Agenda Packet_05.01.19CITY OF CUPERTINO
AGENDA
LIBRARY COMMISSION
7:00 PM
Cupertino Library, 10800 Torre Ave, 2nd Floor ThinkTank
Wednesday, May 1, 2019
PLEDGE OF ALLEGIANCE
ROLL CALL
APPROVAL OF MINUTES
1.Subject: Regular Meeting of April 3, 2019
Draft Minutes
POSTPONEMENTS
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the commission
on any matter not on the agenda. Speakers are limited to three (3) minutes. In most
cases, State law will prohibit the commission from making any decisions with respect to
a matter not listed on the agenda
WRITTEN COMMUNICATIONS
OLD BUSINESS
2.Subject: Discussion of a Marketing Plan for the Tri-Annual Library Survey
3.Subject: Discussion of Future Library Commission Work Plan Items to Submit
for City Council Approval for FY 2019-2020
LibCom_WorkPlan_draft_20190425.pdf
Commission Work Program Flow Chart.pdf
Guidance on Commission Work Programs.pdf
Commission Work Program Template.pdf
NEW BUSINESS
Page 1
May 1, 2019Library Commission AGENDA
4.Subject: Discussion of the Current Process Library Staff Follows to Reserve
Community Hall for Library Programming and Recommendations for
Improvement. Consider Actions to Show Support for an Efficient and
Unambiguous Reservation Process that Ensures Timely Confirmation of Each
Priority Use of Community Hall by the Library.
5.Subject: Discussion of the City Council Work Program Item "Library Community
Room Addition". Consider Immediate Actions to Show Support for the Addition
of a Community Room Inside the Cupertino Library.
FY 2019-20 City Work Program.pdf
6.Subject: Discussion of Opportunities to Open Community Hall for Student Use.
Confirmed Study Hall Dates at Community Hall Include: 12 pm to 5 pm, Saturdays
on 5/25/2019 and 6/1/2019
7.Subject: Discussion of the Commission's Participation in the Sunday, May 5, 2019
Volunteer Fair. Share Information About How to Volunteer for the Event. Review
the Draft Handout and Update as Needed.
VF_handout_LibCom_draft_20180425.pdf
STAFF AND COMMISSION REPORTS
8.Subject: Receive Monthly Update Reports from:
Cupertino Community Librarian
County Librarian
Friends of the Library
Cupertino Library Foundation
Commissioners
Poet Laureate
9.Subject: Discussion of Commissioners' Attendance at Upcoming Meetings and
Community Events
ADJOURNMENT
Page 2
May 1, 2019Library Commission AGENDA
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning
to attend the next meeting who is visually or hearing impaired or has any disability
that needs special assistance should call the City Clerk's Office at 408-777-3223, 48
hours in advance of the meeting to arrange for assistance. Upon request, in advance,
by a person with a disability, meeting agendas and writings distributed for the meeting
that are public records will be made available in the appropriate alternative format.
Also upon request, in advance, an assistive listening device can be made available for
use during the meeting.
Any writings or documents provided to a majority of the members after publication of
the agenda will be made available for public inspection. Please contact the City
Clerk’s Office in City Hall located at 10300 Torre Avenue during normal business
hours.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal
Code 2.08.100 written communications sent to the Cupertino City Council,
Commissioners or City staff concerning a matter on the agenda are included as
supplemental material to the agendized item. These written communications are
accessible to the public through the City’s website and kept in packet archives. You are
hereby admonished not to include any personal or private information in written
communications to the City that you do not wish to make public; doing so shall
constitute a waiver of any privacy rights you may have on the information provided to
the City.
Members of the public are entitled to address the members concerning any item that is
described in the notice or agenda for this meeting, before or during consideration of
that item. If you wish to address the members on any other item not on the agenda, you
may do so during the public comment.
Page 3
DRAFT MINUTES
LIBRARY COMMISSION
Wednesday, April 3, 2019
LIBRARY COMMISSION REGULAR MEETING
CALL TO ORDER
At 7:05 p.m., Chair Crabtree called the meeting to order at the Cupertino Library, 10800 Torre
Ave, Cupertino, in the Think Tank Room.
PRESENT: (Roll Call not taken)
Commissioners: Liana Crabtree, Amanda Jia Wo, Qin Pan, Rahul Vasanth
City/County Library Staff: Jenny Koverman, Clare Varesio, Nancy Howe
Absent: Christie Wang
APPROVAL OF MINUTES
Meeting of March 9, 2019
Commissioner Pan made a motion to approve the minutes with the following amendment:
Under New Business, Book Recommendations, amend to “Due to a public request, the item was
on the agenda three times. No one came to speak to the Commission. However, Vice Chair Wo
& Commissioner Pan had a special meeting with Clare to understand the process and
responded to the person who brought up the issue” and Commissioner Vasanth seconded.
Motion passed unanimously.
ORAL COMMUNICATIONS
None
POSTPONEMENTS
None
WRITTEN COMMUNICATIONS
None
OLD BUSINESS
Discussion of a Marketing Plan for the Tri-Annual Library Survey
Clare Varesio reported that there is no update on the marketing plan this month but hopes to
have one in May. The target date to administer the survey is also in May.
Focus groups have been conducted. The survey company that the library is working with was
able to gather some information from those. Next week, there should be more information on
the survey design and implementation as well as the marketing plan. Commission had some
excellent ideas, which will be implemented.
Chair Crabtree suggested continuing this item to the May meeting when there is more
information.
Clare Varesio will not be able to attend next month’s meeting but can have someone attend to
give the update. She will also send Commission an update next week or the following week.
Once the survey implementation date is known, Commissioners will be sent an email.
The Volunteer Fair will be held on May 5. The library will have a table for volunteer
opportunities at the library and may hand out surveys as well.
Discussion followed regarding whether to use incentives to take the survey or not.
Discussion of Future Library Commission Work Plan Items to Submit for City Council
Approval for FY 2019/20
Chair Crabtree opened the item up for suggestions on how to proceed. Vice Chair Wo inquired
about a unified format for the work plan for them to follow.
Chair Crabtree suggested prioritizing the items and flagged one item, the Poet Laureate
program. Library Commission inherited the program in 2017. The current Poet Laureate’s term
ends December 31, 2019 so a new one will need to be selected. This was previously done by a
committee but the Commission is new to the process, and needs to ensure this a priority in their
work plan. Requested further information about when the application process should start and
what the interview process would be like.
Clare Varesio said the steering committee had put together a playbook of information they
gathered while maintaining the program and suggested it might be helpful to invite some
members of the committee to a Commission meeting to give an overview of how the selection
process works. Not all of the information has been passed on to the City so need clarification
from the Director of Parks & Recreation as to what the City is maintaining and what the
Commission is expected to maintain. Also suggested that the current Poet Laureate, Kaesey
McCormick, would be a good resource and should agendize the Poet Laureate specifically at an
upcoming meeting.
Chair Crabtree requests from staff some information about how staff perceives the division of
responsibility and what does the Commission need to be doing, planning for, and what does the
City do and the timeline for that. Need to understand what the Commission’s obligations are
prior to finalizing the work plan.
Commission discussed their prioritized work plan items and how to move forward. Chair
Crabtree suggested that they form a committee of two to structure the items into a format
similar to the City’s work plan and, if possible, distribute them back to Kevin and give
feedback.
Priority Items
Patron Survey
Community Outreach
Partnership with Cupertino Library Foundation & Friends (and other groups)
Parking/Patron Drop-Off
Community Room Expansion
Poet Laureate
Vice Chair Wo made a motion to approve a sub-committee being created for the top six items
and to draft a final copy and deliver that to Kevin to distribute to everyone by April 17.
Commissioner Vasanth seconded and motion passed unanimously.
NEW BUSINESS
Discussion of Observations and Lessons Learned from “Root Causes of Pain” Community
Outreach and Social Media Campaign, to Identify an Upcoming Program to Promote, and/or
Setup a Promotion Strategy to Test in April, 2019
Commissioner Pan posted event on Next Door and a few comments were received. Two
sessions were held, one in Mandarin and one in English. Will post again for another upcoming
event.
STAFF AND COMMISSION REPORTS
Cupertino Community Librarian Report
Clare Varesio reported as submitted.
February Circulation – 222,875
Digital Storytelling Workshop will be held April 19 and 20.
County Librarian Report
Nancy Howe reported as submitted.
Santa Clara County Library District is offering the Food for Fines amnesty program
during the month of April.
April is Financial Literacy Month providing tools to help patrons manage their finances.
Free 2018 Tax Help from Volunteers in April.
Friends of the Library Report
None
Cupertino Library Foundation Report
None
Commissioner Reports
Commissioner Pan reported on the March Mayor’s meeting.
Add a discussion item to the May agenda about the environmental conditions and noise
level at the Library.
Commissioner Vasanth would like to add an item to the May agenda to discuss holding Library
events at Community Hall.
Chair Crabtree reported on the April City Council meeting.
Poet Laureate Report
None
Staff Report
None
Calendar Review
None
ADJOURNMENT: The meeting adjourned at 9:29 p.m. to May 1, 2019 at 7:00 p.m.
Respectfully Submitted by,
Jeff Milkes, Director of Parks and Recreation
Minutes approved at the ____________ _meeting.
1 / 5
DRAFT, 4/25/2019 – FY 2019-2020 Work Plan, Library Commission
Community Livability
Project Title
Project
Objective Progress to Date
Merged
Columns 4-5
Next Steps,
Timeline
Current
Status Goal
End
Date
Merged Columns
9-13, Refer to
Council’s Proposed
FY 2019-2020 Work
Program
Council Work Program Item
Library
Community
Room Addition
Create
additional
programming
space
-Preferred alternative was
adopted by City Council in 2015.
-Funding was pledged by Irvine
Company in development
agreement for Hamptons
development pending issuance
of building permits.
-Irvine Company (Hamptons
Appts) has stated project is
currently on hold.
- In February 2019, Council
authorized $311k of annual
funding offset for FY 2019-20 &
FY 2020-21 from County for
building addition design
services.
-Proceeding with FY 2019-20
design funding request in Capital
Improvement Program (CIP).
Initiate
architectural
design.
Authority to
begin design
will be
presented in
FY 2019-
2020 CIP
budget.
Authority to
begin
construction
will occur in
future,
pending
Council
Direction.
In Progress Meet
programming
needs of the
library
June
2021
Budget: TDB
Expenses to Date:
N/A
Est Staff Hours:
2000
Staff Lead:
Roger Lee
Dept:
Public Works
Library Commission Work Plan Items
Solve Programming and Library Space Issues. Support the efforts of Council and community-based organizations to address
space constraints affecting programming, meeting, and study uses of the library. Duration: ongoing, as needed. See also: Public and
Private Partnerships.
Address Library Parking Space Shortage and Safety Issues Affecting Library Patron Drop-off and Pick-up. This item is related
to the Library Community Room Addition, but some aspects can be addressed independent of new construction. For example, explore
opportunities for off-site parking during peak evening and weekend hours. Duration: ongoing, as needed.
2 / 5
Public Engagement and Transparency
Project Title
Project
Objective Progress to Date
Merged
Columns 4-5
Next Steps,
Timeline
Current
Status Goal
End
Date
Merged Columns
9-13, Refer to
Council’s Proposed
FY 2019-2020 Work
Program
Council Work Program Item (Related or Complementary Project)
Review
Current
Commissions
...Consider
having a
meeting
where like
commissions
from other
jurisdictions
can come
together to
share ideas
and
experiences.
- Research on best practices
conducted.
- Restructured commission work
program process and introduced
process to all commissions.
- Survey conducted
for commissioner feedback.
1) Report back
to Council
regarding
commission
feedback,
Spring 2019
2) Plan and
execute
implementation
of commission
process
changes
according to
Council
direction and
decision,
Summer/Fall
2019
In Progress 1) Provide an
opportunity for
every
commissioner
to provide
feedback.
2) Provide
options for
Council to
consider
regarding
commission
process
changes.
Spring
2020
Budget: $3,000
Expenses to Date:
N/A
Est Staff Hours: 500
Staff Lead:
Katy Nomura
Grace Schmidt
Dept:
City Manager’s
Office/City Clerk
Library Commission Work Plan Item
Promote Partnership Opportunities with Community-based Organizations to Bring Programs to Cupertino Library Patrons.
Partner organizations can include but are not limited to: sibling city commissions, local school districts, the Cupertino Library
Foundation, and Friends of the Cupertino Library. Commissioners will connect with potential partner organizations to strengthen
connections, identify common goals, and support shared initiatives. Possible initiatives could include organizing workshops about
parenting styles or stress management, supporting efforts to bring library services to Cupertino schools, or other items of interest to
the community. Duration: ongoing.
3 / 5
Public Engagement and Transparency
Project Title
Project
Objective Progress to Date
Merged
Columns 4-5
Next Steps,
Timeline
Current
Status Goal
End
Date
Merged Columns
9-13, Refer to Council’s
Proposed FY 2019-
2020 Work Program
Council Work Program Item (Related or Complementary Project)
Neighborhood
Engagement*Priority
Setting Item*
Increase
membership in,
and
engagement
with,
neighborhood
groups and
members.
Provide support
for
Councilmembers
who want to
conduct town
hall/office hour
meetings with
residents.
Currently we have more than
300 members in the Block
Leader Program
1) Work with
Block Leaders
and
Neighborhood
Watch
volunteers, as
well as
neighborhood
groups to be
neighborhood
representatives
and
stakeholders
related to City
relations. 2)
Continue
outreach to
areas in
Cupertino that
do not currently
have Block
Leader and
Neighborhood
Watch
membership.
June 2020
In Progress Increase
Block Leader
and
Neighborhood
Watch
membership.
June
2020
Budget: $2,000
Estimate hour:
500
Staff Lead:
Brian Babcock
Dept:
City Manager’s
Office/Block
Leader/Neighborhood
Watch
Library Commission Work Plan Item
Support Data Collection, Analysis of Results, and Policy Recommendations Associated with the Tri-annual Library Patron
Survey. Support the efforts of the Santa Clara County Library District to engage with the community to gather data regarding library
patrons’ needs and interests. Analyze the survey data to identify opportunities to improve library services and programming for
patrons. Duration: data collection, Spring 2019. Analysis of results and policy recommendations, ongoing thereafter.
4 / 5
Operational Efficiency
Project Title
Project
Objective Progress to Date
Merged
Columns 4-5
Next Steps,
Timeline
Current
Status Goal
End
Date
Merged Columns
9-13, Refer to
Council’s Proposed
FY 2019-2020 Work
Program
Council Work Program Item (Related or Complementary Project)
Recreation and
Community
Services
Marketing Plan
and Program
Review
Create
additional
programming
space
Contract was awarded in 2018
Provide
background
information
and data to
LERN, the
contractor
who will be
completing
the process
in November
2019, Fall
2019
In Progress To create a
marketing
plan that
includes an
analysis of
programs to
offer, fees to
charge and
evaluation of
the
department
program
brochure.
Winter
2019
Budget: $20,000
Expenses to Date:
$4,000
Est Staff Hours: 150
Staff Lead:
Christine Hanel
Dept:
Recreation and
Community Services
Library Commission Work Plan Item
Collaborate with the Recreation and Community Services Department and the Current Poet Laureate to Select the 2020-2021
Poet Laureate. Promote Poet Laureate Events Throughout the Year. Support the effort to select the next Poet Laureate in
whatever capacity is needed or required. Promote and attend Poet Laureate Events whenever possible.
5 / 5
Public and Private Partnerships
Project Title
Project
Objective Progress to Date
Merged
Columns 4-5
Next Steps,
Timeline
Current
Status Goal
End
Date
Merged Columns
9-13, Refer to
Council’s Proposed
FY 2019-2020 Work
Program
Council Work Program Item
Library Lease Sign a new
lease with
the Library
JPA for use
of the City’s
Library
facility.
Staff has begun meeting with
Library staff to discuss terms of
the new lease.
1) Begin
negotiation of
new
lease/MOU,
ongoing
2) Coordinate
lease terms
with Council,
May 2019
3) Final lease
agreement,
August 2019
4) Develop
license
agreement
with Library
addressing
program
opportunities
and
Community
Hall
In Progress Complete
updated lease
agreement
Sept
2019
Budget: N/A
Expenses to Date:
N/A
Est Staff Hours: 280
Staff Lead:
Chad Mosley
Heather Minner
Jeff Milkes
Roger Lee
Dept:
Public Works
City Attorney’s
Office
Recreation &
Community Services
Library Commission Work Plan Items
Solve Programming and Library Space Issues. Support the efforts of Council and community-based organizations to address
space constraints affecting programming, meeting, and study uses of the library. Duration: ongoing, as needed. See also: Community
Livability.
Commission Work Program Flow Chart
• Note:
o If ideas for work program items come up throughout the year, they should be suggested in the following year’s WP process in
Dec/Jan.
o Smaller items that do not require significant staff time or budget may be worked on by the commission without being formally
placed on the commission’s WP.
July (Beginning of Fiscal Year)
•Begin implementation of approved
commission work program (WP)
for the current fiscal year (FY).
December-January
•Ideas for upcoming FY's
commission WP due to
Departments (Depts.).
February
•Depts. evaluate commission WP
ideas and propose them as City
WP ideas as appropriate.
•Council prioritizes City WP ideas.
March
•City WP proposed at a study
session.
•City WP adopted by Council.
April -June
•Commissions develop WP based
on City WP items.
•Commission WP brought for
Council's approval as a consent
item.
Any additional ideas that come
up throughout the year should
be accumulated for submission
in the following Dec/Jan.
GUIDANCE ON COMMISSION WORK PROGRAMS
A work program is the commission’s plan and statement of goals for the year, prepared in
cooperation with staff and approved by Council. It should reflect the goals and policies of the City
Council. It identifies important problems, challenges, and opportunities, offers a jointly developed
plan to address these over the course of the year, and furthers a sense of shared purpose and
responsibility among advisory body members. An adopted and published work program will:
• Establish viable short-range objectives that further the long-range goals of the
advisory body
• Provide group direction, and keep the advisory body on course
• Provide a basis for measuring accomplishment
• Assist in the allocation of time, energy, and resources
• Guide the topics and items for meetings
• Promote continuity of action, and help keep the big picture focused
For example, a work program may include community outreach activity, a plan for addressing
critical community issues, an education component, key recommendations to Council, or any other
tasks the advisory body identifies as key work challenges for the upcoming year.
Suggested steps to developing a work program:
1. Review the purpose of the Commission as defined by the Cupertino Municipal Code
Chapter 2.
2. Discuss and outline any priorities established by Council such as the City Work Program.
3. Brainstorm projects or deliverables of the Commission and determine the following:
a. Identify potential projects and deliverables of the Commission for the year
b. Determine the benefit if project or deliverable is completed.
c. Is it mandated by State or local law or by Council direction/priority?
d. Would the task or item require a policy change at the Council level?
e. Identify resources needed for completion such as staff time, creation of
subcommittees, etc.
f. What is the timeline to completion? (1-year, 2-year, or longer term?)
g. Determine measurement and evaluation criteria. For example, how will you know
you are on track? How will you determine it is effective?
4. Prioritize projects from urgent to low priority.
5. Prepare a final work program by selecting items with the highest priority that can be
reasonably accomplished or worked on in the coming year. Submit the final work
program for Council for review and approval.
6. Once approved by Council, use the work program throughout the year as a guide to focus
in on the work at hand.
7. Report out to Council on work program progress and achievements when submitting the
next year’s work program. The report should include:
a. The list of approved work program priorities.
b. The status of each item.
i. If an item that was on the list is not finished, indicate why it didn’t occur
and list out any additional time and/or resources that will be needed in
order to complete it.
Project/Task Project Objective
Driven by mandate, law, or Council
priority/direction?
(If yes, please specify)
Resources Needed
(e.g. funding and # of staff hours)
Estimated Completion
Date
Measurement Criteria
(How will we know how we are doing?)
[Commission Name] FY 2019-20 Work Program
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Wireless Master Plan Update the City's wireless
policies and goals to ensure a
comprehensive build out of facilities.
- The City will initiate a Request for
Proposals in Winter 2018.
- City in negotiations with vendor fordevelopment of RFP.
Request proposals from
interested consultants.
1) Contract Negotiations with RFP Developer2) Draft RFP3) Publish RFP
4) Review Response
5) Contract Negotiation andAward6) Master Plan Development
1) Spring 2019
2) Summer 2019
3) Fall 20194) Fall 20195) Winter 20206) Spring 2020
In Progress Master Plan Development Spring 2020 $100,000 N/A 120 Bill Mitchell Innovation & Technology
Municipal Water System Ensure lessee (San Jose Water
Co.) is maintaining and operating system to industry standard.
-SJWC's investment in system has
increased. -Negotiations ongoing to define capitalinvestments through 2022.
Continue negotiations.Fall 2014- Summer 2019 In Progress Amend current lease agreement to quantify
needed system improvements prior to lease expiration in November 2022.
June 2019 N/A N/A 100 Roger Lee Public Works
Wireless Upgrade - Public Space Build wireless "hot spots" at
various public locations within
Cupertino.
-Determining best location and
associated solution(s).
-Primary sites defined and deemedseismically sound.-Equipment procured and configured.
1) Seismic modeling of selected
"hot-spot" locations.
2) Budget allocation forFY18/FY19.3) Install Access Points to primarylocations.
Summer 2019 In Progress Hot Spots Operational Summer 2019 $52,000 $39,450 96 Bill Mitchell Innovation & Technology
5G Smart City Public Private Partnership Agreement with Verizon
Provide 5G technology roll-out
with Small Cell Antennas to allow faster connections and lower latency to support the Internet of Things.
Initial Meetings with Verizon.Receive draft agreement from
Verizon.
Summer 2019 In Progress Establish Win-Win agreement with Verizon.Summer 2019 N/A N/A 100 Bill Mitchell Innovation & Technology
Public Safety Surveillance Support
*Priority Setting Item*
Recommend best practices for residential and business use of surveillance cameras for safety
and anti-crime practices.
Review City's surveillance cameras.
-Discussions with Captain Urena topartner with the City on this project.-Budgetary quote for Phase I cameras.
1) Research residential andbusiness surveillance camera best practices as well as anti-
crime best practices.
2) Provide public engagement regarding the above best practices.3) Review City's surveillance
cameras and provide
recommended updates.4) Replace current antiquatedCCTV equipment.
1) Fall 20192) Winter 20193) Spring 2020
4) Spring 2020
Proposed 1) Resources for surveillance and anti-crime best practices developed for the public. 2) Engagement with resources available to the
general public as well as specific
outreach through Neighborhood Watch groupsand Public Safety Commission. 3) Evaluation and recommendation regardingCity's surveillance camera system.
Spring 2020 $50,000 N/A 300 Katy Nomura*Bill Mitchell
*This item is being
added assuming higherlevel vacancies can be filled.
City Manager's Office/Innovation & Technology
Smart City FY 2019-20 Work Program
1
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Incentives to build Accessory Dwelling Units (ADUs)
Provide incentives to build
ADUs (which provide affordable housing opportunities) by reviewing
ordinance and reducing fees.
-The Council asked staff to add this item
to the work program in late 2017.-Proposed code amendments are indraft form.
Collaborating with City
Attorney's Office to complete evaluation of various potential incentives.
Project began in Fall
2018.
In Progress Established incentives to build ADUs.Summer 2019 N/A N/A 40 Gian Martire
Piu Ghosh
Community Development
Legislative Updates on Accessory Dwelling Units (ADUs)
Update Cupertino Municipal
Code (CMC) to be consistent with state regulations.
-Awaiting the result of recently
introduced state bills.
Continuous Annually In Progress Maintain consistency of CMC with state
regulations.
December
2019
N/A N/A 40 Gian Martire
Piu Ghosh
Community Development
Update the Municipal Code to Provide Parking Incentives for Electric Vehicles and Encourage Outdoor Seating in Restaurants
Provide incentives for green infrastructure and enhance pedestrian-oriented character
of developments.
Proposed in 2018 WP by Planning Commission and authorized by CC.Evaluate best practices and ordinance for amendments.On Hold 1) Provide parking Incentives for Electric Vehicles to encourage greener modes of transport.2) Streamline and encourage outdoor seating in
restaurants by amending municipal code and parking ordinance.
On Hold $25,000 N/A 200 Piu Ghosh Community Development
Lawn Buster Drought Tolerant Planting Pilot Develop a program that allows residents to easily elect water-
wise turf conversion, including pre-set landscape plans, pre-approved contractors, and
fixed prices.
-Research has begun to evaluate best options for a Citywide pilot.
-Data collected, researched similar programs. -Meetings with Santa Clara Valley Water
District and City of San Jose Staff who have run similar programs.
1) Write/release RFQ to identify suitable partners, program
design and firms.2) Determine if program is feasible.
3) Move forward with contracting with firm to offer a pilot program to residents.
4) Start Pilot.
1) Spring 2019 2) Spring 2019
3) Summer 2019 4) Summer/Fall 2019
In Progress Receive at least 2-3 responses to RFQ, and be able to launch a pilot Summer/Fall 2019.June 2020 $120,000 N/A 60 Misty Mersich City Manager's Office
Healthy Cities Initiative (HCI): Revise Tobacco Policies
Revise smoking (including vaping) policies and regulations to meet HCI
standards.
-Applied for grant funding from Santa Clara County to explore options to decrease availability of tobacco
products and limit youth exposure to flavored tobacco products.-$56,000 in grant funding and in-kind
consultant support was awarded to Cupertino.
1) Consultant will support staff inresearching strategies to decrease the availability of
tobacco products and restrict sales of flavored tobacco products.
2) Consultant will support staff indeveloping a stakeholder outreach plan.
3) Council Study Session to present strategies and stakeholder outreach plan.
4) Conduct stakeholder outreach. 5) Draft recommendations for
Council consideration.6) Pending Council direction, draft implementation plan and
implement policy and regulationchanges.
1) Spring 20192) Spring 20193) Summer 2019
4) Fall 20195) Fall 2019 - Spring2020
6) Summer 2020- Winter 2020
In Progress 1) Outreach to all relevant stakeholders identified in stakeholder outreach plan.
2) Policy and regulation in place to explore options to decrease availability of tobacco products and limit youth exposure to flavored
tobacco products.
December 2020 $30,000
Offset by grant funding.
N/A 500 Katy Nomura City Manager's Office
Healthy Cities Initiative (HCI): Develop Access to Water Policies for City Facilities and Parks
Develop water access policies and regulations to meet HCI
standards.
Drinking fountain/bottle filling station (hydration station) installed at City Hall
and Jollyman Park.
1) Research other access towater policies and best
practices.2) Draft policy and action planfor implementation.
1) Fall 20192) Spring 2020 Scheduled 1) Develop a plan to implement increased access to water at City facilities and parks.Spring 2020 N/A N/A 300 Katy Nomura City Manager's Office
Community Livability FY 2019-20 Work Program
2
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Shuttle Bus Service Study Study the feasibility of a
community shuttle that connects local destinations and Caltrain. Also look at
possible school connections.
-Online shuttle survey was conducted
of 805 individuals in Summer 2018.-Since then, staff has met with severalpotential vendors, and identified the
best potential options for Cupertino.
Staff will bring forward a report
to Council in Spring 2019 with information on survey results, along with a funding request
with a range of $1.5M to $3M for an 18-month pilot program with a range in service options.
Council consideration
Spring 2019
In Progress Study the feasibility of a community-wide shuttle
to connect destinations within Cupertino and nearby areas, such as Sunnyvale Caltrain and Kaiser Santa Clara, among others.
Spring 2019 N/A N/A 520 Chris Corrao Public Works
Shuttle Bus Pilot Program Implementation Community shuttle bus 18-month pilot program.Proposed work plan item.Council consideration in Spring 2019.If approved, Summer 2019 launch.Proposed Reduce traffic congestion by providing a community ride-share shuttle.December 2020 $1.5-$3M N/A 832 Chris Corrao Public Works
Penalties for Violation of Conditions of Approval and code enforcement best practices
Consider increasing maximum
penalty of $100K for violations of conditions of approval.
-Requested by Councilmember.
-Draft amendments being prepared and presented at City Council Study Session.
Issue will be reviewed with
related municipal code updates.
Fall 2019 In Progress Increase maximum amount of administrative
penalty that can be assessed by the City Council to a violator of the Municipal Code, separate from the amount of administrative fine that can
be assessed by a Code Enforcement Officer.
Fall 2019 N/A N/A 240 Phillip Willkomm
Piu Ghosh
Community Development
Short-Term Rentals (STRs)Develop a regulatory program to regulate and collect Transient Occupancy Tax (TOT)
from STRs.
-Council study session on Feb. 6, 2018.-June 19, 2018 Council approved Voluntary Collection Agreement with
Airbnb.-July 24, 2018 Planning CommissionStudy Session.
-August 2018 Online community survey.-October 4, 2018 Community workshop on STRs.
-November 27, 2018 Draft regulationpresented to Planning Commission.
1) Study session for Council onSTR regulations.2) Draft regulations with Council
direction.3) Bring drafted regulations for Council approval.
1) April 20192) Summer 20193) Fall 2019
In Progress 1) Regulations for Short-Term Rentals.2) Increased TOT collection. Fall 2019 $17,000 $8,500 500 Katy NomuraBen FuPiu Ghosh
Erick Serrano
City Manager's Office/Community Development
Regnart Road – analysis of maintenance responsibilities
Determine maintenance responsibilities and inform responsible parties of required
maintenance activities, including tree upkeep/removal requirements.
Drainage evaluation complete.1) Research and determine adjacent property owner and City maintenance
responsibilities.2) Conduct public outreach and collect owner input.
3) Educate owners regardingresponsibilities.4) Complete City work.
1) Summer 20192) Spring 20203) Spring 2020
4) TBD
In Progress Inform property owners of responsibilities including maintenance and removal of trees as appropriate.
June 2020 $200,000 $16,335 240 Chad Mosley Roger Lee Public Works
Lawrence Mitty Acquire a parcel at Lawrence Expressway and Mitty Ave for
trail expansion and park development.
City has worked with SJWC and County to secure a three-way transaction but
was not able to reach agreement with SJWC.
1) County to restart negotiations with SJWC over Doyle Property.
2) City to negotiate with County over Mitty Property.3) Execute purchase
agreement.
1) January 20192) June 2019
3) October 2019
In Progress Acquire a parcel for park purposes in Rancho Rinconada neighborhood.October 2019 $3,500,000 for property acquisition
$8,270,994 available in Developer In-Lieu Fees
$43,893 300 Chad MosleyTimm Borden
Jeff Milkes
Public Works/ City Manager's Office/
Recreation & Community Services
3
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Community Garden Improvements Renovate the community
gardens at McClellan Ranch, and implement a new process and procedures for a more
effective, community-driven gardens program.
-Multiple stakeholder meetings were
held to develop better procedures and appropriate enforcement policies.-The new rules and enforcement
process will be implemented as gardenplots are assigned. -A capital project was approved in 2018
designed and bid. Bids exceeded the budget and were rejected.-This project was defunded on 10/16/18.
1) Evaluate fees to consider in
the FY 2019-20 budget with respect to potential cost recovery.
2) Propose revised project in FY2019-20 Capital Improvement Program (CIP) budget.
3) Advertise and construct theproject.
1) June 2019
2) July 20193) TBD
In Progress Build an efficient and highly functioning
Centralized Community Garden at McClellan Ranch that implements appropriate gardening rules and manages waiting lists in an efficient
manner. The gardens will be built to reduce issues with rodents.
Summer 2020 $1,400,000 $360 100 Kim Calame
Michael Zimmermann
Recreation & Community
Services/Public Works
Citywide Parks and Recreation System Master Plan
Create a 20+ year community-driven plan to meet future
parks, open space, and recreation needs through establishing goals and priorities
and enhancing or expanding facilities and programs. Completion of the System
Master Plan will trigger preparation of the Department's three year Strategic Plan.
-The draft Master Plan was issued for public comment in January 2019.
-Presented to City Council in February 2019.
-Respond to input from thepublic, Commissions, and City
Council.-Prepare environmental clearance documents for public
review and a final draft master plan for review.-Finalize for adoption by the City
Council.
March-July 2019 In Progress Complete and adopt a long-term Parks & Recreation system master plan.July 2019 $600,000 $514,000 150 Gail Seeds Recreation & Community Services/Public Works
Solid Waste Characterization Studies and Waste Audits
1) Complete tonnage audit and waste characterization
studies of pertinent streams ofCity facilities, residential curbside, and commercial
waste as outlined in the Climate Action Plan. 2) Analyze effectiveness of
neighboring agency programs and emerging technology as it might apply in Cupertino in
diverting recyclable content from landfill in preparation for negotiating the new garbage franchise agreement.
-Collected contract and wastecharacterization information from
neighboring agencies. -Began review of potential auditors and consultants.
-Solid Waste Characterization study is complete for residential curbside.-Currently preparing for
characterization of City facility and commercial waste streams.
Execute consultant agreements for waste tonnage audits and
City facility and commercial waste characterizations and begin work.
1) Waste tonnage audits.2) Waste characterizations ofCity and commercial waste
streams.
1) Fall 20192) Fall 2019 In progress Meet Climate Action Plan reporting goals regarding waste diversion and prepare for
negotiating the new garbage franchise agreement.
December 2019 $150,000 $44,975 38 Cheri Donnelly/Roger Lee Public Works
Heart of the City Plan Amend the Heart of the City Specific Plan:
1) For clarifications to the minimum street side setbackrequirements.
2) To review street tree requirements to allow larger trees, increase diversity of tree
type and encourage drought-tolerant and native tree types.3) Update sections such as
transit corridors in the City.4) Maintain existing setbacks and consider minimum retail
percentage to maintain a commercial strip.
To be revised during the next Heart of the City Specific Plan update.On Hold On Hold On Hold On Hold On Hold TBD N/A On Hold Erick Serrano Community Development
4
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Library Community Room Addition Create additional
programming space.
-Preferred alternative was adopted by
City Council in 2015. -Funding was pledged by Irvine Company in development agreement
for Hamptons development pending issuance of building permits. -Irvine Company has stated project is
currently on hold. - In February 2019, Council authorized $311k of annual funding offset for FY
2019-20 & FY 2020-21 from County for building addition design services. -Proceeding with FY 2019-20 design
funding request in Capital Improvement Program (CIP).
Initiate architectural design Authority to begin
design will be presented in FY 2019-20 CIP budget. Authority
to begin construction will occur in future pending Council
Direction.
In Progress Meet programmatic need of the library.June 2021 Dependent on approved
plan N/A 2000 Roger Lee Public Works
All-Inclusive Playground Study, fundraise, and design an All-Inclusive Playground in a neighborhood park.
-Council approved a grant applicationin October 2018 to Santa Clara County. -Staff completed a feasibility study as
part of the FY 2018-19 Capital Improvement Program budget.-In December 2018 the County
approved awarding $1.43M towards aninclusive play area at Jollyman Park.
Staff will bring a funding agreement and further evaluate costs, need, and value to the
community information to Council to support Council decision-making regarding this
significant investment.
Spring 2019
Construction complete
November 2021
In Progress To build a fully functioning playground providing all community members a playground that is all-inclusive - that includes all elements that can be
used regardless of physical or mental limitations.
December 2021 City= $1,230,000
Santa Clara County
Grant= $1,448,000
Fundraising goal =
$2,852,000 +/-
Total = $5,530,000
$35,000 80 Gail Seeds Public Works
Recreation and Community Services Strategic Plan
Complete a three year
strategic plan that serves to align the department with a common vision and values. The
plan will be measurable, with specific goals, objectives and actions. Goals will revolve
around action items in the Master Plan, departmentculture, and tools for successful
implementation.
Staff have contracted with a consultant
to assist with the process.
Identify strategic themes,
objectives, measures, performance indicators and initiatives.
Through February 2020 In Progress Create a plan that guides the department in
implementing theme based goals and actions. Plan should be: (1) Collaborative with staff.
(2) Reflect community and council priorities.(3) Aligned with operating budgets.
February 2020 $15,000 $2,500 500 Jeff Milkes
Christine HanelGail Seeds
Recreation & Community
Services
Performing Art Center Market and Operations Feasibility Study
Conduct a feasibility study for City Council consideration on whether to have the Vallco
developer construct a warm shell building as part of their Master Site Development
Permit.
The budget amendment to allow staff to move forward with an RFP to hire a consultant was approved at the
10/16/18 Council Meeting.
1) Issue an RFP2) Select Consultant3) 50% Study Session
4) Complete Study
Awaiting Council Direction On Hold Complete Performing Arts Center Market and Feasibility Study.TBD $120,000 N/A 280 Chad Mosley Public Works
5
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Regional Transformative Transit Projects Initiatives
*Priority Setting Item*
Work to advance the following
projects as submitted to the Metropolitan Transportation Commission (MTC) as
Transformative Transportation Projects:1. Stevens Creek Corridor High
Capacity Transit2. Automated Fixed Guideway to Mountain View
3. Cupertino Station at I-280/Wolfe Road4. Highway 85 Transit Guideway
5. Silicon Valley High Capacity Transit Loop6. Transit Update & Funding
Strategies
MTC has identified the top 100
submittals and three Cupertino options are included for further study. In mid-2018, staff began meeting with Apple to
discuss potential projects. An update of these meetings will be provided to Council on April 2, 2019.
-Continue to pursue local
transportation funding opportunities with Apple, Inc., Measure B funds, and other
funding sources to advance local projects identified in the 2016 Bicycle Transportation Plan
and 2018 Pedestrian Plan. -Work with neighboring cities, agencies, and organizations in
the region to advance regional transit projects that connect Cupertino to the growing
regional transportation network. -Study a Stevens Creek Corridor High Capacity Transit project, an
automated fixed-guideway to Mountain View, an SR85 Corridor Project and Silicon Valley High
Capacity Transit Loop among other ideas to address regional mobility and congestion
management.
Long-term projects that
will be considered for inclusion in 2050 Bay Area plan, led by MTC.
In Progress To include projects serving Cupertino in 2050 Bay
Area plan.
Ongoing TBD N/A 2250 Roger Lee
Chris Corrao
Public Works
Use of Athletic Fields in Parks
*Priority Setting Item*
Assess current Athletic Field Use policy, scheduling process, and
fee schedule. Review field use policy, including Sunday reservation
feasibility, scheduling, and program cost recovery. Review use of fields for use as
dog off leash areas.
Community request, proposed to the Parks & Recreation Commission in 2018.1) Create a committee comprised of Recreation &
Community Services staff, commission members, and Councilmembers. Define the
scope of work, timeline, etc. and proceed with the project. 2) Request, recruit, and hire a
consultant to manage the project. 3) Conduct a robust public
involvement process.
1) September 20192) November 2019
3) January 2020
Proposed Potentially update current policy to address use of fields (Sunday use, permitting process and off
leash dog compatibility), fees and scheduling process.
June 2020 $30,000 N/A 2000 Jenny KovermanKaren Levy Recreation & Community Services
6
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Teen Engagement
*Priority Setting Item*
Engage youth and teens in the
community through recreation programming with the goal of empowering youth and
improving mental health.
The vision of the Youth and Teen
Services team is to empower the City's future citizens and leaders to lead positive opportunity-filled lives.
Programming within this area will create an enriching and stress-free environment through recreational
programs and services that foster physical, mental, and social development.
-The Youth Activity Board (YAB), a teen leadership committee formed by recreation staff, was formed in October
2018 and selected in December 2018. -The newly formed YAB members will develop teen events and activities that
will help teens socialize and experience fun.-A formal budget proposal will be
requested in the budget process.
1) Utilizing the Youth Activity
Board and the Teen Commission to create programs to get teens engaged.
2) Partner with FUHSD, CUSD, and Library to offer future teen programming.
3) Assess opportunities for teen internships in public service agencies that include training,
preparation and placement for a pilot summer internship program to begin in the summer
of 2020. 4) Consider adding a nonvotingteen member on City
commissions.
FY 2019-20 In Progress Build youth and teen programming which
includes events.
Ongoing $13,000 200 750 Danny Mestizo
Kim Calame
Recreation & Community
Services
Review and Update General Plan (GP)and Municipal Code
*Priority Setting Item*
Evaluate the General Plan and Muicipal Code per industry
standards for areas where objective standards and zoning/design guidelines can
be provided and/or revised. Amend General Plan and Municipal Code and zoning
code to provide objective standards.
City Attorney's Office has identified priority areas to address.Phase I: Evaluate existing General Plan and Municipal
Code and recommend areas to provide standards. Identify priority amendments to happen
first.Phase II: General Plan and Municipal Code public
outreach and update for priority amendments.Phase III: General Plan and
Municipal Code public outreach and update for other amendments.
Phase I: Summer 2019Phase II: Spring 2020
Phase III: Spring 2021
In Progress Amend General Plan and Municipal Code to have better defined objective standards.Phase I: Summer 2019
Phase II: Spring 2020Phase III: Spring
2021
$1,000,000 based on limited scope of
reviewing objective standards and minimal GP and zoning code
clean-ups.
N/A 2000 Piu Ghosh Community Development
Housing Strategies
*Priority Setting Item*
Explore the development of
strategies that provides a variety of products across the affordability levels including
housing for the developmentally disabled, as well as those with moderate,
low, very low, and extremely low income.
-Priority system implemented in BMR
program for school district employeehousing.-Staff conducted a City Council Study
Session on BMR Housing on May 1, 2018.-BMR Linkage Fee Study (see Financial Sustainability) is underway as part of FY
2018-19 Work Program.
(1) Housing Commission Study
Session (2) Planning Commission Study Session
(3) Bring item to City Council
Summer 2019 In Progress Adopt effective strategies and tools for the
development of affordable housing across all income levels and abilities.
Spring 2020 $20,000 N/A 50 Kerri Heusler Community Development
Development Accountability
*Priority Setting Item*
Analyze methods to limit the implementation timeline for entitled/future projects and
encourage development. Monitor implementation of development agreements and
conditions of approval.
Proposed Work Program item.Conduct analysis and develop procedures.Summer 2019 Proposed An established procedure for developmental accountability. Fall 2019 N/A N/A 100 Ben FuAlbert SalvadorPiu Ghosh
Catarina Kidd
Community Development
7
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Development Approval Process and Transparency
*Priority Setting Item*
Develop procedures for
mandated streamlined project approvals and administrative approvals.
Proposed Work Program item.Research and data collection
on best practice and/or industry standards.
Summer 2019 Proposed Established procedures for streamlined project
review and approval process.
Fall 2019 N/A N/A 100 Ben Fu
Albert SalvadorPiu GhoshCatarina Kidd
Community Development
Green Building Code Local Amendments
*Priority Setting Item*
Determine possible adoption of Green Building Codes more
stringent than State standard Title 24 (either Tier 1 or Tier2 ), to be adopted by Council during
the regular 2019 building code adoption cycle which will take effect in January 2020.
Work Program item is being requested by Sustainability Commission.1. Contract a consultant toevaluate and advise the City on
the requirements to update the Green Building Code to Tier 1 or Tier 2.
2. Propose Code to Sustainability Commission and City Council.3. Adopt Code.
4. Code effective.
1) Summer 20192) Fall 2019
3) Winter 20194) January 2020
Proposed Bring Green Building Code update to Council for consideration.Summer 2020 $35,000 N/A 200 Albert SalvadorMisty Mersich Community Development/City
Manager's Office
Participate in Regional Electrification Building Reach Code Effort
*Priority Setting Item*
Participate in the regional effort
to examine building electrification reach codes along with other cities in Silicon
Valley Clean Energy and Peninsula Clean Energy (San Mateo County).
Staff attended regional kick off
meeting.
Continue to engage on regional
effort to evaluate options appropriate for City.1) Cost effectiveness
study/review code options 2) External stakeholder input 3) Council review, application to
Energy Commission and File with Building Standards Commission 4) New code effective
1) Spring 2019
2) Spring 20193) Fall 20194) January 2020
Proposed Bring electrification reach codes to Council for
consideration.
January 2020 City will be paid $10,000
to cover staff time and any expenses from SVCE.
N/A 150 Misty Mersich
Albert Salvador
City Manager's
Office/Community Development
Homelessness
*Priority Setting Item*
Conduct audit of services available in Cupertino for the
homeless community; confirm estimates of homelessness in Cupertino; explore solutions for
homeless students.
Staff conducted a City Council Study Session on Homelessness on October 18,
2018.
Collaborate with West Valley Community Services, De Anza
College, and the Santa Clara County Office of Supportive Housing.
Fall 2019 Proposed Prepare a report for City Council on status of Homelessness. Identify strategies and resources
to assist the homeless.
Spring 2020 $10,000 N/A 25 Kerri HeuslerErika Poveda Community Development
Traffic Calming and Enforcement
*Priority Setting Item*
Installation of infrastructure, especially around schools, to
calm traffic, and to enhance bicycle and pedestrian safety. More enforcement for red light
running and blocking of intersections.
-Walk audits completed at all 14 public schools to identify improvements.
-Minor improvements completed around many schools.-Focused discussions with some schools
about specific improvements is ongoing.
1) Continue to work with schools and the community to identify
and implement improvements. 2) Continue observations of schools during drop-off and pick-
up times.3) Integrate work with Transportation Division's Safe
Routes to School programs.
Ongoing Proposed Create a safer environment around schools for vehicles, bicycles and pedestrians. Reduce
crash rates and increase bicycle and pedestrian mode share.
Ongoing $250,000/year for 5 years currently budgeted in
CIP for school walk audit implementation. Additional $50,000/year
necessary for supplemental traffic calming measures.
N/A 1000 David Stillman Public Works
8
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Community Livability FY 2019-20 Work Program
Engage with Philanthropic Organizations to find a way to build ELI housing units for Developmentally Disabledand Engage with Habitat for Humanity (or other nonprofit) to build ownership housing at 10301 Byrne Avenue
*Priority Setting Item*
1) Identify ways to build ELI
housing units for developmentally disabled.2) Look at possibility of building
6-8 affordable ownership townhomes.
-BMR Linkage Fee Study (See Financial
Sustainability) is underway as part of FY2018-19 Work Program.-Staff has met with both Housing
Choices and Bay Area Housing Corporation to discuss potential projects.
-Acquired property and have begun conceptual study to determine access needs into BBF.
1. Provide technical assistance
to developer/nonprofit, assist with NOFA/RFP application.2. Study feasibility of access into
Blackberry Farm and dedicate necessary land for access.3. Study feasibility of
development on property.4. Negotiate with Habitat for Humanity, provide technical
assistance with the NOFA/RFPapplication process.
Fall 2019/Spring 2020 Proposed 1. Assist developer/nonprofit with the creation of
a housing project for ELI developmentally disabled, evaluate NOFA/RFP application for potential award of City CDBG and/or BMR
Affordable Housing Funds to assist project.2. Determine if project is feasible. Assist Habitat for Humanity with the creation of a project,
evaluate NOFA/RFP application for potential award of City CDBG and/or BMR Affordable Housing Funds to assist project.
Spring
2020/Summer 2020
$150,000 plus additional
development costs to be determined after feasibility study.
$2,450,000 for
acquisition of property (for reference, not
necessarily part of the budget for this specific item)
150 Kerri Heusler
Gian MartireChad Mosley
Community Development
Comparative studies that compares standards for mixed use developments and high density residential guidelines with other cities. Specifically, on parkland, green space, and parking space requirements.
Evaluate existing Cupertino standards for consistency with
industry standards and best practices.
Proposed Work Plan item.(1) Identification of cities and outreach for documents and
interviews.(2) Document collection, review, and content analysis of best
practices and published materials. (3) Matrix analysis of data.
Winter 2019 Proposed Production of matrix and description of research results.Spring 2020 N/A N/A 100 Ben FuCatarina Kidd Community Development
Dark Sky/Lights Out Policy and Bird Safe Design Guidelines
Create dark sky policy and bird safe design guidelines for the
protection of public health and wellbeing and the facilitation of habitat friendly
developments. Reevaluate street lighting and other lighting that can benefit residential
areas.
Proposed Work Plan item.Research and evaluate industry standards and best practices.Summer 2019 Proposed Adoption of appropriate policies and guidelines.Winter 2019 $5000 for noticing and outreach efforts.N/A 200 Ben FuCatarina Kidd Community Development
Study Sessions on Vallco Updates on status of projects. Provide and receive public
input on the site.
N/A Develop presentations Winter 2019 Proposed Study sessions held.As Needed N/A N/A 20 Piu GhoshCatarina Kidd Community Development/City
Attorney's Office
Arts & Cultural Festival and Programs Ensure Arts & Cultural Programs are featured in the Neighborhood Events Program
each summer.
The Neighborhood Events Program that began in 2018 featured several cultural events as well as art in the park
programs.
Ensure significant number of cultural and arts events are included in the 2019 summer
schedule.
Summer 2019 Proposed Provide a minimum of three cultural events and a series of arts events as part of the neighborhood summer events program.
September 2019 N/A N/A 80 Kim Calame Recreation and Community Services
9
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
BMR Linkage Fees Update Consider increasing linkage fees for residential and non-residential projects to provide funding for BMR affordable units.
Began in Summer 2018 after requested funding for nexus study was authorized as part of FY 2018-19 budget.
Prepare nexus study Spring 2019 In Progress Prepare nexus study for City Council Study Session.Summer 2019 $175,000 $31,335 100 Erick SerranoKerri Heusler Community Development
Modernize Business Tax and Analyze Potential Revenue Measures
*Priority Setting Item*
Explore modernizing Business Tax and analyze potential revenue measures, such as Transient Occupancy Tax and Parkland Fees, to address issues such as traffic congestion.
-May 23-25, 2018 Public opinion poll.-June 5, 2018 Study Session in which Council directed staff to develop several models for restructuring the business tax and conducting business outreach.-June 18, 2018 Business outreach, including forum.-June 19, 2018 Study Session in which Council directed staff to prepare sample resolution and ordinance for November 2019.-July 3, 2018 Study Session in which Council directed staff to prepare draft
resolution and ordinance for November
2018 election and conduct additional
outreach.
-July 31, 2018 Action to approve
submission to the voters of a measure to
amend the City's business license tax was not adopted.
1) Build-out long-term financial forecast and financial position analysis. 2) Evaluate fiscal sustainability strategies including local revenue measures. 3) Develop capital financial options, structures and estimates for identified projects.4) Prepare additional business tax analysis for presentation to Council.
1) May 20192) May 20193) May/June 20194) September 2019
In Progress Prepare a detailed analysis of the City's options for business tax as well as alternative revenue measure available to the City.
June 2020 $50,000 N/A 100 Kristina Alfaro Administrative Services
Explore Storm Water Ballot Initiative with Grassroots Group(s) with Input From Sustainability Commission
Explore feasibility and potential steps to conduct property owner mail-in election for authorization to adjust storm water fees from 1992 level to current.
Council authorized proceeding with a fee study.If the fee study is accepted, a Prop 218 compliant mail-in ballot process will begin in March 2019 with new property related fees potentially authorized by July 2019.
June 2018 - August 2019 In Progress To have Operations & Maintenance and Clean Water Programs at Full Cost Recovery to the Fees Collected.
August 2019 $160,500 $19,825 500 Cheri Donnelly Public Works
Financial Sustainability FY 2019-20 Work Program
10
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Financial Sustainability FY 2019-20 Work Program
Consider Policies and Related Code and Specific Plan Amendments to Implement Policies in the Economic Development Strategic Plan (EDSP)
Develop and adopt policies to regulate mobile services vendors incorporating what is now allowed by SB 946. Encourage more start-ups and entrepreneurial ventures by allowing an additional "Incubator/Co-working use" in areas currently zoned for commercial retail.
-EDSP documents have been uploaded onto the Economic Development section of the City's website. -EDSP adopted by City Council in late 2016. -Hired consultant to work on implementation of key objectives.
1) Council Study Session scheduled for April 16, 2019 to review EDSP and implementation action items. 2) Explore several policies for forward-looking economic development including:A. Consider incubator/co-working uses to replace retail on sites that have underperforming
retail.
B. Consider creating office
allocation in the General Plan
specifically for mid-to-small size
companies.
C. Identify and develop regulations for an Innovation/Arts district in the City. D. Create a policy to allow mobile uses (including food trucks).3) Bring draft ordinances to City Council in Winter 2019 for Item A and B. 4) Council Study Session in Spring 2020 to discuss Item C.
1) April 16, 20192) Fall 20193) Winter 20194) Spring 2020
In Progress Adopt ordinances to regulate mobile vendor services, and allow for incubator/co-working use in underperforming retail spaces.
Spring 2020 $148,473 $56,870 500 Angela Tsui City Manager's Office
Internal Audit Function Assist the City in accomplishing
its objectives by bringing a
systematic, disciplined
approach to evaluate and
improve the effectiveness of risk
management, control, and
governance processes.
Evaluate the cost/benefit of
having an internal audit function
in-house versus contracted out.
Based on the results and decision
of City Council, respond
accordingly with either an RFP
for contract services or establish the position classification and hire an FTE.1) Final budget hearing 2) Recruit RFP3) Onboard
1) May/June 2019
2) July/August 2019
3) September 2019
Scheduled Assist the City in accomplishing its objectives by
bringing a systematic, disciplined approach to
evaluate and improve the effectiveness of risk
management, control, and governance
processes.
September 2019 $20,000 - $180,000
ongoing depending on
analysis mentioned in
"Next Steps"
N/A TBD Kristina Alfaro Administrative Services
Public Infrastructure Financing Strategy
*Priority Setting Item*
Present a study of financing
alternatives for several different
categories of upcoming large
expenses, such as New City Hall
Tenant Improvements, other public building improvements and modifications, multi-modal transportation improvements, potential Performing Arts Center Tenant Improvements, etc.
1) Infrastructure Needs list was
developed identifying upcoming large
expenses.
1) Financing plan will be
discussed at the Council Study
Session.
2) Develop Scope of Work and
propose funding for RFP at either mid-year or regular budget.
1) April 2019
2) Spring - Fall 2019
In Progress Build-out long-term financial forecast and
financial position analysis.
Evaluate fiscal sustainability strategies including
local revenue measures.
Develop capital financial options, structures, and estimates for identified projects.
July 2020 $42,500 N/A 100 Kristina Alfaro
Roger Lee
Administrative
Services/Public Works
11
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date
Est. Total
Staff
Hours
Staff Lead Department
Review Current Commissions Per Council request, explore
commission structure and consider improvements for efficiency and communication
with Council. Consider having a meeting where like commissions from other
jurisdictions can come together to share ideas and experiences.
- Research on best practices
conducted.- Restructured commission work program process and introduced
process to all commissions.- Survey conducted for commissioner feedback.
1) Report back to Council
regarding commission feedback.2) Plan and execute
implementation of commission process changes according to Council direction and decision.
1) Spring 2019
2) Summer/Fall 2019
In Progress 1) Provide an opportunity for every commissioner
to provide feedback.2) Provide options for Council to consider regarding commission process changes.
Spring 2020 $3,000 N/A 500 Katy Nomura
Grace Schmidt
City Manager's Office/City
Clerk
Consider New Commissions and Committees
*Priority Setting Item*
Explore the possibility of additional commissions or committees to address City
needs, such as traffic, transportation, and economic development.
- Research commissions in other cities 1) Research committees in other cities and best practices for forming commissions.
2) Conduct study session for Council.
1) Fall 20192) Spring 2020 Proposed 1) Provide an opportunity for feedback fromevery commission and committee with members of the public.
2) Provide options to the Council to consider regarding new commissions or committees.
Summer 2020 N/A N/A 400 Katy NomuraGrace Schmidt City Manager's Office/City Clerk
Neighborhood Engagement
*Priority Setting Item*
Increase membership in, and
engagement with, neighborhood groups and members. Provide support for
Councilmembers who want to conduct town hall/office hour meetings with residents.
Currently we have more than 300
members in the Block Leader Program.
1) Work with Block Leaders and
Neighborhood Watch volunteers, as well as neighborhood groups to be
neighborhood representatives and stakeholders related to City relations.
2) Continue outreach to areas in Cupertino that do not currently have Block Leader and Neighborhood Watch
membership.
June 2020 Proposed Increase Block Leader and Neighborhood
Watch membership.
June 2020 $2,000 N/A 500 Brian Babcock City Manager's
Office(Public Affairs/ Block Leader/ Neighborhood Watch)
Public Relations Project
*Priority Setting Item*
Contract with an outside firm to create public relations materials and campaigns to
address misinformation concerning Cupertino and enhance its reputation. The
campaigns would include, but not be limited to, the City's efforts in entitling affordable
housing in Cupertino.
1) Explore hiring a public relations (PR) consulting firm to help the City create campaigns.
2) Develop and execute campaigns with guidance fromPR firm.
1) Spring 20192) Fall 2019 Proposed Hire PR firm, execute campaigns.June 2020 $50,000 N/A 750 Brian Babcock City Manager's Office/ Public Affairs
Public Engagement and Transparency FY 2019-20 Work Program
12
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date
Est. Total
Staff
Hours
Staff Lead Department
Public Engagement and Transparency FY 2019-20 Work Program
Marketing Project
*Prority Setting Item*
Investigate a potential
"Cupertino Store" with City-branded items and work with Fine Arts Commission on
possible artistic giveaways.
1) Explore idea of a store.
2) Work with Fine Arts Commission liaison to set up conversations with Commission
regarding artistic giveaways.
Summer 2019 Proposed 1) Identify feasibility of a "Cupertino Store".
2) Meet with Fine Arts Commission and Identify artistic giveaways.
June 2020 $5,000 N/A 750 Brian Babcock City Manager's Office/
Public Affairs
Enhance Councilmember Webpages and Outreach
*Priority Setting Item*
Enhance Councilmember webpages -Webpage mock up has beendeveloped based on discussion at priority setting workshop.
-Implemented feedback from CouncilStudy Session and pages are live.
Update content with Council information. Make modifications as necessary.
Spring 2019 In Progress Provide enhanced Councilmember Web Pages.Summer 2019 N/A N/A 24 Bill Mitchell Innovation & Technology
Volunteer Fair Promote a sense of community and good will in Cupertino by encouraging volunteerism.
-The City held its first Volunteer Fair inyears in May 2018. -Approximately 70 organizations
attended as tabling partners to showcase their various volunteer, internship, and program opportunities.
-About 2,000 individuals of varyingdemographics came to find their volunteer match.
-Additionally, the Fine Arts League of Cupertino hosted an art show in Community Hall.
-Providing entertainment for the event were Cupertino’s very own volunteer organizations, the Harmonikatz and
InaTalent. -The City received positive feedbackfrom both attendees and tabling partners and several requests to host
this event again.-Numerous organizations stated that they had received the highest sign-up
rates at this event.
The City plans to host another Volunteer Fair event in May 2019.
May 2019 In Progress Approximately 70 organizations attended as tabling partners to showcase their various volunteer, internship, and program opportunities.
About 2,000 individuals of varying demographics came to find their volunteer match.
May 2019 $7,300 per year $7,300 300 per year Colleen Lettire City Manager's Office
13
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Alternative Commute Pilot for Staff Pilot to encourage employees to use alternative modes of
transportation such as walking, biking, transit, and carpool to relieve road congestion,
reduce harmful emissions and improve employee health.
-Exploring programs from surroundingcities and writing a draft proposal.
-Develop pilot program implementation measures, and determine appropriate incentive levels.
Discuss draft pilot program proposal with City Manager and
Dept. Heads. Begin pilot program and conduct employee engagement.
1) Gather research.2) Creation of pilot program incentives and objectives,
gather City Manger and HumanResource input.3) Launch pilot.
1) Fall 2018 2) Winter 2018
3) Spring 2019
In Progress Increase in number of employees that take alternative modes of transportation such as
walking, biking, transit, and carpool to work.
June 2019 $20,000 N/A 40 Misty Mersich City Manager's Office
Workforce Planning Use data in the City's ERP
system and several City documents such as the budget, Capital Improvement
Program, and City Work Program to identify key positions needed and how to attract, retain or train to ensure
the availability of those positions when needed.
-Attract - Negotiate new labor contracts
to stay competitive, successfully recruit, and retain talent in the current job market.
-Retain - In the beginning stages of launching a Succession PlanningProgram in collaboration with Leadership Academy Program
consultant for a target date of September 2019. -Employee training and development -
Kicking off the Citywide BEST (Building Employee Skills through Training) Program effective April 2019.
Begin identifying key positions.
Formulate training/ recruitment/ retention strategy for those positions.
1) Identify Key Positions2) Training Strategy3) Recruitment Strategy4) Retention Strategy
1) May 2019
2) July/August 20193) July/August 20194) August/ September
2019
In Progress # of Trainings
Retention Rate
June 2019 $5,000 N/A 500 Kristina Alfaro Administrative Services
Labor Negotiations Negotiate equitable long term
contracts with all bargaining units.
-Current contract expires in June 2019.
-Total compensation surveys beingupdated.-Meetings scheduled with labor groups
to determine survey agencies and classifications. -In the process of acquiring licensing
agreement with Adastra for labor cost analysis to increase efficiency throughout negotiations.
Labor negotiations meetings
to begin in March 2019.1) Kick Off Meeting2) Salary Survey Complete
3) Complete Negotiations
1) March 2019
2) April/May 20193) June 2019
In Progress New Contracts June 2019 $50,000 N/A 200 Kristina Alfaro Administrative Services
Disaster Recovery (DR) Plan Provide network/data resiliency
through the use of offsite and out of region data centers
-Simplified network/data infrastructure
to allow for easy migration to offsite data center.-Network infrastructure for both City Hall
and colocation facility have been procured and configured.-Equipment includes Firewalls, Wired,
Wireless, Server and SAN environments. -All City Hall equipment is operational and running in production mode.
-Ongoing discussions with three colocation vendors concerning capabilities, locations, and price.
1) Move current City Hall data
center infrastructure elements tolocal colocation facility.2) Build second infrastructure
environment at distant, out-of-region colocation facility.3) Enter into agreement with one
colocation vendor.4) Move, configure, and activate colocation equipment.
5) Test failover.
Summer 2019 In Progress Disaster Recovery site operational Summer 2019 $1,068,000 $834,282 3224 Bill Mitchell Innovation & Technology
Operational Efficiency FY 2019-20 Work Program
14
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Operational Efficiency FY 2019-20 Work Program
Applications
*A portion of this scope includes a Priority Setting Item*
Deploy applications to enhance operational
efficiency.
The following applications have been deployed:
-3D Project Activity Map-95014 Disaster Preparedness MobileApp
-ACTIVENet-Bid Management-Bike Plan Story Map
-Building OS-Case Management-CIP Story Maps
-Citizens Communications Recyclist-Cityworks-Tree Storeroom-Cityworks - Facilities
-Cityworks - Sign Inventory-Cityworks - Tree inventory-Cupertino 311-Intranet
-Laserfiche Upgrade-NeoGov - Recruitment-New World CAFR Builder
-OneConcern-Open Town Hall-PSOMAS Property Info Updates
-Updated Aerial of City
1) Finalize implementation ofapplications in flight.
2) Continue to research cost effective solutions to current business problems.
Applications in progress:1) Public Works Dashboard
2)Accela Land Management3)Zonar 3D Zoning4) ProjectDox Public Portal
5)NextRequest PRA,6) Cafe Point of Sale7) Qless8)Augmented Reality Pilot
9) TrafficWare Traffic Management System10) Cobblestone Contract
Management11) NeoGov-Onboarding12) Chatbot Pilot
13) Golf Tee Time14) Enterprise Content Management Roadmap
1) Spring 20192) Summer 2019
3) Summer 20194) Summer 20195) Summer 2019
6) Summer 20197) Summer 20198) Summer 2019
9) Summer 201910) Fall 201911) Fall 2019
12) Fall 201913) Fall 201914) Winter 2019
In Progress Complete projects with stated timeline Winter 2019 $1,426,753 $1,031,690 6864 Bill Mitchell Innovation & Technology
New City Hall Design Design a New City Hall to the identified budget.-The budget amendment to allow staffto move forward with an RFP to hire an Architectural consultant was approved
on the 10/16/18 Council Agenda. -A Council Study Session is scheduled for April 2, 2019 to review the Civic Center Master Plan & discuss City Hall
design/delivery strategy.
1) Council Study Session todiscuss design delivery strategy and establish a project budget.
2) Issue an RFP.3) Identify a project fundingstrategy. 4) Select a design consultant.
1) April 20192) June 20193) TBD
4) TBD
In Progress 1) Approve design delivery strategy 2) Establish project budget3) Identify a funding strategy
4) Issue RFQ
August 2020 $3,500,000 $5,000 350 through consultant
selection
Roger Lee Public Works
Interim City Hall Design Evaluate options for an interim City Hall at
1) Monta Vista RecreationCenter 2) Service Center
3) Leased Space
The budget amendment to allow staff to move forward with an RFP to hire an
Architectural consultant is on the 10/16/18 Council Agenda. An Architect was engaged to evaluate design
alternatives.
Complete analysis for Interim City Hall location.Pending funding strategy and timeline
for new City Hall.
On Hold
Pending funding strategy and
timeline for new City Hall.
1) Evaluate Monta Vista Rec Center2) Evaluate new bldg at Service Center
3) Estimate leased space option4) Select preferred location
July 2019 $500,000 N/A 1000 Roger Lee Public Works
Roll Out of Additional ERP Modules Fully utilize ERP system to automate and simplify business
processes.
-Fixed Asset module has beenimplemented.
-CAFR Builder has been implemented and will begin utilizing for FY 18-19 financial statement audit.
Review requested time off capabilities in the City's online
timesheet/benefits portal.1) Testing of Time Off Request by Admin Services.
2) Rollout of time off request to CMO, I&T and CDD and PW staffat City Hall.
3) Rollout of time off request to PW Services Center and Parks and Recreation".
1) March 20192) July 2019
3) August 2019
In Progress Continue to look toward implementing new modules offered by City's ERP to increase
efficiency, accuracy, and transparency within the City's financial management and reporting.
June 2020 N/A N/A 100 Kristina Alfaro Administrative Services
15
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Operational Efficiency FY 2019-20 Work Program
Roll Out of Open Gov Platform (Maps and Additional Reports)
Fully utilize OpenGov Software.Successfully began using and integrating open budget portion of
OpenGov.
Build out additional reports and view on the City's transparency
portal.1) Use Portal for Budget Presentations.
2) Implement Open Town HallIntegrates Maps.3) Integrates Maps.
4) New Views.
1) March 20192) November 2019
3) December 20194) July 2019
In Progress Achieve utilization of reports and integration offered by OpenGov to increase efficiency,
accuracy, and transparency within the City's budgeting and reporting processes.
June 2020 $30,000/Year Software Costs $30,000 100 Kristina Alfaro Administrative Services
Integration of Work Program and Other Long/Short Term Documents to Develop 5 Year Business Plan for City.
Comprehensive Business Plan that encompasses all work plan items ensuring adequate
funding and staffing resources.
Work Program has been incorporated into the budget process.Ensure costs associated with items approved in Work Program are included in the FY 2019-20
budget. Ensure future costs of items in the work plan are included in the
Long Term Financial forecast.1) Work Program Priorities inBudget Proposals.
2) Multi Year Funding of approved items in budget.3) Future Staff incorporated in to
forecast.
1) March 20192) May 20193) May 2019
In Progress Construct a Council Work Program in which aggregate benefits, both for the City and the Community, outweigh the costs associated.
Ensure the City's budget appropriately and sufficiently captures all Work Program costs and communications are delivered to City Council
regularly.
June 2020 N/A N/A 200 Kristina Alfaro Administrative Services
Cross Platform System Integration Leverage new technology acquisitions to create
integrated systems.
-Identified integration possibilitiesbetween the City's ERP Logos and Land
Management Software, Recreation Software, Project Works and Recruitment software. -Recreation Software (Activenet
integration complete).-Finance division working with Land Management software on integration
specifications.
1) Accela Integration to ERP2) NeoGov (Recruitment and
Onboarding) to ERP3) GIS Integration with OpenGov
1) December 20192) December 2019
3) TBD
In Progress Leverage new technology acquisitions to create integrated systems in which Departments can
achieve operational efficiency and consistency by collaborating as a cohesive unit.
Summer 2018 and Ongoing N/A N/A 500 Kristina Alfaro All
Improve Process of Public Records Act (PRA) Requests
Provide a comprehensive web portal that allows 24x7 public access to search previous PRA
responses or submit a new PRA request. Route, escalate, track, distribute, log and manage
each PRA request. Provide knowledge base of previous PRA requests and associated
responses. Manage, review and improve current City process.
-Met with vendors on different applications that meet our goals.-Selected Vendor (NextRequest)
negotiated contract and price.
Install, configure and make operational application.Summer 2019 In Progress Nextrequest Implemented Summer 2019 $15,217 $15,217 144 Bill MitchellGrace Schmidt Innovation & Technology/City Clerk
16
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Operational Efficiency FY 2019-20 Work Program
Recreation and Community Services Marketing Plan and Program Review
Implement a plan placing greater emphasis on business
functions within the Recreation and Community Services Department to include
completion of a program review of programs and activities offered and a
marketing plan.
Contract was awarded in 2018.Provide background information and data to LERN, the
contractor who will be completing the process in November 2019.
Fall 2019 In Progress To create a marketing plan that includes an analysis of programs to offer, fees to charge and
evaluation of the department program brochure.
Winter 2019 $20,000 $4,000 150 Christine Hanel Recreation and Community Services
Emergency Services Continuity of Operations Plan (COOP)
Complete plan to resume operations of the City after a
major emergency.
-Emergency Operations Plan (EOP) is a precursor to the COOP. As first step the
EOP is in the process of being updated.-Quotes have been received for potential COOP contract services costs.
1) Complete EOP2) Review constraints that
annexes may have on COOP3) Decide in-house versus outsourcing COOP
development4) Begin the process5) Completion
1) June 20192) Fall 2019
3) Fall 20194) Winter 20195) Summer 2020
In Progress 1) Having a completed COOP.2) Appropriate staff trained on COOP.Summer 2020 $75,000 N/A Dependent
on whether it is written in-house or outsourced.
Clare Francavilla City Manager's Office
17
Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget(not including staff time)Actual Expenseto Date Est. Total Staff Hours Staff Lead Department
Small Business Development Center (SBDC) and Cupertino Visitor's Center
Explore the viability of
establishing a small business development center and Cupertino Visitor's Center. The
Visitor's Center should have a retail component to sell City-branded merchandise.
This is an action item in the Economic
Development Strategic Plan as a resource to retain and grow small and midsize businesses. The addition of a
Cupertino Visitor's Center was initiated by City Council during its Work Program Study Session on March 19th, 2019.
Identify a list of possible office
and retail space, centrally located within the City.
Summer 2019 In Progress Find permanent office and retail space for SBDC
counselors to meet with prospective business clients, as well as house a City Visitor's Center with a retail component to sell City-branded
merchandise.
Ongoing Dependent upon space
availability
N/A 200 Angela Tsui City Manager's Office
Library Lease Sign a new lease with the
Library JPA for use of the City's Library facility.
Staff has begun meeting with Library
staff to discuss terms for the new lease.
1) Begin negotiation of new
lease/MOU.2) Coordinate lease terms withCouncil.
3) Final Lease Agreement.4) Develop license agreement with Library addressing program
opportunities and use of Community Hall.
1) Ongoing
2) May 20193) August 20194) August 2019
In Progress Complete updated lease agreement September
2019
N/A N/A 280 Chad Mosley
Heather Minner Jeff MilkesRoger Lee
Public Works/ City
Attorney's Office/ Recreation & Community Services
Strategic Partnerships with Nonprofits Create strategic partnerships
with nonprofits to improve effectiveness of Recreation & Community Services Programs.
Objectives include coordination of programs with the Cupertino Library, YMCA,
West Valley Community Services, School Districts, etc.
Many new partnerships have been
strengthened to include working with the Historical Society, the Chamber of Commerce, the School Districts, etc.
Continue discussions with West
Valley Community Services and other nonprofit service providers.
Also see Policies on Nonprofit Support item.
On Hold On Hold To create partnerships that result in efficiencies
and improved services for Cupertino residents.
June 2019
(ongoing)
N/A N/A TBD Kim Calame
Kim FreyChristine Hanel
Recreation & Community
Services
Art in Unexpected Places To beautify public and/or private/donated spaces, surprise and delight passers-by,
and encourage the community to reflect on themes and imagery that represent the
heritage, natural beauty, diversity, and creativity of the City.
Fine Arts Commission and Parks & Recreation Department are collaborating to install mural wall art in
two locations as pilots.
1) Draft creative brief has beeninitiated.2) Outreach to private property
owners is pending.
Summer 2019 to Summer 2020 for pilot In Progress Complete mural Summer 2020 $10,000 N/A 100 Catarina Kidd Community Development
Policies on Nonprofit Support
*Priority Setting Item*
Review and implement policies on funding and support for
nonprofit organizations, including meeting room space and office space.
Review of the Community Funding Policy is being conducted.1) Review all policies regardingfunding and support of
nonprofits.2) Research best practices inother cities.
3) Conduct a Study Session for Council regarding options and recommendations.
4) Draft, revise, and implement policies per Council direction.5) Bring policies to Council.
1) Fall 20192) Spring 2020
3) Spring 20204) Summer 20205) Fall 2020
Proposed A standardized process for nonprofits to receive funding and support from the City.Fall 2020 $15,000 N/A 500 Kristina AlfaroJeff Milkes Administrative Services/ Recreation & Community
Services
Proactive Legislative Support
*Priority Setting Item*
Contract with a lobbying firm to provide legislative analysis and lobbying support. It is possible
that the lobbyist services and costs may be shared with other West Valley cities if there is
interest. Staff will work with the lobbyist firm to develop a legislative program to support City priorities.
- West Valley cities informed of lobbyist idea.- Quotes received for lobbyists.
1) Further discuss partneringopportunities with West Valley cities.
2) Conduct procurement process for lobbyist.3) Contract with lobbyist and
develop program to support Council priorities.
1) Summer 20192) Fall 20193) Winter 2019
Proposed 1) Lobbyist support secured for the City. 2) Plan developed to support legislative priorities.
Winter 2019 $75,000 annually
Costs may be shared
among West Valley cities pending their participation.
N/A 500 Katy Nomura City Manager's Office
Public and Private Partnerships FY 2019-20 Work Program
18
1 / 1 Draft, 4/25/2019
Cupertino Library Commission
About
The Cupertino Library Commission meets the first Wednesday of most months. Attend regular Library
Commission meetings in the Think Tank conference room (Cupertino Library, second floor) at 7 pm. Members
of the public are welcome to share their ideas about library programs, services, materials, and facilities in
person during commission meetings (oral communications or public comment) or in writing
(librarycommission@cupertino.org).
Duties–Powers–Responsibilities (Cupertino Municipal Code 2.68.070)
The Library Commission shall have the following duties, powers and responsibilities, and such other as they may be
entrusted with by the City Council from time to time:
A. Consult with the City Council, the City staff and the Santa Clara County Library Joint Powers Authority and staff
regarding the functioning of the physical facilities of the Cupertino Library and shall make recommendations from time to
time for improvement or modification thereof;
B. Consult with the City Council, the City staff and the Santa Clara County Library Joint Powers Authority and staff
regarding the Cupertino Library programs and services to the community and shall make recommendations from time to
time for improvements or modifications thereof;
C. Consult with and act as liaison with private community groups supportive of the library program;
D. Consult with the architect and the City Council in the planning of any main or branch library building facilities,
including locations, building layout, architecture, landscaping and furnishings;
E. Hold hearings, formulate policies and make rules and procedures with respect to the foregoing for approval by the
City Council;
F. Perform such other tasks as may be expressly requested of it by the City Council.
(Ord. 1697, (part), 1995; Ord. 679, (part), 1975) policies and make rules and procedures with respect to the foregoing for
approval by the City Council;
F. Perform such other tasks as may be expressly requested of it by the City Council.
(Ord. 1697, (part), 1995; Ord. 679, (part), 1975)
Draft Library Commission Work Plan Items, Fiscal Year 2019-2020
Solve Programming and Library Space Issues. Support the efforts of Council and community-based
organizations to address space constraints affecting programming, meeting, and study uses of the library.
Duration: ongoing, as needed.
Address Library Parking Space Shortage and Safety Issues Affecting Library Patron Drop-off and Pick-
up. This item is related to the Library Community Room Addition, but some aspects can be addressed
independent of new construction. For example, explore opportunities for off-site parking during peak evening
and weekend hours. Duration: ongoing, as needed.
Promote Partnership Opportunities with Community-based Organizations to Bring Programs to
Cupertino Library Patrons. Partner organizations can include but are not limited to: sibling city commissions,
local school districts, the Cupertino Library Foundation, and Friends of the Cupertino Library. Commissioners
will connect with potential partner organizations to strengthen connections, identify common goals, and support
shared initiatives. Possible initiatives could include organizing workshops about parenting styles or stress
management, supporting efforts to bring library services to Cupertino schools, or other items of interest to the
community. Duration: ongoing.
Support Data Collection, Analysis of Results, and Policy Recommendations Associated with the Tri-
annual Library Patron Survey. Support the efforts of the Santa Clara County Library District to engage with
the community to gather data regarding library patrons’ needs and interests. Analyze the survey data to identify
opportunities to improve library services and programming for patrons. Duration: data collection, Spring 2019;
analysis of results and policy recommendations, ongoing thereafter.
Collaborate with the Recreation and Community Services Department and the Current Poet Laureate to
Select the 2020-2021 Poet Laureate. Promote Poet Laureate Events Throughout the Year. Support the
effort to select the next Poet Laureate in whatever capacity is needed or required. Promote and attend Poet
Laureate Events whenever possible. Duration: TBD.