CC 03-03-2025
#1
Desk Item
Middle Ranking
Sheet from
Workshop 3.3.25
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking 13 City Properties / EOC KM
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
$$ Medium Public Works 4
14 Emergency
Preparedness RW
Emergency Operations
Readiness
Review fire, earthquake tornado, active shooter,
Tsunami, hazardous transport accident policies; and
ensure EOC is active and functioning with a
permanent position not consultant running the
program.
Sustainability
and Fiscal
Strategy
City Manager's
Office/SC County
Sheriff's Office
$$ Medium City Manager's Office 2
15 Environmental / Trees SM
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/CDD $$ Medium Public Works 2 16 5G RW 5G Ordinance Update 5G Ordinance Quality of Life Public Works/City Attorney's Office
$ Small Public Works 2
18 Unhoused KM
Unhoused Policies (Formerly
Support for the Unhoused 2.0)
Continue this work program item. Determine best
practices for limited budget smaller cities to manage
the unhoused. Review RV practices in surrounding
cities for impacts and potential adoption. Review
transitional housing outcomes in surrounding cities.
Policies to include nimble contingency plans.
Quality of Life CDD/Public
Works/City Attorney's
Office/City Manager's
Office
$ Large Community
Development
2 22 Public Engagement JF
Public Engagement Strategy
and Policies in Support of
Planning Initiatives
Consolidate existing CWP (Attachment B Item 10) and
proposed CWP public engagement-related items
(Attachment B Items 4 and 5) to establish more
focused policies governing public outreach and
engagement with respect to General Plan
amendments and rezonings with special
consideration to lessons learned from the 6th RHNA
Cycle Housing Element revision.
Public
Engagement
and
Transparency
CDD/City Manager's
Office
$$ Large Community
Development
2 17 Permitting RW
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 CDD/City Attorney's
Office
$ Medium Community
Development
1 List of Priorities - For Ranking
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
20 Public Engagement SM
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 $ Small City Manager's Office 1
21 Public Engagement LC
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.
Public
Engagement
and
Transparency
CDD/City Manager's
Office/City Attorney's
Office
$ Medium Community
Development
1 23 Transportation LC
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.
Transportation CDD/Public
Works/City Attorney's
Office
$$ Large Community
Development
1 24 Transportation RW
Major thoroughfare congestion
study and road improvements.
Study De Anza, Stevens Creek, Stelling, Wolfe,
Homestead, and Bollinger, Road improvement
options include adaptive traffic signals, no turns on
red near schools during school hours, street paving,
and traffic enforcement of bikers, cars, and
pedestrians.
Quality of Life Public Works $$ Large Public Works 1
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
26 Environmental / Trees JF
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/CDD $$ Medium Public Works 1
27 Impact Fees KM
Impact Fees Evaluate and realign impact fees. Sustainability and Fiscal
Strategy
CDD/City Attorney's
Office/Public Works
$$$ Large Community
Development
1 28 Parks LC
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
$$ Medium Parks & Recreation 1
29 Transportation JF Active Transportation Plan Continue the existing CWP item. Transportation Public Works $$ Medium Public Works 1 31 Public Engagement LC
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 CDD/City Manager's
Office/City Attorney's
Office/Public
Works/Administrative
Services
$ Medium Community
Development
1 35 Public Engagement SM
General Plan
Community
Meetings
Consider community meetings for any development
or project that requires a GP amendment.
Public
Engagement
and
Transparency
CDD/City Manager's
Office
$ Medium Community
Development
1 19 City Work Program KM
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
$ Medium City Manager's Office 0
25 Economic
Development JF
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 $$ Medium City Manager's Office 0 # Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
30 4th of July JF
Independence Day Celebration
Enhancement
Identify and pursue low-hazard alternatives to the
traditional fireworks presentation if no safe venue for traditional fireworks in Cupertino can be found.
Quality of Life Parks & Recreation $$ Large Parks & Recreation 0 32 Public Engagement LC
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
I&T/ALL DEPTS $ Large Innovation &
Technology
0 33 Senior Services SM
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
Manager's Office/City
Attorney's Office
$ Large Parks & Recreation 0
34 Transportation KM
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
$ Medium Public Works 0
CC 03-03-2025
#1
Desk Item
Final Ranking
Sheet from
Workshop 3.3.25
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking 1 Economic
Development RW
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
$$ Small City Attorney's Office 27
2 Economic
Development SM
Business
Revitalization
Explore options to support small businesses, fill
empty storefronts, and encourage entry of new
forms of retail to promote revitalization
Sustainability
and Fiscal
Strategy
City Manager's Office $$ Medium City Manager's Office 27 3 Permitting JF
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 CDD $ Medium Community
Development
27 4 Financial Policies LC
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.
Sustainability
and Fiscal
Strategy
Administrative
Services
$$ Medium Administrative
Services
24 5 Heart of the City JR
Heart of the City Specific Plan
Update
Revise the Heart of the City Specific Plan and relevant neighboring planning areas to focus residential
growth on major corridors to better support
commercial activity, and an increased tax base as well
as the creation of "third spaces" for community
building, while bringing homes, amenities, and jobs
closer together to reduce vehicle miles traveled and
improve the atractiveness of active transportation
options.
Quality of Life CDD $$$ Large Community
Development
24 6 Impact Fees SM
Update City's
Impact fees
Update governing policies and guidelines for all
impact fees
Sustainability
and Fiscal
Strategy
CDD/City Attorney's
Office/Public Works
$$$ Large Community
Development
21 List of Priorities - For Ranking
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
7 Impact Fees LC
Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee
With almost every infill project approval and revision, we are losing almost all retail with almost zero
parking. New units tend to provide more town
homes, rather than much needed smaller starter
units or senior flats. With potential challenges to
waive impact fees and design standards, a defensible
Nexus study is necessary to protect the city in order
to collect impact fees since California Constitution
does not allow unfunded mandates levied on cities.
Sustainability
and Fiscal
Strategy
CDD/City Attorney's
Office/Public Works
$$ Large Community
Development
21 8 Environmental /
Sustainability KM
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 $$ Medium Public Works 18
9 Economic
Development JF
Small Business Revitalization
Plan
Develop a plan and implementation strategy to
support (1) new small business establishment; (2)
preservation of existing small businesses in order to
improve placemaking in the city and the city's
revenue stream.
Quality of Life City Manager's Office $$ Medium City Manager's Office 17 10 Parks SM
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/City
Attorney's
Office/Public
Works/CDD
$$$ Large Parks & Recreation 17
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
11 Senior Services LC
Enhance Senior Services Due to the high cost of senior centers, many seniors have to "age in place", but do still need services
typically provided in senior centers, in addition to
common home maintenance.-
- Utilizing the survey results conducted in 2022 and
2023 to meet the needs of Cupertino seniors
- Consider consultant services similar to Palo Alto or
Saratoga Senior Center to enhance services, while
reducing cost to the city.
NOTE: Cupertino Age-Friendly could make a
presentation on the result of 2023 survey, in
collaboration with the city staff.
NOTE: Successful Aging Solutions & Community
Consulting (SASCC), who runs the Saratoga Senior
Center could provide a free gap analysis and
feasibility analysis
Quality of Life Parks & Recreation $$ Large Parks & Recreation 17 12 Economic
Development RW
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
CDD/City Manager's
Office/Parks &
Recreation
$$ Large Community
Development
15 13 City Properties / EOC KM
City Properties: Planning for
Optimal Use (Formerly City
Properties 2.0)
Revisit City Hall/Torre Annex Planning RE
Seismic/EOC. Future planning strategies for
Stocklmeir house/garages, Blech House, Blue
Quality of Life Public Works/City
Manager's Office
$$ Medium Public Works 14
14 Emergency
Preparedness RW
Emergency Operations
Readiness
Review fire, earthquake tornado, active shooter,
Tsunami, hazardous transport accident policies; and
ensure EOC is active and functioning with a
Sustainability
and Fiscal
Strategy
City Manager's
Office/SC County
Sheriff's Office
$$ Medium City Manager's Office 14
15 Environmental / Trees SM
Urban Forest
Program
Expand tree list review in current CWP to include
specifics to develop an urban forest plan to increase
trees, landscaping and greenery in all parts of the city Quality of Life Public Works/CDD $$ Medium Public Works 14 16 5G RW
5G Ordinance Update 5G Ordinance Quality of Life Public Works/City Attorney's Office
$ Small Public Works 12
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
17 Permitting RW
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 CDD/City Attorney's
Office
$ Medium Community
Development
12 18 Unhoused KM
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
Quality of Life CDD/Public
Works/City Attorney's
Office/City Manager's
Office
$ Large Community
Development
12 19 City Work Program KM
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.
Sustainability
and Fiscal
Strategy
City Manager's
Office/ALL DEPT
$ Medium City Manager's Office 11
20 Public Engagement SM
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 $ Small City Manager's Office 11
21 Public Engagement LC
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.
* C id ddi i l ifi i i f
Public
Engagement
and
Transparency
CDD/City Manager's
Office/City Attorney's
Office
$ Medium Community
Development
11 22 Public Engagement JF
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.
Public
Engagement
and
Transparency
CDD/City Manager's
Office
$$ Large Community
Development
11 # Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
23 Transportation LC
Adopt LOS and improve TDM
Accountability
Adopt LOS (Level of Service), in addition to VMT
(Vehicle Miles Traveled), in any traffic assessment,
since LOS is still a better measure of traffic impact.
Transportation CDD/Public
Works/City Attorney's
Office
$$ Large Community
Development
11 24 Transportation RW
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
Quality of Life Public Works $$ Large Public Works 11
25 Economic
Development JF
Commercial Diversification Plan Develop a plan and implementation strategy to diversify the range and types of medium-sized
businesses operating in the city.
Quality of Life City Manager's Office $$ Medium City Manager's Office 10 26 Environmental / Trees JF
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/CDD $$ Medium Public Works 10
27 Impact Fees KM
Impact Fees Evaluate and realign impact fees. Sustainability and Fiscal
Strategy
CDD/City Attorney's
Office/Public Works
$$$ Large Community
Development
10 28 Parks LC
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
Sustainability
and Fiscal
Strategy
Parks &
Recreation/Public
Works
$$ Medium Parks & Recreation 10
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
29 Transportation JF
Active Transportation Plan Continue the existing CWP item. Transportation Public Works $$ Medium Public Works 10 30 4th of July JF
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 & Recreation $$ Large Parks & Recreation 9 31 Public Engagement LC
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
Quality of Life CDD/City Manager's
Office/City Attorney's
Office/Public
Works/Administrative
Services
$ Medium Community
Development
9 32 Public Engagement LC
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
Public
Engagement
and
Transparency
I&T/ALL DEPTS $ Large Innovation &
Technology
8 33 Senior Services SM
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
Quality of Life Parks &
Recreation/City
Manager's Office/City
Attorney's Office
$ Large Parks & Recreation 8
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
34 Transportation KM
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
$ Medium Public Works 8
35 Public Engagement SM
General Plan
Community
Meetings
Consider community meetings for any development
or project that requires a GP amendment.
Public
Engagement
and
Transparency
CDD/City Manager's
Office
$ Medium Community
Development
7 36 Transportation KM
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 $ Small Public Works 6
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
37 Environmental / Trees KM
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 $$$ Large Public Works 5
38 Environmental /
Sustainability KM
Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness.
Public
Engagement
and
Transparency
I&T/CDD $ Small Innovation &
Technology
5 39 Emergency
Preparedness RW
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 $ Small City Manager's Office 4 40 Transportation JF Bicycle Facilities Continue the existing CWP item. Transportation Public Works/Parks & Recreation
$ Medium Public Works 4
41 Transportation KM
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 $ Small Public Works 4
42 Quarry SM
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
CDD/City Manager's
Office/City Attorney's
Office
$$ Medium Community
Development
2 43 Emergency
Preparedness RW
License Plate Readers Deploy city-owned license plate readers and implement policies to allow neighborhood-owned
ones.
Quality of Life City Manager's Office $$ Small City Manager's Office 1 44 Parks RW
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
$$ Medium Parks & Recreation 1
# Topic Proposed By Council
Member
Councilmember Submitted
Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking List of Priorities - For Ranking
45 Economic
Development LC
Strategies to Enhance Sales Tax
Revenue
Develop strategies to improve sales tax revenue,
including, but not limited to:
- With each infill redevelopment, provide
transparency on the retail space and loss in retail
categories and sales tax revenue
- Find out what businesses generate B2B taxes in
Cupertino and in other cities
- Attract businesses that generate sales taxes to
Cupertino
- Explore potential incentives to attract them to
Cupertino, such as tax breaks or fee waivers
Sustainability
and Fiscal
Strategy
City Manager's
Office/CDD/Administr
ative Services/City
Attorney's Office
$$ Large City Manager's Office 0
46 Emergency
Preparedness SM
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
$$ Medium Public Works 0
47 Emergency
Preparedness RW
City Hall Retrofit and EOC
Readiness Plan
Implement the previously approved 2022 Council
plan with EOC migration.
Sustainability
and Fiscal
Strategy
Public Works/City
Manager's Office
$ Small Public Works 0
48 Permitting SM
Expedite and/or
streamline building
permit and inspection
permit processes
Remove gridlock in construction, repairs and
remodeling by streamlining permitting process.
When processes get cumbersome, they get
circumvented. Delays impact property tax and
permitting fees revenues
Sustainability
and Fiscal
Strategy
CDD $$ Large Community
Development
0 49 Taxes / Revenue LC
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
$$$ Large City Attorney's Office 0
CC 03-03-2025
#1
FY 2025-2027 City Work
Program Prioritization and
Goal Setting Workshop
Desk Item
1 CITY COUNCIL STAFF REPORT
DESK ITEM
Meeting: March 3, 2025
Agenda Item #1
Subject
FY 2025 -2027 City Work Program Prioritization and Goal Setting Workshop
Recommended Action
1. Confirm City’s Strategic Vision
2. Adjust or Re-Affirm Council Goals
3. Finalize Council Priorities for Fiscal Years 2025 -2027
Background:
As mentioned in the original staff report any previously received rankings would be posted in a desk item prior to the workshop. As of today, staff have received rankings from Vice Mayor Moore and Councilmember Mohan. These are included as attachments D and E below. Additionally, a revised consolidated list has been provided for Councilmembers to reference while ranking at the workshop. This is included as attachment F.
Attachments Provided with Original Staff Report:
A. Council Revised Top 10 Items
B. Consolidated List of Council Priority Items
C. Priority Ranking Sheet
Additional Attachments Provided with Desk Item:
D. Ranking sheet from Councilmember Mohan
E. Ranking sheet from Vice Mayor Moore
F. Revised Consolidated List for Ranking
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CouncilȱPriorityȱRankingȱSheetȱ–ȱMarchȱ3,ȱ2025ȱWorkshopȱ Selectȱaȱtotalȱofȱ20ȱprojectsȱfromȱAttachmentȱȱtoȱcompleteȱtheȱformȱbelow.ȱ ȱȱ
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Business Revitalization Explore options to support small businesses, fill empty storefronts, and encourage new forms of retail Medium CMO Streamline Permitting Process To remove gridlock in construction, repairs, remodeling of residential property and have positive impact on property tax and permitting fees revenues. Large CDD Resolve City Hall seismic issues Determine options to deal with City Hall safety - pros/cons of retrofit, remodel, lease temporary facility, purchase a new building Medium PW, CMO Blackberry farms Pool and
Picnic Areas -open year round
Eliminate the current 100 day restricted operation of BB Farms picnic area facilities and swimming pool. Current restrictions deprive city of fee revenues and deprive public access to a public facility Large
P&R, CAO,
PW, CDD
Update City's impact fees Update governing policies and guidelines for all impact fees Large CDD, CAO, PW
Urban Forest Program
Develop a comprehensive urban forest plan to increase tree canopy in every city neighborhood using climate-resilient native trees Medium PW, CDD Heart of the City Plan update
Update the specific plan to create cohesiveness in developing residential, commercial activities with focus on reducing traffic and increasing attractiveness of major corridors. Large CDD General Plan Community
Outreach
Enhance public engagement for any development that
requires a GP amendment, including notification process. Medium CDD, CMO Leadership Academy
Re-establish leadership program similar to Sunnyvale and Mountain View - to educate public and encourage new participants in city's civic life Small CMO Coordination of senior services Establish a working group to create channels of communication between seniors and available City resources Large P&R, CMO, CAO Active Transportation Plan Continue to review and update current ATP . Include Bicycle facilities, bus stop inventory, SV Hopper Feasibility Medium PW Bicycle Facilities Continue the existing CWP item. Medium PW, P&R Bus Stop Inventory
Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security (reworded, but the same) Small PW 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) Small PW x ȱȱśȱȱ ȱȱȱȱȱŗŖ
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CouncilȱPriorityȱRankingȱSheetȱ–ȱMarchȱ3,ȱ2025ȱWorkshopȱ Selectȱaȱtotalȱofȱ20ȱprojectsȱfromȱAttachmentȱȱtoȱcompleteȱtheȱformȱbelow.ȱ ȱȱ
ȓǯȱ
¢ȱ¢ȱŘŞȱȱś
Impact Fees Evaluate and realign impact fees Large CDD, CAO, PW City Hall Retrofit and EOC
Readiness Plan
Implement the previously approved 2022 Council plan with EOC migration Small PW, CMO
Unhoused Policies
Continue this work program item. Determine best practices for limited budget smaller cities to manage the unhoused. Review RV and transitional housing practices in surrounding cities. Adopt policies. Large
CDD, PW,
CAO, CMO
Economic Development Restore Economic Development Committee, explore grant writer position, attract startups and companies. Small CMO Emergency Operations
Readiness
Review fire, earthquake, tornado, active shooter, Tsunami, hazardous transport accident policies; ensure EOC active and functioning with permanent position not consultant running the program. Medium CMO, SCC Sheriff
Water Conservation
Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize irrigation systems including CUSD use agreement sites.
Medium PW
Night time Safety
Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets (Fall Bike Fest, SR2S, festivals) Medium PW, P&R 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 cash͈equivalent.to at most 10%, on par with other cities
Medium AS
Seniors
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
Large P&R
Bus Stops
Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security
(reworded, but the same) Small PW
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 Medium CDD, CMO, CAO
Transparency at Commission
Meetings Restore Hybrid Commission Meetings Large
I&T, CMO, CAO,
CDD, AS, P&R, PW
4th of July
Identify and pursue low͈hazard alternatives to the traditional fireworks presentation if no safe venue for traditional fireworks in Cupertino can be found.
Large P&R
SV Hopper
Determine a future funding source for this grant͈funded program. Provide two ridership and financial updates per year. (reworded, but the same)
Small PW
Urban Forest
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 Medium PW, CDD
Environmental Hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. Small I&T, CDD Permits
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. Medium CDD, CAO
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 Large CDD, CAO, PW
Art in Lieu Policy
Each development project has to dedicate art in͈lieu 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 Cd t d df t i b l i d i t d l ti ld i t h t d di t h M ii l Medium
CDD, CMO,
CAO, PW, AS
Lehigh Quarry
continue to monitor quarry activities and present bi-annual updates to Council.
Continued collaboration with County and neighboring cities is recommended. Medium CDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAOCDD, CMO, CAO #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) 4th of July
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.
$$ Parks and Recreation
5G
2R W 5G Ordinance Update 5G Ordinance $ Public Works/City Attorney's Office City Work Program
3K 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. $ City Manager's Office/ALL DEPT
Economic Development
4S M Business
Revitalization
Explore options to support small businesses, fill empty storefronts, and encourage entry of new forms of retail to promote revitalization
$$ City Manager's Office
5J F
Small Business Revitalization Plan Develop a plan and implementation strategy to support (1) new small business establishment; (2) preservation of existing small businesses in order to improve placemaking in the city and the city's revenue stream.
$$ City Manager's Office
6J F Commercial Diversification Plan Develop a plan and implementation strategy to diversify the range and types of medium‐sized businesses operating in the city.
$$ City Manager's Office
7L C
Strategies to Enhance Sales Tax
Revenue
Develop strategies to improve sales tax revenue, including, but not limited to:
‐ With each infill redevelopment, provide transparency on the retail space and loss in retail categories and sales tax revenue
‐ Find out what businesses generate B2B taxes in Cupertino and in other cities ‐ Attract businesses that generate sales taxes to Cupertino ‐ Explore potential incentives to attract them to Cupertino, such as tax breaks or fee waivers $$ City Manager's Office/Community Development
Department/ Administrative Services Department/
City Attorney's Office
8R W Economic Development Restore economic development committee, explore grant writer position, attract startups and companies in the tech ecosystem.
$$ City Attorney's Office/City Manager's Office
9R W
Small Business Revitalization
Ordinance
Streamline permitting process, explore more themed events like restaurant week and bobatino, attract more festivals, create a small business council, provide regulatory support. $$ Community Development Departmen/City
Manager's Office/Parks & Recreation
Consolidated Revised Top 10 List ‐ ALL Councilmembers
ATTACHMENT F
1 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) Consolidated Revised Top 10 List ‐ ALL Councilmembers
City Properties/EOC
10 KM
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.
$$ Public Works/City Manager's Office
Emergency Preparedness
11 SM
City Hall Seismic
Safety Issues
Determine cost and feasiblility options to deal with City Hall seismic safety: pros and cons of retrofit, remodel, lease temporary facility, purchase a new building. Include plans for Stocklmeir and Torre. $$ Public Works/City Manager's Office
12 RW
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. $$ City Manager's Office/Sheriff'S Office
13 RW City Hall Retrofit and EOC
Readiness Plan
Implement the previously approved 2022 Council plan with EOC migration. $ Public Works/City Manager's Office 14 RW Public Safety ‐ Block Leader and
Neighborhood Watch
Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and expand the coverage of active neighborhoods.
$ City Manager's Office
15 RW License Plate Readers Deploy city‐owned license plate readers and implement policies to allow neighborhood‐owned ones. $$ City Manager's Office Environmental/Trees
16 SM 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 $$ Public Works/Community Development
Department
17 KM
Tree Planting (replaces Tee List
2.0)
Increase tree canopy on city‐owned properties with climate appropriate, preferably suitably CA native trees with volunteer tree‐planting opportunities as feasible. $$$ Public Works
18 JF
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. $$ Public Works/Community Development
Department
Environmental/Sustainability
19 KM
Water Conservation Policies
(replaces city water conservation/
turf conversion)
Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize irrigation systems including CUSD use agreement sites.
$$ Public Works
20 KM Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. $ Information & Technology/ Community Development Department
ATTACHMENT F
2 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) Consolidated Revised Top 10 List ‐ ALL Councilmembers
Financial Policies
21 LC
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.
$$ Administrative Services Department
Heart of the City
22 JR
Heart of the City Specific Plan
Update
Revise the Heart of the City Specific Plan and relevant neighboring planning areas to focus residential growth on major corridors to better support commercial activity, and an increased tax base as well as the creation of "third spaces" for community building, while bringing homes, amenities, and jobs closer together to reduce vehicle miles traveled and improve the atractiveness of active transportation options.
$$$ Community Development Department
Impact Fees
23 SM Update City's
Impact fees
Update governing policies and guidelines for all impact fees $$$ Community Development Department/City Attorney's Office/Public Works
24 KM Impact Fees Evaluate and realign impact fees. $$$ Community Development Department/City Attorney's Office/Public Works
25 LC
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. $$ Community Development Department/City
Attorney's Office/Public Works
Parks
26 SM
Blackberry Farms Pool and Picnic
Area ‐ CEQA Review
Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimming pool ‐ and open all year. Current restrictions deprive city of fee revenues, and deprive public access to public facilities.
$$$ Parks & Recreation/ Public Works/City Attorney's
Office/Community Development Department
27 LC
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
$$ Parks & Recreation/ Public Works
28 RW Memorial Park Renovation Reduce plan or place in phases, consider revenue models such as concessions and services in the mix for the park.
$$ Parks & Recreation/ Public Works
ATTACHMENT F
3 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) Consolidated Revised Top 10 List ‐ ALL Councilmembers
Permitting
29 JF
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 Department
30 SM
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
$$ Community Development Department
31 RW
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.
$ Community Development Department/ City
Attorney's Office
Public Engagement
32 SM
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
33 SM
General Plan
Community
Meetings
Consider community meetings for any development or project that requires a GP amendment. $ Community Development/City Manager's Office
34 LC
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.
$ Community Development/City Manager's
Office/City Attorney's Office
ATTACHMENT F
4 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) Consolidated Revised Top 10 List ‐ ALL Councilmembers
Public Engagement
35 LC
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 Pr ivate 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/ City Attorney's Office/
City Manager's Office/Pubilc Works/ Adminstrative
Services
36 LC
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. $ Innovation and Technology/City Manager's Office/
City Attorney's Office/City Clerk's Office/All
Departments
37 JF
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 RHN
A Cycle Housing Element revision.
$$ Community Development/City Manager's Office
Quarry
38 SM Lehigh Quarry Continue to monitor quarry activities and present bi‐annual updates to Council. Continued collaboration with County and neighboring cities is recommended. $$ Community Development/City Manager's
Office/City Attorney's Office
Senior Services
39 SM
Ad Hoc Senior
Commission
Establish an ad‐hoc senior commission/ committee/working group to create channels of communication between the senior population, senior center, senior living facilities ‐ and address concerns re: housing, transportation, medical facilities. $ Parks & Recreation/City Attorney's Office/City
Manager's Ofice
40 LC
Enhance Senior Services Due to the high cost of senior centers, many seniors have to "age in place", but do still need services typically provided in senior centers, in addition to common home maintenance.‐ ‐ Utilizing the survey results conducted in 2022 and 2023 to meet the needs of Cupertino seniors ‐ Consider consultant services similar to Palo Alto or Saratoga Senior Center to enhance services, while reducing cost to the city.
NOTE: Cupertino Age‐Friendly could make a presentation on the result of 2023 survey, in collaboration with the city staff.
NOTE: Successful Aging Solutions & Community Consulting (SASCC), who runs the Saratoga Senior Center could provide a free gap analysis and feasibility analysis $$ Parks & Recreation
ATTACHMENT F
5 #
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) Consolidated Revised Top 10 List ‐ ALL Councilmembers
Taxes/Revenue
41 LC
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%) $$$ City Attorney's Office/ Administrative Services/City Manager's Office
Transportation
42 JF Bicycle Facilities Continue the existing CWP item. $ Public Works/Parks & Recreation 43 KM Night time safety awareness Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets (Fall Bike Fest, SR2S, festivals)
$ Public Works/SC County Sheriff's Office
44 KM SV Hopper Feasibility Determine a future funding source for this grant‐funded program. Provide two ridership and financial updates per year. (reworded, but the same)
$ Public Works
45 KM Bus Stop Inventory Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security (reworded, but the same)
$ Public Works
46 JF Active Transportation Plan Continue the existing CWP item. $$ Public Works 47 LC
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. $$ Community Development/Public Works/City
Attorney's Office
48 RW
Major thoroughfare congestion
study and road improvements.
Study De Anza, Stevens Creek, Stelling, Wolfe, Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on red near schools during school hours, street paving, and traffic enforcement of bikers, cars, and pedestrians. $$ Public Works
Unhoused
49 KM
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.
$ Community Development/Public Works/City
Attorney's Office/City Manager's Office
ATTACHMENT F
6