#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1J F Independence Day Celebration
Enhancement
Identify and pursue low‐hazard alternatives to the traditional fireworks presentation if no safe venue for traditional fireworks in Cupertino can be found.
Quality of Life $$ Parks and Recreation
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1R W 5G Ordinance Update 5G Ordinance Quality of Life $ Public Works/City Attorney's Office
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1K M
Work Program Process Review Work Program History, budget considerations and timing, key takeaways, best practices, mission and vision, goal categories, staff suggestions for process improvement and workload management. Include CIP projects which are in process and their costs.
Sustainability and
Fiscal Strategy
$ City Manager's
Office/ALL DEPT
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Fourth of July
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: 5G
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: City Work Program
ATTACHMENT B
1 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M Business
Revitalization
Explore options to support small businesses, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization
Sustainability and
Fiscal Strategy
$$ City Manager's Office
2J F
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.
Quality of Life $$ City Manager's Office
3J F Commercial Diversification Plan Develop a plan and implementation strategy to diversify the range and types of medium‐sized businesses operating in the city.
Quality of Life $$ City Manager's Office
4L C
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 potential incentives to attract them to Cupertino, such as tax breaks or fee waivers Susta
inability and
Fiscal Strategy
$$ City Manager's
Office/Community
Development
Department/
Administrative
Services Department/
City Attorney's Office
5R W
Economic Development Restore economic development committee, explore grant writer position, attract startups and companies in the tech ecosystem.
Sustainability and
Fiscal Strategy
$$ City Attorney's
Office/City Manager's
Office
6R W
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.
Sustainability and
Fiscal Strategy
$$ Community
Development
Departmen/City
Manager's
Office/Parks &
Recreation
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Economic Development
ATTACHMENT B
2 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1K M
City Properties: Planning for
Optimal Use (Formerly City
Properties 2.0)
Revisit City Hall/Torre Annex Planning RE Seismic/EOC. Future planning strategies for Stocklmeir house/garages, Blech House, Blue Pheasant. Goal of judicial use of city‐owned properties.
Investigate potential purchase of CUSD Finch/Phil property.
Quality of Life $$ Public Works/City
Manager's Office
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
City Hall Seismic
Safety Issues
Determine cost and feasiblility options to deal with City Hall seismic safety: pros and cons of retrofit, remodel, lease temporary facility, purchase a new building. Include plans for Stocklmeir and Torre.
Sustainability and
Fiscal Strategy
$$ Public Works/City
Manager's Office
2R W
Emergency Operations Readiness Review fire, earthquake tornado, active shooter, Tsunami, hazardous transport accident policies; and ensure EOC is active and functioning with a permanent position not consultant running the program.
Sustainability and
Fiscal Strategy
$$ City Manager's
Office/Sheriff'S Office
3R W City Hall Retrofit and EOC
Readiness Plan
Implement the previously approved 2022 Council plan with EOC migration. Sustainability and Fiscal Strategy
$ Public Works/City
Manager's Office
4R W 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.
Quality of Life $ City Manager's Office
5R W License Plate Readers Deploy city‐owned license plate readers and implement policies to allow neighborhood‐owned ones. Quality of Life $$ City Manager's Office Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: City Properties/EOC
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Emergency Preparedness
ATTACHMENT B
3 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
Urban Forest
Program
Expand tree list review in current CWP to include specifics to develop an urban forest plan to increase trees, landscaping and greenery in all parts of the city Quality of Life $$ Public
Works/Community
Development
Department
2K M
Tree Planting (replaces Tee List
2.0)
Increase tree canopy on city‐owned properties with climate appropriate, preferably suitably CA native trees with volunteer tree‐planting opportunities as feasible.
Sustainability and
Fiscal Strategy
$$$ Public Works
3J F
Urban Forest 10‐Year Plan Develop a plan and implementation strategy to increase the tree canopy in Cupertino to achieve at least 30% coverage in every city neighborhood by 2035 using climate‐resilient species.
Sustainability and
Fiscal Strategy
$$ Public
Works/Community
Development
Department
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1K M
Water Conservation Policies
(replaces city water conservation/
turf conversion)
Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize irrigation systems including CUSD use agreement sites.
Sustainability and
Fiscal Strategy
$$ Public Works
2K M
Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. Public Engagement and Transparency
$ Information &
Technology/
Community
Development
Department
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Environmental/Trees
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Environmental/Sustainability
ATTACHMENT B
4 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1L C
Financial, Investment, and
Cashflow Policy Review (TBD
item)
Review and assess the City’s investment policy and best practices with an analysis of quarterly treasurers report.
Establish a cashflow management policy with the goal to reduce the total percentage in cash from 20% to 2% and to reduce the total percentage in cash and cash‐equivalent.to at most 10%, on par with other cities.
Susta
inability and
Fiscal Strategy
$$ Administrative
Services Department
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1J R
Heart of the City Specific Plan
Update
Revise the Heart of the City Specific Plan and relevant neighboring planning areas to focus residential growth on major corridors to better support commercial activity, and an increased tax base as well as the creation of "third spaces" for community building, while bringing homes, amenities, and jobs closer together to reduce vehicle miles tra veled and improve the atractiveness of active transportation options.
Quality of Life $$$ Community
Development
Department
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Heart of the City
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Financial Policies
ATTACHMENT B
5 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
Update City's
Impact fees
Update governing policies and guidelines for all impact fees Sustainability and Fiscal Strategy
$$$ Community
Development
Department/City
Attorney's
Office/Public Works
2K M
Impact Fees Evaluate and realign impact fees. Sustainability and Fiscal Strategy
$$$ Community
Development
Department/City
Attorney's
Office/Public Works
3L C
Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee
With almost every infill project approval and revision, we are losing almost all retail with almost zero parking. New units tend to provide more town homes, rather than much needed smaller starter units or senior flats. With potential cha llenges to waive impact fees and design standards, a defensible Nexus study is necessary to protect the city in order to collect impact fees since California Constitution does not allow unfunded mandates levied on cities.
Sustainability and
Fiscal Strategy
$$ Community
Development
Department/City
Attorney's
Office/Public Works
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Impact Fees
ATTACHMENT B
6 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
Blackberry Farms Pool and Picnic
Area ‐ CEQA Review
Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimming pool ‐ and open all year. Current restrictions deprive city of fee revenues, and deprive public access to public facilities.
Quality of Life $$$ Parks & Recreation/
Public Works/City
Attorney's
Office/Community
Development
Department
2L C
Reduce the Scope of Memorial
Park Plan to under $40M
The Memorial Park Plan like other plans tend to include too many features in one park, which the city cannot afford to accommodate. We should reduce the scope to under $40M to only essential elements
Sustainability and
Fiscal Strategy
$$ Parks & Recreation/
Public Works
3R W Memorial Park Renovation Reduce plan or place in phases, consider revenue models such as concessions and services in the mix for the park.
Quality of Life $$ Parks & Recreation/
Public Works
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1J F
Permit Streamlining and
Simplification for Small Home
Upgrades
Develop a suite of improvements to (1) improve access to, and (2) speed the processing of permits for small home upgrades so as to enhance compliance and improve overall efficiency.
Quality of Life $ Community
Development
Department
2S M
Expedite and/or
streamline building
permit and inspection
permit processes
Remove gridlock in construction, repairs and remodeling by streamlining permitting process. When processes get cumbersome, they get circumvented. Delays impact property tax and permitting fees revenues
Sustainability and
Fiscal Strategy
$$ Community
Development
Department
3R W
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 upgrades.
Quality of Life $ Community
Development
Department/ City
Attorney's Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Permitting
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Parks
ATTACHMENT B
7 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
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.
Public Engagement
and Transparency
$ City Manager's Office
2S M
General Plan
Community
Meetings
Consider community meetings for any development or project that requires a GP amendment. Public Engagement and Transparency
$ Community
Development/City
Manager's Office
3L C
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 project a pplication, especially those requiring a general plan amendment. * Consider additional notification requirements for any project application seeking concessions/waivers of existing standards, such as parking reduction, building height, setback, retail space reduction, and/or impact fees.
For city‐wide general plan amendment, such as multiple sites for the Housing Element, consider co
mparable notification methods as single sites, rather than only through the newspaper, which has been insufficient.
Public Engagement
and Transparency
$ Community
Development/City
Manager's Office/City
Attorney's Office
4L C
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 Code standards for ar
t in public and private development, including the standards in the Municipal Code and developing an Art‐in‐lieu fee policy.
Quality of Life $ Community
Development/ City
Attorney's Office/ City
Manager's
Office/Pubilc Works/
Adminstrative
Services
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Public Engagement
ATTACHMENT B
8 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 5L C
Transparency for Commisison
Meetings
Restore Hybrid Commission Meetings with both virtual and in‐person public comments ‐ with minimal staff support.
Include presentations, design docs in the agenda packet so that attendees who missed the meeting have access to them, such as the design docs for bike path projects.
Public Engagement
and Transparency
$ Innovation and
Technology/City
Manager's Office/ City
Attorney's Office/City
Clerk's Office/All
Departments
6J F
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 lea rned from the 6th RHNA Cycle Housing Element revision.
Public Engagement
and Transparency
$$ Community
Development/City
Manager's Office
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
Lehigh Quarry Continue to monitor quarry activities and present bi‐annual updates to Council. Continued collaboration with County and neighboring cities is recommended.
Public Engagement
and Transparency
$$ Community
Development/City
Manager's Office/City
Attorney's Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Public Engagement
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Quarry
ATTACHMENT B
9 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
Ad Hoc Senior
Commission
Establish an ad‐hoc senior commission/ committee/working group to create channels of communication between the senior population, senior center, senior living facilities ‐ and address concerns re: housing, transportation, medical facilities.
Quality of Life $ Parks &
Recreation/City
Attorney's Office/City
Manager's Ofice
2L C
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 simila r to Palo Alto or Saratoga Senior Center 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 anal
ysis and feasibility analysis
Quality of Life $$ Parks & Recreation
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1L C
Tax Measures on the 2026 Ballot ‐ Real Estate Transfer Tax (similar to Mountain View, San Jose and other cities) for large transactions ‐ to capture profits made as a result of upzoning
‐ Head tax (similar to Mountain View and other cities) for large employers or renegotiate tax sharing agreements
‐ Sales tax (to be collected only if the county takes away the remaining 0.25%) Sustainability and
Fiscal Strategy
$$$ City Attorney's Office/
Administrative
Services/City
Manager's Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Senior Services
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Taxes/Revenue
ATTACHMENT B
10 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1J F Bicycle Facilities Continue the existing CWP item. Transportation $ Public Works/Parks & Recreation
2K M
Night time safety awareness Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets (Fall Bike Fest, SR2S, festivals)
Quality of Life $ Public Works/SC
County Sheriff's Office
3K M SV Hopper Feasibility Determine a future funding source for this grant‐funded program. Provide two ridership and financial updates per year. (reworded, but the same)
Transportation $ Public Works
4K M Bus Stop Inventory Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security (reworded, but the same)
Transportation $ Public Works
5J F Active Transportation Plan Continue the existing CWP item. Transportation $$ Public Works 6L C
Adopt LOS and improve TDM
Accountability
Adopt LOS (Level of Service), in addition to VMT (Vehicle Miles Traveled), in any traffic assessment, since LOS is still a better measure of traffic impact.
Adopt requirements to ensure accountability of TDM (Traffic Demand Management) system since TDM often does not mitigate traffic impact as intended.
Tra
nsportation $$ Community
Development/Public
Works/City Attorney's
Office
7R W
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.
Quality of Life $$ Public Works
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Transportation
ATTACHMENT B
11 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1K M
Unhoused Policies (Formerly
Support for the Unhoused 2.0)
Continue this work program item. Determine best practices for limited budget smaller cities to manage the unhoused. Review RV practices in surrounding cities for impacts and potential adoption.
Review transitional housing outcomes in surrounding cities. Policies to include nimble contingency plans.
Quality of Life $ Community
Development/Public
Works/City Attorney's
Office/City Manager's
Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Unhoused
ATTACHMENT B
12