CC 07-15-2025 Searchable Packet.pdf — Cupertino City Council, July 15, 2025 (part 3 of 4)

01276.0001 2014461.3 6/20/2025
SECTION 3: California Environmental Quality Act.

This Ordinance is not a project under the requirements of the California Environmental Quality Act, together with related State CEQA Guidelines (collectively, “CEQA”) because it has no potential for resulting in physical change in the environment. In the event that this Ordinance is found to be a project under CEQA, it is subject to the CEQA exemption contained in CEQA Guidelines section 15061(b)(3) because it can be seen with certainty to have no possibility that the action approved may have a significant effect on the environment. CEQA applies only to actions which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. In this circumstance, the amendments to the Municipal Code would have no or only a de minimis effect on the environment. The foregoing determination is made by the City Council in its independent judgment.

SECTION 4: Effective Date.

This Ordinance shall take effect thirty days after adoption as provided by Government Code Section 36937.

SECTION 5: Publication.

The City Clerk shall give notice of adoption of this Ordinance as required by law.

Pursuant to Government Code Section 36933, a summary of this Ordinance may be prepared by the City Clerk and published in lieu of publication of the entire text. The City Clerk shall post in the office of the City Clerk a certified copy of the full text of the Ordinance listing the names of the City Council members voting for and against the ordinance.

INTRODUCED at a regular meeting of the Cupertino City Council on July 1, 2025, and ENACTED at a regular meeting of the Cupertino City Council on July 15, 2025, by the following vote:

Members of the City Council
AYES:

NOES:

ABSENT:

ABSTAIN:
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Ordinance No. ___________________

Page 3 ends

01276.0001 2014461.3 6/20/2025
SIGNED:
_______________________________
Liang Chao, Mayor City of Cupertino
_______________________________
Date
ATTEST:
_______________________________
Kirsten Squarcia, City Clerk
_______________________________
Date
APPROVED AS TO FORM:
_______________________________
Floy E. Andrews, City Attorney
_______________________________
Date
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01276.0001 2014461.3 6/20/2025 Attachment A – Page 1
ATTACHMENT A - Chapter 2.96: Economic Development Committee The sections of the Cupertino Municipal Code set forth below are amended or adopted as follows:

2.96.010 Established–Composition.

A. The Economic Development Committee of the City of Cupertino is re-established.

The Economic Development Committee (hereinafter referred to in this Chapter as “Committee”) shall consist of nine (9) members as follows:

1. City Councilmember

2. Technology Sector Business Representative

3. Retail/Small Business Representative

4. Hospitality/Tourism Sector Representative

5. Education Sector Representative

6. Commercial Real Estate Representative

7. Sustainability Commissioner

8. Technology, Information, and Communications Commissioner

9. Planning Commissioner
B. The Committee shall be comprised of: (1) one Councilmember; (2) one representative from each of the following industry sectors – Technology, Retail, Hospitality, Education, and Commercial Real Estate; (3) one member who is currently serving on the Sustainability Commission; (4) one member who is currently serving on the Technology, Information, and Communications Commission; and (5) one member who is currently serving on the Planning Commission. Industry sector representatives must work for an organization located within the City or be residents of the City, or both.

C. None of the industry sector representative Committee Members shall be officials or employees of the City. No member of the Committee shall cohabit with, as defined by law, nor be related by blood or marriage, to any other member of the Committee, to the City Manager, or to any staff person(s) who may be assigned to assist this Committee.
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01276.0001 2014461.3 6/20/2025 Attachment A – Page 2
D. Members of the Committee shall be appointed by the City Council.

2.96.020 Terms of Office.

A. Committee Members serve at the pleasure of the City Council. The term of office for the Committee’s industry sector representatives shall be staggered with the initial appointment of two members to terms expiring January 30, 2027, and three members to terms expiring January 30, 2029. Following the initial appointment, all of the Committee’s industry sector representative members shall be appointed to four-year terms. The initial term of office of the City Councilmember, Sustainability Commissioner, Technology, Information, and Communications Commissioner and Planning Commissioner shall be for a term expiring January 30, 2026. Following the initial appointment, the term of office for the City Councilmember, Sustainability Commissioner, Technology Information and Communications Commissioner, and Planning Commissioner shall be for a term of one year, expiring on January 30 of each year, or until a successor is duly appointed. If a Committee Member is replaced or removed by Council, resigns, or is no longer eligible to serve on the Committee, Council shall appoint a replacement to serve the remaining period of the Committee Member’s term. All terms shall end on January 30 of the year the term is due to expire. No Committee Member shall serve more than two consecutive terms, except that a Committee Member may serve more than two consecutive terms if he or she has been appointed to the Committee to fill an unexpired term of less than two years.

B. The appointment, reappointment, and rules governing industry sector representative Committee Members are governed by the Resolution of the Cupertino City Council which governs advisory bodies.

C. The City Council may in its discretion adopt different policies, procedures, and terms of service for the appointment of City Councilmembers and Commissioners to serve on the Committee.

2.96.030 Members–Vacancy or Removal.

Any Committee Member may be removed by a majority vote of the City Council. If a vacancy occurs, other than by expiration of a term, it shall be filled by the City Council’s appointment for the unexpired portion of the term.

2.96.040 Chairperson.
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01276.0001 2014461.3 6/20/2025 Attachment A – Page 3
The Committee shall elect its Chairperson and Vice Chairperson from among its Members. The Chairperson shall appoint a secretary. Terms of the Chair and Vice Chair shall be for one year.

2.96.050 Meetings–Quorum.

A. The Committee shall hold regular meetings on a quarterly basis and at the discretion of the Committee shall hold other meetings as may be necessary or expedient.

B. A majority of the Committee shall constitute a quorum for the purpose of transacting the business of the Committee.

C. A special meeting may be called at any time by the Chairperson or by a majority of the Committee Members upon notice being given in advance in accordance with the provisions of the Ralph M. Brown Act or successor statute in effect at the time.

2.96.060 Majority Vote Required.

A majority vote of Committee Members present and voting is required to approve a recommendation on any matter that is presented to the Committee that requires a vote.

2.96.070 Records.

The Committee shall keep an accurate record of its proceedings and transactions and shall render such reports to the City Council as may be required. These records shall be filed with the City Clerk.

2.96.080 Powers and Functions.

A. The powers and functions of the Committee shall be to serve in an advisory capacity to the City Council and to provide expertise and guidance on policy related to economic development. The Committee shall also actively promote Cupertino as a location of choice for current and prospective businesses.

B. To fulfill their mission, the Committee may involve itself in the following activities:

1. Make recommendations to the City Council on a broad range of strategic matters broadly applicable to the City’s economic development goals;

2. Serve as an ambassador to shed a positive light on the City by sharing economic development resources and information to prospective 329
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01276.0001 2014461.3 6/20/2025 Attachment A – Page 4
businesses and stakeholders, thus positioning the City as a location of choice; and

3. Encourage public/private partnerships to further the City’s economic development goals by identifying potential resources.

2.96.090 City Staff Assistance.

The Committee shall have available to it such assistance of City staff as may be required to perform its functions, the staff assignments and administrative procedures to be under the general direction and supervision of the Economic Development Manager.

2.96.100 Compensation–Expenses.

Committee Members shall serve without compensation. Committee Members may be reimbursed for necessary expenses reasonably incurred by them while acting in their official capacity subject to the approval of the City Manager.

2.96.110 Procedural Rules.

The Committee may adopt from time to time such rules of procedure as it may deem necessary to properly exercise its powers and duties. Such rules shall be kept on file with the Chairperson of the Committee, the Mayor, and the City Clerk, and a copy thereof shall be furnished to any person on request.

2.96.120 Effect.

Nothing in this Chapter shall be construed as restricting or curtailing any powers of the City Council or City officers.
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CITY OF CUPERTINO
Agenda Item
25-14117 Agenda Date: 7/15/2025
Agenda #: 9.

Subject: Budget Adjustments related to the Assistant Director of Parks and Recreation and the Assistant City Manager and Deputy City Manager positions in the City Manager’s Office resulting in net savings of $62,586 for the City annually

1. Adopt Resolution No. 25-065 approving Budget Modification No. 2425-399, increasing appropriations by $291,532 for the Assistant Director of Parks and Recreation; and

2. Adopt Resolution No. 25-066 amending the Unrepresented Employee’s Compensation Program to eliminate the Assistant City Manager position and modify the Deputy City Manager position, resulting in ongoing salary savings of $354,118 annually in the City Manager’s Office.

CITY OF CUPERTINO Page 1 of 1 Printed on 7/10/2025
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CITY COUNCIL STAFF REPORT
Meeting: July 15, 2025
Subject
Budget Adjustments related to the Assistant Director of Parks and Recreation and the Assistant City Manager and Deputy City Manager positions in the City Manager’s Office resulting in net savings of $62,586 for the City annually.

Recommended Action

1. Adopt Resolution No. 25-___ approving Budget Modification No. 2425-399, increasing appropriations by $291,532 for the Assistant Director of Parks and Recreation.

2. Adopt Resolution No. 25-___ amending the Unrepresented Employee’s Compensation Program to eliminate the Assistant City Manager position and modify the Deputy City Manager position, resulting in ongoing salary savings of $354,118 annually in the City Manager’s Office.

Background
The Interim City Manager has identified opportunities to streamline executive-level oversight without compromising City services. The proposed changes reflect a strategic realignment of responsibilities to better match the City’s current needs and long-term goals.

Reasons for Recommendation
The current structure of the City Manager's Office resulted from a series of incremental changes and decisions that created the positions of Deputy and Assistant City Manager.

In addition, in April 2025, the former City Manager reassigned the Economic Development Division to the Community Development Department and the Office of Emergency Management (OEM) to the Parks and Recreation Department.

This series of decisions has resulted in a City Manager’s Office that is perceived as top heavy, in that it has multiple management positions with less clearly defined responsibilities. In addition, transferring core City Manager's Office responsibilities for economic development and emergency management was not consistent with the best practices and unduly burdened the Community Development and Parks and Recreation Departments with responsibilities that are outside of those Departments’ core functions 332
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and distract from the Department's core mission of providing services to Cupertino residents.

The Interim City Manager has determined that core City Manager's Office functions - economic development and emergency management, two of the city’s established focus areas - should return to the City Manager’s Office and be overseen by the Deputy City Manager. The updated Deputy City Manager job description (Attachments D and E) reflects an expansion of responsibilities to include broader executive-level duties in addition to the continued oversight of emergency operations, economic development, City Clerk, legislative advocacy, citywide communications, and special project management. The revised role is also tasked with working with outside partners and providing key strategic support to the City Manager, Council, and departments.

This resolution asks Council to approve compensation for the revised scope for the Deputy City Manager position at an appropriate classification, which will result in an increase in costs to the City of $45,205 annually. The City Clerk is currently in the temporary out of class assignment as the Deputy City Manager per policy number 18 in the unrepresented employees compensation agreement.

In connection with the realignment of the Deputy City Manager position, staff recommends eliminating the Assistant City Manager position. This position may have been created to address leadership gaps in the past in the City and is no longer needed, given Cupertino's size and budget. In some cases, the title of Deputy and Assistant City Managers is used interchangeably, and at times both positions may have overlapping duties, further adding to the lack of clarity of roles. The Assistant City Manager position has been vacant since June 2024, and staff expects no significant operational impact from eliminating the position.

Overall, this results in ongoing cost savings of $354,118 in the City Manager’s Office annually. This adjustment aligns with the City’s commitment to prudent fiscal management and organizational efficiency.

Conversely, our review of staffing levels found a need for an additional managementlevel staff to address critical public-facing functions in the Parks and Recreation Department. The Assistant Director for the Parks Department was defunded in 2024.

Adding this position back will improve efficiency by handling long-term planning, funding opportunities, and overall communication—freeing the Director to focus on high level policy making, and community partnerships. This role ensures stronger alignment with citywide goals and improves responsiveness to City Manager and Council priorities.

It also enhances the Department’s ability to deliver high-quality services, while allowing the Director to lead strategic initiatives that shape the future of parks and recreation in the community. Staff recommends Council approve a budget allocation of $291,532 for this position and adopt the draft Resolution (Attachment F). 333
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Next Steps
If the recommended changes are approved, staff will move forward to eliminate the Assistant City Manager position, revise the Deputy City Manager’s essential duties and align the salary accordingly. Staff will also begin recruitment for the Assistant Director of Parks and Recreation. If not approved, the staffing levels will remain unchanged.

Sustainability Impact
No sustainability impact.

Fiscal Impact
Overall, the recommended changes will result in net annual savings of approximately $62,586 for the City.

The breakdown is as follows:

Elimination of ACM: -$399,323
Alignment of DCM: +$45,205
Asst. Director of P&R: +$291,532
-$62,586
These staffing changes will result in zero net change to the existing FTE’s in the City.

City Work Program (CWP) Item/Description
None
Council Goal:

Fiscal Strategy
California Environmental Quality Act
None
_____________________________________
Prepared by: Astrid Robles, Senior Management Analyst
Reviewed by: Kirsten Squarcia, Interim Deputy City Manager Floy Andrews, Interim City Attorney
Approved for Submission by: Tina Kapoor, Interim City Manager Attachments:

A – Draft Resolution Amending the Unrepresented Employee’s Compensation Program B – Amendments to the Unrepresented Employee’s Compensation Program – Clean C – Amendments to the Unrepresented Employee’s Compensation Program – Redline D – Deputy City Manager Job Description Revised July 2025 – Clean E – Deputy City Manager Job Description Revised July 2025 – Redline F – Draft Resolution Approving a Budget modification for Assistant Director of Parks and Recreation
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RESOLUTION NO. 25-________

A RESOLUTION OF THE CUPERTINO CITY COUNCIL
AMENDING THE UNREPRESENTED EMPLOYEES’ COMPENSATION

PROGRAM
WHEREAS the City Council desires to revise the classification plan and salary schedule in the Unrepresented Employees’ Compensation Program adopted by City Council Resolution No. 25-___.

NOW, THEREFORE, BE IT RESOLVED that

1. The City Council hereby adopts the revised classification plan and salary schedule for unrepresented employees, as shown in Attachment B.

2. The City Manager is hereby authorized to update the Unrepresented Employees’ Compensation Programs to incorporate the revised classification plan and salary schedule.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 15th day of July 2025, by the following vote:

Members of the City Council
AYES:

NOES:

ABSENT:

ABSTAIN:

SIGNED:
________
Liang Chao, Mayor
City of Cupertino
________________________
Date
ATTEST:
________
Kirsten Squarcia, City Clerk
________________________
Date
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ATTACHMENT B
1 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 1

PROGRAM PURPOSE AND DEFINITIONS FOR ELIGIBILITY
It is City of Cupertino policy that those certain persons holding positions hereinafter defined and designated either as management or confidential positions shall be eligible for participation under the Unrepresented Employees Compensation Program as hereby adopted by action of the City Council and as same may be amended or as otherwise modified from time to time.

It is the stated purpose of this Compensation Program to give recognition to and to differentiate those eligible employees from represented employees who achieve economic gain and other conditions of employment through negotiation. It is the intent that through this policy and those which are adopted or as may be modified or rescinded from time to time such recognition may be given.

Eligibility for inclusion with this Compensation program is limited to persons holding positions as management or confidential employees as defined under section 2.52.290 of the Cupertino Municipal Code. These are as designated by the Appointing Authority and may be modified as circumstances warrant.

Although subject to change in accordance with provision of the Personnel Code, the positions in the following classifications have been designated as unrepresented.

MANAGEMENT AND CONFIDENTIAL CLASSIFICATIONS:

Classification Title
Accountant I
Accountant II
Accounting Technician
Administrative Assistant
Assistant City Attorney
Assistant Director of Administrative Services
Assistant Director of Community Development
Assistant Director of Public Works
Assistant Director of Parks and Recreation
Assistant to the City Manager
Budget Manager
Building Official
Business Systems Analyst/Program Manager
Capital Improvement Program Manager
Chief Technology Officer/Director of Information Services (Department Head) City Clerk
City Engineer
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ATTACHMENT B
2 Code Enforcement Supervisor
Communications and Marketing Coordinator
Community Relations Coordinator
Deputy Building Official
Deputy City Attorney
Deputy City Clerk
Deputy City Manager
Director of Administrative Services (Department Head)
Director of Community Development (Department Head)
Director of Parks and Recreation (Department Head)
Director of Public Works
Economic Development Manager
Emergency Services Coordinator
Environmental Programs Manager
Executive Assistant to the City Attorney
Executive Assistant to the City Manager
Finance Manager
GIS Coordinator
GIS Program Manager
Human Resources Analyst I
Human Resources Analyst II
Human Resources Assistant
Human Resources Manager
Human Resources Technician
Information Technology Assistant
Innovation and Technology Manager – Applications
Innovation and Technology Manager - Infrastructure
Legal Services Manager
Management Analyst
Network Specialist
Park Restoration and Improvement Manager
Permit Center Manager
Planning Manager
Public Information Officer
Public Affairs Manager
Public Works Projects Manager
Public Works Supervisor
Purchasing Manager
Recreation Manager
Recreation Supervisor
Senior Accountant
Senior Assistant City Attorney
Senior Business Systems Analyst
Senior Civil Engineer
Senior Management Analyst
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ATTACHMENT B
3 Senior Public Works Project Manager
Service Center Superintendent
Special Project Executive
Transportation Manager
Web Specialist
In the event of any inconsistency between the Compensation Program and any Employment Contracts, the provisions of the Employment Contract and any amendments thereto control.

Adopted by Action of the
City Council, April 1, 1974
Revised 10/74, 3/78, 6/81, 6/82, 7/85, 7/87, 1/89, 7/90, 4/91, 5/91, 7/92, 6/95, 6/96, 7/99, 6/02, 7/04, 6/05, 04/07, 7/10, 10/12, 12/12, 7/13,11/13,12/13,3/14, 7/14, 11/15, 6/16, 10/16, 11/16, 6/17, 10/17, 7/19, 6/22, 8/22, 3/23, 11/23, 6/25, 7/25 338
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ATTACHMENT B
4 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 2

SALARY SCHEDULE

AND OTHER SALARY RATES
It is City of Cupertino policy that eligible persons under this Compensation Program shall be compensated for services rendered to and on behalf of the City on the basis of equity of pay for duties and responsibilities assigned, meritorious service and comparability with similar work in other public and private employment in the same labor market; all of which is contingent upon the City’s ability to pay consistent with its fiscal policies.

Retroactive to the first full pay period after July 1, 2023, a 3.5% salary increase will be added to the salary range of each classification in this unit. There shall be no further salary increase for FY24/25.

See Attachment A for a list of paygrades.

Adopted by Action
of the City Council
April 1, 1974
Revised 8/78, 7/79, 6/80, 7/92, 6/95, 10/12, 7/13, 10/16, 7/19, 8/22, 11/23 339
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ATTACHMENT B
5 City of Cupertino
UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM
Policy No. 3

TRAINING AND CONFERENCES
I. POLICY
A. Management Personnel
It is City of Cupertino policy that eligible persons under this Compensation Program shall be reimbursed or receive advances in accordance with the schedules, terms and conditions as set forth herein for attendance at conferences, meetings and training sessions as defined below for each. It is the intent of this policy to encourage the continuing education and awareness of said persons in the technical improvements and innovations in their fields of endeavor as they apply to the City or to implement a City approved strategy for attracting and retaining businesses in the City. One means of implementing this encouragement is through a formal reimbursement and advance schedule for authorized attendance at such conferences, meetings and training sessions.

B. Non-Management Personnel
When authorized by their supervisor, a non-management person may attend a conference, meeting or training session subject to the stated terms and conditions included herein for each with payment toward or reimbursement of certain expenses incurred as defined below for each.

II DEFINITIONS
A. Conferences
A conference is an annual meeting of a work related organization the membership of which may be held in the name of the City or the individual.

B. Local Area
The local area is defined to be within Santa Clara and San Mateo Counties and within a 40- mile distance from Cupertino when traveling to Alameda County.

C. Meetings
A “meeting” shall mean a convention, conference, seminar, workshop, meal, or like assembly having to do with municipal government operations. An employee serving on a panel for interviews of job applicants shall not come under this definition. 340
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ATTACHMENT B
6 D. Training Session
A training session is any type of seminar or workshop the attendance at which is for the purpose of obtaining information of a work related nature to benefit the City’s operations or to enhance the attendee’s capabilities in the discharge of assigned duties and responsibilities.

III REIMBURSEMENT AND ADVANCE PAYMENT SCHEDULE
A. Intent
This schedule is written with the intent that the employee will make every effort to find the lowest possible cost to the City for traveling on City business. For example, if paying for parking at the airport is less expensive that paying for a taxi or airport shuttle, then the employee should drive their car and park at the airport; or if renting a car is lower than taking taxis at the out-of-town location, then a car should be rented; or air reservations should be booked in advance to obtain discounted fares. The following procedures apply whether the expense is being paid through a reimbursement or a direct advance.

B. Registration
Registration fees for authorized attendance at a meeting or training session will be paid by the City.

C. Transportation
The City will pay transportation costs on the basis of the lowest cost intent stated in paragraph A. Eligible transportation costs include airfare (with coach fare being the maximum), van or taxi service to and from the attendee’s home and airport, destination or airport parking charges, taxi and shuttle services at the out-of-town location, trains, tolls, or rental cars. Use of a personal automobile for City business shall be reimbursed or advanced at the rate per mile in effect for such use, except in no case shall it exceed air coach fare if the vehicle is being used for getting to the destination. Government or group rates offered by a provider of transportation must be used when available.

Reimbursement or advances for use of a personal automobile on City business within a local area will not be made so as to supplement that already being paid to those persons receiving a monthly mileage allowance.

D. Lodging
Hotel or lodging expenses of the employee resulting from the authorized event or activity defined in this policy will be reimbursed or advanced if the lodging and event occurs outside of the local area. Not covered will be lodging expenses related to person(s) who are accompanying the City member, but who themselves are not on City business. In this 341
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ATTACHMENT B
7 instance, for example, the difference between single and multiple occupancy rates for a room will not be reimbursed.

Where the lodging is in connection with a conference or other organized educational activity, City-paid lodging costs shall not exceed the maximum group rate published by the conference or activity sponsor, providing that lodging at the group rate is available at the time of booking.

If the group rate at the conference hotel is not available, then the non-conference lodging policy described in the next paragraph should be followed to find another comparable hotel.

Where lodging is necessary for an activity that is not related to a conference or other organized educational activity, reimbursement or advances shall be limited to the actual cost of the room at a group or government rate. In the event that a group or government rate is not available, lodging rates that do not exceed the median price for lodging for that area and time period listed on travel websites like www.hotels.com, www.expedia.com or an equivalent service shall be eligible for reimbursement or advancement.

E. Meals

1. With No Conference
Payments toward or reimbursement of meals related to authorized activities or events shall be at the Internal Revenue Service per diem rate for meals and incidental expenses for a given location, as stated by IRS publications 463 and 1542 and by the U.S. General Services Administration. The per diem shall be split among meals as reasonably desired and reduced accordingly for less than full travel days. If per diem is claimed, no receipts are necessary. Alternatively, the actual cost of a meal can be claimed, within a standard of reasonableness, but receipts must be kept and submitted for the expense incurred.

2. As Part of a Conference
When City personnel are attending a conference or other organized educational activity, they shall be reimbursed or advanced for meals not provided by the activity, on a per diem or actual cost basis. The per diem and actual cost rate shall follow the rules described in the meals with no conference paragraph.

F. Other Expenses
Payments toward or reimbursement of expenses at such functions shall be limited to the actual costs consistent with the application of reasonable standards.

Other reasonable expenses related to business purposes shall be paid consistent with this policy.

No payments shall be made unless, where available, receipts are kept and submitted for all expenses incurred. When receipts are not available, qualifying expenditures shall be reimbursed upon signing of an affidavit of expenditure. 342
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ATTACHMENT B
8 No payment shall be made for any expenses incurred which are of a personal nature or not within a standard of reasonableness for the situation as may be defined by the Finance Department.

G. Non-Reimbursable Expenses
The City will not reimburse or advance payment toward expenses including, but not limited to:

1. The personal portion of any trip;

2. Political or charitable contributions or events;

3. Family expenses, including those of a partner when accompanying the employee on Cityrelated business, as well as child or pet-related expenses;

4. Entertainment expenses, including theatre, shows, movies, sporting events, golf, spa treatments, etc.

5. Gifts of any kind for any purpose;

6. Service club meals; of those besides economic development staff;

7. Alcoholic beverages;

8. Non-mileage personal automobile expenses including repairs, insurance, gasoline, traffic citations; and

9. Personal losses incurred while on City business.

IV ATTENDANCE AUTHORIZATION
A. Budgetary Limitations
Notwithstanding any attendance authorization contained herein, reimbursement or advances for expenses relative to conferences, meeting or training sessions shall not exceed the budgetary limitations.

B. Conference Attendance
Attendance at conferences or seminars by employees must be approved by their supervisor.

C. Meetings
Any employee, management or non-management, may attend a meeting when authorized by their supervisor.

D. Training Sessions
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ATTACHMENT B
9 Any employee, management or non-management, may attend a training session when authorized by their supervisor.

V. FUNDING
A. Appropriation Policy
It shall be the policy of the City to appropriate funds subject to availability of resources.

B. Training Sessions
Payments toward or reimbursement of expenses incurred in attendance at training sessions, will be appropriated annually through the budget process.

VI. DIRECT CASH ADVANCE POLICY
From time to time, it may be necessary for a City employee to request a direct cash advance to cover anticipated expenses while traveling or doing business on the City’s behalf. Such request for an advance should be submitted to their supervisor no less than seven days prior to the need for the advance with the following information: 1) Purpose of the expenditure; 2) The anticipated amount of the expenditure (for example, hotel rates, meal costs, and transportation expenses); and 3) The dates of the expenditure. An accounting of expenses and return of any unused advance must be reported to the City within 30 calendar days of the employee’s return on the expense report described in Section VII.

VII. EXPENSE REPORT REQUIREMENTS
All expense reimbursement requests or final accounting of advances received must be approved by their supervisor, on forms determined by the Finance Department, within 30 calendar days of an expense incurred, and accompanied by a business purpose for all expenditures and a receipt for each non- per diem item.

Revised 7/83, 7/85, 7/87, 7/88, 7/91, 7/92, 12/07,7/10
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ATTACHMENT B
10 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 4

AUTOMOBILE ALLOWANCES AND

MILEAGE REIMBURSEMENTS
It is City of Cupertino policy that eligible persons under this Compensation Program shall be compensated fairly for the use of personal automotive vehicles on City business. In many instances the use of personal vehicles is a condition of employment due to the absence of sufficient City owned vehicles for general transportation purposes. It is not intended, however, that such a condition of employment should work an undue hardship. For this reason, the following policies shall apply for mileage reimbursements.

Those persons who occasionally are required to use their personal automobiles for City business shall be reimbursed for such use at an appropriate rate established by the City Council.

Submission of reimbursement requests must be approved by the Department Head.

Employees in the following classifications shall be paid on a monthly basis the following automobile allowance:

Classification Allowance
Director of Administrative Services 300.00
Director of Community Development 300.00
Director of Parks and Recreation 300.00
Director of Public Works 300.00
Chief Technology Officer/ 300.00
Director of Information Services
Special Project Executive 300.00
City Clerk 250.00
Senior Civil Engineer 250.00
Assistant Director of Public Works 250.00
City Engineer 250.00
Transportation Manager 250.00
Assistant Director of Administrative Services 200.00
Assistant Director of Community Development 200.00
Assistant Director of Parks and Recreation 200.00
Public Affairs Manager 200.00
Deputy City Manager 200.00
Recreation Supervisor 200.00
Recreation Manager 200.00
Employees receiving automobile allowance shall be eligible for reimbursement for travel that exceeds two hundred miles round trip.
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ATTACHMENT B
11 Adopted by Action of the City Council
April 1, 1974
Revised 7/74, 5/79, 6/80, 7/81, 8/84, 7/87, 1/89, 7/90,7/92, 6/96, 8/99, 6/00, 9/01, 1/02, 6/02, 10/07, 7/10, 7/11, 10/12, 12/12, 7/13, 11/15, 10/16, 11/16, 6/17, 7/19, 8/22, 3/23, 6/25 346
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ATTACHMENT B
12 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 5

ASSOCIATION MEMBERSHIPS AND

PROFESSIONAL PUBLICATIONS
It is City of Cupertino policy that eligible persons under this Compensation Program shall be entitled to City sponsored association memberships as well as receiving subscriptions to professional and technical publications. Such sponsorship, however, shall be conditioned upon the several factors as set forth below.

Each association for which membership is claimed must be directly related to the field of endeavor of the person to be benefited. Each claim for City sponsored membership shall be submitted by or through the Department Head with their concurrence to the City Manager for approval.

Subscriptions to or purchase of professional and technical publications may be provided at City expense when such have been authorized by the Department Head providing the subject matter and material generally contained therein are related to municipal governmental operations.

Adopted by Action of
the City Council
April 1, 1974
Revised
7/92
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ATTACHMENT B
13 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 6

OVERTIME WORKED
EXEMPT POSITIONS:

Management and non-represented professional employees are ineligible for overtime payments for time worked in excess of what otherwise would be considered as a normal work day or work week for other employees. However, no deduction from leave balances are made when such an employee is absent for less than a regular work day as long as the employee has his/her supervisor’s approval. Nothing in this policy precludes the alternative work schedule, which may include an absence of a full eight hour day, when forty hours have been worked in the same seven day work period.

NON-EXEMPT POSITIONS:

Confidential employees are eligible for overtime or compensation time, at their discretion, for the time worked in excess of 40 hours per week. Nothing in this policy precludes the alternative work schedule, which may include an absence of a full eight hour day, where forty hours have been worked in the same seven day period.

COMPENSATORY TIME OFF
At the employee’s discretion, compensatory time (CTO) may be granted for overtime worked at the rate of time and one-half for each hour worked in lieu of compensation in cash.

Employees, who have previously earned CTO, shall be allowed to schedule CTO at the employee’s discretion provided (1) that prior supervisory approval has been obtained and (2) the request is made in writing.

CTO may be accrued for up to 80 hours per calendar year. Any CTO earned exceeding 80 hours will be paid at the rate of time and one-half. An employee may carry over the unused balance into the next calendar year. Any unused carryover balance will be automatically paid out at the end of the calendar year.

An employee may exercise his/her option twice each calendar year to convert any/or all accumulated compensatory time to cash.
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ATTACHMENT B
14 STANDBY COMPENSATION
Employees in the classification of Information and Technology Assistant who are required to be available during their off-shift hours for possible recall for emergency service shall be compensated $300.00 per 128 hours. Minimum staffing and skill qualifications for standby assignment shall be determined by the City.

Adopted by Action of
the City Council
April 1, 1974
Revised
6/80, 7/91, 7/92, 6/96, 7/97, 4/07, 7/13, 10/16, 8/22
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ATTACHMENT B
15 City of Cupertino
UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM
Policy No. 7

HEALTH BENEFITS PLAN - EMPLOYER CONTRIBUTION
It is the policy of the City of Cupertino to provide group hospital and medical insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees and their families through comprehensive health plans available only through employer sponsorship.

Although the premium cost for the insurance provided remains the ultimate responsibility of the employee in these positions, the City shall contribute the amounts listed below towards the premium or pay the full cost of the premium if less than the stated amounts.

If the premium amounts for any employee covered by this policy are less than the amounts listed below per month, the difference between the premium amount and the stated amounts will be included in the employee’s gross pay.

Effective January 1, 2024, for each participating employee, the City shall contribute the maximum toward premium cost per month for health and dental during the term of this agreement as follows:

January 1, 2024 City Max
Health
Contribution
City Max
Dental
Contribution
City Total Max Contribution
Employee $1,021.41 $126.78 $1,148.19
Employee + 1 $2,042.82 $126.78 $2,169.6
Employee + 2 $2,655.67 $126.78 $2,782.45
Required contribution amounts exceeding the premium contribution of the City are the responsibility of the employee.

With regards to any change in the monthly medical plan premium charged by CalPERS in the plan year 2025 compared to the plan year 2024, the City’s maximum contributions shall be capped at no more than 6%. Any required contribution amounts exceeding the premium contribution of the City are the responsibility of the employee.

Health In-Lieu Payments
City agrees to pay a monthly amount of three hundred seventy-five ($375.00) per month to the employee who can demonstrate that they have equivalent health coverage through their 350
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ATTACHMENT B
16 spouse, parent, or other group coverage and who request this cash payment in lieu of health insurance coverage.
*Dental Coverage: Effective the first month after Council adoption of MOU, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract.

Adopted by Action of the City Council
September 16, 1974
Revised
7/75, 7/76, 7/77, 8/78, 7/79, 6/80, 6/81, 7/81, 6/82, 7/83, 7/84, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/97, 7/99, 6/00, 6/02, 7/04, 6/05, 4/07,12/12, 7/13, 10/16, 7/19, 12/19, 8/22 351
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ATTACHMENT B
17 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 8

FIXED HOLIDAYS
It is the policy of the City of Cupertino to recognize days of historical and national significance as holidays of the City without loss of pay or benefits. Recognizing the desirable times throughout the year, it is the policy of the City of Cupertino to provide days off in lieu of holidays for management and confidential employees at such times as are convenient for each employee and supervisor, when such policy is compatible with the workload and schedule of the City.

The City provides the following fixed paid holidays for eligible employees covered by this agreement:

1. New Year’s Day

2. Martin Luther King Day

3. Lunar New Year

4. Presidents’ Day

5. Cesar Chavez Day

6. Memorial Day

7. Juneteenth

8. Independence Day

9. Labor Day

10. Veteran’s Day

11. Thanksgiving Day

12. Day Following Thanksgiving

13. Christmas Eve

14. Christmas Day

15. New Year’s Eve
For Calendar Year 2023, Unrepresented and Appointed employees will receive one (1) floating holiday in lieu of Lunar New Year holiday. Said floating holiday is “use it or lose it” and must be used by December 31, 2023. If said floating holiday is not used by the last full pay period in December 2023, it shall be automatically cashed out in the first full pay period in January 2024.

When a holiday falls on a Sunday, the following Monday shall be observed as the non-work day.

When a holiday falls on a Saturday, the previous Friday shall be observed as the non-work day.

FLOATING HOLIDAY
In addition to the paid holidays, employees occupying these positions shall be provided 20 floating hours per calendar year as non-work time with full pay and benefits. Employees may accumulate floating holiday hours up to two times their annual accrual. 352
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ATTACHMENT B
18 Adopted by Action of
the City Council
July 7, 1975
Revised 6/80, 6/89, 7/92, 7/99, 7/13, 8/22, 11/23
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ATTACHMENT B
19 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 9

LIFE, LONG TERM DISABILITY INSURANCE, AND SHORT TERM DISABILITY

INSURANCE
It is the policy of the City of Cupertino to make available group insurance for Management and Confidential employees that will mitigate the personal and family financial hardships resulting from continuing disability that prevents an employee from performing gainfully in his or her occupation. It is further the policy of the City of Cupertino to provide life insurance benefits in an amount of two and one half times the employee’s annual salary to a maximum of $250,000.00.

Employees occupying unrepresented positions may enroll in the disability income program and the life insurance program offered if eligible under the contract provisions of the policy and the personnel rules of the City. The full cost of premiums for these programs shall be paid by the City for such employees.

Adopted by Action of
the City Council
September 16, 1976
Revised 7/76, 6/80, 6/81, 6/82, 6/92, 10/16
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ATTACHMENT B
20 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 10

DEFERRED COMPENSATION
It is the policy of the City of Cupertino to provide equitable current compensation and reasonable retirement security for management and confidential employees for services performed for the City. The City participates in the California Public Employees’ Retirement System (PERS) and deferred compensation plans have been established. Both the employee and employer may make contributions from current earnings to these plans. The purpose of this policy is to promote means by which compensation may be provided in such manner and form to best meet the requirements of the City and the needs of individual employees, thereby increasing the ability, to attract and retain competent management and confidential employees.

The City shall maintain and administer means by which employees in these positions may defer portions of their current earnings for future utilization. Usage of such plans shall be subject to such agreements, rules and procedures as are necessary to properly administer each plan.

Employee contributions to such plans may be made in such amounts as felt proper and necessary to the employee. Employer contributions shall be as determined by the City Council.

Adopted by Action of
the City Council
July 7, 1975
Revised 6/80, 7/87, 7/92, 7/99
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ATTACHMENT B
21 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 11
PUBLIC EMPLOYEES’ RETIREMENT SYSTEM CONTRIBUTION
A. Employees hired on or before December 29, 2012 Only:

For employees hired on or before December 29, 2012, the City has contracted with CalPERS for a 2.7% @55 formula.

Effective in the first full pay period in July 2017, each employee shall pay the full 8.0% of applicable salary of the employee’s contribution towards CalPERS.

B. For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations Only:

For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations only the City has contracted with CalPERS for a 2.0% @ 60 retirement formula, three year average compensation.

Effective October 1, 2016, the City shall not pay the employee’s contribution rate to the California Public Employees Retirement System (CalPERS) and each employee shall pay the full 7% of applicable salary of the employee’s contribution towards CalPERS.

C. For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as Classic members Only:

For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as classic members as defined by CalPERS, CalPERS has by statute implemented a 2% @ 62 formula, three year average and employees in this category shall pay 50% of the normal cost rate as determined by CalPERS.

Adopted by Action of
the City Council
June, 1981
Revised 6/87, 6/89, 7/90, 7/91, 7/92, 6/03, 7/04, 4/07, 7/10, 10/12, 12/12, 7/13, 10/16, 7/19 356
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ATTACHMENT B
22 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 12

DENTAL INSURANCE - EMPLOYER CONTRIBUTION
It is the policy of the City of Cupertino to provide dental insurance under which employees in Management and Confidential positions and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees.

The premium cost for the insurance provided by the City shall not exceed $126.78* per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with Personnel Rules of the City and the provisions of the contract for such insurance between the City and carrier or carriers.
*Dental Coverage: Effective the first month after Council adoption of agreement, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract.

Adopted by Action of
City Council
July 1, 1983
Revised 7/87, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/99, 4/07, 10/12, 10/16, 7/19 357
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ATTACHMENT B
23 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 13

ADMINISTRATIVE LEAVE
The department heads and executive level staff shall receive eighty (80) hours of administrative leave with pay per year. Unrepresented employees exempt from the provisions of the Fair Labor Standards Act shall receive forty (40) hours of administrative leave with pay per year.

Employees may accumulate administrative leave hours up to two times their annual accrual.

Employees shall be eligible to convert up to 80 hours of administrative leave to pay one time each calendar year.

Adopted by Action of
the City Council
July, 1988
Revised
7/92, 7/97, 7/99, 7/10, 12/12, 10/16, 8/22, 3/23
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ATTACHMENT B
24 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 14

EMPLOYEE ASSISTANCE PROGRAM
It is the policy of the City of Cupertino to provide an Employee Assistance Program for the benefit of Management and Confidential employees and their eligible dependents. The purpose of this program is to provide professional assistance and counseling concerning financial, legal, pre-retirement, and other matters of a personal nature.

Adopted by Action of the City Council
June 17, 1996
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ATTACHMENT B
25 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 15

VACATION ACCUMULATION
The department heads and executive level staff shall earn vacation hours under the same vacation accumulation schedule as all other employees. Credit shall be provided for previous public sector service time on a year-for-year basis as to annual vacation accumulation. Credit shall only be given for completed years of service. Public service credit shall not apply to any other supplemental benefit. Employee(s) affected by this policy will have the responsibility of providing certification as to previous public sector service.

Benefited full-time employees accrue vacation in accordance with the following schedule.

Benefited employees who work less than a full-time work schedule accrue vacation in accordance with the following schedule on a pro-rated basis.

Service Time Annual Accruals Maximum Accrual
0 - 3 Years 80 Hours 160 Hours
4 - 9 Years 120 Hours 240 Hours
10 – 14 Years 160 Hours 272 Hours
15 – 19 Years 176 Hours 320 Hours
20 + Years 192 Hours 352 Hours
An employee may accrue no more vacation credit than what is listed above.

VACATION CREDITS
The hiring manager, with the approval of the department head and the City Manager, may offer a vacation bank of up to 120 hours of vacation to a prospective candidate in the Unrepresented group. These hours do not vest for payoff purposes if the employee leaves service.

Adopted by Action of the City Council
July 7, 1997
Revised 6/99, 7/10, 12/12, 7/13, 10/16, 3/23
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ATTACHMENT B
26 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 16

HOUSING ASSISTANCE PROGRAM
Housing assistance may be offered to the department heads pursuant to Resolution No. 15-092.

Adopted by Action of the City Council
July 7, 1997
Revised 7/99, 7/10, 8/12, 10/15
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ATTACHMENT B
27 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 17
VISION INSURANCE – EMPLOYER CONTRIBUTION
It is the policy of the City of Cupertino to provide vision insurance under which employees and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees.

The premium cost for the insurance provided by the City shall not exceed $14.94 per month per employee. Enrollment in the plan or plans made available pursuant to this policy shall be in accordance with the provisions of the contract between the City and carrier or carriers providing vision insurance coverage,
Adopted by Action of the City Council
July 1997
Revised 7/99, 6/02, 6/03, 7/10, 10/12
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ATTACHMENT B
28 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 18

WORK OUT OF CLASSIFICATION/WORK IN DUAL CLASSIFICATION
Work Out of Classification – Temporary assignment, approved in advance by the department head, to a classification in a higher pay grade shall be compensated at the Step 1 rate of the higher classification or at a rate five (5) percent greater than that of the regular position, whichever is greater, for the number of hours assigned. In order to qualify for out-of-classification pay, an employee shall work a minimum of four (4) hours per day in the temporary assignment.

An employee may be assigned to work out of class in a higher classification when there is a vacant position for which a recruitment is being, or will be, conducted. Out of class assignments may not exceed 960 hours in a fiscal year. Compensation for work performed in an out-of-class capacity is included for purposes of calculating CalPERS compensation, however, this is at the discretion of CalPERS and future changes to CalPERS regulations would supersede the language of this section.

An employee may receive acting pay for working in a higher classification where a vacancy does not exist, in the case of an incumbent being on vacation or leave of absence, or due to the employee being asked to perform higher level work on any other temporary basis. Acting pay is not included for purposes of calculating CalPERS compensation.

The higher rate of pay shall be used in computing overtime when authorized overtime is worked in a non-exempt, out of class or acting work assignment. When a non-exempt employee is working out of class or acting in an exempt position for 20 hours or more in a work week, the employee will be ineligible to receive overtime pay for any and all hours worked in the exempt classification during that work week.

All requests for out of class pay or acting pay must be approved by the Director of Administrative Services or his/her designee.

Adopted by Action of the City Council
October 2016
Revised 7/19
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ATTACHMENT B
29 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 19

EDUCATION REIMBURSEMENT PROGRAM
It is the intent of the City to recognize the value of continuing education and professional development of its employees; and to adopt an Education Reimbursement Program which will encourage employees to avail themselves of City job related educational opportunities that will advance their knowledge and interests in the direction of their career path. Courses should either: a) maintain or improve job skills in the employee’s current position; b) be expressly required by the City or by law; or c) prepare the employee to become a competitive applicant for a different position with the City.

The Education Reimbursement Program is a benefit to all full time benefited employees who have completed the required probationary period and provides education reimbursement of up to two thousand dollars($2,000) per calendar year for the cost of registration, required textbooks and/or materials and parking. Employees who wish to seek reimbursement from the City for educational program costs shall provide a written request for reimbursement in advance of enrollment to the Human Resources Division. The form provided shall include the type of training, sponsoring organization or institution, meeting times and costs. Human Resources and the employee’s department head will make the determination if the chosen education program is eligible for reimbursement.

No employee shall receive any reimbursement until they have provided satisfactory proof of successful completion of the coursework with a grade of “C” or above, or “Pass” in the case of a Pass/Fail course. Such proof of completion shall be provided within 30 days of the conclusion of the course.

Education reimbursement is a taxable benefit under IRS Code. Education reimbursement will be applied to the calendar year in which the course is passed and satisfactory proof of completion is submitted.

Mandatory or annual coursework, attendance at conferences and training required to maintain job specific certifications or proficiencies are not included in the Education Reimbursement Program.

Adopted by Action of the City Council
July 2019
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ATTACHMENT B
30 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 20

CITY SPONSORED RECREATION AND WELLNESS PROGRAMS
Unrepresented employees shall have the privilege of enrollment in City sponsored recreation programs at the City residents’ fee structure and in preference to non-residents wishing to enroll. Each calendar year, employees and family members on the employee’s dental plan are eligible to be reimbursed up to $500 per employee in Rec Bucks. Employees shall be reimbursed for approved recreation services in accordance with the City’s Recreation Buck Policies.

Programs allowing for preregistration will be reimbursed after completion of the program, including those allowing for or requiring preregistration in the calendar year prior to reimbursement. Reimbursements shall be applied to the year in which they are received.

Benefited employees will also receive a free employee-only annual Cupertino Sports Center membership. Part-time benefited employees will have the annual amount of Recreation Bucks prorated based on number of hours worked. Recreation Bucks are a taxable benefit under IRS Code, and must be used by the employee within the calendar year and are non-transferrable.

City employees are eligible to participate in the City’s wellness program as provided for in the City’s Administrative Rules and Regulations.

Adopted by Action of the City Council
July 2019
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ATTACHMENT B
31 Listing of Unrepresented Classifications by
Salary Rate or Pay Grades
Effective July 1, 2013 (Res. No. 13-061)
Amended 11/19/ 13 (Res. No. 13-099)
Amended 12/17/13 (Res. No. 13-108)
Amended 3/18/14 (Res. No. 14-130)
Amended 11/3/14 (Res. No. 14-209)
Amended 11/3/2015 (Res. No. 15-099)
Amended 6/21/16 (Res. No. 16-064)
Amended 10/4/16 (Res. No. 16-104 – Not adopted)
Amended 10/18/16 (Res. No. 16-108)
Amended 11/15/16 (Res. No. 16-128)
Amended 6/20/17 (Res. No. 17-056)
Amended 10/17/17 (Res. No. 17-101)
Amended 7/16/19 (Res. No. 19-086)
Amended 11/19/19 (Res. No. 19-140)
Amended 6/7/22 (Res. No. 22-067 on 6/9/22)
Amended 8/16/22 (Res. No. 22-103)
Amended 3/7/23 (Res. No.23-028 )
Amended 6/3/25 ( Res. No. )
Amended 7/15/25 ( Res. No.)
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ATTACHMENT B
32 ATTACHMENT A

SALARY SCHEDULE
Salary Effective July 15, 2025
Classification Step1 Step2 Step3 Step4 Step5
ACCOUNTANT I $46.60 $48.93 $51.38 $53.95 $56.65
ACCOUNTANT II $51.37 $53.94 $56.64 $59.47 $62.44
ACCOUNTING TECHNICIAN $46.22 $48.53 $50.96 $53.51 $56.18 ADMINISTRATIVE ASSISTANT $40.65 $42.68 $44.82 $47.06 $49.41 ASSISTANT CITY ATTORNEY $92.83 $97.48 $102.35 $107.47 $112.84 ASSISTANT DIRECTOR OF ADMIN SERVICES $90.80 $95.34 $100.11 $105.12 $110.37 ASSISTANT DIRECTOR COMM DEV $90.80 $95.34 $100.11 $105.12 $110.37 ASSISTANT TO THE CITY MANAGER $74.68 $78.41 $82.33 $86.45 $90.77 ASST DIR PUBLIC WORKS ENG $94.47 $99.19 $104.15 $109.36 $114.82 ASST DIR RECREATION COMM SVCS $90.80 $95.34 $100.11 $105.12 $110.37 BUDGET MANAGER $84.91 $89.15 $93.61 $98.29 $103.20
BUILDING OFFICIAL $85.34 $89.60 $94.08 $98.79 $103.73
BUSINESS SYSTEMS ANALYST $65.89 $69.18 $72.64 $76.28 $80.09 CAPITAL IMPV PROGRAM MGR $84.81 $89.05 $93.51 $98.18 $103.09 CHIEF TECHNOLOGY OFFICER $112.10 $117.71 $123.60 $129.78 $136.26 CITY CLERK $75.73 $79.51 $83.49 $87.66 $92.05
CITY ENGINEER $94.47 $99.19 $104.15 $109.36 $114.82
CODE ENFORCEMENT SUPERVISOR $73.82 $77.51 $81.39 $85.46 $89.73

COMMUNICATIONS AND MARKETING
COORDINATOR $61.81 $64.90 $68.14 $71.55 $75.13
COMMUNITY RELATIONS COORDINATOR $46.86 $49.21 $51.67 $54.25 $56.96 DEPARTMENT HEAD $112.10 $117.71 $123.60 $129.78 $136.26 DEPUTY BUILDING OFFICIAL $73.82 $77.51 $81.39 $85.46 $89.73 DEPUTY CITY ATTORNEY $66.80 $70.14 $73.64 $77.33 $81.19 DEPUTY CITY CLERK $54.04 $56.74 $59.58 $62.55 $65.68
DEPUTY CITY MANAGER $112.10 $117.71 $123.60 $129.78 $136.26 DIRECTOR OF ADMIN SERVICES $112.10 $117.71 $123.60 $129.78 $136.26 DIRECTOR OF COMM DEVELOPMENT $112.10 $117.71 $123.60 $129.78 $136.26 DIRECTOR OF PARKS AND RECREATION $112.10 $117.71 $123.60 $129.78 $136.26 DIRECTOR OF PUBLIC WORKS $115.38 $121.15 $127.21 $133.57 $140.25 ECONOMIC DEVELOPMENT MANAGER $81.52 $85.59 $89.87 $94.37 $99.08 EMERGENCY SERVICES COORDINATOR $66.26 $69.57 $73.05 $76.71 $80.54 ENVIRONMENTAL PROGRAMS MANAGER $84.81 $89.05 $93.51 $98.18 $103.09 EXEC ASST TO CITY MANAGER $47.77 $50.15 $52.66 $55.30 $58.06 367
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ATTACHMENT B
33 EXEC ASST TO THE CITY ATTNY $46.59 $48.93 $51.38 $53.94 $56.64 FINANCE MANAGER $84.91 $89.15 $93.61 $98.29 $103.20
GIS COORDINATOR $48.71 $51.15 $53.71 $56.39 $59.21
GIS PROGRAM MANAGER $83.91 $88.11 $92.52 $97.14 $102.00 HUMAN RESOURCE ANALYST I $56.06 $58.86 $61.80 $64.90 $68.14 HUMAN RESOURCES ANALYST II $61.81 $64.90 $68.14 $71.55 $75.12 HUMAN RESOURCES ASSISTANT $33.76 $35.45 $37.22 $39.08 $41.03 HUMAN RESOURCES MANAGER $84.91 $89.15 $93.61 $98.29 $103.20 HUMAN RESOURCES TECHNICIAN $46.22 $48.53 $50.96 $53.51 $56.18 I.T. ASSISTANT $45.46 $47.73 $50.12 $52.62 $55.25
INNOVATION AND TECHNOLOGY MGR $83.91 $88.11 $92.52 $97.14 $102.00 LEGAL SERVICES MANAGER $48.12 $50.53 $53.05 $55.71 $58.49 MANAGEMENT ANALYST $56.54 $59.37 $62.34 $65.45 $68.72
NETWORK SPECIALIST $58.16 $61.06 $64.12 $67.32 $70.69
PARK RESTORATION IMPV MGR $79.33 $83.29 $87.46 $91.83 $96.42 PERMIT CENTER MANAGER $73.82 $77.51 $81.39 $85.46 $89.73 PLANNING MANAGER $85.34 $89.60 $94.08 $98.79 $103.73
PUBLIC AFFAIRS MANAGER $72.94 $76.58 $80.41 $84.43 $88.66 PUBLIC INFORMATION OFFICER $72.86 $76.50 $80.33 $84.34 $88.56 PUBLIC WORKS PROJECT MANAGER $69.73 $73.22 $76.88 $80.72 $84.76 PUBLIC WORKS SUPERVISOR $58.78 $61.71 $64.80 $68.04 $71.44 PURCHASING MANAGER $84.91 $89.15 $93.61 $98.29 $103.20
RECREATION MANAGER $60.01 $63.01 $66.16 $69.46 $72.94
RECREATION SUPERVISOR $54.43 $57.15 $60.01 $63.01 $66.16 SENIOR ACCOUNTANT $59.48 $62.45 $65.57 $68.85 $72.30
SENIOR ASSISTANT CITY ATTORNEY $102.13 $107.24 $112.60 $118.23 $124.14 SENIOR BUSINESS SYSTEMS ANALYST $70.50 $74.03 $77.73 $81.61 $85.69 SENIOR CIVIL ENGINEER $79.66 $83.64 $87.82 $92.22 $96.83 SENIOR MANAGEMENT ANALYST $61.81 $64.90 $68.14 $71.55 $75.13 SENIOR PUBLIC WORKS PROJECT MGR $73.21 $76.88 $80.72 $84.76 $88.99 SERVICE CENTER SUPERINTENDENT $75.15 $78.91 $82.86 $87.00 $91.35 SPECIAL PROJECT EXECUTIVE $112.10 $117.71 $123.60 $129.78 $136.26 TRANSPORTATION MANAGER $84.81 $89.05 $93.51 $98.18 $103.09 WEB SPECIALIST $51.42 $53.99 $56.69 $59.53 $62.50
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ATTACHMENT C
1 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 1

Although subject to change in accordance with provision of the Personnel Code, the positions in the following classifications have been designated as unrepresented.

MANAGEMENT AND CONFIDENTIAL CLASSIFICATIONS:

Classification Title
Accountant I
Accountant II
Accounting Technician
Administrative Assistant
Assistant City Attorney
Assistant City Manager
Assistant Director of Administrative Services
Assistant Director of Community Development
Assistant Director of Public Works
Assistant Director of Parks and Recreation
Assistant to the City Manager
Budget Manager
Building Official
Business Systems Analyst/Program Manager
Capital Improvement Program Manager
Chief Technology Officer/Director of Information Services (Department Head) City Clerk
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ATTACHMENT C
2 City Engineer
Code Enforcement Supervisor
Communications and Marketing Coordinator
Community Relations Coordinator
Deputy Building Official
Deputy City Attorney
Deputy City Clerk
Deputy City Manager
Director of Administrative Services (Department Head)
Director of Community Development (Department Head)
Director of Parks and Recreation (Department Head)
Director of Public Works
Economic Development Manager
Emergency Services Coordinator
Environmental Programs Manager
Executive Assistant to the City Attorney
Executive Assistant to the City Manager
Finance Manager
GIS Coordinator
GIS Program Manager
Human Resources Analyst I
Human Resources Analyst II
Human Resources Assistant
Human Resources Manager
Human Resources Technician
Information Technology Assistant
Innovation and Technology Manager – Applications
Innovation and Technology Manager - Infrastructure
Legal Services Manager
Management Analyst
Network Specialist
Park Restoration and Improvement Manager
Permit Center Manager
Planning Manager
Public Information Officer
Public Affairs Manager
Public Works Projects Manager
Public Works Supervisor
Purchasing Manager
Recreation Manager
Recreation Supervisor
Senior Accountant
Senior Assistant City Attorney
Senior Business Systems Analyst
Senior Civil Engineer
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ATTACHMENT C
3 Senior Management Analyst
Senior Public Works Project Manager
Service Center Superintendent
Special Project Executive
Transportation Manager
Web Specialist
In the event of any inconsistency between the Compensation Program and any Employment Contracts, the provisions of the Employment Contract and any amendments thereto control.

ATTACHMENT C
4 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 2

SALARY SCHEDULE

See Attachment A for a list of paygrades.

Adopted by Action
of the City Council
April 1, 1974
Revised 8/78, 7/79, 6/80, 7/92, 6/95, 10/12, 7/13, 10/16, 7/19, 8/22, 11/23 372
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ATTACHMENT C
5 City of Cupertino
UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM
Policy No. 3

II DEFINITIONS
A. Conferences
A conference is an annual meeting of a work related organization the membership of which may be held in the name of the City or the individual.

B. Local Area
The local area is defined to be within Santa Clara and San Mateo Counties and within a 40- mile distance from Cupertino when traveling to Alameda County.

ATTACHMENT C
6 D. Training Session
A training session is any type of seminar or workshop the attendance at which is for the purpose of obtaining information of a work related nature to benefit the City’s operations or to enhance the attendee’s capabilities in the discharge of assigned duties and responsibilities.

B. Registration
Registration fees for authorized attendance at a meeting or training session will be paid by the City.

ATTACHMENT C
7 instance, for example, the difference between single and multiple occupancy rates for a room will not be reimbursed.

If the group rate at the conference hotel is not available, then the non-conference lodging policy described in the next paragraph should be followed to find another comparable hotel.

E. Meals

F. Other Expenses
Payments toward or reimbursement of expenses at such functions shall be limited to the actual costs consistent with the application of reasonable standards.

Other reasonable expenses related to business purposes shall be paid consistent with this policy.

ATTACHMENT C
8 No payment shall be made for any expenses incurred which are of a personal nature or not within a standard of reasonableness for the situation as may be defined by the Finance Department.

G. Non-Reimbursable Expenses
The City will not reimburse or advance payment toward expenses including, but not limited to:

1. The personal portion of any trip;

2. Political or charitable contributions or events;

3. Family expenses, including those of a partner when accompanying the employee on Cityrelated business, as well as child or pet-related expenses;

4. Entertainment expenses, including theatre, shows, movies, sporting events, golf, spa treatments, etc.

5. Gifts of any kind for any purpose;

6. Service club meals; of those besides economic development staff;

7. Alcoholic beverages;

8. Non-mileage personal automobile expenses including repairs, insurance, gasoline, traffic citations; and

9. Personal losses incurred while on City business.

B. Conference Attendance
Attendance at conferences or seminars by employees must be approved by their supervisor.

C. Meetings
Any employee, management or non-management, may attend a meeting when authorized by their supervisor.

D. Training Sessions
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ATTACHMENT C
9 Any employee, management or non-management, may attend a training session when authorized by their supervisor.

V. FUNDING
A. Appropriation Policy
It shall be the policy of the City to appropriate funds subject to availability of resources.

B. Training Sessions
Payments toward or reimbursement of expenses incurred in attendance at training sessions, will be appropriated annually through the budget process.

Revised 7/83, 7/85, 7/87, 7/88, 7/91, 7/92, 12/07,7/10
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ATTACHMENT C
10 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 4

AUTOMOBILE ALLOWANCES AND

Those persons who occasionally are required to use their personal automobiles for City business shall be reimbursed for such use at an appropriate rate established by the City Council.

Submission of reimbursement requests must be approved by the Department Head.

Employees in the following classifications shall be paid on a monthly basis the following automobile allowance:

Classification Allowance
Director of Administrative Services 300.00
Director of Community Development 300.00
Assistant City Manager 300.00
Director of Parks and Recreation 300.00
Director of Public Works 300.00
Chief Technology Officer/ 300.00
Director of Information Services
Special Project Executive 300.00
City Clerk 250.00
Senior Civil Engineer 250.00
Assistant Director of Public Works 250.00
City Engineer 250.00
Transportation Manager 250.00
Assistant Director of Administrative Services 200.00
Assistant Director of Community Development 200.00
Assistant Director of Parks and Recreation 200.00
Public Affairs Manager 200.00
Deputy City Manager 200.00
Recreation Supervisor 200.00
Recreation Manager 200.00
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ATTACHMENT C
11 Employees receiving automobile allowance shall be eligible for reimbursement for travel that exceeds two hundred miles round trip.

Adopted by Action of the City Council
April 1, 1974
Revised 7/74, 5/79, 6/80, 7/81, 8/84, 7/87, 1/89, 7/90,7/92, 6/96, 8/99, 6/00, 9/01, 1/02, 6/02, 10/07, 7/10, 7/11, 10/12, 12/12, 7/13, 11/15, 10/16, 11/16, 6/17, 7/19, 8/22, 3/23, 6/25 379
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ATTACHMENT C
12 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 5

ASSOCIATION MEMBERSHIPS AND

Adopted by Action of
the City Council
April 1, 1974
Revised
7/92
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ATTACHMENT C
13 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 6

OVERTIME WORKED
EXEMPT POSITIONS:

NON-EXEMPT POSITIONS:

COMPENSATORY TIME OFF
At the employee’s discretion, compensatory time (CTO) may be granted for overtime worked at the rate of time and one-half for each hour worked in lieu of compensation in cash.

An employee may exercise his/her option twice each calendar year to convert any/or all accumulated compensatory time to cash.
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ATTACHMENT C
14 STANDBY COMPENSATION
Employees in the classification of Information and Technology Assistant who are required to be available during their off-shift hours for possible recall for emergency service shall be compensated $300.00 per 128 hours. Minimum staffing and skill qualifications for standby assignment shall be determined by the City.

Adopted by Action of
the City Council
April 1, 1974
Revised
6/80, 7/91, 7/92, 6/96, 7/97, 4/07, 7/13, 10/16, 8/22
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ATTACHMENT C
15 City of Cupertino
UNREPRESENTED EMPLOYEES’COMPENSATION PROGRAM
Policy No. 7

Effective January 1, 2024, for each participating employee, the City shall contribute the maximum toward premium cost per month for health and dental during the term of this agreement as follows:

ATTACHMENT C
16 spouse, parent, or other group coverage and who request this cash payment in lieu of health insurance coverage.
*Dental Coverage: Effective the first month after Council adoption of MOU, dental coverage is capped at $2,500.00 per dependent per annual plan year for the term of this contract.

ATTACHMENT C
17 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 8

The City provides the following fixed paid holidays for eligible employees covered by this agreement:

1. New Year’s Day

2. Martin Luther King Day

3. Lunar New Year

4. Presidents’ Day

5. Cesar Chavez Day

6. Memorial Day

7. Juneteenth

8. Independence Day

9. Labor Day

10. Veteran’s Day

11. Thanksgiving Day

12. Day Following Thanksgiving

13. Christmas Eve

14. Christmas Day

When a holiday falls on a Sunday, the following Monday shall be observed as the non-work day.

When a holiday falls on a Saturday, the previous Friday shall be observed as the non-work day.

ATTACHMENT C
18 Adopted by Action of
the City Council
July 7, 1975
Revised 6/80, 6/89, 7/92, 7/99, 7/13, 8/22, 11/23
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ATTACHMENT C
19 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 9

LIFE, LONG TERM DISABILITY INSURANCE, AND SHORT TERM DISABILITY

Adopted by Action of
the City Council
September 16, 1976
Revised 7/76, 6/80, 6/81, 6/82, 6/92, 10/16
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ATTACHMENT C
20 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 10

Employee contributions to such plans may be made in such amounts as felt proper and necessary to the employee. Employer contributions shall be as determined by the City Council.

Adopted by Action of
the City Council
July 7, 1975
Revised 6/80, 7/87, 7/92, 7/99
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ATTACHMENT C
21 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 11
PUBLIC EMPLOYEES’ RETIREMENT SYSTEM CONTRIBUTION
A. Employees hired on or before December 29, 2012 Only:

For employees hired on or before December 29, 2012, the City has contracted with CalPERS for a 2.7% @55 formula.

Effective in the first full pay period in July 2017, each employee shall pay the full 8.0% of applicable salary of the employee’s contribution towards CalPERS.

B. For Employees hired by the City of Cupertino on December 30, 2012 or December 31, 2012 or a current CalPERS employee who qualifies as a classic member under CalPERS Regulations Only:

C. For new employees hired by the City of Cupertino on or after January 1, 2013 and do not qualify as Classic members Only:

Adopted by Action of
the City Council
June, 1981
Revised 6/87, 6/89, 7/90, 7/91, 7/92, 6/03, 7/04, 4/07, 7/10, 10/12, 12/12, 7/13, 10/16, 7/19 389
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ATTACHMENT C
22 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 12

Adopted by Action of
City Council
July 1, 1983
Revised 7/87, 7/88, 7/89, 7/90, 7/91, 7/92, 6/95, 7/99, 4/07, 10/12, 10/16, 7/19 390
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ATTACHMENT C
23 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 13

Employees may accumulate administrative leave hours up to two times their annual accrual.

Employees shall be eligible to convert up to 80 hours of administrative leave to pay one time each calendar year.

Adopted by Action of
the City Council
July, 1988
Revised
7/92, 7/97, 7/99, 7/10, 12/12, 10/16, 8/22, 3/23
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ATTACHMENT C
24 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 14

Adopted by Action of the City Council
June 17, 1996
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ATTACHMENT C
25 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 15

Benefited full-time employees accrue vacation in accordance with the following schedule.

Benefited employees who work less than a full-time work schedule accrue vacation in accordance with the following schedule on a pro-rated basis.

Adopted by Action of the City Council
July 7, 1997
Revised 6/99, 7/10, 12/12, 7/13, 10/16, 3/23
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ATTACHMENT C
26 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 16

HOUSING ASSISTANCE PROGRAM
Housing assistance may be offered to the department heads pursuant to Resolution No. 15-092.

Adopted by Action of the City Council
July 7, 1997
Revised 7/99, 7/10, 8/12, 10/15
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ATTACHMENT C
27 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 17
VISION INSURANCE – EMPLOYER CONTRIBUTION
It is the policy of the City of Cupertino to provide vision insurance under which employees and their dependents may be covered. The purpose of this program is to promote and preserve the health of employees.

ATTACHMENT C
28 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 18

All requests for out of class pay or acting pay must be approved by the Director of Administrative Services or his/her designee.

Adopted by Action of the City Council
October 2016
Revised 7/19
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ATTACHMENT C
29 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 19

Mandatory or annual coursework, attendance at conferences and training required to maintain job specific certifications or proficiencies are not included in the Education Reimbursement Program.

Adopted by Action of the City Council
July 2019
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ATTACHMENT C
30 City of Cupertino
UNREPRESENTED EMPLOYEES’ COMPENSATION PROGRAM
Policy No. 20

City employees are eligible to participate in the City’s wellness program as provided for in the City’s Administrative Rules and Regulations.

Adopted by Action of the City Council
July 2019
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ATTACHMENT C
31 Listing of Unrepresented Classifications by
Salary Rate or Pay Grades
Effective July 1, 2013 (Res. No. 13-061)
Amended 11/19/ 13 (Res. No. 13-099)
Amended 12/17/13 (Res. No. 13-108)
Amended 3/18/14 (Res. No. 14-130)
Amended 11/3/14 (Res. No. 14-209)
Amended 11/3/2015 (Res. No. 15-099)
Amended 6/21/16 (Res. No. 16-064)
Amended 10/4/16 (Res. No. 16-104 – Not adopted)
Amended 10/18/16 (Res. No. 16-108)
Amended 11/15/16 (Res. No. 16-128)
Amended 6/20/17 (Res. No. 17-056)
Amended 10/17/17 (Res. No. 17-101)
Amended 7/16/19 (Res. No. 19-086)
Amended 11/19/19 (Res. No. 19-140)
Amended 6/7/22 (Res. No. 22-067 on 6/9/22)
Amended 8/16/22 (Res. No. 22-103)
Amended 3/7/23 (Res. No.23-028 )
Amended 6/3/25 ( Res. No. )
Amended 7/15/25 ( Res. No.)
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ATTACHMENT C
32 ATTACHMENT A

SALARY SCHEDULE
Salary Effective June 3, 2025 July 15, 2025
Classification Step1 Step2 Step3 Step4 Step5
ACCOUNTANT I $46.60 $48.93 $51.38 $53.95 $56.65
ACCOUNTANT II $51.37 $53.94 $56.64 $59.47 $62.44
ACCOUNTING TECHNICIAN $46.22 $48.53 $50.96 $53.51 $56.18 ADMINISTRATIVE ASSISTANT $40.65 $42.68 $44.82 $47.06 $49.41 ASSISTANT CITY ATTORNEY $92.83 $97.48 $102.35 $107.47 $112.84 ASSISTANT CITY MGR $126.92 $133.27 $139.93 $146.93 $154.27 ASSISTANT DIRECTOR OF ADMIN SERVICES $90.80 $95.34 $100.11 $105.12 $110.37 ASSISTANT DIRECTOR COMM DEV $90.80 $95.34 $100.11 $105.12 $110.37 ASSISTANT TO THE CITY MANAGER $74.68 $78.41 $82.33 $86.45 $90.77 ASST DIR PUBLIC WORKS ENG $94.47 $99.19 $104.15 $109.36 $114.82 ASST DIR RECREATION COMM SVCS $90.80 $95.34 $100.11 $105.12 $110.37 BUDGET MANAGER $84.91 $89.15 $93.61 $98.29 $103.20
BUILDING OFFICIAL $85.34 $89.60 $94.08 $98.79 $103.73
BUSINESS SYSTEMS ANALYST $65.89 $69.18 $72.64 $76.28 $80.09 CAPITAL IMPV PROGRAM MGR $84.81 $89.05 $93.51 $98.18 $103.09 CHIEF TECHNOLOGY OFFICER $112.10 $117.71 $123.60 $129.78 $136.26 CITY CLERK $75.73 $79.51 $83.49 $87.66 $92.05
CITY ENGINEER $94.47 $99.19 $104.15 $109.36 $114.82
CODE ENFORCEMENT SUPERVISOR $73.82 $77.51 $81.39 $85.46 $89.73

COMMUNICATIONS AND MARKETING
COORDINATOR $61.81 $64.90 $68.14 $71.55 $75.13
COMMUNITY RELATIONS COORDINATOR $46.86 $49.21 $51.67 $54.25 $56.96 DEPARTMENT HEAD $112.10 $117.71 $123.60 $129.78 $136.26 DEPUTY BUILDING OFFICIAL $73.82 $77.51 $81.39 $85.46 $89.73 DEPUTY CITY ATTORNEY $66.80 $70.14 $73.64 $77.33 $81.19 DEPUTY CITY CLERK $54.04 $56.74 $59.58 $62.55 $65.68
DEPUTY CITY MANAGER $90.80
$112.10
$95.34
$117.71
$100.11
$123.60
$105.12
$129.78
$110.37
$136.26
DIRECTOR OF ADMIN SERVICES $112.10 $117.71 $123.60 $129.78 $136.26 DIRECTOR OF COMM DEVELOPMENT $112.10 $117.71 $123.60 $129.78 $136.26 DIRECTOR OF PARKS AND RECREATION $112.10 $117.71 $123.60 $129.78 $136.26 DIRECTOR OF PUBLIC WORKS $115.38 $121.15 $127.21 $133.57 $140.25 ECONOMIC DEVELOPMENT MANAGER $81.52 $85.59 $89.87 $94.37 $99.08 EMERGENCY SERVICES COORDINATOR $66.26 $69.57 $73.05 $76.71 $80.54 400
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ATTACHMENT C
33 ENVIRONMENTAL PROGRAMS MANAGER $84.81 $89.05 $93.51 $98.18 $103.09 EXEC ASST TO CITY MANAGER $47.77 $50.15 $52.66 $55.30 $58.06 EXEC ASST TO THE CITY ATTNY $46.59 $48.93 $51.38 $53.94 $56.64 FINANCE MANAGER $84.91 $89.15 $93.61 $98.29 $103.20
GIS COORDINATOR $48.71 $51.15 $53.71 $56.39 $59.21
GIS PROGRAM MANAGER $83.91 $88.11 $92.52 $97.14 $102.00 HUMAN RESOURCE ANALYST I $56.06 $58.86 $61.80 $64.90 $68.14 HUMAN RESOURCES ANALYST II $61.81 $64.90 $68.14 $71.55 $75.12 HUMAN RESOURCES ASSISTANT $33.76 $35.45 $37.22 $39.08 $41.03 HUMAN RESOURCES MANAGER $84.91 $89.15 $93.61 $98.29 $103.20 HUMAN RESOURCES TECHNICIAN $46.22 $48.53 $50.96 $53.51 $56.18 I.T. ASSISTANT $45.46 $47.73 $50.12 $52.62 $55.25
INNOVATION AND TECHNOLOGY MGR $83.91 $88.11 $92.52 $97.14 $102.00 LEGAL SERVICES MANAGER $48.12 $50.53 $53.05 $55.71 $58.49 MANAGEMENT ANALYST $56.54 $59.37 $62.34 $65.45 $68.72
NETWORK SPECIALIST $58.16 $61.06 $64.12 $67.32 $70.69
PARK RESTORATION IMPV MGR $79.33 $83.29 $87.46 $91.83 $96.42 PERMIT CENTER MANAGER $73.82 $77.51 $81.39 $85.46 $89.73 PLANNING MANAGER $85.34 $89.60 $94.08 $98.79 $103.73
PUBLIC AFFAIRS MANAGER $72.94 $76.58 $80.41 $84.43 $88.66 PUBLIC INFORMATION OFFICER $72.86 $76.50 $80.33 $84.34 $88.56 PUBLIC WORKS PROJECT MANAGER $69.73 $73.22 $76.88 $80.72 $84.76 PUBLIC WORKS SUPERVISOR $58.78 $61.71 $64.80 $68.04 $71.44 PURCHASING MANAGER $84.91 $89.15 $93.61 $98.29 $103.20
RECREATION MANAGER $60.01 $63.01 $66.16 $69.46 $72.94
RECREATION SUPERVISOR $54.43 $57.15 $60.01 $63.01 $66.16 SENIOR ACCOUNTANT $59.48 $62.45 $65.57 $68.85 $72.30
SENIOR ASSISTANT CITY ATTORNEY $102.13 $107.24 $112.60 $118.23 $124.14 SENIOR BUSINESS SYSTEMS ANALYST $70.50 $74.03 $77.73 $81.61 $85.69 SENIOR CIVIL ENGINEER $79.66 $83.64 $87.82 $92.22 $96.83 SENIOR MANAGEMENT ANALYST $61.81 $64.90 $68.14 $71.55 $75.13 SENIOR PUBLIC WORKS PROJECT MGR $73.21 $76.88 $80.72 $84.76 $88.99 SERVICE CENTER SUPERINTENDENT $75.15 $78.91 $82.86 $87.00 $91.35 SPECIAL PROJECT EXECUTIVE $112.10 $117.71 $123.60 $129.78 $136.26 TRANSPORTATION MANAGER $84.81 $89.05 $93.51 $98.18 $103.09 WEB SPECIALIST $51.42 $53.99 $56.69 $59.53 $62.50
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ATTACHMENT D
Deputy City Manager
Definition
Under the direction of the City Manager, manages and oversees citywide communications, emergency operations, city clerk, economic development, legislative advocacy and special projects for the City. The position of Deputy City Manager assists the City Manager in executing the long-term vision for the City in collaboration with the City Council and department heads, serving as a key advisor to the City Manager regarding matters related to the administration of the City and assisting in the formulation and execution of complex policies and programs to fulfill the goals and objectives of the organization.

Ensures that assigned programs meet all applicable laws, regulations, and City policies. Provides professional assistance to the City Manager, City Council, and other management and City staff in areas of expertise. Fosters cooperative working relationships with City departments, public, private, intergovernmental, and regulatory agencies, and the public, and performs other duties as assigned.

Class Characteristics
This is an executive management classification responsible for complex coordination of various programs and projects involving a range of City interests and issues, including short- and long-term planning and policy development and administration. Responsibilities include exercising independent judgment and discretion in formulating, coordinating, and managing development and implementation of City policies and procedures. The incumbent is responsible for assisting the City Manager in accomplishing City-wide planning, operational goals and objectives.

Supervision Received and Exercised
Receives general direction from the City Manager. Exercises direct and general supervision over professional, technical and administrative support staff and contractors.

Essential Duties
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations where appropriate so that qualified employees can perform the essential functions of the job.

Manages the development and implementation of goals, objectives, policies, and priorities for assigned programs. Recommends and administers policies and procedures.

Serves as the executive sponsor for one or more of the City’s focus areas and manages the Council Prioritization process and directs the City Work Program, ensuring appropriate attention and coordination to make significant accomplishments toward these priorities.

Represents the City Manager in various intergovernmental and community activities and meetings, including coordinating the work of one or more standing City Council Committees to provide the City Council with information and recommendations for matters under consideration.

Strengthens City’s expertise and bandwidth in City Manager’s Office functions, cross-agency and 402
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Deputy City Manager ATTACHMENT D

Page 2 of 6 ends

interdepartmental collaboration, as well as delivery and alignment of policies and programs that have shared service delivery methods.

Oversees the development and administration of the City Manager’s Office, Law Enforcement, and Council budgets.

Oversees special projects related to legislative affairs, commission and committee procedures, the Sister Cities program, and other Council policies as requested.

Selects, trains, motivates, and evaluates assigned staff. Provides or coordinates staff training. Works with employees on performance issues. Implements discipline and termination procedures. Directs and coordinates the work plan for assigned staff. Assigns work activities, projects, and programs. Monitors work flow. Reviews and evaluates work products, methods, and procedures.

Implements directives and policies from the City Manager, continuously monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures. Assesses and monitors the distribution of work, support systems, and internal reporting relationships to ensure the successful completion of programs and projects. Identifies opportunities for improvement. Directs the implementation of change.

Directs the formulation, strategic development, implementation, and evaluation of the City’s communications, marketing, and community relations programs, projects, and activities by selecting, preparing, responding, and distributing publicity releases through available media. Performs other related duties in the distribution of information.

Oversees development of marketing materials, publications, and other outreach materials, including newsletters, general interest materials, banners, website content, and brochures.

Oversees the development and management of the City’s image, including review of materials developed by other departments for public distribution and marketing programs, projects, and issues of importance to the City.

Receives inquiries and provides information to the public regarding a wide variety of topics and successfully communicates with the public, other agencies, and a variety of news media.

Negotiates contracts and agreements when needed.

Represents the City Manager’s Office to other City departments, elected officials, and outside agencies.

Explains and interprets City programs, policies, and activities. Negotiates and resolves significant and controversial issues.

Monitors changes in laws, regulations, and technology that may affect City or departmental operations; Implements policy and procedural changes as required.

Researches, compiles, and analyzes information. Prepares specialized reports and correspondence related to projects and programs, including monthly reports, staff reports, financial spreadsheets, legal 403
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notices, oral presentations, annual reports, implementation plans, news releases, and other correspondence. Makes recommendations on related issues.

Participates in and makes presentations at City Council meetings and to a variety of boards and commissions.

Attends and participates in professional group meetings and committees. Stays abreast of new trends and innovations in the field of public relations programs. Researches emerging products and enhancements and their applicability to City needs.

Manages City’s emergency response and community relations efforts, including ensuring availability of public information materials, conducting workshops, meeting with other agencies, and planning public communication strategies during response efforts.

Assists the City Manager in the design and implementation of the City’s Strategic Plan.

Performs other duties as assigned.

Minimum Qualifications
Knowledge of:

The functions of City governments and of state, county, and municipal relationships.

Principles and current developments in public administration with emphasis on local government.

Administrative principles and practices, including goal setting, program development, implementation, and evaluation, and supervision of staff.

Principles and practices of budget development, administration, and accountability.

Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and the training of staff in work procedures.

Organizational and management practices as applied to the analysis and evaluation of projects, programs, policies, procedures, and operational needs. Principles and practices of municipal government administration.

Practices of researching program issues, evaluating alternatives, making sound recommendations, and preparing and presenting effective staff reports.

Principles, practices, and techniques used in the conduct of an effective public affairs program, including public relations, marketing and advertising, strategic communications, and community relations.

Principles, practices, and procedures related to media relations, reporting, and news writing. 404
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Recent and on-going developments, current literature, and sources of information related to public relations.

Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.

Principles, practices, and techniques of economic development in a public agency setting.

Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility, including California Redevelopment law.

Technical, legal, financial, and public relations problems associated with the management of economic development, environmental sustainability, and public information programs.

Methods and techniques for the development of presentations, contract negotiations, business correspondence, and information distribution. Research and reporting methods, techniques, and procedures.

Principles and practices of contract administration and evaluation.

Research and reporting methods, techniques, and procedures.

Principles and procedures of record keeping, technical report writing, and preparation of correspondence and presentations.

Modern office practices, methods, computer equipment, and computer applications.

English usage, spelling, vocabulary, grammar, and punctuation.

Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational, and regulatory organizations, and with news media, and the public.

Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:

Develop and implement goals, objectives, policies, procedures, work standards, and internal controls for the department and assigned program areas.

Plan, organize, schedule, assign, review, and evaluate the work of staff and contractors.

Provide administrative and professional leadership and direction for the department and the City.

Develop, plan, coordinate, and implement a variety of public information, economic development, and legislative programs and activities suited to the needs of the community and City. 405
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Conduct effective negotiations and effectively represent the City and the department in meetings with governmental agencies, contractors, vendors, and various businesses, professional, regulatory, and legislative organizations.

Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.

Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.

Research, analyze, and evaluate new service delivery methods, procedures, and techniques.

Interpret, apply, explain, and ensure compliance with Federal, State, and local policies, procedures, laws, and regulations.

Respond to inquiries, complaints, and requests for information in a fair, tactful, and timely manner.

Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner.

Organize own work, set priorities, and meet critical time deadlines.

Operate modern office equipment including computer equipment and specialized software applications programs.

Use English effectively to communicate in person, over the telephone, and in writing.

Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.

Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience
Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Equivalent to a bachelor’s degree from an accredited four-year college or university with major coursework in English, communications, marketing, business or public administration, or a related field and five (5) years of responsible experience in local government, journalism, communications, public relations, marketing, economic development or a related field, with experience in a management capacity preferred.

Other Requirements
Required to work evenings and weekends as needed.

Licenses and Certifications
Possession of, or ability to obtain, a valid California Driver’s License by time of appointment.

Physical Demands
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Must possess mobility to work in a standard office setting and use standard office equipment, including a computer. To operate a motor vehicle and to visit various City and meeting sites. Vision to read printed materials and a computer screen, and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information.

Environmental Elements
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing policies and procedures.

FLSA: Exempt
Est. 7/2025
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Deputy City Manager
Definition
Under the direction of the City Manager, general direction, manages, oversees and , provides oversight and managementees, and supports plans, organizes, and implements special projects, public information,of oversees citywide communications, emergency managementenvironmental operationssustainability, city clerk services, and economic development, legislative advocacy and special projects programs for the City. The position of Deputy City Manager assists the City Manager in executing the long-term vision for the City in collaboration with the City Council and department heads, serving as a key advisor to the City Manager regarding matters related to the administration of the City and assisting in the formulation and execution of complex policies and programs to fulfill the goals and objectives of the organization. Ensures that assigned programs meet all applicable laws, regulations, and City policies. Provides professional assistance to the City Manager, City Council, and other management and City staff in areas of expertise. Fosters cooperative working relationships with City departments, public, private, intergovernmental, and regulatory agencies, and the public, and performs other duties as assigned.

Class Characteristics
This is an single-position seniorexecutive management classification responsible for complex coordination of various programs and projects involving a range of City interests and issues, including short and long term planning and policy development and administration. planning, organizing, reviewing, and evaluating programs. Responsibilities include exercising independent judgement and discretion in formulating, coordinating, and managing development and implementation of City policies and procedures.developing and implementing policies and procedures for assigned programs, including budget administration and reporting, contract administration, and program evaluation. Incumbents provide a professional-level resource for organizational, managerial, and operational analyses and studies. Performance of the work requires the use of considerable independence, initiative, and discretion within established policies. The incumbent is responsible for assisting the City Manager in accomplishing City-wide planning, operational goals and objectives.

Typical Job FunctionsEssential Duties
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations where appropriate so that qualified employees can perform the essential functions of the job.

ATTACHMENT E
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Deputy City Manager

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ManagesParticipates in the development and implementation of goals, objectives, policies, and priorities for assigned programs. Recommends and administers policies and procedures.

Serves as the executive sponsor for one or more of the City’s focus areas, and manages the Council Prioritization process and directs the City Work Program, ensuring appropriate attention and coordination to make significant accomplishments toward these priorities.

Strengthens cCity’s expertise and bandwidth in City Manager’s Office functions, cross-agency and interdepartmental collaboration, as well as delivery and alignment of policies and programs that have shared service delivery methods.

Participates inOversees the development and administration of the assigned programCity Manager’s Office, Law Enforcement, and Council budgets, fForecasts additional funds needed. Directs the monitoring of and approves expenditures. Recommends adjustments as necessary.

Manages and directs the development and implementation of the City Work Program and Council Goals.

Oversees special projects related to legislative affairs, commission and committee procedures, the sSister cCities program, and other Council policies as requested.

Implements directives and policies from the City Manager, Ccontinuously monitors and evaluates the efficiency and effectiveness of service delivery methods and procedures. Assesses and monitors the distribution of work, support systems, and internal reporting relationships to ensure the successful completion of programs and projects. Identifies opportunities for improvement. Directs the implementation of change.

Participates inDirects the formulation, strategic development, implementation, and evaluation of the City’s communications, marketing, and community relations programs, projects, and activities by selecting, preparing, responding, and distributing publicity releases through all available media.

Arranges information news releases. Performs other related duties in the distribution of information.

Plans and oOversees development of marketing materials, publications, and other outreach materials, including newsletters, general interest materials, banners, website content, and brochures.

Participates inOversees the development and management of the City’s image, including review of materials developed by other departments for public distribution and marketing programs, projects, and issues of importance to the City.

Manages environmental programs and projects in support of City environmental initiatives.

ATTACHMENT E
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Identifies and obtains project financing for energy improvements and sustainability objectives. Manages related grants and revenue contracts.

Coordinates community and special events and workshops, including developing presentations and handouts and coordinating work with other agencies on joint projects.

Confers with and informs members of the business community (i.e., developers, nonprofits, outside agency officials, and local housing advocates) and the general public regarding City economic development projects, programs, policies, procedures, and standards, including establishing and maintaining effective working relationships.

Provides staff support to the City Council as needed. Prepares correspondence, speeches, proclamations, resolutions, ordinances, and special presentations.

Reviews and provides guidance on the look and content of the City’s website.

Receives inquiries and provides information to the public regarding a wide variety of topics and successfully communicates with the public, other agencies, and a variety of news media.

Coordinates and integrates program services and activities with other agencies and City departments.

Prepares and Ooversees the development of consultant requests for proposals for professional services and the advertising and bid processes. Evaluates proposals and recommends project award. Coordinates with legal counsel to determine City needs and requirements for contractual services. Negotiates contracts and agreements and administers same after award.when needed.

Represents the divisions City Manager’s Office to other City departments, elected officials, and outside agencies. Explains and interprets departmental City programs, policies, and activities. Negotiates and resolves significant and controversial issues.

Monitors changes in laws, regulations, and technology that may affect City or departmental operations;.

Implements policy and procedural changes as required.

Researches, compiles, and analyzes information. Prepares specialized reports and correspondence related to projects and programs, including monthly reports, staff reports, financial spreadsheets, legal notices, oral presentations, annual reports, implementation plans, news releases, and other correspondence. Makes recommendations on related issues.

Participates in and makes presentations at City Council meetings and to a variety of boards and commissions.

Serves as public information officer during Emergency Operations Center activations. Works with City’s emergency response manager on community relations efforts, including ensuring availability of public information materials, conducting workshops, meeting with other agencies, and planning public

ATTACHMENT E
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Deputy City Manager

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communication strategies during response efforts. Maintains and updates the City’s Crisis Communication Plan.

Assists the City Manager in the design and implementation of the City’s Strategic Plan.

Performs other duties as assigned.

Minimum Qualifications
Knowledge of:

The functions of City governments and of state, county, and municipal relationships.

Principles and current developments in public administration with emphasis on local government.

Administrative principles and practices, including goal setting, program development, implementation, and evaluation, and supervision of staff.

Principles and practices of budget development, administration, and accountability.

Principles and practices of employee supervision, including work planning, assignment, review and evaluation, and the training of staff in work procedures.

Practices of researching program issues, evaluating alternatives, making sound recommendations, and preparing and presenting effective staff reports.

Principles, practices, and procedures related to media relations, reporting, and news writing.

Recent and on-going developments, current literature, and sources of information related to public relations.

Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.

Principles, practices, and techniques of economic development in a public agency setting.

Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility, including California Redevelopment law.

Technical, legal, financial, and public relations problems associated with the management of economic development, environmental sustainability, and public information programs.

ATTACHMENT E
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Methods and techniques for the development of presentations, contract negotiations, business correspondence, and information distribution. Research and reporting methods, techniques, and procedures.

Principles and practices of contract administration and evaluation.

Research and reporting methods, techniques, and procedures.

Principles and procedures of record keeping, technical report writing, and preparation of correspondence and presentations.

Modern office practices, methods, computer equipment, and computer applications.

English usage, spelling, vocabulary, grammar, and punctuation.

Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:

Develop and implement goals, objectives, policies, procedures, work standards, and internal controls for the department and assigned program areas.

Plan, organize, schedule, assign, review, and evaluate the work of staff and contractors.

Provide administrative and professional leadership and direction for the department and the City.

Prepare and administer large and complex budgets. Allocate limited resources in a cost effective manner.

Develop, plan, coordinate, and implement a variety of public information, economic development, and environmental sustainability legislative programs and activities suited to the needs of the community and City.

Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.

Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.

Research, analyze, and evaluate new service delivery methods, procedures, and techniques.

Interpret, apply, explain, and ensure compliance with Federal, State, and local policies, procedures, laws, and regulations.

Respond to inquiries, complaints, and requests for information in a fair, tactful, and timely manner.

ATTACHMENT E
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Deputy City Manager

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Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner.

Organize own work, set priorities, and meet critical time deadlines.

Operate modern office equipment including computer equipment and specialized software applications programs.

Use English effectively to communicate in person, over the telephone, and in writing.

Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.

Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Equivalent to graduation a bachelor’s degree from an accredited four-year college or university with major coursework in English, communications, marketing, business or public administration, or a related field and five (5) years of responsible experience in local government, journalism, communications, public relations, marketing, economic development or a related field, with experience in a management capacity preferred.

Other Requirements
Required to work evenings and weekends as needed.

Licenses and Certifications
Possession of, or ability to obtain, a valid California Driver’s License by time of appointment.

Physical Demands
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer. To operate a motor vehicle and to visit various City and meeting sites. Vision to read printed materials and a computer screen, and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information.

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upset staff and/or public and private representatives in interpreting and enforcing policies and procedures.

FLSA: Exempt
Est. 7/20256/2016

ATTACHMENT E
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Attachment F
RESOLUTION NO. 25-XXX

A RESOLUTION OF THE CUPERTINO CITY COUNCIL AMENDING THE OPERATING BUDGET FOR FISCAL YEAR 2025-26 BY APPROPRIATING,

TRANSFERRING, AND UNAPPROPRIATING MONIES FOR SPECIFIED
FUNDS
WHEREAS,the orderly administration of municipal government depends on a sound fiscal policy of maintaining a proper ratio of expenditures within anticipated revenues and available monies; and
WHEREAS, accomplishing City Council directives, projects and programs, and performing staff duties and responsibilities likewise depends on the monies available for that purpose; and
WHEREAS, the City Manager has determined that the balances from the funds specified in this resolution are adequate to cover the proposed amended appropriations, and therefore recommends the fund reallocations described herein.

NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby approve the recommended fund reallocations and ratifies the attached amended appropriations as set forth in Exhibit A.

BE IT FURTHER RESOLVED that this Resolution is not a project under the requirements of the California Environmental Quality Act, together with related State CEQA Guidelines (collectively, “CEQA”) because it has no potential for resulting in physical change in the environment. In the event that this Resolution is found to be a project under CEQA, it is subject to the CEQA exemption contained in CEQA Guidelines section 15061(b)(3) because it can be seen with certainty to have no possibility that the action approved may have a significant effect on the environment.

CEQA applies only to actions which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. In this circumstance, the proposed action to amend the operating budget for Fiscal Year 2022-23 by appropriating, transferring, and unappropriating monies for specified funds would have no or only a de minimis effect on the environment. The foregoing determination is made by the City Council in its independent judgment.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 15th day of July 2025, by the following vote:
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Attachment F
Vote Members of the City Council
AYES:

NOES:

ABSENT:

ABSTAIN:

SIGNED:
________
Liang Chao, Mayor
City of Cupertino
________________________
Date
ATTEST:
________________________
Kirsten Squarcia, City Clerk
________________________
Date
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Attachment F
Exhibit A
Appropriation
Amendment by Fund
Appropriation
Amendment
Revenue
Amendment
Fund Balance
(Use of)
General Fund 291,532 0 (291,532)
Total Appropriation
Amendment All Funds $291,532 $0 $(291,532)
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CITY OF CUPERTINO
Agenda Item
25-14033 Agenda Date: 7/15/2025
Agenda #: 10.

Subject: Approval of lien assessment and collection of fees on private parcels resulting from abatement of public nuisance (weeds and/or brush) for the annual Weed and Brush Abatement Programs

1. Conduct a public hearing to consider objections from any property owners listed on the assessment report; and

2. Adopt Resolution No. 25-067 approving the lien assessment and collection of fees on private parcels for the annual Weed and Brush Abatement Programs.

CITY OF CUPERTINO Page 1 of 1 Printed on 7/10/2025
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1 CITY COUNCIL STAFF REPORT
Meeting: July 15, 2025
Subject
Approval of lien assessment and collection of fees on private parcels resulting from abatement of public nuisance (weeds and/or brush) for the annual Weed and Brush Abatement Programs.

Recommended Action

1. Conduct a public hearing to consider objections from any property owners listed on the assessment report; and

2. Adopt Resolution No. 25-___ approving the lien assessment and collection of fees on private parcels for the annual Weed and Brush Abatement Programs.

Reasons for Recommendation
The lien assessment and collection process includes both the Weed Abatement Program and the Brush Abatement Program. The primary function of these programs is to work with property owners to ensure that brush, dry weeds and dead vegetation are cleared before the start of the fire season. Only properties that have not met the requirements of the two programs are listed in the assessment report. On June 30, 2025 the County filed with the City the report and assessment list of all costs associated with the abatement of weeds, brush, and/or combustible debris (Attachment B - Assessment Report). On July 1, 2025, the City Clerk’s Office mailed notification letters to the property owners identified on the Assessment Report informing them of the hearing date (Attachment D - City Mailed Hearing Notice). If Council adopts the Draft Resolution (Attachment A) approving the lien assessment and collection of fees on private parcels, the County will be able to achieve full cost recovery through an assessment of the property tax bill for each parcel.

Weed Abatement Program
The Weed Abatement Program is conducted in partnership with the Santa Clara County Department of Agriculture. Chapter 9.08 of the Cupertino Municipal Code and requires property owners to remove or destroy hazardous weeds on their property for fire protection. Properties that are not in compliance with the program requirements are required to correct the conditions within a set deadline. If the property owner does not 419
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2 remove the weeds by the deadline, then the County is authorized to do so and to recover the cost of abatement from the property owner.

Weed Abatement Program Process for Initial Inspection Fees Every property in the Weed Abatement Program receives an initial inspection by the County after April 30 to determine if weeds have been properly abated. All parcels in the program are subject to a County administrative fee (initial inspection fee) to cover the County’s cost of servicing the property. The County’s inspection fee for the 2025 season is $105. This hearing will consider approval of a lien assessment and collection of fees on any properties that incurred costs for the County to abate nuisance (Attachment B – Assessment Report). If adopted, the draft resolution approves the lien assessments and allows the County to collect fees on private parcels for the annual Weed and Brush Abatement Programs.

Brush Abatement Program
The Brush Abatement Program is managed by the Santa Clara County Fire Department and is separate from the Weed Abatement Program. Section 16.40.200 of the Cupertino Municipal Code requires property owners in the locally adopted Wildland-Urban Interface Fire Area (WUI) to maintain effective defensible space by removing brush, flammable vegetation and combustible growth as required by the fire code official due to steepness of terrain or other conditions. The County is authorized to remove the brush if the property owner does not do so and to recover the cost of abatement from the property owner.

Process for Weed Abatement Program Outlined
The process consists of nine steps that begin in November and go through August of each year. The steps in the process are outlined below. At this time the process is at Step No. 9.

1. County prepares a report of all properties that have been non-compliant in removing weeds in the last three years and provides that report to the City and the City sets a January hearing date (November-December)

2. County sends a notice to the property owners on the report notifying them of the hearing date and explaining that they must remove or destroy weeds by the abatement deadline of April 30, 2025 or it will be done for them, with cost of the abatement plus administrative costs assessed to their property (December).

3. City sends a courtesy letter to property owners listed on the report, notifying them of the hearing and the abatement deadline (January).

4. City Council holds the hearing to consider objections by property owners and adopts a resolution declaring weeds a public nuisance and ordering abatement (January) (Attachment C – Adopted Resolution Ordering Abatement). 420
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3 5. County sends a courtesy letter to property owners listed on the report, notifying them again of the abatement deadline, and noting that they will work with the property owner to be sure the weeds are removed (January-February).

6. City sends a courtesy letter to property owners listed on the report, reminding them of the abatement deadline (February-March).

7. After April 30, the County inspects the properties to verify that weeds have been removed. If a property fails inspection, the County proceeds with abatement. The County prepares a report of all costs associated with the abatement and provides that report to the City (June-July) (Attachment B - Assessment Report).

8. City notifies the property owners listed on the assessment report, notifying them of the hearing date. (July-August) (Attachment D – City Mailed Hearing Notice)

9. City Council holds a hearing, considers any disputes, and adopts a resolution placing a lien assessment on the properties to allow the County to recover the cost of weed and/or brush abatement (July-August) (Attachment A – Draft Resolution).

Sustainability Impact
No sustainability impact.

Fiscal Impact
There is no fiscal impact. The Santa Clara County Department of Agriculture service expenses are recovered through the Weed Abatement Program administrative fees charged to property owners. All parcels in the Weed Abatement Program are subject to a county administrative fee (initial inspection fee) to cover the County’s cost of servicing the property.

City Work Program (CWP) Item/Description
None.

Council Goal:

Quality of Life.

California Environmental Quality Act
The weed abatement program is exempt from the California Environmental Quality Act pursuant to CEQA Guidelines section 15304 (minor alterations to land) and section 15321 (enforcement actions by regulatory agencies).
_____________________________________
Prepared by: Kirsten Squarcia, City Clerk
Approved for Submission by: Tina Kapoor, Interim City Manager 421
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4 Attachments:

A - Draft Resolution and Exhibit A
B - Assessment Report (Exhibit A)
C – Adopted Resolution Ordering Abatement
D – City Mailed Hearing Notice
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RESOLUTION NO. 25-

A RESOLUTION OF THE CUPERTINO CITY COUNCIL

PROVIDING FOR LIEN ASSESSMENTS AND COLLECTION RESULTING

FROM THE ABATEMENT OF PUBLIC NUISANCES AND POTENTIAL FIRE

HAZARDS (WEEDS AND/OR BRUSH ON PRIVATE PARCELS)
WHEREAS, after due notice a hearing was held at a special meeting of the City Council on January 22, 2025, at which time the City declared the growth of weeds and/or brush upon certain properties as described in City of Cupertino Resolution No. 25-006 to be a public nuisance; and
WHEREAS, from evidence presented, both oral and written, the City Council acquired jurisdiction over and abated said nuisances; and WHEREAS, affected property owners were advised that a hearing would be held at the City Council meeting of July 15, 2025 providing for lien assessments and collection resulting from the abatement of public nuisances (weeds and/or brush on private parcels); and
WHEREAS, said hearing was held by the City Council at the time and place fixed for the receiving and considering of such report and proposed assessment.

NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby confirm that the costs of abating said nuisances shall be as set forth on Exhibit A attached hereto and made a part hereof and said costs shall constitute a lien on the affected property.

BE IT FURTHER RESOLVED that the County Agricultural Commissioner shall cause the amount of the assessments to be entered on the County Assessment Roll opposite the description of the particular property, which assessment so entered on the County rolls shall be collected together with all other taxes thereon upon the property at the same time and in the same manner, as general City taxes are collected and shall be subject to the same penalties and interest, and the procedures and sale in the case of delinquency as provided for City taxes.

PASSED AND ADOPTED at a special meeting of the City Council of the City of Cupertino this 15th day of July, 2025, by the following vote:
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Resolution No. 25-

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Members of the City Council

AYES:

NOES:

ABSENT:

ABSTAIN:

SIGNED:

___________________ ________
Liang Chao, Mayor
City of Cupertino

_________________________
Date
ATTEST:

_________________________________
Kirsten Squarcia, City Clerk

_________________________
Date
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APN Steet Number Street Name Owner Mailing Address Mailing Address CityMailing Address ZipChargesTotal 316-26-065 10213 MINER CHIANG ALEX H AND ANNE 10213 MINER PL CUPERTINO 95014-2201 $105.00 326-28-095 21001 HAZELBROOK JAGANATHAN, RAMESH AND NAGARAJAN , KANAGALAKSHMI TRUST21001 HAZELBROOK DR CUPERTINO 95014-1628 $105.00 326-30-042 10301 BEARDON CHEN, WENHAU HORUS TRUSTEE & ET AL 20711 FARGO DR CUPERTINO 95014-1903 $651.00 326-30-048 20847 GARDEN GATE PADMANABAN, GOVINDARAJ A TRUSTEE 20847 GARDEN GATE DR CUPERTINO 95014-1807 $105.00 326-30-106 10467 GLENCOE WEI , LI 10467 GLENCOE DR CUPERTINO 95014-1875 $105.00 326-30-139 10450 GLENCOE WOODWARD, DOUGLAS C TRUSTEE 10450 GLENCOE DR CUPERTINO 95014-1816 $756.00 342-17-067 22645 SAN JUAN MULLEN, EVA JO TRUSTEE 22645 SAN JUAN ROAD CUPERTINO 95015-0835 $105.00 342-17-095 10611 SANTA LUCIA HUNTS, SUSAN E ET AL 10611 SANTA LUCIA RD CUPERTINO 95014-3937 $105.00 342-21-004 EL CERRITO ITEM, WERNER TRUSTEE & ET AL 22670 SAN JUAN RD CUPERTINO 95014-3933 $702.00 342-45-001 VOSS CHAMBERLAIN, JACK T TRUSTEE 655 SKYWAY UNIT 230 SAN CARLOS 94070 $105.00 342-50-015 23025 VOSS SAMPATH, NANDAKUMAR AND GOWRISHANKAR , GAYATRI 23025 VOSS AVE CUPERTINO 95014-2661 $105.00 356-23-040 21542 REGNART LI, XUESONG AND TU , YITSEN 21542 REGNART RD CUPERTINO 95014-4819 $105.00 356-27-007 22028 LINDY THOMAS, TONY G AND MATHEW , ANIJA TRUSTEE 22028 LINDY LN CUPERTINO 95014-4811 $210.00 356-27-020 22090 LINDY THE 2009 AGRAWAL FAMILY TRUST 1074 NOVEMBER DRIVE CUPERTINO 95014 $105.00 356-27-025 22032 LINDY DE, KALPAJIT AND MAJUMDER , PARAMA TRUSTEE 22032 LINDY LN CUPERTINO 95014-4811 $105.00 357-01-051 22400 JANICE HSU HUI-CHI AND LAI HSIU-CHEN ET AL 22400 JANICE AVE CUPERTINO 95014 $210.00 357-01-091 10164 FOOTHILL MCKERNAN, DANIEL S AND THOMPSON , JOAN C 10164 S FOOTHILL BLVD CUPERTINO 95014-2602 $105.00 357-02-001 10209 CARMEN HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO 95014-2707 $651.00 357-02-024 10290 MIRA VISTA YEN JOSEPH JENKUN AND LI TIFFANY S 10290 MIRA VISTA RD CUPERTINO 95014-2705 $105.00 357-04-032 22284 PALM WATANABE, RYOJI AND LI , LILY C TRUSTEE 22284 PALM AVE CUPERTINO 95014-2709 $105.00 357-08-052 10234 SCENIC SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO 95014 $807.00 357-08-053 10234 SCENIC SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO 95014 $807.00 357-08-054 10234 SCENIC SCENIC DISTRICT LLC 10234 SCENIC BL CUPERTINO 95014 $807.00 359-07-006 20950 STEVENS CREEK BARTELS PROPERTIES ET AL 865 COTTON ST MENLO PARK 94025-5610 $105.00 359-13-136 10476 STELLING WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO 95014-1809 $105.00 359-13-137 10468 STELLING WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO 95014-1809 $105.00 359-19-043 7540 MCCLELLAN TIWAIR FAMILY REVOCABLE TRUST 10976 LINDA VISTA DRIVE CUPERTINO 95014-4771 $105.00 359-20-030 20860 MCCLELLAN ALPHAMCCLELLAN LLC 97 BOSTON AVE SAN JOSE 95128-1911 $210.00 362-02-048 CRANBERRY UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $4,263.56 362-04-058 CRANBERRY UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $4,022.90 362-09-026 RAINBOW UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $3,965.60 362-15-012 7898 FIESTA KRIMSON COAST HOLDINGS LLC 1509 LAURELWOOD CROSSING TER SAN JOSE 95138-0000 $210.00 362-16-037 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $3,650.45 362-19-033 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $3,547.31 362-31-030 CLEO ALMASI, AZITA TRUSTEE & ET AL 965 LAUREL GLEN DR PALO ALTO 94304-1323 $807.00 366-09-028 STELLING UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $1,248.00 366-09-053 STAUFFER UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $6,446.69 366-11-109 1258 STELLING VASAVAKUL, THAVEESINN AND THITIPORN 1258 S STELLING RD CUPERTINO 95014-5257 $105.00 2025 Weed Abatement Program
City of Cupertino
Assessment Report

EXHIBIT A
425
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425 of 548
366-38-005 21670 RAINBOW CHELLADURAI, JAYAKUMAR AND BALAKRISHNAN , BARATHI TRUSTE21670 RAINBOW CT CUPERTINO 95014-4829 $210.00 366-40-004 22365 REGNART KOLLIPARA, RAVINDRANATH AND SUMATHI 22365 REGNART RD CUPERTINO 95014-4824 $105.00 366-46-005 22033 REGNART BIGLER, ROBERT A AND PUNITA P TRUSTEE 11230 BUBB RD CUPERTINO 95014-4979 $105.00 366-46-006 22045 REGNART BIGLER, ROBERT A AND PUNITA P TRUSTEE 11230 BUBB RD CUPERTINO 95014-4979 $105.00 369-04-017 19990 HALL LAMBIE, RICHARD H TRUSTEE 367 S BAYWOOD AVE SAN JOSE 95128 $201.00 369-24-025 898 BRENT KUOK, CHUN FREDERICK 898 BRENT DR CUPERTINO 95014-4553 $105.00 369-27-028 885 BETLIN LEE, TSUNG-EN TRUSTEE & ET AL 701 SENECA ST PALO ALTO 94301 $105.00 369-33-001 10539 BLANEY CHANG, MINGO M AND YOUNG , JEAN 10539 S BLANEY AVE CUPERTINO 95014-4542 $105.00 369-37-028 10710 DE ANZA APRICOT VILLAGE LLC 991 W HEDDING ST SAN JOSE 95126-1257 $807.00 375-05-029 19361 PHIL LI, YIMIN AND HUANG , YUANYUAN 19361 PHIL LN CUPERTINO 95014-3429 $105.00 375-07-007 10067 TANTAU WU, HUNGJEN HENRY 10067 S TANTAU AVE CUPERTINO 95014-3541 $210.00 375-07-022 19160 COZETTE HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO 95014-2707 $651.00 375-07-042 10080 TANTAU MAHAJAN, HAMENT AND MANJU 10080 S TANTAU AVE CUPERTINO 95014-3542 $105.00 375-07-056 10177 JUDY YANG, YI-NING 10177 JUDY AVE CUPERTINO 95014-3522 $105.00 375-08-002 19148 LOREE LO, SHIHCHE AND WANG , PEICHEN 19148 LOREE AVE CUPERTINO 95014-3539 $105.00 375-11-047 10024 BRET 10024 BRET LLC 1028 POLK AVE SUNNYVALE 94086-7440 $105.00 375-12-002 10200 STERN MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE 94089-2032 $2,546.42 375-13-003 18904 ARATA WU, BENJAMIN HONG AND DOROTHY 20988 FAIRWOODS CT CUPERTINO 95014-4200 $105.00 375-14-011 10365 MORETTI LOK, JAMES S AND JANE F TRUSTEE 3926 KINGRIDGE DR SAN MATEO 94403 $105.00 375-15-005 10360 MORETTI BHARDWAJ, AMIT AND MANGAL , ANJALI 10360 MORETTI DR CUPERTINO 95014-3639 $105.00 375-16-042 10464 MORETTI PENTA-LOURDUSAMY, LEEMA J 375 MINUTE ARMS RD UNION 07083-9125 $105.00 375-17-048 18731 BARNHART XIE, DEPING AND SUN , HUAMIN 18731 BARNHART AVE CUPERTINO 95014-3803 $105.00 375-17-051 18755 BARNHART JOHNSON, ALLEN R 1220 TASMAN DR SPC 513 SUNNYVALE 94089 $105.00 375-18-039 10361 JOHNSON MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE 94089-2032 $1,874.93 375-23-032 10542 STERLING HSU ALLEN K AND CINDY S TRUSTEE 10229 SCENIC BLVD CUPERTINO 95014-2724 $651.00 375-23-041 10460 STERLING ZHANG, AILI 10460 STERLING BLVD CUPERTINO 95014-3832 $105.00 375-24-017 10308 STERLING HAO, STEVE MIN AND SUN , QING PING TRUSTEE 6962 BOLLINGER RD SAN JOSE 95129-2847 $105.00 375-25-023 18621 RUNO WANG, HENG-YUAN AND LEE , SHUCHUAN TRUSTEE 18621 RUNO CT CUPERTINO 95014-3865 $105.00 375-27-001 18730 BARNHART VASILIEV, OLGA 18730 BARNHART AVE CUPERTINO 95014-3804 $105.00 375-27-025 18781 TUGGLE CAMPBELL, MICHAEL D P O BOX 5345 SAN JOSE 95150-5345 $105.00 375-27-041 18760 BARNHART HALL, MARTHA S 18760 BARNHART AVE CUPERTINO 95014-3804 $105.00 375-31-039 10740 MINETTE CHEN, HUNG JUNG AND LI , MEI YI 10740 MINETTE DR CUPERTINO 95014-3615 $105.00 375-32-010 10728 CARVER MYOUNG, SOUNG HO AND LEE , EUN HEE 10728 CARVER DR CUPERTINO 95014-3609 $105.00 375-32-020 10630 CARVER MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE 94089-2032 $1,949.42 375-32-021 10616 CARVER YETTAW, JACKIE A AND JERRI L 10616 CARVER DR CUPERTINO 95014-3607 $105.00 375-32-024 18870 TUGGLE DELA CRUZ, SHERWIN PETER L 18870 TUGGLE AVE CUPERTINO 95014-3626 $210.00 375-33-044 18880 PENDERGAST HONG, GEORGE AND TSE , CINDY 18880 PENDERGAST AVE CUPERTINO 95014-3621 $210.00 375-34-013 10657 MORENGO ORTIZ, ROSA F ET AL 10657 MORENGO DR CUPERTINO 95014-3513 $201.00 375-34-058 10670 MORENGO CHANG, SSU-CHIA TRUSTEE & ET AL 10670 MORENGO DR CUPERTINO 95014-3514 $210.00 375-35-001 18830 HUNTER THOMPSON, LARRY L AND SHIRLEY A 40133 CANYON HEIGHTS DR FREMONT 94539-3008 $105.00 375-36-008 10650 JOHANSEN JUDOPRASETIJO, AGOES H AND JUMAINI TRUSTEE 13953 SHADOW OAKS WAY SARATOGA 95070-5541 $105.00 375-36-027 10627 CULBERTSON MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE 94089-2032 $2,517.77

EXHIBIT A
426
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426 of 548
375-37-001 19141 MEIGGS XU, HU AND WU , LINA 1301 LASSEN AVE MILPITAS 95035-6406 $105.00 375-37-002 10720 TANTAU QIN, ZUDIAN AND SUN , HAIXIA 10720 S TANTAU AVE CUPERTINO 95014-0000 $105.00 375-37-020 10524 TANTAU LIU, XIONG AND GUO , YAQIONG 10524 S TANTAU AVE CUPERTINO 95014-0000 $105.00 375-37-053 10593 JOHANSEN BURTZLAFF, JAMES L PO BOX 464 CUPERTINO 95015-0464 $105.00 375-37-056 10611 JOHANSEN SHINOHARA, YOSHIKAZU AND TOMOKO 10611 JOHANSEN DR CUPERTINO 95014-3508 $105.00 375-38-044 891 TANTAU HUANG, ZERY-KUEN AND YU-MEI KAO TRUSTEE 891 S TANTAU AVE CUPERTINO 95014-4648 $105.00 375-38-051 947 TANTAU LIANG, SIDNEY 947 S TANTAU AVE CUPERTINO 95014-4601 $105.00 375-42-016 604 MILLER JAN, SEAWAY AND HUNG , CHIA YING TRUSTEE 604 MILLER AVE CUPERTINO 95014-4640 $105.00 375-42-017 605 PHIL KEDILAYA, SHASHI AND SUBRAMANYA , SUMANA 605 PHIL CT CUPERTINO 95014-4654 $105.00 TOTAL $52,302.05
427
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427 of 548
APN Steet Number Street Name Owner Mailing Address Mailing Address CityMailing Address ZipChargesTotal 316-26-065 10213 MINER CHIANG ALEX H AND ANNE 10213 MINER PL CUPERTINO 95014-2201 $105.00 326-28-095 21001 HAZELBROOK JAGANATHAN, RAMESH AND NAGARAJAN , KANAGALAKSHMI TRUST21001 HAZELBROOK DR CUPERTINO 95014-1628 $105.00 326-30-042 10301 BEARDON CHEN, WENHAU HORUS TRUSTEE & ET AL 20711 FARGO DR CUPERTINO 95014-1903 $651.00 326-30-048 20847 GARDEN GATE PADMANABAN, GOVINDARAJ A TRUSTEE 20847 GARDEN GATE DR CUPERTINO 95014-1807 $105.00 326-30-106 10467 GLENCOE WEI , LI 10467 GLENCOE DR CUPERTINO 95014-1875 $105.00 326-30-139 10450 GLENCOE WOODWARD, DOUGLAS C TRUSTEE 10450 GLENCOE DR CUPERTINO 95014-1816 $756.00 342-17-067 22645 SAN JUAN MULLEN, EVA JO TRUSTEE 22645 SAN JUAN ROAD CUPERTINO 95015-0835 $105.00 342-17-095 10611 SANTA LUCIA HUNTS, SUSAN E ET AL 10611 SANTA LUCIA RD CUPERTINO 95014-3937 $105.00 342-21-004 EL CERRITO ITEM, WERNER TRUSTEE & ET AL 22670 SAN JUAN RD CUPERTINO 95014-3933 $702.00 342-45-001 VOSS CHAMBERLAIN, JACK T TRUSTEE 655 SKYWAY UNIT 230 SAN CARLOS 94070 $105.00 342-50-015 23025 VOSS SAMPATH, NANDAKUMAR AND GOWRISHANKAR , GAYATRI 23025 VOSS AVE CUPERTINO 95014-2661 $105.00 356-23-040 21542 REGNART LI, XUESONG AND TU , YITSEN 21542 REGNART RD CUPERTINO 95014-4819 $105.00 356-27-007 22028 LINDY THOMAS, TONY G AND MATHEW , ANIJA TRUSTEE 22028 LINDY LN CUPERTINO 95014-4811 $210.00 356-27-020 22090 LINDY THE 2009 AGRAWAL FAMILY TRUST 1074 NOVEMBER DRIVE CUPERTINO 95014 $105.00 356-27-025 22032 LINDY DE, KALPAJIT AND MAJUMDER , PARAMA TRUSTEE 22032 LINDY LN CUPERTINO 95014-4811 $105.00 357-01-051 22400 JANICE HSU HUI-CHI AND LAI HSIU-CHEN ET AL 22400 JANICE AVE CUPERTINO 95014 $210.00 357-01-091 10164 FOOTHILL MCKERNAN, DANIEL S AND THOMPSON , JOAN C 10164 S FOOTHILL BLVD CUPERTINO 95014-2602 $105.00 357-02-001 10209 CARMEN HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO 95014-2707 $651.00 357-02-024 10290 MIRA VISTA YEN JOSEPH JENKUN AND LI TIFFANY S 10290 MIRA VISTA RD CUPERTINO 95014-2705 $105.00 357-04-032 22284 PALM WATANABE, RYOJI AND LI , LILY C TRUSTEE 22284 PALM AVE CUPERTINO 95014-2709 $105.00 357-08-052 10234 SCENIC SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO 95014 $807.00 357-08-053 10234 SCENIC SCENIC DISTRICT LLC 20846 DUNBAR AVE CUPERTINO 95014 $807.00 357-08-054 10234 SCENIC SCENIC DISTRICT LLC 10234 SCENIC BL CUPERTINO 95014 $807.00 359-07-006 20950 STEVENS CREEK BARTELS PROPERTIES ET AL 865 COTTON ST MENLO PARK 94025-5610 $105.00 359-13-136 10476 STELLING WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO 95014-1809 $105.00 359-13-137 10468 STELLING WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO 95014-1809 $105.00 359-19-043 7540 MCCLELLAN TIWAIR FAMILY REVOCABLE TRUST 10976 LINDA VISTA DRIVE CUPERTINO 95014-4771 $105.00 359-20-030 20860 MCCLELLAN ALPHAMCCLELLAN LLC 97 BOSTON AVE SAN JOSE 95128-1911 $210.00 362-02-048 CRANBERRY UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $4,263.56 362-04-058 CRANBERRY UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $4,022.90 362-09-026 RAINBOW UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $3,965.60 362-15-012 7898 FIESTA KRIMSON COAST HOLDINGS LLC 1509 LAURELWOOD CROSSING TER SAN JOSE 95138-0000 $210.00 362-16-037 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $3,650.45 362-19-033 UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $3,547.31 362-31-030 CLEO ALMASI, AZITA TRUSTEE & ET AL 965 LAUREL GLEN DR PALO ALTO 94304-1323 $807.00 366-09-028 STELLING UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $1,248.00 366-09-053 STAUFFER UNION PACIFIC RAILROAD 1400 DOUGLAS ST. STOP 1690 OMAHA 68179 $6,446.69 366-11-109 1258 STELLING VASAVAKUL, THAVEESINN AND THITIPORN 1258 S STELLING RD CUPERTINO 95014-5257 $105.00 2025 Weed Abatement Program
City of Cupertino
Assessment Report

EXHIBIT A
428
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428 of 548
366-38-005 21670 RAINBOW CHELLADURAI, JAYAKUMAR AND BALAKRISHNAN , BARATHI TRUSTE21670 RAINBOW CT CUPERTINO 95014-4829 $210.00 366-40-004 22365 REGNART KOLLIPARA, RAVINDRANATH AND SUMATHI 22365 REGNART RD CUPERTINO 95014-4824 $105.00 366-46-005 22033 REGNART BIGLER, ROBERT A AND PUNITA P TRUSTEE 11230 BUBB RD CUPERTINO 95014-4979 $105.00 366-46-006 22045 REGNART BIGLER, ROBERT A AND PUNITA P TRUSTEE 11230 BUBB RD CUPERTINO 95014-4979 $105.00 369-04-017 19990 HALL LAMBIE, RICHARD H TRUSTEE 367 S BAYWOOD AVE SAN JOSE 95128 $201.00 369-24-025 898 BRENT KUOK, CHUN FREDERICK 898 BRENT DR CUPERTINO 95014-4553 $105.00 369-27-028 885 BETLIN LEE, TSUNG-EN TRUSTEE & ET AL 701 SENECA ST PALO ALTO 94301 $105.00 369-33-001 10539 BLANEY CHANG, MINGO M AND YOUNG , JEAN 10539 S BLANEY AVE CUPERTINO 95014-4542 $105.00 369-37-028 10710 DE ANZA APRICOT VILLAGE LLC 991 W HEDDING ST SAN JOSE 95126-1257 $807.00 375-05-029 19361 PHIL LI, YIMIN AND HUANG , YUANYUAN 19361 PHIL LN CUPERTINO 95014-3429 $105.00 375-07-007 10067 TANTAU WU, HUNGJEN HENRY 10067 S TANTAU AVE CUPERTINO 95014-3541 $210.00 375-07-022 19160 COZETTE HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO 95014-2707 $651.00 375-07-042 10080 TANTAU MAHAJAN, HAMENT AND MANJU 10080 S TANTAU AVE CUPERTINO 95014-3542 $105.00 375-07-056 10177 JUDY YANG, YI-NING 10177 JUDY AVE CUPERTINO 95014-3522 $105.00 375-08-002 19148 LOREE LO, SHIHCHE AND WANG , PEICHEN 19148 LOREE AVE CUPERTINO 95014-3539 $105.00 375-11-047 10024 BRET 10024 BRET LLC 1028 POLK AVE SUNNYVALE 94086-7440 $105.00 375-12-002 10200 STERN MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE 94089-2032 $2,546.42 375-13-003 18904 ARATA WU, BENJAMIN HONG AND DOROTHY 20988 FAIRWOODS CT CUPERTINO 95014-4200 $105.00 375-14-011 10365 MORETTI LOK, JAMES S AND JANE F TRUSTEE 3926 KINGRIDGE DR SAN MATEO 94403 $105.00 375-15-005 10360 MORETTI BHARDWAJ, AMIT AND MANGAL , ANJALI 10360 MORETTI DR CUPERTINO 95014-3639 $105.00 375-16-042 10464 MORETTI PENTA-LOURDUSAMY, LEEMA J 375 MINUTE ARMS RD UNION 07083-9125 $105.00 375-17-048 18731 BARNHART XIE, DEPING AND SUN , HUAMIN 18731 BARNHART AVE CUPERTINO 95014-3803 $105.00 375-17-051 18755 BARNHART JOHNSON, ALLEN R 1220 TASMAN DR SPC 513 SUNNYVALE 94089 $105.00 375-18-039 10361 JOHNSON MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE 94089-2032 $1,874.93 375-23-032 10542 STERLING HSU ALLEN K AND CINDY S TRUSTEE 10229 SCENIC BLVD CUPERTINO 95014-2724 $651.00 375-23-041 10460 STERLING ZHANG, AILI 10460 STERLING BLVD CUPERTINO 95014-3832 $105.00 375-24-017 10308 STERLING HAO, STEVE MIN AND SUN , QING PING TRUSTEE 6962 BOLLINGER RD SAN JOSE 95129-2847 $105.00 375-25-023 18621 RUNO WANG, HENG-YUAN AND LEE , SHUCHUAN TRUSTEE 18621 RUNO CT CUPERTINO 95014-3865 $105.00 375-27-001 18730 BARNHART VASILIEV, OLGA 18730 BARNHART AVE CUPERTINO 95014-3804 $105.00 375-27-025 18781 TUGGLE CAMPBELL, MICHAEL D P O BOX 5345 SAN JOSE 95150-5345 $105.00 375-27-041 18760 BARNHART HALL, MARTHA S 18760 BARNHART AVE CUPERTINO 95014-3804 $105.00 375-31-039 10740 MINETTE CHEN, HUNG JUNG AND LI , MEI YI 10740 MINETTE DR CUPERTINO 95014-3615 $105.00 375-32-010 10728 CARVER MYOUNG, SOUNG HO AND LEE , EUN HEE 10728 CARVER DR CUPERTINO 95014-3609 $105.00 375-32-020 10630 CARVER MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE 94089-2032 $1,949.42 375-32-021 10616 CARVER YETTAW, JACKIE A AND JERRI L 10616 CARVER DR CUPERTINO 95014-3607 $105.00 375-32-024 18870 TUGGLE DELA CRUZ, SHERWIN PETER L 18870 TUGGLE AVE CUPERTINO 95014-3626 $210.00 375-33-044 18880 PENDERGAST HONG, GEORGE AND TSE , CINDY 18880 PENDERGAST AVE CUPERTINO 95014-3621 $210.00 375-34-013 10657 MORENGO ORTIZ, ROSA F ET AL 10657 MORENGO DR CUPERTINO 95014-3513 $201.00 375-34-058 10670 MORENGO CHANG, SSU-CHIA TRUSTEE & ET AL 10670 MORENGO DR CUPERTINO 95014-3514 $210.00 375-35-001 18830 HUNTER THOMPSON, LARRY L AND SHIRLEY A 40133 CANYON HEIGHTS DR FREMONT 94539-3008 $105.00 375-36-008 10650 JOHANSEN JUDOPRASETIJO, AGOES H AND JUMAINI TRUSTEE 13953 SHADOW OAKS WAY SARATOGA 95070-5541 $105.00 375-36-027 10627 CULBERTSON MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE 94089-2032 $2,517.77

EXHIBIT A
429
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429 of 548
375-37-001 19141 MEIGGS XU, HU AND WU , LINA 1301 LASSEN AVE MILPITAS 95035-6406 $105.00 375-37-002 10720 TANTAU QIN, ZUDIAN AND SUN , HAIXIA 10720 S TANTAU AVE CUPERTINO 95014-0000 $105.00 375-37-020 10524 TANTAU LIU, XIONG AND GUO , YAQIONG 10524 S TANTAU AVE CUPERTINO 95014-0000 $105.00 375-37-053 10593 JOHANSEN BURTZLAFF, JAMES L PO BOX 464 CUPERTINO 95015-0464 $105.00 375-37-056 10611 JOHANSEN SHINOHARA, YOSHIKAZU AND TOMOKO 10611 JOHANSEN DR CUPERTINO 95014-3508 $105.00 375-38-044 891 TANTAU HUANG, ZERY-KUEN AND YU-MEI KAO TRUSTEE 891 S TANTAU AVE CUPERTINO 95014-4648 $105.00 375-38-051 947 TANTAU LIANG, SIDNEY 947 S TANTAU AVE CUPERTINO 95014-4601 $105.00 375-42-016 604 MILLER JAN, SEAWAY AND HUNG , CHIA YING TRUSTEE 604 MILLER AVE CUPERTINO 95014-4640 $105.00 375-42-017 605 PHIL KEDILAYA, SHASHI AND SUBRAMANYA , SUMANA 605 PHIL CT CUPERTINO 95014-4654 $105.00 TOTAL $52,302.05
430
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430 of 548
RESOLUTION NO. 25-006

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO

ORDERING ABATEMENT OF PUBLIC NUISANCE PURSUANT TO
PROVISIONS OF CUPERTINO MUNICIPAL CODE CHAPTER 9.08 AND RESOLUTION NO. 24-111
WHEREAS, the City Council has declared that the growth of weeds, the accumulation of garden refuse, cuttings and other combustible trash upon the private properties as described in Resolution No. 24-111 adopted December 3, 2024, to be a potential public nuisance ( see Weed Abatement Program Commencement Report as Exhibit A); and
WHEREAS, after due notice, a public hearing/ meeting thereon was held at the special meeting of the City Council on January 22, 2025 to allow the impacted property owners to contest the matter; and
WHEREAS, from the evidence presented, both oral and written, at the public hearing/ meeting of January 22, 2025, it is in the best interests of the City to acquire jurisdiction over the existing nuisances which have not been abated, and for the City to abate said nuisance in accordance with the law.

NOW, THEREFORE, BE IT RESOLVED:

1. That the Agricultural Commissioner of Santa Clara County is hereby ordered to abate such nuisance or cause the same to be abated by having the weeds destroyed or removed by cutting, discing, chemical spraying or any other method determined by them; that all debris, whether in piles or scattered, be hauled away;

2. That the Agricultural Commissioner and their deputies, assistants, employees, contracting agents or other representatives shall have express authorization to enter upon private properties for the purpose of causing the public nuisance to be abated, in accordance with all applicable legal requirements; and

3. That any affected property owners shall have the right to destroy or remove such weeds or debris themselves or have the same destroyed or removed at their own expense provided that such destruction or removal shall have been completed prior to the arrival of the Agricultural Commissioner or their 431
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Resolution No. 25-006

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authorized representative to destroy or remove them by the Parcel Abatement Deadline of April 30, 2025.

BE IT FURTHER RESOLVED:

1. That the Agricultural Commissioner shall keep account of abating said nuisance and embody such account in a report and assessment list to the City Council, which shall be filed with the City Clerk.

2. Said reports of costs, hearing and collection procedures involved shall be provided as stated in Chapter 9.08.

PASSED AND ADOPTED at a special meeting of the City Council of the City of Cupertino on the 22nd day of January 2025, by the following vote:

Vote Members of the City Council
AYES: Chao, Moore, Fruen, Mohan
NOES: None
ABSENT: Wang
ABSTAIN: None
SIGNED:

Liang Chao, Mayor
City of Cupertino
Date
ATTEST:

Kirsten Squarcia, City Clerk Date
1/23/2025
1/23/2025
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CITY OF CUPERTINO
Exhibit A
0651 22010213MINERPL316- 26- CHIANG ALEX H AND ANNE 10213 MINER PL CUPERTINO CA 95014- 0952 162821001HAZELBROOKDR326- 28- JAGANATHAN, RAMESH AND 21001 HAZELBROOK DR CUPERTINO CA 95014- 0423 190310301BEARDONDR326- 30- CHEN, WENHAU HORUS TRUSTEE & 20711 FARGO DR CUPERTINO CA 95014- 0484 180720847GARDEN GATE DR 326-30- PADMANABAN, GOVINDARAJ A 20847 GARDEN GATE DR CUPERTINO CA 95014- 1065 511810467GLENCOEDR326- 30- ZHAI, JLANJUN AND WEI , LI 11566 FALLCREEK SPRING CT CUPERTINO CA 95014- 1396 181610450GLENCOEDR326- 30- WOODWARD, DOUGLAS C TRUSTEE 10450 GLENCOE DR CUPERTINO CA 95014- 0677 083522645SAN JUAN RD 342-17- MULLEN, EVA JO TRUSTEE PO BOX 835 CUPERTINO CA 95015- 0958 393710611SANTA LUCIA RD 342-17- HUNTS, SUSAN E ET AL 10611 SANTA LUCIA RD CUPERTINO CA 95014- 0049 3933EL CERRITO RD 342-21- ITEM, WERNER TRUSTEE & ET AL 22670 SAN JUAN RD CUPERTINO CA 95014- 00110 LAND ONLY) 342-45- CHAMBERLAIN, JACK T TRUSTEE 655 SKYWAY UNIT 230 SAN CARLOS CA 94070( 01511 266123025VOSSAVE342- 50- SAMPATH, NANDAKUMAR AND 23025 VOSS AVE CUPERTINO CA 95014- 01912 94070VOSSAVE342- 50- CHAMBERLAIN, JACK T TRUSTEE 655 SKYWAY 230 SAN CARLOS CA 00113 9410822540STEVENSBL342- 66- ALAN ENTERPRISE LLC 1177 CALIFORNIA ST UNIT SAN FRANCISCO CA 00214 9410822536STEVENSBL342- 66- ALAN ENTERPRISE LLC 1177 CALIFORNIA ST UNIT SAN FRANCISCO CA 00315 9410822532STEVENSBL342- 66- ALAN ENTERPRISE LLC 1177 CALIFORNIA ST UNIT SAN FRANCISCO CA 00416 9410822528STEVENSBL342- 66- ALAN ENTERPRISE LLC 1177 CALIFORNIA ST UNIT SAN FRANCISCO CA 00517 9410822524STEVENSBL342- 66- ALAN ENTERPRISE LLC 1177 CALIFORNIA ST UNIT SAN FRANCISCO CA 04018 481921542REGNARTRD356- 23- LI, XUESONG AND TU , YITSEN 21542 REGNART RD CUPERTINO CA 95014- 00719 48122028LINDYLN356- 27- THOMAS, TONY G AND MATHEW , 22028 LINDY LN CUPERTINO CA 95014- 02020 9770222090LINDYLN356- 27- HANGGI, EVELYN B TRUSTEE 61145 WARD RD BEND OR 02521 481122032LINDYLN356- 27- DE, KALPAJIT AND MAJUMDER , 22032 LINDY LN CUPERTINO CA 95014- 05122 950142400JANICEAV357- 01- HSU HUI-CHI AND LAI HSIU-CHEN ET 22400 JANICE AVE CUPERTINO CA 09123 260210164FOOTHILLSBLV357- 01- MCKERNAN, DANIEL S AND 10164 S FOOTHILL BLVD CUPERTINO CA 95014- 00124 270710209CARMENRD357- 02- HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO CA 95014- Program24 records of 104 1Santa Clara County Weed Abatement Page 433
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CITY OF CUPERTINO Exhibit A
02425 270510290MIRA VISTA RD 357-02- YEN JOSEPH JENKUN AND LI 10290 MIRA VISTA RD CUPERTINO CA 95014- 03226 270922284PALMAVE357- 04- WATANABE, RYOJI AND LI , LILY C 22284 PALM AVE CUPERTINO CA 95014- 05227 9507010234SCENICBLV357- 08- XIE, WEI ET AL 18255 CLEMSON AVE SARATOGA CA 05328 9507010234SCENICBLV357- 08- XIE, WEI ET AL 18255 CLEMSON AVE SARATOGA CA 05429 9507010234SCENICBLV357- 08- XIE, WEI ET AL 18255 CLEMSON AVE SARATOGA CA 00630 56102950STEVENSBL359- 07- BARTELS PROPERTIES ET AL 865 COTTON ST MENLO PARK CA 94025- 13631 180910476STELLINGSRD359- 13- WU, YUN JUNG AND CHIN- YUN 20985 GARDEN GATE DR CUPERTINO CA 95014- 13732 180910468STELLINGSRD359- 13- WU, YUN JUNG AND CHIN-YUN 20985 GARDEN GATE DR CUPERTINO CA 95014- 04333 29437540MCCLELLANRD359- 19- TIWARI, ANOOP KUMAR TRUSTEE & 7540 MCCLELLAN RD CUPERTINO CA 95014- 03034 191120860MCCLELLANRD359- 20- ALPHAMCCLELLAN LLC 97 BOSTON AVE SAN JOSE CA 95128- 04835 95747CRANBERRYDR362- 02- UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 05836 95747CRANBERRYDR362- 04- UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 02637 95747RAINBOWDR362- 09- UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 01238 00007898FIESTALN362- 15- KRIMSON COAST HOLDINGS LLC 1509 LAURELWOOD SAN JOSE CA 95138- 037395747362- 16- UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 0334095747362- 19- UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 03041323362- 31- ALMASI, AZITA TRUSTEE & ET AL 965 LAUREL GLEN DR PALO ALTO CA 94304- 02842 95747STELLINGSRD366- 09- UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 05343 95747STAUFFERLN366- 09- UNION PACIFIC CORP 10031 FOOTHILLS BLVD ROSEVILLE CA 10944 52571258STELLINGSRD366- 11- VASAVAKUL, THAVEESINN AND 1258 S STELLING RD CUPERTINO CA 95014- 00545 482921670RAINBOWCT366- 38- CHELLADURAI, JAYAKUMAR AND 21670 RAINBOW CT CUPERTINO CA 95014- 00446 482422365REGNARTRD366- 40- KOLLIPARA, RAVINDRANATH AND 22365 REGNART RD CUPERTINO CA 95014- 00547 497922033REGNARTRD366- 46- BIGLER, ROBERT A AND PUNITA P 11230 BUBB RD CUPERTINO CA 95014- 00648 497922045REGNARTRD366- 46- BIGLER, ROBERT A AND PUNITA P 11230 BUBB RD CUPERTINO CA 95014- Program48 records of 104 2Santa Clara County Weed Abatement Page 434
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CITY OF CUPERTINO Exhibit A
01749 9512819990HALLSCT369- 04- LAMBIE, RICHARD H TRUSTEE 367 S BAYWOOD AVE SAN JOSE CA 02450 45626611JOHNDR369- 24- HU, PING AND WEI 6611 JOHN DR CUPERTINO CA 95014- 02551 4553898BRENTDR369- 24- KUOK, CHUN FREDERICK 898 BRENT DR CUPERTINO CA 95014- 02852 94301885BETLINAVE369- 27- LEE, TSUNG-EN TRUSTEE & ET AL 701 SENECA ST PALO ALTO CA 00153 454210539BLANEYSAVE369- 33- CHANG, MINGO M AND YOUNG , 10539 S BLANEY AVE CUPERTINO CA 95014- 02854 12571071010710 S DE 369-37- APRICOT VILLAGE LLC 991 W HEDDING ST SAN JOSE CA 95126- 02955 342919361PHILLN375- 05- LI, YIMIN AND HUANG , YUANYUAN 19361 PHIL LN CUPERTINO CA 95014- 00756 354110067TANTAUSAVE375- 07- WU, HUNGJEN HENRY 10067 S TANTAU AVE CUPERTINO CA 95014- 02257 270719160COZETTELN375- 07- HSU, TRACY TRUSTEE 22330 SANTA PAULA AVE CUPERTINO CA 95014- 04258 354210080TANTAUSAVE375- 07- MAHAJAN, HAMENT AND MANJU 10080 S TANTAU AVE CUPERTINO CA 95014- 05659 352210177JUDYAVE375- 07- YANG, YI-NING 10177 JUDY AVE CUPERTINO CA 95014- 00260 353919148LOREEAVE375- 08- LO, SHIHCHE AND WANG , PEICHEN 19148 LOREE AVE CUPERTINO CA 95014- 02661 362910399TANTAUSAVE375- 08- GUY, JOY M TRUSTEE 1174 CANYONWOOD CT APT WALNUT CREEK CA 94595- 04762 744010024BRETAVE375- 11- 10024 BRET LLC 1028 POLK AVE SUNNYVALE CA 94086- 00263 203210200STERNAV375- 12- MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089- 00364 420018904ARATAWA375- 13- WU, BENJAMIN HONG AND 20988 FAIRWOODS CT CUPERTINO CA 95014- 01165 9440310365MORETTIDR375- 14- LOK, JAMES S AND JANE F TRUSTEE 3926 KINGRIDGE DR SAN MATEO CA 00566 363910360MORETTIDR375- 15- BHARDWAJ, AMIT AND MANGAL , 10360 MORETTI DR CUPERTINO CA 95014- 04267 91510464MORETTIDR375- 16- PENTA- LOURDUSAMY, LEEMA J 375 MINUTE ARMS RD UNION NJ 07083- 04868 380318731BARNHARTAVE375- 17- XIE, DEPING AND SUN , HUAMIN 18731 BARNHART AVE CUPERTINO CA 95014- 05169 9408918755BARNHARTAVE375- 17- JOHNSON, ALLEN R 1220 TASMAN DR SPC 513 SUNNYVALE CA 03970 20321361JOHNSONAV375- 18- MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089- 03271 27410542STERLINGBL375- 23- HSU ALLEN K AND CINDY S TRUSTEE 10229 SCENIC BLVD CUPERTINO CA 95014- 04172 383210460STERLINGBLV375- 23- ZHANG, AILI 10460 STERLING BLVD CUPERTINO CA 95014- Program72 records of 104 3Santa Clara County Weed Abatement Page 435
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CITY OF CUPERTINO Exhibit A
01773 284710308STERLINGBLV375- 24- HAO, STEVE MIN AND SUN , QING 6962 BOLLINGER RD SAN JOSE CA 95129- 02374 386518621RUNOCT375- 25- WANG, HENG-YUAN AND LEE , 18621 RUNO CT CUPERTINO CA 95014- 00175 380418730BARNHARTAVE375- 27- VASILIEV, OLGA 18730 BARNHART AVE CUPERTINO CA 95014- 02576 534518781TUGGLEAVE375- 27- CAMPBELL, MICHAEL D P O BOX 5345 SAN JOSE CA 95150- 04177 380418760BARNHARTAV375- 27- HALL, MARTHA S 18760 BARNHART AVE CUPERTINO CA 95014- 01178 511810589GASCOIGNEDR375- 28- ZHAI, JIANJUN 11566 FALLCREEK SPRING CT CUPERTINO C CA 95014- 02679 381710624JOHNSONAVE375- 28- ANANTH, SHARATH AND BHAT , 10624 JOHNSON AVE CUPERTINO CA 95014- 02080 384610692GASCOIGNEDR375- 29- YU, DONALD AND JEWELEEH 10692 GASCOIGNE DR CUPERTINO CA 95014- 03881 560910750MINETTEDR375- 31- WU, JENNIFER AND LIU , JAMES 10136 ENGLISH OAK WAY CUPERTINO CA 95014- 03982 361510740MINETTEDR375- 31- CHEN, HUNG JUNG AND LI , MEI YI 10740 MINETTE DR CUPERTINO CA 95014- 01083 36910728CARVERDR375- 32- MYOUNG, SOUNG HO AND LEE , EUN 10728 CARVER DR CUPERTINO CA 95014- 02084 203210630CARVERDR375- 32- MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089- 02185 360710616CARVERDR375- 32- YETTAW, JACKIE A AND JERRI L 10616 CARVER DR CUPERTINO CA 95014- 02486 362618870TUGGLEAVE375- 32- DELA CRUZ, SHERWIN PETER L 18870 TUGGLE AVE CUPERTINO CA 95014- 04487 362118880PENDERGASTAVE375- 33- HONG, GEORGE AND TSE , CINDY 18880 PENDERGAST AVE CUPERTINO CA 95014- 01388 351310657MORENGODR375- 34- ORTIZ, ROSA F ET AL 10657 MORENGO DR CUPERTINO CA 95014- 05889 351410670MORENGODR375- 34- CHANG, SSU- CHIA TRUSTEE & ET AL 10670 MORENGO DR CUPERTINO CA 95014- 00190 300818830HUNTERWA375- 35- THOMPSON, LARRY L AND SHIRLEY 40133 CANYON HEIGHTS DR FREMONT CA 94539- 05391 351119050MEIGGSLN375- 35- KIM, MINKYU AND HEEJUNG 19050 MEIGGS LN CUPERTINO CA 95014- 05492 351119040MEIGGSLN375- 35- ZHOU, JINING AND GAO , LIKE 19040 MEIGGS LN CUPERTINO CA 95014- 00893 554110650JOHANSENDR375- 36- JUDOPRASETIJO, AGOES H AND 13953 SHADOW OAKS WAY SARATOGA CA 95070- 02794 203210627CULBERTSONDR375- 36- MC GRATH PATRICK W 1184 VALELAKE CT SUNNYVALE CA 94089- 00195 640619141MEIGGSLN375- 37- XU, HU AND WU , LINA 1301 LASSEN AVE MILPITAS CA 95035- 00296 000010720TANTAUSAVE375- 37- QIN, ZUDIAN AND SUN , HAIXIA 10720 S TANTAU AVE CUPERTINO CA 95014- Program96 records of 104 4Santa Clara County Weed Abatement Page 436
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CITY OF CUPERTINO Exhibit A
02097 000010524TANTAUSAVE375- 37- LIU, XIONG AND GUO , YAQIONG 10524 S TANTAU AVE CUPERTINO CA 95014- 05398 046410593JOHANSENDR375- 37- BURTZLAFF, JAMES L PO BOX 464 CUPERTINO CA 95015- 05599 000010605JOHANSENDR375- 37- YUEN, ALAN K AND CHEUNG , 22277 CRESCENT RD CUPERTINO CA 95014- 056100 350810611JOHANSENDR375- 37- SHINOHARA, YOSHIKAZU AND 10611 JOHANSEN DR CUPERTINO CA 95014- 044101 4648891TANTAUSAVE375- 38- HUANG, ZERY-KUEN AND YU-MEI 891 S TANTAU AVE CUPERTINO CA 95014- 051102 4601947TANTAUSAVE375- 38- LIANG, SIDNEY 947 S TANTAU AVE CUPERTINO CA 95014- 016103 4640604MILLERAVE375- 42- JAN, SEAWAY AND HUNG , CHIA YING604 MILLER AVE CUPERTINO CA 95014- 017104 4654605PHILCT375- 42- KEDILAYA, SHASHI AND 605 PHIL CT CUPERTINO CA 95014- Program104 records of 104 5Santa Clara County Weed Abatement Page 437
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July 1, 2025
Subject: Assessment for Abatement of Hazardous Vegetation and/or Debris and Notice of Hearing of the Cupertino City Council
Dear Property Owner,
Your property has been placed on the Assessment Tax Roll for weeds, brush, and/or combustible debris abatement services pursuant to Section 9.08 of the Cupertino Municipal Code. A Weed Abatement Program Assessment Report (assessment list) is enclosed for your review.

The Cupertino City Council will conduct a public hearing on July 15, 2025, at 6:45 p.m. in the Community Hall Council Chamber, 10350 Torre Avenue, and via teleconference. At this time, the Council will hear objections from any parcel owners whose names appear on the assessment list.

IMPORTANT: If you believe your property was included in error or have questions about your parcel's inclusion, you are strongly encouraged to contact the County in advance of the hearing.

Reaching out prior to the hearing will allow time to address any issues or confirm the assessment details regarding your parcel.

Please contact Garik Iosilevsky, Weed Abatement Manager with the Santa Clara County Consumer and Environmental Protection Agency, at (408) 282-3186 or via email at [email protected]. While you may be directed to voicemail, your call will be returned within three business days.

Kirsten Squarcia
City Clerk
Enclosure: Weed Abatement Program Assessment Report
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NOTICE OF HEARING ON REPORT AND ASSESSMENT

FOR WEEDS, BRUSH AND/OR COMBUSTIBLE DEBRIS
NOTICE IS HEREBY GIVEN that that on June 30, 2025 the County Agricultural Commissioner filed with the City Clerk a report and assessment of abatement of weeds, brush and/or combustible debris within the City, copies of which are posted near the main door of the City Hall and Community Hall Council Chambers, 10300 and 10350 Torre Avenue, Cupertino, CA 95014.

NOTICE IS FURTHER GIVEN that on July 15, 2025 at the hour of 6:45 p.m. or as soon as the item can be heard, in the Community Hall Council Chamber, 10350 Torre Avenue, Cupertino, CA 95014 and via a teleconference, said report and assessment list will be presented for consideration and confirmation, and that any and all persons interested having any objections to said report and assessment list, or to any matter or thing contained therein, may appear at said time and place and be heard.

Dated this 1st day of July, 2025.

/Kirsten Squarcia/
City Clerk
City of Cupertino
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CITY OF CUPERTINO
Agenda Item
25-14102 Agenda Date: 7/15/2025
Agenda #: 11.

Subject: Study Session to review an application to develop new ELI (Extremely Low Income) and BMR housing units for Developmentally Disabled individuals (IDD) on City-owned property along Mary Avenue (APN: 326-27-053)
Conduct study Session on the Mary Avenue project and provide comments to staff and applicant.

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CITY COUNCIL STAFF REPORT
Meeting: July 15, 2025
Subject
Study Session to review an application to develop new ELI (Extremely Low Income) and BMR housing units for Developmentally Disabled individuals (IDD) on City-owned property along Mary Avenue (APN: 326-27-053)
Recommended Action
Conduct study Session on the Mary Avenue project and provide comments to staff and applicant.

Reasons for Recommendation
Background:

Since Fiscal Year (FY) 2020-21, the City Work Program prioritized engaging with philanthropic organizations to develop extremely low-income housing (ELI) for the intellectually and developmentally disabled (IDD) community. The FY 2021-22 City Work Program narrowed down this item to excess City-owned property within the Mary Avenue right-of-way (the “Project Site”). A Site Map of the .79-acre Project Site, as well as a Vicinity Map, is provided as Figure 1. The Adopted FY 2025-27 City Work Program continues to include this ongoing project.

Their proposal envisions a 100% affordable, forty (40) unit, two-story, apartment development. The individual apartments will be a mix of studio, one-, and two-bedroom units with one three-bedroom staff unit. The proposal is structured as a Special Needs project which requires a minimum of 45% (18 units) to be reserved for a special needs population, in this case, IDD. The remaining twenty-one (21) apartments will serve extremely low and very low-income residents of the community. The affordability levels of the proposed units will range from 30% to 50% of the Area Median Income (AMI). The exact affordability mix by unit type is still to be determined, but the average affordability level for the entire development will not exceed 40% AMI.

Analysis:
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The 40 units at Mary Avenue Villas will be equally split with 20 units in each building, which are both two stories in height. Each building will include an elevator and a laundry room with one of the buildings containing a community room and office while the other building houses the property manager. The site will include a central parking area providing approximately 22 spaces and will include EV charging options and 2 handicap van accessible spaces. A trash enclosure for each building is included at either end of the parking lot.

Approximately eighty (80) angled street parking spaces along Mary Avenue in front of the project site will be replaced by thirty-three (33) perpendicular spaces. A bike lane and sidewalk will front the project site, as well as landscaping which includes street trees, shrubs, and a variety of water efficient grasses. The Plan Set can be viewed as Attachment A.

Figure 1 Perspective of Building 2 looking south along Mary Avenue.

Next Steps:

On April 3, 2025, Charities Housing applied for the development (ASA-2025-006). As an approved Priority Housing Element Site (HE Site 10) that is under 50 units, this will be approved as an Administrative Review at an Administrative Hearing, exempt from CEQA and subject only to design review based on objective standards. However, City Council will ultimately be the decision-making body approving the lease and disposition agreement with Charities Housing for the development on site.

Sustainability Impact
No sustainability impact.

Fiscal Impact
Costs associated with this work program item are budgeted in the BMR Housing Fund 265-72-71 750-052. No additional fiscal impact would incur should the City Council direct the remaining appropriated funds to be utilized for the entitlement review. Should the City Council deny the use of the appropriated funds, the remaining amount would remain to the City’s BMR Affordable Housing fund for future uses. 442
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On April 15, 2025, the City Council authorized an allocation of $4,083,250 of cash assistance to the Project. The allocation is comprised of $3 million of funds from the City’s BMR Affordable Housing Fund, $908,683 of Permanent Local Housing Allocation (PLHA) funds, and $174,567.37 of CDBG funds to be used for public infrastructure improvements.

These three allocations will provide a total of $4,083,250 of cash assistance to the Project.

City Work Program Item/Description
Preserve existing and develop new BMR/ELI Housing: Explore opportunities to preserve existing expiring BMR housing. Develop ELI (Extremely Low Income) and BMR housing units for Developmentally Disabled individuals (IDD) on City-owned property as well as the County-owned sites.

City Council Goal:

Housing
California Environmental Quality Act
The study session is not considered a project under CEQA. _____________________________________
Prepared by: Gian Paolo Martire, Senior Planner
Reviewed by: Benjamin Fu, Director of Community Development Floy Andrews, Interim City Attorney
Approved for Submission by: Tina Kapoor, Interim City Manager Attachments:

A – Plan Set
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Ko Architects, Inc. 900 High Street, Suite 1 Palo Alto, CA 94301 p: 650.853.1908 MARY AVENUE AFFORDABLE HOUSING CHARITIES HOUSING MARY AVENUE CUPERTINO, CALIFORNIA WKeith Willig Landscape Architecture, Inc. 899 Santa Cruz Ave. Suite 206, Menlo Park, CA 94025 (P) 650.326.2294 License #3851DD-1.0 LAURUS NOBILIS 'SARATOGA' SARATOGA BAY LAUREL 36" BOX 15'-20' 20'-30' LOW 4 OLEA EUROPAEA 'SWAN HILL' SEEDLESS OLIVE TREE (MULTI) 36" BOX 20'-30' 20'-30' LOW 6 NYSSA SYLVATICA 'AFTERBURNER' AFTERBURNER TUPELO 36" BOX 20' 35' MED 20 Gingko biloba 'princeton sentry' columnar maidenhair tree 36" BOX 10'-20' 40'-50' med CHONDROPETALUM TECTORUM CAPE REED 1 GAL 3'-5' 3'-5' LOW 75 CAREX TUMULICOLA FOOTHILL SEDGE 1 GAL 1'-2' 1'-2' LOW 238 LOMANDRA LONGIFOLIA 'BREEZE' BREEZE DWARF MAT RUSH 1 GAL 3'-4' 2'-3' LOW 161 LOMANDRA LONGIFOLIA 'PLATINUM BEAUTY' VARIEGATED DWARF MAT RUSH 1 GAL 2'-3' 2'-3' LOW MUHLENBERGIA RIGENS DEER GRASS 1 GAL 3'-4' 4'-5' LOW ARCTOSTAPHYLOS 'EMERALD CARPET' EMERALD CARPET MANZANITA 5 GAL 4'-5' 1/2' - 2' LOW 44 SARCOCCOCA RUSIFOLIA CHINESE SWEET BOX 5 GAL 5'-7' 5'-7' LOW 21 LOROPETALUM CHINEnSE 'SHANG-HI' PURPLE DIAMOND FRINGE FLOWER 5 GAL 4'-5' 4'-5' LOW 63 LIMONIUM PEREZII SEA LAVENDER 1 GAL 2'-3' 2'-3' LOW 65 OLEA EUROPAEA 'MONTRA' LITTLE OLLIE 5 GAL 4'-5' 6'-8' LOW 76 COPROSMA X KIRKII DWARF MIRROR PLANT 5 GAL 4'-6' 1'-2' LOW 16 NOTES: A FULLY AUTOMATIC IRRIGATION SYSTEM WILL BE PROVIDED.

THE PLANS ARE IN COMPLIANCE WITH ALL CITY STANDARDS.
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DD-1.1 Ko Architects, Inc. 900 High Street, Suite 1 Palo Alto, CA 94301 p: 650.853.1908 MARY AVENUE AFFORDABLE HOUSING CHARITIES HOUSING MARY AVENUE CUPERTINO, CALIFORNIA WKeith Willig Landscape Architecture, Inc. 899 Santa Cruz Ave. Suite 206, Menlo Park, CA 94025 (P) 650.326.2294 License #3851 LAURUS NOBILIS 'SARATOGA' SARATOGA BAY LAUREL 36" BOX 15'-20' 20'-30' LOW 4 OLEA EUROPAEA 'SWAN HILL' SEEDLESS OLIVE TREE (MULTI) 36" BOX 20'-30' 20'-30' LOW 6 NYSSA SYLVATICA 'AFTERBURNER' AFTERBURNER TUPELO 36" BOX 20' 35' MED 20 Gingko biloba 'princeton sentry' columnar maidenhair tree 36" BOX 10'-20' 40'-50' med CHONDROPETALUM TECTORUM CAPE REED 1 GAL 3'-5' 3'-5' LOW 75 CAREX TUMULICOLA FOOTHILL SEDGE 1 GAL 1'-2' 1'-2' LOW 238 LOMANDRA LONGIFOLIA 'BREEZE' BREEZE DWARF MAT RUSH 1 GAL 3'-4' 2'-3' LOW 161 LOMANDRA LONGIFOLIA 'PLATINUM BEAUTY' VARIEGATED DWARF MAT RUSH 1 GAL 2'-3' 2'-3' LOW MUHLENBERGIA RIGENS DEER GRASS 1 GAL 3'-4' 4'-5' LOW ARCTOSTAPHYLOS 'EMERALD CARPET' EMERALD CARPET MANZANITA 5 GAL 4'-5' 1/2' - 2' LOW 44 SARCOCCOCA RUSIFOLIA CHINESE SWEET BOX 5 GAL 5'-7' 5'-7' LOW 21 LOROPETALUM CHINEnSE 'SHANG-HI' PURPLE DIAMOND FRINGE FLOWER 5 GAL 4'-5' 4'-5' LOW 63 LIMONIUM PEREZII SEA LAVENDER 1 GAL 2'-3' 2'-3' LOW 65 OLEA EUROPAEA 'MONTRA' LITTLE OLLIE 5 GAL 4'-5' 6'-8' LOW 76 COPROSMA X KIRKII DWARF MIRROR PLANT 5 GAL 4'-6' 1'-2' LOW 16 NOTES: A FULLY AUTOMATIC IRRIGATION SYSTEM WILL BE PROVIDED, THE PLANS ARE IN COMPLIANCE WITH ALL CITY STANDARDS. 457
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Ko Architects, Inc. 900 High Street, Suite 1 Palo Alto, CA 94301 p: 650.853.1908 MARY AVENUE AFFORDABLE HOUSING CHARITIES HOUSING MARY AVENUE CUPERTINO, CALIFORNIA WKeith Willig Landscape Architecture, Inc. 899 Santa Cruz Ave. Suite 206, Menlo Park, CA 94025 (P) 650.326.2294 License #3851 LAURUS NOBILIS 'SARATOGA' SARATOGA BAY LAUREL 36" BOX 15'-20' 20'-30' LOW 4 OLEA EUROPAEA 'SWAN HILL' SEEDLESS OLIVE TREE (MULTI) 36" BOX 20'-30' 20'-30' LOW 6 NYSSA SYLVATICA 'AFTERBURNER' AFTERBURNER TUPELO 36" BOX 20' 35' MED 20 Gingko biloba 'princeton sentry' columnar maidenhair tree 36" BOX 10'-20' 40'-50' med CHONDROPETALUM TECTORUM CAPE REED 1 GAL 3'-5' 3'-5' LOW 75 CAREX TUMULICOLA FOOTHILL SEDGE 1 GAL 1'-2' 1'-2' LOW 238 LOMANDRA LONGIFOLIA 'BREEZE' BREEZE DWARF MAT RUSH 1 GAL 3'-4' 2'-3' LOW 161 LOMANDRA LONGIFOLIA 'PLATINUM BEAUTY' VARIEGATED DWARF MAT RUSH 1 GAL 2'-3' 2'-3' LOW MUHLENBERGIA RIGENS DEER GRASS 1 GAL 3'-4' 4'-5' LOW ARCTOSTAPHYLOS 'EMERALD CARPET' EMERALD CARPET MANZANITA 5 GAL 4'-5' 1/2' - 2' LOW 44 SARCOCCOCA RUSIFOLIA CHINESE SWEET BOX 5 GAL 5'-7' 5'-7' LOW 21 LOROPETALUM CHINEnSE 'SHANG-HI' PURPLE DIAMOND FRINGE FLOWER 5 GAL 4'-5' 4'-5' LOW 63 LIMONIUM PEREZII SEA LAVENDER 1 GAL 2'-3' 2'-3' LOW 65 OLEA EUROPAEA 'MONTRA' LITTLE OLLIE 5 GAL 4'-5' 6'-8' LOW 76 COPROSMA X KIRKII DWARF MIRROR PLANT 5 GAL 4'-6' 1'-2' LOW 16 NOTES:

A FULLY AUTOMATIC IRRIGATON SYSTEM WILL BE PROVIDED. DD-1.2 THE PLANS ARE IN COMPLIANCE WITH ALL CITY STANDARDS. 458
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WKeith Willig Landscape Architecture, Inc. 899 Santa Cruz Ave. Suite 206, Menlo Park, CA 94025 (P) 650.326.2294 License #3851 Ko Architects, Inc. 900 High Street, Suite 1 Palo Alto, CA 94301 p: 650.853.1908 MARY AVENUE AFFORDABLE HOUSING CHARITIES HOUSING MARY AVENUE CUPERTINO, CALIFORNIA DD-1.3 NOTES: A FULLY AUTOMATIC IRRIGATON SYSTEM WILL BE PROVIDED.

THE PLANS ARE IN COMPLIANCE WITH ALL CITY STANDARDS.
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CITY OF CUPERTINO
Agenda Item
25-14122 Agenda Date: 7/15/2025
Agenda #: 12.

Subject: Study Session regarding possible updates to oversized vehicle parking restrictions in the public right-of-way (Continued on July 1, 2025)
Recommend that the City Council consider the Planning Commission’s recommendations to amend Sections 11.24.130 (72-hour parking limit), Section 11.24.200 (removal of vehicles), Section 11.28.010 (definition of oversized vehicles), and Section 11.28.020 (vehicle parking regulations) of the Municipal Code, to enhance the current prohibition on parking oversized vehicles for more than seventy-two (72) hours on any public street
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CITY COUNCIL STAFF REPORT
Meeting: July 15, 2025
Subject
Study Session regarding potential updates to oversized vehicle parking restrictions in the public right-of-way.

Recommended Action
Recommend that the City Council consider the Planning Commission’s recommendations to amend Sections 11.24.130 (72-hour parking limit), Section 11.24.200 (removal of vehicles), Section 11.28.010 (definition of oversized vehicles), and Section

11.28.020 (vehicle parking regulations) of the Municipal Code to enhance the current prohibition on parking oversized vehicles for more than seventy-two (72) hours on any public street.

Executive Summary:

On June 24, the Planning Commission considered various options for updating the City of Cupertino’s vehicle restrictions that prohibit vehicles, including oversized vehicles, from parking in a public right-of-way for more than 72 hours. The Planning Commission adopted a recommendation for Council’s consideration and potential action.

The Planning Commission’s recommendation addresses issues with the current 72-hour parking restriction. The current restriction is easily avoided, thus allowing oversized vehicles to remain parked on public streets for extended periods of time and creating the opportunity for vehicles to congregate in certain sections of the City. On April 22 and again on June 24, the Planning Commission considered these issues. At the June 24 meeting, the Planning Commission conducted an in-depth study session where it considered various options for best addressing the issues with the current ordinance.

After receiving a staff report and public comment, the Commission deliberated and ultimately approved the following recommendation.

Planning Commission Recommendation

1. Parking oversized vehicles in the City’s right-of-way is prohibited, except that an oversized vehicle may park in the City right-of-way for three consecutive hours from 6 am to 8 pm (day) and one hour from 8 pm to 6 am (night). 461
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2. The City will offer residents annual parking permits for oversized vehicles, allowing residents to park their vehicle on a residential street for 72 hours. After 72 hours, the vehicle must be moved to a new location at least 1,500 feet from the first location. There should be no charge for the annual permit.

3. The City will offer nonresidents five (5) 72-hour parking permits per year, allowing them to park an oversized vehicle in the City right-of-way, but not park within 1,500 feet of a commercial district. Staff is to determine the permit fee.

4. The City should install restricted parking signage at Alves and Bandley and other problem areas.

Background
Currently, Cupertino Municipal Code Section 11.24.130 prohibits the parking of any vehicle or trailer on any public street for more than 72 consecutive hours. The City has been considering updates to the parking requirements to provide more efficient enforcement, balance the needs of residents and visitors, close enforcement loopholes, and prevent long-term parking on public streets.

Pursuant to California Vehicle Code Section 22507, a city is authorized “to prohibit or restrict the stopping, parking, or standing of vehicles…on certain streets or highways, or portions thereof, during all or certain hours of the day.” The Code also states that “[w]ith the exception of alleys, the ordinance or resolution shall not apply until signs or markings giving adequate notice thereof have been placed.” This provision allows cities to regulate the parking of vehicles, including oversized vehicles, on city streets.

On April 22, 2025, the Planning Commission discussed a proposed ordinance amending Sections 11.24.130, 11.24.200, 11.28.010 and 11.28.020 of the Cupertino Municipal Code pertaining to restrictions on oversized vehicle parking (a) on public streets, (b) in residential districts, and (c) near customer-facing retail establishments. Here we define “oversized vehicle” to mean any motorized vehicle as defined in California Vehicle Code section 670 or a combination of motorized vehicle(s) and/or non-motorized vehicle(s), including any attached trailers, vehicle or loads thereon, which exceeds 22 feet in length, and/or 6 feet in width and 7 feet in height.

Members of the public shared concerns, expressing opposition to a blanket ban on oversized vehicles in residential neighborhoods, explaining that many Cupertino residents rely on being able to park their RVs at home while preparing for travel, or when they host visitors traveling in RVs. These residents suggested that a permit program be considered.

Based on these discussions and community feedback, staff determined that a study session would be helpful to explore policy options, including a permit system for parking oversized vehicles within the City, and to gather further input from the 462
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Commission before presenting options to the City Council for consideration of formal ordinance amendments. That study session occurred on June 24, where staff presented various options for the Planning Commission to review and discuss. Planning Commissioners raised a range of considerations, including how to balance effective enforcement while prioritizing the needs of residents and emphasizing the importance of easy access to permits for residents.

Several residents and Commissioners acknowledged that oversized vehicles parked on certain streets create visibility issues, particularly when turning, and noted that many other cities have adopted similar ordinances.

Current Practice
Cupertino’s enforcement of its oversized vehicle parking restrictions is currently complaint driven. When a complaint is submitted Code Enforcement staff conducts an inspection. If warranted, the City places a warning tag or sticker on the vehicle, documents its location, and marks the tire using a paperclip or other marker to monitor movement. After 72 hours, Code Enforcement reinspects the vehicle. If the marker has been disturbed, it is presumed the vehicle has been moved and no citation is issued. If the marker remains, the City issues a citation.

Presently, Code Enforcement staff tags at least five vehicles per week for violations of Cupertino Municipal Code section 11.24.130. Staff estimates that 85-90 percent of these vehicles move within the allotted time, but usually only a few feet, thereby remaining in the same general area. For every 115 tags, there are approximately four (4) citations issued, about 3.5% of all tagged vehicles.

Annually, the City receives approximately 200 complaints related to oversized vehicles.

Many of the complaints received by the City are submitted anonymously and originate from a variety of sources, including oral reports, emails, Cupertino 311, or instances where an officer is flagged down in the field. A common concern that relates to oversized vehicles is that either the vehicles have not been moved or have moved a minimal distance after 72 hours.

The current restrictions limiting vehicle parking on the City’s streets are inadequate to prevent oversized vehicles such as RVs from parking for extended periods of time and congregating in certain areas of the City. A coordinated effort by certain RV owners has been witnessed by staff, where they moved their RVs by one vehicle length with the first moving to the last position every few days, such that no vehicle vacates the area but nonetheless, avoid violation of the current 72-hour rule.

One area where this frequently occurs within the City is between Alves Drive and Saich Way (Steven Creek), behind the Target store where numerous RVs are “camped” in the public right-of-way. The table below describes the common locations where citations have been issued to RVs in 2024 and 2025.
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Year Frequency Location in the City of Cupertino
2024 3 Foothill/ SCB
2024 2 Blaney/SCB
2024 1 McClellan/Bubb Rd
2024 6 Stelling/Rainbow
2024 1 Homestead/85
2024 8 Alves Dr/Bandley
2025 2 Alves Dr/Bandley
2025 1 S. De Anza/ McClellan
2025 1 Rancho Rinconada
The low citation rate is largely due to common strategies used by oversized vehicle owners to avoid enforcement. These include moving the vehicle only slightly to reset the 72-hour clock, temporarily relocating the vehicle for approximately 24 hours before returning to the same spot, as well as coordinating with other vehicle owners to rotate parking spaces, effectively keeping vehicles in the same area while technically complying with the 72-hour movement requirement.

Planning Commission’s Recommendation In Detail
General Rule
The parking of oversized vehicles in the City right-of-way is prohibited, except that an oversized vehicle may park in the City right-of-way for three consecutive hours from 6 am to 8 pm (day) and one hour from 8 pm to 6 am (night).

Exception for Residents
Allow residents to obtain an annual City permit to park oversized vehicles owned by one or more members of the household in the City right-of-way for 72 hours. Thereafter, the vehicle must be moved at least 1,500 feet and remain away for 72 hours. A permitted resident may park the oversized vehicle for unlimited 72-hour periods of time in the City right-of-way.

Exception for Nonresidents
Allow nonresidents to obtain up to five (5) 72-hour parking permits per year from the City to park an oversized vehicle in the public right-of-way. However, parking is prohibited within 1,500 feet of the location the vehicle most recently occupied or within 1,500 feet of a commercial district. The City would charge a fee for these permits, with the specific amount to be determined by staff.

Signage
The City should install signage at Alves and Bandley and other problem areas. It was unclear whether the Planning Commission included the recommendation that signage also be placed at all entrances to the City to allow for more efficient enforcement, but staff recommends that the City do so.

Analysis of Recommendation
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General Rule
The general restriction against the parking of oversized vehicles on City rights-of-way allows for easy travel, removes visual screens, and efficiently addresses the concerns associated with long-term parking issues, while still accommodating short-term stops by pass-through travelers by allowing some limited parking. This approach discourages long-term dwelling in the public right-of-way.

Possible concerns: Enforcing the three-hour daytime parking window and the one-hour nighttime parking window will be difficult and may result in many more calls to code enforcement personnel to report violations.

Annual Resident Permit
Possible Benefits: The annual resident permit recommendation ensures residents the convenience of parking their oversized vehicles near their homes for up to 72 hours at a time, at which time they must move the vehicle at least 1,500 feet. The annual permit eliminates the need for residents to repeatedly apply for short-term permits. Offering the permit at no charge ensures that the program remains accessible to all residents.

Possible concerns: The unlimited nature of this permit allows residents to repeatedly park and repark the vehicle so long as every 72 hours so long as the resident moves the vehicle 1,500 feet from its previous location. This may result in resident-owned oversized vehicles parking permanently in the City right-of-way so long as the owner moves the vehicle every 72 hours, which may raise concerns about neighborhood aesthetics and reduced curb space. Additionally, limiting the number of oversized vehicles a household may permit would be advisable, to ensure residents do not overuse the privilege.

Nonresident Permits
Possible Benefits: This allows friends, family, or tourists visiting the City or its residents to park oversized vehicles for 72 hours, supporting access to the City. The limitation of 5 permits per year discourages long-term dwelling or repeated stays. Charging a fee for nonresident permits helps offset administrative costs and frivolous permit requests. It also allows Code Enforcement to be aware of the oversized vehicles within the City’s jurisdiction, enhancing enforcement efforts.

Possible Concerns: The limited nature of these permits restricts nonresidents’ ability to visit the City with an oversized vehicle if they have exceeded the five-permit limit.

Nonresidents may view this rule as unwelcoming.

Signage
Possible Benefits: Installing signage at problem areas, such as Alves and Brandley, and City entrances gives notice to oversized vehicle owners regarding the City’s parking rules. Such signage will improve compliance with, and ease of enforcement of, the City’s oversized vehicle parking rules.
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Additionally, the Planning Commission’s recommendation provides for a uniform, citywide regulation, with certain permit exceptions, rather than different regulations for residential and commercial areas. This consistent citywide regulation allows the City to post signs at only City entrances rather than throughout the City, which significantly reduces signage and installation costs. The City of Redwood City has a uniform, citywide regulation regarding oversized vehicles, and has only posted signs at City entrances. So far, the City of Redwood City’s oversized vehicle regulation has not been legally challenged. If the City decides to post signs at city entrances, we estimate that the City of Cupertino would need to install approximately 50 signs at an estimated total cost of approximately $25,000.

Estimated Program Costs
The Planning Commission’s suggestions entail the use of City issued permits, which adds cost. Staff estimates that the issuance of a permit costs the City approximately $46.50, including estimated staff time and use of City resources. But staff anticipates receiving only 3 to 4 permit applications per week, which results in only incremental additional expense. If the volume increases, additional personnel may be needed.

While the City continues to enforce existing ordinances, there is a staffing shortage and the City is actively working to fill vacant positions. Once filled, Code Enforcement will have the necessary staffing resources needed to support the Planning Commission’s recommendations.

This past fiscal year, the City collected approximately $180,000 in citation fees related to parking violations for the violations of Municipal Code Section 11.24.130. Each citation currently carries a fine of $82.81. In 2024 and 2025, 21 citations were issued to recreational vehicles (RVs), resulting in $1,718.22 in citation revenue related to RVs during that period. The relatively low revenue from RV citations is due in part to the fact that many of these vehicles move only a few inches—just enough to avoid being cited—while remaining in the same general area.

Legal Analysis
There can be legal risk associated with imposing regulations that impact unhoused communities, like the regulations being considered here. For instance, in 2019, the City of Mountain View adopted local regulations restricting parking of oversized vehicles on streets adjacent to certain bikeways and on narrow streets, which included more than half the streets in Mountain View. A public interest group representing unhoused people sued Mountain View claiming the regulations violated the plaintiffs’ constitutional and statutory rights. Eventually the parties settled whereby Mountain View agreed to amend the ordinance to change the process of ticketing and towing for oversized vehicles, eliminating immediate towing, and reimbursing the plaintiffs’ attorneys’ fees and costs of suit.
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Separately, Redwood City passed regulations implementing their new RV parking ordinance in 2020. To reduce the risk of a lawsuit, they opened a safe parking area for RVs that would otherwise have been forced out of the city. They operated the safe parking area for approximately three years until all users of the parking area either left the City or moved to other living arrangements. Redwood City’s program has not been legally challenged.

However, both Mountain View and Redwood City instituted their heightened standard before the US Supreme Court decided the seminal case, City of Grants Pass v. Johnson, 603 U.S. 520 (2024). The Supreme Court overturned the Ninth Circuit’s opinion, which had held that citing homeless people for camping on public property was “cruel and unusual punishment” unless an alternate shelter was available. In so doing, the Supreme Court rebalanced the scales. Approximately 30 days after the Grants Pass ruling, Governor Gavin Newsom issued an executive order requiring state and local agencies to address encampments of unhoused persons.

It is also important to note that Mountain View’s ordinance focused on towing oversized vehicles as the first step in enforcing the municipal code, whereas the City of Cupertino’s approach relies on citation as the first step.

The risk is further minimized if the City refrains from adopting a citywide ban on oversized vehicle parking. Allowing such vehicles to park under certain conditions reduces the potential for legal challenges.

Reasons for Recommendation and Available Options
Staff presents the Planning Commission’s recommendation for discussion and consideration.

Fiscal Impact
Sign installation: Signage would cost approximately $513 per sign. Placing signs only at the entrances to the City is more cost-effective, as only about 50 signs are needed to cover all entry points. The total estimated cost for this approach is approximately $25,000. Adding location-specific signage in problematic areas might increase that number by an additional $10,000.

Permit cost: It costs the City approximately $46.50 to process an application, based on estimated staff time and use of City resources. Staff anticipates receiving 3 to 4 permit applications per week. If the volume increases, additional personnel may be needed. The City could impose a permit application fee that would defray some of the permit costs.

Sustainability Impact
No sustainability impact.

City Work Program Item/Description
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Unhoused Policies/ Determine best practices for limited budget smaller cities to manage the unhoused. Review RV practices in surrounding cities for impacts and potential adoption. Review transitional housing outcomes in surrounding cities. Policies to include nimble contingency plans.

Council Goal
Quality of Life
California Environmental Quality Act
No California Environmental Quality Act impact.
_____________________________________
Prepared by: Vrunda Shah, Deputy City Attorney
Floy Andrews, Interim City Attorney
Reviewed by: Chad Mosley, Director of Public Works
Benjamin Fu, Director of Community Development
Approved for Submission by: Tina Kapoor, Interim City Manager 468
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CITY OF CUPERTINO
Agenda Item
25-13787 Agenda Date: 7/15/2025
Agenda #: 13.

Subject: Acceptance of the Stevens Creek Boulevard Corridor Vision Study Adopt Resolution No. 25-068 accepting the Stevens Creek Boulevard Corridor Vision Study, including the additional qualifications recommended by the Cupertino Bicycle Pedestrian Commission and Planning Commission, and directing City staff to work through the multijurisdictional working group and Steering Committee to further assess the Study's recommendations and opportunities for implementation CITY OF CUPERTINO Page 1 of 1 Printed on 7/10/2025
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CITY COUNCIL STAFF REPORT
Meeting: July 15, 2025
Subject
Acceptance of the Stevens Creek Boulevard Corridor Vision Study Recommended Action
Adopt a resolution accepting the Stevens Creek Boulevard Corridor Vision Study, including the additional qualifications recommended by the Cupertino Bicycle Pedestrian Commission and Planning Commission, and directing City staff to work through the multijurisdictional working group and Steering Committee to further assess the Study's recommendations and opportunities for implementation.

Discussion
The Stevens Creek Boulevard Corridor Vision Study (Attachment A) is a multi-agency planning study between the Cities of Cupertino, San Jose, Santa Clara, the County of Santa Clara, and the Santa Clara Valley Transportation Authority (VTA). This Study outlines a vision for the future of the nine-mile Stevens Creek Boulevard/West San Carlos Street Corridor, emphasizing the need for coordinated planning and transportation improvements across the participating jurisdictions. The Study builds on prior local planning efforts and incorporates extensive community input to develop recommendations for future infrastructure and policy changes that reflect community priorities.

In 2019, the Cities of Cupertino, Santa Clara, San Jose, and the County of Santa Clara each adopted resolutions expressing support for initiating a project to study the Stevens Creek Boulevard Corridor. This action formalized a multijurisdictional commitment to create a vision for multimodal transportation along the Corridor. All 2019 agency resolutions are included in this report as Attachment B.

Cupertino’s resolution, adopted by the City Council on July 16, 2019, affirmed the City’s support for a transit efficiency and streetscape improvement study. This resolution emphasized Cupertino's commitment to safe, multimodal transportation while ensuring that transit solutions align with community and regional goals without reducing vehicular capacity. The resolution explicitly laid out Cupertino’s interests as follows:
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1) Support efforts to study improving transit efficiency and streetscape improvements along the Stevens Creek Boulevard corridor, and 2) Support continuing ongoing conversations regarding high-capacity transit service along the Stevens Creek Boulevard/ I-280 corridor, with the understanding that it would:
a) Not use general purpose travel lanes or adversely impact vehicular capacity on City surface streets; and
b) Be grade-separated and time-competitive with auto travel; and c) Study an alternate alignment in Cupertino along I-280, continuing to DeAnza College at the junction of SR85 and Stevens Creek Boulevard, ensuring service to areas of high employment density and De Anza College while connecting the Cities of San Jose, Santa Clara, and Cupertino, supported by, and developed in collaboration with, the Santa Clara Valley Transportation Authority; and
3) Authorizes the City Manager or designee to assess resources needed to develop these projects and report findings to the City Council.

In June 2022, the City Council approved $154,079 in funding to participate in the project.

The City of San Jose procured transportation consultant services (Iteris Inc. and Winter Consulting) for the Study and entered into funding reimbursement agreements with all participating jurisdictions. In early 2023, the Vision Study consulting team began early engagement with the various community groups and stakeholders along the Stevens Creek Boulevard corridor.

The Stevens Creek Boulevard Corridor Vision Study presents a set of communityidentified programs and projects to enhance transportation options along the Corridor.

The Study outlines a long-term community vision for the Corridor that balances the needs of pedestrians, bicyclists, transit users, and motorists, ensuring safety, comfort, and accessibility for all.

The Study was led by a Steering Committee of elected officials from the Cities of Cupertino, Santa Clara, San Jose, as well as Santa Clara County, and VTA. This committee ensured high-level policy alignment and oversight throughout the project.

The Steering Committee established a twelve-member Community Advisory Group (CAG) comprising local residents, businesses, and advocacy groups to provide diverse perspectives and critical feedback. CAG participants were suggested by city staff, as directed by the Steering Committee. Prior to the start of the project, a list of stakeholder groups was identified for general project outreach. Those who responded were invited to participate in the CAG. Committee members could also refer individuals they believed would be valuable participants. These referrals were directed to the project team for follow-up. Final decisions regarding CAG membership were made by the Committee Chair. A formal Committee vote was not taken. The CAG met four times in a public open house format to help refine key community priorities. 471
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Public engagement involved surveys, webinars, pop-up events, and other community outreach methods. Winter Consultants was hired to lead the outreach process, and project partner agencies worked collaboratively with Winter to develop an outreach strategy tailored to their respective communities' unique needs.

The Vision Study provides improvement project recommendations, categorized into near-, medium-, and long-term recommendations:

1. Near-Term Recommendations (within 5 years):
• Establish corridor identity and maintenance programs. • Implement transit speed and reliability policy improvements. • Upgrade bicycle and pedestrian infrastructure.

2. Medium-Term Recommendations (5-10 years):
• Improve intersections and crossings for safer pedestrian and bicyclist movements.
• Enhance connectivity between neighborhoods and transit stops through walking and biking network gap closures.

3. Long-Term Recommendations (20+ years):
• Pursue grant funding to study a high-capacity, separated transit system connecting Cupertino to San Jose's Diridon Station, offering a 20-minute travel time.

This is not a prescriptive plan for immediate implementation but rather a collaborative, phased understanding to address community priorities and agency goals. The recommendations focus on near-, medium-, and long-term improvement recommendations that align with community input and policy objectives, with project delivery dependent on interagency coordination and resource availability. If jurisdictions decide to move forward with specific policies or projects, then additional local approval and funding would be required to advance those improvements.

On April 16, 2025, the Bicycle Pedestrian Commission reviewed the Stevens Creek Boulevard Corridor Vision Study and passed a motion recommending that the City Council accept the Study with specific qualifications:
 The City maintains final decision-making authority regarding any projects or recommendations contained within the Vision Study.
 The BPC reaffirms the City’s commitment to the provisions contained within Resolution 19-089.
 All projects within the City of Cupertino, including any intersection modifications, will conform to the City’s standard processes, plans, and procedures relating to public outreach and approval.
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On May 13, 2025, the Cupertino Planning Commission reaffirmed the BPC motion and voted unanimously to recommend that the Cupertino City Council accept the Stevens Creek Boulevard Corridor Vision Study, with the following additional qualifications:
 Prioritize investments in identity and maintenance.
 Prioritize investments in safety, with a focus on, but not limited to, technology and innovation such as adaptive traffic signalization and active pedestrian detection.  Prioritize cost by limiting the corridor up to Bubb Road and limiting the study of transit alternatives to grade-separated transit.
 Invest in off-corridor bicycle and pedestrian networks such as, but not limited to, the Lawrence Mitty Trail and Tamien Innu.

The acceptance of the Vision Study has been considered by all project partner agency Boards and Councils except Cupertino. The actions taken by these bodies are as follows:
 City of Santa Clara: The City Council adopted a resolution accepting the Stevens Creek Boulevard Vision Study on May 27, 2025.
 City of San Jose: The City Council adopted a resolution accepting the Stevens Creek Boulevard Vision Study on March 24, 2025.
 County of Santa Clara: The Board of Supervisors approved the Stevens Creek Boulevard Vision Study on June 17, 2025.
 Valley Transportation Authority: The Board of Directors approved the Stevens Creek Boulevard Vision Study on May 1, 2025.

Next steps for the project are still being discussed among the participating agencies but are likely to include keeping the Steering Committee and the working group in their current forms to continue conversations about the corridor’s future. Accepting the study signals Cupertino’s support of ongoing coordination efforts, but it is important to note that if the City accepts the Study, it does not constitute the City’s approval of any or all recommendations listed in the Study, and the pursuit of each recommendation would be at the discretion of each participating jurisdiction.

Sustainability Impact
No sustainability impact.

California Environmental Quality Act (CEQA)
The project is not subject to CEQA.

Fiscal Impact
There is no fiscal impact from accepting the Study.
_____________________________________
Prepared by: Matthew Schroeder, Senior Transportation Planner Reviewed by: David Stillman, Transportation Manager
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Approved for Submission by: Chad Mosely, Director of Public Works Attachments:

A – Stevens Creek Boulevard Corridor Vision Study
B – Resolution 19-089
C – Draft Resolution
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Prepared by Iteris, Inc. and Winter Consulting
December 2024
Stevens Creek Boulevard Corridor

VISION STUDY

SUMMARY OF ANALYSIS RESULTS
May 7, 2024

V I S I O N
Stevens Creek
Boulevard Corridor
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STEVENS CREEK BOULEVARD VISION STUDY | i

ACKNOWLEGEMENTS
Stevens Creek Boulevard Corridor Vision Study Corridor Steering Committee
Vice Mayor Rosemary Kamei, City of San José (Chair)
Supervisor Cindy Chavez, Santa Clara County (Vice Chair) Supervisor Susan Ellenberg, Santa Clara County
Councilmember Hung Wei, City of Cupertino
Vice Mayor Kitty Moore, City of Cupertino
Council Member Dev Davis, City of San José
Mayor Lisa Gillmor, City of Santa Clara
Board Member Margaret Abe-Koga, Santa Clara Valley Transportation Authority (VTA) Board
Stevens Creek Boulevard Corridor Vision Study Working Group John Sighamony, VTA
Tamiko Percell, VTA
David Stillman, City of Cupertino
Matt Shroeder, City of Cupertino
Chris Corrao, City of Cupertino
Ramses Madou, City of San José
David Gomez, City of San José
Jamie Sidhu, City of San José
Aaron Zeelig, City of San José
Natasha Opfell, City of San José
Wilson Tam, City of San José
Raania Mohsen, City of San José
Alex Dersh, City of San José, District 1
Michael Liw, City of Santa Clara
Nicole He, City of Santa Clara
Lesley Xavier, City of Santa Clara
Steve Chan, City of Santa Clara
Reena Brilliot, City of Santa Clara
Ben Aghegnehu, County of Santa Clara
The Study was initiated through the hard work of the previous Stevens Creek Corridor Boulevard Steering Committee which included
Vice Mayor Chappie Jones, City of San José (previous Chair) Council Member Dev Davis, City of San José
Council Member Elect, Rosemary Kamei, City of San José
Mayor Darcy Paul, City of Cupertino
Council Member Kitty Moore, City of Cupertino
Mayor Lisa Gillmor, City of Santa Clara
Council Member Anthony Becker, City of Santa Clara
Council Member Teresa O’Neill, City of Santa Clara
Supervisor Susan Ellenberg, Santa Clara County
Supervisor Cindy Chavez, Santa Clara County
Stevens Creek Boulevard Corridor Vision Study Community Advisory Group
Ofisa Pati, Asian Americans for Community Involvement (AACI) Maria Ines Ortega, Cadillac Winchester Neighborhood Association Bob Levy, City of San José District Neighborhood Leadership Group Sheng-Ming Egan, Cupertino 4 All
Seema Lindskog, Walk Bike Cupertino
Shyam “Sean” Panchal, Cupertino Chamber of Commerce
Pam Grey, De Anza College Administration
Manny DaSilva, DeAnza College
Harry Neil, De Anza College Student
Perry Penvenne, Santa Clara Bicycle and Pedestrian Advisory Committee Tracie Johnson, South of Forest Avenue Neighborhood Association Cindy Baldenazi, South of Forest Neighborhood Association Jennifer Shearin, Walk Bike Cupertino
Kirk Vartan, Local Business Owner on Corridor
Chris Giangreco, Winchester Orchard Neighborhood Association We want to send a special thank you for all who participated in the project through online, webinars, surveys, interviews and pop-up events. 476
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TABLE OF CONTENTS
Corridor Vision............................................................................................................................................................................1 Vision Statement...........................................................................................................................................................................................2 Values and Guiding Principles........................................................................................................................................................................2 Implementation Planning Process................................................................................................................................................4 Engagement..................................................................................................................................................................................................4 Implementation Plan...................................................................................................................................................................5

1. Corridor Identity and Maintenance.........................................................................................................................................................6

2. Bus Transit Speed, Reliability, and Experience........................................................................................................................................9

3. Corridor Walking and Biking Infrastructure ...........................................................................................................................................12

4. Walking and Biking Network Connections ............................................................................................................................................15

5. Crossings ...........................................................................................................................................................................................16

6. Separated, High-Capacity Transit ........................................................................................................................................................19

7. Implementation Action Summary ........................................................................................................................................................23 Tables
Table 1: Corridor On-Street Parking Utilization.......................................................................................................................................................................8 Table 2: Current and Planned Corridor Area Bicycle Facilities (in Miles)................................................................................................................................. 15 Table 3: Recommended Corridor Identity and Maintenance Implementation Actions.............................................................................................................23 Table 4: Recommended Bus Speed, Reliability, and Experience Implementation Actions.......................................................................................................24 Table 5: Capital Project Components and Cost Estimate Range ...........................................................................................................................................24 Table 6: Recommended Corridor Walking and Biking Infrastructure Implementation Actions ................................................................................................. 26 Table 7: Physically Protected Bicycle Lane Projects to Compete Corridor .............................................................................................................................27 Table 8: Recommended Walking and Biking Network Connections Implementation Actions ..................................................................................................28 Table 9: Recommended Corridor Crossings Recommended Implementation Actions............................................................................................................29 Table 10: Recommended Separated, High-Capacity Recommended Implementation Actions................................................................................................30 Table 11: Preliminary Estimate for Capital Cost of Separated, High-Capacity Transit Systems................................................................................................31 477
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Figures
Figure 1: The Stevens Creek Boulevard Corridor Vision Study Area..........................................................................................................................................1 Figure 2: Rendering of Before and After Example of Potential High-Capacity, Separated Transit in the Corridor .........................................................................2 Figure 3: An Aerial View of the Corridor Looking West.............................................................................................................................................................3 Figure 4: Incremental Actions to Reach the Corridor Vision ....................................................................................................................................................5 Figure 5: Historic Signs in the Corridor ..................................................................................................................................................................................6 Figure 6: Wayfinding Signage at Meridian...............................................................................................................................................................................6 Figure 8: Corridor Maintenance and Identity Programs ...........................................................................................................................................................7 Figure 7: Slow Speed Public Education on Stevens Creek Boulevard in San José......................................................................................................................7 Figure 9: Rapid 523 Stop Enhancements at De Anza Boulevard...............................................................................................................................................9 Figure 10: Traffic Signals in the Corridor by Operating Agency...............................................................................................................................................10 Figure 11: Bicycle Lane Protection Options .........................................................................................................................................................................12 Figure 12: Concept of Physically Separated Bicycle Lanes, Shade Trees and Bus Island on Corridor.......................................................................................13 Figure 13: Corridor Areas with Right-of-Way Constraints for Sidewalk and Bicycle Lane Implementation ................................................................................13 Figure 14 Existing Bicycle Network in the Corridor Area ........................................................................................................................................................15 Figure 15: Planned Bicycle Network in the Corridor Area ......................................................................................................................................................15 Figure 16: Protected Crossing on McClellan Road in Cupertino ............................................................................................................................................17 Figure 17: Crossing Stevens Creek Boulevard Between Valley Fair and Santana Row .............................................................................................................18 Figure 18: Conceptual High-Capacity, Separated Transit Alignment and Stations in the Corridor............................................................................................19 Figure 19: Conceptual Graphic of Before and After Implementation of Elevated High-Capacity Transit System, West of I-280 ..................................................21 Figure 20: Conceptual Graphic of Before and After Implementation of Elevated High-Capacity Transit System, West of Winchester Boulevard.........................22 Appendices
A. Engagement Summary and Tracker
B. Transit Alternatives Analysis
C. Transit Signal Operations
D. Planned Conditions
E. Parking Survey
F. Conditions Report
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CORRIDOR VISION
The nine-mile Stevens Creek Boulevard/West San Carlos Street corridor (Corridor) from Foothill Boulevard to Diridon Station is vital to Santa Clara Valley. The Corridor currently serves 100,000 residents and 80,000 jobs within ½ mile of the roadway. By 2040, these populations are expected to increase to 120,000 residents and 100,000 jobs.
• One-third of corridor residents are under 18 years old, forecast to rise to over 40 percent by 2040
• Almost 20 percent of corridor residents have an annual household income under $50,000.
• 65 percent of households speak languages other than English and over 30 percent have low English proficiency.
• 7.5 percent have a disability
• 5.5 percent live in households without an automobile
The Cities of Cupertino, Santa Clara, and San José, Santa Clara County, and the Santa Clara Valley Transportation Authority (VTA)—the local government agencies responsible for transportation in the Stevens Creek Boulevard Corridor—are committed to continuous investment for pedestrians, cyclists, transit users, and drivers. We recognize that to unlock the corridor's full potential, it is essential to have a shared vision for long-term transportation goals.

Figure 1: The Stevens Creek Boulevard Corridor Vision Study Area 479
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Recognizing the need for a unified approach, the Cities, County, and VTA partnered to develop this Vision Statement. This Vision will guide the future of the corridor, ensuring cohesive planning and the coordinated management of transportation improvements.

A Steering Committee of elected officials from the participating agencies, a community advisory group, residents, businesses, and community groups provided the necessary leadership in a cooperative planning process to create a strong and sustainable Vision to guide corridor transportation investments for the next 50 years.

Vision Statement
The Stevens Creek Boulevard Corridor transportation infrastructure changed little in the past 50 years while the area it serves grew into a worldwide hub of innovation. Therefore, we envision the transportation corridor our community deserves to support continued residential and commercial vibrancy: safe and enjoyable travel for people of every age, ability, and chosen mode.

Residents, businesses, and visitors would be served by:
• A high-capacity transit system supported by station access enhancements to connect the Cities of Cupertino, Santa
Clara, and San José from Diridon Station and Downtown San José to De Anza College within twenty minutes, with
connection to Foothill Boulevard, for reliable travel to local and regional destinations. Station areas would be wellmaintained and inviting community assets. • A stress-free and enjoyable walking and bicycling
environment. High-quality pedestrian and bicycle
infrastructure would be prioritized to connect neighborhoods to the corridor within ½ mile or 20-minute walk of transit stops.
• Safe and efficient vehicle travel would be accommodated for connections to neighborhoods, businesses, and
expressways and freeways.

This Vision would be implemented by a continuous, open, and inclusive evaluation process to promote equitable access and use.

Figure 2: Rendering of Before and After Example of Potential HighCapacity, Separated Transit in the Corridor Values and Guiding Principles
The Corridor Vision would be implemented in steps. The committed shared purpose, vision, and values of the Cities of Cupertino, San José, and Santa Clara, Santa Clara County, and the Santa Clara Valley Transportation Authority (VTA) will guide the Vision implementation process:

Ongoing Collaboration
• Continually engage and collaborate with corridor users and decision-makers.
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• Incrementally improve access, comfort, speed, and
reliability of transit.
• Embrace technological innovations.

Safety of All Corridor Users
• Eliminate transportation-related fatalities and severe injuries.
• Allow safe passage for vulnerable road users along and crossing the corridor.
• Reduce the level of stress and increase the accessibility of walking and biking,
Create a Sustainable Environment to Prioritize People
• Design for all ages, abilities, and incomes of users. • Maintain the corridor as a clean and inviting place.
• Provide green space and shade, and support native wildlife and plants.
• Foster enjoyable public space.
• Support reduction in greenhouse gas emissions from
transportation.

A Transit Corridor
• Increase transit frequency and speed.
• Favor transit travel time over auto travel time in roadway operations.
• Improve access and comfort of waiting for transit.
• Implement a high-capacity, separated transit service in the corridor.

Convenience and Connectivity
• Improve the convenience of travel for people.
• Ensure access and connectivity for all travelers through investment to meet resident and business needs.
• Enhance neighborhood and business access.

Figure 3: An Aerial View of the Corridor Looking West
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IMPLEMENTATION PLANNING PROCESS
The Vision Implementation Plan serves as a framework for actions to achieve a shared Vision for the Corridor. Implementation will occur incrementally on separate project development timelines, involving distinct processes and leadership. Some items will be addressed through routine maintenance or administrative actions at the agency level, while others necessitate months or years of design and development, requiring newly identified funding sources and multijurisdictional cooperation.

Regardless of the specific implementation approach, each component of the Corridor Vision contributes to the overarching goal of safe and enjoyable travel for people of all ages, abilities, and chosen modes. The implementation planning process aligns with the Vision Statement, assessing various options.

Strategies and improvements are drawn from the VTA Community Design and Transportation Manual, refined to match local City and County specifications and standards, ensuring alignment with the area’s unique character.

Engagement
The Vision Statement for the Corridor was developed through extensive community input. Key community needs identified included addressing excessive vehicle speeds, improving safety, enhancing walkability, and achieving a better balance of transportation modes. To realize this vision, the community prioritized improved transit service, complete streets, better integration with the local community, and enhanced connections within the Corridor. Implementation efforts focus on key priorities such as upgraded bicycle lanes, improved streetscape design (including shade trees), transit infrastructure and service investments, and safer pedestrian crossings. 482
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IMPLEMENTATION PLAN
The Vision would be implemented by a continuous, open, and inclusive evaluation process to promote equitable access and use.

The Vision for the Stevens Creek Boulevard/West San Carlos Street Corridor will be implemented cooperatively among Corridor jurisdictions, transportation agencies, and the Corridor residential and business communities.

Investment in improving the multimodal transportation conditions in the Corridor should not wait for separated high-capacity transit, near-term actions can start to improve conditions for today’s users while creating an environment that better leverages future long-term investments. The six (6) recommended implementation components provide a structure to deliver near-term and long-term benefits of the Corridor Vision are:

Near Term (actions with about a 5-year development period) – These actions can be implemented in short timeframes with nearterm benefits.

1. Implement corridor identity and maintenance program(s) to support Corridor businesses and neighborhoods.

2. Improve bus transit speed, reliability, and experience.

3. Implement walking and bicycling infrastructure on the Stevens Creek Boulevard/West San Carlos Street Corridor with an emphasis on physically protected bicycle lanes while maintaining access to driveways.

4. Build out and enhance pedestrian and bicycle network parallel, across and connecting to the Corridor.

The near-term actions would also include the initiation of project development and funding for the high-capacity, separated transit service.

Near to Medium Term (actions with about a 10-year development period) – These actions require more development time due to their complexity and cost. Actions within the next five years will initiate priority projects.

5. Improve intersections and crossings to minimize
inconvenience and maximize safety for all users.

Long Term (actions with at least a 20-year development period) – The Vision of a separated, high-capacity transit service in the Corridor will require considerable time, effort and funding from each Corridor agency. The next step in the project development process is to secure funding for preliminary engineering and alternatives analysis, environmental review and the selection of a locally preferred alternative (LPA).

6. Separate transit from other vehicle operations for highcapacity transit service.

While individual projects would have their own development process with rigorous public engagement, the Corridor agencies should continue their cooperation at the staff and elected official level to bring the Corridor Vision to reality as shown in Figure 4.

Figure 4: Incremental Actions to Reach the Corridor Vision 483
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1. Corridor Identity and Maintenance
The Corridor businesses, neighborhoods, civic groups and government agencies will define a Corridor brand identity(ies) as a premier regional destination to live, work, and shop. These groups will also collaborate to maintain the historic resources, condition of infrastructure and cleanliness of the Corridor.

Transportation infrastructure that complements the community supports environmental, economic, and social considerations to create value to the people who live, work, and shop in the Corridor.

Maintenance of an attractive and clean environment to leverage the unique corridor identity for the enjoyment of residents, workers, and shoppers requires organization and resources.

Corridor Plans
The City of Cupertino Heart of the City and Monta Vista Specific Plans, City of Santa Clara Stevens Creek Boulevard Focus area and City of San José Stevens Creek, Valley Fair/Santana Row, and West San Carlos Urban Villages each envision as streetscape that accommodates more walking, biking, rolling and transit activity. The plans will be implemented through a variety of physical infrastructure and placemaking development actions consistent with the character of a multimodal commercial street. VTA’s Community Design and Transportation Manual further details the relationship of transportation and public life that inform the recommendations of the Corridor Vision Implementation.

Historic Preservation of Signs
The Stevens Creek Boulevard and West San Carlos Street Corridor is home to several vintage and historic signs—predominately in the googie, mid-century style. Current historic signs in the Corridor such as the Safeway (former Futurerama Bowl) Sign, Western Appliance Sign, and the Y Not Sign continue to define a futurelooking aesthetic.

Figure 5: Historic Signs in the Corridor
Transportation Service Signage
The identity of the transportation services and connections of the Corridor have limited visibility.

Transit identity can take a larger
role in the Corridor’s identity
through wayfinding signage,
real-time transit information,
and better identified transit
stops which allow for better
awareness and utilization of the
Corridor transportation assets.

Wayfinding signage can be used
to direct travelers from the
Corridor to routes which
provide connections across
barriers such as the Cypress
Avenue Bridge over I-280.

Figure 6: Wayfinding Signage at Meridian
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District Management and Maintenance Organizations
Management of public space is usually conducted by municipalities or adjacent landowners, however in some parts of the Corridor, business districts and chambers of commerce were formed to provide business development, clean and maintain public space, provide beautification, create a civic forum, and sponsor events and promotions. These organizations include:
• West San Carlos Street Neighborhood Business District Association
• Winchester Neighborhood Business District
• Cupertino Chamber of Commerce
Figure 8: Corridor Maintenance and Identity Programs
Vehicle Speed Limit
The Corridor speed limit is 35 miles per hour in most locations except for the segment between Lawrence Expressway and
Harold Avenue which has a speed limit of 40 miles per hour. It is recommended this segment’s speed limit be reduced to 35 miles per hour for consistency and more appropriate
conditions for bicyclists.

Vehicle Speed Reduction Enforcement and Education
Enforcement of speed limits and traffic safety
education can improve safety and comfort for
residents, workers and visitors to the Corridor. The
physical character of the roadway gives the
impression of a higher-than-posted speed limit of 35
miles per hour (40 miles per hour from Lawrence
Expressway to Harold Avenue). In advance of implementing infrastructure to actively or passively reduce vehicle speeds, enforcement can be an effective near-term action to address vehicle speed in the Corridor. Speeding is the largest primary traffic collision factor in the Stevens Creek
Boulevard Corridor (30% of
collisions), followed by
related driver factors of
failure to heed traffic signals
or signs (19%), improper
turning (19%), and violations
of vehicle right-of-way (12%).

Deployment of periodic
speed enforcement and
vision zero education
campaigns complement
physical infrastructure
countermeasures to reduce
vehicle speeds.

Figure 7: Slow Speed Public Education on
Stevens Creek Boulevard in San José
On-Street Parking
On-street parking can be an important component of a vibrant commercial corridor. A significant portion of the Stevens Creek Boulevard/West San Carlos Street has on-street parking in the Cities of San José and Santa Clara sections of the roadway. A parking utilization survey in May 2024 analyzed the use of 1,736 parking spaces: 885 directly on Stevens Creek Boulevard/West San Carlos Street, and 851 spaces within 200 feet of the Corridor on adjacent streets. Parking utilization ranged from 30 percent of spaces to 70 percent of spaces depending on location and time of day. As shown in Table 1, the highest utilized section on the Corridor was between Lincoln Avenue and Shasta Avenue and the highest utilized side streets were in the Saratoga Avenue to Richfield Drive section of the corridor.

Source: San José Business Improvement District, Discover Santa Clara, Cupertino Chamber of Commerce
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Table 1: Corridor On-Street Parking Utilization
Overall, on-street parking is well utilized throughout the Corridor, especially in areas where businesses are on small lots with limited off-street parking. Preservation of adequate parking is a key consideration for the overall design of the corridor roadway right-ofway, however curbside management which includes consideration of parking turnover, passenger vehicle and transit loading access, commercial loading, bicycle and pedestrian safety as factors should be continued practice to maximize access, mobility, and safety. Any proposed removal of on-street parking in the future should be studied further in coordination with the adjacent land
uses/properties.

During the course of the study, the use of the median for car hauler loading and unloading was mentioned as part of the balance of use in the public right-of-way since alteration of this condition would push the activity to neighborhood side streets.

Recommended Corridor Identity and Maintenance
Implementation Actions for Consideration by Agencies
• Convene businesses and business groups to explore:
o Joint advertising and branding opportunities.
o Marketing and special events
o Public safety and hospitality
o Small business grants/loans
• Communicate business resources to Corridor businesses • Coordinate street cleaning and maintenance including
graffiti removal and sidewalk and vegetation maintenance • Reduce the speed limit to 35 miles per hour from Lawrence Expressway to Harold Avenue
• Coordinate vehicle speed enforcement and speed education efforts
• Develop a process for ongoing community input and
engagement for corridor issues through the Stevens Creek Boulevard Corridor Steering Committee
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2. Bus Transit Speed, Reliability, and
Experience
The Corridor Cities and the County will work with VTA to implement bus speed, reliability and experience improvements in the Corridor.

Buses provide the primary transit mode along the Stevens Creek Boulevard Corridor—the lines serving the corridor are on VTA’s Frequent Network. The improvement of service speed, reliability, and experience is the responsibility of VTA and the Cities and County that own and operate the infrastructure utilized by the bus system.

Since buses in the corridor share the roadway infrastructure with other vehicles, designing and operating the roadway with transit vehicles and riders at the forefront can bring better service, encourage more transit riders, and support affordable and environmentally friendly transportation.

Buses primarily operate in the outside (3rd) lanes of the Corridor with a frequency of about every 10 minutes between the 23 and 523 service. More than 80 percent of the bus stops are locations where the bus stops in the 3rd lane or in a bicycle lane area which blocks the 3rd lane vehicles behind it during stops. The speed limit of 35mph on Stevens Creek can have safety implications for mixed lane operations: in 2020 a motorist fatally rear-ended a VTA bus which was slowing down for a bus stop.

The City of San José General Plan designated the Corridor a Grand Boulevard where the needs of transit vehicles and riders are given priority over other modes of travel. In 2022, the City of San José passed a “Transit First Policy” which further motivates San José to improve transit operations and access on Grand Boulevards.

There are 89 intersections and 74 bus stops (both directions) along the Corridor. The Cities of Cupertino and Santa Clara, as well as San José, partnered with VTA to implement new shelters, seating, lighting, and associated improvements at VTA Rapid 523 bus stops in 2018. The Rapid 523 service operates approximately 22 percent faster than the Local Route 23 service due to stop consolidation, alldoor boarding, and limited signal priority operations. In addition, through VTA’s Bus Stop Balancing program six eastbound and four westbound low ridership or redundant stops were removed.

Other transportation services operating in the corridor include the public Silicon Valley Hopper on-demand shared service in Cupertino and Santa Clara, private employee buses for large employers, and private transportation network companies. Efficiency through the intersections and access to and quality of the bus stops are the focus of the following bus speed, reliability, and user experience improvements.

Figure 9: Rapid 523 Stop Enhancements at De Anza Boulevard Transit Signal Priority
Traffic signals that adjust signal green time based on transit vehicle proximity currently have limited implementation in the Corridor, despite corridor-wide infrastructure and technology in place. An administrative policy for the four agencies operating signals in the Corridor (the Cities of Cupertino, Santa Clara, and San José and the County of San José) to cooperate with VTA to implement a corridorwide transit signal priority through a centralized system would be expected to reduce VTA Rapid 523 travel time by 14% and VTA Local 487
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23/51 service by 12%, saving 5.5 minutes and 5.9 minutes for end to end trips respectively.

Queue Jump
A designated waiting areas for buses at the front of an intersection along with leading bus-only green time is referred to as a queue jump. This treatment would be effective at the San Tomas Expressway intersection because the intersection is synchronized north/south to the expressway and therefore could not be a part of the east/west Corridor transit signal priority. This queue jump treatment would be expected to save up to 12 seconds per bus trip through the intersection running east/west or a 0.5% travel time savings for Corridor end-to-end trips.

Figure 10: Traffic Signals in the Corridor by Operating Agency Bus Boarding Islands
Bus boarding islands allow in-lane boarding and remove bus stops from bicycle lanes while providing additional safety protection for cyclists. Implementation of bus boarding islands reduces the amount time of buses spend at a stop and would move bus loading out of bicycle lanes along the Corridor. Full implementation in the Corridor is expected to reduce VTA Rapid 523 travel time by 2.1% and VTA Local 23/51 service by 6.1%, saving 50 seconds and 3.1 minutes for end-to-end trips respectively. The higher travel time savings for local service is due to the higher number of stops in the Corridor.

Real-Time Information
VTA provides real-time arrival and service alert information through a mobile app called Transit and at stop digital signage at light rail and bus rapid transit stations. Provision of this information on digital signs at stops in the Corridor would be a major improvement to rider comfort and understanding of vehicle arrival time.

Transit Experience Improvements
VTA and the Corridor municipalities recently made investments in transit user experience in the corridor through improved shelters, lighting, seating, accessibility, and bicycle racks on buses. Corridor municipalities continue to address fixing cracked sidewalks, tripping hazards, and adding concrete bus pads where asphalt has been impacted by frequent stopping. There will need to be periodic, ongoing capital maintenance activities to maintain the stop areas in a state of good repair.

Curbside Transit/Business Access Lanes
Transit lanes use pavement markings to prioritize buses for improvement to transit speed and reliability. Curbside bus lanes are accessible to emergency vehicles and any other vehicle for rightturns at intersections, driveways, parking maneuvers. Curbside transit lanes can also enhance the visibility and branding of transit service, and provide better visibility for vehicles entering and exiting the roadway from driveways and neighborhood side streets and can also be signed as Business Access and Transit Lanes. Given the width of the roadway and predominately three-lane in each direction configuration, curbside transit lanes could be implemented with limited change to current on-street parking.

Recommended Bus Speed, Reliability, and Experience
Implementation Actions for Consideration by Agencies
• Complete an administrative policy for the four agencies operating signals in the Corridor (the Cities of Cupertino, Santa Clara, and San José and the County of San José) to 488
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cooperate with VTA to implement a corridor-wide transit signal priority through a centralized system.
• Design and Transportation Manual (CDT) and VTA’s Speed and Reliability Program. VTA will develop a speed and
reliability improvement plan for the frequent network routes of 23, 51, and 523 with a Working Group of Corridor Agencies where priorities, funding and phased implementation.
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3. Corridor Walking and Biking
Infrastructure
Residents, businesses, and visitors would be served by a stressfree and enjoyable walking and bicycling environment through the implementation of protected, buffered, or separated bicycle facilities the length of the Corridor including protection at intersections. Where sidewalks are not to current standard, they will be improved through dedications of new development.

Balancing modes in the Corridor requires additional promotion of infrastructure for walking and biking. Investment in walking and bicycling infrastructure supports transit riders by providing easier and more pleasant stop access.

The streetscape of Stevens Creek Boulevard and West San Carlos Street has remained largely unchanged in the last 50 years, even as the communities it serves have grown and diversified. Key improvements to modernize and transform the roadway into a valuable community asset include upgrading bicycle facilities, ensuring sidewalks meet current width standards, and installing and maintaining shade trees.

Protection for Bicyclists
According to the National Association of City Transportation Officials (NACTO), protected bicycle lanes should be installed when vehicles travel at speeds of more than 25 miles per hour on a consistent basis. Given the speed limit is predominately 35 miles per hour or higher in the Corridor, the physical separation of bicycle lanes is prudent for safety and comfort. The City of Cupertino is currently implementing physically separated bicycle lanes along Stevens Creek Boulevard, and the Cities of Santa Clara and San José plan to implement bicycle separation along the Corridor.

Figure 11: Bicycle Lane Protection Options
Physical bicycle lane separation would include clear space and clear sight lines for vehicles accessing driveways. It may also include additional safety treatment for vehicle egress/ingress at driveways.

Buildout Sidewalk Width
While sidewalks are present the entire length of the Corridor, 85 percent of the sidewalks are narrower than the standards within their respective City. Generally, the sidewalks in the Valley Fair/Santana Row area and parts of Cupertino are the widest in the Corridor. The Corridor has several legacy driveways which slope through the sidewalk area. Each of the Corridor Cities’ current standards separate the sidewalk area from the driveway apron to provide for minimal sloping though the pedestrian walking space which should be implemented as adjacent buildings are developed.

Pedestrian Infrastructure Enhancements
Whether someone is walking to a restaurant, business, or residence from a parked car or bike, from an adjacent neighborhood, or from a transit stop, high-quality pedestrian infrastructure is important.

Sidewalk extensions can be used to shorten intersection crossing distances and improve pedestrian visibility. Median refuge islands Source: San José Better Bike Plan, City of San José
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are a treatment at physically large, busy signalized intersections with long crosswalks. These facilities can provide a safe midpoint for two-stage intersection crossings. Leading pedestrian intervals at signalized intersections allow pedestrians to cross at intersections before vehicles are given a green signal and gives pedestrians priority over turning-vehicles. While conventional street lights are intended to illuminate the roadway for vehicles, pedestrian-oriented lighting illuminates sidewalks and crosswalks to enhance the comfort and safety of walking at night.

Figure 12: Concept of Physically Separated Bicycle Lanes, Shade Trees and Bus Island on Corridor
Shade Trees
Shade trees are sparse in the Corridor. Only 45 percent of blocks have any trees present, and only 23 percent of blocks have trees on both sides of the roadway. Maintenance of a healthy urban forest and green infrastructure lowers the temperature at ground level, reduces glare, reduces stormwater run-off, and provides for native wildlife.

Right-of-Way Constraints
The corridor right-of-way varies block-to-block; however, the Corridor can be characterized by seven generalized segments by the types of transportation infrastructure in place:

A. Cupertino two to four lanes
B. Cupertino six lanes
C. San José/Santa Clara six lanes
D. Valley Fair/Santana Row six lanes
E. West San Carlos Street four lane no current bicycle lane F. West San Carlos Street four lane with bicycle lane
When applying sidewalk, bicycle lane, and vehicle lane standards to the existing right-of-way, areas with constrained right of way are indicated in several sections of the corridor as shown in Figure 13.

Figure 13: Corridor Areas with Right-of-Way Constraints for Sidewalk and Bicycle Lane Implementation 491
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While these constraints do not limit the feasibility of implementing improvements in the current corridor right-of-way, they do indicate some deviation from standard design may be necessary to meet mobility goals without impacting adjacent land use.

Corridor Walking and Biking Infrastructure Recommended
Implementation Actions for Consideration by Agencies
• Physically protect/separate/buffer bicycle lanes on Stevens Creek Boulevard and West San Carlos Street to provide
separation of bicyclists from vehicle while maintaining access to driveways.
• Widen sidewalk widths consistent with City standards
through dedications by new land use development.
• Plant shade trees on the sides of the Stevens Creek
Boulevard and West San Carlos Street Corridor. This would be developed within an urban forestry framework with
sustainable funding for tree maintenance.
• Review locations for installation of median refuge islands • Review the potential for leading pedestrian intervals at signalized intersections (LPIs).
• Implement pedestrian-oriented lighting when street lighting is installed or replaced in the corridor.
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4. Walking and Biking Network Connections
Residents, businesses, and visitors would be served by highquality pedestrian and bicycle infrastructure prioritized to connect neighborhoods to the corridor within a 20-minute walk of transit stops through the implementation of bicycle and pedestrian plans.

The Vision of the Corridor as a multimodal roadway is to be supported by strong connections to walking and bicycling networks.

This allows non-motorized travel for access to transit services and commercial and residential areas.

Each Corridor agency provide improvements to walking and bicycling infrastructure in the Corridor area (within ½ mile of the Corridor). The current and planned status of bicycle infrastructure based on each of the Corridor City’s bicycle plans is shown in Table

2. Overall, the bicycle network is planned to be expanded by 50 percent –from approximately 80 miles of facilities to 120 miles of facilities. This expansion includes a major investment in 68 miles of new or converted trails and protected, buffered, or separated bikeways. This would bring the proportion of the separated bikeway network from 11 percent to 63 percent in the Corridor area.

Table 2: Current and Planned Corridor Area Bicycle Facilities (in Miles) Implementation of Bicycle and Pedestrian Plans
Each Corridor agency has plans to design, fund, and construct projects to implement bicycle and pedestrian improvements. These are also supplemented by safety planning such as Local Roadway Safety Plans, Safety Action Plans, Safe Routes to School, Vision Zero Programs, and the VTA Bicycle Technical Guidelines.

Implementation of active transportation improvements should consider the accommodation of electric powered bicycle, scooters, and other micromobility to ensure emerging modes support, not conflict with walking and bicycling.

Priority Implementation Actions
The following is a sample of the 70+ parallel and connecting walking and biking network improvements prioritized by the Community Advisory Committee:
• Pruneridge Avenue Complete Streets Project (City of Santa Clara)
• Moorpark Avenue Traffic Safety Project (City of San José) • De Anza Blvd Buffered Bike Lanes (City of Cupertino)
• Lawrence Mitty Park Trail (City of Cupertino)
Figure 14 Existing Bicycle Network in the Corridor Area Figure 15: Planned Bicycle Network in the Corridor Area Bicycle Facility Type Current Planned
Trail 4.5 12.6
Buffered/Separated Bikeway 4.6 64.5
Unbuffered Bike Lane 52.6 14.3
Bicycle Boulevard/Route 18.9 30.2
Subtotal – Protected Network 9.0 77.0
Total 80.5 121.5
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5. Crossings
Crossings in the Corridor Area will be upgraded for accessible, consistent infrastructure that protects vulnerable users, considers transit access, and ensures direct connections. Safe and efficient vehicle travel would also be accommodated for connections to neighborhoods, businesses, and expressways and freeways.

Crossings of the Corridor whether at intersections, at midblock locations or across natural barriers, are important to maintain connectivity among neighborhoods, parks, commercial areas and access to corridor transit services.

From 2016 to 2022 there was an average of 188 collisions per year in the Corridor overall and 23 collisions per year involving bicycles or pedestrians—75 percent of which occurred within 250 feet of an intersection. Half of vehicle/vehicle collisions resulted in injuries, while 93 percent of collisions involving bicycles and 97 percent of collisions involving pedestrians resulted in an injury. Collisions involving a bicycle or a pedestrian were also five times as likely to result in a serious injury or fatality. Therefore, special attention to the treatment of vulnerable road users at these crossings should be made to ensure conflicting movements do not become collisions.

The Corridor Cities and the County are conducting Local Roadway Safety Plans (LRSPs), Safety Action Plans and Vision Zero Plans with specific actions to address intersection and systemic safety. For example, three Corridor intersections for recommended
improvements identified in the City of Cupertino’s LRSP: Stevens Creek Boulevard at De Anza Boulevard, Bandley Drive and Blaney Avenue.

Enhanced Crossings for Pedestrians and Bicycles
Marked and highly visible crosswalks help define where pedestrians can conveniently and predictably cross streets. While the California Vehicle Code requires drivers to yield to pedestrians in any crosswalk, whether marked or unmarked.

Streetscape design should prioritize crosswalks as an essential element of the pedestrian environment, rather than interruptions to vehicles. Due to the low approach angle at which drivers view pavement markings, incorporating parallel stripes alongside or instead of standard perpendicular markings can greatly enhance the visibility of crosswalks for oncoming traffic. Therefore, to improve crosswalk visibility ‘standard’ crosswalks delineated by two lines perpendicular to the vehicle lanes should be replaced with ‘continental’ crosswalks with lines parallel to the roadway or ‘ladder’ crosswalks with both the standard perpendicular delineation lines and the parallel continental lines or ‘zebra’ crosswalks with diagonal lines.

Currently 79 percent of crosswalks across Stevens Creek Boulevard/West San Carlos Street are high-visibility continental or ladder crosswalks, while only 47 percent of crosswalks along (across side streets) are high visibility crosswalks.

Other enhancements for crossings include pedestrian-oriented lighting, audible cues announcing roadway location (as installed at the Kiely Boulevard/Stevens Creek Boulevard intersection) , tactile or colored waiting areas and crossings, automatic detection of pedestrians and bicyclists and adjusted crossing times that vary with the crosser.

Curb Extensions and Protected Intersections
Intersections are primarily designed for processing vehicles and managing vehicle conflicts. Bicycle and pedestrian oriented intersection treatments narrow the crossing length and provide dedicated intersection space for vulnerable users.
• Curb Extensions widen the sidewalk area into the
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of right-turning vehicles, and creating shorter crossings for pedestrians. They also improve the visibility of pedestrians to drivers.
• Protected Intersections for bicycles create additional space on the sides and through intersections for bicyclists and pedestrians. Buffers, generally raised curbs, separate bike lanes on the sides and corners of the intersection and bicycle lanes are striped next to crosswalks through the intersection. Similar to curb extensions, these treatments create waiting areas while making vulnerable users more visible to slower right-turning vehicles.

Figure 16: Protected Crossing on McClellan Road in Cupertino Connections Across Barriers
The Stevens Creek Boulevard Corridor is the longest continuous east/west roadway in the study area: other than I-280, there is not a parallel roadway which makes the full connection from Cupertino to San José in the study area.

The physical barriers in the Corridor, both natural and man-made from west to east are:
• Stevens Creek
• Union Pacific Rail Tracks
• State Route 85
• Calabazas Creek
• Saratoga Creek
• Lawrence Expressway
• San Tomas Expressway
• I-880/State Route 17
• Los Gatos Creek
• VTA Green Line and Blue Line Light Rail Tracks
Stevens Creek Boulevard and West San Carlos Street cross over or under each of these physical barriers. Other facilities which cross barriers in the Study Area are:
• Saratoga Creek Pedestrian Bridge in Santa Clara
• Cypress I-280 Overcrossing in San José
• Tisch I-280 Overcrossing in San José
• Midtown-Fruitdale I-280 Crossing in San José
• Los Gatos Creek Trail I-280 Undercrossing in San José • Parkway Park San Tomas Expressway Overcrossing in Santa Clara
Improved wayfinding and identifying signage of these important crossings can enhance their usage and access among Corridor area routes for bicyclists and pedestrians.

Planned crossings in the study area for pedestrians and bicycles are:
• SR-85 Overcrossing from Grand Ave to Mary Ave in Cupertino • Saratoga Creek Trail north of Sterling-Barnhart Park and create a feasible pedestrian and bicycle connection design Source: City of Cupertino
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to Stevens Creek Boulevard under I-280 and adjacent to
Lawrence Expressway connecting the cities of Cupertino, San José, and Santa Clara
• San Tomas Expressway Overcrossing (Greenlee Drive to
Coakley Drive/Constance Drive) in San José
• Carmen Road Bridge in Cupertino
Corridor Crossings Recommended Implementation Actions for Consideration by Agencies
Initiate priority intersections and crossings projects to minimize inconvenience and maximize safety for all users. These include:
• Implement enhanced, high-visibility crossings for
pedestrians and bicyclists.
• Implement curb extensions and protected intersections. • Prioritize crossings of barriers for pedestrians and bicycles • Review key hot spots for crossing improvements such as Monroe Street and Stevens Creek Boulevard at I-880 for
potential reconfiguration to accommodate clearer travel patterns for all modes.

Figure 17: Crossing Stevens Creek Boulevard Between Valley Fair and Santana Row
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6. Separated, High-Capacity Transit
Residents, businesses, and visitors would be served by a highcapacity transit system supported by station access enhancements to connect the Cities of Cupertino, Santa Clara, and San José from Diridon Station and Downtown San José to De Anza College within twenty minutes, with connection to Foothill Boulevard, for reliable travel to local and regional destinations.

Station areas would be well-maintained and inviting community assets.

A high-capacity transit system separated from the roadway would allow for a 20-minute connection from De Anza College in Cupertino to Diridon Station and/or Downtown San José. Potential stations could be at Diridon Station or Downtown San José, Meridian, Bascom, Winchester, Saratoga. Lawrence, Wolfe, and De Anza College.

The key components of the system would be easy access to a system to carry large numbers of people quickly along the Corridor.

The vibrant public spaces and central hubs characteristics of a separated, high-capacity transit system highlight the tradeoffs between transit and personal automobile travel. While automobiles will continue to play a significant role in the transportation system, they cannot address future transportation demands without increasing congestion. In contrast, a high-capacity system offers unique
opportunities to meet these needs while delivering high-quality service that aligns with principles of human-scale design, universal accessibility, and support of activity centers.

This system could provide reliable and safe connections among major connections in the South Valley with short travel times in an environmentally friendly way without adding to traffic congestion.

The high initial capital cost is the primary barrier to implementation.

However long-term cost savings to users and value to supporting neighborhoods and businesses with a sustainable, high-quality transportation service bring enduring benefits to the community.

At-grade separated transit could be side or center running transit separated / delineated either with hardscape (i.e., concrete curbs or plantings) or quick-build materials such as paint and plastic posts.

Preliminary analysis included in Appendix B indicates elevated transit in the Corridor would cost approximately $1.7 billion while underground transit in the Corridor would cost about $2.8 billion.

Combined with bus speed, reliability, and experience
improvements, the number of transit users in the Corridor would be expected to double over current conditions.

While the placement of guideway and type of vehicle used is not specified in this Vision Study, there was a clear community preference for an elevated fixed-guideway transit service.

Figure 18: Conceptual High-Capacity, Separated Transit Alignment and Stations in the Corridor 497
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Alternate Alignment Along I-280
In response to the City of Cupertino's Resolution No. 19-089, an alternate high-capacity transit alignment along I-280 is being considered. This alignment aims to address concerns regarding potential traffic impacts on Stevens Creek Boulevard that may result from Plan recommendations, while meeting the goal of enhancing regional connectivity. The I-280 corridor offers unique opportunities for integrating a high-capacity transit system that minimizes disruptions to surface street operations.

The proposed I-280 alignment would complement, rather than replace, the Stevens Creek Boulevard route. While the Stevens Creek Boulevard alignment focuses on connecting key local destinations with frequent stops, the I-280 route could provide a faster route between De Anza College and Diridon Station. This dualcorridor approach allows for a more flexible system that meets both local and regional transportation needs.

Key connections will be established through Cupertino's welldeveloped bicycle and pedestrian network, including the 3-mile offstreet Tamien Innu Trail stretching from Mary Avenue to Vallco Parkway. Separated bikeways along Mary Avenue will offer a direct north-south route from the Don Burnett Bridge to De Anza College.

Additionally, Class IV bikeways surrounding the Wolfe Road interchange modernization project will provide convenient access for both shoppers at Main Street Cupertino and visitors to the redeveloped Vallco Shopping Center.

Further analysis is recommended to evaluate the feasibility and potential benefits of a high-capacity transit alignment along I-280.

Including this alignment in future studies could enhance the Corridor Vision by providing additional options to meet transportation demands.
1 https://www.transit.dot.gov/regulations-and-guidance/key-factorssuccessful-project-implementation Implementation Approach
Implementing a new transit line is complex and requires sustained effort by champions at the agency staff and elected official levels.

As the County’s transit agency, VTA is best positioned to be the lead agency for the project. However, partnership with the Corridor municipalities is necessary for successful implementation as major improvements such as any grade separation would need Council or Board approval by individual agencies.

The project would likely be a part of the Federal Transit Administration (FTA)’s Capital Investment Grant/Expedited Project Delivery (CIG/EPD) Pilot program. Fortunately, VTA, the County of Santa Clara, San José and Santa Clara have experience with this program as the BART Silicon Valley Phase II Project was part of the CIG/EPD pipeline.

Paraphrasing FTA’s key factors for successful project
implementation1 of a major transit capital program involves adequate project management and project control practices to manage:
• Input during planning, design and scoping phases
• Right-of-way acquisition
• Schedule
• Cost Estimating and budget
• Public engagement, information and communication
• Fair and comprehensive contracting documents
• Adequate underground investigation during preliminary engineering
• Successful coordination with public utilities
• Realistic and independently determined constraints and expectations.
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Figure 19: Conceptual Graphic of Before and After Implementation of Elevated High-Capacity Transit System, West of I-280
Specific considerations for implementation of an elevated transit service in the Stevens Creek Boulevard/West San Carlos Street Corridor based on engagement are:
• Elevated transit stations could also provide crossings above Stevens Creek Boulevard for bicyclists and pedestrians. 2 https://www.sanjoseca.gov/your-government/departmentsoffices/transportation/transit/airport-connector • Spacing between pillars/footings should be adequate to maintain a two-way left turn lane in the shared Santa
Clara/San José section of Stevens Creek Boulevard for the loading and unloading of car carriers serving car dealerships. • Light rail as well as innovative vehicle and service models should be explored.
• Coordination with the SJC Airport Connector2 project which could be expanded into the corridor.
• Review potential connections options to Diridon Station and Downtown San José.
• Collaborate with Corridor partners to study the feasibility of a parallel high-capacity transit alignment along I-280. • Assess how the I-280 alignment could integrate with the primary Stevens Creek Boulevard route through various
connections, offering a variety of transit options for local access.
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Recommended High-Capacity Transit Implementation Actions for Consideration by Agencies
The next phase of project development consists of preliminary engineering and alternatives analysis, environmental review and the selection of a locally preferred alternative (LPA). This would be followed by the funding commitments to complete engineering and final design and then a full funding grant agreement from outside funding partners (generally FTA) for construction.

As a new project, securing funding for development and
construction will be vital to implementation. The high-capacity, separated transit concept was included in Plan Bay Area 2050 (as a placeholder light rail service expansion) through the joint cooperation of Corridor agencies. It is currently being evaluated for inclusion in the upcoming Plan Bay Area 2050+. However, inclusion in these documents does not guarantee funding. Furthermore, Santa Clara County Measure A funds likely could not be used for further development of a separated transit option as the funds for transit are focused on bus speed and efficiency improvements.

Therefore, the best option is to secure competitive state or federal grant funds through programs such as: SB 1 programs of Solutions for Congested Corridors Program or Local Partnership Program administered by the California Transportation Commission or the Federal Transit Administration Pilot Program for Transit-Oriented Development Planning or Accelerating Innovative Mobility Program or US Department of Transportation Rebuilding American
Infrastructure with Sustainability and Equity Program.

It is recommended a cooperative grant funding strategy be pursued by the Corridor agencies to place the high-capacity, separated transit service project forward for multiple competitive grant funding programs.
3 https://www.vta.org/projects/eastridge-bart-regionalconnector#accordion-environmental-documents Example Project Development Timeline
A project development timeline was developed based on the Eastridge to BART Regional Connector3 timeline:
• Preliminary Engineering of three years (2025-2028)
• Design and Engineering of two years (2029-2030)
• Environmental Clearance of five years (2031-2036)
• Utility Relocation of two years (2037 – 2039)
• Construction of five years (2040-2045)
Figure 20: Conceptual Graphic of Before and After Implementation of Elevated High-Capacity Transit System, West of Winchester Boulevard 500
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7. Recommended Implementation Actions For Consideration by Agencies Summary 1 Corridor Identity and Maintenance Implementation
Table 3: Recommended Corridor Identity and Maintenance Implementation Actions Action Responsible agencies Next Step

1.1 Corridor Business Forum Cities of Cupertino, Santa Clara, and San José, and the County of Santa Clara
Convene Corridor Business Forum

1.2 Street cleaning and maintenance coordination Cities of Cupertino, Santa Clara, and San José, and the County of Santa Clara
Staff-level coordination of maintenance
activities

1.3 Set the speed limit to 35 miles per hour from
Lawrence Expressway to Harold Avenue
Cities of Santa Clara and San José Conduct Engineering and Traffic survey

1.4 Communicate business resources to Corridor
businesses
Cities of Cupertino, Santa Clara, and San
José, and the County of Santa Clara
Develop summary of eligible grants and loan
programs for businesses

1.5 Coordinate vehicle speed enforcement and
speed education efforts
Cities of Cupertino, Santa Clara, and San
José, and the County of Santa Clara
Implement Vision Zero and Speed Reduction
Public Education
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2 Bus Speed, Reliability, and Experience Implementation Table 4: Recommended Bus Speed, Reliability, and Experience Implementation Actions Action Responsible agencies Next Step

2.1 Complete an administrative policy for corridorwide transit signal priority through a centralized system
Cities of Cupertino, Santa Clara, and San
José, County of Santa Clara, and VTA
Administrative policy for the four agencies
operating signals in the Corridor (the Cities of
Cupertino, Santa Clara, and San José and the
County of San José) to cooperate with VTA to
implement a corridor-wide transit signal
priority through a centralized system.

2.2 Develop a program of Corridor bus speed,
reliability and experience improvements
Cities of Cupertino, Santa Clara, and San
José, County of Santa Clara, and VTA
Work with VTA to develop improvement plan
in partnership with a Working Group
composed of Corridor agencies
Table 5b: Capital Project Components and Cost Estimate Range Potential Capital Component Responsible Agencies Unit Cost Quantities Cost Estimate Range
Develop Transit Signal Priority
Policy
Cities of Cupertino, Santa Clara, and San José
with VTA Implemented through staff coordination
Queue Jump at San Tomas
Expressway County of Santa Clara with VTA) $1.25m - $1.5m San Tomas Expressway $1.25m - $1.5m Bus Bulbs/Islands Cities of Cupertino, Santa Clara, and San José, and the County of Santa Clara $270k-$400k Twenty 523 stops $5.4m-$8m Real-Time Information VTA $40k-$75k per
stop Twenty 523 stops $800k-$1.5m
Transit Experience
Improvements
Cities of Cupertino, Santa Clara, and San
José, and the County of Santa Clara with VTA
$5k-$50K per
stop
Twenty 523 stops
and 74 23/51 stops $470k-$4.7m
Curbside Transit/Business
Access Lanes
Cities of Cupertino, Santa Clara, and San
José, and the County of Santa Clara with VTA
$500k-$1m per
mile

2.5 miles in San José $1.25m-$2.5m

2.5 miles in Santa
Clara/San José $1.25m-$2.5m
4 miles in Cupertino $2m-$4m
Total Cost Estimate Range $13.4m-$24.7m
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Table 5a: Capital Project Components and Cost Estimate Range by Jurisdiction Jurisdiction (Location) of Improvements Cost Estimate
Range
Cost by Jurisdiction
City of Cupertino $3.6m-$7.3m
City of Santa Clara $2.8m-$5.7m
City of San José $4.4m-$9.4m
County of Santa Clara $1.6m-2.2m
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3 Corridor Walking and Biking Infrastructure Implementation Table 6: Recommended Corridor Walking and Biking Infrastructure Implementation Actions Action Responsible Agencies Next Step

3.1 Physically protected/separated/buffered bicycle lanes on Stevens Creek Boulevard and West San Carlos
Street to provide physical separation of bicyclists from vehicle while maintaining access to driveways.

Cities of Cupertino, Santa Clara, and San
José, and the County of Santa Clara Implement corridor improvements

3.2 Widen sidewalk widths consistent with City standards Cities of Cupertino, Santa Clara, and San José, and the County of Santa Clara
Require sidewalk widening as part of
development dedications as needed

3.3 Plant shade trees on the sides of the Stevens Creek Boulevard and West San Carlos Street Corridor
Cities of Cupertino, Santa Clara, and San
José, and the County of Santa Clara
Develop urban forestry framework with
sustainable funding for tree maintenance

3.4 Install median refuge islands Cities of Cupertino, Santa Clara, and San José, and the County of Santa Clara
Review locations for installation of median
refuge islands

3.5 Install leading pedestrian intervals at signalized
intersections
Cities of Cupertino, Santa Clara, and San
José, and the County of Santa Clara
Review the potential for leading pedestrian
intervals at signalized intersections

3.6 Install Pedestrian-oriented lighting Cities of Cupertino, Santa Clara, and San José, and the County of Santa Clara
Implement pedestrian-oriented lighting
when street lighting is installed or replaced
in the corridor.

The ongoing implementation of physically protected/separated/buffered bicycle lanes along Stevens Creek Boulevard Corridor will be completed through incremental projects and funded through a variety of sources, for most projects the funding is not identified as shown in Table 7.
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Table 7: Physically Protected Bicycle Lane Projects to Compete Corridor Responsible
Agency Project
Cost
Estimate
($2024)
Funding Source
City of Cupertino
Stevens Creek Boulevard Class IV Bikeway
(Phase 2A) Wolfe Road to De Anza Boulevard $1.6m
City General Fund, One
Bay Area Cycle 2 Grant
Program
Stevens Creek Boulevard Class IV Bikeway
(Phase 2B) De Anza Boulevard to Mary Avenue $1.6m
City General Fund, One
Bay Area Cycle 2 Grant
Program
Stevens Creek Boulevard Class IV Bikeway
(Phase 3) TBD TBD
Stevens Creek Blvd/SR-85 NB Protected
Intersection TBD TBD (development project)
City of San José
Stevens Creek Boulevard Protected Bike Lanes -
Winchester Boulevard to Monroe Street TBD TBD - Better Bike Plan - 5-Year List Stevens Creek Boulevard Protected Bike Lanes -
Monroe Street to Macarthur Avenue TBD TBD - Better Bike Plan - 5-Year List Stevens Creek Boulevard Protected Bike Lanes -
Macarthur Avenue to Bascom Avenue TBD TBD - Better Bike Plan - 5-Year List West San Carlos Street Protect Bicycle Lanes -
Bascom Avenue to Woz Way TBD TBD - Better Bike Plan - 5-Year List West San Carlos Urban Village Streets
Improvements from I-880 to McEvoy $10m TBD
Stevens Creek Blvd Physically Separated Bike
Lanes (south side) - Winchester Boulevard to
Lawrence Expressway
$2m TBD
City of Santa
Clara
Stevens Creek Blvd Physically Separated Bike
Lanes (north side) - Winchester Boulevard to
Lawrence Expressway
$2m TBD
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4 Walking and Biking Network Connections Implementation Table 8: Recommended Walking and Biking Network Connections Implementation Actions Action Responsible agencies Next Step

4.1 Support the continued development and
implementation of walking and biking network
improvements in parallel and connecting
corridors to the Stevens Creek Boulevard
Corridor
Cities of Cupertino, Santa Clara, and San
José, and the County of Santa Clara
Continue to develop, fund, and implement
priority projects (over 70 identified in the
study area) such as:
• Pruneridge Avenue Complete Streets Proje
• Moorpark Avenue Traffic Safety Project (Ci
• De Anza Blvd Buffered Bike Lane (City of C
• Lawrence Mitty Park Trail (City of Cupertin
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5 Corridor Crossings Implementation
Table 9: Recommended Corridor Crossings Recommended Implementation Actions Action Responsible agencies Next Step

5.1 Implement enhanced, high-visibility crossings
for pedestrians and bicyclists.

Cities of Cupertino, Santa Clara, and
San José, and the County of Santa
Clara
Identify and implement enhanced, high-visibility
crossings

5.2 Implement curb extensions and protected
intersections.

Cities of Cupertino, Santa Clara, and
San José, and the County of Santa
Clara
Identify and implement curb extensions and
protected intersections such as the Stevens Creek
Blvd/SR-85 NB Protected Intersection in Cupertino

5.3 Prioritize crossings of barriers for pedestrians
and bicycles
Cities of Cupertino, Santa Clara, and
San José
Continue to develop, fund, and implement priority
projects such as:
• Safety improvements at the intersections of
Stevens Creek Boulevard at De Anza Boulevard,
Bandley Drive and Blaney Avenue (City of
Cupertino)
• Crossing of SR-85 from Grand Avenue to Mary
Avenue (City of Cupertino)
• Crossing of I-280 at Mitty Park (John Mise Park)
(City of San José)
• Crossing of San Tomas Expressway at Greenlee
Drive/Coakley Drive/Constance Drive (City of San
José)
• Saratoga Creek Trail north of Sterling-Barnhart
Park to Stevens Creek Boulevard under I-280 and
adjacent to Lawrence Expressway (Cities of
Cupertino, San José, Santa Clara, and the County
of Santa Clara)

5.4 Review key hot spots for operational and
crossing improvements
Cities of Cupertino, Santa Clara, and
San José, and the County of Santa
Clara
Review the intersection of Monroe Street and Stevens
Creek Boulevard at I-880 for potential reconfiguration
to accommodate clearer travel patterns for all modes
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6 Separated, High-Capacity Implementation
Table 10: Recommended Separated, High-Capacity Recommended Implementation Actions Action Responsible agencies Next Step

6.1 Include project in Plan Bay Area 2050+
Cities of Cupertino, Santa Clara,
and San José, the County of Santa
Clara, and VTA
Advocate for project inclusion in Plan Bay Area 2050+
and future Plan Bay Area cycles

6.2 Secure funding commitments
Cities of Cupertino, Santa Clara,
and San José, the County of Santa
Clara, and VTA
Develop framework funding strategy

6.3 Work with VTA to initiate project development
process
Cities of Cupertino, Santa Clara,
and San José, and the County of
Santa Clara
Obtain resources to initiate preliminary engineering
and alternatives analysis, environmental review and
the selection of a locally preferred alternative (LPA) in a community engagement process

6.4 Include corridor-specific considerations in
project development process
Cities of Cupertino, Santa Clara,
and San José, the County of Santa
Clara, and VTA
Include the following in the project development
process:
• Light rail as well as innovative vehicle and service
models should be explored
• Coordination with the SJC Airport Connector
project which could be expanded into the corridor
• Review potential connections options to Diridon
Station and Downtown San José
• Analyze an alternative alignment along the I-280
corridor in Cupertino
• Review coordination of corridor transit connections
for local and regional access
Preliminary estimates of the capital costs for various separated, high—capacity systems and service types are shown in Table 11. 508
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Table 11: Preliminary Estimate for Capital Cost of Separated, High-Capacity Transit Systems Potential Capital Component Description Cost Estimate
(in $2024)
Estimated Corridor
Travel Time
Estimated Daily
Ridership
Existing Conditions
Current peak hour conditions for
average VTA Lines 523 and 23 in the
corridor
- 39.4 minutes for Line 523

50.4 for Line 23 9,800
Transit/Business Access Lane
Early action option as part of Bus
Speed, Reliability and Experience
Improvements
$13.4m-$27.7m 30.4 minutes 12,600
At-Grade Side Running Separated Transit
Lane
Includes development of 10 side
station areas $53m 29.3 minutes 12,950
At-Grade Side Running Separated Transit
Lane – Excluding Cupertino Section
Includes development of 10 side
station areas—with limited
improvements at non-separated lane
sections
$29m 31.9 minutes 12,650
At-Grade Center Running Transit Lane Includes development of 10 center station areas $95m 27 minutes 12,600
Elevated Transit Line
Includes development of 8 stations
including Downtown San José or
Diridon Station
$1,750m 20 minutes 20,200
Elevated Transit Line - I-280 alignment in
Cupertino
Includes development of 8 stations
including Downtown San José or
Diridon Station
$1,750m 20 minutes 19,250
Underground Transit Line
Includes development of 8 stations
including Downtown San José or
Diridon Station
$2,800m 20 minutes 20,200
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RESOLUTION NO. 19- 089
A RESOLUTION OF THE CUPERTINO CITY COUNCIL TO SUPPORT:

1. THE DEVELOPMENT OF A COMPLETE STREETS AND TRANSIT EFFICIENCY STUDY FOR THE STEVENS CREEK BOULEVARD CORRIDOR, AND 2. SUPPORT

ONGOING DISCUSSIONS REGARDING A HIGH-CAPACITY TRANSIT
SERVICE IN THE STEVENS CREEK BOULEVARD/ I-280 CORRIDOR IN

COLLABORATION WITH THE SANTA CLARA VALLEY TRANSPORTATION AUTHORITY ( VTA) AND THE CITIES OF SANTA CLARA, AND SAN JOSS.

WHEREAS, Cupertino staff and Council members have participated in discussions with neighboring communities since a multi- jurisdictional group was established by the San Jose City Council on August 8, 2017, comprised of the cities of San Jose, Cupertino, Santa Clara, Santa Clara County and the Santa Clara Valley Transportation Authority ( VTA) to discuss key regional issues affecting West San Jose, with a focus on transportation and circulation; and
WHEREAS, the cities of Cupertino, Santa Clara, and San Jose, along with VTA, jointly developed and submitted a grade separated high- capacity transit concept along the Stevens Creek Boulevard/ I- 280 Corridor to the Plan Bay Area 2040 process; and WHEREAS, The VTA' s role as county congestion management agency ( CMA) and transit provider for Santa Clara County enables it to bring together multiple cities and Santa Clara County together to study upgrading a corridor such as Stevens Creek Boulevard into a multi- modal, transit supportive corridor; and WHEREAS, the cities of Cupertino, Santa Clara, and San Jose, along with VTA, jointly considered a scope of work for a study that addresses streetscape improvements to improve efficiency of existing transit services, with consideration of features such as transit signal priority, streetscape improvements, safe and comfortable pedestrian and cycling facilities, and other improvements to support transit such as street trees, landscaping, and pedestrian scale lighting; and
WHEREAS, the cities of Cupertino, Santa Clara, and San Jose, along with VTA, jointly discussed the long term goal of a fully grade- separated, high-capacity, high speed transit that would be time competitive with auto travel along Stevens Creek Boulevard/ 1- 280; and
WHEREAS, the Mobility Element of the City of Cupertino General Plan Community Vision 2015- 2040) supports the design and building of Complete Streets 510
CC 07-15-2025
510 of 548
Resolution No. 19- 089

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Cupertino City CouncilJuly 15, 2025

Cupertino City Council
July 15, 2025