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CC 03-18-2025. Item No. 10. First Ranking - Individual Councilmembers_Desk Item# 4 5 6 7 8 9 (flUlC;Y Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Councilmember Submitted Title Councilmember Proposed Project Description SM JF JF LC RW RW Explore options to support small businesses, fill empty storefronts, and encourage entry of new Revitalization !forms of retail to promote revitalization Small Business Revitalization Plan I 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. Commercial Diversification Plan I Develop a plan and implementation strategy to diversify the range and types of medium-sized businesses operating in the city . Strategies to Enhance Sales Ta x I Develop strategies to improve sales tax revenue, including, but not limited to: Revenue -With each infill redevelopment, provide transparency on the retail space and loss in retail categories and sales tax revenue Economic Development Small Business Revitalization Ordinance -Find out what businesses generate B2B ta xes in Cupertino and in other cities -Attract businesses that generate sales taxes to Cupertino -Explore potential incentives to attract them to Cupertino, such as ta x breaks or fee waivers Restore economic development committee, explore grant writer position, attract startups and companies in the tech ecosystem . Streamline permitting process, explore more themed events like restaurant week and bobatino, attract more festivals, create a small business council , provide regulatory support. 1 Ranking Est bydget Est staff hours $$ $$ $$ t $$ ATTACHMENT F Lead Department(s) City Manager's Office City Manager's Office City Manager's Office/Community Development Department/ Administrative Services Department/ City Attorney's Office City Attorney's Office/City Manager's Office Community Development Departmen/City Manager's Office/Parks & Recreation Consolidated Revised Top 10 List -ALL Councilmembers Proposed # By Council I Councilmember Submitted Title Councilmember Proposed Project Descr iption Ranking Est budget Determine cost and feasibli lity options to deal with City Hall seismic safety: pros and cons of retrofit, 11 I SM !Safety Issues remodel, lease temporary facility, purchase a new building. Include plans for Stocklmeir and Torre . Emergency Operations Readine ss Review fire, earthquake tornado, active shooter, Tsunami, hazardou s transport accident policies ; and $$ 12 I RW I ensure EOC is active and functioning wit h a permanent position not consu ltant running the program . 13 I RW I City Hal l Retrofit and EOC Implement the previously approved 2022 Council plan wit h EOC migration. $ Readiness Plan 14 I RW I Public Safety -Block Leader and Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and $ Neighborhood Watch expand the coverage of active neighborhoods. License Plate Readers Deploy city-owned license plate readers an d implement policies to all ow neighborhood-owned ones . $$ Expand tree list review in current CWP to include specifics to develop an urban forest p lan to Program increa se trees, landscap in g and greenery in al l parts of the city Tree Planting (replaces Tee List Increase tree canopy on city-owned properties with climate appropriate, preferab ly suitably CA $$$ 17 I KM 12.0 ) na ti ve trees with vo lunteer tree-planting opportunities as feasible. \ Urban Forest 10-Year Plan I Deve lop a plan and implementation st rategy to in crease the tree canopy in Cupertino to achieve at I !ss 18 I JF I least 30% coverage in every city neighborhood by 2035 usin g climate-resilient species . {---;,... -·-··-·--· ----------------·--·-- Environmental/Sustainability 19 KM Water Conservation Po licies I Reduce irrigation while increasing pollinator supporting vegetation (turf co nversion). Optimize (replaces city water conservation/ irrigation systems including CUSD use agreement sites. $$ turf conversion) 20 KM Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness . $ 2 Est staff f:iours itt ATTACHMENT F Lead Department(s) City Manager's Office/Sheriff's Office Public Works/City Manager's Office City Manager's Office City Manager's Office Department Public Works I Public Works/Community Deve lopment Department D"D Information & Technology/ Community Development Department # 23 24 25 26 I 27 I 28 I Prop osed By Counci l I Councilmember Submitted Title SM KM LC SM LC RW I Impact fees Impact Fees Defen sible Im pa ct Fee Nexus Study for Traffic Impact Fee, Reta il Impact Fee, BMR Impa ct Fee Area -CEQA Review Reduce the Scope of M emorial I Park Plan to under $40M .Memoria l Park Renovation Consolidated Revised Top 10 List -ALL Councilmembers Co unci lmember Proposed Project Descripti on Evaluate and realign impact f ees. With almost every infill project approva l and revision, we are losing almo st al l retail with almost zero parking. New units tend to provide more town homes, rather than muc h needed sma ll er starter units or senior flats . With potentia l challenges to wa ive impact fees and design standards, a defens i ble Ne xus study is necessary to protect the city in order to co ll ect impact fees since California Constitution does not al low unfunded mandates levied on cities . Eliminate the 100 day restricted operatio n of BB Farms picnic area facilities and swimming poo l -and open all year . Current re strictions deprive city of fe e revenue s, and dep rive publ ic access to public faci lities . The Memoria l Pa rk Plan li ke other p lans tend to include too many features i n one park, which the city cannot afford to accommodate. We should redu ce the scope to under $40M to on ly essential elements Reduce plan or p lace in phases, cons ider revenue mode ls such as concessions and services in the mix for t he park . 3 Ranking Est budget $$$ $$ ~ ~ $$ $$ Est staff hours ATTACHMENT F Lead Department(s) Community Development Department/City Attorney's Office/Public Works Community Deve lopment Department/City Attorney's Office/Pub lic Works Community Dev elopment Department/City Attorney's Office/Pub lic Works Parks & Recreation/ Pub lic Works/City Attorney's Office/Community Development Department Park s & Recreation/ Public Works Parks & Recreation/ Pub lic Works # 29 30 31 32 I 33 I 34 Proposed By Counc il I Councilmember Submitted Title JF SM RW SM SM LC Simplifi catio n for Sma ll Hom e Upgrades Expedite and/or st r eam lin e building permit and inspection permit processes SFH permitting review process . I Academy - General Plan I Community Meetings Enh an ce Notification Methods for Development Projects and Genera l Plan Amendments I Consolidated Revised Top 10 List -ALL Councilmembers Councilmember Proposed Project Description Develop a suite of improvements to (1) im prove access to, and (2) speed the processing of permits for small home upgrades so as to enhance compliance and im prove overall efficiency. Remove grid lock in construction, repairs and remodeling by streaml in ing permitting process . When processes get cumbersome, they get circumve nted. Delays impact property tax and permitting fees revenues Improve turnaround times . Set SLA's for staff and outsourced reviewers, customer service KP l's, templates to reduce back and forth, interna l staff expertise to reduce co nsultin g expenses. Simp lify Re-establish leadership program in co ll aboration with neighboring cities and non-profits -to educate the public on public policy issues, and encourage new participation in city's civic life. Cons id er community meetings for any deve lopment or project th at requires a GP amendment. * Consider a community meeting requirement for any major project app li cation, especia ll y t hose requiring a genera l p lan amendment, as some other cities have adopte d. * Consider in creasing notification rad i us from 300 feet to 500 feet (or even 1000 feet for major projects) for any project app li cation, especially th ose requiring a genera l p lan ame ndm ent. * Consider additiona l notification requirements for any pro j ect application seeking concessions/waivers of ex isting standards, suc h as parking reduction, building height, setback, retail space reduction, and/or impact fees . For city-wide general plan amendment, suc h as multiple sites for the Housing Element, consider comparab le notification methods as single sites, rather than on ly through the newspaper, which has been insufficient. 4 Ranking Est budget $$ $ 7- $ $ Est staff hours ATTACHMENT F Lead Department(s) Comm unity Development Department Commu nity Development Department/ City Attorney's Office Community Development/City Manager's Office Communi t y Development/City Manager's Office/City Attorney's Office # 35 36 37 39 40 Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Councilmember Submitted Title Councilmember Proposed Project Description LC LC JF SM LC better engagement Transparency for Commisison Meetings 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. Exp lore 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. 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 Strategy and I Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement-related Policies in Support of Planning items (Attachment B Items 4 and 5) to establish more focused policies governing public outreach and Initiatives engagement with respect to General Plan amendments and rezonings with special consideration to lessons learned from the 6th RHNA Cycle Housing Element revision. Establish an ad-hoc senior commission/ committee/working group to create channels of Commission I communication between the senior population, senior center, senior living facilities -and address concerns re: housing, transportation, medical facilities. Enhance Senior Services I 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 5 Ranking Est budget $ 7-$$ l $$ Est staff hours ATTACHMENT F Lead Department(s) Community Development/ City Attorney's Office/ City Manager's Office/Pubilc Works/ Adminstrative Services Innovation and Technology/City Manager's Office/ City Attorney's Office/City Clerk's Office/All Departments Community De ve lopment/City Manager's Office Manager's Ofice Parks & Recreation Proposed # By Council I Councilmember Submitted Title 43 KM Night time safety awareness 44 KM SV Hopper Feasibility 45 KM Bus Stop Inventory 46 JF Active Transportation Plan Adopt LOS and improve TDM 47 LC IAccooatabmty Major thoroughfare congestion 48 RW I study and road improvements . ----~~-~~ Unhoused Policies (Formerly 4 9 KM ,Support for the Unhoused 2.0) Consolidated Revised Top 10 List -ALL Councilmembers Councilmember Proposed Project Description Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets (Fall Bike Fest , SR2S, festivals) Determine a future funding source for this grant-funded program . Provide two ridership and financial updates per year . (reworded, but the same) Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security (reworded, but the same) Continue the existing CWP item . 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 en sure accountability ofTDM {Traffic Demand Management) system since TDM often does not mitigate traffic impact as intended . Study De Anza, Stevens Cre ek, Stelling, Wolfe, Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on red near schools during school hours, street 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. Revi ew trans itional housing outcomes in surrounding cities . Policies to include nimble contingency plans . 6 Ranking Est budget $ $ $$ $$ $$ \ Est staff hours ATTACHMENT F Lead Department(s) Public Works/SC County Sheriff's Office Public Works Public Works Public Works Community Development/Public Works/City Attorn ey's Office Public Works Community Development/Public Works/City Attorney's Office/City Manager's Office -z:;, 4 .,., .t; A 4.-v\L ~~ ~ v-t,-t:i,,, (!)...--, n--6V0 ""~ -4 e,~ ?!~I/-- ;-J ~ .:=>,., c! NP J::-1 Jf ATTACHMENT F Consolidated Revised Top 10 List -ALL Councilmembers # I O Sr,, 4 5 6 7 8 9 Proposed By Council I Councilmember Submitted Title Member Councilmember Proposed Project Description SM JF JF LC RW RW Explore options to support small businesses, fill empty storefronts, and encourage entry of new .. 1form s of retail to promote revitalization Sma ll Business Revitalization Plan I Develop a plan and implementation strategy to support (1) new small business establishment; (2) preservation of exist ing small businesses in order to improve placemaking in the city and the city's revenue stream . Commercial Diversification Plan I Develop a plan and implementation strategy to diversify the range and types of medium-sized businesses operating in the city. ·, Strategies to Enh ance Sales Tax I Develop strategies to improve sa les tax revenue, including, but not limited to : Revenue -With each infill redevelopment, provide transparency on the retail space and loss in retail categories and sales tax revenue Economic Development Small Business Revitalization Ordinance -Find out what businesses generate B2B taxes in Cupertino and in other cities -Attract businesses that generate sales taxes to Cupertino -Explore potential in centives to attract them to Cupertino, such as tax breaks or fee waivers Restore economic development committee, exp lore grant writer position, attract startups and companies in the tech ecosystem . Streamline permitting process, explore more themed events li ke restaurant week and bobatino, attract more f estivals, create a small business counci l, provide regulatory support. p l,,\.-,b /; c... C, . -4 ,-, ~ 11./, .,_ • • ft 4), • ~ ~~ IVMJ<_ 1 Ranking Est budget $$ $$ $$ 16 $$ $$ Est staff hours t Lead Department(s) City Manager's Office City Manager's Office City Manager's Office/Community Development Department/ Administrative Services Department/ City Attorney's Office City Attorney's Office/City Manager's Office Community Development Departmen/City Manager's Office/Parks & Recreation ATTACHMENT F Consolidated Revised Top 10 List -ALL Councilmembers Proposed ti By Council I. Councilmember Submitted Title : Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) . Determine cost and feasiblility options to deal with City Hall seismic safety: SM !S afety Issues remodel, lease temporary facility, purchase a new building. Incl ude plans f Emergency Operations Readiness Review fire, earthquake tornado, active shooter, Tsunami, hazardous transport acc id ent policies; and 10 $$ City Manager's Office/Sheriff's Office RW I ensure EOC is active and functioning w ith a permanent position not consultant running the program . RW 1 city Hall Retrofit and EOC Readiness Plan Implement the previously approved 2022 Council plan with EOC migration. $ Public Works/City Manager's Office RW tublic Safety -Block Leader and Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and $ City Manager's Office Neighborhood Watch expand the coverage of active neighborhoods . License Plate Readers Deploy city-owned license plate readers and implement policies to allow neighborhood-owned ones. ~~ City Manager's Office ---------------- Environmental/Trees 16 I SM I ---. ----Expand tree li st review in current CWP to include spec ifi cs to develop an urban forest plan to Program increase trees, landscaping and greenery in all parts of the city -Department Tree Planting (repl~ces Tee List Increase tree canopy on city-owned properties w ith climate appropriate, preferably su itably CA $$$ Public Works 17 KM 2.0) native trees with vo lunteer tree-planting opportunities as feasib le. Urban Forest 10-Year Plan Develop a plan and implementation strategy to increase the tree canopy in Cupert in o to achieve at $$ Public Works/Community Development 18 I JF I least 30% coverage in every city neighborhood by 2035 using climate-resilient species. Department ----------- Water Conservation Policies Reduce irrigat ion while increasing pollinator supporting vegetat ion (turf conversion). Optimize 7 19 I KM I (replaces city water conservation/ irrigation systems including CUSD use agreement sites. turf conversion ) 20 I KM 1 En vironmenta l hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. I $ --,, I Information & Technology/ Community Development Department _ 2 # '?W) 1 /01 I 23 I ~ I 24 I 1 ' 9._ I 2s I ~ 26 Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget SM KM LC SM LC RW Impact fees Impact Fees Defensible Impact Fee Nexus Study for Traffic Impact Fee, Retail Impact Fee, BMR Impa ct Fee Evaluate and realign impact fees. With almost every infill project approval and revision, we are lo sing 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 fe es and design standards, a defensible Nexus study is necessary to protect the city in order to collect impact fees since California Constitution doe s not allow unfunded mandates levied on cities. Blackberry Farms Pool and Picnic I Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimm in g pool -and Area -CEQA Review open all year. Current restrictions deprive city of fe e revenues, and deprive public access to public facilities. Reduce the Scope of Memorial Park Pl an to under $40M Memorial Park Renovati on Th e Memorial Park Plan lik e 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 essentia l elements Redu ce plan or place in phases, consider revenue models such as concessions and services in the mix for the park. 3 l $$$ $$ $$ $$ Est staff hours ATTACHMENT F Lead Department(s) Community Development Department/City Attorney's Office/Public Works Community Development Department/City Attorney's Office/Public Works Community Development Department/City Attorney's Office/Public Works Office/Community Development Department Parks & Recreation/ Publi c Works Parks & Recreation/ Public Works # 29 I os 30 75m 32 7ji11 33 34 Proposed By Council I Councilmember Submitted Title Member JF SM RW SM SM I LC Upgrades Expedite and/or streamline building permit and inspection permit processes SFH permitting review process. Academy General Plan Community Meetings Enhance Notification Methods for Development Projects and General Plan Amendments Consolidated Revised Top 10 List -ALL Councilmembers Councilmember Proposed Project Description 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 . 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 Improve turnaround times . Set SLA's for staff and outsourced reviewers, customer service KP l's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses . Simplify permitting for small home upgrades . 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 . Consider community meetings for any development or project that requires a GP amendment. * 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. 4 Ranking Est budget $$ $ $ $ i Est staff hours ATTACHMENT F Lead Department(s) Community Development Department Community Development Department/ City Attorney's Office Community Development/City Manager's Office Community Development/City Manager's Office/City Attorney's Office # 35 36 37 1sWt 39 40 Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Councilmember Submitted Title Councilmember Proposed Project Description LC LC JF SM LC better engagement Transparency for Commisison Meetings 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 . 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 En gagement Strategy and I Consolidate existing CWP (Attachment B Item 10) and proposed CWP pu0lic engagement-rel ated Policies in Support of Planning items (Attachment B Item s 4 and 5) to establish more focused policies governing public outreach and Initiatives n -o 0 -P-S'.-, S, Enhance Senior Services • engagement with respect to General Plan amendments and rezonings with special consideration to lessons learned from the 6th RH NA Cycle Housing Element revision . communication betweeo the senior population, senior center, senior living facilities -and address concerns re: housing, transportation, medical facilities. 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 sim ilar to Palo Alto or Saratoga Senior Center to enhance se rvices, 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 5 Ranking Est budget Lf $ $$ $$ 7 Est staff hours ATTACHMENT F Lead Department(s) Community Development/ City Attorney's Office/ City Manager's Office/Pubilc Works/ Adminstrative Services Innovation and Technology/City Manager's Office/ City Attorney's Office/City Clerk's Office/All Departments Community Development/City Manager's Office Manager's Ofice Parks & Recreation # tf,S 43 \ - 47 48 49 Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget KM 1 Night time safety awareness Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets {Fall Bike Fest, SR2S, festivals) v, 1 , ~o,,u,my ~eter~ine a future funding source for this grant-funded program . Provide two ridership and I ~ t J I$ financial updates per year. (reworded, but the same} KM sv Hopoer i:~~c;h;J;+,, Bus Stop lnventorv Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security $ ~ I • (reworded, but the same) KM JF LC RW KM 1 111,fJOrtat1on Pian I Continue the existing CWP item . $$ !Active Transpo • -· --· • 'Adopt LOS (Level of Service), in addition to VMT (Vehicle Miles Traveled}, in any traffic assessment, I I$$ since LOS is sti ll a better measure of traffic impact. Adopt LOS and improve I UM IAcrnootability Major thoroughfare congestion I study and road improvements. Unhoused Policies (Formerly Support for the Un housed 2.0) Adopt requirements to ensure accountability ofTDM (Traffic Demand Management} system since TDM often does not mitigate traffic impact as intended. Study De Anza, Stevens Creek, Stelling, Wolfe, Homestead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on red near schools during school hours, street paving, and traffic enforcement of bikers, cars, and pedestrians. Continue this work program item. Determine best practices for limited budget smal ler cities to manage the unhoused. Review RV practices in surrounding cities for impacts and potential adoption . Review transitional housing outcomes in surrounding cities. Policies to include nimble contingency plans. 6 $$ -1 ·0 Est staff hours ATTACHMENT F Lead Department(s) Public Works/SC County Sheriff's Office Public Works Public Works Public Works Community Development/Public Works/City Attorney's Office Public Works Community Development/Public Works/City Attorney's Office/City Manager's Office # 4 5 6 7 8 9 /· " ' l j,-- Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Council member Submitted Title SM JF JF LC RW RW Bu siness I Explore option s to support small businesse s, fill empty storefronts, and encourage entry of new Revitalization form s of retail to promote revitalization Small Bu sin ess Revitalization Plan I Develop a plan and implementation strategy to support (1) new small busine ss establishment; (2) preservation of existing sma ll businesses in order to improve placemaking in the city and the city's revenue stream . Commercial Diversification Plan Strategies t o Enhance Sales Ta x Revenue , ~b'r' -·•'=) ~~\1-~~1,()(,\ \ ~\}!~' Economic Developmen t Small Business Revitalization Ordinance Develop a plan and implementation strategy t o diversify the range and type s of medium-sized bu si ne sses operating in the city . Develop strategies to improve sa les ta x re ve nue , including, but not limited to : -With each infill redevelopm ent, provide tran sparency on the retail space and lo ss in retail categories and sales ta x revenue -Find out what busines ses generate B2B ta xes in Cupertino and in other citi es -Attract businesses that generate sales ta xes to Cupertino -Explore potential incentives to attract them to Cupertino, such as ta x breaks or fee waivers Restore ec onomic development committee, explore grant writer po sition , attract st artups and companies in the t ec h ecosystem. Streamline permittin g proces s, explore more themed events lik e restaurant week and bobatino, attract more fe stival s, create a small busine ss council, provide regulatory support. 1 Ranking Est budget $$ ~ $$ (U $$ ~ $$ 4 $$ Est staff hours t ATTACHMENT F City Manager's Office City Manager's Office City Manager's Office/Community De ve lopment Department/ Admini stra tive Services Department/ City Attorney's Office City Attorney's Office/City Manager's Office Community Dev elopment Departmen/City Manager's Office/Parks & Recreation # 11 12 13 14 16 17 18 19 20 Consolidated Revised Top 10 List -ALL Councilmembers Proposed ·sy Council I Councilmember Submitted Title Member SM Emergency Operations Readiness RW RW City Hall Retrofit and EOC Readiness Plan RW 1 Public Safety -Block Leader and Neighborhood Watch RW . License Plate Readers ■ SM 'Program Tree Planting (replaces Tee List KM 2.0) Urban Forest 10-Year Plan JF Councilmember Proposed Project Description Determine cost and feasiblility options to deal w ith City Hall seismic safety: pros and cons of retrofit, remodel, lease temporary facility, purchase a new building. In clude plans for Stock lm eir and Torre . Review fire, earthquake tornado, active shoot er, Tsunami, hazardous transport accident policies; and ensure EOC is active and functioning with a permanent position not consultant running the program . Implement the previously approved 2022 Council plan with EOC migration. Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and expand the coverage of active neighborhoods. Deploy city-owned license plate readers and implement policies to allow neighborhood-owned ones . Expand tree li st 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 In crease tree canopy on city-owned properties with climate appropriate, preferably su itably CA native trees with vo lunteer tree-planting opportuniti es as feasible. Develop a plan and implementation strategy to increase the tree..i;~nopy in _9:J ~o to achieve at least 30% coverage in every city neighborhood by 203Susing climate~es il ient species . KM Water Conservation Policies I Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Opt i mize (replaces city water conservation/ irrigation systems including CUSD use agreement sites. turf conversion) KM Environmenta l hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. 2 Ranking Est budget 'X e-1-r 1$$ .U In ? 1$$ ~ ~ ~4 $$$ ~ $$ $ Est staff hours ATTACHMENT F Lead Department(s) City Manager's Office/Sheriff's Office Public Works/City Manager's Office City Manager's Office City Manager's Office Department Public Works Public Works/Community Development Department Information & Techno logy/ Community Development Department # 23 24 25 26 I 27 I 28 I Proposed By Council I Councilmember Submitted Title SM KM LC SM LC RW I Impact fees Impact Fees Defensible Imp act Fee Ne xus Study for Traffic Impact Fee, Retail Imp act Fee, BMR Imp act Fee Blackberrv Farms Pool and 0 Area -CEQA Review Reduce the Scope of Memorial I Park Plan to under $40M . Memorial Park Renovation Consolidated Revised Top 10 List -ALL Counci lmembers Councilmember Proposed Project Description Evaluate and realign impact fees. With almost every infill project approval and revision, we are losing almost all retail w ith alm ost zero parking . New units tend to provide more town homes, rather than much needed smaller starter units or senior flats. With potential cha ll enges to waive impact fees and design standards, a defensible Ne xus study is necessary to protect the city in order to collect impa ct fees since California Constitution does not allow unfunded mandates levied on cities . Parks Eliminate the 100 day restricted operation of BB Farm s picnic area facilities and swimming pool -and open all year. Current restrictions deprive city of fee revenues, and deprive public access to public facilitie s. The Memorial Park Plan like other plan s tend to include too many features in one park, which the city cannot afford to accommodate . We should reduce the scope to under $40M to only essential elements Reduce plan or place in phases, consider revenue models such as concessions and services in the mi x for the park. 3 Ranking Est budget Est staff hours $$$ $$ {~ (f I lss 1:: I $$ $$ ATTACHMENT F i.ead Department(s) Community Development Department/City Attorney's Office/Public Works Community Development Department/City Attorney's Office/Public Works Community Development Department/City Attorney's Office/Public Works Parks & Recreation/ Public Works/City Attorney's Office/Community Development Department Park s & Recreation/ Public Works Parks & Recreation/ Public Works # 29 30 31 32 I 33 I 34 I Proposed By Council I Councilmember Submitted Title JF SM RW SM SM LC I Simplification for Small Home Upgrades Expedite and /o r streamline building permit and inspection permit processes SFH permitting review process. General Plan I Community Meetings Enhance Notification Methods for Development Projects and General Plan Amendments I Consolidated Revised Top 10 List -ALL Councilmembers Councilmember Proposed Project Description Develop a suite of improvements to {l) improve access to, and {2) speed the processing of permits for sma ll home upgrades so as to enhance complia nce and improve overall efficiency. Remove gridlock in construction, repairs and remodeling by streamlining permitting process . When processes get cumbersome, they get circumvented. Delays impact property ta x and permitting fees revenues Improve turnaround times. Set SLA's for staff and outsourced reviewers, customer service KPl's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses . Simplify permitting for small home upgrades . Re -es tablish leadership program in collaboration with neighborin g cities and non-profits -to educate the public on public policy issues, and encourage new participation in city's civic life. Consider community meetings for any development or project that requires a GP amendment. * Consider a community meeting requirement for any major project app li cation, especia lly 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, especia ll y those requiring a general plan amendment. * Consider additional notification requirements for any project appl ication seeking concessions/waivers of existing standards, such as parking reduction, building height, setback, retail space reduction , and/or impact fee s. For city-wide general plan amendment, such as multi ple sites for the Hou si ng Element, consider comparab le notification methods as sing le sites, rather than only through the newspaper, which has been in sufficient. 4 Ranking Est budget $$ $ $ 7 Est staff hours ATTACHMENT F Lead Department(s) Community Development Department Community Development Department/ City Attorney's Office Community Development/City Manager's Office Community Development/City Manager's Office/City Attorney's Office # 35 36 37 39 40 Proposed By Council I Councilmember Submitted Title LC LC JF SM LC better engagement Transparency for Commisison Meetings Public Engagement Strategy and Policies in Support of Planning Initiatives Commission Enhance Senior Services Consolidated Revised Top 10 List -ALL Councilmembers Councilmember Proposed Project Description Each development project has to dedicate art in -li eu fee, but the se lection process does not engage the public to benefit the city as a whole. Explore po li cies 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 developin g an Art-in-lieu fee policy . Restore Hybrid Commission Meetings w ith both virtu al and in -per so n public comments -with minimal staff support. Include presentations, de sign 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 . Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement-rel ated items (Attachment B Items 4 and 5) to establish more focu se d policies governing public outreach and engagement with respect to General Plan amendments and rezoning s with special consideration to lessons learned from th e 6th RHNA Cycl e Hou sing El ement rev isio n. 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. 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 202 3 to meet the needs of Cupertino seniors -Consider consultant services simi lar to Palo Alto or Saratoga Senior Center to enhance services, while reducing co st to the city . NOTE : Cupertino Age-Friendly could make a pre se ntation o n the re sult 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 ana lysis and feasibility analysis 5 Ranking Est budget 7 -~" // I$ ~ $$ $$ {0 Est staff hours ATTACHMENT F Lead Department(s) Community Development/ City Attorn ey's Office/ City M anager's Office/Pubilc Works/ Admin strative Services Innovation and Technology/City Mana ger's Office/ City Attorney's Office/City Clerk's Office/ All Departments Community Development/City M ana ge r's Office Manager's Ofice Parks & Recreation Proposed # By Council I Councilmember Submitted Title 43 KM Night time safety awareness 44 KM SV Hopper Feasibility 45 KM Bus Stop Inventory 46 JF Active Transportation Plan Adopt LOS and improve TDM 47 LC ("°""'abWtv Major thoroughfare congestion 48 RW I study and road improvements . -Unhoused Policies (Formerly 49 KM ,Support for the Unhoused 2.0) Consolidated Revised Top 10 List -ALL Councilmembers Councilmember Proposed Project Description Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets (Fall Bike Fest, SR2S, festivals) Determine a future funding source for this grant-funded program. Provide two ridership and financial updates per year. (reworded, but the same) Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and secur ity (reworded, but the same) Continue the existing CWP item . 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 ofTDM (Traffic Demand Management) system since TDM often does not mitigate traffic impact as intended . Study De Anza, Stevens Creek, Stelling, Wolfe, Hom estead, and Bollinger, Road improvement options include adaptive traffic signals, no turns on red near sc hool s during schoo l hours, street Continue this work program item. Determine best practices for limited budget sma ller cities to manage the unhoused. Review RV practices in surrounding cities for impacts and potential adoption. Review transitional housing outcomes in surro unding cities. Policies to include nimble contingency plans . 6 Ranking Est budget / $ $ $$ I rJ $$ j Est staff hours ATTACHMENT F Lead Department(s) Public Works/SC County Sheriff's Office Public Works Public Works Public Works Community Development/Public Works/City Attorney's Office Public Works Community Development/Public Works/City Attorney's Office/City Manager's Office po11d I By 3 4 s JF - :oa Dive cation Ian 6 JF 7 LC -- o r Pr o r am History, b u dge con si dera t ions and tim,ing; key takeaways, best practices, m ·o and vi ion, goal catego r ie s, staff suggestions f o r process improvernent and workload anage -ent. Include CIP proj ects which are in, proc,ess and the,ir costs. Explore option, t o su pport small businesses, fill empty storefronts, and encourage ,entry of n,ew orms of retaiJ to p r omote revitafization --- Deve lop a p l an and i mplementation strategy to support (1) new small business establishment; (2) p eservatlo n of existi ng small businesses in order to improve p'facemaking in the city and the city's r e venue str eam . Develop a plan and implementation strategy to diversify the range and types of ,medium-sized b u si nesses operating in the city. --- Develop strategies to improv:e sales tax revenue, including, but not limited to: _ Wfth each i nfill redevelopment, provide transpa.rency 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 -Att , act businesses that generate sales taxes to Cu ,pertino \ _ Explore potential incentives to attract them to Cu.pertino, such as ~ax breaks or fee waivers n ,rank ing Es bu get Est sta ff hours $$ $$ Lead oepartment(s) City M an agers Office/All. D EPT ,anager ' s Office c· Manage r 's Offi ce City Managerls Office/Co mmu nltv Development Departm e-nt/ Ad minist ra tive s,ervi,c.es Department Citv Attorney's Offi ce I ---l--~--:--=-~-~--f.==:::-::=:=:-;;::::;;:::=;-;;:~;;;-~;;;;;;;:~;;:-;~;;--;;;;;;:;■~;;;;;;;;;-;--1-,;;.;---1,~--11 ~---t-:-----------_.......--, ,_ fcon0t,,ic Devek,p,,.e.,t Restore economic development committee, explore grant writer position, attract startups and $$ , C1tv Att or ney 's Office/Clty Manage r 's Office 8 RW 9 RW Smal l 8us ifless Revitalization Ordinance companies in the tech ecosystem. _ Streaml i ne permitting process, explore more themed events like restaurant week and bobatino, $$ attract more feS~vals, create a small business council, provide regulatory support. Commu nity Development Departmen/Citv Manage r1s Office/Parks & Recreation 19 0 # 10 11 -12 13 14 15 16 Proposed ByCouncil Member Consolidated Revised Top 10 List -ALL Councilmembers KM SM RW RW RW RW SM Submlttt!d l1tle Coundlmember Proposed Project Description City Properties: P,anning for Optimal Use IR>nnerf}r 01\' Properties 2.0) Crt:v Haff Sasm,c Safety Issues Revisit City Hall/rorre Annex Planning RE Seismic/EOC. Future planning stra t egies for Stocklmelr house/garages, Blech House, Slue Pheasant. Goal of judicial use of city-owned properties. Investigate potential purchase of CUSD Finch/Phil property. Determine cost and feasi blillty 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. 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. Qty Haff Retrofit and EOC Readiness Plan Public Safety -Slodc leader and Neighborhood Watd, License Ptate Readers Urban Forest Program Implement the previously approved 2022 Council plan with EOC migration. Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and expand the coverage of active neighborhoods. Deploy city-owned license plate readers and implement policres to allow neighborhood-owned ones. 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 clty Ranking Est budget $$ $$ $ $ $$ 17 KM Tree Planting (replaces Tee LJst 2.0) Increase tree canopy on city-owned properties with climate appropriate, preferably suitably CA native trees with volunteer tree-planting opportunities as feasible. $$$ 18 JF KM KM 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 ~sing climate-resilient species. Water Conservation Policies Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize (replaces city water conservation/ irrigation systems including CUSD use agreement sites. turf conversion) Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness. $$ $ Est staff hour$ ATf ACHMENT F Lead oepartment(s) Public works/City Manager's office Public Works/City Manager's Office City Manager's Office/Sheriff'S Office Public Works/City Manager's Office City Manager's Office City Manager's Office Public Works/Community Development Department Public Works Public Works/Community Development Department Public Works Information & Technology/ Community Development Department - • Consolidated Revised Top 1 0 List _ ALL Coun ...... , • ...co..dl Coultdlle1111'11111"WAltflled ,Ille Cound lmember Proposed Proj ect Desc ripti on 21 22 23 24 25 26 27 2B LC Rna nda fmrestmen .an Gashflo~ Polit\ Revtew ('ffi irem) SM Heart of tlae OtySpe.cific Pian ~ Update Oty';S ,riljlaCt fees DefertsibJe t mpact~ News Studyfor Traffic Impact fee, ilnp.ct f,ee, BMR Impact Fee Bladcberry fam.s Pool and Picnic Area -GOA Rev;ew Aed,Jczfhr Scoped Memorial PatkAanto~$40M Revt " and assess the Ci ty's investmen t poHcy and best practices with an analys is of qu arterl y treasur ers report . Esta bl ish a cashflow managemen t pol icy w ith the goal to redu ce th e t ota l Percenta ge i n cash fro m 2°" to 2% and to reduce th e t ota l percentage in cash and cash -equival ent.t o at most 10%, on par with other cities . Revise the Heart of the City Spe cific Plan and relevant neighboring planning areas to focus re side ntial growth on major corri dors to better support commercial activity, and an in crea sed tax bas e as well as the creation of "th ird spaces" for community building, while bringing homes, amenities, and jobs doser together t o re duce vehide miles traveled and improve the atra t tiveness of active transportation options . Update governing poli ci es and guidelines for all impact fees Evaluate and rea lign impact fees . Wrth al most every infill project approval and revision, we are losing almost all retail with almost zero parting, Ne w units tend to provide more town homes, rather than much needed smaller starter units or seni o r 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 Constituti on does not allow unfunded mandates levied on cities. Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimming pool -and open all vea r. Current restrictions deprive city of fee revenues, and deprive public access to public &-.•fiti IOU~- MelllG(ill ,art Renovation ~Memoriaf 'Pa,t Plan like other pfans tend to Include too many features in one park, which the atvannot lff«d to accommodate. We should reduce the scope to under $40M to only essential ·-~ Reduce ,>Ian.or pj«.e In pha5e$, consider revenue models such as concessions and services in the mix ibe,a,t. cilrnembe r s Ranking Est budget $$$ $$$ $$$ $$ $$$ $$ $$ ATTACHM~NTF Est staflhaurs r-------------J lead Departmentls) A.dmirf st · . 1 rat,ve 5erv,ces Department Communro, Development Department Co mmu nity Dev elop ment Department/Ci\\/ Attorney's Office/Publi c Works Comm unity Develo pm ent Department/City Attorne-y's Offi ce/P ublic Works Communi ty De\Je\opment Department/City Attor ne-y 's Office /Public Wor\<s Parks & Recreati on / Pub\ic Works/City AttoTne'/'s Office/Communit'f oeve\o pment Department Parks & Recreatio n/ Pub\i c Works Parks &. Recr eatton/ Public Works • # 35 36 Proposed By Council Coundlme.:,ber Member LC LC Enhance A In-·eu better engage en ransparen eetings 37 1 JF 38 39 40 s LC Ad ocSen ·or Gommrssio Enhance Senior Services on ol1d ed Revised op 10 List ALL Councilmem,bers Title Coundlmember Proposed Project Description , opm n project has to dedicate art in-lieu fee, but the selectlon process does not e.ngage public to benefi the city as a whole. Explore policies adopted in other cities for better public enga ement. : To expand the current work program item "Art in Public and Private Areas 11 : Revisit Municipal • ode standards for art in public and private development, including the stand lards i1n the Municipal ode and developing an Art-in lieu fee policy. Re ore Hybrid Commission Meetings with both virtua 1I and in-person public comments -with m· imal 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. - an Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement-re ,lated a ning items (Attachment B Items 4 and 1 5) to establish more focused policies governing public outreach an ,d engagement with respect to General Plan amendments and rezonings with special consideration to, lessons learned' from the 6th RHNA Cycle Housing Element revision. nt,nue to monitor quarry act1v1t1es an present 1-annu . on 1nue ,. • • -■ -·,,. • 1 < : , I fstabJish an ad-hoc sen;or commission/ committee/working group to create channels of communication between the senior popufa,tion, senior center, senior living facilities-and address concerns re: housing, transportation, medical facilities. 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 -CO'lsider consultant services similar to Palo Alto or Saratoga Senior Center to enhance services, while reducing cost to the city. OIE:Cupertino Age-friendly could make a presentation on the result of 2023 survey, in coUaboration with the city staff. Ot • Successful Ajlng Solutions & Community Consulting (SASCC), who runs the Saratoga senior <:enter couJd provJde a free gap analysis and feasibility analysis Est budget $ $$ $$ Est staff hours ATTACHMENT F Lead Dep•artment(s} Community Development/ City Attor11 ,ey 's Office/ Ctt;i 'Manager's Office/Pubitc Works/ Adminstrat1ve Se:rvices Innovation and Technology/City Mana.ger's Office/ City Attorney 's Office/City Clerk's Office/All Departments Community Development/Otv Manager1s Offi.ce Communitv 10e\lelopment/City Manager's Office/City Attorney's Office Parks & Recreation/C1ty Attorney's Office/Ctt')' Manager s Ofice Parks & Recreation # 4 4 45 47 18 48 49 22 ' 7 on t ,ed R. vised Top 1,0 L'ist -ALL Councilmembers Proposed ByCDt•ndl Member C.oundlmember mltted lltle Coundlmember Proposed Project Description 1.C KM Active ranspc,,tatio Pan Adop LOS a d m rove IDM Acc:o 11mabir Trans er Tax ( imilair to Mountain View, Sa:n Jose an ,d other cities) for large transactions - p ure profits made, as a result of upzoning -Head a ( i milar to Mountai 1n View and other cities) for large em1plo,yers ,or renegotiate tax sharing, agreemen -Sales ax ( o be collected only if tne county takes away the remaining: 0.25%} Continue the existing CWP item. Coordinate public education and potential (private a1nd/or public) grants for night time safety for bikes/peds/pets (fall Bike Fest, SR2S, festivals) Determ .ine a future funding source for this grant-funded program. Provide two ridership and financial updates per ye.ar. (reworded, but the sa1me) Inventory city bus stops and coordinate with VTA for improvements to seating, shading, an,d security (reworded, but the same) 1 Continue the existing CWP item. Adopt LOS (Level of Service), in addition to VMT '(Vehicle Mi Les Traveled), in any traffic assessment, since LOS is still a better measure o,f traffic impact. Adopt requirements to, ensure accountabiUty ofTDM (Traffic Demand Management) system since TDM often does not mitiga,te traffic impact as intende,d. Major thoroughfare wngestion Study De Anza, Stevens Creek, Stelling, Wolfe, Homestead, and Bollinger, Road irnproveme,nt stud and oad -mpro\fements. options include adaptive traffic signa ,ls, no turns on rec near schools during schoo il h,ours, street Unhoused Policies (Formerry Suppo or he Unhoused 2.0} paving, and traffic enforcemen1t of bikers, cars 1 and pedestrians. Continue this work program item. Determine best practices for limited budget smaller cities to manage the unhoused. Review RV practices in surroun ,ding cities for impacts and potential adoption. Review transitional1 housing outcomes in surrounding cities. Policies to include nimble co ,n1:ingency plans. Ranking Est budget $$$ $ $ $$ $$ Est staff hours lead Departmen,\\\ . Attorney's Office/ Administrat\1'\\\t . City 1 _ • _ \'li11:,~\I Man,ager s off1ce t\~ public w ,orks/Parks & Recreation Publ'ic Works/SC County Sherlffs Office Public Works Public Works ?ulblic Works Community Development/Pubnc Works/City Atto rnev' s Office Public Works Community Developmenit/PubUc Works/City Attorney's Office/City Manager's Office # 4 5 6 7 8 9 M OV\u\V\ Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Councilmember Submitted Title Councilmember Proposed Project Description SM JF JF LC RW RW Explore options to support small businesses, fill empty storefronts, and encourage entry of new Revitalization lform s of retail to promote revitalization Small Business Revitalization Plan I Develop a plan and implementation strategy to support (1) new small business establishment; (2) preservation of exist in g small businesses in order to improve placemaking in the city and the city's revenue stream. Commercia l Diversification Plan I Develop a plan and implementation strategy to diversify the range and types of medium-sized businesses operatin g in the city. Strategies to Enhance Sales Tax I Develop strategies to improve sales tax revenue, including, but not limited to: Revenue -With each infill redevelopment, provide transparency on the retail space and loss in retail categories and sales tax revenue Economic Development Small Business Revitalization Ordinance -Find out what businesses generate B2B taxes in Cupertino and in other cities -Attract businesses that generate sa les taxes to Cupertino -Explore potential incentives to attract them to Cupertino, such as tax breaks or fee waivers Restore economic development committee, explore grant writer position, attract startups and companies in the tech ecosystem . Streamline permitting process, explore more themed events like restaurant week and bobatino, attract more festivals, create a small business council, provide regu lato ry support. 1 Ranking Est budget $$ $$ $$ -:,--$$ ~y $$ Est staff hours t ATTACHMENT F Lead Department(s) City Manager's Office City Manager's Office City Manager's Office/Community Development Department/ Administrative Services Department/ City Attorney's Office City Attorney's Office/City Manager's Office Community Development Departmen/City Manager's Office/Parks & Recreation # 16 17 18 19 20 Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Councilmember Submitted Title Councilmember Proposed Project Description SM RW SM KM JF KM KM 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 . Emergency Operations Readiness I 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. City Hall Retrofit and EOC l'mplement the previously approved 2022 Council plan with EOC migration. Readiness Plan Public Safety-Block Leader and !Strengthen Block Leader/Neighborhood Watch programs to ensure the leaders are active and Neighborhood Watch License Plate Readers Program Tree Planting (replaces Tee List 2.0) Urban Forest 10-Year Plan expand the coverage of active neighborhoods . Deploy city-owned license plate readers and implement policies to allow neighborhood -owned ones. 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 Increase tree canopy on city-owned properties with climate appropriate, preferably suitably CA native trees with volunteer tree-planting opportunities as feasible. 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 . Water Conservation Policies 'Reduce irrigation while increasing pollinator supporting vegetation (turf conversion). Optimize (replaces city water conservation/ irrigation systems including CUSD use agreement sites . turf conversion) Environmental hazards Add Geotracker and DTSC sites to the GIS mapping layers in the city to improve public awareness . 2 Ranking Est budget t,,\ $$ $ $$$ $$ $ Est staff hours ATTACHMENT F Lead Department(s) City Manager's Office/Sheriff's Office Public Works/City Manager's Office City Manager's Office City Manager's Office Department Public Works Public Works/Community Development Department Information & Technology/ Community Development Department ATTACHMENT F Consolidated Revised Top 10 List -ALL Councilmembers Proposed # By Council I Councilmember Submitted Title Councilmember Proposed Project Description Ranking Est budget Est staff hours Lead Department(s) 23 I SM 1-·-----, -u u' u \U ;,;,;, TTT Community Development Department/City Impact fees Attorney's Office/Public Works 24 I KM 1 Impact Fe es Evaluate and realign impact fee s. $$$ Commu nity Deve lopment Department/City Attorney's Office/Public Works Defensible Impact Fee Nexu s With almost every infill project approval and re vi sio n, we are lo si ng almost all retail with almost zero $$ Community Deve lopment Department/City Study for Traffic Impa ct Fe e, parking . New units tend to provide more town homes, rather than much needed sma ll er starter Attorney's Office/Public Works 25 I LC i:::ail Impact Fee , BMR Impa ct units or senior flats . With potential challenges to waive impact fees and design standards , a defensible Nexus study is necessary to protect the city in orde r to collect impact fees since California Constitution does not allow unfunded mandates levied on cities . Blackberry Farms Pool and Picnic Eliminate the 100 day restricted operation of BB Farms picnic area facilities and swimming pool -and Parks & Recre ation/ Public Works/City Attorn ey's Area -CEQA Revi ew open all year . Current re striction s deprive city of f ee revenu es, and deprive public access to public \0 Office/Community Development Department 26 SM facilities . Reduce the Scope of Memorial The Memorial Park Plan like other plans tend to include too many features in one park, which the \ $$ Park s & Recreation/ Public Works 27 I LC I Park Plan to under $40M city cannot afford to accommodate. We should reduce the sc op e to under $40M to only essential elements 28 I RW 1 M emorial Park Renovation I Reduce plan or place in phases, consider revenue models such as concessions and services in the mi x ftD I$$ Ill I Parks & Recreation/ Public Works for the park. 3 # 29 30 31 32 I 33 I 34 I Proposed By Council I Councilmember Submitted Title JF SM RW SM SM LC Simplification for Small Home Upgrades Expedite and/or streamline building permit and inspection permit processes SFH permitting review process . !Academy - General Plan I Community Meetings Enhance Notification Methods for Development Projects and General Plan Amendments I Consolidated Revised Top 10 List -ALL Councilmembers Councilmember Proposed Project Description 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 . Remove gridlock in construction, repairs and remodeling by stream lining permitting process . When processes get cumbersome, they get circumvented. Delays impact property tax and permitting fees revenues Improve turnaround times. Set SLA's for staff and outsourced reviewers, customer service KPl's, templates to reduce back and forth, internal staff expertise to reduce consulting expenses. Simplify 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. Consider community meetings for any development or project that requires a GP amendment. * Consider a community meeting requirement for any major project application, especia lly 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. 4 Ranking Est budget $$ $ $ Est staff hours ATTACHMENT F Lead Department(s) Community Development Department Community Development Department/ City Attorney's Office Community Development/City Manager's Office Community Development/City Manager's Office/City Attorney's Office # 35 36 37 39 40 Consolidated Revised Top 10 List -ALL Councilmembers Proposed By Council I Councilmember Submitted Title Councilmember Proposed Project Description LC LC JF SM LC better engagement Transparency for Commisison Meetings 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. 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 Strategy and I Consolidate existing CWP (Attachment B Item 10) and proposed CWP public engagement-related Policies in Support of Planning items (Attachment B Items 4 and S) to establish more focused policies governing public outreach and Initiatives Commission Enhance Senior Services engagement with respect to General Plan amendments and rezonings with special consideration to lessons learned from the 6th RHNA Cycle Housing Element revision. 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. 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 5 Ranking Est budget 1 $ $$ $$ Est staff hours ATTACHMENT F Lead Department(s) Community Development/ City Attorney's Office/ City Manager's Office/Pubilc Works/ Adminstrative Services Innovation and Technology/City Manager's Office/ City Attorney's Office/City Clerk's Office/ All Departments Community Development/City Manager's Office Manager's Ofice Parks & Recreation Proposed # By Council I Councilmember Submitted Title 43 I KM 1 Night time safety awareness 44 I KM 1 sv Hopp er Feasibility 45 I KM 1 Bus Stop Inventory 46 I JF 1Acti ve Transportation Plan I IAdopt LOS and improve TOM 47 I LC 1 Accountability Major thoroughfare congestion 48 I RW I study and road improvements. - Unhoused Policies {Formerly 49 I KM Support for the Un housed 2.0) I - Consolidated Revised Top 10 List -ALL Councilmembers Councilmember Proposed Project Description Ranking Est budget Coordinate public education and potential (private and/or public) grants for night time safety for bikes/peds/pets {Fall Bike Fe st, SR2S , festivals) Determine a future funding source for this grant-funded program . Provide two ridership and I IS financial updates per year. {reworded, but the same) Inventory city bus stops and coordinate with VTA for improvements to seating, shading, and security I {reworded, but the same) IS Continue the existing CWP item. I 1ss Adopt LOS {Level of Service), in addition to VMT {Vehicle Miles Traveled), in any traffic assessment, I ISS since LOS is still a better measure of traffic impact. Adopt requirements to ensure accountability ofTDM {Traffic Demand Management) system since TOM often does not mitigate t r affic impact as intended . Study De Anza, Stevens Creek , Stelling, Wolfe, Homestead, and Bollinger, Road improvement I IS$ options include adaptive traffic signals, no turns on red near schools during school hours, street paving, and traffic enforcement of bikers, cars, and pedestrians . --------- Unho Continue this work program item. Determine best practices for limited budget sma ll er 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. 6 Est staff hours ATTACHMENT F Lead Department(s) Public Works/SC County Sheriff's Office Public Works Public Works Public Works Community Development/Public Works/City Attorney's Office Public Works Community Development/Public Works/City Attorney's Office/City Manager's Office