2A includes design and construction of the separated bikeway along Stevens Creek Blvd (SCB) from Wolfe
Road to De Anza Blvd. Improvements include traffic signal modifications at Wolfe Road and De Anza Blvd to provide
separate bicycle phasing.
The 2016 Bicycle Transportation Plan identifies improvements needed and priorities to enhance and promote safer
bicycle transportation in the City. The number one priority of the Plan was to provide a separated Class IV bicycle lane
on Stevens Creek Blvd. This project is the second phase to address that priority.
Design and Documentation, and community outreach for Phase 2A (Wolfe Road to De Anza Blvd.) is complete. The
construction contract for Phase 2A was awarded in February 2025. Construction will be complete before the end of the
calendar year. See Phase 2B project narrative for more information on the subsequent work on this project.
It is anticipated that separated bike lanes will require additional maintenance to sweep bike lanes clean of debris. This
cost will be in addition to normal street sweeping operations and will be included in the Operating budget.
Improving vehicular, pedestrian and bicyclist safety is a primary concern. The Bike Transportation plan named this
the first priority, and the Pedestrian Transportation assigned this Tier 1 priority.
External grant funding has been secured for this project (OBAG and SB1 funding) and this will be used to reduce the
City’s costs on Phase 2A. The remainder of the funds allocated by the City for Phase 2 will be used on Phase 2B.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Stevens Creek Blvd Class IV Bikeway – Phase 2B
Separated Bikeway & Signal Upgrades
Total City Funding*$ TBD
City Funding*$ 0
External Funding $ 0
Remaining Funds (Feb 2025)N.A.
Funding Source, Approved Plan GF/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB: De Anza to Highway 85
Origin of Request Public Works
Budget Unit 420-99-036, ST 053 and ST 059
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Phase 2B includes design and construction of the separated bikeway along Stevens Creek Blvd (SCB) from De Anza
Blvd. to Highway 85. Upgrades to the traffic signal at Bandley Dr. and Stevens Creek Blvd. will include new conduit,
wiring, traffic signal boxes, two new signal heads, and a split phase signal operation for vehicles entering onto Stevens
Creek Blvd. *Note: SCB Phase 2A and 2B were jointly funded in design. SCB Bikeway Phase 2B and Bandley Drive Signal
Upgrade projects are combined in design and construction to increase efficiency, however funding is noted separately because the
Bandley intersection project is funded with DIL fees.
The 2016 Bicycle Transportation Plan identifies improvements needed and priorities to enhance and promote safer
bicycle transportation in the City. The number one priority of the Plan was to provide a separated Class IV bicycle lane
on Stevens Creek Blvd. This project is the second phase to address that priority.
It is anticipated that separated bike lanes will require additional maintenance to sweep bike lanes clean of debris. This
cost will be in addition to normal street sweeping operations and will be included in the Operating budget.
Design and Documentation of Phase 2B and the Bandley project is 95% complete. The project will be permitted, bid,
and constructed once Phase 2A is complete.
Improving vehicular, pedestrian and bicyclist safety is a primary concern. The Bike Transportation plan named this
the first priority, and the Pedestrian Transportation assigned this Tier 1 priority.
*External grant funding has been secured for Phase 2A of this project and this will be used to reduce the 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.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Bandley Drive Signal Upgrades
Traffic & Signal Upgrades
Total Funding $ 150,090
City Funding $ 124,432
External Funding $ 25,658 (DIL)
Remaining Funds (Feb 2025)$ 142,210
Funding Source, Approved Plan GF & DIL/GF, BTP
Project Category Transportation
Project Type Design and Construction
Location SCB & Bandley Intersection
Origin of Request Public Works
Budget Unit 420-99-070, ST044
Initiated FY18-19
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Upgrades to the traffic signal at Bandley Dr. and Stevens Creek Blvd. will include new conduit, wiring, traffic signal
boxes, two new signal heads, and a split phase signal operation for vehicles entering onto Stevens Creek Blvd. Note:
SCB Bikeway Phase 2B and Bandley Drive Signal Upgrade projects are combined in design and construction to increase
efficiency. Funding is noted separately because the Bandley intersection project is funded with DIL fees.
The Bandley Drive Signal Upgrades will significantly enhance pedestrian safety and pedestrian connectivity across
Stevens Creek Blvd within the Crossroads district by reducing pedestrian-vehicle conflicts. Vehicle safety will also be
increased for vehicles exiting the Crossroads driveway and Bandley Drive.
The signal upgrades will not increase operational costs.
Design and Documentation of Phase 2B and the Bandley project is 95% complete. The project will be permitted, bid,
and constructed once Phase 2A is complete.
Improving vehicular, pedestrian and bicyclist safety is a primary concern. This project will significantly enhance
pedestrian and vehicular safety.
External grant funding has been secured for Phase 2A. Additional external funding may be available for Phase 2B. The
remainder of the City funds allocated for Phase 2 will be applied to Phase 2B once Phase 2A is complete. The scope of
work for the Bandley intersection will be included in the Phase 2B scope of work for efficiency.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Bollinger Road Corridor Study
Traffic Analysis, Feasibility and Preliminary Design
Total Funding $ 532,000
City Funding $ 106,400
External Funding $ 425,600
5-year Funding Total $ 4,000,000
Remaining Funds (Feb 2025)$ 532,000
Funding Source, Approved Plan GF, BTP & BCSS
Project Category Transportation
Project Type Design and Construction
Location Bollinger Road, De Anza Blvd to
Lawrence Exp.
Origin of Request Public Works, BPC
Budget Unit 270-99-270, ST 067
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
In December 2020, City staff initiated a safety and operational study of the Bollinger Road from De Anza Boulevard to
Lawrence Expressway to identify improvements that will enhance pedestrian, bicycle, motor-vehicle, and transit
operations as a safety corridor. This is a collaboration between the City of Cupertino and City of San José.
Further design and analysis work is required. This includes a topographic and utilities survey of Bollinger Road,
preliminary engineering, and traffic analysis. The traffic analysis will determine the potential for the road diet
(Alternative A from 2020 Feasibility Study) to increase congestion or divert traffic onto residential streets, and any
corresponding mitigation measures to limit that impact (Alternative B from 2020 Feasibility Study).
Year 1 work includes preliminary design, feasibility, public outreach, traffic analysis, and topographic surveying. Year
2 will see continuation of Year One activities and initial preliminary engineering. Year 3 will encompass final
preliminary engineering and preparation of final plans, specifications, and estimates.
T.B.D.
External grant funding obtained; 20% matching funds required. Improves safety and sustainable means of
transportation and builds upon master plan priorities. Initial Traffic Study and preliminary designs can be initiated in
this FY by PW.
Funding for analyses, public outreach, and preliminary plans, and estimates. Construction of improvements will
require additional funding.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Roadway Safety Improvements
High Friction Pavement & Speed Feedback Signage
Total Funding $ 3,561,800
City Funding $ 356,180
External Funding $ 3,205,620
Remaining Funds (Feb 2025)$ 3,500,800
Funding Source, Approved Plan CR/grant, GP
Project Category Transportation
Project Type Design and Construction
Location Various
Origin of Request Public Works
Budget Unit 270-99-271, ST 068
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan Information
Funding Information
Operating Budget Impacts
High Friction pavement treatment and speed feedback signage added to seventeen locations within the City. Roadway
segments include sections of: De Anza Blvd, Homestead Rd, Bollinger Rd, Wolfe Rd, McClellan Rd, Bubb Rd, Mariani
Ave, Tantau Ave, Mary Ave, Blaney Ave, Rainbow Dr, Miller Ave, Stelling Rd, Valley Green Dr, and Calvert Dr.
Improves safety on roadway segments by reducing unsafe speed violations and rear end collision by implementing
dynamic/variable speed warning signs at the curves along the corridor and improving pavement friction. This scope
of work supports the Local Roadway Safety Plan (LRSP), which identifies transportation safety improvement needs
for all ages, abilities, and modes of transportation for the purpose of reducing fatal and severe injury collisions. In July
2023, City Council accepted state funding from the Highway Safety Improvement Program (HSIP) grant for safety
improvements on 17 roadway segments in the City of Cupertino.
The project is currently in design. The construction is scheduled to be completed in winter 2025/2026.
Construction of the project will not significantly increase operating budget expenses.
$3.2M in grant funding has been secured, 10% matching funding required by the City. Priority for Safety criteria.
Funding will be applied to design and construction.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Tamien Innu, East Segment
East Segment of the Trail
Total Funding $ 2,536,000
City Funding $ 0
Dev Funding $ 600,000
External Funding $ 1,936,000 (VTA Meas B + TDA3)
Remaining Funds (Feb 2025)$ 1,829,816
Funding Source, Approved Plan AP/Grant, BTP, PTP
Project Category Transportation
Project Type Design and Construction
Location Wolfe Road to Calabazas Creek
Origin of Request Public Works
Budget Unit 420-99-036, ST 046
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Design of an off-street bicycle and pedestrian facility parallel to the existing Junipero Serra Channel from De Anza
Blvd. Wolfe Road (Central), and from Wolfe Rd. to Vallco Parkway (East).
Highly prioritized in the 2016 Bicycle Transportation Plan, the Tamien Innu is one of the trail segments that would
make up “The Loop” to provide an off-street bicycle and pedestrian facility that runs parallel to the existing Junipero
Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle – Pedestrian
Bridge and Vallco Parkway when all the sections are completed.
Schematic design for both the Central and East segments have been submitted for environmental review. Construction
and permitting documentation for the East segment are underway. The Central segment design and construction will
progress once the first segment enters construction, and the environmental report is reviewed.
It is anticipated that trail will require additional maintenance. However, it is anticipated that these impacts will be
minimal.
Facilitating alternative means of transportation is a valuable resource for the City and its businesses.
Developer funding was contracted in FY18-19, and Council added the project to the CIP in FY20-21. VTA Measure B
and TDA3 funding has been awarded.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Tamien Innu, Central Segment
Central Segment of the Trail
Total Funding $ 4,785,000
City Funding $ 0
Dev Funding $ 600,000
External Funding $ 460,000 (VTA Meas B)
External Funding $ 3,725,000 (VTA Meas B)
Remaining Funds (Feb 2025)$ 4,582,979
Funding Source, Approved Plan AP/Grant, BTP, PTP
Project Category Transportation
Project Type Design and Construction
Location De Anza Blvd. to Wolfe Road
Origin of Request Public Works
Budget Unit 420-99-036, ST 050
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Highly prioritized in the 2016 Bicycle Transportation Plan, the Tamien Innu Trail is one of the trail segments that
would make up “The Loop” to provide an off-street bicycle and pedestrian facility that runs parallel to the existing
Junipero Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle –
Pedestrian Bridge and Vallco Parkway when all the sections are completed.
It is anticipated that trail will require additional maintenance. However, it is anticipated that these impacts will be
minimal.
Design of an off-street bicycle and pedestrian facility parallel to the existing Junipero Serra Channel from De Anza
Blvd. Wolfe Road (Central), and from Wolfe Rd. to Vallco Parkway (East).
Schematic design for both the Central and East segments have been submitted for environmental review. Construction
and permitting documentation for the East segment are underway. The Central segment design and construction will
progress once the first segment enters construction, and the environmental report is reviewed.
Facilitating alternative means of transportation is a valuable resource for the City and its businesses.
Developer funding was contracted in FY18-19, and Council added the project to the CIP in FY20-21. VTA Measure B
and TDA3 funding has been awarded.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Tamien Innu, West Segment
West Segment of the Trail
Total Funding $ 600,000
City Funding $ 0
Dev Funding $ 600,000
Remaining Funds (Feb 2025)$ 600,000
Funding Source, Approved Plan AP/Grant, BTP, PTP
Project Category Transportation
Project Type Design and Construction
Location Don Burnett bridge to De Anza
Origin of Request Public Works
Budget Unit 420-99-036, ST 051
Initiated FY20-21
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Highly prioritized in the 2016 Bicycle Transportation Plan, the Tamien Innu Trail is one of the trail segments that
would make up “The Loop” to provide an off-street bicycle and pedestrian facility that runs parallel to the existing
Junipero Serra Channel and Calabazas Creek and would provide a connection between the Don Burnett Bicycle –
Pedestrian Bridge and Vallco Parkway when all the sections are completed.
It is anticipated that trail will require additional maintenance. However, it is anticipated that these impacts will be
minimal.
Design of an off-street bicycle and pedestrian facility parallel to the existing Junipero Serra Channel from De Anza
Blvd. Wolfe Road (Central), and from Wolfe Rd. to Vallco Parkway (East).
Schematic design for both the Central and East segments have been submitted for environmental review. Construction
and permitting documentation for the East segment are underway. The Central segment design and construction will
progress once the first segment enters construction, and the environmental report is reviewed. The design and
construction of the west segment will follow the central segment.
Facilitating alternative means of transportation is a valuable resource for the City and its businesses.
Developer funding was contracted in FY18-19, and Council added the project to the CIP in FY20-21.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
School Walk Audit Implementation
Tier 3 Improvements
Total Funding $ 1,245,852
City Funding $ 23,989
External Funding $ 1,221,863
Remaining Funds (Feb 2025) $ 939,405
Funding Source, Approved Plan AP/GF, GP & PTP
Project Category Transportation
Project Type Design and Construction
Location Citywide, in the vicinity of
14 public schools
Origin of Request Public Works
Budget Unit 420-99-069, ST 034
Initiated FY18-19
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
This project will construct infrastructure-related improvements around schools that were identified as part of the
comprehensive School Walk Audit study. Traffic improvements will improve walkability and safety around 14
Cupertino schools: Lincoln ES, Monta Vista HS, Lawson MS, Sedgwick ES, Hyde MS, Garden Gate ES, Homestead HS,
Collins ES, Faria ES, Stevens Creek ES, Regnart ES, Cupertino HS, Kennedy MS, Eaton ES.
A walk audit is an assessment of travel behaviors for drivers, bicyclists, pedestrians (both parents and students),
developed by observing a school pick up or drop-off period on and around school grounds. Walk audits provide
insight into the specific barriers to walking and biking at each school. The assessment team included Alta Planning +
Design staff; City of Cupertino staff, nearby residents, and concerned parents. After the audit period completed, audit
participants returned to discuss and document their findings on a large-scale school area map. Based on observations
and input provided by school staff, audit participants, and others, the project team developed walk audit reports.
Tier 1 and 2 items are almost complete, and three Tier 3 items are being initiated: Hyannisport Drive at Fort Baker
Drive intersection reconstruction and Tantau Ave/Barnhart Ave sidewalk widening. It’s estimated that design and
construction of the project will have a 3-year duration.
There are no anticipated impacts to the Operating Budget.
The walk audit items identify barriers to walking and biking to school and recommend ways to improve safety and
traffic conditions around local schools. Health and safety are the first priority.
In 2019, Apple, Inc. granted funds for the cost of implementing all the walk audit improvements in the City's ROW.
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 30 of 34
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City of CupertinoCIP: SUSTAINABILITY
CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
EVCS expansion - Service Center
Total Funding $ 560,000
City Funding $ 560,000
External Funding $ 0
Remaining Funds (Feb 2025)$ 560,000
Funding Source, Approved Plan GF, GP
Project Category Sustainability, Facilities
Project Type Construction
Location 10555 Mary Avenue
Origin of Request Public Works
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
The construction of electric vehicle charging station (EVCS) infrastructure at the Service Center is needed for the
electrification of the 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.
The SVCE systematic assessment of City fleet vehicles had the primary goals of identifying vehicle electrification
opportunities, establishing an electrification timeline based on vehicle replacements and the City’s climate action goals
and regulatory compliance, and determining the costs and emissions benefits of fleet electrification.
The design will be completed by the SVCE Consultant, Optony, Inc in Spring 2024. The City will need to coordinate
with PG&E to obtain new electrical service which could take some time. It is currently anticipated that the project can
begin construction in the latter half of 2025.
As EV infrastructure charging units are implemented, staff or contractor resources will be necessary for installation
and maintenance of the units. It is difficult to determine the overall operation budget at this time. The maintenance of
a Level 2 charger is estimated at $500 per station annually, and $3000 per station annually for Level 3 EVCS.
State regulations require the conversion of City fleet vehicles to electric vehicles, and the EVCS infrastructure is
needed to address operations in response to those requirements.
Funding for construction of the infrastructure required for operation of the EVCS. Procurement and installation of
units, ongoing operation of the facilities, as well as potential upgrades to electrical service, may require additional
funding.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Photovoltaic Systems Design & Installation
Total Funding $ 6,300,000
City Funding $ 6,300,000
External Funding $ 0
Remaining Funds (Feb 2025)$ 6,296,600
Funding Source, Approved Plan CR, CAP
Project Category Sustainability, Facilities
Project Type Design and Construction
Location Community Hall, Sports
Center, Quinlan
Community Center
Origin of Request Public Works
Initiated FY24-25
Project Description
Project Justification
Prioritization
Projected Schedule/5-year Plan Information
Funding Information
Operating Budget Impacts
In 2023 PG&E announced a rate decrease for electricity generated by photovoltaic (PV) systems (NEM 3) but provided
a window to allow grandfathering the more economically-attractive NEM 2.0 rates if interconnection applications
were successfully submitted and corresponding systems operational by 2026. NEM 2.0 Interconnection Applications
were successfully submitted to PG&E for five Cupertino facilities: Blackberry Farm, Civic Center, Library, Quinlan
Community Center & Senior Center, and Sports Center. This project aims to design and build PV systems at three
locations. Council reviewed and approved the conceptual designs for Community Hall, Quinlan Community Center
and Sports Center in December 2024 before awarding the Design Build contract in February 2025.
The City must connect the proposed photovoltaic systems to the grid by 4/15/2026 in order to take advantage of the
NEM 2.0 applications, which provides 75 – 80% greater compensation than NEM 3 rates for electricity that is fed back
into the electrical system. The savings in utility costs are projected to be $290K annually, and $13.4M over a 30yr
lifespan.
Conceptual Design development and cost analysis completed in 2024. Design-Build: March 2025 to April 2026
Installation of the PV systems is projected to save $290K annually in utility costs. While additional maintenance will be
required for the PV systems, additional staffing will not be required for ongoing operations and maintenance.
Installation of the PV systems is projected to provide substantial savings on utility costs, going forward. The use of
cleaner energy sources is a CAP goal.
The proposed budget will enable design and construction of the systems. Inflation Reduction Act credits projected for
this project are approximately $1.4M. Staff will also pursue other grant funding opportunities.
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FY25-26 CIP proposal and 5-year Plan Council Meeting 4/02/2025 Page 30 of 34
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CIP: COMPLETED PROJECTSCity of Cupertino
CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
Blackberry Farm Pool Improvements
Replaster the pools, and miscellaneous upgrades
Total Funding $ 750,000
City Funding $ 750,000
External Funding $ 0
Remaining Funds (Feb 2025)$ 31,204
Funding Source, Approved Plan GF, PRSMP & ADA
Project Category Facilities, Parks
Project Type Design and Construction
Location BBF Pools Facility
Origin of Request Parks and Recreation
Budget Unit 420-99-073, PVAR 012
Initiated FY21-22
Project Description
Project Justification
Projected Schedule/5-year Plan information
Operating Budget Impacts
Make improvements to the pools and facility related to safety, accessibility, and maintenance. The scope includes
replastering the recreation and the slide pools, redirection of the existing deck drains to existing bioswale, and
removing accessibility barriers within the pool house dressing rooms as identified in the 2015 ADA Transition Plan,
the 2021 Site Accessibility Report and 2020 building permit application comments.
For multiple years, the two pools at Blackberry Farm have displayed all the signs that are indicative of the need to re-
plaster a pool including mineral stains, peeling of the surface, and a rough surface area. The rough surface has been
the cause of several injuries, including a worker's compensation claim. The replastering of pools at Blackberry Farm
was last performed in 2009. This maintenance scope, as well as the sanitary and accessibility corrections required by
the 2020 permit application process for this scope, are required to continue operations of the aquatic facilities beyond
the 2021 aquatic season.
Completed in Summer 2024.
There are no anticipated additional impacts to the Operating Budget.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
DeAnza Blvd Buffered Bike Lanes
Restripe De Anza Blvd for Bike lanes
Total Funding $ 530,533
City Funding $ 364,274
External Funding $ 166,259
Remaining Funds (Feb 2025)$ 176,259
Funding Source, Approved Plan GF, BTP
Project Category Transportation
Project Type Design and Construction
Location De Anza Blvd, entire segment within City
limits (Bollinger Road to Homestead Road).
Budget Unit 420-99-078, CIV 009
Initiated FY22-23
Project Description
Project Justification
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Restripe De Anza Blvd to include a painted buffered zone between the existing bike lane and the vehicle lanes.
Project is identified as the highest of the Tier 2 priority projects in the 2016 Bicycle Transportation Plan. Project will
install a painted buffer area between the existing bike lane and the adjacent vehicle lane. This will require restriping
De Anza Blvd to narrow the vehicle lanes to provide room for the painted buffer. Design will be done in-house,
funding is for construction only.
Construction was completed in early 2025.
There are no anticipated impacts to the Operating Budget.
TDA3 grant was secured in FY24-25 for $166,259. The project budget was not increased, but the grant funding will be
used to reduce the City’s expenses.
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CIP FY25-26 • 5-YEAR PLAN PROJECT NARRATIVES
McClellan Road Separated Bike Corridor
De Anza and Pacifica/McClellan intersection
Total Funding $ 2,299,410
City Funding $ 164,410
External Funding $ 2,135,000
Remaining Funds (Feb 2025)$ 99,273
Funding Source, Approved Plan AP/GF/Grant, BTP
Project Category Transportation
Project Type Design and Construction
Location De Anza Blvd, McClellan Road,
Pacifica Avenue Intersections
Budget Unit 420-99-036, ST 047
Initiated FY20-21
Project Description
Project Justification
Projected Schedule/5-year Plan information
Funding Information
Operating Budget Impacts
Improves pedestrian and bicycle safety by realigning the intersection and reconfiguring the vehicle movements.
Improvements include relocating two signal mast arms and poles, related electrical, concrete and striping work, and
elimination of the free right turn lanes from eastbound McClellan Road and westbound Pacifica Drive.
Improve traffic flow, efficiency, and bicycle safety at this complex intersection.
The project was completed in the Summer of 2024.
There are no anticipated impacts to the Operating Budget.
Apple funding ($160,000) and a VERBS grant ($1,000,000) were awarded in FY19-20. SB1 funding was applied in FY23-
24 for $975,000.
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Community Funding recommendation from Parks and Recreation Commission
The City provides funding to local non-profit organizations in the areas of social services,
fine arts and other programs for the public. The Community Funding Grant application
process opened on January 1, 2025 and closed on February 1, 2025. Fifteen applications
were received for the FY 2025-2026 Community Funding Grant Program cycle and were
brought to the Parks and Recreation Commission for review on March 6, 2025. The
Commission evaluated and scored the applications on April 3, 2025 and a
recommendation was provided regarding funding to City Council for final approval.
Parks and Recreation Commission Motion:
Chair Swamy motioned to recommend to City Council to fund the following for the Community
Funding Grant Program Fiscal Year 2025-26 totaling $32,500; and if there is additional funding
available, to fund the organizations requested amount in rank order at Council ’s discretion. Vice
Chair Bono seconded. Motion carried unanimously
Recommended ranking if additional funding is available:
Applicant Commission
Ranking
Amount
Requested
by Applicant
Current
Recommended
Award Amount
Recommended
if extra funding
available
No Time to Waste 1 $5,000 $5,000 $0
ElderAid 2 $6,000 $5,000 $1,000
Active Circle 3 $2,000 $2,000 $0
Special Olympics
Northern California 4 $5,760 $5,000 $760
AINAK 5 $5,000 $4,000 $1,000
Cupertino
Symphonic Band 6 $8,858 $3,000 $5,858
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Remember the
ToothFairy 7 $1,000 $1,000 $0
Friends of Deer
Hollow Farm 8 $7,300 $2,000 $5,300
iTalented 9 $900 $900 $0
Via Rehabilitation
Services 10 $5,000 $1,000 $4,000
Rotary Club of
Cupertino 11 $4,000 $1,600 $2,400
West Valley
Community
Services
12 $10,000 $2,000 $8,000
Chinese American
Coalition for
Compassionate
Care
13 $7,500 0 $7,500
Innovart
Foundation 14 $8,000 0 $8,000
Asian American
Parents
Association
15 $4,000 0 $4,000
TOTAL $80,318 $32,500 $47,818
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