PC 01-12-2021CITY OF CUPERTINO
PLANNING COMMISSION
AGENDA
This is a teleconference meeting with no physical location .
Tuesday, January 12, 2021
6:45 PM
Teleconference Meeting
TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION TO HELP STOP THE
SPREAD OF COVID-19
In accordance with Governor Newsom’s Executive Order No-29-20, this will be a
teleconference meeting without a physical location to help stop the spread of COVID-19.
Members of the public wishing to observe the meeting may do so in one of the following
ways:
1) Tune to Comcast Channel 26 and AT&T U-Verse Channel 99 on your TV.
2) The meeting will also be streamed live on and online at www.Cupertino.org/youtube
and www.Cupertino.org/webcast
Members of the public wishing comment on an item on the agenda may do so in the
following ways:
1) E-mail comments by 5:00 p.m. on Tuesday, January 12th to the Commission at
planningcommission@cupertino .org. These e-mail comments will be received by the
Commission members before the meeting and posted to the City’s website after the
meeting.
2) E-mail comments during the times for public comment during the meeting to the
Commission at planningcommission@cupertino.org. The staff liaison will read the emails
into the record, and display any attachments on the screen, for up to 3 minutes (subject to
the Chair’s discretion to shorten time for public comments). Members of the public that
wish to share a document must email planningcommission@cupertino.org prior to
speaking.
3) Teleconferencing Instructions
Members of the public may observe the teleconference meeting or provide oral public
comments as follows:
Page 1
Planning Commission Agenda January 12, 2021
Oral public comments will be accepted during the teleconference meeting. Comments may
be made during “oral communications” for matters not on the agenda, and during the
public comment period for each agenda item .
To address the Commission, click on the link below to register in advance and access the
meeting:
Online
Please click the link below to join the webinar :
https://cityofcupertino.zoom.us/webinar/register/WN_scEX5QKWTQ-dNoTRTcblvw
Phone
Dial 669-900-6833 and enter Webinar ID: 984 7175 6374 (Type *9 to raise hand to speak)
Unregistered participants will be called on by the last four digits of their phone number .
Or an H.323/SIP room system:
H.323:
162.255.37.11 (US West)
162.255.36.11 (US East)
Meeting ID: 984 7175 6374
SIP: 98471756374@zoomcrc.com
After registering, you will receive a confirmation email containing information about
joining the webinar.
Please read the following instructions carefully:
1. You can directly download the teleconference software or connect to the meeting in your
internet browser. If you are using your browser, make sure you are using a current and
up-to-date browser: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain
functionality may be disabled in older browsers, including Internet Explorer .
2. You will be asked to enter an email address and a name, followed by an email with
instructions on how to connect to the meeting. Your email address will not be disclosed to
the public. If you wish to make an oral public comment but do not wish to provide your
name, you may enter “Cupertino Resident” or similar designation.
3. When the Chair calls for the item on which you wish to speak, click on “raise hand.”
Speakers will be notified shortly before they are called to speak.
4. When called, please limit your remarks to the time allotted and the specific agenda topic .
Page 2
Planning Commission Agenda January 12, 2021
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to
attend this teleconference 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, at least 48
hours in advance of the meeting to arrange for assistance. In addition, 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.
ROLL CALL
APPROVAL OF MINUTES
1.Subject: Amended Draft Minutes of November 10, 2020
Recommended Action: Approve the amended Draft Minutes of November 10, 2020
Amended Draft Minutes of November 10, 2020
2.Subject: Draft Minutes of December 8, 2020
Recommended Action: Approve or modify the Draft Minutes of December 8, 2020
Draft Minutes of December 8, 2020
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the Commission on any matter
within the jurisdiction of the Commission and 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 on the agenda.
WRITTEN COMMUNICATIONS
CONSENT CALENDAR
Unless there are separate discussions and/or actions requested by council, staff or a member of the
public, it is requested that items under the Consent Calendar be acted on simultaneously.
PUBLIC HEARINGS
3.Subject: Consider modifications to the Procedures for Processing General Plan
Amendment Applications to implement the Fiscal Year 2020/21 City Work Program
items related to quality of life. (Application No(s).: CP-2020-003; Applicant(s): City of
Cupertino; Location: citywide).
Page 3
Planning Commission Agenda January 12, 2021
Recommended Action: That the Planning Commission conduct the public hearing and
adopt the draft resolution recommending that the City Council :
1) Find that the action is exempt from CEQA; and
2) Amend the Procedures for Processing of General Plan Amendment Applications
Tentative City Council hearing date: February 2, 2021
Staff Report
1 – Draft Resolution CP-2020-003
2 - Redlines
3 - Proposed Workflow
4 - Existing Workflow
5 - July 7, 2020 City Council Study Session
OLD BUSINESS
4.Subject: General Plan Annual Review (postponed from the December 8, 2020 meeting)
Recommended Action: Receive the report and provide any input to Staff
Staff Report
1 - DRAFT GP Annual Report
NEW BUSINESS
5.Subject: Discuss potential City Work Program proposals for Fiscal Year 2021-2022
Recommended Action: Discuss and recommend five topics for inclusion in the FY
21/22 City Council Work Program
FY 20/21 Work Program
STAFF AND COMMISSION REPORTS
ADJOURNMENT
If you challenge the action of the Planning Commission in court, you may be limited to raising only
those issues you or someone else raised at the public hearing described in this agenda, or in written
correspondence delivered to the City of Cupertino at, or prior to, the public hearing. In the event an
action taken by the Planning Commission is deemed objectionable, the matter may be officially appealed
to the City Council in writing within fourteen (14) days of the date of the Commission’s decision. Said
appeal is filed with the City Clerk (Ordinance 632).
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this
teleconference 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, at least 48 hours in advance of the
meeting to arrange for assistance. In addition, 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.
Page 4
Planning Commission Agenda January 12, 2021
Any writings or documents provided to a majority of the Planning Commission after publication of the
packet will be made available for public inspection in the Community Development Department located
at City Hall, 10300 Torre Avenue, during normal business hours and in Planning packet archives
linked from the agenda/minutes page on the Cupertino web site.
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 Planning Commission 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 Planning Commission on any issue that is on this agenda, please complete a speaker
request card located in front of the Commission, and deliver it to the City Staff prior to discussion of the
item. When you are called, proceed to the podium and the Chair will recognize you. If you wish to
address the Planning Commission on any other item not on the agenda, you may do so by during the
public comment portion of the meeting following the same procedure described above. Please limit your
comments to three (3) minutes or less.
For questions on any items in the agenda, or for documents related to any of the items on the agenda,
contact the Planning Department at (408) 777 3308 or planning@cupertino.org.
Page 5
CITY OF CUPERTINO
10300 Torre Avenue
Cupertino, CA 95014
CITY OF CUPERTINO
PLANNING COMMISSION MEETING
AMENDED ACTION MINUTES, November 10, 2020
At 6:45pm Chair Moore called to order the regular Planning Commission meeting. This was a
teleconference meeting with no physical location.
ROLL CALL
Present: Chairperson Moore, Vice Chair R Wang, Commissioners Alan Takahashi, David Fung,
Vikram Saxena
Absent: None
APPROVAL OF MINUTES:
1. Subject: Draft Minutes of October 27, 2020.
Recommended Action: Approve or modify the Draft Minutes of October 27, 2020
Moved by Chair Moore and seconded Vice Chair Wang to: “Approve the minutes as
amended”. The motion carried 5-0-0.
POSTPONEMENTS: None
ORAL COMMUNICATIONS:
Jennifer Griffin – spoke about the proposed school closures in the Cupertino Union School
District
WRITTEN COMMUNICATIONS:
An email was received regarding item #2
PUBLIC HEARING: None
NEW BUSINESS:
2. Subject: Review of ABAG’s “Regional Housing Needs Allocation Proposed Methodology
Report: San Francisco Bay Area, 2023-2031”
Recommended Action: Review the report and recommend whether the City Council should
comment on the RHNA process, methodology or proposed preliminary draft local RHNA.
Planning Manager, Piu Ghosh, reviewed the RHNA Report with the Planning Commissioners.
She was asked clarifying questions, which she answered. Consulting Attorney from Goldfarb
& Lipman, LLP, Karen Tiedemann, also responded to clarifying questions from the
Commissioners.
Chair Moore opened the public comment period and the following individual(s) spoke:
Jennifer Griffin
Chair Moore closed the public comment period.
The Commissioners discussed the proposed methodology, calculation and the baseline
numbers for the City shown in the report. They agreed with Staff’s recommended comments
with the addition of a statement requesting an adjustment be made to the calculations due to
pandemic related changes to housing/working needs. They recommended that the City Council
send a letter signed by either the City Manager, Mayor or other similar sized/like minded cities.
They recommended that the City Council recommend use of the 2019 households as baseline
for all reasons from Cities Association’s Aug ’20 letter and due to unknown pandemic related
changes such as net outflow of jobs to other regions and states, work from home, and since
unachievable targets are demoralizing. They also recommended that the Council refer to the
Embarcadero Institute report that indicates significant double counting particularly because
key assumptions in determining the state-wide housing deficit are incorrect – e.g. the vacancy
rate is incorrect; this in turn creates a vicious cycle of what the state considers need. Also
recommend adding in all the reasons identified by staff such as not too many large sites, job
growth unlikely as envisioned in Plan Bay Area 2050, few sites that are good for duplex and
triplex development would be considered appropriate for Low Income category under state
law, consider the use of Job Proximity – Transit for Moderate and Above-Moderate income
categories since these are considered in Plan Bay Area as factors why the City has growth
potential and also this does not align with the GHG reduction goals of the re gion.
The Commissioners discussed the proposed methodology, calculation and the baseline numbers for the
City shown in the report. They agreed with Staff’s recommended comments with the addition of a
statement requesting an adjustment be made to the calculations due to pandemic related changes to
housing/working needs. They recommended that the City Council should consult with neighboring cities
in order to provide a unified message to ABAG in response to the proposed preliminary draft local RHNA
report.
OLD BUSINESS:
3. Subject: General Plan Annual Review for the year 2020
Recommended Action: That the Planning Commission provide input into the General Plan
Annual Report for the City Council
Planning Manager Piu Ghosh, reviewed the General Plan Annual Report with the Planning
Commissioners. She was asked clarifying questions, which she answered.
Chair Moore opened the public comment period and the following individual(s) spoke:
Jennifer Griffin
Chair Moore closed the public comment period.
The Commissioners discussed the changes made to the report from section LU-19.1 through
LU-30.2. The provided additional comments and suggestions. Over the next several meetings,
they will continue reviewing the changes to the report before it’s submission to the City Council
in March.
REPORT OF THE DIRECTOR OF COMMUNITY DEVELOPMENT: None
REPORT OF THE PLANNING COMMISSION: None
ADJOURNMENT:
The meeting was adjourned at 9:50pm. to the next regular Planning Commission meeting on
November 24, 2020 at 6:45 p.m.
Respectfully Submitted:
______/s/Beth Ebben_______________
Beth Ebben, Deputy Board Clerk
CITY OF CUPERTINO
10300 Torre Avenue
Cupertino, CA 95014
CITY OF CUPERTINO
PLANNING COMMISSION MEETING
ACTION MINUTES, December 8, 2020
At 6:45pm Vice Chair Wang called to order the regular Planning Commission meeting. This
was a teleconference meeting with no physical location.
ROLL CALL
Present: Vice Chair R Wang, Commissioners David Fung, Vikram Saxena, Alan Takahashi
Absent: None
APPROVAL OF MINUTES:
1. Subject: Draft Minutes of November 10, 2020.
Recommended Action: Approve or modify the Draft Minutes of November 10, 2020
Modifications were suggested to the Draft Minutes of November 10, 2020. Approval was
postponed to the next Planning Commission meeting.
POSTPONEMENTS: None
ORAL COMMUNICATIONS:
Feng Ye – would like to have 5G small cell towers placed at least 100’ from residences
Peter Chu – would like to have 5G small cell towers placed at least 100’ from residences
Rajul Pandit – would like to have 5G small cell towers placed at least 100’ from residences
Tianheng – would like to have 5G small cell towers placed at least 100’ from residences
Vera – would like to have 5G small cell towers placed at least 100’ from residences
SatheeshMadhathil – would like to have 5G small cell towers placed at least 100’ from
residences
Sujatha Prasad – would like to have 5G small cell towers placed at least 100’ from residences
Lisa Warren – said that there should be stricter guidelines for 5G small cell towers
Jennifer Griffin – spoke about the potential issues with proposed housing bill legislation
WRITTEN COMMUNICATIONS:
Emails were received regarding item #2
STUDY SESSION:
2. Subject: Presentation on the transition from Level of Service (LOS) to Vehicle Miles Traveled
(VMT) for determination of transportation impacts under CEQA (California Environmental
Quality Act), a change required by Senate Bill (SB) 743.
Recommended Action: Receive presentation from Staff and provide feedback on selection
of a preferred VMT threshold, in addition to the preferred metric, or method of measuring
VMT.
Chris Corrao, Senior Transit and Transportation Planner in the City’s Public Works Department
and Teresa Whinery, Transportation Planner with Fehr and Peers Traffic Consulting, reviewed
the Staff Report and gave a presentation on the methodology to transition from Level of Service
(LOS) to Vehicle Miles Traveled (VMT) to the Planning Commissioners. They were asked
clarifying questions, which they answered.
Vice Chair Wang opened the public comment period and the following individual(s) spoke:
Jennifer Griffin
Peggy Griffin
Vice Chair Wang closed the public comment period.
The Commissioners discussed the four proposed methods for developing and setting
thresholds to reduce Greenhouse Gas Emissions to become compliant with the Statewide
reduction targets. After much discussion, the Commissioners requested that Staff incorpora te
additional data points into the threshold calculations. Staff will bring a Draft Ordinance to the
Planning Commission for a recommendation to the City Council.
PUBLIC HEARING: None
OLD BUSINESS:
3. Subject: General Plan Annual Review for the year 2020
Recommended Action: That the Planning Commission provide input into the General Plan
Annual Report for the City Council
Moved by Vice Chair Wang and seconded Com. Takahashi to postpone this item to the next
Planning Commission meeting. The motion carried 4-0-0.
REPORT OF THE DIRECTOR OF COMMUNITY DEVELOPMENT: None
REPORT OF THE PLANNING COMMISSION: None
ADJOURNMENT:
The meeting was adjourned at 10:15 pm. to the next regular Planning Commission meeting on
December 22, 2020 at 6:45 p.m.
Respectfully Submitted:
______/s/Beth Ebben_______________
Beth Ebben, Deputy Board Clerk
PLANNING COMMISSION STAFF REPORT
Meeting: January 12, 2021
SUBJECT
Consider modifications to the Procedures for Processing General Plan Amendment
Applications to implement the Fiscal Year 2020/21 City Work Program items related to
quality of life. (Application No(s).: CP-2020-003; Applicant(s): City of Cupertino;
Location: citywide).
RECOMMENDED ACTION
That the Planning Commission conduct the public hearing and adopt the draft resolution
(Attachment 1) recommending that the City Council:
1. Find the action is exempt from CEQA and
2. Amend the Procedures for Processing of General Plan Amendment Applications.
DISCUSSION
Background
Upon a request by Councilmembers Paul and Chao, Staff presented the General Plan
Amendment Authorization Procedures to the City Council as a Study Session item, at the
July 7, 2020 City Council meeting (see Attachment 2.) At the session, Council provided
direction for amending the procedures for the General Plan Amendment Authorization
Process. Updating the General Plan Amendment Authorization Procedures was then
included as part of the Fiscal Year 2020/21 Work Program.
Analysis
Based on the direction received from the City Council at its July 7, 2020 Study Session,
amendments have been proposed to the General Plan Amendment Authorization
Procedures. The table on the following page summarizes the changes proposed to the
Procedures.
Process and Procedure Existing Proposed
Timing and Processing of
General Plan Amendment
Authorization Applications
Twice a year Once a Year
Application Timing/Submittal Designated Date (typically May
and November) Third Monday in January
Planning Commission Review None Provide Recommendation to
Council
City Council Meeting Required No Change
City-Wide Postcard Mailing Required No Change
Project Evaluation
Including, but not limited to, the
following:
- Site and Architectural Design
and Neighborhood Compatibility
- Net Fiscal Impacts
- Provision of affordable housing
- Environmental Sustainability
- General Plan Amendments
Requested
- Proposed Voluntary Community
Amenities
- Staff time and resources to
process the project
Existing Project Evaluation and
- Traffic Impacts
- Expected Student Generation
Authorized Project Processing No Change (Authorized/Not
Authorized) No Change
Resubmission of Non-
Authorized Projects with
Minor Amendments
May be resubmitted within 30
days to be heard by City Council
- May be resubmitted within 6
months.
- Re-notice
- Reviewed by Planning
Commission and City Council.
Voluntary Community
Amenities
Defined as facilities, land and/or
funding contributions to ensure
enhanced quality of life.
Examples include:
- Public open space
- Public facilities and utilities
- Transportation facilities
No Change
Process and Procedure Existing Proposed
Preliminary Review
Requirement
- Plans
- Description/graphics of GP
Amendments and approvals
- Explanation of how project
meets overall goals of GP and
benefits the community
- Summary of net fiscal impacts
- Term sheet explaining any
voluntary community benefits
offered
No Change
Modification to the General
Plan Amendment Requests None
- Allow one-time re-application
to modify the intensity of
amendments
- To be heard at a publicly
noticed meeting by Council
-Citywide postcards
Environmental Review
The proposed ordinance is not a project within the meaning of section 15378 of the
California Environmental Quality Act (“CEQA”) Guidelines because it has no potential
for resulting in physical change in the environment, either directly or ultimately; and
further find that in the event that this Ordinance is found to be a project under CEQA, it
is subject to the CEQA exemption contained in CEQA Guidelines section 15061(b)(3)
because it can be seen with certainty to have no possibility of a significant effect on the
environment.
Public Noticing & Outreach
The following noticing has been conducted for this project:
Notice of Public Hearing, Site Notice &
Legal Ad
Agenda
Legal ad placed in newspaper
(at least 10 days prior to hearing)
Display ad placed in newspaper
(at least 10 days prior to hearing)
Posted on the City's official notice
bulletin board (four days prior to hearing)
Posted on the City of Cupertino’s Web
site (four days prior to hearing)
Additionally, Staff updated the project website with the proposed modifications,
www.cupertino.org/gpaauthorizations, with a notification to the email list. Staff also
presented proposed modifications at the December 4th Legislative Action Committee.
Postcards were mailed citywide to notify residents of the project and hearing dates for
Planning Commission and City Council.
NEXT STEPS
The recommendation made by the Planning Commission will be forwarded to the City
Council for consideration. Upon final decision by the City Council, the resolution will be
effective 30 days after adoption.
_____________________________________
Prepared by: Erick Serrano, Senior Planner
Reviewed and Approved for Submission by: Piu Ghosh, Planning Manager
ATTACHMENTS:
1 – Draft Resolution CP-2020-003
2 – July 7, 2020 City Council Study Session Packet
3 – Redlines
4 – Proposed Workflow
5 – Existing Workflow
Attachment A – Page 1
CITY OF CUPERTINO
10300 Torre Avenue
Cupertino, California 95014
DRAFT RESOLUTION
OF THE CUPERTINO PLANNING COMMISSION
RECOMMENDING THAT THE CITY COUNCIL AMEND PROCEDURES FOR
PROCESSING OF GENERAL PLAN AMENDMENT APPLICATIONS
The Planning Commission recommends the City Council:
1. Find that this Resolution is not a project under the requirements of the
California Quality Act of 1970, together with related S tate CEQA Guidelines
(collectively, “CEQA”) because it has no potential for resulting in physical
change in the environment, either directly or ultimately. In the event that this
Ordinance is found to be a project under CEQA, it is subject to the CEQA
exemption contained in CEQA Guidelines section 15061(b)(3) because it can be
seen with certainty to have no possibility of a significant effect on the
environment.
2. Adopt the proposed Resolution, with the findings reflected in the proposed
Resolution, which the Planning Commission makes as though set forth in their
entirety in this Resolution, in substantially the form as shown in said Exhibit
entitled:
A RESOLUTION OF THE CITY OF CUPERTINO
AMENDING PROCEDURES FOR PROCESSING OF
GENERAL PLAN AMENDMENT APPLICATION
PASSED AND ADOPTED this 12th day of January 21, 2021, at a Regular Meeting of the
Planning Commission of the City of Cupertino, State of California, by the following roll
call vote:
GPA Authorization Procedure update - Page 2
AYES: COMMISSIONERS:
NOES: COMMISSIONERS:
ABSTAIN: COMMISSIONERS:
ABSENT: COMMISSIONERS:
ATTEST: APPROVED:
__________
Benjamin Fu Ray “R” Wang
Director of Community Development Acting Chair, Planning Commission
GPA Authorization Procedure update - Page 3
RESOLUTION NO. __________________
A RESOLUTION OF THE CITY OF CUPERTINO
AMENDING PROCEDURES FOR PROCESSING OF
GENERAL PLAN AMENDMENT APPLICATION
WHEREAS, upon evaluating various programs to manage development to
address development issues in light of concerns about rapid growth and the impacts of
such growth overwhelming the City's ability to accommodate it, as well as the substantial
impacts of development on quality of life in the community, on September 1, 2015 the
City Council of the City of Cupertino adopted a resolution for procedures for processing
of General Plan Amendment Applications; and
WHEREAS, California Government Code Section 65358(a) provides that: "If it
deems it to be in the public interest, the legislative body may amend all or part of an
adopted general plan. An amendment to the general plan shall be initiated in the manner
specified by the legislative body...."; and
WHEREAS, each mandatory element of the City's General Plan may be amended
no more than four times during any calendar year and, subject to that limitation, "an
amendment may be made at any time, as determined by the legislative body" (Cal. Gov.
Code 65358(b)); and
WHEREAS, the City's Municipal Code does not address the timing or initiation of
general plan amendments; and
WHEREAS, the City desires to set forth an orderly process, in accordance with its
legislative discretion, to consider General Plan amendments and ensure that proposals
are fairly considered in light of the City's goals and concerns about growth; and
WHEREAS, the City has prepared General Plan Amendment Procedures to
provide a process for preliminary review of proposed amendments; and
WHEREAS, the procedures include, among other things: (1) notice provisions to
ensure the public has an opportunity to comment; (2) evaluation criteria to ensure general
plan amendments that move through the application process are in the public interest
and meet the City's goals for development, including provision of community amenities;
and (3) requirements for requesting preliminary review of a proposed General Plan
amendment; and
WHEREAS, at the July 7, 2020 City Council Study Session, Council provided
direction to staff to amend the General Plan Amendment Authorization process; and,
WHEREAS, with Resolution No. _____ the Planning Commission has
recommended on a __-__-__ vote that the City Council adopt the resolution in
GPA Authorization Procedure update - Page 4
substantially similar form as presented in Planning Commission Resolution No. _____;
and
WHEREAS, on February 2, 2021 upon due notice, the City Council has held at least
one public hearing to consider the Planning Commission’s recommendation and the
resolution; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
Cupertino hereby adopts the amended General Plan Amendment Procedures attached
hereto, subject to minor revisions as may be made by the City Manager in consultation
with the City Attorney. The City Council hereby authorizes City staff to process proposed
General Plan amendments in accordance with the General Plan Amendment Procedures
and to take any and all other actions necessary to implement the procedures.
BE IT FURTHER RESOLVED that this Resolution is not a project under the
requirements of the California Quality Act of 1970, together with related State CEQA
Guidelines (collectively, “CEQA”) because it has no potential for resulting in physical
change in the environment, either directly or ultimately. In the event that this Ordinance
is found to be a project under CEQA, it is subject to the CEQA exemption contained in
CEQA Guidelines section 15061(b)(3) because it can be seen with certainty to have no
possibility of a significant effect on the environment. CEQA applies only to proje cts
which have the potential of causing a significant effect on the environment. Where it can
be seen with certainty that there is no possibility that the activity in question may have a
significant effect on the environment, the activity is not subject t o CEQA. In this
circumstance, the amendments to the City Code would have no or only a de minimis
impact on the environment. The foregoing determination is made by the City Council in
its independent judgment.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this ____day of _________, ____, by the following vote:
Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
SIGNED:
__________________
Darcy Paul, Mayor
________________________
Date
GPA Authorization Procedure update - Page 5
City of Cupertino
ATTEST:
________________________
Kirsten Squarcia, City Clerk
________________________
Date
APPROVED AS TO FORM:
__________________________
Heather Minner, City Attorney
________________________
Date
GPA Authorization Procedure update - Page 6
PROCEDURES FOR PROCESSING OF GENERAL PLAN
AMENDMENT APPLICATIONS
1. Background/Goals
Like many communities throughout the State, Cupertino is concerned about
balancing the benefits of economic development with the effects of rapid growth.
The impacts of such growth can overwhelm the City's ability to accommodate it
and affect the quality of life in the community.
The goal is to create a procedure for the consideration of future General Plan
amendments that will encourage orderly development of the City and ensure that
facility/service and quality of life standards can be met for the community. These
procedures only address amendments requested by private parties. The City may
initiate General Plan amendments when it deems necessary, such as, to conform
to State law or to ensure consistency within the General Plan.
2. Procedure
a. The Council will consider the timing and processing of General Plan
amendments once a year.
b. In order to be considered for processing, applicants will be required to apply
for authorization to process a General Plan amendment by the third Monday
in January of each year.
c. In the quarter following the due date (generally), the Planning Commission
will hold a publicly noticed meeting to preliminarily review the list of
proposed General Plan amendments and provide a recommendation to
Council.
d. Generally within 45 days after the Planning Commission’s meeting, the
Council will hold a publicly noticed meeting to preliminar ily review the
proposed General Plan Amendments and consider the Commission’s
recommendation.
e. .In addition to noticing required for public meetings, a city-wide postcard shall
be mailed prior to the Planning Commission meeting.
f. Each application will be preliminarily evaluated for the following:
(i) General Plan goals achieved by the project, including, but not limited to,
the following:
(1) Site and Architectural design and neighborhood compatibility
GPA Authorization Procedure update - Page 7
(2) Brief description of net fiscal impacts (sales tax, transient
occupancy tax or other revenue provided by the project)
including a diverse economic base
(3) The provision of affordable housing
(4) Environmental Sustainability
(5) Traffic Impacts
(6) Expected student generation, if applicable.
(ii) General Plan amendments (and any other zoning amendments or
variances) requested.
(iii) Proposed voluntary community amenities, as defined in Section 3, if
any.
(iv) Staff time and resources required to process the project.
g. Based on the above evaluation the Council will consider which projects, if any,
will be authorized to proceed with a General Plan amendment application. The
decision does not in any way presume approval of the amendment or project.
It only authorizes staff to process the application, but the City retains its
discretion to consider the application in accordance with all applicable laws,
including the California Environmental Quality Act (“CEQA”) and the City’s
zoning laws and ordinances. Consideration of the application will be in
accordance with the City’s Municipal Code and regulations.
h. Staff will begin processing the General Plan amendment applications per
Council direction. A project that applies for processing should be in substantial
compliance with the project authorized by Council.
i. Proposals not authorized by the Council at the first meeting (per 2.d. above)
may be resubmitted with minor amendments, not more than once, within six
(6) months. Such projects will be processed in the manner outlined in
subsections (c) – (g) above.
3. Voluntary Community Amenities
a. For purposes of this policy, voluntary community amenities are defined as
facilities, land and/or funding contributions to ensure that any development with
a General Plan amendment application enhances the quality of life in the City,
including enhancements of the following:
(i) School resources
GPA Authorization Procedure update - Page 8
(ii) Public open space, such as parks and trails
(iii) Public facilities and utilities, such as library, community center or utility
systems
(iv) Transportation facilities with an emphasis on city-wide bicycle, pedestrian
and transit improvements, such as community shuttles, pedestrian and
bicycle bridges, and transit centers/stations
4. Preliminary Review Requirements
a. Preliminary documents that would be typically required for the type of
application that is requested, such as site plans, preliminary landscape plans,
elevations, cross sections, preliminary grading plans and proposed materials.
b. A description, including graphics, of the General Plan amendment(s) and land
use approvals required, if any. The description should include diagrammatic
information as necessary to clearly explain the request.
c. An explanation of how the proposed project meets the overall goals of the
General Plan and the benefits/impacts of the project to the community and its
quality of life.
d. A brief summary of net fiscal impacts.
e. In order to provide the public with early notice and opportunity to provide
input, to the extent the proposed project includes voluntary community
amenities, as defined in Section 3 above, of a type typically memorialized in a
development agreement, the applicant should include a Term Sheet explaining
the proposed terms. The Term Sheet will be memorialized in a Development
Agreement as part of the project, if approved.
5. Modification to the General Plan Amendment Requests
a. Only one (1) application for modifications that increase the number or intensity
of General Plan Amendments may be made per previously authorized project.
b. The revised proposal shall be considered at a publicly noticed meeting by the
Council based on the evaluation criteria listed in subsection 2(f) above.
Noticing for the meeting shall include citywide postcard mailing.
c. The Council’s decision does not in any way presume approval of the
amendment or project. It only authorizes staff to process the revised proposal,
but the City retains its discretion to consider the application in accordance with
GPA Authorization Procedure update - Page 9
all applicable laws, including the California Environmental Quality Act
("CEQA") and the City's zoning laws and ordinances. Consideration of the
application will be in accordance with the City's Municipal Code and
regulations.
1325782.1
PROCEDURES FOR PROCESSING OF GENERAL PLAN
AMENDMENT APPLICATIONS
1. Background/Goals
Like many communities throughout the State, Cupertino is concerned about
balancing the benefits of economic development with the effects of rapid growth.
The impacts of such growth can overwhelm the City's ability to accommodate it
and affect the quality of life in the community.
The goal is to create a procedure for the consideration of future General Plan
amendments that will encourage orderly development of the City and ensure that
facility/service and quality of life standards can be met for the community. These
procedures only address amendments requested by private parties. The City may
initiate General Plan amendments when it deems necessary, such as, to conform
to State law or to ensure consistency within the General Plan.
2. Procedure
a. The Council will consider the timing and processing of General Plan
amendments twice once a year, approximately every six months.
b. In order to be considered for processing, applicants will be required to apply
for authorization to process a General Plan amendment by the third Monday
in January of each yeara designated date.
c. In the quarter following the due date (generally), the Council Planning
Commission will hold a publicly noticed meeting to preliminarily review the
list of proposed General Plan amendments and provide a recommendation to
Council.
c.d. Generally within 45 days after the Planning Commission’s meeting,
Tthe Council will hold a publicly noticed meeting to preliminarily review the
proposed General Plan Amendments and consider the Commission’s
recommendation.
d.e. In addition to noticing required for public meetings, a city-wide
postcard shall be mailed prior to the Planning Commission meeting. Noticing-
City-wide postcard and public meeting requirements.
e.f. Each application will be preliminarily evaluated for the following:
(i) General Plan goals achieved by the project, including, but not limited to,
the following:
(1) Site and Architectural design and neighborhood compatibility
(2) Brief description of net fiscal impacts (sales tax, transient
occupancy tax or other revenue provided by the project)
including a diverse economic base
(3) The provision of affordable housing
(4) Environmental Sustainability
(5) Traffic Impacts
(4)(6) Expected student generation, if applicable.
(ii) General Plan amendments (and any other zoning amendments or
variances) requested.
(iii) Proposed voluntary community amenities, as defined in Section 3, if
any.
(iv) Staff time and resources required to process the project.
f.g. Based on the above evaluation the Council will consider which projects,
if any, will be authorized to proceed with a General Plan amendment
application. The decision does not in any way presume approval of the
amendment or project. It only authorizes staff to process the application, but
the City retains its discretion to consider the application in accordance with all
applicable laws, including the California Environmental Quality Act
("“CEQA"”) and the City'’s zoning laws and ordinances. Consideration of the
application will be in accordance with the City'’s Municipal Code and
regulations.
g.h. Staff will begin processing the General Plan amendment applications
per Council direction. A project that applies for processing should be in
substantial compliance with the project authorized by Council.
h.i. Proposals not authorized by the Council at the first meeting (per 2.dc. above)
may be resubmitted with minor amendments, not more than once, within 30
six (6) monthsdays. Such projects will be considered by the Council at a future
public meeting, noticed per the Cupertino Municipal Code, after staff review.
processed in the manner outlined in subsections (c) – (g) above.
3. Voluntary Community Amenities
a. For purposes of this policy, voluntary community amenities are defined as
facilities, land and/or funding contributions to ensure that any development with
a General Plan amendment application enhances the quality of life in the City,
including enhancements of the following:
(i) School resources
(ii) Public open space, such as parks and trails
(iii) Public facilities and utilities, such as library, community center or utility
systems
(iv) Transportation facilities with an emphasis on city-wide bicycle, pedestrian
and transit improvements, such as community shuttles, pedestrian and
bicycle bridges, and transit centers/stations
4. Preliminary Review Requirements
a. Preliminary documents that would be typically required for the type of
application that is requested, such as site plans, preliminary landscape plans,
elevations, cross sections, preliminary grading plans and proposed materials.
b. A description, including graphics, of the General Plan amendment(s) and land
use approvals required, if any. The description should include diagrammatic
information as necessary to clearly explain the request.
c. An explanation of how the proposed project meets the overall goals of the
General Plan and the benefits/impacts of the project to the community and its
quality of life.
d. A brief summary of net fiscal impacts.
e. In order to provide the public with early notice and opportunity to provide
input, to the extent the proposed project includes voluntary community
amenities, as defined in Section 3 above, of a type typically memorialized in a
development agreement, the applicant should include a Term Sheet explaining
the proposed terms. The Term Sheet will be memorialized in a Development
Agreement as part of the project, if approved.
5. Modification to the General Plan Amendment Requests
a. Only one (1) application for modifications that increase the number or intensity
of General Plan Amendments may be made per previously authorized project.
b. The revised proposal shall be considered at a publicly noticed meeting by the
Council based on the evaluation criteria listed in subsection 2(f) above.
Noticing for the meeting shall include citywide postcard mailing.
c. The Council’s decision does not in any way presume approval of the
amendment or project. It only authorizes staff to process the revised proposal,
but the City retains its discretion to consider the application in accordance with
all applicable laws, including the California Environmental Quality Act
("CEQA") and the City's zoning laws and ordinances. Consideration of the
application will be in accordance with the City's Municipal Code and
regulations.
GPA Authorization
Requested
GENERAL PLAN AMENDMENT
AUTHORIZATION WORKFLOW
Authorized to Apply for GPA Not Authorized
Resubmit with minor
amendments
in 6 months
Submit application for GPA
City Reviews Application Materials
Not AuthorizedAuthorized
Hearings
• Environmental Review
Committee (ERC)
• Planning Commission (PC)
• City Council (CC)
City Council Hearing
If approved,
submit for a building permit
such as:
• CEQA
• Technical Reports
• Design/Project Review
• Department Review
City Council Hearing
Planning Commission
Modification to Authorized
General Plan Amendment
Requested
GPA Authorization
Requested
GENERAL PLAN AMENDMENT
AUTHORIZATION WORKFLOW
Authorized to Apply for GPA Not Authorized
Resubmit with minor
amendments
in 30 days
Submit application for GPA
City Reviews Application Materials
Reapply
(Practice 1 year)
Not AuthorizedAuthorized
Hearings
• Environmental Review
Committee (ERC)
• Planning Commission (PC)
• City Council (CC)
City Council Hearing
If approved,
submit for a building permit
such as:
• CEQA
• Technical Reports
• Design/Project Review
• Department Review
City Council Hearing
CITY COUNCIL STAFF REPORT
Meeting: July 7, 2020
Subject
Study Session regarding General Plan Amendment Authorization Procedure adopted
by the City Council in September 2015 by Resolution No. 15-078 (see Attachment A)
(“GPA Authorization Procedure”).
Recommended Action
That the City Council receive this report and provide direction on any next steps
regarding the GPA Authorization Procedure.
Discussion
Background
Pursuant to the Council’s policy of allowing two councilmembers to request items be
added to a future meeting agenda, at the February 18, 2020 City Council meeting,
councilmembers Chao and Paul directed staff to conduct a study session to review the
existing GPA Authorization Procedure. This study session fulfills this request.
This staff report provides:
a description of the procedures for processing GPAs that existed prior to
adoption of the GPA Authorization Procedure;
a history of the development and adoption of the GPA Authorization Procedure;
a description of the GPA Authorization Procedure for processing GPAs;
a list of concerns raised about the GPA Authorization Procedure;
a discussion of projects that have been reviewed under the current procedures;
a brief discussion of GPA screening procedures in other cities; and
options for the Council on next steps.
2
Analysis
Procedures for Processing GPA Applications Prior to September 2015
Prior to the adoption of Resolution No. 15 -085, City staff reviewed applications for
proposed development projects concurrently with any proposed GPA application and
environmental review for the project. Project review included review to ensure that the
proposal was consistent with the General Plan or any proposed amendment to the
General Plan and complied with zoning regulations. If an applicant sought a
Development Agreement to immunize the project against future changes in land use
regulations, staff also negotiated that agreement, including the community benefits the
developer would provide in exchange for vested rights to proceed with the approved
project. Public input about the project was solicited through neighborhood or citywide
noticing (depending on the scope of the project), legal notices for meetings, site signage,
and neighborhood meetings. On completion of environmental and project review and
any negotiations for a Development Agreement, the public could provide input on the
final decision in hearings before the Planning Commission and City Council.
While State Planning and Zoning Law limits the number of times a city may amend its
general plan to four times in one year, the City did not limit the number of GPA
applications that could be filed and processed in any given year.
Development and Adoption of GPA Authorization Procedure
In 2014, during the City’s development of the General Plan – Community Vision 2015-
2040, members of the community expressed concern about the City’s processing of real
estate development project applications requesting amendment of the general Plan
because that process:
did not provide the public with an understanding of the number of GPA
applications in process during any year;
did not allow a comparison of projects because applications could be filed at any
time and were processed in the order in which they were filed;
did not provide an opportunity for the City to require projects to compete with one
another, which would incentivize developers to design higher quality projects that
provide maximum community benefits;
did not provide for a comprehensive view of multiple development applications
processed at approximately the same time frame, resulting in significant
development that failed to adequately address city-wide impacts on traffic, open
space, affordable housing, public services, and schools;
prevented the City from assessing the effect of aggregate GPAs on the goals of the
City’s General Plan;
3
did not permit early public input; and
did not allow the public a meaningful opportunity to influence the community
benefits provided by projects because the benefits would be unknown until the
applications were before the Planning Commission and City Council for final
approval.
The City initially responded to these concerns by adding a policy in the General Plan to
allow increased development in certain areas of the city only if project sponsors offered
community benefits and provided ground floor retail. Following much deliberation and
community input, the City Council adopted Community Vision 2015 – 2040 in December
2014 with placeholder language for Community Benefits in Policy LU-1.3, without
adopting specifics about locations for increased development standards, and directed
staff to revisit the Community Benefits policy in 2015 after receipt of additional
community input.
In early 2015, staff conducted an online survey on community benefits and received 300
validated responses, of which 80 percent were from Cupertino residents.1 The results of
the survey were as follows:
More than 65% of respondents supported a community benefits program but did
not support that ground floor retail should be required as a part of the program.
The General Plan should limit additional growth and building heights.
Developers should provide community benefits/amenities to alleviate the adverse
impacts of their projects, ranked as follows:
o Parks/Recreation
o Transportation enhancements (sidewalks, bikes lanes, etc.)
o Community services (teen centers, library branches, etc.)
o In-lieu fee to City (school improvements or affordable housing)
The construction of approved development projects should be staggered instead of
allowing projects to be developed at the same time.
The public should receive details about projects seeking GPAs earlier in the
approval process
City staff also researched how other communities were managing growth from real estate
development and its impacts on quality of life. Staff prepared a white paper analyzing
1 Presented at the City Council meeting dated May 19, 2015 and available online at:
https://cupertino.legistar.com/LegislationDetail.aspx?ID=2283966&GUID=42D62254 -9990-464E-8C7A-
EC5D0B8BA341&Options=&Search= navigate to Attachment B5
4
programs to manage development in Berkeley, Santa Monica, San Diego, Mountain View,
Morgan Hill, and other cities.2
At the May 19, 2015 City Council meeting, staff proposed a standalone Council policy
providing an annual review by Council and the public for projects that wished to propose
GPAs and associated community benefits.3 In response to staff’s draft policy, the Council
deferred a decision on a new GPA policy for 90 days to allow staff to provide additional
details on programs that require community benefits, such as in the Cities of Mountain
View and Morgan Hill. The Council further directed staff to place all new GPA
applications on hold until a decision on the policy.
Following the Council’s direction, staff submitted to the Council a supplemental white
paper identifying pros and cons of various incentive zoning, growth allocation, and land
use regulation models and providing general guidance on managing growth.4
The Council held a study session on June 30, 2015 to review a proposed standalone policy
for processing GPA applications. The standalone policy was developed upon
consideration of the following issues identified in the outreach:
Provide for more orderly development: The process would allow the City Council
and the public to consider and comment on groups of proposed GPA projects
simultaneously, thus allowing the City a greater understanding of the cumulative
environmental and other impacts of the proposed projects.
Ensure that additional development improves quality of life for the community:
Development projects should volunteer community benefits to mitigate intangible
impacts of the project on open space and other community facilities and services.
Provide opportunity for early community input: The public and Council should
preview projects during the pre-application design phase to allow the developer to
incorporate changes to the project before the design is incorporated in a formal
application and the developer becomes invested in the design.
Avoid a process that is unnecessarily complex, costly, and time-consuming: A new
process for review of GPAs should be easy for developers and the City to implement
and should be transparent.
Provide City Council direction early in the process: The City Council should provide
direction to staff early in the process about which projects should be given priority
2 Click link above and navigate to Attachment B7
3 Click link above and navigate to Attachment B1.
4 The study is available online at:
https://cupertino.legistar.com/LegislationDetail.aspx?ID=2363022&GUID=E128642C -F8CB-4D1D-B7FE-
BB044BD3E132&Options=&Search= navigate to Attachment D
5
to minimize delays of those projects and to assist staff in efficient allocation of
resources.
After considering the pros and cons of different approaches to manage development by
other cities, input from the public, and the staff’s draft policy, the City Council directed
staff to draft a policy for amendments to the General Plan. On September 1, 2015, the City
Council adopted Resolution 15-078 which established the City’s standalone policy for
processing GPA Authorization applications (see Attachment A).
Current GPA Authorization Procedure
Under the current GPA Authorization Procedure, proposed GPA applications are
processed as follows:
1. Proposed GPA applications are considered twice annually – once in early winter
(January/February) and again in late summer (August/September).
2. The City posts all documents related to the proposed project including conceptual
plans, proposed community amenities, proposed General Plan amendments, and
summary of fiscal impacts on the City’s website.
3. A postcard is sent to all City residents when the project is scheduled for a hearing.
4. In deciding which projects are authorized to move forward with a GPA application,
the Council considers the following:
a. General Plan goals achieved;
b. quality of architectural and site design and neighborhood compatibility;
c. fiscal impacts;
d. affordable housing provided;
e. sustainability;
f. merits of and the impact on the General Plan of variances sought;
g. voluntary community amenities provided (e.g., school resources, public open
space, libraries, community centers, utility systems, public and transportation);
and
h. the staff time and resources to process the application.
5. A Council decision to authorize submittal of a GPA and related project applications
is not a guarantee of approval of a project; the City Council retains discretion to
approve, disapprove, or conditionally approve each project and its proposed GPA.
Before making a final decision on the project, the Council considers environmental
review, the site and architectural design, community benefits, consistency with the
General Plan, and public input.
6. Applicants may be allowed a “second chance” at presenting the proposed GPA
authorization with direction from the City Council. These projects are re-considered
6
at a later hearing before the Council. Projects given a second chance must submit
revisions and/or additional information within 30 days after the first Council hearing.
7. If a proposal is not authorized for processing after the initial review or second chance
submittal, the project sponsor must wait until the next application round to resubmit
an application for the same project.
Attachment B is a flowchart illustrating this process.
By allowing early public input, the GPA Authorization Procedure provides transparency.
It also can lead to better-quality project by requiring developers to compete for the City’s
approval. The Council limited the number of public hearings on GPA Authorization
applications so that staff could spend more time on other Council priorities. When the
Council adopted the GPA Authorization Procedure, it determined that public outreach
meetings should be conducted after the City Council authorizes a GPA project to proceed.
When a GPA Authorization application is received, staff posts the request and site plans,
preliminary landscape plans, elevations, cross sections, preliminary grading plans, offer
of community benefits, and other supporting documents on the City’s website, and sends
an e-notification to members of the public who request notice of GPA applications.
Following the City’s preparation of a financial feasibility report for the project (or a peer
review of the financial feasibility report provided by the applicant), staff schedules a
hearing on the application for the City Council and sends a post-card notice of the hearing
to every address in the City. Accordingly, every member of the public is notified of the
application early in the process.
Concerns About the GPA Authorization Procedure
Since the City adopted the GPA Authorization Procedure in 2015, the public and
members of the City Council have expressed several concerns about the Program:
The public could misunderstand the City Council’s authorization to apply for a
GPA and related approvals as final approval of the project.
The procedure does not provide guidance about the process for changing the
project after GPA authorization. The current GPA Authorization Procedure, which
provides that the GPA and other applications filed “should be in substantial
compliance with the project authorized by Council,” does not provide sufficient
guidance about the degree of change in the project that would trigger re-
authorization.
The community benefits from project to project have been inconsistent.
The community benefits offered may not provide the intended benefits.
7
The number of public outreach meetings should be increased to solicit more public
input.
Public notice of the application for authorization to proceed with a GPA application
should be given earlier in the process.
The public notice of hearings and meetings has been cursory and uninformative.
The GPA application materials do not provide sufficient details about the proposed
projects to thoroughly evaluate them.
City-wide public notice is conducted via bulk mail and not a more secure form of
mailing.
General Plan Amendment Authorization Program
Attachment C lists the projects that the Council has reviewed under the GPA
Authorization Program since the Program’s adoption and the City Council’s action on
those projects. Of the eight projects applying for authorization (the De Anza Hotel three
times), three projects obtained authorization: The Cupertino Village Hotel and the 2017
and 2018 versions of the De Anza Hotel.
In 2017, the De Anza Hotel was authorized to proceed as a five-story hotel with 156
rooms. The applicant subsequently modified the project, proposing a 155-room hotel of
six stories, increasing the building height by ~15 feet. Staff determined that with this
modification, the project was not “significantly in compliance with the project authorized
by Council.” Therefore, staff required the applicant to apply for another GPA
Authorization in 2018, which the City Council authorized.
Cities with General Plan Amendment Initiation/Screening Procedures
Several Bay Area cities have GPA initiation, screening, or authorization procedures to
manage development in their jurisdiction, including Sunnyvale, Mountain View,
Campbell, Morgan Hill, Walnut Creek, and Fremont. In Southern California, Ventura
County and the cities of Costa Mesa and Camarillo have GPA screening procedures.
Redwood City will be conducting a one -time GPA Gatekeeper process in 2020.
Attachment D includes a list of jurisdictions and links to the procedures for each city.
The GPA initiation/screening/authorization policies in these other cities do not mention
voluntary community amenities in each case, but do not prevent a project proponent
from volunteering community amenities. Cupertino’s GPA Authorization Procedure
appears to be unique in that it lists the community’s priorities for voluntary community
amenities (based on the prior community outreach) to inform developers about them.
Options for the General Plan Amendment Procedure
After receiving this report, Council could consider the following options for the City’s
GPA Authorization Procedure:
8
Retain the existing Procedures as is.
Refine the existing Procedure to address concerns, such as providing additional
public outreach or requiring more detailed project submittals as part of the GPA
Authorization application.
Repeal the existing Procedure and revert to the process in effect before adoption of
Resolution 15-078.
Consider additional methods to manage development, including those discussed
in the two 2015 white papers available online at:
o https://cupertino.legistar.com/LegislationDetail.aspx?ID=2283966&GUID=42D6
2254-9990-464E-8C7A-EC5D0B8BA341&Options=&Search= navigate to
Attachment B5
o https://cupertino.legistar.com/LegislationDetail.aspx?ID=2363022&GUID=E128
642C-F8CB-4D1D-B7FE-BB044BD3E132&Options=&Search= navigate to
Attachment D
Sustainability Impacts
None.
Fiscal Impacts
None.
Next Steps
Future meetings on this issue would depend on whether Council decides to repeal,
modify, or retain the existing Procedure.
Because amending or developing a new GPA Authorization Procedure would require
staff time and potentially consultant and legal services, a change in GPA Authorization
policy may require a future budget and FY20/21 City Work Program amendment to
ensure that the Council’s other priorities are not affected by this new item.
_______________________________________________________________________
Prepared by: Piu Ghosh, Planning Manager
Reviewed by: Benjamin Fu, Director of Community Development
Approved for Submission by: Dianne Thompson, Assistant City Manager
Attachments:
A. City Council Resolution 15-078
B. Flowchart indicating GPA Authorization Process
C. Table of GPA Authorization Projects 2016 – 2019
D. List of cities with GPA initiation/screening/authorization procedures
RESOLUTION NO. 15-078
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING PROCEDURES FOR PROCESSING OF
GENERAL PLAN AMENDMENT APPLICATIONS
WHEREAS, on December 4, 2014, the City Council adopted an amended General Plan titled
Community Vision 2040, which reflects community input, regulatory changes, best practices, and
the desire to achieve community-building, sustainability, economic, and fiscal objectives; and
WHEREAS, the City has been evaluating various programs to manage development to
address development issues in light of concerns about rapid growth and the impacts of such
growth overwhelming the City's ability to accommodate it, as well as the substantial impacts of
development on quality of life in the community; and
WHEREAS, as part of its evaluation process, the City has considered Community Business
Incentive Zoning (CBIZ) and Growth Management programs; and
WHEREAS, while CBIZ and Growth Management programs can be effective in metering
growth and providing for community benefits, they can be difficult to administer, are limited by
legal requirements and do not provide the flexibility for managing growth and its substantial
impacts on the community; and
WHEREAS, California Government Code Section 65358( a) provides that: "If it deems it to be
in the public interest, the legislative body may amend all or part of an adopted general plan. An
amendment to the general plan shall be initiated in the manner specified by the legislative body ...
and
WHEREAS, each mandatory element of the City's General Plan may be amended no more
than four times during any calendar year and, subject to that limitation, "an amendment may be
made at any time, as determined by the legislative body" (Cal. Gov. Code 65358(b)); and
WHEREAS, the City's Municipal Code does not address the timing or initiation of general
plan amendments; and
WHEREAS, rather than pursue a CBIZ or Growth Management program, the City desires to
set forth an orderly process, in accordance with its legislative discretion, to consider General Plan
amendments and ensure that proposals are fairly considered in light of the City's goals and
concerns about growth; and
WHEREAS, the City has prepared General Plan Amendment Procedures to provide a
process for preliminary review of proposed amendments; and
WHEREAS, the City Council conducted a public hearing on the proposed procedures on
May 19, 2015, and the Council directed staff to provide more information and options at a future
meeting; and
WHEREAS, the City held an Open House on the General Plan Amendment Process on June
30, 2015, and the City Council held a Study Session after the Open House; and
Resolution No. 15-078
Page2
WHEREAS, at the Study Session, the Council directed staff to look at options that allowed
for applications twice a year and that provided a reevaluation process; and
WHEREAS, the procedures include, among other things: (1) notice provisions to ensure the
public has an opportunity to comment; (2) evaluation criteria to ensure general plan amendments
that move through the application process are in the public interest and meet the City's goals for
development, including provision of community amenities; and (3) requirements for requesting
preliminary review of a proposed General Plan amendment; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Cupertino
hereby adopts the General Plan Amendment Procedures attached hereto, subject to minor revisions
as may be made by the City Manager in consultation with the City Attorney. The City Council
hereby authorizes City staff to process proposed General Plan amendments in accordance with the
General Plan Amendment Procedures and to take any and all other actions necessary to implement
the procedures.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino,
the 1st day of September, 2015, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST:
Members of the City Council
Sinks, Chang, Vaidhyanathan
Paul, Wong
None
None
Grace Schmidt, City Clerk
APPROVED:
Rod Sinks, Mayor, City of Cupertino
Resolution No. 15-078
Page3
PROCEDURES FOR PROCESSING
OF GENERAL PLAN AMENDMENT APPLICATIONS
1. Background/Goals
Like many communities throughout the State, Cupertino is concerned about balancing the
benefits of economic development with the effects of rapid growth. The impacts of such growth
can overwhelm the City's ability to accommodate it and affect the quality of life in the
community.
The goal is to create a procedure for the consideration of future General Plan amendments that
will encourage orderly development of the City and ensure that facility/service and quality of
life standards can be met for the community. These procedures only address amendments
requested by private parties. The City may initiate General Plan amendments when it deems
necessary, such as, to conform to State law or to ensure consistency within the General Plan.
2. Procedure
a. The Council will consider the timing and processing of General Plan amendments twice a
year, approximately every six months.
b. In order to be considered for processing, applicants will be required to apply for
authorization to process a General Plan amendment by a designated date.
c. In the quarter following the due date (generally), the Council will hold a publicly noticed
meeting to preliminarily review the list of proposed General Plan amendments.
d. Noticing-City-wide postcard and public meeting requirements.
e. Each application will be preliminarily evaluated for the following:
i) General Plan goals achieved by the project including, but not limited to, the following:
1) Site and Architectural design and neighborhood compatibility
2) Brief description of net fiscal impacts (sales tax, transient occupancy tax or other
revenue provided by the project) including a diverse economic base
3) The provision of affordable housing
4) Environmental Sustainability
ii) General Plan amendments (and any other zoning amendments or variances) requested.
iii) Proposed voluntary community amenities, as defined in Section 3, if any.
iv) Staff time and resources required to process the project.
f. Based on the above evaluation the Council will consider which projects, if any, will be
authorized to proceed with a General Plan amendment application. The decision does not
in any way presume approval of the amendment or project. It only authorizes staff to
process the application, but the City retains its discretion to consider the application in
accordance with all applicable laws, including the California Environmental Quality Act
Resolution No. 15-078
Page4
CEQA") and the City's zoning laws and ordinances. Consideration of the application will
be in accordance with the City's Municipal Code and regulations.
g. Staff will begin processing the General Plan amendment applications per Council direction.
A project that applies for processing should be in substantial compliance with the project
authorized by Council.
h. Proposals not authorized by the Council at the first meeting (per 2.c. above) may be
resubmitted with minor amendments within 30 days. Such projects will be considered by
the Council at a future public meeting, noticed per the Cupertino Municipal Code, after staff
review.
3. Voluntary Community Amenities
a. For purposes of this policy, voluntary community amenities are defined as facilities, land
and/or funding contributions to ensure that any development with a General Plan
amendment application enhances the quality of life in the City, including enhancements of
the following:
i) School resources
ii) Public open space, such as parks and trails
iii) Public facilities and utilities, such as library, community center or utility systems
iv) Transportation facilities with an emphasis on city-wide bicycle, pedestrian and transit
improvements, such as community shuttles, pedestrian and bicycle bridges, and transit
centers/stations
4. Preliminary Review Requirements
a. Preliminary documents that would be typically required for the type of application that is
requested, such as site plans, preliminary landscape plans, elevations, cross sections,
preliminary grading plans and proposed materials.
b. A description, including graphics, of the General Plan amendment(s) and land use
approvals required, if any. The description should include diagrammatic information as
necessary to clearly explain the request.
c. An explanation of how the proposed project meets the overall goals of the General Plan and
the benefits/impacts of the project to the community and its quality of life.
d. A brief summary of net fiscal impacts.
e. In order to provide the public with early notice and opportunity to provide input, to the
extent the proposed project includes voluntary community amenities, as defined in Section 3
above, of a type typically memorialized in a development agreement, the applicant should
include a Term Sheet explaining the proposed terms. The Term Sheet will be memorialized
in a Development Agreement as part of the project, if approved.
GUIDANCE ON COMMISSION WORK PROGRAMS FY 2020-21
Dec/Ja
n
• Commission
submits
suggested
items for City
Work Program
Feb
• Suggested items
are evaluated by
Departments and
City Manager
• Draft City Work
Program
presented to
Council
March June
• City Council
approves City
Work
Program with
any Council-
directed
changes
April July
• Commissions
review the
Commission
Work
Programs
based on City
Work Program
Role of Commissions
Commissions are established to advise City Council on policy decisions. Commissions carry out
this responsibility by by reviewing information, weighing public input, and examining issues in
depth in order to render a recommendation to the Council. Therefore, items that Council will be
considering may come before a commission to make a recommendation for Council.
Commissions provide insights for Council specific to their purview as outlined in the Municipal
Code, in addition to providing valuable insight as members of the community. The City Work
Program includes special items that commissions may be asked to advise on, in addition to the
commission’s routine work.
Role of Commission Staff Liaison
The staff liaison is responsible for coordinating the work of the commission and ensuring that
the Brown Act and Municipal Code are followed. The staff liaison, as well as all other City staff
and Departments, are directed by the City Manager.
Overview of the Process
In the December/January timeframe, Council requests that each Commission submit suggested
ideas for the City Work Program for the upcoming fiscal year. These suggestions are taken into
consideration by Departments and the City Manager in developing the proposed City Work
Program for Council consideration. When the proposed City Work Program is presented to
Council in March, suggested ideas submitted by Commissions are provided as attachments.
Commission suggestions that have been incorporated in the proposed City Work Program are
indicated. After the City Work Program is adopted by Council, Commissions review
Commission Work Programs based upon the items identified for their Commission in the
approved City Work Program. Final Commission Work Programs should typically be brought
for Council’s approval as consent items before July. **However, given the June revisions to the
FY 2020-21 City Work Program due to COVID-19, it is reasonable that Commission Work
Programs will be brought for Council’s approval later than June, but as early as feasible.**
GUIDANCE ON COMMISSION WORK PROGRAMS FY 2020-21
Guidance on Commission Work Programs
Commission Work Programs align with and support the City Work Program. Generally, work
programs govern agendas. Commissioners work together on the annual Commission Work
Programs and aim over the course of the year to address those items.
At an agendized meeting, commissions consider the Commission Work Program for the
upcoming year. The Liaison will prepare the Commission Work Program with items from the
approved City Work Program that were identified for the commission. Additional minor items
may be added to the Commission Work Program as resources allow. It is important that all
items are within the purview of the commission as defined in the Municipal Code. Once a final
draft is completed, the commission votes on a recommendation for Council to approve the
Commission Work Program.
GPA Authorization
Requested
GENERAL PLAN AMENDMENT
AUTHORIZATION WORKFLOW
Authorized to Apply for GPA Not Authorized
Resubmit with minor
amendments
in 30 days
Submit application for GPA
City Reviews Application Materials
Reapply
(Practice 1 year)
Not AuthorizedAuthorized
Hearings
•Environmental Review
Committee (ERC)
•Planning Commission (PC)
•City Council (CC)
City Council Hearing
If approved,
submit for a building permit
such as:
•CEQA
•Technical Reports
•Design/Project Review
•Department Review
City Council Hearing
ATTACHMENT B
ATTACHMENT C
Page 1 of 4
Project Description Community Amenities Offered Date
Submitted
Date of
Decision Outcome
Goodyear Tire (De Anza Hotel)
10931 N De Anza Blvd
(GPAAuth-2015-01)
Nine-story (~105’), 270-room hotel
with ~5,727 s.f. of conference and
restaurant facilities
• Conf. facilities at no cost to residents on weekends
when available
• Shuttle services for hotel employees and guests
11/16/2015 2/2/2016 Not
Authorized
Oaks
21255-21755 Stevens Creek Blvd
(GPAAuth-2015-02)
280,000 s.f. office (88'), 200-room
hotel with conference and meeting
space (70'), 270 residential units (60')
and 47,660 s.f. of retail/commercial
uses
• $1.0mn for construction of permanent school
facilities to CUSD
• $250,000 for Veterans’ Memorial at Memorial Park
• $50,000 for restroom improv. at Memorial Park
• $1.1mn toward Cupertino Civic Center
• $150,000 above City maximum for Public Art
• $1.15mn for Mary Avenue street improvements (in
excess of frontage improvements)
• $400,000 for future senior shuttle program
• Parcel tax paid for all units
• Future contribution toward safe routes to school to
De Anza College
• 72 parking passes to De Anza College for 5 years
• $500,000 to create a City incubator program
11/16/2015 2/2/2016 Not
Authorized
Scandinavian Designs
19900 Stevens Creek Blvd
(GPAAuth-2016-01)
16,000 SF office allocation
None 11/14/2016 2/21/2017 Not
Authorized
Page 2 of 4
Project Description Community Amenities Offered Date
Submitted
Date of
Decision Outcome
Goodyear Tire (De Anza Hotel)
10931 N De Anza Blvd
(GPAAuth-2017-01)
Five-story, 156-room hotel with
underground parking, lounge, and
conf. space
• Free use of conference facilities for CUSD, City
and Cupertino non-profits for up to 12 days per
year
• Free rooms for use of CUSD for visiting speakers,
scholars, and school business activities
• Reduced rate shuttle for residents to airport
• Complimentary shuttle for hotel guests to SFO
• Participate in citywide shuttle service pending
participation of other hotels and businesses
• One-time payment of $10,000 per room
• Rooftop deck with full food and beverage service
5/15/2017 8/1/2017 Authorized
Oaks
21267 Stevens Creek Blvd
(GPAAuth-2017-02)
Two alternatives:
Alternative 1:
69,500 s.f. commercial; 605
residential units (35-75’)
Alternative 2:
280,000 s.f. office (88'); 69,500 s.f.
commercial; 170 room hotel (70');
270 residential units (35-60')
• $1.0 million to CUSD for permanent school
facilities
• $300,000 to public open space
• $250,000 above City requirement for Public Art
• 4,000 sq. ft. community center in project (no
details)
• $3.0 million for Mary Ave road improvements and
safe routes to school
• $3.5 million construction of on-site transit center
• $250,000 construction of bike trail on western edge
of property
• $400,000 toward future city-wide shuttle program
like Marina and Hamptons
5/15/2017 8/1/2017
Withdrawn
before
hearing
Page 3 of 4
Project Description Community Amenities Offered Date
Submitted
Date of
Decision Outcome
Cupertino Village
10773 N. Wolfe Road
(GPAAUTH-2017-03)
185 room hotel with conference
space and rooftop deck/restaurant
• Unpaid internships
• Free use of conference facilities to City, non-
profits, schools, and other community serving
groups
• Extended shuttle service to guests and public
• One-time payment of $10,000 per room
• $10,000 to local Transportation Management
Agency (TMA)
• $250,000 toward any amenity near their site
• Preferential treatment to Cupertino residents for
employment
• Local negotiated rates for dignitaries visiting
Cupertino for governmental or cultural business,
subject to availability.
5/12/2017 8/1/2017 Authorized
Goodyear Tire (De Anza Hotel)
10931 N De Anza Blvd
(GPAAUTH-2018-01)
Six-story, 155-room hotel with
underground parking, lounge, and
conference space
• Complementary use of conference facilities for
Cupertino public schools and City of Cupertino
for up to 12 days per year;
• Cupertino residents are entitled to reduced rate for
hotel shuttle to airports and other major
destination.
• Payment of $500,000 primarily for transportation
programs.
• A rooftop amenity, (deck, bar, or restaurant), with
public access, not to exceed the height of any
rooftop mechanical equipment enclosure.
11/13/2018 1/15/2019 Authorized
Page 4 of 4
Project Description Community Amenities Offered Date
Submitted
Date of
Decision Outcome
Canyon View
APN: 356-27-026, 356-05-007, 356-05-
008
(GPAAUTH-2019-01)
25 residential lots where 4 lots are
currently allowed on property with
Very-low density slope density (5-
20) GP designation and RHS zoning
• Build and/or provide trail linkage from Linda
Vista Park to public open space (sidewalk/street)
• Provide six (6) townhomes on two (2) parcels that
range in size from 1,000 sq. ft. to 1,100 sq. ft. (Four
(4) single-family home BMR units would
otherwise be required).
5/10/2019 11/5/2019 Not
Authorized
ATTACHMENT D
1. Sunnyvale:
https://sunnyvale.ca.gov/civicax/filebank/blobdload.aspx?blobid=23623
2. Mountain View:
https://www.mountainview.gov/civicax/filebank/blobdload.aspx?BlobID=22116
3. Campbell:
https://www.ci.campbell.ca.us/DocumentCenter/View/15110/Preliminary-
Applications
4. Morgan Hill: https://www.morgan-
hill.ca.gov/DocumentCenter/View/259/General-Plan-Amendment?bidId=
5. Santa Clara: https://www.santaclaraca.gov/home/showdocument?id=53010
6. Walnut Creek: https://www.walnut-creek.org/departments/community-and-
economic-development/planning-zoning/permits-forms-fees/guides-
guidelines/general-plan-amendment-process
7. Fremont: https://www.fremont.gov/2783/General-Plan-Amendment-Screening-
Request
8. Ventura County:
https://docs.vcrma.org/images/pdf/planning/zoning/GPA_screening_guidelines.
pdf
9. Costa Mesa: https://www.costamesaca.gov/home/showdocument?id=222
10. Camarillo:
https://www.cityofcamarillo.org/Comm%20Dev/Applications/General%20Plan%
20Amendment.pdf
11. Redwood City: https://www.redwoodcity.org/departments/community-
development-and-transportation/planning-services/gatekeeper-process
PLANNING COMMISSION STAFF REPORT
Meeting Date: January 12, 2021
Subject
Draft General Plan Annual Report for the year 2020.
Recommended Action
That the Planning Commission provide input into the General Plan Annual Report
for the City Council.
Discussion
Background:
State law (Government Code Section 65400) requires that the City provide an annual
report, on or before April 1 of each year, to the legislative body (the City Council in
the case of Cupertino) regarding the status of the General Plan and progress in its
implementation, including meeting its share of regional housing needs, and local
efforts to remove governmental constraints to the maintenance, improv ement, and
development of housing. The report must also be sent to the Office of Planning and
Research and Department of Housing and Community Development1. See
Government Code § 65400(a)(2)(A)-(J).
In addition to the required annual reporting, it should be noted that another purpose
of the annual review is to help the City Council identify future Work Program items
to ensure the continued implementation of the General Plan and to ensure that
appropriate funding is made available.
The Planning Commission reviewed the 2019 General Plan Annual Report item
during 5 meetings in 2019 and 2020 and provided direction. The City Council
1 The housing element portion of the annual report must be made using standards, forms, and
definitions adopted by HCD. For 2019, this report was presented to the Planning Commission on
February 26, 2020 and submitted to the HCD by April 1, 2020. It was scheduled for a City
Council presentation on March 17, 2020, but due to COVID Shelter in Place orders, was pulled
from the agenda since it had met the threshold of having a public hearing at the Planning
Commission. Government Code § 65400(a)(2)(B).
2
reviewed the document on March 3, 2020 and indicated general support for the
format and the level of detail. The Council also indicated that that level of scrutiny
into the existing General Plan language need not be conducted on an annual basis
but could be completed every three years. Some councilmembers indicated an
interest in developing work program items for some of the policies and strategies
on which progress has not been made in the past.
The Commission reviewed this item on October 13, 2020 and November 10, 2020
and reviewed items through Goal LU-27. All new text is indicated in bold text. The
item was agendized for the December 8, 2020 meeting; however, the Commission
postponed the item to the January 12, 2021 meeting.
As part of its discussion at the October 17 th meeting, the Commission self-imposed
a time limit of 2 hours on the review of the document at subsequent meetings as a
starting point to consider streamlining their review.
Analysis:
The attached report incorporates the Commission’s suggestions for improving the
layout, design and content of the report from 2019. The report is in the process of
being updated in terms of content in the “comments” column. It is being updated to
reflect projects currently on the City Council’s FY 20/21 Work Program and updated
data where available.
Updates have been made through the end of the document.
Next Steps
Upon receiving comments from the Planning Commission, this item will be brought
back for review in subsequent months. Upon completion of Planning Commission
review, the 2020 General Plan Annual Review will be presented to City Council in
March 2021.
_______________________
Prepared and Approved for Submission by: Piu Ghosh, Planning Manager
Attachments:
1. DRAFT 2020 General Plan Annual Review
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentBALANCED COMMUNITYPolicy LU‐1.1Land Use and Transportation The City shall focus higher land use intensities and densities within half–mile of public transit service, and along major corridors.Community Development – PlanningGeneral Fund Con.Not an action item. Public Transit Service does not include rideshare services such as VIA, Lyft and Uber.BALANCED COMMUNITYPolicy LU‐1.2Development Allocation Maintain and update the development allocation table (Table LU‐1) to ensure that the allocations for various land uses adequately meet city goals.Community Development – PlanningGeneral Fund Con.Not an action item. The General Plan amended in Sept. 2019 to eliminate office allocation and complete all rezoning required to comply with the Housing Element. No changes to allocation are anticipated in 2020.BALANCED COMMUNITYStrategy LU‐1.2.1Planning Area Allocations Development allocations are assigned for various Planning Areas. However, some flexibility may be allowed for transferring allocations among Planning Areas provided no significant environmental impacts are identified beyond those already studied in the Environmental Impact Report (EIR) for Community Vision 2040.Community Development – PlanningGeneral Fund Con.Not an action item.Employee generation for office uses is assigned at 300 s.f./employee; Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentBALANCED COMMUNITYStrategy LU‐1.2.2Major Employers Reserve a development allocation for major companies with sales office and corporate headquarters in Cupertino. Prioritize expansion of office space for existing major companies. New office development must demonstrate that the development positively contributes to the fiscal well–being of the city.Community Development – PlanningGeneral Fund Con.Not an action item. The available allocations as of 12/31/2019 are as follows:1. Heart of the City: Commercial: 814,670 s.f. Office: 17,113 s.f. Residential: 3302. Vallco Shopping District: Hotel Rooms: 191 Residential: 3893. Homestead: Commercial: 1,093 s.f. Residential: 1504. N. De Anza: Residential: 975. N. Vallco: None6. S. De Anza: None 7. Bubb: None8. Monta Vista: Commercial: 4,657 s.f. Office: 13,595 s.f. Residential: 49 9. Other: Residential: 99 10. Major Employers: Office: 523,118 s.f.BALANCED COMMUNITYStrategy LU‐1.2.3Unused Development Allocation Unused development allocations may be re–assigned to the citywide allocation table per Planning Area, when development agreements and development permits expire.Community Development – PlanningGeneral Fund Con.Not an action item. This is routinely done as projects expire.BALANCED COMMUNITYStrategy LU‐1.2.4Neighborhood Allocation Allocate residential units in neighborhoods through the building permit process unless subdivision or development applications are required.Community Development – PlanningGeneral Fund Con.Not an action item. This is routinely done with project review.BALANCED COMMUNITYPolicy LU‐1.3Land Use in All Citywide Mixed–Use Districts Encourage land uses that support the activity and character of mixed–use districts and economic goals.Community Development – PlanningGeneral Fund Con.Not an action item. Information provided as and when applicants/property owners approach cityOngoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentBALANCED COMMUNITYStrategy LU‐1.3.1Commercial and Residential Uses Review the placement of commercial and residential uses based on the following criteria:1. All mixed–use areas with commercial zoning will require retail as a substantial component. The North De Anza Special Area is an exception.2. All mixed–use residential projects should be designed on the “mixed–use village” concept discussed earlier in this Element.3. On sites with a mixed–use residential designation, residential is a permitted use only on Housing Element sites and in the Monta Vista Village Special Area.4. Conditional use permits will be required on mixed–use Housing Element sites that propose units above the allocation in the Housing Element, and on non–Housing Element mixed–use sites.Community Development – PlanningGeneral Fund Con.Not an action item. This is reviewed with project review. Consider capturing changes to state law in the future.BALANCED COMMUNITYStrategy LU‐1.3.2Public and Quasi–Public Uses Review the placement of public and quasi–public activities in limited areas in mixed–use commercial and office zones when the following criteria are met:1. The proposed use is generally in keeping with the goals for the Planning Area, has similar patterns of traffic, population or circulation of uses with the area and does not disrupt the operation of existing uses.2. The building form is similar to buildings in the area (commercial or office forms). In commercial areas, the building should maintain a commercial interface by providing retail activity, storefront appearance or other design considerations in keeping with the goals of the Planning Area.Community Development – PlanningGeneral Fund Con.Not an action item. Information provided as and when applicants/property owners approach city and reviewed in conjunction with discretionary project review/approvalBALANCED COMMUNITYPolicy LU‐1.4 Parcel Assembly Encourage parcel assembly and discourage parcelization to ensure that infill development meets City standards and provides adequate buffers to neighborhoods.Community Development – PlanningGeneral Fund Con. Not an action item.BALANCED COMMUNITYPolicy LU‐1.5Community Health Through Land Use Promote community health through land use and design.Community Development – PlanningGeneral Fund, GrantsIMIn late 2019, Council adopted new limits on storefront signage advertising tobacco sales and a ban on: * Flavored tobacco sales,* New tobacco retailers within 1,000 feet of a school or 500 feet of an existing tobacco retailer,* sales at pharmacies and vending machines.The Council requested considering a ban on all vaping products and smoking in multifamily developments.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentBALANCED COMMUNITYPolicy LU‐1.6 Jobs/Housing Balance Strive for a more balanced ratio of jobs and housing units.Community Development – PlanningGeneral Fund, GrantsCon.Not an action item. The General Plan amended in September 2019 to eliminate office allocation and complete all rezoning to comply with Housing Element. Worthy for the City to strive to ʺseek a balanceʺ as opposed to using a numerical ʺratio.ʺCOMMUNITY IDENTITYPolicy LU‐2.1 Gateways Implement a gateway plan for the City’s entry points (Figure LU–1) and identify locations and design guidelines for gateway features. Look for opportunities to reflect the gateway concept when properties adjacent to defined gateways are redeveloped.Public Works – Engineering and TransportationGeneral Fund, Development feesCon.No action is needed at this time. Gateway signs are installed through the Capital Improvements Project or through development review.COMMUNITY IDENTITYPolicy LU‐2.2Pedestrian–Oriented Public Spaces Require development to incorporate pedestrian–scaled elements along the street and within the development such as parks, plazas, active uses along the street, active uses, entries, outdoor dining and public art.Community Development – PlanningGeneral Fund, Development feesCon. Not an action item.SITE AND BUILDING DESIGNPolicy LU‐3.1 Site Planning Ensure that project sites are planned appropriately to create a network of connected internal street that improve pedestrian and bicycle access, provide public open space and building layouts that support city goals related to streetscape character for various Planning Areas and corridors.Community Development – Planning; Public Works – Development Services and TransportationGeneral Fund, Development FeesCon. Not an action item.SITE AND BUILDING DESIGNPolicy LU‐3.2Building Heights and Setback Ratios Maximum heights and setback ratios are specified in the Community Form Diagram (Figure LU–2). As indicated in the figure, taller heights are focused on major corridors, gateways and nodes. Setback ratios are established to ensure that the desired relationship of buildings to the street is achieved.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. The City is undergoing a project to clarify existing language and will be presented in Winter 2021.SITE AND BUILDING DESIGNPolicy LU‐3.3 Building Design Ensure that building layouts and design are compatible with the surrounding environment and enhance the streetscape and pedestrian activity.Community Development – PlanningGeneral Fund, Development FeesIMNot an action item. Reviewed in conjunction with discretionary project review/approval. Work Program item for objective design guidelines underway.SITE AND BUILDING DESIGNStrategy LU‐3.3.1Attractive Design Emphasize attractive building and site design by paying careful attention to building scale, mass, placement, architecture, materials, landscaping, screening of equipment, loading areas, signage and other design considerations.Community Development – PlanningGeneral Fund, Development FeesIMNot an action item. Reviewed in conjunction with discretionary project review/approval. Work Program item for objective design guidelines underway.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentSITE AND BUILDING DESIGNStrategy LU‐3.3.2Mass and Scale Ensure that the scale and interrelationships of new and old development complement each other. Buildings should be grouped to create a feeling of spatial utility.Community Development – PlanningGeneral Fund, Development FeesIMNot an action item. Currently implemented via the discretionary design review process, Municipal Code and Specific Plans. Work Program item for objective design guidelines underway.SITE AND BUILDING DESIGNStrategy LU‐3.3.3Transitions Buildings should be designed to avoid abrupt transitions with existing development, whether they are adjacent or across the street. Consider reduced heights, buffers and/or landscaping to transition to residential and/or low–intensity uses in order to reduce visual and privacy impacts.Community Development – PlanningGeneral Fund, Development FeesIMNot an action item. Currently implemented via the discretionary design review process, Municipal Code and Specific Plans. Work Program item for objective design guidelines underway.SITE AND BUILDING DESIGNStrategy LU‐3.3.4Compatibility Ensure that the floor area ratios of multi–family residential developments are compatible with buildings in the surrounding area. Include a mix of unit types and avoid excessively large units.Community Development – PlanningGeneral Fund, Development FeesIMWork Program related to a study session on development standards for Mixed Use developments underway. SITE AND BUILDING DESIGNStrategy LU‐3.3.5Building Location Encourage building location and entries closer to the street while meeting appropriate landscaping and setback requirements.Community Development – PlanningGeneral Fund, Development FeesIMNot an action item. Currently implemented via the discretionary design review process, Municipal Code and Specific Plans. Work Program item for objective design guidelines underway.SITE AND BUILDING DESIGNStrategy LU‐3.3.6Architecture and Articulation Promote high–quality architecture, appropriate building articulation and use of special materials and architectural detailing to enhance visual interest.Community Development – PlanningGeneral Fund, Development FeesIMNot an action item. Reviewed in conjunction with project review/approval. Work Program item for objective design guidelines underway.SITE AND BUILDING DESIGNStrategy LU‐3.3.7Street Interface Ensure development enhances pedestrian activity by providing active uses within mixed–use areas and appropriate design features within residential areas along a majority of the buildng frontage facing the street. Mixed–use development should include retail, restaurant, outdoor dining, main entries, etc. Residential development should include main entrances, lobbies, front stoops and porches, open space and other similar features.Community Development – PlanningGeneral Fund, Development FeesIMNot an action item. Reviewed in conjunction with project review/ approval. Work Program item for objective design guidelines underway.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentSITE AND BUILDING DESIGNStrategy LU‐3.3.8Drive–up Services Allow drive–up service facility only when adequate circulation, parking, noise control, architectural features and landscaping are compatible with the expectations of the Planning Area, and when residential areas are visually buffered. Prohibit drive–up services in areas where pedestrian–oriented activity and design are highly encouraged, such as Heart of the City, North De Anza Boulevard, Monta Vista Village and neighborhood centers.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Information provided upon request.SITE AND BUILDING DESIGNStrategy LU‐3.3.9Specific and Conceptual Plans Maintain and update Specific/Conceptual plans and design guidelines for Special Areas such as Heart of the City, Crossroads, Homestead Corridor, Vallco Shopping District, North and South De Anza corridors and Monta Vista Village.Community Development – PlanningGeneral Fund IMUpdate undertaken when directed to at Council discretion as part of Work Program. Plans implemented through project review/approval. Update to North De Anza Conceptual Plan may be presented for consideration in Winter 2021.SITE AND BUILDING DESIGNStrategy LU‐3.3.10Entrances In multi–family projects where residential uses may front on streets, require pedestrian–scaled elements such as entries, stoops and porches along the street.Community Development – PlanningDevelopment FeesIMNot an action item. Reviewed in conjunction with project review/ approval. Work Program item for objective design guidelines underway.SITE AND BUILDING DESIGNStrategy LU‐3.3.11Multiple–Story Buildings and Residential Districts Allow construction of multiple–story buildings if it is found that nearby residential districts will not suffer from privacy intrusion or be overwhelmed by the scale of a building or group of buildings.Community Development – Planning Development FeesIMNot an action item. Reviewed in conjunction with project review/ approval. Work Program item for objective design guidelines underway.STREETSCAPE DESIGNPolicy LU‐4.1 Street and Sidewalks Ensure that the design of streets, sidewalks and pedestrian and bicycle amenities are consistent with the vision for each Planning Area and Complete Streets policies.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Ongoing implemention via land use plan streetscape requirements (Heart of the City, N. De Anza, Monta Vista Design Guidelines etc.)Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentSTREETSCAPE DESIGNPolicy LU‐4.2Street Trees and Landscaping Ensure that tree planting and landscaping along streets visually enhances the streetscape and is consistent for the vision for each Planning Area (Special Areas and Neighborhoods):1. Maximize street tree planting along arterial street frontages between buildings and/or parking lots.2. Provide enhanced landscaping at the corners of all arterial intersections.3. Enhance major arterials and connectors with landscaped medians to enhance their visual character and serve as traffic calming devices.4. Develop uniform tree planting plans for arterials, connectors and neighborhood streets consistent with the vision for the Planning Area.5. Landscape urban areas with formal planting arrangements.Provide a transition to rural and semi–rural areas in the City, generally west of Highway 85.Public Works – Service CenterGeneral Fund, Development FeesCon.Not an action item. Ongoing implemention via land use plan streetscape requirements (Heart of the City, N. De Anza, Monta Vista Design Guidelines etc.) and via Public Works policies related to street tree planting.CONNECTIVITYPolicy LU‐5.1Neighborhood Centers Retain and enhance local neighborhood shopping centers and improve pedestrian and bicycle access to neighborhoods to improve access to goods and services.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Information provided as and when applicants/property owners approach city and reviewed in conjunction with discretionary project review/approvalCONNECTIVITYPolicy LU‐5.2 Mixed–Use Villages Where housing is allowed along major corridors or neighborhood commercial areas, development should promote mixed–use villages with active ground–floor uses and public space. The development should help create an inviting pedestrian environment and activity center that can serve adjoining neighborhoods and businesses.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Reviewed in conjunction with project review/approval and applicable land use plans (Heart of the City etc.) Work Program item related to objective design guidelines underway.CONNECTIVITYPolicy LU‐5.3 Enhance Connections Look for opportunities to enhance publicly–accessible pedestrian and bicycle connections with new development or redevelopment.Community Development – Planning; Public Works – Development Services and Transportation.General Fund, Development FeesCon.Not an action item. Reviewed in conjunction with project review/ approval.HISTORIC PRESERVATIONPolicy LU‐6.1 Historic Preservation Maintain and update an inventory of historically significant structures and sites in order to protect resources and promote awareness of the city’s history in the following four categories: Historic Sites, Commemorative Sites, Community Landmarks, and Historic Mention sites (Figure LU–3).Community Development – PlanningGeneral Fund Con.Not an action item. Inventory completed. Maintained in General Plan.HISTORIC PRESERVATIONPolicy LU‐6.2 Historic Sites Projects on Historic Sites shall meet the Secretary of Interior Standards for Treatment of Historic Properties.Community Development – Planning, Community Development – BuildingGeneral Fund, Development FeesCon.Not an action item. Reviewed in conjunction with project review/approval.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHISTORIC PRESERVATIONPolicy LU‐6.3Historic Sites, Commemorative Sies and Community Landmarks Projects on Historic Sites, Commemorative Sites and Community Landmarks shall provide a plaque, reader board and/or other educational tools on the site to explain the historic significance of the resource. The plaque shall include the city seal, name of resource, date it was built, a written description and photograph. The plaque shall be placed in a location where the public can view the information.Community Development – Planning, Community Development – BuildingGeneral Fund, Development FeesCon.Not an action item. Reviewed in conjunction with project review/approval. HISTORIC PRESERVATIONPolicy LU‐6.4 Public Access Coordinate with property owners of public and quasi–public sites to allow public access of Historic and Commemorative Sites to foster public awareness and education. Private property owners will be highly encouraged, but not required, to provide public access to Historic and Commemorative Sites.Community Development – Planning, Public Works – Development Services and TransportationGeneral Fund, Development FeesCon.Not an action item. Reviewed in conjunction with project review/approval.HISTORIC PRESERVATIONPolicy LU‐6.5 Historic Mention Sites There are sites outside the City’s jurisdiction that have contributed to the City’s history. Work with agencies that have jurisdiction over the historical resource to encourage adaptive reuse and rehabilitation and provide public access and plaques to foster public awareness and education.City Manager General Fund Con.Not an action item. When opportunities arise, provide comments to neighboring agencies regarding this.HISTORIC PRESERVATION Policy LU‐6.6Incentives for Preservation of Historic Resources Utilize a variety of techniques to serve as incentives to foster the preservation and rehabilitation of Historic Resources including:1. Allow flexible interpretation of the zoning ordinance not essential to public health and safety. This could include land use, parking requirements and/or setback requirements.2. Use the California Historical Building Codes standards for rehabilitation of historic structures.3. Tax rebates (Mills Act or Local tax rebates).4. Financial incentives such as grants/loans to assist rehabilitation efforts.Community Development – Planning, Community Development – Building; Parks and Recreation – Park Improvement; Public Works – Capital ImprovementsGeneral Fund, Development FeesCon.Not an action item. Information provided when a project applicant/property information proposes a project.HISTORIC PRESERVATIONPolicy LU‐6.7 Heritage Trees Protect and maintain the city’s heritage trees in a healthy state. Community Development – Planning, Public Works – Service CenterGeneral Fund, Development FeesCon.Not an action item. Ongoing implemention via Strategies LU‐6.7.1 and project review by the Planning Division. Heritage trees within public property maintained by the Street Tree Division.HISTORIC PRESERVATIONStrategy LU‐6.7.1Heritage Tree List Establish and periodically revise a heritage tree list that includes trees of importance to the community.Community Development – PlanningGeneral Fund Con.Not an action item. List maintained by the GIS division and available on the Cityʹs GIS portal with support provided by the Planning Division. Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHISTORIC PRESERVATIONPolicy LU‐6.8 Cultural Resources Promote education related to the City’s history through public art in public and private developments.Community Development – Planning, Public Works – Capital ImprovementsGeneral Fund, Development FeesCon.Not an action item. Ongoing implementation via public art review/approval by the Fine Arts Commission.ARTS AND CULTUREPolicy LU‐7.1 Public Art Stimulate opportunities for the arts through development and cooperation with agencies and the business community.Community Development – PlanningGeneral Fund Con.Not an action item. Ongoing implementation via public art review/approval by the Fine Arts Commission in compliance with the Municipal Code.ARTS AND CULTUREStrategy LU‐7.1.1Public Art Ordinance Maintain and update an ordinance requiring public art in public as well as private projects of a certain size.Community Development – PlanningGeneral Fund IMOrdinance update completed in 2018. Ongoing implementation via project review/ approval.ARTS AND CULTUREStrategy LU‐7.1.2Gateways Promote placement of visible artwork in gateways to the city.Public Works – Capital Improvements and Development Services; Community Development – PlanningGeneral Fund Con.Not an action item. Ongoing implementation via project review/approval.ARTS AND CULTUREStrategy LU‐7.1.3Artist Workplace Encourage the development of artist workspace, such as live/work units, in appropriate location in the city.Community Development – PlanningGeneral Fund Con.Not an action item. Ongoing implementation via project review/ approval. One live/work project approved on Foothill Blvd in 2015.FISCAL STABILITYPolicy LU‐8.1 Fiscal Impacts Evaluate fiscal impacts of converting office/commercial ues to residential use, while ensuring that the City meets regional housing requirements.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Ongoing implementation via project review/approval.FISCAL STABILITYPolicy LU‐8.2 Land Use Encourage land uses that generate City revenue.City Manager – Economic Development; Community Development – Planning;General Fund, Development FeesCon.Not an action item. Ongoing implementation via discretionary project review/approval. Present revenue generation by land use with project review.FISCAL STABILITYStrategy LU‐8.2.1Fiscal Impacts Evaluate fiscal impacts of converting office/commercial uses to residential use, while ensuring that the City meets regional housing requirements.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Ongoing implementation via project review/approval.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentFISCAL STABILITYPolicy LU‐8.3Incentives for Reinvestment Provide incentives for reinvestment in existing, older commercial areas.City Manager – Economic DevelopmentGeneral Fund LRNo action has been taken/directed by the City Council regarding this item.FISCAL STABILITYStrategy LU‐8.3.1Mixed Use Consider mixed–use (office, commercial, residential) in certain commercial areas to encourage reinvestment and revitalization of sales–tax producing uses, when reviewing sites for regional housing requirements.Community Development – Planning; City Manager – Economic DevelopmentGeneral Fund Con.Not an action item. Will be reviewed in conjunction with Housing Element update.FISCAL STABILITYStrategy LU‐8.3.2Shared or Reduced Parking Consider shared or reduced parking, where appropriate as incentives to construct new commercial and mixed–use development, while increasing opportunities for other modes of transportation.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. The Municipal Code has shared parking standards which are implemented during project review (implementation of Transportation Demand Management strategies via environmental review)FISCAL STABILITYStrategy LU‐8.3.3Infrastructure and Streetscape Improvements Consider infrastructure and streetscape improvements in areas, such as the Crossroads or South Vallco area to encourage redevelopment as a pedestrian–oriented area that meets community design goals.Community Development – Planning; Public Works – Development Services, Capital Improvements and Service CenterGeneral Fund Con.Not an action item. Implemented via the Capital Improvement Program at the Councilʹs discretion/direction.FISCAL STABILITYStrategy LU‐8.3.4High Sales–Tax Producing Retail Use Consider locations for high sales–tax producing retail uses (such as life–style and hybrid commodity–specialty centers) provided the development is compatible with the surrounding area in terms of building scale and traffic.City Manager – Economic DevelopmentGeneral Fund LRContinuing implementation. Several attempts have been made to identify a suitable location for a Costco. However, one has not been identified. FISCAL STABILITYPolicy LU‐8.4 Property Acquisition Maximize revenue from City–owned land and resources, and ensure that the City’s land acquisition strategy is balanced with revenues.Public Works – Development Services and Capital ImprovementsGeneral Fund Con.Ongoing implemetation by annual review of fees and services provided. Cost benefit analysis of land acquisition is provided to City Council for its decisions.FISCAL STABILITYPolicy LU‐8.5 Efficient Operations Plan land use and design projects to allow the City to maintain efficient operations in the delivery of services including, community centers, parks, roads, and storm drainage, and other infrastructure.Community Development – PlanningGeneral Fund Con.Not an action item. Will be reviewed at the next Housing Element update and ongoing implementation via project review/approval.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentECONOMIC DEVELOPMENTPolicy LU‐9.1Collaboration With Business Community Collaborate with the business community to facilitate growth, development and infrastructure improvements that benefit residents and businesses.City Manager – Economic DevelopmentGeneral Fund Con.Ongoing implementation via partnerships with Apple and other businesses in Cupertino. Apple contributed ~$9.8 million for bicycle improvements in the City in 2019.ECONOMIC DEVELOPMENTStrategy LU‐9.1.1Economic Development Strategy Plan Create and periodically update an Economic Development Strategy Plan in order to ensure the City’s long–term fiscal health and stability and to make Cupertino an attractive place to live, work and play.City Manager – Economic DevelopmentGeneral Fund IMEconomic Development Strategic Plan adopted in 2016. EDSP action items (Mobile Vendors) implementation ongoing. ECONOMIC DEVELOPMENTStrategy LU‐9.1.2Partnerships Create partnerships between the City and other public, and private and non–profit organizations to provide improvements and services that benefit the community.City Manager General Fund Con.Ongoing implementation. The VIA shuttle program is one such program. The shuttle program is currently on hold due to the COVID restrictions.ECONOMIC DEVELOPMENTStrategy LU‐9.1.3Economic Development and Business Retention Encourage new businesses and retain existing businesses that provide local shopping and services, add to municipal revenues, contribute to economic vitality and enhance the City’s physical environment.City Manager – Economic DevelopmentGeneral Fund Con.Ongoing implementation via outreach into the business community, collaboration and engagementECONOMIC DEVELOPMENTStrategy LU‐9.1.4Regulations Periodically review and update land use and zoning requirements for retail, commercial and office development in order to attract high–quality sales–tax producing businesses and services, while adapting to the fast–changing retail, commercial and office environment.Community Development – PlanningGeneral Fund Con.Ongoing implementation via the Cityʹs Work Progam at the Councilʹs direction/discretion.ECONOMIC DEVELOPMENTStrategy LU‐9.1.5Incubator Work Space Encourage the development of flexible and affordable incubator work space for start–ups and new and emerging technologies.Community Development – Planning and City Manager – Economic DevelopmentGeneral Fund Con.Ongoing implementation via discretionary project review/approval.ECONOMIC DEVELOPMENTStrategy LU‐9.1.6Development Review Provide efficient and timely review of development proposals, while maintaining quality standards in accordance with city codes. Look for a solution–based approach to problems while being responsive to community concerns while promote positive communication among parties.Community Development – Planning and BuildingGeneral Fund, Development FeesCon.Not an action item. Ongoing implementation via project review/approval and building plan check.ECONOMIC DEVELOPMENTPolicy LU‐9.2 Work Environment Encourage the design of projects to take into account the well–being and health of employees and the fast–changing work environment.Community Development – Planning and Building, Public Works – TransportationGeneral Fund Con.Public Works is implementing elements of the pedestrian and bicycle master plans to promote healthier alternative forms of transportation.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentECONOMIC DEVELOPMENTStrategy LU‐9.2.1Local Amenities Encourage office development to locate in areas where workers can walk or bike to services such as shopping and restaurants, and to provide walking and bicycling connections to services.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Ongoing implementation in conjunction with Land Use Element updates and project review/approval.ECONOMIC DEVELOPMENTStrategy LU‐9.2.2Workplace Policies Encourage public and private employers to provide workplace policies that enhance and improve the health and well–being of their employees.City Manager General Fund Con.Not an action item. PC recommends that the health policies be updated for generix pandemic policies related to employee density and common areas but not policies specific to COVID.REGIONAL COOPERATION AND COORDINATIONPolicy LU‐10.1 Regional Decisions Coordinate with regional and local agencies on planning, transportation, economic development and sustainability issues to ensure that the decisions improve fiscal health and the quality of life for Cupertino residents and businessesCommunity Development – Planning; and City Manager – Economic Development; Public Works – Transportation and Environmental Programs; City Manager – SustainabilityGeneral Fund Con.Not an action item. Staff participates in Regional task forces, working groups and advisory groups to ensure local points of view are represented.REGIONAL COOPERATION AND COORDINATIONPolicy LU‐10.2Regional Planning Coordination Review regional planning documents prior to making decisions at the local level.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Ongoing implemenation in conjunction with General Plan updates and project review/approval.REGIONAL COOPERATION AND COORDINATIONPolicy LU‐10.3Neighboring Jurisdictions Collaborate with neighboring jurisdictions on issues of mutual interest. City Manager General Fund Con.Not an action item. Ongoing implemetation by participating in Regional task forces, working groups and advisory groups to ensure local points of view are represented.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentREGIONAL COOPERATION AND COORDINATIONPolicy LU‐10.4 Urban Service Area Work with neighboring jurisdictions to create boundaries that are defined by logical municipal service areas.City Manager General Fund Con.Not an action item. The City works with LAFCO to determine these boundaries. There is discussion about a boundary change to facilitate a new park at the eastern boundary of the City (near Rancho Rinconada ‐ abutting Lawrence Expwy)REGIONAL COOPERATION AND COORDINATIONStrategy LU‐10.4.1Tax Sharing Agreements Consider entering into tax–sharing agreements with adjacent jurisdictions in order to facilitate desired boundary realignments.City Manager General Fund LRNo action has been taken with regard to tax‐sharing agreements.REGIONAL COOPERATION AND COORDINATIONPolicy LU‐10.5 Annexation Actively pursue the annexation of unincorporated properties within the City’s urban service area, including the Creston neighborhoods, which will be annexed on a parcel–by–parcel basis with new development. Other remaining unincorporated islands will be annexed as determined by the City Council.Community Development – Planning, Public Works – Development ServicesGeneral Fund Con.Not an action item. LAFCO encourages the annexation of all county pockets. Ongoing implementation of this, as and when, properties are available for annexation.ACCESS TO COMMUNITY FACILITIES AND SERVICESPolicy LU‐11.1 Connectivity Create pedestrian and bicycle access between new developments and community facilities. Review existing neighborhood circulation to improve safety and access for students to walk and bike to schools, parks, and community facilities such as the library.Community Development – Planning, Public Works – Development Services and TransportationGeneral Fund Con.No action required at this time. Ongoing implemenation via implementation of the Bicycle and Pedestrian Master Plans and during project review/approval.ACCESS TO COMMUNITY FACILITIES AND SERVICESPolicy LU‐11.2 De Anza College Allow land uses not traditionally considered part of a college to be built at De Anza College, provided such uses integrate the campus into the community, provide facilities and services not offered in the City and/or alleviate impacts created by the college.City Manager General Fund Con.Not an action item. Staff supports the incorporation of such uses as the opportunity presents itself; however, the City does not have land use or permitting authority over state facilities.HILLSIDESPolicy LU‐12.1 Land Use Regulations Establish and maintain building and development standards for hillsides that ensure hillside protection.Community Development – Planning and Building, Public Works – Development ServicesGeneral Fund Con.Not an action item. Ongoing implementation via the Municipal Code and project review/approval.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHILLSIDESStrategy LU‐12.1.1Ordinance and Development Review Through building regulations and development review, limit development on ridgelines, hazardous geological areas and steep slopes. Control colors and materials and minimize the illumination of outdoor lighting. Reduce visible building mass with measures including, stepping structures down the hillside, following natural contours, and limiting the height and mass of the wall plane facing the valley floor.Community Development – Planning and Building, Public Works – Development ServicesGeneral Fund Con.Not an action item. Ongoing implementation via the Municipal Code during project review/approval.HILLSIDESStrategy LU‐12.1.2Slope–Density Formula Apply a slope–density formula to very low intensity residential development in the hillsides. Density shall be calculated based on the foothill modified, foothill modified 1/2 acre and the 5–20 acre slope density formula. Actual lot sizes and development areas will be determined through zoning ordinances, clustering and identification of significant natural features and geological constraints.Community Development – PlanningGeneral Fund Con.Not an action item. Ongoing implementation via Appendix F of the General Plan and the Land Use Map. HILLSIDESStrategy LU‐12.1.31976 General Plan – Previously Designated Very Low Density: Semi–Rural 5–Acre Properties previously designated Very Low–Density Residential: Semi–Rural 5–Acre per the 1976 General Plan may be subdivided using that formula. Properties that have already been since subdivided in conformance with the above designation have no further subdivision potential for residential purposes.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. All properties within this category have now sub‐divided. And no other potential for further subdivision exists.HILLSIDESStrategy LU‐12.1.4Existing Lots in Foothill Modified and Foothill Modified 1/2–Acre Slope Density Designations Require discretionary review with a hillside exception for hillside or R1 properties if development is proposed on substandard parcels on slopes per the R1 and RHS zoning.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Ongoing implementation via the Municipal Code.HILLSIDESPolicy LU‐12.2Clustering Subdivisions Cluster lots in major subdivisions and encourage clustering in minor subdivisions, for projects in the 5–20 acre slope density designation. Reserve 90 percent of the land in private open space to protect the unique characteristics of the hillsides from adverse environmental impacts. Keep the open space areas contiguous as much as possible.Community Development – PlanningGeneral Fund Con.Not an action item. Ongoing implementation during project review/approval.HILLSIDESPolicy LU‐12.3Rural Improvement Standards in Hillside Areas Require rural improvement standards in hillside areas to preserve the rural character of the hillsides. Improvement standards should balance the need to furnish adequate utility and emergency services against the need to protect the hillside, vegetation and animals.Public Works – Development Services and TransportationGeneral Fund Con.Not an action item. Ongoing implementation via application of rural standards maintained by the Public Works Department and by SCC Fire in conjunction with project review/approval.HILLSIDESStrategy LU‐12.3.1Grading Follow natural land contours and avoid mass grading of sites during construction, especially in flood hazard or geologically sensitive areas. Grading hillside sites into large, flat areas shall be avoided.Community Development – Planning, Public Works – Development ServicesGeneral Fund Con.Not an action item. Ongoing implementation via Municipal Code standards during project review/approval.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHILLSIDESStrategy LU‐12.3.2Roads Roads should be narrowed to avoid harming trees and streambeds.Public Works – Development Services, Capital Improvements and TransportationGeneral Fund, Development FeesCon.Not an action item. Ongoing implementation via application of rural standards maintained by the Public Works Department in conjunction with project review/approval.HILLSIDESStrategy LU‐12.3.3Trees Retain significant specimen trees, especially when they grow in groves or clusters and integrate them into the developed site.Community Development – PlanningGeneral Fund, Development FeesCon.Not an action item. Ongoing implemenation via implementation of the Municipal CodeHILLSIDESPolicy LU‐12.4 Hillside Views The Montebello foothills at the south and west boundary of the valley floor provide a scenic backdrop, adding to the City’s scale and variety. While it is not possible to guarantee an unobstructed view of the hills from every vantage point, an attempt should be made to preserve views of the foothills.Community Development – Planning, Public Works – Capital ImprovementsGeneral Fund, Development FeesCon.Not an action item. Implemented by Strategies LU‐12.4.1 and LU‐12.4.2HILLSIDESStrategy LU‐12.4.1Views from Public Facilities Design public facilities, particularly open spaces, so they include views of the foothills or other nearby natural features, and plan hillside developments to minimize visual and other impacts on adjacent public open space.Public Works – Capital ImprovementsGeneral Fund, GrantsCon.Not an action item. Ongoing implementation during project designHILLSIDESStrategy LU‐12.4.2Development near Public Space Locate private driveways and building sites as far as possible from property boundaries adjoining public open space preserves and parks to enhance the natural open space character and protect plant and animal habitat.Community Development – Planning, Public Works – Development ServicesGeneral Fund, Development FeesCon.Not an action item. Ongoing implemantation via implementation of the Residential Hillside standards in the Municipal CodeHILLSIDESPolicy LU‐12.5Development in the County Jurisdiction Development in the County, particularly if located near Cupertino’s hillsides and urban fringe area, should consider the goals and policies in Community Vision 2040.Community Development – Planning, Public Works – Development ServicesGeneral Fund Con.Implemented by Strategy 12.5.1HILLSIDESStrategy LU‐12.5.1County Development Development in these areas should be compatible with Cupertino’s hillside policies of low–intensity residential, agricultural or open space uses. Preservation of the natural environment, clustering sites to minimize impact and dedication of open space are encouraged. Visual impacts, access, traffic and other impacts, and service demands should be assessed in consultation with Cupertino’s goals and policies.Community Development – Planning, Public Works – Development ServicesGeneral Fund Con.Not an action item. Comments are sent to the County if development is proposed near the Cupertino hillsides and urban fringe area to ensure this is communicated.HEART OF THE CITY SPECIAL AREAPolicy LU‐13.1Heart of the City Specific Plan The Heart of the City Specific Plan provides design standards and guidelines for this area, which promote a cohesive, landscaped boulevard that links its distinct sub–areas and is accessible to all modes of transportation.Community Development – Planning, Public Works – Development ServicesGeneral Fund IMNot an action item. Heart of the City adopted by the Council in 1995 and amended several times (last in 2014). Work Program Item to amend the HOC on FY20/21 City Council Work Program.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHEART OF THE CITY SPECIAL AREAPolicy LU‐13.2 Redevelopment Encourage older properties along the boulevard to be redeveloped and enhanced. Allow more intense development only in nodes and gateways as indicated in the Community Form Diagram (Figure LU–2).Community Development – PlanningGeneral Fund IMNot an action item. Heart of the City adopted by the Council in 1995 and amended several times (last in 2014). Work Program Item to amend the HOC on FY20/21 City Council Work Program.HEART OF THE CITY SPECIAL AREAPolicy LU‐13.3 Parcel Assembly Encourage the assembly of parcels to foster new development projects that can provide high–quality development with adequate buffers for neighborhoods.Community Development – PlanningGeneral Fund Con.Not an action item. implemented during project review/ approval at the Councilʹs discretion.HEART OF THE CITY SPECIAL AREAPolicy LU‐13.4Neighborhood Centers and Activity Areas A majority of the commercial development allocation should be devoted to rehabilitating neighborhood centers and major activity centers with a focus on creating pedestrian–oriented, walkable and bikeable areas with inviting community gathering places. Land uses between the activity centers should help focus and support activity in the centers. Neighborhood centers should be retrofitted and redeveloped using the “neighborhood commercial centers” concept discussed earlier in this Element.Community Development – Planning, Public Works – Development ServicesGeneral Fund Con.Not an action item. Implemented during project review/approval.HEART OF THE CITY SPECIAL AREAPolicy LU‐13.5 Land Use The Heart of the City area allows a mix of retail, commercial, office and residential uses. Special uses are provided in the Heart of the City Specific Plan. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con. Not an action item. HEART OF THE CITY SPECIAL AREAPolicy LU‐13.6 Building Form Buildings should be high–quality, with pedestrian–oriented and active uses along the street.Community Development – PlanningGeneral Fund Con.Not an action item. Design guidelines in Heart of the City Specific PlanHEART OF THE CITY SPECIAL AREAPolicy LU‐13.7Streetscape and Connectivity Create a walkable and bikeable boulevard with active uses and a distinct image for each subarea.Community Development – Planning, Public Works – Development Services General Fund Con.Not an action item. Streetscape design in Heart of the City Specific PlanHEART OF THE CITY SPECIAL AREAStrategy LU‐13.7.1Streetscape Provide active uses along the street frontage, bike lanes, sidewalks that support pedestrian–oriented activity, improved pedestrian crossings at street intersections, and attractive transit facilities (e.g., bus stops, benches, etc.).Community Development – Planning, Public Works – Development ServicesGeneral Fund Con.Not an action item. Standards related to active uses in Heart of the City Specific Plan, which is implemented in project review/approvalHEART OF THE CITY SPECIAL AREAStrategy LU‐13.7.2Street Trees and Landscaping Create a cohesive visual image with street tree plantings along the corridor, but with distinct tree types for each sub–area to support its distinct character and function.Community Development – Planning, Public Works – Development Services and Service CenterGeneral Fund IMNot an action item. Streetscape design in Heart of the City Specific Plan. Possible changes due to item in FY20/21 City Council Work Program. Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHEART OF THE CITY SPECIAL AREAStrategy LU‐13.7.3 Connectivity Properties within a block should be inter–connected with shared access drives. Provide pedestrian paths to enhance public access to and through the development. New development, particularly on corner lots, should provide pedestrian and bicycle improvements along side streets to enhance connections to surrounding neighborhoods.Community Development – Planning, Public Works – Development ServicesGeneral Fund Con.Not an action item. E.g. all properties between N. Portal and N. Blaney are inter‐connected with shared access drives. Most properties between N. Blaney and Randy Lane are inter‐connected. Bike and pedestrian improvements required for all properties that develop.HEART OF THE CITY SPECIAL AREAStrategy LU‐13.7.4Traffic Calming Evaluate options on Stevens Creek Boulevard to improve the pedestrian environment by proactively managing speed limits, enforcement, and traffic signal synchronization.Public Works – Transportation and Development ServicesGeneral Fund Con.Not an action item. City performs ongoing evaluations of speed limits, traffic signal timing and coordination with enforcement efforts.HEART OF THE CITY SPECIAL AREAStrategy LU‐13.7.5Neighborhood Buffers Consider buffers such as setbacks, landscaping and/or building transitions to buffer abutting single–family residential areas from visual and noise impacts.Community Development – PlanningGeneral Fund Con.Not an action item. Standards related to buffers in Heart of the City Specific Plan and implemented with project review.WEST STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐14.1 Land Use Primary land uses include quasi–public/public facilities, with supporting mixed commercial/residential uses.Community Development – PlanningGeneral Fund Con.Not an action item. Implemented through the Heart of the City Specific Plan.WEST STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐14.2 Streetscape Street tree planting that supports an active, pedestrian–oriented environment. Street tree planting should provide a connection with the adjacent foothills with trees such as oaks.Community Development – Planning; Public Works – Development Services and Service CenterGeneral Fund Con.Not an action item. Implemented through the Heart of the City Specific Plan and Cityʹs street tree planting policies.WEST STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐14.3 Gateway Concept Buildings should be high–quality in keeping with the gateway character of the area. Projects should provide or contribute towards gateway signs and landscaping.Community Development – Planning, Public Works – Development ServicesGeneral Fund Con.Not an action item. Implemented during project review.WEST STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐14.4De Anza College Node Buildings should be designed to fit into the surroundings with pedestrian–orientation. Externalizing activities by providing cafeterias, bookstores and plazas along the street and near corners is encouraged.Community Development – PlanningGeneral Fund Con.Not an action item. Staff supports the incorporation of such uses as the opportunity presents itself.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWEST STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐14.5 Oaks Gateway Node This is a gateway retail and shopping node. New residential, if allowed, should be designed on the “mixed–use village” concept discussed earlier in this Element.Community Development – PlanningGeneral Fund IMDevelopment project approved in August 2020. Project description and plans available at www.cupertino.org/westport. WEST STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐14.6Community Recreation Node Contribute to the high–quality streetscape with trees, sidewalks, building and site design, and active uses such as main entries, lobbies or similar features along the street to reinforce pedestrian orientation.Public Works – Development Services; Community Development – PlanningGeneral Fund Con.Not an action item. Implemented through the Heart of the City Specific Plan.CROSSROADS SUBAREAPolicy LU‐15.1Crossroads Streetscape Plan Create a streetscape plan for the Crossroads Subarea that provides design standards and guidelines for an attractive, walkable, vibrant shopping village, where commercial and roadway design encourage pedestrian activity. The plan will include the following elements:*Land use plan specifying the type, intensity and arrangement of land uses to promote pedestrian and business activity.*Streetscape plan that provides for an attractive pedestrian streetscape.*Design guidelines that foster pedestrian activity and a sense of place.Community Development – Planning, Public Works – Development ServicesGeneral Fund LRWhile standards for an attractive, walkable and assessible public sidewalk design have been established, no further action has been taken on creation of a streetscape plan for the Crossroads subarea.CROSSROADS SUBAREAStrategy LU‐15.1.1Uses Include in this subarea primary uses such as retail, office and commercial. Ground floor uses shall have active retail uses with storefronts. Commercial office and office uses may be allowed on upper levels. In the case of deep lots, building along the street should provide retail and buildings in the back may be developed with allowed uses. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con.Currently implemented through the Heart of the City Specific Plan during project review since a separate Crossroads plan has not been developed.CROSSROADS SUBAREAStrategy LU‐15.1.2Streetscape Primary ground–floor entrances shall face the street. The streetscape shall consist of wide pedestrian sidewalks with inviting street furniture, street trees, pedestrian–scaled lighting with banners, small plazas, art/water features, pedestrian crosswalks with special paving, and other elements identified in the Crossroads Streetscape Plan.Community Development – Planning, Public Works – Development Services and TransportationGeneral Fund Con.Currently implemented through the Heart of the City Specific Plan during project review since a separate Crossroads plan has not been developed.CROSSROADS SUBAREAStrategy LU‐15.1.3Streetscape Primary ground–floor entrances shall face the street. The streetscape shall consist of wide pedestrian sidewalks with inviting street furniture, street trees, pedestrian–scaled lighting with banners, small plazas, art/water features, pedestrian crosswalks with special paving, and other elements identified in the Crossroads Streetscape Plan.Community Development – Planning, Public Works – Development Services and TransportationGeneral Fund Con.Currently implemented through the Heart of the City Specific Plan during project review since a separate Crossroads plan has not been developed.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentCROSSROADS SUBAREAStrategy LU‐15.1.4Shared Parking Require shared parking and access arrangements throughout the area, with overall parking standards reflecting the shared parking.Community Development – PlanningGeneral Fund Con.Currently implemented through the Heart of the City Specific Plan. Shared parking arrangements exist at the Target/Bottegas site and the Crossroads Shopping Center.CROSSROADS SUBAREAStrategy LU‐15.1.5De Anza Boulevard/ Stevens Creek Boulevard Landmark Secure permanent landscape easements as a condition of development from properties at the intersection of De Anza and Stevens Creek Boulevards for construction of a future landmark. The landmark may include open space, landscaping and other design elements at the corners. Land at the southeast corner will remain a publicly accessible park.Community Development – PlanningGeneral Fund Con.Easements exist at the N‐E, S‐E and S‐W corners. The only corner at which this does not exist, though the existing building itself frames the corner is the N‐W corner. This will be implemented with new development proposed at that corner.CITY CENTER SUBAREAPolicy LU‐16.1 City Center Node Establish the City Center Node as a moderately–scaled, medium–density mixed–use office, hotel, retail and residential area, with an integrated network of streets and open space.Community Development – PlanningGeneral Fund Con. Not an action item.CITY CENTER SUBAREAStrategy LU‐16.1.1Uses A mix of uses including, office, hotel, retail, residential and civic uses. The ground floor of buildings along the street should be activated with pedestrian–oriented, active uses including retail, restaurants, and entries. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con. Not an action item.CITY CENTER SUBAREAStrategy LU‐16.1.2Connectivity New development should improve the connectivity within the block and with surrounding streets, including connections to the Crossroads subarea.Community Development – Planning; General Fund Con. Not an action item.CITY CENTER SUBAREAStrategy LU‐16.1.3Building Form Buildings should be moderately–scaled to transition from existing taller buildings to the scale of the surrounding area. Taller buildings should provide appropriate transitions to fit into the surrounding area.Community Development – PlanningGeneral Fund Con.Not an action item. Figure LU‐2 has slope line established and Heart of the City Specific Plan has landscape easement requirements.CITY CENTER SUBAREAStrategy LU‐16.1.4Gateway Concept Buildings should be designed with high–quality architecture and landscaping befitting the gateway character of the site.Community Development – PlanningGeneral Fund Con.Not an action item. Heart of the City Specific Plan has design guidelines.CITY CENTER SUBAREAStrategy LU‐16.1.5Open Space A publicly–accessible park shall be retained at the southeast corner of Stevens Creek and De Anza Boulevards and shall include public art, seating areas and plazas for retail and restaurant uses along the ground floor of adjacent buildings.Parks and Recreation – Business ServicesGeneral Fund Con.Not an action item. Completed.CITY CENTER SUBAREAPolicy LU‐16.2 Civic Center Node Create a civic heart for Cupertino that enables community building by providing community facilities, meeting and gathering spaces, public art, and space for recreation and community events.Public Works – Development Services and Capital ImprovementsGeneral Fund IMCivic Center Master Plan provides guidance on capital projects in this node. Library expansion contract awarded in August 2020. Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentCENTRAL STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐17.1 Land Use Allow a mix of uses including commercial, retail, commercial office and limited residential uses. The ground floor of buildings along the street should be active uses including retail, restaurants, entries etc. Neigborhood centers shall be remodeled or redeveloped using the “neighborhood commercial center” concept described earlier in this Element. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con.Not an action item. Main Street development completed in 2015. Metropoitan Condominiums built in 2006/2007. Nineteen800 developed in 2016. Three properties owned by Apple Inc. with offices are the only ones not redeveloped in the recent past. EAST STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐18.1 Land Use Allow regional commercial with retail, commercial, office and hotels as the primary uses, with residential mixed–use as a supporting use. Retail, restaurant and other active uses are highly encouraged on the ground floor facing the street. In case of office complexes, active uses such as entries, lobbies or plazas should be provided on the ground floor along the street. Neighborhood centers shall be remodeled or redeveloped using the “neighborhood commercial centers” concept described earlier in this Element. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con.Not an action item. Implemented through the Heart of the City Specific Plan during project review.EAST STEVENS CREEK BOULEVARD SUBAREAPolicy LU‐18.2 South Vallco Retain and enhance the South Vallco area as a mixed–use retail, office and residential district with a pedestrian–oriented, downtown atmosphere.Community Development – PlanningGeneral Fund Con. Not an action item. EAST STEVENS CREEK BOULEVARD SUBAREAStrategy LU‐18.2.1Uses Encourage a mix of retail, commercial, office, residential and hotel uses. Provide active retail uses on the ground floor facing the street or outdoor pedestrian corridor with connections to adjacent development. Office sites to the north of Vallco Parkway are encouraged to provide retail uses. However, if retail is not provided, office sites should provide entries and active uses along the street frontage.Community Development – PlanningGeneral Fund Con. Not an action item.EAST STEVENS CREEK BOULEVARD SUBAREAStrategy LU‐18.2.2Vallco Parkway Vallco Parkway is envisioned as a parkway with bike lanes, wide sidewalks, street–trees and on–street parking. The street will connect to a future street grid in the Vallco Shopping District.Community Development – Planning; Public Works – Development ServicesGeneral Fund Con. Not an action item.VALLCO SHOPPING DISTRICT SPECIAL AREAPolicy LU‐19.1 Allowed Land Uses The following uses are allowed in the Vallco Shopping District Special Area (see Figure LU‐2 for residential densities and criteria and Figure LU‐4 for location of allowable land uses):1. Residential: Permit residential and ground floor commercial development within the portion of the site designated for Regional Shopping/Residential uses in advance of creating a specific plan, at a maximum density of 35 dwelling units per acre and a minimum density of 29.7 dwelling units per acre by right, with maximum heights as shown in Figure LU‐2. Limited ground floor commercial uses are permitted, but not required, in connection with residential development.2. Non‐Residential: Permit commercial uses consistent with the Regional Shopping/ Residential and Regional Shopping designation. Maintain a minimum of 600,000 square feet of retail that provide a good source of sales tax for the City. Entertainment uses may be included but shall consist of no more than 30 percent of retail uses.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review. Planning Commission reccommends on 4‐1 (Fung ‐ no) straw poll to consider requiring ground floor retail along Vallco Parkway.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentVALLCO SHOPPING DISTRICT SPECIAL AREAPolicy LU‐19.2Development Standards New development within the Vallco Shopping District Special Area shall be required to comply with the following standards:Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.2.1ʺTown Centerʺ Layout Create streets and blocks laid out using ʺtransect planningʺ (appropriate street and building types for each area), which includes a discernable center and edges, public space at center, high quality public realm, and land uses appropriate to the street and building typology. Private streets must be open to the sky. Connections between buildings are permitted at levels above the third floor for public serving uses or for limited walkways (no wider than 10 feet) which may be private.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.2.2Existing Streets Improve Stevens Creek Boulevard and Wolfe Road to become more bike and pedestrian‐friendly with bike lanes, wide sidewalks, street trees, improved pedestrian intersections to accommodate the connections to Nineteen800, Main Street, and the surrounding areas.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.2.3Tribal Coordination The City of Cupertino shall coordinate with applicable Native American tribal representatives following approval of development in the Vallco Shopping District Special Area to ensure appropriate cultural sensitivity training is provided to all contractors prior to the start of ground‐disturbing activities.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAPolicy LU‐19.3 Specific Plan Create a Vallco Shopping District Specific Plan prior to any development on the portion of the site with the Regional Shopping designation that lays out the land uses, design standards and guidelines, and infrastructure improvements required.The Specific Plan will be based on the following strategies: Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.1Master Developer Redevelopment of the portion of the site with the Regional Shopping designation pursuant to the specific plan will require a master developer in order remove the obstacles to the development of a cohesive district with the highest levels of urban design.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.2Parcel Assembly Parcel assembly and a plan for complete redevelopment of the site is required prior to designating any additional area for residential uses. Parcelization is highly discouraged in order to preserve the site for redevelopment in the future.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.3Complete Redevelopment The ʺtown centerʺ plan should be based on complete redevelopment of the site in order to ensure that the site can be planned to carry out the community vision.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentVALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.4Connectivity Provide a newly configured complete street grid hierarchy of streets, boulevards and alleys that is pedestrian‐oriented, connects to existing streets, and creates walkable urban blocks for buildings and open space. It should also incorporate transit facilities, provide connections to other transit nodes and coordinate with the potential expansion of Wolfe Road bridge over Interstate 280 to continue the walkable, bikeable boulevard concept along Wolfe Road. The project should also contribute towards a study and improvements to a potential Interstate 280 trail along the drainage channel south of the freeway and provide pedestrian and bicycle connections from the project sites to the trail.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review. Juniperro Serra trail funding is in early stages. Comm. Fung wishes for the last sentence to be struck from this Strategy.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.5Open Space Open space in the form of a central town square on the west and east sides of the district interspersed with plazas and “greens” that create community gathering spaces, locations for public art, and event space for community events.Public Works – Development Services; Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.6Building Form Buildings should have high‐quality architecture, and an emphasis on aesthetics, human scale, and create a sense of place. Taller buildings should provide appropriate transitions to fit into the surrounding area.Community Development ‐ PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.7Gateway Character High‐quality buildings with architecture and materials befitting the gateway character of the site. The project should provide gateway signage and treatment.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.8Phasing Plan A phasing plan that lays out the timing of infrastructure, open space and land use improvements that ensures that elements desired by the community are included in early phases.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.9Parking Parking in surface lots shall be located to the side or rear of buildings. Underground parking beneath buildings is preferred. Above grade structures shall not be located along major street frontages. In cases, where above‐grade structures are allowed along internal street frontages, they shall be lined with retail, entries and active uses on the ground floor. All parking structures should be designed to be architecturally compatible with a highquality “town center” environment.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.10Trees Retain trees along the Interstate 280, Wolfe Road and Stevens Creek Boulevard to the extent feasible, when new development are proposed.Community Development – Planning; Public Works – Development ServicesIMPolicy edited in September 2019. Vallco SB35 project building permits under review.VALLCO SHOPPING DISTRICT SPECIAL AREAStrategy LU‐19.3.11Neighborhood Buffers Consider buffers such as setbacks, landscaping and/or building transitions to buffer abutting singlefamily residential areas from visual and noise impacts.Community Development – PlanningIMPolicy edited in September 2019. Vallco SB35 project building permits under review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentNORTH VALLCO PARK SPECIAL AREAPolicy LU‐20.1 Land Use This area is a major employment node with office, and research and development uses. Retail and hotel uses are allowed on the west side of Wolfe Road. Redevelopment of the retail site at the corner of Wolfe and Homestead Roads should be based on the “neighborhood commercial center” concept described earlier in this Element. Retail uses are not required on the Hamptons site. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con.The Hamptons project (on a Housing Element site) approved in 2016. Building permits not submitted yet. Hotel at Cupertino Village approved in 2019. Building permits not submitted yet. Planning Commission recommends that N. De Anza Special Area is worthy of being re‐evaluated for a different balance of land uses.NORTH VALLCO PARK SPECIAL AREAPolicy LU‐20.2Streetscape and Connectivity Future roadway improvements on Wolfe Road, Homestead Road, and Tantau Avenue should be coordinated with planned improvements to improve pedestrian, bike and transit connections. Streetscape improvements will enhance the pedestrian environment with street trees, attractive bus shelters, and street furniture. The campus site should provide an attractive landscaped edge along the street. Future improvements to the Wolfe Road bridge should be coordinated to preserve the vision for this area.Public Works – Development Services General Fund Con. Not an action item.NORTH VALLCO PARK SPECIAL AREAPolicy LU‐20.3 Building Form Buildings in the retail and hotel area should provide active, pedestrian–oriented uses along the street. Buildings should transition to fit the scale of the surrounding area. Taller buildings should provide appropriate transitions to fit into the surrounding area. In addition to the height limits established in the Community Form Diagram, buildings abutting the campus shall incorporate appropriate setbacks, landscaped buffering, and building height transitions to minimize privacy and security impacts.Community Development – PlanningGeneral Fund Con. Not an action item.NORTH VALLCO PARK SPECIAL AREAPolicy LU‐20.4Pedestrian and Bicycle Connections Pedestrian–oriented retail and hotel development will support a diverse population of workers and residents in the area. Trail routes, and alternate trail routes to address security and privacy concerns of major employers, shall be developed to provide pedestrian and bicycle connections to other destinations.Community Development – PlanningCon. Not an action item.NORTH VALLCO PARK SPECIAL AREAPolicy LU‐20.5 Gateway Concept Building and landscape design should be of high quality and reflect the fact that this area is a gateway into Cupertino from Interstate 280 and points north. The project should provide gateway signage and treatment.Community Development – PlanningGeneral Fund Con. Not an action item.NORTH VALLCO PARK SPECIAL AREAPolicy LU‐20.6 Neighborhood Buffers Provide building transitions, setbacks and/or landscaping to buffer development from adjoining single–family residential uses.Community Development – PlanningGeneral Fund Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentNORTH DE ANZA SPECIAL AREAPolicy LU‐21.1 Conceptual Plan Amend the North De Anza Conceptual Plan to create a cohesive set of land use and streetscape regulations and guidelines for the North De Anza area.Community Development – Planning; Public Works – Development Services, IMAs part of the ʺObjective Standardsʺ Work Program item, this action is recommended as a Phase 1 action item. Expected to be completed by Summer 2021.NORTH DE ANZA SPECIAL AREAPolicy LU‐21.2 Land Use Primarily office, and research and development uses supplemented with limited commercial and residential uses. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund IMAs part of the ʺObjective Standardsʺ Work Program item, this action is recommended as a Phase 1 action item. Expected to be completed by Summer 2021.NORTH DE ANZA SPECIAL AREAPolicy LU‐21.3Streetscape and Connectivity North De Anza is envisioned as a walkable, bikeable boulevard with wide sidewalks with street trees and roadway improvements for bike lanes and pedestrian crossings. Pedestrian and bike improvements and enhanced pedestrian crossings are also envisioned along other streets in this area to create an interconnected grid. Such improvements will also improve school routes from the Garden Gate neighborhood to Lawson school to the east and provide access to transit routes.Community Development – Planning; Public Works – Development ServicesGeneral Fund IMAs part of the ʺObjective Standardsʺ Work Program item, this action is recommended as a Phase 1 action item. Expected to be completed by Summer 2021.NORTH DE ANZA SPECIAL AREAStrategy LU‐21.4Building Design Locate buildings along the street with parking areas to the rear. Break up massing of large office buildings along the street with pedestrian scaled elements and locate building entries and active uses along the street frontage to improve the pedestrian character of the area. Mixed–use buildings should include entries, active uses and gathering spaces along the street.Community Development – PlanningGeneral Fund Con. Not an action item.NORTH DE ANZA SPECIAL AREAPolicy LU‐21.5 Gateway Concept Building and landscape design should be of high quality and reflect the fact that this area is a gateway into Cupertino from Interstate 280 and points north.Community Development – PlanningGeneral Fund Con. Not an action item.NORTH DE ANZA SPECIAL AREAPolicy LU‐21.6 Neighborhood Buffers Provide building transitions, setbacks and/or landscaping to buffer development from adjoining single–family residential uses.Community Development – PlanningGeneral Fund IMAs part of the ʺObjective Standardsʺ Work Program item, this action is recommended as a Phase 1 action item. Expected to be completed by Summer 2021.SOUTH DE ANZA SPECIAL AREAPolicy LU‐22.1 Conceptual Plan Maintain and implement the existing South De Anza and Sunnyvale–Saratoga Conceptual Plans.Community Development – PlanningGeneral Fund Con. Not an action item.SOUTH DE ANZA SPECIAL AREAPolicy LU‐22.2 Land Use General Commercial and retail uses with limited commercial office, office and residential uses. Neighborhood centers should be redeveloped in the “neighborhood commercial centers” concept discussed earlier in this Element. See Figure LU–2 for residential densities and criteria. Community Development – PlanningGeneral Fund Con.Not an action item. Planning Commission recommends considering changing the allowed mix of uses.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentSOUTH DE ANZA SPECIAL AREAPolicy LU‐22.3 Parcel Assembly Highly encourage assembly of parcels to resolve the fragmented and narrow lot pattern and encourage high–quality development with adequate buffers for neighborhoods.Community Development – PlanningGeneral Fund Con. Not an action item.SOUTH DE ANZA SPECIAL AREAPolicy LU‐22.4Streetscape and Connectivity South De Anza is envisioned as a walkable, bikeable boulevard with sidewalks, street trees and roadway improvements for bike lanes and pedestrian crossings. Side streets are also envisioned with pedestrian and bicycle improvements to ensure walkable connections from adjacent neighborhoods.Public Works – Development Services; Community Development – PlanningGeneral Fund Con. Not an action item.SOUTH DE ANZA SPECIAL AREAPolicy LU‐22.5 Shared Access Since South De Anza is a heavily traveled route, properties in the same block should be connected with auto and pedestrian access through shared access easements to reduce impacts on the corridor.Community Development – PlanningGeneral Fund Con. Not an action item.SOUTH DE ANZA SPECIAL AREAPolicy LU‐22.6 Building Design Locate buildings and commercial pads along the street with parking areas to the side and rear. Provide pedestrian–scaled elements and active uses including retail, restaurants, and entries along the street. Outdoor plaza and activity area can be located along the street with sidewalk and street trees to buffer them from through traffic.Community Development – PlanningGeneral Fund Con. Not an action item.SOUTH DE ANZA SPECIAL AREAPolicy LU‐22.7 Gateway Concept Building and landscape design should be of high quality and reflect the fact that this area has gateways from Highway 85 and at the souther and eastern borders of Cupertino.Community Development – PlanningGeneral Fund Con. Not an action item.SOUTH DE ANZA SPECIAL AREAPolicy LU‐22.8 Neighborhood Buffers Provide building transitions, setbacks and/or landscaping to buffer development from adjoining single–family residential uses.Community Development – PlanningGeneral Fund Con. Not an action item.HOMESTEAD SPECIAL AREAPolicy LU‐23.1 Conceptual Plan Create a conceptual plan for the Homestead Road Special Area with a cohesive set of land use and streetscape regulations and guidelines.Community Development – PlanningGeneral Fund LRNo action has been taken with regard to creating a conceptual plan for the Homestead Special Area.HOMESTEAD SPECIAL AREAPolicy LU‐23.2 Land Use Primarily retail, commercial and residential uses, with some limited quasi–public use. Redevelopment of neighborhood centers should be based on the “neighborhood commercial center” concept discussed earlier in this element. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con. Not an action item.HOMESTEAD SPECIAL AREAPolicy LU‐23.3 Connectivity Homestead Road is envisioned to become a boulevard with bike and pedestrian improvements and new bicycle and pedestrian crossings at De Anza Boulevard, Blaney Avenue, Wolfe Road, and Tantau Avenue. This will provide better access for people moving east/west through the City north of Interstate 280, linking neighborhoods in the western part of the City with Homestead High School, Homestead Square Shopping Center and Apple Campus 2 to the east.Public Works – Development ServicesGeneral Fund Con. Not an action item.HOMESTEAD SPECIAL AREAPolicy LU‐23.4 Gateway Concept Building and landscape design should be of high quality and reflect the fact that this area is a gateway into the northern part of Cupertino.Community Development – PlanningGeneral Fund Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHOMESTEAD SPECIAL AREAPolicy LU‐23.5 Neighborhood Buffers Provide building transitions, setbacks and/or landscaping to buffer development from adjoining single–family residential uses.Community Development – PlanningGeneral Fund Con. Not an action item.BUBB ROAD SPECIAL AREAPolicy LU‐24.1 Land Use Allowed uses in the Bubb Road Special Area will consist of those described in the ML–rc ordinance with limited commercial and residential uses.Community Development – PlanningGeneral Fund Con.Not an action item. Planning Commission recommends considering changing the allowed mix of uses.BUBB ROAD SPECIAL AREAPolicy LU‐24.2Streetscape and Connectivity Bubb Road is envisioned as a walkable, bikeable corridor with sidewalks, street trees and roadway improvements for bike lanes and pedestrian crossings. Pedestrian and bike improvements and enhanced pedestrian crossings are also envisioned along other streets in this area to create an interconnected grid. Such improvements will also improve routes from the northern and eastern neighborhood to the tri–school area, parks and services and reduce impacts caused to school and employment traffic.Public Works – Development ServicesGeneral Fund Con.Not an action item. Bike and pedestrian improvements occuring in compliance with ped/bike Master Plans and funds provided by private developers.BUBB ROAD SPECIAL AREAPolicy LU‐23.3Building and Site Design Locate buildings along the street with parking areas to the rear. Break up massing of large office buildings along the street with pedestrian–scaled elements and locate building entries and active uses along the street frontage to improve the pedestrian character of the area.Community Development – PlanningGeneral Fund Con. Not an action item.BUBB ROAD SPECIAL AREAPolicy LU‐23.4 Compatibility of Use The compatibility of non–industrial uses with industrial uses must be considered when reviewing new development.Community Development – PlanningGeneral Fund Con. Not an action item.BUBB ROAD SPECIAL AREAPolicy LU‐23.5 Neighborhood Buffers New industrial uses should provide building transitions, setbacks and landscaping to provide a buffer for adjoining low–intensity residential users.Community Development – PlanningGeneral Fund Con. Not an action item.MONTA VISTA VILLAGEPolicy LU‐25.1 Conceptual Plan Continue to govern Monta Vista’s commercial area through the Monta Vista Design Guidelines. The guidelines provide direction for architecture, landscaping and public improvements. Create a Monta Vista Village Conceptual Plan with a cohesive set of updated regulations and guidelines for this area.Community Development – PlanningGeneral Fund Con./LRNo action has been taken with regard to creating a Monta Vista Village Conceptual Plan, though the Monta Vista Design Guidelines are in effect and continue to be implemented.MONTA VISTA VILLAGEPolicy LU‐25.2 Land Use Encourage the commercial district to serve as a neighborhood commercial center for Monta Vista Village and its adjoining neighborhoods. Mixed–use with residential is encouraged. The industrial area should be retained to provide small–scale light industrial and service industrial opportunities, while remaining compatible with the surrounding residential and commercial uses. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con.Not an action item. Current zoning supports this.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentMONTA VISTA VILLAGEPolicy LU‐25.3Buildings and Site Design Encourage buildings to be designed in a way that promotes the small–scale, older and mixed–use character of the area. Buildings should be located along the street with pedestrian–scale architecture and retail and active uses on the ground floor. Parking should be located to the rear.Community Development PlanningGeneral Fund Con.Not an action item. Implemented through existing standards in the Monta Vista Design Guidelines.MONTA VISTA VILLAGEStrategy LU‐25.3.1Storefront Appearance Commercial and office buildings shall include a storefront appearance to the public street, and shall not be separated from the public sidewalk by extensive landscaping or changes in elevation. Office buildings shall be designed to accommodate future entrances from the sidewalk for future retail uses.Community Development – PlanningGeneral Fund Con.Not an action item. Implemented through existing standards in the Monta Vista Design Guidelines.MONTA VISTA VILLAGEStrategy LU‐25.3.2Parking Commercial properties or commercial portions of properties may rely on public parking on Pasadena and Imperial Avenues to meet their off–site parking needs within the area bounded by Granada Avenue, Stevens Creek Boulevard, Orange Avenue, and the Union Pacific right–of–way (see diagram to the right).Community Development – PlanningGeneral Fund Con. Not an action item. MONTA VISTA VILLAGEPolicy LU‐25.4Street Design and Connectivity Maintain Monta Vista Village as a walkable, bikeable mixed–use neighborhood with sidewalks, street trees and roadway improvements for bike lanes and sidewalks with routes to the tri–school area. Automobile, pedestrian and bicycle improvements are envisioned along other streets in this area to create an interconnected grid and with new development to remove street blockages and promote a network of streets. On–street parking is encouraged. Roadway and sidewalk improvements will also improve school routes from the northern neighborhoods to the tri–school area.Community Development – Planning; Public Works – Development ServicesGeneral Fund Con.Not an action item. School route and sidewalk improvements being completed through the Capital Improvements Project. MONTA VISTA VILLAGEStrategy LU‐25.4.1Interconnected Access Individual properties shall have interconnected pedestrian and vehicle access and shared parking.Community Development – PlanningGeneral Fund Con.Not an action item. Implemented through existing standards in the Monta Vista Design Guidelines.MONTA VISTA VILLAGEStrategy LU‐25.4.2Residential Streets Residential street improvements may have a semi–rural appearance based on the Municipal Code requirements. Safe routes to school streets, or any others designated by the City Council shall be required to have sidewalks and street trees.Public Works– Development ServicesGeneral Fund Con. Not an action item.OTHER NON–RESISENTIAL/ MIXED–USE SPECIAL AREASPolicy LU‐26.1 Land Use Retrofit or redevelop neighborhood centers using the “neighborhood commercial centers” concept discussed earlier in this Element. Areas that are not designated as “neighborhood centers” are encouraged to provide commercial uses with active uses such as entries, lobbies, seating areas or retail along the street. See Figure LU–2 for residential densities and criteria.Community Development – PlanningGeneral Fund Con. Not an action item.OTHER NON–RESISENTIAL/ MIXED–USE SPECIAL AREASPolicy LU‐26.2Building and Site Design Encourage buildings to be designed in a pedestrian–oriented format. Buildings should be located along the street with pedestrian–scale architecture and retail and active uses on the ground floor. Parking should be located to the sides or rear. Buildings may be one to two stories in height. In some instances, buildings may be three stories in height.Community Development – PlanningGeneral Fund Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentOTHER NON–RESISENTIAL/ MIXED–USE SPECIAL AREASPolicy LU‐26.3Street Design and Connectivity Create neighborhood centers that area walkable, bikeable areas with sidewalks, street trees and roadway improvements for bike lanes sidewalks to provide connections to the neighborhoods that they service.Community Development – PlanningGeneral Fund Con. Not an action item.OTHER NON–RESISENTIAL/ MIXED–USE SPECIAL AREASPolicy LU‐26.4 Neighboring Buffers Encourage projects to include building transitions, setbacks and landscaping to provide a buffer for adjoining low–intensity residential uses.Community Development – PlanningGeneral Fund Con.No action has been taken on this at this time.NEIGHBORHOODSPolicy LU‐27.1 Compatibility Ensure that new development within and adjacent to residential neighborhoods is compatible with neighborhood character.Community Development – PlanningGeneral Fund Con.Not an action item. Planning Commission recommends consider adding language to address possible future state laws regarding densification of single family lots to determine which regulations for form and massing would apply. Consider minimum lot sizes.NEIGHBORHOODSStrategy LU‐27.1.1Regulations Maintain and update design regulations and guidelines for single–family development that address neighborhood compatibility and visual and privacy impacts.Community Development – PlanningGeneral Fund Con. Not an action item. NEIGHBORHOODSStrategy LU‐27.1.2Neighborhood Guidelines Identify neighborhoods that have a unique architectural style, historical background or location and develop plans that preserve and enhance their character. Support and budget for special zoning or design guidelines (e.g. the Fairgrove Eichler neighborhood) and single–story overlay zones in neighborhoods, where there is strong neighborhood support.Community Development – PlanningGeneral Fund Con. Not an action item. NEIGHBORHOODSStrategy LU‐27.1.3Flexibility When neighborhoods are in transition, add flexibility for requirements for new development that acknowledge the transition while continuing to respect the existing neighborhood.Community Development – PlanningGeneral Fund Con. Not an action item.NEIGHBORHOODSStrategy LU‐27.1.4Late Night Uses Discourage late–evening entertainment activities such as night–clubs in commercial areas where parcels are especially narrow, abut single–family residential development, and cannot adequately provide visual and noise buffers.Community Development – PlanningGeneral Fund Con. Not an action item.NEIGHBORHOODSPolicy LU‐27.2Relationship to the Street Ensure that new development in and adjacent to neighborhoods improve the walkability of neighborhoods by providing inviting entries, stoops and porches along the street frontage, compatible building design and reducing visual impacts of garages.Community Development – PlanningGeneral Fund Con. Not an action item.NEIGHBORHOODSPolicy LU‐27.3 Entries Define neighborhood entries through architecture, or landscaping appropriate to the character of the neighborhood. Gates are discouraged because they isolate developments from the community.Community Development – PlanningGeneral Fund Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentNEIGHBORHOODSPolicy LU‐27.4 Connections Support pedestrian and bicycling improvements that improve access with neighborhoods to parks, schools and local retail, and between neighborhoods. Support traffic calming measures rather than blocking the street to reduce traffic impacts on neighborhoods.Public Works – Development ServicesGeneral Fund Con.Not an action item. Implemented through the Bike/Ped Master Plans and the Capital Improvement project and/or project review.NEIGHBORHOODSPolicy LU‐27.5 Streets Determine appropriate street widths, bike lane, sidewalk and streetlight design to define the unique character of neighborhoods, where appropriate.Public Works – Development ServicesGeneral Fund Con. Not an action item. NEIGHBORHOODSPolicy LU‐27.6Multi–family Residential Design Maintain an attractive, liveable environment for multi–family dwellings.Community Development – PlanningGeneral Fund Con. Not an action item.NEIGHBORHOODSStrategy LU‐27.6.1Provision of Outdoor Areas Provide outdoor areas, both passive and active, and generous landscaping to enhance the surroundings for multi–family residents. Allow public access to the common outdoor areas whenever possible.Community Development – PlanningGeneral Fund Con. Not an action item.NEIGHBORHOODSStrategy LU‐27.6.2Ordinance Updates Update the Planned Development (residential) and R–3 ordinances to achieve the policies and strategies applicable to multi–family development in neighborhoods.Community Development – PlanningGeneral Fund Con./IMCompleted update to Planned Development Ordinance in 2019. NEIGHBORHOODSPolicy LU‐27.7 Compatibility of Lots Ensure that zoning, subdivision and lot–line adjustment requests related to lot size or lot design consider the need to preserve neighborhood lot patterns.Community Development – PlanningGeneral Fund Con. Not an action item.NEIGHBORHOODSStrategy LU‐27.7.1Lot Size Ensure that subdivision and lot–line adjustment requests respect the neighborhood lot size patterns. Consider revisions to lot size requirements if the neighborhood lot pattern is different from the zoning requirements.Community Development – Planning; Public Works – Development ServicesGeneral Fund Con. Not an action item.NEIGHBORHOODSStrategy LU‐27.7.2Flag Lots Allow flag lots only in cases where they are the sole alternative to integrate subdivisions with the surrounding neighborhood.Community Development – Planning; Public Works – Development ServicesGeneral Fund Con. Not an action item.NEIGHBORHOODSPolicy LU‐27.8 Protection Protect residential neighborhoods from noise, traffic, light, glare, odors and visually intrusive effects from more intense development with landscape buffers, site and building design, setbacks and other appropriate measures.Community Development – Planning; Public Works – Development Services and TransportationGeneral Fund Con.Not an action item. Implemented via standards in the Municipal Code.NEIGHBORHOODSPolicy LU‐27.9Amenities and Services Improve equitable distribution of community amenities such as parks and access to shopping within walking and bicycling distance of neighborhoods.Public Works – Development Services; Community Development – PlanningGeneral Fund IMParks Master Plan currently under review. No further action required at this time.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentINSPIRATION HEIGHTS NEIGHBORHOODPolicy LU‐28.1 Connectivity Improve bicycle and pedestrian environment along Foothill Boulevard and Stevens Canyon Road to improve neighborhood connectivity to services as well as for hikers and bikers accessing natural open spaces in the vicinity.Public Works – TransportationGeneral Fund Con.Not an action item. Implemented through the Ped/Bike Master Plans and improvements for private developments.INSPIRATION HEIGHTS NEIGHBORHOODPolicy LU‐28.2Merriman–Santa Lucia Neighborhood Allow legal, non–conforming duplexes to remain in the area bounded by Santa Lucia Road, Alcalde Road and Foothill Boulevard.Community Development – PlanningGeneral Fund Con. Not an action item.OAK VALLEY NEIGHBORHOODPolicy LU‐29.1Development Intensity Require development intensity for the single–family Oak Valley neighborhood to be consistent with the development agreement that includes the use permit and other approvals. The development agreement describes development areas, intensity and styles of development, public park dedication, tree protection, access and historic preservation. The theme of the approvals is to balance development with environmental protection by clustering development, setting it back from sensitive environmental areas and preserving large areas as permanent open space.Community Development – PlanningGeneral Fund Con. Not an action item.OAK VALLEY NEIGHBORHOODPolicy LU‐29.2 Design Elements Require buildings to reflect the natural hillside setting as required in residential hillside zones with traditional architectural styles and natural materials and colors. Larger building elements should be scaled to respect the existing development in the surrounding area.Community Development – PlanningGeneral Fund Con.Not an action item. Architectural standards in the approved documents for the Oak Valley development.FAIRGROVE NEIGHBORHOODPolicy LU‐30.1Development Standards Require all new construction to conform to the R1–e zoning (Single Family Residential – Eichler).Community Development – PlanningGeneral Fund Con. Not an action item.FAIRGROVE NEIGHBORHOODPolicy LU‐30.2 Design Guidelines Encourage residents to incorporate the design guidelines illustrated in the Eichler Design Guidelines.Community Development – PlanningGeneral Fund Con. Not an action item.AVAILABILITY OF HOUSINGPolicy HE‐1.1Provision of Adequate Capacity for New Construction Designate sufficient land at appropriate densities to accommodate Cupertinoʹs Regional Housing Needs Allocation (RHNA) of 1,064 units for the 2014‐2022 planning period.Community Development – PlanningGeneral Fund IMCompleted with identification of Priority Housing Sites in 2014/2015 and completion of rezoning in 2019. Housing Element update anticipated to commence in Jan 2021, statutorily required to be completed by Dec. 2023.AVAILABILITY OF HOUSINGPolicy HE‐1.2 Housing Densities Provide a full range of densities for ownership and rental housing.Community Development – PlanningNone Required Con. Not an action item.AVAILABILITY OF HOUSINGPolicy HE‐1.3Mixed‐use Development Encourage mixed–use development near transportation facilities and employment centers.Community Development – HousingNone Required Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentAVAILABILITY OF HOUSINGCommunity Development – Planning and HousingNone Required IM Action completedAVAILABILITY OF HOUSINGHE‐1.3.2Second Dwelling Units The City will continue to implement the Second Dwelling Unit Ordinance and encourage the production of second units.Community Development – PlanningNone Required Con.Not an action item. 74 ADUs have been permitted through 2019. The ordinance is regularly updated to comply with state law. Pre‐approved ADUs Program is part of the 2020‐2021 City Council Work Program.Land Use Policy and Zoning ProvisionsStrategy HE‐1.3.1 To accommodate the Regional Housing Needs Allocation (RHNA), the City will continue to:*Provide adequate capacity through the Land Use Element and Zoning Ordinance to accommodate the RHNA of 1,064 units while maintaining a balanced land use plan that offers opportunities for employment growth, commercial/retail activities, services and amenities.*Monitor development standards to ensure they are adequate and appropriate to facilitate a range of housing in the community.*Monitor the sites inventory and make it available on the City website.*Monitor development activity on the Housing Opportunity Sites to ensure that the City maintains sufficient land to accommodate the RHNA during the planning period. In the event a housing site listed in the Housing Element sites inventory is redeveloped with a non–residential use or at a lower density than shown in the Housing Element sites inventory, ensure that the City has adequate capacity to meet the RHNA by making the findings required by Government Code Section 65863 and identifying alternative site(s) within the City if needed.* Priority Housing Sites: As part of the Housing Element update, the City has identified five priority sites under Scenario A (see Table HE–5) for residential development over the next eight years. The General Plan and zoning designations allow the densities shown in Table HE–5 for all sites except the Vallco Shopping District will involve significant planning and community input. A specific plan will be required to implement a comprehensive strategy for a retail/office/residential mixed use development. The project applicant would be required to work closely with the community and the City to bring forth a specific plan that meets the community’s needs, with the anticipated adoption and rezoning to occur within three years of the adoption of the 2014–2022Housing Element (by May 31, 2018). The specific plan would permit 389 units by right at a minimum density of 20 units per acre. If the specific plan and rezoning are not adopted within three years of Housing Element adoption (by May 31, 2018), the City will schedule hearings consistent with Govt. Code Section 65863 to consider removing Vallco as a priority housing site under Scenario A, to be replaced by sites identified in Scenario B (see detailed discussion and sites listing of “Scenario B” in Appendix B – Housing Element Technical Appendix). As part of the adoption of Scenario B, the City intends to add two additional sites to the inventory: Glenbrook Apartments and Homestead Lanes, along with increased number of permitted units on The Hamptons and The Oaks sites. Applicable zoning is in place for Glenbrook Apartments and Homestead Lanes site would need to be rezoned at that time to permit residential uses. Any rezoning required will allow residential uses by right ataminimumdensityof20unitsperacreOngoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentAVAILABILITY OF HOUSINGStrategy HE‐1.3.3Lot Consolidation To facilitate residential and mixed use developments, the City will continue to: *Encourage lot consolidation when contiguous smaller, underutilized parcels are to be redeveloped.*Encourage master plans for such sites with coordinated access and circulation. *Provide technical assistance to property owners of adjacent parcels to facilitate coordinated redevelopment where appropriate.*Encourage intra– and inter–agency cooperation in working with applicants at no cost prior to application submittal for assistance with preliminary plan review.Community Development – PlanningNone Required Con. Not an action item.AVAILABILITY OF HOUSINGStrategy HE‐1.3.4Flexible Development Standards The City recognizes the need to encourage a range of housing options in the community. The City will continue to:*Offer flexible residential development standards in planned residential zoning districts, such as smaller lot sizes, lot widths, floor area ratio and setbacks, particularly for higher density and attached housing developments.*Consider granting reductions in off–street parking on a case–by–case basis for senior housing.Community Development – PlanningNone Required Con.Not an action item. Implemented via Municipal Code.AVAILABILITY OF HOUSINGStrategy HE‐1.3.5Heart of the City Specific Plan To reduce constraints to housing development, and in order to ensure that the designated sites can obtain the realistic capacity shown in the Housing Element, the City will review revisions to the Heart of the City Specific Plan residential density calculation requirement, to eliminate the requirement to net the non–residential portion of the development from the lot area.Community Development – PlanningNone Required IM Action completed in 2014.HOUSING AFFORDABILITYStrategy HE‐2.1 Housing Mitigation Ensure that all new developments – including market–rate residential developments – help mitigate project–related impact on affordable housing needs.Community Development – PlanningBMR AHF Con.Not an action item. Implemented via Municipal Code and BMR Manual.HOUSING AFFORDABILITYPolicy HE‐2.2Range of Housing Types Encourage the development of diverse housing stock that provides a range of housing types (including smaller, moderate cost of housing) and affordability levels. Emphasize the provision of housing for lower– and moderate–income households including wage earners who provide essential public services (e.g. school district employees, municipal and public safety employees, etc.)Community Development – HousingBMR AHF Con.Not an action item. Hamptons (approved in 2016) provided 30 moderate and 7 Low Income units and Marina (approved in 2016) provided 2 moderate and 16 Very‐low income units. Vallco SB35 project approved with 361 Very low and 840 Low income units. HOUSING AFFORDABILITYPolicy HE‐2.3Development of Affordable Housing and Housing for Persons with Special Needs Maintain and/or adopt appropriate land use regulations and other development tools to encourage the development of affordable housing. Make every reasonable effort to disperse units throughout the community but not at the expense of undermining the fundamental goal of providing affordable units.Community Development – Planning and HousingBMR AHF IMFY 19‐20 and FY 20‐21 work program ‐ Efforts to accommodate an Extremely Low Income affordable housing developmetn for persons with developmental disabilities underwayOngoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHOUSING AFFORDABILITYStrategy HE‐2.3.1Office and Industrial Housing Mitigation Program The City will continue to implement the Office and Industrial Housing Mitigation Program. This program requires that developers of office, commercial and industrial space pay a mitigation fee, which will then be used to support affordable housing in the City of Cupertino. These mitigation fees are collected and deposited in the City’s Below Market–Rate Affordable Housing Fund (BMR AHF).Community Development – Planning and HousingBMR AHF IMHousing Mitigation Manual and BMR Fee updated in May 2020, including new 20% inclusionary requirement for ownership units in projects over 7 units.HOUSING AFFORDABILITY The City will continue to implement the Residential Housing Mitigation Program to mitigate the need for affordable housing created by new market–rate residential development. This program applies to new residential development. Mitigation includes either the payment of the “Housing Mitigation” fee or the provision of a Below Market–Rate (BMR) unit or units. Projects of seven or more for–sale units must provide on–site BMR units. Projects of six units or fewer for–sale units can either build one BMR unit or pay the Housing Mitigation fee. Developers of market–rate rental units, where the units cannot be sold individually, must pay the Housing Mitigation fee to the BMR AHF. The BMR program specifies the following: a. Priority. To the extent permitted by law, priority for occupancy is given to Cupertino residents, Cupertino full–time employees, and Cupertino public service employees as defined in Cupertino’s Residential Housing Mitigation Manual.b. For–Sale Residential Developments. Require 15% for–sale BMR units in all residential developments where the units can be sold individually (including single–family homes, common interest developments, and condominium conversions or allow rental BMR units as allowed in (d) below).c. Rental Residential Developments. To the extent permitted by law, require 15% rental very low and low–income BMR units in all rental residential developments. If the City is not permitted by law to require BMR units in rental residential developments, require payment of the Housing Mitigation Fee.d. Rental Alternative. Allow rental BMR units in for–sale residential developments, and allow developers of market–rate rental developments to provide on–site rental BMR units. If the developer: 1) enters into an agreement limiting rents in exhange for a financial contribution or a type of assistance specified in density bonus law (which includes a variety of regulatory relief); and 2) provides very low–income and low–income BMR rental units.e. Affordable Prices and Rents. Establish guidelines for affordable sales prices and affordable rents for new affordable housing and update the guidelines each year as new income guidelines are received.f. Development of BMR Units Off Site. Allow developers to meet all or a portion of their BMR or Housing Mitigation fee requirement by making land available for the City or a nonprofit housing developer to construct affordable housing, or allow developers to construct the required BMR units off site, in partnership with a nonprofit. The criteria for land donation or off–site BMR units (or combination of the two options) will be identified in the Residential Housing Mitigation Manual. g. BMR Term. Require BMR units to remain affordable for a minimum of 99 years; and enforce the City’s first right of refusal for BMR units and other means to ensure that BMR units remain affordable.BMR AHFResidential Housing Mitigation ProgramStrategy HE‐2.3.2Community Development – Planning and Housing Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHOUSING AFFORDABILITYStrategy HE‐2.3.3Below Market‐Rate (BMR) Affordable Housing Fund (AHF) The City’s BMR AHF will continue to support affordable housing projects,strategies and services, including but not limited to:• BMR Program Administration• Substantial rehabilitation• Land acquisition• Acquisition of buildings forpermanent affordability, with orwithout rehabilitation• New construction• Preserving “at‐risk” BMR units• Rental operating subsidies• Down payment assistance• Land write‐downs• Direct gap financing• Fair housingThe City will target a portion of the BMR AHF to benefit extremely lowincome households and persons with special needs (such as the elderly,victims of domestic violence, and the disabled, including persons withdevelopmental disabilities), to the extent that these target populationsare found to be consistent with the needs identified in the nexusstudy the City prepares to identify the connection, or “nexus” betweennew developments and the need for affordable housing.To ensure the mitigation fees continue to be adequate to mitigate the impacts of new development on affordable housing needs, the City will update its Nexus Study for the Housing MitigationCommunity Development – HousingBMR AHF IMNexus study updated in 2015 and 2020. Details about the use of the BMR AHF are reviewed and approved by the Housing Commission and the City Council. In 2020, the BMR AHF provided funding to the following: •BMR Program Administration‐ 6 new rental households and 1 new ownership household were assisted. •Fair Housing & Tenant‐Landlord Counseling & Dispute Resolution Services‐ $50,000 to Project SentinelHOUSING AFFORDABILITYStrategy HE‐2.3.4Housing Resources Cupertino residents and developers interested in providing affordable housing in the City have access to a variety of resources administered by other agencies. The City will continue to provide information on housing resources and services offered by the County and other outside agencies.These include, but are not limited to:• Mortgage Credit Certificate (MCC) – Santa Clara County Housing and Community Development Department.• First‐Time Homebuyer Assistance and Developer Loans for Multi‐Family Development‐ Housing Trust Silicon Valley (HTSV).• Housing Choice Vouchers (Section 8) ‐ Housing Authority of Santa Clara County (HASCC).• Affordable housing development Community Development – HousingNone RequiredNo action is required at this time. Information and technical assistance continues to be provided by City Staff and Hello Housing (the Cityʹs BMR program administrator.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHOUSING AFFORDABILITYStrategy HE‐2.3.5Surplus Properties for Housing The City will explore opportunities on surplus properties as follows:*Work with local public agencies, school districts and churches to identify surplus properties or underutilized properties that have the potential for residential development.*Encourage long–term land leases of properties from churches, school districts, and corporations for construction of affordable units.*Evaluate the feasibility of developing special housing for teachers or other employee groups on the surplus properties.*Research other jurisdictions housing programs for teachers for their potential applicability in Cupertino.Community Development – HousingBMR AHF Con.Housing staff reviewing opportunities on an ongoing basis. Housing Commission reviewed list of City owned land in October 2019. FY 19‐20 and FY 20‐21 work program item‐ evaluate feasability of affordable development on City owned site at 10301 Byrne AvenueHOUSING AFFORDABILITYStrategy HE‐2.3.6Incentives for Affordable Housing Development The City will continue to offer a range of incentives to facilitate the development of affordable housing. These include: *Financial assistance through the City’s BMR AHF and CDBG funds*Partner with CDBG and/or support the funding application of qualified affordable housing developers for regional, state, and federal affordable housing funds, including HOME funds, Low income Housing Tax Credits (LIHTC), and mortgage revenue bonds.*Flexible development standards.*Technical assistance.*Waiver of park dedication fees and construction tax.*Parking ordinance waivers.*Expedited permit processing.The City joined the Santa Clara County HOME Consortium so that HOME funds for eligible affordable housing projects within the City of Cupertino are available beginning federal fiscal year 2015.Community Development – Housing and PlanningBMR AHF, CDBG; HOME; General FundCon.In 2020, BMR AHF and CDBG funds were provided to the following: •CDBG ‐ $83,363.40 to Rebuilding Together Silicon Valley, a LI housing repair and rehab program •CDBG‐ $174,850.40 to Vista Village Renovation Project, a LI affordable housing development. Also, participate in the Regional CDBG/ Housing Coordinators meeting and provide technical assistance to the public service agencies it funds. and in the Santa Clara County HOME Consortium.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHOUSING AFFORDABILITYStrategy HE‐2.3.7Density Bonus Ordinance The City will encourage use of density bonuses and incentives, as applicable, for housing developments which include one of the following: *At least 5% of the housing units are restricted to very low income residents.*At least 10% of the housing units are restricted to lower income residents*At least 10 % of the housing units in a for–sale common interest development are restricted to moderate income residents.*The project donates at least 1 acre of land to the City or county large enough for 40 very low income units; the land has the appropriate general plan designation, zoning, permits, approvals, and access to public facilities needed for such housing; funding has been identified; and other requirements are met.A density bonus of up to 20% must be granted to projects that contain one of the following:*The project is a senior citizen housing development (no affordable units required).*The project is a mobile home park age restricted to senior citizens (no affordable units required).For projects that contain on–site affordable housing, developers may request one to three regulatory concessions, which must result in identifiable cost reductions and be needed to make the housing affordable.The City will update the density bonus ordinance as necessary to respond to future changes in State Law.Community Development – Planning and Housing None Required Con.Recent amendments (as of Sept. 2020) to state law will require the city to amend the Density Bonus Ordinance. These will be presented in 2021 for adoption. In addition, the City approved the Westport project in August 2020 which utilized the state density bonus provisions, including density bonus, incentives and concessions and waivers.HOUSING AFFORDABILITYStrategy HE‐2.3.8Extremely Low‐Income Housing and Housing for Persons with Special Needs The City will 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, including persons with developmental disabilities). Specifically, the City will consider the following incentives:*Provide financing assistance using the BMR AHF and CDBG*Allow residential developments to exceed planned density maximums if they provide special needs housing and the increase in density will not overburden neighborhood streets or hurt neighborhood character.*Grant reductions in off–street parking on a case–by–case basis.*Partner with and/or support the funding application of qualified affordable housing developers for regional, state, and federal affordable housing funds, including HOME finds, Low Income Housing Tax Credits( LIHTC), and mortgage revenue bond.Community Development – HousingBMR AHF; CDBG; HOMECon. Not an action item. HOUSING AFFORDABILITYStrategy HE‐2.3.9Employee Housing The City permits employee housing in multiple zoning districts. Pursuant to the State Employee Housing Act, any employee housing consisting of no more than 36 beds in a group quarters or 12 units or spaces designed for use by a single family or household shall be deemed an agricultural land use. No conditional use permit, zoning variance, or other zoning clearance shall be required of this employee housing that is not required of any other agricultural activity in the same zone. The permitted occupancy in employee housing in a zone allowing agricultural uses shall include agricultural employees who do not work on the property where the employee housing is located. The Employee Housing Act also specifies that housing for six or fewer employees be treated as a residential use. The City amended the Zoning Ordinance to be consistent with the State law in 2014 and will continue to comply with the Employee Housing Act where it would apply.Community Development – PlanningNone Required IMCompleted in 2014. Zoning Code amended to be consistent with State Law. Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentMAINTAINING EXISTING HOUSING STOCKPolicy HE‐3.1Housing Rehabilitation Pursue and/or provide funding for the acquisition/rehabilitation of housing that is affordable to very low–, low– and moderate–income households. Actively support and assist non–profit and for–profit developers in producing affordable units.Community Development – HousingBMR AHF; CDBG; HOMECon.In 2018, CDBG funds were provided to the following residential rehabilitation efforts •CDBG‐ $83,363.40 to Rebuilding Together Silicon Valley, a low‐income housing repair and rehabilitation program •CDBG‐ $174,850.40 to Vista Village Renovation Project, a low‐income affordable housing development.MAINTAINING EXISTING HOUSING STOCKPolicy HE‐3.2Maintenance and RepairAssist lower–income homeowners and rental property owners in maintaining and repairing their housing units.Community Development – HousingBMR AHF; CDBG; HOMECon. Not an action item.MAINTAINING EXISTING HOUSING STOCKPolicy HE‐3.3Conservation of Housing Stock The City’s existing multi–family units provide opportunities for households of varied income levels. Preserve existing multi–family housing stock by preventing the net loss of multi–family housing units in new development and the existing inventory of affordable housing units that are at risk of converting to market–rate housing.Community Development – HousingBMR AHF; CDBG; HOMECon. Not an action item.MAINTAINING EXISTING HOUSING STOCKStrategy HE‐3.3.1Residential Rehabilitation The City will continue to:*Utilize its BMR AHF and CDBG funds to support residential rehabilitation efforts in the community. These include: Acquisition/rehabilitation of rental housing and Rehabilitation of owner–occupied housing.*Provide assistance for home safety repairs and mobility/accessibility improvements to income–qualified owner–occupants using CDBG funds. The focus of this strategy is on the correction of safety hazards.*Partner with and/or support the funding application of qualified affordable housing developers for regional, state, and federal affordable housing funds, including HOME funds, Low Income Housing Tax Credits (LIHTC), and mortgage revenue bonds.Community Development – HousingBMR AHF; CDBG; HOMECon.In 2018, CDBG funds were provided to the following residential rehabilitation efforts •CDBG‐ $83,363.40 to Rebuilding Together Silicon Valley, a low‐income housing repair and rehabilitation program •CDBG‐ $174,850.40 to Vista Village Renovation Project, a low‐income affordable housing development.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentMAINTAINING EXISTING HOUSING STOCKStrategy HE‐3.3.2Preservation of At‐Risk Housing Units One housing project – Beardon Drive (eight units) – is considered at risk of converting to market–rate housing during the next ten years. The City will proactively contact the property owner regarding its intent to remain or opt out of the affordable program. In the event, the project becomes a risk of converting to market–rate housing, the City will work with the property owner or other interested non–profit housing providers to preserve the units. The City will also conduct outreach to the tenants to provide information on any potential conversion and available affordable housing assistance programs. The City will continue to monitor its entire portfolio of affordable housing for–sale and rental inventory annually. The City will monitor its affordable for–sale inventory by ordering title company lot books, reviewing property profile reports and updating its public database annually. The City will monitor its affordable rental income certifications for each BMR tenant. The City records a Resale Restriction Agreement against each affordable BMR for–sale units and Regulatory Agreement for BMR rental units to help ensure long–term affordability. To help further preserve the City’s affordable housing stock, the City may consider providing assistance to rehabilitate and upgrade the affordable unit as well.Community Development – HousingBMR AHF; CDBG; HOMECon. Not an action item. MAINTAINING EXISTING HOUSING STOCKStrategy HE‐3.3.3Condominium Conversion The existing Condominium Conversion Ordinance regulates the conversion of rental units in multi–family housing development in order to preserve the rental housing stock. Condominium conversions are not allowed if the rental vacancy rate in Cupertino and adjacent areas is less than 5% at the time of application for conversion and has average 5% over the past six months. The City will continue to monitor the effectiveness of this ordinance in providing opportunities for homeownership while preserving a balanced housing stock with rental housing.Community Development – PlanningNone Required Con. Not an action item.MAINTAINING EXISTING HOUSING STOCKStrategy HE‐3.3.4Housing Preservation Program When a proposed development or redevelopment of a site would cause a loss of multi–family housing, the City will grant approval only if: *The project will comply with the City’s BMR program*The number of units provided on the site is at least equal to the number of existing units; and*Adverse impacts on displaced tenants, in developments with more than four units, are mitigated.In addition, indirect displacement may be caused by factors such as increased market rents as areas become more desirable. The City will participate, as appropriate, in studies of regional housing need and displacement, and consider policies and programs to address the indirect displacement of lower income residents as appropriate.Community Development – Planning and HousingNone Required Con.Not an action item. In 2016, the Hamptons project was required to provide relocation assistance to the displaced tenants in the existing units.MAINTAINING EXISTING HOUSING STOCKStrategy HE‐3.3.5Neighborhood and Community Clean‐up CampaignsThe City will continue to encourage and sponsor neighborhood and community clean–up campaigns for both public and private properties.Community DevelopmentPublic Works – Environmental ProgramsGeneral Fund Con. Not an action item.SUSTAINABLE HOUSING DEVELOPMENTPolicy HE‐4.1Energy and Water ConservationEncourage energy and water conservation in all existing and new residential development.Community Development – Building and PlanningNone Required Con.Not an action item. Implemented via Strategies HE‐4.1.1 & HE‐4.1.2Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentSUSTAINABLE HOUSING DEVELOPMENTStrategy HE‐4.1.1Enforcement of Title 24 The City will continue to enforce Title 24 requirements for energy conservation and will evaluate utilizing some of the other suggestions as identified in the Environmental Resources/Sustainabililty Element.Community Development – BuildingNone Required Con.Not an action item. Implemented through the Municipal Code.SUSTAINABLE HOUSING DEVELOPMENTStrategy HE‐4.1.2Sustainable Practices The City will continue to implement the Landscape Ordinance for water conservation and the Green Building Ordinance (adopted in 2013) that applies primarily to new residential and non–residential development, additions, renovations, and tenant improvements of ten or more units.To further the objectives of the Green Building Ordinance, the City will evaluate the potential to provide incentives, such as waiving or reducing fees, for energy conservation improvements at affordable housing projects (existing or new) with fewer than ten units to exceed the minimum requirements of the CA Green Building Code. This City will also implement the policies in its climate action plan to achieve residential–focused greenhouse gas emission reductions and further these community energy and water conservation goals.Community Development – Planning and BuildingNone Required Con.Not an action item. Implemented through the Municipal Code.LOWER‐INCOME AND SPECIAL NEEDS HOUSINGPolicy HE‐5.1Lower‐Income and Special Needs HouseholdsSupport organizations that provide services to lower–income households and special needs households in the City, such as the homeless, elderly, disabled and single parent households.Community Development – HousingNone BMR AHF; CDBG; HSGCon.Not an action item. Implemented via Strategies HE‐5.1.1 & HE‐5.1.2LOWER‐INCOME AND SPECIAL NEEDS HOUSINGStrategy HE‐5.1.1Emergency Shelters The City will continue to facilitate housing opportunities for special needs persons by allowing emergency shelters as a permitted use in the “BQ” Quasi–Public zoning district. The City will subject emergency shelters to the same development standards as other similar uses within the BQ zoning district, except for those provisions permitted by State Law and provided in the Zoning Ordinance for emergency shelters.Community Development – PlanningNone Required Con. Not an action item.LOWER‐INCOME AND SPECIAL NEEDS HOUSINGStrategy HE‐5.1.2Supportive Services for Lower‐Income Households and Persons with Special Needs The City will continue to utilize its BMR AHF, CDBG and General Fund Human Service Grants (HSG) funds to provide for a range of supportive services.Community Development – HousingBMR AHF; CDBG; HSGCon.In 2020, BMR AHF, CDBG, and HSG funds were provided to the following: •HSG‐ $10,000 to Catholic Charities of Santa Clara County, a long‐term care ombudsman program•HSG‐ $25,000 to MAITRI, a transitional housing direct client services program•HSG‐$15,000 to Senior Adult Legal Assistance, a legal assistance to elders program; •HSG ‐ $65,780 to Haven to Home, a West Valley Community Services ProgramOngoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentLOWER‐INCOME AND SPECIAL NEEDS HOUSINGStrategy HE‐5.1.3Rotating Homeless Shelter The City will continue to support the operation of a Rotating Homeless Shelter program.Community Development – HousingNone Required Con.No action is required at this time.FAIR HOUSINGPolicy HE‐6.1Housing Discrimination The City will work to eliminate on a citywide basis all unlawful discrimination in housing with respect to age, race, sex, sexual orientation, marital or familial status, ethnic background. medical condition, or other arbitrary factors, so that all persons can obtain decent housing.Community Development – HousingBMR AHF; CDBGCon.Implemented via Strategies HE‐6.1.1.FAIR HOUSINGStrategy HE‐6.1.1Fair Housing Services The City will continue to: *Provide fair housing services, which include outreach, education, counseling, and investigation of fair housing complaints.*Retain a fair housing service provider to provide direct services for residents, landlords and other housing professionals.*Coordinate with efforts of the Santa Clara County Fair Housing Consortium to affirmatively further fair housing.*Distribute fair housing materials produced by various organizations at public counters and public eventsCommunity Development – HousingBMR AHF; CDBGCon.Continue to provide fair housing services including outreach, education, counseling, and investigation of fair housing complaints. In 2020,$50,000 in BMR AHF funds were provided to Project Sentinel, for Fair Housing & Tenant Landlord Counseling & Dispute Resolution Services.LOCAL AND REGIONAL COORDINATIONPolicy HE‐7.1Coordination with Local School Districts The Cupertino community places a high value on the excellent quality of education provided by the three public school districts which serve residents. To ensure the long–term sustainability of the schools in tandem with the preservation and development of vibrant residential areas, the City will continue to coordinate with the CUSD, FHUSD, and SCUSD.Community Development – PlanningNone Required Con.Not an action item. All development projects are forwarded for review to the school districts.LOCAL AND REGIONAL COORDINATIONPolicy HE‐7.2Coordination with Regional Efforts to Address Housing‐Related Issues Coordinate efforts with regional organizations, including ABAG and the BAAQMD, as well as neighboring jurisdictions, to address housing and related quality of life issues (such as air quality and transportation).Community Development – Housing and PlanningNone Required Con.Staff is participating in regional coordination efforts with the upcoming RHNA process with regional planning staff to represent local viewsLOCAL AND REGIONAL COORDINATIONPolicy HE‐7.3Public‐Private Partnerships Promote public‐private partnerships to address housing needs in the community, especially housing for the workforce.Community Development – Planning and HousingNone Required Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentLOCAL AND REGIONAL COORDINATIONStrategy HE‐7.3.1Coordination with Outside Agencies and Organizations The City recognizes the importance of partnering with outside agencies and organizations in addressing local and regional housing issues.These may include, but are not limited to, the following:*School districts*Housing providers*Neighboring jurisdictions*ABAG*BAAQMD*Housing Trust Silicon Valley*Santa Clara County Fair Housing Consortium*Santa Clara County Continuum of Care (COC)*Housing Authority of Santa Clara County (HASCC)*VTASpecifically, the City will meet with these agencies/organizations periodically to discuss the changing needs, development trends, alternative approaches, and partnering opportunities.Community Development – Planning and HousingNone Required Con.Not an action item. Continued coordination with regional agencies and non‐profits.REGIONAL COORDINATIONPolicy M‐1.1Regional Transportation Planning Participate in regional transportation planning processes to develop programs consistent with the goals and policies of Cupertino’s General Plan and to minimize adverse impacts on the City’s circulation system. Work with neighboring cities to address regional transportation and land use issues of mutual interest.Public Works – TransportationGeneral Fund Con.Not an action item. Coordination with neighboring cities and regional agencies is active and ongoing. REGIONAL COORDINATIONPolicy M‐1.2Transportation Impact Analysis Participate in the development of new multi–modal analysis methods and impact thresholds as required by Senate Bill 743. However, until such impact thresholds are developed, continue to optimize mobility for all modes of transportation while striving to maintain the following intersection Levels of Service (LOS) at a.m. and p.m. peak traffic hours:*Major intersections: LOS D*Stevens Creek Boulevard and De Anza Boulevard: LOS E+*Stevens Creek Boulevard and Stelling Road: LOD E+*De Anza Boulevard and Bollinger Road: LOS E+Public Works – TransportationGeneral Fund IMFY 2019/2020 Work Program Item to develop the Transportation Impact Analysis policies for CEQA analysis. Proposed policy reviewed by Planning Commission in Dec. 2020 and to be presented to City Council for adoption in early 2021. LOS thresholds will be revisited for compliance with SB 743REGIONAL COORDINATIONPolicy M‐1.3Regional Trail Development Continue to plan and provide for a comprehensive system of trails and pathways consistent with regional systems, including the Bay Trail, Stevens Creek Corridor and Ridge Trail.Public Works – Development Services and TransportationNone Required Con.No action requried at this time. Implemented through the Bike/Ped Master Plans.COMPLETE STREETSPolicy M‐2.1 Street Design Adopt and maintain street design standards to optimize mobility for all transportation modes including automobiles, walking, bicycling and transit.Public Works – Development Services and TransportationGeneral Fund Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentCOMPLETE STREETSPolicy M‐2.2 Adjacent Land Use Design roadway alignments, lane widths, medians, parking and bicycle lanes, crosswalks and sidewalks to complement adjacent land uses in keeping with the vision of the Planning Area. Strive to minimize adverse impacts and expand alternative transportation options for all Planning Areas (Special Areas and Neighborhoods). Improvement standards shall also consider the urban, suburban and rural environments found within the City. Public Works – Transportation and Development ServicesGeneral Fund Con. Not an action item.COMPLETE STREETSStrategy M‐2.2.1Rural Road Improvement Standards Consider candidate rural roads and develop specific street improvement standards that preserve the rural character of these streets. Rural roads would typically feature natural landscaping, no sidewalks and narrow unpaved shoulders.Public Works – Transportation and Development ServicesGeneral Fund Con. Not an action item.COMPLETE STREETSStrategy M‐2.2.2Semi–rural Road Improvements Standards Consider candidate semi–rural roads where curb and gutter improvements, and no sidewalks, are appropriate.Public Works – Transportation and Development ServicesGeneral Fund Con. Not an action item.COMPLETE STREETSStrategy M‐2.2.3Urban Road Improvement Standards Develop urban improvement standards for arterials such as Stevens Creek and De Anza Boulevards. In these areas, standards may include wide sidewalks, tree wells, seating, bike racks and appropriate street furniture.Public Works – Transportation and Development ServicesGeneral Fund Con. Not an action item.COMPLETE STREETSStrategy M‐2.2.4Suburban Road Improvement Standards Develop suburban road improvement standards for all streets not designated as rural, semi‐rural or in the Crossroads Area.Public Works – Transportation and Development ServicesGeneral Fund Con. Not an action item.COMPLETE STREETSPolicy M‐2.3 Connectivity Promote pedestrian and bicycle improvements that improve connectivity between planning areas, neighborhoods and services, and foster a sense of community.Public Works – Transportation and Development ServicesGeneral Fund Con.Not an action item. Implemented through the Bike/Ped Master Plans.COMPLETE STREETSPolicy M‐2.4 Community Impacts Reduce traffic impacts and support alternative modes of transportation rather than constructing barriers to mobility. Do not close streets unless there is a demonstrated safety or over–whelming through traffic problem and there are no acceptable alternatives since street closures move the problem from one street to another.Public Works – Transportation and Development ServicesGeneral Fund Con.Not an action item. Ongoing implementation through Safe Routes to School and other programs.COMPLETE STREETSPolicy M‐2.5 Public Accessibility Ensure all new public and private streets are publicly accessible to improve walkability and reduce impacts on existing streets.Public Works – Transportation and Development ServicesGeneral Fund Con.Not an action item. Reviewed in conjunction with development review.COMPLETE STREETSPolicy M‐2.6 Traffic Calming Consider the implementation of best practices on streets to reduce speeds and make them user–friendly for alternative modes of transportation, including pedestrians and bicyclists.Public Works – Transportation and Development ServicesGeneral Fund Con.FY 19/20 Work Plan Item. Traffic calming program developed and implementation ongoing.WALKABILITY AND BIKEABILITYPolicy M‐3.1Bicycle and Pedestrian Master Plan Adopt and maintain a Bicycle and Pedestrian Master Plan, which outlines policies and improvements to streets, extension of trails, and pathways to create a safe way for people of all ages to bike and walk on a daily basis, and as shown in Figure M‐1.Public Works – TransportationGeneral Fund IMMaster Plans completed and ongoing maintenance of these plans will be performed. Implementation ongoing through the Capital Improvement Program.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWALKABILITY AND BIKEABILITYPolicy M‐3.2 Development Require new development and redevelopment to increase connectivity through direct and safe pedestrian connections to public amenities, neighborhoods, shopping and employment destinations throughout the City.Community Development – Planning; Public Works – Transportation and Development ServicesGeneral Fund Con.Not an action item. Reviewed in conjunction with development review.WALKABILITY AND BIKEABILITYPolicy M‐3.3Pedestrian and Bicycle Crossings Enhance pedestrian and bicycle crossings and pathways at key locations across physical barriers such as creeks, highways and road barriers.Public Works – TransportationGeneral Fund Con.Not an action item. Implemented through the Bike/Ped Master Plans.WALKABILITY AND BIKEABILITYPolicy M‐3.4 Street Widths Preserve and enhance citywide pedestrian and bike connectivity by limiting street widening purely for automobiles as a means of improving traffic flow.Public Works – TransportationGeneral Fund Con. Not an action item.WALKABILITY AND BIKEABILITYPolicy M‐3.5 Curb Cuts Minimize the number and the width of driveway openings.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with development review.WALKABILITY AND BIKEABILITYStrategy M‐3.5.1Shared Driveway Access Encourage property owners to use shared driveway access and use shared driveway access and interconnected roads within blocks, where feasible. Require driveway access closures, consolidations or both when a site is remodeled or redeveloped.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with development review.WALKABILITY AND BIKEABILITYStrategy M‐3.5.2Direct Access from Secondary Streets Encourage property with frontages on major and secondary streets to provide direct access to driveways from the secondary street.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with development review.WALKABILITY AND BIKEABILITYPolicy M‐3.6Safe Spaces for Pedestrians Require parking lots to include clearly defined paths for pedestrians to provide a safe path to building entrances.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with development review.WALKABILITY AND BIKEABILITYPolicy M‐3.7Capital Improvement Program Plan for improvements to pedestrian and bicycle facilities and eliminate gaps along the pedestrian and bicycle network as part of the City’s Capital Improvement Program.Public Works – Transportation and Capital ImprovementsCapital Improvement FundCon.Not an action item. Implemented through the Capital Improvement Program.WALKABILITY AND BIKEABILITYPolicy M‐3.8 Bicycle Parking Require new development and redevelopment to provide public and private bicycle parking.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Implemented through the Municipal Code.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWALKABILITY AND BIKEABILITYPolicy M‐3.9 Outreach Actively engage the community in promoting walking and bicycling through education, encouragement and outreach on improvement projects and programs.Public Works – TransportationGeneral Fund Con.Not an action item. Implemented through the Cityʹs Safe Routes to School program, Sustainability and other mobility programs.WALKABILITY AND BIKEABILITYPolicy M‐3.10 Quarry Operations Prioritize enforcement of truck speeds from Stevens Creek and the Lehigh Cement Plan on Stevens Canyon Road, and Stevens Creek and Foothill Boulevards.Santa Clara County Sheriff’s DepartmentGeneral Fund Con.Not an action item. Ongoing implementation.TRANSITPolicy M‐4.1 Transit Agencies Coordinate with VTA to improve transportation service, infrastructure and access in the City, and to connect to transportation facilities such as Caltrain and VTA light rail stations.Public Works – TransportationNone Required Con.Not an action item. Ongoing coordination.TRANSITPolicy M‐4.2Local Transportation Services Create or partner with transit providers, employers, education institutions, and major commercial entities to minimize gaps within local transportation services.Public Works – TransportationGeneral Fund IMVIA shuttle service was successful between Oct 2019 and March 2020. Service suspended due to COVID‐19 pandemicTRANSITPolicy M‐4.3Connecting Special AreasIdentify and implement new or enhanced transit services to connect all Special Areas as identified in Figure PA‐1 (Chapter 2: Planning Areas)Public Works – TransportationGeneral Fund IMVIA shuttle service was successful between Oct 2019 and March 2020. Service suspended due to COVID‐19 pandemicTRANSITPolicy M‐4.4Transit Facilities with New Development Work with VTA and/or major developments to ensure all new development projects include amenities to support public transit including bus stop shelters, space for transit vehicles as appropriate and attractive amenities such as trash receptacles, signage, seating and lighting.Community Development – Planning; Public Works – Transportation and Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with development review.TRANSITPolicy M‐4.5Access to Transit Services Support right–of–way design and amenities consistent with local transit goals to improve transit as a viable‐way design and amenities consistent with local transit goals to improve transit as a viable alternative to driving.Community Development – Planning; Public Works – Development Services, Transportation and Capital Improvement ProgramCapital Improvement FundCon.Not an action item. Reviewed in conjunction with development review.TRANSITPolicy M‐4.6Bus and Shuttle ProgramsWork with large regional employers and private commuter bus/shuttle programs to provide safe pick–up, drop‐off, and park and rides in order to reduce single occupancy vehicle trips.Public Works – TransportationGeneral Fund Con.Not an action item. Ongoing coordination.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentTRANSITPolicy M‐4.7Vallco Shopping District Transfer Station Work with VTA and/or other transportation service organizations to study and develop a transit transfer station that incorporates a hub for alternative transportation services such as, car sharing, bike sharing and/or other services.Public Works – TransportationNone Required Con.Coordination with VTA has been active and ongoing, including active participation with SR 85 PAB and the Transit Guideway Study.SAFE ROUTES TO SCHOOLPolicy M‐5.1 Safe Routes to Schools Promote Safe Routes to Schools programs for all schools serving the City.Public Works – TransportationGeneral Fund Con.Not an action item. Ongoing implementation through the Cityʹs Safe Routes to School program.SAFE ROUTES TO SCHOOLPolicy M‐5.2Coordination with School DistrictsCoordinate with the School Districts to develop plans and programs that encourage car/van–pooling, stagger hours of adjacent schools, establish drop‐off locations, and encourage walking and bicycling to school.Public Works – TransportationNone Required Con.Not an action item. Ongoing implementation through the Cityʹs Safe Routes to School program.SAFE ROUTES TO SCHOOLStrategy M‐5.2.1Teen Commission Encourage the Teen Commission to work with schools to encourage year–round programs to incentivize walking and biking to school.Public Works – TransportationGeneral Fund Con. Not an action item. SAFE ROUTES TO SCHOOLPolicy M‐5.3 Prioritizing Projects Ensure that bicycle and pedestrian safety improvements include projects to enhance safe accessibility to schools.Public Works – TransportationGeneral Fund Con.Not an action item. Ongoing implemented through the Bike/Ped Master Plans, Safe Routes to School Program and Capital Improvement Program.SAFE ROUTES TO SCHOOLPolicy M‐5.4 Connections to Trails Connect schools to the citywide trail system.‐Connect schools to the citywide trail system.Public Works – TransportationGeneral Fund Con.Not an action item. Ongoing implemented through the Bike/Ped Master Plans, Safe Routes to School Program and Capital Improvement Program.SAFE ROUTES TO SCHOOLPolicy M‐5.5 Education Support education programs that promote safe walking and bicycling to schools.Public Works – TransportationGeneral Fund Con.Not an action item. Implemented through the Cityʹs Safe Routes to School program.VEHICLE PARKINGPolicy M‐6.1 Parking Codes Maintain efficient and updated parking standards to ensure that development provides adequate parking, both on–street and off–street, depending on the characteristics of the development, while also reducing reliance on the automobile.Community Development – PlanningGeneral Fund Con.Not an action item. Implemented through the Municipal Code.VEHICLE PARKINGPolicy M‐6.2 Off–street Parking Ensure new off–street parking is properly designed and efficiently used.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with development review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentTRANSPORTATION IMPACT ANALYSISPolicy M‐7.1Multi–Modal Transportation Impact AnalysisFollow guidelines set by the VTA related to transportation impact analyses, while conforming to State goals for multi‐modal performance targets.Public Works – TransportationNone Required IMFY 2019/2020 Work Program Item to develop the Transportation Impact Analysis policies for CEQA analysis. Proposed policy reviewed by Planning Commission in Dec. 2020 and to be presented to City Council for adoption in early 2021.TRANSPORTATION IMPACT ANALYSISPolicy M‐7.2Protected Intersections Consider adopting a Protected Intersection Policy, which would identify intersections where improvements would not be considered, which would degrade the levels of service for non–vehicular modes of transportation. Potential locations include intersections in Priority Development Areas (PDAs) and other areas where non–vehicular transportation is a key consideration, such as, near shopping districts, schools, parks and senior citizen developments.Public Works – TransportationGeneral Fund IMFY 2019/2020 Work Program Item to develop the Transportation Impact Analysis policies for CEQA analysis. Proposed policy reviewed by Planning Commission in Dec. 2020 and to be presented to City Council for adoption in early 2021.GREENHOUSE GAS EMISSIONS AND AIR QUALITYPolicy M‐8.1Greenhouse Gas Emissions Promote transportation policies that help to reduce greenhouse gas emissions.City Manager – Sustainability ProgramsNone Required Con.Not an action item. Implemented through various mobility and sustainability program ‐ Bike to Work Day etc.GREENHOUSE GAS EMISSIONS AND AIR QUALITYPolicy M‐8.2 Land Use Support development and transportation improvements that help reduce greenhouse gas emissions by reducing per capita VMT, reducing impacts on the City’s transportation network and maintaining the desired levels of service for all modes of transportation.Community Development – Planning; Public Works – TransportationNone Required Con.Work proceeding on SB 743 implementation, expected to be completed in early 2021.GREENHOUSE GAS EMISSIONS AND AIR QUALITYPolicy M‐8.3Transportation Systems Management (TSM) ProgramsEmploy TSM strategies to improve efficiency of the transportation infrastructure including strategic right–of–way improvements, intelligent transportation systems and optimization of signal timing to coordinate traffic flow.Public Works – TransportationGeneral Fund Con.Not an action item. Ongoing implementation.GREENHOUSE GAS EMISSIONS AND AIR QUALITYPolicy M‐8.4Transportation Demand Management (TDM) Programs Require large employers, including colleges and schools, to develop and maintain TDM programs to reduce vehicle trips generated by their employees and students and develop a tracking method to monitor results.Community Development – Planning; Public Works – TransportationNone Required Con.Not an action item. Reviewed in conjunction with development review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentGREENHOUSE GAS EMISSIONS AND AIR QUALITYPolicy M‐8.5Design of New Developments Encourage new commercial development to provide shared office facilities, cafeterias, daycare facilities, lunchrooms, showers, bicycle parking, home offices, shuttle buses to transit facilities and other amenities that encourage the use of transit, bicycling or walking as commute modes to work. Provide pedestrian pathways and orient buildings to the street to encourage pedestrian activity.Community Development – Planning; Public Works – TransportationNone Required Con.Not an action item. Reviewed in conjunction with development review.GREENHOUSE GAS EMISSIONS AND AIR QUALITYPolicy M‐8.6Alternative Fuel Charging StationsDevelop a city–wide strategy to encourage the construction of a network of public and private alternative fuel vehicle charging/fueling stations.City Manager – Sustainability ProgramsGeneral Fund LRThe City is partnered with Silicon Valley Clean Energy (SVCE) and launched a series of programs to accelerate the transition to electric vehicles (EVs). $8 million in funding from SVCE and $6 million from the California Electric Vehicle Infrastructure Project (CALeVIP) partnership has been dedicated to planning, technical assistance, and installation of new EV charging stations across SVCE’s thirteen member communities. The City approved its first hydrogen fueling dispensers at 21530 SCB (Xing of Bubb & SCB) in 2020. ROADWAY SYSTEM EFFICIENCYPolicy M‐9.1Efficient Automobile Infrastructure Strive to maximize the efficiency of existing infrastructure by locating appropriate land uses along roadways and retrofitting streets to be accessible for all modes of transportation.Community Development – Planning; Public Works – TransportationGeneral Fund Con. Not an action item.ROADWAY SYSTEM EFFICIENCYPolicy M‐9.2Reduced Travel Demand Promote effective TDM programs for existing and new development.Public Works – Transportation; Community Development – PlanningGeneral Fund Con.Not an action item. Reviewed in conjunction with development review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentROADWAY SYSTEM EFFICIENCYPolicy M‐9.3 Street Width Except as required by environmental review for new developments, limit widening of streets as a means of improving traffic efficiency and focus instead on operational improvements to preserve community character.Public Works – TransportationGeneral Fund Con.Not an action item. Reviewed in conjunction with development review. Ongoing implementation through traffic signal modernization and synchronization efforts.ROADWAY SYSTEM EFFICIENCYStrategy M‐9.3.1Wolfe Road Overcrossing Consider alternate designs for the Wolfe Road/Interstate 280 Interchange (e.g. from partial cloverleaf design to diamond design) when evaluating the need to widen the freeway overcrossing.Public Works – TransportationGeneral Fund IMProject to design widening this freeway overcrossing is underway. Ongoing coordination with VTA and CalTrans.ROADWAY SYSTEM EFFICIENCYStrategy M‐9.3.2Streetscape Design When reviewing the widening of an existing street, consider aesthetically pleasing enhancements and amenities to improve the safe movement of pedestrians and bicyclists in keeping with the vision of the Planning Area.Public Works – TransportationNone Required Con.Not an action item. Implemented with the Captial Improvement Program and development review.TRANSPORTATION INFRASTRUCTUREPolicy M‐10.1Transportation Improvement Plan Develop and implement an updated citywide transportation improvement plan necessary to accommodate vehicular, pedestrian and bicycle transportation improvements to meet the City’s needs.Public Works – TransportationGeneral Fund IMAction completed through development of Bike and Ped Master Plans and a Transportation Impact Fee project list.TRANSPORTATION INFRASTRUCTUREPolicy M‐10.2Transportation Impact Fee Ensure sustainable funding levels for the Transportation Improvement Plan by enacting a transportation impact fee for new development.Public Works – TransportationGeneral Fund IMAction completed. TIF adopted in late 2017. Update to TIF currently in progress. Expected completion in January 2021.TRANSPORTATION INFRASTRUCTUREPolicy M‐10.3Multi–Modal Improvements Integrate the financing, design and construction of pedestrian and bicycle facilities with street projects. Build pedestrian and bicycle improvements at the same time as improvements for vehicular circulation to enable travelers to transition from one mode of transportation to another (e.g. bicycle to bus).Public Works – Transportation and Capital ImprovementsCapital Improvement FundCon.Not an action item. Implemented with the Captial Improvement Program and development review.TRANSPORTATION INFRASTRUCTUREPolicy M‐10.4Roadway Maintenance FundingIdentify and secure new funding sources to fund the on‐going routine maintenance of roadways.Public Works – Transportation, Development Services and Capital Improvement ProgramNoneCapital Improvement Fund/GrantsCon.Grant funding routinely used to fund on‐going maintenance to the extent possible.PLANNING AND REGIONAL TRANPORTATIONPolicy ES‐1.1Principles of Sustainability Incorporate the principles of sustainability into Cupertino’s planning, infrastructure and development process in order to improve the environment, reduce greenhouse gas emissions, and meet the needs of the community without compromising the needs of future generations.City Manager – Sustainability Programs; Commuity Development – Planning;General Fund Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentPLANNING AND REGIONAL TRANPORTATIONStrategy ES‐1.1.1Climate Action Plan (CAP) Adopt, implement and maintain a Climate Action Plan to attain greenhouse gas emission targets consistent with state law and regional requirements. This qualified greenhouse gas emissions reduction plan, by BAAQMD’s definition, will allow for future project CEQA streamlining and will identify measures to: *Reduce energy use through conservation and efficiency;*Reduce fossil fuel use through multi–modal and alternative transportation;*Maximize use of and, where feasible, install renewable energy resources;*Increase citywide water conservation and recycled water use;*Accelerate Resource Recovery through expanded recycling, composting, extended producer responsibility and procurement practices; *Promote and incentivize each of those efforts to maximize community participation and impacts; and*Integrate multiple benefits of green infrastructure with climate resiliency and adaptation.City Manager – Sustainability ProgramsGeneral Fund IMAction completed. CAP adopted in 2016. Climate Action Plan is being updated in FY 20/21 to address a path toward carbon neutrality as well as adding a climate adaptation component.PLANNING AND REGIONAL TRANPORTATIONStrategy ES‐1.1.2CAP and Sustainability Strategies Implementation Periodically review and report on the effectiveness of the measures outlined in the CAP and the strategies in this Element. Institutionalize sustainability by developing a methodology to ensure all environmental, social and lifecycle costs are considered in project, program, policy and budget decisions.City Manager – Sustainability ProgramsGeneral Fund IMAction completed in 2018. Revising again in CAP update in FY 20/21 fiscal year.PLANNING AND REGIONAL TRANPORTATIONStrategy ES‐1.1.3Climate Adaptation and Resiliency Conduct a climate vulnerability assessment and set preparedness goals and strategies to safeguard human health and community assets susceptible to the impacts of a changing climate (e.g. increased drought, wildfires, flooding). Incorporate these into all relevant plans, including the Emergency Preparedness Plan, Local Hazard Mitigation Plan, Dam Failure Plan, Climate Action Plan, Watershet Protection Plan and Energy Assuredness Plan.City Manager – Sustainability ProgramsGeneral Fund IMAction Completed in 2015. Revisiting in CAP update in 2021 supporting County‐wide climate hazards assessment..PLANNING AND REGIONAL TRANPORTATIONPolicy ES‐1.2Regional Growth and Transportation Coordination Periodically review and report on the effectiveness of the measures outlined in the CAP and the strategies in this Element. Institutionalize sustainability by developing a methodology to ensure all environmental, social and lifecycle costs are considered in project, program, policy and budget decisions.City Manager – Sustainability ProgramsGeneral Fund Con.PLANNING AND REGIONAL TRANPORTATIONStrategy ES‐1.2.1Local Plan Consistency with Regional Plans Update and maintain local plans and strategies so they are consistent with One Bay Area Plan to qualify for State transportation and project CEQA streamlining.Community Development – Planning; Public Works – TransportationGeneral Fund Con.Not an action item. Reviewed when local plans are updated.ENERGY SUSTAINABILITYPolicy ES‐2.1Conservation and Efficient Use of Energy Resources Encourage the maximum feasible conservation and efficient use of electrical power and natural gas resources for new and existing residences, businesses, industrial and public uses.City Manager – Sustainability ProgramsNone Required IMAdopted a reach code in 2019 which brings Cupertino above and beyond the state energy code for requiring all‐electric construction in most cases.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentENERGY SUSTAINABILITYStrategy ES‐2.1.1Coordination Continue to evaluate, and revise as necessary, applicable City plans, codes and procedures for inclusion of Federal, State and regional requirements and conservation targets.City Manager – Sustainability ProgramsGeneral Fund Con.Not an action item. Reviewed when local plans are updated.ENERGY SUSTAINABILITYStrategy ES‐2.1.2Comprehensive Energy Management Prepare and implement a comprehensive energy management plan for all applicable municipal facilities and equipment to achieve the energy goals established in the City’s Climate Action Plan. Track the City’s energy use and report findings as part of the CAP reporting schedule. Embed this plan into the City’s Environmentally Preferable Procurement Policy to ensure measures are achieved through all future procurement and construction practices.City Manager – Sustainability ProgramsGeneral Fund IMThe City developed and released a public‐facing and internal‐facing set of dashboards that re updated in real time to display energy and water consumption at key facilities. A series of automated reports alerts staff to consumption trends and high usage alarms. Staff plans to update the EPP as an operational project in fiscal year 2020/21.ENERGY SUSTAINABILITYStartegy ES‐2.1.3Energy Efficient Replacements Continue to use life cycle cost analysis to identify City assets for replacement with more energy efficient technology. Utilize available tools to benchmark and showcase city energy efficiency achievements (i.e. EPA Portfolio Manager, statewide Green Business Program).City Manager – Sustainability ProgramsGeneral Fund Con.This is not an action item and occurs on a continual basis. ENERGY SUSTAINABILITYStrategy ES‐2.1.4Incentive Program Consider incentive programs for projects that exceed mandatory requirements and promote incentives from state, county and federal governments for improving energy efficiency and expanding renewable energy installations.City Manager – Sustainability ProgramsGeneral Fund IMThis is an ongoing action. The City actively participates in development and promotion of regional incentive programs in partnership with BayREN, Silicon Valley Clean Energy, and the ABAG POWER natural gas purchasing collective.ENERGY SUSTAINABILITYStrategy ES‐2.1.5Urban Forest Encourage the inclusion of additional shade trees, vegetated stormwater treatment and landscaping to reduce the “heat island effect” in development projects.City Manager – Sustainability ProgramsNone Required Con.Not an action item. Reviewed in conjunction with project review. Heat Island effect is addressed in the Cityʹs reach code and green building ordinance which goes beyond the state requirements.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentENERGY SUSTAINABILITYStrategy ES ‐ 2.1.6 Alternate Energy Sources Promote and increase the use of alternate and renewable energy resources for the entire community through effective policies, programs and incentives.City Manager – Sustainability ProgramsGeneral Fund Con. Not an action item.ENERGY SUSTAINABILITYStrategy ES ‐ 2.1.7Energy Co–generation SystemsEncourage the use of energy co–generation systems through the provision of an awareness program targeting the larger commercial and industrial users‐generation systems through the provision of an awareness program targeting the larger commercial and industrial users and public facilities.City Manager – Sustainability ProgramsNone Required Con. Not an action item.ENERGY SUSTAINABILITYStratagy ES‐2.1.8Energy Audits and Financing Continue to offer and leverage regional partners’ programs to conduct energy audits and/or subvention programs for homes, commercial, industrial and city facilities, and recommend improvements that lead to energy and cost savings opportunities for participants and encourage adoption of alternative energy technologies. Encourage energy audits to include emerging online and application–based energy analytics and diagnostic tools. Share residential and commercial energy efficiency and renewable energy financing tools through outreach events and civic media assets.City Manager – Sustainability ProgramsGeneral Fund Con. Not an action item.ENERGY SUSTAINABILITYStrategy ES‐2.1.9Energy Efficient Transportation Modes Continue to encourage fuel–efficient transportation modes such as alternative fuel vehicles, driverless vehicles, public transit, car and van–pooling community and regional shuttle systems, car and bike sharing programs, safe routes to schools, communter benefits, and pedestrian and bicycle paths through infrastructure investment, development incentives, and community education.City Manager – Sustainability Programs; Public Works – TransportationGeneral Fund IMCityʹs VIA Shuttle program began operation in 2019. The cityʹs own alternative commute program also began operation in August 2019 and has paused due to COVID risk. ENERGY SUSTAINABILITYStrategy ES‐2.1.10Community Choice Energy Collaborate with regional partners to evaluate feasibility for development of a Community Choice Energy Program.City Manager – Sustainability ProgramsGeneral Fund N/A Action Completed.SUSTAINABLE BUILDINGSPolicy ES‐3.1Green Building Design Set standards for the design and construction of energy and resource conserving/efficient building.City Manager – Sustainability ProgramsGeneral Fund N/AAction Completed. Implemented through the Municipal Code.SUSTAINABLE BUILDINGSStrategy ES‐3.1.1Green Building Program Periodically review and revise the City’s Green Building ordinance to ensure alignment with CALGreen requirements for all major private and public projects that ensure reduction in energy and water use for new development through site selection and building design.Community Development – Building and PlanningGeneral Fund Con.Ongoing operational practice by City staff. SUSTAINABLE BUILDINGSStrategy ES‐3.1.2Staff Training Continue to train appropriate City staff in the design principles, costs and benefits of sustainable building and landscape design. Encourage City staff to attend external trainings on these topics and attain relevant program certifications (e.g. Green Point Rater, LEED Accredited Professional).City Manager – Sustainability ProgramsGeneral Fund Con.Ongoing operational practice by City staff. SUSTAINABLE BUILDINGSStrategy ES‐3.1.3Green Building Informational Seminars Conduct and participate in Green Building informational seminars and workshops for members of the design and construction industry, land development, real estate sales, lending institutions, landscaping and design, the building maintenance industry and prospective project applicants.City Manager – Sustainability ProgramsGeneral Fund Con.Annual activity in partnership with BayRENOngoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentSUSTAINABLE BUILDINGSStrategy ES‐3.1.4Green Building Demonstration Pursue municipal facility retrofits through a Green Capital Improvement Program (CIP), and new construction projects that exceed CALGreen and achieve third–party certification criteria (e.g. LEED, Living Building Challenge, Zero Net Energy) as a means of creating demonstration spaces for developer and community enrichment.City Manager – Sustainability ProgramsCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review.AIR QUALITYPolicy ES‐4.1 New Development Minimize the air quality impacts of new development projects and air quality impacts that affect new development.Community Development – Planning; Public Works – Capital Improvement ProgramNone Required Con.Implement with Strategies ES‐4.1.1 and ES‐4.1.2AIR QUALITYStrategy ES‐4.1.1Toxic Air Contaminants Continue to review projects for potential generation of toxic air contaminants at the time of approval and confer with BAAQMD on controls needed are uncertain.Community Development – Planning; Public Works – Capital Improvement ProgramNone Required Con.Not an action item. Reviewed in conjunction with project review.AIR QUALITYStrategy ES‐4.1.2Dust Control Continue to require water application to non–polluting dust control measures during demolition and the duration of the construction period.Community Development – Building; Public Works – Development Services and Capital Improvement ProgramNone Required Con.Not an action item. Reviewed in conjunction with project review.AIR QUALITYStrategy ES‐4.1.3Planning Ensure that land use and transportation plans support air quality goals.Community Development – Planning; Public Works – TransportationNone Required IMFY 2019/2020 Work Program item to develop Vehicle Miles Traveled (VMT) policies will support this strategy. VMT policies will provide the City with additional tools to address carbon emissions from transportation, and align with regional Climate Action Planning efforts.AIR QUALITYPolicy ES‐4.2 Existing Development Minimize the air quality impacts of existing development.Public Works – Environmental ProgramsNone Required Con.Sustainability division is promoting regional programs to incentivize switching from gas to electric appliances, which directly reduces air quality impacts of natural gas combustion in homes and businesses. Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentAIR QUALITYStrategy ES‐4.2.1Public Education Program Establish a citywide public education program providing information on ways to reduce and control emissions; and continue to provide information about alternative commutes, carpooling and restricting exacerbating activities on “Spare the Air” high–emissions days.City Manager – Sustainability ProgramsGeneral Fund Con.Spare the Air alerts sent out and posted on City website. Cityʹs VIA Shuttle program commenced on Oct. 29, 2019. On pause due to COVID.AIR QUALITYStrategy ES‐4.2.2Home Occupations Review and consider expanding the allowable home–based businesses in residential zoned properties to reduce the need to commute to work.Community Development – PlanningGeneral Fund LRNo action has been taken with regard to this strategy.AIR QUALITYStrategy ES‐4.2.3Tree Planting in Private Development Review and enhance the City’s tree planting and landscaping program and requirements for private development to reduce air pollution levels.Community Development – PlanningGeneral Fund LRNo action has been taken with regard to this strategy.AIR QUALITYStrategy ES‐4.2.4Fuel–efficient Vehicles and Use Prioritize the purchase, replacement and on–going use of fuel–efficient and low polluting City fleet vehicles. Update applicable policies and programs to require life cycle cost analyses and include alternative fueling infrastructure review and related funding allocations. Update the Vehicle Use Policy and pursue fleet management best practices to support fuel conservation, scheduled maintenance and fleet fuel tracking. Pursue available grant funding to offset the cost of implementing these programs.Public Works – Service CenterGeneral Fund Con.Public Works looks to replace internal combustion engine (ICE) vehicles with hybrids or electric vehicles, and implements elements of the Climate Action Plan (CAP). 56% of eligible city vehicles have been converted to electric or hybrid drives.AIR QUALITYStrategy ES‐4.2.5Point Sources of Emissions Continue to seek the cooperation of the BAAQMD to monitor emissions from identified point sources that impact the community. In addition, for sources not within the regulatory jurisdiction of the City, seek cooperation from the applicable regulatory authority to encourage reduction of emissions and dust from the point source.City Manager – SustainabilityNone Required Con.Ongoing monitoring for the Lehigh Plant being conducted by BAAQMD.AIR QUALITYPolicy ES‐4.3Use of Open Fires and Fireplaces Discourage high pollution fireplace use.Public Works – Environmental ProgramsNone Required Con.Implement with Strategies ES‐4.3.1 and ES‐4.3.2. Sustainability commission has recommended an all‐electric building reach code for new construction, which would directly reduce air quality impacts associated with combustion of natural gas in new buildings, including fireplaces.AIR QUALITYStrategy ES‐4.3.1Education Continue to make BAAQMD literature on reducing pollution from fireplace use available.Public Works – Environmental ProgramsNone Required Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentAIR QUALITYStrategy ES‐4.3.2FireplacesContinue to prohibit new wood–burning fireplaces, except EPA certified wood stoves as allowed by the Building Code.Community Development – BuildingNone Required Con.Not an action item. Sustainability commission has recommended an all‐electric building reach code for new construction, which would directly reduce air quality impacts associated with combustion of natural gas in new buildings, including fireplaces.URBAN AND RURAL ECOSYSTEMSPolicy ES‐5.1 Urban Ecosystem Manage the public and private development to ensure the protection and enhancement of its urban ecosystem.Public Works – Capital Improvement Program and Park Improvement; Community Development – PlanningNone Required Con.Not an action item. Implement with underlying strategies.URBAN AND RURAL ECOSYSTEMSStrategy ES‐5.1.1Landscaping Ensure that the City’s tree planting, landscaping and open space policies enhance the urban ecosystem by encouraging medians, pedestrian–crossing curb–extensions planting that is native, drought–tolerant, treats stormwater and enhance urban plant, aquatic and animal resources in both, private and public development.Public Works – Capital Improvement Program, Service Center, Park Improvement, Environmental Programs, and Development Services; Community Development – Planning;General Fund Con. Not an action item.URBAN AND RURAL ECOSYSTEMSStrategy ES‐5.1.2Built Environment Ensure that sustainable landscaping design is incorporated in the development of City facilities, parks and private projects with the inclusion of measures such as tree protection, stormwater treatment and planting of native, drought tolerant landscaping that is beneficial to the environment.Public Works – Capital Improvement Program, Service Center Park Improvement, and Development Services; Community Development – Planning;Capital Improvement FundCon.Not an action item. Reviewed in conjunction with project review. The Cityʹs green building ordinance as well as California green building standards contains measures for water‐efficient landscaping and other sustainabile landscaping measures as conditions of obtaining a building permit where applicable. URBAN AND RURAL ECOSYSTEMSPolicy ES‐5.2Development Near Sensitive Areas Encourage the clustering of new development away from sensitive areas such as riparian corridors, wildlife habitat and corridors, public open space preserves and ridgelines. New developments in these areas must have a harmonious landscaping plan approved prior to development.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentURBAN AND RURAL ECOSYSTEMSStrategy ES‐5.2.1Riparian Corridor Protection Require the protection of riparian corridors through the development approval process.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.URBAN AND RURAL ECOSYSTEMSPolicy ES‐5.3Landscaping In and Near Natural Vegetation Preserve and enhance existing natural vegetation, landscaping features and open space when new development is proposed within existing natural areas. When development is proposed near natural vegetation, encourage the landscaping to be consistent with the palate of vegetation found in the natural vegetation.Community Development – Planning; Public Works – Capital Improvement Program and Park ImprovementNone Required/ Capital Improvement ProgramCon.Not an action item. Reviewed in conjunction with project review.URBAN AND RURAL ECOSYSTEMSStrategy ES‐5.3.1Native Plants Continue to emphasize the planting of native, drought tolerant, pest resistant, non–invasive, climate appropriate plants and ground covers, particularly for erosion control and to prevent disturbance of the natural terrain.Public Works – Environmental Programs; Community Development – PlanningNone Required Con.Not an action item. Implemented through the Municipal Code. The Cityʹs demonstration garden at City Hall is an educational resource for citizens interested in providing natural and drought‐resistent landscaping for their own property. Sustainability division staff also promotes regional incentive programs to remove turf and replace with native landscaped alternatives.URBAN AND RURAL ECOSYSTEMSStrategy ES‐5.3.2Hillsides Minimize lawn area in the hillsides.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Implemented through the Municipal Code.URBAN AND RURAL ECOSYSTEMSPolicy ES‐5.4Hillside Wildlife Migration Confine fencing on hillside property to the area around a building, rather than around an entire site, to allow for migration of wild animals.Community Development – PlanningNone Required Con.Not an action item. Implemented through the Municipal Code.URBAN AND RURAL ECOSYSTEMSPolicy ES‐5.5Recreation and Natural Vegetation Limit recreation in natural areas to activities compatible and appropriate with preserving natural vegetation, such as hiking, horseback riding, mountain biking and camping.Public Works – Park Improvement, Parks and Recreation ‐ Business Services and Outdoor Recreation & Youth DevelopmentNone Required Con.Not an action item. Implemented through the Capital Improvement Program and the Municipal Code.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentURBAN AND RURAL ECOSYSTEMSPolicy ES‐5.6Recreation and Wildlife Provide open space linkages within and between properties for both recreation and wildlife activities, most specifically for the benefit of wildlife that is threatened, endangered or designated as species of special concern.Community Development – Planning None Required Con.Not an action item. Reviewed in conjunction with project review.URBAN AND RURAL ECOSYSTEMSStrategy ES‐5.6.1Creek and Water Course Identification Require identification of creeks, water courses and riparian areas on site plans and require that they be protected from adjacent development.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.URBAN AND RURAL ECOSYSTEMSStrategy ES‐5.6.2Trail Easements Consider requiring easements for trail linkages if analysis determines that they are needed.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.MINERAL RESOURCESPolicy ES‐6.1Mineral Resource Areas Cooperatively work with Santa Clara County to ensure that plans for restoration and mining operations at Lehigh Hanson and Stevens Creek quarries consider environmental impacts and mitigations.City Manager; Public WorksNone Required Con.Not an action item. Comments and review conducted as and when projects are proposed.MINERAL RESOURCESStrategy ES‐6.1.1Public Participation Encourage Santa Clara County to engage with the affected neighborhoods when considering changes to restoration plans and mineral extraction activity.City Manager None Required Con.Not an action item. Comments and review conducted as and when projects are proposed.MINERAL RESOURCESStrategy ES‐6.1.2Recreation in Depleted Mining Areas Consider designating abandoned quarries for passive recreation to enhance plant and wildlife habitat and rehabilitate the land.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.WATERPolicy ES‐7.1Natural Water Bodies and Drainage Systems In public and private development use Low Impact Development (LID) principles to manage stormwater by mimicking natural hydrology, minimizing grading and protecting or restoring natural drainage systems.Public Works – Development Services, Capital Improvement Program and Environmental ProgramsGeneral Fund Con.Not an action item. Implemented through the Municipal Code.WATERStrategy ES‐7.1.1Public and Private Development Plans Continue to require topographical information; identification of creeks, streams and drainage areas; and grading plans with development proposals to ensure protection and efficient use of water resources.Community Development – Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWATERPolicy ES‐7.2Reduction of Impervious Surfaces Minimize stormwater runoff and erosion impacts resulting from development and use Low Impact Development (LID) designs to treat stormwater or recharge groundwater.Public Works – Development Services and Environmental ProgramsNone Required Con.Not an action item. Implemented through the Municipal Code. Implemented Hardscape Conversion Rebate Program in July 2019 through the Clean Water and Storm Protection Parcel Fee which passed by ballot measure in July 2019.WATERStrategy ES‐7.2.1Lot Coverage Consider updating lot coverage requirements to include paved surfaces such as driveways and on–grade pervious patios to incentivize the construction of pervious surfaces.Community Development – Planning; Public Works – Development Services and Environmental ProgramsGeneral Fund LRNo action has been taken with regard to this strategy. City will be working on a program to incentivize removal of impervious pavement on private property. In 2019,the Environmental Programs Division implemented the Hardscape Conversion Rebate Program for conversion of impervious driveways to permeable hardscape. Funding for the rebates is from the Clean Water and Storm Protection Parcel Fee adopted in July 2019. The 2019 California Green Building Standards, as well as Cupertinoʹs local green building ordinance contains measures that limit the amount of impervious surface area for projects seeking a building permit where applicable.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWATERStrategy ES‐7.2.2Pervious Walkways and DrivewaysEncourage the use of pervious materials for walkways and driveways. If used on public and quasi‐public property, mobility and access for the disabled should take precedence.Community Development – Planning; Public Works – Development Services and Environmental ProgramsNone Required Con.Not an action item. Reviewed in conjunction with project review. The City Council adopted the Green Infrastructure Plan in September 2019 which prioritizes design features of public CIP projects that promote stormwater retention, infiltration, and capture of pollution runoff.WATERStrategy ES‐7.2.3Maximize Infiltration Minimize impervious surface areas, and maximize on–site filtration and the use of on–site retention facilities.Public Works – Development Services and Environmental ProgramsNone Required Con.Not an action item. Implemented through the Municipal Code. Implemented Hardscape Conversion Rebate Program in July 2019 through the Clean Water and Storm Protection Parcel Fee which passed by ballot measure in July 2019.WATERPolicy ES‐7.3Pollution and Flow Impacts Ensure that surface and groundwater quality impacts are reduced through development review and voluntary efforts.Public Works – Development Services and Environmental ProgramsNone Required Con.Not an action item. Implemented through the Municipal Code.WATERStrategy ES‐7.3.1Development Review Require LID designs such as vegetated stormwater treatment systems and green infrastructure to mitigate pollutant loads and flows.Public Works – Development Services, Capital Improvement Program and Environmental ProgramsNone Required Con.Not an action item. Implemented through the Municipal Code.WATERStrategy ES‐7.3.2Creek Clean UpEncourage volunteer organizations to help clean creek beds to reduce pollution and help return waterways to their natural state.Public Works – Environmental ProgramsNone Required Con.Not an action item. Volunteer creek clean up activities organized and conducted twice per calendar year. WATERPolicy ES‐7.4Watershed Based PlanningReview long–term plans and development projects to ensure good stewardship of watersheds.Public Works – Environmental ProgramsNone Required Con.Implement through Strategies ES‐7.4.1, ES‐7.4.2 and ES‐7.4.3Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWATERStrategy ES‐7.4.1Storm Drainage Master Plan Develop and maintain a Storm Drainage Master Plan which identifies facilities needed to prevent “10–year” event street flooding and “100–year” event structure flooding and integrate green infrastructure to meet water quality protection needs in a cost effective manner.Public Works – Development Services and Environmental ProgramsGeneral Fund IMStorm Drainage Master Plan updated Jan 2019. The City Council adopted the Green Infrastructure Plan in September 2019. As Capital Improvement projects are developed, inclusion of stormwater retention features will be evaluated. WATERStrategy ES‐7.4.2Watershed Management Plans Work with other agencies to develop broader Watershed Management Plans to model and control the City’s hydrology.Public Works – Development Services and Environmental ProgramsNone Required Con.Not an action item. Onging coordination.WATERStrategy ES‐7.4.3DevelopmentReview development plans to ensure that projects are examined in the context of impacts on the entire watershed, in order to comply with the City’s non‐point source Municipal Regional Permit.Public Works – Development Services and Environmental ProgramsNone Required Con.Not an action item. Implemented through the Municipal Code.WATERPolicy ES‐7.5Groundwater Recharge SitesSupport the SCVWD efforts to find and develop groundwater recharge sites within Cupertino and provide public recreation where possible.Public Works – Development ServicesNone Required Con.Not an action item. Ongoing coordination.WATERPolicy ES‐7.6 Other Water Sources Encourage the research of other water sources, including water reclamation.City Manager ‐ Sustainability ProgramsNone Required LRCity has been working with SCVWD regarding the expansion of reclaimed water systems through Cupertino.WATERPolicy ES‐7.7Industrial Water RecyclingEncourage industrial projects in cooperation with the Cupertino Sanitary District, to have long–term conservation measures, including recycling equipment for manufacturing and water supplies in the plant.City Manager ‐ Sustainability ProgramsNone Required Con. Not an action item.WATERPolicy ES‐7.8Natural Water Courses Retain and restore creek beds, riparian corridors, watercourses and associated vegetation in their natural state to protect wildlife habitat and recreation potential and assist in groundwater percolation. Encourage land acquisition or dedication of such areas.Public Works – Capital Improvement Program and Development ServicesCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review.WATERStrategy ES‐7.8.1Inter–Agency Coordination Work with the SCVWD and other relevant regional agencies to enhance riparian corridors and provide adequate flood control by use of flow increase mitigation measures, such as hydromofication controls as established by the Municipal Regional Permit.Public Works – Development ServicesNone Required Con.Not an action item. Ongoing coordination and implementation through the Municipal Code.WATERPolicy ES‐7.9Inter–Agency Coordination for Water Conservation Continue to coordinate citywide water conservation and regional water supply problem solving efforts with the SCVWD, SJWC and CALWater.Public Works – Environmental Programs; City Manager – SustainabilityNone Required Con.Not an action item. Ongoing coordination.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWATERStratey ES‐7.9.1Water Conservation Measures Implement water conservation measures and encourage the implementation of voluntary water conservation measures from the City’s water retailers and SCVWD.Public Works – Environmental Programs; City Manager – Sustainability, Community Development – PlanningGeneral Fund Con.Not an action item. Ongoing education/ coordination.WATERPolicy ES‐7.10Public Education Regarding Resource Conservation Provide public information regarding resource conservation.Public Works – Environmental Programs; City Manager – SustainabilityGeneral Fund Con.Not an action item. Ongoing education/ coordination.WATERPolicy ES‐7.10.1 Outreach Continue to send educational information and notices to households and businesses with water prohibitions, water allocations and conservation tips. Continue to offer featured articles in the Cupertino Scene and Cupertino Courier. Consider providing Public Service Announcements on the City’s Channel and Cupertino Radio.Public Works – Environmental Programs; City Manager – SustainabilityGeneral Fund Con.Not an action item. Ongoing education/ coordination.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWATERPolicy ES‐7.10.2Demonstration Gardens Consider including water–wise demonstration gardens in some parks where feasible as they are re–landscaped or improved using drought tolerant native and non–invasive, and non–native plants.Public Works – Capital Improvement Program, Environmental Programs, and Service CenterCapital Improvement FundCon.Not an action item. Ongoing education/ coordination. Implemented at City Hall. The Cityʹs demonstration garden at City Hall is an educational resource for citizens interested in providing natural and drought‐resistent landscaping for their own property. The garden also saves the City significant water and maintenance expense. Sustainability division staff also promotes regional incentive programs to remove turf and replace with native landscaped alternatives. A ribbon cutting was hosted at City Hall for this demonstration garden in August 2019, and the City Staff created an online portal to increase the educational value of this resourse. cupertino.org/demogardenWATERPolicy ES‐7.11Water Conservation and Demand Reduction Measures Promote efficient use of water throughout the City in order to meet State and regional water use reduction targets.Public Works – Environmental Programs and Service Center; City Manager – SustainabilityGeneral Fund Con.Ongoing implementation of State and Regional intitatives regarding water conservation, as well as education/ coordination. Developed pilot programs such as the City Hall demonstration garden and the Climate Victory Gardens direct‐install program.WATERStrategy ES‐7.11.1Urban Water Management Plan Collaborate with water retailers serving the City in the preparation of their Urban Water Management Plan, including water conservation strategies and programs.Public Works – Environmental Programs, Service CenterNone Required Con.Not an action item. Ongoing coordination.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWATERSrategy ES‐7.11.2Water Conservation Standards Comply with State water conservation standards by either adopting the State standards or alternate standards that are equally efficient.Public Works – Environmental Programs and Service Center; Community Development – BuildingGeneral Fund IMAction completed. The City of Cupertino adopted the 2019 update to the California Green Building Standards code, which contains mandatory measures for water conservation both inside buildings and in exterior landscaped areas. WATERStrategy ES‐7.11.3Recycled Water System Continue to work with water retailers to promote and expand the availability of recycled water in the City for public and private use.Public Works – Development ServicesNone Required Con.Not an action item. City has been working with SCVWD regarding the expansion of reclaimed water systems through Cupertino.WATERStrategy ES‐7.11.4Recycled Water in Projects Encourage and promote the use of recycled water in public and private buildings, open space and streetscape planting.Public Works – Development Services, Capital Improvement Program and Park ImprovementNone Required Con.Not an action item. Reviewed in conjunction with project review.WATERStrategy ES‐7.11.5On–site Recycled Water Encourage on‐site water recycling including rainwater harvesting and gray water use.Public Works – Development Services, Environmental Services, Capital Improvement Program and Park Improvement; City Manager – Sustainability Programs None Required Con.Not an action item. Reviewed in conjunction with project review.WATERStrategy ES‐7.11.6Water Conservation Programs Benchmark and continue to track the City’s public and private municipal water use to ensure ongoing accountability and as a means of informing prioritization of future agency water conservation projects.City Manager – Sustainability ProgramsGeneral Fund Con.Majority of large landscape accounts are in WaterFluence software which sets a water budget and reports for grounds team. Golf Course is a notable exception which is being addressed by Sustainability staff.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWATERStrategy ES‐7.11.7Green Business Certification and Water Conservation Continue to support the City’s Green Business Certification goals of long–term water conservation within City facilities, vegetated stormwater infiltration systems, parks and medians, including installation of low–flow toilets and showers, parks, installation of automatic shut–off valves in lavatories and sinks and water efficient outdoor irrigation.Public Works – Environmental Services, Service Center, Capital Improvement Program, City Manager – Sustainability Programs, Community DevelopmentGeneral Fund Con.Not an action item. Ongoing implementation through the Capital Improvement Program and Development Review and through the Cityʹs Green Business Program.REGIONAL COORDINATIONPolicy HS ‐ 1.1Regional Hazard Risk Reduction PlanningCoordinate with Santa Clara County and local agencies to implement the Multi‐Juridictional Local Hazard Mitigation Plan (LHMP) for Santa Clara County. City Manager – Emergency ServicesNone Required Con.Not an action item. Cupertino coordinates with Santa Clara County OEM, who provides technical advice and support for implementation of the LHMP through monthly general meetings, as well as periodic LHMP specific trainings and guidance.REGIONAL COORDINATIONStrategy HS ‐ 1.1.1Monitoring and Budgeting Monitor and evaluate the success of the LHMP, including local strategies provided in Cupertino Annex (Section 11). Working with Santa Clara County, ensure that strategies are prioritized and implemented through the CIP and provide adequate budget for on–going programs and department operations. City Manager – Emergency ServicesNone Required Con.Santa Clara County OEM contracts with a specialist to support both County and jurisdictional prioritization and implementation of strategies, and tracking of the program. CIP and budget are responsibility of each jurisdiction.REGIONAL COORDINATIONStrategy HS ‐ 1.1.2Mitigation Incorporation Ensure that mitigation actions identified in the LHMP are being incorporated into upcoming City sponsored projects, where appropriate. City Manager – Emergency ServicesGeneral Fund Con.Not an action item. Santa Clara County OEMʹs strategic vision embraces the ʺWhole Communityʺ philosophy; providing each jurisdiction with on‐ going opportunity to engage in the LHMP process. Cupertino takes full advantage of these processes and is typically ʹat the tableʹ providing city‐level support, review, and feedback.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentREGIONAL COORDINATIONStrategy HS‐1.1.3Hazard Mitigation Plan Amendments and Updates Support Santa Clara County in its role as the lead agency that prepares and updates the LHMP. City Manager – Emergency ServicesGeneral Fund Con.Not an Action Item. Ongoing coordination occuring. The Sustainable Communities Strategy (SCS) is in the process of being updated by MTC/ABAG. This document is considering support for sea walls and levees to protect the low levels in the Valley which would help protect infrastructure that provides services to Cupertino such as water treatment plant and land fills.REGIONAL COORDINATIONPolicy HS ‐ 1.2Sea Level Rise Protection Ensure all areas in Cupertino are adequately protected for the anticipated effects of sea level rise.Public Works – Development Services and Capital Improvement ProgramGeneral Fund Con.Not an Action Item. Ongoing coordination occuring.REGIONAL COORDINATIONStrategy HS‐1.2.1Monitor Rising Sea Level Regularly coordinate with regional, state, and federal agencies on rising sea levels in the San Francisco Bay and major tributaries to determine if additional adaptation strategies should be implemented to address flooding hazards. This includes monitoring FEMA flood map updates to identify areas in the City susceptible to sea level rise, addressing changes to state and regional sea and Bay level rise estimates, and coordinating with adjacent municipalities on flood control improvements as appropriate.Public Works – Development ServicesNone Con.Not an Action Item. Ongoing coordination occuring.REGIONAL COORDINATIONStrategy HS ‐ 1.2.2Flood Insurance Rate Maps Provide to the public, as available, up–to–date Flood Insurance Rate Maps (FIRM) that identify rising sea levels and changing flood conditions.Public Works – Development ServicesGeneral Fund Con.Not an Action Item. Ongoing coordination occuring.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentEMERGENCY PREPAREDNESSPolicy HS ‐ 2.1Promote Emergency Preparedness Distribute multi–hazard emergency preparedness information for all threats identified in the emergency plan. Information will be provided through Cardiopulmonary Resuscitation (CPR), First Aid and Community Emergency Response Team (CERT) training, lectures and seminars on emergency preparedness, publication of monthly safety articles in the Cupertino Scene, posting of information on the Emergency Preparedness website and coordination of video and printed information at the library.City Manger – Emergency Services General Fund Con.CPR, First Aid, and CERT classes provided by the Santa Clara County Fire Department (SCCFD). CERT training is communal for the seven cities served by SCCFD. The Cupertino Scene continues to feature articles on emergency preparedness, public safety, and community awareness. The Scene’s calendar section highlights upcoming emergency preparedness classes and events. Printed material is maintained in the lobby of City Hall and Quinlan CenterEMERGENCY PREPAREDNESSPolicy HS ‐ 2.2Emergency Operations and Training Ensure ongoing training of identified City staff on their functions/ responsibilities in the EOC and in disaster preparedness, first aid and CPR.City Manger – Emergency Services General Fund Con.Not an action item. Staff are trained every two years in CPR, with first aid training for Public Works. Staff is working on providing first aid training to all staff. EOC staff receive EOC training from the County and the City has started customized trainings in‐house as well.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentEMERGENCY PREPAREDNESSStrategy HS ‐ 2.2.1Emergency Operations Center (EOC) Review options to provide functional and seismic upgrades to the EOC facility at City Hall or explore alternative locations for the EOC.Public Works – Capital Improvement ProgramGeneral Fund LRCity Hall building is seismically deficient and does not meet “essential services” standards that are desired for an EOC. Schedule to improve the building to this standard is unknown. EOC functionality build‐out is continuing, including upgrading monitors, IT systems support improvements, replacement of chairs with safer alternatves, and evaluating replacement tables. Recent remodeling at the Service Center will make it more functional as the alternate site for the EOC.EMERGENCY PREPAREDNESSStrategy HS ‐ 2.2.2Employee Training Conduct regular exercises and participate in regional exercises to ensure that employees are adequately trained.City Manager – Emergency Services General Fund Con.Not an action item. The EOC partially exercises in accompaniment with the annual County EOC exercise (itself often part of a Bay Area regional exercise). With the turnover of senior staff and EOC staff, initial training is occuring to lead up to a City EOC exercise.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentEMERGENCY PREPAREDNESSPolicy HS ‐ 2.3 Volunteer Groups Continue to encourage the ongoing use of volunteer groups to augment emergency services, and clearly define responsibilities during a local emergency.City Manager – Emergency Services None Required Con.Not an action item. Continue to support the Cupertino Citizen Corps (CCC) volunteer program and provide trainings and exercises. CCC helps build the Cityʹs response capabilities and designed to integrate with other City resources as appropriate. For example, CCC integrated with City employees during Public Safety Power Shutoff (PSPS) informational canvassing efforts in Oct. ʹ19EMERGENCY PREPAREDNESSStrategy HS ‐ 2.3.1Cupertino Citizen Corps Continue to support the Cupertino Amateur Radio Emergency Services (CARES), Community Emergency Response Team (CERT) and Medical Reserve Corp (MRC) programs to ensure the development of neighborhood based emergency preparedness throughout the City. Encourage ongoing cooperation with CERTs in other cities.City Manager – Emergency Services General Fund Con.Not an action item. The City supports training and resource requests from Cupertino Citizen Corps expanding coordination and communications capability during a disaster. CERT participates in countywide projects and exercises and regularly attends countywide CERT Leadership Team (CCLT) meetings. CARES regularly atends SCC RACES trainings, leadership meetings, and regular commnication exercises. MRC participates in regular trainings and City exercises.EMERGENCY PREPAREDNESSStrategy HS ‐ 2.3.2Community Groups Continue pre–disaster agreements with appropriate community groups to provide specified post–disaster assistance, through the Emergency Service Coordinator and with the advice of the City Attorney.City Manager – Emergency Services General Fund Con.Not an action item. The City continues to partner with community groups as appropriate such as the Red Cross and CADRE.EMERGENCY PREPAREDNESSStrategy HS ‐ 2.3.3American Red Cross Continue to implement the American Red Cross agreements under the direction of the Director of Emergency Services during a disaster.City Manager – Emergency Services General Fund Con.Not an action item. The City continues to implement agreements with the American Red Cross.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentEMERGENCY PREPAREDNESSStrategy HS ‐ 2.3.4Shelter Provisions Continue the agreement with designated shelter sites to provide space for emergency supply containers.City Manager – Emergency Services General Fund Con.Not an action item. Existing shelter site agreements remain in place. The storage container and supplies are in place at Quinlan Community CenterEMERGENCY PREPAREDNESSStrategy HS ‐ 2.3.5Amateur Radio Operators Continue to support training and cooperation between the City and Cupertino Amateur Radio Emergency Service (CARES) to prepare for emergency communications needs.City Manager – Emergency Services General Fund Con.Not an action item. Training opportunities focused around City events such as annual 5K runs, 4th of July event, and various festivals. Response during Public Safety Power Shutoff (PSPS) events in Oct. ʹ19 demonstrated coordination between City employees and CCC (CARES, CERT, etc.).EMERGENCY PREPAREDNESSPolicy HS ‐ 2.4Emergency Public Information Maintain an Emergency Public Information program to be used during emergency situations.City Manager – Emergency Services General Fund Con.Not an action item. City Communications has asystem in place. Developing an emergencycommunications annex to the EmergencyOperations Base Plan (EOP) is a priority for OES inFY 20/21EMERGENCY PREPAREDNESSStrategy HS ‐ 2.4.1Communication Methods Use the local TV channel, Cupertino Alert System (CAS), the Internet and other communication methods to transmit information to the citizenry.City Manager – Emergency Services General Fund Con.This is not an action item. Preparednessinformation is published on tranditional mediaand social media platforms. During periods ofemergency and alert, these notifications increase.An emergency communications annex is indevelopment to include the variouscommunicationmethods.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentEMERGENCY PREPAREDNESSStrategy HS ‐ 2.4.2Public Information Office Activate the Public Information in coordination with the Sheriff and the Fire Department to provide accurate information to the public as needed.City Manager – Emergency Services General Fund Con.Not an action item. This is coordinated by SCC Office of Emergency Management (OEM) during periods of concern. OEM hosts conference calls, which are used in part to coordinate public information between the participants, including the Sheriffʹs Office, the Fire Department, and Cupertiono OES.EMERGENCY PREPAREDNESSPolicy HS ‐ 2.5Disaster Medical Response Continue to coordinate with the appropriate County agencies and local emergency clinics to ensure preparedness and provide disaster medical response. Coordinate with the CERT member throughout the City to ensure that they are prepared to provide emergency support and first aid at the neighborhood level.City Manager – Emergency Services General FundThis is not an action item. The City continues to coordinate with County Emergency Medical Services and the County Public Health Department for awareness of their systems and capabilities to provide disaster medical response. Existing plans on getting response requests to County dispatch in the case of a total communcations (telephone, mobile phone, etc.) outage. Citizen Corps members are provided refresher first aid training. This training is practiced during City public service events (the 5K runs, Fourth of July, various festivals, etc.).Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentEMERGENCY PREPAREDNESSStrategy HS ‐ 2.5.1Memorandum of Understanding (MOU) Develop a MOU with local emergency clinics. The County’s role and involvement in emergencies should be considered in development of the MOU.City Manager – Emergency Services General Fund Con.This is not an action item. Although there are ʹfree‐ standingʹ physician offices in the City, there are no known public emergency medical clinics in the City. Long‐term care facilities, and any companion medical components, are coordinated through, and supported by, the County Emergency Medical Services Agency and the County Public Health DepartmentEMERGENCY PREPAREDNESSPolicy HS ‐ 2.6Military Facilities and Readiness Consider the impact of development on neighboring military facilities and maintain military airspace to ensure military readiness.Community Development – PlanningGeneral Fund Con.There are no abutting military facilities or airspace over Cupertino.FIRE SAFETYPolicy HS ‐ 3.1Regional Coordination Coordinate wildland fire prevention efforts with adjacent jurisdictions. Encourage the County and the Midpeninsula Open Space District to implement measures to reduce fire hazards, including putting into effect the fire reduction policies of the County Public Safety Element, continuing efforts in fuel management, and considering the use of “green” fire break uses for open space lands.Santa Clara County Fire General Fund Con.The City participates in the Countyʹs Weed Abatement program to ensure fire safetyFIRE SAFETYPolicy HS ‐ 3.2 Early Project Review Involve the Fire Department in the early design stage of all projects requiring public review to assure Fire Department input and modification as needed.Community Development – Building and Planning; Santa Clara County FireGeneral Fund Con.Not an action item. Ongoing coordination.FIRE SAFETYPolicy HS ‐ 3.3 Emergency Access Ensure adequate emergency access is provided for all new hillside development.Santa Clara County Fire; Community Development – BuildingNone Required Con.Not an action item.Reviewed in conjunction with project review.FIRE SAFETYStrategy HS ‐ 3.3.1Roadway Design Create an all–weather emergency road system to serve rural areas.Public Works – Development Services and Capital Improvement Program; Santa Clara County FireGeneral Fund Con.Not an action item. Reviewed in conjunction with project review.FIRE SAFETYStrategy HS ‐ 3.3.2Dead–End Street AccessAllow public use of private roadways during an emergency for hillside subdivisions that have dead–end public streets longer than 1,000 feet or find a secondary means of access.Santa Clara County Fire; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.FIRE SAFETYStrategy HS ‐ 3.3.3Hillside Access Routes Require new hillside development to have frequent grade breaks in access routes to ensure a timely response from fire personnel.Santa Clara County Fire; Public Works – Development Services None Required Con.Not an action item. Reviewed in conjunction with project review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentFIRE SAFETYStrategy HS ‐ 3.3.4Hillside Road Upgrades Require new hillside development to upgrade existing access roads to meet Fire Code and City standards.Santa Clara County Fire; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.FIRE SAFETYPolicy HS ‐ 3.4Private Residential Electronic Security Gates Discourage the use of private residential electronic security gates that act as a barrier to emergency personnel.Community Development – PlanningNone Required Con.Not an action item. Implemented through the Municipal Code.FIRE SAFETYStrategy HS ‐ 3.4.1Location Require a fence exception for electronic security gates in certain areas.Community Development – PlanningNone Required Con.Not an action item. Implemented through the Municipal Code.FIRE SAFETYStrategy HS ‐ 3.4.2Access to Gates Where electronic security gates are allowed, require the installation of an approved key switch to be accessed by the Fire District.Community Development – Building; Santa Clara County FireNone Required Con.Not an action item. Implemented through the Municipal Code.FIRE SAFETYPolicy HS ‐ 3.5Commercial and Industrial Fire Protection Guidelines Coordinate with the Fire Department to develop new guidelines for fire protection for commercial and industrial land uses.Community Development – BuildingGeneral Fund Con.Not an action item. Implemented through the Municipal and Fire Code.FIRE SAFETYPolicy HS ‐ 3.6Fire Prevention and Emergency Preparedness Promote fire prevention and emergency preparedness through city–initiated public education programs, the government television channel, the government television channel, the Internet, and the Cupertino Scene.City Manager – Emergency ServicesGeneral Fund Con.Not an action item. There is coordinated public education of life safety conducted by the City, including Personal Emergency Preparedness classes. Some information is also provided on the City radio station (1670 AM). The Scene periodically features articles regarding emergency preparedness and fire safety.FIRE SAFETYPolicy HS ‐ 3.7 Multi–Story Buildings Ensure that adequate fire protection is built into the design of multi–story buildings and require on–site fire suppression materials and equipment.Santa Clara County Fire; Community Development – BuildingGeneral Fund Con.Not an action item. Implemented throught the Municipal and Fire Codes.FIRE SAFETYPolicy HS ‐ 3.8Extension of Water Service Encourage the water companies to extend water service into the hillside and canyon areas and encourage cooperation between water utility companies and the Fire Department in order to keep water systems in pace with growth and firefighting service needs.Santa Clara County Fire; Community Development – BuildingGeneral Fund Con.Not an action item. Reviewed in conjunction with project review.PUBLIC SAFETYPolicy HS ‐ 4.1Neighborhood Awareness Programs Continue to support the Neighborhood Watch Program and other similar programs intended to help neighborhoods prevent crime through social interaction.City Manager – Public AffairsGeneral Fund Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentPUBLIC SAFETYPolicy HS ‐ 4.2Crime Prevention Through Building and Site Design Consider appropriate design techniques to reduce crime and vandalism when designing public spaces and reviewing development proposals.Public Works – Capital Improvement Program and Park Improvement; Community Development – PlanningCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review.PUBLIC SAFETYStrategy HS ‐ 4.2.1Perimeter Roads for Parks Encircle neighborhood parks with a public road to provide visual accessibility whenever possible.Public Works – Capital Improvement Program and Park ImprovementCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review.PUBLIC SAFETYStrategy HS ‐ 4.2.2Development Review Continue to request County Sheriff review and comment on development applications for security and public safety measures.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.PUBLIC SAFETYPolicy HS ‐ 4.3 Fiscal Impacts Recognize fiscal impacts to the County Sheriff and City of Cupertino when approving various land use mixes.Community Development – Planning and City Manager – Economic DevelopmentNone Required Con.Not an action item. Reviewed in conjunction with project review.GEOLOGIC AND SEISMIC HAZARDSPolicy HS ‐ 5.1Seismic and Geologic Review ProcessEvaluate new development proposals within mapped potential hazard zones using a formal seismic/geologic review process. Use Table HS ‐ 3 of this Element to determine the level of review required.Community Development – Building and Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.GEOLOGIC AND SEISMIC HAZARDSStrategy HS ‐ 5.1.1Geotechnical and Structural Analysis Require any site with a slope exceeding 10% to reference the Landslide Hazard Potential Zone maps of the State of California for all required geotechnical and structural analysis.Community Development – Building and Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.GEOLOGIC AND SEISMIC HAZARDSStrategy HS ‐ 5.1.2Residential Upgrades Require that any residential facility, that is being increased more than 50% assessed value or physical size, conform to all provisions of the current building code throughout the entire structure. Owners of residential buildings with known structural defects, such as un–reinforced garage openings, “soft first story” construction, unbolted foundations, or inadequate sheer walls are encouraged to take steps to remedy the problem and bring their buildings up to the current building code.Community Development – Building and PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.GEOLOGIC AND SEISMIC HAZARDSStrategy HS ‐ 5.1.3Geologic Review Continue to implement and update geologic review procedures for Geologic Reports required by the Municipal Code through the development review process.Community Development – Building and Planning; Public Works – Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.GEOLOGIC AND SEISMIC HAZARDSPolicy HS ‐ 5.2Public Education on Seismic Safety Reinforce the existing public education programs to help residents minimize hazards resulting from earthquakes.City Manager – Emergency ServicesGeneral Fund Con.Not an action item. Ongoing coordination/ education.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentGEOLOGIC AND SEISMIC HAZARDSStrategy HS ‐ 5.2.1Covenant on Seismic Risk Require developers to record a covenant to tell future residents in high–risk areas about the risk and inform them that more information is in City Hall records. This is in addition to the State requirement that information on the geological report is recorded on the face of subdivision maps.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.GEOLOGIC AND SEISMIC HAZARDSStrategy HS ‐ 5.2.2Emergency Preparedness Publish and promote emergency preparedness activities and drills. Use the City social media, and the website to provide safety tips that may include identifying and correcting household hazards, knowing how and when to turn off utilities, helping family members protect themselves during and after an earthquake, recommending neighborhood preparation activities, and advising residents to maintain an emergency supply kit containing first–aid supplies, food, drinking water and battery operated radios and flashlights.City Manager – Emergency ServicesGeneral Fund Con.Not an action item. Presented in PersonalEmergency Preparedness classes offered by theCityʹs Office of Emergency Services. Distributionof printed materials in the lobby of City Hall andon the City website.GEOLOGIC AND SEISMIC HAZARDSStrategy HS ‐ 5.2.3Neighborhood Response Groups Encourage participation in CERT training. Train neighborhood groups to care for themselves during disasters. Actively assist in neighborhood drills and safety exercises to increase participation and build community support.City Manager – Emergency ServicesGeneral Fund Con.Not an action item. The Santa Clara County FireDepartment provides CERT training forcommunity members. When requested byneighborhood groups, Cupertinoʹs Office ofEmergency Services will present preparednessinformation and support, including exercises. Thiswould include the Block LeaderProgram.GEOLOGIC AND SEISMIC HAZARDSStrategy HS ‐ 5.2.4Dependent Populations As part of community–wide efforts, actively cooperate with State agencies that oversee facilities for persons with disabilities and those with access and functional needs, to ensure that such facilities conform to all health and safety requirements, including emergency planning, training, exercises and employee education.City Manager – Emergency ServicesGeneral Fund Con.Not an action item. As situations arise, the City cooperates with State agencies overseeing facilities for those with disabilities and access and functional needs.GEOLOGIC AND SEISMIC HAZARDSStrategy HS ‐ 5.2.5Foreign Language Emergency Information Obtain translated emergency preparedness materials and make them available to appropriate foreign language populations.City Manager – Emergency ServicesGeneral Fund Con.Not an action item. Foreign language emergencypreparedness information is available. During anemergency, the City has the ability to translatematerials and can also receive translation supportfrom the County..Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentHAZARDOUS MATERIALSPolicy HS ‐ 6.1Hazardous Materials Storage and Disposal Require the proper storage and disposal of hazardous materials to prevent leakage, potential explosions, fire or the release of harmful fumes. Maintain information channels to the residential and business communities about the illegality and danger of dumping hazardous material and waste in the storm drain system or in creeks.Public Works – Environmental Programs; Santa Clara County FireGeneral Fund Con.Not an action item. Reviewed in conjunction with project review. Ongoing coordination/ education.HAZARDOUS MATERIALSPolicy HS ‐ 6.2Proximity of Residents to Hazardous Materials Assess future residents’ exposure to hazardous materials when new residential development or sensitive populations are proposed in existing industrial and manufacturing areas. Do not allow residential development or sensitive populations if such hazardous conditions cannot be mitigated to an acceptable level of risk.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.HAZARDOUS MATERIALSPolicy HS ‐ 6.3Electromagnetic Fields (EMF) Ensure that projects meet Federal and State standards for EMF emissions through development review.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.HAZARDOUS MATERIALSPolicy HS ‐ 6.4 Educational Programs Continue to encourage residents and businesses to use non– and less– hazardous products, especially less toxic pest control products, to slow the generation of new hazardous waste requiring disposal through the county–wide program.Public Works – Environmental Programs and Service CenterGeneral Fund Con.Not an action item. Ongoing implementation.HAZARDOUS MATERIALSPolicy HS ‐ 6.5Hazardous Waste Disposals Continue to support and facilitate, for residences and businesses, a convenient opportunity to properly dispose of hazardous waste.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing implementation. In January 2019, the Cityʹs door to door Household Hazardous Waste (HHW) Program disolved and residents were redirected to utilize the Countyʹs HHW drop‐off program. HAZARDOUS MATERIALSStrategy HS ‐ 6.5.1Partner on Hazardous Waste Collection and Disposal Continue to explore efficient, economical and convenient ways to offer Household Hazardous Waste collection for residents in partnership with the Solid Waste contractor or the County.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing implementation.HAZARDOUS MATERIALSStrategy HS ‐ 6.5.2Educational Materials Publish educational materials about the program in the Cupertino Scene, City website, and brochures that are distributed throughout the community.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination/ education.FLOODINGPolicy HS ‐ 7.1 Evacuation Map Prepare and update periodically an evacuation map for the flood hazard areas and distribute it to the general public.Public Works – Development Services and Service CenterGeneral Fund Con.Evacuation Map and Street signage has been prepared and installed. Ongoing evaluation is occuring.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentFLOODINGPolicy HS ‐ 7.2Emergency Response to Dam Failure Ensure that Cupertino is prepared to respond to a potential dam failure.City Manager – Emergency Services; Public WorksGeneral Fund Con.Implemented through Strategies HS‐7.2.1 and HS‐ 7.2.2. The Stevens Creek Dam Failure Plan was adopted in 2012 and a comprehensive network of flood evacuation signs were placed in late 2014 on streets that would be impacted from a dam failure.FLOODINGStrategy HS ‐7.2.1Emergency and Evacuation Plan Maintain and update a Stevens Creek Dam Failure Plan, including alert, warning and notification systems and appropriate signage.City Manager – Emergency Services General Fund IMAction completed. Adopted in 2012. Online at: https://www.cupertino.org/home/showdocument? id=7424. Alert, warning, notification are major components of these plans.FLOODINGStrategy HS ‐7.2.2Inter–agency Cooperation Continue to coordinate dam–related evacuation plans and alert/notification systems with the City of Sunnyvale, the SCVWD and Santa Clara County to ensure that traffic management between the agencies facilities life safety. Also work with other neighboring cities to enhance communication and coordination during a dam–related emergency. City Manager – Emergency ServicesGeneral Fund Con.Not an action item. The Santa Clara Valley Water District is scheduled to revise its Stevens Creek Dam Emergency Plan in 2020. This will facilitate updating the Cityʹs Dam Failure Plan, as well as the coordination with SCVWD on dam damage survey efforts.FLOODINGPolicy HS ‐ 7.3Existing Non–Residential Uses in the Flood Plain Allow commercial and recreational uses that are now exclusively within the flood plan to remain in their present use or to be used for agriculture, provided it does not conflict with Federal, State and regional requirements.Public Works – Development Services; Community Development – PlanningNone Required Con. Not an action item.FLOODINGPolicy HS ‐ 7.4Construction in Flood Plains Continue to implement land use, zoning and building code regulations limiting new construction in the already urbanized flood hazard areas recognized by the Federal Flood Insurance Administrator.Community Development – PlanningGeneral Fund Con. Not an action item.FLOODINGStrategy HS ‐ 7.4.1Dwellings in Flood Plains Discourage new residential development in regulated flood plains. Regulate all types of redevelopment in natural flood plains. This includes discouraging fill materials and obstructions that may increase flood potential or modify the natural riparian corridors.Public Works – Development ServicesNone Required Con.Not an action item. Information provided to property owners/ applicants as needed.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentFLOODINGStrategy HS ‐ 7.4.2Description of Flood Zone Regulation Continue to maintain and update a map of potential flood hazard areas and a description of flood zone regulations on the City’s website.Public Works – Development ServicesGeneral Fund Con. Ongoing coordination/ education.FLOODINGStrategy HS ‐ 7.4.3National Flood Insurance Program Community Rating System Continue to participate in the National Flood Insurance Program (NFIP) Community Rating System (CRS).Public Works – Development ServicesGeneral Fund Con. Ongoing coordination.FLOODINGPolicy HS ‐ 7.5 Hillside Grading Restrict the extent and timing of hillside grading operations to April through October except as otherwise allowed by the City. Require performance bonds during the remaining time to guarantee the repair of any erosion damage. Require planting of graded slopes as soon as practical after grading is complete.Public Works – Development ServicesNone Required Con.Not an action item. Implemented through the Municipal Code.FLOODINGPolicy HS ‐ 7.6Stability of Existing Water Storage Facilities Assure the structural integrity of water storage facilities.Public Works – Capital Improvement ProgramGeneral Fund Con. Not an action item.FLOODINGStrategy HS ‐ 7.6.1Coordination with other Agencies Work closely with the San Jose Water Company and owners of other water storage facilities to develop and implement a program to monitor the stability of all existing water storage facilities and related improvements, such as: distribution lines, connections and other system components.Public Works – Capital Improvement ProgramGeneral Fund Con.Not an action item. Ongoing coordination.NOISEPolicy HS ‐ 8.1Land Use Decision Evaluation Use the Land Use Compatibility for Community Noise Environments chart, the Future Noise Contour Map (see Figure D‐1 in Appendix D) and the City Municipal Code to evaluate land use decisions.Community Development – PlanningNone Required Con. Not an action item.NOISEPolicy HS ‐ 8.2Building and Site Design Minimize noise impacts through appropriate building and site design.Community Development – Planning and BuildingNone Required Con.Not an action item. Implemented through the Municipal Code.NOISEStrategy HS ‐ 8.2.1Commercial Delivery Areas Locate delivery areas for new commercial and industrial developments away from existing or planned homes.Community Development – Planning and BuildingNone Required Con.Not an action item. Reviewed in conjunction with project review.NOISEStrategy HS ‐ 8.2.2Noise Control TechniquesRequire analysis and implementation of techniques to control the effects of noise from industrial equipment and processes for projects new low‐intensity residential uses.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.NOISEStrategy HS ‐ 8.2.3Sound Wall Requirements Exercise discretion in requiring sound walls to be sure that all other measures of noise control have been explored and that the sound wall blends with the neighborhood. Sound walls should be designed and landscaped to fit into the environment.Community Development – PlanningNone Required Con.Not an action item. Reviewed in conjunction with project review.NOISEPolicy HS ‐ 8.3Construction and Maintenance Activities Regulate construction and maintenance activities. Establish and enforce reasonable allowable periods of the day, during weekdays, weekends and holidays for construction activities. Require construction contractors to use the best available technology to minimize excessive noise and vibration from construction equipment such as pile drivers, jack hammers, and vibratory rollers.Community Development – Planning and BuildingGeneral Fund Con.Not an action item. Implemented through the Municipal Code.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentNOISEPolicy HS ‐ 8.4Freeway Design and Neighborhood Noise Ensure that roads and development along Highway 85 and Interstate 280 are designed and improved in a way that minimizes neighborhood noise.Public Works – Transportation and Development ServicesCapital Improvement Fund; General FundCon.Not an action item. Reviewed in conjunction with project review.NOISEPolicy HS ‐ 8.5 Neighborhoods Review residents’ needs for convenience and safety and prioritize them over the convenient movement of commute or through traffic where practical.Public Works – TransportationCapital Improvement FundCon.Not an action item. Reviewed with project review/ Capital Improvement Program.NOISEPolicy HS ‐ 8.6Traffic Calming Solutions to Traffic Noise Evaluate solutions to discourage through traffic in neighborhoods through enhanced paving and modified street design.Public Works – TransportationCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.NOISEStrategy HS ‐ 8.6.1Local Improvement Modify street design to minimize noise impact to neighbors.Public Works – TransportationCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.NOISEPolicy HS ‐ 8.7Reduction of Noise from Trucking Operations Work to carry out noise mitigation measures to diminish noise along Foothill and Stevens Creek Boulevards from the quarry and cement plant trucking operations. These measures include regulation of truck speed, the volume of truck activity, and trucking activity hours to avoid late evening and early morning. Alternatives to truck transport, specifically rail, are strongly encouraged when feasible.Public Works – TransportationGeneral Fund Con.Not an action item. Ongoing coordination/ implementation.NOISEStrategy HS ‐ 8.7.1Restrictions in the County’s Use Permit Coordinate with the County to restrict the noise of trucks, their speed and noise levels along Foothill and Stevens Creek Boulevards, to the extent allowed in the Use Permit. Ensure that restrictions are monitored and enforced by the County.Public Works – TransportationGeneral Fund Con.Not an action item. Ongoing coordination/ implementation.NOISEStrategy HS ‐ 8.7.2Road Improvements to Reduce Truck Impacts Consider road improvements such as medians, landscaping, noise attenuating asphalt, and other methods to reduce quarry truck impacts.Public Works – TransportationGeneral Fund con.Not an action item. Ongoing coordination/ implementation.CITYWIDE INFRASTRUCTUREPolicy INF ‐ 1.1Infrastructure Planning Upgrade and enhance the City’s infrastructure through the City’s Capital Improvement Program (CIP) and requirements for development.Public Works – Capital Improvement ProgramGeneral Fund Con.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.CITYWIDE INFRASTRUCTUREStrategy INF ‐ 1.1.1Capital Improvement Program Ensure that CIP projects reflect the goals and policies identified in Community Vision 2040.Public Works – Capital Improvement ProgramGeneral Fund Con.Not an action item. Planning Commission reviewed the FY19/20 Capital Imp. Program and found that there was one exception ‐ parkland acquisition. However, the Council found the Capital Imp. Program to be in conformance with the General Plan.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentCITYWIDE INFRASTRUCTUREStrategy INF ‐ 1.1.2Design Capacity Ensure that public infrastructure is designed to meet planned needs and to avoid the need for future upsizing. Maintain a balance between meeting future growth needs and over–sizing of infrastructure to avoid fiscal impacts or impacts to other goals.Public Works – Capital Improvement Program, Development Services and TransportationGeneral Fund, GrantsCon.Not an action item. Ongoing coordination/ implementation.CITYWIDE INFRASTRUCTUREStrategy INF ‐ 1.1.3Coordination Require coordination of construction activity between various providers, particularly in City facilities and rights–of–way, to ensure that the community is not unnecessarily inconvenienced. Require that providers maintain adequate space for all utilities when planning and constructing their infrastructure.Public Works – Development ServicesGeneral Fund, GrantsCon.Not an action item. Ongoing coordination.CITYWIDE INFRASTRUCTUREPolicy INF ‐ 1.2 Maintenance Ensure that existing facilities are maintained to meet the commuity’s needs.Public Works – Service CenterGeneral Fund, GrantsCon.Not an action item. Implemented through the Capital Improvement Program, Engineering and maintenance activities.CITYWIDE INFRASTRUCTUREPolicy INF ‐ 1.3 Coordination Coordinate with utility and service providers to ensure that their planning and operations meet the City’s service standards and future growth.Public Works – Development ServicesNone Required con.Not an action item. Ongoing coordinationCITYWIDE INFRASTRUCTUREPolicy INF ‐ 1.4 Funding Explore various strategies and opportunities to fund existing and future infrastructure needs.Public Works – Transportation and Capital Improvement ProgramGeneral Fund Con.Not an action item. Implemented through the Capital Improvement Program.CITYWIDE INFRASTRUCTUREStrategy INF ‐ 1.4.1Existing Infrastructure Require developers to expand or upgrade existing infrastructure to increase capacity, or pay their fair share, as appropriate.Public Works – Transportation and Development ServicesNone Required Con.Not an action item. Reviewed in conjunction with project review.CITYWIDE INFRASTRUCTUREStrategy INF ‐ 1.4.2Future Infrastructure Needs For new infrastructure, require new development to pay its fair share of, or to extend or construct, improvements to accommodate growth without impacting service levels.Public Works – Development Services, Transportation and Capital Improvement ProgramNone Required con.Not an action item. Implemented in conjunction with project review.CITYWIDE INFRASTRUCTUREStrategy INF ‐ 1.4.3Economic Development Prioritize funding of infrastructure to stimulate economic development and job creation in order to increase opportunities for municipal revenue.Public Works – Transportation and Capital Improvement ProgramGeneral Fund; Capital Improvement FundCon.Not an action item. Implemented through the Capital Improvement Program.RIGHTS–OF–WAYPolicy INF ‐ 2.1 Maintenance Maintain the City’s rights–of–way and traffic operations systems.Public Works – Transportation and Capital Improvement ProgramGeneral Fund; GrantsCon. Not an action item.RIGHTS–OF–WAYPolicy INF ‐ 2.2 Multi–modal Systems Ensure that City rights–of–way are planned for a variety of transportation alternatives including pedestrian, bicycle, automobile, as well as new technologies such as driverless cars, etc.Public Works – Transportation, Service Center and Capital Improvement ProgramGeneral Fund; GrantsCon.Not an action item. Implemented through the Capital Improvement Program and Bike/Ped Master plans.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentRIGHTS–OF–WAYPolicy INF ‐ 2.3 Green Streets Explore the development of a “green streets” program to minimize stormwater runoff in City rights–of–way.Public Works – Transportation, Environmental Programs and Capital Improvement ProgramGeneral Fund; GrantsLRAttempts have been made to identify a ʺgreen streetsʺ project through the Capital Improvement Program. Ongoing.RIGHTS–OF–WAYPolicy INF ‐ 2.4Undergrounding Utilities Explore undergrounding of utilities through providers, public projects, private development and agency funding programs and grants.Public Works – Development ServicesGeneral Fund; GrantsCon.Not an action item. Implemeneted through the Capital Improvement Program.RIGHTS–OF–WAYStrategy INF ‐ 2.4.1Public and Provider Generated Projects Require undergrounding of all new infrastructure projects constructed by public agencies and providers. Work with providers to underground existing overhead lines.Public Works – Development ServicesGeneral Fund; GrantsCon.Not an action item. Ongoing coordination.RIGHTS–OF–WAYStrategy INF ‐ 2.4.2Development Require undergrounding of all utility lines in new developments and highly encourage undergrounding in remodels or redevelopment of major projects.Public Works – Development ServicesGeneral Fund; GrantsCon.Not an action item. Reviewed in conjunction with project review.RIGHTS–OF–WAYPolicy INF ‐ 2.5Recycled Water Infrastructure Plan for citywide access to recycled water and encourage its use.Public Works – Development ServicesGeneral Fund Con.Attempts have been made to require development projects to route recycled water to Stevens Creek Blvd. If not successful, could be reviewed in conjunction with the Capital Improvement Program.RIGHTS–OF–WAYStrategy INF ‐ 2.5.1Availability Expand the availability of a recycled water system through public infrastructure projects and development review.Public Works – Development Services and Capital Improvement Program, Capital Improvement FundCon.Attempts have been made to require development projects to route recycled water to Stevens Creek Blvd. If not successful, could be reviewed in conjunction with the Capital Improvement Program.RIGHTS–OF–WAYStrategy INF ‐ 2.5.2Use Encourage private and public projects to incorporate the use of recycled water for landscaping and other uses.Public Works – Development Services and Capital Improvement ProgramAttempts have been made to required development projects to route recycled water to Stevens Creek Blvd and also to require dual plumbing to allow use of recycled water. RIGHTS–OF–WAYStrategy INF ‐ 2.5.3City Facilities Design and retrofit City buildings, facilities and landscaping to use recycled water, to the extent feasible.Public Works – Capital Improvement Program and Service CenterCapital Improvement FundCon.Not an action item. When recycled water services are available, coordination will occur.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWATERPolicy INF ‐ 3.1Coordination with Providers Coordinate with water providers and agencies in their planning and infrastructure process to ensure that the City continues to have adequate supply for current needs and future growth.Public Works – Development ServicesGeneral Fund Con.Not an action item. Ongoing coordination.WATERStrategy INF ‐ 3.1.1Maintenance Coordinate with providers to ensure that water and recycled water delivery systems are maintained in good condition.Public Works – Development ServicesGeneral Fund Con.Not an action item. Ongoing coordination.WATERPolicy INF ‐ 3.2Regional Coordination Coordinate with State and regional agencies to ensure that policies and programs related to water provision and conservation meet City goals. Note: additional water conservation policies are discussed in detail in the Environmental Resources and Sustainability Element.Public Works – Environmental Programs; City Manager – SustainabilityGeneral Fund Con.Not an action item. Ongoing coordination.STORMWATERPolicy INF ‐ 4.1Planning and Management Create plans and operational policies to develop and maintain an effective and efficient stormwater system.Public Works – Sevice Center and Environmental ProgramsGeneral Fund Con.Council adopted an updated Storm Drain Master Plan in Jan. 2019. Projects consistent with the Master Plan will be identified for the Councilʹs consideration for inclusion in the CIP in upcoming years.STORMWATERStrategy INF ‐ 4.1.1Management Reduce the demand on storm drain capacity through implementation of programs that meet and even exceed on–site drainage requirements.Public Works – Development Services and Environmental ProgramsGeneral Fund Con.Not an action item. Implemented in conjunction with project review.STORMWATERStrategy INF ‐ 4.1.2Infrastructure Develop a Capital Improvement Program (CIP) for the City’s storm drain infrastructure that meets the current and future needs of the community.Public Works – Capital Improvement ProgramCapital Improvement FundIM/LRCouncil adopted an updated Storm Drain Master Plan in Jan. 2019. Projects consistent with the Master Plan will be identified for the Councilʹs consideration for inclusion in the CIP in upcoming yearsSTORMWATERStrategy INF ‐ 4.1.3Maintenance Ensure that City’s storm drain infrastructure is appropriately maintained to reduce flood hazards through implementation of best practices.Public Works – Service CenterCapital Improvement FundCon.Not an action item. Ongoing maintenance .STORMWATERPolicy INF ‐ 4.2 Funding Develop permanent sources of funding stormwater infrastructure construction and maintenance.Public Works – Environmental ProgramsGeneral Fund IMAction Completed. Storm Drain Funding acquired through Clean Water and Storm Protection Parcel Fee ballot measure in July 2019.STORMWATERStrategy INF ‐ 4.2.1Ongoing Operations Review other funding strategies to pay for the ongoing operations and maintenance of the storm drain system per State and regional requirements. Note: additional policies that meet State and regional runoff reduction are described in the Environmental Resources and Sustainability Element.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentWASTEWATERPolicy INF ‐ 5.1 Infrastructure Ensure that the infrastructure plans for Cupertino’s waste water system providers continue to meet the City’s current and future needs.Public Works – Development ServicesGeneral Fund Con.Not an action item. Ongoing coordination.WASTEWATERStrategy INF ‐ 5.1.1Coordination Coordination with the Cupertino Sanitary District on their Master Plan and the Sunnyvale Treatment Plant to develop a comprehensive capital improvement program to ensure adequate capacity for future development anticipated with General Plan buildout.Public Works – Development ServicesGeneral Fund Con.Not an action item. Ongoing coordination.WASTEWATERStrategy INF ‐5.1.2Development Require developers to pay their fair share of costs for, or in some cases construct, infrastructure upgrades to ensure that service levels are met.Public Works – Development ServicesCon.Not an action item. Implemented in conjunction with project review.WASTEWATERPolicy INF ‐ 5.2 Demand Look for ways to reduce demand on the City’s wastewater system through implementation of water conservation measures.Public Works – Development ServicesGeneral Fund con.Not an action item. Ongoing coordination.TELE‐COMMUNICATIONSPolicy INF ‐ 6.1Telecommunications Master Plan Maintain and update a Telecommunications Master Plan with regulations and guidelines for wireless and emerging technologies.Information ServicesPublic Works – Development Services; Community Development – Planning; General FundWireless and Fiber Optic Master Plan is being prepared.TELE‐COMMUNICATIONSPolicy INF ‐ 6.2 Coordination Coordinate with providers to improve access and delivery of services to businesses and homes.Information Services; Public Works – Development Services; Community Development – PlanningGeneral Fund Con.Not an action item. Ongoing coordination.TELE‐COMMUNICATIONSStrategy INF ‐ 6.2.1Facility Upgrades When possible, require service providers to upgrade existing facilities as part of permit or lease renewals. Encourage use of newer technologies that allow the facility components to be reduced in size or improve screening or camouflaging.Public Works – Development Services; Community Development – PlanningGeneral Fund Con.Not an action item. Ongoing coordination.TELE‐COMMUNICATIONSStrategy INF ‐6.2.2Improved Access Work with providers to expand service to areas that are not served by telecommunications technologies.Information Services – Communications; Public Works – Development Services; General Fund Con.Not an action item. Ongoing coordination.TELE‐COMMUNICATIONSStrategy INF ‐ 6.2.3City Facilities Encourage leasing of City sites to expand access to telecommunications services. Develop standards for the incorporation of telecommunications systems and public use.Information Services; Public Works – Development ServicesGeneral Fund Con.Not an action item. Ongoing coordination.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentTELE‐COMMUNICATIONSStrategy INF ‐ 6.2.4Agency and Private Facilities Encourage the installation of communications infrastructure in facilities owned by other public agencies and private development.Public Works – Development ServicesGeneral Fund con.Not an action item. Ongoing coordination. Telecommunications facilities proposed for the Sports Center were requested by Council to be relocated.TELE‐COMMUNICATIONSStrategy INF ‐ 6.2.5Communications Infrastructure Support the extension and access to telecommunications infrastructure such as fiber optic cables.Public Works – Development ServicesGeneral Fund LRWireless and Fiber Optic Master Plan is being prepared.TELE‐COMMUNICATIONSPolicy INF ‐ 6.3Emerging Technologies Encourage new and innovative technologies and partner with providers to provide the community with accesss to these services.Information Services General Fund LRThe Information Services team has implemented several technologies in the City since adoption of the 2015 General Plan. These include the 311service software, and Accela for permit reviewTELE‐COMMUNICATIONSStrategy INF ‐6.3.1Strategic Technology Plan Create and update a Strategic Technology Plan for the City to improve service efficiency.Information Services – Information TechnologyGeneral Fund IMImplementation of current three year Strategic Technology Plan began in Oct 2017. All projects in this plan have been completed or will be complete by September 2020. New strategic plan for 2020 – 2023 will be developed by July 2020. Strategic Technology plans are available online at: www.cupertino.org/home/showdocument?id=169 66.SOLID WASTEPolicy INF ‐ 7.1 Providers Coordinate with solid waste system providers to utilize the latest technology and best practices to encourage waste reduction and meet, and even, exceed State targets.Public Works – Environmental ProgramsGeneral Fund Con.Ongoing coordination and included as a performance measure in the Cityʹs Waste Hauler Franchise Agreement.SOLID WASTEPolicy INF ‐ 7.2 Facilities Ensure that public and private developments build new and on–site facilities and/or retrofit existing on–site facilities to meet the City’s waste diversion requirements.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Implemented in conjunction with project review.SOLID WASTEPolicy INF ‐ 7.3 Operations Encourage public agencies and private property owners to design their operations to exceed regulatory waste diversion requirements.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination. Implemented in conjunction with project review.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentSOLID WASTEStrategy INF ‐ 7.3.1City Facilities and Events Design new City facilities and retrofit existing facilities and event venues with recycling and trash collection bins to facilitate easy disposal of recyclable and compostable waste by staff and the public.Public Works – Environmental Programs and Capital Improvement ProgramGeneral Fund Con.Not an action item. Implemented in conjunction with project review. Preliminary work has begun in 2020 to develop a citywide Zero Waste Plan. SOLID WASTEPolicy INF ‐ 7.4 Product Stewardship Per the City’s Extended Producer Responsibility (EPR) policy, support statewide and regional EPR initiatives and legislation to reduce waste and toxins in products, processes and packaging.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination.REDUCE, REUSE AND RECYCLEPolicy INF ‐ 8.1 Reducing Waste Meet or exceed Federal, State and regional requirements for solid waste diversion through implementation of programs.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination. E‐waste providers are the hauler through on‐call collections, the County HHW program for residents, and the County CESQG program for small quantity non‐residential generators. REDUCE, REUSE AND RECYCLEStrategy INF ‐8.1.1Outreach Conduct and enhance programs that promote waste reduction through partnerships with schools, institutions, businesses and homes.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination. Sustainability working on updating.REDUCE, REUSE AND RECYCLEStrategy INF ‐ 8.1.2Hazardous Waste Work with providers and businesses to provide convenient hazardous and e–waste facilities for the community.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination.REDUCE, REUSE AND RECYCLEStrategy INF ‐ 8.1.3Preferential Purchasing Maintain and update a City preferential purchasing policy to products that reduce packaging waste, greenhouse gas emissions, toxic contaminants and are reusable.Public Works – Environmental Programs and City Manager – SustainabilityGeneral Fund Con.Not an action item. Ongoing coordination. Update of EPP purchasing policy in next fiscal year is an operational project.REDUCE, REUSE AND RECYCLEStrategy INF ‐ 8.1.4Reuse Encourage reuse of materials and reusable products. Develop a program for reuse of materials and reusable products in City facilities and outreach programs for community–wide participation by promoting community–wide garage sales and online venues.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination. To be included in future Zero Waste Plan.REDUCE, REUSE AND RECYCLEStrategy INF ‐ 8.1.5Collaboration Collaborate with agencies and large businesses or projects to enhance opportunities for community–wide recycling, reuse and reduction programs.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentREDUCE, REUSE AND RECYCLEStrategy INF ‐ 8.1.6Construction Waste Encourage recycling and reuse of building materials during demolition and construction of City, agency and private projects.Public Works – Environmental ProgramsGeneral Fund Con.Not an action item. Ongoing coordination. Current municipal code requires 65% or more of mixed construction and demolition debris be diverted from landfill from qualifying projects. REDUCE, REUSE AND RECYCLEStrategy INF ‐ 8.1.7Recycled Materials Encourage the use of recycled materials and sustainably harvested materials in City, agency and private projects.Public Works – Environmental Programs and Capital Improvement ProgramGeneral Fund Con.Not an action item. Implemented in conjunction with project review. City purchasing of materials is subject to the Environmental Purchasing Policy. PARKS AND OPEN SPACEPolicy RPC ‐ 1.1Parks and Recreation Master Plan Prepare a citywide Parks and Recreation Master Plan that outlines policies and strategies to plan for the communities open space and recreational needs.Parks and Recreation – Business Services; Public Works – Park ImprovementGeneral Fund IMCompleted ‐ Adopted by the City Council on February 18. 2020.PARKS AND OPEN SPACEStrategy RPC ‐ 1.1.1Stevens Creek Corridor Master Plan Prepare a master plan for the park and open space corridor along Stevens Creek including McClellan Ranch, McClellan Ranch West, Blackberry Farm, the Blackberry Farm golf course, Stocklmeir and Blesch properties and the Nathan Hall Tank House area.Parks and Recreation – Business Services; Public Works – Park ImprovementGeneral Fund LRAnticipated to begin after direction is received from the City Council on the BBF golf course feasibility study results (mid to late 2021).PARKS AND OPEN SPACEStrategy RPC ‐ 1.1.2Civic Center Master Plan Prepare a master plan that addresses the needs of the elements in the Civic Center area including City Hall, Community Hall, Library Field, Library programming, function and meeting space and community gathering space and parking needs.Public Works – Capital Improvement Program and Park ImprovementGeneral Fund IM/LRCivic Center Master Plan provides guidance on capital projects in this node. Library expansion currently anticipated.PARKS AND OPEN SPACEPolicy RPC ‐ 1.2 Parkland Standards Continue to implement a parkland acquisition and implementation program that provides a minimum of three acres per 1,000 residents.Public Works – Development ServicesGeneral Fund; Developer FeesCon. Not an action item.PARKS AND OPEN SPACEStrategy INF ‐ 1.2.1Park Size Require target for parks based on function and activity supported as part of the Parks and Recreation Master Plan. While the preferred size for most neighborhood parks is about 3.5 acres for flexibility of use, smaller size parks may be considered based on opportunities and circumstances.Parks and Recreation – Business Services; Public Works – Park ImprovementGeneral Fund Con. Not an action item.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentPARKS AND OPEN SPACEStrategy INF ‐ 1.2.2Amend Parkland Standard Explore increasing the parkland standard to five acres per 1,000 residents as part of the citywide Parks and Recreation Master Plan.Public Works – Park ImprovementGeneral Fund LRNo action has been taken with regard to this strategy. This is an aspirational goal. The Parks Master Plan does not propose any change to the current 3 acre/1000 residents standard.PARKS AND OPEN SPACEPolicy RPC ‐ 1.3Capital Improvement Program (CIP) Ensure that CIP projects reflect the goals and policies identified in the Community Vision 2040, establishing a criteria for ranking CIP proposals for the highest and best selection of community projects.Public Works – Capital Improvement ProgramGeneral Fund Con. Not an action item.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESPolicy 2.1 Parkland Acquisition The City’s parkland acquisition strategy should be based upon three broad objectives:*Distributing parks equitably throughout the City;*Connecting and providing access by providing paths, improved pedestrian and bike connectivity and signage; and*Obtaining creek lands and restoring creek and other natural open space areas, including strips of land adjacent to creeks that may be utilized in creating buffer areas, trails and trail amenities.Public Works – Park Improvement, Capital Improvement Program and Development ServicesGeneral Fund; Developer FeesCon.Not an action item. The Parks Master Plan inconsideration include Park Equity Heat Maps toindicate park deficient areasACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.1.1Dedication of Parkland New developments, in areas where parkland deficiencies have been identified, should be required to dedicate parkland rather than paying in–lieu fees.Public Works – Development ServicesGeneral Fund Con.Not an action item. Reviewed in conjunction with project review.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.1.2Public Use of School Sites Zone all public school sites for public use to allow for the public to use sites, when not in use by schools, through shared arrangements.Public Works – Service CenterGeneral Fund Con.Most school sites have joint use agreements in place to allow use of open spaces. The City looks for additional agreements as the opportunities arise.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.1.3Acquisition of Surplus Properties Explore acquisition of surplus school and agency properties for parkland. Take advantage of the Naylor Act to purchase surplus school sites.Public Works – Development Services and Park ImprovementGeneral Fund Con. Not an action item. ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESPolicy RPC ‐ 2.2Private Open Space and Recreation Facilities Encourage the continued existence and profitability of private open space and recreation facilities through incentives and development controls.Community Development – PlanningGeneral Fund Con.Implemented through Strategies RPC‐2.2.1 and RPC 2.2.2ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.2.1Existing Facilities Encourage the continued existence of private recreational facilities through land use zoning and incentives.Community Development – PlanningGeneral Fund Con.Not an action item. Existing zoning allows private recreational facilities to be a conforming use.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.2.2New Facilities *Require major developments to incorporate private open space and recreational facilities, and seek their cooperation in making the spaces publicly accessible.*Where feasible, ensure park space is publicly accessible (as opposed to private space).*Encourage active areas to serve community needs. However, a combination of active and passive areas can be provided based on the setting.*Integrate park facilities into the surroundings.*If public parkland is not dedicated, require park fees based on a formula that considers the extent to which the publicly–accessible facilities meet community need.Community Development – Planning; Public Works – Development ServicesCon.Not an action item. Implemented through the Municipal Code.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESPolicy RPC ‐2.3 Parkland Distribution Strive for an equitable distribution of parks and recreational facilities through the City. Park acquisition should be based on the following priority list. Accessibility to parks should be a component of the acquisition plan.High Priority: Parks in neighborhoods or areas that have few or no park and recreational areas.Medium Priority: Parks in neighborhoods that have other agency facilities such school fields and districts facilities, but no City parks.Low Priority: Neighborhoods and areas that have park and recreational areas which may be slightly less than the adopted City’s parkland standard.Private Development: Consider pocket parks in new and renovated projects to provide opportunities for publicly–accessible park areas.Public Works – Development Services and Capital Improvement ProgramGeneral Fund, Capital Improvement FundCon.Not an action item. Reviewed in conjunction with project review.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESPolicy RPC ‐ 2.4Connectivity and Access Ensure that each home is within a half–mile walk of a neighborhood park or community park with neighborhood facilites; ensure that walking and biking routes are reasonably free of physical barriers, including streets with heavy traffic; provide pedestrian links between parks, wherever possible; and provide adequate directional and site signage to identify public parks.Public Works – Development Services, Transportation and Capital Improvement Program; Community Development – PlanningGeneral Fund, Capital Improvement FundCon.Not an action iem. Reviewed in conjunction with project review to the extent allowed by State law.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.4.1Pedestrian and Bicycle Planning Implement recommendations in the Bicycle and Pedestrian Plans to link employment and special areas, and neighborhood to services including parks, schools and neighborhood shopping.Public Works – Transportation and Capital Improvement ProgramGeneral Fund; Capital Improvement FundCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.4.2Signage Adopt and maintain a master signage plan for all public parks to ensure adequate and consistent signage is provided to identify public recreational areas.Public Works – Capital Improvement ProgramGeneral Fund; Capital Improvement FundCon.Not an action item. Ongoing coordination.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESPolicy RPC ‐ 2.5Range of Park Activities Provide parks and recreational facilities for a variety of recreational activities.Public Works – Park Improvement; Parks and Recreation – Business ServicesGeneral Fund Con.Not an action item. Ongoing coordination and planning.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.5.1Special Needs Extend recreational opportunities for special needs groups (senior, disabled, visually–challenged, etc.) by making improvements to existing facilities and trails.Parks and Recreation – Business Services; Public Works – Park ImprovementGeneral Fund, Capital Improvement FundCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.5.2Recreational Facilities Explore the possibility of providing additional access to existing facilities such as gymnasiums, swimming pools and tennis courts.Parks and Recreation – Business ServicesGeneral Fund LRThe City is preparing an application to LAFCO on the merger, including a detailed operations plan to ensure status quo or improved level of service. City Council to review and approve the application. Merger application will be submitted to LAFCO for the board to review. Pending approval of the application from LAFCO, work on the annexation of RR into the City will begin. Closing process would be for the City to take ownership of RR and finalize operations of the site.ACQUISITION, DISTRIBUTION AND RANGE OF SERVICESStrategy RPC ‐ 2.5.3Community Gardens Encourage community gardens, which provide a more livable environment by controlling physical factors such as temperature, noise and pollution.Parks and Recreation – Outdoor Recreation & Youth Development; Public Works – Park ImprovementGeneral Fund Con.Not an action item. Capital Improvement Program has a project to provide Community Gardens at McClellan Ranch and is looking at other opportunities elsewhere in the City.PRESERVATIONPolicy RPC ‐ 3.1Preservation of Natural Areas Design parks to utilize natural features and the topography of the site in order to protect natural features and keep maintenance costs low.Public Works – Parks Improvement and Capital Improvement ProgramCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.PRESERVATIONStrategy RPC ‐ 3.1.1Native Planting Maximize the use of native plants and drought–tolerant planting.Public Work – Capital Improvement Program, Service Center and Park ImprovementGeneral Fund Con.Not an action item. Reviewed in conjunction with project review/Capital Improvement Program and ongoing maintenance activities.PRESERVATIONStrategy RPC ‐ 3.1.2Natural Habitat Where possible, restore and provide access to creeks and riparian habitat.Public Work – Capital Improvement Program, Service Center and Park ImprovementCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentPRESERVATIONStrategy RPC ‐ 3.1.3Nature Play Areas Where appropriate, consider establishing Nature Play Areas in lieu of the more conventional play equipment.Public Works – Park ImprovementCapital Improvement FundCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.INTEGRATIONPolicy RPC ‐ 4.1 Recreational Intensity Design parks appropriate to address the facility and recreational programming required by each special area and neighborhood based on current and future plans for the areas.Public Works – Capital Improvement ProgramGeneral Fund Con.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.INTEGRATIONPolicy RPC ‐ 4.2 Park Safety Design parks to enhance public safety by providing visibility to the street and access for public safety responders.Public Works – Capital Improvement ProgramGeneral Fund Con.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.TRAILSPolicy RPC ‐ 5.1Open Space and Trail Linkages Dedicate or acquire open space land along creeks and utility through regional cooperation, grants and private development review.Public Works – Development Services and Capital Improvement Program; Community Development – PlanningGeneral Fund/GrantsCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.TRAILSStrategy RPC ‐ 5.1.1Pedestrian and Bike Planning Implement recommendations in the Bicycle and Pedestrian Plan that link trails and open space to neighborhoods and special areas.Public Works – TransportationCapital Improvement Fund/GrantsCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.TRAILSStrategy RPC ‐ 5.1.2Trail Projects Implement trail projects described in this Element; evaluate any safety, security and privacy impacts and mitigations associated with trail development; and work with affected neighbors in locating trails to ensure that their concerns are appropriately addressed.Public Works – Transportation and Capital Improvement ProgramCapital Improvement Fund/GrantsCon.Not an action item. Implemented through the Bike/Ped Master Plan. E.g. Regnart Creek Trail.TRAILSStrategy RPC ‐ 5.1.3Dedicated Trail Easements Require dedication or easements for trails, as well as their implementation, as part of the development review process, where appropriate.Public Works – Development Services and TransportationGeneral Fund; Developer feesCon.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.TRAILSStrategy RPC ‐ 5.1.4Joint Use Agreement Establish a Joint Use Agreement with the SCVWD that enhances the implementation of a trail program which increases the use of, and sets standards and measures for, creek trails.Public Works – Capital Improvement Program and TransportationGeneral Fund Con.Established on an as‐needed basis. E.g. Regnart Creek Trail.TRAILSPolicy RPC ‐ 5.2Pedestrian and Bicycle Paths Develop a citywide network of pedestrian and bicycle pathways to connect employment center, shopping areas and neighborhoods to services including parks, schools, libraries and neighborhood centers.Public Works – Transportation and Capital Improvement ProgramCapital Improvement Fund/GrantsCon.Not an action item. Implmented through the Bike/Ped Master Plans.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentRECREATION PROGRAMS AND SERVICESPolicy RPC ‐ 6.1 Diverse Programs Ensure that the City continues to offer a wide range of programs to serve diverse populations of all ages and abilities.Parks and Recreation – Business ServicesGeneral Fund Con. Not an action item. RECREATION PROGRAMS AND SERVICESPolicy RPC ‐ 6.2 Partnerships Enhance the City’s recreational programs and library service through partnerships with other agencies and non–profit organizations. Maintain and strengthen existing agreements with agencies and non–profit organizations, including the Library District, to ensure progressive excellence in the facilities, programs, and services provided to the diverse and growing Cupertino population.Parks and Recreation – Business Services; City ManagerGeneral Fund Con. Not an action item.RECREATION PROGRAMS AND SERVICESPolicy RPC ‐ 6.3 Art and Culture Utilize parks as locations of art and culture and to educate the community about the City’s history, and explore the potential to use art in facilities and utilities when located in parks.Public Works – Capital Improvement Program and Development Services; Parks and Recreation – Business Services General Fund Con.Not an action item. Reviewed in conjunction with project review/ Capital Improvement Program.RECREATION PROGRAMS AND SERVICESPolicy RPC ‐ 6.4 Library Service Encourage the library to continue to improve service levels by incorporating new technology and expanding the library collections and services. City Manager General Fund Con.Not an action item. Ongoing coordination. The City is in the process of designing a Library expansion as part of its Capital Imp. Program.SUSTAINABLE AND FLEXIBLEPolicy RPC ‐ 7.1 Sustainable Design Ensure that City facilities are sustainably designed to minimize impacts on the environment.Public Works – Capital Improvement ProgramCapital Improvement FundCon.Not an action item. Reviewed in conjunction with Capital Improvement Program.SUSTAINABLE AND FLEXIBLEPolicy RPC ‐ 7.2 Flexibility Design facilities to be flexible to address changing community needs.Public Works – Capital Improvement ProgramCapital Improvement FundCon.Not an action item. Reviewed in conjunction with Capital Improvement Program.SUSTAINABLE AND FLEXIBLEPolicy RPC ‐ 7.3 Maintenance Design facilities to reduce maintenance, and ensure that facilities are maintained and upgraded adequately.Public Works – Capital Improvement ProgramCapital Improvement FundCon.Not an action item. Reviewed in conjunction with Capital Improvement Program.COMMUNITY SERVICESPolicy RPC ‐ 8.1 School Districts Partner with school districts to allow community use of their sports fields and facilities.Public Works – Service Center; Parks and Recreation – Business ServicesGeneral Fund Con.Not an action item. Ongoing coordination.COMMUNITY SERVICESStrategy RPC ‐ 8.1.1Shared Facilities Maintain and enhance arrangements with schools for the use of sports fields, theaters, meeting spaces and other facilities through maintenance agreements and other partnerships.Parks and Recreation – Business Services; Public Works – Service CenterGeneral Fund Con.Not an action item. Ongoing coordination.Ongoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
TopicPolicy/ Strategy No.Policy/Strategy Title General Plan Policy/Strategy TextResponsible Department(s)Funding Source(s)Timeframe CommentCOMMUNITY SERVICESStrategy RPC ‐ 8.1.2School Expansion Encourage schools to meet their expansion needs without reducing the size of their sports fields.Public Works – Service Center; Parks and Recreation – Business ServicesGeneral Fund Con.Not an action item. Ongoing coordination.COMMUNITY SERVICESStrategy RPC ‐ 8.1.3School Facility Needs Collaborate with schools on their facility needs through sharing of development information and partnerships through major development projects.Community Development – Planning; City ManagerGeneral Fund Con.Not an action item. Ongoing coordination.yOngoing = Grey, Completed = Green, In‐Progress = Yellow , Pending = OrangeTimeframe: Immediate (2019‐2022) = IM, Long Range (2022‐2040) = LR, Continual = Con
#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 Size Staff Lead Department Commission(s)/
Committees
1 Commissioner Handbook
Update
Revise and update the
Commissioner Handbook to
include provisions adopted by
Council on January 21, 2020
and to make the document
more user-friendly.
Proposed Work Program Item 1) Review current Commissioner
Handbook and identify areas
for improvement.
2) Revise Handbook for Council
approval.
1) Fall 2020
2) Winter 2020
Proposed Revised Commissioner Handbook.Winter 2020 N/A N/A Medium Kirsten Squarcia
Katy Nomura
City Clerk's Office
City Manager's Office
N/A
2 Two-Way Online
Communication
Reach out to other cities to
discuss their experiences with
an online two-way
communication service
beyond traditional social
media platforms, review ability
to properly moderate, and
then report back findings to
Council.
Preliminary discussions with OpenGov
regarding capacity of the Open City
Hall platform.
1) Reach out to cities
2) Complete report
3) Send report to Council
Spring 2020 Proposed Gather input from other cities and report
findings to Council.
Spring 2020 N/A N/A Small Bill Mitchell
Brian Babcock
Innovation Technology
City Manager's Office
N/A
3 Pilot Online Store for City-
Branded Items
Explore the viability of
establishing and maintaining
an online store to sell City-
branded merchandise.
Proposed Work Program Item Research online sales platforms,
start-up costs, ongoing costs,
and staffing
Fall 2020 Proposed Launch online merchandise store promote City-
branded items.
Winter 2020 $5,000
for start-up costs
N/A Small Angela Tsui
Brian Babcock
City Manager's Office N/A
4 Roadmap Project To improve public
engagement, communicate
how external processes work
for the public by publishing
process flow charts.
Preliminary scope of work defined.
Mockup of flow chart developed.
1) Inventory external processes
2) Prioritize
3) Build/Publish Process Flow
Charts
1) Summer 2020
2) Summer 2020
3) Summer 2021
Proposed Publish flow charts for public facing processes
on City website.
Winter 2021 N/A N/A Medium Bill Mitchell
Dianne Thompson
Innovation Technology
City Manager's Office
N/A
5 Small Business
Development Center
(SBDC) Counseling Hours
Explore the viability of
establishing on-site regular
office hours for an SBDC
counselor.
This is an action item in the Economic
Development Strategic Plan as a
resource to retain and grow small and
midsize businesses.
Identify City Hall conference
rooms that have re-occurring
availability, possibly Fridays.
Confirm SBDC counselor
availability during those times.
Fall 2020 In Progress Find meeting space for SBDC counselors to
hold on-site appointments with prospective
business clients.
Fall 2020 $5,000
for anticipated office
equipment and
marketing efforts to
promote the new on-site
counseling program
N/A Small Angela Tsui City Manager's Office N/A
6 Policies on Nonprofit
Support
Review and implement policies
on funding and support for
nonprofit organizations,
including meeting room space
and office space.
-June 2019 Updated Community
Funding brought to Council for
approval but was deferred
-January 2020 Updated Community
Funding Policy approved by Council.
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
In Progress A standardized process for nonprofits to receive
funding and support from the City.
Fall 2020 $15,000 N/A Medium Kristina Alfaro
Parks & Recreation
Director
Administrative Services
Parks & Recreation
N/A
7 Leadership Program To provide education to the
public about City government.
Proposed Work Program Item Research best practices in other
cities and develop program.
Spring 2021 Proposed To provide education to the public about City
government.
Spring 2021 N/A N/A Medium Dianne Thompson
Brian Babcock
City Manager's Office N/A
Adopted 3/31/20
Amended 6/2/20, 7/21/20
FY 2020-21 City Work Program
Public Engagement and Transparency
Creating and maintaining key conversations and interactions with the Cupertino Community.
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority
#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 Size Staff Lead Department Commission(s)/
Committee(s)
1 Shuttle Bus Pilot Program
Implementation
Community shuttle bus 18-
month pilot program to
increase connectivity
throughout the City, nearby
medical locations, and
Caltrain in Sunnyvale. Explore
complimentary opportunities
to expand into other cities.
Pilot program implemented, over 7,000
trips in the first 3 months.
Continue to survey the
community to ensure quality
service and community
expectations are attained.
Expand shuttle fleet and look for
opportunity to enhance service.
Investigate/implement program
elements to improve parking
issues at the Civic Center.
18-month pilot
program will finish in
April 2021.
In Progress Reduce traffic congestion by providing a
community ride-share shuttle.
April 2021 $1.75M - $0.423M AQMD
grant funds (still pending)
$266,445 Large Chris Corrao Public Works N/A
2 Regional Transformative
Transit Project Initiatives
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 was provided to
Council on April 2, 2019.
- Staff is participating with the VTA
Policy Advisory Board group to
advocate for a physically separated
high occupancy lane on Highway 85.
- On July 2019, Council adopted a
resolution to support transit on Stevens
Creek Boulevard/Highway 280 Corridor.
-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.
TBD TBD N/A Extra
Large
Roger Lee
Chris Corrao
Public Works N/A
3 Bollinger Road Safety
Study
Conduct a safety and
operational study of the
Bollinger Road corridor. Look
at ways to improve vehicle,
bicycle, and pedestrian safety.
Proposed Work Program Item Develop scope of study. Enter
into agreement with consultant
to lead study.
Summer 2020 Proposed Reduce accidents along Bollinger Road.Summer 2021 $100,000 N/A Medium David Stillman Public Works Bicycle Pedestrian
Commission
4 Pilot - Adaptive Traffic
Signaling
Utilize the City's Traffic
Management System to test
impact of enhanced adaptive
traffic signaling. This will be
done through software
modifications and/or the
addition of IOT devices such as
intelligent cameras and
sensors.
Research, rough scope of work and
timeline developed.
1. Refine scope of work and
timeline
2. Vendor selection & contract
negotiation
3. Execute contract - achieve
deliverables
4. Analyze Impact
1. Summer 2020
2. Summer/Fall 2020
3. Fall/Winter 2020
4. Spring 2021
Proposed Determine impact of using adaptive traffic
signaling to improve traffic flow in heavy and
moderate traffic locations at different times of
day.
Spring 2021 $75,000
for equipment, software
and consulting services
N/A Medium Bill Mitchell
David Stillman
Innovation Technology
Public Works
TICC
5 Pilot - Multimodal Traffic
Count
Utilize the City's Traffic
Management System and/or
IOT equipment to provide the
number of vehicles,
pedestrians and bike traffic
that moved through a given
area, e.g., intersection,
roadway or trail.
Research, rough scope of work, and
timeline developed.
1. Refine scope of work and
timeline
2. Vendor selection & contract
negotiation
3. Execute contract - achieve
deliverables
4. Analyze Impact
1. Summer 2020
2. Summer/Fall 2020
3. Fall/Winter 2020
4. Spring 2021
Proposed Produce verifiable results for the use of the
existing traffic management system and IOT
sensors to count multi modal traffic.
Spring 2021 $45,000
for equipment, software
and consulting services
N/A Medium Bill Mitchell
David Stillman
Innovation Technology
Public Works
TICC
6 Traffic Congestion Map
and Identify Solutions
Identify traffic congestion
areas in a heat map. Identify,
implement and measure
effectiveness of data driven
solutions to improve traffic flow
in most congested areas.
Approximately half of the City's traffic
signal controllers have been updated
with new switches for ethernet
connectivity. Central traffic
management system has been
upgraded. Ongoing function of traffic
operations.
Create heat map, prioritize
improvements, continue
upgrade of controllers /
ethernet connectivity in most
congested intersections .
Heat map and
prioritization of
improvements - Sept.
2020; completion of
controller upgrades
and connectivity -
June 2022
In Progress Improved flow of traffic along corridors that
experience the greatest amount of congestion.
Summer 2022 $685,000.00 $365,000 Large David Stillman Public Works N/A
FY 2020-21 City Work Program
Transportation
Providing access to an efficient, safe multi-modal transportation system for our community, and advocating for effective, equitable mass transit in the greater region.
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority
#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 Size Staff Lead Department Commission(s)/
Committee(s)
1 Study session for the
impact and requirement
for the next RHNA cycle
Review preliminary RHNA
numbers. Look at strategies for
RHNA compliance including
evaluating sites for potential
upzoning, and jobs-housing
ratio and statistics.
Planning Commission proposed Work
program item
1) Council incorporation in WP
2) Review preliminary RHNA
when available
3) Review strategies to consider
4) Present to Planning
Commission
Winter 2020-2021 Proposed Initial Report and complete study session Spring 2021 $5,000 N/A Small Ben Fu Community Development Planning Commission
2 Affordable Housing
Strategies
Explore the development of
strategies that provides a
variety of products across the
affordability levels including
updates to the City's density
bonus ordinance, housing for
the developmentally disabled,
as well as those with moderate,
low, very low, and extremely
low income. *Continued from
FY 19-20 work program
-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.
- BMR Linkage Fee Study is in progress.
Item proposed to continue in FY 2020-
2021 Work Program.
- BMR Linkage Fee Study completed
with CC approval on May 19, 2020.
(1) Housing Commission Study
Session
(2) Planning Commission Study
Session
(3) Bring item to City Council
Fall 2020 In Progress Adopt effective strategies and tools for the
development of affordable housing across all
income levels and abilities.
Fall 2021 $50,000 $10,000 Medium Kerri Heusler Community Development Housing Commission
3 Engage with Philanthropic
Organizations to find a
way to build moderate-
income and ELI housing
units for Developmentally
Disabled and Engage with
Habitat for Humanity (or
other nonprofit) to build
ownership housing
1) Identify ways to build ELI
housing units for
developmentally disabled.
2) Look at possibility of
building 6-8 affordable
ownership townhomes.
*Continued from FY 19-20 work
program
-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. Staff led a tour of the
Byrne Avenue house with Bay Area
Housing Corporation and Housing
Choices in Fall 2019. Public Works
feasibility study underway, presenting
to City Council in Spring 2020. Item
proposed to continue in FY 2020-2021
Work Program.
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. Review
Public Works feasibility study to
determine property line /
acreage in order to determine
residential uses.
Fall 2019/Spring 2020 In Progress 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.
Summer 2021 $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)
Medium Kerri Heusler
Gian Martire
Chad Mosley
Community Development Housing Commission
4 Establish Preapproved
ADU Plans
Establish procedures and
policies on streamlining the
ADU review process.
Proposed Work Program item by City
Council.
Evaluate industry standard and
regional streamlining methods.
Summer 2020 Proposed An established procedure and process. Winter 2020-
2021
$10,000 N/A Small Gian Martire Community Development Planning Commission
5 Review the City’s Housing
and Human Services Grant
(HSG) Funds
1. Review existing grant funds
to determine allowable uses for
emergency financial
assistance programs.
2. Consider increasing BMR AHF
public service and HSG
funding allocations.
Proposed Work Program item by
Housing Commission, January 21, 2020.
City Council Study Session directive.
Review FY 2020-21 City Housing
and Human Services Grant
funding allocations. Award
funds and determine shortfall, if
any.
Summer 2020 Proposed Provide Council with funding and shortfall (if
any) information as part of FY 2020-21 Housing
and Human Service Grant funding allocations.
Winter 2020-
2021
$500,000 N/A Small Kerri Heusler Community Development Housing Commission
Homelessness
FY 2020-21 City Work Program
Housing
Contributing meaningfully and in a balanced manner to the housing inventory in support of our community needs, including affordable housing (from extremely low-income to moderate-
income level housing) and addressing homelessness.
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority
#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 Size Staff Lead Department Commission(s)/
Committee(s)
FY 2020-21 City Work Program
Housing
Contributing meaningfully and in a balanced manner to the housing inventory in support of our community needs, including affordable housing (from extremely low-income to moderate-
income level housing) and addressing homelessness.
6 Housing Program for De
Anza College Students
Explore solutions for homeless
and housing insecure students.
Assist as appropriate in the
long-term development of De-
Anza student housing.
Investigate partnership with De
Anza on student housing and
transportation solutions.
Proposed Housing Commission, January
21, 2020.
City Council Study Session directive.
Explore Home Match Program
model. Collaborate with De
Anza College, non-profits/social
service providers, and the City
Senior Center.
Summer 2020 Proposed Prepare a report for City Council on status of
program.
Summer 2021 $25,000 (seed money to
launch program)
N/A Small Kerri Heusler Community Development Housing Commission
7 Homeless Services and
Facilities
Partner with non-profits/social
service providers to bring
mobile hygiene services to
Cupertino and to
accommodate the needs of
homeless residents by
evaluating the potential of
adding amenities to future City
buildings.
Proposed Work Program item.1) Collaborate with Project We
Hope (Dignity on Wheels), West
Valley Community Services, and
non-profits/social service
providers.
2)Provide technical assistance
on the City's Housing and
Human Services Grant Funds.
3)Work with Planning and
Environmental Services to
create a list of locations.
4)Collaborate with developer
community to determine
estimates of amenities.
Fall 2020 Proposed Prepare a report for City Council on status of
program. Provide funding to non-profits/social
service providers through the City's Housing and
Human Services Grants.
Summer 2021 $100,000 (seed money to
launch program, Housing
& Human Services Grant
Funds)
N/A Small Kerri Heusler Community Development Housing Commission
8 Research Governor’s $1.4
billion pledge towards
homelessness, work with
local agencies and
service providers to
connect with local
funding.
Advocate for funding
dedicated to Cupertino
projects and programs.
January 21, 2020 City Council Study
Session directive
Collaborate with Destination:
HOME, Santa Clara County
Office of Supportive Housing,
Housing Trust Silicon Valley, and
other recipients of funds serving
Santa Clara County. Contact
funders (Apple, Kaiser, etc.) to
learn more about funding
opportunities in Santa Clara
County.
Summer 2020 Proposed Prepare a report for City Council on status of
funding.
Spring 2021 No funds are needed.
Staff Time Only.
N/A Small Kerri Heusler Community Development Housing Commission
9 Transportation to/from
Service Providers
1. Research existing bus routes,
2. Provide funding to non-
profits/social service providers
for bus passes.
Proposed Work Program item by
Housing Commission, January 21, 2020.
City Council Study Session directive.
Provide technical assistance to
West Valley Community Services
and non-profits/social service
providers on the City's Housing
and Human Services Grant
Funds
Summer 2020 Proposed Provide funding to non-profits/social service
providers through the City's Housing and Human
Services Grants.
Fall 2020 $25,000 (Housing &
Human Services Grant
Funds)
N/A Small Kerri Heusler Community Development Housing Commission
10 Housing Survey To improve public
engagement, conduct a
citywide housing survey ahead
of the 2023-2030 Housing
Element update.
Citywide housing survey launched April
2020, suspended May 2020. Preliminary
discussions with OpenGov regarding
capacity of the Open City Hall
platform. Preliminary discussions with
consultant regarding survey methods
options.
1. Direct the Housing
Commission to form a 2-member
subcommittee to work with the
City Council subcommittee
(Chao and Willey) to advise on
the housing survey options and
question types
2. Determine survey method
3. Work with consultant to draft
survey questions
4. Conduct public outreach
and launch survey
5. Process completed surveys
and tabulate data.
Winter 2020 Proposed Gather input from residents on housing needs.Summer 2021 $25,000 $5,000 Medium Kerri Heusler Community Development Housing Committee and
City Council
Subcommittee
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority
#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 Size Staff Lead Department Commission(s)/
Committee(s)
1 Single-Use Plastics
Ordinance
Take part in the County model
ordinance development
process for addressing non-
reusable food service ware
items . Develop stakeholder
engagement, public outreach,
code development, and
determine need for CEQA
analysis for adopting a non-
reusable food service ware
items ordinance in Cupertino.
Staff is participating in County model
ordinance development and regional
Bay Area discussions about systemically
enabling reusables.
Review draft model ordinance
and determine proposed reach,
phases, and timeline for
Cupertino
Begin stakeholder engagement -
disabled community, food
service establishments, and the
general public.
Summer 2020 - Spring
2022
Proposed New ordinance and municipal code update to
regulate non-reusable food service ware items
in Cupertino.
Earth Day 2022 $40,000 for consultant services and outreach N/A Medium Ursula Syrova
Andre Duurvoort
Public Works
City Manager's Office
Sustainability
Commission
2 Climate Action &
Adaptation Plan Updates
Engage a consultant and
commit staff time to
developing CAP 2.0. California
State law requires addressing
climate adaptation, resiliency,
transportation greenhouse
gasses, and environmental
justice in the next climate
action plan. One major
objective is to identify the
economic and community
opportunities for Cupertino as
California policy points towards
neutral emissions in 2045, and
net negative emissions in
subsequent years.
Policy research started. Scope of work is to perform
public outreach and
engagement, conduct Council
study session, review related
regulations, coordinate with
Community Development
Department (for any general
plan updates), perform
technical analysis, set new GHG
targets, create an action plan
for each City department, and
provide CEQA analysis as
needed.
Summer 2020 - Summer
2021
Proposed Complete technical analysis and public review
draft of Climate Action & Adaptation and Zero
Waste Plan with consultant in FY21. For Council
review / adoption process in FY22.
Summer 2021 Proposed phased approach.
Phase 1: Technical analyses: GHG updated
inventory, forecasting, review of state laws,
equity framework, Commission presentations,
discussion draft for outreach. (FY21)
Phase 2: Staff capacity building, community
education and engagement (FY21)
FY21 budget estimate: $100,000
Phase 3: CEQA Analysis if needed, alignment
with General Plan as needed, final
documentation, near-term / year 1 policy
development (FY22)
Phase 4: CAP measure costing and financial
planning, climate adaptation plan,
Commission and Council study sessions and
adoption.
FY22 ask: TBD based on technical analysis,
County contributions, and need for CEQA or
other recommended actions to comply with
State laws.
N/A Large Andre Duurvoort
Ursula Syrova
City Manager's Office
Public Works
Community Development
Sustainability
Commission
3 Pilot - Water Scheduling
Based on Moisture
Content
Utilize IOT sensor to measure
ground moisture content. Use
this information to better
manage water irrigation within
medians. Additionally, these
IOT sensors may better pinpoint
water leaks.
Research, rough scope of work and
timeline developed.
1. Refine scope of work and
timeline
2. Vendor selection & contract
negotiation
3. Execute contract - achieve
deliverables
4. Analyze Impact
1. Summer 2020
2. Summer/Fall 2020
3. Fall/Winter 2020
4. Spring 2021
Proposed Determine benefits (less water consumption,
money saved, leak detection) of integrating
ground moisture sensors with the City's watering
system.
Spring 2021 $10,000 for equipment, software and
consulting services
N/A Small Bill Mitchell
Chad Mosely
Innovation Technology
Public Works
TICC
4 Review Property Tax Share Study and evaluate ways to
increase the City's Property Tax
share
Proposed Work Program Item 1) Research
2) Evaluate Options
3) Implement Option
1) Fall 2020
2) Winter 2020
3)Spring 2021
Proposed Increase City's share of property tax revenue Summer 2021 $50,000 N/A Medium Kristina Alfaro
Toni Oasay-Anderson
Administrative Services N/A
Sustainability and Fiscal Strategy
Continuing Cupertino’s commitment to building a sustainable and resilient community for future generations.
FY 2020-21 City Work Program
Sustainability
Fiscal
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority
#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 Size Staff Lead Department Commission(s)/
Committee(s)
Sustainability and Fiscal Strategy
Continuing Cupertino’s commitment to building a sustainable and resilient community for future generations.
FY 2020-21 City Work Program
5 Investigate Alternatives to
City Hall
Look for alternatives to
constructing a new City Hall at
10300 Torre Ave
None Consider various options and
provide City Council with list of
options and financial impacts.
Summer 2021 Proposed Establish valid alternative options Summer 2021 $25,000 N/A Large Deb Feng
Roger Lee
Chad Mosley
City Manager's Office
Public Works
N/A
6 Municipal Water System To analyze and recommend
options for the continued
operation of the system
currently and at the end of
lease with San Jose Water
Company in November 2022.
None Analyze advantages and
disadvantages to the options of
continued lease, sale or City
operation of the system.
January 2021 In Progress Provide options and recommendation in
advance of lease expiring so that adequate
time is available to implement effective
strategy.
44197 $50,000 N/A Medium Roger Lee
JoAnne Johnson
Public Works N/A
7 Public Infrastructure
Financing Strategy
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,
Tenant Improvements, etc.
-Infrastructure Needs list was
developed identifying upcoming large
expenses.
-Council study session was held on
4/2/19 and several potential tax, bond
and other options were presented that
had the potential to increase revenues
to the City."
-April, 2, 2019 (1-3) Presented to City
Council built out long term financial
forecast and evaluated strategies
including local revenue measures.
Included 3 funding options for identified
projects.
-June 18, 2019 City received $9.7M in
grant funding for transportation funding;
grant provided termination option to
grantor if the City adopted new fees or
taxes that applied at different rates
and/or amounts depending on the
revenue or employee count of the
business or property owner or that
would have a disproportionate effect
on Grantor."
-A follow up Council study
session is scheduled for June 2
2020.
June 2020 Identify
Strategy
December 2020
Implementation Plan
In Progress Build-out long-term financial forecast and
financial position analysis.
Evaluate fiscal sustainability strategies.
Develop capital financial options, structures,
and estimates for identified projects.
December
2020
$50,000 32500 Medium Kristina Alfaro
Roger Lee
Administrative Services
Public Works
Fiscal Strategic
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority
#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 Size Staff Lead Department Commission(s)/
Committee(s)
1 Reducing Secondhand
Smoke Exposure
Revise and develop policies to
reduce exposure to
secondhand smoke. Potential
options include smoke-free
multi-unit housing, smoke-free
service areas, and smoke-free
public events.
In January 2020, applied for County
grant to support the development of
policies to reduce secondhand smoke.
1) Determine results of grant
process
2) Research and develop policy
options
(Timeline may change with any
negotiated changes during the
grant process)
1) Spring 2020
2) Summer/Fall 2020
Proposed Policies to reduce exposure to secondhand
smoke brought for Council's consideration.
Summer 2021 $30,000
(Grant funding has been
applied for to
supplement)
N/A Medium Katy Nomura City Manager's Office N/A
2 Pilot - Noise Measurement Utilize inexpensive IOT sensors
to measure/categorize noise
Research, rough scope of work and
timeline developed.
1. Refine scope of work and
timeline
2. Vendor selection & contract
negotiation
3. Execute contract - achieve
deliverables
4. Analyze Impact
1. Summer 2020
2. Summer/Fall 2020
3. Fall/Winter 2020
4. Spring 2021
Proposed Determine effectiveness of measuring noise
utilizing IOT sensors
Spring 2021 $35,000 for equipment,
software and consulting
services
N/A Small Bill Mitchell
Chad Mosley
Dianne Thompson
Innovation Technology
Public Works
City Manager's Office
TICC
3 Study session on potential
ordinance updates/clean
up on banning gas
powered leaf blowers
Provide information and
materials to consider an
ordinance to ban gas
powered leaf blowers
New Proposed Work Program Item per
City Council directive
1) Research on local and
regional practices and gather
examples of ordinances
2) Prepare report
3) Conduct study session
Summer 2020 Proposed Present report and receive City Council
directive
Fall 2020 $10,000 for potential
noticing and outreach.
N/A Small Ben Fu Community
Development
N/A
4 Pilot - Pollution Monitoring Utilize IOT sensors to measure
particulate and pollution levels
Research, rough scope of work and
timeline developed.
1. Refine scope of work and
timeline
2. Vendor selection & contract
negotiation
3. Execute contract - achieve
deliverables
4. Analyze Impact
1. Summer 2020
2. Summer/Fall 2020
3. Fall/Winter 2020
4. Spring 2021
Proposed Determine effectiveness of measuring
particulate and pollution levels
Spring 2021 $35,000 for equipment,
software and consulting
services
N/A Small Bill Mitchell
Chad Mosley
Dianne Thompson
Innovation Technology
Public Works
City Manager's Office
TICC
5 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.
-Consultant selected and contract
process begun. There were some
extensions to the timeline as the
schedule from the consultant was
longer than anticipated. In addition,
consultant selection was delayed due
to the departure of the Emergency
Services Coordinator.
1) Complete EOP
2) Review constraints that
annexes may have on COOP
3) Decide in-house versus
contracting COOP
development
4) Begin the process
5) Completion of COOP
6) Staff COOP Training
1) June 2019
2) Fall 2019
3) Fall 2019
4) Winter 2019
5) Winter 2020
6) Spring 2021
In Progress 1) Having a completed COOP.
2) Appropriate staff trained on COOP.
Spring 2021 $62,000, reduced
amount in contract
negotiation
N/A Medium Emergency Services
Coordinator
City Manager's Office Disaster Council
Public Safety Commission
6 Blackberry Farm Golf
Course
Determine short-term and long-
term improvements to the golf
course and amenities
A preliminary study of the golf course
was performed as part of the Stevens
Creek Corridor Master Plan. City
Council received information and
weighed in on this item in 2019.
After course design and level of
improvements to practice
facilities and
restaurant/banquet areas are
finalized, cost estimates and
potential funding source(s)
need to be identified.
Winter 2020-21 Proposed Establish a plan to improve and fund the
Blackberry Farm golf course and amenities. The
plan would include options for both short-term
and long-term improvements.
Spring 2021 $10,000 for consultant
services
Funds were used
for the Stevens
Creek Corridor
Master Plan. A
portion of those
were directed
towards for the
Golf Course.
Medium Parks & Recreation
Director
Parks & Recreation Parks & Recreation
FY 2020-21 City Work Program
Air Quality and Noise
Public Safety
Recreation
Quality of Life
Furthering the health and well-being of all Cupertino community members.
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority
#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 Size Staff Lead Department Commission(s)/
Committee(s)
FY 2020-21 City Work Program
Quality of Life
Furthering the health and well-being of all Cupertino community members.
7 Dogs Off Leash Areas
(DOLA)
Identify additional areas
suitable for permitting dogs to
be off leash and establish one
such area, if the current trial
period is successful.
Jollyman Park is being used as a test
site until July 2020, with no issues to
date.
Commissioners to evaluate
Jollyman Park's DOLA after July,
before considering additional
sites in the community.
Fall 2020 Proposed Assuming no significant issues at Jollyman Park's
DOLA, identify additional sites for
appropriateness and establish at least one more
DOLA.
Spring 2021 No funds are needed to
identify potential
locations. If another
DOLA is established, less
than $500 would be
required for signage and
public noticing.
N/A Small Parks & Recreation
Director
Parks & Recreation Parks & Recreation
8 Rancho Rinconada (RR)Begin operation of aquatics
programs and facility rentals, if
RR is absorbed by City
LAFCO report will be presented to the
City Council on February 18, 2020.
Review by Parks & Recreation
Commission; approval by City
Council, LAFCO and registered
voters of the District.
Winter 2020-2021 In Progress If RR is absorbed by the City, the Department
will need to provide the same or better level of
service as currently exists. Services include year-
round private and group aquatics classes and
facility rentals.
Spring 2021 No funds will be needed
to absorb RR. Financial
information (including
property tax to the City,
program revenues, and
expenses will be defined
as the process continues.
N/A Medium Parks & Recreation
Director and Roger Lee
Parks & Recreation
Public Works
Parks & Recreation
9 Parks & Recreation Dept.
Strategic Plan
Complete a strategic plan that
addresses the immediate and
short-term opportunities
identified in the Master Plan.
The Master Plan is schedule to be on
the February 18, 2020 agenda for
approval by the City Council.
Staff from the Parks &
Recreation and Public Works
Departments, along with a Parks
& Recreation Commissioner will
meet and identify potential
projects for the immediate
future (1-2 years) and short term
(3-7 years).
Spring-Summer 2020 In Progress Identify projects for inclusion in the City's capital
improvement budget.
Summer 2020 No budget is required to
developed for the plan,
but each project will
have its own budget.
Aside from funds
spent on the
Master Plan, no
expenses will be
needed for the
Specific Plan.
Small Roger Lee
Parks & Recreation
Directors
Parks & Recreation and
Public Works
Parks & Recreation
10 Targeted Marketing
Programs to Assist Small
Businesses
Develop and launch programs
to assist marketing local small
businesses
New Proposed Work Program Item 1) Reassess existing programs
and focus on providing
marketing resources
2) Outreach to businesses to
discuss needs
Fall 2020 Proposed Develop and launch programs Winter 2020 $30,000 for outreach and
start-up costs for
programs
N/A Small Angela Tsui City Manager's Office N/A
11 Consider Policies and
Related Code
Amendments to Regulate
Mobile Services Vendors
Develop and adopt policies to
regulate mobile services
vendors to include a variety of
use types, as well as
incorporating SB 946.
City staff has been working with
consultant on researching policies in
other cities, drafting new language,
and cross referencing the City's existing
municipal code. The scope of work
has been expanded to include a
variety of mobile services use types.
1) Continue research on use
types and incorporate
language into policy draft
2) Propose amendments City's
existing municipal code related
to Solicitors and Peddlers
Fall 2020 In Progress Adopt ordinances to regulate mobile services
vendors, and implement an application
process.
Winter 2020 $47,000 for consulting
services and outreach
meetings
N/A Medium Angela Tsui City Manager's Office
Community Development
Planning Commission
12 Study Session on
Regulating Diversified
Retail Use
Identify ways to encourage
retail diversity and vital
services. Find creative solutions
to re-tenant vacant spaces
and attract independent
operators. Evaluate pros and
cons of Retail Formula
Ordinances in other cities.
Proposed Work Program item.
February 24, 2020 City Council Study
Session directive.
Initiate research and data
collection.
Fall 2020 Proposed Initial Report and complete study session.Spring 2021 $25,000 for consulting
services
N/A Small Angela Tsui City Manager's Office Planning Commission
13 Development
Accountability
Analyze methods to limit the
implementation timeline for
entitled/future projects and
encourage development.
Monitor implementation of
development agreements and
conditions of approval. Review
and establish accountability in
the project approval process.
Proposed Work Program item.
Initiated research and data collection.
Item proposed to continue in FY 2020-
2021 Work Program.
Conduct analysis and develop
procedures.
Summer 2020 Proposed An established procedure and conditions of
approval for developmental accountability.
Spring 2021 N/A N/A Small Ben Fu Community Development Planning Commission
Other
Access to Goods and Services
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority
#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 Size Staff Lead Department Commission(s)/
Committee(s)
FY 2020-21 City Work Program
Quality of Life
Furthering the health and well-being of all Cupertino community members.
14 Review and Update
General Plan (GP) and
Municipal Code
Evaluate the General Plan and
Municipal 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.
Re-evaluate the Heart of the
City Specific Plan for sections
of the plan that could be
clarified and updated easily
with objective standards.
City Attorney's Office has identified
priority areas to address.
Objective standards reviewed by
Planning Commission and City Council.
Objective standards for Vallco site, P
Zones, and parkland adopted.
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.
Planning Commission identified
other potential updates during
2020 general plan annual
review. City Manager identifying
Phase II updates to implement.
Phase I: Summer 2019
Phase II: Spring 2020
In Progress Amend General Plan and Municipal Code to
have better defined objective standards.
Phase I:
Completed
Phase II: Fall
2020
$1,000,000 based on
limited scope of
reviewing objective
standards and minimal
GP and zoning code
clean-ups.
N/A Large Piu Ghosh Community Development Planning Commission
15 General Plan Authorization
Process
Evaluate the existing City
Council authorization process
for General Plan Amendment
projects
Proposed Work Program item.
Prepare City Council study session in
Spring.
City Council study session;Spring 2020 In Progress Present report on current process and
depending on City Council feedback,
potentially a modified new process.
Fall 2020 $10,000 for outreach and
citywide noticing
N/A Small Ben Fu Community Development Planning Commission
16 Sign Ordinance Update Update existing provisions,
particularly in the temporary
sign regulations.
New Proposed Work Program Item Identify areas that would
benefit from updates and/or
modifications.
Summer 2020 Proposed Revised ordinance and Municipal Code update Summer 2020 $25,000 for noticing and
outreach
N/A Small Ben Fu Community Development Planning Commission
17 Review Environmental
Review Committee (ERC)
Review the scope of the ERC.New Proposed Work Program Item 1) Research best practices in
other cities.
2) Develop options and
recommendation.
1) Fall 2020
2) Spring 2021
Proposed Review ERC scope and provide
recommendation.
Spring 2021 N/A N/A Small Katy Nomura
Dianne Thompson
City Manager's Office Environmental Review
Committee
18 Residential and Mixed-Use
Residential Design
Standards
Create objective design
standards for residential and
mixed-use residential projects,
including ensuring adequate
buffers from neighboring low-
density residential
development.
New Proposed Work Program Item 1) Council incorporation in WP
2) Initiate contracts and project.
3) Public engagement
4) Environmental review
5) Adopt new design standards
Summer 2021 Proposed Adoption of design standards Winter 2021 $200,000 for consultant,
environmental review,
and outreach
N/A Medium Ben Fu Community Development Planning Commission
Note: The numbers in the # column are just for reference to make it easier to navigate the document and are not an indication of priority