CC 03-03-2025 Searchable PacketCITY OF CUPERTINO
CITY COUNCIL
AGENDA
10350 Torre Avenue, Council Chamber and via Teleconference
Monday, March 3, 2025
5:00 PM
Televised Special Meeting (Council Goals and Work Program)
IN-PERSON AND TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION
Members of the public wishing to observe the meeting may do so in one of the following
ways:
1) Attend in person at Cupertino Community Hall, 10350 Torre Avenue.
2) Tune to Comcast Channel 26 and AT&T U-Verse Channel 99 on your TV.
3) 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 to comment on an item on the agenda may do so in the
following ways:
1) Appear in person at Cupertino Community Hall
2) E-mail comments by 4:00 p.m. on Monday, March 3 to the Council at
citycouncil@cupertino.org. These e-mail comments will also be forwarded to
Councilmembers by the City Clerk’s office before the meeting and posted to the City’s
website after the meeting. Members of the public that wish to share a document must email
cityclerk@cupertino.org prior to the meeting.
Emailed comments that are related to an agenda item and received following the agenda
publication, prior to or during the meeting, will be posted to the City’s website.
Members of the public may provide oral public comments during the Meeting as follows:
Oral public comments will be accepted during the meeting. Comments may be made
during “oral communications” for matters not on the agenda, and during the public
comment period for each agenda item.
Oral public comments may be made during the public comment period for each agenda
item.
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Members of the audience who address the City Council must come to the
lectern/microphone, and are requested to complete a Speaker Card and identify themselves.
Completion of Speaker Cards and identifying yourself is voluntary and not required to
attend the meeting or provide comments.
3) Teleconferencing Instructions
To address the City Council, click on the link below to register in advance and access the
meeting:
Online
Register in advance for this webinar:
https://cityofcupertino.zoom.us/webinar/register/WN_RuQKDljVSTuZLCOLkreakw
Join from an H.323/SIP room system:
H.323:
144.195.19.161 (US West)
206.247.11.121 (US East)
159.124.15.191 (Amsterdam Netherlands)
159.124.47.249 (Germany)
159.124.104.213 (Australia Sydney)
159.124.74.212 (Australia Melbourne)
159.124.168.213 (Canada Toronto)
159.124.196.25 (Canada Vancouver)
Meeting ID: 920 1967 1465
SIP: 92019671465@zoomcrc.com
Phone
Dial: 669-900-6833 and enter Webinar ID: 920 1967 1465 (Type *9 to raise hand to speak, *6 to
unmute yourself). Unregistered participants will be called on by the last four digits of their
phone number.
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.
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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 Mayor calls for the item on which you wish to speak, click on “raise hand,” or,
if you are calling in, press *9. 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.
5. Members of the public that wish to share a document must email cityclerk@cupertino.org
prior to the meeting. These documents will be posted to the City’s website after the
meeting.
NOTICE AND CALL FOR A SPECIAL MEETING OF THE CUPERTINO CITY COUNCIL
NOTICE IS HEREBY GIVEN that a special meeting of the Cupertino City Council is hereby
called for Monday, March 03, 2025, commencing at 5:00 p.m. in Community Hall Council
Chamber, 10350 Torre Avenue, Cupertino, California 95014. Said special meeting shall be
for the purpose of conducting business on the subject matters listed below under the
heading, “Special Meeting."
SPECIAL MEETING
ROLL CALL
COUNCIL WORKSHOP
1.Subject: FY 2025-2027 City Work Program Prioritization and Goal Setting Workshop
Recommended Action: 1. Confirm City’s Strategic Vision
2. Adjust or Re-Affirm Council Goals
3. Finalize Council Priorities for Fiscal Years 2025-2027
Staff Report
A - Council Revised Top 10 Items
B - Consolidated List of Council Priority Items
C - Priority Ranking Sheet
ADJOURNMENT
Lobbyist Registration and Reporting Requirements: Individuals who influence or attempt to influence
legislative or administrative action may be required by the City of Cupertino’s lobbying ordinance
(Cupertino Municipal Code Chapter 2.100) to register and report lobbying activity. Persons whose
communications regarding any legislative or administrative are solely limited to appearing at or
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City Council Agenda March 3, 2025
submitting testimony for any public meeting held by the City are not required to register as lobbyists.
For more information about the lobbying ordinance, please contact the City Clerk’s Office at 10300
Torre Avenue, Cupertino, CA 95014; telephone (408) 777-3223; email cityclerk@cupertino.org; and
website: www.cupertino.org/lobbyist.
The City of Cupertino has adopted the provisions of Code of Civil Procedure §1094.6; litigation
challenging a final decision of the City Council must be brought within 90 days after a decision is
announced unless a shorter time is required by State or Federal law.
Prior to seeking judicial review of any adjudicatory (quasi-judicial) decision, interested persons must
file a petition for reconsideration within ten calendar days of the date the City Clerk mails notice of the
City’s decision. Reconsideration petitions must comply with the requirements of Cupertino Municipal
Code §2.08.096. Contact the City Clerk’s office for more information or go to
http://www.cupertino.org/cityclerk for a reconsideration petition form.
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this
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.
Any writings or documents provided to a majority of the Cupertino City Council after publication of
the packet will be made available for public inspection in the City Clerk’s Office located at City Hall,
10300 Torre Avenue, Cupertino, California 95014, during normal business hours; and in Council
packet archives linked from the agenda/minutes page on the City web site.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code section
2.08.100 written communications sent to the City Council, Commissioners or 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 website and kept in packet archives. Do
not include any personal or private information in written communications to the City that you do not
wish to make public, as written communications are considered public records and will be made
publicly available on the City website.
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CITY OF CUPERTINO
Agenda Item
25-13756 Agenda Date: 3/3/2025
Agenda #: 1.
Subject:FY 2025-2027 City Work Program Prioritization and Goal Setting Workshop
1.Confirm City’s Strategic Vision
2. Adjust or Re-Affirm Council Goals
3. Finalize Council Priorities for Fiscal Years 2025-2027
CITY OF CUPERTINO Printed on 2/20/2025Page 1 of 1
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CITY COUNCIL STAFF REPORT
Meeting: March 3, 2025
Subject
FY 2025-2027 City Work Program Prioritization and Goal Setting Workshop
Recommended Actions
1. Confirm City’s Strategic Vision
2. Adjust or Re-Affirm Council Goals
3. Finalize Council Priorities for Fiscal Years 2025-2027
Reasons for Recommendation/Background
In November 2024, the City outlined an approach to kick off the process for the FY 2025-2027 Council
Goal Setting and Prioritization Workshop scheduled for March 3rd. In the following months, Council
reviewed the process and established the ranking methodology for the upcoming priorities for the
next two fiscal years. Staff’s approach and all subsequent Council discussions and reports can be
found on the City Work Program Webpage.
Before the Workshop
In preparation of the Workshop, each Councilmember had an opportunity to revise their initial list of
priority projects. Staff analyzed the revised priorities submitted by Council (Attachment A) and
prepared a refined consolidated list, along with feasibility assessments and resource implications. This
consolidated is organized by topic and is included as Attachment B in this report. A ranking sheet as
Attachment C is also included in this report for Council to provide rankings to a total of 20 projects
on the consolidated list. Projects will be ranked using the methodology below as adopted by Council
at the January 22 study session:
• Up to 5 projects will get a score of 10
• Up to 5 projects will get a score of 7
• Up to 5 projects will get a score of 4
• Up to 5 projects will get a score of 1
Councilmembers are requested to submit their final rankings to Deputy City Manager, Tina Kapoor
at tinak@cupertino.gov by 5:00 p.m. on Friday, February 28, which will be posted as a Desk Item on
March 3, prior to the Workshop.
During the Workshop
The Workshop will be facilitated by Deputy City Manager, Tina Kapoor. Detailed presentation
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materials will be provided ahead of the Workshop. At the workshop, Staff will present the objectives
and guide the discussion. Council will have an opportunity to confirm the proposed Strategic Vision
for the City, re-affirm or adjust Council Goals1, and finalize priority projects for the next two fiscal
years. Staff will also highlight a few accomplishments from the current year CWP items. Updates on
all current CWP items are available on the Dashboard2.
After the Workshop/Next Steps
Staff will prepare a report following the Workshop to summarize the discussion. The final FY 2025-27
CWP will be brought back to Council for formal approval at a future council meeting. Actual resources
needed to accomplish the new CWP will depend on the final list of priorities and will be requested as
part of the budget adoption process. The FY 2025-27 CWP will officially launch in July.
Sustainability Impact
There is no sustainability impact associated with this update.
Fiscal Impact
Fiscal impact of the proposed CWP on the General Fund is yet to be finalized. The associated budget
allocations for the final projects will be presented to Council as part of the Proposed Budget.
Preliminary estimates for proposed projects are included in Attachment B. Projects were categorized
as small, medium, or large, based on the following parameters:
California Environmental Quality Act
Projects included in the adopted CWP will undergo any necessary CEQA review.
City Work Program Item/Description
NA
Council Goal
NA
Prepared by: Astrid Robles, Senior Management Analyst
Reviewed by: Tina Kapoor, Deputy City Manager
Approved for submission by: Pamela Wu, City Manager
Attachments:
A – Council Revised Top 10 Items
B – Consolidated List of Council Priority Items
C – Priority Ranking Sheet
1 https://www.cupertino.gov/Your-City/City-Council/City-Council-Goals
2 https://gis.cupertino.org/webmap/CityWorkProgram/
Staffing Estimates Budget Estimates
- Small 1-300 hrs $ - Small Under $60k
- Medium 301-1000 hrs $$ - Medium $61k-$500k
- Large 1001+ hrs $$$ - Large $500k+
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PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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8.
9.
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7.
5.
GoalProjectTitle Description
Mayor ChaoTop10
CityWorkProgramProjectList
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1.
2.
3.
4.
Enhance Senior
Services
Due to the high cost of senior centers, many seniors have to "age in place", but do still need services typically provided in
senior centers, in addition to common home maintenance.-
- Utilizing the survey results conducted in 2022 and 2023 to meet the needs of Cupertino seniors
- Consider consultant services similar to Palo Alto or Saratoga Senior Center to enhance services, while reducing cost to
the city.
NOTE: Cupertino Age-Friendly could make a presentation on the result of 2023 survey, in collaboration with the city staff.
NOTE: Successful Aging Solutions & Community Consulting (SASCC), who runs the Saratoga Senior Center could
provide a free gap analysis and feasibility analysis
✔
✔
Tax Measures on
the 2026 Ballot
- Real Estate Transfer Tax (similar to Mountain View, San Jose and other
cities) for large transactions - to capture profits made as a result of upzoning
- Head tax (similar to Mountain View and other cities) for large employers or
renegotiate tax sharing agreements
- Sales tax (to be collected only if the county takes away the remaining 0.25%)
✔
Reduce the Scope
of Memorial Park
Plan to under $40M
The Memorial Park Plan like other plans tend to include too
many features in one park, which the city cannot afford to
accommodate. We should reduce the scope to reduce the
scope to under $40M to only essential elements
✔
✔
Adopt LOS and
improve TDM
Accountability
Adopt LOS (Level of Service), in addition to VMT (Vehicle Miles Traveled), in
any traffic assessment, since LOS is still a better measure of traffic impact.
Adopt requirements to ensure accountability of TDM (Traffic Demand
Management) system since TDM often does not mitigate traffic impact as
intended.
✔
✔
Defensible Impact Fee
Nexus Study for Traffic
Impact Fee, Retail Impact
Fee, BMR Impact Fee
With almost every infill project approval and revision, we are losing almost all retail with
almost zero parking. New units tend to provide more town homes, rather than much needed
smaller starter units or senior flats. With potential challenges to waive impact fees and
design standards, a defensible Nexus study is necessary to protect the city in order to
collect impact fees since California Constitution does not allow unfunded mandates levied
on cities.
✔
✔
✔
Financial, Investment,
and
Cashflow Policy
Review
Review and assess the City’s investment policy and best practices with an
analysis of quarterly treasurers report.
Establish a cashflow management policy with the goal to reduce the total
percentage in cash from 20% to 2% and to reduce the total percentage in
cash and cash-equivalent.to at most 10%, on par with other cities.✔
Strategies to
Enhance Sales
Tax Revenue
Develop strategies to improve sales tax revenue, including, but not limited to:
- With each infill redevelopment, provide transparency on the retail space and loss in retail
categories and sales tax revenue
- Find out what businesses generate B2B taxes in Cupertino and in other cities
- Attract businesses that generate sales taxes to Cupertino
- Explore potential incentives to attract them to Cupertino, such as tax breaks or fee waivers
✔
✔
Enhance Notification
Methods for Development
Projects and General
Plan Amendments
- Consider a community meeting requirement for any major project application, especially those requiring a general plan
amendment, as some other cities have adopted.
- Consider increasing notification radius from 300 feet to 500 feet (or even 1000 feet for major projects) for any project
application, especially those requiring a general plan amendment.
- Consider additional notification requirements for any project application seeking concessions/waivers of existing
standards, such as parking reduction, building height, setback, retail space reduction, and/or impact fees.-
- For city-wide general plan amendment, such as multiple sites for the Housing Element, consider comparable notification
methods as single sites, rather than only through the newspaper, which has been insufficient
✔
✔
Enhance Art In-Lieu
Fee policy for better
engagement
Each development project has to dedicate art in-lieu fee, but the selection process does not engage the
public to benefit the city as a whole. Explore policies adopted in other cities for better public
engagement.
NOTE: To expand the current work program item "Art in Public and
Private Areas": Revisit Municipal Code standards for art in public and private development,
including the standards in the Municipal Code and developing an Art͈in͈lieu fee
policy.
✔
✔
Transparency for
Commission
Meetings
Restore Hybrid Commission Meetings with both virtual and in-person public
comments - with minimal staff support.
Include presentations, design docs in the agenda packet so that attendees
who missed the meeting have access to them, such as the design docs for
bike path projects.
✔
ATTACHMENT A
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PleaseprovideabulletedlistofanyitemsinAttachmentAthatyourecommendforremoval.
- Recycled Water Feasibility Study
ATTACHMENT A
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PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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PublicEngagement&Transparency
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8.
9.
6.
7.
5.
GoalProjectTitle Description
Councilmember&ƌƵĞŶTop10
CityWorkProgramProjectList
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1.
2.
3.
4.
Urban Forest
10-Year Plan
Develop a plan and implementation strategy to increase the
tree canopy in Cupertino to achieve at least 30% coverage
in every city neighborhood by 2035 using climate-resilient
species.✔
✔
Small Business
Revitalization Plan
Develop a plan and implementation strategy to support (1)
new small business establishment; (2) preservation of
existing small businesses in order to improve placemaking in
the city and the city's revenue stream.
✔
✔
Active
Transportation
Plan
Continue the existing CWP item.
✔
✔
✔
Public Engagement
Strategy and Policies
in Support of Planning
Initiatives
Consolidate existing CWP (Attachment B Item 10) and proposed CWP public
engagement-related items (Attachment B Items 4 and 5) to establish more
focused policies governing public outreach and engagement with respect to
General Plan amendments and rezonings with special consideration to
lessons learned from the 6th RHNA Cycle Housing Element revision.
✔
✔
Commercial
Diversification
Plan
Develop a plan and implementation strategy to
diversify the range and types of medium-sized
businesses operating in the city.
✔
Permit Streamlining
and Simplification for
Small Home
Upgrades
Develop a suite of improvements to (1) improve access to,
and (2) speed the processing of permits for small home
upgrades so as to enhance compliance and improve overall
efficiency.✔
✔
Heart of the City
Specific Plan
Update
Revise the Heart of the City Specific Plan and relevant neighboring planning areas to
focus residential growth on major corridors to better support commercial activity, and
an increased tax base as well as the creation of “third spaces” for community
building, while bringing homes, amenities, and jobs closer together to reduce vehicle
miles traveled and improve the attractiveness of active transportation options.
✔
✔
✔
✔
✔
Bicycle Facilities Continue existing CWP item.✔
✔
Independence Day
Celebration
Enhancement
Identify and pursue low-hazard alternatives to the
traditional fireworks presentation if no safe venue
for traditional fireworks in Cupertino can be found.
✔
ATTACHMENT A
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PleaseprovideabulletedlistofanyitemsinAttachmentAthatyourecommendforremoval.
Attachment B Item Nos. 11 and 12 could be consolidated into Proposed Item No. 1 above (Urban Forest
10-Year Plan).
See also Proposed Item No. 4 above, consolidating public engagement efforts and focusing on specific
planning-related matters with particular reference to lessons learned from the 6th RHNA Cycle Housing
Element revision.
ATTACHMENT A
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PublicEngagement&Transparency
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Sustainability&FiscalStrategy
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10.
8.
9.
6.
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5.
GoalProjectTitle Description
CouncilmemberMohan Top10
CityWorkProgramProjectList
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1.
2.
3.
4.
Business
Revitalization
Explore options to support small businesses, fill
empty storefronts, and encourage entry of new
forms of retail to promote revitalization ✔
✔
Expedite and/or
streamline building
permit and inspection
permit processes
Remove gridlock in construction, repairs and remodeling by
streamlining permitting process. When processes get
cumbersome, they get circumvented. Delays impact
property tax and permitting fees revenues ✔
City Hall Seismic
Safety Issues
Determine cost and feasiblility options to deal with City Hall seismic
safety: pros and cons of retrofit, remodel, lease temporary facility,
purchase a new building. Include plans for Stocklmeir and Torre.
✔
Urban Forest
Program
Expand tree list review in current CWP to include
specifics to develop an urban forest plan to
increase trees, landscaping and greenery in all
parts of the city ✔
Leadership
Academy
Re-establish leadership program in collaboration with
neighboring cities and non-profits - to educate the public on
public policy issues, and encourage new participation in
city's civic life. Minimal City involvement.
✔
Update City's
Impact fees
Update governing policies and guidelines for all impact fees.✔
General Plan
Community
Meetings
Consider community meetings for any development
or project that requires a GP amendment.
✔
Blackberry Farms
Pool and Picnic Area -
Open all year
Eliminate the 100 day restricted operation of BB Farms
picnic area facilities and swimming pool - and open all year.
Current restrictions deprive city of fee revenues, and deprive
public access to public facilities.
✔
Lehigh Quarry Continue to monitor quarry activities and present bi-annual
updates to Council. Continued collaboration with County and
neighboring cities is recommended.
✔
Ad Hoc Senior
Commission
Establish an ad-hoc senior commission/ committee/working group
to create channels of communication between the senior
population, senior center, senior living facilities - and address
concerns re: housing, transportation, medical facilities.
✔
ATTACHMENT A
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PleaseprovideabulletedlistofanyitemsinAttachmentAthatyourecommendforremoval.
Recommended for Removal
1. City Treasurer review
2. Investment Policy
3. General Plan notifications - from 300 to 500 feet
4. Public Engagement Strategy
5. Art in Public Places
ATTACHMENT A
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PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
PublicEngagement&Transparency
Transportation
Housing
Sustainability&FiscalStrategy
QualityofLife
10.
8.
9.
6.
7.
5.
GoalProjectTitle Description
Vice MayorMoore Top10
CityWorkProgramProjectList
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1.
2.
3.
4.
Work Program
Process
Review Work Program History, budget considerations and timing, key
takeaways, best practices, mission and vision, goal categories,
staff suggestions for process improvement and workload management.
Include CIP projects which are in process and their costs.
✔
✔
Unhoused
Policies
Determine best practices for limited budget smaller cities to manage
the unhoused. Review RV practices in surrounding cities for impacts
and potential adoption. Review transitional housing outcomes in
surrounding cities. Policies to include nimble contingency plans.
✔
✔
✔
✔
City Properties:
Planning for
optimal use
Revisit City Hall/Torre Annex Planning RE Seismic/EOC. Future
planning strategies for Stocklmeir house/garages, Blech House,
Blue Pheasant. Goal of judicial use of city-owned properties.
Investigate potential purchase of CUSD Finch/Phil property.
✔
✔
✔
Bus Stop
Inventory
Inventory city bus stops and coordinate with
VTA for improvements to seating, shading, and
security
✔
✔
SV Hopper
Feasibility
Determine a future funding source for this
grant-funded program. Provide two ridership
and financial updates per year.
✔
✔
✔
Tree Planting
Increase tree canopy on city-owned properties with
climate appropriate, preferably suitably CA native trees
with volunteer tree-planting opportunities as feasible.
✔
✔
✔
Night time safety
awareness
Coordinate public education and potential (private
and/or public) grants for night time safety for
bikes/peds/pets (Fall Bike Fest, SR2S, festivals)
✔
✔
✔
Water
Conservation
Policies
Reduce irrigation while increasing pollinator supporting
vegetation (turf conversion). Optimize irrigation
systems including CUSD use agreement sites.
✔
✔
Environmental
Hazards
Add Geotracker and DTSC sites to the GIS
mapping layers in the city to improve public
awareness.
✔
✔
Impact Fees Evaluate and realign impact fees.
✔
ATTACHMENT A
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PleaseprovideabulletedlistofanyitemsinAttachmentAthatyourecommendforremoval.
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FUD
ATTACHMENT A
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#Name Description Department Category Goal Status Start Finish %Complete Milestonein
Progress
FY
1 EmergencyOperations
Readiness
Reviewfire,earthquaketornado,
activeshooter,Tsunami,
hazardoustransportaccident
policies;andensureEOCisactive
andfunctioningwitha
peremanentpositionnot
consultantrunningtheprogram.
CityManager'sOffice Sustainabilityand
FiscalStrategy
Ensurereadinessand
playbookduring
emergencies
Proposed FY25
2 EconomicDevelopmentRestoreeconomicdevelopment
committee,exploregrantwriter
position,attractstartupsand
companiesinthetechecosystem.
CityManager'sOffice Sustainabilityand
FiscalStrategy
Developtaxbaseand
driverevenues
Proposed FY25
3 SmallBusinessRevitalization
Ordinance
Streamlinepermittingprocess,
exploremorethemedeventslike
restaurantweekandbobatino,
attractmorefestivals,createa
smallbusinesscouncil,provide
regulatorysupport.
CityManager'sOffice Sustainabilityand
FiscalStrategy
Developtaxbaseand
driverevenues
Proposed FY25
4 SFHpermittingreview
process.
Improveturnaroundtimes.Set
SLA'sforstaffandoutsourced
reviewers,customerserviceKPI's,
templatestoreducebackand
forth,internalstaffexperitseto
reduceconsultingexpenses.
Simplifypermitingforsmallhome
upgrades
Community
Development
QualityofLife Reducecostsand
timeforSFHremodels
anddevelopment
Proposed FY25
5 Majorthorougfare
congesstionstudyandroad
improvements.
StudyDeAnza,StevensCreek,
Stelling,Wolfe,Homestead,and
Bollinger,Roadimprovement
optionsincludesadaptivetraffic
signals,noturnsonrednear
schoolsduringschoolhours,
streetpaving,andtraffic
enforcementofbikers,cars,and
pedestrians
PublicWorks QualityofLife Reducetransittimes
forresidentsand
improvesafety
Proposed FY25
6 MemorialParkRennovation Reduceplanorplaceinphases,
considerrevenuemodelssuchas
concessionsandservciesinthe
mixforthepark.
ParksandRecreation QualityofLife Ensuretimely
constructionandcost
effective
implementation
Proposed FY25
7 CityHallRetrofiandEOC
ReadinessPlan
Implementthepreviously
approved2022Councilplanwith
EOCmigration
PublicWorks Sustainabilityand
FiscalStrategy
Protectcity
employeesand
ensureemergency
readiness
Proposed FY25
8 PublicSafetyͲBlockLeader
andNeighborhoodWatch
CityManager'sOffice QualityofLife Reducecrime InProgress 7/1/2022 6/30/2025 95 Execution
Phase
FY25
9 LicensePlateReaders CityManager'sOffice QualityofLife InProgress 7/1/2022 6/30/2025 77 Procurement FY24
10 5GOrdinance PublicWorks QualityofLife InProgress 7/1/2022 4/30/2025 88 Planning
Phase
FY23
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ATTACHMENT A
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1JFIndependence Day Celebration
Enhancement
Identify and pursue low‐hazard alternatives to the traditional fireworks presentation if no safe
venue for traditional fireworks in Cupertino can be found.
Quality of Life $$Parks and Recreation
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1RW5G Ordinance Update 5G Ordinance Quality of Life $Public Works/City
Attorney's Office
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1KM
Work Program Process Review Work Program History, budget considerations and timing, key takeaways, best practices,
mission and vision, goal categories, staff suggestions for process improvement and workload
management. Include CIP projects which are in process and their costs.
Sustainability and
Fiscal Strategy
$City Manager's
Office/ALL DEPT
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Fourth of July
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: 5G
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: City Work Program
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1SMBusiness
Revitalization
Explore options to support small businesses, fill empty storefronts, and encourage entry of new
forms of retail to promote revitalization
Sustainability and
Fiscal Strategy
$$City Manager's Office
2JF
Small Business Revitalization Plan Develop a plan and implementation strategy to support (1) new small business establishment; (2)
preservation of existing small businesses in order to improve placemaking in the city and the city's
revenue stream.
Quality of Life $$City Manager's Office
3JFCommercial Diversification Plan Develop a plan and implementation strategy to diversify the range and types of medium‐sized
businesses operating in the city.
Quality of Life $$City Manager's Office
4LC
Strategies to Enhance Sales Tax
Revenue
Develop strategies to improve sales tax revenue, including, but not limited to:
‐ With each infill redevelopment, provide transparency on the retail space and loss in retail
categories and sales tax revenue
‐ Find out what businesses generate B2B taxes in Cupertino and in other cities
‐ Attract businesses that generate sales taxes to Cupertino
‐ Explore potential incentives to attract them to Cupertino, such as tax breaks or fee waivers
Sustainability and
Fiscal Strategy
$$City Manager's
Office/Community
Development
Department/
Administrative
Services Department/
City Attorney's Office
5RW
Economic Development Restore economic development committee, explore grant writer position, attract startups and
companies in the tech ecosystem.
Sustainability and
Fiscal Strategy
$$City Attorney's
Office/City Manager's
Office
6RW
Small Business Revitalization
Ordinance
Streamline permitting process, explore more themed events like restaurant week and bobatino,
attract more festivals, create a small business council, provide regulatory support.
Sustainability and
Fiscal Strategy
$$Community
Development
Departmen/City
Manager's
Office/Parks &
Recreation
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Economic Development
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1KM
City Properties: Planning for
Optimal Use (Formerly City
Properties 2.0)
Revisit City Hall/Torre Annex Planning RE Seismic/EOC. Future planning strategies for Stocklmeir
house/garages, Blech House, Blue Pheasant. Goal of judicial use of city‐owned properties.
Investigate potential purchase of CUSD Finch/Phil property.
Quality of Life $$Public Works/City
Manager's Office
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1SM
City Hall Seismic
Safety Issues
Determine cost and feasiblility options to deal with City Hall seismic safety: pros and cons of
retrofit, remodel, lease temporary facility, purchase a new building. Include plans for Stocklmeir and
Torre.
Sustainability and
Fiscal Strategy
$$ Public Works/City
Manager's Office
2RW
Emergency Operations Readiness Review fire, earthquake tornado, active shooter, Tsunami, hazardous transport accident policies;
and ensure EOC is active and functioning with a permanent position not consultant running the
program.
Sustainability and
Fiscal Strategy
$$City Manager's
Office/Sheriff'S Office
3RWCity Hall Retrofit and EOC
Readiness Plan
Implement the previously approved 2022 Council plan with EOC migration.Sustainability and
Fiscal Strategy
$ Public Works/City
Manager's Office
4RWPublic Safety ‐ Block Leader and
Neighborhood Watch
Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and
expand the coverage of active neighborhoods.
Quality of Life $City Manager's Office
5RWLicense Plate Readers Deploy city‐owned license plate readers and implement policies to allow neighborhood‐owned ones. Quality of Life $$City Manager's Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: City Properties/EOC
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Emergency Preparedness
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1SM
Urban Forest
Program
Expand tree list review in current CWP to include specifics to develop an urban forest plan to
increase trees, landscaping and greenery in all parts of the city
Quality of Life $$ Public
Works/Community
Development
Department
2KM
Tree Planting (replaces Tee List
2.0)
Increase tree canopy on city‐owned properties with climate appropriate, preferably suitably CA
native trees with volunteer tree‐planting opportunities as feasible.
Sustainability and
Fiscal Strategy
$$$Public Works
3JF
Urban Forest 10‐Year Plan Develop a plan and implementation strategy to increase the tree canopy in Cupertino to achieve at
least 30% coverage in every city neighborhood by 2035 using climate‐resilient species.
Sustainability and
Fiscal Strategy
$$Public
Works/Community
Development
Department
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1KM
Water Conservation Policies
(replaces city water conservation/
turf conversion)
Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize
irrigation systems including CUSD use agreement sites.
Sustainability and
Fiscal Strategy
$$Public Works
2KM
Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. Public Engagement
and Transparency
$Information &
Technology/
Community
Development
Department
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Environmental/Trees
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Environmental/Sustainability
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1LC
Financial, Investment, and
Cashflow Policy Review (TBD
item)
Review and assess the City’s investment policy and best practices with an analysis of quarterly
treasurers report.
Establish a cashflow management policy with the goal to reduce the total percentage in cash from
20% to 2% and to reduce the total percentage in cash and cash‐equivalent.to at most 10%, on par
with other cities.
Sustainability and
Fiscal Strategy
$$ Administrative
Services Department
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1JR
Heart of the City Specific Plan
Update
Revise the Heart of the City Specific Plan and relevant neighboring planning areas to focus
residential growth on major corridors to better support commercial activity, and an increased tax
base as well as the creation of "third spaces" for community building, while bringing homes,
amenities, and jobs closer together to reduce vehicle miles traveled and improve the atractiveness
of active transportation options.
Quality of Life $$$Community
Development
Department
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Heart of the City
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Financial Policies
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1SM
Update City's
Impact fees
Update governing policies and guidelines for all impact fees Sustainability and
Fiscal Strategy
$$$Community
Development
Department/City
Attorney's
Office/Public Works
2KM
Impact Fees Evaluate and realign impact fees.Sustainability and
Fiscal Strategy
$$$Community
Development
Department/City
Attorney's
Office/Public Works
3LC
Defensible Impact Fee Nexus
Study for Traffic Impact Fee,
Retail Impact Fee, BMR Impact
Fee
With almost every infill project approval and revision, we are losing almost all retail with almost zero
parking. New units tend to provide more town homes, rather than much needed smaller starter
units or senior flats. With potential challenges to waive impact fees and design standards, a
defensible Nexus study is necessary to protect the city in order to collect impact fees since California
Constitution does not allow unfunded mandates levied on cities.
Sustainability and
Fiscal Strategy
$$Community
Development
Department/City
Attorney's
Office/Public Works
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Impact Fees
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1SM
Blackberry Farms Pool and Picnic
Area ‐ CEQA Review
Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimming pool ‐ and
open all year. Current restrictions deprive city of fee revenues, and deprive public access to public
facilities.
Quality of Life $$$Parks & Recreation/
Public Works/City
Attorney's
Office/Community
Development
Department
2LC
Reduce the Scope of Memorial
Park Plan to under $40M
The Memorial Park Plan like other plans tend to include too many features in one park, which the
city cannot afford to accommodate. We should reduce the scope to under $40M to only essential
elements
Sustainability and
Fiscal Strategy
$$ Parks & Recreation/
Public Works
3RWMemorial Park Renovation Reduce plan or place in phases, consider revenue models such as concessions and services in the mix
for the park.
Quality of Life $$Parks & Recreation/
Public Works
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1JF
Permit Streamlining and
Simplification for Small Home
Upgrades
Develop a suite of improvements to (1) improve access to, and (2) speed the processing of permits
for small home upgrades so as to enhance compliance and improve overall efficiency.
Quality of Life $Community
Development
Department
2SM
Expedite and/or
streamline building
permit and inspection
permit processes
Remove gridlock in construction, repairs and remodeling by streamlining permitting process. When
processes get cumbersome, they get circumvented. Delays impact property tax and permitting fees
revenues
Sustainability and
Fiscal Strategy
$$Community
Development
Department
3RW
SFH permitting review process. Improve turnaround times. Set SLA's for staff and outsourced reviewers, customer service KPI's,
templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify
permitting for small home upgrades.
Quality of Life $Community
Development
Department/ City
Attorney's Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Permitting
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Parks
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1SM
Leadership
Academy
Re‐establish leadership program in collaboration with neighboring cities and non‐profits ‐ to educate
the public on public policy issues, and encourage new participation in city's civic life.
Public Engagement
and Transparency
$City Manager's Office
2SM
General Plan
Community
Meetings
Consider community meetings for any development or project that requires a GP amendment. Public Engagement
and Transparency
$Community
Development/City
Manager's Office
3LC
Enhance Notification Methods for
Development Projects and
General Plan Amendments
* Consider a community meeting requirement for any major project application, especially those
requiring a general plan amendment, as some other cities have adopted.
* Consider increasing notification radius from 300 feet to 500 feet (or even 1000 feet for major
projects) for any project application, especially those requiring a general plan amendment.
* Consider additional notification requirements for any project application seeking
concessions/waivers of existing standards, such as parking reduction, building height, setback, retail
space reduction, and/or impact fees.
For city‐wide general plan amendment, such as multiple sites for the Housing Element, consider
comparable notification methods as single sites, rather than only through the newspaper, which has
been insufficient.
Public Engagement
and Transparency
$Community
Development/City
Manager's Office/City
Attorney's Office
4LC
Enhance Art In‐Lieu Fee policy for
better engagement
Each development project has to dedicate art in‐lieu fee, but the selection process does not engage
the public to benefit the city as a whole. Explore policies adopted in other cities for better public
engagement.
NOTE: To expand the current work program item "Art in Public and Private Areas": Revisit Municipal
Code standards for art in public and private development, including the standards in the Municipal
Code and developing an Art‐in‐lieu fee policy.
Quality of Life $Community
Development/ City
Attorney's Office/ City
Manager's
Office/Pubilc Works/
Adminstrative
Services
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Public Engagement
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
5LC
Transparency for Commisison
Meetings
Restore Hybrid Commission Meetings with both virtual and in‐person public comments ‐ with
minimal staff support.
Include presentations, design docs in the agenda packet so that attendees who missed the meeting
have access to them, such as the design docs for bike path projects.
Public Engagement
and Transparency
$Innovation and
Technology/City
Manager's Office/ City
Attorney's Office/City
Clerk's Office/All
Departments
6JF
Public Engagement Strategy and
Policies in Support of Planning
Initiatives
Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement‐related
items (Attachment B Items 4 and 5) to establish more focused policies governing public outreach
and engagement with respect to General Plan amendments and rezonings with special consideration
to lessons learned from the 6th RHNA Cycle Housing Element revision.
Public Engagement
and Transparency
$$Community
Development/City
Manager's Office
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1SM
Lehigh Quarry Continue to monitor quarry activities and present bi‐annual updates to Council. Continued
collaboration with County and neighboring cities is recommended.
Public Engagement
and Transparency
$$Community
Development/City
Manager's Office/City
Attorney's Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Public Engagement
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Quarry
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1SM
Ad Hoc Senior
Commission
Establish an ad‐hoc senior commission/ committee/working group to create channels of
communication between the senior population, senior center, senior living facilities ‐ and address
concerns re: housing, transportation, medical facilities.
Quality of Life $Parks &
Recreation/City
Attorney's Office/City
Manager's Ofice
2LC
Enhance Senior Services Due to the high cost of senior centers, many seniors have to "age in place", but do still need services
typically provided in senior centers, in addition to common home maintenance.‐
‐ Utilizing the survey results conducted in 2022 and 2023 to meet the needs of Cupertino seniors
‐ Consider consultant services similar to Palo Alto or Saratoga Senior Center to enhance services,
while reducing cost to the city.
NOTE: Cupertino Age‐Friendly could make a presentation on the result of 2023 survey, in
collaboration with the city staff.
NOTE: Successful Aging Solutions & Community Consulting (SASCC), who runs the Saratoga Senior
Center could provide a free gap analysis and feasibility analysis
Quality of Life $$Parks & Recreation
#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1LC
Tax Measures on the 2026 Ballot ‐ Real Estate Transfer Tax (similar to Mountain View, San Jose and other cities) for large transactions ‐
to capture profits made as a result of upzoning
‐ Head tax (similar to Mountain View and other cities) for large employers or renegotiate tax sharing
agreements
‐ Sales tax (to be collected only if the county takes away the remaining 0.25%)
Sustainability and
Fiscal Strategy
$$$City Attorney's Office/
Administrative
Services/City
Manager's Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Senior Services
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Taxes/Revenue
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1JFBicycle Facilities Continue the existing CWP item.Transportation $ Public Works/Parks &
Recreation
2KM
Night time safety awareness Coordinate public education and potential (private and/or public) grants for night time safety for
bikes/peds/pets (Fall Bike Fest, SR2S, festivals)
Quality of Life $ Public Works/SC
County Sheriff's Office
3KMSV Hopper Feasibility Determine a future funding source for this grant‐funded program. Provide two ridership and
financial updates per year. (reworded, but the same)
Transportation $Public Works
4KMBus Stop Inventory Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security
(reworded, but the same)
Transportation $Public Works
5JFActive Transportation Plan Continue the existing CWP item.Transportation $$ Public Works
6LC
Adopt LOS and improve TDM
Accountability
Adopt LOS (Level of Service), in addition to VMT (Vehicle Miles Traveled), in any traffic assessment,
since LOS is still a better measure of traffic impact.
Adopt requirements to ensure accountability of TDM (Traffic Demand Management) system since
TDM often does not mitigate traffic impact as intended.
Transportation $$Community
Development/Public
Works/City Attorney's
Office
7RW
Major thoroughfare congestion
study and road improvements.
Study De Anza, Stevens Creek, Stelling, Wolfe, Homestead, and Bollinger, Road improvement
options include adaptive traffic signals, no turns on red near schools during school hours, street
paving, and traffic enforcement of bikers, cars, and pedestrians.
Quality of Life $$ Public Works
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Transportation
ATTACHMENT B
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#
Proposed
By Council
Member
Councilmember Submitted Title Councilmember Proposed Project Description Council Goal Est budget Est staff hours Lead Department(s)
1KM
Unhoused Policies (Formerly
Support for the Unhoused 2.0)
Continue this work program item. Determine best practices for limited budget smaller cities to
manage the unhoused. Review RV practices in surrounding cities for impacts and potential adoption.
Review transitional housing outcomes in surrounding cities. Policies to include nimble contingency
plans.
Quality of Life $Community
Development/Public
Works/City Attorney's
Office/City Manager's
Office
Consolidated Revised Top 10 List ‐ ALL Councilmembers
Overlapping Projects: Unhoused
ATTACHMENT B
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•Up to 5 projects will get a score of 10
•Up to 5 projects will get a score of 7
•Up to 5 projects will get a score of 4
•Up to 5 projects will get a score of 1
Ranking Project Title Project Objective Project size Department
10
10
10
10
10
7
7
7
7
7
4
4
4
4
4
1
1
1
1
1
ATTACHMENT C
Council Priority Ranking Sheet – March 3, 2025 Workshop
Select a total of 20 projects from Attachment B to complete the form below.
Send to TinaK@Cupertino.gov
by February 28 at 5pm
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