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HomeMy WebLinkAboutMeeting #10 - 09-26-1990CITY OF CUPERTINO Citizen Goals Committee Meeting #1O AGENDA Time Segment 7:00 I. Welcome/Introduction • Roll Call • Meeting Purpose Wednesday, September 26, 1990 7:00 PM - 10:00 PM Quinlan Community Center 10185 North Stelling Road Phone: 865-1384 7:15 II. Goals Committee Preliminary Recommendations Moderated by Daniel Iacofano, Moore Iacofano Goltsman • Parks and Other Governmental Services • City Identity • Transportation • Housing • Economic Development 8:15 Break 8:30 III. Discussion of Recommendations • Visions/Goals/Strategies • Possible Land Uses for Potential Change Areas • Other Discussion Items 9:50 IV. Public Comment 9:55 V. Next Steps in the Citizen Goals Committee Process 10:00 Close Enclosures: Preliminary Goals Committee Recommendations (Goals Committee members receive revised pages only) Goals/Strategies Matrix City of Cupertino Citizen Goals Committee MEETING #9 - SUBCOMMITTEE MEETINGS ROUND #5 A Summary of Comments Received at the Citizen Goals Committee #9 held September 5,1990 at the Quinlan Community Center, Cupertino. Prepared by: MOORE IACOFANO GOLTSMAN 1802 Fifth Street Berkeley, CA 94710 (415)845-7549 September 1990 TABLE OF CONTENTS I. INTRODUCTION 1 II. REVISED GOALS, STRATEGIES AND TACTICS Parks and Other Governmental Services Subcommittee Parks and Open Space 2 Community Facilities and Services 5 Education 8 City Identity Subcommittee Community Character Land Use Transportation Subcommittee Transportation Regional Cooperation Housing Subcommittee Housing Economic Development Subcommittee Economic Development Appendix Photoreduction of Presentation Wallgraphic 10 13 16 22 24 29 City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 1 I. INTRODUCTION Overview This document summarizes the results of the ninth meeting of the City of Cupertino Citizen Goals Committee held Wednesday, September 5,1990. During the first half of the meeting individual subcommittees met to discuss potential land uses for six specific areas in the City. During the second half of the meeting the full Citizen Goals committee reconvened for presentations from each subcommittee. Subcommittee Meetings After an introduction and review of the Goals committee process, Goals committee members divided into the five subcommittees of Parks and Other Governmental Services, City Identity, Transportation, Economic Development and Housing. Each group was facilitated by a MIG facilitator and recorder, and assisted by a member of the City staff. Each subcommittee also discussed potential land uses for six specific areas in the City, responding and commenting on a preliminary set of ideas developed by the Community Identity subcommittee. Each subcommittee identified areas of agreement and disagreement, and prepared a summary of their comments for presentation to the rest of the Goals Committee. Time was also allotted for preparation of presentations to the City Council at the September 26 meeting. Group Presentations After the break, the full Committee reconvened to hear presentations by each subcommittee. The presentations and ensuing discussion were recorded on a large wallgraphic which has been reduced and is included in Appendix A. As in previous reports, this document is organized by subcommittee, and each section includes the revised Goals/Strategies/Tactics framework as edited by Committee members during the subcommittee meeting. Please note that only the City Identity and Economic Development sections have been revised; no changes in goals and strategies have made by the Parks, Transportation, and Housing subcommittees since the last draft, dated July 25, 1990. City of Cupertino September 5, 1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 2 Primary Subcommittee: Parks and Other Governmental Services POTENTIAL GOALS, STRATEGIES AND TACTICS The following goals, strategies and tactics are based on the visions and goals meeting report of May 5,1990 as revised in subsequent written comments and discussion during the June 13, June 27 and July 11 Committee meetings. The goals have been grouped together and are listed below. Strategies have been grouped by topic and are indicated by capital letters. Tactics have been grouped under each strategy category, and are indicated by bullets. PARKS AND OPEN SPACE GOALS: I. Preserve Public Open Space II. Encourage Maintenance of Private Open Space III. Protect Sensitive Natural Areas IV. Retain and Enhance Existing Park and Recreation Areas PARKS AND OPEN SPACE STRATEGIES AND TACTICS: The subcommittee organized the various strategies and tactics by setting the first priority as planning. Members felt that standards for parks and open space should be established, areas suitable for open space and for recreational development identified, and accesses and linkages between park and open space areas designed and emphasized. Once those steps had been taken, it would be possible to decide which areas should be acquired, zoned, considered as joint private sector cooperative projects, or pursued as joint projects with other public agencies. PLANNING A. Determine quantitative standards for parks and open space in Cupertino. al. Develop standards for the amount of open space that should be maintained for each 1,000 residents. a2. Develop standards for the amount of park land that should be maintained for each 1,000 residents. B. Identify areas that should be preserved as open space. bi. Define open space (as differentiated from parks). b2• Identify areas that should be zoned open space. b3. Identify sensitive ecological areas, such as riparian and canyon areas. City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 3 b5. Plan a greenbelt to link Stevens Creek Park, Blackberry Farm, McClellan Ranch Park, Deep Cliff Golf Course and Stevens Creek school. b6. Consider purchasing the railroad right of way as a possible greenbelt or trailway in the future if the line is closed. b7. Encourage complimentary mixed use of open space lands. b8. Specify funding sources for maintaining and acquiring open space. C. Develop site utilization plans for parks and recreation facilities. ci. Work to acquire additional park lands if necessary to meet park standards and the needs of the community. D. Promote public awareness of park and open space plans and strategies. di. Implement a more effective process for communicating to residents how bond measures work, and how they will contribute to acquiring and maintaining open space and park areas. d2. Set up "walks" through City owned open space to educate residents about the open space resources available in Cupertino. E. Improve access to open space areas, and emphasize linkages between open space and park areas. el. Insure that new development allows for adequate access to, and linkages between, parks and open space. e2. Connect San Antonio Park with Stevens Creek Park through the use of a wider right of way, bike or walking trail. ACQUISITION A. Acquire additional open space and park lands where necessary to meet City standards and to protect natural and recreational resources. al. Form a greenbelt to connect open space and park areas throughout the City. a2. Provide mini -parks in every area of the City. B. Consider ways to increase City revenue for acquisition of open space for parks and recreational uses. bi. Consider implementing (or continuing) park dedication fees, entry fees, user fees, and fees for special events such as art shows and concerts, as ways to increase revenue for park and open space acquisition and maintenance. ZONING A. Consider ways to strengthen the General Plan to protect and maximize open space and recreational opportunities. al. Consider establishing a new zoning category of "private recreational zone." City of Cupertino September 5, 1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 4 a2. Consider establishing zones to protect important natural features, and for areas of sensitive seismic activity. a3. Retain the golf courses for recreational use and open space. B. Encourage the preservation of riparian and canyon areas. C. Maintain current policies and standards regarding hillside and ridgeline development. cl. Continue guidelines for hillside development. D. Encourage planned development (P.U.D.'s) to protect sensitive natural areas. PRIVATE SECTOR COOPERATION A. Provide encouragement for private owners of park and open space to maintain their open space resources. B. Seek cooperation with the private sector to encourage joint use of private recreational facilities and open space. bi. Develop a pathway trail system between hillside residences, similar to Los Altos Hills. b2• Seek cooperation with corporations for use of joint recreational space. b3. Investigate joint recreational opportunities with the YMCA, and with PG&E. b4. Encourage corporations with abundant land to set up open space or recreational networks through their property. These networks could be available for use of employees, and potentially for weekend public use, and could link up with publicly owned open space and recreational areas. PUBLIC AGENCY COOPERATION A. Work closely with adjacent jurisdictions to increase access to and utilization of local and regional open space and recreational areas. B. Investigate opportunities for joint cooperation with the State and Federal government. C. Encourage joint acquisition of open space areas if they are threatened by undesirable development. D. Continue to purchase land from the school district for neighborhood parks and sport fields. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 5 Primary Subcommittee: Parks and Other Governmental Services POTENTIAL GOALS, STRATEGIES AND TACTICS The following goals, strategies and tactics are based on the visions and goals meeting report of May 5, 1990 as revised in subsequent written comments and discussion during the full committee meeting on June 13, 1990, and the subcommittee meetings on July 18 and July 25,1990. Goals have been grouped together and are listed below. Strategies are grouped by topic and indicated by capital letters. Tactics are listed under each strategy. COMMUNITY FACILITIES AND UTILITIES GOALS: I. Maximize Use of Existing Services and Facilities II. Provide Additional City Services III. Promote Community Safety IV. Promote Public/Private Cooperation V. Improve City Government And Resident Communication VI. Insure Adequate Public Utilities for Cupertino COMMUNITY FACILITIES AND UTILITIES STRATEGIES AND TACTICS: ENHANCE EXISTING SERVICES A. Determine community priorities for existing and potential community services. B. Integrate services where appropriate, such as combined child care/elder care. C. Continue to regularily evaluate a City -owned police and fire department. D. Promote more joint use of private/public/corporate facilities. di. Involve employers in providing childcare, encouraging carpooling, and employing senior citizens. E. Promote good communication between City Hall and residents. el. Implement an on -going citizen's advisory committee to ensure a democratic and open planning process. e2. Improve utilization of cable TV for communicating City events and activities. e3. Clarify the decision making responsibilities of the Planning Commission. e4. Conduct regular public neighborhood meetings. City of Cupertino September 5, 1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 6 F. Promote an attitude of cooperation and assistance between city staff and residents. fi. Make zoning regulations more user friendly. f2. Develop a user's manual on how to apply for building and use permits. G. Locate alternative sources of utilities, where appropriate. H. Promote water and energy conservation. hi. Develop more effective water conservation/retention systems. h2. Enact building and landscaping ordinances that minimize the use of water. h3. Promote recycling. h4. Promote proper disposal of waste. Develop alternatives for disposing of solid waste. H. Consider demand and availability of utilities when making density decisions. I. Develop alternative sources of funding for social services. ii. Consider user fees for certain youth activities and programs. J. Improve communication to residents about the availability of community services. PROVIDE NEW COMMUNITY SERVICES A. Promote City services and programs for working parents, youth, teenagers, and seniors. Consider City involvement in only those programs for which there are documented needs not being met in the private sector. al. Promote and facilitate more childcare facilities. a2. Provide more special interest programs such as youth drama and gymnastics, and CPR and lifesaving. a3. Build and support a teen/youth community center. a4. Increase City involvement in programs for seniors, including daycare, housing and affordable health care. a5• Insure that the community has access to a public pool, either through public use of a private owned pool, such as the YMCA pool, or if such pools are not available, by constructing a City owned pool. B. Promote more cultural facilities and activities, and sports and recreational programs. C. Consider the needs of the physically disabled when planning community services and activities. D. Continue to update and publicize an earthquake preparedness and disaster preparedness program. di. Plan for the storage of sufficient emergency supplies. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee . Page 7 E. Strengthen alliances between local employers and the community. Encourage local employers to strengthen their roots in the community. el. Enable employees of local businesses to use community services and facilities even if they are not residents of Cupertino. F. Insure that the new post office integrates well into the existing neighborhood. City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 8 Primary Subcommittee: Parks and Other Governmental Services This topic has not yet been discussed by the Parks Subcommittee. KEY DISCUSSION ISSUES Community Involvement How can the community best support improvements in education? What educational services should the City provide? How should the City support local public schools? Potential Cross Subcommittee Issues Utilizing education to support community and economic development POTENTIAL GOALS, STRATEGIES AND TACTICS The following goals, strategies and tactics are based on the visions and goals meeting report of May 5, 1990 as revised in subsequent written comments and discussion during the June 13,1990 meeting. Goals are indicated by bold, capital headings, strategies are lettered, and tactics are listed under each strategy. I. IMPROVE COOPERATION BETWEEN THE CITY AND LOCAL SCHOOL DISTRICTS A. Develop partnerships that promote joint use of schools, such as combining parks and schools and other joint activities. al. Utilize school facilities for child care. a2. Utilize schools for the whole community — consider making schools 24 hour community centers. a3. Consider joint use of school facilities for older adults and young people. B. Develop City/School programs that address the needs of older children and youth — particularly during the summer. C. Improve continuity between school master plans and the City General Plan. D. Expand community awareness of educational resources and facilities. E. Consider using the City as an information source/manager of educational resources and facilities. el. Develop a community volunteer resource center (and list it in the Scene). City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 9 II. SUPPORT LOCAL SCHOOLS A. Recognize that education effects the long term economic development, environmental quality and health of our community. B. Actively support improvement of local public schools by increasing funding, and providing more assistance to teachers and staff. bi. Support school district efforts to: improve the student/teacher ratio in public schools; and provide higher pay and salaries for teachers and staff. III. PROVIDE CITY SPONSORED EDUCATIONAL PROGRAMS A. Improve park and recreation programs. B. Improve accessibility of educational programs to adults, especially after work hours. C. Provide more alternative types of education. cl. Encourage lifelong learning. c2. Develop a life education program (for teaching parenting skills, family living, personal communication etc.) Consider doing a survey (possibly in the Scene) of needs and talents in the community. c3. Encourage the use of electronic education, and VCR's - ask computer companies to help contribute technically and consider tying into corporate community training programs. IV. DEVELOP COOPERATIVE PROGRAMS A. Develop public/private networks to support schools. B. Encourage business/school/city partnerships (e.g. mentor programs). C. Cooperate more closely with DeAnza College to share resources and enhance the image of the City. cl. Maintain older adult programs at DeAnza College — could be staffed by older adults. D. Encourage a major university to settle in Cupertino. dl. Encourage universities to locate extension programs in Cupertino. New Tactic added during discussion of Community Services: Consider developing a joint use agreement for use of the Cultural Center at DeAnza College. City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 . Page 10 Primary Subcommittee: City Identity POTENTIAL GOALS, STRATEGIES AND TACTICS The following goals, strategies and tactics are based on the visions and goals meeting report of May 5,1990 as revised in subsequent written comments and discussion during the June 13, 27, July 11, 18,25, and September 5,1990 meetings. Goals are indicated by bold, capital headings, strategies are lettered, and tactics are listed under each strategy. Items needing further discussion appear in italic text. I. STRENGTHEN THE CITY'S IDENTITY A. Identify the components that make up Cupertino's unique character. al. Emphasize a human image for Cupertino, in addition to the corporate image. Engender a feeling of welcome. a2. Actively preserve and integrate the agricultural heritage of Cupertino into the City image. B. Retain and enhance the residential character and small town atmosphere of Cupertino where appropriate. bi. Recognize that Cupertino has retained a rural character while still developing a strong economic base. b2. Minimize downtown development. C. Promote Cupertino's identity. c1. Maintain high-tech identity. Consider identifying Cupertino as the birthplace of Apple Computer. C2. Promote employees' identification with Cupertino. c3. Develop a festival or event to identify Cupertino (similar to Gilroy's Garlic Festival, Half Moon Bay Pumpkin Festival, etc.). c4. Emphasize and promote Cupertino's distinct features and assets, such as excellent educational system. D. Encourage businesses that increase community character and meet local needs for services, goods and gathering places. di. Incorporate adequate signage for retail stores. d2. Increase setback of retail shops while ensuring visibility and exposure, encouraging pedestrian access and concealing parking. E. Be a model to other cities in the way we treat people who are elderly, poor, homeless or have disabilities. F. Use architectural and landscape design to promote community identity. fi. Develop design guidelines and set architectural standards for City. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 11 f2. Develop overall guidelines specifying height limitations. Locate the tallest buildings along De Anza and Stevens Creek Boulevards, and keep heights lower in the rest of town. f3. Encourage development on a pedestrian scale and provide more pedestrian access: f4. Promote attractive landscape design: — Outline specific guidelines for the amount of landscaping per square foot of development and have landscaping integrate and accommodate to community scale and character. — Continue to add green medians in the larger roadways. — Increase the number of street trees. — Use natural/native landscaping for hillside development. Consider low irrigation, soil erosion prevention and fire resistance. II. ENHANCE AND DEVELOP CUPERTINO FOCAL POINTS A. Develop a physical, psychological, social and cultural heart of the City. al. Consider small scale, pedestrian -oriented design, inclusion of a cultural center, or emphasis on the City's cultural/agricultural heritage. a2. Develop the downtown area of the Crossroads and link it to Town Center and the Stevens Creek spine. Explore the possibility of an underpass or other grade separation at the Crossroads. a3. Develop the downtown area so that it: — Facilitates meeting and social contact; — Provides night life; — Has good pedestrian, auto and bus access; — Has stores which are set back and still visible from the street. B. Improve and/or develop focal points throughout the community with well -integrated connections between them. bi• Establish more formal entryways into the City. b2. Develop a string of focal points or activity centers connected by a Grand Boulevard —Stevens Creek (Monte Vista, De Anza College, Memorial Park/The Oaks, Crossroads/Town Center, Vallco). b3. Develop a pedestrian strip along the Grand Boulevard. b4. Promote the image of DeAnza College/Flint Center/The Oaks/Memorial Park as a cultural and community center. b5. Install signs at each intersection that include street numbers and city logo. b6. Convert the amphitheater to public or neighborhood use. b7. Provide bike lanes throughout Cupertino, especially between Stelling and Wolfe Road/Miller Avenue. C. Promote development that encourages destination traffic and discourages through traffic in the Crossroads area. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 12 III. PRESERVE AND ENHANCE NEIGHBORHOOD CHARACTER A. Encourage and support neighborhood identity. al. Provide greater opportunities for community identity and interaction within,neighborhoods (meeting/socializing facilities, events, etc.). a2. Develop more neighborhood parks (through neighborhood -use park dedication fees.) a3. Plant more trees in residential neighborhoods. a4. Provide more bicycle lanes in neighborhoods. B. Allow for a mix of neighborhood/housing types. C. Create new visions for neighborhoods and then develop workable design guidelines to implement those visions. D. Minimize traffic impact on neighborhoods. IV. FOSTER COMMUNITY PRIDE AND PROMOTE COMMUNITY PARTICIPATION A. Encourage more multi -cultural events and programs suited to a variety of ages and interests, and serving both residents and non-residents. al. Cosponsor events with De Anza College. B. Foster community pride. bi. Provide more City -sponsored community events such as fairs, picnics, and parades. b2. Eliminate blight. C. Develop a volunteer center that would serve as a clearinghouse for individuals wishing to provide community service. D. Provide flexible services and activities that meet the needs of children, youth, seniors, handicapped, workers, residents, and even animals. E. Encourage the active participation in the City of people of all ages, income levels, ethnic groups and ideas, and from all geographical parts of the City. F. Increase ways for corporations and colleges to participate in City affairs. G. Foster a willing attitude to participate in the community and in solving larger problems. City of Cupertino Citizen Goals Committee September 5,1990 Subcommittee Meetings - Round #5 Page 13 Primary Subcommittee: City Identity The following goals, strategies and tactics are based on the visions and goals meeting report of May 5,1990 as revised in subsequent written comments and discussion during the June 13, 27, July 11,18, 25, and September 5, 1990 meetings. Goals are indicated by bold, capital headings, strategies are lettered, and tactics are listed under each strategy. Items needing further discussion appear in italic text. Detailed recommendatons for area -specific land uses, intensities and controls are presented in a "Land Use Matrix" developed by the Goals Committee during the September 5 meeting. POTENTIAL GOALS, STRATEGIES AND TACTICS I. BALANCE COMMUNITY GROWTH A. Identify the proper balance point for: jobs/housing, development/open space, housing/recreational space and housing mix. al. Consider a moratorium on new development until this examination is completed. B. Determine an appropriate rate and amount of growth for Cupertino. bi. Consider traffic impacts, desired housing density, open space needs, environmental impact, jobs/housing balance and City demographics. b2. Consider developing an "incentives" model to address future growth, offering density credits for developments that make significant contributions to community needs. b3. Define a process for designating growth and density limits that weighs the desire to maintain character with the need for addi- tional housing and/or commercial development. C. Balance development and open space, including recreational space. c1. Decide how much of a surrounding greenbelt should be preserved. c2. Protect the hillsides from high density housing development. c3. Distribute open space and recreational space in areas appropriate to serve Cupertino's residents and in -commuters. c4. Ensure that each residential neighborhood has park space nearby for a playground for youngsters and a gathering place for families within the neighborhood. c5. Provide private or public open space in the center of town to break up higher density. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 14 c6. Provide public parks for active recreational activities. D. Balance jobs and housing. di. Determine where people who work in the City reside and how much they earn so that planning for affordable housing responds to the housing needs of people who are currently in -commuters d2. Remove barriers that inhibit the construction of housing for people of low and moderate income. E. Promote low profile residential development with larger lot sizes. el. Address the issue of building size compared to lot size; incorporate recommendations into design guidelines. e2. Build detached single family homes away from the business area of town on lots no smaller than 7,500 square feet. F. Maintain a direct ratio between density and available or potential services and resources. f1. Eliminate the selling of TRIPS so that developers cannot increase square footage. G. Encourage more neighborhood services, such as unobtrusive shopping areas for day to day necessities. II. OPTIMIZE LAND USE POTENTIAL A. Maintain the City's capacity for a variety of land uses. B. Focus the most intense development along major transportation corridors. bi. Concentrate commercial businesses along Highway 280, Stevens Creek and De Anza. C. Investigate joint land use opportunities and partnerships between the City, schools and businesses. D. Identify and protect the historical character of specific areas, structures and landmarks. di. Preserve the Monte Vista area with strict building codes that limit the height of buildings, insure that new building design integrates well with existing structures, and that shopping areas are kept small with specialty shops. E. Develop guidelines for residential redevelopment or new development including planned communities. el. Locate residential areas near existing services. e2. Discourage private roadways and private residential developments. e3. Determine possible locations of services which will directly benefit residents. F. Specify sites that could benefit from changes in land use designation. City of Cupertino September 5, 1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 15 G. Develop architecturally well -designed parking structures integrated with buildings to minimize surface parking, within appropriate densities. H. Re-examine city boundaries. h1. Consider annexing unincorporated lands within the City limits and within the Sphere of Influence. h2. Consider annexing Bollinger to Prospect. III. ENCOURAGE MIXED USE AREAS A. Identify potential mixed use environments. ai. Prevent encroachment of business uses into established residential areas. a2. Consider Town Center, North De Anza, along De Anza and Stevens Creek as potential mixed use areas. a3. Locate new high density housing near places of employment. B. Develop residential areas adjacent to existing office/retail service areas, where appropriate. bl. Add more mixed use areas as run-down residences and vacant offices come on the market. b2. Cluster higher density condominiums and apartments (with adequate open space) closer to the business sections of town and along the main traffic arteries: 280, De Anza, Stevens Creek. b3. Cluster higher density housing to improve affordability — incorporate small shopping areas, possibly on existing parking lots. City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 16 Primary Subcommittee: Transportation POTENTIAL GOALS, STRATEGIES AND TACTICS The following goals, strategies and tactics are based on the visions and goals meeting report of May 5, 1990 as revised in subsequent written comments and discussion during the meetings of June 13, 27, and July 11, 18 and 25, 1990. Goals are at the beginning and are indicated by bold, capital headings. Strategies are lettered and grouped according to subject. Tactics are listed under each strategy group. TRANSPORTATION GOALS: I. Improve Local Circulation and Prevent Further Congestion II. Minimize Traffic Impacts on Residential Neighborhoods III. Improve Utilization of Mass Transit and Transit Alternatives IV. Improve Transportation Coordination V. Resolve Problems Associated with Highway 85 VI. Consider Aesthetics in the Design of Transportation Systems TRANSPORTATION STRATEGIES AND TACTICS: LAND USE A. Study the potential for reducing short, midday trips by developing a "village of services" near housing and employment centers. B. Study trip generation rates and reassess their method of calculation and their use as a tool for evaluating the transportation impacts of land use decisions. C. Promote a balance of local jobs and housing. • Assess and control development -specific impacts (especially to local streets). • Explore bonus incentive programs to implement the "village of services concept. DEVELOPMENT CONTROL (Much concern has been raised in the subcommittee about the issue of whether transportation systems act as a constraint on or determinant of growth or whether land uses determine the form and nature of the requisite transportation systems and services. The subcommittee has not developed specific strategies or tactics to "control growth ". The subcommittee will evaluate the transportation system impacts of the City of Cupertino Citizen Goals Committee September 5,1990 Subcommittee Meetings - Round #5 Page 17 recommendations of the other subcommittees before proposing any strategies specifically designed to control or encourage growth.) LINKAGES A. Integrate and link transit use. B. Provide public transportation where it is actually needed. C. Integrate and link different transit types - improve interconnections between transit modes. Planning should focus on the location and design of mode transfer points. • Study origin/destination data to determine changing travel patterns and needs. TRANSPORTATION DEMAND MANAGEMENT (TDM) A. Encourage corporate coordination of carpools, vanpools and other measures to help reduce the number of auto trips. B. Provide incentives for De Anza College and local major employers to develop effective methods of managing their transportation demand. C. Work with De Anza college and the school districts to develop transportation planning and management practices which would reduce peak -hour congestion. D. Study methods of reducing De Anza College traffic impacts on local circulation. E. Formulate policies which require the development and implementation of city-wide TDM plans. F. Study and propose economic incentives to reduce automobile dependence. G. Recognize that the regional, state and federal regulations promulgated to improve air quality will drive the development and implementation of TDM measures. It is the "hammer" for ensuring the implementation of TDM measures. • For TDM measures to be effective, they must include a process and standards for evaluation and sanctions for non-compliance. • Develop and market a "tool kit" for preparing and implementing TDM plans. • Evaluate possible incentives for using alternative forms of transportation. • Study the effectiveness of parking fees to management demand. • Promote the use or "preferred parking" programs for carpools and vanpools. • Work with the private sector to develop satellite parking facilities with shuttle service to employment centers. City of Cupertino Citizen Goals Committee September 5,1990 Subcommittee Meetings - Round #5 Page 18 • Develop incentives to provide mixed or shared parking facilities. • Work with De Anza College to study the use of satellite campuses to alter commute patterns during peak -hour. • Encourage De Anza College to consider adjusting class start/stop times to reduce peak -hour traffic. • Provide incentives for local companies to provide shuttles for customers and employees. • Encourage major employers to provide vehicles for daytime use by employees for errands and meetings. • Encourage employers to provide a "guaranteed ride home" for employees who take car pools or public transportation to work and are required to work late. • Study the potential for providing bus and/or van service for the elementary, middle and high schools. • Consider requiring local, major employers to provide on -site TDM managers to continually study the effectiveness of and enhancements to adopted TDM programs. TRANSPORTATION SYSTEM MANA GEMENT (TSM) A. Improve efficiency in circulation design. B. Reduce the impacts of through traffic. Support policies which make Cupertino a destination rather than a "through" route. • Channel through traffic to Highway 85 to reduce the impact of traffic on the Monte Vista area. • Continue use of strategically located stop signs to control through traffic in residential neighborhoods. • Build a DeAnza college exit off Highway 85 to facilitate access to the college. • Consider depressing the freeway, building pedestrian overpasses and designing "covers" that could be landscaped. • Monitor the impacts of increased business growth resulting from completion of Highway 85. • Traffic planning for the post -Highway 85 period should reflect the assumption that the completed freeway will probably increase gross through traffic. • Strategies and tactics for management of local circulation should be reevaluated after completion of the West Valley Freeway • Study an overpass over Highway 280 that connects Mary Avenue with Homestead. • Study possible mitigation factors for traffic generated by a new City "center". • Study possible mitigation factors for traffic generated by any new major development. City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 19 • Consider concentrated (vs. dispersed) parking areas adjacent to major arterials to minimize street traffic. These can be designed as transfer points which will facilitate the shift in modes of travel from the individual automobile to forms of public transit. • Promote a local jobs/housing balance by providing jobs for local residents and homes for local employees. • Build an off -ramp to specifically serve the De Anza College campus. • Reduce the impacts of traffic noise by investing in noise barriers, particularly along Highway 85. • Improve circulation flow by increasing the use of synchronized stoplights to keep traffic moving efficiently. Work with neighboring communities to ensure that synchronization does not adversely affect traffic which crosses jurisdictional limits. Consider use of signal synchronization on weekends, except where "demand actuated" is more appropriate. • Improve circulation flow by providing indented bus stops. Evaluate the placement of bus stops with respect to traffic flow. • Recognize, for planning purposes, that Highway 85 will not necessarily reduce through traffic and may well increase it. • Take advantage of the opening of Highway 85 to meet other circulation management goals. • Recognize the difference between "perceived" congestion and measured congestion (i.e., level of service measurements) and the importance of this understanding for the development of traffic management strategies. TRANSIT AND OTHER ALTERNATIVES A. Insure pedestrian safety. B. Provide a mix of cost effective transportation alternatives. C. Encourage greater utilization of mass transit. D. Promote alternatives to automobile transportation that are oriented to the individual, such as walking and biking. E. Promote alternatives to vehicular travel such as telecommuting and teleshopping. F. Explore Use of Permanente SP right-of-way for light rail use. G. Investigate light rail for Cupertino. • Design streets that promote safety rather than traffic or speed. Such a design would include separation of vehicles and pedestrians by a landscaped greenbelt to promote pedestrian safety. • Investigate various alternative transit modes such as light rail, monorail, intercity shuttles, electric cars, and a feeder bus system. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 20 • Ensure that Cupertino is included in T-2010 considerations. • Consider constructing a light rail system that links downtown Cupertino to Vallco, Valley Fair, DeAnza College, and downtown San Jose. • Consider joint use of buses with other agencies, such as schools. • Work with private companies in Cupertino to encourage/require use of mass transit. • Make information about transit alternatives widely available. • Recognize that the low density of Cupertino affects transit use, and that transit use requires a trade-off in time and service that citizens may not be willing to accept. • Recognize that travel attitudes, patterns and behavior may be more effectively changed by the use of positive incentive programs rather than the use of disincentive programs. • Encourage walking and biking by providing well designed pedestrian paths, bikeways and other amenities. • Provide bikepaths for children to ride to school and for employees to ride to work. • Strike a balance between transit and demand. Recognize that demand is constantly changing and that the successful implementation of TDM measures will place additional emphasis on transit service. TRANSPORTATION COORDINATION A. Develop a well -managed transportation system that coordinates and integrates local and regional transportation components. B. Be proactive in addressing regional transportation concerns that locally impact Cupertino. C. Recognize the relationship between transportation and air quality, and act to improve both. D. Coordinate the land use plan and planned densities with the transportation plan. E. Establish a hierarchy of streets for planning purposes. F. Establish a uniform method of calculating level of service (L.O.S.). G. Work within the region to establish a uniform L.O.S. standard. • Seek county and state funding to assist in paying for transportation improvements in Cupertino. • Evaluate traffic management strategies in the context of regional opportunities and constraints. Insure that new development mitigates traffic impacts. Evaluate projected impacts of proposed land use configurations and develop policy which favors projects which improve - or at least do not aggravate - local traffic congestion. City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 21 Recognize the importance of pedestrian travel as a component of the overall transportation system. Evaluate the possibility of developing light rail for Cupertino. Evaluate the potential for implementing public/private shuttle systems. STANDARDS AND GUIDELINES A. Review level of service (LOS) calculations. B. Reassess the use of trip generation rates when considering new developments and their projected traffic impacts. Projected traffic volume is currently represented as the "number of trips per 1000 square feet of floor area." C. Set the minimum city LOS at level "D". D. Monitor and evaluate the effectiveness of implemented measures. • Prepare development standards which support maintenance of LOS "D" throughout the city. • Explore and define alternative methods of measuring peak -hour congestion. • Study the implications of peak -hour spread for overall transportation management. • Recognize, for planning purposes, that tolerances for LOS reductions will increase over time and that increasing tolerances may support strategies to reduce or restrict flow on some streets (e.g., the development of a boulevard along Stevens Creek near De Anza Boulevard). GROWTH LIMITATIONS A. Growth within Cupertino will not exceed the limitations of the present transportation system. B. New growth should be allowed if measures are implemented which mitigate any potential impacts to the existing transportation system. HIGHWAY 85 A. Finish Highway 85 in a manner that minimizes impacts to the City. B. Insure that Highway 85 meets the circulation needs of Cupertino. C. Reassess circulation routes within Cupertino once the freeway is completed. RESIDENTIAL SAFETY A. Insure residential safety — minimize through traffic in residential neighborhoods. City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 22 Primary Subcommittee: Transportation This topic has not yet been discussed by the Transportation subcommittee but will be addressed in future meetings: KEY DISCUSSION ISSUES Regional Priorities and Local Control What are the most pressing regional concerns? Which issues should the City become involved in, and to what extent? How much control should the City delegate to regional bodies? Environmental Quality What environmental standards are appropriate for Cupertino and what are some possible ways to achieve those goals? Would the City be involved in managing air and water quality, solid waste and recycling, and water? If so, how? Potential Cross Subcommittee Issues: Contributing resources to meeting regional problems while meeting the local needs of Cupertino residents. Promoting regional cooperation while achieving the City's economic development goals. Maintaining environmental quality and achieving the City's economic development goals. POTENTIAL GOALS, STRATEGIES AND TACTICS The following goals, strategies and tactics are based on the visions and goals meeting report of May 5, 1990 as revised in subsequent written comments and discussion during the June 13, 1990 meeting. Goals are indicated by bold, capital headings, strategies are lettered, and tactics are listed under each strategy. I. PROMOTE REGIONAL PLANNING AND COOPERATION A. Maintain links with neighboring communities and take a leadership role in regional issues. al. Develop a stronger role in shaping the character and look of the entire Santa Clara Valley. B. Cooperate in a regional plan that coordinates electricity, CATV, water, post offices, and waste/sewage treatment. C. Better utilize existing local and regional parks and open space. c1. Provide support for a regional greenbelt. City of Cupertino September 5, 1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 23 D. Take local actions to address solid waste disposal problems. E. Cooperate with Santa Clara County to develop water recycling systems. F. Improve regional cooperation in the area of emergency planning and coordination. E. Identify Bay area resources and coordinate activities and needs — take advantage of shared -use resources. F. Recognize that transportation is a regional issue and work to develop creative solutions to the region's traffic problems. V. MAINTAIN ENVIRONMENTAL QUALITY A. Address pollution problems within the City al. Identify sources of pollution in Cupertino. a2. Consider the effects of traffic emissions on the environment. a3. Consider ways to control toxic contamination. B. Increase community awareness of geological factors and the potential hazards they represent. C. Address the solid waste disposal problem. D. Implement a comprehensive recycling program. di. Promote recycling and eliminate non -recyclable materials — promote cooperative residential and commercial recycling programs. d2. Encourage the elimination of non -recyclable materials in businesses such as fast food restaurants. City of Cupertino Citizen Goals Committee September 5,1990 Subcommittee Meetings - Round #5 Page 24 Primary Subcommittee: Housing POTENTIAL GOALS, STRATEGIES AND TACTICS The following goals, strategies and tactics are based on the visions and goals meeting report of May 5, 1990 as revised in subsequent written comments and discussion during the June 13, June 27, July 11, July 18, and July 25, 1990 meetings. Goals are listed first followed by strategies and tactics. HOUSING GOALS: I. Preserve and Enhance Cupertino's Overall Quality of Life II. Maintain Neighborhood Quality III. Support the Development of Affordable and Low Cost Housing IV. Encourage Balance Between Jobs And Housing V. Target New Housing For Cupertino Residents And Workers VI. Support A Mix Of Housing Types and Mixed Uses HOUSING STRATEGIES AND TACTICS: NEIGHBORHOOD QUALITY A. Maintain neighborhood quality. Elements which contribute to residents' perceptions of neighborhood quality include: • Open space areas and parks • Minimal through traffic, especially truck traffic • Protected views of the foothills • An "uncrowded" feeling • A limited number of mini -marts and gas stations • A "sense of greenness" • Minimal noise levels, especially on I-85 • Neighborhood pride • Maintainance of housing appearance • A "sense of community" PUBLIC/PRIVATE SUPPORT A. Identify opportunities for public/private partnerships in providing affordable housing for Cupertino. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 25 B. Encourage active employer participation in helping employees obtain and/or finance housing. bi. To the extent possible, consider encouraging employers to construct higher density employee housing near existing or proposed businesses. b2. Investigate creative employer -sponsored methods of developing housing equity among employees (e.g., accruing housing credits towards the purchase of housing). b3. Investigate corporate sponsorship of affordable housing. C. Work with the Cupertino School District in identifying surplus school sites which might be suitable for housing development. c1. Consider using surplus school properties for affordable housing development. c2. Recognize that some school properties are located in low density residential areas which may not be suitable for higher density housing. D. Research ways in which the City and developers can work together to encourage the construction of affordable housing. di. Consider requiring developers to build a percentage of low,zccst housing as part of their housing development projects. d2. Work Work with the City and the Planning Department to determine if it is feasible to lower the cost of permits for the construction of affordable housing. E. Form a housing advocacy group to educate residents about the need for affordable housing and advocate for housing improvements. MIXED -USE DEVELOPMENT A. Investigate the feasibility of encouraging developers to build mixed -use development (combined retail and housing). Mixed -use development should include the following amenities: • Higher density housing. • A good balance of private and public open space. • Ground floor convenience stores such as retail shops, restaurants, grocery stores and ample parking. • An attractive "village" theme which is inviting and comfortable. • Pedestrian theme with adequate landscaping and lighting. • Minimal automobile traffic within the mixed -use development. • Childcare. • A safe, comfortable environment. City of Cupertino September 5, 1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 26 al. Consider allowing higher density housing (increased dwelling units per acre) as a developer incentive to encourage mixed -use development which incorporates public open space. a2. Consider requiring mixed -use developers to provide a covenant for public use (i.e., amphitheater, park space). a3. Consider increasing floor area ratios (FARs) for particular areas to encourage construction of larger, higher density mixed -use developments. a4. Investigate creative methods of financing mixed -use developments. a5. Consider ways to improve the approval process for mixed -use development projects. a6. Consider ways to reduce permit fees to simply the project approval process for mixed -use development. a7. Emphasize the "Grand Boulevard" concept (mixed use residential and commercial uses) along Stevens Creek Blvd. ag. Review existing zoning ordinances and identify parcels which might be appropriate for mixed -use development. Potential parcels which should be studied for possible mixed -use development include: • Town Center • Tantau • Underdeveloped areas appropriate for mixed -use such as Stevens Creek Market McClellan • Foothill • Vallco Village Crossroads area • Older Garden Gate Area HOUSING DESIGN A. Consider establishing residential design guidelines and standards to protect and enhance Cupertino's design quality and character. al. Avoid developing overly restrictive residential design guidelines and standards. a2. Strengthen residential design guidelines and standards for hillside development with special emphasis on protecting sensitive views and ridgelines. B. Control the size and type of remodeling and expansion in existing homes in order to preserve Cupertino's neighborhood character. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 27 C. Determine a ratio of lot size to house size to prevent building large homes on small lots. D. Ensure that adequate open space exists within all housing areas. E. Consider building compatible multi -story (high rise) housing which combines landscaping, open space and underground parking. Any multi -story housing must be1compatible with the surrounding neighborhood. F. Ensure that privacy, sunlight and view rights of existing residences are not violated due to new residential and commercial developments. HOUSING LOCATION and DENSITY A. Develop housing close to work and shops, and accessible to transit. B. Identify locations in the City which might be more suitable for higher density housing, such as the Rancho Rinconada area. C. Strive to mix compatible housing densities and types throughout the City rather than segregating them. HOUSING OPTIONS A. Provide a wide variety of housing options which includes both rental and ownership housing to serve the housing needs of Cupertino residents and workers. al. Encourage the construction of more rental housing options to serve single persons, students, single parents, seniors and families - including studio apartment, second units or "granny" units as well as single family homes. a2. Encourage the construction of more affordable ownership housing for first time home buyers - including starter condominiums, duplexes and fourplexes, clustered housing complexes or affordable single family homes. a3. Encourage the construction of housing options for seniors and disabled people- including a range of options which can address varying degree of independence or needed support, e.g., assisted housing, senior apartments and senior housing complexes. City of Cupertino September 5,1990 Subcommittee Meetings - Round #5 Citizen Goals Committee Page 28 a4. Identify ways to help seniors and disabled persons remain in their homes (i.e., assisted housing program, in -home support services, etc.). B. Investigate the feasibility of giving first priority for rental housing to Cupertino daytime residents, especially City government and emergency service employees. C. Provide relocation housing for individuals displaced from their homes due to new development. Consider offering displaced residents first priority to available rental housing. FINANCING A. Investigate creative housing financing methods and mechanisms, especially ways of providing affordable housing for an extended period of time. B. Research alternative housing construction methods in order to keep the cost of housing down. fir' C. Investigate ways of providing longer term affordable housing (e.g., deed restrictions which regulates the purchase price of affordable housing). J City of Cupertino Citizen Goals Committee September 5,1990 Subcommittee Meetings - Round #5 Page 29 Primary Subcommittee: Economic Development POTENTIAL GOALS, STRATEGIES AND TACTICS The following goals, strategies and tactics are based on the visions and goals meeting report of May 5,1990 as revised in subsequent written comments and discussion during the June 13, June 27, July 11, July 18, July 25 Committee meetings, and September 14 subcommittee meeting. The goals have been grouped together and are listed below. Strategies have been grouped by topic and are indicated by capital letters. The numbers following the strategies represent their priority ranking (the lowest numbers represent the highest priority). Tactics have been grouped under each strategy category, and are indicated by bullets. ECONOMIC DEVELOPMENT GOALS: I. Maximize City Revenue II. Support Existing Businesses III. Encourage the Appropriate Growth of New Business N. Promote Joint Government/Business Cooperation V. Maintain Community Quality Of Life ECONOMIC DEVELOPMENT STRATEGIES AND TACTICS: CAPTURE SALES/USE TAX A. Encourage existing businesses to initiate or increase the volume of sales so as to increase revenue from sales taxes. (2.5) B. Encourage and enhance more retail business and support the businesses that are already established - provide more opportunities for local shopping .(3.66) C. Increase the visibility of existing businesses. (4.16) D. Create incentives for local residents and those that are employed here to shop in Cupertino. (5.33) E. Protect and support local retail business and other small businesses. (5.5) F. Attract regional customers into Cupertino to generate more sales tax. (6.33) • Encourage corporate and retail sales facilities to locate in Cupertino. • Provide a shuttle or van service to shopping areas. • Combine office and retail development to encourage employees to shop locally. City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 30 • Promote private childcare facilities for local employees and shoppers. • Develop a more friendly City/business partnership by reducing bureaucratic difficulties. • Create a more pedestrian friendly shopping environment. • Develop an enlarged and improved regional shopping center • Provide more grocery stores and local services throughout the City. • Make Vallco into a more attractive, viable shopping center along the lines of Stanford or Valley Fair. • Revise the sign ordinance to allow greater visibility of store signs. • Increase visibility by altering storefront landscaping. IDENTIFY BUSINESS NICHES A. Encourage the growth of businesses that contribute to City revenue. (1.25) B. Support existing major corporations — encourage their long term presence in Cupertino. (2.87) C. Allow higher density land uses in business areas. (3.37) D. Encourage the development of small businesses and services. (4.12) E. Encourage a diversity of business types to locate in Cupertino - work to attract and sustain clean and appropriate companies. (5.0) F. Encourage businesses that hire local residents. (5.25) G. Encourage the growth of non-polluting businesses: retail, R&D and marketing activities, hotels and restaurants. (6.12) H. Take advantage of the City's geographic location and competitive position in the Pacific Rim. (6.87) • Use market studies to determine prime business niches. • Change F.A.R standards - allow for increased densities. • Allow reasonable growth and expansion. • Examine zoning controls. • Identify types of potential businesses TAXES AND FEES A. Establish Transient Occupancy Tax for new hotel. (2.3) B. Increase business license fees. (3.6) C. Strengthen user fees. (5.2) D. Respond to future decrease in investment earnings. (5.4) E. Consider whether property owners are contributing enough to city revenue. (7.0) City of Cupertino Citizen Goals Committee September 5, 1990 Subcommittee Meetings - Round #5 Page 31 • Consider developing a use tax. • Transient Occupancy Tax generated from new hotel. • Increase taxes. • Implement a utility #ax. • Implement an entertainment tax (ticket fee). • Increase or implement user fees for municipal activities, facilities. • Establish assessment/maintenance districts. • Establish pollution fees. CITY BUDGET A. Consider how much revenue is appropriate to raise, establish spending priorities and consider trimming expenses. (4.0) B. Review criteria to evaluate economic development. (4.66) C. Explore joint agency projects which may reduce the City share of expenses. (6.33) • Consider adding a citizen budget review advisory committee. • Explore joint agency projects concerning open space or waste management issues. D. Continue to educate Cupertino residents regarding sources of city revenue. PUBLIC/PRIVATE PARTNERSHIP A. Encourage more corporate leadership in community affairs and economic development - investigate models that promote community involvement. (4.0) B. Establish a Community Endowment Fund based on lease, sale or joint venture of public land - consider conversion of parking lots. (4.0) C. Work closely with corporations to promote housing, joint use of buildings, mixed use development. (4.1) D. Develop specific joint government/business projects. (4.66) E. Develop an alliance between local government, business and industry. (5.0) F. Involve DeAnza College in community affairs. (5.33) • Make Cupertino more business friendly by reducing bureaucratic difficulty, and increasing the perception of hospitality. • Consider developing a community office building complex • Promote senior day care opportunities. • Promote child care opportunities. • Develop community education programs through DeAnza College. City of Cupertino Citizen Goals Committee September 5,1990 Subcommittee Meetings - Round #5 Page 32 SUMMARY The five most highly preferred strategies from all of the strategy categories are: 1. Encourage the growth of businesses that contribute to City revenue. (1.25) 2. Transient Occupancy Tax generated from new hotel.(2.2) 3. Encourage existing businesses to initiate or increase the volume of sales so as to increase revenue from sales taxes. (2.5) 4. Support existing major corporations - encourage their long term presence in Cupertino. (2.87) 5. Increase business license fees. (3.6)