Director's Report
CITY OF CUPERTINO
10300 TORRE AVENUE, CUPERTINO, CALIFORNIA 95014
DEPARTMENT OF COMMUNITY DEVELOPMENT
Subject: Report of the Community Development Direct~
Planning Commission Agenda Date: Monday, January 7, 2008
The City Council met on December 18, 2007, and discussed the following items of interest
to the Planning Commission:
1. Marketpace Shopping Center Application Nos. U-2007-11 and M-2007-02:
Consider applications for Wayne Okubo (Evershine), to allow a food store and
amend the condition for food uses at the Marketplace Shopping Center. The
applicant requested a continuance to January 8, 2008. The applications will be
continued to that date. (see attached staff report).
2. Consider implementation of a two-year funding cycle for Community
Development Block Grant (CDBG) public service grants commencing in Fiscal-
Year 2008-09: Funding cycle implementation approved. (see attached staff report).
3. Consider proposal from Habitat for Humanity for the Cleo Avenue Mfordable
Housing Development: The proposal was accepted. (see attached report).
4. Consider dissolving the teacher housing assistance program and utilizing the
funds for other affordable housing developments: The loan amount was
increased to $100,000 keeping boundaries the same. Consider reallocation if
necessary and review in six months. (see attached staff report).
5. Receive a report on the former Moxley property on Lindy Lane regarding tree
planting and driveway improvements: Gave direction to staff to agendize as an
action item and bring back funding options regarding drainage issue. The tree
planting issue has been resolved. (see attached staff report).
6. Receive a staff report on the Heart of City Specific Plan review: Council
concurred to hold a study session sometime in February before item goes to
Planning Commission in March or April and will give staff the priority issues they
want Planning Commission to address. (see attached staff report).
Have a wonderful holiday. See you next year.
Enclosures: Staff Reports
Newspaper Articles
G:\ Planning \ SteveP\ Director's Report\2007\pdOl-07-08.doc
D~-'
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014
(408) 777-3308
Fax: (408) 777-3333
CUPERTINO
Community Development
Department
Summary
Agenda Item No.;2J.
Agenda Date: December 18, 2007
Application: U-2007-11
Applicant: Wayne Okubo
Property Owner: Evershine
Property Location: 19620-19780 Stevens Creek Blvd (APN 369-06-008-to 010)
Application Summary:
a) Use permit to allow a food store (Marukai) totaling 28,690 square feet
located in the Marketplace Shopping Center (former Longs Drug site) - U-
2007-11.
b) Modification to an existing use permit (16-U-76) to modify the conditions
under which food services businesses will be allowed in the Marketplace
Shopping Center along the rear service corridor - M-2007-02.*
*On December 11, 2007, the Planning Commission took separate actions on the above
requests. U-2007-11 requires City Council approval, but M-2007-02 was final at the
Planning Commission level; it was not necessary to advertise it for City Council
approval.
RECOMMENDATION:
a) Continue U-2007-11 to January 7, 2008 per the applicant's request (Exhibit A).
b) Schedule the applicant's appeal of M-2007-02 for January 7,2008
BACKGROUND
On November 13, 2007 and December 11, 2007, the Planning Commission considered
the applicant's request. The Planning Commission recommended denial of the Use
Permit for Marukai (U-2007-11) and denied the request to modify the existing use
permit allowing food services along the 'rear service corridor (M-2007-02) due to
neighborhood opposition.
The applicant is requesting that the City Council continue this item to its January 7,
2007 meeting so that both the Use Permit request for Marukai (U-2007-11) and the use
permit modification appeal (M-2007-02) may be discussed and considered at the same
time (Exhibit A). In addition, this provides additional time for the applicant to
potentially have another formal neighborhood meeting and to address all of the
neighbors' concerns.
D.e....~
COMMUNITY DEVELOPMENT DEPARTMENT
CUPERTINO
CITY HALL
10300 TORRE AVENUE. CUPERTINO, CA 95014-3255
(408) 777-3308. FAX (408) 777-3333
Summary
Agenda Item No. .23
Meeting Date: December 18. 2007
SUBJECT:
Consider implementation of a two-year funding cycle for Community Development Block Grant
(CDBG) public service grants commencing in Fiscal Year 2008-2009.
RECOMMENDATION:
Approve implementation of a two-year funding cycle for Community Development Block Grant
(CDBG) public service grants commencing in Fiscal Year 2008-2009, and direct staff to amend
the Citizen Participation Plan so that it references the two-year cycle.
BACKGROUND:
Present Allocation Process
Currently the City of Cupertino allocates CDBG funding on an annual cycle. A Notice of
Funding Availability (NOFA) along with a funding application is issued in late December or
early January to interested parties. Applications are due in late February with the hearing process
beginning in March and ending in ApriL Staff finalizes the Annual Plan by detailing the funding
amounts and transmits the plan to the Department of Housing and Urban Development (HUD) in
mid May.
Proposed Allocation Process:
Staff is proposing a two-year funding cycle for allocating CDBG public service grants. This
process provides continuity for agencies receiving funding and cuts administrative time for both
the City and the agencies receiving the funds. Agencies applying for the public service funds
would apply and attend hearings the first year of the two-year cycle, and if awarded, enter into an
agreement for the first year allocation. The second year allocation would be contingent upon
satisfactory performance from the agency and the amount of CDBG funds the City receives from
HUD. Agencies may receive additional or reduced funding during the second year based upon
the City's entitlement grant. Funding adjustments would be made during the second year and an
amendment to the agreement would be executed. Public service agencies would not need to
attend any public hearings or complete an application for the second year funding.
A two-year funding cycle would not affect the capital improvements/ housing development
allocation of the CDBG program. Agencies interested in this funding would still apply and
receive funding on an annual cycle. Furthermore, the City is still required under federal
regulations to have two public hearings a year for the CDBG program. These public hearings
'Drz,~
COMMUNITY DEVELOPMENT DEPARTMENT
CUPERTINO
CITY HALL
10300 TORRE AVENUE. CUPERTINO, CA 95014-3255
(408) 777-3308 . FAX (408) 777-3333
Summary
Agenda Item No..g
Meeting Date: December 18, 2007
SUBJECT:
Consider accepting proposal from Habitat for Humanity for the Cleo Avenue Affordable Housing
Development.
RECOMMENDATION:
Accept the proposal from Habitat for Humanity and direct staff to initiate rezoning the property
from P(R3) to PeRes).
BACKGROUND:
Property Purchase
In March 2000, the California Department of Transportation (Caltrans) notified the City of
Cupertino of excess property located on Cleo Avenue adjacent to Highway 85. Under California
State law (Government Code 954220), Caltrans was required to first offer the subject property to
the City for an affordable housing or park use. Cupertino completed the sale in August 2005
when the property title was transferred to the City for the purchase price of$615,000.
The 11,938 sq. ft. parcel is currently zoned P(R-3), Planned Development, multi-family, with a
land use designation of "medium to high density 10-20 d.u./acre". The zoning district allows a
maximum of four rental units.
Request for Proposals
On August 20, 2007, the City released a Request for Proposals (see Attachment A) for the Cleo
Avenue Affordable Housing Development. Of the thirty-eight agencies on the mailing list
(Attachment B), only one response was received. Habitat for Humanity presented the City with a
proposal (Attachment C) on October 17,2007.
Habitat for Humanity Proposal
Habitat for Humanity, with minimal modifications, can construct the project as specified in the
City's RFP. In order to complete the project, the agency is requesting that the City donate the
land, provide an additional $200,000 in the form of a 30-year loan that is forgiven over time,
conduct a city initiated rezoning of the property from P(R3) to PeRes) and assist in the use permit
process.
D~4
COMMUNITY DEVELOPMENT DEPARTMENT
CUPERTINO
CITY HALL
10300 TORRE AVENUE. CUPERTINO, CA 95014-3255
(408) 777-3308 . FAX (408) 777-3333
Summary
Agenda Item No. as
Meeting Date: December 18, 2007
Subject:
Consider amending or dissolving the teacher housing assistance program and utilizing the funds for
other affordable housing developments.
Recommendation:
The Cupertino Housing Commission recommends Council explore the following:
· Option 1: Dissolve the program and utilize the funds for other projects, such as Cleo Avenue,
Stevens Creek Village II, Maitri transitional shelter for battered women or a future Rotary
development.
· Option 2: Increase the loan amount to $100,000, while keeping the boundaries the same. This
would lower the number of loans to two.
· Option 3: Expand the boundaries and allow teachers to purchase homes in neighboring
communities where home prices are more affordable. For example, an MLS search for homes
under $600,000 in Cupertino has consistently shown less than five units. However, a similar
search for the San Jose area surrounding Cupertino shows at least fifteen units. Many of these
homes are priced below $400,000.
Another advantage to this approach would be the opportunity for teachers to tap into multiple
housing programs. Potentially, a Cupertino Union School District employee could benefit from
the San Jose Teacher Homebuyer program and the Cupertino Teacher Housing Assistance
Program. Leveraging multiple sources is often necessary to make home purchase possible.
Background:
At the January 2003 goal setting session, City Council members expressed interest in developing a
teacher housing program to serve Cupertino teachers. In February 2003, the City Council directed the
Housing Commission to develop guidelines for the program and recommend a non-profit agency to
administer the program. A budget of $220,000 was allocated to this project, with $20,000 being used for
a contract with a non-profit agency for program administration.
The Commission met to discuss the program on April 3, 2003. The guidelines that they developed for
the program can be found in Attachment A. These guidelines were modified by the City Council in
March 2005 in response to poor interest in the program. The number of loans was dropped from four to
I)R...S
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014
(408) m-3308
Fax: (408) 777-3333
CUPERTINO
Community Development Department
Summary
Agenda Item No. 3S
Agenda Date: December 18, 2007
SUBJECT AND ISSUE:
Receive a report on the former Moxley property on Lindy Lane regarding tree planting
and driveway improvements.
RECOMMENDATION:
That the City Council direct staff to continue to monitor and enforce the replanting of
seven trees on the former Moxley property and driveway improvements on Lindy
Lane.
BACKGROUND:
The City Council received a memorandum dated December 5, 2007 regarding the Lindy
Lane development status (enclosed). The status of the tree planting at that time was
that Bret Moxley, the former owner of the property, agreed to plant five oak trees on
Lot B (known as Lot 2 in the subdivision). The current owners of Lot C (Lot 3) paid a
deposit for David Babby, Cupertino's consulting arborist, to advise on locations to plant
two trees, as well as evaluate several other trees on the property.
As detailed in the attached memo and map, in a November 13, 2007, letter, the owner of
Lot A was directed by the City to proceed with all haste to install required drainage
improvements. At the time of this writing, that owner has responded, and is ready to
move ahead with the required improvements. Because time is of the essence, and in
order to further expedite a more comprehensive solution to the drainage problems
stemming from the steep private driveway, the City is moving ahead with its own
contractor to install drainage improvements at the base of the driveway. The cost of the
improvements will be reimbursed through conditions placed on the development
permits of Lots B, D and E, and, if necessary, by the securities submitted by Lot A.
DISCUSSION:
Lot B/Lot 2: The five oak trees have been planted by Mr. Moxley. However, no
irrigation has been provided, and Mr. Moxley indicated to the current property owners
that drip irrigation would be installed shortly. However, Mr. Moxley was previously
D,e ,{,
.>
City of Cupertino
10300 Torre Avenue
Cupertino, CA 95014
(408) 777-3308
Fax: (408) 777-3333
CUPERTINO
Community Development Deparhnent
Summary
Agenda Item No. 3.k.
Agenda Date: December 18, 2007
APPLICATION SUMMARY:
Report on Heart of the City Specific Plan Update
RECOMMENDATION:
Staff recommends that the City Council direct staff to draft amendments to the Heart of
the City Specific Plan and schedule' a public hearing before the Planning Commission
. when the draft is complete.
BACKGROUND:
The 2007 Work Program approved by Planning Commission and Oty Council includes
a comprehensive update of the Heart of the City Specific Plan. The update is needed
because the policies related to the Heart of the Oty adopted in November 2005 as part
of the comprehensive General Plan review are in conflict with the Specific Plan (see
Exhibit A for General Plan policies).
The Heart of the City Specific Plan was adopted on October 2, 1995. The plan area
extends down Stevens Creek Blvd between Highway 85 to the west and the city limits
to the east (see attached map Exhibit B).
The Heart of the City Specific Plan:
· Establishes three major activity areas.
· Describes a Streetscape Design that includes plans for curbside frontage
renovations and upgrades for the three areas, each with a different planting
theme.
· Provides Development Standards and Design Guidelines for the major land uses:
commercial (office and retail), residential and mixed-use. The Development
Standards are prescriptive, while the Design Guidelines are used to shape the
architecture and form of the buildings.
· Includes Infrastructure and Implementation Plans, as required by State law.
[)e"' 1
.>
Application: Heart of the City Specific Plan Amendments
Page 3
the City Specific Plan. The Sign Ordinance allows for 1 sq. ft. of sign area for every
linear foot of leased frontage while the Heart of the City allows for 1.5 square feet of
sign area for every linear foot of leased frontage.
Unclear and Outdated Infonnation:
There are some references in the Specific Plan that are not clearly defined. Examples
include references to "high quality boulevard residential character" and " orchard
arrangement" of trees. There is also reference to illustrations that are missing, such as a
reference on Page 47 to an illustration with regard to orchard parking.
Updates also need to be made to the Transportation section with regard to updating the
widths of sidewalks and bicycle lanes. Additional updates are needed within the
Appendix of the document, such as the illustration of the 4-Seasons Orchard for what is
now City Center Park.
In general, staff feels that the Heart of the City Specific Plan needs to modified for easier
public understanding and use and to clearly identify the public objectives.
Next Steps:
Staff will meet with key property oWners/representatives and then prepare draft
amendments. The draft amendments will be presented to the Planning Commission,
who will forward their recommendations to the City Council. The estimated month for
the Planning Commission hearing is March/ Apri12008.
Enclosures:
Exhibit A: General Plan Policies 2-27 to 2-29
Exhibit B: Map of Heart of the City Specific Plan Area
Heart of the City Specific PIan
Prepared by: Piu Ghosh, Assistant Planner
Sub'
Approved by:
~
Steve Piasecki
Director, Community Development
David W. Knapp
City Manager
G: \PlIUming\PDREPORT\ CC\2007\HOC Update Study Sessionlciddy.doc
f
t>R ,t
Safeway, UK's Tesco embroiled in turfwar - Silicon Valley 1 San Jose Business Journal:
Page 1 of3
Silicon Valley I San Jose Business Journal - December 10, 2007
httJtiLsanjose,.bizjournals.colJ1is_al1jQ.sel~tories/2110~Il1211 OlsLQryZ.html
SILICON VALLEY I SAN JOSE
BlsiReSsdlurnal
Friday, December 7, 2007
Safeway, UK's Tesco embroiled in turf war
Silicon Valley / San Jose Business Journal - by SharooSimQH$Qn
U.K. grocery giant !~~_c;_~up!.~ plans a rollout of 10 of its new Fresh & Easy Neighborhood Markets across San
Jose, and as many as 40 outlets in other Bay Area communities including Sunnyvale and Palo Alto,
according to community and industry sources.
But the company, the fourth-largest retailer in the world with $80 billion in annual sales, may discover -- if it
hasn't already -- that its Northern California plans cannot be achieved without a fight.
Pleasanton's ~~f.~~~YJ~~_~ -- the dominant Northern California large-format grocer and no financial slouch
itself with $40 billion in 2006 sales -- is giving every indication that it intends to meet the assault on its
home turf with in-kind reaction.
Safeway has retained Cornish & Carey Commercial real estate brokerage and is seeking at least five South
Bay locations for stores about a third the size of its regular outlets, or approximately 20,000 square feet, real
estate brokers say.
A core offering for Fresh & Easy is a 10,000 square-foot store, whose size reinforces its brand message of
customer convenience and an in-and-out -- but full -- shopping experience.
At the same time, Safeway this summer opened a new Redwood City restaurant, Citrine New World Bistro,
to test consumer acceptance of prepared entrees that it wants to sell, according to an interview published
Oct. 15 with Safeway Chairman, President and Chief Executive Steven A. Burd.
Tesco's stock-in-trade is the marketing of cooked and prepared foods and grab-and-go meals. Fresh & Easy
stores are expected to devote a third of their floor area to perishables, including sandwiches, sushi, salads,
soups and pizza.
Fresh & Easy stores began opening in Southern California, Phoenix and Las Vegas last month. The company
intends to have at least 122 outlets in those three markets, with 80 in Southern California alone.
A Fresh & Easy spokesman declined to give specifics about its Northern California outlook, including any
store-opening time line. "We are still in our very early stages, so it's hard to pinpoint," says Brendan
Wonnacott. The grocer says it will spend $2 billion on U.S. expansion over the next five years.
But San Jose officials working with Fresh & Easy say the new chain's location choices are eclectic and do not
appear limited by typical retailer requirements to reach narrow target markets or particular socioeconomic
groups. The company is interested in sites from downtown to the eastside's Evergreen district, where it has
eyed a site once occupied by Lunardi's Markets, a local specialty grocer. It also has said it intends to open
one store in Willow Glen next summer.
At least two Silicon Valley brokers and one developer say that Fresh & Easy is scouring the entire valley for
http://sanjose.bizjournals.comlsanjose/stories/200711211 0/story2.html ?t=printab Ie
12/18/2007
D ,e...'1
Safeway, UK's Tesco embroiled in turf war - Silicon Valley I San Jose Business Journal: Page 2 of3
potential sites. The company is looking hard at locations formerly occupied by Albertson's, which has closed
stores throughout the region, they say. In many cases, the Albertson's locations are large enough to
accommodate both a Fresh & Easy and other retailers, too. The Willow Glen store, for instance, is a former
Albertson's but has enough extra space for an additional tenant or two.
"I haven't done (a Tesco) deal myself, but I am getting a lot of calls from their brokers," says John Machado,
who specializes in retail for Collier's International brokerage and has done work for both Safeway and PW
Markets as well as .~.~g~.'p.~g.~!~~~.~..
The ~!.~~~~~h...~~.~.' a commercial broker, is helping Fresh & Easy in Northern California.
Safeway has discussed its smaller format stores for some time, Machado says, though altering traditional
store sizes. Safeway's traditional store is about 55,000 square feet, he says.
Where landlords find themselves confronted with interest in a single site from more than one grocer, say a
Safeway and Tesco's, for instance, Safeway probably has an undeniable edge, adds David Taxin, a principal
with South Bay retail brokerage MeachamI.QpP~~~~~:I!l:~~..~.I.!~.~ Safeway has long been considered a gold-
plated tenant with proven ability to pay its rent and to anchor firmly, he says. That's attractive, particularly
in a marketplace that is strong today but could see softening in rents and vacancy rates if the national and
regional economies continue to slow. (Safeway also owns a fair percentage of its locations.)
Tesco is relatively unknown and "untested" not only as a retailer but as the key traffic driver, Taxin says.
Consequently, it might find itself a less attractive alternative for some landlords compared to other better-
known brands.
"There is concern that (Tesco) may stumble," agrees a developer who has talked to the company's leasing
agents and representatives. "These are expensive little stores they are doing. They are paying a lot in rent,
and you have to do a lot greater volume per square foot to make it work. All of us are eating right now, so the
only way for them to stick around is to steal market share from others."
Safeway has a history of fighting back strong and hard when competitors attempt to take bites from its
market.
Still, Ohio-based retail consultant TNS Retail Forward, which recently delivered a Webinar on Tesco's
Southern California activities and their implications for competitors, suggests there is no question that Tesco
is going to shake things up. Based on a basket of eight food items purchased in Los Angeles on Nov. 9,
including eggs, milk, peanut butter and Kellogg's Corn Flakes, the tab at Fresh & Easy was less than $20
compared to $24 and above for the same goods at Albertson's, ~~.g~.~ and Safeway brand stores, the firm
says.
TNS projects that Fresh & Easy will have 500 U.S. stores by 2011, yielding $4.1 billion in annual sales and
$10 billion in annual sales by 2015.
The company not only has lots of capital, but it is relatively patient capital, too, says TNS' Mary Brett
Whitfield, a director for the company.
"It believes in building brands, and it believes it needs strong brands to develop relationships with its
customers," she says. "The next brand it appears committed to building is Fresh & Easy."
For its part, Safeway seems well-positioned for the fray following what is generally viewed as a strong
company turnaround since 2003. Executives and Wall Street analysts project it will increase its revenue by
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12/18/2007
D.e... 10
Safeway, UK's Tesco embroiled in turfwar - Silicon Valley / San Jose Business Journal: Page 3 of3
$2 billion in 2007, to $42 billion. Safeway has in excess of 1,700 stores in the United States and Canada.
Melissa Plaisance, a senior viee president of finance and investor relations for Safeway, says that it is a
mistake to perceive its activities solely through a Tesco lens. She does not confirm that Safeway is looking for
South Bay locations for smaller format stores, saying simply that it's always looking for new sites, some of
smaller than their conventional stores.
"Clearly we are aware of Tesco's entry, and we are watching their activities closely," she says. "But all we do is
rooted in consumer research, and we do realize that there are different kinds of shopping trips."
Safeway has 36 stores in Santa Clara County operating under the Safeway and .l.:'.~n'l.'.J.n~~Y.~ banners.
SHARON SIMONSON covers real estatefor the Business Journal. Reach her at (408) 299-1853.
All contents of this site @American City Business Journals Inc. All rights reserved.
http://sanjose.bizj ournals.com/sanj ose/storiesl2007 /12/1 0/story2.html ?t=printab Ie
D(2../I
12/1812007
Wells plans to close 13 Greater Bay Bancorp branches in valley - Silicon Valley I San Jose Business Jou... Page 1 of2
Silicon Valley I San Jose Business Journal - December 10, 2007
bttp;lls-.miQS~. biziournalli.,~~r:nlsa!llQ1ii~lstQILeslZQQ7/12/1 O/st91Y~~html
SILICON VALLEY I SAN JOSE
IlsillssJourlal
Friday,December7,2007
Wells plans to close 13 Greater Bay Bancorp
branches in valley
Silicon Valley I San Jose Business Journal - by I....Lnds~}'Riclg!311
As it works toward full integration by March, W:~.1.J.~..:J.:4.~~g~. plans to close 18 of the 41
.G:J.:::~.~~~J.:::.~.~Y..:I.:l.~~~Q~. branches it acquired when it bought the bank, including all
but five of its 13 branches in Silicon Valley.
San Francisco-based Wells Fargo, the fifth-largest financial institution in the U.S. by
deposits, became the largest bank in the valley when it acquired Greater Bay Bancorp
in September for $1.5 billion in stock. Greater Bay, based in East Palo Alto, was the
holding company for a dozen banks spanning from Carmel north to Santa Rosa
including Santa Clara Valley National Bank, which accounted for the 13 Silicon Valley
locations. Greater Bay customers now have 250 Wells Fargo retail branches they can
access across the Bay Area, a spokesman says.
Valerie Nicoletti, acting president of Santa Clara Valley National Bank, says she's been
meeting with Greater Bay customers to convince them to stay with Wells.
"In Santa Clara Valley (National Bank) we had 13 locations and that's a little difficult
in an area such as Silicon Valley because it's so expansive," says Nicoletti, who was
promoted to division manager of business banking in San Jose. "With Wells Fargo,
we'll have 250 stores in (The Greater Bay Area) and that's what's exciting. Our
business will have more locations they can use. And a lot of times customers, though
they keep business accounts with a community bank like Greater Bay, we weren't able
to capture their consumer business. So this is a real opportunity for us."
Dennis G. Hendricks
Valerie Nicoletti, acting
president of Santa
Clara Valley National
Bank, says the
purchase of parent
company Greater Bay
Bancorp by Wells
Fargo will provide more
banking locations for
clients.
View LCirg~r
Fred Bertoldo, regional president for Wells Fargo, says Santa Clara Valley National Bank branches in
Sunnyvale, Santa Clara, Camden and Cupertino will be converted into Wells Fargo branches. One additional
location -- at the corner of Market and Santa Clara streets in downtown San Jose -- might become a business
banking center. Business banking centers offer services to business customers such as business loans. Six of
the 23 Greater Bay branches across the Bay Area that will remain open will become business banking
centers, leaving 17 as retail branches.
Bertoldo says Wells Fargo considered which Greater Bay branches had the greatest capacity, convenience
and parking when it decided which branches would remain open. A spokesman says Wells is generally
closing the Greater Bay branches that have an existing Wells Fargo branch within one mile.
Bertoldo says while the two institutions share similar customer-centric cultures, there are differences that
have to be addressed as Greater Bay is rolled into Wells, including staffing. Greater Bay typically had just a
few tellers and relationship managers at each branch. Wells Fargo will staff up those branches, a necessary
DR -- ,~
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Wells plans to close 13 Greater Bay Bancorp branches in valley - Silicon Valley I San Jose Business Jou... Page 2 of2
move since Wells Fargo, with its retail offerings, sees greater traffic through its branches than did Greater
Bay banks.
While Greater Bay customers will still be able to access the products and services they are accustomed to,
Wells Fargo can offer a lot more, Bertoldo says.
"From a consumer product set, we'll be able to deliver a much broader set of products and services and at the
same time be able to provide the same services that were being offered," Bertoldo says.
Wells promoted Terri Lachenbruch, president and CEO of Santa Clara Valley National Bank, to division
manager for business banking in the East Bay. Lachenbruch says her job is to help meld the Greater Bay and
Wells Fargo teams, as well as to grow business banking in the East Bay.
"We will continue to maintain those client ties and we'll continue to do what we did at Greater Bay,"
Lachenbruch says. "The model won't change. We'll continue to work with clients one-on-one through
relationship manager teams. Wells shares the same model and focus and attention on clients. Now we'll be
able to expand these teams to include other people to help us help our clients. Now we have treasury
management and a number of other partners at Wells that will allow us to do even more for our clients."
LINDSAY RIDDELL coversfinance, business services (law/CPA firms, etc.] and sports managementfor the
Business Journal. She can be reached at 408-299-1829.
All contents of this site @American City Business Journals Inc. All rights reserved.
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D~ -/3
12/18/2007
{!our>etr
I :;2-S--07
. CUPERTINO
ENCOURAGES
BUILDERS TO
GO GREEN
Rebates, awards
offered by city
By CRYSTAL Lv
The city of Cupertino is offering rebates,
expedited plan checks and awards asincen-
tives for developers to participate in the
city's voluntary Green Building Program.
Currently, there are only a few nonres-
idential green (energy- and resource-
efficient) buildings in Cupertino. The city
last October received its first residential
green building application for two single-
family homes on CasadenaAvenue.
Piu Ghosh, an assistant city planner,
drafted a staff report recommending
incentives for promoting green buildings.
The city council on Nov. 20 unanimously
voted to adopt the following:
· Refunding the $500 to $700 fee that
Build It Green, a nonprofit organization,
charges for rating single-family homes
that earn at least .50 points on the. Single
Family Green Point checklist:
· Expediting the plamiing process for
applica,nts wboin:coiporate sustainable
building practiCes in their proj ects. Th~
normal turnaround for plan checks in
Cupertino is two weeks: .
· Awarding certificates or plaques for
buildings that exceed green building
thresholds.
The council turned down a staff rec-
ommendation to have a building permit
rebate or permanent permit fee reduc-
tion as incentives.
Another recommendation the council
didn't approve was raising the maximum
floor area ratio for green buildings.
"Some more staff work has to be done
before the council can approve a propos-
al about maximum floor area ratio," said
Vice Mayor Dolly Sandoval.
:.._~
DR, /4