CITY OF CUPERTINO
CI
TY COUNCIL
AGENDA
10350 Torre Avenue, Council Chamber and via Teleconference Monday, March 3, 2025
5:00 PM
Televised Special Meeting (Council Goals and Work Program)
IN-PERSON AND TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION Mem
bers of the public wishing to observe the meeting may do so in one of the following ways:
1) Attend in person at Cupertino Community Hall, 10350 Torre Avenue. 2) Tune to Comcast Channel 26 and AT&T U-Verse Channel 99 on your TV. 3) The meeting will also be streamed live on and online at www.Cupertino.org/youtube and www.Cupertino.org/webcast
Members of the public wishing to comment on an item on the agenda may do so in the following ways:
1) Appear in person at Cupertino Community Hall
2) E-mail comments by 4:00 p.m. on Monday, March 3 to the Council at [email protected]. These e-mail comments will also be forwarded to Councilmembers by the City Clerk’s office before the meeting and posted to the City’s website after the meeting. Members of the public that wish to share a document must email [email protected] prior to the meeting.
Emailed comments that are related to an agenda item and received following the agenda publication, prior to or during the meeting, will be posted to the City’s website.
Members of the public may provide oral public comments during the Meeting as follows:
Oral public comments will be accepted during the meeting. Comments may be made during “oral communications” for matters not on the agenda, and during the public comment period for each agenda item.
Oral public comments may be made during the public comment period for each agenda item.
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Members of the audience who address the City Council must come to the l
ectern/microphone, and are requested to complete a Speaker Card and identify themselves.
Completion of Speaker Cards and identifying yourself is voluntary and not required to attend the meeting or provide comments.
3) Teleconferencing Instructions
To address the City Council, click on the link below to register in advance and access the meeting:
Online
Register in advance for this webinar:
https://cityofcupertino.zoom.us/webinar/register/WN_RuQKDljVSTuZLCOLkreakw Join from an H.323/SIP room system:
H.323:
144.195.19.161 (US West)
206.247.11.121 (US East)
159.124.15.191 (Amsterdam Netherlands)
159.124.47.249 (Germany)
159.124.104.213 (Australia Sydney)
159.124.74.212 (Australia Melbourne)
159.124.168.213 (Canada Toronto)
159.124.196.25 (Canada Vancouver)
Meeting ID: 920 1967 1465
SIP: [email protected]
Phone
Dial: 669-900-6833 and enter Webinar ID: 920 1967 1465 (Type *9 to raise hand to speak, *6 to unmute yourself). Unregistered participants will be called on by the last four digits of their phone number.
After registering, you will receive a confirmation email containing information about joining the webinar. Please read the following instructions carefully:
1. You can directly download the teleconference software or connect to the meeting in your internet browser. If you are using your browser, make sure you are using a current and up-to-date browser: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain functionality may be disabled in older browsers, including Internet Explorer.
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2. You will be asked to enter an email address and a name, followed by an email with instructions on how to connect to the meeting. Your email address will not be disclosed to the public. If you wish to make an oral public comment but do not wish to provide your name, you may enter “Cupertino Resident” or similar designation.
3. When the Mayor calls for the item on which you wish to speak, click on “raise hand,” or, if you are calling in, press *9. Speakers will be notified shortly before they are called to speak.
4. When called, please limit your remarks to the time allotted and the specific agenda topic.
5. Members of the public that wish to share a document must email [email protected] prior to the meeting. These documents will be posted to the City’s website after the meeting.
NOTICE AND CALL FOR A SPECIAL MEETING OF THE CUPERTINO CITY COUNCIL N
OTICE IS HEREBY GIVEN that a special meeting of the Cupertino City Council is hereby called for Monday, March 03, 2025, commencing at 5:00 p.m. in Community Hall Council Chamber, 10350 Torre Avenue, Cupertino, California 95014. Said special meeting shall be for the purpose of conducting business on the subject matters listed below under the heading, “Special Meeting."
SPECIAL MEETING
ROLL CALL
C
OUNCIL WORKSHOP
1. Subject: FY 2025-2027 City Work Program Prioritization and Goal Setting Workshop Recommended Action: 1. C onfirm City’s Strategic Vision
2. Adjust or Re-Affirm Council Goals
3. Finalize Council Priorities for Fiscal Years 2025-2027 Staff Report
A - Council Revised Top 10 Items
B - Consolidated List of Council Priority Items
C - Priority Ranking Sheet
ADJOURNMENT
Lobbyist Registration and Reporting Requirements: Individuals who influence or attempt to influence l
egislative or administrative action may be required by the City of Cupertino’s lobbying ordinance (Cupertino Municipal Code Chapter 2.100) to register and report lobbying activity. Persons whose communications regarding any legislative or administrative are solely limited to appearing at or
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submitting testimony for any public meeting held by the City are not required to register as lobbyists.
F
or more information about the lobbying ordinance, please contact the City Clerk’s Office at 10300 Torre Avenue, Cupertino, CA 95014; telephone (408) 777-3223; email [email protected]; and website: www.cupertino.org/lobbyist.
The City of Cupertino has adopted the provisions of Code of Civil Procedure §1094.6; litigation challenging a final decision of the City Council must be brought within 90 days after a decision is announced unless a shorter time is required by State or Federal law.
Prior to seeking judicial review of any adjudicatory (quasi-judicial) decision, interested persons must file a petition for reconsideration within ten calendar days of the date the City Clerk mails notice of the City’s decision. Reconsideration petitions must comply with the requirements of Cupertino Municipal Code §2.08.096. Contact the City Clerk’s office for more information or go to http://www.cupertino.org/cityclerk for a reconsideration petition form.
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this meeting who is visually or hearing impaired or has any disability that needs special assistance should call the City Clerk's Office at 408-777-3223, at least 48 hours in advance of the meeting to arrange for assistance. In addition, upon request in advance by a person with a disability, meeting agendas and writings distributed for the meeting that are public records will be made available in the appropriate alternative format.
Any writings or documents provided to a majority of the Cupertino City Council after publication of the packet will be made available for public inspection in the City Clerk’s Office located at City Hall, 10300 Torre Avenue, Cupertino, California 95014, during normal business hours; and in Council packet archives linked from the agenda/minutes page on the City web site.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code section
2.08.100 written communications sent to the City Council, Commissioners or staff concerning a matter on the agenda are included as supplemental material to the agendized item. These written communications are accessible to the public through the City website and kept in packet archives. Do not include any personal or private information in written communications to the City that you do not wish to make public, as written communications are considered public records and will be made publicly available on the City website.
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CITY OF CUPERTINO
Agenda Item
25-13756 Agenda Date: 3/3/2025
Agenda #: 1.
Subject: FY 2025-2027 City Work Program Prioritization and Goal Setting Workshop
1. Confirm City’s Strategic Vision
2. Adjust or Re-Affirm Council Goals
3. Finalize Council Priorities for Fiscal Years 2025-2027 CITY OF CUPERTINO Printed on 2/20/2025Page 1 of 1
powered by Legistar™
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CITY COUNCIL STAFF REPORT
Meeting: March 3, 2025
Subject
FY 2025-2027 City Work Program Prioritization and Goal Setting Workshop
Recommended Actions
1. Confirm City’s Strategic Vision
2. Adjust or Re-Affirm Council Goals
3. Finalize Council Priorities for Fiscal Years 2025-2027
Reasons for Recommendation/Background
In November 2024, the City outlined an approach to kick off the process for the FY 2025-2027 Council Goal Setting and Prioritization Workshop scheduled for March 3rd. In the following months, Council reviewed the process and established the ranking methodology for the upcoming priorities for the next two fiscal years. Staff’s approach and all subsequent Council discussions and reports can be found on the City Work Program Webpage.
Before the Workshop
In preparation of the Workshop, each Councilmember had an opportunity to revise their initial list of priority projects . Staff analyzed the revised priorit ies submitted by Council (Attachment A) and prepared a refined consolidated list, along with feasibility assessments and resource implications. This consolidated is organized by topic and is included as Attachment B in this report. A ranking sheet as Attachment C is also included in this report for Council to provide rankings to a total of 20 projects on the consolidated list. Projects will be ranked using the methodology below as adopted by Council at the January 22 study session:
• Up to 5 projects will get a score of 10
• Up to 5 projects will get a score of 7
• Up to 5 projects will get a score of 4
• Up to 5 projects will get a score of 1
Councilmembers are requested to submit their final rankings to Deputy City Manager, Tina Kapoor at [email protected] by 5:00 p.m. on Friday, February 28, which will be posted as a Desk Item on March 3, prior to the Workshop.
During the Workshop
The Workshop will be facilitated by Deputy City Manager, Tina Kapoor . Detailed presentation 6 CC 03-03-2025
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2 materials will be provided ahead of the Workshop. At the workshop, Staff will present the objectives and guide the discussion. Council will have an opportunity to confirm the proposed Strategic Vision for the City, r e-affirm or adjust Council Goals 1, and finalize priority projects for the next two fiscal years. Staff will also highlight a few accomplishments from the current year CWP items. Updates on all current CWP items are available on the Dashboard2.
After the Workshop/Next Steps
Staff will prepare a report following the Workshop to summarize the discussion. The final FY 2025-27 CWP will be brought back to Council for formal approval at a future council meeting. Actual resources needed to accomplish the new CWP will depend on the final list of priorities and will be requested as part of the budget adoption process. The FY 2025-27 CWP will officially launch in July.
Sustainability Impact
There is no sustainability impact associated with this update.
Fiscal Impact
Fiscal impact of the proposed CWP on the General Fund is yet to be finalized. The associated budget allocations for the final projects will be presented to Council as part of the Proposed Budget.
Preliminary estimates for proposed projects are included in Attachment B. Projects were categorized as small, medium, or large, based on the following parameters:
California Environmental Quality Act
Projects included in the adopted CWP will undergo any necessary CEQA review.
City Work Program Item/Description
NA
Council Goal
NA
Prepared by: Astrid Robles, Senior Management Analyst
Reviewed by: Tina Kapoor, Deputy City Manager
Approved for submission by: Pamela Wu, City Manager
Attachments:
A – Council Revised Top 10 Items
B – Consolidated List of Council Priority Items
C – Priority Ranking Sheet
1 https://www.cupertino.gov/Your-City/City-Council/City-Council-Goals 2 https://gis.cupertino.org/webmap/CityWorkProgram/
Staffing Estimates Budget Estimates
- Small 1-300 hrs $ - Small Under $60k
- Medium 301-1000 hrs $$ - Medium $61k-$500k
- Large 1001+ hrs $$$ - Large $500k+
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PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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Housing
Sustainability&FiscalStrategy
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PublicEngagement&Transparency
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Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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10. 8.
9. 6.
7. 5.
GoalProjectTitle Description
Mayor ChaoTop10
CityWorkProgramProjectList
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1. 2.
3. 4.
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 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 analysis and feasibility analysis
✔
✔
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%) ✔
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
✔
✔
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.
✔
✔
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.
✔
✔
✔
Financial, Investment,
and
Cashflow Policy
Review
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. ✔
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 ✔
✔
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 application, 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 comparable notification methods as single sites, rather than only through the newspaper, which has been insufficient ✔
✔
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 art in public and private development, including the standards in the Municipal Code and developing an Art ͈in͈lieu fee policy.
✔
✔
Transparency for
Commission
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.
✔
ATTACHMENT A
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PleaseprovideabulletedlistofanyitemsinAttachmentAthatyourecommendforremoval. - Recycled Water Feasibility Study
ATTACHMENT A
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Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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Housing
Sustainability&FiscalStrategy
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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10. 8.
9. 6.
7. 5.
GoalProjectTitle Description
Councilmember&ƌƵĞŶTop10
CityWorkProgramProjectList
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1. 2.
3. 4.
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.
✔
✔
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.
✔
✔
Active
Transportation
Plan
Continue the existing CWP item.
✔
✔
✔
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. ✔
✔
Commercial
Diversification
Plan
Develop a plan and implementation strategy to
diversify the range and types of medium-sized
businesses operating in the city.
✔
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.
✔
✔
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 traveled and improve the attractiveness of active transportation options. ✔
✔
✔
✔
✔
Bicycle Facilities Continue existing CWP item. ✔
✔
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.
✔
ATTACHMENT A
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PleaseprovideabulletedlistofanyitemsinAttachmentAthatyourecommendforremoval.
Attachment B Item Nos. 11 and 12 could be consolidated into Proposed Item No. 1 above (Urban Forest 10-Year Plan).
See also 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.
ATTACHMENT A
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PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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Housing
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QualityofLife
PublicEngagement&Transparency
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QualityofLife
PublicEngagement&Transparency
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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10. 8.
9. 6.
7. 5.
GoalProjectTitle Description
CouncilmemberMohan Top10
City
WorkProgramProjectList
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1. 2.
3. 4.
Business
Revitalization
Explore options to support small businesses, fill
empty storefronts, and encourage entry of new
forms of retail to promote revitalization
✔
✔
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
✔
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. ✔
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
✔
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. Minimal City involvement.
✔
Update City's
Impact fees
Update governing policies and guidelines for all impact fees. ✔ General Plan
Community
Meetings
Consider community meetings for any developmen
t
or project that requires a GP amendment.
✔
Blackberry Farms
Pool and Picnic Area -
Open all year
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.
✔
Lehigh Quarry Continue to monitor quarry activities and present bi-annual updates to Council. Continued collaboration with County and neighboring cities is recommended.
✔
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. ✔
ATTACHMENT A
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PleaseprovideabulletedlistofanyitemsinAttachmentAthatyourecommendforremoval.
Recommended for Removal
1. City Treasurer review
2. Investment Policy
3. General Plan notifications - from 300 to 500 feet
4. Public Engagement Strategy
5. Art in Public Places
ATTACHMENT A
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Sustainability&FiscalStrategy
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QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
10. 8.
9. 6.
7. 5.
GoalProjectTitle Description
Vice MayorMoore Top10
City
WorkProgram ProjectList
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1. 2.
3. 4.
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. ✔
✔
Unhoused
Policies
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. ✔
✔
✔
✔
City Properties:
Planning for
optimal use
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. ✔
✔
✔
Bus Stop
Inventory
Inventory city bus stops and coordinate with
VTA for improvements to seating, shading, and
security
✔
✔
SV Hopper
Feasibility
Determine a future funding source for this
grant-funded program. Provide two ridership
and financial updates per year.
✔
✔
✔
Tree Planting Increase tree canopy on city-owned properties with climate appropriate, preferably suitably CA native trees with volunteer tree-planting opportunities as feasible. ✔
✔
✔
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)
✔
✔
✔
Water
Conservation
Policies
Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize irrigation
systems including CUSD use agreement sites.
✔
✔
Environmental
Hazards
Add Geotracker and DTSC sites to the GIS
mapping layers in the city to improve public
awareness.
✔
✔
Impact Fees Evaluate and realign impact fees.
✔
ATTACHMENT A
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ATTACHMENT A
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# Name Description Department Category Goal Status Start Finish %Complete Milestone in Progress
FY
1 EmergencyOperations
Readiness
Reviewfire,earthquaketornado,
activeshooter,Tsunami,
hazardoustransportaccident
policies;andensureEOCisactive
andfunctioningwitha
peremanentpositionnot
consultantrunningtheprogram.
CityManager'sOffice Sustainability and
FiscalStrategy
Ensurereadinessand
playbookduring
emergencies
Proposed FY25
2 EconomicDevelopment Restoreeconomicdevelopment
committee,exploregrantwriter
position,attractstartupsand
companiesinthetechecosystem.
CityManager'sOffice Sustainabilityand
FiscalStrategy
Developtaxbaseand
driverevenues
Proposed FY25
3 SmallBusiness
Revitalization
Ordinance
Streamlinepermittingprocess,
exploremorethemedeventslike
restaurantweekandbobatino,
attractmorefestivals,createa
smallbusinesscouncil,provide
regulatorysupport.
CityManager'sOffice Sustainabilityand
FiscalStrategy
Developtaxbaseand
driverevenues
Proposed FY25
4 SFHpermitting
review
process.
Improveturnaroundtimes.Set
SLA'sforstaffandoutsourced
reviewers,customerserviceKPI's,
templatestoreducebackand
forth,internalstaffexperitseto
reduceconsultingexpenses.
Simplifypermitingforsmallhome
upgrades
Community
Development
QualityofLife Reduce costs and
timeforSFHremodels
anddevelopment
Proposed FY25
5 Majorthorougfare
congesstionstudyandroad
improvements.
StudyDeAnza,StevensCreek,
Stelling,Wolfe,Homestead,and
Bollinger,Roadimprovement
optionsincludesadaptivetraffic
signals,noturnsonrednear
schoolsduringschoolhours,
streetpaving,andtraffic
enforcementofbikers,cars,and
pedestrians
PublicWorks QualityofLife Reduce transit
times
forresidentsand
improvesafety
Proposed FY25
6 MemorialParkRennovation Reduceplanorplaceinphases, considerrevenuemodelssuchas
concessionsandservciesinthe
mixforthepark.
ParksandRecreation Quality ofLife Ensure timely
constructionandcost
effective
implementation
Proposed FY25
7 CityHallRetrofiandEOC
ReadinessPlan
Implementthepreviously
approved2022Councilplanwith
EOCmigration
PublicWorks Sustainabilityand
FiscalStrategy
Protectcity
employeesand
ensureemergency
readiness
Proposed FY25
8 PublicSafety
ͲBlockLeader
andNeighborhoodWatch
CityManager'sOffice Quality ofLife Reduce crime In Progress 7/1/2022 6/30/2025 95 Execution Phase
FY25
9 LicensePlateReaders CityManager'sOffice Quality ofLife InProgress 7/1/2022 6/30/2025 77 Procurement FY24 10 5GOrdinance PublicWorks Quality ofLife InProgress 7/1/2022 4/30/2025 88 Planning Phase
FY23
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ATTACHMENT A
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#
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 $$ Parks and Recreation
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1R W 5G Ordinance Update 5G Ordinance Quality of Life $ Public Works/City Attorney's Office
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1K M
Work Program Process Review Work Program History, budget considerations and timing, key takeaways, best practices, mission and vision, goal categories, staff suggestions for process improvement and workload management. Include CIP projects which are in process and their costs.
Sustainability and
Fiscal Strategy
$ City Manager's
Office/ALL DEPT
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Fourth of July
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: 5G
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: City Work Program
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M Business
Revitalization
Explore options to support small businesses, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization
Sustainability and
Fiscal Strategy
$$ 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 Sustai
nability 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
$$ Community
Development
Departmen/City
Manager's
Office/Parks &
Recreation
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Economic Development
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1K M
City Properties: Planning for
Optimal Use (Formerly City
Properties 2.0)
Revisit City Hall/Torre Annex Planning RE Seismic/EOC. Future planning strategies for Stocklmeir house/garages, Blech House, Blue Pheasant. Goal of judicial use of city‐owned properties.
Investigate potential purchase of CUSD Finch/Phil property.
Quality of Life $$ 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 $$ City Manager's Office Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: City Properties/EOC
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Emergency Preparedness
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
Urban Forest
Program
Expand tree list review in current CWP to include specifics to develop an urban forest plan to increase trees, landscaping and greenery in all parts of the city Quality of Life $$ 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
$$ Public Works
2K M
Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. Public Engagement and Transparency
$ Information &
Technology/
Community
Development
Department
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Environmental/Trees
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Environmental/Sustainability
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1L C
Financial, Investment, and
Cashflow Policy Review (TBD
item)
Review and assess the City’s investment policy and best practices with an analysis of quarterly treasurers report.
Establish a cashflow management policy with the goal to reduce the total percentage in cash from 20% to 2% and to reduce the total percentage in cash and cash‐equivalent.to at most 10%, on par with other cities.
Sustai
nability and
Fiscal Strategy
$$ 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 trav eled and improve the atractiveness of active transportation options.
Quality of Life $$$ Community
Development
Department
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Heart of the City
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Financial Policies
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s) 1S M
Update City's
Impact fees
Update governing policies and guidelines for all impact fees Sustainability and Fiscal Strategy
$$$ Community
Development
Department/City
Attorney's
Office/Public Works
2K M
Impact Fees Evaluate and realign impact fees. Sustainability and Fiscal Strategy
$$$ Community
Development
Department/City
Attorney's
Office/Public Works
3L C
Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee
With almost every infill project approval and revision, we are losing almost all retail with almost zero parking. New units tend to provide more town homes, rather than much needed smaller starter units or senior flats. With potential challenges to waive impact fees and design standards, a defensible Nexus study is necessary to protect the city in order to collect impact fees since California Constitution does not allow unfunded mandates levied on cities.
Sustainability and
Fiscal Strategy
$$ Community
Development
Department/City
Attorney's
Office/Public Works
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Impact Fees
ATTACHMENT B
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#
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
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#
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 applica tion, 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 compar
able 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 art
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
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#
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 lear ned 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
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#
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 similar 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 analysi
s 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
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#
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 $$ Public Works 6L C
Adopt LOS and improve TDM
Accountability
Adopt LOS (Level of Service), in addition to VMT (Vehicle Miles Traveled), in any traffic assessment, since LOS is still a better measure of traffic impact.
Adopt requirements to ensure accountability of TDM (Traffic Demand Management) system since TDM often does not mitigate traffic impact as intended.
Tran
sportation $$ 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
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#
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
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• Up to 5 projects will get a score of 10
• Up to 5 projects will get a score of 7
• Up to 5 projects will get a score of 4
• Up to 5 projects will get a score of 1
Ranking Project Title Project Objective Project size Department 10 10
10 10
10 7
7 7
7 7
4 4
4 4
4 1
1 1
1 1
ATTACHMENT C
Council Priority Ranking Sheet – March 3, 2025 Workshop Select a total of 20 projects from Attachment B to complete the form below.
Send to [email protected]
by February 28 at 5pm
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