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HomeMy WebLinkAboutCC 03-03-2026 Searchable PacketTuesday, March 3, 2026 5:30 PM CITY OF CUPERTINO Televised Special Meeting (5:30) and Televised Regular City Council Meeting (6:45) 10350 Torre Avenue, Council Chamber and via Teleconference; and Teleconference Location Pursuant to Gov. Code 54953(b)(2): Boca Raton Resort, Hotel Lobby, 501 E Camino Real, Boca Raton, FL 33432 City Council KITTY MOORE, MAYOR LIANG CHAO, VICE MAYOR J.R. FRUEN, COUNCILMEMBER SHEILA MOHAN, COUNCILMEMBER R "RAY" WANG, COUNCILMEMBER IN PERSON AND TELECONFERENCE MEETING For more information: (408) 777-3200 | www.cupertino.gov AGENDA 1 CC 03-03-2026 Searchable Packet 1 of 495 City Council Agenda March 3, 2026 IN-PERSON AND TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION OPTIONS TO OBSERVE: Members of the public wishing to observe the meeting may do so in one of the following ways: 1) Attend in person at Cupertino Community Hall, 10350 Torre Avenue. 2) Tune to Comcast Channel 26 and AT&T U-Verse Channel 99 on your TV. 3) Watch a live stream online at www.Cupertino.gov/youtube and www.Cupertino.org/webcast 4) Attend in person at a remote Teleconference Location noticed pursuant to Gov. Code 54953(b)(2), which location, if noticed, would be stated on the cover page of this agenda. OPTIONS TO PARTICIPATE AND COMMENT: Members of the public wishing to address the City Council may do so in the following ways: 1) Appear in person for Open Session at Cupertino Community Hall. A. During “Oral Communications”, the public may comment on matters not on the agenda, and for agendized matters, the public may comment during the public comment period for each agendized item. B. Speakers are requested to complete a Speaker Card. While completion of Speaker Cards is voluntary and not required to attend the meeting or provide comments, it is helpful for the purposes of ensuring that all speakers are called upon. C. Speakers must wait to be called, then proceed to the lectern/podium and speak into the microphone when recognized by the Mayor. D. Speakers are limited to three (3) minutes each. However, the Mayor may reduce the speaking time depending on the number of people who wish to speak on an item. A speaker representing a group between 2 and 5 members of the public in attendance may have up to 2 minutes per group member to speak, up to 10 minutes maximum. E. Please note that due to cyber security concerns, speakers are not allowed to connect any personal devices at the lectern/podium. However, speakers that wish to share a document (e.g. presentations, photographs or other documents) during oral comments may do so in one of the following ways: a) At the overhead projector at the podium, or b) E-mail the document to cityclerk@cupertino.gov by 3:00 p.m. and staff will advance the slides/share the documents during your oral comment. 2) Written Communications as follows: A. E-mail comments to the City Council for Open Session at Page 2 2 CC 03-03-2026 Searchable Packet 2 of 495 City Council Agenda March 3, 2026 publiccomment@cupertino.gov as follows: a. E-mail comments must be received by 4:00 p.m. on the day of the meeting in order to be forwarded to the City Council before the meeting. b. Emailed comments received following agenda publication but prior to, or during, the meeting, will be posted to the City’s website after the meeting. c. These e-mail comments will also be received by each City Councilmember, the City Manager, and the City Clerk’s Office. Comments on non-agenda items sent to any other email address will be included upon the sender's request. B. Regular mail or hand delivered addressed to the: City Council, City Hall, 10300 Torre Avenue, Cupertino, CA 95014 3) Open Session Teleconference in one of the following ways: A. Online via Zoom on an electronic device (Audio and Video): Speakers must register in advance by clicking on the link below to access the meeting: https://cityofcupertino.zoom.us/webinar/register/WN_2vS2KuxbRdKBHwUPA0qDNw a) Registrants will receive a confirmation email containing information about joining the webinar. b) Speakers will be recognized by the name they use for registration. Once recognized, speakers must click ‘unmute’ when prompted to speak. c) Please read the following instructions about technical compatibility carefully: One can directly download the teleconference (Zoom) software or connect to the meeting in their internet browser. If a browser is used, make sure the most current and up-to-date browser, such as the following, is used: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain functionality may be disabled in older browsers, including Internet Explorer. B. By Phone (Audio only): No registration is required in advance and speakers may join the meeting as follows: a) Dial 669-900-6833 and enter WEBINAR ID: 884 0254 3757 b) To “raise hand” to speak: Dial *9; When asked to unmute: Dial *6 c) Speakers will be recognized to speak by the last four digits of their phone number. C. Via an H.323/SIP room system: Join from an H.323/SIP room system: H.323: 144.195.19.161 (US West) 206.247.11.121 (US East) Meeting ID: 884 0254 3757 SIP: 88402543757@zoomcrc.com D. Online via the teleconferencing device (Audio and Video) being used to provide access Page 3 3 CC 03-03-2026 Searchable Packet 3 of 495 City Council Agenda March 3, 2026 to the meeting from a remote Teleconference Location noticed pursuant to Gov. Code 54953(b)(2), which location, if noticed, would be stated on the cover page of this agenda. a) Speakers are required to notify the City Clerk via email to cityclerk@cupertino.gov prior to noon on the date of the meeting during which they plan to participate and comment from the remote location noticed to ensure the City Clerk is prepared to accept their comment. b) If the teleconferencing device malfunctions impeding access to the meeting from the remote location, the speaker may alternatively participate via the other options for remote participation provided above. 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 Tuesday, March 3, 2026, commencing at 5:30 p.m. in Community Hall Council Chamber, 10350 Torre Avenue, Cupertino, California 95014 and via teleconference; and Teleconference Location Pursuant to Gov. Code 54953(b)(2): Boca Raton Resort, Hotel Lobby, 501 E Camino Real, Boca Raton, FL 33432. Said special meeting shall be for the purpose of conducting business on the subject matters listed below under the heading, “Special Meeting." SPECIAL MEETING ROLL CALL - 5:30 PM 10350 Torre Avenue and via Teleconference; and Teleconference Location Pursuant to Gov. Code 54953(b)(2): Boca Raton Resort, Hotel Lobby, 501 E Camino Real, Boca Raton, FL 33432 ACTION CALENDAR 1.Subject: Parkland Ballot Measure - Mapping, Zoning, Legal Review, and Election Considerations (Continued on February 19, 2026). Recommended Action: Receive the report and provide direction to staff on whether to pursue development of a parkland rezoning ballot measure for consideration at the November 2026 election. Staff Report (02-19-2026) STUDY SESSION 2.Subject: Study Session on options to comply with state law related to No Net Loss (SB166) due to the lack of adequate capacity to accommodate the City’s moderate and lower-income Regional Housing Needs Allocation (RHNA). Recommended Action: Receive staff’s presentation and provide direction on housing site selection strategies to address the lack of adequate capacity to accommodate the City’s moderate and lower-income Regional Housing Needs Allocation (RHNA) as required by state law. Page 4 4 CC 03-03-2026 Searchable Packet 4 of 495 City Council Agenda March 3, 2026 Staff Report A – City Council Informational Memo re: No Net Loss dated January 30, 2026 ADJOURNMENT REGULAR MEETING CALL TO ORDER - 6:45 PM 10350 Torre Avenue and via Teleconference; and Teleconference Location Pursuant to Gov. Code 54953(b)(2): Boca Raton Resort, Hotel Lobby, 501 E Camino Real, Boca Raton, FL 33432 PLEDGE OF ALLEGIANCE ROLL CALL CLOSED SESSION REPORT CEREMONIAL ITEMS 1.Subject: Recognition of March as American Red Cross Month. Present proclamation recognizing March as American Red Cross Month. A - Proclamation 2.Subject: Recognition of March as Youth Art Month. Recommended Action: Present Proclamation recognizing March as Youth Art Month. A - Proclamation POSTPONEMENTS AND ORDERS OF THE DAY 3.Subject: An update on the development of the Active Transportation Plan, including a summary of Phase 2, explanations of plan edits, revised scoring criteria, and next steps. (Continued on February 19, 2026) Recommended Action: Continue this item to a future meeting date. ORAL COMMUNICATIONS This portion of the meeting is reserved for persons wishing to address the Council on any matter within the jurisdiction of the Council and not on the agenda for discussion. Oral Communications shall be limited to 30 minutes. Additional speakers wishing to comment on non-agenda items may be given time to speak at the end of the agenda, after the City Manager's report. Individual speakers are limited to three (3) minutes. As necessary, the Chair may further limit the time allowed to individual speakers, or reschedule remaining comments to the end of the meeting on a first come first heard basis, with priority given to students. In most cases, State law will prohibit the Council from discussing or making any decisions with respect to a matter not listed on the agenda. A councilmember may, however, briefly Page 5 5 CC 03-03-2026 Searchable Packet 5 of 495 City Council Agenda March 3, 2026 respond to statements made or questions posed by speakers. A councilmember may also ask a question for clarification, provide a reference for factual information, request staff to report back concerning a matter, or request that an item be added to a future City Council agenda in response to public comment. CONSENT CALENDAR (Items 4-6) Items appearing on the Consent Calendar are considered routine City business and may be approved by one motion. Typical items may include meeting minutes, awards of contracts, the ratification of accounts payable, and second readings of ordinances. Any member of the Council may request to have an item removed from the Consent Calendar based on the rules set forth in the City Council Procedures Manual. Members of the public may provide input on one or more consent calendar items when the Mayor asks for public comments on the Consent Calendar. 4.Subject: Approval of February 19, 2026 City Council meeting minutes. Recommended Action: Approve the February 19, 2026 City Council meeting minutes. A - Draft Minutes 5.Subject: Receive the Monthly Treasurer's Report for January 2026. Recommended Action: Receive the Monthly Treasurer's Report for January 2026. Staff Report A – Report of City-wide Receipts, Disbursements, and Cash Balances January 2026 B – Report of City-wide Fund BalancesNet Position January 2026 6.Subject: Receive the Monthly Treasurer's Investment Report for January 2026. Receive the Monthly Treasurer's Investment Report for January 2026. Staff Report A - Chandler Investment Report Jan 2026 PUBLIC HEARINGS Government Code Section 65103.5 limits the distribution of copyrighted material associated with the review of development projects. Members of the public wishing to view plans that cannot otherwise be distributed under Govt. Code Section 65103.5 may make an appointment with the Planning Division to view them at City Hall by sending an email to planning@cupertino.gov. Plans will also be made available digitally during the hearing to consider the proposal. 7.Subject: Public hearing on the abatement of public nuisance from weeds or other fire hazards pursuant to provisions of Cupertino Municipal Code Chapter 9.08 and Resolution No. 25-101. Recommended Action: Conduct a public hearing for impacted property owners to contest the matter of proposed abatement and adopt the Resolution No. 26-023 ordering abatement of public nuisance from weeds or other fire hazards pursuant to provisions of Cupertino Municipal Code Chapter 9.08 and Resolution No. 25-101. Page 6 6 CC 03-03-2026 Searchable Packet 6 of 495 City Council Agenda March 3, 2026 Staff Report A - Draft Resolution and Exhibit A B - 2026 Cupertino Commencement Report (Exhibit A) C – County Letter to Property Owners to Abate Weeds D – County Hearing Notice to Destroy Weeds and Program Fees E – Minimum Fire Safety Standards Program Brochure F – Return Reply Form (RRF) Sample G - City Letter to Property Owners H - Approved Resolution No. 25-101 8.Subject: Conduct a Noticed Public Hearing to Consider Adopting a Resolution Vacating a Portion of Public Right-of-Way Located Along the Westerly boundary of Mary Avenue (APN 326-27-053). Recommended Action: 1. Find the project exempt from the California Environmental Quality Act (CEQA). 2. Adopt Resolution No. 26-024 approving the vacation of a portion of public right-of-way located along the westerly boundary of Mary Ave (APN 326-27-053). Staff Report A - Map of Parcel To Be Vacated B - Draft Resolution ACTION CALENDAR 9.Subject: Consider Adopting a Resolution Declaring the Mary Avenue property (APN 326-27-053) Exempt Surplus Land under the California Surplus Land Act. Recommended Action: 1. Find the project exempt from the California Environmental Quality Act (CEQA). 2. Adopt Resolution No. 26-025 declaring the Mary Avenue property (APN 326-37- 053) to be exempt surplus land pursuant to the provision of the Surplus Land Act codified at California Government Code subsection 54221(f)(1)(F)(i). Staff Report A - Map of Parcel 1 B - Draft Resolution 10.Subject: Acceptance of City Manager’s Mid-Year Financial Report for Fiscal Year 2025-26; Approval of Budget Modification increasing appropriations by $663,616 and revenues by $149,578. Recommended Action: 1. Accept the City Manager’s Mid-Year Financial Report for Fiscal Year 2025-26. 2. Adopt Resolution No. 26-026 approving Budget Modification No. 2526-433, increasing appropriations by $663,616 and revenues by $149,578. Page 7 7 CC 03-03-2026 Searchable Packet 7 of 495 City Council Agenda March 3, 2026 Staff Report A - FY 2025-26 Mid-Year Financial Report B – Draft Resolution – Budget Appropriations C – Description of Carryovers and Adjustments as of December 31, 2025 D – Description of Budget Transfers as of December 31, 2025 E – FY 2025-26 Mid-Year Recommended Adjustments F – Mid-Year Performance Measures G – FY 2025-26 Mid-Year Special Projects Update as of December 31, 2025 H - FY 2025-26 Competitive and Non-Competitive Citywide Grants Tracking I – Capital Improvement Program Project Status J - Draft Resolution – Unrepresented Agreement Update K – Unrepresented Employees’ Compensation Program (Clean) L – Unrepresented Employees’ Compensation Program (Redline) 11.Subject: Fiscal Year 2026-2027 Capital Improvement Programs and Five-year Plan. Receive presentation and approve the Capital Improvement Programs Project Prioritization process and the Fiscal Year 2026-2027 Capital Improvement Programs and Five-Year Plan proposal. Staff Report A - CIP projects Prioritization Process B - FY26-27 CIP projects Prioritization Matrix C - FY 26-27 CIP New Project Narratives D - Mid-Year CIP status report E - Master Plans Project Lists ITEMS REMOVED FROM THE CONSENT CALENDAR CITY MANAGER REPORT 12.Subject: City Manager Report A - City Manager's Report ORAL COMMUNICATIONS - CONTINUED COUNCILMEMBER REPORTS 13.Subject: Councilmember Reports A - Councilmember Report, Fruen B - Councilmember Report, Mohan C - Councilmember Report, Moore FUTURE AGENDA ITEMS The Upcoming Draft Agenda Items Report is a tentative council meeting agenda calendar that lists upcoming City Council meeting dates and tentative agenda items, all of which are subject to change. 14.Subject: Upcoming Draft Agenda Items Report Page 8 8 CC 03-03-2026 Searchable Packet 8 of 495 City Council Agenda March 3, 2026 A - Upcoming Draft Agenda Items 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 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 Page 9 9 CC 03-03-2026 Searchable Packet 9 of 495 City Council Agenda March 3, 2026 publicly available on the City website. Page 10 10 CC 03-03-2026 Searchable Packet 10 of 495 CITY OF CUPERTINO Agenda Item Subject:Parkland Ballot Measure - Mapping, Zoning, Legal Review, and Election Considerations (Continued on February 19, 2026). Receive the report and provide direction to staff on whether to pursue development of a parkland rezoning ballot measure for consideration at the November 2026 election. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 11 CC 03-03-2026 Searchable Packet 11 of 495 ADMINISTRATIVE SERVICES DEPARTMENT CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3220 • FAX: (408) 777-3109 CUPERTINO.GOV CITY COUNCIL STAFF REPORT Date: February 19, 2026 Subject Parkland Ballot Measure – Mapping, Zoning, Legal Review, and Election Considerations Recommended Action Receive the report and provide direction to staff on whether to pursue development of a parkland rezoning ballot measure for consideration at the November 2026 election. Background On January 13, 2026, the City Council conducted a study session regarding a potential November 2026 ballot measure related to parkland protections and rezoning considerations. At that meeting, Council reviewed examples from other jurisdictions, including the City of Milpitas’ Measure K (2016), which requires a two-thirds voter approval to redesignate or develop land zoned for park and open space purposes. Following discussion, Council requested additional information before determining whether to proceed with placing a measure on the November 2026 ballot. Specifically, Council directed staff to: - Produce a comprehensive map of City parkland, recreation areas, and open space, - including current zoning designations; - Identify any parcels with zoning inconsistencies or potential cleanup needs; - Review applicable state law protections governing abandonment or redesignation of parkland; and - Provide information regarding election logistics, timing, and associated fiscal impacts. This memorandum responds to Council’s request and outlines the legal framework, logistical requirements, and estimated fiscal implications associated with pursuing a parkland ballot measure. Mapping and Zoning Analysis A. Comprehensive Parkland and Open Space Mapping The city currently has an up-to-date map on the website reflecting the zoning designation for each property, including city parks and open space. The map can be found at: Zoning Code and 12 CC 03-03-2026 Searchable Packet 12 of 495 Planning Maps Cupertino CA. Further, the Recreation, Parks and Community Services chapter of the City’s General Plan: Community Vision 2015-2040 provides Goals, Policies and Strategies for park maintenance and development, as well as figures that map existing open space, park areas, trail linkages, and park access. B. Zoning Consistency and Cleanup Assessment A comprehensive review of the current sites zoned for Open Space (OS) or Public Park (PR) could be conducted to determine any conflict between site use and zoning designation, and any other areas that could be considered parkland. Currently, any property zoned OS or PR is being utilized as open space or park. Some sites may be currently utilized as open space but are zoned as Public Buildings (BA). The City could evaluate public school sites zoned BA and private recreational facilities zoned FP-o and Agricultural Residential. C. Service Center Zoning and Land Use Review The city’s service center site at 10555 Mary Avenue is zoned BA (Public Building) and a General Plan Land Use Designation of Public Facilities. The BA designation is for properties with public buildings on the property. No anticipated conflict with use and zoning. Legal and Ballot Language Evaluation A. Review of Existing State Law Protections State law currently provides certain protective hurdles that must be met before a city may dispose of municipal parkland. These hurdles limit a City’s ability to easily abandon formally designated park land or land improved and used for public park purposes demonstrating a city’s intent to dedicate the land as park land in the future. (See Government Code Section 38440, et seq.) Under these Government Code provisions, to abandon park land or land improved and used as park land, a city must adopt a resolution declaring its intent to do so. Then it must hold a noticed hearing regarding the proposed abandonment, after providing physical posted notice in the park area. Thereafter, members of the public may file written protests to the abandonment. Any written protest is automatically sustained, unless the city council overrules the protest by a two- thirds vote in favor of abandoning the park land. If the city council does so vote, a special election must be held to submit the question to the full electorate. A simple majority vote of the electorate is required to abandon the park land. After such majority vote, the city council is required by statute to adopt an ordinance abandoning the park land, which then allows the city to sell or otherwise dispose of the land in the same manner as any other surplus city land. One exception to the above process applies when a city desires to trade a small portion of a park for a parcel of private land contiguous to an existing park so long as the land is of equal or greater value than the portion the city will trade. (Govt. Code Section 38441.) Under these circumstances, no public protest is required. The city council may simply vote in favor of the trade. 13 CC 03-03-2026 Searchable Packet 13 of 495 B. Scope of Potential Ballot Measure Local cities have passed ballot measures to heighten these requirements, making it more difficult for their city councils to abandon public park land. For example, the electorate of the City of Milpitas passed Measure K in 2016 with 84.5% of the vote. The Measure focused on preventing the development of residential, commercial or industrial buildings and preventing the re-zoning of land designated as “Parks and Open Space” in the City’s General Plan. Measure K requires proponents of such a development or rezoning to bring a ballot measure to the voters and obtain a two-thirds vote in favor of the change at a general election. This is a much higher standard than the simple majority vote of the electorate under current state law. The City of Santa Clara, during the same general election in 2016, also offered a ballot measure to its electorate, Measure R, to protect the parkland within their City. Santa Clara voters passed Measure R with 89.6% of the vote. Santa Clara is a Charter City whose Charter provided minimal protections to park land pertaining mainly to notice and bidding procedures. Both Milpitas and Santa Clara now require a two-thirds vote of the electorate to permit the transition of parkland within their city to non-park uses. Moreover, neither process requires an initial public protest to an already formulated City Council action, which is also a requirement under current state law. Since the City of Cupertino is a General Law City, it would make sense to consider a measure similar to the Milpitas ballot measure, although an analysis of the inventory of City land included or designated as parkland or open space in the City’s General Plan should be completed to ensure the ballot measure addresses the specific land the City Council would be interested in protecting by this effort. Election Logistics To qualify a measure for the November 2026 General Municipal Election, the City must adhere to statutory deadlines for ballot language adoption and submission to the County of Santa Clara Registrar of Voters. These deadlines generally require Council action to place the measure on the ballot no later than early August 2026. In advance of that deadline, sufficient time must be allocated for public outreach, stakeholder engagement, polling (if desired), legal drafting, and refinement of ballot language. Based on preliminary conversations with multiple consultants experienced in municipal ballot measures, there remains adequate time to conduct polling, public engagement, and develop compliant ballot language for placement on the November 2026 ballot, provided direction is given in early 2026. If Council ultimately directs staff to proceed, future actions would include adoption of a resolution placing the measure on the ballot, approval of ballot language and impartial analysis procedures, and coordination with the County Registrar. 14 CC 03-03-2026 Searchable Packet 14 of 495 Next Steps Staff will return to City Council in February 2026 to formally present the information included in this memorandum and seek direction on whether to pursue placement of a parkland ballot measure on the November 2026 ballot. If Council elects to proceed, staff will return with: - A recommended scope of work for consultant services; - A proposed budget appropriation; and - A detailed work plan and timeline outlining polling, outreach, ballot language development, and required Council actions. If Council determines not to pursue a measure at this time, no further action will be taken. Include sustainability impact if necessary. If no impact, state “No sustainability impact.” Fiscal Impact If Council directs staff to proceed with development of a ballot measure, the City should anticipate the following approximate costs: - Consultant services for polling, public outreach, legal review, ballot language development, and strategic advisory services: approximately $150,000 to $200,000 based on initial discussions with multiple firms; and - Estimated County costs to place the measure on the November 2026 ballot: approximately $150,000, based on historical costs. These estimates are preliminary and would be refined prior to returning to Council with a consultant agreement or appropriation request. City Work Program (CWP) Item/Description Protections for Parkland/Consider establishing protections for parkland, similar to those adopted by the cities of Sunnyvale and Milpitas Council Goal: Quality of Life California Environmental Quality Act No California Environmental Quality Act impact. _____________________________________ Prepared by: Jonathan Orozco, Acting Director of Administrative Services and City Treasurer Reviewed by: Benjamin Fu, Director of Community Development Chad Mosley, Director of Public Works Floy Andrews, Interim City Attorney Approved for Submission by: Tina Kapoor, City Manager Attachments: 15 CC 03-03-2026 Searchable Packet 15 of 495 CITY OF CUPERTINO Agenda Item Subject:Study Session on options to comply with state law related to No Net Loss (SB166) due to the lack of adequate capacity to accommodate the City’s moderate and lower-income Regional Housing Needs Allocation (RHNA). Receive staff’s presentation and provide direction on housing site selection strategies to address the lack of adequate capacity to accommodate the City’s moderate and lower-income Regional Housing Needs Allocation (RHNA) as required by state law. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 16 CC 03-03-2026 Searchable Packet 16 of 495 COMMUNITY DEVELOPMENT DEPARTMENT CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3308 CUPERTINO.GOV CITY COUNCIL STAFF REPORT Date: March 3, 2026 Subject Study Session on options to comply with state law related to No Net Loss (SB166) due to the lack of adequate capacity to accommodate the City’s moderate and lower-income Regional Housing Needs Allocation (RHNA) Recommended Action Receive staff’s presentation and provide direction on housing site selection strategies to address the lack of adequate capacity to accommodate the City’s moderate and lower-income Regional Housing Needs Allocation (RHNA) as required by state law. Background Due to the City’s approval of several residential developments on Housing Element Priority Housing Sites at both lower densities and with proportionally lower levels of low- and moderate- income units than anticipated in the Housing Element, the City has been unable to make the No Net Loss findings required by State law since mid-December 2025. The recent modification for the Vallco Town Center/Rise Development, which was a significant pipeline project in the Housing Element, exacerbated the No Net Loss situation further by greatly reducing the number of low- income units included in the project. Under State law, the City has 180 days from the date (December 16, 2025) that it was initially unable to make the No Net Loss findings to amend its Housing Element and bring it into compliance as it relates to SB166 (No Net loss law). An informational memo was provided to the City Council in January 2026 as background (see Attachment A) on this issue. In short, No Net Loss requires that when a city approves a development on a parcel identified in its Housing Element sites inventory with fewer units, or a different mix of affordability levels, than shown in its Housing Element, the city must either: 1. Make findings that the Housing Element’s remaining sites have sufficient capacity to accommodate the remaining unmet RHNA by each income level, or 2. Identify additional sites to again have sufficient Priority Housing Sites to accommodate the remaining unmet RHNA for each income category by 3. Upzoning existing Priority Housing Sites to accommodate additional residential capacity, so long as that upzoning can be realistically developed. 17 CC 03-03-2026 Searchable Packet 17 of 495 Options 2 and 3 require the Housing Element of the General Plan to be amended and, pursuant to Government Code section 65585(b), be submitted to the California Housing and Community Development Department (HCD) for its review in order to obtain certification regarding substantial compliance with State Housing Element law, similar to the process followed when the City completed its Housing Element update in 2024. The table below quantifies the remaining unmet need for the 6th Cycle Housing Element 2023- 2031 RHNA, by income level, and the remaining capacity across all Priority Housing Sites by comparing the projected number of units to the proposed number of units for the projects that the City has approved so far. The third row from the bottom of the table shows the current unit deficits in the lower- and- moderate income categories.   Income Category Lower Income (30-80% AMI) Moderate (80-120% AMI) Above Mod. (>120% AMI) 6th Cycle RHNA Requirement 1,880 755 1,953 Units Projected – all Sites 2,037 847 2,997 Projected Surplus – all Sites 157 92 1,044 SummerHill I (Fontana's, etc.) Projected (50-65 du/ac) 59 24 62 Actual (20 du/ac) 0 12 47 Change -59 -12 -15 Toll Brothers (United Furniture) Projected (65-80 du/ac) 0 93 70 Actual (20 du/ac) 0 11 44 Change 0 -82 -26 Dividend Homes I (Partial) (20111 Stevens Creek Blvd) Projected (50-65 du/ac) 45 18 47 Actual (~20 du/ac) 0 6 30 Change -45 -12 -17 Mary Ave Villas (Charities Housing) Projected (50-65 du/ac) 40 0 0 Proposed (~50 du/ac) 40 0 0 Change 0 0 0 Vallco Town Center/Rise (Pipeline project) Projected – Phase 1 581 0 1,321 Proposed – Phase 1 232 0 1,137 Change -349 0 -184 SummerHill II (Evulich Ct) Projected (20-35 du/ac) 31 18 35 Proposed (~20 du/ac) 0 10 41 Change -31 -8 +6 Unmet 6th Cycle RHNA 1,608 716 654 Remaining Total Units Projected 1,281 694 1,462 Total Remaining Surplus/Deficit -327 -22 808 Building Permits issued through 2025 82 61 225 * Includes Very Low- and Low-Income    18 CC 03-03-2026 Searchable Packet 18 of 495   Income Category Lower Income (30-80% AMI) Moderate (80-120% AMI) Above Mod. (>120% AMI) ** Due to the elimination of office s.f. on the west side of the development, the market rate units on the west side are larger in size and spread across a larger footprint. As a result, the number of units in Phase 1 are reduced While the City has a high unmet RHNA number, it can get credit for building permits issued (Building permits issued through the end of 2025 are indicated in the table above) and for projects that the City entitled on sites that are not Priority Housing Sites (pipeline projects). Since late 2025, staff has been considering strategies to address the No Net Loss issue and refining a scope of work and budget for this effort. As of March 1, 2026, the City will have a deficit in both the lower and moderate income RHNA levels. As a result, staff recommends that the City Council consider the following options being presented to update the Priority Housing Sites Inventory and provide direction to staff. Reasons for Recommendation and Options Policy Considerations One factor in the City’s No Net loss shortfall in affordable units is that the City does not have minimum residential density requirements for the development of sites that are not Priority Housing Sites. The lack of a minimum required density acts as an incentive to develop at a density that is most lucrative for certain types of projects, that currently being townhomes at a density of around 20 units/acres. Such owner-occupied developments are not required by the City’s Below Market Rate (BMR) housing program to provide lower income level units, only moderate income level units are required, and they do not provide a meaningful number of total units to help the City attain its RHNA targets. For example, projects have proposed densities as low as 17 du/ac in areas along the City’s major transportation corridors with great access to amenities (Stevens Creek Office Center/Harvest Properties), where development of a maximum of 25 du/ac is allowed. In addition to not being productive in the lower income levels, continued development at 20 du/ac would require the identification of many more sites for residential development. Affordable housing developers are not attracted to this density and the cost of land increases significantly, since such densities are prime for market rate developers. On the other end of the spectrum, Hanover is proposing 363 units on a 2.67 acre site (~136 du/ac) (19260 and 19300 Stevens Creek Blvd). Due to the size of the units and potential future rents at this development, the City may be able to claim lower income level categorization for some of these units, despite these not being deed restricted affordable housing. The City could consider the establishment of minimum densities for sites along the commercial corridors and higher maximum densities for some sites to allow such development. 19 CC 03-03-2026 Searchable Packet 19 of 495 Another factor in the No Net Loss shortfall in affordable units is the City’s RHNA calling for 57.5% of the 6th Cycle Housing Element units to be affordable to Very Low, Low and Moderate income households, while the City’s below market-rate (BMR) housing requirements are only 15% Low income units (this includes Very Low income units) for new rental developments, such as apartments, and 20% Moderate income units (this includes Median and Moderate income units) for new owner-occupied developments, such as townhomes and condominiums. This disparity in affordability levels between the RHNA and the City’s BMR requirements inevitably results in shortfalls as sites develop, unless projects on Priority Housing sites develop largely as affordable housing projects or provide BMR units at percentages greater than required by the City. Only two projects have been proposed as largely affordable housing developments – Mary Ave Villas (on property owned by the City) and Wolfe Road Teacher Housing (on property controlled by the County). In addition, it should be noted that cities must offer an in-lieu of BMR unit fee to allow developers the option to “fee out” of BMR program requirements. This further limits the production of housing units at lower income levels. However, the City should have an adequate fee to off-set the loss of housing unit production, which it currently does not. Options for additional Priority Housing Sites City staff has, in the past few months, been contacted by several property owners to add sites to the Priority Housing Sites Inventory. These include: • Kimco Property (Cupertino Village) for some portions of their site (e.g. existing hotel site) at much higher densities, • AlphaX – four sites on the northeast corner of the intersection of N. Foothill Blvd and Stevens Creek Blvd, including three parcels which will allow residential development at an existing density of 15 units per acre and one parcel with a land use density and zoning that allows single family (R1) uses. In addition to requests from property owners, the City could consider upzoning additional non - residential sites along the major transit corridors of Stevens Creek and De Anza Blvd at higher densities for inclusion in the Priority Housing Sites Inventory. State law (AB2011) already allows residential development at certain minimum densities along defined commercial corridors. However, since there are labor requirements associated with the use of this law, developers do not readily utilize these provisions. The City could adopt a local version of these regulations without the labor requirements to allow the development of some of the sites along the major transportation corridors, with potential exclusions for sites that the City wishes to retain as commercial, to allow higher density residential development. While the commercial sites excluded from the local program could develop under provisions of state law, they would have to meet the higher labor standards required by the state. Identifying sites along Stevens Creek/De Anza would address issues the City has faced with locating Priority Housing Sites within residential neighborhoods (e.g. Evulich Ct., McClellan Road etc.). Options for upzoning existing Priority Housing Sites Some property owners have been interested in upzoning their existing Priority Housing Sites. These include: • Marina Plaza 20 CC 03-03-2026 Searchable Packet 20 of 495 Other strategies There may be other strategies that the City’s consultant could come up with, which are acceptable to HCD for finding compliance with state law. City staff will confer with the consultant and propose reasonable strategies at a later date. Sustainability Impact No sustainability impact. Fiscal Impact This project will involve amending the Housing Element and will include consultant costs estimated between $100,000 to $300,000 depending on the extent of the environmental review and community outreach processes. A majority of the deficit stems from changes to state law regarding applicability of SB35 and associated affordable housing requirements. In June 2024, the City entered into a Settlement Agreement related to the Vallco Town Center (Rise) development, in which the developer committed to funding long term planning efforts which arise as a result of the development. Since the current No Net loss issue stems largely from modifications made to affordability levels in the project, staff is determining the developer’s share of this planning effort’s cost. City Work Program (CWP) Item/Description FY 25-26 - Housing Site Inventory: Options for expanding Housing Element Site inventory to address potential shortfall in zoned capacity Council Goal Housing California Environmental Quality Act Amending the Housing Element will be subject to the California Environmental Quality Act (CEQA), but the level of CEQA review has yet to be determined. Prepared by: Piu Ghosh, Planning Manager Luke Connolly, Assistant Director of Community Development Reviewed by: Benjamin Fu, Director of Community Development Floy Andrews, Interim City Attorney Approved for Submission by: Tina Kapoor, City Manager Attachments: A – City Council Informational Memo re: No Net Loss dated January 30, 2026 21 CC 03-03-2026 Searchable Packet 21 of 495 COMMUNITY DEVELOPMENT CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3403 • FAX: (408) 777-3366 CUPERTINO.GOV CITY COUNCIL INFORMATIONAL MEMORANDUM Date: January 30, 2026 To: Cupertino City Council From: Benjamin Fu, Director of Community Development Re: Housing Element No Net Loss Law Requirements Background: Housing Element Update and RHNA The City Council approved Cupertino’s 6th Cycle Housing Element update on May 14, 2024, and the California Department of Housing and Community Development (HCD) subsequently certified that the City’s Housing Element was compliant with State housing law on September 2, 2024. HCD’s certification essentially completed the City’s Housing Element update process for the 6th Cycle planning period, which covers the years 2023-2031. The City’s Regional Housing Needs Allocation (RHNA) for the 6th Cycle was 4,588, meaning the City was required to identify potential housing sites, referred to in the Housing Element as Priority Housing Sites, that could provide the capacity for at least 4,588 total residential units and ensure that the sites’ land use designations (i.e., General Plan and zoning) would allow for this level of development. In its guidance for updating the Housing Element, HCD stipulates, but does not require, that cities include a “buffer” of 15-30% in excess of their RHNA in order to ensure adequate housing unit capacity is maintained should sites subsequently develop at lower densities or at lower levels of affordability than anticipated. The City’s Housing Element, certified by HCD in September 2024, provided a unit capacity of 5,881 units, exceeding its RHNA by 28%, or 1,293 units. The RHNA requirements, however, must be met by income levels—Very Low, Low, Moderate and Above Moderate (i.e., market rate)— not simply the total number of RHNA units. By income level, the City’s RHNA of 4,588 breaks down as follows: • 1,880 Very Low/Low (these income categories are combined in the Housing Element) units • 755 Moderate units 22 CC 03-03-2026 Searchable Packet 22 of 495 • 1,953 market rate units This means that 56.5% of the City’s RHNA is in the “affordable” income categories of Very Low/Low and Moderate. While, at the time of its certification, the City’s Housing Element had a buffer of 28% based on its total RHNA of 4,588, and its total housing unit capacity of 5,881, by income category, the majority of the buffer was in the market rate income category. Specifically, at the time of the Housing Element’s certification the Very Low/Low category had a buffer of 8%, or 157 units; the Moderate category a buffer of 12%, or 92 units; and the market rate category a buffer of 53%, or 1,044 units. A factor that contributed to the marginal buffer in the affordable categories occurred immediately before the City’s adoption of the Housing Element when the owner of four high-density Priority Housing Sites requested that their properties not be included in the Housing Element, resulting in a loss to the sites inventory of 141 Very/Low units, 62 Moderate units and 169 market rate units. No Net Loss Law In order to expand the supply of housing, particularly affordable housing, and to ensure that cities did not take actions to reduce the potential capacity of new residential development, the State Legislature adopted the No Net Loss Law in 2002. The No Net Loss Law ensures that cities maintain a sufficient supply of adequate sites in their Housing Element sites inventories (i.e., Priority Housing Sites) throughout the RHNA planning period. This law was amended in 2017 by Senate Bill 166, which requires that sufficient adequate housing sites are available at all times (emphasis added) to meet a city’s remaining unmet housing needs for each income category (emphasis added). To comply with the No Net Loss Law, as cities make decisions regarding zoning and land use, or as development occurs, cities must assess their ability to accommodate new housing on the remaining Priority Housing Sites in their Housing Elements. If either land use decisions or the approval of development on Priority Housing Sites results in a shortfall of capacity to accommodate its remaining housing need for each income category a city must then add adequate sites or otherwise compensate for the capacity shortfall through the “upzoning” of existing Priority Housing Sites. Prior to the certification of the City’s Housing Element by HCD, several residential developers submitted SB 330 (i.e., Housing Crisis Act) preliminary applications to develop new townhome projects on Priority Housing Sites at densities (generally around 20 units/acre for townhomes) lower than required by the Housing Element; there are 58 Priority Housing Sites listed in the Housing Element, 80% of which have minimum residential densities of 50 units/per acre. The SB 330 preliminary application process allows applicants to “lock in” a property’s development standards to those in place at the time their applications were submitted. Since these Priority Housing Sites were not yet “upzoned” when the SB 330 applications were submitted developers are able to proceed with their projects and cities are precluded from denying their applications on the basis that they do not comply with the residential density ranges or development standards in place post-Housing Element certification. Between July 2025 and January 2026, the City approved three projects, all townhome developments, on Priority Housing Sites that used the SB 330 process to lock in lower densities. 23 CC 03-03-2026 Searchable Packet 23 of 495 In the Housing Element, all of these sites were projected to have far more total units and higher proportions of affordable units than were approved. For instance, the Housing Element forecasted two of the locations, the former Fontana’s Restaurant/Pizza Hut and the United Furniture sites, to provide a total of 306 units, 59 of which would be Low income units and117 Moderate income units. The approved developments, however, will only provide a total of 114 units, none being Low income and 23 Moderate income. The United Furniture site project, approved on December 16, 2025, created a No Net Loss shortfall of one unit in the Moderate income category. The approval of the Dividend Homes townhome project on Stevens Creek Boulevard on January 21, 2026 increased the shortfall by seven Moderate income units, such that the City is currently short eight Moderate income units. The City currently maintains a slight surplus of 53 units in the Low income category, but this may be affected by the pending modification application for The Rise (former Vallco Mall site), currently under review, since The Rise is included in the Housing Element as a pipeline project (meaning it has been approved but not built) that was anticipated to provide a significant amount of Low income units. Another factor in the No Net Loss shortfall in affordable units is the City’s RHNA calling for 56.5% of the 6th Cycle Housing Element units to be affordable to Very Low, Low and Moderate income households, while the City’s below market-rate (BMR) housing requirements are 15% Low income units (this includes Very Low income units as well) for new rental developments, such as apartments, and 20% Moderate income units (this includes Median and Moderate income units) for new owner-occupied developments, such as townhomes and condominiums. This disparity in affordability levels between the RHNA and the City’s BMR requirements inevitably results in shortfalls as sites develop, unless projects on Priority Housing sites provide BMR units at percentages greater than required by the City. At present, the City has two applications for 100 percent affordable projects under review that are expected to go to hearings for approval in the next few months. Those projects are the City-owned Mary Avenue site and the County-sponsored Teacher Housing project (also known as the Simeon site) immediately north of the former Vallco Mall site. In brief, No Net Loss requires that when a city approves a development on a parcel identified in its Housing Element sites inventory with fewer units than shown in its Housing Element, the city must either make findings that the Housing Element’s remaining sites have sufficient capacity to accommodate the remaining unmet RHNA by each income level, or identify and make available sufficient sites to accommodate the remaining unmet RHNA for each income category to avoid remaining in a “no net loss” situation. Another option would be to upzone existing Priority Housing Sites to accommodate additional residential capacity, so long as that upzoning can be realistically developed. These actions represent a fundamental alteration to the Housing Element, thus the Housing Element sites inventory must be amended and, pursuant to Government Code section 65585(b), be submitted to the HCD for review to ensure compliance with State Housing Element law. Sustainability Impact 24 CC 03-03-2026 Searchable Packet 24 of 495 No sustainability impact. Fiscal Impact This project will involve amending the Housing Element and will include consultant costs estimated between $100,000 to $300,000 depending on the extent of the environmental review and community outreach processes. City Work Program (CWP) Item/Description FY 25-26 - Housing Site Inventory: Options for expanding Housing Element Site inventory to address potential shortfall in zoned capacity Council Goal: Housing. California Environmental Quality Act Amending the Housing Element will be subject to the California Environmental Quality Act (CEQA), but the level of CEQA review has yet to be determined. _____________________________________ Prepared by: Luke Connolly, Assistant Director of Community Development Reviewed by: Benjamin Fu, Director of Community Development Floy Andrews, Interim City Attorney Approved for Submission by: Tina Kapoor, City Manager Attachments: A – HCD Memo, dated October 2, 2019, regarding No Net Loss Law 25 CC 03-03-2026 Searchable Packet 25 of 495 Page 1 STATE OF CALIFORNIA - BUSINESS, CONSUMER SERVICES AND HOUSING AGENCY GAVIN NEWSOM, Governor DEPARTMENT OF HOUSING AND COMMUNITY DEVELOPMENT DIVISION OF HOUSING POLICY DEVELOPMENT 2020 W. El Camino Avenue, Suite 500 Sacramento, CA 95833 (916) 263-2911 / FAX (916) 263-7453 www.hcd.ca.gov October 2, 2019 MEMORANDUM FOR: Planning Directors and Interested Parties FROM: Zachary Olmstead, Deputy Director Division of Housing Policy Development SUBJECT: No Net Loss Law Government Code Section 65863 The purpose of Government Code Section 65863 (No Net Loss Law), is to ensure development opportunities remain available throughout the planning period to accommodate a jurisdiction’s regional housing need allocation (RHNA), especially for lower- and moderate- income households. This memorandum provides guidance on the implementation of Government Code section 65863, including amendments pursuant to Chapter 367, Statutes of 2017 (Senate Bill 166). Summary of No Net Loss Requirements • A jurisdiction must maintain adequate sites to accommodate its remaining unmet RHNA by each income category at all times throughout the entire planning period. • A jurisdiction may not take any action to reduce a parcel’s residential density unless it makes findings that the remaining sites identified in its Housing Element sites inventory can accommodate the jurisdiction’s remaining unmet RHNA by each income category, or if it identifies additional sites so that there is no net loss of residential unit capacity. • If a jurisdiction approves a development of a parcel identified in its Housing Element sites inventory with fewer units than shown in the Housing Element, it must either make findings that the Housing Element’s remaining sites have sufficient capacity to accommodate the remaining unmet RHNA by each income level, or identify and make available sufficient sites to accommodate the remaining unmet RHNA for each income category. • A jurisdiction may not disapprove a housing project on the basis that approval of the development would trigger the identification or zoning of additional adequate sites to accommodate the remaining RHNA. If you have any questions, or would like additional information or technical assistance, please contact the Division of Housing Policy Development at (916) 263-2911. 26 CC 03-03-2026 Searchable Packet 26 of 495 Page 2 Table of Contents Background ......................................................................................................................................... 3 No Net Loss Law and Charter Cities ................................................................................................. 4 Responsibilities and Requirements Under No Net Loss Law ......................................................... 4 Maintaining Sites ................................................................................................................................ 4 Helpful Hints ...................................................................................................................................... 5 Decisions to Carefully Consider – Development Limitations ............................................................. 5 Jurisdiction Actions ........................................................................................................................... 6 Helpful Hints ...................................................................................................................................... 7 Decisions to Carefully Consider – Changes to Zoning ...................................................................... 7 Approval of Development at a Lower Density .................................................................................. 8 Helpful Hints ...................................................................................................................................... 9 Decisions to Carefully Consider – Development Approval ................................................................ 9 California Environment Quality Act (CEQA) ................................................................................... 10 Failure to Comply with No Net Loss Law ........................................................................................ 10 Resources .......................................................................................................................................... 11 Identifying your Remaining RHNA and Maintaining Capacity .......................................................... 11 No Net Loss Capacity Calculation Tool Example ............................................................................ 11 No Net Loss Law Decision Flow Chart ............................................................................................ 14 Sample Housing Element Program ................................................................................................. 16 No Net Loss Law Statute (Government Code Section 65863) ........................................................ 17 27 CC 03-03-2026 Searchable Packet 27 of 495 Page 3 Background Since 1969, California has required that all jurisdictions (cities and counties) adequately plan to meet the housing needs of everyone in the community. California’s local governments meet this requirement by adopting Housing Elements as part of their general plan. To demonstrate the availability of land to accommodate future housing development, a Housing Element is required to include an inventory of housing sites, or “adequate sites”, with sufficient capacity by income level to accommodate a jurisdiction’s RHNA by income category. (Gov. Code, § 65583, subd. (a)(3).) To expand the supply of housing, including affordable housing, and to ensure jurisdictions do not take actions to reduce the potential capacity for new development, the Legislature adopted the No Net Loss Law in 2002. The No Net Loss Law ensures that a jurisdiction maintains a sufficient supply of adequate sites in the Housing Element sites inventory throughout the RHNA planning period. This law was amended by Chapter 367, Statutes of 2017 (Senate Bill 166), which requires sufficient adequate sites to be available at all times to meet a jurisdiction’s remaining unmet housing needs for each income category. To comply with the No Net Loss Law, as jurisdictions make decisions regarding zoning and land use, or development occurs, jurisdictions must assess their ability to accommodate new housing on the remaining sites in their Housing Element site inventories. A jurisdiction must add adequate sites if land use decisions or development results in a shortfall of sufficient sites to accommodate its remaining housing need for each income category. What is an adequate site? Pursuant to Government Code section 65583.2, an adequate site must be available and suitable to accommodate development. Factors include: •Have infrastructure available or planned to support a housing development. •Be available to be developed in the planning period. For non-vacant sites, this means that the existing use is not an impediment to additional residential development. •Be appropriately sized (larger than half an acre and smaller than 10 acres) to accommodate lower income housing. •For sites accommodating lower income households, the sites must have appropriate zoning as demonstrated by analysis, or by meeting prescribed densities. •Identify the number of units (capacity) that can be realistically accommodated on the site. For more information, visit the Department’s Housing Element Building Block Webpage. 28 CC 03-03-2026 Searchable Packet 28 of 495 Page 4 No Net Loss Law and Charter Cities Pursuant to Chapter 856, Statutes of 2018 (Senate Bill 1333), the No Net Loss Law applies to all jurisdictions, including charter cities. This requirement was effective on January 1, 2019, and applies to the current and subsequent Housing Element planning periods. Responsibilities and Requirements Under No Net Loss Law No Net Loss Law can be divided into three statutory areas of responsibility for jurisdictions to consider when making land-use decisions related to sites and capacity identified in the Housing Element to accommodate the RHNA: • Maintaining Sites (Government Code section 65863(a)) • Jurisdiction Actions Relating to Zoning (Government Code section 65863(b)(1)) • Approval of Development at a Lower Density (Government Code section 65863(b)(2)) Maintaining Sites A jurisdiction must ensure their Housing Element sites inventory continues to have capacity at all times to accommodate the RHNA by income group throughout the planning period. This requires a careful accounting of development on the sites identified in the Housing Element and residential projects throughout the jurisdiction. Action by the jurisdiction to modify development standards in a way that would result in a lower density, limit or stop development on sites identified in the inventory, exchange sites in the inventory, or downzone sites would trigger No Net Loss unless the jurisdiction can make the required findings or identify alternative sites. If, at any time during the planning period, the jurisdiction finds that there is a shortfall of sites to accommodate its remaining RHNA, the jurisdiction must take immediate action to correct the shortfall by amending its Housing Element sites inventory to either include sites previously unidentified with capacity to accommodate the shortfall, or sites that have been rezoned to correct for the shortfall. Failure to do so constitutes a violation of the No Net Loss law. Please note, Housing Element law requires the element to identify sufficient adequate sites to accommodate the RHNA for all income levels. However, many jurisdictions choose to include sites in their Housing Element inventory above and beyond what is required to accommodate RHNA, including sites that are not considered suitable to accommodate RHNA for lower-income households (e.g., sites less than one-half acre or larger than 10 acres). When making findings that the Housing Element continues to accommodate the remaining RHNA, jurisdictions should only consider capacity of sites in the inventory that was determined adequate. Jurisdictions should not consider inadequate or unsuitable sites as adequate or available to accommodate RHNA for the purposes of No Net Loss Law. The lack of sites to accommodate the jurisdiction’s RHNA represents a fundamental alteration to the jurisdiction’s ability to meet Housing Element Law. Therefore, the amended inventory must (1) demonstrate sites to address the shortfall meet the adequate site requirements of Housing Element Law, pursuant to Government Code section 65585(b), and (2) be submitted to the California Department of Housing and Community Development (Department) for review to ensure compliance with state Housing Element Law. (Cal. Gov’t Code §65580 et seq.) (Housing Element Law). 29 CC 03-03-2026 Searchable Packet 29 of 495 Page 5 Helpful Hints To ensure that sufficient capacity exists in the Housing Element to accommodate the RHNA throughout the planning period, create a buffer in the Housing Element inventory of at least 15 to 30 percent more capacity than required, especially for capacity to accommodate the lower-income RHNA. Jurisdictions can also create a buffer by projecting capacity less than what is allowed from the maximum density to allow for some reductions in density, or rezoning additional sites above what is needed to accommodate the RHNA. Jurisdictions should keep an updated accounting of development on the sites in the inventory and throughout the jurisdiction to ascertain the impact that development has on accommodating the remaining RHNA. This can be done in any number of ways, but an example of one methodology can be found in the Resources section below, in addition to a program committing to such an update in the Housing Element. Decisions to Carefully Consider – Development Limitations No Net Loss Law explicitly states that at no time may a jurisdiction take an action to permit or cause the sites inventory to be insufficient to meet its remaining RHNA without triggering the statute. The only exception is the 180-day timeframe for replacing capacity from the approval of a development at a lower density that results in a shortfall of sites to accommodate the RHNA (see page 8.) Therefore, a jurisdiction should carefully consider the introduction or adoption of development limitations (e.g., development standard limitations, policies or ordinances that affect the development potential of a site, development moratorium). A jurisdiction should carefully examine the effect of these types of actions on development capacity and consult with their legal counsel prior to approval. Zoning and Development Standard Modifications – Changes in development standards may affect the potential capacity of a site. For example, an increase in parking requirements, reductions in height limitations or lot coverage, new design requirements, or modifications to set-back requirements, all impact the buildable area of a site and could reduce the housing unit potential. Zoning and development standard modifications should be carefully considered to ensure that they do not impact the potential capacity of a site in a jurisdiction’s inventory. Growth Control Ordinances – If a jurisdiction considers adoption of an ordinance or other measure that limits growth or development potential through unit or population caps, or limits where development can occur through the use of buffers, or by phasing development, it must consider the statewide shortage of housing and the requirements of No Net Loss Law. The adoption of one or more of these types of ordinances could prevent a jurisdiction from accommodating its RHNA either by affecting a site in the inventory, or by limiting development as a whole. Proposed growth limiting ordinances should be prudently drafted so as not to impact the accommodation of the remaining RHNA throughout the planning period. Otherwise, implementation of the ordinance may violate No Net Loss Law. 30 CC 03-03-2026 Searchable Packet 30 of 495 Page 6 How do growth control ordinances relate to the RHNA? Government Code section 65302.8 requires findings be made to ensure that a jurisdiction can continue to fulfill requirements of Housing Element Law, including the accommodation of the RHNA. Findings include a description of the following: •The jurisdiction’s RHNA. •The specific housing programs and activities being undertaken by the jurisdiction to achieve RHNA objectives. •How the public health, safety, and welfare would be promoted. •Fiscal and environmental resources available to the local jurisdiction. Moratoriums – Pursuant to Government Code section 65858, jurisdictions may adopt a 45-day interim ordinance prohibiting any uses, including housing, that may be in conflict with a contemplated general plan, specific plan, or zoning proposal. This applies to a general plan, specific plan, or zoning proposal that the legislative body, planning commission or the planning department is considering, studying, or intends to study within a reasonable time. While the ordinance may be extended for other uses, a moratorium on the development of multifamily housing cannot be extended unless specific findings are made. In addition, regardless of its duration, a moratorium that affects sites in the Housing Element inventory may be in conflict with the No Net Loss Law, as the law requires a jurisdiction to maintain capacity at all times to accommodate the RHNA. A jurisdiction should consult counsel prior to enacting a moratorium on housing. Jurisdiction Actions Jurisdiction actions include downzoning or other actions taken by a jurisdiction to reduce a parcel’s allowable residential density. This can be done through a change in zoning or an imposition of density limitations that preclude that ability to achieve densities assumed in the Housing Element sites inventory. If the parcel to be downzoned is identified in the Housing Element, a jurisdiction must make written findings, supported by substantial evidence, that: •The reduction is consistent with the jurisdiction’s adopted general plan, including the Housing Element. For example, this finding could be made if downzone does not change the land use and zoning designation. •The remaining sites identified in the Housing Element are adequate to meet the requirements of Section 65583.2 and to accommodate the jurisdiction’s remaining share of the RHNA for the planning period. The finding must include a quantification of the remaining unmet need for the jurisdiction’s RHNA at each income level and the remaining capacity of sites identified in the Housing Element to accommodate that need by income level. 31 CC 03-03-2026 Searchable Packet 31 of 495 Page 7 If a jurisdiction cannot make these findings, it may take action to reduce the residential density of a parcel only if it identifies or rezones additional sufficient adequate sites with an equal or greater residential density in the jurisdiction so that there is sufficient residential unit capacity appropriate to accommodate the RHNA by income level. Actions to identify additional sites or rezone must occur before or concurrently with any action or approval to reduce a parcel’s density. Sites identified or rezoned must meet the following criteria: • Must be considered an adequate site pursuant to the requirements of Government Code section 65583.2. • If the capacity to be replaced was on a site that was zoned by-right pursuant to Government Code section 65863.2 (h) and (i), then the replacement site must also satisfy those requirements. As these actions taken by the jurisdiction represent a fundamental alteration to the Housing Element, the Housing Element sites inventory must then be amended and, pursuant to Government Code section 65585(b), be submitted to the Department for review to ensure the compliance with state Housing Element Law, prior to, or concurrently with, any action or approval to reduce a parcel’s density. Helpful Hints If unsure as to whether new sites identified or rezoned will meet Housing Element adequate sites requirements, contact the Department’s Housing Policy Division for a Housing Element reviewer to provide technical guidance. Rezoned sites may include sites previously identified in the sites inventory that are rezoned to a higher density zoning designation than identified in the sites inventory. Decisions to Carefully Consider – Changes to Zoning General Plan Updates – Sometimes land use inconsistencies arise during a general plan update when undertaken separately from the Housing Element. A jurisdiction updating the land use element of the general plan must consider the sites inventory of the Housing Element. If sites identified in the Housing Element site’s inventory will be downzoned as part of the general plan update, other sites must be identified or rezoned to accommodate the resulting shortfall of capacity. Under state law, the land use element must be consistent with the Housing Element, and if the land use element does not permit the density in the Housing Element, the Housing Element or land use element must be amended to achieve consistency. 32 CC 03-03-2026 Searchable Packet 32 of 495 Page 8 Approval of Development at a Lower Density A jurisdiction must make written findings or identify additional site capacity if a development is allowed with a lower density than what was assumed in the sites inventory of the Housing Element. A lower residential density sometimes results from a jurisdiction either approving a development with residential units less than what was assumed for the site or affordable to a different income category than the site was assumed to accommodate. Lower residential density could also result from another use, such as commercial being approved on a site identified in the inventory for housing regardless of what the zoning allows. What constitutes a “lower-density”? For jurisdictions with an adopted Housing Element found in compliance with Housing Element Law: •Fewer units will be developed on the site than projected in the sites inventory (capacity) or program of the Housing Element. For jurisdictions out of compliance with Housing Element Law: •A density that is lower than 80 percent of the maximum allowable residential density for that parcel, or 80 percent of the maximum density required by Government Code section 65583.2(c)(3), whichever is greater. For more information on default densities, please see the Department’s Building Block website. At the time of approval, the following written findings must be made, and supported by substantial evidence in the record: • Remaining sites identified in the Housing Element are adequate to meet the jurisdiction’s remaining RHNA for the planning period by income category. • The findings should include a quantification of the remaining unmet need for the jurisdiction’s RHNA at each income level and the remaining capacity of sites identified in the Housing Element, to accommodate that need by income level. If the approval of a development at a lower residential density results in the remaining sites capacity becoming inadequate to accommodate the RHNA by income category, a jurisdiction has up to 180 days from the approval to identify, or rezone, “sufficient additional, adequate, and available sites” to accommodate the remaining RHNA for each income category. Sites identified or rezoned must meet the following criteria: • Must be considered an adequate site pursuant to the requirements of Government Code section 65583.2. • If the capacity to be replaced was on a site that was zoned by-right pursuant to Government Code section 65863.2 (h) and (i), then the replacement site must also satisfy those requirements. 33 CC 03-03-2026 Searchable Packet 33 of 495 Page 9 A jurisdiction must report in the jurisdiction’s Annual Progress Report (APR) any sites that have been identified or rezoned to accommodate the resulting shortfall due to the approval of a development at a lower density. APRs are required to be sent to the Department by all jurisdictions by April 1, pursuant to Government Code section 65400. For more information on completing this section of the APR, see the Department Webpage and select “Annual Progress Reports.” Who makes the findings? The body that “takes action or approves” the jurisdiction action to reduce a parcel’s density or approve a development at a lower density would make the findings. For example, if a zoning administrator approves a development at a lower density, as part of the approval, the administrator would include the appropriate findings. For instance, if the development approval is ministerial under the Streamlined Ministerial Approval Process (SB 35, 2017), the findings should be included as part of the plan review and approval. If the City Council is approving a zone change, it must include the findings in the resolution adopting the zone change. Helpful Hints The jurisdiction has only 180 days to complete any rezoning needed to accommodate a shortfall of adequate sites to accommodate the RHNA due to the approval of a development at a lower density. To ensure the rezones can be completed on time, it is recommended that the jurisdiction begin the rezone process early in the development application approval process. Jurisdictions may post the sites inventory on their website with the capacity estimates from the Housing Element for developers to reference when considering projects on sites identified in the Housing Element. Decisions to Carefully Consider – Development Approval Jurisdictions out of compliance with state Housing Element Law - No Net Loss Law provisions related to approving a lower density development applies to all jurisdictions regardless of Housing Element compliance status. A jurisdiction that has not adopted a Housing Element within 90 days of the due date, or has a Housing Element out of compliance, must still comply with No Net Loss requirements, even though they may not have a Housing Element Law compliant sites inventory. If the jurisdiction does not have a current sites inventory to compare the project unit count, the determination of lower density would be required for all new housing development. 34 CC 03-03-2026 Searchable Packet 34 of 495 Page 10 Denying an application - A jurisdiction may not deny a housing development application on the basis that approval of the development would trigger the identification, or zoning, of additional adequate sites to accommodate the remaining RHNA. However, since the term “housing development” is used in the statute, it does not prevent a jurisdiction from denying a non-residential development on an identified site if it would trigger the identification, or rezoning, of additional adequate sites. Requests for developer assistance with complying with No Net Loss Law – While the jurisdiction is solely responsible for compliance with No Net Loss Law, under limited circumstances the statute does allow a jurisdiction the option to require the applicant to assist the jurisdiction in meeting these provisions. Specifically, requests can be made if an applicant’s initial development application requests a residential density that results in the remaining sites in the sites inventory being insufficient to accommodate it remaining RHNA. A jurisdiction cannot require developer assistance if the subsequent approval process results in a reduction of units. Types of assistance required could include help with the identification of additional sites for potential rezones or community outreach. However, requests should be balanced with the potential impact on the overall viability of the project. Overly burdensome requirements may make a development project financially infeasible and could, in effect, constitute a denial of the project or may violate the Housing Accountability Act (Government Code section 65589.5.) California Environment Quality Act (CEQA) The act of identifying or making available additional adequate sites, in and of itself, to comply with the statutory requirements to accommodate the remaining unmet RHNA, does not trigger a CEQA review. However, if making available additional adequate sites requires an increase in density, a rezone, or other actions that constitute a “project” under CEQA, a CEQA analysis would be required. When approving a site at a lower residential density, the possibility of a CEQA analysis should be considered since the CEQA review must be completed within the 180-day timeline to identify and rezone additional, adequate sites to accommodate the remaining RHNA by income category. The failure to complete a timely CEQA analysis would render the additional sites inadequate to accommodate the remaining unmet RHNA. This would be a violation of No Net Loss Law and could also render the Housing Element out of compliance with state Housing Element Law. Failure to Comply with No Net Loss Law In addition to violating of the No Net Loss Law, the failure to ensure that there are sufficient adequate sites to accommodate the unmet RHNA by income category throughout the entire planning period is also a violation of the Housing Element Law. This is because the Housing Element will also fail to identify adequate sites to accommodate the RHNA by income category. As a result, pursuant to Government Code section 65585 (i) and (j), the Department may revoke a jurisdiction’s Housing Element compliance and/or refer the violation to the Attorney General. In addition, a third party may file an action to challenge the jurisdiction in court. 35 CC 03-03-2026 Searchable Packet 35 of 495 Page 11 Resources Identifying Your Remaining RHNA and Maintaining Capacity A jurisdiction should implement an ongoing, project-by-project evaluation of each approved residential development to ensure that sufficient adequate site capacity is available to accommodate the remaining RHNA by income category throughout the planning period. This evaluation could also be used to complete the APR required to be sent to the Department by April 1 of each year. The evaluation procedure could utilize a spreadsheet or tool, such as the No Net Loss Capacity Calculation Tool below, to subtract the number of residential units in each approved development from the RHNA to determine the remaining unmet RHNA by income category. The total number of approved units by income category could then be subtracted from the Housing Element’s sites inventory site capacity by income category to determine the remaining site capacity. No Net Loss Capacity Calculation Tool Example Step 1: Determine remaining RHNA • Identify the reported RHNA from permitted projects as reported in the Housing Element Annual Progress Report (Table B of the Annual Progress Report). If the jurisdiction has not yet completed those reports for the planning period, please go to the Departments Webpage and select “Annual Progress Reports.” • Identify any projects from the planning period that have received their approvals/entitlements and are anticipated to pull their building permits. • Identify the number of units permitted or that have been approved/entitled in the current reporting year (including accessory dwelling units and other alternatives under Government Code section 65583.1.) • Calculate the remaining RHNA to date. • If determining potential No Net Loss capacity of a proposed development, subtract the units from the proposed development to get the remaining RHNA resulting from the proposed project. 36 CC 03-03-2026 Searchable Packet 36 of 495 Page 12 Example: City A has an application for a market rate project for 75 high-end multifamily apartments. This project is being proposed on a site identified in the inventory as having the ability to accommodate a portion of its very low- and low-income RHNA. Table A: Remaining RHNA Low- Income Income Income 001-256-2154, - Apt Step 2: Determine remaining capacity from the Housing Element sites inventory* • Identify the total site capacity from the Housing Element by income category. • List the capacity estimated in the Housing Element for an accessory dwelling unit (ADU), or other alternative site capacity methodology. • List the capacity by income category as identified in the Housing Element inventory for each site identified in the inventory that has an approved/entitled or permitted project in the planning period (identified in the previous table). 37 CC 03-03-2026 Searchable Packet 37 of 495 Page 13 Some projects will be developed on sites not identified in the Housing Element. These sites should not be included in the table below, as their capacity was not anticipated to accommodate a portion of the RHNA. They are included in the previous calculation to determine the remaining RHNA. As a result, the additional capacity from these projects can help mitigate loss in capacity from other projects, depending on their affordability. • For each site rezoned that was identified in the Housing Element (but does not include a project per above) identify the adjusted capacity by income as result of the zone change. • Calculate the remaining available capacity. • Subtract the capacity identified in the inventory for the proposed development or rezone to calculate the remaining capacity in the sites inventory by income level. Example Continued: Table B: Remaining Capacity* Income Income Income Moderate- alternative site capacity * Note: For most 5th cycle Housing Elements, jurisdictions will need to make assumptions on capacity by income category based on density and the analysis provided in the Housing Element, since the 5th cycle sites are not required to be identified by income category. However, for the 6th and subsequent cycles, sites will be required to identify capacity by income level. Some jurisdictions have chosen to combine low and very low- income RHNA for purposes of calculating site capacity, which should be reflected in supporting charts. 38 CC 03-03-2026 Searchable Packet 38 of 495 Page 14 Step 3: Compare remaining RHNA with remaining sites inventory to determine if additional capacity will be needed. • Input the remaining RHNA from Table A. (If this calculation is due to a proposed development, enter the remaining RHNA from the line “Remaining RHNA with Proposed Development”.) • Input the remaining sites inventory capacity with a proposed development or rezone. • Calculate the No Net Loss potential by subtracting the available capacity from the remaining RHNA. If the result is negative, there is a net loss in capacity, and the difference must be accommodated pursuant to No Net Loss Law. Example: Approval of the Magnolia Luxury Apartments would result in a net capacity loss of 53 units. City A would have to rezone or identify additional capacity for at least 53 low-income units. Table C: No Net Loss Calculation Income Income Moderate- Please note: There may be many unique circumstances that do not fall neatly into the above example. This calculation tool is meant to be a framework to help jurisdictions think about the best way to identify potential No Net Loss situations. No Net Loss Law Decision Flow Chart The following flow chart is intended to help visualize how to determine if a project or a decision would be subject to No Net Loss Law and its remedies. Jurisdictions should consult with legal counsel prior to final determination on whether a project or decision triggers No Net Loss requirements. 39 CC 03-03-2026 Searchable Packet 39 of 495 Page 15 No Net Loss Law Decision Flow Chart 40 CC 03-03-2026 Searchable Packet 40 of 495 Page 16 Sample Housing Element Program Sample Program: No Net Loss of Residential Capacity to Accommodate the RHNA by Income Category (Government Code section 65863) To ensure sufficient residential capacity is maintained to accommodate the RHNA for each income category, within one year of adoption of the Housing Element, develop and implement a formal, ongoing (project-by-project) evaluation procedure pursuant to Government Code section 65863. The evaluation procedure will track the number of extremely low-, very low-, low-, moderate-, and above moderate-income units constructed to calculate the remaining unmet RHNA. The evaluation procedure will also track the number of units built on the identified sites to determine the remaining site capacity by income category and will be updated continuously as developments are approved. No action can be taken to reduce the density or capacity of a site (e.g., downzone, moratorium), unless other additional adequate sites are identified prior to reducing site density or capacity. If a development is being approved on an identified site at a lower density than what was assumed for that site identified in the Housing Element, additional adequate sites must be made available within 180 days of approving the development. A program to identify the replacement sites, and take the necessary actions to make the site(s) available and ensure they are adequate sites, will be adopted prior to, or at the time of, the approval of the development. Time Frame: Within six months of adoption of the Housing Element, develop and implement a formal ongoing evaluation procedure pursuant to Government Code section 65863. Subsequent to adopting an evaluation procedure, monitor rezones and development of residential units, and update Housing Element sites inventory. Housing Element sites inventory is posted on the Planning Department’s website and will be updated at least once a year. At least annually, update the sites inventory in conjunction with Housing Element Annual Reports pursuant to Government Code section 65400, as necessary. Responsibility: Community Development Department Funding Source: General Fund 41 CC 03-03-2026 Searchable Packet 41 of 495 Page 17 No Net Loss Law Statute (Government Code Section 65863) 65863. (a) Each city, county, or city and county shall ensure that its housing element inventory described in paragraph (3) of subdivision (a) of Section 65583 or its housing element program to make sites available pursuant to paragraph (1) of subdivision (c) of Section 65583 can accommodate, at all times throughout the planning period, its remaining unmet share of the regional housing need allocated pursuant to Section 65584, except as provided in paragraph (2) of subdivision (c). At no time, except as provided in paragraph (2) of subdivision (c), shall a city, county, or city and county by administrative, quasi-judicial, legislative, or other action permit or cause its inventory of sites identified in the housing element to be insufficient to meet its remaining unmet share of the regional housing need for lower and moderate-income households. (b) (1) No city, county, or city and county shall, by administrative, quasi-judicial, legislative, or other action, reduce, or require or permit the reduction of, the residential density for any parcel to, or allow development of any parcel at, a lower residential density, as defined in paragraphs (1) and (2) of subdivision (g), unless the city, county, or city and county makes written findings supported by substantial evidence of both of the following: (A) The reduction is consistent with the adopted general plan, including the housing element. (B) The remaining sites identified in the housing element are adequate to meet the requirements of Section 65583.2 and to accommodate the jurisdiction’s share of the regional housing need pursuant to Section 65584. The finding shall include a quantification of the remaining unmet need for the jurisdiction’s share of the regional housing need at each income level and the remaining capacity of sites identified in the housing element to accommodate that need by income level. (2) If a city, county, or city and county, by administrative, quasi-judicial, legislative, or other action, allows development of any parcel with fewer units by income category than identified in the jurisdiction’s housing element for that parcel, the city, county, or city and county shall make a written finding supported by substantial evidence as to whether or not remaining sites identified in the housing element are adequate to meet the requirements of Section 65583.2 and to accommodate the jurisdiction’s share of the regional housing need pursuant to Section 65584. The finding shall include a quantification of the remaining unmet need for the jurisdiction’s share of the regional housing need at each income level and the remaining capacity of sites identified in the housing element to accommodate that need by income level. (c) (1) If a reduction in residential density for any parcel would result in the remaining sites in the housing element not being adequate to meet the requirements of Section 65583.2 and to accommodate the jurisdiction’s share of the regional housing need pursuant to Section 65584, the jurisdiction may reduce the density on that parcel if it identifies sufficient additional, adequate, and available sites with an equal or greater residential density in the jurisdiction so that there is no net loss of residential unit capacity. (2) If the approval of a development project results in fewer units by income category than identified in the jurisdiction’s housing element for that parcel and the jurisdiction does not find that the remaining sites in the housing element are adequate to accommodate the jurisdiction’s share of the regional housing need by income level, the jurisdiction shall within 180 days identify and make available additional adequate sites to accommodate the jurisdiction’s share of the regional housing need by income level. Nothing in this section shall authorize a city, county, or city and county to disapprove a housing development project on the basis that approval of the housing project would require compliance with this paragraph. 42 CC 03-03-2026 Searchable Packet 42 of 495 Page 18 (d) The requirements of this section shall be in addition to any other law that may restrict or limit the reduction of residential density. (e) This section requires that a city, county, or city and county be solely responsible for compliance with this section, unless a project applicant requests in his or her initial application, as submitted, a density that would result in the remaining sites in the housing element not being adequate to accommodate the jurisdiction’s share of the regional housing need pursuant to Section 65584. In that case, the city, county, or city and county may require the project applicant to comply with this section. The submission of an application for purposes of this subdivision does not depend on the application being deemed complete or being accepted by the city, county, or city and county. (f) This section shall not be construed to apply to parcels that, prior to January 1, 2003, were either (1) subject to a development agreement, or (2) parcels for which an application for a subdivision map had been submitted. (g) (1) If the local jurisdiction has adopted a housing element for the current planning period that is in substantial compliance with Article 10.6 (commencing with Section 65580) of Chapter 3, for purposes of this section, “lower residential density” means the following: (A) For sites on which the zoning designation permits residential use and that are identified in the local jurisdiction’s housing element inventory described in paragraph (3) of subdivision (a) of Section 65583, fewer units on the site than were projected by the jurisdiction to be accommodated on the site pursuant to subdivision (c) of Section 65583.2. (B) For sites that have been or will be rezoned pursuant to the local jurisdiction’s housing element program described in paragraph (1) of subdivision (c) of Section 65583, fewer units for the site than were projected to be developed on the site in the housing element program. (2) (A) If the local jurisdiction has not adopted a housing element for the current planning period within 90 days of the deadline established by Section 65588 or the adopted housing element is not in substantial compliance with Article 10.6 (commencing with Section 65580) of Chapter 3 within 180 days of the deadline established by Section 65588, “lower residential density” means any of the following: (i) For residentially zoned sites, a density that is lower than 80 percent of the maximum allowable residential density for that parcel or 80 percent of the maximum density required by paragraph (3) of subdivision (c) of Section 65583.2, whichever is greater. (ii) For sites on which residential and nonresidential uses are permitted, a use that would result in the development of fewer than 80 percent of the number of residential units that would be allowed under the maximum residential density for the site parcel or 80 percent of the maximum density required by paragraph (3) of subdivision (c) of Section 65583.2, whichever is greater. (B) If the council of governments fails to complete a final housing need allocation pursuant to the deadlines established by Section 65584.05, then for purposes of this paragraph, the deadline pursuant to Section 65588 shall be extended by a time period equal to the number of days of delay incurred by the council of governments in completing the final housing need allocation. (h) An action that obligates a jurisdiction to identify and make available additional adequate sites for residential development pursuant to this section creates no obligation under the California Environmental Quality Act (Division 13 (commencing with Section 21000) of the Public Resources Code) to identify, analyze, or mitigate the environmental impacts of that subsequent action to identify and make available additional adequate sites as a reasonably foreseeable consequence of that action. Nothing in this subdivision shall be construed as a determination as to whether or not the subsequent action by a city, county, or city and county to identify and make available additional 43 CC 03-03-2026 Searchable Packet 43 of 495 Page 19 adequate sites is a “project” for purposes of the California Environmental Quality Act (Division 13 (commencing with Section 21000) of the Public Resources Code). (i) Notwithstanding Section 65803, this section shall also apply to a charter city. 44 CC 03-03-2026 Searchable Packet 44 of 495 CITY OF CUPERTINO Agenda Item Subject: Recognition of March as American Red Cross Month. Present proclamation recognizing March as American Red Cross Month. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 45 CC 03-03-2026 Searchable Packet 45 of 495 Proclamation WHEREAS, In the City of Cupertino, the American Red Cross has a long history of helping our neighbors in need, as the organization’s dedication has touched millions of lives each year; and WHEREAS, kindness and dedication of Red Cross volunteers and donors who give their time and resources to help families and members of the community; and WHEREAS, victims of disasters; supplies about 40 percent of the nation’s blood; teaches skills that save lives; provides international humanitarian aid; and supports military members and their families; and WHEREAS, American Red Cross as they give themselves to assist their neighbors when they need a helping hand; and WHEREAS, who give to and support the American Red Cross in its mission to care for people in need and alleviate human suffering in the face of emergencies. THEREFORE, proclaim the month of March in the City of Cupertino as American Red Cross Month and encourage citizens of the City of Cupertino and all Americans to support this organization and its noble humanitarian mission. IN WITNESS THEREOF, I have hereunto set my hand and caused the seal of the City of Cupertino to be affixed this Tuesday, March 3, 2026. ____________________________ The Honorable Kitty Moore Mayor, City of Cupertino 46 CC 03-03-2026 Searchable Packet 46 of 495 CITY OF CUPERTINO Agenda Item Subject: Recognition of March as Youth Art Month. Present Proclamation recognizing March as Youth Art Month. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 47 CC 03-03-2026 Searchable Packet 47 of 495 Proclamation WHEREAS, The City of Cupertino is committed to supporting the arts to inspire and prepare students for success in the 21st century, and to help our youth develop as productive, contributing members of a strong community; and WHEREAS, vision of ensuring that students have access to a high-quality arts education that is culturally relevant and inclusive in all forms as part of a comprehensive education that sparks curiosity, imagination, creativity, and joy; and WHEREAS, California, and is an annual celebration to emphasize the value of art education for all children while encouraging support for art programs in schools; and WHEREAS, social-emotional development of our youth, offering valuable pathways for self-expression, stress reduction, and the building of personal confidence; and WHEREAS, and build upon critical thinking skills, curiosity, flexibility, communication, innovation, collaboration, and are traits required for post-secondary and workplace success; and WHEREAS, community arts organizations, and larger communities to increase support, understanding, and interest in art education. THEREFORE, proclaim the month of March in the City of Cupertino as Youth Arts Month to support, encourage, and advocate for art education in our local classrooms and to celebrate students’ creativity, inspiration, and joy through artistic expression. IN WITNESS THEREOF, I have hereunto set my hand and caused the seal of the City of Cupertino to be affixed this Tuesday, March 3, 2026. ____________________________ The Honorable Kitty Moore Mayor, City of Cupertino 48 CC 03-03-2026 Searchable Packet 48 of 495 CITY OF CUPERTINO Agenda Item Subject: An update on the development of the Active Transportation Plan, including a summary of Phase 2, explanations of plan edits, revised scoring criteria, and next steps.(Continued on February 19, 2026) Continue this item to a future meeting date. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 49 CC 03-03-2026 Searchable Packet 49 of 495 CITY OF CUPERTINO Agenda Item Subject: Approval of February 19, 2026 City Council meeting minutes. Approve the February 19, 2026 City Council meeting minutes. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 50 CC 03-03-2026 Searchable Packet 50 of 495 DRAFT MINUTES CUPERTINO CITY COUNCIL Thursday, February 19, 2026 At 5:32 p.m., Mayor Moore called the Special City Council Meeting to order in the Cupertino Community Hall Council Chamber, 10350 Torre Avenue and via teleconference; and Teleconference Location Pursuant to Gov. Code 54953(b)(2): Omni Barton Creek Hotel - 8212 Barton Club Dr, Austin, Texas, 78735. ROLL CALL Present: Mayor Kitty Moore, Vice Mayor Liang Chao, and Councilmembers J.R. Fruen, Sheila Mohan, and R “Ray” Wang (participated virtually). Councilmember Wang confirmed that he was in the noticed public location, that he had posted the notice of the meeting at his remote location and that no other individuals over the age of 18 were with him and that no one had indicated to him that they were intending to make public comment or address the Council. STUDY SESSION 1. Subject: Santa Clara County Sheriff’s Office Contract Renewal Recommended Action: Receive a presentation and conduct a study session to discuss the proposed 36% increase to the Santa Clara County Sheriff’s Office (SCCSO) contract, including cost drivers, methodology changes, and regional coordination efforts with the Cities of Saratoga and Los Altos Hills. Written communications for this item included emails to Council. Acting Director of Administrative Services Jonathan Orozco provided a verbal report. Councilmembers asked questions and made comments. Mayor Moore opened the public hearing and the following members of the public spoke: San Rao, Planning Commissioner, representing self (virtually) Peggy Griffin (virtually) Lisa Warren (virtually) Councilmembers asked questions and made comments. 51 CC 03-03-2026 Searchable Packet 51 of 495 City Council Minutes February 19, 2026 Mayor Moore closed the public hearing. MOTION: Moore moved and Fruen seconded to direct the City Manager to explore potential cost-saving measures, including those discussed under the current contract, and to assess the feasibility of establishing a Joint Powers Authority (JPA) for law enforcement services with adjacent cities. This report should include a proposed timeline outlining the necessary steps, possible implementation models, and cost estimates. This work will proceed concurrently with the ongoing meetings of the ad hoc committee. The motion passed with the following vote: Ayes: Moore, Chao, Fruen, Mohan and Wang. Noes: None. Abstain: None. Absent: None. ADJOURNMENT At 6:24 p.m., Mayor Kitty Moore adjourned the Special City Council Meeting. REGULAR MEETING At 6:45 p.m., Mayor Moore called the Regular City Council Meeting to order and led the Pledge of Allegiance in the Cupertino Community Hall Council Chamber, 10350 Torre Avenue and via teleconference; and Teleconference Location Pursuant to Gov. Code 54953(b)(2): Omni Barton Creek Hotel - 8212 Barton Club Dr, Austin, Texas, 78735. ROLL CALL Present: Mayor Kitty Moore, Vice Mayor Liang Chao, and Councilmembers J.R. Fruen, Sheila Mohan, and R “Ray” Wang (participated virtually). Councilmember Wang confirmed that he was in the noticed public location, that he had posted the notice of the meeting at his remote location and that no other individuals over the age of 18 were with him and that no one had indicated to him that they were intending to make public comment or address the Council. CLOSED SESSION REPORT - None CEREMONIAL ITEMS - None POSTPONEMENTS AND ORDERS OF THE DAY - None ORAL COMMUNICATIONS Written communications for this item included emails to the Council. The following members of the public spoke: 52 CC 03-03-2026 Searchable Packet 52 of 495 City Council Minutes February 19, 2026 Jennifer Griffin discussed SB 330-related development and potential reductions in retail along Stevens Creek Boulevard. Jean Bedord discussed the use of official title and email by a Planning Commissioner and review of communication protocol for commissioners. Belinda Hantout discussed sheriff law enforcement interactions with unhoused individuals and rental affordability. Planning Commissioner, Santosh Rao, representing self (virtually) discussed the Mary Avenue Villas project and the City’s procedural process. Lisa Warren (virtually) discussed the potential redevelopment of commercial sites to housing. Rachel Rose (virtually) discussed the Mary Avenue Villas project and the City’s procedural process. Moore and Fruen requested an informational memorandum from the City Attorney to Council and commissioners on: • Use of city vs. personal email accounts when speaking individually vs. officially, including disclaimers. • Disclosure when personal views oppose commission positions. • Permissions for contacting agencies and contractors for agenda-related information. • Distinction between public agencies and contractors like Sheriff’s office. • Request review of past occurrences, future handling, and investigation into sheriff conduct. CONSENT CALENDAR (Items 1-5) Mayor Moore opened the public comment period and, seeing no one, closed the public comment period. MOTION: Wang moved and Mohan seconded to approve Consent Calendar Items 1-5. The motion passed with the following vote: Ayes: Moore, Chao, Fruen, Mohan and Wang. Noes: None. Abstain: None. Absent: None. 1. Subject: Approval of February 3, 2026 City Council meeting minutes Recommended Action: Approve the February 3, 2026 City Council meeting minutes 2. Subject: Approval of February 10, 2026 City Council meeting minutes Recommended Action: Approve the February 10, 2026 City Council meeting minutes 53 CC 03-03-2026 Searchable Packet 53 of 495 City Council Minutes February 19, 2026 3. Subject: Ratifying Accounts Payable for the periods ending January 16, 2026, and January 30, 2026 Recommended Action: A. Adopt Resolution No. 26-019 ratifying Accounts Payable for the Period ending January 16, 2026; and B. Adopt Resolution No. 26-020 ratifying Accounts Payable for the Period ending January 30, 2026 4. Subject: Appointment of the Sustainability Commission, Technology, Information, and Communications Commission, and Planning Commission recommendations as representatives to the Economic Development Committee Recommended Action: Accept the following Commission recommendations to appoint representatives to the Economic Development Committee: 1. Accept the Technology, Information, and Communications Commission’s recommendation to appoint Balaram Donthi for a term expiring January 30, 2027. 2. Accept the Sustainability Commission’s recommendation to appoint Jack Carter for a term expiring January 30, 2027. 3. Accept the Planning Commission’s recommendation to appoint Tracy Kosolcharoen for a term expiring January 30, 2027. 5. Subject: Consider designation of the following positions as appointees to the PLAN JPA Board of Directors: Senior Assistant City Attorney, Board Member; and Senior Management Analyst, Board Alternate. Recommended Action: Adopt Resolution No. 26-021 appointing the following positions to the PLAN JPA Board of Directors: Senior Assistant City Attorney, Board Member; and Senior Management Analyst, Board Alternate. PUBLIC HEARINGS - None ACTION CALENDAR 6. Subject: Consider (1) adopting Resolution No. 26-022 to repeal and replace Resolution No. 23-026 regarding the Legislative Review Committee (LRC), (2) adopting the 2026 Legislative Platform, and (3), amending the 2026 Council Committee Assignments to designate Vice Mayor Liang Chao and Councilmember R "Ray" Wang to the LRC, with Mayor Kitty Moore as an alternate. Recommended Action: 1. Adopt Resolution No. 26-022 to repeal and replace Resolution No. 23-026, regarding the Legislative Review Committee 2. Adopt the 2026 Legislative Platform 3. Amend the 2026 Council Committee Assignments to designate Vice Mayor Liang Chao and Councilmember R “Ray” Wang to the LRC, with Mayor Kitty Moore as an alternate. 54 CC 03-03-2026 Searchable Packet 54 of 495 City Council Minutes February 19, 2026 Written communications for this item included a staff presentation. Senior Management Analyst Astrid Robles gave a presentation. Councilmembers asked questions and made comments. Mayor Moore opened the public hearing and the following members of the public spoke: Jennifer Griffin Planning Commissioner, Santosh Rao, representing self (virtually) Peggy Griffin (virtually) Councilmembers asked questions and made comments. Mayor Moore closed the public hearing. MOTION: Chao moved and Wang seconded to approve the staff recommendation, as amended: 1. Adopt Resolution No. 26-022 to repeal and replace Resolution No. 23-026, regarding the Legislative Review Committee. 2. Adopt the 2026 Legislative Platform. 3. Amend the 2026 Council Committee Assignments to designate Vice Mayor Liang Chao and Councilmember R “Ray” Wang to the LRC, with Mayor Kitty Moore as an alternate. FRIENDLY AMENDMENT: Chao made a friendly amendment to: 1. Add a local authority section, similar to the one in the federal priorities, into the state legislative priorities table; 2. Add an item to monitor housing element process and RHNA area calculation, and 3. Add Proposition 36 funding description. (Wang accepted the friendly amendment) The amended motion passed with the following vote: Ayes: Moore, Chao, Mohan and Wang. Noes: Fruen. Abstain: None. Absent: None. At 7:56 p.m., Mayor Moore recessed the meeting. The meeting reconvened at 8:02 p.m. with all Councilmembers present (Wang virtually). 7. Subject: Consider Potential November 2026 Revenue Ballot Measure. Recommended Action: Receive information regarding potential revenue ballot measure options and provide direction on pursuing placement of a measure on the November 2026 ballot. 55 CC 03-03-2026 Searchable Packet 55 of 495 City Council Minutes February 19, 2026 Written communications for this item included a staff presentation. Acting Director of Administrative Services Jonathan Orozco introduced the item. Senior Analyst Ken Duran representing HdL gave a presentation. Councilmembers asked questions and made comments. Mayor Moore opened the public hearing and the following members of the public spoke: Planning Commissioner, Santosh Rao, representing self (virtually) Councilmembers asked questions and made comments. Mayor Moore closed the public hearing. MOTION: Moore moved and Chao seconded to continue this item to March 17, 2026 for further analysis of business tax, UUT, and sales tax options; look into reductions to CIP budget and staffing; and enhance Cupertino's business competitiveness. The motion passed with the following vote: Ayes: Moore, Chao, Fruen, Mohan and Wang. Noes: None. Abstain: None. Absent: None. 8. Subject: Parkland Ballot Measure - Mapping, Zoning, Legal Review, and Election Considerations Recommended Action: Receive the report and provide direction to staff on whether to pursue development of a parkland rezoning ballot measure for consideration at the November 2026 election. Written communications for this item included emails to Council. At 9:14 p.m., Mayor Moore recessed the meeting due to technical/computer difficulties. The meeting reconvened at 9:48 p.m. with all Councilmembers present (Wang absent). MOTION: Moore moved and Fruen seconded to continue the meeting to March 3, 2026 due to technical/computer difficulties. The motion passed with the following vote: Ayes: Moore, Chao, Fruen, and Mohan. Noes: None. Abstain: None. Absent: Wang. This item was continued to March 3, 2026. STUDY SESSION 56 CC 03-03-2026 Searchable Packet 56 of 495 City Council Minutes February 19, 2026 9. Subject: An update on the development of the Active Transportation Plan, including a summary of Phase 2, explanations of plan edits, revised scoring criteria, and next steps. Recommended Action: Receive an update on the development of the Active Transportation Plan and provide feedback on the agenda packet attachments. Written communications for this item included a staff presentation, desk item, and emails to Council. This item was continued to March 3, 2026. ITEMS REMOVED FROM THE CONSENT CALENDAR – None CITY MANAGER REPORT 10. Subject: City Manager Report City Manager Tina Kapoor reported on recent highlights and upcoming events as provided in the published agenda. ORAL COMMUNICATIONS - CONTINUED – None COUNCILMEMBER REPORTS 11. Subject: Councilmember Reports Councilmembers reported on their various committees and events as provided in the published agenda. FUTURE AGENDA ITEMS 12. Subject: Upcoming Draft Agenda Items Report A tentative council meeting agenda calendar was provided in the published agenda. ADJOURNMENT At 9:49 p.m., Mayor Kitty Moore adjourned the Regular City Council Meeting. Minutes prepared by: ________________________________ Lauren Sapudar, Acting City Clerk 57 CC 03-03-2026 Searchable Packet 57 of 495 CITY OF CUPERTINO Agenda Item Subject:Receive the Monthly Treasurer's Report for January 2026. Receive the Monthly Treasurer's Report for January 2026. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 58 CC 03-03-2026 Searchable Packet 58 of 495 ADMINISTRATIVE SERVICES DEPARTMENT CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3220 CUPERTINO.GOV 1 CITY COUNCIL STAFF REPORT Date: March 3, 2026 Subject Receive the Monthly Treasurer's Report for January 2026 Recommended Action Receive the Monthly Treasurer's Report for January 2026 Reasons for Recommendation Background California Government Code Section 41004 states: Regularly, at least once each month, the city treasurer shall submit to the city clerk a written report and accounting of all receipts, disbursements, and fund balances. The city treasurer shall file a copy with the legislative body. The City's Municipal Code Section 2.24.030 Monthly Reports states: The Treasurer shall make monthly reports which conform to the requirements of Government Code Section 41004. Said reports shall be delivered to the City Council, the City Manager and made available for review by such other persons who may so request. The Treasurer's Report (report and accounting of all receipts, disbursements, and fund balances) is made available to City Council in compliance with the aforementioned requirements. Cash vs. Accrual Basis Accounting Cash basis accounting and accrual basis accounting differ in the way revenues and expenses are recognized and recorded, primarily with regard to their timing. Under cash basis accounting, revenues are recorded when payment is received, and expenses are recorded when payment is made. This method of accounting recognizes transactions only when cash changes hands. In contrast, accrual basis accounting 59 CC 03-03-2026 Searchable Packet 59 of 495 2 recognizes revenues when they are earned (but not necessarily received) and expenses when they are incurred (but not necessarily paid). This method of accounting recognizes transactions as they occur, regardless of whether cash has been exchanged. Receipts, disbursements, and cash balance are measured on a cash basis. The cash balance shows the total cash and investments in the City's accounts. The ending balance is the beginning balance plus receipts minus disbursements. Journal adjustments generally include transactions recorded in other systems and imported into New World, Council- approved budget adjustments, quarterly Cost Allocation Plan (CAP) charges, and quarterly interest earnings. Revenues, expenditures, and fund balance are measured on an accrual basis. As a result, the amount in fund balance does not mean the City has that much cash on hand. Instead, fund balance is the difference between assets and liabilities. The ending balance is the beginning balance plus revenues minus expenditures. Treasurer's Report The report provides an update on the City's cash and fund balances for January 2026. The report is as of February 19, 2026. Note: Beginning balances have been updated to account for any final adjustments made as part of the month-end close that could not be completed before the prior report’s preparation. These adjustments were necessary due to time constraints associated with completing the month-end close process and generating the report. Receipts, Disbursements, and Cash Balance The City's General Fund ending cash and investment balance was $206.7 million, increasing by $8.0 million from the prior month. Receipts were $12.2 million, disbursements were $(4.2) million, and journal adjustments were $0.1 million for the month. The City's total ending cash and investment balance was $314.9 million, increasing by $7.1 million from the prior month. Receipts were $12.6 million, disbursements were $(6.2) million, and journal adjustments were $0.6 million for the month. Journal adjustments included the following: • Parks and Recreation transactions imported from Active Network into New World • Worker’s Compensation journals • LAIF investment transfer • Investment Earnings • Bank Fees • City Hall Improvement Project 60 CC 03-03-2026 Searchable Packet 60 of 495 3 Fund Balance/Net Position The City's General Fund ending fund balance was $143.7 million, increasing by $2.9 million from the prior month due to revenues of $15.4 million and expenditures of $12.5 million. The City's total ending fund balance was $244.4 million, increasing by $6.3 million from the prior month due to revenues of $20.3 million and expenditures of $14.0 million. Sustainability Impact No sustainability impact. Fiscal Impact No fiscal impact. California Environmental Quality Act Not applicable. _____________________________________ Prepared by: __________________ Jonathan Orozco Acting Director of Administrative Services and City Treasurer Approved for Submission by: __________________ Tina Kapoor Interim City Manager Attachments: A – Report of City-wide Receipts, Disbursements, and Cash Balances January 2026 B – Report of City-wide Fund Balances/Net Position January 2026 61 CC 03-03-2026 Searchable Packet 61 of 495 January 2026 Report of City‐wide Receipts, Disbursements, and Cash Balances Cash and Investments (Unaudited)  Beginning Balance  Ending Balance  Fund Type Fund Number/Name as of December 31, 2025 Receipts Disbursements Journal Adjustments as of January 31, 2026 General Fund 100  General Fund 198,651,813                                    12,164,627             (4,242,626)                120,630                               206,694,444                                     General Fund 130  Investment Fund 0                                                      ‐                              ‐                                432,049                               432,049                                            Special Revenue Funds 210  Storm Drain Improvement 150,901                                           ‐                              ‐                                1                                          150,903                                            Special Revenue Funds 215  Storm Drain AB1600 2,313,041                                        5,279                      ‐                                23                                        2,318,343                                         Special Revenue Funds 230  Env Mgmt Cln Crk Strm Drain 255,286                                           ‐                              (108,165)                   6                                          147,128                                            Special Revenue Funds 260  CDBG 548,572                                           122                         (5,665)                       8                                          543,037                                            Special Revenue Funds 261  HCD Loan Rehab 230,372                                           ‐                              ‐                                ‐                                          230,372                                            Special Revenue Funds 265  BMR Housing 4,926,432                                        350                         (84,798)                     50                                        4,842,034                                         Special Revenue Funds 270  Transportation Fund 14,281,952                                      293,352                  (259,138)                   (205,885)                             14,110,280                                       Special Revenue Funds 271  Traffic Impact 928,399                                           6,797                      ‐                                9                                          935,205                                            Special Revenue Funds 280  Park Dedication 21,127,361                                      15,000                    ‐                                208                                      21,142,569                                       Special Revenue Funds 281  Tree Fund 76,038                                             ‐                              ‐                                1                                          76,038                                              Debt Service Funds 365  Public Facilities Corp 2,436,800                                        ‐                              (239,800)                   ‐                                          2,197,000                                         Capital Project Funds 420  Capital Improvement Fund 34,304,152                                      ‐                              (43,912)                     61,348                                 34,321,589                                       Capital Project Funds 427  Stevens Creek Corridor Park 157,338                                           ‐                              ‐                                ‐                                          157,338                                            Capital Project Funds 429  Capital Reserve*7,142,250                                        ‐                              ‐                                ‐                                          7,142,250                                         Enterprise Funds 520  Resource Recovery 4,869,881                                        140,397                  (173,968)                   51                                        4,836,361                                         Enterprise Funds 560  Blackberry Farm 941,956                                           ‐                              (47,221)                     52,522                                 947,257                                            Enterprise Funds 570  Sports Center 1,574,852                                        ‐                              (118,476)                   66,839                                 1,523,215                                         Enterprise Funds 580  Recreation Program 3,028,270                                        7,055                      (90,172)                     107,225                               3,052,378                                         Internal Service Funds 610  Innovation & Technology 3,244,439                                        106                         (348,127)                   30                                        2,896,448                                         Internal Service Funds 620  Workersʹ Compensation 3,958,170                                        ‐                              (5,539)                       (27,594)                               3,925,037                                         Internal Service Funds 630  Vehicle/Equip Replacement 1,206,591                                        ‐                              (247,320)                   12                                        959,283                                            Internal Service Funds 641  Compensated Absence/LTD 427,291                                           ‐                              335                            5                                          427,631                                            Internal Service Funds 642  Retiree Medical 1,060,028                                        ‐                              (149,821)                   13                                        910,220                                            Total 307,842,186$                                  12,633,085$           (6,164,412)$              607,551$                             314,918,410$                                   * For reporting purposes, this fund rolls up/combines with Fund 420 Printed February 23, 2026 For more information on funds, please see cupertino.org/fund‐structure 62 CC 03-03-2026 Searchable Packet 62 of 495 January 2026 Report of City‐wide Fund Balances/Net Position (Unaudited) Beginning Fund Balance Ending Fund Balance Fund Type Fund Number/Name as of December 31, 2025 Revenues Expenditures as of January 31, 2026 General Fund 100  General Fund 140,813,228                                     15,376,677                        12,524,592                        143,665,313                                      General Fund 130  Investment Fund (473,494)                                           643,830                              ‐                                          170,336                                             Special Revenue Funds 210  Storm Drain Improvement 2,123,873                                         395                                     ‐                                          2,124,268                                          Special Revenue Funds 215  Storm Drain AB1600 1,888,096                                         10,816                                ‐                                          1,898,912                                          Special Revenue Funds 230  Env Mgmt Cln Crk Strm Drai 960,740                                            839,704                              98,658                                1,701,786                                          Special Revenue Funds 260  CDBG 1,675,014                                         30,321                                38,808                                1,666,528                                          Special Revenue Funds 261  HCD Loan Rehab 222,016                                            ‐                                          ‐                                          222,016                                             Special Revenue Funds 265  BMR Housing 9,574,877                                         12,899                                20,869                                9,566,907                                          Special Revenue Funds 270  Transportation Fund 9,734,863                                         288,483                              147,069                              9,876,277                                          Special Revenue Funds 271  Traffic Impact 774,656                                            2,431                                  ‐                                          777,087                                             Special Revenue Funds 280  Park Dedication 18,818,906                                       100,281                              ‐                                          18,919,186                                        Special Revenue Funds 281  Tree Fund 79,680                                              1,274                                  ‐                                          80,954                                               Debt Service Funds 365  Public Facilities Corp 1,750                                                ‐                                          ‐                                          1,750                                                 Capital Project Funds 420  Capital Improvement Fund 20,248,943                                       2,500,000                           93,017                                22,655,926                                        Capital Project Funds 427  Stevens Creek Corridor Park 157,343                                            ‐                                          ‐                                          157,343                                             Capital Project Funds 429  Capital Reserve*13,744,638                                       ‐                                          ‐                                          13,744,638                                        Enterprise Funds 520  Resource Recovery 4,617,647                                         153,149                              129,407                              4,641,388                                          Enterprise Funds 560  Blackberry Farm 702,523                                            55,253                                116,133                              641,643                                             Enterprise Funds 570  Sports Center 1,768,682                                         161,362                              128,441                              1,801,603                                          Enterprise Funds 580  Recreation Program 2,755,810                                         114,718                              68,175                                2,802,353                                          Internal Service Funds 610  Innovation & Technology 2,373,462                                         8,495                                  364,094                              2,017,864                                          Internal Service Funds 620  Workersʹ Compensation 2,274,058                                         10,321                                10,446                                2,273,934                                          Internal Service Funds 630  Vehicle/Equip Replacement 2,757,545                                         3,162                                  56,503                                2,704,204                                          Internal Service Funds 641  Compensated Absence/LTD 652,965                                            1,128                                  8,375                                  645,717                                             Internal Service Funds 642  Retiree Medical (147,371)                                           2,776                                  170,325                              (314,920)                                            Total 238,100,451$                                   20,317,475$                      13,974,911$                      244,443,015$                                    * For reporting purposes, this fund rolls up/combines with Fund 42 Printed February 23, 2026 For more information on funds, please see cupertino.org/fund‐structure 63 CC 03-03-2026 Searchable Packet 63 of 495 CITY OF CUPERTINO Agenda Item Subject:Receive the Monthly Treasurer's Investment Report for January 2026. Receive the Monthly Treasurer's Investment Report for January 2026. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 64 CC 03-03-2026 Searchable Packet 64 of 495 ADMINISTRATIVE SERVICES DEPARTMENT CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3220 CUPERTINO.GOV 1 CITY COUNCIL STAFF REPORT Date: March 3, 2026 Subject Receive the Monthly Treasurer's Investment Report for January 2026 Recommended Action Receive the Monthly Treasurer's Investment Report for January 2026 Reasons for Recommendation The Monthly Investment Report is a routine report provided to City Council and is provided as Attachment A with this report. Sustainability Impact No sustainability impact. Fiscal Impact No fiscal impact. City Work Program Item/Description None. Council Goal Fiscal Strategy California Environmental Quality Act Not applicable. _____________________________________ Prepared by: Jonathan Orozco, Acting Director of Administrative Services and City Treasurer Approved for Submission by: Tina Kapoor, City Manager Attachments: A – Chandler Investment Report January 2026 65 CC 03-03-2026 Searchable Packet 65 of 495 INVESTMENT REPORT City of Cupertino | As of January 31, 2026 CHANDLER ASSET MANAGEMENT | chandlerasset.com Chandler Team: For questions about your account, please call (800) 317-4747, or contact clientservice@chandlerasset.com Information contained herein is confidential. We urge you to compare this statement to the one you receive from your qualified custodian. Please see Important Disclosures at the end of the statement.66 CC 03-03-2026 Searchable Packet 66 of 495 TABLE OF CONTENTS ECONOMIC UPDATE ACCOUNT PROFILE PORTFOLIO HOLDINGS TRANSACTIONS 1 67 CC 03-03-2026 Searchable Packet 67 of 495 ECONOMIC UPDATE 2 68 CC 03-03-2026 Searchable Packet 68 of 495 ▪ ▪ ▪ Recent economic data has signaled moderating inflation alongside a continued rebalancing in labor market conditions. Price pressures continues to run modestly above the Federal Reserve’s longer‑run objective, while the unemployment rate dropped to 4.4%.As the data flow normalizes, the Chandler team anticipates additional yield curve steepening as the Federal Reserve gradually guides the policy rate toward a more neutral range. One additional 25 basis point rate cut may come in the first half of 2026,while U.S. trade and fiscal policy continue to represent important sources of elevated market uncertainty. The Federal Reserve’s January Federal Open Market Committee meeting concluded with policymakers leaving the target range unchanged at 3.50%–3.75%after three consecutive 25‑basis ‑point cuts at the end of 2025.However, officials remain divided on the appropriate path forward, with Governors Christopher Waller and Stephen Miran dissenting in favor of an additional reduction. The future policy regime also began to take shape as President Trump announced Kevin Warsh as his nominee for the next Federal Reserve Chair. The US Treasury yield curve steepened in January,as the 2-year Treasury yield rose 4 basis points to 3.52%, the 5-year Treasury was up 6 basis points to 3.79%, and the 10-year Treasury yield was 7 basis points higher at 4.24%. The spread between the 2-year and 10-year Treasury yield points on the curve was 2 basis points wider from December at +71 basis points at January month-end. The spread between the 2-year Treasury and 10-year Treasury yield one year ago was +56 basis points. The spread between the 3-month and 10-year Treasury yield points on the curve was +58 basis points in January versus +54 basis points in December. ECONOMIC UPDATE 3 69 CC 03-03-2026 Searchable Packet 69 of 495 -400 -200 0 200 400 600 800 1,000 MO M C h a n g e I n T h o u s a n d s ( 0 0 0 ' s ) Nonfarm Payroll (000's) Non-farm Payroll (000's) 3-month average (000's) 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% Unemployment Rate Underemployment Rate (U6) Unemployment Rate (U3) Ra t e ( % ) The December Nonfarm Payrolls report showed weaker-than-expected job growth, with payrolls rising by 50,000 compared with the consensus estimate of 70,000. This follows a downwardly revised gain of 56,000 in November. Employment declines were most pronounced in retail trade and construction, while leisure and hospitality posted the strongest gains. Notably, the unemployment rate edged down to 4.4% after increasing to 4.6% in November. Source: US Department of Labor Source: US Department of Labor EMPLOYMENT 4 70 CC 03-03-2026 Searchable Packet 70 of 495 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 Job Openings Recession Historical Average In T h o u s a n d s ( 0 0 0 ' s ) The Labor Department’s Job Openings and Labor Turnover Survey (JOLTS) reported that job openings fell to 7.1 million in November from a downwardly revised 7.4 million in October. The drop in vacancies, alongside slower hiring, suggests the labor market continues to soften, though employers remain cautious about laying off workers. The number of openings now roughly matches the number of unemployed individuals, pointing to a labor market that is approaching equilibrium. Source: US Department of Labor JOB OPENINGS & LABOR TURNOVER SURVEY 5 71 CC 03-03-2026 Searchable Packet 71 of 495 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% Consumer Price Index (CPI) CPI YOY % Change Core CPI YOY % Change YO Y ( % ) C h a n g e 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% Personal Consumption Expenditures (PCE) PCE Price Deflator YOY % Change PCE Core Deflator YOY % Change Fed Target YO Y ( % ) C h a n g e The Consumer Price Index (CPI) showed that inflation remained relatively subdued in December, with headline CPI and core CPI holding at 2.7% and 2.6% respectively year-over-year. Shelter has continued to play a central but gradually moderating role in services inflation. December data keeps inflation close to the prior month’s pace and consistent with a trend of easing price pressures. The Personal Consumption Expenditures (PCE) Index for October and November, released on January 22,showed headline inflation up 0.2% for both months reflecting increase in both services and goods. Annual PCE Inflation increased 2.7% in October and 2.8% in November. Month-over- month, Core PCE rose 0.2% in both months; year-over-over Core PCE increased 2.7% followed by an increase of 2.8%. Source: US Department of Labor Source: US Department of Commerce INFLATION 6 72 CC 03-03-2026 Searchable Packet 72 of 495 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Retail Sales YOY % Change YO Y ( % ) C h a n g e November Retail Sales rose 0.6% from October and 3.3% from a year earlier, while the control group measure which feeds into GDP rose a solid 0.4%on the month after an even stronger 0.8% gain in October. This confirms that underlying goods spending excluding the most volatile categories remained resilient into the start of the holiday season. The government shutdown may have weighed on consumer confidence regarding jobs, incomes, and overall financial conditions, both current and in the future. The Conference Board’s Consumer Confidence Index declined by 9.7 points to 84.5 in January from an upwardly revised 94.2 in December, sinking to its lowest level since 2014 and resuming the downtrend after a brief year‑end uptick. Consumers grew more pessimistic about both current and future business conditions and the labor market. 0 20 40 60 80 100 120 140 160 In d e x L e v e l Consumer Confidence Recession Source: US Department of Commerce Source: The Conference Board All time high is 144.70 (1/31/00); All time low is 25.30 (2/28/09) CONSUMER 7 73 CC 03-03-2026 Searchable Packet 73 of 495 -25.0% -20.0% -15.0% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% Leading Economic Indicators (LEI) Recession YO Y (% ) C h a n g e -1.00 -0.75 -0.50 -0.25 0.00 0.25 0.50 0.75 1.00 Chicago Fed National Activity Index (CFNAI) Recession 3 M o n t h A v e r a g e The Conference Board’s Leading Economic Index (LEI) declined 0.3%in November, marking its fourth consecutive monthly decrease after a revised 0.1% drop in October.On a year-over-year basis, the index fell 3.7%. According to the Conference Board, weak expectations among consumers led to the decline in LEI, followed by new orders. Despite strong GDP in the third quarter of 2025,the LEI continues to signal slower economic growth into 2026.The Chicago Fed National Activity Index (CFNAI) registered –0.04 in November, improving from –0.42 in October,but still signaling that U.S. economic activity remained slightly below its historical trend. The three‑month moving average increased to –0.23 in November from –0.34 in October, indicating that underlying growth has firmed but continues to run modestly below trend. Employment‑related indicators were negative in both November and October, pointing to a labor market that remains a mild drag on overall activity even as conditions have steadied relative to earlier in the year. Source: The Conference Board Source: Federal Reserve Bank of Chicago LEADING INDICATORS OF ECONOMIC ACTIVITY 8 74 CC 03-03-2026 Searchable Packet 74 of 495 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 2,200 2,400 In T h o u s a n d s o f U n i t s Annualized Housing Starts Multi Family Housing Starts Single Family Housing Starts The S&P Cotality Case-Shiller 20-City Composite Home Price Index rose 1.4% year-over-year in November remaining near the slowest annual increase since mid‑2023.Short‑term momentum softened further, with 15 of the 20 tracked markets posting month‑over‑month price declines on a non‑seasonally adjusted basis as higher mortgage rates and stretched affordability continued to weigh on demand. Housing starts declined in October to an annualized rate of 1.25 million units adding 875 thousand single-family home starts and 372 thousand multifamily home starts. The Freddie Mac 30 ‑year fixed mortgage rate continued to trend lower at 6.10% at the end of January. Source: US Department of Commerce Source: S&P -20.0% -16.0% -12.0% -8.0% -4.0% 0.0% 4.0% 8.0% 12.0% 16.0% 20.0% 24.0% S&P/Case-Shiller 20 City Composite Home Price Index Recession YO Y ( % ) C h a n g e HOUSING 9 75 CC 03-03-2026 Searchable Packet 75 of 495 40 45 50 55 60 65 70 Institute of Supply Management (ISM) Surveys ISM Manufacturing ISM Services EXPANDING CONTRACTING The Institute for Supply Management’s (ISM) manufacturing index slipped to 47.9 in December, down from 48.2 in November, marking continued weakness across the sector. Manufacturing activity has now been in contraction for 36 of the past 38 months,as readings below 50 indicate contraction and those above 50 signal expansion. The latest decline was driven primarily by pullbacks in the Production and Inventories components.In contrast, the ISM services index remained in expansion territory, rising to 54.4 in December from 52.6 in November. Respondents attributed the improvement to seasonal strength, though many remained cautious about the potential impact of tariffs. Source: Institute for Supply Management SURVEY BASED MEASURES 10 76 CC 03-03-2026 Searchable Packet 76 of 495 Components of GDP 12/24 3/25 6/25 9/25 2.6% 0.4% 1.7% 2.3% -1.3% 3.8% -2.7% 0.0% -0.1% -4.7% 4.8% 1.6% 0.3% -0.4% -0.4% 0.2% 0.3% 0.2% 0.3% 0.2% 1.9% -0.6% 3.8% 4.4% Personal Consumption Expenditures Gross Private Domestic Investment Net Exports and Imports Federal Government Expenditures Total State and Local (Consumption and Gross Investment) -10.0% 0.0% 10.0% 20.0% 30.0% 40.0% Gross Domestic Product (GDP) GDP QOQ % Change GDP YOY % Change Source: US Department of Commerce Source: US Department of Commerce Real gross domestic product (GDP) demonstrated continued strength in the third quarter, with the third estimate showing a 4.4% annualized quarter-over-quarter increase,up from 3.8%in the second quarter. Consumer spending accelerated, alongside of upturns in investment, exports, and government spending. The stronger-than-expected result represented the fastest pace of U.S. economic expansion in two years. The consensus projection calls for 1.1% growth in the fourth quarter and 2.0% growth for the full year 2025. GROSS DOMESTIC PRODUCT (GDP) 11 77 CC 03-03-2026 Searchable Packet 77 of 495 Source: Federal Reserve Source: Bloomberg 0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000 10,000,000 Federal Reserve Balance Sheet Assets Recession In $ m i l l i o n s The Federal Reserve left its benchmark interest rate unchanged in January, keeping the target range at 3.50%to 3.75% after the December quarter‑point cut that was justified by signs of softening in the labor market. Policymakers maintained a cautious tone, acknowledging that inflation has continued to moderate but emphasizing that the outlook remains uncertain and that future adjustments will depend on incoming data. The Committee also reaffirmed its December decision to halt balance sheet runoff and to reinvest principal and interest payments from its securities holdings, signaling a desire to maintain ample reserves and support orderly market functioning while it assesses the effects of earlier tightening and recent rate cuts. FEDERAL RESERVE 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% Effective Federal Funds Rate Recession Yi e l d ( % ) 12 78 CC 03-03-2026 Searchable Packet 78 of 495 Source: Bloomberg Source: Bloomberg 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% US Treasury Note Yields 2-Year 5-Year 10-Year Yi e l d ( % ) 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% US Treasury Yield Curve Jan-26 Oct-25 Jan-25 Yi e l d ( % ) At the end of January, the 2-year yield was 8 basis points lower, and the 10-year yield was 7 basis points higher, year-over-year. The spread between the 2-year and 10-year Treasury yield points on the curve increased to +71 basis points at January month-end versus +69 basis points at December month-end. The prior 2-year/10-year yield curve inversion, which spanned from July 2022 to August 2024,was historically long. The average historical spread (since 2005)is about +95 basis points. The spread between the 3-month and 10-year Treasury yield points on the curve was +58 basis points in January versus +54 basis points in December. BOND YIELDS 13 79 CC 03-03-2026 Searchable Packet 79 of 495 ACCOUNT PROFILE 14 80 CC 03-03-2026 Searchable Packet 80 of 495 OBJECTIVES Investment Objectives The City of Cupertino's investment objectives, in order of priority, are to provide safety to ensure the preservation of capital in the overall portfolio, provide sufficient liquidity for cash needs and a market rate of return consistent with the investment program. Chandler Asset Management Performance Objective The performance objective for the portfolio is to earn a total rate of return through a market cycle that is equal to or above the return on the benchmark index. Strategy In order to achieve these objectives, the portfolio invests in high quality fixed incomes securities consistent with the investment policy and California Government Code. 15 81 CC 03-03-2026 Searchable Packet 81 of 495 STATEMENT OF COMPLIANCE City of Cupertino | Account #10659 | As of January 31, 2026 Rules Name Limit Actual Compliance Status Notes AGENCY MORTGAGE SECURITIES Max % (MV)100.0 11.5 Compliant Max % Issuer (MV; Agencies & Agency CMOs)25.0 11.5 Compliant Max Maturity (Years)5.0 4.4 Compliant ASSET-BACKED SECURITIES (ABS) Max % (MV; Non Agency ABS & MBS)20.0 7.9 Compliant Max % Issuer (MV)5.0 0.8 Compliant Max Maturity (Years)5 4 Compliant Min Rating (AA- by 1)0.0 0.0 Compliant BANKERS' ACCEPTANCES Max % (MV)40.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Days)180 0.0 Compliant Min Rating (A-1 by 1 or A- by 1)0.0 0.0 Compliant CERTIFICATE OF DEPOSIT PLACEMENT SERVICE (CDARS) Max % (MV)30.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Years)5.0 0.0 Compliant COLLATERALIZED TIME DEPOSITS (NON- NEGOTIABLE CD/TD) Max % (MV; FDIC & Collateralized CD/TD)30.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Years)5.0 0.0 Compliant COMMERCIAL PAPER Max % (MV)25.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Days)270 0.0 Compliant Min Rating (A-1 by 1 or A- by 1)0.0 0.0 Compliant CORPORATE MEDIUM TERM NOTES 16 82 CC 03-03-2026 Searchable Packet 82 of 495 STATEMENT OF COMPLIANCE City of Cupertino | Account #10659 | As of January 31, 2026 Rules Name Limit Actual Compliance Status Notes Max % (MV)30.0 27.0 Compliant Max % Issuer (MV)5.0 1.3 Compliant Max Maturity (Years)5 Compliant Min Rating (A- by 1)0.0 0.0 Compliant FDIC INSURED TIME DEPOSITS (NON-NEGOTIABLE CD/TD) Max % (MV; FDIC & Collateralized CD/TD)30.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Years)5 0.0 Compliant FEDERAL AGENCIES Max % (MV)100.0 3.5 Compliant Max % Issuer (MV; Agencies & Agency CMOs)25.0 11.5 Compliant Max Callables (MV)20.0 0.0 Compliant Max Maturity (Years)5 1 Compliant LOCAL AGENCY INVESTMENT FUND (LAIF) Max Concentration (MV)75.0 0.0 Compliant MONEY MARKET MUTUAL FUNDS Max % (MV)20.0 1.3 Compliant Min Rating (AAA by 2)0.0 0.0 Compliant MORTGAGE-BACKED SECURITIES (NON-AGENCY) Max % (MV)20.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Years)5.0 0.0 Compliant Min Rating (AA- by 1)0.0 0.0 Compliant MUNICIPAL SECURITIES (CA, LOCAL AGENCY) Max % (MV)30.0 0.9 Compliant Max % Issuer (MV)5.0 0.9 Compliant Max Maturity (Years)5 3 Compliant Min Rating (A- by 1)0.0 0.0 Compliant MUNICIPAL SECURITIES (CA, OTHER STATES) 17 83 CC 03-03-2026 Searchable Packet 83 of 495 STATEMENT OF COMPLIANCE City of Cupertino | Account #10659 | As of January 31, 2026 Rules Name Limit Actual Compliance Status Notes Max % (MV)30.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Years)5 0.0 Compliant Min Rating (A- by 1)0.0 0.0 Compliant NEGOTIABLE CERTIFICATES OF DEPOSIT (NCD) Max % (MV)30.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Years)5 0.0 Compliant Min Rating (A-1 by 1 or A- by 1 if > FDIC Limit)0.0 0.0 Compliant REPURCHASE AGREEMENTS Max % (MV)10.0 0.0 Compliant Max % Issuer (MV)5.0 0.0 Compliant Max Maturity (Years)1.0 0.0 Compliant SUPRANATIONAL OBLIGATIONS Max % (MV)30.0 2.9 Compliant Max % Issuer (MV)10.0 1.7 Compliant Max Maturity (Years)5 4 Compliant Min Rating (AA- by 1)0.0 0.0 Compliant U.S. TREASURIES Max % (MV)100.0 44.1 Compliant Max Maturity (Years)5 4 Compliant 18 84 CC 03-03-2026 Searchable Packet 84 of 495 PORTFOLIO SUMMARY Sector Allocation Performance Review Total Rate of Return**1M 3M YTD 1YR 2YRS 3YRS 5YRS 10YRS Since Inception (02/01/19) City of Cupertino 0.24%1.01%0.24%5.76%5.00%4.67%1.75%--2.41% Benchmark Return 0.16%0.90%0.16%5.39%4.41%4.22%1.41%--2.15% City of Cupertino | Account #10659 | As of January 31, 2026 Portfolio Characteristics Account Summary Maturity Distribution Top Issuers Credit Quality* Average Modified Duration 2.62 Average Coupon 3.76% Average Purchase YTM 4.03% Average Market YTM 3.80% Average Credit Quality*AA+ Average Final Maturity 3.05 Average Life 2.87 End Values as of 12/31/2025 End Values as of 01/31/2026 Market Value 205,668,734.88 206,174,722.48 Accrued Interest 1,621,951.12 1,600,582.56 Total Market Value 207,290,686.00 207,775,305.04 Income Earned 695,391.72 438,034.24 Cont/WD 0.00 0.00 Par 205,673,731.74 206,274,386.28 Book Value 204,078,590.52 204,717,752.76 Cost Value 203,529,920.42 204,173,834.30 United States 44.12% Federal Home Loan Mortgage Corp 11.54% Farm Credit System 2.56% International Bank for Recon and Dev 1.69% Morgan Stanley 1.67% Guardian Life Global Funding 1.31% Wells Fargo & Company 1.29% The Home Depot, Inc.1.28% *The average credit quality is a weighted average calculation of the highest of S&P, Moody’s and Fitch. **Periods over 1 year are annualized. Benchmark: ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index 19 85 CC 03-03-2026 Searchable Packet 85 of 495 HISTORICAL AVERAGE PURCHASE YIELD City of Cupertino | Account #10659 | As of January 31, 2026 Purchase Yield as of 01/31/26 = 4.03% 20 86 CC 03-03-2026 Searchable Packet 86 of 495 PORTFOLIO HOLDINGS 21 87 CC 03-03-2026 Searchable Packet 87 of 495 ISSUERS City of Cupertino | Account #10659 | As of January 31, 2026 Issuer Investment Type % Portfolio United States US Treasury 44.12% Federal Home Loan Mortgage Corp Agency CMBS 11.54% Farm Credit System Agency 2.56% International Bank for Recon and Dev Supras 1.69% Morgan Stanley Corporate 1.67% Guardian Life Global Funding Corporate 1.31% Wells Fargo & Company Money Mkt Fd 1.29% The Home Depot, Inc.Corporate 1.28% Toyota Motor Corporation Corporate 1.24% Deere & Company Corporate 1.20% Inter-American Development Bank Supras 1.19% Meta Platforms, Inc.Corporate 1.17% New York Life Insurance Company Corporate 1.17% Royal Bank of Canada Corporate 1.00% Northwestern Mutual Global Funding Corporate 0.99% UnitedHealth Group Incorporated Corporate 0.93% Federal Home Loan Banks Agency 0.92% PACCAR Inc Corporate 0.91% Simon Property Group, Inc.Corporate 0.91% Chubb Limited Corporate 0.87% State of California Muni Bonds 0.86% American Honda Finance Corporation Corporate 0.86% Cash Cash 0.85% Pricoa Global Funding I Corporate 0.85% Chase Issuance Trust ABS 0.83% Bank of America Credit Card Trust ABS 0.80% Mercedes-Benz Auto Lease Trust ABS 0.78% Berkshire Hathaway Inc.Corporate 0.77% PepsiCo, Inc.Corporate 0.74% Citigroup Inc ABS 0.74% 22 88 CC 03-03-2026 Searchable Packet 88 of 495 ISSUERS City of Cupertino | Account #10659 | As of January 31, 2026 Issuer Investment Type % Portfolio Prologis, Inc.Corporate 0.73% Bank of America Corporation Corporate 0.73% JPMorgan Chase & Co.Corporate 0.73% The Progressive Corporation Corporate 0.73% Realty Income Corporation Corporate 0.71% American Express Credit Master Trust ABS 0.70% Marsh & McLennan Companies, Inc.Corporate 0.69% WF Card Issuance Trust ABS 0.67% Met Tower Global Funding Corporate 0.63% Caterpillar Inc.Corporate 0.60% Hyundai Auto Lease Securitization Tr ABS 0.55% Cargill, Incorporated Corporate 0.53% BMW Vehicle Lease Trust ABS 0.51% National Rural Utilities Cooperative Corporate 0.50% The Goldman Sachs Group, Inc.Corporate 0.50% Honda Auto Receivables Owner Trust ABS 0.50% GM Financial Securitized Term ABS 0.49% Massachusetts Mutual Life Insurance Corporate 0.49% Pacific Mutual Holding Company Corporate 0.49% Mastercard Incorporated Corporate 0.47% The Charles Schwab Corporation Corporate 0.46% Toyota Auto Receivables Owner Trust ABS 0.36% John Deere Owner Trust ABS 0.35% Mercedes-Benz Auto Receivables Trust ABS 0.33% BMW Vehicle Owner Trust ABS 0.31% Walmart Inc.Corporate 0.17% WC MMF Sweep Money Mkt Fd 0.03% TOTAL 100.00% 23 89 CC 03-03-2026 Searchable Packet 89 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration ABS 47800AAC4 JDOT 2022-B A3 3.74 02/16/2027 51,477.88 07/12/2022 3.77% 51,472.97 51,476.80 99.99 3.91% 51,470.73 85.57 0.02% (6.07) Aaa/NA AAA 1.04 0.10 44934FAD7 HALST 2024-B A3 5.41 05/17/2027 502,715.63 05/14/2024 5.41% 502,701.65 502,709.60 100.46 4.08% 505,012.04 1,208.75 0.24% 2,302.43 NA/AAA AAA 1.29 0.33 47800BAC2 JDOT 2022-C A3 5.09 06/15/2027 195,168.20 10/12/2022 5.15% 195,153.05 195,163.81 100.20 4.26% 195,564.39 441.51 0.09% 400.58 Aaa/NA AAA 1.37 0.22 89231FAD2 TAOT 2023-C A3 5.16 04/17/2028 745,625.29 11/21/2023 5.65% 742,596.19 744,105.09 100.63 3.82% 750,354.05 1,709.97 0.36% 6,248.97 NA/AAA AAA 2.21 0.46 438123AC5 HAROT 2023-4 A3 5.67 06/21/2028 526,551.79 -- 5.64% 527,855.20 527,101.36 101.06 3.94% 532,159.04 829.32 0.26% 5,057.68 Aaa/NA AAA 2.39 0.57 05594HAD5 BMWLT 2025-2 A3 3.97 09/25/2028 1,050,000.00 10/08/2025 4.32% 1,049,997.06 1,049,997.36 100.18 3.87% 1,051,894.20 694.75 0.51% 1,896.84 NA/AAA AAA 2.65 1.31 58769FAC9 MBART 2023-2 A3 5.95 11/15/2028 679,756.08 11/29/2023 3.88% 694,147.79 686,294.12 101.28 3.67% 688,463.76 1,797.58 0.33% 2,169.64 NA/AAA AAA 2.79 0.54 47800RAD5 JDOT 2024 A3 4.96 11/15/2028 468,509.50 03/25/2024 5.13% 468,289.89 468,377.52 100.85 4.10% 472,468.40 1,032.80 0.23% 4,090.88 Aaa/NA AAA 2.79 0.92 05522RDH8 BACCT 2023-2 A 4.98 11/16/2026 850,000.00 01/24/2024 4.58% 858,798.83 852,472.10 100.97 3.75% 858,262.85 1,881.33 0.42% 5,790.75 Aaa/NA AAA 0.79 0.76 437930AC4 HAROT 2024-2 A3 5.27 11/20/2028 485,931.17 05/14/2024 5.27% 485,872.13 485,894.43 101.06 3.84% 491,097.10 924.75 0.24% 5,202.67 NA/AAA AAA 2.80 0.71 448970AD5 HALST 26A A3 3.97 12/15/2028 635,000.00 01/12/2026 3.98% 634,906.91 634,907.88 100.21 3.89% 636,327.15 700.26 0.31% 1,419.27 NA/AAA AAA 2.87 1.81 36268GAD7 GMCAR 2024-1 A3 4.85 12/18/2028 1,003,885.55 -- 4.97% 1,002,293.63 1,002,900.19 100.65 3.73% 1,010,436.91 2,028.69 0.49% 7,536.72 Aaa/NA AAA 2.88 0.56 161571HV9 CHAIT 241 A 4.6 01/16/2029 1,690,000.00 01/24/2024 4.61% 1,689,742.61 1,689,846.59 100.82 3.75% 1,703,898.56 3,455.11 0.83% 14,051.97 NA/AAA AAA 2.96 0.92 096919AD7 BMWOT 2024-A A3 5.18 02/26/2029 635,663.84 06/04/2024 5.18% 635,567.28 635,600.95 100.91 3.73% 641,425.50 548.79 0.31% 5,824.55 Aaa/AAA NA 3.07 0.60 58770XAD5 MBALT 2025-B A3 3.88 04/16/2029 1,045,000.00 10/16/2025 4.57% 1,044,828.52 1,044,842.27 100.11 3.85% 1,046,151.59 1,802.04 0.51% 1,309.32 NA/AAA AAA 3.21 1.80 05522RDJ4 BACCT 2024-1 A 4.93 05/15/2029 785,000.00 06/06/2024 4.93% 784,955.96 784,970.72 101.41 3.83% 796,099.12 1,720.02 0.39% 11,128.39 Aaa/AAA NA 3.28 1.22 24 90 CC 03-03-2026 Searchable Packet 90 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration 58770YAD3 MBALT 2026-A A3 3.93 01/15/2030 570,000.00 01/13/2026 3.97% 569,886.97 569,887.82 100.11 3.91% 570,600.78 622.25 0.28% 712.96 Aaa/NA AAA 3.96 2.03 02582JKP4 AMXCA 2025-2 A 4.28 04/15/2030 1,420,000.00 05/06/2025 4.28% 1,419,974.30 1,419,978.07 101.05 3.81% 1,434,867.40 2,701.16 0.70% 14,889.33 NA/AAA AAA 4.20 2.06 92970QAJ4 WFCIT 2025-1 A 4.34 05/15/2030 1,365,000.00 06/03/2025 4.33% 1,364,977.34 1,364,980.31 101.18 3.83% 1,381,038.75 2,632.93 0.67% 16,058.44 NA/AAA AAA 4.28 2.14 17305EHA6 CCCIT 2025-A1 A1 4.3 06/21/2030 1,500,000.00 10/09/2025 3.90% 1,515,000.00 1,513,263.96 101.03 3.84% 1,515,474.00 7,166.67 0.74% 2,210.04 Aaa/AAA NA 4.39 2.24 16,239,018.29 100.79 16,333,066.30 7.92%3.10 Total ABS 16,205,284.93 4.60%16,224,770.95 3.83%33,984.26 108,295.35 1.29 AGENCY 3130B0TY5 FEDERAL HOME LOAN BANKS 4.75 04/09/2027 1,875,000.00 04/10/2024 4.85% 1,870,050.00 1,873,043.55 101.41 3.52% 1,901,405.63 27,708.33 0.92% 28,362.08 Aa1/AA+ AA+ 1.19 1.13 3133ERDS7 FEDERAL FARM CREDIT BANKS FUNDING CORP 4.75 05/06/2027 2,400,000.00 06/20/2024 4.55% 2,412,552.00 2,405,492.25 101.48 3.54% 2,435,479.20 26,916.67 1.18% 29,986.95 Aa1/AA+ AA+ 1.26 1.21 3133EPC60 FEDERAL FARM CREDIT BANKS FUNDING CORP 4.625 11/15/2027 2,800,000.00 11/09/2023 4.73% 2,789,612.00 2,795,364.15 101.81 3.57% 2,850,694.00 27,338.89 1.38% 55,329.85 Aa1/AA+ AA+ 1.79 1.69 7,072,214.00 101.59 7,187,578.83 3.49%1.45 Total Agency 7,075,000.00 4.70%7,073,899.95 3.55%81,963.89 113,678.88 1.38 AGENCY CMBS 3137BSP72 FHMS K-058 A2 2.653 08/25/2026 650,000.00 11/12/2021 1.36% 687,451.17 653,945.67 99.24 3.81% 645,067.80 1,437.04 0.31% (8,877.87) Aa1/AA+ AAA 0.56 0.51 3137FBBX3 FHMS K-068 A2 3.244 08/25/2027 1,000,000.00 09/28/2022 4.36% 950,664.06 984,720.69 99.18 3.69% 991,795.00 2,703.33 0.48% 7,074.31 Aaa/AA+ AA+ 1.56 1.44 3137FKUP9 FHMS K-087 A2 3.771 12/25/2028 1,941,151.70 07/01/2024 4.86% 1,857,060.41 1,887,145.24 99.76 3.80% 1,936,450.23 6,100.07 0.94% 49,304.99 Aa1/AAA AA+ 2.90 2.58 3137FL6P4 FHMS K-089 A2 3.563 01/25/2029 1,288,000.00 07/03/2024 4.70% 1,228,178.44 1,249,081.27 99.16 3.81% 1,277,180.80 3,824.29 0.62% 28,099.53 Aa1/AA+ AA+ 2.99 2.75 3137H5YC5 FHMS K-748 A2 2.26 01/25/2029 2,000,000.00 07/03/2024 4.74% 1,801,718.75 1,871,002.12 95.62 3.84% 1,912,326.00 3,766.67 0.93% 41,323.88 Aa1/AA+ AAA 2.99 2.75 25 91 CC 03-03-2026 Searchable Packet 91 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration 3137FKZZ2 FHMS K-088 A2 3.69 01/25/2029 2,550,000.00 07/17/2024 4.50% 2,465,830.08 2,494,802.36 99.46 3.83% 2,536,263.15 7,841.25 1.23% 41,460.79 Aaa/AA+ AA+ 2.99 2.71 3137FLN91 FHMS K-091 A2 3.505 03/25/2029 2,500,000.00 03/20/2025 4.25% 2,431,738.28 2,446,606.70 98.88 3.85% 2,471,877.50 7,302.08 1.20% 25,270.80 Aa1/AAA AA+ 3.15 2.83 3137FMCR1 FHMS K-093 A2 2.982 05/25/2029 1,969,684.64 09/19/2024 3.82% 1,900,284.03 1,920,732.43 97.41 3.83% 1,918,640.26 4,894.67 0.93% (2,092.16) Aa1/AA+ AAA 3.31 2.90 3137FNAE0 FHMS K-095 A2 2.785 06/25/2029 2,200,000.00 07/17/2024 4.47% 2,039,382.82 2,090,213.33 96.62 3.85% 2,125,664.20 5,105.83 1.03% 35,450.87 Aa1/AA+ AAA 3.40 3.08 3137FPHK4 FHMS K-098 A2 2.425 08/25/2029 1,600,000.00 09/03/2024 4.00% 1,488,375.00 1,520,365.85 95.25 3.87% 1,524,009.60 3,233.33 0.74% 3,643.75 Aa1/AA+ AAA 3.56 3.26 3137FPJG1 FHMS K-099 A2 2.595 09/25/2029 1,500,000.00 06/05/2025 4.21% 1,407,011.72 1,421,224.95 95.65 3.89% 1,434,726.00 3,243.75 0.70% 13,501.05 Aa1/AA+ AAA 3.65 3.32 3137FRUT6 FHMS K-106 A2 2.069 01/25/2030 2,000,000.00 06/06/2025 4.37% 1,810,078.13 1,836,883.92 93.14 3.94% 1,862,864.00 3,448.33 0.90% 25,980.08 Aa1/AA+ AAA 3.98 3.72 3137FTZQ3 FHMS K-110 A2 1.477 04/25/2030 1,500,000.00 09/03/2025 3.96% 1,348,652.34 1,361,915.70 90.69 3.97% 1,360,300.50 1,846.25 0.66% (1,615.20) Aa1/AA+ AAA 4.23 3.87 3137FWG79 FHMS K-115 A2 1.383 06/25/2030 2,000,000.00 12/10/2025 3.99% 1,787,343.75 1,793,609.86 89.62 3.99% 1,792,378.00 2,305.00 0.87% (1,231.86) Aa1/AA+ AAA 4.40 4.14 23,203,768.98 96.42 23,789,543.04 11.54%3.27 Total Agency CMBS 24,698,836.34 4.25%23,532,250.10 3.86%57,051.90 257,292.95 2.98 CASH CCYUSD Payable (1,001,380.00)--(1,001,380.00) (1,001,380.00) 1.00 (1,001,380.00) 0.00 (0.49%) 0.00 Aaa/AAA AAA 0.00 0.00 CCYUSD Receivable 2,754,039.44 --2,754,039.44 2,754,039.44 1.00 2,754,039.44 0.00 1.34% 0.00 Aaa/AAA AAA 0.00 0.00 1,752,659.44 1.00 1,752,659.44 0.85%0.00 Total Cash 1,752,659.44 1,752,659.44 0.00 0.00 0.00 CORPORATE 931142ER0 WALMART INC 1.05 09/17/2026 350,000.00 09/08/2021 1.09% 349,338.50 349,917.40 98.39 3.68% 344,357.30 1,367.92 0.17% (5,560.10) Aa2/AA AA 0.63 0.61 26 92 CC 03-03-2026 Searchable Packet 92 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration 808513BY0 CHARLES SCHWAB CORP 2.45 03/03/2027 960,000.00 03/01/2022 2.46% 959,729.90 959,937.62 98.61 3.77% 946,670.40 9,669.33 0.46% (13,267.22) A2/A- A 1.08 1.05 084664CZ2 BERKSHIRE HATHAWAY FINANCE CORP 2.3 03/15/2027 1,615,000.00 03/07/2022 2.30% 1,614,693.15 1,614,931.61 98.50 3.68% 1,590,781.46 14,032.56 0.77% (24,150.15) Aa2/AA A+ 1.12 1.08 24422EXZ7 JOHN DEERE CAPITAL CORP 4.65 01/07/2028 1,430,000.00 01/06/2025 4.66% 1,429,571.00 1,429,723.29 101.80 3.68% 1,455,682.80 4,433.00 0.71% 25,959.51 A1/A A+ 1.93 1.83 57636QAW4 MASTERCARD INC 4.875 03/09/2028 945,000.00 03/06/2023 4.90% 944,083.35 944,615.18 102.22 3.77% 965,949.71 18,171.56 0.47% 21,334.53 Aa3/A+ NA 2.10 1.88 61690U8E3 MORGAN STANLEY BANK NA 4.968 07/14/2028 1,950,000.00 07/17/2024 4.97% 1,950,000.00 1,950,000.00 101.30 4.26% 1,975,431.90 4,574.70 0.96% 25,431.90 Aa3/A+ AA- 2.45 1.39 69371RU20 PACCAR FINANCIAL CORP 4.0 11/07/2028 1,865,000.00 11/05/2025 4.02% 1,863,955.60 1,864,037.55 100.56 3.78% 1,875,416.03 17,406.67 0.91% 11,378.47 A1/A+ NA 2.77 2.57 58989V2M5 MET TOWER GLOBAL FUNDING 4.0 01/14/2029 1,310,000.00 01/07/2026 4.05% 1,308,310.10 1,308,337.85 99.84 4.06% 1,307,938.06 2,474.44 0.63% (399.79) Aa3/AA- AA- 2.96 2.75 74340XBL4 PROLOGIS LP 4.375 02/01/2029 1,500,000.00 07/18/2024 4.68% 1,481,235.00 1,487,595.63 100.97 4.03% 1,514,523.00 32,812.50 0.73% 26,927.37 A2/A NA 3.00 2.57 78016HZV5 ROYAL BANK OF CANADA 4.95 02/01/2029 2,000,000.00 10/31/2024 4.69% 2,019,920.00 2,014,058.16 102.75 3.97% 2,054,914.00 49,500.00 1.00% 40,855.84 A1/A AA- 3.00 2.77 743315AV5 PROGRESSIVE CORP 4.0 03/01/2029 1,500,000.00 07/16/2024 4.72% 1,455,495.00 1,470,365.15 100.21 3.92% 1,503,207.00 25,000.00 0.73% 32,841.85 A2/A A 3.08 2.61 64952WFG3 NEW YORK LIFE GLOBAL FUNDING 5.0 06/06/2029 1,000,000.00 07/01/2024 5.12% 994,880.00 996,526.93 102.97 4.04% 1,029,658.00 7,638.89 0.50% 33,131.07 Aa1/AA+ AAA 3.34 3.04 437076BY7 HOME DEPOT INC 2.95 06/15/2029 1,663,000.00 09/17/2024 3.93% 1,593,203.89 1,613,404.84 96.98 3.91% 1,612,855.56 6,268.59 0.78% (549.28) A2/A A 3.37 3.16 437076DC3 HOME DEPOT INC 4.75 06/25/2029 1,000,000.00 07/01/2024 4.93% 992,260.00 994,723.69 102.54 3.94% 1,025,354.00 4,750.00 0.50% 30,630.31 A2/A A 3.40 3.03 756109CB8 REALTY INCOME CORP 4.0 07/15/2029 1,463,000.00 08/08/2024 4.69% 1,419,212.41 1,432,365.71 99.76 4.08% 1,459,427.35 2,600.89 0.71% 27,061.65 A3/A- NA 3.45 3.19 713448FX1 PEPSICO INC 4.5 07/17/2029 1,500,000.00 07/15/2024 4.53% 1,497,675.00 1,498,393.13 101.99 3.88% 1,529,796.00 2,625.00 0.74% 31,402.87 A1/A+ NA 3.46 3.11 46647PAV8 JPMORGAN CHASE & CO 4.203 07/23/2029 1,500,000.00 09/17/2024 4.27% 1,496,610.00 1,497,819.68 100.40 4.35% 1,505,935.50 1,401.00 0.73% 8,115.82 A1/A AA- 3.47 2.33 06051GHM4 BANK OF AMERICA CORP 4.271 07/23/2029 1,500,000.00 09/17/2024 4.29% 1,498,710.00 1,499,170.32 100.47 4.39% 1,507,123.50 1,423.67 0.73% 7,953.18 A1/A- AA- 3.47 2.33 27 93 CC 03-03-2026 Searchable Packet 93 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration 30303M8S4 META PLATFORMS INC 4.3 08/15/2029 912,000.00 08/12/2024 4.33% 910,584.09 910,998.94 101.18 3.94% 922,722.38 18,082.93 0.45% 11,723.45 Aa3/AA- NA 3.54 3.12 171239AL0 CHUBB INA HOLDINGS LLC 4.65 08/15/2029 1,750,000.00 -- 4.44% 1,765,746.34 1,761,321.29 102.28 3.95% 1,789,919.25 37,522.92 0.87% 28,597.96 A2/A A 3.54 3.10 91324PDS8 UNITEDHEALTH GROUP INC 2.875 08/15/2029 2,000,000.00 09/17/2024 3.94% 1,906,080.00 1,932,337.77 96.12 4.06% 1,922,334.00 26,513.89 0.93% (10,003.77) A2/A+ A 3.54 3.27 02665WFQ9 AMERICAN HONDA FINANCE CORP 4.4 09/05/2029 1,750,000.00 10/02/2024 4.29% 1,758,102.50 1,755,912.39 100.92 4.12% 1,766,135.00 31,227.78 0.86% 10,222.61 A3/A- NA 3.59 3.24 40139LBJ1 GUARDIAN LIFE GLOBAL FUNDING 4.179 09/26/2029 1,205,000.00 09/23/2024 4.18% 1,205,000.00 1,205,000.00 100.10 4.15% 1,206,239.95 17,485.05 0.59% 1,239.95 Aa1/AA+ NA 3.65 3.31 61748UAK8 MORGAN STANLEY 4.133 10/18/2029 1,470,000.00 10/17/2025 4.25% 1,470,184.60 1,470,167.36 99.92 4.27% 1,468,881.33 16,707.65 0.71% (1,286.03) A1/A- A+ 3.71 2.51 38141GD27 GOLDMAN SACHS GROUP INC 4.153 10/21/2029 1,025,000.00 10/14/2025 4.37% 1,025,000.00 1,025,000.00 99.95 4.27% 1,024,438.30 11,824.51 0.50% (561.70) A2/BBB+ A 3.72 2.52 14913UAU4 CATERPILLAR FINANCIAL SERVICES CORP 4.7 11/15/2029 1,200,000.00 11/14/2024 4.74% 1,198,092.00 1,198,554.89 102.58 3.96% 1,230,979.20 11,906.67 0.60% 32,424.31 A2/A A+ 3.79 3.42 64952WFK4 NEW YORK LIFE GLOBAL FUNDING 4.6 12/05/2029 1,365,000.00 12/02/2024 4.61% 1,364,221.95 1,364,402.19 101.68 4.12% 1,387,959.30 9,767.33 0.67% 23,557.11 Aa1/AA+ AAA 3.84 3.47 89236TNA9 TOYOTA MOTOR CREDIT CORP 4.95 01/09/2030 1,445,000.00 01/06/2025 5.00% 1,441,907.70 1,442,564.77 103.00 4.12% 1,488,341.33 4,371.13 0.72% 45,776.56 A1/A+ A+ 3.94 3.55 63743HFX5 NATIONAL RURAL UTILITIES COOPERATIVE FINANCE CORP 4.95 02/07/2030 1,000,000.00 02/05/2025 4.88% 1,002,873.61 1,002,298.89 102.73 4.20% 1,027,293.00 23,925.00 0.50% 24,994.11 A2/NA A 4.02 3.47 571748CA8 MARSH & MCLENNAN COMPANIES INC 4.65 03/15/2030 1,400,000.00 03/11/2025 4.69% 1,397,340.00 1,397,808.13 101.80 4.17% 1,425,200.00 24,593.33 0.69% 27,391.88 A3/A- A- 4.12 3.59 57629TBX4 MASSMUTUAL GLOBAL FUNDING II 4.55 05/07/2030 1,000,000.00 05/01/2025 4.58% 998,670.00 998,866.66 100.82 4.33% 1,008,239.00 10,616.67 0.49% 9,372.34 Aa3/AA+ AA+ 4.26 3.80 66815L2W8 NORTHWESTERN MUTUAL GLOBAL FUNDING 4.6 06/03/2030 1,000,000.00 06/12/2025 4.51% 1,004,040.00 1,003,521.65 101.37 4.25% 1,013,670.00 7,411.11 0.49% 10,148.35 Aa1/AA+ AAA 4.34 3.87 828807DK0 SIMON PROPERTY GROUP LP 2.65 07/15/2030 2,000,000.00 08/19/2025 4.32% 1,853,380.00 1,866,895.25 93.70 4.22% 1,874,080.00 2,355.56 0.91% 7,184.75 A3/A NA 4.45 4.13 40139LBN2 GUARDIAN LIFE GLOBAL FUNDING 4.327 10/06/2030 1,500,000.00 09/30/2025 4.33% 1,500,000.00 1,500,000.00 100.02 4.32% 1,500,255.00 20,733.54 0.73% 255.00 Aa1/AA+ NA 4.68 4.14 28 94 CC 03-03-2026 Searchable Packet 94 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration 24422EYF0 JOHN DEERE CAPITAL CORP 4.375 10/15/2030 1,000,000.00 11/04/2025 4.22% 1,006,920.00 1,006,582.63 101.08 4.12% 1,010,768.00 12,881.94 0.49% 4,185.37 A1/A A+ 4.70 4.17 141781CF9 CARGILL INC 4.125 10/23/2030 1,100,000.00 10/20/2025 4.14% 1,099,171.70 1,099,217.52 99.46 4.25% 1,094,109.50 12,352.08 0.53% (5,108.02) A2/A NA 4.73 4.20 30303MAB8 META PLATFORMS INC 4.2 11/15/2030 1,500,000.00 11/13/2025 4.16% 1,502,895.00 1,502,772.29 99.82 4.24% 1,497,306.00 15,400.00 0.73% (5,466.29) Aa3/AA- NA 4.79 4.25 74153WCZ0 PRICOA GLOBAL FUNDING I 4.35 11/25/2030 1,750,000.00 12/08/2025 4.36% 1,749,440.00 1,749,456.69 100.08 4.33% 1,751,447.25 13,956.25 0.85% 1,990.56 Aa3/NA AA- 4.82 4.27 89236TPH2 TOYOTA MOTOR CREDIT CORP 4.2 01/10/2031 1,080,000.00 01/07/2026 4.21% 1,079,665.20 1,079,668.87 99.83 4.24% 1,078,130.52 2,394.00 0.52% (1,538.35) A1/A+ A+ 4.94 4.41 66815L2Z1 NORTHWESTERN MUTUAL GLOBAL FUNDING 4.3 01/13/2031 1,020,000.00 01/06/2026 4.30% 1,019,908.20 1,019,909.16 99.89 4.32% 1,018,860.66 2,193.00 0.49% (1,048.50) Aa1/AA+ AAA 4.95 4.40 6944PL3M9 PACIFIC LIFE GLOBAL FUNDING II 4.375 02/03/2031 1,000,000.00 01/29/2026 4.34% 1,001,380.00 1,001,380.00 100.12 4.35% 1,001,199.00 0.00 0.49% (181.00) Aa3/AA- AA- 5.01 4.45 Total Corporate 55,523,000.00 4.34% 55,129,485.79 55,220,561.07 100.38 4.09% 55,713,529.53 540,373.06 27.02% 492,968.46 3.55 3.08 MONEY MARKET FUND 992995944 WC MMF SWEEP 52,857.76 -- 1.80% 52,857.76 52,857.76 1.00 1.80% 52,857.76 0.00 0.03% 0.00 NA/NA NA 0.00 0.00 VP4520004 WF ADV 100% TREAS MM FD-SVC CL #008 2,666,747.81 -- 3.24% 2,666,747.81 2,666,747.81 1.00 3.24% 2,666,747.81 0.00 1.29% 0.00 Aaa/AAAm NA 0.00 0.00 Total Money Market Fund 2,719,605.57 3.22% 2,719,605.57 2,719,605.57 1.00 3.22% 2,719,605.57 0.00 1.32% 0.00 0.00 0.00 MUNICIPAL BONDS 13063EGT7 CALIFORNIA STATE 4.5 08/01/2029 1,740,000.00 10/30/2024 4.38% 1,749,169.80 1,746,768.69 102.44 3.75% 1,782,496.02 39,150.00 0.86% 35,727.33 Aa2/AA- AA 3.50 3.22 Total Municipal Bonds 1,740,000.00 4.38% 1,749,169.80 1,746,768.69 102.44 3.75% 1,782,496.02 39,150.00 0.86% 35,727.33 3.50 3.22 SUPRANATIONAL 29 95 CC 03-03-2026 Searchable Packet 95 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration 4581X0DV7 INTER-AMERICAN DEVELOPMENT BANK 0.875 04/20/2026 2,460,000.00 04/13/2021 0.97% 2,448,733.20 2,459,518.72 99.41 3.63% 2,445,399.90 6,038.96 1.19% (14,118.82) Aaa/AAA NA 0.22 0.22 459058LN1 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 3.875 10/16/2029 1,750,000.00 12/12/2024 4.25% 1,721,510.00 1,728,197.42 100.57 3.71% 1,759,975.00 19,775.00 0.85% 31,777.58 Aaa/AAA NA 3.71 3.39 459058LR2 INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPM 4.125 03/20/2030 1,700,000.00 03/14/2025 4.20% 1,694,220.00 1,695,226.59 101.41 3.75% 1,723,978.50 25,517.71 0.84% 28,751.91 Aaa/AAA NA 4.13 3.72 Total Supranational 5,910,000.00 2.88% 5,864,463.20 5,882,942.73 100.33 3.69% 5,929,353.40 51,331.67 2.88% 46,410.67 2.39 2.18 US TREASURY 91282CBW0 UNITED STATES TREASURY 0.75 04/30/2026 2,500,000.00 05/27/2021 0.80% 2,493,652.34 2,499,689.32 99.30 3.67% 2,482,567.50 4,816.99 1.20% (17,121.82) Aa1/AA+ AA+ 0.24 0.24 91282CCZ2 UNITED STATES TREASURY 0.875 09/30/2026 1,400,000.00 10/18/2021 1.19% 1,379,054.68 1,397,206.52 98.23 3.62% 1,375,259.20 4,173.08 0.67% (21,947.32) Aa1/AA+ AA+ 0.66 0.64 91282CDG3 UNITED STATES TREASURY 1.125 10/31/2026 1,400,000.00 11/15/2021 1.25% 1,391,468.75 1,398,717.25 98.18 3.64% 1,374,504.60 4,046.27 0.67% (24,212.65) Aa1/AA+ AA+ 0.75 0.72 91282CJP7 UNITED STATES TREASURY 4.375 12/15/2026 2,500,000.00 12/28/2023 4.01% 2,525,097.66 2,507,353.01 100.67 3.58% 2,516,762.50 14,423.08 1.22% 9,409.49 Aa1/AA+ AA+ 0.87 0.84 91282CKJ9 UNITED STATES TREASURY 4.5 04/15/2027 2,300,000.00 04/17/2024 4.77% 2,283,109.38 2,293,225.19 101.11 3.54% 2,325,516.20 30,993.13 1.13% 32,291.01 Aa1/AA+ AA+ 1.20 1.15 91282CKR1 UNITED STATES TREASURY 4.5 05/15/2027 3,200,000.00 05/08/2024 4.65% 3,186,500.00 3,194,230.14 101.18 3.54% 3,237,875.20 31,027.62 1.57% 43,645.06 Aa1/AA+ AA+ 1.28 1.23 91282CEW7 UNITED STATES TREASURY 3.25 06/30/2027 3,250,000.00 -- 3.18% 3,260,312.50 3,252,828.85 99.62 3.53% 3,237,559.00 9,337.02 1.57% (15,269.85) Aa1/AA+ AA+ 1.41 1.36 91282CFB2 UNITED STATES TREASURY 2.75 07/31/2027 400,000.00 08/22/2022 3.12% 393,218.75 397,950.20 98.87 3.53% 395,484.40 30.39 0.19% (2,465.80) Aa1/AA+ AA+ 1.50 1.45 91282CFH9 UNITED STATES TREASURY 3.125 08/31/2027 4,500,000.00 -- 3.28% 4,468,902.34 4,490,138.24 99.38 3.54% 4,471,875.00 59,823.90 2.17% (18,263.24) Aa1/AA+ AA+ 1.58 1.50 91282CFM8 UNITED STATES TREASURY 4.125 09/30/2027 3,450,000.00 -- 4.31% 3,421,152.34 3,440,270.29 100.94 3.53% 3,482,478.30 48,480.08 1.69% 42,208.01 Aa1/AA+ AA+ 1.66 1.57 91282CFZ9 UNITED STATES TREASURY 3.875 11/30/2027 850,000.00 12/05/2022 3.81% 852,656.25 850,973.47 100.59 3.54% 855,013.30 5,700.72 0.41% 4,039.83 Aa1/AA+ AA+ 1.83 1.74 30 96 CC 03-03-2026 Searchable Packet 96 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration 91282CGC9 UNITED STATES TREASURY 3.875 12/31/2027 2,750,000.00 -- 3.67% 2,775,107.42 2,759,746.96 100.62 3.54% 2,766,973.00 9,419.89 1.34% 7,226.04 Aa1/AA+ AA+ 1.91 1.82 91282CGH8 UNITED STATES TREASURY 3.5 01/31/2028 3,000,000.00 02/07/2023 3.81% 2,957,929.69 2,983,130.22 99.93 3.53% 2,998,008.00 290.06 1.45% 14,877.78 Aa1/AA+ AA+ 2.00 1.91 91282CGP0 UNITED STATES TREASURY 4.0 02/29/2028 3,700,000.00 -- 4.01% 3,699,113.28 3,699,687.15 100.89 3.55% 3,733,096.50 62,961.33 1.81% 33,409.35 Aa1/AA+ AA+ 2.08 1.94 91282CNY3 UNITED STATES TREASURY 3.375 09/15/2028 5,000,000.00 10/28/2025 3.50% 4,982,812.50 4,984,364.60 99.47 3.59% 4,973,635.00 64,796.27 2.41% (10,729.60) Aa1/AA+ AA+ 2.62 2.45 91282CKG5 UNITED STATES TREASURY 4.125 03/31/2029 2,300,000.00 04/17/2024 4.62% 2,249,867.19 2,268,001.51 101.46 3.63% 2,333,600.70 32,320.05 1.13% 65,599.19 Aa1/AA+ AA+ 3.16 2.90 91282CKX8 UNITED STATES TREASURY 4.25 06/30/2029 2,000,000.00 07/01/2024 4.41% 1,985,546.88 1,990,134.79 101.88 3.66% 2,037,578.00 7,513.81 0.99% 47,443.21 Aa1/AA+ AA+ 3.41 3.14 91282CLK5 UNITED STATES TREASURY 3.625 08/31/2029 3,500,000.00 09/11/2024 3.45% 3,527,480.47 3,519,810.80 99.81 3.68% 3,493,437.50 53,974.45 1.69% (26,373.30) Aa1/AA+ AA+ 3.58 3.27 91282CLN9 UNITED STATES TREASURY 3.5 09/30/2029 5,000,000.00 -- 3.83% 4,925,039.06 4,944,735.99 99.36 3.69% 4,968,165.00 59,615.38 2.41% 23,429.01 Aa1/AA+ AA+ 3.66 3.36 91282CLR0 UNITED STATES TREASURY 4.125 10/31/2029 3,000,000.00 10/31/2024 4.17% 2,993,789.06 2,995,344.35 101.48 3.70% 3,044,532.00 31,792.13 1.48% 49,187.65 Aa1/AA+ AA+ 3.75 3.41 91282CMD0 UNITED STATES TREASURY 4.375 12/31/2029 4,400,000.00 -- 4.53% 4,369,171.88 4,375,669.94 102.38 3.71% 4,504,843.20 17,016.57 2.18% 129,173.26 Aa1/AA+ AA+ 3.91 3.56 91282CMG3 UNITED STATES TREASURY 4.25 01/31/2030 4,000,000.00 02/07/2025 4.34% 3,983,906.25 3,987,061.19 101.95 3.72% 4,078,124.00 469.61 1.98% 91,062.81 Aa1/AA+ AA+ 4.00 3.65 91282CGQ8 UNITED STATES TREASURY 4.0 02/28/2030 4,500,000.00 -- 4.01% 4,496,958.99 4,497,459.54 101.01 3.73% 4,545,526.50 76,574.59 2.20% 48,066.96 Aa1/AA+ AA+ 4.08 3.67 91282CNK3 UNITED STATES TREASURY 3.875 06/30/2030 5,000,000.00 -- 3.78% 5,020,507.81 5,019,861.16 100.47 3.76% 5,023,635.00 17,127.07 2.44% 3,773.84 Aa1/AA+ AA+ 4.41 4.01 91282CHR5 UNITED STATES TREASURY 4.0 07/31/2030 5,000,000.00 10/23/2025 3.59% 5,089,062.50 5,083,946.91 100.97 3.76% 5,048,635.00 552.49 2.45% (35,311.91) Aa1/AA+ AA+ 4.50 4.08 91282CNX5 UNITED STATES TREASURY 3.625 08/31/2030 5,000,000.00 -- 3.66% 4,991,425.79 4,992,173.98 99.37 3.78% 4,968,360.00 77,106.35 2.41% (23,813.98) Aa1/AA+ AA+ 4.58 4.11 91282CPA3 UNITED STATES TREASURY 3.625 09/30/2030 5,000,000.00 -- 3.59% 5,008,789.06 5,008,294.12 99.33 3.78% 4,966,405.00 61,744.51 2.41% (41,889.12) Aa1/AA+ AA+ 4.66 4.19 91282CPN5 UNITED STATES TREASURY 3.5 11/30/2030 1,750,000.00 12/15/2025 3.73% 1,731,816.41 1,732,288.58 98.71 3.79% 1,727,440.75 10,600.96 0.84% (4,847.83) Aa1/AA+ AA+ 4.83 4.37 31 97 CC 03-03-2026 Searchable Packet 97 of 495 HOLDINGS REPORT City of Cupertino | Account #10659 | As of January 31, 2026 Cusip Security Description Par Value/ Units Purchase Date Purchase Yield Cost Value Book Value Mkt Price Mkt YTM Market Value Accrued Int. % of Port. Gain/Loss Moody's/ S&P/ Fitch Maturity Duration Total US Treasury 90,650,000.00 3.73% 90,443,449.23 90,564,294.26 100.36 3.65% 90,966,890.35 796,727.79 44.12% 402,596.09 2.98 2.74 Total Portfolio 206,274,386.28 4.03% 204,173,834.30 204,717,752.76 97.85 3.80% 206,174,722.48 1,600,582.56 100.00% 1,456,969.73 3.05 2.62 Total Market Value + Accrued 207,775,305.04 32 98 CC 03-03-2026 Searchable Packet 98 of 495 TRANSACTIONS 33 99 CC 03-03-2026 Searchable Packet 99 of 495 TRANSACTION LEDGER City of Cupertino | Account #10659|01/01/2026 Through 01/31/2026| Transaction Type Settlement Date CUSIP Quantity Security Description Price Acq/Disp Yield Amount Interest Pur/ Sold Total Amount Gain/Loss ACQUISITIONS Purchase 01/12/2026 89236TPH2 1,080,000.00 TOYOTA MOTOR CREDIT CORP 4.2 01/10/2031 99.969 4.21%(1,079,665.20)0.00 (1,079,665.20)0.00 Purchase 01/13/2026 66815L2Z1 1,020,000.00 NORTHWESTERN MUTUAL GLOBAL FUNDING 4.3 01/13/2031 99.991 4.30%(1,019,908.20)0.00 (1,019,908.20)0.00 Purchase 01/14/2026 58989V2M5 1,310,000.00 MET TOWER GLOBAL FUNDING 4.0 01/14/2029 99.871 4.05%(1,308,310.10)0.00 (1,308,310.10)0.00 Purchase 01/21/2026 448970AD5 635,000.00 HALST 26A A3 3.97 12/15/2028 99.985 3.98%(634,906.91)0.00 (634,906.91)0.00 Purchase 01/21/2026 58770YAD3 570,000.00 MBALT 2026-A A3 3.93 01/15/2030 99.980 3.97%(569,886.97)0.00 (569,886.97)0.00 Purchase 02/03/2026 6944PL3M9 1,000,000.00 PACIFIC LIFE GLOBAL FUNDING II 4.375 02/03/2031 100.138 4.34%(1,001,380.00)0.00 (1,001,380.00)0.00 Total Purchase 5,615,000.00 (5,614,057.38)0.00 (5,614,057.38)0.00 TOTAL ACQUISITIONS 5,615,000.00 (5,614,057.38)0.00 (5,614,057.38)0.00 DISPOSITIONS Maturity 01/31/2026 91282CBH3 (2,500,000.00) UNITED STATES TREASURY 0.375 01/31/2026 100.000 0.75%2,500,000.00 0.00 2,500,000.00 0.00 Total Maturity (2,500,000.00)2,500,000.00 0.00 2,500,000.00 0.00 Sale 01/09/2026 58989V2D5 (770,000.00) MET TOWER GLOBAL FUNDING 1.25 09/14/2026 98.183 1.27%756,009.10 3,074.65 759,083.75 (13,894.69) Sale 01/09/2026 59217GER6 (1,115,000.00) METROPOLITAN LIFE GLOBAL FUNDING I 1.875 01/11/2027 98.059 1.90%1,093,357.85 10,336.98 1,103,694.83 (21,386.68) Sale 01/09/2026 57629WDE7 (1,000,000.00) MASSMUTUAL GLOBAL FUNDING II 1.2 07/16/2026 98.592 1.15%985,920.00 5,766.67 991,686.67 (14,314.47) 34 100 CC 03-03-2026 Searchable Packet 100 of 495 TRANSACTION LEDGER City of Cupertino | Account #10659|01/01/2026 Through 01/31/2026| Transaction Type Settlement Date CUSIP Quantity Security Description Price Acq/Disp Yield Amount Interest Pur/ Sold Total Amount Gain/Loss Sale 01/09/2026 89236TJK2 (1,385,000.00) TOYOTA MOTOR CREDIT CORP 1.125 06/18/2026 98.805 1.13%1,368,449.25 908.91 1,369,358.16 (16,497.35) Sale 01/30/2026 14913UAL4 (1,000,000.00) CATERPILLAR FINANCIAL SERVICES CORP 5.0 05/14/2027 101.638 5.04%1,016,380.00 10,555.56 1,026,935.56 16,838.71 Total Sale (5,270,000.00)5,220,116.20 30,642.77 5,250,758.97 (49,254.48) TOTAL DISPOSITIONS (7,770,000.00)7,720,116.20 30,642.77 7,750,758.97 (49,254.48) 35 101 CC 03-03-2026 Searchable Packet 101 of 495 IMPORTANT DISCLOSURES 2026 Chandler Asset Management, Inc, An Independent Registered Investment Adviser. Information contained herein is confidential. Prices are provided by ICE Data Services Inc (“IDS”), an independent pricing source. In the event IDS does not provide a price or if the price provided is not reflective of fair market value, Chandler will obtain pricing from an alternative approved third party pricing source in accordance with our written valuation policy and procedures. Our valuation procedures are also disclosed in Item 5 of our Form ADV Part 2A. Performance results are presented gross-of-advisory fees and represent the client’s Total Return. The deduction of advisory fees lowers performance results. These results include the reinvestment of dividends and other earnings. Past performance may not be indicative of future results. Therefore, clients should not assume that future performance of any specific investment or investment strategy will be profitable or equal to past performance levels. All investment strategies have the potential for profit or loss. 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Interest rate risk: the value of fixed income investments will decline as interest rates rise. Credit risk: the possibility that the borrower may not be able to repay interest and principal. Low rated bonds generally have to pay higher interest rates to attract investors willing to take on greater risk. Market risk: the bond market in general could decline due to economic conditions, especially during periods of rising interest rates. Ratings information have been provided by Moody’s, S&P and Fitch through data feeds we believe to be reliable as of the date of this statement, however we cannot guarantee its accuracy. Security level ratings for U.S. Agency issued mortgage-backed securities (“MBS”) reflect the issuer rating because the securities themselves are not rated. The issuing U.S. Agency guarantees the full and timely payment of both principal and interest. 36 102 CC 03-03-2026 Searchable Packet 102 of 495 BENCHMARK DISCLOSURES Benchmark Disclosure ICE BofA 1-5 Yr Unsubordinated US Treasury & Agency Index The ICE BofA 1-5 Year Unsubordinated US Treasury & Agency Index tracks the performance of US dollar denominated US Treasury and nonsubordinated US agency debt issued in the US domestic market. Qualifying securities must have an investment grade rating (based on an average of Moody’s, S&P and Fitch). Qualifying securities must have at least one year remaining term to final maturity and less than five years remaining term to final maturity, at least 18 months to maturity at time of issuance, a fixed coupon schedule, and a minimum amount outstanding of $1 billion for sovereigns and $250 million for agencies. 37 103 CC 03-03-2026 Searchable Packet 103 of 495 CITY OF CUPERTINO Agenda Item Subject: Public hearing on the abatement of public nuisance from weeds or other fire hazards pursuant to provisions of Cupertino Municipal Code Chapter 9.08 and Resolution No. 25-101. Conduct a public hearing for impacted property owners to contest the matter of proposed abatement and adopt the Resolution No. 26-023 ordering abatement of public nuisance from weeds or other fire hazards pursuant to provisions of Cupertino Municipal Code Chapter 9.08 and Resolution No. 25-101. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 104 CC 03-03-2026 Searchable Packet 104 of 495 1 CITY COUNCIL STAFF REPORT Meeting: March 3, 2026 Subject Public hearing on the abatement of public nuisance from weeds or other fire hazards pursuant to provisions of Cupertino Municipal Code Chapter 9.08 and Resolution No. 25-101. Recommended Action Conduct a public hearing for impacted property owners to contest the matter of proposed abatement and adopt the Draft Resolution ordering abatement of public nuisance from weeds or other fire hazards pursuant to provisions of Cupertino Municipal Code Chapter 9.08 and Resolution No. 25-101. Reasons for Recommendation The Cupertino Weed Abatement Program is in place to prevent fire hazards and other nuisances posed by vegetative growth (weeds) and the accumulation of combustible materials. This program is managed by the Santa Clara County Department of Agriculture. Cupertino Municipal Code Chapter 9.08 requires property owners to remove or destroy weeds on their property for fire and public health protection. Cupertino Municipal Code Chapter 9.08.020 states the following: Whenever any weeds are growing upon any private property or properties or in any street or alley within the City. The City Council shall pass a resolution declaring the same to be a public nuisance and order the County Agricultural Commissioner to give notice of the passage of such resolution as provided in this chapter, and state therein that, unless such nuisance is abated without delay by the destruction or removal of such weeds, the work of abating such nuisance will be done by the County Agricultural Commissioner, and the expense thereof assessed upon the lots and lands from which, and/or in the front and rear of which, such weeds have been destroyed or removed. Such resolution shall fix the time and place for hearing any objections to the proposed destruction or removal of the weeds. 105 CC 03-03-2026 Searchable Packet 105 of 495 2 The weed abatement process is in place to notify the property owners of this responsibility, authorize the County to remove the weeds if the property owner does not do so, and allow the County to recover the costs of abatement. How Parcels are Added to the Program Parcels are added to the program through requests from members of the public, jurisdictional referrals, or when an inspector identifies a non-compliant property. Newly identified parcels enter an “add year,” which serves as a notification and education period for property owners to understand program requirements or contest inclusion. No fees are applied during the add year. Following the add year, parcels enter a three-year monitoring period during which they must maintain Minimum Fire Safety Standards (Attachment E). Parcels are subject to an annual inspection fee during the monitoring years. If a parcel fails inspection, the monitoring period resets to ensure three consecutive years of compliance. County inspectors conduct inspections multiple times per year, with the primary inspection window running from April 30 through October 31. Properties are expected to remain compliant year-round. Brush Abatement Program The Brush Abatement Program is managed by the Santa Clara County Fire Department and is separate from the Weed Abatement Program. Section 16.40.200 of the Cupertino Municipal Code requires property owners in the locally adopted Wildland-Urban Interface Fire Area (WUI) to maintain effective defensible space by removing brush, flammable vegetation and combustible growth as required by the fire code official due to steepness of terrain or other conditions. The County is authorized to remove the brush if the property owner does not do so and to recover the cost of abatement from the property owner. On December 2, 2025, the Council adopted Resolution No. 25-101, declaring the growth of weeds or the accumulation of garden refuse, cuttings and other combustible trash upon private properties to be a potential fire hazard and a public nuisance. These properties are identified on the Weed Abatement Program Commencement Report prepared by the County (Attachment B, Exhibit A in Resolution). If the Council wishes to adopt the Draft Resolution (Attachment A) ordering abatement of public nuisance, property owners on the Report will have until April 30, 2025 to abate any potential fire hazards on their property. On January 14, 2026, the County mailed a notice to property owners listed on the Weed Abatement Program Commencement Report (Attachment C) indicating that their property must be cleared of hazards according to Minimum Fire Safety Standards (Attachment E), and that the City Council would conduct a public hearing on March 3, 2026 in order to consider all property owners having any objections to the proposed removal. City notices outlining the same information were mailed on February 19, 2026 (Attachment G). Process for Weed Abatement Program Outlined The process consists of nine steps that begin in November/December and go through July of each year, as shown on the following list. At this time the process is at Step No. 4. 106 CC 03-03-2026 Searchable Packet 106 of 495 3 The steps in the process are outlined below: 1. County prepares a report of all properties that have been non-compliant in removing weeds in the last three years and provides that report to the City and the City sets a hearing date. The County filed the report on January 14, 2026 (Attachment B, Exhibit A in Resolution). Please note that the City’s hearing was scheduled for March, rather than the customary January date, because the County of Santa Clara did not have its 2026 fee schedule approved by the Board of Supervisors until January 6, 2026. This timing required the City to shift the hearing schedule accordingly (November). 2. County sends a notice to the property owners on the report notifying them of the hearing date and explaining that they must remove or destroy weeds by the abatement deadline of April 30, 2026 or it will be done for them, with cost of the abatement plus administrative costs assessed to their property (January). 3. City sends a courtesy letter to property owners listed on the report, notifying them of the hearing and the abatement deadline. (January-February). 4. City Council holds the hearing to consider objections by property owners and adopts a resolution declaring weeds a public nuisance and ordering abatement. (March) Please note that the City’s hearing date has been shifted from the typical January timeframe to March to accommodate the revised timeline for Step 1. 5. City sends a courtesy letter to property owners listed on the report, reminding them of the abatement deadline (March). 6. After April 30, the properties are inspected by the County to verify that weeds were removed. The County sends a subsequent letter to property owners listed on the report, after an inspection determines that they are out of compliance; and proceeds with abatement if the property fails the inspection. 7. The County makes a report of all costs associated with the abatement and provides that report to the City (June-July). 8. City notifies the property owners listed on the assessment report, notifying them of the hearing date (July-August). 9. City Council holds a hearing, considers any disputes, and adopts a resolution placing a lien assessment on the properties to allow the County to recover the cost of weed and/or brush abatement (July). 107 CC 03-03-2026 Searchable Packet 107 of 495 4 On November 21, 2023, the Council approved service level reductions defunding the Weed Abatement subsidy of $8,600 annually. All parcels in the Weed Abatement Program will be subject to a county inspection fee of $296.00. In previous years, the County administrative fee was waived for any property that was abated before the April 30 deadline. The waived fees would be billed to the City by the County to cover their cost of servicing the property. The City will no longer cover these costs. Fiscal Impact There is no fiscal impact at this step in the process. In January, the County Board of Supervisors approved its 2026 fee schedule, including increased service fees for the Weed Abatement Program. The updated program fees will take effect in June. Any costs associated with the program are charged to property owners, as determined at the lien assessment hearing in July. The City Council holds the hearing, considers any disputes, and adopts a resolution placing a lien assessment on the properties to allow the County to recover the cost of weed and/or brush abatement. Sustainability Impact There is no sustainability impact. California Environmental Quality Act Not applicable. City Work Program (CWP) Item: No CWP Item Description: N/A Council Goal: N/A _____________________________________ Prepared by: Lauren Sapudar, Acting City Clerk Reviewed by: Kirsten Squarcia, Deputy City Manager Approved for Submission by: Tina Kapoor, City Manager Attachments: A – Draft Resolution and Exhibit A B – 2026 Cupertino Commencement Report (Exhibit A) C – County Letter to Property Owners to Abate Weeds D – County Hearing Notice to Destroy Weeds and Program Fees E – Minimum Fire Safety Standards Program Brochure F – Return Reply Form (RRF) Sample G – City Letter to Property Owners H – Approved Resolution No. 25-101 108 CC 03-03-2026 Searchable Packet 108 of 495 RESOLUTION NO. 26- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO ORDERING ABATEMENT OF PUBLIC NUISANCE PURSUANT TO PROVISIONS OF CUPERTINO MUNICIPAL CODE CHAPTER 9.08 AND RESOLUTION NO. 25-101 WHEREAS, the City Council has declared that the growth of weeds, the accumulation of garden refuse, cuttings and other combustible trash upon the private properties as described in Resolution No. 25-101 adopted December 2, 2025, to be a potential public nuisance (see Weed Abatement Program Commencement Report as Exhibit A); and WHEREAS, after due notice, a public hearing/meeting thereon was held at the regular meeting of the City Council on March 3, 2026 to allow the impacted property owners to contest the matter; and WHEREAS, from the evidence presented, both oral and written, at the public hearing/meeting of March 3, 2026, it is in the best interests of the City to acquire jurisdiction over the existing nuisances which have not been abated, and for the City to abate said nuisance in accordance with the law. NOW, THEREFORE, BE IT RESOLVED: 1. That the Agricultural Commissioner of Santa Clara County is hereby ordered to abate such nuisance or cause the same to be abated by having the weeds destroyed or removed by cutting, discing, chemical spraying or any other method determined by them; that all debris, whether in piles or scattered, be hauled away; 2. That the Agricultural Commissioner and their deputies, assistants, employees, contracting agents or other representatives shall have express authorization to enter upon private properties for the purpose of causing the public nuisance to be abated, in accordance with all applicable legal requirements; and 3. That any affected property owners shall have the right to destroy or remove such weeds or debris themselves or have the same destroyed or removed at their own expense provided that such destruction or removal shall have been completed prior to the arrival of the Agricultural Commissioner or their 109 CC 03-03-2026 Searchable Packet 109 of 495 Resolution No. 26- Page 2 authorized representative to destroy or remove them by the Parcel Abatement Deadline of April 30, 2026. BE IT FURTHER RESOLVED: 1. That the Agricultural Commissioner shall keep account of abating said nuisance and embody such account in a report and assessment list to the City Council, which shall be filed with the City Clerk. 2. Said reports of costs, hearing and collection procedures involved shall be provided as stated in Chapter 9.08. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino on the 3rd day of March, 2026 by the following vote: Vote Members of the City Council AYES: NOES: ABSENT: ABSTAIN: Kitty Moore, Mayor City of Cupertino Lauren Sapudar, Acting City Clerk 110 CC 03-03-2026 Searchable Packet 110 of 495 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO Exhibit A 72 records of 94 Situs Santa Clara County Weed Abatement Program APN Page 3 CITY/STATE 1 10213 MINER PL 316-26-065 CHIANG ALEX H AND ANNE 10213 MINER PL CUPERTINO CA 95014-2201 2 10143 MINER PL 316-26-072 GALLI ROBERT J 10143 MINER PLACE CUPERTINO CA 95014 3 10033 HILLCREST RD 326-16-014 ISLAM MOHAMMAD KAMRUL AND 10033 HILLCREST RD CUPERTINO CA 95014-1021 4 326-20-039 SOUTHERN PACIFIC 200 S Adams St. Anaheim CA 92802 5 326-20-040 SOUTHERN PACIFIC 200 S Adams St. Anaheim CA 92802 6 10039 PENINSULA Av 326-25-050 DUAN RUIYUAN AND TAN JINGHUA 10039 PENINSULA AVE Cupertino CA 95014 7 10301 BEARDON DR 326-30-042 CHEN, WENHAU HORUS TRUSTEE & 20711 FARGO DR CUPERTINO CA 95014-1903 8 20847 GARDEN GATE DR 326-30-048 PADMANABAN, GOVINDARAJ A 20847 GARDEN GATE DR CUPERTINO CA 95014-1807 9 10467 GLENCOE DR 326-30-106 WEI , LI 10467 GLENCOE DR CUPERTINO CA 95014-1875 10 10450 GLENCOE DR 326-30-139 WOODWARD, DOUGLAS C TRUSTEE 10450 GLENCOE DR CUPERTINO CA 95014-1816 11 326-35-068 SOUTHERN PACIFIC 200 S Adams St. Anaheim CA 92802 12 22645 SAN JUAN RD 342-17-067 MULLEN, EVA JO TRUSTEE 22645 SAN JUAN ROAD CUPERTINO CA 95015-0835 13 10611 SANTA LUCIA RD 342-17-095 HUNTS, SUSAN E ET AL 10611 SANTA LUCIA RD CUPERTINO CA 95014-3937 14 EL CERRITO RD 342-21-004 ITEM, WERNER TRUSTEE & ET AL 22670 SAN JUAN RD CUPERTINO CA 95014-3933 15 VOSS AVE 342-45-001 CHAMBERLAIN, JACK T TRUSTEE 655 SKYWAY UNIT 230 SAN CARLOS CA 94070 16 23025 VOSS AVE 342-50-015 SAMPATH, NANDAKUMAR AND 23025 VOSS AVE CUPERTINO CA 95014-2661 17 21542 REGNART RD 356-23-040 LI, XUESONG AND TU , YITSEN 21542 REGNART RD CUPERTINO CA 95014-4819 18 21710 REGNART RD 356-23-057 REGNART LLC 3163 HAWKCREST CIR SAN JOSE CA 95135 19 22028 LINDY LN 356-27-007 THOMAS, TONY G AND MATHEW , 22028 LINDY LN CUPERTINO CA 95014-4811 20 22090 LINDY LN 356-27-020 THE 2009 AGRAWAL FAMILY TRUST 1074 NOVEMBER DRIVE CUPERTINO CA 95014 21 22400 JANICE AV 357-01-051 HSU HUI-CHI AND LAI HSIU-CHEN ET 22400 JANICE AVE CUPERTINO CA 95014 22 10164 S FOOTHILL BLV 357-01-091 MCKERNAN, DANIEL S AND 10164 S FOOTHILL BLVD CUPERTINO CA 95014-2602 23 10209 CARMEN RD 357-02-001 HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO CA 95014-2707 24 357-02-024 111 CC 03-03-2026 Searchable Packet 111 of 495 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO Exhibit A 72 records of 94 Situs Santa Clara County Weed Abatement Program APN Page 3 CITY/STATE 25 10234 SCENIC BLV 357-08-052 SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO CA 95014 26 10234 SCENIC BLV 357-08-053 SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO CA 95014 27 10234 SCENIC BLV 357-08-054 SCENIC DISTRICT LLC 10234 SCENIC BL CUPERTINO CA 95014 28 20950 STEVENS BL 359-07-006 BARTELS PROPERTIES ET AL 865 COTTON ST MENLO PARK CA 94025-5610 29 20865 MCCLELLAN RD 359-13-019 20865 MCCLELLAN LLC 200 CENTER ST EL SEGUNDO CA 90245 30 10476 S STELLING RD 359-13-136 WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO CA 95014-1809 31 10468 S STELLING RD 359-13-137 WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO CA 95014-1809 32 7540 MCCLELLAN RD 359-19-043 TIWAIR FAMILY REVOCABLE TRUST 10976 LINDA VISTA DRIVE CUPERTINO CA 95014-4771 33 20860 MCCLELLAN RD 359-20-030 ALPHAMCCLELLAN LLC 97 BOSTON AVE SAN JOSE CA 95128-1911 34 CRANBERRY DR 362-02-048 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 35 CRANBERRY DR 362-04-058 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 36 RAINBOW DR 362-09-026 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 37 7898 FIESTA LN 362-15-012 KRIMSON COAST HOLDINGS LLC 1509 LAURELWOOD SAN JOSE CA 95138-0000 38 362-16-037 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 39 362-19-033 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 40 CLEO AVE 362-31-030 ALMASI, AZITA TRUSTEE & ET AL 965 LAUREL GLEN DR PALO ALTO CA 94304-1323 41 S STELLING RD 366-09-028 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 42 STAUFFER LN 366-09-053 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 43 1258 S STELLING RD 366-11-109 VASAVAKUL, THAVEESINN AND 1258 S STELLING RD CUPERTINO CA 95014-5257 44 21670 RAINBOW CT 366-38-005 CHELLADURAI, JAYAKUMAR AND 21670 RAINBOW CT CUPERTINO CA 95014-4829 45 22365 REGNART RD 366-40-004 KOLLIPARA, RAVINDRANATH AND 22365 REGNART RD CUPERTINO CA 95014-4824 46 22033 REGNART RD 366-46-005 BIGLER, ROBERT A AND PUNITA P 11230 BUBB RD CUPERTINO CA 95014-4979 47 22045 REGNART RD 366-46-006 BIGLER, ROBERT A AND PUNITA P 11230 BUBB RD CUPERTINO CA 95014-4979 48 369-04-017 112 CC 03-03-2026 Searchable Packet 112 of 495 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO Exhibit A 72 records of 94 Situs Santa Clara County Weed Abatement Program APN Page 3 CITY/STATE 49 898 BRENT DR 369-24-025 KUOK, CHUN FREDERICK 898 BRENT DR CUPERTINO CA 95014-4553 50 885 BETLIN AVE 369-27-028 LEE, TSUNG-EN TRUSTEE & ET AL 701 SENECA ST PALO ALTO CA 94301 51 10539 S BLANEY AVE 369-33-001 CHANG, MINGO M AND YOUNG , 10539 S BLANEY AVE CUPERTINO CA 95014-4542 52 10710 S. DE ANZA BLV 369-37-028 APRICOT VILLAGE LLC 991 W HEDDING ST SAN JOSE CA 95126-1257 53 19361 PHIL LN 375-05-029 LI, YIMIN AND HUANG , YUANYUAN 19361 PHIL LN CUPERTINO CA 95014-3429 54 10067 S TANTAU AVE 375-07-007 WU, HUNGJEN HENRY 10067 S TANTAU AVE CUPERTINO CA 95014-3541 55 19160 COZETTE LN 375-07-022 HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO CA 95014-2707 56 10080 S TANTAU AVE 375-07-042 MAHAJAN, HAMENT AND MANJU 10080 S TANTAU AVE CUPERTINO CA 95014-3542 57 10177 JUDY AVE 375-07-056 YANG, YI-NING 10177 JUDY AVE CUPERTINO CA 95014-3522 58 19148 LOREE AVE 375-08-002 LO, SHIHCHE AND WANG , PEICHEN 19148 LOREE AVE CUPERTINO CA 95014-3539 59 10024 BRET AVE 375-11-047 10024 BRET LLC 1028 POLK AVE SUNNYVALE CA 94086-7440 60 10200 STERN AV 375-12-002 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-2032 61 18921 ARATA WY 375-12-041 CHEN BILONG 18921 ARATA WAY CUPERTINO CA 95014-3670 62 18904 ARATA WA 375-13-003 WU, BENJAMIN HONG AND 20988 FAIRWOODS CT CUPERTINO CA 95014-4200 63 18815 TILSON AV 375-16-034 LI BEI 18815 TILSON AVE CUPERTINO CA 95014-2808 64 18731 BARNHART AVE 375-17-048 XIE, DEPING AND SUN , HUAMIN 18731 BARNHART AVE CUPERTINO CA 95014-3803 65 18755 BARNHART AVE 375-17-051 JOHNSON, ALLEN R 1220 TASMAN DR SPC 513 SUNNYVALE CA 94089 66 10361 JOHNSON AV 375-18-039 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-2032 67 10542 STERLING BL 375-23-032 STERLING REALTY LLC 10542 STERLING BLVD CUPERTINO CA 95014-3834 68 10460 STERLING BLV 375-23-041 ZHANG, AILI 10460 STERLING BLVD CUPERTINO CA 95014-3832 69 10308 STERLING BLV 375-24-017 HAO, STEVE MIN AND SUN , QING 6962 BOLLINGER RD SAN JOSE CA 95129-2847 70 18621 RUNO CT 375-25-023 WANG, HENG-YUAN AND LEE , 18621 RUNO CT CUPERTINO CA 95014-3865 71 18730 BARNHART AVE 375-27-001 VASILIEV, OLGA 18730 BARNHART AVE CUPERTINO CA 95014-3804 72 375-27-025 113 CC 03-03-2026 Searchable Packet 113 of 495 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO Exhibit A 72 records of 94 Situs Santa Clara County Weed Abatement Program APN Page 3 CITY/STATE 73 18760 BARNHART AV 375-27-041 HALL, MARTHA S 18760 BARNHART AVE CUPERTINO CA 95014-3804 74 10740 MINETTE DR 375-31-039 CHEN, HUNG JUNG AND LI , MEI YI 10740 MINETTE DR CUPERTINO CA 95014-3615 75 10728 CARVER DR 375-32-010 MYOUNG, SOUNG HO AND LEE , EUN 10728 CARVER DR CUPERTINO CA 95014-3609 76 10630 CARVER DR 375-32-020 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-2032 77 10616 CARVER DR 375-32-021 YETTAW, JACKIE A AND JERRI L 10616 CARVER DR CUPERTINO CA 95014-3607 78 18870 TUGGLE AVE 375-32-024 DELA CRUZ, SHERWIN PETER L 18870 TUGGLE AVE CUPERTINO CA 95014-3626 79 10510 CULBERTSON Dr 375-33-001 CULBERTON PRIME LLC 13428 CHRISTIE DR SARATOGA CA 95070-5103 80 18880 PENDERGAST AVE 375-33-044 HONG, GEORGE AND TSE , CINDY 18880 PENDERGAST AVE CUPERTINO CA 95014-3621 81 10657 MORENGO DR 375-34-013 ORTIZ, ROSA F ET AL 10657 MORENGO DR CUPERTINO CA 95014-3513 82 10670 MORENGO DR 375-34-058 CHANG, SSU-CHIA TRUSTEE & ET AL 10670 MORENGO DR CUPERTINO CA 95014-3514 83 18830 HUNTER WA 375-35-001 THOMPSON, LARRY L AND SHIRLEY 40133 CANYON HEIGHTS DR FREMONT CA 94539-3008 84 10650 JOHANSEN DR 375-36-008 JUDOPRASETIJO, AGOES H AND 13953 SHADOW OAKS WAY SARATOGA CA 95070-5541 85 10627 CULBERTSON DR 375-36-027 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-2032 86 19141 MEIGGS LN 375-37-001 XU, HU AND WU , LINA 1301 LASSEN AVE MILPITAS CA 95035-6406 87 10720 S TANTAU AVE 375-37-002 QIN, ZUDIAN AND SUN , HAIXIA 10720 S TANTAU AVE CUPERTINO CA 95014-0000 88 10524 S TANTAU AVE 375-37-020 LIU, XIONG AND GUO , YAQIONG 10524 S TANTAU AVE CUPERTINO CA 95014-0000 89 10593 JOHANSEN DR 375-37-053 BURTZLAFF, JAMES L PO BOX 464 CUPERTINO CA 95015-0464 90 10611 JOHANSEN DR 375-37-056 SHINOHARA, YOSHIKAZU AND 10611 JOHANSEN DR CUPERTINO CA 95014-3508 91 891 S TANTAU AVE 375-38-044 HUANG, ZERY-KUEN AND YU-MEI 891 S TANTAU AVE CUPERTINO CA 95014-4648 92 947 S TANTAU AVE 375-38-051 LIANG, SIDNEY 947 S TANTAU AVE CUPERTINO CA 95014-4601 93 604 MILLER AVE 375-42-016 JAN, SEAWAY AND HUNG , CHIA YING604 MILLER AVE CUPERTINO CA 95014-4640 94 605 PHIL CT 375-42-017 KEDILAYA, SHASHI AND 605 PHIL CT CUPERTINO CA 95014-4654 114 CC 03-03-2026 Searchable Packet 114 of 495 Situs APN CITY/STATE 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO COMMENCEMENT REPORT Exhibit A CHIANG ALEX H AND ANNE 10213 MINER PL CUPERTINO CA 95014-220110213MINERPL316-26-0651 GALLI ROBERT J 10143 MINER PLACE CUPERTINO CA 9501410143MINERPL316-26-0722 ISLAM MOHAMMAD KAMRUL AND 10033 HILLCREST RD CUPERTINO CA 95014-102110033HILLCRESTRD326-16-0143 SOUTHERN PACIFIC 200 S Adams St.Anaheim CA 92802326-20-0394 SOUTHERN PACIFIC 200 S Adams St.Anaheim CA 92802326-20-0405 DUAN RUIYUAN AND TAN JINGHUA 10039 PENINSULA AVE Cupertino CA 9501410039PENINSULAAv326-25-0506 CHEN, WENHAU HORUS TRUSTEE & 20711 FARGO DR CUPERTINO CA 95014-190310301BEARDONDR326-30-0427 PADMANABAN, GOVINDARAJ A 20847 GARDEN GATE DR CUPERTINO CA 95014-180720847GARDEN GATE DR 326-30-0488 WEI , LI 10467 GLENCOE DR CUPERTINO CA 95014-187510467GLENCOEDR326-30-1069 WOODWARD, DOUGLAS C TRUSTEE 10450 GLENCOE DR CUPERTINO CA 95014-181610450GLENCOEDR326-30-13910 SOUTHERN PACIFIC 200 S Adams St.Anaheim CA 92802326-35-06811 MULLEN, EVA JO TRUSTEE 22645 SAN JUAN ROAD CUPERTINO CA 95015-083522645SAN JUAN RD 342-17-06712 HUNTS, SUSAN E ET AL 10611 SANTA LUCIA RD CUPERTINO CA 95014-393710611SANTA LUCIA RD 342-17-09513 ITEM, WERNER TRUSTEE & ET AL 22670 SAN JUAN RD CUPERTINO CA 95014-3933EL CERRITO RD 342-21-00414 CHAMBERLAIN, JACK T TRUSTEE 655 SKYWAY UNIT 230 SAN CARLOS CA 94070VOSSAV342-45-00115 SAMPATH, NANDAKUMAR AND 23025 VOSS AVE CUPERTINO CA 95014-266123025VOSSAV342-50-01516 LI, XUESONG AND TU , YITSEN 21542 REGNART RD CUPERTINO CA 95014-481921542REGNARTRD356-23-04017 REGNART LLC 3163 HAWKCREST CIR SAN JOSE CA 9513521710REGNARTRD356-23-05718 THOMAS, TONY G AND MATHEW , 22028 LINDY LN CUPERTINO CA 95014-481122028LINDYLN356-27-00719 THE 2009 AGRAWAL FAMILY TRUST 1074 NOVEMBER DRIVE CUPERTINO CA 9501422090LINDYLN356-27-02020 HSU HUI-CHI AND LAI HSIU-CHEN ET 22400 JANICE AVE CUPERTINO CA 9501422400JANICEAV357-01-05121 MCKERNAN, DANIEL S AND 10164 S FOOTHILL BLVD CUPERTINO CA 95014-260210164FOOTHILLSBLV357-01-09122 HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO CA 95014-270710209CARMENRD357-02-00123 YEN JOSEPH JENKUN AND LI 10290 MIRA VISTA RD CUPERTINO CA 95014-270510290MIRA VISTA RD 357-02-02424 Page 1Santa Clara County Weed Abatement Program24 records of 94 11 5 CC 03-03-2026 Searchable Packet 115 of 495 Situs APN CITY/STATE 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO COMMENCEMENT REPORT Exhibit A SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO CA 9501410234SCENICBLV357-08-05225 SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO CA 9501410234SCENICBLV357-08-05326 SCENIC DISTRICT LLC 10234 SCENIC BL CUPERTINO CA 9501410234SCENICBLV357-08-05427 BARTELS PROPERTIES ET AL 865 COTTON ST MENLO PARK CA 94025-561020950STEVENSBL359-07-00628 20865 MCCLELLAN LLC 200 CENTER ST EL SEGUNDO CA 9024520865MCCLELLANRD359-13-01929 WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO CA 95014-180910476STELLINGSRD359-13-13630 WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO CA 95014-180910468STELLINGSRD359-13-13731 TIWAIR FAMILY REVOCABLE TRUST 10976 LINDA VISTA DRIVE CUPERTINO CA 95014-47717540MCCLELLANRD359-19-04332 ALPHAMCCLELLAN LLC 97 BOSTON AVE SAN JOSE CA 95128-191120860MCCLELLANRD359-20-03033 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179CRANBERRYDR362-02-04834 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179CRANBERRYDR362-04-05835 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179RAINBOWDR362-09-02636 KRIMSON COAST HOLDINGS LLC 1509 LAURELWOOD SAN JOSE CA 95138-00007898FIESTALN362-15-01237 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179362-16-03738 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179362-19-03339 ALMASI, AZITA TRUSTEE & ET AL 965 LAUREL GLEN DR PALO ALTO CA 94304-1323CLEOAV362-31-03040 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179STELLINGSRD366-09-02841 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179STAUFFERLN366-09-05342 VASAVAKUL, THAVEESINN AND 1258 S STELLING RD CUPERTINO CA 95014-52571258STELLINGSRD366-11-10943 CHELLADURAI, JAYAKUMAR AND 21670 RAINBOW CT CUPERTINO CA 95014-482921670RAINBOWCT366-38-00544 KOLLIPARA, RAVINDRANATH AND 22365 REGNART RD CUPERTINO CA 95014-482422365REGNARTRD366-40-00445 BIGLER, ROBERT A AND PUNITA P 11230 BUBB RD CUPERTINO CA 95014-497922033REGNARTRD366-46-00546 BIGLER, ROBERT A AND PUNITA P 11230 BUBB RD CUPERTINO CA 95014-497922045REGNARTRD366-46-00647 LAMBIE, RICHARD H TRUSTEE 367 S BAYWOOD AVE SAN JOSE CA 9512819990HALLCT369-04-01748 Page 2Santa Clara County Weed Abatement Program48 records of 94 11 6 CC 03-03-2026 Searchable Packet 116 of 495 Situs APN CITY/STATE 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO COMMENCEMENT REPORT Exhibit A KUOK, CHUN FREDERICK 898 BRENT DR CUPERTINO CA 95014-4553898BRENTDR369-24-02549 LEE, TSUNG-EN TRUSTEE & ET AL 701 SENECA ST PALO ALTO CA 94301885BETLINAV369-27-02850 CHANG, MINGO M AND YOUNG , 10539 S BLANEY AVE CUPERTINO CA 95014-454210539BLANEYSAV369-33-00151 APRICOT VILLAGE LLC 991 W HEDDING ST SAN JOSE CA 95126-125710710DE ANZAS.BLV 369-37-02852 LI, YIMIN AND HUANG , YUANYUAN 19361 PHIL LN CUPERTINO CA 95014-342919361PHILLN375-05-02953 WU, HUNGJEN HENRY 10067 S TANTAU AVE CUPERTINO CA 95014-354110067TANTAUSAV375-07-00754 HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO CA 95014-270719160COZETTELN375-07-02255 MAHAJAN, HAMENT AND MANJU 10080 S TANTAU AVE CUPERTINO CA 95014-354210080TANTAUSAV375-07-04256 YANG, YI-NING 10177 JUDY AVE CUPERTINO CA 95014-352210177JUDYAV375-07-05657 LO, SHIHCHE AND WANG , PEICHEN 19148 LOREE AVE CUPERTINO CA 95014-353919148LOREEAV375-08-00258 10024 BRET LLC 1028 POLK AVE SUNNYVALE CA 94086-744010024BRETAV375-11-04759 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-203210200STERNAV375-12-00260 CHEN BILONG 18921 ARATA WAY CUPERTINO CA 95014-367018921ARATAWY375-12-04161 WU, BENJAMIN HONG AND 20988 FAIRWOODS CT CUPERTINO CA 95014-420018904ARATAWA375-13-00362 LI BEI 18815 TILSON AVE CUPERTINO CA 95014-280818815TILSONAV375-16-03463 XIE, DEPING AND SUN , HUAMIN 18731 BARNHART AVE CUPERTINO CA 95014-380318731BARNHARTAV375-17-04864 JOHNSON, ALLEN R 1220 TASMAN DR SPC 513 SUNNYVALE CA 9408918755BARNHARTAV375-17-05165 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-203210361JOHNSONAV375-18-03966 STERLING REALTY LLC 10542 STERLING BLVD CUPERTINO CA 95014-383410542STERLINGBL375-23-03267 ZHANG, AILI 10460 STERLING BLVD CUPERTINO CA 95014-383210460STERLINGBLV375-23-04168 HAO, STEVE MIN AND SUN , QING 6962 BOLLINGER RD SAN JOSE CA 95129-284710308STERLINGBLV375-24-01769 WANG, HENG-YUAN AND LEE , 18621 RUNO CT CUPERTINO CA 95014-386518621RUNOCT375-25-02370 VASILIEV, OLGA 18730 BARNHART AVE CUPERTINO CA 95014-380418730BARNHARTAV375-27-00171 CAMPBELL, MICHAEL D P O BOX 5345 SAN JOSE CA 95150-534518781TUGGLEAV375-27-02572 Page 3Santa Clara County Weed Abatement Program72 records of 94 11 7 CC 03-03-2026 Searchable Packet 117 of 495 Situs APN CITY/STATE 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO COMMENCEMENT REPORT Exhibit A HALL, MARTHA S 18760 BARNHART AVE CUPERTINO CA 95014-380418760BARNHARTAV375-27-04173 CHEN, HUNG JUNG AND LI , MEI YI 10740 MINETTE DR CUPERTINO CA 95014-361510740MINETTEDR375-31-03974 MYOUNG, SOUNG HO AND LEE , EUN 10728 CARVER DR CUPERTINO CA 95014-360910728CARVERDR375-32-01075 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-203210630CARVERDR375-32-02076 YETTAW, JACKIE A AND JERRI L 10616 CARVER DR CUPERTINO CA 95014-360710616CARVERDR375-32-02177 DELA CRUZ, SHERWIN PETER L 18870 TUGGLE AVE CUPERTINO CA 95014-362618870TUGGLEAV375-32-02478 CULBERTON PRIME LLC 13428 CHRISTIE DR SARATOGA CA 95070-510310510CULBERTSONDr375-33-00179 HONG, GEORGE AND TSE , CINDY 18880 PENDERGAST AVE CUPERTINO CA 95014-362118880PENDERGASTAV375-33-04480 ORTIZ, ROSA F ET AL 10657 MORENGO DR CUPERTINO CA 95014-351310657MORENGODR375-34-01381 CHANG, SSU-CHIA TRUSTEE & ET AL 10670 MORENGO DR CUPERTINO CA 95014-351410670MORENGODR375-34-05882 THOMPSON, LARRY L AND SHIRLEY 40133 CANYON HEIGHTS DR FREMONT CA 94539-300818830HUNTERWA375-35-00183 JUDOPRASETIJO, AGOES H AND 13953 SHADOW OAKS WAY SARATOGA CA 95070-554110650JOHANSENDR375-36-00884 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-203210627CULBERTSONDR375-36-02785 XU, HU AND WU , LINA 1301 LASSEN AVE MILPITAS CA 95035-640619141MEIGGSLN375-37-00186 QIN, ZUDIAN AND SUN , HAIXIA 10720 S TANTAU AVE CUPERTINO CA 95014-000010720TANTAUSAV375-37-00287 LIU, XIONG AND GUO , YAQIONG 10524 S TANTAU AVE CUPERTINO CA 95014-000010524TANTAUSAV375-37-02088 BURTZLAFF, JAMES L PO BOX 464 CUPERTINO CA 95015-046410593JOHANSENDR375-37-05389 SHINOHARA, YOSHIKAZU AND 10611 JOHANSEN DR CUPERTINO CA 95014-350810611JOHANSENDR375-37-05690 HUANG, ZERY-KUEN AND YU-MEI 891 S TANTAU AVE CUPERTINO CA 95014-4648891TANTAUSAV375-38-04491 LIANG, SIDNEY 947 S TANTAU AVE CUPERTINO CA 95014-4601947TANTAUSAV375-38-05192 JAN, SEAWAY AND HUNG , CHIA YIN 604 MILLER AVE CUPERTINO CA 95014-4640604MILLERAV375-42-01693 KEDILAYA, SHASHI AND 605 PHIL CT CUPERTINO CA 95014-4654605PHILCT375-42-01794 Page 4Santa Clara County Weed Abatement Program94 records of 94 11 8 CC 03-03-2026 Searchable Packet 118 of 495 County of Santa Clara Consumer and Environmental Protection Agency Agriculture and Environmental Management 1553 Berger Drive, Building 1 San Jose, CA 95112 80 W. Highland Avenue, Building K San Martin, CA 95046 12425 Monterey Road, San Martin, CA 95046 Mosquito and Vector Control District 1580 Berger Drive, San Jose, CA 95112 https://cepa.santaclaracounty.gov Board of Supervisors: Sylvia Arenas, Betty Duong, Otto Lee, Susan Ellenberg, Margaret Abe-Koga County Executive: James R. Williams IMPORTANT NOTICE TO ABATE WEEDS January 14, 2026 Dear Property Owner: Fire safety is crucial for protecting lives, preserving property, ensuring community well-being, and minimizing environmental impact. Removing fire hazards from your property is a proactive step to reduce the risk of injury, death, and significant damage. Effective prevention and preparedness measures not only save lives but also help safeguard our environment and reduce economic losses. Maintaining proper clearance requirements, known as Minimum Fire Safety Standards, is a shared responsibility. Since fire doesn't respect property boundaries, your local city (or County if in unincorporated areas) works with the County of Santa Clara Weed Abatement Program to ensure that all properties meet these Minimum Fire Safety Standards obligations. You are receiving this notice because our team has identified your property as being subject to the Weed Abatement Program. Please review the information carefully, and feel free to reach out for clarification or additional information. The governing body for your property may adopt a resolution declaring that it contains fire hazards due to weeds or other debris. Following this action, the governing body will hold a public Commencement Hearing as part of a public meeting to consider an abatement order. This order will require you to remove any hazardous vegetation or combustible debris before the deadline outlined in the enclosed Weed Abatement Program Schedule. The public Commencement Hearing will take place on the date and at the location stated in the enclosed Notice to Destroy. This hearing will provide you with an opportunity to raise any objections or concerns regarding this requirement and the inclusion of your property in the Weed Abatement Program. If you believe your property includes an environmentally sensitive habitat, please check the box on the blue Return Reply Form and provide any additional information on the Return Reply Form to assist us in determining the best approach to abating your property from fire hazards. If, after the public Commencement Hearing, the Weed Abatement Program is approved for your property, the County is authorized by your city, and the California Health and Safety Code sections §14875-14922 to inspect your property to confirm that it has been cleared of hazards and is compliant with Minimum Fire Safety Standards (see enclosed brochure). Inspections will begin after the abatement deadline for your jurisdiction. This notice does not relieve you of your responsibility to complete the necessary work before your jurisdiction's deadline. All properties designated to be part of the Weed Abatement Program will have a $296 annual inspection fee to cover the cost of the program. This $296 cost will be included on your property tax bill as a special assessment. In addition to the $296 annual inspection fee, if the parcel is found non-compliant at the time of our inspection, the parcel will be assessed a processing fee of $953 per parcel, and the property will be scheduled for abatement by the County- designated contractor. You will not incur additional charges if the abatement work is completed before the County- designated contractor arrives. However, should the County-designated contractor perform the abatement work, the parcel will incur the cost associated with the contractor's work plus an additional County administrative fee of $1,383 per parcel. For those parcels requiring a warrant, a fee of $3,006 per parcel will be assessed. 119 CC 03-03-2026 Searchable Packet 119 of 495 2 The County will use the lowest cost method of abatement considering the physical characteristics of your property and any other environmental or related concerns. Fees are detailed on the price list included in the Notice to Destroy. The total amount of fees incurred will be included as a special assessment on your property tax bill following confirmation of the charges by your city (or the County if the parcel is in an unincorporated area) at a public Assessment Hearing. This Assessment Hearing will be scheduled in the summer, with the exact date determined by your governing body. Typically, Assessment Hearing information is posted at the physical location of the governing body (typically at a city hall building or other government center and most also publish this information on their websites) prior to the meeting. You can avoid all costs, other than the $296 annual inspection fee, by completing the abatement work yourself according to Minimum Fire Safety Standards (see enclosed brochure) prior to the abatement deadline for your jurisdiction and maintaining the Minimum Fire Safety Standards for the duration of fire season, which typically runs March through October. Parcels will be removed from the program after three consecutive years of voluntary compliance (work completed by parcel owner prior to the deadline and confirmed by our inspection). In preparation for this program, please complete and return the enclosed blue Return Reply Form so we are notified of your plans for abating your property. If you designate on your Return Reply Form that you intend to abate the weeds yourself, you need to complete the abatement before the deadline listed on the attached abatement program schedule and maintain fire-safe conditions for the duration of the fire season. Responding that you intend to provide maintenance does not release you from this responsibility to have the maintenance completed before your deadline and repeated as necessary to maintain Minimum Fire Safe Standards. The County will abate hazardous vegetation as required after the deadline for your jurisdiction at your cost. Enclosed you will find the following information: Return Reply Form specific to your parcel. Please complete and return it to us. Notice to Destroy Weeds informing you of an upcoming public Commencement Hearing (that you may attend if you have any objections to the proposed removal of hazardous vegetation or debris from your parcel). Your jurisdiction may offer you the ability to participate in this meeting virtually; please confirm directly with your jurisdiction. Weed Abatement Program Schedule for your city with current County abatement fees. County of Santa Clara Weed Abatement Brochure. Please be aware that any abatement performed by the County must comply with all applicable regulations. If your property falls within an area designated as possible habitat for burrowing owls or any other protected species of bird or animal, the methods used to remove vegetation may be regulated by specific laws or local ordinances. If you are no longer the parcel owner identified by this mailing, please notify us immediately at (408) 282-3145. If you sell your parcel after the date of this letter, it is your responsibility to notify the new owner and include the obligation to pay any abatement costs in your sale agreement. Without taking this action, you will be responsible for all hazard abatement charges assessed to the parcel. Our goals are voluntary compliance with the Minimum Fire Safety Standards and that all properties remain safe from fire. If you have any questions or need on-site advice to help you achieve compliance with the Minimum Fire Safety Standards, please call us at (408) 282-3145. Sincerely, Garik Iosilevsky, Weed Abatement Manager Consumer and Environmental Protection Agency 120 CC 03-03-2026 Searchable Packet 120 of 495 (over) TRA 13 Notice to Destroy Weeds NOTICE IS HEREBY GIVEN that on December 2, 2025 pursuant to the provisions of Section 9.08 of the Cupertino Municipal Code, the City Council passed a resolution declaring that all weeds growing upon any private property or in any public street or alley, as defined in Section 9.08.010 of the Cupertino Municipal Code constitute a public nuisance, which nuisance must be abated by the destruction or removal thereof. NOTICE IS FURTHER GIVEN that property owners shall without delay, remove all such weeds from their property and the abutting half of the street in front and alleys, if any, behind such property and between the lot lines thereof as extended, or such weeds will be destroyed or removed and such nuisance abated by the County Consumer and Environmental Protection Agency, in which case the cost of such destruction or removal will, including but not limited to administration costs, be assessed upon the lots and lands from which, or from the front or rear of which, such weeds shall have been destroyed or removed and such cost will constitute a lien upon such lots or lands until paid and will be collected upon the next tax roll upon which general municipal taxes are collected. All property owners having any objections to the proposed destruction or removal of such weeds are hereby notified to attend a meeting of said City to be held in the Council Chambers of City Hall, located at 10300 Torre Ave., Cupertino, California, on Tuesday, March 3, 2026 at 6:45 p.m., or as soon thereafter as the matter can be heard, when their objections will be heard and given due consideration. The language and format for this notice is required by California Health and Safety Code Sections 14891 Et. Seq. 121 CC 03-03-2026 Searchable Packet 121 of 495 (over) CITY OF CUPERTINO WEED ABATEMENT PROGRAM SCHEDULE March 3, 2026 Public hearing to consider objections to Abatement List. April 30, 2026 PARCEL ABATEMENT DEADLINE Parcel must be free from hazardous vegetation by this date or Inspector will order abatement. July/August 2026 Assessment Hearing date to be scheduled by City Council. 2026 COUNTY WEED ABATEMENT FEES Properties in the Weed Abatement Program, you will be responsible for an annual inspection fee of $296.00 per parcel. Please be advised that the property owner of any parcel found to be non-compliant on or after the April 30th deadline may be charged a work order processing fee of $953.00 and the property will be scheduled for abatement by the County contractor. If you complete the abatement work before the County contractor performs the abatement, you will not incur further charges. Should the abatement work be performed by a County contractor, you will be assessed the contractor’s charges plus a County administrative fee of $1,383.00 per parcel. For those parcels requiring a warrant a fee of $3,006.00 per parcel will be assessed. 2026 COUNTY CONTRACTOR’S WEED ABATEMENT PRICE LIST A) Disc Work** PARCEL SIZE: 1st Disc + 2nd Disc = Total Discs 0-12,500 sq.ft. $291-$425 $149-$180 $440-$605 12,501sq.ft.- 43,560sq.ft. $338-$425 $149-$225 $487-$650 Larger than 1 Acre $152-$309 $130-$151 $282-$460 (PER ACRE) ** It is required that parcels be disced twice a year. The cost for the first discing is higher due to additional work normally required during the first discing. B) HANDWORK $5.09-$5.73 PER 100 Square Feet (SF) C) FLAIL 6 Foot Mower $6.40-10.97 PER 1,000 SF MOWING 12 Foot Mower $6.40-10.97 PER 1,000 SF D) LOADER WORK $153-$185 PER HOUR E) DUMP TRUCK $141-$185 PER HOUR F) BRUSH WORK $4.80-$5.47 PER 100 SF G) DUMP FEE 100% Added to orders with debris removal at 100% of the dump site charge. . *Please note this program does not offer herbicide application as a method of abatement. 122 CC 03-03-2026 Searchable Packet 122 of 495 123 CC 03-03-2026 Searchable Packet 123 of 495 Minimum Fire Safety Standards You Should Know About 1553 Berger Drive, San José, CA 95112 Protect what’s important—your loved ones, your pets, and your property. Recognize potential fire hazards and apply these Minimum Fire Safety Standards. We help protect our community from fire dangers. Our goal is to ensure that properties are free from fire hazards, such as overgrown vegetation and debris, to minimize the spread of fires. About the County of Santa Clara Weed Abatement Program You Can Help Prevent Fires in Your Neighborhood WeedAbatement@cep.sccgov.org (408) 282-3145 cepascc.org/weed-abatement Contact Us 124 CC 03-03-2026 Searchable Packet 124 of 495 Scan or visit the link to view the complete list of Minimum Fire Safety Standards. 1. Tall Grass, Weeds, and Flammable Vegetation Keep weeds, grass, and brush below 6 inches in height. 2. Flammable Debris Keep your property clear of debris such as trash, wood, and dead plants. 3. Overgrown Trees Keep branches at least 10 feet from chimneys, 6 feet off the ground, and clear from under the eaves of houses. 4. Dead Vegetation on Roofs Keep roofs and gutters clear of leaves and debris. Remove dead trees and vegetation. cepascc.org/fire-safety I received a notice that my property is on the Weed Abatement Program. What happens next? A Weed Abatement inspector will visit your property annually for at least three years to determine if it is in compliance with the Minimum Fire Safety Standards. If a violation is found on your property, you have two weeks to correct it before we return for another inspection. If you don't correct it or contact us, we may take necessary steps to bring your property into compliance. This will result in additional costs beyond the annual inspection fees. If your property is in compliance and remains compliant during our annual inspections, you will only be charged the annual inspection fee for three consecutive years. Minimum Fire Safety Standards Keep your property and neighborhood safe from fires. To be in compliance with the County’s Weed Abatement Program, follow the Minimum Fire Safety Standards: Refer to the Weed Abatement notice letter for details.Español | 中⽂ | Tiếng Việt | Tagalog 125 CC 03-03-2026 Searchable Packet 125 of 495 2026 Return Reply Form IMPORTANT:Please complete this form and mail back to the Weed Abatement Program within 15 days of receipt of this notice.Thank you. 87TRA: AT&T COMMS OF CALIF IN Parcel Number Site Address AT&T COMMS OF CALIF INC 1090 E DUANE AVE SUNNYVALE CA 94085-2623 Please check the box that applies for each parcel (see explanations below): A B C *825-02-138* 825-02-138 73 SOUTH SAN MARTIN Please provide any additional information such as new owners, presence of piping, irrigation, crops or other improvement. If your property is fenced/locked, please provide instructions on how to enter the property. If you are no longer the owner o the property identified by this mailing, please notify the County immediately. If you sell your property after December 1st, 2025, it is your responsibility to notify the new owner and to include the obligation to pay any abatement costs in your agreement of sale. Without taking this action, you will be liable for all hazard abatement charges assessed to the property. Thank you Date Day time phoneName (please print)Signature A B C I am no longer the owner of this property, and the new owner information is listed below. Please return Reply Form immediately. I intend to maintain this parcel in a manner consistent with the Minimum Fire Safety Standards from April 1, 2025 through the end of the fire season (typically runs through October). All parcels on the abatement list remain subject to inspection and fee to ascertain compliance. Non-compliance by the deadline will result in an Inspection fee and the abatement of weeds by the County contractor and the resulting charges added to the property tax. I request that the County Contractor perform weed abatement work on this parcel. Charges for this work will be added to my property tax bill.(All County fees Apply) ( ) Please check if you feel this parcel is environmentaly sensitive SAMPLE 126 CC 03-03-2026 Searchable Packet 126 of 495 February 19, 2026 Re: Weed Abatement Season Commencement – March 3, 2026 Public Hearing for Nuisance Declaration and Abatement Order Dear Property Owner, You are receiving this letter, because your property is currently listed on the Weed Abatement Program inspection list pursuant to Section 9.08 of the Cupertino Municipal Code. On Tuesday, March 03, 2026, the Cupertino City Council will hold a public hearing to consider declaring properties on the list as having potential fire hazards from weeds or other combustible debris a public nuisance and authorizing the Santa Clara County Department of Agriculture to abate the nuisance or remove hazardous vegetation following the abatement deadline specified below. Property owners may raise objections to the declaration by writing to the City Council in advance of the meeting or speaking during the meeting. The Council meets at 6:45 p.m., in the Community Hall Council Chamber, 10350 Torre Avenue, Cupertino, CA 95014 and via teleconference. Details on how to attend the meeting will appear on the City Council Agenda for that date. About the Weed Abatement Program The Santa Clara County Department of Agriculture and Environmental Management and the City of Cupertino are working together to prevent fire hazards posed by vegetative growth and accumulation of combustible materials. All properties in Cupertino are subject to the requirements of the Weed Abatement Program. Property owners are required to keep their property free of fire hazards—such as weeds— throughout the year. However, the Minimum Fire Safety Standards (MFSS) are required to be met each year by April 30 and then maintained throughout the year. Please see the reverse side of this page for the complete MFSS guidelines. All parcels in the Weed Abatement Program will be subject to a county inspection fee of $296.00. In addition to the $296.00 annual inspection fee, if the parcel is found non- compliant at the time of our inspection, the parcel will be assessed a processing fee of $953.00 per parcel, and the property will be scheduled for abatement by the County- designated contractor. You will not incur additional charges if the abatement work is completed before the County-designated contractor arrives. However, should the County-designated contractor perform the abatement work, the parcel will incur the cost associated with the contractor's work plus an additional County administrative fee of 127 CC 03-03-2026 Searchable Packet 127 of 495 $1,383.00 per parcel. For those parcels requiring a warrant, a fee of $3,006.00 per parcel will be assessed. WEED ABATEMENT PROGRAM STANDARDS The clearance requirements for the Weed Abatement program are referred to as the Minimum Fire Safety Standards (MFSS). Minimum Fire Safety Standards (MFSS) 1. Vegetation must not exceed 6 inches in height any time after the compliance deadline 2. Maintain grasses and weeds below six (6) inches for ten feet horizontally on both sides of all roadways, including driveways and all access routes. 3. Clear flammable vegetation a minimum of thirty feet around any structure, occupied or not. Ornamental vegetation should be kept clear of dead material. Some conditions, such as slopes, may require up to 100 feet of clearance. 4. Parcels up to one acre shall be completely abated. Parcels one to five acres require 30-foot clearance around structures and perimeter property lines. Additional 30- foot cross fuel breaks may also be required. 5. Parcels larger than five acres require 30-foot clearance around structure and perimeter property lines in addition to 30-foot cross breaks as needed to separate the remaining vegetation into sections no larger than five acres. 6. Keep property clear of accumulation of combustible debris, such as trash, wood, and dead vegetation. Stacked firewood and neatly piled yard waste is not considered to be combustible debris. 7. Keep vegetation cleared from under the eaves of houses. 8. Trim tree branches to at least 10 feet from the structure and chimney. 9. Clear leaves, pine needles, and debris from roof and gutters. If the compliance work identified for your property involves brush or weed removal, you may request the services of the approved County of Santa Clara abatement contractor. If you are interested in this service, please call the Hazardous Vegetation Service line at (408) 282-3145 to request more information and/or to schedule an inspection appointment for a cost estimate. If you have any questions about the information on this notice, please contact the Santa Clara County Department of Agriculture, Hazardous Vegetation Management Program at (408) 918-4600. Sincerely, Lauren Sapudar Acting City Clerk 128 CC 03-03-2026 Searchable Packet 128 of 495 OFFICE OF THE CITY CLERK CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3223 • FAX: (408) 777-3366 AFFIDAVIT OF MAILING Notice of Hearing on Report and Assessment for Weed Abatement Melissa Robertson, Administrative Assistant, declares as follows: •That she is a citizen of the United States, over the age of 18 years, that at all times herein mentioned was an employee / agent of the City of Cupertino. •That on February 19, 2026 she deposited in the United States Post Office, California, a Notice of Hearing, a copy of which is attached hereto. •That said mailing list has been provided by the Agricultural Commissioner and lists the owners of property who are entitled to Notice of Hearing on Report and Assessment for Weed Abatement. •That on said day, there was a regular communication by Unites States mail between Cupertino, California and the addresses shown on the attached mailing list. I declare under penalty of perjury that the foregoing is true and correct. Date:__2/19/2026____________________ By: Melissa Robertson Cupertino City Hall 10300 Torre Avenue Cupertino, CA 95014 (408) 777-3223 129 CC 03-03-2026 Searchable Packet 129 of 495 RESOLUTION NO.25 101 A RESOLUTION OF THE CUPERTINO CITY COUNCIL DECLARING WEEDS ON CERTAIN DESCRIBED PROPERTY TO BE A POTENTIAL FIRE HAZARD OR OTHER POTENTIAL NUISANCES AND SETTING A HEARING TO DECLARE PUBLIC NUISANCE AND FOR OBJECTIONS TO PROPOSED REMOVAL WHEREAS,weeds as described in Chapter 9.08 of the Cupertino Municipal Code are growing in the City of Cupertino upon certain streets,sidewalks, highways,roads and private property;and WHEREAS,said weeds are undesirable,noxious,and dangerous and/or due to their rapid growth are or may become a fire menace;as such,said weeds constitute a potential public nuisance under state law and Chapter 9.08 of the Cupertino Municipal Code;and WHEREAS,property owners and other persons occupying or having charge or control of any building,lot,or premises within the City are required to remove weeds in accordance with the provisions of Chapter 9.08 of the Cupertino Municipal Code; NOW,THEREFORE,BE IT RESOLVED by the City Council of the City of Cupertino as follows: 1.Weeds growing upon any private property or in any street or alley within the City in violation of Cupertino Municipal Code,Chapter 9.08 constitute a public nuisance; 2.The weeds found on the streets,sidewalks,highways,roads and private property,which properties are identified by common names or by reference to the tract,block,lot,code area,and parcel number on the report prepared by the County Agricultural Commissioner and attached hereto as Exhibit A,are declared as having potential fire hazards or other potential nuisances due to weeds that are noxious,dangerous,or pose health risks; 3.That the 3rd day of March,2026,at the hour of 6:45 p.m.,or as soon thereafter as the matter can be heard,in the Council Chamber in the Community Hall, City of Cupertino and via teleconference,with details on how to attend the 130 CC 03-03-2026 Searchable Packet 130 of 495 Resolution No.25 101 Page 2 meeting appearing on the City Council agenda for that date,are hereby set as the time and place to determine whether the condition is a public nuisance and where all property owners having any objections to the proposed removal of such weeds may be heard; 4.That the Agricultural Commissioner is hereby designated and ordered to give notice of the adoption of this resolution,in the manner and form provided in Chapter 9.08 of the Cupertino Municipal Code. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 2nd day of December 2025 by the following vote: Members of the City Council AYES:Chao,Moore,Fruen,Mohan,Wang NOES:None ABSENT:None ABSTAIN:None SIGNED: Liang Chao,Mayor City of Cupertino Date ATTEST: Kirsten Squarcia,City Clerk Date 12/11/2025 12/11/2025 131 CC 03-03-2026 Searchable Packet 131 of 495 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO COMMENCEMENT REPORT Exhibit A Situs APN CITY/STATE 24 records of 94 Santa Clara County Weed Abatement Program Page 1 1 10213 MINER PL 316-26-065 CHIANG ALEX H AND ANNE 10213 MINER PL CUPERTINO CA 95014-2201 2 10143 MINER PL 316-26-072 GALLI ROBERT J 10143 MINER PLACE CUPERTINO CA 95014 3 10033 HILLCREST RD 326-16-014 ISLAM MOHAMMAD KAMRUL AND 10033 HILLCREST RD CUPERTINO CA 95014-1021 4 326-20-039 SOUTHERN PACIFIC 200 S Adams St. Anaheim CA 92802 5 326-20-040 SOUTHERN PACIFIC 200 S Adams St. Anaheim CA 92802 6 10039 PENINSULA Av 326-25-050 DUAN RUIYUAN AND TAN JINGHUA 10039 PENINSULA AVE Cupertino CA 95014 7 10301 BEARDON DR 326-30-042 CHEN, WENHAU HORUS TRUSTEE & 20711 FARGO DR CUPERTINO CA 95014-1903 8 20847 GARDEN GATE DR 326-30-048 PADMANABAN, GOVINDARAJ A 20847 GARDEN GATE DR CUPERTINO CA 95014-1807 9 10467 GLENCOE DR 326-30-106 WEI , LI 10467 GLENCOE DR CUPERTINO CA 95014-1875 10 10450 GLENCOE DR 326-30-139 WOODWARD, DOUGLAS C TRUSTEE 10450 GLENCOE DR CUPERTINO CA 95014-1816 11 326-35-068 SOUTHERN PACIFIC 200 S Adams St. Anaheim CA 92802 12 22645 SAN JUAN RD 342-17-067 MULLEN, EVA JO TRUSTEE 22645 SAN JUAN ROAD CUPERTINO CA 95015-0835 13 10611 SANTA LUCIA RD 342-17-095 HUNTS, SUSAN E ET AL 10611 SANTA LUCIA RD CUPERTINO CA 95014-3937 14 EL CERRITO RD 342-21-004 ITEM, WERNER TRUSTEE & ET AL 22670 SAN JUAN RD CUPERTINO CA 95014-3933 15 VOSS AVE 342-45-001 CHAMBERLAIN, JACK T TRUSTEE 655 SKYWAY UNIT 230 SAN CARLOS CA 94070 16 23025 VOSS AVE 342-50-015 SAMPATH, NANDAKUMAR AND 23025 VOSS AVE CUPERTINO CA 95014-2661 17 21542 REGNART RD 356-23-040 LI, XUESONG AND TU , YITSEN 21542 REGNART RD CUPERTINO CA 95014-4819 18 21710 REGNART RD 356-23-057 REGNART LLC 3163 HAWKCREST CIR SAN JOSE CA 95135 19 22028 LINDY LN 356-27-007 THOMAS, TONY G AND MATHEW , 22028 LINDY LN CUPERTINO CA 95014-4811 20 22090 LINDY LN 356-27-020 THE 2009 AGRAWAL FAMILY TRUST 1074 NOVEMBER DRIVE CUPERTINO CA 95014 21 22400 JANICE AV 357-01-051 HSU HUI-CHI AND LAI HSIU-CHEN ET 22400 JANICE AVE CUPERTINO CA 95014 22 10164 S FOOTHILL BLV 357-01-091 MCKERNAN, DANIEL S AND 10164 S FOOTHILL BLVD CUPERTINO CA 95014-2602 23 10209 CARMEN RD 357-02-001 HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO CA 95014-2707 24 10290 MIRA VISTA RD 357-02-024 YEN JOSEPH JENKUN AND LI 10290 MIRA VISTA RD CUPERTINO CA 95014-2705 132 CC 03-03-2026 Searchable Packet 132 of 495 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO COMMENCEMENT REPORT Exhibit A Situs APN CITY/STATE 24 records of 94 Santa Clara County Weed Abatement Program Page 2 25 10234 SCENIC BLV 357-08-052 SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO CA 95014 26 10234 SCENIC BLV 357-08-053 SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO CA 95014 27 10234 SCENIC BLV 357-08-054 SCENIC DISTRICT LLC 10234 SCENIC BL CUPERTINO CA 95014 28 20950 STEVENS BL 359-07-006 BARTELS PROPERTIES ET AL 865 COTTON ST MENLO PARK CA 94025-5610 29 20865 MCCLELLAN RD 359-13-019 20865 MCCLELLAN LLC 200 CENTER ST EL SEGUNDO CA 90245 30 10476 S STELLING RD 359-13-136 WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO CA 95014-1809 31 10468 S STELLING RD 359-13-137 WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO CA 95014-1809 32 7540 MCCLELLAN RD 359-19-043 TIWAIR FAMILY REVOCABLE TRUST 10976 LINDA VISTA DRIVE CUPERTINO CA 95014-4771 33 20860 MCCLELLAN RD 359-20-030 ALPHAMCCLELLAN LLC 97 BOSTON AVE SAN JOSE CA 95128-1911 34 CRANBERRY DR 362-02-048 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 35 CRANBERRY DR 362-04-058 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 36 RAINBOW DR 362-09-026 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 37 7898 FIESTA LN 362-15-012 KRIMSON COAST HOLDINGS LLC 1509 LAURELWOOD SAN JOSE CA 95138-0000 38 362-16-037 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 39 362-19-033 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 40 CLEO AVE 362-31-030 ALMASI, AZITA TRUSTEE & ET AL 965 LAUREL GLEN DR PALO ALTO CA 94304-1323 41 S STELLING RD 366-09-028 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 42 STAUFFER LN 366-09-053 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA NE 68179 43 1258 S STELLING RD 366-11-109 VASAVAKUL, THAVEESINN AND 1258 S STELLING RD CUPERTINO CA 95014-5257 44 21670 RAINBOW CT 366-38-005 CHELLADURAI, JAYAKUMAR AND 21670 RAINBOW CT CUPERTINO CA 95014-4829 45 22365 REGNART RD 366-40-004 KOLLIPARA, RAVINDRANATH AND 22365 REGNART RD CUPERTINO CA 95014-4824 46 22033 REGNART RD 366-46-005 BIGLER, ROBERT A AND PUNITA P 11230 BUBB RD CUPERTINO CA 95014-4979 47 22045 REGNART RD 366-46-006 BIGLER, ROBERT A AND PUNITA P 11230 BUBB RD CUPERTINO CA 95014-4979 48 19990 HALL CT 369-04-017 LAMBIE, RICHARD H TRUSTEE 367 S BAYWOOD AVE SAN JOSE CA 95128 133 CC 03-03-2026 Searchable Packet 133 of 495 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO COMMENCEMENT REPORT Exhibit A Situs APN CITY/STATE 72 records of 94 Santa Clara County Weed Abatement Program Page 3 49 898 BRENT DR 369-24-025 KUOK, CHUN FREDERICK 898 BRENT DR CUPERTINO CA 95014-4553 50 885 BETLIN AVE 369-27-028 LEE, TSUNG-EN TRUSTEE & ET AL 701 SENECA ST PALO ALTO CA 94301 51 10539 S BLANEY AVE 369-33-001 CHANG, MINGO M AND YOUNG , 10539 S BLANEY AVE CUPERTINO CA 95014-4542 52 10710 S. DE ANZA BLV 369-37-028 APRICOT VILLAGE LLC 991 W HEDDING ST SAN JOSE CA 95126-1257 53 19361 PHIL LN 375-05-029 LI, YIMIN AND HUANG , YUANYUAN 19361 PHIL LN CUPERTINO CA 95014-3429 54 10067 S TANTAU AVE 375-07-007 WU, HUNGJEN HENRY 10067 S TANTAU AVE CUPERTINO CA 95014-3541 55 19160 COZETTE LN 375-07-022 HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO CA 95014-2707 56 10080 S TANTAU AVE 375-07-042 MAHAJAN, HAMENT AND MANJU 10080 S TANTAU AVE CUPERTINO CA 95014-3542 57 10177 JUDY AVE 375-07-056 YANG, YI-NING 10177 JUDY AVE CUPERTINO CA 95014-3522 58 19148 LOREE AVE 375-08-002 LO, SHIHCHE AND WANG , PEICHEN 19148 LOREE AVE CUPERTINO CA 95014-3539 59 10024 BRET AVE 375-11-047 10024 BRET LLC 1028 POLK AVE SUNNYVALE CA 94086-7440 60 10200 STERN AV 375-12-002 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-2032 61 18921 ARATA WY 375-12-041 CHEN BILONG 18921 ARATA WAY CUPERTINO CA 95014-3670 62 18904 ARATA WA 375-13-003 WU, BENJAMIN HONG AND 20988 FAIRWOODS CT CUPERTINO CA 95014-4200 63 18815 TILSON AV 375-16-034 LI BEI 18815 TILSON AVE CUPERTINO CA 95014-2808 64 18731 BARNHART AVE 375-17-048 XIE, DEPING AND SUN , HUAMIN 18731 BARNHART AVE CUPERTINO CA 95014-3803 65 18755 BARNHART AVE 375-17-051 JOHNSON, ALLEN R 1220 TASMAN DR SPC 513 SUNNYVALE CA 94089 66 10361 JOHNSON AV 375-18-039 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-2032 67 10542 STERLING BL 375-23-032 STERLING REALTY LLC 10542 STERLING BLVD CUPERTINO CA 95014-3834 68 10460 STERLING BLV 375-23-041 ZHANG, AILI 10460 STERLING BLVD CUPERTINO CA 95014-3832 69 10308 STERLING BLV 375-24-017 HAO, STEVE MIN AND SUN , QING 6962 BOLLINGER RD SAN JOSE CA 95129-2847 70 18621 RUNO CT 375-25-023 WANG, HENG-YUAN AND LEE , 18621 RUNO CT CUPERTINO CA 95014-3865 71 18730 BARNHART AVE 375-27-001 VASILIEV, OLGA 18730 BARNHART AVE CUPERTINO CA 95014-3804 72 18781 TUGGLE AVE 375-27-025 CAMPBELL, MICHAEL D P O BOX 5345 SAN JOSE CA 95150-5345 134 CC 03-03-2026 Searchable Packet 134 of 495 2026 WEED ABATEMENT PROGRAM CITY OF CUPERTINO COMMENCEMENT REPORT Exhibit A Situs APN CITY/STATE 94 records of 94 Santa Clara County Weed Abatement Program Page 4 73 18760 BARNHART AV 375-27-041 HALL, MARTHA S 18760 BARNHART AVE CUPERTINO CA 95014-3804 74 10740 MINETTE DR 375-31-039 CHEN, HUNG JUNG AND LI , MEI YI 10740 MINETTE DR CUPERTINO CA 95014-3615 75 10728 CARVER DR 375-32-010 MYOUNG, SOUNG HO AND LEE , EUN 10728 CARVER DR CUPERTINO CA 95014-3609 76 10630 CARVER DR 375-32-020 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-2032 77 10616 CARVER DR 375-32-021 YETTAW, JACKIE A AND JERRI L 10616 CARVER DR CUPERTINO CA 95014-3607 78 18870 TUGGLE AVE 375-32-024 DELA CRUZ, SHERWIN PETER L 18870 TUGGLE AVE CUPERTINO CA 95014-3626 79 10510 CULBERTSON Dr 375-33-001 CULBERTON PRIME LLC 13428 CHRISTIE DR SARATOGA CA 95070-5103 80 18880 PENDERGAST AVE 375-33-044 HONG, GEORGE AND TSE , CINDY 18880 PENDERGAST AVE CUPERTINO CA 95014-3621 81 10657 MORENGO DR 375-34-013 ORTIZ, ROSA F ET AL 10657 MORENGO DR CUPERTINO CA 95014-3513 82 10670 MORENGO DR 375-34-058 CHANG, SSU-CHIA TRUSTEE & ET AL 10670 MORENGO DR CUPERTINO CA 95014-3514 83 18830 HUNTER WA 375-35-001 THOMPSON, LARRY L AND SHIRLEY 40133 CANYON HEIGHTS DR FREMONT CA 94539-3008 84 10650 JOHANSEN DR 375-36-008 JUDOPRASETIJO, AGOES H AND 13953 SHADOW OAKS WAY SARATOGA CA 95070-5541 85 10627 CULBERTSON DR 375-36-027 MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089-2032 86 19141 MEIGGS LN 375-37-001 XU, HU AND WU , LINA 1301 LASSEN AVE MILPITAS CA 95035-6406 87 10720 S TANTAU AVE 375-37-002 QIN, ZUDIAN AND SUN , HAIXIA 10720 S TANTAU AVE CUPERTINO CA 95014-0000 88 10524 S TANTAU AVE 375-37-020 LIU, XIONG AND GUO , YAQIONG 10524 S TANTAU AVE CUPERTINO CA 95014-0000 89 10593 JOHANSEN DR 375-37-053 BURTZLAFF, JAMES L PO BOX 464 CUPERTINO CA 95015-0464 90 10611 JOHANSEN DR 375-37-056 SHINOHARA, YOSHIKAZU AND 10611 JOHANSEN DR CUPERTINO CA 95014-3508 91 891 S TANTAU AVE 375-38-044 HUANG, ZERY-KUEN AND YU-MEI 891 S TANTAU AVE CUPERTINO CA 95014-4648 92 947 S TANTAU AVE 375-38-051 LIANG, SIDNEY 947 S TANTAU AVE CUPERTINO CA 95014-4601 93 604 MILLER AVE 375-42-016 JAN, SEAWAY AND HUNG , CHIA YING604 MILLER AVE CUPERTINO CA 95014-4640 94 605 PHIL CT 375-42-017 KEDILAYA, SHASHI AND 605 PHIL CT CUPERTINO CA 95014-4654 135 CC 03-03-2026 Searchable Packet 135 of 495 CITY OF CUPERTINO Agenda Item Subject:Conduct a Noticed Public Hearing to Consider Adopting a Resolution Vacating a Portion of Public Right-of-Way Located Along the Westerly boundary of Mary Avenue (APN 326-27-053). 1. Find the project exempt from the California Environmental Quality Act (CEQA). 2. Adopt Resolution No. 26-024 approving the vacation of a portion of public right-of-way located along the westerly boundary of Mary Ave (APN 326-27-053). CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 136 CC 03-03-2026 Searchable Packet 136 of 495 PUBLIC WORKS DEPARTMENT CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-5732 TELEPHONE: (408) 777-3354 CUPERTINO.GOV CITY COUNCIL STAFF REPORT Date: March 3, 2026 Subject Conduct a Noticed Public Hearing to Consider Adopting a Resolution Vacating a Portion of Public Right-of-Way Located Along the Westerly boundary of Mary Avenue (APN 326-27-053) Recommended Action 1. Find the project exempt from the California Environmental Quality Act (CEQA) 2. Adopt Resolution No. 26-XXX approving the vacation of a portion of public right-of-way located along the westerly boundary of Mary Ave (APN 326-27-053) Background On February 3, 2026, the City Council adopted Resolution No. 26-016 approving the Architectural & Site Approval Permit (ASA-2025-006) to allow for the development of forty (39) below market rate units and one manager’s unit on the Mary Avenue project site (APN 326-27-053). Of these units, nineteen (19) will be for residents with intellectual or developmental disabilities. The Mary Avenue project site is Site ID 10 of the General Plan’s Housing Element, adopted by the City on May 14, 2024, and which the California Department of Housing and Community Development found in substantial compliance with the State Housing Element Law (Gov. Code § 65580 et seq) on September 4, 2024. The site is in the Garden Gate neighborhood and is located east of Highway 85. Presently, the site is a parcel carved out from 0.79 acres of underutilized right-of-way, owned by the City of Cupertino, adjacent to Highway 85, that includes some on- street parking. Neighboring uses include multi-family residential uses, a dog park, condominiums, and Highway 85. Refer to Attachment A. To facilitate the project’s construction, the City must vacate this portion of Mary Avenue. “Vacation” of a street means the City would terminate the public interest within this portion of public right-of-way. The California Streets and Highways Code (SHC) requires the City Council to conduct a public hearing and adopt a resolution of vacation. The SHC also requires the following notices to be published and posted: 1. Notice of the hearing on the proposed vacation shall be published for at least two successive weeks prior to the hearing in a daily, semiweekly, or weekly newspaper. On February 13, 2026, the Cupertino Courier began posting a legal ad notice of the public hearing. 137 CC 03-03-2026 Searchable Packet 137 of 495 2. At least two weeks before the day set for the hearing, the City shall post conspicuously , notices of the vacation along the line of the street proposed to be vacated. The notices shall be posted not more than 300 feet apart, but at least three notices shall be posted. On February 13, 2026, staff physically posted four notices at the property as required. Said posting was confirmed through an affidavit filed with the City Clerk. 3. All public entities having any right, title, or interest in the public street being vacated have been notified. Staff notified the public utility companies (AT&T, Comcast, Cupertino Sanitary District, PG&E, and San Jose Water Company) of the proposed vacation and obtained no-objection letters from each entity. Additionally, pursuant to Government Code Section 65402(a), the Planning Commission is required to review certain proposed vacations for consistency with the City’s General Plan. On February 10, 2026, the Planning Commission adopted Resolution No. 2026-01 finding that the Mary Avenue public right-of-way vacation (APN 326-27-053) is consistent with the General Plan. Reasons for Recommendation and Available Options Staff has determined that adoption of the resolution to vacate the Mary Avenue project site (APN 326-27-053) to facilitate the housing envisioned in the Housing and Land Use Elements of the City’s General Plan can occur without adverse effect. If the City Council does not adopt the resolution, the approved development project would not be able to move forward with construction. Sustainability Impact No sustainability impact. Fiscal Impact No fiscal impact. City Work Program (CWP) Item/Description Yes, FY 21-22 Develop New BMR/ELI Housing: Develop ELI (extremely low income) and BMR housing units for developmentally disabled individuals (IDD) on City-owned property as well as the County- owned sites. Council Goal: Housing California Environmental Quality Act No California Environmental Quality Act impact. _____________________________________ Prepared by: Jennifer Chu, Senior Civil Engineer Reviewed by: Chad Mosley, Director of Public Works Floy Andrews, Interim City Attorney Approved for Submission by: Tina Kapoor, City Manager Attachments: A – Map of Parcel To Be Vacated B – Draft Resolution 138 CC 03-03-2026 Searchable Packet 138 of 495 139 CC 03-03-2026 Searchable Packet 139 of 495 RESOLUTION NO. 26-XXX A RESOLUTION OF THE CUPERTINO CITY COUNCIL VACATING A PORTION OF PUBLIC RIGHT-OF-WAY LOCATED ALONG THE WESTERLY EDGE OF MARY AVENUE (APN 326-27-053) AS PROVIDED IN SECTIONS 8320-8325 OF CALIFORNIA STREETS AND HIGHWAYS CODE _______________________________________________________________________ WHEREAS, the real property at issue is wholly owned by the City of Cupertino and is situated along the westerly edge of Mary Avenue, between Stevens Creek Boulevard and Lubec Street, in the City of Cupertino (APN 326-27- 053) (“Property”). The Property is more particularly described as Parcel 1 shown on that certain Parcel Map filed for record in the Office of the Recorder of the County of Santa Clara, State of California, on May 2, 2023, in Book 953 of Maps, Pages 53 and 54 (“Parcel Map”), attached hereto and as further described in Exhibit A; and WHEREAS, all of Parcel 1 contained within the current public right-of-way is depicted on the Parcel Map, which shall be vacated (“Vacation Area”) to allow for the construction of an affordable housing project identified in the Housing Element of the City’s General Plan as the Mary Avenue project; and WHEREAS, the City previously entered into a Disposition and Development Agreement (“DDA”) pertaining to the Mary Avenue project, which prior decision to enter into the DDA has no binding effect or limitation on the City Council’s ability to exercise its discretion with regard to the current design as to whether the Vacation Area is unnecessary for a present or prospective public use as the City entered into the DDA with the clear understanding that the DDA is contingent upon the City separately finding the Vacation Area to be unnecessary for the present or prospective public use, pursuant to California Streets and Highways Code section 8324(b); WHEREAS, on February 10, 2026, the Planning Commission found the Vacation Area of the proposed vacation to be consistent with the City’s adopted General Plan pursuant to California Government Code section 65402 and adopted Planning Commission Resolution No. 2026-01 so finding; and WHEREAS, the proposed roadway design after the Vacation Area is vacated from the public right-of-way incorporates sidewalks, roadway lanes, and 140 CC 03-03-2026 Searchable Packet 140 of 495 bicycle lanes that meet all applicable design standards, including requirements for width and materials. The design maintains adequate access throughout the area and does not result in any obstruction to public access; and WHEREAS, all public utilities having any right, title, or interest in the right-of-way have been notified of the City’s planned vacation, including AT&T, Comcast, Cupertino Sanitary District, PG&E, and San Jose Water Company, and “no-objection” letters have been obtained from each entity. WHEREAS, a city may initiate vacation proceedings by noticing a public hearing and posting signs as to the date, time, and place of the public hearing at which the city will consider said vacation, in accordance with California Streets and Highways Code sections 8320; 8322; and 8323; and WHEREAS, pursuant to California Streets and Highways Code section 8324(a), a public hearing was held on March 3, 2026 at which time the City Council received testimony and evidence from all persons interested in the proposed street vacation who indicated their desire to be heard, from all persons protesting the same who indicated their desire to be heard, and from members of City staff, wherein this City Council considered all of the evidence submitted concerning the proposed vacation of the Vacation Area; and WHEREAS, the City Council now desires to approve the vacation of the Vacation Aea subject to the reservations, conditions and exemptions set forth herein. NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby find and resolve as follows: Section 1: The City Council has duly considered the full record before it, including the staff report and presentation, facts, exhibits, public testimony, the findings of the Planning Commission contained in the adopted Planning Commission Resolution No. 2026-001, and other evidence and materials submitted or provided to the Council, in compliance with California Streets and Highways Code section 8324(a), and the City Council understood at the time the Council approved the DDA, that the legal effect of the DDA would be contingent upon independently finding the Vacation Area unnecessary for present or prospective public use. 141 CC 03-03-2026 Searchable Packet 141 of 495 Section 2: The recitals set forth above are found to be true and correct and are incorporated herein by reference. Section 3: The City has performed an environmental assessment for the Mary Avenue housing project, and the City hereby determines that it falls within the Categorical Exemption set forth in Section 15332 of the Guidelines for Implementation of the California Environmental Quality Act (“CEQA Guidelines”) which exempts Class 32 Infill Development Projects because (a) the project is consistent with the applicable general plan designation and all applicable general plan policies as well as with applicable zoning designation and regulations; (b) the proposed development occurs within city limits on a project site of no more than five acres substantially surrounded by urban uses; (c) the project site has no value, as habitat for endangered, rare or threatened species; (d) approval of the project would not result in any significant effects relating to traffic, noise, air quality, or water quality; and (e) the site can be adequately served by all required utilities and public services. None of the exceptions to Categorical Exemptions set forth in the CEQA Guidelines, section 15300.2 apply to this project and, specifically, this project does not present any unusual circumstances. The proposed vacation of the Vacation Area does not constitute a separate project under CEQA and is an implementation action within the scope of the affordable housing development project. Based on the whole of the administrative record, the City Council determines the project is categorically exempt from CEQA pursuant to the Class 32 exemption. Section 4. The City Clerk published notice and posted signs declaring said intention, and the date, time, and place of a public hearing to be held to consider said vacation of the Vacation Area, in accordance with California Streets and Highways Code sections 8320, 8322, and 8323; and Section 5. The proposed roadway design incorporates sidewalks, roadway lanes, and bicycle lanes that meet all applicable design standards, including requirements for width and materials. The design maintains adequate access throughout the area and does not result in any obstruction to public access. Section 6: Based on all the evidence submitted, the Vacation Area as described in the notice of hearing is unnecessary for present or prospective public use, pursuant to California Streets and Highways Code section 8324(b). 142 CC 03-03-2026 Searchable Packet 142 of 495 Section 7. The City Council does hereby vacate the Vacation Area, as described and depicted on the Parcel Map. Section 8. Pursuant to California Streets and Highway Code section 8340(c), the City of Cupertino reserves for the benefit of public utility companies and excepts from the foregoing vacation the permanent public utility easement shown on the Parcel Map, and its correlating rights in connection with such easement existing in, under, or over the Vacation Area, unless quitclaimed or released by the owner thereof. The correlated rights include, but are not limited to, at any time, and from time to time, to excavate for, construct, reconstruct, maintain, operate, replace, remove, renew, inspect and use the public utility facilities, including, but not limited to electric, gas and communication facilities, the ingress to and egress from the public utility facilities, and also the right to trim and cut down trees and other vegetation that may be a hazard to the public utility facilities. The area shall be kept open and free of buildings, structures, wells or other obstructions. . Section 9. City staff is directed to cause a certified copy of this Resolution, attested by the City Clerk under the seal of the City, to be recorded in the Office of the County Recorder of Santa Clara County, upon notification from the Director of Public Works that the Developer of the Mary Avenue Project, as defined in that certain Disposition and Development Agreement executed on February 3, 2026 and approved by City Council Resolution No. 26-018, has met all precedent conditions as set forth therein. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 3rd day of March, 2026, by the following vote: Members of the City Council AYES: NOES: ABSENT: ABSTAIN: 143 CC 03-03-2026 Searchable Packet 143 of 495 SIGNED: ___________ Kitty Moore, Mayor City of Cupertino ________________________ Date ATTEST: _____________ Lauren Sapudar, Acting City Clerk ________________________ Date 144 CC 03-03-2026 Searchable Packet 144 of 495 EXHIBIT A LEGAL DESCRIPTION Real property in the City of Cupertino, County of Santa Clara, State of California, described as follows: All of Parcel 1, as shown on that certain Parcel Map filed for record in the Office of the Recorder of the County of Santa Clara, State of California, on May 2, 2023, in Book 953 of Maps, Pages 53 and 54. APN: 326-27-053 145 CC 03-03-2026 Searchable Packet 145 of 495 Exhibit A 146 CC 03-03-2026 Searchable Packet 146 of 495 CITY OF CUPERTINO Agenda Item Subject:Consider Adopting a Resolution Declaring the Mary Avenue property (APN 326-27-053) Exempt Surplus Land under the California Surplus Land Act. 1. Find the project exempt from the California Environmental Quality Act (CEQA). 2. Adopt Resolution No. 26-025 declaring the Mary Avenue property (APN 326-37-053) to be exempt surplus land pursuant to the provision of the Surplus Land Act codified at California Government Code subsection 54221(f)(1)(F)(i). CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 147 CC 03-03-2026 Searchable Packet 147 of 495 CITY ATTORNEY’S OFFICE CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3403 CUPERTINO.GOV CITY COUNCIL STAFF REPORT Date: March 3, 2026 Subject Consider Adopting a Resolution Declaring the Mary Avenue property (APN 326-27-053) Exempt Surplus Land under the California Surplus Land Act Recommended Actions: 1. Find the project exempt from the California Environmental Quality Act (CEQA) 2. Adopt Resolution No. 26-XXX declaring the Mary Avenue property (APN 326-37-053) to be exempt surplus land pursuant to the provision of the Surplus Land Act codified at California Government Code subsection 54221(f)(1)(F)(i) Background The Mary Avenue property (APN 326-27-053) is located in the Garden Gate neighborhood, east of Highway 85 and is depicted on Attachment A to the Resolution attached hereto. The Mary Avenue project site is listed as Site 10 of the Housing Element contained in the City’s General Plan, which the City Council adopted in May 2024. Thereafter, the State’s Housing and Community Development Department found the City’s Housing Element to be in substantial compliance with State Housing Element Laws (Gov. Code § 65580 et seq). The real property at issue is situated along the westerly edge of Mary Avenue, between Stevens Creek Boulevard and Lubec Street, in the City of Cupertino (APN 326-27-053) (“Property”) and includes 0.79 acres of right-of-way, owned by the City of Cupertino, including some on-street parking. Neighboring uses include multi-family residential uses, a dog park, condominiums, and Highway 85. On February 3, 2026, the City Council voted to enter into a contingent Development and Disposition Agreement (“DDA”) with Mary Avenue, L.P., a California limited partnership (“Developer”). Under the DDA, certain contingencies must be satisfied before the City may transfer the City-owned property to the Developer, including finding the Property to be exempt surplus land under the state’s Surplus Land Act, and vacating 0.79 acres of public right -of-way contained within the project site. Only after satisfaction of these contingencies, may a transfer of property be perfected. 148 CC 03-03-2026 Searchable Packet 148 of 495 The City Council adopted Resolution No. 26-016 approving the Architectural & Site Approval Permit (ASA-2025-006) to allow for the development of the Mary Avenue project, a 40-unit project on the Mary Avenue project site (“Project”). Thirty-nine (39) of those units will be below market rate with nineteen (19) for residents with intellectual or developmental disabilities. One unit is reserved for a manager with no rent charged. Additionally, pursuant to Government Code Section 65402(c), the Planning Commission reviewed the proposed disposition of the Property. On February 10, 2026, the Planning Commission adopted Resolution No. 2026-01finding that disposition of the Mary Avenue project site (APN 326-27-053) to be consistent with the General Plan. Surplus Land Act (“SLA”) Exemption Pursuant to California Department of Housing and Community Development (“HCD”) Regulations Section 103(c), the governing board of a local agency may declare the property to be “exempt surplus land” at a regular public meeting and such declaration must be supported by written findings demonstrating that the land meets one of the statutory exemption requirements. The Project qualifies for a statutory exemption pursuant to Government Code Section 54221(f)(1)(F) as the land will be developed for a housing development that restricts 100 percent of the residential rental units to households of low, very low, and extremely low income for a minimum of 99 years, meeting the thresholds of the exemption. In no event shall the maximum affordable rent level be higher than 20 percent below the median market rents or sales prices for the neighborhood in which the site is located. An affordable housing covenant which shall set forth these requirements shall run with the land. Adoption of a declaration of exempt surplus land satisfies City’s statutory obligations under the SLA and authorizes the City to proceed with the disposition process for the Property. Transfer of title will not occur until the closing, and after all conditions set forth in the DDA have been satisfied. Upon adoption of the resolution declaring the Property as exempt surplus, City must send the resolution and the Disposition and Development Agreement (“DDA”) to HCD for review. HCD has 30 days to respond to City confirming the Property is exempt under the SLA. Receipt of the HCD notice is a condition precedent to City’s obligations in the DDA. Reasons for Recommendation and Available Options Staff recommends adoption of the resolution declaring the Property to be exempt surplus land to facilitate the housing envisioned in the Housing and Land Use Elements of City’s General Plan without adverse effect. Such findings satisfy the City’s procedural obligations under the Surplus Land Act and authorize City to proceed toward disposition of the Property in accordance with the Project’s financing timeline and regulatory commitments. 149 CC 03-03-2026 Searchable Packet 149 of 495 Sustainability Impact No sustainability impact. Fiscal Impact No fiscal impact. City Work Program (CWP) Item/Description Yes, FY 21-22 Develop New BMR/ELI Housing: Develop ELI (extremely low income) and BMR housing units for developmentally disabled individuals (IDD) on City-owned property as well as the County- owned sites. Council Goal: Housing California Environmental Quality Act No California Environmental Quality Act impact. _____________________________________ Prepared by: Floy Andrews, Interim City Attorney Reviewed by: Chad Mosley, Director of Public Works Approved for Submission by: Tina Kapoor, City Manager Attachments: A – Map of Parcel 1 B – Draft Resolution 150 CC 03-03-2026 Searchable Packet 150 of 495 151 CC 03-03-2026 Searchable Packet 151 of 495 RESOLUTION NO. 26-XXX A RESOLUTION OF THE CUPERTINO CITY COUNCIL DECLARING CERTAIN CITY-OWNED REAL PROPERTY LOCATED AT MARY AVENUE, IN THE CITY OF CUPERTINO (APN: 326-27-053) TO BE EXEMPT SURPLUS LAND UNDER THE SURPLUS LAND ACT WHEREAS, the real property at issue is situated along the westerly edge of Mary Avenue, between Stevens Creek Boulevard and Lubec Street, in the City of Cupertino (APN 326-27-053) (“Property”); is more particularly described as Parcel 1 shown on that certain Parcel Map filed for record in the Office of the Recorder of the County of Santa Clara, State of California, on May 2, 2023, in Book 953 of Maps, Pages 53 and 54 (“Parcel Map”), attached hereto and as further shown in Exhibit A; and is wholly owned in fee simple by the City of Cupertino; and WHEREAS, the City of Cupertino (“City”) is considering issuing a declaration that the Property is “exempt surplus land” to allow the Property to be developed as the Mary Avenue housing project, which is included in the City of Cupertino General Plan (Community Vision 2015-2040) and the associated Housing Element, which lists the Property as priority housing Site 10; and WHEREAS, the Housing Element indicates that priority housing Site 10 is a new parcel carved out from unused right-of-way owned by the City of Cupertino and adjacent to Highway 85 that includes on-street parking. The City’s Housing Element anticipates the disposition of the Property, including the vacation of the on-street parking for the purpose of developing a 40-unit, two-story affordable (100% Low and Very Low Income) housing project, consisting of 39 below market residential units, of which 19 units will be reserved for residents with intellectual or developmental disabilities, and one manager’s unit; and WHEREAS, the Surplus Land Act (California Government Code section 54220 et seq.) governs the disposition of a city’s surplus land and imposes upon a city the requirement that the city declare the land to be either “surplus land” or “exempt surplus land” under California Government Code section 54221(b)(1), and if not exempt, the city must comply with certain noticing procedures befo re disposing of the surplus land; and WHEREAS, if surplus land meets the specific conditions for the exemption in the Surplus Land Act, codified at California Government Code subsection 152 CC 03-03-2026 Searchable Packet 152 of 495 Resolution No. __________________ Page 54221(f)(1)(F)(i) (the “Exemption”), the city is relieved of the those noticing procedures, and WHEREAS, that Exemption applies if (i) the surplus land is to be used for the development of a housing project that restricts 100 percent of the residential rentable units to persons and families of low or moderate income, with at least 75 percent of the residential units restricted to lower income households at an affordable rent for at least 55 years, as well as caping the maximum affordable rent at less than 20 percent below of the median market rents for the neighborhood in which the housing is located; and (ii) a covenant or restriction declaring those restrictions is recorded against the Property, which covenant must run with the land and be enforceable against the Property and the owner of the Property during the term of the covenant; and WHEREAS, the City previously entered into a Disposition and Development Agreement (the “DDA”) pertaining to the Mary Avenue housing project, which prior decision to enter into the DDA has no binding effect on the City Council’s ability to exercise its discretion with regard to the current decision of whether to declare the land to be exempt surplus land as the City entered into the DDA with the clear understanding that the DDA is contingent upon the City separately finding the land to be exempt surplus land under California Government Code section 54221(b)(1); WHEREAS, the City now desires to declare the Property to be “exempt surplus land” as the Property is not necessary for the City’s use and the conditions for the Exemption will be met, as the Property is slated to be conveyed to a California non-profit limited partnership, Mary Avenue L.P., that plans to develop the Project as 100% affordable housing, which satisfies the requirements of the Exemption including entering into a Regulatory Agreement containing covenants so restricting the Property, which will be recorded against the Property and will be enforceable against any owner who violates the covenant and each successor in interest who continues the violation; NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Cupertino does hereby find and report as follows: Section 1: The City Council has duly considered the full record before it, including the staff report and presentation, facts, exhibits, public testimony and other evidence and materials submitted or provided to the Council. Furthermore, the 153 CC 03-03-2026 Searchable Packet 153 of 495 Resolution No. __________________ Page recitals set forth above are found to be true and correct and are incorporated herein by reference. Section 2: The City has performed an environmental assessment for the Mary Avenue housing project, and the City hereby determines that it falls within the Categorical Exemption set forth in Section 15332 of the Guidelines for Implementation of the California Environmental Quality Act (“CEQA Guidelines”) which exempts Class 32 Infill Development Projects because (a) the project is consistent with the applicable general plan designation and all applicable general plan policies as well as with applicable zoning designation and regulations; (b) the proposed development occurs within city limits on a project site of no more than five acres substantially surrounded by urban uses; (c) the project site has no value, as habitat for endangered, rare or threatened species; (d) approval of the project would not result in any significant effects relating to traffic, noise, air quality, or water quality; and (e) the site can be adequately served by all required utilities and public services. None of the exceptions to Categorical Exemptions set forth in the CEQA Guidelines, section 15300.2 apply to this project and, specifically, this project does not present any unusual circumstances. The proposed declaration of exempt surplus land does not constitute a separate project under CEQA and is an implementation action within the scope of the affordable housing development project. Based on the whole of the administrative record, the City Council determines the project is categorically exempt from CEQA pursuant to the Class 32 exemption. Section 3. The Property is not necessary for the City’s use, pursuant to California Government Code section 54221(b)(1) as 1) the City has previously designated the property for development of a 100 percent affordable housing project with dedicated units for persons with intellectual or developmental disabilities, and 2) the portions of the current public right-of-way which will be vacated (“Vacation Area”) proposed roadway design containing portions of the public --way after the Vacation Area is vacated from the public right-of-way incorporates sidewalks, roadway lanes, and bicycle lanes that meet all applicable design standards, including requirements for width and materials. The design maintains adequate access throughout the area and does not result in any obstruction to public access; and Section 4. In accordance with state law, based on the evidence in the public record, the Property will developed as a 100 percent affordable housing project with all rentable residential units restricted to persons and families of low or moderate 154 CC 03-03-2026 Searchable Packet 154 of 495 Resolution No. __________________ Page income, such that at least 75 percent of the rentable residential units will be restricted to lower income households at an affordable rent for more than 55 years and in no event shall the maximum affordable rent level be higher than 20 percent below the median market rents for the local neighborhood, in compliance with the exemption codified at California Government Code subsection 54221(f)(1)(F)(i). Section 5: The City’s General Plan and associated Housing Element explicitly anticipate the disposition of the Property, including vacation of the on-street parking for the purpose of developing a 40-unit, two-story affordable (100% Low and Very Low Income) housing project, consisting of 39 below market residential units, of which 19 units will be reserved for residents with intellectual or developmental disabilities, and 1 manager’s unit. Section 6: The proposed roadway design after development incorporates sidewalks, roadway lanes, and bicycle lanes that meet all applicable design standards, including requirements for width and materials. The design maintains adequate access throughout the area and does not result in any obstruction to public access. Section 7: The Property is “exempt surplus land”, as the Property is to be conveyed in fee to a nonprofit developer for the development of affordable housing that will be governed by a Regulatory Agreement, attached hereto as Attachment B, in accordance with the requirements of California Government Code section 54221(f)(1)(F)(i), that shall be recorded against the Property when the Property is transferred to the developer and which (i) restricts the affordability of the residential rental units for 99 years; (ii) prevents the maximum affordable rent level from being higher than 20 percent below the median market rents for the neighborhood in which the site is located, and (iii) shall run with the land and be enforceable against the Property and any owner of the Property who violates the covenant. Section 8: The City Manager or her designee is authorized to do all things which she may deem necessary or proper to effectuate the purposes of this Resolution. Such actions include, but are not limited to, filing appropriate information with the California Department of Housing and Community Development in accordance with the Act. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 3rd day of March, 2026 by the following vote: 155 CC 03-03-2026 Searchable Packet 155 of 495 Resolution No. __________________ Page Members of the City Council AYES: NOES: ABSENT: ABSTAIN: SIGNED: ________ Kitty Moore, Mayor City of Cupertino ________________________ Date ATTEST: ________ Lauren Sapudar, Acting City Clerk ________________________ Date 156 CC 03-03-2026 Searchable Packet 156 of 495 Exhibit A 157 CC 03-03-2026 Searchable Packet 157 of 495 CITY OF CUPERTINO Agenda Item Subject:Acceptance of City Manager’s Mid-Year Financial Report for Fiscal Year 2025-26; Approval of Budget Modification increasing appropriations by $663,616 and revenues by $149,578. 1. Accept the City Manager’s Mid-Year Financial Report for Fiscal Year 2025-26. 2. Adopt Resolution No. 26-026 approving Budget Modification No. 2526-433, increasing appropriations by $663,616 and revenues by $149,578. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 158 CC 03-03-2026 Searchable Packet 158 of 495 ADMINISTRATIVE SERVICES DEPARTMENT CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3220 CUPERTINO.GOV CITY COUNCIL STAFF REPORT Meeting: March 3, 2026 Subject Acceptance of City Manager’s Mid-Year Financial Report for Fiscal Year 2025-26; Approval of Budget Modification increasing appropriations by $663,616 and revenues by $149,578 Recommended Action 1. Accept the City Manager’s Mid-Year Financial Report for Fiscal Year 2025-26 2. Adopt Resolution No. 26-XXX approving Budget Modification No. 2526-433, increasing appropriations by $663,616 and revenues by $149,578 Executive Summary The Mid-Year Financial Report for Fiscal Year (FY) 2025-26 provides an update on the City’s financial status as of December 31, 2025. The City has updated its 10-Year Financial Forecast to reflect revised revenue and expenditure assumptions, establishing a new baseline projection as well as a second scenario incorporating the proposed 36% increase to the Sheriff’s contract. Under the revised scenario, the City anticipates ongoing structural deficits beginning in FY 2026-27. Additional details are provided later in this report. The FY 2025-26 Amended Budget across all funds as of Mid-Year is $228.9 million, increasing from an adopted budget of $136.1 million due to carryovers and encumbrances from the last fiscal year, in addition to Council-approved budget adjustments in the first two quarters of the fiscal year. As of Mid-Year FY 2025-26, General Fund revenue was $0.8 million, or 2%, higher than Mid-Year FY 2024-25, primarily due to the receipt of a $3.7 million transportation grant from Apple. The increase is also attributed to the timing of tax sharing agreement payments which led to higher sales taxes in the first half of the year; the first two quarters of sales tax rebates will be paid and reflected in third quarter report. These increases are offset by a decrease in Other Financing Sources primarily due to revenues received from the sale of the Byrne property in the prior mid-year period. Mid-Year expenditures were $4.1 million, or 7% lower than last year, primarily due to a City Council approved one- 159 CC 03-03-2026 Searchable Packet 159 of 495 2 time Additional Discretionary Payment to CalPERS to address the City’s Unfunded Accrued Liability retirement costs in the prior mid-year period. This decrease is offset by increases in the following areas: restart annual Capital Reserve funding transfer, legal services, law enforcement contract costs, and community shuttle rate increases/increased ridership. Key recommendations from the report include the following proposed budget adjustments: • Legal Services costs due to the emergence of new and unforeseen legal matters • Control Room Build - Fund Transfer from General Fund to Internal Service Fund (PEG Funded) Reasons for Recommendation Background On June 3, 2025, the City Council adopted the FY 2025-26 Adopted Budget, a $136.1 million spending plan funded by $133.7 million in revenue and $2.4 million in fund balance. The adopted budget reflected a $68,966 increase from the proposed budget as illustrated below. Budget Actions Amount Proposed Budget & Capital Improvement Program (Including Transfers)135,997,435$ Final Budget Hearing & Adoption Operating Changes 68,966 FY 2025-26 Adopted Budget 136,066,401$ 160 CC 03-03-2026 Searchable Packet 160 of 495 3 As described in the City Manager’s First Quarter Financial Report, the budget was revised to account for encumbrances and carryover appropriations. As part of the FY 2024-25 year-end close, additional funds were carried forward to FY 2025-26, amounting to $18.2 million in encumbrances and $68.3 million in budget carryovers.1 The largest encumbrances were for Capital Projects ($8.2 million), and the largest carryovers were for General Fund ($28.1 million). Furthermore, the FY 2025-26 Amended Budget includes Council-approved budget adjustments from July 1 to December 31, 2025, totaling $228,948,923 across all funds primarily due to negotiated increases for all bargaining groups. Please refer to Attachment C for details on the carryovers. The amended budget at the end of mid-year is $228.9 million, funded with $186.2 million in revenue and $42.7 million in fund balance. The amended budget is the adopted budget, plus encumbrances, carryovers, and Council-approved budget adjustments. The reflection of carryovers and encumbrances in the amended budget is a standard practice in municipal budgeting and aligns with the amounts in previous years, which have been approximately $80 million. Carryovers and encumbrances are appropriations approved in prior years but have not yet been spent and are still required for ongoing projects or obligations. Mid-Year Summary of Budget Adjustments by Fund 1 Encumbrances are outstanding commitments tied to unfilled purchase orders or contracts, which are rolled over to the following fiscal year until those obligations are fulfilled or terminated. Budget carryovers are unencumbered funds for unfinished projects carried over to the following fiscal year to be spent for the same purpose for which they were approved. Fund FY 2025-26 Adopted Budget Carryovers Encumbrances Adjustments Approved in 1st and 2nd Quarters FY 2025-26 Amended Budget as of December 31, 2025 General 99,189,741 28,105,391 7,162,543 3,261,850 137,719,525 Special Revenue 10,810,122 17,269,837 1,604,982 135,181 29,820,122 Debt Service 2,676,600 - - - 2,676,600 Capital Projects 4,225,000 22,691,140 8,198,536 2,538,284 37,652,960 Enterprise 9,153,170 181,612 535,558 123,005 9,993,345 Internal Service 10,011,768 96,963 712,952 264,688 11,086,371 Total All Funds 136,066,401$ 68,344,943$ 18,214,571$ 6,323,008$ 228,948,923$ 161 CC 03-03-2026 Searchable Packet 161 of 495 4 General Fund Forecast The updated General Fund forecast, reflecting carryovers from the prior fiscal year and Council-approved appropriations through the end of the second quarter, remains largely consistent with the FY 2025-26 Adopted Budget’s forecast. Major appropriation changes are summarized in Attachment C and discussed in greater detail in the Background section of this report. 162 CC 03-03-2026 Searchable Packet 162 of 495 5 Under the updated baseline assumptions, the City’s 10-year forecast (FY 2025-26 through FY 2034-35) reflects a structurally balanced budget for eight years, through FY 2032 -33. However, the final three years of the forecast now reflect structural deficits, compared to the prior forecast which showed deficits only in the last two years. The updated forecast does not include the following: - Additional projected costs associated with the City Hall project - Extension of the Utility Users Tax (UUT), which is set to sunset in FY 2030-31 - Potential revenue measures currently under Council discussion (next scheduled discussion: March 17) - The proposed 36% increase to the Sheriff’s contract - Potential business license revenue increase as a result from the City’s amnesty program Although sales tax revenues are trending stronger than budgeted, staff recommends waiting until the third quarter, when additional disbursement data has been received from the California Department of Tax and Fee Administration (CDTFA), before proposing any formal revenue adjustments. This updated forecast reflects the City’s ongoing efforts to align expenditures with sustainable revenue levels following the $30 million CDTFA settlement. Over the past two fiscal years, the City implemented approximately $23.8 million in ongoing reductions, including staffing realignments, materials and contract reductions, transfer adjustments, and capital reserve deferrals. Additional structural refinements — including updated 163 CC 03-03-2026 Searchable Packet 163 of 495 6 vacancy assumptions, property tax trends, franchise fee projections, water lease revenue, and the $10 million CalPERS Additional Discretionary Payment (ADP) — have stabilized near-term fiscal conditions. However, even with these efforts, structural pressure reemerges in the later years of the forecast. The scheduled sunset of the UUT in FY 2030-31 and the absence of new ongoing revenues create long-term fiscal vulnerability. As the City moves forward in the budget process, continued focus on controlling ongoing expenditures and prioritizing one -time uses of surplus funds will be critical to maintaining fiscal stability. Forecast - Sheriff’s Contract Scenario A second forecast scenario is provided below incorporating the proposed 36% increase to the Sheriff’s contract beginning in FY 2026-27. Under this scenario, the City would experience structural deficits across all forecast years. Because the proposed increase represents an ongoing expenditure adjustment rather than a one-time cost, it would immediately shift the City from near-term structural balance into sustained deficits absent offsetting reductions or new revenue. Staff continues to coordinate regionally with Saratoga and Los Altos Hills and engage Santa Clara County to better understand the methodology changes contributing to the increase, including reallocation of Records and Investigative Services, adjustments to productive hour assumptions, updated sworn compensation costs, and expanded overhead allocations. 164 CC 03-03-2026 Searchable Packet 164 of 495 7 If implemented as proposed, the contract increase would significantly accelerate the City’s structural imbalance and require difficult policy decisions related to service levels, expenditure reductions, or revenue enhancements. Staff will continue refining long-term projections, evaluating cost containment options, and returning to Council with updated financial scenarios as negotiations and policy discussions evolve. General Fund at Mid-Year 4-Year Comparison of Revenues, Expenditures, and Changes to Fund Balance ($ in millions) FY 2025-26 General Fund Mid-Year Update The General Fund's year-end actuals show that the City’s revenues have historically exceeded expenditures, leading to the increase in fund balance. In addition, the City's encumbrance and budget carryover process typically led to increases in year-end fund balance. Historically, when this was not the case, it was not due to a structural deficit but the transfer of excess fund balance from the General Fund to the Capital Reserve per the City's Fund Balance policy. By continuing to monitor and manage its financial resources effectively, the City can ensure that it maintains a healthy fund balance in the General Fund. Revenue 165 CC 03-03-2026 Searchable Packet 165 of 495 8 General Fund revenue is $0.8 million, or 2%, higher than the same time last year due to changes in the City’s revenue sources as shown in the following table. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Revenues General Fund Sales Tax revenue as of mid-year totals $7.8 million, representing a 24% increase compared to the second quarter of the prior fiscal year. This increase is primarily attributable to the timing of payments related to the City’s tax sharing agreements. While the agreements were in effect in the prior year, associated rebates had not yet been paid during the comparable period. The rebates for the current fiscal year will be paid and reflected in the third quarter. Property Tax revenue is slightly higher than last year by approximately $142,000, or 1%. According to the HdL, the City’s property tax consultant, the citywide growth in value in the 2025-26 assessment roll is $1.21 billion, an increase of 3.6%. With the first 7 months of sales data processed for 2025, Single Family Residentials are selling for 4.57% less than in the previous calendar year. Prices for the full calendar year 2023 increased 10.24%. Prices are still being driven by higher interest rates and fewer properties being offered for sale. Staff will continue to monitor this top revenue source and may recommend adjustments as part of the Third Quarter Financial Report. The City’s property tax base remains strong, and HdL is currently projecting growth in property taxes over the next five years, as shown in the table below. Revenue Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 05 - Sales tax 6,253,234 7,771,677 1,518,444 24% 10 - Property tax 9,533,057 9,675,458 142,401 1% 15 - Transient occupancy 2,517,307 2,643,176 125,869 5% 20 - Utility tax 1,747,222 1,671,264 (75,958) -4% 25 - Franchise fees 828,043 1,024,238 196,196 24% 30 - Other taxes 903,132 592,468 (310,663) -34% 35 - Licenses and permits 2,704,260 3,174,439 470,179 17% 40 - Use of money and property 5,620,126 4,274,815 (1,345,311) -24% 45 - Intergovernmental revenue 1,593,094 4,285,139 2,692,045 169% 50 - Charges for services 7,219,090 7,013,364 (205,726) -3% 55 - Fines and forfeitures 157,093 99,778 (57,315) -36% 60 - Miscellaneous 1,445,733 390,653 (1,055,080) -73% 65 - Transfers in 15,000 15,000 - 0% 70 - Other financing sources 1,331,275 77,921 (1,253,355) -94% Total 41,867,665$ 42,709,392$ 841,726$ 2% FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 31,223,141 32,324,317 33,606,651 35,024,886 36,531,087 166 CC 03-03-2026 Searchable Packet 166 of 495 9 Transient Occupancy Tax (TOT) revenue increased by $126,000, or 5%, compared to the prior mid-year period, primarily due to higher average daily room rates. The chart below illustrates recent trends in both average daily rates and occupancy levels. While occupancy experienced a slight decline in 2025 compared to 2024, the increase in room rates more than offset the decrease, resulting in overall revenue growth. Average Daily Rates and Occupancy Rates by Month Hotels in Cupertino Utility Tax (UUT) decreased by approximately $76,000, or 4%, primarily due to the timing of payments recorded. Franchise Fees increased by approximately $196,000, or 24%, due to fluctuations in construction activity and billing cadence. Other Taxes decreased by approximately $311,000, or 34%, primarily due to the transition of business license administration to HdL and the timing of remittances being received and recorded by the City. This decrease is timing-related rather than structural. Staff will continue to closely monitor this revenue category to ensure collections are aligned with expectations in future quarters. Licenses and Permits increased by approximately $470,000, or 17%, due to an increase in the number of permits received this mid-year period. 167 CC 03-03-2026 Searchable Packet 167 of 495 10 Use of Money and Property decreased by approximately $1.3 million, or 24%, largely due to the reversal of the $2.8 million mark-to-market adjustment recorded as a year-end entry in FY 2023-24, resulting in a temporary positive revenue impact in the prior mid-year period FY 2024-25. Intergovernmental Revenue increased by $2.7 million, or 169%, over the same period last year primarily due to the receipt of a $3.7 million transportation grant from Apple, offset by less monies received for state grants this mid-year period. Charges for Services decreased by $206,000, or 3%, driven mainly by decreases in costs for general service fees related to library maintenance, offset by an increase in planning fees and cost allocation plan methodology. Fines and Forfeitures decreased by $57,000, or 32%, due to an increase in revenues related to parking fines compared to the same period last year. Miscellaneous Revenue decreased by approximately $1.1 million, or 73%, primarily due to the timing of the Apple donation for sheriff services. Transfers In remained consistent with the prior mid-year period. Other Financing Sources decreased by $1.3 million, or 94%, due to revenues received from the sale of the Byrne property in the prior mid-year period. Expenditures Expenditures in the General Fund decreased by $4.1 million, or 7%, when compared to the same time last year. The following table shows the differences between General Fund expenditures as of the mid-year in the current fiscal year and the prior fiscal year: Comparison of FY 2024-25 and FY 2025-26 Mid-Year Expenditures General Fund 168 CC 03-03-2026 Searchable Packet 168 of 495 11 Salary increased by approximately $0.6 million, or 6%, from the previous mid-year period due to contract negotiation increases in the current mid-year period. Benefits decreased by approximately $10.5 million, or 69%, primarily due to a City Council approved one-time Additional Discretionary Payment to CalPERS to address the City’s Unfunded Accrued Liability retirement costs in the prior mid-year period. Materials remained relatively consistent with the prior mid-year period. Contract Services increased by approximately $1.4 million, or 10%, primarily driven by outsourcing legal services, law enforcement contract costs, and community shuttle rate increases and increased ridership. Cost Allocation remained relatively consistent with the prior mid-year period. Capital Outlay increased by approximately $48,000, or 149%, due to a building maintenance project at the service center. Special Projects increased by approximately $620,000, or 100%, due to fluctuations in one- time expenditures. It’s important to note that staff has not adjusted projects in this category to align with the Special Project policy thus expenses in this category include all special projects, including development and City Work Program items. Contingencies increased by $4,000, or 144%. As of December 31, 2025, the City Manager’s Discretionary Fund has been used for Property Appraisal Services for 10480 Finch Avenue. Transfers Out increased by approximately $3.2 million, or 43%, primarily due to an increase in transfers to restart annual Capital Reserve funding transfer. Interfund transfers are the movement of cash between one or more funds. As part of the Adopted Budget process, transfers from the General Fund to other City funds serve as operating subsidies to ensure each fund has a positive fund balance at the end of the fiscal year. Expenditure Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 05 - Employee compensation 10,566,467 11,165,494 599,026 6% 10 - Employee benefits 15,264,471 4,799,606 (10,464,865) -69% 15 - Materials 2,813,766 2,963,067 149,300 5% 20 - Contract services 14,256,813 15,613,313 1,356,499 10% 25 - Cost allocation 5,319,290 5,549,229 229,939 4% 30 - Capital outlays 32,349 80,484 48,135 149% 31 - Special projects 623,226 1,243,515 620,290 100% 35 - Contingencies 3,035 7,400 4,365 144% 45 - Transfer out 7,403,168 10,594,653 3,191,485 43% 50 - Other financing uses 247,521 467,509 219,988 89% Total 56,530,107$ 52,484,270$ (4,045,837)$ -7% 169 CC 03-03-2026 Searchable Packet 169 of 495 12 Other Financing Uses increased by approximately $220,000, or 89%, due to a higher volume of on-call contracts in the Community Development Department for plan reviews and inspections, and an increase in special contracts for current planning. Special contracts are for vendors that do not have on-call master agreements, typically for larger projects and for contracts with larger dollar amounts. Special Revenue Funds Revenue Special Revenue Funds revenue is $0.6 million, or 9%, lower than the same time last year primarily due to a decrease in use of money and property and transfers in. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Revenues Special Revenue Funds Other Taxes increased by approximately $90,000, or 104%, primarily due to an increase in storm drain fees and park dedication fees received compared to the prior mid-year period. Use of Money and Property decreased by approximately $665,000, or 60%, primarily due to no mark-to-market adjustment, mirroring the impact seen in the General Fund. Intergovernmental Revenue increased by approximately $441,000, or 13%, due primarily to Measure B Transportation fund street pavement maintenance. Charges for services increased by approximately $11,000, or 20%, primarily due to engineering fees revenues received for traffic impact and tree funds citywide. Fines and forfeitures were relatively unchanged from last year. Miscellaneous revenues increased by $787 or 394% primarily due to increase in miscellaneous revenue and admin fees. Transfers In decreased by approximately $0.5 million, or 20%, due to decreased transfers in from general fund for roadway safety improvements, Bollinger Road corridors and non departmental for Bridge rehab minor. Revenue Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 30 - Other taxes 86,517 176,480 89,963 104% 40 - Use of money and property 1,116,291 451,563 (664,728) -60% 45 - Intergovernmental revenue 3,527,541 3,968,843 441,302 13% 50 - Charges for services 54,491 65,439 10,948 20% 55 - Fines and forfeitures 0 208 208 N/A 60 - Miscellaneous 200 987 787 394% 65 - Transfers in 2,595,150 2,067,000 (528,150) -20% Total 7,380,189$ 6,730,519$ (649,670)$ -9% 170 CC 03-03-2026 Searchable Packet 170 of 495 13 Expenditures Special Revenue Funds expenditures are $0.2 million, or 4%, higher than the same time last year due primarily to increases in contract services, capital outlays and transfers out. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Expenditures Special Revenue Funds Salary decreased by approximately $15,000, or 2%, due to vacancy savings. Benefits decreased by $62,000 or 14%, from last year due to decreases in retirement costs. Materials decreased by $5,000, or 2%, due to decreases in small tools and equipment and general supplies expenditures compared to the same period last year. Contract Services increased by approximately $24,000, or 11%, primarily due to environmental storm drain maintenance and BMR housing services. Cost Allocation decreased by approximately $10,000, or 1%, primarily due to decrease in City Manager, Finance and Human Resources CAP Charges. Capital Outlays increased by approximately $74,000, or 6%, largely attributed to SB1 Road expenditures. Special Projects decreased by approximately $31,000, or 6%, due to decreases in the rainwater capture, CUSD joint use cost share, and annual asphalt project. Transfers Out increased by $206,032, or 1,374%, due to transfers for McClellan Road Separated Bike Ph3 and Bollinger Road Corridor CIP projects. Debt Service Funds Revenue Debt Service Funds revenue is similar to last year. 171 CC 03-03-2026 Searchable Packet 171 of 495 14 Comparison of FY 2024-25 and FY 2025-26 Mid-Year Revenues Debt Service Funds Expenditures Debt Service Funds expenditures are similar to last year. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Expenditures Debt Service Funds Capital Projects Funds Revenue Capital Projects Funds revenue is lower than last year primarily due to decreases in use of money and property and transfers in from the general fund. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Revenues Capital Projects Funds Capital Projects funds differ from year to year based on projects that have been approved or worked on in a given fiscal year. Expenditures Capital Projects Funds expenditures are $6.8 million, or 64%, lower than last year due to a decrease in transfers to the capital reserve to fund capital projects. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Expenditures Revenue Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 65 - Transfers in 2,676,200 2,676,600 400 0% Total 2,676,200$ 2,676,600$ 400$ 0% Expenditure Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 20 - Contract services 1,500 1,500 - 0% 40 - Debt services 280,600 238,300 (42,300) -15% Total 282,100$ 239,800$ (42,300)$ -15% Revenue Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 40 - Use of money and property 657,685 - (657,685) -100% 45 - Intergovernmental revenue 21,365 212,230 190,865 893% 65 - Transfers in 7,785,000 4,244,316 (3,540,684) -45% Grand Total 8,464,050 4,456,546 (4,007,504) -47% 172 CC 03-03-2026 Searchable Packet 172 of 495 15 Capital Projects Funds Capital Projects funds differ from year to year based on projects that have been approved or worked on in a given fiscal year. Enterprise Funds Revenue Enterprise Funds revenue is $593,000, or 17%, higher than the same time last year due primarily to an increase in transfer in. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Revenues Enterprise Funds Use of Money and Property decreased by approximately $0.2 million, or 40%, primarily due to decrease in mark-to-market cash in bank. Balances will continue to flow and are anticipated to end within projections. Charges for services increased by approximately $42,000, or 2%, primarily due to enterprise services, engineering, and other service fees. Transfers In increased by approximately $0.7 million due to transfers from the General Fund. Expenditures Enterprise Funds expenditures are $0.2 million, or 6%, lower than the same time last year due primarily to a decrease in special projects and employee salary and benefits. Expenditure Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 20 - Contract services 9,690 5,526 (4,164) -43% 30 - Capital outlays 2,098,518 1,815,741 (282,777) -13% 45 - Transfer out 8,547,580 2,038,284 (6,509,296) -76% Grand Total 10,655,788$ 3,859,551$ (6,796,237)$ -64% Revenue Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 40 - Use of money and property 427,282 257,253 (170,029) -40% 45 - Intergovernmental revenue - - - N/A 50 - Charges for services 2,505,137 2,547,204 42,066 2% 65 - Transfers in 514,000 1,235,000 721,000 140% Grand Total 3,446,419$ 4,039,456$ 593,037$ 17% 173 CC 03-03-2026 Searchable Packet 173 of 495 16 Comparison of FY 2024-25 and FY 2025-26 Mid-Year Expenditures Enterprise Funds Salary and Benefits decreased by approximately $172,000, or 12%, primarily due to vacancies. Materials increased by approximately $42,000, or 20%, primarily due to Cal Recycle payment program administration expenses. Contract Services decreased by approximately $14,000, or 1%, primarily due to decrease in expenses in general services for environmental programs resource recovery and bank charges. Cost Allocation increased by approximately $35,000, or 4%, primarily due to increase IT reimbursement and Finance cost allocation. Special Projects decreased by approximately $95,000, or 87%, due to projects that differ in scope and timing from year to year. Internal Service Funds Revenue Internal Service Funds revenue is $0.5 million, or 9%, higher than the same time last year due to increased charges for services and transfers in. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Revenues Internal Service Funds Use of Money and Property decreased by approximately $87,000, or 47%, due to decrease in mark-to-market adjustments. Expenditure Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 05 - Employee compensation 1,008,717 895,439 (113,278) -11% 10 - Employee benefits 403,365 344,362 (59,002) -15% 15 - Materials 204,328 246,120 41,792 20% 20 - Contract services 1,208,854 1,194,547 (14,307) -1% 25 - Cost allocation 788,715 823,281 34,566 4% 31 - Special projects 110,165 14,602 (95,563) -87% Grand Total 3,724,144$ 3,518,351$ (205,792)$ -6% Revenue Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 40 - Use of money and property 184,223 97,489 (86,733) -47% 50 - Charges for services 2,408,179 2,712,128 303,948 13% 60 - Miscellaneous - 4,295 4,295 N/A 65 - Transfers in 2,380,398 2,616,053 235,655 10% 70 - Other financing sources 251,991 276,764 24,773 10% Total 5,224,791$ 5,706,729$ 481,938$ 9% 174 CC 03-03-2026 Searchable Packet 174 of 495 17 Charges for Services increased by approximately $303,000, or 13%, primarily due to Innovation Technology related Cost Allocation charges. Miscellaneous remains relatively unchanged from the prior fiscal year. Transfers In increased by approximately $236,000, or 10%, due to increase in compensated absence and retiree medical expenses. Other Financing Sources increased by approximately $25,000 due to workers compensation charges being billed to departments and received as revenue in this fund. Expenditures Internal Service Funds expenditures are $0.9 million, or 26%, higher than the same time last year due primarily to an increase in materials, salaries, and cost allocation offset by decrease in contract services. Comparison of FY 2024-25 and FY 2025-26 Mid-Year Expenditures Internal Service Funds Salary and Benefits increased by approximately $288,000, or 15%, due to filling vacancies and increase in employee health insurance and retirees health insurance premiums. Materials increased by $265,000, or 71%, mainly due to an increase in small tools and equipment costs, software, and conference and training expenses. Contract Services decreased approximately $117,000, or 13%, largely due to a decrease in general service agreements. Cost Allocation increased by approximately $284,000, or 186%, primarily due to Human Resources and Finance related CAP charges. Special Projects increased by approximately $193,000, or 77%, primarily due to fixed asset acquisition. Budget Adjustment Requests Expenditure Category Mid-Year 2025 Mid-Year 2026 Variance ($)Variance (%) 05 - Employee compensation 808,373 930,929 122,555 15% 10 - Employee benefits 1,082,838 1,248,745 165,907 15% 15 - Materials 372,637 637,516 264,880 71% 20 - Contract services 897,792 780,883 (116,909) -13% 25 - Cost allocation 152,230 435,924 283,695 186% 31 - Special projects 252,434 446,107 193,673 77% Grand Total 3,566,303$ 4,480,104$ 913,801$ 26% 175 CC 03-03-2026 Searchable Packet 175 of 495 18 The City's departments regularly evaluate their budget expenditures throughout the fiscal year to ensure they stay within their budget appropriations. In case of any variance, they can request budget adjustments as necessary as part of the quarterly reports. The budget adjustment requests are summarized in the table below and are also provided in this report as Attachment D. Administration – CAO – Contract Services The City Attorney is appointed by the City Council to manage the legal affairs of the City. The CAO is requesting $410,000 for Legal Services as costs have increased this year due to unique circumstances, including various personnel matters, an important interpleader case, a complicated City-sponsored affordable housing project and builder’s remedy cases. Administration – City Attorney’s Office (CAO) – Senior Assistant City Attorney Salary Alignment to Department Director – remainder of FY 2026 The CAO is requesting an increase to salaries and benefits for the remainder of Fiscal Year 2026 in the amount of $10,461 to align the salary of the Senior Assistant City Attorney. This alignment reflects the elevation of that classification as a member of the City’s Executive Management Team and increased responsibilities including review and revision of department staff reports, review of an increasing volume of Public Records Act requests and appointment as the Board member to PLAN and its concomitant Department Revenue Expenditure Change in Fund Balance Proposal Administration - City Attorney's Office - 410,000 (410,000)City Attorney's Office Contract Services Administration - City Attorney's Office - 10,461 (10,461)Senior Assistant City Attorney salary alignment - remainder of FY 2026 Admin Services - 75,000 (75,000)Finance consulting, additional auditing and tax services pun group Innovation & Technology - 15,000 (15,000)ADA Closed Captioning Parks & Recreation 18,478 15,944 2,534 Hidden Treasures Proceeds Public Works - 6,111 (6,111)Emergency HVAC Compressor Replacement Non-Departmental - 131,100 (131,100)IT PEG Transfer Out TOTAL GENERAL FUND 18,478 663,616 (645,138) Innovation & Technology 131,100 - 131,100 IT PEG Transfer In TOTAL INTERNAL SERVICE FUND 131,100 - 131,100 TOTAL ALL FUNDS $ 149,578 $ 663,616 $ (514,038) 176 CC 03-03-2026 Searchable Packet 176 of 495 19 responsibilities in risk and insurance management. This alignment will result in an ongoing expense of approximately $35,000 for future fiscal years. Admin Services – Finance consulting, additional auditing and tax services The Department is requesting a one-time increase of $75,000 for financial consulting from HdL and additional auditing and tax services from The Pun Group. Parks & Recreation -Hidden Treasures Proceeds The Department is requesting $18,478 in additional appropriations from the 2025 Hidden Treasures Event to reimburse the costs to run the program and continue to support the Stay Active Fund. This proposal also includes allocation of a $300 donation received for the Stay Active Fund, as requested by the donor. The Stay Active Fund helps members ages 50 and over remain active and engaged at the Cupertino Senior Center. This fund provides financial assistance through scholarships for members to offset the cost of a Senior Center membership and registration for classes and events. This fund is also utilized to bring in specialized speakers, secure educational films, and purchase resource materials, etc. for events and programs that promote prevention and preparedness of aging issues such as the Health Fair. If not approved, the funds will not be utilized to recoup the costs to produce the event or support the Stay Active Fund. I&T – Closed Captioning The Department is requesting a one-time increase of $15,000 to support closed captioning for the City’s public-facing video content and virtual meetings to meet upcoming federal accessibility requirements. Effective April 24, 2026, the Americans with Disabilities Act (ADA) Title II requires public entities serving populations of 50,000 or more to ensure digital content—including prerecorded and live videos—is accessible in accordance with WCAG 2.1 Level AA standards, which include accurate closed captioning. The requested funding will support compliant captioning services, reduce legal and compliance risk, and ensure equitable access to public information for individuals who are deaf or hard of hearing. This investment advances the City’s commitment to accessibility, inclusivity, and transparent public communication. As part of the request, an ongoing budget of $5,000 is requested. I&T - Video - Fund transfer between different funds As part of Q1, The Department received $131,100 in additional appropriations to cover expenses for the new Control Room build. This funding was used for infrastructure replacements—specifically, servers and network equipment that had reached end of life. The expenses were required to complete implementation, testing, and transition to the new system. The replacements are funded through PEG-allocated project expenses. Since the funds were allocated to the Internal Services Fund 610-34-310, Council must authorize the transfer of $131,000 from the General Fund to the Internal Services Fund (610) for the expenses to be reimbursed via PEG funds at end of FY2026. 177 CC 03-03-2026 Searchable Packet 177 of 495 20 Public Works - HVAC System Compressor Replacement The Department is requesting a one-time increase of $6,111.00 in additional appropriations for HVAC System Compressor Replacement for Quinlan Community Center (QCC). The compressor failed and reached the end of its useful life. If this is not approved, the QCC will continue to experience inconsistent temperature control, ongoing equipment failures and higher energy and maintenance costs. System performance will remain suboptimal, increasing user complaints and the likelihood of unplanned repairs. Fund Balance The General Fund’s audited ending fund balance for FY 2024-25 is $181.8 million, a 15.7 million increase from FY 2023-24 actuals primarily due to the prior year ending with expenditure savings that outpaced revenue decreases. Expenditure savings were primarily because of salary and contract savings along with increased revenues across almost all revenue categories, primarily due to increased investment earnings. As of mid-year, staff anticipate the General Fund will end FY 2025-26 with $178.7 million in fund balance, an increase of $22.7 million from the FY 2025-26 Adopted Budget fund balance projection. The increase from the Adopted Budget is a result of both year-end revenues exceeding expenditures and budget savings achieved in the prior fiscal year. It’s important to note that the only portion available for use, according to City policy, is unassigned funds. Committed funds are set aside for specific purposes determined by City Council resolution. Restricted funds, such as the Section 115 Pension Trust, are allocated for specific purposes stipulated by external resource providers. Assigned funds are reserved for encumbrances. Of the total fund balance, $62.7 million is unassigned and available to be used. Approximately $10.7 million of unassigned fund balance is attributed to Vallco Town Center plan check and building inspection revenues that were carried over. These revenues will continue to be carried over each year until the services are rendered, and the revenues are recognized. General Fund Classification of Fund Balance ($ in millions) *Mid-Year Year-End Projections assume budgeted revenues and expenditures are fully collected and incurred. Fund balances do not consider City Council actions after December 31, 2025. Adjustments to Committed fund balance are made as part of the year- end closing process. Classification Actual 2023-24 Actual 2024-25 Adopted Budget 2025-26 1st Quarter Projection 2025-26 Mid-Year Year End Projection 2025-26 Non Spendable 3.4$ 4.0$ 3.5$ 4.0$ 4.0$ Restricted 23.3 25.8 22.1 24.8 25.8 Committed 108.6 88.6 87.2 88.6 86.1 Assigned 4.7 7.3 - - - Unassigned 26.0 56.1 43.3 65.5 62.7 TOTAL FUND BALANCE 166.1$ 181.8$ 156.0$ 183.0$ 178.7$ 178 CC 03-03-2026 Searchable Packet 178 of 495 21 Per the City’s Fund Balance Policy, unassigned fund balance over $500,000 is to be used in the following order to replenish committed/restricted fund balances with any remaining balances to be placed in the Capital Reserve: 1. Economic Uncertainty Reserve 2. CalPERS Reserve (Section 115 Pension Trust) 3. Sustainability Reserve 4. Unassigned As of mid-year, all priority areas are fully funded. Staffing As of December 31, 2025, the FY 2025-26 Amended Budget includes a total of 211 full-time equivalent (FTE) positions. No additional full-time equivalent positions are requested as part of mid-year. Performance Measures The Mid-Year Financial Report includes updated performance measures that are in line with the best practices of both government and private industry. Workload indicators were removed as part of Baker Tilly’s, the City’s internal auditor, recommendation. These measures have been designed to provide a comprehensive understanding of the City's performance and progress toward achieving its goals and objectives. Attachment F provides an overview of the status of the performance measures as of mid-year. This information is critical to effective decision-making and ensures that resources are being used in the most efficient and effective way possible. City Manager Discretionary Fund In the FY 2025-26 Adopted Budget, City Council approved $50,000 in funding for the City Manager Discretionary Fund. The quarterly financial reports will detail the City Manager’s use of the discretionary fund and may include recommendations to replenish depending on the extent and nature of use. As of December 31, 2025, the City Manager’s Discretionary Fund has been used for Property Appraisal Services for 10480 Finch Avenue at a cost of $7,400. Carryovers and Budget Adjustments The quarterly financial reports provide details on carryovers and budget adjustments. Encumbrances are outstanding commitments tied to unfilled purchase orders or contracts, which are rolled over to the following fiscal year until those obligations are fulfilled or terminated. Budget carryovers are unencumbered funds for unfinished projects carried over to the following fiscal year to be spent for the same purpose for which they were approved. Budget adjustments are amendments to the budget that are approved by Council via resolution. The amended budget is the adopted budget, plus encumbrances, budget carryovers, and Council-approved budget adjustments. Revenue 179 CC 03-03-2026 Searchable Packet 179 of 495 22 and expenditure carryover processes are handled similarly. See Attachment C for details on carryovers and budget adjustments. Special Projects The quarterly financial reports provide a status update on special projects including the budget, amount spent, and estimated completion date. Special projects are operational projects, often one-time, that are budgeted in separate accounts for transparency and ease of tracking. If a special project is not completed by the end of a fiscal year, staff may request a carryover to the subsequent fiscal year. Fixed assets have been removed from the list as they are not one-time special projects but the purchase of a fixed asset. Fixed assets are generally items over $5,000 with a useful life of over 5 years or more. Projects included in this reporting category now align with the City Council Special Project Policy. See Attachment G. Grants The quarterly financial reports provide a status update on all active grants and any completed projects for which funding is yet to be received. Active grants are those that have not yet been fully closed out with the granting agency. Below is a high-level summary of the grant tracking document. Please refer to Attachment H for complete grant tracking updates. Competitive Grants Non-Competitive Grants Active Grants 15 20 Pending Results 0 0 Total Grant Dollars Awarded $28,859,428 $4,054,938 Staff will continue to provide additional updates on the status of grants as part of the quarterly financial reports. Capital Improvement Plan Public Works staff will bring the Capital Improvement Program FY 2026-27 proposal to City Council in March 2026, for review and later inclusion in the FY 2026-27 Budget discussions. CIP Project Status The quarterly financial reports provide a revised estimate and update on Capital Improvement Program (CIP) projects. As of mid-year, the Public Works Department is not requesting any revisions to the capital budget. See Attachment I for the status of projects. City Work Program On December 1, 2025, Council added six new projects to the FY 2025-27 City Work Program. These have been incorporated into the two-year CWP and any funding needs, if any, will be presented as part of proposed budget study sessions in May 2026. 180 CC 03-03-2026 Searchable Packet 180 of 495 23 Other Budget Items Sheriff’s Contract Increase The complete impact of the Sheriff contract increase is not yet known. Staff is continuing to negotiate and provide updates as additional information becomes available, as noted in the earlier forecast section of this report. Reorganization of Insurance Administration from Human Resources to City Attorney’s Office As part of ongoing City operational alignment, the Insurance Administration Program was transferred from Administrative Services to the City Attorney’s Office. The City Attorney’s Office maintains day-to-day contact with PLAN JPA (the City’s self-insurance pool) and serves as the Board appointees to PLAN. In addition, the City Attorney’s Office oversees and manages the City’s general liability and property insurance programs. Given this existing oversight and regular coordination with PLAN JPA, consolidating the Insurance Administration Program within the City Attorney’s Office improves efficiency, streamlines communications, and ensures consistent management of the City’s risk mitigation and insurance functions. Reorganization of Human Resources Division from Administrative Services to City Manager’s Office The Human Resources Division has been reassigned from the Administrative Services Department to the City Manager’s Office. In this structure, Human Resources provides direct support to the City Manager and delivers strategic and operational services and continues to support the policy direction of the City Council. This change strengthens coordination across departments and enhances the City’s ability to address citywide priorities and workforce needs. Development Services Division Salary Savings for 3rd Party Inspection Services Following the retirement of a Public Works Inspector, the Public Works Department expects to fill the position permanently in April, creating a 3–4 month vacancy. Because existing staff cannot fully absorb the additional workload, the Department proposes hiring temporary inspection services at an estimated cost of $73,600 which includes contingency. These costs would be covered by salary savings from the vacant position, allowing the Department to maintain service levels without exceeding the approved budget. Without using these savings, additional appropriations or service delays may occur. Sustainability Impact No sustainability impact. Fiscal Impact The Mid-Year Financial Report shows the City is positioned as anticipated. City staff recommends adjustments of $663,616 in new appropriations, funded by $149,578 in revenues and $514,038 in one-time fund balance. The City will continue to monitor its 181 CC 03-03-2026 Searchable Packet 181 of 495 24 revenue and expenditure trends closely to ensure it remains on track toward achieving its budgetary goals and objectives. City Work Program (CWP) Item/Description: None Council Goal: Public Engagement and Transparency, Fiscal Strategy California Environmental Quality Act Not applicable. _____________________________________ Prepared by: Toni Oasay-Anderson, Acting Budget Manager Reviewed by: Jonathan Orozco, Acting Director of Administrative Services Floy Andrews, Interim City Attorney Approved for Submission by: Tina Kapoor, City Manager Attachments: A – FY 2025-26 Mid-Year Financial Report B – Draft Resolution – Budget Appropriations C – Description of Carryovers and Adjustments as of December 31, 2025 D – Description of Budget Transfers as of December 31, 2025 E – FY 2025-26 Mid-Year Recommended Adjustments F – Mid-Year Performance Measures G – FY 2025-26 Mid-Year Special Projects Update as of December 31, 2025 H – FY 2025-26 Competitive and Non-Competitive Citywide Grants Tracking I – Capital Improvement Program Project Status J - Draft Resolution – Unrepresented Agreement Update K – Unrepresented Employees’ Compensation Program (Clean) L – Unrepresented Employees’ Compensation Program (Redline) 182 CC 03-03-2026 Searchable Packet 182 of 495 This Financial Report is interactive. Click on a chart to learn more. Background On June 3, 2025, the City Council adopted the FY 2025-26 Adopted Budget, a $136.1 million spending plan funded by $133.7 million in revenue and $2.4 million in fund balance. The adopted budget reflected a $68,966 increase from the proposed budget. As described in the City Manager’s First Quarter Financial Report, the budget was revised to account for encumbrances and carryover appropriations. As part of the FY 2024-25 year-end close, additional funds were carried forward to FY 2025-26, amounting to $18.2 million in encumbrances and $68.3 million in budget carryovers. The largest encumbrances were for Capital Projects ($8.2 million), and the largest carryovers were for General Fund ($28.1 million). Furthermore, the FY 2025-26 Amended Budget includes Council-approved budget adjustments from July 1 to December 31, 2025, totaling $228,948,923 across all funds primarily due to negotiated increases for all bargaining groups The amended budget at the end of mid-year is $228.9 million, funded with $186.2 million in revenue and $42.7 million in fund balance. The amended budget is the adopted budget, plus encumbrances, carryovers, and Council-approved budget adjustments. The reflection of carryovers and encumbrances in the amended budget is a standard practice in municipal budgeting and aligns with the amounts in previous years, which have been approximately $80 million. Carryovers and encumbrances are appropriations approved in prior years but have not yet been spent and are still required for ongoing projects or obligations. CITY OF CUPERTINO FY 2025-26 Mid-Year Financial Report The Administrative Services Department is pleased to present the Mid-Year Financial Report for Fiscal Year 2024-25, covering the period from July 1, 2025 to December 31, 2025. This report serves as an update on the City's financial standing, providing the City Council, City leadership, and the public with important insights on the City's fiscal status. The City is committed to providing accurate and timely financial information, and this report reflects its ongoing efforts to maintain transparency and accountability. 183 CC 03-03-2026 Searchable Packet 183 of 495 Amended Budget 2023-24 Adopted Budget 2023-24 Amended Budget Q2 2023-24 Amended Budget Q4 2024-25 Amended Budget Q1 2024-25 Amended Budget Q3 2025-26 Amended Budget Q2 Fiscal Year 0.0 50.0M 100.0M 150.0M 200.0M Do l l a r s Public Works Capital Projects Community Development Law Enforcement Non Departmental Parks and Recreation Administrative Services Innovation & Technology Administration Council and Commissions Community Development Flow of Funds Chart (in Millions) General Fund Revenues, Expenditures, and Fund Balance To date the City’s financial statement audit has yet to be issued and revenue, expenditure, and fund balance totals listed in this report are preliminary and subject to change after a full review by the City’s auditors. City staff does not anticipate many if any changes from the auditors. 184 CC 03-03-2026 Searchable Packet 184 of 495 December 2020-21 Actual 2021-22 Amended Budget Q2 June 2021-22 Actual December 2022-23 Actual 2023-24 Adopted Budget December 2023-24 Actual 2024-25 Adopted Budget 2025-26 Amended Budget Q2 December 2025-26 Actual Fiscal Year 0.0 100.0M 25.0M 50.0M 75.0M 125.0M Do l l a r s Revenues Expenses -$9,709,408.28 Revenues Less Expenses in Dec 2025 -$15M -$10M -$5M $0 $5M $10M Dec 2021 Dec 2023 Dec 2025 $15,741,940.31 Revenues Less Expenses in Jun 2025 $0 $5M $10M $15M $20M $25M $30M Jun 2021 Jun 2023 Jun 2025 General Fund Revenue and Expenditure Trends As of December 31, 2025, General Fund revenues have totaled $134.6 million, representing 31.74% of the budgeted revenue. This is below the mid-year revenue range of the past three years, which was between 33% and 405%. General Fund expenditures have totaled $137.6 million, which is 38.08% of the budgeted appropriations*. This is below the mid-year expenditure range of the previous three years, which was between 43% and 53% of year-end actual expenditures. To ensure fiscal stability, staff will continue to closely monitor leading revenue sources throughout the year. General Fund Revenues - Expenses at Mid-Year General Fund Revenues - Expenses at Year End 185 CC 03-03-2026 Searchable Packet 185 of 495 General Fund Revenues - Mid-Year Actuals vs Budget Data Updated Feb 20, 2026, 11:35 AM 12/2020 12/2021 12/202212/202312/202412/2025 31.74% In Revenues of $134,564,941.00 Budgeted through Dec 2025 General Fund Expenses - Mid-Year Actuals vs Budget Data Updated Feb 20, 2026, 11:35 AM 12/2020 12/2021 12/202212/202312/202412/2025 38.08% In Expenses of $137,641,838.00 Budgeted through Dec 2025 $42,709,391.70 Revenues in Dec 2025 $0 $20M $40M $60M $80M $100M $120M Dec 2020 Dec 2021 Dec 2022 Dec 2023 Dec 2025 $52,418,799.98 Expenses in Dec 2025 $0 $20M $40M $60M $80M $100M Dec 2020 Dec 2021 Dec 2022 Dec 2023 Dec 2025 $42,709,391.70 Revenues in Dec 2025 Property Tax Sales Tax Charges for ... Other Use of Money Intergovernm... $52,418,799.98 Expenses in Dec 2025 Contract Ser... Employee Com... Other Employee Ben... Cost Allocat... Transfers Ou... General Fund Revenues - Mid-Year vs Year End Actuals General Fund Expenses - Mid-Year vs Year End Actuals General Fund Revenues by Type General Fund Expenses by Type 186 CC 03-03-2026 Searchable Packet 186 of 495 General Fund Classification of Fund Balance As of mid-year, staff anticipate the General Fund will end FY 2025-26 with $185 million in fund balance, an increase of $29.0 million from the FY 2025-26 Adopted Budget fund balance projection. The increase from the Adopted Budget is a result of both year-end revenues exceeding expenditures and budget savings achieved in the prior fiscal year. It’s important to note that the only portion available for use, according to City policy, is unassigned funds. Committed funds are set aside for specific purposes determined by City Council resolution. Restricted funds, such as the Section 115 Pension Trust, are allocated for specific purposes stipulated by external resource providers. Assigned funds are reserved for encumbrances. Of the total fund balance, $89.7 million is unassigned and available to be used. Approximately $10.7 million of unassigned fund balance is attributed to Vallco Town Center plan check and building inspection revenues that were carried over. These revenues will continue to be carried over each year until the services are rendered, and the revenues are recognized. Recommended Adjustments The City's departments regularly evaluate their budget expenditures throughout the fiscal year to ensure they stay within their budget appropriations. In case of any variance, they can request budget adjustments as necessary as part of the quarterly reports. The budget adjustment requests are summarized in the table below. 187 CC 03-03-2026 Searchable Packet 187 of 495 Summary The Mid-Year Financial Report shows the City is positioned as anticipated. City staff recommends adjustments of $663,616 in new appropriations, funded by $149,578 in revenues and $514,038 in one-time fund balance. The City will continue to monitor its revenue and expenditure trends closely to ensure it remains on track toward achieving its budgetary goals and objectives. City of Cupertino, California Cupertino City Hall 10300 Torre Avenue Cupertino, CA 95014-3202 View the City Council Meeting Agenda View the City's Budgets View the City's Financial Transparency Portal Powered by OpenGov 188 CC 03-03-2026 Searchable Packet 188 of 495 RESOLUTION NO. 26-XXX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO AMENDING THE OPERATING BUDGET FOR FISCAL YEAR 2025-26 BY APPROPRIATING, TRANSFERRING, AND UNAPPROPRIATING MONIES FOR SPECIFIED FUNDS WHEREAS, the orderly administration of municipal government depends on a sound fiscal policy of maintaining a proper ratio of expenditures within anticipated revenues and available monies; and WHEREAS, accomplishing City Council directives, projects and programs, and performing staff duties and responsibilities likewise depends on the monies available for that purpose; and WHEREAS, the City Manager has determined that the balances from the funds specified in this resolution are adequate to cover the proposed amended appropriations, and therefore recommends the fund reallocations described herein. NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby approve the recommended fund reallocations and ratifies the attached amended appropriations as set forth in Exhibit A. PASSED AND ADOPTED at a special meeting of the City Council of the City of Cupertino this 3rd day of March 2026, by the following vote: Members of the City Council AYES: NOES: ABSENT: ABSTAIN: 189 CC 03-03-2026 Searchable Packet 189 of 495 Resolution No. __________________ Page 2 SIGNED: ________ Kitty Moore, Mayor City of Cupertino ________________________ Date ________ Lauren Sapudar, Deputy City Clerk ________________________ Date 190 CC 03-03-2026 Searchable Packet 190 of 495 Attachment B Exhibit A General Fund 663,616 18,478 (645,138) Special Revenue Funds - - - Capital Project Funds - - - Enterprise Funds - - - Internal Service Funds - 131,100 131,100 Total Appropriation Amendment All Funds $ 663,616 $ 149,578 $ (514,038) Fund Balance (Use of) Appropriation Amendment by Fund Revenue Amendment Appropriation Amendment 191 CC 03-03-2026 Searchable Packet 191 of 495 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025 Attachment C Budget Adjustment Type Fund Description Amount BUDGET CARRYOVERS Budget Carryover 100  General Fund Budget Carryover ‐ ERP 2,500,000                Budget Carryover 100  General Fund Code Enforcement Building Abatements 21,995                     Budget Carryover 100  General Fund Community Shuttle Program 534,262                   Budget Carryover 100  General Fund CWP ‐ Project in progress 250,000                   Budget Carryover 100  General Fund CWP Active Transportation Plan 29,237                     Budget Carryover 100  General Fund CWP Bicycle facilities 50,000                     Budget Carryover 100  General Fund CWP RHNA and GP Update 192,996                   Budget Carryover 100  General Fund Facility repairs 17,030                     Budget Carryover 100  General Fund FY 24‐25 Donated funds for instructor Ginger Tsun 1,870                       Budget Carryover 100  General Fund General Plan 169,805                   Budget Carryover 100  General Fund Graphic Design and Communications Support 20,000                     Budget Carryover 100  General Fund HVAC project 123,675                   Budget Carryover 100  General Fund HVAC Special Project 45,000                     Budget Carryover 100  General Fund I‐280/Wolfe Rd Interchange Proj 4,000,000                Budget Carryover 100  General Fund Irrigation Controller Settlement 87,428                     Budget Carryover 100  General Fund Laserfiche Planning Map Scanning 726                          Budget Carryover 100  General Fund Marina Plaza 23,317                     Budget Carryover 100  General Fund Materials Bunker Repair 52,014                     Budget Carryover 100  General Fund ongoing city bridge repairs 315,180                   Budget Carryover 100  General Fund Ongoing crossing guard services 27,979                     Budget Carryover 100  General Fund Ongoing Pub Safe Block Ldr & Neighb Watch program 9,700                       Budget Carryover 100  General Fund Refundable Deposit Expense Special Contracts 22,427                     Budget Carryover 100  General Fund Sign Ordinance Update 200,000                   Budget Carryover 100  General Fund State grant ‐ business continuity and resiliency 310,487                   Budget Carryover 100  General Fund State grant ‐ EOC improvements.500,000                   Budget Carryover 100  General Fund Stay Active Fund 57,735                     Budget Carryover 100  General Fund The Hamptons 108,640                   Budget Carryover 100  General Fund Tree List 50,000                     Budget Carryover 100  General Fund Urban Forest Master Plan 60,000                     Budget Carryover 100  General Fund Vallco SB35/Rise 103,026                   Budget Carryover 100  General Fund VTC ‐ Project in progress 766,777                   Budget Carryover 100  General Fund VTC Inspections 5,406,634                Budget Carryover 100  General Fund VTC Plan Check 11,999,999             Budget Carryover 100  General Fund Westport 30,339                     Budget Carryover 100  General Fund Moss Adams Grants Project 17,113                     TOTAL GENERAL FUND 28,105,391 Budget Carryover 230  Env Mgmt Cln Crk Strm Drain Root removal and other system repairs 469,907 Budget Carryover 265  BMR Housing Develop ELI Housing 235,296 19 2 CC 03-03-2026 Searchable Packet 192 of 495 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025 Attachment C Budget Adjustment Type Fund Description Amount Budget Carryover 270  Transportation Fund BPMP Bridge Rehab Minor Project 107,646 Budget Carryover 270  Transportation Fund Ongoing annual asphalt project 4,655,313 Budget Carryover 270  Transportation Fund ongoing annual concrete repair project 1,187,915 Budget Carryover 270  Transportation Fund Rdway Safety Improvements ‐ HSIP Project 3,500,747 Budget Carryover 270  Transportation Fund roadway marking projects and sign surveys 10,000 Budget Carryover 270  Transportation Fund SB1 roads maint projects 1,779,164 Budget Carryover 280  Park Dedication Lawrence‐Mitty Park Project 5,323,849 TOTAL SPECIAL REVENUE FUNDS 17,269,837 Budget Carryover 420  Capital Improvement Fund ADA Improvements 191,990 Budget Carryover 420  Capital Improvement Fund Bike Plan Implementation fund 5,822,120 Budget Carryover 420  Capital Improvement Fund City Hall & Community Hall Improvements 421,560 Budget Carryover 420  Capital Improvement Fund City Hall Annex (formerly10455 Torre Ave) Improvements 2,216,647 Budget Carryover 420  Capital Improvement Fund City Lighting LED Transition Assessment 411,742 Budget Carryover 420  Capital Improvement Fund CW Bldg Condition Assess Impl 1,382,113 Budget Carryover 420  Capital Improvement Fund EVCS Expansion ‐ Service Center 558,840 Budget Carryover 420  Capital Improvement Fund Inclusive Play Area Planning Project warranty period 271,054 Budget Carryover 420  Capital Improvement Fund Library expansion 391,910 Budget Carryover 420  Capital Improvement Fund McClellan Ranch West Parking Lot Impro 7,084 Budget Carryover 420  Capital Improvement Fund McClellan Road Bridge Replacement (two grants)5,850,000 Budget Carryover 420  Capital Improvement Fund Playground Equipment (Creekside & Varian)916,327 Budget Carryover 420  Capital Improvement Fund PV Systems Design & Installation 2,131,667 Budget Carryover 420  Capital Improvement Fund SCB/Bandley Signal & Median Imps 142,208 Budget Carryover 420  Capital Improvement Fund School Walk Audit Implementation 765,825 Budget Carryover 420  Capital Improvement Fund SLTG/280 Ped Bridge Lighting 46,449 Budget Carryover 420  Capital Improvement Fund St Light Install ‐ Annual Infill 142,380 Budget Carryover 420  Capital Improvement Fund Stevens Creek Bridge Repair 235,000 Budget Carryover 420  Capital Improvement Fund Vai Avenue Outfall Replacement 434,803 Budget Carryover 420  Capital Improvement Fund Various Park Amenities 351,421 TOTAL CAPITAL PROJECT FUNDS 22,691,140 Budget Carryover 520  Resource Recovery Grant expenditure account (CalRecycle)120,990 Budget Carryover 520  Resource Recovery Landfill/Solid Waste agreement 31,616 Budget Carryover 520  Resource Recovery Single Use Plastics Ordinance 3,470 Budget Carryover 570  Sports Center HVAC Special Project 25,536 TOTAL ENTERPRISE FUNDS 181,612 Budget Carryover 610  Innovation & Technology Acting Admin assignment ‐ Marilyn FMLA 5,202 Budget Carryover 610  Innovation & Technology Laserfische Manage Cloud environment 50,000 Budget Carryover 630  Vehicle/Equip Replacement Fleet/Equip Asset purchases 41,761 19 3 CC 03-03-2026 Searchable Packet 193 of 495 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025 Attachment C Budget Adjustment Type Fund Description Amount TOTAL INTERNAL SERVICE FUNDS 96,963 TOTAL BUDGET CARRYOVERS 68,344,943 19 4 CC 03-03-2026 Searchable Packet 194 of 495 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025 Attachment C Budget Adjustment Type Fund Description Amount COUNCIL ACTIONS Council Action 100  General Fund Addition of Assist Dir. PR 291,532 Council Action 100  General Fund Removal of ACM (399,323) Council Action 100  General Fund New Budget no CEA, w Negotiations 1,014,273 Council Action 100  General Fund Labor Negotiations 1,014,270 Council Action 100  General Fund RVS JE 2026‐1131 New Budget no CEA, w Negotiations (1,014,273) Council Action 100  General Fund ADA Baseline Assessment & Action Plan 50,687 Council Action 100  General Fund City Hall Improvements project increase 2,500,000 2,500,000 TOTAL GENERAL FUND 3,457,166 Council Action 230  Env Mgmt Cln Crk Strm Drain New Budget no CEA, w Negotiations 19,339 Council Action 230  Env Mgmt Cln Crk Strm Drain Labor Negotiations 19,339 Council Action 230  Env Mgmt Cln Crk Strm Drain RVS JE 2026‐1131 New Budget no CEA, w Negotiations (19,339) Council Action 270  Transportation Fund New Budget no CEA, w Negotiations 56,193 Council Action 270  Transportation Fund Labor Negotiations 56,193 Council Action 270  Transportation Fund RVS JE 2026‐1131 New Budget no CEA, w Negotiations (56,193) TOTAL SPECIAL REVENUE FUNDS 75,532 Council Action 420  Capital Improvement Fund City Hall Improvements project increase 2,500,000 2,500,000 TOTAL SPECIAL REVENUE FUNDS 2,500,000 Council Action 520  Resource Recovery New Budget no CEA, w Negotiations 6,559 Council Action 520  Resource Recovery Labor Negotiations 6,559 Council Action 520  Resource Recovery RVS JE 2026‐1131 New Budget no CEA, w Negotiations (6,559) Council Action 560  Blackberry Farm New Budget no CEA, w Negotiations 4,209 Council Action 560  Blackberry Farm Labor Negotiations 4,209 Council Action 560  Blackberry Farm RVS JE 2026‐1131 New Budget no CEA, w Negotiations (4,209) Council Action 560  Blackberry Farm BBF Golf Course Maintenance Agreement Jan 26‐ June 26 125,000 Council Action 570  Sports Center New Budget no CEA, w Negotiations 10,533 Council Action 570  Sports Center Labor Negotiations 10,533 Council Action 570  Sports Center RVS JE 2026‐1131 New Budget no CEA, w Negotiations (10,533) Council Action 580  Recreation Program New Budget no CEA, w Negotiations 6,393 Council Action 580  Recreation Program Labor Negotiations 6,393 Council Action 580  Recreation Program RVS JE 2026‐1131 New Budget no CEA, w Negotiations (6,393) TOTAL ENTERPRISE FUNDS 152,694 Council Action 610  Innovation & Technology New Budget no CEA, w Negotiations 74,632 Council Action 610  Innovation & Technology Labor Negotiations 74,632 19 5 CC 03-03-2026 Searchable Packet 195 of 495 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025 Attachment C Budget Adjustment Type Fund Description Amount Council Action 610  Innovation & Technology RVS JE 2026‐1131 New Budget no CEA, w Negotiations (74,632) Council Action 620  Workersʹ Compensation New Budget no CEA, w Negotiations 1,868 Council Action 620  Workersʹ Compensation Labor Negotiations 1,868 Council Action 620  Workersʹ Compensation RVS JE 2026‐1131 New Budget no CEA, w Negotiations (1,868) Council Action 630  Vehicle/Equip Replacement New Budget no CEA, w Negotiations 22,477 Council Action 630  Vehicle/Equip Replacement Labor Negotiations 22,477 Council Action 630  Vehicle/Equip Replacement RVS JE 2026‐1131 New Budget no CEA, w Negotiations (22,477) TOTAL INTERNAL SERVICE FUNDS 98,977 TOTAL COUNCIL ACTIONS 6,284,369 19 6 CC 03-03-2026 Searchable Packet 196 of 495 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025 Attachment C Budget Adjustment Type Fund Description Amount FIRST QUARTER ADJUSTMENTS First Quarter Adjustment 100  General Fund 4th of July 140,000 First Quarter Adjustment 100  General Fund CAP Reallocation (892,702) First Quarter Adjustment 100  General Fund Citation Processing Center ‐ Fees 30,000 First Quarter Adjustment 100  General Fund CRM Software Solution 15,000 First Quarter Adjustment 100  General Fund GF HSG Grant Contracts 79,000 First Quarter Adjustment 100  General Fund I&T ‐ Video ‐ Operational Enhancements ‐ Small Tools 7,000 First Quarter Adjustment 100  General Fund Plan Review Services ‐ Toll Brothers 175,000 First Quarter Adjustment 100  General Fund PW ‐ Facilities 100‐87‐828 ‐ Library HVAC VFD Replacement 20,000 First Quarter Adjustment 100  General Fund PW ‐ Transportation 844 ‐ Traffic Data Collection 200,000 First Quarter Adjustment 100  General Fund PW ‐ TreesROW 261 Trail Maintenance ‐ Bridge Fencing 7,000 First Quarter Adjustment 100  General Fund PW ‐ TreesROW 825 Street Tree Maintenance ‐ Budget Amendment 24,386 TOTAL GENERAL FUND (195,316) First Quarter Adjustment 230  Env Mgmt Cln Crk Strm Drain CAP Reallocation (55,167) First Quarter Adjustment 270  Transportation Fund CAP Reallocation (131,216) First Quarter Adjustment 270  Transportation Fund PW DEFUND ‐ Bollinger Rd 106,400 First Quarter Adjustment 270  Transportation Fund PW DEFUND ‐ McClellan Rd Separated Bike Ph3 99,632 First Quarter Adjustment 270  Transportation Fund RV Ordinance Signage 40,000 TOTAL SPECIAL REVENUE FUNDS 59,649 First Quarter Adjustment 420  Capital Improvement Fund PW DEFUND ‐ BBF Park Pool Improv 32,751 First Quarter Adjustment 420  Capital Improvement Fund PW DEFUND ‐ De Anza Blvd Buffered Bike Lanes 5,533 TOTAL CAPITAL PROJECT FUNDS 38,284 First Quarter Adjustment 570  Sports Center CAP Reallocation (29,689) TOTAL ENTERPRISE FUNDS (29,689) First Quarter Adjustment 610  Innovation & Technology Accessibility, Security, and Operational Updates 15,000 First Quarter Adjustment 610  Innovation & Technology Control Room Project AV Systems Upgrade 131,100 First Quarter Adjustment 610  Innovation & Technology Control Room Project Tech Refresh ‐ Reimbursement 72,500 First Quarter Adjustment 610  Innovation & Technology Operational Enhancements 25,000 First Quarter Adjustment 630  Vehicle/Equip Replacement CAP Reallocation (77,889) TOTAL INTERNAL SERVICE FUNDS 165,711 TOTAL FIRST QUARTER ADJUSTMENTS 38,639 19 7 CC 03-03-2026 Searchable Packet 197 of 495 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025 Attachment C Budget Adjustment Type Fund Description Amount ENCUMBRANCE CARRYOVERS Encumbrance Carryover 100  General Fund Year End Soft Close 95,000 Encumbrance Carryover 100  General Fund Year End Soft Close 10,000 Encumbrance Carryover 100  General Fund Year End Soft Close 1,035,180 Encumbrance Carryover 100  General Fund Year End Soft Close 1,175,979 Encumbrance Carryover 100  General Fund Year End Soft Close 9,451 Encumbrance Carryover 100  General Fund Year End Soft Close 16,735 Encumbrance Carryover 100  General Fund Year End Soft Close 50,055 Encumbrance Carryover 100  General Fund Year End Soft Close 16,373 Encumbrance Carryover 100  General Fund Year End Soft Close 48,760 Encumbrance Carryover 100  General Fund Year End Soft Close 1,513,706 Encumbrance Carryover 100  General Fund Year End Soft Close 96,792 Encumbrance Carryover 100  General Fund Year End Soft Close 1,498,550 Encumbrance Carryover 100  General Fund Year End Soft Close 1,380,208 Encumbrance Carryover 100  General Fund Year End Soft Close 207,754 Encumbrance Carryover 100  General Fund PO2025‐254 carryover adj 3,000 Encumbrance Carryover 100  General Fund PO2022‐471 carryover adj 5,000 TOTAL GENERAL FUND 7,162,543 Encumbrance Carryover 230  Env Mgmt Cln Crk Strm Drain Year End Soft Close 42,281 Encumbrance Carryover 230  Env Mgmt Cln Crk Strm Drain Year End Soft Close 60,000 Encumbrance Carryover 230  Env Mgmt Cln Crk Strm Drain Year End Soft Close 28,961 Encumbrance Carryover 260  CDBG Year End Soft Close 73,175 Encumbrance Carryover 265  BMR Housing Year End Soft Close 11,084 Encumbrance Carryover 270  Transportation Fund Year End Soft Close 26,310 Encumbrance Carryover 270  Transportation Fund Year End Soft Close 972,592 Encumbrance Carryover 270  Transportation Fund Year End Soft Close 34,666 Encumbrance Carryover 270  Transportation Fund Reverse PO 2025‐542 soft close (134,653) Encumbrance Carryover 280  Park Dedication Year End Soft Close 490,566 TOTAL SPECIAL REVENUE FUNDS 1,604,982 Encumbrance Carryover 420  Capital Improvement Fund Year End Soft Close 649,164 Encumbrance Carryover 420  Capital Improvement Fund Year End Soft Close 7,428,747 Encumbrance Carryover 420  Capital Improvement Fund Year End Soft Close 120,625 TOTAL CAPITAL PROJECT FUNDS 8,198,536 Encumbrance Carryover 520  Resource Recovery Year End Soft Close 2,646 Encumbrance Carryover 520  Resource Recovery Year End Soft Close 412,364 Encumbrance Carryover 520  Resource Recovery Year End Soft Close 32,246 Encumbrance Carryover 520  Resource Recovery Year End Soft Close 28,961 19 8 CC 03-03-2026 Searchable Packet 198 of 495 Detailed Budget Carryovers, Council-approved Adjustments, and Encumbrance Carryovers as of December 31, 2025 Attachment C Budget Adjustment Type Fund Description Amount Encumbrance Carryover 570  Sports Center Year End Soft Close 59,341 TOTAL ENTERPRISE FUNDS 535,558 Encumbrance Carryover 610  Innovation & Technology Year End Soft Close 3,825 Encumbrance Carryover 630  Vehicle/Equip Replacement Year End Soft Close 461,648 Encumbrance Carryover 630  Vehicle/Equip Replacement Year End Soft Close 96,709 Encumbrance Carryover 630  Vehicle/Equip Replacement Year End Soft Close 117,138 Encumbrance Carryover 630  Vehicle/Equip Replacement carryover PO 2025‐432 (Turf Star)33,632 TOTAL INTERNAL SERVICE FUNDS 712,952 TOTAL ENCUMBRANCE CARRYOVERS 18,214,571 BUDGET CARRYOVER, COUNCIL APPROVED ADJUSTMENT, AND ENCUMBRANCE CARRYOVER TOTAL 92,882,522 FY 2025‐26 ADOPTED BUDGET 136,066,401 FY 2024‐25 AMENDED BUDGET AS DECEMBER 31, 2025 228,948,923$         19 9 CC 03-03-2026 Searchable Packet 199 of 495 Budget Transfers as of December 31, 2025 Attachment D GL Account Description Amount 100‐12‐633 700‐702 ‐ Contract Services General Service Agreement Reorg transfer revenue PR back to CMO 60,000          100‐65‐633 700‐702 ‐ Contract Services General Service Agreement Reorg transfer revenue PR back to CMO (60,000)         ‐                    100‐32‐308 600‐606 ‐ Materials Software AI Building Code Pilot Tool ‐ Fund reappropriation (5,000)           100‐32‐308 750‐284 ‐ Special Projects AI Building Code Pilot Tool AI Building Code Pilot Tool ‐ Fund reappropriation 5,000            ‐                    100‐61‐605 500‐502 ‐ Employee Compensation Salaries Part Time Transfer Big Bunny 5K Budget and Revenue 946               100‐61‐605 501‐501 ‐ Employee Benefits PT Medicare Transfer Big Bunny 5K Budget and Revenue 14                 100‐61‐605 501‐519 ‐ Employee Benefits PT PARS Transfer Big Bunny 5K Budget and Revenue 12                 100‐61‐605 600‐602 ‐ Materials Printing and Duplication Transfer Big Bunny 5K Budget and Revenue 700               100‐61‐605 600‐604 ‐ Materials Postage Transfer Big Bunny 5K Budget and Revenue 800               100‐61‐605 600‐613 ‐ Materials General Supplies Transfer Big Bunny 5K Budget and Revenue 15,934          100‐61‐605 700‐702 ‐ Contract Services General Service Agreement Transfer Big Bunny 5K Budget and Revenue 2,400            100‐61‐605 700‐704 ‐ Contract Services Insurance Fees, Claims, Premiums Transfer Big Bunny 5K Budget and Revenue 2,250            100‐62‐640 500‐502 ‐ Employee Compensation Salaries Part Time Transfer Big Bunny 5K Budget and Revenue (946)              100‐62‐640 501‐501 ‐ Employee Benefits PT Medicare Transfer Big Bunny 5K Budget and Revenue (14)                100‐62‐640 501‐519 ‐ Employee Benefits PT PARS Transfer Big Bunny 5K Budget and Revenue (12)                100‐62‐640 600‐602 ‐ Materials Printing and Duplication Transfer Big Bunny 5K Budget and Revenue (700)              100‐62‐640 600‐604 ‐ Materials Postage Transfer Big Bunny 5K Budget and Revenue (800)              100‐62‐640 600‐613 ‐ Materials General Supplies Transfer Big Bunny 5K Budget and Revenue (15,934)         100‐62‐640 700‐702 ‐ Contract Services General Service Agreement Transfer Big Bunny 5K Budget and Revenue (2,400)           100‐62‐640 700‐704 ‐ Contract Services Insurance Fees, Claims, Premiums Transfer Big Bunny 5K Budget and Revenue (450)              100‐62‐640 700‐705 ‐ Contract Services Law Enforcement Services Transfer Big Bunny 5K Budget and Revenue (1,800)           ‐                    570‐63‐621 600‐608 ‐ Materials Sml Tools and Equipment Transfer Sports Center Gate budget to Fixed Asset account (26,818)         570‐63‐621 900‐945 ‐ Capital Outlay Fixed Asset Acquisition Transfer Sports Center Gate budget to Fixed Asset account 26,818          ‐                    100‐32‐308 600‐606 ‐ Materials Software Microsoft Fabric with AI Foundry ‐ Fund reappropriation (22,000)         100‐32‐308 750‐283 ‐ Special Projects Expansion of Microsoft Fabric Microsoft Fabric with AI Foundry ‐ Fund reappropriation 22,000          ‐                    100‐73‐714 600‐613 ‐ Materials General Supplies transferring to consolidate funds to record expense correctly (427)              100‐73‐715 600‐613 ‐ Materials General Supplies transferring to consolidate funds to record expense correctly (1,372)           100‐74‐202 600‐601 ‐ Materials General Office Supplies transferring to consolidate funds to record expense correctly (129)              100‐74‐202 600‐602 ‐ Materials Printing and Duplication transferring to consolidate funds to record expense correctly (120)              100‐74‐202 600‐608 ‐ Materials Sml Tools and Equipment transferring to consolidate funds to record expense correctly (250)              20 0 CC 03-03-2026 Searchable Packet 200 of 495 Budget Transfers as of December 31, 2025 Attachment D GL Account Description Amount 100‐74‐202 600‐611 ‐ Materials Uniforms/Safety Appar transferring to consolidate funds to record expense correctly (520)              100‐74‐202 600‐613 ‐ Materials General Supplies transferring to consolidate funds to record expense correctly 7,123            100‐74‐202 600‐629 ‐ Materials Conference and Training transferring to consolidate funds to record expense correctly (824)              100‐74‐202 719‐705 ‐ Contingencies Contingencies transferring to consolidate funds to record expense correctly (3,481)           ‐                    100‐84‐808 700‐702 ‐ Contract Services General Service Agreement Transfer vegetation management funds into one Grounds GL 813 (15,000)         100‐84‐811 700‐702 ‐ Contract Services General Service Agreement Transfer vegetation management funds into one Grounds GL 813 (30,000)         100‐84‐812 700‐702 ‐ Contract Services General Service Agreement Transfer vegetation management funds into one Grounds GL 813 (10,000)         100‐84‐813 700‐702 ‐ Contract Services General Service Agreement Transfer vegetation management funds into one Grounds GL 813 55,000          ‐                    100‐12‐632 750‐227 ‐ Special Projects CWP Public Safety res/com areas Comm Outreach from P&R to CMO ‐ Block Leaders 9,700            100‐12‐633 750‐240 ‐ Special Projects MRC Rise OEM from P&R to CMO ‐ CalOES Grant 500,000        100‐65‐632 750‐227 ‐ Special Projects CWP Public Safety res/com areas Comm Outreach from P&R to CMO ‐ Block Leaders (9,700)           100‐65‐633 750‐240 ‐ Special Projects MRC Rise OEM from P&R to CMO ‐ CalOES Grant (500,000)       ‐                    100‐32‐308 600‐606 ‐ Materials Software Fund Transfer from Trees to IT, for Sonic Tomography procurement 25,000          100‐86‐825 900‐945 ‐ Capital Outlay Fixed Asset Acquisition Fund Transfer from Trees to IT, for Sonic Tomography procurement (25,000)         ‐                    100‐12‐126 600‐613 ‐ Materials General Supplies CREST/Comm Service Awards/70th Anniversary Budget Consolidation (7,338)           100‐12‐126 750‐277 ‐ Special Projects Cupertino 70th Anniversary Celeb CREST/Comm Service Awards/70th Anniversary Budget Consolidation 7,338            ‐                    570‐63‐621 600‐613 ‐ Materials General Supplies Transfer maintenance of equipment funds from 600‐613 to 700‐703 (13,504)         570‐63‐621 700‐703 ‐ Contract Services Maintenance of Equipment Transfer maintenance of equipment funds from 600‐613 to 700‐703 13,504          TOTAL ‐                    20 1 CC 03-03-2026 Searchable Packet 201 of 495 FY 2025-26 Mid-Year Recommended Budget Adjustments Attachment D 3/3/2026 10015141700702 410,000 City Attorneyʹs Office Proposal ‐ Contract Services 3/3/2026 10062623600639 15,944 Hidden Treasures Proceeds 3/3/2026 10087830900905 6,111 PW ‐ HVAC System Compressor Replacement 3/3/2026 10031305600606 15,000 I&T ‐ Video ‐ Closed Captioning 3/3/2026 10062623450404 18,178 Hidden Treasures Proceeds 3/3/2026 10062623480409 300 Stay Active Fund Donation 3/3/2026 10090001800902 131,100 IT PEG Transfer Out 3/3/2026 61034310421401 131,100 IT PEG Transfer In 3/3/2026 10041405700702 75,000 Finance consulting, additional auditing and tax services 3/3/2026 10015141500501 8,819 Sr Asst City Attorney salary alignment 3/3/2026 10015141501500 1,442 Sr Asst City Attorney salary alignment 3/3/2026 10015141501507 200 Sr Asst City Attorney salary alignment 202 CC 03-03-2026 Searchable Packet 202 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: Administrative Services Finance Goal: Financial Stability ‐ Provide a sustainable level of core services that are funded from ongoing and stable revenue sources. So that…Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec General Fund committed, assigned,  and unassigned fund balance as a %  of budgeted appropriations 121%162% ** Number of consecutive years of  maintaining a credit rating of A+ or  better* 4 5 6 Number of consecutive years of  timely completion of debt compliance  reporting  1 2 3 Total Genral Fund actual revenue vs.  budget within 10% of original  pro ections 17% 20% 147% Number of high‐risk internal audit  issues identified****24 1 0 Number of consecutive years that the  Cityʹs annual financial statements  receive an unmodified opinion from  the External Auditors with no  significant deficiencies or material  weaknesses  0 1 2 Actual General Fund expenditures (%  below budget) 14% 14% N/A % of Funding allocated to high  priority services (Public Works,  Community Development, Law  Enforcement) 62% 65% 69% Average number of days from  approved invoice received to check  issuance 14 14 14 Number of consecutive years the  Cityʹs Annual Comprehensive  Financial Report (ACFR) receives the  Government Finance Officers  Association Award  1 1* 1* So that… Citizens can enjoy high quality services that meet community priorities. **Projected, data not available ***The City has tracked itʹs rating since itʹs 2020 COP issuance and has maintained itʹs AA+ rating  *Due to the lateness of when this report was submitted, the City is still working to obtain the ACFR  for 2023. The City is  financially  responsible. The City can  invest in  Community  priorities. 203 CC 03-03-2026 Searchable Packet 203 of 495 Human Resources Goal: To create a thriving organization with meaningful careers in public service. So that… Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Decline in Worker’s Compensation  Costs N/A ‐63% N/A Number of Workerʹs Compensation  Cases 4 9 5 Total recordable Injury Rate YTD 1.4% 3.3% 1.9% % absenteeism (% of total annual work hours)3% 3% 3% % turnover rate 9% 5% 3% % Employee participation in wellness  activities 38% 44% 31% Average # of applications received per  recruitment 45 50 83 Recruitment timeline ‐ # days from  hiring request to offer letter 105 79 63 So that… Citizens can enjoy high quality services that meet community priorities. ****The total number of internal audit issues identified each fiscal year includes both formal internal  audit findings and other types of observations such as those from process reviews and assessments.   For fiscal years 2024 and 2025, all reported issues were other observations and did not constitute  formal audit findings. The City can  ensure a safe  working  environment for  all employees The City attracts and retains a  talented  workforce The agency  builds a flexible  and productive  work  arrangement. 204 CC 03-03-2026 Searchable Packet 204 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: Community Development Department Community Development  Goal: Review and guide development activity to ensure compliance with relevant codes and policies,  and alignment with community values to promote and enhance Cupertinoʹs community‐wide quality of life. Enabled by…Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Building permit applications shall be  plan reviewed within 15 business days. 80% 82% 95% Customer/Applicants visiting the  Building Permit Counter shall be  assisted within 15 minutes 90% 92% 89% Applicants visiting the Planning  Counter shall be assisted within 15  minutes 98% 96% 93% Building permit applications  reviewed/issued over‐the‐counter (OTC) 62% 61% 60% Below market rate rental and purchase  vacancies filled 20 8 4 Average number of days to initiate  investigation of code complaints 0.54 0.46 0.45 Code enforcement cases resolved  without issuance of citations 93% 92% 88% Landlord‐tenant counseling and dispute  resolution cases provided 25 38 12 Public Outreach Events 15 9 5 Funds received from Community Block  Grant (CDBG) federal entitlement  program $388,459 $358,910 $173,313 Efficient  planning and  building  services and  enhanced  customer  service.  Effective code  enforcement  services. Affordable and  Below Market  Rate Housing  programs and  public service  grants.  Cupertino is a thriving City to live, work, learn and play. 205 CC 03-03-2026 Searchable Packet 205 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: City Managerʹs Office, City Clerk Division GOAL:  Streamline information processing for Council, staff and community members  for compliance with State requirements and facilitate independent and transparent access  to public information. Enabled by…Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percent of City Council preliminary  agenda posted on time, in accordance  with Open Government Ordinance, 6  business days prior to meeting  N/A N/A 100% Percent of City Council Agendas  packets prepared, posted and delivered  4 da s prior to meetin N/A N/A 100% Percent of timely filings of Fair Political  Practices Commission Form 700  Statements of Economic Interest N/A N/A 79% Percent of timely filings of Fair Political  Practices Commission Forms  460/Campaign Committee reports N/A N/A 42% Percent of City Council minutes for  regular meetings presented for Council  approval by the following regular  meetin 100% 100%100% Percent of adopted City Council  resolutions and ordinances processed  and scanned to Laserfiche within 1  week of Clerk’s office receipt of final,  signed document 85%/60%100%/  100%100% Percent of Public Record Act requests  responded to by the Statutory deadline  date 99% 99% 100%   So that… Priority 1 Priority 2 All can fully participate in local government to achieve the community & organizational goals.  Online  information and  updated  records that can  be easily  accessed in a  timely manner. Response to  records  requests to  comply with  State law of 10  days. 206 CC 03-03-2026 Searchable Packet 206 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: City Managerʹs Office, Administration Enabled by… Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percent of council requests  acknowledged within 24 hours N/A N/A 85% Percentage of unique and  reasonable citizen requests to the  City Manager’s Office  acknowledged in 3 business days N/A N/A 90% Percent of Council  requests/inquiries on published  agenda items that are provided to  Council at or before the Council  meeting N/A N/A 100%   So that… GOAL: Strengthen trust and effectiveness in City operations through prompt and transparent  communication. Priority 1 Service‐level  expectations,  cross‐ department  collaboration,  and proactive  management of  requests. Council and residents experience responsive government and improved confidence in City  operations. 207 CC 03-03-2026 Searchable Packet 207 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: City Managerʹs Office, Economic Development Division Enabled by… Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Number of meetings conducted  with developers and prospective  businesses N/A N/A 0 Growth in the number of people  subscribing to Business Connect  Newsletter N/A N/A 0 Percentage growth of number of  corporate visits N/A N/A #DIV/0!   So that… GOAL: To active y pursue opportunities in t e areas o  business attraction, retention, an  expansion as a  means of promoting economic vitality, and strengthening the City’s sales tax base to support Cupertino’s  excellent quality of life for its residents, businesses, and daytime population. Priority 1 Effective  partnerships  and proactive  Economic  Development  programs to  support local  businesses.  Cupertinoʹs economy and sales tax revenue base are diversified to further enhance the Cityʹs financial  stability and its ability to provide quality amenities to the community.  208 CC 03-03-2026 Searchable Packet 208 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: Innovation & Technology Innovation & Technology Goal: Provide superior delivery of information and technology services to city employees and  constituents while continually enhancing levels of engagement. Enabled by…Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec GIS: % o  t me spent Deve op ng  Application 50% 28% 34% GIS: % of time Maintaining  a lications 50% 72% 66% GIS: Increase Property Information  (Internal/External) site visits per  month 279/84 338/97 325/96 GIS: Cityworks utilization ‐ # of assets  Cupertino maintains vs # of assets  maintained in Cityworks. Also the %  increase of work units completed  (WOs, INSP,SRs 45/31 45/32 45/32 Infrastructure: Percentage based upon  number of scheduled  projects/Number of projects  com leted on time N/A 63% 67% Infrastructure: Percentage based upon  number of HelpDesk tickets/SLA  measurements 85.9% 90.4%91.3% Infrastructure: % Customer  satisfaction based upon Satisfaction  Rate from hel desk tickets 99.6% 94.8% 100% Infrastructure: % of network uptime  (not including planned maintenance)99.9% 99.9% 99.9% Applications: % of citywide‐enterprise  application project management  performed on time and on budget 98% 96% 95% Applications: Number of website site  visits/Number of site hits 857,387 1,100,000 630,000 Applications: Number of support  request for the applications support   per month 640 850 628 Video: Percentage of total productions  performed vs scheduled productions 356%  57/16 220% 44/20 130% 26/20 Video: Percentage of total productions  performed vs schedueld productions Video: Percentage of total engineering  projects vs scheduled projects  200% 10/5 182% 11/6 0% 0/0 Video: Total video views on  YouTube*141,571 135,641 86,808 Tools and  services leverage  existing,  emerging and  innovative  technologies to  enhance,  improve, and  streamline  business and  communications  processes Integrated  information  services enable  customers’  access to the  tools and  information they  need, when and  where they need  it 24/7 government  access channel,  radio station,  digital signage  network, City  website, and  numerous online  video platforms. 209 CC 03-03-2026 Searchable Packet 209 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: Law Enforcement Law Enforcement Goal: Maintain a safe environment to live, work, learn and play. Enabled by…Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Priority 1 Calls N/A N/A 25% Priority 2 Calls N/A N/A 69% Priority 3 Calls N/A N/A 80% Percent of graduates from the Teen  Academy Teen & Citizen  Academy N/A N/A 100% Priority 1 Percent of calls that met response time  standards for: All members of the  community are safe, informed,  empowered and  supported. 210 CC 03-03-2026 Searchable Packet 210 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: Administration, City Managerʹs Office, Office of Communications Division GOAL:  Promote and increase interest and participation in City services, programs,  initiatives, and projects while building community pride and positive identification with the  City among its residents. Enabled by…Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Priority 1 Growth of number of total followers on  City social media channels (Facebook,  LinkedIn, X, Instagram, Nextdoor) N/A N/A 3,655  (+7.6%) Number of residents that rate the overall  quality of information on the City’s  communications channels as good or  excellen N/A N/A N/A Social media engagement: total number  of followers including City Hall  Nextdoor, Facebook, Twitter, and  Insta ram accounts N/A N/A 51,810          Social media engagement: average  number of engagements (reactions,  comments, shares, and clicks) per post  on Cit  Hall Facebook account N/A N/A 31 Community engagement: total number  of City Manager Newsletter recipients N/A N/A 4803 Total number of Gov Delivery Notices  sent N/A N/A 362   So that… *Social media engagement metrics seen here are different due to Facebookʹs changes on its metrics, how they calculate it,  and what they provide now. Previously, Facebook would count any action as engagement; now they only count  likes/reactions, comments, link clicks, and shares. Priority 2 Residents have access to timely, engaging, and important information Leveraging the  communication  skills,  knowledge, and  experience of  employees while  utilizing existing  and emerging  technologies to  enhance,  improve, and  streamline the  communication  process. 211 CC 03-03-2026 Searchable Packet 211 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: Parks and Recreation Parks and Recreation Goal: Create a positive, healthy and connected community. Enabled by… Measure FY24    Jul‐Jun FY25    Jul‐Jun FY26 Jul‐Dec % of Parks and Recreation Department  customers surveyed who rate services  as good or excellent 98% 98% 99% % of programs maintaining minimum  registration 78%79% 72% % growth in reservations 8% 8% 2% % growth in total enrollment of  classes/camps/programs 7% 13% 0% % growth in memberships 24% 11% 12% So that… Cupertino has an exceptional system of parks and services that align with community values. % Departmentʹs total cost recovery for  all (direct and indirect) costs 56% 50% 50% City investment in  quality recreation  and community programs Improved business  processes to  improve customer  experience 212 CC 03-03-2026 Searchable Packet 212 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: Public Works Capital Project Delivery So that… Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percentage of projects completed on  budget 100% 100% 100% Percentage of construction projects  completed on time 100% 33% 67% Goal: Develop and deliver projects on time and within budget that serve the residentʹs needs and supports the  Cityʹs stability and growth *FY24: 6 projects completed, 6 projects on budget, 6 projects on time;  *FY25: 6 projects completed, 6 projects on budget, 2 projects on time *FY26 Q1 & Q2: 3 projects completed, 3 projects on budget, 2 projects on time City funds  capital  improvement projects. Projects are  utilized by the  community. Benefit: Residents and businesses are assured their community is being improved  by insightful, targeted and efficient use of taxes and fees towards maintaining and  improving the Cityʹs facilities and assets.  213 CC 03-03-2026 Searchable Packet 213 of 495 Environment Goal: Protect our natural environment for current and future generations. So that... Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percent of businesses in compliance  during annual proactive stormwater  pollution prevention ins ections 93% 92% 100% Percent of non‐exempt businesses and  multi‐family accounts separating  or anics  98% 99% 99% Percent trash/litter reduction achieved to  meet Stormwater Permit requirements 97 100% 100 Diversion rate from all single‐family,  multi‐family, and commercial accounts  as reported by Recology tonnage reports 48%49%48%(Jul 2025‐ Nov 2025) Respond to reports of actual or potential  discharge the same business day 72%95% 100% % of plan reviews completed in required  number of days 92%95% 95% Cubic yards of compost distributed via  compost site Quarry: 180 CY  SMaRT Station:  580 CY  Compost 45.45  CY Mulch Quarry: 200  CY   SMaRT  Station:   778.18 CY  Compost       80  CY Mulch (Jul 2025‐  Nov 2025)  Quarry: 40  CY   SMaRT  Station:   254.55 CY  Com ost       % of vegetation obstructions resolved  within 15 days from time of report* 68% N/A N/A *Inspections occur in the spring only City is  responsible for  a  comprehensive  storm water  pollution  prevention  program. Potential  pollutants are  stopped before  entering the  storm drain  system. City implements  solid waste  collection  services that  encourage  diversion of  waste from  landfills. Benefit: Current and future residents enjoy a healthy, sustainable environment. Diversion of  solid waste  from landfill is  maximized,  compost is  produced for  community use,  recyclable  material is sold  to help offset  collection costs  and methane  gas emissions at  landfills are  reduced. 214 CC 03-03-2026 Searchable Packet 214 of 495 Development Services  Goal: Provide timely review and permitting of privately completed improvements within the  public right of way. So that… Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percent of complete plan submittals or  applications responded to within 2  weeks 88% 59% 82% Percent of complete encroachment  permit applications responded to within  2 weeks 92% 100% 90% Percent of public inquiries at the Public  Works counter in City Hall responded to  within 15 minutes 95% 92% 96% Cupertino 311: Average response time to  customers organization‐wide (in days)N/A 5 2 Grounds Division So that...Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percentage of 311 requests that are  responded to and closed within 3  business days 59%63% 77% Percentage of the 1,612 park play  grounds, performed weekly 37%38% 43% Percentage of Backflow Prevention  Devices inspected, tested and repaired  annually 100% 100% 100% Goal: Provide well maintained, clean, and safe areas for the community’s recreational use and enjoyment  at  optimal life cycle costs. Improvements within the  public right of  way have  engineering  oversight and  are constructed  to City  standards. Public  improvements are consistent  and meet the  needs of the  community. Benefit: Customers can expect quality reviews and permitting on a defined  schedule, and the community can expect quality public facilities. The City  consistently  funds park  maintenance  and safety  improvement  programs. Benefit: Cupertino has a well maintained public park system that meets the needs  of the community and is beneficial to personal wellness. Parks are  maintained in  good, usable condition;  safety  programs are  effective. 215 CC 03-03-2026 Searchable Packet 215 of 495 Streets Division So that…Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Pavement condition index (PCI) > or  e ual to 82 82 81 81 Percent of the 1904 storm drain inlets  ins ected and cleaned in fiscal year 21% 38% 5% Percent of Inlets with Trash Capture  Screens inspected and cleaned twice  yearl 100% 100% 50% Percentage of roadway regulatory &  street name si ns re aired or re laced 5.0% 4.0% 2.6% Percentage of trip and fall complaints  investigated and mitigated within 2  business da s   60% 80% 73% Percentage of reported streetlight  outages investigated and repaired in 3  business da s 90% 89% 79% Trees and Right of Way Division So that...Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percentage of 311 requests that are  responded to and closed within 3  business days 90%99% 100% Percentage of trees inspected and  maintained in the yearly maintenance  zone (8 year maintenance cycle) 87%53%8% Percentage of trees planted versus trees  removed # planted/# removed 68% 77/114 143% 136/95 65% 32/49 Goal: Timely maintenance of public sidewalks, streets, streetlights and storm drain system in good condition to  ensure safe, environmentally compliant, and accessible infrastructure that minimizes liability and has an optimal  life cycle cost. Goal: Maintain and enhance the Cityʹs street trees and medians to ensure a safe, healthy and environmentally  conscious Urban Forest. The City  consistently  funds street  and storm  drain  maintenance  and safety  improvement  programs. Street and  storm drain  systems are  maintained in a good condition;  safety  programs are  effective. Benefit: Cupertino has well maintained street and storm drain systems that meet  the needs of the community. Benefit: Cupertino has a healthy and safe urban forest and medians provide good  aesthetic and environmental value. The City  consistently  funds street tree  and median  maintenance  and safety  programs Street trees and  medians  remain in good  health and  condition 216 CC 03-03-2026 Searchable Packet 216 of 495 Facilities and Fleet Division So that…Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percentage of preventative maintenance  work orders completed for Fleet assets  within 14 days of the due date. 69%70% 72% Percentage of facilities maintenance  requests closed within 14 days.66%52% 64% Transportation Division So that...Measure FY24   Jul‐Jun FY25   Jul‐Jun FY26 Jul‐Dec Percentage of non‐emergency traffic  signal requests addressed within 72  hours.  100% 100% 100% Percentage of emergency traffic signal  requests addressed within 2 hours.100% 100% 100% Percentage of traffic engineering  requests responded to within 72 hours 90%95% 98% Annual mileage increase of separated  bicycle lanes and pedestrian paths. 0.00 0.30 0 Sustainability Division GOAL:  Implement Cupertino’s Climate Action Plan and General Plan Sustainability  Element to achieve quantifiable emissions reductions, conserve finite resources, and  achieve utility cost avoidance and savings across municipal operations and community partners. Enabled by…Measure FY24   Jul‐Jun FY25    Jul‐Jun FY26 Jul‐Dec Goal: Timely maintain City Facilities and City Fleet to meet staff, community and environmental requirements at  an optimal life cycle cost. Goal: Ensure the efficiency and safety of the transportation system for all modes of travel.  The City  consistently  funds facility and fleet maintenance,  fleet  procurement, and safety  improvement  programs. Benefit: Cupertino has well maintained, usable, and safe facilities and fleet in  order to meet the needs of staff and the community. Benefit: Having a safe and efficient transportation system that is inviting for all  modes of travel.  Infrastructure indicates good  condition;  safety  programs are  effective. Facilities and  Fleet remain in  good and  operable  condition. 217 CC 03-03-2026 Searchable Packet 217 of 495 % community‐wide emissions reduced  from baseline of 307,288 MT CO2e/yr 2018 inventory:  24% decrease  in emissions  from baseline  (258,659 MT  CO2e/yr) Initiate, develop, and complete actions  from the Climate Action Plan 2.0 % initiated  % com lete or on oin 6% 4% 24% initiated  and 12 %  complete/ong oing 26% initiated  and 14 %  complete/ong oing Percent of applicable capital  improvement projects that integrate  sustainabilit  and resilience 52% % municipal operations emissions  reduced from baseline of 1,865 MT  CO2e r  2018 inventory:  66% reduction  in emissions  1 Cupertinoʹs GHG inventories are conducted roughly every 3‐5 years.    So that… 2021 inventory: 42% increase  from the baseline (437,192  MT CO2e/yr) 2021 inventory: 7% decrease from the baseline (1,742 MT CO2e/yr) An agency  implementing  Council and  community  sustainability  goals to  effectively  safeguard  shared  resources. Engaged  community  partners and  volunteers supporting CAP  implementation Cupertino is a thriving City to live, work, learn and play. 218 CC 03-03-2026 Searchable Packet 218 of 495 City of Cupertino FY 25‐26 Budget Performance Measures Department: Information & Technology, Video Division  Enabled by… Measure FY24    Jul‐Jun FY25    Jul‐Jun FY26 Jul‐Dec Percentage of total video productions  performed vs scheduled productions (city  meetings excluded) 356%  57/16 220% 44/20 130% 26/20 Percentage of total engineering projects vs  scheduled projects  200% 10/5 182% 11/6 0% 0/0 Total video views on YouTube*141,571 135,641 86,808   So that… * Unable to retrieve Granicus viewership data due to error in their reporting module GOAL: Video Division oversees numerous outreach projects, public meetings, internal equipment  upgrades, and public events. These activities coincide with the City Council and City’s expectation for  a positive presence in the community and communications and transparency to residents. 24/7 government access  channel, radio station,  digital signage network,  City website, and  numerous online video  platforms. Public awareness, interest, understanding, and participation in the issues, programs, and services  presented by the City of Cupertino can be enhanced. 219 CC 03-03-2026 Searchable Packet 219 of 495 Special Projects as Defined in City Council Special Projects Policy Attachment F FY Added Department Program Base And Detail Account With Detail Description Full Org Set Code And Description Amended Budget Actual Amount (Expenses) Encumbrances Status Estimated Completion Notes (e.g., carried over to next fiscal year) FY23 Administration 633 Disaster Preparedness 750.230 - Business Continuity Resilience 100-12-633 - General Fund-City Manager-Disaster Preparedness 500,000.00 0.00 0.00 Not Started 6/30/2027 Do not defund, these are grant funds that can still be used and will be utilized after an MOU is executed with Los Gatos to determine an appropriate use for the remaining funds. FY23 Administration 705 Economic Development 750.230 - Business Continuity Resilience 100-12-705 - General Fund-City Manager-Economic Development 310,487.00 0.00 0.00 In Progress 6/30/2027 Do not defund, these are grant funds that can still be used and will be utilized after an MOU is executed with Los Gatos to determine an appropriate use for the remaining funds. FY26 Administration 705 Economic Development 750.260 - Econ Dev for Retail and SMB 100-12-705 - General Fund-City Manager-Economic Development 200,000.00 3,748.59 0.00 In Progress 6/30/2027 Do not defund. These funds were allocated for the CWP Economic Development for Retail and Small Business project. Carry over funds to FY27 if not completed in FY26. FY26 Administration 705 Economic Development 750.263 - Various Impact Fees 100-12-705 - General Fund-City Manager-Economic Development 150,000.00 0.00 0.00 Not Started 6/30/2027 Do not defund. These funds were allocated as part of the CWP Defensible Impact Fee Nexus Study ($850K additional provided by CDD & Public Works, total $1 Million) Carry over funds to FY27 if not completed in FY26. FY26 Administration 126 Office of Communications 750.277 - Cupertino 70th Anniversary Celeb 100-12-126 - General Fund-City Manager-Office of Communications 12,338.00 13,847.74 0.00 Completed 11/30/2025 These funds were used for Cupertino 70th Anniversary expenses during Fall 2025. Invoices are all processed, Tripepi PO has been closed with remaining encumbered funds returning to the GL. This project is complete. FY26 Administration 120 City Manager 750.279 - Strategic Plan 100-12-120 - General Fund-City Manager-City Manager 200,000.00 0.00 0.00 Not Started 6/30/2027 For Citywide Strategic Plan as recommended in internal audits and budget format review. Carry over funds to FY27 if not completed in FY26. FY26 Administrative services 425 Purchasing 750.278 - Admin Ser-Citywide Pur. Training 100-41-425 - General Fund- Finance-Purchasing 20,000.00 0.00 0.00 Not Started N/A FY26 Administrative services 426 Budgeting 750.280 - Admin Ser-Tax Measure 100-41-426 - General Fund- Finance-Budgeting 20,000.00 0.00 0.00 Not Started 6/30/2026 FY23 Community development 705 Economic Development 750.230 - Business Continuity Resilience 100-71-705 - General Fund- Planning-Economic Development 0.00 0.00 0.00 In Progress 6/30/2027 Do not defund, these are grant funds that can still be used. About $175k previously used in FY24 for sm-med biz emergency preparedness (tabletop exercise series). FY23 Information Services 308 Applications 750.181 - ERP (Phase II) 100-32-308 - General Fund-I&T Applications-Applications 48,760.00 34,185.00 14,575.00 In Progress 6/30/2026 FY23 Information Services 308 Applications 750.183 - ACA Guide & Wrapper 100-32-308 - General Fund-I&T Applications-Applications 25,000.00 0.00 25,000.00 In Progress 6/30/2026 22 0 CC 03-03-2026 Searchable Packet 220 of 495 Special Projects as Defined in City Council Special Projects Policy Attachment F FY Added Department Program Base And Detail Account With Detail Description Full Org Set Code And Description Amended Budget Actual Amount (Expenses) Encumbrances Status Estimated Completion Notes (e.g., carried over to next fiscal year) FY23 Information Services 308 Applications 750.184 - Accela Roadmap 100-32-308 - General Fund-I&T Applications-Applications 23,000.00 0.00 23,000.00 In Progress 6/30/2026 FY24 Information Services 308 Applications 750.237 - ERP (Phase III) 100-32-308 - General Fund-I&T Applications-Applications 2,500,000.00 0.00 0.00 In Progress 6/30/2028 FY26 Information Services 310 Infrastructure 750.250 - I&T - Infra -Adapt TS Expansion 610-34-310 - Innovation & Technology-I&T Infrastructure- Infrastructure 225,000.00 19,350.00 100,036.31 In Progress 6/30/2026 FY26 Information Services 308 Applications 750.282 - ADA Assessment & Action Plan 100-32-308 - General Fund-I&T Applications-Applications 50,687.00 46,079.00 4,608.00 In Progress 12/31/2025 FY26 Information Services 308 Applications 750.283 - Expansion of Microsoft Fabric 100-32-308 - General Fund-I&T Applications-Applications 22,000.00 14,390.58 7,609.42 In Progress 1/30/2026 FY26 Information Services 308 Applications 750.284 - AI Building Code Pilot Tool 100-32-308 - General Fund-I&T Applications-Applications 5,000.00 5,000.00 0.00 In Progress 10/1/2025 FY24 Information Services 305 Video 900.995 - Special Projects - CDD/I&T 100-31-305 - General Fund-I&T Video-Video 1,035,180.00 744,196.96 290,982.54 In Progress 6/30/2026 FY25 Public works 122 Sustainability Division 750.281 - PW - Sust (122) - GHG Inv. Asses 100-81-122 - General Fund- Environmental Programs- Sustainability Division 40,000.00 0.00 0.00 In Progress 6/30/2026 New this FY. Occurs every 3 years as part of the climate action plan. RFP in Q2. Contract in progress. Total 5,387,452.00 880,797.87 465,811.27 22 1 CC 03-03-2026 Searchable Packet 221 of 495 Department Name of Grant Description/Purpose of Grant Requested Grant Amount Date Applied Date Due Staff Contact (Grant Awarded, Pending Results, Grant Denied) Grant Amount Awarded Date Awarded Public Works 2016 Measure B Innovative Transit Service Models Valley (SV) Hopper.Planner Program Education (Transportation Fund for Clean Air)Silicon Valley (SV) Hopper.Planner outreach and engineering design Planner Program)Project name - roadway safety improvements Manager Program)including partnership with City of Santa Clara Planner East and Susan Michael, CIP Manager Maintenance Program)maintenance on local roadway bridges; Competitive Citywide Grants Tracking - FY26 Mid-Year Update 222 CC 03-03-2026 Searchable Packet 222 of 495 Department Name of Grant Description/Purpose of Grant Requested Grant Amount Date Applied Date Due Staff Contact (Grant Awarded, Pending Results, Grant Denied) Grant Amount Awarded Date Awarded Public Works 2016 Measure B Capital Projects Funding for Tamien Innu (I-280 Trail)- Central and Susan Michael, CIP Manager Central and Susan Michael, CIP Manager 223 CC 03-03-2026 Searchable Packet 223 of 495 Department Name of Grant Description/Purpose of Grant Requested Grant Amount Date Applied Date Due Staff Contact Department Head or Designee (For Report Approvals) Status (Grant Awarded, Pending Results, Grant Denied) Grant Amount Awarded Date Awarded Public Works Energy Efficiency Community Block Grant EECBG funds for use in developing energy efficiency services or strategies, code enforcement, other uses. Use to offset cost of LED streetlight replacements.$125,790 4/25/2024 4/30/2024 Grant Awarded $125,790 7/2/2024 Community Development Department District 5 Inventory Grant A grant of $50,000 for the City of Cupertino, is to be used to supplement services and support for residents experiencing homelessness. On April 15, 2025 the City Council awarded the funds to the Maitri Domestic Violence Shelter for a two-year grant (FY25-26 and FY26-27) of $25,000 per year. $50,000 4/29/2024 4/29/2024 Grant Awarded $50,000 4/15/2025 Development Community Development Block Grant (CDBG) U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2021-22 $412,800 8/26/2021 Annually: 6/30 Grant Awarded $412,800 2/25/2021 Development Community Development Block Grant (CDBG) U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2022-23 $388,459 10/5/2022 Annually: 6/30 Grant Awarded $388,459 9/26/2022 Development Community Development Block Grant (CDBG) U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2023-24 $358,910 7/31/2023 Annually: 6/30 Grant Awarded $358,910 7/21/2023 Development Community Development Block Grant (CDBG) U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2024-25 $173,313 11/18/2024 Annually: 6/30 Grant Awarded $173,313 11/6/2024 Development Community Development Block Grant (CDBG) U.S. Dept of Housing & Urban Development (HUD) Federal Entitlement Allocation - FY 2025-26 $354,559 N/A Annually: 6/30 Grant Awarded $354,559 12/17/2025 Community Development Department Santa Clara County Permanent Local Housing Allocation (PLHA) Consortium CA Dept of Housing & Community Development (HCD)$165,510 12/15/2021 12/30/2021 $165,510 4/15/2025 Community Development Department Santa Clara County Permanent Local Housing Allocation (PLHA) Consortium CA Dept of Housing & Community Development (HCD)$257,254 12/15/2021 12/30/2021 $257,254 4/15/2025 Community Development Department Santa Clara County Permanent Local Housing Allocation (PLHA) Consortium CA Dept of Housing & Community Development (HCD)$283,100 12/15/2021 12/30/2021 $283,100 4/15/2025 Community Development Department Santa Clara County Permanent Local Housing Allocation (PLHA) Consortium CA Dept of Housing & Community Development (HCD)$141,890 12/15/2021 12/30/2021 $141,890 4/15/2025 Community Development Department Santa Clara County Permanent Local Housing Allocation (PLHA) Consortium CA Dept of Housing & Community Development (HCD)$108,754 12/15/2021 12/30/2021 $108,754 4/15/2025 Public Works Bicycle/Pedestrian Education & Encouragement 2016 Measure B $61,365 9/8/2022 N/A Grant Awarded $61,365 7/1/2025 Non-Competitive Citywide Grants Tracking - FY26 Mid-Year Update 224 CC 03-03-2026 Searchable Packet 224 of 495 Department Name of Grant Description/Purpose of Grant Requested Grant Amount Date Applied Date Due Staff Contact Department Head or Designee (For Report Approvals) Status (Grant Awarded, Pending Results, Grant Denied) Grant Amount Awarded Date Awarded Public Works Container Recycling City/County Payment staff attending annual CA Resource Recovery Association conference, water refill stations, and recycling receptacles. $15,137 12/15/2023 3/1/2026 Awarded $15,137 5/31/2024 Public Works Container Recycling City/County Payment staff attending annual CA Resource Recovery Association conference, water refill stations, and recycling receptacles. $15,142 10/1/2024 2/2/2027 Awarded $15,142 3/20/2025 Public Works CalRecycle SB 1383 Local Assistance Grant Program - 2023 cycle Grant program meant to provide aid in the implementation of regulation requirements associated with SB 1383. $161,264 11/14/2023 11/15/2023 Grant Awarded $161,264 5/22/2024 Public Works TDA3 Active Transportation Plan $330,000 5/16/2024 5/16/2024 Grant Awarded $330,000 10/3/2024 Disaster Preparedness Emergency Management Performance Grant (EMPG)initiatives under the 2024 EMPG program (see Exhibit E in the MOU for details $6,250 3/1/2024 3/1/2024 Grant Awarded $6,250 7/1/2024 Disaster Preparedness Cal OES Pass Through Grant Subaward Emergency Coordination and communication enhancement in the Emergency Operations Center to support City and regional response. Areas of interest include upgrading outdated communications systems and improving integration between agencies. $500,000 5/7/2021 Grant Awarded $500,000 6/27/2022 Economic Development Cal OES Pass Through Grant Subaward Provide a one-time Business Continuity and Resilience program to provide resiliency improvements and technical assistance to businesses in emergency planning. An emphasis will be given to small to medium-size businesses as they normally do not have the resources for preparedness planning. $500,000 5/7/2021 Grant Awarded $500,000 6/27/2022 225 CC 03-03-2026 Searchable Packet 225 of 495 MID-YEAR STATUS FY25-26 EXISTING PROJECTS AND FUNDING FACILITIES CIP PROJECTS #Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered F1 ADA Improvements (Annually funded) This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City. Ongoing.FY15-16 $865,000 $979,984 CAP Allocation FY22-23 $4,984 City Funding FY25-26 $110,000 F2 Citywide Facilities Condition Assessment Implementation (FCA) Implement priority recommendations identified in the Facility Condition Assessment reports. See below for project status.FY18-19 $1,000,000 $3,314,421 CAP Allocation FY22-23 $6,470 City funding FY23-24 $1,000,000 CDBG FY23-24 $367,951 CDBG (budget mod. required)FY24-25 $49,361 City Funding FY25-26 $940,000 F2A Citywide Facilities Condition Assessment Implementation (FCA) Renovate Shower/Locker room facilities at the Sports Center to address water damage issues causing safety concerns. Permit application process initiated. Construction is postponed to FY26-27 to allocate available funding to other projects. F2B Citywide Facilities Condition Assessment Implementation (FCA) New Fire Alarm system for the Senior Center, and baseline specifications for other facilities. (Externally Funded, in part) Construction is underway and will be completed in Spring 2026. F3Q City Hall Annex Program, plan and build facility improvements required for interim facility to accommodate staff while City Hall is remodeled, as well as the long-term use of this facility. Architects & Engineers team re- engaged and documentation is underway. 2027 July is target milestone for completion. FY21-22 $3,000,000 $3,025,000 City Funding FY21-22 $25,000 $0 $200,883 $839,981 $677,991 $301,993 $930,998 $2,383,423 $458,544 $2,566,456 Page 1 of 6 MID-YEAR STATUS FY25-26 EXISTING PROJECTS AND FUNDING FACILITIES CIP PROJECTS #Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered F1 ADA Improvements (Annually funded) This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City. Ongoing.FY15-16 $865,000 $979,984 CAP Allocation FY22-23 $4,984 City Funding FY25-26 $110,000 F2 Citywide Facilities Condition Assessment Implementation (FCA) Implement priority recommendations identified in the Facility Condition Assessment reports. See below for project status.FY18-19 $1,000,000 $3,314,421 CAP Allocation FY22-23 $6,470 City funding FY23-24 $1,000,000 CDBG FY23-24 $367,951 CDBG (budget mod. required)FY24-25 $49,361 City Funding FY25-26 $940,000 F2A Citywide Facilities Condition Assessment Implementation (FCA) Renovate Shower/Locker room facilities at the Sports Center to address water damage issues causing safety concerns. Permit application process initiated. Construction is postponed to FY26-27 to allocate available funding to other projects. F2B Citywide Facilities Condition Assessment Implementation (FCA) New Fire Alarm system for the Senior Center, and baseline specifications for other facilities. (Externally Funded, in part) Construction is underway and will be completed in Spring 2026. F3Q City Hall Annex Program, plan and build facility improvements required for interim facility to accommodate staff while City Hall is remodeled, as well as the long-term use of this facility. Architects & Engineers team re- engaged and documentation is underway. 2027 July is target milestone for completion. FY21-22 $3,000,000 $3,025,000 City Funding FY21-22 $25,000 $0 $200,883 $839,981 $677,991 $301,993 $930,998 $2,383,423 $458,544 $2,566,456 226 CC 03-03-2026 Searchable Packet 226 of 495 FACILITIES CIP PROJECTS (CONT'D.) # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered F4Q City Hall Improvements Programming, Feasibility and Community Outreach to form the basis of a renovation strategy for the buildings. Council approved additional $2.5M to engage design professionals and construction/cost management team (12/16/25) FY21-22 $500,000 $3,000,000 City Funding FY25-26 $2,500,000 F5Q Library Expansion and other misc. scope) Develop a design and construct a 5600 SF addition to the existing Library building. Grant funding (CPF, Ro Khanna) planned to complete the courtyard and exterior landscaping scopes of work. Queued. FY19-20 $8,705,438 $9,705,438 $0 CPF (budget mod. required)FY24-25 $1,000,000 5 subtotal $18,656,892 $1,417,312 $0 $20,024,843 $10,462,379 $8,562,464 $1,077,686 PARKS CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered P2 and Trail Plan Design and construct a new neighborhood park. Located on 7.8 acres adjacent to Saratoga Creek, near the intersection of Lawrence Expressway and Mitty Way. *Annexing Costs were $2,330,085 60% design expected in Q2. Environmental permitting inquiries underway. FY18-19 $8,270,994 $9,181,084 CAP Allocation $90 Berm Clean-up FY23-24 $910,000 P3 Park Amenity Improvements Funding for various park amenities such as benches, hydration stations, outdoor table tennis, cornhole, shade structures, pickleball striping, etc. (3yrs funding x $200K) Queued. FY20-21 $600,000 $600,000 $248,578 $351,422 $0 $432,895 $36,822 $3,424,334 $5,756,750 $81,319 $2,918,681 $8,313,526 $391,912 Page 2 of 6 60% design completed; Environmental permitting underway. 227 CC 03-03-2026 Searchable Packet 227 of 495 PARKS CIP PROJECTS (CONT'D.) # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered P4 MRP West Parking Lot Improvements (Habitat monitoring continues to 2028) *Only habitat monitoring is active. Design and construct a new “green” meadow-style parking lot that is compatible with the creek environment at McClellan Ranch West, which was designed to have minimal impact to the site. Ongoing. FY16-17 $400,000 $1,166,307 $1,137,794 $28,513 $21,422 City Funding FY17-18 $550,000 City Funding FY18-19 $65,000 City Funding FY19-20 $37,276 CAP Allocation FY20-21 $17,406 City Funding FY20-21 $39,200 City Funding FY22-23 $57,425 P5Q Annual Playground Replacement Replacement of older playground equipment that is dated and worn. (5yrs funding x $300K) Queued.FY20-21 $1,500,000 $1,500,000 $583,671 $916,329 $0 4 subtotal $12,447,391 $0 $0 $12,447,391 $5,394,377 $7,053,014 $454,317 STREETS & INFRASTRUCTURE CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered ST0 Outfalls Repairs Following the recommendations of the 2024 Outfalls Report Working with Valley Water to include 3 outfalls in VW work in the Regnart Creek bed. Will require cost sharing/agreement. FY25-26 $950,000 $950,000 $0 $950,000 $0 ST1 Stevens Creek Bridge Repair Stevens Creek Blvd Bridge over Stevens Creek. Prepare feasibility study and PS&E to determine and implement appropriate scour countermeasures. (Externally Funded, in part) Soils testing and analysis underway to determine scope of remediation work. FY23-24 $172,000 $860,000 FHWA highway Bridge Program grant FY23-24 $688,000 $536,982$88,018 $771,982 Page 3 of 6 228 CC 03-03-2026 Searchable Packet 228 of 495 STREETS & INFRASTRUCTURE CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered ST2 McClellan Road Bridge Replacement Removal and replacement of the bridge on McClellan Road near the entrance to McClellan Ranch Preserve. (Externally Funded -CA DOT) Caltrans required additional solicitation for engineering services. Award is now cleared and contract negotiations will begin. Engineering work can begin in January 2026. FY23-24 $5,000,000 $5,850,000 CPF (Budget Mod. Required)FY24-25 $850,000 ST5 Street Light Installation - Annual Infill Infill of streetlights as requested by residents. (Annually funded) Ongoing.FY17-18 $430,000 $430,536 $291,654 $138,882 $0 CAP Allocation FY22-23 $536 ST6Q Vai Avenue Outfall Investigate, design, and replace existing failing 36” corrugated metal pipe (CMP) storm drain line with new density polyethylene (HDPE) pipe. Working with Valley Water to include Vai Ave outfall replacement in VW work in the creek bed. FY24-25 $490,000 $490,000 $55,196 $434,804 $0 5 subtotal $2,042,536 $6,538,000 $0 $8,580,536 $434,868 $8,145,668 $536,982 TRANSPORTATION CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered T1 Stevens Creek Blvd CL IV Bikeway Phase 2A Design and Construction of the separated bikeway along Stevens Creek Blvd from Wolfe Road to DeAnza Blvd. (Externally Funded, in part) Construction is underway.FY20-21 $350,000 $2,385,782 $250,405 $2,135,377 $2,214,561 Construction, City Funding FY21-22 $2,000,000 CAP Allocation FY22-23 $35,782 OBAG FY24-25 $807,000 SB1 FY24-25 $693,000 T2 Stevens Creek Blvd CL IV Bikeway Phase 2B Construction of the separated bikeway along Stevens Creek Blvd from De Anza Blvd to US-85. This includes signal upgrades at Bandley Drive. Queued.FY20-21 $0 $0 $0$0 $5,850,000 Page 4 of 6 229 CC 03-03-2026 Searchable Packet 229 of 495 TRANSPORTATION CIP PROJECTS (CONT'D.) # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered T3 Bandley Intersection Signal upgrades at Bandley Drive. Scope of work will be included in SCB Phase 2B for efficiency. (Externally Funded, in part) Queued. FY18-19 $150,090 In-Lieu funds FY18-19 $25,658 City funding FY18-19 $124,432 T5 Roadway Safety Improvements - HSIP High Friction pavement treatment and speed feedback signage added to seventeen locations. (Externally Funded, in part) Bid process will be underway in Spring 2026. Construction can begin in Spring 2026 will will last 4-6 weeks. FY24-25 $356,180 $3,561,800 HSIP Grant FY24-25 $3,205,620 T6 Tamien Innu - East Segment Design and construct an off-street bicycle and pedestrian facility parallel to the I-280 HWY, from Wolfe Rd. to Vallco Parkway (Externally Funded & Apple) Final engineering is underway. FY20-21 $600,000 $2,536,000 VTA Measure B FY21-22 $1,936,000 T7Q Tamien Innu - Central Segment Design and construct an off-street bicycle and pedestrian facility parallel to the I-280 HWY, from De Anza Blvd. to Wolfe Road (Externally Funded - Apple) Queued. FY20-21 $600,000 $4,785,000 VTA Measure B, Design FY20-21 $460,000 VTA Measure B, Construction FY20-21 $3,725,000 T8Q Tamien Innu - West Segment Design and construct an off-street bicycle and pedestrian facility parallel to the I-280 HWY, from the Don Burnett Bicycle – Pedestrian Bridge to De Anza Blvd. (Externally Funded - Apple) Queued. FY20-21 $600,000 $600,000 $0 $600,000 $0 T9Q School Walk Audit Implementation Construct infrastructure-related improvements around schools that were identified as part of the comprehensive School Walk Audit study. (Externally Funded - Apple) Projects at Hyannisport Drive and Tantau/Barnhart will be completed by FY29. FY18-19 $250,000 $1,472,517 Apple Funding FY19-20 $1,221,863 CAP Allocation FY22-23 $654 8 subtotal $3,116,394 $10,826,620 $3,047,521 $15,491,189 $1,504,358 $13,986,831 $3,384,106 $0$7,880 $142,210 $24,338 $0$48,685 $3,513,115 $534,919 $2,001,081 $206,775 $4,578,225 $455,694 $1,016,823 $1,145,207 segment Page 5 of 6 230 CC 03-03-2026 Searchable Packet 230 of 495 SUSTAINABILITY CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered SU1 EVCS expansion - Service Center The construction of electric vehicle charging station (EVCS) infrastructure regulations. Working with SVCE for technical assistance. Estimated Completion: 2026 Bid process is underway. FY24-25 $560,000 $560,000 $9,645 $550,355 $4,200 SU2 Photovoltaics Systems Design & Installation This project will design-build PV systems at three locations: Quinlan Community Center, Cupertino Sports Center, and Community Hall. Construction is underway.FY24-25 $6,300,000 $6,300,000 $786,042 $5,513,958 $3,395,454 2 subtotal $6,860,000 $0 $0 $6,860,000 GENERAL/ADMIN # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered Capital Project Support Supports responses to unusual legal or permit/regulatory issues or similar needs that arise on projects and also allow the expenditures to be assigned to the specific projects. Ongoing $50,000 $50,000 $0 $50,000 $0 CIP Prelim Planning & Design Preliminary planning and design resources. Ongoing $125,000 $125,000 $0 $125,000 $59,145 COMPLETED PROJECTS - FY26-27 REPORT # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered ST3 City Lighting LED improvements Implement the transition of City's streetlight infrastructure from induction and other fixtures to LED fixtures to reduce light pollution and energy cost. EECBG grant funding ($125,790) awarded in FY24-25. Completed, except for a few accessories that need to be installed. Grant funding applied for, not yet received. FY21-22 $50,000 $1,350,000 City Funding FY22-23 $1,300,000 EECBG grant FY24-25 $125,790 $25,208$946,913 $403,087 Page 6 of 6 231 CC 03-03-2026 Searchable Packet 231 of 495 RESOLUTION NO. 26-________ A RESOLUTION OF THE CUPERTINO CITY COUNCIL AMENDING THE UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM WHEREAS the City Council desires to revise the classification plan and salary schedule in the Unrepresented Employees’ Compensation Program adopted by City Council Resolution No. 26-___. NOW, THEREFORE, BE IT RESOLVED that 1. The City Council hereby adopts the revised classification plan and salary schedule for unrepresented employees, as shown in Attachment K. 2. The City Manager is hereby authorized to update the Unrepresented Employees’ Compensation Programs to incorporate the revised classification plan and salary schedule. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 3rd day of March 2026, by the following vote: Members of the City Council AYES: NOES: ABSENT: ABSTAIN: ________ Kitty Moore, Mayor City of Cupertino ________________________ Date ________ Lauren Sapudar, Acting City Clerk ________________________ Date 232 CC 03-03-2026 Searchable Packet 232 of 495 Resolution No. __________________ Page 2 233 CC 03-03-2026 Searchable Packet 233 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 1 PROGRAM PURPOSE AND DEFINITIONS FOR ELIGIBILITY It is City of Cupertino policy that those certain persons holding positions hereinafter defined and designated either as management or confidential positions shall be eligible for participation under the Unrepresented Employees Compensation Program as hereby adopted by action of the City Council and as same may be amended or as otherwise modified from time to time. It is the stated purpose of this Compensation Program to give recognition to and to differentiate those eligible employees from represented employees who achieve economic gain and other conditions of employment through negotiation. It is the intent that through this policy and those which are adopted or as may be modified or rescinded from time to time such recognition may be given. Eligibility for inclusion with this Compensation program is limited to persons holding positions as management or confidential employees as defined under section 2.52.290 of the Cupertino Municipal Code. These are as designated by the Appointing Authority and may be modified as circumstances warrant. Although subject to change in accordance with provision of the Personnel Code, the positions in the following classifications have been designated as unrepresented. MANAGEMENT AND CONFIDENTIAL CLASSIFICATIONS: Classification Title Accountant I Accountant II Accounting Technician Administrative Assistant Assistant City Attorney Assistant Director of Community Development Assistant Director of Public Works Assistant Director of Parks and Recreation Assistant to the City Manager Budget Manager Building Official Business Systems Analyst/Program Manager Capital Improvement Program Manager Chief Technology Officer/Director of Information Services (Department Head) City Clerk City Engineer Code Enforcement Supervisor Communications and Marketing Coordinator Community Relations Coordinator 234 CC 03-03-2026 Searchable Packet 234 of 495 Deputy Building Official Deputy City Attorney Deputy City Clerk Deputy City Manager Director of Administrative Services (Department Head) Director of Community Development (Department Head) Director of Parks and Recreation (Department Head) Director of Public Works Economic Development Manager Emergency Services Coordinator Environmental Programs Manager Executive Assistant to the City Attorney Executive Assistant to the City Manager Finance Manager GIS Coordinator GIS Program Manager Human Resources Analyst I Human Resources Analyst II Human Resources Assistant Human Resources Manager Human Resources Technician Information Technology Assistant Innovation and Technology Manager – Applications Innovation and Technology Manager - Infrastructure Legal Services Manager Management Analyst Network Specialist Park Restoration and Improvement Manager Permit Center Manager Planning Manager Public Information Officer Public Affairs Manager Public Works Projects Manager Public Works Supervisor Purchasing Manager Recreation Manager Recreation Supervisor Senior Accountant Senior Assistant City Attorney Senior Business Systems Analyst Senior Civil Engineer Senior Management Analyst Senior Public Works Project Manager Service Center Superintendent Special Project Executive 235 CC 03-03-2026 Searchable Packet 235 of 495 Transportation Manager Web Specialist In the event of any inconsistency between the Compensation Program and any Employment Contracts, the provisions of the Employment Contract and any amendments thereto control. Adopted by Action of the City Council, April 1, 1974 Revised 10/74, 3/78, 6/81, 6/82, 7/85, 7/87, 1/89, 7/90, 4/91, 5/91, 7/92, 6/95, 6/96, 7/99, 6/02, 7/04, 6/05, 04/07, 7/10, 10/12, 12/12, 7/13,11/13,12/13,3/14, 7/14, 11/15, 6/16, 10/16, 11/16, 6/17, 10/17, 7/19, 6/22, 8/22, 3/23, 11/23, 6/25, 7/25, 9/25 236 CC 03-03-2026 Searchable Packet 236 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 2 SALARY SCHEDULE AND OTHER SALARY RATES It is City of Cupertino policy that eligible persons under this Compensation Program shall be compensated for services rendered to and on behalf of the City on the basis of equity of pay for duties and responsibilities assigned, meritorious service and comparability with similar work in other public and private employment in the same labor market; all of which is contingent upon the City’s ability to pay consistent with its fiscal policies. •Effective the first full pay period after July 1, 2025, 5.0% salary increase (Pay period which begins July 12, 2025) •Effective the first full pay period after July 1, 2026, 3.0% salary increase •Effective the first full pay period after July 1, 2027, 3.0% salary increase The City will pay all eligible employees under this Compensation Program, employed with the City as of July 2, 2025, a one-time, non-pensionable lump sum of $1,000, which shall be subject to all applicable payroll tax and withholding. The parties agree that this one-time payment shall not be PERSable (i.e. counted towards base salary or final compensation for CalPERS retirement calculation). Payment shall be made through payroll following the City Council’s approval of the Amended Unrepresented Employees’ Compensation Program. Employees must be an active employee at the time of the retroactive payout in order to receive said $1,000 lump-sum payment. See Attachment A for a list of paygrades. Adopted by Action of the City Council April 1, 1974 Revised 8/78, 7/79, 6/80, 7/92, 6/95, 10/12, 7/13, 10/16, 7/19, 8/22, 11/23, 9/25 237 CC 03-03-2026 Searchable Packet 237 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM Policy No. 3 TRAINING AND CONFERENCES I. POLICY A.Management Personnel It is City of Cupertino policy that eligible persons under this Compensation Program shall be reimbursed or receive advances in accordance with the schedules, terms and conditions as set forth herein for attendance at conferences, meetings and training sessions as defined below for each. It is the intent of this policy to encourage the continuing education and awareness of said persons in the technical improvements and innovations in their fields of endeavor as they apply to the City or to implement a City approved strategy for attracting and retaining businesses in the City. One means of implementing this encouragement is through a formal reimbursement and advance schedule for authorized attendance at such conferences, meetings and training sessions. B.Non-Management Personnel When authorized by their supervisor, a non-management person may attend a conference, meeting or training session subject to the stated terms and conditions included herein for each with payment toward or reimbursement of certain expenses incurred as defined below for each. II DEFINITIONS A.Conferences A conference is an annual meeting of a work related organization the membership of which may be held in the name of the City or the individual. B.Local Area The local area is defined to be within Santa Clara and San Mateo Counties and within a 40- mile distance from Cupertino when traveling to Alameda County. C.Meetings A “meeting” shall mean a convention, conference, seminar, workshop, meal, or like assembly having to do with municipal government operations. An employee serving on a panel for interviews of job applicants shall not come under this definition. D.Training Session 238 CC 03-03-2026 Searchable Packet 238 of 495 A training session is any type of seminar or workshop the attendance at which is for the purpose of obtaining information of a work related nature to benefit the City’s operations or to enhance the attendee’s capabilities in the discharge of assigned duties and responsibilities. III REIMBURSEMENT AND ADVANCE PAYMENT SCHEDULE A.Intent This schedule is written with the intent that the employee will make every effort to find the lowest possible cost to the City for traveling on City business. For example, if paying for parking at the airport is less expensive that paying for a taxi or airport shuttle, then the employee should drive their car and park at the airport; or if renting a car is lower than taking taxis at the out-of-town location, then a car should be rented; or air reservations should be booked in advance to obtain discounted fares. The following procedures apply whether the expense is being paid through a reimbursement or a direct advance. B.Registration Registration fees for authorized attendance at a meeting or training session will be paid by the City. C.Transportation The City will pay transportation costs on the basis of the lowest cost intent stated in paragraph A. Eligible transportation costs include airfare (with coach fare being the maximum), van or taxi service to and from the attendee’s home and airport, destination or airport parking charges, taxi and shuttle services at the out-of-town location, trains, tolls, or rental cars. Use of a personal automobile for City business shall be reimbursed or advanced at the rate per mile in effect for such use, except in no case shall it exceed air coach fare if the vehicle is being used for getting to the destination. Government or group rates offered by a provider of transportation must be used when available. Reimbursement or advances for use of a personal automobile on City business within a local area will not be made so as to supplement that already being paid to those persons receiving a monthly mileage allowance. D. Lodging Hotel or lodging expenses of the employee resulting from the authorized event or activity defined in this policy will be reimbursed or advanced if the lodging and event occurs outside of the local area. Not covered will be lodging expenses related to person(s) who are accompanying the City member, but who themselves are not on City business. In this instance, for example, the difference between single and multiple occupancy rates for a room will not be reimbursed. Where the lodging is in connection with a conference or other organized educational activity, City- paid lodging costs shall not exceed the maximum group rate published by the conference or activity sponsor, providing that lodging at the group rate is available at the time of booking. If the group rate 239 CC 03-03-2026 Searchable Packet 239 of 495 at the conference hotel is not available, then the non-conference lodging policy described in the next paragraph should be followed to find another comparable hotel. Where lodging is necessary for an activity that is not related to a conference or other organized educational activity, reimbursement or advances shall be limited to the actual cost of the room at a group or government rate. In the event that a group or government rate is not available, lodging rates that do not exceed the median price for lodging for that area and time period listed on travel websites like www.hotels.com, www.expedia.com or an equivalent service shall be eligible for reimbursement or advancement. E.Meals 1.With No Conference Payments toward or reimbursement of meals related to authorized activities or events shall be at the Internal Revenue Service per diem rate for meals and incidental expenses for a given location, as stated by IRS publications 463 and 1542 and by the U.S. General Services Administration. The per diem shall be split among meals as reasonably desired and reduced accordingly for less than full travel days. If per diem is claimed, no receipts are necessary. Alternatively, the actual cost of a meal can be claimed, within a standard of reasonableness, but receipts must be kept and submitted for the expense incurred. 2. As Part of a Conference When City personnel are attending a conference or other organized educational activity, they shall be reimbursed or advanced for meals not provided by the activity, on a per diem or actual cost basis. The per diem and actual cost rate shall follow the rules described in the meals with no conference paragraph. F.Other Expenses Payments toward or reimbursement of expenses at such functions shall be limited to the actual costs consistent with the application of reasonable standards. Other reasonable expenses related to business purposes shall be paid consistent with this policy. No payments shall be made unless, where available, receipts are kept and submitted for all expenses incurred. When receipts are not available, qualifying expenditures shall be reimbursed upon signing of an affidavit of expenditure. No payment shall be made for any expenses incurred which are of a personal nature or not within a standard of reasonableness for the situation as may be defined by the Finance Department. G.Non-Reimbursable Expenses 240 CC 03-03-2026 Searchable Packet 240 of 495 The City will not reimburse or advance payment toward expenses including, but not limited to: 1.The personal portion of any trip; 2. Political or charitable contributions or events; 3.Family expenses, including those of a partner when accompanying the employee on City-related business, as well as child or pet-related expenses; 4.Entertainment expenses, including theatre, shows, movies, sporting events, golf, spa treatments, etc. 5.Gifts of any kind for any purpose; 6.Service club meals; of those besides economic development staff; 7.Alcoholic beverages; 8.Non-mileage personal automobile expenses including repairs, insurance, gasoline, traffic citations; and 9.Personal losses incurred while on City business. IV ATTENDANCE AUTHORIZATION A.Budgetary Limitations Notwithstanding any attendance authorization contained herein, reimbursement or advances for expenses relative to conferences, meeting or training sessions shall not exceed the budgetary limitations. B.Conference Attendance Attendance at conferences or seminars by employees must be approved by their supervisor. C.Meetings Any employee, management or non-management, may attend a meeting when authorized by their supervisor. D.Training Sessions Any employee, management or non-management, may attend a training session when authorized by their supervisor. V. FUNDING A.Appropriation Policy It shall be the policy of the City to appropriate funds subject to availability of resources. 241 CC 03-03-2026 Searchable Packet 241 of 495 B.Training Sessions Payments toward or reimbursement of expenses incurred in attendance at training sessions, will be appropriated annually through the budget process. VI. DIRECT CASH ADVANCE POLICY From time to time, it may be necessary for a City employee to request a direct cash advance to cover anticipated expenses while traveling or doing business on the City’s behalf. Such request for an advance should be submitted to their supervisor no less than seven days prior to the need for the advance with the following information: 1) Purpose of the expenditure; 2) The anticipated amount of the expenditure (for example, hotel rates, meal costs, and transportation expenses); and 3) The dates of the expenditure. An accounting of expenses and return of any unused advance must be reported to the City within 30 calendar days of the employee’s return on the expense report described in Section VII. VII. EXPENSE REPORT REQUIREMENTS All expense reimbursement requests or final accounting of advances received must be approved by their supervisor, on forms determined by the Finance Department, within 30 calendar days of an expense incurred, and accompanied by a business purpose for all expenditures and a receipt for each non- per diem item. Revised 7/83, 7/85, 7/87, 7/88, 7/91, 7/92, 12/07, 7/10 242 CC 03-03-2026 Searchable Packet 242 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 4 AUTOMOBILE ALLOWANCES AND MILEAGE REIMBURSEMENTS It is City of Cupertino policy that eligible persons under this Compensation Program shall be compensated fairly for the use of personal automotive vehicles on City business. In many instances the use of personal vehicles is a condition of employment due to the absence of sufficient City owned vehicles for general transportation purposes. It is not intended, however, that such a condition of employment should work an undue hardship. For this reason, the following policies shall apply for mileage reimbursements. Those persons who occasionally are required to use their personal automobiles for City business shall be reimbursed for such use at an appropriate rate established by the City Council. Submission of reimbursement requests must be approved by the Department Head. Employees in the following classifications shall be paid on a monthly basis the following automobile allowance: Classification Allowance Director of Administrative Services 300.00 Director of Community Development 300.00 Director of Parks and Recreation 300.00 Director of Public Works 300.00 Chief Technology Officer/ 300.00 Director of Information Services Special Project Executive 300.00 Deputy City Manager 300.00 City Clerk 250.00 Senior Civil Engineer 250.00 Assistant Director of Public Works 250.00 City Engineer 250.00 Transportation Manager 250.00 Assistant Director of Community Development 200.00 Assistant Director of Parks and Recreation 200.00 Public Affairs Manager 200.00 Recreation Supervisor 200.00 Recreation Manager 200.00 Employees receiving automobile allowance shall be eligible for reimbursement for travel that exceeds two hundred miles round trip. 243 CC 03-03-2026 Searchable Packet 243 of 495 Adopted by Action of the City Council April 1, 1974 Revised 7/74, 5/79, 6/80, 7/81, 8/84, 7/87, 1/89, 7/90,7/92, 6/96, 8/99, 6/00, 9/01, 1/02, 6/02, 10/07, 7/10, 7/11, 10/12, 12/12, 7/13, 11/15, 10/16, 11/16, 6/17, 7/19, 8/22, 3/23, 6/25, 9/25, 1/26 244 CC 03-03-2026 Searchable Packet 244 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 5 ASSOCIATION MEMBERSHIPS AND PROFESSIONAL PUBLICATIONS It is City of Cupertino policy that eligible persons under this Compensation Program shall be entitled to City sponsored association memberships as well as receiving subscriptions to professional and technical publications. Such sponsorship, however, shall be conditioned upon the several factors as set forth below. Each association for which membership is claimed must be directly related to the field of endeavor of the person to be benefited. Each claim for City sponsored membership shall be submitted by or through the Department Head with their concurrence to the City Manager for approval. Subscriptions to or purchase of professional and technical publications may be provided at City expense when such have been authorized by the Department Head providing the subject matter and material generally contained therein are related to municipal governmental operations. Adopted by Action of the City Council April 1, 1974 Revised 7/92 245 CC 03-03-2026 Searchable Packet 245 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 6 OVERTIME WORKED EXEMPT POSITIONS: Management and non-represented professional employees are ineligible for overtime payments for time worked in excess of what otherwise would be considered as a normal work day or work week for other employees. However, no deduction from leave balances are made when such an employee is absent for less than a regular work day as long as the employee has his/her supervisor’s approval. Nothing in this policy precludes the alternative work schedule, which may include an absence of a full eight hour day, when forty hours have been worked in the same seven day work period. NON-EXEMPT POSITIONS: Confidential employees are eligible for overtime or compensation time, at their discretion, for the time worked in excess of 40 hours per week. Nothing in this policy precludes the alternative work schedule, which may include an absence of a full eight hour day, where forty hours have been worked in the same seven day period. COMPENSATORY TIME OFF At the employee’s discretion, compensatory time (CTO) may be granted for overtime worked at the rate of time and one-half for each hour worked in lieu of compensation in cash. Employees, who have previously earned CTO, shall be allowed to schedule CTO at the employee’s discretion provided (1) that prior supervisory approval has been obtained and (2) the request is made in writing. CTO may be accrued for up to 80 hours per calendar year. Any CTO earned exceeding 80 hours will be paid at the rate of time and one-half. An employee may carry over the unused balance into the next calendar year. Any unused carryover balance will be automatically paid out at the end of the calendar year. An employee may exercise his/her option twice each calendar year to convert any/or all accumulated compensatory time to cash. STANDBY COMPENSATION Employees in the classification of Information and Technology Assistant who are required to be available during their off-shift hours for possible recall for emergency service shall be compensated $300.00 per 128 hours. Minimum staffing and skill qualifications for standby assignment shall be determined by the City. 246 CC 03-03-2026 Searchable Packet 246 of 495 Adopted by Action of the City Council April 1, 1974 Revised 6/80, 7/91, 7/92, 6/96, 7/97, 4/07, 7/13, 10/16, 8/22 247 CC 03-03-2026 Searchable Packet 247 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM Policy No. 7 HEALTH BENEFITS PLAN - EMPLOYER CONTRIBUTION It is the policy of the City of Cupertino to provide group hospital and medical insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees and their families through comprehensive health plans available only through employer sponsorship. Although the premium cost for the insurance provided remains the ultimate responsibility of the employee in these positions, the City shall contribute the amounts listed below towards the premium or pay the full cost of the premium if less than the stated amounts. If the premium amounts for any employee covered by this policy are less than the amounts listed below per month, the difference between the premium amount and the stated amounts will be included in the employee’s gross pay. The City agrees to make available a plan of comprehensive health and welfare benefits for eligible employees. Any such benefits program must have the continued approval of the Board of Administration, Public Employees Retirement System. For each participating employee, the City shall contribute toward premium cost of the following amount per month during the term of this agreement. Effective July 1, 2025, for each participating employee, the City shall contribute toward premium cost the following amount per month during the term of this agreement. January 1, 2025 City Max Health City Max Dental City Total Max With regards to any change in the monthly medical plan premium charged by CalPERS in the plan years subsequent to 2025 (specifically, the CalPERS healthcare rate increases effective January 1, 2026, January 1, 2027 and January 1, 2028), the City’s maximum contributions shall be tied to the CalPERS Kaiser Permanente plan increases and shall be capped at no more than 20% of any such total increase in aggregate between 2025 – 2028. Any required contribution amounts exceeding the Health In-Lieu Payments City agrees to pay a monthly amount of three hundred seventy-five ($375.00) per month to the employee who can demonstrate that they have equivalent health coverage through their spouse, parent, or other group coverage and who request this cash payment in lieu of health insurance coverage. 248 CC 03-03-2026 Searchable Packet 248 of 495 *Dental Coverage: Effective the first month after Council adoption of MOU, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract. Adopted by Action of the City Council September 16, 1974 Revised 7/75, 7/76, 7/77, 8/78, 7/79, 6/80, 6/81, 7/81, 6/82, 7/83, 7/84, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/97, 7/99, 6/00, 6/02, 7/04, 6/05, 4/07,12/12, 7/13, 10/16, 7/19, 12/19, 8/22, 9/25 249 CC 03-03-2026 Searchable Packet 249 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 8 FIXED HOLIDAYS It is the policy of the City of Cupertino to recognize days of historical and national significance as holidays of the City without loss of pay or benefits. Recognizing the desirable times throughout the year, it is the policy of the City of Cupertino to provide days off in lieu of holidays for management and confidential employees at such times as are convenient for each employee and supervisor, when such policy is compatible with the workload and schedule of the City. The City provides the following fixed paid holidays for eligible employees covered by this agreement: 1. New Year’s Day 2. Martin Luther King Day 3.Lunar New Year 4. Presidents’ Day 5. Cesar Chavez Day 6.Memorial Day 7.Juneteenth 8.Independence Day 9.Labor Day 10. Veteran’s Day 11. Thanksgiving Day 12.Day Following Thanksgiving 13. Christmas Eve 14.Christmas Day 15. New Year’s Eve When a holiday falls on a Sunday, the following Monday shall be observed as the non-work day. When a holiday falls on a Saturday, the previous Friday shall be observed as the non-work day. FLOATING HOLIDAY In addition to the paid holidays, employees occupying these positions shall be provided 20 floating hours per calendar year as non-work time with full pay and benefits. Employees may accumulate floating holiday hours up to two times their annual accrual. Adopted by Action of the City Council July 7, 1975 Revised 6/80, 6/89, 7/92, 7/99, 7/13, 8/22, 11/23, 9/25 250 CC 03-03-2026 Searchable Packet 250 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 9 LIFE, LONG TERM DISABILITY INSURANCE, AND SHORT TERM DISABILITY INSURANCE It is the policy of the City of Cupertino to make available group insurance for Management and Confidential employees that will mitigate the personal and family financial hardships resulting from continuing disability that prevents an employee from performing gainfully in his or her occupation. It is further the policy of the City of Cupertino to provide life insurance benefits in an amount of two and one half times the employee’s annual salary to a maximum of $250,000.00. Employees occupying unrepresented positions may enroll in the disability income program and the life insurance program offered if eligible under the contract provisions of the policy and the personnel rules of the City. The full cost of premiums for these programs shall be paid by the City for such employees. Adopted by Action of the City Council September 16, 1976 Revised 7/76, 6/80, 6/81, 6/82, 6/92, 10/16 251 CC 03-03-2026 Searchable Packet 251 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 10 DEFERRED COMPENSATION It is the policy of the City of Cupertino to provide equitable current compensation and reasonable retirement security for management and confidential employees for services performed for the City. The City participates in the California Public Employees’ Retirement System (PERS) and deferred compensation plans have been established. Both the employee and employer may make contributions from current earnings to these plans. The purpose of this policy is to promote means by which compensation may be provided in such manner and form to best meet the requirements of the City and the needs of individual employees, thereby increasing the ability, to attract and retain competent management and confidential employees. The City shall maintain and administer means by which employees in these positions may defer portions of their current earnings for future utilization. Usage of such plans shall be subject to such agreements, rules and procedures as are necessary to properly administer each plan. Employee contributions to such plans may be made in such amounts as felt proper and necessary to the employee. Employer contributions shall be as determined by the City Council. Adopted by Action of the City Council July 7, 1975 Revised 6/80, 7/87, 7/92, 7/99 252 CC 03-03-2026 Searchable Packet 252 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 11 PUBLIC EMPLOYEES’ RETIREMENT SYSTEM CONTRIBUTION A. Employees hired on or before December 29, 2012 Only: For employees hired on or before December 29, 2012, the City has contracted with CalPERS for a 2.7% @55 formula. Effective in the first full pay period in July 2017, each employee shall pay the full 8.0% of applicable salary of the employee’s contribution towards CalPERS. B.For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations Only: For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations only the City has contracted with CalPERS for a 2.0% @ 60 retirement formula, three year average compensation. Effective October 1, 2016, the City shall not pay the employee’s contribution rate to the California Public Employees Retirement System (CalPERS) and each employee shall pay the full 7% of applicable salary of the employee’s contribution towards CalPERS. C.For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as Classic members Only: For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as classic members as defined by CalPERS, CalPERS has by statute implemented a 2% @ 62 formula, three year average and employees in this category shall pay 50% of the normal cost rate as determined by CalPERS. Adopted by Action of the City Council June, 1981 Revised 6/87, 6/89, 7/90, 7/91, 7/92, 6/03, 7/04, 4/07, 7/10, 10/12, 12/12, 7/13, 10/16, 7/19 253 CC 03-03-2026 Searchable Packet 253 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 12 DENTAL INSURANCE - EMPLOYER CONTRIBUTION It is the policy of the City of Cupertino to provide dental insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees. The premium cost for the insurance provided by the City shall not exceed $114.30 per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with Personnel Rules of the City and the provisions of the contract for such insurance between the City and carrier or carriers. *Dental Coverage: Effective the first month after Council adoption of agreement, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract. Adopted by Action of City Council July 1, 1983 Revised 7/87, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/99, 4/07, 10/12, 10/16, 7/19, 9/25 254 CC 03-03-2026 Searchable Packet 254 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 13 ADMINISTRATIVE LEAVE The department heads and executive level staff shall receive eighty (80) hours of administrative leave with pay per year. Unrepresented employees exempt from the provisions of the Fair Labor Standards Act shall receive forty (40) hours of administrative leave with pay per year. Employees may accumulate administrative leave hours up to two times their annual accrual. Employees shall be eligible to convert up to 80 hours of administrative leave to pay one time each calendar year. Adopted by Action of the City Council July, 1988 Revised 7/92, 7/97, 7/99, 7/10, 12/12, 10/16, 8/22, 3/23 City of Cupertino 255 CC 03-03-2026 Searchable Packet 255 of 495 UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 14 EMPLOYEE ASSISTANCE PROGRAM It is the policy of the City of Cupertino to provide an Employee Assistance Program for the benefit of Management and Confidential employees and their eligible dependents. The purpose of this program is to provide professional assistance and counseling concerning financial, legal, pre-retirement, and other matters of a personal nature. Adopted by Action of the City Council June 17, 1996 256 CC 03-03-2026 Searchable Packet 256 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 15 VACATION ACCUMULATION The department heads and executive level staff shall earn vacation hours under the same vacation accumulation schedule as all other employees. Credit shall be provided for previous public sector service time on a year-for-year basis as to annual vacation accumulation. Credit shall only be given for completed years of service. Public service credit shall not apply to any other supplemental benefit. Employee(s) affected by this policy will have the responsibility of providing certification as to previous public sector service. Benefited full-time employees accrue vacation in accordance with the following schedule. Benefited employees who work less than a full-time work schedule accrue vacation in accordance with the following schedule on a pro-rated basis. An employee may accrue no more vacation credit than what is listed above. VACATION CREDITS The hiring manager, with the approval of the department head and the City Manager, may offer a vacation bank of up to 120 hours of vacation to a prospective candidate in the Unrepresented group. These hours do not vest for payoff purposes if the employee leaves service. Adopted by Action of the City Council July 7, 1997 Revised 6/99, 7/10, 12/12, 7/13, 10/16, 3/23 257 CC 03-03-2026 Searchable Packet 257 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 16 HOUSING ASSISTANCE PROGRAM Housing assistance may be offered to the department heads pursuant to Resolution No. 15-092. Adopted by Action of the City Council July 7, 1997 Revised 7/99, 7/10, 8/12, 10/15 258 CC 03-03-2026 Searchable Packet 258 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 17 VISION INSURANCE – EMPLOYER CONTRIBUTION It is the policy of the City of Cupertino to provide vision insurance under which employees and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees. The premium cost for the insurance provided by the City shall not exceed $14.94 per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with the provisions of the contract between the City and carrier or carriers providing vision insurance coverage, Adopted by Action of the City Council July 1997 Revised 7/99, 6/02, 6/03, 7/10, 10/12 259 CC 03-03-2026 Searchable Packet 259 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 18 WORK OUT OF CLASSIFICATION/WORK IN DUAL CLASSIFICATION Work Out of Classification – Temporary assignment, approved in advance by the department head, to a classification in a higher pay grade shall be compensated at the Step 1 rate of the higher classification or at a rate five (5) percent greater than that of the regular position, whichever is greater, for the number of hours assigned. In order to qualify for out-of-classification pay, an employee shall work a minimum of four (4) hours per day in the temporary assignment. An employee may be assigned to work out of class in a higher classification when there is a vacant position for which a recruitment is being, or will be, conducted. Out of class assignments may not exceed 960 hours in a fiscal year. Compensation for work performed in an out-of-class capacity is included for purposes of calculating CalPERS compensation, however, this is at the discretion of CalPERS and future changes to CalPERS regulations would supersede the language of this section. An employee may receive acting pay for working in a higher classification where a vacancy does not exist, in the case of an incumbent being on vacation or leave of absence, or due to the employee being asked to perform higher level work on any other temporary basis. Acting pay is not included for purposes of calculating CalPERS compensation. The higher rate of pay shall be used in computing overtime when authorized overtime is worked in a non-exempt, out of class or acting work assignment. When a non-exempt employee is working out of class or acting in an exempt position for 20 hours or more in a work week, the employee will be ineligible to receive overtime pay for any and all hours worked in the exempt classification during that work week. All requests for out of class pay or acting pay must be approved by the Director of Administrative Services or his/her designee. Adopted by Action of the City Council October 2016 Revised 7/19 260 CC 03-03-2026 Searchable Packet 260 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 19 EDUCATION REIMBURSEMENT PROGRAM It is the intent of the City to recognize the value of continuing education and professional development of its employees; and to adopt an Education Reimbursement Program which will encourage employees to avail themselves of City job related educational opportunities that will advance their knowledge and interests in the direction of their career path. Courses should either: a) maintain or improve job skills in the employee’s current position; b) be expressly required by the City or by law; or c) prepare the employee to become a competitive applicant for a different position with the City. The Education Reimbursement Program is a benefit to all full time benefited employees who have completed the required probationary period and provides education reimbursement of up to two thousand dollars($2,000) per calendar year for the cost of registration, required textbooks and/or materials and parking. Employees who wish to seek reimbursement from the City for educational program costs shall provide a written request for reimbursement in advance of enrollment to the Human Resources Division. The form provided shall include the type of training, sponsoring organization or institution, meeting times and costs. Human Resources and the employee’s department head will make the determination if the chosen education program is eligible for reimbursement. No employee shall receive any reimbursement until they have provided satisfactory proof of successful completion of the coursework with a grade of “C” or above, or “Pass” in the case of a Pass/Fail course. Such proof of completion shall be provided within 30 days of the conclusion of the course. Education reimbursement is a taxable benefit under IRS Code. Education reimbursement will be applied to the calendar year in which the course is passed and satisfactory proof of completion is submitted. Mandatory or annual coursework, attendance at conferences and training required to maintain job specific certifications or proficiencies are not included in the Education Reimbursement Program. Adopted by Action of the City Council July 2019 261 CC 03-03-2026 Searchable Packet 261 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 20 CITY SPONSORED RECREATION AND WELLNESS PROGRAMS Unrepresented employees shall have the privilege of enrollment in City sponsored recreation programs at the City residents’ fee structure and in preference to non-residents wishing to enroll. Each calendar year, employees and family members on the employee’s dental plan are eligible to be reimbursed up to $500 per employee in Rec Bucks. Employees shall be reimbursed for approved recreation services in accordance with the City’s Recreation Buck Policies. Programs allowing for preregistration will be reimbursed after completion of the program, including those allowing for or requiring preregistration in the calendar year prior to reimbursement. Reimbursements shall be applied to the year in which they are received. Benefited employees will also receive a free employee-only annual Cupertino Sports Center membership. Part-time benefited employees will have the annual amount of Recreation Bucks prorated based on number of hours worked. Recreation Bucks are a taxable benefit under IRS Code, and must be used by the employee within the calendar year and are non-transferrable. City employees are eligible to participate in the City’s wellness program as provided for in the City’s Administrative Rules and Regulations. Adopted by Action of the City Council July 2019 262 CC 03-03-2026 Searchable Packet 262 of 495 Listing of Unrepresented Classifications by Salary Rate or Pay Grades Effective July 1, 2013 (Res. No. 13-061) Amended 11/19/ 13 (Res. No. 13-099) Amended 12/17/13 (Res. No. 13-108) Amended 3/18/14 (Res. No. 14-130) Amended 11/3/14 (Res. No. 14-209) Amended 11/3/2015 (Res. No. 15-099) Amended 6/21/16 (Res. No. 16-064) Amended 10/4/16 (Res. No. 16-104 – Not adopted) Amended 10/18/16 (Res. No. 16-108) Amended 11/15/16 (Res. No. 16-128) Amended 6/20/17 (Res. No. 17-056) Amended 10/17/17 (Res. No. 17-101) Amended 7/16/19 (Res. No. 19-086) Amended 11/19/19 (Res. No. 19-140) Amended 6/7/22 (Res. No. 22-067 on 6/9/22) Amended 8/16/22 (Res. No. 22-103) Amended 3/7/23 (Res. No. 23-028 ) Amended 6/3/25 ( Res. No. 25-040) Amended 7/15/25 ( Res. No. 25-066) Amended 9/3/25 (Res. No. 25-072) Amended 1/21/26 (Res. No. 26-001) Amended 3/3/2026 (Res. No. 26-026) 263 CC 03-03-2026 Searchable Packet 263 of 495 ATTACHMENT A SALARY SCHEDULE Salary Effective July 15, 2025 Year 1 - Salary Effective First Full Pay Period in July 2025 Classification Step1 Step2 Step3 Step4 Step5 ACCOUNTANT I $48.93 $51.38 $53.95 $56.65 $59.48 ACCOUNTANT II $53.94 $56.64 $59.47 $62.45 $65.57 ACCOUNTING TECHNICIAN $48.54 $50.96 $53.51 $56.19 $58.99 ADMINISTRATIVE ASSISTANT $42.68 $44.82 $47.06 $49.41 $51.88 ASSISTANT CITY ATTORNEY $97.48 $102.35 $107.47 $112.84 $118.48 ASSISTANT DIRECTOR COMM DEV $95.34 $100.11 $105.12 $110.37 $115.89 ASSISTANT TO THE CITY MANAGER $78.41 $82.33 $86.45 $90.77 $95.31 ASST DIR PUBLIC WORKS ENG $99.19 $104.15 $109.36 $114.82 $120.56 ASST DIR RECREATION COMM SVCS $95.34 $100.11 $105.12 $110.37 $115.89 BUDGET MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 BUILDING OFFICIAL $89.60 $94.08 $98.79 $103.73 $108.91 BUSINESS SYSTEMS ANALYST $69.18 $72.64 $76.27 $80.09 $84.09 CAPITAL IMPV PROGRAM MGR $89.05 $93.51 $98.18 $103.09 $108.24 CHIEF TECHNOLOGY OFFICER $117.71 $123.59 $129.78 $136.27 $143.07 CITY CLERK $79.51 $83.49 $87.66 $92.05 $96.65 CITY ENGINEER $99.19 $104.15 $109.36 $114.82 $120.56 CODE ENFORCEMENT SUPERVISOR $77.51 $81.39 $85.46 $89.73 $94.22 DEPUTY CITY MANAGER $117.71 $123.59 $129.78 $136.27 $143.07 ENVIRONMENTAL PROGRAMS MANAGER $89.05 $93.51 $98.18 $103.09 $108.24 264 CC 03-03-2026 Searchable Packet 264 of 495 EXEC ASST TO THE CITY ATTNY $48.92 $51.38 $53.95 $56.63 $59.48 FINANCE MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 GIS COORDINATOR $51.15 $53.71 $56.39 $59.21 $62.17 GIS PROGRAM MANAGER $88.11 $92.52 $97.14 $102.00 $107.10 HUMAN RESOURCE ANALYST I $58.86 $61.81 $64.90 $68.14 $71.55 HUMAN RESOURCES ANALYST II $64.90 $68.14 $71.55 $75.12 $78.88 HUMAN RESOURCES ASSISTANT $35.45 $37.22 $39.08 $41.03 $43.08 HUMAN RESOURCES MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 HUMAN RESOURCES TECHNICIAN $48.54 $50.96 $53.51 $56.19 $58.99 I.T. ASSISTANT $47.73 $50.12 $52.62 $55.25 $58.02 INNOVATION AND TECHNOLOGY MGR $88.11 $92.52 $97.14 $102.00 $107.10 LEGAL SERVICES MANAGER $50.53 $53.05 $55.71 $58.49 $61.42 PERMIT CENTER MANAGER $77.51 $81.39 $85.46 $89.73 $94.22 RECREATION MANAGER $63.01 $66.16 $69.46 $72.94 $76.58 SENIOR PUBLIC WORKS PROJECT MGR $76.88 $80.72 $84.76 $88.99 $93.44 Year 2 - Salary Effective First Full Pay Period in July 2026 Classification Step1 Step2 Step3 Step4 Step5 ACCOUNTANT I $50.40 $52.92 $55.57 $58.34 $61.26 265 CC 03-03-2026 Searchable Packet 265 of 495 ACCOUNTING TECHNICIAN $49.99 $52.49 $55.11 $57.87 $60.76 ADMINISTRATIVE ASSISTANT $43.96 $46.16 $48.47 $50.89 $53.44 ASSISTANT CITY ATTORNEY $100.40 $105.42 $110.69 $116.23 $122.04 ASST DIR RECREATION COMM SVCS $98.20 $103.11 $108.27 $113.68 $119.37 FINANCE MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 266 CC 03-03-2026 Searchable Packet 266 of 495 I.T. ASSISTANT $49.16 $51.62 $54.20 $56.91 $59.76 INNOVATION AND TECHNOLOGY MGR $90.75 $95.29 $100.06 $105.06 $110.31 LEGAL SERVICES MANAGER $52.04 $54.65 $57.38 $60.25 $63.26 MANAGEMENT ANALYST $61.15 $64.21 $67.42 $70.79 $74.33 NETWORK SPECIALIST $62.90 $66.04 $69.34 $72.81 $76.45 PARK RESTORATION IMPV MGR $85.79 $90.08 $94.59 $99.31 $104.28 PERMIT CENTER MANAGER $79.84 $83.83 $88.02 $92.42 $97.05 PLANNING MANAGER $92.29 $96.90 $101.75 $106.84 $112.18 PUBLIC AFFAIRS MANAGER $78.88 $82.83 $86.97 $91.32 $95.88 PUBLIC INFORMATION OFFICER $78.80 $82.74 $86.87 $91.22 $95.78 Year 3 - Salary Effective First Full Pay Period in July 2027 Classification Step1 Step2 Step3 Step4 Step5 ACCOUNTANT I $51.91 $54.51 $57.23 $60.10 $63.10 ACCOUNTANT II $57.23 $60.09 $63.09 $66.25 $69.56 ACCOUNTING TECHNICIAN $51.49 $54.06 $56.77 $59.61 $62.59 ADMINISTRATIVE ASSISTANT $45.28 $47.55 $49.93 $52.42 $55.04 ASSISTANT CITY ATTORNEY 267 CC 03-03-2026 Searchable Packet 267 of 495 BUILDING OFFICIAL $124.88 $131.12 $137.68 $144.57 $151.79 DEPUTY CITY ATTORNEY ECONOMIC DEVELOPMENT MANAGER $94.48 $109.37 $114.84 $54.51 $57.23 HUMAN RESOURCE ANALYST I $37.60 $43.53 $45.71 $50.64 $53.17 $55.83 $58.62 $61.55 LEGAL SERVICES MANAGER $56.29 $59.10 $64.78 $74.99 $78.74 268 CC 03-03-2026 Searchable Packet 268 of 495 PUBLIC AFFAIRS MANAGER $65.47 $68.75 $72.18 $75.79 $79.58 PURCHASING MANAGER 269 CC 03-03-2026 Searchable Packet 269 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 1 PROGRAM PURPOSE AND DEFINITIONS FOR ELIGIBILITY It is City of Cupertino policy that those certain persons holding positions hereinafter defined and designated either as management or confidential positions shall be eligible for participation under the Unrepresented Employees Compensation Program as hereby adopted by action of the City Council and as same may be amended or as otherwise modified from time to time. It is the stated purpose of this Compensation Program to give recognition to and to differentiate those eligible employees from represented employees who achieve economic gain and other conditions of employment through negotiation. It is the intent that through this policy and those which are adopted or as may be modified or rescinded from time to time such recognition may be given. Eligibility for inclusion with this Compensation program is limited to persons holding positions as management or confidential employees as defined under section 2.52.290 of the Cupertino Municipal Code. These are as designated by the Appointing Authority and may be modified as circumstances warrant. Although subject to change in accordance with provision of the Personnel Code, the positions in the following classifications have been designated as unrepresented. MANAGEMENT AND CONFIDENTIAL CLASSIFICATIONS: Classification Title Accountant I Accountant II Accounting Technician Administrative Assistant Assistant City Attorney Assistant Director of Community Development Assistant Director of Public Works Assistant Director of Parks and Recreation Assistant to the City Manager Budget Manager Building Official Business Systems Analyst/Program Manager Capital Improvement Program Manager Chief Technology Officer/Director of Information Services (Department Head) City Clerk City Engineer Code Enforcement Supervisor Communications and Marketing Coordinator Community Relations Coordinator 270 CC 03-03-2026 Searchable Packet 270 of 495 Deputy Building Official Deputy City Attorney Deputy City Clerk Deputy City Manager Director of Administrative Services (Department Head) Director of Community Development (Department Head) Director of Parks and Recreation (Department Head) Director of Public Works Economic Development Manager Emergency Services Coordinator Environmental Programs Manager Executive Assistant to the City Attorney Executive Assistant to the City Manager Finance Manager GIS Coordinator GIS Program Manager Human Resources Analyst I Human Resources Analyst II Human Resources Assistant Human Resources Manager Human Resources Technician Information Technology Assistant Innovation and Technology Manager – Applications Innovation and Technology Manager - Infrastructure Legal Services Manager Management Analyst Network Specialist Park Restoration and Improvement Manager Permit Center Manager Planning Manager Public Information Officer Public Affairs Manager Public Works Projects Manager Public Works Supervisor Purchasing Manager Recreation Manager Recreation Supervisor Senior Accountant Senior Assistant City Attorney Senior Business Systems Analyst Senior Civil Engineer Senior Management Analyst Senior Public Works Project Manager Service Center Superintendent Special Project Executive 271 CC 03-03-2026 Searchable Packet 271 of 495 Transportation Manager Web Specialist In the event of any inconsistency between the Compensation Program and any Employment Contracts, the provisions of the Employment Contract and any amendments thereto control. Adopted by Action of the City Council, April 1, 1974 Revised 10/74, 3/78, 6/81, 6/82, 7/85, 7/87, 1/89, 7/90, 4/91, 5/91, 7/92, 6/95, 6/96, 7/99, 6/02, 7/04, 6/05, 04/07, 7/10, 10/12, 12/12, 7/13,11/13,12/13,3/14, 7/14, 11/15, 6/16, 10/16, 11/16, 6/17, 10/17, 7/19, 6/22, 8/22, 3/23, 11/23, 6/25, 7/25, 9/25 272 CC 03-03-2026 Searchable Packet 272 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 2 SALARY SCHEDULE AND OTHER SALARY RATES It is City of Cupertino policy that eligible persons under this Compensation Program shall be compensated for services rendered to and on behalf of the City on the basis of equity of pay for duties and responsibilities assigned, meritorious service and comparability with similar work in other public and private employment in the same labor market; all of which is contingent upon the City’s ability to pay consistent with its fiscal policies. • Effective the first full pay period after July 1, 2025, 5.0% salary increase (Pay period which begins July 12, 2025) • Effective the first full pay period after July 1, 2026, 3.0% salary increase • Effective the first full pay period after July 1, 2027, 3.0% salary increase The City will pay all eligible employees under this Compensation Program, employed with the City as of July 2, 2025, a one-time, non-pensionable lump sum of $1,000, which shall be subject to all applicable payroll tax and withholding. The parties agree that this one-time payment shall not be PERSable (i.e. counted towards base salary or final compensation for CalPERS retirement calculation). Payment shall be made through payroll following the City Council’s approval of the Amended Unrepresented Employees’ Compensation Program. Employees must be an active employee at the time of the retroactive payout in order to receive said $1,000 lump-sum payment. See Attachment A for a list of paygrades. Adopted by Action of the City Council April 1, 1974 Revised 8/78, 7/79, 6/80, 7/92, 6/95, 10/12, 7/13, 10/16, 7/19, 8/22, 11/23, 9/25 273 CC 03-03-2026 Searchable Packet 273 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM Policy No. 3 TRAINING AND CONFERENCES I. POLICY A. Management Personnel It is City of Cupertino policy that eligible persons under this Compensation Program shall be reimbursed or receive advances in accordance with the schedules, terms and conditions as set forth herein for attendance at conferences, meetings and training sessions as defined below for each. It is the intent of this policy to encourage the continuing education and awareness of said persons in the technical improvements and innovations in their fields of endeavor as they apply to the City or to implement a City approved strategy for attracting and retaining businesses in the City. One means of implementing this encouragement is through a formal reimbursement and advance schedule for authorized attendance at such conferences, meetings and training sessions. B. Non-Management Personnel When authorized by their supervisor, a non-management person may attend a conference, meeting or training session subject to the stated terms and conditions included herein for each with payment toward or reimbursement of certain expenses incurred as defined below for each. II DEFINITIONS A. Conferences A conference is an annual meeting of a work related organization the membership of which may be held in the name of the City or the individual. B. Local Area The local area is defined to be within Santa Clara and San Mateo Counties and within a 40- mile distance from Cupertino when traveling to Alameda County. C. Meetings A “meeting” shall mean a convention, conference, seminar, workshop, meal, or like assembly having to do with municipal government operations. An employee serving on a panel for interviews of job applicants shall not come under this definition. D. Training Session 274 CC 03-03-2026 Searchable Packet 274 of 495 A training session is any type of seminar or workshop the attendance at which is for the purpose of obtaining information of a work related nature to benefit the City’s operations or to enhance the attendee’s capabilities in the discharge of assigned duties and responsibilities. III REIMBURSEMENT AND ADVANCE PAYMENT SCHEDULE A. Intent This schedule is written with the intent that the employee will make every effort to find the lowest possible cost to the City for traveling on City business. For example, if paying for parking at the airport is less expensive that paying for a taxi or airport shuttle, then the employee should drive their car and park at the airport; or if renting a car is lower than taking taxis at the out-of-town location, then a car should be rented; or air reservations should be booked in advance to obtain discounted fares. The following procedures apply whether the expense is being paid through a reimbursement or a direct advance. B. Registration Registration fees for authorized attendance at a meeting or training session will be paid by the City. C. Transportation The City will pay transportation costs on the basis of the lowest cost intent stated in paragraph A. Eligible transportation costs include airfare (with coach fare being the maximum), van or taxi service to and from the attendee’s home and airport, destination or airport parking charges, taxi and shuttle services at the out-of-town location, trains, tolls, or rental cars. Use of a personal automobile for City business shall be reimbursed or advanced at the rate per mile in effect for such use, except in no case shall it exceed air coach fare if the vehicle is being used for getting to the destination. Government or group rates offered by a provider of transportation must be used when available. Reimbursement or advances for use of a personal automobile on City business within a local area will not be made so as to supplement that already being paid to those persons receiving a monthly mileage allowance. D. Lodging Hotel or lodging expenses of the employee resulting from the authorized event or activity defined in this policy will be reimbursed or advanced if the lodging and event occurs outside of the local area. Not covered will be lodging expenses related to person(s) who are accompanying the City member, but who themselves are not on City business. In this instance, for example, the difference between single and multiple occupancy rates for a room will not be reimbursed. Where the lodging is in connection with a conference or other organized educational activity, City- paid lodging costs shall not exceed the maximum group rate published by the conference or activity sponsor, providing that lodging at the group rate is available at the time of booking. If the group rate 275 CC 03-03-2026 Searchable Packet 275 of 495 at the conference hotel is not available, then the non-conference lodging policy described in the next paragraph should be followed to find another comparable hotel. Where lodging is necessary for an activity that is not related to a conference or other organized educational activity, reimbursement or advances shall be limited to the actual cost of the room at a group or government rate. In the event that a group or government rate is not available, lodging rates that do not exceed the median price for lodging for that area and time period listed on travel websites like www.hotels.com, www.expedia.com or an equivalent service shall be eligible for reimbursement or advancement. E. Meals 1. With No Conference Payments toward or reimbursement of meals related to authorized activities or events shall be at the Internal Revenue Service per diem rate for meals and incidental expenses for a given location, as stated by IRS publications 463 and 1542 and by the U.S. General Services Administration. The per diem shall be split among meals as reasonably desired and reduced accordingly for less than full travel days. If per diem is claimed, no receipts are necessary. Alternatively, the actual cost of a meal can be claimed, within a standard of reasonableness, but receipts must be kept and submitted for the expense incurred. 2. As Part of a Conference When City personnel are attending a conference or other organized educational activity, they shall be reimbursed or advanced for meals not provided by the activity, on a per diem or actual cost basis. The per diem and actual cost rate shall follow the rules described in the meals with no conference paragraph. F. Other Expenses Payments toward or reimbursement of expenses at such functions shall be limited to the actual costs consistent with the application of reasonable standards. Other reasonable expenses related to business purposes shall be paid consistent with this policy. No payments shall be made unless, where available, receipts are kept and submitted for all expenses incurred. When receipts are not available, qualifying expenditures shall be reimbursed upon signing of an affidavit of expenditure. No payment shall be made for any expenses incurred which are of a personal nature or not within a standard of reasonableness for the situation as may be defined by the Finance Department. G. Non-Reimbursable Expenses 276 CC 03-03-2026 Searchable Packet 276 of 495 The City will not reimburse or advance payment toward expenses including, but not limited to: 1. The personal portion of any trip; 2. Political or charitable contributions or events; 3. Family expenses, including those of a partner when accompanying the employee on City-related business, as well as child or pet-related expenses; 4. Entertainment expenses, including theatre, shows, movies, sporting events, golf, spa treatments, etc. 5. Gifts of any kind for any purpose; 6. Service club meals; of those besides economic development staff; 7. Alcoholic beverages; 8. Non-mileage personal automobile expenses including repairs, insurance, gasoline, traffic citations; and 9. Personal losses incurred while on City business. IV ATTENDANCE AUTHORIZATION A. Budgetary Limitations Notwithstanding any attendance authorization contained herein, reimbursement or advances for expenses relative to conferences, meeting or training sessions shall not exceed the budgetary limitations. B. Conference Attendance Attendance at conferences or seminars by employees must be approved by their supervisor. C. Meetings Any employee, management or non-management, may attend a meeting when authorized by their supervisor. D. Training Sessions Any employee, management or non-management, may attend a training session when authorized by their supervisor. V. FUNDING A. Appropriation Policy It shall be the policy of the City to appropriate funds subject to availability of resources. 277 CC 03-03-2026 Searchable Packet 277 of 495 B. Training Sessions Payments toward or reimbursement of expenses incurred in attendance at training sessions, will be appropriated annually through the budget process. VI. DIRECT CASH ADVANCE POLICY From time to time, it may be necessary for a City employee to request a direct cash advance to cover anticipated expenses while traveling or doing business on the City’s behalf. Such request for an advance should be submitted to their supervisor no less than seven days prior to the need for the advance with the following information: 1) Purpose of the expenditure; 2) The anticipated amount of the expenditure (for example, hotel rates, meal costs, and transportation expenses); and 3) The dates of the expenditure. An accounting of expenses and return of any unused advance must be reported to the City within 30 calendar days of the employee’s return on the expense report described in Section VII. VII. EXPENSE REPORT REQUIREMENTS All expense reimbursement requests or final accounting of advances received must be approved by their supervisor, on forms determined by the Finance Department, within 30 calendar days of an expense incurred, and accompanied by a business purpose for all expenditures and a receipt for each non- per diem item. Revised 7/83, 7/85, 7/87, 7/88, 7/91, 7/92, 12/07, 7/10 278 CC 03-03-2026 Searchable Packet 278 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 4 AUTOMOBILE ALLOWANCES AND MILEAGE REIMBURSEMENTS It is City of Cupertino policy that eligible persons under this Compensation Program shall be compensated fairly for the use of personal automotive vehicles on City business. In many instances the use of personal vehicles is a condition of employment due to the absence of sufficient City owned vehicles for general transportation purposes. It is not intended, however, that such a condition of employment should work an undue hardship. For this reason, the following policies shall apply for mileage reimbursements. Those persons who occasionally are required to use their personal automobiles for City business shall be reimbursed for such use at an appropriate rate established by the City Council. Submission of reimbursement requests must be approved by the Department Head. Employees in the following classifications shall be paid on a monthly basis the following automobile allowance: Classification Allowance Director of Administrative Services 300.00 Director of Community Development 300.00 Director of Parks and Recreation 300.00 Director of Public Works 300.00 Chief Technology Officer/ 300.00 Director of Information Services Special Project Executive 300.00 Deputy City Manager 300.00 City Clerk 250.00 Senior Civil Engineer 250.00 Assistant Director of Public Works 250.00 City Engineer 250.00 Transportation Manager 250.00 Assistant Director of Community Development 200.00 Assistant Director of Parks and Recreation 200.00 Public Affairs Manager 200.00 Recreation Supervisor 200.00 Recreation Manager 200.00 Employees receiving automobile allowance shall be eligible for reimbursement for travel that exceeds two hundred miles round trip. 279 CC 03-03-2026 Searchable Packet 279 of 495 Adopted by Action of the City Council April 1, 1974 Revised 7/74, 5/79, 6/80, 7/81, 8/84, 7/87, 1/89, 7/90,7/92, 6/96, 8/99, 6/00, 9/01, 1/02, 6/02, 10/07, 7/10, 7/11, 10/12, 12/12, 7/13, 11/15, 10/16, 11/16, 6/17, 7/19, 8/22, 3/23, 6/25, 9/25, 1/26 280 CC 03-03-2026 Searchable Packet 280 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 5 ASSOCIATION MEMBERSHIPS AND PROFESSIONAL PUBLICATIONS It is City of Cupertino policy that eligible persons under this Compensation Program shall be entitled to City sponsored association memberships as well as receiving subscriptions to professional and technical publications. Such sponsorship, however, shall be conditioned upon the several factors as set forth below. Each association for which membership is claimed must be directly related to the field of endeavor of the person to be benefited. Each claim for City sponsored membership shall be submitted by or through the Department Head with their concurrence to the City Manager for approval. Subscriptions to or purchase of professional and technical publications may be provided at City expense when such have been authorized by the Department Head providing the subject matter and material generally contained therein are related to municipal governmental operations. Adopted by Action of the City Council April 1, 1974 Revised 7/92 281 CC 03-03-2026 Searchable Packet 281 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 6 OVERTIME WORKED EXEMPT POSITIONS: Management and non-represented professional employees are ineligible for overtime payments for time worked in excess of what otherwise would be considered as a normal work day or work week for other employees. However, no deduction from leave balances are made when such an employee is absent for less than a regular work day as long as the employee has his/her supervisor’s approval. Nothing in this policy precludes the alternative work schedule, which may include an absence of a full eight hour day, when forty hours have been worked in the same seven day work period. NON-EXEMPT POSITIONS: Confidential employees are eligible for overtime or compensation time, at their discretion, for the time worked in excess of 40 hours per week. Nothing in this policy precludes the alternative work schedule, which may include an absence of a full eight hour day, where forty hours have been worked in the same seven day period. COMPENSATORY TIME OFF At the employee’s discretion, compensatory time (CTO) may be granted for overtime worked at the rate of time and one-half for each hour worked in lieu of compensation in cash. Employees, who have previously earned CTO, shall be allowed to schedule CTO at the employee’s discretion provided (1) that prior supervisory approval has been obtained and (2) the request is made in writing. CTO may be accrued for up to 80 hours per calendar year. Any CTO earned exceeding 80 hours will be paid at the rate of time and one-half. An employee may carry over the unused balance into the next calendar year. Any unused carryover balance will be automatically paid out at the end of the calendar year. An employee may exercise his/her option twice each calendar year to convert any/or all accumulated compensatory time to cash. STANDBY COMPENSATION Employees in the classification of Information and Technology Assistant who are required to be available during their off-shift hours for possible recall for emergency service shall be compensated $300.00 per 128 hours. Minimum staffing and skill qualifications for standby assignment shall be determined by the City. 282 CC 03-03-2026 Searchable Packet 282 of 495 Adopted by Action of the City Council April 1, 1974 Revised 6/80, 7/91, 7/92, 6/96, 7/97, 4/07, 7/13, 10/16, 8/22 283 CC 03-03-2026 Searchable Packet 283 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM Policy No. 7 HEALTH BENEFITS PLAN - EMPLOYER CONTRIBUTION It is the policy of the City of Cupertino to provide group hospital and medical insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees and their families through comprehensive health plans available only through employer sponsorship. Although the premium cost for the insurance provided remains the ultimate responsibility of the employee in these positions, the City shall contribute the amounts listed below towards the premium or pay the full cost of the premium if less than the stated amounts. If the premium amounts for any employee covered by this policy are less than the amounts listed below per month, the difference between the premium amount and the stated amounts will be included in the employee’s gross pay. The City agrees to make available a plan of comprehensive health and welfare benefits for eligible employees. Any such benefits program must have the continued approval of the Board of Administration, Public Employees Retirement System. For each participating employee, the City shall contribute toward premium cost of the following amount per month during the term of this agreement. Effective July 1, 2025, for each participating employee, the City shall contribute toward premium cost the following amount per month during the term of this agreement. January 1, 2025 City Max Health Contributio City Max Dental Contributio City Total Max Contributio Emplo ee $1,112.90 $114.30 $1,227.20 Emplo ee + 1 $2,225.80 $114.30 $2,340.10 Emplo ee + 2 $2,893.54 $114.30 $3,007.84 With regards to any change in the monthly medical plan premium charged by CalPERS in the plan years subsequent to 2025 (specifically, the CalPERS healthcare rate increases effective January 1, 2026, January 1, 2027 and January 1, 2028), the City’s maximum contributions shall be tied to the CalPERS Kaiser Permanente plan increases and shall be capped at no more than 20% of any such total increase in aggregate between 2025 – 2028. Any required contribution amounts exceeding the premium contribution of the Cit are the responsibilit of the emplo ee. Health In-Lieu Payments City agrees to pay a monthly amount of three hundred seventy-five ($375.00) per month to the employee who can demonstrate that they have equivalent health coverage through their spouse, parent, or other group coverage and who request this cash payment in lieu of health insurance coverage. 284 CC 03-03-2026 Searchable Packet 284 of 495 *Dental Coverage: Effective the first month after Council adoption of MOU, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract. Adopted by Action of the City Council September 16, 1974 Revised 7/75, 7/76, 7/77, 8/78, 7/79, 6/80, 6/81, 7/81, 6/82, 7/83, 7/84, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/97, 7/99, 6/00, 6/02, 7/04, 6/05, 4/07,12/12, 7/13, 10/16, 7/19, 12/19, 8/22, 9/25 285 CC 03-03-2026 Searchable Packet 285 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 8 FIXED HOLIDAYS It is the policy of the City of Cupertino to recognize days of historical and national significance as holidays of the City without loss of pay or benefits. Recognizing the desirable times throughout the year, it is the policy of the City of Cupertino to provide days off in lieu of holidays for management and confidential employees at such times as are convenient for each employee and supervisor, when such policy is compatible with the workload and schedule of the City. The City provides the following fixed paid holidays for eligible employees covered by this agreement: 1. New Year’s Day 2. Martin Luther King Day 3. Lunar New Year 4. Presidents’ Day 5. Cesar Chavez Day 6. Memorial Day 7. Juneteenth 8. Independence Day 9. Labor Day 10. Veteran’s Day 11. Thanksgiving Day 12. Day Following Thanksgiving 13. Christmas Eve 14. Christmas Day 15. New Year’s Eve When a holiday falls on a Sunday, the following Monday shall be observed as the non-work day. When a holiday falls on a Saturday, the previous Friday shall be observed as the non-work day. FLOATING HOLIDAY In addition to the paid holidays, employees occupying these positions shall be provided 20 floating hours per calendar year as non-work time with full pay and benefits. Employees may accumulate floating holiday hours up to two times their annual accrual. Adopted by Action of the City Council July 7, 1975 Revised 6/80, 6/89, 7/92, 7/99, 7/13, 8/22, 11/23, 9/25 286 CC 03-03-2026 Searchable Packet 286 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 9 LIFE, LONG TERM DISABILITY INSURANCE, AND SHORT TERM DISABILITY INSURANCE It is the policy of the City of Cupertino to make available group insurance for Management and Confidential employees that will mitigate the personal and family financial hardships resulting from continuing disability that prevents an employee from performing gainfully in his or her occupation. It is further the policy of the City of Cupertino to provide life insurance benefits in an amount of two and one half times the employee’s annual salary to a maximum of $250,000.00. Employees occupying unrepresented positions may enroll in the disability income program and the life insurance program offered if eligible under the contract provisions of the policy and the personnel rules of the City. The full cost of premiums for these programs shall be paid by the City for such employees. Adopted by Action of the City Council September 16, 1976 Revised 7/76, 6/80, 6/81, 6/82, 6/92, 10/16 287 CC 03-03-2026 Searchable Packet 287 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 10 DEFERRED COMPENSATION It is the policy of the City of Cupertino to provide equitable current compensation and reasonable retirement security for management and confidential employees for services performed for the City. The City participates in the California Public Employees’ Retirement System (PERS) and deferred compensation plans have been established. Both the employee and employer may make contributions from current earnings to these plans. The purpose of this policy is to promote means by which compensation may be provided in such manner and form to best meet the requirements of the City and the needs of individual employees, thereby increasing the ability, to attract and retain competent management and confidential employees. The City shall maintain and administer means by which employees in these positions may defer portions of their current earnings for future utilization. Usage of such plans shall be subject to such agreements, rules and procedures as are necessary to properly administer each plan. Employee contributions to such plans may be made in such amounts as felt proper and necessary to the employee. Employer contributions shall be as determined by the City Council. Adopted by Action of the City Council July 7, 1975 Revised 6/80, 7/87, 7/92, 7/99 288 CC 03-03-2026 Searchable Packet 288 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 11 PUBLIC EMPLOYEES’ RETIREMENT SYSTEM CONTRIBUTION A. Employees hired on or before December 29, 2012 Only: For employees hired on or before December 29, 2012, the City has contracted with CalPERS for a 2.7% @55 formula. Effective in the first full pay period in July 2017, each employee shall pay the full 8.0% of applicable salary of the employee’s contribution towards CalPERS. B. For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations Only: For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations only the City has contracted with CalPERS for a 2.0% @ 60 retirement formula, three year average compensation. Effective October 1, 2016, the City shall not pay the employee’s contribution rate to the California Public Employees Retirement System (CalPERS) and each employee shall pay the full 7% of applicable salary of the employee’s contribution towards CalPERS. C. For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as Classic members Only: For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as classic members as defined by CalPERS, CalPERS has by statute implemented a 2% @ 62 formula, three year average and employees in this category shall pay 50% of the normal cost rate as determined by CalPERS. Adopted by Action of the City Council June, 1981 Revised 6/87, 6/89, 7/90, 7/91, 7/92, 6/03, 7/04, 4/07, 7/10, 10/12, 12/12, 7/13, 10/16, 7/19 289 CC 03-03-2026 Searchable Packet 289 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 12 DENTAL INSURANCE - EMPLOYER CONTRIBUTION It is the policy of the City of Cupertino to provide dental insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees. The premium cost for the insurance provided by the City shall not exceed $114.30 per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with Personnel Rules of the City and the provisions of the contract for such insurance between the City and carrier or carriers. *Dental Coverage: Effective the first month after Council adoption of agreement, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract. Adopted by Action of City Council July 1, 1983 Revised 7/87, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/99, 4/07, 10/12, 10/16, 7/19, 9/25 290 CC 03-03-2026 Searchable Packet 290 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 13 ADMINISTRATIVE LEAVE The department heads and executive level staff shall receive eighty (80) hours of administrative leave with pay per year. Unrepresented employees exempt from the provisions of the Fair Labor Standards Act shall receive forty (40) hours of administrative leave with pay per year. Employees may accumulate administrative leave hours up to two times their annual accrual. Employees shall be eligible to convert up to 80 hours of administrative leave to pay one time each calendar year. Adopted by Action of the City Council July, 1988 Revised 7/92, 7/97, 7/99, 7/10, 12/12, 10/16, 8/22, 3/23 City of Cupertino 291 CC 03-03-2026 Searchable Packet 291 of 495 UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 14 EMPLOYEE ASSISTANCE PROGRAM It is the policy of the City of Cupertino to provide an Employee Assistance Program for the benefit of Management and Confidential employees and their eligible dependents. The purpose of this program is to provide professional assistance and counseling concerning financial, legal, pre-retirement, and other matters of a personal nature. Adopted by Action of the City Council June 17, 1996 292 CC 03-03-2026 Searchable Packet 292 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 15 VACATION ACCUMULATION The department heads and executive level staff shall earn vacation hours under the same vacation accumulation schedule as all other employees. Credit shall be provided for previous public sector service time on a year-for-year basis as to annual vacation accumulation. Credit shall only be given for completed years of service. Public service credit shall not apply to any other supplemental benefit. Employee(s) affected by this policy will have the responsibility of providing certification as to previous public sector service. Benefited full-time employees accrue vacation in accordance with the following schedule. Benefited employees who work less than a full-time work schedule accrue vacation in accordance with the following schedule on a pro-rated basis. Service Time Annual Accruals Maximum Accrual 0 - 3 Years 80 Hours 160 Hours 4 - 9 Years 120 Hours 240 Hours 10 – 14 Years 160 Hours 272 Hours 15 – 19 Years 176 Hours 320 Hours 20 + Years 192 Hours 352 Hours An employee may accrue no more vacation credit than what is listed above. VACATION CREDITS The hiring manager, with the approval of the department head and the City Manager, may offer a vacation bank of up to 120 hours of vacation to a prospective candidate in the Unrepresented group. These hours do not vest for payoff purposes if the employee leaves service. Adopted by Action of the City Council July 7, 1997 Revised 6/99, 7/10, 12/12, 7/13, 10/16, 3/23 293 CC 03-03-2026 Searchable Packet 293 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 16 HOUSING ASSISTANCE PROGRAM Housing assistance may be offered to the department heads pursuant to Resolution No. 15-092. Adopted by Action of the City Council July 7, 1997 Revised 7/99, 7/10, 8/12, 10/15 294 CC 03-03-2026 Searchable Packet 294 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 17 VISION INSURANCE – EMPLOYER CONTRIBUTION It is the policy of the City of Cupertino to provide vision insurance under which employees and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees. The premium cost for the insurance provided by the City shall not exceed $14.94 per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with the provisions of the contract between the City and carrier or carriers providing vision insurance coverage, Adopted by Action of the City Council July 1997 Revised 7/99, 6/02, 6/03, 7/10, 10/12 295 CC 03-03-2026 Searchable Packet 295 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 18 WORK OUT OF CLASSIFICATION/WORK IN DUAL CLASSIFICATION Work Out of Classification – Temporary assignment, approved in advance by the department head, to a classification in a higher pay grade shall be compensated at the Step 1 rate of the higher classification or at a rate five (5) percent greater than that of the regular position, whichever is greater, for the number of hours assigned. In order to qualify for out-of-classification pay, an employee shall work a minimum of four (4) hours per day in the temporary assignment. An employee may be assigned to work out of class in a higher classification when there is a vacant position for which a recruitment is being, or will be, conducted. Out of class assignments may not exceed 960 hours in a fiscal year. Compensation for work performed in an out-of-class capacity is included for purposes of calculating CalPERS compensation, however, this is at the discretion of CalPERS and future changes to CalPERS regulations would supersede the language of this section. An employee may receive acting pay for working in a higher classification where a vacancy does not exist, in the case of an incumbent being on vacation or leave of absence, or due to the employee being asked to perform higher level work on any other temporary basis. Acting pay is not included for purposes of calculating CalPERS compensation. The higher rate of pay shall be used in computing overtime when authorized overtime is worked in a non-exempt, out of class or acting work assignment. When a non-exempt employee is working out of class or acting in an exempt position for 20 hours or more in a work week, the employee will be ineligible to receive overtime pay for any and all hours worked in the exempt classification during that work week. All requests for out of class pay or acting pay must be approved by the Director of Administrative Services or his/her designee. Adopted by Action of the City Council October 2016 Revised 7/19 296 CC 03-03-2026 Searchable Packet 296 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 19 EDUCATION REIMBURSEMENT PROGRAM It is the intent of the City to recognize the value of continuing education and professional development of its employees; and to adopt an Education Reimbursement Program which will encourage employees to avail themselves of City job related educational opportunities that will advance their knowledge and interests in the direction of their career path. Courses should either: a) maintain or improve job skills in the employee’s current position; b) be expressly required by the City or by law; or c) prepare the employee to become a competitive applicant for a different position with the City. The Education Reimbursement Program is a benefit to all full time benefited employees who have completed the required probationary period and provides education reimbursement of up to two thousand dollars($2,000) per calendar year for the cost of registration, required textbooks and/or materials and parking. Employees who wish to seek reimbursement from the City for educational program costs shall provide a written request for reimbursement in advance of enrollment to the Human Resources Division. The form provided shall include the type of training, sponsoring organization or institution, meeting times and costs. Human Resources and the employee’s department head will make the determination if the chosen education program is eligible for reimbursement. No employee shall receive any reimbursement until they have provided satisfactory proof of successful completion of the coursework with a grade of “C” or above, or “Pass” in the case of a Pass/Fail course. Such proof of completion shall be provided within 30 days of the conclusion of the course. Education reimbursement is a taxable benefit under IRS Code. Education reimbursement will be applied to the calendar year in which the course is passed and satisfactory proof of completion is submitted. Mandatory or annual coursework, attendance at conferences and training required to maintain job specific certifications or proficiencies are not included in the Education Reimbursement Program. Adopted by Action of the City Council July 2019 297 CC 03-03-2026 Searchable Packet 297 of 495 City of Cupertino UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM Policy No. 20 CITY SPONSORED RECREATION AND WELLNESS PROGRAMS Unrepresented employees shall have the privilege of enrollment in City sponsored recreation programs at the City residents’ fee structure and in preference to non-residents wishing to enroll. Each calendar year, employees and family members on the employee’s dental plan are eligible to be reimbursed up to $500 per employee in Rec Bucks. Employees shall be reimbursed for approved recreation services in accordance with the City’s Recreation Buck Policies. Programs allowing for preregistration will be reimbursed after completion of the program, including those allowing for or requiring preregistration in the calendar year prior to reimbursement. Reimbursements shall be applied to the year in which they are received. Benefited employees will also receive a free employee-only annual Cupertino Sports Center membership. Part-time benefited employees will have the annual amount of Recreation Bucks prorated based on number of hours worked. Recreation Bucks are a taxable benefit under IRS Code, and must be used by the employee within the calendar year and are non-transferrable. City employees are eligible to participate in the City’s wellness program as provided for in the City’s Administrative Rules and Regulations. Adopted by Action of the City Council July 2019 298 CC 03-03-2026 Searchable Packet 298 of 495 Listing of Unrepresented Classifications by Salary Rate or Pay Grades Effective July 1, 2013 (Res. No. 13-061) Amended 11/19/ 13 (Res. No. 13-099) Amended 12/17/13 (Res. No. 13-108) Amended 3/18/14 (Res. No. 14-130) Amended 11/3/14 (Res. No. 14-209) Amended 11/3/2015 (Res. No. 15-099) Amended 6/21/16 (Res. No. 16-064) Amended 10/4/16 (Res. No. 16-104 – Not adopted) Amended 10/18/16 (Res. No. 16-108) Amended 11/15/16 (Res. No. 16-128) Amended 6/20/17 (Res. No. 17-056) Amended 10/17/17 (Res. No. 17-101) Amended 7/16/19 (Res. No. 19-086) Amended 11/19/19 (Res. No. 19-140) Amended 6/7/22 (Res. No. 22-067 on 6/9/22) Amended 8/16/22 (Res. No. 22-103) Amended 3/7/23 (Res. No.23-028) Amended 6/3/25 ( Res. No. 25-040) Amended 7/15/25 ( Res. No. 25-066) Amended 9/3/25 (Res. No. 25-072) Amended 1/21/26 (Res. No. 26-001) Amended 3/3/2026 (Res. No. 26-026) 299 CC 03-03-2026 Searchable Packet 299 of 495 ATTACHMENT A SALARY SCHEDULE Salary Effective July 15, 2025 Year 1 - Salary Effective First Full Pay Period in July 2025 Classification Step1 Step2 Step3 Step4 Step5 ACCOUNTANT I $48.93 $51.38 $53.95 $56.65 $59.48 ACCOUNTANT II $53.94 $56.64 $59.47 $62.45 $65.57 ACCOUNTING TECHNICIAN $48.54 $50.96 $53.51 $56.19 $58.99 ADMINISTRATIVE ASSISTANT $42.68 $44.82 $47.06 $49.41 $51.88 ASSISTANT CITY ATTORNEY $97.48 $102.35 $107.47 $112.84 $118.48 ASSISTANT DIRECTOR COMM DEV $95.34 $100.11 $105.12 $110.37 $115.89 ASSISTANT TO THE CITY MANAGER $78.41 $82.33 $86.45 $90.77 $95.31 ASST DIR PUBLIC WORKS ENG $99.19 $104.15 $109.36 $114.82 $120.56 ASST DIR RECREATION COMM SVCS $95.34 $100.11 $105.12 $110.37 $115.89 BUDGET MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 BUILDING OFFICIAL $89.60 $94.08 $98.79 $103.73 $108.91 BUSINESS SYSTEMS ANALYST $69.18 $72.64 $76.27 $80.09 $84.09 CAPITAL IMPV PROGRAM MGR $89.05 $93.51 $98.18 $103.09 $108.24 CHIEF TECHNOLOGY OFFICER $117.71 $123.59 $129.78 $136.27 $143.07 CITY CLERK $79.51 $83.49 $87.66 $92.05 $96.65 CITY ENGINEER $99.19 $104.15 $109.36 $114.82 $120.56 CODE ENFORCEMENT SUPERVISOR $77.51 $81.39 $85.46 $89.73 $94.22 COMMS AND MARKETING COORDINATOR $64.90 $68.14 $71.55 $75.13 $78.88 COMMUNITY RELATIONS COORDINATOR $49.21 $51.67 $54.25 $56.96 $59.81 DEPARTMENT HEAD $117.71 $123.59 $129.78 $136.27 $143.07 DEPUTY BUILDING OFFICIAL $77.51 $81.39 $85.46 $89.73 $94.22 DEPUTY CITY ATTORNEY $70.14 $73.64 $77.33 $81.19 $85.25 DEPUTY CITY CLERK $56.74 $59.58 $62.55 $65.68 $68.97 DEPUTY CITY MANAGER $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF ADMIN SERVICES $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF COMM DEVELOPMENT $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF PARKS AND RECREATION $117.71 $123.59 $129.78 $136.27 $143.07 DIRECTOR OF PUBLIC WORKS $121.15 $127.21 $133.57 $140.25 $147.26 ECONOMIC DEVELOPMENT MANAGER $85.59 $89.87 $94.37 $99.08 $104.04 EMERGENCY SERVICES COORDINATOR $69.57 $73.05 $76.71 $80.54 $84.57 ENVIRONMENTAL PROGRAMS MANAGER $89.05 $93.51 $98.18 $103.09 $108.24 EXEC ASST TO CITY MANAGER $50.15 $52.66 $55.30 $58.06 $60.96 300 CC 03-03-2026 Searchable Packet 300 of 495 EXEC ASST TO THE CITY ATTNY $48.92 $51.38 $53.95 $56.63 $59.48 FINANCE MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 GIS COORDINATOR $51.15 $53.71 $56.39 $59.21 $62.17 GIS PROGRAM MANAGER $88.11 $92.52 $97.14 $102.00 $107.10 HUMAN RESOURCE ANALYST I $58.86 $61.81 $64.90 $68.14 $71.55 HUMAN RESOURCES ANALYST II $64.90 $68.14 $71.55 $75.12 $78.88 HUMAN RESOURCES ASSISTANT $35.45 $37.22 $39.08 $41.03 $43.08 HUMAN RESOURCES MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 HUMAN RESOURCES TECHNICIAN $48.54 $50.96 $53.51 $56.19 $58.99 I.T. ASSISTANT $47.73 $50.12 $52.62 $55.25 $58.02 INNOVATION AND TECHNOLOGY MGR $88.11 $92.52 $97.14 $102.00 $107.10 LEGAL SERVICES MANAGER $50.53 $53.05 $55.71 $58.49 $61.42 MANAGEMENT ANALYST $59.37 $62.33 $65.45 $68.72 $72.16 NETWORK SPECIALIST $61.06 $64.12 $67.32 $70.69 $74.22 PARK RESTORATION IMPV MGR $83.29 $87.46 $91.83 $96.42 $101.24 PERMIT CENTER MANAGER $77.51 $81.39 $85.46 $89.73 $94.22 PLANNING MANAGER $89.60 $94.08 $98.79 $103.73 $108.91 PUBLIC AFFAIRS MANAGER $76.58 $80.41 $84.43 $88.66 $93.09 PUBLIC INFORMATION OFFICER $76.50 $80.33 $84.34 $88.56 $92.99 PUBLIC WORKS PROJECT MANAGER $73.21 $76.88 $80.72 $84.76 $88.99 PUBLIC WORKS SUPERVISOR $61.71 $64.80 $68.04 $71.44 $75.01 PURCHASING MANAGER $89.15 $93.61 $98.29 $103.20 $108.36 RECREATION MANAGER $63.01 $66.16 $69.46 $72.94 $76.58 RECREATION SUPERVISOR $57.15 $60.01 $63.01 $66.16 $69.46 SENIOR ACCOUNTANT $62.45 $65.57 $68.85 $72.30 $75.91 SENIOR ASSISTANT CITY ATTORNEY $117.71 $107.24 $123.59 $112.60 $129.78 $118.23 $136.27 $124.14 $143.07 $130.35 SENIOR BUSINESS SYSTEMS ANALYST $74.03 $77.73 $81.61 $85.70 $89.98 SENIOR CIVIL ENGINEER $83.64 $87.82 $92.22 $96.83 $101.67 SENIOR MANAGEMENT ANALYST $64.90 $68.14 $71.55 $75.13 $78.88 SENIOR PUBLIC WORKS PROJECT MGR $76.88 $80.72 $84.76 $88.99 $93.44 SERVICE CENTER SUPERINTENDENT $78.91 $82.86 $87.00 $91.35 $95.92 SPECIAL PROJECT EXECUTIVE $117.71 $123.59 $129.78 $136.27 $143.07 TRANSPORTATION MANAGER $89.05 $93.51 $98.18 $103.09 $108.24 WEB SPECIALIST $53.99 $56.69 $59.53 $62.50 $65.63 Year 2 - Salary Effective First Full Pay Period in July 2026 Classification Step1 Step2 Step3 Step4 Step5 ACCOUNTANT I $50.40 $52.92 $55.57 $58.34 $61.26 301 CC 03-03-2026 Searchable Packet 301 of 495 ACCOUNTANT II $55.56 $58.34 $61.25 $64.32 $67.53 ACCOUNTING TECHNICIAN $49.99 $52.49 $55.11 $57.87 $60.76 ADMINISTRATIVE ASSISTANT $43.96 $46.16 $48.47 $50.89 $53.44 ASSISTANT CITY ATTORNEY $100.40 $105.42 $110.69 $116.23 $122.04 ASSISTANT DIRECTOR COMM DEV $98.20 $103.11 $108.27 $113.68 $119.37 ASSISTANT TO THE CITY MANAGER $80.77 $84.80 $89.04 $93.50 $98.17 ASST DIR PUBLIC WORKS ENG $102.16 $107.27 $112.64 $118.27 $124.18 ASST DIR RECREATION COMM SVCS $98.20 $103.11 $108.27 $113.68 $119.37 BUDGET MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 BUILDING OFFICIAL $92.29 $96.90 $101.75 $106.84 $112.18 BUSINESS SYSTEMS ANALYST $71.26 $74.82 $78.56 $82.49 $86.62 CAPITAL IMPV PROGRAM MGR $91.72 $96.31 $101.13 $106.18 $111.49 CHIEF TECHNOLOGY OFFICER $121.24 $127.30 $133.67 $140.36 $147.37 CITY CLERK $81.90 $85.99 $90.29 $94.81 $99.55 CITY ENGINEER $102.16 $107.27 $112.64 $118.27 $124.18 CODE ENFORCEMENT SUPERVISOR $79.84 $83.83 $88.02 $92.42 $97.05 COMMS AND MARKETING COORDINATOR $66.84 $70.18 $73.69 $77.38 $81.25 COMMUNITY RELATIONS COORDINATOR $50.68 $53.22 $55.88 $58.67 $61.61 DEPARTMENT HEAD $121.24 $127.30 $133.67 $140.36 $147.37 DEPUTY BUILDING OFFICIAL $79.84 $83.83 $88.02 $92.42 $97.05 DEPUTY CITY ATTORNEY $72.24 $75.85 $79.65 $83.63 $87.81 DEPUTY CITY CLERK $58.44 $61.36 $64.43 $67.65 $71.04 DEPUTY CITY MANAGER $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF ADMIN SERVICES $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF COMM DEVELOPMENT $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF PARKS AND RECREATION $121.24 $127.30 $133.67 $140.36 $147.37 DIRECTOR OF PUBLIC WORKS $124.79 $131.03 $137.58 $144.46 $151.68 ECONOMIC DEVELOPMENT MANAGER $88.16 $92.57 $97.20 $102.06 $107.16 EMERGENCY SERVICES COORDINATOR $71.66 $75.25 $79.01 $82.96 $87.11 ENVIRONMENTAL PROGRAMS MANAGER $91.72 $96.31 $101.13 $106.18 $111.49 EXEC ASST TO CITY MANAGER $51.66 $54.24 $56.95 $59.80 $62.79 EXEC ASST TO THE CITY ATTNY $50.39 $52.92 $55.57 $58.33 $61.26 FINANCE MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 GIS COORDINATOR $52.68 $55.32 $58.08 $60.99 $64.04 GIS PROGRAM MANAGER $90.75 $95.29 $100.06 $105.06 $110.31 HUMAN RESOURCE ANALYST I $60.63 $63.66 $66.84 $70.18 $73.69 HUMAN RESOURCES ANALYST II $66.84 $70.18 $73.69 $77.38 $81.25 HUMAN RESOURCES ASSISTANT $36.51 $38.33 $40.25 $42.26 $44.38 HUMAN RESOURCES MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 302 CC 03-03-2026 Searchable Packet 302 of 495 HUMAN RESOURCES TECHNICIAN $49.99 $52.49 $55.11 $57.87 $60.76 I.T. ASSISTANT $49.16 $51.62 $54.20 $56.91 $59.76 INNOVATION AND TECHNOLOGY MGR $90.75 $95.29 $100.06 $105.06 $110.31 LEGAL SERVICES MANAGER $52.04 $54.65 $57.38 $60.25 $63.26 MANAGEMENT ANALYST $61.15 $64.21 $67.42 $70.79 $74.33 NETWORK SPECIALIST $62.90 $66.04 $69.34 $72.81 $76.45 PARK RESTORATION IMPV MGR $85.79 $90.08 $94.59 $99.31 $104.28 PERMIT CENTER MANAGER $79.84 $83.83 $88.02 $92.42 $97.05 PLANNING MANAGER $92.29 $96.90 $101.75 $106.84 $112.18 PUBLIC AFFAIRS MANAGER $78.88 $82.83 $86.97 $91.32 $95.88 PUBLIC INFORMATION OFFICER $78.80 $82.74 $86.87 $91.22 $95.78 PUBLIC WORKS PROJECT MANAGER $75.41 $79.18 $83.14 $87.30 $91.66 PUBLIC WORKS SUPERVISOR $63.57 $66.74 $70.08 $73.59 $77.26 PURCHASING MANAGER $91.83 $96.42 $101.24 $106.30 $111.61 RECREATION MANAGER $64.90 $68.14 $71.55 $75.13 $78.88 RECREATION SUPERVISOR $58.86 $61.81 $64.90 $68.14 $71.55 SENIOR ACCOUNTANT $64.33 $67.54 $70.92 $74.46 $78.19 SENIOR ASSISTANT CITY ATTORNEY $121.24 $110.45 $127.30 $115.98 $133.67 $121.77 $140.36 $127.86 $147.37 $134.26 SENIOR BUSINESS SYSTEMS ANALYST $76.25 $80.06 $84.06 $88.27 $92.68 SENIOR CIVIL ENGINEER $86.15 $90.46 $94.98 $99.73 $104.72 SENIOR MANAGEMENT ANALYST $66.84 $70.18 $73.69 $77.38 $81.25 SENIOR PUBLIC WORKS PROJECT MGR $79.18 $83.14 $87.30 $91.66 $96.25 SERVICE CENTER SUPERINTENDENT $81.28 $85.34 $89.61 $94.09 $98.79 SPECIAL PROJECT EXECUTIVE $121.24 $127.30 $133.67 $140.36 $147.37 TRANSPORTATION MANAGER $91.72 $96.31 $101.13 $106.18 $111.49 WEB SPECIALIST $55.61 $58.39 $61.31 $64.38 $67.60 Year 3 - Salary Effective First Full Pay Period in July 2027 Classification Step1 Step2 Step3 Step4 Step5 ACCOUNTANT I $51.91 $54.51 $57.23 $60.10 $63.10 ACCOUNTANT II $57.23 $60.09 $63.09 $66.25 $69.56 ACCOUNTING TECHNICIAN $51.49 $54.06 $56.77 $59.61 $62.59 ADMINISTRATIVE ASSISTANT $45.28 $47.55 $49.93 $52.42 $55.04 ASSISTANT CITY ATTORNEY $103.41 $108.58 $114.01 $119.71 $125.70 ASSISTANT DIRECTOR COMM DEV $101.15 $106.21 $111.52 $117.09 $122.95 ASSISTANT TO THE CITY MANAGER $83.19 $87.35 $91.72 $96.30 $101.12 ASST DIR PUBLIC WORKS ENG $105.23 $110.49 $116.01 $121.82 $127.91 ASST DIR RECREATION COMM SVCS $101.15 $106.21 $111.52 $117.09 $122.95 303 CC 03-03-2026 Searchable Packet 303 of 495 BUDGET MANAGER $94.58 $99.31 $104.27 $109.49 $114.96 BUILDING OFFICIAL $95.06 $99.81 $104.80 $110.04 $115.54 BUSINESS SYSTEMS ANALYST $73.40 $77.07 $80.92 $84.97 $89.21 CAPITAL IMPV PROGRAM MGR $94.48 $99.20 $104.16 $109.37 $114.84 CHIEF TECHNOLOGY OFFICER $124.88 $131.12 $137.68 $144.57 $151.79 CITY CLERK $84.36 $88.57 $93.00 $97.65 $102.54 CITY ENGINEER $105.23 $110.49 $116.01 $121.82 $127.91 CODE ENFORCEMENT SUPERVISOR $82.23 $86.35 $90.66 $95.20 $99.96 COMMS AND MARKETING COORDINATOR $68.85 $72.29 $75.91 $79.70 $83.69 COMMUNITY RELATIONS COORDINATOR $52.20 $54.81 $57.55 $60.43 $63.45 DEPARTMENT HEAD $124.88 $131.12 $137.68 $144.57 $151.79 DEPUTY BUILDING OFFICIAL $82.23 $86.35 $90.66 $95.20 $99.96 DEPUTY CITY ATTORNEY $74.41 $78.13 $82.04 $86.14 $90.44 DEPUTY CITY CLERK $60.19 $63.20 $66.36 $69.68 $73.17 DEPUTY CITY MANAGER $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF ADMIN SERVICES $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF COMM DEVELOPMENT $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF PARKS AND RECREATION $124.88 $131.12 $137.68 $144.57 $151.79 DIRECTOR OF PUBLIC WORKS $128.53 $134.96 $141.70 $148.79 $156.23 ECONOMIC DEVELOPMENT MANAGER $90.80 $95.34 $100.11 $105.12 $110.37 EMERGENCY SERVICES COORDINATOR $73.81 $77.50 $81.38 $85.45 $89.72 ENVIRONMENTAL PROGRAMS MANAGER $94.48 $99.20 $104.16 $109.37 $114.84 EXEC ASST TO CITY MANAGER $53.21 $55.87 $58.66 $61.60 $64.68 EXEC ASST TO THE CITY ATTNY $51.90 $54.51 $57.23 $60.08 $63.10 FINANCE MANAGER $94.58 $99.31 $104.27 $109.49 $114.96 GIS COORDINATOR $54.26 $56.98 $59.83 $62.82 $65.96 GIS PROGRAM MANAGER $93.48 $98.15 $103.06 $108.21 $113.62 HUMAN RESOURCE ANALYST I $62.45 $65.57 $68.85 $72.29 $75.90 HUMAN RESOURCES ANALYST II $68.85 $72.29 $75.90 $79.70 $83.68 HUMAN RESOURCES ASSISTANT $37.60 $39.48 $41.46 $43.53 $45.71 HUMAN RESOURCES MANAGER $94.58 $99.31 $104.27 $109.49 $114.96 HUMAN RESOURCES TECHNICIAN $51.49 $54.06 $56.77 $59.61 $62.59 I.T. ASSISTANT $50.64 $53.17 $55.83 $58.62 $61.55 INNOVATION AND TECHNOLOGY MGR $93.48 $98.15 $103.06 $108.21 $113.62 LEGAL SERVICES MANAGER $53.61 $56.29 $59.10 $62.06 $65.16 MANAGEMENT ANALYST $62.98 $66.13 $69.44 $72.91 $76.56 NETWORK SPECIALIST $64.78 $68.02 $71.42 $74.99 $78.74 PARK RESTORATION IMPV MGR $88.37 $92.78 $97.42 $102.29 $107.41 PERMIT CENTER MANAGER $82.23 $86.35 $90.66 $95.20 $99.96 304 CC 03-03-2026 Searchable Packet 304 of 495 PLANNING MANAGER $95.06 $99.81 $104.80 $110.04 $115.54 PUBLIC AFFAIRS MANAGER $81.25 $85.31 $89.58 $94.06 $98.76 PUBLIC INFORMATION OFFICER $81.16 $85.22 $89.48 $93.95 $98.65 PUBLIC WORKS PROJECT MANAGER $77.67 $81.56 $85.64 $89.92 $94.41 PUBLIC WORKS SUPERVISOR $65.47 $68.75 $72.18 $75.79 $79.58 PURCHASING MANAGER $94.58 $99.31 $104.27 $109.49 $114.96 RECREATION MANAGER $66.84 $70.19 $73.69 $77.38 $81.25 RECREATION SUPERVISOR $60.63 $63.66 $66.84 $70.19 $73.69 SENIOR ACCOUNTANT $66.25 $69.57 $73.05 $76.70 $80.53 SENIOR ASSISTANT CITY ATTORNEY $124.88 $113.77 $131.12 $119.45 $137.68 $125.43 $144.57 $131.70 $151.79 $138.28 SENIOR BUSINESS SYSTEMS ANALYST $78.53 $82.46 $86.58 $90.91 $95.46 SENIOR CIVIL ENGINEER $88.74 $93.17 $97.83 $102.72 $107.86 SENIOR MANAGEMENT ANALYST $68.85 $72.29 $75.91 $79.70 $83.69 SENIOR PUBLIC WORKS PROJECT MGR $81.56 $85.64 $89.92 $94.41 $99.13 SERVICE CENTER SUPERINTENDENT $83.72 $87.90 $92.30 $96.91 $101.76 SPECIAL PROJECT EXECUTIVE $124.88 $131.12 $137.68 $144.57 $151.79 TRANSPORTATION MANAGER $94.48 $99.20 $104.16 $109.37 $114.84 WEB SPECIALIST $57.28 $60.14 $63.15 $66.31 $69.62 305 CC 03-03-2026 Searchable Packet 305 of 495 CITY OF CUPERTINO Agenda Item Subject: Fiscal Year 2026-2027 Capital Improvement Programs and Five-year Plan. Receive presentation and approve the Capital Improvement Programs Project Prioritization process and the Fiscal Year 2026-2027 Capital Improvement Programs and Five-Year Plan proposal. CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 306 CC 03-03-2026 Searchable Packet 306 of 495 PUBLIC WORKS DEPARTMENT CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-5732 TELEPHONE: (408) 777-3354 CUPERTINO.GOV CITY COUNCIL STAFF REPORT Date: March 3, 2026 Subject Fiscal Year 2026-2027 Capital Improvement Programs and Five-year Plan Recommended Action Receive presentation and approve the Capital Improvement Programs Project Prioritization process and the Fiscal Year 2026–2027 Capital Improvement Programs and Five-Year Plan proposal. Executive Summary As part of the City of Cupertino’s annual budget process, staff develops proposals for new Capital Improvement Programs (CIP) projects for City Council review and feedback. This input helps refine the proposed CIP before it is presented alongside the annual budget. The Fiscal Year 2026–2027 (FY 26–27) CIP advances previously approved, strategically-aligned projects and prioritizes safety through the repair and revitalization of existing infrastructure to preserve City facilities. Background A CIP project enhances, restores, extends the useful life of, or adapts a City asset to a new or different use. The Public Works CIP Division manages the planning, design, procurement, and construction of CIP projects, including streets, sidewalks, storm drainage, buildings, parks, and bicycle and pedestrian improvements. The Division ensures projects meet community expectations and comply with applicable City and State standards, with public health and safety as the top priority. CIP projects are distinguished from maintenance, Special Projects, and City Work Program (CWP) efforts by the need for professional design and/or project management services requiring specialized expertise and documentation. While most CIP projects involve design and construction, planning efforts—such as feasibility studies or technical analyses—may also qualify when they require engineering or design services. These guidelines are applied based on the specifics of each project. 307 CC 03-03-2026 Searchable Packet 307 of 495 Project Priorities Project prioritization is used to guide funding decisions and resource scheduling. Staff evaluates and ranks new project proposals using the criteria and process outlined in Attachment A. The highest priority is given to projects that require repair of existing facilities to address public health and safety and to protect public and private property. Other factors, including available funding and resources to complete a project, are then considered within the context of other City goals. The FY 26-27 CIP Projects Prioritization Matrix is Attachment B. Projects are proposed by stakeholders, reviewed for completeness and prioritized according to the factors listed in the Prioritization Process (Attachment A). Proposed and existing projects are reviewed in the context of fiscal responsibility and capacity to confirm that initiating and/or continuing the project is the best course of action. Attachment B illustrates the prioritization of the existing CIP projects, as well as projects proposed in past years that have not been funded. The review of existing projects this year has resulted in a recommendation to retain all existing projects and their current funding. Project narratives for each of the newly proposed projects can be found in Attachment C. The Mid-Year CIP Status report (Attachment D) contains information on the existing CIP projects. Attachment E provides information about projects suggested in each of the City’s master plans. As part of the adoption of the City’s Annual Budget, a thorough “Fiscal Year 2026–2027 Capital Improvement Programs and Five-Year Plan proposal, and Fiscal Year 2025-2026 Annual Report“ will be submitted. Reasons for Recommendation and Available Options Using the priorities outlined in Attachment A, the following list identifies projects proposed for the FY 26-27 CIP: TABLE 1: PROPOSED FY 26-27 CIP PROJECTS Project name Project Description FY 26-27 Funding INTERNAL Funding EXTERNAL Funding Citywide Facilities Condition Assessment (FCA) Implementation Implement “Priority 1” recommendations identified in the FCA reports. Ongoing initiative due to the extent of improvements needed throughout City buildings. $1,250,000 $1,250,000 $0 City Hall Annex 10455 Torre Avenue facility renovation to include the City’s Emergency Operations Center (EOC), and workplace for use as interim City Hall. $5,000,000 $5,000,000 $0 308 CC 03-03-2026 Searchable Packet 308 of 495 BBF Golf Course Pro Shop Renovation Interior renovation to improve functionality and code compliance. $120,000 $120,000 $0 Sports Center Courts Resurfacing Resurfacing the courts to provide safe and consistent surfaces. $210,000 $210,000 $0 SCB/SR 85 NB ramp Intersection improvements Improve traffic conditions for all users at this intersection. Developer In- Lieu fees funded. $600,000 $0 $600,000 subtotal $7,180,000 $6,580,000 $600,000 In spite of limited resources in the past year, the CIP Division has successfully completed five projects and three additional projects as part of the Facilities Condition Assessment Implementation (FCA) project. Projects completed in FY 25-26, or which are scheduled for completion this year include: • All-Inclusive Play Area & Adult-Assistive Bathroom Facility at Jollyman Park • City Lighting LED improvements • Bridge Preventative Maintenance Program (BPMP) • FCA: Senior Center Fire Alarm System Upgrade • FCA: Quinlan Community Center Chiller replacement* • FCA: Quinlan Community Center and Sports Center flat roofs replacements* • Photovoltaic Systems Design and Installation project* • Stevens Creek Blvd. Class IV Bikeway, Phase 2A* *Project that is projected to be complete by July 2026 Staff anticipates that these projects will underspend their respective budgets by approximately $2,150,000. These underspent funds will be returned to the Capital Reserve (or other appropriate accounts based on the original source of any restricted funds). Public Works and Finance staff work together as part of the year-end process to close out completed projects, presenting this information as part of the first quarter report for the following fiscal year. Five-Year CIP Plan Building upon the five-year plans of previous years, as well as input from stakeholders, the updated five-year CIP plan is included below. More detail and context will be provided in the forthcoming “Fiscal Year 2026–2027 Capital Improvement Programs and Five-Year Plan proposal, and Fiscal Year 2025-2026 Annual Report.” // // // 309 CC 03-03-2026 Searchable Packet 309 of 495 TABLE 2: PROPOSED FY 26-27 CIP FIVE-YEAR PLAN PROJECTS Project FY 26-27 Funding Year 2 FY 27-28 Projected Cost Year 3 FY 28-29 Projected Cost Year 4 FY 29-30 Projected Cost Year 5 FY 30-31 Projected Cost City Hall Annex $5,000,000 BBF Golf Course Pro Shop Renovation $120,000 Sports Center Courts Resurfacing $210,000 SCB/SR 85 NB ramp Intersection improvements $600,000 Citywide FCA Implementation (Annually funded) $1,250,000 $1,300,000 ADA Improvements (Annually funded) $100,000 $110,000 $120,000 $125,000 Outfalls Repairs (Annually funded) $600,000 $300,000 $600,000 $600,000 BBF Golf Renovation: minimal repairs $1,580,150 Park Shade Structures (5) $1,000,000 $500,000 totals $7,180,000 $2,000,000 $1,990,150 $1,720,000 $1,225,000 Table Notes: 1. Current annual CIP funding is budgeted at $2M/year. Proposed annual CIP funding that exceeds $2M/year will require additional funds beyond the $2M annual funding being allocated to the program. Where possible, staff will search for external funding to address funding requests of more than $2M. 2. Project estimates may be refined prior to future requests for funding. Estimates of Escalation are included. In December 2025, City Council approved the scope and increased funding for the City Hall Improvements project. In the December 16, 2025 staff report, the projected expenditures and encumbrances (e.g. contracts) for the renovation project were distributed over the next five fiscal years: 310 CC 03-03-2026 Searchable Packet 310 of 495 TABLE 3: CITY HALL IMPROVEMENTS PROJECTED SPENDING (12/16/25) FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 totals Projected Expenditures $793,824 $1,329,109 $7,704,743 $22,501,089 $22,042,269 $54,371,034 Projected Encumbrances $1,555,777 $3,824,198 $43,973,600 $5,017,464 $ 0 $54,371,034 Using those figures and considering the project’s currently approved funding of $3 million, the five-year plan for that project aligns as indicated in the table below. TABLE 4: CITY HALL IMPROVEMENTS FIVE-YEAR PLAN Project/ Current Funding FY 26-27 Funding Year 2 FY 27-28 Projected Cost Year 3 FY 28-29 Projected Cost Year 4 FY 29-30 Projected Cost Year 5 FY 30-31 Projected Cost City Hall $3,000,000* $0 $46,353,570 $5,017,464 $0 $0 *The funding available for the City Hall project before FY25-26 was $500,000 and an additional $2,500,000 was approved in December 2025 for a total of $3,000,000. Years 2-5 have yet to be approved. Going forward, funding for the City Hall project is expected to be drawn primarily from the Future Use Fund, as discussed in December 2025. For clarity, the project is shown here as a separate line item; however, Years 2–5 are anticipated to have significant impacts on the CIP, both financially and in terms of staffing resources. In summary, the FY 26-27 CIP proposal reflects two major projects previously approved by City Council, along with long-deferred improvements to existing City facilities. The proposed five- year plan prioritizes rehabilitation of aging infrastructure, investments that extend asset life cycles, and capital improvements that support public health, safety, and overall community well-being. Sustainability Impact Future projects will be evaluated for sustainability impacts as they are developed. Fiscal Impact The FY 26-27 proposal for CIP includes an allocation of $5.18 million and $2.0 million for new and annually funded projects from the Capital Reserve and the General Fund, respectively, for a total of $7.18 million. Should grant funds be awarded, staff will return to City Council to make the necessary budget adjustments. If the proposal for FY 26-27 CIP is approved, the Capital Reserve is estimated to be $5.06 million in available fund balance for the CIP. The $5.06 million balance includes the $5 million minimum reserve balance for the fund. City Work Program (CWP) Item/Description: None 311 CC 03-03-2026 Searchable Packet 311 of 495 Council Goal: Quality of Life California Environmental Quality Act (CEQA) No California Environmental Quality Act impact. _____________________________________ Prepared by: Susan Michael, CIP Manager Reviewed by: Chad Mosley, Director of Public Works Approved for Submission by: Tina Kapoor, City Manager Attachments: A – CIP projects Prioritization Process B – FY 26-27 CIP projects Prioritization Matrix C – FY 26-27 CIP New Project Narratives D – Mid-Year CIP status report E – Master Plans Project Lists 312 CC 03-03-2026 Searchable Packet 312 of 495 CIP Prioritization process Page 1 of 9 Attachment A CIP Prioritization Process Attachments: Appendix A - Scoring Descriptions Appendix B – Project Information and Scoring Worksheet Appendix C – Prioritization Matrix Template Effective Date: March 3, 2026 Responsible Department: Public Works Related Policies & Notes: CIP Policy Revised: Purpose This Capital Improvement Program (CIP) prioritization process is designed to help the City of Cupertino transparently, consistently, and defensibly rank capital projects across departments. The framework balances safety, regulatory compliance, fiscal responsibility, community benefit, and City Council strategic priorities, while remaining flexible enough to adapt to changing conditions. Guiding Principles All CIP prioritization should be: • Transparent – Clear criteria and scoring that can be explained to decision makers and the public • Equitable – Considers community-wide benefit and underserved populations • Data Driven – Based on measurable impacts where possible • Strategically Aligned – Supports adopted plans, policies, and Council goals • Financially Responsible – Accounts for lifecycle cost and funding availability Step-by-Step Prioritization Process Step 1: Project Intake & Eligibility Screening Departments submit proposed CIP projects using a standardized form. Projects must: • Be a capital asset or extend the useful life of an existing asset • Meet minimum cost and useful-life thresholds • Be consistent with adopted plans (General Plan, Master Plans, Climate Action Plan, etc.) Projects that are strictly operational, duplicative, or infeasible are screened out. Step 2: Baseline Classification – Information gathering (Non-Scored) Each project is tagged for reporting and tie-breaking purposes: • Asset/Project Type (Transportation, Parks, Facilities, etc.) • Project Category (New, Rehabilitation, Replacement, Expansion) • Mandated vs. Discretionary • Geographic Location / Service Area 313 CC 03-03-2026 Searchable Packet 313 of 495 CIP Prioritization process Page 2 of 9 Step 3: Scoring Using the CIP Prioritization Matrix Projects are scored using the matrix below and the Worksheet in Appendix B. Each criterion is scored on a 0–5 scale and multiplied by its assigned weight. Step 4: Scoring Review & Calibration • Scores are initially assigned by staff subject-matter experts • Cross-departmental review ensures consistency • Outliers or tied scores are reviewed and adjusted if justified Step 5: Draft CIP Ranking & Financial Constraint Projects are ranked by total score and then evaluated against: • Available funding by fund type • Debt capacity and cash flow • Staffing and delivery capacity Lower-ranked projects may advance if they are fully grant-funded or time-sensitive. Step 6: Policy Review & Council Consideration City Council may: • Adjust rankings based on policy direction • Group projects into tiers (Tier 1: Fund Now, Tier 2: Fund if Available, Tier 3: Unfunded) • Direct staff to return with alternatives or phasing options Any deviations from the scoring results should be documented for transparency. Step 7: Annual Update & Continuous Improvement • Scores are refreshed annually as conditions, costs, or regulations change • Completed or cancelled projects are removed • Criteria and weights are reviewed every 2–3 years CIP Prioritization Matrix This adjusted weighting reflects Cupertino priorities including climate resilience, safety, and fiscal responsibility, while preserving core safety and compliance requirements. Table 1: CIP Prioritization Matrix Scoring Guidance Category Weight Description (0–5) 1. Health & Safety 30% Improves public safety, emergency response, and safety for all transportation users 0 = No safety impact; 5 = Critical safety risk if not addressed 2. Regulatory / Legal Mandate 15% Required to meet federal, state, or local regulations, permits, or legal agreements 0 = Not required; 5 = Legally mandated with deadlines or penalties 314 CC 03-03-2026 Searchable Packet 314 of 495 CIP Prioritization process Page 3 of 9 3. Asset Condition & Infrastructure Risk 15% Addresses failing or near-end- of-life physical or digital infrastructure 0 = Good condition; 5 = Failure imminent or service disruption likely 4. Climate Resilience & Sustainability 5% Reduces greenhouse gas emissions, improves energy efficiency, or enhances resilience to heat, drought, flooding, or power outages 0 = No climate benefit; 5 = Significant emissions reduction and resilience benefit 5. Strategic Alignment 10% General Plan, Climate Action Plan, or adopted Master Plans Explicitly identified priority project 6. Community Benefit & Equity 5% Improves access, quality of life, or services, including benefits to underserved populations = Broad and equitable community benefit 7. Financial Leverage & Cost Effectiveness 15% Maximizes grants, partnerships, lifecycle savings, or operational efficiencies Majority funded externally or major long-term savings 8. Project Readiness & Deliverability 5% Level of design, environmental clearance, and ability to deliver within the CIP window 0 = Concept only; 5 = Shovel-ready 315 CC 03-03-2026 Searchable Packet 315 of 495 CIP Prioritization process Page 4 of 9 Appendix A - Scoring Descriptions Refer to the descriptions below to ensure consistent scoring. Scores should be evidence-based and documented in the worksheet notes. 1. Health and Safety (Weight: 30) Focus: Risk to public or staff if the project is delayed. • 0 – No identifiable safety benefit • 1 – Minor safety improvement; low risk • 2 – Addresses isolated or infrequent safety concerns • 3 – Reduces known safety issues; moderate risk exposure • 4 – Addresses serious safety hazards or near-miss history • 5 – Critical safety risk; high likelihood of injury or emergency response failure if not addressed 2. Regulatory / Legal Mandate (Weight: 15) Focus: Compliance with laws, permits, or binding agreements. • 0 – No regulatory or legal requirement • 1 – Indirectly supports compliance • 2 – Anticipated future regulation • 3 – Required to maintain compliance; no immediate deadline • 4 – Required with a defined deadline or enforcement risk • 5 – Legally mandated with penalties, consent decree, or active enforcement 3. Asset Condition & Infrastructure Risk (Weight: 15) Focus: Current condition and likelihood of failure. • 0 – Asset in good condition; no issues • 1 – Minor wear; routine maintenance sufficient • 2 – Moderate deterioration • 3 – Poor condition; increasing maintenance or service impacts • 4 – Near end-of-life; high risk of failure • 5 – Failure imminent or already occurring 4. Climate Resilience & Sustainability (Weight: 5) Focus: Climate action, resilience, and long-term environmental performance. • 0 – No climate or sustainability benefit • 1 – Minor efficiency improvement • 2 – Small emissions reduction or resilience improvement • 3 – Meaningful sustainability benefit aligned with Climate Action Plan • 4 – Significant emissions reduction and/or resilience improvement • 5 – Transformational climate or resilience benefit; flagship sustainability project 316 CC 03-03-2026 Searchable Packet 316 of 495 CIP Prioritization process Page 5 of 9 5. Strategic Alignment (Weight: 10) Focus: Consistency with adopted City priorities and policy direction. • 0 – No alignment with adopted plans or Council goals • 1 – Indirect or minimal alignment • 2 – Supports one minor objective or policy • 3 – Directly advances one major Council goal or adopted plan • 4 – Advances multiple adopted goals, plans, or initiatives • 5 – Explicitly identified or prioritized in adopted plans or formal Council direction 6. Community Benefit & Equity (Weight: 5) Focus: Breadth and fairness of benefits. • 0 – Minimal or internal benefit only • 1 – Limited benefit to a small group • 2 – Localized benefit to one neighborhood or user group • 3 – Noticeable benefit to a significant portion of the community • 4 – Broad community benefit with improved access or quality of life • 5 – Citywide benefit and/or directly addresses equity or underserved populations 7. Financial Leverage & Cost Effectiveness (Weight: 15) Focus: Maximizing value of City funds. • 0 – No cost savings or outside funding • 1 – Minor operational efficiencies • 2 – Some lifecycle cost avoidance • 3 – Moderate cost savings or partial grant funding • 4 – Significant outside funding or strong lifecycle savings • 5 – Majority funded by grants/partners or substantial long-term savings 8. Project Readiness & Deliverability (Weight: 5) Focus: Ability to deliver within the CIP timeframe. • 0 – Concept only; no scope definition • 1 – Preliminary idea; major unknowns • 2 – Scope defined; early feasibility work • 3 – Preliminary design or environmental review underway • 4 – Design substantially complete; permits in progress • 5 – Shovel-ready; environmental clearance and design complete 317 CC 03-03-2026 Searchable Packet 317 of 495 CIP Prioritization process Page 6 of 9 Appendix B – Project Information and Scoring Worksheet Red text signifies areas that require information from the applicant[s]. PROJECT TITLE page 1 Proposed FY26-27 City Funding $ 110,000 Total Funding $ 970,000 City Funding FY26-27 $ 110,000 External Funding $ 0 Remaining Funds (Feb 2026) $ 191,990 Funding Source Capital Reserve/GF Approved [Master] Plan 2015 ADA Transition Plan Project Category Facilities, Parks, Streets and Infrastructure, Transportation, OR Project Type Design and Construction Origin of Request Public Works FY Initiated FY 2015-16 Project Description Insert project description here (75 words or less). Project Justification Insert project justification here. (Include references to Master Plan, General Plan, or other Strategic Plans). Prioritization (score 1 to 5. See prioritization matrix notes) Health & Safety 1 Provide substantiation notes for each category Regulatory / Legal Mandate 0 Asset Condition & Infrastructure Risk 3 Climate Resilience & Sustainability 1 Strategic Alignment 4 Community Benefit & Equity 3 Financial Leverage & Cost Effectiveness 3 Project Readiness 3 318 CC 03-03-2026 Searchable Packet 318 of 495 CIP Prioritization process Page 7 of 9 PROJECT TITLE page 2 Operating Budget Impacts Describe how this project impacts operational costs including maintenance contracts, processes, materials, and staffing Funding Information Note any external funding available. If external funding is a good possibility in the future, that can also be noted. External Funding Expenditure Schedule/5-year Plan Information Annual Expenditures (GL#) FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 Projected Schedule/5-year Plan Information This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City. Item/Phase Timeline for Completion Notes Project Initiation July 2026 Consultant Procurement Ongoing Planning/Pre-Design Ongoing Design Ongoing Permitting & Environmental Clearance Ongoing Construction Bid Ongoing Contract Award and Contracting Ongoing Construction Ongoing Post-Construction/Close-out Ongoing Project Location Address (Add any information or graphic that you can share) Appendix B – Project Information and Scoring Worksheet 319 CC 03-03-2026 Searchable Packet 319 of 495 CIP Prioritization process Page 8 of 9 APPENDIX C PRIORITIZATION MATRIX TEMPLATE - FY 26-27 CIP PROJECTS 320 CC 03-03-2026 Searchable Packet 320 of 495 CIP Prioritization process Page 9 of 9 APPENDIX C PRIORITIZATION MATRIX TEMPLATE - FY 26-27 CIP PROJECTS (Page 2) 321 CC 03-03-2026 Searchable Packet 321 of 495 APPENDIX B PRIORITIZATION MATRIX - FY 26-27 CIP PROJECTS 1 2 3 4 5 6 7 8 Totals LEGEND: Facilities Parks Streets & Infrastructure Transportation Sustainability Health & Safety Regulatory / Legal Mandate Asset Condition & Infrastructure Risk Climate Resilience & Sustainability Strategic Alignment Community Benefit & Equity Financial Leverage & Cost Effectiveness Project Readiness Points Range: 100 to 500 30 15 15 5 10 5 15 5 100 ACTIVE PROJECTS City Hall Improvements 5 3 5 4 5 3 3 2 410 City Hall Annex 5 3 3 3 5 5 3 5 400 ADA Improvements 4 5 3 1 5 5 3 3 380 McClellan Road Bridge Replacement 5 3 4 1 2 3 5 2 380 Stevens Creek Bridge Repair 5 3 4 1 2 3 5 2 380 Citywide Building Condition Assessment Implementation 4 3 4 4 3 2 4 2 355 Outfalls Repairs [Storm Drains]4 3 4 1 2 3 2 2 305 Vai Avenue Outfall 4 3 4 1 2 3 2 2 305 EVCS expansion - Service Center 1 5 1 4 5 2 5 5 300 Tamien Innu - East Segment 3 1 1 4 5 2 5 5 300 MRP West Parking Lot Improvements 0 5 1 5 5 5 5 5 290 Roadway Safety Improvements - HSIP 4 1 1 2 2 2 5 5 290 Lawrence-Mitty Park and Trail Plan 2 1 2 5 5 5 4 4 285 QUEUED Annual Playground Replacement 4 3 5 5 5 5 3 2 395 School Walk Audit 5 3 3 1 3 5 5 4 395 Library Expansion Project (landscaping and other improvements) 2 1 3 5 5 5 5 5 320 Tamien Innu - Central Segment 3 1 1 4 5 2 5 5 300 Tamien Innu - West Segment 3 1 1 4 5 2 5 5 300 Stevens Creek Blvd CL IV Bikeway - Phase 2B construction 3 1 2 1 5 3 3 5 275 Park Amenity Improvements 1 1 3 5 5 5 3 2 245 Stevens Creek Blvd CL IV Bikeway - Bandley Dr. Signal 3 1 1 1 3 3 4 3 245 Street Light Installation - Annual Infill 3 1 1 2 3 2 2 4 220 Capital Project Support N.A. CIP Prelim Planning & Design N.A. PROPOSED PROJECTS 4 3 5 0 0 4 2 2 300 BBF Golf Course Pro Shop Renovation 4 3 5 0 0 3 1 2 280 SCB/SR 85 NB ramp Intersection improvements 3 0 2 1 4 3 5 4 275 UNFUNDED PROJECTS Stocklmeir and properties 5 0 5 2 3 3 1 0 295 McClellan Ranch Preserve Barn Renovation 3 2 5 2 3 3 2 1 285 BBF Golf Course Irrigation 3 1 5 3 2 2 3 2 280 Bollinger Road Corridor Constrn 5 0 1 1 3 4 3 3 280 Bollinger Road Corridor Design 5 0 1 1 3 4 3 3 280 BBF Golf Course Pond 3 1 5 3 2 2 3 1 275 Blackberry Farm Play Area Improvements 3 2 4 2 5 3 1 1 275 Memorial Park projects: All- Inclusive Playground (Phase 1A) 3 2 4 2 5 3 1 1 275 CIP Prioritization process - FY 26 - 27 Prioritization Matrix Page 1 of 2322 CC 03-03-2026 Searchable Packet 322 of 495 APPENDIX B PRIORITIZATION MATRIX - FY 26-27 CIP PROJECTS 1 2 3 4 5 6 7 8 Totals LEGEND: Facilities Parks Streets & Infrastructure Transportation Sustainability Health & Safety Regulatory / Legal Mandate Asset Condition & Infrastructure Risk Climate Resilience & Sustainability Strategic Alignment Community Benefit & Equity Financial Leverage & Cost Effectiveness Project Readiness Points Range: 100 to 500 30 15 15 5 10 5 15 5 100 UNFUNDED PROJECTS (CONT.) Building Electrification Analysis 2 1 4 5 5 1 3 3 275 Memorial Park projects: Softball Field Lighting 3 2 4 3 1 2 3 2 270 Quinlan Community Center Electrification 2 1 4 5 5 1 3 1 265 Blackberry Farm Golf Course Restroom Renovation 3 3 3 2 1 3 3 1 265 Electrification of other City 2 1 3 5 5 2 3 2 260 Library Electrification & Resiliency upgrades 2 1 3 5 5 2 3 2 260 Regnart Road Improvements, (Phase 2) 3 2 3 1 4 2 1 2 245 Blackberry Farm Pools Water Heating Upgrades 2 1 2 5 5 2 3 2 245 Storm Drain Improvements - Bubb Road, Phases 1-3 3 2 3 1 4 2 1 1 240 Memorial Park projects: Amphitheater renovation (Phase 2A) 2 1 2 2 5 4 1 2 210 Memorial Park projects: Central Picnic Area, Alves entrance and plaza, Softball field, tennis courts and basketball courts (Phase 2B) 2 1 2 2 5 4 1 2 210 Memorial Park projects: Fields and Alves parking lot renovation (Phase 2C) 2 1 2 2 5 4 1 2 210 Courts, Bocce, Event Lawns and Restrooms (Phase 1B) 2 1 2 2 5 4 1 2 210 Memorial Park projects: Senior Center and Quinlan parking lot renovations (Phase 3) 2 1 2 2 5 4 1 2 210 Linda Vista Park Improvements: picnic area, path and field improvements 3 1 2 2 2 3 1 1 200 Pumpkin and Fiesta Storm Drain Project (Phase 2) 2 1 3 1 4 2 1 1 195 Park Pathways Paving 2 1 2 2 3 3 1 1 180 Portal Park Improvements: picnic area, rec bldg. 2 1 2 2 2 3 1 1 170 Blackberry Farm Entrance Improvements 2 1 2 1 2 2 1 1 160 Carmen Road Bike/Ped Bridge 3 0 0 1 3 2 1 2 160 Stevens Creek Blvd Separated Class IV Bikeway, Phase 3 3 0 0 1 3 2 1 2 160 Replace Non-Functional Turf & Improve water efficiency 2 0 1 5 2 2 1 1 150 Conversion 0 2 3 3 1 2 2 1 145 SV Hopper EV Parking 0 0 0 5 3 3 4 2 140 Park Shade Structures 2 0 0 2 3 5 0 1 130 Merriman Road Storm Drain 2 1 3 1 0 1 0 0 130 Fiber Expansion 0 0 0 0 5 2 1 1 80 Little Rancho picnic area 1 0 0 2 2 2 0 0 70 New Neighborhood Parks 0 0 0 3 3 3 0 0 60 CIP Prioritization process - FY 26 - 27 Prioritization Matrix Page 2 of 2323 CC 03-03-2026 Searchable Packet 323 of 495 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 324 CC 03-03-2026 Searchable Packet 324 of 495 CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE Blackberry Farm Pro Shop Renovation page 1 Proposed FY26-27 City Funding $ 120,000 Total Funding $ 120,000 City Funding FY26-27 $ 120,000 External Funding $ 0 Remaining Funds (Feb 2026) N.A. Funding Source Capital Reserve/GF Approved [Master] Plan N.A. Project Category Facilities Project Type Construction Origin of Request Parks and Recreation FY Initiated FY 26-27 (pending) Project Description The Blackberry Farm Golf Course Pro Shop serves more than 40,000 golfers annually and is central to the visitor experience. However, the facility has not been comprehensively renovated in many years and is now outdated, inefficient, and out of alignment with current accessibility and building standards. This project proposes a full renovation to improve functionality, safety, and customer service, including a new service counter, replacement of worn finishes, ADA upgrades, and modernization of the existing electrical system to meet current code requirements. Project Justification Renovating the pro shop is necessary to bring the facility up to the City’s ADA, electrical, and safety standards, improve functionality for staff, and enhance the overall experience for golfers. The proposed upgrades will address deferred maintenance, reduce operational and safety risks, and ensure the pro shop reflects the level of service and accessibility expected of a City-owned facility. It is important to note that the pro shop was not included in the 2018 Facility Condition Assessment Report. Prioritization Health & Safety 4 The facility is in poor condition and requires electrical upgrades. The outdated systems will be modernized to meet current code and operational needs. Regulatory / Legal Mandate 3 ADA and electrical upgrades are needed. Asset Condition & Infrastructure Risk 5 The antiquated pro shop requires significant renovation, including electrical upgrades. Planned improvements include a new service counter, replacement of worn flooring and ceiling materials, and ADA accessibility upgrades. Climate Resilience & Sustainability 0 N.A. Strategic Alignment 0 The facilities at the Golf Course, including the Pro Shop, were not included in the 2018 Facility Condition Assessment Report. Community Benefit & Equity 4 The Blackberry Farm Golf Course Pro Shop serves over 40,000 golfers annually and is central to the visitor experience, but staff regularly receive complaints about its deteriorating condition. Financial Leverage & Cost Effectiveness 2 Facility improvements will decrease operational time and effort. Project Readiness 2 Scope schematically defined. RFP/Bid procurement process required to secure contractor to complete the work. 325 CC 03-03-2026 Searchable Packet 325 of 495 CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE Blackberry Farm Pro Shop Renovation page 2 Operating Budget Impacts No anticipated impact to operating budget Funding Information No grant funding External Funding 2026-27 2027-28 2028-29 2029-30 2030-31 Grants $ 0 Other External Sources $ 0 Expenditure Schedule/5-year Plan Information Annual Expenditures (GL#) 2025-26 Actual 2026-27 Projected 2027-28 Projected 2028-29 Projected 2029-30 Projected 2030-31 Projected T.B.D. N.A. $125,000 Projected Schedule/5-year Plan Information This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City. Item/Phase Timeline for Completion Notes Project Initiation July 2026 Renovation work can be completed within one FY Consultant Procurement September 2026 Planning/Pre-Design November 2026 Design October 2026 Permitting & Environmental Clearance December 2026 Construction Bid January 2027 Contract Award and Contracting March 2027 Construction April 2027 Post-Construction/Close-out May 2027 Project Location 22100 Stevens Creek Boulevard 326 CC 03-03-2026 Searchable Packet 326 of 495 CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE Sports Center Courts Resurfacing page 1 Proposed FY26-27 City Funding $210,000 Total Funding $210,000 City Funding FY26-27 $210,000 External Funding $0 Remaining Funds (Feb 2026) N.A. Funding Source Capital Reserve/GF Approved [Master] Plan N.A. Project Category Facilities Project Type Construction Origin of Request Parks and Recreation FY Initiated FY 26-27 (pending) Project Description Resurface all tennis courts and Sport Court at the Sports Center to maintain a suitable and safe playing environment. Project Justification The tennis court surfaces have deteriorated due to extended use and weather exposure and are now beyond their typical five- to seven-year lifespan (last resurfaced in 2016). Resurfacing will prevent further damage, reduce liability, and avoid more costly repairs in the future. Prioritization Health & Safety 4 While the courts are not currently unsafe, these conditions create uneven playing surfaces that may pose a tripping hazard if allowed to worsen. Timely resurfacing will mitigate these emerging risks and preserve safe, consistent playing conditions for the community. Regulatory / Legal Mandate 3 Courts must be maintained to meet safety standards. Asset Condition & Infrastructure Risk 5 The tennis courts have not been resurfaced in approximately ten years and are showing signs of surface fatigue, including cracking that has continued to develop and expand. Climate Resilience & Sustainability 0 N.A. Strategic Alignment 0 Master Plans do not prescribe this work - this is required maintenance that has an engineering component. Community Benefit & Equity 4 Staff have observed an increase in user complaints related to cracking and surface conditions on multiple tennis courts. Feedback indicates growing concern about playability and surface consistency, particularly as cracking becomes more noticeable over time. Financial Leverage & Cost Effectiveness 2 Timely resurfacing will assist in keeping resurfacing and maintenance costs down. As courts continue to degrade (e.g. worsening/deepening and developing cracks) repair and resurfacing becomes more expensive. Project Readiness 2 Scope defined. RFP/Bid procurement process required to secure contractor to complete the work. 327 CC 03-03-2026 Searchable Packet 327 of 495 CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE Sports Center Courts Resurfacing page 2 Operating Budget Impacts No anticipated impact to operating budget Funding Information No grant funding External Funding 2026-27 2027-28 2028-29 2029-30 2030-31 Grants $ 0 Other External Sources $ 0 Expenditure Schedule/5-year Plan Information Annual Expenditures (GL#) 2025-26 Actual 2026-27 Projected 2027-28 Projected 2028-29 Projected 2029-30 Projected 2030-31 Projected T.B.D. N.A. $210,000 Projected Schedule/5-year Plan Information This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City. Item/Phase Timeline for Completion Notes Project Initiation July 2026 Resurfacing work expected to be completed within a month Consultant Procurement N.A. Planning/Pre-Design N.A. Design N.A. Permitting & Environmental Clearance N.A. Construction Bid August 2026 Contract Award and Contracting November 2026 Construction December 2026 Post-Construction/Close-out January 2027 Project Location 21111 Stevens Creek Boulevard 328 CC 03-03-2026 Searchable Packet 328 of 495 CIP FY26-27 • 5-YEAR PLAN PAGE 1 PROJECT NARRATIVE Stevens Creek Blvd/State Route 85 NB Ramp Intersection Improvements page 1 Proposed FY26-27 City Funding $ 0 Total Funding $ 600,000 City Funding FY26-27 $ 0 External Funding $ 600,000 Remaining Funds (Feb 2026) N.A. Funding Source Westport cond. of dev., Dev. In-Lieu Approved [Master] Plan BTP Project Category Transportation Project Type Design and Construction Origin of Request Public Works FY Initiated FY 26-27 (pending) Project Description The project includes design, construction, and project management for improvements at the Stevens Creek Boulevard/northbound SR-85 on-ramp intersection. Improvements include a separated Class IV bike lane, a tightened right-turn on-ramp, and traffic signal upgrades providing protected movements for vehicles, bicyclists, and pedestrians. The project will retain a civil engineering consultant to finalize design and obtain necessary Caltrans approvals. Project Justification The existing high-speed on-ramp creates safety risks for bicyclists and pedestrians. Proposed improvements include a tighter ramp turn, dedicated signal phasing, a separated bike lane, and a protected pedestrian crossing to significantly improve safety. These improvements were required as part of the Westport development, but Caltrans Permitting delays prevented their completion, leading the City to collect in-lieu funds to complete the project. The project now requires final design completion and Caltrans permit approval before proceeding. Prioritization Health & Safety 3 The project reduces known safety issues for drivers, bicyclists and pedestrians. Regulatory / Legal Mandate 0 This project is not code-required. Asset Condition & Infrastructure Risk 2 Improvements to the multimodal crossings at the intersection are overdue. Climate Resilience & Sustainability 1 Minor efficiency improvements in equipment. Strategic Alignment 4 The 2016 Bicycle Transportation Plan identified improvements on Stevens Creek Boulevard as the highest priority. Community Benefit & Equity 3 This intersection is heavily trafficked, and improvements will have a positive impact on all modes of transportation through it. Financial Leverage & Cost Effectiveness 5 The project is funded entirely by the Westport development project’s Developer In-Lieu fees. Project Readiness 4 Design is substantially complete, but Caltrans approval and permitting are still required. 329 CC 03-03-2026 Searchable Packet 329 of 495 CIP FY26-27 • 5-YEAR PLAN PAGE 2 PROJECT NARRATIVE Stevens Creek Blvd/State Route 85 NB Ramp Intersection Improvements page 2 Operating Budget Impacts No anticipated impact to operating budget Funding Information The project is funded entirely by the Westport development project’s Developer In-Lieu fees. External Funding 2026-27 2027-28 2028-29 2029-30 2030-31 Grants $ 0 $0 Other External Sources $ 150,000 $ 450,000 Expenditure Schedule/5-year Plan Information Annual Expenditures (GL#) 2025-26 Actual 2026-27 Projected 2027-28 Projected 2028-29 Projected 2029-30 Projected 2030-31 Projected T.B.D. N.A. $ 150,000 $ 450,000 Projected Schedule/5-year Plan Information This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City. Item/Phase Timeline for Completion Notes Project Initiation September 2026 Renovation work can be completed within two years. Consultant Procurement September 2026 Planning/Pre-Design September 2026 Design October 2026 Substantial Design completed (Feb. 2026) Permitting & Environmental Clearance September 2027 Approval and permitting from Caltrans is required since Caltrans owns the right-of-way where these improvements are being planned. Construction Bid November 2027 Contract Award and Contracting February 2028 Construction March – June 2028 Post-Construction/Close-out June 2028 Project Location Intersection of Stevens Creek Boulevard and State Route 85, Northbound Ramp 330 CC 03-03-2026 Searchable Packet 330 of 495 MID-YEAR STATUS FY25-26 EXISTING PROJECTS AND FUNDING FACILITIES CIP PROJECTS #Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered F1 ADA Improvements (Annually funded) This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City. Ongoing.FY15-16 $865,000 $979,984 CAP Allocation FY22-23 $4,984 City Funding FY25-26 $110,000 F2 Citywide Facilities Condition Assessment Implementation (FCA) Implement priority recommendations identified in the Facility Condition Assessment reports. See below for project status.FY18-19 $1,000,000 $3,314,421 CAP Allocation FY22-23 $6,470 City funding FY23-24 $1,000,000 CDBG FY23-24 $367,951 CDBG (budget mod. required)FY24-25 $49,361 City Funding FY25-26 $940,000 F2A Citywide Facilities Condition Assessment Implementation (FCA) Renovate Shower/Locker room facilities at the Sports Center to address water damage issues causing safety concerns. Permit application process initiated. Construction is postponed to FY26-27 to allocate available funding to other projects. F2B Citywide Facilities Condition Assessment Implementation (FCA) New Fire Alarm system for the Senior Center, and baseline specifications for other facilities. (Externally Funded, in part) Construction is underway and will be completed in Spring 2026. F3Q City Hall Annex Program, plan and build facility improvements required for interim facility to accommodate staff while City Hall is remodeled, as well as the long-term use of this facility. Architects & Engineers team re- engaged and documentation is underway. 2027 July is target milestone for completion. FY21-22 $3,000,000 $3,025,000 City Funding FY21-22 $25,000 $0 $200,883 $839,981 $677,991 $301,993 $930,998 $2,383,423 $458,544 $2,566,456 Page 1 of 6 MID-YEAR STATUS FY25-26 EXISTING PROJECTS AND FUNDING FACILITIES CIP PROJECTS #Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered F1 ADA Improvements (Annually funded) This is an ongoing program, funded annually, to improve accessibility at all public facilities throughout the City. Ongoing.FY15-16 $865,000 $979,984 CAP Allocation FY22-23 $4,984 City Funding FY25-26 $110,000 F2 Citywide Facilities Condition Assessment Implementation (FCA) Implement priority recommendations identified in the Facility Condition Assessment reports. See below for project status.FY18-19 $1,000,000 $3,314,421 CAP Allocation FY22-23 $6,470 City funding FY23-24 $1,000,000 CDBG FY23-24 $367,951 CDBG (budget mod. required)FY24-25 $49,361 City Funding FY25-26 $940,000 F2A Citywide Facilities Condition Assessment Implementation (FCA) Renovate Shower/Locker room facilities at the Sports Center to address water damage issues causing safety concerns. Permit application process initiated. Construction is postponed to FY26-27 to allocate available funding to other projects. F2B Citywide Facilities Condition Assessment Implementation (FCA) New Fire Alarm system for the Senior Center, and baseline specifications for other facilities. (Externally Funded, in part) Construction is underway and will be completed in Spring 2026. F3Q City Hall Annex Program, plan and build facility improvements required for interim facility to accommodate staff while City Hall is remodeled, as well as the long-term use of this facility. Architects & Engineers team re- engaged and documentation is underway. 2027 July is target milestone for completion. FY21-22 $3,000,000 $3,025,000 City Funding FY21-22 $25,000 $0 $200,883 $839,981 $677,991 $301,993 $930,998 $2,383,423 $458,544 $2,566,456 ATTACHMENT D 331 CC 03-03-2026 Searchable Packet 331 of 495 FACILITIES CIP PROJECTS (CONT'D.) # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered F4Q City Hall Improvements Programming, Feasibility and Community Outreach to form the basis of a renovation strategy for the buildings. Council approved additional $2.5M to engage design professionals and construction/cost management team (12/16/25) FY21-22 $500,000 $3,000,000 City Funding FY25-26 $2,500,000 F5Q Library Expansion and other misc. scope) Develop a design and construct a 5600 SF addition to the existing Library building. Grant funding (CPF, Ro Khanna) planned to complete the courtyard and exterior landscaping scopes of work. Queued. FY19-20 $8,705,438 $9,705,438 $0 CPF (budget mod. required)FY24-25 $1,000,000 5 subtotal $18,656,892 $1,417,312 $0 $20,024,843 $10,462,379 $8,562,464 $1,077,686 PARKS CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered P2 and Trail Plan Design and construct a new neighborhood park. Located on 7.8 acres adjacent to Saratoga Creek, near the intersection of Lawrence Expressway and Mitty Way. *Annexing Costs were $2,330,085 60% design expected in Q2. Environmental permitting inquiries underway. FY18-19 $8,270,994 $9,181,084 CAP Allocation $90 Berm Clean-up FY23-24 $910,000 P3 Park Amenity Improvements Funding for various park amenities such as benches, hydration stations, outdoor table tennis, cornhole, shade structures, pickleball striping, etc. (3yrs funding x $200K) Queued. FY20-21 $600,000 $600,000 $248,578 $351,422 $0 $432,895 $36,822 $3,424,334 $5,756,750 $81,319 $2,918,681 $8,313,526 $391,912 Page 2 of 6 60% design completed; Environmental permitting underway. ATTACHMENT D 332 CC 03-03-2026 Searchable Packet 332 of 495 PARKS CIP PROJECTS (CONT'D.) # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered P4 MRP West Parking Lot Improvements (Habitat monitoring continues to 2028) *Only habitat monitoring is active. Design and construct a new “green” meadow-style parking lot that is compatible with the creek environment at McClellan Ranch West, which was designed to have minimal impact to the site. Ongoing. FY16-17 $400,000 $1,166,307 $1,137,794 $28,513 $21,422 City Funding FY17-18 $550,000 City Funding FY18-19 $65,000 City Funding FY19-20 $37,276 CAP Allocation FY20-21 $17,406 City Funding FY20-21 $39,200 City Funding FY22-23 $57,425 P5Q Annual Playground Replacement Replacement of older playground equipment that is dated and worn. (5yrs funding x $300K) Queued.FY20-21 $1,500,000 $1,500,000 $583,671 $916,329 $0 4 subtotal $12,447,391 $0 $0 $12,447,391 $5,394,377 $7,053,014 $454,317 STREETS & INFRASTRUCTURE CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered ST0 Outfalls Repairs Following the recommendations of the 2024 Outfalls Report Working with Valley Water to include 3 outfalls in VW work in the Regnart Creek bed. Will require cost sharing/agreement. FY25-26 $950,000 $950,000 $0 $950,000 $0 ST1 Stevens Creek Bridge Repair Stevens Creek Blvd Bridge over Stevens Creek. Prepare feasibility study and PS&E to determine and implement appropriate scour countermeasures. (Externally Funded, in part) Soils testing and analysis underway to determine scope of remediation work. FY23-24 $172,000 $860,000 FHWA highway Bridge Program grant FY23-24 $688,000 $536,982$88,018 $771,982 Page 3 of 6 ATTACHMENT D 333 CC 03-03-2026 Searchable Packet 333 of 495 STREETS & INFRASTRUCTURE CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered ST2 McClellan Road Bridge Replacement Removal and replacement of the bridge on McClellan Road near the entrance to McClellan Ranch Preserve. (Externally Funded -CA DOT) Caltrans required additional solicitation for engineering services. Award is now cleared and contract negotiations will begin. Engineering work can begin in January 2026. FY23-24 $5,000,000 $5,850,000 CPF (Budget Mod. Required)FY24-25 $850,000 ST5 Street Light Installation - Annual Infill Infill of streetlights as requested by residents. (Annually funded) Ongoing.FY17-18 $430,000 $430,536 $291,654 $138,882 $0 CAP Allocation FY22-23 $536 ST6Q Vai Avenue Outfall Investigate, design, and replace existing failing 36” corrugated metal pipe (CMP) storm drain line with new density polyethylene (HDPE) pipe. Working with Valley Water to include Vai Ave outfall replacement in VW work in the creek bed. FY24-25 $490,000 $490,000 $55,196 $434,804 $0 5 subtotal $2,042,536 $6,538,000 $0 $8,580,536 $434,868 $8,145,668 $536,982 TRANSPORTATION CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered T1 Stevens Creek Blvd CL IV Bikeway Phase 2A Design and Construction of the separated bikeway along Stevens Creek Blvd from Wolfe Road to DeAnza Blvd. (Externally Funded, in part) Construction is underway.FY20-21 $350,000 $2,385,782 $250,405 $2,135,377 $2,214,561 Construction, City Funding FY21-22 $2,000,000 CAP Allocation FY22-23 $35,782 OBAG FY24-25 $807,000 SB1 FY24-25 $693,000 T2 Stevens Creek Blvd CL IV Bikeway Phase 2B Construction of the separated bikeway along Stevens Creek Blvd from De Anza Blvd to US-85. This includes signal upgrades at Bandley Drive. Queued.FY20-21 $0 $0 $0$0 $5,850,000 Page 4 of 6 ATTACHMENT D 334 CC 03-03-2026 Searchable Packet 334 of 495 TRANSPORTATION CIP PROJECTS (CONT'D.) # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered T3 Bandley Intersection Signal upgrades at Bandley Drive. Scope of work will be included in SCB Phase 2B for efficiency. (Externally Funded, in part) Queued. FY18-19 $150,090 In-Lieu funds FY18-19 $25,658 City funding FY18-19 $124,432 T5 Roadway Safety Improvements - HSIP High Friction pavement treatment and speed feedback signage added to seventeen locations. (Externally Funded, in part) Bid process will be underway in Spring 2026. Construction can begin in Spring 2026 will will last 4-6 weeks. FY24-25 $356,180 $3,561,800 HSIP Grant FY24-25 $3,205,620 T6 Tamien Innu - East Segment Design and construct an off-street bicycle and pedestrian facility parallel to the I-280 HWY, from Wolfe Rd. to Vallco Parkway (Externally Funded & Apple) Final engineering is underway. FY20-21 $600,000 $2,536,000 VTA Measure B FY21-22 $1,936,000 T7Q Tamien Innu - Central Segment Design and construct an off-street bicycle and pedestrian facility parallel to the I-280 HWY, from De Anza Blvd. to Wolfe Road (Externally Funded - Apple) Queued. FY20-21 $600,000 $4,785,000 VTA Measure B, Design FY20-21 $460,000 VTA Measure B, Construction FY20-21 $3,725,000 T8Q Tamien Innu - West Segment Design and construct an off-street bicycle and pedestrian facility parallel to the I-280 HWY, from the Don Burnett Bicycle – Pedestrian Bridge to De Anza Blvd. (Externally Funded - Apple) Queued. FY20-21 $600,000 $600,000 $0 $600,000 $0 T9Q School Walk Audit Implementation Construct infrastructure-related improvements around schools that were identified as part of the comprehensive School Walk Audit study. (Externally Funded - Apple) Projects at Hyannisport Drive and Tantau/Barnhart will be completed by FY29. FY18-19 $250,000 $1,472,517 Apple Funding FY19-20 $1,221,863 CAP Allocation FY22-23 $654 8 subtotal $3,116,394 $10,826,620 $3,047,521 $15,491,189 $1,504,358 $13,986,831 $3,384,106 $0$7,880 $142,210 $24,338 $0$48,685 $3,513,115 $534,919 $2,001,081 $206,775 $4,578,225 $455,694 $1,016,823 $1,145,207 segment Page 5 of 6 ATTACHMENT D 335 CC 03-03-2026 Searchable Packet 335 of 495 SUSTAINABILITY CIP PROJECTS # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered SU1 EVCS expansion - Service Center The construction of electric vehicle charging station (EVCS) infrastructure regulations. Working with SVCE for technical assistance. Estimated Completion: 2026 Bid process is underway. FY24-25 $560,000 $560,000 $9,645 $550,355 $4,200 SU2 Photovoltaics Systems Design & Installation This project will design-build PV systems at three locations: Quinlan Community Center, Cupertino Sports Center, and Community Hall. Construction is underway.FY24-25 $6,300,000 $6,300,000 $786,042 $5,513,958 $3,395,454 2 subtotal $6,860,000 $0 $0 $6,860,000 GENERAL/ADMIN # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered Capital Project Support Supports responses to unusual legal or permit/regulatory issues or similar needs that arise on projects and also allow the expenditures to be assigned to the specific projects. Ongoing $50,000 $50,000 $0 $50,000 $0 CIP Prelim Planning & Design Preliminary planning and design resources. Ongoing $125,000 $125,000 $0 $125,000 $59,145 COMPLETED PROJECTS - FY26-27 REPORT # Project name Project Description Status Year Initiated City Funding Grant Funding Developer Funds Project Total Budget Total Expenses to date Remaining Encumbered ST3 City Lighting LED improvements Implement the transition of City's streetlight infrastructure from induction and other fixtures to LED fixtures to reduce light pollution and energy cost. EECBG grant funding ($125,790) awarded in FY24-25. Completed, except for a few accessories that need to be installed. Grant funding applied for, not yet received. FY21-22 $50,000 $1,350,000 City Funding FY22-23 $1,300,000 EECBG grant FY24-25 $125,790 $25,208$946,913 $403,087 Page 6 of 6 ATTACHMENT D 336 CC 03-03-2026 Searchable Packet 336 of 495 CIP FY 2024-2025 • 5-year plan ATTACHMENT C CAPITAL IMPROVEMENT PROGRAMS FISCAL YEAR 2024-2025 and 5-YEAR PLAN PROJECT LISTS from MASTER PLANS INDEX: 1. Bicycle Master Plan - Projects 2. Pedestrian Master Plan – Projects 3. Parks & Recreation System Master Plan (PRSMP) - Priority Projects 4. Parks & Recreation System Master Plan (PRSMP) - Park Amenities Strategic Plan Projects 5. Green Stormwater Infrastructure Plan - Projects 6. Storm Drains Master Plan - Projects 7. Fiber Optic Master Plan - Projects 8. Building Condition Assessment Report - Priority Projects 9. 2022 Playgrounds Prioritization List Storm Drain Master Plan - Projects Attachment C FISCAL YEAR 2025 - 2026 CIP FY 2025 - 2026 • 5-year plan 8. Facility Condition Assessment Report - Priority Projects 10. Storm Drain Outfall Assessment Report - Priority Projects Attachment CATTACHMENT E CIP FY26-27  5-year plan 2026 - 2027 337 CC 03-03-2026 Searchable Packet 337 of 495 1. From the 2016 Bicycle Transportation Master Plan 1. BIKEFY 2023-24 CIP 5-Year Plan 338 CC 03-03-2026 Searchable Packet 338 of 495 –– 2016 Plan June 2016 339 CC 03-03-2026 Searchable Packet 339 of 495 Chapter 6: Implementation Strategy Alta Planning + Design | 6-1 Implementation Strategy 340 CC 03-03-2026 Searchable Packet 340 of 495 Chapter 6: Implementation Strategy Alta Planning + Design | 6-1 6. Implementation Strategy This chapter presents a prioritized list of the individual infrastructure improvements, including the evaluation criteria and scoring method, project cost estimates, and a list of prioritized projects. Project Evaluation Strategy All of the proposed infrastructure projects are evaluated against the criteria described in , which was developed jointly with City staff and the Bicycle Pedestrian Commission. Projects are sorted into short, mid, and long- term priority tiers based on a logical breakdown of scores and complexities of implementation. Appendix A to this Working Paper provides the full evaluation criteria breakdown. The intent of evaluating projects is to create a prioritized list of projects for implementation. As projects are implemented, lower ranked projects move up the list. When implementing sections of the Bike Boulevard network, the City should consider the removal of parallel existing bike routes where they prove to be duplicative or potentially confusing to bicyclists. This should also be coordinated with the recommended Citywide Wayfinding Study. The project list and individual projects to be included in this Plan are flexible concepts that serve as a guideline. The high- priority project list, and perhaps the overall project list, may change over time as a result of changing walking and bicycling patterns, land use patterns, implementation constraints and opportunities, and the development of other transportation improvements. Table 6-1: Project Evaluation Criteria to/near Network existing bikeway facility to a low-stress and Attractors retail/business centers, transit, community services, parks and recreation facilities and/or City Ease of Implementation within a five year timeframe, taking into consideration outside agency After scoring, projects were organized into three tiers. Tier 1 is comprised of the projects that received 67 points or more representing projects that should begin implementation within five years. Tier 2 projects scored between 47 and 65 points and are intended to be implemented within five to 15 years. Tier 3 projects scored below 47 points and are intended for implementation within twenty years. It should be noted that projects in Tiers 2 & 3 can be initiated sooner, but that their implementation will likely be delayed. 341 CC 03-03-2026 Searchable Packet 341 of 495 Chapter 6: Implementation Strategy 6-2 | Cupertino Bicycle Transportation Plan shows the scores and cost estimates for all recommended project improvements. Appendix B shows the full breakdown of scores. Table 6-2: Recommended Projects by Tier Total Cost Tier 1 Foothill Blvd Tantau Ave -- McClellan Rd Byrne Ave De Anza Blvd -- Configure Intersection Stevens Creek Blvd Stelling Rd -- intersection in coordination Class III Bike Boulevard East/West Bike Linda Vista Dr at McClellan Rd Hyannisport Dr at Bubb Rd -- Grand Ave Mary Ave -- Class I Path Union Pacific Trail Prospect Rd -- Configure Intersection McClellan Rd Stelling Rd -- intersection in coordination -- Bikeway Finch Ave Phil Ln Blvd -- 0.45 $545,000 Class III Bike Boulevard North/South Bike Orange Ave at Mann Dr Fort Baker Dr at Hyannisport Dr -- Configure Intersection McClellan Rd Westacres Dr/Kim St -- to connect off-set north/south bike routes Class I Path -- -- 342 CC 03-03-2026 Searchable Packet 342 of 495 Chapter 6: Implementation Strategy Alta Planning + Design | 6-3 Project Location Start End Notes Miles Total Score Cost Tier 2 De Anza Blvd Homestead Rd Bollinger Rd -- Stelling Rd Prospect Rd -- Stelling Rd Alves Dr -- Blaney Ave Bollinger Rd Homestead Rd -- Foothill Blvd St Joseph Ave -- Bikeway Stelling Rd Alves Dr Homestead Rd -- 0.84 $124,000 Class I Path Amelia Ct Varian Way -- Carmen Rd -- De Anza Blvd -- Class III Bike Boulevard Portal Ave Bike Mary Ave at Meteor Dr Portal Ave at Merritt Dr -- 1.51 Class II Bike Lane Vista Dr Forest Ave -- Class III Bike Boulevard North/South Bike Santa Teresa Dr at Hyannisport Dr Terrace Dr at Bubb Rd -- 0.76 Bollinger Rd De Anza Blvd Lawrence Expy -- Configure Intersection De Anza Blvd McClellan Rd -- facilitate safer east/west travel between McClellan and Pacific 0 $200,000 Wolfe Rd -- Mary Ave Meteor Dr -- 343 CC 03-03-2026 Searchable Packet 343 of 495 Chapter 6: Implementation Strategy 6-4 | Cupertino Bicycle Transportation Plan Project Location Start End Notes Miles Total Score Cost Miller Ave Bollinger Rd -- Configure Intersection Infinite Loop Merritt Dr -- to delineate bike/ped space in connector 0 $2,000 Homestead Rd Mary Ave Wolfe Rd -- Reconfigure wall/fence Greenleaf Dr Mariani Ave -- create gap in wall to Class III Bike Boulevards Jollyman Park Bike Blvd (#1) Rodrigues Ave at De Anza Blvd Jollyman Park -- 0.86 $43,000 Bike Lane Prospect Rd De Anza Blvd Stelling Rd -- 0.42 $59,000 McClellan Rd Rose Blossom Dr -- Trail Crossing Homestead Rd Mary Ave -- Homestead at Mary to better facilitate bicycles exiting Mary Ave bridge Class III Bike Route -- 0.24 Stelling Rd Alves Dr -- Class I Path Pacifica Dr Estates Dr -- Reconfigure wall/fence Wheaton Dr Perimeter Rd -- proposed bike path on Perimeter road, requires creating gap in existing Tier 3 Class I Path Perimeter Rd Blvd Bike Path -- 0.59 $470,000 344 CC 03-03-2026 Searchable Packet 344 of 495 Chapter 6: Implementation Strategy Alta Planning + Design | 6-5 Project Location Start End Notes Miles Total Score Cost Class III Bike Route Vallco Mall Bike Memorial Park End of Wheaton Dr -- 1.77 Class III Bike Route Route (#9) Bollinger Rd Barnhart Ave -- 0.41 $500 Class III Bike Route Huntridge Bike Route (#8) Rose Blossom Dr at McClellan Rd Huntridge Ln at De Anza Blvd -- 0.41 $1,000 Class I Path Wilson Park Rodrigues Ave Wilson Park Path -- Class III Bike Boulevard Stevens Creek Bike Blvd (#6) Ave at Orange Stevens Creek -- 1.12 Blaney Ave Wheaton Dr -- Foothill Blvd McClellan Rd -- Configure Intersection Stelling Rd Rainbow Dr -- study potential for Homestead Rd Wolfe Rd Tantau Ave -- Wolfe Rd -- Class I Path Jollyman Park Stelling Rd Dumas Dr -- Imperial Ave Alcazar Ave -- Foothill Blvd I-280 N Offramp -- Class III Bike Boulevard Stevens Creek Foothill Blvd at Starling Dr Stevens Creek -- 0.99 Lazaneo Dr Bandley Dr De Anza Blvd -- Wolfe Rd Perimeter Rd Homestead Rd -- Bike Lane Bubb Rd McClellan Rd Blvd -- 0.53 $74,000 345 CC 03-03-2026 Searchable Packet 345 of 495 Chapter 6: Implementation Strategy 6-6 | Cupertino Bicycle Transportation Plan Project Location Start End Notes Miles Total Score Cost Grade Separated Crossing Study Cupertino Hammond Snyder Loop Trail Stevens Creek Blvd -- Bike/Ped Bridge Enhancement Mary Ave Ped Bridge I280 -- to delineate bike/ped Class I Path Development Stevens Creek Blvd Mary Ave -- Miller Ave -- Bike Lane Tantau Ave Blvd Pruneridge Ave -- 0.65 $91,000 Trail Crossing McClellan Rd Railroad Path -- signal. 0 $10,000 Class II Bike Lane Pacifica Dr De Anza Blvd Torre Ave -- Freeway interchange enhancement Wolfe Rd I-280 Overpass -- interchange approaches, stripe bike lane through interchange intersection 0 $40,000 Class I Path Aquino Creek Sterling/Barnhart Park Calvert Dr -- Class I Path Aquino Creek South of I280 Stevens Creek Blvd -- Vallco Pkwy Tantau Ave Perimeter Rd -- Class II Bike Lane Dr/Stevens Creek Campus Dr Stevens Creek Blvd -- Class III Bike Route Stevens Creek Blvd Bike Route Grand Ave at Alhambra Ave Peninsula Ave at Stevens Creek Blvd -- 0.19 Rainbow Dr De Anza Blvd Stelling Rd -- Class III Bike Route Bollinger Rd to Stevens Creek Johnson Ave at Bollinger Rd Stevens Creek -- 0.84 346 CC 03-03-2026 Searchable Packet 346 of 495 Chapter 6: Implementation Strategy Alta Planning + Design | 6-7 Project Location Start End Notes Miles Total Score Cost Class III Bike Route Creekside Park Bike Route (#2) Torre Ave at Rodrigues Ave Creekside Park Path -- 1.24 $3,000 Class III Bike Route Elementary to Memorial Park Ann Arbor Dr at Greenleaf Dr Memorial Park -- 0.42 Freeway interchange enhancement De Anza Blvd Hwy 85 Overpass -- interchange approaches, stripe bike lane through Trail Crossing Bubb Rd -- Freeway interchange enhancement Stevens Creek Blvd Hwy 85 Overpass -- interchange approaches, stripe bike lane through Tantau Ave Pruneridge Ave Homestead Rd -- Freeway interchange enhancement De Anza Blvd I-280 Overpass -- interchange approaches, stripe bike lane through interchange intersection 0 $40,000 McClellan Rd -- Bollinger Rd De Foe Dr -- Class I Path Park/Deep Cliff Parking Lot off McClellan Rd -- Pruneridge Ave Tantau Ave City Limits - East -- Configure Intersection Portal Ave Wheaton Dr -- study roundabout Class II Bike Lane Cristo Rey Dr Roundabout -- 347 CC 03-03-2026 Searchable Packet 347 of 495 Chapter 6: Implementation Strategy 6-8 | Cupertino Bicycle Transportation Plan Project Location Start End Notes Miles Total Score Cost Class III Bike Route Fallenleaf Bike Bollinger Rd at Westlynn Way Fallenleaf Ln at De Anza Blvd -- 0.37 Class III Bike Route Foothill Blvd Bike Route (#3) Palm Ave at Scenic Blvd Stevens Creek -- 0.81 Class III Bike Route Hwy 85 Bike September Dr at McClellan Rd Jamestown Dr at Prospect Rd -- 1.48 348 CC 03-03-2026 Searchable Packet 348 of 495 2. From the 2018 Pedestrian Transportation Master Plan 2. PEDFY 2023-24 CIP 5-Year Plan 349 CC 03-03-2026 Searchable Packet 349 of 495 #Project Location Start End Score Status/Notes 1 Sidewalk McClellan Road San Leandro Ave Orange Ave 80 Complete 2 Sidewalk McClellan Road Bonny Dr McClellan Pl 80 Complete 3 Grade Separated Crossing SR 85 Overcrossing Grand Ave Mary Ave 75 4 Sidewalk McClellan Road SR 85 overcrossing Rose Blossom Dr 75 Complete 5 7 75 8 9 75 11 Stevens Creek Blvd south 70 Funding to be requested for 14 15 lieu of Class 1 path, deemed 17 20 Class 1 Path Oaks Shopping Center Mary Ave Stevens Creek Blvd lieu of Class I 22 25 31 55 32 35 Design complete. No funding for 37 38 43 High-vis crosswalk with RRFB Complete Tier 1 Tier 2 Tier 3 Pedestrian Transportation Master Plan: PRIORITY PROJECTS - STATUS FEBRUARY 2023 350 CC 03-03-2026 Searchable Packet 350 of 495 3. From the 2018 Parks and Recreation System Master Plan 3. PARKS & RECFY 2023-24 CIP 5-Year Plan 351 CC 03-03-2026 Searchable Packet 351 of 495 introduction There are a variety of opportunities for enhancing and developing parks and facilities to achieve community goals for Cupertino’s park and recreation system. This document provides an overview of city park sites with a description, focus, short and longer term opportunities, and current and planned implementation efforts. The key on the following page lists 22 types of community goals and icons which denote which goals are being addressed at each park throughout the document. A page for each park or park category provides photos as well as a brief description. The park focus identifies the park’s primary function. The implementation narrative provides context for current and planned site enhancement from Fiscal Year 2019-20 through Fiscal Year 2023-24. For recently built or recently renovated parks, near-term opportunities emphasize sustaining existing uses and maintaining the facilities with some opportunities for diversifying recreation options. For older parks and facilities that have not been recently updated, potential site enhancements usually include more extensive opportunities. park sites This document includes site opportunities for the parks listed below. • Memorial Park • Creekside Park • Jollyman Park • Wilson Park • Stevens Creek Corridor Park – including Blackberry Farm Golf Course, Blackberry Farm Park, and McClellan Ranch Preserve/McClellan Ranch West • Portal Park • Monta Vista Park & Recreation Center • Linda Vista Park • Hoover Park • Varian Park • Civic Center – including Civic Center Plaza, and Library Field • Three Oaks Park • Somerset Park • Small Neighborhood Parks – including Canyon Oak Park, Franco Park, Little Rancho Park, Mary Ave. Dog Park, and Sterling Barnhart Park MASTER PLAN PARK SITE IMPLEMENTATION Strategic Plan Parks and Recreation System Master Plan: STRATEGIC PLAN PROJECTS 352 CC 03-03-2026 Searchable Packet 352 of 495 key Nature Play Areas Universal/All-Inclusive Play Areas Water Play Improved Outdoor Event Space – Citywide Events Improved Outdoor Event Space – Neighborhood Events Multi-Use Sport Fields Cricket Field Dog Park(s)/Dog Off-Leash Area(s) Basketball Courts Pickleball Courts Gardens Outdoor Recreation Diversity Improved Comfort & Amenities Natural Vegetation Enhancements Neighborhood Parks Trails and Trail Corridors Aquatics Facility Gymnasium Complex & Multi-use Recreation Center Performing/Fine Arts Center Enhanced Teen Space or Services Expanded Senior Center or Services Other Replaced or Repurposed Existing Building 353 CC 03-03-2026 Searchable Packet 353 of 495 MEMORIAL PARK Description Memorial Park was originally constructed in the early and mid 1970’s. Additional elements have been added since, such as the Veterans Memorial in 2007. Memorial Park is the city’s largest park, with 22 acres (including the Senior and Quinlan Community centers). It offers 6 lighted tennis courts, a lighted baseball field, an outdoor amphitheater and stage, walking paths, reservable group picnicking, two playgrounds, restrooms, and lawn areas. Memorial Park hosts the city’s large outdoor events such as the Cherry Blossom, Kids ‘N Fun, and Diwali festivals. The amphitheater is home to annual Shakespeare in the Park, Summer Concert series, and Cinema at Sundown events. FOCUS Community hub and multi-use, civic-focused event space. SITE ENHANCEMENT OPPORTUNITIES Immediate ▪Engage the public in developing a site master plan for Memorial Park as a community hub and multi-use, civic-focused event space. Include the presence of the Quinlan Community, Senior, and Sports centers in planning Memorial Park as a community space. ▪Consider repurposing the inactive pond, renovating the amphitheater, adding walking path improvements and playable water feature, enhancing the tree canopy, integrating natural features, and renovating, adding and/or expanding recreation facilities to enhance indoor and outdoor event space, community gathering space, active/healthy recreation uses and play opportunities. ▪Clarify the role of memorials at this site, addressing opportunities to make a community-building statement and/or tribute to community cohesiveness. Short Term ▪Implement Phase 1 improvements in the pond/amphitheater area. ▪Consider nature integration, shade, ADA accessibility, pathway and seating improvements, pond re-purposing, and other elements consistent with the site master plan process. Longer Term ▪Phase in additional improvements, including improvements to existing facilities, based on the site master plan, and the addition of recreation opportunities. Pending the site master plan, this may potentially include major facilities (such as an aquatic facility, gymnasium/ recreation center, senior center expansion and/or a potential performing/fine arts center) at this site, or as an expansion of an adjacent recreation building that would affect this site (Sports Center, Senior Center e.g.), as well as the addition or repurposing of facilities. ▪Provide connections to proposed trails, bike lanes and bike routes. COMMUNITY GOALS 354 CC 03-03-2026 Searchable Packet 354 of 495 IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, shade, nature play, and inclusive elements. Pickleball court striping is being recommended at Memorial Park. The proposal is to stripe Court 2 or 3 for both pickleball and tennis. Fiscal Year 2021-22: 2. Restroom facilities at Memorial Park have been rennovated. Fiscal Year 2021-22: 3. Memorial Park - Specific Plan Design The proposed project would include the development of a conceptual design for Phase One, incorporating findings from the Master Plan process and building upon the considerable input gained from the community. Features to be considered include adding walking path improvements, playable water feature, enhancing tree canopy, integrating natural features, and enhancing indoor and outdoor event and gathering space. 4. Memorial Park - Amphitheater Repairs/Upgrades: Design and construct Memorial Park improvements as indicated in the Parks and Recreation System Master Plan, specifically addressing the needs of the amphitheater in this scope of work. City Work Program: 5. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works towards the Fiscal Year2019-20 City Work Program item for Arts and Cultural Festivals and Programs. Operational: 6. Turf reduction is being implemented around redwoods. 355 CC 03-03-2026 Searchable Packet 355 of 495 CREEKSIDE PARK Description This 13-acre site offers three tournament-quality sport fields, two basketball hoops, two playgrounds, family picnicking with barbeques, restrooms, and a recreation building whose community room can be rented. Creekside Park is a popular venue for youth soccer and currently hosts a weekly Farmers Market. The park can be accessed from Miller Avenue, and by pedestrians and cyclists via a bridge over Calabazas Creek. It is the site of the former Fremont Older School and was extensively improved with park amenities in 1997. FOCUS Neighborhood recreation and sports hub. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, and inclusive elements. 2. Annual Playground Replacement Inclusive elements will be implemented in the design of the playground to be replaced at Creekside Park in Fiscal Year 2020-21. City Work Program: 3. Athletic Field Use Policy The updated Athletic Field Use Policy was reviewed and approved by City Council on May 4, 2021. This completes the Fiscal Year 2019-20 City Work Program item to assess the Athletic Field Use Policy, including Sunday reservation feasibility. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Consider adding nature play and/or inclusive play elements to the existing play area. ▪Consider other enhancements to outdoor recreation diversity. ▪Evaluate opportunities to enhance the recreation building and reactivate or repurpose the concession area. ▪Sustain existing uses. Longer Term ▪Coordinate with results of Public Works’ Facility Condition and Use Assessment to modify the recreation building as needed. ▪Refresh sports fields to maintain site use as a sports hub. Consider artificial turf or other enhancements to increase the playing capacity. ▪Consider adding a full basketball court, other sports courts, and diverse recreation elements to support sports and active uses. ▪Provide trailhead amenities and connections to off-street trail and proposed buffered bike lane. 4. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works COMMUNITY GOALS 356 CC 03-03-2026 Searchable Packet 356 of 495 towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. 5. Wi-Fi Neighborhood Events is slated to be added to park buildings at Creekside, Portal, and Wilson Parks. This works toward the Fiscal Year 2019-20 City Work Program item to upgrade wireless access in public spaces. 357 CC 03-03-2026 Searchable Packet 357 of 495 JOLLYMAN PARK Description Constructed in the early 1990’s, this 11.2-acre park offers soccer play, a baseball field with batting cage, two playground areas, a basketball hoop, turf areas, family picnic areas with barbeques, restrooms, and a walking loop. FOCUS Neighborhood and community hub for sports, recreation programs and activities. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, and outdoor table tennis. This works toward the Fiscal Year 2019-20 City Work Program item to install a drinking fountain and bottle filling station at City Hall and Jollyman Park. Fiscal Year 2019-20: 2. Inclusive Play Area - Planning 3. Restroom facilities at Jollyman Park have been rennovated. Fiscal Year 2020-21: 4. All-Inclusive Playground The City has addressed an inclusive play area through two capital improvement projects to date: Inclusive Play Area - Planning and All-Inclusive Playground. These items work towards the goals set for the All Inclusive Playground project in Fiscal Year 2019-20 City Work Program. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Pursue adding an all-inclusive play area, grouped seating, a picnic shelter, continuous all-weather loop path (that includes the east part of the park), and neighborhood- serving event utilities and infrastructure. ▪Sustain existing uses. ▪Respond to community request for trial off-leash dog area. Longer Term ▪Consider additional diverse amenities, such as outdoor fitness equipment/ parcourse or a full-size basketball court. ▪Provide connections to bikeway improvements on Stelling Rd. ▪Consider for location of development of major new facilities. City Work Program: 5. Dog Off-Leash Area (DOLA) Trial The DOLA at the Jollyman Park ballfield is currently underway. Research for a second location has been performed and will be presented to the Parks and Recreation Commission for review/recommendation to City Council. This trial progresses work on the Fiscal Year 2019-20 City Work Program item calling for the review of athletic fields for use as DOLAs. 6. Athletic Field Use Policy The updated Athletic Field Use Policy was reviewed and approved by City Council on May 4, 2021. This COMMUNITY GOALS 358 CC 03-03-2026 Searchable Packet 358 of 495 completes the Fiscal Year 2019-20 City Work Program item to assess the Athletic Field Use Policy, including Sunday reservation feasibility. 7. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. 359 CC 03-03-2026 Searchable Packet 359 of 495 WILSON PARK Description This ~10-acre park includes three baseball fields on the west side of the site and serves as the community’s baseball hub. The east side of the site features two playgrounds, family picnicking, restrooms, pathways, a large turf area, and a recreation building that hosts ceramics programs. The eastern part of Wilson Park was constructed in the late 1960’s. Park improvements on the western part, including the baseball fields, batting cage and concession building, were constructed in 1992. A portion of the site was renovated in 2003 (restroom building, play area). FOCUS Neighborhood and community hub for sports, recreation and activities. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, outdoor table tennis, and inclusive elements. City Work Program: 2. Athletic Field Use Policy The updated Athletic Field Use Policy was reviewed and approved by City Council on May 4, 2021. This completes the Fiscal Year 2019-20 City Work Program item to assess the Athletic Field Use Policy, including Sunday reservation feasibility. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Consider adding neighborhood-serving event utilities and infrastructure, picnic shelter, and a large/full-size basketball court. ▪Sustain existing uses. Longer Term ▪Evaluate use of and desirability of renovating/replacing the ceramics building, particularly if ceramics can be incorporated into a fine arts or recreation facility, and in coordination with Public Works’ Facility Condition and Use Assessment. ▪Consider a wider, maintenance-friendly loop path, community garden, variety of sports courts, activity hubs, and diverse recreation elements, including those that provide challenge elements. ▪Consider full-size basketball court. ▪Provide trailhead amenities and connections to nearby bikeways and proposed off-street trail. If desired, a sport field can fit on the east portion of the site (with relocation of the central play area and picnicking reconfiguration). 3. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works COMMUNITY GOALS 360 CC 03-03-2026 Searchable Packet 360 of 495 towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. 4. Wi-Fi Wi-Fi is slated to be added to park buildings at Creekside, Portal, and Wilson Parks. This works toward the Fiscal Year 2019-20 City Work Program item to upgrade wireless access in public spaces. 361 CC 03-03-2026 Searchable Packet 361 of 495 Description BLACKBERRY FARM PARK Blackberry Farm was acquired by the City in 1991. It has been subsequently renovated, including extensive improvements in 2009 which also included the Stevens Creek Trail and creek restoration. The trail and creek corridor parkland are open daily. The group picnic grounds and pool complex are operated seasonally, currently from May to September, within a 100-day window. Seasonal amenities include two swimming pools with pool buildings and lawn area, reservable group picnic area with barbeques and sinks, and food service concession. Additional amenities include two volleyball courts, two bocce courts, two horseshoe pits, picnic tables, playground, lawn area, trail, and restrooms. The creek corridor setting, all-weather trail, and wildlife viewing opportunities are popular year-round. BLACKBERRY FARM GOLF COURSE Blackberry Farm Golf Course is a nine-hole Par 29 golf facility acquired by the City in 1991, from private owners who had built it in 1962. The course, located along Stevens Creek, offers narrow tree-lined fairways and small greens which reward accuracy. The course includes a putting green and a range structure for drive practice. A pro shop with golf merchandise and a restaurant are on site; professional instruction is available. Footgolf is also offered. MCCLELLAN RANCH PRESERVE & MCCLELLAN RANCH WEST Purchased by the City 1972, McClellan Ranch has a rich history, including uses for agriculture and as a horse ranch. The site contains various buildings relating to SITE ENHANCEMENT OPPORTUNITIES Immediate ▪Complete the Stevens Creek Corridor Master Plan. Short Term ▪Phase in improvements as guided by the site master plan, enhancing natural/habitat areas and facilities supporting environmental education, gatherings and recreation uses, while retaining the natural character of the park. Provide connections to any extension of the Stevens Creek Trail and nearby bikeways. Provide trailhead amenities. Complete feasibility work & if approved, pursue implementation of improved pedestrian and bicycle access to Blackberry Farm Park via San Fernando Ave. Evaluate steps for expanded use of Blackberry Farm. Longer Term ▪Implement renovation of Stocklmeir Ranch, Blackberry Farm Golf Course, Blackberry Farm Park, and/or McClellan Ranch Preserve and West, and other corridor parcels, consistent with the recommendations of the Stevens Creek Corridor Master Plan. STEVENS CREEK CORRIDOR PARK its past as well as the relocated Parrish tank house and Blacksmith Shop. A new Environmental Education Center was completed in 2015. The 4-H area was renovated and Stevens Creek Trail constructed in 2008-2009. McClellan Ranch is the hub of the city’s environmental education activities and hosts City Naturalist-led programs. This site offers community gardens for residents, a stretch of Stevens Creek Trail, riparian habitat areas, plus creek COMMUNITY GOALS 362 CC 03-03-2026 Searchable Packet 362 of 495 and wildlife views. Rolling Hills 4-H, Santa Clara Valley Audubon Society, and Friends of Stevens Creek Trail are housed at this site. McClellan Ranch was designated as the city’s first and only nature and rural preserve in 1976; its name was updated to McClellan Ranch Preserve in 2012. McClellan Ranch West, a 3.1-acre parcel, was acquired in 1990. FOCUS FOR STEVENS CREEK CORRIDOR PARK Community-focused natural area supporting environmental education, outdoor gathering and recreation consistent with protecting wildlife and habitat value. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade including hydration stations, shade, and inclusive elements. Fiscal Year 2020-21: 2. McClellan Ranch Preserve Community Garden Improvements Reconstruct the existing community garden based on the design developed in Fiscal Year 2017-18. The project includes reconfiguration of the garden plots, improved ADA accessibility to and within the garden, installation of new perimeter fencing, irrigation distribution system and informal meeting area. This item completes the Fiscal Year 2019-20 City Work Program item to build an efficiant and highly functional community garden at McClellan Ranch. Fiscal Year 2021-22 3. Tree Inventory - Stevens Creek Corridor Inventory and map City-owned trees (above a threshold size) that are within the Stevens Creek Corridor, including the Blackberry Farm Golf Course. City Work Program: 4. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. 5. Blackberry Farm Golf Course Feasibility Study Preliminary study to consider three options for the golf course including minimal repairs, a major renovation, and a return to natural habitat. Initial research and community feedback was conducted as part of the Stevens Creek Corridor Master Plan and the Parks and Recreation System Master Plan. Council will receive an update on the three options and determine which to pursue further for feasibility. This item is part of the Fiscal Year 2020-21 City Work Program. 6. Art in Unexpected Places The Fine Arts Commission and Parks and Recreation Department are collaborating on the Art in Unexpectd Places program as part of the Fiscal Year 2019-20 City Work Program. The program will see the installation of mural wall art as a pilot. 363 CC 03-03-2026 Searchable Packet 363 of 495 PORTAL PARK Description Portal Park, designed in the late 1960’s, is one of the city’s oldest. Portal Park with its 3.8 acres offers a reservable group picnic area, two playgrounds, rolling turf, a recreation building and restrooms. The play areas were renovated in 2002-03. This site borders L.P. Collins Elementary School. FOCUS Neighborhood park and gathering space. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, shade, exercise equipment, and inclusive elements. City Work Program: 2. Wi-Fi Wi-Fi is slated to be added to park buildings at Creekside, Portal, and Wilson Parks. This works toward the Fiscal Year 2019-20 City Work Program item to upgrade wireless access in public spaces. 3. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Improve walkway lighting and signage. ▪Explore options to share adjacent school parking. ▪Sustain existing uses. Longer Term ▪Consider adding shading to the picnic area, grouped seating, nature play area and/or inclusive play elements, and diverse recreation elements, such as badminton, bocce/lawn bowling, and/or games to support small group gatherings. ▪Improve connections to the adjacent school. ▪Re-evaluate the location and use of the recreation building, considering relocating the building or the preschool-age and child programming or adding indoor restrooms, and in coordination with Public Works’ Facility Condition and Use Assessment. ▪Provide connections to the proposed bike boulevard and adjacent neighborhoods. COMMUNITY GOALS 364 CC 03-03-2026 Searchable Packet 364 of 495 MONTA VISTA PARK & RECREATION CENTER Description The site of a former elementary school, Monta Vista Park and Recreation Center was acquired by the City and renovated as a park in 1982. Additional improvements to the softball area occurred in 1993. This 6.2-acre park offers a two-building recreation center including restrooms, two tennis courts, two softball fields and a batting cage, turf areas, play equipment, and family picnicking. A preschool and gymnastics/martial arts programs are currently hosted at this site, as is girls’ softball. FOCUS Neighborhood recreation and sports hub. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, outdoor exercise equipment, nature play, and inclusive elements. City Work Program: 2. Athletic Field Use Policy The updated Athletic Field Use Policy was reviewed and approved by City Council on May 4, 2021. This completes the Fiscal Year 2019-20 City Work Program item to assess the Athletic Field Use Policy, including Sunday reservation feasibility. 3. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Consider temporary options to expand play opportunities near the preschool. ▪Consider restriping tennis court(s) to share for pickleball. ▪In conjunction with major facility business plans, explore opportunities to relocate or expand the gymnastics/martial arts and preschool programs to other facilities. ▪Sustain existing uses. Longer Term ▪Address renovation or replacement of the existing multi-use and preschool buildings based on major facility recommendations and in coordination with Public Works’ Facility Condition and Use Assessment. ▪Consider adding a basketball court, picnic shelter, neighborhood-serving event utilities and infrastructure, and other diverse recreation elements. ▪Provide connections to proposed buffered bikeway. Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. Operational: 4. Monta Vista Park will see turf reduction and native plantings incoroporated into current landscaping. COMMUNITY GOALS 365 CC 03-03-2026 Searchable Packet 365 of 495 LINDA VISTA PARK Description This 11-acre park site includes a reservable large group picnic/barbecue area, two playground areas (preschool and elementary), a fitness station, restrooms, and an extensive turf area. It was acquired in 1968 and renovated to its current configuration in 1986. FOCUS Neighborhood and community hub for picnicking and nature-based recreation. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, shade, nature play, and inclusive elements. Fiscal Year 2019-20: 2. Linda Vista Trail Design and construct a bicycle pedestrian trail between Linda Vista Park and McClellan Road. City Work Program: 3. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Select design concept to repair or repurpose the inactive ponds. Sustain existing uses. Longer Term ▪Repair or renovate the ponds (per 2014 technical report). ▪Consider adding neighborhood-serving event utilities and infrastructure, a picnic shelter or pavilion, a destination nature play and/or water play area, and diverse recreation elements, potentially including adventure and challenge elements. ▪Consider a community garden or demonstration, healing, or rain garden. ▪Provide trailhead amenities and connections to the proposed off-street trail. Consider installing outdoor exercise equipment in addition to, or as replacement for, existing parcourse equipment. Operational: 4. Sucessional Tree Plantings 58 trees donated by Stanford Sports will be planted at various park locations. Five have been planted at Linda Visa Park. COMMUNITY GOALS 366 CC 03-03-2026 Searchable Packet 366 of 495 HOOVER PARK Description Hoover Park is a 5-acre site built in 1987 that offers two sport fields, two playgrounds for elementary and preschool-age children, basketball hoop, and family picnicking. FOCUS Neighborhood park and recreation and sports space. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, shade, outdoor exercise equipment, and inclusive elements. City Work Program: 2. Athletic Field Use Policy The updated Athletic Field Use Policy was reviewed and approved by City Council on May 4, 2021. This completes the Fiscal Year 2019-20 City Work Program item to assess the Athletic Field Use Policy, including Sunday reservation feasibility. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Sustain existing uses. Longer Term ▪Consider adding a community garden and diverse recreation elements. ▪Consider providing a larger/ full-size basketball court. ▪Consider a looped walking path and restrooms. COMMUNITY GOALS 367 CC 03-03-2026 Searchable Packet 367 of 495 VARIAN PARK Description This is a 6.3-acre site includes two tennis courts, two playgrounds, an apricot orchard, lawn areas, walkways, and family picnic areas. It is adjacent to Stevens Creek Elementary School. FOCUS Neighborhood park with tennis, passive recreation, orchard and habitat focus. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, nature play, and inclusive elements. 2. Annual Playground Replacement Inclusive elements will be implemented in the design of the playground to be replaced at Creekside Park in Fiscal Year 2020-21. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Consider expanding or replacing play area with nature play area and/or thematic or inclusive play elements. ▪Consider restriping tennis court(s) to share for pickleball. ▪Consider other enhancements for outdoor recreation diversity. ▪Sustain existing uses. Longer Term ▪Consider diverse recreation elements focused on passive uses and nature education. ▪Consider community garden, outdoor classroom, pollinator patches, and interpretive signage. ▪Maintain connections to adjacent school. ▪Provide trailhead amenities and connections to proposed bikeway. COMMUNITY GOALS 368 CC 03-03-2026 Searchable Packet 368 of 495 CIVIC CENTER ─ PLAZA & LIBRARY FIELD Description The civic center plaza was renovated in 2004 as part of construction of the new Library and Community Hall. The site forms the heart of the city’s civic center. The one-acre plaza hosts a popular interactive fountain. It also offers benches, landscaping, wifi availability, and hosts annual community events such as Earth & Arbor Day and the springtime Big Bunny 5K & Kids Fun Run. The 3-acre Library Field is adjacent to the Cupertino Library and Civic Center. It is currently used by both youth cricket and youth volleyball teams for sports activities, and hosts occasional special events. Its east side is bordered by Regnart Creek. FOCUS Multi-use civic space for green space, recreation, gathering, and programming. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, outdoor work space, shade, and water play. This works toward the Fiscal Year 2019-20 City Work Program item to install a drinking fountain and bottle filling station at City Hall and Jollyman Park. SITE ENHANCEMENT OPPORTUNITIES Short & Longer Term - Civic Center ▪Sustain existing uses in the short term. ▪Evaluate Civic Center Master Plan in relation to major new facility discussions to clarify use of Civic Center, and adjacent areas. Short Term - Library Field ▪Sustain existing uses pending decision on implementation of Civic Center Master Plan and cricket field long-term location. ▪Consider creating a separate parcel for Library Field and rezoning it as PR zoning (park and recreation). Longer Term - Library FIeld ▪Consider the addition of major facilities, relocation of cricket field if a better site is identified, and long- term options as civic center-related space or permanent green space. ▪Consider whether adjacent parking can be put underground to expand Library Field and green space. City Work Program: 2. Athletic Field Use Policy The updated Athletic Field Use Policy was reviewed and approved by City Council on May 4, 2021. This completes the Fiscal Year 2019-20 City Work Program item to assess the Athletic Field Use Policy, including Sunday reservation feasibility. COMMUNITY GOALS 369 CC 03-03-2026 Searchable Packet 369 of 495 3. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. 370 CC 03-03-2026 Searchable Packet 370 of 495 Description This 3.1-acre neighborhood park was constructed in 1980, with a later renovation of the play area in 1996. Three Oaks Park offers playgrounds, family picnicking, walkways and lawn space. It is also known for the distinctive large oak trees that are its namesake. FOCUS Neighborhood park with nature emphasis. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, outdoor exercise equipment, and inclusive elements. City Work Program: 2. Neighborhood Events Neighborhood Events has featured several cultrual events in parks across Cupertino. The Parks and Recreation Department’s goal moving forward is to provide a minimum of three cultural events and a series of art events as part of the summer program lineup. This works towards the Fiscal Year 2019-20 City Work Program item for Arts and Cultural Festivals and Programs. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Sustain existing uses. Longer Term ▪Address successional tree plantings to maintain character. ▪Consider adding nature play area and/ or inclusive elements and repurposing or improving the southeasterly rock play area. ▪Consider adding neighborhood-serving event utilities and infrastructure, and diversifying recreation opportunities. THREE OAKS PARK COMMUNITY GOALS 371 CC 03-03-2026 Searchable Packet 371 of 495 Description Somerset Park was constructed in the early 1970’s and renovated in 1996. Somerset Park’s neighborhood enjoys its 1.7 acres of picnic area, playground, basketball hoop, trees, and lawn space. FOCUS Neighborhood park. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, seating, outdoor exercise equipment, nature play, and inclusive elements. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Sustain existing uses. Longer Term ▪Consider adding a community garden, dog area, and/or larger basketball area or other amenities. ▪Provide trailhead amenities and connections to the De Anza Trail if it is implemented. SOMERSET PARK COMMUNITY GOALS 372 CC 03-03-2026 Searchable Packet 372 of 495 SMALL NEIGHBORHOOD PARKS Description CANYON OAK PARK Constructed in the early 2000’s, this 0.6-acre park provides play equipment, seating, and a small lawn area. It enjoys a view to extensive open space. FRANCO PARK Cupertino’s Franco Park opened in January 2011. This 0.6- acre neighborhood park includes picnic tables and seating, as well as playground equipment with safety surfacing and a perimeter fence to separate the park from adjacent streets. LITTLE RANCHO PARK Constructed in the early 2000’s, this 0.3-acre park serves its neighbors with play equipment, benches, and landscaping. MARY AVE DOG PARK Opened in early 2014, Mary Avenue Dog Park is Cupertino’s first park designed for off-leash dogs. This 0.5-acre site provides a fenced areas for large and small dogs, benches, and a dog drinking fountain. STERLING BARNHART PARK Sterling Barnhart Park is one of the city’s newer parks and was dedicated in August 2010. This 0.5 acre site provides playground equipment, picnicking, game table, benches, and plantings which include California native species. This site is bordered by Saratoga Creek and offers pedestrian-bicycle access to Saratoga Creek Trail on the opposite creek bank. SITE ENHANCEMENT OPPORTUNITIES CANYON OAK PARK Short & Longer Term ▪Maintain orientation to the view of open space. Sustain existing uses. FRANCO PARK Short & Longer Term ▪Sustain existing uses. ▪Consider adding shade and small group seating area. ▪Improve pedestrian and bicycle access from Franco Court. ▪Evaluate possible on-street parking and crosswalk to Franco Court access point. LITTLE RANCHO PARK Short & Longer Term ▪Sustain existing uses. MARY AVE DOG PARK Short & Longer Term ▪Enhance existing use. ▪Consider adding shade, varied terrain, small group seating areas, dog amenities (such as dog agility features). STERLING BARNHART PARK Short & Longer Term ▪Sustain existing uses. ▪Consider effects of an extension of Saratoga Creek Trail or the acquisition of Lawrence-Mitty property, if pursued. COMMUNITY GOALS 373 CC 03-03-2026 Searchable Packet 373 of 495 FOCUS Neighborhood parks and play nodes for local use and trail connection. Mary Ave Dog Park serves as a gathering site for dog owners/friends. IMPLEMENTATION Multi-Year Funding: 1. Park Amenity Improvements A variety of amenities are being considered for implementation or upgrade, including hydration stations, improved waste disposal, and outdoor table tennis. 374 CC 03-03-2026 Searchable Packet 374 of 495 4. Parks & Recreation System Master Plan (PRSMP) - Park Amenities Strategic Plan 4. AMENITIESFY 2023-24 CIP 5-Year Plan 2021 375 CC 03-03-2026 Searchable Packet 375 of 495 PARK AMENITIES PROJECT - INSTALLATION STRATEGY Park Pi c k l e b a l l S t r i p i n g IN S T A L L E D : P i c k l e b a l l Str i p i n g Hy d r a t i o n S t a t i o n s IN S T A L L E D : Hyd r a t i o n S t a t i o n s Ga r b a g e C a n s / Rec y c l i n g B i n s (T r i o s ) * IN S T A L L E D : G a r b a g e Can s / R e c y c l i n g B i n s (T r i o s ) * Be n c h e s / Pic n i c T a b l e s IN S T A L L E D : B e n c h e s / Pic n i c T a b l e s Sh a d e t r e e s IN S T A L L E D : S h a d e tre e s Sh a d e s t r u c t u r e s IN S T A L L E D : S h a d e str u c t u r e s Memorial 1 1 3 0 2 0 CIP-1 12 CIP Stevens Creek Corridor 2 0 CIP Creekside 3 3 8 0 1 1 Hoover 2 2 6 0 6 Jollyman 3 1 1 0 2 0 Linda Vista 2 0 1 0 6 0 CIP MVRC 3 3 5 0 4 0 Portal 2 1 4 0 4 0 Varian 2 1 2 0 3 0 Wilson 4 3 4 0 3 0 Canyon Oak 1 1 0 4 Franco 2 0 Little Rancho 1 1 0 3 0 3 Somerset 1 1 2 0 2 0 Sterling Barnhardt 0 2 Three Oaks 1 1 2 0 3 0 Civic Center 2 0 0 CIP-2 0 ? Library Field 1 0 0 6 0 NO. OF UNITS 1 31 41 37 27 3 UNIT COST $6,000 $2,990 $4,500 $2,000 $1,800 $350 $125,000 SUBTOTAL BY AMENITY/NO CIP $6,000 $139,500 $88,986 $82,000 $66,600 $9,450 $0 CIP SUBTOTAL $18,000 $375,000 *Garbage Cans/ Recycling Bins (Trios): counted as units, whether planned as a trio, duo, or single. Each count as one unit. CIP-1: Include in Memorial Park redesign CIP-2: USB charging tables CIP-3: add water play feature Page 1 of 337 6 CC 03-03-2026 Searchable Packet 376 of 495 PARK AMENITIES PROJECT - INSTALLATION STRATEGY Park Memorial Stevens Creek Corridor Creekside Hoover Jollyman Linda Vista MVRC Portal Varian Wilson Canyon Oak Franco Little Rancho Somerset Sterling Barnhardt Three Oaks Civic Center Library Field NO. OF UNITS UNIT COST SUBTOTAL BY AMENITY/NO CIP CIP SUBTOTAL Each count as one unit. Ou t d o o r T a b l e T e n n i s IN S T A L L E D : O u t d o o r Tab l e T e n n i s Ex e r c i s e E q u i p m e n t IN S T A L L E D : E x e r c i s e Equ i p m e n t Co r n h o l e IN S T A L L E D : C o r n h o l e Mi l e M a r k e r s IN S T A L L E D : M i l e Mar k e r s In c l u s i v e S w i n g s IN S T A L L E D : I n c l u s i v e Swi n g s Ch e c k e r s T a b l e IN S T A L L E D : C h e c k e r s Tab l e CIP CIP 1 1 CIP 1 1 1 1 0 3 2 0 0 2 0 $7,000 $300,000 $50,000 $21,000 $27,012 $0 $0 $0 $50,000 $0 $600,000 $50,000 Page 2 of 337 7 CC 03-03-2026 Searchable Packet 377 of 495 PARK AMENITIES PROJECT - INSTALLATION STRATEGY Park Memorial Stevens Creek Corridor Creekside Hoover Jollyman Linda Vista MVRC Portal Varian Wilson Canyon Oak Franco Little Rancho Somerset Sterling Barnhardt Three Oaks Civic Center Library Field NO. OF UNITS UNIT COST SUBTOTAL BY AMENITY/NO CIP CIP SUBTOTAL Each count as one unit. Te n n i s C o u r t IN S T A L L E D : T e n n i s Cou r t Ga t h e r i n g S p a c e Sp a c e Bi k e R a c k s IN S T A L L E D : B i k e Rac k s Na t u r e P l a y IN S T A L L E D : N a t u r e Pla y BB Q IN S T A L L E D : B B Q Vo l l e y b a l l IN S T A L L E D : V o l l e y b a l l CIP 1 1 1 CIP-3 0 1 1 2 1 0 $300,000 $1,000 $300,000 $3,500 $0 $0 $1,000 $300,000 $3,500 $0 $300,000 $300,000 Page 3 of 337 8 CC 03-03-2026 Searchable Packet 378 of 495 Status From Parks and Recreation Commission meeting 10/05/2023 *2024 Update: Grounds staff installed two benches adjacent to the Jollyman DOLA, and two benches adjacent to the Linda Vista DOLA. 37 9 CC 03-03-2026 Searchable Packet 379 of 495 •DOLA users have requested Hedge + Fence installation. Estimated Cost: $29,000 •DOLA users have requested additional seating Potential Additions Linda Vista Park From Parks and Recreation Commission meeting 10/05/2023 *Completed *2025 Update: Grounds staff proposes to install two Group BBQ's with adjustable grill and two serving tables. This will be reviewed at the April 2025 Parks and Recreation Commission meeting. 380 CC 03-03-2026 Searchable Packet 380 of 495 5. From the 2019 Green Stormwater Infrastructure Plan 5. GSIFY 2023-24 CIP 5-Year Plan 381 CC 03-03-2026 Searchable Packet 381 of 495 City of Cupertino Green Stormwater Infrastructure Plan Approved on: September 3, 2019 Approved by: The City Council of the City of Cupertino Submitted by: City of Cupertino 10300 Torre Avenue Cupertino, CA 95014 In compliance with Provision C.3.j.i.(2) of Order R2-2015-0049 382 CC 03-03-2026 Searchable Packet 382 of 495 City of Cupertino GSI Plan 35 These potential CIP project locations are shown on the map in Figure 5-3. A GSI concept for the Mary Avenue Greenbelt and Trail Project was completed for the SWRP. The project is currently unfunded, and the concept design is intended to assist with the grant application process should the City decide to pursue funding via Proposition 1 or other State bond-funded grant program. 383 CC 03-03-2026 Searchable Packet 383 of 495 City of Cupertino GSI Plan 36 Figure 5-3. City of Cupertino Public Projects with Potential for GSI (Source: City of Cupertino FY 17-18 Annual Report, and 2018 Santa Clara Basin Stormwater Resource Plan) 384 CC 03-03-2026 Searchable Packet 384 of 495 City of Cupertino GSI Plan 37 Prioritization Output The map in Figure 5-4 presents a compilation of the factors used to identify and prioritize the City’s opportunities for GSI projects: the City’s list of parcel-based and green street project opportunities, overlaid with the City’s PDA, Special Areas, and CIP projects that may have potential to include GSI. The locations of the City’s completed GSI projects, including the McClellan Ranch West Parking Lot project which is under construction and expected to be completed by September 2019, are also shown. As shown in Figure 5-4, a large number of the green street opportunities identified in the SWRP are located within the City’s PDA and Special Areas. This indicates a strong correlation between the areas identified as having potential for GSI and the City’s construction and redevelopment plans. The City’s list of parcel-based and green street opportunities is provided in tabular format in Appendix B. The list includes additional information for each parcel and green street opportunity, including general information such as APN, landowner and land use or street name, the SWRP prioritization score for each project opportunity, and co-location with a City criteria for prioritization (CIP project, PDA or Special Area). An implementation plan is described in Section 6 to guide the development, design, and construction of GSI projects. 385 CC 03-03-2026 Searchable Packet 385 of 495 City of Cupertino GSI Plan 38 Figure 5-4 City of Cupertino GSI Overview 386 CC 03-03-2026 Searchable Packet 386 of 495 6. From the 2018 Storm Drain Master Plan 6. STORM DRAINSFY 2023-24 CIP 5-Year Plan 387 CC 03-03-2026 Searchable Packet 387 of 495 September, 2018 5-1 Schaaf & Wheeler CONSULTING CIVIL ENGINEERS Chapter 5. Capital Improvement Plan 5.1. Overview Chapter 4 discusses Cupertino’s storm drain collection system and recommends prioritized capital improvements to address known and modeled deficiencies. This chapter provides a Capital Improvement Program (CIP) that recognizes these priorities. The CIP provides an overall guideline for the City to use as a tool in preparing annual budgets. Exigent circumstances and future in-field experiences may necessitate deviations from the Storm Drain CIP. A master plan is intended to be a tool for planning. Capital improvement priorities are not intended to be hard and fast. The CIP does not include the cost of new facilities related to new development (e.g., pipeline extensions to serve areas that are currently undeveloped). These new facilities may be constructed as part of the new developments, and are not included in the CIP. 5.2. Capital Improvements Priorities The proposed CIP for storm drainage in Cupertino is broken into three priority levels for the purpose of funding and implementation. The total cost summary for CIP projects is shown for each priority level in Table 5-1. Summary of CIP Costs Based on Priority Level (total project cost) Table 5-1: Summary of CIP Costs Based on Priority Level (total project cost) 1 High Priority Capital Improvements $12,520,000 Moderate Priority Capital Improvements $25,880,000 Low Priority Capital Improvements $40,880,000 Total Capital Improvement Program $79,280,000 1. Cost rounded to the nearest ten thousand The above costs do not include design, administration, or construction contingencies. Project subtotals (cost of pipe demolition and replacement), construction totals (including traffic control, mobilization, demobilization, and contingency), and CIP totals (including design and engineering costs) are detailed in Appendix C. 5.3. Open Trench Improvements Two essential types of projects are traditionally utilized to increase storm drain system capacity: • Install a new relief storm drain parallel to the system lacking capacity, or • Replace the overloaded pipe with larger diameter pipe in the same alignment. The two alternatives can be made equivalent to one another using the following formula, assuming that pipe material and length are equal: 388 CC 03-03-2026 Searchable Packet 388 of 495 Cupertino Storm Drain Master Plan Chapter 5: Cupertino System Evaluation September, 2018 5-4 Schaaf & Wheeler CONSULTING CIVIL ENGINEERS Table 5-3: CIP Projects for the City of Cupertino Project Priority Project Length Total MH # Total Project Cost1 Pumpkin Fiesta Phase 1 High 587 4 $ 476,000 Pumpkin Fiesta Phase 2 High 1698 9 $ 1,402,000 Bubb Phase 1 High 302 2 $ 182,000 Bubb Phase 2 High 823 10 $ 583,000 Bubb Phase 3 High 3048 17 $ 1,651,000 Foothill South Phase 1 High 1643 11 $ 1,295,000 Foothill South Phase 2 High 2186 9 $ 1,219,000 McClellan Phase 1 High 4270 20 $ 2,558,000 McClellan Phase 2 High 2020 10 $ 1,136,000 Stevens East High 1428 6 $ 816,000 Foothill North Phase 1 High 1164 9 $ 567,000 Foothill North Phase 2 High 1192 7 $ 515,000 Cali High 235 4 $ 115,000 Beardon Moderate 2211 11 $ 1,060,000 Blaney North Moderate 3034 12 $ 1,503,000 Blaney South Moderate 2633 12 $ 1,221,000 Bollinger Moderate 2987 16 $ 1,612,000 Calle de Barcelona Moderate 4144 15 $ 2,019,000 Calvert Moderate 1465 6 $ 690,000 Columbus Moderate 4547 19 $ 2,072,000 Finch Moderate 1000 6 $ 428,000 Fort Baker Moderate 3280 14 $ 1,432,000 John Moderate 982 6 $ 379,000 Kingsbury Moderate 1689 9 $ 676,000 Majestic Oak Moderate 513 4 $ 200,000 Peach Blossom Moderate 3694 13 $ 1,539,000 Poppy Moderate 1331 7 $ 623,000 Rainbow Moderate 1119 4 $ 568,000 Rodrigues Moderate 4811 20 $ 2,259,000 Royal Oak Moderate 746 6 $ 304,000 Scenic Moderate 682 6 $ 308,000 Scotland Moderate 1349 8 $ 550,000 Stafford Moderate 1217 6 $ 496,000 Stelling North Moderate 2689 13 $ 1,541,000 Stelling South Moderate 3232 14 $ 1,374,000 Stern Moderate 1390 6 $ 533,000 Stevens West Moderate 1578 8 $ 621,000 Stokes Moderate 2283 13 $ 1,048,000 Vista Moderate 1571 10 $ 633,000 Weymoth Moderate 518 3 $ 189,000 Adriana Low 140 2 $ 66,000 Ainsworth Low 637 4 $ 348,000 389 CC 03-03-2026 Searchable Packet 389 of 495 Cupertino Storm Drain Master Plan Chapter 5: Cupertino System Evaluation September, 2018 5-5 Schaaf & Wheeler CONSULTING CIVIL ENGINEERS Project Priority Project Length Total MH # Total Project Cost1 390 CC 03-03-2026 Searchable Packet 390 of 495 Cupertino Storm Drain Master Plan Chapter 5: Cupertino System Evaluation September, 2018 5-6 Schaaf & Wheeler CONSULTING CIVIL ENGINEERS Project Priority Project Length Total MH # Total Project Cost1 Mary Low 432 4 $ 276,000 Merritt Low 934 6 $ 511,000 Meteor Low 542 4 $ 197,000 Miramonte Low 686 7 $ 319,000 Norwich Low 2909 10 $ 1,311,000 Palo Vista Low 649 6 $ 339,000 Par Three Low 201 2 $ 80,000 Parlett Low 514 2 $ 175,000 Pendergast Low 824 2 $ 356,000 Phar Lap 1 Low 1397 9 $ 607,000 Phar Lap 2 Low 1229 5 $ 480,000 Plum Tree Low 762 4 $ 272,000 Portal Low 1847 10 $ 778,000 Richwood Low 1180 6 $ 419,000 Rivercrest Low 208 2 $ 205,000 Scofield Low 1903 7 $ 787,000 Somerset Low 617 3 $ 217,000 St Joseph Low 258 3 $ 118,000 Stevens Canyon Low 281 4 $ 148,000 Stevens Creek Low 11439 66 $ 7,312,000 Suisun Low 391 4 $ 189,000 Swallow Low 192 2 $ 93,000 Terrace Low 1034 5 $ 396,000 Torre Low 1028 6 $ 445,000 United Place Low 203 3 $ 98,000 Vallco Parkway 1 Low 441 3 $ 216,000 Vallco Parkway 2 Low 384 5 $ 199,000 Vallco Parkway 3 Low 838 5 $ 429,000 Valley Green 1 Low 502 3 $ 198,000 Valley Green 2 Low 349 3 $ 161,000 Voss Low 809 4 $ 302,000 Wheaton Low 572 3 $ 204,000 White Fir Low 116 2 $ 57,000 Wildflower Low 162 2 $ 73,000 Wolfe Low 1315 7 $ 543,000 Wunderlich Low 1778 6 $ 657,000 1. Total Project Cost rounded to the nearest thousand 5.7. Green Infrastructure The 2015 MRP section C.3.j includes development of a Green Infrastructure Program Plan to include LID (Low Impact Development) design on public and private lands, including streets, roads, storm drains and other storm drain infrastructure elements. The Plan is intended to act as a roadmap to turn the City’s ‘gray’ infrastructure into ‘green’. Additionally, the intent of the Plan is to provide reasonable assurance that the TMDL wasteload 391 CC 03-03-2026 Searchable Packet 391 of 495 7. From the 2020 Fiber Optic Master Plan 7. FIBERFY 2023-24 CIP 5-Year Plan 392 CC 03-03-2026 Searchable Packet 392 of 495 City of Cupertino | Fiber Optic Master Plan | August 2020 73 Appendix D: Proposed Future Routes 393 CC 03-03-2026 Searchable Packet 393 of 495 City of Cupertino | Fiber Optic Master Plan | August 2020 74 Appendix E: Fiber Count and Ownership 394 CC 03-03-2026 Searchable Packet 394 of 495 8. From the 2023 Building Condition Assessment Report (DRAFT) 8. BCAFY 2023-24 CIP 5-Year Plan 8. From the Facility Condition Assessment report 395 CC 03-03-2026 Searchable Packet 395 of 495 Building Condition Assessment Report, February 2023 SUMMARY Location Name Current Repair Cost Escalated Repair Costs Blackberry Farms Café $352,400 $426,440 Blackberry Farms Pool Pump Buildings 1 & 2, Lifeguard Bldg., and Kiosk $221,800 $262,590 Blackberry Farms Trail Auxiliary Building $78,140 $92,230 Blackberry Farms Trail Restroom $40,340 $47,610 Blackberry Farms Retreat Center & Garage $237,370 $280,950 Blesch House $336,340 $397,250 Byrne Ave. House $74,360 $87,780 City Hall $5,514,620 $6,400,930 City Hall Annex $2,075,040 $2,450,300 Community Hall $602,660 $701,580 Creekside Park Recreation Building $251,100 $294,520 Jollyman Park Restroom $57,630 $68,040 Kennedy Sports Field Restroom $392,560 $463,280 Library $4,491,090 $5,236,410 Linda Vista Park Restroom & Shed $50,360 $59,450 McClellan Ranch Preserve 4H Building $104,160 $125,560 McClellan Ranch Preserve Barn, Barn Shed, Blacksmith & Milk Barn Bldgs.$315,160 $373,250 McClellan Ranch Preserve Nature Museum and Ranch House/Gift Shop $431,280 $515,660 Memorial Park Gazebo $13,520 $15,960 Memorial Park Restrooms (2) and Sheds (2)$194,880 $230,060 Monta Vista - Gymnastics Building $1,571,600 $1,834,880 Monta Vista - Pre-School Building $530,990 $604,870 Portal Park Recreation Building & Restrooms $198,290 $233,370 Quinlan Community Center $4,460,440 $5,245,100 Senior Center $1,881,970 $2,169,230 Service Center Welding Bldg., Shops & Mechanical Bldg, Administration Bldg. $2,026,380 $2,381,950 Sports Center $1,986,900 $2,300,830 Traffic Maintenance Yard - Buildings 1 & 2 $186,200 $223,780 Wilson Park Recreation Bldg, Restroom and Snack Shack $219,300 $258,870 Total $28,909,270 $33,797,360 Page 1 of 1 396 CC 03-03-2026 Searchable Packet 396 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1012 Blackberry Farms Café D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 200A (24 ckts, indoor, 1P) load center is approaching the end of its Replace the existing load center with a new load center. $5,850 $6,910 1011 Blackberry Farms Café D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/240V, 3P) panelboard is approaching the end of Replace the existing panelboard with a new panelboard. $17,540 $20,700 1017 Blackberry Farms Café D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 400A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $22,320 $26,340 1007 Blackberry Farms Café D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 800A switchboard is approaching the end of its Replace the existing switchboard with a new $31,720 $37,430 1006 Blackberry Farms Café D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $115,290 $136,050 1024 Blackberry Farms Café B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Existing door frames are deteriorated. Replace door frame, reinstall the door and its $5,560 $6,570 828 Blackberry Farms Café B2010 - Exterior Walls 4 - Necessary - Long Term CMU walls are showing Clean and repaint CMU $18,480 $22,740 1025 Blackberry Farms Café C2030 - Flooring 4 - Necessary - Long Term Epoxy is approaching the Remove the existing epoxy $78,540 $96,610 1005 Blackberry Farms Café D3030 - Cooling Systems 5 Years) Direct/indirect (4-ton) evaporative cooler with gas/electric heat is approaching the end of its Provide equipment replacement and installation. $57,100 $73,090 Blackberry Farms Café $352,400 $426,440 Page 1 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 39 7 CC 03-03-2026 Searchable Packet 397 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 956 Blackberry Farms Pool Pump Building 1 D3060 - Ventilation 1 - Immediate (0-1 Years) Sidewall propeller fan is approaching the end of its Provide equipment replacement and $10,860 $11,730 815 Blackberry Farms Pool Pump Building 2 A4010 - Standard Slabs on Grade 3 - Impending (2-3 Years) cracks and divots that present tripping hazards. Repair the concrete pad to eliminate tripping hazards. $8,210 $9,690 1039 Blackberry Farms Pool Pump Building 2 C2010 - Wall Finishes 3 - Impending (2-3 Years) Grout is damaged and deteriorating on the tiled Clean and regrout tiles. $61,590 $72,680 810 Blackberry Farms Pool C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the Remove the existing epoxy $41,590 $49,080 1027 Blackberry Farms Pool Pump Building 1 C2030 - Flooring 3 - Impending (2-3 Years) Grout is damaged and deteriorating on the tiled Clean and regrout tiles. $4,950 $5,850 813 Blackberry Farms Pool C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the Remove the existing epoxy $22,190 $26,190 959 Blackberry Farms Pool Pump Building 1 D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (40 ckts, 120/240, 1P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $23,650 $27,910 980 Blackberry Farms Pool Pump Building 2 D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 962 Blackberry Farms Pool Pump Building 1 D2010 - Domestic Water Distribution 4 - Necessary - Long Term (3-4 Years) Gas fired water heater more than 75 Gal is approaching the end of its Provide equipment replacement and installation. $23,810 $29,290 816 Blackberry Farms Lifeguard Building B2010 - Exterior Walls 5 Years) Trim is worn and should be replaced. Replace trim and finish to match. Replace at the $950 $1,220 Page 2 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 39 8 CC 03-03-2026 Searchable Packet 398 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 831 Blackberry Farms Kiosk B2050 - Exterior Doors and Metal door is damaged or Repair door and repaint. $3,710 $4,750 1026 Blackberry Farms Kiosk C2030 - Flooring 5 Years) Sealed concrete floor is approaching the end of its Repair and refinish the concrete floor. $2,480 $3,180 Blackberry Farms Pool Pump Buildings 1 & 2, Lifeguard Bldg., and Kiosk $221,800 $262,590 808 Blackberry Farms Golf Course Maintenance C2030 - Flooring 3 - Impending (2-3 Years) Ceramic tile floor is approaching the end of its Remove the existing ceramic tile flooring and $70 $90 949 Blackberry Farms Golf Course Maintenance D3060 - Ventilation 3 - Impending (2-3 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,270 950 Blackberry Farms Golf Course Maintenance D3060 - Ventilation 3 - Impending (2-3 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,270 Blackberry Farms Golf Course Maintenance Building $12,390 $14,630 817 Blackberry Farms Trail Auxiliary Building B1020 - Roof Construction 3 - Impending (2-3 Years) Wood roof framing and decking are in poor Remove and replace wood roof framing and decking. $46,820 $55,250 822 Blackberry Farms Trail Auxiliary Building B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $18,730 $22,110 Page 3 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 39 9 CC 03-03-2026 Searchable Packet 399 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 820 Blackberry Farms Trail Auxiliary Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (120/208V) all-in- one combination service entrance pedestal is approaching the end of its expected useful life. Replace the existing all-in- one combination service all-in-one combination service entrance device. $7,890 $9,320 819 Blackberry Farms Trail Auxiliary Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Blackberry Farms Trail Auxiliary Building $78,140 $92,230 827 Blackberry Farms Trail Restroom B1020 - Roof Construction 3 - Impending (2-3 Years) Wood roof framing and decking are in poor Remove and replace wood roof framing and decking. $22,190 $26,190 821 Blackberry Farms Trail Restroom B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $8,880 $10,480 824 Blackberry Farms Trail Restroom B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior wood entrance door, frame and hardware is approaching the end of Replace wood door, frame, and hardware. $9,270 $10,940 Blackberry Farms Trail Restroom $40,340 $47,610 807 Blackberry Farms Retreat Center & Garage B2010 - Exterior Walls 3 - Impending (2-3 Years) Trim is worn and should be replaced. Replace trim and finish to match. Replace at the $50 $60 1030 Blackberry Farms Retreat Center & Garage C2030 - Flooring 3 - Impending (2-3 Years) Ceramic tile floor is approaching the end of its Remove the existing ceramic tile flooring and $2,450 $2,900 Page 4 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 0 CC 03-03-2026 Searchable Packet 400 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 803 Blackberry Farms Retreat Center & Garage C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $7,400 $8,740 1028 Blackberry Farms Retreat Center & Garage C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $2,160 $2,550 938 Blackberry Farms Retreat Center & Garage D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Gas fired water heater less than 75 Gal is approaching the end of its expected Provide equipment replacement and installation. $12,700 $14,990 805 Blackberry Farms Retreat Center & Garage D2030 - Building Support Plumbing Systems 3 - Impending (2-3 Years) Evidence of leaks at roof drains & overflow drains with damage to soffit around downspout Replace roof & overflow drains & accessories including downspout through soffit. $10,790 $12,740 943 Blackberry Farms Retreat Center & Garage D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (120/208V) all-in- one combination service entrance pedestal is approaching the end of its expected useful life. Replace the existing all-in- one combination service all-in-one combination service entrance device. $7,890 $9,320 944 Blackberry Farms Retreat Center & Garage D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $92,790 $109,500 941 Blackberry Farms Retreat Center & Garage D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $2,190 $2,590 Page 5 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 1 CC 03-03-2026 Searchable Packet 401 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1029 Blackberry Farms Retreat Center & Garage E2010 - Fixed Furnishings 3 - Impending (2-3 Years) The existing casework is at or is approaching the end Replace original wood cabinets and countertops. $83,170 $98,150 1031 Blackberry Farms Retreat C2030 - Flooring 4 - Necessary - Long Term Carpet tile is missing or Replace carpet tile.$15,780 $19,410 Blackberry Farms Retreat Center & Garage $237,370 $280,950 734 Blesch House B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $67,530 $79,690 1035 Blesch House B3020 - Roof 3 - Impending (2-3 Years) Rain leaders/gutters are Repair, replace rain $9,270 $10,940 735 Blesch House C2010 - Wall Finishes 3 - Impending (2-3 Years) is showing signs of wear. Patch and paint the gypsum wallboard. $38,510 $45,450 1034 Blesch House C2010 - Wall Finishes 3 - Impending (2-3 Years) Paneling is not in serviceable condition. Remove and replace existing wood wall panels. $1,240 $1,470 1033 Blesch House C2030 - Flooring 3 - Impending (2-3 Years) Ceramic tile floor is approaching the end of its Remove the existing ceramic tile flooring and $24,420 $28,820 738 Blesch House C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $24,640 $29,080 736 Blesch House C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $1,580 $1,870 642 Blesch House D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Page 6 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 2 CC 03-03-2026 Searchable Packet 402 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1156 Blesch House D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $150,420 $177,500 1155 Blesch House D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $10,910 $12,880 638 Blesch House D3020 - Heating Systems 5 Years) Radiant wall heater is approaching the end of its Provide equipment replacement and $1,560 $2,000 640 Blesch House D3020 - Heating Systems 5 Years) Radiant wall heater is approaching the end of its Provide equipment replacement and $1,560 $2,000 Blesch House $336,340 $397,250 800 Byrne Ave. House B2020 - Exterior Windows 3 - Impending (2-3 Years) Wood window is approaching the end of its Replace wood window. $6,160 $7,270 1037 Byrne Ave. House C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $15,600 $18,410 1041 Byrne Ave. House C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $25,340 $29,910 1040 Byrne Ave. House C2030 - Flooring 3 - Impending (2-3 Years)Sand, repair and refinish $3,020 $3,570 Page 7 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 3 CC 03-03-2026 Searchable Packet 403 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 929 Byrne Ave. House D3020 - Heating Systems 3 - Impending (2-3 Years) Gas-fired furnace less than 250 Mbh is approaching the end of its expected Provide equipment replacement and installation. $16,350 $19,300 917 Byrne Ave. House D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) in-one combination service entrance device is approaching the end of its expected useful life. Replace the existing all-in- one combination service all-in-one combination service entrance device. $7,890 $9,320 Byrne Ave. House $74,360 $87,780 141 City Hall D3030 - Cooling Systems 1 - Immediate (0-1 Years) Split system (2-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $22,860 $24,690 1157 City Hall D4010 - Fire Suppression 1 - Immediate (0-1 Years) The existing fire sprinkler system is past its expected Replace fire sprinkler system. $1,064,250 $1,149,400 163 City Hall D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The existing fire alarm system is approaching the end of its useful life and should be replaced. Replace the existing fire alarm system with a complete, site-wide, fully addressable fire alarm $425,700 $459,760 321 City Hall D3020 - Heating Systems 2 - Crucial (1-2 Years) Medium boiler is approaching the end of its Provide equipment replacement and $80,070 $90,480 170 City Hall D3030 - Cooling Systems 2 - Crucial (1-2 Years) Split system (3-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $26,120 $29,520 Page 8 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 4 CC 03-03-2026 Searchable Packet 404 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 165 City Hall D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 166 City Hall D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 137 City Hall D3060 - Ventilation 2 - Crucial (1-2 Years) Utility exhaust fan is approaching the end of its Provide equipment replacement and $15,420 $17,430 140 City Hall D3060 - Ventilation 2 - Crucial (1-2 Years) Utility exhaust fan is approaching the end of its Provide equipment replacement and $15,420 $17,430 1062 City Hall B2010 - Exterior Walls 3 - Impending (2-3 Years)Provide a sheet metal cap. $15,420 $18,200 332 City Hall B2020 - Exterior Windows 3 - Impending (2-3 Years) Aluminum storefront is at or approaching the end of Replace with 3/8" plate glass in 2"x4" aluminum $121,970 $143,930 334 City Hall B2020 - Exterior Windows 3 - Impending (2-3 Years) Aluminum window is approaching/past it's Replace aluminum window. $73,910 $87,220 335 City Hall B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior aluminum (storefront) entrance door is approaching the end of Replace aluminum door (storefront). $91,460 $107,930 1063 City Hall B3010 - Roofing 3 - Impending (2-3 Years) Modified bitumen roofing is at or approaching the Replace modified bitumen roofing. $116,890 $137,940 329 City Hall B3010 - Roofing 3 - Impending (2-3 Years) Wood fascia and trim chipped and have peeling trim and/or fascia. $46,580 $54,970 Page 9 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 5 CC 03-03-2026 Searchable Packet 405 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 308 City Hall C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $443,430 $523,250 299 City Hall C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $11,000 $12,980 315 City Hall C2030 - Flooring 3 - Impending (2-3 Years) Wood wall base is approaching the end of its Replace the wood wall base. $70 $90 310 City Hall C2050 - Ceiling Finishes 3 - Impending (2-3 Years) Existing suspended ceiling grid is approaching the end of its expected useful Replace the ceiling grid, including the tiles. $120,120 $141,750 328 City Hall D1010 - Vertical Conveying Systems 3 - Impending (2-3 Years) 2 floor hydraulic elevator is approaching the end of Provide equipment replacement and $77,010 $90,880 305 City Hall D1010 - Vertical 3 - Impending (2-3 Years) Geared elevator motor is Provide equipment repair. $3,110 $3,670 304 City Hall D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Water leakage from plumbing fixture. Investigate cause of leak and provide repairs and adjustments as necessary. $630 $750 159 City Hall D2060 - Process Support Plumbing Systems 3 - Impending (2-3 Years) Air compressor is approaching the end of its Provide equipment replacement and $15,420 $18,200 133 City Hall D3030 - Cooling Systems 3 - Impending (2-3 Years) Cooling tower (120-ton) is approaching the end of its Provide equipment replacement and $84,700 $99,950 172 City Hall D3030 - Cooling Systems 3 - Impending (2-3 Years) Outdoor condensing unit (5-ton) is approaching the end of its expected useful Provide equipment replacement and installation. $20,030 $23,640 Page 10 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 6 CC 03-03-2026 Searchable Packet 406 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 143 City Hall D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (2-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $22,860 $26,980 160 City Hall D3030 - Cooling Systems 3 - Impending (2-3 Years) Water cooled chiller (60- ton) is approaching the end of its expected useful Provide equipment replacement and installation. $298,090 $351,750 161 City Hall D3050 - Facility HVAC Distribution Systems 3 - Impending (2-3 Years) Hydronic pump (100 gpm) and motor (5-hp) is approaching the end of its Provide equipment replacement and installation. $11,870 $14,010 162 City Hall D3050 - Facility HVAC Distribution Systems 3 - Impending (2-3 Years) Hydronic pump (100 gpm) and motor (5-hp) is approaching the end of its Provide equipment replacement and installation. $11,870 $14,010 317 City Hall D3050 - Facility HVAC Distribution Systems 3 - Impending (2-3 Years) Hydronic pump (100 gpm) and motor (5-hp) is approaching the end of its Provide equipment replacement and installation. $11,870 $14,010 318 City Hall D3050 - Facility HVAC Distribution Systems 3 - Impending (2-3 Years) Hydronic pump (100 gpm) and motor (5-hp) is approaching the end of its Provide equipment replacement and installation. $11,870 $14,010 134 City Hall D3060 - Ventilation 3 - Impending (2-3 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,270 135 City Hall D3060 - Ventilation 3 - Impending (2-3 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,270 138 City Hall D3060 - Ventilation 3 - Impending (2-3 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,270 Page 11 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 7 CC 03-03-2026 Searchable Packet 407 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 319 City Hall D5010 - Facility Power Generation 3 - Impending (2-3 Years) The existing diesel generator is undersized for Replace the existing generator with an upsized $199,220 $235,080 155 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 323 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 157 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 1600A switchboard is approaching the end of its Replace the existing switchboard with a new $60,220 $71,060 150 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 200A (24 ckts, indoor, 1P) load center is approaching the end of its Replace the existing load center with a new load center. $5,850 $6,910 151 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 200A (24 ckts, indoor, 1P) load center is approaching the end of its Replace the existing load center with a new load center. $5,850 $6,910 148 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 149 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 Page 12 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 8 CC 03-03-2026 Searchable Packet 408 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 158 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 164 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 313 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 324 City Hall D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 153 City Hall D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $933,140 $1,101,110 1119 City Hall D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $43,570 $51,420 296 City Hall D6010 - Data Communications 3 - Impending (2-3 Years) Data distribution infrastructure is awkward and will need to be reworked in many locations in order to accommodate building refurbishment/renovation. Rework the data distribution to both utilize refurbishment/renovation. $6,750 $7,970 Page 13 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 40 9 CC 03-03-2026 Searchable Packet 409 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 229 City Hall B2010 - Exterior Walls 4 - Necessary - Long Term (3-4 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $108,410 $133,350 303 City Hall C2010 - Wall Finishes 4 - Necessary - Long Term (3-4 Years) Interior wall paint is in need of refresh. Paint interior walls with 2 coat finish (includes $133,410 $164,100 298 City Hall E2010 - Fixed Furnishings 4 - Necessary - Long Term (3-4 Years) Plastic Laminate Casework the end of its expected Provide new plastic laminate casework (upper, lower, and countertop) $41,410 $50,940 309 City Hall C1030 - Interior Doors 5 Years) Interior wood door, frame and hardware is at or approaching the end of its Replace interior wood door, frame and hardware. $443,430 $567,600 City Hall $5,514,620 $6,400,930 192 City Hall Annex D3020 - Heating Systems 1 - Immediate (0-1 Years) Gas-fired furnace less than 250 Mbh is approaching the end of its expected Provide equipment replacement and installation. $16,350 $17,660 197 City Hall Annex D3030 - Cooling Systems 1 - Immediate (0-1 Years) Split system (2-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $22,860 $24,690 194 City Hall Annex D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The existing fire alarm system is approaching the end of its useful life and should be replaced. Replace the existing fire alarm system with a complete, site-wide, fully addressable fire alarm $118,260 $127,730 270 City Hall Annex B2020 - Exterior Windows 3 - Impending (2-3 Years) Metal window is approaching the end of its Replace metal window. $147,810 $174,420 Page 14 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 0 CC 03-03-2026 Searchable Packet 410 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1066 City Hall Annex B2020 - Exterior Windows 3 - Impending (2-3 Years) Stained art glass panels in refurbished windows are in need of restoration. Refurbish stained glass panels in windows. $300,250 $354,300 1067 City Hall Annex B3010 - Roofing 3 - Impending (2-3 Years) Clay tile roofing is at or approaching end of expected useful service life. Remove and replace clay tile roofing. $371,390 $438,250 265 City Hall Annex B3060 - Horizontal Openings 3 - Impending (2-3 Years) Skylights are leaking, damaged and discolored. Remove the existing $10,410 $12,290 264 City Hall Annex C2010 - Wall Finishes 3 - Impending (2-3 Years) Vinyl wall covering is approaching the end of its Install a new vinyl wall covering. $117,020 $138,090 262 City Hall Annex C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $177,390 $209,330 252 City Hall Annex C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $19,490 $23,000 196 City Hall Annex D3030 - Cooling Systems 3 - Impending (2-3 Years) Heat pump is approaching the end of its expected Provide equipment replacement and $22,930 $27,060 846 City Hall Annex D3060 - Ventilation 3 - Impending (2-3 Years) Utility exhaust fan is approaching the end of its Provide equipment replacement and $15,420 $18,200 187 City Hall Annex D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Page 15 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 1 CC 03-03-2026 Searchable Packet 411 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 188 City Hall Annex D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 190 City Hall Annex D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 191 City Hall Annex D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 1121 City Hall Annex D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 600A switchboard is approaching the end of its Replace the existing switchboard with a new $20,460 $24,150 1122 City Hall Annex D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $351,300 $414,540 1123 City Hall Annex D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $26,150 $30,860 254 City Hall Annex E2010 - Fixed Furnishings 3 - Impending (2-3 Years) Solid Surface countertops are at or are approaching the end of their useful life. Remove and replace the solid surface countertops. $1,600 $1,890 266 City Hall Annex E2010 - Fixed Furnishings 3 - Impending (2-3 Years) The existing casework is in need of refurbishment. Repair, refurbish, and refinish the existing wood $15,420 $18,200 Page 16 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 2 CC 03-03-2026 Searchable Packet 412 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 261 City Hall Annex B2050 - Exterior Doors and Grilles 4 - Necessary - Long Term (3-4 Years) Exterior exit door is at or approaching the end of its useful life. Provide new 3' x 7' HM exterior exit door and $9,650 $11,870 250 City Hall Annex B2050 - Exterior Doors and Grilles 4 - Necessary - Long Term (3-4 Years) Exterior wood entrance door, frame and hardware is approaching the end of Replace wood door, frame, and hardware. $13,870 $17,070 268 City Hall Annex C1030 - Interior Doors 4 - Necessary - Long Term (3-4 Years) Interior wood door is at or approaching the end of its Replace with new wood door. $203,240 $249,990 198 City Hall Annex D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Split system (4-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $29,380 $36,140 1065 City Hall Annex C1020 - Interior Windows 5 Years)is at or approaching the end of its useful life. Replace fixed steel window. $27,290 $34,940 267 City Hall Annex C2030 - Flooring 5 Years) Ceramic tile floor is approaching the end of its Remove the existing ceramic tile flooring and $18,300 $23,430 City Hall Annex $2,075,040 $2,450,300 177 Community Hall D3030 - Cooling Systems 1 - Immediate (0-1 Years) Rooftop/ground mounted packaged DX AC unit (1- ton to 3-ton) is approaching the end of its Provide equipment replacement and installation. $15,420 $16,660 175 Community Hall D2010 - Domestic Water Distribution 2 - Crucial (1-2 Years) Electric water heater (20- gallon) is approaching the end of its expected useful Provide equipment replacement and installation. $11,420 $12,910 Page 17 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 3 CC 03-03-2026 Searchable Packet 413 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 179 Community Hall D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (1- ton to 3-ton) is approaching the end of its Provide equipment replacement and installation. $15,420 $17,430 176 Community Hall D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 178 Community Hall D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 186 Community Hall D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 237 Community Hall B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior exit door is at or approaching the end of its useful life. Provide new 3' x 7' HM exterior exit door and $4,840 $5,720 241 Community Hall C1030 - Interior Doors 3 - Impending (2-3 Years) Interior wood door is in visual need of Refurbish and restain the wood door. $950 $1,130 238 Community Hall C2010 - Wall Finishes 3 - Impending (2-3 Years) Fabric wall covering is approaching the end of its Install a new fabric wall covering. $1,110 $1,310 185 Community Hall D3030 - Cooling Systems 3 - Impending (2-3 Years) Heat pump is approaching the end of its expected Provide equipment replacement and $22,930 $27,060 Page 18 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 4 CC 03-03-2026 Searchable Packet 414 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 181 Community Hall D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (1-ton) with wall mounted AC and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $16,350 $19,300 182 Community Hall D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (2-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $22,860 $26,980 1124 Community Hall D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $329,360 $388,650 1126 Community Hall D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $19,630 $23,170 242 Community Hall B2050 - Exterior Doors and 4 - Necessary - Long Term Metal door is damaged or Repair door and repaint. $3,710 $4,570 Community Hall $602,660 $701,580 99 Creekside Park Recreation Building D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The existing fire alarm system is approaching the end of its useful life and should be replaced. Replace the existing fire alarm system with a complete, site-wide, fully addressable fire alarm $32,350 $34,940 32 Creekside Park Recreation Building B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior doors, frames and hardware are approaching the end of their useful life. Replace the exterior doors, frames and hardware. $21,580 $25,470 Page 19 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 5 CC 03-03-2026 Searchable Packet 415 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 35 Creekside Park Recreation Building B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior doors, frames and hardware are approaching the end of their useful life. Replace the exterior doors, frames and hardware. $10,790 $12,740 36 Creekside Park Recreation Building C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $38,980 $46,000 29 Creekside Park Recreation Building D3060 - Ventilation 3 - Impending (2-3 Years) Ceiling exhaust fan is approaching the end of its Provide equipment replacement and $2,160 $2,550 1137 Creekside Park Recreation Building D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $96,070 $113,370 107 Creekside Park Recreation Building D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $21,790 $25,720 27 Creekside Park Recreation G2030 - Pedestrian Plazas 3 - Impending (2-3 Years) Caulking is missing / Replace caulking.$2,790 $3,300 26 Creekside Park Recreation B3020 - Roof 4 - Necessary - Long Term Rain leaders/gutters are Repair, replace rain $12,030 $14,800 38 Creekside Park Recreation Building C2030 - Flooring 4 - Necessary - Long Term (3-4 Years) Sealed concrete floor is approaching the end of its Repair and refinish the concrete floor. $3,870 $4,770 37 Creekside Park Recreation Building C2030 - Flooring 4 - Necessary - Long Term (3-4 Years) Wood wall base is approaching the end of its Replace the wood wall base. $3,330 $4,100 Page 20 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 6 CC 03-03-2026 Searchable Packet 416 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 34 Creekside Park Recreation Building D2010 - Domestic Water Distribution 4 - Necessary - Long Term (3-4 Years) Swing faucet is approaching the end of its Provide equipment replacement and $2,160 $2,660 33 Creekside Park Recreation Building D2010 - Domestic Water Distribution 5 Years) Electric water heater (10- gallon) is approaching the end of its expected useful Provide equipment replacement and installation. $3,200 $4,100 Creekside Park Recreation Building $251,100 $294,520 1044 Jollyman Park Restroom B2010 - Exterior Walls 3 - Impending (2-3 Years) Exterior cement plaster walls are damaged and Clean, patch, and repair the cement plaster wall $120 $150 292 Jollyman Park Restroom B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior doors, frames and hardware are approaching the end of their useful life. Replace the exterior doors, frames and hardware. $10,790 $12,740 1043 Jollyman Park Restroom B3020 - Roof 3 - Impending (2-3 Years) Rain leaders/gutters are Repair, replace rain $2,320 $2,740 294 Jollyman Park Restroom C2010 - Wall Finishes 3 - Impending (2-3 Years) Fiberglass reinforced paneling is at or approaching the end of its Install and replace the fiberglass reinforced paneling. $11,110 $13,110 1042 Jollyman Park Restroom C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the Remove the existing epoxy $13,870 $16,370 222 Jollyman Park Restroom D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 223 Jollyman Park Restroom D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Page 21 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 7 CC 03-03-2026 Searchable Packet 417 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 225 Jollyman Park Restroom D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $6,550 $7,730 227 Jollyman Park Restroom D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $3,470 $4,100 Jollyman Park Restroom $57,630 $68,040 1051 Kennedy Sports Field Restroom B2010 - Exterior Walls 3 - Impending (2-3 Years) Concrete masonry units and in need of repair. Repair Concrete masonry units exterior walls and repaint. $110,860 $130,820 1057 Kennedy Sports Field B2020 - Exterior Windows 3 - Impending (2-3 Years)Remove window, restore $21,580 $25,470 1047 Kennedy Sports Field Restroom B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior doors, frames and hardware are approaching the end of their useful life. Replace the exterior doors, frames and hardware. $21,580 $25,470 1053 Kennedy Sports Field B3010 - Roofing 3 - Impending (2-3 Years) Existing insulation is Add R30 Batt insulation. $4,640 $5,480 1055 Kennedy Sports Field Restroom B3010 - Roofing 3 - Impending (2-3 Years) Metal Roofing is at or approaching end of expected useful service life. Remove and replace metal roofing. $53,140 $62,710 1049 Kennedy Sports Field Restroom B3060 - Horizontal Openings 3 - Impending (2-3 Years) Skylights are leaking, damaged and discolored. Remove the existing $11,110 $13,110 1046 Kennedy Sports Field Restroom C2010 - Wall Finishes 3 - Impending (2-3 Years) Interior wall paint is in need of refresh. Paint interior walls with 2 coat finish (includes $8,700 $10,270 1048 Kennedy Sports Field C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the Remove the existing epoxy $27,740 $32,740 Page 22 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 8 CC 03-03-2026 Searchable Packet 418 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1054 Kennedy Sports Field Restroom C2030 - Flooring 3 - Impending (2-3 Years) Sealed concrete floor is approaching the end of its Repair and refinish the concrete floor. $9,270 $10,940 849 Kennedy Sports Field Restroom D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 853 Kennedy Sports Field Restroom D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $15,270 $18,020 1139 Kennedy Sports Field Restroom D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $8,070 $9,530 1050 Kennedy Sports Field Restroom E2010 - Fixed Furnishings 3 - Impending (2-3 Years) Plastic Laminate Casework the end of its expected Provide new plastic laminate casework (upper, lower, and countertop) $82,790 $97,700 Kennedy Sports Field Restroom $392,560 $463,280 62 Library D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The existing fire alarm system is approaching the end of its useful life and should be replaced. Replace the existing fire alarm system with a complete, site-wide, fully addressable fire alarm $997,710 $1,077,530 3 Library D3030 - Cooling Systems 2 - Crucial (1-2 Years) Split system with wall mounted AC and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $15,810 $17,870 18 Library B2020 - Exterior Windows 3 - Impending (2-3 Years) Aluminum window is approaching/past it's Replace aluminum window. $1,870 $2,210 Page 23 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 41 9 CC 03-03-2026 Searchable Packet 419 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 21 Library B2020 - Exterior Windows 3 - Impending (2-3 Years) Aluminum window is approaching/past it's Replace aluminum window. $1,400 $1,660 1 Library B3010 - Roofing 3 - Impending (2-3 Years) recoating. Repair and recoat the roof membrane. Provide a white (light color) neoprene coating and replace the roof membrane $790 $940 130 Library B3010 - Roofing 3 - Impending (2-3 Years) recoating. Repair and recoat the roof membrane. Provide a white (light color) neoprene coating and replace the roof membrane $790 $940 131 Library B3010 - Roofing 3 - Impending (2-3 Years) recoating. Repair and recoat the roof membrane. Provide a white (light color) neoprene coating and replace the roof membrane $6,160 $7,270 132 Library C1030 - Interior Doors 3 - Impending (2-3 Years) Interior door hardware is at or approaching the end Replace interior door hardware. $1,080 $1,280 22 Library C1030 - Interior Doors 3 - Impending (2-3 Years) Interior hollow metal door is in visual need of Refurbish/repair interior hollow metal door. $10,480 $12,370 11 Library C1030 - Interior Doors 3 - Impending (2-3 Years) Interior wood door is in visual need of Refurbish and restain the wood door. $950 $1,130 12 Library C2010 - Wall Finishes 3 - Impending (2-3 Years) Interior wall paint is in need of refresh. Paint interior walls with 2 coat finish (includes $289,460 $341,570 Page 24 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 0 CC 03-03-2026 Searchable Packet 420 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 14 Library C2030 - Flooring 3 - Impending (2-3 Years) 6" Vinyl wall base is approaching the end of its Replace the vinyl wall base. $1,040 $1,230 23 Library D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Porcelain sink is approaching the end of its Provide equipment replacement and $7,710 $9,100 25 Library D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Porcelain sink is approaching the end of its Provide equipment replacement and $7,710 $9,100 56 Library D3020 - Heating Systems 3 - Impending (2-3 Years) Medium boiler is approaching the end of its Provide equipment replacement and $80,070 $94,490 55 Library D3050 - Facility HVAC Distribution Systems 3 - Impending (2-3 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $81,780 1127 Library D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $2,223,050 $2,623,200 1128 Library D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $26,150 $30,860 16 Library E2010 - Fixed Furnishings 3 - Impending (2-3 Years) Plastic laminate countertops are at or are approaching the end of Repair or replace plastic laminate countertops. $2,230 $2,640 53 Library D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Split system (3-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $26,120 $32,130 Page 25 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 1 CC 03-03-2026 Searchable Packet 421 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 4 Library D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,360 19 Library E2010 - Fixed Furnishings 4 - Necessary - Long Term (3-4 Years) The existing casework is in need of refurbishment. Repair, refurbish, and refinish the existing wood $246,350 $303,020 24 Library E2010 - Fixed Furnishings 4 - Necessary - Long Term (3-4 Years) The existing casework is in need of refurbishment. Repair, refurbish, and refinish the existing wood $468,070 $575,730 Library $4,491,090 $5,236,410 1060 Linda Vista Park Restroom C2030 - Flooring 3 - Impending (2-3 Years) Ceramic tile floor is approaching the end of its Remove the existing ceramic tile flooring and $15,270 $18,020 862 Linda Vista Park Restroom D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 1141 Linda Vista Park Restroom D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $2,320 $2,740 1059 Linda Vista Park Restroom G3010 - Water Utilities 3 - Impending (2-3 Years) Outdoor drinking fountain Repair drinking fountain. $3,710 $4,380 1058 Linda Vista Park Shed B2010 - Exterior Walls 3 - Impending (2-3 Years) CMU walls are showing Clean and repaint CMU $2,320 $2,740 777 Linda Vista Park Shed B3010 - Roofing 3 - Impending (2-3 Years) Asphalt composition roof is in fair to poor condition with evidence of ponding, blisters & leaks. Remove and replace asphalt composition shingle roofing. $7,870 $9,290 Page 26 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 2 CC 03-03-2026 Searchable Packet 422 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 866 Linda Vista Park Shed D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 864 Linda Vista Park Shed D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $7,150 $8,440 1140 Linda Vista Park Shed D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $2,320 $2,740 Linda Vista Park Restroom & Shed $50,360 $59,450 872 McClellan Ranch Preserve 4H Building D2010 - Domestic Water Distribution 2 - Crucial (1-2 Years) Small under-counter electric water heater less than 10 Gal is approaching the end of its expected Provide equipment replacement and installation. $3,040 $3,440 1090 McClellan Ranch Preserve B3020 - Roof 3 - Impending (2-3 Years) Rain leaders/gutters are Repair, replace rain $2,790 $3,300 1091 McClellan Ranch Preserve 4H Building C2010 - Wall Finishes 3 - Impending (2-3 Years) Interior wall paint is in need of refresh. Paint interior walls with 2 coat finish (includes $3,490 $4,120 1089 McClellan Ranch Preserve C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the Remove the existing epoxy $27,740 $32,740 871 McClellan Ranch Preserve 4H Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Page 27 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 3 CC 03-03-2026 Searchable Packet 423 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1088 McClellan Ranch Preserve 4H Building E2010 - Fixed Furnishings 3 - Impending (2-3 Years) The existing casework is at or is approaching the end Replace original wood cabinets and countertops. $34,660 $40,900 1092 McClellan Ranch Preserve 4H Building B3010 - Roofing 5 Years) Asphalt composition roof is in fair to poor condition with evidence of ponding, blisters & leaks. Remove and replace asphalt composition shingle roofing. $27,740 $35,510 McClellan Ranch Preserve 4H Building $104,160 $125,560 1094 McClellan Ranch Preserve Barn B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $73,910 $87,220 1095 McClellan Ranch Preserve Barn B3010 - Roofing 3 - Impending (2-3 Years) Asphalt composition roof is in fair to poor condition with evidence of ponding, blisters & leaks. Remove and replace asphalt composition shingle roofing. $92,390 $109,030 1096 McClellan Ranch Preserve Barn B3010 - Roofing 3 - Impending (2-3 Years) Wood fascia and trim chipped and have peeling trim and/or fascia. $17,270 $20,380 1098 McClellan Ranch Preserve Barn Shed B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $17,270 $20,380 1097 McClellan Ranch Preserve Barn Shed B3010 - Roofing 3 - Impending (2-3 Years) Asphalt composition roof is in fair to poor condition with evidence of ponding, blisters & leaks. Remove and replace asphalt composition shingle roofing. $32,350 $38,180 Page 28 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 4 CC 03-03-2026 Searchable Packet 424 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1099 McClellan Ranch Preserve Barn Shed B3010 - Roofing 3 - Impending (2-3 Years) Wood fascia and trim chipped and have peeling trim and/or fascia. $8,640 $10,200 791 McClellan Ranch Preserve Blacksmith Shop B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $17,270 $20,380 785 McClellan Ranch Preserve Milk Barn Building B2010 - Exterior Walls 3 - Impending (2-3 Years) CMU walls are showing signs of wear. Clean and repaint CMU walls. $70 $90 786 McClellan Ranch Preserve Milk Barn Building C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the end of its useful life. Remove the existing epoxy and replace. $20,800 $24,550 1143 McClellan Ranch Preserve Milk Barn Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 1142 McClellan Ranch Preserve Milk Barn Building D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $4,610 $5,440 1100 McClellan Ranch Preserve Milk Barn Building B2050 - Exterior Doors and Grilles 4 - Necessary - Long Term (3-4 Years) Metal door is damaged or deteriorated. Repair door and repaint. $7,400 $9,110 787 McClellan Ranch Preserve Milk Barn Building C1090 - Interior Specialties 4 - Necessary - Long Term (3-4 Years) Toilet partitions have excessive amounts of rust. Replace the toilet partitions $18,480 $22,740 McClellan Ranch Preserve Barn, Barn Shed, Blacksmith & Milk Barn Bldgs.$315,160 $373,250 Page 29 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 5 CC 03-03-2026 Searchable Packet 425 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 784 McClellan Ranch Preserve Environmental Education B1020 - Roof Construction 3 - Impending (2-3 Years) Wood roof framing and decking are in poor Remove and replace wood roof framing and decking. $16,950 $20,010 789 McClellan Ranch Preserve Environmental Education B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior wood entrance door is approaching the Replace wood door.$15,420 $18,200 892 McClellan Ranch Preserve Environmental Education D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Fan coil unit is approaching the end of its Provide equipment replacement and $10,790 $13,280 893 McClellan Ranch Preserve Environmental Education D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Fan coil unit is approaching the end of its Provide equipment replacement and $10,790 $13,280 886 McClellan Ranch Preserve Environmental Education Center D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Split system (2-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $22,860 $28,120 793 McClellan Ranch Preserve Nature Museum C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $22,530 $26,590 1102 McClellan Ranch Preserve Nature Museum C2050 - Ceiling Finishes 3 - Impending (2-3 Years) Lay-in Acoustical Tile is in poor condition. Remove existing lay-in Acoustical Tiles and replace with new lay-in $180 $220 897 McClellan Ranch Preserve Nature Museum D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (4-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $29,380 $34,670 901 McClellan Ranch Preserve Nature Museum D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) in-one combination service entrance device is approaching the end of its expected useful life. Replace the existing all-in- one combination service all-in-one combination service entrance device. $7,890 $9,320 Page 30 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 6 CC 03-03-2026 Searchable Packet 426 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1145 McClellan Ranch Preserve Nature Museum D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $2,190 $2,590 1144 McClellan Ranch Preserve Nature Museum D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $4,610 $5,440 1101 McClellan Ranch Preserve Nature Museum B2020 - Exterior Windows 4 - Necessary - Long Term (3-4 Years) Vinyl window sash is at or approaching end of expected useful service life. Replace with new frame, insulated glazing and glazing compound. $46,220 $56,860 1106 McClellan Ranch Preserve Ranch House/Gift Shop B2020 - Exterior Windows 3 - Impending (2-3 Years) Wood window is damaged. Replace wood window. $12,320 $14,540 1104 McClellan Ranch Preserve Ranch House/Gift Shop C1010 - Interior Partitions 3 - Impending (2-3 Years) Lath and plaster interior wall skin is approaching the end of its useful life. Remove and replace existing lath and plaster with new lath and plaster. $12,950 $15,290 1105 McClellan Ranch Preserve Ranch House/Gift Shop C1010 - Interior Partitions 3 - Impending (2-3 Years) Lath and plaster interior wall skin is approaching the end of its useful life. Remove and replace existing lath and plaster with new lath and plaster. $25,880 $30,540 1107 McClellan Ranch Preserve Ranch House/Gift Shop C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $49,270 $58,140 798 McClellan Ranch Preserve Ranch House/Gift Shop C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $11,690 $13,800 1103 McClellan Ranch Preserve Ranch House/Gift Shop C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $18,480 $21,810 Page 31 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 7 CC 03-03-2026 Searchable Packet 427 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 903 McClellan Ranch Preserve Ranch House/Gift Shop D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 1146 McClellan Ranch Preserve Ranch House/Gift Shop D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $68,400 $80,720 1147 McClellan Ranch Preserve Ranch House/Gift Shop D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $8,730 $10,310 910 McClellan Ranch Preserve Ranch House/Gift Shop D3020 - Heating Systems 4 - Necessary - Long Term (3-4 Years) Gas-fired furnace less than 250 Mbh is approaching the end of its expected Provide equipment replacement and installation. $16,350 $20,120 909 McClellan Ranch Preserve Ranch House/Gift Shop D2010 - Domestic Water Distribution 5 Years) Gas fired water heater less than 75 Gal is approaching the end of its expected Provide equipment replacement and installation. $12,700 $16,260 McClellan Ranch Preserve Nature Museum and Ranch House/Gift Shop $431,280 $515,660 1068 Memorial Park Gazebo B1080 - Stairs 3 - Impending (2-3 Years) Wood steps need Refinish/refurb wood $12,320 $14,540 1070 Memorial Park Gazebo G2060 - Site Development 3 - Impending (2-3 Years) Bench finish is at or approaching the end of its Repaint and refinish bench. $1,200 $1,420 Memorial Park Gazebo $13,520 $15,960 Page 32 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 8 CC 03-03-2026 Searchable Packet 428 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 686 Memorial Park Restroom 1 B3020 - Roof 3 - Impending (2-3 Years) Gutters are clogged with Clean gutters.$630 $750 684 Memorial Park Restroom 1 C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the Remove the existing epoxy $16,190 $19,110 685 Memorial Park Restroom 1 D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Porcelain sink is approaching the end of its Provide equipment replacement and $7,710 $9,100 540 Memorial Park Restroom 1 D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $8,730 $10,310 1148 Memorial Park Restroom 1 D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $2,320 $2,740 691 Memorial Park Restroom 2 B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Existing gate is at or approaching the end of its Install a new gate and associated gate hardware. $9,270 $10,940 689 Memorial Park Restroom 2 B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior doors, frames and hardware are approaching the end of their useful life. Replace the exterior doors, frames and hardware. $10,790 $12,740 1071 Memorial Park Restroom 2 C1090 - Interior Specialties 3 - Impending (2-3 Years) Toilet partitions have excessive amounts of rust. Replace the toilet partitions $11,110 $13,110 690 Memorial Park Restroom 2 C2010 - Wall Finishes 3 - Impending (2-3 Years) Interior wall paint is in need of refresh. Paint interior walls with 2 coat finish (includes $4,660 $5,500 561 Memorial Park Restroom 2 D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Page 33 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 42 9 CC 03-03-2026 Searchable Packet 429 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 559 Memorial Park Restroom 2 D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (30 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $11,000 $12,980 558 Memorial Park Restroom 2 D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (30 ckts, 277/480, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,020 $20,090 557 Memorial Park Restroom 2 D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 45kVA transformer (3P dry-type, 480- 120/208V) is approaching the end of its expected Replace the existing transformer with a new transformer. $12,500 $14,760 1149 Memorial Park Restroom 2 D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $4,370 $5,160 562 Memorial Park Restroom 2 D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $4,610 $5,440 1074 Memorial Park Shed by Field B2010 - Exterior Walls 3 - Impending (2-3 Years) Trim is worn and should be replaced. Replace trim and finish to match. Replace at the $1,980 $2,340 1075 Memorial Park Shed by Field B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $10,610 $12,520 1076 Memorial Park Shed by Field B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood wall framing is approaching the end of its Remove and replace the wood frame exterior and $8,550 $10,090 1077 Memorial Park Shed by Restroom B2010 - Exterior Walls 3 - Impending (2-3 Years) Trim is worn and should be replaced. Replace trim and finish to match. Replace at the $3,890 $4,600 Page 34 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 0 CC 03-03-2026 Searchable Packet 430 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1078 Memorial Park Shed by Restroom B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $17,760 $20,960 692 Memorial Park Shed by Restroom B3010 - Roofing 3 - Impending (2-3 Years) Asphalt composition roof is in fair to poor condition with evidence of ponding, blisters & leaks. Remove and replace asphalt composition shingle roofing. $12,950 $15,290 694 Memorial Park Shed by Restroom C2030 - Flooring 3 - Impending (2-3 Years) Sealed concrete floor is approaching the end of its Repair and refinish the concrete floor. $4,320 $5,100 564 Memorial Park Shed by Restroom D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 1151 Memorial Park Shed by Restroom D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $2,190 $2,590 1150 Memorial Park Shed by Restroom D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $2,320 $2,740 Memorial Park Restrooms (2) and Sheds (2)$194,880 $230,060 Page 35 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 1 CC 03-03-2026 Searchable Packet 431 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1082 Monta Vista - Gymnastics Building B3010 - Roofing 1 - Immediate (0-1 Years) Built-up roofing is beyond its expected useful service life and needs replacement. Remove and replace built- up roofing. $23,110 $24,960 661 Monta Vista - Gymnastics Building D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The existing fire alarm system is approaching the end of its useful life and should be replaced. Replace the existing fire alarm system with a complete, site-wide, fully addressable fire alarm $173,440 $187,320 1083 Monta Vista - Gymnastics Building B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior doors are not properly weather-stripped.properly. $9,270 $10,940 1080 Monta Vista - Gymnastics B2050 - Exterior Doors and 3 - Impending (2-3 Years) Metal door is damaged or Repair door and repaint. $44,350 $52,340 1081 Monta Vista - Gymnastics Building B3010 - Roofing 3 - Impending (2-3 Years) Built-up roofing is beyond its expected useful service life and needs replacement. Remove and replace built- up roofing. $531,200 $626,820 763 Monta Vista - Gymnastics B3080 - Overhead Exterior 3 - Impending (2-3 Years) Stucco soffits is damaged. Repair stucco soffit.$160 $190 751 Monta Vista - Gymnastics C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the Remove the existing epoxy $13,870 $16,370 746 Monta Vista - Gymnastics Building C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $9,870 $11,650 748 Monta Vista - Gymnastics Building C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $27,740 $32,740 753 Monta Vista - Gymnastics Building C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $23,110 $27,270 Page 36 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 2 CC 03-03-2026 Searchable Packet 432 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1079 Monta Vista - Gymnastics Building C2050 - Ceiling Finishes 3 - Impending (2-3 Years) ceiling is approaching the end of its useful life. Remove the existing gypsum board ceiling and replace. Tape and paint. $6,300 $7,440 648 Monta Vista - Gymnastics Building D3030 - Cooling Systems 3 - Impending (2-3 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $54,540 649 Monta Vista - Gymnastics Building D3030 - Cooling Systems 3 - Impending (2-3 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $54,540 650 Monta Vista - Gymnastics Building D3030 - Cooling Systems 3 - Impending (2-3 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $54,540 654 Monta Vista - Gymnastics Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (30 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $11,000 $12,980 672 Monta Vista - Gymnastics Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (30 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $11,000 $12,980 676 Monta Vista - Gymnastics Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (30 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $11,000 $12,980 Page 37 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 3 CC 03-03-2026 Searchable Packet 433 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 655 Monta Vista - Gymnastics Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 400A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $22,320 $26,340 657 Monta Vista - Gymnastics Building D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $515,200 $607,940 Monta Vista - Gymnastics Building $1,571,600 $1,834,880 1087 Monta Vista - Pre-School Building B3010 - Roofing 1 - Immediate (0-1 Years) Built-up roofing is beyond its expected useful service life and needs replacement. Remove and replace built- up roofing. $124,730 $134,710 681 Monta Vista - Pre-School Building D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The building is not equipped with a fire alarm system or the existing fire alarm system is at the end of its industry rated useful fire alarm control panel with associated initiating and signaling devices. $60,090 $64,900 670 Monta Vista - Pre-School Building D3030 - Cooling Systems 2 - Crucial (1-2 Years) Split system (7.5-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $32,660 $36,910 671 Monta Vista - Pre-School Building D3030 - Cooling Systems 2 - Crucial (1-2 Years) Split system (7.5-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $32,660 $36,910 762 Monta Vista - Pre-School Building B2010 - Exterior Walls 3 - Impending (2-3 Years) Exterior cement plaster walls are damaged and Clean, patch, and repair the cement plaster wall $1,060 $1,260 Page 38 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 4 CC 03-03-2026 Searchable Packet 434 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1085 Monta Vista - Pre-School B2050 - Exterior Doors and 3 - Impending (2-3 Years) Metal door is damaged or Repair door and repaint. $14,790 $17,460 1086 Monta Vista - Pre-School Building C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $62,380 $73,610 1084 Monta Vista - Pre-School Building C2050 - Ceiling Finishes 3 - Impending (2-3 Years) Lay-in Acoustical Tile is in poor condition. Remove existing lay-in Acoustical Tiles and replace with new lay-in $38,890 $45,900 678 Monta Vista - Pre-School Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 800A metered main switchboard (3P, 120/208 ) is approaching the end of its expected useful life. Replace the existing metered main switchboard with a new metered main switchboard. $20,460 $24,150 1135 Monta Vista - Pre-School Building D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $143,270 $169,060 Monta Vista - Pre-School Building $530,990 $604,870 45 Portal Park Recreation Building C1030 - Interior Doors 1 - Immediate (0-1 Years) Interior wood door is at or approaching the end of its Replace with new wood door. $6,790 $7,340 52 Portal Park Recreation Building B2010 - Exterior Walls 3 - Impending (2-3 Years) Painted stucco wall is showing signs of age and Power wash and repaint existing stucco walls. $1,170 $1,390 51 Portal Park Recreation B3020 - Roof 3 - Impending (2-3 Years) Rain leaders/gutters are Repair, replace rain $5,560 $6,570 47 Portal Park Recreation Building C1010 - Interior Partitions 3 - Impending (2-3 Years) is in poor condition with several cracks. Remove and replace existing gypsum board with a new gypsum board and expansion joints. Tape $1,310 $1,550 Page 39 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 5 CC 03-03-2026 Searchable Packet 435 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 312 Portal Park Recreation Building C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $41,590 $49,080 120 Portal Park Recreation Building D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Small under-counter electric water heater less than 10 Gal is approaching the end of its expected Provide equipment replacement and installation. $3,040 $3,590 118 Portal Park Recreation Building D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (3-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $26,120 $30,830 116 Portal Park Recreation Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 1152 Portal Park Recreation Building D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $85,490 $100,880 112 Portal Park Recreation Building D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $2,190 $2,590 Page 40 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 6 CC 03-03-2026 Searchable Packet 436 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 40 Portal Park Restrooms C2010 - Wall Finishes 3 - Impending (2-3 Years) Interior wall paint is in need of refresh. Paint interior walls with 2 coat finish (includes $1,760 $2,080 307 Portal Park Restrooms C2030 - Flooring 3 - Impending (2-3 Years) Epoxy is approaching the Remove the existing epoxy $13,870 $16,370 122 Portal Park Restrooms D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Portal Park Recreation Building & Restrooms $198,290 $233,370 503 Quinlan Community Center D3030 - Cooling Systems 1 - Immediate (0-1 Years) Air cooled chiller (120-ton) is approaching the end of its expected useful life. Provide equipment replacement and installation. $67,750 $73,180 339 Quinlan Community Center D3020 - Heating Systems 2 - Crucial (1-2 Years) Medium boiler is approaching the end of its Provide equipment replacement and $80,070 $90,480 360 Quinlan Community Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Fan coil unit (10-ton) is approaching the end of its Provide equipment replacement and $16,030 $18,120 374 Quinlan Community Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Split ductless AC unit is approaching the end of its Provide equipment replacement and $23,110 $26,120 363 Quinlan Community Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 365 Quinlan Community Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 Page 41 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 7 CC 03-03-2026 Searchable Packet 437 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 366 Quinlan Community Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 377 Quinlan Community Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 390 Quinlan Community Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 502 Quinlan Community Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 522 Quinlan Community Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 389 Quinlan Community Center D3060 - Ventilation 2 - Crucial (1-2 Years) In-Line building exhaust fan is approaching the end of its expected useful life. Provide equipment replacement and installation. $28,800 $32,550 378 Quinlan Community Center D3060 - Ventilation 2 - Crucial (1-2 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $7,680 500 Quinlan Community B2010 - Exterior Walls 3 - Impending (2-3 Years)Provide a sheet metal cap. $9,870 $11,650 518 Quinlan Community Center B2020 - Exterior Windows 3 - Impending (2-3 Years) Aluminum window is approaching/past it's Replace aluminum window. $1,108,570 $1,308,120 499 Quinlan Community Center C1030 - Interior Doors 3 - Impending (2-3 Years) Door frames are approaching the end of Replace the door frames with a pressed metal $9,870 $11,650 Page 42 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 8 CC 03-03-2026 Searchable Packet 438 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 497 Quinlan Community Center C1030 - Interior Doors 3 - Impending (2-3 Years) Interior hollow metal door is in visual need of Refurbish/repair interior hollow metal door. $62,830 $74,140 510 Quinlan Community Center C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $29,580 $34,910 520 Quinlan Community C2030 - Flooring 3 - Impending (2-3 Years)Sand, repair and refinish $34,040 $40,170 498 Quinlan Community Center C2030 - Flooring 3 - Impending (2-3 Years) Wood wall base is approaching the end of its Replace the wood wall base. $6,120 $7,230 495 Quinlan Community Center C2050 - Ceiling Finishes 3 - Impending (2-3 Years) Glue-On Acoustical Ceiling Tile is in poor condition. Remove existing Glue-On Acoustical and replace with new Glue-On $104,700 $123,550 341 Quinlan Community Center D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Gas fired water heater less than 75 Gal is approaching the end of its expected Provide equipment replacement and installation. $12,700 $14,990 338 Quinlan Community Center D2060 - Process Support Plumbing Systems 3 - Impending (2-3 Years) Air compressor is approaching the end of its Provide equipment replacement and $15,420 $18,200 384 Quinlan Community Center D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (2-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $22,860 $26,980 351 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 Page 43 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 43 9 CC 03-03-2026 Searchable Packet 439 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 353 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 392 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 393 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 394 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 277/480, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $25,160 $29,690 367 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 30kVA transformer (3P dry-type, 480- 120/208V) is approaching the end of its expected Replace the existing transformer with a new transformer. $10,730 $12,670 354 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 75kVA transformer (3P dry-type, 480- 120/208V) is approaching the end of its expected Replace the existing transformer with a new transformer. $15,870 $18,730 395 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 75kVA transformer (3P dry-type, 480- 120/208V) is approaching the end of its expected Replace the existing transformer with a new transformer. $15,870 $18,730 Page 44 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 0 CC 03-03-2026 Searchable Packet 440 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 355 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 800A metered main switchboard (3P, 277/480 ) is approaching the end of its expected useful life. Replace the existing metered main switchboard with a new metered main switchboard. $20,460 $24,150 359 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The motor control center is at or is approaching end of its expected useful life. Replace the existing motor control center with a new motor control center. $59,140 $69,790 375 Quinlan Community Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The motor control center is at or is approaching end of its expected useful life. Replace the existing motor control center with a new motor control center. $59,140 $69,790 1129 Quinlan Community Center D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $1,575,060 $1,858,580 1130 Quinlan Community Center D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $82,770 $97,670 512 Quinlan Community E2010 - Fixed Furnishings 3 - Impending (2-3 Years) Mirror is damaged. Remove and replace $6,480 $7,650 489 Quinlan Community Center B2050 - Exterior Doors and Grilles 4 - Necessary - Long Term (3-4 Years) Exterior aluminum (storefront) entrance door is approaching the end of Replace aluminum door (storefront). $291,010 $357,950 380 Quinlan Community Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) In-Line building exhaust fan is approaching the end of its expected useful life. Provide equipment replacement and installation. $28,800 $35,430 346 Quinlan Community Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Utility exhaust fan is approaching the end of its Provide equipment replacement and $15,420 $18,970 Page 45 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 1 CC 03-03-2026 Searchable Packet 441 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 347 Quinlan Community Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Utility exhaust fan is approaching the end of its Provide equipment replacement and $15,420 $18,970 362 Quinlan Community Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Utility exhaust fan is approaching the end of its Provide equipment replacement and $15,420 $18,970 381 Quinlan Community Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Utility exhaust fan is approaching the end of its Provide equipment replacement and $15,420 $18,970 370 Quinlan Community Center D3030 - Cooling Systems 5 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $7,890 343 Quinlan Community Center D5020 - Electrical Service and Distribution 5 Years) The 7.5kVA transformer (1P dry-type, 240/480- 120/240V) is approaching the end of its expected Replace the existing transformer with a new transformer. $6,660 $8,530 Quinlan Community Center $4,460,440 $5,245,100 1158 Senior Center D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The existing fire alarm system is approaching the end of its useful life and should be replaced. Replace the existing fire alarm system with a complete, site-wide, fully addressable fire alarm $286,410 $309,330 442 Senior Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (15- ton to 25-ton) is approaching the end of its Provide equipment replacement and installation. $123,180 $139,200 446 Senior Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 Page 46 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 2 CC 03-03-2026 Searchable Packet 442 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 448 Senior Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 450 Senior Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (8- ton to 15-ton) is approaching the end of its Provide equipment replacement and installation. $77,010 $87,030 452 Senior Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (8- ton to 15-ton) is approaching the end of its Provide equipment replacement and installation. $77,010 $87,030 454 Senior Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (8- ton to 15-ton) is approaching the end of its Provide equipment replacement and installation. $77,010 $87,030 445 Senior Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 464 Senior Center D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (3-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $26,120 $30,830 457 Senior Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 1000A metered main switchboard (3P, 120/208 ) is approaching the end of its expected useful life. Replace the existing metered main switchboard with a new metered main switchboard. $31,720 $37,430 Page 47 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 3 CC 03-03-2026 Searchable Packet 443 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 461 Senior Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 462 Senior Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 476 Senior Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 477 Senior Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 1131 Senior Center D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $850,800 $1,003,950 1132 Senior Center D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $43,570 $51,420 443 Senior Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,360 447 Senior Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,360 449 Senior Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,360 Page 48 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 4 CC 03-03-2026 Searchable Packet 444 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 451 Senior Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,360 453 Senior Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,360 455 Senior Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,360 444 Senior Center D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Utility exhaust fan is approaching the end of its Provide equipment replacement and $15,420 $18,970 Senior Center $1,881,970 $2,169,230 699 Service Center B3060 - Horizontal 1 - Immediate (0-1 Years) Roof hatch lacks safety Provide safety post.$1,240 $1,340 587 Service Center Administration Building D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The existing fire alarm system is approaching the end of its useful life and should be replaced. Replace the existing fire alarm system with a complete, site-wide, fully addressable fire alarm $131,200 $141,700 570 Service Center Administration Building D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (1- ton to 3-ton) is approaching the end of its Provide equipment replacement and installation. $15,420 $17,430 566 Service Center Administration Building D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 Page 49 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 5 CC 03-03-2026 Searchable Packet 445 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 569 Service Center Administration Building D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 701 Service Center Administration Building A4010 - Standard Slabs on Grade 3 - Impending (2-3 Years) Excessive cracks were detected in the floor slab- Fill the slab-on-grade cracks with caulking. $660 $780 698 Service Center B2010 - Exterior Walls 3 - Impending (2-3 Years)Provide a sheet metal cap. $30,800 $36,350 712 Service Center Administration Building B2020 - Exterior Windows 3 - Impending (2-3 Years) Metal window is approaching the end of its Replace metal window. $73,910 $87,220 697 Service Center Administration Building B3010 - Roofing 3 - Impending (2-3 Years) Built-up roofing is beyond its expected useful service life and needs replacement. Remove and replace built- up roofing. $304,880 $359,760 1117 Service Center Administration Building C1030 - Interior Doors 3 - Impending (2-3 Years) Interior wood door is in visual need of Refurbish and restain the wood door. $12,950 $15,290 707 Service Center Administration Building C2010 - Wall Finishes 3 - Impending (2-3 Years) Interior wall paint is in need of refresh. Paint interior walls with 2 coat finish (includes $23,180 $27,360 706 Service Center Administration Building C2030 - Flooring 3 - Impending (2-3 Years) Grout is damaged and deteriorating on the tiled Clean and regrout tiles. $3,710 $4,380 703 Service Center Administration Building C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $9,870 $11,650 1118 Service Center Administration Building C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $33,140 $39,110 Page 50 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 6 CC 03-03-2026 Searchable Packet 446 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 700 Service Center Administration Building C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $16,190 $19,110 702 Service Center Administration Building C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $3,490 $4,120 708 Service Center Administration Building C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $11,560 $13,650 710 Service Center Administration Building C2050 - Ceiling Finishes 3 - Impending (2-3 Years) Lay-in Acoustical Tile is in poor condition. Remove existing lay-in Acoustical Tiles and replace with new lay-in $57,590 $67,960 588 Service Center Administration Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 585 Service Center Administration Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (30 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $11,000 $12,980 583 Service Center Administration Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 225A (42 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $17,810 $21,020 586 Service Center Administration Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 400A metered main switchboard (3P, 120/208 ) is approaching the end of its expected useful life. Replace the existing metered main switchboard with a new metered main switchboard. $17,020 $20,090 Page 51 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 7 CC 03-03-2026 Searchable Packet 447 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 575 Service Center Administration Building D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $389,730 $459,890 1136 Service Center Administration Building D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $32,690 $38,580 711 Service Center Administration Building B2050 - Exterior Doors and Grilles 4 - Necessary - Long Term (3-4 Years) Exterior aluminum entrance door, frame and hardware is approaching Replace aluminum door, frame, and hardware. $27,000 $33,220 568 Service Center Administration Building D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Split system (1-ton) with wall mounted AC and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $16,350 $20,120 571 Service Center Administration Building D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,580 572 Service Center Administration Building D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,580 590 Service Center Administration Building D3030 - Cooling Systems 5 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $7,890 1116 Service Center Shops & Mechanic Building B2010 - Exterior Walls 3 - Impending (2-3 Years) Metal siding panels damaged in several Replace damaged panels. $4,950 $5,850 713 Service Center Shops & Mechanic Building B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) Exterior aluminum entrance door, frame and hardware is approaching Replace aluminum door, frame, and hardware. $6,770 $7,990 Page 52 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 8 CC 03-03-2026 Searchable Packet 448 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1115 Service Center Shops & Mechanic Building B2050 - Exterior Doors and Grilles 3 - Impending (2-3 Years) The existing threshold is approaching the end of its Replace the associated threshold. $480 $570 722 Service Center Shops & Mechanic Building C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $9,870 $11,650 725 Service Center Shops & Mechanic Building C2030 - Flooring 3 - Impending (2-3 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $29,580 $34,910 612 Service Center Shops & Mechanic Building D3030 - Cooling Systems 3 - Impending (2-3 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $7,270 617 Service Center Shops & Mechanic Building D3030 - Cooling Systems 3 - Impending (2-3 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $7,270 615 Service Center Shops & Mechanic Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (120/208V) all-in- one combination service entrance pedestal is approaching the end of its expected useful life. Replace the existing all-in- one combination service all-in-one combination service entrance device. $7,890 $9,320 609 Service Center Shops & Mechanic Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 620 Service Center Shops & Mechanic Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Page 53 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 44 9 CC 03-03-2026 Searchable Packet 449 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 621 Service Center Shops & Mechanic Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 719 Service Center Shops & Mechanic Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 724 Service Center Shops & Mechanic Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 728 Service Center Shops & Mechanic Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 715 Service Center Shops & Mechanic Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (30 ckts, 120/208, 3P) panelboard is approaching the end of its Replace the existing panelboard with a new panelboard. $11,000 $12,980 625 Service Center Shops & Mechanic Building D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $452,850 $534,370 619 Service Center Shops & Mechanic Building D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $7,580 Page 54 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 0 CC 03-03-2026 Searchable Packet 450 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 622 Service Center Shops & Mechanic Building D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,580 623 Service Center Shops & Mechanic Building D3060 - Ventilation 4 - Necessary - Long Term (3-4 Years) Roof/sidewall ventilator is approaching the end of its Provide equipment replacement and $6,160 $7,580 614 Service Center Shops & Mechanic Building D3020 - Heating Systems 5 Years) Gas fired unit heater is approaching the end of its Provide equipment replacement and $11,420 $14,620 626 Service Center Shops & Mechanic Building D3020 - Heating Systems 5 Years) Gas fired unit heater is approaching the end of its Provide equipment replacement and $11,420 $14,620 606 Service Center Shops & Mechanic Building D3060 - Ventilation 5 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,700 607 Service Center Shops & Mechanic Building D3060 - Ventilation 5 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,700 731 Service Center Welding Building B2080 - Exterior Wall Appurtenances 3 - Impending (2-3 Years) Awning (metal) is approaching the end of its Replace metal awning. $21,580 $25,470 730 Service Center Welding Building C2010 - Wall Finishes 3 - Impending (2-3 Years) Interior wall paint is in need of refresh. Paint interior walls with 2 coat finish (includes $5,800 $6,850 629 Service Center Welding Building D3030 - Cooling Systems 3 - Impending (2-3 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $7,270 628 Service Center Welding Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 Page 55 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 1 CC 03-03-2026 Searchable Packet 451 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 631 Service Center Welding Building D3030 - Cooling Systems 5 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $7,890 729 Service Center Welding Building D3030 - Cooling Systems 5 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $7,890 Service Center Welding Bldg., Shops & Mechanical Bldg, Administration Bldg.$2,026,380 $2,381,950 414 Sports Center D7050 - Detection and Alarm 1 - Immediate (0-1 Years) The existing fire alarm system is approaching the end of its useful life and should be replaced. Replace the existing fire alarm system with a complete, site-wide, fully addressable fire alarm $309,490 $334,250 423 Sports Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 430 Sports Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 431 Sports Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (3- ton to 8-ton) is approaching the end of its Provide equipment replacement and installation. $46,220 $52,230 422 Sports Center D3030 - Cooling Systems 2 - Crucial (1-2 Years) Rooftop/ground mounted packaged DX AC unit (8- ton to 15-ton) is approaching the end of its Provide equipment replacement and installation. $77,010 $87,030 Page 56 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 2 CC 03-03-2026 Searchable Packet 452 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 424 Sports Center D3050 - Facility HVAC Distribution Systems 2 - Crucial (1-2 Years) Air handler / make up air unit (17.5-ton) is approaching the end of its Provide equipment replacement and installation. $69,300 $78,310 527 Sports Center B1080 - Stairs 3 - Impending (2-3 Years) Wood steps need Refinish/refurb wood $49,270 $58,140 526 Sports Center B2080 - Exterior Wall Appurtenances 3 - Impending (2-3 Years) Awning (fabric) is approaching the end of its Replace fabric awning. $1,560 $1,850 524 Sports Center B3010 - Roofing 3 - Impending (2-3 Years) Wood fascia and trim chipped and have peeling trim and/or fascia. $39,680 $46,830 1114 Sports Center C1030 - Interior Doors 3 - Impending (2-3 Years) Interior wood door is in visual need of Refurbish and restain the wood door. $3,710 $4,380 531 Sports Center C2030 - Flooring 3 - Impending (2-3 Years) Grout is damaged and deteriorating on the tiled Clean and regrout tiles. $12,320 $14,540 538 Sports Center C2030 - Flooring 3 - Impending (2-3 Years) Gymnasium floor is approaching the end of its Replace the existing flooring with a new wood $197,080 $232,560 530 Sports Center C2030 - Flooring 3 - Impending (2-3 Years) Sheet vinyl is approaching the end of its useful life. Remove the existing sheet vinyl and replace. $18,710 $22,080 528 Sports Center C2050 - Ceiling Finishes 3 - Impending (2-3 Years) Lay-in Acoustical Tile is in poor condition. Remove existing lay-in Acoustical Tiles and replace with new lay-in $1,470 $1,740 534 Sports Center C2050 - Ceiling Finishes 3 - Impending (2-3 Years) Lay-in Acoustical Tile is in poor condition. Remove existing lay-in Acoustical Tiles and replace with new lay-in $14,410 $17,010 Page 57 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 3 CC 03-03-2026 Searchable Packet 453 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 426 Sports Center D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (3-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $26,120 $30,830 427 Sports Center D3030 - Cooling Systems 3 - Impending (2-3 Years) Split system (3-ton) with fan coil and outdoor condensing unit is approaching the end of its Provide equipment replacement and installation. $26,120 $30,830 411 Sports Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 421 Sports Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 439 Sports Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 409 Sports Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 150kVA transformer (3P dry-type, 480- 120/208V) is approaching the end of its expected Replace the existing transformer with a new transformer. $24,800 $29,270 413 Sports Center D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 400A switchboard is approaching the end of its Replace the existing switchboard with a new $17,020 $20,090 Page 58 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 4 CC 03-03-2026 Searchable Packet 454 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 1134 Sports Center D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $919,400 $1,084,900 1133 Sports Center D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $13,090 $15,450 428 Sports Center D3060 - Ventilation 5 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,700 436 Sports Center D3060 - Ventilation 5 Years) Roof exhaust fan is approaching the end of its Provide equipment replacement and $6,790 $8,700 Sports Center $1,986,900 $2,300,830 769 Traffic Maintenance Yard - Building 1 B2020 - Exterior Windows 3 - Impending (2-3 Years) Steel framed windows are at or approaching end of expected useful service life. Replace steel framed windows. $30,800 $36,350 768 Traffic Maintenance Yard - Building 1 B3010 - Roofing 3 - Impending (2-3 Years) Metal Roofing is at or approaching end of expected useful service life. Remove and replace metal roofing. $42,510 $50,170 1112 Traffic Maintenance Yard - B3020 - Roof 3 - Impending (2-3 Years) Rain leaders/gutters are Repair, replace rain $4,640 $5,480 1109 Traffic Maintenance Yard - Building 1 C2050 - Ceiling Finishes 3 - Impending (2-3 Years) Lay-in Acoustical Tile is in poor condition. Remove existing lay-in Acoustical Tiles and replace with new lay-in $15,850 $18,710 1110 Traffic Maintenance Yard - Building 1 C2030 - Flooring 4 - Necessary - Long Term (3-4 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $18,480 $22,740 Page 59 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 5 CC 03-03-2026 Searchable Packet 455 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 833 Traffic Maintenance Yard - Building 1 D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Wall mounted AC unit is approaching the end of its Provide equipment replacement and $30,800 $37,890 834 Traffic Maintenance Yard - Building 1 D3030 - Cooling Systems 4 - Necessary - Long Term (3-4 Years) Wall mounted AC unit is approaching the end of its Provide equipment replacement and $30,800 $37,890 1111 Traffic Maintenance Yard - Building 1 C2030 - Flooring 5 Years) Rolled carpeting is approaching the end of its useful life. Remove existing rolled carpeting and replace it with new 40 oz. nylon $6,160 $7,890 842 Traffic Maintenance Yard - Building 2 D3030 - Cooling Systems 1 - Immediate (0-1 Years) Window mounted AC unit is approaching the end of its expected useful life. Provide equipment replacement and installation. $6,160 $6,660 Traffic Maintenance Yard - Buildings 1 & 2 $186,200 $223,780 274 Wilson Park Recreation Building B2010 - Exterior Walls 3 - Impending (2-3 Years) Wood board siding is approaching the end of its useful life. Replace or repair the existing wood siding. Place a new siding over building paper and $36,960 $43,620 278 Wilson Park Recreation Building B3010 - Roofing 3 - Impending (2-3 Years) Wood fascia and trim chipped and have peeling trim and/or fascia. $17,270 $20,380 273 Wilson Park Recreation Building C1030 - Interior Doors 3 - Impending (2-3 Years) Interior wood door is at or approaching the end of its Replace with new wood door. $6,790 $8,020 1113 Wilson Park Recreation Building C2030 - Flooring 3 - Impending (2-3 Years) 6" Vinyl wall base is approaching the end of its Replace the vinyl wall base. $390 $470 272 Wilson Park Recreation Building D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Water leakage from plumbing fixture. Investigate cause of leak and provide repairs and adjustments as necessary. $630 $750 Page 60 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 6 CC 03-03-2026 Searchable Packet 456 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 205 Wilson Park Recreation Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) in-one combination service entrance device is approaching the end of its expected useful life. Replace the existing all-in- one combination service all-in-one combination service entrance device. $7,890 $9,320 202 Wilson Park Recreation Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 271 Wilson Park Recreation Building D5020 - Electrical Service and Distribution 3 - Impending (2-3 Years) The 100A (18 ckts, 20A plug-in breakers, 1P) load center is approaching the end of its expected useful Replace the existing load center with a new load center. $4,700 $5,550 1153 Wilson Park Recreation Building D5040 - Lighting 3 - Impending (2-3 Years) Interior lighting system is at or is approaching end of its expected useful life. Provide new interior throughout building per current CEC T24 code. $78,340 $92,450 215 Wilson Park Recreation Building D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $2,190 $2,590 279 Wilson Park Recreation Building G2060 - Site Development 3 - Impending (2-3 Years) Bench finish is at or approaching the end of its Repaint and refinish bench. $610 $720 284 Wilson Park Restroom B2010 - Exterior Walls 3 - Impending (2-3 Years) Trim is worn and should be replaced. Replace trim and finish to match. Replace at the $6,160 $7,270 280 Wilson Park Restroom B3010 - Roofing 3 - Impending (2-3 Years) Wood fascia and trim chipped and have peeling trim and/or fascia. $6,910 $8,160 Page 61 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 7 CC 03-03-2026 Searchable Packet 457 of 495 Building Condition Assessment Report, February 2023 ID# Location Name Building System Classification Priority Deficiency Description Description of Work Current Repair Cost Escalated Repair Costs 281 Wilson Park Restroom C1090 - Interior Specialties 3 - Impending (2-3 Years) Toilet partitions have excessive amounts of rust. Replace the toilet partitions $11,110 $13,110 1154 Wilson Park Restroom D5040 - Lighting 3 - Impending (2-3 Years) fixture is approaching the end of its expected useful Replace the existing wall mounted lighting fixture with an LED lighting $2,190 $2,590 213 Wilson Park Restroom D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $3,470 $4,100 285 Wilson Park Snack Shack B3020 - Roof 3 - Impending (2-3 Years) Rain leaders/gutters are Repair, replace rain $3,710 $4,380 289 Wilson Park Snack Shack C2030 - Flooring 3 - Impending (2-3 Years) Vinyl composition tile is approaching the end of its Remove the existing vinyl composition tile and $6,030 $7,120 291 Wilson Park Snack Shack D2010 - Domestic Water Distribution 3 - Impending (2-3 Years) Porcelain sink is approaching the end of its Provide equipment replacement and $7,710 $9,100 219 Wilson Park Snack Shack D5040 - Lighting 3 - Impending (2-3 Years) The light fixtures utilize inefficient incandescent Replace existing incandescent fixtures with $11,540 $13,620 Wilson Park Recreation Bldg, Restroom and Snack Shack $219,300 $258,870 Total $28,909,270 $33,797,360 Page 62 of 62 DETAIL BY BUILDING Highlighted Rows are likely to require Engineering Services 45 8 CC 03-03-2026 Searchable Packet 458 of 495 9. From the 2022 Playground Prioritizations 9. PLAYGROUNDSFY 2023-24 CIP 5-Year Plan 459 CC 03-03-2026 Searchable Packet 459 of 495 PLAYGROUND PRIORITIZATION LIST Playground Age Manufacturer Year Priority Equipment Observation Recommendation Photos Outreach ADA notes Canyon Oaks Preschool Gametime 1999 1 Slide There is a gap between the slide bed and the platform that might catch clothing, especially strings or cords that children could have around their necks. Slides should not have any spaces or gaps between the platform, section seams, or the start of the slide chute. The manufacturer should be contacted to determine what actions are appropriate to correct the gap. Canyon Oaks Preschool Gametime 1999 3 Webs There are spider webs in several areas of the composite structure. The spider webs should be removed. The undersides of all platforms should be inspected regularly to ensure hazards posed by insects are controlled. Canyon Oaks Preschool Gametime 1999 3 Platform The coating on several platforms is beginning to crack. This damage could compromise the integrity of the structure if the metal is exposed to the elements. The cracking could also present a trip hazard for children using the platform. The manufacturer should be contacted to determine what corrective actions can be taken to repair the coating on the platform. Canyon Oaks Preschool Gametime 1999 4 Play Surface Play surfaces throughout the playground showed signs of vandalism. The play surfaces should be cleaned in accordance with the manufacturers’ instructions. Creekside School Landscape Structures 1998 1 Slide Gaps were observed between the section seams of the slide that might catch clothing, especially strings or cords that children could have around their necks. To avoid potential entanglement hazards, slides should not have any spaces or gaps between the platform, section seams, or at the start of the slide chute. The manufacturer should be contacted to determine what steps should be taken to eliminate the entanglement hazard. Creekside School Landscape Structures 1998 2 Loose Fill Surfacing Material The loose fill surfacing material is not level with the top of the recommended surfacing mark. This may indicate that the depth of the loose fill material is inadequate. The City should ensure the loose fill surfacing material is maintained at the required depth and is evenly distributed throughout the playground equipment area. Creekside School Landscape Structures 1998 2 Platform There were bolts on the underside of some of the platforms that have two nuts on each bolt. Projections on playground equipment should not be able to entangle children’s clothing nor should they be large enough to cause an impalement hazard. One nut should be removed, and the bolt should be trimmed so that no more than two threads protrude. Any sharp edges or burrs should be removed. Creekside School Landscape Structures 1998 2 Bolts Rusted bolts were noted on the structure. Rust is a sign of metal deterioration, which may eventually compromise the structural strength of the equipment. Bolts and other hardware on all equipment should be checked on a regular basis and replaced in accordance with the manufacturer’s requirements. The City should review its playground maintenance program to ensure high-frequency inspections are conducted and documented. Creekside School Landscape Structures 1998 3 Paint Some of the surfaces of the composite structure showed signs of worn, chipping, or peeling paint. This may result in a child accidentally ingesting paint, and if the painted surfaces contain lead, there is the possibility of lead poisoning. In addition, having exposed areas of bare metal may cause increased deterioration in the components as a result of exposure to weather conditions. The manufacturer should be contacted to determine what steps should be taken to repaint surface. Creekside School Landscape Structures 1998 4 Play Surface Play surfaces throughout the playground showed signs of vandalism. The play surfaces should be cleaned in accordance with the manufacturer’s instructions. • 5 items related to path of travel work including play equipment area. • Cost: $18,000 • Transition plan has listed only 9 items total for this playground. • 3 items related to path of travel work including play equipment area. • Cost: $25,000 No Yes PAGE 1 OF 2 Note: Playground Inspections were conducted by an outside consultant, and these prioritizations were developed by PW Staff. 46 0 CC 03-03-2026 Searchable Packet 460 of 495 PLAYGROUND PRIORITIZATION LIST Oak Valley Preschool Gametime 1999 2 Bolts There are missing bolts from portals. All fastening devices are required to provide structural strength. The missing bolt should be replaced with manufacturer- approved hardware and in accordance with the manufacturer’s installation instructions. Oak Valley Preschool Gametime 1999 2 Skylight The surface of the skylight has a crack. Cracks will expand in time, which increases the risk of injury. The skylight should be checked, and the manufacturer of the composite structure contacted regarding the repair or the replacement of the porthole. Oak Valley Preschool Gametime 1999 3 Platform The coating on several platforms is beginning to crack. This damage could compromise the integrity of the structure if the metal is exposed to the elements. The cracking could also present a trip hazard for children using the platform. The manufacturer should be contacted to determine what corrective actions can be taken to repair the coating on the platform. Varian Preschool Gametime 1998 2 Bolts Rusted bolts were noted on the play structure. Rust is a sign of metal deterioration, which may eventually compromise the structural strength of the equipment. Bolts and other hardware on all equipment should be checked on a regular basis and replaced in accordance with the manufacturer's requirements. The City should review its playground maintenance program to ensure high-frequency inspections are conducted and documented. Varian Preschool Gametime 1998 3 Paint Some of the surfaces of the composite structure showed signs of worn, chipping, or peeling paint. This may result in a child accidentally ingesting paint, and if the painted surfaces contain lead, there is the possibility of lead poisoning. In addition, having exposed areas of bare metal may cause increased deterioration in the components as a result of exposure to weather conditions. The manufacturer should be contacted to determine what steps should be taken to repaint surfaces. Varian Preschool Gametime 1998 3 Slide The surfaces of the slides appear to have cracks. Cracks on the slide bed will increase with time, which increases the risk of injury. Contact the manufacturer of the composite structure for information on repairing the slide beds. • 3 items on the path of travel.The play equipment area was NOT called out. • Cost: $15,000 • Transition plan has listed only 5 items total for this playground. • 6 items on the path of travel, including play equipement area. • Cost: $13,000 No Yes PAGE 2 OF 2 46 1 CC 03-03-2026 Searchable Packet 461 of 495 9. From the 2022 Playground Prioritizations 9. PLAYGROUNDSFY 2023-24 CIP 5-Year Plan 10. From the 2024 Storm Drain Outfall Assessment report 462 CC 03-03-2026 Searchable Packet 462 of 495 1000 Broadway 510.903.6600 Tel Suite 320 510.903.6601 Fax Oakland, CA 94607 vaengineering.com Cupertino Storm Drain Outfall Assessment To: Jimmy Tan , PE (City of Cupertino) From: Connor Thomas (V&A); Noy Phannavong, PE (V&A) Date: August 20 , 2024 V&A #: 23-0026 Subject: Storm Drain Outfall Pipes and Structures Assessment Report Introduction V&A Consulting Engineers, Inc. (V&A) was retained by the City of Cupertino (City) to perform condition assessments as part of the Storm Drain Outfall Condition Assessment Project . The purpose of the condition assessment was to inventory the storm drain assets and to determine necessary improvements and maintenance activities for the outfall pipes and structures . The City maintains 17 5 outfall pipe segments, totaling approximately 17,051 feet, within the storm drain network. The outfall pipes discharges urban rainfall runoff from the City into various creeks/channels managed by the Santa Clara Valley Water District (Valley Water). V&A was tasked with assess ing the accessible outfall pipes along with the ir corresponding outfall structure and nearest upstream structure. The primary assessment method for the upstream and outfall structures consisted of visual examinations and documentation through photographs. Observed defects and corrosion of concrete and metal structures were rated using VANDA Condition Index Ratings. Key attribute information such as GPS location, diameter, pipe material, etc., of the structures were also documented. Data and attribute information will be submitted in a GIS shapefile format in conjunction with this report. For the outfall pipes, V&A retained Presidio Systems, Inc. (Presidio) to capture closed -circuit television (CCTV) footage of the pipes. Figure 1 below presents an overview map of the approximate locations of the outfall and upstream structures that were assessed . 463 CC 03-03-2026 Searchable Packet 463 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 2 Figure 1. Overview map of outfall pipe and structure locations. 464 CC 03-03-2026 Searchable Packet 464 of 495 Project No. 23-0026 – Cupertino Storm Drain Outfall Assessment 3 Assessment Methods Visual Assessment of Structures Qualitative visual evaluations were conducted from outside of the assessed structures, focusing on the condition of concrete and metal surfaces. Cracks, delamination, corrosion, and other concrete defects referenced in American Concrete Institute (ACI) 201.1R -92, “Guide for Making a Condition Survey of Concrete in Service” were documented with digital, still photographs. The condition of metal components and coatings were also evaluated and documented. It should be noted that much of the visual assessment data is subjective and is based upon V&A’s extensive experience evaluating concrete and metallic structures in the water and wastewater industries. Standardized ratings used to characterize condition were assigned based on the VANDA Concrete and Metal Condition Indices, as shown in the subsequent sections. 465 CC 03-03-2026 Searchable Packet 465 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 4 VANDA® Concrete Condition Index V&A created the VANDA Concrete Condition Index (Table 1) to provide consistent reporting of corrosion damage based on objective criteria. Concrete condition is rated from Level 1 to Level 5 based upon field observations and measurements, with Level 1 indicating the best case and Level 5 indicating severe damage. The individual criteria are applied based on engineering judgment to arrive at the overall rating. Table 1. VANDA® Concrete Condition Index Condition Rating Description Representative Photograph Level 1 Little or no damage to concrete ▪ Hardness ............... hard surface ▪ Surface profile ....... smooth, apparently intact ▪ Cracks .................... hairline width, minimal frequency ▪ Spalling .................. none ▪ Reinforcement ....... not exposed or damaged Level 2 Minor surface damage ▪ Hardness ............... soft surface layer to 1/8-inch depth ▪ Surface profile ....... fine aggregate exposed ▪ Cracks .................... hairline width, moderate frequency ▪ Spalling .................. shallow spalling, minimal frequency ▪ Reinforcement ....... not exposed or damaged Level 3 Moderate surface damage ▪ Hardness ............... soft surface layer to 1/4-inch depth ▪ Surface profile ....... large aggregate exposed or protruding ▪ Cracks .................... up to 1/32-inch width, moderate frequency ▪ Spalling .................. shallow spalling, minimal frequency ▪ Reinforcement ....... exposed; minor damage, minimal frequency Level 4 Loss of concrete mortar and damage to reinforcement ▪ Hardness ............... soft paste beyond 1/4-inch depth ▪ Surface profile ....... large aggregate exposed, loose, or missing ▪ Cracks .................... 1/8- to 1/4-inch width, moderate frequency ▪ Spalling .................. deep spalling, moderate frequency ▪ Reinforcement ....... exposed with damage, moderate frequency Level 5 Bulk loss of concrete and reinforcement ▪ Hardness ............... soft paste beyond 1-inch depth ▪ Surface profile ....... large aggregate exposed, loose, or missing ▪ Cracks .................... over 1/2-inch width, or narrower and frequent ▪ Spalling .................. deep spalling, high frequency ▪ Reinforcement ....... consumed; loss of structural integrity © 2020 V&A Consulting Engineers, Inc. All rights reserved. 466 CC 03-03-2026 Searchable Packet 466 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 5 VANDA® Metal Condition Index V&A created the VANDA Metal Condition Index (Table 2 ) to provide consistent reporting of corrosion damage based on objective criteria. Metal condition is rated from Level 1 to Level 5 based upon field observations and measurements, with Level 1 indicating the best case and Level 5 indicating severe damage. The individual criteria are applied based on engineering judgment to arrive at the overall rating. Table 2. VANDA® Metal Condition Index Condition Rating Description Representative Photograph Level 1 Little or no corrosion ▪ Wall thickness loss, general ...... none ▪ Wall thickness loss, pitting ........ none to minimal ▪ Extent (area) of corrosion .......... may be widespread but superficial Level 2 Minor corrosion ▪ Wall thickness loss, general ...... up to 20% ▪ Wall thickness loss, pitting ........ up to 20% ▪ Extent (area) of corrosion .......... localized Level 3 Moderate corrosion ▪ Wall thickness loss, general ...... 20% to 40% ▪ Wall thickness loss, pitting ........ 20% to 60% ▪ Extent (area) of corrosion .......... up to half of surface Level 4 Severe corrosion ▪ Wall thickness loss, general ...... 40% to 60% ▪ Wall thickness loss, pitting ........ 60% to 100% (pinholes) ▪ Extent (area) of corrosion .......... most of surface Level 5 Failure or imminent failure ▪ Wall thickness loss, general ...... greater than 60% ▪ Wall thickness loss, pitting ........ 100% (holes) ▪ Extent (area) of corrosion .......... most or all of surface © 2020 V&A Consulting Engineers, Inc. All rights reserved. 467 CC 03-03-2026 Searchable Packet 467 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 6 Closed-Circuit Television Assessment of Outfall Pipes Presidio perform ed CCTV of the outfall pipes. This method of traditional CCTV consists of a color CCTV camera and light system mounted to a wheeled crawler. The camera is equipped with tilt, rotation, and zoom capabilities to capture detailed observations of defects. Video images are captured via a recording console, and the camera is controlled from the CCTV truck at the surface access point through a coaxial cable that also allows the distance to be recorded in feet. Observations were noted per the National Association of Sewer Services Companies (NASSCO) Pipeline Assessment Certification Program (PACP). The PACP report s from Presidio are attached in Appendix A . Findings Outfall Pipes CCTV assessments of the outfall pipes were conducted between the outfall opening and the nearest upstream catch basin. Presidio assessed approximately 16,000 feet of outfall piping across 176 sites. These pipes typically consisted of reinforced concrete pipe (RCP) and corrugated metal pipe (CMP). There were also pipes made of polyethylene (PE), polyvinyl chloride (PVC), cast iron (CI), ductile iron (DI), and high-density polyethylene (HDPE), though these were fewer in number. Pipe sizes varied widely and ranged from 8 to 84 inches. The PACP reports provided by Presidio can be found in Appendix A , and the CCTV videos will be submitted to the City in electronic format. The CCTV data obtained by Presidio was evaluated using the standards established by the NASSCO PACP. In particular, NASSCO’s Quick Rating standards are used to rate the condition of the pipe segments assessed. The Quick Rating is a four -character code that describes the occurrence of the two highest severity defect grades in a pipeline. Severity grading ranges from 1 to 5. The grades, as defined by NASSCO, are shown in Table 3. Table 3. NASSCO PACP Rating System Rating Description 5 Most significant defect grade 4 Significant defect grade 3 Moderate defect grade 2 Minor to moderate defect grade 1 Minor defect grade or no defect The first and third characters of the Quick Rating code , as shown in Figure 2, describe the highest severity grade and second highest severity grade along the pipe segment, respectively. The second and fourth characters describe how often the highest and second -highest severity grades occurred in a pipe segment. The number of occurrences is represented by a number between 1 and 9. However, if the number of occurrences exceeds 9, letters are used to represent a range of numbers. For example, the letter A represents 10 to 14 occurrences, B represents 15 to 19, C represents 20 to 24, etc. Figure 2 below is a graphic from the NAASCO/PACP manual that further describes this coding system. 468 CC 03-03-2026 Searchable Packet 468 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 7 Figure 2. NAASCO/PACP Quick Ratings graphic. Defects are also split into two categories: structural and operations and maintenance (O&M). Structural defects typically rate the structural integrity of a structure and note defects such as cracking, holes, deformation, joint separations, and more. O&M defects categorize the observations that have an impact on the maintenance and operations of a pipe, such as sediment deposits, roots, obstacles, pipe turns, and more. Structural defects typically represent a higher priority than O&M defects. Presidio assessed 20 5 pipe segments across 175 sites. However, 21 sites could not be assessed either due to a lack of access or because the access structures could not be located. A list of the unassessed outfall pipes is compiled in Appendix E. The reason that the number of pipe segments exceeded the number of sites is that several previously unknown manholes were discovered during the CCTV assessments. These manholes were named after the connecting outfall and given a letter (i.e. SWST 1375 A). The letters would progress from A, B, C, etc., if there were multiple unknown manholes in the pipeline. Table 4 summarizes the number of occurrences of NASSCO structural defects as the highest defect grade along a pipe segment. The NASSCO structural ratings of individual pipe segments can be referenced in Appendix B along with overview maps of the structural Grade 4 and Grade 5 defects. Table 4. Summary of Highest Structural Defect Grades Across Assessed Pipe Segments Highest NASSCO Defect Grade Rating Description No. of Pipe Segments Percentage of Total 5 Most significant defect grade 52 26% 4 Significant defect grade 11 5% 3 Moderate defect grade 3 4 17% 2 Minor to moderate defect grade 2 1% 1 Minor defect grade or no defects 106 52% 469 CC 03-03-2026 Searchable Packet 469 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 8 Table 5 summarizes the number of occurrences of NASSCO O&M defect grades as the highest defect grade along a pipe segment. The NASSCO O&M ratings of individual pipe segments can be referenced in Appendix B along with overview maps of the O&M Grade 4 and Grade 5 defects. Table 5. Summary of Highest O&M Defect Grades Across Assessed Pipe Segments Highest NASSCO Defect Grade Rating Description No. of Pipe Segments Percentage of Total 5 Most significant defect grade 19 9% 4 Significant defect grade 21 10% 3 Moderate defect grade 41 20% 2 Minor to moderate defect grade 54 26% 1 Minor defect grade or no defects 70 34% The condition of the outfall pipes varied depending on the material used. RCP was one of the most common material types and typically only exhibited Grade 2 structural defects and lower. Grade 3 defects were uncommon but did appear in some of the outfall pipe segments. Grade 4 to 5 defects were rare but were present in a few outfall pipes . CMP was another common material used for pipelines. Many pipelines that were comprised of multiple materials typically used CMP at the end of a pipeline towards the outfall. Grade 3, 4, and 5 defects were common in pipelines that were constructed from CMP. This is because CMP is susceptible to corrosion, which leads to holes developing in the pipes. The lining, if present, would typically also degrade at the bottom half of the pipe. Though not as common, a number of CMP pipelines also showed signs of deformation. Similar to the RCP pipelines, O&M defects usually consisted of roots present in the pipe or sediment and debris. Uncommon material types, such as plastic, which includes PVC and HDPE, and metals, such as DI and CI, were typically in good condition. Plastic pipes had very few defects and no Grade 4 or 5 defects except for one HD PE pipe that had nails puncturing the pipe walls. The metal segments of the pipelines, not including CMP, were also in good condition and had no Grade 4 or 5 defects. O&M defects were generally slightly more common than structural defects and usually had to do with debris or obstructions in the pipeline. The G rade 4 and Grade 5 defects usually represented a level of debris in the pipeline that prevented or nearly prevented the CCTV crawler from progressing further into a pipe. Lower grades were usually roots in the pipes or lower levels of sediment. Photo 1 through Photo 12 show some of the notable structural and O&M defects for the outfall pipes. Appendix B provides a list of the assessed outfall pipes along with a summary of the structural and O&M defects, and the NASSCO Quick Rating for each pipe segment. 470 CC 03-03-2026 Searchable Packet 470 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 9 Photo 1. Broken RCP (Grade 4); SWPP724. Photo 2. Crack longitudinal hinge on RCP, (Grade 4); SWPP4745. Photo 3. Grade 4 structural defect on CMP; Grade 3 O&M defect (debris); SWPP4896. Photo 4. Grade 5 structural defect on CMP (hole); SWPP1698. Photo 5. Grade 5 structural defect on CMP (holes at invert); SWPP3232. Photo 6. Grade 5 structural defecton CMP (large hole/void); SWPP3360. 471 CC 03-03-2026 Searchable Packet 471 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 10 Photo 7. Hole with soil visible on CMP (VANDA Level 5); SWPP4745. Photo 8. Hole in CMP pipeline due to corrosion (Grade 5); SWPP4896. Photo 9. O&M Grade 4 defect due to debris; SWPP4643. Photo 10. O&M Grade 5 defect due to debris; SWPP3661. Photo 11. O&M Grade 4 defect due to concrete deposits; SWPP1546 Photo 12. Grade 5 defect due to roots, dirt, and debris; SWPP3283. 472 CC 03-03-2026 Searchable Packet 472 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 11 Outfall Structures V&A assessed the condition of 117 outfall structures . This number does not include those that could not be located or accessed during the assessment . The assessed structures consisted of open channels, concrete headwalls , and other features . At some sites, no structure existed , and the outfall pipe was exposed to the surrounding environment. The condition of these structures was evaluated using the VANDA rating scale described in Sections 1.1.1 and 1.1.2. Most of the sites with structures were in VANDA Level 2 to 3 condition. This indicates that the structures were typically in good to moderate condition. Of the 117 outfalls , three (3 ) were in VANDA Level 5 condition, and three (3 ) were in VANDA Level 4 condition, which are considered poor condition s. Table 6 summarizes the VANDA ® concrete condition ratings of the outfall structures. Individual structure ratings are provided in Appendix B. Table 6. Summary of VANDA® Concrete Condition Ratings for Outfall Structures VANDA® Concrete Condition Rating Rating Description No. of Structures 5 Severe damage, imminent failure 3 4 Moderate to severe damage 3 3 Moderate surface damage 2 3 2 Minor surface damage 76 1 Little or no damage to concrete 12 Level 5 defects are defined by structural failures or imminent failures of the outfall structures. These would include the collapse of the structure, the structure no longer being able to support the pipe, and major structural defects such as large cracks , breaks, or undermining of the structure. Photo 13 through Photo 15 show the three structures that were in VANDA Level 5 condition, such as structure SWST3548, which collapsed on itself and the pipe. Level 4 defects are characterized by moderate to severe damage to the structure that has not yet reached the point of failure or imminent failure but is likely to reach that point in the near future. In the case of the outfall structures, missing structural elements, moderate to severe concrete deterioration, and moderate to severe cracking are indicative of a Level 4 condition. Photo 16 through Photo 18 show the Level 4 condition outfall structures. Level 3 defects are characterized by moderate damage to the structure. This would include large aggregate visible due to concrete deterioration, moderately frequent cracks , and spalling of the concrete . Photo 19 through Photo 22 examples of structures with Level 3 defects. Level 2 defects are defined as minor damage to structures and were the most common . Defects include small aggregate being visible and superficial cracks on the concrete surface. Photo 23 and Photo 24 are examples of the minor surface damage that denotes Level 2 defects for the structures. Level 1 condition is characterized by structures having no defects . 473 CC 03-03-2026 Searchable Packet 473 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 12 Photo 13. Collapsed outfall structure SWST3548 (VANDA Level 5). Photo 14. Large cracking of outfall structure; undermining (VANDA Level 5); SWST25337. Photo 15. Failure of the headwall and undermining at SWST3786 (VANDA Level 5). Photo 16. Collapsed outfall structure SWST2041 (VANDA Level 4). Photo 17. Severe damage to outfall headwall SWST4805 (VANDA Level 4). Photo 18. Severe damage to outfall headwall SWST4807 (VANDA Level 4). 474 CC 03-03-2026 Searchable Packet 474 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 13 Photo 19. Spalling of outfall structure SWST26153 (VANDA Level 3). Photo 20. Moderate surface damage on outfall structure SWST25297 (VANDA Level 3). Photo 21. Moderate cracking of outfall structure SWST26153 (VANDA Level 3). Photo 22. Moderate surface damage and cracking of outfall structure SWST3528 (VANDA Level 3). Photo 23. Minor surface damage to outfall structure SWST433 (VANDA Level 2). Photo 24. Minor surface damage to outfall structure SWST3549 (VANDA Level 2). 475 CC 03-03-2026 Searchable Packet 475 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 14 Upstream Structures V&A assessed the condition of 1 45 upstream structures, not including several structures that could not be found or accessed at the time of the assessment . It should be noted that several previously unknown manholes/upstream structures were discovered throughout the CCTV assessment, but the se were not visually assessed. The concrete surfaces of the upstream structures were typically in good condition across the board. Most structures were either in VANDA Level 2 or 3 condition , meaning they were in good or moderate condition, respectively. Of the 145 structures, none were in VANDA Level 5 condition, and three (3) were in VANDA Level 4 condition , which is poor condition. Some structures were inaccessible and couldn’t be assessed. Table 7 summarizes the VANDA ® concrete condition ratings of the structures. Individual structure ratings are provided in Appendix B. Table 7. Summary of VANDA® Concrete Condition Ratings for Upstream Structures VANDA® Concrete Condition Rating Rating Description No. of Manholes 5 Bulk loss of concrete and reinforcement 0 4 Loss of concrete mortar and damage to reinforcement 3 3 Moderate surface damage 37 2 Minor surface damage 9 9 1 Little or no damage to concrete 6 Defects in the upstream structures are categorized similarly to those in the outfall structures. SWST24885, SWST10461, and SWST2015 were the three structures with a Level 4 condition rating. SWST24885 was found with multiple large cracks s panning the structure that could jeopardize the structural integrity of the catch basin . SWST10461 exhibited signs of moderate surface damage and multiple gaps that exposed voids. These voids left gaps at the joint in the structure and underneath the cover frame. SWST2015 had a broken catch basin cover. Photo 25 through Photo 27 show these observations. Level 3 defects primarily consisted of moderate cracking, moderate surface damage that exposed large aggregates, concrete spalling of the concrete surfaces, and degradation of the concrete underneath the cover frame. Photo 28 through Photo 33 show common examples of Level 3 defects in the upstream structures. Like the outfall structures, Level 2 defects were the most common and typically consisted of minor surface damage exposing small aggregate and superficial cracking along the concrete surfaces. Photo 34 and Photo 35 show what those defects generally looked like. 476 CC 03-03-2026 Searchable Packet 476 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 15 Photo 25. Frequent cracking along catch basin SWST24885 (VANDA Level 4). Photo 26. Moderate surface damage and voids in SWST10461 (VANDA Level 4). Photo 27. Broken catch basin cover; SWST2015 (VANDA Level 4). Photo 28. Moderate crack in structure SWST3066 (VANDA Level 3). Photo 29. Moderate surface damage in SWST434 (VANDA Level 3). Photo 30. Moderate cracking of SWST1411 (VANDA Level 3). 477 CC 03-03-2026 Searchable Packet 477 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 16 Photo 31. Concrete spalling and moderate cracking of SWST4473 (VANDA Level 3). Photo 32. Deterioration of concrete under cover frame in SWST2156 (VANDA Level 3). Photo 33. Moderate surface damage of SWST15657 SWST26153 (VANDA Level 3). Photo 34. Minor surface damage SWST2412 (VANDA Level 2). Photo 35. Minor surface damage of SWST1179 (VANDA Level 2). 478 CC 03-03-2026 Searchable Packet 478 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 17 GIS Discrepancies There were a number of discrepancies between what had been previously recorded in the GIS data and what was discovered during the field assessments. These discrepancies included differing pipe diameters and lengths , additional structures that weren’t previously recorded , and missing/non-existent structures or pipes . A list of these discrepancies and their associated site has been compiled in Appendix D . Conclusions Based on the findings of the condition assessment , V&A presents the following conclusions for the condition of the outfall pipes and their associated structures . Outfall pipes ▪ From a structural perspective: ▪ RCP, PVC, PE, HDPE, DI, and CI pipe segments were typically in good condition with only a few outliers, if any. ▪ CMP pipe segments typically varied from moderate to poor condition. Corrosion was very common in these pipelines and sometimes resulted in the formation of holes within the piping. Some of the pipes also showed signs of deformation. ▪ From an O&M standpoint: ▪ Roots, debris, and sediment have caus ed moderate to significant O&M defect grades for 40% of the outfall pipes with 49% of these segments having Grade 4 or Grade 5 O&M defects . ▪ 6 0% of the outfall pipes have minor O&M defects. In general, these defects do not warrant action at this time. Outfall and Upstream Structures ▪ A vast majority of outfall structures were in VANDA Level 1 or 2 condition. 23 structures were in VANDA Level 3 condition, three (3) were in VANDA Level 4 condition, and another three (3) were in VANDA Level 5 condition. ▪ Like the outfall structures, the upstream structures were mostly in VANDA Level 1 or 2 condition. 37 structures were in VANDA Level 3 condition, three (3) were in VANDA Level 4 condition, and none were in VANDA Level 5 condition . 479 CC 03-03-2026 Searchable Packet 479 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 18 Recommendations Based on the results of the condition assessment , V&A presents the following recommendations for the City to consider. Outfall pipes Table 8 summarizes the repair and rehabilitation recommendations for the outfall pipes. Table 8. Summary of Outfall Pipe Repair and Rehabilitation Recommendations NASSCO Defect Grade No. of Pipe Segments Recommendation 5 52 Repair or rehabilitate pipe s within 2 years 4 11 Repair or rehabilitate pipe s in 2 – 5 years 3 3 4 Repair or rehabilitate pipe s in 5 – 10 years 2 2 Reassess pipes in 10 years 1 106 Reassess pipes in 10 years Table 9 summarizes the O&M recommendations for the outfall pipes. Table 9. Summary of Outfall Pipe O&M Recommendations NASSCO Defect Grade No. of Pipe Segments Recommendation 5 19 Perform maintenance prior to the upcoming wet weather season 4 21 Perform maintenance within 2 years 3 41 Perform maintenance in 2 – 5 years 2 54 Reassess pipes in 10 years 1 70 Reassess pipes in 10 years Outfall and Upstream Structures Table 10 summarizes the repair recommendations for the outfall structures. Table 10. Summary of Outfall Structure Repair Recommendations VANDA® Concrete Condition Rating No. of Structures Recommendation 5 3 Repair the structure s within 2 years 4 3 Repair the structure s in 2 – 5 years 3 23 Repair the structure s in 5 – 10 years 2 76 Reassess the structure s in 10 years 1 12 Reassess the structure s in 10 years 480 CC 03-03-2026 Searchable Packet 480 of 495 Project No. 23 -0026 – Cupertino Storm Drain Outfall Assessment 19 Table 11 summarizes the repair recommendations for the upstream structures. Table 11. Summary of Upstream Structure Repair Recommendations VANDA® Concrete Condition Rating No. of Structures Recommendation 5 0 Repair the structure s within 2 years 4 3 Repair the structure s in 2 – 5 years 3 37 Repair the structure s in 5 – 10 years 2 99 Reassess the structure s in 10 years 1 6 Reassess the structure s in 10 years 481 CC 03-03-2026 Searchable Packet 481 of 495 CITY OF CUPERTINO Agenda Item Subject: City Manager Report CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 482 CC 03-03-2026 Searchable Packet 482 of 495 Thursday, February 26, 2026 A Message from the City Manager Hello Neighbors, As February unfolds, our community has already experienced meaningful moments of connection, including celebrating locally for the Big Game and the first monthly Mayor Chat of the Year. With Presidents’ Day weekend and the Mid-Year Recess for local schools, it has been encouraging to see neighbors staying active and engaged. In this edition, you’ll find opportunities to share your input, including the Health and Safety Element, now open for public review, along with an update on the Priority Housing Site townhome development and details about upcoming events such as tonight’s annual State of the City, the Big Bunny 5K, and the Teen Resource Fair. Thank you for staying engaged and informed. Our work continues to be shaped by your feedback and participation. I hope to see many of you at the State of the City address tonight at Quinlan Community Center. Doors open at 6 p.m. and the program begins at 6:30 p.m. Read the full City Manager’s Newsletter February 26, 2026 and all previous editions at cupertino.gov/cmnewsletter. Warm Regards, Tina Kapoor, City Manager 483 CC 03-03-2026 Searchable Packet 483 of 495 CITY OF CUPERTINO Agenda Item Subject: Councilmember Reports CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 484 CC 03-03-2026 Searchable Packet 484 of 495 1 CITY COUNCILMEMBER REPORT Meeting: March 3, 2026 Reporting Councilmember: Councilmember J.R. Fruen Report Dates: 2/10/26 to 2/23/26 Item Date, Title, and Description: Event 1. February 10, 2026 – Meeting with the City Manager – I met with City Manager Tina Kapoor to go over upcoming council agenda items, items of interest, and issues raised by residents. Event 2. February 11, 2026 – Working Families Housing Policy Committee – I attended this meeting at the invitation of Working Partnerships USA as part of an effort to develop alternative funding models for affordable housing development. I provided information and feedback. Event 3. February 12, 2026 – Santa Clara County Library District JPA Board Meeting – I attended this meeting in my capacity as Cupertino’s representative on the Board. Meeting materials are available at the Library District’s website here. Event 4. February 12, 2026 – Cities Association of Santa Clara County Legislative Action Committee Meeting – I attended this meeting in my capacity as the LAC’s former chair and the CASCC’s Vice President to supply additional context and information as needed. Event 5. February 19, 2026 – Cupertino Chamber of Commerce Lunar New Year Luncheon – I attended this annual event to celebrate the Lunar New Year. This year’s event shifted venues to the Marriot Residence Inn at Main Street and was exceptionally well attended. Event 6. February 23, 2026 – Meeting with the City Manager – I met with City Manager Tina Kapoor to go over upcoming council agenda items, items of interest, and issues raised by residents. 485 CC 03-03-2026 Searchable Packet 485 of 495 1 CITY COUNCILMEMBER REPORT Meeting: March 3, 2026 Reporting Councilmember: Councilmember Sheila Mohan Report Dates: 2/10/26 to 2/23/26 Item Date, Title, and Description: 2/19/26 Attended the Lunar New Year Celebration hosted by the Cupertino Chamber of Commerce. As always, the event was well attended, well organized and entertaining. Thanks to Chamber staff, volunteers and sponsors for their efforts. 2/20/26 Participated in a panel discussion hosted by high school students on the challenges facing Cupertino. Questions were mostly about bike lanes, the SV hopper, enrollment issues and housing. 486 CC 03-03-2026 Searchable Packet 486 of 495 1 CITY COUNCILMEMBER REPORT Meeting: March 3, 2026 Reporting Councilmember: Mayor Kitty Moore Report Dates: 2/9/26 to 2/23/26 Item Date, Title, and Description: February 9, 2026. Agenda look-ahead with Staff. February 9, 2026. SVCE Chinese Class. Introduction to the Lunar New Year holiday customs and associated Mandarin phrases. February 9, 2026. Sheriff Contract Ad Hoc Committee meeting. February 10, 2026. Met with staff to discuss the Legislative Review Committee. February 11, 2026. Special City Council Meeting Closed Session. February 11, 2026. Check in with City Manager. February 11, 2026. Monthly Mayor’s Chat at Monta Vista Recreation Center. Delivered a Mayor’s Report, took Q and As with Mayor and Staff live and remote responding, this was an exciting refinement. The meeting was very well attended, which was greatly appreciated. February 12, 2026. VTA Policy Advisory Committee. Agenda Packet: https://santaclaravta.iqm2.com/Citizens/FileOpen.aspx?Type=1&ID=4355&Inline=T rue The Sunnyvale Via shuttle for the Peery Park area was discussed and there was notable interest in having shuttles for all of the cities. We will be discussing micro transit at a future meeting with cities providing input from how our system is doing in terms of cost, ridership, and long-term sustainability. 487 CC 03-03-2026 Searchable Packet 487 of 495 City Council Mayor Moore Report 2 February 13, 2026. D5 Mayors Meeting with Supervisor Abe-Koga. Discussed the unhoused, the unhoused task force report, rotating safe parking, and RV ordinances. February 18, 2026. Agenda look-ahead meeting with Staff. February 18, 2026. Sheriff’s Contract Ad-hoc Committee meeting. February 19, 2026. Cupertino Chamber of Commerce Lunar New Year Celebration. The Chamber’s event sold out this year! This lively and fun event included a dragon which greatly enjoyed eating all of the red envelopes! February 19, 2026. Special and Regular Meeting of the Cupertino City Council. February 19, 2026. Check in with Staff. February 21, 2026. Visited a CARES Emergency Operations drill at City Hall briefly before getting my Ham/GMERS radio programmed. In Cupertino, CERT (Community Emergency Response Team) focuses on hands-on disaster skills like search and rescue, first aid, and fire safety to assist neighbors when professional help is delayed. CARES (Cupertino Amateur Radio Emergency Service), meanwhile, manages emergency communications, using ham radio to link the city’s Emergency Operations Center with various field sites when standard networks fail. Essentially, CERT handles the physical response on the ground, while CARES ensures the flow of critical information through the airwaves. February 22, 2026. ANCCS Year of the Horse Celebration at the Taipei Cultural Center in Milpitas. Attended this event with local electeds with an opportunity to share the Cupertino Mandarin Staff learning program with Principal Kuo and Vice Mayor Chao present. Additionally, we had an opportunity to practice our Chinese calligraphy, were led in an amusing dance, and I visited with the Story Lamp project coordinators who travel with student art displays sharing the theme of family and food traditions of Taiwan to learn about their project. 488 CC 03-03-2026 Searchable Packet 488 of 495 City Council Mayor Moore Report 3 February 23, 2026. Continued working on SOTC event. February 23, 2026. SVCE Chinese Class. Today we learned about the Spring Festival and customs. Happy Lunar New Year and Happy Spring Festival! (March 3, 2026) 489 CC 03-03-2026 Searchable Packet 489 of 495 CITY OF CUPERTINO Agenda Item Subject: Upcoming Draft Agenda Items Report CITY OF CUPERTINO Printed on 2/26/2026Page 1 of 1 490 CC 03-03-2026 Searchable Packet 490 of 495 Upcoming Draft Agenda Items CITY OF CUPERTINO City Council Tuesday, March 17, 2026 Study SessionStudy Session 26-14827 Subject: Study Session on the Wolfe Road Project Consent Calendar 26-14792 Subject: Approval of an Amendment to Agreement with Granicus in the amount of $______ 26-14778 Subject: 2025 General Plan and Housing Element Annual Progress Report (APR) 26-14894 Subject: Review of Future agenda items requested by City Councilmembers (“TBD List”) 26-14896 Subject: Approval of February 24, 2026 City Council meeting minutes 26-14897 Subject: Award a construction contract for the 2025 Concrete Reconstruction Project to Villalobos & Associates, Inc. for removal and replacement of concrete curbs, gutters, sidewalks, and pedestrian ramps in the amount of $1,105,202.14 25-14213 Subject: Approval of an agreement to replace Cupertino’s HR and Financial Enterprise Resource Planning (ERP) system 25-14424 Subject: Ratifying Accounts Payable for the periods ending 25-14671 Subject: Approval of March 3, 2026 City Council meeting minutes Public Hearings 26-14876 Subject: Consider a Tentative Map, Architectural and Site Approval, and Tree Removal Permit for the construction of a 51-unit townhome condominium development on Priority Housing Sites 29 through 32. The project utilizes Senate Bill 330 and provisions of State Density Bonus law. (Application No(s): TM-2024-009, ASA-2024-015, TR-2024-044; Applicant: SummerHill Homes, LLC; Location: 10857, 10867, 10877, and 10887 Linda Vista Drive; APNs: 356-06-001, -002, -003, and -004). Future Agenda Items 25-14695 Subject: Upcoming Draft Agenda Items Report Action Calendar 25-14490 Subject: Adopt the Other Post-Employment Benefits (OPEB) and Pension Trust Investment Policies Page 1 Printed on 2/26/2026 DRA F T 491 CC 03-03-2026 Searchable Packet 491 of 495 Thursday, February 26, 2026 26-14889 Subject: Consider Potential November 2026 Revenue Ballot Measure. (Continued on February 19, 2026) 26-14785 Subject: Introduce Ordinance No. 25-2279: “An Ordinance of the City Council of the City of Cupertino Amending City Code Title Five (Business Licenses and Regulations) to Establish Chapter 5.51 to Regulate Film Production.” 26-14851 Subject: City property - Blesch for City Work Program Councilmember Reports 25-14625 Subject: Councilmember Reports City Manager Report 25-14651 Subject: City Manager Report Tuesday, April 7, 2026 Ceremonial ItemsCeremonial Items 26-14833 Subject: Proclamation in Recognition of April as Donate Life Month Consent Calendar 26-14773 Subject: Receive the Monthly Treasurer's Report for 26-14754 Subject: Construction contract for the Sports Center and Quinlan Community Center Rooftop Repair Project, to address leaks, to ______ in the amount of $______. 25-14672 Subject: Approval of March 17, 2026 City Council meeting minutes 25-14436 Subject: Ratifying Accounts Payable for the periods ending Public Hearings 25-14593 Subject: Consider a Use Permit, Tentative Map, Architectural and Site Approval, and Tree Removal Permit to consider the construction of a 122-unit residential development, consisting of 66 small-lot single family homes and 56 townhomes at Steven’s Creek Office Center and a retail building (Voyager Coffee and Panera Bread). The project utilizes Senate Bill 330 and provisions of State Density Bonus law. (Application No(s): U-2024-008, TM-2024-006, ASA-2024-011, TR-2024-033; Applicant(s): Harvest Properties, Inc.; Location: 20807, 20813, 20823, & 20883 Stevens Creek Blvd; APNs: 326 32 050, -051, -052, and-053). Future Agenda Items 25-14696 Subject: Upcoming Draft Agenda Items Report Action Calendar Page 2 Printed on 2/26/2026 DRA F T 492 CC 03-03-2026 Searchable Packet 492 of 495 Thursday, February 26, 2026 25-14125 Subject: Introduce first reading of an ordinance to make minor updates and minor technical corrections to the Cupertino Municipal Code as follows: amending (Title 5 Business Licenses and Regulations, Chapter 5.04 Administration, Section 5.04.480 Appeal Procedure) and (Title 11 Streets and Vehicles, Chapter 11.28 Miscellaneous Parking Regulations, Sections 11.28.010 Definitions and 11.28.050 Sale of Merchandise); 3.23.020 Definitions. ("Public works project") to align with AB2192; 13.04.180 Advertising and Sale Restrictions; 13.04.130 Behavior of Persons in Parks (P) Feeding Waterfowl Prohibited 25-14532 Subject: Review of contractual duties and scope of work for Cupertino Chamber of Commerce agreement (Moore/Chao added by email on 10/1/25 and 11/10/25) 26-14755 Subject: Revisions to Plastic Bag ordinance to align with State requirements. 26-14886 Subject: Regional Plans to Address Homelessness Councilmember Reports 25-14626 Subject: Councilmember Reports City Manager Report 25-14652 Subject: City Manager Report Tuesday, April 21, 2026 Ceremonial ItemsCeremonial Items 26-14861 Subject: Recognition of Administrative Professionals Week, April 19-25 Consent Calendar 26-14758 Subject: Award a Construction contract for the 2026 Pavement Maintenance Phase 1 Project to ___________ in the amount of $__________. 26-14759 Subject: Extension of Contract with _____ for Crossing Guard services for a term of two years 26-14760 Subject: Authorize the installation of a new traffic signal at Tantau/Forge 26-14761 Subject: Award a Construction contract for the 2026 Pavement Maintenance Phase 2 Project to ___________ in the amount of $__________. 25-14673 Subject: Approval of April 7, 2026 City Council meeting minutes Page 3 Printed on 2/26/2026 DRA F T 493 CC 03-03-2026 Searchable Packet 493 of 495 Thursday, February 26, 2026 25-14128 Subject: Second reading and enactment of an ordinance to make minor updates and minor technical corrections to the Cupertino Municipal Code as follows: amending (Title 5 Business Licenses and Regulations, Chapter 5.04 Administration, Section 5.04.480 Appeal Procedure) and (Title 11 Streets and Vehicles, Chapter 11.28 Miscellaneous Parking Regulations, Sections 11.28.010 Definitions and 11.28.050 Sale of Merchandise); 3.23.020 Definitions. ("Public works project") to align with AB2192; 13.04.180 Advertising and Sale Restrictions; 13.04.130 Behavior of Persons in Parks (P) Feeding Waterfowl Prohibited 25-14427 Subject: Receive the Monthly Treasurer's Investment Report for Future Agenda Items 25-14697 Subject: Upcoming Draft Agenda Items Report Action Calendar 25-14521 Subject: Approval to execute a contract with Santa Clara County Office of the Sheriff for a five-year period 2025/26 to 2030/31 Councilmember Reports 25-14627 Subject: Councilmember Reports City Manager Report 25-14653 Subject: City Manager Report Tuesday, May 5, 2026 Ceremonial ItemsCeremonial Items 26-14862 Subject: Recognition of Law Day on Friday, May 1, 2026 26-14863 Subject: Recognition of Public Service Recognition Week (first full week of May), Sunday, May 3, 2026-Saturday, May 9, 2026 Consent Calendar 25-14674 Subject: Approval of April 21, 2026 City Council meeting minutes 25-14446 Subject: Receive the Monthly Treasurer's Report for 25-14428 Subject: Receive the Monthly Treasurer's Investment Report for 25-14066 Subject: Approve a Fourth Amendment with Avocette Technologies, Inc., for Accela Configuration and Support services for a total not-to-exceed amount of $620,300 through June 30, 2028. 25-14201 Subject: Accept Federal grant funding and award design professional services agreement to XXXXXXXX for a total-not-to-exceed contract amount of $XXX,XXX for the McClellan Road Bridge Reconstruction Project. Future Agenda Items 25-14698 Subject: Upcoming Draft Agenda Items Report Councilmember Reports Page 4 Printed on 2/26/2026 DRA F T 494 CC 03-03-2026 Searchable Packet 494 of 495 Thursday, February 26, 2026 25-14628 Subject: Councilmember Reports City Manager Report 25-14654 Subject: City Manager Report Monday, May 11, 2026 Study SessionStudy Session 26-14871 Subject: Proposed Budget FY26-27 Study Session Tuesday, May 19, 2026 Study Session 25-14461 Subject: Initial Study Session on Fiscal Year (FY) 2026-27 Proposed Budget Ceremonial Items 26-14864 Subject: Recognition of Public Works Week, May 17-23, 2026 Consent Calendar 26-14791 Subject: Accept the Grants Policy Update and Staff Report 26-14895 Subject: Award a contract to XXX, for STEAM Enrichment Programs for a total not-to-exceed amount of $XXX. 25-14463 Subject: Accept the City's Investment Policy 25-14464 Subject: Receive the FY 2024-25 Annual Comprehensive Financial Report (ACFR) and related supplemental reports 25-14455 Subject: Receive the Treasurer's Investment Report for Quarter Ending 25-14460 Subject: Receive the City Manager's Third Quarter Financial Report for Fiscal Year 2025-26 25-14437 Subject: Ratifying Accounts Payable for the periods ending 25-14675 Subject: Approval of May 5, 2026 City Council meeting minutes Future Agenda Items 25-14699 Subject: Upcoming Draft Agenda Items Report Action Calendar 25-14162 Subject: Introduction of Amendments to Municipal Code Section 2.88.100 Duties-Powers-Responsibilities of the Audit Committee Councilmember Reports 25-14629 Subject: Councilmember Reports City Manager Report 25-14655 Subject: City Manager Report Page 5 Printed on 2/26/2026 DRA F T 495 CC 03-03-2026 Searchable Packet 495 of 495