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sp HC Packet 5-16-2019CITY OF CUPERTINO AGENDA HOUSING COMMISSION 9:00 AM 10300 Torre Avenue, City Hall, Conference Room C Thursday, May 16, 2019 Amended Special Meeting The Staff Report for item #2 was amended on 5/10/2019 at 12:15pm for a language correction. NOTICE IS HEREBY GIVEN that a special meeting of the Housing Commission is hereby called for Thursday, May 16, 2019, commencing at 9:00 a.m., City Hall, Conference Room C, 10300 Torre Avenue, Cupertino, California. Said special meeting shall be for the purpose of conducting business on the subject matters listed below under the heading “Special Meeting”. SPECIAL MEETING: ROLL CALL APPROVAL OF MINUTES 1.Subject: Draft Minutes of April 11, 2019 Recommended Action: approve or modify the Draft Minutes of April 11, 2019 Draft Minutes of April 11, 2019 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: Receive an update from the January 10, 2019 presentation regarding proposed changes to Municipal Code Amendments to Title 19: Zoning, of the Cupertino Municipal Code to further facilitate the development of Accessory Dwelling Units Page 1 May 16, 2019Housing Commission AGENDA Recommended Action: receive the update Staff Report NEW BUSINESS 3.Subject: FY 2019-20 Community Development Block Grant (CDBG) Annual Action Plan Recommended Action: 1.Adopt Resolution No. 19-02; recommending approval of the FY 2019-20 CDBG Annual Action Plan to City Council for final adoption. Staff Report A - Draft Resolution 19-02 4.Subject: Housing Commission FY 2019-20 Work Program Recommended Action: 1.Recommend that the City Council consider the Housing Commission FY 2019-20 Work Program. Staff Report A - FY 2019-20 City Work Program B - Draft Housing Commission Work Program FY 2019-20 C - Commission Work Program Flow Chart D - Guidance on Commission Work Programs STAFF AND COMMISSION REPORTS ADJOURNMENT Page 2 May 16, 2019Housing 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 City of Cupertino 10300 Torre Avenue Cupertino, CA 95014 (408) 777-3308 DRAFT MINUTES OF THE REGULAR MEETING OF THE HOUSING COMMISSION HELD ON APRIL 11, 2019 CALL TO ORDER Chair Zhao opened the meeting at 9:01am. Commissioner Daruwalla joined the meeting at 9:04am. ROLL CALL Commission Members present: John Zhao, Chair Nina Daruwalla, Vice Chair Sue Bose, Commissioner Connie Cunningham, Commissioner Commission Members absent: None Staff present: Kerri Heusler, Senior Housing Planner Heather Minner, City Attorney APPROVAL OF MINUTES 1. Minutes of the March 14, 2019 Housing Commission meeting were approved with one edit. Commissioner Bose made a motion and Commissioner Cunningham seconded the motion. APPROVE: Bose, Cunningham, Zhao ABSENT: Daruwalla ABSTAIN: VOTE: 3-1-0 CEREMONIAL MATTERS AND PRESENTATIONS 2. Presentation- an Overview of the Brown Act The Commission accepted a presentation from staff member Minner. POSTPONEMENTS None ORAL COMMUNICATIONS Public comments were received from Liana Crabtree and Peggy Griffin. WRITTEN COMMUNICATIONS None PUBLIC HEARINGS 3. Department of Housing and Community Development (HCD) Annual Housing Element Progress Report (APR) 2 The Commission accepted a presentation from staff member Heusler. Staff member Heusler answered questions from the Commissioners and members of the public. Public comments were received from Liana Crabtree, David Fung, Peggy Griffin, Janet Van Zoeren, and Darcy Paul. Commissioner Bose made a motion and Commissioner Daruwalla seconded the motion. APPROVE: Bose, Cunningham, Daruwalla, Zhao ABSENT: ABSTAIN: VOTE: 4-0-0 OLD BUSINESS None NEW BUSINESS STAFF AND COMMISSION REPORTS: Chair Zhao reported back from the monthly Mayor’s meeting. Commissioner Cunningham reported back on attendance at community events. ADJOURNMENT: The meeting was adjourned at 10:28am to the next regularly scheduled Housing Commission meeting. Respectfully submitted: /s/Kerri Heusler Kerri Heusler Senior Housing Planner HOUSING COMMISSION STAFF REPORT Meeting: May 16, 2019 SUBJECT Amendments to the size of Accessory Dwelling Units (Chapter 19.112 - Accessory Dwelling Units) to encourage their development. (Application No. MCA-2018-04; Applicant: City of Cupertino; Location: City-wide) RECOMMENDED ACTION Receive Presentation and comment. DISCUSSION Background The project to incentivize production of Accessory Dwelling Units (ADUs) has been listed on the City’s Work Program since FY 2018-2019. In accordance with the City’s Housing Element, the increased supply of these types of units provide additional housing opportunities that HCD currently allows the City to take credit for toward meeting the Regional Housing Needs Allocation (RHNA) for housing at moderate levels of affordability. Staff’s specific task was to review the Municipal Code and recommend incentives to encourage the development of ADUs. On January 10, 2019, the Housing Commission received a presentation on this subject. Proposed modifications at the time included revisions to Chapter 13.08 Park Land Dedication Fee, Chapter 14.05 Park Maintenance Fee, Chapter 18.24 Dedications and Reservations, and Chapter 19.112, Accessory Dwelling Units. The revisions proposed would among other clarifications, include exempting ADUs from payment of Park Maintenance Fees. At this time, staff is prepared to move forward with modifications to Chapter 19.112 Accessory Dwelling Units. Analysis Chapter 19.112, Accessory Dwelling Units is intended to implement the State’s ADU requirements, which furthers the City’s own affordable housing goals by providing additional housing in zoning districts where single family homes are allowed in a manner which minimizes adverse impacts. This Chapter has been modified several times since 2016 to keep pace with the State of California’s various Assembly & Senate Bills. Successive state legislation has favored allowing larger sized ADUs. Currently, the Municipal Code standard for maximum size is: 10% of the net lot area, up to a maximum of 1,000 s.f., or 50 percent of the existing living space of the principal dwelling unit, whichever is more restrictive. It is recommended that the limitation to the current ‘10% of the net lot area’ development standard be eliminated (underlined above). It should be noted that State law allows ADUs to be a maximum size of up to 1,200 sq. ft. Currently, lots larger than 10,000 sq. ft. can construct a 1,000 sq. ft. ADU (so long as it is not more than 50% of the total living space of the principal dwelling unit), while smaller lots would have to reduce the size of a proposed ADU based on the size of the lot. With the proposed change, larger ADUs could be built on smaller lots. There have been times when homeowners have indicated disappointment about the size of an ADU they can construct and one request at Oral Communications at the City Council for larger ADUs on smaller lots. The proposed change would not change the overall maximum allowed FAR on a lot. There is no anticipated impact as the change will not increase the massing that is already permitted per the CMC, and all other Accessory Structure and ADU development standards (setbacks, lot coverage, height, etc.) remain. It should be noted that there is state legislation (AB 68) under consideration which could eliminate FAR and lot coverage limitations in the future. No changes are proposed to any of the other standards in the Accessory Dwelling unit Chapter. NEXT STEPS The application will be presented to the Planning Commission on June 11, 2019 for their review and recommendation to City Council. Prepared by: Gian Paolo Martire, Associate Planner Reviewed by: Piu Ghosh, Principal Planner Approved by: Benjamin Fu, Interim Director of Community Development 1 COMMUNITY DEVELOPMENT DEPARTMENT CITY HALL 10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3308 • www.cupertino.org HOUSING COMMISSION STAFF REPORT May 16, 2019 Subject FY 2019-20 Community Development Block Grant (CDBG) Program Annual Action Plan Recommended Action Conduct Public Hearing; and 1. Adopt Resolution No. 19-02; recommending approval of the FY 2019-20 CDBG Annual Action Plan to City Council for final adoption. Discussion The United States Department of Housing and Urban Development (HUD) annually allocates grants such as CDBG, Home Investment Partnerships Program (HOME), Housing Opportunities for People with AIDS (HOPWA), and Emergency Shelter Grants (ESG) to local jurisdictions for community development activities. Cupertino is one of nine entitlement jurisdictions within Santa Clara County. Jurisdictions typically must have a population of 50,000 or more to qualify as an entitlement jurisdiction that receives grant funding directly from HUD. Entitlement grants are largely allocated on a formula basis, based on several objective measures of community needs, included the extent of poverty, populations, housing overcrowding, age of housing, and extent of population growth lag in relationship to other metropolitan areas. As a requirement to receive these entitlement grants, Title I of the National Affordable Housing Act mandates that jurisdictions prepare a five-year Consolidated Plan, Annual Action Plan, and Consolidated Annual Performance Evaluation and Report (CAPER) that identifies local community development needs and sets forth a strategy to address these needs. The 2015-2020 Consolidated Plan was adopted by City Council on April 7, 2015. City Council approved the fiscal year (FY) 2019-20 CDBG, Below Market Rate (BMR) Affordable Housing Funds (AHF), and Human Service Grant (HSG) funding allocations at their meeting on April 2, 2019. 2019-20 CDBG Annual Action Plan The FY 2019-20 CDBG Annual Action Plan (Exhibit 2) is a one-year plan that describes the eligible activities that the City intends to undertake in FY 2019-20 (July 1, 2019 – June 30, 2020) to address the needs and implement the strategies identified in the adopted 2015-20 Consolidated Plan. The Annual Action Plan describes the activities that the City intends to fund to address priority housing and non-housing community development needs and to affirmatively further fair housing choice. Per HUD regulations, the City is required to make the Annual Action Plan available for public comments for thirty days: May 1, 2019 to May 30, 2019. The City is part of the Santa Clara County HOME Consortium and is required to submit the Annual Action Plan to HUD along with the County. The County intends to submit the Annual Action Plan in June after City Council approval from each of the HOME Consortium members. The Annual Action Plan must be submitted to HUD by the August 15, 2019 deadline. 2019-20 CDBG Funding The City received notification from HUD on April 29, 2019 awarding $369,264 in entitlement funding for FY 2019-20. The City intends to reallocate $7,944 in program income from existing CDBG loan payoffs. Between the FY 2019-20 entitlement grant and program income, the City will have a total of approximately $377,208 of CDBG funds to utilize. Due to delays in HUD funding allocations, the City originally estimated $361,597 in funds based on FY 2018-19 entitlement numbers. On April 2, 2019, City Council awarded FY 2019-20 CDBG funding allocations with a Contingency Plan that allowed staff to adjust the estimated amounts at the time that HUD issues entitlement numbers. Funding allocations are noted in the table below. FY 2019-20 CDBG Budget Entitlement Amount $369,264.00 Program Income FY 2018-19 $7,944.00 Sub-Total $377,208.00 Program Administration (20%)$75,441.60 Public Service (15%)$56,581.20 Capital/Housing Projects (65%)$245,185.20 Total $377,208.00 2019-20 CDBG Public Service Funding Allocations A total of $56,581.20 has been allocated to eligible public service activities. Public service activities must benefit very low- and low-income households. Funding allocations are noted in the table below. FY 2019-20 CDBG Public Services Live Oak Adult Day Services - Senior Adult Day Care / Caregiver Respite $20,431.15 West Valley Community Services (WVCS) – CARE Program $35,000.00 Total $55,431.15 2019-20 CDBG Capital Housing Funding Allocations A total of $245,185.20 has been allocated to eligible CDBG capital housing projects. Funding allocations are noted in the table below. FY 2019-20 CDBG Capital Housing Projects Maitri- Anjali Transitional House $120,000.00 Rebuilding Together Silicon Valley- Housing Repair and Rehabilitation Project $81,875.00 WVCS - Vista Village Renovation Project $43,310.20 Total $245,185.20 Process This is the first of two public hearings required by HUD for CDBG. The second public hearing will be held at a future City Council meeting. All required HUD notices are published in the Cupertino Courier newspaper in advance announcing upcoming CDBG public hearings. Prepared by:Reviewed & Approved by: /s/ Kerri Heusler______/s/ Benjamin Fu Kerri Heusler Benjamin Fu Housing Manager Interim Director of Community Development Attachments: A -Draft Resolution No. 19-02 1 RESOLUTION NO. 19-02 A RESOLUTION OF THE HOUSING COMMISSION OF THE CITY OF CUPERTINO RECOMMENDING APPROVAL OF THE FY 2019-20 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) ANNUAL ACTION PLAN TO CITY COUNCIL FOR FINAL ADOPTION WHEREAS, the Housing and Community Development Act of 1974 provides that funds be made available for the CDBG Program; and WHEREAS, the City of Cupertino will receive a $369,264 CDBG entitlement grant from the United States Department of Housing and Urban Development (HUD) to be allocated for fiscal year (FY) 2019-20 and estimates allocating $7,944 in CDBG program income; and WHEREAS, the City of Cupertino is required to submit a FY 2019-20 Annual Action Plan (Exhibit 1) to HUD for review and approval prior to being allowed to expend CDBG funds for FY 2019-20; now, therefore: BE IT FURTHER RESOLVED that the Housing Commission of the City of Cupertino hereby recommends approval of the FY 2019-20 Annual Action Plan to City Council for final adoption; and PASSED AND ADOPTED at a special meeting of the Housing Commission of the City of Cupertino this 16th day of May, 2019 by the following vote: Vote Members of the Housing Commission AYES: NOES: ABSENT: ABSTAIN: ATTEST: APPROVED: Kerri Heusler John Zhao Housing Manager Chair, Housing Commission 1 City of Cupertino FY 2019-20 Annual Action Plan Annual Update of the City’s Consolidated Plan for Period July 1, 2019 to June 30, 2020 Public Review and Comment Period May 1, 2019- June 1, 2019 Prepared by the Department of Community Development Housing Division 10300 Torre Avenue Cupertino, CA 95014 Approved by City Council ------- Resolution No. ______ 2 Executive Summary AP-05 Executive Summary - 91.200(c), 91.220(b) 1. Introduction The City of Cupertino (City) Fiscal Year (FY) 2019-20 One Year Action Plan (FY 2019-20 Action Plan) contains the City’s one-year plan to carry out housing and community development activities funded by Federal formula grant funds received from the U.S. Department of Housing and Urban Development (HUD), Community Development Block Grant (CDBG) program. This Action Plan covers the fifth of five program years covered by the City’s 2015-2020 Consolidated Plan approved by the Cupertino City Council on April 7, 2015. The Housing Division of the Community Development Department is the lead agency for the Consolidated Plan and submits the Annual Action Plan for the City’s CDBG program. The City is also a participant in the County of Santa Clara Home Investment Partnership Program (HOME) Consortium. HUD requires entitlement jurisdictions to submit an annual Action Plan to report the distribution of federal entitlement grant funds over the Consolidated Plan’s five-year period identifying how funding allocations help meet the goals covered in the Consolidated Plan. The total funds available for the City includes a total of $377,264.00 in CDBG funds. This includes $369,264.00 in CDBG entitlement funds and $7,944.00 in program income. The City’s Action Plan covers the time period from July 1, 2019 to June 30, 2020, (HUD Program Year 2019 (PY2019)). The City’s FY 2019-20 Action Plan reports on the status of needs and outcomes the City expects to achieve in the coming year. All of the activities mentioned in this Action Plan are based on current priorities. By addressing these priorities, the City hopes to meet those objectives stated in the 2015-2020 Consolidated Plan. All the proposed projects and activities are intended to principally benefit residents of the City who have extremely low-, low- and moderate-income, and populations that have special needs, such as the elderly, disabled, and homeless. 2. Summarize the objectives and outcomes identified in the Plan The City of Cupertino is a city in Santa Clara County (County), directly west of San Jose on the western edge of the Santa Clara Valle y with portions extending into the foothills of the Santa Cruz Mountains. The population is 60,777 according to the U.S. Census “Quickfacts” (https://www.census.gov/quickfacts/fact/table/cupertinocitycalifornia/PST045217). The City has one of the most educated resident populations in the country and is one of the most expensive cities to live in with a median home value of $2,210,000. The median list price per square foot in Cupertino is $1,062 (https://www.zillow.com/cupertino-ca/home-values/). The Action Plan provides a summary of how the City will utilizes its CDBG allocation to the meet the needs of the City’s lower income population. According to the U.S. Census “Quickfacts” data, 4.7% of all residents within the City had incomes below the federal poverty level. Additionally, according to the 2017 Point in Time Homeless Census, there are 127 unsheltered homeless individuals living within the City of Cupertino. This number represents an increase of 74% from the 73 individuals that were counted in 2015. 3 As mentioned previously, a total of $377,208.00 is available for funding projects and programs during the 2019-20 Program Year which correlates with the City’s FY 2019- 20 (July 1, 2019 to June 30, 2020). The City anticipates receiving $369,264.00 from the federal CDBG program and approximately $7,944.00 in program income. Cupertino has access to a variety of federal, state, and local resources to achieve its housing and community development priorities. Table A, FY 2019-20 CDBG Budget, summarizes the uses of the funds proposed during FY 2019-20. Specific funding resources will be utilized based on the opportunities and constraints of each particular project or program. Applicant Agency Budget West Valley Community Services (WVCS) - Community Access to Resources and Education (CARE) $35,646.16 Live Oak Adult Day Care Services - Senior Adult Day Care $20,935.04 Rebuilding Together Silicon Valley (RTSV) - Housing Repair and Rehabilitation Program $81,875.00 WVCS - Vista Village Rehabilitation Project $43,310.20 Maitri- Anjali Transitional House $120,000.00 Administration $75,441.60 Table 1 - Table A. Fiscal Year 2019-20 Budget 3. Evaluation of past performance The City is responsible for ensuring compliance with all rules and regulations associated with the CDBG and HOME entitlement grant programs. The City’s Annual Action Plans and CAPERs have provided many details about the goals, projects and programs completed by the City. The City recognizes that the evaluation of past performance is critical to ensure the City and its subrecipients are implementing activities effectively and that those activities align with the City’s overall strategies and goals. The City evaluates the performance of subrecipients providing public services on a quarterly basis. Subrecipients are required to submit quarterly progress reports, which include client data, performance objectives, as well as data on outcome measures. Prior to the start of the PY, program objectives are developed collaboratively by the subrecipient and the City, ensuring that they are aligned with the City's overall goals and strategies. The City utilizes the quarterly reports to review progress towards annual goals. Cupertino was successful in addressing the goals and objectives cited in the FY 2018-19 (July 1, 2018 – June 30, 2019) Action Plan. CDBG funds were used to carry out activities that benefited low- and moderate-income persons. Only CDBG administration funds did not directly serve low- and moderate-income persons. Eligible funded public service activities included senior services and emergency housing services. These activities continue to make a positive impact on identified needs in the community and are providing services that might otherwise have gone unmet. Eligible funded capital housing projects included a single-family residence minor repair program which served low-income homeowners city-wide by addressing accessibility and health and safety measures and an affordable multi-family residential rehabilitation project. As can be expected, community needs continue to exceed the available resources. 4 4. Summary of Citizen Participation Process and consultation process The City, in collaboration with other jurisdictions and a consultant team, launched a comprehensive outreach strategy to enhance and broaden citizen participation in the preparation of the Consolidated Plan. The team informed the public that it was in the process of creating the 2015-2020 Consolidated Plan, and encouraged public participation in the process by conducting a Regional Needs Survey and hosting regional forums in collaboration with other jurisdictions in the County, and conducting local hearings. In addition to the extensive consultation conducted for the Consolidated Plan, as noted above, the City solicited additional input for the FY 2019-20 Annual Action Plan. As required by HUD, the City provides multiple opportunities for public review and comment on the Action Plan and on any substantial amendments to it. Per the City’s adopted Citizen Participation Plan, the City held a 30-day public review comment period for the Action Plan. The City published notifications of upcoming public hearings and the 30-day public review comment period in the local Cupertino Courier newspaper of general circulation. The City held two advertised public hearings on May 16, 2019 and June 18, 2019. The Action Plan 30-day public review period occurred from May 1, 2019 through June 1, 2019. 5. Summary of public comments To date, no comments have been received. 6. Summary of comments or views not accepted and the reasons for not accepting them The City accepts and responds to all comments that are submitted. As mentioned above, no public comments were received regarding the FY 2019-20 Action Plan. 7. Summary Please see above. 5 PR-05 Lead & Responsible Agencies - 91.200(b) 1. Agency/entity responsible for preparing/administering the Consolidated Plan The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Name Department/Agency CDBG Administrator Cupertino City of Cupertino Community Development Department Table 2 – Responsible Agencies Narrative The Consolidated Plan shows how the City plans to use its CDBG funds to meet the housing and community development needs of its residents. To update its 2015-2020 Consolidated Plan, the City collaborated with the County and other entitlement jurisdictions in the County to identify and prioritize housing and community development needs across the region, and to develop strategies to meet those needs. The FY 2019-20 Annual Action Plan represents the fifth year of CDBG funding of the 2015-2020 Consolidated Plan. Consolidated Plan Public Contact Information Kerri Heusler, Housing Manager City of Cupertino Housing Division 10300 Torre Avenue Cupertino, CA 95014 Phone: 408-777-3251 Email: KerriH@cupertino.org 6 AP-10 Consultation - 91.100, 91.200(b), 91.215(l) 1. Introduction The Action Plan is a one-year plan which describes the eligible programs, projects and activities to be undertaken with funds expected during FY 2019-20 and their relationship to the priority housing, homeless and community development needs outlined in the 2015-20 Consolidated Plan. Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l)). During FY 2019-20, the City will continue to work with non-profit organizations in providing programs and services for low-income households; private industry, in particular financial and development groups, to encourage the development of affordable housing opportunities regionally and in the City; and other local jurisdictions in carrying out and monitoring regional projects in a coordinated and cost-effective manner. The City will provide technical assistance to the public service agencies it funds and will continue to attend the Regional CDBG/Housing Coordinators meeting. Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness. The County Continuum of Care (CoC) is a multi-sector group of stakeholders dedicated to ending and preventing homelessness in the County. The CoC’s primary responsibilities are to coordinate large scale implementation of efforts to prevent and end homelessness in the County. The CoC is governed by the County CoC Board (CoC Board), which stands as the driving force committed to supporting and promoting a systems change approach to preventing and ending homelessness in the County. The CoC Board is comprised of individuals who also serve on the Destination: Home (D:H) Leadership Board. D:H is a public-private partnership committed to collective impact strategies to end chronic homelessness, and leads the development of community wide strategy related to the CoC’s work. Currently, the County’s Office of Supportive Housing (OSH) is the Collaborative Application for the CoC. OSH is responsible for implementing by-laws and protocols that govern the operations of the CoC and ensuring that the CoC meets the requirements outlined under the Homeless Emergency Assistance and Rapid Transition to Housing Act of 2009 (HEARTH). In 2015, D:H and the CoC released a Community Plan to End Homelessness in the County (the Plan), which outlined a roadmap for community-wide efforts to end homelessness in the County by 2020. The strategies and action steps included in the plan were informed by members who participated in a series of community summits designed to address the needs of homeless populations from April to August 2014. The Plan identifies strategies to address the needs of 7 homeless persons in the County, including chronically homeless individuals and families, families with children, veterans, and unaccompanied youth. Additionally, it also intended to address the needs of persons at risk of homelessness. The City participates in the CoC. The City’s Housing Manager regularly attends the CoC meetings. Members of the CoC meet on a monthly basis in various work groups to ensure successful implementation components of the Plan action steps. A Community Plan Implementation Team, which includes members of the CoC and other community stakeholders, meets quarterly to evaluate progress toward the Plan's goals, identify gaps in homeless services, establish funding priorities, and pursue an overall systematic approach to address homelessness. Describe consultation with the Continuum(s) of Care that serves the jurisdiction’s area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS The City does not receive ESG funds. 2. Agencies, groups, organizations and others who participated in the process and consultations 8 Table 3 – Agencies, groups, organizations who participated 1 Agency/Group/Organization Abilities United Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by Consultation? Non-Homeless Special Needs Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 2 Agency/Group/Organization Afghan Center Agency/Group/Organization Type Cultural Organization What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 3 Agency/Group/Organization Casa de Clara San Jose Catholic Worker Agency/Group/Organization Type Services-homeless Services-Health What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 4 Agency/Group/Organization CATHOLIC CHARITIES OF SANTA CLARA COUNTY Agency/Group/Organization Type Services-Elderly Persons What section of the Plan was addressed by Consultation? Housing Need Assessment 9 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 5 Agency/Group/Organization CITY OF CAMPBELL Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 6 Agency/Group/Organization City of Cupertino Community Development Department Housing Division Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 7 Agency/Group/Organization City of Gilroy Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 10 8 Agency/Group/Organization City of Mountain View Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 9 Agency/Group/Organization Bill Wilson Center Agency/Group/Organization Type Services-Children What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 10 Agency/Group/Organization City of Palo Alto - Human Relations Commission Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 11 Agency/Group/Organization City of San Jose Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment 11 Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 12 Agency/Group/Organization City of Santa Clara Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 13 Agency/Group/Organization City of Sunnyvale Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 14 Agency/Group/Organization Coldwell Banker Agency/Group/Organization Type Business Leaders What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 15 Agency/Group/Organization Community School of Music and Arts Agency/Group/Organization Type Community family services 12 What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. 16 Agency/Group/Organization COMMUNITY SERVICES AGENCY OF MOUNTAIN VIEW AND LOS ALTOS Agency/Group/Organization Type Services-Elderly Persons What section of the Plan was addressed by Consultation? Housing Need Assessment Briefly describe how the Agency/Group/Organization was consulted. What are the anticipated outcomes of the consultation or areas for improved coordination? Agency attended Community Forum as part of the 2015-2020 Consolidated Plan process. Identify any Agency Types not consulted and provide rationale for not consulting Not applicable. Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Care Continuum of Care Council The Continuum of Care works to alleviate the impact of homelessness in the community through the cooperation and collaboration of social service providers. This effort aligns with the Strategic Plan's goal to prevent and end homelessness. 13 Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? City of Cupertino General Plan Housing Element City of Cupertino The Housing Element serves as a policy guide to help the City plan for its existing and future housing needs. This effort aligns with the Strategic Plan's goal to assist in the creation and preservation of affordable housing for low- income and special needs households. Regional Housing Needs Assessment (RHNA) for the Santa Clara County Association of Bay Area Governments This plan analyzes the total regional housing need for Santa Clara County and all of the Bay Area. This effort aligns with the Strategic Plan's goal to assist in the creation and preservation of affordable housing for low-income and special needs households. Community Plan to End Homelessness in Santa Clara Destination: Home This plan analyzes the total regional housing need for Santa Clara County and all of the Bay Area. This effort aligns with the Strategic Plan's goal to assist in the creation and preservation of affordable housing for low-income households. Table 4 - Other local / regional / federal planning efforts Narrative Please see discussion above. 14 AP-12 Participation - 91.401, 91.105, 91.200(c) 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The Housing Division of the Community Development Department is the lead agency for overseeing the development of the Consolidated Plan and Action Plan. Per the City’s adopted Citizen Participation Plan, the City is to allow a 30-day public review comment period for the Action Plan. The City has published notifications of upcoming public hearings and the 30-day public review comment period in the local Cupertino Courier newspaper of general circulation. The City held two advertised public hearings on May 16, 2019 and June 18, 2019. The Action Plan 30-day public review period occurred from May 1, 2019 through June 1, 2019. The City has not received any public comments to-date. Citizen Participation Outreach Sort Order Mode of Outreach Target of Outreach Summary of response/attendance Summary of comments received Summary of comments not accepted and reasons URL (If applicable) 1 Public Meeting Non- targeted/broad community The Housing Commission met on March 14, 2019 to discuss the FY 19- 20 funding allocations. Non-profit agencies discussed their funding request and thanked the City for its continued support. Not applicable. 2 Public Meeting Non- targeted/broad community The City Council held a public hearing April 2, 2019 to discuss the FY 19-20 funding allocations. Members of the public discussed the funding requested and thanked the City for its continued support. Not applicable. 15 Sort Order Mode of Outreach Target of Outreach Summary of response/attendance Summary of comments received Summary of comments not accepted and reasons URL (If applicable) 3 Newspaper Ad Non- targeted/broad community A public hearing notice was published in the Cupertino Courier and the public comment period was held from May 1, 2019 through June 1, 2019. No comments received. Not applicable. 4 Public Meeting Non- targeted/broad community The Housing Commission held a public hearing on May 16, 2019 to approve the FY 19- 20 Annual Action Plan. There were no public comments received on the Action Plan. Not applicable. 5 Public Meeting Non- targeted/broad community The City Council meet on June 18, 2019 to approve the FY 19-20 Annual Action Plan No comments received. Not applicable. Table 5 – Citizen Participation Outreach 16 Expected Resources AP-15 Expected Resources - 91.420(b), 91.220(c)(1,2) Introduction In FY 2019-20, the City will allocate approximately $377,208.00 to eligible activities that address the needs identified in the Consolidated Plan. It should be noted that while the HUD CDBG allocations are critical, the allocations are not sufficient to overcome barriers and address all needs that low-income individuals and families face in attaining self-sufficiency. The City will continue to leverage additional resources as described below to provide support and services to the populations in need within the community. The City is not eligible to receive direct funding under the HOME Investment Partnership Act (HOME), Emergency Solutions Grant (ESG), or Housing Opportunities for Persons with AIDS (HOPWA). These programs are also covered under the Consolidated Plan 17 Regulations. Anticipated Resources Program Source of Funds Uses of Funds Expected Amount Available Year 1 Expected Amount Available Remainder of ConPlan $ Narrative Description Annual Allocation: $ Program Income: $ Prior Year Resources: $ Total: $ CDBG public - federal Acquisition Admin and Planning Economic Development Housing Public Improvements Public Services $369,264.00 7,944.00 $0 $377,208.00 $0 CDBG funds will be used for the creation and preservation of affordable rental units, improvements in low income neighborhoods, and public services that benefit low income and special needs households. Table 6 - Expected Resources – Priority Table Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied Entitlement Funds The City leverages financial resources to maximize the reach and impact of the City’s HUD programs. The City joined the County HOME Consortium in 2015 and on June 15, 2017 extended its participation on the consortium through FY 2020. HOME funds can be used to fund eligible affordable housing projects for acquisition, construction, and rehabilitation. Starting in FY 2015-16, developers of affordable housing projects were eligible to competitively apply through an annual RFP process. Applications are submitted to the County OSH for the HOME funds to help subsidize affordable housing projects within the City. If the City receives HOME funds from its participation in the HOME Consortium, the required 25% matching funds will be provided from the City’s Below Market Rate (BMR) Affordable Housing Fund (AHF). Currently, the BMR AHF has an available balance of approximately $6,000,000. The 18 Veranda, which will be developed by Charities Housing, applied for and received $500,000 in HOME funds from the HOME Consortium in November, 2018. The property will provide 18 units of low-income senior housing and one property manager unit. The City provided a 25% match for the project. Construction of the project began in April, 2018 and is expected to be completed in June, 2019. Other Federal Grant Programs In addition to the CDBG entitlement dollars, the federal government has several other funding programs for community development and affordable housing activities. These include: Section 8 Housing Choice Voucher Program, Section 202, Section 811, the Federal Home Loan Bank Affordable Housing Program (AHP), and others. It should be noted that in most cases the City would not be the applicant for these funding sources as many of these programs offer assistance to affordable housing developers rather than local jurisdictions. State Housing and Community Development Sources In California, the Department of Housing and Community Development (HCD) and the California Housing Finance Agency (CalHFA) administer a variety of statewide public affordable housing programs that offer assistance to nonprofit affordable housing developers. Examples of HCD’s programs include the Multifamily Housing Program (MHP), Affordable Housing Innovation Fund (AHIF), Building Equity and Growth in Neighborhoods Program (BEGIN), and CalHOME. Many HCD programs have historically been funded by one-time State bond issuances and, as such, are subject to limited availability of funding. CalHFA offers multiple mortgage loan programs, down payment assistance programs, and funding for the construction, acquisition, and rehabilitation of affordable ownership units. The State also administers the federal Low-Income Housing Tax Credit (LIHTC) program, a widely used financing source for affordable housing projects. As with the other federal grant programs discussed above, the City would not apply for these funding sources. Rather, local affordable housing developers could apply for funding through these programs for particular developments in the City. Additionally, the County also receives Mental Health Services Act (MHSA) funds from the State for housing. If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City has no surplus vacant land that would be available for the development of housing or the provision of services. The City of Cupertino FY 2019-20 Action Plan covers the time period from July 1, 2019 to June 30, 2020 (HUD Program Year 2019). The City’s 19 FY 2019-20 entitlement amount is $369,264.00. Additionally, the City estimates approximately $7,944.00 in program income, bringing the total estimated budget for FY 2019-20 to $377,208.00. It should be noted that at the time the draft Annual Action Plan was prepared the final CDBG allocations had not been provided by HUD. The City staff brought forward funding recommendations to the Housing Commission and City Council with a contingency plan in anticipation of a change in the projected entitlement funding amount for FY 2019-20. The City put into place a CDBG Contingency Plan because of the uncertainty in the federal budget and the revised timeline provided by HUD to submit the Action Plan. While HUD allocations are critical, the allocations are not sufficient to overcome barriers and address all needs that low-income individuals and families face in attaining self-sufficiency. The City will continue to leverage additional resources as described above to provide support and services to the populations in need within the community. The City is not eligible to receive direct funding under the HOME, ESG, or HOPWA. These programs are also covered under the Consolidated Plan Regulations. Discussion Please see information provided in previous sections. 20 Annual Goals and Objectives AP-20 Annual Goals and Objectives - 91.420, 91.220(c)(3)&(e) Goals Summary Information Sort Order Goal Name Start Year End Year Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 Affordable Housing 2015 2019 Affordable Housing Citywide Affordable Housing CDBG: $245,185.20 Rental units rehabilitated: 5 Household Housing Unit Homeowner Housing Rehabilitated: 7 Household Housing Unit 2 Homelessness 2015 2019 Homeless Citywide Homelessness CDBG: $35,646.16 Public service activities other than Low/Moderate Income Housing Benefit: 100 Persons Assisted 3 Strengthen Neighborhoods 2015 2019 Non-Homeless Special Needs Non-Housing Community Development Citywide Community Services and Public Improvements CDBG: $20,935.04 Public service activities other than Low/Moderate Income Housing Benefit: 21 Persons Assisted 4 Fair Housing 2015 2019 Non-Housing Community Development Citywide Fair Housing CDBG: $0 Public service activities other than Low/Moderate Income Housing Benefit: 15 Persons Assisted Table 7 – Goals Summary Goal Descriptions 21 1 Goal Name Affordable Housing Goal Description Assist in the creation and preservation of affordable housing for low income and special needs households. 2 Goal Name Homelessness Goal Description Support activities to prevent and end homelessness. 3 Goal Name Strengthen Neighborhoods Goal Description Support activities that strengthen neighborhoods through the provision of community services and public improvements to benefit low income and special needs households. 4 Goal Name Fair Housing Goal Description Promote fair housing choice. 22 AP-35 Projects - 91.420, 91.220(d) Introduction The Consolidated Plan goals below represent high priority needs for the City and serve as the basis for the strategic actions the City will use to meet these needs. The goals, listed in no particular order, are: 1. Assist in the creation and preservation of affordable housing for low income and special needs households. 2. Support activities to prevent and end homelessness. 3. Support activities that strengthen neighborhoods through the provision of community services and public improvements to benefit low income and special needs households. 4. Promote fair housing choice. # Project Name 1 City of Cupertino Planning & Administration 2 Community Access to Resource and Education (CARE) 3 Senior Adult Day Care 4 Housing Repair and Rehabilitation Program 5 Vista Village Rehabilitation Project 6 Maitri Anjali Transitional House Table 8 – Project Information Describe the reasons for allocation priorities and any obstacles to addressing underserved needs The City awards CDBG funding to nonprofit agencies to provide public services and housing for low-income and special needs households. The City operates on a two-year grant funding cycle for CDBG public service grants (FY 2018-19, 2019-20), and a one-year cycle for CDBG capital housing projects (FY 2019-20). Projects are only considered for funding within the Consolidated Plan period if they address the goals discussed above. The City’s overall allocation priorities are as follows: • CDBG administrative funds will not exceed the 20% cap of the estimated entitlement amount and program income. • CDBG public service funds will not exceed the 15% cap of the estimated entitlement amount and program income. • CDBG capital housing project funds will not exceed the 65% cap of the estimated entitlement amount and program income. • Available uncommitted funds from the prior FY is proposed to be allocated for additional eligible CDBG capital housing projects. 23 AP-38 Project Summary Project Summary Information1 Project Name City of Cupertino Planning & Administration Target Area Citywide Goals Supported Affordable Housing Homelessness Strengthen Neighborhoods Fair Housing Needs Addressed Affordable Housing Homelessness Community Services and Public Improvements Fair Housing Funding CDBG: $75,441.60 Description Funds to be used by the City for the planning and administration of the CDBG program. Target Date June 30, 2020 Estimate the number and type of families that will benefit from the proposed activities Not applicable. Location Description Citywide Planned Activities Administer the Administrative costs for the overall management, coordination, and evaluation of the CDBG program, and the project delivery costs associated with bringing projects to completion. 2 Project Name Community Access to Resource and Education (CARE) Target Area Citywide Goals Supported Strengthen Neighborhoods Needs Addressed Homelessness Community Services and Public Improvements Funding CDBG: $35,646.16 Description Support activities to prevent and end homelessness and support activities that strengthen neighborhoods through the provision of community services and public improvements to benefit low- income and special needs households. Target Date June 30, 2020 Estimate the number and type of families that will benefit from the proposed activities Serve a total of 100 unduplicated households by providing case management and support services. 24 Location Description Citywide Planned Activities The CARE program incorporates both case management and wrap around services to help at- risk and vulnerable household’s manage crisis and provide stabilization to help them move towards self-sufficiency. The target population of the CARE program includes low-income seniors, families with children, at-risk youth and adults. The CARE program includes case management, access to food pantry and emergency financial assistance. 3 Project Name Senior Adult Day Care Target Area Citywide Goals Supported Strengthen Neighborhoods Needs Addressed Community Services and Public Improvements Funding CDBG: $20,935.04 Description Provides specialized program of adult day care for frail elderly dependent adults who are residents of the City of Cupertino. Target Date June 30, 2020 Estimate the number and type of families that will benefit from the proposed activities 21 unduplicated frail, depended, low-income Cupertino seniors. Location Description Serves all residents. Services provided at 20920 McClellan Road, Cupertino. Planned Activities Provide services for seniors at-risk of being institutionalized. Provide specialized program such as recreation, mental stimulation, companionship and meals to seniors. 4 Project Name Housing Repair and Rehabilitation Program Target Area Citywide Goals Supported Affordable Housing Needs Addressed Affordable Housing Community Services and Public Improvements Funding CDBG: $81,875.00 Description Preserves affordable housing by transforming homes through critical repairs, accessibility modifications and energy efficient upgrades for low-income homeowners and community centers, at no cost to the service recipient. The majority of the low-income homeowners served are elderly seniors and/or people with disabilities, who are physically and financially unable to maintain safe and warm living conditions for themselves and their families. 25 Target Date June 30, 2020 Estimate the number and type of families that will benefit from the proposed activities 7 households Location Description Citywide Planned Activities Provide home safety repairs, mobility and accessibility improvements for low- income households in Cupertino with the primary consideration being the correction of safety hazards. 5 Project Name Vista Village Rehabilitation Project Target Area Citywide Goals Supported Affordable Housing Needs Addressed Affordable Housing Funding CDBG: $43,310.20 Description This project will help revitalize Vista Village affordable housing complex with various repairs and renovations. This project aligns with the agency's vision of transforming the lives of low- income households by providing a safe and affordable home. Target Date June 30, 2020 Estimate the number and type of families that will benefit from the proposed activities 1 affordable rental housing unit housing a low- income household Location Description 10104 Vista Drive, Cupertino, CA 95014 Planned Activities The repairs include laminate flooring, painting, new kitchen countertops, cabinets, replacing old carpets, and a new laminate floor for the bathroom. The cost also includes motel relocation expenses for the residents currently occupying the unit. Project Name Maitri - Anjali Transitional House Target Area Confidential location in Santa Clara County Goals Supported Affordable Housing and special needs households Needs Addressed The rehabilitation of the Anjali House will help to preserve affordable housing for survivors of domestic violence and their children Funding $120,000.00 26 Description Through new roofing, updated appliances and fixtures, new paint and landscaping, and other eligible rehabilitation activities, Maitri will make the Anjali House more livable and sustain an affordable housing opportunity. The rehabilitation work will make the current facility safer and more hygienic to protect the clients’ needs and to preserve the building. Target Date June 30, 2020 Estimate the number and type of families that will benefit from the proposed activities Four housing units will be repaired. The units house 32 Cupertino residents who are leaving domestic violence situations. Of the 32 residents, 26 are extremely low-income and 6 are very low income. 12 are youth and 20 are adults. Location Description Confidential location in Santa Clara County Planned Activities The planned activities include: • Roof Replacement • Painting all Four Units • Bathtub and Bathroom Flooring replacement • Kitchen and flooring repair • Landscaping • Funds will also be used to cover personnel costs to manage and oversee the project activities, vendor coordination, project purchases, compliance and grant requirements, and client convenience during the renovations. 27 AP-50 Geographic Distribution - 91.420, 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Not applicable. The City has not established specific target areas to focus the investment of CDBG funds. Geographic Distribution Target Area Percentage of Funds Citywide 100 Table 9 - Geographic Distribution Rationale for the priorities for allocating investments geographically Not applicable. Discussion Please see discussion above. 28 AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction The homeless assistance program planning network is governed by the CoC and the D:H Leadership Board, who serves as the CoC Board of Directors. The membership of the CoC is a collaboration of representatives from local jurisdictions comprised of community-based organizations, the Housing Authority of Santa Clara (HACSC), governmental departments, health service agencies, homeless advocates, consumers, the faith community, and research, policy and planning groups. The homeless services system utilized by the CoC is referred to as the Homeless Management Information System (HMIS). The HMIS monitors outcomes and performance measures for all the homeless services agencies funded by the County. The CoC and its service providers transitioned to a new system referred to as Clarity. The system provides additional tools and resources to assist the CoC and service providers to track information regarding clients served. Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including The City will provide $35,646.16 in CDBG funds to WVCS for the CARE program. The CARE program supports activities to prevent and end homelessness. The CARE program incorporates both case management and wrap around services to help at-risk and vulnerable households manage crisis and provides stabilization to help the clients move towards self-sufficiency. The target population of the CARE program includes low-income seniors, families with children, at-risk youth and adults. The CARE program includes case management, access to food pantry and emergency financial assistance. Additionally, the City will provide $40,000 in BMR funds to WVCS HTH program. The goal of the HTH is to help currently un-housed Cupertino individuals and families secure permanent housing, maintain employment, enhance income opportunities and financial stability. The supportive services critical to the success of this program are intensive case management, housing search, landlord mediation, benefits clinic, and financial coaching. HTH aims to end homelessness and prevent homelessness by coordinating multilevel services and leveraging further resources in the community in order to build long-term stability and self-sufficiency for participants. Through this funding, WVCS will serve 50 homeless individuals and families whose last address was in Cupertino by moving them into permanent housing. The target population for this grant will be families or individuals who have become homeless in the City. Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs In January 2017, a Point in Time (PIT) count was conducted for the County by the City of San Jose in conjunction with the County. The PIT is an intense survey used to count the number of homeless living throughout the County on the streets, in shelters, safe havens or in transitional housing, or in areas not meant for human habitation. The survey was conducted by hundreds of volunteers who asked those living on the streets, as well as the residents of shelters, safe havens and transitional housing, to respond to questions related to their needs. A portion of the survey 29 addresses the needs of those surveyed. The City financially contributed to this effort. The PIT found 127 unsheltered homeless individuals living within Cupertino. This number represents an increase of 74% from the 73 individuals that were counted in 2015. Countywide, the number of homeless increased from 6,556 in 2015 to 7,394 in 2017 – a 13% increase. A PIT was completed in January, 2019. However, at the time of this report was drafted, the updated numbers were not available. As part of the FY 2019-20 City Work Program, the City Council prioritized Homelessness with a focus on conducting an audit of services available in Cupertino for the homeless community, confirming estimates of homelessness in Cupertino, and exploring solutions for homeless students. Addressing the emergency shelter and transitional housing needs of homeless persons In FY 2019-20, the City will allocate General Fund dollars to the following transitional housing programs: • Maitri – Direct Client Services: Provides transitional housing and related supportive services to low-income victims of domestic violence who are at high risk of becoming homeless and/or suffering further abuse to themselves and their children. The City will continue to coordinate services to the homeless through inter-agency such as efforts through the Collaborative, Help House the Homeless, and the Community Technology Alliance. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again In FY 2019-20 the City will allocate CDBG dollars to the following services and programs: • WVCS – Community Access to Resource and Education (CARE) - The CARE program incorporates both case management and wrap around services to help at risk and vulnerable household’s mange crisis and provide stabilization to help them move towards self- sufficiency. The target population of the CARE program includes low-income seniors, families with children, at-risk youth and adults. The CARE program includes case management, access to food pantry and emergency financial assistance. Additionally, this year, the City will provide BMR AHF to the WVCS HTH program. • WVCS – HTH Program - The goal of the HTH is to help currently un-housed Cupertino individuals and families secure permanent housing, maintain employment, enhance income opportunities and financial stability. The supportive services critical to the success of this program are intensive case management, housing search, landlord mediation, benefits clinic, and financial coaching. HTH aims to end homelessness and 30 prevent homelessness by coordinating multilevel services and leveraging further resources in the community in order to build long-term stability and self-sufficiency for participants. Through this funding, WVCS will serve 50 homeless individuals and families whose last address was in Cupertino by moving them into permanent housing. The target population for this grant will be families or individuals who have become homeless in the City. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs. FY 2019-20 CDBG and General Fund dollars will also fund the following: • Live Oak Adult Day Services – Senior Adult Day Care - Provides services for seniors at- risk of being institutionalized. Provides specialized programs such as recreation, mental stimulation, companionship and nutritious meals to seniors. • Catholic Charities of Santa Clara County – Long-Term Care Ombudsman – The program promotes the rights and well-being of residents in long term care facilities in the County and provides residents with a means by which their complaints can be heard and resolved. • SALA – Legal Assistance for the Elderly - Provides free legal services to low-income seniors at the Cupertino Senior Center. Legal services provided are in the area of consumer complaints, housing, elder abuse, and simple wills. • WVCS – HTH– The program will assist un-housed Cupertino individuals and families secure permanent housing, maintain employment, enhance income opportunities and financial stability. The supportive services critical to the success of this program are intensive case management, housing search, landlord mediation, benefits clinic, and financial coaching. HTH aims to end homelessness and prevent homelessness by coordinating multilevel services and leveraging further resources in the community in order to build long-term stability and self-sufficiency for participants. Along with the coordinated efforts described above, the City offers affordable housing and other public services targeted toward low-income families that are the most at-risk of becoming homeless. Discussion Please see above. 31 AP-75 Barriers to affordable housing -91.420, 91.220(j) Introduction The incorporated and unincorporated jurisdictions within the County face barriers to affordable housing that are common throughout the Bay Area. High on the list is the lack of developable land, which increases the cost of available lands and increases housing development costs. Local opposition is another common obstacle as many neighbors have strong reactions to infill and affordable housing developments. Their opposition is often based on misconceptions, such as a foreseen increase in crime; erosion of property values; increase in parking and traffic congestion; and overwhelmed schools. To ensure a healthy economy the region must focus on strategies and investment that provide housing for much of the region’s workforce – for example, sales clerks, secretaries, firefighters, police, teachers and health service workers – whose incomes significantly limit their housing choices. Even when developments produce relatively affordable housing, in a constrained housing supply market higher income buyers and renters generally outbid lower income households and a home’s final sale or rental price will generally far exceed the projected sales or rental costs. Public subsidies are often needed to guarantee affordable homes for low- and moderate-income households. Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment The City identified several potential constraints to the development, maintenance, and improvement of housing and affordable housing, in its 2015-2023 Housing Element update including: General Plan - The General Plan indicates the allowable uses and densities at various locations in the City. The Land Use/Community Design section identifies five categories of residential uses based on dwelling unit density, expressed as the number of dwelling units permitted per gross acre. As such, a City’s General Plan contains several items that can affect the development and distribution of housing, such as land-use classifications, and density and intensity standards. Zoning Ordinance - Zoning ordinances and other land-use controls have a direct effect on the availability and range of housing choices within a community. The Cupertino Zoning Ordinance establishes development standards and densities for new housing in the City. These regulations include minimum lot sizes, maximum number of dwelling units per acre, lot width, setbacks, lot coverage, maximum building height, and minimum parking requirements. Parking Requirements - Parking requirements, when excessive, may serve as a constraint to housing development by increasing development costs and reducing the amount of land available for project amenities or additional units. The City’s parking requirements are higher than many other jurisdictions, particularly for single-family homes. Considering the high cost of land, the 32 high parking standards may serve as a constraint to housing provision. Site Improvements - Site improvement requirements are the responsibility of residential developers who are responsible for constructing road, water, sewer, and storm drainage improvements on new housing sites. Where a project has off-site impacts, such as increased storm water runoff or added traffic congestion at a nearby intersection, additional developer expenses may be necessary to mitigate impacts. These expenses may be passed on to consumers, as increased sales or rental costs. In general, residential developers interviewed for the 2014-2022 Housing Element update reported that the Cupertino’s public policies do not stand as a constraint to new housing production. Discussion As part of the Housing Element Update, the City has identified several strategies to increase affordable housing: • Designate sufficient land at appropriate densities to accommodate Cupertino’s Regional Housing Needs Allocation (RHNA) of 1,064 units for the 2014-2022 General Plan Housing Element planning period. Ensure that all new developments, including market- rate residential developments help mitigate project-related impacts on affordable housing needs. • Encourage the development of a diverse housing stock that provides a range of housing types (including smaller moderate cost housing) with an emphasis on the provision of housing for low- and moderate-income households. • Continue to implement the Non-Residential Housing Mitigation Program that requires developers of office, hotel, research and development (R&D), retail and industrial space to pay a mitigation fee, which will be used to support affordable housing in the City. The mitigation fees are deposited in the City’s BMR AHF. • Continue to implement the Residential Housing Mitigation Program to mitigate the need for affordable housing created by new market-rate residential development. • The City will encourage use of density bonuses and incentives, as applicable, for housing developments. • Continue to encourage the development of adequate housing to meet the needs of extremely low-income households and persons with special needs (such as the elderly, victims of domestic violence, and the disabled). • Continue to facilitate housing opportunities for special needs persons by allowing emergency shelters as a permitted use in the “BQ” Quasi-Public zoning district. • Continue to retain a fair housing services provider to provide outreach, education, counseling, and investigation of fair housing complaints. Additionally, the City is addressing the barriers to affordable housing through the following programs and ordinances: Below Market Rate (BMR) Affordable Housing Fund (AHF) The City’s BMR AHF receives its revenue from the payment of housing mitigation fees from 33 non-residential (office, retail, R&D, hotel and industrial) and residential development. The residential BMR program applies to new residential developments greater than one unit. Homeownership developments of one to six units are required to pay an in-lieu fee. Homeownership developments of seven units are greater are required to designate 15 percent of the total number of units in an ownership development as affordable. Developers of market-rate rental units, where the units cannot be sold individually, must pay a housing mitigation fee to the BMR AHF. For non-residential housing mitigation in the City, a fee is applied to new square footage of development. The fee is then deposited in the City’s BMR AHF and is used for the provision of affordable housing. The City Council adopted a nexus study on May 5, 2015 that reassessed the housing mitigation fees developers pay to the BMR AHF. In addition, the City is currently working on an updated nexus study with an anticipated completion date of summer 2019. HOME Investment Partnerships Program (HOME) The City joined the County’s HOME Consortium in 2014. HOME funds can be used to fund eligible affordable housing projects for acquisition, construction and rehabilitation. Starting in the federal FY 2015, developers of affordable housing projects were eligible to competitively apply through an annual RFP process directly to the County for HOME funds to help subsidize affordable housing projects in Cupertino. 34 AP-85 Other Actions - 91.420, 91.220(k) Introduction This section discusses the City’s efforts in addressing the underserved needs, expanding and preserving affordable housing, reducing lead-based paint hazards, and developing institutional structure for delivering housing and community development activities. Actions planned to address obstacles to meeting underserved needs To address obstacles to meeting underserved needs, the City supplements its CDBG funding with other resources and funds, such as: • The City’s BMR AHF fund receives its revenue from the payment of housing mitigation fees from non-residential (office, retail, R&D, hotel and industrial) and residential development. The Housing Mitigation fee program acknowledges housing needs created by the development of non-residential and residential projects, and the fees collected are deposited in the City’s BMR AHF and are to be used for the provision of affordable housing. • Each year the City allocates approximately $50,000 from the BMR AHF to provide public service grants to public and human service agencies within the City limits. • Each year the City allocates approximately $100,000 from the General Fund to provide Human Service Grants to public and human service agencies within the City limits. • HOME Program funds are available on an annual competitive basis through the State of California HOME program, and the County HOME Consortium. • The State of California’s Multifamily Housing Program has been a major source of funding for affordable housing since 2002. This program provides low-interest loans to developers of affordable rental housing. • WVCS is a nonprofit organization that administers additional affordable housing programs in the City, which include providing support services to homeless individuals and managing a transitional housing facility. • The Housing Trust Silicon Valley (HTSV) is a public/private venture, dedicated to increasing affordable housing in the county. The Trust makes available funds for developers to borrow for the construction of affordable units. • The Mortgage Credit Certificate (MCC) Program provides assistance to first-time homebuyers by allowing an eligible purchaser to take 20 percent of their annual mortgage interest payment as a tax credit against federal income taxes. The County administers the MCC Program on behalf of the jurisdictions, including the City. • The Santa Clara County Affordable Housing Fund was created in 2002, with an initial investment by the Board of Supervisors of $18.6 million. The AHF is used for affordable housing developments and allows the leveraging of its funding with other sources to create affordable housing in the County. Additionally, a bond measure was passed this year that will add additional public funds for affordable housing projects in the County. • The HACSC administers the federal Section 8 program countywide. The program provides rental subsidies and develops affordable housing for low income households, 35 seniors and persons with disabilities living within the county. Actions planned to foster and maintain affordable housing The City will foster and maintain affordable housing by continuing the following programs and ordinances: • The City’s Accessory Dwelling Unit Ordinance, which allows an additional unit to be built on any already developed parcel containing a single-family home. • The City’s Density Bonus Ordinance allows an increase in density for developments that provide a proportion of units for very low or low-income households or for seniors. • All new developments must either provide BMR units or pay a housing mitigation fee, which is placed in the City’s BMR AHF. • Homeownership developments between one unit and six units pay an in-lieu fee which is deposited into the City’s BMR AHF. Homeownership developments greater than six units must designate at least 15 percent of units within a development at a cost that makes the units affordable to median and moderate-income households. • The City’s participation in the County’s HOME Consortium will allow developers of eligible affordable housing projects in the City to competitively apply through an annual RFP process directly to the County for HOME funds to help subsidize affordable housing projects in Cupertino, including acquisition, construction and rehabilitation. The City funded its first project through the HOME consortium with the 25% match requirement. The project, The Veranda, will provide 18 units of low-income affordable housing to seniors and one property manager unit. Actions planned to reduce lead-based paint hazards Lead-based paint awareness and abatement will be fully integrated by the City into its assisted housing programs. Each tenant, landlord and property owner will be informed of the dangers, symptoms, testing, treatment and prevention of lead-based paint poisoning. Lead-based paint hazard stabilization or abatement will be provided in each and every rehabilitation project. Furthermore, adherence to Federal guidelines for reduction activities with lead-based paint is provided for in every federally funded rehabilitation loan. Actions planned to reduce the number of poverty-level families In a continuing effort to reduce poverty, the City will make it a priority to fund agencies that provide direct assistance to the homeless and those in danger of becoming homeless and make a commitment to improve the communication and service delivery capabilities of agencies and organizations that provide programs to assist the homeless. Depending on funding availability, the City will continue to provide assistance to public agencies and nonprofit organizations providing neighborhood housing services, supportive services to the homeless, older adults with physical or mental impairment, the mentally ill, victims of domestic violence, and households with abused children among others. The City will coordinate with public agencies providing job training, life skills training, lead 36 poisoning prevention and remediation and other education programs as listed in the 2015-20 Consolidated Plan strategies. In FY 2019-20 the City will allocate CDBG dollars to the following program: • WVCS – CARE - The CARE program incorporates both case management and wrap around services to help at risk and vulnerable households manage crisis and provide stabilization to help them move towards self-sufficiency. The target population of the CARE program includes low-income seniors, families with children, at-risk youth and adults. The CARE program includes case management, access to food pantry and emergency financial assistance. • Live Oak Adult Day Services – Senior Adult Day Care – Serve 21 unduplicated frail, dependent, low-income Cupertino seniors. Provides services for seniors at-risk of being institutionalized. Provides specialized programs such as recreation, mental stimulation, companionship and nutritious meals to seniors. Actions planned to develop institutional structure City staff will continue the following collaborative efforts to improve institutional structure: • Regular quarterly meetings between entitlement jurisdictions at the CDBG Coordinators Meeting and Regional Housing Working Group • Joint jurisdiction Request for Proposals and project review committees • Coordination on project management for projects funded by multiple jurisdictions • HOME Consortium meetings between member jurisdictions for affordable housing projects Actions planned to enhance coordination between public and private housing and social service agencies The City benefits from a strong jurisdiction and region-wide network of housing and community development partners, such as Regional Housing Working Group and the CoC. To improve intergovernmental and private sector cooperation, the City will continue to participate with other local jurisdictions and developers in sharing information and resources. In addition to the actions listed above, the City will continue to partner with nonprofit agencies to host a yearly Housing Fair to provide residents with access to developers, BMR managers, and housing agencies and programs. The City will also continue to leverage its BMR AHF to assist nonprofit affordable housing developers. Discussion Please see discussion above. 37 Program Specific Requirements AP-90 Program Specific Requirements - 91.420, 91.220(l)(1,2,4) Introduction The following provides additional information about CDBG program income and program requirements. Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out. 1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 7,944 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0 5. The amount of income from float-funded activities 0 Total Program Income: 7,944 Other CDBG Requirements 1. The amount of urgent need activities 0 2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100.00% Discussion Please see discussion above. 38 Appendix A: Public Comments City of Cupertino Citizen Participation Comments FY 2019-20 Annual Action Plan TO BE DETERMINED 39 Appendix B: Public Hearing Notice INSERT COPY HERE 40 Appendix C: Application for Federal Assistance Form SF-424 and SF-424D INSERT HERE WHEN AVAILABLE 41 Appendix D: Certifications INSERT HERE WHEN AVAILABLE COMMUNITY DEVELOPMENT DEPARTMENT CITY HALL 10 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3308 • www.cupertino.org HOUSING COMMISSION STAFF REPORT May 16, 2019 Subject Housing Commission FY 2019-20 Work Program Recommended Action Conduct Public Hearing; and 1. Recommend that the City Council consider the Housing Commission FY 2019-20 Work Program. Background The City Council adopted the FY 2019-20 City Work Program (Attachment A) on April 16, 2019. Commissions have been directed to review the approved City Work Program and create a FY 2019-20 Housing Commission Work Program with items from the City Work Program that the Commission would like to weigh in on or review. Discussion The projects that are anticipated for the Housing Division in FY 2019-20 include the projects listed below. 1. Housing Strategies 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. 2. Homelessness Conduct audit of services available in Cupertino for the homeless community; confirm estimates of homelessness in Cupertino; explore solutions for homeless students. 3. Engage with Philanthropic Organizations to find a way to build ELI housing units for Developmentally Disabled and Engage with Habitat for Humanity (or other nonprofit) to build ownership housing at 10301 Byrne Avenue • Identify ways to build ELI housing units for developmentally disabled. • Look at possibility of building 6-8 affordable ownership townhomes. 4. BMR Linkage Fees Update Consider increasing linkage fees for residential and non- residential projects to provide funding for BMR affordable units. 5. Incentives to Build Accessory Dwelling Units (ADUs) Provide incentives to build ADUs (which provide affordable housing opportunities) by reviewing ordinance and reducing fees. Additional Work Program Items The Housing Commission put together a Draft Work Program (Attachment B) on March 14, 2019. These items, and any other new items, may be included in the FY 2019- 20 Housing Commission Work Program provided that they require minimal staff resources and the required funding has already been budgeted. The FY 2019-20 Housing Commission Work Program will go to City Council before July 1, 2019 for review and approval. In FY 2020-21, Commissions will follow the process outlined in the Commission Work Program Flow Chart (Attachment C). _____________________________________________________________________________ Prepared by: Reviewed & Approved by: /s/ Kerri Heusler /s/ Benjamin Fu Kerri Heusler Benjamin Fu Housing Manager Interim Director of Community Development Attachments: A - FY 2019-20 City Council Work Program B - Draft FY 2019-20 Housing Commission Work Program C - Commission Work Program Flow Chart D - Guidance on Commission Work Programs Project Title Project Objective Progress to Date Next Steps Timeline Current Status Performance Goal Completion Date Est. Total Budget (not including staff time) Actual Expense to 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 for development of RFP. Request proposals from interested consultants. 1) Contract Negotiations with RFP Developer 2) Draft RFP 3) Publish RFP 4) Review Response 5) Contract Negotiation and Award 6) Master Plan Development 1) Spring 2019 2) Summer 2019 3) Fall 2019 4) Fall 2019 5) Winter 2020 6) 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 capital investments 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 deemed seismically sound. -Equipment procured and configured. 1) Seismic modeling of selected "hot-spot" locations. 2) Budget allocation for FY18/FY19. 3) Install Access Points to primary locations. 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 to partner with the City on this project. -Budgetary quote for Phase I cameras. 1) Research residential and business 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 antiquated CCTV equipment. 1) Fall 2019 2) Winter 2019 3) 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 groups and Public Safety Commission. 3) Evaluation and recommendation regarding City's surveillance camera system. Spring 2020 $50,000 N/A 300 Katy Nomura* Bill Mitchell *This item is being added assuming higher level 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 Expense to 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 in draft 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 in researching strategies to decrease the availability of tobacco products and restrict sales of flavored tobacco products. 2) Consultant will support staff in developing 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 regulation changes. 1) Spring 2019 2) Spring 2019 3) Summer 2019 4) Fall 2019 5) Fall 2019 - Spring 2020 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 to water policies and best practices. 2) Draft policy and action plan for implementation. 1) Fall 2019 2) 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 Expense to 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 several potential 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 Commission Study Session. -August 2018 Online community survey. -October 4, 2018 Community workshop on STRs. -November 27, 2018 Draft regulation presented to Planning Commission. 1) Study session for Council on STR regulations. 2) Draft regulations with Council direction. 3) Bring drafted regulations for Council approval. 1) April 2019 2) Summer 2019 3) Fall 2019 In Progress 1) Regulations for Short-Term Rentals. 2) Increased TOT collection. Fall 2019 $17,000 $8,500 500 Katy Nomura Ben Fu Piu 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 regarding responsibilities. 4) Complete City work. 1) Summer 2019 2) Spring 2020 3) 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 2019 2) 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 Mosley Timm 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 Expense to 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 garden plots 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 FY 2019-20 Capital Improvement Program (CIP) budget. 3) Advertise and construct the project. 1) June 2019 2) July 2019 3) 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 the public, 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 of City 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 waste characterization 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 of City and commercial waste streams. 1) Fall 2019 2) 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 setback requirements. 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 Expense to 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 application in 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 an inclusive 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, department culture, 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 Hanel Gail 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 RFP 2) Select Consultant 3) 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 Expense to 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 Transit 2. Automated Fixed Guideway to Mountain View 3. Cupertino Station at I- 280/Wolfe Road 4. Highway 85 Transit Guideway 5. Silicon Valley High Capacity Transit Loop 6. 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 2019 2) 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 Koverman Karen 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 Expense to 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 nonvoting teen 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 2019 Phase 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 2020 Phase 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 employee housing. -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 Fu Albert Salvador Piu 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 Expense to 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 Salvador Piu Ghosh Catarina 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 to evaluate 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 2019 2) Fall 2019 3) Winter 2019 4) January 2020 Proposed Bring Green Building Code update to Council for consideration. Summer 2020 $35,000 N/A 200 Albert Salvador Misty 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 2019 3) Fall 2019 4) 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 Heusler Erika 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 Expense to 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 FY 2018-19 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/RFP application 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 Martire Chad 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 Fu Catarina 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 Fu Catarina 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 Ghosh Catarina 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 Expense to 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 Serrano Kerri 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 2019 2) May 2019 3) May/June 2019 4) 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 Expense to 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, 2019 2) Fall 2019 3) Winter 2019 4) 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 RFP 3) 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 Expense to 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 2019 2) Spring 2020 Proposed 1) Provide an opportunity for feedback from every 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 Nomura Grace 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 from PR firm. 1) Spring 2019 2) 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 Expense to 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 been developed based on discussion at priority setting workshop. -Implemented feedback from Council Study 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 in years in May 2018. -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. -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 feedback from 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 Expense to 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 surrounding cities 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 Human Resource 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 Planning Program 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 Positions 2) Training Strategy 3) Recruitment Strategy 4) Retention Strategy 1) May 2019 2) July/August 2019 3) July/August 2019 4) 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 being updated. -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 Meeting 2) Salary Survey Complete 3) Complete Negotiations 1) March 2019 2) April/May 2019 3) 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 to local 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 Expense to 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 Mobile App -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 of applications in flight. 2) Continue to research cost effective solutions to current business problems. Applications in progress: 1) Public Works Dashboard 2)Accela Land Management 3)Zonar 3D Zoning 4) ProjectDox Public Portal 5)NextRequest PRA, 6) Cafe Point of Sale 7) Qless 8)Augmented Reality Pilot 9) TrafficWare Traffic Management System 10) Cobblestone Contract Management 11) NeoGov-Onboarding 12) Chatbot Pilot 13) Golf Tee Time 14) Enterprise Content Management Roadmap 1) Spring 2019 2) Summer 2019 3) Summer 2019 4) Summer 2019 5) Summer 2019 6) Summer 2019 7) Summer 2019 8) Summer 2019 9) Summer 2019 10) Fall 2019 11) Fall 2019 12) Fall 2019 13) Fall 2019 14) 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 staff to 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 to discuss design delivery strategy and establish a project budget. 2) Issue an RFP. 3) Identify a project funding strategy. 4) Select a design consultant. 1) April 2019 2) June 2019 3) TBD 4) TBD In Progress 1) Approve design delivery strategy 2) Establish project budget 3) 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 Recreation Center 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 Center 2) Evaluate new bldg at Service Center 3) Estimate leased space option 4) 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 been implemented.  -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 staff at City Hall. 3) Rollout of time off request to PW Services Center and Parks and Recreation". 1) March 2019 2) 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 Expense to 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 Hall Integrates Maps. 3) Integrates Maps. 4) New Views. 1) March 2019 2) November 2019 3) December 2019 4) 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 in Budget Proposals. 2) Multi Year Funding of approved items in budget. 3) Future Staff incorporated in to forecast. 1) March 2019 2) May 2019 3) 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 possibilities between 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 ERP 2) NeoGov (Recruitment and Onboarding) to ERP 3) GIS Integration with OpenGov 1) December 2019 2) 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 Mitchell Grace 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 Expense to 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 EOP 2) Review constraints that annexes may have on COOP 3) Decide in-house versus outsourcing COOP development 4) Begin the process 5) Completion 1) June 2019 2) Fall 2019 3) Fall 2019 4) Winter 2019 5) 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 Expense to 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 with Council. 3) Final Lease Agreement. 4) Develop license agreement with Library addressing program opportunities and use of Community Hall. 1) Ongoing 2) May 2019 3) August 2019 4) August 2019 In Progress Complete updated lease agreement September 2019 N/A N/A 280 Chad Mosley Heather Minner Jeff Milkes Roger 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 Frey Christine 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 been initiated. 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 regarding funding and support of nonprofits. 2) Research best practices in other 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 2019 2) Spring 2020 3) Spring 2020 4) Summer 2020 5) Fall 2020 Proposed A standardized process for nonprofits to receive funding and support from the City. Fall 2020 $15,000 N/A 500 Kristina Alfaro Jeff 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 partnering opportunities with West Valley cities. 2) Conduct procurement process for lobbyist. 3) Contract with lobbyist and develop program to support Council priorities. 1) Summer 2019 2) Fall 2019 3) 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 Housing Commission Work Program FY 2019-20 March 14, 2019 Commissioners put together the following list of items to be considered by the City Council. Items are broken down into priorities, with A being the highest priority, B being the second highest priority, and C being the third priority. Priority List A Provide a list of recommended locations to be considered for affordable housing to Planning Commission Identify funding sources for affordable housing projects Identify strategies and resources to assist the homeless with an emphasis on food pantry, bathing facilities, and De Anza students Review ADU ordinance- parking requirements, garage conversions, and potential program for De Anza students Priority List B Invite community groups to present on affordable housing topics Track state housing legislation Research and make recommendation on regional pooling of below market rate funds Study speculative housing (vacancies, investor housing, etc) Explore single family zoning and missing middle strategies as potential for increasing housing stock, presentation from VTA on connection with public transportation Priority List C Oversee status of all affordable housing in the City Receive presentation on Housing and Human Services Grant programs and a mid-year report Receive project updates on Vallco, Marina, Hamptons, and Oaks 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.