# Title Description Lead Department Council Goal Est budget Est staff hours 1 Enhance Senior Services Due to the high cost of senior centers, many seniors have to "age in place", but do still need services typically provided in senior centers, in addition to common home maintenance.‐ ‐ Utilizing the survey results conducted in 2022 and 2023 to meet the needs of Cupertino seniors ‐ Consider consultant services similar to Palo Alto or Saratoga Senior Cente r to enhance services, while reducing cost to the city.
NOTE: Cupertino Age‐Friendly could make a presentation on the result of 2023 survey, in collaboration with the city staff.
NOTE: Successful Aging Solutions & Community Consulting (SASCC), who runs the Saratoga Senior Center could provide a free gap analysis and
feasibility analysis
Parks and Recreation Quality of Life $$$
2 Tax Measures on the 2026 Ballot ‐ Real Estate Transfer Tax (similar to Mountain View, San Jose and other cities) for large transactions ‐ to capture profits made as a result of upzoning
‐ Head tax (similar to Mountain View and other cities) for large employers or renegotiate tax sharing agreements
‐ Sales tax (to be collected only if the county takes away the remaining 0.25%) City Attorney's
Office/
Ad
ministrative
Services
Sustainability and
Fiscal Strategy
$$
3 Reduce the Scope of Memorial Park
Plan to under $40M
The Memorial Park Plan like other plans tend to include too many features in one park, which the city cannot afford to accommodate. We should reduce the scope to reduce the scope to under $40M to only essential elements
Public Works Sustainability and
Fiscal Strategy
$$
4 Adopt LOS and improve TDM
Accountability
Adopt LOS (Level of Service), in addition to VMT (Vehicle Miles Traveled), in any traffic assessment, since LOS is still a better measure of traffic impact.
Adopt requirements to ensure accountability of TDM (Traffic Demand Management) system since TDM often does not mitigate traffic impact as intended.
CDD/ Public Works T ransportation $$
5 Defensible Impact Fee Nexus Study for
Traffic Impact Fee, Retail Impact Fee,
BMR Impact Fee
With almost every infill project approval and revision, we are losing almost all retail with almost zero parking. New units tend to provide more town homes, rather than much needed smaller starter units or senior flats. With potential challenges to waive impact fees and design standards, a defensible Nexus study is necessary to protect the city in order to collect impact fees since California Constitution does not allow unfunded mandates levied on cities.
City Attorney's
Office/CDD/Public
Works/ CMO
Sustainability and
Fiscal Strategy
$$
6 Urban Forest Plan to improve foliage
coverage
Develop/Implement an urban forest plan to improve the foliage coverage of public spaces. ‐ There are trees that use less water, but provide larger foliage coverage, for public spaces ‐ Protect mature trees in parks and sidewalks, rather than cutting down a whole row of trees. ‐ Protect mature trees in private commercial areas
NOTE:
To expand the current work program item on the Tree List.
Public Works Sustainability and
Fiscal Strategy
$$
Mayor Chao Top 10 List
Proposed Items
ATTACHMENT C
1 # Title Description Lead Department Council Goal Est budget Est staff hours Mayor Chao Top 10 List
7 Strategies to Enhance Sales Tax
Revenue
Develop strategies to improve sales tax revenue, including, but not limited to:
‐ With each infill redevelopment, provide transparency on the retail space and loss in retail categories and sales tax revenue
‐ Find out what businesses generate B2B taxes in Cupertino and in other cities ‐ Attract businesses that generate sales taxes to Cupertino ‐ Explore po
tential incentives to attract them to Cupertino, such as tax breaks or fee waivers City Manager's
Office
Sustainability and
Fiscal Strategy
$$
8 Enhance Notification Methods for
Development Projects and General Plan
Amendments
* Consider a community meeting requirement for any major project application, especially those requiring a general plan amendment, as some other cities have adopted. * Consider increasing notification radius from 300 feet to 500 feet (or even 1000 feet for major projects) for any projec
t application, especially those requiring a general plan amendment. * Consider additional notification requirements for any project application seeking waivers of existing standards, such as parking reduction, building height, setback, retail space reduction, and impact fees.
NOTE: For city‐wide general plan amendment, notification through the newspaper has been insufficient.
Community
Development
Public Engagement
and Transparency
$
9 Enhance Art In‐Lieu Fee policy for better
engagement
Each development project has to dedicate art in‐lieu fee, but the selection process does not engage the public to benefit the city as a whole. Explore policies adopted in other cities for better public engagement.
NOTE: To expand the current work program item "Art in Public and Private Areas": Revisit Municipal Co
de standards for art in public and private development, including the standards in the Municipal Code and developing an Art‐in‐lieu fee policy.
Community
Development
Quality of Life $
10 Commission Enhancement ‐ Reinstate Economic Development Committee ‐ Reinstate Legislative Review Committee
‐ Reinstate Environment Review Subcommittee under Planning Commission ‐ Restore and improve the responsibility of Audit Committee to include more oversight authorities ‐ Extend Planning Commission to cover transportation related issues, including lane reduction.
CAO/ City Manager's
Office/
Public Engagement
and Transparency
$
1 Recycled Water Feasibility Study Develop Recycled Water Feasibility Study. Include Blackberry Farm focus and extension of recycled water from SCVWD.
Public Works Sustainability and
Fiscal Strategy
$$
Items to Remove
ATTACHMENT C
2 # Title Description Lead Department Council Goal Est budget Est staff hours 1 Work Program Discussion Review Work Program History, key takeaways, best practices, mission and vision, goal categories, staff suggestions for process improvement and workload management.
City Manager's
Office
Sustainability and
Fiscal Strategy
$
2 Support for the Unhoused 2.0 Continue this work program item. Determine best practices for limited budget smaller cities to support the unhoused. Review RV practices in surrounding cities. Review transitional housing outcomes in surrounding cities.
Community
Development
Quality of Life $
3 Public Safety 2.0 Current Work program has license plate readers and strengthening of the block leader program.
This would expand to include
1) fire safety public education (staff has this underway paired with SCCFD and County Weed abatement)
2) night time public safety of pedestrians and bicyclists: “We’re Bright at Night” type of campaign which can involve Bike/Ped Com
mission/SR2S/Fall Bike Fest and more, possibly grants are available and
3) add another round of earthquake preparedness public service announcements. 4) updates on the CA home insurance crisis may also be provided to see how Sacramento is working on it and consider support for efforts.
5) Add at least one Public Safet y forum from Sheriffs and FD on a topic of choice (the cybersecurity forum was very informative, for example).
City Manager's
Office
Quality of Life $$$
4 Green Up Cupertino 1) Review and consider an update to the Green Business Certification program and consider a relaunch of it.
And/or:
2) Coordinate Caltrans/VTA I‐280 clean ups like the De Anza exit events with public volunteer opportunities (aim for two per year).
Public Works/CMO Sustainability and
Fiscal Strategy
$$
5 Tree List 2.0 Continue the tree list update and add to begin planting any missing parkway trees along SCB and De Anza Blvd. and adding trees to turfed (grass) areas of parks with the goal of planting 100 or more trees on city property annually and creating one tree grove (mini forest like the redwood grove by the Library
) in an underutilized area in a park. Hold at least one tree planting event the public can participate in. Provide some education regarding the importance of trees for our environment (carbon sequestration).
Public Works Sustainability and
Fiscal Strategy
$$
6 City Water Conservation/ Turf
Conversion
Analyze city’s water use and determine where reductions and improvements may be made holistically. Address CUSD water usage from Field Use Agreement in the analysis. Provide more publicly available information regarding artificial turf/plastics in the environment.
Convert city owned turf areas to climate appropriate/native plantings with goal of converting 1 acre of non‐f
unctional turf to California pollinator supporting plantings/trees.
Public Works Sustainability and
Fiscal Strategy
$$$
Vice Mayor Moore Top 10 List
Proposed Items
ATTACHMENT C
3 # Title Description Lead Department Council Goal Est budget Est staff hours Vice Mayor Moore Top 10 List
7 City Properties 2.0 Stocklmeir, Torre, City Hall and other properties need maintenance and plans for the future. Public Works Quality of Life $$ 8 Bus Stop Inventory Determine what stops need upgrades (shade/seating/safety lighting). Coordinate with VTA for improvements.
Public Works Transportation $
9 SV Hopper 2.0 Determine fiscal sustainability of the program post‐grant funding. Provide at least 2 updates on ridership/costs annually.
Public Works Transportation $
10 Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. Information & Technology
Public Engagement
and Transparency
$
None
Items to Remove
ATTACHMENT C
4 # Title Description Lead Department Council Goal Est budget Est staff hours 1 Business
Revitalization
Explore options to support small businesses, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization City Manager's
Office
Sustainability and
Fiscal Strategy
$$
2 Expedite and/or
streamline building
permit and inspection
permit processes
This is needed to remove gridlock in construction, repairs and remodeling.
When processes get cumbersome, they get circumvented. Delays impact property tax and permitting fees revenues
Community
Development
Sustainability and
Fiscal Strategy
$$
3 City Hall Seismic
Safety Issues
Determine options to deal with City Hall seismic safety: pros and cons of retrofit, remodel, lease temporary facility, purchase a new building Public Works/CMO Sustainability and
Fiscal Strategy
$
4 Urban Forest
Program
Expand tree list review in current CWP to include specifics to develop an urban forest plan to increase trees, landscaping and greenery in all parts of Public Works Quality of Life $$
5 Leadership
Academy
Re‐establish leadership program in collaboration with neighboring cities and non‐profits ‐ to educate the public on public policy issues, and encourage new participation in city's civic life.
City Manager's
Office
Public Engagement
and Transparency
$
6 Update City's
Impact fees
Update governing policies and guidelines for all impact fees City Attorney's Office
Sustainability and
Fiscal Strategy
$$
7 General Plan
Community
Meetings
Consider community meetings for any development or project that requires a GP amendment.
Community
Development
Public Engagement
and Transparency
$
8 Blackberry Farms Pool and
Picnic Area ‐ CEQA Review
Consider eliminating the 100‐day restricted operation of Blackberry Farms picnic area facilities, including Swimmy Pools. Current restrictions have a negative impact on the City budget by limiting fee‐use activities year round.
Parks and
Rec/Public Works
Quality of Life $$
9 Lehigh Quarry Continue to monitor quarry activities and present bi‐annual updates to Council. Collaboration with County and neighboring cities is encouraged.
Community
Development/CMO
Public Engagement
and Transparency
$
10 Ad Hoc Senior
Commission
Establish an ad‐hoc senior commission to create channels of communication between the senior population, senior center, senior living facilities ‐ and address concerns re: housing, transportation, medical facilities.
Parks and
Recreation/CAO
Quality of Life $
Proposed Items
Councilmember Mohan Top 10 List
ATTACHMENT C
5 # Title Description Lead Department Council Goal Est budget Est staff hours Councilmember Mohan Top 10 List
1 City Treasurer Review Review of City Treasurer Resolution including appointment, function, and process for ratifying accounts payable, as well as City Treasurer position in org chart
Administrative
Services
Sustainability and
Fiscal Strategy
$
2 Financial, Investment, and
Cashflow Policy Review
Review the City’s financial policy and best practices. An item to discuss the investment policy and quarterly treasurers report where we also invite the entire audit committee to attend. Establish a cashflow management policy.
Admin Services Sustainability and
Fiscal Strategy
$
3 General Plan Notifications Consider increasing radius notifications from 300 feet to 500 feet and adding notifications to affected neighborhoods for general plan amendments and rezoning ordinances
Community
Development
Public Engagement
and Transparency
$
4 Heart of the City (HOC)
Specific Plan update
1. Build on Housing Element goals to facilitate housing production in transit‐ oriented locations 2. Tailor permissible uses to revitalize local public‐facing commercial uses (retail/restaurant/entertainment/professional office, etc.) Community
Development
Housing $$$
5 Public Engagement Strategy Research and develop a standardized city‐wide process for public engagement.
City Manager's
Office
Public Engagement
and Transparency
$$
6 Art in Public and Private
Areas
Revisit Municipal Code standards for art in public and private development, including the standards in the Municipal Code and developing an Art‐in‐lieu fee policy.
Community
Development
Quality of Life $
Items to Remove
ATTACHMENT C
6 # Title Description Lead Department Council Goal Est budget Est staff hours 1 Urban Forest 10‐Year Plan Develop a plan and implementation strategy to increase the tree canopy in Cupertino to achieve at least 30% coverage in every city neighborhood by 2035 using climate‐ resilient species.
Public Works/
Community
Development
Sustainability and
Fiscal Strategy
$$
2 Small Business Revitalization Plan Develop a plan and implementation strategy to support (1) new small business establishment; (2) preservation of existing small businesses in order to improve placemaking in the city and the city's revenue stream.
City Manager's
Office
Quality of Life $$
3 Active Transportation Plan Continue the existing CWP item. Public Works Transportation $$ 4 Public Engagement Strategy and
Policies in Support of Planning
Initiatives
Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement‐related items (Attachment B Items 4 and 5) to establish more focused policies governing public outreach and engagement with respect to General Plan amendments and rezonings with special consideration to lessons learned from the 6th RHNA Cycle Housing Element revision.
CDD/CMO Public
Engagement
and Transparency
$$
5 Commercial Diversification Plan Develop a plan and implementation strategy to diversify the range and types of medium‐sized businesses operating in the city.
City Manager's
Office
Quality of Life $$
6 Permit Streamlining and
Simplification for Small Home
Upgrades
Develop a suite of improvements to (1) improve access to, and (2) speed the processing of permits for small home upgrades so as to enhance compliance and improve overall efficiency.
Community
Development
Quality of Life
$
7 Heart of the City Specific Plan
Update
Continue the existing CWP item. Community
Development
Quality of Life $$$
8 Bicycle Facilities Continue the existing CWP item. Public Works Transportation $ 1 Tree list CDD and Tree List PW Should be consolidated into proposed item No. 1 above (Urban Forest 10‐yr plan) Public Works/ Community
Development
Sustainability and
Fiscal Strategy
$$
2 Public Engagement Strategy and
General Plan Notifications
Should be consolidated into proposed item No. 4 above consolidating public engagement efforts and focusing on specific planning‐related matters with particular reference to lessons learned from the 6th RHNA Cycle Housing Element revision.
City Manager's
Office/Community
Development
Public Engagement
and Transparency
$$
Items to Remove
Councilmember Fruen Top 10 List
Proposed Items
ATTACHMENT C
7 # Title Description Lead Department Council Goal Est budget Est staff hours 1 Emergency Operations
Readiness
Review fire, earthquake tornado, active shooter, Tsunami, hazardous transport accident policies; and ensure EOC is active and functioning with a permanent position not consultant running the program.
City Manager's
Office
Sustainability and
Fiscal Strategy
$$
2 Economic Development Restore economic development committee, explore grant writer position, attract startups and companies in the tech ecosystem.
City Manager's
Office
Sustainability and
Fiscal Strategy
$$
3 Small Business Revitalization
Ordinance
Streamline permitting process, explore more themed events like restaurant week and bobatino, attract more festivals, create a small business council, provide regulatory support.
City Manager's
Office/ Parks and
Rec
Sustainability and
Fiscal Strategy
$
4 SFH permitting review
process.
Improve turnaround times. Set SLA's for staff and outsourced reviewers, customer service KPI's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify permitting for small home Community
Development
Quality of Life $
5 Major thoroughfare
congestion study and road
improvements.
Study De Anza, Stevens Creek, Stelling, Wolfe, Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on red near schools during school hours, street paving, and traffic enforcement of bikers, cars, and pedestrians.
Public Works Quality of Life $$
6 Memorial Park Renovation Reduce plan or place in phases, consider revenue models such as concessions and services in the mix for the park.
Parks and
Recreation/Public
Works
Quality of Life $
7 City Hall Retrofit and EOC
Readiness Plan
Implement the previously approved 2022 Council plan with EOC migration. Public Works Sustainability and Fiscal Strategy
$
8 Public Safety ‐ Block Leader
and Neighborhood Watch
Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and expand the coverage of active neighborhoods.
City Manager's
Office
Quality of Life $
9 License Plate Readers Deploy city‐owned license plate readers and implement policies to allow neighborhood‐owned ones.
City Manager's
Office
Quality of Life $$
10 5G Ordinance Update 5G Ordinance Public Works Quality of Life $ None
Councilmember Wang Top 10 List
Proposed Items
Items to Remove
ATTACHMENT C
8