Cupertino City Council
February 17, 2022

CERTIFICATION

The Finance Manager hereby certifies to the accuracy of said records and to the availability of funds for payment.

CERTIFIED: _____________________________
Zach Korach, Finance Manager

159
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Main Account - Main Checking Account
Check
729485 01/28/2022 Open Accounts Payable ADVANTAGE GRAFIX $1,876.73 Invoice Date Description Amount
46040 09/24/2021 Streets - No Parking Sign $1,553.18
46279 01/04/2022 Business Cards $216.61
46329 01/20/2022 Business Cards $106.94
729486 01/28/2022 Open Accounts Payable AMERICAN STEAM CLEANING $6,200.00 Invoice Date Description Amount
19231 01/18/2022 Facilities - BBF Steam Clean $2,200.00 19221 01/11/2022 Facilities - Senior Center Steam Cleaning $2,000.00 19222 01/12/2022 Facilities - Rec Center Steam Clean $2,000.00 729487 01/28/2022 Open Accounts Payable AT&T $225.79
Invoice Date Description Amount
000017596708 01/12/2022 9391023216 (233-281-5494) 12/12/21-1/11/22 $70.16 000017596707 01/12/2022 9391023217 (237-361-8095) 12/12/21-1/11/22 $87.05 000017596706 01/12/2022 9391023218 (238-371-7141) 12/12/21-1/11/22 $68.58 729488 01/28/2022 Open Accounts Payable BAY AREA SELF STORAGE -

CUPERTINO
$646.00
Invoice Date Description Amount
18597 01/17/2022 Facilities - Feb 2022 Storage Fees $646.00 729489 01/28/2022 Open Accounts Payable CALIFORNIA ASSOCIATION PUBLIC

INFO OFFICIALS
$275.00
Invoice Date Description Amount
14514 12/16/2021 Esther - CAPIO Membership Renewal $275.00 729490 01/28/2022 Open Accounts Payable CINTAS CORPORATION $1,104.64 Invoice Date Description Amount
4108667943 01/25/2022 UNIFORMS SAFETY APPAREL $1,104.64 729491 01/28/2022 Open Accounts Payable COUNTY OF MARIN/CAL-SLA $2,520.00 Invoice Date Description Amount
19088-2022 01/25/2022 Annual Dues FY ending 6-30-2022 $2,520.00 729492 01/28/2022 Open Accounts Payable COUNTY OF SANTA CLARA $5,889.36 Invoice Date Description Amount
1800078761 10/19/2021 Law Enforcement Service for Diwali Festival - 10/16/21 $5,889.36 729493 01/28/2022 Open Accounts Payable COUNTY OF SANTA CLARA CLERK - RECORDER
$800.00
Invoice Date Description Amount
DIR-2021-008 01/25/2022 Exempt Filing $50.00
DIR-2021-011 01/25/2022 Exempt Filing $50.00
DP-2019-05 01/25/2022 Exempt Filing $50.00
R-2020-037 01/25/2022 Exempt Filing $50.00
R-2021-027 01/25/2022 Exempt Filing $50.00
R-2021-033 01/25/2022 Exempt Filing $50.00
R-2021-034 01/25/2022 Exempt Filing $50.00
R-2021-035 01/25/2022 Exempt Filing $50.00
RM-2020-024 01/25/2022 Exempt Filing $50.00
RM-2021-019 01/25/2022 Exempt Filing $50.00
Monday, January 31, 2022Pages: 1 of 15user: Vi Tran
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 160
CC 02-15-2022
160 of 278
Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
RM-2021-026 01/25/2022 Exempt Filing $50.00
RM-2021-031 01/25/2022 Exempt Filing $50.00
TR-2021-049 01/25/2022 Exempt Filing $50.00
TR-2021-051 01/25/2022 Exempt Filing $50.00
TR-2021-052 01/25/2022 Exempt Filing $50.00
TUP-2021-003 01/25/2022 Exempt Filing $50.00
729494 01/28/2022 Open Accounts Payable DAHL'S EQUIPMENT RENTALS INC $386.33 Invoice Date Description Amount
127964 11/02/2021 Fleet - Transmission Jack $300.00
130697 01/13/2022 Fleet - Gasket, O-Ring, Fuel Filter $86.33 729495 01/28/2022 Open Accounts Payable DENCO SALES COMPANY, INC. $1,027.96 Invoice Date Description Amount
8784546-00 01/11/2022 Streets: 50 48"x50yd White Reflectiv 3M Scotchlite Vinyl
$1,027.96
729496 01/28/2022 Open Accounts Payable DEX SYSTEMS ENGINEERING $1,120.00 Invoice Date Description Amount
1517 01/23/2022 Community Hall Fiber install: ClearCom LQ connection research
$1,120.00
729497 01/28/2022 Open Accounts Payable GRASSROOTS ECOLOGY $16,141.00 Invoice Date Description Amount
CUST1221 12/31/2021 Quarterly Payment for McClellan Ranch/Stocklmr Restoration
$16,141.00
729498 01/28/2022 Open Accounts Payable Griffin Structures Inc. $13,376.00 Invoice Date Description Amount
GSI-CTPFE-02 12/31/2021 Library Expansion PM Services through 12312021 $13,376.00 729499 01/28/2022 Open Accounts Payable INSIGHT CONSULTING SERVICES LLC
$124,797.35
Invoice Date Description Amount
2021 Q3 01/28/2022 2021 Q3 Tax Sharing $124,797.35
729500 01/28/2022 Open Accounts Payable KELLY-MOORE PAINT CO INC $641.85 Invoice Date Description Amount
808-00000834201 01/20/2022 Grounds - Cottage White Paint Jollyman Park Rest. $252.72 808-00000834503 01/24/2022 Grounds - Bucket, Sponge, Tape, Paint $389.13 729501 01/28/2022 Open Accounts Payable LAUREN SAPUDAR $165.00 Invoice Date Description Amount
LaurenS091521 12/15/2021 Cell Phone Reimbursement for Oct, Nov, December 2021
$165.00
729502 01/28/2022 Open Accounts Payable MOUNTAIN VIEW GARDEN CENTER
$277.44
Invoice Date Description Amount
108936 01/21/2022 Grounds - 1Yd Top Soil and 1Yd Fill Sand $109.02 108955 01/24/2022 Grounds: fill sand $31.08
108919 01/20/2022 Grounds: compost for wilson ball fields $43.60 108864 01/13/2022 Trees/ROW - TopSoil $93.74
Monday, January 31, 2022Pages: 2 of 15user: Vi Tran
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 161
CC 02-15-2022
161 of 278
Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
729503 01/28/2022 Open Accounts Payable PG&E $72,420.65 Invoice Date Description Amount
Import - 890564 12/30/2021 110659172 -N De Anza 455FT S/O Mariani Dr, Irrig Control
$18.74
Import - 890565 12/30/2021 110958527 -Randy Lane & Larry Way- Streetlights $52.32 Import - 890566 12/30/2021 111736580 SF Cupertino 075 $3.06 Import - 890567 12/30/2021 (Old116367536) ESP113428799 -Senior Center 21251 Stevens Creek B
$3,358.34
Import - 890568 12/30/2021 116367013 -11370- 112017763 S Stelling Rd, Irrigation Control
$15.86
Import - 890569 12/30/2021 114315284 116367325 -21975 San Fernando Ave, Picnic Area
$2,093.23
Import - 890570 12/30/2021 114321565 116367416 -22601 Voss Ave $475.51 Import - 890571 12/30/2021 116367001 -E27H4 Wolfe and Rte 280 NB Loc A $53.30 Import - 890572 12/30/2021 116367025 -De Anza and Lazaneo, Traffic Signal $77.21 Import - 890573 12/30/2021 116367035 -De Anza Blvd and Mariani, Traffic Signal/Safety Lts
$83.33
Import - 890575 12/30/2021 116367044 - 10555 Mary Ave NEM $42.28 Import - 890576 12/30/2021 116367045 -De Anza Blvd and Hwy 280 S/Ramp, Traffic Signal
$80.56
Import - 890577 12/30/2021 116367050 -NW Corner Stevens Crk, Traffic Signals $69.45 Import - 890578 12/30/2021 116367055 -Saich Wy and Stevens Crk NE Corner, Traffic Signal
$63.79
Import - 890579 12/30/2021 116367060 -E37R0 Stevens Creek and De Anza Blvd, Traffic Signal
$103.25
Import - 890580 12/30/2021 116367065 -Stevens Creek Blvd E/Saich Wy, Sprinkler Control
$10.98
Import - 890581 12/30/2021 116367067 -Stonydale Dr and Varian Park, walkway lighting and Ir
$112.18
Import - 890582 12/30/2021 116367070 -Stevens Creek and Blaney Ave., Traffic Signal
$76.91
Import - 890583 12/30/2021 116367071 -Linda Vista Dr / Hillside Park, Hillside Park $26.92 Import - 890584 12/30/2021 116367075 -Vallco Pkwy and Perimeter Rd., Traffic Signals
$57.90
Import - 890586 12/30/2021 116367090 -Wolfe and Vallco Pkwy, Traffic Signals $81.83 Import - 890587 12/30/2021 116367100 -E37H3 Wolfe and 280 SB Loc B, Traffic Signal
$75.21
Import - 890588 12/30/2021 116367105 -Stevens Crk and Wolfe Rd, Traffic Signals $120.30 Import - 890589 12/30/2021 116367110 -SW Cor Stevens Crk and Portal, Traffic Signal
$69.90
Import - 890590 12/30/2021 116367113 -Miller E/S 100N off Calle De Barcelona $66.90 Import - 890591 12/30/2021 116367115 -Stevens Crk and Perimeter Rd, Traffic Control Signal
$61.77
Import - 890592 12/30/2021 116367120 -Vallco Prky/Tantau Ave, Traffic Signal $73.73 Import - 890593 12/30/2021 116367125 -Stevens Crk and Tantau, Traffic Signals $76.09 Import - 890594 12/30/2021 116367130 -NW Corner Steven Crk and Torre, Traffic Signal
$76.15
Import - 890595 12/30/2021 116367145 -10300 Torre Ave, City Hall $6,071.29 Import - 890596 12/30/2021 116367150 -Homestead and Wolfe Road, Sunnyvale $87.68 Import - 890597 12/30/2021 116367155 -Homestead and Blaney, Cupertino Traffic Signal, Sunny
$53.63
Monday, January 31, 2022Pages: 3 of 15user: Vi Tran
Payment Register
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 162
CC 02-15-2022
162 of 278
Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Import - 890598 12/30/2021 116367165 -S/E Wolfe-Pruneridge, Sprinkler Control and Traffic S
$90.45
Import - 890599 12/30/2021 116367170 -Tantau Ave and Tandem D/W, Traffic Signal
$79.12
Import - 890600 12/30/2021 116367171 -10155 Barbara Ln, Irrigation and Scoreboard
$66.46
Import - 890601 12/30/2021 116367175 -S/E Corner Pruneridge and Tantau, Traffic Controller
$64.76
Import - 890602 12/30/2021 116367180 -Finch and Stevens Creek, Traffic Signals $77.67 Import - 890605 12/30/2021 116367185 -Wolfe Rd 500 Ft S/O Homestead, City/Sign Lighting
$27.56
Import - 890606 12/30/2021 116367195 -Corner Miller and Phil Ln, Traffic Signal $60.29 Import - 890607 12/30/2021 116367200 -Homestead and De Anza Blvd, Traffic Signal/Dept Pub W
$93.64
Import - 890608 12/30/2021 116367205 -Homestead Rd and Franco Ct, Traffic Signals
$59.85
Import - 890609 12/30/2021 116367215 -N/Ramp De Anza Blvd, Traffic Signal $73.97 Import - 890610 12/30/2021 116367220 -Homestead Rd and Bluejay Rd, Traffic Signals
$63.71
Import - 890611 12/30/2021 116367225 -WS Portal Btw Amhurst-Wheaton , Portal Prk Ltg, Prk L
$426.84
Import - 890612 12/30/2021 116367236 -Stelling Rd Median 450' S/O Stevens Crk, Landscape Ir
$12.36
Import - 890613 12/30/2021 116367245 -Stevens Creek Blvd and Janice Ave, Sprinkler Control
$15.70
Import - 890614 12/30/2021 116367255 -Lucille and Villa De Anza, Sprinkler Control
$233.24
Import - 890615 12/30/2021 116367269 -COR/LUCILLE & RANDY LN $11.99 Import - 890617 12/30/2021 116367274 -1170 Yorkshire Dr. $10.51 Import - 890618 12/30/2021 116367275 -Homestead and Tantau, Cupertino Traffic Signal, Sunny
$76.75
Import - 890619 12/30/2021 116367280 -Stevens Creek Blvd and Fwy 85 East Ramp, Traffic Sign
$76.88
Import - 890620 12/30/2021 116971849 -21111 Stevens Creek Blvd, Sports Center $6,265.57 Import - 890621 12/30/2021 116971849 -21111 Stevens Creek Blvd, Teen Center $375.00 Import - 890622 12/30/2021 116367290 -Stevens Creek and Mary Ave, Traffic Signals
$73.28
Import - 890626 12/30/2021 116367332 -821 Bubb Rd #B/Building Concession $40.12 Import - 890629 12/30/2021 116367357 -N De Anza 188 FT N/Valley Green Dr, Irrig Controller
$25.79
Import - 890630 12/30/2021 116367359 -Homestead and Heron, traffic control svc $58.19 Import - 890631 12/30/2021 116367360 -10300 Aninworth Dr, Ball Park Stevens Creek SV
$10.51
Import - 890632 12/30/2021 116367370 -Stevens Creek Blvd and Fwy 85 West Ramp, Traffic Sign
$15.77
Import - 890633 12/30/2021 116367375 -10710 Stokes Ave, Somerset Park $42.76 Import - 890634 12/30/2021 116367380 -NE Corner Peninsula and Stevens Creek, Traffic Signal
$72.23
Import - 890635 12/30/2021 116367385 -End/Stokes W/Wilson Crt, Sprinkler Control
$11.91
Import - 890636 12/30/2021 116367395 -N/E corner Foothill and Starling Dr, Traffic Signals
$61.42
Monday, January 31, 2022Pages: 4 of 15user: Vi Tran
Payment Register
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 163
CC 02-15-2022
163 of 278
Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Import - 890637 12/30/2021 116367401 -Miller W/S N of Greenwood $16.99 Import - 890638 12/30/2021 116367408 -Stevens Creek Bl and Mary Avenue, Memorial Park Pump
$65.21
Import - 890640 12/30/2021 116367437 -10455 Miller Ave, Creekside Park $441.25 Import - 890642 12/30/2021 116367447 -Stelling Rd Median 500' S/O Peppertree Ln, Landscape
$12.63
Import - 890643 12/30/2021 116367449 -10350 Torre Ave, Community Hall $2,433.88 Import - 890644 12/30/2021 116367455 -E37R9 Rodriguez and De Anza Blvd, Traffic Signal
$84.51
Import - 890645 12/30/2021 116367465 -De Anza Blvd and Scofield Dr, Sprinkler Controller
$11.68
Import - 890647 12/30/2021 116367474 -10500 Ann Arbor Ave, Field-Garden Gate $115.92 Import - 890648 12/30/2021 116367475 -Foothill and Stevens Creek, Traffic Signal $71.46 Import - 890649 12/30/2021 116367476 -Salem Ave and Foothill Blvd, Irrigation Control
$10.51
Import - 890650 12/30/2021 116367477 -21121 Stevens Creek Blvd, Memorial Park $1,651.00 Import - 890651 12/30/2021 116367484 -20220 Suisun Dr, Parks and Rec Free Standing Panel
$19.93
Import - 890652 12/30/2021 116367493 -Dumas Dr/Jollyman Park, Jollyman Park Restroom
$316.85
Import - 890653 12/30/2021 116367505 -Stevens Crk and Stelling, Signal $44.85 Import - 890654 12/30/2021 116367510 -Bubb Rd and Results Wy, Traffic Signal $57.81 Import - 890655 12/30/2021 116367515 -Bubb Rd and McClellan Intersection, Traffic Signal
$85.76
Import - 890656 12/30/2021 116367520 -Stelling Rd and Peppertree, Traffic Signal $65.69 Import - 890657 12/30/2021 116367525 -Stelling and McClellan, Signals $85.74 Import - 890658 12/30/2021 116367527 -Foothill Blvd 200' N/O Stevens Creek W/S, Irrigation
$10.54
Import - 890659 12/30/2021 116367530 -Orange Ave and Stevens Creek N/E corner, Traffic Cont
$48.73
Import - 890660 12/30/2021 116367545 -Saratoga-Sunnyvale Rd, Traffic Signal $72.74 Import - 890661 12/30/2021 116367550 -W/S Saratoga-Sunnyvale Rd @ RT85, Traffic Signal
$63.56
Import - 890662 12/30/2021 116367559 -21011 Prospect Rd, Irrigation Control $10.51 Import - 890663 12/30/2021 116367560 -S/E corner De Anza and Pacifica, Traffic Signal
$77.67
Import - 890664 12/30/2021 116367568 -CORP YARD NEM $26.92 Import - 890665 12/30/2021 116367570 -De Anza Blvd, Sprinkler Controller * $11.68 Import - 890666 12/30/2021 116367585 -Rainbow and Stelling, Traffic Signal $68.16 Import - 890667 12/30/2021 116367587 -10430 S De Anza Blvd, Holiday Lighting $47.89 Import - 890668 12/30/2021 116367590 -Saratoga Sunnyvale Rd and Hwy 85, Traffic Signal
$65.68
Import - 890669 12/30/2021 116367605 -E37C1 Prospect and Rte 85, Traffic Signal $73.34 Import - 890670 12/30/2021 116367610 -E37R6 Kentwood/S. De Anza Blvd, Traffic Signal
$70.10
Import - 890671 12/30/2021 116367615 -Fallenleaf Ln and S De Anza Blvd, Traffic Signal
$76.24
Import - 890672 12/30/2021 116367620 -S De Anza Blvd and Sharon Dr , Irrigation Controller
$16.24
Import - 890673 12/30/2021 116367625 -Stevens Creek Blvd Orange S/W Cor, Irrigation Control
$10.51
Monday, January 31, 2022Pages: 5 of 15user: Vi Tran
Payment Register
**LIVE** Cupertino **LIVE**
From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 164
CC 02-15-2022
164 of 278
Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Import - 890674 12/30/2021 116367628 -N/W corner Alpine Dr and Foothill Blvd, Irrigation Co
$10.62
Import - 890675 12/30/2021 116367630 -22100 Stevens Creek Blvd, Golf Pro Shop $234.90 Import - 890676 12/30/2021 116367648 -Linda Vista Park/Linda Vista Dr, Irrigation Control
$166.50
Import - 890677 12/30/2021 116367656 -Scofield and De Anza, 100HP $12.56 Import - 890678 12/30/2021 116367677 -De Anza and Lazaneo, Sprinkler System $10.65 Import - 890679 12/30/2021 116367685 -Ruppell Pl and Moltzen Dr, Sprinkler Control
$97.36
Import - 890680 12/30/2021 116367740 -Carmen Rd and Stevens Creek S/E corner, Irrigation Co
$10.51
Import - 890682 12/30/2021 116367763 -10630 S De Anza Blvd, Holiday Lighting $53.37 Import - 890683 12/30/2021 116367782 -N/S Stevens Creek Blvd in front of 20301, Irrigation
$10.51
Import - 890684 12/30/2021 116367793 -101 Skyport Dr, DG A, San Jose, PGandE-Owned St/Highw
$670.40
Import - 890685 12/30/2021 116367815 -19784 Wintergreen Dr $422.41 Import - 890687 12/30/2021 116367836 -De Anza Blvd E/S S/O Lazaneo, Sprinkler Control
$10.52
Import - 890688 12/30/2021 116367840 -10185 N Stelling RD $6,181.55 Import - 890689 12/30/2021 116367902 -10246 Parkside Ln, Wilson Pk Sprinklers,Snack Shack,I
$250.51
Import - 890690 12/30/2021 116367907 -S/W Corner Stelling and Green leaf, Traffic Signal
$73.39
Import - 890692 12/30/2021 116367925 -22601 Voss Ave, Outdoor Lighting-MV Park
$17.42
Import - 890693 12/30/2021 116367941 -7548 Donegal Dr, Irrigation Control /Hoover Park
$10.63
Import - 890694 12/30/2021 116367988 -21710 McClellan Rd, Playground Reception Area
$10.51
Import - 890695 12/30/2021 116644889 - Pruneridge Ave Pole $5.35 Import - 890697 12/30/2021 1110161867 - Wolfe Rd @ Apple Campus Driveway $64.32 Import - 890700 12/02/2021 110659172 -N De Anza 455FT S/O Mariani Dr, Irrig Control
$13.56
Import - 890701 12/02/2021 110958527 -Randy Lane & Larry Way- Streetlights $52.24 Import - 890702 12/02/2021 111736580 SF Cupertino 075 $3.08 Import - 890703 12/02/2021 (Old116367536) ESP113428799 -Senior Center 21251 Stevens Creek B
$3,098.78
Import - 890704 12/02/2021 116367013 -11370- 112017763 S Stelling Rd, Irrigation Control
$14.86
Import - 890705 12/02/2021 114315284 116367325 -21975 San Fernando Ave, Picnic Area
$2,061.09
Import - 890706 12/02/2021 114321565 116367416 -22601 Voss Ave $316.22 Import - 890707 12/02/2021 116367001 -E27H4 Wolfe and Rte 280 NB Loc A $48.49 Import - 890708 12/02/2021 116367025 -De Anza and Lazaneo, Traffic Signal $69.73 Import - 890709 12/02/2021 116367035 -De Anza Blvd and Mariani, Traffic Signal/Safety Lts
$80.58
Import - 890711 12/02/2021 116367044 - 10555 Mary Ave NEM $39.74 Import - 890712 12/02/2021 116367045 -De Anza Blvd and Hwy 280 S/Ramp, Traffic Signal
$78.24
Import - 890713 12/02/2021 116367050 -NW Corner Stevens Crk, Traffic Signals $68.05 Monday, January 31, 2022Pages: 6 of 15user: Vi Tran
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 165
CC 02-15-2022
165 of 278
Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Import - 890714 12/02/2021 116367055 -Saich Wy and Stevens Crk NE Corner, Traffic Signal
$57.83
Import - 890715 12/02/2021 116367060 -E37R0 Stevens Creek and De Anza Blvd, Traffic Signal
$91.42
Import - 890716 12/02/2021 116367065 -Stevens Creek Blvd E/Saich Wy, Sprinkler Control
$10.04
Import - 890717 12/02/2021 116367067 -Stonydale Dr and Varian Park, walkway lighting and Ir
$96.25
Import - 890718 12/02/2021 116367070 -Stevens Creek and Blaney Ave., Traffic Signal
$74.65
Import - 890719 12/02/2021 116367071 -Linda Vista Dr / Hillside Park, Hillside Park $24.45 Import - 890720 12/02/2021 116367075 -Vallco Pkwy and Perimeter Rd., Traffic Signals
$55.50
Import - 890722 12/02/2021 116367090 -Wolfe and Vallco Pkwy, Traffic Signals $79.08 Import - 890723 12/02/2021 116367100 -E37H3 Wolfe and 280 SB Loc B, Traffic Signal
$71.66
Import - 890724 12/02/2021 116367105 -Stevens Crk and Wolfe Rd, Traffic Signals $107.77 Import - 890725 12/02/2021 116367110 -SW Cor Stevens Crk and Portal, Traffic Signal
$67.63
Import - 890726 12/02/2021 116367113 -Miller E/S 100N off Calle De Barcelona $65.07 Import - 890727 12/02/2021 116367115 -Stevens Crk and Perimeter Rd, Traffic Control Signal
$59.54
Import - 890728 12/02/2021 116367120 -Vallco Prky/Tantau Ave, Traffic Signal $73.33 Import - 890729 12/02/2021 116367125 -Stevens Crk and Tantau, Traffic Signals $73.32 Import - 890730 12/02/2021 116367130 -NW Corner Steven Crk and Torre, Traffic Signal
$69.31
Import - 890731 12/02/2021 116367145 -10300 Torre Ave, City Hall $6,353.31 Import - 890732 12/02/2021 116367150 -Homestead and Wolfe Road, Sunnyvale $79.30 Import - 890733 12/02/2021 116367155 -Homestead and Blaney, Cupertino Traffic Signal, Sunny
$51.89
Import - 890734 12/02/2021 116367165 -S/E Wolfe-Pruneridge, Sprinkler Control and Traffic S
$82.69
Import - 890735 12/02/2021 116367170 -Tantau Ave and Tandem D/W, Traffic Signal
$72.49
Import - 890736 12/02/2021 116367171 -10155 Barbara Ln, Irrigation and Scoreboard
$14.66
Import - 890737 12/02/2021 116367175 -S/E Corner Pruneridge and Tantau, Traffic Controller
$62.73
Import - 890738 12/02/2021 116367180 -Finch and Stevens Creek, Traffic Signals $71.43 Import - 890741 12/02/2021 116367185 -Wolfe Rd 500 Ft S/O Homestead, City/Sign Lighting
$27.94
Import - 890742 12/02/2021 116367195 -Corner Miller and Phil Ln, Traffic Signal $58.46 Import - 890743 12/02/2021 116367200 -Homestead and De Anza Blvd, Traffic Signal/Dept Pub W
$86.95
Import - 890744 12/02/2021 116367205 -Homestead Rd and Franco Ct, Traffic Signals
$58.05
Import - 890745 12/02/2021 116367215 -N/Ramp De Anza Blvd, Traffic Signal $72.50 Import - 890746 12/02/2021 116367220 -Homestead Rd and Bluejay Rd, Traffic Signals
$61.26
Import - 890747 12/02/2021 116367225 -WS Portal Btw Amhurst-Wheaton , Portal Prk Ltg, Prk L
$164.66
Monday, January 31, 2022Pages: 7 of 15user: Vi Tran
Payment Register
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 166
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Import - 890748 12/02/2021 116367236 -Stelling Rd Median 450' S/O Stevens Crk, Landscape Ir
$11.14
Import - 890749 12/02/2021 116367245 -Stevens Creek Blvd and Janice Ave, Sprinkler Control
$15.12
Import - 890750 12/02/2021 116367255 -Lucille and Villa De Anza, Sprinkler Control
$249.71
Import - 890751 12/02/2021 116367269 -COR/LUCILLE & RANDY LN $10.87 Import - 890753 12/02/2021 116367274 -1170 Yorkshire Dr. $9.53 Import - 890754 12/02/2021 116367275 -Homestead and Tantau, Cupertino Traffic Signal, Sunny
$75.04
Import - 890755 12/02/2021 116367280 -Stevens Creek Blvd and Fwy 85 East Ramp, Traffic Sign
$72.26
Import - 890756 12/02/2021 116971849 -21111 Stevens Creek Blvd, Sports Center $6,023.41 Import - 890757 12/02/2021 116971849 -21111 Stevens Creek Blvd, Teen Center $375.00 Import - 890758 12/02/2021 116367290 -Stevens Creek and Mary Ave, Traffic Signals
$76.69
Import - 890762 12/02/2021 116367332 -821 Bubb Rd #B/Building Concession $35.92 Import - 890765 12/02/2021 116367357 -N De Anza 188 FT N/Valley Green Dr, Irrig Controller
$17.67
Import - 890766 12/02/2021 116367359 -Homestead and Heron, traffic control svc $64.34 Import - 890767 12/02/2021 116367360 -10300 Aninworth Dr, Ball Park Stevens Creek SV
$9.53
Import - 890768 12/02/2021 116367370 -Stevens Creek Blvd and Fwy 85 West Ramp, Traffic Sign
$14.29
Import - 890769 12/02/2021 116367375 -10710 Stokes Ave, Somerset Park $38.04 Import - 890770 12/02/2021 116367380 -NE Corner Peninsula and Stevens Creek, Traffic Signal
$73.92
Import - 890771 12/02/2021 116367385 -End/Stokes W/Wilson Crt, Sprinkler Control
$11.05
Import - 890772 12/02/2021 116367395 -N/E corner Foothill and Starling Dr, Traffic Signals
$58.06
Import - 890773 12/02/2021 116367401 -Miller W/S N of Greenwood $19.64 Import - 890774 12/02/2021 116367408 -Stevens Creek Bl and Mary Avenue, Memorial Park Pump
$56.61
Import - 890776 12/02/2021 116367437 -10455 Miller Ave, Creekside Park $311.91 Import - 890778 12/02/2021 116367447 -Stelling Rd Median 500' S/O Peppertree Ln, Landscape
$11.39
Import - 890779 12/02/2021 116367449 -10350 Torre Ave, Community Hall $1,826.85 Import - 890780 12/02/2021 116367455 -E37R9 Rodriguez and De Anza Blvd, Traffic Signal
$76.10
Import - 890781 12/02/2021 116367465 -De Anza Blvd and Scofield Dr, Sprinkler Controller
$10.80
Import - 890783 12/02/2021 116367474 -10500 Ann Arbor Ave, Field-Garden Gate $128.35 Import - 890784 12/02/2021 116367475 -Foothill and Stevens Creek, Traffic Signal $64.42 Import - 890785 12/02/2021 116367476 -Salem Ave and Foothill Blvd, Irrigation Control
$9.53
Import - 890786 12/02/2021 116367477 -21121 Stevens Creek Blvd, Memorial Park $1,599.52 Import - 890787 12/02/2021 116367484 -20220 Suisun Dr, Parks and Rec Free Standing Panel
$19.97
Import - 890788 12/02/2021 116367493 -Dumas Dr/Jollyman Park, Jollyman Park Restroom
$201.34
Monday, January 31, 2022Pages: 8 of 15user: Vi Tran
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Import - 890789 12/02/2021 116367505 -Stevens Crk and Stelling, Signal $44.40 Import - 890790 12/02/2021 116367510 -Bubb Rd and Results Wy, Traffic Signal $52.55 Import - 890791 12/02/2021 116367515 -Bubb Rd and McClellan Intersection, Traffic Signal
$79.08
Import - 890792 12/02/2021 116367520 -Stelling Rd and Peppertree, Traffic Signal $59.31 Import - 890793 12/02/2021 116367525 -Stelling and McClellan, Signals $77.79 Import - 890794 12/02/2021 116367527 -Foothill Blvd 200' N/O Stevens Creek W/S, Irrigation
$9.53
Import - 890795 12/02/2021 116367530 -Orange Ave and Stevens Creek N/E corner, Traffic Cont
$50.33
Import - 890796 12/02/2021 116367545 -Saratoga-Sunnyvale Rd, Traffic Signal $65.70 Import - 890797 12/02/2021 116367550 -W/S Saratoga-Sunnyvale Rd @ RT85, Traffic Signal
$57.83
Import - 890798 12/02/2021 116367559 -21011 Prospect Rd, Irrigation Control $9.53 Import - 890799 12/02/2021 116367560 -S/E corner De Anza and Pacifica, Traffic Signal
$70.17
Import - 890800 12/02/2021 116367568 -CORP YARD NEM $24.38 Import - 890801 12/02/2021 116367570 -De Anza Blvd, Sprinkler Controller * $10.80 Import - 890802 12/02/2021 116367585 -Rainbow and Stelling, Traffic Signal $71.13 Import - 890803 12/02/2021 116367587 -10430 S De Anza Blvd, Holiday Lighting $36.72 Import - 890804 12/02/2021 116367590 -Saratoga Sunnyvale Rd and Hwy 85, Traffic Signal
$60.12
Import - 890805 12/02/2021 116367605 -E37C1 Prospect and Rte 85, Traffic Signal $75.90 Import - 890806 12/02/2021 116367610 -E37R6 Kentwood/S. De Anza Blvd, Traffic Signal
$72.48
Import - 890807 12/02/2021 116367615 -Fallenleaf Ln and S De Anza Blvd, Traffic Signal
$69.32
Import - 890808 12/02/2021 116367620 -S De Anza Blvd and Sharon Dr , Irrigation Controller
$15.74
Import - 890809 12/02/2021 116367625 -Stevens Creek Blvd Orange S/W Cor, Irrigation Control
$9.53
Import - 890810 12/02/2021 116367628 -N/W corner Alpine Dr and Foothill Blvd, Irrigation Co
$9.67
Import - 890811 12/02/2021 116367630 -22100 Stevens Creek Blvd, Golf Pro Shop $191.03 Import - 890812 12/02/2021 116367648 -Linda Vista Park/Linda Vista Dr, Irrigation Control
$145.08
Import - 890813 12/02/2021 116367656 -Scofield and De Anza, 100HP $11.34 Import - 890814 12/02/2021 116367677 -De Anza and Lazaneo, Sprinkler System $9.53 Import - 890815 12/02/2021 116367685 -Ruppell Pl and Moltzen Dr, Sprinkler Control
$88.10
Import - 890816 12/02/2021 116367740 -Carmen Rd and Stevens Creek S/E corner, Irrigation Co
$9.53
Import - 890818 12/02/2021 116367763 -10630 S De Anza Blvd, Holiday Lighting $42.15 Import - 890819 12/02/2021 116367782 -N/S Stevens Creek Blvd in front of 20301, Irrigation
$9.53
Import - 890820 12/02/2021 116367793 -101 Skyport Dr, DG A, San Jose, PGandE-Owned St/Highw
$669.25
Import - 890821 12/02/2021 116367815 -19784 Wintergreen Dr $391.72 Import - 890823 12/02/2021 116367836 -De Anza Blvd E/S S/O Lazaneo, Sprinkler Control
$9.53
Import - 890824 12/02/2021 116367840 -10185 N Stelling RD $6,376.66 Monday, January 31, 2022Pages: 9 of 15user: Vi Tran
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 168
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Import - 890825 12/02/2021 116367902 -10246 Parkside Ln, Wilson Pk Sprinklers,Snack Shack,I
$218.71
Import - 890826 12/02/2021 116367907 -S/W Corner Stelling and Green leaf, Traffic Signal
$66.53
Import - 890828 12/02/2021 116367925 -22601 Voss Ave, Outdoor Lighting-MV Park
$18.22
Import - 890829 12/02/2021 116367941 -7548 Donegal Dr, Irrigation Control /Hoover Park
$9.53
Import - 890830 12/02/2021 116367988 -21710 McClellan Rd, Playground Reception Area
$9.53
Import - 890831 12/02/2021 116644889 - Pruneridge Ave Pole $5.33 Import - 890833 12/02/2021 1110161867 - Wolfe Rd @ Apple Campus Driveway $59.42 729504 01/28/2022 Open Accounts Payable QUENCH USA, INC. $169.17 Invoice Date Description Amount
INV03729667 02/01/2022 10300 Torre Ave through 020122-033122 $169.17 729505 01/28/2022 Open Accounts Payable SAN JOSE WATER COMPANY $103,357.08 Invoice Date Description Amount
51-2547-3 07/15/2020 Water System Upgrades for June 2020 $12,006.47 082021 12/06/2021 Water System Upgrades for August 2021 $12,296.11 072021 12/06/2021 Water System Upgrades for July 2021 $9,952.41 112021 12/21/2021 Water System Upgrades for November 2021 $37,936.61 102021 12/06/2021 Water System Upgrades for October 2021 $21,230.84 092021 12/06/2021 Water System Upgrades for September 2021 $9,934.64 729506 01/28/2022 Open Accounts Payable Site5 $260.57
Invoice Date Description Amount
3656022 01/22/2022 HostPro - US East - reg4rec.org (03/08/2022 - 03/07/2023)
$260.57
729507 01/28/2022 Open Accounts Payable SOLARWINDS $10,459.00 Invoice Date Description Amount
IN549019 01/19/2022 Solarwinds Maintenance 4/14/2022 - 4/14/2023 $10,459.00 729508 01/28/2022 Open Accounts Payable T-MOBILE USA INC. $113.39 Invoice Date Description Amount
4158 - 012122 01/21/2022 T-Mobile 966594158 - 012122 $113.39 729509 01/28/2022 Open Accounts Payable UNITED SITE SERVICES INC. $588.51 Invoice Date Description Amount
114-12778946 01/18/2022 Trees/ROW - Service Center WWP Jan 17 - Feb 13 2022
$492.71
114-12778913 01/18/2022 portable toilet at compost site Jan-Feb 2022 $95.80 729510 01/28/2022 Open Accounts Payable VocalBoothToGo, inc. $177.15 Invoice Date Description Amount
29178 01/08/2022 Sound Blankets $177.15
729511 01/28/2022 Open Accounts Payable WILBUR-ELLIS COMPANY LLC $865.12 Invoice Date Description Amount
14792974 01/24/2022 Grounds - Turflon Ester Ultra $865.12 Monday, January 31, 2022Pages: 10 of 15user: Vi Tran
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 169
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
729512 01/28/2022 Open Accounts Payable William Avery & Associates, Inc. $6,990.40 Invoice Date Description Amount
3261 10/11/2021 Search Fee for Recruitment of City Manager - Pres Complete
$5,000.00
3325 12/27/2021 Search Expenses for recruitment of City Manager $1,990.40 729513 01/28/2022 Open Accounts Payable CHARLES FARRELL $56.00 Invoice Date Description Amount
305025 01/20/2022 REFUND 7542 WATERFORD DRIVE BLD-2022-0068

OUT OF SCOPE OF WORK
$56.00
729514 01/28/2022 Open Accounts Payable DONTHI, RAVINDRA $3,000.00 Invoice Date Description Amount
270943 01/24/2022 932 Providence Ct, Encroachment, 270943 $3,000.00 729515 01/28/2022 Open Accounts Payable KANNAN, PRAVEEN $800.00 Invoice Date Description Amount
221332 01/18/2022 21741 Alcazar Ave, 10%FP Bond, 221332 $800.00 729516 01/28/2022 Open Accounts Payable PALANIAPPAN KARUPPAN $1,301.86 Invoice Date Description Amount
279363 01/20/2022 REFUND 1211 STAFFORD DRIVE BLD-2021-2341

WITHDRAWN
$1,301.86
729517 01/28/2022 Open Accounts Payable QINGGUO ZENG $5,000.00 Invoice Date Description Amount
270010 01/25/2022 REFUND 18661 NEWSOM AVE B-2019-0046 TCO BOND
$5,000.00
Type Check Totals: 33 Transactions $383,029.35
EFT
33485 01/24/2022 Open Accounts Payable EMPLOYMENT DEVEL DEPT $43,228.05 Invoice Date Description Amount
01142022 01/14/2022 CA State Tax pp 1/1/22-1/14/22 $43,228.05 33486 01/24/2022 Open Accounts Payable IRS $138,666.13
Invoice Date Description Amount
01142022 01/14/2022 Federal Tax pp 1/1/22-1/14/22 $138,666.13 33487 01/27/2022 Open Accounts Payable P E R S $526.36
Invoice Date Description Amount
01012022 01/14/2022 PERS Council pp 1/1/22-1/31/22 $526.36 33488 01/27/2022 Open Accounts Payable P E R S $160,270.60 Invoice Date Description Amount
01142022 01/14/2022 PERS pp 1/1/22-1/14/22 $160,270.60
33489 01/28/2022 Open Accounts Payable ABODE SERVICES; ALLIED HOUSING, INC.
$34,672.03
Invoice Date Description Amount
9 01/13/2022 Wolf Road Encampment $34,672.03
33490 01/28/2022 Open Accounts Payable Amazon Capital Services $2,801.80 Invoice Date Description Amount
1WY3-DLR9-FMX6 01/24/2022 10x Dell 24 Monitor - P2422H - Full HD 1080p, IPS Technology, Co
$2,801.80
Monday, January 31, 2022Pages: 11 of 15user: Vi Tran
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 170
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
33491 01/28/2022 Open Accounts Payable ANDERSON'S TREE CARE

SPECIALISTS, INC
$25,540.00
Invoice Date Description Amount
15245 01/10/2022 Grounds - BBF Monterey Pine Removal and Grinding $5,120.00 15253 01/20/2022 Grounds - Senior Center Tree Trimming $20,420.00 33492 01/28/2022 Open Accounts Payable BAZ INDUSTRIES, INC $5,118,535.64 Invoice Date Description Amount
QTR4-2021 01/25/2022 Apple, Inc Sales Tax Remittances Oct. 2021 - Dec. 21 $5,118,535.64 33493 01/28/2022 Open Accounts Payable CLEANSTREET, INC. $17,381.62 Invoice Date Description Amount
101970CS 12/31/2021 Street Sweeping December 2021 $17,381.62 33494 01/28/2022 Open Accounts Payable COTTON, SHIRES & ASSOCIATES, INC.
$2,830.38
Invoice Date Description Amount
122193 01/20/2022 21797 Terrace (Retaining Wall) through 091921- 123121
$2,830.38
33495 01/28/2022 Open Accounts Payable CUPERTINO SUPPLY INC $18.33 Invoice Date Description Amount
279720 01/18/2022 Grounds - PVC Pipe $18.33
33496 01/28/2022 Open Accounts Payable FOLGER GRAPHICS INC $360.00 Invoice Date Description Amount
130684 11/17/2021 PW CIP Group Postcards, gloss cover, color process with bleeds
$360.00
33497 01/28/2022 Open Accounts Payable GOLDFARB & LIPMAN $899.00 Invoice Date Description Amount
143693 01/21/2022 Housing Legal Review 2021/12 $899.00
33498 01/28/2022 Open Accounts Payable GRAINGER INC $789.28 Invoice Date Description Amount
9179052478 01/14/2022 Facilities - Service Center Spring Return Hose Reel $259.74 9175351437 01/12/2022 Facilities - QCC Sheet Stock $430.67 9185669927 01/20/2022 Fleet - Quick Connect Socket $98.87 33499 01/28/2022 Open Accounts Payable HMH ENGINEERS INC $9,464.00 Invoice Date Description Amount
41653 12/29/2021 Regnart Fence - Construction Support through 122521 $9,464.00 33500 01/28/2022 Open Accounts Payable IMPERIAL SPRINKLER SUPPLY, INC
$61.37
Invoice Date Description Amount
4957536-00 01/11/2022 Trees/ROW - PVC Pipe Irrigation Parts $61.37 33501 01/28/2022 Open Accounts Payable JAM SERVICES INC $1,173.09 Invoice Date Description Amount
153675 01/19/2022 Pelco Steller 1-way terminal compartment $1,173.09 33502 01/28/2022 Open Accounts Payable JULIA KINST $55.00 Invoice Date Description Amount
JuliaK01192022 01/19/2022 Cell Phone Reimbursement through 122021-011922 $55.00 Monday, January 31, 2022Pages: 12 of 15user: Vi Tran
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 171
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
33503 01/28/2022 Open Accounts Payable KAYUGA SOLUTIONS, INC. $15,120.00 Invoice Date Description Amount
INV-WSAU-002 12/28/2021 Water Sys Ops Feasibility Study Inv. #2 $15,120.00 33504 01/28/2022 Open Accounts Payable MAZE AND ASSOCIATES $1,995.00 Invoice Date Description Amount
42962 10/31/2021 FY22 Qualys Guard Enterprise Vulnerability Management Portal
$1,995.00
33505 01/28/2022 Open Accounts Payable MELODY ACADEMY OF MUSIC $1,286.00 Invoice Date Description Amount
MAM2022-2-2 01/19/2022 Fall20 Payment 1 OF 2 $1,286.00
33506 01/28/2022 Open Accounts Payable NEXINITE, LLC $7,200.00 Invoice Date Description Amount
INV-001420 12/09/2021 Form Digitization Service for FY22 - Nov. 2021 $7,200.00 33507 01/28/2022 Open Accounts Payable PLAN JPA $6,119.10 Invoice Date Description Amount
PLAN-2021-828 01/26/2022 General Liability Claims - December 2021 $6,119.10 33508 01/28/2022 Open Accounts Payable PROFESSIONAL TURF MANAGEMENT, INC.
$17,082.50
Invoice Date Description Amount
1190 01/24/2022 golf course monthly maintenance fee $17,000.00 1191 01/24/2022 Monthly Gate Service $82.50
33509 01/28/2022 Open Accounts Payable QUARTIC SOLUTIONS LLC $18,652.50 Invoice Date Description Amount
3017 01/20/2022 GIS support services for Oct. 2021 $15,652.50 3018 01/20/2022 GIS support for Nov. 2021 $3,000.00
33510 01/28/2022 Open Accounts Payable REDWOOD ENGINEERING

CONSTRUCTION
$99,432.21
Invoice Date Description Amount
12, 2020-13 01/24/2022 Regnart Creek Trail Project through January 2022 $99,432.21 33511 01/28/2022 Open Accounts Payable RICHARD YAU $7,200.00 Invoice Date Description Amount
2112 01/18/2022 JST, Regnart Rd., Regnart Creek, SCB Class IV, Regnart Creek
$7,200.00
33512 01/28/2022 Open Accounts Payable RINCON CONSULTANTS, INC. $27,600.48 Invoice Date Description Amount
36804 01/20/2022 Project 21-10845 Cupertino CAP Update $27,600.48 33513 01/28/2022 Open Accounts Payable SAFETY COMPLIANCE MANAGEMENT, INC.
$200.00
Invoice Date Description Amount
HMS4120 09/23/2021 Streets: Haz Waste Generator (Title 22 CA) Tognetti, Ramos
$200.00
33514 01/28/2022 Open Accounts Payable SCI CONSULTING GROUP $7,078.77 Invoice Date Description Amount
SBS9878 08/30/2021 Levy admin- storm water fees FY21-22 $7,078.77 Monday, January 31, 2022Pages: 13 of 15user: Vi Tran
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 172
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
33515 01/28/2022 Open Accounts Payable SDI PRESENCE LLC $875.00 Invoice Date Description Amount
8274 12/31/2021 Strategic Planning Services Dec. 2021 $875.00 33516 01/28/2022 Open Accounts Payable SHUTE, MIHALY & WEINBERGER LLP
$1,681.32
Invoice Date Description Amount
275503 01/18/2021 Legal Services, December 2021 $1,681.32 33517 01/28/2022 Open Accounts Payable SUNNYVALE FORD $179.90 Invoice Date Description Amount
FOCS838317 11/30/2021 Fleet - Rotation and Wheel Alignment #477 $179.90 33518 01/28/2022 Open Accounts Payable SUNSTATE EQUIPMENT CO., LLC $125.00 Invoice Date Description Amount
9016034-002 10/18/2021 Grounds - Excavator $744.84
9016034-003 11/24/2021 Grounds - Credit for Invoice# 9016034-002 ($619.84) 33519 01/28/2022 Open Accounts Payable SUPERCO SPECIALTY PRODUCTS $682.06 Invoice Date Description Amount
PSI425867 12/10/2021 Fleet - Vision Pro Cordless Light, Constant Current $77.22 PSI421126 10/29/2021 Fleet - Fragrance Beads $604.84
33520 01/28/2022 Open Accounts Payable TANASE, KEN $39.69 Invoice Date Description Amount
KenT010722 01/07/2022 Cell Phone Reimbursement - Ken T Dec 8, 2021 to Jan 7, 2022
$39.69
33521 01/28/2022 Open Accounts Payable TJKM TRANSPORTATION

CONSULTANTS
$3,245.00
Invoice Date Description Amount
0052146 12/31/2021 Cupertino Local Roadway Safety Plan through 120121 -123121
$3,245.00
33522 01/28/2022 Open Accounts Payable TOWNSEND PUBLIC AFFAIRS, INC $6,000.00 Invoice Date Description Amount
17934 01/01/2022 Consulting Services - January 2022 $6,000.00 33523 01/28/2022 Open Accounts Payable VALLEY OIL COMPANY $12,602.42 Invoice Date Description Amount
100059 01/18/2022 Fleet - Fuel $12,602.42
33524 01/28/2022 Open Accounts Payable Zoom Video Communications, Inc. $286.72 Invoice Date Description Amount
INV129377274 01/24/2022 Zoom Webinar 1000 -Jan 22, 2022-Feb 21, 2022 $286.72 Type EFT Totals: 40 Transactions $5,791,956.35
Main Account - Main Checking Account Totals
Checks Status Count Transaction Amount Reconciled Amount Open 33 $383,029.35 $0.00
Reconciled 0 $0.00 $0.00
Voided 0 $0.00 $0.00
Stopped 0 $0.00 $0.00
Total 33 $383,029.35 $0.00
EFTs Status Count Transaction Amount Reconciled Amount
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From Payment Date: 1/22/2022 - To Payment Date: 1/28/2022 173
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Number Date Status Void Reason
Reconciled/
Voided Date Source Payee Name
Transaction
Amount
Reconciled
Amount Difference
Open 40 $5,791,956.35 $0.00
Reconciled 0 $0.00 $0.00
Voided 0 $0.00 $0.00
Total 40 $5,791,956.35 $0.00
All Status Count Transaction Amount Reconciled Amount
Open 73 $6,174,985.70 $0.00
Reconciled 0 $0.00 $0.00
Voided 0 $0.00 $0.00
Stopped 0 $0.00 $0.00
Total 73 $6,174,985.70 $0.00
Grand Totals:

Checks Status Count Transaction Amount Reconciled Amount Open 33 $383,029.35 $0.00
Reconciled 0 $0.00 $0.00
Voided 0 $0.00 $0.00
Stopped 0 $0.00 $0.00
Total 33 $383,029.35 $0.00
EFTs Status Count Transaction Amount Reconciled Amount
Open 40 $5,791,956.35 $0.00
Reconciled 0 $0.00 $0.00
Voided 0 $0.00 $0.00
Total 40 $5,791,956.35 $0.00
All Status Count Transaction Amount Reconciled Amount
Open 73 $6,174,985.70 $0.00
Reconciled 0 $0.00 $0.00
Voided 0 $0.00 $0.00
Stopped 0 $0.00 $0.00
Total 73 $6,174,985.70 $0.00
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CITY OF CUPERTINO
Agenda Item
22-10453 Agenda Date: 2/15/2022
Agenda #: 17.

Subject: Consider approval of the Library Commission's recommendation to extend Jing Jing Yang's appointment as the Cupertino Poet Laureate until the end of 2022 Adopt Resolution No. 22-030 approving the Library Commission's recommendation to extend Jing Jing Yang's appointment as the Cupertino Poet Laureate until the end of 2022 CITY OF CUPERTINO Printed on 2/10/2022Page 1 of 1
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CITY COUNCIL STAFF REPORT
February 15, 2022

Subject
Consideration of Approval of the Library Commission’s recommendation to extend Jing Jing Yang’s appointment as the Cupertino Poet Laureate until the end of 2022.

Recommended Action
Adopt resolution No. 22-______ approving the Library Commission’s recommendation to extend Jing Jing Yang’s appointment as the Cupertino Poet Laureate until the end of 2022.

Discussion
Resolution No. 10-230 designated a Cupertino Poet Laureate program. The Library Commission currently appoints a subcommittee to oversee and administer the program including recruitment.

In 2020, Jing Jing Yang was the finalist selected by the selection committee and approved by the Library Commission to serve as the Cupertino Poet Laureate for 2020 through 2021. City Council adopted resolution 20-023 (Attachment B) to appoint Jing Jing as the Cupertino Poet Laureate for a two-year term.

In 2021, the selection committee advertised and recruited for a new Poet Laureate. Due to the objectives of the program and the application received, the committee recommended to extend the current Poet Laureate’s term until the end of 2022. Jing Jing is happy fulfill this role for another year.

This recommendation was presented to the Library Commission for consideration on Wednesday, February 2. The Commission voted unanimously with Commissioner Panda absent to support this recommendation to City Council for approval.

Sustainability Impact
None.

Fiscal Impact
None.
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_____________________________________

Prepared by: Joanne Magrini, Director of Parks and Recreation Reviewed by: Joanne Magrini, Director of Parks and Recreation Approved for Submission by: Dianne Thompson, Assistant City Manager Attachments:

A – Draft Resolution
B – City Council Resolution No. 20-023
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RESOLUTION NO. ________

A RESOLUTION OF THE CUPERTINO CITY COUNCIL APPROVING THE LIBRARY COMMISSION’S RECOMMENDATION TO EXTEND JING JING YANG’S APPOINTMENT AS THE CUPERTINO POET LAUREATE

WHEREAS, the Resolution No. 10 -230 designated a Cupertino Poet Laureate; and

WHEREAS, the Cupertino Poet Laureate will be charged to stimulate cultural and literary awareness in Cupertino, introduce youth and adults to the personal and community benefits of poetry both as personal expression, and as reflective of ou r history and culture, reveal, recognize and engage literary talent residing in the community and promote our Library as the cultural center of Cupertino; and

WHEREAS, the Resolution No. 20 -023 appointed Jing Jing Yang as the Cupertino Poet Laureate from 2020 to 2021; and

WHEREAS, after an extensive search effort, the Poet Laureate Selection Committee and the Library Commission have recommended to extend Jing Jing Yang’s appointment until the end of 2022.

NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby approve the recommendation to extend Jing Jing Yang’s appointment as Cupertino’s Poet Laureate until the end of 2022.

BE IT FURTHER RESOLVED that this Resolution is not a project under the requirements of the California Environmental Quality Act, together with related State CEQA Guidelines (collectively, “CEQA”) because it has no potential for resulting in physical change in the environment. In the event that this Resolution is found to be a project under CEQA, it is subject to the CE QA exemption contained in CEQA Guidelines section 15061(b)(3) because it can be seen with certainty to have no possibility that the action approved may have a significant effect on the environment. CEQA applies only to actions which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. In this circumstance, the proposed action to extend the appointment would have no or 178
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Resolution No. __________________

only a de minimis effect on the environment. The foregoing determination is made by the City Council in its independent judgment.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 15th day of February, 2022, by the following vote:

Members of the City Council

AYES:

NOES:

ABSENT:

ABSTAIN:

SIGNED:

________
Darcy Paul, Mayor
City of Cupertino

________________________
Date
ATTEST:

________
Kirsten Squarcia, City Clerk

________________________
Date

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RESOLUTION NO. 20- 023

A RESOLUTION OF THE CUPERTINO CITY COUNCIL APPROVING THE

LIBRARY COMMISSION RECOMMENDATION AND APPOINTING

JING JING YANG AS THE CUPERTINO POET LAUREATE
WHEREAS, the Resolution No. 10-230 designated a Cupertino Poet Laureate position; and
WHEREAS, the Cupertino Poet Laureate will be charged to stimulate cultural and literary awareness in Cupertino, introduce youth and adults to the personal and communitybenefitsofpoetrybothaspersonalexpression,andasreflectiveof our history andculture, reveal, recognizeand engageliterary talentresidingin thecommunity and promote our Library as the cultural center of Cupertino; and WHEREAS, after an extensive search effort, the Poet Laureate Committee and the Library CommissionhaveunanimouslyrecommendedJingJingYangfor the two-year volunteer position; and
NOW, THEREFORE, BEIT RESOLVEDthat the City Council doeshereby Approve the recommendation and appoint Jing Jing Yang asCupertino' s Poet Laureate for a two-year term.

BE IT FURTHER RESOLVED that this Resolution is not a project under the requirements of the California Quality Act of 1970, together with related State CEQA Guidelines (collectively, " CEQA") becauseit has no potential for resulting in physical changein the environment. In the event that this Resolution is found to be aproject under CEQA, it is subject to the CEQA exemption contained in CEQA Guidelines section 15061(b)(3) becauseit can be seenwith certainty to have no possibility that the action approved may have a significant effect on the environment. CEQA applies only to actions which have the potential for causing a significant effect on the environment.

Whereit canbeseenwith certaintythat thereisno possibilitythattheactivity in question may have a significant effect on the environment, the activity is not subjectto CEQA. In thiscircumstance, theappointmentof thenextPoetLaureatewould haveno or only ade minimis impact on the environment. Theforegoingdeterminationis madeby the City Council in its independent judgment.

PASSEDAND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 18thday of February, 2020, by the following vote:
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Resolution No. 20- 023

Vote Members of the City Council
AYES: Scharf, Paul, Chao, Sinks, Willey
NOES: None
ABSENT: None
ABSTAIN: None
SIGNED:

Steven Scharf, Mayor Date
City of Cupertino
ATTEST:

Kirsten Squarcia, City/Clerk Date
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CITY OF CUPERTINO
Agenda Item
22-10464 Agenda Date: 2/15/2022
Agenda #: 18.

Subject: Options for Acquisition of Lehigh Cement Plant and Quarry by Santa Clara County Provide direction to the City Manager and City Attorney to prepare a letter in support of, and otherwise regarding, efforts by Santa Clara County to explore options for the acquisition of the Lehigh Cement Plant and Quarry and the termination of plant and quarry operations
Presenter: Christopher Jensen, City Attorney
CITY OF CUPERTINO Printed on 2/10/2022Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: February 15, 2022

Subject
Options for Acquisition of Lehigh Cement Plant and Quarry by Santa Clara County

Recommended Action
Provide direction to the City Manager and City Attorney to prepare a letter in support of, and otherwise regarding, efforts by Santa Clara County to explore options for the acquisition of the Lehigh Cement Plant and Quarry and the termination of plant and quarry operations

Discussion
The Lehigh Cement Plant and Quarry is located on 3,510 acres, primarily within unincorporated Santa Clara County. Portions of the Lehigh property extend into the incorporated cities of Cupertino and Palo Alto. Large-scale mining and manufacturing began on the site in 1939.

The Plant’s eight decades of operation have resulted in numerous violations of environmental regulations. A few recent examples include illegal discharges of sediment to Permanente Creek; exceedances of Regional Water Quality Control Board waste discharge requirements for selenium; and the illegal grading of haul road that ran from the Plant to the Stevens Creek Quarry. The Plant also contributes to dust, traffic, and noise in residential areas of Cupertino that are immediately adjacent to the Plant.

On February 15, 2022, the Santa Clara County Board of Supervisors will consider a referral from Supervisor Joseph Simitian to County staff to report to the Board within 90 days with options for consideration relating to the potential acquisition of the Lehigh Plant. (Attachment A.) Supervisor Simitian’s referral recognizes that dramatic changes in the County over the last 80 years, including the development of residential communities near the plant, warrant a reevaluation of the plant’s continued operation.

His referral would allow the County and West Valley cities to consider how to transition to new land uses that would benefit the surrounding communities. Separately, Supervisor Simitian has asked County staff to provide more information on the long history of environmental violations at the Lehigh Plant. 183
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Council placed monitoring pollution from the Lehigh and Stevens Creek Quarries on the FY 2021-22 Work Program as a high priority (ranked No. 5). Supporting County efforts to explore the acquisition and conversion of the Lehigh Plant to a new land use, such as open space, would be consistent with the Work Program’s goals and would address long-standing community concerns about traffic and pollution from plant and quarry operations.

Sustainability Impact
No sustainability impact.

Fiscal Impact
No fiscal impact.

Environmental Impacts
The proposed action is not a project under the requirements of the California Environmental Quality Act, Public Resources Code Section 21000 et. seq ., and the State CEQA Guidelines, California Code of Regulations Section 15000 et. seq. (collectively, “CEQA”), because it has no potential for resulting in physical change in the environment.

_____________________________________

Prepared by: Christopher D. Jensen, City Attorney
Reviewed by: Dianne Thompson, Assistant City Manager
Approved for Submission by: Jim Throop, City Manager

Attachment:

A - Lehigh Cement Plant and Quarry Acquisition Options (Santa Clara Board of Supervisors Agenda Item No. 13, Feb. 15, 2022)

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County of Santa Clara
Board of Supervisors
Supervisorial District 5
Supervisor S. Joseph Simitian

Board of Supervisors: Mike Wasserman, Cindy Chavez, Otto Lee, Susan Ellenberg, S. Joseph Simitian Page 1 of 3 County Executive: Jeffrey V. Smith
109544

DATE: February 15, 2022
TO: Board of Supervisors
FROM: S. Joseph Simitian, Supervisor
SUBJECT: Lehigh Cement Plant and Quarry Acquisition Options

RECOMMENDED ACTION
Approve referral to Administration and County Counsel to report to the Board within 90 days with options for consideration relating to the potential acquisition of the Lehigh Cement Plant and Quarry property located in unincorporated Santa Clara County, Cupertino, and Palo Alto. (Simitian)

FISCAL IMPLICATIONS
There are no direct cos ts associated with the approval of this referral. It is expected that the report-back will identify potential costs, including possibilities to finance those costs, of any options presented for the Board’s consideration.

REASON FOR RECOMMENDATIONS
Over the hundred odd years that there has been active mining on the Lehigh site, and with large scale commercial mining starting in 1939, the community context in which this mining has taken place has changed considerably. Co -location of mining/heavy industry an d residential subdivisions is certainly not something that a modern urban planner would actively contemplate; yet that is exactly what we find at the site today.

The Lehigh Cement Plant and Quarry is an historical anachronism. A significant segment of the community has repeatedly called for its closure. Not surprisingly, the current owners resist that path while there is limestone to be mined and a cement market to purchase their product.

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Board of Supervisors: Mike Wasserman, Cindy Chavez, Otto Lee, Susan Ellenberg, S. Joseph Simitian Page 2 of 3 County Executive: Jeffrey V. Smith
Agenda Date: February 15, 2022
By this referral, the Administration and County Counsel are direct ed to explore and report back on the feasibility of potential acquisition of the site, including outright purchase, either from a willing seller or through the use of eminent domain. Options for financing such an acquisition should be presented, along with a discussion of advantages or disadvantages associated with the various financing options.

Potential financing options could derive from future land use opportunities should the County acquire the property. For example, some members of the community hav e called for housing on the site. If housing were constructed there might be revenue associated with that activity that could be used to offset all or a portion of the acquisition costs. To the extent such opportunities exist, Administration and County Cou nsel should include them in the options they present to the Board.

Additionally, Administration and County Counsel should consider the possibility of County acquisition on a no-cost or low- cost basis if the current property owner (i.e., Lehigh) were to seek forgiveness for reclamation costs.

In offering this referral I am, of course, mindful of the fact that our County anticipates the possibility of an application to amend the current Reclamation Plan; indeed, an application was submitted in 2019, but u ltimately not pursued by the applicant who apparently now contemplates a substantially revised application. It is understood, of course, that any future land use application, should there be one, will be lawfully considered pursuant to applicable law and on its merits.

That said, this referral is made now because:
• The multiplicity of complaints and violations at the Lehigh Cement Plant and Quarry suggests continuing incompatibility of uses;
• The potential, in fact likely, possibility of a new application for continued and expanded activity at the site suggests now is the time to envision and consider other possibilities which are both in the public interest and fair to the property owner; • And finally, experience just across the Bay, at the recently opened park and camping facility which is the former Dumbarton Quarry, provides tangible evidence that reclamation and conversion can be accomplished.

To be sure, the undertaking anticipated by this referral is substantial, and the anticipated timeline is certainly not short. That said, the problems are real, the time is now, and we know that a good outcome is achievable. Rather than let the years pass and simply respond on a 186
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Board of Supervisors: Mike Wasserman, Cindy Chavez, Otto Lee, Susan Ellenberg, S. Joseph Simitian Page 3 of 3 County Executive: Jeffrey V. Smith
Agenda Date: February 15, 2022
reactive basis, our County should begin today to identify and pursue other more desira ble possibilities.

To that end, Administration and County Counsel is directed to consult with all relevant stakeholders and consider collaboration with all potential partners in developing a planning process, timeline and eventually a proposal for the property in question.

BACKGROUND
The Lehigh property includes a total of 3,510 acres, 2,656 of which are in unincorporated Santa Clara County and include the cement plant and quarry that are of interest to the community. The remaining acreage is within th e incorporated cities of Cupertino and Palo Alto.

The current (2012) Reclamation Plan contemplates full reclamation of the site by June 30, 2032. That existing Plan contemplates hillside open space as the proposed end use following reclamation. In 2019, a s noted above, Lehigh submitted an application for a Reclamation Plan Amendment (RPA). The pending RPA would have permitted modified, expanded operations and extended the reclamation timeline.
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CITY OF CUPERTINO
Agenda Item
21-9692 Agenda Date: 2/15/2022
Agenda #: 19.

Subject: Consider an update on the Via-Cupertino On-Demand Community Shuttle Pilot Program and proposed grant application: California State Transportation Agency (CalSTA,) Transit and Intercity Rail Capital Program (TIRCP)
Receive an update on Via-Cupertino ridership since its re-launch on October 19, 2021 and consider authorization of a competitive grant application to CalSTA to fund 50% of shuttle costs in the future Presenter: Chris Corrao, Senior Transit & Transportation Planner CITY OF CUPERTINO Printed on 2/10/2022Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: February 15, 2022
Subject
Consider an update on the Via-Cupertino On-Demand Community Shuttle Pilot Program and proposed grant application: California State Transportation Agency (CalSTA,) Transit and Intercity Rail Capital Program (TIRCP.)
Recommended Action
Receive an update on Via-Cupertino ridership since its re-launch on October 19, 2021 and consider authorization of a competitive grant application to CalSTA to fund 50% of shuttle costs in the future.

Background
The Via-Cupertino Community Shuttle launched on October 29, 2019, with the goal of attracting motorists to a sustainable and affordable transportation option. The service features nine vans that provide shared rides anywhere in Cupertino, and three locations outside Cupertino (Sunnyvale Caltrain, Kaiser Permanente Santa Clara, and Rancho San Antonio) for a flat fare. Program information, including hours of operation, service area, and fares are available on the City of Cupertino website at cupertino.org/shuttle.

A budget allocation of $1.75 million was approved by City Council for this program on June 18, 2019, and an agreement with Via-Cupertino was approved by City Council on August 20, 2019. Service was paused on August 24, 2020, due to COVID-19, and resumed on October 19, 2021. A contract amendment was approved by Council on July 20, 2021 .

The purpose of the contract renewal was to extend the program expiration date to October 31, 2022, to account for time lost during the pause, and to include new contract language related to Assembly Bill 5 (AB) and Proposition 22. (The bill requires contract employees to be treated as employees and the proposition exempts ride share companies from AB 5.) Discussion
Ridership has grown steadily since the re-launch on October 19, 2021 and is currently the highest it has been at any point during the pandemic. Several changes were made at the re-launch to grow ridership in response to community feedback. These included new vans that are lower to the ground and easier to enter, bicycle racks, plexiglass dividers between the driver and riders, and updated fares. Since the relaunch, 1,748 trips have been made, 189
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and 16,708 trips have been made overall since the program began in October 2019 (this is the most recent number, as of the time of submittal of this report.) Sunnyvale Caltrain station and Cupertino’s high schools are the most popular pick -up and drop-off points.

Ridership is increasing, although overall ridership is still below what was experienced in February 2020, prior to the pandemic. In that month , 3,956 rides were completed. By comparison, in January 2022, 487 rides were completed. Despite this difference, growth has been consistent since the re-launch, even during the Omicron variant. It is anticipated that ridership will continue to grow through the spring and summer, with the speed of recovery increasing as more employees return to office and as students resume activities on campus at De Anza College.

Survey Data
Several surveys conducted at various points in the pilot program consistently showed strong community support for Via-Cupertino. Survey results show a broad appeal across various community groups, such as seniors, students, office workers, and persons with disabilities. A 2021 rider survey indicated that if not for Via -Cupertino, 85% of riders would travel by private vehicle. This indicates that the pilot program has been successful in reducing Vehicle Miles Traveled (VMT) and greenhouse gas (GHG) emissions. It has also been successful in better connecting Cupertino residents to the Sunnyvale Ca ltrain station.

Budget Update
The Via-Cupertino On-Demand Community Shuttle program is currently on budget, with allocated funding anticipated to last until the end of the contract on October 31, 2022. As of January 2022, $20,927.09 has been collected in fare revenue since the start of the pilot program. Staff expects the pilot program to exhaust most of the funds as ridership is anticipated to continue growing until the end of the pilot program.

Transit & Intercity Rail Capital Program
The TIRCP is a grant that is primarily used to modernize California’s intercity, commuter, and urban rail networks. The funding comes from the State’s GHG Reduction Fund. In addition to funding rail projects, it also funds projects that can increase the use of rail transit, such as Via-Cupertino. The grant application for this is due on March 3, 2022.

For the first time, this grant includes micro transit as a category and cities are eligible to apply for funds. As this is a very large grant with larger projects likel y to score higher, staff has reached out to the Cities of San José, Sunnyvale, and Santa Clara regarding a potential multi-jurisdictional application. If awarded, the grant could cover up to 50% of capital and 50% of operating costs annually for a five-year period. (Attachment A.) The Cities of Sunnyvale and San José have expressed interest but have not yet decided whether to participate as they need to first identify their fund matching capacity. As a result, City staff has discussed a grant application that would be structured to enable other cities to participate in years two and three, giving those jurisdictions more time to secure funding for the ir local match. The City would be able to use grant funds to add destinations outside of the City that are frequently requested but would require more 190
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vans, such as the City of Mountain View’s Caltrain station (which has Baby Bullet service) and El Camino Hospital. Applying for this grant does not commit the City to funding Via- Cupertino in the future, nor does it lock in a vendor, should the City seek to contract with a different on demand vendor in the future.

Next Steps
If Council authorizes submission of an application for the TIRCP grant, staff will prepare application materials to submit by March 3, 2022. CalSTA will notify applicants of a decision by June 2022. Transportation s taff will return to the City Council Summer 2022 with another ridership update and more information on next steps, including what steps would need to be taken if the City Council elects to make the program permanent.

Sustainability Impact
Via-Cupertino is an on-demand ride sharing program that reduces the amount of VMT in the City, also reducing GHG emissions and local traffic congestion. In addition, as the most frequent destination and pickup point is Sunnyvale Caltrain, the program supports rail transit ridership and lessens parking demand for Caltrain. Vehicles are currently powered by internal combustion engines. However, a transition to electric vehicles (EV) is planned and will occur as vehicles become available from the current lessor (Avis), or if Via -Cupertino is able to secure an alternate provider sooner . If the CalSTA grant is awarded to the City, this will facilitate the transition to EVs by covering the increased capital costs of fleet electrification. It is anticipated that vehicles would be swapped out as soon as available, with the entire fleet in the City becoming electric in three to five years.

Another EV strategy under consideration is for staff to pursue grants to acquire EVs that would become City assets , and then have Via-Cupertino manage and operate the fleet.

Currently, most grants for EVs that are available require a 50% City match, which would require a significant investment from the City , unless it is able to acquire it through alternate means (such as through a donation, or through VMT Mitigation Funds.)

Fiscal Impact
This ridership update has no fiscal impact. Via -Cupertino was approved as part of the 2019 Budget at a cost of $1.75 million for the entirety of the pilot program in the Traffic Engineering budget unit , special project account, 100-88-844 750 -061 The amount of $718,812.53 has been spent to date. If the grant is awarded by CalSTA, and if the City Council decides to continue the Via-Cupertino program beyond its current expiration date (October 31, 2022 ,) the ongoing cost to operate Via -Cupertino is estimated to be $1.2 million per year. The CalSTA grant could cover up to 50% of capital costs and 50% of operating costs annually for five years, leaving the City responsible for paying the other 50% and/or finding alternate funding sources to cover those costs. _____________________________________

Prepared by: Chris Corrao, Senior Transit and Transportation Planner Reviewed by: Jimmy Tan, Acting Director of Public Works Reviewed by: Dianne Thompson, Assistant City Manager
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Approved for Submission by: Jim Throop, City Manager
Attachments:

A –Proposed Expansion Map
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Via-Cupertino Expansion: Phase 1
Attachment A
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Via-Cupertino Expansion: Phase 2/3
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CITY OF CUPERTINO
Agenda Item
22-10380 Agenda Date: 2/15/2022
Agenda #: 20.

Subject: Consider an update on Stevens Creek Boulevard Steering Committee and consideration of the City of Cupertino's participation in the Stevens Creek Boulevard Transit Vision Study Consider approving participation in the Stevens Creek Boulevard Corridor Transit Study to create a cohesive vision for the Stevens Creek Boulevard Corridor, including a study of the potential for transit
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CITY COUNCIL STAFF REPORT
Meeting: February 15, 2022

Subject
Consider an u pdate on the Stevens Creek Boulevard Steering Committee and consideration of the City of Cupertino’s participation in the Stevens Creek Boulevard Transit Vision Study.

Recommended Action
Consider approving participation in the Stevens Creek Boulevard Corridor Transit Study to create a cohesive vision for the Stevens Creek Boulevard Corridor, including a study of the potential for transit.

Discussion
In 2019, the jurisdictions of the City of San José, the City of Cupertino, the City of Santa Clara, and the County of Santa Clara adopted resolutions formalizing their interest in creating a common vision for high-capacity transit along the Stevens Creek Corridor.

Soon after, the City of San José formed a Steering Committee of elected representatives of each jurisdiction to discuss shared transportation issues along the Stevens Creek Boulevard Corridor. The City adopted a resolution in support of the study of high - capacity transit in the corridor on July 26, 2019 (Attachment A.) Cupertino Mayor, Darcy Paul, and Transportation Division staff have continued to participate in the group since its formation. On July 20, 2020, the Steering Committee recommended to proceed with developing a funding strategy for a transit study of the corridor. However, on November 17, 2020, the Council decided not to act, or participate at the time, citing concerns that the Interstate 280 (I-280) corridor should be included and noting the scope lacked sufficient detail to be a useful document. After that time, staff of the participating jurisdictions continued to meet to work through each jurisdiction’s concerns, including those of Cupertino, which resulted in the attached scope of work (Attachment B.)

In October 2021, the Metropolitan Transportation Commission (MTC) adopted Plan Bay Area 2050. Plan Bay Area envisions a $2.8 billion value to a future transit project in the Stevens Creek Boulevard Corridor. The MTC’s inclusion of the corridor in the Regional Transportation Plan does not predetermine a project, but instead enables future California State and Federal funding for the corridor, should a project materialize.

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At the most recent Steering Committee meeting on December 13, 2021, a presentation was given by City of San José staff on the scope of the Vision Study, the proposed cost share breakdown, and an overview on other planning activities in the corridor. City of San José staff also discussed the Airport Connector , a project intended to link Diridon Station to Mineta San José International Airport.

Scope of Work
In connection with the Multi-Jurisdictional Vision Study, the City of San José has a project underway called the West San José Multimodal Transportation Plan (MTIP .) This larger project is being used as a vehicle for the Stevens Creek Corridor Project since it already aligns with its scope and includes Stevens Creek Boulevard as part of the study area. Iteris and Winter Consulting both have experience in preparing similar types of studies for other agencies. The firm ’s scope of work (Attachment B) lays out a 19 -month duration project schedule with two months allocated to Project Initiation, eight months allocated to the development of a Vision Statement, and nine months allocated to the Vision Implementation development. The total cost estimate of the consulting services is $794,400. The largest contributor is the Santa Clara Valley Transportation Authority (VTA) with the remainder shared by jurisdictions along the corridor. If Cupertino does not participate in the study, the overall cost decreases by $87,035 for the remaining jurisdictions, although it is unknown if other jurisdictions would proceed with the study in absence of Cupertino.

The consultant team will prepare the draft and final Stevens Creek Boulevard Corridor Vision Plan that summarizes relevant information from p revious deliverables (existing conditions report, public outreach results, vision statement, alternative improvement concepts considered and evaluated, final vision concept, and implementation and a funding strategy.) The report will include a high-level non-technical executive summary and high -quality visual graphics illustrating the vision concepts for the corridor. The executive summary will reflect and relate to community priorities and be developed for an audience comprised of community members and elected officials.

Next Steps
If the City Council is supportive of moving forward with the corridor study , staff will return within one to two months with a funding agreement between the City of San José and the City . Other study participants also anticipate executing funding agreement s in Spring 2022. The study is anticipated to begin in Summer/Fall 2022.

Sustainability Impact
A transportation study has minimal impact on the environment . However, if the study results in improvements to Stevens Creek Boulevard for bicycl ists, pedestrians, and /or transit, this could lead to reductions in Vehicle Miles Traveled, greenhouse gas emissions, and improved safety for non -motorized street users. Although Cuper tino currently has separated bikeways already constructed in a segment of Stevens Creek Boulevard, with the remaining segments in design , the City’s investment could become even more 197
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valuable when neighboring communities build similar improvements in their jurisdictions, allowing for longer bicycle and pedestrian trips. The study will also study transit and multimodal mobility , which both have the potential to further Cupertino’s sustainability goals.

Fiscal Impact
The overall estimated cost to the City is $154,059. Costs are calculated based on linear miles on Steven Creek Boulevard. If Council wishes to participate in the study, staff will return at a future Council meeting with a funding request and a funding agreement between the City and the City of San José.

_____________________________________

Prepared by: Chris Corrao, Senior Transit and Transportation Planner Reviewed by: Jimmy Tan, Acting Director of Public Works Reviewed by: Dianne Thompson, Assistant City Manager
Approved for Submission by: Jim Throop, City Manager
Attachments:

A – Resolution No. 19-089
B – Scope of Work

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/c22/c55/c55/c42/c44/c49/c4e/c46/c4f/c55/c01/c22
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Iteris and Winter Consulting’s Proposal for
Stevens Creek Boulevard Corridor Vision Study
Submitted to:

November 20, 2021
08063-145.22
Attachment B
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COVER LETTER
June 1, 2021

Stevens Creek Corridor Transit Steering Committee
c/o City of San José District 1
Attn: Raania Mohsen
200 East Santa Clara Street, San José, California

Re: Stevens Creek Corridor Vision Study

Dear Sir/Madam:

08063-145.22
Iteris, Inc. (Iteris) is the leader in smart mobility infrastructure management for the transportation industry headquartered in California. Our firm specializes in providing solutions in transportation planning, traffic engineering, Traffic Signal Systems, and Intelligent Transportation Systems (ITS). Iteris combines its specialties to design and implement innovative solutions that help agencies reduce traffic congestion, enhance system reliability, improve mobility and safety, and advance the development of thriving communities. We are also pleased to be joined by Winter Consulting, specializing in outreach to provide comprehensive, complete, and seamless consulting services to this project with an integrated team.

This scope of work is based on the VTA Stevens Corridor Vision Study: Add- on task to the Strategic Plan for Advancing High-Capacity Transit Corridors. However, it was modified to broaden the scope beyond a transit corridor study to bring all types of mobility improvements to support the vision of the corridor. While transit certainly will be a large part of the discussion and analysis, the corridor has many vehicle, operational, bicycle and pedestrian, and land use issues, which when taken in consideration, can lead to a stronger corridor vision to meet overall mobility and safety goals.

We are proposing an experienced and highly responsive management team for this important assignment, as follows.

 Mr. Sean Daly, AICP, PTP, will serve as the Project Manager. With over 20 years of experience. Sean is one of Iteris’ most seasoned transportation professionals. He has over a decade of experience completing successful community-driven transportation planning projects  Ms. Corinne Winter will serve as the Deputy Project Manager. Corinne formed Winter Consulting in 2015 after a decade of leadership in the nonprofit transportation community as the Executive Director of Silicon Valley Bicycle Coalition and the Board Chair of TransForm. Corinne is a recognized leader in al l aspects of community strategy and outreach services.
 Mr. Viggen Davidian, PE, will serve as the Program Manager and Principal in Charge. A registered engineer, with nearly 40 years of experience, Viggen is the Practice Leader for Iteris’ Transportation Planning Discipline.

Thank you for the opportunity to submit our proposal. Iteris looks forward to assisting the Stevens Creek Boulevard corridor agencies on this important project. Please contact me at (949) 270 -9527 or [email protected] should you have any questions.

Sincerely,
Iteris, Inc.

Ramin Massoumi, PE
Senior Vice President and General Manager
Consulting Solutions
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Stevens Creek Vision Study | iii

TABLE OF CONTENTS
Project Team ......................................................................................................................................................................... 1 Project Approach .................................................................................................................................................................. 6 Scope of Work ...................................................................................................................................................................... 9 Proposed Schedule and Cost .............................................................................................................................................. 19 Tables
Table 1 – Relevent Iteris Experience ..................................................................................................................................... 5 Table 2 – Relevent Winter Consulting Experience ................................................................................................................ 5 Figures
Figure 1 - Proposed Project Structure .................................................................................................................................. 8 Figure 2 - Proposed Project Schedule and Cost .................................................................................................................. 19

SHARED GOALS FOR SAFETY AND ENHANCED MOBILITY
Iteris is the global leader in smart mobility infrastructure management – the foundation for a new era of mobility. We apply cloud computing, artificial intelligence, advanced sensors, advisory services, and managed services to achieve safe, efficient, and sustainable mobility. Our end-to-end solutions monitor, visualize, and optimize mobility infrastructure around the nation to help ensure that roads are safe, travel is efficient, and communities thrive.
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PROJECT TEAM
Our staff have many years of extensive experience with on-call consulting services for various clients, having successfully managed and completed hundreds of on-call task orders for a wide variety of public agencies.

Iteris, Inc., a publicly traded corporation
(NASDAQ: ITI), is the market leader in smart
mobility infrastructure management since 1987.

Iteris’ 425+ staff have decades of expertise in traffic management, along with superior services and patented products that help detect, measure, and manage traffic and vehicular performance, minimize traffic congestion, enhance safety, and empower Iteris clients with solutions to better manage their transportation networks. Iteris team members are experts in the fields of transportation planning, traffic engineering and transportation technology. Knowledge of these practice areas enables Iteris to provide comprehensive services ranging from initial studies, forecasting, planning, and design, through implementation and performance monitoring to integrate land use planning, urban design and land use policy. The firm is headquartered in Santa Ana, CA and has offices nationwide, including Oakland.

Winter Consulting Group, LLC, was
established March 9, 2015. Their team
brings 45 years of combined experience
engaging diverse stakeholders—from city
and transit agency staff and elected officials to community leaders, business representatives, and stakeholders from the general public. In their firm’s six years of business, they have developed a strong reputation for performing high-quality outreach on behalf of their clients. They have extensive experience interfacing with the business community along with a special passion for increasing the use of rail in the Bay Area and the mega-region beyond.

PROJECT TEAM

Winter Consulting brings
deep local transportation
outreach experience in
the community.

The Iteris team brings
local knowledge with
national expertise to help
our clients navigate and
execute their
transportation goals.
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Iteris implements high-quality deliverables through adherence to a quality assurance program that ensures accuracy, product usability, and an overall commitment to product excellence and client satisfaction. As project manager, Mr. Sean Daly, AICP, PTP ensures the team commitment to these objectives by identifying goals at the outset of the project and monitoring the product implementation and delivery process.

Iteris’ project management process is designed with checks and balances that have resulted in Iteris’ impressive track record of success on similar projects. Iteris project management objectives are developed to:
• Provide a comprehensive technical description and work definition for the entire project. • Develop a viable cost and schedule plan that reflects the planned performance of the work. • Establish a comprehensive control system that provides the necessary status information to the Project Development Team (PDT) and Iteris management.
• Identify problem areas early and initiate corrective action. • Communicate information to the PDT on a regular and timely basis. • Ensure thorough documentation through an effective Quality Assurance/Quality Control process.

:

The Iteris team possesses a tremendous depth of experience of traffic engineering, design, and planning experience that are required for a multijurisdictional corridor planning project. Iteris is well known within the industry and has a long history of successful projects similar in scope for several California agencies. Iteris has initiated over 1,000 transportation planning and engineering projects within the last five years for a wide range of public and private entities including local agencies, counties, MPOs, and Caltrans. With a proven track record of on-time, within-budget performance, approximately 70% of these projects represent repeat clients - a testament to Iteris’ ultimate goal of client satisfaction.
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Our Team

Sean Daly AICP, PTP
Project Manager
Mr. Sean Daly, AICP, PTP, is our proposed Project Manager. He has 20 years of public sector and professional consulting experience in transportation planning and started with Iteris in 2006—and has worked nearly continuously on Port projects since that time. His approach to planning puts people first to ensure access and connectivity rather than barriers and isolation. He is supported by Iteris’ focus on to bring professional planning services to his clients through a broad array of knowledge, expertise and experience in transportation impact analysis; multimodal studies; corridor analysis; analytics; transportation finance; and the regional travel demand model process.

Sean Daly, AICP, PTP

Corinne Winter
Deputy Project Manager
Ms. Corinne Winter formed Winter Consulting in 2015 after a decade of leadership in the nonprofit transportation community as the Executive Director of Silicon Valley Bicycle Coalition and the Board Chair of TransForm. Corinne is a recognized leader in all aspects of community strategy and outreach services.

Corinne’s experience includes robust outreach to diverse stakeholders including city and transit agency staff, elected officials, developers, community leaders, and business leaders.

Corinne Winter

Viggen Davidian, PE
Principal-In-Charge
Mr. Viggen Davidian, PE serves as a Vice President for Iteris and has been with the firm since February 1994. He has over 40 years of comprehensive project and management experience in transportation planning, traffic engineering design, and civil engineering, in both the private and public sectors. Mr.

Davidian’s technical expertise includes comprehensive multimodal area and corridor studies, traffic operations, travel demand forecasting, alternatives analyses, and environmental impact assessment for major highway and transit projects.

Viggen Davidian, PE
David Huynh, PE
Senior Advisor
Mr. David Huynh, PE serves as an Associate Vice President and has been with Iteris since June 2014. He brings over 23 years of transportation experience having worked in both the public and private sectors with a focus on traffic engineering, design, Intelligent Transportation System, operations, signal systems, communications design, Transit Signal Priority design and implementation, connected vehicle, and system engineering. David is an expert on the traffic signal systems in the South Bay and previously served as the Senior Transportation Engineer for the City of Fremont. David was the project manager for the Signal retiming for Stevens Creek Boulevard from Bubb Road to Tantau Avenue as part of MTC’s PASS program.

David Huynh, PE
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Ted Huynh, PE, TE
Technical Lead
Mr. Ted Huynh, PE, TE serves as a Senior Engineer for Iteris and has been with the firm since November 2017. He has over 10 years of experience working in the field of transportation engineering. His expertise includes traffic operations analyses, transportation impact analyses, traffic microsimulations, parking management planning, rail planning, complex spreadsheet and dataset analyses, cost estimation, and benefit-cost analyses. Mr. Huynh’s software experience includes VISSIM, Synchro, SimTraffic, Traffix, ArcGIS, HCS, Adobe Creative Suite, Microsoft Office and AutoCAD. He worked on the Stevens Creek Bus Rapid Transit Project – Conceptual Engineering services while with a previous employer.

Ted Huynh, PE, TE
Ellena Tran
Outreach Coordinator
As an outreach coordinator at Winter Consulting, Ms. Ellena Tran has developed strong relationships with community-based organization leaders.

Through these collaborations, Ellena has developed a broad understanding of best engagement practices for a number of different communities throughout the Bay Area. She is a seasoned outreach coordinator who has run many pop- up tabling events, workshops, and focus group meetings (both in-person and online). Her welcoming and cheerful attitude helps her successfully connect with community members.

Ellena Tran

Stephanie Mak, AICP
Technical Support
Ms. Stephanie Mak, AICP serves as an Associate Engineer with Iteris and has been with the firm since April 2018. She has over five years of experience working in the fields of transportation planning and analytics. Her expertise includes transportation performance monitoring/metrics, benefit-cost analyses, transit operations analysis, dataset analyses, data visualization and database development. Ms. Mak has extensive experience with GIS and using the “R” scripting language to manage large datasets, performing statistical analysis and developing transportation performance metrics. She previously worked at MTC.

Stephanie Mak,
AICP

Jin Eo
Technical Support
Jin serves as an Assistant Planner for Iteris and has been with the firm since December 2019. She has over six years of experience working in the fields of transportation planning with specific experience as a traffic modeler and analyst. Ms. Eo will be supporting the modeling and transportation planning facets of Iteris’ Mobility group. Prior to Iteris, Ms. Eo worked for an established transportation planning firm and has held internships with the Los Angeles County Metropolitan Transportation Authority (Metro), the City of Los Angeles, and the Orange County Transportation Authority (OCTA). She has experience applying regional and local transportation models, GIS, and is skilled at using such tools as TransCAD, PeMS, Vistro, Synchro, and Streetlight data. Jin is a native of Santa Clara.

Jin Eo

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Our Relevant Experience
A selection of relevant experience of past and ongoing projects are shown in Table 1 for Iteris and Table 2 for Winter Consulting.

Table 1 – Relevant Iteris Experience

Projects Transportation
Planning
Traffic
Engineering
Multimodal
Corridor Outreach Transit
Corridor
Santa Monica Boulevard Transit Parkway     
Omnitrans West Valley Connector BRT     
US 101 Communities Connected     -
West San Jose Multimodal Transportation
Improvement Plan     
Elk Grove BRT Feasibility Study    - -
Metro Orange Line Canoga Extension    - -
Lincoln Boulevard Corridor Plan     
Wilshire Boulevard BRT Study     
El Camino Real BRT Peer Review Support    -
East Broadway Feasibility Study     -
San Fernando Valley North-South Transit
Corridor Major Investment Study     -
Metro Bus Speed and Street Design
Improvement Plan     -
Orange Grove Roadway Reconfiguration     -
Valley Boulevard PAED     
Slauson Corridor Transit Neighborhood Plan    
MTC’s Program for Arterial Signal
Synchronization (PASS) for Wolfe Road, Tantau
Avenue, El Camino Real, Stevens Creek
Boulevard

-





-


MTC’s Next Generation Arterial Operations
Program (NextGen AOP) -  - - 
San Jose 18/19 TFCA Signal Retiming -  - - -
AC Transit Line 97 Transit Performance Initiative -   MTC IDEA Conditional Transit Signal Priority in
Walnut Creek and Concord -  - - 
MTC’s Program for Arterial Signal
Synchronization (PASS) for Wolfe Road, Tantau
Avenue, El Camino Real, Stevens Creek
Boulevard

-



-

-



Table 2 – Relevant Winter Consulting Experience

Projects Transportation
Planning
Traffic
Engineering
Multimodal
Corridor Outreach Transit
Corridor
ACE Outreach Services - - -  
Southern Alameda County Rail Study - - -  
San Jose Downtown Transportation Plan - - -  -
Dublin Bicycle & Pedestrian Master Plan Update - -   - Union City Bicycle & Pedestrian Master Plan
Update
- -   -
ACE Outreach Services - - -  -
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PROJECT APPROACH
Understanding

The Stevens Creek Boulevard provides vital transportation connections among land use and activity centers in southwestern Santa Clara County as it passes through the City of Cupertino, City Santa Clara, City of San Jose, and County of Santa Clara, while also providing an important transit corridor for VTA services. With limited parallel arterial corridors, it is expected that increases in travel demand in the general area will be heavily concentrated along Stevens Creek Boulevard. The partnering agencies recognize the need to develop a vision and principles for the corridor and provide formal improvement concepts and projects for implementation.

The unique jurisdictional borders in the corridor require a coordinated and cooperative multijurisdictional approach to plan for the future of the corridor to ensure the plan serves all stakeholders including residents, businesses, and visitors with safe, convenient, and practical multimodal mobility.

This effort will build on previous and ongoing efforts while providing a new opportunity to empower stakeholders to guide the future of mobility in the Stevens Creek Corridor. With a complete recognition and understanding of these issues, the consultant team of Iteris and Winter Consulting are pleased to submit this proposal for your consideration.

PROJECT APPROACH
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to meet overall mobility and safety goals.
certainly will be a large part of the discussion and analysis, the corridor has many vehicle, operational, bicycle and pedestrian, as well as land use issues, which when taken in concert, can lead to a stronger corridor vision

corridor study to bring all types of mobility improvements to support the vision of the corridor. While transit Advancing High-Capacity Transit Corridors. However, it was modified to broaden the scope beyond a transit This scope of work is based on the VTA Stevens Corridor Vision Study: Add-on task to the Strategic Plan for

Scope Concepts

Key concepts in the scope are:

Leadership
• The Current Steering Committee is the policy lead on the project • A Project Development Team (PDT) composed of representatives from participating agencies is the project coordination group—empowered to make technical decisions throughout the project. • Due to the multijurisdictional nature of the study, it is recommended that the PDT make decisions based on committee consensus for corridor-wide choices but to accommodate the responsible agency’s discretion over infrastructure and service assets. • The intent is for the study process to foster continued cooperation and not create new, or perpetuate existing, barriers to multimodal mobility in the corridor.

Consensus
• Consensus does not mean full agreement on all issues. In a multijurisdictional study there is a high potential for disagreements over both style and substance since each participating agency brings different perspectives and emphasis on priorities, policy direction and leadership format. • The team will address disagreement through a determination of acceptance, avoidance, or mitigation as not to result in delays to the project schedule and deliverables.

Involvement
• Public Outreach is integral to the development of the Vision Statement and the selection of preferred solutions in the corridor based on needs.
• Input will be treated the same regardless of venue: workshop, online, phone, or email. • Feedback and description of the use of input, follow-up events that show progression and development.

Schedule
• The schedule is divided into three primary parts with technical and outreach components:

1. Project Initiation 2. Vision Statement 3. Implementation Plan

Focus
• The Study will be mobility and safety-focused rather than modally specific in the early stages. The focus on opportunities and constraints rather than specific solutions in the first phases of the project is intended to encourage open expression of issues and concerns by stakeholders outside of a specific “pre-determined” decision.
• The Consultant Team is highly focused on deliverables and schedule.

Conceptual Improvement Alternatives
• Developed at multiple scales: Corridor-wide involving multiple agencies, City-level involving overall City policy, and block level which can provide localized improvements to address specific focused needs.
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Part 2: Vision Strategy
Decision Makers Council/Commission ❺ ❺ ❺
Interviews ⓴ ❿
Direct Contact Focus Groups
Office Hours
Workshops ❷ ❶
Public Events Open House

❷
Design Charettes
Corridor Audits
Field Events Com. Presentations
Pop Up Events
Online Engagement ● ● ● ● ● ● ● ● ●
The proposed project structure for coordination, technical and outreach components is shown in Figure 1.

Figure 1 - Proposed Project Structure
Project Management
● ● ● ● ● ● ● ● ● ● ● ● ● ●
● ● ●
Develop Review Approve
Design Guidelines
Conceptual Improvement Alternatives
Cost/Benefit Analysis
Preferred Improvements
Final Vision and Implementation Plan
Project Development Team
Steering Committee
Technical Advisory Committee
Evaluation of Part 1
Project Initiation Part 1: Vision Statement
Project Charter
Outreach Plan
Outreach Events
Existing Conditions
Planned Conditions
Opps and Constraints
Vision Statement
Listening Principles Vision Concurrence
❿
❺
❺
❺
❷
❸
❹
❷
❿ ❿ ❿
❽
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SCOPE OF WORK
1 Project Management
The purpose of project management is to ensure accurate and timely management of general tasks required to kickoff, coordinate, oversee, and advance the Study through completion, and ensure the Study aligns with other multi-jurisdictional planning efforts in the corridor.

1.1 TEAM AND WORKING GROUP COORDINATION

1.1.1 Project Development Team
The Project Development Team (PDT) will be the primary coordinating group for the duration of the project.

It will be composed of representatives of VTA, City of San Jose, City of Santa Clara, County of Santa Clara, City of Cupertino and the consultant team. The PDT is scoped for monthly meetings, however bi-weekly meetings may be necessary at certain phases of the study where the status of project milestones, progress achieved, schedule, cost and budget status, and issues and areas of concern may need to be addressed more frequently.

The consultant team will create minutes and action items for each subsequent PDT meeting. The PDT will be a forum to resolve project issues and to identify additional areas of coordination. Risks to the schedule or accomplishment of deliverables will be identified and resolved through acceptance, avoidance, or mitigation. Draft mitigation actions will be developed by the consultant team and included in a risk register to accompany the meeting minutes and for resolution at the following PDT meeting.

1.1.2 Steering Committee
The Stevens Creek Corridor Transit Steering Committee reviewed and evaluated the Vision Study scope of work. The Steering Committee will be the lead policy decision-making body for the study. The Project Development Team will present to the Steering Committee either on a quarterly basis or at major milestones in the study such as:

1. Completion of Project Initiation

2. Draft Vision Statement

3. Draft Implementation Plan

4. Next steps and ongoing coordination – the PDT will identify “early action” projects and coordination actions by corridor agencies

1.1.3 Technical Advisory Committee
A Technical Advisory Committee may be assembled from technical staff of relevant participating agencies to address specific technical requirements identified through the study and may include Caltrans District 4.

1.2 PROJECT INITIATION (TWO MONTHS)
Once the Notice to Proceed is issued, the consultant team will convene a Kick-Off Meeting to review expectations and responsibilities, refine the scope of work and develop a detailed schedule. Various decisions on communication protocols, standing coordination meeting times, and designation of a representative(s) for each participating agency will be made. The PDT meeting composition will be finalized, and the standing monthly/biweekly meetings will be scheduled. 213
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1.2.1 Project Charter
At the first biweekly PDT meeting, a draft Project Charter will be compiled which will include:
• Communication protocols
• Points of Contact
• Technical Approach
• Project Limits
• A summary of participating agency project priorities
• Draft public meeting schedule

A second biweekly PDT meeting will finalize the Project Charter.

1.2.2 Outreach Plan
The consultant team will develop an outreach plan in consultation with the PDT and agency outreach professionals. The Outreach Plan will be a guide for the approach to public materials, and engagement and outreach and will contain a stakeholder register with contact information and touchpoints with various stakeholders. It is expected that the Outreach Plan will take two PDT meetings (draft and final) to produce.

The outreach strategy will be reevaluated after the first part: Vision Statement, to consider revised outreach activities to address any identified shortcomings. Components of the outreach plan are expected to be:

1.2.2.1 Outreach Target Areas
Targeted outreach (*note all comments on other study areas and topics will be accepted at all venues). The intent of targeted outreach is to ensure a cross-section of input throughout the corridor.

1.2.2.2 Messaging Materials
Team will create high quality graphics, presentations, reports, fact sheets, or other materials as necessary for communication with the public, steering committee, boards of directors, city councils, and committees. The project branding will identity the study and ensure consistency in product look. Where appropriate, outreach materials and fact sheets will be published in three languages:

English, Spanish and Simplified Chinese.

1.2.2.3 Community Based Organizations
Community Based Organizations (CBOs) will be identified for partnership in strategy development, implementation, and interpreting of outreach efforts. The draft budget allocates $5,000 stipends for five CBOs ($25,000 total). Identification of CBOs will be based on an equitable geographic and social distribution. CBOs will be invited to participate in reviewing the Outreach Plan and to co-create a set of outreach principles supportive of a community-led process for identifying needs, honoring community decisions and providing equitable strategies.

1.2.2.4 Disadvantaged Communities
The consultant team will work with the PDT to enact strategies to engage disadvantaged communities, including people with limited English proficiency, low-income households, racial and ethnic minorities, people with various immigration status, and people with limited time or resources to go to standard public meetings. The location of disadvantaged communities will be identified in the existing conditions technical work. Translation and interpretation services for Spanish and Mandarin Chinese are expected to be provided on as needed basis. 214
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1.2.2.5 Outreach Advertisement
The success of a public outreach program often hinges on the ability to get the message out to the community. The consultant team will work with the PDT, CBO partners, VTA’s Community Outreach and Public Engagement (COPE) Department, and the Cities and County to identify best ways to advertise events and collect input from local community members. Multimedia advertisement of the project website and events through mailers, agency email service, blog posts, social media posts, materials provided to neighborhood associations, local organizations and bicycle advocacy groups, city council and county supervisor communications, and local agency communication services will be explored in the Outreach Plan.

1.2.2.6 Coordination with Other Outreach
Understanding that several recent and ongoing planning outreach efforts are underway in each City and within the corridor, the consultant team and PDT will develop an outreach strategy which will have synergy and not redundancy with these other efforts. Opportunities for co-hosting events and access to the technical products of these other efforts, if appropriate and feasible, will be explored.

However, the Stevens Creek Boulevard Vision Study will have a unique identity with a clear purpose as to maintain a focus on delivering a unified Vision and actionable implementation plan for the corridor.

1.3 OUTREACH EVENTS
The consultant team will conduct outreach in several formats to involve community members, stakeholders and other interested parties in the development of corridor opportunities and constraints, review of draft documents, and help interpret the technical analysis by bringing experience, values and observations into the planning process. Outreach event types may vary by jurisdiction depending on what will be the most successful approach to reach a variety of community members.

The consultant team will work with the PDT and community-based organizations to advertise, staff, and communicate the outreach events in their jurisdiction. Outreach touchpoints will be concentrated to coincide with technical and policy milestones in the project. The events are proposed to be:

• Interviews – ½ hour one-on-one phone or web conference interviews to solicit direct feedback. A few prompt questions would be prepared by the consultant team, but mostly this will be a forum to listen to stakeholder needs.

• Focus Groups – Small groups facilitated by the consultant team will have topical prompt questions and will focus on listening to needs.

• Workshops – An opening presentation describing the purpose of the workshop will be followed by breakout small groups by topic. Hands-on activities such as map drawing, prioritization and scenario planning.

• Walk / Bike / Transit Audits – The consultant team will lead modal audits focused on identifying barriers to casual users, impediments to travel and areas where spot improvements can improve the multimodal transportation system.

• Open House – The open house format will be used to discuss draft documents with stakeholders, allowing them to ask question, provide comments, and interact with the consultant team and the PDT.
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• Office Hours – Office hours present an opportunity for the consultant team and the PDT to be available to stakeholder for an open discussion of corridor issues.

• Pop-Up Events – During all phases, host pop ups at bus stops, grocery stores, local events and locations within the study area, as well as previously scheduled community meetings, schools and local areas with high foot traffic. Tables/presentations/pop-up events will be staffed by the outreach team with VTA COPE and staff from each member agency joining as schedules allow. Depending on the specific neighborhood demographics, pop ups will include people fluent in common local language(s). CBO partners can help to identify suitable places for pop-up tables, opportunities for residents to assist with tabling or collecting community information, and preferred methods of communication.

• Presentations to community and neighborhood groups – There are a number of community and neighborhood groups throughout the corridor that it will be important to communicate with. The outreach team will conduct outreach to these groups and coordinate project presentations at their meetings. Agency staff can take the lead on these presentations or ask that the outreach team conducts them and reports back key findings.

• Council/Commission Meetings – Formal presentations to decision-making bodies are important in developing momentum for a sustainable corridor improvement program.

These events may be in-person or online. Online events will have the capacity for live interaction and feedback and direction to the website for additional offline feedback as well as contact information to set up one-on-one interviews.

1.4 PROJECT WEBSITE AND ONLINE ENGAGEMENT

The consultant will work with the PDT agencies to develop a project website to clearly describe the purpose of the Study, share project documents, public outreach event schedules, surveys, and contact information.

The website engagement will include surveys appropriate for different points in the study as well as an open-ended comment submission capability.

Input received through the online engagement will be consolidated with the input from interviews and public events to ensure equitable access across all outreach formats. 216
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2 Part 1 – Vision Statement (8 months)

2.1 EXISTING CONDITIONS
“This task focuses on understanding existing land use and transportation conditions for the study area. The consultant team will collect relevant data, maps, and plans from local agencies, and will review and summarize the information in a memorandum. The consultant will also develop a base map that will help guide the community collaboration and visioning process. This task will give the Project Team and members of the public a common understanding of the current conditions in the study area.”

The existing conditions analysis will be a compilation of technical information that describes the multimodal transportation infrastructure, mobility services and travel demand in the corridor. This will include analysis of the corridor’s interaction with parallel and connecting facilities such as I-280, Diridon Station Connection / Airport Connection, Bascom Avenue, I-880, Winchester Boulevard, San Tomas Expressway, Lawrence Parkway, Wolfe Road, and De Anza Boulevard. Due to the complex interaction of multiple travel patterns along various corridors in the study area, it is recommended that vendor supplied origin/destination probe data be obtained to analyze the travel patterns in and around the Stevens Creek Boulevard corridor.

Understanding the need to focus the VTA contribution on the Measure A criteria of improving the speed and reliability of bus service in the corridor, specific technical tasks and outreach components are described and apportioned specifically for these purposes. Three categories of corridor improvements analyzed in the study are proposed to be:

1. Transit Operations Improvements –Speed, frequency and service improvements with comparison to any changes in vehicle operation conditions

2. Transit Stop Improvements and Access – Amenities and enhancements to improve stop identification, comfort and information as well as localized (1/4 mile) access for walking, biking and transfer from other transit services

3. Multimodal Connectivity – Walking and biking facilities serving the corridor connecting corridor land use

The existing conditions analysis will start with an inventory of infrastructure and transportation demand in the corridor:

Existing Condition Inventory
Existing conditions data collection will be inclusive of:
• Transportation Infrastructure
o Corridor geometric and operational conditions
o Lane configuration
o Signal equipment
• Timing sheets with coordination plans
• Signal timing preferences;
• Speed studies
• Synchro files from previous projects as available
o Communications
o Intersection crossings
Part 1 is intended to be an 8-month process with bi-weekly agency technical working group meetings and public outreach events/touch points. The end product is a consensus-based Vision Statement composed of principles and measurable objectives to inform Part 2: The Implementation Plan. Technical analysis of existing and planned conditions will be performed and shared through the Outreach process to interpret and expand on the conditions analysis to identify opportunities and constraints for the Corridor. 217
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o Roadway ROW allocation
o On-street parking inventory
o Bicycle infrastructure
• Transportation Demand
o Traffic volumes (existing and forecasted based on the VTA Countywide travel demand model)
o Transit boardings and alightings
o Travel
patterns using vendor origin and destination data
• Land use
• COVID-19 Period Analysis to demonstrate the change in travel and mobility conditions • Collision data (CHP SWITRS data and local agencies' data for the available past 5-year period) • Develop base map in GIS
• Parking inventory and survey of Stevens Creek Boulevard and cross streets within 200 feet of Stevens Creek Boulevard for two weekdays and two weekend days.

The existing conditions inventory will be analyzed and summarized to identify current mobility and safety issues in the corridor to supplement those identified by technical analysis by corridor agencies, agency partners through coordination and other stakeholders through outreach events. The existing conditions analysis will set the baseline of analysis for corridor improvement options The existing conditions will include identification location of signal or other delay, collision hot spots and potential of right-of-way for new modal designation coupled with stakeholder identified barriers and opportunities for increased transit access and multimodal connectivity.

The findings will be summarized in a succinct, high-level memorandum, with maps, graphics, and photographs as appropriate. The opportunities and constraints from the existing conditions will be summarized.

Deliverables:
• Existing Conditions in the Corridor Report (technical memorandum) • PowerPoint Executive Summary
• Parking Inventory and Survey
• Data Inventory
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2.2 PLANNED CONDITIONS
“This task focuses on understanding planned land use and transportation conditions for the study area. The consultant team will collect relevant data, maps, and plans from local agencies, and review and summarize the information in a memorandum. This task will give the Project Team and members of the public a common understanding of the planned conditions in the study area.”

The Planning and Policy Context Synthesis will include planning documents and policies relevant to the study corridor. These documents will include General Plans, Specific Plans, Urban Village Plans, Corridor Studies, Bus Rapid Transit Studies, the High-Capacity Transit Corridors Study, Stevens Creek Boulevard Focus Area, Community-Based Transportation Plans, Capital Improvement Programs (CIP), West San José Multimodal Transportation Improvement Plan, the New Transit Service Plan, I-280 Corridor Study, Pedestrian Plans, and Bike Plans. Future travel demand and patterns in the corridor will be described and highlight how forecasted and planned conditions will alter the use of transportation facilities in the corridor. Gaps, conflicts and inconsistencies among plans and policies along the corridor will be summarized as opportunities and constraints.

The findings will be summarized in a succinct, high-level memorandum, with maps, graphics, and photographs as appropriate.

2.2.1 Future Conditions Option Analysis
Options for potential corridor improvements will be organized into three proposed categories (as described in task 2.1). These categories will structure the technical analysis of actions to address identified issues and improve mobility and safety in the corridor. The analysis framework presented here will be reviewed with VTA and the corridor agencies to ensure all standard and methodologies of the assessment are consistent with agency policies such as VTA’s Transit Speed Policy.

1. Transit Operations Improvements
Transit Operating Speed will be assessed by reviewing four performance metrics:
• Locations of signal or other delay of overall roadway operations in the corridor which could be addressed through signal coordination or other systemic improvements. • Potential of corridor-wide bus signal priority through assessment of existing signal systems, communications, and vehicle hardware. This includes inventory of signal controller type, firmware, WLAN equipment, and communications compatibility to determine actions necessary for deployment of corridor bus signal priority.
• Assessment of potential queue-jump locations based on right-of-way and signal hardware to determine potential locations and actions necessary for queue jump deployment. • The only vehicle loading component that will be analyzed as part of this study will be front door boarding vs. all door boarding which would be an improvement implemented throughout the corridor and platform height. Other components such as fare collection and stop spacing will not be studied as fare collection is an overall VTA system issue and stop spacing will be studied as part of the Fast Transit – Bus Stop Balancing project. The team will coordinate with and build upon VTA’s Fast Transit – Bus Stop Balancing project which is reviewing potential stop removals in the Stevens Creek Corridor, and not duplicate that effort but share relevant information as necessary. • Right-of-way assessment for bus running way options of mixed traffic (existing conditions), shared bus/HOV lanes, shared bus/bike lane, peak hour bus-only lane, and bus-only lane. Impacts to vehicle operations and parking will be assessed quantitatively utilizing existing Synchro networks or 219
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through Synchro or Visto analysis of representative intersection locations.

2. Transit Stop Improvements and Access
• Transit Stop Improvements will be assessed consistent with VTA’s Better Bus Stops Program.

Current VTA data through the Program and field review will identify potential upgrades to stops in the corridor.
• Five-minute, ten-minute and fifteen-minute walk and bike sheds to each transit stop will be mapped. Gaps due to barriers or other connectivity issues will be identified along with potential site access improvements from major land uses in the corridor. This analysis will also integrate comments provided by stakeholders.

3. Multimodal Connectivity
• City and County active transportation plans will be the basis for understanding multimodal connectivity to the Stevens Creek Boulevard corridor. Connectivity and connection points will be mapped. This will go beyond the station access analysis to analyzed multimodal system improvements in and connecting to the corridor for active transportation. • Vulnerable road user analysis will be conducted based on the existing conditions collision analysis and identify potential safety countermeasures for concentrations of pedestrian and bicycle involved collisions. Physical countermeasures in addition to innovative technology applications of passive detection at crossings and virtual detection via smartphones will be reviewed.

This analysis will inform the development of the Vision Statement (Task 2.3.3) and the Conceptual Alternatives (Task 3.3).

Deliverable:
• Planned Conditions in the Corridor Memorandum
• Technical Analysis of Future Conditions Options

2.3 EXPERIENCE AND NEEDS OUTREACH
“The outreach in Part 1 will focus on listening to community priorities and concerns and build to the development of a vision statement with principles and objectives.” The consultant team and the PDT will conduct a multifaceted outreach in partnership with community- based organizations and agencies to understand the experience, perspectives, and needs of corridor stakeholders—its residents, businesses and visitors.

Outreach will be concentrated during the Opportunities and Constrains needs assessment. This is an important opportunity to allow stakeholders to express their experiences and values to help shape and interpret the complimentary technical analysis. Outreach events will coincide with project technical deliverables and decision points.

Recommended outreach events during this part of the Study process are:

2.3.1 Listening Period
A Listening Period at the beginning of the project to allow stakeholders to focus on needs and values.

Stakeholders will be asked about their experience in the corridor, how the transportation works or does not work for them, and their needs at various outreach events. • Two (2) Workshops
• Two (2) Open House
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• Four (4) Field Audits
• Three (3) Focus Groups
• Thirty (30) Interviews
• Eight (8) Pop-Up Events
• Five (5) Council/Commission presentations
• Ten (10) Presentations to Community and Neighborhood Groups

The field audits of walking, biking and transit will coincide with the public workshops and open houses (on the same or consecutive days) to allow stakeholders to demonstrate and shape the field review.

2.3.2 Existing Conditions and Planned Conditions Technical Deliverables Review Period The public release of the Existing Conditions and Planned Conditions Technical Deliverables will have two (2) workshops, two (2) office hours, and two (2) focus group events for stakeholders to review and comment on the deliverables.

Summary presentations of the Listening Period and Existing Conditions and Planned Conditions Technical Deliverables will be presented at five City Council/Commission and/or Board of Directors meetings.

2.3.3 Vision Statement Development
The consultant team and PDT will review feedback obtained in the outreach workshops, meetings, corridor audits, and other feedback mechanisms in the context of existing conditions, opportunities, and constraints of the technical analysis and outreach.

Opportunities and constraints will be categorized and used to develop draft principles and objectives in the corridor. The consultant team will facilitate the refinement of principles and objectives and a consensus vision statement. Principles are the value-based goals for the corridor while the objectives will be measurable indicators in the achievement of the vision. This is scoped to include two (2) workshops, ten (10) interviews, and five (5) focus groups culminating in a Vision Statement Workshop to refine a draft Vision Statement document.

2.3.4 Vision Statement
After the workshop, the consultant team and PDT will refine and organize the draft Vison Statement and post for public review. During this period, the consultant team will present to the Steering Committee and individual City Councils and Boards of Directors of the participating agencies. Each decision-making body will be asked to vote to approve the Vision Statement to set a consensus basis for the implementation plan in part two of the Vision Study.

Deliverables:
• Vision Statement of Principles and Objectives
• Consensus Approval of Participating Agencies
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3 Part 2 – Vision Strategy (9 months)

3.1 EVALUATION OF PART 1
The results of Part 1 will be evaluated for areas of success or improvement. This will include a review of both the technical and outreach components of the project. It is expected that some issues raised in Part 1 will need to be further investigated before the development of alternative concepts. This may include a specific workshop or “short” technical studies of two-week investigations of specific issues. The PDT will determine the level of effort and time to allocate to additional outreach or analysis before the initiation of Task 2.

3.2 DESIGN GUIDELINES
It is expected the VTA Community Design and Transportation Manual will be utilized to develop design guidelines for the corridor. The Vision Statement development and outreach may revise or add some elements to the guidelines specific to the Stevens Creek Corridor.

3.3 IDENTIFY AND ANALYZE CONCEPTUAL IMPROVEMENT ALTERNATIVES “In this task, the Consultant will apply the vision statement and the design guidelines to create high-level design alternatives for corridor improvements. Corridor improvements will be based on opportunities and constraints and modal alternatives will be assessed for benefits and costs. Flexibility in the scale of alternatives will include corridor-wide, city-level and block level improvement alternatives. Concepts will be detailed enough to permit a general assessment of the feasibility of different design concepts and calculate planning-level cost estimates. No complex design, engineering, or environmental work will be conducted.

Concepts will be presented for feedback in community outreach.”

3.3.1 Conceptual Improvement Alternatives
Conceptual alternatives considered will include recommendations to improve mobility and safety through enhanced transit services, vehicular operations, and infrastructure improvements; bicycle facilities; pedestrian facilities, roadway lane allocation and designation, curb modifications, pedestrian enhancements, parking strategies, and signal timing improvements.

Alternatives will be mapped and presented using plan-view graphics, cross-sections, and similar examples from other peer locations. The consultant team will utilize industry-standard techniques to forecast existing and future conditions with and without conceptual alternatives by evaluating quantitative and qualitative assessment of impacts to transit, bicyclists, pedestrians, and drivers. Key performance indicators (KPIs) will be developed with the PDT based on the types of improvements considered and preference of technical tools and data.

Evaluations will be based on user-perspective performance measures of travel time, delay, aesthetics, cost, and safety. Impacts to residential streets, on-street parking, and construction conditions will also be assessed. Results will be summarized in a memo and matrix, and will be posted for public review and used in the communication of potential benefits, costs, and impacts of potential improvements to be considered for priority implementation.

This is the implementation of the Vision Strategy. It develops the framework of design guidelines, technology architecture, cooperative agreements, transit station/stop access planning and early action projects. 222
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for the magnitude cost estimates of the improvements.
funding strategy. The long-term funding strategy will include an identification of most likely funding sources responsible agencies. This “early action program” will be the near-term improvement component of the The implementation strategy will include a section with near term-tangible actions with clear steps for

3.3.2 Cost Benefit Analysis
The consultant will evaluate the cost and benefits of alternatives and improvements with key performance indicators and magnitude cost estimates of capital and operating costs. Data will be obtained from plans and analysis from the technical component of Part 1. Results will be summarized in a memo and matrix.

3.3.3 Conceptual Improvement Stakeholder Review

Conceptual improvement alternatives will be presented to members of the public. Input from the public and participating agencies will be used to revise the alternatives and guide the development of a preferred corridor concept. Outreach to support the development of conceptual improvement alternatives includes twenty (20) presentations to community and neighborhood groups.

The consultant team will present and facilitate three (3) design charettes to review potential concept improvement alternatives. The presentations will include how each alternative concept may address the principles and objectives of the Vision Statement and the results of the benefit/cost analysis. The consultant team will coordinate with the PDT to develop and manage the strategic planning for meetings, facilitation, preparation of meeting materials, presentation, and meeting summaries. Two rounds of revisions will be provided to refine concept improvements. A memorandum and matrix will summarize the concept improvement impact analysis and cost benefit analysis.

3.3.4 Preferred Conceptual Improvements
The consultant team will work with the PDT and through the public outreach process to develop a prioritization based on feasibility, funding opportunities and effectiveness. Each agency will perform a high- level evaluation of the feasibility of concepts based on right-of-way, funding, design, and environmental considerations. Lead agencies for each implementation action will be identified. Some potential improvements may be a various stages of project development (e.g., in design, environmental, concept or not a concept at this point).

Potential funding mechanisms will be considered for the various improvements including opportunities for funding partnerships, traffic impact fees, CEQA mitigation, development fees, and local matches for the regional Transportation Improvement Program. The results of the preferred conceptual improvement analysis will be used to formulate an implementation strategy.

The consultant team will present the concepts to the Steering Committee and individual City Councils and Boards of Directors of the participating agencies.

3.4 IMPLEMENTATION STRATEGY
Based on the previous tasks, the consultant team will develop an implementation strategy that describes the readiness of the Corridor for implementation of the preferred concept improvements. The plan will include the principles and objectives of the Vision Statement, the key performance indicators and costs, and the feasibility assessment by agencies. The implementation will be described within the context of additional supportive policies, land use development, planning processes and funding mechanisms to achieve the corridor vision.

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4 Final Vision and Implementation Plan
The consultant team will prepare the draft and final Stevens Creek Corridor Vision Plan that summarizes relevant information from previous deliverables (existing conditions report, public outreach results, vision statement, alternative improvement concepts considered and evaluated, final vision concept, and implementation and funding strategy). The report will include a high-level non-technical Executive Summary to share with in the community outreach and high-quality visual graphics illustrating the vision concepts for the corridor.

The Executive Summary will reflect and relate to community priorities and be developed for an audience comprised of community members and elected officials.

Deliverable:
• Draft and Final Stevens Creek Corridor Vision Plan
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PROPOSED SCHEDULE AND COST
Stevens Creek Vision Study | 19
Initiation
Part 1
Vision Statement

Needs

Conditions
Vision Statement
2 mon 4 mon 2 mon 2 mon
Coordination 27,600 22,900 8,300 14,700
Outreach 5,400 75,000 63,700 67,200
Technical -- -- 49,100 67,100
ODC 13,000 13,000 28,000 3,500
Contingency
Total 46,000 110,900 149,100 152,500
Hours 185 550 680 840
Part 2
Vision Implementation Total
Evaluation of
Part 1
Design
Guidelines
Concepts/ Cost/
Benefit
Preferred
Alternative
Final
Implementation
Plan

All Tasks
1 mon 2 mon 2 mon 2 mon 2 mon 19 mon
4,100 14,700 8,300 14,700 14,700 130,000
5,200 20,900 29,700 7,900 5,400 280,400
-- 7,500 56,800 25,000 46,000 251,500
-- 2,000 -- 2,000 1,000 62,500
70,000
9,300 45,100 94,800 49,600 67,100 794,400
55 240 530 270 375 3,725

PROPOSED SCHEDULE AND COST
The project schedule is estimated to have a 19-month duration with two (2) months allocated to Project Initiation, eight (8) months allocated to the development of the Vision Statement, and nine (9) months allocated to the Vision Implementation development . The total cost estimate of the consulting services from Iteris and Winter Consulting is $794,400 as shown in Figure 2.

Figu
re 2 - Proposed Project Schedule and Cost
Milestones
Duration
Activity
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Stevens Creek Vision Study | 20
Milestones
Duration
Activity
Initiation
Part 1
Vision Statement

Needs

Conditions
Vision Statement
2 mon 4 mon 2 mon 2 mon
Coordination 12,500 12,900 8,100 5,000
Outreach 2,500 25,000 35,000 10,000
Technical -- -- 25,000 20,000
ODC -- -- 15,000 --
Total 15,000 37,900 83,100 35,000
Hours 85 210 380 195
Part 2
Vision Implementation Total
Evaluation of
Part 1
Design
Guidelines
Concepts/ Cost/
Benefit
Preferred
Alternative
Final
Implementation
Plan

All Tasks
1 mon 2 mon 2 mon 2 mon 2 mon 19 mon
2,000 8,000 4,000 5,000 5,000 62,500
2,000 5,000 15,000 2,000 -- 96,500
-- 7,500 23,500 10,000 15,000 101,000
-- -- -- -- -- 15,000
4,000 24,000 39,000 17,000 20,000 275,000
20 115 235 95 115 1,450
The subset components of the scope specifically allocated to the bus speed and reliability improvements eligible for Measure A funds are delineated in Figure 3.

Figure 3 – Measure A Eligible Bus Speed and Reliability Portion 226
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PROPOSED SCHEDULE AND COST
Stevens Creek Vision Study | 21
Initiation
Part 1
Vision Statement

Needs

Conditions
Vision Statement
2 mon 4 mon 2 mon 2 mon
Coordination 22,600 22,900 8,300 14,700
Outreach 4,590 63,750 54,145 57,120
Technical -- -- 41,735 57,035
ODC 13,000 13,000 27,000 3,500
Contingency
Total 40,190 99,650 131,180 132,355
Hours 150 490 585 725
Part 2
Vision Implementation Total
Evaluation of
Part 1
Design
Guidelines
Concepts/ Cost/
Benefit
Preferred
Alternative
Final
Implementation
Plan

All Tasks
1 mon 2 mon 2 mon 2 mon 2 mon 19 mon
4,100 14,700 8,300 14,700 14,700 125,000
4,420 17,765 25,245 6,715 4,590 238.340
-- 6,000 48,280 21,250 39,100 213,400
-- 2,000 -- 2,000 1,000 61,500
70,000
8,520 53,590 81,825 44,665 59,390 651,365
50 220 455 245 330 3,250
PROPOSED SCHEDULE AND COST – WITHOUT CUPERTINO OPTION
It is understood there is the potential for the City of Cupertino to not be a participant in the study. While the proposed sc hedule and several of the activities would occur at a similar level of effort with the City of Cupertino’s participation, other tasks would require less effort with a reduced study area. The schedule and cost shown in Figure 3 shows the same 19-mont project duration, however with $87,035 fewer costs for a total Without Cupertino Option project cost of $646,365. .

Figure 4 - Proposed Project Schedule and Cost – Without Cupertino Option Milestones
Duration
Activity
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Innovating through Informatics
TM
About Us
It
eris is the global leader in smart mobility infrastructure management – the foundation for a new era of mobility. We apply cloud computing, artificial intelligence, advanced sensors, advisory services and managed services to achieve safe, efficient and sustainable mobility.

Our end -to-end solutions monitor, visualize and optimize mobility infrastructure around the world to help ensure that roads are safe, travel is efficient, and communities thrive.
www.iteris.com
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CITY OF CUPERTINO
Agenda Item
22-10365 Agenda Date: 2/15/2022
Agenda #: 21.

Subject: FY 2021-2022 City Work Program Q2 Update
Receive FY 2021-2022 City Work Program Q2 Update
Presenter: Katy Nomura, Deputy City Manager
CITY OF CUPERTINO Printed on 2/10/2022Page 1 of 1
powered by Legistar™
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CITY COUNCIL STAFF REPORT
Meeting: February 15, 2022

Subject
City Work Program – Second Quarter Update

Recommended Action
Receive City Work Program – Second Quarter Update

Background
This City Work Program update focuses on the second quarter of the FY 2021-2022 City Work Program from October through December 2021. The City Council adopted the FY 21-22 City Work Program at the May 26, 2021 City Council meeting. As requested by the City Council, the City has been providing updates on the City Work Program on a quarterly basis through the City Work Program dashboard at cupertino.org/cityworkprogram. A printout of these updates can be found in Attachment A for review.

Discussion
The following highlights are to provide a second quarter update and a brief preview of what can be expected in the upcoming third quarter update. These items were the “Top 10” highest rated items in the FY 21-22 City Work Program.

1. Single-Use Plastics Ordinance and Mayor’s Cup Challenge Event: Significant outreach, including surveys, stakeholder meetings, a dedicated webpage1, tabling events such as the Day N Night Fun Fest, and presentations to the Chamber of Commerce and Teen Commission, have been completed. Engagement responses were analyzed, and findings and ordinance element suggestions were presented to a Sustainability Commission subcommittee in December. In January, the full Sustainability Commission recommended that the City Council adopt the draft Single-use Plastics Ordinance with amendments to add training for businesses, recommend a charge for both cups and containers, and phase in a ban on the retail sale of plastic food service ware by 2023. They also recommended that the current bag ordinance should be amended to ban plastic bags from takeout and food delivery. A Study Session is scheduled with the City Council on March 1, 2022 and food service providers and retailers are being made aware of that opportunity to learn more and contribute. Various planning sessions in preparation for the Mayor’s Cup Challenge will continue.

1 https://engagecupertino.org/single-use-plastics
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2 2. Consider options to develop extremely low-income (ELI) and below market rate (BMR) housing units for Developmentally Disabled Individuals on City-owned property along Mary Avenue as well as the Outback Steakhouse location: The City’s FY 21-22 Notice of Funding Availability for affordable housing funds is open from November 2021 – February 2022. Non-profits, developers, and service providers will receive technical assistance on affordable housing developments during the application process and once funds have been awarded. The feasibility of an affordable housing project on City owned parcels will be determined. Staff has completed a draft parcel map and will be presenting to City Council at its regularly scheduled meeting on March 15 to provide an update on progress on the project and to solicit direction going forward.

3. Revisit 5G, including, but not limited to, recording, responding to complaints, transparency on existing applications: The City continues to record all inquiries, including a street image of the location, and communicates the concerns to the cell providers. To date, the City has received 194 inquiries on small cells. Of those, 176 have opposed the installation, 12 had questions or requests, and 6 supported the installation. Nearby cities are continually monitored for any updates on 5G cells in residential areas. The Public Works Department and City Attorney’s Office are developing revised guidelines for the placement of wireless facilities and an ordinance for consideration by the City Council. Staff anticipates presenting the guidelines and ordinance to the City Council in April.

4. Senior Strategy: The survey assessing resource awareness and need among Cupertino seniors is complete. Staff is analyzing the survey results to create a summary based on the focus items. The analyses and summary of the results will be compiled into a report and posted to the survey website.

5. Lehigh and Stevens Creek Quarry: City staff are monitoring the Stevens Creek Quarry’s application to Santa Clara County’s Planning Department for a use permit and reclamation plan, which County Planning staff determined to be complete. The County led Environmental Impact Report is anticipated to begin in earnest in March. The County’s Board of Supervisors had a meeting scheduled for November 2021 to consider vested rights determination for Lehigh, but that meeting has been postponed. A new date for consideration of this item has not been determined at this time. Correspondence to and from the County can be accessed at the Quarry Information webpage here2. The City has contracted with Envirosuite to place noise and air quality sensors at three to four locations near the quarries. A site survey of four locations was conducted by staff and Envirosuite.

Envirosuite have ordered the sensors and are drafting design documents for staff approval.

Sensors are scheduled to be installed in March, followed by six months of data analysis. A public website with real-time sensor data is to be published in April, 2022.

6. Homeless Jobs Program: The pilot program launched in October. Two unhoused residents from Cupertino were selected to begin employment at jobs located at WVCS in Cupertino.

2 https://www.cupertino.org/our-city/city-news/2018-2020-issues-between-lehigh-quarry-stevens-creek-quarry- county-city
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3 One individual is assisting in the Food Pantry and the second individual is assisting with Facilities. The City will continue to monitor the pilot program and will provide assistance, as needed.

7. City Plan to End Homelessness: The City and its consultant, Homebase, are underway with the City Plan on Homelessness, an implementation plan to address the needs of the unhoused residents of Cupertino as identified in the Santa Clara County Community Plan to End Homelessness. In December 2021, the City launched the community engagement process with a Community Kick-Off Meeting, focus groups, and a stakeholder survey – all to help inform and create the City Plan on Homelessness. The Plan will be presented to the Housing Commission and the City Council for adoption in Spring.

8. Memorial Park Improvements: This project is on schedule per the City Work Program Dashboard. The City has selected a design professional to prepare plans and specifications to go out to competitive bids to remove the existing ponds and landscape the impacted area in the short term. Competitive bids for construction are tentatively scheduled to be released in March, with City Council award of the contract anticipated in late April.

Construction could begin as early as May 2022. The long-term planning for amenities that will replace the ponds will be explored during the development of the specific plan. The City is preparing the documents to begin the design for amphitheater improvements and the specific plan design.

9. Consider New Commissions and Committees: This item was brought to the City Council in December. The City Council discussed the item and directed staff to bring the item back to allow for further discussion. This item is scheduled to be considered at the February 15 City Council meeting.

10. Shuttle Bus Pilot Program Implementation: The Via-Cupertino Shuttle service resumed operations on October 19, 2021, after being paused due to COVID-19. To communicate the relaunch there were articles published in the October and November 2021 issues of the Scene, along with a robust community outreach program to notify the community of the re-launch. There were a total of 1,087 trips completed by Via-Cupertino in the second quarter and ridership continues to grow. Via is currently looking into the potential of adding two electric vehicles to the Via-Cupertino fleet. A comprehensive Via-Cupertino ridership update along with a possible grant opportunity will be brought to City Council on February 15, 2022. The pilot program is set to end on October 30, 2022. The Via- Cupertino website3 is frequently updated and includes all pertinent information such as fares, maps, hours of operation, etc.

In addition to the “Top 10” priorities, the following item updates are notable highlights from the current items in the FY 21-22 City Work Program that may be of particular interest to the City Council. For more details and updates on all items, see the dashboard printout in Attachment A.

RHNA Related General Plan Updates and Rezoning (Housing Element): Staff organized

3 www.cupertino.org/shuttle
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4 two joint study sessions for the Housing Commission, Planning Commission, and City Council in April and May 2021. Following this initial outreach, the Santa Clara County Planning Collaborative conducted a public outreach session through its Let’s Talk Housing initiative for Cupertino, Monte Serreno, and Los Altos in August 2021. About 35 people (residents and others interested in the process) attended the Cupertino breakout session.

Following this, the City and consultants presented the planned public outreach and timeline for the Housing Element project at a City Council study session on October 5, 2021. Robust public outreach began in the second quarter, with the first community outreach event on December 9, 2021. In addition, there has been outreach to the Housing Commission, on December 9, 2021, and to the Planning Commission, on January 22, 2022, with additional outreach meetings in February and March 2022 to continue the discussion on Housing Element sites.

The final RHNA for each of the 109 jurisdictions in the Bay Area was finalized in December 2021 by ABAG/MTC. Per state law, the Housing Element update must be completed by January 31, 2023. It is important to begin the environmental review process in Spring 2022 in order to meet this deadline in state law. Staff has determined that an Environmental Impact Report will likely be required and will make a presentation to the Environmental Review Committee on the environmental review and receive the Committee’s input.

Lawrence Mitty: The annexation process with the City of San Jose and LAFCO is ongoing with completion expected as early as April 2022. In December 2021, the City contracted with MIG, Inc. to complete the Master Planning process for the park. Current activities include site environmental investigations and public outreach planning. Extensive public outreach is anticipated from March 2022 through November 2022. Final Concept design completion is expected by November 2022. Environmental review is anticipated to be complete by March 2023. Once environmental review is completed and approved by Council, design development and construction to follow.

Municipal Water System: A presentation of key terms and a proposed amendment of the existing lease agreement (to add additional time for increased flexibility) was brought for the City Council’s consideration on November 2, 2021. The Municipal Water System RFP was completed and advertised on December 14, 2021. A mandatory pre-submittal proposal meeting was conducted on January 12, 2022, and two water retailers attended the meeting.

Responses to the RFP are expected in early 2022 with a recommendation for a future operation of the system, including an analysis of City staff operation, considered by the City Council in early 2022.

Mental Health Support: The City is continuing research on local mental health resources for the Mental Health webpage4 published in September. The resources on the webpage are currently suicide prevention based and will be updated to include more mental health resources on an ongoing basis. Other mental health resources offered through Santa Clara County were presented to the Teen Commission in October, and the Bobateeno youth event returned on October 9 to connect youth and teens with local mental health resources.

4 cupertino.org/mentalhealth
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5 Feedback was received from the Teen Commission on the mental health website and programming at their November 10, 2021 meeting.

Pilot – Adaptive Traffic Signaling: Intelligent traffic management devices and associated software have been installed, configured, and tested and now operational at the following four intersections:

1. DeAnza & Mariani Ave

2. DeAnza & 280 N

3. DeAnza & 280 S

4. DeAnza & Homestead
Data collection is currently underway for analysis scheduled for March 2022.

The below item from the FY 20-21 City Work Program is pending completion.

General Plan Authorization Process: This item was expected to be completed in FY 20-21 and has been extended in order to address comments from the City Council at the February 2, 2021 City Council meeting. For background, a study session to discuss this project was held on July 7, 2020 and a Planning Commission hearing was held on January 12, 2021. The Planning Commission’s recommendations were presented to the City Council on February 2, 2021 where the City Council provided additional direction to staff. This item was then heard by the City Council on August 17, 2021, and staff was directed to look at voluntary community amenities. This item has been further delayed due to staffing challenges and is now expected to be completed in July 2022. For more details on this item, see the dashboard printout for FY 20-21 outstanding item in Attachment B.

Conclusion
FY 21-22 updates highlighted in this report can be found on the FY 21-22 City Work Program dashboard webpage at cupertino.org/cityworkprogram. The third quarter update on the FY 21-22 City Work Program will be available on the dashboard in April and will be presented at a City Council meeting in May.

Sustainability Impact
There are no sustainability impacts associated with this update.

Fiscal Impact
There are no fiscal impacts associated with this update.

Prepared by: Astrid Robles, Management Analyst
Reviewed by: Chris Jensen, City Attorney
Dianne Thompson, Assistant City Manager
Katy Nomura, Deputy City Manager
Approved by: Jim Throop, City Manager
Attachments:

A – FY 21-22 City Work Program Q1 Dashboard Printout
B – FY 20-21 City Work Program Outstanding Item Dashboard Printout 234
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Updates
#

Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 1.7
Research
Planning
Procurement
Outreach
Execution Phase
Closing Processes
In Progress
In Progress
Complete
Complete
In Progress
Future
10/20/20
11/10/20
3/16/21
3/18/21
2/14/21
4/19/22
3/31/22
3/26/22
5/31/21
12/31/21
3/31/22
4/27/22
Participating in regional policy meetings, determining elements for consideration.

Developing stakeholder engagement, Mayor's Cup Challenge (MCC) ideas, and ordinance process plan.

Selected and engaged consultant for Diversity, Equity, and Inclusion outreach.

Engaged critical stakeholders, including food service, food safety, disabled, Chamber, youth.

Adapting model ordinance language for Cupertino, bringing to Sustainability Commission and City Council, host MCC event.

Prep for Implementation.
85 90
100
100
70 0
Sustainability & Fiscal Strategy
Details
Project Size Commission

Estimated Budget Allocated Budget Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Large Sustainability
Commission
$100,000.00 $100,000.00 $27,892.28 $72,107.72 1/27/22 Public Works

1. Single-Use Plastics Ordinance and Mayors Cup Challenge Adopt an ordinance to address single-use food service ware items. Engage stakeholders, conduct public outreach, determine CEQA requirements, work with Sustainability Commission. Create an event to help develop ideas to address non-recyclable plastics for aftermarket uses.

A - FY 21-22 City Work Program Q2 Dashboard Printout

ATTACHMENT A
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Updates
#

Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 1.7
Research
Planning Phase
Outreach
Procurement
Execution Phase
Closing Processes
Complete
In Progress
Complete
In Progress
Future
Future
7/1/19
7/1/21
10/1/21
2/9/21
3/9/22
6/2/22
10/30/19
2/11/22
11/8/21
3/1/22
3/31/22
6/30/22
Researched need for ELI developmentally disabled housing and moderate income housing and determined possible City locations.

Release FY 21-22 City and CDBG capital housing funds, scope affordable housing project with non-profits/developers, and work with Public Works to determine feasibility of project on City sites.

Marketed City's capital housing funds for development of affordable housing.

Procurement phase dependent on application for City funds.

Award funds to eligible applicant for development.

Report to Housing Commission and City Council on project status. 100
75 100
50 0
0 Housing
Details
Project Size Commission

Estimated Budget Allocated
Budget
Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Medium Planning
Commission
$250,000.00 $250,000.00 $12,540.00 $237,460.00 1/21/22 Community Development

2. Consider options to develop ELI and BMR housing units for Developmentally Disabled individuals on City-owned property along Mary Avenue as well as the Outback Steakhouse location
Identify ways to build ELI housing units for developmentally disabled. Investigate additional sites for BMR or ELI housing.

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1.5 1.6

1.7 1.8

1.9 Research
Planning Phase
Design Phase
Execution Phase
Closing Processes
Complete
Complete
In Progress
Future
Future
7/1/21
11/1/21
11/30/21
3/21/22
7/25/22
8/31/21
11/29/21
3/18/22
7/22/22
9/8/22
Compiled requested modifications and verify legal standing and how other Cities handle the issue.

Put together modified regulations and City Ordinance
Present regulations and ordinance to City Council for approval.

Enact Regulations and establish expectations.

Report findings to Council.
100
100
25 0
0 Quality of Life
Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget Remaining Last
Updated
Lead Department
Large Technology
Information and
Communications
Commission
$250,000.00 $250,000.00 $0.00 $250,000.00 1/25/22 Public Works

3. Revisit 5G. Including but not limited to, recording, responding to complaints, transparency on existing applications
Council review existing 5G policy and make alterations as they deem fit. Suggested areas to explore: 1)Spacing between small cell sites and 2) study the City's ability to mandate multi-tenant small cells. Staff is to record all resident concerns on a Resident Concern Record.

Staff is to add a street image for the 5G cell location and fill out the questionnaire 2. Staff is to meet with the cell providers monthly or as needed based on additional resident concerns and give the cell provider the sum total of Resident Concern Records and then report back to City Council. Staff is to continue to update the City Managers spreadsheet of updated status for nearby cities 5G cells in residential areas.

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Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 Research
Outreach
Planning Phase
Execution Phase
Closing Processes
Complete
Complete
In Progress
Future
Future
7/1/21
9/1/21
12/6/21
5/2/22
6/6/22
8/31/21
12/5/21
4/29/22
6/3/22
6/30/22
Staff researched the available resources and City efforts in each of the defined focus areas.

Outreach survey questions were drafted, reviewed by the Senior Advisory Council on September 27, 2021 and finalized by staff.

Survey was posted and shared with applicable Commissions to assist with community outreach.

Analyze senior survey results on focus items. Conduct community meeting and invite input and ideas. Present to Council and Commissions on ways to address senior needs as identified.

Consolidate information gathered from the research, survey, and community meeting. Draft and finalize senior strategy to address senior needs and determine appropriate community collaborators to facilitate plan.

Initiate plans to address senior needs with appropriate community collaborators as applicable.
100
100
22 0
0 Public Engagement & Transparency
Details
Project Size Commission Estimated
Budget
Allocated Budget Budget Expended/
Encumbered
Budget Remaining Last
Updated

Lead Department
Medium Parks and
Recreation
Commission
$34,000.00 $34,000.00 $1,328.95 $32,671.05 1/13/22 Parks and Recreation

4. Senior Strategy
Address the needs of seniors in collaboration with the City Council and Commissions. Needs to address include technology resources, housing, food supply, transportation, and mental and physical health and wellbeing.

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1.2 1.3

1.4 Research
Outreach
Closing Processes
In Progress
In Progress
Future
7/1/21
7/1/21
6/30/22
6/30/22
6/30/22
6/30/22
Continue to monitor activities and coordinate with County regulatory activities. Provide comment letters as needed to regulatory agencies to advocate City interests.

Update webpage and notify public of significant progress. 50 50
0 Quality of Life
Details
Project Size Commission Estimated Budget Allocated Budget 
Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Medium N/A $415,550.00 $415,550.00 $261,594.50 $153,955.50 1/27/22 Public Works

5. Lehigh and Stevens Creek Quarry
Monitor and Report on Lehigh and Stevens Creek Quarries A - FY 21-22 City Work Program Q2 Dashboard Printout

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1.2 1.3

1.4 1.5

1.6 Research
Planning Phase
Procurement
Execution Phase
Closing Processes
Complete
Complete
Complete
In Progress
Future
9/7/20
2/8/21
2/8/21
4/1/21
9/19/22
2/1/21
3/24/21
1/3/22
9/16/22
11/24/22
Preliminary research into IoT technologies, their use at other cities, develop/publish RFI has been completed.

Development of scope of work, project charter, risk register and project plan has been completed.

Procurement process along with reciept of pollution map has occurred. Stationary Air Quality and Noise vendor selected and contract complete. Procurement Process Complete
Site Review for Stationary Sensors early January. Installation of sensors in March
Close out project.
100
100
100
33 0
Quality of Life
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered

Budget
Remaining
Last
Updated
Lead Department
Medium Technology
Information and
Communications
Commission
$62,500.00 $62,500.00 $17,500.00 $45,000.00 1/18/22 Innovation Technology

5. Pilot - Lehigh and Stevens Creek Noise and Pollution Monitoring Utilize IOT sensors to measure noise, particulate, and pollution levels at Lehigh and Stevens Creek Quarry.

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Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 Research
Procurement
Planning Phase
Execution Phase
Closing Processes
Complete
Complete
Complete
In Progress
Future
6/1/20
9/1/21
9/1/21
10/1/21
6/1/22
9/30/21
9/24/21
10/29/21
6/30/22
6/1/22
Researched existing programs and documentation.

Drafted RFP and selected social services agency to administer program.

Worked with social services agency to finalize program guidelines.

Launch pilot program.

Review outcomes and determine need for additional funding and resources.
100
100
100
1 0
Housing
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget
Remaining

Last
Updated
Lead Department
Large Housing
Commission
$200,000.00 $200,000.00 $169,058.00 $30,942.00 1/27/22 Community Development

6. Homeless Jobs Program
Create a jobs program for up to 2 individuals for 6 months. Could involve a job in maintenance of parks or in Public Works.

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Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 1.7
Research
Planning Phase
Procurement
Outreach
Execution Phase
Closing Processes
Complete
Complete
Complete
In Progress
In Progress
Future
7/1/19
7/1/19
7/1/20
12/1/21
11/29/21
5/17/22
1/21/21
1/15/21
12/1/21
4/18/22
5/16/22
6/30/22
Researched existing City/County programs to determine needs for homeless residents.

Worked with the County and Destination: HOME on the
Community Plan to End Homelessness. Determined need for creation of City Plan to End Homelessness.

Worked with consultant to draft the City Plan to End
Homelessness. Provided sanitary stations to homeless
encampment. Provided emergency assistance funds to Abode Services to administer program for encampment.

Developing comprehensive community engagement process that ensures that planning and recommendation development is based on concrete information about local needs and resources via virtual/physical outreach such as diverse focus groups and interviews.

Drafting Plan to be submitted by consultant, reviewed by City staff, and then processed for public hearing at Housing Commission and City Council.

Will present at Housing Commission for recommendation to City Council, and then present at City Council for final approval and adoption.
100
100
100
40 21
0 Housing
Details
Project Size Commission Estimated Budget Allocated Budget 
Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Large Housing
Commission
$300,000.00 $300,000.00 $0.00 $300,000.00 1/21/22 Community Development

7. City Plan to End Homelessness
Draft an Implementation Plan to the Santa Clara County Community Plan to End Homelessness 2020-25 to create a roadmap for addressing homelessness in Cupertino.

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# Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 1.7
Research
Planning
Design
Procurement
Execution
Closing Processes
In Progress
Future
Future
Future
Future
Future
9/6/21
3/14/22
3/28/22
6/27/22
10/17/22
4/17/23
1/28/22
4/1/22
6/24/22
10/4/22
4/14/23
5/26/23
Reviewed existing documentation, developing project scope, will develop consultant contract
Establish Phasing Plan/Schedule
Initiate/Implement Amphitheater design phase
Implement RFP for Construction
Implement Construction
Close out construction
75 0
0 0
0 0
Quality of Life
Details
Project Size Commission Estimated
Budget
Allocated Budget Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Large Parks and
Recreation
Commission
$1,150,000.00 $1,150,000.00 $0.00 $1,150,000.00 1/21/22 Public Works

8. Memorial Park Improvements - Amphitheatre
Implement a six-month and 12-month plan for Memorial Park improvements including: Amphitheater Improvements A - FY 21-22 City Work Program Q2 Dashboard Printout

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# Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 1.7
Research
Planning
Design
Procurement
Execution
Closing Process
Complete
Complete
In Progress
Future
Future
Future
9/6/21
12/2/21
11/30/21
4/4/22
6/27/22
10/31/22
12/1/21
12/21/21
4/1/22
6/24/22
10/28/22
12/16/22
Reviewed existing documentation, developed project scope, initiated consultant contract
Established Phasing Plan/Schedule
Initiating/Implementing Ponds design phase
Implement RFP for Construction
Implement Construction
Close out construction
100
100
38 0
0 0
Quality of Life
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered

Budget Remaining Last Updated Lead Department
Large Parks and
Recreation
Commission
$3,000,000.00 $3,000,000.00 $126,000.00 $2,874,000.00 1/25/22 Public Works

8. Memorial Park Improvements - Pond Repurposing
Implement a six-month and 12-month plan for Memorial Park improvements including: Memorial Park - Pond Repurposing A - FY 21-22 City Work Program Q2 Dashboard Printout

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
Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 1.7

1.8 Research
Procurement
Planning
Outreach
Design
Execution
Closing Processes
In Progress
Future
Future
Future
Future
Future
9/6/21
2/11/22
4/25/22
4/25/22
6/27/22
10/3/22
11/14/22
2/4/22
4/22/22
6/24/22
9/30/22
9/30/22
11/18/22
12/30/22
Existing documentation reviewed, developing project scope Implement RFQ for Design Services
Develop Conceptual Design plans and report
Implement Communications Plan
Develop Schematic Design plan and report
Confirm approval of design and report
Close Design Process
83 0
0 0
0 0
0 Quality of Life
Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Large Parks and
Recreation
Commission
$500,000.00 $500,000.00 $0.00 $500,000.00 1/25/22 Public Works

8. Memorial Park Improvements - Specific Plan Design
Implement a six-month and 12-month plan for Memorial Park improvements including: Specific Plan Design A - FY 21-22 City Work Program Q2 Dashboard Printout

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# Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5
Research
Planning Phase
Execution Phase
Closing Processes
Complete
Complete
In Progress
Future
9/1/19
5/1/20
11/1/21
5/2/22
8/2/21
8/2/21
5/2/22
7/1/22
Initial research phase completed. Additional research, which began earlier this year in order to review additional topics due to the expanded scope, has also been completed.

Report of findings from other cities and recommendations for Cupertino has been completed.

Presented findings to Council in December. Will be bringing item back to Council in February for further discussion.

Will update the Municipal Code, as directed by Council. 100
100
34 0
Public Engagement & Transparency
Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Small All $0.00 $0.00 $0.00 $0.00 1/21/22 City Manager's Office

9. Consider New Commissions and Committees
Explore the possibility of additional commissions or committees to address City needs, such as senior, traffic, transportation, and economic development
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1.2 1.3

1.4 1.5

1.6 Research
Outreach
Planning Phase
Execution Phase
Closing Processes
In Progress
In Progress
In Progress
Future
Future
10/18/21
10/15/21
12/1/21
4/1/22
4/30/22
3/15/22
6/6/22
3/30/22
6/2/22
6/30/22
Review charters of other agencies with committees and
commissions.

Staff began outreach with key business stakeholders. Pending further Council direction.

Develop options for Council consideration based on research findings.

Present options to Council for input and direction.

Implement option based on Council direction.
80 22
46 0
0 Public Engagement & Transparency
Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Large Economic
Development
Committee
$0.00 $0.00 $0.00 $0.00 1/28/22 City Manager's Office

9. Consider New Commissions and Committees - Economic Development Committee Charter
Develop a committee charter for the Economic Development Committee.

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
Task End Update % Completed

1.2 1.3

1.4 1.5

1.6 Research
Planning Phase
Outreach
Execution Phase
Closing Processes
Complete
Complete
In Progress
Future
Future
7/1/21
9/14/21
1/25/22
5/24/22
7/20/22
9/13/21
1/24/22
5/23/22
7/19/22
7/29/22
Reviewed the municipal code on the Commission's current name and duties.

Presented approved project from the City Work Program to the Fine Arts Commission. Will research surrounding cities and gather information on Art Commission names from their municipal codes and present findings to the Commission.

Perform outreach efforts to survey residents and obtain feedback on possible names for the Commission.

Draft a redline version to update the municipal code and the ordinance to adopt the name change. Update the Commission's duties to encompass the name change accordingly. Present to City Council the updated ordinance for consideration.

Update the municipal code, City website, and all other necessary locations.
100
100
29 0
0 Public Engagement & Transparency
Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Small Fine Arts
Commission
$0.00 $0.00 $0.00 $0.00 2/8/22 Parks and Recreation

9. Consider New Commissions and Committees - Fine Arts Commission Name Change
Change the name of the Fine Arts Commission to broaden the reach of potential interest and align with commission goals.

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1.2 1.3

1.4 Research
Execution Phase
Closing Processes
Complete
Future
11/1/21
2/11/22
4/1/22
12/31/21
5/3/22
6/30/22
Reviewed charters of agencies with similar committees
Prepare proposed charter and bring it for Council consideration and adoption
Amend the Municipal Code as directed by Council
100
0 0
Public Engagement & Transparency
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget
Remaining
Last Updated Lead Department
Large Fiscal
Strategic
Planning
Committee
$0.00 $0.00 $0.00 $0.00 1/26/22 Administrative Services

9. Consider New Commissions and Committees - Fiscal Strategic Planning Committee Charter
Develop committee charter for Fiscal Strategic Planning Committee A - FY 21-22 City Work Program Q2 Dashboard Printout

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1.2 1.3

1.4 1.5
Research
Outreach
Execution Phase
Closing Processes
Complete
Complete
In Progress
Future
9/1/20
11/19/20
4/16/21
2/15/22
11/19/20
4/30/21
3/1/22
6/1/22
Research of current scope and scope in other cities complete.

Presented research results to Environmental Review Committee (ERC) on 4/16/21.

Analyzed ERC feedback and presented to Council as part of the Commission and Committee item in December. This item is going back to Council in February for further discussion.

Will update Municipal Code as directed by Council.
100
100
42 0
Public Engagement & Transparency
Details
Project Size Commission

Estimated Budget Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Small Environmental
Review
Committee
$0.00 $0.00 $0.00 $0.00 1/27/22 City Manager's Office

9. Consider New Commissions and Committees - Review Environmental Review Committee
Review the scope of the ERC.

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
% Completed

1.2 1.3

1.4 1.5

1.6 1.7

1.8 Research
Outreach
Planning Phase
Procurement
Design Phase
Execution Phase
Closing Processes
Complete
Complete
Complete
Complete
Complete
In Progress
Future
10/29/19
10/29/19
10/29/19
10/29/19
10/29/19
10/29/19
6/30/22
11/20/21
11/30/21
11/30/21
11/30/21
11/20/21
6/30/22
6/30/22
Compiled research on various shuttle options, conducted community surveys, spoke with West Sacramento staff and other Via jurisdictions, met with several transit vendors.

Conducted numerous pop-up events, including at Senior Center, library, and other locations citywide.

Continued outreach to likely riders and locations of interest, Caltrain, De Anza college, etc.

Met with various vendors including MV transportation, Altrans, chariot, etc.

Pilot designed.

Pilot launched 10/31/19, ridership grew rapidly. Service was paused due to COVID-19, but was re-authorized by Council on 7/20/21 and will resumed on 10/19/21. Continuing to manage and monitor program.

Pilot Program set to end 6/30/22.
100
100
100
100
100
80 0
Transportation
Details
Project Size Commission Estimated Budget Allocated
Budget
Budget Expended/
Encumbered

Budget Remaining Last Updated Lead Department
Large N/A $1,750,000.00 $1,750,000.00 $1,749,999.74 $0.00 1/25/22 Public Works

10. Shuttle Bus Pilot Program Implementation
Community shuttle bus 18-month pilot program to increase connectivity throughout the City, nearby medical locations, and Caltrain in Sunnyvale. Explore complimentary opportunities to expand into other cities.

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1.2 1.3

1.4 1.5

1.6 Research
Outreach
Planning Phase
Execution Phase
Closing Processes
Complete
In Progress
Complete
In Progress
Future
7/1/21
7/1/21
7/1/21
11/1/21
4/7/22
10/1/21
4/6/22
8/27/21
2/4/22
5/9/22
Compile and prepare required information for annexation.

Acquire Support from San Jose and submit application to LAFCO for Annexation.

Acquired Support Resolution from Cupertino City Council and recorded resolution.

Submit application to LAFCO for Annexation.

Coordinate final steps with LAFCO.
100
71 100
97 0
Quality of Life
Details
Project Size Commission Estimated Budget Allocated Budget 
Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Medium Parks and
Recreation
Commission
$2,844,995.00 $2,844,995.00 $2,740,603.53 $104,391.47 1/25/22 Public Works

11. Lawrence Mitty - Acquisition
Acquire a parcel at Lawrence Expressway and Mitty Ave for trail expansion and park development. Complete annexation process.

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
Update % Completed

1.2 1.3

1.4 1.5

1.6 1.7

1.8 Research
Procurement
Planning Phase
Outreach
Design Phase
Execution Phase
Closing Processes
Complete
Complete
In Progress
Future
Future
Future
Future
7/1/21
8/12/21
12/23/21
2/21/22
4/4/22
10/10/22
3/20/23
8/11/21
12/22/21
4/1/22
9/30/22
10/7/22
3/17/23
4/3/23
Reviewed existing documentation
RFQ for Design/Consultant services completed, contract
implemented.

Consultants analyzing site and developing reports, developing Communications plan
Implement Communications Plan
Implement Design Phase
Finalize Design Phase and CEQA Clearances
Project Closeout
100
100
24 0
0 0
0 Quality of Life
Details
Project Size Commission Estimated Budget Allocated
Budget
Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Medium Parks and
Recreation
Commission
$5,425,999.00 $5,425,999.00 $313,138.94 $5,112,860.06 1/25/22 Public Works

11. Lawrence Mitty - Master Plan
Development project for Lawrence Mitty will be included in the CIP. Programming, Outreach, & Design with outreach expected to start by Q3 FY 21-22.

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1.2 1.3

1.4 1.5

1.6 Research
Planning Phase
Design Phase
Execution Phase
Closing Processes
In Progress
Future
Future
Future
Future
3/1/20
3/1/22
4/1/22
6/1/22
6/15/22
3/1/22
4/1/22
6/1/22
6/15/22
6/30/22
Currently conducting research for the City and surrounding jurisdictions.

Planning phase pending research.

Draft Procedures for Council review.

Finalize Procedures for Council adoption.

Close Project.
3 0
0 0
0 Quality of Life
Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last
Updated
Lead Department
Medium Planning
Commission
$10,000.00 $10,000.00 $0.00 $10,000.00 1/10/22 Community Development

12. Development Accountability
Analyze methods to limit the implementation timeline for entitled/future projects and encourage development. Monitor implementation of development agreements and conditions of approval. Review and establish accountability in the project approval process.

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1.2 1.3

1.4 1.5

1.6 1.7
Research
Outreach
Planning Phase
Procurement
Execution Phase
Closing Processes
Complete
Complete
Complete
Complete
In Progress
Future
6/3/19
6/3/19
6/3/19
9/1/20
6/3/19
6/1/23
10/2/19
6/3/19
6/5/19
9/21/21
6/1/23
6/1/23
Reviewed existing documentation and objective standards.

Seven meetings held with Planning Commission and two
meetings held with City Council in 2019 to collect comments from public, commissioners and councilmembers. City Council
delegated prioritization to City Manager.

Met approximately 15 times between Oct 2019 and Sept 2020 to prioritize and discuss each suggestion made and determine next steps.

Council adopted general plan and zoning code objective
standards for Vallco in August and September 2019. Council adopted zoning code objective standards for P zoning and parkland dedications in Dec 2019. Third Round of amendments presented Spring 2021.

Presented third round of amendments to Council in October 2021.

Evaluating amendments related to Housing Element
Finalize documents and post on website.
100
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Quality of Life
Details
Project Size Commission Estimated
Budget

Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Large Planning
Commission
$500,000.00 $500,000.00 $224,199.00 $275,801.00 1/26/22 Community Development

13. Review and Update General Plan (GP) and Municipal Code

1. Amend GP & MC & zoning code to provide objective standards as identified in 2019/2020 evaluation. 2.Re-evaluate the Heart of the City Specific Plan for sections of the plan that could be clarified and updated easily with objective standards.

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1.4 1.5

1.6 Research
Outreach
Planning Phase
Execution Phase
Closing Processes
In Progress
In Progress
In Progress
In Progress
Future
7/1/21
7/1/21
11/1/21
1/24/22
6/1/22
2/25/22
3/31/22
3/11/22
6/30/22
6/30/22
Documentation Review in progress. Recruitment of Block Leader Coordinator completed.

Outreach meetings have been scheduled with full campaign in development.

Revised Block Leader Programming documents in development.

Neighborhood Watch and Block Leader meetings continue in partnership with Sheriff's Office. Future meetings to be scheduled.

Evaluate Revamped Block Leader program for effectiveness and sustainability.
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Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget
Remaining
Last Updated Lead Department
Medium Public Safety
Commission
$1,500.00 $1,500.00 $0.00 $1,500.00 1/21/22 City Manager's Office

14. Revamping Block Leader and Neighborhood Watch Programs Revamping Block Leader, Neighborhood Watch Program to encourage and allow broad participation, and consider neighborhood councils.

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1.4 1.5

1.6 Research
Outreach
Planning Phase
Procurement
Closing Processes
Future
Future
Future
Future
Future
3/1/22
4/1/22
3/1/22
3/1/22
6/30/22
4/1/22
6/30/22
5/31/22
5/31/22
6/30/22
Conduct research on best practices
Plan and deliver outreach campaign (ex. Scene, Website, Earth Day, and other public events)
Develop Outreach materials, if any
Select Vendor for printed materials, if any
Debrief and continue to refine materials for outreach
0 0
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Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Small N/A $10,000.00 $10,000.00 $0.00 $10,000.00 1/26/22 Community Development

15. Encouraging Dark Sky Compliance
Encourage compliance by existing commercial properties and other organizations, including school sites.

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1.5 1.6
Research
Procurement
Design Phase
Closing Processes
Complete
Complete
In Progress
Future
7/1/21
9/27/21
1/3/22
4/18/22
11/5/21
12/17/21
5/27/22
5/6/22
Established the scope and desired result of the report
Selected consultant and executed agreement
Prepare, review and finalize the assessment report
City Council receives report and provides input. Objective is to include in FY22/23 CIP a citywide lighting upgrade project 100
100
7 0
Sustainability & Fiscal Strategy
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget Remaining Last Updated Lead Department
Small N/A $50,000.00 $50,000.00 $6,500.00 $43,500.00 1/21/22 Public Works

16. City Light Transition Assessment
Assess the costs, benefits, and opportunities of transitioning the City's streetlight infrastructure, and other City operated lights, from induction to LED fixtures. LEDs would allow lights to be turned down and the assessment will evaluate the efficacy of various color temperatures that would meet the dark sky requirements. Review light pollution by streetlights.

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1.6 1.7
Research
Planning Phase
Procurement
Execution Phase
Outreach
Closing Processes
Complete
Complete
In Progress
Future
Future
Future
8/16/21
9/6/21
8/30/21
2/28/22
3/28/22
3/28/22
1/28/22
9/20/21
2/25/22
4/22/22
4/22/22
6/30/22
Research of local mental health resources is complete. Research of contractors and instructors to provide mental health programming and workshops is ongoing.

Website was drafted and published on September 20. Resource list will be updated on an ongoing basis.

Meeting with potential contractors on an ongoing basis. Draft and execute an agreement or MOU with selected contractor(s).

Finalize mental health programming and post information to the Mental Health Website.

Create and execute marketing for Mental Health programming.

Open registration for Mental Health programming. Evaluate programs based on customer feedback.
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Quality of Life
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget
Remaining

Last Updated Lead Department
Medium N/A $10,000.00 $10,000.00 $0.00 $10,000.00 2/8/22 Parks and Recreation

17. Mental Health Support
Provide a dedicated webpage with resources for mental health and emphasize mental health programming in class offerings.

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1.5 1.6

1.7 Research
Planning Phase
Execution Phase
Outreach
Closing Processes
Complete
Complete
In Progress
In Progress
Future
7/1/20
8/1/20
10/1/20
3/10/21
3/1/22
10/1/20
3/12/21
6/10/22
3/15/22
7/30/22
Benchmarked with other cities. Conducted policy research.

Technical adjustments were made to the greenhouse gas
inventory and measures calculations per updated reporting protocols and State guidelines. All changes will be documented and released publicly in the draft documents.

Council held a study session in December 2021 for input on key Measures. The next draft Measures and actions are due to the City in January. A draft CAP document will be released in February for public review. Project CEQA analysis will begin next.

The project team has conducted two public workshops, two stakeholder meetings, and two City Council Study Sessions. The next Council study session to be scheduled for spring 2022. Final public workshop also to be scheduled for winter/spring 2022.

Complete project and finalize lessons learned.
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Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Large Sustainability
Commission
$178,000.00 $178,000.00 $178,000.00 $0.00 1/27/22 City Manager's Office

18. Climate Action Plan
Engage a consultant and commit staff time to developing CAP 2.0. California State law requires addressing climate adaptation, resiliency, transportation greenhouse gasses, and environmental justice in the next climate action plan. One major objective is
to identify the economic and community opportunities for Cupertino as California policy points towards neutral emissions in 2045, and net negative emissions in subsequent years.

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In Progress
4/12/18
4/12/18
4/10/21
4/10/30
Concepts were prepared by Cupertino and submitted to the MTC as part of Horizon initiative (ideas contest). Although two were selected as finalists, in the end they were deemed infeasible based on MTC scoring criteria.

Station under consideration now at SR 85 and Stevens Creek Blvd.

VTA Board approved study on Highway 85 Transit Guideway and next steps awaiting prioritization among Measure B projects. 100
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Details
Project Size Commission Estimated Budget Allocated
Budget
Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Large N/A $0.00 $0.00 $0.00 $0.00 1/10/22 Public Works

19. Regional Transformative Transit Projects Initiative Work to advance the following projects as submitted to the Metropolitan Transportation Commission (MTC) as Transformative Transportation Projects: 1. Stevens Creek Corridor High Capacity Transit 2. Highway 85 Transit Guideway 3. Silicon Valley High Capacity Transit Loop 4. Transit Update & Funding Strategies A - FY 21-22 City Work Program Q2 Dashboard Printout

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1.4 1.5
Procurement
Outreach
Execution Phase
Closing Processes
Complete
In Progress
In Progress
Future
10/9/20
6/1/21
6/1/21
3/1/22
4/6/21
4/6/22
3/1/22
4/1/22
RFP sent out in Oct 2020. Proposals evaluated. Contracts and budget amendment adopted by Council on 4/6/21.

Outreach plan under development.

Initial review being conducted. Staff evaluating drafted materials from consultant.

Finalize Documents for Posting on Website.
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0 Quality of Life
Details
Project Size

Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget
Remaining
Last Updated Lead Department
Medium Planning
Commission
$240,000.00 $240,000.00 $196,197.22 $43,802.78 1/19/22 Community Development

20. Residential and Mixed Use Residential Design Standards Create objective design standards for residential and mixed-use residential projects, including ensuring adequate buffers from neighboring low-density residential development.

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1.6 Research
Outreach
Planning Phase
Execution Phase
Closing Processes
In Progress
In Progress
Future
Future
10/11/21
11/1/21
2/11/22
4/29/22
6/30/22
5/31/22
5/30/22
6/30/22
6/30/22
6/30/22
New Econ Dev Mgr started on 10/11/21 and continued research to include effects of pandemic.

Gather data on national and regional retail trends. Engage in a series of stakeholder feedback sessions to verify data findings.

Expected to go to Council as a Study Session in Summer
This item is pending stakeholder and community input and direction from Council
To be implemented after Council Study Session
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Details
Project Size Commission

Estimated Budget Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Medium Planning
Commission
$50,000.00 $50,000.00 $0.00 $50,000.00 1/28/22 City Manager's Office

21. Study Session on Regulating Diversified Retail Use
Identify ways to encourage retail diversity and vital services, find creative solutions to retenant vacant spaces and to attract independent operators. Evaluate pros and cons of Retail Formula Ordinances in other cities.

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1.6 1.7
Research
Outreach
Planning Phase
Procurement
Execution Phase
Closing Processes
Complete
In Progress
In Progress
In Progress
Future
9/1/21
1/3/22
1/3/22
1/7/22
2/11/22
6/1/22
2/1/22
5/2/22
2/11/22
3/9/22
6/30/22
6/30/22
Research of materials and ideal program components complete.

Scheduling training sessions in progress. Outreach planning complete.

Finalize content and instructor roles / sections
Supplies and materials identified. Procurement in progress.

Deliver training sessions on schedule with personal preparedness kits as incentive for attendance and participation. Encourage attendees to sign up for Block leader and Citizen Corps Programs.

Evaluate trainings and feedback from participants
Evaluate success of overall program and feedback from
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75 0
0 Public Engagement & Transparency
Details
Project Size

Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget
Remaining
Last Updated Lead Department
Medium Public Safety
Commission
$10,000.00 $10,000.00 $0.00 $10,000.00 1/28/22 City Manager's Office

22. Personal Preparedness Campaign
Develop a personal preparedness campaign including providing personal preparedness kits to the community. To include a revamp of the Block Leader program to encourage membership and include a preparedness focus.

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1.4 1.5

1.6 Research
Procurement
Planning Phase
Outreach
Conceptual Design Phase
In Progress
In Progress
Future
Future
Future
7/1/21
1/3/22
4/18/22
5/16/22
5/16/22
2/15/22
4/15/22
5/13/22
9/16/22
10/14/22
Reviewing existing documentation, developing program
scope and communications plan; coordinating with CIP
City Hall Feasibility and Programming project
Implementing RFQ process
Implement Planning/Program phase
Implement Communications Plan
Implement Conceptual Design Phase
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Details
Project Size

Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget Remaining Last Updated Department
Large N/A $500,000.00 $500,000.00 $32,500.00 $467,500.00 1/21/22 Public Works

23. Seismic Retrofits and Upgrades to Existing City Hall (formerly "Investigate Alternatives to City Hall")
Examine seismic retrofits, upgrades, and remodels to existing City Hall.

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Outreach
Execution Phase
Closing Processes
Complete
In Progress
In Progress
Future
7/1/21
8/18/21
11/1/21
5/18/22
10/20/21
3/16/22
5/31/22
6/30/22
Research typical components of Vision Zero plans and how other cities have developed their programs. Sunnyvale and San Jose staff will present their programs at the October Bicycle Pedestrian Commission (BPC) meeting.

Engage BPC for direction, guidance and feedback on
development of Vision Zero plan.

Drawing upon information gained from previous tasks, design Vision Zero plan to meet Cupertino's needs.

Take final Vision Plan to BPC for approval, then to City Council for adoption.
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0 Transportation
Details
Project Size Commission Estimated Budget Allocated
Budget
Budget Expended/
Encumbered
Budget Remaining

Last Updated Lead Department
Medium Bicycle
Pedestrian
Commission
$0.00 $0.00 $0.00 $0.00 1/28/22 Public Works

24. Vision Zero
Develop a Vision Zero Policy and Action Plan. The Plan will guide policies and programs with the goal of eliminating fatalities on Cupertino roadways. Special emphasis will be placed on routes to, and streets surrounding, Cupertino schools.

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1.4 Research
Planning Phase
Closing Processes
In Progress
In Progress
Future
11/2/20
9/21/21
10/1/22
3/1/22
12/2/22
12/2/22
Researching Legal and other requirements if system is leased, sold or City Operated in the future.

In July 2021, City Council directed staff to proceed with an RFP for a new long-term lease. Was brought back for Council consideration in November 2021. Will be conducting public hearing to consider lease extension.

Receive Council direction and close project.
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Details
Project Size Commission Estimated Budget Allocated Budget 
Budget Expended/
Encumbered
Budget Remaining Last Updated Department
Medium N/A $150,000.00 $150,000.00 $142,752.00 $7,248.00 1/25/22 Public Works

25. Municipal Water System
To analyze and recommend options for the continued operation of the system currently and at the end of lease with San Jose Water Company in November 2022.

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1.4 1.5

1.6 1.7
Research
Planning Phase
Procurement
Execution Phase
Outreach
Closing Processes
Complete
Complete
Complete
In Progress
In Progress
Future
6/15/21
6/15/21
10/18/21
11/16/21
10/20/21
5/23/22
7/20/21
10/15/21
11/15/21
5/17/22
5/17/22
7/1/22
Compiled data from past work and existing conditions at this site Engaged consultants for study of two options and developed scope for each
Executed a contract with the consultant(s) for the golf course feasibility study to include an updated scope of work.

Consultant(s) will assess the different options and financial impacts for golf course and present the draft studies to the City for review and feedback.

Will facilitate outreach to key stakeholders about discussing future options of the golf course. Present draft studies to Parks and Recreation Commission and City Council for feedback.

Pending feedback and input from Council on the draft studies, resubmit for final approval and direction on preferred option.

Expected completion: April 2022.
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Project Size

Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget
Remaining
Last Updated Lead Department
Medium Parks and
Recreation
Commission
$76,400.00 $76,400.00 $47,350.00 $29,050.00 2/8/22 Public Works

26. Blackberry Farm Golf Course Needs Assessment
Determine short-term and long-term improvements to the golf course and amenities A - FY 21-22 City Work Program Q2 Dashboard Printout

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1.4 1.5
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Procurement
Execution Phase
Closing Processes
Complete
Complete
In Progress
Future
9/7/20
2/1/21
4/1/21
4/22/22
3/24/21
5/14/21
4/21/22
6/3/22
Research Complete
Contract Signed, Equipment Ordered
IOT Equipment Installed/Configured/Tested/In Production at 4 intersections. Currently collecting data for analysis.

Complete analysis and close project
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100
86 0
Transportation
Details
Project Size Commission Estimated Budget Allocated
Budget
Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Medium Technology
Information and
Communications
Commission
$275,000.00 $275,000.00 $253,328.00 $21,672.00 1/15/22 Innovation Technology

27. Pilot - Adaptive Traffic Signaling
Utilize the City's Traffic Management System to test impact of enhanced adaptive traffic signaling. This will be done through software modifications and/or the addition of IOT devices such as intelligent cameras and sensors.

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1.4 1.5

1.6 Research
Planning Phase
Procurement
Execution Phase
Closing Processes
Complete
Complete
Complete
In Progress
Future
9/7/20
3/8/21
3/17/21
4/1/21
4/22/22
3/5/21
3/17/21
3/31/21
4/21/22
6/3/22
Research smart city technologies pertinent to Cupertino.

Project Charter and SOW Created.

Contracts Set and PO in Process.

Equipment Installed/Configured/Tested/In Production at 4 Instersections.

Complete Project.
100
100
100
81 0
Transportation
Details
Project Size Commission Estimated Budget Allocated
Budget

Budget Expended/
Encumbered
Budget
Remaining
Last
Updated
Lead Department
Medium Technology
Information and
Communications
Commission
$55,000.00 $55,000.00 $55,000.00 $0.00 1/21/22 Innovation Technology

28. Pilot - Multimodal Traffic Count
Utilize the City's Traffic Management System and/or IOT equipment to provide the number of vehicles, pedestrians and bike traffic that moved through a given area, e.g., intersection, roadway or trail.

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1.6 Research
Outreach
Execution Phase
Outreach
Closing Processes
Complete
Complete
Complete
Complete
In Progress
7/1/19
7/1/19
9/6/19
9/20/21
10/8/21
8/2/19
9/5/19
6/30/22
10/7/21
10/10/22
Initial comparative analysis of neighboring cities with existing DOLAs completed.

Survey was administered to neighboring residents (within .25 miles) of Jollyman Park. 618 responses with 78% in support of the trial. Parks and Recreation Commission approved initial trial.

Initial trial performed and extended until sufficient data was collected on the DOLA, after implementation of the updated Athletic Field Use Policy and to account for changing COVID restrictions.

The administrative policy for the ongoing DOLA program at Jollyman Park was drafted and then presented to the Parks and Recreation Commission for feedback and input on October 7, 2021.

Update signage and website for the ongoing DOLA program at Jollyman Park. Continue to evaluate the ongoing DOLA operation for at least a year prior to consideration of an additional DOLA location elsewhere.
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100
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Details
Project Size Commission Estimated
Budget
Allocated Budget Budget Expended/
Encumbered
Budget
Remaining

Last Updated Lead Department
Small Parks and
Recreation
Commission
$5,000.00 $5,000.00 $0.00 $5,000.00 1/27/22 Parks and Recreation

29. Dogs Off Leash Area (DOLA)
Identify additional areas suitable for permitting dogs to be off leash and establish one such area, if the current trial period is successful.

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Design Phase
Execution Phase
Closing Processes
Complete
Complete
Complete
Complete
7/1/20
9/1/20
1/11/21
12/6/21
10/1/21
10/30/20
12/3/21
12/22/21
In Process - Identify online service and prioritize list. Graphics Tool (Visio) selected
Design Complete - PRA Application
Development Process flow in progress and Recreation Process flow under final review
Complete and publish process flow chart. Will continue to incorporate as we develop/revisit applications.
100
100
100
100
Public Engagement & Transparency
Details
Project Size Commission

Estimated Budget Allocated Budget Budget Expended/
Encumbered
Budget Remaining Last Updated Lead Department
Medium N/A $0.00 $0.00 $0.00 $0.00 1/28/22 Innovation Technology

30. Roadmap Project
Publish Process Flow Chart for Public Facing Online Applications A - FY 21-22 City Work Program Q2 Dashboard Printout

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1.6 1.7

1.8 1.9
Research
Planning Phase
Procurement - Design
Outreach
Design Phase - Schematic
Procurement - Design/Build
Execution Phase - Design Build
Closing Processes
In Progress
In Progress
Future
Future
Future
Future
Future
Future
7/1/21
11/1/21
2/25/22
5/6/22
5/6/22
7/8/22
9/22/22
5/10/23
1/31/22
2/28/22
5/6/22
9/8/22
7/7/22
9/21/22
5/10/23
6/16/23
Reviewing existing conditions documentation and
municipal code requirements, work with staff to
develop program, and research candidates for
PM roles
Developing initial scope requirements, schedule,
communications plan and RFQ for design phase
Develop and initiate contract with Design phase
consultants
Implement Public outreach/input process
Initiate the design process through schematic
design
Develop and initiate contract with Construction
phase consultants
Implement the design/build process from design
development through to construction
Final closeout processes with design/build entity,
facilitate AV/IT/Security implementations, secure
Furniture, Fixtures, and Equipment, make ready
for move in
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Sustainability & Fiscal Strategy
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget Remaining Last Updated Department
Large N/A $3,000,000.00 $3,000,000.00 $77,560.00 $2,922,440.00 1/21/22 Public Works 10455 Torre Avenue Improvements Programming & Feasibility Program, plan, and build facility improvements, including seismic, utility and ADA upgrades, for the long-term use of this facility. The scope of work will include public outreach, programming, planning, design, and construction.

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Outreach
Planning Phase
Execution Phase
Closing Processes
In Progress
In Progress
In Progress
Future
Future
10/19/21
10/19/21
11/15/21
4/1/22
6/1/22
6/28/22
4/15/22
6/21/22
6/1/22
6/30/22
Staff conducted research and gathered examples from other cities.

Staff met with Chamber to discuss concept for space and has begun identifying other stakeholders.

Staff plans to develop the concept and related implementation plan.

Present concept and related implementation plan to Council for input and direction.

Proceed to next phase pending Council direction.
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5 0
0 Public Engagement & Transparency
Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last Updated Department
Medium Fine Arts
Commission
$5,000.00 $5,000.00 $0.00 $5,000.00 1/19/22 City Manager's Office Cupertino Store at Chamber of Commerce
Explore the potential of locating Cupertino store and public incubator center at Chamber of Commerce or other locations with a mutually beneficial agreement, including potential Cupertino store merchandise, and attempt to provide a draft proposal for consideration by the Council by the end of FY 2021-2022.

A - FY 21-22 City Work Program Q2 Dashboard Printout

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Updates
# Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5
Outreach
Procurement
Execution Phase
Closing Processes
In Progress
Complete
In Progress
Future
5/19/20
3/2/21
11/1/21
1/31/23
1/31/23
9/21/21
1/31/23
1/31/23
Conducted 6 study sessions/public hearings with Housing Commission/Planning Commission/City Council + 1 community meeting to date. Additional public engagement & education to be conducted through late 2022. Housing Element update anticipated 1/31/23.

Conducted consultant recruitment. Council authorized Housing Element consultant & initiation of 6th Cycle Housing Element Update.

Complete Sites Inventory, Housing Policies & Programs, Draft Housing Element document, Final Housing Element document, & CEQA in accordance with state law.

Housing Element to be completed by 1/31/23.
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8 0
Housing
Details
Project Size Commission Estimated Budget

Allocated Budget Budget Expended/
Encumbered
Budget
Remaining
Last Updated Lead Department
Large Planning
Commission
$1,069,248.00 $1,069,248.00 $748,040.00 $321,208.00 1/25/22 Community Development RHNA Related General Plan Updates and Rezoning (Housing Element) Review preliminary RHNA numbers. Look at strategies for RHNA compliance including evaluating sites for potential upzoning, and jobs-housing ratio and statistics. Identify Priority Housing sites, update Housing Element and complete rezoning by Sept. 2023.

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#

Task Status Task Start Task End Update % Completed

1.2 1.3

1.4 1.5
Research
Planning Phase
Execution Phase
Closing Processes
In Progress
In Progress
Future
Future
5/13/20
12/1/20
4/5/22
6/1/22
3/1/22
4/1/22
5/31/22
6/30/22
Conducting research on surrounding jurisdictions
Preparing draft ordinance amendments
Expected PC and CC hearing
Update Municipal Code, as directed by Council
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Quality of Life
Details
Project Size

Commission Estimated Budget Allocated Budget Budget Expended/ Encumbered
Budget
Remaining
Last Updated Lead Department
Small Planning
Commission
$25,000.00 $25,000.00 $0.00 $25,000.00 2/4/22 Community Development Sign Ordinance Update
Update existing provisions, particularly in the temporary sign regulations.

A - FY 21-22 City Work Program Q2 Dashboard Printout

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#

Task Status Milestone Update Task Start Task Finish % Complete

1.2 1.3

1.4 1.5
Research
Outreach
Execution Phase
Closing Processes
Complete
Complete
Complete
In Progress
Research existing documentation and processes
of other jurisdictions.

Council Study Session on 7/7/2020
Prepared materials for hearings
PC hearing on 1/12/21 with recommendation
presented to Council on 2/2/21. Went back to
Council on 8/17/21. Expected to be completed in
July 2022.
7/7/2020
7/7/2020
10/1/2020
12/8/2020
12/15/2020
11/5/2020
5/12/2021
7/18/2022
100
100
100
50 Evaluate the existing City Council authorization process for General Plan Amendment projects.

General Plan Authorization Process
$6.50K
$1.15K
$5.36K
$6.50K
Quality of Life
Small
Planning Commission
Allocated Budget:

Budget Expended: Estimated Budget:

Budget Remaining:

Size:

Category:

Last Updated:

Commission / Committee:
1/19/2022
FY21
Quality of Life
Fiscal Year:

B - FY 20-21 City Work Program Outstanding Item Dashboard Printout

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