CC 03-01-2022
Study Session Item No. 1
Single-Use Plastics
Presentation
March 1, 2022
Ursula Syrova, Environmental Programs Manager
Single-Use Plastics Ordinance
Study Session
CC 03-01-2022 Study Session Item No. 1
• Concerns:
• Foodware gets littered
• Plastic foodware can leach chemicals into food
• Plastic degrades into microplastics, ingested by animals • Plastic recycling markets are challenging
• 2013: Cupertino banned single-use plastic carryout bags • 2014: Cupertino banned use of EPS foam foodware
• 2017: Zero Waste Policy adopted - supports reusable over single- use, reducing unnecessary single-use foodware & packaging • 2020: Single-Use Plastics Ordinance - City Work Program item Background
Tons of discarded takeout food packaging per year
300 tons
per year
pre-
COVID
• Plastic cups and containers if empty, clean, and dry
• No utensils or straws or other tiny items
• No expanded polystyrene
• No compostable plastics
• Aluminum containers (empty, clean, and dry) and clean foil Foodware accepted as recyclable in Cupertino:
• Fiber-based cups, containers, utensils
• No compostable plastic (except BPI-certified
compostable bags for collecting food scraps)
Foodware accepted as compostable in Cupertino:
Ordinance – Recommended Elements
June 1, 2022
Accessories only on
request (per AB1276)
• Businesses must ask
customers if they want
straws, utensils,
condiment packets,
spill plugs, stir sticks,
etc.
• No single-use plastic cups, containers, utensils
• No compostable plastic foodware
• Require fiber-based: paper, wood, bamboo
• Allow aluminum foil-based items
• Require reusables for dine-in
• No local sale of:
• Expanded polystyrene foam foodware
• Compostable plastic foodware
Ordinance – Recommended Elements
June 2023
• Additional time needed to comply
• Significant economic hardship
• Unique packaging hardship
• Plastic straws available as an accommodation to people with disabilities who request them to enjoy equal access to food and beverage services within the City.
Temporary Exemptions:
?
• Ban local sale of single-use plastic foodware made from traditional plastic
• Ban local sale of other expanded foam products: packing peanuts, ice chests
• Charge customers for single-use items to encourage reusables • Require a % of reusables at large events (e.g. refillable souvenir cups or deposit/return systems)
For Future Consideration:
• Pilot reusable to-go foodware in Cupertino
• Offer technical and financial assistance to businesses • Amend our plastic bag ordinance:
• Require produce bags be compostable
• No plastic bags for takeout food orders
Additional Recommendations from the
Sustainability Commission:
Impact on food providers:
Impact on food providers:
Impact on food
providers:
• Restaurants that use all single-use foodware for dine-in save money switching to reusables according to case
studies
• Might require additional dishwashing capacity, although the case studies find that to be rare, especially for smaller businesses
• Financial and technical assistance can help transition to reusables. 56.7% of businesses surveyed were interested in that idea.
• 65.3% of businesses were interested in reusable to-go ware Switching to Reusables:
• Requiring compostable fiber-based foodware
• Mountain View
• San Mateo County
• City of Alameda
Other jurisdictions:
• Survey of food businesses in Summer 2021:
• 100 businesses (88 in-person, 11 via email)
• Cross-section of restaurant types (fast food,
independently owned, dine-in, franchises, boba tea,
coffee/café, grocery, dessert/bakery, small to large)
• Main concerns:
• Cost of alternatives
• Concern about maintaining business operations
(boba cup heat-sealing process, proper packaging
of takeout foods, etc.)
Outreach to Businesses:
• Youth - supportive
• Unhoused and low income – concern over
any increased costs getting passed along
• Seniors – prefer food deliveries in plastic bags
vs paper
• Disability community – retain access to plastic
straws, limited ability to wash dishes
Outreach to Special Interest Groups:
111 customers took a survey
• 61% supported moving away from plastic
• 35% are concerned about single-use generally
• 76.6% say it would be positive for the customer
experience
• 87.7% said they’ve received unwanted utensils
or napkins with takeout orders
• 91% worry about the waste from single-use
Outreach to Customers:
• Scene article
• Postcard mailed to all food businesses
• Email to all survey respondents
• In-person postcard delivery to boba,
coffee places
• Sustainability Commission
• Chamber of Commerce
• engagecupertino.org/single-use-plastics
Outreach for Awareness About this Study Session:
Next Steps
2121
• April 2022
• Possible 1st, 2nd readings
Questions?
22 CC 03-01-2022
Item No. 1
Youth Arts Month
Presentation
2022 Youth Arts Month
Sofia Fojas,
Arts Coordinator,
Professional Learning and Instructional
Supports Division
Santa Clara County Office of Education
CC 03-01-2022 Item No. 1
2022 Theme: Art Connects Us
2022 Young Artist ShowcaseArts As Emancipatory Education Virtual ConferenceMarch 13, 2022Register:https://bit.ly/3JZzKA5
CC 03-01-2022
Item No. 2
American Red Cross
Month
Presentation
1 | American Red Cross Partnership Opportunity
The American Red Cross prevents and alleviates
human suffering in the face of emergencies by
mobilizing the power of volunteers and the
generosity of donors.
CC 03-01-2022 Item No. 2
2 | American Red Cross Partnership Opportunity
2 | |American Red Cross Partnership Opportunity
Our Services
Down the Street. Across the Country. Around the World.® Disaster
Services
Blood
Services
Preparedness,
Health and
Safety Services
International
Services
Service to the
Armed Forces
3 | American Red Cross Partnership Opportunity
We Impact Lives Every Day
Over 24,000 people are assisted by the American Red Cross daily. 683,000
children receive a
measles or rubella
vaccination each
day world wide
with partners.
13,000
times a day, a
person receives
lifesaving Red
Cross training.
807,00012,500
weather alerts are
sent by Red Cross
apps every day.
1,400
times a day, we
provide services to
military members,
veterans and
their families.
170
times a day,
we help a family
affected by a
disaster.
times a day, the
Red Cross must
collect blood donations
to help patients in need.
4 | American Red Cross Partnership Opportunity
4 | |American Red Cross Partnership Opportunity
In Santa Clara County 2021…
222
Families assisted in
116emergencies and
response to 2-3 home
fires every week
9,000
People Trained
in First Aid,
CPR, AED, and
Water Safety
900
Services provided
to Military
members,
veterans and
families
17,400
Blood units collected from
500 blood drives
1 pint saves 3 lives!
2000+ Volunteers
800 Youth Involved
30+ Middle and High
School ARC Clubs
25 Cases opened to
help families
separated by war and
global crisis
40% of Nation’s Blood
collected by ARC
95% of Red Cross
Workforce is
Volunteers
90 cents of every
dollar supports
humanitarian services
5 | American Red Cross Partnership Opportunity
• Biggest community impact among
major nonprofits.
• The charity that comes to mind
first for U.S. adults.
• Gen Z’s most-loved nonprofit.
American Red Cross
is the nation’s
best-known nonprofit.
Source: Morning Consult, a global data intelligence company delivering insights on what people think in real time, 2020
6 | American Red Cross Partnership Opportunity
American Red Cross Partnership Opportunity | 6
We help
after disasters
big and small.
7 | American Red Cross Partnership Opportunity
Three Major Disasters A Month
In 2014, we averaged one major
disaster response a month. That
figure has steadily increased, and
by 2020, it had tripled.
2014
2020
One
major disaster
a month
Three
major disasters
a month
Meanwhile, populations have grown in disaster-prone areas, meaning more people need help after disasters than ever before.**
*Major disasters” include Level 4+ domestic events only, each of which cost $250,000 or more. Averages are rounded. **Centre for Research on the Epidemiology of Disasters, 2020 8 | American Red Cross Partnership Opportunity
More Than Ever,
People Need Our Help
• When facing an unexpected $400 expense, nearly
40% of U.S. adults would borrow money or sell
personal items to cover it.
1 • 47% of our clients have permanent housing needs
following disasters.
• 78% lack hazard insurance, 65% lack structure
insurance and 68% lack insurance on their
household contents.
We help everyone, but some need it
more than others:
1Board of Governors of the Federal Reserve System, 2019
9 | American Red Cross Partnership Opportunity
The Daily Disaster: Home Fires
Every day, seven people die in U.S. home fires.1 As responders, we wanted to change the odds. That’s why we launched Sound the Alarm.
Since October 2014, we’ve made a tremendous difference:
897,000
Households
made safer
new alarms
installed
2,171,000
Working smoke alarms reduce the risk of death during a home fire by 54%.
National Fire Protection Association, 2019
As of December 2020
771,000
home fire
escape plans
made
10 | American Red Cross Partnership Opportunity
American Red Cross Partnership Opportunity | 10
We provide more blood than
any other blood bank.
11 | American Red Cross Partnership Opportunity
Every 2 Seconds, Someone in the
U.S. Needs Blood
During treatment for cancer, Stephenie
needed many blood and platelet
transfusions to help her keep fighting.
She is now in remission.
During treatment for cancer, Stephenie
needed many blood and platelet
transfusions to help her keep fighting.
She is now in remission.
Blood is an irreplaceable part of our
nation’s healthcare infrastructure. We
serve as the bridge between blood
donors and recipients facing
emergencies:
• Holding more than 500 blood drives daily at
workplaces, schools and our donation centers.
• Conducting at least 10 tests on each blood unit
• Delivering 6.4 million blood products to about 2,500
hospitals and cancer treatment centers nationwide
12 | American Red Cross Partnership Opportunity
American Red Cross Partnership Opportunity | 12
We assist
military heroes
when they need
us most.
13 | American Red Cross Partnership Opportunity
We Go Where
They Go
With our expansive worldwide network, we stand with service members and their families throughout their military careers and beyond. • Providing briefings to families
on Red Cross services
• Holding Coping with
Deployment workshops
• Assisting with career services
for military spouses
• And more
• Verifying emergencies back
home
• Providing access to financial
help during difficult times
• Assisting with crisis intervention
• Supporting in areas of armed
conflict
• And more
• Providing medical and
rehabilitative care through
hospital volunteers
• Holding Reconnection
Workshops for adults and
children
• And more
Recovering
With Medical, Family and
Community Support
Responding
During Difficult Times
Preparing
For Military Life
E
N
L
I
S
T
E
E
V
E
T
E
R
A
N
14 | American Red Cross Partnership Opportunity
American Red Cross Partnership Opportunity | 14
We teach
lifesaving skills
like water safety,
first aid and CPR.
15 | American Red Cross Partnership Opportunity
Equipping Citizens
to Save Lives
• First Aid, CPR and AED prepare people to help
during emergencies.
• Swim and lifeguard classes keep everyone safer
in, on and around the water.
• The suite of emergency preparedness apps puts
lifesaving information in people’s pockets.
We empower people — about 2.4
million last year — with the knowledge
and skills they need to save lives.
16 | American Red Cross Partnership Opportunity
American Red Cross Partnership Opportunity | 16
We help
vulnerable
people around
the world.
17 | American Red Cross Partnership Opportunity
Helping During Crises
of All Kinds
• Providing assistance to survivors of
major disasters
• Connecting families separated during conflict
• Delivering lifesaving measles and rubella
vaccinations to children around the world,
ultimately driving a 73% reduction in
measles deaths
The American Red Cross works with
international partners to help prevent
and alleviate suffering around the
globe:
18 | American Red Cross Partnership Opportunity
American Red Cross Partnership Opportunity | 18
How can you help?
Give blood, volunteer,
donate funds, host a
blood drive, get trained…
visit Redcross.org.
19 | American Red Cross Partnership Opportunity
CC 03-01-2022
Item No. 10
Vacation of Public
Walkway Easement -
Campo De Lozano
Development
Presentation
Campo De Lozano Development
Consider Vacation of
Public Walkway Easement
March 1, 2022
CC 03-01-2022 Item No. 10
Location & Description
Recommended Action
Consider adopting a resolution to
vacate a public pedestrian walkway
easement through Tract 9405
Questions?
CC 03-01-2022
Item No. 11
Mid-Year Financial Report
Fiscal Year 2021-22
Presentation
FISCAL YEAR 2021-22
MID-YEAR FINANCIAL REPORT
CC 03-01-2022 Item No. 11
Agenda
Budget Reporting Cycle
Amended Budget as of December 31,
2021
General Fund Update
American Rescue Plan Act of 2021
Agenda
Recommended Adjustments
Recommendations and
Next Steps
Transparency and
Engagement
Budget Reporting Cycle
Proposed Budget
May
Final Budget
June
First Quarter
November
Mid-Year
March
Third Quarter
May
FY22 Amended Budget as of December 31,
2021- $229.2M
$121.0 $148.8 $80.4
IN MILLIONS
Proposed Final Budget Adjustments
FY22 Appropriation Changes since Adopted Budget
Fund
FY 21‐22
Adopted Carryovers Encumbrances
Adjustments
Approved in 1st
and 2nd Quarter
FY 21‐22 Amended
Budget as of
December 31, 2021
General $ 89,767,034 $ 22,657,533 $ 4,906,141 $ 7,138,606 $ 124,469,314 Special Revenue 18,597,024 11,749,252 2,414,116 212,681 32,973,073 Debt Service 2,676,000 ‐‐ ‐ 2,676,000
Capital Projects 19,540,000 18,540,682 9,149,571 1,936,000 49,166,301 Enterprise 9,417,117 855,369 189,833 107,800 10,570,119 Internal Service 8,848,012 60,790 208,700 190,045 9,307,547 To t a l All Funds $148,845,235 $ 53,863,626 $ 16,868,361 $ 3,990,830 $ 229,162,354 General Fund Revenues & Expenditures –
Mid-Year Trends (3-year)
General Fund Revenues –M i d‐Year FY 21 vs. FY 22
Mid‐Year Mid ‐Year
2021 2022
05 ‐ Sales tax 24,060,027 $ 13,818,656$ (10,241,371)$ ‐ 43% 10 ‐ Property tax 7,887,124 8,331,800 444,676 6% 15 ‐ Transient occupancy 879,019 1,336,855 457,837 52% 20 ‐ Utility tax 1,291,056 1,276,177 (14,879) ‐ 1% 25 ‐ Franchise fees 627,465 684,498 57,033 9% 30 ‐ Other taxes 1,704,385 1,056,602 (647,783) ‐ 38% 35 ‐ Licenses and permits 1,951,667 2,188,177 236,511 12% 40 ‐ Use of money and property 891,614 926,372 34,758 4% 45 ‐ Intergovernmental revenue 1,022,927 3,433,481 2,410,554 236% 50 ‐ Charges for services 5,230,311 6,905,845 1,675,534 32% 55 ‐ Fines and forfeitures 53,744 105,865 52,121 97% 60 ‐ Miscellaneous 1,048,256 989,591 (58,665) ‐ 6% 65 ‐ Transfers in 15,000 4,862,387 4,847,387 32316% 70 ‐ Other financing sources 87,567 52,224 (35,342) ‐ 40% Grand Total 46,750,161 $ 45,968,532$ (781,629)$ ‐ 2% Revenue Category Variance % Change
General Fund Expenditures –M i d‐Year FY 21 vs. FY 22
Mid‐Year Mid ‐Year
2021 2022
05 ‐ Employee compensation 8,829,205$ 10,018,381$ 1,189,176$ 13% 10 ‐ Employee benefits 4,117,014 4,701,573 584,559 14% 15 ‐ Materials 1,926,628 1,826,518 (100,110) ‐ 5% 20 ‐ Contract services 10,271,661 10,595,937 324,275 3% 25 ‐ Cost allocation 5,236,770 5,974,031 737,261 14% 30 ‐ Capital outlays 23,470 32,700 9,230 N/A 31 ‐ Special projects 658,758 953,489 294,731 45% 45 ‐ Transfer out 10,148,689 16,099,371 5,950,682 59% 50 ‐ Other financing uses 101,433 336,005 234,572 231% Grand Total 41,313,629 $ 50,538,005$ 9,224,377$ 22% Expenditure Category Variance % Change
City Manager Discretionary Fund
• $75,000 Adopted Budget
• $2,400 used to assist with funding Housing Op-Ed
• Staff will continue to report out on the use of this fund Of the $4.8M in funding, $3.1M in revenues recognized
• Transportation Transfer - $1,333,773
• Law Enforcement Services - $972,987
• General Liability Insurance - $182,112
• Administration Overhead - $191,573
• CDD Customer Service Solution - $49,343
• Climate Action Plan - $78,000
• Municipal Water System - $10,000
• General Plan and Muni Code Update - $19,052
American Rescue Plan Act of 2021
Mid‐Year Budget Adjustments Summary by Fund
Revenues ‐$ ‐ $ ‐ $ 10,000,000$ 220,000$ ‐ $ 10,220,000$ Expenditures 10,000,000$ 910,000$ ‐ $ (1,847,699)$ 369,650$ 26,000$ 9,457,951$ Fund Balance (10,000,000)$ (910,000)$ ‐ $ 11,847,699$ (149,650)$ (26,000)$ 762,049$ TotalGeneral
Special
Revenue
Debt
Service
Capital
Projects Enterprise
Internal
Service
Mid‐Year Budget Adjustments by Fund and Department
Fund Department Expenditure Revenue Fund Balance
(Use of)
Description
100 Non ‐Departmental 10,000,000 ‐ (10,000,000) Transfer from General Fund to Capital Reserve 10,000,000 ‐ (10,000,000)
280 CIP 910,000 ‐ (910,000) Lawrence ‐Mitty Park Debris Removal, Clean Up, and Tree Removal
910,000 ‐ (910,000)
420 CIP (1,847,699) ‐ 1,847,699 All‐Inclusiv e Play Area Budget Reduction 429 Non ‐Departmental ‐ 10,000,000 10,000,000 Transfer from General Fund to Capital Reserve (1,847,699) 10,000,000 11,847,699
520 Public Works 350,000 ‐ (350,000) New Landfill Agreement and Solid Waste Consulting Services
560 Parks & Recreation 10,300 ‐ (10,300) Tree Maintenance 560 Parks & Recreation 9,350 220,000 210,650 Additional Revenue Estimate and Bank Charges 369,650 220,000 (149,650)
630 Public Works 26,000 ‐ (26,000) Leaf Blower Replacement 26,000 ‐ (26,000)
TOTAL ALL
FUNDS
9,457,951 10,220,000 762,049
TOTAL INTERNAL
SERVICE FUND
Recommended Adjustments
GENERAL FUND
CAPITAL PROJECTS FUND
ENTERPISE FUND
INTERNAL SERVICE FUND
TOTAL GENERAL FUND
TOTAL CAPITAL
PROJECTS FUND
TOTAL ENTERPRISE FUND
SPECIAL REVENUE FUND
TOTAL SPECIAL REVENUE
FUND
• CIP- ($937,699)
Adjustments by Department
Description Revenue Expenditure Fund
Balance
Lawrence-Mitty Park Debris Removal,
Clean up, and Tree Removal
- $910,000 ($910,000)
All-Inclusive Play Area Budget Reduction - ($1,847,699) $1,847,699 • Public Works- $376,000
Adjustments by Department
Description Revenue Expenditure Fund
Balance
New Landfill Agreement and Solid Waste
Consulting Services
- $350,000 ($350,000)
Leaf Blower Replacement - $26,000 ($26,000)
• Parks & Recreation- $19,650
Adjustments by Department
Description Revenue Expenditure Fund
Balance
Tree Maintenance - $10,300 ($10,300)
Additional Revenue Estimate and Bank
Charges
$220,000 $9,350 $210,650
• Non-Departmental- $10,000,000
Adjustments by Department
Description Revenue Expenditure Fund
Balance
General Fund Transfer to Capital Reserve $10,000,000 $10,000,000 - Fund Balance Adjustments
• Pension Section 115 Trust
• $2M contribution (4th of 5 annual contributions)
• Estimated June 30, 2022 balance = $20.8M
• Economic Uncertainty Reserve
• Increase from $19M to $24M
• Alignment with expenditure/revenue growth
Fund Balance Adjustments (continued)
• Capital Projects Committed Reserve
• Establish $10M reserve in General Fund
• Assist with capital program short- and long-term
planning
• Used to fund future capital projects
• Requires City Council authorization, transfer, and
appropriation before use
Fund Balance Adjustments (continued)
Actuals
Year End
Projection
Adopted
Budget
1st Quarter
Year End
Projection
Mid‐Year End
Projection
CLASSIFICATION 2019 ‐20 2020 ‐21 2021 ‐22 2021 ‐22 2021 ‐22 Non Spendable 3.45 3.44 3.44 3.44 3.44 Restricted 14.32 20.14 21.87 21.92 22.20 Committed 19.13 19.13 19.13 19.13 34.13 Assigned 3.18 4.91 3.00 4.91 4.91 Unassigned 34.43 49.23 35.70 62.47 37.15 TOTAL FUND BALANCE 74.51 96.85 83.13 111.87 101.84
• Reclassify (One) Limited-Term Project Manager Position to Full Term Position
Staffing
Recommended Actions
• Consider Accepting the City Manager’s Mid-Year Financial Report for FY 2021-22.
• Consider Adopting a draft resolution 22-XXX approving Budget Modification #2122-XXX increasing appropriations by
$9,457,951 and revenues by $10,220,000.
• Consider Approving the Conversion of (One) Limited-Term Project Manager Position to Full-Term Position.
Recommended Actions (continued)
• Consider Approving Amendments to the City’s Committed, Unassigned Fund Balance, and Use of One Time Funds Policy which includes the following changes:
• Consider Approving $2,000,000 contribution from the
General Fund to the City’s Section 115 Pension Trust.
• Consider Increasing the City’s General Fund Economic
Uncertainty Committed Reserve by $5,000,000.
• Consider Establishing a General Fund Capital Project
Committed Reserve in the amount of $10,000,000.
Next Steps
● FY 2021-22
● Third Quarter Report to Council May 17, 2022
● FY 2021-22
● Proposed Budget Study Session May 17, 2022
Transparency and Engagement
Opengov Interactive Mid-Year Financial Report
Questions?
CC 03-01-2022
Item No. 12
Housing Element Update
Presentation
Council Meeting March 1, 2022
Housing Element Update:
Stakeholder Group & Next Steps
CC 03-01-2022 Item No. 12
Sites Inventory, progress & next steps.
Timeline.
Stakeholder Group.
Community Engagement.
Next Steps.
Council Feedback.
Presentation
Process for Site Selection
Public &
Council
Property
Owners
AFFH
(Equity)
SITES
1. 2. 3.
HCD Guidance:
1. Reduce barriers to
housing development.
2. Increase access to
resources.
3. Avoid hazardous sites
unless mitigation is
feasible.
Schools
Sites Inventory – Next steps
• Clarity about pipeline projects & ADU #s.
• Cupertino Housing Simulator 2.0 beta testers.
• Companion documents for Simulator.
• Website site surveys for comments.
• Decision-makers as ambassadors to
participation.
Sites Inventory – Inverse Relationship
# of sites
+
Amount of
potential
rezoning
# of sites
+
Amount of
potential
rezoning
Stakeholder Group
“The element should describe any specific outreach
efforts to organizations that represent special needs
populations or members of protected classes.”
“…the City could conduct targeted stakeholder
interviews or establish a committee representative of
lower-income and special needs households in future
public outreach efforts.”
- HCD Letter to Monterey Park
Stakeholder Group
John Zhao
Abdullah Memon
Jennifer Shearin
Joseph Fruen
Shankar Krishnan
Sean Hughes
Janet Van Zoeren
Ava Pai-Chi Chiao
Elizabeth Moore
Lisa Warren
• 2 Candidates with a lived
experience similar to desired
diversity stated for Stakeholder
Group (Teacher, BMR Resident).
• 2 Candidates with prior housing
policy experience in the City.
• 6 Candidates represent voices of
those who may not otherwise
participate in policy-making
discussions though they are likely
the people in need of increased
housing opportunities.
Stakeholder Group
John Zhao
Abdullah Memon
Jennifer Shearin
Joseph Fruen
Shankar Krishnan
Sean Hughes
Janet Van Zoeren
Ava Pai-Chi Chiao
Elizabeth Moore
Lisa Warren
+ 3 additional Stakeholders?
Specifically, Applicants
numbered 18, 26, and 28,
representing a teacher, nurse,
and neighborhood volunteer
from Monta Vista.
Ways to Participate
Public Meeting Comments.
Website interaction:
• Surveys/ polls/ comments/ more.
• Mapping exercises.
Community Workshops.
Stakeholder representation.
https://engagecupertino.org/
Council Feedback
Approve Stakeholder Group List? Amend List
to add 3 more Candidates?
Guidance for Planning Commission next steps
with Sites Inventory?