Supplemental Reports — Cupertino City Council, March 18, 2025

CC 03-18-2025

City-Wide Policy Inventory

Supplemental Report
1 CITY COUNCIL STAFF REPORT
SUPPLEMENTAL 1
Meeting: March 18, 2025

Agenda Item #8

Subject
Citywide Policy Inventory and Gap Analysis Final Report and City Council Policy Inventory

Recommended Action

1. Receive the Citywide Policy Inventory and Gap Analysis Report

2. Review the City Council Policy Inventory and authorize Moss Adams LLP (“Moss Adams”) to include gap analysis as part of the FY 2025-26 Internal Audit Work Plan

Background:

Staff’s responses to questions received from councilmembers are shown in italics.

Q1: May we please have links to the administrative policies in Item 8. (Mayor Chao & Vice Mayor Moore)
Staff Response: Historically very few, if any governments make their internal policies available.

They may, like San Jose, have a few high-level policies online, but policies and procedures are specific to the business entity and not for public consumption. It may also bring to light city processes that could be used against it for phishing.

Moss Adams, the City’s internal auditor has historically worked as the intermediary, reviewing and providing recommendation on administrative policies along with ensuring those recommendations are incorporated. This helps the city twofold, one it ensures people with subject matter expertise are reviewing the policies and ensuring we are up to date with best practices and two is it keeps the city safe from potential phishing attacks.

Attachments Provided with Original Staff Report:

A – Citywide Policy Inventory and Gap Analysis Report
B – City Council Policy Inventory

CC 03-18-2025

Council Subcommittee Report

Desk Item
1 CITY COUNCIL STAFF REPORT
DESK ITEM
Meeting: March 18, 2025

Agenda Item #9

Subject
Receive City Council Subcommittee report on July 4th fireworks and provide Council direction for next steps

Recommended Action
Receive the City Council Subcommittee report on July 4th fireworks and provide Council direction for next steps

Background:

Staff’s responses to questions received from councilmember are shown in italics.

Q1: I’m perplexed by the lack of any report from staff or the subcommittee itself for Item 9 regarding Independence Day fireworks. Can you elaborate on why there is no report? (Councilmember Fruen)
Staff Response: Mayor Chao requested the item to be added after the receipt of Councilmember Wang’s email (Attachment A) on March 10. The email provided an update on the progress that Councilmember Wang and Vice Mayor Moore have been working on. Mayor Chao intends to consider a verbal report from either Councilmember Wang or the Vice Mayor and provide further direction.

Attachments Provided with Original Staff Report:

A – Update: Fourth of July Celebrations

From: R "Ray" Wang
To: Liang Chao; Pamela Wu
Cc: Kitty Moore
Subject: UPDATE: FOURTH OF JULY CELEBRATIONS
Date: Monday, March 10, 2025 6:05:04 PM
Dear Mayor and City Manager
Kitty and I have met and explored the options in the subcommittee. We've also met with Rachelle and the team on March 5th.

In general, there are two options:

Option 1: Hyde Middle School
In this scenario, we would continue the morning traditions of the Pancake Breakfast at Quinlan and other related festivities. We would coordinate with DeAnza for other celebrations on site around Lunch. Staff is unable to staff a Blackberry Farm event.. We would work with local businesses to encourage a fireworks night activities before the fireworks to encourage dining around the city.

PROs: The venue is a known quantity. Residents are used to this motion and know where to park and watch. This venue is most likely a venue that will continue on into the future. Public safety and Sheriff's have been through this process. Funding has already been allocated.

CONs: Staff finds this option to be more work. Staffing for an optional Blackberry Farm set of activiites would be more difficult and not possible in 2025 OPEN ISSUES: We are talking to a number of the school board members about hosting this on Hyde. They have reached out to the Superintendent who is expecting a meeting between Kitty and me or the Mayor and Kitty to iron out the details. While there is Solar panel work going on site, we should discuss preventive measures should we choose the option.

NEXT STEPS:

1. Set up a meeting with Stacy and the 2 Council Members along with the City Manager to formally make the request

2. Coordinate with local authorities

3. Reach out to the Business Community to plan the dine with us campaign.

Option 2: Fireworks at the Rise
In this scenario, we would continue the morning traditions of the Pancake Breakfast at Quinlan and other related festivities. We would coordinate with DeAnza for other celebrations on site around Lunch. Staff is open to bringing back events at BlackBerry Farm.

We would work with local businesses to encourage a fireworks night activities before the fireworks to encourage dining around the city.

PROs: The venue allows for bigger shells and is a once in a lifetime opportunity.

Staffing would be available for a Blackberry Farm set of activities. The City would have less work but would actively promote.

CONs: The Rise would have to "fund" the firworks.

OPEN ISSUES: We are talking with Reed Moulds at SandHill. We meet at 2pm Tuesday March 11th . Funding would come via sponsorships for the fireworks evening.

NEXT STEPS:

1. Set up a meeting with Reed Moulds and Kitty Moore and myself.

2. Work with Patrick Ahrens to find fundraising for the costs born by The Rise

3. Reach out to the Business Community to plan the dine with us campaign.

4. Work with The Rise to expedite Fire requirements
Hope this update helps.

R "Ray" Wang
Councilmember
City Council
[email protected]

CC 03-18-2025

#10

Fiscal Years 2025-2027 City
Work Program

First Ranking

Desk Item
#
4 5
6 7
8 9
(flUlC;Y
Consolidated Revised Top 10 List - ALL Councilmembers
Proposed
By Council I Councilmember Submitted Title Councilmember Proposed Project Description SM
JF
JF
LC
RW
RW
Explore options to support small businesses, fill empty storefronts, and encourage entry of new Revitalization !forms of retail to promote revitalization Small Business Revitalization Plan I 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.

Commercial Diversification Plan I Develop a plan and implementation strategy to diversify the range and types of medium- sized businesses operating in the city.

Strategies to Enhance Sales Tax I Develop strategies to improve sales tax revenue, including, but not limited to:

Revenue - With each infill redevelopment, provide transparency on the retail space and loss in retail categories and sales tax revenue
Economic Development
Small Business Revitalization
Ordinance
- 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 Restore economic development committee, explore grant writer position, attract startups and companies in the tech ecosystem.

ATTACHMENT F
Lead Department(s)
City Manager's Office
City Manager's Office
City Manager's Office/Community Development
Department/ Administrative Services Department/
City Attorney's Office
City Attorney's Office/City Manager's Office
Community Development Departmen/City
Manager's Office/Parks & Recreation
Consolidated Revised Top 10 List - ALL Councilmembers
Proposed
# By Council I Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Determine cost and feasibli lity options to deal with City Hall seismic safety: pros and cons of retrofit, 11 I SM !Safety Issues remodel, lease temporary facility, purchase a new building. Include plans for Stocklmeir and Torre.

Emergency Operations Readiness Review fire, earthquake tornado, active shooter, Tsunami, hazardous transport accident policies; and $$ 12 I RW I ensure EOC is active and functioning wit h a permanent position not consultant running the program . 13 I RW I City Hall Retrofit and EOC Implement the previously approved 2022 Council plan wit h EOC migration. $ Readiness Plan
14 I RW I Public Safety - Block Leader and Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and $ Neighborhood Watch expand the coverage of active neighborhoods .

License Plate Readers Deploy city-owned license plate readers and implement policies to allow neighborhood-owned ones. $$ Expand tree list review in current CWP to include specifics to develop an urban forest plan to Program increase trees, landscaping and greenery in all parts of the city Tree Planting (replaces Tee List Increase tree canopy on city-owned properties with climate appropr iate, preferab ly suitably CA $$$ 17 I KM 12.0) native trees with volunteer tree -planting oppor tunit ies as feasible. \
Urban Forest 10-Year Plan
I
Develop a plan and implementation strategy to increase the tree canopy in Cupertino to achieve at I !ss 18 I JF I least 30% coverage in every city neighborhood by 2035 using climate-resilient species. {---;,... -·-··-·--· ----------------·--·--
Environmental/Sustainability
19 KM
Water Conservation Policies I Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize (replaces city water conservation/ irrigation systems including CUSD use agreement sites. $$
turf conversion)
20 KM
Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. $ 2 Est staff f:iours
itt

ATTACHMENT F
Lead Department(s)
City Manager's Office/Sheriff's Office
Public Works/City Manager's Office
City Manager's Office
City Manager's Office
Department
Public Works
I Public Works/Community Development
Department
D"D
Information & Technology/ Community
Development Department
#
23 24
25 26
I
27 I
28 I
Proposed
By Council I Councilmember Submitted Title
SM
KM
LC
SM
LC
RW
I
Impact fees
Impact Fees
Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee
Area - CEQA Review
Reduce the Scope of Memorial
I Park Plan to under $40M
.Memoria l Park Renovation
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
Evaluate and realign impact fees.

With almost every infill project approva l and revision, we are losing almost all retail with almost zero parking. New unit s tend to provide more town homes, rather than much needed smaller starter units or senior flats . With potentia l 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.

Eliminate the 100 day restricted operatio n 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 .

The Memoria l Park Plan like other plans tend to include too many features in one park, which the city cannot afford to accommodate . We should redu ce the scope to under $40M to only essential elements
Reduce plan or place in phases, consider revenue mode ls such as concessions and services in the mix for t he park.
3 Ranking Est budget
$$$
$$
~
~
$$
$$
Est staff hours

ATTACHMENT F
Lead Department(s )
Community Development Department/City
Attorney's Office/Public Work s
Community Development Department/City
Attorney 's Office/Public Works
Community Development Department/C ity
Attorney' s Office/Pub lic Works
Parks & Recreation/ Public Works/City Attorney 's
Office/Community Development Department
Parks & Recreation/ Public Works
Parks & Recreation/ Public Works
#
29 30
31 32 I
33 I
34 Proposed
By Council I Councilmember Submitted Title
JF
SM
RW
SM
SM
LC
Simplifi cation for Small Home
Upgrades
Expedite and/or
streamline building
permit and inspection
permit processes
SFH permitting review process.

I Academy
-
General Plan
I Community
Meetings
Enhance Notificat ion Methods for
Development Projects and
General Plan Amendments
I
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
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.

Remove gridlock in construction, repairs and remodeling by streaml ining permitting process. When processes get cumbersome, they get circumve nted. Delays impact property tax and permitting fees revenues
Improve turnaround times . Set SLA's for staff and outsourced reviewers, customer service KPl's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify 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.

Consider community meetings for any development or project th at requires a GP amendment. * Consider a community meeting requirement for any major project application, especially t hose requiring a general plan amendment, as some other cities have adopte d. * Consider increasing notification radius from 300 feet to 500 feet (or even 1000 feet for major projects) for any project application, especially th ose requiring a general plan amendment . * Consider additiona l notification requirements for any project application seeking concessions/waivers of existing standards, such as parking reduction, building height, setback, retail space reduction, and/o r impact fees.

For city-wide general plan amendment, such as multiple sites for the Housing Element, consider comparab le notification methods as single sites, rather than only through the newspaper, which has been insufficient.
4 Ranking Est budget
$$
$
7-
$
$
Est staff hours

ATTACHMENT F
Lead Department(s)
Community Development Department
Community Development Department/ City
Attorney's Office
Community Development/City Manager's Office
Community Development/City Manager's
Office/City Attorney's Office
#
35 36
37 39
40 Consolidated Revised Top 10 List - ALL Councilmembers Proposed
By Council I Councilmember Submitted Title Councilmember Proposed Project Description LC
LC
JF
SM
LC
better engagement
Transparency for Commisison
Meetings
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.

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 Strategy and I Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement-related Policies in Support of Planning items (Attachment B Items 4 and 5) to establish more focused policies governing public outreach and Initiatives engagement with respect to General Plan amendments and rezonings with special consideration to lessons learned from the 6th RHNA Cycle Housing Element revision.

Establish an ad-hoc senior commission/ committee/working group to create channels of Commission I communication between the senior population, senior center, senior living facilities - and address concerns re: housing, transportation, medical facilities.

Enhance Senior Services I 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 5 Ranking Est budget
$
7-
$$
l
$$
Est staff hours

ATTACHMENT F
Lead Department(s)
Community Development/ City Attorney's Office/
City Manager's Office/Pubilc Works/ Adminstrative
Services
Innovation and Technology/City Manager's Office/
City Attorney's Office/City Clerk's Office/All
Departments
Community Development/City Manager's Office
Manager's Ofice
Parks & Recreation
Proposed
# By Council I Councilmember Submitted Title
43 KM
Night time safety awareness
44 KM
SV Hopper Feasibility
45 KM
Bus Stop Inventory
46 JF Active Transportation Plan
Adopt LOS and improve TDM
47 LC IAccooatabmty
Major thoroughfare congestion
48 RW I study and road improvements .
----~~-~~
Unhoused Policies (Formerly
49 KM
,Support for the Unhoused 2.0)
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets (Fall Bike Fest, SR2S, festivals)
Determine a future funding source for this grant-funded program . Provide two ridership and financial updates per year. (reworded, but the same)
Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security (reworded, but the same)
Continue the existing CWP item .

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 ofTDM {Traffic Demand Management) system since TDM often does not mitigate traffic impact as intended .

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 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.
6 Ranking Est budget
$
$
$$
$$
$$
\
Est staff hours

ATTACHMENT F
Lead Department(s)
Public Works/SC County Sheriff's Office
Public Works
Public Works
Public Works
Community Development/Public Works/City
Attorn ey's Office
Public Works
Community Development/Public Works/City
Attorney's Office/City Manager's Office
-z:;, 4 .,., .t; A 4.-v\L
~~
~ v-t,-t:i,,, (!)...--,
n-- 6V0 ""~ -4 e,~ ?!~I/--
;-J ~ .:=>,., c! NP J::-1 Jf ATTACHMENT F
Consolidated Revised Top 10 List - ALL Councilmembers
#
IO Sr,, 4
5 6
7 8
9 Proposed
By Council I Councilmember Submitted Title
Member
Councilmember Proposed Project Description
SM
JF
JF
LC
RW
RW
Explore options to support small businesses, fill empty storefronts, and encourage entry of new .. 1forms of retail to promote revitalization
Small Business Revitalization Plan I 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 .

Commercial Diversification Plan I Develop a plan and implementation strategy to diversify the range and types of medium-sized businesses operating in the city. ·,
Strategies to Enhance Sales Tax I Develop strategies to improve sales tax revenue, including, but not limited to :

Streamline permitting process, explore more themed events like restaurant week and bobatino, attract more festivals, create a small business council, provide regulatory support. p l,,\.-,b /; c... C, . -4 ,-, ~ 11./, .,_ •
• ft 4), •
~ ~~ IVMJ<_
1 Ranking Est budget
$$
$$
$$
16 $$
$$
Est staff hours
t
Lead Department(s)
City Manager's Office
City Manager's Office
City Manager's Office/Community Development
Department/ Administrative Services Department/
City Attorney's Office
City Attorney's Office/City Manager's Office
Community Development Departmen/City
Manager's Office/Parks & Recreation

ATTACHMENT F
Consolidated Revised Top 10 List - ALL Councilmembers
Proposed
ti By Council I. Councilmember Submitted Title : Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) .

Determine cost and feasiblility options to deal with City Hall seismic safety:

SM !Safety Issues remodel, lease temporary facility, purchase a new building. Include plans f Emergency Operations Readiness Review fire, earthquake tornado, active shooter, Tsunami, hazardous transport accident policies; and 10 $$ City Manager's Office/Sheriff's Office
RW I ensure EOC is active and functioning with a permanent position not consultant running the program .

RW 1
city Hall Retrofit and EOC
Readiness Plan
Implement the previously approved 2022 Council plan with EOC migration. $ Public Works/City Manager's Office RW tublic Safety - Block Leader and Strengt hen Block Leader/Neighborhood Watch programs to ensure the leaders are active and $ City Manager's Office Neighborhood Watch expand the coverage of active neighborhoods .

License Plate Readers Deploy city-owned license plate readers and implement policies to allow neighborhood-owned ones. ~~ City Manager's Office - ---- - ------ - -- -
Environmental/Trees
16 I SM I - - - . - --- Expand tree list review in current CWP to include specifics to develop an urban forest plan to Program increase trees, landscaping and greenery in all parts of the city - Department Tree Planting (repl~ces Tee List Increase tree canopy on city-owned properties with climate appropriate, preferably suitably CA $$$ Public Works 17 KM 2.0) native trees with volunt eer tree-planting opportunities as feasible.

Urban Forest 10-Year Plan Develop a plan and implementation strategy to increase the tree canopy in Cupertino to achieve at $$ Public Works/Community Development 18 I JF I least 30% coverage in every city neighborhood by 2035 using climate-resilient species. Department - ----------
Water Conservation Policies Reduce irr igation while increasing pollinator supporting vegetat ion (turf conversion). Optimize 7 19 I KM I (replaces city water conservation/ irrigation systems including CUSD use agreement sites. turf conversion )
20 I KM 1
Environmenta l hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness.

I $ --,, I Information & Technology/ Community
Development Department _
2 #
'?W)
1 /01 I 23 I
~ I 24 I
1 ' 9._ I 2s I
~
26 Consolidated Revised Top 10 List - ALL Councilmembers Proposed
By Council I Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget SM
KM
LC
SM
LC
RW
Impact fees
Impact Fees
Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee
Evaluate and realign impact fees.

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.

Blackberry Farms Pool and Picnic I Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimm ing pool - and Area - CEQA Review open all year. Current restrictions deprive city of fee revenues, and deprive public access to public facilities.

Reduce the Scope of Memorial
Park Plan to under $40M
Memorial Park Renovation
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
Reduce plan or place in phases, consider revenue models such as concessions and services in the mix for the park.
3 l $$$
$$
$$
$$
Est staff hours

ATTACHMENT F
Lead Department(s)
Community Development Department/City
Attorney's Office/Public Works
Community Development Department/City
Attorney's Office/Public Works
Community Development Department/City
Attorney's Office/Public Works
Office/Community Development Department
Parks & Recreation/ Public Works
Parks & Recreation/ Public Works
#
29 I os
30 75m 32
7ji11 33
34 Proposed
By Council I Councilmember Submitted Title
Member
JF
SM
RW
SM
SM
I
LC
Upgrades
Expedite and/or
streamline building
permit and inspection
permit processes
SFH permitting review process.

Academy
General Plan
Community
Meetings
Enhance Notification Methods for
Development Projects and
General Plan Amendments
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
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 .

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
Improve turnaround times . Set SLA's for staff and outsourced reviewers, customer service KP l's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify permitting for small home upgrades.

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.

Consider community meetings for any development or project that requires a GP amendment. * 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.
4 Ranking Est budget
$$
$
$
$
i
Est staff hours

ATTACHMENT F
Lead Department(s)
Community Development Department
Community Development Department/ City
Attorney's Office
Community Development/City Manager's Office
Community Development/City Manager' s
Office/City Attorney's Office
#
35 36
37 1sWt
39 40
Consolidated Revised Top 10 List - ALL Councilmembers
Proposed
By Council I Councilmember Submitted Title Councilmember Proposed Project Description LC
LC
JF
SM
LC
better engagement
Transparency for Commisison
Meetings
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 .

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 Strategy and I Consolidate existing CWP (Attachment B Item 10) and proposed CWP pu0lic engagement -related Policies in Support of Planning items (Attachment B Items 4 and 5) to establish more focused policies governing public outreach and Initiativ es
n - o
0 -P- S'.-, S,
Enhance Senior Services
•
engagement with respect to General Plan amendments and rezonings with special consideration to lessons learned from the 6th RH NA Cycle Housing Element revision. communication betweeo the senior population, senior center, senior living facilities - and address concerns re: housing, transportation, medical facilities.

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.

ATTACHMENT F
Lead Department(s)
Community Development/ City Attorney's Office/
City Manager's Office/Pubilc Works/ Adminstrative
Services
Innovation and Technology/City Manager's Office/
City Attorney's Office/City Clerk's Office/All
Departments
Community Development/City Manager's Office
Manager's Ofice
Parks & Recreation
#
tf,S
43 \ -
47 48
49 Consolidated Revised Top 10 List - ALL Councilmembers Proposed
By Council I Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget KM
1 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)
v,
1 , ~o,,u,my ~eter~ine a future funding source for this grant-funded program . Provide two ridership and I ~ t J I$ financial updates per year. (reworded, but the same}
KM
sv Hopoer i:~~c;h;J;+,,
Bus Stop lnventorv Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security $ ~ I •
(reworded, but the same)
KM
JF
LC
RW
KM
1 111,fJOrtat1on Pian I Continue the existing CWP item . $$ !Active Transpo • -· --· • 'Adopt LOS (Level of Service), in addition to VMT (Vehicle Miles Traveled}, in any traffic assessment, I I$$ since LOS is still a better measure of traffic impact.

Adopt LOS and improve I UM
IAcrnootability
Major thoroughfare congestion
I study and road improvements.

Unhoused Policies (Formerly
Support for the Un housed 2.0)
Adopt requirements to ensure accountability ofTDM (Traffic Demand Management} system since TDM often does not mitigate traffic impact as intended.

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.
6 $$
-1 ·0
Est staff hours

ATTACHMENT F
Lead Department(s)
Public Works/SC County Sheriff's Office
Public Works
Public Works
Public Works
Community Development/Public Works/City
Attorney's Office
Public Works
Community Development/Public Works/City
Attorney's Office/City Manager's Office
#
4 5
6 7
8 9
/· " ' l j,--
Consolidated Revised Top 10 List - ALL Councilmembers
Proposed
By Council I Council member Submitted Title
SM
JF
JF
LC
RW
RW
Business I Explore option s to support small businesses, fill empty storefronts, and encourage entry of new Revitalization form s of retail to promote revitalization Small Business Revitalization Plan I 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 .

Commercial Diversification Plan
Strategies to Enhance Sales Tax
Revenue , ~b'r'
- ·•'=) ~~\1-~~1,()(,\ \
~\}!~'
Economic Development
Small Business Revitalization
Ordinance
Develop a plan and implement ation strategy to div ersify the range and type s of medium- sized businesses operating in the city.

Develop strategies to improv e sales tax revenue, including, but not limited to :
- With each infill redevelopm ent, provide tran sparency 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 incentive s to attract them to Cupertino, such as tax breaks or fee waivers Restore economic development committee , explore grant writer position , attract st artups and companies in the t ech ecosystem.

ATTACHMENT F
City Manager's Office
City Manager's Office
City Manager's Office/Community Development
Department/ Admini strative Services Department/
City Attorney' s Office
City Attorney's Office/City Manager's Office
Community Development Departmen/City
Manager's Office/Parks & Recreation
#
11 12
13 14
16 17
18 19
20 Consolidated Revised Top 10 List - ALL Councilmembers Proposed
·sy Council I Councilmember Submitted Title
Member
SM
Emergency Operations Readiness
RW
RW City Hall Retrofit and EOC
Readiness Plan
RW 1
Public Safety - Block Leader and
Neighborhood Watch
RW . License Plate Readers
■
SM 'Program
Tree Planting (replaces Tee List
KM 2.0)
Urban Forest 10-Year Plan
JF
Councilmember Proposed Project Description
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 .

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 .

Implement the previously approved 2022 Council plan with EOC migration.

Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and expand the coverage of active neighborhoods.

Deploy city-owned license plate readers and implement policies to allow neighborhood-owned ones.

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 Increase tree canopy on city-owned properties with climate appropriate, preferably suitably CA native trees with volunt eer tree-planting oppor tuniti es as feasible.

Develop a plan and implementation strategy to increase the tree..i;~nopy in _9:J~o to achieve at least 30% coverage in every city neighborhood by 203Susing climate~ esilient species.

KM
Water Conservation Policies I Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize (replaces city water conservation/ irrigation systems including CUSD use agreement sites. turf conversion)
KM Environmenta l hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. 2 Ranking Est budget
'X e-1-r
1 $$
. U In ? 1$$
~
~
~4
$$$
~
$$
$
Est staff hours

ATTACHMENT F
Lead Department(s)
City Manager's Office/Sheriff's Office
Public Works/City Manager's Office
City Manager's Office
City Manager's Office
Department
Public Works
Public Works/Community Development
Department
Information & Technology/ Community
Development Department
#
23 24
25 26
I
27 I
28 I
Proposed
By Council I Councilmember Submitted Title
SM
KM
LC
SM
LC
RW
I
Impact fees
Impact Fees
Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee
Blackberrv Farms Pool and 0
Area - CEQA Review
Reduce the Scope of Memorial
I Park Plan to under $40M
. Memorial Park Renovation
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
Evaluate and realign impact fees.

With almost every infill project approval and revision, we are losing almost all retail with almost zero parking . New unit s 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.

Parks
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 facilitie s.

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
Reduce plan or place in phases, consider revenue models such as concessions and services in the mix for the park.
3 Ranking Est budget Est staff hours
$$$
$$
{~
(f I lss 1:: I
$$
$$

ATTACHMENT F
i.ead Department(s)
Community Development Department/City
Attorney's Office/Public Works
Community Development Department/City
Attorney's Office/Public Work s
Community Development Department/City
Attorney's Office/Public Works
Parks & Recreation/ Public Works/City Attorney's
Office/Community Development Department
Parks & Recreation/ Public Works
Parks & Recreation/ Public Work s
#
29 30
31 32
I
33 I
34 I
Proposed
By Council I Councilmember Submitted Title
JF
SM
RW
SM
SM
LC
I
Simplification for Small Home
Upgrades
Expedite and/o r
streamline building
permit and inspection
permit processes
SFH permitting review process.

General Plan
I Community
Meetings
Enhance Notification Methods for
Development Projects and
General Plan Amendments
I
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
Develop a suite of improvements to {l) improve access to, and {2) speed the processing of permits for small home upgrades so as to enhance complia nce and improve overall efficiency.

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
Improve turnaround times. Set SLA's for staff and outsourced reviewers, customer service KPl's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify permitting for small home upgrades.

Re-establish leadership program in collaboration with neighbor ing cities and non-profits - to educate the public on public policy issues, and encourage new participation in city's civic life.

Consider community meetings for any development or project that requires a GP amendment. * 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 mult iple sites for the Housing Element, consider comparab le notification methods as single sites, rather than only through the newspaper, which has been insufficient.
4 Ranking Est budget
$$
$
$
7 Est staff hours

ATTACHMENT F
Lead Department(s)
Community Development Department
Community Development Department/ City
Attorney's Office
Community Development/City Manager's Office
Community Development/City Manager's
Office/City Attorney's Office
#
35 36
37 39
40 Proposed
By Council I Councilmember Submitted Title
LC
LC
JF
SM
LC
better engagement
Transparency for Commisison
Meetings
Public Engagement Strategy and
Policies in Support of Planning
Initiatives
Commission
Enhance Senior Services
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
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 developin g an Art- in-lieu fee policy.

Restore Hybrid Commission Meetings with both virtu al 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 .

Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement-related items (Attachment B Items 4 and 5) to establish more focu sed policies governing public outreach and engagement with respect to General Plan amendment s and rezonings with special consideration to lessons learned from th e 6th RHNA Cycle Housing Element revision.

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.

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 .

ATTACHMENT F
Lead Department(s)
Community Development/ City Attorn ey's Office/
City Manager's Office/Pubilc Work s/ Adminstrativ e
Services
Innovation and Technology/City Manager's Office/
City Attorney' s Office/City Clerk's Office/ All
Departments
Community Development/City Manager's Office
Manager's Ofice
Parks & Recreation
Proposed
# By Council I Councilmember Submitted Title
43 KM Night time safety awareness
44 KM SV Hopper Feasibility
45 KM Bus Stop Inventory
46 JF Active Transportation Plan
Adopt LOS and improve TDM
47 LC ("°""'abWtv
Major thoroughfare congestion
48 RW I study and road improvements .
-
Unhoused Policies (Formerly
49 KM ,Support for the Unhoused 2.0)
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets (Fall Bike Fest, SR2S, festivals)
Determine a future funding source for this grant-funded program. Provide two ridership and financial updates per year. (reworded, but the same)
Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security (reworded, but the same)
Continue the existing CWP item .

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 ofTDM (Traffic Demand Management) system since TDM often does not mitigate traffic impact as intended .

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 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 surro unding cities. Policies to include nimble contingency plans.
6 Ranking Est budget
/ $
$
$$
I rJ
$$
j
Est staff hours

Explore option , t o support small businesses, fill empty storefronts, and encourage ,entry of n,ew orms of retaiJ to promote revitafization
- - -
Develop a plan and implementation strategy to support (1) new small business establishment; (2) p eservatlon of existing small businesses in order to improve p'facemaking in the city and the city's revenue stream.

Develop a plan and implementation strategy to diversify the range and types of ,medium-sized businesses operating in the city.
- - -
Develop strategies to improv :e sales tax revenue, including, but not limited to:
_ Wfth each infill redevelopment, provide transpa.rency 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 - Att, act businesses that generate sales taxes to Cu,pertino \ _ Explore potential incentives to attract them to Cu.pertino, such as ~ax breaks or fee waivers n
,ranking Es bu get Est staff hours
$$
$$
Lead oepartment(s)
City Managers Office/All . DEPT
,anager' s Office
c· Manager's Office
City Managerls Office/Communltv Development
Departme-nt/ Administ rative s,ervi,c.es Departmen t
Citv Attorney's Office
I ---l--~--:--=-~-~--f.==:::-::=:=:-;;::::;;:::=;-;;:~;;;-~;;;;;;;:~;;:-;~;;--;;;;;;:;■~;;;;;;;;;-;--1-,;;.;---1,~--11 ~---t-:---------- - _.......- -, ,_ fcon0t,,ic Devek,p,,.e.,t Restore economic development committee, explore grant writer position, attract startups and $$ , C1tv Attorney's Office/Clty Manager's Office 8 RW 9 RW
Small 8usifless Revitalization
Ordinance
companies in the tech ecosystem. _
Streaml ine permitting process, explore more themed events like restaurant week and bobatino, $$ attract more feS~vals, create a small business council, provide regulatory support. Community Development Departmen/Citv Manager
1 s Office/Parks & Recreation
19 0
#
10 11
-12
13 14
15 16
Proposed
ByCouncil
Member
Consolidated Revised Top 10 List - ALL Councilmembers
KM
SM
RW
RW
RW
RW
SM
Submlttt!d l1tle
Coundlmember Proposed Project Description
City Properties : P,anning for
Optimal Use IR>nnerf}r 01\'
Properties 2.0)
Crt:v Haff Sasm,c
Safety Issues
Revisit City Hall/rorre Annex Planning RE Seismic/EOC. Future planning strategies for Stocklmelr house/garages, Blech House, Slue Pheasant. Goal of judicial use of city-owned properties. Investigat e potential purchase of CUSD Finch/Phil property.

Determine cost and feasiblillty 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.

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.

Qty Haff Retrofit and EOC
Readiness Plan
Public Safety - Slodc leader and
Neighborhood Watd,
License Ptate Readers
Urban Forest
Program
Implement the previously approved 2022 Council plan with EOC migration.

Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and expand the coverage of active neighborhoods.

Deploy city-owned license plate readers and implement policres to allow neighborhood-owned ones.

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 clty Ranking Est budget
$$
$$
$
$
$$
17 KM
Tree Planting (replaces Tee LJst

2.0)
Increase tree canopy on city-owned properties with climate appropriate, preferably suitably CA native trees with volunteer tree-planting opportunities as feasible. $$$ 18 JF
KM
KM
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 ~sing climate-resilient species.

Water Conservation Policies Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize (replaces city water conservation/ irrigation systems including CUSD use agreement sites. turf conversion)
Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. $$
$
Est staff hour$
ATf ACHMENT F
Lead oepartment(s)
Public works/City Manager's office
Public Works/City Manager's Office
City Manager 's Office/Sheriff'S Office
Public Works/City Manager's Office
City Manager 's Office
City Manager's Office
Public Works/Community Development
Department
Public Works
Public Works/Community Development
Department
Public Works
Information & Technology/ Community
Development Department
-
•
Consolidated Revised Top 10 List _ ALL Coun
...... ,
• ...co..dl Coultdlle1111'11111"WAltflled ,Ille Coundlmember Proposed Project Descripti on 21 22
23 24
25 26
27 2B
LC
Rnanda fmrestmen .an
Gashflo~ Polit\ Revtew ('ffi
irem)
SM
Heart of tlae OtySpe.cific Pian
~
Update Oty';S
,riljlaCt fees
DefertsibJe tmpact~ News
Studyfor Traffic Impact fee,
ilnp.ct f,ee, BMR Impact
Fee
Bladcberry fam.s Pool and Picnic
Area - GOA Rev;ew
Aed,Jczfhr Scoped Memorial
PatkAanto~$40M
Revt " and assess the City's investment poHcy 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 2°" to 2% and to reduce the total percentage in cash and cash-equivalent.to at most 10%, on par with other cities.

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 doser together to reduce vehide miles traveled and improve the atrat tiveness of active transportation options.

Update governing policies and guidelines for all impact fees Evaluate and realign impact fees.

Wrth almost every infill project approval and revision, we are losing almost all retail with almost zero parting, 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.

Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimming pool - and open all vear. Current restrictions deprive city of fee revenues, and deprive public access to public &-.•fiti IOU~ -
MelllG(ill ,art Renovation
~Memoriaf'Pa,t Plan like other pfans tend to Include too many features in one park, which the atvannot lff«d to accommodate. We should reduce the scope to under $40M to only essential ·-~ Reduce ,>Ian.or pj«.e In pha5e$, consider revenue models such as concessions and services in the mix ibe,a,t. cilrnemb ers
Ranking Est budget
$$$
$$$
$$$
$$
$$$
$$
$$
ATTACHM~NTF
Est staflhaurs r--------- ----J
lead Departmentls)
A.dmirf st · . 1 rat,ve 5erv,ces Department
Communro, Development Department
Community Development Department/Ci\\/
Attorney's Office/Public Works
Community Development Department/City
Attorne-y's Office/Public Works
Community De\Je\opment Department/City
Attorne-y's Office/Public Wor\<s
Parks & Recreation/ Pub\ic Works/City AttoTne'/'s
Office/Communit'f oeve\opment Department
Parks & Recreation/ Pub\ic Works
Parks &. Recreatton/ Public Works

•
#
35 36
Proposed
By Council Coundlme.:,ber
Member
LC
LC
Enhance A In- ·eu
better engage en
ransparen
eetings
37 1 JF
38 39
40 s
LC
Ad ocSen·or
Gommrssio
Enhance Senior Services
on ol1d ed Revised op 10 List ALL Councilmem ,bers
Title Coundlmember Proposed Project Description
, opm n project has to dedicate art in-lieu fee, but the selectlon process does not e.ngage public to benefi the city as a whole. Explore policies adopted in other cities for better public enga ement.
: To expand the current work program item "Art in Public and Private Areas11 : Revisit Municipal • ode standards for art in public and private development, including the standlards i1n the Municipal ode and developing an Art-in lieu fee policy.

Re ore Hybrid Commission Meetings with both virtua
1 I and in-person public comments - with
m· imal 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. -
an Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement-re,lated a ning items (Attachment B Items 4 and
1 5) to establish more focused policies governing public outreach an,d engagement with respect to General Plan amendments and rezonings with special consideration to, lessons learned' from the 6th RHNA Cycle Housing Element revision. nt,nue to monitor quarry act1v1t1es an present 1-annu . on 1nue ,. • • - ■ - ·,,. •
1 < : , I
fstabJish an ad-hoc sen;or commission/ committee/working group to create channels of communication between the senior popufa,tion, senior center, senior living facilities- and address concerns re: housing, transportation, medical facilities.

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 -CO'lsider consultant services similar to Palo Alto or Saratoga Senior Center to enhance services, while reducing cost to the city.

OIE:Cupertino Age-friendly could make a presentation on the result of 2023 survey, in coUaboration with the city staff.

Ot • Successful Ajlng Solutions & Community Consulting (SASCC), who runs the Saratoga senior <:enter couJd provJde a free gap analysis and feasibility analysis Est budget
$
$$
$$
Est staff hours

ATTACHMENT F
Lead Dep•artment(s}
Community Development/ City Attor11,ey's Office/
Ctt;i 'Manager's Office/Pubitc Works/ Adminstrat1ve
Se:rvices
Innovation and Technology/City Mana.ger's Office/
City Attorney's Office/City Clerk's Office/All
Departments
Community Development/Otv Manager
1 s Offi.ce
Communitv 10e\lelopment/City Manager's
Office/City Attorney's Office
Parks & Recreation/C1ty Attorney's Office/Ctt')'
Manager s Ofice
Parks & Recreation
#
4 4
45 47
18 48
49 22
'
7 on t,ed R. vised Top 1,0 L'ist - ALL Councilmembers
Proposed
ByCDt•ndl
Member
C.oundlmember mltted lltle Coundlmember Proposed Project Description

1.C
KM
Active ranspc,,tatio Pan
Adop LOS a d m rove IDM
Acc:o11mabir
Trans er Tax ( imilair to Mountain View, Sa:n Jose an,d other cities) for large transactions - p ure profits made, as a result of upzoning
- Head a ( imilar to Mountai 1n View and other cities) for large em1plo,yers ,or renegotiate tax sharing, agreemen
- Sales ax ( o be collected only if tne county takes away the remaining: 0.25%} Continue the existing CWP item.

Coordinate public education and potential (private a1nd/or public) grants for night time safety for bikes/peds/pets (fall Bike Fest, SR2S, festivals)
Determ.ine a future funding source for this grant-funded program. Provide two ridership and financial updates per ye.ar. (reworded, but the sa1me)
Inventory city bus stops and coordinate with VTA for improvements to seating, shading, an,d security (reworded, but the same)
1 Continue the existing CWP item.

Adopt LOS (Level of Service), in addition to VMT '(Vehicle Mi Les Traveled), in any traffic assessment, since LOS is still a better measure o,f traffic impact.

Adopt requirements to, ensure accountabiUty ofTDM (Traffic Demand Management) system since TDM often does not mitiga,te traffic impact as intende ,d.

Major thoroughfare wngestion Study De Anza, Stevens Creek, Stelling, Wolfe, Homestead, and Bollinger, Road irnproveme,nt stud and oad -mpro\fements. options include adaptive traffic signa,ls, no turns on rec near schools during schooil h,ours, street Unhoused Policies (Formerry
Suppo or he Unhoused 2.0}
paving, and traffic enforcemen 1t of bikers, cars1 and pedestrians.

Continue this work program item. Determine best practices for limited budget smaller cities to manage the unhoused. Review RV practices in surroun ,ding cities for impacts and potential adoption.

Review transitional
1 housing outcomes in surrounding cities. Policies to include nimble co,n1:ingency plans.

Ranking Est budget
$$$
$
$
$$
$$
Est staff hours
lead Departmen,\\\
. Attorney's Office/ Administrat \1'\\\t .

City 1 _ • _ \'li11:,~\I
Man,ager s off1ce t\~
public w ,orks/Parks & Recreation
Publ'ic Works/SC County Sherlffs Office
Public Works
Public Works
?ulblic Works
Community Development/Pubnc Works/City
Atto rnev' s Office
Public Works
Community Developmenit/PubUc Works/City
Attorney's Office/City Manager's Office
#
4 5
6 7
8 9
M OV\u\V\
Consolidated Revised Top 10 List - ALL Councilmembers
Proposed
By Council I Councilmember Submitted Title Councilmember Proposed Project Description SM
JF
JF
LC
RW
RW
Explore options to support small businesses, fill empty storefronts, and encourage entry of new Revitalization lform s of retail to promote revitalization Small Business Revitalization Plan I Develop a plan and implementation strategy to support (1) new small business establishment ; (2) preservation of existing small businesses in order to improv e placemaking in the city and the city's revenue stream.

Commercial Diversification Plan I Develop a plan and implementation strategy to diversify the range and types of medium-sized businesses operat ing in the city.

Strategies to Enhance Sales Tax I Develop strategies to improve sales tax revenue, including, but not limit ed to:

ATTACHMENT F
Lead Department(s)
City Manager's Office
City Manager's Office
City Manager's Office/Community Development
Department/ Administrative Services Department/
City Attorney's Office
City Attorney's Office/City Manager's Office
Community Development Departmen/City
Manager's Office/Parks & Recreation
#
16 17
18 19
20 Consolidated Revised Top 10 List - ALL Councilmembers Proposed
By Council I Councilmember Submitted Title Councilmember Proposed Project Description SM
RW
SM
KM
JF
KM
KM
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 .

Emergency Operations Readiness I 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 Hall Retrofit and EOC l'mplement the previously approved 2022 Council plan with EOC migration.

Readiness Plan
Public Safety- Block Leader and !Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and Neighborhood Watch
License Plate Readers
Program
Tree Planting (replaces Tee List

2.0)
Urban Forest 10-Year Plan
expand the coverage of active neighborhoods .

Deploy city-owned license plate readers and implement policies to allow neighborhood -owned ones.

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 Increase tree canopy on city-owned properties with climate appropriate , preferably suitably CA native trees with volunteer tree-planting opportunities as feasible.

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.

Water Conservation Policies 'Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize (replaces city water conservation/ irrigation systems including CUSD use agreement sites. turf conversion)
Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. 2 Ranking Est budget
t,,\
$$
$
$$$
$$
$
Est staff hours

ATTACHMENT F
Consolidated Revised Top 10 List - ALL Councilmembers
Proposed
# By Council I Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) 23 I SM 1-·- -- - -, - u u' u
\U ;,;,;, TTT
Community Development Department/City
Impact fees Attorney's Office/Public Works
24 I KM 1
Impact Fees Evaluate and realign impact fees. $$$ Community Development Department/City Attorney' s Office/Public Works
Defensible Impact Fee Nexus With almost every infill project approval and revision, we are losing almost all retail with almost zero $$ Community Development Department/City Study for Traffic Impact Fee, parking. New unit s tend to provide more town homes, rather than much needed smaller starter Attorney' s Office/Public Works 25 I LC i:::ail Impact Fee, BMR Impact 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.

Blackberry Farms Pool and Picnic Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimming pool - and Parks & Recreation/ Public Works/City Attorn ey's Area - CEQA Review open all year. Current restriction s deprive city of fee revenu es, and deprive public access to public \0
Office/Community Development Department
26 SM facilities .

Reduce the Scope of Memorial The Memorial Park Plan like other plans tend to include too many features in one park, which the \
$$ Parks & Recreation/ Public Works
27 I LC I Park Plan to under $40M city cannot afford to accommodate. We should reduce the scope to under $40M to only essential elements
28 I RW 1
Memor ial Park Renovation I Reduce plan or place in phases, consider revenue models such as concessions and services in the mix ftD I$$ Ill I Parks & Recreation/ Public Work s
for the park.
3 #
29 30
31 32 I
33 I
34 I
Proposed
By Council I Councilmember Submitted Title
JF
SM
RW
SM
SM
LC
Simplification for Small Home
Upgrades
Expedite and/or
streamline building
permit and inspection
permit processes
SFH permitting review process.
!Academy
-
General Plan
I Community
Meetings
Enhance Notification Methods for
Development Projects and
General Plan Amendments
I
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description
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 .

Remove gridlock in construction, repairs and remodeling by stream lining permitting process. When processes get cumbersome, they get circumvented. Delays impact property tax and permitting fees revenues
Improve turnaround times. Set SLA's for staff and outsourced reviewers, customer service KPl's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify 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.

Consider community meetings for any development or project that requires a GP amendment. * 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.
4 Ranking Est budget
$$
$
$
Est staff hours

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 Strategy and I Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement-related Policies in Support of Planning items (Attachment B Items 4 and S) to establish more focused policies governing public outreach and Initiatives
Commission
Enhance Senior Services
engagement with respect to General Plan amendments and rezonings with special consideration to lessons learned from the 6th RHNA Cycle Housing Element revision.

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 .

ATTACHMENT F
Lead Department(s)
Community Development/ City Attorney's Office/
City Manager's Office/Pubilc Works/ Adminstrative
Services
Innovation and Technology/City Manager's Office/
City Attorney's Office/City Clerk's Office/ All
Departments
Community Development/City Manager's Office
Manager's Ofice
Parks & Recreation
Proposed
# By Council I Councilmember Submitted Title
43 I KM 1
Night time safety awareness
44 I KM 1
sv Hopper Feasibility
45 I KM 1
Bus Stop Inventory
46 I JF 1Active Transportation Plan
I
IAdopt LOS and improve TOM
47 I LC 1
Accountability
Major thoroughfare congestion
48 I RW I study and road improvements.
-
Unhoused Policies {Formerly
49 I KM
Support for the Un housed 2.0)
I -
Consolidated Revised Top 10 List - ALL Councilmembers
Councilmember Proposed Project Description Ranking Est budget Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets {Fall Bike Fest, SR2S, festivals)
Determine a future funding source for this grant-funded program . Provide two ridership and I IS financial updates per year. {reworded, but the same) Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security I {reworded, but the same) IS
Continue the existing CWP item.

I 1ss
Adopt LOS {Level of Service), in addition to VMT {Vehicle Miles Traveled), in any traffic assessment, I ISS since LOS is still a better measure of traffic impact .

Adopt requirements to ensure accountability ofTDM {Traffic Demand Management) system since TOM often does not mitigate t raffic impact as intended .

Study De Anza, Stevens Creek, Stelling, Wolfe, Homestead, and Bollinger, Road improvement I IS$ options include adaptive traffic signals, no turns on red near schools during school hours, street paving, and traffic enforcement of bikers, cars, and pedestrians . ----- -- - -
Unho
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.
6 Est staff hours

#10

Fiscal Years 2025-2027 City
Work Program

Second Ranking

Desk Item
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description· Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Economic Development Restore economic development committee, explore Sustainability City Attorney's $$ Small City Attorney's Office 27 1 Economic Development RW grant writer position, attract startups and companies and Fiscal Office/City Manager's in the tech ecosystem. Strategy Office
Business Explore options to support small businesses, fill empty Sustainability City Manager's Office $$ Medium City Manager's Office 27 2 Economic Development SM Revitalization storefronts, and encourage entry of new forms of and Fiscal retail to promote revitalization Strategy
Permit Streamlining and Develop a suite of improvements to (1) improve Quality of Life COD $ Medium Community 27 Simplification for Small Home access to, and (2) speed the processing of permits for Development 3 Permitting JF Upgrades small home upgrades so as to enhance compliance and improve overall efficiency.

Financial, Investment, and Review and assess the City's investment policy and Sustainability Administrative $$ Medium Administrative 24 Cashflow Policy Review (TBD best practices with an analysis of quarterly treasurers and Fiscal Services Services item) report. Strategy
4 Financial Policies LC 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.

Heart of the City Specific Plan Revise the Heart of the City Specific Plan and relevant Quality of Life COD $$$ Large Community 24 Update neighboring planning areas to focus residential growth Development on major corridors to better support commercial
activity, and an increased tax base as well as the
5 Heart of the City JR 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.

Update City's Update governing policies and guidelines for all Sustainability COD/City Attorney's $$$ Large Community 21 6 Impact Fees SM Impact fees impact fees and Fiscal Office/Public Works Development Strategy
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmel)lber Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Defensible Impact Fee Nexus With almost every infill project approval and revision, Sustainability COD/City Attorney's $$ Large Community 21 Study for Traffic Impact Fee, we are losing almost all retail with almost zero and Fiscal Office/Public Works Development Retail Impact Fee, BMR Impact parking. New units tend to provide more town homes, Strategy Fee rather than much needed smaller starter units or
7 Impact Fees LC
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.

Water Conservation Policies Reduce irrigation while increasing pollinator Sustainability Public Works $$ Medium Public Works 18 Environmental/ (replaces city water supporting vegetation (turf conversion). Optimize and Fiscal 8 Sustainability l<M conservation/ turf conversion) irrigation systems including CUSD use agreement Strategy sites.

Small Business Revitalization Develop a plan and implementation strategy to Qua I ity of Life City Manager's Office $$ Medium City Manager's Office 17 Plan support (1) new small business establishment; (2)
9 Economic Development JF preservation of existing small businesses in order to improve placemaking in the city and the city's revenue
stream.

Blackberry Farms Pool and Eliminate the 100 day restricted operation of BB Quality of Life Parks & $$$ Large Parks & Recreation 17 Picnic Area - CEQA Review Farms picnic area facilities and swimming pool - and Recreation/City open all year. Current restrictions deprive city of fee Attorney's revenues, and deprive public access to public facilities. Office/Public 10 Parks Works/COD SM
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Enhance Senior Services Due to the high cost of senior centers, many seniors Qua I ity of Life Parks & Recreation $$ Large Parks & Recreation 17 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
11 Senior Services LC 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.

City Properties: Planning for Revisit City Hall/Torre Annex Planning RE Seismic/EOC. Quality of Life Public Works/City $$ Medium Public Works 14 13 City Properties / EOC KM Optimal Use (Formerly City Future planning strategies for Stocklmeir Manager's Office \Properties 2.0} house/garages, Blech House, Blue Pheasant. Goal of Emergency Operations Review fire, earthquake tornado, active shooter, Sustainability City Manager's $$ Medium City Manager's Office 14 14 Emergency RW Readiness Tsunami, hazardous transport accident policies; and and Fiscal Office/SC County Preparedness ensure EOC is active and functioning with a Strategy Sheriff's Office Urban Forest Expand tree list review in current CWP to include Qua I ity of Life Public Works/CDD $$ Medium Public Works (
14 15 Environmental/ Trees SM Program specifics to develop an urban forest plan to increase trees, landscaping and greenery in all parts of the city SG Ordinance Update SG Ordinance Qua I ity of Life Public Works/City $ Small Public Works 12 16 SG RW Attorney's Office
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member SFH permitting review process. Improve turnaround times. Set SLA's for staff and Qua I ity of Life COD/City Attorney's $ Medium Community 12 outsourced reviewers, customer service KPl's, Office Development 17 Permitting RW templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify
permitting for small home upgrades.

Unhoused Policies (Formerly Continue this work program item. Determine best Quality of Life COD/Public Works/City $ Large Community 12 18 Unhoused KM Support for the Un housed 2.0) practices for limited budget smaller cities to manage Attorney's Office/City Development the unhoused. Review RV practices in surrounding Manager's Office cities for impacts and potential adoption. Review
Work Program Process Review Work Program History, budget considerations Sustainability City Manager's $ Medium City Manager's Office 11 and timing, key takeaways, best practices, mission and and Fiscal Office/ALL DEPT 19 City Work Program KM vision, goal categories, staff suggestions for process Strategy improvement and workload management. Include CIP
Leadership Re-establish leadership program in collaboration with Public City Manager's Office $ Small City Manager's Office 11 20 Public Engagement SM Academy neighboring cities and non-profits - to educate the Engagement public on public policy issues, and encourage new and
participation in city's civic life. Transparency
Enhance Notification Methods * Consider a community meeting requirement for any Public COD/City Manager's $ Medium Community 11 for Development Projects and major project application, especially those requiring a Engagement Office/City Attorney's Development General Plan Amendments general plan amendment, as some other cities have and Office 21 Public Engagement LC adopted. Transparency
* 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.

Adopt LOS and improve TDM Adopt LOS (Level of Service), in addition to VMT Transportation COD/Public Works/City $$ Large Community 11 23 Transportation LC Accountability (Vehicle Miles Traveled), in any traffic assessment, Attorney's Office Development since LOS is still a better measure of traffic impact.

List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Member Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Major thoroughfare congestion Study De Anza, Stevens Creek, Stelling, Wolfe, Qua I ity of Life Public Works $$ Large Public Works 11 24 Transportation RW study and road improvements. Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on
Commercial Diversification Plan Develop a plan and implementation strategy to Qua I ity of Life City Manager's Office $$ Medium City Manager's Office 10 diversify the range and types of medium-sized
businesses operating in the city.
25 Economic Development JF
Urban Forest 10-Year Plan Develop a plan and implementation strategy to Sustainability Public Works/CDD $$ Medium Public Works 10 increase the tree canopy in Cupertino to achieve at and Fiscal least 30% coverage in every city neighborhood by Strategy 2035 using climate-resilient species.
� 26 Environmental/ Trees JF
Impact Fees Evaluate and realign impact fees. Sustainability CDD/City Attorney's $$$ Large Community 10 and Fiscal Office/Public Works Development
27 Impact Fees KM Strategy
Reduce the Scope of Memorial The Memorial Park Plan like other plans tend to Sustainability Parks & $$ Medium Parks & Recreation 10 28 Parks LC Park Plan to under $40M include too many features in one park, which the city and Fiscal Recreation/Public cannot afford to accommodate. We should reduce the Strategy Works Active Transportation Plan Continue the existing CWP item. Transportation Public Works $$ Medium Public Works 10 29 Transportation JF
l
List of Priorities - For Ranking
#
- Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lejld Department(s) Total Ranking Member Independence Day Celebration Identify and pursue low-hazard alternatives to the Quality of Life Parks & Recreation $$ Large Parks & Recreation 9 Enhancement traditional fireworks presentation if no safe venue for 30 4th of July JF traditional fireworks in Cupertino can be found.

Enhance Art In-Lieu Fee policy Each development project has to dedicate art in-lieu Quality of Life COD/City Manager's $ Medium Community 9 for better engagement fee, but the selection process does not engage the Office/City Attorney's Development 31 Public Engagement LC public to benefit the city as a whole. Explore policies Office/Public adopted in other cities for better public engagement. Works/ Administrative NOTE: To expand the current work program item "Art Services Transparency for Commisison Restore Hybrid Commission Meetings with both Public l&T/ALL DEPTS $ Large Innovation & 8 32 Public Engagement LC Meetings virtual and in-person public comments - with minimal Engagement Technology staff support. and
Include presentations, design docs in the agenda Transparency Ad Hoc Senior Establish an ad-hoc senior commission/ Qua I ity of Life Parks & $ Large Parks & Recreation 8 Commission committee/working group to create channels of Recreation/City 33 Senior Services SM communication between the senior population, senior Manager's Office/City center, senior living facilities - and address concerns Attorney's Office Night time safety awareness Coordinate public education and potential (private Quality of Life Public Works/SC $ Medium Public Works 8 and/or public) grants for night time safety for County Sheriff's Office bikes/peds/pets {Fall Bike Fest, SR2S, festivals)
34 Transportation KM
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member General Plan Consider community meetings for any development Public COD/City Manager's $ Medium Community 7 Community or project that requires a GP amendment. Engagement Office Development Meetings and
Transparency
35 Public Engagement SM
SV Hopper Feasibility Determine a future funding source for this grant- Transportation Public Works $ Small Public Works 6 36 Transportation KM funded program. Provide two ridership and financial updates per year. (reworded, but the same)
Tree Planting (replaces Tee List Increase tree canopy on city-owned properties with Sustainability Public Works $$$ Large Public Works 5

2.0) climate appropriate, preferably suitably CA native and Fiscal 37 Environmental/ Trees KM trees with volunteer tree-planting opportunities as Strategy feasible.

Environmental hazards Add Geotracker and DTSC sites to the GIS mapping Public l&T/COD $ Small Innovation & 5 38 Environmental/ KM layers in the city to improve public awareness. Engagement Technology Sustainability and
Transparency
Public Safety - Block Leader and Strengthen Block Leader/Neighborhood Watch Quality of Life City Manager's Office $ Small City Manager's Office 4 39 Emergency RW Neighborhood Watch programs to ensure the leaders are active and expand Preparedness the coverage of active neighborhoods.

Bicycle Facilities Continue the existing CWP item. Transportation Public Works/Parks & $ Medium Public Works 4 40 Transportation JF Recreation Bus Stop Inventory Inventory city bus stops and coordinate with VTA for Transportation Public Works $ Small Public Works 4 41 Transportation KM improvements to seating, shading, and security (reworded, but the same)
Lehigh Quarry Continue to monitor quarry activities and present bi- Public COD/City Manager's $$ Medium Community 2 42 Quarry SM
annual updates to Council. Continued collaboration Engagement Office/City Attorney's Development with County and neighboring cities is recommended. and Office Transparency
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member .. ' License Plate Readers Deploy city-owned license plate readers and Qua I ity of Life City Manager's Office $$ Small City Manager's Office 1 43 Emergency RW implement policies to allow neighborhood-owned Preparedness ones.

Memorial Park Renovation Reduce plan or place in phases, consider revenue Quality of Life Parks & $$ Medium Parks & Recreation 1 44 Parks RW models such as concessions and services in the mix for Recreation/Public the park. Works
Strategies to Enhance Sales Tax Develop strategies to improve sales tax revenue, Sustainability City Manager's $$ large City Manager's Office 0 Revenue including, but not limited to: and Fiscal Office/COD/ Administra - With each infill redevelopment, provide Strategy tive Services/City transparency on the retail space and loss in retail Attorney's Office categories and sales tax revenue
45 Economic Development LC - 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 Hall Seismic Determine cost and feasiblility options to deal with Sustainability Public Works/City $$ Medium Public Works 0 Safety Issues City Hall seismic safety: pros and cons of retrofit, and Fiscal Manager's Office 46 Emergency SM remodel, lease temporary facility, purchase a new Strategy Preparedness building. Include plans for Stocklmeir and Torre.

City Hall Retrofit and EOC Implement the previously approved 2022 Council plan Sustainability Public Works/City $ Small Public Works 0 47 Emergency RW Readiness Plan with EOC migration. and Fiscal Manager's Office Preparedness Strategy Expedite and/or Remove gridlock in construction, repairs and Sustainability CDD $$ large Community 0 streamline building remodeling by streamlining permitting process. When and Fiscal Development 48 Permitting SM permit and inspection processes get cumbersome, they get circumvented. Strategy permit processes Delays impact property tax and permitting fees revenues
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Tax Measures on the 2026 - Real Estate Transfer Tax (similar to Mountain View, Sustainability City Attorney's $$$ Large City Attorney's Office 0 Ballot San Jose and other cities) for large transactions - to and Fiscal Office/ Administrative capture profits made as a result of upzoning Strategy Services/City - Head tax (similar to Mountain View and other cities) Manager's Office 49 Taxes/ Revenue LC for large employers or renegotiate tax sharing agreements
- Sales tax (to be collected only if the county takes
away the remaining 0.2S%)
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member ('
�conomic Develo�
Economic Development Restore economic development committee, explore Sustainability City Attorney's $$ Small City Attorney's Office 27 RW grant writer position, attract startups and companies and Fiscal Office/City Manager's in the tech ecosystem. Strategy Office
\_
1 Business Explore options to support small businesses, fill empty Sustainability City Manager's Office $$ Medium City Manager's Office 27 Economic� SM Revitalization storefronts, and encourage entry of new forms of and Fiscal retail to promote revitalization Strategy
Permit Streamlining and Develop a suite of improvements to (1) improve� Quality of Life CDD $ Medium Community 27 Simplification for Small Home access to, and (2) speed the processing of permits for Development 3 Permitting JF Upgrades small home upgrades so as to enhance compliance and improve overall efficiency.

Financial, Investment, and Review and assess the City's investment policy and Sustainability Administrative $$ Medium Administrative 24 Cashflow Policy Review (TBD best practices with an analysis of quarterly treasurers and Fiscal Services Services item) report. Strategy
Financial Policies LC
Establish a cashflow management policy with the goal
4 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.

Update City's Update governing policies and guidelines for all Sustainability CDD/City Attorney's $$$ Large Community 21 6 Impact Fees SM Impact fees impact fees and Fiscal Office/Public Works Development Strategy
#
7 9
(
10 Topic
Impact Fees
-
Environmental/
Sustainability
.,,,- "' Economic Development)
--- __.,,
Parks
Proposed By Council Councilmember Submitted Title Member Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee
--;. � ,,,_/ 'J h LC
Water Conservation Policies
(replaces city water KM conservation/ turf conversion)
Small Business Revitalization
Plan
JF
Blackberry Farms Pool and
Picnic Area - CEQA Review
SM
List of Priorities - For Ranking
Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking With almost every infill project approval and revision, Sustainability CDD/City Attorney's $$ Large Community 21 we are losing almost all retail with almost zero and Fiscal Office/Public Works Development parking. New units tend to provide more town homes, Strategy 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.

Reduce irrigation while increasing pollinator Sustainability Public Works $$ Medium Public Works 18 supporting vegetation (turf conversion). Optimize and Fiscal irrigation systems including CUSD use.agreement Strategy sites.

Develop a plan and implementation strategy to Qua I ity of Life City Manager's Office $$ Medium City Manager's Office 17 support (1) new small business establishment; (2)
preservation of existing small businesses in order to
improve place making in the city and the city's revenue strea� .....

H!l'iminate the 100 day restricted operation ofBB---...._,_ Qua I ity of Life Parks & $$$ Large Parks & Recreation 17 Farms picnic area facilities and swimming pool - and Recreation/City open all year. Current restrictions deprive city of fee Attorney's revenues, and deprive public access to public facilities. Office/Public c/� pd) Tttn ./-; �J
Works/COD ---
� -----
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Member Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Enhance Senior Services Due to the high cost of senior centers, many seniors Quality of Life Parks & Recreation $$ Large Parks & Recreation 17 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
11 Senior Services LC 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.

City Properties: Planning for rr RE Seismic/EOC. Qua I ity of Life Public Works/City $$ Medium Public Works 14 13 City Properties/ EOC KM Optimal Use (Formerly City Future planni eir Manager's Office Properties 2.0) house/garag easant. Goal of
Emergency Operations Review fire, earthquake tornado, active shooter, Sustainability City Manager's $$ Medium City Manager's Office 14 14 Emergency RW Readiness Tsunami, hazardous transport accident policies; and and Fiscal Office/SC CountyPreparedness ensure EOC is active and functioning with a Strategy Sheriff's Office Urban Forest Expand tree list review in current CWP to include Qua I ity of Life Public Works/COD $$ Medium Public Works 14 15 Environmental/ Trees SM Program specifics to develop an urban forest plan to increase tre ap.il:lg..a!>d gre1anery in all piiirts of the city SG rdinance Update 5G Ordinance Quality of Life Public Works/City $ ma u lie Works .... 16 5G RW
� /41/' I��
Attorney's Office
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) TOt!'II Ranking SFH permitting review process. Improve turnaround times. Set SLA's for staff and Quality of Life COD/City Attorney's $ Medium Community 12 outsourced reviewers, customer service KPl's, Office Development 17 Permitting RW templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify
permitting for small home upgrades. . .. ,
Un housed Policies (Formerly Continue this work program item. Determine best Qua I ity of Life COD/Public Works/City $ Large Community 12 18 Unhoused KM Support for the Un housed 2.0} practices for limited budget smaller cities to manage Attorney's Office/City Development CD
the unhoused. Review RV practices in surrounding Manager's Office cities for impacts and potential adoption. Review
Work Program Process Review Work Program History, budget considerations Sustainability City Manager's $ Medium City Manager's Office 11 and timing, key takeaways, best practices, mission and and Fiscal Office/ALL DEPT 19 City Work Program KM vision, goal categories, staff suggestions for process Strategy improvement and workload management. Include CIP
Leadership Re-establish leadership program in collaboration with Public City Manager's Office $ Small City Manager's Office 11 20 Public Engagement SM Academy neighboring cities and non-profits - to educate the Engagement public on public policy issues, and encourage new and
participation in city's civic life. Transparency
Enhance Notification Methods * Consider a community meeting requirement for any Public COD/City Manager's $ Medium Community 11 for Development Projects and major project application, especially those requiring a Engagement Office/City Attorney's Development General Plan Amendments general plan amendment, as some other cities have and Office 21 Public Engagement LC adopted. Transparency
* 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.

Public Engagement Strategy and Consolidate existing CWP (Attachment B Item 10} and Public CDD/City Manager's $$ Large Community 11 Policies in Support of Planning proposed CWP public engagement-related items Engagement Office Development Initiatives (Attachment B Items 4 and 5) to establish more and focused policies governing public outreach and Transparency 22 Public Engagement JF engagement with respect to General Plan amendments and rezonings with special consideration
to lessons learned from the 6th RHNA Cycle Housing
Element revision.

Adopt LOS and improve TDM Adopt LOS (Level of Service}, in addition to VMT Transportation COD/Public Works/City $$ Large Community 11 23 Transportation LC Accountability (Vehicle Miles Traveled}, in any traffic assessment, Attorney's Office Development since LOS is still a better measure of traffic impact.

List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department{s) Total Ranking Member Major thoroughfare congestion Study De Anza, Stevens Creek, Stelling, Wolfe, Qua I ity of Life Public Works $$ Large Public Works 11 24 Transportation RW study and road improvements. Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on
Commercial Diversification Plan Develop a plan and implementation strategy to Qua I ity of Life City Manager's Office $$ Medium City Manager's Office 10 diversify the range and types of medium-sized
businesses operating in the city.
25 Economic Development JF
Urban Forest 10-Year Plan Develop a plan and implementation strategy to Sustainability Public Works/CDD $$ Medium Public Works 10 increase the tree canopy in Cupertino to achieve at and Fiscal least 30% coverage in every city neighborhood by Strategy 2035 using climate-resilient species.
26 Environmental/ Trees JF
/
/
Impact Fees Evaluate and realign impact fees. Sustainability CDD/City Attorney's $$$ Large Community 10 and Fiscal Office/Public Works Development
27 KM Strategy
Reduce the Scope of Memorial The Memorial Park Plan like other plans tend to Sustainability Parks & $$ Medium Parks & Recreation 10 28 Parks LC Park Plan to under $40M include too many features in one park, which the city and Fiscal Recreation/Public cannot afford to accommodate. We should reduce the Strategy Works Active Transportation Plan Continue the existing CWP item. Transportation Public Works $$ Medium Public Works 10 29 Transportation JF
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Independence Day Celebration Identify and pursue low-hazard alternatives to the Quality of Life Parks & Recreation $$ Large Parks & Recreation 9 Enhancement traditional fireworks presentation if no safe venue for 30 4th of July JF traditional fireworks in Cupertino can be found.

Enhance Art In-Lieu Fee policy Each development project has to dedicate art in-lieu Quality of Life CDD/City Manager's $ Medium Community 9 for better engagement fee, but the selection process does not engage the Office/City Attorney's Development 31 Public Engagement LC public to benefit the city as a whole. Explore policies Office/Public adopted in other cities for better public engagement. Works/ Administrative NOTE: To expand the current work program item "Art Services Transparency for Commisison Restore Hybrid Commission Meetings with both Public l&T/ALLDEPTS $ Large Innovation & 8 32 Public Engagement LC Meetings virtual and in-person public comments - with minimal Engagement Technology staff support. and
Include presentations, design docs in the agenda Transparency Ad Hoc Senior Establish an ad-hoc senior commission/ Qua I ity of Life Parks & $ Large Parks & Recreation 8 Commission committee/working group to create channels of Recreation/City 33 Senior Services SM communication between the senior population, senior Manager's Office/City center, senior living facilities - and address concerns Attorney's Office Night time safety awareness Coordinate public education and potential (private Quality of Life Public Works/SC $ Medium Public Works 8 and/or public) grants for night time safety for County Sheriff's Office bikes/peds/pets (Fall Bike Fest, SR2S, festivals)
34 Transportation KM
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member General Plan Consider community meetings for any development Public CDD/City Manager's $ Medium Community 7 Community or project that requires a GP amendment. Engagement Office Development Meetings and
Transparency
35 Public Engagement SM
SV Hopper Feasibility Determine a future funding source for this grant- Transportation Public Works $ Small Public Works 6 funded program. Provide two ridership and financial 36 Transportation KM updates per year. (reworded, but the same) .,, Z. t./J 11)�� OJ#;
Tree Planting (replaces lee List Increase tree canopy on city-owned properties with Sustainabilitef Public Works $$$ Large Public Works 5

2.0) climate appropriate, preferably suitably CA native and Fiscal 37 Environmental/ Trees trees with volunteer tree-planting opportunities as Strategy KM feasible.

Environmental hazards Add Geotracker and DTSC sites to the GIS mapping Public l&T/CDD $ Small Innovation & 5 38 Environmental/ KM
layers in the city to improve public awareness. Engagement Technology Sustainability and
Transparency
Public Safety - Block Leader and Strengthen Block Leader/Neighborhood Watch Quality of Life City Manager's Office $ Small City Manager's Office 4 39 Emergency RW Neighborhood Watch programs to ensure the leaders are active and expand Preparedness the coverage of active neighborhoods.

Bicycle Facilities Continue the existing CWP item. Transportation Public Works/Parks & $ Medium Public Works 4 40 Transportation JF Recreation Bus Stop Inventory Inventory city bus stops and coordinate with VTA for Transportation Public Works $ Small Public Works 4 41 Transportation KM improvements to seating, shading, and security (reworded, but the same)
Lehigh Quarry Continue to monitor quarry activities and present bi- Public CDD/City Manager's $$ Medium Community 2 42 Quarry SM
annual updates to Council. Continued collaboration Engagement Office/City Attorney's Development with County and neighboring cities is recommended. and Office Transparency
#
43 44
45 46
47 48
' '
Topic
Emergency
Preparedness
Parks
Economic Development
Emergency
Preparedness
Emergency
Preparedness
Permitting
Proposed By Council Councilmember Submitted Title Member License Plate Readers
RW
Memorial Park Renovation
RW
Strategies to Enhance Sales Tax
Revenue
LC
City Hall Seismic
Safety Issues
SM
City Hall Retrofit and EOC
RW Readiness Plan
Expedite and/or
streamline building
SM permit and inspection
permit processes
List of Priorities - For Ranking
Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Deploy city-owned license plate readers and Qua I ity of Life City Manager's Office $$ Small City Manager's Office 1 implement policies to allow neighborhood-owned
ones.

Reduce plan or place in phases, consider revenue Quality of Life Parks & $$ Medium Parks & Recreation 1 models such as concessions and services in the mix for Recreation/Public the park. Works
Develop strategies to improve sales tax revenue, Sustainability City Manager's $$ Large City Manager's Office 0 including, but not limited to: and Fiscal Office/COD/ Administra - With each infill redevelopment, provide Strategy tive Services/City transparency on the retail space and loss in retail Attorney's Office categories and sales tax revenue
- Find out what businesses generate 828 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
Determine cost and feasiblility options to deal with Sustainability Public Works/City $$ Medium Public Works 0 City Hall seismic safety: pros and cons of retrofit, and Fiscal Manager's Office remodel, lease temporary facility, purchase a new Strategy building. Include plans for Stocklmeir and Torre.

Implement the previously approved 2022 Council plan Sustainability Public Works/City $ Small Public Works 0 with EOC migration. and Fiscal Manager's Office
Strategy
Remove gridlock in construction, repairs and Sustainability CDD $$ Large Community 0 remodeling by streamlining permitting process. When and Fiscal Development processes get cumbersome, they get circumvented. Strategy Delays impact property tax and permitting fees
revenues
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Tax Measures on the 2026 - Real Estate Transfer Tax (similar to Mountain View, Sustainability City Attorney's $$$ Large City Attorney's Office 0 Ballot San Jose and other cities) for large transactions - to and Fiscal Office/ Administrative capture profits made as a result of upzoning Strategy Services/City - Head tax (similar to Mountain View and other cities) Manager's Office 49 Taxes/ Revenue LC for large employers or renegotiate tax sharing agreements
- Sales tax (to be collected only if the county takes
away the remaining 0.2S%)
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Economic Development Restore economic development committee, explore Sustainability City Attorney's $$ Small City Attorney's Office 27 1 Economic Development RW grant writer position, attract startups and companies and Fiscal Office/City Manager's in the tech ecosystem. Strategy Office
Business Explore options to support small businesses, fill empty Sustainability City Manager's Office $$ Medium City Manager's Office 27 2 Economic Development SM Revitalization storefronts, and encourage entry of new forms of and Fiscal retail to promote revitalization Strategy
Permit Streamlining and Develop a suite of improvements to (1) improve Quality of Life CDD $ Medium Community 27 Simplification for Small Home access to, and (2) speed the processing of permits for Development 3 Permitting JF Upgrades small home upgrades so as to enhance compliance and improve overall efficiency.

Financial, Investment, and Review and assess the City's investment policy and Sustainability Administrative $$ Medium Administrative 24 Cashflow Policy Review (TBD best practices with an analysis of quarterly treasurers and Fiscal Services Services item} report. Strategy
4 Financial Policies LC 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.

Heart of the City Specific Plan Revise the Heart of the City Specific Plan and relevant Quality of Life CDD $$$ Large Community 24 Update neighboring planning areas to focus residential growth Development on major corridors to better support commercial
activity, and an increased tax base as well as the
5 Heart of the City JR creation of "third spaces" for community building, while bringing homes, amenities, and jobs closer
together to reduce vehicle miles traveled and improve
the atractiveness of active transportation options.
+-1 ,t·i:'1 Update City's Update governing policies and guidelines for all Sustainability COD/City Attorney's $$$ Large Community 21 6 Impact Fees SM Impact fees impact fees and Fiscal Office/Public Works Development Strategy
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Membe; Defensible Impact Fee Nexus With almost every infill project approval and revision, Sustainability CDD/City Attorney's $$ Large Community 21 Study for Traffic Impact Fee, we are losing almost all retail with almost zero and Fiscal Office/Public Works Development Retail Impact Fee, BMR Impact parking. New units tend to provide more town homes, Strategy Fee rather than much needed smaller starter units or
7-.!: � Impact Fees LC
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.

Water Conservation Policies Reduce irrigation while increasing pollinator Sustainability Public Works $$ Medium Public Works 18 Environmental/ (replaces city water supporting vegetation (turf conversion). Optimize and Fiscal KM Sustainability conservation/ turf conversion) irrigation systems including CUSD use agreement Strategy sites.

Small Business Revitalization Develop a plan and implementation strategy to Quality of Life City Manager's Office $$ Medium City Manager's Office 17 Plan support (1) new small business establishment; (2)
9 Economic Development JF preservation of existing small businesses in order to improve placemaking in the city and the city's revenue
stream.

Blackberry Farms Pool and Eliminate the 100 day restricted operation of BB Qua I ity of Life Parks & $$$ Large Parks & Recreation 17 Picnic Area - CEQA Review Farms picnic area facilities and swimming pool - and Recreation/City open all year. Current restrictions deprive city offee Attorney's revenues, and deprive public access to public facilities. Office/Public Works/CDD 10 Parks SM
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Member Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Enhance Senior Services Due to the high cost of senior centers, many seniors Qua I ity of Life Parks & Recreation $$ Large Parks & Recreation 17 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
11 Senior Services LC 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
Small Business Revitalization Streamline permitting process, explore more themed Sustainability COD/City Manager's $$ Large Community 15 Ordinance events like restaurant week and bobatino, attract and Fiscal Office/Parks & Development 12 Economic Development RW more festivals, create a small business council, Strategy Recreation - ----1------ provide regulatory support.
�
C)y Properties j<EfII:_
_;)
City Properties: Planning for Re.vi-sit-J;jtyd:!.aJI/-T-0rre-Annex-P-la-Rn.i.ng..R-E--Set51nic1 E O C. Qua I ity of Life Public Works/City $$ Medium Public Works 14 Optimal Use (Formerly City Future planning strategies for Stocklmeir Manager's Office Properties 2.0) house/garages, Blech House, Blue Pheasant. Goal of -....._ -- Emergency Operations Review fire, earthquake tornado, active shooter, Sustainability City Manager's $$ Medium City Manager's Office 14 14 Emergency RW Readiness Tsunami, hazardous transport accident policies; and and Fiscal Office/SC County Preparedness ensure EOC is active and functioning with a Strategy Sheriff's Office ·\-') t+) ---; Urban Forest Expand tree list review in current CWP to include Quality of Life Public Works/COD $$ Medium Public Works 14 15 Environmental/ Trees SM Program specifics to develop an urban forest plan to increase trees, landscaping and greenery in all parts of the city SG Ordinance Update SG Ordinance Quality of Life Public Works/City $ Small Public Works 12 16 SG RW Attorney's Office
cwr
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Le;id Department(s) Total Ranking Member SFH permitting review process. Improve turnaround times. Set SLA's for staff and Quality of Life COD/City Attorney's $ Medium Community 12 outsourced reviewers, customer service KPl's, Office Development 17 Permitting RW templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify
permitting for small home upgrades.

Cu,h,L
Unhoused Policies (Formerly Continue this work program item. Determine best Qua I ity of Life COD/Public Works/City $ Large Community 12 18 KM Support for the Un housed 2.0) practices for limited budget smaller cities to manage Attorney's Office/City Development the unhoused. Review RV practices in surrounding Manager's Office cities for impacts and potential adoption. Review
Work Program Process Review Work Program History, budget considerations Sustainability City Manager's $ Medium City Manager's Office 11 and timing, key takeaways, best practices, mission and and Fiscal Office/ALL DEPT 19 City Work Program KM vision, goal categories, staff suggestions for process Strategy improvement and workload management. Include CIP
Leadership Re-establish leadership program in collaboration with Public City Manager's Office $ Small City Manager's Office 11 20 Public Engagement SM Academy neighboring cities and non-profits - to educate the Engagement public on public policy issues, and encourage new and
participation in city's civic life. Transparency
Enhance Notification Methods * Consider a community meeting requirement for any Public COD/City Manager's $ Medium Community 11 for Development Projects and major project application, especially those requiring a Engagement Office/City Attorney's Development G LC
General Plan Amendments general plan amendment, as some other cities have and Office 21 Public Engagement adopted. Transparency
/ * Consider increasing notification radius from 300 feet - _..--7 to 500 feet (or even 1000 feet for major projects) for any project application, especially those requiring a
general plan amendment.

Public Engagement Strategy and Consolidate existing CWP (Attachment B Item 10) and Public COD/City Manager's $$ Large Community 11 Policies in Support of Planning proposed CWP public engagement-related items Engagement Office Development Initiatives (Attachment B Items 4 and S) to establish more and focused policies governing public outreach and Trans pa re n cy 22 Public Engagement JF engagement with respect to General Plan amendments and rezonings with special consideration
to lessons learned from the 6th RHNA Cycle Housing
Element revision.
23f I Af Adopt LOS and improve TDM Adopt LOS (Level of Service), in addition to VMT Transportation COD/Public Works/City $$ Large Community 11 Transportation LC Accountability (Vehicle Miles Traveled), in any traffic assessment, Attorney's Office Development since LOS is still a better measure of traffic impact.

List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member ; i---Y Major thoroughfare congestion Study De Anza, Stevens Creek, Stelling, Wolfe, Qua I ity of Life Public Works $$ Large Public Works 11 24 Transportation RW study and road improvements. Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on
Commercial Diversification Plan Develop a plan and implementation strategy to Qua I ity of Life City Manager's Office $$ Medium City Manager's Office 10 diversify the range and types of medium-sized
businesses operating in the city.
25 Economic Development JF
Urban Forest 10-Year Plan Develop a plan and implementation strategy to Sustainability Public Works/CDD $$ Medium Public Works 10 increase the tree canopy in Cupertino to achieve at and Fiscal least 30% coverage in every city neighborhood by Strategy 2035 using climate-resilient species.
26 Environmental/ Trees JF
Impact Fees Evaluate and realign impact fees. Sustainability CDD/City Attorney's $$$ Large Community 10 �b and Fiscal Office/Public Works Development
27 - Impact Fees KM Strategy
ci ) Reduce the Scope of Memorial The Memorial Park Plan like other plans tend to Sustainability Parks & $$ Medium Parks & Recreation 10 28 Parks LC Park Plan to under $40M include too many features in one park, which the city and Fiscal Recreation/Public cannot afford to accommodate. We should reduce the Strategy Works - Active Transportation Plan Continue the existing CWP item. Transportation Public Works $$ Medium Public Works 10 29 Transportation JF
(,�.

List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Independence Day Celebration Identify and pursue low-hazard alternatives to the Qua I ity of Life Parks & Recreation $$ Large Parks & Recreation 9 Enhancement traditional fireworks presentation if no safe venue for 30 4th of July JF traditional fireworks in Cupertino can be found. �
tbllc ),,,meet
Enhance Art In-Lieu Fee policy Each development project has to dedicate art in-lieu Quality of Life COD/City Manager's $ Medium Community 9 / 31
for better engagement fee, but the selection process does not engage the Office/City Attorney's Development LC public to benefit the city as a whole. Explore policies Office/Public �- / adopted in other cities for better public engagement. Works/ Administrative NOTE: To expand the current work program item "Art Services Transparency for Commisison Restore Hybrid Commission Meetings with both Public l&T/ALL DEPTS $ Large Innovation & 8 32 Public Engagement LC Meetings virtual and in-person public comments - with minimal Engagement Technology staff support. and
Include presentations, design docs in the agenda Transparency Ad Hoc Senior Establish an ad-hoc senior commission/ Quality of Life Parks & $ Large Parks & Recreation 8 Commission committee/working group to create channels of Recreation/City 33 Senior Services SM communication between the senior population, senior Manager's Office/City center, senior living facilities - and address concerns Attorney's Office Night time safety awareness Coordinate public education and potential (private Quality of Life Public Works/SC $ Medium Public Works 8 and/or public) grants for night time safety for County Sheriff's Office bikes/peds/pets (Fall Bike Fest, SR2S, festivals)
34 Transportation KM
...

List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member General Plan Consider community meetings for any development Public COD/City Manager's $ Medium Community 7 Community or project that requires a GP amendment. Engagement Office Development Meetings and
Transparency
35 Public Engagement SM
SV Hopper Feasibility Determine a future funding source for this grant- Transportation Public Works $ Small Public Works 6 36 Transportation KM funded program. Provide two ridership and financial updates per year. (reworded, but the same)
Tree Planting {replaces Tee List Increase tree canopy on city-owned properties with Su sta i nab i I ity Public Works $$$ Large Public Works 5

2.0) climate appropriate, preferably suitably CA native and Fiscal 37 Environmental/ Trees KM
trees with volunteer tree-planting opportunities as Strategy feasible.

Environmental hazards Add Geotracker and DTSC sites to the GIS mapping Public l&T/COD $ Small Innovation & 5 38 Environmental/ KM
layers in the city to improve public awareness. Engagement Technology Sustainability and
Transparency
Public Safety - Block Leader and Strengthen Block Leader/Neighborhood Watch Quality of Life City Manager's Office $ Small City Manager's Office 4 39 Emergency RW Neighborhood Watch programs to ensure the leaders are active and expand Preparedness the coverage of active neighborhoods.

Bicycle Facilities Continue the existing CWP item. Transportation Public Works/Parks & $ Medium Public Works 40 Transportation JF Recreation Bus Stop Inventory Inventory city bus stops and coordinate with VTA for Transportation Public Works $ Small Public Works 4 41 Transportation KM improvements to seating, shading, and security {reworded, but the same)
Lehigh Quarry Continue to monitor quarry activities and present bi- Public COD/City Manager's $$ Medium Community 2 42 Quarry SM annual updates to Council. Continued collaboration Engagement Office/City Attorney's Development with County and neighboring cities is recommended. and Office Transparency
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member License Plate Reade rs Deploy city-owned license plate readers and Quality of Life City Manager's Office $$ Small City Manager's Office 1 43 Emergency RW implement policies to allow neighborhood-owned Preparedness ones.

Memorial Park Renovation Reduce plan or place in phases, consider revenue Quality of Life Parks & $$ Medium Parks & Recreation 1 44 Parks RW models such as concessions and services in the mix for Recreation/Public the park. Works
Strategies to Enhance Sales Tax Develop strategies to improve sales tax revenue, Sustain ab ii ity City Manager's $$ Large City Manager's Office 0 Revenue including, but not limited to: and Fiscal Office/CDD/Administra - With each infill redevelopment, provide Strategy tive Services/City transparency on the retail space and loss in retail Attorney's Office categories and sales tax revenue
45 Economic Development LC - 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 Hall Seismic Determine cost and feasiblility options to deal with Sustainability Public Works/City $$ Medium Public Works 0 Safety Issues City Hall seismic safety: pros and cons of retrofit, and Fiscal Manager's Office 46 Emergency SM remodel, lease temporary facility, purchase a new Strategy Preparedness building. Include plans for Stocklmeir and Torre.

City Hall Retrofit and EOC Implement the previously approved 2022 Council plan Sustainability Public Works/City $ Small Public Works 0 47 Emergency RW Readiness Plan with EOC migration. and Fiscal Manager's Office Preparedness Strategy Expedite and/or Remove gridlock in construction, repairs and Sustainability COD $$ Large Community 0 streamline building remodeling by streamlining permitting process. When and Fiscal Development 48 Permitting SM permit and inspection processes get cumbersome, they get circumvented. Strategy permit processes Delays impact property tax and permitting fees revenues
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Member Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Tax Measures on the 2026 - Real Estate Transfer Tax (similar to Mountain View, Sustainability City Attorney's $$$ Large City Attorney's Office 0 Ballot San Jose and other cities) for large transactions - to and Fiscal Office/ Administrative capture profits made as a result of upzoning Strategy Services/City - Head tax (similar to Mountain View and other cities) Manager's Office 49 Taxes I Revenue LC for large employers or renegotiate tax sharing agreements
- Sales tax (to be collected only if the county takes
away the remaining 0.2S%)
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Economic Development Restore economic development cormmittee, explore Sustainability City Attorney's $$ Small City Attorney's Office 27 1 Economic Development RW grant writer position, attract startups and companies and Fiscal Office/City Manager's in the tech ecosystem. Strategy Office
Business Explore options to support small businesses, fill empty Sustainability City Manager's Office $$ Medium City Manager's Office 27 2 Economic Development SM Revitalization storefronts, and encourage entry of new forms of and Fiscal retail to promote revitalization Strategy
Permit Streamlining and Develop a suite of improvements to (1) improve Qua I ity of Life CDD $ Medium Community 27 Simplification for Small Home access to, and (2) speed the processing of permits for Development 3 Permitting JF Upgrades small home upgrades so as to enhance compliance and improve overall efficiency.

Financial, Investment, and Review and assess the City's investment policy and Sustainability Administrative $$ Medium Administrative 24 Cashflow Policy Review (TBD best practices with an analysis of quarterly treasurers and Fiscal Services Services item) report. Strategy
Financial Policies LC 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.

Heart of the City Specific Plan Revise the Heart of the City Specific Plan and relevant Qua I ity of Life CDD $$$ Large Community 24 Update neighboring planning areas to focus residential growth Development on major corridors to better support commercial
activity, and an increased tax base as well as the
5 Heart of the City JR 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.

Update City's Update governing policies and guidelines for all Sustainability CDD/City Attorney's $$$ Large Community 21 6 Impact Fees SM Impact fees impact fees and Fiscal Office/Public Works Development Strategy
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Defensible Impact Fee Nexus With almost every infill project approval and revision, Sustainability COD/City Attorney's $$ Large Community 21 Study for Traffic Impact Fee, we are losing almost all retail with almost zero and Fiscal Office/Public Works Development Retail Impact Fee, BMR Impact parking. New units tend to provide more town homes, Strategy Fee rather than much needed smaller starter units or
7 Impact Fees LC
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.

Water Conservation Policies Reduce irrigation while increasing pollinator Sustainability Public Works $$ Medium Public Works 18 Environmental/ (replaces city water supporting vegetation (turf conversion). Optimize and Fiscal KM Sustainability conservation/ turf conversion) irrigation systems including CUSD use agreement Strategy sites.

Blackberry Farms Pool and Eliminate the 100 day restricted operation of BB Qua I ity of Life Parks & $$$ Large Parks & Recreation 17 Picnic Area - CEQA Review Farms picnic area facilities and swimming pool - and Recreation/City open all year. Current restrictions deprive city of fee Attorney's revenues, and deprive public access to public facilities. Office/Public 10 Parks SM Works/COD
I
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Enhance Senior Services Due to the high cost of senior centers, many seniors Quality of Life Parks & Recreation $$ Large Parks & Recreation 17 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
11 Senior Services LC 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.

City Properties: Planning for Revisit City Hall/Torre Annex Planning RE Seismic/EOC. Qua I ity of Life Public Works/City $$ Medium Public Works 14 13 City Properties/ EOC KM Optimal Use (Formerly City Future planning strategies for Stocklmeir Manager's Office Properties 2.0) house/garages, Blech House, Blue Pheasant. Goal of Emergency Operations Review fire, earthquake tornado, active shooter, Sustainability City Manager's $$ Medium City Manager's Office 14 14 Emergency RW Readiness Tsunami, hazardous transport accident policies; and and Fiscal Office/SC County Preparedness ensure EOC is active and functioning with a Strategy Sheriff's Office Urban Forest Expand tree list review in current CWP to include Qua I ity of Life Public Works/COD $$ Medium Public Works 14 15 Environmental/ Trees SM Program specifics to develop an urban forest plan to increase trees, landscaping and greenery in all parts of the city SG Ordinance Update SG Ordinance Qua I ity of Life Public Works/City $ Small Public Works 12 Attorney's Office
l
16 5G RW
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member SFH permitting review process. Improve turnaround times. Set SLA's for staff and Qua I ity of Life CDD/City Attorney's $ Medium Community 12 outsourced reviewers, customer service KPl's, Office Development l
17 Permitting RW templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify
permitting for small home upgrades.

Unhoused Policies (Formerly Continue this work program item. Determine best Qua I ity of Life (DD/Public Works/City $ Large Community 12 18 Un housed KM Support for the Un housed 2.0} practices for limited budget smaller cities to manage Attorney's Office/City Development the unhoused. Review RV practices in surrounding Manager's Office cities for impacts and potential adoption. Review
Work Program Process Review Work Program History, budget considerations Sustainability City Manager's $ Medium City Manager's Office 11 and timing, key takeaways, best practices, mission and and Fiscal Office/ALL DEPT 19 City Work Program KM vision, goal categories, staff suggestions for process Strategy improvement and workload management. Include CIP
Leadership Re-establish leadership program in collaboration with Public City Manager's Office $ Small City Manager's Office 11 20 Public Engagement SM Academy neighboring cities and non-profits - to educate the Engagement public on public policy issues, and encourage new and
participation in city's civic life. Transparency
Enhance Notification Methods * Consider a community meeting requirement for any Public CDD/City Manager's $ Medium Community 11 for Development Projects and major project application, especially those requiring a Engagement Office/City Attorney's Development General Plan Amendments general plan amendment, as some other cities have and Office Public Engagement LC
adopted. Transparency
21 * 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.

Public Engagement Strategy and Consolidate existing CWP (Attachment B Item 10) and Public CDD/City Manager's $$ Large Community 11 Policies in Support of Planning proposed CWP public engagement-related items Engagement Office Development Initiatives (Attachment B Items 4 and 5) to establish more and focused policies governing public outreach and Transparency I
22 Public Engagement JF engagement with respect to General Plan amendments and rezonings with special consideration
to lessons learned from the 6th RHNA Cycle Housing
Element revision.

Adopt LOS and improve TDM Adopt LOS (Level of Service), in addition to VMT Transportation COD/Public Works/City $$ Large Community �
11 23 Transportation LC Accountability (Vehicle Miles Traveled), in any traffic assessment, Attorney's Office Development since LOS is still a better measure of traffic impact.

List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Major thoroughfare congestion Study De Anza, Stevens Creek, Stelling, Wolfe, Qua I ity of Life Public Works $$ Large Public Works I
11 24 Transportation RW study and road improvements. Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on
Commercial Diversification Plan Develop a plan and implementation strategy to Qua I ity of Life City Manager's Office $$ Medium City Manager's Office 10 diversify the range and types of medium-sized
businesses operating in the city.
25 Eco_nomic Development JF
Urban Forest 10-Year Plan Develop a plan and implementation strategy to Sustainability Public Works/COD $$ Medium Public Works 10 increase the tree canopy in Cupertino to achieve at and Fiscal least 30% coverage in every city neighborhood by Strategy 2035 using climate-resilient species.
26 Environmental/ Trees JF
Impact Fees Evaluate and realign impact fees. Sustainability COD/City Attorney's $$$ Large Community 10 and Fiscal Office/Public Works Development
27 Impact Fees KM Strategy
Reduce the Scope of Memorial The Memorial Park Plan like other plans tend to Sustainability Parks & $$ Medium Parks & Recreation 10 28 Parks LC Park Plan to under $40M include too many features in one park, which the city and Fiscal Recreation/Public cannot afford to accommodate. We should reduce the Strategy Works Active Transportation Plan Continue the existing CWP item. Transportation Public Works $$ Medium Public Works 10 29 Transportation JF
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Independence Day Celebration Identify and pursue low-hazard alternatives to the Qua I ity of Life Parks & Recreation $$ Large Parks & Recreation 9 Enhancement traditional fireworks presentation if no safe venue for 30 4th of July JF traditional fireworks in Cupertino can be found.

Enhance Art In-Lieu Fee policy Each development project has to dedicate art in-lieu Quality of Life CDD/City Manager's $ Medium Community 9 for better engagement fee, but the selection process does not engage the Office/City Attorney's Development 31 Public Engagement LC public to benefit the city as a whole. Explore policies Office/Public adopted in other cities for better public engagement. Works/ Administrative NOTE: To expand the current work program item "Art Services Transparency for Commisison Restore Hybrid Commission Meetings with both Public l&T/ALL DEPTS $ Large Innovation & 8 32 Public Engagement LC Meetings virtual and in-person public comments - with minimal Engagement Technology staff support. and
Include presentations, design docs in the agenda Transparency Ad Hoc Senior Establish an ad-hoc senior commission/ Quality of Life Parks & $ Large Parks & Recreation 8 Commission committee/working group to create channels of Recreation/City 33 Senior Services SM communication between the senior population, senior Manager's Office/City center, senior living facilities - and address concerns Attorney's Office Night time safety awareness Coordinate public education and potential (private Qua I ity of Life Public Works/SC $ Medium Public Works 8 and/or public} grants for night time safety for County Sheriff's Office bikes/peds/pets (Fall Bike Fest, SR2S, festivals}
34 Transportation KM
I List of Priorities - For Ranking I
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member General Plan Consider community meetings for any development Public COD/City Manager's $ Medium Community 7 Community or project that requires a GP amendment. Engagement Office Development Meetings and
Transparency
35 Public Engagement SM
SV Hopper Feasibility Determine a future funding source for this grant- Transportation Public Works $ Small Public Works 6 36 Transportation KM funded program. Provide two ridership and financial updates per year. (reworded, but the same)
Tree Planting (replaces Tee List Increase tree canopy on city-owned properties with Sustainability Public Works $$$ Large Public Works 5

2.0) climate appropriate, preferably suitably CA native and Fiscal 37 Environmental/ Trees KM trees with volunteer tree-planting opportunities as Strategy feasible.

Environmental hazards Add Geotracker and DTSC sites to the GIS mapping Public l&T/COD $ Small Innovation & 5 38 Environmental/ KM layers in the city to improve public awareness. Engagement Technology Sustainability and
Transparency
Public Safety- Block Leader and Strengthen Block Leader/Neighborhood Watch Quality of Life City Manager's Office $ Small City Manager's Office 4 39 Emergency RW Neighborhood Watch programs to ensure the leaders are active and expand Preparedness the coverage of active neighborhoods.

Bicycle Facilities Continue the existing CWP item. Transportation Public Works/Parks & $ Medium Public Works 4 40 Transportation JF Recreation
Bus Stop Inventory Inventory city bus stops and coordinate with VTA for Transportation Public Works $ Small Public Works 4 41 Transportation KM improvements to seating, shading, and security (reworded, but the same)
Lehigh Quarry Continue to monitor quarry activities and present bi- Public COD/City Manager's $$ Medium Community 2 42 Quarry SM annual updates to Council. Continued collaboration Engagement Office/City Attorney's Development with County and neighboring cities is recommended. and Office Transparency
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member License Plate Readers Deploy city-owned license plate readers and Quality of Life City Manager's Office $$ Small City Manager's Office 1 43 Emergency RW implement policies to allow neighborhood-owned Preparedness ones.

Memorial Park Renovation Reduce plan or place in phases, consider revenue Qua I ity of Life Parks & $$ Medium Parks & Recreation 1 44 Parks RW models such as concessions and services in the mix for Recreation/Public the park. Works
Strategies to Enhance Sales Tax Develop strategies to improve sales tax revenue, Sustainability City Manager's $$ Large City Manager's Office 0 Revenue including, but not limited to: and Fiscal Office/COD/ Administra - With each infill redevelopment, provide Strategy tive Services/City transparency on the retail space and loss in retail Attorney's Office categories and sales tax revenue
45 Economic Development LC - 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 Hall Seismic Determine cost and feasiblility options to deal with Sustainability Public Works/City $$ Medium Public Works 0 Safety Issues City Hall seismic safety: pros and cons of retrofit, and Fiscal Manager's Office 46 Emergency SM remodel, lease temporary facility, purchase a new Strategy Preparedness building. Include plans for Stocklmeir and Torre.

City Hall Retrofit and EOC Implement the previously approved 2022 Council plan Sustain ab i I ity Public Works/City $ Small Public Works 0 47 Emergency RW Readiness Plan with EOC migration. and Fiscal Manager's Office Preparedness Strategy Expedite and/or Remove gridlock in construction, repairs and Sustainability CDD $$ Large Community 0 streamline building remodeling by streamlining permitting process. When and Fiscal Development 48 Permitting SM permit and inspection processes get cumbersome, they get circumvented. Strategy permit processes Delays impact property tax and permitting fees revenues
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Tax Measures on the 2026 - Real Estate Transfer Tax (similar to Mountain View, Sustainability City Attorney's $$$ Large City Attorney's Office 0 Ballot San Jose and other cities) for large transactions - to and Fiscal Office/ Administrative capture profits made as a resul,t of upzoning Strategy Services/City - Head tax (similar to Moumtain View and other cities) Manager's Office 49 Taxes/ Revenue LC for large employers or renegotiate tax sharing agreements
- Sales tax (to be collected only if the county takes
away the remaining 0.25%)
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Economic Development Restore economic development committee, explore Sustainability City Attorney's $$ Small City Attorney's Office 27 1 Economic Development RW grant writer position, attract startups and companies and Fiscal Office/City Manager's in the tech ecosystem. Strategy Office
Business Explore options to support small businesses, fill empty Sustainability City Manager's Office $$ Medium City Manager's Office 27 2 Economic Development SM Revitalization storefronts, and encourage entry of new forms of and Fiscal retail to promote revitalization Strategy
Permit Streamlining and Develop a suite of improvements to (1) improve Qua I ity of Life CDD $ Medium Community 27 Simplification for Small Home access to, and (2) speed the processing of permits for Development 3 Permitting JF Upgrades small home upgrades so as to enhance compliance and improve overall efficiency.

Financial, Investment, and Review and assess the City's investment policy and Sustainability Administrative $$ Medium Administrative 24 Cashflow Policy Review (TBD best practices with an analysis of quarterly treasurers and Fiscal Services Services item) report. Strategy
4 Financial Policies LC Establish a cashflow ma.nagement 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.

Update City's Update governing policies and guidelines for all Sustainability COD/City Attorney's $$$ Large Community 21 6 Impact Fees SM Impact fees impact fees and Fiscal Office/Public Works Development Strategy
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Defensible Impact Fee Nexus With almost every infill project approval and revision, Sustainability CDD/City Attorney's $$ Large Community 21 Study for Traffic Impact Fee, we are losing almost all retail with almost zero and Fiscal Office/Public Works Development Retail Impact Fee, BMR Impact parking. New units tend to provide more town homes, Strategy Fee rather than much needed smaller starter units or
7 Impact Fees LC 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.

Water Conservation Policies Reduce irrigation while increasing pollinator Sustainability Public Works $$ Medium Public Works 18 Environmental/ (replaces city water supporting vegetation (turf conversion). Optimize and Fiscal Sustainability KM conservation/ turf conversion) irrigation systems including CUSD use agreement Strategy sites.

Blackberry Farms Pool and Eliminate the 100 day restricted operation of BB Qua I ity of Life Parks & $$$ Large Parks & Recreation 17 Picnic Area - CEQA Review Farms picnic area facilities and swimming pool - and Recreation/City open all year. Current restrictions deprive city of fee Attorney's revenues, and deprive public access to public facilities. Office/Public Works/CDD 10 Parks SM
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Enhance Senior Services Due to the high cost of senior centers, many seniors Qua I ity of Life Parks & Recreation $$ Large Parks & Recreation 17 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
11 Senior Services LC 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.

City Properties: Planning for Revisit City Hall/Torre Annex Planning RE Seismic/EOC. Qua I ity of Life Public Works/City $$ Medium Public Works 14 --- Future planning strategies for Stocklmeir Manager's Office 13 City Properties/ EOC KM Optimal Use (Formerly City Properties 2.0) house/garages, Blech House, Blue Pheasant. Goal of \
Emergency Operations Review fire, earthquake tornado, active shooter, Sustainability City Manager's $$ Medium City Manager's Office 14 14 Emergency RW Readiness Tsunami, hazardous transport accident policies; and and Fiscal Office/SC County Preparedness ensure EOC is active and functioning with a Strategy Sheriff's Office Urban Forest Expand tree list review in current CWP to include Quality of Life Public Works/CDD $$ Medium Public Works 14 15 Environmental/ Trees SM Program specifics to develop an urban forest plan to increase trees, landscaping and greenery in all parts of the city SG Ordinance Update SG Ordinance Quality of Life Public Works/City $ Small Public Works 12 16 SG RW Attorney's Office
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member SFH permitting review process. Improve turnaround times. Set SLA's for staff and Quality of Life COD/City Attorney's $ Medium Community 12 outsourced reviewers, customer service KPl's, Office Development 17 Permitting RW templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify
permitting for small home upgrades.

Unhoused Policies (Formerly Continue this work program item. Determine best Qua I ity of Life COD/Public Works/City $ Large Community 12 18 Unhoused KM Support for the Un housed 2.0) practices for limited budget smaller cities to manage Attorney's Office/City Development the unhoused. Review RV practices in surrounding Manager's Office cities for impacts and potential adoption. Review
Work Program Process Review Work Program History, budget considerations Sustainability City Manager's $ Medium City Manager's Office 11 and timing, key takeaways, best practices, mission and and Fiscal Office/ALL DEPT 19 City Work Program KM vision, goal categories, staff suggestions for process Strategy improvement and workload management. Include CIP
Leadership Re-establish leadership program in collaboration with Public City Manager's Office $ Small City Manager's Office 11 " 20 Public Engagement SM Academy neighboring cities and non-profits - to educate the Engagement public on public policy issues, and encourage new and t!) participation in city's civic life. Transparency
Enhance Notification Methods * Consider a community meeting requirement for any Public COD/City Manager's $ Medium Community 11 for Development Projects and major project application, especially those requiring a Engagement Office/City Attorney's Development General Plan Amendments general plan amendment, as some other cities have and Office 21 Public Engagement LC adopted. Transparency
* 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.

Public Engagement Strategy and Consolidate existing CWP (Attachment B Item 10) and Public CDD/City Manager's $$ Large Community 11 Policies in Support of Planning proposed CWP public engagement-related items Engagement Office Development Initiatives (Attachment B Items 4 and 5) to establish more and focused policies governing public outreach and Transparency 22 Public Engagement JF engagement with respect to General Plan amendments and rezonings with special consideration
to lessons learned from the 6th RHNA Cycle Housing
Element revision.

List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Major thoroughfare congestion Study De Anza, Stevens Creek, Stelling, Wolfe, Quality of Life Public Works $$ Large Public Works 11 24 Transportation RW study and road improvements. Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on
Commercial Diversification Plan Develop a plan and implementation strategy to Quality of Life City Manager's Office $$ Medium City Manager's Office 10 diversify the range and types of medium-sized
businesses operating in the city.
25 Economic Development JF
Urban Forest 10-Year Plan Develop a plan and implementation strategy to Sustainability Public Works/CDD $$ Medium Public Works 10 increase the tree canopy in Cupertino to achieve at and Fiscal least 30% coverage in every city neighborhood by Strategy 2035 using climate-resilient species.
26 Environmental/ Trees JF
Impact Fees Evaluate and realign impact fees. Sustainability CDD/City Attorney's $$$ Large Community 10 and Fiscal Office/Public Works Development
27 Impact Fees KM Strategy
(!)
Reduce the Scope of Memorial The Memorial Park Plan like other plans tend to Sustainability Parks & $$ Medium Parks & Recreation 10 28 Parks LC Park Plan to under $40M include too many features in one park, which the city and Fiscal Recreation/Public cannot afford to accommodate. We should reduce the Strategy Works Active Transportation Plan Continue the existing CWP item. Transportation Public Works $$ Medium Public Works 10 29 Transportation JF
I
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member Independence Day Celebration Identify and pursue low-hazard alternatives to the Qua I ity of Life Parks & Recreation $$ Large Parks & Recreation 9 Enhancement traditional fireworks presentation if no safe venue for 30 4th of July JF traditional fireworks in Cupertino can be found.

Enhance Art In-Lieu Fee policy Each development project has to dedicate art in-lieu Qua I ity of Life COD/City Manager's $ Medium Community 9 for better engagement fee, but the selection process does not engage the Office/City Attorney's Development 31 Public Engagement LC public to benefit the city as a whole. Explore policies Office/Public adopted in other cities for better public engagement. Works/ Administrative NOTE: To expand the current work program item "Art Services Transparency for Commisison Restore Hybrid Commission Meetings with both Public l&T/ALL DEPTS $ Large Innovation & 8 32 Public Engagement LC Meetings virtual and in-person public comments - with minimal Engagement Technology staff support. and
Include presentations, design docs in the agenda Transparency Ad Hoc Senior Establish an ad-hoc senior commission/ Quality of Life Parks & $ Large Parks & Recreation 8 Commission committee/working group to create channels of Recreation/City 33 Senior Services SM communication between the senior population, senior Manager's Office/City center, senior living facilities - and address concerns Attorney's Office Night time safety awareness Coordinate public education and potential (private Quality of Life Public Works/SC $ Medium Public Works 8 and/or public) grants for night time safety for County Sheriff's Office bikes/peds/pets (Fall Bike Fest, SR2S, festivals) �
34 Transportation KM
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking Member General Plan Consider community meetings for any development Public CDD/City Manager's $ Medium Community 7 f,
Community or project that requires a GP amendment. Engagement Office Development Meetings and
J Transparency
35 Public Engagement SM
SV Hopper Feasibility Determine a future funding source for this grant- Transportation Public Works $ Small Public Works 6 36 Transportation KM funded program. Provide two ridership and financial updates per year. (reworded, but the same)
Tree Planting {replaces Tee List Increase tree canopy on city-owned properties with Sustainability Public Works $$$ Large Public Works 5

2.0) climate appropriate, preferably suitably CA native and Fiscal 37 Environmental/ Trees trees with volunteer tree-planting opportunities as Strategy KM feasible.

Environmental hazards Add Geotracker and DTSC sites to the GIS mapping Public l&T/CDD $ Small Innovation & 5 38 Environmental/ KM layers in the city to improve public awareness. Engagement Technology Sustainability and
Transparency
Public Safety - Block Leader and Strengthen Block Leader/Neighborhood Watch Quality of Life City Manager's Office $ Small City Manager's Office 4 Emergency Neighborhood Watch programs to ensure the leaders are active and expand 39 Preparedness RW the coverage of active neighborhoods.

Bicycle Facilities Continue the existing CWP item. Transportation Public Works/Parks & $ Medium Public Works 40 Transportation JF Recreation Bus Stop Inventory Inventory city bus stops and coordinate with VTA for Transportation Public Works $ Small Public Works 4 41 Transportation KM improvements to seating, shading, and security (reworded, but the same)
Lehigh Quarry Continue to monitor quarry activities and present bi- Public CDD/City Manager's $$ Medium Community 2 42 Quarry SM annual updates to Council. Continued collaboration Engagement Office/City Attorney's Development with County and neighboring cities is recommended. and Office Transparency
List of Priorities - For Ranking
# Topic Proposed By Council Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Lead Department Est budget Est staff hours Lead Department(s) Total Ranking i
Member
License Plate Readers Deploy city-owned license plate readers and Qua I ity of Life City Manager's Office $$ Small City Manager's Office 1 43 Emergency RW implement policies to allow neighborhood-owned Preparedness ones.

Memorial Park Renovation Reduce plan or place in phases, consider revenue Qua I ity of Life Parks & $$ Medium Parks & Recreation 1 44 Parks RW models such as concessions and services in the mix for Recreation/Public the park. Works
Strategies to Enhance Sales Tax Develop strategies to improve sales tax revenue, Sustainability City Manager's $$ Large City Manager's Office 0 Revenue including, but not limited to: and Fiscal Office/COD/ Ad min istr-a - With each infill redevelopment, provide Strategy tive Services/City transparency on the retail space and loss in retail Attorney's Office categories and sales tax revenue
45 Economic Development LC - 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 Hall Seismic Determine cost and feasiblility options to deal with Sustainability Public Works/City $$ Medium Public Works 0 Safety Issues City Hall seismic safety: pros and cons of retrofit, and Fiscal Manager's Office 46 Emergency SM remodel, lease temporary facility, purchase a new Strategy Preparedness building. Include plans for Stocklmeir and Torre.

Cupertino City CouncilMarch 18, 2025

Cupertino City Council
March 18, 2025