A - 2023 General Plan APR — Cupertino City Council, March 19, 2024

Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment

BALANCED
COMMUNITY Policy LU‐1.1 Land Use and
Transportation
The City shall focus higher land use intensities and densities within half–mile of public transit service, and along major corridors. Figure LU‐2 indiciates the maximum residential densities for sites that allow residential land uses.

Community
Development – Planning General Fund Con. Not an action item. Public Transit Service does not include rideshare services such as VIA, Lyft and Uber.

BALANCED
COMMUNITY Policy LU‐1.2 Development
Allocation
Maintain and update the development allocation table (Table LU‐1) to ensure that the allocations for various land uses adequately meet city goals.

Community
Development – Planning General Fund Con.

Not an action item. The General Plan amended in Sept. 2019 to eliminate office allocation and complete all rezoning required to comply with the Housing Element. No changes to allocation were made in 2020, 2021, or 2022 or 2023.

BALANCED

COMMUNITY
Strategy LU‐

1.2.1 Planning Area
Allocations
Development allocations are assigned for various Planning Areas. However, some flexibility may be allowed for transferring allocations among Planning Areas provided no significant environmental impacts are identified beyond those already studied in the Environmental Impact Report (EIR) for Community Vision 2040.

Community
Development – Planning General Fund Con. Not an action item.Employee generation for office uses is assigned at 300 s.f./employee in the GP EIR certified in 2014;

BALANCED

COMMUNITY
Strategy LU‐

1.2.2 Major Employers
Reserve a development allocation for major companies with sales office and corporate headquarters in Cupertino. Prioritize expansion of office space for existing major companies. New office development must demonstrate that the development positively contributes to the fiscal well–being of the city.

Community
Development – Planning General Fund Con.

Not an action item. Important to note that residential allocation may need to be eliminated due to limitations of state law with Housing Element update in 2024. The available allocations as of 12/31/2023 are as follows:

1. Heart of the City: Commercial: 834,280 s.f.; Office: 17,113 s.f.; Hotel Rooms: 122; Residential: 11

2. Vallco Shopping District: Commercial:1,381,388 s.f.; Office:
45,387 s.f.; Hotel Rooms: 191

3. Homestead: Commercial ‐ 1,093 s.f.; Residential: 150

4. N. De Anza: Residential: 97

5. N. Vallco: None

6. S. De Anza: Commercial ‐ 4,035 s.f.

7. Bubb: None

8. Monta Vista: Commercial: 4,657 s.f.; Office: 13,595 s.f.; Residential: 47

9. Other: Commercial: 11,225 s.f.; Residential: 38

10. Major Employers: Office: 383,322 s.f.

BALANCED

COMMUNITY
Strategy LU‐

1.2.3 Unused Development
Allocation
Unused development allocations may be re–assigned to the citywide allocation table per Planning Area, when development agreements and development permits expire.

Community
Development – Planning General Fund Con. Not an action item. This is routinely done as projects expire.

BALANCED

COMMUNITY
Strategy LU‐

1.2.4 Neighborhood
Allocation
Allocate residential units in neighborhoods through the building permit process unless subdivision or development applications are required.

Community
Development – Planning General Fund Con. Not an action item. This is routinely done with project review.

BALANCED
COMMUNITY Policy LU‐1.3
Land Use in All
Citywide Mixed–Use
Districts
Encourage land uses that support the activity and character of mixed–use districts and economic goals. Community Development – Planning General Fund Con. Not an action item. Information provided as and when applicants/property owners approach city

BALANCED

COMMUNITY
Strategy LU‐

1.3.1 Commercial and
Residential Uses
Review the placement of commercial and residential uses based on the following criteria:

1. All mixed–use areas with commercial zoning will require retail as a substantial component. The North De Anza Special Area is an exception.

2. All mixed–use residential projects should be designed on the “mixed–use village” concept discussed earlier in this Element.

3. On sites with a mixed–use residential designation, residential is a permitted use only on Housing Element sites and in the Monta Vista Village Special Area.

4. Conditional use permits will be required on mixed–use Housing Element sites that propose units above the allocation in the Housing Element, and on non–Housing Element mixed–use sites.

Community
Development – Planning General Fund Con.

Not an action item. This is reviewed with project review.

Consider capturing changes to state law in the future. May be updated with updates to the Housing Element in 2024.

BALANCED

COMMUNITY
Strategy LU‐

1.3.2 Public and
Quasi–Public Uses
Review the placement of public and quasi–public activities in limited areas in mixed–use commercial and office zones when the following criteria are met:

1. The proposed use is generally in keeping with the goals for the Planning Area, has similar patterns of traffic, population or circulation of uses with the area and does not disrupt the operation of existing uses.

2. The building form is similar to buildings in the area (commercial or office forms). In commercial areas, the building should maintain a commercial interface by providing retail activity, storefront appearance or other design considerations in keeping with the goals of the Planning Area.

Community
Development – Planning General Fund Con.

Not an action item. Information provided as and when
applicants/property owners approach city and reviewed in conjunction with discretionary project review/approval+Q13

BALANCED
COMMUNITY Policy LU‐1.4 Parcel Assembly Encourage parcel assembly and discourage parcelization to ensure that infill development meets City standards and provides adequate buffers to neighborhoods.

Community
Development – Planning General Fund Con.

Not an action item. The Council adopted an urgency ordinance to allow parcelization and the development of duplex
developments in single family zoning areas on 12/21/2021. A regular ordinance was presented to the Planning Commission on 9/27/2022 and to the City Council on 11/1/2022. The second reading was conducted on 11/15/2022. Pending state
legislation may require changes to these regulations in 2024/2025.

BALANCED
COMMUNITY Policy LU‐1.5 Community Health
Through Land Use Promote community health through land use and design. Community Development – Planning
General Fund,
Grants IM
In late 2019, Council adopted new limits on storefront signage advertising tobacco sales and a ban on:
* Flavored tobacco sales,
* New tobacco retailers within 1,000 feet of a school or 500 feet of an existing tobacco retailer,
* sales at pharmacies and vending machines.

The Council adopted a ban on all vaping products and
smoking in multifamily developments in June 2021.

BALANCED
COMMUNITY Policy LU‐1.6 Jobs/Housing Balance Strive for a more balanced ratio of jobs and housing units. Community Development – Planning
General Fund,
Grants Con.

Not an action item. The General Plan amended in September 2019 to eliminate office allocation and complete all rezoning to comply with Housing Element. Worthy for the City to strive to ʺseek a balanceʺ as opposed to using a numerical ʺratio.ʺ The City is in the process of developing the 6th Cycle Housing Element to identify sites that can accommodate its fair share of regional housing needs. Anticipated adoption of Housing Element and required rezoning by Spring 2024.

COMMUNITY
IDENTITY Policy LU‐2.1 Gateways
Implement a gateway plan for the City’s entry points (Figure LU–1) and identify locations and design guidelines for gateway features. Look for opportunities to reflect the gateway concept when properties adjacent to defined gateways are redeveloped.

Public Works –
Engineering and
Transportation
General Fund,
Development
fees
Con.

No action is needed at this time. Gateway signs are installed through the Capital Improvements Project or through
development review.

COMMUNITY
IDENTITY Policy LU‐2.2 Pedestrian–Oriented
Public Spaces
Require development to incorporate pedestrian–scaled elements along the street and within the development such as parks, plazas, active uses along the street, active uses, entries, outdoor dining and public art.

Community
Development – Planning
General Fund,
Development
fees
Con. Not an action item.

SITE AND BUILDING
DESIGN Policy LU‐3.1 Site Planning
Ensure that project sites are planned appropriately to create a network of connected internal street that improve pedestrian and bicycle access, provide public open space and building layouts that support city goals related to streetscape character for various Planning Areas and corridors.

Community
Development – Planning;
Public Works –
Development Services
and Transportation
General Fund,
Development
Fees
Con. Not an action item.

SITE AND BUILDING
DESIGN Policy LU‐3.2 Building Heights and
Setback Ratios
Maximum heights and setback ratios are specified in the Community Form Diagram (Figure LU–2). As indicated in the figure, taller heights are focused on major corridors, gateways and nodes. Setback ratios are established to ensure that the desired relationship of buildings to the street is achieved.

Community
Development – Planning
General Fund,
Development
Fees
Con. Not an action item. The City adopted minor changes to Figure LU‐2 to clarify language in October 2021.

SITE AND BUILDING
DESIGN Policy LU‐3.3 Building Design Ensure that building layouts and design are compatible with the surrounding environment and enhance the streetscape and pedestrian activity.

Community
Development – Planning
General Fund,
Development
Fees
IM
Not an action item. Reviewed in conjunction with discretionary project review/approval. Work Program item for objective design guidelines underway. Anticipated adoption of
objective design standards in late Fall 2024.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.1 Attractive Design
Emphasize attractive building and site design by paying careful attention to building scale, mass, placement, architecture, materials, landscaping, screening of equipment, loading areas, signage and other design considerations.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.2 Mass and Scale Ensure that the scale and interrelationships of new and old development complement each other.

Buildings should be grouped to create a feeling of spatial utility.

Community
Development – Planning
General Fund,
Development
Fees
IM
Not an action item. Currently implemented via the
discretionary design review process, Municipal Code and Specific Plans. Work Program item for objective design
guidelines underway. Anticipated adoption of objective
design standards in late Fall 2024.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.3 Transitions
Buildings should be designed to avoid abrupt transitions with existing development, whether they are adjacent or across the street. Consider reduced heights, buffers and/or landscaping to transition to residential and/or low–intensity uses in order to reduce visual and privacy impacts.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.4 Compatibility Ensure that the floor area ratios of multi–family residential developments are compatible with buildings in the surrounding area. Include a mix of unit types and avoid excessively large units.

Community
Development – Planning
General Fund,
Development
Fees
IM
Work Program related to a study session on development
standards for Mixed Use developments underway.

Anticipated adoption of objective design standards in late Fall 2024.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.5 Building Location Encourage building location and entries closer to the street while meeting appropriate landscaping and setback requirements.

3.3.6 Architecture and
Articulation
Promote high–quality architecture, appropriate building articulation and use of special materials and architectural detailing to enhance visual interest.

Community
Development – Planning
General Fund,
Development
Fees
IM
Not an action item. Reviewed in conjunction with project review/approval. Work Program item for objective design guidelines underway. Anticipated adoption of objective
design standards in late Fall 2024.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.7 Street Interface
Ensure development enhances pedestrian activity by providing active uses within mixed–use areas and appropriate design features within residential areas along a majority of the buildng frontage facing the street. Mixed–use development should include retail, restaurant, outdoor dining, main entries, etc.

Residential development should include main entrances, lobbies, front stoops and porches, open space and other similar features.

Community
Development – Planning
General Fund,
Development
Fees
IM
Not an action item. Reviewed in conjunction with project review/ approval. Work Program item for objective design guidelines underway. Anticipated adoption of objective
design standards in late Fall 2024.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.8 Drive–up Services
Allow drive–up service facility only when adequate circulation, parking, noise control, architectural features and landscaping are compatible with the expectations of the Planning Area, and when residential areas are visually buffered. Prohibit drive–up services in areas where pedestrian–oriented activity and design are highly encouraged, such as Heart of the City, North De Anza Boulevard, Monta Vista Village and neighborhood centers.

Community
Development – Planning
General Fund,
Development
Fees
Con. Not an action item. Information provided upon request.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.9 Specific and
Conceptual Plans
Maintain and update Specific/Conceptual plans and design guidelines for Special Areas such as Heart of the City, Crossroads, Homestead Corridor, Vallco Shopping District, North and South De Anza corridors and Monta Vista Village.

Community
Development – Planning General Fund IM
Update undertaken when directed to at Council discretion as part of Work Program. Plans implemented through project review/approval. Anticipated adoption of objective design standards in late Fall 2024.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.10 Entrances In multi–family projects where residential uses may front on streets, require pedestrian–scaled elements such as entries, stoops and porches along the street.

Community
Development – Planning
Development
Fees IM
Not an action item. Reviewed in conjunction with project review/ approval. Work Program item for objective design guidelines underway. Anticipated adoption of objective
design standards in late Fall 2024.

SITE AND BUILDING
DESIGN
Strategy LU‐

3.3.11 Multiple–Story
Buildings and
Residential Districts
Allow construction of multiple–story buildings if it is found that nearby residential districts will not suffer from privacy intrusion or be overwhelmed by the scale of a building or group of buildings.

STREETSCAPE DESIGN Policy LU‐4.1 Street and Sidewalks Ensure that the design of streets, sidewalks and pedestrian and bicycle amenities are consistent with the vision for each Planning Area and Complete Streets policies.

Community
Development – Planning
General Fund,
Development
Fees
Con.

Not an action item. Ongoing implemention via land use plan streetscape requirements (Heart of the City, N. De Anza, Monta Vista Design Guidelines etc.)
STREETSCAPE DESIGN Policy LU‐4.2 Street Trees and
Landscaping
Ensure that tree planting and landscaping along streets visually enhances the streetscape and is consistent for the vision for each Planning Area (Special Areas and Neighborhoods):

1. Maximize street tree planting along arterial street frontages between buildings and/or parking lots.

2. Provide enhanced landscaping at the corners of all arterial intersections.

3. Enhance major arterials and connectors with landscaped medians to enhance their visual character and serve as traffic calming devices.

4. Develop uniform tree planting plans for arterials, connectors and neighborhood streets consistent with the vision for the Planning Area.

5. Landscape urban areas with formal planting arrangements.

Provide a transition to rural and semi–rural areas in the City, generally west of Highway 85.

Public Works – Service
Center
General Fund,
Development
Fees
Con.

Not an action item. Ongoing implemention via land use plan streetscape requirements (Heart of the City, N. De Anza, Monta Vista Design Guidelines etc.) and via Public Works policies related to street tree planting.

CONNECTIVITY Policy LU‐5.1 Neighborhood
Centers
Retain and enhance local neighborhood shopping centers and improve pedestrian and bicycle access to neighborhoods to improve access to goods and services.

Community
Development – Planning
General Fund,
Development
Fees
Con.

Not an action item. Information provided as and when
applicants/property owners approach city and reviewed in conjunction with discretionary project review/approval
Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
CONNECTIVITY Policy LU‐5.2 Mixed–Use Villages
Where housing is allowed along major corridors or neighborhood commercial areas, development should promote mixed–use villages with active ground–floor uses and public space. The development should help create an inviting pedestrian environment and activity center that can serve adjoining neighborhoods and businesses.

Community
Development – Planning
General Fund,
Development
Fees
Con.

Not an action item. Reviewed in conjunction with project review/approval and applicable land use plans (Heart of the City etc.) Work Program item related to objective design guidelines underway. Anticipated adoption of objective
design standards in late Fall 2024.

CONNECTIVITY Policy LU‐5.3 Enhance Connections Look for opportunities to enhance publicly–accessible pedestrian and bicycle connections with new development or redevelopment.

Community
Development – Planning;
Public Works –
Development Services
and Transportation.

General Fund,
Development
Fees
Con. Not an action item. Reviewed in conjunction with project review/ approval.

HISTORIC
PRESERVATION Policy LU‐6.1 Historic Preservation
Maintain and update an inventory of historically significant structures and sites in order to protect resources and promote awareness of the city’s history in the following four categories: Historic Sites, Commemorative Sites, Community Landmarks, and Historic Mention sites (Figure LU–3).

Community
Development – Planning General Fund Con. Not an action item. Inventory completed. Maintained in General Plan.

HISTORIC
PRESERVATION Policy LU‐6.2 Historic Sites Projects on Historic Sites shall meet the Secretary of Interior Standards for Treatment of Historic Properties.

Community
Development – Planning,
Community
Development – Building
General Fund,
Development
Fees
Con. Not an action item. Reviewed in conjunction with project review/approval.

HISTORIC
PRESERVATION Policy LU‐6.3
Historic Sites,
Commemorative Sies
and Community
Landmarks
Projects on Historic Sites, Commemorative Sites and Community Landmarks shall provide a plaque, reader board and/or other educational tools on the site to explain the historic significance of the resource.

The plaque shall include the city seal, name of resource, date it was built, a written description and photograph. The plaque shall be placed in a location where the public can view the information.

Community
Development – Planning,
Community
Development – Building
General Fund,
Development
Fees
Con. Not an action item. Reviewed in conjunction with project review/approval.

HISTORIC
PRESERVATION Policy LU‐6.4 Public Access
Coordinate with property owners of public and quasi–public sites to allow public access of Historic and Commemorative Sites to foster public awareness and education. Private property owners will be highly encouraged, but not required, to provide public access to Historic and Commemorative Sites.

Community
Development – Planning,
Public Works –
Development Services
and Transportation
General Fund,
Development
Fees
Con. Not an action item. Reviewed in conjunction with project review/approval.

HISTORIC
PRESERVATION Policy LU‐6.5 Historic Mention Sites
There are sites outside the City’s jurisdiction that have contributed to the City’s history. Work with agencies that have jurisdiction over the historical resource to encourage adaptive reuse and rehabilitation and provide public access and plaques to foster public awareness and education.

City Manager General Fund Con. Not an action item. When opportunities arise, provide comments to neighboring agencies regarding this.

HISTORIC
PRESERVATION Policy LU‐6.6
Incentives for
Preservation of
Historic Resources
Utilize a variety of techniques to serve as incentives to foster the preservation and rehabilitation of Historic Resources including:

1. Allow flexible interpretation of the zoning ordinance not essential to public health and safety. This could include land use, parking requirements and/or setback requirements.

2. Use the California Historical Building Codes standards for rehabilitation of historic structures.

3. Tax rebates (Mills Act or Local tax rebates).

4. Financial incentives such as grants/loans to assist rehabilitation efforts.

Community
Development – Planning,
Community
Development – Building;
Parks and Recreation –
Park Improvement;
Public Works – Capital
Improvements
General Fund,
Development
Fees
Con. Not an action item. Information provided when a project applicant/property information proposes a project.

HISTORIC
PRESERVATION Policy LU‐6.7 Heritage Trees Protect and maintain the city’s heritage trees in a healthy state.

Community
Development – Planning,
Public Works – Service
Center
General Fund,
Development
Fees
Con.

Not an action item. Ongoing implemention via Strategies LU‐

6.7.1 and project review by the Planning Division. Heritage trees within public property maintained by the Street Tree Division. An update of the tree list is part of the Cityʹs current Work Program.

HISTORIC

PRESERVATION
Strategy LU‐

6.7.1 Heritage Tree List Establish and periodically revise a heritage tree list that includes trees of importance to the community. Community Development – Planning General Fund Con.

Not an action item. List maintained by the GIS division and available on the Cityʹs GIS portal with support provided by the Planning Division. Heritage Tree list may need to be updated to remove several trees removed over the years due to
disease/natural causes.

HISTORIC
PRESERVATION Policy LU‐6.8 Cultural Resources Promote education related to the City’s history through public art in public and private developments.

Community
Development – Planning,
Public Works – Capital
Improvements
General Fund,
Development
Fees
Con.

Not an action item. Ongoing implementation via public art review/approval by the Arts and Culture Commission (ACC).

The ACC has reviewed 3 public art project in 2023 and
continues to implement their programs, such as the
Distinguished Artist, Emerging Artist and Young Artist
Awards and Art in Unexpected Places.

ARTS AND CULTURE Policy LU‐7.1 Public Art Stimulate opportunities for the arts through development and cooperation with agencies and the business community.

Community
Development – Planning General Fund Con.

Not an action item. Ongoing implementation via public art review/approval by the Fine Arts Commission in compliance with the Municipal Code.

ARTS AND CULTURE Strategy LU‐

7.1.1 Public Art Ordinance Maintain and update an ordinance requiring public art in public as well as private projects of a certain size.

Community
Development – Planning General Fund IM Ordinance update completed in 2018. Ongoing implementation via project review/ approval.

ARTS AND CULTURE Strategy LU‐

7.1.2 Gateways Promote placement of visible artwork in gateways to the city.

Public Works – Capital
Improvements and
Development Services;
Community
Development – Planning
General Fund Con. Not an action item. Ongoing implementation via project review/approval.

ARTS AND CULTURE Strategy LU‐

7.1.3 Artist Workplace Encourage the development of artist workspace, such as live/work units, in appropriate location in the city.

Community
Development – Planning General Fund Con.

Not an action item. Ongoing implementation via project
review/ approval. One live/work project approved on Foothill Blvd in 2015. Updated Housing Element might consider
live/work arrangements on some housing sites along major corridors.

FISCAL STABILITY Policy LU‐8.1 Fiscal Impacts Evaluate fiscal impacts of converting office/commercial ues to residential use, while ensuring that the City meets regional housing requirements.

Community
Development – Planning
General Fund,
Development
Fees
Con. Not an action item. Ongoing implementation via project review/approval.

FISCAL STABILITY Policy LU‐8.2 Land Use Encourage land uses that generate City revenue.

City Manager –
Economic Development;
Community
Development – Planning;
General Fund,
Development
Fees
Con.

Not an action item. Ongoing implementation via discretionary project review/approval. Present revenue generation by land use with project review.

FISCAL STABILITY Strategy LU‐

8.2.1 Fiscal Impacts Evaluate fiscal impacts of converting office/commercial uses to residential use, while ensuring that the City meets regional housing requirements.

Community
Development – Planning
General Fund,
Development
Fees
Con. Not an action item. Ongoing implementation via project review/approval.

FISCAL STABILITY Policy LU‐8.3 Incentives for
Reinvestment Provide incentives for reinvestment in existing, older commercial areas. City Manager – Economic Development General Fund LR No action has been taken/directed by the City Council regarding this item.

FISCAL STABILITY Strategy LU‐

8.3.1 Mixed Use
Consider mixed–use (office, commercial, residential) in certain commercial areas to encourage reinvestment and revitalization of sales–tax producing uses, when reviewing sites for regional housing requirements.

Community
Development – Planning;
City Manager –
Economic Development
General Fund Con.

Not an action item. Will be reviewed in conjunction with Housing Element update. Zoning for Housing Elmeent sites is being considered with this lens.

8.3.2 Shared or Reduced
Parking
Consider shared or reduced parking, where appropriate as incentives to construct new commercial and mixed–use development, while increasing opportunities for other modes of transportation.

Community
Development – Planning
General Fund,
Development
Fees
Con.

Not an action item. The Municipal Code has shared parking standards which are implemented during project review
(implementation of Transportation Demand Management
strategies via environmental review). Revisions to housing development parking standards necessary upon adoption of the Cityʹs 6th Cycle Housing Element.

FISCAL STABILITY Strategy LU‐

8.3.3 Infrastructure and
Streetscape
Improvements
Consider infrastructure and streetscape improvements in areas, such as the Crossroads or South Vallco area to encourage redevelopment as a pedestrian–oriented area that meets community design goals.

Community
Development – Planning;
Public Works –
Development Services,
Capital Improvements
and Service Center
General Fund Con. Not an action item. Implemented via the Capital Improvement Program at the Councilʹs discretion/direction.

FISCAL STABILITY Strategy LU‐

8.3.4 High Sales–Tax
Producing Retail Use
Consider locations for high sales–tax producing retail uses (such as life–style and hybrid commodity–specialty centers) provided the development is compatible with the surrounding area in terms of building scale and traffic.

City Manager –
Economic Development General Fund LR
Continuing implementation. Several attempts have been made to identify a suitable location for a Costco. However, one has not been identifiedby engaging with commercial property owners and commercial brokers as well as attend regional attraction events hosted by International Council of
Shopping Centers (ICSC)..

FISCAL STABILITY Policy LU‐8.4 Property Acquisition Maximize revenue from City–owned land and resources, and ensure that the City’s land acquisition strategy is balanced with revenues.

City Manager ‐ Economic
Development; Public
Works – Development
Services and Capital
Improvements
General Fund Con.

Ongoing implementation by annual review of fees and services provided. Cost benefit analysis of land acquisition is provided to City Council for its decisions. City Council acted to surplus 10301 Byrne Ave and directed the City Manager to City
Manager to offer the Property for sale subsequent to
completion of the requirements of the Surplus Land Act.

FISCAL STABILITY Policy LU‐8.5 Efficient Operations Plan land use and design projects to allow the City to maintain efficient operations in the delivery of services including, community centers, parks, roads, and storm drainage, and other infrastructure.

Community
Development – Planning General Fund Con.

Not an action item. Will be reviewed at the next Housing Element update and ongoing implementation via project
review/approval.

ECONOMIC
DEVELOPMENT Policy LU‐9.1 Collaboration With
Business Community
Collaborate with the business community to facilitate growth, development and infrastructure improvements that benefit residents and businesses.

City Manager –
Economic Development General Fund Con.

Ongoing implementation via partnerships with
AppleChamber of Commerce and other businesses in
Cupertino. Apple contributed ~$9.8 million for bicycle
improvements in the City in 2019.

ECONOMIC

DEVELOPMENT
Strategy LU‐

9.1.1 Economic
Development Strategy
Plan
Create and periodically update an Economic Development Strategy Plan in order to ensure the City’s long–term fiscal health and stability and to make Cupertino an attractive place to live, work and play.

City Manager –
Economic Development General Fund IM
A new Economic Development Strategic Plan will be
developed for implementation in FY 22‐23. Local economy market analysis will begin this fiscal year and will serve as the foundation for the Strategy. No Council direction to adopt an Economic Development Strategy Plan.

ECONOMIC

DEVELOPMENT
Strategy LU‐

9.1.2 Partnerships Create partnerships between the City and other public, and private and non–profit organizations to provide improvements and services that benefit the community. City Manager General Fund Con.

Ongoing implementation. Small Business Saturday is a recent example of the first‐ever partnership between the City, Chamber and Cupertino Library to bring attention to the benefits of small businesses in the communtiy.Ongoing
implementation via partnerships with Chamber of
Commerce and businesses in Cupertino.

ECONOMIC

DEVELOPMENT
Strategy LU‐

9.1.3 Economic
Development and
Business Retention
Encourage new businesses and retain existing businesses that provide local shopping and services, add to municipal revenues, contribute to economic vitality and enhance the City’s physical environment.

City Manager –
Economic Development General Fund Con.

Ongoing implementation via continuous dialogue with the business community, strengthening exisitng partnerships and froming new ones, as well as outreach and engagement.

Ongoing implementation via the Cupertino Business
Outreach Program (CBOP).

ECONOMIC

DEVELOPMENT
Strategy LU‐

9.1.4 Regulations
Periodically review and update land use and zoning requirements for retail, commercial and office development in order to attract high–quality sales–tax producing businesses and services, while adapting to the fast–changing retail, commercial and office environment.

City Manager ‐ Economic
Development;
Community
Development – Planning
General Fund Con.

Ongoing implementation via the Cityʹs Work Progam at the Councilʹs direction/discretion. It is not in the current Cityʹs Work Program.

ECONOMIC

DEVELOPMENT
Strategy LU‐

9.1.5 Incubator Work Space Encourage the development of flexible and affordable incubator work space for start–ups and new and emerging technologies.

Community
Development – Planning
and City Manager –
Economic Development
General Fund Con.

Ongoing implementation via discretionary project
review/approval. Ongoing implementation via Cupertino
Business Connect, an online hub designed to serve as a one stop platform for small businesses to connect with service providers in Cupertino and the region.

ECONOMIC

DEVELOPMENT
Strategy LU‐

9.1.6 Development Review
Provide efficient and timely review of development proposals, while maintaining quality standards in accordance with city codes. Look for a solution–based approach to problems while being responsive to community concerns while promote positive communication among parties.

Community
Development – Planning
and Building
General Fund,
Development
Fees
Con. Not an action item. Ongoing implementation via project review/approval and building plan check.

ECONOMIC
DEVELOPMENT Policy LU‐9.2 Work Environment Encourage the design of projects to take into account the well–being and health of employees and the fast–changing work environment.

Community
Development – Planning
and Building, Public
Works – Transportation
General Fund Con.

Public Works is implementing elements of the pedestrian and bicycle master plans to promote healthier alternative forms of transportation.

ECONOMIC

DEVELOPMENT
Strategy LU‐

9.2.1 Local Amenities Encourage office development to locate in areas where workers can walk or bike to services such as shopping and restaurants, and to provide walking and bicycling connections to services.

Community
Development – Planning
and Economic
Development
General Fund,
Development
Fees
Con. Not an action item. Ongoing implementation in conjunction with Land Use Element updates and project review/approval.

ECONOMIC

DEVELOPMENT
Strategy LU‐

9.2.2 Workplace Policies Encourage public and private employers to provide workplace policies that enhance and improve the health and well–being of their employees. City Manager General Fund Con.

Not an action item. In 2022, PC recommendeds that the health policies be updated for generix pandemic policies related to employee density and common areas but not policies specific to COVID.

REGIONAL
COOPERATION AND

COORDINATION
Policy LU‐10.1 Regional Decisions
Coordinate with regional and local agencies on planning, transportation, economic development and sustainability issues to ensure that the decisions improve fiscal health and the quality of life for Cupertino residents and businesses
Community
Development – Planning;
and City Manager –
Economic Development;
Public Works –
Transportation and
Environmental
Programs; City Manager
– Sustainability
General Fund Con.

Not an action item. Staff participates in Regional task forces, working groups and advisory groups to ensure local points of view are represented on an ongoing basis.

REGIONAL
COOPERATION AND

COORDINATION
Policy LU‐10.2 Regional Planning
Coordination Review regional planning documents prior to making decisions at the local level. Community Development – Planning
General Fund,
Development
Fees
Con. Not an action item. Ongoing implemenation in conjunction with General Plan updates and project review/approval.

REGIONAL
COOPERATION AND

COORDINATION
Policy LU‐10.3 Neighboring
Jurisdictions Collaborate with neighboring jurisdictions on issues of mutual interest. City Manager General Fund Con.

Not an action item. Ongoing implemetation by participating in Regional task forces, working groups and advisory groups to ensure local points of view are represented.

REGIONAL
COOPERATION AND

COORDINATION
Policy LU‐10.4 Urban Service Area Work with neighboring jurisdictions to create boundaries that are defined by logical municipal service areas. City Manager General Fund Con.

Not an action item. The City works with LAFCO to determine these boundaries. The City has acquired property to form a new park at the eastern border of the City. (near Rancho Rinconada ‐ abutting Lawrence Expwy) Annexation completed in 2022. In 2023, the City entered into an agreement with the County to work cooperatively on a plan for future allowable uses and annexation potential of the Lehigh/Heidelberg
Quarry. These will be presented to the Commission and
Council in coming years.

REGIONAL
COOPERATION AND

COORDINATION
Strategy LU‐

10.4.1 Tax Sharing
Agreements
Consider entering into tax–sharing agreements with adjacent jurisdictions in order to facilitate desired boundary realignments. City Manager General Fund LR No action has been taken with regard to tax‐sharing agreements.

REGIONAL
COOPERATION AND

COORDINATION
Policy LU‐10.5 Annexation
Actively pursue the annexation of unincorporated properties within the City’s urban service area, including the Creston neighborhoods, which will be annexed on a parcel–by–parcel basis with new development. Other remaining unincorporated islands will be annexed as determined by the City Council.

Community
Development – Planning,
Public Works –
Development Services
General Fund Con.

Not an action item. LAFCO encourages the annexation of all county pockets. Ongoing implementation of this, as and when, properties are available for annexation.

ACCESS TO

COMMUNITY
FACILITIES AND

SERVICES
Policy LU‐11.1 Connectivity
Create pedestrian and bicycle access between new developments and community facilities. Review existing neighborhood circulation to improve safety and access for students to walk and bike to schools, parks, and community facilities such as the library.

Community
Development – Planning,
Public Works –
Development Services
and Transportation
General Fund Con.

No action required at this time. Ongoing implemenation via implementation of the Bicycle and Pedestrian Master Plans and during project review/approval.

ACCESS TO

COMMUNITY
FACILITIES AND

SERVICES
Policy LU‐11.2 De Anza College
Allow land uses not traditionally considered part of a college to be built at De Anza College, provided such uses integrate the campus into the community, provide facilities and services not offered in the City and/or alleviate impacts created by the college.

City Manager General Fund Con.

Not an action item. Staff supports the incorporation of such uses as the opportunity presents itself; however, the City does not have land use or permitting authority over state facilities.

HILLSIDES Policy LU‐12.1 Land Use Regulations Establish and maintain building and development standards for hillsides that ensure hillside protection.

Community
Development – Planning
and Building, Public
Works – Development
Services
General Fund Con.

Not an action item. Ongoing implementation via the Municipal Code and project review/approval. These policies are now also implemented through the Cityʹs regulations related to SB9 adopted in 2022.

HILLSIDES Strategy LU‐

12.1.1 Ordinance and
Development Review
Through building regulations and development review, limit development on ridgelines, hazardous geological areas and steep slopes. Control colors and materials and minimize the illumination of outdoor lighting. Reduce visible building mass with measures including, stepping structures down the hillside, following natural contours, and limiting the height and mass of the wall plane facing the valley floor.

Community
Development – Planning
and Building, Public
Works – Development
Services
General Fund Con.

Not an action item. Ongoing implementation via the Municipal Code during project review/approval. These policies are also implemented through the Cityʹs adopted regulations related to SB 9 development adopted in November 2022.

HILLSIDES Strategy LU‐

12.1.2 Slope–Density
Formula
Apply a slope–density formula to very low intensity residential development in the hillsides. Density shall be calculated based on the foothill modified, foothill modified 1/2 acre and the 5–20 acre slope density formula. Actual lot sizes and development areas will be determined through zoning ordinances, clustering and identification of significant natural features and geological constraints.

Community
Development – Planning General Fund Con.

Not an action item. Ongoing implementation via Appendix F of the General Plan and the Land Use Map. Does not apply to SB 9 subdivisions.

HILLSIDES Strategy LU‐

12.1.3 1976 General Plan –
Previously
Designated Very Low
Density: Semi–Rural
5–Acre
Properties previously designated Very Low–Density Residential: Semi–Rural 5–Acre per the 1976 General Plan may be subdivided using that formula. Properties that have already been since subdivided in conformance with the above designation have no further subdivision potential for residential purposes.

Community
Development – Planning
General Fund,
Development
Fees
Con.

Not an action item. All properties within this category have now sub‐divided. And no other potential for further
subdivision exists, except for subdivisions authorized under SB

9. Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
HILLSIDES Strategy LU‐

12.1.4 Existing Lots in
Foothill Modified and
Foothill Modified
1/2–Acre Slope
Density Designations
Require discretionary review with a hillside exception for hillside or R1 properties if development is proposed on substandard parcels on slopes per the R1 and RHS zoning.

Community
Development – Planning
General Fund,
Development
Fees
Con. Not an action item. Ongoing implementation via the Municipal Code. This provision cannot be applied to SB 9 projects.

HILLSIDES Policy LU‐12.2 Clustering
Subdivisions
Cluster lots in major subdivisions and encourage clustering in minor subdivisions, for projects in the 5–20 acre slope density designation. Reserve 90 percent of the land in private open space to protect the unique characteristics of the hillsides from adverse environmental impacts. Keep the open space areas contiguous as much as possible.

Community
Development – Planning General Fund Con. Not an action item. Ongoing implementation during project review/approval.

HILLSIDES Policy LU‐12.3
Rural Improvement
Standards in Hillside
Areas
Require rural improvement standards in hillside areas to preserve the rural character of the hillsides.

Improvement standards should balance the need to furnish adequate utility and emergency services against the need to protect the hillside, vegetation and animals.

Public Works –
Development Services
and Transportation
General Fund Con.

Not an action item. Ongoing implementation via application of rural standards maintained by the Public Works Department and by SCC Fire in conjunction with project review/approval.

HILLSIDES Strategy LU‐

12.3.1 Grading Follow natural land contours and avoid mass grading of sites during construction, especially in flood hazard or geologically sensitive areas. Grading hillside sites into large, flat areas shall be avoided.

Community
Development – Planning,
Public Works –
Development Services
General Fund Con.

Not an action item. Ongoing implementation via Municipal Code standards during project review/approval. These policies were implemented in 2022 through the Cityʹs ordinance
adopted in November 2022.

HILLSIDES Strategy LU‐

12.3.2 Roads Roads should be narrowed to avoid harming trees and streambeds.

Public Works –
Development Services,
Capital Improvements
and Transportation
General Fund,
Development
Fees
Con.

Not an action item. Ongoing implementation via application of rural standards maintained by the Public Works Department in conjunction with project review/approval.

HILLSIDES Strategy LU‐

12.3.3 Trees Retain significant specimen trees, especially when they grow in groves or clusters and integrate them into the developed site.

Community
Development – Planning
General Fund,
Development
Fees
Con. Not an action item. Ongoing implemenation via
implementation of the Municipal Code
HILLSIDES Policy LU‐12.4 Hillside Views
The Montebello foothills at the south and west boundary of the valley floor provide a scenic backdrop, adding to the City’s scale and variety. While it is not possible to guarantee an unobstructed view of the hills from every vantage point, an attempt should be made to preserve views of the foothills.

Community
Development – Planning,
Public Works – Capital
Improvements
General Fund,
Development
Fees
Con. Not an action item. Implemented by Strategies LU‐12.4.1 and LU‐12.4.2
HILLSIDES Strategy LU‐

12.4.1 Views from Public
Facilities
Design public facilities, particularly open spaces, so they include views of the foothills or other nearby natural features, and plan hillside developments to minimize visual and other impacts on adjacent public open space.

Public Works – Capital
Improvements
General Fund,
Grants Con. Not an action item. Ongoing implementation during project design
HILLSIDES Strategy LU‐

12.4.2 Development near
Public Space
Locate private driveways and building sites as far as possible from property boundaries adjoining public open space preserves and parks to enhance the natural open space character and protect plant and animal habitat.

Community
Development – Planning,
Public Works –
Development Services
General Fund,
Development
Fees
Con.

Not an action item. Ongoing implemantation via
implementation of the Residential Hillside standards in the Municipal Code
HILLSIDES Policy LU‐12.5 Development in the
County Jurisdiction
Development in the County, particularly if located near Cupertino’s hillsides and urban fringe area, should consider the goals and policies in Community Vision 2040.

Community
Development – Planning,
Public Works –
Development Services
General Fund Con. Implemented by Strategy 12.5.1
HILLSIDES Strategy LU‐

12.5.1 County Development
Development in these areas should be compatible with Cupertino’s hillside policies of low–intensity residential, agricultural or open space uses. Preservation of the natural environment, clustering sites to minimize impact and dedication of open space are encouraged. Visual impacts, access, traffic and other impacts, and service demands should be assessed in consultation with Cupertino’s goals and policies.

Community
Development – Planning,
Public Works –
Development Services
General Fund Con.

Not an action item. Comments are sent to the County if
development is proposed near the Cupertino hillsides and urban fringe area to ensure this is communicated.

Community
Development – Planning,
Public Works –
Development Services
General Fund IM
Not an action item. Heart of the City adopted by the Council in 1995 and amended several times (last in 2014). Amendments may be necessary to the Heart of the City Specific Plan to address rezoning required for purposes of the 6th Cycle Housing Element in 2024.

HEART OF THE CITY
SPECIAL AREA Policy LU‐13.2 Redevelopment Encourage older properties along the boulevard to be redeveloped and enhanced. Allow more intense development only in nodes and gateways as indicated in the Community Form Diagram (Figure LU–2).

Community
Development – Planning General Fund IM
Not an action item. Heart of the City adopted by the Council in 1995 and amended several times (last in 2014). Amendments may be necessary to the Heart of the City Specific Plan to address rezoning required for purposes of the 6th Cycle Housing Element in 2024.

HEART OF THE CITY
SPECIAL AREA Policy LU‐13.3 Parcel Assembly Encourage the assembly of parcels to foster new development projects that can provide high–quality development with adequate buffers for neighborhoods.

Community
Development – Planning General Fund Con.

Not an action item. implemented during project review/
approval at the Councilʹs discretion. Amendments may be required to the Heart of the City Specific Plan to address rezoning required for purposes of the 6th Cycle Housing Element in 2024.

HEART OF THE CITY
SPECIAL AREA Policy LU‐13.4
Neighborhood
Centers and Activity
Areas
A majority of the commercial development allocation should be devoted to rehabilitating neighborhood centers and major activity centers with a focus on creating pedestrian–oriented, walkable and bikeable areas with inviting community gathering places. Land uses between the activity centers should help focus and support activity in the centers. Neighborhood centers should be retrofitted and redeveloped using the “neighborhood commercial centers” concept discussed earlier in this Element.

Community
Development –
Planning, Public Works –
Development Services
General Fund Con. Not an action item. Implemented during project review/approval.

HEART OF THE CITY
SPECIAL AREA Policy LU‐13.5 Land Use The Heart of the City area allows a mix of retail, commercial, office and residential uses. Special uses are provided in the Heart of the City Specific Plan. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con.

Not an action item. Amendments may be required to Figure LU‐2 and Heart of the City Specific Plan to address rezoning required for purposes of the 6th Cycle Housing Element in 2024.

HEART OF THE CITY
SPECIAL AREA Policy LU‐13.6 Building Form Buildings should be high–quality, with pedestrian–oriented and active uses along the street. Community Development – Planning General Fund Con.

Not an action item. Design guidelines in Heart of the City Specific Plan. Additionally, specific and objective design guidelines to be developed with the Mixed‐use Design
Guidelines Work program item.

HEART OF THE CITY
SPECIAL AREA Policy LU‐13.7 Streetscape and
Connectivity Create a walkable and bikeable boulevard with active uses and a distinct image for each subarea.

Community
Development – Planning,
Public Works –
Development Services
General Fund Con. Not an action item. Streetscape design in Heart of the City Specific Plan
HEART OF THE CITY
SPECIAL AREA
Strategy LU‐

13.7.1 Streetscape
Provide active uses along the street frontage, bike lanes, sidewalks that support pedestrian–oriented activity, improved pedestrian crossings at street intersections, and attractive transit facilities (e.g., bus stops, benches, etc.).

Community
Development – Planning,
Public Works –
Development Services
General Fund Con.

Not an action item. Standards related to active uses in Heart of the City Specific Plan, which is implemented in project review/approval
HEART OF THE CITY
SPECIAL AREA
Strategy LU‐

13.7.2 Street Trees and
Landscaping
Create a cohesive visual image with street tree plantings along the corridor, but with distinct tree types for each sub–area to support its distinct character and function.

Community
Development – Planning,
Public Works –
Development Services
and Service Center
General Fund IM
Not an action item. Streetscape design in Heart of the City Specific Plan. Possible changes due to item in FY23/24 City Council Work Program.

HEART OF THE CITY
SPECIAL AREA
Strategy LU‐

13.7.3 Connectivity
Properties within a block should be inter–connected with shared access drives. Provide pedestrian paths to enhance public access to and through the development. New development, particularly on corner lots, should provide pedestrian and bicycle improvements along side streets to enhance connections to surrounding neighborhoods.

Community
Development – Planning,
Public Works –
Development Services
General Fund Con.

Not an action item. E.g. all properties between N. Portal and N.

Blaney are inter‐connected with shared access drives. Most properties between N. Blaney and Randy Lane are inter‐
connected. Bike and pedestrian improvements required for all properties that develop.

13.7.4 Traffic Calming Evaluate options on Stevens Creek Boulevard to improve the pedestrian environment by proactively managing speed limits, enforcement, and traffic signal synchronization.

Public Works –
Transportation and
Development Services
General Fund Con.

Not an action item. City performs ongoing evaluations of speed limits, traffic signal timing and coordination with enforcement efforts.

HEART OF THE CITY
SPECIAL AREA
Strategy LU‐

13.7.5 Neighborhood Buffers Consider buffers such as setbacks, landscaping and/or building transitions to buffer abutting single–family residential areas from visual and noise impacts.

Community
Development – Planning General Fund Con. Not an action item. Standards related to buffers in Heart of the City Specific Plan and implemented with project review.

WEST STEVENS CREEK
BOULEVARD SUBAREA Policy LU‐14.1 Land Use Primary land uses include quasi–public/public facilities, with supporting mixed commercial/residential uses.

Community
Development – Planning General Fund Con. Not an action item. Implemented through the Heart of the City Specific Plan.

WEST STEVENS CREEK
BOULEVARD SUBAREA Policy LU‐14.2 Streetscape Street tree planting that supports an active, pedestrian–oriented environment. Street tree planting should provide a connection with the adjacent foothills with trees such as oaks.

Community
Development – Planning;
Public Works –
Development Services
and Service Center
General Fund Con. Not an action item. Implemented through the Heart of the City Specific Plan and Cityʹs street tree planting policies.

WEST STEVENS CREEK
BOULEVARD SUBAREA Policy LU‐14.3 Gateway Concept Buildings should be high–quality in keeping with the gateway character of the area. Projects should provide or contribute towards gateway signs and landscaping.

Community
Development – Planning,
Public Works –
Development Services
General Fund Con. Not an action item. Implemented during project review.

WEST STEVENS CREEK
BOULEVARD SUBAREA Policy LU‐14.4 De Anza College
Node
Buildings should be designed to fit into the surroundings with pedestrian–orientation. Externalizing activities by providing cafeterias, bookstores and plazas along the street and near corners is encouraged.

Community
Development – Planning General Fund Con. Not an action item. Staff supports the incorporation of such uses as the opportunity presents itself.

WEST STEVENS CREEK
BOULEVARD SUBAREA Policy LU‐14.5 Oaks Gateway Node This is a gateway retail and shopping node. New residential, if allowed, should be designed on the “mixed–use village” concept discussed earlier in this Element.

Community
Development – Planning General Fund IM
Development project modification approved in December 2021.

Units reduced from 267 to 259 by applicant. Project description and plans available at www.cupertino.org/westport.

WEST STEVENS CREEK
BOULEVARD SUBAREA Policy LU‐14.6 Community
Recreation Node
Contribute to the high–quality streetscape with trees, sidewalks, building and site design, and active uses such as main entries, lobbies or similar features along the street to reinforce pedestrian orientation.

Public Works –
Development Services;
Community
Development – Planning
General Fund Con. Not an action item. Implemented through the Heart of the City Specific Plan.

CROSSROADS
SUBAREA Policy LU‐15.1 Crossroads
Streetscape Plan
Create a streetscape plan for the Crossroads Subarea that provides design standards and guidelines for an attractive, walkable, vibrant shopping village, where commercial and roadway design encourage pedestrian activity. The plan will include the following elements:
*Land use plan specifying the type, intensity and arrangement of land uses to promote pedestrian and business activity.
*Streetscape plan that provides for an attractive pedestrian streetscape. *Design guidelines that foster pedestrian activity and a sense of place.

Community
Development – Planning,
Public Works –
Development Services
General Fund LR
While standards for an attractive, walkable and assessible public sidewalk design have been established, no further action has been taken on creation of a streetscape plan for the Crossroads subarea.

CROSSROADS

SUBAREA
Strategy LU‐

15.1.1 Uses
Include in this subarea primary uses such as retail, office and commercial. Ground floor uses shall have active retail uses with storefronts. Commercial office and office uses may be allowed on upper levels. In the case of deep lots, building along the street should provide retail and buildings in the back may be developed with allowed uses. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con.

Currently implemented through the Heart of the City Specific Plan during project review since a separate Crossroads plan has not been developed.

CROSSROADS

SUBAREA
Strategy LU‐

15.1.2 Streetscape
Primary ground–floor entrances shall face the street. The streetscape shall consist of wide pedestrian sidewalks with inviting street furniture, street trees, pedestrian–scaled lighting with banners, small plazas, art/water features, pedestrian crosswalks with special paving, and other elements identified in the Crossroads Streetscape Plan.

Community
Development – Planning,
Public Works –
Development Services
and Transportation
General Fund Con.

Currently implemented through the Heart of the City Specific Plan during project review since a separate Crossroads plan has not been developed.

CROSSROADS

SUBAREA
Strategy LU‐

15.1.3 Streetscape
Primary ground–floor entrances shall face the street. The streetscape shall consist of wide pedestrian sidewalks with inviting street furniture, street trees, pedestrian–scaled lighting with banners, small plazas, art/water features, pedestrian crosswalks with special paving, and other elements identified in the Crossroads Streetscape Plan.

Community
Development – Planning,
Public Works –
Development Services
and Transportation
General Fund Con.

Currently implemented through the Heart of the City Specific Plan during project review since a separate Crossroads plan has not been developed.

CROSSROADS

SUBAREA
Strategy LU‐

15.1.4 Shared Parking Require shared parking and access arrangements throughout the area, with overall parking standards reflecting the shared parking.

Community
Development – Planning General Fund Con.

Currently implemented through the Heart of the City Specific Plan. Shared parking arrangements exist at the Target/Bottegas site and the Crossroads Shopping Center.

CROSSROADS

SUBAREA
Strategy LU‐

15.1.5 De Anza Boulevard/
Stevens Creek
Boulevard Landmark
Secure permanent landscape easements as a condition of development from properties at the intersection of De Anza and Stevens Creek Boulevards for construction of a future landmark. The landmark may include open space, landscaping and other design elements at the corners. Land at the southeast corner will remain a publicly accessible park.

Community
Development – Planning General Fund Con.

Easements exist at the N‐E, S‐E and S‐W corners. The only corner at which this does not exist, though the existing building itself frames the corner is the N‐W corner. This will be implemented with new development proposed at that corner.

CITY CENTER
SUBAREA Policy LU‐16.1 City Center Node Establish the City Center Node as a moderately–scaled, medium–density mixed–use office, hotel, retail and residential area, with an integrated network of streets and open space.

Community
Development – Planning General Fund Con. Not an action item.

CITY CENTER

SUBAREA
Strategy LU‐

16.1.1 Uses
A mix of uses including, office, hotel, retail, residential and civic uses. The ground floor of buildings along the street should be activated with pedestrian–oriented, active uses including retail, restaurants, and entries. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con. Not an action item.

CITY CENTER

SUBAREA
Strategy LU‐

16.1.2 Connectivity New development should improve the connectivity within the block and with surrounding streets, including connections to the Crossroads subarea.

Community
Development – Planning; General Fund Con. Not an action item.

CITY CENTER

SUBAREA
Strategy LU‐

16.1.3 Building Form Buildings should be moderately–scaled to transition from existing taller buildings to the scale of the surrounding area. Taller buildings should provide appropriate transitions to fit into the surrounding area.

Community
Development – Planning General Fund Con.

Not an action item. Figure LU‐2 has slope line established and Heart of the City Specific Plan has landscape easement
requirements.

CITY CENTER

SUBAREA
Strategy LU‐

16.1.4 Gateway Concept Buildings should be designed with high–quality architecture and landscaping befitting the gateway character of the site.

Community
Development – Planning General Fund Con. Not an action item. Heart of the City Specific Plan has design guidelines.

CITY CENTER

SUBAREA
Strategy LU‐

16.1.5 Open Space
A publicly–accessible park shall be retained at the southeast corner of Stevens Creek and De Anza Boulevards and shall include public art, seating areas and plazas for retail and restaurant uses along the ground floor of adjacent buildings.

Parks and Recreation –
Business Services General Fund Con. Not an action item. Completed.

CITY CENTER
SUBAREA Policy LU‐16.2 Civic Center Node Create a civic heart for Cupertino that enables community building by providing community facilities, meeting and gathering spaces, public art, and space for recreation and community events.

Public Works –
Development Services
and Capital
Improvements
General Fund IM
Civic Center Master Plan provides guidance on capital projects in this node. Library expansion project was considered in the Civic Center Master Plan and was constructed in 2021.

CENTRAL STEVENS
CREEK BOULEVARD

SUBAREA
Policy LU‐17.1 Land Use
Allow a mix of uses including commercial, retail, commercial office and limited residential uses. The ground floor of buildings along the street should be active uses including retail, restaurants, entries etc.

Neigborhood centers shall be remodeled or redeveloped using the “neighborhood commercial center” concept described earlier in this Element. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con.

Not an action item. Main Street development completed in 2015. Metropoitan Condominiums built in 2006/2007.

Nineteen800 developed in 2016. Three properties owned by Apple Inc. with offices are the only ones not redeveloped in the recent past. A project on one of the Apple parcels currently under review.

Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
EAST STEVENS CREEK
BOULEVARD SUBAREA Policy LU‐18.1 Land Use
Allow regional commercial with retail, commercial, office and hotels as the primary uses, with residential mixed–use as a supporting use. Retail, restaurant and other active uses are highly encouraged on the ground floor facing the street. In case of office complexes, active uses such as entries, lobbies or plazas should be provided on the ground floor along the street. Neighborhood centers shall be remodeled or redeveloped using the “neighborhood commercial centers” concept described earlier in this Element. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con. Not an action item. Implemented through the Heart of the City Specific Plan during project review.

EAST STEVENS CREEK
BOULEVARD SUBAREA Policy LU‐18.2 South Vallco Retain and enhance the South Vallco area as a mixed–use retail, office and residential district with a pedestrian–oriented, downtown atmosphere.

Community
Development – Planning General Fund Con. Not an action item.

EAST STEVENS CREEK
BOULEVARD SUBAREA
Strategy LU‐

18.2.1 Uses
Encourage a mix of retail, commercial, office, residential and hotel uses. Provide active retail uses on the ground floor facing the street or outdoor pedestrian corridor with connections to adjacent development.

Office sites to the north of Vallco Parkway are encouraged to provide retail uses. However, if retail is not provided, office sites should provide entries and active uses along the street frontage.

Community
Development – Planning General Fund Con. Not an action item.

EAST STEVENS CREEK
BOULEVARD SUBAREA
Strategy LU‐

18.2.2 Vallco Parkway Vallco Parkway is envisioned as a parkway with bike lanes, wide sidewalks, street–trees and on–street parking. The street will connect to a future street grid in the Vallco Shopping District.

Community
Development – Planning;
Public Works –
Development Services
General Fund Con. Not an action item.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Policy LU‐19.1 Allowed Land Uses
The following uses are allowed in the Vallco Shopping District Special Area (see Figure LU‐2 for residential densities and criteria and Figure LU‐4 for location of allowable land uses):

1. Residential: Permit residential and ground floor commercial development within the portion of the site designated for Regional Shopping/Residential uses in advance of creating a specific plan, at a maximum density of 35 dwelling units per acre and a minimum density of 29.7 dwelling units per acre by right, with maximum heights as shown in Figure LU‐2. Limited ground floor commercial uses are permitted, but not required, in connection with residential development.

2. Non‐Residential: Permit commercial uses consistent with the Regional Shopping/ Residential and Regional Shopping designation. Maintain a minimum of 600,000 square feet of retail that provide a good source of sales tax for the City. Entertainment uses may be included but shall consist of no more than 30 percent of retail uses.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 ( The Rise) project modification received in Dec. 2023 building permits under review. Planning Commission in 2020, as part of the GP annual report process, reccommended on 4‐1 (Fung ‐ no) straw poll to consider requiring ground floor retail along Vallco Parkway.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Policy LU‐19.2 Development
Standards
New development within the Vallco Shopping District Special Area shall be required to comply with the following standards:

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.2.1 ʺTown Centerʺ Layout
Create streets and blocks laid out using ʺtransect planningʺ (appropriate street and building types for each area), which includes a discernable center and edges, public space at center, high quality public realm, and land uses appropriate to the street and building typology. Private streets must be open to the sky.

Connections between buildings are permitted at levels above the third floor for public serving uses or for limited walkways (no wider than 10 feet) which may be private.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.2.2 Existing Streets
Improve Stevens Creek Boulevard and Wolfe Road to become more bike and pedestrian‐friendly with bike lanes, wide sidewalks, street trees, improved pedestrian intersections to accommodate the connections to Nineteen800, Main Street, and the surrounding areas.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.2.3 Tribal Coordination
The City of Cupertino shall coordinate with applicable Native American tribal representatives following approval of development in the Vallco Shopping District Special Area to ensure appropriate cultural sensitivity training is provided to all contractors prior to the start of ground‐disturbing activities.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

The Specific Plan will be based on the following strategies:

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.1 Master Developer
Redevelopment of the portion of the site with the Regional Shopping designation pursuant to the specific plan will require a master developer in order remove the obstacles to the development of a cohesive district with the highest levels of urban design.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.2 Parcel Assembly
Parcel assembly and a plan for complete redevelopment of the site is required prior to designating any additional area for residential uses. Parcelization is highly discouraged in order to preserve the site for redevelopment in the future.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.3 Complete
Redevelopment
The ʺtown centerʺ plan should be based on complete redevelopment of the site in order to ensure that the site can be planned to carry out the community vision.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.4 Connectivity
Provide a newly configured complete street grid hierarchy of streets, boulevards and alleys that is pedestrian‐oriented, connects to existing streets, and creates walkable urban blocks for buildings and open space. It should also incorporate transit facilities, provide connections to other transit nodes and coordinate with the potential expansion of Wolfe Road bridge over Interstate 280 to continue the walkable, bikeable boulevard concept along Wolfe Road. The project should also contribute towards a study and improvements to a potential Interstate 280 trail along the drainage channel south of the freeway and provide pedestrian and bicycle connections from the project sites to the trail.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review. Juniperro Serra trail funding is in early stages. In 2020, as part of the GP Annual Report, Comm. Fung wishes for the last sentence to be struck from this Strategy.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.5 Open Space
Open space in the form of a central town square on the west and east sides of the district interspersed with plazas and “greens” that create community gathering spaces, locations for public art, and event space for community events.

Public Works –
Development Services;
Community
Development – Planning
IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.6 Building Form Buildings should have high‐quality architecture, and an emphasis on aesthetics, human scale, and create a sense of place. Taller buildings should provide appropriate transitions to fit into the surrounding area.

Community
Development ‐ Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.7 Gateway Character High‐quality buildings with architecture and materials befitting the gateway character of the site. The project should provide gateway signage and treatment.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.8 Phasing Plan A phasing plan that lays out the timing of infrastructure, open space and land use improvements that ensures that elements desired by the community are included in early phases.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.9 Parking
Parking in surface lots shall be located to the side or rear of buildings. Underground parking beneath buildings is preferred. Above grade structures shall not be located along major street frontages. In cases, where above‐grade structures are allowed along internal street frontages, they shall be lined with retail, entries and active uses on the ground floor. All parking structures should be designed to be architecturally compatible with a highquality “town center” environment.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

VALLCO SHOPPING
DISTRICT SPECIAL
AREA
Strategy LU‐

19.3.10 Trees Retain trees along the Interstate 280, Wolfe Road and Stevens Creek Boulevard to the extent feasible, when new development are proposed.

Community
Development – Planning;
Public Works –
Development Services
IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

19.3.11 Neighborhood Buffers Consider buffers such as setbacks, landscaping and/or building transitions to buffer abutting singlefamily residential areas from visual and noise impacts.

Community
Development – Planning IM
Policy edited in September 2019. Vallco SB35 (The Rise) project modification received in Dec. 2023 building permits under review.

NORTH VALLCO PARK
SPECIAL AREA Policy LU‐20.1 Land Use
This area is a major employment node with office, and research and development uses. Retail and hotel uses are allowed on the west side of Wolfe Road. Redevelopment of the retail site at the corner of Wolfe and Homestead Roads should be based on the “neighborhood commercial center” concept described earlier in this Element. Retail uses are not required on the Hamptons site. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con.

The Hamptons project (on a Housing Element site) approved in 2016. Building permits not submitted yet. Hotel at Cupertino Village approved in 2019. Building permits not submitted yet.

In 2020, as part of the GP Annual Report process, Planning Commission recommended that N. De Anza Special Area is
worthy of being re‐evaluated for a different balance of land uses.

NORTH VALLCO PARK
SPECIAL AREA Policy LU‐20.2 Streetscape and
Connectivity
Future roadway improvements on Wolfe Road, Homestead Road, and Tantau Avenue should be coordinated with planned improvements to improve pedestrian, bike and transit connections. Streetscape improvements will enhance the pedestrian environment with street trees, attractive bus shelters, and street furniture. The campus site should provide an attractive landscaped edge along the street. Future improvements to the Wolfe Road bridge should be coordinated to preserve the vision for this area.

Public Works –
Development Services General Fund Con. Not an action item.

NORTH VALLCO PARK
SPECIAL AREA Policy LU‐20.3 Building Form
Buildings in the retail and hotel area should provide active, pedestrian–oriented uses along the street.

Buildings should transition to fit the scale of the surrounding area. Taller buildings should provide appropriate transitions to fit into the surrounding area. In addition to the height limits established in the Community Form Diagram, buildings abutting the campus shall incorporate appropriate setbacks, landscaped buffering, and building height transitions to minimize privacy and security impacts.

Community
Development – Planning General Fund Con. Not an action item.

NORTH VALLCO PARK
SPECIAL AREA Policy LU‐20.4 Pedestrian and Bicycle
Connections
Pedestrian–oriented retail and hotel development will support a diverse population of workers and residents in the area. Trail routes, and alternate trail routes to address security and privacy concerns of major employers, shall be developed to provide pedestrian and bicycle connections to other destinations.

Community
Development – Planning Con. Not an action item.

NORTH VALLCO PARK
SPECIAL AREA Policy LU‐20.5 Gateway Concept
Building and landscape design should be of high quality and reflect the fact that this area is a gateway into Cupertino from Interstate 280 and points north. The project should provide gateway signage and treatment.

Community
Development – Planning General Fund Con. Not an action item.

NORTH VALLCO PARK
SPECIAL AREA Policy LU‐20.6 Neighborhood Buffers Provide building transitions, setbacks and/or landscaping to buffer development from adjoining single–family residential uses.

Community
Development – Planning General Fund Con. Not an action item.

NORTH DE ANZA
SPECIAL AREA Policy LU‐21.1 Conceptual Plan Amend the North De Anza Conceptual Plan to create a cohesive set of land use and streetscape regulations and guidelines for the North De Anza area.

Community
Development – Planning;
Public Works –
Development Services,
IM Relevant changes to N. De Anza will be considered with the Housing Element udpate
NORTH DE ANZA
SPECIAL AREA Policy LU‐21.2 Land Use Primarily office, and research and development uses supplemented with limited commercial and residential uses. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund IM Relevant changes to N. De Anza will be considered with the Housing Element udpate
NORTH DE ANZA
SPECIAL AREA Policy LU‐21.3 Streetscape and
Connectivity
North De Anza is envisioned as a walkable, bikeable boulevard with wide sidewalks with street trees and roadway improvements for bike lanes and pedestrian crossings. Pedestrian and bike improvements and enhanced pedestrian crossings are also envisioned along other streets in this area to create an interconnected grid. Such improvements will also improve school routes from the Garden Gate neighborhood to Lawson school to the east and provide access to transit routes.

Community
Development – Planning;
Public Works –
Development Services
General Fund IM Relevant changes to N. De Anza will be considered with the Housing Element udpate
Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
NORTH DE ANZA
SPECIAL AREA
Strategy LU‐

21.4 Building Design
Locate buildings along the street with parking areas to the rear. Break up massing of large office buildings along the street with pedestrian scaled elements and locate building entries and active uses along the street frontage to improve the pedestrian character of the area. Mixed–use buildings should include entries, active uses and gathering spaces along the street.

Community
Development – Planning General Fund Con. Not an action item.

NORTH DE ANZA
SPECIAL AREA Policy LU‐21.5 Gateway Concept Building and landscape design should be of high quality and reflect the fact that this area is a gateway into Cupertino from Interstate 280 and points north.

Community
Development – Planning General Fund Con. Not an action item.

NORTH DE ANZA
SPECIAL AREA Policy LU‐21.6 Neighborhood Buffers Provide building transitions, setbacks and/or landscaping to buffer development from adjoining single–family residential uses.

Community
Development – Planning General Fund IM
As part of the ʺObjective Standardsʺ Work Program item, this action is recommended as a Phase 1 action item. Expected to be considered in conjunction with the Housing Element update.

SOUTH DE ANZA
SPECIAL AREA Policy LU‐22.1 Conceptual Plan Maintain and implement the existing South De Anza and Sunnyvale–Saratoga Conceptual Plans. Community Development – Planning General Fund Con. Not an action item.

SOUTH DE ANZA
SPECIAL AREA Policy LU‐22.2 Land Use
General Commercial and retail uses with limited commercial office, office and residential uses.

Neighborhood centers should be redeveloped in the “neighborhood commercial centers” concept discussed earlier in this Element. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con.

Not an action item. Planning Commission as part of the 2020 GP Annual Report process, recommends considering changing the allowed mix of uses.

SOUTH DE ANZA
SPECIAL AREA Policy LU‐22.3 Parcel Assembly Highly encourage assembly of parcels to resolve the fragmented and narrow lot pattern and encourage high–quality development with adequate buffers for neighborhoods.

Community
Development – Planning General Fund Con. Not an action item.

SOUTH DE ANZA
SPECIAL AREA Policy LU‐22.4 Streetscape and
Connectivity
South De Anza is envisioned as a walkable, bikeable boulevard with sidewalks, street trees and roadway improvements for bike lanes and pedestrian crossings. Side streets are also envisioned with pedestrian and bicycle improvements to ensure walkable connections from adjacent neighborhoods.

Public Works –
Development Services;
Community
Development – Planning
General Fund Con. Not an action item.

SOUTH DE ANZA
SPECIAL AREA Policy LU‐22.5 Shared Access Since South De Anza is a heavily traveled route, properties in the same block should be connected with auto and pedestrian access through shared access easements to reduce impacts on the corridor.

Community
Development – Planning General Fund Con. Not an action item.

SOUTH DE ANZA
SPECIAL AREA Policy LU‐22.6 Building Design
Locate buildings and commercial pads along the street with parking areas to the side and rear. Provide pedestrian–scaled elements and active uses including retail, restaurants, and entries along the street.

Outdoor plaza and activity area can be located along the street with sidewalk and street trees to buffer them from through traffic.

Community
Development – Planning General Fund Con. Not an action item.

SOUTH DE ANZA
SPECIAL AREA Policy LU‐22.7 Gateway Concept Building and landscape design should be of high quality and reflect the fact that this area has gateways from Highway 85 and at the souther and eastern borders of Cupertino.

Community
Development – Planning General Fund Con. Not an action item.

SOUTH DE ANZA
SPECIAL AREA Policy LU‐22.8 Neighborhood Buffers Provide building transitions, setbacks and/or landscaping to buffer development from adjoining single–family residential uses.

Community
Development – Planning General Fund Con. Not an action item.

HOMESTEAD SPECIAL
AREA Policy LU‐23.1 Conceptual Plan Create a conceptual plan for the Homestead Road Special Area with a cohesive set of land use and streetscape regulations and guidelines.

Community
Development – Planning General Fund LR No action has been taken with regard to creating a conceptual plan for the Homestead Special Area.

Community
Development – Planning General Fund Con. Not an action item.

HOMESTEAD SPECIAL
AREA Policy LU‐23.3 Connectivity
Homestead Road is envisioned to become a boulevard with bike and pedestrian improvements and new bicycle and pedestrian crossings at De Anza Boulevard, Blaney Avenue, Wolfe Road, and Tantau Avenue.

This will provide better access for people moving east/west through the City north of Interstate 280, linking neighborhoods in the western part of the City with Homestead High School, Homestead Square Shopping Center and Apple Campus 2 to the east.

Public Works –
Development Services General Fund Con. Not an action item.

HOMESTEAD SPECIAL
AREA Policy LU‐23.4 Gateway Concept Building and landscape design should be of high quality and reflect the fact that this area is a gateway into the northern part of Cupertino.

Community
Development – Planning General Fund Con. Not an action item.

HOMESTEAD SPECIAL
AREA Policy LU‐23.5 Neighborhood Buffers Provide building transitions, setbacks and/or landscaping to buffer development from adjoining single–family residential uses.

Community
Development – Planning General Fund Con. Not an action item.

BUBB ROAD SPECIAL
AREA Policy LU‐24.1 Land Use Allowed uses in the Bubb Road Special Area will consist of those described in the ML–rc ordinance with limited commercial and residential uses.

Community
Development – Planning General Fund Con.

Not an action item. As part of the 2020 General Plan Annual Report, Planning Commission recommended considering
changing the allowed mix of uses.

BUBB ROAD SPECIAL
AREA Policy LU‐24.2 Streetscape and
Connectivity
Bubb Road is envisioned as a walkable, bikeable corridor with sidewalks, street trees and roadway improvements for bike lanes and pedestrian crossings. Pedestrian and bike improvements and enhanced pedestrian crossings are also envisioned along other streets in this area to create an interconnected grid.

Such improvements will also improve routes from the northern and eastern neighborhood to the tri–school area, parks and services and reduce impacts caused to school and employment traffic.

Public Works –
Development Services General Fund Con.

Not an action item. Bike and pedestrian improvements
occuring in compliance with ped/bike Master Plans and funds provided by private developers.

BUBB ROAD SPECIAL
AREA Policy LU‐23.3 Building and Site
Design
Locate buildings along the street with parking areas to the rear. Break up massing of large office buildings along the street with pedestrian–scaled elements and locate building entries and active uses along the street frontage to improve the pedestrian character of the area.

Community
Development – Planning General Fund Con. Not an action item.

BUBB ROAD SPECIAL
AREA Policy LU‐23.4 Compatibility of Use The compatibility of non–industrial uses with industrial uses must be considered when reviewing new development.

Community
Development – Planning General Fund Con. Not an action item.

BUBB ROAD SPECIAL
AREA Policy LU‐23.5 Neighborhood Buffers New industrial uses should provide building transitions, setbacks and landscaping to provide a buffer for adjoining low–intensity residential users.

Community
Development – Planning General Fund Con. Not an action item.

MONTA VISTA
VILLAGE Policy LU‐25.1 Conceptual Plan
Continue to govern Monta Vista’s commercial area through the Monta Vista Design Guidelines. The guidelines provide direction for architecture, landscaping and public improvements. Create a Monta Vista Village Conceptual Plan with a cohesive set of updated regulations and guidelines for this area.

Community
Development – Planning General Fund Con./LR
No action has been taken with regard to creating a Monta Vista Village Conceptual Plan, though the Monta Vista Design
Guidelines are in effect and continue to be implemented.

Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
MONTA VISTA
VILLAGE Policy LU‐25.2 Land Use
Encourage the commercial district to serve as a neighborhood commercial center for Monta Vista Village and its adjoining neighborhoods. Mixed–use with residential is encouraged. The industrial area should be retained to provide small–scale light industrial and service industrial opportunities, while remaining compatible with the surrounding residential and commercial uses. See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con. Not an action item. Current zoning supports this.

MONTA VISTA
VILLAGE Policy LU‐25.3 Buildings and Site
Design
Encourage buildings to be designed in a way that promotes the small–scale, older and mixed–use character of the area. Buildings should be located along the street with pedestrian–scale architecture and retail and active uses on the ground floor. Parking should be located to the rear.

Community
Development Planning General Fund Con. Not an action item. Implemented through existing standards in the Monta Vista Design Guidelines.

MONTA VISTA

VILLAGE
Strategy LU‐

25.3.1 Storefront
Appearance
Commercial and office buildings shall include a storefront appearance to the public street, and shall not be separated from the public sidewalk by extensive landscaping or changes in elevation. Office buildings shall be designed to accommodate future entrances from the sidewalk for future retail uses.

Community
Development – Planning General Fund Con. Not an action item. Implemented through existing standards in the Monta Vista Design Guidelines.

MONTA VISTA

VILLAGE
Strategy LU‐

25.3.2 Parking
Commercial properties or commercial portions of properties may rely on public parking on Pasadena and Imperial Avenues to meet their off–site parking needs within the area bounded by Granada Avenue, Stevens Creek Boulevard, Orange Avenue, and the Union Pacific right–of–way (see diagram to the right).

Community
Development – Planning General Fund Con. Not an action item.

MONTA VISTA
VILLAGE Policy LU‐25.4 Street Design and
Connectivity
Maintain Monta Vista Village as a walkable, bikeable mixed–use neighborhood with sidewalks, street trees and roadway improvements for bike lanes and sidewalks with routes to the tri–school area.

Automobile, pedestrian and bicycle improvements are envisioned along other streets in this area to create an interconnected grid and with new development to remove street blockages and promote a network of streets. On–street parking is encouraged. Roadway and sidewalk improvements will also improve school routes from the northern neighborhoods to the tri–school area.

Community
Development – Planning;
Public Works –
Development Services
General Fund Con. Not an action item. School route and sidewalk improvements being completed through the Capital Improvements Project.

MONTA VISTA

VILLAGE
Strategy LU‐

25.4.1 Interconnected Access Individual properties shall have interconnected pedestrian and vehicle access and shared parking. Community Development – Planning General Fund Con. Not an action item. Implemented through existing standards in the Monta Vista Design Guidelines.

MONTA VISTA

VILLAGE
Strategy LU‐

25.4.2 Residential Streets
Residential street improvements may have a semi–rural appearance based on the Municipal Code requirements. Safe routes to school streets, or any others designated by the City Council shall be required to have sidewalks and street trees.

Public Works–
Development Services General Fund Con. Not an action item.

OTHER
NON–RESISENTIAL/
MIXED–USE SPECIAL
AREAS
Policy LU‐26.1 Land Use
Retrofit or redevelop neighborhood centers using the “neighborhood commercial centers” concept discussed earlier in this Element. Areas that are not designated as “neighborhood centers” are encouraged to provide commercial uses with active uses such as entries, lobbies, seating areas or retail along the street.

See Figure LU–2 for residential densities and criteria.

Community
Development – Planning General Fund Con. Not an action item.

OTHER
NON–RESISENTIAL/
MIXED–USE SPECIAL
AREAS
Policy LU‐26.2 Building and Site
Design
Encourage buildings to be designed in a pedestrian–oriented format. Buildings should be located along the street with pedestrian–scale architecture and retail and active uses on the ground floor. Parking should be located to the sides or rear. Buildings may be one to two stories in height. In some instances, buildings may be three stories in height.

Community
Development – Planning General Fund Con. Not an action item. Changes may be necessary to this policy to address the 6th Housing Element update.

Community
Development – Planning General Fund Con. Not an action item.

OTHER
NON–RESISENTIAL/
MIXED–USE SPECIAL
AREAS
Policy LU‐26.4 Neighboring Buffers Encourage projects to include building transitions, setbacks and landscaping to provide a buffer for adjoining low–intensity residential uses.

Community
Development – Planning General Fund Con.

No action has been taken on this at this time. Relevant changes as a result of zoning changes resulting from the 6th Cycle Housing Element update will be proposed in 2024.

NEIGHBORHOODS Policy LU‐27.1 Compatibility Ensure that new development within and adjacent to residential neighborhoods is compatible with neighborhood character.

Community
Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Strategy LU‐

27.1.1 Regulations Maintain and update design regulations and guidelines for single–family development that address neighborhood compatibility and visual and privacy impacts.

Community
Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Strategy LU‐

27.1.2 Neighborhood
Guidelines
Identify neighborhoods that have a unique architectural style, historical background or location and develop plans that preserve and enhance their character. Support and budget for special zoning or design guidelines (e.g. the Fairgrove Eichler neighborhood) and single–story overlay zones in neighborhoods, where there is strong neighborhood support.

Community
Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Strategy LU‐

27.1.3 Flexibility When neighborhoods are in transition, add flexibility for requirements for new development that acknowledge the transition while continuing to respect the existing neighborhood.

Community
Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Strategy LU‐

27.1.4 Late Night Uses
Discourage late–evening entertainment activities such as night–clubs in commercial areas where parcels are especially narrow, abut single–family residential development, and cannot adequately provide visual and noise buffers.

Community
Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Policy LU‐27.2 Relationship to the
Street
Ensure that new development in and adjacent to neighborhoods improve the walkability of neighborhoods by providing inviting entries, stoops and porches along the street frontage, compatible building design and reducing visual impacts of garages.

Community
Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Policy LU‐27.3 Entries Define neighborhood entries through architecture, or landscaping appropriate to the character of the neighborhood. Gates are discouraged because they isolate developments from the community.

Community
Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Policy LU‐27.4 Connections
Support pedestrian and bicycling improvements that improve access with neighborhoods to parks, schools and local retail, and between neighborhoods. Support traffic calming measures rather than blocking the street to reduce traffic impacts on neighborhoods.

Public Works –
Development Services General Fund Con.

Not an action item. Implemented through the Bike/Ped Master Plans and the Capital Improvement project and/or project review.

NEIGHBORHOODS Policy LU‐27.5 Streets Determine appropriate street widths, bike lane, sidewalk and streetlight design to define the unique character of neighborhoods, where appropriate.

Public Works –
Development Services General Fund Con. Not an action item.

NEIGHBORHOODS Policy LU‐27.6 Multi–family
Residential Design Maintain an attractive, liveable environment for multi–family dwellings. Community Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Strategy LU‐

27.6.1 Provision of Outdoor
Areas
Provide outdoor areas, both passive and active, and generous landscaping to enhance the surroundings for multi–family residents. Allow public access to the common outdoor areas whenever possible.

Community
Development – Planning General Fund Con. Not an action item.

27.6.2 Ordinance Updates Update the Planned Development (residential) and R–3 ordinances to achieve the policies and strategies applicable to multi–family development in neighborhoods.

Community
Development – Planning General Fund Con./IM Completed update to Planned Development Ordinance in 2019.

NEIGHBORHOODS Policy LU‐27.7 Compatibility of Lots Ensure that zoning, subdivision and lot–line adjustment requests related to lot size or lot design consider the need to preserve neighborhood lot patterns.

Community
Development – Planning General Fund Con. Not an action item.

NEIGHBORHOODS Strategy LU‐

27.7.1 Lot Size
Ensure that subdivision and lot–line adjustment requests respect the neighborhood lot size patterns.

Consider revisions to lot size requirements if the neighborhood lot pattern is different from the zoning requirements.

Community
Development – Planning;
Public Works –
Development Services
General Fund Con. Not an action item.

NEIGHBORHOODS Strategy LU‐

27.7.2 Flag Lots Allow flag lots only in cases where they are the sole alternative to integrate subdivisions with the surrounding neighborhood.

Community
Development – Planning;
Public Works –
Development Services
General Fund Con. Not an action item.

NEIGHBORHOODS Policy LU‐27.8 Protection
Protect residential neighborhoods from noise, traffic, light, glare, odors and visually intrusive effects from more intense development with landscape buffers, site and building design, setbacks and other appropriate measures.

Community
Development – Planning;
Public Works –
Development Services
and Transportation
General Fund Con. Not an action item. Implemented via standards in the Municipal Code.

NEIGHBORHOODS Policy LU‐27.9 Amenities and
Services
Improve equitable distribution of community amenities such as parks and access to shopping within walking and bicycling distance of neighborhoods.

Public Works –
Development Services;
Community
Development – Planning
General Fund IM
Parks Master Plan provides guidance to enhance an equitable distribution of community amenities. No further action
required at this time.

INSPIRATION

HEIGHTS

NEIGHBORHOOD
Policy LU‐28.1 Connectivity
Improve bicycle and pedestrian environment along Foothill Boulevard and Stevens Canyon Road to improve neighborhood connectivity to services as well as for hikers and bikers accessing natural open spaces in the vicinity.

Public Works –
Transportation General Fund Con. Not an action item. Implemented through the Ped/Bike Master Plans and improvements for private developments.

INSPIRATION

HEIGHTS

NEIGHBORHOOD
Policy LU‐28.2 Merriman–Santa
Lucia Neighborhood
Allow legal, non–conforming duplexes to remain in the area bounded by Santa Lucia Road, Alcalde Road and Foothill Boulevard.

Community
Development – Planning General Fund Con. Not an action item.

OAK VALLEY
NEIGHBORHOOD Policy LU‐29.1 Development
Intensity
Require development intensity for the single–family Oak Valley neighborhood to be consistent with the development agreement that includes the use permit and other approvals. The development agreement describes development areas, intensity and styles of development, public park dedication, tree protection, access and historic preservation. The theme of the approvals is to balance development with environmental protection by clustering development, setting it back from sensitive environmental areas and preserving large areas as permanent open space.

Community
Development – Planning General Fund Con. Not an action item.

OAK VALLEY
NEIGHBORHOOD Policy LU‐29.2 Design Elements
Require buildings to reflect the natural hillside setting as required in residential hillside zones with traditional architectural styles and natural materials and colors. Larger building elements should be scaled to respect the existing development in the surrounding area.

Community
Development – Planning General Fund Con. Not an action item. Architectural standards in the approved documents for the Oak Valley development.

FAIRGROVE
NEIGHBORHOOD Policy LU‐30.1 Development
Standards Require all new construction to conform to the R1–e zoning (Single Family Residential – Eichler). Community Development – Planning General Fund Con. Not an action item.

FAIRGROVE
NEIGHBORHOOD Policy LU‐30.2 Design Guidelines Encourage residents to incorporate the design guidelines illustrated in the Eichler Design Guidelines. Community Development – Planning General Fund Con. Not an action item.

AVAILABILITY OF
HOUSING Policy HE‐1.1
Provision of Adequate
Capacity for New
Construction
Designate sufficient land at appropriate densities to accommodate Cupertinoʹs Regional Housing Needs Allocation (RHNA) of 1,064 units for the 2014‐2022 planning period.

Community
Development – Planning General Fund IM
Completed with identification of Priority Housing Sites in 2014/2015 and completion of rezoning in 2019. Housing
Element update to accomodate 6th Cycle RHNA of 4,588 units commenced in October 2021, statutorily required to be
completed by Jan. 31 2023. Initial outreach conducted in 2021.

Expected to be completed by Fall 2023.

AVAILABILITY OF
HOUSING Policy HE‐1.2 Housing Densities Provide a full range of densities for ownership and rental housing. Community Development – Planning None Required Con. Not an action item.

AVAILABILITY OF
HOUSING Policy HE‐1.3 Mixed‐use
Development Encourage mixed–use development near transportation facilities and employment centers. Community Development – Housing None Required Con. Not an action item.

AVAILABILITY OF

HOUSING
AVAILABILITY OF
HOUSING HE‐1.3.2 Second Dwelling
Units
The City will continue to implement the Second Dwelling Unit Ordinance and encourage the production of second units.

Community
Development – Planning None Required Con.

Not an action item. 74 ADUs have been permitted through 2022. The City continued to encourage the production of second units. In 2023, the City issued 50 building permits for ADUs ‐ this is approximately 33% of the total number of ADU building permits issued during the entire 5th Cycle.

The ordinance is regularly updated to comply with state law.

In 2021, the City developed a pre‐approved ADU program to further incentive the creation of ADUs. Pre‐approved ADUs Program was part of the 2020‐2021 City Council Work Program and has been launched. One property has utilitzed the pre‐ approved ADU program since then.

AVAILABILITY OF

HOUSING
Strategy HE‐

1.3.3 Lot Consolidation
To facilitate residential and mixed use developments, the City will continue to:
*Encourage lot consolidation when contiguous smaller, underutilized parcels are to be redeveloped. *Encourage master plans for such sites with coordinated access and circulation. *Provide technical assistance to property owners of adjacent parcels to facilitate coordinated redevelopment where appropriate.
*Encourage intra– and inter–agency cooperation in working with applicants at no cost prior to application submittal for assistance with preliminary plan review.

Community
Development – Planning None Required Con.

Not an action item.In 2023, the City continued to encourage lot consolidation when contiguous smaller, underutilized parcels are to be redeveloped, and provided technical
assistance to property owners of adjacent parcels to
coordinate redevelopment where appropriate. Encourage
master plans for such sites with coordinated access and circulation. Provide technical assistance to property owners of adjacent parcels to facilitate coordinated redevelopment where appropriate. Encourage intra‐ and inter‐agency
cooperation in working with applicants.

Land Use Policy and
Zoning Provisions
Strategy HE‐

1.3.1 To accommodate the Regional Housing Needs Allocation (RHNA), the City will continue to:
*Provide adequate capacity through the Land Use Element and Zoning Ordinance to accommodate the RHNA of 1,064 units while maintaining a balanced land use plan that offers opportunities for employment None Required
Community
Development – Planning
and Housing
IM
Action completed. The City continued to provide adequate capacity through the Land Use Element and Zoning
Ordinance to accommodate the RHNA allocation, monitor
Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
AVAILABILITY OF

HOUSING
Strategy HE‐

1.3.4 Flexible Development
Standards
The City recognizes the need to encourage a range of housing options in the community. The City will continue to:
*Offer flexible residential development standards in planned residential zoning districts, such as smaller lot sizes, lot widths, floor area ratio and setbacks, particularly for higher density and attached housing developments.
*Consider granting reductions in off–street parking on a case–by–case basis for senior housing.

Community
Development – Planning None Required Con.

Not an action item. Implemented via Municipal Code. The City continued to offer flexible residential development standards in planned residential zoning districts and consider granting reductions in
off‐street parking for senior housing. The
Westport Project (2020) and Marina Plaza project (2022) were approved with waivers, an incentive to development
standards, and a reduction in parking standards. Both projects are located within the Heart of the City Specific Plan and on a Housing Element site. In 2022, Canyon Crossing, with 18 townhome and apartments, and Alan Row with 9 townhomes
and a JADU, were both approved using density bonus. In 2023, the City approved one project (Coachhouse) and reviewed another (Bianchi Lane) both of which utilized state density bonus law, specifically the waivers section of the law.

AVAILABILITY OF

HOUSING
Strategy HE‐

1.3.5 Heart of the City
Specific Plan
To reduce constraints to housing development, and in order to ensure that the designated sites can obtain the realistic capacity shown in the Housing Element, the City will review revisions to the Heart of the City Specific Plan residential density calculation requirement, to eliminate the requirement to net the non–residential portion of the development from the lot area.

Community
Development – Planning None Required IM Action completed in 2014.

HOUSING
AFFORDABILITY Strategy HE‐2.1 Housing Mitigation Ensure that all new developments – including market–rate residential developments – help mitigate project–related impact on affordable housing needs.

Community
Development – Planning BMR AHF Con. Not an action item. Implemented via Municipal Code and BMR Manual.

HOUSING
AFFORDABILITY Policy HE‐2.2 Range of Housing
Types
Encourage the development of diverse housing stock that provides a range of housing types (including smaller, moderate cost of housing) and affordability levels. Emphasize the provision of housing for lower– and moderate–income households including wage earners who provide essential public services (e.g. school district employees, municipal and public safety employees, etc.) Community
Development – Housing BMR AHF Con.

Not an action item. Hamptons (approved in 2016) provided 30 moderate and 7 Low Income units and Marina (approved in 2016) provided 2 moderate and 16 Very‐low income units.

Hamptons has a 10 year Development Agreement approved in 2016. Hamptons had a 5 year Development Agreement which has expired in 2021. A modification of the project is
anticipated. Vallco SB35 project approved with 361 267 Very low and 840 934 Low income units in 2018. Vallco/The Rise SB35 project has been submitted with modifications to
increase total number of units to 2,669 units with 134 units affordable to Very low income households and 756 units
affordable to Low income units in December 2023. 267 of these 890 units will be part of the Cityʹs BMR inventory.

HOUSING
AFFORDABILITY Policy HE‐2.3
Development of
Affordable Housing
and Housing for
Persons with Special
Needs
Maintain and/or adopt appropriate land use regulations and other development tools to encourage the development of affordable housing. Make every reasonable effort to disperse units throughout the community but not at the expense of undermining the fundamental goal of providing affordable units.

Community
Development – Planning
and Housing
BMR AHF IM
FY 19‐20, FY 20‐21, FY 21‐22, and FY 22‐23 work program ‐ Efforts to accommodate an Extremely Low Income affordable housing development for persons with developmental
disabilities underway. The City issued an Request for Proposal (RFP) in the Fall of 2022 for the development of affordable housing at the Mary Avenue site and received one proposal, currently in review. The City has reissued the RFP in
December 2023 to allow leasing the site for 99 years for an affrodable housing development.

HOUSING

AFFORDABILITY
Strategy HE‐

2.3.1 Office and Industrial
Housing Mitigation
Program
The City will continue to implement the Office and Industrial Housing Mitigation Program. This program requires that developers of office, commercial and industrial space pay a mitigation fee, which will then be used to support affordable housing in the City of Cupertino. These mitigation fees are collected and deposited in the City’s Below Market–Rate Affordable Housing Fund (BMR AHF).

Community
Development – Planning
and Housing
BMR AHF IM
Housing Mitigation Manual and BMR Fee updated in May
2020, including new 20% inclusionary requirement for
ownership units in projects over 7 units. To help offset the loss of land, the City continued to implement the Office and Industrial Housing Mitigation Program. The City requires developers of office, commercial, and industrial space to pay a mitigation fee to support affordable housing. Mitigated fees are collected and deposited into the Cityʹs BMR
Affordable Housing Fund (AHF) for the following fiscal
years (FY) the following mitigation fees were collected and deposited and in the BMR AFH fund. In 2023, there was
$175,873.48 in BMR AHF funds collected.

HOUSING

AFFORDABILITY
The City will continue to implement the Residential Housing Mitigation Program to mitigate the need for affordable housing created by new market–rate residential development. This program applies to new residential development. Mitigation includes either the payment of the “Housing Mitigation” fee or the provision of a Below Market–Rate (BMR) unit or units. Projects of seven or more for–sale units must provide on–site BMR units. Projects of six units or fewer for–sale units can either build one BMR unit or pay the Housing Mitigation fee. Developers of market–rate rental units, where the units cannot be sold individually, must pay the Housing Mitigation fee to the BMR AHF. The BMR program specifies the following:
a. Priority. To the extent permitted by law, priority for occupancy is given to Cupertino residents, Cupertino full–time employees, and Cupertino public service employees as defined in Cupertino’s Residential Housing Mitigation Manual.
b. For–Sale Residential Developments. Require 15% for–sale BMR units in all residential developments where the units can be sold individually (including single–family homes, common interest developments, and condominium conversions or allow rental BMR units as allowed in (d) below). c. Rental Residential Developments. To the extent permitted by law, require 15% rental very low and low–income BMR units in all rental residential developments. If the City is not permitted by law to require BMR units in rental residential developments, require payment of the Housing Mitigation Fee. d. Rental Alternative. Allow rental BMR units in for–sale residential developments, and allow developers of market–rate rental developments to provide on–site rental BMR units. If the developer: 1) enters into an agreement limiting rents in exhange for a financial contribution or a type of assistance specified in density bonus law (which includes a variety of regulatory relief); and 2) provides very low–income and low–income BMR rental units.
e. Affordable Prices and Rents. Establish guidelines for affordable sales prices and affordable rents for new affordable housing and update the guidelines each year as new income guidelines are received. f. Development of BMR Units Off Site. Allow developers to meet all or a portion of their BMR or Housing Mitigation fee requirement by making land available for the City or a nonprofit housing developer to construct affordable housing, or allow developers to construct the required BMR units off site, in partnership with a nonprofit. The criteria for land donation or off–site BMR units (or combination of the two options) will be identified in the Residential Housing Mitigation Manual. g. BMR Term. Require BMR units to remain affordable for a minimum of 99 years; and enforce the City’s BMR AHFResidential Housing
Mitigation Program
Strategy HE‐

2.3.2 Community
Development – Planning
and Housing
Comment from prior years ‐ Add people with special needs, as a bonus point? The City continued to implement the
Residential Housing Mitigation Program. The program
applies to new residential development and includes the provision of BMR units or the payment of the ʺHousing
Mitigationʺ fee. The BMR Linkage Fees Update study was
completed and adopted by City Council on May 19, 2020,
which included an increased requirement of 15%‐20% for
inclusionary ownership projects. In 2023, the BMR AHF
provided funding to the following affordable housing
projects, strategies, and services:
•BMR Program Administration ‐ 4 BMR ownership resales
and 13 BMR rental turnovers
•Fair housing services ‐ $50,000 to Project Sentinel
•$126,397.42 to the Homeless Jobs Program
Con
Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment

HOUSING

AFFORDABILITY
Strategy HE‐

2.3.3 Below Market‐Rate
(BMR) Affordable
Housing Fund (AHF)

The City’s BMR AHF will continue to support affordable housing projects, strategies and services, including but not limited to:
• BMR Program Administration
• Substantial rehabilitation
• Land acquisition
• Acquisition of buildings for
permanent affordability, with or
without rehabilitation• New construction
• Preserving “at‐risk” BMR units
• Rental operating subsidies
• Down payment assistance
• Land write‐downs
• Direct gap financing
• Fair housing
The City will target a portion of the BMR AHF to benefit extremely lowincome households and persons with special needs (such as the elderly,
victims of domestic violence, and the disabled, including persons with developmental disabilities), to the extent that these target populations are found to be consistent with the needs identified in the nexus study the City prepares to identify the connection, or “nexus” between new developments and the need for affordable housing.

To ensure the mitigation fees continue to be adequate to mitigate the impacts of new development on affordable housing needs, the City will update its Nexus Study for the Housing Mitigation Plan by the end of 2015
Community
Development – Housing BMR AHF IM
Nexus study updated in 2015 and 2020. Details about the use of the BMR AHF are reviewed and approved by the Housing
Commission and the City Council. In 2022, the BMR program served 21 new renters and 4 new homeowners. The City
provided $50,000 in BMR AHF to Project Sentinel for tenant landlord counseling and dispute and worked on 125 Cupertino cases. The City continued to maintain the BMR AHF, and
provided ongoing technical assistance to
nonprofits/developers, including providing data and
information on properties for sale to nonprofit partners and developers for their consideration. The Cityʹs FY 23‐24 BMR AHF Request for Proposal (RFP) was open November 2022‐
February 2023. In 2023, the BMR AHF provided funding to the following affordable housing projects, strategies, and services:
•BMR Program Administration ‐ 4 BMR ownership resales
and 13 BMR rental turnovers
•Fair housing services ‐ $50,000 to Project Sentinel
•$126,397.42 to the Homeless Jobs Program

HOUSING

AFFORDABILITY
Strategy HE‐

2.3.4 Housing Resources
Cupertino residents and developers interested in providing affordable housing in the City have access to a variety of resources administered by other agencies. The City will continue to provide information on housing resources and services offered by the County and other outside agencies.

These include, but are not limited to:
• Mortgage Credit Certificate (MCC) – Santa Clara County Housing and Community Development Department.
• First‐Time Homebuyer Assistance and Developer Loans for Multi‐Family Development ‐ Housing Trust Silicon Valley (HTSV).
• Housing Choice Vouchers (Section 8) ‐ Housing Authority of Santa Clara County (HASCC). • Affordable housing development
Community
Development – Housing None Required Con.

No action is required at this time. Information and technical assistance continues to be provided by City Staff and Rise Housing Solution, BMR program administrator.

HOUSING

AFFORDABILITY
Strategy HE‐

2.3.5 Surplus Properties for
Housing
The City will explore opportunities on surplus properties as follows:
*Work with local public agencies, school districts and churches to identify surplus properties or underutilized properties that have the potential for residential development. *Encourage long–term land leases of properties from churches, school districts, and corporations for construction of affordable units.
*Evaluate the feasibility of developing special housing for teachers or other employee groups on the surplus properties.
*Research other jurisdictions housing programs for teachers for their potential applicability in Cupertino.

Community
Development – Housing BMR AHF Con.

Housing staff reviewing opportunities on an ongoing basis. FY 19‐20, FY 20‐21, and FY 21‐22 work program item‐ evaluate feasability of affordable development on City owned sites (10301 Byrne Avenue and Mary Avenue) The City worked
with local public agencies, school districts, and churches to identify surplus properties that have the potential for residential development. There were no surplus properties available from any school districts or churches for the City to pursue. The City continued to support the Rotating Safe Car Park (RSCP) program on church property. The City has seen an interest from St. Judeʹs Church for a development of a portion of their property with affordable housing. The City is working on rezoning this property to accommodate the
development that they envision as part of the 6th Cycle Housing Element update.

HOUSING

AFFORDABILITY
Strategy HE‐

2.3.6 Incentives for
Affordable Housing
Development
The City will continue to offer a range of incentives to facilitate the development of affordable housing.

These include:
*Financial assistance through the City’s BMR AHF and CDBG funds *Partner with CDBG and/or support the funding application of qualified affordable housing developers for regional, state, and federal affordable housing funds, including HOME funds, Low income Housing Tax Credits (LIHTC), and mortgage revenue bonds.
*Flexible development standards.
*Technical assistance.
*Waiver of park dedication fees and construction tax.
*Parking ordinance waivers.
*Expedited permit processing.

The City joined the Santa Clara County HOME Consortium so that HOME funds for eligible affordable housing projects within the City of Cupertino are available beginning federal fiscal year 2015.

Community
Development – Housing
and Planning
BMR AHF,
CDBG; HOME;
General Fund
Con.

In 20222023, BMR AHF and CDBG funds were provided to the following: •CDBG ‐ $98,511.88088,966 to Rebuilding Together Silicon Valley, a low income housing repair and rehab program •CDBG‐ $222,971.72 to Vista Village Renovation Project, a low income affordable housing development. Also, participate in the Regional CDBG/ Housing Coordinators meetings and
provided technical assistance to the public service agencies it funds. The City is a member of the Santa Clara County HOME Consortium and the Santa Clara County Consortium for State PLHA fun+Q231ds.

HOUSING

AFFORDABILITY
Strategy HE‐

2.3.7 Density Bonus
Ordinance
The City will encourage use of density bonuses and incentives, as applicable, for housing developments which include one of the following:
*At least 5% of the housing units are restricted to very low income residents. *At least 10% of the housing units are restricted to lower income residents *At least 10 % of the housing units in a for–sale common interest development are restricted to moderate income residents.
*The project donates at least 1 acre of land to the City or county large enough for 40 very low income units; the land has the appropriate general plan designation, zoning, permits, approvals, and access to public facilities needed for such housing; funding has been identified; and other requirements are met.

A density bonus of up to 20% must be granted to projects that contain one of the following:
*The project is a senior citizen housing development (no affordable units required). *The project is a mobile home park age restricted to senior citizens (no affordable units required).

For projects that contain on–site affordable housing, developers may request one to three regulatory concessions, which must result in identifiable cost reductions and be needed to make the housing affordable.

The City will update the
density bonus ordinance as necessary to respond to future changes in State Law.

Community
Development – Planning
and Housing
None Required Con.

Recent amendments (as of Sept. 2020) to state law required the city to amend the Density Bonus Ordinance in 2021. The City has approved projects which include Density Bonuses, Waivers and Incentives on four of the five 5th Cycle Priority Housing Sites. The City is additionally currently reviewing projects that proposed Density Bonus waivers on other sites. Every housing development with more than 5 units has utilitzed Density Bonus, waivers, incentives and parking reductions in some capacity. (1655 S. De Anza (Coachhouse ‐ 34 units), Bianchi Lane (7 townhomes))

HOUSING

AFFORDABILITY
Strategy HE‐

2.3.8 Extremely Low‐
Income Housing and
Housing for Persons
with Special Needs
The City will continue to encourage the development of adequate housing to meet the needs of extremely low–income households and persons with special needs (such as the elderly, victims of domestic violence, and the disabled, including persons with developmental disabilities). Specifically, the City will consider the following incentives:
*Provide financing assistance using the BMR AHF and CDBG *Allow residential developments to exceed planned density maximums if they provide special needs housing and the increase in density will not overburden neighborhood streets or hurt neighborhood character.
*Grant reductions in
off–street parking on a case–by–case basis.
*Partner with and/or support the funding application of qualified affordable housing developers for regional, state, and federal affordable housing funds, including HOME finds, Low Income Housing Tax Credits( LIHTC), and mortgage revenue bond.

Community
Development – Housing
BMR AHF;
CDBG; HOME Con.

Not an action item. The City continued to provide financing assistance using the BMR AHF and CDBG funds. The City
coordinated with a number of groups to engage in
discussions about grant funding opportunities, regional housing needs, and efforts to address homelessness. The City participated in the following groups: Santa Clara County PLHA Consortium, Regional CDBG/Housing Coordinators
Group. The participants in these groups, including the City, work together to pool their knowledge and share expertise.

The County’s Office of Supportive Housing helps to
coordinate these efforts and provides the participants with invaluable technical assistance. Through the SCC PLHA
Consortium, the City was awarded an allocation of PLHA
funding and is currently working towards implementing the funding for projects in Cupertino. In addition, the City provides technical assistance to the public service agencies it funds. The City also participates in the Santa Clara County HOME Consortium. The City worked with nonprofits and
developers to review the feasibility of residential uses on two potential affordable housing sites (Mary Avenue). The City issued an RFP (request for proposals) for the site and
received interest from one developer.

HOUSING

AFFORDABILITY
Strategy HE‐

2.3.9 Employee Housing
The City permits employee housing in multiple zoning districts. Pursuant to the State Employee Housing Act, any employee housing consisting of no more than 36 beds in a group quarters or 12 units or spaces designed for use by a single family or household shall be deemed an agricultural land use. No conditional use permit, zoning variance, or other zoning clearance shall be required of this employee housing that is not required of any other agricultural activity in the same zone. The permitted occupancy in employee housing in a zone allowing agricultural uses shall include agricultural employees who do not work on the property where the employee housing is located. The Employee Housing Act also specifies that housing for six or fewer employees be treated as a residential use. The City amended the Zoning Ordinance to be consistent with the State law in 2014 and will continue to comply with the Employee Housing Act where it would apply.

Community
Development – Planning None Required IM
Completed in 2014. Zoning Code amended to be consistent with State Law. The City amended the zoning code in 2014 to allow employee housing in multiple zoning districts. In 2023, the City continued to implement the Cityʹs zoning code to allow employee housing in multiple zoning districts. The Zoning Ordinance is regularly updated to comply with state law.

MAINTAINING
EXISTING HOUSING
STOCK
Policy HE‐3.1 Housing
Rehabilitation
Pursue and/or provide funding for the acquisition/rehabilitation of housing that is affordable to very low–, low– and moderate–income households. Actively support and assist non–profit and for–profit developers in producing affordable units.

Community
Development – Housing
BMR AHF;
CDBG; HOME Con.

Not an action item. In 20222023, CDBG funds were provided to the following residential rehabilitation efforts: •CDBG ‐ $98,511.880 to Rebuilding Together Silicon Valley, a low income housing repair and rehab program •CDBG‐ $222,971.72 to Vista Village Renovation Project, a low income affordable housing development.

MAINTAINING
EXISTING HOUSING
STOCK
Policy HE‐3.2 Maintenance and
Repair
Assist lower–income homeowners and rental property owners in maintaining and repairing their housing units.

Community
Development – Housing
BMR AHF;
CDBG; HOME Con.

MAINTAINING
EXISTING HOUSING
STOCK
Policy HE‐3.3 Conservation of
Housing Stock
The City’s existing multi–family units provide opportunities for households of varied income levels.

Preserve existing multi–family housing stock by preventing the net loss of multi–family housing units in new development and the existing inventory of affordable housing units that are at risk of converting to market–rate housing.

Community
Development – Housing
BMR AHF;
CDBG; HOME Con. Not an action item.

MAINTAINING
EXISTING HOUSING
STOCK
Strategy HE‐

3.3.1 Residential
Rehabilitation
The City will continue to:
*Utilize its BMR AHF and CDBG funds to support residential rehabilitation efforts in the community.

These include: Acquisition/rehabilitation of rental housing and Rehabilitation of owner–occupied housing. *Provide assistance for home safety repairs and mobility/accessibility improvements to income–qualified owner–occupants using CDBG funds. The focus of this strategy is on the correction of safety hazards. *Partner with and/or support the funding application of qualified affordable housing developers for regional, state, and federal affordable housing funds, including HOME funds, Low Income Housing Tax Credits (LIHTC), and mortgage revenue bonds.

Community
Development – Housing
BMR AHF;
CDBG; HOME Con.

Not an action item. In 20222023, CDBG funds were provided to the following residential rehabilitation efforts: •CDBG ‐ $98,511.880 to Rebuilding Together Silicon Valley, a low income housing repair and rehabilitation program program that assisted 4 low‐income Cupertino households. •CDBG‐ $222,971.72 to Vista Village Renovation Project, a low income affordable housing development.

MAINTAINING
EXISTING HOUSING
STOCK
Strategy HE‐

3.3.2 Preservation of At‐
Risk Housing Units
One housing project – Beardon Drive (eight units) – is considered at risk of converting to market–rate housing during the next ten years. The City will proactively contact the property owner regarding its intent to remain or opt out of the affordable program. In the event, the project becomes a risk of converting to market–rate housing, the City will work with the property owner or other interested non–profit housing providers to preserve the units. The City will also conduct outreach to the tenants to provide information on any potential conversion and available affordable housing assistance programs.

The City will continue to monitor its entire portfolio of affordable housing for–sale and rental inventory annually. The City will monitor its affordable for–sale inventory by ordering title company lot books, reviewing property profile reports and updating its public database annually. The City will monitor its affordable rental income certifications for each BMR tenant. The City records a Resale Restriction Agreement against each affordable BMR for–sale units and Regulatory Agreement for BMR rental units to help ensure long–term affordability. To help further preserve the City’s affordable housing stock, the City may consider providing assistance to rehabilitate and upgrade the affordable unit as well.

Community
Development – Housing
BMR AHF;
CDBG; HOME Con.

Not an action item. Several units coming up on expiration of their deed restrictions. Can there be an incentive to retain them in the BMR pool?In the event the project becomes at risk of converting to market‐rate housing, the City will work with the property owner or other interested nonprofit housing providers to preserve the eight units. In 2019, as part of the BMR AHF program, the owner of Beardon Drive paid off the Cityʹs CDBG loan and indicated that the 8 units making up the property would continue to operate as affordable
housing.

MAINTAINING
EXISTING HOUSING
STOCK
Strategy HE‐

3.3.3 Condominium
Conversion
The existing Condominium Conversion Ordinance regulates the conversion of rental units in multi–family housing development in order to preserve the rental housing stock. Condominium conversions are not allowed if the rental vacancy rate in Cupertino and adjacent areas is less than 5% at the time of application for conversion and has average 5% over the past six months. The City will continue to monitor the effectiveness of this ordinance in providing opportunities for homeownership while preserving a balanced housing stock with rental housing.

Community
Development – Planning None Required Con.

Not an action item. The City continued to monitor the
effectiveness of this ordinance by providing opportunities for homeownership while preserving a balanced housing
stock with rental housing.

MAINTAINING
EXISTING HOUSING
STOCK
Strategy HE‐

3.3.4 Housing Preservation
Program
When a proposed development or redevelopment of a site would cause a loss of multi–family housing, the City will grant approval only if:
*The project will comply with the City’s BMR program
*The number of units provided on the site is at least equal to the number of existing units; and *Adverse impacts on displaced tenants, in developments with more than four units, are mitigated.

In addition, indirect displacement may be caused by factors such as increased market rents as areas become more desirable. The City will participate, as appropriate, in studies of regional housing need and displacement, and consider policies and programs to address the indirect displacement of lower income residents as appropriate.

Community
Development – Planning
and Housing
None Required Con.

Not an action item. In 2016, the Hamptons project was required to provide relocation assistance to the displaced tenants in the existing units. City must comply with state law and federal requirements on relocation assistance to displaced tenants as projects are proposed/constructed.

MAINTAINING
EXISTING HOUSING
STOCK
Strategy HE‐

3.3.5 Neighborhood and
Community Clean‐up
Campaigns
The City will continue to encourage and sponsor neighborhood and community clean–up campaigns for both public and private properties.

Community
DevelopmentPublic
Works – Environmental
Programs
General Fund Con.

Not an action item. The City continued to encourage and sponsor neighborhood and community clean‐up campaigns
for both public and private properties. The City promotes and staffs the following events available to the community:
•Recology provides quarterly drop‐oﬀ events for bulky
items, construction waste, landscape waste, and hazardous waste (due to COVID, the quarterly events were cancelled and resumed in mid‐2021).
•The City staﬀs two annual creek clean ups‐ National River Clean Up Day and Coastal Clean Up Day.

SUSTAINABLE

HOUSING

DEVELOPMENT
Policy HE‐4.1 Energy and Water
Conservation Encourage energy and water conservation in all existing and new residential development.

Community
Development – Building
and Planning
None Required Con. Not an action item. Implemented via Strategies HE‐4.1.1 & HE‐

4.1.2 Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment

SUSTAINABLE

HOUSING

DEVELOPMENT
Strategy HE‐

4.1.1 Enforcement of Title
24 The City will continue to enforce Title 24 requirements for energy conservation and will evaluate utilizing some of the other suggestions as identified in the Environmental Resources/Sustainabililty Element.

Community
Development – Building None Required Con.

Not an action item. Implemented through the Municipal Code.

The City continued to enforce Title 24 requirements for energy conservation and evaluate using some of the other suggestions as identified in the Environmental
Resources/Sustainability element. In 2020, the City adopted REACH codes, which were further amended in 2022, that will assist in achieving the Cityʹs sustainability goals. The City has Chapter 16.58, Green Building Standards Code, that
requires certain projects to achieve LEED certification or similar.

SUSTAINABLE

HOUSING

DEVELOPMENT
Strategy HE‐

4.1.2 Sustainable Practices
The City will continue to implement the Landscape Ordinance for water conservation and the Green Building Ordinance (adopted in 2013) that applies primarily to new residential and non–residential development, additions, renovations, and tenant improvements of ten or more units.

To further the objectives of the Green Building Ordinance, the City will evaluate the potential to provide incentives, such as waiving or reducing fees, for energy conservation improvements at affordable housing projects (existing or new) with fewer than ten units to exceed the minimum requirements of the CA Green Building Code. This City will also implement the policies in its climate action plan to achieve residential–focused greenhouse gas emission reductions and further these community energy and water conservation goals.

Community
Development – Planning
and Building
None Required Con.

Not an action item. Implemented through the Municipal Code.

The City continued to the implement the Landscape
Ordinance, Green Building Ordinance, and the Cityʹs
Climate Action Plan, including evaluating the potential to provide incentives for energy conservation improvements at affordable housing projects (e.g. waiving or reducing fees,) and continue to implement the policies in the climate action plan. Continue to implement the Energy efficiency reach codes that include requirements for electrification for certain types of buildings, water efficiency, and green materials to reduce energy use and lower greenhouse gas emissions.

These codes include reach codes which are a component of the California Energy and California Green Building Codes and include requirements for water efficiency, green
materials, and other items designed to encourage building electrification for certain types of buildings.

LOWER‐INCOME AND
SPECIAL NEEDS

HOUSING
Policy HE‐5.1
Lower‐Income and
Special Needs
Households
Support organizations that provide services to lower–income households and special needs households in the City, such as the homeless, elderly, disabled and single parent households.

Community
Development – Housing
None BMR
AHF; CDBG;
HSG
Con. Not an action item. Implemented via Strategies HE‐5.1.1 & HE‐

5.1.2 Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
LOWER‐INCOME AND
SPECIAL NEEDS

HOUSING
Strategy HE‐

5.1.1 Emergency Shelters
The City will continue to facilitate housing opportunities for special needs persons by allowing emergency shelters as a permitted use in the “BQ” Quasi–Public zoning district. The City will subject emergency shelters to the same development standards as other similar uses within the BQ zoning district, except for those provisions permitted by State Law and provided in the Zoning Ordinance for emergency shelters.

Community
Development – Planning None Required Con.

Not an action item. The City continued to facilitate housing opportunities for special‐needs groups by allowing
emergency shelters as a permitted use in the ʺBQʺ Quasi‐ Public Building zoning district. In 2021, the City established the City Unhoused Task Force to address the needs of
unhoused residents through resource referral and partnered with the West Valley Rotating Safe Car Park (RSCP)
program. The RSCP program is an emergency homeless
program made up of a network of local city governments, service organizations, and volunteer faith‐based host sites that provide temporary overnight parking for homeless
individuals/families living out of their cars. The RSCP program is still active, and there is a maximum of 30 people at a time per safe parking site. The same year, the City created a pilot Homeless Jobs Program with two Cupertino unhoused residents participating in the program. The RSCP, Unhoused Task Force, and Homeless Jobs Program
continued in 2023.

The City Work Program is renewed on an annual basis by the City Council, and contains a variety of different projects, one of which being the City Plan To End Homelessness. The City Council did not prioritize the Plan To End Homelessness for the FY 2023‐25 City Work Program. This item was concluded, and no final version of the Plan was created. Unused funds will be returned to the General Fund.

HOUSING
Strategy HE‐

5.1.2 Supportive Services
for Lower‐Income
Households and
Persons with Special
Needs
The City will continue to utilize its BMR AHF, CDBG and General Fund Human Service Grants (HSG) funds to provide for a range of supportive services.

Community
Development – Housing
BMR AHF;
CDBG; HSG Con.

In 2022, BMR AHF, CDBG, and HSG funds were provided to
the following: •HSG‐ $10,000 to Catholic Charities of Santa Clara County, a long‐term care ombudsman program •HSG‐
$25,000 to MAITRI, a transitional housing direct client services program •HSG‐ $15,000 to Senior Adult Legal Assistance, a legal assistance to elders program; •HSG ‐ $65,780 to Haven to Home, a West Valley Community Services Program In 2023, the City took various steps to provide supportive services for lower‐income households and persons with special needs, including:
•Continuing the City Unhoused Task Force to address the needs of unhoused residents.
•CDBG $21,405.76 to Live Oak Adult Day Services, a senior adult day care.
•CDBG $38,054.69 to West Valley Community Services
(WVCS) CARE Program, a community access to resource and education program.
•HSG $10,000 to Catholic Charities of Santa Clara County, a long‐term care ombudsman program.
•HSG $25,000 to Maitri, a transitional housing direct client services program.
•HSG $15,000 to Senior Adult Legal Assistance, a legal
assistance to elders program.
•HSG $65,780 to WVCS Haven to Home program, a
supportive services and housing resources program for the homeless.
•The City continued to oversee the WVCS Homeless Jobs
Program which provides up to eight months of employment LOWER‐INCOME AND
SPECIAL NEEDS

HOUSING
Strategy HE‐

5.1.3 Rotating Homeless
Shelter The City will continue to support the operation of a Rotating Homeless Shelter program. Community Development – Housing None Required Con.

No action is required at this time. In 2023, the City continued partnering with the Rotating Safe Car Park (RSCP) program.

The RSCP program is an emergency homeless program made
up of a network of local city governments, service
organizations, and volunteer faith‐based host sites that provide temporary overnight parking for homeless
individuals/families living out of their cars. In addition, through $65,780 in CDBG funding to the WVCS Haven To
Home Program, the City assisted 79 households by providing services to prevent homelessness.

FAIR HOUSING Policy HE‐6.1 Housing
Discrimination
The City will work to eliminate on a citywide basis all unlawful discrimination in housing with respect to age, race, sex, sexual orientation, marital or familial status, ethnic background. medical condition, or other arbitrary factors, so that all persons can obtain decent housing.

Community
Development – Housing
BMR AHF;
CDBG Con. Implemented via Strategies HE‐6.1.1.

6.1.1 Fair Housing Services
The City will continue to:
*Provide fair housing services, which include outreach, education, counseling, and investigation of fair housing complaints.
*Retain a fair housing service provider to provide direct services for residents, landlords and other housing professionals.
*Coordinate with efforts of the Santa Clara County
Fair Housing Consortium to affirmatively further fair
housing.
*Distribute fair housing materials produced by various organizations at public counters and public events Community
Development – Housing
BMR AHF;
CDBG Con.

Continue to provide fair housing services including outreach, education, counseling, and investigation of fair housing complaints. In 2022, $50,000 in BMR AHF funds were provided to Project Sentinel, for Fair Housing & Tenant Landlord Counseling & Dispute Resolution Services (125 cases).The City continued to provide fair housing services including
outreach, education, counseling, and investigation of fair housing complaints. In 2023, BMR AHF funds were provided to the following fair housing services:
•$50,000 to Project Sentinel, a landlord/tenant rental
mediation program and fair housing program.

LOCAL AND

REGIONAL

COORDINATION
Policy HE‐7.1 Coordination with
Local School Districts
The Cupertino community places a high value on the excellent quality of education provided by the three public school districts which serve residents. To ensure the long–term sustainability of the schools in tandem with the preservation and development of vibrant residential areas, the City will continue to coordinate with the CUSD, FHUSD, and SCUSD.

Community
Development – Planning None Required Con. Not an action item. All development projects are forwarded for review to the school districts.

LOCAL AND

REGIONAL

COORDINATION
Policy HE‐7.2
Coordination with
Regional Efforts to
Address Housing‐
Related Issues
Coordinate efforts with regional organizations, including ABAG and the BAAQMD, as well as neighboring jurisdictions, to address housing and related quality of life issues (such as air quality and transportation).

Community
Development – Housing
and Planning
None Required Con.

Staff participated in regional coordination efforts with the now concluded RHNA process with regional planning staff to
represent local views. Staff continues to coordinate
LOCAL AND

REGIONAL

COORDINATION
Policy HE‐7.3 Public‐Private
Partnerships
Promote public‐private partnerships to address housing needs in the community, especially housing for the workforce.

Community
Development – Planning
and Housing
None Required Con. Not an action item.

LOCAL AND

REGIONAL

COORDINATION
Strategy HE‐

7.3.1 Coordination with
Outside Agencies and
Organizations
The City recognizes the importance of partnering with outside agencies and organizations in addressing local and regional housing issues.

These may include, but are not limited to, the following:
*School districts
*Housing providers
*Neighboring jurisdictions
*ABAG
*BAAQMD
*Housing Trust
Silicon Valley
*Santa Clara County Fair Housing Consortium
*Santa Clara County Continuum of Care (COC)
*Housing Authority of Santa Clara County (HASCC)
*VTA
Specifically, the City will meet with these agencies/organizations periodically to discuss the changing needs, development trends, alternative approaches, and partnering opportunities.

Community
Development – Planning
and Housing
None Required Con.

Not an action
item. Continued coordination with regional
agencies and non‐profits. The City coordinated with these groups to engage in discussions about grant funding
opportunities, regional housing needs, and efforts to address homelessness. The City participated in the following groups:

Santa Clara County PLHA Consortium, Regional
CDBG/Housing Coordinators Group, and the US Department
of Housing and Urban Development, among others. The
participants in these groups, including the City, work
together to pool their knowledge and share expertise. The County’s Office of Supportive Housing helps to coordinate these efforts and provides the participants with invaluable technical assistance. Through the SCC PLHA Consortium,
the City was awarded an allocation of PLHA funding and is currently working towards implementing the funding for
projects in Cupertino. The City Council did not prioritize the Plan To End Homelessness for the Fiscal Year 2023‐25 City Work Program. This item was concluded, and no final
version of the Plan was created. The unused funds will be returned to the General Fund.

REGIONAL
COORDINATION Policy M‐1.1
Regional
Transportation
Planning
Participate in regional transportation planning processes to develop programs consistent with the goals and policies of Cupertino’s General Plan and to minimize adverse impacts on the City’s circulation system.

Work with neighboring cities to address regional transportation and land use issues of mutual interest.

Public Works –
Transportation General Fund Con. Not an action item. Coordination with neighboring cities and regional agencies is active and ongoing.

REGIONAL
COORDINATION Policy M‐1.2 Transportation Impact
Analysis
Participate in the development of new multi–modal analysis methods and impact thresholds as required by Senate Bill 743. However, until such impact thresholds are developed, continue to optimize mobility for all modes of transportation while striving to maintain the following intersection Levels of Service (LOS) at a.m. and p.m. peak traffic hours:
*Major intersections: LOS D
*Stevens Creek Boulevard and De Anza Boulevard: LOS E+
*Stevens Creek Boulevard and Stelling Road: LOD E+
*De Anza Boulevard and Bollinger Road: LOS E+
Public Works –
Transportation General Fund IM
Transportation Analysis Guidelines have been developed for both CEQA and non‐CEQA evaluation of transportation
impacts of land development per the requirements of SB 743.

LOS standards in GP need to be evaluated in terms of VMT impact in order to be consistent with SB 743

REGIONAL
COORDINATION Policy M‐1.3 Regional Trail
Development
Continue to plan and provide for a comprehensive system of trails and pathways consistent with regional systems, including the Bay Trail, Stevens Creek Corridor and Ridge Trail.

Public Works –
Development Services
and Transportation
None Required Con. No action requried at this time. Implemented through the Bike/Ped Master Plans.

COMPLETE STREETS Policy M‐2.1 Street Design Adopt and maintain street design standards to optimize mobility for all transportation modes including automobiles, walking, bicycling and transit.

Public Works –
Development Services
and Transportation
General Fund Con.

Not an action item. In 2023, Environmental Programs staff suggests modifying existing GP language to add references to Green Stormwater Infrastructure.

COMPLETE STREETS Policy M‐2.2 Adjacent Land Use
Design roadway alignments, lane widths, medians, parking and bicycle lanes, crosswalks and sidewalks to complement adjacent land uses in keeping with the vision of the Planning Area. Strive to minimize adverse impacts and expand alternative transportation options for all Planning Areas (Special Areas and Neighborhoods). Improvement standards shall also consider the urban, suburban and rural environments found within the City.

Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Reviewed in conjunction with development review.

COMPLETE STREETS Strategy M‐

2.2.1 Rural Road
Improvement
Standards
Consider candidate rural roads and develop specific street improvement standards that preserve the rural character of these streets. Rural roads would typically feature natural landscaping, no sidewalks and narrow unpaved shoulders.

Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Implemented in cooperation with neighborhoods at their request.

COMPLETE STREETS Strategy M‐

2.2.2 Semi–rural Road
Improvements
Standards
Consider candidate semi–rural roads where curb and gutter improvements, and no sidewalks, are appropriate.

Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Implemented in cooperation with neighborhoods at their request.

COMPLETE STREETS Strategy M‐

2.2.3 Urban Road
Improvement
Standards
Develop urban improvement standards for arterials such as Stevens Creek and De Anza Boulevards. In these areas, standards may include wide sidewalks, tree wells, seating, bike racks and appropriate street furniture.

Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Reviewed in conjunction with development review.

COMPLETE STREETS Strategy M‐

2.2.4 Suburban Road
Improvement
Standards
Develop suburban road improvement standards for all streets not designated as rural, semi‐rural or in the Crossroads Area.

Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Reviewed in conjunction with development review.

COMPLETE STREETS Policy M‐2.3 Connectivity Promote pedestrian and bicycle improvements that improve connectivity between planning areas, neighborhoods and services, and foster a sense of community.

Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Implemented through the Bike/Ped Master Plans.

Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
COMPLETE STREETS Policy M‐2.4 Community Impacts
Reduce traffic impacts and support alternative modes of transportation rather than constructing barriers to mobility. Do not close streets unless there is a demonstrated safety or over–whelming through traffic problem and there are no acceptable alternatives since street closures move the problem from one street to another.

Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Ongoing implementation through Safe Routes to School and other programs.

COMPLETE STREETS Policy M‐2.5 Public Accessibility Ensure all new public and private streets are publicly accessible to improve walkability and reduce impacts on existing streets.

Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Reviewed in conjunction with development review.

COMPLETE STREETS Policy M‐2.6 Traffic Calming Consider the implementation of best practices on streets to reduce speeds and make them user–friendly for alternative modes of transportation, including pedestrians and bicyclists.

Public Works –
Transportation and
Development Services
General Fund Con. FY 19/20 Work Plan Item. Traffic calming program funded and ongoing in prior years. This was defunded in 2023.

WALKABILITY AND
BIKEABILITY Policy M‐3.1 Bicycle and Pedestrian
Master Plan
Adopt and maintain a Bicycle and Pedestrian Master Plan, which outlines policies and improvements to streets, extension of trails, and pathways to create a safe way for people of all ages to bike and walk on a daily basis, and as shown in Figure M‐1.

Public Works –
Transportation General Fund IM
Master Plan is completed and ongoing maintenance of these plans will be performed. Implementation ongoing through the Capital Improvement Program. Projects of note include:

Regnart Creek Trail, McClellan Separated bike lane phase 3, and De Anza Blvd Buffered bike lane project. 2016 Bicycle Transportation Plan and 2018 Pedestrian Transportation Plan to be potentially combined into a single Active
Transportation Plan, subject to BPC and Council approval and identification of funding.

WALKABILITY AND
BIKEABILITY Policy M‐3.2 Development
Require new development and redevelopment to increase connectivity through direct and safe pedestrian connections to public amenities, neighborhoods, shopping and employment destinations throughout the City.

Community
Development – Planning;
Public Works –
Transportation and
Development Services
General Fund Con. Not an action item. Reviewed in conjunction with development review.

WALKABILITY AND
BIKEABILITY Policy M‐3.3 Pedestrian and Bicycle
Crossings
Enhance pedestrian and bicycle crossings and pathways at key locations across physical barriers such as creeks, highways and road barriers.

Public Works –
Transportation General Fund Con. Not an action item. Implemented through the Bike/Ped Master Plans.

WALKABILITY AND
BIKEABILITY Policy M‐3.4 Street Widths Preserve and enhance citywide pedestrian and bike connectivity by limiting street widening purely for automobiles as a means of improving traffic flow.

Public Works –
Transportation General Fund Con. Not an action item.

WALKABILITY AND
BIKEABILITY Policy M‐3.5 Curb Cuts Minimize the number and the width of driveway openings.

Community
Development – Planning;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with development review.

WALKABILITY AND

BIKEABILITY
Strategy M‐

3.5.1 Shared Driveway
Access
Encourage property owners to use shared driveway access and use shared driveway access and interconnected roads within blocks, where feasible. Require driveway access closures, consolidations or both when a site is remodeled or redeveloped.

Community
Development – Planning;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with development review.

WALKABILITY AND

BIKEABILITY
Strategy M‐

3.5.2 Direct Access from
Secondary Streets
Encourage property with frontages on major and secondary streets to provide direct access to driveways from the secondary street.

Community
Development – Planning;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with development review.

WALKABILITY AND
BIKEABILITY Policy M‐3.6 Safe Spaces for
Pedestrians
Require parking lots to include clearly defined paths for pedestrians to provide a safe path to building entrances.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with development review.

Public Works –
Transportation and
Capital Improvements
Capital
Improvement
Fund
Con. Not an action item. Implemented through the Capital Improvement Program.

WALKABILITY AND
BIKEABILITY Policy M‐3.8 Bicycle Parking Require new development and redevelopment to provide public and private bicycle parking.

Community
Development – Planning;
Public Works –
Development Services
None Required Con. Not an action item. Implemented through the Municipal Code.

WALKABILITY AND
BIKEABILITY Policy M‐3.9 Outreach Actively engage the community in promoting walking and bicycling through education, encouragement and outreach on improvement projects and programs.

Public Works –
Transportation General Fund Con.

Not an action item. Implemented through the Cityʹs Safe Routes to School program, Sustainability and other mobility programs.

WALKABILITY AND
BIKEABILITY Policy M‐3.10 Quarry Operations Prioritize enforcement of truck speeds from Stevens Creek and the Lehigh Cement Plan on Stevens Canyon Road, and Stevens Creek and Foothill Boulevards.

Santa Clara County
Sheriff’s Department General Fund Con. Not an action item. Ongoing implementation and coordination with Sheriff Department.

TRANSIT Policy M‐4.1 Transit Agencies Coordinate with VTA to improve transportation service, infrastructure and access in the City, and to connect to transportation facilities such as Caltrain and VTA light rail stations.

Public Works –
Transportation None Required Con. Not an action item. Ongoing coordination.

TRANSIT Policy M‐4.2 Local Transportation
Services
Create or partner with transit providers, employers, education institutions, and major commercial entities to minimize gaps within local transportation services.

Public Works –
Transportation General Fund IM
VIA shuttle service was successful between Oct 2019 and March 2020. Service suspended due to COVID‐19 pandemic in March 2020. Service resumed in late 2021. City received an $8.5 million grant in 2022 in partnership with the City of Santa Clara to expand and operate the Via service for 4 years. Via service rebranded as SV Hopper and is ongoing in
partnership with City of Santa Clara. Opportunities for further expansion being investigated.

TRANSIT Policy M‐4.3 Connecting Special
Areas
Identify and implement new or enhanced transit services to connect all Special Areas as identified in Figure PA‐1 (Chapter 2: Planning Areas)
Public Works –
Transportation General Fund IM
VIA shuttle service was successful between Oct 2019 and March 2020. Service suspended due to COVID‐19 pandemic.

Service resumed in late 2021. City received an $8.5 million grant in 2022 partnership with the City of Santa Clara to expand and operate the Via service for 4 years. Via service rebranded as SV Hopper and is ongoing in partnership with City of Santa Clara. Opportunities for further expansion being investigated.

TRANSIT Policy M‐4.4 Transit Facilities with
New Development
Work with VTA and/or major developments to ensure all new development projects include amenities to support public transit including bus stop shelters, space for transit vehicles as appropriate and attractive amenities such as trash receptacles, signage, seating and lighting.

Community
Development – Planning;
Public Works –
Transportation and
Development Services
None Required Con. Not an action item. Reviewed in conjunction with development review.

TRANSIT Policy M‐4.5 Access to Transit
Services
Support right–of–way design and amenities consistent with local transit goals to improve transit as a viable‐way design and amenities consistent with local transit goals to improve transit as a viable alternative to driving.

Community
Development – Planning;
Public Works –
Development Services,
Transportation and
Capital Improvement
Program
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with development review.

Public Works –
Transportation General Fund Con. Not an action item. Ongoing coordination.

TRANSIT Policy M‐4.7
Vallco Shopping
District Transfer
Station
Work with VTA and/or other transportation service organizations to study and develop a transit transfer station that incorporates a hub for alternative transportation services such as, car sharing, bike sharing and/or other services.

Public Works –
Transportation None Required Con.

Coordination with VTA has been active and ongoing,
including active participation with SR 85 PAB and the Transit Guideway Study. Staff is actively participating in the Stevens Creek Corridor Vision Study, which will be addressing
transit needs along the corridor.

SAFE ROUTES TO
SCHOOL Policy M‐5.1 Safe Routes to Schools Promote Safe Routes to Schools programs for all schools serving the City. Public Works – Transportation General Fund Con. Not an action item. Ongoing implementation through the Cityʹs Safe Routes to School program.

SAFE ROUTES TO
SCHOOL Policy M‐5.2 Coordination with
School Districts
Coordinate with the School Districts to develop plans and programs that encourage car/van–pooling, stagger hours of adjacent schools, establish drop‐off locations, and encourage walking and bicycling to school.

Public Works –
Transportation None Required Con. Not an action item. Ongoing implementation through the Cityʹs Safe Routes to School program.

SAFE ROUTES TO
SCHOOL
Strategy M‐

5.2.1 Teen Commission Encourage the Teen Commission to work with schools to encourage year–round programs to incentivize walking and biking to school.

Public Works –
Transportation General Fund Con. Not an action item.

SAFE ROUTES TO
SCHOOL Policy M‐5.3 Prioritizing Projects Ensure that bicycle and pedestrian safety improvements include projects to enhance safe accessibility to schools.

Public Works –
Transportation General Fund Con.

Not an action item. Ongoing implemented through the
Bike/Ped Master Plans, Safe Routes to School Program and Capital Improvement Program.

SAFE ROUTES TO
SCHOOL Policy M‐5.4 Connections to Trails Connect schools to the citywide trail system.‐Connect schools to the citywide trail system. Public Works – Transportation General Fund Con.

Not an action item. Ongoing implemented through the
Bike/Ped Master Plans, Safe Routes to School Program and Capital Improvement Program.

SAFE ROUTES TO
SCHOOL Policy M‐5.5 Education Support education programs that promote safe walking and bicycling to schools. Public Works – Transportation General Fund Con. Not an action item. Implemented through the Cityʹs Safe Routes to School program.

VEHICLE PARKING Policy M‐6.1 Parking Codes
Maintain efficient and updated parking standards to ensure that development provides adequate parking, both on–street and off–street, depending on the characteristics of the development, while also reducing reliance on the automobile.

Community
Development – Planning General Fund Con. Not an action item. Implemented through the Municipal Code.

VEHICLE PARKING Policy M‐6.2 Off–street Parking Ensure new off–street parking is properly designed and efficiently used. Community Development – Planning None Required Con. Not an action item. Reviewed in conjunction with development review.

TRANSPORTATION
IMPACT ANALYSIS Policy M‐7.1
Multi–Modal
Transportation Impact
Analysis
Follow guidelines set by the VTA related to transportation impact analyses, while conforming to State goals for multi‐modal performance targets.

Public Works –
Transportation None Required IM
Transportation Analysis Guidelines have been developed for both CEQA and non‐CEQA evaluation of transportation
impacts of land development, in conformance with SB 743.

TRANSPORTATION
IMPACT ANALYSIS Policy M‐7.2 Protected
Intersections
Consider adopting a Protected Intersection Policy, which would identify intersections where improvements would not be considered, which would degrade the levels of service for non–vehicular modes of transportation. Potential locations include intersections in Priority Development Areas (PDAs) and other areas where non–vehicular transportation is a key consideration, such as, near shopping districts, schools, parks and senior citizen developments.

Public Works –
Transportation General Fund IM
Transportation Analysis Guidelines have been developed for both CEQA and non‐CEQA evaluation of transportation
impacts of land development, in conformance with SB 743.

QUALITY
Policy M‐8.1 Greenhouse Gas
Emissions Promote transportation policies that help to reduce greenhouse gas emissions. City Manager – Sustainability Programs None Required Con. Not an action item. Implemented through various mobility and sustainability program ‐ Bike to Work Day etc.

GREENHOUSE GAS
EMISSIONS AND AIR

QUALITY
Policy M‐8.2 Land Use
Support development and transportation improvements that help reduce greenhouse gas emissions by reducing per capita VMT, reducing impacts on the City’s transportation network and maintaining the desired levels of service for all modes of transportation.

Community
Development – Planning;
Public Works –
Transportation
None Required Con.

Transportation Analysis Guidelines have been developed for both CEQA and non‐CEQA evaluation of transportation
impacts of land development, in conformance with SB 743.

GREENHOUSE GAS
EMISSIONS AND AIR

QUALITY
Policy M‐8.3
Transportation
Systems Management
(TSM) Programs
Employ TSM strategies to improve efficiency of the transportation infrastructure including strategic right–of–way improvements, intelligent transportation systems and optimization of signal timing to coordinate traffic flow.

Public Works –
Transportation General Fund Con.

Not an action item. Ongoing implementation. Completed pilot progam implementing traffic adaptive traffic signal timing on N. De Anza Blvd. Transition to ethernet traffic signal communications in progress with expected completion in
2024.

GREENHOUSE GAS
EMISSIONS AND AIR

QUALITY
Policy M‐8.4
Transportation
Demand Management
(TDM) Programs
Require large employers, including colleges and schools, to develop and maintain TDM programs to reduce vehicle trips generated by their employees and students and develop a tracking method to monitor results.

Community
Development – Planning;
Public Works –
Transportation
None Required Con. Not an action item. Reviewed in conjunction with development review.

GREENHOUSE GAS
EMISSIONS AND AIR

QUALITY
Policy M‐8.5 Design of New
Developments
Encourage new commercial development to provide shared office facilities, cafeterias, daycare facilities, lunchrooms, showers, bicycle parking, home offices, shuttle buses to transit facilities and other amenities that encourage the use of transit, bicycling or walking as commute modes to work. Provide pedestrian pathways and orient buildings to the street to encourage pedestrian activity.

Community
Development – Planning;
Public Works –
Transportation
None Required Con. Not an action item. Reviewed in conjunction with development review.

GREENHOUSE GAS
EMISSIONS AND AIR

QUALITY
Policy M‐8.6 Alternative Fuel
Charging Stations
Develop a city–wide strategy to encourage the construction of a network of public and private alternative fuel vehicle charging/fueling stations.

City Manager –
Sustainability Programs General Fund LR
In 20222023, the City moved forward the following efforts: (1) Sustainability Division completed the update to the Climate Action Plan, which sets strategies and actions to increase adoption of zero‐emission vehicles, (2) in partnership with CDD, brought forward an ordinance to streamline EV charging station permitting processes, (3) in partnership with CDD, brought forward an update to the building codes including local amendments requiring additional electric vehicle
charging stations, (4) in partnership with Public Works, developed an RFP to seek out additional EV charging
stations on City properties..

ROADWAY SYSTEM
EFFICIENCY Policy M‐9.1 Efficient Automobile
Infrastructure
Strive to maximize the efficiency of existing infrastructure by locating appropriate land uses along roadways and retrofitting streets to be accessible for all modes of transportation.

Community
Development – Planning;
Public Works –
Transportation
General Fund Con. Not an action item.

ROADWAY SYSTEM
EFFICIENCY Policy M‐9.2 Reduced Travel
Demand Promote effective TDM programs for existing and new development.

Public Works –
Transportation;
Community
Development – Planning
General Fund Con. Not an action item. Reviewed in conjunction with development review.

ROADWAY SYSTEM
EFFICIENCY Policy M‐9.3 Street Width
Except as required by environmental review for new developments, limit widening of streets as a means of improving traffic efficiency and focus instead on operational improvements to preserve community character.

Public Works –
Transportation General Fund Con.

Not an action item. Reviewed in conjunction with development review. Ongoing implementation through traffic signal
modernization and synchronization efforts.

EFFICIENCY
Strategy M‐

9.3.1 Wolfe Road
Overcrossing
Consider alternate designs for the Wolfe Road/Interstate 280 Interchange (e.g. from partial cloverleaf design to diamond design) when evaluating the need to widen the freeway overcrossing.

Public Works –
Transportation General Fund IM
Project to design widening this freeway overcrossing is underway. Alternatives evaluated and partial cloverleaf was preferred alternative. Beginning of construction of
reconstructed interchange anticipated Summer 2024. Design of replacment interchange is complete. Utility relocations are complete. Construction anticipated 2024 pending
identification of all necessary funding.

ROADWAY SYSTEM

EFFICIENCY
Strategy M‐

9.3.2 Streetscape Design
When reviewing the widening of an existing street, consider aesthetically pleasing enhancements and amenities to improve the safe movement of pedestrians and bicyclists in keeping with the vision of the Planning Area.

Public Works –
Transportation None Required Con. Not an action item. Implemented with the Captial Improvement Program and development review.

TRANSPORTATION
INFRASTRUCTURE Policy M‐10.1 Transportation
Improvement Plan
Develop and implement an updated citywide transportation improvement plan necessary to accommodate vehicular, pedestrian and bicycle transportation improvements to meet the City’s needs.

Public Works –
Transportation General Fund IM
Action completed through development of Bike and Ped
Master Plans and a Transportation Impact Fee project list. City Attorneyʹs Office to consider update to Traffic Impact Fee program in partnership with Transportation Division.

TRANSPORTATION
INFRASTRUCTURE Policy M‐10.2 Transportation Impact
Fee
Ensure sustainable funding levels for the Transportation Improvement Plan by enacting a transportation impact fee for new development.

Public Works –
Transportation General Fund IM
Action completed. TIF adopted in late 2017. TIF update paused in 2021. City Attorneyʹs Office to consider further update to Traffic Impact Fee program in partnership with Transportation Division.

TRANSPORTATION
INFRASTRUCTURE Policy M‐10.3 Multi–Modal
Improvements
Integrate the financing, design and construction of pedestrian and bicycle facilities with street projects.

Build pedestrian and bicycle improvements at the same time as improvements for vehicular circulation to enable travelers to transition from one mode of transportation to another (e.g. bicycle to bus).

Public Works –
Transportation and
Capital Improvements
Capital
Improvement
Fund
Con. Not an action item. Implemented with the Captial
Improvement Program and development review.

TRANSPORTATION
INFRASTRUCTURE Policy M‐10.4 Roadway
Maintenance Funding Identify and secure new funding sources to fund the on‐going routine maintenance of roadways.

Public Works –
Transportation,
Development Services
and Capital
Improvement Program
Capital
Improvement
Fund/Grants
Con. Grant funding routinely used to fund on‐going maintenance to the extent possible.

PLANNING AND

REGIONAL

TRANPORTATION
Policy ES‐1.1 Principles of
Sustainability
Incorporate the principles of sustainability into Cupertino’s planning, infrastructure and development process in order to improve the environment, reduce greenhouse gas emissions, and meet the needs of the community without compromising the needs of future generations.

City Manager –
Sustainability Programs;
Commuity Development
– Planning;
General Fund Con.

Not an action item. This item is executed with distinct projects as directed by Council, for example adopting all‐electric reach codes. In 2021, Council authorized waiving fees for certain landscaping projects that conserve water.

REGIONAL

TRANPORTATION
Strategy ES‐

1.1.1 Climate Action Plan
(CAP)
Adopt, implement and maintain a Climate Action Plan to attain greenhouse gas emission targets consistent with state law and regional requirements. This qualified greenhouse gas emissions reduction plan, by BAAQMD’s definition, will allow for future project CEQA streamlining and will identify measures to:
*Reduce energy use through conservation and efficiency; *Reduce fossil fuel use through multi–modal and alternative transportation; *Maximize use of and, where feasible, install renewable energy resources; *Increase citywide water conservation and recycled water use; *Accelerate Resource Recovery through expanded recycling, composting, extended producer responsibility and procurement practices;
*Promote and incentivize each of those efforts to maximize community participation and impacts; and *Integrate multiple benefits of green infrastructure with climate resiliency and adaptation.

City Manager –
Sustainability Programs General Fund IM
Action completed. CAP adopted in 2016. Climate Action Plan is being updated in FY 20/21 to address a path toward carbon neutrality as well as adding a climate adaptation component.

In August 2022, Council adopted the Climate Action Plan 2.0 which targets a carbon‐neutral City by 2040 or eariler. The CAP

2.0 also includes tools to facilitiate GHG analysis under CEQA by creating GHG thresholds of significance, as well as
checklists that can be used by developers to align compliance with the Cupertino GHG reduction plan according to
California Air Resources Board guidelines.

PLANNING AND

REGIONAL

TRANPORTATION
Strategy ES‐

1.1.2 CAP and
Sustainability
Strategies
Implementation
Periodically review and report on the effectiveness of the measures outlined in the CAP and the strategies in this Element. Institutionalize sustainability by developing a methodology to ensure all environmental, social and lifecycle costs are considered in project, program, policy and budget decisions.

City Manager –
Sustainability Programs General Fund IM
Action completed in 2018. Revising again in CAP update in FY 20/21 fiscal year. After adoption of CAP 2.0 in August 2022, the Sustainability Division is developing an implementation plan to consult with all departments with the aim to incorporate the updated Climate Action Plan actions into City operations. The Council also authorized budget to support an interactive, visual dashboard to facilitiate action tracking within the City and also to improve transparency for the public.

PLANNING AND

REGIONAL

TRANPORTATION
Strategy ES‐

1.1.3 Climate Adaptation
and Resiliency
Conduct a climate vulnerability assessment and set preparedness goals and strategies to safeguard human health and community assets susceptible to the impacts of a changing climate (e.g. increased drought, wildfires, flooding). Incorporate these into all relevant plans, including the Emergency Preparedness Plan, Local Hazard Mitigation Plan, Dam Failure Plan, Climate Action Plan, Watershet Protection Plan and Energy Assuredness Plan.

City Manager –
Sustainability Programs General Fund IM
Action Completed in 2015. In 2022, the Sustainbility team created a draft Climate Vulnerability Assessment which is summarized within the adopted CAP 2.0.

PLANNING AND

REGIONAL

TRANPORTATION
Policy ES‐1.2
Regional Growth and
Transportation
Coordination
Periodically review and report on the effectiveness of the measures outlined in the CAP and the strategies in this Element. Institutionalize sustainability by developing a methodology to ensure all environmental, social and lifecycle costs are considered in project, program, policy and budget decisions.

City Manager –
Sustainability Programs General Fund Con. Ongoing effort with the Sustainability Commission and annual reports to City Council.

PLANNING AND

REGIONAL

TRANPORTATION
Strategy ES‐

1.2.1 Local Plan
Consistency with
Regional Plans
Update and maintain local plans and strategies so they are consistent with One Bay Area Plan to qualify for State transportation and project CEQA streamlining.

Community
Development – Planning;
Public Works –
Transportation
General Fund Con. Not an action item. Reviewed when local plans are updated.

City Manager –
Sustainability Programs None Required IM
Adopted a reach code in 2019 which brings Cupertino above and beyond the state energy code for requiring all‐electric construction in most cases. Updated in 2022 with local
amendments to the California Energy Code.Cupertino’s local reach code was re‐adopted during the 2022 building code update.

ENERGY

SUSTAINABILITY
Strategy ES‐

2.1.1 Coordination Continue to evaluate, and revise as necessary, applicable City plans, codes and procedures for inclusion of Federal, State and regional requirements and conservation targets.

City Manager –
Sustainability Programs General Fund Con.

Not an action item. Reviewed when local plans are updated.

The next major opportunity to evaluate City procedures is to update the Environmental Purchasing Policy. The next major opportunity to evaluate codes is the next Statewide code cycle beginning in calendar year 2022. With the adoption of the CAP

2.0, the Sustainability Division is underway with an
implementation planning process that will identify needed updates to City policies and procedures. The August 2022 legislation from the Federal and State governments present opportunity over the next 5‐10 years for new funding sources to come to Cupertino to support sustainability efforts.

ENERGY

SUSTAINABILITY
Strategy ES‐

2.1.2 Comprehensive
Energy Management
Prepare and implement a comprehensive energy management plan for all applicable municipal facilities and equipment to achieve the energy goals established in the City’s Climate Action Plan. Track the City’s energy use and report findings as part of the CAP reporting schedule. Embed this plan into the City’s Environmentally Preferable Procurement Policy to ensure measures are achieved through all future procurement and construction practices.

City Manager –
Sustainability Programs General Fund IM
The City developed and released a public‐facing and internal‐ facing set of dashboards that are updated in real time to display energy and water consumption at key facilities. A series of automated reports alerts staff to consumption trends and high usage alarms. The Cityʹs energy management efforts identify increased cost exposure to City budgets from increases in water and energy rates. A number of dashboards are
available to staff in order to provide information to better manage energy and water use across City assets. Ongoing effort informed by use of software designed for utility data analysis.

ENERGY

SUSTAINABILITY
Startegy ES‐

2.1.3 Energy Efficient
Replacements
Continue to use life cycle cost analysis to identify City assets for replacement with more energy efficient technology. Utilize available tools to benchmark and showcase city energy efficiency achievements (i.e.

EPA Portfolio Manager, statewide Green Business Program).

City Manager –
Sustainability Programs General Fund Con.

This is not an action item and occurs on a continual basis. Cost analysis has identified the most energy‐intensive and water‐ intensive sites, and the Sustainability Division works with the Capital Improvements and Facilities teams to plan for retrofits.

ENERGY

SUSTAINABILITY
Strategy ES‐

2.1.4 Incentive Program
Consider incentive programs for projects that exceed mandatory requirements and promote incentives from state, county and federal governments for improving energy efficiency and expanding renewable energy installations.

City Manager –
Sustainability Programs General Fund IM
This is an ongoing action. The City actively participates in development and promotion of regional incentive programs in partnership with BayREN, Silicon Valley Clean Energy, and the ABAG POWER natural gas purchasing collective. The Federal and State governments have committed significant resources to funding and technical assistance for sustainability efforts for local communities. The Sustainability Division is working to increase capacity and awareness so all Departments have resources needed to access these funds.

SUSTAINABILITY
Strategy ES‐

2.1.5 Urban Forest Encourage the inclusion of additional shade trees, vegetated stormwater treatment and landscaping to reduce the “heat island effect” in development projects.

City Manager –
Sustainability Programs None Required Con.

Not an action item. Reviewed in conjunction with project review. Heat Island effect is addressed in the Cityʹs reach code and green building ordinance which goes beyond the state requirements. The CAP 2.0 adopted in August 2022 includes an action to create an Urban Canopy Management Plan which will include a study on additional shade trees.

ENERGY

SUSTAINABILITY
Strategy ES ‐

2.1.6 Alternate Energy
Sources
Promote and increase the use of alternate and renewable energy resources for the entire community through effective policies, programs and incentives.

City Manager –
Sustainability Programs General Fund Con. Not an action item.

ENERGY

SUSTAINABILITY
Strategy ES ‐

2.1.7 Energy Co–generation
Systems
Encourage the use of energy co–generation systems through the provision of an awareness program targeting the larger commercial and industrial users‐generation systems through the provision of an awareness program targeting the larger commercial and industrial users and public facilities.

City Manager –
Sustainability Programs None Required Con. Not an action item.

ENERGY

SUSTAINABILITY
Stratagy ES‐

2.1.8 Energy Audits and
Financing
Continue to offer and leverage regional partners’ programs to conduct energy audits and/or subvention programs for homes, commercial, industrial and city facilities, and recommend improvements that lead to energy and cost savings opportunities for participants and encourage adoption of alternative energy technologies. Encourage energy audits to include emerging online and application–based energy analytics and diagnostic tools. Share residential and commercial energy efficiency and renewable energy financing tools through outreach events and civic media assets.

City Manager –
Sustainability Programs General Fund Con. Not an action item.

ENERGY

SUSTAINABILITY
Strategy ES‐

2.1.9 Energy Efficient
Transportation Modes
Continue to encourage fuel–efficient transportation modes such as alternative fuel vehicles, driverless vehicles, public transit, car and van–pooling community and regional shuttle systems, car and bike sharing programs, safe routes to schools, communter benefits, and pedestrian and bicycle paths through infrastructure investment, development incentives, and community education.

City Manager –
Sustainability Programs;
Public Works –
Transportation
General Fund IM
Cityʹs VIA Shuttle program began operation in 2019. The cityʹs own alternative commute program also began operation in August 2019 and has paused due to COVID risk. The VIA
Shuttle program was reinitiated in late 2021. The Pilot program ends in June 2023. Staff has secured $8.465M in grant funding to expand program in partnership with adjacent
jurisdictions. Via service rebranded as SV Hopper and is ongoing in partnership with City of Santa Clara.

Opportunities for further expansion being investigated.

ENERGY

SUSTAINABILITY
Strategy ES‐

2.1.10 Community Choice
Energy
Collaborate with regional partners to evaluate feasibility for development of a Community Choice Energy Program.

City Manager –
Sustainability Programs General Fund N/A Action Completed.

SUSTAINABLE
BUILDINGS Policy ES‐3.1 Green Building
Design Set standards for the design and construction of energy and resource conserving/efficient building. City Manager – Sustainability Programs General Fund N/A Action Completed. Implemented through the Municipal Code.

SUSTAINABLE

BUILDINGS
Strategy ES‐

3.1.1 Green Building
Program
Periodically review and revise the City’s Green Building ordinance to ensure alignment with CALGreen requirements for all major private and public projects that ensure reduction in energy and water use for new development through site selection and building design.

Community
Development – Building
and Planning
General Fund Con. Ongoing operational practice by City staff.

SUSTAINABLE

BUILDINGS
Strategy ES‐

3.1.2 Staff Training
Continue to train appropriate City staff in the design principles, costs and benefits of sustainable building and landscape design. Encourage City staff to attend external trainings on these topics and attain relevant program certifications (e.g. Green Point Rater, LEED Accredited Professional).

City Manager –
Sustainability Programs General Fund Con. Ongoing operational practice by City staff.

SUSTAINABLE

BUILDINGS
Strategy ES‐

3.1.3 Green Building
Informational
Seminars
Conduct and participate in Green Building informational seminars and workshops for members of the design and construction industry, land development, real estate sales, lending institutions, landscaping and design, the building maintenance industry and prospective project applicants.

City Manager –
Sustainability Programs General Fund Con. Annual activity in partnership with BayREN

SUSTAINABLE

BUILDINGS
Strategy ES‐

3.1.4 Green Building
Demonstration
Pursue municipal facility retrofits through a Green Capital Improvement Program (CIP), and new construction projects that exceed CALGreen and achieve third–party certification criteria (e.g. LEED, Living Building Challenge, Zero Net Energy) as a means of creating demonstration spaces for developer and community enrichment.

City Manager –
Sustainability Programs
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review.

AIR QUALITY Policy ES‐4.1 New Development Minimize the air quality impacts of new development projects and air quality impacts that affect new development.

Community
Development – Planning;
Public Works – Capital
Improvement Program
None Required Con. Implement with Strategies ES‐4.1.1 and ES‐4.1.2 AIR QUALITY Strategy ES‐

4.1.1 Toxic Air
Contaminants
Continue to review projects for potential generation of toxic air contaminants at the time of approval and confer with BAAQMD on controls needed are uncertain.

Community
Development – Planning;
Public Works – Capital
Improvement Program
None Required Con.

Not an action item. Reviewed in conjunction with project review. In October 2021, the Council adopted a new Chapter in the Municipal Code to implement regulations requiring all projects to comply with recommendations and requirements from BAAQMD for air quality contaminants.

AIR QUALITY Strategy ES‐

4.1.2 Dust Control Continue to require water application to non–polluting dust control measures during demolition and the duration of the construction period.

Community
Development – Building;
Public Works –
Development Services
and Capital
Improvement Program
None Required Con.

AIR QUALITY Strategy ES‐

4.1.3 Planning Ensure that land use and transportation plans support air quality goals.

Community
Development – Planning;
Public Works –
Transportation
None Required IM
The City adoped a Vehicle Miles Traveled policy and
thresholds in 2021. These help provide the City with tools to address carbon emissions from transportation and align the City with stateʹs goals.

AIR QUALITY Policy ES‐4.2 Existing Development Minimize the air quality impacts of existing development. City Manager ‐ Sustainability Programs None Required Con.

Sustainability division is promoting regional programs to incentivize switching from gas to electric appliances, which directly reduces air quality impacts of natural gas combustion in homes and businesses.

AIR QUALITY Strategy ES‐

4.2.1 Public Education
Program
Establish a citywide public education program providing information on ways to reduce and control emissions; and continue to provide information about alternative commutes, carpooling and restricting exacerbating activities on “Spare the Air” high–emissions days.

City Manager –
Sustainability Programs General Fund Con.

Spare the Air alerts sent out and posted on City website. Cityʹs VIA Shuttle program commenced on Oct. 29, 2019. The VIA Shuttle program was reinitiated in late 2021. Staff has secured $8.465M in grant funding to expand program in partnership with adjacent jurisdictions.

AIR QUALITY Strategy ES‐

4.2.2 Home Occupations Review and consider expanding the allowable home–based businesses in residential zoned properties to reduce the need to commute to work.

Community
Development – Planning General Fund LR No action has been taken with regard to this strategy.

AIR QUALITY Strategy ES‐

4.2.3 Tree Planting in
Private Development
Review and enhance the City’s tree planting and landscaping program and requirements for private development to reduce air pollution levels.

Community
Development – Planning General Fund LR
No action has been taken with regard to this strategy.

Consideration of trees as beneficial to air quality is regulated under CMC 14.18.

4.2.4 Fuel–efficient Vehicles
and Use
Prioritize the purchase, replacement and on–going use of fuel–efficient and low polluting City fleet vehicles. Update applicable policies and programs to require life cycle cost analyses and include alternative fueling infrastructure review and related funding allocations. Update the Vehicle Use Policy and pursue fleet management best practices to support fuel conservation, scheduled maintenance and fleet fuel tracking. Pursue available grant funding to offset the cost of implementing these programs.

Public Works – Service
Center General Fund Con.

Public Works looks to replace internal combustion engine (ICE) vehicles with hybrids or electric vehicles, and implements elements of the Climate Action Plan (CAP). 19% of eligible city vehicles have been converted to electric or hybrid drives.

Starting 2024, at least 50% of new vehicle purchases will be non‐ emmissions vehicles.

AIR QUALITY Strategy ES‐

4.2.5 Point Sources of
Emissions
Continue to seek the cooperation of the BAAQMD to monitor emissions from identified point sources that impact the community. In addition, for sources not within the regulatory jurisdiction of the City, seek cooperation from the applicable regulatory authority to encourage reduction of emissions and dust from the point source.

City Manager –
Sustainability None Required Con.

Ongoing monitoring for the Lehigh Plant being conducted by BAAQMD. The IT and Sustainability teams partnered in 2022 to deploy some additional air quality monitoring stations, as well as a baseline air quality study, which are in the process of developing visuals and alerts for the public. However, these monitors were removed in 2023 as part of the budget
reduction.

AIR QUALITY Policy ES‐4.3 Use of Open Fires and
Fireplaces Discourage high pollution fireplace use. City Manager ‐ Sustainability Programs None Required Con.

Implement with Strategies ES‐4.3.1 and ES‐4.3.2. Sustainability commission has recommended an all‐electric building reach code for new construction, which would directly reduce air quality impacts associated with combustion of natural gas in new buildings, including fireplaces. New construction
electrification code adopted.

AIR QUALITY Strategy ES‐

4.3.1 Education Continue to make BAAQMD literature on reducing pollution from fireplace use available. City Manager ‐ Sustainability Programs None Required Con. Not an action item.

AIR QUALITY Strategy ES‐

4.3.2 Fireplaces Continue to prohibit new wood–burning fireplaces, except EPA certified wood stoves as allowed by the Building Code.

Community
Development – Building None Required Con.

Not an action item. Sustainability commission has
recommended an all‐electric building reach code for new construction, which would directly reduce air quality impacts associated with combustion of natural gas in new buildings, including fireplaces. New construction electrification code adopted.

URBAN AND RURAL
ECOSYSTEMS Policy ES‐5.1 Urban Ecosystem Manage the public and private development to ensure the protection and enhancement of its urban ecosystem.

Public Works – Capital
Improvement Program
and Park Improvement;
Community
Development – Planning
None Required Con. Not an action item. Implement with underlying strategies.

URBAN AND RURAL

ECOSYSTEMS
Strategy ES‐

5.1.1 Landscaping
Ensure that the City’s tree planting, landscaping and open space policies enhance the urban ecosystem by encouraging medians, pedestrian–crossing curb–extensions planting that is native, drought–tolerant, treats stormwater and enhance urban plant, aquatic and animal resources in both, private and public development.

Public Works – Capital
Improvement Program,
Service Center, Park
Improvement,
Environmental
Programs, and
Development Services;
Community
Development – Planning;
General Fund Con.

Not an action item. 2022 ‐ Environmental Programs staff suggests modifying existing GP language to add references to Green Stormwater Infrastructure.

ECOSYSTEMS
Strategy ES‐

5.1.2 Built Environment
Ensure that sustainable landscaping design is incorporated in the development of City facilities, parks and private projects with the inclusion of measures such as tree protection, stormwater treatment and planting of native, drought tolerant landscaping that is beneficial to the environment.

Public Works – Capital
Improvement Program,
Service Center Park
Improvement, and
Development Services;
Community
Development – Planning;
Capital
Improvement
Fund
Con.

Not an action item. Reviewed in conjunction with project review. The Cityʹs green building ordinance as well as
California green building standards contains measures for water‐efficient landscaping and other sustainabile landscaping measures as conditions of obtaining a building permit where applicable. 2022 ‐ Environmental Programs staff suggests modifying existing GP language to add references to Green Stormwater Infrastructure.

URBAN AND RURAL
ECOSYSTEMS Policy ES‐5.2 Development Near
Sensitive Areas
Encourage the clustering of new development away from sensitive areas such as riparian corridors, wildlife habitat and corridors, public open space preserves and ridgelines. New developments in these areas must have a harmonious landscaping plan approved prior to development.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

URBAN AND RURAL

ECOSYSTEMS
Strategy ES‐

5.2.1 Riparian Corridor
Protection Require the protection of riparian corridors through the development approval process.

Community
Development – Planning;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

URBAN AND RURAL
ECOSYSTEMS Policy ES‐5.3
Landscaping In and
Near Natural
Vegetation
Preserve and enhance existing natural vegetation, landscaping features and open space when new development is proposed within existing natural areas. When development is proposed near natural vegetation, encourage the landscaping to be consistent with the palate of vegetation found in the natural vegetation.

Community
Development – Planning;
Public Works – Capital
Improvement Program
and Park Improvement
None Required/
Capital
Improvement
Program
Con.

Not an action item. Reviewed in conjunction with project review. The City Council adopted the Green Infrastructure Plan in September 2019 which prioritizes design features of public CIP projects that promote stormwater retention,
infiltration, and capture of pollution runoff.

URBAN AND RURAL

ECOSYSTEMS
Strategy ES‐

5.3.1 Native Plants
Continue to emphasize the planting of native, drought tolerant, pest resistant, non–invasive, climate appropriate plants and ground covers, particularly for erosion control and to prevent disturbance of the natural terrain.

Public Works –
Environmental
Programs; Community
Development – Planning
None Required Con.

Not an action item. Implemented through the Municipal Code.

The Cityʹs demonstration garden at City Hall is an educational resource for citizens interested in providing natural and drought‐resistent landscaping for their own property.

Sustainability division staff also promotes regional incentive programs to remove turf and replace with native landscaped alternatives.

URBAN AND RURAL

ECOSYSTEMS
Strategy ES‐

5.3.2 Hillsides Minimize lawn area in the hillsides.

Community
Development – Planning;
Public Works –
Development Services
None Required Con.

Not an action item. Implemented through the Municipal Code.

Also implemented by regulations in the newly adopted
Urgency Ordinance related to implementation of SB 9
requirements.

URBAN AND RURAL
ECOSYSTEMS Policy ES‐5.4 Hillside Wildlife
Migration
Confine fencing on hillside property to the area around a building, rather than around an entire site, to allow for migration of wild animals.

Community
Development – Planning None Required Con. Not an action item. Implemented through the Municipal Code.

URBAN AND RURAL
ECOSYSTEMS Policy ES‐5.5 Recreation and
Natural Vegetation
Limit recreation in natural areas to activities compatible and appropriate with preserving natural vegetation, such as hiking, horseback riding, mountain biking and camping.

Public Works – Park
Improvement, Parks and
Recreation ‐ Business
Services and Outdoor
Recreation & Youth
Development
None Required Con. Not an action item. Implemented through the Capital Improvement Program and the Municipal Code.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

URBAN AND RURAL

ECOSYSTEMS
Strategy ES‐

5.6.1 Creek and Water
Course Identification
Require identification of creeks, water courses and riparian areas on site plans and require that they be protected from adjacent development.

Community
Development – Planning;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

URBAN AND RURAL

ECOSYSTEMS
Strategy ES‐

5.6.2 Trail Easements Consider requiring easements for trail linkages if analysis determines that they are needed.

Community
Development – Planning;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

MINERAL RESOURCES Policy ES‐6.1 Mineral Resource
Areas
Cooperatively work with Santa Clara County to ensure that plans for restoration and mining operations at Lehigh Hanson and Stevens Creek quarries consider environmental impacts and mitigations.

City Manager; Public
Works None Required Con. Not an action item. Comments and review conducted as and when projects are proposed.

MINERAL RESOURCES Strategy ES‐

6.1.1 Public Participation Strongly encourage Santa Clara County to engage with the affected neighborhoods when considering changes to restoration plans and mineral extraction activity. City Manager None Required Con. Not an action item. Comments and review conducted as and when projects are proposed.

MINERAL RESOURCES Strategy ES‐

6.1.2 Recreation in
Depleted Mining
Areas
Consider designating abandoned quarries for passive recreation to enhance plant and wildlife habitat and rehabilitate the land.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

WATER Policy ES‐7.1 Natural Water Bodies
and Drainage Systems
In public and private development use Low Impact Development (LID) principles to manage stormwater by mimicking natural hydrology, minimizing grading and protecting or restoring natural drainage systems.

Public Works –
Development Services,
Capital Improvement
Program and
Environmental Programs
General Fund Con.

Not an action item. Implemented through the Municipal Code. 2022 ‐ Environmental Programs staff suggests modifying
existing GP language to add references to Green Stormwater Infrastructure.

WATER Strategy ES‐

7.1.1 Public and Private
Development Plans
Continue to require topographical information; identification of creeks, streams and drainage areas; and grading plans with development proposals to ensure protection and efficient use of water resources.

Community
Development – Planning;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

WATER Policy ES‐7.2 Reduction of
Impervious Surfaces
Minimize stormwater runoff and erosion impacts resulting from development and use Low Impact Development (LID) designs to treat stormwater or recharge groundwater.

Public Works –
Development Services
and Environmental
Programs
None Required Con.

Not an action item. Implemented through the Municipal Code.

Implemented Hardscape Conversion Rebate Program in July 2019 through the Clean Water and Storm Protection Parcel Fee which passed by ballot measure in July 2019. Hardscape
conversion rebate program eliminated in 2023 by Council vote due to extremely low community interest and only one successful rebate application.

WATER Strategy ES‐

7.2.1 Lot Coverage Consider updating lot coverage requirements to include paved surfaces such as driveways and on–grade pervious patios to incentivize the construction of pervious surfaces.

Community
Development – Planning;
Public Works –
Development Services
and Environmental
Programs
General Fund LR
The 2019 California Green Building Standards, as well as Cupertinoʹs local green building ordinance contains measures limiting the amount of impervious surface area for projects seeking a building permit where applicable. The Municipal Regional Permit requires storm drain from all impervious areas be treated through Low Impact Development standards.

7.2.2 Pervious Walkways
and Driveways
Encourage the use of pervious materials for walkways and driveways. If used on public and quasi‐public property, mobility and access for the disabled should take precedence.

Community
Development – Planning;
Public Works –
Development Services
and Environmental
Programs
None Required Con.

WATER Strategy ES‐

7.2.3 Maximize Infiltration Minimize impervious surface areas, and maximize on–site filtration and the use of on–site retention facilities.

Public Works –
Development Services
and Environmental
Programs
None Required Con.

Not an action item. Implemented through the Municipal Code.

WATER Policy ES‐7.3 Pollution and Flow
Impacts
Ensure that surface and groundwater quality impacts are reduced through development review and voluntary efforts.

Public Works –
Development Services
and Environmental
Programs
None Required Con. Not an action item. Implemented through the Municipal Code.

WATER Strategy ES‐

7.3.1 Development Review Require LID designs such as vegetated stormwater treatment systems and green infrastructure to mitigate pollutant loads and flows.

Public Works –
Development Services,
Capital Improvement
Program and
Environmental Programs
None Required Con. Not an action item. Implemented through the Municipal Code.

WATER Strategy ES‐

7.3.2 Creek Clean Up Encourage volunteer organizations to help clean creek beds to reduce pollution and help return waterways to their natural state.

Public Works –
Environmental Programs None Required Con.

Not an action item. Volunteer creek clean up activities organized and conducted in conjunction with City Staff
support 4‐6 times per year.

WATER Policy ES‐7.4 Watershed Based
Planning Review long–term plans and development projects to ensure good stewardship of watersheds. Public Works – Environmental Programs None Required Con. Implement through Strategies ES‐7.4.1, ES‐7.4.2 and ES‐7.4.3 WATER Strategy ES‐

7.4.1 Storm Drainage
Master Plan
Develop and maintain a Storm Drainage Master Plan which identifies facilities needed to prevent “10–year” event street flooding and “100–year” event structure flooding and integrate green infrastructure to meet water quality protection needs in a cost effective manner.

Public Works –
Development Services
and Environmental
Programs
General Fund IM
Storm Drainage Master Plan updated Jan 2019. The City
Council adopted the Green Infrastructure Plan in September 2019. As Capital Improvement projects are developed,
inclusion of stormwater retention features will be evaluated.

WATER Strategy ES‐

7.4.2 Watershed
Management Plans
Work with other agencies to develop broader Watershed Management Plans to model and control the City’s hydrology.

Public Works –
Development Services
and Environmental
Programs
None Required Con. Not an action item. Onging coordination.

WATER Strategy ES‐

7.4.3 Development Review development plans to ensure that projects are examined in the context of impacts on the entire watershed, in order to comply with the City’s non‐point source Municipal Regional Permit.

Public Works –
Development Services
and Environmental
Programs
None Required Con. Not an action item. Implemented through the Municipal Code and reviewed in conjunction with project review.

WATER Policy ES‐7.5 Groundwater
Recharge Sites
Support the SCVWD efforts to find and develop groundwater recharge sites within Cupertino and provide public recreation where possible.

Public Works –
Development Services None Required Con. Not an action item. Ongoing coordination.

Feasibility study recommended as a CWP item by
Sustainability Commission for FY24‐25.

WATER Policy ES‐7.7 Industrial Water
Recycling
Encourage industrial projects in cooperation with the Cupertino Sanitary District, to have long–term conservation measures, including recycling equipment for manufacturing and water supplies in the plant.

City Manager ‐
Sustainability Programs None Required Con. Not an action item.

WATER Policy ES‐7.8 Natural Water
Courses
Retain and restore creek beds, riparian corridors, watercourses and associated vegetation in their natural state to protect wildlife habitat and recreation potential and assist in groundwater percolation. Encourage land acquisition or dedication of such areas.

Public Works – Capital
Improvement Program
and Development
Services
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review.

WATER Strategy ES‐

7.8.1 Inter–Agency
Coordination
Work with the SCVWD and other relevant regional agencies to enhance riparian corridors and provide adequate flood control by use of flow increase mitigation measures, such as hydromofication controls as established by the Municipal Regional Permit.

Public Works –
Development Services None Required Con. Not an action item. Ongoing coordination and implementation through the Municipal Code.

WATER Policy ES‐7.9
Inter–Agency
Coordination for
Water Conservation
Continue to coordinate citywide water conservation and regional water supply problem solving efforts with the SCVWD, SJWC and CALWater.

Public Works –
Environmental
Programs; City Manager
– Sustainability
None Required Con. Not an action item. Ongoing coordination.

WATER Stratey ES‐7.9.1 Water Conservation
Measures
Implement water conservation measures and encourage the implementation of voluntary water conservation measures from the City’s water retailers and SCVWD.

Public Works –
Environmental
Programs; City Manager
– Sustainability,
Community
Development – Planning
General Fund Con.

Not an action item. Ongoing education/ coordination. The drought emergency continuesd in 20222023, with Cupertino facilities enacting water usage restrictions at all parks and City properties.

WATER Policy ES‐7.10
Public Education
Regarding Resource
Conservation
Provide public information regarding resource conservation.

Public Works –
Environmental
Programs; City Manager
– Sustainability
General Fund Con. Not an action item. Ongoing education/ coordination.

WATER Policy ES‐7.10.1 Outreach
Continue to send educational information and notices to households and businesses with water prohibitions, water allocations and conservation tips. Continue to offer featured articles in the Cupertino Scene and Cupertino Courier. Consider providing Public Service Announcements on the City’s Channel and Cupertino Radio.

Public Works –
Environmental
Programs; City Manager
– Sustainability
General Fund Con.

Not an action item. Ongoing education/ coordination. In 2021, the City produced a new banner that was hung over Stevens Creek boulevard making residents aware of the Cityʹs drought resources and messaging. In 2022, the City sent postcards to all commercial and multifamily property owners notifying them of the Statewide restriction on watering non‐functional turf grass. In 2023, there were no direct mailing done, however, drought related resources available on the Cityʹs website.

Public Works – Capital
Improvement Program,
Environmental
Programs, and Service
Center
Capital
Improvement
Fund
Con.

Not an action item. Ongoing education/ coordination.

Implemented at City Hall. The Cityʹs demonstration garden at City Hall is an educational resource for citizens interested in providing natural and drought‐resistent landscaping for their own property. The garden also saves the City significant water and maintenance expense. Sustainability division staff also promotes regional incentive programs to remove turf and replace with native landscaped alternatives. A ribbon cutting was hosted at City Hall for this demonstration garden in August 2019, and the City Staff created an online portal to increase the educational value of this resourse.
cupertino.org/demogarden. Further opportunities will be evaluated with new projects.

WATER Policy ES‐7.11
Water Conservation
and Demand
Reduction Measures
Promote efficient use of water throughout the City in order to meet State and regional water use reduction targets.

Public Works –
Environmental Programs
and Service Center; City
Manager – Sustainability
General Fund Con.

Ongoing implementation of State and Regional intitatives regarding water conservation, as well as education/
coordination. Developed pilot programs such as the City Hall demonstration garden and the Climate Victory Gardens direct‐ install program. In 2023, Climate Victory Gardens not
approved to continue due to budget.

WATER Strategy ES‐

7.11.1 Urban Water
Management Plan
Collaborate with water retailers serving the City in the preparation of their Urban Water Management Plan, including water conservation strategies and programs.

Public Works –
Environmental
Programs, Service Center
None Required Con. Not an action item. Ongoing coordination.

WATER Srategy ES‐

7.11.2 Water Conservation
Standards
Comply with State water conservation standards by either adopting the State standards or alternate standards that are equally efficient.

Public Works –
Environmental Programs
and Service Center;
Community
Development – Building
General Fund IM
Action completed. The City of Cupertino adopted the 2019 update to the California Green Building Standards code, which contains mandatory measures for water conservation both inside buildings and in exterior landscaped areas.

WATER Strategy ES‐

7.11.3 Recycled Water
System
Continue to work with water retailers to promote and expand the availability of recycled water in the City for public and private use.

Public Works –
Development Services None Required Con.

Not an action item. City has been working with SCVWD
regarding the expansion of reclaimed water systems through Cupertino. Feasibility study recommended as a CWP item by Sustainability Commission for FY24‐25.

WATER Strategy ES‐

7.11.4 Recycled Water in
Projects
Encourage and promote the use of recycled water in public and private buildings, open space and streetscape planting.

Public Works –
Development Services,
Capital Improvement
Program and Park
Improvement
None Required Con. Not an action item. Reviewed in conjunction with project review.

WATER Strategy ES‐

7.11.5 On–site Recycled
Water Encourage on‐site water recycling including rainwater harvesting and gray water use.

Public Works –
Development Services,
Environmental Services,
Capital Improvement
Program and Park
Improvement; City
Manager – Sustainability
Programs
None Required Con.

Not an action item. Reviewed in conjunction with project review. In 2023, the Sustainability Division concluded a pilot program which provided direct technical assistance
promoting rainwater harvesting and gray water use. Program not being continued due to budget reductions.

7.11.6 Water Conservation
Programs
Benchmark and continue to track the City’s public and private municipal water use to ensure ongoing accountability and as a means of informing prioritization of future agency water conservation projects.

City Manager –
Sustainability Programs General Fund Con.

Majority of large landscape accounts are in WaterFluence software which sets a water budget and reports for grounds team. Golf Course is a notable exception which is being addressed by Sustainability staff. In 2021, the City responded to the drought by producing a series of internal water use dashboards which were distributed on a regular basis to all facilities and grounds staff, informing them of trends for all the water use consumption billing history. The conservation and awareness efforts continue from the 2021 drought period.

WATER Strategy ES‐

7.11.7 Green Business
Certification and
Water Conservation
Continue to support the City’s Green Business Certification goals of long–term water conservation within City facilities, vegetated stormwater infiltration systems, parks and medians, including installation of low–flow toilets and showers, parks, installation of automatic shut–off valves in lavatories and sinks and water efficient outdoor irrigation.

Public Works –
Environmental Services,
Service Center, Capital
Improvement Program,
City Manager –
Sustainability Programs,
Community
Development
General Fund Con.

Not an action item. Ongoing implementation through the
Capital Improvement Program and Development Review and
through the Cityʹs Green Business Program. In 2022, the City re‐ certified itʹs real estate portfolio as Certified Green Businesses, and is planning for additional ways to promote this program for all business properties in the City. This is a partnership with Economic Development, Sustainability Division, and the County of Santa Clara.

REGIONAL
COORDINATION Policy HS ‐ 1.1 Regional Hazard Risk
Reduction Planning
Coordinate with Santa Clara County and local agencies to implement the Multi‐Juridictional Local Hazard Mitigation Plan (LHMP) for Santa Clara County.

City Manager –
Emergency Services None Required Con.

Not an action item. Cupertino coordinates with Santa Clara County OEM, who provides technical advice and support for implementation of the LHMP through monthly general
meetings, as well as periodic LHMP specific trainings and guidance. The update to the Multijurisdictional Hazard
Mitigation Plan (MJHMP) has been in progress since 2023 and anticipated to be adopted in 2024.

REGIONAL

COORDINATION
Strategy HS ‐

1.1.1 Monitoring and
Budgeting
Monitor and evaluate the success of the LHMP, including local strategies provided in Cupertino Annex (Section 11). Working with Santa Clara County, ensure that strategies are prioritized and implemented through the CIP and provide adequate budget for on–going programs and department operations.

City Manager –
Emergency Services None Required Con.

Santa Clara County OEM contracts with a specialist to support both County and jurisdictional prioritization and
implementation of strategies, and tracking of the program. CIP and budget are responsibility of each jurisdiction. OEM implemented projects from other city plans including CIP and CAP.

REGIONAL

COORDINATION
Strategy HS ‐

1.1.2 Mitigation
Incorporation
Ensure that mitigation actions identified in the LHMP are being incorporated into upcoming City sponsored projects, where appropriate.

City Manager –
Emergency Services General Fund Con.

Not an action item. Santa Clara County OEMʹs strategic vision embraces the ʺWhole Communityʺ philosophy; providing each jurisdiction with on‐ going opportunity to engage in the LHMP process. Cupertino takes full advantage of these processes and is typically ʹat the tableʹ providing city‐level support, review, and feedback.

REGIONAL

COORDINATION
Strategy HS‐

1.1.3 Hazard Mitigation
Plan Amendments
and Updates
Support Santa Clara County in its role as the lead agency that prepares and updates the LHMP. City Manager – Emergency Services General Fund Con.

Not an Action Item. Ongoing coordination occuring. The
Sustainable Communities Strategy (SCS) is in the process of being updated by MTC/ABAG. This document is considering support for sea walls and levees to protect the low levels in the Valley which would help protect infrastructure that provides services to Cupertino such as water treatment plant and land fills.

REGIONAL
COORDINATION Policy HS ‐ 1.2 Sea Level Rise
Protection Ensure all areas in Cupertino are adequately protected for the anticipated effects of sea level rise.

Public Works –
Development Services
and Capital
Improvement Program
General Fund Con. Not an Action Item. Ongoing coordination occuring.

REGIONAL

COORDINATION
Strategy HS‐

1.2.1 Monitor Rising Sea
Level
Regularly coordinate with regional, state, and federal agencies on rising sea levels in the San Francisco Bay and major tributaries to determine if additional adaptation strategies should be implemented to address flooding hazards. This includes monitoring FEMA flood map updates to identify areas in the City susceptible to sea level rise, addressing changes to state and regional sea and Bay level rise estimates, and coordinating with adjacent municipalities on flood control improvements as appropriate.

Public Works –
Development Services None Con. Not an Action Item. Ongoing coordination occuring.

REGIONAL

COORDINATION
Strategy HS ‐

1.2.2 Flood Insurance Rate
Maps
Provide to the public, as available, up–to–date Flood Insurance Rate Maps (FIRM) that identify rising sea levels and changing flood conditions.

Public Works –
Development Services General Fund Con. Not an Action Item. Ongoing coordination occuring.

EMERGENCY
PREPAREDNESS Policy HS ‐ 2.1 Promote Emergency
Preparedness
Distribute multi–hazard emergency preparedness information for all threats identified in the emergency plan. Information will be provided through Cardiopulmonary Resuscitation (CPR), First Aid and Community Emergency Response Team (CERT) training, lectures and seminars on emergency preparedness, publication of monthly safety articles in the Cupertino Scene, posting of information on the Emergency Preparedness website and coordination of video and printed information at the library.

City Manger –
Emergency Services General Fund Con.

CPR, First Aid, and CERT classes provided by the Santa Clara County Fire Department (SCCFD). CERT training is communal for the seven cities served by SCCFD. The Cupertino Scene continues to feature articles on emergency preparedness, public safety, and community awareness. The Scene’s calendar section highlights upcoming emergency preparedness classes and events. Printed material is maintained in the lobby of City Hall and Quinlan Center. Advancements made in hazard
awareness and information sharing on
www.cupertino.org/emergency

EMERGENCY
PREPAREDNESS Policy HS ‐ 2.2
Emergency
Operations and
Training
Ensure ongoing training of identified City staff on their functions/ responsibilities in the EOC and in disaster preparedness, first aid and CPR.

City Manger –
Emergency Services General Fund Con.

Not an action item. Staff are trained every two years in CPR, with first aid training for Public Works. Staff is working on providing first aid training to all staff. EOC staff receive EOC training from the County and the City has started customized trainings in‐house as well. A full, localized EOC training program was implemented in 2023.

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.2.1 Emergency
Operations Center
(EOC)
Review options to provide functional and seismic upgrades to the EOC facility at City Hall or explore alternative locations for the EOC.

Public Works – Capital
Improvement Program General Fund LR
City Hall building is seismically deficient and does not meet “essential services” standards that are desired for an EOC.

Schedule to improve the building to this standard is unknown.

EOC functionality build‐out is continuing, including
upgrading monitors, IT systems support improvements,
replacement of chairs with safer alternatves, and evaluating replacement tables. Recent remodeling at the Service Center will make it more functional as the alternate site for the EOC.

Torre Avenue Annex building is being considered for an
alternative EOC location.

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.2.2 Employee Training Conduct regular exercises and participate in regional exercises to ensure that employees are adequately trained.

City Manager –
Emergency Services General Fund Con.

Not an action item. The EOC partially exercises in
accompaniment with the annual County EOC exercise (itself often part of a Bay Area regional exercise). With the turnover of senior staff and EOC staff, initial training is occuring to lead up to a City EOC exercise. Regular exercises and drills are conducted with City staff, including participation in the Bay Area regional exerices. In 2023, the City implemented an in‐ house exercise series to test the current EOP and develop recommendations for a 2024 EOP revision.

EMERGENCY
PREPAREDNESS Policy HS ‐ 2.3 Volunteer Groups Continue to encourage the ongoing use of volunteer groups to augment emergency services, and clearly define responsibilities during a local emergency.

City Manager –
Emergency Services None Required Con.

Not an action item. Continue to support the Cupertino Citizen Corps (CCC) volunteer program and provide trainings and exercises. CCC helps build the Cityʹs response capabilities and designed to integrate with other City resources as appropriate.

For example, CCC integrated with City employees during
Public Safety Power Shutoff (PSPS) informational canvassing efforts in Oct. ʹ19

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.3.1 Cupertino Citizen
Corps
Continue to support the Cupertino Amateur Radio Emergency Services (CARES), Community Emergency Response Team (CERT) and Medical Reserve Corp (MRC) programs to ensure the development of neighborhood based emergency preparedness throughout the City. Encourage ongoing cooperation with CERTs in other cities.

City Manager –
Emergency Services General Fund Con.

Not an action item. The City supports training and resource requests from Cupertino Citizen Corps expanding coordination and communications capability during a disaster. CERT
participates in countywide projects and exercises and regularly attends countywide CERT Leadership Team (CCLT) meetings.

CARES regularly atends SCC RACES trainings, leadership
meetings, and regular commnication exercises. MRC
participates in regular trainings and City exercises.

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.3.2 Community Groups Continue pre–disaster agreements with appropriate community groups to provide specified post–disaster assistance, through the Emergency Service Coordinator and with the advice of the City Attorney.

City Manager –
Emergency Services General Fund Con.

Not an action item. The City continues to partner with
community groups as appropriate such as the Red Cross and CADRE.

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.3.3 American Red Cross Continue to implement the American Red Cross agreements under the direction of the Director of Emergency Services during a disaster.

City Manager –
Emergency Services General Fund Con. Not an action item. The City continues to implement agreements with the American Red Cross.

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.3.4 Shelter Provisions Continue the agreement with designated shelter sites to provide space for emergency supply containers. City Manager – Emergency Services General Fund Con.

Not an action item. Existing shelter site agreements remain in place. The storage container and supplies are in place at Quinlan Community Center

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.3.5 Amateur Radio
Operators
Continue to support training and cooperation between the City and Cupertino Amateur Radio Emergency Service (CARES) to prepare for emergency communications needs.

City Manager –
Emergency Services General Fund Con.

Not an action item. Training opportunities focused around City events such as annual 5K runs, 4th of July event, and various festivals. Response during Public Safety Power Shutoff (PSPS) events in Oct. ʹ19 demonstrated coordination between City employees and CCC (CARES, CERT, etc.).

EMERGENCY
PREPAREDNESS Policy HS ‐ 2.4 Emergency Public
Information Maintain an Emergency Public Information program to be used during emergency situations. City Manager – Emergency Services General Fund Con.

Not an action item. City Communications has a system in place. Developing an emergency
communications annex to the Emergency
Operations Base Plan (EOP) is a priority for OES in FY 20/21.

An Alert, Warning, and Notification program was
implemented in 2022.

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.4.1 Communication
Methods
Use the local TV channel, Cupertino Alert System (CAS), the Internet and other communication methods to transmit information to the citizenry.

City Manager –
Emergency Services General Fund Con.

This is not an action item. Preparedness
information is published on tranditional media and social media platforms. During periods of emergency and alert, these notifications increase.

An emergency communications annex is in development to
include the various
communication methods.

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.4.2 Public Information
Office
Activate the Public Information in coordination with the Sheriff and the Fire Department to provide accurate information to the public as needed.

City Manager –
Emergency Services General Fund Con.

Not an action item. This is coordinated by SCC Office of Emergency Management (OEM) during periods of concern.

OEM hosts conference calls, which are used in part to
coordinate public information between the participants, including the Sheriffʹs Oﬃce, the Fire Department, and
Cupertino OES.

EMERGENCY
PREPAREDNESS Policy HS ‐ 2.5 Disaster Medical
Response
Continue to coordinate with the appropriate County agencies and local emergency clinics to ensure preparedness and provide disaster medical response. Coordinate with the CERT member throughout the City to ensure that they are prepared to provide emergency support and first aid at the neighborhood level.

City Manager –
Emergency Services General Fund
This is not an action item. The City continues to coordinate with County Emergency Medical Services and the County
Public Health Department for awareness of their systems and capabilities to provide disaster medical response. Existing plans on getting response requests to County dispatch in the case of a total communcations (telephone, mobile phone, etc.) outage. Citizen Corps members are provided refresher first aid training. This training is practiced during City public service events (the 5K runs, Fourth of July, various festivals, etc.).

EMERGENCY

PREPAREDNESS
Strategy HS ‐

2.5.1 Memorandum of
Understanding
(MOU)
Develop a MOU with local emergency clinics. The County’s role and involvement in emergencies should be considered in development of the MOU.

City Manager –
Emergency Services General Fund Con.

This is not an action item. Although there are ʹfree‐
standingʹ physician oﬃces in the City, there are no known public emergency medical clinics in the City. Long‐term care facilities, and any companion medical components, are
coordinated through, and supported by, the County
Emergency Medical Services Agency and the County Public Health Department

EMERGENCY
PREPAREDNESS Policy HS ‐ 2.6 Military Facilities and
Readiness
Consider the impact of development on neighboring military facilities and maintain military airspace to ensure military readiness.

Community
Development – Planning General Fund Con. There are no abutting military facilities or airspace over Cupertino.

FIRE SAFETY Policy HS ‐ 3.1 Regional
Coordination
Coordinate wildland fire prevention efforts with adjacent jurisdictions. Encourage the County and the Midpeninsula Open Space District to implement measures to reduce fire hazards, including putting into effect the fire reduction policies of the County Public Safety Element, continuing efforts in fuel management, and considering the use of “green” fire break uses for open space lands.

Santa Clara County Fire General Fund Con. The City participates in the Countyʹs Weed Abatement program to ensure fire safety
FIRE SAFETY Policy HS ‐ 3.2 Early Project Review Involve the Fire Department in the early design stage of all projects requiring public review to assure Fire Department input and modification as needed.

Community
Development – Building
and Planning; Santa
Clara County Fire
General Fund Con. Not an action item. Ongoing coordination.

FIRE SAFETY Policy HS ‐ 3.3 Emergency Access Ensure adequate emergency access is provided for all new hillside development.

Santa Clara County Fire;
Community
Development – Building
None Required Con. Not an action item.Reviewed in conjunction with project review.

3.3.1 Roadway Design Create an all–weather emergency road system to serve rural areas.

Public Works –
Development Services
and Capital
Improvement Program;
Santa Clara County Fire
General Fund Con. Not an action item. Reviewed in conjunction with project review.

FIRE SAFETY Strategy HS ‐

3.3.2 Dead–End Street
Access
Allow public use of private roadways during an emergency for hillside subdivisions that have dead–end public streets longer than 1,000 feet or find a secondary means of access.

Santa Clara County Fire;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

FIRE SAFETY Strategy HS ‐

3.3.3 Hillside Access
Routes
Require new hillside development to have frequent grade breaks in access routes to ensure a timely response from fire personnel.

Santa Clara County Fire;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

FIRE SAFETY Strategy HS ‐

3.3.4 Hillside Road
Upgrades Require new hillside development to upgrade existing access roads to meet Fire Code and City standards.

Santa Clara County Fire;
Public Works –
Development Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

FIRE SAFETY Policy HS ‐ 3.4
Private Residential
Electronic Security
Gates
Discourage the use of private residential electronic security gates that act as a barrier to emergency personnel.

Community
Development – Planning None Required Con. Not an action item. Implemented through the Municipal Code.

FIRE SAFETY Strategy HS ‐

3.4.1 Location Require a fence exception for electronic security gates in certain areas. Community Development – Planning None Required Con. Not an action item. Implemented through the Municipal Code.

FIRE SAFETY Strategy HS ‐

3.4.2 Access to Gates Where electronic security gates are allowed, require the installation of an approved key switch to be accessed by the Fire District.

Community
Development – Building;
Santa Clara County Fire
None Required Con. Not an action item. Implemented through the Municipal Code.

FIRE SAFETY Policy HS ‐ 3.5
Commercial and
Industrial Fire
Protection Guidelines
Coordinate with the Fire Department to develop new guidelines for fire protection for commercial and industrial land uses.

Community
Development – Building General Fund Con. Not an action item. Implemented through the Municipal and Fire Code.

FIRE SAFETY Policy HS ‐ 3.6
Fire Prevention and
Emergency
Preparedness
Promote fire prevention and emergency preparedness through city–initiated public education programs, the government television channel, the government television channel, the Internet, and the Cupertino Scene.

City Manager –
Emergency Services General Fund Con.

Not an action item. There is coordinated public education of life safety conducted by the City, including Personal
Emergency Preparedness classes. Some information is also provided on the City radio station (1670 AM). The Scene periodically features articles regarding emergency
preparedness and fire safety.

FIRE SAFETY Policy HS ‐ 3.7 Multi–Story Buildings Ensure that adequate fire protection is built into the design of multi–story buildings and require on–site fire suppression materials and equipment.

Santa Clara County Fire;
Community
Development – Building
General Fund Con. Not an action item. Implemented throught the Municipal and Fire Codes.

FIRE SAFETY Policy HS ‐ 3.8 Extension of Water
Service
Encourage the water companies to extend water service into the hillside and canyon areas and encourage cooperation between water utility companies and the Fire Department in order to keep water systems in pace with growth and firefighting service needs.

Santa Clara County Fire;
Community
Development – Building
General Fund Con. Not an action item. Reviewed in conjunction with project review.

PUBLIC SAFETY Policy HS ‐ 4.1 Neighborhood
Awareness Programs
Continue to support the Neighborhood Watch Program and other similar programs intended to help neighborhoods prevent crime through social interaction.

City Manager – Public
Affairs General Fund Con. Not an action item.

Public Works – Capital
Improvement Program
and Park Improvement;
Community
Development – Planning
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review.

PUBLIC SAFETY Strategy HS ‐

4.2.1 Perimeter Roads for
Parks Encircle neighborhood parks with a public road to provide visual accessibility whenever possible.

Public Works – Capital
Improvement Program
and Park Improvement
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review.

PUBLIC SAFETY Strategy HS ‐

4.2.2 Development Review Continue to request County Sheriff review and comment on development applications for security and public safety measures.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

PUBLIC SAFETY Policy HS ‐ 4.3 Fiscal Impacts Recognize fiscal impacts to the County Sheriff and City of Cupertino when approving various land use mixes.

Community
Development – Planning
and City Manager –
Economic Development
None Required Con. Not an action item. Reviewed in conjunction with project review.

GEOLOGIC AND
SEISMIC HAZARDS Policy HS ‐ 5.1 Seismic and Geologic
Review Process
Evaluate new development proposals within mapped potential hazard zones using a formal seismic/geologic review process. Use Table HS ‐ 3 of this Element to determine the level of review required.

Community
Development – Building
and Planning; Public
Works – Development
Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

GEOLOGIC AND
SEISMIC HAZARDS
Strategy HS ‐

5.1.1 Geotechnical and
Structural Analysis
Require any site with a slope exceeding 10% to reference the Landslide Hazard Potential Zone maps of the State of California for all required geotechnical and structural analysis.

Community
Development – Building
and Planning; Public
Works – Development
Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

GEOLOGIC AND
SEISMIC HAZARDS
Strategy HS ‐

5.1.2 Residential Upgrades
Require that any residential facility, that is being increased more than 50% assessed value or physical size, conform to all provisions of the current building code throughout the entire structure. Owners of residential buildings with known structural defects, such as un–reinforced garage openings, “soft first story” construction, unbolted foundations, or inadequate sheer walls are encouraged to take steps to remedy the problem and bring their buildings up to the current building code.

Community
Development – Building
and Planning
None Required Con. Not an action item. Reviewed in conjunction with project review.

GEOLOGIC AND
SEISMIC HAZARDS
Strategy HS ‐

5.1.3 Geologic Review Continue to implement and update geologic review procedures for Geologic Reports required by the Municipal Code through the development review process.

Community
Development – Building
and Planning; Public
Works – Development
Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

GEOLOGIC AND
SEISMIC HAZARDS Policy HS ‐ 5.2 Public Education on
Seismic Safety
Reinforce the existing public education programs to help residents minimize hazards resulting from earthquakes.

City Manager –
Emergency Services General Fund Con. Not an action item. Ongoing coordination/ education.

GEOLOGIC AND
SEISMIC HAZARDS
Strategy HS ‐

5.2.1 Covenant on Seismic
Risk
Require developers to record a covenant to tell future residents in high–risk areas about the risk and inform them that more information is in City Hall records. This is in addition to the State requirement that information on the geological report is recorded on the face of subdivision maps.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

5.2.2 Emergency
Preparedness
Publish and promote emergency preparedness activities and drills. Use the City social media, and the website to provide safety tips that may include identifying and correcting household hazards, knowing how and when to turn off utilities, helping family members protect themselves during and after an earthquake, recommending neighborhood preparation activities, and advising residents to maintain an emergency supply kit containing first–aid supplies, food, drinking water and battery operated radios and flashlights.

City Manager –
Emergency Services General Fund Con.

Not an action item. Presented in Personal
Emergency Preparedness classes offered by the
Cityʹs Oﬃce of Emergency Services. Distribution
of printed materials in the lobby of City Hall and
on the City website.

GEOLOGIC AND
SEISMIC HAZARDS
Strategy HS ‐

5.2.3 Neighborhood
Response Groups
Encourage participation in CERT training. Train neighborhood groups to care for themselves during disasters. Actively assist in neighborhood drills and safety exercises to increase participation and build community support.

City Manager –
Emergency Services General Fund Con.

Not an action item. The Santa Clara County Fire
Department provides CERT training for
community members. When requested by
neighborhood groups, Cupertinoʹs Oﬃce of
Emergency Services will present preparedness
information and support, including exercises. This
would include the Block Leader Program.

GEOLOGIC AND
SEISMIC HAZARDS
Strategy HS ‐

5.2.4 Dependent
Populations
As part of community–wide efforts, actively cooperate with State agencies that oversee facilities for persons with disabilities and those with access and functional needs, to ensure that such facilities conform to all health and safety requirements, including emergency planning, training, exercises and employee education.

City Manager –
Emergency Services General Fund Con.

Not an action item. As situations arise, the City cooperates with State agencies overseeing facilities for those with disabilities and access and functional needs.

GEOLOGIC AND
SEISMIC HAZARDS
Strategy HS ‐

5.2.5 Foreign Language
Emergency
Information
Obtain translated emergency preparedness materials and make them available to appropriate foreign language populations.

City Manager –
Emergency Services General Fund Con.

Not an action item. Foreign language emergency preparedness information is available. During an emergency, the City has the ability to translate materials and can also receive translation support from the County.

HAZARDOUS
MATERIALS Policy HS ‐ 6.1 Hazardous Materials
Storage and Disposal
Require the proper storage and disposal of hazardous materials to prevent leakage, potential explosions, fire or the release of harmful fumes. Maintain information channels to the residential and business communities about the illegality and danger of dumping hazardous material and waste in the storm drain system or in creeks.

Public Works –
Environmental
Programs; Santa Clara
County Fire
General Fund Con. Not an action item. Reviewed in conjunction with project review. Ongoing coordination/ education.

HAZARDOUS
MATERIALS Policy HS ‐ 6.2
Proximity of
Residents to
Hazardous Materials
Assess future residents’ exposure to hazardous materials when new residential development or sensitive populations are proposed in existing industrial and manufacturing areas. Do not allow residential development or sensitive populations if such hazardous conditions cannot be mitigated to an acceptable level of risk.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

HAZARDOUS
MATERIALS Policy HS ‐ 6.3 Electromagnetic
Fields (EMF) Ensure that projects meet Federal and State standards for EMF emissions through development review. Community Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

HAZARDOUS
MATERIALS Policy HS ‐ 6.4 Educational Programs
Continue to encourage residents and businesses to use non– and less– hazardous products, especially less toxic pest control products, to slow the generation of new hazardous waste requiring disposal through the county–wide program.

Public Works –
Environmental Programs
and Service Center
General Fund Con. Not an action item. Ongoing implementation.

HAZARDOUS
MATERIALS Policy HS ‐ 6.5 Hazardous Waste
Disposals
Continue to support and facilitate, for residences and businesses, a convenient opportunity to properly dispose of hazardous waste.

Public Works –
Environmental Programs General Fund Con.

Not an action item. Ongoing implementation. In January 2019, the Cityʹs door to door Household Hazardous Waste (HHW) Program dissolved and residents were redirected to utilize the Countyʹs HHW drop‐off program.

HAZARDOUS

MATERIALS
Strategy HS ‐

6.5.1 Partner on Hazardous
Waste Collection and
Disposal
Continue to explore efficient, economical and convenient ways to offer Household Hazardous Waste collection for residents in partnership with the Solid Waste contractor or the County.

Public Works –
Environmental Programs General Fund Con. Not an action item. Ongoing implementation.

HAZARDOUS

MATERIALS
Strategy HS ‐

6.5.2 Educational Materials Publish educational materials about the program in the Cupertino Scene, City website, and brochures that are distributed throughout the community.

Public Works –
Environmental Programs General Fund Con. Not an action item. Ongoing coordination/ education.

FLOODING Policy HS ‐ 7.1 Evacuation Map Prepare and update periodically an evacuation map for the flood hazard areas and distribute it to the general public.

Public Works –
Development Services
and Service Center
General Fund Con. Evacuation Map and Street signage has been prepared and installed. Ongoing evaluation is occuring.

FLOODING Policy HS ‐ 7.2 Emergency Response
to Dam Failure Ensure that Cupertino is prepared to respond to a potential dam failure.

City Manager –
Emergency Services;
Public Works
General Fund Con.

Implemented through Strategies HS‐7.2.1 and HS‐ 7.2.2. The Stevens Creek Dam Failure Plan was adopted in 2012 and a comprehensive network of flood evacuation signs were placed in late 2014 on streets that would be impacted from a dam failure.

FLOODING Strategy HS ‐

7.2.1 Emergency and
Evacuation Plan
Maintain and update a Stevens Creek Dam Failure Plan, including alert, warning and notification systems and appropriate signage.

City Manager –
Emergency Services General Fund IM
Action completed. Adopted in 2012. Online at:
https://www.cupertino.org/home/showdocument? id=7424.

Alert, warning, notification are major components of these plans.

FLOODING Strategy HS ‐

7.2.2 Inter–agency
Cooperation
Continue to coordinate dam–related evacuation plans and alert/notification systems with the City of Sunnyvale, the SCVWD and Santa Clara County to ensure that traffic management between the agencies facilities life safety. Also work with other neighboring cities to enhance communication and coordination during a dam–related emergency.

City Manager –
Emergency Services General Fund Con.

Not an action item. The Santa Clara Valley Water District is scheduled to revise its Stevens Creek Dam Emergency Plan in 2020. Santa Clara Valley Water District revised the Stevens Creek Dam Emergency Plan and provides annual updates to alert, warning, and notifications processes. This will facilitate updating the Cityʹs Dam Failure Plan, as well as the
coordination with SCVWD on dam damage survey efforts.

FLOODING Policy HS ‐ 7.3
Existing
Non–Residential Uses
in the Flood Plain
Allow commercial and recreational uses that are now exclusively within the flood plan to remain in their present use or to be used for agriculture, provided it does not conflict with Federal, State and regional requirements.

Public Works –
Development Services;
Community
Development – Planning
None Required Con. Not an action item.

FLOODING Policy HS ‐ 7.4 Construction in Flood
Plains
Continue to implement land use, zoning and building code regulations limiting new construction in the already urbanized flood hazard areas recognized by the Federal Flood Insurance Administrator.

Community
Development – Planning General Fund Con. Not an action item.

FLOODING Strategy HS ‐

7.4.1 Dwellings in Flood
Plains
Discourage new residential development in regulated flood plains. Regulate all types of redevelopment in natural flood plains. This includes discouraging fill materials and obstructions that may increase flood potential or modify the natural riparian corridors.

Public Works –
Development Services None Required Con. Not an action item. Information provided to property owners/ applicants as needed.

FLOODING Strategy HS ‐

7.4.2 Description of Flood
Zone Regulation
Continue to maintain and update a map of potential flood hazard areas and a description of flood zone regulations on the City’s website.

Public Works –
Development Services General Fund Con. Ongoing coordination/ education.

FLOODING Strategy HS ‐

7.4.3 National Flood
Insurance Program
Community Rating
System
Continue to participate in the National Flood Insurance Program (NFIP) Community Rating System (CRS).

Public Works –
Development Services General Fund Con. Ongoing coordination.

Public Works –
Development Services None Required Con. Not an action item. Implemented through the Municipal Code.

FLOODING Policy HS ‐ 7.6
Stability of Existing
Water Storage
Facilities
Assure the structural integrity of water storage facilities. Public Works – Capital Improvement Program General Fund Con. Not an action item.

FLOODING Strategy HS ‐

7.6.1 Coordination with
other Agencies
Work closely with the San Jose Water Company and owners of other water storage facilities to develop and implement a program to monitor the stability of all existing water storage facilities and related improvements, such as: distribution lines, connections and other system components.

Public Works – Capital
Improvement Program General Fund Con. Not an action item. Ongoing coordination.

NOISE Policy HS ‐ 8.1 Land Use Decision
Evaluation
Use the Land Use Compatibility for Community Noise Environments chart, the Future Noise Contour Map (see Figure D‐1 in Appendix D) and the City Municipal Code to evaluate land use decisions.

Community
Development – Planning None Required Con. Not an action item.

NOISE Policy HS ‐ 8.2 Building and Site
Design Minimize noise impacts through appropriate building and site design.

Community
Development – Planning
and Building
None Required Con. Not an action item. Implemented through the Municipal Code.

NOISE Strategy HS ‐

8.2.1 Commercial Delivery
Areas
Locate delivery areas for new commercial and industrial developments away from existing or planned homes.

Community
Development – Planning
and Building
None Required Con. Not an action item. Reviewed in conjunction with project review.

NOISE Strategy HS ‐

8.2.2 Noise Control
Techniques
Require analysis and implementation of techniques to control the effects of noise from industrial equipment and processes for projects new low‐intensity residential uses.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

NOISE Strategy HS ‐

8.2.3 Sound Wall
Requirements
Exercise discretion in requiring sound walls to be sure that all other measures of noise control have been explored and that the sound wall blends with the neighborhood. Sound walls should be designed and landscaped to fit into the environment.

Community
Development – Planning None Required Con. Not an action item. Reviewed in conjunction with project review.

NOISE Policy HS ‐ 8.3
Construction and
Maintenance
Activities
Regulate construction and maintenance activities. Establish and enforce reasonable allowable periods of the day, during weekdays, weekends and holidays for construction activities. Require construction contractors to use the best available technology to minimize excessive noise and vibration from construction equipment such as pile drivers, jack hammers, and vibratory rollers.

Community
Development – Planning
and Building
General Fund Con. Not an action item. Implemented through the Municipal Code.

NOISE Policy HS ‐ 8.4 Freeway Design and
Neighborhood Noise
Ensure that roads and development along Highway 85 and Interstate 280 are designed and improved in a way that minimizes neighborhood noise.

Public Works –
Transportation and
Development Services
Capital
Improvement
Fund; General
Fund
Con. Not an action item. Reviewed in conjunction with project review.

NOISE Policy HS ‐ 8.5 Neighborhoods Review residents’ needs for convenience and safety and prioritize them over the convenient movement of commute or through traffic where practical.

Public Works –
Transportation
Capital
Improvement
Fund
Con. Not an action item. Reviewed with project review/ Capital Improvement Program.

NOISE Policy HS ‐ 8.6
Traffic Calming
Solutions to Traffic
Noise
Evaluate solutions to discourage through traffic in neighborhoods through enhanced paving and modified street design.

Public Works –
Transportation
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

NOISE Strategy HS ‐

8.6.1 Local Improvement Modify street design to minimize noise impact to neighbors. Public Works – Transportation
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con Topic Policy/
Strategy No. Policy/Strategy Title General Plan Policy/Strategy Text Responsible Department(s)
Funding
Source(s) Timeframe Comment
NOISE Policy HS ‐ 8.7
Reduction of Noise
from Trucking
Operations
Work to carry out noise mitigation measures to diminish noise along Foothill and Stevens Creek Boulevards from the quarry and cement plant trucking operations. These measures include regulation of truck speed, the volume of truck activity, and trucking activity hours to avoid late evening and early morning. Alternatives to truck transport, specifically rail, are strongly encouraged when feasible.

Public Works –
Transportation General Fund Con. Not an action item. Ongoing coordination/ implementation.

NOISE Strategy HS ‐

8.7.1 Restrictions in the
County’s Use Permit
Coordinate with the County to restrict the noise of trucks, their speed and noise levels along Foothill and Stevens Creek Boulevards, to the extent allowed in the Use Permit. Ensure that restrictions are monitored and enforced by the County.

Public Works –
Transportation General Fund Con. Not an action item. Ongoing coordination/ implementation.

NOISE Strategy HS ‐

8.7.2 Road Improvements
to Reduce Truck
Impacts
Consider road improvements such as medians, landscaping, noise attenuating asphalt, and other methods to reduce quarry truck impacts.

Public Works –
Transportation General Fund con. Not an action item. Ongoing coordination/ implementation.

CITYWIDE
INFRASTRUCTURE Policy INF ‐ 1.1 Infrastructure
Planning
Upgrade and enhance the City’s infrastructure through the City’s Capital Improvement Program (CIP) and requirements for development.

Public Works – Capital
Improvement Program General Fund Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

CITYWIDE

INFRASTRUCTURE
Strategy INF ‐

1.1.1 Capital Improvement
Program Ensure that CIP projects reflect the goals and policies identified in Community Vision 2040. Public Works – Capital Improvement Program General Fund Con. Not an action item. Planning Commission annually reviews the Capital Imp. Program for conformance with the General Plan.

CITYWIDE

INFRASTRUCTURE
Strategy INF ‐

1.1.2 Design Capacity
Ensure that public infrastructure is designed to meet planned needs and to avoid the need for future upsizing. Maintain a balance between meeting future growth needs and over–sizing of infrastructure to avoid fiscal impacts or impacts to other goals.

Public Works – Capital
Improvement Program,
Development Services
and Transportation
General Fund,
Grants Con. Not an action item. Ongoing coordination/ implementation.

CITYWIDE

INFRASTRUCTURE
Strategy INF ‐

1.1.3 Coordination
Require coordination of construction activity between various providers, particularly in City facilities and rights–of–way, to ensure that the community is not unnecessarily inconvenienced. Require that providers maintain adequate space for all utilities when planning and constructing their infrastructure.

Public Works –
Development Services
General Fund,
Grants Con. Not an action item. Ongoing coordination.

CITYWIDE
INFRASTRUCTURE Policy INF ‐ 1.2 Maintenance Ensure that existing facilities are maintained to meet the commuity’s needs. Public Works – Service Center
General Fund,
Grants Con.

Not an action item. Implemented through the Capital
Improvement Program, Engineering and maintenance
activities.

CITYWIDE
INFRASTRUCTURE Policy INF ‐ 1.3 Coordination Coordinate with utility and service providers to ensure that their planning and operations meet the City’s service standards and future growth.

Public Works –
Development Services None Required con. Not an action item. Ongoing coordination

CITYWIDE
INFRASTRUCTURE Policy INF ‐ 1.4 Funding Explore various strategies and opportunities to fund existing and future infrastructure needs.

Public Works –
Transportation and
Capital Improvement
Program
General Fund Con. Not an action item. Implemented through the Capital Improvement Program.

CITYWIDE

INFRASTRUCTURE
Strategy INF ‐

1.4.1 Existing Infrastructure Require developers to expand or upgrade existing infrastructure to increase capacity, or pay their fair share, as appropriate.

Public Works –
Transportation and
Development Services
None Required Con. Not an action item. Reviewed in conjunction with project review.

CITYWIDE

INFRASTRUCTURE
Strategy INF ‐

1.4.2 Future Infrastructure
Needs
For new infrastructure, require new development to pay its fair share of, or to extend or construct, improvements to accommodate growth without impacting service levels.

Public Works –
Development Services,
Transportation and
Capital Improvement
Program
None Required con.

Not an action item. Implemented in conjunction with project review. Environmental Services Division staff recommend implementing an ordinance that requires private developers to construct green stormwater infrastructure.

CITYWIDE

INFRASTRUCTURE
Strategy INF ‐

1.4.3 Economic
Development
Prioritize funding of infrastructure to stimulate economic development and job creation in order to increase opportunities for municipal revenue.

Public Works –
Transportation and
Capital Improvement
Program
General Fund;
Capital
Improvement
Fund
Con. Not an action item. Implemented through the Capital Improvement Program.

RIGHTS–OF–WAY Policy INF ‐ 2.1 Maintenance Maintain the City’s rights–of–way and traffic operations systems.

Public Works –
Transportation and
Capital Improvement
Program
General Fund;
Grants Con. Not an action item.

RIGHTS–OF–WAY Policy INF ‐ 2.2 Multi–modal Systems Ensure that City rights–of–way are planned for a variety of transportation alternatives including pedestrian, bicycle, automobile, as well as new technologies such as driverless cars, etc.

Public Works –
Transportation, Service
Center and Capital
Improvement Program
General Fund;
Grants Con. Not an action item. Implemented through the Capital Improvement Program and Bike/Ped Master plans.

RIGHTS–OF–WAY Policy INF ‐ 2.3 Green Streets Explore the development of a “green streets” program to minimize stormwater runoff in City rights–of–way.

Public Works –
Transportation,
Environmental Programs
and Capital
Improvement Program
General Fund;
Grants LR
Attempts have been made to identify a ʺgreen streetsʺ project through the Capital Improvement Program. Ongoing.

Municipal Regional Permit requires continued effort to
evaluate all projects for Green Stormwater Infrastructure opportunities.

RIGHTS–OF–WAY Policy INF ‐ 2.4 Undergrounding
Utilities
Explore undergrounding of utilities through providers, public projects, private development and agency funding programs and grants.

Public Works –
Development Services
General Fund;
Grants Con. Not an action item. Implemeneted through the Capital Improvement Program.

RIGHTS–OF–WAY Strategy INF ‐

2.4.1 Public and Provider
Generated Projects
Require undergrounding of all new infrastructure projects constructed by public agencies and providers.

Work with providers to underground existing overhead lines.

Public Works –
Development Services
General Fund;
Grants Con. Not an action item. Ongoing coordination.

RIGHTS–OF–WAY Strategy INF ‐

2.4.2 Development Require undergrounding of all utility lines in new developments and highly encourage undergrounding in remodels or redevelopment of major projects.

Public Works –
Development Services
General Fund;
Grants Con. Not an action item. Reviewed in conjunction with project review.

RIGHTS–OF–WAY Policy INF ‐ 2.5 Recycled Water
Infrastructure Plan for citywide access to recycled water and encourage its use. Public Works – Development Services General Fund Con.

Attempts have been made to require development projects to route recycled water to Stevens Creek Blvd. Opportunities to expand the recycled water system into Cupertino are ongoing.

RIGHTS–OF–WAY Strategy INF ‐

2.5.1 Availability Expand the availability of a recycled water system through public infrastructure projects and development review.

Public Works –
Development Services
and Capital
Improvement Program,
Capital
Improvement
Fund
Con.

Attempts have been made to require development projects to route recycled water to Stevens Creek Blvd. Opportunities to expand the recycled water system into Cupertino are ongoing.

Feasibility study recommended as a CWP item by
Sustainability Commission for FY24‐25.

RIGHTS–OF–WAY Strategy INF ‐

2.5.2 Use Encourage private and public projects to incorporate the use of recycled water for landscaping and other uses.

Public Works –
Development Services
and Capital
Improvement Program
Con.

Attempts have been made to require development projects to route recycled water to Stevens Creek Blvd and also to require dual plumbing to allow use of recycled water.

RIGHTS–OF–WAY Strategy INF ‐

2.5.3 City Facilities Design and retrofit City buildings, facilities and landscaping to use recycled water, to the extent feasible.

Public Works – Capital
Improvement Program
and Service Center
Capital
Improvement
Fund
Con. Not an action item. When recycled water services are available, coordination will occur.

WATER Policy INF ‐ 3.1 Coordination with
Providers
Coordinate with water providers and agencies in their planning and infrastructure process to ensure that the City continues to have adequate supply for current needs and future growth.

Public Works –
Development Services General Fund Con. Not an action item. Ongoing coordination.

WATER Strategy INF ‐

3.1.1 Maintenance Coordinate with providers to ensure that water and recycled water delivery systems are maintained in good condition.

Public Works –
Development Services General Fund Con. Not an action item. Ongoing coordination.

Public Works –
Environmental
Programs; City Manager
– Sustainability
General Fund Con. Not an action item. Ongoing coordination, including participation in regional water conservation efforts..

STORMWATER Policy INF ‐ 4.1 Planning and
Management
Create plans and operational policies to develop and maintain an effective and efficient stormwater system.

Public Works – Sevice
Center and
Environmental Programs
General Fund Con.

Council adopted an updated Storm Drain Master Plan in Jan. 2019. Projects consistent with the Master Plan will be identified for the Councilʹs consideration for inclusion in the CIP in upcoming years. Vac truck puchased in 2022 to enable on‐ demand response and maintenance. In‐pipe rover with
camera purchased in 2023 to enable investigation of issues.

STORMWATER Strategy INF ‐

4.1.1 Management Reduce the demand on storm drain capacity through implementation of programs that meet and even exceed on–site drainage requirements.

Public Works –
Development Services
and Environmental
Programs
General Fund Con. Not an action item. Implemented in conjunction with project review.

STORMWATER Strategy INF ‐

4.1.2 Infrastructure Develop a Capital Improvement Program (CIP) for the City’s storm drain infrastructure that meets the current and future needs of the community.

Public Works – Capital
Improvement Program
Capital
Improvement
Fund
IM/LR
Council adopted an updated Storm Drain Master Plan in Jan. 2019. Projects consistent with the Master Plan will be identified for the Councilʹs consideration for inclusion in the CIP in upcoming years
STORMWATER Strategy INF ‐

4.1.3 Maintenance Ensure that City’s storm drain infrastructure is appropriately maintained to reduce flood hazards through implementation of best practices.

Public Works – Service
Center
Capital
Improvement
Fund
Con.

Not an action item. Ongoing maintenance . Storm Drain
Funding acquired through Clean Water and Storm Protection Parcel Fee ballot measure in July 2019. Vac truck puchased in 2022 to enable on‐demand response and maintenance. In‐
pipe rover with camera purchased in 2023 to enable
investigation of issues.

STORMWATER Policy INF ‐ 4.2 Funding Develop permanent sources of funding stormwater infrastructure construction and maintenance. Public Works – Environmental Programs General Fund IM
Action Completed. Storm Drain Funding acquired through Clean Water and Storm Protection Parcel Fee ballot measure in July 2019. Ongoing ‐ brought to Council annually for renewal of both fees.

STORMWATER Strategy INF ‐

4.2.1 Ongoing Operations
Review other funding strategies to pay for the ongoing operations and maintenance of the storm drain system per State and regional requirements. Note: additional policies that meet State and regional runoff reduction are described in the Environmental Resources and Sustainability Element.

Public Works –
Environmental Programs General Fund Con. Not an action item. Ongoing coordination.

WASTEWATER Policy INF ‐ 5.1 Infrastructure Ensure that the infrastructure plans for Cupertino’s waste water system providers continue to meet the City’s current and future needs.

Public Works –
Development Services General Fund Con. Not an action item. Ongoing coordination.

WASTEWATER Strategy INF ‐

5.1.1 Coordination
Coordination with the Cupertino Sanitary District on their Master Plan and the Sunnyvale Treatment Plant to develop a comprehensive capital improvement program to ensure adequate capacity for future development anticipated with General Plan buildout.

Public Works –
Development Services General Fund Con. Not an action item. Ongoing coordination.

WASTEWATER Strategy INF ‐

5.1.2 Development Require developers to pay their fair share of costs for, or in some cases construct, infrastructure upgrades to ensure that service levels are met.

Public Works –
Development Services Con. Not an action item. Implemented in conjunction with project review.

Public Works –
Development Services General Fund con. Not an action item. Ongoing coordination.

TELE‐
COMMUNICATIONS Policy INF ‐ 6.1 Telecommunications
Master Plan
Maintain and update a Telecommunications Master Plan with regulations and guidelines for wireless and emerging technologies.

Information
ServicesPublic Works –
Development Services;
Community
Development – Planning;
General Fund Wireless and Fiber Optic Master Plan has been prepared.

TELE‐
COMMUNICATIONS Policy INF ‐ 6.2 Coordination Coordinate with providers to improve access and delivery of services to businesses and homes.

Information Services;
Public Works –
Development Services;
Community
Development – Planning
General Fund Con. Not an action item. Ongoing coordination.

TELE‐

COMMUNICATIONS
Strategy INF ‐

6.2.1 Facility Upgrades
When possible, require service providers to upgrade existing facilities as part of permit or lease renewals.

Encourage use of newer technologies that allow the facility components to be reduced in size or improve screening or camouflaging.

Public Works –
Development Services;
Community
Development – Planning
General Fund Con. Not an action item. Ongoing coordination.

TELE‐

COMMUNICATIONS
Strategy INF ‐

6.2.2 Improved Access Work with providers to expand service to areas that are not served by telecommunications technologies.

Information Services –
Communications; Public
Works – Development
Services;
General Fund Con. Not an action item. Ongoing coordination.

TELE‐

COMMUNICATIONS
Strategy INF ‐

6.2.3 City Facilities Encourage leasing of City sites to expand access to telecommunications services. Develop standards for the incorporation of telecommunications systems and public use.

Information Services;
Public Works –
Development Services
General Fund Con. Not an action item. Ongoing coordination.

TELE‐

COMMUNICATIONS
Strategy INF ‐

6.2.4 Agency and Private
Facilities
Encourage the installation of communications infrastructure in facilities owned by other public agencies and private development.

Public Works –
Development Services General Fund con.

Not an action item. Ongoing coordination.

Telecommunications facilities proposed for the Sports Center were requested by Council to be relocated.

TELE‐

COMMUNICATIONS
Strategy INF ‐

6.2.5 Communications
Infrastructure Support the extension and access to telecommunications infrastructure such as fiber optic cables. Public Works – Development Services General Fund LR
Wireless and Fiber Optic Master Plan has been prepared.

Planning Commision recommended in the 2020 General Plan Annual Report process that the City establish consistent aesthetic standards for 5G infrastructure for all carriers.

TELE‐
COMMUNICATIONS Policy INF ‐ 6.3 Emerging
Technologies
Encourage new and innovative technologies and partner with providers to provide the community with accesss to these services. Information Services General Fund LR The Information Services team has implemented several
technologies in the City since adoption of the 2015 General Plan. These include the 311 service software, and Accela for permit review
TELE‐

COMMUNICATIONS
Strategy INF ‐

6.3.1 Strategic Technology
Plan Create and update a Strategic Technology Plan for the City to improve service efficiency. Information Services – Information Technology General Fund IM
Implementation of current three year Strategic Technology Plan began in Oct 2017. All projects in this plan have been completed or will be complete by September 2020. Strategic Technology plans are available online at:
www.cupertino.org/home/showdocument?id=169 66.

Public Works –
Environmental Programs General Fund Con.

Ongoing coordination and is included as a performance
measure in the Cityʹs Waste Hauler Franchise Agreement. In May 2023, Council approved including processing of
Municipal Solid Waste for removal of recycable and
compostable materials as part of the search for new post‐ collection waste disposition services.

SOLID WASTE Policy INF ‐ 7.2 Facilities Ensure that public and private developments build new and on–site facilities and/or retrofit existing on–site facilities to meet the City’s waste diversion requirements.

Public Works –
Environmental Programs General Fund Con. Not an action item. Implemented in conjunction with project review.

SOLID WASTE Policy INF ‐ 7.3 Operations Encourage public agencies and private property owners to design their operations to exceed regulatory waste diversion requirements.

Public Works –
Environmental Programs General Fund Con. Not an action item. Ongoing coordination. Implemented in conjunction with project review.

SOLID WASTE Strategy INF ‐

7.3.1 City Facilities and
Events
Design new City facilities and retrofit existing facilities and event venues with recycling and trash collection bins to facilitate easy disposal of recyclable and compostable waste by staff and the public.

Public Works –
Environmental Programs
and Capital
Improvement Program
General Fund Con.

Not an action item. Implemented in conjunction with project review. Work continued in 2021 to develop a citywide Zero Waste Plan. Waste reduction goals captured in Climate
Action Plan 2.0.

SOLID WASTE Policy INF ‐ 7.4 Product Stewardship Per the City’s Extended Producer Responsibility (EPR) policy, support statewide and regional EPR initiatives and legislation to reduce waste and toxins in products, processes and packaging.

Public Works –
Environmental Programs General Fund Con. Not an action item. Ongoing coordination.

REDUCE, REUSE AND
RECYCLE Policy INF ‐ 8.1 Reducing Waste Meet or exceed Federal, State and regional requirements for solid waste diversion through implementation of programs.

Public Works –
Environmental Programs General Fund Con.

Not an action item. Ongoing coordination. Diversion
requirements captured in franchised hauling agreement and municipal code. Waste reduction and diversion goals also captured in Climate Action Plan 2.0.

REDUCE, REUSE AND

RECYCLE
Strategy INF ‐

8.1.1 Outreach Conduct and enhance programs that promote waste reduction through partnerships with schools, institutions, businesses and homes.

Public Works –
Environmental Programs General Fund Con.

Not an action item. Ongoing coordination. Food waste
diversion pilot planning began in 2023 with CUSD. Outreach and coordination with other institutions and large employers ongoing per the requirements of SB1383 and local ordinance.

REDUCE, REUSE AND

RECYCLE
Strategy INF ‐

8.1.2 Hazardous Waste Work with providers and businesses to provide convenient hazardous and e–waste facilities for the community.

Public Works –
Environmental Programs General Fund Con. Not an action item. Ongoing coordination.

REDUCE, REUSE AND

RECYCLE
Strategy INF ‐

8.1.3 Preferential
Purchasing
Maintain and update a City preferential purchasing policy to products that reduce packaging waste, greenhouse gas emissions, toxic contaminants and are reusable.

Public Works –
Environmental Programs
and City Manager –
Sustainability
General Fund Con. Not an action item. Ongoing coordination.

REDUCE, REUSE AND

RECYCLE
Strategy INF ‐

8.1.4 Reuse
Encourage reuse of materials and reusable products. Develop a program for reuse of materials and reusable products in City facilities and outreach programs for community–wide participation by promoting community–wide garage sales and online venues.

Public Works –
Environmental Programs General Fund Con. Not an action item. Ongoing coordination.

REDUCE, REUSE AND

RECYCLE
Strategy INF ‐

8.1.5 Collaboration Collaborate with agencies and large businesses or projects to enhance opportunities for community–wide recycling, reuse and reduction programs.

Public Works –
Environmental Programs General Fund Con. Not an action item. Ongoing coordination.

REDUCE, REUSE AND

RECYCLE
Strategy INF ‐

8.1.6 Construction Waste Encourage recycling and reuse of building materials during demolition and construction of City, agency and private projects.

Public Works –
Environmental Programs General Fund Con.

Not an action item. Ongoing coordination. Current municipal code requires 65% or more of mixed construction and
demolition debris be diverted from landfill from qualifying projects. As of 2023, require use of Green Halo material tracking online service for reporting of materials generated and their disposal diversion rates.

RECYCLE
Strategy INF ‐

8.1.7 Recycled Materials Encourage the use of recycled materials and sustainably harvested materials in City, agency and private projects.

Public Works –
Environmental Programs
and Capital
Improvement Program
General Fund Con.

Not an action item. Implemented in conjunction with project review. City purchasing of materials is subject to the Environmental Purchasing Policy. Ongoing
PARKS AND OPEN
SPACE Policy RPC ‐ 1.1 Parks and Recreation
Master Plan
Prepare a citywide Parks and Recreation Master Plan that outlines policies and strategies to plan for the communities open space and recreational needs.

Parks and Recreation –
Business Services; Public
Works – Park
Improvement
General Fund IM Completed ‐ Adopted by the City Council on February 18. 2020.

PARKS AND OPEN
SPACE
Strategy RPC ‐

1.1.1 Stevens Creek
Corridor Master Plan
Prepare a master plan for the park and open space corridor along Stevens Creek including McClellan Ranch, McClellan Ranch West, Blackberry Farm, the Blackberry Farm golf course, Stocklmeir and Blesch properties and the Nathan Hall Tank House area.

Parks and Recreation –
Business Services; Public
Works – Park
Improvement
General Fund LR Anticipated to be intiated after 2025
PARKS AND OPEN
SPACE
Strategy RPC ‐

1.1.2 Civic Center Master
Plan
Prepare a master plan that addresses the needs of the elements in the Civic Center area including City Hall, Community Hall, Library Field, Library programming, function and meeting space and community gathering space and parking needs.

Public Works – Capital
Improvement Program
and Park Improvement
General Fund IM/LR
Civic Center Master Plan provides guidance on capital projects in this node. Library expansion project was included in the Civic Center Master Plan and was constructed in 2021.

PARKS AND OPEN
SPACE Policy RPC ‐ 1.2 Parkland Standards Continue to implement a parkland acquisition and implementation program that provides a minimum of three acres per 1,000 residents.

Public Works –
Development Services
General Fund;
Developer Fees Con. Not an action item.

PARKS AND OPEN
SPACE
Strategy INF ‐

1.2.1 Park Size
Require target for parks based on function and activity supported as part of the Parks and Recreation Master Plan. While the preferred size for most neighborhood parks is about 3.5 acres for flexibility of use, smaller size parks may be considered based on opportunities and circumstances.

Parks and Recreation –
Business Services; Public
Works – Park
Improvement
General Fund Con. Not an action item.

PARKS AND OPEN
SPACE
Strategy RPC ‐

1.2.2 Amend Parkland
Standard
Explore increasing the parkland standard to five acres per 1,000 residents as part of the citywide Parks and Recreation Master Plan.

Public Works – Park
Improvement General Fund LR
No action has been taken with regard to this strategy. This is an aspirational goal. The Parks Master Plan does not propose any change to the current 3 acre/1000 residents standard.

PARKS AND OPEN
SPACE Policy RPC ‐ 1.3 Capital Improvement
Program (CIP)
Ensure that CIP projects reflect the goals and policies identified in the Community Vision 2040, establishing a criteria for ranking CIP proposals for the highest and best selection of community projects.

Public Works – Capital
Improvement Program General Fund Con. Not an action item.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Policy 2.1 Parkland Acquisition
The City’s parkland acquisition strategy should be based upon three broad objectives:
*Distributing parks equitably throughout the City;
*Connecting and providing access by providing paths, improved pedestrian and bike connectivity and signage; and
*Obtaining creek lands and restoring creek and other natural open space areas, including strips of land adjacent to creeks that may be utilized in creating buffer areas, trails and trail amenities.

Public Works – Park
Improvement, Capital
Improvement Program
and Development
Services
General Fund;
Developer Fees Con.

Not an action item. The Parks Master Plan in
consideration include Park Equity Heat Maps to
indicate park deficient areas

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.1.1 Dedication of
Parkland
New developments, in areas where parkland deficiencies have been identified, should be required to dedicate parkland rather than paying in–lieu fees.

Public Works –
Development Services General Fund Con. Not an action item. Reviewed in conjunction with project review.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.1.2 Public Use of School
Sites
Zone all public school sites for public use to allow for the public to use sites, when not in use by schools, through shared arrangements.

Public Works – Service
Center General Fund Con.

Most school sites have joint use agreements in place to allow use of open spaces. The City looks for additional agreements as the opportunities arise.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.1.3 Acquisition of Surplus
Properties
Explore acquisition of surplus school and agency properties for parkland. Take advantage of the Naylor Act to purchase surplus school sites.

Public Works –
Development Services
and Park Improvement
General Fund Con. Not an action item.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Policy RPC ‐ 2.2
Private Open Space
and Recreation
Facilities
Encourage the continued existence and profitability of private open space and recreation facilities through incentives and development controls.

Community
Development – Planning General Fund Con. Implemented through Strategies RPC‐2.2.1 and RPC 2.2.2

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.2.1 Existing Facilities Encourage the continued existence of private recreational facilities through land use zoning and incentives.

Community
Development – Planning General Fund Con. Not an action item. Existing zoning allows private recreational facilities to be a conforming use.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.2.2 New Facilities

*Require major developments to incorporate private open space and recreational facilities, and seek their cooperation in making the spaces publicly accessible.
*Where feasible, ensure park space is publicly accessible (as opposed to private space). *Encourage active areas to serve community needs. However, a combination of active and passive areas can be provided based on the setting.
*Integrate park facilities into the surroundings.
*If public parkland is not dedicated, require park fees based on a formula that considers the extent to which the publicly–accessible facilities meet community need.

Community
Development – Planning;
Public Works –
Development Services
Con. Not an action item. Implemented through the Municipal Code.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Policy RPC ‐2.3 Parkland Distribution
Strive for an equitable distribution of parks and recreational facilities through the City. Park acquisition should be based on the following priority list. Accessibility to parks should be a component of the acquisition plan.

High Priority: Parks in neighborhoods or areas that have few or no park and recreational areas.

Medium Priority: Parks in neighborhoods that have other agency facilities such school fields and districts facilities, but no City parks.

Low Priority: Neighborhoods and areas that have park and recreational areas which may be slightly less than the adopted City’s parkland standard.

Private Development: Consider pocket parks in new and renovated projects to provide opportunities for publicly–accessible park areas.

Public Works –
Development Services
and Capital
Improvement Program
General Fund,
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Policy RPC ‐ 2.4 Connectivity and
Access
Ensure that each home is within a half–mile walk of a neighborhood park or community park with neighborhood facilites; ensure that walking and biking routes are reasonably free of physical barriers, including streets with heavy traffic; provide pedestrian links between parks, wherever possible; and provide adequate directional and site signage to identify public parks.

Public Works –
Development Services,
Transportation and
Capital Improvement
Program; Community
Development – Planning
General Fund,
Capital
Improvement
Fund
Con. Not an action iem. Reviewed in conjunction with project review to the extent allowed by State law.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.4.1 Pedestrian and Bicycle
Planning
Implement recommendations in the Bicycle and Pedestrian Plans to link employment and special areas, and neighborhood to services including parks, schools and neighborhood shopping.

Public Works –
Transportation and
Capital Improvement
Program
General Fund;
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.4.2 Signage Adopt and maintain a master signage plan for all public parks to ensure adequate and consistent signage is provided to identify public recreational areas.

Public Works – Capital
Improvement Program
General Fund;
Capital
Improvement
Fund
Con. Not an action item. Ongoing coordination.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Policy RPC ‐ 2.5 Range of Park
Activities Provide parks and recreational facilities for a variety of recreational activities.

Public Works – Park
Improvement; Parks and
Recreation – Business
Services
General Fund Con. Not an action item. Ongoing coordination and planning.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.5.1 Special Needs Extend recreational opportunities for special needs groups (senior, disabled, visually–challenged, etc.) by making improvements to existing facilities and trails.

Parks and Recreation –
Business Services; Public
Works – Park
Improvement
General Fund,
Capital
Improvement
Fund
Con.

Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program. Jollyman All Inclusive Play Area to be completed in 2024.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.5.2 Recreational Facilities Explore the possibility of providing additional access to existing facilities such as gymnasiums, swimming pools and tennis courts.

Parks and Recreation –
Business Services General Fund LR
On March 2, 2021, City Council reviewed the current status of the RRRPD City Work Program item and unanimously carried the motion to delay the consideration of the annexation of the district until RRRPD completed their strategic visioning and outreach process and the RRRPD Board of Directors made a formal recommendation on the subject of City acquisition and annexation. In addition, the delay would allow for community engagement in long‐term planning for aquatics facilities in Cupertino.

Memo was send to City Council November 2021 stating
RRRPDs and community survey results showing opposition to the Cit
y aquisition of RRRPD. No further action taken.

ACQUISITION,
DISTRIBUTION AND
RANGE OF SERVICES
Strategy RPC ‐

2.5.3 Community Gardens Encourage community gardens, which provide a more livable environment by controlling physical factors such as temperature, noise and pollution.

Parks and Recreation –
Outdoor Recreation &
Youth Development;
Public Works – Park
Improvement
General Fund Con.

Not an action item. Capital Improvement Program completed Community Gardens at McClellan Ranch and Wilson Park
and is looking at other opportunities elsewhere in the City.

PRESERVATION Policy RPC ‐ 3.1 Preservation of
Natural Areas
Design parks to utilize natural features and the topography of the site in order to protect natural features and keep maintenance costs low.

Public Works – Parks
Improvement and
Capital Improvement
Program
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

PRESERVATION Strategy RPC ‐

3.1.1 Native Planting Maximize the use of native plants and drought–tolerant planting.

Public Work – Capital
Improvement Program,
Service Center and Park
Improvement
General Fund Con.

Not an action item. Reviewed in conjunction with project review/Capital Improvement Program and ongoing
maintenance activities.

PRESERVATION Strategy RPC ‐

3.1.2 Natural Habitat Where possible, restore and provide access to creeks and riparian habitat.

Public Work – Capital
Improvement Program,
Service Center and Park
Improvement
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

PRESERVATION Strategy RPC ‐

3.1.3 Nature Play Areas Where appropriate, consider establishing Nature Play Areas in lieu of the more conventional play equipment.

Public Works – Park
Improvement
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

Public Works – Capital
Improvement Program General Fund Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

INTEGRATION Policy RPC ‐ 4.2 Park Safety Design parks to enhance public safety by providing visibility to the street and access for public safety responders.

Public Works – Capital
Improvement Program General Fund Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

TRAILS Policy RPC ‐ 5.1 Open Space and Trail
Linkages
Dedicate or acquire open space land along creeks and utility through regional cooperation, grants and private development review.

Public Works –
Development Services
and Capital
Improvement Program;
Community
Development – Planning
General
Fund/Grants Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

TRAILS Strategy RPC ‐

5.1.1 Pedestrian and Bike
Planning
Implement recommendations in the Bicycle and Pedestrian Plan that link trails and open space to neighborhoods and special areas.

Public Works –
Transportation
Capital
Improvement
Fund/Grants
Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

TRAILS Strategy RPC ‐

5.1.2 Trail Projects
Implement trail projects described in this Element; evaluate any safety, security and privacy impacts and mitigations associated with trail development; and work with affected neighbors in locating trails to ensure that their concerns are appropriately addressed.

Public Works –
Transportation and
Capital Improvement
Program
Capital
Improvement
Fund/Grants
Con. Not an action item. Implemented through the Bike/Ped Master Plan. E.g. Regnart Creek Trail.

TRAILS Strategy RPC ‐

5.1.3 Dedicated Trail
Easements
Require dedication or easements for trails, as well as their implementation, as part of the development review process, where appropriate.

Public Works –
Development Services
and Transportation
General Fund;
Developer fees Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

TRAILS Strategy RPC ‐

5.1.4 Joint Use Agreement Establish a Joint Use Agreement with the SCVWD that enhances the implementation of a trail program which increases the use of, and sets standards and measures for, creek trails.

Public Works – Capital
Improvement Program
and Transportation
General Fund Con. Established on an as‐needed basis. E.g. Regnart Creek Trail.

TRAILS Policy RPC ‐ 5.2 Pedestrian and Bicycle
Paths
Develop a citywide network of pedestrian and bicycle pathways to connect employment center, shopping areas and neighborhoods to services including parks, schools, libraries and neighborhood centers.

Public Works –
Transportation and
Capital Improvement
Program
Capital
Improvement
Fund/Grants
Con. Not an action item. Implmented through the Bike/Ped Master Plans.

RECREATION
PROGRAMS AND

SERVICES
Policy RPC ‐ 6.1 Diverse Programs Ensure that the City continues to offer a wide range of programs to serve diverse populations of all ages and abilities.

Parks and Recreation –
Business Services General Fund Con. Not an action item.

RECREATION
PROGRAMS AND

SERVICES
Policy RPC ‐ 6.2 Partnerships
Enhance the City’s recreational programs and library service through partnerships with other agencies and non–profit organizations. Maintain and strengthen existing agreements with agencies and non–profit organizations, including the Library District, to ensure progressive excellence in the facilities, programs, and services provided to the diverse and growing Cupertino population.

Parks and Recreation –
Business Services; City
Manager
General Fund Con. Not an action item.

RECREATION
PROGRAMS AND

SERVICES
Policy RPC ‐ 6.3 Art and Culture Utilize parks as locations of art and culture and to educate the community about the City’s history, and explore the potential to use art in facilities and utilities when located in parks.

Public Works – Capital
Improvement Program
and Development
Services; Parks and
Recreation – Business
Services
General Fund Con. Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.

RECREATION
PROGRAMS AND

SERVICES
Policy RPC ‐ 6.4 Library Service Encourage the library to continue to improve service levels by incorporating new technology and expanding the library collections and services. City Manager General Fund Con. Not an action item. Ongoing coordination. The Library expansion was completed in 2022.

SUSTAINABLE AND
FLEXIBLE Policy RPC ‐ 7.1 Sustainable Design Ensure that City facilities are sustainably designed to minimize impacts on the environment. Public Works – Capital Improvement Program
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with Capital Improvement Program.

SUSTAINABLE AND
FLEXIBLE Policy RPC ‐ 7.2 Flexibility Design facilities to be flexible to address changing community needs. Public Works – Capital Improvement Program
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with Capital Improvement Program.

SUSTAINABLE AND
FLEXIBLE Policy RPC ‐ 7.3 Maintenance Design facilities to reduce maintenance, and ensure that facilities are maintained and upgraded adequately.

Public Works – Capital
Improvement Program
Capital
Improvement
Fund
Con. Not an action item. Reviewed in conjunction with Capital Improvement Program.

COMMUNITY
SERVICES Policy RPC ‐ 8.1 School Districts Partner with school districts to allow community use of their sports fields and facilities.

Public Works – Service
Center; Parks and
Recreation – Business
Services
General Fund Con. Not an action item. Ongoing coordination.

COMMUNITY

SERVICES
Strategy RPC ‐

8.1.1 Shared Facilities Maintain and enhance arrangements with schools for the use of sports fields, theaters, meeting spaces and other facilities through maintenance agreements and other partnerships.

Parks and Recreation –
Business Services; Public
Works – Service Center
General Fund Con. Not an action item. Ongoing coordination.

COMMUNITY

SERVICES
Strategy RPC ‐

8.1.2 School Expansion Encourage schools to meet their expansion needs without reducing the size of their sports fields.

Public Works – Service
Center; Parks and
Recreation – Business
Services
General Fund Con. Not an action item. Ongoing coordination.

COMMUNITY

SERVICES
Strategy RPC ‐

8.1.3 School Facility Needs Collaborate with schools on their facility needs through sharing of development information and partnerships through major development projects.

Community
Development – Planning;
City Manager
General Fund Con. Not an action item. Ongoing coordination.

Ongoing = Grey, Completed = Green, In-Progress = Yellow , Pending = Orange Timeframe: Immediate (2019-2022) = IM, Long Range (2022-2040) = LR, Continual = Con

Cupertino City CouncilMarch 19, 2024

Cupertino City Council
March 19, 2024